South Florida Regional Transportation Authority Operating & Capital Budget Fiscal Year 2019-2020

SOUTH FLORIDA REGIONAL TRANSPORTATION AUTHORITY OPERATING & CAPITAL BUDGET FISCAL YEAR 2019-2020

READERS GUIDE

This section is a reader’s guide to the contents of the III) Budget by Departments: documents. The following describes each of its major This section is a summary of the Financial Budgets by sections. Departments and includes Revenues and Expenses. I) Introduction: The departments are: This section contains: • Administration Department;

• The Executive Budget & Mission Statement; • Engineering Department; • The SFRTA history, location and service area; • Executive Department;

• The Governing Board and Management structure; • Finance Department; • Long term financial planning; • Human Resources Department;

• Major initiatives and accomplishments; • Information Technology Department; • A list of the many awards the SFRTA has received. • Legal Department;

II) Financial: • Operations Department; This section provides the reader with a financial • Planning & Capital Development Department; summary and details of the budget document. This includes but is not limited to financial tables, charts and • Procurement Department; graphs summarizing the FY 2019-2020 financial data • Safety and Security. including Revenues and Expenses. IV) Statistical Section: • Financial Highlights This section contains general reference information • Operating Budget-Revenues & Expenses including:

• FY 2019-2020 Revenue Statement • Statistical Information & SFRTA Timeline; • FY 2019-2020 Expense Statement • Financial Trends and Performance Measures;

• FY 2019-2020 Capital Budget & Highlights • Revenue Capacity including train schedules; • Long Term Capital Plan & Capital Budget • Demographic and Economic Information;

• Operating service; • Infrastructure related to the financial data reported;

• Glossary of Terms and Acronyms used in the T ABLE OF C ONTENTS document. 1 INTRODUCTION 2 FINANCIAL SECTION

3 BUDGET BY DEPARTMENTS South Florida Regional Transportation Authority 4 STATISTICAL SECTION Contact Information: SFRTA

rd 801 NW 33 Street Pompano Beach, FL 33064

TABLE OF CONTENTS

INTRODUCTION • EXECUTIVE BUDGET MESSAGE & MISSION STATEMENT 4 • GOALS AND OBJECTIVES 6 • ORGANIZATIONAL STRUCTURE, GOVERNING BOARD AND MANAGEMENT 11 • FY 2018-2019 DISTINGUISHED BUDGET AWARD 13 • OVERVIEW & HISTORY, EXISTING SERVICES & SERVICE AREA MAP 15 • WHO WE ARE & AWARDS 16 • LONG TERM FINANCIAL PLANNING 18 • MAJOR INITIATIVES AND ACCOMMPLISHMENTS 18 • FINANCIAL POLICIES 26 • SFRTA FUND STRUCTURE & RELATED EXPENSES 30 • BUDGET PROCESS & SCHEDULE 34

FINANCIAL SECTION • FINANCIAL HIGHLIGHTS 37 • OPERATING BUDGET REVENUE & EXPENES 38 • OPERATING BUDGET & 10 YEAR PLAN 56 • CAPITAL BUDGET HIGHLIGHTS 57 • CAPITAL BUDGET REVENUE & EXPENSES 58 • RECENT CAPITAL IMPROVEMENTS 60 • CAPITAL BUDGETS AND LONG TERM PLANNING 62 • CAPITAL BUDGET & 10 YEAR PLAN 65

BUDGET BY DEPARTMENTS • ORGANIZATIONAL STRUCTURE 67 • DEPARTMENTAL BUDGETS 68 • BUDGETED FULL TIME EQUIVALENTS 111

STATISTICAL SECTION • STATISTICAL & GENERAL INFORMATION 116 • SFRTA TIMELINE 117 • TRAIN SCHEDULE, PARK & RIDE FACILITIES 119 • FARE STRUCTURE & EASY CARD 121 • PERFORMANCE MEASUREMENT 126 • TREND ANALYSIS & SUMMARY OF TREND ANALYSIS 128 • POPULATION & RIDERSHIP 135 • DEMOGRAPHIC & ECONOMIC STATUS 137 • PUBLIC OUTREACH 140 • ACRONYMS & GLOSSARY 145

INTRODUCTION

• EXECUTIVE BUDGET MESSAGE & MISSION STATEMENT 4 • GOALS AND OBJECTIVES 6 • ORGANIZATIONAL STRUCTURE, GOVERNING BOARD AND MANAGEMENT 11 • FY 2018-2019 GFOA BUDGET AWARD 13 • OVERVIEW, EXISTING SERVICES & SERVICE AREA MAP 15 • “WHO WE ARE” & AWARDS 16 • LONG TERM FINANCIAL PLANNING 18 • MAJOR INITIATIVES AND ACCOMPLISHMENTS 18 • FINANCIAL POLICIES 26 • SFRTA FUND STRUCTURE & RELATED EXPENSES 30 • BUDGET PROCESS & SCHEDULE 34

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Goals & Objectives

The SFRTA was created with a vision “to coordinate, develop and implement, in cooperation with other government agencies and the community, a viable transportation system in South Florida that improves quality of life and promotes sustainable growth for future generations.” The SFRTA has a strategic plan with the vision to promote transit growth and improvements over the next decade (FY 2018–2028). This presents the SFRTA a great opportunity to reassess its mission and reinvigorate its identity, address the mobility needs of a growing and dynamic region and continue building partnerships to move transportation projects forward in South Florida.

The SFRTA goals and objectives presented below reflect the internal and external strategies and initiatives that the SFRTA is committing to pursue to achieve its vision to promote transit growth and improvement over the next decade. The Goals and Objectives were developed by the SFRTA staff in response to communication with each department of the SFRTA, input from the SFRTA Internal Review Committee and public outreach efforts, and input from regional stakeholders, including the local workforce board representatives.

Goals and Objectives

VISION Goal 1. Take a leadership role to expand and promote premium regional transit and multi-modal mobility. 1.1. Identify opportunities to plan, fund, construct, and operate expansion of the existing Tri-Rail system and Tri- Rail Coastal Link onto the Florida East Coast (FEC) Railway.

1.2. Serve as the coordinating agency for future premium transit projects that cross county lines.

1.3. Work with local governments adjacent to Tri-Rail’s service region to investigate transit services that would connect with the existing Tri-Rail system.

1.4. Collaborate with public, private and civic sectors to advance transit-oriented and transit-supportive development initiatives and policies.

1.5. Conduct expanded outreach to groups of potential new transit users.

PARTNERSHIPS Goal 2. Develop public and private sector partnerships to promote strategies that support and expand regional transit. 2.1. Strengthen partnerships with the region’s local governments, business and civic organizations, and downtown and redevelopment agencies to advance transit.

2.2. Utilize the metropolitan planning process to develop long range plans and work programs that plan for and fund regional transit.

2.3. Build upon Brightline and Florida East Coast Industries (FECI) partnerships for successful freight, passenger rail, and real estate development opportunities along the FEC corridor.

Goals and Objectives 2.4. Continue SFRTA collaboration with the Urban Land Institute (ULI) Southeast Florida/Caribbean Chapter’s private sector institutions.

2.5. Pursue joint development opportunities at existing and future Tri-Rail stations.

SYSTEM PERFORMANCE Goal 3. Maximize the performance, reliability, efficiency and capacity of the existing SFRTA/Tri-Rail system.

3.1. Maintain the Tri-Rail system in a State of Good Repair (SGR) that meets state and federal standards.

3.1.1. Meet FTA Transit Asset Management (TAM), Florida Trade Commission (FTC), and FDOT performance measures and standards to maintain State of Good Repair (SGR).

3.1.2. Update the SFRTA Rail Fleet Management Plan (RFMP) as established in the RFMP.

3.2. Achieve and maintain a 90%+ On-Time-Performance (OTP).

3.2.1. Meet or exceed the FTC End-To-End OTP objective of 80%, with a target of 90%+.

3.2.2. Exceed the FTC objective of 41,863 revenue miles between vehicle failures.

3.2.3. Identify and address factors that create train delays affecting OTP.

3.2.4. Monitor Incident Response times to identify potential improvements.

3.2.5. Limit undue train delay by completing timely vegetation cutting and removal, per the FDOT/SFRTA Maintenance-Of-Way (MOW) Agreement.

3.3. Identify strategic capital investments to improve the existing SFRTA/Tri-Rail system.

3.3.1. Identify and implement best available technology to improve the reliability of the Tri-Rail System

3.3.2. Provide continuing support to FDOT for the Miami River-Miami Intermodal Center Capacity Improvement (MR-MICCI) project, which will improve system capacity and efficiency.

3.3.3. Identify, fund, and construct crossovers, sidings, and other needed small track improvements at key locations along the rail corridor.

3.3.4. Regularly evaluate park-and-ride capacity needs.

3.4. Conduct feasibility analyses for new stations at strategic locations.

3.5. Periodically evaluate Tri-Rail train schedules for opportunities to improve service, provide more frequent service, and/or extend schedules.

Goal 4. Improve SFRTA’s commuter bus service and connecting transit and transportation services.

4.1. Ensure SFRTA commuter bus service maintains or exceeds standards set by SFRTA and the Planning Technical Advisory Committee (PTAC), and by FDOT and SFRTA in the JPA funding agreement.

Goals and Objectives 4.2. Regularly assess and reevaluate the performance, efficiency and connectivity of commuter bus routes operated or funded by SFRTA.

4.2.1. Monitor all commuter bus routes to meet or exceed the 7.0 passenger/hour standard established by SFRTA and the PTAC in 2010.

4.2.2. Ensure SFRTA commuter bus service makes and completes all scheduled trips.

4.2.3. Ensure SFRTA commuter buses meet all safety and amenity requirements.

4.2.4. Maintain any needed emergency commuter bus service at the required level.

4.3. Conduct need and feasibility studies for new SFRTA commuter bus routes.

4.4. Coordinate with other transit providers to improve scheduling, frequency and connectivity of transit services.

4.5. Work to implement tri-county expansion of Easy Card or another electronic fare system that can integrate with Easy Card.

4.6. Work to establish a coordinated, simplified region-wide transfer fare policy

4.7. Explore the suitability of an SFRTA program providing discount ride-share services (Lyft/Uber) for access to/from stations

4.8. Collaborate with local governments to connect new and existing local shuttles/circulators and schedules at Tri-Rail stations.

4.9. Collaborate with private and public entities to provide direct connections between Tri-Rail and employment, activity centers, intermodal hubs, and schools.

Goal 5. Improve the Tri-Rail passenger experience.

5.1. Develop a mobile ticketing app.

5.2. Perform regular SFRTA websites upgrades and add multi-modal trip planning/navigation to the Tri-Rail Train Tracker app.

5.3. Continually meet/exceed the FTC objective of 1 customer complaint per 5,000 boardings.

5.4. Meet and exceed the FTC objective of a 14-day formal response time to customer complaints.

5.5. Maintain station and passenger car cleanliness.

5.6. Solicit public input on customer satisfaction, expectations and priorities.

5.7. Improve pedestrian, bike, vehicular and transit access to stations.

SAFETY Goal 6. Implement safety and security measures, procedures and practices for the Tri-Rail system and facilities that 8

Goals and Objectives meet state and federal standards.

6.1. Install and operate Positive Train Control (PTC) per federal requirements.

6.2. Improve highway-rail grade crossing safety.

6.3. Reduce train accidents caused by human factors; improve track safety, and enhance emergency preparedness and response.

6.3.1. Implement and monitor the performance of SFRTA’s safety awareness strategies.

6.3.1.1. Conduct extensive Public Awareness Campaign, addressing range of safety issues, in conjunction with FDOT, via multiple media and community outlets.

6.3.1.2. Implement improved messaging on platform including signage to alert pedestrians near tracks.

6.3.1.3. With FDOT, develop and distribute safety brochures.

6.3.1.4. Work with and provide data to local law enforcement to apply for FRA grants that fund officers to patrol the rail corridor and right-of-way.

6.3.1.5. Work with local law enforcement on incident responses and the 2-1-1 call service, a live, 24- hour comprehensive crisis support and suicide prevention service.

6.3.1.6. Based on performance analysis, and in conjunction with FDOT, regularly adjust aspects of the Trespasser and Suicide Mitigation Program for efficacy.

6.4. Coordinate with all departments and contractors to implement the Incident Response Plan.

6.5. Implement a pilot program using drones to identify trespassers and persons who are a threat to themselves or trains. The program has the potential to achieve a 15-minute or less response time within 50 feet of the rail corridor, compared to 40-60 minutes currently.

SUSTAINABLE FUNDING Goal 7. Pursue funding opportunities to support both the existing SFRTA/Tri-Rail system and expanded premium transit in the region.

7.1. Together with regional agencies, increase public awareness of funding challenges for sustainable transit and transportation.

7.2. Pursue and secure a stable source for operating funds for existing and future transit services, and for matching funds for state and federal funding programs.

7.3. Increase passenger fare revenue to reach a goal of >22.5% fare box recovery.

7.4. Partner with local and regional agencies to develop and fund local and regional transportation initiatives.

Goals and Objectives 7.5. Continue to secure federal funding grants and awards.

7.6. Participate in state and federal funding programs, including Federal Transit Administration (FTA) CRISI, BUILD, New Starts, Small Starts, Discretionary Programs, TIFIA, State New Starts, SIS, and TRIP.

7.7. Seek private financing or partnerships for major expansion initiatives; work with localities that want to invest in station development costs.

ECONOMIC GROWTH and ENVIRONMENTAL SUSTAINABILITY Goal 8. Facilitate economic growth and development throughout the region.

8.1. Work with private and public sectors to implement Tri-Rail Coastal Link and to generate transit‐oriented development (TOD)around Tri-Rail stations, and along the FEC corridor.

8.2. Pursue and advocate for projects on the SFRC and FEC corridors that will add capacity for freight movement.

Goal 9. Maximize environmentally sustainable practices for both the current SFRTA/Tri-Rail system and expanded premium services in the region.

9.1. Work with the private and public sectors to attract TOD around existing and future Tri‐Rail stations.

9.2. Educate the public on the environmental benefits of regional premium transit.

9.3. Procure new rail power and fleet vehicles that have low emission, hybrid, or alternative fuel characteristics.

9.4. Exceed latest EPA emission standards.

Overview

History of the SFRTA

In January 1989, Tri-Rail was established to provide interim commuter rail service along a 67-mile corridor between the West Palm Beach Station in Palm Beach County and the Hialeah Market Station in Miami- Dade County. In 1988, the Florida Department of Transportation (FDOT) purchased the South Florida Rail Corridor (SFRC) from CSX Transportation (CSXT), Inc. and between 1997 and 1998, Tri-Rail service was extended to the Mangonia Park Station in Palm Beach County and to the Miami Airport Station in Miami- Dade County.

In 2003, the SFRTA, a tri-county public transit authority, was created by the Florida Legislature transforming Tri-Rail into the SFRTA. The purpose for creating the SFRTA was to expand cooperation between Tri-Rail commuter rail services and county transit operators and planning agencies within Miami- Dade, Broward and Palm Beach counties. The vision was to coordinate, develop and implement a viable transportation system in South Florida that improves the quality of life and promotes sustainable growth for future generations.

Existing Transportation Services

The SFRTA operates Tri-Rail commuter rail service in Miami-Dade, Broward and Palm Beach counties. The rail line goes as far south as Miami International Airport and as far north as Mangonia Park in Palm Beach County. There are currently 18 Tri-Rail stations open for service; 6 in Palm Beach County (Mangonia Park, West Palm Beach, Lake Worth, Boynton Beach, Delray Beach and Boca Raton), 7 in Broward County (Deerfield Beach, Pompano Beach, Cypress Creek, Fort Lauderdale, FLL Airport at Dania Beach, Sheridan Street and Hollywood) and 5 in Miami-Dade County (Golden Glades, Opa-locka, Metrorail Transfer, Hialeah Market and Miami Intermodal Center).

The SFRTA also operates a free shuttle bus program, commonly referred to as the Commuter Connector to and from select Tri-Rail stations, providing connecting service for Tri-Rail riders to numerous destinations in South Florida.

The map on the following page displays the existing Tri-Rail commuter rail line, Commuter Connector routes, and station locations.

WHO WE ARE

General Information

The SFRTA was created on July 1, 2003, when legislation passed by the Florida Senate and the Florida House of Representatives and signed by Governor Jeb Bush transformed the Tri- County Commuter Rail Authority into the SFRTA. The SFRTA service area is defined by statute as Miami-Dade, Broward, and Palm Beach counties. However, this area may be expanded to include Monroe County by mutual consent of the SFRTA and the Board of County Commissioners representing the proposed expansion area. Expanding the SFRTA service area outside of these four counties requires FDOT approval.

South Florida urbanized area encompasses the southeastern part of the U.S. State of Florida and covers the counties of Miami-Dade, Broward and Palm Beach, which are the three most populous counties in Florida. The term "South Florida" is roughly synonymous with the Gold Coast. In 2010, the population of South Florida was estimated at 5,564,635 by the US Census Bureau making it the eighth largest urbanized area in the United States behind New York, Los Angeles, Chicago, Dallas, Philadelphia, Houston and Washington DC. The South Florida area is locally served by the SFRTA, Broward County Transit (BCT), Palm Tran (Palm Beach County) and Miami-Dade Transit (MDT).

The SFRTA, which operates Tri-Rail, provides commuter rail service within the tri-county area, operating 50 weekday trains, 30 Saturday trains and 30 Sunday trains along a 72-mile stretch of commuter rail. The Governing Board consist of ten members: One County Commissioner from each county (three appointments); one citizen appointee from each county commission (three appointments); a FDOT – District Secretary (one appointment); and citizen appointees from each county from the Governor (three appointments). The Governing Board selects an Executive Director to oversee the daily operations of the SFRTA. The SFRTA is included as a component unit of FDOT and based on the special financing relationship. The SFRTA is designated as an enterprise fund of FDOT.

Agency Awards

Administration Department/Corporate and Community Outreach

1st place APTA Ad Wheel Award for "Best Marketing and Communications to Increase Ridership or Sales” for “Tri-Rail’s Our Price Is Right” Social Media Campaign (February 2019)

1st place FPTA Marketing Award for Print Collateral for “Fun Guide” (October 2018)

2018 FPTA Outstanding Public Transportation System (October 2018)

Finance Department

The Certificate of Achievement for Excellence in Financial Reporting (CAFR), awarded by the Government Finance Officers Association (GFOA) to encourage and assist government agencies to go beyond minimum accounting requirements to prepare comprehensive annual financial reports with transparency and full disclosure, and to recognize agencies that succeed in achieving that goal .

The Distinguished Budget Presentation Award, awarded to recognize agencies that prepare budget documents of the very highest quality which reflect the guidelines established by the National Advisory Council on State and Local Budgeting, and the GFOA’s best practices on budgeting.

Procurement Department

The Florida Association of Public Purchasing Officers (FAPPO), awarded for Excellence in Public Procurement in 2019. This award is given for organizational excellence in procurement and recognizes agencies that meet and exceed benchmarks and best practices in the Procurement Profession. The program is designed to measure innovation, professionalism, e-procurement, productivity, and leadership attributes of the procurement function.

The 2019 National Procurement Institute (NPI) Achievement of Excellence in Public Procurement: this prestigious annual award program recognizes organizational excellence in public procurement. This award is earned by those organizations that demonstrate excellence in innovation, professionalism, productivity, e-procurement, and leadership attributes of the procurement organization.

Long Term Financial Planning

Thanks to a now flourishing state and local economy, the South Florida population continues to grow and the role of the SFRTA becomes even more crucial. With no place to build new highways, the need for mass transit becomes critical. The SFRTA is committed to creating a first-class transportation network by continuing to be instrumental in the planning and building of a transportation network that will provide for efficient and reliable movement of commuters throughout the tri-county region.

In June 2003, Governor Jeb Bush signed legislation requiring the three counties in the SFRTA service area to contribute $2.67 million each in capital funding to the SFRTA. To date, SFRTA has used approximately $81 million to fund various capital projects including new locomotives and railcars, a new station and administrative building. Any remaining funds will be used as leverage for future state and federal capital projects.

The completion of the Segment 5 Project in March 2006, provided commuters more options in making transportation choices with added trains, reduced times between trains, shorter travel time from end to end within the Tri-Rail service area and more flexibility. The completion of the Segment 5 project expanded Tri-Rail operations from 40 to 50 trains per day, which enabled Tri-Rail to run 20-minute headways during rush hour.

In December 2009, in a special session, FDOT, per FL Statutes-Title XXVI Public Transportation Section 343.51, awarded the SFRTA a dedicated funding source from the State Transportation Trust Fund in the amount of $15 million to support its operations and expansion. This dedicated revenue stream will enable the SFRTA to continue operating its existing schedule of 50 trains a day, as well as maintaining service on weekends and holidays. In addition, FDOT is committed to provide to the SFRTA, $40.2 million for operating assistance and maintenance of way.

2019 Major Initiatives and Accomplishments

Fiscal Year 2019 (FY19) marked significant milestones for SFRTA as it celebrated its 30th anniversary in January 2019, welcomed a new Executive Director, and advanced preparation for the upcoming launch of direct Tri-Rail service into Downtown Miami. At the same time, SFRTA also faced significant budget and funding challenges. While maintaining high service standards, the agency performed an extensive review to prioritize capital projects, and examined all aspects of service, operations and management to identify and implement cost efficiencies.

Agency Leadership . “Commuting Commissioner” Selected Executive Director of SFRTA: Steven L. Abrams, former Palm Beach County Commissioner and SFRTA Governing Board Chairman, was selected Executive Director of the SFRTA on October 26, 2018. During his tenure as a County Commissioner, Mr. Abrams became known as the “Commuting Commissioner” because he was the first SFRTA Governing Board member to be a regular Tri-Rail commuter. Mr. Abrams served as chair of the SFRTA Governing Board from July 2012 to June 2014 and again from July 2017 to June 2018, when he resigned to enter into the search process for the Executive Director position. He replaced Jack Stephens, who retired in December, 2018. While serving as SFRTA Governing Board Chair, Mr. Abrams represented the agency in negotiations with All Aboard Florida (Brightline). His efforts were invaluable in crafting the agreement to bring direct Tri-Rail service into downtown Miami via the new MiamiCentral Station. Mr. Abrams has a long history of public service. He served as a Palm Beach County Commissioner from 2009 to 2018, and three terms as the City of Boca Raton Mayor until term limited; he was named Mayor Emeritus in 2008. Prior to that, he served as both a Boca Raton City Council and Planning and Zoning Board member. Mr. Abrams is a past president of the Palm Beach County League of Cities and a founding board member of the Florida League of Mayors.

System and Facilities Improvements . On-Time-Performance (OTP). Consistently Met or Exceeded 90% Target. SFRTA achieved the highest OTP in its operation’s 29-year history in July, 2018. It achieved OTP of over 90.7% for 10 months of FY19, with OTP of 93.3% to 96.7% for seven months. OTP reached 82.4% and 85.5% in the only two months to drop below 90.7% for the year. SFRTA’s Governing Board’s stated goal for OTP is to achieve a minimum 90% on a monthly basis. Operational efficiencies and improved general fleet conditions continue to be implemented by SFRTA staff and via a well-managed services contract, with attention to continually improving response times to corridor issues and mechanical repair turn-around time.

• New Maintenance of Way (MOW) Department Created: SFRTA created a new MOW Department responsible for signals and crossings, environmental maintenance, and flagging. The new department will have staff dedicated to rail corridor maintenance which is expected to improve service, including on-time- performance, storm recovery, and by extension, customer satisfaction.

• TRI-RAIL Updated Smartphone App With New Trip-Planning Features: Tri-Rail’s free smartphone app, developed in FY19, launched in August, 2019. The redesigned app has enhanced trip-planning features and improved mobile technology. Riders can access critical Tri-Rail service information, improved real-time train and Commuter Connector status, system-wide service update alerts, and information on train schedules, destinations and more.

New features include ‘My Ride’ and ‘Next To Arrive’, with enhanced trip-planning functions to customize trips. With ‘My Ride’, passengers can save multiple recurring trips made on Tri-Rail trains and Commuter Connector buses, and view a countdown for the next upcoming trip based on personalized selections. ‘Next To Arrive’ shows passengers the next train or Commuter Connector bus to arrive at their selected station. Both features display real-time information to help passengers better plan their travels. The app is available for download on the App Store and on Google Play, and information at www.tri-rail.com.

. Planned Fleet Improvements: Overhaul of five (5) locomotives, planned in FY18, commenced in FY19, and will continue through FY20. Seat replacement for all coach and cab cars continues through FY19.

. Corridor-Wide Inspection of Pedestrian Bridges is ongoing to determine and schedule improvements on a priority schedule. . Railroad-Highway Crossing Construction and Traffic Control Device Installation (FY18) Efrain is updating for FY19): Needed grade-crossing and signal improvements on the South Florida Rail Corridor (SFRC) were scheduled for comprehensive improvements. SFRTA is responsible for the maintenance of approximately 170 railroad-highway/at-grade crossings along the SFRC. Continuous vehicular traffic through the at-grade crossings causes surface conditions to deteriorate, increasing the risk of damage to vehicles and the SFRC infrastructure. This project’s 5-year contract encompasses track, roadway and signals work, and traffic control device installation for railroad-highway crossing construction.

