National Asset Management (TAM) System- Tier II

Regional Transportation District

Transit Asset
Management
Plan 2018

REGIONAL TRANSPORTATION DISTRICT 1660 BLAKE STREET, DENVER,CO 80202

Contact information
Regional Transport District
1660 Blake Street
Denver
Colorado
80202

T: 303 299 2202
www.rtd-denver.com

Table of Contents
Executive Summary

5

1 Introduction

8

1.1 Background

8

1.2 Intended Audience

9

1.3 Document Purpose

9

1.4 Document Structure

9

1.5 Scope

10

1.6 Alignment

11

1.7 Asset Management Policy

12

2 RTD and its Assets

14

2.1 The RTD Story

14

2.2 RTD Service Area

15

2.3 RTD Assets

16

2.3.1 Revenue Vehicles

18

2.3.2 Equipment

21

2.3.3 Facilities

23

2.3.4 Infrastructure

26

3 Current Capital Investment Decision Process

30

4 List of Prioritized Investments

32

4.1 Funded Operating and Maintenance Project List

33

4.2 Funded Capital Project List

36

5 Improving Asset Management Capabilities at RTD

40

5.1 Strategic Asset Management Plan

40

5.2 Key Annual Activities

41

5.2.1 Business as Usual Asset Management Activities

42

5.2.2 ISO 55000 Activities

44

5.2.3 TAM Activities

45

Transit Asset Management Plan 2018

3

5.3 Resourcing Strategy

45

5.3.1 Business as usual Asset Management activities

45

5.3.2 ISO 55000 strategy activities

46

5.3.3 TAM activities

47

6 Evaluation Plan

48

6.1 TAM Plan Evaluation

48

6.2 ISO 55000 Performance Evaluation and Improvement

48

6.3 ISO 55000 Certification evaluation

49

7 Signature

50

Appendices

52

4

Appendix A: Glossary

52

Appendix B: SGR Master Condition Rating Definitions for RTD

54

Appendix C: RTD Process for Mid Life Financial Plan

55

Appendix D: RTD Asset Management Roadmap

57

Appendix E: TAM Resources

59

Appendix F: Asset Management Roles & Responsibilities

60

Appendix G: RTD Agency Objectives

61

Appendix H: References

62

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Executive Summary
In 2016, the Federal Transit Administration
(FTA) mandated ‘Transit Asset Management
Plans’ for all federally-funded transit agencies
in the United States by October 2018. The
FTA is concerned about the sustainability of
transit assets when the backlog of renewals is
estimated at $90 billion nationwide. The Federal
Government’s Moving Ahead for Progress in
the 21st Century (MAP-21) said the time had
come to change focus from construction to
longer term stewardship (U.S. Department of
Transportation, 2013).
This Regional Transportation District (RTD)
Transit Asset Management Plan is a formal
report that meets the FTA TAM requirements
under MAP-21.
A Transit Asset Management Plan is the
cornerstone of asset stewardship. It is the
public case for investment in the assets,
to justify the use of tax dollars and fares to
meet community requirements. It aims to
demonstrate the best use of funding to
deliver services now and into the future.
Accordingly, this document summarizes:
• The principles RTD uses to make asset
decisions aligned to Agency priorities
• What assets RTD owns
• The current state of those assets
• How we make asset investment decisions
• The proposed capital investment plan for
the period 2018-23
• Actions to further improve asset
management decision making
• How this plan will be evaluated for
continuous improvement
RTD, like all transit agencies, is highly assetintensive: nearly 90% of its value lies in the
physical assets it owns. In the past fifteen
years, RTD has spent $5.1 billion on expansion,
including new rail and bus rapid transit lines.

Transit Asset Management Plan 2018

When MAP-21 was passed in 2012, RTD
appointed dedicated staff to focus on asset
management and began to review both its
asset inventory data (the details of what assets
RTD owns and manages) and the condition
of these assets, using the principle of State
of Good Repair (SGR). Both of these are now
requirements from the FTA.
RTD then made the decision to move beyond
FTA minimum requirements and commit to
implementing established international good
practice in the form of ISO 55000 certification.
This is focused on better decision-making
across the asset portfolio towards
optimization. By 2017, RTD had put in place
the first steps towards an integrated process
to prioritize all capital investment by agency
objectives. This has further been refined
to categorize all investment proposals by
Compliance, Renewal or Expansion, and
generally fund them in that order to ensure
good stewardship. This ensures investment to
maintain existing assets is sustained before
funding new asset or non-asset projects.
This process forms the basis for this TAM Plan,
along with RTD’s commitment to continue to
develop its asset management practices.
RTD is actively involved in transit asset
management thought-leadership, through
APTA and TRB. RTD examples were used by
the FTA in its Facility Condition Assessment
(U.S. Department of Transportation, 2017). RTD
believes that a shift in culture is needed towards
improved stewardship of assets using better
information and decision tools.
RTD’s long term strategy is to make consistently
good decisions across RTD’s asset portfolio
and asset systems to deliver customer needs in
a financially sustainable and safe way, using the
ISO 55000 framework. This effort has led to a
proposed new end-to-end process for planning
and budgeting that will be reflected in the 2019
TAM PLAN update, as well as the target to
achieve ISO 55000 certification by the end of
2020.
5

The asset management system in RTD is
being developed in close co-ordination with
the safety management system, and both
informed by a developing corporate risk
framework to understand and management
risks to agency objectives. The aim is to move
towards international good practice risk-based
prioritization.

RTD exists to move people effectively and
efficiently, and the focus here is to ensure
effective stewardship of the assets that deliver
this purpose. The cities RTD serves should
know what investments are made and how they
are prioritized to make the best use of limited
resources. This is done through transparency in
decision processes to sustain the condition and
performance of the assets.

1. INVENTORY
Revenue vehicles

Infrastructure

Facilities

Equipment

770 – Transit Buses

349 – Cutaway Bus

116 – Articulated Bus

172 – Light Rail Vehicles

170 – Intercity Bus

66 – Commuter Rail Vehicles

39 – Grade Crossings

214 – Relay Cases

141 – Catenary Wire Segments

240 – Switches

73 – Track Segments

61 – Substations

298 – Signal Segments

64 – Light Rail Vehicle Bridges

7 – Maintenance Facilities

384 – Public Facilities assets

3 – Administrative Facilities

85 – Conveyances

82 – Sedans

281 – Truck & Other Rubber Tire
Vehicles

4 – Steel Wheeled

CHECK

CHECK

CHECK

CHECK

2. CONDITION ASSESSMENT
Revenue vehicles

Age-Based Analysis

CHECK

Infrastructure

Guideway Under Performance Restriction

CHECK

Facilities

Physical Condition Assessment

CHECK

Equipment

Age-Based Analysis

CHECK

3. DECISION SUPPORT TOOLS
What tools and
processes do we use
to prioritize funding
around those assets
described in our
inventory?

On an annual basis, RTD executes a process which prepares and
updates a six-year Mid Term Financial Plan including projected capital
construction and improvements, service levels and operating costs, and
revenues to fund the capital and operating programs. Part of process
includes prioritizing the projects into three funding categories: Compliance,
Renewal, and Enhancement.

CHECK

4. PRIORITIZED LIST OF INVESTMENTS
What is the result
or output of those
decision support tools
and processes?

6

The output of the annual Mid Term Financial Plan process is two primary
lists of projects; Capital Projects & Capital Maintenance Projects. Each of
lists is subdivided into three funding categories: Compliance, Renewal, and
Enhancement.

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5. TAM AND SGR POLICY
What are the guiding
principles for asset
management efforts at
our agency?

RTD originally adopted an Asset Management Policy in June 2014 and
most recently updated November 2017.
The intent of the policy is to improve how RTD manages assets from now
on - it is therefore forward-looking in nature, and represents our vision
and shared commitment for good Asset Management at RTD. The Asset
Management system applies to the entire organization and directs the
short, medium, and long-term plans for assets to achieve our agency
purpose of moving people.

CHECK

6. IMPLEMENTATION STRATEGY
How are we going to
execute the TAM plan
at our agency?

RTD has chosen ISO 55000 as the framework to build its Asset
Management system. As part of that choice, RTD underwent a gap
assessment to determine the necessary tasks needed to achieve ISO
55000 certification.

CHECK

7. LIST OF KEY ANNUAL ACTIVITIES
What activities do we
perform to maintain
our TAM system?

RTD identifies two types of asset management activities: those ongoing
asset management activities that RTD performs as part of ‘business as
usual’, and those activities specific to achieving ISO 55000 certification.
TAM activities are the subset of these targeting the specific TAM elements.

CHECK

8. IDENTIFICATION OF RESOURCES
What resources do we
need to execute TAM
plan activities at our
agency?

Resources from across the agency are involved in RTD’s Asset
Management activities, including the CEO/GM, the Senior Leadership
Team, the Asset Management Division (AMD), Bus Operations,
Rail operations, Capital Programs, Finance and Administration,
Communications, Planning, and General Counsel.

CHECK

The AMD acts as the experts that serve as an enabling function to the
agency. From the passage of MAP-21 in 2012 through 2016 when the final
rule came out, the AMD added additional staff in two key areas: physical
asset and business analysts, and data sciences.
9. EVALUATION PLAN
What is the agency
doing to ensure that
the TAM plan delivers
the intended results?

There are two primary areas of the Evaluation Plan; the TAM Plan itself and
ISO 55000.
The current TAM Plan provides the baseline for evaluating future TAM
Plans produced by the Agency. RTD intends to regularly review its asset
management maturity, setting maturity targets in its Strategic Asset
Management Plan.
RTD intends to evaluate the degree to which it is meeting the requirements
for ISO 55000, and therefore its readiness for an ISO 55001 certification
audit, through the following measures:

CHECK

ISO spot checks
ISO health check
ISO mock audit
ISO audit
ISO surveillance audits

Transit Asset Management Plan 2018

7

1 Introduction

1.1 Background
On June 29, 2012, Congress passed MAP-21. In accordance with section 20019 of this law, the
Federal Transit Administration established standards that transit providers shall follow. The final rule
was published on July 26, 2016 in the Federal Register with an effective date of October 1, 2016 (U.S.
Department of Transportation, 2016). RTD is a Tier 1 Agency, so all the requirements apply.
The FTA requirements for a Transit Asset Management Plan are as follow:
Tier

Tier I
and II

Tier I
only

Element

Brief Description

1. An inventory
of assets

A register of capital assets and information about those assets.

2. A condition
assessment of
inventoried assets

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

An analytic process or tool that (1) assists in capital asset investment
3. Description of a
prioritization and/or (2) estimates capital needs over time (does not
decision support tool
necessarily mean software)
4. A prioritized list
of investments

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

5. TAM and
SGR policy

A TAM policy is the executive-level direction regarding expectations
for transit asset management; a TAM strategy consists of the actions
that support the implementation of the TAM policy

6. Implementation
strategy

The operational actions that a transit provider decides to conduct, in
order to achieve its TAM goals and policies

7. List of key annual
activities

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

8. Identification of
resources

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

9. Evaluation
plan

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

Table 1: TAM Elements required by Tier

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1.2 Intended Audience
This document captures RTD’s commitment to its planning partners: the Federal Transit
Administration, DRCOG, and CDOT.
It is also a commitment to staff at RTD to continue to improve. The annual update cycle of this
document will serve to keep functional teams across the Agency informed about the state of RTD’s
assets and its integrated plan, as well as its ongoing strategy towards good asset management.
Members of the public can also reference this document to understand how RTD is using its funding
to maintain and optimize the transit system built to serve them.

