Track Maintenance Costs on Rail Transit Properties (2009)

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41 CHAPTER FOUR CASE STUDIES Three agencies—identified here as A, B, and C—were interviewed on their maintenance organization, practices, and budgeting processes. This section presents the results of the interviews. The interviews were intended to capture the practices, innovative approaches, and lessons learned in track components, planning, and budgeting that reflect general industry conditions and opinions. The following shows responses to the posed questions. 1. Organization and Budget i. What is the organizational relationship between track maintenance staff, engineering, and operations? Simple stick diagram. A Track & Structures/Systems Maintenance is under the Chief Operating Officer in Operations. Engineering is currently consolidated in a separate independent unit. There is a staff of 1,241 in the Track Structure System Maintenance Department, 54 in the Chief Engineer’s office, and 50 in the Engineering and Architecture Department. B Maintenance and Engineering are under the Chief Engineer, who reports to the Operations Manager. C Engineering and maintenance for light and heavy rail track are under the Director of Track and Civil Engineering, who reports to the Director of Engineering and Maintenance (essentially the Chief Engineer). Capitol Construction is a parallel department to the Engineering and Maintenance department. Both the Engineering and Maintenance and the Capitol Construction departments report to the Assistant General Manager, Engineering, Maintenance, and Construction. Engineering, maintenance, and construction are within the overall operating arm of the organization. The track staff (engineering and maintenance) totals about 300 personnel, including 15 inspectors, 170 track personnel (foremen, laborers, welders, and equipment operators), and 30 managers and administrative personnel.

ii. Define track maintenance department as it is considered for budgeting purposes. What is the scope of defined departments? Are engineering and maintenance co-mingled for funding purposes? Is maintenance an operations responsibility? Are relationships too muddy to easily define? A Track maintenance department deals strictly with routine and replacement track maintenance. The budget is clearly defined. The agency has an entirely different department for all expansion, capital projects, reimbursable projects, and major equipment renewals or upgrades. Both departments’ work is exclusive, with virtually no intermixing of capital funds and maintenance budgets. B Track maintenance and track engineering have discrete budgets from other departments and functions. Track engineering is a staff function within the Chief Engineer’s budget. Track maintenance is a subordinate department with a separately defined budget. C The budget follows cleanly the organization chart, with budget for the track maintenance and engineering clearly delineated. Engineering is considered integral to track maintenance functions, and is budgeted with that intent. The track department does support capital programs. Capital program cost centers reimburse those support efforts; there is essentially a zero net effect from capital programs (or other department funds) on the track maintenance budget. iii. What is the annual track maintenance budget? a. Is there a discrete line item for track maintenance? A B C Included in the overall track maintenance budget Track maintenance budgets are proprietary. Yes. The funding stream and accounting system provide two sources of funds for the track and civil department. These are the general operating fund and the IRSP (Infrastructure Renewal Safety Program, a state program). iv. What other items in the budgets will fund activities for track departments (in addition to any overt budget line items directly for track maintenance)? 42

A B C Maintenance items are explicitly defined in the budget. The capital programs have line items for the support mentioned earlier. 2. Are there capital items that will use or add to track department resources? If yes, what are typical annual percentages (of the total budget)? What is the nature of these expenditures (typically)? A Capital contribution B Capital programs (extensions, system improvements) are separate budget items from operations (including track maintenance). Capital program funds do not support track maintenance. Capital construction programs do procure spare parts, operator training, and manuals for use by maintenance. Maintenance personnel time for training and associated capital program activities is not compensated from capital programs. C Large maintenance equipment is capitalized; repairs to maintenance equipment are operating expenses. All other maintenance expenses (see preceding responses) are within the department’s budget. v. What are the general staff levels for budget line items that contain the track maintenance budget? A B C About 218 in total There are 65 track maintenance staff positions. Please see the response to question 1.b.i, above. 3. Direct track maintenance for normal wear and degradation b. Normal track upkeep—maintenance for expected wear and tear from operations. Provide average annual cost in man-hours (typical year) and percent of budget in 1.b.iii. for: i. Inspection ii. Rail maintenance iii. Turnout maintenance 43

iv. Surface and line maintenance v. Ties and fasteners A Dedicated maintenance staff. See response to question 1.b., above, for overall manpower levels. No breakdown by trackwork component available. B Inspection is ~25% of the routine maintenance budget. Inspectors are required to perform minor maintenance (replace rail clips, tighten bolts, perform minor tamping, etc.) in the normal course of inspection. The remaining activities are on an as-needed basis, which roughly averages 30% for rail (grinding, welding, and replacement), 10% for turnout maintenance, 15% for surface and line, and 5% for ties and fasteners. The balance is for supervision and administration. C Inspection is approximately 10% of the effort. The balance of the effort varies between years, depending on needs and planned activity. A fair assessment is the level of effort is spread uniformly between items ii through v. Track inspectors perform inspections 3 days per week and 2 days of maintenance work (work that can be performed without power tools). c. Non-wear and tear activities. Provide average annual cost (or percent of annual budget) due to (some of these overlap; include a cost burden only once): (opinions and estimates are OK) i. ROW upkeep (trash removal, fences, site damage) ii. Operating damage (run-through switches, derailments, clearance violations) iii. Public complaints iv. Vandalism, public damage v. Weather, acts of God, imponderables that occur anyway A Closed system, this is a relatively small part of the budget. B These are a negligible portion of the actual annual expense. The physical design of the system controls external mishaps. There are a number of public complaints annually, of which 99% are for noise from rail corrugations. This provides time to accomplish rail grinding. C These are negligible costs. 4. Working in the transit environment. What is the level of effort for fielding a crew to perform a maintenance task as the percentage of the tasks direct cost? This question asks about the 44