. Fare Collection System, Public Information Signs, and LED Signage: Preparatory work was completed for all infrastructure to be installed to cable these systems.

. Safety and Security Safety and Operations Rules Comprehensive Update: Compliance for Commuter Intercity and Passenger Rail Service, and System Safety Rules were entirely updated to be current with the FRA Collision Hazard Analysis Guide. SFRTA also developed regulatory standards that have been adopted by FRA for this guide. SFRTA is now in process of implementation system-wide for all contractors and employees. Trespasser and Suicide Mitigation Program: SFRTA developed a program with the potential to reduce train accidents caused by human factors; improve track safety, and enhance emergency preparedness and response. In FY19, these initiatives were implemented: SFRTA and 211 Helpline Launch a New Campaign to Help End Suicides on Railway Tracks: SFRTA partnered with regional 211 helpline and crisis lines to post life-saving messages along the SFRC that read: “IN CRISIS OR DEPRESSED? DIAL 2-1-1” “HELP IS HERE FOR YOU 24 HOURS A DAY! LIFE IS WORTH LIVING!”

Crisis intervention can be reached 24/7 by dialing 2-1-1, also by texting concerns and zip code to 898-211, and also through the National Suicide Prevention Lifeline (1-800-273-TALK) which is answered in this region by 211 staff. The desired intent is to aid suicide prevention efforts by placing these signs throughout the service area and in the stations, and to in part address recent reports that suicide rates have increased by 25% nationally, and that a high percentage of the people attempting or committing suicide on the tracks experience some form of Post-Traumatic Stress Disorder. 211 is a non-profit organization, providing a confidential, non-judgmental helpline to Palm Beach, Broward and Miami-Dade Counties, and the Treasure Coast, to individuals who don’t know where to turn in their time of need. 211 is also the “gateway” to all other health, human service and governmental organizations in the community. SFRTA Joins Palm Beach County Sherriff’s Office (PBSO) And Multiple Partners To Address Railway Trespassing And Trespass-Related Deaths: Palm Beach County ranks second in the state for trespass related injuries and deaths, while Florida ranks third in the nation in the same category. The Federal Railroad Administration (FRA) awarded a grant to the PBSO to address railway trespassing in the City of Lake Worth Beach along the city’s two rail corridors, including three miles of the FEC railway and the equivalent length of the SFRC, which serve Tri-Rail, CSXT freight trains, and Amtrak. Near-term project expansion is planned for West Palm Beach and Boca Raton, with possible extension to Delray Beach and Boynton Beach. PBSO heads a collaboration that includes Amtrak, CSX, FEC, SFRTA/Tri-Rail and Virgin Trains (f/k/a Brightline). The grant enables additional PBSO patrols for these corridor sections identified as areas of specific concern for trespassing. The project goal is to identify hot spots, conduct enforcement and maximize project benefits, thereby reducing trespassing, mitigating related injuries and deaths, and improving the overall safety of community members and train occupants. . Corridor-Wide Inspection of Pedestrian Bridges are ongoing to determine and schedule improvements on a priority schedule.

. Public Information (PI) Signage Upgrades: A project to upgrade twenty-four PI signs was approved and scheduled for early FY20 installation for Opa-locka, Deerfield Beach, and Lake Worth Stations.

. SFRTA Operations Center Building: The US Green Building Council is reviewing SFRTA’s submittal for Gold certification.

New Service and Facilities • Tri-Rail MiamiCentral Station and Tri-Rail Downtown Miami Link (TRDML): TRDML at the MiamiCentral Station is a regionally transformative project and long-time agency goal. TRDML will bring Tri-Rail service into downtown Miami on the FEC rail corridor, pending FRA’s PTC safety plan approvals, and Virgin Trains/Brightline scheduling. SFRTA’s station work is eighty percent

completed, with final construction and equipment installation underway in FY19 and FY20. MiamiCentral Station will become downtown Miami’s multimodal hub with connections to Virgin Trains/Brightline’s private passenger service, Tri-Rail, and Miami-Dade County’s extensive transit bus, Metrorail and Metromover system.

• Positive Train Control (PTC): PTC is a federally required rail safety technology that automatically stops a train before certain types of accidents can occur. It is required for all commuter rail passenger transportation systems. It is a priority SFRTA project. Federal approval of SFRTA’s PTC systems is required to both meet federal deadlines, and for SFRTA to operate TRDML service on the FEC and into the new MiamiCantral Station. SFRTA Reached a PTC Milestone by Testing Revenue Trains Operating Under New Technology: In June, 2019, the FRA approved a plan to test trains operating revenue (regularly-scheduled) service with PTC technology. SFRTA launched the Revenue Service Demonstration (RSD) on its commuter corridor, from West Palm Beach to Miami, beginning June 29, 2019. This is a key milestone toward receiving PTC technology certification to implement it on the SFRC.

PTC technology, its installation, operation, and maintenance is intricate, costly and to varying degrees integrates into every function of the agency. The PTC Project has additionally driven the need to replace SFRTA’s current dispatch system and change its operating rules, which are also major work efforts for the agency.

SFRTA’s Dispatch System Replaced with New PTC and Safety Rules Compliant System: This new dispatch system has been completed.

. Major Capacity Improvement: Miami River-Miami Intermodal Center (MR MICCI): The purpose of this project is to provide an additional mainline track to the southernmost 1.25 miles of the SFRC corridor from just north of Tri-Rail Hialeah Market Station, Milepost 1035.96, to the Tri-Rail Miami Airport Station, Milepost 1037.4, within the Miami Intermodal Center’s (MIC). Project selection of final designer was completed by end of April 2019 with Notice to Proceed (NTP) expected in fall 2019. SFRTA successfully completed planning and environmental phases in early 2018 and secured project environmental agreements and approvals to advance and transfer it to FDOT for final design, right-of-way, and eventual construction. FDOT is now leading project phases for Right-of-Way and Final Design, progressing toward Construction. The SFRTA Project team continues coordination with FDOT. . Northwood Crossover Rail Link between the SFRC and FEC Corridor in Palm Beach County: The Northwood connection is part of three proposed, interrelated, independent rail connections between SFRC and FEC. It is planned to facilitate a proposed future Tri-Rail expansion north to Jupiter as part of the TRCL overall project, and to increase operational capacity. SFRTA completed Phase I in FY18. In FY19, FDOT completed seventy percent of track and signal construction and integration on Northwood’s Phase II. The project is near completion.

. Five-Year Commuter Bus Program and Financial Plan: SFRTA operates 14 commuter bus routes, three (3) in Palm Beach County and 11 in Broward County. This service has become an important “first-mile/last mile” and about 25% of Tri-Rail passengers ride the commuter buses. In FY19, budget shortfalls necessitated analysis of services to identify areas to improve efficiency while reducing/containing costs. All routes were studied and areas for improved management of service with the potential to reduce service costs were identified.

SFRTA is also responsible for developing a new Five-Year Commuter Bus Service and Financial Plan annually, which is the product of ongoing planning, monitoring, and internal and external coordination efforts to increase productivity of the Commuter Bus System.

On April 26, 2019, SFRTA’s Governing Board approved the Commuter Bus Service and Financial Plan for FY 2020 – FY 2024 with the following changes: • No reductions to commuter bus service • One additional bus on the Boca Town Center route (BR-1) through FY21, funded by a FDOT Grant • Continued funding for the South Florida Education Center route through FY20 • Increases in special event services to meet demands for Super Bowl 2020. Initiatives . Legislation: Tri-Rail Advocates for Legislation Passed that Speeds Incident Processing, Improves On-Time-Performance

On June 7, 2019, Florida Governor Rick DeSantis signed into law new legislation designed to streamline the investigative process when a train is involved in a crash with a motor vehicle.

As of July 1, 2019, when accidents occur on the rail corridor, certain information collected will now be at the discretion of the law officer with jurisdiction to investigate the crash, and not all passengers will need to be interviewed. A rush hour train can carry more than 400 people and getting even basic information can take hours. Previously, officers questioned every passenger on the train. The new law is expected to dramatically reduce the time it takes to clear an accident investigation and thereby, to improve train OTP, relieve passenger inconvenience, and keep transit and road traffic moving.

. Tri-Rail and Downtown Miami Link Promotion: Miami area events were highlighted throughout the year to promote SFRTA train and bus services in preparation for the upcoming opening the new Downtown Miami Tri-Rail station.

. Transit Oriented Development (TOD) Planning: FTA Pilot Project Grant for TOD, Planning Activities along the FEC Corridor: SFRTA and the region’s RPCs concluded TOD station-area planning activities and corridor studies for potential station areas located on the proposed TRCL corridor. This work, funded through an FTA TOD Pilot Program planning grant, included station area design charrettes and workshops to develop plans and transit-supportive land development regulations (LDRs), as well as corridor studies for station-area Housing Equity, Infrastructure Capacity, Bicycle/Pedestrian Access Plans, and a TOD Business Fund approach.

SFRTA TOD Policy & Outreach, Planning Activities Along The South Florida Rail Corridor (SFRC): SFRTA staff and the region’s Regional Planning Councils (RPCs) continued outreach to local governments and transportation planning agencies that have Tri-Rail Stations located on the SFRC, to advance TOD land development policy and regulations. The TOD policy outreach efforts won a National Association of Regional Councils (NARC) award in TOD Outreach and Education.

. Outstanding Public Transportation System: SFRTA was named Outstanding Public Transportation System of the Year by the Florida Public Transportation Association (FPTA) on October 15, 2018. SFRTA received the award for the agency’s demonstration of achievement in efficiency and effectiveness for the public transportation industry.

Community Outreach . SFRTA Recognized for Corporate and Community Outreach: SFRTA’s Corporate and Community Outreach Office received four awards from the Florida Public Transportation Association (FPTA) for outstanding marketing efforts: a First Place for the SFRTA Fun Guide, which lists Tri-Rail accessible South Florida destinations; a Second Place for the Safety Poster, and “Our Price is Right” for Electronic Media; and a Third Place for agency’s “Our Price is Right” for Sustaining Campaign.

. SFRTA Conducted Safety and Security Awareness Efforts: SFRTA’s Corporate and Community Outreach Office partnered with regional agencies on multi-media safety and security awareness campaigns, with outreach to employers and the public. . Ride & Play Day 2019: Ride & Play 2019 was a fun-filled success with more than 600 people riding the four activity-packed trains, as compared with the previous Saturday. Ride & Play 2019 also set a record for the 5th highest Saturday ridership.

Industry Involvement Commuter Rail Coalition is an association of commuter rail agencies, operators, and other interested parties acting together to educate the public on the value commuter railroads bring to the regions we serve. The Coalition advocates for commuter railroads in the US, in particular identifying the resources needed to continue the many benefits we bring into the future. The American Public Transportation Association (APTA) is the leading force in the advancement of public transportation in America. As members of APTA for almost three decades, SFRTA staff has been especially active in the areas of governance, legislative affairs, PTC, and marketing and communications.

SFRTA participates as a partner/sponsor/member of relevant groups in the transportation industry, including the Urban Land Institute, the Conference of Minority Transportation Officials (COMTO), the Women’s Transportation Seminar (WTS) organization, as well as with regional transportation summits and related collaborative events.

Rail-Volution Conference: Rail-Volution is a national organization that focuses on building livable communities through activities that coordinate land use and transit. SFRTA is a Partner Organization and participates on the National Steering Committee responsible for planning and organizing the annual Rail-Volution conference.

Financial Policies

The South Florida Regional Transportation Authority’s financial policies, compiled below, set forth the basic framework for the fiscal management and decision-making process of senior management and the Governing Board. The Governing Board consists of ten members: one County Commissioner from each county (three appointments); one citizen appointee from each county commission (three appointments); a Florida Department of Transportation (FDOT) –District Secretary (one appointment); and one governor’s appointee from each of the three counties (three appointments).

The Tri-County Commuter Rail Authority (TCRA) was created as an agency of the State of Florida pursuant to Chapter 343 of the Florida Statutes in 1988. In June 2003, legislation was passed merging TCRA into the SFRTA. The legislation calls for the South Florida Regional Transportation Authority (SFRTA) to be the successor and assignee of the TCRA and the SFRTA shall inherit all rights, assets, labor agreements, privileges and obligations of the TCRA.

In 2003, the Governor signed legislation guaranteeing that the three counties would provide, at a minimum $1.6 million in operating funds and $2.67 million for future projects to the SFRTA. In a special legislative session in December 2009, FDOT, per FL Statutes-Title XXVI Public Transportation Section 343.51, awarded the SFRTA a dedicated funding source from the State Transportation Trust Fund in the amount of $15 million to support its operations and expansion. In addition, FDOT provides the SFRTA with no less than $27.1 million for operating assistance.

These policies provide guidelines for evaluating current financial activities as well as the planning for future programs and operations. SFRTA financial policies represent long-standing principles, traditions and management practices that have guided the Agency to maintain financial stability and sound practices since its creation in January 1989.

Operating Revenue, Operating Subsidies, and Expenses

The SFRTA defines operating revenue and operating expenses as those revenue and expenses that can be directly attributable to the daily operations of its trains. Operating revenue consists of fares and other services. Fares are revenue collected from passengers, resulting from ticket sales. Other services consist of revenue generated at train stations, such as vending machine revenue. The United States Government and the State of Florida make capital grant funds available to the SFRTA to fund the purchase of certain assets or the construction of various projects.

Operating Budget Policies include the continuous review of all operating costs to assure that all programs are adequately funded. The Agency will continue to support a scheduled level of rail and bus service in South Florida in which it operates.

The Operating Budget will be a “Balanced Budget” with current revenues including other sources of revenue as well as a General Reserve to be equal or greater than annual expenses to balance the budget annually.

SFRTA procures all goods and services in accordance with the Governing Board’s approved Purchasing Policies and Procedures Manual.

Operating expenses are those expenses, which are necessary for the daily operations of the trains and include train-operating costs, marketing costs, engineering costs, planning costs, general and administrative costs and depreciation. Depreciation is a non-funded expense. Per GASB 34, the SFRTA classifies operating subsidies as non-operating revenue.

Use of Estimates

The preparation of financial statements in conformity with accounting principles generally accepted in the United States of America requires management to make estimates and assumptions that affect the reported amounts of assets and liabilities and disclosure of contingent assets and liabilities at the date of the financial statements and the reported amounts of revenue and expenses during the reporting period. Actual results could differ from those estimates, and the differences could be material.

Measurement Focus

All enterprise fund statements of Net Assets, and Revenue, Expenses and Changes in Net Position are presented using the economic resources measurement focus and the accrual basis of accounting. All assets and all liabilities are recorded on the balance sheet. The determination of net loss is measured by the matching of revenue earned with expenses incurred.

Budget Process

The SFRTA Governing Board adopts the SFRTA’s budget on an annual basis. The Governing Board must also approve any required revisions that result in an increase to total expenses.

Budget amendments are recommended by the Executive Director and are presented to the Governing Board for approval. During the year, budget amendments have resulted in the utilization of contingency appropriations and transfers between budget line items.

Budgetary control is established by function: Operations, Train & Station Maintenance, Personnel Expenses, General & Administrative Expenses, Corporate & Community Outreach, Professional Fees, Legal, Contingency and Expenses transferred from/to Capital. Expenses cannot legally exceed the appropriated amount.

In addition, financial statements, which detail month-to-date and the year-to-date actual versus budgeted expenditure comparisons, are presented to the Governing Board on a monthly basis for review. Funding for the SFRTA budget is provided through fees collected at train stations, subsidies provided by FDOT, the Federal Transit Administration (FTA), and the three counties serviced by the SFRTA.

Basis of Accounting

The SFRTA operates as an enterprise fund and adheres to the accounting standards as set forth by the Governmental Accounting Standards Board (GASB), including GASB Statements Nos. 33 and 34, and all applicable Financial Accounting Standards Board (FASB) pronouncements prior to November 30, 1989. An independent audit of the SFRTA’s financial statements is performed annually. SFRTA will produce annual financial reports in accordance with Generally Accepted Accounting Principles (GAAP) as outlined by the Governmental Accounting Standards Board (GASB). Governments have the option of following subsequent private-sector guidance for their business-type activities and enterprise funds, subject to this same limitation. The SFRTA has elected not to follow subsequent private-sector guidance.

Investments & Cash and Cash Equivalents

Cash and cash equivalents consist of demand deposits with banks and investments with the State Board of Administration with original maturities at the time of purchase of three months or less. All cash deposits are held in qualified public depositories pursuant to State of Florida Statutes Chapter 280, “Florida Security for Public Deposits Act.” Under the Act, all qualified public depositories are required to pledge eligible collateral having a market value equal to, or greater than, the average daily or monthly balance of all public deposits times the depositories’ collateral pledge level. The pledging level may range from 50% to 125% depending upon the depositories’ financial condition and establishment period. All collateral must be deposited with an approved financial institution.

Investment Policy

Chapter 218.415 of the Florida Statutes governs the SFRTA’s investment practices, “Special Districts investments.” The SFRTA is authorized to invest in: (1) The Local Government Surplus Funds Trust Fund; (2) Negotiable direct obligations of, or obligations by which the principal and interest are unconditionally guaranteed by the United States government at the prevailing market price for such securities; (3) Interest-bearing time deposits; (4) Saving accounts in banks organized under the laws of this state and/or federal laws.

SFRTA holds all investments in the Local Government Surplus Funds Trust Fund. The Local Government Surplus Funds Trust Fund is composed of local government surplus funds deposited by local governments and administered by the State Board of Administration (SBA). The SFRTA invested the Counties’ Contributions as well as most of its excess operating monies in the Florida Prime Investment Pool. On December 6, 2007, the SBA restructured its Pool into Pool Fund A and Fund B Surplus Funds Trust Fund

(the “Fund B”), which have different asset types and different withdrawal restrictions applicable to them. At the time of the restructuring, all current Pool participants had their existing balances proportionately allocated into Florida Prime and Fund B Surplus Funds Trust Fund.

GASB Statement No. 40, Deposit and Investment Risk Disclosures requires that state and local governments communicate key information about common deposit and investment risks related to credit risk, concentration of credit risk, interest rate risk and foreign currency risk. It requires certain disclosures of investments that have fair values that are highly sensitive to changes in interest rates. The SFRTA does not believe GASB No. 40 has a material impact on its financial statement because all its investments are held by the Local Government Surplus Funds Trust Fund.

Grants

The SFRTA receives significant financial assistance from federal, state and local governmental agencies in the form of grants.

The disbursement of funds received under these programs generally requires compliance with terms and conditions specified in the grant agreements and is subject to audit by the SFRTA’s independent auditors and other governmental auditors. Any disallowed claims resulting from such audits could become a liability of the SFRTA. Based on prior experience, the SFRTA’s Management believes such disallowance, if any, would be immaterial.

Risk Management

The SFRTA’s risk of loss includes exposure from passengers and the public due to accidents or other incidents resulting in liability issues for the SFRTA. The State of Florida insures the SFRTA for general liability up to $10 million. The SFRTA purchases additional general liability coverage, amounting to $185 million; the SFRTA has had no settlement claims that exceed the $10 million insurance coverage since its inception.

In addition, the SFRTA maintains the necessary internal controls to ensure reasonable, but not absolute assurance, regarding the safekeeping of assets against loss from unauthorized use or disposition. Evaluations of internal control procedures occur on a periodic basis.

Capital Budget

SFRTA adopts and maintains an annual Capital Budget and Long Term Capital Plan for Capital Improvements, Capital Investments and Capital Projects.

Capital assets include land, parts and rail equipment, furniture, fixtures and office equipment, double tracking, buildings, bridges, automobiles, other equipment, and construction in progress, and are recorded at historical cost.

Long-Term Debt

SFRTA’s long-term debt consists of Employee Compensated absences, Deposits and approximately $2.0 million in advances from FDOT. Long Term debt policies demonstrate compliance with government requirements as well as with applicable Bond Trust Indenture requirements. SFRTA’s current debt is $63.4 million with a payback period not to exceed 6 years.

Construction in Progress

Construction in progress represents the continued investment in capital improvement projects, which are in various stages of completion. Major improvements or projects currently in progress include $51 million for the purchase and installation of a Positive Train Control system (PTC) and $48 million towards the construction of a. new station in Miami

Fund Structure & Related Expenses

Basis of Fund Budgeting

In governmental accounting, the resources of the government are accounted for through funds. A fund is a separate fiscal and budgetary entity. Funds are set up to demonstrate stewardship and fiscal accountability for the resources entrusted to the government. The number and type of funds used is guided by Florida Statutes and sound financial judgment.

All funds are budgeted using the accrual basis of accounting. Fund budgets are prepared using the governmental model, which in essence, is as if all funds were special revenue funds. When using the accrual basis of accounting, revenues are recorded when earned and expenses are recorded at the time the liabilities are incurred. Revenues not considered available are recorded as deferred revenues. Expenditures generally are recorded when a liability is incurred.

SFRTA maintains a balanced budget through financial planning or the budgeting process where total revenues are equal to or greater than total expenses. A budget can be considered balanced in hindsight, if after a full year's worth of revenues and expenses have been incurred and recorded and revenues are greater or equal to expenses.

SFRTA Funds and Fund Balances

Fund balance is required to be reported in two components-reserved or restricted and unreserved or unrestricted. When fund balance is reserved, it either means that the resources are in a form that cannot be appropriated and spent (such as inventory) or that the resources are legally limited to being used for a particular purpose. For instance, grant monies from the federal government that may be used only for building schools would be reported as a reserved fund balance in the general fund or a broad capital projects fund. Governments also tend to report the non-expended portion of their permanent funds-the resources that can be invested but not spent-as reserved fund balance.

The portion of fund balance that is not reserved is aptly called unreserved fund balance. It represents resources that can be used for any purpose of the fund they are reported in. Unreserved fund balance in a debt service fund can be used to repay any outstanding debt. Unreserved fund balance in the general fund can be used for any purpose at all.

CHANGE IN NET POSITION ` FY 2016-2017 FY 2017-2018 FY 2018-2019 FY 2019-2020 NET POSITION ACTUAL ACTUAL PROJECTED PROJECTED Net Investment in Capital Assets $ 591,977,036 $ 591,656,741 $ 595,631,554 $ 595,631,554 Restricted for: Capital projects 23,535,651 18,706,314 16,177,751 16,177,751 Unrestricted 10,570,264 28,605,873 26,698,579 26,698,579 Total net position $ 626,082,951 $ 638,968,928 $ 638,507,884 $ 638,507,884

The SFRTA maintains its books of accounts on the accrual basis of accounting, using a single operating fund to report the results of its operations. The General Fund is the general operating fund of all revenue and expenditures except for activities related to capital improvements. However, separate revenue accounts are maintained on the books to best account for the various revenues that are designated for specific purposes. The General Fund will be maintained at a level sufficient to provide for the required resources to meet operating needs, to allow for unforeseen needs of an emergency nature, and to permit orderly adjustment to changes resulting from fluctuations of revenue sources. The chart on the next page focuses on the SFRTA major revenue fund and the related expense to all operating activities.

The SFRTA General Fund - Used to account for and report all financial resources not accounted for and reported in the Capital Fund. This fund consists of all activities related to the general operations of the Agency.

The SFRTA Capital Project Funds - Used to account for and report financial resources that are restricted, committed or assigned to expenditures for capital outlays, including the acquisition or construction of capital facilities and other capital assets.

Fund Structure & Related Expenses (cont.)

Operating Operating Operating Other Assistance Assistance Assistance Sources- SFRTA Train Special Special Special Reserves,

Revenue Revenue FTA Revenue Revenue Local and FDOT County FHWA contributions

Train General & Train & Station Train Train Fuel Operations Administrative Maintenance Operations Contract Corporate &

Community Out Legal

Personnel Expenses Reach MOW Services Train Operations Maintenance Train • Operations MOW of Way Personnel Services & Maintenance Professional Professional Fees of Way Fees

Fund Structure & Related Expenses

• Restricted fund balance is to be reported when constraints placed on the use of the resources are imposed by grantors, contributors, laws or regulations of other governments or imposed by law through enabling legislation. Enabling legislation includes a legally enforceable requirement that these resources be used only for the specific purposes as provided in the legislation. This fund balance classification will be used to report funds that are restricted for debt service obligations and for other items contained in General municipal or Education Law.

• Committed fund balance will be reported for amounts that can only be used for specific purposes pursuant to formal action of the entity’s highest level of decision making authority. These funds may only be used for the purpose specified unless the entity removes or changes the purpose by taking the same action that was used to establish the commitment. This classification includes certain designations established and approved by the entity’s governing board.

