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[null,"Transit Agency Asset Management Maturity Self-Assessment"]
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[null,null,"Prepared by:"]
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[null,null,null,null,null,null,"UPDATED BY"]
[null,null,null,null,null,null,"U.S. DOT Volpe National Transportation Systems Center"]
[null,null,null,null,null,null,"Brian DeChambeau"]
[null,null,null,null,null,null,"Anna Biton"]
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[null,"In July 2016, FTA published a Final Rule for Transit Asset Management that requires FTA grantees to develop asset management plans for their public transportation assets, including vehicles, facilities, equipment, and infrastructure. This assessment was updated in 2017 to reflect these new requirements."]
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[null,"Note: Macros must be enabled"]
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[null,"For Excel 2007 or later: Go to the Microsoft Office menu; select Excel Options; select Trust Center; select Trust Center Settings; under Macro Settings, select Enable all Macros."]
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[null,"For Excel 2003: Select the Tools menu, point to Macro, and then click Security. Set security level to Low."]
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[null,"Ensure the file is saved with the \".xlsm\" extention to ensure macros are preserved."]
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[null,"Disclaimer: These results are based on user inputs; therefore, the outputs generated by this assessment are subject to the quality of the data put into the model."]

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[null,"Menu"]

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[null,null,"Transit Agency Asset Management Maturity Self-Assessment"]
[]
[null,null,"Background:","As described in Chapter 5 of the FTA Asset Management Guide, asset management maturity refers to the quality and sophistication of an agency’s asset management practices. As your agency moves forward with the development of an asset management approach, it is helpful to establish a basic understanding of your agency's current asset management awareness and maturity (referred to as the \"asset management baseline\"). The asset management baseline can then be incorporated into an Asset Management Plan and used to identify priorities and establish a path forward. \n\nThis self-assessment tool is organized around the asset management framework introduced in Chapter 2 of the FTA Asset Management Guide and assumes a level of background based on reading at least Chapters 2 and 3 of the Guide. Throughout the self-assessment, there are references to specific sections of the Asset Management Guide for those interested in additional background information.  \n"]
[]
[null,null,"Benefits of Using This Tool:","\nThis tool will help your agency:\n\n• Develop a common language and definition regarding asset management \n• Reach consensus on the agency’s asset management baseline, which refers to the agency’s current state of asset management awareness and maturity\n• Provide a basis for discussing the agency’s asset management policy, goals, and vision\n• Encourage communication and consensus building across transitionally isolated parts of an agency\n• Assess the agency’s progress over time\n• Apply the information and practices described in the FTA Asset Management Guide to your agency\n"]
[]
[null,null,"Suggested Approach:","\nThe following outlines suggested participants and an approach. You may wish to customize the approach to better fit your agency’s specific needs.\n"]
[null,null,null,"Suggested Participants"]
[null,null,null,"Asset Management Program Manager: Leader of the agency’s asset management initiative."]
[null,null,null,"Asset Management Improvement Team: Cross-functional group of asset management stakeholders representing functions including maintenance, operations, engineering, finance, capital planning, information technology, and other related departments.  This group should be the asset management knowledge and practice leadership for the organization.\n"]
[null,null,null,"Suggested Steps"]
[null,null,null,"The figure below outlines suggested steps for using the self-assessment tool.  These steps are described in more detail below."]
[]
[null,null,null,"Step 1 - Members of the Asset Management Improvement Team fill out this self-assessment individually. Depending on their asset management role, they may fill it out from their individual standpoint, focusing on their own team or department, or they may take an agency-wide perspective. Each team member should note the perspective from which he or she completed the self-assessment. \n\nFor each statement, the team member should select the most appropriate response from the drop-down menu of choices. Each response corresponds to a score of 1 to 5. Further explanation of each of the five response choices is provided below. \n"]
[null,null,null,"1 - Totally Disagree: This statement does not at all describe your agency. This is the equivalent of 0% progress."]
[null,null,null,"2 - Mostly Disagree: This statement mostly does not describe your agency, but there exist areas of progress or exceptions (around 25% progress). "]
[null,null,null,"3 - Neutral: This statement describes some areas of your agency but not others, or progress is significant (around 50% progress) but not at all complete. "]
[null,null,null,"4 - Somewhat Agree: This statement mostly describes your agency, but progress is incomplete (around 75% progress) or certain areas are exceptions."]
[null,null,null,"5 - Totally Agree: This statement accurately describes your agency and its progress. This is 100% complete with few if any areas of exception.\n"]
[null,null,null,"Once complete, members of the Asset Management Improvement Team submit answers to the Asset Management Program Manager.\n"]
[null,null,null,"Step 2 - The Asset Management Program Manager compares and compiles findings. It will be useful for the next step for the Asset Management Program Manager to identify questions and areas where there is significant agreement and disagreement in responses. Also, if it makes sense, the Asset Management Program Manager may decide to combine all answers into one response, so a summary response can be reviewed and discussed in Step 3.\n\nStep 3 - The Asset Management Program Manager facilitates a multi-hour scoring meeting with the Asset Management Improvement Team to discuss the findings.  This group may seek to reach a consensus score for each question or area (this may end up being an average of the responses). The discussion can focus on areas where there are discrepancies in responses and lower ratings, or the Team can use the assessment responses as a starting point to discuss the development of an Asset Management Plan or an asset management policy and vision.  \n\nStep 4 - Based on the findings, the Asset Management Improvement Team discusses a path going forward, including specific goals and milestones, for the long-term.  See Chapter 5 implementation activities for more next steps.  \n"]
[]
[null,null,"Considerations:","• This assessment assumes a common language that is understood by all questionnaire respondents. Those who have read Chapters 2 and 3 of the FTA Asset Management Guide should have sufficient background to understand and complete the assessment.\n\n• Agencies should complete the self-assessment using an approach that works best for them. The exercise is principally intended as an opportunity to (1) establish a basic level of knowledge of asset management principles and practices, (2) provide an opportunity for a comprehensive review of the agency’s current approach and progress, and (3) reach consensus on the agency’s approach and direction going forward.\n\n• The assessment is qualitative and relies on the highly informed perspectives of the Asset Management Improvement Team members. The Asset Management Program Manager can synthesize the assessment responses into a collective appraisal of the agency's maturity.\n\n• When leading the scoring meeting, the Asset Management Program Manager (or whoever is leading) should be mindful to facilitate the discussion and not dominate it.\n"]

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["AM Framework","Maturity Level",null,"Enterprise-Level Questions"]
[null,null,null,"Note: You must provide a response for each question, unless it is automatically populated. Select your response from the drop-down menus.","Score"]
[]
[null,null,null,"1. Policy - For more information about the role of asset management policy, review Section 3.1.1 of the Asset Management Guide."]