overhead level of effort to plan, get operating time, get crews organized, and get to a site, before and after executing a task. The answer will be a percentage (such as 50% or 100%) of the cost of doing the task. Include typical waiting time and all other things that drag on direct maintenance productivity. A Routine night maintenance is performed in a 3-hour nightly work window (100% premium), major replacements get weekend or extended nightly outages (50% to 75% premium). Getting track outage time is a major difficulty, as is mobilizing from agency yards to the site. B The manpower to accomplish maintenance is on the order of 175% of the productive effort (the effort to change a rail or a frog, for example). A portion of the added expense is safety monitors (separate department) required by operating rules, training for maintenance staff in operating and safety rules, and administrative time to plan track access (track access is planned in the weeks prior to actual work, with two weeks minimum notice). Additional cost is required for any work supported by other departments, such as signal (switches, any excavation) and traction power (third rail maintenance activities). C The added effort to perform a task is about 50% of the productive time performing the task. The track maintenance access window is from 12:30 a.m. to 4 a.m. daily, with single track access beginning at 9 p.m. daily. 5. Perfect world budget. If you could construct an annual budget without constraints that would produce track performance to a uniform standard (acceptable to you), what would that budget look like? A Not sure that this is possible, as an unconstrained budget would still be restricted by the unavailability of track time. One item that might be provided in the budget would be programmed maintenance. For some of the older rail approaching 600–700 MGT and original tunnel fasteners at the 30-year mark, an accelerated replacement program (and budget) will be necessary. B An ideal budget would (a) be consistent over multiple years, (b) have a programmed maintenance component for replacing aging track material, and (c) acknowledge occasional support for out-of-face replacements or upgrades. The agency has adopted limited programmed replacement of Direct Fixation fasteners on an annual basis. The agency has implemented budget allocations for rail grinder, track 45

geometry car, and other major investments to replace equipment that is long past its economic life. Even an ideal budget will have constraints, with train operations having priority for track time. C Within the framework of the agency, the current budget process usefully acknowledges maintenance ideals. While the ideals are not always met, the system has removed substantial deferred maintenance and now is a capable system, meaning that it is meeting track speed and reliability standards set forth in our annual program goals. 6. Budgeting. How is the budget established? A Budget is a function of staffing levels and funding. B Budgets reflect the available funding, which varies with the local economy. As example, recent source funding resulted in staff cuts, which now are in the process of being restored. C The budget process is based on last year’s budget, with historical allocations. Head count is basic to the track department, and to each of the above defined categories of budget methods. The process, while not specifically demand-based, is sufficient to do normal planning. The budget is reliable enough to project activities into subsequent years. Budgets can have a 5% increase or decrease from that expected. The agency recognizes that catch-up maintenance has penalties to be avoided. Funding for the last 7 to 8 years is stable, reflecting recognition that the cost of severe deferred maintenance is lost ridership. The agency uses project cost tracking, providing a validated cost database for budget estimates. 7. Maintenance philosophy. Where is the maintenance philosophy for your system stand between extremes of uniform maintenance (preventive maintenance at its best) and crisis maintenance (wear out the track completely then replace, with absolute minimum annual maintenance)? A Maintenance philosophy is striving toward balance and usually results in a limited pursuit of program maintenance items. 46

B The maintenance philosophy is reasonably balanced with a mind toward the ideal of preventive maintenance and accomplishments rooted in the reality of available resources. The system is free of chronic slow orders, immediately corrects any violations of the track safety standards, and vigilantly monitors (and plans to upgrade) locations with developing degradation. C The maintenance philosophy is guided by annual program goals to meet service reliability for on-time train performance, among other measurable parameters. Success in attaining these goals has been steadily improving, with current measures meeting expectations. The agency has a 5-year plan with some multiyear projects. Materials are purchased a year in advance. 8. Track Design. What are examples of good design details that have low maintenance demand? What are examples of lousy design details that have a higher than normal maintenance demand? A The agency has gone away from its original turnout geometries, commencing with delivery of rail cars with different (stiffer) suspensions, which increased track wear and derailments. Straight point turnouts were replaced with guarded turnouts (Nos. 6 and 8 TO’s), low switch angle/uniform radius turnouts (Nos. 10 and 15 TO’s). Unguarded No. 8 TO’s are retained for non-revenue service vehicle tracks. Much like Amtrak, the agency has gone with multi-tie plates on its frog and switch areas for both ballast and DF track to control movement. Stray current is a problem. Initial installation of Foster H-series fasteners in line extension has exhibited bolt fractures and alignment problems in the switch and frog areas. The agency uses a high restraining rail (115-132RE with 1/4” stepped plate), which seems to control restraining rail wear. Design is a bolted split block with shims. One installation with U69 discrete bracket restraining rail that failed after 8 years. Biggest criteria for our track design are to replace components quickly where necessary. Many of the rail welds have been removed in frog heel and toe joints for ease of replacement. We use Pandrol ‘e’ clips. Fastclips were rejected as requiring special tools for removal. We have a simple third rail expansion joint that tends to wear in the slotted holes and create a joint profile offset and loss of third rail shoes. We have a program to 47

