puerto rico highways and transportation ......puerto rico highways and transportation authority ati...

PUERTO RICO HIGHWAYS AND TRANSPORTATION AUTHORITYTransportation Asset Management PlanATI - Autoridad de Transporte Integrado

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Puerto Rico Highways and Transportation Authority

ATI - Autoridad de Tránsito Integrada

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TABLE OF CONTENTS

1. ABBREVIATIONS ............................................................................................................................ 7

2. DASHBOARD SUMMARY .............................................................................................................. 8

3. INTRODUCTION ............................................................................................................................. 9

4. PURPOSE AND SCOPE ................................................................................................................. 13

5. AGENCY BACKGROUND INFORMATION ................................................................................... 14

5.1 Introduction.............................................................................................................................................................. 14

5.2 Organizational Structure ..................................................................................................................................... 14

5.3 Service Context ....................................................................................................................................................... 16

5.4 Ridership .................................................................................................................................................................... 18

6. ASSET INVENTORY AND CONDITION ASSESSMENT................................................................ 20

6.1 Overview .................................................................................................................................................................... 20

6.2 Rolling Stock ............................................................................................................................................................ 22

6.2.1 Articulated Bus (AB) .................................................................................................................................... 22

6.2.2 Trolley Bus (BU) ............................................................................................................................................. 23

6.2.3 Cutaway Bus (CU) ......................................................................................................................................... 23

7. PERFORMANCE ............................................................................................................................ 25

7.1 Performance Goals and Objectives ................................................................................................................. 25

8. DECISION SUPPORT TOOLS ........................................................................................................ 26

8.1 Asset Lifecycle Planning Process ...................................................................................................................... 26

8.2 Long Term Capital Planning .............................................................................................................................. 27

8.2.1 Acquisition Strategy .................................................................................................................................... 27

8.2.2 Operations Strategy .................................................................................................................................... 27

8.2.3 Maintenance Strategy ................................................................................................................................ 27

8.2.4 Disposal Strategy ......................................................................................................................................... 27

9. INVESTMENT PRIORITIZATION .................................................................................................. 29

9.1 Criteria for Investment Prioritization .............................................................................................................. 29

9.2 Capital Budget Needs According to Investment Prioritization ............................................................ 29

10. OPPORTUNITIES FOR IMPROVEMENT....................................................................................... 32

KEY TERMS ............................................................................................................... 35



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ASSET INVENTORY .................................................................................................. 37



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TABLES

Table 1 - List of Abbreviations ........................................................................................................................................................ 7

Table 2 - Transit Provider Criteria ............................................................................................................................................... 10

Table 3 - TAMP Required Elements ........................................................................................................................................... 11

Table 4 - ATI Routes Overview ..................................................................................................................................................... 17

Table 5 - Comparison FTA to ATI ULB ....................................................................................................................................... 21

Table 6 - ATI Rolling Stock Overview ........................................................................................................................................ 22

Table 7 - ATI Articulated Bus Overview .................................................................................................................................... 22

Table 8 - ATI Trolley Bus Overview ............................................................................................................................................. 23

Table 9 - ATI Cutaway Bus Overview ......................................................................................................................................... 23

Table 10 - ATI SGR Performance Goals .................................................................................................................................... 25

Table 11 - Eligible FTA Grants ...................................................................................................................................................... 29

Table 12 - Planned Federally Funded Expenditures ............................................................................................................ 30

Table 13 - ATI Investment Needs 2020-24 .............................................................................................................................. 30



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FIGURES

Figure 1 - Map of Puerto Rico ......................................................................................................................................................... 9

Figure 2 - Core FTA TAMP Requirements ................................................................................................................................ 12

Figure 3 - FTA Requirements for Tier II TAMPs ..................................................................................................................... 13

Figure 4 - ATI Organizational Structure .................................................................................................................................... 15

Figure 5 - Map of ATI's Bus Routes ............................................................................................................................................ 16

Figure 6 - Ridership on ATI Bus Routes 2015-2020 ............................................................................................................. 18

Figure 7 - Ridership by Bus Service 2018-2020 ..................................................................................................................... 19

Figure 8 - FTA Asset Inventory Requirements ....................................................................................................................... 20

Figure 9 - NABI Articulated Bus and Ford F550 Entourage Super Duty ...................................................................... 24

Figure 10 - Gillig 2009 Model G27D102N4 ............................................................................................................................. 24

https://intelthink.sharepoint.com/AMCL/Inc/AM20010/Shared%20Documents/4%20Work/TAMP%20Structure%20Development/ATI%20TAMP%20-%20Draft%201_rev%202.docx#_Toc39649374



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1. ABBREVIATIONS

Abbreviation Expansion

AMA Autoridad Metropolitana de Autobuses (MBA in English)

ATI Autoridad de Transporte Integrado (PRITA in English)

ATM Autoridad de Transporte Marítimo (MTA in English)

DTOP Departamento de Transporte y Obras Públicas (DTPW in English)

DTPW Department of Transportation and Public Works (DTOP in Spanish)

NTD National Transit Database

MBA Puerto Rico Metropolitan Bus Authority (AMA in Spanish)

MTA Puerto Rico Maritime Transport Authority (ATM in Spanish)

PRHTA Puerto Rico Highways and Transportation Authority

PRITA Puerto Rico Integrated Transit Authority (ATI in Spanish)

SGR State of Good Repair

SMART Specific-Measurable-Achievable-Relevant-Timely, acronym for target setting criteria

STIP Statewide Transportation Improvement Plan

TAM Transit Asset Management

TAMP Transit Asset Management Plan

TERM Transit Economic Requirements Model

ULB Useful Life Benchmark

UPWP Unified Planning Work Program

Table 1 - List of Abbreviations

Autoridad de Tránsito Integrado (ATI)Puerto Rico Integrated Transit Authority (PRITA)First Transit Bus Service

Rolling Stock PerformanceRolling stock performance is measured by the percentage of revenue vehicles that meet or exceed the Useful Life Benchmark (ULB). The ULB for ATI’s rolling stock is lower than the federal benchmark because the condition of Puerto Rico’s roads leads to faster deterioration.

2

AB - Articulated Bus

28

BU - Bus

24

CU - Cutaway Bus

29% more than 4 years to ULB

Performance GoalsATI has set Performance Goals for itself and First Transit, the private operator of its fleet:

All rolling stock assets shall remain in state-of-good-repair (SGR) and be

replaced before they meet their ULB.

FY 2019: 100% of all assets in SGR, under ULB

FY 2021: 100% of all assets in SGR, under ULB

Asset Type

Articulated Buses

No. of Assets

2

28

24

Useful Life Benchmark (ULB)

Average Age (2020)

No. of Assets that Meet or Exceed ULB

FY 2019 Performance (% not SGR)

FY 2020 Performance

Target (% not SGR)

FY 2021 Performance

Target (% not SGR)

Trolley Buses

Cutaway Buses

12

12

7

6

9.6

5

0

0

0

0%

0%

0%

0%

0%

0%

0%

0%

0%

BackgroundThe Puerto Rico Integrated Transit Authority (PRITA) or Autoridad de Tránsito Integrado (ATI), serves the San Juan Urbanized Area through heavy rail and bus public transportation. ATI’s bus service is privately operated by First Transit since 2008. ATI runs three (3) bus services: Metrobus, TU Conexion, and Metro Urbano consisting of 3, 4, and 10 routes, respectively. ATI’s private operator, First Transit, manages all facility and equipment related capital and operating expenditures; they are therefore not depicted herein.