["Policy",1,null,"1.1. An agency-wide asset management policy is in place to support the establishment of asset management vision and goals and implementation of an asset management strategy. "]
["Policy",1,null,"1.2. The agency-wide asset management policy is reviewed and adopted by the executive team or senior management.  The asset management policy is regularly evaluated, evolved, and communicated. "]
["Policy",1,null,"1.3. The asset management policy is clearly linked to / explicitly supported by the agency’s overall strategy and planning and to key business processes. "]
[]
[null,null,null,"2. Strategy - For more detail on the role of asset management strategy, see Section 3.1.2 of the Asset Management Guide."]
["Strategy",1,null,"2.1. An asset management strategy is in place and provides sufficient information, direction, and accountabilities to support the implementation of the asset management policy. "]
["Strategy",1,null,"2.2 .The asset management strategy is in place and outlines asset-specific outcomes and provides high-level direction and expectations for asset management by asset class and functional managers. "]
["Strategy",1,null,"2.3. The asset management strategy is clearly linked to / explicitly supported by the organization’s business processes.  "]
["Strategy",1,null,"2.4. Agency-wide asset management strategy and goals are reviewed and adopted by the executive team or senior management. "]
[]
[null,null,null,"3. Business Plan - For more on the role of Asset Management Planning, see Sections 3.1.3 and 5.4 of the Asset Management Guide."]
["Business Plan",1,null,"3.1. Detailed asset management activities, roles and responsibilities, resources, and timelines are clearly outlined in an Asset Management Plan. "]
["Business Plan",1,null,"3.2. The Asset Management Plan clearly establishes levels of service, performance standards, and reporting. "]
["Business Plan",1,null,"3.3. The Asset Management Plan is communicated internally, as well as to external stakeholders."]
["Business Plan",1,null,"3.4. The Asset Management Plan is updated regularly, reviewed and adopted by the executive team or senior management. "]
["Business Plan",3,null,"3.5. Performance management activities are identified, documented, and implemented. "]
["Business Plan",3,null,"3.6. A comprehensive risk assessment and management program is in place. "]
[]
[null,null,null,"4. Inventory - For more on the role of asset management inventorying, see Sections 3.2.1 and 4.2.1 of the Asset Management Guide."]
["Inventory",2,null,"4.1. Assets are classified into maintainable units, which are organized into an asset hierarchy that best supports the agency’s business process requirements. "]
["Inventory",2,null,"4.2. The agency has a centralized inventory for storing asset data or multiple inventories with a unique identifier for each asset. The inventory includes data (with clear data definitions) to support key asset management business processes. "]
["Inventory",2,null,"4.3. The inventory is mostly complete and accurate (with minimal assumptions for non-critical assets). "]
["Inventory",2,null,"4.4. Data maintenance and upkeep practices are well-documented and followed.  There is a high-level of confidence in critical asset data. "]
[]
[null,null,null,"5. Condition Assessment and Performance Monitoring - For more on the role of performance monitoring, see Sections 3.2.2, 4.2.2, and 4.2.3 of the Guide as well as the Asset Class Supplement."]
["Condition Assessment & Performance Monitoring",3,null,"5.1. Condition is measured consistently across all asset classes and in a way that supports all appropriate business processes. "]
["Condition Assessment & Performance Monitoring",3,null,"5.2. A condition inspection/monitoring program is in place for all asset classes. Calculated from Asset Class-Level Questions ",{"$f":"SUMIF('Asset Class-Level Questions'!$F$7:$T$7,\"=2\",'Asset Class-Level Questions'!F8:T8)/COUNTIF('Asset Class-Level Questions'!$F$7:$T$7,\"=2\")","v":0}]
["Condition Assessment & Performance Monitoring",5,null,"5.3. The level of resources expended to gather condition data is commensurate with the level of risk or uncertainty associated with the asset class.   Calculated from Asset Class-Level Questions",{"$f":"SUMIF('Asset Class-Level Questions'!$F$7:$T$7,\"=2\",'Asset Class-Level Questions'!F9:T9)/COUNTIF('Asset Class-Level Questions'!$F$7:$T$7,\"=2\")","v":0}]
["Condition Assessment & Performance Monitoring",3,null,"5.4. Condition and performance benchmarks and targets are established and monitored to ensure an acceptable level of service for assets and to provide a basis for performance improvement. Calculated from Asset Class-Level Questions",{"$f":"SUMIF('Asset Class-Level Questions'!$F$7:$T$7,\"=2\",'Asset Class-Level Questions'!F10:T10)/COUNTIF('Asset Class-Level Questions'!$F$7:$T$7,\"=2\")","v":0}]
[]
[null,null,null,"6. Lifecycle Management Planning - For more on the role of lifecycle management planning, see Section 3.2.3 of the Asset Management Guide as well as the Asset Class Supplement."]
["Lifecycle Management Planning",5,null,"6.1. Lifecycle management plans are in place for key assets and include asset condition and performance information that can be used to evaluate performance against agency asset management goals. "]
["Lifecycle Management Planning",3,null,"6.2. Lifecycle management plans for the agency’s most critical assets (based on risk and financial commitment) are updated regularly to document the lifecycle costs, performance, and risks associated with each asset class. Calculated from Asset Class-Level Questions",{"$f":"SUMIF('Asset Class-Level Questions'!$F$7:$T$7,\"=2\",'Asset Class-Level Questions'!F11:T11)/COUNTIF('Asset Class-Level Questions'!$F$7:$T$7,\"=2\")","v":0}]
["Lifecycle Management Planning",5,null,"6.3. Lifecycle management plans reflect input from staff throughout the agency. "]
["Lifecycle Management Planning",4,null,"6.4. Lifecycle management plans outline the investment approach for minimizing the total cost of ownership of the asset throughout its lifecycle, including considerations for design/procurement, development of the preventive maintenance and capital rehabilitation strategy, and disposal. Calculated from Asset Class-Level Questions",{"$f":"SUMIF('Asset Class-Level Questions'!$F$7:$T$7,\"=2\",'Asset Class-Level Questions'!F12:T12)/COUNTIF('Asset Class-Level Questions'!$F$7:$T$7,\"=2\")","v":0}]
[]
[null,null,null,"7. Capital Planning and Programming - For more on the role of capital planning and programming, see Section 3.3.1 of the Asset Management Guide."]
