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Transit Asset Management Plan2021Prepared for:E. Susan Meyer, CEOUpon request, alternative formats of this information will be produced forpeople with disabilities. Please call (509) 325- 6094 (TTY WA Relay 711)or email earneson@spokanetransit.com at least 48 hours in advance torequest an accommodation.

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Table of ContentsCHAPTER ONE: STA ASSET MANAGEMENT PLAN – POLICYCHAPTER TWO: STA ASSET MANAGEMENT PLAN – TARGETSCHAPTER THREE: STA ASSET MANAGEMENT PLAN – ASSETS & CONDITION ASSESSMENTSECTION 1: ROLLING STOCKSection 1A: Rolling Stock – Fixed Route Vehicle Asset InventorySection 1A: Rolling Stock – Fixed Route Vehicle Decision Support CalculationsSection 1A: Rolling Stock- Fixed Route Vehicle ScorecardSection 1B: Rolling Stock – Demand Response Vehicle Asset InventorySection 1B: Rolling Stock – Demand Response Vehicle Decision Support CalculationsSection 1B: Rolling Stock - Demand Response Vehicle ScorecardSection 1C: Rolling Stock – Vanpool Vehicle Asset InventorySection 1C: Rolling Stock – Vanpool Vehicle Decision Support CalculationsSection 1C: Rolling Stock - Vanpool Vehicle ScorecardSECTION 2: ORGANIZATIONAL EQUIPMENTSection 2A: Organizational Equipment – Support Vehicle Asset InventorySection 2A: Organizational Equipment – Support Vehicle Decision Support CalculationsSection 2A: Organizational Equipment – Support Vehicle ScorecardSection 2B: Organizational Equipment – Owned Equipment – Major Subsystems Asset InventorySection 2B: Organizational Equipment – Owned Equipment – Major Subsystems Decision SupportCalculationsSection 2B: Organizational Equipment – Owned Equipment – Major Subsystems Score CardSection 2C: Organizational Equipment – Owned Equipment – Information Systems Asset InventorySection 2C: Organizational Equipment – Owned Equipment – Information Systems Decision SupportCalculationsSection 2C: Organizational Equipment – Owned Equipment – Information Systems ScoreSECTION 3: FACILITIESSection 3A: Facilities – Owned Facilities Asset InventorySection 3A: Facilities – Owned Facilities Decision Support CalculationsSection 3A: Facilities – Owned Facilities ScorecardCHAPTER FOUR: STA ASSET MANAGEMENT PLAN – INVESTMENT PRIORITIZATION,IMPLEMENTATION STRATEGY, AND IDENTIFICATION OF RESOURCESInvestment Prioritization ProcessImplementation Strategy and Identification of ResourcesCHAPTER FIVE: STA Asset Management Plan – List of Key Activities

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CHAPTER ONE: STA ASSET MANAGEMENT PLAN –POLICYASSET MANAGEMENT AND STATE OF GOOD REPAIR – POLICYSpokane Transit imbeds its asset management and state of good repair policy in the Board-approvedcomprehensive plan, Connect Spokane: A Comprehensive Plan for Public Transportation. Assetmanagement and state of good repair are also reflected in Spokane Transit’s published OrganizationalPriorities and supporting Performance Measures.CONNECT SPOKANE: A COMPREHENSIVE PLAN FOR PUBLICConnect Spokane is the foundation policy document for all facets of Spokane Transit operations. Itcontains fundamental principles, policies, and strategies that are essential to how the organization ismanaged. It also complies with the Washington State requirement under RCW 36.57A.050 for eachpublic transportation entity to develop a comprehensive plan. The Board reviews the document at aminimum of every three years.It is appropriate that the Asset Management and State Of Good Repair Policy is an integrated part of thisimportant document. The entire document is available on STA’s website at the following /comprehensive-plan.Extracts from Connect Spokane that specifically address the policies pertinent to asset management andstate of good repair are reiterated below:Part III: Activities and Programs outlines the following in the section on System Infrastructure:SYSTEM INFRASTRUCTURETransit agencies, including STA, use investments in built infrastructure to provide safe, reliablepublic transportation. As a part of its budget process, STA annually identifies needs for improvementto the system infrastructure. To ensure that these funds are spent responsibly and methodically, thiselement defines how decisions about system infrastructure are made and how projects becomeprioritized. Without following the policies contained within this element, investments in systeminfrastructure become piecemeal and often prove to be wasteful, resulting in losses of both time andfinancial resources.SYSTEM INFRASTRUCTURE GOALInvest responsibly in infrastructure that supports STA’s Mission Statement and statedComprehensive Plan goals and policies.SYSTEM INFRASTRUCTURE PRINCIPLESThese principles are designed to help guide investment priorities and are not intended to note specificprojects or investments, but rather to help decision makers understand the context of systeminfrastructure prioritization within the whole of STA.1. SUPPORTSuccessful infrastructure investments align with the mission, long-term goals, and long- rangeplan of a transit agency.To ensure that infrastructure investments are cost-effective, useful, and efficient, capital projects mustsupport long-term agency objectives. Infrastructure built with the support of the transit agency’scoordinated long-range vision is more likely to succeed than infrastructure built independent fromsystem-wide goals.1