• Assigned fund balance, in the General Fund, will represent amounts constrained either by the entity’s highest level of decision making authority or a person with delegated authority from the governing board to assign amounts for a specific intended purpose. An assignment cannot result in a deficit in the unassigned fund balance in the General Fund. This classification will include amounts designated for balancing the subsequent year’s budget and encumbrances. Assigned fund balance in all other governmental funds represents any positive remaining amount after classifying non-spendable, restricted or committed fund balance amounts.

• Unassigned fund balance, in the General Fund, represents amounts not classified as non-spendable, restricted, committed or assigned. The General Fund is the only fund that would report a positive amount in unassigned fund balance. For all governmental funds other than the General Fund, unassigned fund balance would necessarily be negative, since the fund’s liabilities, together with amounts already classified as non-spendable, restricted and committed would exceed the fund’s assets.

SFRTA FY 2019-2020 Budget Schedule

Budget Process The SFRTA Governing Board approves the annual operating and capital budget. The Governing Board must also approve any required revisions that result in an increase to total expenditures. The budget is maintained at a department level and is categorized by function: Operations, Personnel Expenses, Train & Station Maintenance, General & Administrative Expenses, Customer & Community Outreach, Professional Fees, Legal and Contingency and Expenses Transferred to Capital. Line item budgetary controls are maintained by the utilization of purchase orders limited to the boundaries of the budget and by establishing contractual obligations within the confines of the budget. In addition, financial statements, which detail month-to-date and the year-to-date actual versus budgeted expenditure comparisons, are presented to the Governing Board on a monthly basis for review. Funding for the SFRTA budget is provided through fees collected at train stations, subsidies provided by FDOT, FTA, and the three counties serviced by the SFRTA.

Budget transfers within a department must be approved by both the Department Director and the Budget & Grants Manager and must remain within the budget group. Interdepartmental budget transfers are only allowed when both department directors and the Budget & Grants Manager approve the transfer. Budget transfers between budget groups require Board approval. The budget groups are: Group 1-Train Operations, Group 2-Train & Station Maintenance, Group 3-Personnel Expense, Group 4-General & Administrative, Group 5-Corporate & Community Outreach, Group 6-Professional Fees and Group 7-Legal.

SFRTA Department Fund Relationship

Department Train FTA FDOT FHWA Local, County, Revenue Operating Operating Operating Other Sources & Assistance Assistance Assistance Gas Tax Administration Engineering Executive Finance Human Resources Information Technology Legal Operations Planning & Capital Development Procurement Safety & Security The above matrix shows the relationship between the SFRTA departments and major funds.

SFRTA FY 2019-2020 BUDGET SCHEDULE*

Date Budget Schedule BUDGET PACKAGES January 7, 2019 Budget Preparation Packages delivered to all departments. Budget preparation time is 5 weeks for both the Operating and the Capital Budget. Budgets due no later than February 8, 2019.

OPERATIONAL SUPPORT- BUDGET OFFICE Budget Office is available to meet with departments or individuals January 14-31, 2019 needing assistance. For budget input refresher training, please contact the Budget Department to set up a date & time. OPERATING BUDGET ENTRY DEADLINES February 8, 2019 Last day to enter Operating Budget into system and return completed department budget to Budget Office.

BUDGET DEPARTMENT REVIEW & COMPLIANCE Department budgets reviewed by Budget Office to include review February 11 -15, 2019 of requested amounts and justifications.

COMPLETED FIRST DRAFT OPERATING BUDGET February 22, 2019 Complete Operating Budget Draft # 1 and ready for review.

INTIAL DEPARTMENTAL MEETINGS-OPERATING: Individual departmental meetings with Deputy Executive Director, February 25- March 1, 2019 Department Directors, Finance Director, and Budget Office to review Operating Budget. INTIAL DEPARTMENTAL MEETINGS-CAPITAL: Individual departmental meetings with Deputy Executive Director, March 4 -8, 2019 Department Directors, Finance Director, and Budget Office to review Capital Budget.

COMPLETED OPERATING BUDGET DRAFT # 2 March 15, 2019 Ready for Final Review.

CAPITAL BUDGET MEETINGS & CHANGES March 11–15, 2019 Individual departmental meetings with Deputy Executive Director, Department Directors, Finance Director, and Budget Office. FINAL DEPARTMENTAL MEETINGS & CHANGES: Individual departmental meetings to review Operating and Capital March 25-29, 2019 Budgets with Deputy Executive Director, Department Directors, Finance Director, and Budget Office. FY 20 BUDGET SUBMITTED FOR BOARD APPROVAL April 26, 2019 Proposed budget added to agenda for Governing Board approval.

ALTERNATIVE SUBMISSION DATE May 24, 2019 Back up date for budget approval. *Dates are subject to change

FINANCIAL SECTION

• FINANCIAL HIGHLIGHTS 37 • LONG TERM DEBT 37 • OPERATING BUDGET REVENUE & EXPENSES 38 • OPERATING BUDGET & TEN YEAR PLAN 56 • CAPITAL BUDGET HIGHLIGHTS 57 • CAPITAL BUDGET REVENUE & EXPENSES 58 • RECENT CAPITAL IMPROVEMENTS 60 • CAPITAL BUDGETS & LONG TERM PLANNING 62 • CAPITAL BUDGET & TEN YEAR PLAN 65

Financial Highlights

• In fiscal year 2019, Broward, Miami-Dade and Palm Beach Counties each contributed $2.67 million contribution ($8.01 million in total) to the SFRTA. Since fiscal year 2004, Broward, Miami-Dade and Palm Beach Counties have contributed $8.01 million per year to the SFRTA. Total received to date is approximately $128.1 million. In fiscal year 2019, the SFRTA used approximately $3.5 million to fund various capital projects. As of June 30, 2019, the remaining funds of approximately $18.7 million will be used to leverage funds for future capital projects.

• In fiscal year 2019, the SFRTA’s total net position was approximately $636.2 million reflecting a decrease of approximately $2.7 million or 0.4%. Approximately $24.3 million or 3.8% of the net position is unrestricted. The decrease in total net position is largely due to the use of unrestricted funds to cover operating costs.

• In fiscal year 2019, operating expenses, before depreciation, increased by approximately $547,143 million or 0.5%. For fiscal year 2018, operating expenses, before depreciation, increased by approximately $4.1 million or 4%. In fiscal year 2017, operating expenses, before depreciation, increased by approximately $9 million or 9%.

• Annual Operating revenues continue to increase slightly. Operating revenue in fiscal year 2019 increased by approximately, $1.06 million or 7.7% over fiscal year 2018, and by 5.4% over fiscal year 2017.

Long Term Debt

SFRTA’s long-term debt consists of Employee Compensated absences, Deposits an advance from FDOT as well as State Infrastructure and bank loans. Long Term debt policies demonstrate compliance with government requirements as well as with applicable Bond Trust Indenture requirements. SFRTA’s current debt is $63.4 million with a payback period not to exceed 6 years. SFRTA currently has no policy limiting its debt.

Beginning Balance Ending Balance Due within 07/1/2018 Additions Reductions 06/30/2019 One Year

Bonds and notes payable:

FECI EC Holding Company, LLC $ 14,688,481 $ 3,401,398 $ 18,089,879 $ - State Infrastructure Bank Loan 15,698,115 61,341 (3,341,625) 12,417,831 3,341,625 Bank United Note, Series 2016 10,122,194 3,276,153 (1,487,912) 11,910,435 1,848,486 Total bonds and notes payable $ 40,508,790 $ 6,738,892 $ (4,829,537) $ 42,418,145 $ 5,190,111 Other Liabilities:

Compensated absences $ 1,153,194 190,045 $ 1,343,239 $ 537,296 Net Pension liability 9,774,366 (345,361) 9,429,005 - Deposits 703,745 7,491,133 8,194,878 - Advances from FDOT 2,000,000 - - 2,000,000 - Total other liabilities $ 13,631,305 $ 7,681,178 $ (345,361) $ 20,967,122 $ 537,296

Business-type activities long-term liabilities $ 54,140,095 $ 14,420,070 $ (5,174,898) $ 63,385,267 $ 5,727,407

FY 2019-2020 FY 2020-2021 FY 2021-2022 FY 2022-2023 FY 2023-2024 FY 2024-2025 TOTAL EXPENDITURE SCHEDULE-Debt AMOUNTS AMOUNTS AMOUNTS AMOUNTS AMOUNTS AMOUNTS AMOUNTS

Repayment of FECIEC Holding Company 1,467,382 1,515,657 1,565,519 1,768,092 11,631,663 17,948,313 Repayment of Bank United Loan 17,528,049 17,528,049 Repayment of SIB Loan 3,149,149 3,197,960 3,247,529 2,823,093 12,417,731 Total Principal 22,144,580 4,713,617 4,813,048 4,591,185 11,631,663 - 47,894,093

Repayment of FECIEC Holding Company 381,104 332,830 282,967 80,394 178,519 1,255,814 Repayment of Bank United Loan 333,333 333,333 Repayment of SIB Loan 192,476 143,665 94,096 43,760 473,997 Total Interest 906,913 476,495 377,063 124,154 178,519 - 2,063,144

TOTAL EXPENDITURES $ 23,051,493 5,190,112 5,190,111 4,715,339 11,810,182 - $ 49,957,237

Operating Revenues

The SFRTA operating revenues for FY 2019 based on the adopted operating budget totals $122.9 million. The SFRTA operating train revenues are generated through Tri‐Rail fares. The remainder of the operating revenue is a combination of Federal, State and local funds. The local proportion is received from each of the three counties in the South Florida region that are serviced by Tri-Rail (Palm Beach, Broward and Miami‐Dade).

Based on the first five‐year revenue estimates for FY 2020 to FY 2025, train revenues are assumed to increase 1.5 percent annually. Federal funds will range between $28 and $30 million, including an increase in FTA formula funds. The Fixing America’s Surface Transportation (FAST) Act was signed into law in December 2015. The act, which supports transit funding through fiscal year 2020, reauthorizes FTA programs and includes changes to improve mobility, streamline capital project construction and acquisition, and increase the safety of public transportation systems across the country. The act’s five years of predictable formula funding enables transit agencies to better manage long-term assets and address the backlog of state of good repair needs. It also includes funding for new competitive grant programs for buses and bus facilities, innovative transportation coordination, workforce training, and public transportation research activities.

For the second five‐year estimates (FY 2026 to FY 2030), the SFRTA is committed to working with FDOT and other partners to identify a new dedicated revenue source that will cover continued operations for the existing Tri‐Rail system and the Coastal Link expansion on the FEC Railway.

In March 2015, the SFRTA assumed the Maintenance of Way (MOW) of the SFRC, for which it receives an additional $24.6 million annually of dedicated funding from the State. FDOT has agreed to a cost‐sharing plan to cover MOW expenses with the SFRTA totaling $1.89 million per year. For the purposes of this financial analysis, it is assumed that the MOW dedicated funding source will remain constant through fiscal year 2025, with a slight increase for the second five‐year projection period. County and other local contributions are also assumed to continue through FY 2030.

SOUTH FLORIDA REGIONAL TRANSPORTATION AUTHORITY FY 2019-2020 OPERATING BUDGET

REVENUE COMPARISON

FY 2017-2018 FY 2018-2019 FY 2019-2020 2019 vs 2020 ACTUAL AMENDED APPROVED VARIANCE REVENUE BUDGET BUDGET $ % TRAIN REVENUE Train Service Revenue $ 12,915,889 $ 14,051,830 $ 14,226,208 $ 174,378 1.24% Interest Income/ Other Income 1,215,286 325,000 1,080,000 755,000 - TOTAL TRAIN REVENUE 14,131,175 14,376,830 15,306,208 929,378 6.46%

OPERATING ASSISTANCE Statutory Dedicated Funding 15,000,000 15,000,000 15,000,000 - - Statutory Operating Assistance 27,100,000 27,100,000 27,100,000 - - Statutory Maintenance of Way 13,124,940 13,124,940 13,124,940 - - FTA Planning Grant - - - - - FTA Preventive Maintenance 27,228,037 22,784,726 27,021,475 4,236,749 18.59% FHWA 4,000,000 4,000,000 4,000,000 - - FTA Hurricane Reimbursement - - - - City of Boca Raton-Shuttle Service 229,073 176,821 180,053 3,232 1.83% City of Opa Locka-Shuttle Service - 439,290 - (439,290) 100.00% Insurance Proceeds 149,034 149,034 - (149,034) - CSX Reimbursements - 100,000 100,000 - - Miami-Dade Statutory Operating Assistance 1,565,000 1,565,000 1,565,000 - - Broward Statutory Operating Assistance 1,565,000 1,565,000 1,565,000 - - Palm Beach Statutory Operating Assistance 1,565,000 1,565,000 1,565,000 - - Other Local Funding 121,199 100,000 100,000 - - Gas Tax Transfer 1,884,895 1,896,895 4,866,787 2,969,892 1.57 SFRTA Reserves - 15,878,266 11,464,295 (4,413,971) -27.80% TOTAL ASSISTANCE 93,532,178 105,444,972 107,652,550 2,207,578 2.09% TOTAL REVENUE $ 107,663,353 $ 119,821,802 $ 122,958,758 $ 3,136,956 2.62%

0.1% 4.4% 3.8% 0.7% 52.2% 13.0% 25.7% 100.0% of Total of Percent Operating Revenue Income Interest FTA FHWA State Grants (FDOT) County Contributions Other 121,199 718,579 4,695,000 4,000,000 TOTAL 55,224,942 13,790,701 27,228,037 ACTUAL 105,778,458 FY 2017-2018 FY $ $ 3.9% 3.3% 0.3% 15.6% 46.1% 11.7% 19.0% 0.9% 100.0% of Total of Percent

3.3% 22.0% Interest Income 325,000 FTA 4,695,000 4,000,000 18,740,306 55,224,940 14,051,830 22,784,726 FHWA 119,821,802 BUDGET AMENDED FY 2018-2019 FY 11.6% $

Operating Revenue 44.9% 3.8% 3.3% 0.9% 13.6% 44.9% 22.0% 100.0% 11.57% of Total of Percent 2019 Revenue Summary 13.6% State Grants (FDOT) Grants State Other REVENUE SUMMARY COMPARATIVE ANALYSIS COMPARATIVE SUMMARY REVENUE 4,695,000 1,080,000 4,000,000 16,711,135 55,224,940 14,226,208 27,021,475 BUDGET 3.8% 122,958,758 APPROVED FY 2019-2020 FY $ $

County Contributions Total Revenue Total Other State (FDOT) Grants Contributions County Revenue Revenue RevenueOperating Interest Income FTA FHWA

REVENUE

Train Service Revenue:

During the first nine months of fiscal year 2018-2019, SFRTA’s train service revenue exceeded that of the prior year’s revenue by almost $230,000. Staff believed this increase is due to the exceptional on time performance from the Agency’s service provider Herzog Transit Services, resulting in greater customer satisfaction.

The Agency also plans to begin new service into the new Downtown Miami Station starting in January 2020. In light of these facts, SFRTA will slightly increase its anticipated train revenue figure for the fiscal year 2019-2020 budget.

Interest Income/Other Income:

Interest income includes interest from over-night bank investments, investments in the Local Government Surplus Fund Trust Fund and other investments as allowed under Florida Statute 218.415. Other Income includes revenue from vending machines located at SFRTA stations, fare evasion fines and internet sales of SFRTA merchandise. For fiscal year 2019-2020, staff is estimating Interest Income/Other Income will increase to approximately $1,080,000.

Florida Dept. of Transportation (FDOT):

Operating Assistance and Dedicated Funding

Subsequent to SFRTA assuming responsibility for maintaining and dispatching the South Florida Regional Corridor (SFRC) on March 29, 2015, Section 343.58(4)(a)2, Florida Statutes, changes the State Transportation Trust Fund (STTF) annual funding requirement for Tri-Rail. FDOT must now annually transfer $15 million from the STTF to SFRTA for operations, maintenance, and dispatch and an additional amount of no less than $27.1 million for operating assistance ($42.1 million total annual funding).

Maintenance of Way (MOW) Operating Assistance:

SFRTA and FDOT entered into an Operating Agreement June 13, 2013 to formalize SFRTA’s responsibilities in assuming management, operation, maintenance and dispatch of all rail operations along the corridor. Currently FDOT contributes $13,124,940 and the SFRTA contributes $1,896,895 to maintenance of the corridor.

FTA Preventative Maintenance:

Although an operating expense, “Preventative Maintenance,” is defined as all maintenance costs, and is an allowable expenditure of capital funds for operating purposes, under FTA guidelines. The FTA has no cap on the amount of formula funds a transit agency can use for preventive maintenance. The only limits are the amount of federal capital funds available and the total preventive maintenance expense a transit agency actually incurs.

For fiscal year 2019-2020, $27,021,475 is programmed in FTA formula funds for eligible preventive maintenance costs. Eligible preventive maintenance costs include such items as rolling stock maintenance, station maintenance, fleet vehicle maintenance and ticket vending machine maintenance. On the next page is a chart that represents SFRTA’s Preventative Maintenance over the previous five years.

Preventative Maintenance

29,000,000

27,000,000

25,000,000

23,000,000

21,000,000

19,000,000 2015-2016 2016-2017 2017-2018 2018-2019 2019-2020

Federal Highway Administration (FHWA): SFRTA receives FHWA funds as a pass-through from FDOT. SFRTA has received these funds since its inception in 1989 as part of a traffic mitigation project. Fiscal year 2019-2020 FHWA assistance will remain at $4,000,000.

Additional Shuttle Service: SFRTA is continuing their contract with the city of Boca Raton to provide feeder bus connections to and from the Tri-Rail stations. SFRTA will be reimbursed $180,053 for these services.

County Assistance: In June 2004, the Governor signed legislation guaranteeing that, on an annual basis, Miami-Dade, Broward and Palm Beach Counties would each provide $1,565,500 in operating funds.

Other Local Funding: Other Local Funding consists of funds provided for feeder services by a private firm totaling $100,000 for a dedicated feeder bus route. In addition, CSX will reimburse the Agency for costs associated with derailments at the maintenance yard, which is currently budgeted at $100,000.

Gas Tax and SFRTA Reserves:

SFRTA will be utilizing $4,866,787 of additional county gas tax funds pursuant to F.S. 343.58 to offset the cost of corridor maintenance. SFRTA will also budget $11,464,295 in reserve funds in fiscal year 2019- 2020.

SOUTH FLORIDA REGIONAL TRANSPORTATION AUTHORITY FY 2019-2020 OPERATING BUDGET

BUDGET EXPENSE COMPARISON

FY 2017-2018 FY 2018-2019 FY 2019-2020 2019 vs 2020 ACTUAL AMENDED APPROVED $ % EXPENSES BUDGET BUDGET CHANGE CHANGE Operating Contract $ 19,982,380 $ 20,286,439 $ 18,297,060 $ (1,989,379) -9.81% Train Maintenance Contract 13,085,164 16,475,689 19,960,042 3,484,353 21.15% Station Maintenance Contract 6,971,613 6,749,389 6,935,433 186,044 2.76% PTC Maintenance - 1,022,780 3,200,400 2,177,620 100.00% PTC Operations - 1,683,200 2,412,039 728,839 100.00% Feeder Service 6,455,956 7,402,658 6,908,866 (493,792) -6.67% Emergency Feeder Service 48,458 75,000 50,000 (25,000) -33.33% Security Contract 6,331,531 7,009,081 6,782,209 (226,872) -3.24% Insurance - Liability/Property/Auto 2,390,732 3,300,000 2,861,000 (439,000) -13.30% Train Fuel Contract 7,287,996 8,840,000 9,400,000 560,000 6.33% CSX Dispatch 1,837,248 1,887,437 1,939,143 51,706 2.74% Station & Office Utilities 746,926 530,000 530,000 - - Corridor Utilities 1,083,824 1,636,390 1,433,390 (203,000) -12.41% Revenue Collection 681,962 758,000 601,000 (157,000) -20.71% Corporate & Community Outreach 583,962 602,900 - (602,900) -100.00% Legal Expenses 937,920 903,698 864,968 (38,730) -4.29% Personnel Services 12,012,323 12,370,898 10,662,719 (1,708,179) -13.81% SFRC Maintenance 25,989,072 25,668,185 25,096,012 (572,173) -2.23% Office Business Expense 938,374 1,103,815 985,865 (117,950) -10.69% Business Travel/Conferences 167,180 249,718 96,257 (153,461) -61.45% Dues & Subscriptions 138,526 157,977 82,420 (75,557) -47.83% General Training & Seminars 85,395 188,495 50,218 (138,277) -73.36% Professional Fees 521,975 709,900 1,258,700 548,800 77.31% Office Rent 32,081 32,870 22,500 (10,370) -31.55% Technical Support 232,769 187,000 219,505 32,505 17.38% Electronic Messaging Boards 26,725 69,500 71,800 2,300 3.31% Alarm Systems - 4,000 6,500 2,500 100.00% Uniforms 3,382 4,000 3,500 (500) 100.00% Downtown Miami Station Expenses - 1,362,783 3,677,212 2,314,429 200.00% Transfer from Capital Program 6,874,578 (1,450,000) (1,450,000) - - TOTAL EXPENSES $ 115,448,051 $ 119,821,802 $ 122,958,758 $ 3,136,956 2.62%

BUDGETED EXPENSE SUMMARY COMPARATIVE ANALYSIS

FY 2019-2020 FY 2018-2019 2018 APPROVED Percent AMENDED Percent ACTUAL Percent BUDGET of Total BUDGET of Total TOTAL of Total Expense Group Operations $ 79,686,424 64.8% $ 81,175,670 67.7% $ 73,086,866 63.3% Train & Station Maintenance 27,021,475 22.0% 22,210,078 18.5% 20,056,778 17.4% Personnel Expense 10,662,719 8.7% 12,370,898 10.3% 10,744,964 9.3% General & Administrative 1,237,260 1.0% 1,732,875 1.4% 1,373,652 1.2% Corporate & Community Outreach - 0.0% 602,900 0.5% 583,962 0.5% Professional Fees 1,258,700 1.0% 709,900 0.6% 521,975 0.5% Legal 864,968 0.7% 903,698 0.8% 937,920 0.8% Downtown Miami Station 3,677,212 3.0% 1,565,783 1.3% - 0.0% Transferred to Capital Budget (1,450,000) -1.2% (1,450,000) -1.2% 8,141,934 7.1% TOTAL EXPENSES $ 122,958,758 100.0% $ 119,821,802 100.0% $ 115,448,051 100.0%

General & Legal Professional Fees Administrative 0.7% 1.0% 1.0%

Downtown Miami Station Personnel Expense Transferred to Capital 3.0% 8.7% Budget Operations -1.2% Train & Station Maintenance Personnel Expense Train & Station General & Administrative Maintenance Corporate & Community Outreach 22.0% Operations Professional Fees 64.8% Legal Downtown Miami Station Transferred to Capital Budget 2020 Expense Summary

EXPENSES

Train Operations:

The most significant expenses in the Train Operations line items are the base contracts. The base contracts for the last 10 years were with Bombardier Mass Transit, with whom the SFRTA had contracted to maintain rolling stock and facility equipment, and Veolia Transportation who operated the train service. Meridian Management Corporation was contracted to maintain the Agency’s stations for the last seven years. Effective July 1, 2017, Herzog Transit Services won the bundled contract to run train operations, dispatch, and train and station maintenance.

Below is a breakout of the components of Train Operations.

Feeder Service: Feeder Bus Service expenses decreased by $493,792 in fiscal year 2019-2020 as a result of discontinuing the Opa-Locka route. SFRTA collaborates with various municipalities and agencies to help fund their bus routes that make a stop at Tri Rail stations.

Feeder bus expenses for fiscal year 2019-2020 are shown on the following page:

Feeder Service Expenses

Emergency Feeder Bus:

This service is provided for customers in the event of a major train delay. Emergency service will be reduced to $50,000 for the fiscal year.

Security Contract:

SFRTA entered into a five-year contract with G4S Secure Solutions (formerly Wackenhut) for armed security, fare enforcement and revenue collection services effective November 1, 2015. The Security Contract and Miscellaneous Safety expenses for fiscal year 2019-2020 is budgeted at $6,782,209.

Insurance:

The annual insurance premium expense shows a decrease of $439,000 in fiscal year 2019-2020 to account for the pre-paid expenses. A detailed listing of SFRTA’s insurance program is listed on the next page.

SFRTA INSURANCE PROGRAM

Train Fuel Contract:

Train fuel costs for the fiscal year 2019-2020 are increasing due to a higher cost per gallon. The cost of fuel for SFRTA will be budgeted at $2.35/gallon. For this next fiscal year, the agency expects to use 4,000,000 gallons of fuel at a cost of $9,400,000.

Station/Office and Corridor Utilities: Station and office utilities will remain the same for fiscal year 2019-2020.

