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TO: |
Board of Trustees |
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THROUGH: |
Jay Fox, Executive Director |
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FROM: |
David Hancock, Chief Capital Services Officer |
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PRESENTER(S): |
Paul Drake, Director of Real Estate & Transit-Oriented Communities |
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TITLE:
title
Facility Strategic Plan
end
AGENDA ITEM TYPE:
Discussion
RECOMMENDATION:
Informational report for discussion
BACKGROUND:
UTA’s Facility Development team has conducted a strategic assessment of the agency’s facilities portfolio to inform long-range capital planning, risk mitigation, and operational sustainability. The plan outlines key findings of the assessment and categorizes UTA’s mission-critical sites based on their capital needs-ranging from targeted upgrades to full replacement-while also addressing emerging risks such as seismic vulnerability.
Developing this documentation began a thorough review of SGR reports, condition ratings produced by Facility Maintenance staff, and concerns outlined in the 2020 Facilities Report. Facility Development then met with these groups and plan owners across UTA to ensure all known facility data and assumptions were captured prior to initiating further data collection.
Facility Development had comprehensive Facility Condition Assessments conducted to fully document all deficiencies. These findings were used to create a database that now publishes that data in a dashboard and identifies a total of 676 deficiency projects within UTA facilities. The published report represents a high-level snapshot of this data with focus on the most critical needs.
DISCUSSION:
Some of UTA’s sites require only modest investments to remain operational, while others present challenges best resolved through replacement or expansion. The agency’s proactive efforts position UTA to make informed decisions that balance immediate operational needs with long-term infrastructure resilience.
1. Facilities Suitable for Targeted Capital Investments
Many facilities are showing signs of physical wear but remain viable with targeted capital investments. In these cases, upgrades focused on critical systems and deferred maintenance should enable continued operations without requiring major structural overhauls in the short to medium term.
2. Facilities Where Replacement May Be More Cost-Effective
At some locations, the cost and scope of necessary improvements may equal or exceed the replacement value of the buildings. In these situations, exploring a full facility replacement may be more cost effective than pursuing extensive renovations that risk offering diminishing returns over time.
3. Facilities Limited by Space or Site Constraints
Several locations are undersized to support current and growing operational demands. Expansion is necessary, and renovations alone will not resolve space limitations.
4. Seismic Vulnerability Assessments
UTA is also proactively assessing seismic risks across its facility portfolio. This complex engineering effort involves nuanced evaluations of structural integrity and long-term resilience. While these findings do not indicate immediate operational threats, they highlight future capital needs to improve life-safety performance and reduce the risk of structural collapse risk in the event of a major earthquake
ALTERNATIVES:
N/A
FISCAL IMPACT:
Data from the Facility Strategic Plan will help inform how UTA moves forward with facility maintenance and development projects. Priority projects will be integrated into the capital planning and budgeting process as determined by need and available resources.
ATTACHMENTS:
UTA Facility Strategic Plan Draft