2. OPERATING IMPLICATIONSThe development of system infrastructure has long-term implications for operational functionality.Transit infrastructure projects can range in price and scope. Whether an investment is a large or smallproject, well-planned system infrastructure improvements have long-term implications for operatingcosts and efficiency.3. FISCAL RESPONSIBILITYThe public expects transit agencies to improve its infrastructure in a fiscally responsible manner.Customers and other non-riding taxpayers provide the funding necessary for all of STA’sinfrastructure improvements. Therefore, STA should ensure that infrastructure expenditures are madein a way that reduces waste and maximizes benefit.4. STRATEGIC OPPORTUNISMTransit agencies faced with free or low-cost capital opportunities should consider the long-termoperating expenses to prevent those investments from becoming liabilities.On the surface, any free or inexpensive land/facility offered to the transit agency may seem too good topass up. However, if it is not part of a long-range plan or a strategic opportunity to improve service,seemingly excellent development opportunities can become burdensome investments.Refusing donated/inexpensive capital may seem foolish, but it may prevent those projects frombecoming an unnecessary strain on the transit agency’s network and finances.5. CAPITAL INVESTMENT YIELDSNot every dollar of investment yields the same benefit.Capital investments should be designed to provide the greatest benefit. Cost effectiveness will varyand may not be subject to the same metrics.SYSTEM INFRASTRUCTURE POLICIESSI-1.0 – Capital Investment ConsiderationsUse the following list of considerations to help evaluate the benefits of proposed capital projects.Capital projects are required as a part of an assortment of services which are provided. STA does nothave the resources to complete all of the capital projects identified. However, the following list ofconsiderations help STA evaluate the benefits of each project. These considerations are in addition tothe other policies in this plan. Impact to OperationsConsider the impacts on operational cost, STA staff requirements, speed andreliability of service, and how the project supports the transit network and system. Impact to the Customer ExperienceConsider the impacts on ridership, customer comfort and usability of the system. Value Engineering/ Expected LifetimeConsider options which may increase durability, reduce maintenance needs and addvalue relative to the cost. Also, consider the expected useful life span of the capitalinvestment. Impact to Safety and the EnvironmentConsider the safety, environmental and other impacts related to how the project willimpact the surroundings of employees and customers.2

SI-2.0 – Transit Asset Management PlanIn compliance with state and federal law, STA will maintain an asset management plan certified bythe WSDOT Transportation Commission.The asset management plan will include: An inventory of all transportation system assets as of year-end 2020 A preservation plan based on state of good repairs methodologiesPart III: Activities and Programs outlines the following in the section on Sustainability:SU-1.3 PurchasingPractice a sustainable purchasing policy.The agency should have a holistic decision-making process for purchasing equipment and services. Conduct cost/benefit that considers lifespan costs and replacement strategy. Lower initial capitaloutlays may not be the best value when operations, maintenance, and replacement cycles are alsofactored as costs of ownership. Establish procurement decision process that considers costs involved at each stage of the entirelifecycle of goods purchased, e.g., resource extraction, material processing, product design andmanufacturing, transportation and distribution, purchase and use, and end of life disposal orrecycling. Evaluate the impact of staff resources required to support equipment or new capabilities.3

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SPOKANE TRANSIT ORGANIZATIONAL PRIORITIES ANDPERFORMANCE MEASURESSpokane Transit formally established five Organizational Priorities. Ensure Safety Earn and Retain the Community’s Trust Provide Outstanding Customer Service Enable Organizational Success Exemplify Financial StewardshipEach of these Priorities is supported by a set of Performance Measures. The Board of Directors reviews,approves, and holds the agency responsible reporting the status of each Performance Measure annually.Three Performance Measures in support of the priority to Exemplify Financial Stewardship are directlyrelevant to STA’s TAM.Financial Capacity / Financial ManagementMeasurement – Adherence to approved Operating BudgetGoal – Operate at, or below, budgeted expendituresMeasured – QuarterlyService Level StabilityMeasurement – Number of years current service level can be sustainedGoal – Minimum 6 yearsMeasured -- AnnuallyAbility to Sustain Essential Capital InvestmentsMeasurement – Fully funded Capital Improvement PlanGoal – 6 yearsMeasured – Annually5

TAM PERSONNEL ROLES AND RESPONSIBILITIESChief Executive OfficerE. Susan MeyerAccountable ExecutiveDirector of Planning &DevelopmentKarl OtterstromReviewerChief Operations OfficerFred NelsonReviewerChief Financial OfficerMonique LiardReviewerPrincipal Transit PlannerKristine WilliamsNTD & Section 5310ComplianceSenior Maint/FacilitiesManagerRalph WilderTAM ManagerSenior Financial ServicesManagerTammy JohnstonInventory AssetVehicle Maintenance Mgr.Todd GriffithFixed Route and NonRevenue VehiclesMaintenance AnalystBrian ConleyTAM Analysis &CompilationFacilities & GroundsManagerDarin HoffmanFacilities & EquipmentSr. Paratransit &Vanpool ManagerJanet StoweDemand Response &Vanpool Vehicles6