54 Rolling Stock VehiclesCutaway, Articulated and Trolley Buses

17 RoutesServing the San JuanUrbanized Area

1.5m RidersMeasured 07/2018-06/2019


ATI - Autoridad de Tránsito Integradansporte Integrado

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3. INTRODUCTION The Commonwealth of Puerto Rico is an unincorporated territory of the United States located in the northeast Caribbean Sea. The Island is home to 3.2 million constituents making it the 31st most populous U.S. state / territory.

Figure 1 - Map of Puerto Rico

To traverse the Island, Puerto Ricans rely upon a combination of public and private transit options. In the early 2000s, Puerto Rico took steps towards broadening its public transit system. This past decade, however, the provision of public transit has suffered from a persistent debt crisis, declining population, and increasingly severe natural disasters. As a result, the utilization of and investment in public transit has fallen and the Island has become heavily auto and highway dependent, thereby significantly increasing vehicular traffic in the San Juan Urbanized Area.

In addition to increased traffic volumes, the provision of public transit is also an issue of equity. 40% of Puerto Ricans live below the poverty line; a figure three times higher than the national average of 13.5%. Dependable, accessible, and affordable public transportation options is foundational to facilitating economic prosperity on the Island.

This document serves as the formal Transit Asset Management Plan (TAMP) for the Puerto Rico Integrated Transportation Authority (PRITA) or Autoridad de Tránsporte Integrado (ATI), with sponsorship from the Puerto Rico Highways and Transportation Agency (PRHTA), in accordance to the Final Rule for Transit Asset Management.

Transit asset management is the strategic and systematic practice of procuring, operating, inspecting, maintaining, rehabilitating, and replacing transit capital assets to manage their



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performance, risks, and costs over their life cycles, for the purpose of providing safe, cost-effective, and reliable public transportation. 1

The Moving Ahead for Progress in the 21st Century (MAP-21) Act was signed into law on July 6, 2012, which authorized $105 billion in funding towards surface transportation programs. Through MAP-21, the Federal Transit Administration (FTA), issued the Final Rule for Transit Asset Management; National Transit Database (NTD) (49 CFR Sections 625 and 630) on July 26, 2016. The Final Rule established the requirement for recipients and sub-recipients of FTA funding to develop a TAMP.

By developing the TAMPs, FTA aims to improve safety and performance of the transportation network, reduce the $85.9 billion backlog to achieve a SGR, and enhance the asset management capabilities of transit providers nationwide. According to the Final Rule, “[a] capital asset is in a SGR if it is in a condition sufficient for the asset to operate at a full level of performance”2. Performance is measured in different ways depending on the type of asset and will be covered later within this TAMP.

The Final Rule has established criteria to separate larger Tier-I providers and smaller Tier-II providers, as seen in Table 2 below.

Tier Criteria

Tier-I Tier I providers are those operators with one hundred and one (101) or more vehicles in revenue service during peak regular service or operators of rail fixed-guideway public transportation systems.

Tier-II Tier II providers are those transit operators that do not operate rail fixed-guideway public transportation systems and have either one hundred (100) or fewer vehicles in fixed-route revenue service during peak regular service or have one hundred (100) or fewer vehicles in general demand response service during peak regular service hours.

Table 2 - Transit Provider Criteria

1 Transit Asset Management definition 49 CFR Section 625.5 2 Sec. 625.17 of FTA Final Rule on Transit Asset Management



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The TAMP requirements differ based on the relative size of the transit provider, as seen in Table 3 below.

Tier Element Description

Tier-I and Tier-II

Inventory of Capital Assets

A register of capital assets and information about those assets.

Condition Assessment

A rating of the assets’ physical state; to be completed for assets an agency has direct capital responsibility for; should be at a level of detail sufficient to monitor and predict performance of inventoried assets.

Decision Support Tools An analytic process, tool or methodology that assists in capital asset investment prioritization and/or estimates capital needs over time.

Investment Prioritization A prioritized list of projects or programs to manage or improve the SGR of capital assets.

Tier-I Only

TAM and SGR Policy The executive-level direction regarding expectations for transit asset management and SGR of capital assets.

Implementation Strategy The actions that a transit provider decides to conduct to achieve its TAM goals and policies.

List of Key Annual Activities

The actions needed to implement a TAM plan for each year of the plan’s horizon.

Identification of Resources

A summary or list of the resources, including personnel, that a provider needs to develop and carry out the TAM plan.

Evaluation Plan An outline of how a provider will monitor, update, and evaluate its TAM plan and related business practices to ensure the continuous improvement.

Table 3 - TAMP Required Elements

All transit providers in this TAMP are Tier-II providers and therefore only contain the following elements:



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Figure 2 - Core FTA TAMP Requirements

Through these four elements, transit agencies can assess their current SGR, identify needs to improve SGR, set performance targets and outline their plans to achieve those targets.

The Final Rule also establishes that State Departments of Transportation may sponsor Group TAMPs for Tier-II subrecipients. PRHTA administers FTA grant funding to its subrecipients in-lieu of the Puerto Rico Department of Transportation and Public Works (DTOP), and is sponsoring this TAMP in order to assist its subrecipients in compliance with the Final Rule.

As the designated FTA grant funding administrator, the PRHTA has sponsored the development of individual TAMPs for the following transit providers:

• Puerto Rico Metropolitan Bus Authority (MBA) or Autoridad Metropolitana de Autobuses (AMA)

• Puerto Rico Integrated Transportation Authority (PRITA) or Autoridad de TránsporteIntegrado (ATI)3

• Puerto Rico Maritime Transport Authority (MTA) or Autoridad de Transporte Marítimo (ATM)

• Seventy-Eight (78) Municipal Transit Services (Group TAMP)

All providers are united in their mission to enhance regional mobility and provide sustainable transit for riders.

TAMPs are required to be updated every four years, though agencies may decide to update their TAMPs intermittently to reflect the most up-to-date information. The transit agencies in Puerto were given a two-year extension (2018 to 2020) to produce their TAMPs due to the extenuating circumstances caused by Hurricanes Irma and Maria in late 2017. Puerto Rico’s TAMPs still cover a four-year horizon (FY2020 to FY2023). It is noted, however, that the TAMPs will need to be realigned with their respective agency’s capital budget process as well as other regulatory investment and work plans.

3 It is noted that Tren Urbano (TU), the Island’s only rail provider, has opted to produce their TAMP without PRHTA’s sponsorship.

Toby Kizner

The TAMP doesn’t coordinate across agencies, should we take this paragraph out?



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4. PURPOSE AND SCOPE TAMPs are a critical part of asset stewardship. They are used to assess the current condition of the assets owned by transit providers, support the long-term capital planning process and provide justification for the use of taxpayer’s dollars and fares. The TAMP aims to demonstrate the optimal use of funds to maintain and improve the service provided. PRHTA’s Agency TAMPs include:

• The inventory of assets owned, operated and maintained by the agencies

• The current condition of the agencies’ asset base

• The processes, tools and measures used to assess agencies’ performance

• How performance and needs assessments go into the decision-making process

• A proposed capital investment plan to achieve defined performance goals

• Actions for improvements in overall asset management capabilities

The TAM Final Rule states that every Tier-II provider must develop their own TAMP or participate in a group TAMP. The FTA defines a Tier-II provider as:

A recipient that owns, operates or manages one hundred (100) or fewer vehicles in revenue service during peak regular service across all non-rail fixed route modes or in any one non-fixed route

mode, a subrecipient under the 5311 Rural Area Formula Program, or any American Indian tribe” (49 CFR 625.5).

