Ridership Section Focuses on Fixed Route Ridership Reporting Based on the Number of Unlinked Passenger Trips (E.G

Dallas Area Rapid Transit QUARTERLY OPERATING, FINANCIAL PERFORMANCE, AND COMPLIANCE REPORTS

Second Quarter FY 2018 January – March 2018 DART BOARD MEMBERS

Sue S. Bauman Dallas

Catherine S. Cuellar Dallas, Cockrell Hill

Mark C. Enoch Garland, Rowlett, Glenn Heights

Timothy A. Hayden Carrollton, Irving

Ray Jackson Dallas

Jonathan R. Kelly Garland

Patrick J. Kennedy Dallas

Jon-Bertrell Killen Dallas

Michele Wong Krause Dallas

Amanda Moreno Dallas

Gary Slagel Richardson, University Park, Addison, Highland Park

Rick Stopfer Irving

Dominique P. Torres Dallas

Paul N. Wageman Plano

Faye Moses Wilkins Plano, Farmers Branch How to Use This Book

What’s in this Book

This book contains the Operating, Financial Performance, and Compliance Reports (Quarterly Report) for the Second Quarter of Fiscal Year 2018 (January – March 2018) for Dallas Area Rapid Transit (DART or the Agency).

The Quarterly Report provides the DART Board of Directors, customers, taxpayers, elected officials, and other stakeholder groups of our region with a comprehensive summary of the Agency's results of operations for the Second Quarter of FY 2018.

A brief summary of the information contained in the various sections follows.

The section titled Who We Are should help those not familiar with DART to understand the basis from which the Agency operates. This section also contains an organization chart along functional lines.

The Operating & Financial Performance section enumerates modal Key Performance Indicators (KPIs) the Agency strives to meet or exceed.

The Ridership section focuses on fixed route ridership reporting based on the number of unlinked passenger trips (e.g. passenger boardings are counted resulting in transferring passengers being counted each time they board a vehicle).

The Marketing & Communications section is a review of events and promotions.

The Planning Progress section is a review of activities done by the Planning and Development Department.

The Project Development Progress section is the DART Project Development Progress Report which addresses the status of LRT buildout activities and other Capital Development projects.

The Investment Report section provides details of all investments and funds in compliance with the Texas Public Funds Investment Act as well as the investment strategies approved by the DART Board.

The DEO section presents a summary of contracts, board approved contract modifications, and small purchases; along with amounts committed to disadvantaged, minority, and wormen-owned business enterprises.

Finally, the Procurement section discloses DART’s procurement activities for the Second Quarter of Fiscal Year 2018.

Second Quarter i FY 2018 Table of Contents

Who We Are

WWA1 Discover More WWA1 Organization WWA3 Governance and Management Structure

Section 1 – Operations & Financial O&F1 Operating and Financial Performance O&F1 General Information O&F2 Agency-Wide Operating Performance O&F3 Ridership O&F4 Subsidy Per Passenger O&F6 Modal Update - Bus O&F8 Modal Update – Light Rail Transit (LRT) O&F11 Modal Update – Commuter Rail O&F13 Modal Update - Paratransit O&F16 Modal Update - Vanpool O&F18 Capital and Non-Operating Budget Summary – Actuals vs. Budget O&F19 Appendix O&F20 Operating Revenues and Expense Summary O&F21 Statements of Net Position O&F21 Statements of Revenues, Expenses and Changes in Net Position O&F23 Glossary

Section 2 – Ridership R1 Introduction R2 Total System Ridership R3 Bus System Ridership R4 Light Rail System Ridership R5 Trinity Railway Express Ridership R6 Ridership Tables 1. Total Fixed Route Ridership – 25-Month Trending 2. Average Weekday Fixed-Route Ridership – 25-Month Trending 3. Passengers Boarding by Service Area City R9 Service Standards Monitoring Report R13 Route Performance Tables R20 Route Performance Charts

Second Quarter i FY 2018

Section 3 – Marketing & Communications Campaigns M3 New Year’s Miller Lite Free Rides Promotion M6 DART Safety & Security Initiatives: Security Blitz, Newsletter M8 St. Patrick’s Day Promotion M10 New Discover Advertising Campaign, including Spring Break Airport Advertising M11 Spring Staycation M13 DART Say Something Facebook Panel Ads M15 Auto Show Initiatives M16 Transit Education - Student Art Contest M18 Transit Education - Other M19 Cotton Belt Regional Rail Project Activities M20 March Service Change Marketing M22 Capital Projects / External Communications Activity Programs M24 Media Relations M29 Media – Printed/Traded/Purchased M31 Customer Service Center

Section 4 – Planning Progress P&D1 Executive Summary P&D6 Employer Service Program Development P&D8 Bicycle Pedestrian Program Development P&D10 Construction and Installation of Standard Shelters P&D12 Vanpool Program P&D14 Bus Corridor Concept Development P&D16 Downtown Dallas Circulator Options P&D18 Five-Year Action Plan Score Card

Section 5 – Project Development Progress Report

Program of Interrelated Projects - Red & Blue Line Platform Extensions GRD23 Summary Control Schedule GRD24 Cost Summary GRD25 Red & Blue Line Platform Extensions GRD27 Six-Month Look Ahead Program of Interrelated Projects – Dallas Streetcar Central Link GRD31 Cost Summary GRD32 Central Link Commuter Rail GRD35 Cotton Belt Map GRD36 Summary Control Schedule GRD37 Cost Summary GRD38 Cotton Belt Corridor Facilities GRD40 Six-Month Look Ahead Trinity Railway Express (TRE) Projects GRD43 Map GRD44 Summary Control Schedule GRD45 Cost Summary GRD46 Valley View to West Irving Double Tracking GRD50 Positive Train Control (PTC) GRD55 TRE Obsession Bridge GRD57 Six-Month Look Ahead Additional Capital Development GRD61 Summary Control Schedule GRD62 Cost Summary GRD63 Real Estate GRD64 DART Police Facilities GRD65 CBD/Traffic Signal Priority (TSP) System GRD66 CBD Rail Replacement GRD67 CCTV on LRVs GRD68 Six-Month Look Ahead Streetcar Programs GRD71 Summary Control Schedule GRD72 Cost Summary GRD73 Northern Streetcar Extension Project GRD74 Six-Month Look Ahead

Second Quarter iii FY 2018

LRT Buildout - Phase I GRD77 Map GRD78 North Central Corridor Facilities Line Section NC-3 LRT Buildout - Phases II & III GRD81 Map LRT Buildout - Phase IIB GRD85 Summary Control Schedule GRD86 Cost Summary GRD87 Systems - SCS/OCC Modifications LRT Buildout - Phase III GRD91 Cost Summary

Section 6 – Quarterly Investment Report --- Statement of Compliance 1 Quarterly Investment Report Summary 3 Security Transactions – Purchases 4 Security Transaction – Maturities, Calls, & Sales 5 Current Portfolio – Total 7 Portfolio Analysis by Fund 8 Changes in Market Value of Investments 10 Callable Securities Analysis 11 Defined Benefit Plan Summary 12 Debt Obligations

Section 7 – D/M/WBE Quarterly Report* Page 1 - Quarterly Report Cover Page • Attachment 1- D/M/WBE Participation Breakdown with Charts • Attachment 2 - D/M/WBE Participation Overall Breakdown with Pie Chart

Second Quarter iv FY 2018

Section 8 – Quarterly Procurement Report P2 Introduction P3 Summary Reports P4 Contracts Awarded P9 Board Approved Contract Modifications P10 Special Procurements • Emergency Procurements • Unauthorized Procurement Actions (UPAs) • Sole Source (Noncompetitive) • Revenue Generating • Deviations to the DART Procurement Regulations P17 Active Requirements/IDIQ Contracts Expiring within 12 Months P19 Upcoming Procurements

Second Quarter v FY 2018

Who We Are

We are Dallas Area Rapid Transit – DART. Your preferred choice of transportation for now and in the future.

Discover more

DART is far more than just "the thing you ride." It is your "trusted guide" to discovering all that North Texas has to offer.

Our extensive network of light rail, Trinity Railway Express commuter rail, bus routes, paratransit services, and vanpools enables more than 220,000 passengers per day get to where they need to go across our 700-square-mile service area.

Explore North Texas and discover something new on DART. From off-the-beaten-path venues to the trendiest spots in town, every trip can be an adventure. Many of these “DARTable” places are a leisurely walk from a DART rail station or bus stop, and the GoPassSM app makes discovering them easy.

If your journey begins or ends in places not easily served by DART, you now can take the train or bus for the longest portion of the trip and use Uber or Lyft for the short leg. Customers can access the Uber, Lyft, and Zipcar apps through GoPass by selecting “Connect 2 Car” in the Travel Tools section.

Visit DART.org/DARTable for a list of possibilities that span arts, culture, sports, recreation, dining, shopping, and special events.

Organization

Dallas Area Rapid Transit (DART) is a sub-regional transportation authority, created by a voting majority of the citizens on August 13, 1983, to organize and provide public transportation and complementary services to jurisdictions pursuant to Chapter 452 of the Texas Transportation Code (the “Act”). Our service area is comprised of 13 North Texas municipalities (Addison, Carrollton, Cockrell Hill, Dallas, Farmers Branch, Garland, Glenn Heights, Highland Park, Irving, Plano, Richardson, Rowlett, and University Park) as shown in Exhibit 2 (on page 6). Our headquarters is located in downtown Dallas. Under the Act, we are authorized to collect a 1% sale and use tax on certain transactions.

DART provides bus, light rail, commuter rail, paratransit, vanpool, and other services to our 13 municipalities across a 700-square mile service area with a population of 2.4 million in the Dallas, Texas area. DART has operated bus service since its inception in 1983. The first segment of light rail opened in 1996, and the 20-mile Light Rail Starter System was completed in May 1997.

Page 1 Second Quarter FY 2018

Since then, DART has worked to expand light rail considerably. DART currently operates a total of 93 miles of light rail, including an extension to UNT-Dallas that opened October 24, 2016. DART operates commuter rail service, which also opened in 1996, jointly with Trinity Metro (formerly known as Fort Worth Transportation Authority) along a 34-mile rail corridor between the cities of Dallas and Fort Worth. Exhibit 6 on page 14 is the DART System Map.

Mission Statement – DART’s mission statement defines the purpose for which the Agency was created:

The mission of Dallas Area Rapid Transit is to build, establish, and operate a safe, efficient, and effective transportation system that, within the DART Service Area, provides mobility, improves the quality of life, and stimulates economic development through the implementation of the DART Service Plan as adopted by the voters on August 13, 1983, and as amended from time to time.

Vision Statement – To help achieve the Board's mission and strategic priorities, the Board has approved a vision statement to address DART’s customers and stakeholders.

DART: Your preferred choice of transportation for now and in the future.

Board Strategic Priorities – To achieve this mission and ensure Agency alignment, in April 2015 the Board adopted the following six Strategic Priorities:

1. Continually improve service and safety experiences and perceptions for customers and the public 2. Optimize and preserve (state of good repair) the existing transit system 3. Optimize DART’s influence in regional transportation planning 4. Expand DART’s transportation system to serve cities inside and outside the current service area 5. Pursue excellence through employee engagement, development, and well-being 6. Innovate to improve levels of service, business processes, and funding

Page 2 Second Quarter FY 2018

DART Organizational Values – DART’s Five-Year Strategic Plan is grounded in DART’s Values Statement, as follows:

. Focused on Our Customers  We are dedicated to meeting our customers’ needs.  We strive for continuous improvement.  We deliver quality.

. Committed to Safety and Security  We require safety and security to be the responsibility of every employee.  We are committed to ensuring the safety and security of our passengers and employees.

. Dedicated to Excellence  We demonstrate a high regard for each other.  We are committed to innovation and learning from our experiences.  We hold ourselves accountable.  We coach, reinforce, and recognize employees.  We foster an environment promoting diversity of people and ideas.

. Good Stewards of the Public Trust  We responsibly use public funds and property.  We maintain open communication with customers and stakeholders.  We respect the environment.  We strive to mitigate risk.  We demand integrity and honesty.

Governance and Management Structure

The Board of Directors

DART is governed by a 15-member Board of Directors. The governing bodies of the participating municipalities appoint members to our Board according to the ratio of the population of each participating municipality to the total population within our service area. A participating municipality having a population which entitles it to make a fraction of an appointment may combine that fraction with one or more other participating municipalities to make one appointment; but no participating municipality may appoint more than 65% of the members of the Board. The Board can be restructured whenever there is a change in the participating municipalities or every fifth year after the date census data or population estimates become available.

Page 3 Second Quarter FY 2018

Each Board member serves at the pleasure of the governing municipal unit(s) that appoints the member. Board members serve staggered two-year terms. Eight of the member terms begin July 1 of odd-numbered years, and seven of the member terms begin on July 1 of even-numbered years. Each member is entitled to receive $50 for each Board meeting attended and is reimbursed for necessary and reasonable expenses incurred in the discharge of the member’s duties. Exhibit 1 sets forth information regarding our current Board of Directors.

Exhibit 1 Members of the Board of Directors

Name Represents

Sue Bauman, Chair Dallas

Catherine Cuellar Dallas, Cockrell Hill

Mark C. Enoch Garland, Rowlett, and Glenn Heights

Tim A. Hayden Carrollton and Irving

Ray Jackson Dallas

Johnathan R. Kelley, Assistant Secretary Garland

Patrick J. Kennedy Dallas

Jon-Bertrell Killen Dallas

Michele Wong Krause, Secretary Dallas

Amanda Moreno Dallas

Gary Slagel Addison, Highland Park, Richardson, and University Park

Rick Stopfer Irving

Dominique Torres Dallas

Paul N. Wageman, Vice Chair Plano

Fay Moses Wilkins Plano and Farmers Branch

The Board elects from its members a chair, vice chair, secretary, and assistant secretary as shown in the table. These elections are held in October of each year.

Page 4 Second Quarter FY 2018

Page 5 Second Quarter FY 2018

Exhibit 2 is a map of the DART Service Area.

Exhibit 2

Page 6 Second Quarter FY 2018

DART’s Management

The Board appoints our President/Executive Director, who also serves as our Chief Executive Officer. The Chief Executive Officer’s duties include:

• Overseeing our daily operations, including the hiring, compensation, and removal of employees. • Awarding contracts for services, supplies, capital acquisitions, real estate, and construction if the amount of any such contract does not exceed $100,000, and contracts of up to $250,000 for standard off-the-shelf commercial products. • Presiding over the growth of our transit system. • Providing regional leadership and national visibility regarding the transportation needs in North Central Texas.

Exhibit 3, on the following page, is a summary of our executive management team.

Page 7 Second Quarter FY 2018

Exhibit 3 DART’S Executive Management

NAME POSITION JOINED DART

Gary C. Thomas President/Executive Director 1998 Jesse Oliver Deputy Executive Director 2012 David Leininger Executive Vice President, Chief Financial Officer 2008 Timothy H. McKay Executive Vice President, Growth/ Regional 2001 Development Carol Wise Executive Vice President, Chief Operations Officer 2012 John Adler Vice President, Procurement 2006 Albert Bazis Director of Internal Audit 2001 Scott Carlson General Counsel 2012 Joseph G. Costello Senior Vice President, Finance 2014 Doug Douglas Vice President, Mobility Management Services 1990 Nicole Fontayne-Bárdowell Vice President, Chief Information Officer 2014 Garrome Franklin Vice President, Chief Safety Officer 2015 Nevin Grinnell Vice President, Chief Marketing Officer 2011 Michael Holbrook Vice President, Rail 2008 Nancy Johnson Director of the Office of Board Support 1999 Bonnie Murphy Vice President, Commuter Rail 2017 Michael Miles Vice President, Government Relations 1982 Michael Muhammad Vice President, Diversity/Innovative Services 2004 Cheryl D. Orr Vice President, Chief People Officer 2015 Todd Plesko Vice President, Planning & Development 2009 John Rhone Vice President, Capital Design & Construction 2002 Stephen Salin Vice President, Rail Planning 2000 David Schulze Vice President, Policy and Strategy 2004 James Spiller Vice President, DART Chief of Police and 2001 Emergency Management Robert W. Strauss Vice President, Real Property and Transit Oriented 2016 Development Vacant Vice President, Bus -

Page 8 Second Quarter FY 2018

Employees and Employee Relations

There are 3,816 salaried and hourly positions included in the FY 2018 Annual Budget.

The Amalgamated Transit Union, Local 1338, represents the majority of our operators, mechanics, and call center personnel. As a Texas governmental entity, we are not legally permitted to collectively bargain or sign labor contracts with these employee representatives. We do, however, meet and confer with these representatives on hourly employee issues, compensation, and benefits. DART is organized broadly along the following functional lines (“organizational units”; see Exhibit 4).

• Workforce Leadership and Development develops and provides effective leadership.

• Customer Care and Service Delivery is charged with providing effective, efficient, safe, secure transportation service.

• Growth and Development oversees the planning and development of the overall system.

• Business Solutions and Innovation looks to maximize Agency resources through attractive marketing, innovative technology, sound risk management, effective procurement, and astute financial management.

• DART Safety Office ensures a safe environment for customers, employees, and people on DART property and construction sites.

Page 9 Second Quarter FY 2018

Exhibit 4 also illustrates that the staff positions Board Support, Director of Internal Audit, and General Counsel report directly to the Board of Directors.

Exhibit 4 Dallas Area Rapid Transit Functional Organization Chart

Board of Directors

President / Executive Board Support Internal Audit General Counsel Director

Customer Care Business Workforce Growth & & Service Solutions & Safety Leadership & Development Development Delivery Innovation

Planning & Bus Operations Finance Operations Human Capital Development

Light Rail Marketing / Capital Planning Customer Diversity Operations Communication

Capital Design Mobility Mgmt. Procurement Government & Construction Relations

Real Property Security Technology Policy & and TOD Strategy

Materials Mgmt Commuter Rail

Page 10 Second Quarter FY 2018

DART in the Industry • DART is an established leader within the transit industry. Board members and staff continue to be involved in many significant ways in key transit industry associations. President/Executive Director Gary Thomas served as the Chair of the American Public Transportation Association (APTA) during 2011 and 2012 and, along with other DART staff, continues to serve on APTA’s Board of Directors. APTA is a nonprofit international association of more than 1,500 public and private organizations involved in transit. Mr. Thomas is also a past chair of RailVolution and the South West Transit Association. • DART earned many industry awards during 2016-2017, including: • APTA’s - First place AdWheel, Best Marketing and Communications to Highlight Transit Needs / Funding, Social Media (D2) 2017 • APTA’s - First Place, AdWheel, Best Marketing and Communications Educational Effort, Special Event (DART Honors Civil Rights Icon Rosa Parks) 2017 • APTA’s Outstanding Public Transportation Manager of the Year for 2016 • Award for Distinguished Budget Presentation and Certificate of Achievement for Excellence in Financial Reporting from the Government Finance Officers Association (premier professional organization in governmental finance) • Greater Dallas Planning Council – Built Project Award, Orange Line to DFW Airport • National Purchasing Institute – 2017 Achievement in Excellence for Procurement • National Association of Government Communicators – Award of Excellence, Mobile (GoPass/State Fair ticket bundle) • Regional Hispanic Contractor’s Association - “Pillar Award,” DART Union Station Streetcar Oak Cliff Southern Extension • Rowlett Chamber of Commerce – Business of the Year • Southwest Transit Association – Social Media, DART Daily • Telly Award – Bronze Award for police memorial video • Texas Comptroller Leadership Circle – Silver Designation • Tramways and Urban Transit Global Light Rail Awards – Outstanding Engineering Achievement – DFW Airport Station

Page 11 Second Quarter FY 2018

Table of Contents

Operating & Financial Performance

O&F1 Operating and Financial Performance O&F1 General Information O&F2 Agency-Wide Operating Performance O&F3 Ridership O&F4 Subsidy Per Passenger O&F6 Modal Update – Bus O&F8 Modal Update – Light Rail Transit (LRT) O&F11 Modal Update – Commuter Rail O&F13 Modal Update – Paratransit O&F16 Modal Update – Vanpool O&F18 Capital and Non-Operating Budget Summary – Actuals vs. Budget O&F19 Appendix O&F20 Operating Revenues and Expense Summary O&F21 Statements of Net Position O&F23 Statements of Revenues, Expenses and Changes in Net Position O&F24 Glossary

Operating and Financial Performance

The Quarterly Operating and Financial Performance report provides the reader with DART’s progress in meeting the Key Performance Indicators (KPIs) and goals as outlined in the Fiscal Year (FY) 2018 annual budget. This report is for the second quarter of FY 2018 ending March 31, 2018.

KPI Summary • Ridership: Both Total Agency and Fixed Route Ridership have slightly lower performance in comparison to the previous quarter. • Subsidy Per Passenger: With revenues and expenses below target, resulting in lower Net Subsidy spread over fewer passengers, both Total Agency and Fixed Route Subsidy Per Passenger are slightly above (worse than) target. • Fixed Route On-Time Performance: Slight improvement from the previous quarter. • Fixed Route Complaints Per 100,000 Passengers: Complaints have increased from the previous quarter, but are still less (better) than the stated goal. • Fixed Route Accidents Per 100,000 Miles: This KPI has improved, remaining below the stated goal.

General Information DART’s fiscal year begins on October 1. The Quarterly Report includes actual values for fiscal years 2015 through 2017 and a comparison of the FY 2018 target to quarter results for FY 2018.

Management continually strives to improve the reporting of KPIs. Accordingly, prior period KPIs are shown as previously reported and may not reflect the most current methodology. Therefore, there may be significant fluctuations from year to year which will be explained in the relevant sections. Furthermore, data displayed in the charts, at single or double decimal precision, represents whole number values; therefore, variances discussed in the text may or may not be recalculable based on chart presentations due to rounding.

This report includes DART's KPIs in scorecard format with a Green, Yellow, or Red status for each measurement:

Green – Based on the four-quarter rolling average and current performance trends, it is probable that the FY 2018 target will be met or exceeded.

Yellow – Based on the four-quarter rolling average and the performance trends, performance is below target, but it is possible that the FY 2018 target

will be met.

Red – Based on the four-quarter rolling average and current performance trends, performance is below the FY 2018 target, and it is probable the target will not be met.

Page 1 Second Quarter O&F FY 2018 Agency-Wide Operating Performance

Exhibit 1 is the Agency Scorecard for Key Performance Indicators. Exhibit 1 Agency Scorecard

FY 2018 Q2 Rolling Status / FY15A FY16A FY17A Indicators Curr Qtr 4 Qtrs Target % To Target Customer/Quality Indicators 70.2 67.2 65.8 Total Agency Ridership (M) [1][2] 14.9 63.9 67.6 94.45% 68.6 65.6 64.3 Fixed-Route Ridership (M)[2] 14.5 62.5 66.0 94.63% $5.28 $5.90 $6.36 Total System Subsidy Per Passenger [1] $7.31 $6.70 $6.51 102.90% $4.95 $5.53 $5.98 Fixed-Route Subsidy Per Passenger $6.88 $6.30 $6.12 103.01% 90.4% 89.9% 90.4% Fixed-Route On-Time Performance 90.7% 90.8% 90.5% 100.30% 37.2 41.3 34.1 Fixed-Route Complaints Per 100,000 Passengers 35.7 35.1 36.9 95.11% 2.07 1.95 1.92 Fixed-Route Accidents Per 100,000 Miles 1.59 1.80 1.93 93.52% 70.6% 75.5% 72.6% Sales Taxes for Operating Expense 74.3% 72.6% 72.9% 99.62% Financial/Efficiency Indicators 16.0% 15.3% 13.3% Fixed-Route Farebox Recovery Ratio 13.0% 13.4% 13.6% 98.11% 8.6% 9.5% 9.2% Administrative Ratio 9.8% 9.4% 8.9% 106.24%

[1] Total System Ridership and Subsidy Per Passenger have been restated to reflect the fact that DART no longer operates the HOV lanes in the Dallas area.

[2] FY16 Ridership has been restated to include Streetcar in LRT Ridership.

Detailed information is available in the separate modal sections of this report.

Page 2 Second Quarter O&F FY 2018 Ridership

To increase ridership, DART has undertaken a number of initiatives to improve customer communications, customer service, and service delivery. Among these initiatives are the customer communications program, a Comprehensive Payments System, a full bus fleet replacement program, an expansion of small-bus operations, and the 5 Star Service Program.

Exhibit 2 shows DART ridership trends. Exhibit 2 Ridership Scorecard

FY 2018 Qtr 2 Rolling Status / FY15A FY16A FY17A Mode Curr Qtr 4 Qtrs Target % To Target Ridership [1][2] 70.2 67.2 65.8 Total Agency(M) 14.9 63.9 67.6 94.45% [2] 68.6 65.6 64.2 Fixed-Route (M) 14.5 62.5 66.0 94.63% 36.5 33.7 32.1 Bus (M) 7.3 31.2 33.0 94.38% [2] 29.9 29.8 30.1 LRT (M) 6.7 29.2 30.9 94.72% 2.2 2.1 2.1 TRE (M) 0.5 2.1 2.1 97.27% 781.8 810.3 795.7 Paratransit (000s) 187.8 769.9 863.4 89.17% 871.4 792.0 674.6 Vanpool (000s) 139.1 627.7 720.4 87.14%

[1] Total System Ridership has been restated to reflect the fact that DART no longer operates the HOV lanes in the Dallas area. [2] FY16 Ridership has been restated to include Streetcar in LRT Ridership.

Total Agency Ridership for the four-quarter period ended March 31, 2018 was 63.9 million, 1.9 million lower than FY 2017 actual and 3.7 million below the target of 67.6 million.

Fixed-Route Ridership for the four-quarter period ended March 31, 2018 was 62.5 million, 1.7 million lower than FY 2017 actual and 3.5 million below the target of 66.0 million.

Overall system ridership is trending below last year’s levels and is below this year’s targets. Further discussion of Ridership will be provided in each modal section.

Page 3 Second Quarter O&F FY 2018 Subsidy Per Passenger

Exhibit 3 is DART’s Subsidy Per Passenger scorecard.

Exhibit 3 Subsidy Per Passenger Scorecard

FY 2018 Qtr 2 Rolling Status / FY15A FY16A FY17A Mode Curr Qtr 4 Qtrs Target % To Target Financial Efficiency Indicator - Subsidy Per Passenger $5.28 $5.90 $6.36 Total System [1] $7.31 $6.70 $6.51 102.90% $4.95 $5.53 $5.98 Fixed-Route $6.88 $6.30 $6.12 103.01% $5.47 $6.19 $6.90 Bus $7.75 $7.19 $7.12 100.95% $4.24 $4.54 $4.68 LRT $5.60 $5.03 $4.91 102.30% $6.11 $9.00 $10.63 TRE $11.38 $10.86 $7.97 136.18% $40.02 $41.15 $41.47 Paratransit $45.48 $43.80 $42.54 102.96% $0.09 $0.36 $0.54 Vanpool $0.67 $0.94 ($0.21) 448.83% [1] Total System Ridership and Subsidy Per Passenger have been restated to reflect the fact that DART no longer operates the HOV lanes in the Dallas area.

Total System Subsidy Per Passenger for the four-quarter period ended March 31, 2018 is $6.70, $0.19 (2.9%) above (worse than) the target of $6.51. Although Expenses were below target by $21.2 million (4.6%), which drove Net Subsidy below target by $12.5 Million (2.85%); the greater decline in Ridership, below target by 3.7 million (5.55%), resulted in Subsidy Per Passenger being $0.19 (2.9%) above (worse than) target.

Exhibit 4 details the calculation of Total System Subsidy Per Passenger.

Exhibit 4 Total System Subsidy Per Passenger Calculation Modally Allocated 1 2 Subsidy Expenses - Revenues = Net Subsidy / Ridership = Per Trinity Trinity Passenger DART Metro Total DART Metro Total Actual $501,477,538 $2,514,847 $503,992,385 $73,251,380 $2,812,860 $76,064,240 $427,928,145 63,895,819 $6.70 Budget $522,691,572 $2,500,807 $525,192,379 $82,520,663 $2,197,125 $84,717,788 $440,474,591 67,648,102 $6.51 Variance ($21,214,034) $14,040 ($21,199,994) ($9,269,283) $615,735 ($8,653,548) ($12,546,446) (3,752,283) $0.19 % to Target 95.94% 100.56% 95.96% 88.77% 128.02% 89.79% 97.15% 94.45% 102.90% [1] Expenses (Budget and Actuals) as reported in the Quarterly Report will not match the financial statements due to the use of Operating Expenses only and the inclusion of Expenses from Trinity Metro to present a comprehensive Subsidy Per Passenger figure. [2] Revenues (Budget and Actuals) as reported in the Quarterly Report will not match the financial statements due to use of Operating Revenues only and the inclusion of Revenues from Trinity Metro to present a comprehensive Subsidy Per Passenger figure.

Page 4 Second Quarter O&F FY 2018 Under the current budget model, each $1 million fluctuation in Net Subsidy will result in a $0.0148 fluctuation in Total System Subsidy Per Passenger. Likewise, each 100,000 passenger fluctuation in ridership will result in a $0.0096 fluctuation in Total System Subsidy Per Passenger.

Fixed-Route Subsidy Per Passenger for the four-quarter period ended March 31, 2018 is $6.30, $0.18 (3.01%) above (worse than) the target of $6.12. The primary factor contributing to the decrease of Total System Subsidy Per Passenger is Ridership.

For the four-quarter period ending March 31, 2018 Expenses were below target by $17.8 million (3.68%), coupled with Revenues below target by $7.5 million (9.38%), left Net Subsidy below target by $10.3 million (2.5%). Fixed-Route ridership was below target by 3.5 million passengers (5.37%), greater than the decline in Net Subsidy, which resulted in higher Subsidy Per Passenger.

Exhibit 5 details the calculation of Fixed Route Subsidy Per Passenger.

Exhibit 5 Fixed-Route Subsidy Per Passenger Calculation

Modally Allocated Subsidy Expenses 1 - Revenues 2 = Net Subsidy / Ridership = Per Trinity Trinity Passenger DART Metro Total DART Metro Total Actual $463,651,997 $2,514,847 $466,166,844 $69,743,018 $2,812,860 $72,555,878 $393,610,965 62,498,215 $6.30 Budget $481,458,540 $2,500,807 $483,959,347 $77,864,636 $2,197,125 $80,061,761 $403,897,586 66,043,400 $6.12 Variance ($17,806,543) $14,040 ($17,792,503) ($8,121,618) $615,735 ($7,505,883) ($10,286,620) (3,545,185) $0.18 % to Target 96.30% 100.56% 96.32% 89.57% 128.02% 90.62% 97.45% 94.63% 103.01% [1] Expenses (Budget and Actuals) as reported in the Quarterly Report will not match the financial statements due to the use of Operating Expenses only and the inclusion of Expenses from Trinity Metro to present a comprehensive Subsidy Per Passenger figure. [2] Revenues (Budget and Actuals) as reported in the Quarterly Report will not match the financial statements due to use of Operating Revenues only and the inclusion of Revenues from Trinity Metro to present a comprehensive Subsidy Per Passenger figure.

Under the current budget model, each $1 million fluctuation in Net Subsidy will result in a $0.0151 fluctuation in Fixed Route Subsidy Per Passenger. Likewise, each 100,000 passenger fluctuation in ridership will result in a $0.0093 fluctuation in Fixed Route Subsidy Per Passenger.

Further discussion of Subsidy Per Passenger will be provided in each modal section, as necessary.

Page 5 Second Quarter O&F FY 2018 Modal Update Bus (48.8% of total system ridership in Fiscal Year 2017)

Our bus system provides local, express, crosstown, on-call, flex, feeder bus routes, and site-specific shuttles. Local routes are focused on the Dallas Central Business District and serve the largest and densest concentration of employment in the service area. The routes are characterized by stops at one- or two-block intervals. Service is generally provided six to seven days a week. Express service connects the Dallas Central Business District to regionally located park-and-ride facilities that serve as focal points for commuters to make high speed trips. Crosstown routes traverse the service area facilitating intra- and inter-community travel while linking a variety of activity centers. DART On-Call provides our customers personalized demand-responsive weekday neighborhood service within specifically defined areas. Flex Service, a variation of the On-Call approach, provides customers the advantages of a conventional fixed route plus the convenience of curbside service in eight Flex Service Areas. Feeder routes connect residential and employment centers to the light rail system and other bus routes at stations and Transit Centers accommodating transfer connections that expand travel opportunities. Site-specific shuttles are operated and funded with partner organizations that offer direct connections for their employees, students, or customers to the DART Rail network. Exhibit 6 is DART’s Bus Scorecard for Key Performance Indicators. Exhibit 6 Bus Scorecard

FY 2018 Qtr 2 Rolling 4 FY15A FY16A FY17A Indicators Curr Qtr Qtrs Target Status Customer/Quality Indicators 36.5 33.7 32.1 Ridership (M) 7.3 31.2 33.0 94.38% 79.2% 79.3% 80.4% On-Time Performance 83.0% 81.4% 80.5% 101.06% 57.1 60.2 52.5 Complaints Per 100,000 Passengers 53.3 53.6 57.0 94.02% 9,977 9,977 10,325 9,898 Mean Distance Between Service Calls 9,881 10,720 12,220 87.73% 2.51 2.32 2.26 Accidents Per 100,000 Miles 1.83 2.12 2.25 94.32% 13.4% 12.3% 12.1% Farebox Recovery Ratio 11.4% 11.8% 10.5% 112.22% Financial/Efficiency Indicators $5.47 $6.19 $6.90 Subsidy Per Passenger $7.75 $7.19 $7.12 100.95%

Page 6 Second Quarter O&F FY 2018 Bus Ridership was 31.2 million for the four-quarter period ended March 31, 2018, 0.9 million lower than FY 2017 actual and 1.9 million below the target of 33.0 million.