Revenue Collection: Revenue Collection includes expenses for fare collection including ticket printing, Ticket Vending Machine (TVM) maintenance, kiosk alarms, and station agent uniforms. SFRTA entered into a contract for a Regional Fare Collection System, installed in January and February of 2011. SFRTA will enter into negotiations for a new contract with Miami-Dade for their back office support and network support, which is estimated to be $475,000 per year.

Corporate and Community Outreach (CCO): The CCO funding is used to promote Tri-Rail service throughout the region through special events, television and radio commercials, and various marketing campaigns. Beginning this fiscal year, Corporate and Community Outreach will been combined with Office Business Expense.

Legal Expenses:

On January 22, 2010, the SFRTA’s Governing Board voted to employ full time, in house general counsel. General Counsel operates autonomously of the Executive Office and reports directly to the Governing Board. The fiscal year 2019-2020 budget for the Governing Board’s Legal Department is detailed on the next page.

Legal Department Budget

Personnel Services: The cost of personnel services are decreasing in FY 2019-2020 by 4.29%. SFRTA will continue to freeze and unfund 15 professional level vacant positions. Personnel Services line item includes the salaries, pension, taxes and health insurance payments of all SFRTA employees with the exception of legal personnel. No merit or COLA increase has been budgeted in the fiscal year.

A listing of positions, by department, is on pages 111-114.

A table showing the components of Personnel Services is listed below.

Maintenance of Way (MOW) Operating Assistance: In March 2015, SFRTA officially expanded its role on the CSX corridor by assuming responsibility for dispatch and maintenance. SFRTA anticipates this year’s costs to be approximately $25,096,012.

Office Business Expense and General and Administrative Expenses: An office business expense is an expense that is considered ordinary and necessary for the daily operations of a business. An example would be phone service and office supplies.

Business Travel: The projected budget for Business Travel for fiscal year 2018-2019 is $96,257, a reduction of $156,661.

Dues and Subscriptions: The agency is projecting Dues and Subscriptions at approximately $82,000.

General Training and Seminars:

The projected budget for General Training and Seminars has been reduced by $140,742, for a total budget of $50,218 for fiscal year 2019-2020.

Professional Fees: The Professional Fees line item consists of expenses paid for consultants, auditing services and software/hardware support. Page 71 contains a full list of SFRTA’s Professional Fees by department. The following page contains a table listing all consultants and professional fees.

Office Rent/Property Management Fees: SFRTA officially moved into its new administrative offices in February 2017. Although the Agency no longer pays rent, they are responsible for assessments and irrigation costs, payable to the Centerport Association. The projected expenses for FY 2019-2020 are $22,500.

Transfer of Expenditures to Capital:

The SFRTA will be maximizing the use of FTA funds for both capital projects as well as Preventive Maintenance. The agency plans to charge approximately $1,450,000 in payroll expenses back to capital projects.

Downtown Miami Central Station: SFRTA is budgeting $3,677,212 in expenses for the Downtown Miami Central Station in anticipation of its opening in January 2020. The Agency did budget for 3 months in fiscal year 2018-2019. However due to construction delays the station did not open. Below are the expenses for the Downtown Miami Central Station.

Sources of Revenue & Use of Funds

Actual 2019 Sources of Revenue $112,407,927

Operating Revenue $14,855,253 Federal Transit Administration $28,324,667 Federal Highway Administration $4,000,000 Fl Dept of Transportation $55,224,942 Counties Contribution $4,695,000 Other Revenue $5,308,065

Actual 2019 Use of Funds $116,067,337 Train Operations $73,338,154 Train & Station Maintenance $23,091,524 Personnel Expenses $12,104,536 General & Administrative $1,179,740 Corporate & Community Outreach $471,294 Professional Fees $494,110 Legal $837,642 Expenses Transferred from Capital $4,550,336

22,500 71,500 352,135

550,000

977,770 595,749 255,000 287,200 8,869,571 6,700,000

1,494,771

1,100,000 1,100,000

7,065,000 5,425,000 1,141,922 2,604,045 90,104,737

40,905,410

24,536,402

44,000,000

40,905,410

47,152,502 40,905,410

49,035,443

78,932,631

85,296,166

44,643,516 16,783,390 10,261,342 11,695,575 13,853,000 82,389,565 (11,000,000) 257,546,830 229,188,796 190,174,683

148,000,000 298,100,000 144,374,340

349,146,338

275,761,517

111,514,667 132,898,843 295,070,953 1,590,394,814

TOTAL FY 2030 FY 2020-

$ 1,590,394,814 - -

- - -

- -

- 6,500

50,000 95,652 58,280 24,000

325,000 146,228 100,000 100,000 655,000

500,000

111,710

254,745

9,481,058

3,912,427 2,547,757

4,000,000 3,912,427 5,617,717 3,912,427 5,873,290

7,649,344

8,387,780

4,463,697

1,550,000

1,003,831

1,144,137

1,270,600

(1,000,000) 23,240,144 25,897,164 18,796,875 13,300,000 27,100,000 13,124,940 35,524,450 35,904,065

10,909,084 13,912,430

27,753,490

160,012,612 8,408,974.68 FY 2030 PROJECTED

$ 160,012,612

- -

6,500 4,000 50,000 94,238 57,419 24,000

325,000 144,067 100,000 100,000 655,000

500,000

988,996

110,059

250,980

9,223,474

2,479,087 1,100,000 3,912,013

4,000,000 5,350,206 3,912,013

3,912,013 5,593,610

7,541,085

8,263,822

4,397,731

1,550,000

1,127,228

1,268,100

8,284,704

(1,000,000) 25,251,365 22,795,533 18,519,089 13,300,000 27,100,000 13,124,940 34,618,906 32,995,800

10,747,866

13,507,213

27,753,490

157,019,774 FY 2029 PROJECTED

$ 157,019,774

- -

- - -

- 6,500

50,000 92,846 56,570 23,500

395,419 141,938 100,000 100,000 655,000

500,000

974,380

108,433

247,271 8,973,314

2,412,267 3,913,421 4,000,000 5,095,435

3,913,421 3,913,421 5,327,247

7,434,733

8,141,697

4,332,740

1,550,000

1,110,570

1,265,600

8,162,270

(1,000,000)

24,621,837 22,359,640 18,245,408 13,300,000 27,100,000 13,124,940 33,737,089 32,256,988

10,589,030 13,113,799 27,753,490 154,100,107 FY 2028 PROJECTED

$ 154,100,107

- - - -

- -

6,500 4,000 50,000 91,473

55,734

23,500

687,239 139,840 100,000 100,000

655,000 500,000

959,980 106,830 243,617 8,730,364 2,347,248 3,913,992 1,100,000 4,000,000

4,852,795

3,913,992

3,913,992 5,073,569 7,330,254

8,021,376

4,268,710 1,550,000 1,094,157 1,263,100

8,041,645

(1,000,000) 23,996,748 17,975,771 21,919,964 13,300,000 27,100,000 13,124,940 32,866,952 29,147,403 10,432,542

12,731,844

27,753,490

151,244,281

FY 2027 PROJECTED

$ 151,244,281 - - - - -

- -

- 6,500 50,000 90,122 54,911 23,500 962,154 137,774 100,000 100,000 655,000 500,000 945,793 105,252 240,016

8,452,296 2,283,636 3,913,367 4,000,000

4,621,709 3,913,367

3,913,367 4,831,970 7,227,616 7,902,834 4,205,625 1,550,000 1,077,987 1,260,600 7,922,803 (1,000,000) 24,638,388 17,710,119 21,346,667

13,300,000 27,100,000

13,124,940 28,158,097 33,228,457 10,278,367 12,361,014 27,753,490 149,523,869 FY 2026 PROJECTED

$ 149,523,869

- - - -

- - 6,500

4,000 50,000 88,790 54,099 23,000 135,738 100,000 100,000 655,000 500,000

931,816 103,696

236,469

8,178,298

1,172,561 2,221,896

3,581,890 1,100,000 4,000,000

4,232,584

3,581,890

4,382,740

7,126,786

7,786,043

4,143,473

1,550,000 1,062,057 1,258,100 7,805,718 (1,000,000) 23,523,459 17,448,393 20,870,664 13,300,000 27,100,000 13,124,940 25,034,476 31,837,495 10,126,470 12,000,984

27,005,156

145,063,535 FY 2025 PROJECTED

$ 145,063,535

- -

- 6,500

50,000

87,478

53,300

23,000

523,448 133,732

100,000

100,000 655,000

500,000

918,046

102,164

232,975

7,914,389 2,161,956

3,581,562 1,100,000

4,000,000

4,031,032 3,581,562

3,581,562 4,174,038

7,027,731

7,670,978

4,082,239

9,976,817

1,550,000

1,046,361

1,255,600

7,690,362 (1,000,000) 22,355,085 20,336,979 17,190,535 13,300,000 27,100,000 13,124,940 24,005,543 30,403,205 11,651,441

27,005,156

141,692,358

FY 2024 PROJECTED

$ 141,692,358 PROPOSED OPERATING BUDGET AND TEN YEAR PLAN - - - - -

6,500 3,500 50,000 86,185 52,512

23,000 71,800 664,329 131,755 100,000

100,000

650,000 500,000 904,478 100,654 229,532 (850,000) 7,650,125 2,103,756 3,620,800

4,000,000 3,839,078 3,620,800

3,620,800

3,975,274 6,930,422 7,557,614 4,021,911 9,829,377 1,500,000

1,030,898 1,253,100 7,576,711 19,828,425 23,376,398 16,936,488 13,300,000 27,100,000 13,124,940 23,403,804

31,158,278 11,312,079 27,005,156 140,750,239

FY 2023

PROJECTED

$ 140,750,239

- - -

- -

6,500 50,000

99,166 84,911 51,736 22,500 71,800 129,808

100,000

100,000 650,000 475,000 891,112 226,140 (850,000) 7,401,933 1,146,511 2,047,260 3,707,264

1,100,000 4,000,000

3,656,265 3,707,264 3,707,264

3,785,975 6,834,826 7,445,925

3,962,474

9,684,115 1,500,000

1,015,663 1,251,000 7,464,740 19,332,951 21,127,412 16,686,195 13,300,000

27,100,000 13,124,940 18,059,233

28,659,153 10,982,601 25,096,012 134,497,824

FY 2022

PROJECTED

$ 134,497,824 - - - - -

6,500 3,500 50,000 97,701 83,656 50,971 22,500 71,800 127,890 172,081 100,000 100,000 650,000

475,000

877,943 222,798 (850,000) 7,164,053 1,587,910 1,992,396 3,661,412 4,000,000 2,655,281 3,661,412 3,661,412 3,605,691 6,920,968 7,335,887 3,903,915 9,541,000 1,500,000 1,000,653 1,248,500 7,354,424

18,860,767 16,439,601 22,798,934 13,300,000 27,100,000 13,124,940 16,531,813 30,090,876 10,662,719 25,096,012

133,531,458 FY 2021 PROJECTED

$ 133,531,458 - - - - 6,500 3,500

50,000 96,257 82,420 50,218 22,500 71,800 126,000 180,054 100,000 100,000 530,000

475,000

864,968 985,865 219,505 6,935,433 1,080,000 3,187,262 1,939,143 1,200,000 4,000,000 3,200,400 3,187,262 3,187,262 2,412,039 6,908,866 6,782,209 2,861,000 9,400,000 1,433,390 1,258,700 3,677,212 (1,450,000) 18,297,060 14,226,208

19,960,042 15,000,000 27,100,000 13,124,940 10,264,295

27,021,475

10,662,719 25,096,012

122,958,758

FY 2020 APPROVED

$ 122,958,758

OPERATING REVENUES Revenue Service Train SupplementalMiami-Dade Assistance Operating SupplementalPalm Beach Assistance Operating Train Operations Contract Operations Train Train Maintenance Contract Maintenance Train Contract Maintenance Station Interest Income Income/Other FDOT Statutory Dedicated Funding Statutory FDOT Broward StatutoryBroward Operating Assistance SFRC Dispatch Contract Dispatch SFRC StatutoryFDOT Operating Assistance FDOT Statutory Maintenance of Way SFRTA Reserves SFRTA FTA PlanningFTA Grant FDOT Cost of PTC Supplemental Assistance Operating Broward FTA PreventiveFTA Maintenance TVM Maintenance TVM FHWA City of Raton - Shuttle Boca Service Palm Beach Statutory Operating Assistance Funding Local Other PTC Maintenance PTC CSX ReimbursementsCSX Miami-Dade Statutory Operating Assistance Total Operating Revenues Operating Total PTC Operations PTC Feederbus Service Feederbus Emergency Feeder Service Feeder Emergency Security Contract Insurance - Liability/Property/AutoInsurance Train FuelTrain Contract Station & Office Utilities Office & Station Corridor Utilities Corridor Revenue Collection Revenue Legal Department Legal Personnel Services Personnel ROW Maintenance ROW Office Business Expense Business Travel/Conferences Business Dues & Subscriptions Dues & General Training & Seminar & General Training Professional Fees Professional Office Rent Office Technical Support Technical Electronic Messaging Boards Messaging Electronic Alarm Systems Downtown Miami Central Miami Downtown Salary Transfer to Capital Program Uniforms OPERATING EXPENSES Expenses Operating Total

Capital Budget Highlights

Capital Budget

The SFRTA Capital Budget was prepared in accordance with Florida State Statutes F.S. 343.58, Federal Transit Administration grant guidelines and Florida Department of Transportation Joint Participation Agreements.

The SFRTA FY 2019-2020 Capital Budget totals $77,877,147. The Budget consists of various funds, which will be used to fund SFRTA’s new and existing projects for the current and next 5 years. The Capital Revenues and Expenditures are on the following pages.

Highlights of the Capital Budget include

. $26,700,000 of next year’s Federal Transit Administration (FTA) capital funds will be used for Preventive Maintenance as part of our Operating Budget.

. $3,341,665 is budgeted for repayment of the SIB Loan that funded the new SFRTA operations center and parking garage.

. $1,137,795 will be utilized for General Engineering Consultants/Projects along the rail corridor. . Miami River-Miami Intermodal Center Capacity Improvement: Will provide an additional mainline track within the South Florida Rail Corridor (SFRC) from just north of the Hialeah Market Tri-Rail Station to the Tri-Rail Miami Airport Station located within the Miami Intermodal Center.

. Northern Layover and Light Maintenance Facility: This new facility can accommodate and store ten five-car train sets (one locomotive and five passenger cars each). The southern end of the facility features a crew building, two service and inspection tracks with associated service and maintenance equipment, and a train wash. The northern end of the facility includes a four-train storage area with walkways and service roads.

. Downtown Miami Station: SFRTA, in coordination with multiple partners, is extending Tri-Rail commuter rail service to provide new direct service from Tri-Rail’s northernmost station at Mangonia Park in Palm Beach County to its southernmost station in Miami Dade County at the Brightline’s MiamiCentral Station in Downtown Miami. The construction includes MiamiCentral Station, which serves as Downtown Miami's multimodal hub, providing connections to Brightline, Tri-Rail, the existing Miami-Dade County bus system, Metrorail, Metromover, and the Miami Trolley circulator system.

SOUTH FLORIDA REGIONAL TRANSPORTATION AUTHORITY FY 2019-2020 CAPITAL REVENUE BUDGET AND FIVE YEAR PLAN

FY 2019-2020 FIVE YEAR PLAN PREVIOUS CAPITAL FY 2020-2021 FY 2021-2022 FY 2022-2023 FY 2023-2024 FY 2024-2025 TOTAL FUNDING BUDGET PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED

FTA Section 5307 - Formula Funds $101,926,390 $18,305,159 $18,305,159 $18,305,159 $18,305,159 $18,305,159 $18,305,159 $ 211,757,344 FTA Section 5307 - Flex Funds 26,715,944 - 26,715,944 FTA Section 5307 - CIG Program 1,250,000 - 1,250,000 FTA Section 5309 - Rail Mod. 9,643,582 - 9,643,582 FTA Section 5309 - SAFETEA (Earmark) 595,000 - 595,000 FTA Section 5337 - State of Good Repair 87,166,867 18,886,023 18,886,023 18,886,023 18,886,023 18,886,023 18,886,023 200,483,005 FTA Section 3028 - PTC 31,633,176 - 31,633,176 FTA -Resiliency Funding 518,895 518,895 American Recovery & Reinvestment Act 135,670 - 135,670 FDOT GMR Funds 5,900,000 - 5,900,000 FDOT PTO 500,000 - 500,000 FDOT JPA'S 9,927,218 - 213,480 10,140,698 FDOT JPA'S-District 6 7,262,040 - 7,262,040 FDOT JPA-PTC 11,060,478 - 11,060,478 FDOT Railroad Reimbursement Flagging 5,437,519 2,500,000 2,500,000 2,500,000 3,000,000 2,500,000 1,250,000 19,687,519 FDOT Railroad Reimbursement Grade Crossing 4,334,835 - 4,334,835 FDOT Trip Funds 7,750,000 3,916,735 250,000 11,916,735 Insurance Proceeds 2,598,618 - 2,598,618 CSX Contribution 6,378,769 - 6,378,769 BMPO Funds 800,000 - 800,000 PBMPO Funds 4,394,056 500,000 3,416,735 4,583,265 12,894,056 PTC Loan 16,609,565 3,680,435 20,290,000 SEOPW CRA-Debt Service/Bonds - 17,528,049 17,528,049 All Aboard Florida Loan 17,528,050 - 17,528,050 Omni CRA 3,750,000 - 3,750,000 City of Miami 8,097,030 - 8,097,030 Bayfront Park Trust 250,000 - 250,000 Miami DDA 1,267,000 - 1,267,000 Miami Dade County 13,900,000 - 13,900,000 County Gas Tax 50,399,480 8,010,000 8,010,000 8,010,000 8,010,000 8,010,000 8,010,000 98,459,480 Permit Fees 95,500 137,795 138,889 139,984 141,078 142,172 143,266 938,684

Total Capital Revenues $ 432,912,731 $ 77,877,147 $ 48,340,071 $ 51,507,901 $ 53,139,005 $ 47,843,354 $ 46,594,448 $ 758,214,657 Total Prior Year Funds Expended $ 298,737,842 Remaining Prior Year Funds $ 134,174,889

SOUTH FLORIDA REGIONAL TRANSPORTATION AUTHORITY FY 2019-2020 CAPITAL PROJECTS BUDGET AND FIVE YEAR PLAN

FY 2019-2020 FIVE YEAR PLAN PRIOR CAPITAL FY 2020-2021 FY 2021-2022 FY 2022-2023 FY 2023-2024 FY 2024-2025 TOTAL ALLOCATION BUDGET PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED

Fleet Rehabilitation $ 15,472,495 $ 2,099,513 $ 17,572,008 Rail Yard Improvements 1,440,289 115,000 300,000 100,000 100,000 2,055,289 Station Improvements 1,150,000 100,000 500,000 475,000 500,000 500,000 3,225,000 Coach Wraps and Cameras 1,838,000 - 1,838,000 Station Beautification/Transit Enhancements 599,220 - 599,220 B-36 Overhauls 562,000 239,600 355,159 2,572,677 3,729,436 Project Support/Administration 8,350,000 1,200,000 - 1,100,000 1,100,000 1,100,000 12,850,000 Preventive Maintenance 96,137,416 26,700,000 26,846,568 26,791,837 29,000,000 29,000,000 29,000,000 263,475,821 Debt Service-DTML Loan 6,224,629 3,000,000 3,000,000 3,000,000 3,000,000 2,904,301 21,128,930 Debt Service-DTMS All Aboard Florida Loan 333,333 17,528,049 17,861,382 Debt Service-SIB Loan for Operations Center 9,686,558 3,341,665 3,205,130 16,233,353 Transfer to Operating 11,128,924 4,866,335 1,896,895 1,896,895 1,896,895 1,896,895 1,896,895 25,479,734 West Palm Beach Parking - - 1,000,000 1,000,000 1,000,000 3,000,000 Non-Revenue Fleet Vehicles 123,399 - 100,000 100,000 323,399 Portable Radios 50,000 - 62,000 112,000 Computer/Office Equipment/Software 1,517,674 300,000 150,000 300,000 150,000 2,417,674 Passenger Information System 3,561,342 1,545,064 1,454,936 6,561,342 TVMs and Networking 9,366,120 - 9,366,120 Planning and Capital Development 4,300,000 - 750,000 1,500,000 1,500,000 300,000 8,350,000 Transit Oriented Development (TOD II) 1,975,000 250,000 250,000 250,000 200,000 2,925,000 Miami River Intermodal Center (MR-MICCI) 4,200,000 - 4,200,000 Cypress Creek Mobility Hub 800,000 - 800,000 Delray Trolleys - 860,000 860,000 Boca II 1,500,000 3,916,735 500,000 3,416,735 4,583,265 13,916,735 PBIA Station Study - - 250,000 250,000 Transit Oriented Development Pilot Program 1,250,000 - 1,250,000 Pompano Capacity Study - - 213,480 213,480 Onboard Cab Signal and E-ATC 15,384,600 - 15,384,600 New Rolling Stock-Rotem Cars 43,810,525 - 43,810,525 General Engineering Consultants 9,349,022 1,137,795 638,889 630,466 631,560 634,989 638,417 13,661,138 Environmental Mitigation 440,000 - 100,000 540,000 Heavy Station Maintenance/Construction 2,503,782 902,900 1,667,245 2,819,186 7,893,113 Northern Layover Facility 32,615,944 3,534,056 36,150,000 Wayfinding 1,269,216 60,000 1,329,216 Positive Train Control 52,062,626 - 52,062,626 Emergency Corridor Services 500,000 - 500,000 1,000,000 Flagging Services for Construction Projects 4,937,519 2,500,000 2,500,000 2,500,000 2,500,000 2,500,000 1,250,000 18,687,519 Downtown Miami Central Station 48,902,749 - 48,902,749 Northwood Crossover 6,809,339 - 6,809,339 Downtown Miami Station-Platform Buildout 850,000 - 850,000 Grade Crossings and Signals 11,596,875 - 11,596,875 Downtown Miami Link PTC 13,509,565 3,680,435 17,190,000 Wheel Trueing Machine 645,000 - 645,000 Downtown Miami Station Level Boarding 355,365 - 355,365 MOW Project Management and Inspection 5,400,000 - 1,400,000 1,400,000 1,400,000 1,400,000 11,000,000 Cypress Creek Decommission of Escalators 404,205 - 404,205

Federal Funds Unallocated - - 930,000 3,950,700 4,748,365 4,196,030 13,825,095 County Gas Tax Funds Unallocated - - 2,975,249 3,113,105 2,113,105 2,208,804 5,113,106 15,523,369

Total Capital Fund allocation by Project: $ 432,912,731 $ 77,877,147 $ 48,340,071 $ 51,507,901 $ 53,139,005 $ 47,843,354 $ 46,594,448 $ 758,214,657 Total Prior Year Funds Expended $ 298,737,842 Remaining Prior Year Funds $ 134,174,889

Recent Capital Improvements

Station Improvements

SFRTA has continued to perform heavy maintenance at all of its Tri-Rail stations. These activities include the regular repairs, painting, and upkeep of the parking lots and station platforms. In addition, the agency has revised its Station Design Guidelines to incorporate “green” building initiatives. These guidelines will be used in all new stations, as well as any major station renovations.

Parking Enhancements

The Tri-Rail Parking and Circulation Study, completed in 2007, identified parking needs based on moderate growth. A year after the study was completed; an update was needed to respond to the increase in parking demand resulting from the boost in ridership. The document was updated in 2008 based on a revised station parking demand forecast and parking improvement strategies. The study estimated parking demand at each station for both short-term (2015) and long-term (2025) scenarios. Parking occupancy is continually monitored quarterly at all SFRTA parking facilities. To monitor demand for parking at its stations, the SFRTA closely analyzed the parking needs and strategies along the Tri-Rail system. This includes the completion of the SFRTA Parking Management Study in 2010, regular parking lot utilization counts, and individual projects to increase capacity at certain stations. These are summarized below:

• The Opa-Locka Tri-Rail station has undergone a parking lot expansion, which created an additional 44 spaces. In addition to the additional parking spaces, new drainage for the new parking lot has been installed and new LED lighting had been installed in the existing parking lot.

• SFRTA purchased the supplemental Lake Worth Tri-Rail Station parking lot in April 2015 from the Florida Department of Transportation. Ownership of this parcel ensures adequate Tri- Rail parking capacity, and may make future transit oriented development near the station possible in the future. Tri-Rail recently realigned fencing on the east side lost, thereby increasing parking capacity.

Locomotive Overhaul

Five of SFRTAs older locomotives have been scheduled for a major overhaul. The work being done includes new electrical systems, body work and extensive engine repairs. By overhauling these locomotives, their useful life and be extended another 10 years.

Corridor Expansion

• The Iris/Little River Rail Connection: This rail link between the SFRC and the FEC corridor was completed. This project provides the rail connection between the SFRC and FEC rail corridors enabling Tri-Rail to connect its current service on the SFRC to the new Tri-Rail MiamiCentral Station in downtown Miami on the FEC rail corridor.