["Capital Planning & Programming",4,null,"7.1. The capital programming process incorporates “top-down” direction from the leadership team regarding high-level priorities. "]
["Capital Planning & Programming",4,null,"7.2. The capital programming process incorporates “bottom-up” direction from asset owners and department leads regarding capital needs. "]
["Capital Planning & Programming",4,null,"7.3. The capital program adheres to the greatest extent possible to the capital needs identified in assets’ lifecycle management plans, which are intended to minimize each asset class’ total cost of ownership and maximize its performance. "]
["Capital Planning & Programming",4,null,"7.4. The capital program is prioritized based on simple, quantifiable, agreed-upon prioritization criteria that demonstrate the link between capital investments and agency outcomes. "]
["Capital Planning & Programming",4,null,"7.5. Capital programming is informed by quantitative decision-making techniques, including predictive modeling, scenario evaluation, and benefit-cost analyses based on past condition and performance data. "]
["Capital Planning & Programming",5,null,"7.6. Capital programming is fully-integrated with O&M budgeting. "]
[]
[null,null,null,"8. Operations and Maintenance Budgeting - For more on the role of operations and maintenance budgeting, see Section 3.3.2 of the Asset Management Guide."]
["O&M Budgeting",4,null,"8.1. Maintenance practices from the agency’s lifecycle management plans are used to develop the O&M budget. "]
["O&M Budgeting",4,null,"8.2. The maintenance budgeting process relies in part on collaboration and coordination with the capital programming team, operations, and other departments as needed to ensure agency and system goals are met. "]
[]
[null,null,null,"9. Performance Modeling - For more on the role of performance modeling and asset management, see Sections 3.3.3 and 4.2.8 of the Asset Management Guide and throughout the Asset Class Supplement. "]
["Performance Modeling",5,null,"9.1. Performance modeling is used to optimize assets’ maintenance and investments based on risk levels, performance goals, and overall lifecycle needs. "]
["Performance Modeling",5,null,"9.2. Performance modeling is used to determine optimal investment approaches and timing within an asset class. Calculated from Asset Class-Level Questions",{"$f":"SUMIF('Asset Class-Level Questions'!$F$7:$T$7,\"=2\",'Asset Class-Level Questions'!F13:T13)/COUNTIF('Asset Class-Level Questions'!$F$7:$T$7,\"=2\")","v":0}]
["Performance Modeling",5,null,"9.3. For each asset class, reliability modeling is used to support assets’ lifecycle planning. Calculated from Asset Class-Level Questions",{"$f":"SUMIF('Asset Class-Level Questions'!$F$7:$T$7,\"=2\",'Asset Class-Level Questions'!F14:T14)/COUNTIF('Asset Class-Level Questions'!$F$7:$T$7,\"=2\")","v":0}]
[]
[null,null,null,"10. Asset Management Information Systems - For more on asset management information systems, see Chapter 4 of the Asset Management Guide."]
["Information Systems",2,null,"10.1. Asset management information systems, comprised of an asset inventory, maintenance management system, condition monitoring and detection systems, and other functions, provide appropriate support to asset management business process and capture key data to support reporting, performance monitoring, and planning and decision making. "]
["Information Systems",3,null,"10.2. Integrated data and access to historical data enable the agency to coordinate and collaborate horizontally across the organization and support agency-wide goals and performance."]
["Information Systems",null,null,"10.3. A team of qualified system users or subject matter experts are involved in the development, installation, and evaluation of information systems."]
["Information Systems",1,null,"10.4. There is an information systems planning process to guide the development, integration, and update of information systems, including asset management functions. "]
[]
[null,null,null,"11. Enablers - Organization and Leadership - For more on asset management enablers, including organization and leadership, see Section 5.3.2 of the Asset Management Guide."]
["Organization and Leadership",1,null,"11.1. Roles and responsibilities are defined for all asset management stakeholders, including the Board, Executive Team, Asset Management Program Manager, and line staff, to ensure appropriate accountabilities."]
["Organization and Leadership",null,null,"11.2. Job descriptions are clearly defined, documented, and communicated."]
["Organization and Leadership",null,null,"11.3. The agency has a transparent and focused change management process in place, supported by senior management, to implement organizational changes in support of improved asset management and the agency’s asset management goals and vision."]
[]
[null,null,null,"12. Enablers - Skills and Training - For more on asset management enablers, including skills and training, see Section 5.2.2 of the Asset Management Guide."]
["Skills and Training",null,null,"12.1. General training is available to educate staff on the asset management initiative's scope, benefits, and processes."]
["Skills and Training",null,null,"12.2. More advanced training, as well as high quality documentation and supportive business processes, is provided to support staff development and continuous improvement agency-wide."]
["Skills and Training",null,null,"12.3. The agency maintains the appropriate expertise and human resources needed to support asset management business processes and activities."]
[]
[null,null,null,"13. Enablers - Communications - For more on asset management enablers, including communications, see Section 5.2.2 of the Asset Management Guide."]
["Communications",null,null,"13.1. There are effective business processes in place for coordination and collaboration in asset management across teams and departments."]
["Communications",4,null,"13.2. Asset management decision making, including capital programming and O&M budgeting, is conducted transparently at all levels."]
["Communications",3,null,"13.3. Senior management regularly communicates progress against asset management goals and changes to the policy, vision, and strategy."]
["Communications",null,null,"13.4 Staff has the opportunity to provide input and share lessons learned regarding asset management. "]
[]
[null,null,null,"14. Enablers - Values and Culture - For more on asset management enablers, including values and culture, see Section 5.2.2 of the Asset Management Guide."]