Bus system ridership continues to trend below targeted levels. Bus System ridership totaled 7.3 million riders, 8.2 percent below the second quarter of FY 2017. Additional ridership development initiatives on select routes were inaugurated in late March 2018. Several factors have combined to cause lower reported ridership. Aging fareboxes, upon which we rely for counting passengers, continue to fail at a regular rate causing many trips to be operated without the ability to count riders. Undercounting ridership is a significant contributor to the magnitude of ridership decrease. The expansion of the number of automatic passenger counters and replacement of aging fareboxes will resolve the undercounting issue and reflect higher ridership. Service improvement initiatives directed toward ridership development are continuing to produce positive results as are efforts to improve on-time performance. Peer agencies in Texas continue to report declining ridership, indicating factors in the overall economy and competition from other modes as contributing factors to the ridership shortfall.

Mean Distance Between Service Calls was 10,720 miles for the four-quarter period ended March 31, 2018 – 1,499 miles below (worse than) the target of 12,220 miles.

Reliability improvement efforts continue to be successful for Bus, with the primary focus being on those vehicle systems contributing the most to customer service disruptions. The ARBOC buses are operating at 67% of goal. DART Engineering continues to work with vehicle and component manufacturers to improve vehicle reliability.

Subsidy Per Passenger for the four-quarter period ended March 31, 2018 is $7.19, $0.07 (0.95%) above (worse than) the target of $7.12.

The primary factor contributing to the increase of Bus Subsidy Per Passenger is ridership. Bus ridership was below target by $1.8 million (5.6%). With expenses and revenues up, net subsidy was driven down by $11.1 million (4.72%); the decrease in net subsidy was outweighed by the greater decrease in ridership.

Exhibit 7 details the calculation of Bus Subsidy Per Passenger.

Exhibit 7 Bus Subsidy Per Passenger Calculation

Modally Allocated Subsidy Per Expenses - Revenues = Net Subsidy / Ridership = Passenger

Actual $259,740,545 $35,635,712 $224,104,833 31,174,193 $7.19 Budget $269,013,548 $33,809,596 $235,203,952 33,029,600 $7.12 Variance ($9,273,004) $1,826,115 ($11,099,119) (1,855,407) $0.07 % to Target 96.55% 105.40% 95.28% 94.38% 100.95%

Page 7 Second Quarter O&F FY 2018 Modal Update Light Rail Transit (LRT) (45.8% of total system ridership in Fiscal Year 2017)

Light Rail Transit is an electrically-powered rail system that generally operates at street level. A 20-mile “Starter System” opened in phases from September 1996 through May 1997, with lines from South and West Oak Cliff through downtown Dallas, and along the North Central Expressway corridor to Park Lane in Dallas. In 2001-2002, DART’s light rail was extended to North Dallas, Garland, Richardson, and Plano. In 2009, the first phase of the Green Line opened southeast of downtown Dallas with the remainder opening in 2010. DART also opened its first infill station, Lake Highlands Station, in December 2010 on the Blue Line. The first 5-mile segment of the Orange Line to Irving opened for service in July 2012. The second phase of the Orange Line and the Blue Line extension to Rowlett opened for service in December 2012. Rail service opened to the DFW International Airport in August 2014. The extension of the Blue Line to UNT-Dallas opened in October 2016. We currently operate a 93-mile light rail system. Exhibit 8 is DART’s LRT Scorecard for Key Performance Indicators. Exhibit 8 Light Rail Transit Scorecard

FY 2018 Qtr 2 Rolling 4 FY15A FY16A FY17A Indicators Curr Qtr Qtrs Targe t Status Customer/Quality Indicators 29.9 29.8 30.1 Ridership (M)[1] 6.7 29.2 30.9 94.72% 93.6% 92.5% 92.1% On-Time Performance 91.2% 92.2% 94.0% 98.09% 15.3 22.4 16.6 Complaints Per 100,000 Passengers 19.1 17.6 17.5 100.63% 40,891 30,011 19,836 Mean Distance Between Service Calls 19,831 18,882 26,500 71.25% 0.32 0.45 0.52 Accidents Per 100,000 Train Miles [2] 0.80 0.57 0.35 162.77% 18.2% 16.6% 16.2% Farebox Recovery Ratio 14.6% 15.3% 15.4% 99.41% Financial/Efficiency Indicators $4.24 $4.54 $4.68 Subsidy Per Passenger $5.60 $5.03 $4.91 102.30% [1] FY16 Ridership has been restated to include Street Car in LRT Ridership. [2] This KPI was previously reported as Car Miles and was revised based on DART's Safety Committee decision to report Accidents Per Train Miles.

Page 8 Second Quarter O&F FY 2018 LRT Ridership for the four-quarter period ended March 31, 2018 was 29.2 million, 0.9 million lower than FY 2017 actual and 1.6 million below the target of 30.9 million.

Light Rail ridership has not been as high as expected during the year. Light rail ridership was 6.7 million riders in the second quarter of FY 2018, a decrease of 8.7 percent from the second quarter of FY 2017. Service quality issues, including service interruptions and on-time performance issues have contributed to the decrease. Specific efforts have been launched to correct those issues and on-time performance is improving. It is expected that the improved service quality will result in improving ridership levels.

On-Time Performance was 92.2% for the four-quarter period ended March 31, 2018, 0.09% above (better than) the previous four-quarter period, ending December 2017; however, it was 1.79% below (worse than) target of 94.0%.

Rail Operations will continue to work on the following targeted strategies to improve Light Rail On-Time Performance (OTP):

• Rail Field Supervisors will prioritize and increase efficiency testing associated with On-Time departures; • Rail Operations has a new initiative of identifying hot spots on a weekly basis where trains are shown to be off the schedule time per the Vehicle Business System (VBS). The Field Supervisor will monitor to ensure schedule compliance. Rail Operators will be counseled and receive corrective action, if warranted; • Regarding Light Rail, software modifications have been implemented for the VBS equipment in the cab that provide the Rail Operator with feedback on schedule adherence, which should make this a more effective tool for operators in gauging their station departure times; and • Monitoring process at end-of-line/junction approach stations utilizing camera and vehicle location technology to assure on-time departures will be reinstituted.

For FY 2018 Rail Operations has instituted a new initiative where top performers are recognized monthly. Hand in hand with this initiative is an increase in monitoring those who fall below OTP targets to address and mitigate issues which may contribute to a degradation in service. The current Rail OTP goal is 94 percent and is being further reinforced with a new “Strive to 95” campaign.

Complaints Per 100,000 Passengers was 17.6 for the four-quarter period ended March 31, 2018, 1.0 above (worse than) the previous four-quarter period ending December 2017; and 0.1 above (worse than) target of 17.5.

Rail Operations conducts weekly performance meetings where customer complaints are reviewed. The division manager reviews the video from the station platform to verify information pertaining to the complaint. In most cases we can confirm that the complaint is not valid, and a response is given back to Customer Service. When the complaint is valid, the Operator is counseled and monitored for future compliance.

Page 9 Second Quarter O&F FY 2018

Mean Distance Between Service Calls was 18,882 miles for the four-quarter period ended March 31, 2018, 7,618 miles below (worse than) the target of 26,500 miles.

Reliability improvement efforts continue for LRT with primary focus being on those vehicle systems contributing the most to customer service disruptions. The major contributors to the substantial underrun in this metric are door and propulsion systems. In FY 2018, DART has completed the Toyo Propulsion retrofit on one fleet of vehicles, replacing the obsolete propulsion system on 21 of our oldest light rail vehicles. DART Rail Maintenance and Engineering are collaborating with our Original Equipment Manufacturer vendor on root cause and possible solutions to door gap issues as well as air compressor failures. DART continues to work on improving the overall performance of the LRV fleet to achieve this goal by year end.

Accidents Per 100,000 Miles was 0.57 for the four-quarter period ended March 31, 2018, 0.22 above (worse than) target of 0.35.

Accidents are reviewed for trends and actions that can be identified for operational improvement. Any Rail employee who receives a preventable accident receives additional retraining and corrective action, in reference to the accident.

Subsidy Per Passenger for the four-quarter period ended March 31, 2018 is $5.03, $0.11 (2.3%) above (worse than) the target of $4.91.

The primary factor contributing to the increase of Light Rail Subsidy Per Passenger is ridership. Light Rail ridership is below target by 1.6 million (5.28%). With expenses down by $6.4 million (3.53%) and revenues down by $1.7 million (5.6%), net subsidy was driven down by $4.7 million (3.1%)%); the decrease in net subsidy was outweighed by the greater decrease in ridership.

Exhibit 9 details the calculation of Light Rail Subsidy Per Passenger.

Exhibit 9 Light Rail Subsidy Per Passenger Calculation

Modally Allocated Subsidy Per Expenses - Revenues = Net Subsidy / Ridership = Passenger Actual $175,955,607 $28,982,452 $146,973,154 29,248,274 $5.03 Budget $182,401,703 $30,719,024 $151,682,679 30,879,800 $4.91 Variance ($6,446,096) ($1,736,572) ($4,709,525) (1,631,526) $0.11 % to Target 96.47% 94.35% 96.90% 94.72% 102.30%

Page 10 Second Quarter O&F FY 2018 Modal Update Commuter Rail (3.2% of total system ridership in Fiscal Year 2017)

Our commuter rail system, referred to as Trinity Railway Express (the “TRE”), provides diesel powered passenger railroad services on the TRE Corridor between Dallas and Fort Worth, in mixed traffic with freight railroad operations. The 34-mile corridor is jointly owned by DART and the Fort Worth Transportation Authority, which recently rebranded itself as Trinity Metro. TRE service is provided pursuant to an interlocal agreement between DART and Trinity Metro. This agreement was originally entered into in 1994 and was restated and adopted by both Boards in 2003. Pursuant to Trackage Rights Agreements, the Burlington Northern Santa Fe, the Dallas Garland and Northeastern, and the Union Pacific railroads pay a fee for the right to operate freight services on the TRE corridor. TRE, through its contractor, Herzog Transit Services, Inc., provides dispatching, maintains the corridor, operates the service, and maintains the rolling stock used in the service.

Exhibit 10 is DART’s Commuter Rail Scorecard for Key Performance Indicators.

Exhibit 10 Commuter Rail Scorecard

FY 2018 Qtr 2 Rolling 4 FY15A FY16A FY17A Indicators Curr Qtr Qtrs Target Status Customer/Quality Indicators 2.2 2.1 2.1 Ridership (M) 0.5 2.1 2.1 97.27% 98.3% 97.9% 98.5% On-Time Performance 97.9% 98.7% 97.0% 101.80% 3.08 3.08 5.16 4.4 Complaints Per 100,000 Passengers 2.2 2.6 5.5 47.27% 0.27 0.37 0.66 Accidents Per 100,000 Miles 0.18 0.31 1.00 30.59% 33.0% 27.6% 21.4% Farebox Recovery Ratio 17.9% 15.7% 29.5% 53.06% Financial/Efficiency Indicators $6.11 $9.00 $10.63 Subsidy Per Passenger $11.38 $10.86 $7.97 136.18%

Page 11 Second Quarter O&F FY 2018 Commuter Rail Ridership for the four-quarter period ended March 31, 2018 was 2.08 million, 0.02 below FY 2017 actuals and 0.06 million below the target of 2.13 million.

Commuter Rail Ridership for the second-quarter period ended March 2018 was 511,436, a decrease of 5.2 percent from last year. The service improvements inaugurated in October 2016 and the modest gains experienced in ridership on weekdays and substantial ridership increases on Saturdays during the first quarter, when compared to the previous year’s first quarter, are showing a downward trend in the second quarter. While these improvements will require a total of about 24 months to completely realize their full ridership benefits, overall the ridership during the second quarter has decreased when compared to the previous year.

Subsidy Per Passenger for the four-quarter period ended March 31, 2018 is $10.86, $2.88 (36.18%) above (worse than) the target of $7.97.

The primary factor contributing to the increase of TRE Subsidy Per Passenger is revenues. TRE revenues were below target by $7.6 million (48.90%). With both expenses and revenues down, net subsidy was driven up. The combination of increased net subsidy and lower ridership, 58,252 (2.73%), resulted in a higher subsidy per passenger.

Exhibit 11 details the calculation of Commuter Rail Subsidy Per Passenger.

Exhibit 11 Commuter Rail Subsidy Per Passenger

Modally Allocated Expenses 1 - Revenues 2 Subsidy Per = Net Subsidy / Ridership = Trinity Trinity Passenger DART Metro Total DART Metro Total Actual $27,955,846 $2,514,847 $30,470,693 $5,124,854 $2,812,860 $7,937,714 $22,532,978 2,075,748 $10.86 Budget $30,043,289 $2,500,807 $32,544,096 $13,336,016 $2,197,125 $15,533,141 $17,010,955 2,134,000 $7.97 Variance ($2,087,443) $14,040 ($2,073,403) ($8,211,162) $615,735 ($7,595,427) $5,522,023 (58,252) $2.88 % to Target 93.05% 100.56% 93.63% 38.43% 128.02% 51.10% 132.46% 97.27% 136.18% [1] Expenses (Budget and Actuals) as reported in the Quarterly Report will not match the financial statements due to the use of Operating Expenses only and the inclusion of Expenses from Trinity Metro to present a comprehensive Subsidy Per Passenger figure.

[2] Revenues (Budget and Actuals) as reported in the Quarterly Report will not match the financial statements due to use of Operating Revenues only and the inclusion of Revenues from Trinity Metro to present a comprehensive Subsidy Per Passenger figure.

Page 12 Second Quarter O&F FY 2018 Modal Update Paratransit Paratransit (1.2% of total system ridership in Fiscal Year 2017)

DART is responsible for providing complementary paratransit service in accordance with the Americans with Disabilities Act of 1990 (the “ADA”). In Fiscal Year 2013, we transitioned to a new service delivery model and a new contractor, MV Transportation, Inc. (MV), for providing paratransit service. MV provides, operates, and maintains a fleet of 80 Starcraft vehicles in dedicated service. MV also oversees and manages a fleet of 116 Dodge Entervans outfitted by Braun, which are taxi vehicles provided and operated by Irving Holdings.

Mobility Management Services continues to work at improving the service received by our customers while striving to provide the most cost-efficient service for the agency and to be good stewards of public funds. The department is focused on providing the highest freedom of mobility to each one of our customers. The department offers several options for customers to learn what options are available to them and to assist them in learning to use each of these options. The Travel Ambassador Program offers free training to any DART customer, regardless of mobility status, in order to promote additional fixed-route ridership in the system. In the second quarter of FY 2018, the Travel Ambassadors provided training to 603 individuals.

The department’s current contract for Paratransit service will expire at the end of September 2019. As this date approaches, Mobility Management Services is preparing to issue a Request for Proposals in the fourth quarter of FY 2018 and will be searching for new and innovative ideas to connect our customers to their destinations more quickly and efficiently, through the use of new technology. A pilot program with a Transportation Network Company (TNC) (e.g., Uber, Lyft, etc.) began in mid-2017 and is providing valuable information and feedback that will be used as part of the forthcoming contract. During the second quarter of FY 2018, 12,266 trips were provided as part of the Lyft pilot.

Exhibit 12, on the following page, is DART’s Paratransit Scorecard for Key Performance Indicators.

Page 13 Second Quarter O&F FY 2018 Exhibit 12 Paratransit Scorecard

FY 2018 Qtr 2 Rolling 4 FY15A FY16A FY17A Indicators Curr Qtr Qtrs Target Status Customer/Quality Indicators 781.8 810.3 795.7 Ridership (000s) 187.8 769.9 863.4 89.17% 687.2 748.9 731.7 Actual Trips 187.4 735.3 774.0 95.00% 90.8% 89.2% 89.1% On-Time Performance 88.9% 89.1% 95.0% 93.82% 0.7 0.5 0.4 Accidents per 100,000 miles 0.3 0.4 2.0 18.23% 4.34 4.34 4.14 3.9 Complaints Per 1,000 Trips [1] 3.6 3.8 3.0 126.67% 2.7% 2.7% 3.0% Passenger No Show Ratio 3.2% 3.0% 3.0% 100.00% Financial/Efficiency Indicators $45.53 $44.52 $45.10 Subsidy Per Trip $45.56 $45.86 $47.45 96.64% $40.02 $41.15 $41.47 Subsidy Per Passenger $45.48 $43.80 $42.54 102.96%

[1] This KPI will not match the KPI as reported by Paratransit as the Quarterly Report utilizes all Complaints as reported to Customer Service and Paratransit utilizes a subset specific to the MV Contract for contract performance reporting.

Paratransit Ridership for the four-quarter period ended March 31, 2018 was 769,858, 25,858 lower than FY 2017 actual and 93,527 below target.

While long-term trends indicate ridership on Paratransit is increasing as the overall population ages, so far in FY 2018 ridership has fallen versus the previous year. Paratransit ridership decreased to 187,792 passenger trips in the second quarter of FY 2018, a drop of 0.2 percent from the FY 2017 levels. Paratransit ridership includes trips made by clients using Lyft service. Mobility Management Services has not been able to definitively determine the reasons behind this drop. Ridership figures are higher than Actual Trip counts due to including the count of Personal Care Attendants (PCAs), guests, and children. Paratransit-certified customers are given the ability to ride fixed route services for free in order to encourage transitioning some trips to fixed route when the customer is able to do so versus a trip on Paratransit vehicles.

On-Time Performance was 89.1% for the four-quarter period ended March 31, 2018, 5.87% below (worse than) the target of 95.0%.

On-Time Performance has improved since the start of the contract with MV Transportation. Improvement to this area still needs to be made, and all facets of trip delivery are being checked to improve efficiencies where possible. On-Time Performance with the current contract has been better than prior Paratransit contracts.

Complaints per 1,000 Trips was 3.8 for the four-quarter period ended March 31, 2018, 0.8 above (worse than) the target of 3.0.

This KPI will not match Paratransit’s reporting as this report utilizes all complaints, and Paratransit utilizes a subset specific to the MV Contract for contract performance reporting. Complaints have trended downward since the current contract startup and Mobility Management Services is committed to continually improving service levels to maximize customer satisfaction.

Page 14 Second Quarter O&F FY 2018 Subsidy Per Passenger for the four-quarter period ended March 31, 2018 is $43.81, $1.27 (2.98%) above (worse than) the target of $42.54.

The primary factor contributing to the increase of Paratransit Subsidy Per Passenger is ridership. With both expenses, $3.2 million (8.35%), and revenues, $0.27 million (10.89%), below budget net subsidy was down, $3.0 million (8.18%). Although net subsidy was below target, the decline in ridership, 93,527 (10.83%), was greater, resulting in higher subsidy per passenger.

Exhibit 13 details the calculation of Paratransit Subsidy Per Passenger.

Exhibit 13 Paratransit Subsidy Per Passenger

Modally Allocated Subsidy Per Expenses - Revenues = Net Subsidy / Ridership = Passenger Actual $35,904,444 $2,180,164 $33,724,281 769,858 $43.81 Budget $39,175,101 $2,446,509 $36,728,592 863,385 $42.54 Variance ($3,270,657) ($266,345) ($3,004,312) (93,527) $1.27 % to Target 91.65% 89.11% 91.82% 89.17% 102.97%

Page 15 Second Quarter O&F FY 2018 Modal Update Vanpool (Vanpool is 1.0% of total system ridership in Fiscal Year 2017)

DART collaborates with area employers to develop strategies for reducing employee vehicle trips through such programs as carpools, vanpools, and flexible work schedules. We provide funding for up to 206 vans for our vanpool program, which is operated through a third-party contractor. We also assist customers in forming vanpools. Prospective vanpoolers can call in and provide us with information for our Rideshare database while we work to link-up customers with common trip origins and destinations. Exhibit 14 is DART’s Vanpool Scorecard for Key Performance Indicators.

Exhibit 14 Vanpool Scorecard

FY 2018 Qtr 2 Rolling 4 FY15A FY16A FY17A Indicators Curr Qtr Qtrs Target Status

871.4 792.0 674.6 Ridership - Vanpool (000s) 139.1 627.7 720.4 87.14% $0.09 $0.36 $0.54 Subsidy Per Passeger - Vanpool $0.67 $0.94 ($0.21) 448.83%

Vanpool Ridership for the four-quarter period ended March 2018 was 627,746, 46,832 lower than FY 2017 actual and 92,604 below target.

Fuel prices continue to remain below $3.00. Historically, this has been a deciding driver to motivate long distance commuters to join vanpools. Workforce Solutions has been notified that their Job Access Reverse Commute (JARC) Grant is now funded. This will enable DART to offer vanpools in the southern sector at a subsidized rate of 50%. DART will take advantage of an FTA “Buy America” waiver that allows DART to expand the type of van models. The Toyota Sienna is on the waiver list and will allow DART to offer this model to the Toyota facility in Plano.

Page 16 Second Quarter O&F FY 2018 Subsidy Per Passenger for the four-quarter period ended March 31, 2018 is $0.94, $1.15 (548.83%) above (worse than) the target of ($0.21).

Revenues and expenses contributed to the increase in Vanpool Subsidy Per Passenger. Although expenses were below target by $136,833 (6.65%), revenues were down $881,320 (39.89%). The slight decline in expenses and substantial decline in revenues led to an increase in net subsidy of $744,486 (491.13%). Higher net subsidy coupled with the decline in ridership, 92,604 (12.86%) below target, resulted in a higher subsidy per passenger.

Exhibit 15 details the calculation of Vanpool Subsidy Per Passenger.

Exhibit 15 Vanpool Subsidy Per Passenger

Modally Allocated Subsidy Per Expenses - Revenues = Net Subsidy / Ridership = Passenger Actual $1,921,097 $1,328,198 $592,899 627,746 $0.94 Budget $2,057,931 $2,209,518 ($151,587) 720,350 ($0.21) Variance ($136,833) ($881,320) $744,486 (92,604) $1.15 % to Target 93.35% 60.11% 391.13% 87.14% 448.83%

Page 17 Second Quarter O&F FY 2018 Capital and Non-Operating Budget Summary

Exhibit 16 provides a summary of the capital and non-operating expenditures for the second quarter of FY 2018. Exhibit 16 Capital and Non-Operating Costs Actuals vs. Budget/Projections (In Thousands)

FY18 YTD FY18 YTD YTD Projected FY18 Total Projected Mode Actuals Projection $ Variance Ye ar-End Budget Variance

Agency-Wide $3,656 $3,761 $105 $31,750 $35,768 $4,018

Bus 11,043 10,314 (729) 35,540 43,541 8,001

Light Rail Transit 8,269 11,108 2,838 39,376 68,013 28,637

Streetcar 96 2,827 2,730 3,817 9,593 5,776

Commuter Rail/RR Management 16,870 19,073 2,204 56,851 80,039 23,188

Paratransit 0 21 21 309 361 51

P&D/Startup/Non-Ops 5,295 6,258 963 12,415 12,415 0

Road Improvements/ITS 2,415 2,180 (235) 3,449 15,537 12,088

Total Capital $47,645 $55,542 $7,897 $183,507 $265,266 $81,759

Lower capital expenditures are a result of the following: • Streetcar planning was delayed while consideration of the D2 routing was being completed. • Some light rail and commuter rail projects have proceeded at a slower pace than expected. • Postponement of some road improvement projects to allow new agreements to be negotiated.

Page 18 Second Quarter O&F FY 2018

APPENDIX

Page 19 Second Quarter O&F FY 2018 Operating Revenues and Expense Summary For the six months ended March 31, 2018 (reported on a Budget Basis Amounts in thousands) ACTUAL VS. BUDGET SUMMARY

FY18 YTD FY18 YTD (Under) / over % Actual Budget Budget Variance Revenues Sales Tax $296,865 $297,909 ($1,044) -0.4% Passenger 31,650 36,220 (4,570) -13% Advertising/Rental Income/Misc. 5,547 6,045 (498) -8% Operating Federal Grants 492 469 23 5% Non-Operating Revenue 6,124 6,495 (371) -6% Total Revenues $340,678 $347,138 ($6,460) -2%

FY18 YTD FY18 YTD Under/ (over) % Operating Expenses at EVP level (YTD) Actual Budget Budget Variance Customer Care and Service Delivery $200,040 $201,507 $1,467 0.7% Business Solutions and Innovation 27,363 29,331 1,968 7% Growth and Regional Development 20,688 22,771 2,083 9% Executive and Deputy Executive Director 5,706 6,127 421 7% Board Direct Reports 2,728 3,164 436 14% Capital P&D (4,544) (4,401) 143 -3% Agency Wide [1] (825) (4,671) (3,846) 82% Fuel Incentives (5,188) - 5,188 n/a Total Operating Expenses at EVP Level (YTD) $245,968 $253,828 $7,860 3%

Operating Expenses at EVP level FY18 FY18 Under/ (over) % (FY18 Projection)* Projection Budget [2] Budget Variance Customer Care and Service Delivery $400,337 $401,493$ 1,156 0.3% Business Solutions and Innovation 60,445 61,421 976 1.6% Growth and Regional Development 44,655 45,511 856 1.9% Executive and Deputy Executive Director 14,029 14,212 183 1.3% Board Direct Reports 5,797 5,997 200 3.3% Capital P&D (8,802) (8,802) - 0.0% Agency Wide [1] 4,419 3,219 (1,200) -37.3% Fuel Incentives - - - n/a Total Operating Expenses at EVP Level (YTD) $520,880 $523,051 $2,171 0.4% *As presented in the Monthly Financial Report.

Operating Expenses Budgeted Revenues by Source EVP Level - FY18 Executive and Deputy Executive YTD Actual Director Growth and 3% Operating Federal Non-Operating Regional Board Direct Advertising/Rental Grants Revenue Development Reports Income/Misc. 0% 2% 8% 1% 2%

Business Solutions Passenger and Innovation 9% 12%

Customer Care and Service Delivery Sales Tax 76% 87%

[1] Benefits are allocated to each department based on the budgeted ratio for salary driven benefits and for staff driven benefits. If the agency is experiencing actuals that are under/over budget, this variance is not allocated to departments. [2] Based on Board Resolution No.170104. Page 20 Second Quarter O&F FY 2018 DALLAS AREA RAPID TRANSIT STATEMENTS OF NET POSITION AS OF MARCH 31, 2018 AND SEPTEMBER 30, 2017 (In thousands) 03/31/2018 Unaudited 9/30/2017 ASSETS CURRENT ASSETS

Cash & Cash Equivalents $23,449 $39,938 Investments 474,883 498,204 Sales tax receivable 98,412 95,344 Transit Revenue Receivable, Net 3,625 8,528 Due from Other Governments 30,789 19,959

Materials and supplies inventory 35,828 34,856 Prepaid transit expenses and other 10,194 4,176

Restricted investments held by trustee for debt service 84,225 111,734 Restricted investments held for advance funding agreements 64,711 67,868

Restricted investments held to pay capital lease/leaseback liabilities 6,374 6,374

TOTAL CURRENT ASSETS 832,490 886,981

NONCURRENT ASSETS

Restricted investments held as security for capital lease/leaseback liabilities 7,294 7,751 Investments in joint venture 11,476 12,030 Investments in managed HOV lane agreements 11,100 11,100 Capital assets Land and rights of way 619,026 619,026 Depreciable capital assets, net of depreciation 3,593,840 3,705,322 Projects in progress 95,065 66,867 Restricted investments held to pay capital lease/leaseback liabilities 103,230 105,342 Unamortized debt issuance costs and other 613 633

TOTAL NONCURRENT ASSETS 4,441,644 4,528,071 TOTAL ASSETS 5,274,134 5,415,052 DEFERRED OUTFLOWS OF RESOURCES

Deferred outflows of resources 81,781 86,293

TOTAL ASSETS DEFERRED OUTFLOWS OF RESOURCES $5,355,915 $5,501,345

Page 21 Second Quarter O&F FY 2018 DALLAS AREA RAPID TRANSIT STATEMENTS OF NET POSITION - CONT'D AS OF MARCH 31, 2018 AND SEPTEMBER 30, 2017 (In thousands) 03/31/2018 Unaudited 9/30/2017 LIABILITIES CURRENT LIABILITIES

Accounts payable and accrued liabilities $52,936 $60,806 Commercial paper notes payable 140,000 140,000 Current portion of Capital lease/leaseback liabilities 6,374 6,374 Current portion of amount due to the State Comptroller 824 824 Local Assistance Program Payable 721 685

Retainage Payable 6,046 6,968 Unearned revenue and other liabilities 112,066 112,840 Interest payable 54,550 55,329 Current portion of senior lien sales tax revenue bonds payable 58,291 55,936

TOTAL CURRENT LIABILITIES 431,808 439,762

NON-CURRENT LIABILITIES

Accrued liabilities 37,181 37,113

Net pension liability 48,513 $52,127 Repayment due to State Comptroller 6,514 6,927 Senior lien sales tax revenue bonds payable 3,246,356 3,311,980 Transportation Infrastructure Finance and Innovation Act (TIFIA) bond payable 98,726 100,878 Capital lease/leaseback liabilities 103,230 105,342

TOTAL NON-CURRENT LIABILITIES 3,540,520 3,614,367 TOTAL LIABILITIES 3,972,328 4,054,129 Deferred Inflows of resources 2,428 2,178

TOTAL LIABILITIES AND DEFERRED INFLOWS OF RESOURCES 3,974,756 4,056,307

NET POS ITION

Net investment in capital assets 821,888 837,067 Restricted for debt service 29,675 56,405 Restricted as security for capital lease/leaseback liabilities 7,294 7,751 Unrestricted 522,302 543,815 TOTAL NET POSITION $1,381,159 $1,445,038

Page 22 Second Quarter O&F FY 2018

DALLAS AREA RAPID TRANSIT STATEMENTS OF REVENUES, EXPENSES AND CHANGES IN NET POSITION FOR THE SIX MONTHS ENDED MARCH 31, 2018 AND 2017 (UNAUDITED) (In thousands) For the six months ended 3/31/2018 3/31/2017 OPERATING REVENUES: Passenger $31,687 $33,176 Advertising, rent and other 6,530 6,960 Total Operating Revenues 38,217 40,136 OPERATING EXPENSES: Labor 123,539 118,830 Benefits 51,314 51,651 Services 19,461 16,903 Materials and Supplies 23,928 21,042 Purchased Transportation 27,225 25,865 Depreciation and amortization 121,366 118,413 Utilities 9,553 9,194 Taxes, Leases, and Other 2,328 2,771 Casualty and liability 2,359 1,810 TOTAL OPERATING EXPENSES 381,073 366,479

NET OPERATING LOSS (342,856) (326,343)

NON-OPERATING REVENUES (EXPENSES): Sales tax revenue 297,277 285,649 Investment income 1,493 1,477 Interest income from investments held to pay capital lease 4,262 4,266 Interest expense on capital leases (4,262) (4,266) Interest and financing expenses (77,593) (77,687) Build America Bonds tax credit 14,212 14,180 Other federal grants 29,480 34,715 Other non-operating revenues 12,402 7,976 Other non-operating expenses (3,174) (506) TOTAL NET NON-OPERATING REVENUES 274,097 265,804

LOSS BEFORE CAPITAL CONTRIBUTIONS, GRANTS AND REIMBURSEMENTS (68,759) (60,539)

CAPITAL CONTRIBUTIONS, GRANTS AND REIMBURSEMENTS: Federal capital contributions 4,751 4,426 State capital contributions 129 606 TOTAL CAPITAL CONTRIBUTIONS, GRANTS AND REIMBURSEMENTS 4,880 5,032

CHANGE IN NET POSITION (63,879) (55,507) TOTAL NET POSITION - Beginning of the year 1,445,038 1,570,583 TOTAL NET POSITION - End of the reporting period $1,381,159 $1,515,076

Page 23 Second Quarter O&F FY 2018 Glossary of Terms/Definitions

Accessible – As defined by FTA, a site, building, facility, or portion thereof that complies with defined standards and that can be approached, entered, and used by persons with disabilities. Accessible Service – A term used to describe service that is accessible to non-ambulatory riders with disabilities. This includes fixed-route bus service with wheelchair lifts or paratransit service with wheelchair lift-equipped vehicles. Accidents per 100,000 Miles – Measures vehicle accidents reported (Bus, Light Rail, TRE and Paratransit) per 100,000 miles of actual fixed route mileage. Management's objective is to reduce this ratio. Calculation = [(Vehicle Accidents / Actual Mileage) * 100,000] Accounting Basis – DART uses the accounting principles and methods appropriate for a government enterprise fund. Financial statements are prepared on the accrual basis of accounting under which revenues and expenses are recognized when earned or incurred. Accrual Method of Accounting – An accounting method that measures the performance and position of a company by recognizing economic events in the period they occur regardless of when cash transactions occur (i.e. recognize revenue in the period in which it is earned rather than when the cash is received). ADA (The Americans with Disabilities Act of 1990) – This federal act requires changes to transit vehicles, operations, and facilities to ensure that people with disabilities have access to jobs, public accommodations, telecommunications, and public services, including public transit. ADA Paratransit Service – Non-fixed-route paratransit service utilizing vans and small buses to provide pre- arranged trips to and from specific locations within the service area to certified participants in the program. Administrative Ratio – Measures administrative costs as a percentage of direct operating costs. It is management’s objective to reduce this ratio. Administrative costs include (but are not limited to) executive management, finance, purchasing, legal, internal audit, human resources, marketing, board support, and administrative services. Administrative revenues include (but are not limited to) advertising revenue. Calculation = [(Administrative Costs – Administrative Revenues) / (Direct Costs + Start-up Costs)] Ambulatory Disabled – A person with a disability that does not require the use of a wheelchair. This would describe individuals who use a mobility aid other than a wheelchair or have a visual or hearing impairment. Arbitrage – Investment earnings representing the difference between interest paid on bonds and the interest earned on the investments made using bond proceeds. Average Fare (calculated by mode) – Represents the average fare paid per passenger boarding on each mode of service during the period. Calculation = (Modal Passenger Revenue) / (Modal Passenger Boardings) Average Weekday Ridership – The average number of passenger boardings on a weekday. This measurement does not include ridership on Saturdays, Sundays, or holidays. Balanced Budget – A budget in which projected revenues equal projected expenses during a fiscal period. Bond Refinancing/Refunding – The redemption (payoff) and reissuance of bonds to obtain better interest rates and/or bond conditions. This results in the defeasance of the earlier debt. See also Defeasance. Bus Rapid Transit (BRT) – BRT combines the quality of rail transit and the flexibility of buses. It can operate on exclusive transitways, High Occupancy Vehicle (HOV) lanes, expressways, or ordinary streets. A BRT system combines intelligent transportation systems, technologies, transit signal priority (TSP), cleaner and quieter vehicles, rapid and convenient fare collection, and integration with land use policies. Capital – Funds that finance construction, renovation, and major repair projects or the purchase of machinery, equipment, buildings, and land.