• Northwood Crossover Rail Link between the SFRC and FEC Corridor in Palm Beach County: The new Northwood connection is part of three proposed, interrelated and independent rail connections between SFRC and FEC. SFRTA completed track and signal connection construction and integration on Northwood’s Phase I in FY 2018; FDOT will complete Phase II construction. This crossover is planned to facilitate a proposed future Tri-Rail expansion north to Jupiter as part of the TRCL overall project, and to increase operational capacity. Estimated completion is for early 2019.

Positive Train Control (PTC):

SFRTA is making progress to complete the installation of PTC equipment along the South Florida Rail Corridor (SFRC). SFRTA intends to meet all statutory requirements required for an alternative schedule and sequence as defined in 49 U.S.C. 20157. Full PTC implementation will follow SFRTA’s FRA- approved PTC Implementation Plan but will not exceed December 31, 2020 as required by U.S.C. 20157. PTC is a federally required rail safety technology that automatically stops a train before certain types of accidents can occur. PTC prevents: train-to-train collisions; over-speed derailments; incursions into roadway work zones within the right-of-way; and movement of a train trough a rail switch left in the wrong position. PTC required for all commuter rail passenger transportation systems by December 2018. [Reference: U.S. Code Title 49 Subchapter 20157 (49 U.S.C. 20157).]

When SFRTA opens its Miami Central Station on the Florida East Coast Rail (FECR) corridor, projected for 2019, Tri-Rail trains will be required to have a PTC system compatible with the host corridor’s system. This necessitates SFRTA to dual-equip the Tri-Rail fleet. One on-board system will be used on the SFRC and one that is compatible with FECR.

PTC technology, its installation, operation, and maintenance is intricate, costly and to varying degrees integrates into every function of the agency. The PTC project has also driven the need to replace SFRTA’s current dispatch system and change its operating rules.

Capital Budgets & Long Term Planning

The SFRTA has a ten year implementation program for the agency’s capital improvements. The first six years of the SFRTA Implementation Program contains “Programmed” projects. In keeping with prior years, these projects are taken directly from the SFRTA’s Adopted Capital Budget for FY 2018-2019.

PTC is a train control technology that the federal government has mandated to be implemented on railroad mainlines with regularly scheduled intercity and commuter rail passenger service. Once installed, PTC technology can prevent certain types of accidents. In April 2017, SFRTA contracted to design, install and implement PTC on a schedule to comply with the federally mandated deadline of December 31, 2018. (The deadline allows for a two-year extension, with certain requirements.)

Additional projects in the five year program include funding for replacement of non-revenue vehicles, computer equipment, preventative maintenance, heavy station maintenance & beautification, a layover facility at SFRTA’s northern terminus, and additional rolling stock.

10-YEAR CAPITAL PLAN

This section presents the 10‐year Capital Plan for the SFRTA. It is based on the demand and mobility needs documented previously in SFRTA’s Adopted Capital Budget and Five‐Year Plan. Some of the improvements and initiatives identified in the Capital Plan in the second five years are as follows:

• Extended rail service throughout the three counties • New rolling stock • New Boca Raton Station at Glades Road • New station at Palm Beach International Airport • Major station improvements

Capital Expenses

The Capital Budget has been expanded into a Capital Program. The first five years of the Capital Program originate directly from the SFRTA FY 2019 Capital Budget and the Five‐Year Plan for FY 2020 to FY 2024. The latter years contain not only those projects that are anticipated to receive funding but also a list of additional projects that SFRTA has identified as priorities. While projects in this second period are unfunded, it is anticipated that, as additional funding becomes available, projects can be programmed into the first five years.

One of the largest capital expense in the next decade will be implementing the Tri‐Rail Coastal Link expansion and other extensions at an estimated capital cost of $2.4 Billion beginning in FY 2026. It is important to emphasize that the implementation schedule developed by SFRTA staff does not preclude the opportunity to advance or delay any of the projects included in the 10-year Capital Plan. As capital funding opportunities become available, the capital plan should be adjusted according to SFRTA’s priorities in the upcoming years.

Capital Revenues

Capital revenues are forecasted for SFRTA’s FY 2020 Adopted Capital Budget and its Five‐Year Plan as well as the forecasted revenues for the second five years of the 10‐year Capital Plan. The first five year plan’s revenue estimates present SFRTA’s assumption that FTA Section 5307 Formula funds and FTA Section 5309 Rail Modernization funds will be the federal funds available for the capital plan. The capital funds assumed for the second five years of the 10‐year capital plan are FTA Section 5307, FTA Section 5337, and County gas tax contributions. Under these assumptions, the total capital revenues expected in the 10‐ year period of the plan is $2.3 billion.

Capital Funding Gap

The 10‐year Capital Plan calls for over $2.3 billion in investments, as presented earlier, but revenue estimates provide only $325 million, resulting in a capital funding gap of approximately $2.0 billion for the 10‐year period. SFRTA will continue to utilize current county capital contributions and pursue Federal and State grant opportunities for other capital initiatives. SFRTA has successfully done this in the past, to advance the implementation schedule of the capital improvements included in the Capital Plan. The Tri‐ Rail Coastal Link Finance Subcommittee’s charge is to investigate a wide variety of funding options to cover both the capital and operating costs of the new Coastal Link service, as well as the existing Tri‐Rail system.

Summary

Many exciting transit projects and concepts are included throughout the 10‐year period of SFRTA’s capital plan, including some near‐term projects that are poised to have a significant positive impact in the South Florida region. These immediate improvements include the modernization and expansion of the Tri‐Rail fleet, opening of the Downtown Miami Station, and the implementation of PTC. SFRTA is working diligently with multiple agencies to advance other premium transit projects, such as Tri‐Rail expansion onto the FEC Railway corridor (Tri‐Rail Coastal Link).

SFRTA is committed to expanding premium transit in the South Florida region. As capital and operating funding opportunities become available, the Capital Plan will be adjusted and these transformational projects advanced. In conclusion, the 10-year plan is an ambitious plan that is responsive to the project’s extensive outreach activities, addresses the mobility needs of South Florida’s growing and dynamic region, identifies a need for continued partnerships, and shows a commitment to expanded premium transit and associated economic development.

2019-2020 Capital Budget

The FY 2019-2020 Capital Budget contains $77,877,147 in total Capital expenditures for the year. As displayed in the Graph, these expenditures are comprised of $27,307,433 in Capital Improvements/Projects. $26,700,000 is allocated for transfer from the Capital to Operating Budget for the Agency’s Preventative Maintenance program. The remainder of the expenditures are allocated for repayment of capital debt.

Capital Budget by Category

62,000 60,000 100,000 615,000 200,000 900,000 950,000 860,000 250,000 213,480 100,000 500,000 3,347,000 7,019,450 2,075,000 3,167,436 4,500,000 5,600,000 6,546,795 3,000,000 3,000,000 4,050,000 4,312,116 5,389,331 3,534,056 3,680,435 73,000,000 12,000,000 27,000,000 $2,099,513 25,000,000 63,400,000 13,825,095 15,523,369 17,528,049 14,904,301 14,350,810 12,416,735 13,750,000 107,000,000 325,301,926 225,438,332 337,100,000 190,000,000 300,000,000 325,000,000 325,000,000 167,338,405 TOTAL TOTAL 2,020,404,782

$ 2,345,706,708 2,345,706,708 $ 25,000,000 112,719,166 168,550,000 300,000,000 325,000,000 175,000,000 FY 28-29 FY 28-29 FY 1,106,269,166 Unfunded Unfunded 1,106,269,166 1,106,269,166

35,666,667 24,333,333 63,400,000 112,719,166 168,550,000 554,669,166 150,000,000 FY 27-28 FY 27-28 FY Unfunded Unfunded 554,669,166 554,669,166

35,666,667 $3,579,800 $9,000,000 72,579,800 FY 26-27 FY 26-27 FY $24,333,333 Unfunded Unfunded 72,579,800 72,579,800

$100,000 35,666,666 $2,642,600 $2,962,400 $9,000,000 $24,333,334 $95,000,000 169,705,000 FY 25-26 FY 25-26 FY Unfunded Unfunded 169,705,000 169,705,000

500,000 300,000 200,000 638,417 $704,400 $477,250 1,100,000 1,400,000 4,196,030 5,113,106 1,896,895 1,000,000 1,250,000 $9,000,000 46,594,448 29,000,000 $95,000,000 $12,000,000 117,181,650 FY 24-25 FY FY FY 24-25 Unfunded

163,776,098 163,776,098

100,000 250,000 634,989 1,100,000 4,748,365 2,208,804 2,904,301 1,896,895 1,000,000 1,500,000 2,500,000 47,843,354 29,000,000 FY 23-24 FY

47,843,354 47,843,354

100,000 500,000 100,000 150,000 213,480 631,560 500,000 1,400,000 3,950,700 2,113,105 3,000,000 1,896,895 1,000,000 1,500,000 4,583,265 2,500,000 53,139,005 29,000,000 FY 22-23 FY

53,139,005 53,139,005

62,000 475,000 930,000 300,000 250,000 250,000 630,466 2,572,677 1,100,000 1,400,000 3,113,105 3,000,000 1,896,895 3,416,735 2,819,186 2,500,000 51,507,901 26,791,837 FY 21-22 FY

51,507,901 51,507,901

Current Capital Projects - 300,000 500,000 355,159 100,000 150,000 750,000 500,000 638,889 100,000 2,975,249 3,205,130 3,000,000 1,896,895 1,454,936 1,667,245 2,500,000 1,400,000 48,340,071 26,846,568 FY 20-21 FY

48,340,071 48,340,071

------60,000 115,000 100,000 239,600 300,000 250,000 860,000 902,900 2,099,513 1,200,000 3,341,665 3,000,000 4,866,335 1,545,064 3,916,735 1,137,795 3,534,056 2,500,000 3,680,435 77,877,147 26,700,000 17,528,049 FY 19-20 FY Approved Approved

$ 77,877,147 77,877,147 $ $ $

Capital Budget Budget Capital TOTAL - Projected TOTAL 10 Year Budget Broward MTP Broward TPO SMART Plan Palm Beach LRTP Miami-Dade LRTP Fleet Rehabilitation Fleet Rail Yard Improvements Station Improvements B-36 Overhauls Project Support/Administration Preventive Maintenance Federal Funds Allocated GasCounty Tax Funds Unallocated Debt Service-SIB Loan for Operations Center Debt Service-DTML Loan-TDBank Debt Service-DTMS AAF Loan/TDBank Transfer Operating to West Palm Beach Parking Beach Palm West Non-Revenue Fleet Vehicles Portable Radios Computer/Office Equipment/Software Computer/Office Passenger Information System Planning and Capital Development Transit Oriented Development (TOD II) Delray Trolleys Delray Boca II PBIA Station Study Pompano Capacity Study ConsultantsGeneral Engineering Mitigation Environmental Heavy Station Maintenance/ConstructionHeavy Northern Layover Facility Wayfinding Emergency Corridor Services Corridor Emergency Flagging Services for Construction Projects Downtown Miami Link PTC Downtown MOW Project Management and InspectionMOW Project Management SFRTA FY 2020 - 2029 - 2020 FY SFRTA PLAN CAPITAL 10 YEAR Extension Jupiter TRCL TRCL Palm Beach Tri-Rail Extension - Northern Broward CSX to VA TRCL Corridor Northeast TRCL Miami/Wynwood Midtown Station Stock Rolling New Capital SFRC Improvements Bus Stops Connector Commuter Hardening Bike Storage Cars Mitigation/Hurricane Resilience Extension Miami (MIA)/Port Corridor Ludlum Airport International Miami Extension Okeechobee Link Kendall/Homestead Tri-Rail Dade and TOTAL Plan 5 Year Budget - Approved TOTAL - Second 5 year Plan

BUDGETS BY DEPARTMENT

• ORGANIZATIONAL STRUCTURE 67 • DEPARTMENTAL BUDGETS 68 • BUDGETED FULL TIME EQUIVALENTS 111

SFRTA – Administration Department The Administration Department is responsible for the Agency Civil Rights Programs, Records Management, and Corporate and Community Outreach.

The Department maintains the SFRTA Civil Rights Programs, which include the ADA, Title VI, DBE, EEO. It investigates and responds to claims or allegations of discrimination from passengers and coordinates the Federal Transit Administration’s Triennial Reviews.

The SFRTA Records Management responds to all public records request in a reasonable period of time under normal conditions. It responsible for advertising all public meetings and agendas; maintains records retention and disposition of public records in accordance with all state and federal requirement; is responsible for protecting all records from physical calamity and decay; and for proper conversion of “lifetime” retention records.

The Department manages the agency’s marketing, advertising and public information functions through both in-house and contracted services and oversees promotional campaigns, media relations, customer information, customer service call center, community events and regional partnerships.

SOUTH FLORIDA REGIONAL TRANSPORTATION AUTHORITY FY 2019-2020 BUDGET

ADMINISTRATION DEPARTMENT

Admininstration Positions

Administration Total Agency Positions Department 94% 6%

Total Agency Positions 131 Administration Department 8

FY 2017-2018 FY 2018-2019 FY 2019-2020 FY18 Actual vs FY20 Approved ACTUAL AMENDED APPROVED Variance EXPENSES BUDGET BUDGET $ % Personnel Services $ - $ - $ 660,034 $ 660,034 100.00% General & Administrative - - 659,910 659,910 100.00% DEPARTMENT TOTAL $ - $ - $ 1,319,944 $ 1,319,944 100.00%

Adminstration Department

$2,000,000

$1,000,000

FY 2017-2018 ACTUAL EXPENSES

FY 2018-2019 AMENDED BUDGET

FY 2019-2020 APPROVED BUDGET

% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% CHANGE - - - - 935 469 3,000 2,120 2,200 2,300 2,500 92,000 19,575 37,780 39,865 35,879 500,000 114,817 466,504 $ FY 2019 vs FY 2020 1,319,944 CHANGE $

$ - - - - 935 469 3,000 2,120 2,200 2,300 2,500 92,000 19,575 37,780 39,865 35,879 500,000 114,817 466,504 1,319,944 BUDGET APPROVED FY 2019-2020 $

$ ------BUDGET AMENDED FY 2018-2019 $

$ ------FY 2019-2020 BUDGET 2019-2020 FY BUDGET AMENDED ADMINISTRATION DEPARTMENT FY 2017-2018 $

$ SOUTHFLORIDA REGIONAL TRANSPORTATIONAUTHORITY DEPARTMENT TOTAL DEPARTMENT Distribution Services Distribution Customer Information Customer Promotional Material Promotional Special Programs Programs Special Corporate & Community Outreach Contract Outreach Community & Corporate Printing & Advertising & Printing Telephones-Cellular EEO Training & Seminars & Training EEO General Training & Seminars & Training General Professional Fees Professional Dues/Subscriptions Civil Rights Business Travel Business Rights Civil Business Travel Business Personnel Services--SUTA Personnel Personnel Services--Pension Expense Personnel Services--Pension Personnel Services--Group Insurance Personnel Services--Group Personnel Services--FICA Taxes Services--FICA Personnel Personnel Services--Overtime Personnel Personnel Services--Salary/Wages Personnel

SFRTA - Engineering and Construction Department

The Engineering and Construction manages the SFRTA Engineering programs, System Engineering and the execution of all GEC contracts that support the Agency goals and objectives. The Department includes Director of Engineering, Engineering Project Managers, Quality Assurance Manager and Administrative support services.

The Department responsibilities include overseeing the design and construction of the SFRTA Capital Program including developing capital projects by pursing financing through Federal and State grants. The department coordinates with external transportation agencies including FDOT, FTA, Federal Railroad Administration (FRA), FHWA and local MPOs.

The Department reports project updates to the SFRTA Board of Directors, Federal and State Agencies.

The Engineering Department oversees and administers the Quality Assurance and Safety Certifications for the SFRTA to ensure the Agency’s capital programs, inspections and maintenance duties are all performed as required by guidelines and government regulations.

SOUTH FLORIDA REGIONAL TRANSPORTATION AUTHORITY FY 2019-2020 BUDGET

ENGINEERING DEPARTMENT

Engineering Positions

Total Agency Positions Engineering Department 94% 6%

Total Agency Positions 131 Engineering Department 9

FY 2017-2018 FY 2018-2019 FY 2019-2020 FY18 Actual vs FY20 Approved ACTUAL AMENDED APPROVED Variance EXPENSES BUDGET BUDGET $ % Personnel Services $ 1,021,661 $ 1,021,161 $ 1,238,102 $ 216,441 21.19% Train Operations 25,989,072 28,548,079 31,473,283 $ 5,484,211 21.10% General & Administrative 23,277 45,762 11,408 $ (11,869) -50.99% DEPARTMENT TOTAL $ 27,034,010 $ 29,615,002 $ 32,722,793 $ 5,688,783 21.04%

Engineering Department

$40,000,000

$20,000,000

FY 2017-2018 ACTUAL EXPENSES

FY 2018-2019 AMENDED BUDGET

FY 2019-2020 APPROVED BUDGET

- -2.23% 10.49% 43.30% 20.45% 18.89% 26.84% 22.45% 20.44% -70.00% -62.55% -35.61% 339.78% 212.91% -100.00% -100.00% % CHANGE

- 153 (560) (1,190) (5,100) 15,829 35,513 12,564 (15,055) (12,450) 590,918 728,839 152,883 (572,173) FY 2019 vs FY 2020 3,107,791 2,177,620 $ CHANGE

- - 240 901 500 2,152 9,015 99,622 68,534 764,832 167,823 900,723 3,200,400 2,412,039 25,096,012 32,722,793 BUDGET APPROVED FY 2019-2020

$ 800 748 500 3,342 5,100 12,450 24,070 83,793 55,970 173,914 132,310 747,840 1,022,780 1,683,200 25,668,185 29,615,002 BUDGET AMENDED FY 2018-2019

$ - - - 800 718 500 2,724 6,075 3,100 FY 2019-2020 BUDGET 2019-2020 FY 16,460 73,183 54,046 ENGINEERING DEPARTMENT ENGINEERING 105,355 717,852 25,819,892 26,800,705 BUDGET AMENDED FY 2017-2018 $

$ SOUTHFLORIDA REGIONAL TRANSPORTATIONAUTHORITY FTA Meetings FTA TOTAL DEPARTMENT Maintenance of Way of Maintenance ROW Maintenance-DTMS ROW PTC Maintenance PTC Dues/Subscriptions Seminars & Training General Business Travel Business Printing & Advertising & Printing Operations PTC Personnel Services--SUTA Personnel Personnel Services--Pension Expense Personnel Services--Pension Personnel Services--Group Insurance Personnel Services--Group Personnel Services--FICA Taxes Services--FICA Personnel Personnel Services--Overtime Personnel Personnel Services--Salary/Wages Personnel

SFRTA - Executive Department

The Executive Department is responsible for the overall operations and functions of the Agency and reporting to the Governing Board.

Under the direction of the Governing Board, the Executive Department is responsible for setting Agency wide policies and procedures. The Department is the primary contact for maintaining effective and productive relations with elected officials at the federal, state, county and local levels; other regional transit agencies and transit partners; the FTA, FRA, FDOT, FEC, CSXT; and with the community in general.

SOUTH FLORIDA REGIONAL TRANSPORTATION AUTHORITY FY 2019-2020 BUDGET

EXECUTIVE DEPARTMENT

Executive Positions

Total Agency Positions 88% Executive Department 12%

Total Agency Positions 131 Executive Department 7

FY 2017-2018 FY 2018-2019 FY 2019-2020 FY18 Actual vs FY20 Approved ACTUAL AMENDED APPROVED Variance EXPENSES BUDGET BUDGET $ % Personnel Services $ 2,170,619 $ 2,098,868 $ 1,250,689 $ (919,930) -42.38% General & Administrative 280,708 368,538 89,325 $ (191,383) -68.18% Corporate & Community Outreach 499,061 500,000 - $ (499,061) -100.00% Professional Fees 453,575 431,850 403,500 $ (50,075) -11.04% DEPARTMENT TOTAL $ 3,403,963 $ 3,399,256 $ 1,743,514 $ (1,660,449) -48.78%

Executive Department

$4,000,000

$3,000,000

$2,000,000

$1,000,000

FY 2017-2018 ACTUAL EXPENSES

FY 2018-2019 AMENDED BUDGET

FY 2019-2020 APPROVED BUDGET

- - -6.56% -41.14% -50.00% -41.84% -59.14% -14.03% -41.12% -45.51% -46.97% -86.24% -87.69% -25.84% -48.71% % -100.00% -100.00% -100.00% -100.00% CHANGE

- -

(625) (2,500) (3,100) (4,625) (5,000) (40,495) (31,980) (47,100) (88,720) (28,350) (14,243) (18,525) (97,900) (623,291) $ (149,288) (500,000) FY 2019 vs FY 2020 (1,655,742) CHANGE $

$ ------895 2,500 3,500 2,000 56,286 56,400 14,150 13,275 891,834 103,159 196,015 403,500 1,743,514 BUDGET APPROVED FY 2019-2020 $

$ - - 5,000 1,520 6,600 5,000 96,781 16,243 17,900 18,525 97,900 252,447 227,995 103,500 102,870 431,850 500,000 1,515,125 3,399,256 BUDGET AMENDED FY 2018-2019 $

$ 5,000 1,454 7,000 1,600 93,163 91,050 16,793 11,450 18,050 10,400 75,500 21,800 214,565 200,443 104,219 483,000 500,000 1,448,543 3,304,030 EXECUTIVE DEPARTMENT EXECUTIVE FY 2019-2020 BUDGET 2019-2020 FY BUDGET AMENDED FY 2017-2018 $

SOUTHFLORIDA REGIONAL TRANSPORTATIONAUTHORITY Personnel Services--Salary/Wages Personnel Personnel Services--Overtime Personnel Personnel Services--FICA Taxes Services--FICA Personnel Personnel Services--Group Insurance Personnel Services--Group Personnel Services--Pension Expense Personnel Services--Pension Personnel Services--SUTA Personnel Business Travel Business Civil Rights Business Travel Business Rights Civil Dues/Subscriptions Professional Fees Professional General Training & Seminars & Training General EEO Training & Seminars & Training EEO Printing & Advertising & Printing Corporate & Community Outreach Contract Outreach Community & Corporate Material Promotional Customer Information Customer TOTAL DEPARTMENT Special Programs Programs Special Distribution Services Distribution

SFRTA - Finance Department

The Finance Department oversees the Accounting Division, Budget and Grants Management Division and Revenue Collection Division.

The Department ensures that all internal controls that protect the assets of the Agency are in place. It is responsible for the preparation of monthly and annual financial reports, including the Comprehensive Annual Financial Report (CAFR), in accordance with the prescribed accounting principles of GAAP and administrative standards and regulations. The department is responsible for preparing the payroll for the Agency, ensuring accuracy of payments and appropriate deductions for federal, local and state remittances. The Accounting Division oversees $100 million annually in the SFRTA expenditures. The Division maintains and reconciles the General Ledger, Accounts Receivable and Revenue Reconciliation in all operating and capital budgets.

The Budget & Grants Division is responsible for the preparation and monitoring of the $117.6Million Capital Budget and the $119.6 million Operating Budget. This includes drawdowns of approximately $39 million in Federal grants annually, preparing the National Transit Database (NTD) Reports for the FTA and ensuring Federal/State compliance. The division prepares, submits and monitors annual Federal Transit Administration applications for Federal funding. The division applies for and administers grants on behalf of entities not eligible to draw down FTA funds. It administers, manages, coordinates and monitors the sub recipient grants.

The Revenue Collection Division is responsible for the collection of approximately $13 million annually in train revenue. The division also controls the monitoring, reporting and reconciling all train revenue. It supervises the Revenue Service Team’s daily activities in the field, which includes daily cash monitoring, revenue collections from the TVMs and the generation of various statistical and incident reports related to the TVM.