["Values and Culture",null,null,"14.1. The agency, especially capital programming and maintenance departments, has developed an awareness and understanding of asset management. "]
["Values and Culture",null,null,"14.2. Actions and behaviors supportive of asset management are encouraged and incentivized, including collaboration and coordination with other departments and teams.  "]
["Values and Culture",null,null,"14.3. The agency’s management and staff embrace the Asset Management Plan, and employees at all levels take personal responsibility for its implementation. "]
[]
[null,null,null,"15. Enablers - Project Management - For more on asset management enablers, including project management, see Section 5.2.2 of the Asset Management Guide."]
["Project Management",null,null,"15.1. The agency’s project and program management capabilities are commensurate with the scale and challenges of the capital program and the Asset Management Plan."]
["Project Management",null,null,"15.2. Effective project management standards and procedures exist and are followed to ensure successful delivery of the capital program and the Asset Management Plan."]
["Project Management",null,null,"15.3. There are ongoing opportunities for project management training and improvement to support the quality of the capital program and the Asset Management Plan implementation."]
[]
[null,null,null,"16. Enablers - Continuous Improvement - For more on asset management enablers, including performance improvement processes, see Section 5.2.2 of the Asset Management Guide."]
["Continuous Improvement",5,null,"16.1. Detailed asset performance and maintenance data are used to identify performance issues and opportunities for all assets."]
["Continuous Improvement",5,null,"16.2. Performance improvement programs and processes exist to diagnose performance issues and develop and implement performance improvement measures."]
["Continuous Improvement",null,null,"16.3. Staff members at all levels are empowered and motivated to be innovative and feel ownership over their asset management responsibilities. "]

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[null,null,null,null,"Asset Class-Level Questions",null,"1 - Totally Disagree: This statement does not at all describe your agency. This is the equivalent of 0% progress.\n2 - Mostly Disagree: This statement mostly does not describe your agency, but there exist areas of progress or exceptions (around 25% progress). \n3 - Neutral: This statement describes some areas of your agency but not others, or progress is significant (around 50% progress) but not at all complete. \n4 - Somewhat Agree: This statement mostly describes your agency, but progress is incomplete (around 75% progress), or certain areas are exceptions.\n5 - Totally Agree: This statement accurately describes your agency and its progress. This is 100% complete with few if any areas of exception.",null,null,null,null,null,null,null,"1 - Totally Disagree: This statement does not at all describe your agency. This is the equivalent of 0% progress.\n2 - Mostly Disagree: This statement mostly does not describe your agency, but there exist areas of progress or exceptions (around 25% progress). \n3 - Neutral: This statement describes some areas of your agency but not others, or progress is significant (around 50% progress) but not at all complete. \n4 - Somewhat Agree: This statement mostly describes your agency, but progress is incomplete (around 75% progress), or certain areas are exceptions.\n5 - Totally Agree: This statement accurately describes your agency and its progress. This is 100% complete with few if any areas of exception."]
[null,null,null,null,"The Asset Class-Level Questions are intended to be answered for each of your agency’s asset classes. The asset class breakdown is a suggested hierarchy of 15 classes more fully described in the Asset Class Supplement to the Asset Management Guide. Brief descriptions are available through the link below.\n\nBefore answering these questions, the people filling out the tool should reach agreement on which of your agency’s assets fall into each of the asset classes provided. \n\nAdditionally, for any asset class that your agency does not manage, please select \"Not Applicable\" from the menu highlighted in yellow below the asset title. For all applicable categories, you must select a response for each question."]
[null,null,null,null,null,"\n1. Rail Vehicles (Revenue)","\n2. Buses (Revenue)","\n3. Rail Vehicles (Non-Revenue)","\n4. Other Vehicles (Non-Revenue)","\n5. Rail Vehicle Maintenance Facilities","\n6. Rubber Tire Vehicle Maintenance Facilities","\n7. Service Facilities","\n8. Revenue Collection","\n9. Stations","\n10. Track","\n11. Bridges","\n12. Tunnels","\n13. Ancillary Structures","\n14. Security","\n15. Traction Power Electrification","\n16. Signals/ Automatic Train Control","\n17. Communications/ Monitoring/SCADA"]
[null,null,null,null,null,2,2,2,2,2,2,2,2,2,2,2,2,2,2,2,2,2]
[null,null,null,null,"A.1. A condition inspection/monitoring program is in place for this asset class. \n"]
["AM Framework","Maturity Level",null,null,"A.2. The level of resources expended to gather condition data is commensurate with the level of risk and uncertainty associated with this asset class.   \n"]
[null,null,null,null,"A.3. Condition and performance targets are established, monitored, and revised to ensure level of service requirements are met and to support continuous performance improvement.\n"]
["Policy",1,0,null,"A.4. A lifecycle management plan for this asset class is updated regularly to document the lifecycle costs, performance, and risks associated with each asset class and ensure they reflect input from staff throughout the agency."]
["Policy",1,0,null,"A5. This asset class's lifecycle management plan exists and outlines the investment approach to minimize the total cost of ownership throughout assets' lifecycles, including considerations for design/procurement, development of the preventive maintenance and capital rehabilitation strategy, and disposal.\n"]
[null,null,null,null,"A6. Data collected from information systems are used to support performance modeling to determine optimal capital and operations budgeting and investment timing within this asset class.\n"]
[null,null,null,null,"A7. Data collected from maintenance information systems are used for reliability modeling to support maintenance scheduling, effectiveness, and performance improvement."]