Page 24 Second Quarter O&F FY 2018 Glossary of Terms/Definitions (cont’d)

Capital Expenditure – A cost incurred to acquire a new asset, or add capacity/improve the functionality of an existing asset, or extend the useful life of an existing asset beyond its original estimated useful life. The asset will have an expected life of one or more years and a value of $5,000 or more. Major Capital Transit Investment Program – A federal grants program providing capital assistance for new fixed guideway, extensions of existing fixed guideway, or a corridor-based bus rapid transit system. This program includes New Starts, Small Starts, and Core Capacity projects. Car Mile or Vehicle Mile – A single bus, rapid transit car, light rail vehicle, or commuter rail car traveling one mile. CAFR – Comprehensive Annual Financial Report. It includes audited financial statements, financial notes, and related materials. CMAQ – Congestion Mitigation and Air Quality. A federal program to fund transportation projects that will contribute to the attainment of national ambient air quality standards. Certified Riders – Passengers who have been deemed eligible for Paratransit services because their disability inhibits them from functionally accessing fixed route services. Eligibility is determined in accordance with the criteria outlined in the Americans with Disabilities Act of 1990. Complaints per 100,000 Passengers – Modal quality ratio that measures the number of service complaints per 100,000 passenger boardings (or per 1,000 boardings for Paratransit). Management's objective is to reduce this ratio. Calculation = [(Service Complaints Received / Modal Passenger Boardings) * 100,000] Cost per Revenue Mile – Efficiency ratio that measures the cost of providing a revenue mile of service. This measurement is based on fully loaded costs and excludes operating revenues. Management's objective is to reduce this ratio. Calculation = [Total Operating Expenses / Revenue Miles] Crimes against persons – Monitoring provides an overview of patron safety by detailing the frequency of crimes that occur on the DART system. Management's objective is to reduce this ratio. Calculation = [Crimes Against Persons/Total Incidents] Crimes against property – Monitoring provides an overview of the safety of our customer’s property. Management's objective is to reduce this ratio. Calculation = [Crimes Against Property/Total Incidents] Debt Service – The payment of interest and the repayment of principal on long-term borrowed funds according to a predetermined schedule. Debt Service Coverage – The measure of the Agency’s ability to meet debt service payments. It is a ratio of cash flows to debt service requirements. See also External Coverage Ratio and Internal Coverage Ratio. Defeasance of Bonds – The redemption of older higher-rate debt prior to maturity usually with replacement by new securities bearing lower interest rates. Deferred Inflows of Resources – A deferred inflow of resources is defined as acquisition of net assets that is applicable to a future reporting period. Examples include, accumulated increase in fair value of hedging derivatives and certain components of the change in pension liability. Deferred Outflows of Resources – Deferred outflows of resources is consumption of net assets that is applicable to a future reporting period. An example includes a portion of an amount paid to refund a bond (refunding difference) that will be recognized as an expense in future reporting periods. Another example is a contribution to pension plan in the current fiscal year that will be reported as pension expense in the next fiscal year.

Page 25 Second Quarter O&F FY 2018 Glossary of Terms/Definitions (cont’d)

Demand Responsive – Paratransit passengers call to request service; therefore, that service is provided on demand, and is considered to be demand responsive, rather than scheduled service. In addition, DART provides some non- traditional demand responsive service that may not be Paratransit related, such as DART OnCall. Depreciation – Expiration in the service life of fixed assets, other than wasting assets, attributable to wear and tear, deterioration, action of the physical elements, inadequacy, and obsolescence. The portion of the cost of a fixed asset, other than a wasting asset, charged to expense during a particular period. Enterprise Fund – Gives the flexibility to account separately for all financial activities associated with a broad range of government services. It establishes a separate accounting and financial reporting mechanism for services for which a fee is charged. Revenues and expenses of the service are segregated into a fund with financial statements separate from all other activities. Express Bus or Route – A suburban or intercity route that operates a portion of the route without stops or with a limited number of stops. External Coverage Ratio – The ratio of gross sales tax revenues to annual debt service. DART standards (and the financial markets in general) require that this ratio be at least two. Farebox Recovery Ratio – the proportion of operating cost that is generated by passenger fares. Calculation = [Modal Farebox Revenue / Modal Operating Expense] Farebox Revenue – All revenue from the sale of passenger tickets, passes, or other instruments of fare payment. Fares – The amount charged to passengers for use of various services. FAST Act – Fixing America’s Surface Transportation Act - FAST Act was signed into law in December 2015 to provide funding for surface transportation. FEMA – Federal Emergency Management Agency – An agency of the U.S. Department of Homeland Security. This agency provides grant money to transit systems under the Freight Rail Security Grant Program and other such programs. FTA (Federal Transit Administration) – The FTA is the federal agency that helps cities and communities provide mobility to their citizens. Through its grant programs, FTA provides financial and planning assistance to help plan, build, and operate bus, rail, and paratransit systems. Fiscal Year – DART’s fiscal year is from October 1 through September 30 of the following year. Fixed-Route Service – Service that operate according to fixed schedules and routes (for DART that service is bus, light rail, commuter rail, and streetcar). Formula Grant - Allocations of federal funding to states, territories, or local units of government determined by distribution formulas in the authorizing legislation and regulations. To receive a formula grant, the entity must meet all the eligibility criteria for the program, which are pre-determined and not open to discretionary funding decisions. Formula grants typically fund activities of a continuing nature and may not be confined to a specific project. Common elements in formulas include population, proportion of population below the poverty line, and other demographic information. Fuel Incentive – Fuel Incentive, also referred to as an alternative fuel tax credit, represents the $0.50 per gallon of compressed natural gas (CNG) DART receives from the Federal government based on CNG usage. This incentive is designed to encourage the use of clean fuel. It is subject to approval by US Congress every year and can be discontinued. The current legislation that authorized this credit expires on December 31, 2016. Full Funding Grant Agreement (FFGA) – The Federal Transit Administration uses a FFGA to provide financial assistance for new start projects and other capital projects. The FFGA defines the project, including cost and schedule; commits to a maximum level of federal financial assistance (subject to appropriation); covers the period of time for the project; and helps to manage the project in accordance with federal laws and regulations. The FFGA assures the grantee of predictable federal financial support for the project while placing a ceiling on the amount.

Page 26 Second Quarter O&F FY 2018 Glossary of Terms/Definitions (cont’d)

Full-Time Equivalent – A measurement equal to one staff person working a full-time work schedule for one year (2,080 hours). Fund Balance – The difference between a fund’s assets and liabilities (also called Fund Equity). Often this term refers to moneys set aside or earmarked for future needs. DART uses “reserves” as well as “funds” to ensure resources are available for anticipated and unanticipated needs. General Operating Account – The operating account that is used to account for all financial resources and normal recurring activities except for those required to be accounted for in another fund. Grants – Monies received from local, federal, and state governments to provide capital or operating assistance. Headway – The time span between service vehicles (bus or rail) on a specified route. Internal Coverage Ratio – A ratio which has a numerator of gross sales tax revenues plus operating revenues plus interest income less operating expenses, and a denominator of annual debt service on long-term debt. DART standards state the goal that this ratio be at least one—i.e., total revenues less operating expenses should be at least as great as total annual debt service. JARC (Job Access Reverse Commute)/New Freedom – JARC is a federally funded program that provides operating and capital assistance for transportation services planned, designed, and carried out to meet the transportation needs or eligible low-income individuals and of reverse commuters regardless of income. The New Freedom program provides new public transportation services and public transportation alternatives beyond those required by the Americans with Disabilities Act (ADA). Labor Expenditure – The cost of wages and salaries (including overtime) to employees for the performance of their work. Line Item – An appropriation that is itemized on a separate line in a budget or financial plan. Linked Trip – A single one-way trip without regard for the number of vehicles boarded to make the trip. For example, a commute from home to work achieved by boarding a bus to a train, and then taking another bus after leaving the train, represents one linked trip. See also Unlinked Trip. Maintenance Expenditure – Expenditures for labor, materials, services, and equipment used to repair and service transit and service vehicles and facilities. Mean Distance Between Service Calls – Quality ratio that measures the average number of miles a vehicle operates before a service call occurs. Management's objective is to increase this ratio. Calculation = [Total Miles Operated / Total # of Service Calls] MAP-21 – The Moving Ahead for Progress in the 21st Century Act was signed into law by President Obama on July 6, 2012. MAP-21 programs were authorized with the expiration date of September 30, 2014; however, prior to the expiration date, Congress extended the deadline of MAP-21 to October 29, 2015. The FAST Act has replaced MAP-21. New Starts Program – A federal program which provides funding for fixed guideway transit projects which utilize and occupy a separate right-of-way or other high occupancy vehicle. Obligations – Funds that have been obligated/committed to a specific purpose, but have not yet been expended. On-Time Performance – Quality ratio that measures how often a service is on time (i.e., at a designated pick-up spot within a predetermined timeframe). The timeframe differs based on mode and frequency of service. Bus Operations currently uses 59 seconds early and 4 minutes and 59 seconds late. Light rail uses 1 minute early and 4 minutes late. Commuter rail uses 5 minutes late as required by FRA. Paratransit uses 20 minutes early and late. Management's objective is to increase this ratio. Calculation = [(# Scheduled Trips Sampled - # of Times Early or Late) / Total # of Scheduled Trips Sampled]

Page 27 Second Quarter O&F FY 2018 Glossary of Terms/Definitions (cont’d)

Operating Budget – The planning of revenue and expenditures for a given period of time to maintain daily operations. Off-Peak – Non-rush hour time periods. Operating Revenues – Includes the revenues obtained from the farebox, special events service, advertising, signboard rentals, leases, pass sales, operating grants, shuttle services, other and other miscellaneous income. Operating revenues do not include sales tax revenue, interest income, or gain on sale of assets. Operating Expenses – Includes the expenses required to operate DART's revenue service and general mobility projects. Operating expenses do not include the cost of road improvements or the staff costs associated with DART's capital programs. Paratransit Service – Any transit service required by the 1990 Americans with Disabilities Act (ADA), generally characterized by pre-arranged curb-to-curb service provided by accessible vehicles. Passenger Canceled Trips Ratio – Measures the percentage of times that Paratransit users schedule a trip, then cancel the trip. Total scheduled trips include actual trips made, cancellations, and no-shows. Calculation = [# of Canceled Trips / Total # of Scheduled Trips] Passenger Mile – A single passenger traveling one mile. Passenger No-Show Ratio – Quality measurement for Paratransit service that measures the number of times a Paratransit user makes a reservation and does not show-up for the ride. This measurement is different from a cancellation. Management's objective is to reduce this number so that other trips can be scheduled in that timeframe. Users can lose the ability to access the Paratransit system if they have an excessive number of no-shows. Calculation = [# of No Shows / Total # of Scheduled Trips] Passengers per Hour – Actual – The total number of Paratransit passengers actually carried, divided by the total hours of revenue service. Management's objective is to increase this number. Calculation = [Actual Passenger Boardings / Revenue Hours] Passengers per Hour - Scheduled – The total number of Paratransit passengers scheduled per hour of revenue service. Management's objective is to increase this number. Calculation = [Scheduled Passenger Boardings / Revenue Hours] Passengers per Mile – Effectiveness ratio that measures route productivity by comparing the number of passenger boardings to the number of revenue miles. Management's objective is to increase this ratio. Calculation = [Passenger Boardings / Revenue Miles] Peak Period – Morning or evening rush hour. Percentage of Trips Completed – Quality measurement for Paratransit service that measures the number of times DART completes a scheduled passenger pick-up. Management's objective is to increase this ratio. Calculation = [(# of Actual Trips - # of Trips Missed) / # of Actual Trips] Principal – The amount borrowed or the amount still owed on a loan, separate from the interest. Reduced Fares – Discounted fares for children elementary through middle school, seniors and non-Paratransit disabled with valid ID; high school fares are applicable on bus and rail on Monday through Friday only; college/trade school valid on bus and rail with a DART Student ID. Repurchase Agreement – A money-market transaction in which one party sells securities to another while agreeing to repurchase those securities at a later date. Reserves – DART uses “reserves” as well as “funds” to ensure resources are available for anticipated and unanticipated needs.

Page 28 Second Quarter O&F FY 2018 Glossary of Terms/Definitions (cont’d)

Revenue Bond – A bond on which debt service is payable solely from a restricted revenue source (or sources)—for example sales tax revenues. Revenue Car Miles – Total miles operated by LRT or TRE trains in revenue service multiplied by the number of cars operated as part of each train. Power consumption and maintenance requirements are driven by the number of car miles operated. As a result, one area of management focus is to optimize the number of cars operated per train based on ridership and Board-adopted loading standards. Calculation = Sum for all trips of [# of Revenue Train Miles operated * # of cars in the train] Revenue Miles or Hours – Measures the number of miles, or hours, that a vehicle is in revenue service (i.e., available to pick up passengers) and includes special events service. This measure does not include "deadhead miles" which are the miles between the bus maintenance facility and the beginning and/or end of a route. Reverse Commute – City-to-suburb commute. This phrase refers to the fact that most riders commute from the suburbs to the city. Ridership – For the total system, this is the total number of passengers boarding a DART vehicle. Transfers are included in total ridership and passenger boarding counts (e.g., if a person transfers from one bus to another bus or from a bus to rail, this is counted as two passenger boardings). Fixed route ridership counts passenger boardings (including transfers) for bus, light rail, streetcar, and commuter rail only. See also Unlinked Trip. Sales Taxes for Operating Expenses – Measures the amount of sales taxes required to subsidize operations. 100% minus this percentage is the amount of sales taxes available for capital and road improvement programs. Management's objective is to reduce this ratio. Calculation = [(Operating Expenses - Operating Revenues - Interest Income) / Sales Tax Revenues] Scheduled Miles Per Hour – Represents the average overall speed of the modal service as reflected in the schedule, with stops and recovery time included. This value reflects both the composition of the service (i.e., express and local routes for bus mode) and the efficiency of the schedule (e.g., reducing recovery time in the schedule improves average speed). Calculation (for bus) = [Scheduled Miles / Scheduled Hours] Calculation (for rail) = [Scheduled Train Miles / Scheduled Train Hours] Service Hours – Paratransit service hours are also known as revenue hours. They are calculated from the time of the first passenger pick-up until the time of the last passenger drop-off. Travel time to and from the garage is not included. Service Levels – Also known as Telephone Service Factor (TSF), measures the response to calls within a specified period. This measurement is being used to monitor the effectiveness of the main call center (CI: 214-979-1111) within 1 minute, the response to Paratransit scheduling issues within 1 minute, and the response to Where's My Ride inquiries within 2 minutes. Calculation = (# of Calls Answered Within the Specified Time Period) / (# of Calls Received Within the Specified Time Period) Start-Up Costs – Costs associated with the implementation of a major new light rail, commuter rail, streetcar, or service expansion that are incurred prior to the service implementation (e.g., vehicle and system testing). State of Good Repair (SGR) – Capital investment in infrastructure maintenance in order to improve the condition of current transit facilities and provide safe, reliability service. Subscription Service – Paratransit passengers traveling at least three times per week to the same location at the same time can be placed on "subscription service." This service is "automatically" scheduled for the passenger, and it is not necessary for the passenger to call and schedule the service. Calculation = [(Operating Expenses - Operating Revenues) / Passenger Boardings]

Page 29 Second Quarter O&F FY 2018 Glossary of Terms/Definitions (cont’d)

Total Vehicle Miles – The sum of all miles operated by passenger vehicles, including mileage when no passengers are carried. Transit Asset Management (TAM) – Measurement of the condition of capital assets such as equipment, rolling stock, infrastructure, and facilities. Transit-Oriented Development (TOD) – Mixed-use development of residential, commercial, and retail uses within walking distance of a transit station or bus route. Transit Signal Priority – Transit signal priority either gives or extends a green signal to public transit vehicles under certain circumstances to reduce passenger travel times, improve schedule adherence, and reduce operating costs. Unlinked Trip – A trip involving a single boarding and alighting from a transit vehicle. For example a commute from home to work achieved by boarding a bus to a train, and then taking another bus after leaving the train, represents three unlinked trips. See also Linked Trip. Vanpool – Consists of a group of 5 to 15 people who regularly travel together to work (typically 30 miles or more roundtrip) in a DART-provided van. Vehicle Revenue Mile – Vehicle mile during which the vehicle is in revenue service (i.e., picking up and/or dropping off passengers. Zero Denials – A Federal mandate that in effect states that a provider cannot systematically deny paratransit trips on an on-going basis.

Page 30 Second Quarter O&F FY 2018 Table of Contents

Section 2 – Ridership Highlights

R1 Introduction R2 Total System Ridership R3 Bus System Ridership R4 Light Rail System Ridership R5 Trinity Railway Express Ridership R6-R8 Ridership Tables 1. Total Fixed Route Ridership – 25-Month Trending 2. Average Weekday Fixed-Route Ridership – 25-Month Trending 3. Passengers Boarding by Service Area City R9-R12 Service Standards Monitoring Report R13-R19 Route Performance Tables R20-R23 Route Performance Charts

Second Quarter R FY 2018 Introduction

This section of the Quarterly Report focuses on fixed route ridership, although the first chart and table include summaries of total system ridership, including Vanpool ridership. Fixed-route ridership reporting includes the number of unlinked passenger trips (e.g. boarding passengers are counted resulting in transferring passengers being counted each time they board a vehicle).

Ridership statistics can be examined in several different ways: as totals, as averages and as ratios related to service levels. Each reporting technique has its value in analyzing ridership and each presents data from a different perspective. While total ridership is an important measure, it can vary significantly from month to month because of seasonality and the variation in the number of weekdays, Saturdays and Sundays in a month. The use of average daily ridership figures eliminates the issue of monthly calendar differences and makes direct comparisons of ridership more comparable. Average weekday ridership is the primary measurement discussed in this report.

Bus ridership is derived daily from the on-board revenue collection system. Light rail (LRT) ridership is determined by statistically factoring Automated Passenger Counter (APC) sample data collected monthly. Trinity Railway Express (TRE) ridership is manually counted daily. Paratransit ridership is compiled from daily trip manifests. Dallas Streetcar ridership has been developed from a manual sampling process until the APC system installed on those vehicles is fully functional and tested.

The productivity of DART services relative to the resources used to supply those services is reported by ratios that measure performance. Service Standards were adopted in 1995 and have been updated periodically to define the performance metrics and to establish benchmarks against which to measure individual routes’ performance. These statistics are compiled into a Route Performance Index that identifies those routes that are performing above, at or below standard. In 2003, the Service Standards Policy was amended to include Site-specific Shuttles and DART-on-Call zones in the services monitored. In 2009, the policy was further amended to include Flex Routes in the evaluation process.

The Service Standards Monitoring Report included in this section of the Quarterly Report includes the modifications to policy made in 2003 and 2009. The performance metrics employed in this report are those adopted for FY 2010.

Each element of this report is accompanied by a series of charts or tables summarizing ridership during the quarter.

Second Quarter R-1 FY 2018 Total System Ridership

Total System Ridership

7,000

6,500

6,000

5,500

5,000

In Thousands 4,500

4,000

3,500

3,000

Jul-16 Jul-17 Jan-16 Jan-17 Jan-18 Mar-16 Mar-17 Mar-18 Nov-16 Nov-17 Sep-16 Sep-17

May-16 May-17

Fixed Route Total

• Total system ridership includes fixed route (bus, light rail and commuter rail), Paratransit and Vanpool riders. Riders of both scheduled and special event services are reported • Total system ridership in the second quarter of FY 2018 was 14.9 million riders, a decrease of 8.5 percent from the second quarter of FY 2017. • Fixed route ridership totaled 14.5 million passengers in the second quarter of FY 2018, a decrease of 8.4 percent from the second quarter of FY 2017. Bus system decreases in the second quarter continued and rail ridership decreased. • Bus System ridership totaled 7.3 million riders, 8.2 percent below the second quarter of FY 2017. Additional ridership development initiatives on select routes were inaugurated in late March 2018. • Trinity Railway Express ridership was 511,436 passengers in the second quarter, a decrease of 5.2 percent from last year. New schedules implemented in October 2016 are resulting in positive ridership results, with more positive on Saturdays. • Light rail ridership was 6.7 million riders in the second quarter of FY 2018, a decrease of 8.7 percent from the second quarter of FY 2017. Service quality issues, including service interruptions and on-time performance issues have contributed to the decrease. • Dallas Streetcar ridership in the second quarter decreased significantly over last year as equipment reliability issues and frequent service interruptions continue to plague the line. Over 22,000 rides were taken on the Streetcar in the second quarter. • Paratransit ridership decreased to 187,792 passenger trips in the second quarter of FY 2018, a drop of 0.2 percent from the FY 2017 levels. Paratransit ridership includes trips made by clients using Lyft service.

Second Quarter R-2 FY 2018 Bus System Ridership

Bus System Average Daily Ridership

140,000

120,000

100,000

80,000

60,000

40,000

20,000

Jul-17 Jul-16 Jan-18 Jan-17 Jan-16 Mar-18 Mar-17 Mar-16 Nov-17 Nov-16 Sep-17 Sep-16 May-17 May-16

Weekday Saturday Sunday

• Total bus ridership (including special-events ridership) in the second quarter of FY 2018 was 7.3 million riders, down 8.2 percent from the second quarter of FY 2017. • Average weekday ridership in the second quarter was 97,389 daily riders, a 9.2 percent decrease from last year’s average. Saturday bus system ridership averaged 50,117 daily riders, down 2.0 percent from last year. Sunday bus system ridership averaged 30,414 daily riders, a decrease of 6.2 percent from last year. • While overall bus system ridership continues its downward trend, targeted off-peak service improvements on select routes are showing ridership increases. Additional improvements were implemented in late March. Efforts to improve on-time performance are also resulting in positive changes. • The most heavily patronized routes in the second quarter, by route classification, were:

Weekday Route Type Route Average Crosstown 404 2,299 Express 206 759 Rail Feeder 583 1,583 TC Feeder 378 1,035 Local 11 3,844 Shuttle UTD 5,013 Flex 870 162 DART-on-Call N C Plano 62

Second Quarter R-3 FY 2018 Light Rail System Ridership

LRT System Average Daily Ridership

140,000

120,000

100,000

80,000

60,000

40,000

20,000

Jul-17 Jul-16 Jan-18 Jan-17 Jan-16 Mar-18 Mar-17 Mar-16 Nov-17 Nov-16 Sep-17 Sep-16 May-17 May-16

Weekday Saturday Sunday

• LRT ridership in the second quarter totaled 6.7 million riders, a decrease of 8.7 percent over the second quarter of FY 2018. • Weekday ridership in the second quarter averaged 86,501 passengers, a decrease of 10.0 percent over the second quarter of FY 2017. • Saturday ridership in the second quarter averaged 53,655 passengers, a decrease of 3.6 percent from the FY 2017 level. • Sunday ridership in the second quarter averaged 34,887 passengers, a decrease of 3.5 percent over the FY 2017 level. • Ridership at the CityLine/Bush station continues to grow as the office and retail development at the station experience increased occupancy. The residential community adjacent to the station is being occupied and additional construction is occurring, increasing the population at the station. Ridership growth is slow but steady. • Growth in ridership is, however, limited by factors that include limited resources for bus service delivery that constrains the provision of the “first-mile” and “last-mile” connections to residential areas and employment centers that are located beyond walking distance of light rail stations. • The opening of the South Oak Cliff line segment to the University of North Texas continues to experience significant net new ridership. There was some shift of riders from the Ledbetter station, decreasing its ridership.

Second Quarter R-4 FY 2018 Trinity Railway Express

TRE System Average Daily Ridership

10,000

9,000

8,000

7,000

6,000

5,000

4,000

3,000

2,000

1,000

0 Jul-16 Jul-17 Jan-16 Jan-17 Jan-18 Mar-16 Mar-17 Mar-18 Nov-16 Nov-17 Sep-16 Sep-17 May-16 May-17

Weekday Saturday

• Trinity Railway Express ridership decreased in the second quarter. The TRE served a total of 511,436 passengers, a decrease of 5.2 percent below the second quarter of FY 2017. • Weekday ridership on the TRE averaged 7,182 daily riders (a 5.3 percent decrease over last year) in the second quarter. • Saturday ridership in the second quarter averaged 3,871 daily riders, a decrease of 7.1 percent over the second quarter of FY 2016. Hourly Saturday service was inaugurated in October 2016 and the span of service was expanded. These improvements have resulted in increased ridership despite this most recent decrease.

Dallas Streetcar

• Ridership on the Dallas Streetcar was 25,816 riders in the second quarter, 35.4 percent lower than last year. • Weekday ridership averaged 291 daily riders in the quarter, a decrease of 37.7 percent. • Saturday ridership averaged 295 daily riders a decrease of 30.8 percent from last year. • Sunday ridership averaged 251 daily riders, a decrease of 29.6 percent from last year.

The following tables provide summaries of ridership results during the quarter.

Second Quarter R-5 FY 2018 Table 1 – Total Fixed-Route Ridership 25-Month Trending Bus Commuter Rail Fixed Route Year Month LRT Monthly Streetcar Monthly Monthly Monthly Total 2016 Mar c h 2,822.00 2,482.00 188.00 3.10 5,495.00 April 2,748.00 2,400.00 172.00 2.70 5,323.00 May 2,693.00 2,325.00 155.00 1.70 5,175.00 June 2,650.00 2,473.00 163.00 2.90 5,289.00 July 2,528.00 2,265.00 144.00 3.30 4,940.00 August 2,894.00 2,484.00 168.00 5.90 5,552.00 September 2,960.00 2,505.00 159.00 14.10 5,638.00 2017 October 2,992.00 3,413.00 223.00 10.30 6,638.00 November 2,724.00 2,399.00 167.00 9.60 5,300.00 December 2,512.00 2,213.00 161.00 7.10 4,893.00 January 2,539.00 2,380.00 167.00 9.50 5,095.00 February 2,594.00 2,314.00 170.00 13.00 5,091.00 Mar c h 2,802.00 2,640.00 203.00 17.50 5,663.00 April 2,553.00 2,386.00 166.00 16.80 5,122.00 May 2,693.00 2,499.00 169.00 17.10 5,378.00 June 2,458.00 2,418.00 174.00 14.00 5,064.00 July 2,428.00 2,331.00 161.00 15.40 4,935.00 August 2,428.00 2,468.00 174.00 14.50 5,085.00 September 2,868.00 2,531.00 164.00 11.10 5,574.00 2018 October 2,934.00 3,282.00 229.00 14.20 6,459.00 November 2,654.00 2,391.00 173.00 13.00 5,231.00 December 2,329.00 2,094.00 153.00 6.30 4,582.00 January 2,469.00 2,198.00 166.00 8.40 4,841.00 February 2,231.00 2,038.00 151.00 6.30 4,426.00 Mar c h 2,587.00 2,464.00 195.00 11.10 5,257.00 All figures are in thousands (000) of riders.

Second Quarter R-6 FY 2018 Table 2 – Average Weekday Fixed-Route Ridership 25-Month Trending Commuter Rail Streetcar Fixed Route Year Month Bus Weekday LRT Weekday Weekday Weekday Total

2016 Mar c h 107.7 90.4 7.6 0.1 205.8 April 112.2 94.2 7.5 0.1 214.0 May 107.4 92.8 6.9 0.1 207.2 June 104.7 95.2 7.0 0.1 207.0 July 104.0 90.5 6.7 0.1 201.3 August 109.9 93.3 6.9 0.2 210.3 September 121.7 100.6 7.2 0.5 230.0

2017 October 119.3 119.8 8.6 0.3 248.0 November 115.5 98.3 7.5 0.3 221.6 December 102.6 86.4 6.9 0.3 196.2 January 103.6 94.0 7.2 0.3 205.1 February 110.7 97.4 7.6 0.5 216.2 Mar c h 107.5 96.9 7.9 0.6 212.9 April 106.8 95.4 7.2 0.6 210.0 May 105.0 96.2 7.1 0.6 208.9 June 96.3 94.7 7.4 0.5 198.9 July 99.4 92.5 7.3 0.5 199.7 August 99.4 92.8 7.1 0.5 199.8 September 118.9 101.6 7.4 0.5 228.4

2018 October 114.7 116.1 8.6 0.5 239.9 November 111.2 96.6 7.6 0.5 215.9 December 96.9 83.4 6.8 0.2 187.3 January 95.9 84.1 6.9 0.3 187.2 February 96.2 85.3 6.9 0.2 188.6 Mar c h 100.1 90.1 7.8 0.4 198.4 All figures are in thousands (000) of riders.

Second Quarter R-7 FY 2018 Table 3 – Passengers Boarding by Service Area City Dallas Area Rapid Transit Estimated Passenger Boardings By Service Area City For the Second Quarter Fiscal Year 2018, Period Ending March 31, 2018 In Thousands

Qtr 2 Qtr 2 %%% (2) YTD YTD %%% Description 2018 2017 Change 2018 2017 Change Bus Ridership (1) Addison 126 147 -13.9% 273 293 -6.8% Carrollton 66 73 -10.6% 137 148 -7.3% Farmers Branch 87 96 -10.2% 185 195 -4.7% Garland 291 499 -41.7% 780 1,002 -22.1% Glenn Heights 51 48 6.9% 102 96 7.0% Irving 491 526 -6.7% 1,013 1,066 -5.0% Plano 203 212 -4.1% 420 426 -1.5% Richardson 426 453 -5.9% 882 929 -5.1% Rowlett 5 4 8.4% 10 9 12.4% Mesquite - Contracted 7 5 44.2% 12 11 9.4% Arlington-Contracted 0 16 -100.0% 15 32 -54.1%

Suburban Total 1,752 2,079 -15.7% 3,829 4,206 -8.9% Dallas Total (3) 5,378 5,860 -8.2% 11,217 11,961 -6.2%

Bus Total 7,130 7,939 -10.2% 15,047 16,166 -6.9% Light Rail 6,699 7,334 -8.7% 14,465 15,359 -5.8% Commuter Rail 511 539 -5.2% 1,068 1,090 -2.0% Streetcar 26 40 -35.4% 59 67 -11.4%

Total Passenger Boardings 14,367 15,852 -9.4% 30,639 32,683 -6.3%

Qtr 2 Qtr 2 Inc YTD YTD Inc Type of Day 2018 2017 (Dec) 2018 2017 (Dec) Weekdays 63 64 -1 125 126 -1 Saturdays/Holiday 14 13 1 28 29 -1 Sundays/Holiday 13 13 0 29 27 2 Total 90 90 0 182 182 0 (1) Effective March 1998, Ridership allocations between member cities are based on an on-board survey, performed during a 4 month period ending January 31, 1998. (2) % Change includes impact of revision to route allocations. Percentage changes based on unrounded numbers (3) Includes University Park, Highland Park, and Cockrell Hill.

Second Quarter R-8 FY 2018 Service Standards Monitoring Report

Purpose and Approach

DART’s Service Standards Policy directs that a quarterly Service Standards Monitoring Report describing the performance of the DART bus system be provided to the Board of Directors. Bus route performance is measured using a Route Performance Index (RPI). The RPI is calculated for each DART bus route. The RPI is based on comparisons of each individual route’s performance against the adopted target in each of three performance measures. Those measures are passengers per revenue hour, passengers per trip and subsidy per passenger. The targets for each of these measures are defined for each of six route types, Crosstown, Express, Rail Feeder, Transit Center Feeder, Local and Site-specific Shuttle. In addition, a Service Performance Index (SPI) is calculated for the DART-on-Call service and for Flex routes. This latter index measures performance against targets for subsidy per passenger and passengers per revenue hour.

The Service Standards define an RPI (or SPI) of 0.6 or greater as satisfactory performance. Routes whose RPI (or SPI) values fall below 0.6 are targeted for corrective action up to and including elimination. Routes with an RPI (or SPI) value between 0.6 and 0.8 are targeted for review to take a proactive approach to both identify and correct downward trending performance and to improve overall performance.