1.3 Document Purpose
The RTD Transit Asset Management Plan is a report that meets the FTA TAM requirements under
MAP-21. It is targeted to meet RTD’s strategic objectives, and highlights the principles in which RTD
will manage its assets to deliver its purpose of moving people.
It describes RTD’s asset management practices, and sets out a clear plan for enhancing these
practices over the plan horizon.
It represents our commitment to follow best asset management practices.

1.4 Document Structure
This TAM Plan has been structured to comply with the FTA TAM requirements outlined in Table 1
above.
Section 1 introduces the document and RTD’s Asset Management Policy. The latter is an
overarching policy on RTD’s approach to managing all assets, and to improving its asset
management capabilities. [FTA TAM requirement 5]
Section 2 summarizes RTD’s asset base, its condition and backlog [FTA TAM requirements 1 and 2]
Section 3 describes RTD’s current capital investment decision-making process and criteria. [FTA
TAM requirement 3]
Section 4 provides the current approved capital projects for 2018-2023 that arise from that decision
process. [FTA TAM requirement 4]
Section 5 describes RTD’s approach to improving its asset management capabilities, including its
overall strategy, the annual asset management activities and the resources needed to support those
activities. [FTA TAM requirements 6, 7, 8]
Section 6 describes RTD’s approach to evaluating its TAM Plan and approach to Asset Management
[FTA TAM requirement 9]

Transit Asset Management Plan 2018

9

Figure 1 below summarizes the document structure .

Asset Management Policy
Assets

Key definitions are
included in the
glossary in
the Appendix.

Asset Management Capability

Inventory

Condition

Implementation Strategy

Decision Process

Annual Activities

Prioritized Investments

Resources

Evaluation Plan
Figure 1: RTD TAM Plan structure

1.5 Scope
This TAM Plan covers the time
period 2018-23, and will be
updated annually. The assets
in scope for this version are
detailed below.

Comms

Power

Bus
Fleet

Signal

Track

Parattransit

Commuter
Rail
Vehicles

Revenue
Vehicles

Structures

Infrastructure

Fare
Collection

Light Rail
Vehicles

Facilities

Equipment

Public
Facilities

In Plant

Support
Fleet

Shops &
Yards
Admin.
Fac

Facilities

Service
Vehicles

Figure 2: Assets in scope for this TAM PLAN

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1.6 Alignment
Organizational alignment is a core principle of good practice asset management.
This TAM Plan aligns with:
• FTA TAM requirements – the content of the TAM Plan complies with the nine FTA TAM required
elements
• RTD Mid Term Financial Plan – the list of prioritized projects come from the approved Mid Term
Financial Plan for the period 2018-23, as part of RTD’s Strategic Business Planning (SBP) process
(Regional Transportation District, 2018)
• RTD ISO 55000 roadmap – the annual activities described in this TAM Plan are contained in
RTD’s ISO 55000 roadmap (AMCL, 2017)
• RTD Asset Information – the inventory and condition information held in this TAM Plan are
drawn from the RTD Asset Management Annual Report 2017 (Regional Transportation District,
2017).

FTA TAM

RTD Mid-Term
Financial Plan

RTD TAMP

RTD ISO55k
Roadmap

RTD Asset
Information
Figure 3: RTD TAM Plan Alignment

Future generations of this TAM Plan will directly align with RTD’s Asset Management Policy, and
the Strategic Asset Management Plan being developed through RTD’s ISO 55000 certification
initiative.

Transit Asset Management Plan 2018

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1.7 Asset Management Policy
A TAM policy is a documented commitment to achieving and maintaining a state of good repair for all
capital assets. The FTA has defined state of good repair as “The condition in which a capital asset is
able to operate at a full level of performance.” (U.S. Department of Transportation, 2016).
RTD’s Asset Management Policy was adopted on November 21st, 2017. The policy describes a
forward-looking commitment to good asset management practice, intended to optimize investment
across the entire asset portfolio to maximize its value. Value means delivering on the Agency
objectives, two of which are safety and reliability. Asset management performed according to this
policy will result in assets that are in a state of good repair.

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Transit Asset Management Plan 2018

13

2 RTD and
its Assets

The Regional Transportation District (RTD provides transportation services to 2.8 million people
located within its 2,400 square mile service area, including bus, rail, shuttles, ADA paratransit
services, demand responsive services like Call-n-Ride, and special event services. Using these
assets, RTD delivers 43 million service miles, across 142 routes, including 88 local bus, 8 light rail
and 2 commuter rail routes.

2.1 The RTD Story

BUS

RAIL

RTD was created in 1969 by the 47th session of the Colorado General Assembly.
Efforts in these early years focused on regional transportation planning. In 1973
voters approved a 0.5% sales tax initiative to finance a $1.56 billion multi-modal
transit system. At this time, RTD acquired privately owned bus companies,
improved service frequencies, and expanded routes in numerous counties
throughout the metro area. By 1976, ridership grew to 35 million rides annually.
RTD celebrated its first light rail opening in October 1994. The 5.3-mile D Line
attracted hundreds of thousands of riders when it began operations with just
eleven light rail vehicles. April 2016 marked another milestone in Denver transit
history with the opening of the metro area’s first high-speed commuter rail line
- the University of Colorado A Line. Now, ten rail lines service 53 stations along
the Denver’s North, East, Southeast, Southwest, and West rail corridors.

In November 2004, region voters approved the FasTracks transit tax for region-wide expansion of
transit service. The 0.04% sales tax provides funds to build RTD’s FasTracks program, 122 miles of
new commuter rail and light rail, 18 miles of bus rapid transit, and bus stations. The program consists
of six new rapid transit corridors and three existing corridor extensions, and expands and enhances
service for easy, convenient bus/rail connections across the eight-county district. Additional
commuter rail services west of the downtown Denver area will be provided in the future with 11.2
miles of rail line from Union Station to Arvada and Wheat Ridge on the G Line.

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2.2 RTD Service Area
The RTD service area comprises eight counties including all of Boulder, Broomfield, Denver and
Jefferson counties, parts of Adams, Arapahoe and Douglas Counties, and a small portion of Weld
County.
Lyons
Allenspark

Longmont
Keenesburg
Fort Lupton Hudson

Boulder

Brighton

Nederland

Westminster
Arvada

Black Hawk
Golden

Idaho Springs

Denver Aurora

Watkins

Littleton
Centennial
Parker
Grant
Bailey

Pine
Castle Rock

Deckers

Larkspur

Elizabeth

N

Figure 4: RTD District Map

Transit Asset Management Plan 2018

15

At the turn of the Millennium RTD had approximately 77 Million passenger trips (NTD Unlinked
Passenger Trips, 2000), and RTD is on course to have approximately 100 Million passenger trips in
2018, a 29% increase in boardings. Over the same period, per the Colorado State Demographer’s
Office, the Denver Boulder region has increased from approximately 2.4 Million residents to
approximately 3.2 Million residents, a 31% increase.

RTD Unlinked Passenger Trips and Denver-Boulder Region Population
4,000,000

120,000,000

3,500,000

100,000,000

3,000,000

80,000,000

2,500,000

60,000,000

2,000,000
1,500,000

40,000,000

1,000,000

20,000,000

2021**

2020**

2019**

2018*

2017

2016

2015

2014

2013

2012

2011

2010

2009

2008

2007

2006

2005

2004

2003

2002

2001

2000

-

500,000
0

Total Unlinked Passenger Trips
Population - Denver-Boulder Region - Colorado State Demography Office

Figure 5: Ridership vs. population growth

* Estimate derived from 2018 Fare Revenue Projection for 2018 from RTD Adopted Budget
** Estimate derived from 2019-2021 Fare Revenue Modeling performed in August 2018

2.3 RTD Assets
RTD is an asset-intensive organization: roughly eighty-eight % of its value is in physical assets. In
the past fourteen years, RTD has spent over $4.7 billion on expansion, including new rail and bus
rapid transit lines. This section provides further details on RTD’s asset inventory and condition.
As assets are operated, their condition degrades over time and their risk of failure increases. Failures
can manifest themselves in a variety of ways, including those having an impact on safety. Asset
condition is therefore a leading indicator for safety risks, and so understanding asset condition today,
and how quickly it might degrade in the future, is an important aspect of good asset, safety and risk
management. Organizations that know their assets’ deterioration rates can also make more informed
decisions on renewal frequencies and their approach to preventive maintenance.
For the purposes of this TAMP, RTD has categorized its assets in accordance with FTA guidelines:
revenue vehicles, equipment, facilities and infrastructure, using the logic depicted in Figure 6 below,
which ensured repeatable results and an improvement in inventory data quality

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FACILITIES

Starting Point
#1

Physical
Address?

Capital
Responsibility?

YES

NO

Not
Applicable

2B

YES

Facilities
Inventory

2A

YES

Revenue Vehicle
Inventory

4A

NO

Not
Applicable

4B

Non Revenue
Vehicle Inventory

6A

Not
Applicable

6B

Equipment
Inventory

9A

Not
Applicable

7A

Parts
Inventory

8A

Info
1

2

REVENUE VEHICLES

NO

Starting Point
#2

Revenue
Vehicle?

Capital
Responsibility?

YES

Info
3

4

NO

Starting Point
#3
Info

Motorized &
licensed? Or,
Steel Wheel &
Self-Propelled

Capital
Responsibility?

YES

5

6
NO

EQUIPMENT

NO

Replacement
Value of one
or = $50,000?

YES

7

Can you
issue one
of these
from the parts
storeroom?

NO

8

Safety Decision
Tree

11A

YES
11

Is the
primary
function
safety?

Is it used to
maintain other
assets?

YES

9

YES

INFRASTRUCTURE

YES

NO

NO

NO

Is it part of
the designed
operation of
other
10
assets?

YES

Infrastructure
Inventory

10A

Not
Applicable

10B

Figure 6: Inventory Classification Process

Transit Asset Management Plan 2018

17

2.3.1 Revenue Vehicles
RTD’s revenue vehicles comprise 1,405 buses, 172 light rail vehicles and 66 commuter rail vehicles.
Buses include fixed route standard transit buses which are 40 feet long and carry 40 passengers,
fixed route articulated buses with 33% greater capacity than standard buses, regional Intercity
coaches, such as the Flatiron Flyer, built for longer trips at highway speed which are typically 45 feet
long and have a seated capacity of 55 passengers, and cutaways which are made by second stage
manufacturers using the chassis of full size vans, and used to provide on-demand service for some
ADA passengers (access-a-ride) and in areas where ridership does not support fixed route service
(call-n-ride).
RTD buses are provided from a variety of manufacturers, including Orion, Gillig, BYD, New Flyer,
MCI, Goshen, Eldorado, and Startrans. Approximately 50% of standard and articulated (fixed route)
buses are operated and maintained by RTD, with the operations and maintenance for the remainder
outsourced1 to three external partner companies (First Transit and TransDev). All intercity coaches
are operated and maintained by RTD, and all cutaway buses are operated and maintained by thirdparties (Via Transportation, MV Transportation and Evergreen Senior Center).