[]
["Policy",1,0]
[]
[]
[]
["Business Plan",1,0]
["Business Plan",1,0]
["Business Plan",1,0]
[]
[]
["Inventory",2,1]
["Inventory",2,1]
["Inventory",2,1]
["Inventory",2,1]
[]
[]
["Condition Assessment & Performance Monitoring",1,0]
["Condition Assessment & Performance Monitoring",3,0]
["Condition Assessment & Performance Monitoring",3,0]
[]
[]
["Lifecycle Management Planning",3,0]
["Lifecycle Management Planning",3,0]
["Lifecycle Management Planning",4,0]
[]
[]
["Capital Planning & Programming",4,0]
["Capital Planning & Programming",4,0]
["Capital Planning & Programming",4,0]
["Capital Planning & Programming",5,0]
[]
[]
["O&M Budgeting",4,0]
["O&M Budgeting",4,0]
["O&M Budgeting",4,0]
[]
[]
["Performance Modeling",5,0]
["Performance Modeling",5,0]
["Performance Modeling",5,0]
["Performance Modeling",4,0]
[]
[]
["Information Systems"]
["Information Systems"]
["Information Systems"]
[]
[]
["Organization and Leadership"]
["Organization and Leadership"]
["Organization and Leadership"]
[]
[]
["Skills and Training"]
["Skills and Training"]
["Skills and Training"]
[]
[]
["Communications"]
["Communications"]
["Communications"]
["Communications"]
[]
[]
["Values and Culture"]
["Values and Culture"]
["Values and Culture"]
[]
[]
["Project Management"]
["Project Management"]
["Project Management"]
[]
[]
["Continuous Improvement"]
["Continuous Improvement"]
["Continuous Improvement"]

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[null,"Instructions for Asset Class-Level Questions"]
[null,"The Asset Class-Level Questions are intended to be answered for each of your agency’s asset classes. The asset class breakdown is a suggested hierarchy of 15 classes more fully described in the Asset Class Supplement to the Asset Management Guide. Brief descriptions are available through the link below.\n\nBefore answering these questions, the people filling out the tool should reach agreement on which of your agency’s assets fall into each of the asset classes provided. \n\nAdditionally, for any asset class that your agency does not manage, please select \"Not Applicable\" from the menu highlighted in yellow below the asset title. For all applicable categories, you must select a response for each question."]
[]
[]
[null,"Transit Asset Categories and Classes"]
[]
[]
[null,"Asset Class Descriptions"]
[]
[null,"1. Rail & Fixed Guideway Revenue Vehicles","Revenue rail vehicles include passenger intercity and regional rail, heavy rail/subway, light rail, streetcar and heritage trolleys, automated people movers, and other fixed guideway vehicles. "]
[null,"2. Buses and Paratransit Vehciles","Bus and paratransit vehicles include transit (inner-city), suburban (over-the-road coaches), and specialty vehicles (for example, trolleys and vans). Additionally dedicated guideway vehicles include bus rapid transit (BRT) vehicles."]
[null,"3. Rail & Fixed Guideway Non-Revenue Vehicles","Rail and Fixed Guideway Non-Revenue Vehicles refers to any fixed guideway vehicle supporting revenue or non-revenue service. Non-revenue rail vehicles include track service equipment, tampers, rail grinders, work cars/trucks, hi-rail vehicles, snow removal equipment, and re-railing equipment. "]
[null,"4. Other Non-Revenue Vehicles","Other Non-Revenue Vehicles refers to any rubber-tired vehicle supporting revenue or non-revenue service.  Non-revenue vehicles include service vehicles, street supervisor vehicles, management vehicles, wreckers, and yard tugs."]
[null,"5. Rail Vehicle Maintenance Facilities","Rail Vehicle Maintenance Facilities refers to the structures used for maintaining steel-wheeled fixed guideway revenue vehicles (for example, commuter railcars, locomotives, electric and diesel multiple units, and streetcars) and supporting shops."]
[null,"6. Rubber Tire Vehicle Maintenance Facilities","Rubber Tire Vehicle Maintenance Facilities refers to the structures used for maintaining rubber-tired revenue vehicles (for example, over-the-road coaches, articulated buses, municipal buses, paratransit buses, and vans) and supporting shops."]
[null,"7. Other Maintenance and Administrative Facilities","Service Facilities refers to all structures not covered in the previous two bullets. These include, for example, facilities addressing the following functions: non-revenue maintenance support, maintenance of way and buildings and grounds field crew, operations offices, administrative facilities, operations central control, and central warehouses."]
[null,"8. Revenue Collection","Revenue Collection refers to the equipment, both mechanical and automated, and supporting systems used to collect transit revenues, and in some cases, to collect data, including ridership and service performance data. "]
[null,"9. Stations","Stations refers to structures intended primarily for passengers’ use, including bus transfer facilities, rail stations, and customer service facilities."]
[null,"10. Track","Track refers to the guide structure directly under the wheels of the transit vehicle, which distributes vehicle dynamic loads to its supporting infrastructure both above and below ground."]
[null,"11. Bridges","Bridges refer to above-grade structures that span water, protected land, roadways, or other facilities. They are classified as fixed or moveable structures, including simply supported beam/slab, continuous, slab, girder, segmental, and cable designs, depending on operational requirements. "]
[null,"12. Tunnels","Tunnels refer to longitudinal underground structures, which provide a conduit for rail or bus transportation. Boat sections are approaches to tunnels and/or depressed guideway that are similar to a tunnel but without a roof. "]
[null,"13. Ancillary Structures","Ancillary Structures refer to all other structures not detailed in the three bullet points above above that are required to physically support the safe and efficient operation of a transit system. They can include communication bungalows, pedestrian walkways, utilities conduits, communications towers, light poles, safety fencing, and vehicular signals and signage. "]
[null,"14. Security Infrastructure","Security provides protection for customers and employees from threats and vulnerabilities, both internal and external to the system. It comprises both monitoring and control systems. "]
[null,"15. Traction Power Electrification Systems","Traction Power Electrification provides supply and distribution of propulsion power for electric-powered trains and trolley buses and includes alternating current (AC) and direct current (DC) systems. Subsystems include overhead contact and third-rail systems, distribution, and substations."]
[null,"16. Signals/ Automatic Train Control","Signals/Automatic Train Control (ATC) refers to the wayside and onboard equipment responsible for safe train operation and traffic control. "]
[null,"17. Communications/Monitoring/ SCADA","Communications/Monitoring/SCADA refers to various telecommunication, monitoring, announcement, protection, and control equipment necessary to manage and maintain operation of the entire transit system."]