replace third rail expansion joints in tunnels with air gaps (two end ramps). Study continues on discrete plinth construction vs. the current practice of using DF grout pad construction. Over the years, TSSM has developed a multi-fastener pad that is far more durable than the single plate counterpart. Plinth construction was used on one extension; evaluation is underway. One anomaly is the use of zero-cant DFF. B The system was generally designed with sound characteristics, such as generous curvatures, and constructed for endurance. The system pioneered Direct Fixation fastening systems (Long Island RR was the first implementer as a result of our construction schedule), which had bolts for rail fastenings and for anchor bolts. The first generation bolts are being replaced with elastic rail clips and new construction will use resilient ties to remove anchor bolts. We have now instituted Facility Standards that include track design criteria, track standards, and standard track specifications. These standards are already making a difference in designs and procurements that will significantly reduce future maintenance. The Standards are aiding inter-departmental communication, with signals and traction power engineers and maintenance personnel able to integrate requirements with the track engineers. C 9. Maintenance limits. What are the condemnation wear limits for replacing rail in curves, switch points, and stock rail? What criteria are used for track condition (such as FRA track classes)? Is the agency planning to adopt the APTA Track Safety Standards? (obtain copy of Track Safety Standards). A Agency uses a simple lateral condemnation limit for rail. It does not follow FRA maintenance standards, and is not planning on adopting APTA Track Safety Standards, but developed its own Track Maintenance Manual. B We will adopt the APTA Track Safety Standards, while reserving judgment where the Standards may not be compliant with our safety rules or not suitable for a circumstance. Condemnation limits are similar to AREMA. Criteria for track condition uses the FRA approach, with track class speeds modified for our signal system speed increments. 48

C 10. Design Criteria. What are the Design Criteria values for the following parameters? Parameter A B C Maximum superelevation imbalance 4 ½' 4.5” Minimum curve radius 755' main track, 300' yard 1000’ Use of guard rail 800' R main track, 500' R yard tracks along the outside edges of aerial structure crossover locations Standard mainline turnouts No. 8 guarded, No. 10, No. 15, with No. 15’s used only at major junctions numbers 10, 15, and 20 Maximum grade 4.0% 3%, except 1% in stations 11. Maintenance practices: Which of the following are employed and what are the criteria for applying the practice? Parameter A B C Rail lubrication Manual rail gauge lubrication on unguarded No. 8 turnouts, wayside lubricators on most restraining rails. Wayside lubrication is limited on high rail of curves due to braking concerns. Rack curves with a radius of 3,000 ft or less, ahead of high wear turnout location, on restraining rails, and in all tracks in the throats of yards 49

Parameter A B C Rail grinding (including turnout grinding) Limited top of rail grinding for corrugation only, very little rail profile grinding, virtually no turnout grinding As required. Use in- house 5-stone grinder Rail flaw and track geometry inspection Minimum six times a year for each unit, with the rail flaw detector getting priority Two times annually using in-house inspection rail vehicles, with additional inspections for special occurrences Curve rail transposition None Not done 12. Maintenance Equipment. Describe in-house maintenance equipment (number of locomotives, flats, grinding trains, rail flaw cars, track geometry cars, tampers, mobile cranes, speed swings, etc.). A B C Equipment housed in eight yards—grinding, rail flaw, and geometry cars are all by contract) Dedicated track maintenance equipment includes rail grinder, track geometry car, and several versions of tampers and tamper-liners. Inter- departmentally shared maintenance equipment includes self-propelled flats with integral crew compartment and boom cranes. 50

13. Track material stocks. What is the level of spare rail, frogs, switches, fasteners, ballast, ties? A B C About 30 turnouts and about 2,000 LF of track. Stocks include supplies for approximately 3 years maintenance demand for turnout components and approximately ½ track mile of open track components. 14. Multiple types of track material designs. What are the cost inefficiencies of lack of standards or for having to stock spares for multiple product design for the same function (switch points, frogs, fasteners, etc.)? A Track standards being finalized: Cost is mostly in spare parts and the high cost to maintain unique components. Premium is approximately 50% whenever this occurs + lost time. New DFF and ballasted track components are standardized. B The cost of multiple designs from various extensions has created stocking, inventory tracking, and lost crew time. Recently implemented track standards will curtail and eventually eliminate this source of cost. C 51