All sponsored transit providers, including ATI qualify as Tier II providers, due to having fewer than 100 revenue vehicles in service during peak regular service. The FTA requirements for a TAMP for Tier II providers are as follows:

Figure 3 - FTA Requirements for Tier II TAMPs



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5. AGENCY BACKGROUND INFORMATION

5.1 INTRODUCTION The Puerto Rico Integrated Transit Authority (PRITA), more commonly referred to as Autoridad de Transporte Integrado (ATI), serves the San Juan Urbanized Area through heavy rail and bus public transportation. ATI was created on August 3, 2014 by the Department of Public Works and Transportation (DTOP) to serve as an entity by managing and integrating the different transit modes on the Island5. Under the authority of DTOP, ATI receives federal and state funding for its operation and capital needs.

Much of DTOP’s transportation operations management was channeled through the Puerto Rico Highways and Transportation Authority (PRHTA), and DTOP sought to create a separate entity to specifically handle public transportation. ATI assumed responsibility over Tren Urbano (TU) upon creation in 2004 and was intended to merge the Puerto Rico Metropolitan Bus Authority (AMA) and the Puerto Rico Maritime Transportation Authority (ATM) under its authority. As of the production of this TAMP, full transfer of responsibility from PRHTA and the transit agencies to ATI has not been fully realized due to the lack of available resources, chiefly due to Puerto Rico’s fiscal deficit. Despite this, there has been some progress in integration as several bus routes previously managed by AMA were handed over to ATI for management in 2015.

ATI’s services include the TU heavy rail service, and the Metrobus, Metro Urbano and TU Conexión bus lines. ATI does not directly operate these services, but rather contracts third-party operators – currently Alternate Concepts Inc. for Tren Urbano, and First Transit for the bus services – to run the bus and rail services.

This TAMP will cover ATI’s three bus services, as they are Tier-II providers while the Tren Urbano services will be covered in a separate TAMP as they are a Tier-I provider and therefore have different reporting requirements.

The Metrobus, Metro Urbano and TU Conexión bus lines have been contracted out to a private operator, First Transit, since 2008 while the management of those lines was still under AMA’s responsibility. Since then, the contract has been extended and amended several times to continually provide good service. As of March 2020, the contract with First Transit will run until June 30, 2020 with the possibility of extension6.

5.2 ORGANIZATIONAL STRUCTURE As previously stated, DTOP holds authority over ATI and PRHTA, and intended for the transfer of public transit responsibilities to shift from PRHTA to ATI. However, due to Puerto Rico’s fiscal deficit, acquisition of additional resources to enable that shift has been difficult. Many of ATI’s departments are staffed by existing PRHTA employees or are outsourced to private contractors in order to fill in critical roles until new

5 "Law of the Puerto Rico Integrated Transportation Authority" - http://www.agencias.pr.gov/ogp/Bvirtual/LeyesOrganicas/Pages/123-2014.aspx 6 Amendment to Contract No. 2008-000248 G – Service Contract for the Operation, Maintenance and Management of METROBUS I and METROBUS EXPRESS Public Transportation Routes

http://www.agencias.pr.gov/ogp/Bvirtual/LeyesOrganicas/Pages/123-2014.aspx



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resources can be acquired. In most cases, the PRHTA employees working in ATI’s organization fulfilled the same role at PRHTA before the creation of ATI, and now report through ATI’s organizational structure instead of PRHTA.

ATI’s organizational structure can be seen below:

Figure 4 - ATI Organizational Structure

Although PRHTA does not hold authority over ATI, there is still a responsibility for ATI to report to PRHTA because of the number of staff that support both agencies. It is important to note that ATI’s bus services are managed by the Intermodal Department, which currently consists of two full-time employees who have responsibility for contract management with First Transit.

First Transit is responsible for all bus operations, preventive maintenance and repairs, while ATI retains ownership, as outlined in the contract between the two parties7.

7 Contract No. 2008-000248 G – Service Contract for the Operation, Maintenance and Management of METROBUS I and METROBUS EXPRESS Public Transportation Routes – Sections 2.4 and 2.5.1



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5.3 SERVICE CONTEXT The Metrobus service runs between the Sagrado Corazón Tren Urbano Station and the Covadonga Bus Terminal in Old San Juan. Express service, E10, and one local service, T3, serve this route. The fares for this service are $2.00 per ride, with a reduced fare of $1.00 for students, Medicare beneficiaries, people aged 60-74 and people with disabilities, and free service for people aged 75 and older or aged 6 and younger.

Figure 5 - Map of ATI's Bus Routes

The TU Conexión service is a bus service that connects the Tren Urbano rail service to various areas in the San Juan Urbanized Area. This bus service consists of four ATI-run routes, namely the E40, C22, C35 and C36 routes, that stem out from the Sagrado Corazón Tren Urbano Station and follow a looped route to the stops and back to the station. The fares for this service are $0.75 per ride, with reduced fares of $0.60 for students, $0.35 for Medicare beneficiaries, people aged 60-74 and people with disabilities, and free service for people aged 75 and older or aged 6 and younger.

The Metro Urbano service is commuter bus transit that connects more distant cities and towns to the transit network in the San Juan Urbanized Area. ATI runs the E20 route, which connects Toa Baja to the Bayamón Tren Urbano Station. The fares for this service are $0.75 per ride, with reduced fares of $0.60 for students, $0.35 for Medicare beneficiaries, people aged 60-74 and people with disabilities, and free service for people aged 75 and older or aged 6 and younger.

Table 4 below shows the details of the routes managed by ATI:



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Service Route Stops Hours of Operation and Frequency

Metrobus

E10 Sagrado Corazón TU Station – Puerta de Tierra, Calle del Tran – Covadonga Bus Terminal, Old San Juan

5:00AM – 8:00PM, Weekdays only Peak – 10 minutes Off Peak – 20 minutes

T3 Sagrado Corazón TU Station – Ave. Ponce de León, Santruce – Centro de Bellas Artes, Ave. Ponce de León, Miramar – Puerta de Tierra, Calle del Tran – Covadonga Bus Terminal, Old San Juan

5:00AM – 11:00PM, Weekdays Peak – 10 minutes Off Peak – 20 minutes 6:00AM – 11:00PM, Weekends and Holidays All times – 20 minutes

TU Conexión

E40 Piñero TU Station – Mall of San Juan – Departure Terminal, Luis Muñoz Main International Airport

5:00AM – 8:00PM, Weekdays Peak – 10 minutes Off Peak – 20 minutes 6:00AM – 8:00PM, Weekends and Holidays All times – 20 minutes

C22 Sagrado Corazón TU Station – Hato Rey TU Station, Ave. Muñoz Rivera – Federal Tribunal/ACAA, Calle Chardón – Coliseo José Miguel Agrelot, Calle Hostos – Res. Nemesio Canales, Calle Juan Calaf, Plaza Las Américas – Correo General/Cuartel General de Policia

6:00AM – 8:00PM, Weekdays only All Times – 30 minutes

C35 Sagrado Corazón TU Station – Ave. Fernández Juncos – Calle Hipódromo – Calle Hoare – Distrito de Convenciones – Miramar/Santruce, Ave. Ponce de León


C36 Sagrado Corazón TU Station - Ave. Borinquén – Ave. Eduardo Conde – Calle Degetau – Res. Llorens Torres/Calle Loíza – Calle Tapia – Santruce, Ave. Ponce de León


Metro Urbano E20 Bayamón TU Station – Campanilla Terminal, Toa Baja


Table 4 - ATI Routes Overview



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5.4 RIDERSHIP Ridership on ATI’s routes has fluctuated heavily over the last five years. During this time, the transit providers in Puerto Rico and the Island in general, experienced several events, that impacted the infrastructure, economy and population overall.