{"sheet":"MaturityScores","index":6,"n_rows":44,"n_cols":10,"rows_kept":44,"cut":false,"hidden":true,"merged":[[13,7,13,8],[14,7,14,8],[8,1,10,13]]}
[]
[]
[]
[]
[]
[]
[null,"Maturity Scoring"]
[]
[null,"Figure 1 below depicts a simplified approach to characterizing an agency’s asset management maturity progress with five levels. A complete asset management program will have all levels functioning well; however, it is not unusual for an agency to conduct asset management activities that span all of these maturity levels at one time or to have skipped some levels while performing activities at another level. For example, many agencies have one or more asset inventories in place without any asset management policies or strategies. The figures below show your agency’s progress toward achieving a mature asset management approach. A score of at least 80% for any level indicates substantial progress with respect to that level. A score of less than 80% implies an area of improvement.  Figure 2 compares the maturity scores at each maturity level. More information about the asset management maturity levels can be found in Section 5.3 of the Asset Management Guide."]
[]
[]
[]
[]
[null,null,null,null,"Level 1","Level 2","Level 3","Level 4",null,"Level 5"]
[null,null,"Figure 1",null,{"$f":"BackgroundMetrics!$F$8","v":0},{"$f":"BackgroundMetrics!$F$9","v":0},{"$f":"BackgroundMetrics!$F$10","v":0},{"$f":"BackgroundMetrics!$F$11","v":0},null,{"$f":"BackgroundMetrics!$F$12","v":0}]
[]
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[null,null,"Figure 2"]

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[]
[]
[]
[]
[]
[null,"Enterprise-Level Framework Scores"]
[]
[null,"Figures 3 and 4 below show the progress and maturity of your agency’s adoption of specific asset management processes. Approaches for improving each of these processes can be found in Chapters 3 and 4 of the asset management guide."]
[]
[]
[null,"Figure 3"]
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[null,"Figure 4"]

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[null,"Enterprise-Level Questions"]
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[null,"Maturity Level","# of Maturity Level Questions","Total Potential Points","Total Actual Points","Score"]
[null,1,{"$f":"COUNTIF('Enterprise-Level Questions'!$B$9:$B$99, B8)","v":13},{"$f":"C8 * 5","v":65},{"$f":"SUMIF('Enterprise-Level Questions'!$B$9:$B$99, BackgroundMetrics!B8, 'Enterprise-Level Questions'!$E$9:$E$97)","v":0},{"$f":"E8 / D8","v":0}]
[null,2,{"$f":"COUNTIF('Enterprise-Level Questions'!$B$9:$B$99, B9)","v":5},{"$f":"C9 * 5","v":25},{"$f":"SUMIF('Enterprise-Level Questions'!$B$9:$B$99, BackgroundMetrics!B9, 'Enterprise-Level Questions'!$E$9:$E$97)","v":0},0]
[null,3,{"$f":"COUNTIF('Enterprise-Level Questions'!$B$9:$B$99, B10)","v":8},40,{"$f":"SUMIF('Enterprise-Level Questions'!$B$9:$B$99, BackgroundMetrics!B10, 'Enterprise-Level Questions'!$E$9:$E$97)","v":0},0]
[null,4,{"$f":"COUNTIF('Enterprise-Level Questions'!$B$9:$B$99, B11)","v":9},45,{"$f":"SUMIF('Enterprise-Level Questions'!$B$9:$B$99, BackgroundMetrics!B11, 'Enterprise-Level Questions'!$E$9:$E$97)","v":0},{"$f":"E11 / D11","v":0}]
[null,5,{"$f":"COUNTIF('Enterprise-Level Questions'!$B$9:$B$99, B12)","v":9},45,{"$f":"SUMIF('Enterprise-Level Questions'!$B$9:$B$99, BackgroundMetrics!B12, 'Enterprise-Level Questions'!$E$9:$E$97)","v":0},{"$f":"E12 / D12","v":0}]
[]
[null,"Framework Level","# of Framework Area Questions","Total Potential Points","Total Actual Points","Score"]
[null,"Policy",{"$f":"COUNTIF('Enterprise-Level Questions'!$A$9:$A$99, B15)","v":3},{"$f":"C15 * 5","v":15},{"$f":"SUMIF('Enterprise-Level Questions'!$A$9:$A$99, BackgroundMetrics!B15, 'Enterprise-Level Questions'!$E$9:$E$97)","v":0},{"$f":"E15 / D15","v":0}]
[null,"Strategy",{"$f":"COUNTIF('Enterprise-Level Questions'!$A$9:$A$99, B16)","v":4},20,{"$f":"SUMIF('Enterprise-Level Questions'!$A$9:$A$99, BackgroundMetrics!B16, 'Enterprise-Level Questions'!$E$9:$E$97)","v":0},0]
[null,"Business Plan",{"$f":"COUNTIF('Enterprise-Level Questions'!$A$9:$A$99, B17)","v":6},30,{"$f":"SUMIF('Enterprise-Level Questions'!$A$9:$A$99, BackgroundMetrics!B17, 'Enterprise-Level Questions'!$E$9:$E$97)","v":0},0]
[null,"Inventory",{"$f":"COUNTIF('Enterprise-Level Questions'!$A$9:$A$99, B18)","v":4},20,{"$f":"SUMIF('Enterprise-Level Questions'!$A$9:$A$99, BackgroundMetrics!B18, 'Enterprise-Level Questions'!$E$9:$E$97)","v":0},0]
[null,"Condition Assessment & Performance Monitoring",{"$f":"COUNTIF('Enterprise-Level Questions'!$A$9:$A$99, B19)","v":4},20,{"$f":"SUMIF('Enterprise-Level Questions'!$A$9:$A$99, BackgroundMetrics!B19, 'Enterprise-Level Questions'!$E$9:$E$97)","v":0},0]