The following report has been prepared using the adopted FY 2010 targets. New and revised routes are provided a 24-month introductory period as their ridership develops to its full potential and are only considered for modifications to improve ridership during the introductory period.

Second Quarter Report

In the second quarter, 50 (32.7 percent) of 153 routes and services had RPI or SPI values of 0.6 or better. Thirteen routes (8.5 percent had RPI values of less than 0.3, half of the acceptable level. An additional 27 routes (17.6 percent) had RPI values of 0.3.

Two routes (0.1 percent) had RPI values of 1.0 or greater and an additional seven routes (4.6 percent) had RPI values of 0.9.

Summaries of route performance by route type are presented on the following pages with detailed tables following the narrative. Charts of DART operated route performance are presented following the tables.

Second Quarter R-9 FY 2018 Crosstown Routes

• Thirteen of 23 crosstown routes, 401 (Irving), 402 (Garland, Richardson, Addison, Carrollton), 403 (Irving, Carrollton, Addison, Richardson), 405 (Dallas), 410 (Garland, Plano, Richardson), 415 (Dallas), 428 (Dallas Garland), 444 (Cockrell Hill, Dallas), 445 (Dallas), 451 (Dallas, Plano, Richardson), 452 (Plano), 475 (Dallas) and 987 (Rapid Ride in Dallas and Garland) failed to achieve an RPI value of 0.6. • Routes 402 and 403 are new having just begun their service in the last week of the quarter. • The remaining crosstown routes performed at or above the 0.6 level during the second quarter. • Four crosstown routes, 488, 404, 466 and 486 performed at an RPI level of 0.8 or better. • Two routes performed at the 0.7 level. • Four routes performed at the 0.6 level.

Express Routes

• Three of the seven Express routes had an RPI value of 0.6 or greater. • Routes 205 (Addison) and 206 (Glenn Heights) had the highest RPI values among Express routes with an RPI of 0.7. • Route 278 (Dallas) reached the 0.6 performance level. • Routes 208 (Plano) and 283 (Garland) with RPI values of 0.5 were just below the acceptable level. • Route 210 (Plano) with an RPI of 0.3 serves the Jack Hatchell Transit Center has seen ridership decline as the Northwest Plano Park & Ride has drawn ridership. • Route 211 (RPI 0.1) connecting the Legacy area to the light rail system at Parker Road station is in its development period and is gaining ridership as Legacy area employment increases.

Rail Station Feeder Routes

• The top performing Rail Station Feeder routes were 506 (Dallas), 549 (Dallas, Irving), 583 (Dallas) and 702 (Dallas) with RPI values of 0.9. • Three routes had RPI values of 0.8 and one route posted a 0.7 RPI values. • Fifteen of the Rail Feeder routes (27.3 percent) performed above the 0.6 RPI level. • Forty rail feeder routes, 72.7 percent of the category, failed to reach the 0.6 RPI measure of acceptability. • Six routes performed at the 0.5 level while 14 routes performed at the 0.4 level. Twenty routes performed below the 0.4 RPI level. • Two routes, 585 (Dallas, Richardson) and 705 (Dallas) performed at the 0.1 level.

Second Quarter R-10 FY 2018

Transit Center Feeder Routes

• Six Transit Center Feeder routes fell below the 0.6 RPI level. Routes 333 (Addison, Carrollton, Dallas, 0.4), 346 (Plano, 0.2), 347 (Addison, Dallas, Plano, 5.0), 376 (Cockrell Hill, Dallas, 0.4), 380 (Garland, 0.5), and 385 (Garland, 0.4) were the poor performers. • The top performing route, 378 (Garland) with an RPI of 0.9 was also the Transit Center Feeder Route with the highest ridership. • Three routes had an RPI value of 0.7. • Four routes had RPI values of 0.6.

Local Routes

• Six of the 29 Local routes (20.7 percent) posted RPI values of 0.6 or greater in the second quarter of FY 2017. • Routes 11 (Dallas), 110 (Dallas) and 2 (Dallas) were best performing Local routes, with RPIs of 1.1, 0.8 and 0.7 respectively. Route 11 was the most heavily patronized route. Route 110 continues to be a strong performer, serving areas of eastern Dallas in the I 30 corridor. • Routes 26 (Dallas), 164 (Dallas) and 183 (Addison, Dallas, Plano) were acceptable performing routes at the 0.6 level. • Twenty-three routes fell below the 0.6 RPI value. Ten of these routes performed at the 0.5 RPI level, just below the acceptable level. An additional seven routes performed at the 0.4 RPI level. • Two routes, 27 (Dallas) and 84 (Dallas) performed at the 0.2 level. Route 84 was begun in late March and is in its development period. Route 27 was recently improved in order to stimulate ridership..

Site-Specific Shuttles

• Site-specific Shuttles are operated in partnership with the sponsors that they serve. The performance reported here is based upon DART’s share of the cost of operation. • Five of eleven Site-specific Shuttles performed at or above the 0.6 level. • The UT Dallas route had an RPI of 1.7 in the second quarter. The Baylor shuttle performed at a 0.9 RPI. • Two routes, 768 (SMU) and U T Southwestern posted RPI values of 0.8. • The D-Link performed at an RPI value of 0.1 in the second quarter. The route 723 Bishop Arts Service has been discontinued. • Route 749, the former route 49 now serves the Design District with improved service frequencies. Its performance was at the 0.4 level but is expected to improve as ridership develops. • The Texas Instruments Main Campus shuttle performed at the 0.3 RPI level.

DART-on-Call

Second Quarter R-11 FY 2018

• One of the eight DART-on-Call zones exceeded the 0.6 Service Performance Index level. • The North Central Plano and Richardson performed at 0.7 level. • The Rowlett (SPI 0.5) zone was the next on the list. • The remaining zones performed below the 0.5 level as ridership in most zones has been decreasing. • The Glenn Heights zone that had formerly been the best performing has been regaining ridership. Midday service added to this zone has resulted in a change in ridership patterns but has not resulted in significantly increased ridership. • The Park Cities zone, with an SPI value of 0.1, continues to experience low ridership. A pilot project using Uber to provide trips to, from and within the zone is being conducted as a cost-effective and productive way to accommodate riders.

FLEX Routes

• Two of the six FLEX routes met the 0.6 Service Performance Index level. • Flex routes, 843 (Plano) and 841 (Plano, Richardson) performed at the 0.6 level. • Route 842 (Dallas), performing at the 0.4 level has been replaced by GoLink service to provide service more specifically targeted to the needs of the community it serves. • The South Irving route, 840 performed at the 0.3 level. • The Rowlett route (887) continues to perform at the bottom of the list of Flex routes. Its performance will continue to be assessed as a new DART-on-Call zone is begun in Rowlett in the third quarter.

Second Quarter R-12 FY 2018 Table 4 – Crosstown Routes Performance Service Standards Monitoring Report Crosstown Routes Dallas Area Rapid Transit Second Quarter 2018

488 1,771 1,829 -3.2% $4.65 0.8 33.3 1.0 22.3 0.9 0.9 0.9 0.0 404 2,302 2,574 -10.6% $5.15 0.7 26.7 0.8 20.8 0.9 0.9 0.8 -0.1 466 2,170 2,160 0.5% $4.09 0.9 26.5 0.8 20.8 0.9 0.9 0.8 -0.1 486 2,125 2,228 -4.6% $4.93 0.7 32.1 0.9 21.0 0.9 0.9 0.8 -0.1 453 1,862 2,084 -10.7% $5.40 0.6 25.9 0.8 20.0 0.8 0.8 0.7 -0.1 467 1,688 2,356 -28.4% $6.98 0.5 20.4 0.6 20.7 0.9 0.9 0.7 -0.2 400 1,667 1,843 -9.5% $8.30 0.4 27.4 0.8 15.0 0.6 0.7 0.6 -0.1 408 1,329 1,451 -8.4% $6.86 0.5 23.7 0.7 16.1 0.7 0.6 0.6 0.0 409 1,435 1,619 -11.4% $6.60 0.5 17.6 0.5 15.4 0.6 0.6 0.6 0.0 463 1,245 1,526 -18.4% $6.37 0.5 20.9 0.6 18.3 0.8 0.8 0.6 -0.2 401 766 827 -7.4% $7.82 0.4 14.4 0.4 14.6 0.6 0.5 0.5 0.0 405 1,213 1,372 -11.6% $7.68 0.5 20.3 0.6 14.0 0.6 0.6 0.5 -0.1 410 788 825 -4.4% $8.64 0.4 14.1 0.4 14.6 0.6 0.5 0.5 0.0 415 620 624 -0.5% $8.37 0.4 13.9 0.4 13.9 0.6 0.5 0.5 0.0 428 1,555 1,835 -15.3% $8.12 0.4 17.3 0.5 14.9 0.6 0.6 0.5 -0.1 451 972 919 5.8% $8.33 0.4 17.5 0.5 15.2 0.6 0.5 0.5 0.0 402 954 0 All $14.17 0.2 18.7 0.6 12.3 0.5 0.4 0.4 444 713 831 -14.2% $10.52 0.3 12.4 0.4 11.1 0.5 0.4 0.4 0.0 445 621 762 -18.5% $7.90 0.4 10.1 0.3 13.9 0.6 0.5 0.4 -0.1 475 865 1,026 -15.7% $10.84 0.3 12.4 0.4 10.7 0.4 0.4 0.4 0.0 403 724 0 All $21.14 0.2 12.4 0.4 8.2 0.3 0.3 0.3 452 534 750 -28.8% $13.57 0.3 9.5 0.3 11.3 0.5 0.4 0.3 -0.1 987 626 701 -10.6% $20.67 0.2 11.6 0.3 8.5 0.4 0.3 0.3 0.0

Second Quarter R-13 FY 2018 Table 5 – Express Routes Performance Service Standards Monitoring Report Express Routes Dallas Area Rapid Transit Second Quarter 2018

205 443 635 -30.3% $12.49 0.4 14.8 0.8 22.9 0.7 1.0 0.7 -0.3 206 759 700 8.4% $9.92 0.6 13.6 0.8 20.6 0.7 0.7 0.7 0.0 278 408 367 11.3% $8.93 0.6 8.2 0.5 18.4 0.6 0.5 0.6 0.1 208 729 650 12.0% $13.26 0.4 11.9 0.7 14.8 0.5 0.5 0.5 0.0 283 736 816 -9.8% $11.46 0.5 9.1 0.5 15.9 0.5 0.5 0.5 0.0 210 183 217 -15.4% $27.42 0.2 7.3 0.4 8.5 0.3 0.3 0.3 0.0 211 161 92 75.2% $49.90 0.1 3.0 0.2 4.2 0.1 0.1 0.1 0.0

Second Quarter R-14 FY 2018 Table 6 – Rail Station Feeder Routes Rail Station Feeder Service Standards Monitoring Report Dallas Area Rapid Transit Routes Second Quarter 2018

Avg Avg 1Q18 2Q18 Weekday Weekday Pass/ Route Route RPI Pass Pass % Sub/ Pass/ Rev Performance Performance Point LINE 2Q18 2Q17 Change Pass Index Tr i p Index Hour Index Index Index Change $4.00 13.00 22.0 506 1,061 1,171 -9.4% $4.32 0.9 10.5 0.8 21.6 1.0 1.0 0.9 -0.1 549 1,048 1,075 -2.5% $6.25 0.6 16.5 1.3 16.8 0.8 1.0 0.9 -0.1 583 1,584 1,981 -20.0% $5.88 0.7 16.9 1.3 18.4 0.8 1.1 0.9 -0.2 702 423 479 -11.7% $3.29 1.2 4.6 0.4 27.5 1.3 1.2 0.9 -0.3 501 910 1,082 -15.9% $7.70 0.5 17.4 1.3 15.0 0.7 0.9 0.8 -0.1 534 1,020 1,156 -11.8% $7.32 0.5 15.9 1.2 16.4 0.7 0.9 0.8 -0.1 554 1,002 1,150 -12.8% $5.36 0.7 10.6 0.8 20.7 0.9 1.0 0.8 -0.2 527 647 742 -12.7% $5.48 0.7 7.0 0.5 17.9 0.8 0.7 0.7 0.0 502 644 758 -15.0% $7.50 0.5 8.8 0.7 13.1 0.6 0.6 0.6 0.0 504 380 311 22.1% $7.74 0.5 7.6 0.6 14.9 0.7 0.5 0.6 0.1 531 486 635 -23.5% $8.70 0.5 9.6 0.7 14.8 0.7 0.8 0.6 -0.2 535 888 1,005 -11.6% $9.57 0.4 10.7 0.8 12.6 0.6 0.7 0.6 -0.1 592 841 1,008 -16.6% $7.77 0.5 6.6 0.5 14.2 0.6 0.7 0.6 -0.1 593 782 791 -1.2% $6.87 0.6 8.0 0.6 14.7 0.7 0.7 0.6 -0.1 597 841 897 -6.3% $9.83 0.4 10.8 0.8 12.0 0.5 0.7 0.6 -0.1 528 407 475 -14.2% $8.98 0.4 6.1 0.5 12.4 0.6 0.5 0.5 0.0 533 132 124 6.8% $8.56 0.5 3.7 0.3 15.2 0.7 0.6 0.5 -0.1 544 661 763 -13.5% $9.88 0.4 7.9 0.6 10.4 0.5 0.6 0.5 -0.1 551 322 392 -17.8% $9.42 0.4 6.8 0.5 13.8 0.6 0.6 0.5 -0.1 553 281 305 -7.9% $8.53 0.5 5.5 0.4 15.6 0.7 0.6 0.5 -0.1 582 437 543 -19.6% $10.49 0.4 7.5 0.6 11.6 0.5 0.6 0.5 -0.1 513 189 214 -11.6% $11.93 0.3 4.0 0.3 10.9 0.5 0.4 0.4 0.0 514 372 383 -2.9% $13.54 0.3 7.4 0.6 9.5 0.4 0.5 0.4 -0.1 522 421 599 -29.7% $12.55 0.3 5.2 0.4 9.4 0.4 0.5 0.4 -0.1 524 402 501 -19.7% $8.76 0.5 3.1 0.2 10.7 0.5 0.4 0.4 0.0 526 277 246 13.0% $11.08 0.4 4.7 0.4 13.3 0.6 0.4 0.4 0.0 538 565 656 -13.8% $9.43 0.4 4.1 0.3 12.3 0.6 0.5 0.4 -0.1 541 426 546 -21.9% $13.18 0.3 6.8 0.5 9.5 0.4 0.5 0.4 -0.1 547 353 530 -33.4% $13.35 0.3 5.1 0.4 10.1 0.5 0.5 0.4 -0.1 560 274 283 -2.9% $11.89 0.3 5.4 0.4 10.9 0.5 0.5 0.4 -0.1 568 522 533 -2.1% $11.65 0.3 5.1 0.4 9.2 0.4 0.4 0.4 0.0 571 351 419 -16.4% $16.43 0.2 6.2 0.5 8.1 0.4 0.4 0.4 0.0 574 288 416 -30.9% $13.69 0.3 7.4 0.6 10.7 0.5 0.6 0.4 -0.2 594 305 343 -11.2% $12.22 0.3 4.5 0.3 8.2 0.4 0.4 0.4 0.0 704 708 459 54.2% $7.23 0.6 2.1 0.2 12.3 0.6 0.4 0.4 0.0 505 251 276 -9.3% $16.49 0.2 5.1 0.4 7.6 0.3 0.4 0.3 -0.1 507 189 211 -10.2% $15.03 0.3 3.9 0.3 8.2 0.4 0.3 0.3 0.0 508 203 213 -5.0% $13.94 0.3 4.3 0.3 9.0 0.4 0.3 0.3 0.0 509 252 333 -24.3% $14.16 0.3 4.4 0.3 9.0 0.4 0.4 0.3 -0.1 510 269 158 70.7% $20.94 0.2 5.2 0.4 5.8 0.3 0.3 0.3 0.0 515 293 354 -17.4% $14.45 0.3 3.5 0.3 7.1 0.3 0.3 0.3 0.0 521 240 237 1.2% $18.71 0.2 3.5 0.3 6.0 0.3 0.3 0.3 0.0 525 203 151 33.9% $12.73 0.3 3.6 0.3 7.1 0.3 0.3 0.3 0.0 529 290 393 -26.3% $11.94 0.3 4.7 0.4 7.4 0.3 0.4 0.3 -0.1 532 170 189 -9.7% $18.10 0.2 3.3 0.3 6.5 0.3 0.3 0.3 0.0 536 174 185 -5.7% $20.25 0.2 5.4 0.4 7.5 0.3 0.4 0.3 -0.1 542 295 379 -22.4% $16.09 0.2 4.5 0.3 7.3 0.3 0.4 0.3 -0.1 555 126 117 7.3% $10.64 0.4 2.7 0.2 10.0 0.5 0.4 0.3 -0.1 566 172 172 0.2% $16.93 0.2 3.6 0.3 7.4 0.3 0.3 0.3 0.0 591 243 271 -10.4% $15.57 0.3 3.8 0.3 9.0 0.4 0.4 0.3 -0.1 595 352 410 -14.2% $21.50 0.2 5.5 0.4 5.6 0.3 0.3 0.3 0.0 500 109 211 -48.1% $30.28 0.1 2.3 0.2 4.5 0.2 0.2 0.2 0.0 516 150 155 -3.3% $15.97 0.3 2.1 0.2 7.1 0.3 0.4 0.2 -0.2 585 95 0 All $71.16 0.1 1.7 0.1 2.6 0.1 0.1 0.1 705 178 228 -22.1% $23.78 0.2 0.7 0.1 4.3 0.2 0.1 0.1 0.0

Second Quarter R-15 FY 2018 Table 7 – Transit Center Feeder Routes Transit Center Feeder Service Standards Monitoring Report Dallas Area Rapid Transit Routes Second Quarter 2018

378 1,035 1,272 -18.6% $8.17 0.6 14.9 1.1 15.4 0.9 1.0 0.9 -0.1 360 709 867 -18.2% $8.16 0.6 9.9 0.8 14.1 0.8 0.8 0.7 -0.1 372 561 617 -9.0% $9.94 0.5 9.7 0.7 12.7 0.7 0.8 0.7 -0.1 374 624 661 -5.7% $10.16 0.5 11.1 0.9 11.8 0.7 0.7 0.7 0.0 350 557 622 -10.4% $11.73 0.4 10.2 0.8 10.1 0.6 0.7 0.6 -0.1 361 359 402 -10.8% $10.57 0.5 6.4 0.5 12.9 0.7 0.6 0.6 0.0 362 480 570 -15.8% $12.60 0.4 8.4 0.6 11.6 0.6 0.7 0.6 -0.1 377 273 306 -10.6% $8.67 0.6 6.1 0.5 12.8 0.7 0.5 0.6 0.1 347 472 535 -11.8% $14.70 0.3 9.1 0.7 9.6 0.5 0.6 0.5 -0.1 380 266 326 -18.4% $12.44 0.4 5.2 0.4 10.4 0.6 0.5 0.5 0.0 333 209 251 -16.9% $16.49 0.3 4.2 0.3 8.4 0.5 0.4 0.4 0.0 376 213 226 -6.0% $12.21 0.4 3.2 0.2 10.7 0.6 0.5 0.4 -0.1 385 231 210 10.1% $17.60 0.3 5.2 0.4 8.1 0.4 0.4 0.4 0.0 346 40 31 30.1% $31.89 0.2 1.3 0.1 5.6 0.3 0.2 0.2 0.0

Second Quarter R-16 FY 2018 Table 8 – Local Routes Service Standards Monitoring Report Local Routes Dallas Area Rapid Transit Second Quarter 2018

11 3,850 4,280 -10.0% $3.48 0.9 31.2 1.3 25.6 1.1 1.3 1.1 -0.2 110 1,269 1,474 -13.9% $4.97 0.7 16.7 0.7 22.5 1.0 0.8 0.8 0.0 2 1,090 1,122 -2.8% $4.71 0.7 15.9 0.7 20.5 0.9 0.8 0.7 -0.1 26 954 1,125 -15.2% $5.32 0.6 13.3 0.5 17.8 0.8 0.7 0.6 -0.1 164 2,195 2,680 -18.1% $6.91 0.5 15.5 0.6 17.9 0.8 0.7 0.6 -0.1 183 968 774 25.1% $6.16 0.5 11.4 0.5 16.1 0.7 0.5 0.6 0.1 12 984 1,105 -11.0% $9.14 0.4 12.7 0.5 12.2 0.5 0.5 0.5 0.0 19 1,554 1,872 -17.0% $8.74 0.4 11.8 0.5 12.7 0.5 0.5 0.5 0.0 24 991 1,186 -16.4% $6.81 0.5 8.7 0.4 15.1 0.6 0.6 0.5 -0.1 35 676 723 -6.4% $8.69 0.4 12.8 0.5 13.0 0.6 0.5 0.5 0.0 36 920 1,080 -14.8% $9.92 0.3 13.7 0.6 11.2 0.5 0.5 0.5 0.0 39 708 686 3.1% $6.36 0.5 10.1 0.4 15.8 0.7 0.6 0.5 -0.1 52 688 712 -3.4% $7.31 0.4 8.1 0.3 14.0 0.6 0.5 0.5 0.0 63 661 733 -9.8% $8.64 0.4 9.4 0.4 14.6 0.6 0.5 0.5 0.0 76 709 814 -12.9% $7.20 0.5 10.4 0.4 14.0 0.6 0.5 0.5 0.0 161 1,344 1,503 -10.6% $8.18 0.4 11.0 0.4 16.0 0.7 0.6 0.5 -0.1 1 1,182 1,320 -10.4% $9.86 0.3 10.7 0.4 11.6 0.5 0.5 0.4 -0.1 29 683 828 -17.5% $10.86 0.3 8.4 0.3 10.6 0.5 0.4 0.4 0.0 31 970 1,012 -4.1% $10.50 0.3 14.4 0.6 10.2 0.4 0.5 0.4 -0.1 59 476 566 -16.0% $10.21 0.3 8.1 0.3 11.0 0.5 0.4 0.4 0.0 60 673 734 -8.2% $10.08 0.3 12.1 0.5 12.0 0.5 0.5 0.4 -0.1 81 601 0 All $13.30 0.2 10.9 0.4 10.6 0.5 0.4 0.4 111 535 720 -25.6% $9.80 0.3 7.6 0.3 11.2 0.5 0.4 0.4 0.0 42 357 499 -28.5% $12.52 0.3 6.3 0.3 9.0 0.4 0.4 0.3 -0.1 82 349 0 All $19.71 0.2 6.8 0.3 8.5 0.4 0.3 0.3 155 121 113 6.6% $14.27 0.2 4.8 0.2 11.0 0.5 0.3 0.3 0.0 21 367 434 -15.5% $18.98 0.2 6.3 0.3 6.3 0.3 0.2 0.2 0.0 27 85 102 -16.2% $18.47 0.2 2.1 0.1 6.3 0.3 0.2 0.2 0.0 84 321 0 All $31.53 0.1 4.8 0.2 4.9 0.2 0.2 0.2

Second Quarter R-17 FY 2018 Table 9 – Site Specific Shuttles Site-Specific Shuttle Service Standards Monitoring Report Dallas Area Rapid Transit Routes Second Quarter 2018

UTD 5,000 5,048 -1.0% $0.56 1.6 13.6 1.8 36.1 1.7 1.8 1.7 -0.1 BAY 287 273 5.1% $0.68 1.3 3.4 0.5 18.5 0.9 0.8 0.9 0.1 768 1,011 961 5.2% $1.34 0.7 5.7 0.8 17.6 0.8 0.9 0.8 -0.1 UTSW 251 340 -26.1% $1.55 0.6 7.4 1.0 18.8 0.9 1.0 0.8 -0.2 DFW 383 486 -21.2% $1.23 0.7 5.0 0.7 10.0 0.5 0.7 0.6 -0.1 MCE 97 81 19.5% $1.11 0.8 1.1 0.2 8.7 0.4 0.4 0.5 0.1 RSON 104 145 -28.1% $2.25 0.4 1.9 0.3 14.6 0.7 0.4 0.5 0.1 749 342 367 -6.8% $10.86 0.1 4.7 0.6 9.5 0.5 0.3 0.4 0.1 TI 330 278 18.7% $3.51 0.3 2.2 0.3 6.7 0.3 0.3 0.3 0.0 722 117 190 -38.8% $43.03 0.0 1.6 0.2 2.6 0.1 0.1 0.1 0.0 723 16 25 -38.4% $90.93 0.0 0.2 0.0 1.3 0.1 0.0 0.0 0.0

Table 10 - DART-on-Call Zones Service Standards Monitoring Report DART-on-Call Zones Dallas Area Rapid Transit Second Quarter 2018

Avg Avg 1Q18 2Q18 Weekday Weekday Pass/ Service Service SPI Pass Pass % Sub/ Rev Performance Performance Point LINE 2Q18 2Q17 Change Pass Index Hour Index Index Index Change $8.40 6.50

NCPoC 62 82 -24.1% $11.22 0.7 3.7 0.6 0.6 0.7 0.1 RoC 45 45 0.6% $13.86 0.6 3.0 0.5 0.6 0.5 -0.1 FBoC 37 39 -6.5% $18.36 0.5 2.3 0.4 0.4 0.4 0.0 GH 31 43 -27.3% $19.36 0.4 2.2 0.3 0.4 0.4 0.0 NDoC 44 48 -7.6% $16.67 0.5 2.5 0.4 0.5 0.4 -0.1 LHoC 22 24 -9.4% $28.87 0.3 1.5 0.2 0.3 0.3 0.0 LoC 25 27 -6.1% $24.68 0.3 1.7 0.3 0.3 0.3 0.0 PKCTY 9 13 -28.6% $55.14 0.2 0.8 0.1 0.1 0.1 0.0

Second Quarter R-18 FY 2018 Table 11 – Flex Routes Service Standards Monitoring Report FLEX Routes Dallas Area Rapid Transit Second Quarter 2018

Avg Avg 1Q18 2Q18 Weekday Weekday Pass/ Service Service SPI Pass Pass % Sub/ Rev Performance Performance Point LINE 2Q18 2Q17 Change Pass Index Hour Index Index Index Change $4.00 10.50

841 145 144 0.9% $18.07 0.2 10.4 1.0 0.7 0.6 -0.1 843 71 93 -23.3% $17.94 0.2 9.8 0.9 0.7 0.6 -0.1 842 53 71 -26.0% $31.48 0.1 6.2 0.6 0.4 0.4 0.0 870 162 177 -8.3% $22.01 0.2 5.5 0.5 0.4 0.4 0.0 840 103 128 -19.9% $31.96 0.1 4.7 0.5 0.3 0.3 0.0 887 53 50 5.3% $36.93 0.1 3.7 0.3 0.3 0.2 -0.1

Second Quarter R-19 FY 2018

Route Performance Index Crosstown Routes

1.0

0.9

0.8

0.7

0.6

0.5

0.4

0.3

0.2

0.1

0.0 400 401 402 403 404 405 408 409 410 415 428 444 445 451 452 453 463 466 467 475 486 488 987

RPI Std

Route Performance Index Express Routes

0.8

0.7

0.6

0.5

0.4

0.3

0.2

0.1

0.0 205 206 208 210 211 278 283

RPI Std

Second Quarter R-20 FY 2018 Route Performance Index Rail Station Feeder Routes

1.0

0.9

0.8

0.7

0.6

0.5

0.4

0.3

0.2

0.1

0.0 500 501 502 504 505 506 507 508 509 510 513 514 515 516 521 522 524 525 526 527 528 529 531 532 533 534 535 536 538 541 542 544 547 549 551 553 554 555 560 566 568 571 574 582 583 585 591 592 593 594 595 597 702 704 705

RPI Std

Route Performance Index Transit Center Feeder Routes

1.0

0.9

0.8

0.7

0.6

0.5

0.4

0.3

0.2

0.1

0.0 333 346 347 350 360 361 362 372 374 376 377 378 380 385

RPI Std

Second Quarter R-21 FY 2018 Route Performance Index Local Routes

1.2

1.0

0.8

0.6

0.4

0.2

0.0 1 2 11 12 19 21 24 26 27 29 31 35 36 39 42 52 59 60 63 76 81 82 84 110 111 155 161 164 183

RPI Std

Service Performance Index Flex Routes

0.7

0.6

0.5

0.4

0.3

0.2

0.1

0.0 840 841 842 843 870 887

SPI Std

Second Quarter R-22 FY 2018 Service Performance Index DART-on-Call Zones

0.8

0.7

0.6

0.5

0.4

0.3

0.2

0.1

0.0 GH LoC RoC FBoC LHoC NDoC PKCTY NCPoC

SPI Std

Service Performance Index Site-Specific Shuttles

1.8

1.6

1.4

1.2

1.0

0.8

0.6

0.4

0.2

0.0 TI 722 723 749 768 BAY UTD MCE DFW RSON UTSW

SPI Std

Second Quarter R-23 FY 2018 Table of Contents

Section 3 – Marketing and Communications Department and External Relations Department Report

Page Campaigns M3 New Year’s Miller Lite Free Rides Promotion M6 DART Safety & Security Initiatives: Security Blitz, Newsletter M8 St. Patrick's Day Promotion M10 New Discover Advertising Campaign, including Spring Break Airport Advertising M11 Spring Staycation M13 DART Say Something Facebook Panel Ads M15 Auto Show

Initiatives M16 Transit Education – Student Art Contest M18 Transit Education – Other M19 Cotton Belt Regional Rail Project Activities M20 March Service Change Marketing M22 Capital Projects/External Communications Activity

Programs M24 Media Relations M29 Media – Printed/Traded/ Purchased M31 Customer Service Center

Page 1 Second Quarter M FY 2018 FY 2018 Quarterly Marketing and Communications Department and External Relations Department Report Second Quarter

New Year’s Miller Lite Free Rides Promotion December 31, 2017 • Location: Systemwide

Project Overview: • DART kicked off the New Year by teaming up with MillerCoors to offer Miller Lite Free Rides New Year's Eve on all DART buses, light rail trains, paratransit vehicles and the Trinity Railway Express.

Project Elements: Outdoor Assets: • Train and bus wraps • Bus head-signs • Corner markers • Station banners • Windscreens • Platform digital AV message boards • Ticket vending machine decals • A-Frames Interiors: • Train and bus interior posters • Train and bus audio messages • TRE seat-drop cards • Infotainment bus monitors • Farebox covers Digital/Electronic/Audio: • Customer service on-hold messaging • Subscriber emails • Social media • Websites for DART and TRE

Page 3 Second Quarter M FY 2018 New Year’s Miller Lite Free Rides Promotion (continued)

Highlights: • FREE RIDES program by Miller Lite will extend through January 2020. • Media coverage on Fox for News at 9, Dec. 20, generated more than 178,000 positive impressions. • Print and digital media coverage between Dec. 18 and 20 generated nearly 608,000 positive impressions.

By the Numbers: • Total rides for the Sunday night FREE RIDES program was 19,000 – a 49 percent decline from the previous year. Several factors attributed to the decline in ridership for 2017, including: ○○ New Year’s Eve fell on a Sunday for 2017, and Sunday ridership is always lower than Saturday. ○○ Fort Worth did not provide Sunday service for New Year’s Eve – this limited the traffic coming through CentrePort/DFW Airport Station on TRE. ○○ It was much colder – 27 degrees vs. 58 degrees from the previous year, and unfortunately, inclement weather negatively affects ridership. • Between Dec. 15, 2017 and Jan. 1, 2018: ○○ The home page on DART.org was viewed 22,198 times, and the DART.org/specialevents page was viewed 2,311 times. ○○ The Events & Destination page on trinityrailwayexpress.org was viewed 2,049 times, and the NYE information page on the TRE website was viewed 2,950 times. ○○ The GoPass offer was viewed 2,909 times and received 70 click-throughs.

Page 4 Second Quarter M FY 2018 New Year’s Miller Lite Free Rides Promotion (continued)

By the Numbers: (continued) • 547 units of signage included infotainment bus monitors, corner markers and banners. ○○ 420,000 impressions ○○ Market value: $31,749 • Four DART Daily articles were viewed 438 times. • Five Facebook posts reached 10,219 people and were shared 31 times. • Six tweets on Twitter generated 55,563 impressions. • One Instagram post reached 726 people and generated 899 impressions.

Page 5 Second Quarter M FY 2018 DART Safety & Security Initiatives: Security Blitz, Newsletter Wednesday, March 7, 2018 • Locations: 52 DART stations and facilities systemwide Project Overview: DART's agency priorities for 2018 include a Board Resolution to focus and drive safety and security initiatives across multiple departments, including DART Police, Planning Development, Service and Marketing. DART customers deserve a safe commute and these focused initiatives should raise awareness and elevate public confidence: • Quarterly blitzes • Quarterly surveys • Monthly newsletter

Project Elements: • Executed Q2 Security Blitz, which was designed to increase awareness and downloads for the DART Say Something app. • Launched new monthly safety and security Insights newsletter.

Highlights: • Increased overall downloads by 24 percent, from 5,502 to 6,812. • DART executive management team led the way recruiting and volunteering with their teams. • Volunteers were staffed at 52 DART stations and facilities that were grouped in 20 different zones. ○○ 26 front line staff, including concierges and travel ambassadors, served as captains.