SOUTH FLORIDA REGIONAL TRANSPORTATION AUTHORITY FY 2019-2020 BUDGET

FINANCE DEPARTMENT

Finance Positions

Finance Department Total Agency Positions 13% 87%

Total Agency Positions 131 Finance Department 17

FY 2017-2018 FY 2018-2019 FY 2019-2020 FY18 Actual vs FY20 Approved ACTUAL AMENDED APPROVED Variance EXPENSES BUDGET BUDGET $ % Personnel Services $ 1,613,343 $ 1,666,663 $ 1,468,635 $ (144,708) -8.97% Train Operations 4,908,534 6,261,547 6,362,890 $ 1,454,356 29.63% General & Administrative 191,681 403,000 163,509 $ (28,172) -14.70% Professional Fees 68,400 60,900 122,200 $ 53,800 78.65% DEPARTMENT TOTAL $ 6,781,958 $ 8,392,110 $ 8,117,234 $ 1,335,276 19.69%

Finance Department

$6,500,000 $5,000,000 $3,500,000 $2,000,000 $500,000

FY 2017-2018 ACTUAL EXPENSES

FY 2018-2019 AMENDED BUDGET

FY 2019-2020 APPROVED BUDGET

- - - - 8.00% -3.28% -6.82% -6.67% -7.69% 10.67% 45.57% 99.66% -12.24% -12.49% -14.17% -12.19% -89.23% -60.68% -91.88% -38.07% -13.30% -16.53% -12.41% -31.55% 100.00% 504.33% 100.00% 100.00% -100.00% % CHANGE

- - - - (139) 6,500 2,895 (8,053) (4,111) (1,660) (5,000) 54,800 35,000 70,119 82,000 10,000 (10,636) (35,069) (19,843) (16,402) (79,500) (60,000) (10,000) (10,370) FY 2019 vs FY 2020 505,724 (274,876) (139,131) (439,000) (203,000) $ CHANGE $

- 6,000 3,000 1,001 2,395 2,664 1,450 2,700 5,800 74,551 54,800 70,000 67,400 35,000 82,000 55,000 22,500 997,781 212,338 109,964 606,000 401,500 530,000 224,000 135,000 120,000 8,117,234 2,861,000 1,433,390 BUDGET APPROVED FY 2019-2020 $

- - - 6,000 3,000 1,140 6,775 4,360 2,905 85,187 22,238 17,852 75,000 60,900 60,000 55,000 32,870 247,407 118,017 100,276 481,000 530,000 153,881 125,000 130,000 8,392,110 1,136,912 3,300,000 1,636,390 BUDGET AMENDED FY 2018-2019 $

- - - - 3,000 1,097 6,510 9,925 6,000 6,000

82,310 20,100 85,000 85,000 42,000 68,000 32,400 206,855 103,236 500,000 452,000 673,000 120,000 151,000 122,000 1,094,048 7,839,091 2,800,000 1,169,610 FINANCE DEPARTMENT DEPARTMENT FINANCE FY 2019-2020 BUDGET 2019-2020 FY BUDGET AMENDED FY 2017-2018 $ $

SOUTHFLORIDA REGIONAL TRANSPORTATIONAUTHORITY Personnel Services--Salary/Wages Personnel DEPARTMENT TOTAL DEPARTMENT Personnel Services--Overtime Personnel Personnel Services--FICA Taxes Services--FICA Personnel Personnel Services--Group Insurance Personnel Services--Group Personnel Services--Pension Expense Personnel Services--Pension Personnel Services--SUTA Personnel Business Travel Business Dues & Subscriptions Dues & Professional Fees Professional General Training & Seminars & Training General Printing & Advertising & Printing Insurance - Liability/Property/Auto Insurance - Insurance - Liability/Property-DTMS - Insurance Personnel Services-WC (Company Wide) (Company Personnel Services-WC Auditing Fees Auditing Telecommunications Expense Telecommunications Expense-DTMS Office & Station Utilities Station & Office Office & Station Utilities-DTMS Station & Office Corridor Utilities Corridor Corridor Utilities-DTMS Corridor Revenue Collection/TVM Maintenance Collection/TVM Revenue Bank Charges Bank Charges-Credit Card Fees Card Bank Charges-Credit Bank Charges-Credit Card Fees-DTMS Card Bank Charges-Credit Office Supplies Office Office Rent Auto Allowance-Mileage Auto

SFRTA - Human Resources Department

The Human Resources Department establishes, implements, monitors and maintains HR requirements, effectively taking into account federal, state and local labor laws and regulations. It communicates these requirements throughout the Agency and helps advise and consult with the employees, while simultaneously keeping the overall interest of the Agency in mind.

HR analyzes and investigates issues pertaining to employees, refers disputes, administers disciplinary procedures, make recommendations for resolution of personal matters and works out employee issues. HR works to prevent legal issues such as the protection for disparate treatment and separate impact.

Additional responsibilities include the administration of pay procedures for holidays, vacations, sick, personnel time, comp-time, lunch and break time, flextime schedules and overtime, as well as for payroll information and management and data entry to process payroll in HR System. This includes, but not limited to, salary, job title, direct deposit payroll deductions (benefits, W4, garnishments, FMLA and Deferred Comp). HR administrates personnel and maintain electronic and hard copy personnel files. It maintains the pay classification and compensation structure, organizational charts and oversees the review of existing job descriptions by Department Directors, Managers and Supervisors.

HR administers the SFRTA Benefits Program and is the liaison with State of Florida’s People First for implementing and maintaining all necessary data for coverage. It communicates and educates employees on benefits coverage, policies, costs and options, and coordinates with accounting to ensure correct monthly coverage’s for premiums.

The Department coordinates with Department Directors, Managers and Supervisors to identify staff vacancies and develop job descriptions, posts positions and tracks applications. It conducts interviews, maintains records for EEOC and administers background checks and screenings. HR conducts new hire orientation, process terminations and conduct exit interviews.

HR identifies and recommends training opportunities for staff and maintains records of all internal and external attendance to workshops, conferences, seminars, educational meetings, webinars and teleconferences. In addition, they coordinate and implement incentive programs and promote employee development. It maintains the HR Department website, agency photo and phone directory and schedules quarterly staff meetings.

SOUTH FLORIDA REGIONAL TRANSPORTATION AUTHORITY FY 2019-2020 BUDGET

HUMAN RESOURCES DEPARTMENT

Human Resources Positions

Total Agency Positions Human Resources 98% Department 2%

Total Agency Positions 131 Human Resources Department 3

FY 2017-2018 FY 2018-2019 FY 2019-2020 FY18 Actual vs FY20 Approved ACTUAL AMENDED APPROVED Variance EXPENSES BUDGET BUDGET $ % Personnel Services $ 385,281 $ 362,488 $ 236,720 $ (148,561) -38.56% General & Administrative 92,997 123,775 21,173 $ (71,824) -77.23% DEPARTMENT TOTAL $ 478,278 $ 486,263 $ 257,893 $ (220,385) -46.08%

6,050 Human Resources15,000 Department

21,050

$350,000 $250,000 $150,000 $50,000

FY 2017-2018 ACTUAL EXPENSES FY 2018-2019 AMENDED BUDGET FY 2019-2020 APPROVED BUDGET

2.92% -46.96% -85.00% -96.96% -83.01% -67.14% -37.08% -19.13% -38.67% -31.22% -37.04% -100.00% %

CHANGE

(99) - 181 (7,480)

(4,780) (4,968) (8,130) (6,170) (32,300) (53,255) (12,709) (98,660) FY 2019 vs FY 2020 $ (228,370)

CHANGE

- 150 168 750 1,320 6,371 2,432 10,900 34,363 20,156 13,593 257,893 167,690 BUDGET APPROVED FY 2019-2020 $

$ 267 750 8,800 4,930 6,190 7,400 32,300 64,155 42,493 32,865 19,763 486,263 266,350 BUDGET AMENDED FY 2018-2019 $

$ 247 500 8,800 5,500 5,795 8,200 62,000 31,505 36,466 29,000 18,575 453,191 246,603 FY 2019-2020 BUDGET 2019-2020 FY BUDGET AMENDED FY 2017-2018 HUMAN RESOURCES DEPARTMENT RESOURCES HUMAN $

$ SOUTH FLORIDA REGIONAL TRANSPORTATION AUTHORITY DEPARTMENT TOTAL DEPARTMENT Tuition ReimbursementTuition Misc. Personnel Expense Misc. Printing and Advertising Printing General Training & Seminars & Training General Dues/Subscriptions Business Travel Business Personnel Services--SUTA Personnel Personnel Services--Pension Expense Personnel Services--Pension Personnel Services--Group Insurance Personnel Services--Group Personnel Services--FICA Taxes Services--FICA Personnel Personnel Services--Overtime Personnel Personnel Services--Salary/Wages Personnel

SFRTA - Information Technology Department

The Information Technology (IT) Department is responsible for the architecture, general management, and oversight of all operations and maintenance activities related to the Agency’s computer infrastructure, core technology systems and automated fare collection systems. Functional areas include daily operational management of the network infrastructure and security, server environment, telecommunications network and phone systems, wireless networking, web-based technologies, application development and database administration. The Department assists the agency in attaining its goals through strategic IT vision, leadership, and implementation of enterprise solutions.

The IT Department is actively managing key projects aimed at improving communication capabilities to the general public including the replacement of signage and audio annunciation systems.

The IT Department’s goal is to continue to introduce conveniences to the passengers as technology evolves and to incorporate efficiencies into the workplace by taking advantage of technological innovations.

SOUTH FLORIDA REGIONAL TRANSPORTATION AUTHORITY FY 2019-2020 BUDGET

INFORMATION TECHNOLOGY DEPARTMENT

Information Technology Positions

Information Total Agency Positions Technology 89% Department 11%

Total Agency Positions 131 Information Technology Dept 15

FY 2017-2018 FY 2018-2019 FY 2019-2020 FY18 Actual vs FY20 Approved ACTUAL AMENDED APPROVED Variance EXPENSES BUDGET BUDGET $ % Personnel Services $ 1,470,409 $ 1,511,581 $ 1,348,390 $ (122,019) -8.3% General & Administrative 54,575 57,870 25,300 $ (29,275) -53.6% Train Operations 845,709 957,000 892,305 $ 46,596 5.5% Professional Fees - 141,500 208,000 $ 208,000 100.0% DEPARTMENT TOTAL $ 2,370,693 $ 2,667,951 $ 2,473,995 $ 103,302 4.36%

Information Technology Department

$350,000

$250,000

$150,000

$50,000

FY 2017-2018 ACTUAL EXPENSES FY 2018-2019 AMENDED BUDGET FY 2019-2020 APPROVED BUDGET

- - 3.31% 0.74% -7.27% -9.65% -5.30% 72.60% 17.38% 47.00% -24.00% -54.22% -57.87% -15.32% -10.51% -100.00% -100.00% -100.00% % CHANGE

- - (995) (114) 2,300 7,141 (2,500) (7,836) (5,991) 53,000 32,505 66,500 (19,900) (11,675) (35,391) FY 2019 vs FY 2020 $ (193,956) (150,000) (121,000) CHANGE $

$ - - - - 971 8,500 2,000 71,800 16,800 73,367 126,000 475,000 219,505 208,000 195,615 107,017 969,420 2,473,995 BUDGET APPROVED FY 2019-2020 $

$ - 995 2,500 1,085 2,000 69,500 73,000 36,700 20,175 81,203 625,000 187,000 141,500 121,000 231,006 113,008 962,279

2,667,951 BUDGET AMENDED

FY 2018-2019 $

- - 5,000 2,175 1,089 2,000 73,000 34,850 27,500 81,901 115,000 625,000 100,000 110,000 206,855 102,216 FY 2019-2020 BUDGET 2019-2020 FY 2,573,848 1,087,262 BUDGET AMENDED FY 2017-2018 $

$ INFORMATION TECHNOLOGY DEPARTMENT TECHNOLOGY INFORMATION SOUTH FLORIDA REGIONAL TRANSPORTATION AUTHORITY DEPARTMENT TOTAL DEPARTMENT Electronic Messaging Boards Messaging Electronic Smart Card/Easy Card Card/Easy Smart TVM Maintenance TVM Collection Revenue TVM Technical Support Technical Technical Support-DTMS Technical Professional Fees Professional Seminars & Training General Dues/Subscriptions Business Travel Business Personnel Services--Temporary Help Services--Temporary Personnel Personnel Services--Group Insurance Personnel Services--Group Personnel Services--SUTA Personnel Personnel Services--FICA Taxes Services--FICA Personnel Personnel Services--Pension Expense Personnel Services--Pension Personnel Services--Overtime Personnel Personnel Services--Salary/Wages Personnel

SFRTA – Legal Department

The Legal Department is responsible to address all legal issues of the SFRTA, including contract approval and compliance, public records, Sunshine law issues, litigation and negotiation of complex agreements including access agreements, conflicts of interest, ethics, environmental compliance and procurements.

SOUTH FLORIDA REGIONAL TRANSPORTATION AUTHORITY FY 2019-2020 BUDGET

LEGAL DEPARTMENT

Legal Positions

Total Agency Legal Department Positions 2% 98%

Total Agency Positions 131 Legal Department 3

FY 2017-2018 FY 2018-2019 FY 2019-2020 FY18 Actual vs FY20 Approved ACTUAL AMENDED APPROVED Variance EXPENSES BUDGET BUDGET $ % Personnel Services 792,026 667,813 703,452 $ (88,574) -11.18% General & Administrative 8,712 19,410 11,516 2,804 32.19% Legal Fees 137,183 216,475 150,000 12,817 9.34% DEPARTMENT TOTAL $ 937,921 $ 903,698 $ 864,968 $ (72,953) -7.78%

Legal Department

900,000

600,000

300,000

ACTUAL EXPENSES

AMENDED BUDGET

APPROVED BUDGET

- 8.24% 5.02% 5.13% -2.15% -3.50% -4.29% 11.45%

-60.09% -30.71% -23.08% %

CHANGE

26 - (144) (900) 2,172 9,155 (1,162) (6,850) 25,448 (66,475) (38,730) $ FY 2019 vs FY 2020

CHANGE

- 533 4,550 3,966 3,000 52,767 28,527 89,119 532,506 150,000 864,968

BUDGET APPROVED FY 2019-2020

$ - 507 4,110 3,900 53,929 26,355 11,400 79,964 507,058 216,475 903,698 BUDGET AMENDED FY 2018-2019

$ - LEGAL DEPARTMENT LEGAL 491 9,350 4,460 3,305 54,028 26,887 65,317 FY 2019-2020 BUDGET 2019-2020 FY 495,428 216,475 875,741 BUDGET AMENDED FY 2017-2018

$ SOUTHFLORIDA REGIONAL TRANSPORTATIONAUTHORITY Personnel Services--Group Insurance Personnel Services--Group Personnel Services--Salary/Wages Personnel Taxes Services--FICA Personnel Overti me Business Travel Business Personnel Services--SUTA Personnel Personnel Services--Pension Expense Personnel Services--Pension Dues/Subscriptions Legal Fees Legal General Training & Seminars & Training General DEPARTMENT TOTAL DEPARTMENT

SFRTA - Operations Department

The Operations Department manages about 52% of the total SFRTA operating budget. The train and bus operations, station and rolling stock maintenance, dispatching and fuel services are mostly privatized. However, they are managed by Agency Project Managers. For quality control and to remain connected with the customers, the SFRTA directly employs the customer service and station/ticket agents.

SOUTH FLORIDA REGIONAL TRANSPORTATION AUTHORITY FY 2019-2020 BUDGET

OPERATIONS DEPARTMENT

Operations Positions

Operations Total Agency Positions Department 68% 32%

Total Agency Positions 131 Operations Department 43

FY 2017-2018 FY 2018-2019 FY 2019-2020 FY18 Actual vs FY20 Approved ACTUAL AMENDED APPROVED Variance EXPENSES BUDGET BUDGET $ % Personnel Services $ 2,701,241 $ 3,074,654 $ 2,443,996 $ (257,245) -9.52% Train Operations 35,615,421 38,990,641 36,823,951 $ 1,208,530 3.39% Train & Station Maintenance 20,056,778 23,434,009 28,177,722 $ 8,120,944 40.49% General & Administrative 9,598 13,755 12,699 $ 3,101 32.31% DEPARTMENT TOTAL $ 58,383,038 $ 65,513,059 $ 67,458,368 $ 9,075,330 15.54%

Operations Department $70,000,000 $55,000,000 $40,000,000 $25,000,000 $10,000,000

FY 2017-2018 ACTUAL EXPENSES FY 2018-2019 AMENDED BUDGET FY 2019-2020 APPROVED BUDGET

- 2.76% 2.97% 6.33% 2.74% -9.81% -6.67% 88.57% 98.79% 94.05% 92.31% 81.82% 21.15% -17.89% -12.50% -16.67% -18.43% -19.83% -39.86% -12.41% -17.88% -27.12% -37.04% -79.44% -33.33% % 320.41% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% CHANGE

24 - (500) (944) (362) (150) 2,000 2,055 3,750 3,375 (1,580) (2,701) 23,428 13,902 51,706 62,500 (10,000) (29,583) (23,459) (25,000) 186,044 144,721 292,482 138,125 560,000 163,763 (351,483) $ (257,986) (493,792) FY 2019 vs FY 2020 1,945,309 3,484,353 (1,989,379) CHANGE

50 - 255 699 3,500 4,000 3,816 4,240 7,500 1,663 4,245 7,500 49,879 50,000 27,974 50,000 189,889 130,914 389,285 165,563 584,964 276,250 125,000 327,526 1,613,112 9,400,000 1,939,143 6,908,866 6,935,433 67,458,368 18,297,060 19,960,042 BUDGET APPROVED FY 2019-2020 $

26 - 405 4,000 2,000 4,760 2,185 3,750 2,025 5,825 3,400 4,125 45,168 26,451 60,000 14,072 62,500 75,000 160,497 647,271 189,022 292,482 138,125 163,763 1,964,595 8,840,000 1,887,437 7,402,658 6,749,389 65,513,059 20,286,439 16,475,689 BUDGET AMENDED FY 2018-2019 $

0 ------875 140 4,000 1,988 7,500 3,615 89,830 60,000 65,000 10,000 150,196 584,855 170,735 768,000 698,288 1,928,170 1,845,048 6,679,862 7,725,129 20,344,293 72,797,860 13,913,670 FY 2019-2020 BUDGET 2019-2020 FY 127,849,054 OPERATIONS DEPARTMENT BUDGET AMENDED FY 2017-2018 $ $

SOUTH FLORIDA REGIONAL TRANSPORTATION AUTHORITY Personnel Services--Salary/Wages Personnel Station Maintenance-DTMS Station Personnel Services--Salary/Wages-DTMS Personnel Uniforms Personnel Services--Overtime Personnel Uniforms -DTMS TOTAL DEPARTMENT Personnel Services--FICA Taxes Services--FICA Personnel Personnel Services--Group Insurance Personnel Services--Group Personnel Services--FICA Taxes-DTMS Services--FICA Personnel Personnel Services--Pension Expense Personnel Services--Pension Personnel Services--Group Insurance-DTMS Personnel Services--Group Personnel Services--Pension Expense-DTMS Services--Pension Personnel Personnel Services--SUTA Personnel Business Travel Business Personnel Services--Temporary Help-DTMS Services--Temporary Personnel Personnel Services--SUTA-DTMS Personnel Dues/Subscriptions General Training & Seminars & Training General Printing and Advertising Printing Operating Contract Operating Operating Contract-DTMS Train Operations Fuel Fuel Operations Train Bridge Tender/Dispatcher Bridge Train Operations Fuel-DTMS Operations Train Bridge Tender/Dispatcher-DTMS Bridge Equipment/Facility Maintenance Equipment/Facility Equipment/Facility Maintenance-DTMS Equipment/Facility Feeder Bus Service Bus Feeder Emergency Bus Service Bus Emergency Station Maintenance Station Emergency Bus Service-DTMS Bus Emergency

SFRTA - Planning & Capital Development Department

The Planning & Capital Development Department (Department) oversees the Authority’s efforts in mass transit and/or transportation planning and manages and supports major transit and/or transportation planning studies, programs and projects. The Department represents the Authority on planning and policy related issues, including committees, with public and partner agencies at the federal, state and local levels. Public and partner agencies include the Federal Transit Administration, Florida Department of Transportation (FDOT), Metropolitan Planning Organizations (MPO), County transit agencies, Regional Planning Councils (RPC), and other state and local agencies.

The Department identifies capital improvements and capital development programs through planning, environmental and engineering studies, and supervises all professional consultant services in accordance with SFRTA’s procedures and regulatory compliance. The Department develops project scope and tasks, and serves as a liaison with FDOT and the MPO’s on studies and projects. The Department produces white papers, fact sheets and responses to legislative requests for information and coordinates all activities related to funding requests from federal, state and local funding programs.

The Department is also responsible for the Authority’s Five-Year Commuter Bus Program & Financial Plan which includes assessing new and current routes, coordinating funding partnerships and providing technical support to SFRTA’s Operations Department.

100

101

SOUTH FLORIDA REGIONAL TRANSPORTATION AUTHORITY FY 2019-2020 BUDGET

PLANNING DEPARTMENT

Planning Positions

Total Agency Planning Positions Department 9% 91%

Total Agency Positions 131 Planning Department 11

FY 2017-2018 FY 2018-2019 FY 2019-2020 FY18 Actual vs FY20 Approved ACTUAL AMENDED APPROVED Variance EXPENSES BUDGET BUDGET $ % Personnel Services $ 1,140,323 $ 1,118,775 $ 877,031 $ (263,292) -23.09% General & Administrative 53,127 68,350 21,458 $ (31,669) -59.61% DEPARTMENT TOTAL $ 1,193,450 $ 1,187,125 $ 898,489 $ (294,961) -24.71%

Planning Department

$1,100,000

$850,000

$600,000

$350,000

$100,000

FY 2017-2018 ACTUAL EXPENSES

FY 2018-2019 AMENDED BUDGET

FY 2019-2020 APPROVED BUDGET

102

-1.82% -83.33% -24.31% -89.92% -93.05% -14.54% -23.26% -22.48% -16.96% -23.26% -100.00% -100.00% % CHANGE

(312) (187) (1,500) (1,250) (1,500) (8,700) (33,630) (12,610) (13,693) (28,150) FY 2019 vs FY 2020 $ (288,636) (187,104) CHANGE $

$ - - 250 650 617 3,770 16,788 74,132 47,218 898,489 137,836 617,228 BUDGET APPROVED FY 2019-2020

$ 804 1,500 1,500 9,350 1,500 17,100 37,400 86,742 60,911 165,986 804,332 1,187,125 BUDGET AMENDED FY 2018-2019

$ 786 1,000 1,500 6,500 1,500 16,800 28,800 78,277 59,242 PLANNING DEPARTMENT PLANNING FY 2019-2020 BUDGET 2019-2020 FY 148,855 786,276 1,129,536 BUDGET AMENDED FY 2017-2018

$ SOUTHFLORIDA REGIONAL TRANSPORTATIONAUTHORITY FTA Meetings FTA TOTAL DEPARTMENT Auto Allowance-Mileage Auto Dues/Subscriptions Seminars & Training General and Advertising Printing Personnel Services--SUTA Personnel Travel Business Personnel Services--Pension Expense Personnel Services--Pension Personnel Services--Group Insurance Personnel Services--Group Personnel Services--Salary/Wages Personnel Taxes Services--FICA Personnel

103

SFRTA – Procurement Department

The Procurement Department is responsible for purchasing, renting, leasing and acquiring any supplies or services necessary for the accomplishment of the SFRTA Mission. The Department is responsible to provide the SFRTA with a unified purchasing system and oversee centralized responsibility allowing for the processing of some work by delegation.

The Procurement Department responsibility also includes all the functions of selection and solicitation, preparation and award of contracts including all the phases of Contract Administration.

The Procurement Department must maximize to the fullest extent the purchasing value of public funds by fostering effective broad-based competition within a free enterprise system. They must also promote fair and equitable treatment of all individuals and companies while ensuring the safeguards and Government regulatory compliance and maintenance of the quality and integrity of the procurement process.

104

105

SOUTH FLORIDA REGIONAL TRANSPORTATION AUTHORITY FY 2019-2020 BUDGET

PROCUREMENT DEPARTMENT

Procurement Positions

Procurement Total Agency Department Positions 92% 8%

Total Agency Positions 131 Procurement Department 10

FY 2017-2018 FY 2018-2019 FY 2019-2020 FY18 Actual vs FY20 Approved ACTUAL AMENDED APPROVED Variance EXPENSES BUDGET BUDGET $ % Personnel Services $ 941,721 $ 966,779 $ 830,023 $ (111,698) -11.86% General & Administrative 143,489 193,755 135,249 (8,240) -5.74% DEPARTMENT TOTAL 1,085,210 1,160,534 965,272 (119,938) -11.05%

Procurement Department $1,200,000

$1,000,000

$800,000

$600,000

$400,000

$200,000 FY 2017-2018 ACTUAL EXPENSES

FY 2018-2019 AMENDED BUDGET FY 2019-2020 APPROVED BUDGET

106

-6.18% 20.00% -13.51% -34.56% -12.13% -13.53% -13.08% -85.29% -12.67% -20.00% -24.00% -16.83% -100.00% -100.00%

% CHANGE

(95) 400 (340) (500) (6,409) (8,213) (8,056) (3,800) (2,000) (94,795) (27,244) (14,210) (30,000) FY 2019 vs FY 2020 (195,262) $ CHANGE $

- - 607 2,260 1,389 8,000 2,400 46,421 51,579 26,200 95,000 606,811 124,605 965,272 BUDGET APPROVED FY 2019-2020 $

$ 702 500 2,600 9,445 2,000 52,830 78,823 14,210 30,000 10,000 701,606 132,818 125,000 1,160,534 BUDGET AMENDED FY 2018-2019 $

$ 674 500 FY 2019-2020 BUDGET 2019-2020 FY 3,735 9,985 2,000 51,089 68,902 15,015 30,000 10,000 95,000 674,257 119,855 PROCUREMENT DEPARTMENT PROCUREMENT 1,081,012 BUDGET AMENDED FY 2017-2018 $ $

SOUTHFLORIDA REGIONAL TRANSPORTATIONAUTHORITY Personnel Services--Salary/Wages Personnel Personnel Services--FICA Taxes Services--FICA Personnel Services--SUTA Personnel Personnel Services--Pension Expense Personnel Services--Pension Personnel Services--Group Insurance Personnel Services--Group Travel Business Dues/Subscriptions General Training & Seminars & Training General Printing & Advertising & Printing Allowance-Fuel Auto Allowance-Repairs Auto Building Maintenance TOTAL DEPARTMENT Postage & Mass Mailings Mass & Postage

107

SFRTA – Safety & Security Department

Safety and Security administers the G4S Contract for Security and Revenue collection services. It also administers the contract with Palm Beach County School Board for the transport of Magnet School students. Safety and Security maintains updates and ensures effective implementation of the SFRTA System Safety and Security plans, including the Emergency Preparedness Plan. The Department functions as the SFRTA Internal Control contact to assure all accidents and incidents are reported to the proper agencies.