[null,"Lifecycle Management Planning",{"$f":"COUNTIF('Enterprise-Level Questions'!$A$9:$A$99, B20)","v":4},20,{"$f":"SUMIF('Enterprise-Level Questions'!$A$9:$A$99, BackgroundMetrics!B20, 'Enterprise-Level Questions'!$E$9:$E$97)","v":0},0]
[null,"Capital Planning & Programming",{"$f":"COUNTIF('Enterprise-Level Questions'!$A$9:$A$99, B21)","v":6},30,{"$f":"SUMIF('Enterprise-Level Questions'!$A$9:$A$99, BackgroundMetrics!B21, 'Enterprise-Level Questions'!$E$9:$E$97)","v":0},0]
[null,"O&M Budgeting",{"$f":"COUNTIF('Enterprise-Level Questions'!$A$9:$A$99, B22)","v":2},10,{"$f":"SUMIF('Enterprise-Level Questions'!$A$9:$A$99, BackgroundMetrics!B22, 'Enterprise-Level Questions'!$E$9:$E$97)","v":0},0]
[null,"Performance Modeling",{"$f":"COUNTIF('Enterprise-Level Questions'!$A$9:$A$99, B23)","v":3},15,{"$f":"SUMIF('Enterprise-Level Questions'!$A$9:$A$99, BackgroundMetrics!B23, 'Enterprise-Level Questions'!$E$9:$E$97)","v":0},0]
[null,"Information Systems",{"$f":"COUNTIF('Enterprise-Level Questions'!$A$9:$A$99, B24)","v":4},20,{"$f":"SUMIF('Enterprise-Level Questions'!$A$9:$A$99, BackgroundMetrics!B24, 'Enterprise-Level Questions'!$E$9:$E$97)","v":0},0]
[null,"Organization and Leadership",{"$f":"COUNTIF('Enterprise-Level Questions'!$A$9:$A$99, B25)","v":3},15,{"$f":"SUMIF('Enterprise-Level Questions'!$A$9:$A$99, BackgroundMetrics!B25, 'Enterprise-Level Questions'!$E$9:$E$97)","v":0},0]
[null,"Skills and Training",{"$f":"COUNTIF('Enterprise-Level Questions'!$A$9:$A$99, B26)","v":3},15,{"$f":"SUMIF('Enterprise-Level Questions'!$A$9:$A$99, BackgroundMetrics!B26, 'Enterprise-Level Questions'!$E$9:$E$97)","v":0},0]
[null,"Communications",{"$f":"COUNTIF('Enterprise-Level Questions'!$A$9:$A$99, B27)","v":4},20,{"$f":"SUMIF('Enterprise-Level Questions'!$A$9:$A$99, BackgroundMetrics!B27, 'Enterprise-Level Questions'!$E$9:$E$97)","v":0},0]
[null,"Values and Culture",{"$f":"COUNTIF('Enterprise-Level Questions'!$A$9:$A$99, B28)","v":3},15,{"$f":"SUMIF('Enterprise-Level Questions'!$A$9:$A$99, BackgroundMetrics!B28, 'Enterprise-Level Questions'!$E$9:$E$97)","v":0},0]
[null,"Project Management",{"$f":"COUNTIF('Enterprise-Level Questions'!$A$9:$A$99, B29)","v":3},15,{"$f":"SUMIF('Enterprise-Level Questions'!$A$9:$A$99, BackgroundMetrics!B29, 'Enterprise-Level Questions'!$E$9:$E$97)","v":0},0]
[null,"Continuous Improvement",{"$f":"COUNTIF('Enterprise-Level Questions'!$A$9:$A$99, B30)","v":3},15,{"$f":"SUMIF('Enterprise-Level Questions'!$A$9:$A$99, BackgroundMetrics!B30, 'Enterprise-Level Questions'!$E$9:$E$97)","v":0},{"$f":"E30 / D30","v":0}]
[]
[null,"Asset Class-Level"]
[]
[null,"Asset Class","Rail Vehicles (Revenue)","Buses (Revenue)","Rail Vehicles (Non-Revenue)","Other Vehicles (Non-Revenue)","Rail Vehicle Maintenance Facilities","Rubber Tire Vehicle Maintenance Facilities","Service Facilities","Revenue Collection","Stations","Track","Bridges","Tunnels","Ancillary Structures","Security","Traction Power Electrification","Signals/ Automatic Train Control","Communications/ Monitoring/SCADA"]
[null,"Applicable / Not Applicable",{"$f":"IF('Asset Class-Level Questions'!F7=2,\"Applicable\",\"Not Applicable\")","v":"Applicable"},{"$f":"IF('Asset Class-Level Questions'!G7=2,\"Applicable\",\"Not Applicable\")","v":"Applicable"},{"$f":"IF('Asset Class-Level Questions'!H7=2,\"Applicable\",\"Not Applicable\")","v":"Applicable"},{"$f":"IF('Asset Class-Level Questions'!I7=2,\"Applicable\",\"Not Applicable\")","v":"Applicable"},{"$f":"IF('Asset Class-Level Questions'!J7=2,\"Applicable\",\"Not Applicable\")","v":"Applicable"},{"$f":"IF('Asset Class-Level Questions'!K7=2,\"Applicable\",\"Not Applicable\")","v":"Applicable"},{"$f":"IF('Asset Class-Level Questions'!L7=2,\"Applicable\",\"Not Applicable\")","v":"Applicable"},{"$f":"IF('Asset Class-Level Questions'!M7=2,\"Applicable\",\"Not Applicable\")","v":"Applicable"},{"$f":"IF('Asset Class-Level Questions'!N7=2,\"Applicable\",\"Not Applicable\")","v":"Applicable"},{"$f":"IF('Asset Class-Level Questions'!O7=2,\"Applicable\",\"Not Applicable\")","v":"Applicable"},{"$f":"IF('Asset Class-Level Questions'!P7=2,\"Applicable\",\"Not Applicable\")","v":"Applicable"},{"$f":"IF('Asset Class-Level Questions'!Q7=2,\"Applicable\",\"Not Applicable\")","v":"Applicable"},{"$f":"IF('Asset Class-Level Questions'!R7=2,\"Applicable\",\"Not Applicable\")","v":"Applicable"},{"$f":"IF('Asset Class-Level Questions'!S7=2,\"Applicable\",\"Not Applicable\")","v":"Applicable"},{"$f":"IF('Asset Class-Level Questions'!T7=2,\"Applicable\",\"Not Applicable\")","v":"Applicable"},{"$f":"IF('Asset Class-Level Questions'!U7=2,\"Applicable\",\"Not Applicable\")","v":"Applicable"},{"$f":"IF('Asset Class-Level Questions'!V7=2,\"Applicable\",\"Not Applicable\")","v":"Applicable"}]