Page 6 Second Quarter M FY 2018 DART Safety & Security Initiatives: Security Blitz, Newsletter (continued)

By the Numbers: • There were 1,310 Say Something app downloads in just one day – average is 140 downloads per week. • The one-day blitz generated more than 100 million positive earned media impressions. • Nearly 200 DART employees volunteered for the March 7 Security Blitz. • 1,317 units of signage included bus interiors, infotainment bus monitors, rail interiors, corner markers and windscreens. ○○ 15.4 million impressions ○○ Market value: $451,744 • Eight Facebook posts reached 6,400 people and generated nearly 9,000 impressions; nine tweets on Twitter produced 18,119 impressions, and one Instagram post reached 612 people and garnered 715 impressions. • Three DART Daily articles were viewed 116 times. • Two editions of Insights have been produced and shared with the Board.

Page 7 Second Quarter M FY 2018 St. Patrick's Day Promotion March 17, 2018 • Location: Systemwide Project Overview: Metro&State Section B Saturday,March 17,2018

• Promote riding DART as the safe way to and from the ST.PATRICK’SDAY FESTIVAL FEDERAL COURT Have law-abiding Financier St. Patrick's Day Parade & Festival. fun at theparade targeted FROM STAFF REPORTS formed Dallas police officers and Many of thequestionable she- another 200-plusplainclothes of- nanigans at the Dallas St. Patrick’s ficers to patrol. Many of them have Parade &Festival are not actually il- worked the event in thepast,which in suit legal.They’re just frowned upon.Or means theyare aware that lots of pa- stupid.Orunsafe. And also some- trons bring rolling coolers and Big Gulp cups filled with adult beverag- FamilyofslainDNC staffer cites timesfun. Jae S. Lee/Staff Photographer es. While you maynot getintrouble Othersare against the law, no Want to avoidgetting arrested at the parade this weekend? distress over retractedFox News for minding your business sipping a question. Forexample, you can’t le- Keep alcohol offthe streets and keep your clothes on. story; allegationscalled ‘hogwash’ gally drink on the streetduringthe beer while watching the parade, you parade. Open containers are not al- could land in some trouble if you By DANA BRANHAM Staff Writer lowed on Dallas streets on anyday, draw attention to yourself. [email protected] MAP of the parade routeand weather forecast, 5B and that includes St. Patrick’sDay. Find other allowed and forbid- Theparade has hired 210 uni- den activities on Page 5B. ADallas-area financier is atargetin a lawsuit filed by the parents of aslain Demo- craticNational Committee employee, accus- Project Elements: ing him of causing them emotional distress through his involvement in aFox News story theysay exploited their son’s death. Joel and Mary Rich, parentsofSethRich, aDNC employee who was fatally shot in 2016 in Washington, D.C.,filed the lawsuit in federalcourtthis • Transit advertising: windscreens and corner markers week against Ed Butowsky, amanaging partner at Chapwood Investments LLCinAddison, as well SETH as FoxNewsand reporter RICH Malia Zimmerman. They sayButowskyintentionally exploited their son’s deathbycollaborating with FoxNewsina“sham news article” purport- ing that their son had leaked thousands of DNC emails to WikiLeaks before he was • March Target Marketing Ads (TMA): 27 local newspapers, killed. Butowskysaid Thursdaythat the allega- tions in the lawsuit are “hogwash.” “It’s completely frivolous, baseless and there’s noteven aclose dotted line to the truthfrom thisstorythat theyhave,”hesaid. FoxNewsretracted the article aweek including minority publications after it was published in May2017, saying it See TARGET Page 7B

Photos by Jae S. Lee/Staff Photographer Cyclists passablooming fruit tree at WhiteRock Lake. Therecentsunnyweather hasbeeninviting, butpollen createsadownside. GOVERNMENT TRANSPARENCY ALLERGY SEASON • TV spots on CW33 Youcan put A‘rip-roaring’ start public data High pollen cues abudding to good use beginning Take alook at these examples of By LOYD BRUMFIELD how TheNewsfound answersby • Digital outdoor Staff Writer lbrumﬁ[email protected] digging intorecordsavailable to all It’s early,but several unwelcome By SARAH MERVOSH visitors have already made their Staff Writer [email protected] presence feltinNorth Texas. “The levels of cedar pollen are When apolice officer shot an unarmed already in the high category; juni- 15-year-old boy in Balch Springs last year, per is getting high, and pine is get- thepublic wanted to know: Whathap- ting up there as well,”saidBrian pened? James, meteorologist for KXAS-TV When a13-year-old girl reported being • Print ads in The Dallas Morning News and Dallas Observer (NBC5). raped at aDallas psychiatric hospital, other Yep, allergyseason has arrived. patients had aright to know: What was the Though it’s difficult to predict hospital’ssafetyrecord? the severityofallergyseason,fore- When abeloved elementaryschool teach- casters can gain some insight by er stopped showing up for work, her stu- looking at trends from the fall, dents and teachers wanted to know: Why? James said. “The levels of cedar pollen arealready in the high category;juniper is getting high,and pine is The Dallas Morning News routinely relies “You have to look at moisture in gettingupthereaswell,” says Brian James, meteorologist forKXAS-TV (NBC5). on publicrecords lawtofind theanswers to thearea to see if there was enough such questions. And youcan, too. of it to getthose plants up out of lateinthe year,and the areaex- Symptoms of cedar and pine “Mountain cedar is alreadyrip- In honor of Sunshine Week — anannual theground andblooming,”he said. perienced its wettest Februaryon allergiesare fairlystandard and roaring,”James said,“so we’rewell celebration of governmenttransparency and • Online and mobile advertising Most of December was dry, record,“so there’s plentyofmois- resemblehay fever—itchyand on our waytoaninteresting season.” James said. But in general, pre- ture out there to help getusstarted,” wateryeyes, scratchythroat,con- cipitationwas aroundnormal levels James said. gestion and sneezing. Twitter: @LoydBrumﬁeld See YOU Page 7B • Promotion on social media, DART.org and GoPass app TheeRide

...... ofof thethe Irish • Press release Be safe this St. Patrick’s. DART.org/SPD DN-1667630-03

B1 03-17-2018 Set: 22:38:58 Sent by: [email protected] News CYANMAGENTAYELLOWBLACK

Highlights: • Provided additional service on the Orange, Red and Green Light Rail lines, and the TRE. • Positioned volunteers at high ridership stations. • Implemented line management procedures to ease overcrowding at Lovers Lane Station. • Executed a more robust parade presence, including: ○○ Mavs promotional bus ○○ DART Special Events van in St. Patrick's Day finer ○○ DART “spokesmodel” leading the parade team ○○ DART parade team handed out branded beads

Page 8 Second Quarter M FY 2018 St. Patrick's Day Promotion (continued)

By the Numbers: • Official ridership for the annual St. Patrick s Day Parade is detailed in the following table which compares last year’s ridership (March 11, 2017) with the current year (March 17, 2018):

St Patrick St Patrick Change % Change 2017 2018 Bus 44,299 42,968 -1,331 -3.0% Rail 83,337 109,992 26,655 32.0% TRE 5,981 7,059 1,078 18.0% Total 133,617 160,019 26,402 19.8% • Event organizer estimated attendance at over 100,000. • 18 units of transit advertising ○○ 250,000 impressions ○○ Market value: $15,600 • Media: 116,748 ads ○○ 8.8 million impressions ○○ Market value: $51,208 • Ten Facebook posts reached 17,353 people; 10 tweets on Twitter generated 24,341 impressions, and two posts on Instagram reached 1,242 people and generated 1,469 impressions. • Six DART Daily articles were viewed 342 times. • The St. Patrick’s Parade & Festival was highlighted in the January/February issue of Rider Insider. ○○ We print 4,000 copies, which are distributed on our trains and buses, as well as placed in nine area hotels.

Page 9 Second Quarter M FY 2018 New Discover Advertising Campaign, including Spring Break Airport Advertising March 2018 Project Overview: The new DART Discover advertising campaign features new creative that amplifies the brand positioning: DART Empowers Discovery. This campaign targets the following key audiences: • Dependent riders • Business commuters • Students • Tourists

Project Elements: • General market components include: ○○ Print ○○ Bus and rail interiors ○○ Windscreens ○○ New DARTable website INSIDE FAMILYTRAVEL FIVE: Explorestory of struggle with civil rights tour 2K PASSPORTS: Processing cost to increase forin-person applications 2K Travel BROOKLYN: Ever-changing borough full of newdiscoveries 4K ○○ Out of home (OOH) billboards Section K Sunday, February 25,2018 CRUISES

○○ Digital Voyage to Onecool Antarctic Peninsula delivers adventure JOURNEY of alifetime By KRISTY ALPERT ○○ Radio SpecialContributor was buriedinamound of snow the first time Ifelt thegazeofthose dark,pen- Ietrating eyes. Ididn’teven hear himcoming, his foot- ○○ Experiential marketing steps muffled by the sounds of icebergs clashing together and the wind roaring over thesloping hills above. Suddenly,his feet were just inches frommyface,and Iwas made keenlyawarethat it wasjustthe twoof us trapped together in that moment as Ifelt his gaze go from curioustostupefied.

He hadeveryreasontobeconfused,considering Iverywell could have beenthe first human he’s seen in months, yearsormaybe even hisentirelife.But as Ipeekedthrough the hoodofmyexpedition parka, straining nottomove amuscle, IknewIhad made a Spring Break Airport creative See SEE Page 5K • Launched mid-February and included: ○○ Branded social media posts

Above: Thedays aredivided intomorning and afternoonexcursions on the Polar Latitudes cruise. Excursions arelargely dependent on ○○ Print ads in The Dallas Morning News, SMU Campus weather conditions, landing conditions and wildlife sightings. Upperleft: Theseals arefriendly on a 12-dayPolar Latitudes cruise to Antarctica. Daily, Suburban Parents and Bollywood magazine Photos by Kristy Alpert/Special Contributor

Playin OHIO downtown Cincinnati at scenic places RechargeinCincinnati such as the lively ○○ OOH billboards Riverwalk. Experiencethe sights,sounds There’s plentytodoon downtown’s Riverwalk, which andtastesofQueenCity’s renaissance was completed in 2015. Hopon swings in Smale Riverfront Park By ROBIN SOSLOW walls of architectural gems. Feast and don’t miss the huge Sing the Special Contributor on food, drink and music in Queen City sculpture. Joggerson grand oldbuildings. Cincinnati the 5-mile-long path encounter Swing on artworks in a is the perfectplace to recharge impressions of dinosaurs and museum. Count twinkling stars your senses now thatthe Ohio other animals on the geological ○○ Facebook from arooftop bar.Hunt for boomtown’s renaissance has hit Robin Soslow/Special Contributor wild characters roaming up the peak fun. See CINCINNATI Page 5K ...... By the Numbers:

DN-1666286-01

• Media: 240,612 ads K1 02-25-2018 Set: 16:59:03 Sent by: [email protected] CYANMAGENTAYELLOWBLACK ○○ 14.3 million impressions ○○ Market value: $46,930

Page 10 Second Quarter M FY 2018 Spring Staycation

Project Overview: Campaign focused on promoting DART as your ride to local and regional attractions, activities and events occurring during spring break.

Project Elements: • DFW Kids print • Dallas Child e-blast • Dallas Mom's Blog partnership • DART Daily posts • Paid social media elements • Social media

Highlights: • Collaborated with Dallas Mom's Blog for social media promotion March 9-16. Elements included: ○○ Featured blog posts ○○ Instagram story ○○ Twitter posts ○○ Facebook Live ○○ Facebook posts

By the Numbers: • Dallas Mom's Blog reached a social audience of 19,855 with 1,461 followers engaging with the post. • Dallas Child Eblast: ○○ 42,400 subscribers ○○ Total opens: 7,177 ○○ Total clicks: 1,010 • Print impressions: 120,000

Page 11 Second Quarter M FY 2018 Spring Staycation (continued)

By the Numbers: (continued) • March 6 DART Daily article was viewed 1,330 times and shared on Facebook 19 times. • March 6-23 paid Facebook post reached 17,894 people and generated 40,618 impressions, including 7,710 organic impressions. • March 13 Facebook post reached 592 people and generated 819 impressions. • March 13 tweet on Twitter produced 1,762 impressions. • March 5 Instagram post received 512 likes.

Page 12 Second Quarter M FY 2018 DART Say Something Facebook Panel Ads

Project Overview: Created an interactive Facebook ad to create awareness and generate downloads for the DART Say Something app. (Facebook ad shows up on phones only and includes video and links to DART.org/DARTSaySomething). These were designed to provide ongoing communications support for the broader safety/security initiative.

Project Elements: Based on Q1 FY18 survey results regarding questions about safety and security, two audience types were utilized: • Matched list from Texas public voter records: ○○ Female, ages 18-54, living in targeted zip codes • Facebook list: ○○ Same demographics as matched list, plus college graduates and incomes above $50,000 • Campaign dates and locations: ○○ Dec. 13, 2017-Jan. 29, 2018: downtown Dallas ○○ Feb. 6-20: Addison, Farmers Branch, Garland, Richardson, Rowlett and southern Dallas ○○ Feb. 20-March 1: Carrollton, Plano, Irving, Cockrell Hill, northwest Dallas and southwest Dallas ○○ March 1-7: Uptown, Highland Park, University Park and central Dallas

Highlights: • Nearly 12 million positive earned media impressions were generated prior to the March 7 system-wide security blitz. • More than 100 million positive earned media impressions were generated the day of the event.

Page 13 Second Quarter M FY 2018 DART Say Something Facebook Panel Ads (continued)

By the Numbers: • 1,862 total app installations Dec. 11, 2017-March 5, 2018 • Total audience: ○○ Matched lists: 142,700 ○○ Facebook lists: 600,000 • Reach: 111,146 • Total impressions: 648,874 • Post engagements: 1,516

Page 14 Second Quarter M FY 2018 Auto Show February 14 - 18, 2018 • Location – Kay Bailey Hutchison Convention Center

Project Overview: Promote riding DART to the DFW Auto Show.

Project Elements: • DART Express Bus display • Traded 165 rail interior cards and website/GoPass

Highlights: • Prime, high traffic exhibit space nea luxury vehicles.

By the Numbers: • Over 350,000 people attended the auto show. • More than 5,000 people visited DART’s booth

Page 15 Second Quarter M FY 2018 Transit Education – Student Art Contest September 2017 - February 2018

Project Overview: The annual DART Student Art Contest is an element of the Transit Education program, and provides opportunities for youth and their families to discover DART in a creative and DEADLINE WEDNESDAY, FEBRUARY 2018 DART fun way. 28, 2018 STUDENT ART The contest is open to all students, organizations, faith-based CONTEST institutions, and home-schooled individuals in kindergarten Community Partners DART.org/artcontest through 12th grade. This year's theme was OH, THE PLACES Media Partners

DART GOES. 143-002-1018_ET_8.625x11.125 Student Art Contest ad for Dallas Parents TRIM: 8.375 X 10.875 / BLEED: 8.625 X 11.125 Area judges and employees selected 30 winners including the Best of Show, Doreen Chen, a sophomore at Jasper High School – Plano ISD DART hosted a recognition program and reception at Dallas Museum of Art April 19.

Project Elements: • Art contest flye • Television interview on NBC 5 • Social media • Print and television advertising • Transit advertising: Bus and rail interiors, infotainment bus monitors and windscreens

Highlights: Community Partners • Dallas Contemporary • Dallas Museum of Art • Dallas Zoo • Perot Museum of Nature and Science • Half Price Books

Page 16 Second Quarter M FY 2018 Transit Education – Student Art Contest (continued)

Highlights: (continued) Media Partners • NBC DFW • Telemundo 39 • The Dallas Morning News • Al Día • Suburban Parent • Familia DFW • Plano Profil

By the Numbers: • Received 1,157 individual student entries from 141 individual schools and organizations • Eleven posts on Facebook reached 7,840; and nine tweets on Twitter generated 79,832 impressions, and two posts on Instagram reached 1,420 and generated 1,738 impressions. • Four DART Daily articles were viewed 937 times. • Strategically placed articles in four consumer/ family focused publications generated 161,000 positive impressions. • Media: 641 ads ○○ 13.3 million impressions ○○ Market value: $188,097 • Media: 1,298 transit ads ○○ 8 million impressions ○○ Market value: $199,871

Page 17 Second Quarter M FY 2018 Transit Education – Other

Project Overview: Ride DART to the During the second quarter, Transit Education staff Older Americans conducted 57 education/community outreach programs, Month Information and engaged face-to-face with 13,439 people. Stakeholders & Health Fair included dependent riders, non-riders and occasional riders. Populations included students (ages 6 to 18); adults (18-64) and senior citizens (65+). NOW IS THE PERFECT AGE TO ENGAGE

OLDER Thursday, May 10, 2018 AMERICANS MONTH Project Elements: 10 a.m. – 1 p.m. ENGAGE AT E VERY AGE : MAY 2018 • On-site presentations, educational tours Centennial Hall in Fair Park Green Line to Fair Park Station GET REWARDED FOR RIDING.

and exhibit booths Plus, health screenings, entertainment, Simply present your valid DART pass to giveaways and more! receive a special prize. Plus, DART will recognize the center or organization that • Dart.org/transiteducation Register for the event today at brings the most seniors on DART. www.DART.org/seniors.

Questions about the event? Call 214-749-2582. Media Partners Sponsored by Highlights: Community Partners • Successful execution of Student Art

Contest planning 143-006-0118 OLDER AMERICAN EVENT 2018 FLYER 8.5 x 11 with bleed CMYK • Older Americans Information and Health Fair planning

By the Numbers: • Achieved 13,439 face-to-face impressions • Conducted 57 education/community outreach programs, reaching: ○○ 10,208 students ○○ 2,245 adults Ride DART to the Thursday, May 10, 2018 ○○ 986 senior citizens 10 a.m. – 1 p.m. OLDER Older Americans AMERICANS MONTH Month Information Centennial Hall in Fair Park ENGAGE AT E VERY AGE : MAY 2018 • DART.org/transiteducation received Green Line to Fair Park Station Plus, health screenings, entertainment, GET REWARDED FOR RIDING. & Health Fair giveaways and more! Register for the event today at Simply present your valid DART pass to 9,096 page views receive a special prize. Plus, DART will www.DART.org/seniors. recognize the center or organization Questions about the event? Call 214-749-2582. that brings the most seniors on DART.

Community Partners Media Partners Sponsored by

NOW IS THE PERFECT AGE TO ENGAGE

Page 18 Second Quarter M FY 2018 Cotton Belt Regional Rail Project Activities January, February, March 2018 • Locations: Various

Project Overview: Capital Planning and Development preparation of the Draft Environmental Statement (DEIS), which assesses the impacts and benefits of regional rail service along the 26- mile corridor from Plano to DFW Airport.

Project Elements: • Preliminary Engineering (to 10 percent) • Draft EIS Preparation • Project schedule includes the following elements: ○○ Area focus group (AFG) meeting ○○ Community meeting ○○ Service Plan Amendment public hearing

Highlights: • North Dallas AFG meeting was held March 1 at the University of North Texas Dallas. • North Dallas community meeting was held March 8 at Parkhill Junior High School • Project Facebook Live session was completed March 15, and was viewed 13,602 times. • Cotton Belt Service Plan Amendment public hearing was held March 27 at DART headquarters.

By the Number: • More than 150 people participated in North Dallas AFG and community meetings. • Over 60 people attended the public hearing, and 35 of those people made comments.

Page 19 Second Quarter M FY 2018 March Service Change Marketing March 26, 2018

Project Overview: • Market the March 2018 Service Change improvements and bus route modifications to customers

Project Elements: • Updated Service Change brochure • Social media/digital information

Highlights: • Updated Service Change brochure cover to cleaner photography with highlight of modifications to selec bus routes. • GoLink was featured in DART’s 2017 Progress Report: Moving North Texas Forward. • March Service Change marketing focused on print, social and digital: ○○ Press release, Facebook and Twitter posts introduced new mobility choices for Rylie, Kleberg and the Inland Port area of southern Dallas county. ○○ Strategically placed articles in several local consumer-focused publications. ○○ The city of Plano announced the new GoLink service in their March 20 newsletter.

By the Numbers: • March 23 DART Daily article, “DART Aims to Improve Bus Service with March 26 Change,” was viewed 243 times. ○○ Three other DART Daily articles related to service change, including the new GoLink, were viewed more than 200 times.

Page 20 Second Quarter M FY 2018 March Service Change Marketing (continued)

By the Numbers: (continued) • Various versions of a GoLink article were placed in Southern Dallas County Business & Living magazine, Granite Park tenant e-newsletter and Good Life Family magazine. The two magazines have a combined readership of 124,000. The e-newsletter was sent to 553 people. • Facebook: two posts in March about the service change reached more than 2,400 people, and four posts about GoLink reached 3,914 people. • Twitter: five tweets on the service change, includin GoLink, generated more than 20,000 impressions.

Page 21 Second Quarter M FY 2018 Capital Projects/External Communications Activity

Project Overview: “Moving North Texas Forward”: The External Relations department works with contractors, DDC (a public affairs company) and AlphaVu (an advanced social network analysis firm), to pursue different opportunities to harness forms of educational, movement based, and digital tools. These tools have helped us communicate in innovative and unique ways to shape the conversation that DART is the region’s mobility manager. Capital Projects: Q2 FY18 included looking ahead to 2018 (Path to the Future series), Cotton Belt (Behind the Tracks and Facebook Live Event) and D2 messaging and the new video series, Faces of DART. External Communications: Q2 FY18 includes #OurDART features with characters Alex, Kevin and Julie (introduced in Q4 FY17); posts featuring DART safety messages, and Valentine’s Day and St. Patrick’s Day messages.

Project Elements: • 37 Facebook posts • 36 tweets on Twitter • 16 DART Daily blog posts • 11 Emails sent to Cotton Belt, D2 and Faces of DART groups

Page 22 Second Quarter M FY 2018 Capital Projects/External Communications Activity (continued)

By the Numbers: • Facebook: ○○ 100,928 people reached ○○ 2,846 post clicks ○○ 846 engagements • Twitter: ○○ 149,310 impressions ○○ 643 total engagements • DART Daily: ○○ 3,739 blog post views • 11 emails sent ○○ 14,696 total recipients

Page 23 Second Quarter M FY 2018 Media Relations

Project Overview: DART's media relations team keeps the public informed of any events, incidents, activities, facilities, equipment, plans or employees that could result in social, local, national or international media coverage.

Project Elements: Press Releases: • 3/23/2018 - DART deploying major bus service improvements March 26 • 3/23/2018 - Permit parking coming soon to Downtown Rowlett Station • 3/21/2018 - DART expands low-emission transit with 82 CNG buses from New Flyer • 3/21/2018 - Permit parking coming to Downtown Rowlett Station • 3/16/2018 - Notice of Public Hearing: Cotton Belt Corridor Regional Rail Project • 3/15/2018 - Quick facts and contacts for Dallas Area Rapid Transit (DART) • 3/9/2018 - Tune in to a special Cotton Belt Facebook Live • 3/9/2018 - GoLink upgrades and expands North Central Plano DART On-Call zone • 3/9/2018 - Bus routes 502 and 583 detour to Mockingbird Station • 3/7/2018 - DART employees join effort to empower customers, strengthen security • 3/5/2018 - DART to provide free transportation on election day • 3/5/2018 - DART selects LAN for Red and Blue line platform extensions • 3/5/2018 - March 2018 service improvements • 3/2/2018 - New DART app empowers customers, strengthens security

Page 24 Second Quarter M FY 2018 Media Relations (continued)

Project Elements: (continued) • 3/1/2018 - DART, MADD team up for a safe St. Patrick's Day • 2/26/2018 - DART again offers shuttle while Las Colinas APT undergoes repair • 2/26/2018 - Electric cars revolutionize the vehicle market • 2/20/2018 - DART's GoLink expanding in Southern Dallas and Plano • 2/5/2018 - Detours during Mardi Gras Oak Cliff Parade • 1/24/2018 - DART Ticket Vending Machine alert • 1/22/2018 - D-Link adding Sunday service, changing streetcar, trolley connections • 1/19/2018 - New D-Link Route comes to you Jan. 29 • 1/11/2018 - Prepare for detours during the 2018 Dallas MLK Day Parade • 1/5/2018 - DART providing first look at new electric bu • 1/3/2018 - Green Line passengers should expect weekend delays due to I-345 work

Highlights: Following are some of the top stories where DART is mentioned: • In January, developers of the Dallas-to-Houston high-speed bullet train publicized new renderings and details of the train’s Dallas passenger station, which would occupy about 60 acres in the Cedars, just south of the convention center downtown. That land is mostly vacant, and conveniently located near two DART properties: Dallas Convention Center and Cedars stations (36 million impressions).

Page 25 Second Quarter M FY 2018 Media Relations (continued)

Highlights: (continued) • New mobility choices to Kleberg, Rylie, and a portion of the Inland Port in Southern Dallas County were introduced in February. GoLink, a demand-response service, builds upon DART's existing On Call services by providing "last mile" access to and from the rest of the DART rail and bus network. The new neighborhood service is flexibl and available when needed for work or to run errands (3.2 million impressions). • After a home north of Dallas Love Field Airport exploded in February, Dallas Fire & Rescue asked DART for help in evacuating an entire neighborhood to safety. Agency buses successfully relocated families and helped keep firefighters and neighbors dry and warm A six-block radius, including more than 700 students at Stephen C. Foster Elementary, was evacuated as a precaution as crews worked to investigate whether the explosion was linked to two other fires reported in the area earlier in the wee (20 million impressions). • DART is adding security officers and new cameras o platforms, buses, and trains. A new mobile phone app, “DART Say Something,” is also part of the initiative. In March employees spread out to promote it as the easiest, most discreet way to report safety concerns directly to DART Police (104.7 million impressions).

Page 26 Second Quarter M FY 2018 Media Relations (continued)

By the Numbers: Broadcast – January • 98.2 million Positive • 166.1 million Neutral • 180.9 million Negative • 445.2 million Total Viewers/Impressions

Print/Online - January • 4.8 million Positive • 1.1 million Neutral • 3 million Negative • 8.9 million Total Viewers/Impressions

Broadcast – February • 3.1 million Positive • 1.7 million Neutral • 3.7 million Negative • 8.5 million Total Viewers/Impressions

Print/Online - February • 112.5 million Positive • 41.4 million Neutral • 297.4 million Negative • 451.3 million Total Viewers/Impressions

Page 27 Second Quarter M FY 2018 Media Relations (continued)

By the Numbers: (continued) Broadcast – March • 6 million Positive • 711,568 Neutral • 40,877 Negative • 6.75 million Total Viewers/Impressions

Print/Online - March • 143.4 million Positive • 24.1 million Neutral • 5.9 million Negative • 173.4 million Total Viewers/Impressions

Page 28 Second Quarter M FY 2018 Media – Printed/Traded/ Purchased

Project Overview: During the second quarter, we promoted the following campaigns: • 2018 Student Art Contest • DART to Spring Break • DART to Mavs • DART to Stars • Discover DARTable • D-Link, Express Bus • GoLink • Human Traffickin • Older Americans Event • Senior Annual Pass • St. Patrick's Day Parade • Staycation

Project Elements: • Online/mobile • Digital outdoor • Print • TV • Social media • Radio

Highlights: • We used trade dollars for the following campaigns: 2018 Student Art Contest, DART to Spring Break, Discover DARTable, D-Link, GoLink, Human Trafficking, Older Americans Event, Senior Annual Pass and St. Patrick's Day Parade and Festival. • Created four new partnerships for the Student Art Contest and Older Americans event.

Page 29 Second Quarter M FY 2018 Media – Printed/Traded/ Purchased (continued)

Highlights: (continued) • The media campaign was supported with social media and strategically placed content (at no cost) in local consumer/family publications: ○○ A “Stay Close, Go Far on a DARTable Staycation” article was published in Destination DFW, The Messenger and Good Life Family magazine. Combined, these publications have a monthly readership of 48,000. ○○ A “D-Link – Hop on for Free” article was published in Concierge Connection, Destination DFW and Living Well magazine – Dallas and Collin counties. Concierge Connection is distributed to 74 commercial office buildings in Dallas Fort Worth. Destination DFW and Living Well magazine has a readership of 58,000. The city of Garland also published the article in community newsletter. ○○ A “DART the Greener Choice” article, which highlighted D-Link, was published in the April issue of Natural Awakenings. It also was posted on Destination DFW and Good Life Family magazine. These publications have a readership of 157,000. By the Numbers: • TRADE: 850-unit ads ○○ 14.8 million impressions ○○ Market value: $225,212 • Total ads for FY18 Q2: 359,378 ○○ 40 million impressions ○○ Market value: $440,554 • DART to Mavs campaign support on social media: ○○ Facebook: four posts reached 2,148 people. ○○ Twitter: three tweets produced nearly 60,000 impressions and generated 1,779 engagements. ○○ Instagram: two posts reached 1,640 people, produced 2,022 impressions and generated 171 engagements.

Page 30 Second Quarter M FY 2018 Customer Service Center

Project Overview: Customer Service celebrated Black History Month and Women's History Month.

Project Elements: • For Black History Month, Customer Service had a daily trivia contest throughout the month of February. They also dressed up in African attire on the last day to end the celebration. • In recognition of Women's History Month, Customer Service celebrated women and their historical achievements.

Highlights: • Customer Service celebrated their Q1 Division Level Measurement win with lunch from Macklin’s Catering Company.

Page 31 Second Quarter M FY 2018 Table of Contents

Section 4 – Planning Progress

P&D1 Executive Summary

P&D6 Employer Service Program Development

P&D8 Bicycle Pedestrian Program Development

P&D10 Construction and Installation of Standard Shelters

P&D12 Vanpool Program

P&D14 Bus Corridor Concept Development

P&D16 Downtown Dallas Circulator Options

P&D18 Five-Year Action Plan Score Card

______P&D Second Quarter FY 2018

Executive Summary

The Planning and Development Department consists of two divisions which report directly to the Vice President, Mobility Programs Development, and Service Planning and Scheduling.

This department is responsible for a broad range of planning and development activities, from ongoing refinement of the current bus system, to conceptualizing future services and projects and advancing them through various levels of development.

The scope of work of the Planning and Development Department includes the following responsibilities and functions:

✓ Service Planning & Scheduling performs specific functions to include short-range and midrange bus service planning, scheduling, and innovative services like vanpools and shuttles ✓ The Mobility Program Development Division performs planning, design and development of Capital Projects, ITS projects (ICM) and Passenger facility amenities

Highlights This Quarter

Service Planning & Scheduling

• Employer Services Program: Site-specific shuttles or employer shuttle services incorporate bus services targeted at employers for services designed specifically for the employees of the employer. These services are currently operating at D/FW Airport, UTSW Medical Center, Texas Medical City, Texas Instruments, SMU, City of Richardson Galatyn Station Shuttle, McKinney Avenue Streetcar, UTD, Baylor Scott & White and Parkland Hospital.

✓ The UTD Site-Specific Shuttle transitioned into a 10-year shuttle agreement (effective October 1, 2016) to correspond with the approval of a contract for operation of the UTD service. Under the new agreement, DART assumed management of the service contract, and UTD will reimburse DART for at least 50% of the cost of service in FY18 (60% in FY17). UTD will also pay DART for discounted student passes as they have in the past. Final signings of the interlocal agreement with UTD and the contract for the shuttle operation have been completed. Effective with the school year beginning in Fall 2017, Monday through Friday service on the McCallum Express Shuttle has been replaced by an expanded McCallum-Meandering route that effectively (in concert with the existing Frankford route) provides trips every 10 minutes between the campus and McCallum apartment complexes. That service is also operating every 30 minutes on Saturdays. We have successfully incorporated the UTD shuttle into DART’s automated and real-time systems with a data transmission facility on the UTD campus. Construction has been completed on the new campus transit center that has served as the terminal for the three main shuttle routes since January 8, 2018.

______P&D 1 Second Quarter FY 2018

Executive Summary

• Shuttle Service & Ridership:

✓ STAR Transit - Mesquite: Average daily ridership during the second quarter of FY 2018 was 111 passengers in January, 120 in February, and 110 in March. This showed an increase over the same three months in FY 2017 (78, 90, 70). A Second amendment between DART, City of Mesquite and STAR Transit, was approved by the DART Board September 12, 2017, to continue the operation of the Compass Route through the end of FY18. ✓ New Parkland Shuttle: The Parkland Shuttles 704 and 705 initial routing were implemented on August 17, 2015 with the opening of the new Parkland Campus. Additional schedule adjustments were implemented in March 2017 to provide consistent daytime frequency on weekends. Route 704 average weekday ridership: January (681), February (753), March (693). Route 705 average weekday ridership: January (160), February (184), March (189). 704 ridership was up compared to the same three months in FY 2017 (497, 413, 464), whereas 705 ridership was down compared to the same three months in FY 2017 (248, 247, 193). ✓ Park Cities: Average weekday ridership during 2Q18 was 10 passenger trips per day during January, 9 passenger trips during February, and 9 passenger trips during March. This showed a decrease compared to the same three months in FY 2017 (13, 12, 12).

• Amazon Shuttle: Amazon has reached an agreement with STAR Transit to be served by their Hutchins route which will also serve UNT Station, Cedar Valley College, and several Hutchins locations including Federal Express. Amazon is included in the Inland Port zone of DART’s GoLink Mobility on Demand service, which began operations 2Q18, February 26, 2018. Service on the Hutchins routes began April 2, 2018.

• On-Time-Performance (OTP) Projects:

✓ March 2018 Service Changes: March 2018 service changes were implemented, including a number of schedule changes aimed at OTP improvement. ✓ August 2018 Service Changes: A small number of weekend schedule changes aimed at improving OTP will be included in the August package. These changes do not require Board action. ✓ Five-Year Plan for OTP improvement: Staff developed a plan for implementation of a series of schedule adjustments for FY16 – FY20. Funds for FY17 adjustments were included in the FY17 Operating Budget and were implemented as a part of FY17 service changes. Based upon the current Financial Plan, all changes should be completed early by the end of FY19. Bus OTP for FY18 year-to-date averaged 82.07%, an improvement from previous years.