108

SOUTH FLORIDA REGIONAL TRANSPORTATION AUTHORITY FY 2019-2020 BUDGET

SAFETY AND SECURITY DEPARTMENT

Safety & Security Positions

Safety & Security Total Agency Positions Department 96% 4%

Total Agency Positions 131 Safety and Security 4

FY 2017-2018 FY 2018-2019 FY 2019-2020 FY18 Actual vs FY20 Approved ACTUAL AMENDED APPROVED Variance EXPENSES BUDGET BUDGET $ % Personnel Services $ 567,726 $ 601,173 $ 402,557 $ (165,169) -29.09% Train Operations 6,331,531 7,183,106 7,147,201 $ 815,670 12.88% Professional Fees - 75,650 25,000 $ 25,000 100.00% General & Administrative 5,711 86,875 11,530 $ 5,819 101.89% DEPARTMENT TOTAL $ 6,904,968 $ 7,946,804 $ 7,586,288 $ 681,320 9.87%

Safety and Security Department $1,200,000

$1,000,000

$800,000

$600,000

$400,000

$200,000

FY 2017-2018 ACTUAL EXPENSES

FY 2018-2019 AMENDED BUDGET

FY 2019-2020 APPROVED BUDGET

109

- -

2.57% -4.54% -82.05% -66.95% -27.54% -34.07% -81.93% -34.11% -34.08% -32.15% 112.50% -100.00% -100.00% -100.00% %

CHANGE

(152) 4,500

(1,000)

(6,800)

(49,175)

(45,845)

(50,650) (23,205)

(11,614)

(17,700)

(11,834) 178,795

FY 2019 vs FY 2020

(360,516)

(151,811) $ CHANGE $

- -

- 500 294

8,500 1,500

10,030 25,000 61,048 22,473 24,971

293,271

7,586,288 7,138,701

BUDGET APPROVED FY 2019-2020 $

500 446

4,000 1,000 8,300

49,175 55,875 75,650 84,253 34,087 17,700 36,805

174,025 445,082

7,946,804 6,959,906

BUDGET AMENDED FY 2018-2019 $

- -

500 423

4,000

9,300

49,325 80,000 75,000 72,500

32,356

17,700 30,465 422,454 FY 2019-2020 BUDGET 2019-2020 FY

7,242,109

6,448,086 BUDGET AMENDED SAFETY & SECURITY DEPARTMENT SECURITY & SAFETY FY 2017-2018 $

SOUTHFLORIDA REGIONAL TRANSPORTATIONAUTHORITY DEPARTMENT TOTAL DEPARTMENT Alarm Systems Safety & Security Misc Security & Safety Security Contract-DTMS Security Contract Printing & Advertising & Printing Professional fees Professional Personnel Services--Group Insurance Personnel Services--Group General Training & Seminars & Training General Personnel Services--FICA Taxes Services--FICA Personnel Dues/Subscriptions Personnel Services--Overtime Personnel Business Travel Business Personnel Services--Salary/Wages Personnel Services--SUTA Personnel Personnel Services--Pension Expense Personnel Services--Pension

110

SOUTH FLORIDA REGIONAL TRANSPORTATION AUTHORITY FY 2019-2020 BUDGET

Budgeted Full-Time Equivalents

FY 2017-2018 FY 2018-2019 FY 2019-2020 FY 2019-2020 BUDGETED BUDGETED ADDITIONS/ TOTAL POSITIONS POSITIONS DELETIONS POSITIONS Note*

Administration Department CORPORATE & COMMUNITY RELATIONS MANAGER 0.0 0.0 1.0 1.0 CORPORATE & COMMUNITY RELATIONS LIASON 0.0 0.0 2.0 2.0 EDP COORDINATOR 0.0 0.0 1.0 1.0 RECORDS MANAGER 0.0 0.0 1.0 1.0 ADMINISTRATIVE ASSISTANT 0.0 0.0 1.0 1.0 ADMINISTRATIVE COMPLIANCE OFFICER 0.0 0.0 1.0 1.0 RECEPTIONIST 0.0 0.0 1.0 1.0 TOTAL 0.0 0.0 8.0 8.0

Engineering Department DIRECTOR OF ENGINEERING & CONSTRUCTION 1.0 1.0 1.0 MANAGER OF ENGINEERING & CONSTRUCTION 1.0 1.0 -1.0 0.0 MAINTENANCE OF WAY 0.0 0.0 1.0 1.0 QUALITY ASSURANCE MANAGER 1.0 1.0 1.0 ENGINEERING PROJECT MANAGER 4.0 4.0 4.0 ENGINEERING PROJECT MANAGER-MOW 1.0 1.0 1.0 ADMINISTRATIVE ASSISTANT 1.0 1.0 1.0 TOTAL 9.0 9.0 0.0 9.0

Executive Department EXECUTIVE DIRECTOR 1.0 1.0 1.0 DEPUTY EXECUTIVE DIRECTOR 1.0 1.0 -1.0 0.0 DIRECTOR OF ADMINISTRATION/EEO OFF 1.0 1.0 -1.0 0.0 DEPUTY EXECUTIVE DIRECTOR OF OPERATIONS 0.0 0.0 1.0 1.0 DEPUTY EXECUTIVE DIRECTOR OF ADMINISTRATION 0.0 0.0 1.0 1.0 RECORDS MANAGER 1.0 1.0 -1.0 0.0 GOVERNMENT AFFAIRS MANAGER 1.0 1.0 1.0 PUBLIC INFORMATION OFFICER 1.0 1.0 1.0 CORPORATE & COMMUNITY RELATIONS MANAGER 1.0 1.0 -1.0 0.0 CORPORATE & COMMUNITY RELATIONS LIASON 2.0 2.0 -2.0 0.0 EMPLOYER DISCOUNT PROGRAM COORDINATOR 1.0 1.0 -1.0 0.0 ADMINISTRATIVE ASSISTANT 1.0 1.0 -1.0 0.0 ADMINISTRATIVE COMPLIANCE OFFICER 1.0 1.0 -1.0 0.0 EXECUTIVE ASSISTANT 1.0 1.0 1.0 EXECUTIVE ADMINISTRATIVE COORDINATOR 1.0 1.0 1.0 RECEPTIONIST 1.0 1.0 -1.0 0.0 TOTAL 15.0 15.0 -8.0 7.0

111

SOUTH FLORIDA REGIONAL TRANSPORTATION AUTHORITY FY 2019-2020 BUDGET

Budgeted Full-Time Equivalents

FY 2017-2018 FY 2018-2019 FY 2019-2020 FY 2019-2020 BUDGETED BUDGETED ADDITIONS/ TOTAL POSITIONS POSITIONS DELETIONS POSITIONS Note*

Finance Department DIRECTOR OF FINANCE 1.0 1.0 1.0 BUDGET & GRANTS MANAGER 1.0 1.0 1.0 ACCOUNTING MANAGER 1.0 1.0 1.0 GRANTS ADMINISTRATOR 1.0 1.0 1.0 SENIOR ACCOUNTANT 2.0 2.0 2.0 ACCOUNTING SUPERVISOR 1.0 1.0 1.0 ACCOUNTANT 1.0 1.0 1.0 BUSINESS ANALYST 1.0 1.0 1.0 1 F BUDGET ANALYST 2.0 2.0 2.0 1 F REVENUE SUPERVISOR 1.0 1.0 1.0 REVENUE SPECIALIST 1.0 1.0 1.0 ADMINISTRATIVE ASSISTANT 1.0 1.0 1.0 REVENUE COLLECTOR 1.0 1.0 1.0 ACCOUNTING CLERK 2.0 2.0 2.0 TOTAL 17.0 17.0 0.0 17.0 Human Resources Department DIRECTOR OF HUMAN RESOURCES 1.0 1.0 1.0 1 F HUMAN RESOURCES MANAGER 1.0 1.0 1.0 HUMAN RESOURCES ASSISTANT 1.0 1.0 1.0 TOTAL 3.0 3.0 0.0 3.0 Information Technology Department DIRECTOR OF INFORMATION TECHNOLOGY/COMPTROLLER 1.0 1.0 1.0 INFORMATION TECHNOLOGY MANAGER 1.0 1.0 1.0 OPERATIONS TECHN PROJECT MANAGER 0.0 1.0 1.0 PROJECT MANAGER/SPECIAL PROJECTS 1.0 1.0 1.0 ADMINISTRATIVE ASSISTANT 1.0 1.0 1.0 NETWORK ADMINISTRATOR 3.0 3.0 3.0 1 F TECHNICAL FIELD SUPPORT SUPERVISOR 1.0 1.0 1.0 1 F WEB DEVELOPER 1.0 1.0 1.0 GRAPHIC DESIGNER 1.0 1.0 1.0 1 F AFC TECHNICIAN SENIOR 1.0 1.0 1.0 AFC TECHNICIAN 2.0 2.0 2.0 DATABASE ANALYST 1.0 1.0 1.0 TOTAL 14.0 15.0 0.0 15.0

112

SOUTH FLORIDA REGIONAL TRANSPORTATION AUTHORITY FY 2019-2020 BUDGET

Budgeted Full-Time Equivalents

FY 2017-2018 FY 2018-2019 FY 2019-2020 FY 2019-2020 BUDGETED BUDGETED ADDITIONS/ TOTAL POSITIONS POSITIONS DELETIONS POSITIONS Note*

Legal Department GENERAL COUNSEL 1.0 1.0 1.0 DEPUTY GENERAL COUNSEL 1.0 1.0 1.0 EXECUTIVE ADMINISTRATIVE COORDINATOR 1.0 1.0 1.0 TOTAL 3.0 3.0 0.0 3.0

Operations Department DIRECTOR OF OPERATIONS 1.0 1.0 1.0 OPERATIONS MANAGER 1.0 1.0 1.0 OPERATIONS TECH PROJECT MANAGER 1.0 1.0 1.0 OPERATIONS PROJECT MANAGER 1.0 0.0 0.0 OPERATIONS PROJECT MANAGER: FLEET MTN 1.0 1.0 1.0 OPERATIONS PROJECT MANAGER: BUS 1.0 1.0 1.0 1 F OPERATIONS COMPLIANCE OFFICER 1.0 1.0 1.0 STATION AGENT SUPERVISOR 1.0 1.0 1.0 ADMINISTRATIVE ASSISTANT 1.0 1.0 1.0 CUSTOMER SERVICE SUPERVISOR 1.0 1.0 1.0 CUSTOMER SERVICE LAISON 1.0 1.0 1.0 LEAD CUSTOMER SERVICE REPRESENTATIVE 3.0 3.0 3.0 CUSTOMER SERVICE REPRESENTATIVE-PT 3.5 3.5 3.5 2 F CUSTOMER SERVICE REPRESENTATIVE-FT 8.0 8.0 8.0 LEAD STATION AGENT 1.0 1.0 1.0 STATION AGENT-PT 2.0 2.5 2.5 2 F STATION AGENT-FT 12.0 15.0 15.0 2 F TOTAL 40.5 43.0 0.0 43.0

Planning & Capital Development Department DIRECTOR OF PLANNING & CAPITAL DEVELOPMENT 1.0 1.0 1.0 MANAGER OF PLANNING & CAPITAL DEVELOPMENT 1.0 1.0 1.0 1 F TRANSPORTATION PLANNING MANAGER 4.0 5.0 5.0 1 F TRANSPORTATION PLANNING MANAGER/EEO OFFICER 1.0 0.0 0.0 TRANSPORTATION PLANNER 2.0 3.0 -1.0 2.0 1 F ADMINISTRATIVE ASSISTANT 1.0 1.0 1.0 PLANNING PROJECT ASSISTANT 1.0 0.0 1.0 1.0 TOTAL 11.0 11.0 0.0 11.0

Procurement Department DIRECTOR OF PROCUREMENT 1.0 1.0 1.0 1 F PROCUREMENT MANAGER 1.0 1.0 1.0 PROCUREMENT CONTRACT MANAGER 1.0 1.0 1.0 CONTRACT SPECIALIST 3.0 3.0 3.0 PROCUREMENT SPECIALIST 1.0 1.0 1.0 PURCHASING SPECIALIST 2.0 2.0 2.0 ADMINISTRATIVE ASSISTANT 1.0 1.0 1.0 TOTAL 10.0 10.0 0.0 10.0

113

SOUTH FLORIDA REGIONAL TRANSPORTATION AUTHORITY FY 2019-2020 BUDGET

Budgeted Full-Time Equivalents

FY 2017-2018 FY 2018-2019 FY 2019-2020 FY 2019-2020 BUDGETED BUDGETED ADDITIONS/ TOTAL POSITIONS POSITIONS DELETIONS POSITIONS Note*

Safety & Security Department DIRECTOR OF SAFETY & SECURITY 1.0 1.0 1.0 SAFETY & SECURITY SPECIALIST 1.0 1.0 1.0 SAFETY & SECURITY COMPLIANCE OFFICER 1.0 1.0 1.0 RULES MANAGER 1.0 1.0 -1.0 0.0 ADMINISTRATIVE ASSISTANT 1.0 1.0 1.0 SFRTA REPORTING OFFICER 0.0 0.0 0.0 TOTAL 5.0 5.0 -1.0 4.0

TOTAL POSITIONS 127.5 131.0 -1.0 130.0

* Frozen and unfunded position

Position Changes Executive Department 8 Positions moved to newly created Administration Department Deputy Executive Director Position deleted

Director of Administration/EEO position deleted Deputy Executive Director of Operations position created Deputy Executive Director of Administration position created

Planning & Capital Development Department Transportation Planner position deleted Planning Project Assistant position created

Safety & Security Department Rules Manager position deleted

114

STATISTICAL SECTION

• STATISTICAL & GENERAL INFORMATION 116 • SFRTA TIMELINE 117 • TRAIN SCHEDULE AND PARK & RIDE FACILITIES 119 • FARE STRUCTURE, RIDERSHIP, SALES ANALYSIS & EASY CARD 121 • PERFORMANCE MEASUREMENT 126 • TREND ANALYSIS & SUMMARY OF TREND ANALYSIS 128 • POPULATION & RIDERSHIP 135 • DEMOGRAPHIC & ECONOMIC STATUS 137 • PUBLIC INVOLVEMENT 140 • ACRONYMS & GLOSSARY 145

115

116

TIMELINE

• 1983 – Florida Department of Transportation (FDOT) begins planning regional commuter rail service. • 1985 – Tri-County Subcommittee on Regional Transit recommends that a commuter rail line be established and developed in South Florida. • 1986 – Tri-county Commuter Rail Organization (TCRO) begins building the system. Appropriation of $59.5 million made for capital expenses. • 1988 – FDOT purchases 81-mile piece of the South Florida Rail Corridor (SFRC) from CSXT for $264 million. TCRO becomes the Tri-County Commuter Rail Authority (Tri-Rail). • 1989 – Tri-Rail begins operation. • 1990 – One Millionth Tri-Rail rider. First midday service train offered. Started Saturday service. • 1992 – Tri-Rail adds six weekday and 10 Sunday trains with Federal Emergency Management Agency funding as a result of Hurricane Andrew. • 1995 – Highest ridership day ever 15,921 riders. Tri-Rail hosts Annual North American Commuter Rail Conference. Zone Fare Program implemented. Begins Double Track Corridor Improvement Program (DTCIP) and signal system replacement project. • 1996 – Tri-Rail completes installation of ticket vending machines at stations. Opening of Sheridan Street Station and Opa-Locka Station. • 1997 – Tri-Rail completes eight miles of double track in Ft. Lauderdale as part of the DTCIP. Tri- Rail launches their website at www.tri-rail.com. • 1998 – Tri-Rail initiates Zero Tolerance Fare Evasion Policy to reduce fare evasion. Tri-Rail opens new Miami Airport Station, completing 1.5 double track extension to the south. • 1999 – Completed three miles of double track in Pompano Beach. Relocated administrative headquarters to Pompano Beach (adjacent to SFRC). Reduced standard trains set from four cars to three cars and leased surplus equipment. • 2000 - $327 million Full Funding Grant Agreement with FTA is signed, financing Double Track Corridor Improvement Program and station refurbishments. New Fort Lauderdale/Hollywood International Airport Station at Dania Beach opens. • 2001 – Deerfield Beach Station rededicated. Segment 5 project Design/Build Contract awarded for $205 million. • 2003 –Florida House and Senate pass legislation transforming Tri-Rail into the South Florida Regional Transportation Authority (SFRTA).

117

TIMELINE

• 2004 – Boynton Beach Station dedicated; first station completed as part of the Segment 5 project. • 2006 – Double Track Corridor Improvement Program, Segment 5 Project completed. Miami Heat Victory Parade leads to highest passenger count in a single day – 18,452. Ridership tops more than 3,000,000 passengers for first time in a calendar year. • 2007 – The American Public Transportation Association (APTA) announces Tri-Rail as the fastest growing commuter rail system in the country for 2006. New River Bridge (NRB) completed. The SFRTA implements full schedule of 50 Tri-Rail trains a day. • 2009 – Tri-Rail carries record number of passengers in one calendar year – more than 4.3 million. Tri-Rail celebrates 20th Anniversary. Tri-Rail implements first fare increase in more than 14 years. • 2010 – In a December special session, the Florida legislature passed a bill establishing a dedicated funding source for the SFRTA. • 2011 – Easy Card is launched. SFRTA reveals plan to operate passenger rail on the FEC corridor. Dump the Pump leads to highest passenger count in a single day – 19,731. • 2013 – Agreement reached for SFRTA to assume maintenance and dispatch of SFRC. Last of new cab and coaches arrive. Plans progress of Tri-Rail Coastal Link service on their FEC. • 2014 – Tri-Rail receives its first GFOA Budget Award. 11 New Brookville locomotives delivered. SFRTA announces plans for a new Operations/Administrative Center. • 2015 – The new Miami Intermodal Center (MIC) at the Miami Airport opened April 2015. Construction on the new Operations Center and Pompano Beach Station improvements began in May 2015. • 2016 – Tri Rail Downtown Miami Link construction continues. Tri-rail service to downtown Miami Central will serve as downtown Miami’s hub, providing connections to All Aboard Florida (AAF), Tri-Rail, Miami-Dade County bus system, Metrorail and Metromover. • 2017 - SFRTA moves into its new Administrative Offices and opens up the new Tri-Rail Pompano Beach Station. • 2018 – Completed Iris and Northwood Connections, allowing Tri-Rail to run on the FEC tracks. • 2019- Tri-Rail celebrates 30th Anniversary.

118

119

Park-and-Ride Facilities

SFRTA provides free parking at Tri-Rail stations as a convenience to riders. The inventory of available parking capacity at each SFRTA park-and-ride facility is listed below.

Tri-Rail Park-and-Ride Location and Capacity

2019 Total 2019 Total 2019 Tri-Rail Station 2019 Occupancy Tri-Rail Station Parking Spaces Parking Spaces Occupancy Mangonia Park 256 192 Fort Lauderdale 249 146 West Palm FLL at Dania 230 166 440 228 Beach Beach Lake Worth* 318 167 Sheridan Street 850 413

Boynton Beach 320 180 Hollywood 105 101

Delray Beach 129 115 Golden Glades - -

Boca Raton 162 130 Opa-locka 113 74 Metrorail Deerfield Beach 254 150 42 38 Transfer

Pompano Beach 513 165 Hialeah Market 94 60

Miami Cypress Creek 343 181 International 237 213 Airport

120

Passenger Fare Structure

The SFRTA fare system consists of six (6) zones. Fares are determined by calculating the number of zones traveled beginning with the Tri-Rail station of origin to the destination Tri-Rail station. For example, a passenger traveling the entire system from end to end beginning at Mangonia Station (origin) would calculate a six (6) zone fare which includes the destination zone as Miami Airport. Monthly passes (including discount monthly pass), weekend, holiday, and certain special event tickets are excluded from the zonal pricing structure.

Tickets are sold at all Tri-Rail stations from Tri-Rail’s ticket vending machines (TVMs) and also by Ticket Agents at Tri-Rail’s busiest stations. Tickets are not available for purchase onboard the train. There are six (6) classes of Tri-Rail tickets available for purchase which include the following: One-way tickets are valid for travel only on the date of purchase and only between the stations selected. The fare for one-way tickets ranges from $2.50-$6.90 depending on the number of zones traveled. A round-trip ticket is valid for one trip in each direction (within one or more zones) only on the day of purchase only. The fare for round-trip tickets ranges from $4.40-$11.55 depending on the number of zones traveled. 12-trip tickets are a set of 12 one-way tickets that have no predetermined date of use or time of travel. A 12-trip ticket is limited to the number of zones (stations) indicated on the ticket at the time of purchase. Each of the 12 trips on a 12-trip ticket purchased from an automated ticket machine must be validated for one-way passage prior to boarding. The fare for 12-trip tickets ranges from $21.25-$57.50 depending on the number of zones traveled. Monthly pass: From the first day of the calendar month to the last day of the calendar month, a customer may ride regularly scheduled Tri-Rail trains for as many trips as desired with a properly dated monthly ticket. Any use of a monthly ticket which is out of date will result in fare evasion penalties. Monthly tickets are good for all zones and include transfers to Metrorail, but are not valid for use on special event trains. The fare for a monthly ticket is $100.00. Regional monthly pass: From the first day of the calendar month to the last day of a calendar month, a customer may ride regularly scheduled Tri-Rail trains and Miami-Dade Transit services for as many trips as desired with a properly dated monthly ticket. The fare for a monthly regional ticket is $145.00. Weekend or holiday daily passes: Tri-Rail offers a discounted flat fare for weekend and holiday travel for travel between all destinations on weekends and holidays only. Transfers from other systems are not applicable to the discounted weekend fare. The fare for a regular Weekend Day Pass is $5.00 and the discounted Weekend Day Pass is $2.50.

Customers are provided the flexibility of choice in purchasing ticket type combinations that best meet their transportation needs and personal budgets. Frequent riders find the best value is to purchase the monthly ticket which provides unlimited trips in each month. Passengers seeking the flexibility of a one- way ticket with the added value of a multi-trip ticket find that the 12-trip ticket best meets their needs.

Special train services to certain events are occasionally provided by Tri-Rail throughout the year. Most special event trains have a fare which is different from the regularly published fare; therefore, passengers are expected to select the appropriate special event when purchasing tickets from the TVM’s.

121

Discount Fare Policy

Discounted fares in the amount of 50 percent off regular single-ride fares are available for children ages 5 - 12, students, senior citizens age 65 and over, persons with disabilities, and Medicare recipients at time of purchase. A person with a disability is defined in the Americans with Disabilities Act of 1990 (ADA). Disabled veterans may ride free using Tri-Rail’s Service Connector pass. Eligible veterans may register either on-line or at a Tri-Rail station kiosk. Discounted fare tickets are good only on regularly scheduled Tri-Rail trains. All eligible persons qualified for discount fares may purchase discounted tickets at a Tri-Rail kiosk or at the automated ticket machines at a Tri-Rail station. Proper identification must be presented to onboard security personnel upon request.

Employer Discount Program

Tri-Rail's Employer Discount Program (EDP) offers a 25 percent discount on monthly tickets, monthly regional passes or 12-trip tickets as a benefit program for employees of participating businesses. Employees of participating companies are permitted to purchase one monthly ticket or two 12-trip tickets per month. SFRTA Tri-Rail also offers a Group Discount Program, which offers a discounted rate to groups of 25 or more passengers.

122

RIDERSHIP & SALES ANALYSIS

Ridership during fiscal year 2019, increased by 139,894 riders or 3.2% from fiscal year 2018. The following table illustrates passenger ridership for fiscal years 2018 and 2019.