Figure 7: Standard Bus (Gillig)

Figure 8: Articulated Bus (New Flyer)

Figure 9: Intercity Coach MCI

Figure 10: Cutaway Bus

1

Buses operated by third-parties are sometimes referred to as “contracted services”.

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Light Rail Vehicles (LRV)
are electrically-powered
light rail vehicles using
a 750-volt DC overhead
catenary system. Individual
vehicles can be coupled
together to form up to
four cars per consist,
with a seated capacity of
64. LRV can carry up to
236 passengers per car
utilizing the standing room.
All light rail vehicles are
manufactured by Siemens
and are acquired, owned,
operated and maintained
exclusively by RTD.

Figure 11: Light Rail Vehicle (Siemens SD-160)

Figure 12: Commuter Rail Vehicle (Hyundai Rotem)

Commuter Rail Cars are larger, non-articulating, and have much higher operating voltage than light
rail vehicles. They are built to specifications regulated by the Federal Railroad Administration (FRA).
They are also overhead catenary electrically-powered vehicles, running on 25kV AC power, operated
as ‘married pairs’: two vehicles are the minimum consist and can be coupled only in groups of two.
A married pair has a seated capacity of 182 passengers and total capacity of 340. All commuter rail
vehicles are delivered under the FasTracks program, and their ongoing operation and maintenance is
outsourced to a third-party (Denver Transit Operators) under the FasTracks program. RTD owns the
commuter rail vehicles and will assume ownership at the end of the FasTracks period of performance
(30 years).
Transit Asset Management Plan 2018

19

RTD has historically managed its revenue vehicle inventory based on age: the vehicles are procured,
maintained in a state of good repair for a specified number of years through a preventative
maintenance program, and then replaced. This approach is adopted for revenue vehicles maintained
by third-parties, including bus and commuter rail.
RTD has long been at the forefront of U.S. transit agency development of quantitative condition
assessments of individual assets and asset subsystems using detailed assessment rubrics. Through
this work, RTD concluded that its revenue vehicle sub-fleets are essentially homogenous within
their type and year of manufacture with respect to condition and resultant performance because the
individual vehicles in each sub-fleet are utilized uniformly throughout their useful life.
This uniform utilization allows RTD to confidently conduct assessments of a few samples of vehicles
within sub-fleets and make accurate and precise determinations about the condition of the subfleets as a whole. While gaining this knowledge was costly, the resulting confidence in the reliability
of current condition data is valuable. In the case of revenue vehicles, it was found that condition
assessments were not superior to age-based ULB assessments in their ability to weigh risk,
performance, and cost of the assets. As such, condition scores for RTD revenue vehicles are agebased.
The table below presents the total number of revenue vehicles, along with their Useful Life
Benchmark (ULB), which is the expected duration in years that an asset will remain in service
according to RTD’s standards and the average condition based on its age. The condition range is
from 1 to 5, where 1 indicates the vehicle is significantly beyond its useful life benchmark and 5 is
considered brand new. A vehicle that has reached the end of its useful life benchmark is scored at
2.5 and from that point onwards is considered in backlog.
Revenue vehicles can be kept operating reliably and safely beyond their useful life benchmark, but
costs start to increase significantly at that point. The table provides backlog for each vehicle type.
RTD uses the FTA definition for revenue vehicle backlog, which is the percentage of revenue vehicles
that have met or exceeded their useful life benchmark.
RTD is at the tail-end of a multi-year campaign to replace buses resulting in no direct-operated buses
in backlog. The table also presents the total initial capital cost of the vehicles in each sub-fleet and
the average cost per vehicle, derived by dividing the total cost by the fleet size.

Revenue Vehicle Type

Count

ULB Score

Total
Capital

Average
Cost per
Vehicle

Backlog

Transit Bus

770

14

3.68

$269m

$0.3m

0% - RTD-operated
2% - third-party-operated

Articulated Bus

116

14

4.34

$76m

$0.6m

0% - RTD-operated
2% - third-party-operated

Intercity Bus

170

14

4.23

$93m

$0.5m

0%

Cutaway Bus

349

10

4.34

$20m

$0.05m

2%

Light Rail Vehicles

172

31

3.98

$433m

$2.5m

0%

Commuter Rail Vehicles

66

39

4.81

$249

$3.7m

Unknown2

Table 1: Revenue Vehicle inventory, condition and backlog

In the future, RTD intends to determine the whole-life cost (e.g., capex and opex) of its assets and this will be
considered for inclusion in a subsequent generation of the TAMP.

2

20

Regional Transportation District

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2.3.2 Equipment
For the purposes of this TAMP, RTD’s equipment assets comprise non-revenue vehicles and nonvehicle equipment costing over $50,000. RTD has 82 sedans, 4 steel wheel non-revenue trains
and 281 rubber tire non-revenue vehicles. Non-vehicle equipment includes non-self-propelled
rail tampers, equipment hoists, wheel lathes and exhaust fans within Union Station, but inventory
numbers for these assets is not provided for this generation of the TAMP.
Equipment is purchased from a variety of manufacturers, and is exclusively owned, operated and
maintained by RTD.

Figure 13: RTD Sedan

Figure 16: RTD Bucket Truck
Figure 14: RTD Pool Car

Figure 15: RTD Tow Truck

Transit Asset Management Plan 2018

Figure 17: RTD Shuttle Wagon

21

RTD has historically managed its equipment inventory based on age: the equipment is procured,
maintained in a state of good repair for a specified number of years through preventative
maintenance and then replaced 4 . As such, Condition scores for equipment are age-based.
The table below presents the total number of non-revenue vehicle assets, along with their Useful Life
Benchmark (ULB), a score representing the condition of the equipment based on its age 5 and the
backlog for each vehicle type, for which RTD uses the FTA definition for non-revenue vehicle backlog,
which is the percentage of vehicles that have met or exceeded their useful life benchmark.
Inventory, condition and backlog information for non-vehicle equipment is not provided for this
generation of the TAMP. The table also presents the total initial capital cost of the vehicles and the
average cost per vehicle, derived by dividing the total cost by the fleet size.
Asset Class

Count

ULB

Average Age
Score

% in
backlog

Cost

Sedan

82

8.00

2.98

7%

$ 1,598,369

Steel Wheel

4

25.00

4.70

0%

$ 1,023,164

Truck & Other Rubber Tire

281

14.00

3.68

12%

$ 13,878,872

Table 2: Equipment inventory, condition and backlog

4

Some vehicles adopt a hybrid approach in which they are replaced after a certain number of years and miles

5
The score range is from 1 to 5, where 1 indicates the asset is significantly beyond its useful life benchmark
and 5 is considered brand new. An asset that has reached the end of its useful life benchmark is scored at 2.5
and from that point onwards is considered in backlog.

22

Regional Transportation District

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2.3.3 Facilities
For the purposes of this TAMP, RTD has 3 administrative facilities where RTD administrative functions
take place, 8 maintenance facilities where maintenance work takes place, 384 public facilities which
includes stations, buildings and other structures where riders can board or disembark from an RTD
transit vehicle and 85 conveyances (elevators and escalators), installed within other facilities but are
treated here separately based on NTD reporting requirements.
All administrative, maintenance and public facilities that are not used in the provision of contracted
services are owned, operated and maintained by RTD, although some services such as cleaning
at certain facilities and snow removal are contracted to third-parties. Some facilities have been
delivered by RTD and some have been delivered by the FasTracks program (or its precursor T-Rex).
Conveyance manufacturers include Kone and Thyssenkrupp and their maintenance is outsourced to
third-parties.

Figure 18: Administrative Facility

Figure 19: Light Rail Maintenance Facility

Figure 20: Public Facility

Figure 21: Conveyance (elevator)

RTD has historically managed its facilities (and their related equipment) on a reactive basis,
i.e., maintain or replace the assets when they fail. The more critical facility elements, such as
underground storage tanks and boilers, have redundancy built in to minimize service interruptions
when they fail to perform as designed. RTD fully complies with all regulations relating to safety
inspections for certain facility assets.

Transit Asset Management Plan 2018

23

From 2015 onwards, RTD has performed in-house assessments to determine the condition score of
individual elements of each facility. As such, facility condition scores are assessment-based.
The condition score of each of the elements of a facility is averaged to provide the condition score
of the facility. Currently, each facility element is weighted equally. The following table presents the
elements of each facility which is assigned an individual condition score.
Administrative facilities

Maintenance facilities

Public facilities

1. Roof

1. Roof

1. Driver Relief Stations

2. Building Shell

2. Building Shell

2. Grounds

3. Parking Lots

3. Parking Lots

3. Parking Lots

4. Grounds

4. Grounds

4. Platform

5. Parking Garage

5. Vehicle Wash/ Fuel Islands

5. Pedestrian Plaza

6. Parking Garage

6. Storage Space

7. Administrative Areas

7. Parking Structure

Table 3: Facility elements assigned individual condition score

Not all facilities have all listed elements. The elements that do exist at each facility receive a condition
score that is combined with all other elements to determine the overall facility condition score.
(Regional Transportation District, 2017).
Conveyance inspections are outsourced to third-parties in accordance with applicable legislation
and regulations but are not used to determine condition, and conveyance condition scores are
age-based, based on a ULB of 25 years. (Regional Transportation District, 2016). Conveyance SGR
condition scores are linearly mapped to age, with brand-new conveyances assigned a score of 5.0,
conveyances between 25-30 years old assigned a score of 2.5, and conveyances older than 37 years
assigned a score of 1.0.
The table below presents the total number of facility assets, along with their Useful Life Benchmark
(ULB) and a score representing the condition of the asset. The table provides backlog for each
asset, for which RTD uses the FTA definition for facilities backlog, the percentage of facilities with a
condition rating below 3.0 on the FTA Transit Economic Requirements Model (TERM) scale.

24

Regional Transportation District

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Capital costs for facility assets are not provided in this generation of the TAMP.

ULB

Average
Physical
Condition
Score

% in
Cost6
Backlog

Facility Type

Count

Administrative Facility

3

Blake

-

60

3.6

0%

Unavailable

District Operations

-

60

3.9

0%

Unavailable

Security Command Center

-

60

-

-

Unavailable

Conveyance

85

25

4.2

0%

Unavailable

Maintenance Facility

7

District Shops

-

60

3.9

0%

Unavailable

Platte

-

60

3.0

0%

Unavailable

East Metro

-

60

3.4

0%

Unavailable

Boulder

-

60

3.9

0%

Unavailable

Elati

-

60

4.0

0%

Unavailable

Mariposa

-

60

3.4

0%

Unavailable

Rio Court

-

60

4.0

0%

Unavailable

Conveyance

85

25

4.2

0%

Unavailable

Public Facility

384

-

3.5

0%

Unavailable

Table 4: Facility inventory, condition and backlog

While RTD has necessary information for the management of its infrastructure assets, costs are attributed to
large capital programs and cannot readily be disambiguated from these projects. RTD has yet to engage in a
targeted replacement of specific infrastructure asset classes to develop more specific costs. This level of detail
is commensurate with the current level of detail of RTD’s capital projects to date.