Personal car-ownership in Puerto Rico has increased in the 2010’s and a higher percentage of the population is relying on their personal cars for commuting and travel within the Island. This trend has also been observed by other PRHTA agencies.

Following the 2017 hurricanes, the road infrastructure was heavily damaged, which led to severe disruption of the transit services across Puerto Rico. Although most infrastructure has been rebuilt, some parts of the population have not switched back to public transport and continue using their personal cars for commuting and travel within the Island.

In the wake of the 2017 hurricanes, Puerto Rico’s overall population has decreased sharply, impacting ridership for all public transportation agencies.

In recent years, rideshare services, have gained great popularity. The rideshare company Uber launched in 2016. Inhabitants of Puerto Rico and visitors have increasingly used these services over public transportation. This added to the already trending decline in ridership.

Figure 6 illustrates the changes in ridership between July 2015 and January 2020.

Figure 6 - Ridership on ATI Bus Routes 2015-2020

It is important to note that between December 2017 and January 2018, ATI adopted the Cubic automated fare collection system, which allowed for magnetic fare cards to be used by users. This Cubic system was also adopted by AMA and Tren Urbano for seamless travel when switching modes. Prior to using this system, ridership was estimated through farebox collection, which could not differentiate between



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different types of fares; students, the elderly and the disabled are entitled to lower fares on all of ATI’s bus services. The Cubic system allowed for a more accurate measurement of ridership because it can differentiate between the types of fares, which explains the steep rise in ridership between December 2017 and January 2018.

Figure 7 shows ridership of the Metrobus, TU Conexión and the Metro Urbano services, as well as the total amount of the three services. This ridership data was gathered post-Cubic system implementation. It appears that ridership fluctuates throughout the year, with highs in the first and third quarters of the year and lows in the second and fourth quarters. Despite this, the overall ridership trend appears to be stable.

Figure 7 - Ridership by Bus Service 2018-2020



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6. ASSET INVENTORY AND CONDITION ASSESSMENT

6.1 OVERVIEW FTA requires an inventory of all rolling stock, equipment, infrastructure assets and facilities purchased with federal funds in the TAMP. Figure 8 shows the different types of assets within those categories.

Rolling stock contains all revenue vehicles. This includes active vehicles, standby vehicles and vehicles undergoing maintenance.

The equipment asset category contains all non-revenue service vehicles and equipment valued $50,000 or more.

The facility asset category contains administrative, maintenance, parking and passenger facilities that are used and/or owned by the agency. It is important to note that bus shelters and other similar structures are not considered within this asset category.

The infrastructure asset category contains all infrastructure used for the operations and maintenance of the rolling stock. This asset category typically pertains to all infrastructure for heavy rail, commuter rail and light rail transit.

For the purposes of this TAMP, ATI’s asset inventory to be assessed consists only of bus rolling stock assets. Rail vehicles, rail infrastructure, rail maintenance facilities and all administrative facilities will be included in a separate ATI TAMP that covers Tren Urbano. All maintenance facilities and equipment used for maintenance are owned by the current third-party operator, First Transit. Therefore, this section does not include equipment, facilities or infrastructure.

The small fleet size and relatively small scale of operations do not constitute a significant need for an Enterprise Asset Management Software, and ATI has opted to direct their resources elsewhere. Even though their asset inventories are small, ATI can continue to improve the management of their asset inventory – see Section 9 for more details regarding improvements.

The condition assessment process varies by asset class. FTA’s mandated State-of-Good-Repair (SGR) performance measure for revenue vehicles is the percentage of vehicles that have met or exceed their Useful Life Benchmark (ULB). Useful Life and ULB are defined in 49 CFR Section 625.5 – Definitions as:

Figure 8 - FTA Asset Inventory Requirements



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Useful life means either the expected life cycle of a capital asset or the acceptable period of use in service determined by FTA.

Useful life benchmark (ULB) means the expected life cycle or the acceptable period of use in service for a capital asset, as determined by a transit provider, or the default benchmark provided by FTA.

The ULB is the age at which a vehicle has reached the end of its economic useful life. This value may be specified in terms of vehicle age, mileage and/or other factors. FTA provides a set of default ULB values by vehicle type, all of which are specified in terms of vehicle age. The FTA ULB values were used as guidance and have been adjusted by ATI to support their operating environment.

FTA Circular 5010.1E states that assets purchased using federal funds are required to meet a minimum useful life. Taking into account the quicker rate of deterioration, ATI has set ULBs for their assets that are two years lower than the FTA suggested ULB, while in compliance with the FTA Circular 5010.1E.

A comparison between FTA’s ULB and the ULB used for ATI’s rolling stock assets can be seen in Table 5 below.

Asset Type FTA Suggested ULB FTA Circular 5010.1E Minimum Useful Life

ATI ULB

AB – Articulated Bus 14 12 12

BU – Trolley Bus 14 12 12

CU – Cutaway Bus 10 7 8

Table 5 - Comparison FTA to ATI ULB

The ULBs for AMA’s vehicles are lower than the suggested FTA benchmarks reflecting an accelerated rate of deterioration due to Puerto Rico’s island climate and road conditions.



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6.2 ROLLING STOCK ATI’s rolling stock inventory consists of articulated buses, trolley buses and cutaway buses, all of which are currently in a SGR. The following sections provide details on each fleet of rolling stock vehicles in ATI’s asset inventory. A detailed inventory of each individual rolling stock asset can be found in Appendix B.

Asset Type No. of Vehicles ULB Average Years in Active Service

No. of Vehicles that Meet or Exceed ULB

AB – Articulated Bus

2 12 6 0

BU – Trolley Bus 28 12 9.6 0

CU – Cutaway Bus

24 8 5 0

Summary 54 7.4 0

Table 6 - ATI Rolling Stock Overview

6.2.1 ARTICULATED BUS (AB) In order to meet ridership demand on the Metro Urbano E20 route, ATI operates an articulated bus with an expanded capacity. The 2012 NABI Articulated buses have a capacity of 63 seated passengers and were put into service in October 2014. These buses are used for ATI’s Metro Urbano E-20 route (see Table 4).

Model Type No. of Vehicles In Service Date Capacity Acquisition Cost per Vehicle

NABI Bus – BRT 2012 - Articulated

2 10/6/2014 63 Seated Passengers

$1,100,000

Table 7 - ATI Articulated Bus Overview



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6.2.2 TROLLEY BUS (BU) For routes with less demand and on Metro Urbano E-20 during off-peak times, ATI operates two types of trolley buses.