[null,"Agency Points",{"$f":"SUM('Asset Class-Level Questions'!F8:F14)","v":0},{"$f":"SUM('Asset Class-Level Questions'!G8:G14)","v":0},{"$f":"SUM('Asset Class-Level Questions'!H8:H14)","v":0},{"$f":"SUM('Asset Class-Level Questions'!I8:I14)","v":0},{"$f":"SUM('Asset Class-Level Questions'!J8:J14)","v":0},{"$f":"SUM('Asset Class-Level Questions'!K8:K14)","v":0},{"$f":"SUM('Asset Class-Level Questions'!L8:L14)","v":0},{"$f":"SUM('Asset Class-Level Questions'!M8:M14)","v":0},{"$f":"SUM('Asset Class-Level Questions'!N8:N14)","v":0},{"$f":"SUM('Asset Class-Level Questions'!O8:O14)","v":0},{"$f":"SUM('Asset Class-Level Questions'!P8:P14)","v":0},{"$f":"SUM('Asset Class-Level Questions'!Q8:Q14)","v":0},{"$f":"SUM('Asset Class-Level Questions'!R8:R14)","v":0},{"$f":"SUM('Asset Class-Level Questions'!S8:S14)","v":0},{"$f":"SUM('Asset Class-Level Questions'!T8:T14)","v":0},{"$f":"SUM('Asset Class-Level Questions'!U8:U14)","v":0},{"$f":"SUM('Asset Class-Level Questions'!V8:V14)","v":0}]
[null,"Total Points",35,35,35,35,35,35,35,35,35,35,35,35,35,35,35,35,35]
[null,"Score",{"$f":"C36 / C37","v":0},{"$f":"D36 / D37","v":0},0,0,0,0,0,0,0,0,0,0,0,0,{"$f":"Q36 / Q37","v":0},{"$f":"R36 / R37","v":0},0]
[]
[null,"Asset Class Summary","Score"]
[null,"Rolling Stock",{"$f":"SUMIF(C35:D35,\"=Applicable\",C38:D38)/COUNTIF(C35:D35,\"=Applicable\")","v":0}]
[null,"Equipment",{"$f":"SUMIF(E35:F35,\"=Applicable\",E38:F38)/COUNTIF(E35:F35,\"=Applicable\")","v":0}]
[null,"Facilities",{"$f":"SUMIF(G35:K35,\"=Applicable\",G38:K38)/COUNTIF(G35:K35,\"=Applicable\")","v":0}]
[null,"Infrastructure",{"$f":"SUMIF(L35:S35,\"=Applicable\",L38:S38)/COUNTIF(L35:S35,\"=Applicable\")","v":0}]

{"sheet":"AssetClass-LevelFrameworkScores","index":9,"n_rows":40,"n_cols":2,"rows_kept":40,"cut":false,"hidden":true,"merged":[[6,1,6,9]]}
[]
[]
[]
[]
[null,"Asset Class-Level Framework Scores"]
[]
[null,"Figures 5 and 6 below show the progress and maturity of your agency’s asset management approach for specific asset classes. Approaches for improving the maturity of each asset class can be found in the Asset Class Supplement to the Asset Management Guide."]
[]
[null,"Figure 5"]
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[null,"Figure 6"]

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[1]
[null,"Remaining","For Graphic"]
[null,{"$f":"1-BackgroundMetrics!F8","v":1},"\"I know where I want to be\" (Level 1)","\"I know where I want to be\""]
[null,{"$f":"1-BackgroundMetrics!F9","v":1},"\"I know what I have\" (Level 2)","\"I know what I have\""]
[null,{"$f":"1-BackgroundMetrics!F10","v":1},"\"I know where I am against my objectives\" (Level 3)","\"I know where I am against my objectives\""]
[null,{"$f":"1-BackgroundMetrics!F11","v":1},"\"I use lifecycle information in my budgeting process\" (Level 4)","\"I use lifecycle information in my budgeting process\""]
[null,{"$f":"1-BackgroundMetrics!F12","v":1},"\"I know how to optimally manage across the lifecycle\" (Level 5)","\"I know how to optimally manage across the lifecycle\""]
[]
[]
[null,null,"Threshold",0.8]
[]
[null,null,"Logic Tests",{"$f":"IF(BackgroundMetrics!$F8>=$D$10,1,0)","v":0},{"$f":"D12","v":0}]
[null,null,null,{"$f":"IF(BackgroundMetrics!$F9>=$D$10,1,0)","v":0},{"$f":"IF(AND(D13=1, E12=1),1,0)","v":0}]
[null,null,null,{"$f":"IF(BackgroundMetrics!$F10>=$D$10,1,0)","v":0},{"$f":"IF(AND(D13=1, D12=1, D14=1),1,0)","v":0}]
[null,null,null,{"$f":"IF(BackgroundMetrics!$F11>=$D$10,1,0)","v":0},{"$f":"IF(AND(D13=1, D12=1, D14=1, D15=1),1,0)","v":0}]
[null,null,null,{"$f":"IF(BackgroundMetrics!$F12>=$D$10,1,0)","v":0},{"$f":"IF(AND(D13=1, D12=1, D14=1, D15=1, D16=1),1,0)","v":0}]
[]
[null,null,null,null,{"$f":"SUM(E12:E16)","v":0}]

{"sheet":"Survey_Responses","index":11,"n_rows":10,"n_cols":3,"rows_kept":10,"cut":false,"hidden":true,"merged":[]}
[1]
["Score","Response","Long Response"]
[1,"1 - Totally Disagree","This statement does not at all describe your agency. This is the equivalent of 0% progress."]
[2,"2 - Mostly Disagree","This statement mostly does not describe your agency, but there exist areas of progress or exceptions (25% progress). "]
[3,"3 - Neutral","This statement describes some areas of your agency, but not others or progress is significant (around 50%) but not at all complete. "]
[4,"4 - Somewhat Agree","This statement mostly describes your agency, but progress is incomplete (around 75%) or certain areas are exceptions."]
[5,"5 - Totally Agree","This statement accurately describes your agency and its progress. This is 100% complete."]
[]
[1,"Not Applicable","This asset class is not applicable to your agency."]
[2,"Applicable","Blank: your agency holds these assets."]

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