______P&D 2 Second Quarter FY 2018

Executive Summary

• Special Events:

✓ St. Patrick's Day Parade: The 39th St. Patrick's Day Parade was held on Saturday, March 17, 2018. DART's transportation plan worked well and there were no major issues. Additional LRT capacity was added along with DART volunteers, DART Police, transit personnel and other DART staff. ✓ Other Special Events: During 2Q18, the Martin Luther King Jr. parades and associated events in Dallas and Garland during the weekend of January 13-15 impacted DART service, as well as the Rock & Roll Marathon and other related events during the weekend of March 24-25.

• Enhanced Bus Corridor: Daktronics digital sign flickering issues have been resolved. Enhanced Bus Shelter pilot program was a success. Recommendation to install 9 additional Enhanced Bus Shelters were approved during 2Q18. These shelters will be purchased and installed as part of the new shelter contract. • Downtown Dallas Circulator Options: DART Board of Directors approved a recommendation from the Planning Committee in November 2017 to implement a D-LINK service change on January 29, 2018. The new route would connect the Dallas Streetcar to MATA via Main St., add Sunday service, and end earlier in the evening. Weekday ridership averaged 221 and Saturday averaged 335 in January 2018 on the old route. After the service change, weekday ridership fell to 190 and Saturday to 222, but Sunday service added ridership with an average total of 179. In March, stakeholders were encouraged to see ridership growth to 249 on the average weekday, 316 on Saturday, and 197 on Sunday. • Vanpool Program: The vanpool vendor vRide was sold to Enterprise Rent-A-Care aka EAN Holdings. Transfer of contract via a Novation Agreement (novation agreement legally transfers the Vanpool contract from one vendor to another) was signed in April. DART is currently working with FWTA and DCTA on a joint vanpool procurement to attract future competitive bids for vanpool service. • Service Improvement Activities: DART continues efforts to improve bus service in FY18. March 2018 service changes have been implemented, and include off-peak frequency improvements for 11 routes, route restructuring in Northeast Dallas aimed at making more direct service and improved coverage, and the introduction of new GoLink Mobility on Demand service in 5 of 6 pilot zones located in Plano and Dallas. The sixth GoLink zone will begin operation in August 2018. A second On Call zone for Rowlett is planned for June implementation pending 3Q18 Board approval. • Service Standards: The Operations Committee continued to receive monthly briefings on different aspects of DART’s adopted Service Standards, which are policy guidelines that direct the planning and evaluation of DART services. Briefings will continue through August, and the Board will consider a series of changes to the Standards in the first half of FY19.

______P&D 3 Second Quarter FY 2018

Executive Summary

Mobility Program Development

• 511DFW: The 511DFW website had 1,235,066 hits in the past quarter (January-March 2018), and the Phone system received 25,766 calls during the same time. 11,153 Incident, Road closures, detour information and additional traveler assistance information events were posted on the 511DFW website and 511DFW Phone System. Special event information updates on the 511DFW system is also an on-going effort. North Central Texas Council of Governments (NCTCOG) approved a contract to operate 511DFW beginning mid-3Q17 for a period of three years. Enhancements/improvements to the 511DFW website and IVR systems are planned to go live in July 2018. • Rowlett Parking: Rowlett video based parking lot capacity monitoring project was 95% complete by December 2017. The technology will allow us to monitor lot capacity in real time and share that information through an app. Preparations were finalized for the beginning of reserved parking for Service Area residents in April. On March 28, 2018, DART began issuing parking permits to Rowlett residents in advance of a program that will restrict portions of the parking lot for residents only. The resident-only parking areas were scheduled to take effect on May 7, 2018. • Transportation System Management (TSM): The Street Repair Program for repair of member city streets heavily used by DART buses is an ongoing effort. A series of meetings have been held between DART, City of Dallas and the Citizen Advisory Committee members in the past year. DART is working closely with the City and County regarding street conditions on Kiest Blvd From Illinois Avenue to Cedar Crest for a plan of action to make repairs along Kiest Blvd between the SOC Bus Facility and Southerland. DART is awaiting approval of the ILA to transfer funds to the City of Dallas, and a council resolution to complete the PASS and Street Repair funding transaction. Garland informed DART that it would pursue the use of PASS and Street Repair funding for other Garland projects which since have been identified. • TRIPS Programs: Invoices from Highland Park, University Park and Glenn Heights have been received, reviewed and processed for reimbursement for 2Q18 based on the TRIP Program agreements. To date, no requests for reimbursement have been received from Cockrell Hill. • Crewroom Project: During 2Q18, DART received a Certificate of Occupancy (CO) for Parkland Medical and is in final stages of electrical and water connections for building units at Dallas Convention Center and Trinity Mills. In addition to the three (3) completed units, three (3) more building units at Royal, Inwood and Spring Valley are substantially completed awaiting final inspection for utility connections. Contractor has received construction permit for 8th & Corinth and Farmers Branch as requested and revised by member cities. Plans for issuance of permit applications for Irving, Glenn Heights, Forest and Park Lane are under review. Design of the Downtown Carrollton Crewroom unit is nearing completion to replace the cancelled Mockingbird unit. Project is on schedule and within budget and will be completed by 4Q18. This contract will address the deficiencies regarding the number of crewrooms supporting DART’s bus operation.

______P&D 4 Second Quarter FY 2018

Executive Summary

• Standard Shelter Installation: During 2Q18, DART staff worked with contractors to improve sidewalk and ADA accessibility at three existing shelter locations within the City of Dallas. The budget approved to purchase an additional 200 bus shelters, 10 smart shelters, and 200 free standing solar powered bus stop lights as part of the new 2018-2020 shelter contract. • Collin County Rides: Ridership for the Collin County Rides (CCR) continued to experience the overall upward trend observed since the taxi-operated Demand Response Service program began in October 2016, with the normal rebound in ridership after the normal December holiday decline. 2Q18 figures for March were 637 total trips, versus 451 in December 2017, a 41% ridership rebound. 2Q18 figures in January, February and March reflected an increase of over 100 riders from the same months in 2017. • Better Utilizing Investments to Leverage Development (BUILD): The Planning Department will assist in the application process for the Better Utilizing Investments to Leverage Development (BUILD). The project suggestion is for a Critical Function Dispatch Center. Deadline for this grant application is 3Q18. • Mobility on Demand Pilot Test: DART’s Mobility on Demand Sandbox project continued in 2Q18, with the successful launch in March of the Rylie-Kleberg, Inland Port, North Central Plano, and expanded Legacy Mobility on Demand Services. The North Central Plano Service added the Chase Oaks area to the prior service zone. The Rylie-Kleberg Mobility on Demand Service overlapped the end of the former service to assure ease of transition. Transition from former service was successful and ridership trends are being carefully monitored for adequacy of resources and ridership trends.

______P&D 5 Second Quarter FY 2018

Employer Service Program Development Service Planning and Scheduling

Strategic Priorities Priority 1: Continually improve service and safety experiences and perceptions for customers and the public Priority 2: Optimize and preserve (state of good repair) the existing transit system

Description The Employer Services Program incorporates services targeted at employers: Employer Shuttles (E-Shuttles), Site-Specific Shuttles, Airport and other services in which DART partners with employers to provide innovative transit connections between the DART system and potential trip generators. Site- specific shuttle or employer shuttle services are currently operating at D/FW Airport, UTSW Medical Center, Texas Medical City, Texas Instruments, SMU, City of Richardson Galatyn Station Shuttle, McKinney Avenue Streetcar and UTD, and Parkland Hospital.

Accomplishments • 2Q18: The Board approved the McKinney Avenue Transit Authority (MATA) funding agreement for two years. However, the board has requested a comprehensive study before any more funding is considered. • 4Q17: Baylor Scott White Site-Specific Shuttle Agreement was approved by the board on August 8, 2017. • 3Q17: Access Agreement with STAR Transit for UNT

Dallas Station and Camp Wisdom Station approved in May 2017. (Resolution 170052) • 2Q17: During the Planning Committee Board meeting an Access Agreement was presented to grant STAR Transit access to the UNT Dallas Station, Camp Wisdom Station and the Glenn Heights Park & Ride. This item is scheduled for presentation, final review and approval for the Committee of the Whole.

Issues • 1Q18: MATA has requested additional funding due to escalating operating costs of the streetcar service. Request is currently under review and will be discussed as a part of renewal of the MATA Site-Specific Shuttle Agreement in 2Q18/3Q18. • 3Q17: Lincoln Properties who owns and manages various buildings adjacent to Medical City is requesting a joint shuttle partnership with Medical Cities existing shuttle. In exchange for an additional stop(s), Medical City would be compensated to defray operating costs. Pending further disposition. ______P&D 6 Second Quarter FY 2018

Employer Service Program Development Service Planning and Scheduling

• 2Q17: McKinney Avenue Streetcar has related that their team is considering the possibility of introducing a passenger fare. This would impact the language of the current agreement and would require further discussion and/or amendment changes with MATA. • 2Q17: The Director of Parking and Transportation at SMU is requesting discussion on possible options should Park Cities decide to withdraw as a member city.

• 1Q18: BAYLOR and MEDICAL CITY is requesting a Schedule meeting for 2Q18 to discuss a request for an inflationary increase of DART site-specific shuttle contributions. • 1Q18: The City of Arlington announced that the MAX Express Service agreement will end December 31, 2017. The service will be replaced by a new on demand pilot program and will be introduced December 11, 2017. • 3Q17: NCTCOG Vanpool ILA scheduled for Board approval August/September.

• 3Q17: Baylor Site Specific Shuttle Agreement scheduled for Board approval July/August. • 2Q17: Baylor Site Specific Shuttle Agreement is set to expire Sept. 2017. • 2Q17: Currently working on a Draft Funding Agreement for SMU projected for board presentation in April.

Project Manager(s) Rob Smith/Dan Dickerson

______P&D 7 Second Quarter FY 2018

Bicycle / Pedestrian / Last Mile Program Service Planning and Scheduling

Description The Bicycle / Pedestrian Program Development will improve pedestrian, ADA, and bike access to rail stations, providing one major way to address the first mile/last mile problem. It will result in additional ridership as trips that are improbable via transit alone become more feasible when easy bike and other access/egress is added. Both work and recreational trips are targeted to boost system ridership.

Accomplishments • 2Q18: Funding approved to purchase and install 100 additional Bike Lids at rail stations and transit centers. • 2Q18: Feb 21, 2018 DART participated as a NCTCOG Bike/Ped panel member for open discussions on Bike Sharing. • 1Q18: Nov 16, 2018 DART hosted a Bikeshare Advisory Committee meeting consisting of all member cities. The purpose was to share information, ideas and policies as new bikeshare companies enter the DART service area. • 4Q17: Coordinated in review and potential agreement for bikeshare program with multiple vendors. Continued coordination with DART funding contribution for regional trail connections for Lewisville-Carrollton-Coppell trail. Prepared agenda report for board approval. Continued coordination with NCTCOG on plans for bicycle access to Cypress Waters development. Drafted request for Miscellaneous Contractor to install parking bollards at UNT Station. Will need to go through procurement. Finalized Design Change Control request. It was determined DCB approval was not required for the request. • 3Q17: Coordinated with Farmers Branch on design and implementation of trail connection to Farmers Branch Station. The trail runs along Denton Drive between Squire Place and Valwood Dr. Farmers Branch submitted draft plans to DART for review. Next step is for Farmers Branch to submit preliminary engineering drawings of the trail. Coordinated with Carrollton on Broadway Trail connection between Downtown Station and Trinity Mills Station. Carrollton is preparing draft plans to submit to DART for review. Coordinated with NCTCOG on plans for bicycle trail access to the Cypress Waters development to the potential Cotton Belt Station. Coordinated with NCTCOG on DART funding contribution for regional trail connections for Lewisville-

______P&D 8 Second Quarter FY 2018

Bicycle / Pedestrian / Last Mile Program Service Planning and Scheduling

Carrollton-Coppell trail. Funding has been budgeted for FY18 in the amount of $17,857 • 3Q17: Prepared project scope for review of last mile connections to DART stations. The scope includes the identification of sidewalk gaps and possible improvements. • 3Q17: Coordinated in the review and potential agreement for bikeshare program with possible vendor Vbikes.

Issues • Capital Planning and Development continues to evaluate and assess all applicable DART facilities to accommodate bikeshare companies. This process is rather lengthy and may delay DART issuing License Agreements soon. • Additional analysis of the 2014 On Board Survey will be done using the trip data (lat/long info). This data will be evaluated for use in planning bike parking and the need for additional infrastructure connecting to the stations.

Schedule • 4Q18: Initiate Bike Lid electronic procurement request • 4Q18: Finalize 100 Bike Lids and bikeshare rack locations for rail stations and transit centers. • 3Q18: Draft scope of work to procure a 100 Bike Lids • 3Q18: Development and update of main Geo/Database for Bike Amenities within DART service area. • 3Q18: April 26, 2018 Update briefing on the Trinity Forest Spine Bike/Ped Trail which will have some DART interface. • 3Q18: DART Bike to Work Day events scheduled for May 18, 2018 (7AM-9AM). DART will have eight (8) energizer stations. • 4Q17: Coordinate with Farmers Branch for submittal of preliminary engineering design of bike/ped trail along Denton Dr to connect to Farmers Branch Station. • 4Q17: Coordinate with Carrollton on submitting draft plans for bike/ped trail connecting Downtown Carrollton Station and Trinity Mills Station.

Project Manager(s) Dan Dickerson and Patricio Gallo

______P&D 9 Second Quarter FY 2018

Construction & Installation Service Planning of Standard Shelters and Scheduling Development

Description The Standard DART Bus Shelter program is intended to provide additional amenities and a cleaner, safer, more comfortable place to wait, where daily boarding activity is greater than 50 passengers or where a sensitive use is present.

Accomplishments • 2Q18: DART worked with AT&T and City of Dallas to temporarily close and relocate the Commerce & Field bus stop. • 2Q18: Issued an interlocal agreement with AT&T to temporary relocate Commerce & Field bus stop and develop a permanent shelter solution. • 2Q18: Worked with contractors to improve sidewalk and ADA accessibility at three existing shelter locations within the City of Dallas. • 2Q18: Scope of work completed for the 2018-2020 shelter contract. • 2Q18: Budget approved to purchased 200 bus shelters, approximately 10 smart shelters, and approximately 200 free standing solar powered bus stop lights as part of the 2018-2020 shelter contract. • 1Q18: Placed 10 shelter pads and installed 10 shelters. • 4Q17: 22 shelters installed 3 enhanced shelters, and 1 PV light. • 3Q17: During this quarter, DART staff installed 12 standard shelters, 2 enhanced shelters, 20 PV lights and 10 solar retrofitted shelters were installed. 30 shelters and 10 PV lights ordered and will be installed in 4Q17. • 2Q17: 8 standard shelters, 4 enhanced shelters, and 2 prototype PV lights installed. A total of 20 PV lights ordered and will be installed in 3Q17. • 1Q17: 40 shelters ordered, 10 will be installed and 30 awaiting pad completion. 3 prototype PV lamps ordered – 1 installed and is in testing – 2 remaining units will be installed within 2Q17. New shelter pads scheduled for 2Q17.

Issues • 2Q18: The Commerce & Field Street bus stop and shelter was closed until the end of the year due to the construction of the AT&T Discovery District. Riders have been relocated to the Commerce & Lane or the Commerce & Griff bus stops. DART and AT&T have an interlocal agreement that requires a new shelter and bus stop be reinstalled after the construction.

______P&D 10 Second Quarter FY 2018

Construction & Installation Service Planning of Standard Shelters and Scheduling Development

• 4Q17: Shelter budget review added to program schedule increased time for output. New pad ordering and finalizing process also adding to shelter output schedule. Service change and bus stop deletion required new location maps for shelter installations. • 3Q17: Pad installation slowed by limited r.o.w. New pad configuration being looked into. • 2Q17: Need for shelter pads. Pad installation schedule affected by needed site surveys to identify r.o.w; additional needed site scrutiny for determining pad sizes. • 1Q17: More shelter pads are needed. GIS and data sets need to be developed to help in identifying candidate locations for bus stop upgrades.

Schedule • 4Q18: Finalize permanent shelter solution for the Commerce & Field bus stop. • 4Q18: Issue Notice To Proceed for 2018-2020 shelter contract • 3Q18: Issue 3rd bid package for placement of a total of 3 shelters and 3 bench pads in Carrollton, Addison, Dallas and Richardson. • 3Q18: Initiate EPR for new shelter contract • 4Q16: Planning to prioritize shelter installations continues in FY17. Resources for retrofitted lighting may be directed to additional shelters – additional approvals needed. • 3Q16: Schedule, budget revisions, and structuring of new shelter contract was prioritized during this quarter.

Project Manager(s) Jennifer Jones and Ali Behseresht

______P&D 11 Second Quarter FY 2018

Vanpool Program Service Planning and Scheduling

Strategic Plan Priority 1: Continually improve service and safety experiences Consideration and perceptions for customers and the public Priority 2: Optimize and preserve (state of good repair) the existing transit system

Description Ongoing support will be provided for DART’s vanpool program. The Vanpool program is designed to mitigate traffic congestion by providing 7, 8, 12, and 15 passenger commuter vans. DART will continue to benchmark best practices for a successful program.

Accomplishments • 2Q18: The Novation Agreement (novation agreement legally transfers the Vanpool contract from one vendor to another), was signed between DART and Enterprise. This completes the transfer of the vanpool contract from DART’s previous vendor vRide. • 2Q18: DART secured $4K from the NCTCOG for Vanpool marketing and promotions. Marketing will create “gas pump toppers” to be mounted at fueling stations in targeted areas. • 2Q18: DART is taking the lead on forming a joint vanpool procurement with FWTA. This will enable DART and FWTA to leverage better pricing and service at contract renewal. ILA is in development. • 2Q18: An FTA “Buy America” waiver is now available for DART to use to expand the makes and models of vehicles available to DART vanpool participants. • 2Q18: Received notification from Workforce Solutions of South Dallas that they received formal funding notification from the NCTCOG regarding JARC funding for vanpool programs. Kick off meeting scheduled for April/May 2018. • 4Q17: DART worked with employers in the Southern Dallas, Inland Port area regarding alternative transportation solutions and future mobility options. A publication was released in September detailing the array of services DART provides and was distributed to the following employers; L’Oreal, Sprouts, Amazon, Home Depot, Ace Hardware, and Schenker Inc. • 3Q17: DART partnered with the Workforce Solutions Greater Dallas in submitting an NCTCOG JARC Grant Application for Job Access in the Southern Dallas-Inland Port Area. Project Awards will be announced in Fall 2017. DART continued to promote the vanpool program to large employers in the service area through outreach events and education sessions. DART conducted a meeting with Enterprise to discuss Contract Assignment and Vanpool Program transition from vRide to Enterprise. • 2Q17: DART participated in a Roundtable Discussion with ______P&D 12 Second Quarter FY 2018

Vanpool Program Service Planning and Scheduling

Workforce Solutions Greater Dallas to address transportation issues in the Inland Port Area. The Vanpool Program was presented to employers during the workshop to generate interest. DART secured OSTEI funds ($5,000) from the NCTCOG to market and promote and vanpool program. The funds will be utilized to buy two billboard spaces in the Inland Port Area to promote vanpooling in the Best Southwest Cities.

Issues • 2Q18: DARTs vanpool fleet has dropped from 183 groups to 177 groups. Highland Park construction projects were completed and those formations terminated their vans. • 1Q18: DART Legal has advised this office and Contracting that ENTERPRISE still has not shown evidence that Enterprise has totally acquired VRIDE. As a result, DART Legal is not advising that DART sign the novation agreement at this time. Contracting has scheduled a meeting with ENTERPRISE and Legal for in February 2018 to continue discussion. • 4Q17: DART and Enterprise are still in the process of working out the Novation Agreement. DART’s legal team has concerns about certain liability aspects Enterprise should take ownership of due to the outright purchase of VRIDE. No agreement has yet been made. There was a delay from NCTCOG with the ILA that withheld vanpool Federal funds for reimbursement. • 3Q17: Current vanpool groups from Enterprise may take time to be transitioned in the DART program. DART and Enterprise are currently working on a solution.

Schedule • 3Q18: Workforce Solutions of South Dallas (Inland Port) JARC planning. • 1Q18: FWTA has inquired if DART is interested in entering into a joint procurement to possibly get better pricing and attract new vendors to bid for vanpool services. DART will start discussions with FWTA in February 2018.

Project Manager(s) Rob Smith / Dan Dickerson

______P&D 13 Second Quarter FY 2018

Service Planning Bus Corridor Concept Development and Scheduling

Description DART is in the process of initiating better, enhanced, and rapid bus corridors in its non-rail areas or areas that will not be served by rail for the next 15-20 years. Implementing enhanced bus corridors will allow for increased bus ridership and reduce travel time by minimizing the following various forms of delay:

• General congestion • Traffic signals • Obstruction by other vehicles turning right • Passenger stops

Phase I implementation occurred in FY’13. Rapid Ride service along the Forest Lane corridor and Better Bus service along the Westmoreland corridor were implemented this phase. Phase II will be the implementation of Enhanced Bus Shelter in FY’15. These will be the first shelters in North America that will be completely solar powered. The Enhanced Shelters will include Accomplishments next bus arrival information, security cameras and lighting.

• 2Q18: Staff received approval to install 9 additional Enhanced Bus Shelters as part of the new shelter contract. • 2Q18: Contractor resolved next bus digital sign flickering issues. All digital signs are working properly. • 1Q18: Daktronics digital sign flickering issues have been resolved. • 1Q18: Enhanced Bus Shelter pilot was a success. Additional shelters will be ordered as part of the new shelter contract. • 4Q17: Luminator 120-day pilot ended. The pilot was a success and no issues were identified. • 3Q17: Luminator kicked off its 120-day pilot in June 2017. The pilot allows for the testing of Luminator’s 2-line digital and DART’s next bus arrival information. No issues have been identified. • 2Q17: Luminator is moving forward with its 120-day pilot. ______P&D 14 Second Quarter FY 2018

Service Planning Bus Corridor Concept Development and Scheduling

The digital sign and brackets have been ordered. A standard shelter has been installed at 4209 Main St. • 2Q17: The enhanced shelter pilot is in its 7th month. No outstanding issues have been identified. • 1Q17: Resolved defective part issue with Daktronics. Customers have provided positive feedback. • 4Q16: Daktronics signs were delivered and installed. Enhanced Bus Shelters were installed and implemented. Enhanced Bus Shelter 1-year pilot began. • 3Q16: Enhanced Bus Shelter pads placed and completed. • 2Q16: Task order was issued to Tolar for installation of 3 enhanced bus shelters. • 2Q16: Next bus software tested and approved. Planning will move forward with 1-year pilot enhanced bus shelters at 3 locations. • 2Q16: Issued and awarded enhanced bus shelter pad construction. • 1Q16: Next bus software development has been completed, as well as the testing of the software at the first article shelter (housed) at DART’s Main Street operating facility.

Issues 2Q18: None to report at this time.

Schedule • 4Q18: Award shelter contract. • 3Q18: Finalize 9 Enhanced Bus Shelter locations. • 3Q18: Initiated electronic procurement request for a new shelter contract. • 2Q18: Identify future Enhanced Bus Shelter locations. New shelters to be installed as part of the new shelter contract. • 1Q18: Make recommendation to install additional Enhanced Bus Shelters. • 4Q17: 1-year pilot for the 3 Enhanced Bus Shelters will end. • 3Q17: Implement 120-day pilot utilizing Luminator digital sign. Install bus shelter and Luminator digital sign.

Project Manager(s) Jennifer Jones

______P&D 15 Second Quarter FY 2018

Service Planning Downtown Dallas Circulator Options and Scheduling

Description Downtown Dallas Inc. (DDI) and City of Dallas have requested DART evaluate the extent of the market for Downtown Dallas shuttles. Specifically, they have requested DART assist with the following:

• Evaluate central business district circulator routes proposed by the DDI and City of Dallas relative to cost and potential ridership. • Determine the most productive strategy for providing transit service to tourist attractions and hotel guests. • Downtown Shuttle “D-link” was implemented on Monday, Accomplishments November 4, 2013.

• 2Q18: D-Link averaged 249 weekday riders, 316 Saturday riders, and 197 Sunday riders. • 2Q18: D-Link stakeholders recommend new stops to make up for constant Downtown construction • 1Q18: DART Board approve D-Link service modifications. • 1Q18: D-Link averaged 259 weekday riders and 365 Saturday riders. • 4Q17: D-Link Shuttle funding agreement approved the City of Dallas and Downtown Dallas, Inc. • 4Q17: D-Link averaged 310 week-day and 444 Saturday riders. • 3Q17: In June 2017 D-Link averaged 449 week-day and 529 Saturday riders. Our funding partners have requested that the route be modified to operate between Dallas Streetcar and MATA via Main St. DART staff is evaluating their request. • 2Q17: In March 2017 D-Link averaged 297 week-day and 413 Saturday riders. • 2Q17: Deep Ellum stop implemented in March 2017. • 1Q17: In October 2016 D-Link averaged 301 week-day and 383 Saturday riders. • 4Q16: Implemented D-Link modification to operate as a Downtown only route. In September 2016, D-Link averaged 307 week-day and 400 Saturday riders. ______P&D 16 Second Quarter FY 2018

Service Planning Downtown Dallas Circulator Options and Scheduling

• 3Q16: DART Board of Directors, City of Dallas and DDI approved D-Link modifications. • 3Q16: The D-Link marketing plan has been completed. • 2Q16: Conducted public hearing and community meetings on D-Link modifications. • 2Q16: City of Dallas and DDI approved D-Link modifications. • 1Q16: Dallas Streetcar will be extended to serve Bishop Arts District in late 2016. To avoid the duplication of the Dallas Streetcar route, between Union Station and Bishop Arts District, the D-Link service route will be modified. Staff completed the proposed D-Link service modification plan. • 1Q16: Funding partners approved proposed D-Link modification plan. The DART Board was also briefed during the Planning Committee on the proposed D-Link changes.

Issues • Stakeholders have requested to modify D-Link to operate as a shuttle that operate between MTA and Dallas Street Car via. Main Street. • Electric bus delivery has been delayed until 3Q18.

Schedule • 3Q18: Implement electric vehicles (planned) • 2Q18: Implement D-Link service modifications. • 1Q18: DART Board approve D-Link January 29, 2018, service modifications. D-Link modified to downtown Dallas only. It was also modified to serve as the central link between the Dallas Streetcar and McKinney Avenue Trolley. • 4Q17: Approve 2017-2018 D-Link Shuttle agreement. • 3Q17: Stake holders review and approve revised D-Link route. • 2Q17: Implement Deep-Ellum modification. • 1Q17: Approved D-Link modification to Deep Ellum. • 1Q17: Modify D-Link schedule to layover at Convention Center Station instead of Olive & McKinney. • 2Q17: Modify D-Link route to serve Deep Ellum.

Project Manager(s) Hans-Michael Ruthe

______P&D 17 Second Quarter FY 2018

Service Planning FY 2018 Score Card and Scheduling Five-Year Action Plan

Objectives Services Activities INCREASE RIDERSHIP • Expand Blue Line During 2Q18, SOC-3 ridership stabilized. Initial ridership Services decreases at Ledbetter station continue to be offset by ridership growth and overall ridership in the corridor is growing. Ridership in the entire corridor is trending up because of the two new stations.

Feeders to Transit Centers and Major bus service changes were implemented in March 2018, Stations including off-peak frequency improvements on 11 routes, service restructuring in NE Dallas, and schedule adjustments targeting on time performance. Frequency improvements resulted in 30-minute midday service on most of the routes with improved frequency.

• Improve Improved Passenger Support Scope of work for the 2018-2020 shelter contract was Customer Waiting Facilities completed. Budget approved to purchase 200 bus Shelters, Conditions approximately 10 smart shelters, and approximately 200 free standing solar powered bus stop lights as part of the 2018-2020 shelter contract.

IMPROVE COST EFFECTIVENESS • Implement DART On-Call Non-Traditional 5 of the 6 Mobility on Demand (GoLink) zones are now in full Efficiencies service operation, with service weekdays, 5am-8pm. Ridership has been gradually building since the start up.

Site-specific Shuttles APC ridership counting for the UT Dallas shuttle is functioning and calibration issues are being addressed. A sampling plan is being developed to take advantage of the APC capability. The second quarterly rider satisfaction survey was conducted with continued positive rider responses. MATA funding agreement approved by the board in March. Board is requesting a comprehensive study for any future agreements.

Non-Traditional Vanpool Second Quarter ridership has been stable with no notable change. Transfer of the vanpool contract between vRide and Service (E-Shuttle) Enterprise was completed in April. A novation agreement was prepared and signed by DART Legal.

Service Changes Monitoring of the August 2017 service changes continued. Analysis of schedule improvements continued.

______P&D 18 Second Quarter FY 2018

Table of Contents

Section 5 – Project Development Progress Report

grd-i Acronyms GRD9 Scope of Projects Program of Interrelated Projects - Dallas Central Business District (CBD) D2 GRD15 Map GRD16 Summary Control Schedule GRD17 Cost Summary GRD18 D2 Alignment GRD20 Six-Month Look Ahead Program of Interrelated Projects - Red & Blue Line Platform Extensions GRD23 Summary Control Schedule GRD24 Cost Summary GRD25 Red & Blue Line Platform Extensions GRD27 Six-Month Look Ahead Program of Interrelated Projects – Dallas Streetcar Central Link GRD31 Cost Summary GRD32 Central Link Commuter Rail GRD35 Cotton Belt Map GRD36 Summary Control Schedule GRD37 Cost Summary GRD38 Cotton Belt Corridor Facilities GRD40 Six-Month Look Ahead Trinity Railway Express (TRE) Projects GRD43 Map GRD44 Summary Control Schedule GRD45 Cost Summary GRD46 Valley View to West Irving Double Tracking GRD50 Positive Train Control (PTC) GRD55 TRE Obsession Bridge GRD57 Six-Month Look Ahead Additional Capital Development

Second Quarter GRDi FY 2018 GRD61 Summary Control Schedule GRD62 Cost Summary GRD63 Real Estate GRD64 DART Police Facilities GRD65 CBD/Traffic Signal Priority (TSP) System GRD66 CBD Rail Replacement GRD67 CCTV on LRVs GRD68 Six-Month Look Ahead Streetcar Programs GRD71 Summary Control Schedule GRD72 Cost Summary GRD73 Northern Streetcar Extension Project GRD74 Six-Month Look Ahead LRT Buildout - Phase I GRD77 Map GRD78 North Central Corridor Facilities Line Section NC-3 LRT Buildout - Phases II & III GRD81 Map LRT Buildout - Phase IIB GRD85 Summary Control Schedule GRD86 Cost Summary GRD87 Systems - SCS/OCC Modifications LRT Buildout - Phase III GRD91 Cost Summary

Second Quarter GRDii FY 2018 Second Quarter FY 2018

ACRONYMS

APT - (Las Colinas) Area Personal Transit AWP - Annual Work Plan/Program BNSF - Burlington Northern Santa Fe Railway CBD - Central Business District CCTV - Closed-Circuit Television CM/GC - Construction Manager/General Contractor CROF - Central Rail Operating Facility D2 - Dallas Central Business District Second Alignment DART - Dallas Area Rapid Transit DFW - Dallas/Fort Worth DGNO - Dallas, Garland & Northeastern Railroad Company EA - Environmental Assessment EIS - Environmental Impact Statement FAA - Federal Aviation Administration FEIS - Final Environmental Impact Statement FFGA - Full Funding Grant Agreement FHWA - Federal Highway Administration FRA - Federal Railroad Administration FTA - Federal Transit Administration FWTA - Fort Worth Transportation Authority (now known as Trinity Metro) G-2 - Northeast Corridor (to Garland) Line Section 2 GPC6 - General Planning Consultant HVAC - Heating/Ventilation/Air Conditioning IFB - Invitation for Bid ILA - Interlocal Agreement I-1 - Irving/DFW Corridor Line Section 1 I-2 - Irving/DFW Corridor Line Section 2 I-3 - Irving/DFW Corridor Line Section 3 IIH - Intermediate Instrument House KCS - Kansas City Southern Railway LNG - Liquefied Natural Gas LRT - Light Rail Transit LRVs - Light Rail Vehicles MEP - Mechanical/Electrical/Plumbing MKT - Missouri-Kansas & Texas Railroad Company MIS - Major Investment Study MSE - Mechanically Stabilized Earth NC-3 - North Central Corridor Line Section 3 NCTCOG - North Central Texas Council of Governments NEPA - National Environmental Policy Act NTP - Notice to Proceed NWROF - Northwest Rail Operating Facility OCC - Operations Control Center OCIP - Owner Controlled Insurance Program

Second Quarter grd-i FY 2018 PROGRESS REPORT ACRONYMS OCS - Overhead Contact System PA/VMB - Public Announcement/Visual Message Board PE/EIS - Preliminary Engineering/Environmental Impact Statement QA - Quality Assurance QC - Quality Control R-1 - Rowlett Extension RDC - Rail Diesel Car RFI - Request for Information RFP - Request for Proposal ROW - Right-of-Way RPD - Rail Program Development S&I Facility - Service & Inspection Facility SCADA - Supervisory Control and Data Acquisition SCS - Supervisory Control System SE-1 - Southeast Corridor Line Section 1 SE-2 - Southeast Corridor Line Section 2 SLRV - Super LRV (LRV with additional low-floor section) SOC-3 - South Oak Cliff Extension SOCBOF - South Oak Cliff Bus Operating Facility SP - Southern Pacific Railroad Company TBD - To Be Determined TIGER - Transportation Investment Generating Economic Recovery (FTA Grant) TPSS - Traction Power Substation TRE - Trinity Railway Express TVM - Ticket Vending Machine TxDOT - Texas Department of Transportation TXU - TXU Lone Star Pipeline UPS - Uninterruptible Power Supply VAF - Vehicle Acceptance Facility VBS - Vehicle Business System WSA - Ways, Structures, & Amenities

Second Quarter grd-ii FY 2018

SCOPE OF PROJECTS

PROGRAM OF INTERRELATED PROJECTS

Dallas Central Business District (CBD) D2 Alignment The second CBD alignment (D2) through Downtown Dallas, doubling downtown LRT capacity, connects Victory Station and the Green Line. This project is in the planning and development phase.