The Gillig 2009 Model Trolley Buses have a capacity of 43 seated passengers and were put into service in September 2009. These buses are used for ATI’s Metrobus service, which include the E-10 and T-3 routes.

The 2012 NABI Trolley Buses have a capacity of 43 seated passengers and were put into service in October 2014. These buses are used for ATI’s Metro Urbano E-20 route (see Table 4).


Gillig 2009 Model G27D102N4


$310,913.66

NABI BUS -BRT 2012


$750,000

Table 8 - ATI Trolley Bus Overview

6.2.3 CUTAWAY BUS (CU) The Ford F550 Entourage Cutaway Buses have a capacity of 29 passengers and were brought into service in August 2015. These cutaway buses are used for ATI’s TU Conexión routes which include the low demand routes E-40, C-22, C-35 and C-36 (see Table 4).


Glaval - FORD F550/Entourage - Super Duty 2012


$102,675

Table 9 - ATI Cutaway Bus Overview



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Figures 9 and 10 depict examples of the rolling stock vehicles used by ATI:

Figure 9 - NABI Articulated Bus and Ford F550 Entourage Super Duty8

Figure 10 - Gillig 2009 Model G27D102N49

8 ©2015 MJofLakeland1, https://www.flickr.com/photos/mjoflakeland/22849409932/in/photostream/ 9 © 2016 Oren Hirsch, https://orenstransitpage.com/the-travelogue/bus-photo-of-the-month-april-2017/

https://www.flickr.com/photos/mjoflakeland/22849409932/in/photostream/

https://orenstransitpage.com/the-travelogue/bus-photo-of-the-month-april-2017/



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7. PERFORMANCE

7.1 PERFORMANCE GOALS AND OBJECTIVES As a transit agency that serves the population of Greater San Juan and the rest of Puerto Rico, as well as tourists and visitors to the Island, ATI continuously strives to provide a safe and reliable service while offering good customer service and experience.

Operating and maintaining assets that are in a SGR is a core requirement to meet ATI’s overall performance goals.

ATI’s SGR performance goal is to maintain all their assets in a SGR.

Asset Type No. of Vehicles

No. of Vehicles that Meet or Exceed ULB

FY 2020 Performance Target

FY 2021 Performance Target

Articulated Bus 2 0 0% 0%

Trolley Bus 28 0 0% 0%

Cutaway Bus 24 0 0% 0%

Table 10 - ATI SGR Performance Goals



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8. DECISION SUPPORT TOOLS

8.1 ASSET LIFECYCLE PLANNING PROCESS According to the TAM Final Rule, decision support tools are any methodologies, software or processes used to help transit providers make decisions. The decision-making processes used by ATI are largely reactionary to certain needs, and formal decision-making methodologies, processes and software have yet to be developed fully. As ATI strives to improve their asset management capabilities, future iterations of this TAMP will expand on the decision-support tools to be developed. This section has been divided into two sections: the planning processes throughout the asset lifecycle and the long-term capital decision making processes.

ATI maintains a needs-based capital planning process for its bus assets. Capital needs relating to ATI’s bus service, which for the most part is either an unexpected major overhaul or the procurement of replacement buses, are identified by the intermodal department in coordination with First Transit. Since First Transit is responsible for the everyday operations and maintenance of the bus assets, ATI relies on First Transit to provide regular updates on the condition of their assets.

Those needs are then sent from the intermodal department to the ATI leadership. Those needs are then assessed and prioritized by their cost and impact on operations by the PRHTA procurement board.

Under 49 U.S.C. 5304(g), each state is required to produce a Statewide Transportation Improvement Plan (STIP) to document a statewide intermodal program of transportation projects. The STIP covers a timeframe of four years at a minimum, and is produced in collaboration between metropolitan planning organizations, public transit providers and other regional/state level transportation planning organizations.

PRHTA has developed a STIP that covers fiscal years 2019 to 2022 (STIP 2019-2022), in collaboration with the Puerto Rico Municipal Planning Organization (MPO), of which ATI is a member of, in compliance with federal requirements. The MPO chaired by the Secretary of the Department of Transportation and Public Works and has representatives from the following entities:

• Puerto Rico Department of Transportation and Public Works

• Puerto Rico Highway and Transportation Agency

• Puerto Rico Integrated Transit Authority

• Maritime Transportation Agency

• Metropolitan Bus Authority

• Puerto Rico Port Authority

• Puerto Rico Planning Board

• Public Services Commission

• Permissions Management Office

• Environmental Quality Board

• Department of Environmental and Natural Resources

• Puerto Rico Tourism Company

• Puerto Rico Emergency Management Agency

• Municipality Governments captured in the various Urbanized Areas

• Federal Highway Administration (non-voting member)



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• Federal Transit Administration (non-voting member)

The MPO evaluates all transportation-related capital investments, allocates available FTA and FHWA funds and submits the projects to be included in the latest iteration of the STIP. The STIP is then submitted to the FTA, who then awards the grant reimbursements to PRHTA, who then disseminates the funds accordingly.

8.2 INVESTMENT PLANNING 8.2.1 ACQUISITION STRATEGY The majority of ATI’s asset base has been acquired in the years between 2009-2012. As these assets are well within their ULB, there is no current asset replacement plan for ATI’s buses. It is expected that buses procured in 2009 will be phased out with new buses in 2021-2022 as they reach the end of their useful life. ATI continuously assesses the performance of its bus fleet and monitors failures and maintenance needs as reported by First Transit. In the event that a bus shows acceptable performance, it may remain in service, even beyond its ULB.

New bus acquisitions will be planned based on a 2020 demand forecasting study. ATI will detail acquisition plans in future TAMPs.

8.2.2 OPERATIONS STRATEGY As per outsourcing agreement, all of ATI’s bus operations are managed by First Transit, which leases out ATI’s buses to provide the service. First Transit submits monthly invoices and reports to the Intermodal department on operations, fare revenue collected, ridership and maintenance tasks performed. ATI retain an adequate level of oversight over bus operations.

8.2.3 MAINTENANCE STRATEGY In addition to managing the bus routes, First Transit is also responsible for all preventive maintenance of ATI’s buses. First Transit has a Preventive Maintenance Manual10 that outlines the necessary steps to complete a Preventive Maintenance Inspection (PMI) for each component of the assets, the roles and responsibilities required to conduct the PMIs and the workflow of the PMIs. ATI ensures adherence to this Preventive Maintenance Manual and compliance with FTA-required preventive maintenance requirements through regular spot-checks and audits.

8.2.4 DISPOSAL STRATEGY When an asset reaches the ULB, it is assessed whether it is more economically feasible to dispose/sell and replace or if the asset is still in good working order and can continue to be used. ATI continuously assesses the performance of its bus fleet and monitors failures and maintenance needs as reported by First Transit.

If the decision is made to dispose of a federally funded asset, the disposal process is done in accordance to the disposition methods found in the FTA Circular 5010.E and 2 CFR Section 200.313 - Equipment (e) Disposition. This allows the asset, following instruction to do so by the FTA, to be sold at fair market value

10 First Transit Preventive Maintenance Manual, April 2011



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and ATI to deduct $500 or 10% of the sale proceeds (whichever is less) from the repayable federal share. If the FTA does not instruct the asset to be sold, it may be transferred to another non-federal agency, for example one of ATI’s sister-agencies.



