Improving the Resilience of Transit Systems Threatened by Natural Disasters, Volume 3: Literature Review and Case Studies (2017) / Chapter Skim
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Pages 349-358
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B‐53 Metropolitan Atlanta Rapid Transit Authority (MARTA) Case Study: Atlanta, GA Highlights: MARTA has successfully integrated resilience into its operations and maintenance (O&M)
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B‐54 development and in building internal expertise and fostering ownership (and reducing reliance on consultants for continuity) . Agency Details Geographic Location Southeast, not coastal Modes Operated HR, MB, DR Vehicles Operated [all modes]
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B‐55 Resilience and sustainability are integrated with other systems of safety, asset management, risk management, capital planning, and operations and maintenance, Policy and Administration Summary: MARTA is an independent transit authority established by the Georgia Legislature in 1965. Its Board of Directors is appointed by the Governor. The Board has the authority to appoint the General Manager, approve the budget and approve agency policy. Funding is a primarily a combination of a dedicated one percent sales tax, fare revenue, and federal grants. There is no dedicated state funding, although the state does make contributions at times. MARTA's basic operating structure consists of three committees headed by a member of the Executive team. Divisions work well together, the COO is described as a "best buddy;" collaboration in seeking resources is the rule, rather than competition for resources. The committees work to engage staff from the "front lines" up through the ranks in a culture of safety and innovation. MARTA's two major clients/ partners in terms of the subway system resilience are Georgia Power, the utility company that supplies power to the rail system as well as facilities for all modes; and Norfolk Southern and CSX, who operate alongside of much of the subway system's right‐of‐way. All are essential in responding to major events. Georgia Power presents a "single point of failure"; not much has been done to date in terms of resiliency, but as noted, the Atlanta region's risks from natural disasters are fairly predictable and limited, compared to most areas of the country. Successes: Setting and maintaining a collaborative tone across all divisions with systems and processes that emphasize safety and interdependence among divisions. Providing leadership to promote sustainability initiatives, such as the solar canopy for the Laredo Bus Garage and the CNG bus fleet.
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B‐56 A culture of forward thinking in many aspects makes pushing new and upcoming priorities such as resiliency or ISO 55000 Certification easier. Asset Management MARTA defines asset management as a strategic approach to the management of assets that balances the competing needs in an organization and where informed and prioritized decisions are based on reliable data and clear organizational objectives. The asset management program represented a new way of doing things, when it was first initiated in 2009. MARTA dedicated cross‐divisional "A‐team" leaders to work together (in physical proximity as well as figuratively)
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B‐57 Table 1. Table of Contents for MARTA Asset Management Template for Office/ Branch Use EAM cross‐over to CIP MARTA has added a tab to its EAM system, with financial support from FTA, in cooperation with the EAM software provider (Trapeze) . The explicit interface between the EAM and the CIP supports the MARTA culture of "reaching across the aisle", recognizing the interrelationships between divisions and processes, and building bridges between divisions, processes and people. In this particular case, both systems (EAM and CIP)
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Figure 2 il lustrates the MARTA work Figur flow and int e 1. Capital T B‐58 erface betwe ab for EAM en the EAM a System nd CIP systems.
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B‐59 Whole Lifecycle Asset Management Candidate Assets Candidate ProjectsAsset Register/ Maintenance Module, etc. EAM Capital Planning Module CIP Decision Software Enterprise Asset Management (EAM)
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B‐60 Successes: Implementing a rigorous asset management system across diverse divisions and operating organizations (supported by an FTA pilot grant)
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B‐61 Successes: Implementing sustainable solutions like the fleet of compressed natural gas (CNG) buses.
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B‐62 A culture of forward thinking in many aspects (such as sustainability, asset management, and ISO 55000) makes pushing new and upcoming priorities such as resiliency easier.
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