6

Transit Asset Management Plan 2018

25

2.3.4 Infrastructure
For the purposes of this TAMP, RTD has light rail infrastructure (including grade crossings, catenary
wire segments, track segments, signal segments, relay cases, switches, and substations), commuter
rail infrastructure and bridges.

Figure 22: Signals

Figure 23: Bridge

Figure 24: Track Infrastructure

Figure 25: Grade Crossing

26

Regional Transportation District

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Light rail infrastructure is purchased or constructed by a variety of manufacturers, and is exclusively
owned, operated and maintained by RTD. All commuter rail infrastructure is delivered under the
FasTracks program, and its ongoing operation and maintenance is outsourced to a third-party, DTO.
RTD owns the commuter rail infrastructure and will assume ownership at the end of the FasTracks
concessionaire agreement period of performance, at 30 years. 55 bridges are owned by RTD (with 9
owned by others) and are maintained by RTD.
RTD has historically managed light rail infrastructure assets based on age, but performed condition
assessments of right-of-way light rail infrastructure for three years which better established the asset
types and inventory, determined condition scores for each type of asset and refined the anticipated
renewal frequencies for some assets. In doing so, RTD determined that age-based condition scores
provided similar levels of accuracy as assessment-based condition scores, and so has stopped
performing condition assessments.
As such, light rail infrastructure condition scores are age-based; however, assessment-based
condition scores are also available. It is anticipated that future condition scores for light rail
infrastructure will be based on the age of the assets.
Commuter rail infrastructure condition inspections are not currently performed because they are all
less than five years old, and as such commuter rail infrastructure condition scores are not provided in
this generation of the TAMP.
Bridges are inspected biannually by an independent third-party contractor per state law. The
inspection reports received by the inspection agency describe the condition of seven bridge
elements: abutments, caps, deck, girders/beams, head/wing walls, PPC (pillars, piers, columns)
and railings. The inspection report condition data is turned into an SGR score from 1 to 5 for each
element. All the element scores are averaged together to give an SGR score for the bridge (Regional
Transportation District, 2016). As such, condition scores for bridges are assessment-based.
The table below presents the total number of infrastructure assets, along with their Useful Life
Benchmark (ULB) and two condition scores, one based on the ULB the other based on inspection
data.
The table also presents a backlog score for which RTD uses the FTA definition for infrastructure
backlog, which is the percentage of guideway directional route miles (DRM) with performance
restrictions by class. However, RTD anticipates that the guideway under performance restriction may
not be an adequate measure of condition for rail infrastructure assets in the future.
There are many reasons why rail infrastructure assets would be under a temporary performance
restriction: routine maintenance, inspection personnel in the right of way, police activity at or near
crossings. These reasons give no indication of the condition of the assets. Additionally, track
assets that are in very poor condition but exist in a high-density urban environment may not have a
performance restriction because the design speed is so low to begin with. This case also fails to give
any indication of the condition of the assets. The age of these assets along with physical inspections
will likely be more useful for investment decisions.

Transit Asset Management Plan 2018

27

Infrastructure Type

Count

ULB

Average
Physical
Condition
Score

Grade Crossings

39

15

3.8

0%

Unavailable

Catenary Wire Segments

141

25

3.9

0%

Unavailable

Track Segments

73

30

3.6

0%

Unavailable

Signal Segments

298

25

3.8

0%

Unavailable

Relay Cases

214

25

3.9

0%

Unavailable

Switches

240

25

3.7

0%

Unavailable

Substations

61

25

3.9

0%

Unavailable

% in
Backlog

Cost

Table 5 Infrastructure Assets and condition

Guideway Under Performance
Restriction

2017

2018

January

0

2.1

February

1.7

1.2

March

0

2.3

April

0

0

May

0

0

June

0

0

July

1.6

0.2

August

1

0

September

3.6

1.9

October

3.4

Not Performed

November

2.3

Not Performed

December

0

Not Performed

Table 6 Guideway performance restriction

28

Regional Transportation District

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Bridges

Count

ULB

Average
Physical
Condition
Score

Light Rail Infrastructure

64

80

4.0

% in
Backlog

Cost

0%

Unavailable

Table 7 Bridge condition score

Transit Asset Management Plan 2018

29

3 Current Capital
Investment
Decision
Process
The Capital Improvement Policy of RTD’s Fiscal Policy Statement states that “On an annual
basis, RTD will prepare and update a six-year Mid Term Financial Plan including projected capital
construction and improvements, service levels and operating costs, and revenues to fund the capital
and operating programs.” (Regional Transportation District, 2016)
The Mid Term Financial Plan also provides the basis for the District’s application for federal transit
funding through the Transportation Improvement Program (TIP), prepared by the Denver Regional
Council of Governments (DRCOG). The TIP is a list of all roadway and transit projects in the region
that receive federal funding. RTD cannot receive federal funds for projects unless the qualifying Mid
Term Financial Plan projects are included in the TIP.
The 2018-2023 Mid Term Financial Plan includes projects funded from the base system’s 0.6% sales
and use taxes. Projected FasTracks future expense and projects for the period 2018-2023 are
presented separately in the FasTracks financial plan (Regional Transportation District, 2016)
The process used to prioritize investments for the 2018 - 2023 Mid Term Financial Plan is built upon a
legacy project prioritization process. The process is shown in the flow diagram below, and detailed in
Appendix C.
For some years, RTD has been improving the sophistication of its investment prioritization system.
RTD has moved from a process that was primarily the product of professional judgement to a more
standardized method of evaluating capital projects.
Significant effort has recently been placed into the development of the next generation investment
prioritization process. The intent of this process is to align all investment with the Asset Management
Policy, Agency Objectives, and Strategic Asset Management Plan. A description of this will be
included in the next revision of RTD’s TAM Plan.
An important additional element of the developing investment prioritization process is an evaluation
step. This step will determine the degree to which projects came in at budget and on-time, as well
as if they delivered stated outcomes. Stated outcomes will be part of a required business case that
describes the intended effect of the capital project on the agency objectives. This will better allow
RTD to continuously improve its investment prioritization process.
One key step implemented toward the next generation process is classifying and prioritizing capital
projects based on three categories:
1. Compliance
2. Renewal
3. Expansion
30

Regional Transportation District

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Investment
Review Panel

Scores Project
Requests based
on
Scoring Criteria

4

Technology
Architecture
Governance
(TAG) Risk
Assessment

YES

Significant
Technology
Component

Reviews Initial
List of Projects

SGR Report
(applicability
varies)

Project Requests
Submitted
based
on Decision
Criteria

Annual Call
for Projects

1

2

NO

Adjustments to
List Based on
Decision
Criteria

Reviews
Prioritized
List of Projects
against
Funding
Requirements

6

5

Departmental
Approval

Figure 26: Investment prioritization process

SLT & Board of
Directors

Transit Asset Management Plan 2018

Budget & FInancial
Analysis

Information
Technology

Asset
Management

8 Requesting
Departments

Capital Investment Decision Making Process

Accountable
Executive
Approval

Prepares Final
List
of Projects

Prioritizes by
Request Type

3

Board
Approval?

NO

Projects
Executed

YES

6

5

4

3

2

1

2
Renewal Project
Request

Non-Revenue
Equipment
requests
are submitted
based primarily
on age

Operational
Risk

General
Manager
Goals

Decision Criteria

Mission
Statement

Scoring Criteria

Available
Funding

Strategic
Importance on
Regional
Objectives

Basic Business
Unit Benefits

Projected
Available
Funding

Funding Requirements

Techology
Risk

TAG Risk Assessment

1
Compliance
Project
Request

Request Type

Revenue
Vehicle
requests are
submitted based
on age

Decision Criteria

Grant and/or
Private
Funding
Availability

3
Enhancement
Project Request

Rail
Infrastructure
submit requests
based on
immediate need

Age, Cost &
Performance,
and/or
Physical
Condition

SGR Report

Facilities
submit
requests
based on
immediate need

Enabling
Departments
submit
requests based
on
immediate need

Generally, capital projects will be funded in this order. The aim is asset-focused investments to
prioritize sustainable management of existing assets over expansion of the transit system. The
investment prioritization process will serve as one of RTD’s decision support tools.

31

4 List of
Prioritized
Investments
The output of the current capital investment decision process is a list of prioritized capital projects.
For 2018-23, the list is separated into two project types and each project type is broken down into
three funding categories.

Funding Category & Project Type

ENHANCEMENT

RENEWAL

COMPLIANCE

Operating & Maintenance Projects

Capital Projects

List

List

List

List

List

List

1

2

3

4

5

6

Figure 27: Project Categories

32

Regional Transportation District

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Transit Asset Management Plan 2018

33

$ 118,800

$ 118,800

Project
O&M
Costs 2023

$ 712,800

Total O&M
Costs

$ 106,000

$ 106,000

$ 106,000

$ 106,000

$ 106,000

$ 636,000

Table 8

$ 224,800

$ 224,800

$ 224,800

$ 224,800

$ 224,800

$ 1,348,800

$ 1,724,800 $ 1,724,800 $ 1,724,800 $ 1,724,800 $ 1,724,800 $ 1,724,800 $ 10,348,800

$ 106,000

Total

78.10

$ 118,800

Project
O&M
Costs 2022

$ 224,800

74.85

1 FTE: Safety
Compliance Officer Bus

$ 118,800

Project
O&M
Costs 2021

$ 1,500,000 $ 1,500,000 $ 1,500,000 $ 1,500,000 $ 1,500,000 $ 1,500,000 $ 9,000,000

$ 118,800

Project
O&M
Costs 2020

Non Asset Subtotal

76.28

Cost Increases for
Access-a-Ride Service

$ 118,800

Project
O&M
Costs 2019

$ 1,500,000 $ 1,500,000 $ 1,500,000 $ 1,500,000 $ 1,500,000 $ 1,500,000 $ 9,000,000

83.17

1 FTE: Safety Manager
- Rail

Project
O&M
Costs 2018

Asset Subtotal

Request
Score

Compliance Project
Title

Project List 1

Project List tables 1, 2 and 3 are the list of approved Capital Operating & Maintenance projects over
the 2018-2023 time horizon.