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9. INVESTMENT PRIORITIZATION

9.1 CRITERIA FOR INVESTMENT PRIORITIZATION According to the TAM Final Rule, TAMPs are to include a prioritized list of proposed projects and programs in order to reach their SGR goals. As ATI maintains a needs-based planning process and all assets are currently in a SGR, there are no capital projects that currently have formal proposals. Future iterations of the TAMP will include a list of proposed projects as assets near their ULB. This section instead includes ATI’s performance objectives and funding included in the STIP 2019-2022.

All capital and operational investments are scrutinized by ATI’s performance objectives, which are:

• Safe and reliable service

• Good customer service and experience

• Assets that are in a SGR

Any investment must demonstrably satisfy these objectives, in order for ATI to meet its performance objectives.

9.2 CAPITAL BUDGET NEEDS ACCORDING TO INVESTMENT PRIORITIZATION

There are several federal grants that ATI is eligible for to fund their capital budget. They are as follows:

Grant Description Eligible Recipients

5307 – Urbanized Area Formula Grants

Funding for transit capital and operating assistance in urbanized areas and for transportation funding.

Large Urbanized Areas (over 200,000 residents) and Small Urbanized Areas (50,000-200,000 residents)

5337 – State of Good Repair Grants

Capital assistance for maintenance, replacement and rehabilitation projects of high-intensity fixed guideway and bus systems to help transit agencies maintain assets in a state of good repair.

Urbanized Areas with fixed guideway and high intensity motorbus systems in revenue service for at least 7 years.

5339 – Grants for Bus and Bus Facilities

Funding to replace, rehabilitate and purchase buses and related equipment and to construct bus-related facilities including technological changes or innovations to modify low or no emission vehicles or facilities.

Recipients and subrecipients that operate fixed route bus service or that allocate funding to fixed route bus operators.

Table 11 - Eligible FTA Grants



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As the current fleet is in a SGR, there are no planned capital investments for ATI that fall within the timeline of the State-wide Transportation Investment Plan 2019-2022 (STIP). Currently, the only federally funded expenditures that have been included in the STIP are for operations assistance for all ATI operations, including Tren Urbano operations, as seen in Table 12 below.

Description Grant Period Federal Share Local Share Total

Amount

Operating Assistance Special Rule

5307 2019 $3,371,330 $3,371,330 $6,742,660

Table 12 - Planned Federally Funded Expenditures

In order to keep its assets under their ULBs and in a SGR, ATI will need to replace parts of its current vehicle fleet, starting in 2021. The actual procurement timeline for a new fleet of rolling stock vehicles depends on the size of the fleet, the type of asset, the necessary changes to off-the-shelf models and external economic conditions, among many other factors.

Based on prior procurements, ATI estimates that the typical procurement timeline, from announcement of an RFP to putting the asset into active service is two years. Table 13 below shows that estimated time applied to the replacement process of ATI’s assets in order to keep assets under their ULBs.

When assets are over two years away from their ULB, the columns are green, indicating that the process of replacing those assets does not need to be initiated yet. When assets are within two years of their ULB, the columns are yellow, indicating that ATI should begin the procurement process to ensure that the assets are replaced by the time they reach their ULB. When assets meet or exceed their ULB, the columns are red. Though these periods of time are estimates, this framework provides a baseline for procurement planning.

Transit Service /

Asset Type

No. of Assets

Active Start Year

ULB (years)

Estimated Replacement

Cost

‘20 ‘21 ‘22 ‘23 ‘24

Metrobus: Trolley Bus 20 2009 12 $6,218,273.20

Metro Urbano: Trolley Bus

8 2014 12 $6,000,000.00

Metro Urbano: Articulated Bus

2 2014 12 $2,200,000.00

TU Conexión: Cutaway Bus 24 2015 7 $2,464,200.00

Table 13 - ATI Investment Needs 2020-24



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As shown in Table 13, ATI has significant investment needs before 2022, in order to achieve their performance goal of having all their vehicles in a SGR. 37.1% of ATI’s rolling stock will reach the end of their useful life by 2021 and another 44.4% will reach the end of their useful life by 2022, bringing the total up to 81.5% of ATI’s rolling stock. The total estimated replacement cost, which is based on the acquisition cost, to replace all the assets reaching the end of their useful life in 2022 is $8.68 million.



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10. OPPORTUNITIES FOR IMPROVEMENT Through the preparation of this TAMP, ATI was able to uncover several opportunities for improvement within their current operations and planning processes. The following is a summary of currently ongoing or planned initiatives, as well the commitment to continually improve the service offered to its riders; to remain safe and reliable, provide a good customer service and experience, while keeping its assets in a SGR.

Further development of Transit Asset Management Plans

As this TAMP is the first for ATI and its sister-agencies, it is a process of continual improvement. ATI as an agency understands this is only the beginning of a long-term journey, and it continues to develop, plan and implement technical and structural improvements for its assets and the agency overall.

A best practice TAMP is based on these elements.

1. Appropriate asset data to support a mature decision process for prioritizing asset interventions

2. Analysis tools in place to exploit this data

3. An integrated longer-term planning process, ideally at least ten years, that provides a consistent approach to investment against the agency objectives, themselves ideally quantified, ‘SMART’ targets

4. Subject Matter Expert-based asset class and system strategies to support this integrated planning process

5. A systematic move towards risk-based decision making against agency targets, which would include both risk-based replacement and risk-based maintenance, making use of established techniques from other transit agencies globally

6. An articulated ‘Asset Management System’ that defines the elements of processes and procedures, roles and responsibilities for good Transit Asset Management

This goal is best approached through a coordinated improvement plan over some years, making good use of lessons learned elsewhere.

ATI aims to develop a TAMP improvement plan for the next three years:

1. Put in place TAMP awareness training for its key asset decisions makers

• Wider awareness of good practice will support the agency in exploiting useful approaches that are appropriate to its size and complexity, and focus its effort on TAMP improvements

2. Maintain its asset inventory through the spreadsheets developed for this TAMP and making good use of the standardized templates for NTD reporting.

• ATI now has a robust asset inventory, and it is important to maintain this as the assets are replaced.

3. Further developing a pragmatic ULB approach for its assets.



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• The ULBs for AMA’s vehicles are lower than the suggested FTA benchmarks due to Puerto Rico’s island climate and road conditions. This would also investigate benefits of incorporating additional decision criteria such as service criticality, or additional condition assessments.

4. From this work, developing early asset class strategies to address any asset class that is at or exceeds its class ULB.

• These strategies are best done using a working group of internal SMEs facilitated by an AM practitioner. They are very useful to pick up collective experience on how to improve the management of each class.

5. Plan to improve the integrated planning process towards a mature AMP process

• This would start by using the asset inventory spreadsheets to capture life cycle renewals requirements for the next five to ten years.

Furthermore, development of a whole life cost profile for the ATI’s assets would provide valuable information for use in capital planning and decision-making. Along with initial acquisition costs, current operating and maintenance costs could be aggregated to understand total spending levels. A more accurate level of investment could then be tied to asset age, condition, or performance. Asset profiles of other transit operators, available in the public domain, should be used as a model for ATI.

AMA is also committed to the following actions in order to provide a reliable, safe and accessible bus and paratransit service to all its customers.