Red & Blue Line Platform Extensions The purpose of this project is to modify platforms at 28 stations along the Red and Blue Lines that were constructed before 2004 to accommodate three-car trains. The project includes modifying the CROF cleaning platform and extending the Westmoreland tail track. This modification will increase the carrying capacity of the system and enhance the core capacity of the network. The Federal Transit Administration (FTA) authorized advancement of the Red and Blue Line Platform Extensions project into Entry to Engineering (EE) on July 28, 2017.

Dallas Streetcar Central Link The Dallas Streetcar Central Link is a modern streetcar alignment connecting from the Union Station/Omni Hotel area through the central core of Downtown Dallas, linking to the M-Line trolley near Uptown and Klyde Warren Park.

COMMUTER RAIL

Cotton Belt Corridor Facilities The 26-mile long, regional rail Cotton Belt Corridor extends from DFW International Airport (DFWIA) through the northern portion of the DART service area to the existing DART Red Line, passing through the cities of Grapevine, Coppell, Carrollton, Addison, Dallas, Richardson, and Plano, with 11 proposed stations along the way. This project is in the planning and development phase.

TRINITY RAILWAY EXPRESS (TRE) PROJECTS

Valley View to West Irving Double Tracking This double tracking project involves construction of approximately 1.4 miles of new Class 4 double track between the Dallas/Tarrant County Line and the West Irving Station, including a new bridge structure and conversion of an existing turnout to a crossover. This project is currently in the construction phase.

Positive Train Control (PTC) This project is a result of a Federal Railroad Administration (FRA) mandate to prevent train-to- train collisions, overspeed derailments, movement of a train through a switch left in the wrong position, and incursion into an established work zone.

Second Quarter GRD9 FY 2018 PROGRESS REPORT SCOPE OF PROJECTS

TRE Obsession Bridge The Obsession Bridge, a 155-foot Open Deck Through Double Lattice Truss originally constructed in 1903 and modified in 1934, has reached the end of its useful life. It is currently subjected to speed restrictions for freight trains operating with 286,000-pound cars. As reinforcement is not an option, it is proposed to replace the bridge with a new superstructure with a concrete deck, concrete abutments and composite ties. The bridge truss is eligible for listing on the National Registry of Historic Places.

ADDITIONAL CAPITAL DEVELOPMENT

DART Police Facilities This project provided for the renovation and conservation of the historic Monroe Shops to house a new modern headquarters for the DART Police (completed March 2011). This project also includes the Northeast Substation and the Northwest Substation.

CBD/Traffic Signal Priority (TSP) System The CBD/TSP System project, being developed jointly with the City of Dallas (COD), provides traffic signaling priority to trains in the central business district, to ensure schedule achievement. It comprises communication between trains, detection equipment, and traffic signals.

CBD Rail Replacement The CBD Rail Replacement project is a phased implementation plan to address the condition of rail wear in the CBD (Pearl Station to Houston Street). The project includes: Phase I, limited replacement of worn rail in selected curves; Phase II, special track procurement; and Phase III, full replacement of remaining CBD rail.

CCTV on LRVs The CCTV on LRVs project involves procurement and installation of CCTV cameras, recorders, and modems to provide surveillance capability in DART’s fleet of light rail vehicles. The project plan includes two phases: Phase I – installation of 48 pre-wired vehicles, and Phase II – installation of 115 vehicles to be configured.

STREETCAR PROGRAMS

Streetcar Extension Projects The City of Dallas identified funding for design and construction services to extend the Union Station to Oak Cliff Streetcar Project south approximately 0.75 mile to the Bishop Arts District (Southern Extension – completed and in Revenue Service in August 2016), and north approximately 0.67 mile to near the Dallas Omni Hotel (Northern Extension). DART is serving as the City’s technical representative on the Northern Extension. The project is being initiated as design/bid/build project, and is being procured and managed through DART.

Second Quarter GRD10 FY 2018

PROGRESS REPORT SCOPE OF PROJECTS

LIGHT RAIL TRANSIT (LRT) BUILDOUT PHASE I

The LRT Buildout Phase I consisted of approximately 24 miles of light rail transit lines extending northeast to Garland (Northeast Corridor) from the Mockingbird Station and north to Plano (North Central Corridor) from the Park Lane Station. The construction of this 24-mile system included contracts for: facilities construction for each line section (station and guideway construction), systemwide track installation, systemwide landscaping/amenities, systems installation (traction electrification, signals, communications, and fare collection), and vehicle procurement. Phase I also included expansion of the existing Service & Inspection (S&I) Facility (completed July 2002), construction of the Vehicle Acceptance Facility (VAF - completed August 1999), and finishout of Cityplace/Uptown Station (completed December 2000). Buildout Phase I related projects (funded by FFGA Amendment 10) included Bush Turnpike Station (completed December 2002), Parker Road Station Phase II Parking (completed August 2002), Walnut Hill Parking (completed December 2006), S&I Phase II Expansion (completed November 2006), Parker Road Parking Expansion (completed October 2009), and Purchase of 20 LRVs (contract closed August 2016).

LIGHT RAIL TRANSIT (LRT) BUILDOUT PHASE II

The LRT Buildout Phase II consisted of approximately 46.1 miles of light rail transit lines extending northward from the Dallas CBD to the City of Carrollton (Northwest Corridor), including a branch from Northwest Highway out to DFW Airport (Irving/DFW Corridor). Phase II also extended the light rail transit lines southeasterly from the Dallas CBD to Buckner Blvd. in South Dallas (Southeast Corridor) and easterly from the Downtown Garland Station to the Rowlett Park and Ride (Rowlett Extension). The construction of Phase II included two construction manager/general contractor (CM/GC) contracts inclusive of pre-construction services, facilities construction, trackwork, landscaping, and systems elements installation; three design-build contracts inclusive of facilities construction, trackwork, landscaping, and systems elements installation; Northwest Rail Operating Facility (NWROF) contracts consisting of five lots; and contracts for major equipment, material, and vehicle procurements. Construction was done in two phases: Phase IIA, which includes the Southeast and Northwest corridors (26.8 miles – completed December 2010), and Phase IIB, which includes the Irving/DFW Corridor (14.5 miles – completed August 2014) and Rowlett Extension (19.3 miles – completed December 2012). Other Phase II projects included in this program were Raise and Extend Four CBD Stations (completed November 2008), NW-2 Additional Betterments and Love Field West Area Improvement (completed August 2010), Level Boarding Modifications for Outlying Stations (completed November 2012), Downtown Rowlett Station East Parking Lot (completed November 2012), and Closed-Circuit Television (CCTV) System (completed December 2012).

LIGHT RAIL TRANSIT (LRT) BUILDOUT PHASE III

The LRT Buildout Phase III consists of the southward 2.6-mile extension of the Blue Line (South Oak Cliff Corridor) to UNT-Dallas, including two new stations.

Second Quarter GRD11 FY 2018

(CBD) D2 Alignment Program of Interrelated Projects of Interrelated Program Dallas Central Business District

Map Interrelated Projects D2 Alignment

Second Quarter GRD15 FY 2018

Summary Control Interrelated Projects Schedule D2 Alignment

Dallas Central Business District (CBD) D2 Summary Control Schedule 3/31/2018

Project 2017 2018 2019 2020 2021 2022 2023 2024

D2 - Locally Preferred Alternative Refined LPA Utilities Approved

Preliminary/Final Engineering Utilities PD Extension Construction Testing Revenue Service

Second Quarter GRD16 FY 2018

Cost Summary Interrelated Projects D2 Alignment

DALLAS CENTRAL BUSINESS DISTRICT (CBD) D2 PROJECT Cost Summary (in millions of dollars) Control Current Expended

Budget Commitment (1) to Date (2) Dallas Central Business District (CBD) D2 (3) $ 1,322.5 $ 8.2 $ 4.6

1) Committed values reflect activity through 02/28/18. 2) Expended to Date values reflect activity in DART’s General Ledger through 02/28/18. 3) Control Budget reflects approved FY17 Financial Plan value as of 10/24/16.

Second Quarter GRD17 FY 2018

Dallas Central Business District Interrelated Projects (CBD) D2 Alignment D2 Alignment

Board Strategic 4: Expand DART’s transportation system to serve cities inside and Priority outside the current service area

Description This project (known as D2) establishes a second light rail transit (LRT) line through Downtown Dallas by connecting two points: Victory Station and the Green Line near the Good Latimer/Elm St. intersection. It doubles the LRT capacity through Downtown Dallas, relieving congestion on the existing Bryan/Pacific Transit Mall and on the Downtown junctions and increasing capacity systemwide.

An Alternatives Analysis/Draft Environmental Impact Statement (AA/DEIS) was completed in May 2010. The second phase of the AA effort was completed under an FTA grant to address comments and suggestions received during the AA/DEIS. That effort culminated with the DART Board of Directors’ selection of a Locally Preferred Alternative (LPA) in September 2015. That decision led to the initiation of Project Development (PD) on the LPA in early 2016. On October 25, 2016, the Board of Directors approved the FY 17 Financial Plan, which included $1.3 billion for development of an all-subway D2. This action marked a departure from the direction previously provided with the selection of the LPA. The new direction required a refinement of the LPA, where options that had been considered during the original AA/DEIS and possibly other corridors would be evaluated. This effort concluded with the Board’s confirmation of the Commerce Alternative as the LPA on September 26, 2017. PD was re-initiated on the new LPA in Fall 2017 and will conclude in or before Fall 2019.

Assumptions made in the FY 2017 Twenty-Year Financial Plan about the project include an approximately 50/50 funding share between local/federal sources, and the project is expected to be completed by 2024.

Status DART completed the LPA refinement process that culminated with the selection of the Commerce/Victory/Swiss Alternative as the LPA and, shortly after, submitted DART’s third D2 submittal for Core Capacity Program funding. The submittal was based on the Commerce Alternative, which also serves as the basis for the Project Development effort (i.e., Preliminary Engineering and Environmental Impact Statement). The D2 submittal and project received a Medium-High rating.

Second Quarter GRD18 FY 2018

Dallas Central Business District Interrelated Projects (CBD) D2 Alignment D2 Alignment

Status (Continued) The Project Development (PD) effort is focused on the Commerce Alternative, but the Study Team will continue to examine LPA routing options along Pacific and Elm Streets, as directed by the DART Board of Directors. Current and upcoming work includes finalizing scope of work, establishing a schedule, collecting building foundation plans and taking soil boring samples along the corridor(s).

On March 20, 2018, FTA denied DART’s request to extend Project Development to November 2019. At the same time, it withdrew the project from the Capital Investment Grants (CIG) program. FTA recommended that DART reapply to enter Engineering phase after all required activities are completed.

Issues None

Second Quarter GRD19 FY 2018

Six-Month Interrelated Projects Look Ahead D2 Alignment

Dallas Central Business District (CBD) D2 Six Month Look Ahead 2018 Project April May June July August September

2-Year PD Extension Pending FTA Approval Stakeholder Work Group Meetings - Early 2018

Public Meetings - Early 2018

Negotiate Task Order amount for Full PD

Conduct early PE activities (Geotech Borings, Building Foundation Data)

FTA denied DART's request to extend Project Development (PD) to November 2019

Project Development/Preliminary Engineering

Second Quarter GRD20 FY 2018

Interrelated Projects Interrelated Program of Program Red & Blue Line Platform Extensions Blue Line & Red

Summary Control Interrelated Projects Schedule Platform Extensions

Red and Blue Line Platform Extensions Summary Control Schedule 3/31/2018 Project 2017 2018 2019 2020 2021 2022 2023

Project Development Phase Completed 09/2016

Entry into Engineering Approved Jul 28, 2017

Final Engineering 65/95/100% All Groups -Complete Submission of 65% Design Jun 02, 2018 FFGA Planned Execution Mar 30, 2019 RSD Jun 19, 2022 Construction & Testing

Preliminary/Final Engineering FFGA Prep Construction Testing & Close-out Look Ahead Event Contract Closeout Revenue Service

Second Quarter GRD23 FY 2018 Cost Summary Interrelated Projects Platform Extensions

RED & BLUE LINE PLATFORM EXTENSIONS PROJECT Cost Summary (in millions of dollars) Control Current Expended

Budget Commitment (1) to Date (2) Red & Blue Line Platform Extensions (3) $ 148.6 $ 24.9 $ 7.9

1) Committed values reflect activity through 02/28/18. 2) Expended to Date values reflect activity in DART’s General Ledger through 02/28/18. 3) Control Budget reflects Core Capacity 2019 Annual Submittal scope estimate only and does not include project financing costs.

Second Quarter GRD24 FY 2018 Red & Blue Line Interrelated Projects Platform Extensions Platform Extensions

Board Strategic 2: Optimize and preserve (state of good repair) the existing transit Priority system

Description The purpose of this project is to modify platforms at 28 stations along the Red and Blue Lines that were constructed before 2004 in order to accommodate three-car trains. Modifications include extending platforms and/or raising portions of the platform to permit level boarding. This modification will increase the carrying capacity of the system and enhance the core capacity of the network.

Two ancillary projects related to the platform extension project are included in the 30% design. These projects that modify existing infrastructure to accommodate three-car trains are: modifying the CROF cleaning platform and extending the Westmoreland tail track.

Status On January 27, 2017, DART issued an NTP to design teams for Task 1, Standards Development Committee.

On July 28, 2017, the FTA provided approval to enter into engineering.

Design activities were completed under Task 1 for Cityplace/Uptown Station ventilation capacity study on January 3, 2018. Ventilation capacity is sufficient.

A traction power load flow study was completed and report submitted on December 12, 2017. Areas of power loss were identified. DART has reviewed findings from traction power load flow study and will revisit study using updated assumptions for rail operations.

NTP for pre-construction activities were issued in October and November 2017.

NTP for design services under Task 2 were issued to Groups C, D, and E in December 2017 and to Groups A and B and systems design under Group A in January 2018.

Design and CMGC teams are working to incorporate value engineering proposals in the 65% submittals anticipated in April and May 2018.

Anticipated date for submittal to FTA for Full Funding Grant Agreement (FFGA) is August 2018.

Second Quarter GRD25 FY 2018 Red & Blue Line Interrelated Projects Platform Extensions Platform Extensions

Issues Budget Reconciliation DART is working to reconcile the difference between the project budget amount of $149 million with the actual budget amount of $124 million, as stated in the Financial Plan.

Schedule Mitigation Although the project is on track for 65% design and FFGA document submittal to FTA in August 2018, the working schedule update for March 2018 indicates the project completion date is trending later than the baseline schedule. DART is working to reconcile the difference between the working schedule and the baseline schedule.

Second Quarter GRD26 FY 2018 Six-Month Interrelated Projects Look Ahead Platform Extensions

RED AND BLUE LINE PLATFORM EXTENSIONS Six Month Look Ahead 2018 Project April May June July August September CMGCs Continue Pre-Construction Services Red and Blue Line Platform CMGC - Group A Begin 65% Design NTE Cost Proposals Extensions - Pre- CMGC - Group E Continues Preconstruction Services to 100% Design Completion Construction/Construction DART Completes CMGC NTE Negotiations Related Activities CMGC - Group A Continues Preconstruction Services to 100% Design Completion CMGC - Group A Submits 65% Design NTE Cost Proposal

Group E Designer submits 95% Design Group B Designer submits 95% Design Group C Designer submits 65% Design Red and Blue Line Platform Group C Designer submits 95% Design Extensions - Design Related Group D Designer submits 65% Design Group A Designer Group E Designer submits 65% Design Activities Group D Designer submits 95% Design submits 95% Design Group B Designer submits Group A Designer submits 100% Design 65% Design Group A Designer submits 65% Design Final Design Activities Continue Systems Designer submits Final 65% Systems Design for Group A Marketing/Preproposal Conference Dallas DART Completes Proposal Reviews and Prepares Finance Committee Recommendation Red and Blue Line Platform Finance Committee Reviews & Extensions - OCIP Approves Broker Marketing/Preproposal Conference London Procurement Process COTW & Board Approval Insurance Solicitation Issued NTP OCIP NOA & NTP Insurance Broker DART Reviews & Makes Selection Ins Broker Begins Solicitation Documents For OCIP Procurement

Begin 65% Scope/Schedule/Budget Review Docs Red and Blue Line Platform Extensions - Federal Commence FTA Cost /Scope/Schedule Draft Report Review Process FTA - Led Risk Assessment

Continue Developmentof Plans and FFGA Application Documents

Look Ahead Event

Second Quarter GRD27 FY 2018

Dallas Streetcar Central Link Central Dallas Streetcar Program of Interrelated Projects of Interrelated Program

Dallas Streetcar Central Link Interrelated Projects Central Link

STREETCAR CENTRAL LINK Cost Summary (in millions of dollars) Control Current Expended

Budget Commitment (1) to Date (2) Streetcar Central Link (3) $ 92.2 $ 0.0 $ 0.0 1) Committed values reflect activity through 02/28/18. 2) Expended to Date values reflect activity in DART’s General Ledger through 02/28/18.

Second Quarter GRD31 FY 2018 Dallas Streetcar Central Link Interrelated Projects Central Link

Board Strategic 3: Optimize DART’s influence in regional transportation planning Priority 4: Expand DART’s transportation system to serve cities inside and outside the current service area

Description The Dallas Streetcar Central Link is a modern streetcar alignment connecting from the Union Station/Omni Hotel area through the central core of Downtown Dallas, linking to the M-Line trolley near Uptown and Klyde Warren Park.

Status DART, in cooperation with the city of Dallas and Downtown Dallas, Inc. (DDI), conducted a Supplemental Alternatives Analysis (AA) effort in 2017. Dallas City Council approved a resolution on September 13, 2017, endorsing the Elm/Commerce alternative as the preferred alternative. The resolution also stated the need for additional analysis of the Main Street and Young/Harwood alternatives during subsequent FTA project development efforts.

DART provided the City with a proposed scope for the FTA project development phase on February 2, 2018. Comments are pending. Once the scope is agreed to, a consultant cost estimate will be requested and negotiated. City funding for the effort will need to be secured through a project specific agreement or ILA prior to NTP. A request to enter FTA project development would be done concurrent with the agreement.

Issues Project Development Comments/New ILA No comments have been received on the project development scope as yet.

New consolidated ILA is needed.

Second Quarter GRD32 FY 2018

Commuter Rail Commuter

Cotton Belt Map Commuter Rail

Second Quarter GRD35 FY 2018 Summary Control Commuter Schedule Rail

Cotton Belt Summary Control Schedule 3/31/2018 Project 2017 2018 2019 2020 2021 2022 2023

Cotton Belt Delivery: Design/Build

Preliminary/Final Engineering Environmental Impact Statement Construction Testing Revenue Service

Second Quarter GRD36 FY 2018 Cost Summary Commuter Rail

COMMUTER RAIL Cost Summary (in millions of dollars)

Control Current Expended Budget (2) Commitment (2) to Date (1)

Cotton Belt Corridor Facilities $ 1,135.0 $ 9.9 $5.1

1) Expended to date values reflect activity through 02/28/18, as reported on DART’s General Ledger. 2) Control Budget and Current Commitment reflect activity through 02/28/18.

Second Quarter GRD37 FY 2018 Cotton Belt Corridor Facilities Commuter Rail

Board Strategic 3: Optimize DART’s influence in regional transportation planning Priority 4: Expand DART’s transportation system to serve cities inside and outside the current service area

Description The 26-mile long, regional rail Cotton Belt Corridor extends from Dallas-Fort Worth International Airport (DFWIA) through the northern portion of the DART service area to Shiloh Road in Plano. The corridor passes through the cities of Grapevine, Coppell, Carrollton, Addison, Dallas, Richardson, and Plano. Up to 11 stations have been proposed. The Cotton Belt Project would interface with three DART LRT lines: The Red Line in Richardson/Plano, the Green Line in Carrollton, and the Orange Line at DFW Airport. Also at DFW Airport, the project would connect to TEX Rail Regional Rail Line to Fort Worth and the DFW Airport Skylink People Mover.

The proposed project is a mostly at-grade, mostly single-track option. It includes both the Cypress Waters Option (diverting from the Cotton Belt to provide a station near North Lake) and the Red Line South Option (diverting from the Cotton Belt to provide a station at CityLine before returning to the Cotton Belt), terminating at Shiloh Road.

Three federal agencies are involved in oversight of the Cotton Belt Project. The Federal Transit Administration (FTA) serves as Lead Agency and the Federal Railroad Administration (FRA) and the Federal Aviation Administration (FAA) will serve as Cooperating Agencies. Funding for the project is being sought through the FRA- administered Railroad Rehabilitation and Improvement Financing (RRIF) program. FAA has jurisdiction over DFW Airport and Addison Airport.

Status In accordance with the National Environmental Policy Act (NEPA), DART is preparing an Environmental Impact Statement (EIS) for the Cotton Belt Corridor Regional Rail project. This EIS will build on the April 2014 Documentation of Environmental Conditions and 5% Engineering for the Cotton Belt Corridor Regional Rail Project Report that documented environmental conditions associated with several rail alternatives being considered.

In anticipation of relaunching the project, a series of public meetings were held during the last two weeks in August 2016. The DART FY 2017 Twenty-Year Financial Plan (approved October 25, 2016) includes funding for the Cotton Belt and accelerates implementation

Second Quarter GRD38 FY 2018 Cotton Belt Corridor Facilities Commuter Rail

Status (Continued) of the project from the year 2035 to 2022. On October 25, 2016, the DART Board added value to the General Planning Consultant (GPC6) contract to advance the Cotton Belt Project. Since December 2016, DART staff has been coordinating twice monthly with FTA, FRA, and FAA in One DOT meetings.

DART is currently updating the documentation compiled in 2014 and advancing the engineering from 5% Design to 10% Design. DART is advancing a Draft Environmental Impact Statement (DEIS). The DEIS will be available on April 20, 2018. Since January 2016, DART has coordinated with individual cities and stakeholders along the corridor. A series of public meetings were held throughout 2017.

Additionally, the corridor has been divided into four focus areas to address the individual concerns of communities along the corridor. Area Focus Group (AFG) meetings were held prior to the public meetings. The AFGs are composed of residents, stakeholders and community leaders. They will provide input and assist with resolving issues. Additionally, they will help to develop support for the project and disseminate information to their respective neighborhoods or groups.

A Service Plan Public Hearing was held on March 27, 2018. Public hearings on the DEIS will be held on May 14-16, 2018.

Issues Community Concerns North Dallas residents and Dallas Councilpersons have expressed concern about an alignment through North Dallas and the number of stations.

Second Quarter GRD39 FY 2018 Six-Month Commuter Look Ahead Rail

Cotton Belt Six Month Look Ahead 2018 Project April May June July August September

Continue to progress the Environmental Impact Documentation Cotton Belt - Preliminary Engineering Activities Dallas AFG Moved to 3/1/18 from 1/22/18 and Environmental Draft Final 95% Preliminary Engineering - 2/5/18 Impact Documentation Administrative Draft to FTA/FAA/FRA: Week following 2/5/18 DEIS 45 Day Review Period Closes PMOR Recommendation to Capital Const. Oversight Committee North Dallas Public Meeting 08/03/18 Service Plan Amendment (SPA) Hearing, if required

Record of Decision (ROD)

FTA Publish DEIS Interlocal Agreement

FTA DEIS Public Hearing

Finalize FEIS, Publish after FTA Approval

Development & Ratification of ILA Between Regional Partners

Look Ahead Event

Second Quarter GRD40 FY 2018

Trinity Railway Express (TRE) Projects (TRE) Express Railway Trinity

Map TRE Projects

Second Quarter GRD43 FY 2018 Summary Control TRE Schedule Projects

TRE Projects Summary Control Schedules 3/31/20181/31/2018

Project 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

TRE Valley View

Positive Train Control

Obsession Bridge

Design/Utilities/ROW GMP /IFB LRV Acceptance

Design, Build, Integrate Fab/Construct/Test Revenue Service

Second Quarter GRD44 FY 2018 Cost Summary TRE Projects

TRE PROJECTS Cost Summary (in millions of dollars)

Control Current Expended Budget (2) Commitment (2) to Date (1)

Valley View to West Irving Double $ 22.7 $ 23.1 $ 9.0 Tracking (3,4,5)

Positive Train Control (PTC) 34.8 37.8 4.1

TRE Obsession Bridge 9.6 0.5 0.5

1) Expended to date values reflect activity through 02/28/18, as reported on DART’s General Ledger. 2) Control Budget and Current Commitment reflect activity through 02/28/18. 3) Control Budget value reflects DART’s FY2011 approved Financial Plan value for this project. 4) Control Budget increased $6.3M to include Bear Creek Bridge Rehabilitation Project. 5) Control Budget increased $2.0M (2015) for TRE Valley View.

Second Quarter GRD45 FY 2018 Valley View to West Irving TRE Double Tracking Projects

Board Strategic 2: Optimize and preserve (state of good repair) the existing transit Priority system

Description This proposed double tracking project is located in the City of Irving. The project involves construction of approximately 1.4 miles of new Class 4 double track between the Dallas/Tarrant County Line and the West Irving Station. The project also includes a new bridge structure over Bear Creek and conversion of the existing #20 turnout to a #20 crossover.

Status The Funding Agreement between the Federal Railroad Administration (FRA) and the Texas Department of Transportation (TXDOT) was executed in July 2016, and the Construction & Funding Agreement between DART and TXDOT was also signed in July 2016.

Track material contract was issued for bid on August 7, 2015. The sole bid received in September 2015 was significantly higher than the independent cost estimate; therefore, the track materials will be provided by the Operations & Maintenance (O&M) contractor for the TRE.

DART Board authorized contract award on August 22, 2017. FRA/TXDOT provided notice to proceed (NTP) on September 8, 2017. NTP was issued to construction contractor on September 8, 2017. NTP was issued to O&M contractor on September 11, 2017.

All civil work at Valley View crossing is complete. Traffic controls have been removed. Valley View signal house conduit and support pads are complete. All guideway grading and earthwork is complete. Track installation is in progress. Double track bridge deck on falsework is complete. All drilled shafts for new bridge are complete. Precast work for bridge pier caps for gridlines 1, 2 and 3 are complete. Conduit and signal house work for West Tex and West Tex Auxiliary is complete and ready for cutover.

Contractor is preparing for 72-hour shutdown in April 2018 to permit demolition of existing bridge at Bear Creek and prefabricated bridge structure move.

EMF access road was completed and opened in January 2018.

Second Quarter GRD46 FY 2018 Valley View to West Irving TRE Double Tracking Projects

Status (Continued) Overall construction progress is approximately 72% complete. Anticipated date for project completion is July 2018.

Issues Differing Site Conditions Differing site conditions were reported by the contractor at permanent drilled shaft at Bent 2 North. Technical approach was resolved to permit completion of drilling of 2 North in November 2017. Commercial issues for change requests related to drilled shafts are under review.

Schedule Milestone Revision Contractor is trending later than contract milestone “C” date of March 20, 2018, for bridge move. DART and the contractor have agreed to a contract change to Milestone C to permit bridge move on a suitable weekend between late March 2018 and late April 2018.

Second Quarter GRD47 FY 2018 Valley View to West Irving TRE Double Tracking Projects

Double Track Bridge Deck on Falsework (left), Bridge Pier at Grid Line 2, Existing Bridge (right)

New Bridge Deck on Falsework at Bent 2

Second Quarter GRD48 FY 2018 Valley View to West Irving TRE Double Tracking Projects

Valley View Crossing Looking East

Track Installation at Location East of Valley View, Looking East

Second Quarter GRD49 FY 2018 Positive Train Control (PTC) TRE Projects

Board Strategic 1: Continually improve service and safety experiences and Priority perceptions for customers and the public 2: Optimize and preserve (state of good repair) the existing transit system

Description Congress approved the Rail Safety Improvement Act of 2008 which resulted in a Federal Railroad Administration (FRA) mandate, CFR 49 Part 236 I, Positive Train Control (PTC). PTC is designed to prevent train-to-train collisions, overspeed derailments, movement of a train through a switch left in the wrong position and incursion into an established work zone.

Status In August 2013, the US Government Accountability Office (GAO) submitted a report to the US Congress supporting the findings reported by the FRA’s 2012 report to Congress which indicated that meeting the December 2015 deadline is not possible for many Class 1 and Commuter Railroads. The industry at large supports and confirms this view citing concerns regarding lack of equipment availability and industry readiness, technical integration risk, available radio spectrum, and a general lack of consulting expertise to assist with systems integration and implementation.

The FRA issued an open letter to the rail industry on January 27, 2015, advising they would only audit critical elements of a railroad’s PTC Safety Plan (PTCSP). The FRA’s expectation is that the railroad will exercise complete responsibility for ensuring the PTCSP is complete, consistent, and accurate. The FRA will not take responsibility for determination of the legal and factual sufficiency in the event of civil or criminal litigation. The FRA will continue preliminary reviews. The FRA will accept an independent third-party reviewer’s findings that an integrated PTC system and all of its subsystems, as well as the development and test processes and associated documentation: (1) has no or minimal critical issues; (2) supports the level of certification requested by the railroad; and (3) is complete, consistent, current and accurate.

The Trinity Railway Express (TRE) is working on several fronts to advance the implementation of PTC in accordance with the approved TRE PTC Implementation Plan (PTCIP). With safety, interoperability and cost effectiveness as core objectives, DART and FWTA (now known as Trinity Metro) have formed a Regional Positive Train Control coalition to address PTC. To maximize the PTC technology in an efficient manner, the technology will be

Second Quarter GRD50 FY 2018 Positive Train Control (PTC) TRE Projects

Status (Continued) implemented as a regional solution consistent with the Operations and Maintenance strategy which leverages shared operations and technology between TRE and FWTA (now known as Trinity Metro).

The FRA issued a Status Report to Congress in August 2015 stating the majority of the railroads throughout the country will not be meeting the December 31, 2015, deadline. The report listed the ongoing challenges facing the industry (wireless spectrum availability, limited suppliers, potential radio interference). The Class I Railroads have completed approximately 50 percent of the required installations, while APTA has stated that 29 percent of commuter railroads will meet the target by the end of the year with the remaining railroads requiring until at least 2020.

Congress passed the Surface Transportation Extension Act of 2015, which revised the Positive Train Control requirements including the extension of the substantial implementation deadline from December 31, 2015, to December 31, 2018; permits carriers to provide for an alternative schedule and sequence for implementing a PTC system, subject to DOT review; requires railroads to submit a revised PTC Implementation Plan by January 27, 2016; requires railroads to submit an Annual Status Report to the FRA by March 31st each year; and requires FRA compliance reviews and reports due to Congress by July 1, 2018.

DART has negotiated a sublease agreement with Burlington Northern Santa Fe (BNSF) and PTC-220, LLC, (comprised of Class I Railroads, spectrum owners) through the Trackage Rights Agreement for the purposes of leasing radio spectrum. This sublease agreement was presented to the Regional Rail Right-of-Way Board in January 2017 and approved by the DART Board of Directors in February 2017. The Spectrum Sublease Agreement was signed in June 2017.

DART has also negotiated the license agreements required for the Regional PTC with Meteorcomm to allow for the radio equipment necessary for the rolling stock, communication systems and wayside segments. This lease agreement was presented to the Regional Rail Right-of-Way Board in February 2017 and approved by the DART Board of Directors in February 2017. The Meteorcomm Agreement was fully executed in May 2017.

Second Quarter GRD51 FY 2018 Positive Train Control (PTC) TRE Projects

Status (Continued) The first regional PTC specification was issued in January 2014 and bids were received in April 2014, with anticipated NTP award in the spring of 2015.

After careful revision and consultation, North Texas Commuter Rail Alliance (NTCRA) – FWTA (now known as Trinity Metro), TRE, and DCTA -- cancelled the solicitation and rewrote the Statement of Work to issue a new performance-based solicitation. The goal was to reduce the prescriptive nature of the previous solicitation. An independent consultant was selected to rewrite the Statement of Work in January 2015. The solicitation was issued in June 2015, with proposals received in September 2015. DCTA notified DART that it was withdrawing from the regional solicitation in June 2015.

The TRE commissioned an assessment of the Train Control & Dispatch system, the signal system, the fiber optic line and the space requirements in the signal houses to determine each item’s capability to support and interface with the PTC equipment and software requirements. The assessments were issued as an Amendment to the RFP in July 2015.