4.1 Funded Operating and Maintenance Project List

34

Regional Transportation District

Safely connecting
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$0
$0
$0

$0
$300,000

63.91

58.31
58.14
55.75
55.54
52.27
51.08

In-Ground Hoists Replacement in
Bays T-1 & T-2

Steel Inspection Pits Replacement 61.26
59.14

TVM Replacement - Open Bid

Oracle ERP Upgrade and/or
Alternative System

Track Rail Grinding

Roof Replacement

In-Ground Lifts (6) Replacement

Enterprise Customer Relationship
Management System (CRM)

Roof Replacement

Underground Tank Replacements

$0

49.30
49.03
48.85
48.24
48.24
47.88
46.96
45.16
43.68

Particulate Sensors Replacement
with CO NO2 Sensors

Exhaust Fans (13) Replacement
Maintenance End

Infrared Heater Replacements in
Fueling Lanes

Makeup Air Units (MAUs) (4)
Replacement

HVEC Unit Replacements

Overhead LRT Doors (20)
Replacement

Bus Wash Replacement

Boiler Replacement

Bus Wash Two Lanes
Replacement

$822,400

$500,000

$0

$700,000

$0

$10,280

$24,672

$0

50.29

RTU 03 Replacement

$300,000

$822,400

$0

$0

$150,000

$2,245,000

76.44

Renewal Project Title

$0

$0

$0

$0

$0

$1,028,000

$0

$9,000

$200,000

$0

$0

$0

$500,000

$0

$20,000

$150,000

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$90,000

$0

$0

$0

$35,000

$500,000

$320,000

$1,304,300

$150,000

$1,000,000

$0

$380,000

$0

$0

$0

$0

$0

$30,000

$0

$0

$0

$0

$0

$0

$6,392,144

$500,000

$0

$2,612,352

$150,000

$1,000,000

$205,600

$0

$0

Project
Project
Project
Project
O&M Costs O&M Costs O&M Costs O&M Costs
- 2018
- 2019
- 2020
- 2021

Request
Score

Project List 2

$0

$0

$1,644,800

$0

$3,000,000

$0

$0

$0

$0

$0

$0

$0

$500,000

$0

$0

$150,000

$1,000,000

$2,570,000

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$500,000

$0

$0

$150,000

$1,000,000

$0

$0

$2,064,000

$822,400

$500,000

$1,644,800

$700,000

$3,030,000

$1,038,280

$24,672

$99,000

$200,000

$300,000

$822,400

$6,427,144

$2,800,000

$320,000

$3,936,652

$900,000

$4,000,000

$2,775,600

$380,000

$4,309,000

Project
Project
Total O&M
O&M Costs O&M Costs
Costs
- 2022
- 2023

Transit Asset Management Plan 2018

35

Request
Score
97.61
83.32
76.26
72.48
71.13
62.04
58.01
57.78

54.90
53.79

Enhancement Project Title

15L Route Improvements

3 FTEs: 1 Dispatcher & 2 Street
Supervisors

Security Officer Contract Award
Increase

Ped Bridge & Tunnel Inspections Biennial

Staff Reallocation - Capital
Programs

Enterprise Content Management

1 FTE: E3 Management Analyst II

Smart Media Technology
- Administrative Portal
Enhancements

Law Practice Management
Integrity Systems

Rider Alert System

Project List 3

Table 9

$2,082,000

$500,000

$1,582,000

$175,000

$0

$0

$4,279,300

$1,500,000

$2,779,300

$0

$500,000

$0

$1,500,000

$7,364,800

$0

$0

$0

$10,890,096 $8,864,800

$1,500,000

$9,390,096

$0

$0

$0

$3,714,000

$1,500,000

$2,214,000

$0

$0

$0

$36,199,948

$6,800,000

$29,399,948

$175,000

$500,000

$495,000

Project
Project
Total O&M
O&M Costs O&M Costs
Costs
- 2022
- 2023

$0

$0

$300,000

$85,000

$615,000

$1,265,827

$100,000

$1,500,000

$265,851

$0

$225,000

$50,000

$300,000

$85,000

$801,500

$1,265,827

$0

$1,500,000

$265,851

$125,000

$225,000

$50,000

$0

$85,000

$833,000

$1,265,827

$100,000

$1,500,000

$265,851

$250,000

$225,000

$50,000

$0

$85,000

$633,000

$1,265,827

$0

$1,500,000

$265,851

$250,000

$225,000

$50,000

$0

$85,000

$383,000

$1,265,827

$100,000

$1,500,000

$265,851

$250,000

$225,000

$50,000

$0

$85,000

$383,000

$1,265,827

$0

$1,500,000

$265,851

$250,000

$1,125,000

$250,000

$600,000

$510,000

$3,648,500

$7,594,962

$300,000

$9,000,000

$1,595,106

$1,125,000

Project
Project
Project
Project
Project
Project
Total O&M
O&M Costs O&M Costs O&M Costs O&M Costs O&M Costs O&M Costs
Costs
- 2018
- 2019
- 2020
- 2021
- 2022
- 2023

$6,369,752

51.71

Total

$0

$300,000

38.39

Roof Top Furnaces for the Paint
Booths

$0

Non Asset Subtotal

40.24

Overhead Sectional Doors (34)
Replacement

$495,000

$6,069,752

41.24

Air Handling Unit Replacement (4)

Project
Project
Project
Project
O&M Costs O&M Costs O&M Costs O&M Costs
- 2018
- 2019
- 2020
- 2021

Asset Subtotal

Request
Score

Renewal Project Title

36

Regional Transportation District

Safely connecting
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$5,193,178

$5,068,178

$125,000

$0

$100,000

$380,000

$95,000

$5,149,678

$4,799,678

$350,000

$0

$100,000

$380,000

$95,000

$4,849,678

$4,599,678

$250,000

$0

$100,000

$380,000

$95,000

$1,325,618

Total

Table 11

$0

$1,325,618

Non Asset Subtotal

Blank Out Signs - Welton Street
$1,325,618

68.75

Compliance Project Title

Project
Capital
Costs 2018

Asset Subtotal

Request
Score

Project List 4

$0

$0

$0

$0

Project
Capital
Costs 2019

$0

$0

$0

$0

Project
Capital
Costs 2020

$0

$0

$0

$0

Project
Capital
Costs 2021

Project List tables 4, 5 and 6 are the approved capital projects over the 2018-2023 time horizon.

4.2 Funded Capital Project List

Table 10

$5,256,678

$400,000

Total

39.00

International APTA Conference &
Rodeo

$100,000

$5,156,678

43.08

Contracted Services for IT Audit

$530,000

Non Asset Subtotal

45.00

Smart Media Technology - OffSite Hosting

$95,000

$100,000

53.27

1 FTE: E3 Management Analyst III

$0

$0

$0

$0

Project
Capital
Costs 2022

$4,699,678

$4,349,678

$350,000

$0

$100,000

$380,000

$95,000

$0

$0

$0

$0

Project
Capital
Costs 2023

$4,599,678

$4,349,678

$250,000

$0

$100,000

$380,000

$95,000

$1,325,618

$0

$1,325,618

$1,325,618

Total Capital
Costs

$29,748,568

$28,323,568

$1,425,000

$400,000

$600,000

$2,430,000

$570,000

Project
Project
Project
Project
Project
Project
Total O&M
O&M Costs O&M Costs O&M Costs O&M Costs O&M Costs O&M Costs
Costs
- 2018
- 2019
- 2020
- 2021
- 2022
- 2023

Asset Subtotal

Request
Score

Enhancement Project Title

Transit Asset Management Plan 2018

37

$1,212,000
$440,000
$2,219,200
$3,000,000

85.16
84.40
84.40
70.67
67.96
66.67
66.42
59.14
57.70
55.54

48.55

Access-a-Ride Cutaway Buses

Transit Buses - 40 Foot

Transit Buses - 30 Foot

Qognify VMS Server
Replacements

Support & Service Vehicles

SCADA Light Rail
Communication Houses

Call-n-Ride Cutaway Buses

Oracle ERP Upgrade and/or
Alternative System

In-Plant Vehicles & Equipment

Enterprise Customer
Relationship Management
System (CRM)

Administrative & Pool Vehicles
$3,600,000
$39,628,200

Non Asset Subtotal

Total

Table 12

$36,028,200

Asset Subtotal

$139,000

$600,000

$217,000

$300,000

$0

$26,204,000

$797,000

$1,500,000

101.04

Rail Replacement @ Central
Corridor

$3,000,000

105.88

$15,731,788

$6,604,000

$1,500,000

$3,000,000

Project
Capital
Costs 2020

$3,500,000

$38,876,388

$228,000

$0

$0

$3,500,000

$761,600

$0

$696,000

$0

$0

$38,754,340

$25,000

$0

$0

$0

$0

$0

$980,000

$0

$0

$33,249,340

$0

$1,500,000

$3,000,000

Project
Capital
Costs 2021

$41,691,977 $42,376,388 $38,754,340

$4,000,000

$37,691,977

$161,000

$500,000

$210,500

$3,500,000

$486,200

$0

$1,041,000

$0

$10,355,000 $10,355,000

$20,141,277

$797,000

$1,500,000

$3,000,000

Project
Project
Request
Capital
Capital Costs
Score
Costs - 2018
2019

Downtown Track & Switches
Replacement

Renewal Project Title

Project List 5

$19,572,450

$0

$19,572,450

$152,000

$0

$0

$0

$276,900

$0

$154,000

$0

$0

$9,617,585

$4,871,965

$1,500,000

$3,000,000

$9,436,070

$0

$9,436,070

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$4,936,070

$1,500,000

$3,000,000

Project
Project
Capital
Capital
Costs Costs - 2022
2023

$191,459,425

$11,100,000

$180,359,425

$705,000

$1,100,000

$427,500

$10,000,000

$3,743,900

$440,000

$4,083,000

$300,000

$20,710,000

$104,943,990

$18,006,035

$9,000,000

$18,000,000

Total Capital
Costs

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$500,000
$250,000

97.61
89.38
89.09
83.13
74.96
73.71
66.63
63.66
63.57
63.16
62.04
54.90

15L Route Improvements***

Materials & Supplies - Light Rail

Heavy Equipment for LR
Maintenance

Burnham Yard Lead Land
Purchase

Cab Signaling on LRVs

Bus Rapid Transit @ SH 119

Engine & Transmission
Dynamometers

Transit Plaza Upgrades @
Thornton PnR

CCTV Retrofit on LRV

Water Jet Cutter @ District Shops

Enterprise Content Management

Law Practice Management
Integrity Systems

$14,738,103 $4,260,000

Total

Table 13

$900,000

Non Asset Subtotal

$150,000

$4,110,000

$13,838,103

Asset Subtotal

$150,000

$150,000

$0

$0

$0

$500,000

$485,000

$0

$0

$1,500,000

$0

$0

$0

$1,625,000

Project
Capital
Costs 2019

General Manager’s Discretionary
Account

$200,000

$500,000

$110,000

$200,000

$0

$500,000

$6,690,000

$1,000,000

$0

$4,638,103

Request
Score

Project
Capital
Costs 2018

Enhancement Project Title

Project List 6

$2,150,000

$150,000

$2,000,000

$150,000

$0

$0

$0

$500,000

$0

$0

$0

$1,500,000

$0

$0

$0

$0

Project
Capital
Costs 2020

$2,150,000

$150,000

$2,000,000

$150,000

$0

$0

$0

$500,000

$0

$0

$0

$1,500,000

$0

$0

$0

$0

Project
Capital
Costs 2021

$950,000

$150,000

$800,000

$150,000

$0

$0

$0

$500,000

$0

$0

$0

$0

$0

$0

$300,000

$0

Project
Capital
Costs 2022

$60,450,000

$150,000

$60,300,000

$150,000

$0

$0

$0

$0

$0

$0

$60,000,000

$0

$0

$0

$300,000

$0

Project
Capital Costs
- 2023

$84,698,103

$1,650,000

$83,048,103

$900,000

$250,000

$500,000

$200,000

$2,500,000

$595,000

$200,000

$60,000,000

$5,000,000

$6,690,000

$1,000,000

$600,000

$6,263,103

Total
Capital
Costs

Transit Asset Management Plan 2018

39

5 Improving Asset
Management
Capabilities
at RTD
As a relatively young agency, RTD has not experienced the decaying infrastructure or immediate
funding shortages that many older and larger transit systems have. Historically, RTD has had the
necessary funding in place and the professional expertise to maintain its transit assets in a state of
good repair while keeping up with the growing demand for service.
RTD’s asset management maturity improvement initiative is not driven by a growing set of decaying
assets, but by the expansion of the asset base in recent years. Beginning with the T-REX project and
continuing with the current FasTracks project, over the past 14 years RTD has spent over $4.7 billion
on new rail and bus rapid transit lines, more than doubling its asset base.
The funding for the most recent expansion projects did not make provision for the long-term
maintenance and capital renewal of the new assets. Without a solid, long-term renewal plan in place,
with funding earmarked, the risk of a growing backlog of renewal projects without adequate funding
is too great. A growing backlog increases risk to safety, service, and future sustainability. It feeds a
pattern of expensive reactionary repair and remediation tasks.
RTD’s bold increase in the scope of its transit system requires a more rigorous management process
than in the past if it is to maximize value from the assets. To avoid the asset condition backlog that
plagues some agencies, RTD intends to take the path toward good whole-life asset management
while the assets are relatively new.
This section covers the TAM requirements for Implementation Strategy, Annual Activities, and
Resources, within the overall context of RTD’s developing Strategic Asset Management Plan.