Asset Information

Due to the nature of ATI’s contract with First Transit, the agency has only limited access to information surrounding asset operations and maintenance. Current contractual agreements require only minimal information to be shared from First Transit with ATI, the asset owner. First Transit remains the proprietary owner of key asset information.

This inhibits ATI’s capabilities for in-depth asset condition monitoring and long-term planning. It prohibits ATI from forming a complete picture of fleet condition and asset operation needs. Currently the agency is alleviating this by conducting spot-checks and requesting monthly operations summaries through detailed and evidenced invoicing.

ATI will seek amendments to the current and future contracts with First Transit or any other third-party provider to have full and unrestricted access to relevant information.

Operations oversight

As mentioned above, ATI has limited oversight of bus fleet operations and can only react within the boundaries for the First Transit agreement. At the same time, ATI holds the sole responsibility to provide safe and reliable service to its customers.

Ultimately, ATI needs to increase the amount of oversight and control it has over bus operations and maintenance. This could be realized by more flexible provisions in the third-party agreements, with First Transit or any other provider, allowing ATI to modify services, routes and bus dispatching.



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During 2020, ATI will engage an external consultant to survey and forecast future ridership demand. Included in this study will be an investigation into re-integrating some ATI routes with its sister-agency, AMA.

Ridership data and demand forecasting

As detailed in section 5.4 of this TAMP, ATI is using information obtained from fareboxes, as well as the Cubic system to monitor ridership and fare revenue.

For 2020, ATI will intensify its efforts to effectively project future ridership and overall demand. This will enable the agency to enhance its long-term planning capabilities and investment needs.

Information available to customers

Through new technologies implemented in ATI’s buses the agency will be able to share more relevant information with its customers. Data on bus location and arrivals shall be made available through third-party mobile apps and online-services. Sharing more information with customers will also shape an image of a more reliable service, understanding current operating conditions will demonstrate dependability for riders.

Increased availability of information will enhance the overall experience for customers and subsequently attract more riders.

Skilled workforce

Puerto Rico’s wider economy, not only transit providers like ATI, are experiencing a dramatic shortage in skilled workforce. This is due to the increasing migration form the Island to mainland US, following the 2017 hurricanes, and other natural disasters.

ATI is finding increasingly difficult to recruit and retain staff for its administrative and planning activities. This is heightened by the fiscal crisis within the entire Commonwealth of Puerto Rico. Government spending has subsequently been restricted,

At the same time, PRHTA remarks a surplus of available federal funding for transit providers. This untapped resource seems to exist because agencies, like ATI don’t have enough staff to create funding requests through PRHTA, which require substantial planning and evidenced documentation of the investment need.

As short-term solution, ATI is relying on external consultants to assist with planning tasks and preparing investment strategies. However, this poses a significant risk because it causes a lack of knowledge retention at the agency when those consultants leave.

During 2020, ATI will collaborate with PRHTA and its sister-agencies to submit federal funding requests to ensure that funding budgets remain adequate and transit services in Puerto Rico can provide safe and reliable service in the future.

APPENDICES



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KEY TERMS Accountable Executive

Defined by 49 U.S.C. Chapter 53 as a “single, identifiable person who has ultimate responsibility for carrying out the safety management systems of a public transportation agency; responsibility for carrying out transit asset management practices; and control or direction over the human and capital resources needed to develop and maintain both the agency’s public transportation agency safety plan, in accordance with 49 U.S.C. 5329(d), and the agency’s transit asset management plan in accordance with 49 U.S.C. 5326.”

Asset

A tangible entity, or system of entities, that are owned, leased or maintained by the transit provider.

Lifecycle

The time elapsed between an acquisition and disposition of an asset. This can include the planning, design, procurement, construction, operations, maintenance, rehabilitation and disposal phases.

State of Good Repair (SGR)

Defined by 49 U.S.C. Chapter 53 as the condition in which a capital asset is able to operate at a full level of performance. For rolling stock and non-revenue vehicles, assets in a SGR are those with an active life lower than their Useful Life Benchmark. For facilities, assets in a SGR are those scoring 3.0 or higher on the condition assessment rating score.

Statewide Transportation Improvement Plan (STIP)

A multi-year, statewide intermodal program of transportation projects outlining all capital transportation projects in a 4-year period. The STIP is an FTA requirement under 49 U.S.C. 5304(g) and is developed in cooperation with the MPO.

TERM Scale

A one to five rating scale used in FTA’s Transit Economic Requirements Model (TERM) to describe the condition of an asset, where a score of one indicates poor condition and a score of five indicates excellent condition.

Tier-I Operator

An entity that receives federal financial assistance under 49 U.S.C. Chapter 53, either directly from FTA or as a subrecipient, that owns, operates, or manages either (1) one hundred and one (101) or more vehicles in revenue service during peak regular service across all fixed route modes or in any one non-fixed route mode, or (2) rail transit.

Tier-II Operator

An entity that receives federal financial assistance under 49 U.S.C. Chapter 53, either directly from FTA or as a subrecipient that owns, operates, or manages (1) one hundred (100) or fewer vehicles in revenue service during peak regular service across all non-rail fixed route modes or in any one non-fixed route mode, (2) a subrecipient under the 5311 Rural Area Formula Program, (3) or any American Indian tribe.



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Transit Asset Management (TAM)

Defined by 49 U.S.C. Chapter 53 as “the strategic and systematic practice of procuring, operating, inspecting, maintaining, rehabilitating, and replacing transit capital assets to manage their performance, risks, and costs over their lifecycles, for the purpose of providing safe, cost-effective, and reliable public transportation.”

Useful Life

Defined by 49 U.S.C. Chapter 53 as “either the expected lifecycle of a capital asset or the acceptable period of use in service determined by FTA.” Useful life is essentially the number of years an asset is expected to remain in service before being eligible for replacement, retirement or disposal.

Unified Planning Work Program (UPWP)

Defined by 23 CFR 450.308(b) as an annual or biennial statement of work identifying the planning priorities and activities to be carried out within a metropolitan planning area. Metropolitan planning organizations are required to develop UPWPs to govern work programs for the expenditure of FHWA and FTA planning funds.

Useful Life Benchmark (ULB)

Defined by 49 U.S.C. Chapter 53 as “the expected lifecycle or the acceptable period of use in service for a capital asset, as determined by a transit provider, or the default benchmark provided by FTA.” The ULB essentially denotes the expectation of an asset’s life (in years) based upon its operating environment, and usually pertains to rolling stock or non-revenue vehicles only.