The negotiations with the Systems Integrator did not yield an acceptable cost proposal; therefore, DART and FWTA (now known as Trinity Metro) made the determination to self-perform the various components of the project working directly with the vendors. The two agencies worked together to devise the roles and responsibilities of each agency. For example, DART will take the lead with PTC- 220, LLC, for the spectrum and work with Meteorcomm for the radio equipment while FWTA (now known as Trinity Metro) will negotiate the design and installation of the Back Office System, Dispatch System, rolling stock and wayside.

The TRE has signed an Agreement with MCI/Verizon for the installation of a fiber optic cable between Fort Worth Texas & Pacific (T&P) Station and Union Station to support the PTC project. This work includes the build out of approximately two miles of additional needed conduit and 80 lateral hand-holes at the Equipment Maintenance Facility, instrument houses, stations, switches and signals. Notice to Proceed (NTP) was issued to MCI/Verizon on July 13, 2016, with design and proofing scheduled to be completed by December 2016 and construction finished by November 2017. In September 2017, the project was halted because Ben E Keith closed access to the 6th Street property on the west side of the “Hole in the

Second Quarter GRD52 FY 2018 Positive Train Control (PTC) TRE Projects

Status (Continued) Wall”. The contractor had no access for two months. Work was restarted in December 2017 and the fiber installation was completed in March 2018.

The Radio Spectrum Analysis has been completed by the Transportation Technology Institute (TTI), which confirmed the three radio tower structures currently in place along the TRE are sufficient to support the PTC project.

On November 18, 2016, Wabtec Inc. delivered the revised price proposal for the TRE PTC system design and implementation, including the Hosted Solution for the Back Office System, which is currently under review. While the Regional PTC System contract was being negotiated, a Limited Notice to Proceed (LNTP) was signed in August 2017 that provided Wabtec the authorization to perform the initial Design and Planning.

The scope of the LNTP included the following:

• Project Management Contract Data Requirement Lists (PM CDRLs) • System Engineering • Geographic Information System (GIS) Track Data • Wayside Interface Unit – WIU • Operation Control Center • Communication System

All of the LNTP items were 100% complete as of January 31, 2018.

On December 18, 2017, the FWTA (now known as Trinity Metro) signed the PTC System Implementation Contract with Wabtec Inc.

Wabtec has reported the following status as of March 31, 2018:

• System Engineering 27% complete • Test Procedure Development 0% complete • Engineering Functional Requirements 0% complete • Track Data Services (GIS) 35% complete • Communication Implementation 30% complete • Wayside Implementation 30% complete • Onboard Installation 18% complete

Second Quarter GRD53 FY 2018 Positive Train Control (PTC) TRE Projects

Status (Continued) • Interoperable Train Control Message (ITCM) Hosting 0% complete • Back Office System 3% complete • System Integration 0% complete • Training 4% complete

Verizon has reported the following status as of March 31, 2018:

• Identification of Verizon Handholes: 100% complete • Repair Conduits, Install DART Handholes: 100% complete • Laterals (80): o Engineering: 100% complete o Construction: 100% complete • Fiber Placement (Backbone 144) 100% complete • Fiber Placement (Lateral 48) 100% complete • Splicing & Termination 100% complete

Issues PTC System Implementation Contract Delays in signing the Systems Integration contract by FWTA (now known as Trinity Metro) and Wabtec Inc. could have greatly impacted the Authority’s ability to meet the required deadline. Contract was signed in December 2017. Issue is closed.

Verizon Relocation Project Access On November 27, 2017, work was restarted on the Verizon Relocation Project at the Hole in the Wall. Ben E. Keith Company granted the contractor limited construction access for two weeks. TEXRail is in negotiations to purchase additional property. Issue is closed.

The lateral fiber to 6th St East Control Point (CP) and West Tex CP was damaged by TEXRail and Valley View respective contractors. TRE coordinated the repairs to both locations and performed relocation at Mossier Valley Highway Grade Crossing signal house. Issue is closed.

Second Quarter GRD54 FY 2018 TRE Obsession Bridge TRE Projects

Board Strategic 2: Optimize and preserve (state of good repair) the existing transit Priority system

Description The Obsession Bridge, located on the Trinity Railway Express between Stemmons Freeway and Inwood Road, was originally constructed in 1903. The 155-foot Open Deck Through Double Lattice Truss is original with modifications on the Open Deck Timber Structures performed in 1934. This bridge structure has reached the end of its useful life and is currently subjected to speed restrictions for freight trains operating with 286,000-pound cars.

Status During the inspection and load rating of the Obsession Bridge in 2011, it was determined the truss in its current condition could no longer adequately support the required railroad loadings of the heavier cars being used by the railroads. The structure currently has a speed restriction of 10mph for any train with 286,000-pound cars. Because of the age of the structure, reinforcement is not a reasonable solution due to the fatigue issues of the structure that would require complete replacement of all of the primary tension members and connections (over half of the bridge components), as well as repairing all of the members that have been damaged by impacts and years of service.

Replacing the bridge would allow freight traffic to travel at maximum authorized speed across the bridge, thus improving system throughput. A new bridge structure would also have a higher bridge rating.

The proposed replacement includes a new double-track ballasted steel superstructure on concrete piers/columns, concrete abutments, and composite ties.

The statement of work and cost estimate for the proposed replacement was finalized with the design firm, with Notice to Proceed for design issued in the second quarter of FY16. One-hundred percent design was approved in October 2016, allowing for the preparation of the solicitation documents. DART received the executed Memorandum of Agreement from the Texas Historical Commission and U.S. Army Corps of Engineers (USACE) Permit on July 12, 2017.

A Request for Proposal for the bridge construction will be let by the end of the third quarter FY 2018.

Second Quarter GRD55 FY 2018 TRE Obsession Bridge TRE Projects

Issues Historical Value The bridge truss is eligible for listing on the National Registry of Historic Places (NRHP); the new design and removal of the truss bridge requires mitigation. DART worked in conjunction with the Texas Historical Commission (THC) during the design phase to show the effect and determination of an appropriate mitigation, which was determined to be a mitigation in place – resulting in the truss section to be moved directly north of the existing location.

Coordination Efforts This work will also require coordination with the Army Corp of Engineers and the Environmental Protection Agency, and requires a 404 Permit.

Second Quarter GRD56 FY 2018 Six-Month TRE Look Ahead Projects

TRE Projects Six Month Look Ahead

2018 Project March April May June July August

NTP - Kiewitt Bridge Contractor -Issued 08Sep17

TRE Valley View NTP Herzog - Trackwork - Issued 11Sep17 Complete Contract Contract Close-out TXDOT/FRA NTP Approved 08Sep17 Complete Trackwork Turnover Trackbed to Trackwork Contractor Actual 16Feb18 Complete Bridge Slide

Positive Train Control Conduit Build Out Start Revenue Demo Test (Fiber Installation) Prelim Design HyRail Complete Fiber Splicing / Termination Complete FIber Eng & Con 80 Laterals Start Site Integration & System Tests

Commence Procurement HyRail PTC Integrator Commence Final Design HyRail Complete Final Design HyRail

Commence Final Design Rolling Stock, Wayside & Communications Full NTP - Design - Build 05 Jan 18

Construct/Test Design, Build, Integrate

Second Quarter GRD57 FY 2018

Additional Capital Development Capital Additional

Summary Control Additional Capital Schedule Development

Additional Capital Development Projects Summary Control Schedules 3/31/2018

Project 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 DART Police Facilities: Monroe Shops (Closed) NE Substation & K9 - On Hold NW Substation - Projected Start 03/18 CBD Rail Replacement Phases 3A & 3B

CBD Rail Replacement Phase 3C Postponed until 2022

CCTVs 48 Installation Complete

CCTV Installation 163 SLRVs (48 SLRVs + 115 SLRVs Option)

Design/Utilities/ROW GMP / IFB Fab / Construct / Test

Look Ahead Event Revenue Service LRV Acceptance

Second Quarter GRD61 FY 2018 Cost Summary Additional Capital Development

ADDITIONAL CAPITAL DEVELOPMENT Cost Summary (in millions of dollars) Control Current Expended Budget (2) Commitment (2) to Date (1) DART Police Facilities (3) $ 31.5 $ 27.1 $ 27.1

CBD Rail Replacement 12.8 9.7 9.0

CCTV on LRVs (CCTV – 163 Vehicles) 12.3 11.0 2.8

1) Expended to Date values reflect activity through 02/28/18, as reported on DART’s General Ledger. 2) Control Budget and Current Commitment values are reflected as of 02/28/18. 3) Control Budget reflects approved FY13 Financial Plan budget savings reduction of ($3.5M), BCR 151.

Second Quarter GRD62 FY 2018 Real Estate Additional Capital Development

Board Strategic 1: Continually improve service and safety experiences and Priority perceptions for customers and the public 2: Optimize and preserve (state of good repair) the existing transit system

Description Acquisition of property required for construction of the Red and Blue Line Platform Extensions Project

Status DART is reviewing alternative designs for the Westmoreland Station to reduce project cost. The newly proposed designs will either reduce the amount of real estate required or eliminate the need for additional real estate at this station.

Issues None

Second Quarter GRD63 FY 2018 DART Police Facilities Additional Capital Development

Board Strategic 1: Continually improve service and safety experiences and Priority perceptions for customers and the public 2: Optimize and preserve (state of good repair) the existing transit system

Description The DART Police Facilities project includes the Northeast Substation and the Northwest Substation.

Status Northeast Police Substation and K-9 Facility A program review, with the DART Police Department, was held on July 18, 2014. A capital project review was initiated in April 2017. A revised budget and schedule will be established.

DART is reviewing TxDOT plans for improvements to the service road at the proposed site at LBJ/Skillman Station.

Northwest Police Substation A program review, with the DART Police Department, was held on July 18, 2014. A capital project review was initiated in April 2017. A revised budget and schedule will be established.

On December 21, 2017, DART enlisted architectural services to define program requirements for the police facility and other DART functions at the existing building at Walnut Hill/Denton Station. An in-progress submittal featuring schematic design floor plans dated March 23, 2018, was received by DART and is under review. The final report is anticipated in May 2018.

Issues None

Second Quarter GRD64 FY 2018 CBD/ Additional Capital Traffic Signal Priority (TSP) System Development

Board Strategic 1: Continually improve service and safety experiences and Priority perceptions for customers and the public 2: Optimize and preserve (state of good repair) the existing transit system

Description The CBD/TSP System project provides traffic signaling priority to trains in the central business district to ensure schedule achievement. It has been developed jointly with the City of Dallas (COD) and comprises communication between trains, detection equipment, and traffic signals.

Status Phase I (Design & Integrate with COD) and Phase II (Monitor LRV, Control Traffic Signals in CBD) have been completed. Phase IIA is managed by the COD. COD is in the process of upgrading traffic signal controllers and central software. DART continues to monitor the City’s progress and to make sure that the new controller will perform to the same level as the existing controller.

DART is supporting COD for testing the timing configuration of the new controller. COD and DART completed test of TSP operation with the new controller at Ervay Street, Thanksgiving Square, Akard Street, Field Street, St. Paul Street, Lamar Street, Harwood Street, Olive Street, Pearl Street, and Market Street. TSP operation at new ATC locations have been monitored and confirmed successful for the new controller.

DART has completed TSP Three-Car Simulation Before Study with different three-car consist loads and highlighted recommendations to improve LRT rail flow through the SE junction.

1. On average 10% of the trains actually stop at 10S (signal stop), which could block Routh Street if the train is a three- car train.

2. Routh cross street vehicular traffic will be impacted part of the time when three-car trains stop at 10S, with gate closed, unless Routh Street’s geometry is reconfigured.

Currently, the study is looking at special events and their impact on CBD. Issues None

Second Quarter GRD65 FY 2018 CBD Rail Replacement Additional Capital Development

Board Strategic 2: Optimize and preserve (state of good repair) the existing transit Priority system

Description The CBD Rail Replacement project is a phased implementation plan to address the condition of rail wear in the CBD (Pearl Station to Houston Street). The project includes: Phase I, limited replacement of worn rail in selected curves; Phase II, special track procurement; and Phase III, full replacement of remaining CBD rail.

Status Phase I – Limited Replacement Work was completed in December 2014. Closeout is complete.

Phase II – Special Track Procurement Material was received on December 23, 2015. DART has closed out the contract.

Phase IIIA – Special Track Installation DART has prepared a budget and schedule to advance Phase IIIA in the Financial Plan from 2022 to 2017. Phase IIIA will be the replacement and new installation for 50-meter turnouts, with remaining rail replacement in the West End area.

Budget approval is complete. Solicitation of design services, under the comprehensive professional services contracts, was initiated in July 2017. Negotiations are complete.

Design NTP was issued on February 5, 2018. A revised schedule will be prepared based on anticipated design completion date of June 2018.

Phase IIIB – Intersection Work Phase IIIB will be intersection work associated with Phase IIIA work areas.

Phase IIIC – Remaining Rail Improvements Phase IIIC is replacement of remaining trackwork, street headers, and drainage improvements. Replacement is scheduled for 2022.

Issues None

Second Quarter GRD66 FY 2018 CCTV on LRVs Additional Capital Development

Board Strategic 2: Optimize and preserve (state of good repair) the existing transit Priority system Description The CCTV on LRVs project involves procurement and installation of CCTV cameras, recorders, and modems to provide surveillance capability in DART’s fleet of light rail vehicles. The project plan includes two phases: Phase I – installation of 48 pre-wired vehicles, and Phase II – installation of 115 vehicles to be configured.

Status Phase I – 48 LRVs Notice to Proceed (NTP) for the furnish & install contract was issued on May 9, 2016. Kick-off meeting was held on May 11, 2016. Contractor has substantially completed early action item list. Milestone 1 for completion of design was achieved on July 23, 2016. Notice to Proceed was issued with effective date of July 23, 2016, for start of activities for First Article installation, with a Milestone 2 date of October 28, 2016. Milestone 2 date was missed due to incomplete CCTV design. The Authority approved final design on November 22, 2016. Contractor began First Article installation on December 5, 2016, and completion was June 29, 2017.

NTP for Milestone 3, Production Phase, was given on July 10, 2017. As of the end of February 2018, the contractor has completed 48 production vehicles.

Phase II – 115 SLRVs A request to exercise the 115-vehicle option was presented to the Capital Construction Oversight Committee of the DART Board on November 14, 2017. On December 12, 2017, DART Board approved the request for the 115-vehicle option.

NTP for Fleet 53 Option (20 vehicles) was provided to the contractor on January 15, 2018.

The contractor has submitted the design for Fleet 53. Design has been approved as noted.

As of the end of March 2018, the contractor has completed two production vehicles from Fleet 53.

A total of 50 vehicles have been completed fleetwide.

Second Quarter GRD67 FY 2018 CCTV on LRVs Additional Capital Development

Issues None

Second Quarter GRD68 FY 2018 Six-Month Additional Capital Look Ahead Development

Additional Capital Development Projects Six Month Look Ahead 2018 Project April May June July August September DART Police Facilities Monroe Shops - Completed NE Substation & K9 Holding Area @ LBJ Sta. - On Hold NW Substation - Projected Start March, 2018

Complete 65% Design Phase 3A & 3B Solicitations Due Begin 100% Design Phase 3A & 3B CBD Rail Replacement Issue Solicitation Phase 3A & 3B Complete 3A & 3B SMR Review Complete 3A & 3B IFC Documents Procurement Activities in Progress

CCTV For 163 SLRVs (48 + 115) NTP Fleet 53 15 Jan 18 Complete Installation Fleet 53 Complete Spare Parts Delivery 48 SLRVs NTP Next Fleet 52

Design/Utilities/ROW GMP /IFB Material Delivery/Install/Construct/Test

Look Ahead Event

Second Quarter GRD69 FY 2018

Streetcar Programs Streetcar

Summary Control Streetcar Schedule Programs

Dallas Streetcar Projects Summary Control Schedules 3/31/2018

Project 2014 2015 2016 2017 2018 2019 2020

Streetcar North Extension Entire Loop

Plng/Design/Utils/ROW GMP /IFB Fab/Construct/Test Project Closeout

Look Ahead Event Revenue Service

Second Quarter GRD73 FY 2018 Cost Summary Streetcar Programs

STREETCAR PROJECTS Cost Summary (in millions of dollars) Control Current Expended

Budget Commitment (1) to Date (2,3) Northern Streetcar Extension (4) $ 7.9 $ 0.4 $ 0.3 Streetcar Extension Vehicles (4) 8.7 8.6 7.9 Streetcar Vehicles 10.6 10.2 9.9 Streetcar Programs Total $ 27.2 $ 19.2 $ 18.1

1) Committed values reflect activity through 02/28/18. 2) Expended to Date values reflect activity through 02/28/18. 3) Expended to Date values exclude City of Dallas reimbursements.

Second Quarter GRD74 FY 2018 Northern Streetcar Streetcar Extension Project Programs

Board Strategic 3: Optimize DART’s influence in regional transportation planning Priority 4: Expand DART’s transportation system to serve cities inside and outside the current service area

Description The City of Dallas desires to extend the existing Streetcar Project to the north toward the Dallas Omni Hotel (Northern Extension). The City requested that DART continue to serve as the City’s technical representative on these extension projects, as they did on the base project. The Northern Extension project (0.20-mile extension) is being initiated as a design/bid/build project, and is being procured and managed through DART.

Status An RFP was issued for design services on October 3, 2017. Three proposals were received and a highest technical offer has been selected.

The City of Dallas requested to rescope the project to include design of the .65-mile loop. As a result, the solicitation was cancelled. A new RFP is prepared and will be issued in early April 2018.

Issues None

Second Quarter GRD75 FY 2018 Six-Month Streetcar Look Ahead Programs

Dallas Streetcar Projects Six Month Look Ahead

2018 Project April May June July August September

CCB Approval Prelim Eng Entire Loop 30 Mar18 Prelim Eng to 30% DART Submit CATX Docs City of Dallas Approve Prelim Eng Entire Loop Start Rail and Special Track Procurement Streetcar North Extension Evaluate & Negotiate Prelim Eng Entire Loop NTP for Preliminary Engineering Prepare ROD DART to Proceed with NEPA CCB Approval Noise & Vibration Study NTP Noise & Vib Study Start RFP to GPC6 Noise & Vibration Study

Plng/Design/Utils/ROW GMP /IFB

Look Ahead Event

Second Quarter GRD76 FY 2018

Phase I LRT Buildout

Map LRT Buildout Phase I

Second Quarter GRD79 FY 2018 North Central Corridor Facilities LRT Buildout Line Section NC-3 Phase I

Board Strategic 4: Expand DART’s transportation system to serve cities inside and Priority outside the current service area

Description Line Section NC-3 extends northerly from the temporary Park Lane Station to Restland Road on the former Southern Pacific Railroad Company alignment. This section makes up 4.1 miles of the 12.5 miles of the entire North Central Corridor. There are four stations in this line section: the permanent Park Lane Station, located north of Park Lane across from the temporary Park Lane Station; Walnut Hill Station, located on Walnut Hill Lane between North Central Expressway and Greenville Avenue; Forest Lane Station, located just south of Forest Lane on the former Southern Pacific Railroad alignment; and LBJ Central Station, located south of LBJ Freeway along the former railroad alignment.

Status Revenue Service for Line Section NC-3 began on schedule in July 2002. Contract is closed; final payment was made with the contracting officer’s final decision.

Issues Contractor REA for Relief from LDs & Additional Costs The contractor submitted a Request for Equitable Adjustment (REA) requesting relief from liquidated damages (LDs) and additional costs totaling over $37 million.

GLF appealed the contracting officer’s final decision and the matter proceeded in DART’s administrative disputes process, under the direction of DART’s Legal Department.

Hearing before Administrative Judge on entitlement was held in 2007. Judge issued decision in favor of DART on September 1, 2011.

Quantum Hearing An attempt was made to negotiate pricing quantum of entitlement decision; however, contractor requested hearing on quantum issues. Hearing started on October 29, 2012, and continued at the end of January 2013. DART presented support for the costs incurred during the extended period of performance resulting from the contractor’s late performance, and the contractor presented support for its extended overhead, interest, and excavation claims. Hearing concluded on January 30, 2013. No settlement was reached. On June 2, 2017, the Judge issued a decision identifying the amounts granted on each issue, and denied GLF’s excavation claims. The parties have reviewed the decision. The parties differ in the net result of payment owed to GLF. Back-up documentation for GLF's number has been requested.

Second Quarter GRD80 FY 2018

I & III I

s Phase LRT Buildout

Map LRT Buildout Phases II & III

GRD83 FY 2018

IB Phase I LRT Buildout

Summary Control LRT Buildout Schedule Phase IIB

LRT Buildout Phase IIB Summary Control Schedule 12/31/2017 Project 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015

I-1 Revenue Service 7/30/12 Project Delay due to TxDOT SH114 Access I-2 Revenue Service 12/03/12

Revenue Service I-3 08/18/14

R-1 Revenue Service 12/03/12

TPSS

SCS / OCC Mods.

Fare Collection

Public Emer. Call

23 New SLRVs Level Boarding ModsOutlying Stations Remove HB at Existing Stations Remove Temp HB at CBD Stations Track Material - Irving Track Material - Rowlett

Design/Utilities/ROW RFP /IFB Design/Build/Test Fab/Construct/Test LRV Acceptance

Look Ahead Event Schedule Slippage for Look Ahead Special Event Revenue Service Time Delay

Second Quarter GRD87 FY 2018 Cost Summary LRT Buildout Phase IIB

LRT BUILDOUT PHASE IIB Cost Summary (in millions of dollars) Control

Budget Current Expended (3,4,5,6,7,8,9,10) Commitment (1) to Date (2) General Phase IIB $ 86.7 $ 68.8 $ 68.8 Irving-1 329.0 329.0 316.2 Irving-2 211.1 211.1 222.9 Irving-3 172.4 172.4 172.4 Rowlett-1 217.9 217.9 217.9 Level Boarding – Outlying Stations 8.6 8.6 8.6 NWROF 59.1 59.1 59.1 Systems 43.1 43.1 42.8 Vehicles 190.7 190.7 190.7 LRT Buildout Phase IIB Total $ 1,318.6 $ 1,300.7 $ 1,299.4

1) Committed values reflect activity through 02/28/18. 2) Expended to date values reflect activity through 02/28/18, as reported on DART’s General Ledger. 3) Budget reflects FY11 financial plan amendment approved on 09/28/10, Board Resolution 100130, which increased the Phase IIB Budget $5.9M. 4) Control budget reflects BCR 125 to transfer budget to fund allocated portion of Amendment 13 projects. 5) Control budget reflects approved FY13 Financial Plan budget reduction of ($34.2M), BCR 150. 6) Control budget reflects approved FY14 Financial Plan budget reduction of ($80.0M), BCR 167. 7) Control Budget reflects approved FY15 Financial Plan budget reduction of ($110M), BCR 277. 8) Control budget reflects approved FY15 Budget Change Request #362 transfer to LCMP02015 – DFW Station Concierge Enclosure ($42K). 9) Control budget reflects approved FY16 Budget Change Request #361 transfer to LNEP16001 – Next Train Messaging at DFW Station ($45K). 10) Control budget reflects approved FY16 Budget Change Request #385 transfer to LNEP16001 – Next Train Messaging at DFW Station ($820). 11) Phase 2B program reserve has been reduced by ($96.5K), BCR 488. 12) Phase 2B program reserve has been reduced by ($62.6K), BCR 489.

Second Quarter GRD88 FY 2018 Systems – LRT Buildout SCS/OCC Modifications Phase IIB

Board Strategic 2: Optimize and preserve (state of good repair) the existing transit Priority system 4: Expand DART’s transportation system to serve cities inside and outside the current service area

Description This work effort is included in the SCS/OCC Phase IIA contract as an option. As in Phase IIA, the SCS/OCC Modifications include modification of the existing communications system to accommodate the new LRT Buildout Phase IIB (Orange and Blue lines) facilities and equipment by upgrading the SCS software and displays, providing a public announcement/visual message board (PA/VMB) system, Vehicle Business System (VBS), Train Tracking Monitoring (TTM), and reconfiguring the existing systems at the OCC. Modifications for the graphical interface to allow the expansion of the Buildout Phase IIB to reside on the existing displays, and upgrade to the central computer system to accommodate all future growth are also included in this project. Additional work includes:

a) Integration with Dallas Streetcar project b) Integration with CROF Yard TPSS c) PA/VMB Next Train Message

Status The SCS/OCC contractor:

• Completed all work for Irving-1, Irving-2, Irving-3, and Rowlett. • Supported Irving-3 Taxi Interlocking call-on tests. • Completed all work for Dallas Streetcar project. • Completed all work for CROF TPSS project.

Supplemental Agreement No. 30 was issued on December 23, 2016, for software implementation for “Next Train” message at DFW Airport Station.

Contractor releases and invoices to close Phase IIA and IIB were received on April 28, 2017.

Next Train software punch list items were addressed. Testing was completed. Next Train message was put in service on July 25, 2017, and has been accepted.

DART and the contractor executed a contract modification for final quantity adjustments. Final invoice was paid on February 28, 2018.

Second Quarter GRD89 FY 2018 Systems – LRT Buildout SCS/OCC Modifications Phase IIB

Status (Continued) Anticipated date for contract closeout is May 2018.

Issues None

Second Quarter GRD90 FY 2018

II Phase I LRT Buildout

Cost Summary LRT Buildout Phase III

LRT BUILDOUT PHASE III Cost Summary (in millions of dollars) Control Current Expended

Budget (3,4) Commitment (1) to Date (2) General Phase III $ 43.8 $ 19.9 $ 19.9 SOC-3 128.2 128.1 128.1 NWROF (6) 18.0 18.0 18.0 Systems (6) 4.5 4.5 4.5 Vehicles (6) 20.6 20.6 20.6 LRT Buildout Phase III Total $ 215.2 $ 191.2 $ 191.2

1) Committed values reflect activity through 02/28/18. 2) Expended to date values reflect activity through 02/28/18, as reported on DART’s General Ledger. 3) Budget reflects FY12 financial plan approved on 09/27/11, Board Resolution 110114. 4) Control budget reflects FY13 Financial Plan budget value approved on 9/25/12, due to accelerated revenue service date. 5) Control Budget reflects approved FY15 Financial Plan budget reduction of ($22M) BCR 278. 6) NWROF, Systems and Vehicles have been closed.

Second Quarter GRD93 FY 2018

CURRENT AND FUTURE SERVICES

A-train to Denton (operated by DCTA) NW PLANO PARK & RIDE PLANO

PARKER ROAD

JACK HATCHELL DOWNTOWN PLANO TRANSIT CTR. SHILOH Presiden t ROAD G 12TH STREET e sh Turnpike orge Bu

Dallas North Tollway CITYLINE/BUSH NORTH CARROLLTON/FRANKFORD UT DALLAS COIT GALATYN PARK TRINITY MILLS PRESTON ROAD CARROLLTON ADDISON KNOLL TRAIL RICHARDSONTRE toARAPAHO Fort WorthCENTER TEXRail Project (under DOWNTOWN CARROLLTON ADDISON construction by Trinity Metro) CYPRESS WATERS TRANSIT CTR. DFW (DALLAS) SPRING VALLEY FARMERS TEXRail BELL NORTH BRANCH DOWNTOWNRICHLAND HILLS FARMERS BRANCH GARLAND GARLAND LBJ/CENTRAL DFW DFW DOWNTOWN ROWLETT AIRPORT AIRPORT FOREST LANE FOREST/JUPITER Terminal B Terminal A ROYAL LANE FORT WORTHLBJ/SKILLMAN ITC DFW BELT LINE ROWLETT WALNUT LAKET&P HIGHLANDSSTATION FORT WORTH WALNUT HILL/DENTON HILL IRVING CONVENTION CENTER Lake Ray PARK LANE Hubbard NORTH LAKE LAS COLINAS S. GARLAND COLLEGE URBAN CENTER TRANSIT CTR. UNIVERSITY WHITE ROCK BACHMAN LOVERS Downtown Dallas Dallas UNIVERSITY OF DALLAS PARK LANE LOVE HIGHLAND FIELD White VICTORY LAKE RAY BURBANK PARK PEARL/ARTS HUBBARD MOCKINGBIRD Rock TRANSIT CTR. INWOOD/LOVE FIELD Lake DISTRICT DEEP IRVING SOUTHWESTERN ELLUM MEDICAL DISTRICT/ WEST PARKLAND DALLAS TRANSFER To Fort Worth CENTREPORT/ WEST IRVING DOWNTOWN IRVING/ MEDICAL/ MARKET CENTER DFW AIRPORT HERITAGE CROSSING MARKET CENTER CITYPLACE/UPTOWN ST. PAUL DEEP ELLUM WEST END PEARL/ARTS DISTRICT EAST VICTORY ST. PAUL BAYLOR UNIVERSITY MEDICAL CENTER AKARD AKARD TRANSFER WEST END FAIR PARK ROSA PARKS UNION STATION MLK, JR. PLAZA Tr r in it y Rive CONVENTION CENTER LAWNVIEW UNION STATION TRE to Fort Worth CEDARS HATCHERUNION STATION COCKRELL HILL CONVENTION 8TH & CORINTH CENTER DALLAS ZOO TRE to Fort Worth TEXRail BELL LAKE JUNE TRE to Fort Worth TYLER/VERNON MORRELL RICHLAND HILLSHAMPTON ILLINOIS WESTMORELAND BUCKNER TEXRail BELL TEXRail BELL Projects under development in Downtown Dallas: RICHLAND HILLS KIEST RICHLAND HILLS FORT WORTH ITC T&P STATION • Dallas CBD Second Light Rail Alignment FORT WORTH VA MEDICAL CENTER (D2 Subway) in shaded area FORT WORTH ITC RED BIRD LEDBETTER FORT WORTH ITC TRANSIT CTR. • Dallas Streetcar Central Link T&P STATION FORT WORTH T&P STATION FORT WORTH Downtown Dallas Dallas CAMP WISDOM VICTORY PEARL/ARTS Downtown Dallas Dallas DISTRICT DEEP UNT DALLAS Rail System Legend Downtown Dallas Dallas ELLUM WEST VICTORY TRANSFER Currently Operating VICTORY PEARL/ARTS GLENN HEIGHTS PEARDISTRICTL/ARTS DEEP DISTRICT DEEPELLUM GLENNST. HEIGHTSPAUL PARK & RIDE DART Rail Red Line WEST ELLUMWEST END WEST DART Rail Blue Line TRANSFER AKARD EAST TRANSFER TRANSFER ST. PAUL ROSA PARKS DART Rail Green Line WEST END ST. PAUL PLAZA WEST END DART Rail Orange Line AKARD EAST UNION STATION AKARD TRANSFEREAST DART Rail Orange Line ROSA PARKS UNIONTRANSFER STATION ROSAPLAZA PARKS CONVENTION (Selected Weekday Trips Rush Hour Only) PLAZA CENTER UNION STATION Trinity Railway Express (TRE) UNION STATION UNION STATION UNION STATION DCTA A-train CONVENTIONCONVENTION CENTERCENTER M-Line Trolley Inset Map Projects under development in Downtown Dallas: Dallas Streetcar • Dallas CBD Second Light Rail Alignment Planning/Design Underway Projects under development inin DowntownDowntown (D2 Subway) Dallas:Dallas: in shaded area Cotton Belt • Dallas Streetcar Central Link • Dallas CBD Second LightLight RailRail AlignmentAlignment Proposed Cotton Belt station (D2 Subway) in shaded area (D2 Subway) in shaded area D2 Corridor (Inset Map) • Dallas Streetcar Central Link • Dallas Streetcar Central Link Rail System Legend Currently Operating Rail System Legend DART Rail Red Line Currently Operating DART Rail Blue Line DART Rail Green Line DART Rail Red Line DART Rail Orange Line DART Rail Blue Line DART Rail Orange Line DART Rail Green LineLine (Selected Weekday Trips Rush Hour Only) DART Rail Orange LineLine Trinity Railway Express (TRE) DART Rail Orange LineLine DCTA A-train (Selected(Selected WeekdayWeekday TripsTrips RushRush HourHour Only)Only) M-Line Trolley Trinity RailwayRailway ExpressExpress (TRE)(TRE) Inset Map Dallas Streetcar DCTA A-train M-Line Trolley Planning/Design Underway InsetInset MapMap Dallas Streetcar Cotton Belt Planning/Design Underway Proposed Cotton Belt station D2 Corridor (Inset Map) Cotton Belt Proposed CottonCotton BeltBelt stationstation D2 Corridor (Inset(Inset Map)Map) DALLAS AREA RAPID TRANSIT P.O. BOX 660163 DALLAS, TX 75266

DART’s Financial Information is located online at: DART.org/financialinformation

CMYK Dallas Zoo Dallas Area Rapid Transit helps residents and visitors discover all North Texas has to offer. Our extensive network of light rail, Trinity Railway Express commuter rail, bus routes and paratransit services moves more than 220,000 passengers per day across a 700-square-mile service area.

Explore North Texas and discover something new on DART. From off-the-beaten-path venues to the trendiest spots in town, every trip can be an adventure. These “DARTable” places are an easy walk from a DART rail station or bus stop, and the free GoPass® app makes discovering them easy.

If your journey begins or ends in places not easily served by DART, you now can take the train or bus for the longest portion of the trip, and use Uber or Lyft for the short leg. Customers can access the Uber, Lyft and Zipcar apps through GoPass® by selecting “Connect 2 Car” in the Travel Tools section.

Visit DART.org/DARTable for a list of possibilities that span arts, culture, sports, recreation, dining, shopping and special events.

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