5.1 Strategic Asset Management Plan
RTD aims to comply fully with MAP-21 requirements for transit asset management and beyond. It is
developing an overall Strategic Asset Management Plan to summarize its strategy to improve asset
management over the next period.
From 2004, with the publication of BSI PAS-55, and then ISO 55000 in 2014, organizations have
been able to exploit a standardized good practice framework for implementing an aligned asset
management system.
Typically organizations have started with a focus on asset information: particularly the inventory of all
their assets, and assessing asset condition. This information supports clearer planning, because now
the organization knows what assets it has and what state they are in. But the aim is not just a clear
plan to cover all the assets, but a prioritized and optimized plan based on understanding the risks to
its objectives, and using this to make the best use of limited resources.

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RTD has invested heavily in both its asset inventory and asset condition measures over the past five
years, and started on its journey to an integrated planning process that will optimize its asset base.
The current strategy is to achieve certification to ISO 55000, and use this as the foundation to align
the management of its assets to the agency purpose and objectives.
In 2017, RTD commissioned an external gap assessment comparing current practices to the ISO
55000 standard. The results of the gap assessment were used to create an Asset Management
Roadmap for the Agency to achieve certification to the ISO standard. The Roadmap is included in
Appendix D.

RTD 2017
21%

Compliance
with ISO 55001

Excellent

Effective

Competent

Developing

Aware

Innocent

Increasing Maturity
Figure 28: Gap Assessment results

5.2 Key Annual Activities
RTD identifies two types of asset management activity: those ongoing asset management activities
that RTD performs as part of ‘business as usual’, and those activities specific to achieving ISO 55000
certification. TAM activities are the subset of these targeting the specific TAM elements, and these
are pulled out into a third section here.

ISO 55000 Roadmap Activities

Over time improved
Asset Management practices
from ISO and TAM will become
RTD business as usual

ISO 55000 Roadmap Activities

All “Business as Usual”
RTD Activities

TAM Activities

Figure 29: Asset management activities

Transit Asset Management Plan 2018

41

5.2.1 Business As Usual Asset Management Activities
As an asset-intensive organization, RTD already performs a number of asset management activities
on a routine basis, and these will continue and improve through the plan horizon of this document.
This section summarizes those ‘business as usual’ activities, using the IAM’s Conceptual Model for
Asset Management to categorize into six main blocks. This should not be interpreted to imply these
ongoing activities are all necessarily well aligned or integrated at the moment.
Customers

Legislation

Commercial
Environment

Investors

Scope of Asset Management

Organizational Strategic Plan

Strategy & Planning

Acquire

Operate

Lifecycle
Delivery
Organization
& People

Asset Management
Decision-Making

Dispose

Maintain

Risk &
Review

Asset Information
© Copyright 2016 Institute of Asset Management (www.theIAM.org/copyright)

Figure 30: Institute of Asset Management (IAM) Conceptual Model for Asset Management

Strategy &
Planning

Asset
Management
DecisionMaking

42

The RTD Planning Department periodically conducts demand analysis for
its transit service and uses this to support long-term strategic planning
for system optimization, expansion and enhancement. Strategic planning
for capital renewals and maintenance volumes is not currently formally
performed, however RTD anticipates enhancing its capabilities in this
area through the development of Asset Class Strategies and an Asset
Management Plan (see next section for details). Although not yet a business
as usual activity, in undertaking the development of this TAM PLAN
document, RTD has started on Asset Management Planning.

RTD’s current approach to capital investment decision-making is
described in section 3, and this activity is performed annually to develop
RTD’s Mid-term Financial Plan. Operations and maintenance decisionmaking is performed within each asset owner group but does not currently
formally consider or align with agency objectives.

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Lifecycle
Delivery

Asset
Information

Ongoing activities include capital project processes for asset acquisition,
which is split between Capital Programs for Commuter Rail (FasTrack) and
Facility assets, and Operations for Rail, Bus and Rail Infrastructure assets.
Compliance with appropriate Technical Standards and Legislation is
ensured within the capital projects and operations/maintenance functions,
with some basic configuration management principles applied to inhouse engineering designs. Maintenance delivery occurs for each major
asset class and includes preventive and corrective maintenance, along with
condition assessments. Some asset classes have a larger focus on
preventative maintenance, while others have more emphasis on corrective
maintenance and maintain assets when they fail. Most maintenance
delivery is performed by RTD staff, with some being outsourced. Asset
operations is a significant part of RTD’s ongoing activities, and includes
bus, rail, equipment and infrastructure operations, some of which is also
outsourced. Basic resource management principles are applied to ensure
enough operational resources are available as needed. RTD also performs
shutdown and outage management of its assets to enable maintenance
access. As assets develop operating faults, RTD implements its fault and
incident response plans in accordance with agreed methods.

RTD uses several asset information systems to manage its Asset
Information, including Trapeze EAM for asset inventory and maintenance
management, and the Oracle Enterprise Business Suite for related financial
information.
There are several basic data and information management processes in
effect, including regular reporting to the National Transit Database (NTD),
and regular data quality assessment and cleansing processes for Trapeze
EAM information. RTD’s Asset Management Division employs a Data
Science & Analytics team to handle collection of non-physical data, perform
data assurance tasks on corporate data and perform all FTA TAM Reporting.

Organization
& People

Risk & Review

RTD applies some procurement and supply chain management
principles for its outsourced asset management functions. These include the
capital delivery of its FasTrack program, along with some ongoing operations
and maintenance of the assets the program delivers. The operation and
maintenance of approximately half of RTD’s bus services is outsourced
among three service providers, and the maintenance of certain facility
assets, such as elevators is also outsourced.

RTD’s Financial group uses standard accounting practices to perform asset
costing and valuation, including their valuation and deprecation over
time. Some informal stakeholder management principles are applied for
engaging and managing key external stakeholders.

Transit Asset Management Plan 2018

43

5.2.2 ISO 55000 Activities
In addition to the ongoing asset management activities described above, RTD also has activities
defined as part of its plan towards ISO 55000, or its Asset Management Roadmap.
The central requirement for ISO 55000 is to design, implement, maintain and continually improve an
asset management system based on Plan-Do-Check-Act principles. Once certification is achieved,
ongoing ISO 55000 activities will continue to occur indefinitely to maintain and continually improve
the AMS, while many of the ISO 55000 practices will transition to become business as usual.
The Roadmap and associated detailed activities are held in the ISO 55000 Gap Assessment and
Roadmap report, but a summary is provided below:

5.2.2.1 Design an Asset Management Organization

This includes the implementation of an ISO 55000 compliant ‘Asset Management System’: the
framework to define and manage the key elements, including AM Policy, Strategy and Agency-wide
risk framework, with clearly defined roles and responsibilities.

5.2.2.2 Asset Management Planning

This includes the development of Asset Class Strategies and an Asset Management Plan as key
elements of an improved end-to-end investment planning process.

5.2.2.3 Improve Rigor and Control

This implements improved control over core asset delivery and financial activities, and includes a
Project Management Office for capital projects with a gated process for staged release of funding.

5.2.2.4 Assurance and Performance

Key here is a Performance Management Framework within RTD, as well as an improved approach
to assessing the root cause of asset failures.

5.2.2.5 Enhance Asset Information
This is centered on the development and implementation of an Asset Information Strategy, including
definition of RTD’s information requirements and the strategies employed for meeting them, and
clear governance for asset information.

5.2.2.6 Learning and Communication

This is to support the embedding of Asset Management awareness, culture and
competencies, and includes a training needs analysis and a program of appropriate Asset
Management training, as well as communication to raise awareness of Asset Management
throughout the organization, and development of an appropriate Asset Management culture.

5.2.2.7 Enabling Activities

This is to support the delivery of the ISO 55000 roadmap. They include:
• Establishing and empowering an implementation team
• Adopting a project management office (PMO) approach to the roadmap
• Setting up governance and controls of the roadmap
• Monitoring and reviewing progress, with adjustments made as necessary
• Preparing for and undertaking the ISO certification audit

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5.2.3 TAM Activities
For the period covered by the plan, the key activities are:
Asset Inventory

Maintain and improve

Condition assessment

Continue to develop RTD’s approach to condition

Decision processes for investment
prioritization

Continue to develop the end to end investment process for both
capital projects and maintenance, and implement version 1 for
next annual update. This includes the development of Asset Class
Strategies and decision rules for lifecycle decisions for each
class; the development of an integrated long term AMP; improved
Business Case templates that more clearly align project proposals
to Agency objectives.

Prioritized list of investments

Annual update each year based on improved Agency wide decision
process, above

AM Policy

Periodic review to ensure continued effectiveness at delivering
agency objectives and purpose through the management of
physical assets. The policy will be improved as experience indicates
the need.

Implementation strategy

As well as continuing with the business as usual actions, RTD
intends to implement improvements as detailed in the Asset
Management Roadmap (see Appendix E)

Evaluation

As part of its Annual Update, progress on and compliance to this
TAM Plan will be reviewed and lessons learned incorporated into
the Update.

Table 14: TAM activities

5.3 Resourcing Strategy
This section describes the resourcing strategy and plans to support the annual activities described
above.
Resources from across the agency are involved in RTD’s Asset Management activities, including
the CEO/GM, the Senior Leadership Team, the Asset Management Division, Bus Operations, Rail
operations, Capital Programs, Finance and Administration, Communications, Planning, and General
Counsel.

5.3.1 Business As Usual Asset Management Activities
The resourcing strategy for the business as usual annual Asset Management activities is to continue
with the current strategy, i.e. resourcing the activities through the agency departments that currently
provide perform or are involved in them.
As ISO 55000 and TAM activities become business as usual over time, it is anticipated that changes
to the current resources may arise.