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ASSET INVENTORY



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No. Asset Type

Model Asset ID

VIN License Plate

In-Service Date

ULB End of Useful

Life (Year)

Remaining Useful Life

(years)

Age (years)

Mileage (April 2019)

Replacement Cost

1 BU - Bus Gillig 2009 Model G27D102N4

09-100 15GGD271791176895 7424OP 9/10/2009 12 2021 1.47 11 263,817 $310,913.66


09-101 15GGD271991176896 7063OP 9/10/2009 12 2021 1.47 11 355,429 $310,913.66


09-102 15GGD271091176897 7456OP 9/10/2009 12 2021 1.47 11 340,032 $310,913.66


09-103 15GGD271491176898 7458OP 9/10/2009 12 2021 1.47 11 250,866 $310,913.66


09-104 15GGD271491176899 7459OP 9/10/2009 12 2021 1.47 11 318,817 $310,913.66


09-105 15GGD271791176900 7062OP 9/10/2009 12 2021 1.47 11 279,831 $310,913.66


09-106 15GGD271991176901 7463OP 9/10/2009 12 2021 1.47 11 295,842 $310,913.66


09-107 15GGD271091176902 7461OP 9/10/2009 12 2021 1.47 11 300,543 $310,913.66


09-108 15GGD271291176903 7462OP 9/10/2009 12 2021 1.47 11 317,694 $310,913.66


09-109 15GGD271491176904 7457OP 9/10/2009 12 2021 1.47 11 283,978 $310,913.66



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No. Asset Type

Model Asset ID

VIN License Plate

In-Service Date

ULB End of Useful

Life (Year)


(years)

Age (years)


Replacement Cost


09-110 15GGD271691176905 7450OP 9/10/2009 12 2021 1.47 11 324,437 $310,913.66


09-111 15GGD271891176906 7448OP 9/10/2009 12 2021 1.47 11 287,981 $310,913.66


09-112 15GGD271X91176907 7447OP 9/10/2009 12 2021 1.47 11 300,836 $310,913.66


09-113 15GGD271191176908 7454OP 9/10/2009 12 2021 1.47 11 281,204 $310,913.66


09-114 15GGD271391176909 7453OP 9/10/2009 12 2021 1.47 11 275,539 $310,913.66


09-115 15GGD271X91196910 7446OP 9/10/2009 12 2021 1.47 11 379,447 $310,913.66


09-116 15GGD271191176911 7455OP 9/10/2009 12 2021 1.47 11 375,958 $310,913.66


09-117 15GGD271391176912 7452OP 9/10/2009 12 2021 1.47 11 343,050 $310,913.66


09-118 15GGD271591176913 7451OP 9/10/2009 12 2021 1.47 11 267,419 $310,913.66


09-119 15GGD271791176914 7449OP 9/10/2009 12 2021 1.47 11 386,144 $310,913.66



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No. Asset Type

Model Asset ID

VIN License Plate

In-Service Date

ULB End of Useful

Life (Year)


(years)

Age (years)


Replacement Cost

21 AB - Articulated Bus

NABI Bus -BRT 2012- Articulated

12-01 1N9602934CA140294 8109OP 10/6/2014 12 2027 6.55 6 80,731 $1,100,000.00

22 AB - Articulated Bus

NABI Bus -BRT 2012- Articulated

12-02 1N9602936CA140295 8108OP 10/6/2014 12 2027 6.55 6 99,932 $1,100,000.00

23 BU - Bus NABI BUS -BRT 2012 12-03 1N9420622CA140277 8104OP 10/6/2014 12 2027 6.55 6 138,313 $750,000.00







30 BU - Bus NABI BUS -BRT 2012 12-10 1N942062XCA140284 8107OP 10/6/2014 12 2027 6.55 6 138,332 $750,000.00

31 CU - Cutaway Bus


12-11 1FDGF5GT1CEC46942 OP-00228 8/31/2015 7 2022 2.45 5 60,332 $102,675.00

32 CU - Cutaway Bus


12-12 1FDGF5GT3CEC46943 OP-00216 8/31/2015 7 2022 2.45 5 80,081 $102,675.00



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No. Asset Type

Model Asset ID

VIN License Plate

In-Service Date

ULB End of Useful

Life (Year)


(years)

Age (years)


Replacement Cost

33 CU - Cutaway Bus


12-13 1FDGF5GTXCEC62847 OP-00225 8/31/2015 7 2022 2.45 5 69,583 $102,675.00

34 CU - Cutaway Bus


12-14 1FDGF5GT1CEC62848 OP-00214 8/31/2015 7 2022 2.45 5 67,106 $102,675.00

35 CU - Cutaway Bus


12-15 1FDGF5GT3CEC62849 OP-00221 8/31/2015 7 2022 2.45 5 45,211 $102,675.00

36 CU - Cutaway Bus


12-16 1FDGF5GTXCEC62850 OP-00229 8/31/2015 7 2022 2.45 5 66,661 $102,675.00

37 CU - Cutaway Bus


12-17 1FDGF5GT1CEC62851 OP-00222 8/31/2015 7 2022 2.45 5 31,050 $102,675.00

38 CU - Cutaway Bus


12-18 1FDGF5GT3CEC62852 OP-00226 8/31/2015 7 2022 2.45 5 36,778 $102,675.00

39 CU - Cutaway Bus


12-19 1FDGF5GT5CEC62853 OP-00223 8/31/2015 7 2022 2.45 5 64,262 $102,675.00

40 CU - Cutaway Bus


12-20 1FDGF5GT7CEC62854 OP-00224 8/31/2015 7 2022 2.45 5 80,219 $102,675.00



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No. Asset Type

Model Asset ID

VIN License Plate

In-Service Date

ULB End of Useful

Life (Year)


(years)

Age (years)


Replacement Cost

41 CU - Cutaway Bus


12-21 1FDGF5GT9CEC62855 OP-00218 8/31/2015 7 2022 2.45 5 87,248 $102,675.00

42 CU - Cutaway Bus


12-22 1FDGF5GT0CEC62856 OP-00219 8/31/2015 7 2022 2.45 5 86,625 $102,675.00

43 CU - Cutaway Bus


12-23 1FDGF5GT4CEC73603 OP-00333 8/31/2015 7 2022 2.45 5 76,000 $102,675.00

44 CU - Cutaway Bus


12-24 1FDGF5GT6CEC73604 OP-00332 8/31/2015 7 2022 2.45 5 19,186 $102,675.00

45 CU - Cutaway Bus


12-25 1FDGF5GT8CEC73605 OP-00324 8/31/2015 7 2022 2.45 5 14,393 $102,675.00

46 CU - Cutaway Bus


12-26 1FDGF5GTXCEC73606 OP-00331 8/31/2015 7 2022 2.45 5 47,407 $102,675.00

47 CU - Cutaway Bus


12-27 1FDGF5GT1CEC73607 OP-00330 8/31/2015 7 2022 2.45 5 75,877 $102,675.00

48 CU - Cutaway Bus


12-28 1FDGF5GT3CEC73608 OP-00323 8/31/2015 7 2022 2.45 5 157,083 $102,675.00



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No. Asset Type

Model Asset ID

VIN License Plate

In-Service Date

ULB End of Useful

Life (Year)


(years)

Age (years)


Replacement Cost

49 CU - Cutaway Bus


12-29 1FDGF5GT5CEC73609 OP-00328 8/31/2015 7 2022 2.45 5 31,444 $102,675.00

50 CU - Cutaway Bus


12-30 1FDGF5GT1CEC73610 OP-00329 8/31/2015 7 2022 2.45 5 88,446 $102,675.00

51 CU - Cutaway Bus


12-31 1FDGF5GT3CEC73611 OP-00325 8/31/2015 7 2022 2.45 5 128,015 $102,675.00

52 CU - Cutaway Bus


12-32 1FDGF5GT5CEC73612 OP-00327 8/31/2015 7 2022 2.45 5 108,150 $102,675.00

53 CU - Cutaway Bus


12-33 1FDGF5GT7CEC73613 OP-00322 8/31/2015 7 2022 2.45 5 115,227 $102,675.00

54 CU - Cutaway Bus


12-34 1FDGF5GT9CEC73614 OP-00326 8/31/2015 7 2022 2.45 5 35,646 $102,675.00