Transit Asset Management Plan 2018

45

5.3.2 ISO 55000 Strategy Activities
ISO 55000 requires the establishment of a functioning, effective, sufficiently-resourced management
system for assets. The resourcing strategy is to establish clear accountability and responsibility for
the Asset Management System, with the authority to direct and allocate resources being granted
to the accountable group. The diagram below illustrates the accountability structure and other
contributors.
General Manager

ISO 55000
Asset
Management
System

Other RTD
Resources

Asset Management
Division

Asset Management Accountability Group

External Resources

Figure 31: ISO 55000 contributing resource groups

In late 2011, RTD assigned two people the task of building an asset management division (AMD). The
division would be responsible for improving the management of assets and building an agency-wide
asset management system.
It was important to the senior leadership team that to ensure the most accurate, non-biased
information possible, the AMD should be independent of the asset delivery functions.
As Chris Lloyd, asset management leadership and culture expert says, “Strategic Asset Management
calls for risk-based decision making, cross-functional working, and long-term thinking. It needs
clarity on competence requirements and accountability and honesty about performance”. (Chris
Lloyd, 2016) .
The AMD was placed alongside the safety division, with both reporting to the Chief Safety Officer
(CSO). The nexus between asset condition and safety and their management system frameworks
made this a sensible structure.
To avoid creating an asset management silo, the AMD would be experts that would serve as an
enabling function to the agency. From the passage of MAP-21 in 2012 through 2016 when the
final rule came out, the AMD added additional staff in two key areas: physical asset business
analysts and data sciences. These teams were recruited both internally and externally. Internal
hires were proven problem solvers from across the organization, with experience in maintenance
in each of the asset classes. This expertise and experience added credibility across the agency.
External candidates were recruited where no internal candidate was available with the right blend of
knowledge, skills, abilities, drive, fit and balance. More details are in Appendix F.
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The AMD will continue to attract and retain the best talent to deliver asset management expertise at
RTD. The AMD recruiting process emphasizes a culture of excellence. The division continues to build
AM competencies through training and practical application.

5.3.3 TAM Activities
The resourcing strategy for the TAM activities is not only to define an Accountable Executive for all
TAM requirements but to assign TAM responsibilities to the Asset Management Division. Supporting
resources from other RTD departments will be utilized and consulted or informed on an as-needed
basis. Details of both the Accountable Executive and the Asset Management Division are in
Appendix F.

Transit Asset Management Plan 2018

47

6 Evaluation
Plan
6.1 TAM Plan Evaluation
This inaugural TAM Plan will be evaluated on degree of compliance when RTD receives its next
triennial audit.
However, it is intended to do more than meet compliance. It is a statement of intentions and
commitment to deliver the culture, policy, and procedural changes necessary for the
improved efficacy and efficiency of transit agencies that is implied in the regulations.
This TAM Plan provides a baseline for evaluating future TAM Plans produced by the Agency. RTD
intends to regularly review its asset management maturity, setting maturity targets in its Strategic
Asset Management Plan. This document will also serve as a basis of comparison to peer agencies,
allowing RTD to learn from other TAM Plans to identify where improvements can be made.
RTD will annually evaluate its performance against the previous cycle’s TAM Plan improvement goals
and agency objectives with documentation and explanation of progress (RTD, 2018). The RTD agency
objectives are in Appendix G.

6.2 ISO 55000 Performance Evaluation and Improvement
RTD has committed to achieving certification to the asset management standard ISO 55000. This
requires the implementation of a management system for assets, based on plan-do-check-act
principles with specific elements for performance evaluation and improvement. These are still in
development in RTD, but will be implemented within the plan horizon and described in the next
Annual Update.

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6.3 ISO 55000 Certification Evaluation
RTD intends to evaluate the degree to which it is meeting the requirements for ISO 55000, and
therefore its readiness for an ISO 55001 certification audit, through the following measures:
1. ISO spot checks – regular detailed reviews of specific elements of the emerging asset
management system to identify risks to certification, and implement corrective measures
2. ISO health check – mid-point review of the entire RTD asset management system against the
requirements of ISO 55000
3. ISO mock audit - prior to the ISO audit, RTD intends to conduct a “mock audit” to evaluate
its readiness for an actual ISO audit. Results from the mock audit will be used to determine the
appropriate time for the actual audit, along with any gaps that still exist
4. ISO audit – formal assessment by an approved ISO auditor of RTD’s asset management system
against the requirements of ISO 55000
5. ISO surveillance audits - once certified, RTD is required to conduct periodic ‘surveillance audits’
to retain its certification status

Transit Asset Management Plan 2018

49

Appendices

Appendix A: Glossary
• Accountable Executive – a single, identifiable person who has ultimate responsibility for carrying out the
safety management system 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.
• Backlog – State of Good Repair backlog is representative of the reinvestment cost to replace any transit
assets whose condition is below the midpoint on TERM’s 1 (poor) to 5 (excellent) scale, or 2.5.
• Base System – Base System refers to RTD’s Assets funded by a 0.6% sales tax prior to the passage of
the FasTracks ballot initiative. RTD’s base system funding and FasTracks funding are currently segregated.
• CDOT – Colorado Department of Transportation
• Consist - a set of railroad vehicles forming a complete train.
• Contracted Services - A contract for services is a formal, legally binding agreement between RTD
and a private company to provide service delivery.
• Denver Regional Council of Governments (DRCOG) – Metropolitan Planning Organization (MPO) for
Regional Transportation District, Denver. https://drcog.org/
• Direct operated and purchased services – Direct operated services are those services provided by
RTD staff using RTD assets. Purchased Services are those operated under contract on behalf of RTD
using outside staffing. See also Contracted Services.
• FAST Act – Fixing America’s Surface Transportation (FAST) Act, reauthorizing the surface transportation
programs through fiscal year 2020
• FasTracks – FasTracks is a ballot initiative that levied an additional 0.4% sales tax for expansion of the
RTD system. FasTracks introduced commuter rail service as well as a Public Private Partnership (P3) to the
RTD System. RTD’s base system funding and FasTracks funding are currently segregated. http://www.rtddenver.com/Fastracks.shtml Funding description: http://www.rtd-fastracks.com/main_33
• ISO 55000 – the international standard covering management of assets of any kind. Before it, a Publicly
Available Specification (BSI PAS-55) was published by the British Standards Institution in 2004 for physical
assets. The ISO 55000 series of Asset Management standards was formalized in 2014. The standard is
made up of three parts:
• ISO 55000:2014 Asset management – Overview, principles and terminology

• ISO 55001:2014 Asset management – Management Systems – Requirements
• ISO 55002:2014 Guidelines for the application of ISO 55001
• MAP-21 – MAP-21, the Moving Ahead for Progress in the 21st Century Act (P.L. 112-141), was signed into
law by President Obama on July 6, 2012
• Mid Term Financial Plan – A portion of RTD’s total budget not already committed to specific capital
projects and not apportioned to ongoing operations and maintenance that is evaluated and prioritized
through a process described in section 5 of this document.
• National Transit Database – is a federal reporting program for transit agencies receiving Federal Transit
Administration (FTA) funding. It serves as a primary repository for all transit-related data and statistics in
the United States. The performance data from the NTD is used to allocate FTA funding and to report on
public transit performance to Congress and researchers.
• SBP – RTD’s Strategic Budget Plan, replaced in 2018 by the Mid-Term Financial Plan
• Senior Leadership Team (SLT) – the group of Assistant General Managers that report directly to the
General Manager and CEO. This group is equivalent to the C-Suite in a private organization.
• State of Good Repair – “The condition in which a capital asset is able to operate at a full level of
performance.” (U.S. Department of Transportation, 2016).
• TERM – Transit Economic Requirements model is a tool used by the FTA along with a numeric code that
represents the categorization of assets, as indicated in the TERM-Lite model.
• Useful Life Benchmark – The Useful Life Benchmark indicates the expected duration in years that the
asset will remain in service under normal operating conditions and maintenance. At the end of useful life
of the asset, major renewal or replacement is expected.

Appendix B: SGR Master Condition Rating Definitions for RTD
RTD follows the FTA guidance on condition ratings. This rating is based on how close an asset or
component is to replacement or major overhaul. Scores will not have a greater granularity than a half
point.
An asset is in a State of Good Repair if the score is greater than (2.5). Refer to individual asset group
Inspection Standards Document for confidence in reliability and specific examples.
Confidence in Reliability = Remaining Useful Life
5.0) New or like new, 95% to 100% confidence in reliability; no visible defects, no damage,
cosmetically looks new. An asset is only new once, after rebuild some old parts are not new and
therefore the highest score after rebuild is (4.5).
4.5) The inspector is 90% to 95% confident in the reliability of the component / asset.
4.0) The inspector is 80% to 90% confident in the reliability of the component / asset. Shows
minimal signs of wear, no major defects, and some minor defects with only minimal signs of
deterioration.
Cosmetic defects/minor wear.
3.5) The inspector is 70% to 80% confident in the reliability of the component / asset.
3.0) The inspector is 60% to 70% confident in the reliability of the component / asset. Some
moderately defective or deteriorated components; expected maintenance needs. Cosmetically
“fair” but all devices are functioning as designed.
Small repairs or minor refurbishment.
2.5) The inspector is 50% to 60% confident in the reliability of the component / asset.
2.0) The inspector is 40% to 50% confident in the reliability of the component / asset. Asset near
overhaul or retirement, but in serviceable condition. Asset has increasing number of defects or
deteriorated component(s).
Significant or multiple repairs needed.
1.5) The inspector is 30% to 40% confident in the reliability of the component / asset.
1.0) The inspector is less than 30% confident in the reliability of the component / asset. Asset
is in need of major repair or refurbishment, multiple minor defects or major defects. Evidence of
corrosion may be apparent; major or numerous minor areas of damage or structural issues.
Safety concern, critical damage, close to or time for overhaul or replacement.
0) Not safe to use, multiple major repairs or Asset set for disposal/retirement.
Table 15

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Appendix C: RTD Process for Mid Life Financial Plan
1. Annual call for projects.
2. Projects are submitted for consideration on an annual basis based on individual departmental
Decision Criteria.
a. Revenue Vehicle submits project requests based on ULB.
b. Non-Revenue Equipment submits project requests based on primarily age.
c. Rail Infrastructure submits projects requests based the immediate need.
d. Facilities submits projects requests based the immediate need.
e. Enabling Departments submit project requests based on the immediate need.
3. Projects that have a considerable technology component are redirected to Information
Technology and their Technology Architecture Governance (TAG) Committee for a Risk
Assessment.
a. The TAG Risk Assessment is comprised of basic technology and operational risk components.
4. Projects are approved by each department head.
5. Asset Management Division prioritizes by Request Type:
a. Compliance – The primary intent of a Compliance project request is to address specific legal
requirements or to mitigate RTD liabilities, approved by Legal Counsel.
b. Renewal – The primary intent of a Renewal project request is to address existing assets and
systems. Backlog is also address in this request type.
c. Enhancement - The primary intent of an Enhancement project request is to expand RTD’s
“footprint”, enhance the value of the current service being provided, and or procure additional
assets.
i. The aforementioned steps in the MID TERM FINANCIAL PLAN process were underway
when additional TAM requirements were released by the FTA. To provide a process that
would more closely align to future requirements of the TAM, RTD added an additional step
of classifying projects being evaluated for investment according to their status as either
Renewal or Enhancement. This was done to provide information on future investment
prioritization requirements to the RTD’s Senior Leadership Team.
6. Initial list of projects are reviewed by the Budget & Financial Analysis division.
7. Project requests are scored on established Scoring Criteria which includes items in RTD’s
mission statement and basic business unit benefits.
a. Mission Statement Criteria includes the following areas:
i. Accessible Service: Improve accessibility to bus and rail services for our passengers by
improving ADA on-time performance, improving ADA availability or improving ADA courtesy.
ii. Clean Service: Improve the ability to provide clean bus and rail service and clean public
facilities by improving promptness of graffiti removal, promptness of bus and rail interior and
exterior cleaning and promptness of shelter cleaning.
iii. Cost-Effective Service: Provide efficiencies in operations or support functions which enable
RTD to increase levels of bus and rail service by increasing ridership, increasing farebox or
EcoPass revenue, improving route efficiency and efficient hiring and training of personnel.

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iv. Courteous Service: Improve the ability to provide courteous bus and rail service by
reducing customer response time, reducing customer complaints or decreasing wait time for
telephone information.
v. Meets Future Needs: Improves the District’s ability to meet the needs of bus and rail service
in the future.
vi. Reliable Service: Increase the reliability of bus and rail service by improving on-time
performance, reducing road calls and reducing missed trips.
vii. Safe Service: Improve the physical safety of passengers and/or employees by reducing
vehicle and/or passenger accidents, improving preventable maintenance.
b. Supplemental Information
i. To aid in informing project raters about the condition of an asset a State of Good Repair
(SGR) Report including an assessment of an asset being considered for renewal or
replacement was included at the initiator’s request.
8. Budget & Financial Analysis reviews the prioritized list of projects against current Funding
Requirements.
9. The prioritized list of projects are then evaluated by SLT who considers a number of additional
factors, including but not limited to the annual goals set by the RTD Board of Directors, the
projected available funding, grant and/or private funding availability for a project, and strategic
importance to regional objectives.
10. A recommended list is then submitted to the RTD Board of Directors for evaluation and approval.
11. The RTD Board of Directors considers the prioritized list of projects as a component of the annual
budget. The budget is either approved or modified before being ratified by vote of the 15 elected
members of RTD’s Board of Directors.

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Appendix D: RTD Asset Management Roadmap
RTD Asset Management Roadmap includes the following activities:

D.1 Design an Asset Management Organization
This roadmap activity group embeds Asset Management principles, processes and structures into
RTD and includes:
• The development of an Asset Management Policy and Strategic Asset Management Plan (SAMP),
including Asset Management Objectives aligned to Agency objectives
• The definition and implementation of an ISO 55000 compliant Asset Management System based
on Plan-Do-Check-Act principles
• Establishment of appropriate governance arrangements for the Asset Management System,
including clear accountability for its implementation and continual improvement, and clarity for
the roles and responsibilities across the AMS
• Stakeholder analysis, engagement and management
• Development of a resourcing strategy
• Design and implementation of an Enterprise Risk Framework

D.2 Asset Management Planning
This roadmap activity group develops specific strategies and plans in support of meeting RTD’s
Asset Management objectives, and includes:
• Performing risk assessments aligned with the overall Enterprise Risk Framework, and used as
input into the asset management planning process
• Development of Asset Class Strategies
• Definition and implementation of an improved end-to-end investment planning process,
Development of clear decision-making criteria aligned with Asset Management objectives to
support investment prioritization
• Creation of Asset Management Plan(s) specifying the planned types and volumes of capital and
maintenance work on the assets, with associated costs and resourcing requirements

D.3 Improve Rigor and Control
This roadmap activity group implements defined processes for improved control over core asset
delivery and financial activities, and includes:
• Implement a Project Management Office for capital projects, and utilize a gated process, which
includes staged release of funding
• Improve the handover of assets from capital to operating, including adequate asset information,
spares and training materials
• Improve maintenance practices, potentially based on reliability-centered or risk-based
maintenance
• Develop outage strategies and plans
• Implement change management processes

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D.4 Assurance and Performance
This roadmap activity group implements processes to assure the performance of the assets and
RTD’s Asset Management System, and includes:
• Designing and implementing a Performance Management Framework for assets and the Asset
Management System
• A defined approach to auditing the Asset Management System against the requirements of ISO
55001
• Ongoing management review of the outcomes from the Performance Management Framework
and Audits, with continual improvement adjustments made accordingly
• Improved approach to assessing the root cause of asset failures

D.5 Enhance Asset Information
This roadmap activity group implements improvements to RTD’s Asset Information, and includes:
• Development and implementation of an Asset Information Strategy, including definition of RTD’s
information requirements and the strategies employed for meeting them
• Clear governance approach for the information used to support the Asset Management System,
including structured and unstructured information and the documents comprising the Asset
Management System itself
• Development of standards and specification for information, aligned with RTD’s information
requirements
• Ongoing information quality audits and associated updates

D.6 Learning and Communication
This roadmap activity group supports the ongoing embedding of Asset Management awareness,
culture and competencies, and includes:
• Definition of competence requirements for the Asset Management System
• Performing a Training needs analysis for the Asset Management System, and implementation of
appropriate Asset Management training
• Activities to raise awareness of Asset Management throughout the organization
• Development of an Asset Management culture, including appropriate leadership and commitment
• Defining and implementing a communications plan

D.7 Enabling Activities
This roadmap activity group supports the delivery of the ISO 55000 roadmap. They include:
• Establishing and empowering an implementation team
• Adopting a project management office (PMO) approach to the roadmap
• Setting up governance and controls of the roadmap
• Monitoring and reviewing progress, with adjustments made as necessary
• Preparing for and undertaking the ISO certification audit

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Appendix E: TAM Resources
It is anticipated the following specific resources will be required for TAM activities the duration of the
plan horizon:
• Staff resources:
• One accountable executive
• Seventeen FTEs from the Asset Management Division, who will split their time between TAM
and ISO 55000 implementation
• FTE requirements for other RTD resources necessary for TAM activities are not defined in this
generation of the TAM PLAN
• Technology resources:
• The technologies are used to support AM across the agency. Our aim is to use the tools we
already own, rather than invest in new ones at this time.
• Hardware and Software necessary to support:
• Multiple source software systems – IE. Trapeze EAM, Oracle EBS
• Data Warehouse – provides aggregation and integration of data
• Analysis and reporting tools; OBIEE, Tableau, Access, Excel, R-STATS, SPSS and others
• Financial resources:
• Financial resources necessary to support asset management BAU activates, TAM and ISO
implementation. Beyond these we have not defined any requirement for further resources for
this generation of the TAM Plan.

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Appendix F: Asset Management Roles & Responsibilities
1. Accountable Executive – a single position with ultimate accountability for Asset Management
and the Asset Management System within RTD
2. Asset Management Accountability Group – this group has formal accountability delegated
from the Accountable Executive for the delivery, embedding, review and continual improvement
of the Asset Management System. The group is comprised of RTD’s Chief Financial Officer,
Chief Operations Officer, Assistant General Manager for Capital Programs and the Assistant
General Manager for Asset Management, Security and Safety, and the Senior Manager for Asset
Management Division.
3. Asset Management Division – the AMD is responsible for the design, delivery, embedding,
review and continual improvement of the Asset Management System’s products, processes
and information, as well as preparing for and undertaking the ISO 55001 certification audit. It is
anticipated that the Asset Management Division will have the following roles and responsibilities
for ISO 55000 during the plan horizon:
The organization chart for the Asset Management Division is shown below.

Senior Manager,
Asset
Management

Manager, Data
Sciences &
Analytics

Manager, Business
Analysis

Manager, Business
Analysis

Business Analyst,
Physical Assets

Business Analyst,
Physical Assets

Assistant System
Administrator,
Asset Management

Business Analyst,
Physical Assets

Business Analyst,
Physical Assets

Asset Management
Administrator/
Report Developer

Business Analyst,
Physical Assets

Business Analyst,
Physical Assets

Senior Business
Intelligence
Developer
/Architect

Business Analysis

Business Analyst,
Prioritization
and Planning

Business Analyst,
Safety, Security

Data, Science & Analytics

Figure 32: AMD Organization Chart as of 8/31/18.

The Asset Management Senior Manager reports to the Chief Safety Officer, which is the Assistant
General Manager of Safety, Security and Asset Management.
4. Other RTD resources – as needed, other RTD resources will be utilized, consulted or informed
regarding the Asset Management System. This could include operations, maintenance, finance,
human resources, communications, IT, legal and procurement staff. The Asset Management
Accountability Group will allocate these resources directly when within their reporting line, or via a
request to other members of the Senior Leadership Team when they are not.

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5. External resources – RTD will also utilize external expertise to develop the internal asset
management competencies of both the Asset Management Division and other RTD resources
involved with the Asset Management System. The alternative to this is to be continually reliant
on an external entity to supply expertise indefinitely. Selecting both an established asset
management framework and interactions with consultants, RTD intends to culture an Asset
Management Division capable of acting as an internal consulting service to the agency. The
intention is to “own the process, not the product” as it relates to functions and competencies that
will become annual activates for the AMD. Additional external resources will also be utilized to
deliver aspects of the Asset Management System, specifically the operations and maintenance of
approximately half of the bus fleet.

Appendix G: RTD Agency Objectives
The diagram below shows RTD’s agency purpose and objectives, agreed April 2018.

Move People
Constraints

Leading
Indicators

Fiscal
Sustainability

Customer
Satisfaction

Employee
Safety

Reliability

Compliance
and Ethics

Customer
Safety

Value for Taxpayers
Figure 33: RTD Agency Objectives

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Appendix H: References
AMCL (2017). ISO 55001 Gap Assessment Report and Roadmap. New York: AMCL.
Asset Management Division (2016). Building Inspection Procedures.
Asset Management Division (2016). Conveyance Scoring Procedure.
Asset Management Division (2017). Public Facilities Inspection Procedure.
Asset Management (2017). Rail Infrastructure Inspection Procedure.
BSI ISO 55000 Series (2014). London: The British Standards Institution.
Chris Lloyd (2016). Organisational Culture And Leadership Lessons for Asset Management. IET.
Dave Genova (2017, July 11). Proposed Core and Task Goals for 2018. Denver, CO: Regional
Transportation District.
Regional Transportation District (2016). Board of Directors Report. Denver, CO: Regional
Transportation District. Retrieved from http://www.rtd-denver.com/documents/financialreports/
strategic-budget-plan-2017-2022.pdf
Regional Transportation District (2017). 2018 Recommended Budget. Denver, CO: Regional
Transportation District. Retrieved from http://www.rtd-denver.com/documents/financialreports/rtdapproved-budget-2018.pdf
Regional Transportation District (2017). Asset Management Annual Report. Denver, CO: Regional
Transportation District.
Regional Transportation District (2018). RTD 2018 Proposed Ammended Budget. Denver,
CO: Regional Transportation District. Retrieved from http://www.rtd-denver.com/documents/
financialreports/RTD-2018-proposed-amended-budget.pdf
U.S. Department of Transportation (2013). 49 CFR Chapter VI. Washington, D.C.: U.S. Department of
Transportation.
U.S. Department of Transportation (2016). 49 CFR Parts 625 and 630. Washington, D.C.: U.S.
Department of Transportation.
U.S. Department of Transportation (2017). Facility Condition Assessment. Washington, D.C.: U.S.
Department of Transportation.

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