Passenger Ridership FY 2019 FY 2018 YTD %

Ridership Ridership Ridership 19 vs. 18

Monday to 3,736,434 3,607,551 3.6% Friday

Saturday 371,083 370,003 0.3%

Sunday 324,505 313,400 3.5%

Holidays 33,728 34,902 -3.4%

Totals 4,465,750 4,325,856 3.2%

Passenger fares collected for fiscal year 2019 were $12,923,643, an increase of $15,045 from fiscal year 2018. Tickets are sold at the train stations or from the administrative office by means of direct billing or through a specially designed ticket discount program.

123

Total Agency Ticket Sales - FY 2019

1.8%

12.4% 2.8%

EDP Agent Sales School Districts TVM Sales 83.0%

EASY Card

In August 2008, the SFRTA Governing Board approved the SFRTA to enter into negotiations for the procurement of a new fare collection system. In February 2010, the SFRTA entered into a contract with Cubic Transportation Systems, Inc., and in February 2011, the new fare collection system was implemented. The new system, named EASY Card, is fully integrated into the MDT fare system and shares the central computer system. The system has the technical capabilities to process and maintain a regional fare card program. A regional fare card program has been established between SFRTA and MDT by extending the EASY Card, already in use by MDT, into the SFRTA system. In addition to seamlessly integrating with MDT, the EASY Card offers discounted transfers on both BCT and Palm Tran regular bus fares.

124

The regional transportation corridors are shown below:

125

Performance Measurement

In 2007, the SFRTA developed a Tri-Rail performance measurement report or monitoring program report to serve as a base for decision making that will be integrated into the SFRTA planning and operations management. Ongoing measurement and evaluation are important to the success of any performance measurement system. The Tri-Rail performance assessment uses data from NTD, the SFRTA Monthly Operations Reports, other SFRTA internal data sources and the spreadsheet containing data and charts is designed to be updated annually. Performance measures used in the spreadsheet were updated and data is now available from 1998 to 2018 for the SFRTA planning and operations management to better assess the performance of Tri-Rail service over the past decade. These internal performance measures are described below.

• Train Trips per Day: The total number of trains performing one end-to-end route per day. • Span of Revenue Service: The number of hours during the day that transit service is provided along the route. • Span of Peak Service: The amount of time transit service is provided during daily peak hours (in this case 7–9 AM and 4–6 PM), excluding time not in service. • Headway Peak: The time interval between trains traveling in the peak direction during the PM peak period. • Headway Peak: The time interval between trains traveling in the off peak direction during the PM peak period. • Headway Off-Peak (Midday): The time interval between trains traveling in the off-peak direction during midday. • Train Revenue Miles: The total train miles per day, excluding distance covered while not in service. • Train Revenue Hours: The total number of hours operated by all trains in service, excluding time used while not in service. • Train Vehicle Miles: The total train miles per day, including distance covered while not in revenue service. • Train Vehicle Hours: The total train hours per day, including hours the train is in operation, but not in revenue service. • Route Miles: Total miles per train to complete one round trip, excluding the distance covered while not in revenue service. • Average Daily Boardings: Average daily boardings per weekday. • Boardings per Revenue Hour: Average passenger train boardings per revenue hour. • Passenger Miles Traveled: Total distance traveled by passengers. • Percent Park-and-Ride Lot Usage: Percent of park-and-ride lots that are at least 80% full but less than 100% full and percent of park-and-ride lots that are completely full. • On-time Performance, End-to-End: Percentage of transit vehicles departing or arriving at the end of the line on time.

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• Percent of Population and Employment in Service District with Bus Access to the Station (within ¼ Mile): The portion of the service district included in the analysis is that portion considered to be a “transit-supportive area.” A “transit-supportive area” has enough density to support hourly transit service (minimum household density of 3 households per gross acre or minimum job density of 4 jobs per gross acre). Within the transit supportive area, the area is considered served by transit if it is within ¼-mile air distances from a bus stop or ½-mile air distances from a rail or bus rapid transit station. • Number of Days Not in Service: Number of days per year that the system did not operate. • Vehicles Removed from I-95: Annual vehicle trips removed from I-95 as a result of Tri-Rail service. • Operating Cost: • Operating Cost per Boarding: The costs incurred per passenger boarding. • Total Annual Rail Operating Expenses: The total annual costs associated with operating the entire Tri-Rail system. • Annual Tons of Pollutants Reduced: • Operating Cost per Train Revenue Hour: The cost of running the train for each hour it is in service (total costs include maintenance, fuel, operators, etc.). • Total Annual Actual Train Revenue Hours: Total combined train hours per day, excluding distance covered while not in service (non-revenue time). • Air Quality—Tons of CO Reduced per Year: The carbon monoxide removed from the air per year as a result of the mode shift from vehicle to transit. • Air Quality—Tons of NOx Reduced per Year: The nitrous oxide removed from the air per year as a result of the mode shift from vehicle to transit. • CO Grams per Mile: Amount (in grams per mile) of carbon monoxide from vehicle emissions. • NOx Grams per Mile: Amount (in grams per mile) of nitrous oxide from vehicle emissions. • Auto vs. Train Travel Time: • Rail vs. Auto Travel Time: No input necessary. Calculation: Train Travel Time minus AutoTravel Time. Shows the extra time it takes to use Tri-Rail. • Auto Travel Time: Manually input from I-95 non-HOV lane auto travel times, by highway segment, weekdays, both directions. Data is in minutes. • Train Travel Time: Manually input from Tri-Rail weekday timetables, by segment, both directions. Data is in minutes. • Rail Boardings between Passenger Complaints: • Total Boardings per Complaint: Total number of rail boardings for every service- related complaint. • Total Annual Complaints Received (Bus + Rail): The total number of service related complaints received per year.

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Summary of Performance Measures

Since 2007, the number of train trips per day is 50, up from 48. In this 5 year comparison period, revenue miles and vehicle miles reached a peak in 2017, but current numbers still represent a significant increase compared to the amount of service provided before 2007. In 2017, an average of 13,999 passengers traveled 380,339 miles on an average weekday. Passenger trips in 2018 have increased to 14,615 per weekday, from a peak of 14,609 weekday trips in 2014. At the same time, weekday on-time performance increased to 92 percent in 2018.

Finally, the following changes are proposed to the performance measures spreadsheet for the next annual updates:

• Train Trips per Day – Data source should be the current schedule, not NTD. • Span of Revenue Service – Data source should be NTD, not the current schedule. This performance measure should be removed for the Saturday and Sunday worksheets, as Saturday and Sunday Span of Revenue Service is not available from NTD. • Span of Peak Service – Remove from spreadsheet analysis. This performance measure is not connected to any other data in the spreadsheet.

Tri-Rail Selected Weekday Performance Measures (FYs 2014-2018)

Performance Measures 2014 2015 2016 2017 2018 Train trips per day 50 50 50 50 50 Span of revenue service 19.6 19.6 19.5 19.5 19.5 Headway peak (PM peak direction-NB) 20 20 20 20 20 Headway peak (PM off-peak direction-SB) 30 30 30 30 30 Headway off-peak (mid-day) 60 60 60 60 60 Train revenue miles 3,500 3,550 3,550 3,556 3,552 Train revenue hours 113 113 121 116 122 Train vehicle miles 3,598 3,651 3,651 3,660 3,710 Train vehicle hours 128 128 136 131 135 Route miles 142 142 142 142 142 Average daily boardings 14,609 14,176 13,894 13,999 14,615 Boardings per revenue hour 129 125 115 121 120 Passenger miles traveled 391,882 379,950 375,397 380,339 395,578 On-time performance, end to end 86% 84% 87% 85% 92%

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Trend Analysis A trend analysis of critical performance measures and indicators was conducted to examine the performance of the SFRTA commuter rail and shuttle bus services over time. To accomplish this, NTD data that present selected performance indicators, effectiveness measures and efficiency measures for the five-year trend period of FY 2014-2018 were compiled and analyzed. Highlights of the trend analysis are presented below and summary results are provided at the conclusion of this section.

Three categories of indicators were analyzed for the trend analysis. These include:

• Performance Indicators – the quantity of service supply, passenger and fare revenue generation, and resource input; • Effectiveness Measures –the extent to which the service is effectively provided; • Efficiency Measures –the extent to which cost efficiency is achieved.

Commuter Rail Trend Analysis The table below lists the measures used in the performance trend analysis conducted for the SFRTA commuter rail service. Highlights of the trend analysis are presented in the remainder of this section.

Commuter Rail Performance Review Measures for Trend Analysis (FYs 2014-2018)

Commuter Rail Performance Evaluation Indicators and Measures General Performance Effectiveness Measures Efficiency Measures Indicators Passenger Trips Vehicle Miles per Capita Operating Expenses per Capita Passenger Miles Passenger Trips per Capita Operating Expenses per Passenger Trip Vehicle Miles Passenger Trips per Capita Operating Expenses per Passenger Mile Revenue Miles Passenger Trips per Vehicle Operating Expenses per Hour Revenue Mile Vehicle Hours Revenue Miles between Farebox Recovery Ratio Incidents Route Miles Revenue Miles per Vehicle Mile Operating Expenses Revenue Miles per Vehicle Capital Expenses Vehicle Miles per Gallon Operating Revenue Average Fare Vehicles Available for Maximum Fare Revenue Service Source: FTC Performance Measures (FY's 2014-2018)

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Commuter Rail General Performance Indicators

The general performance indicators are used to gauge the overall system operating performance for Tri- Rail. The following is a summary of the trends for Tri-Rail from FY 2014 to FY 2018 commuter rail evident from the performance indicators analysis.

• Commuter rail passenger trips decreased from 4.40 million in FY 2014 to 4.32 million in FY 2018, a decrease of 1.71%. However, passenger miles increased from 119 million to 121 million during the same period, an increase of 1.18%. • Total vehicle miles of service increased from 3.5 million miles in FY 2014 to 3.7 million miles in FY 2018, an increase of 6.6%. Total revenue miles of service increased from 3.4 million in FY 2014 to approximately 3.6 million in FY 2018, or 5.3%. • The number of route miles served remain consistent at 142.24 miles. • Total operating expenses increased from $61.2 million in 2014 to $95.5 million FY 2018, an increase of 56.1*%. • The total number of vehicles needed to operate peak service remained the same at 50.

Performance Indicators, Commuter Rail Trend analysis (FYs 2014-2018)

SFRTA Commuter Rail Performance Indicators % Change Performance 2014 2015 2016 2017 2018 Indicator (2014-2018)

Passenger Trips 4,400,977 4,292,705 4,241,486 4,261,113 4,325,856 -1.71%

Passenger Miles 119,706,574 116,761,576 117,277,088 126,555,056 121,123,968 1.18%

Vehicle Miles 3,519,025 3,608,199 3,708,779 3,629,152 3,751,639 6.61%

Revenue Miles 3,422,858 3,505,483 3,595,531 3,525,108 3,607,386 5.39%

Vehicle Hours 113,915 117,914 124,669 121,880 124,457 9.25%

Route Miles 142.24 142.24 142.24 142.24 142.24 0.00%

Operating 61,213,969 73,042,631 90,135,130 90,925,787 95,569,801 56.12% Expenses Vehicles Available for 50 50 50 50 50 0.00% Max. Svc.

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Commuter Rail Effectiveness Measures The table below presents three categories of effectiveness measures that include service supply, service consumption and quality of service. This represents the trends in these effectiveness measures observed for the SFRTA commuter rail service.

• Vehicle miles per capita for commuter rail service increased from 0.63 miles in FY 2014 to 0.68 miles in FY 2018, an increase of 7.94%. • Passenger trips per capita decreased by 1.25% between FY 2014 and FY 2018, from 0.80 trips to 0.79 trips. Passenger trips per vehicle hour decreased from 38.63 trips in FY 2014 to 34.80 trips in FY 2018, a decrease of 9.9%. • Revenue miles between incidents decreased 52.5% between FY 2014 and FY 2018, peaking at 106,964 in FY 2014.

Effectiveness Measures, Commuter Rail Trend Analysis (FYs 2014-2018)

SFRTA Commuter Rail Effectiveness Measures % Change Effectiveness Measure 2014 2015 2016 2017 2018 (2014-2018) Service Supply: Vehicle Miles per Capita 0.63 0.65 0.67 0.66 0.68 7.94%

Service Consumption: Passenger Trips per 0.80 0.78 0.77 0.77 0.79 -1.25% Capita Passenger Trips per 38.63 36.40 34.00 34.96 34.80 -9.92% Vehicle Revenue Hour Quality of Service: Revenue Miles Between 106,964 53,113 69,145 83,931 50,808 -52.50% Incidents Source: FTC Performance Measures (FY's 2014-2018)

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Commuter Rail Efficiency Measures

The table on the following page presents efficiency measures for the SFRTA commuter rail service, including cost efficiencies, operating ratios, vehicle and energy utilization and fare trends.

• Operating expenses per capita increased from $11.13 in 2014 to $17.32 in 2018, or 56.06%. Operating expenses per passenger trip increased from $13.91 in FY 2014 to $22.09 in FY 2018, or 58.81%. Operating expenses per passenger mile increased from $0.51 per mile to $0.79 per mile, or 54.90%. Operating expenses per revenue mile increased between FY 2014 and FY 2018 from $17.88 to $26.49 or 48.15%. A large part of these increases are due to the SFRTA taking over the maintenance and dispatch of the corridor, as well as the costs associated with the federally mandated Positive Train Control (PTC). • Revenue miles per vehicle mile had a 1.07% change between FY 2014 and FY 2018, and revenue miles per vehicle had an increase of 5.39% in the same period. • Farebox recovery has seen a decreased from 20.90% in FY 2014 to 13.80% in FY 2018, an overall decrease of 33.97%. During this same time period, the average fare increased from $2.91 to $3.04 and annual fare revenue increased from $12. million to $13.1 million, a total increase of approximately 2.70%.

Efficiency Measures, Commuter Rail Trend Analysis (FYs 2014-2018)

SFRTA Commuter Rail Efficiency Measures % Change Efficiency 2014 2015 2016 2017 2018 (2014- Measure 2018) Cost Efficiency Operating Expenses per $11.13 $13.27 $16.38 $16.52 $17.37 56.06% Capita Operating Expenses per $13.91 $17.02 $21.25 $21.34 $22.09 58.81% Passenger Trip Operating Expenses per $0.51 $0.63 $0.77 $0.72 $0.79 54.90% Passenger Mile Operating Expenses per $17.88 $20.84 $25.07 $25.79 $26.49 48.15% Revenue Mile Vehicle

Utilization Revenue Miles per Vehicle 1.028 1.029 1.031 1.029 1.039 1.07% Mile Revenue Miles 68,457 70,110 71,911 70,502 72,148 5.39% per Vehicle

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SFRTA Commuter Rail Efficiency Measures, cont. Operating

Ratios Farebox Recovery 20.90% 17.50% 14.60% 14.10% 13.80% -33.97% Ratio Fare Average $2.91 $2.98 $3.09 $3.00 $3.04 4.47% Fare Fare $12,799,800 $12,783,183 $13,114,959 $12,785,301 $13,144,962 2.70% Revenue Source: FTC Performance Measures (FY's 2014-2018)

Summary Results of Commuter Rail Trend Analysis

The trend analysis evaluates the performance of the SFRTA commuter rail service over time. A summary of the SFRTA performance for commuter rail is provided for general performance, cost efficiency, operating ratios, vehicle and energy utilization, fare, service supply, service consumption and quality of service.

The table on the next page summarizes the trend analysis, with positive, neutral or negative trends identified for each indicator. Tri-Rail’s overall trend performance is generally positive with a few exceptions that are reflected in the table and mentioned previously.

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Summary of Trend Analysis-Commuter Rail (FYs 2014-2018)

Measure % Change (2014-2018) Indicator General Performance Passenger Trips 1.43% + Passenger Miles 3.87% + Vehicle Miles 11.39% + Revenue Miles 11.40% + Vehicle Hours 18.91% + Route Miles 0.00% o Operating Expenses 66.59% + Operating Revenue 6.16% + Vehicles Available for Maximum Services 0.00% o Cost Efficiency Operating Expenses per Capita 68.23% + Operating Expenses per Passenger Trip 64.28% + Operating Expenses per Passenger Mile 50.00% + Operating Expenses per Revenue Mile 49.51% + Operating Ratios Farebox Recovery Ratio -36.20% - Vehicle Utilization Revenue Miles per Vehicle Mile 0.00% o Revenue Miles per Vehicle 11.40% + Fare Average Fare 4.53% + Fare Revenue 6.16% + Service Supply Vehicle Miles per Capita 11.86% + Service Consumption Passenger Trips per Capita 1.32% + Passenger Trips per Vehicle Hour -14.70% - Quality of Service Revenue Miles between Incidents -1.70% -

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SOUTH FLORIDA REGIONAL TRANSPORTATION AUTHORITY POPULATION TRENDS

Density Per Square Mile 2018 Total Population

Density Per Square Miles Square Mile

Florida 53,937 386

Broward County 1,209 1570 Miami-Dade 1,945 1429 County Palm Beach 1,974 726 County

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SOUTH FLORIDA REGIONAL TRANSPORTATION AUTHORITY DEMOGRAPHIC AND ECONOMIC STATISTICS Last Fiscal Year & Ten Years Ago

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SOUTH FLORIDA REGIONAL TRANSPORTATION AUTHORITY DEMOGRAPHIC AND ECONOMIC STATISTICS Principal Employers by County Last Fiscal Year & Ten Years Ago

Palm Beach County 2018 2009

Percentage of Percentage of Total Empl oyer Employees Rank Total County Employees Rank County Employment Employment

Palm Beach County School Board 21,466 1 2.94% 21,718 1 3.47% Palm Beach County Government 11,849 2 1.62% 11,381 2 1.82% Tenet Health Care 5,939 3 0.81% 5,127 5 0.82% NextEra Energy 4,404 4 0.60% 3,658 6 0.58% Hospital Corporation of America 3,550 5 0.49% 4,150 7 0.66% Boca Raton Regional Hospital 2,800 6 0.38% Florida Atlantic University 2,644 7 0.36% 2,776 9 0.44% Veterans Health Administration 2,535 8 0.35% Bethesda Memorial Hospital 2,282 9 0.31% 2,300 10 0.37% Office Depot 2,034 10 0.28% Wackenhut Corporation 3,000 8 0.48% State Government 9,300 3 1.48% Federal Government 6,300 4 1.01% https://www.mypalmbeachclerk.com/Home/ShowDocument?id=1524

Miami-Dade County 2018 1 2009 Percentage of Percentage of Total Empl oyer Employees Rank Total County Employees Rank County Employment Employment

Miami-Dade County Schools 31,000 1 2.32% 50,000 1 4.19% Miami-Dade County 24,692 2 1.85% 32,000 2 2.68% Federal Government 19,300 3 1.45% 19,800 3 1.66% State Government 19,200 4 1.44% 16,200 4 1.36% University of Miami 13,864 5 1.04% 10,170 7 0.85% Baptist Health South Florida 13,369 6 1.00% 11,257 5 0.94% American Airlines 11,773 7 0.88% 9,000 9 0.75% Jackson Health System 8,163 8 0.61% 10,000 8 0.84% Florida International University 4,951 9 0.37% City of Miami 3,820 10 0.29% 4,297 15 0.36% https://www.miamidade.gov/finance/library/CAFR2018-complete.pdf

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Broward County 2018 2009

Percentage of Percentage of Total Empl oyer Employees Rank Total County Employees Rank County Employment Employment

Broward County School Board 33,864 1 3.24% 28,134 1 2.79% Memorial Health Care System 13,137 2 1.26% 10,000 4 0.99% Broward County Government 11,771 3 1.13% 12,448 2 1.24% Broward Health 8,219 4 0.79% 8,062 5 0.80% Nova Southeastern University 7,102 5 0.68% 3,028 8 0.30% Auto Nation 4,100 6 0.39% American Express 3,500 7 0.33% 5,800 6 0.58% City of Ft. Lauderdale 2,749 8 0.26% 2,647 10 0.26% Spirit Airlines 1,800 9 0.17% Citrix 1,700 10 0.16% Tenet Health Care 10,156 3 1.01% The Continental Group 3,900 7 0.39% PRC 2,700 9 0.27% https://www.broward.org/Accounting/Documents/2018CAFR.pdf

Public Outreach Plan

SFRTA’s public involvement efforts are programmed on an annual basis in order to develop a well- structured outreach plan with the objective to increase the agency’s visibility and ridership, while preserving a positive image in the community. Our efforts are comprised of an assortment of new and traditional methods to preserve our engagement with the general public.

Objectives

• Further brand the SFRTA as the leader of the region’s transportation options, serving the public’s need for a more viable, convenient and economically sustainable transit system • Increase ridership using a strategic, multimedia approach to promote the benefits of riding Tri-Rail through partnerships, events, incentives and special offers • Create opportunities to reach new passengers to ride the train for work, school and leisure

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• Inform commuters and families about Tri-Rail’s convenient connections to the region’s airports, major events and popular attractions • Partner with recognized businesses and organizations to reach new audiences and promote Tri-Rail as a beneficial transportation option to South Florida residents and tourists • Promote the convenience of connectivity offered by Tri-Rail’s bus network that helps reach several South Florida communities • Support safety measures to inform the public of dangers of stopping and being unmindful at highway-rail grade crossings, as well as trespassing on railroad tracks

Our outreach campaigns:

Explore South Florida

This digital marketing campaign promoted Tri-Rail as a viable means of transportation to get to popular attractions, events and locales, promoted through various platforms, including web influencers, travel and entertainment websites. Audiences were introduced to the system via bold digital ads and videos in the effort to attract visitors and locals to use the system for leisure travels.

Winter Wonderland

Tri-Rail’s second “Winter Wonderland” special event proved to be much larger than its inaugural version. Held at Tri- Rail’s Miami Airport Station, the event engaged families to experience the train while promoting convenient access to the airport. Over 1,000 children and families rode the train to attend this memorable event that included a snow playground, costumed characters, food trucks, bounce houses, live entertainment and lots more family fun activities and giveaways.

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Tri-Rail 30th Anniversary Rider Appreciation

Tri-Rail celebrated 30 years of service on January 9, 2019, and SFRTA staff honored the occasion by riding peak hour morning trains to hand out snacks and a commemorative gift bag to Tri-Rail passengers during their morning commute. SFRTA’s Executive Director took the opportunity to ride along and introduce himself to passengers in his new position since being selected for the agency’s lead position just a month prior.

Respect the Rails

The SFRTA continued its “Respect the Rails” safety campaign in 2019, to ensure the message is reaching as many people as possible about the dangers of not abiding by rules along railroad tracks. A video was produced addressing the industry-known message that compares the impact of trains damaging cars to cars crushing aluminum cans. The commercial aired during morning and evening news times in the Palm Beach market, where most trespassing incidents occur in the corridor, and Miami, where the agency will be expanding service onto new areas. The agency also produced a safety coloring book using Tri-Rail’s famed mascot Conductor George Green, that was and will continue to be disseminated during Tri- Rail special events, school career days and other community events.

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Public Involvement Plan

A Public Involvement Plan (PIP) was developed to identify opportunities for public participation and facilitate consensus building for the SFRTA Building Stronger Connections visioning document. Information gathered from the public, stakeholder agencies/organizations, and other interested parties has been used to help identify and assess community perceptions of SFRTA service, as well as to identify issues and opportunities for SFRTA to consider.

Contact Database - One of the primary components of the plan was communicating with and obtaining feedback from stakeholder agencies/organizations and the public through the project website, intercept and website surveys, and email campaigns.

Contact Options - A website was developed to accompany the SFRTA Building Stronger Connections Plan (www.TriRailTDP2018.com). This site provides a single access point where citizens can submit their input and feedback, find project-related information, and view previous years TDP documents. The site also includes a survey that in combination with a platform intercept survey, provides public input that helps SFRTA determine future priorities.

71% of users accessed the website directly; 16% followed links from social media, and the remaining traffic accessed the site through other sources such as a link on the SFRTA website. This indicates that non-digital forms of outreach were successful in driving traffic to the website.

Published Materials - Several types of published materials were developed and distributed throughout the community.

Press Release - SFRTA sent a press release to 80 companies and publications on March 29, 2013, to notify them of SFRTA’s effort to engage public involvement with a link to the project survey and project website.

Presentations, Publications & Display Boards - Presentation display boards were prepared for display at Tri‐Rail stations during the intercept surveys to provide information on SFRTA and to advertise the project website and other opportunities for public input. A fact sheet was developed to provide an overview of SFRTA and its services as an introduction and to solicit input from the public. Two SFRTA Onboard newsletter articles were published highlighting public involvement efforts by the Agency.

SFRTA Corporate and Community Outreach - SFRTA staff from its Corporate and Community Outreach Department attended various events to advertise and collect any comments or questions to be provided to the Project Team, and hand out SFRTA/Tri‐Rail informational materials. SFRTA representatives also handed out hard copies of the intercept survey to collect input on SFRTA’s priorities and initiatives in the next 10 years.

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Public Surveys - SFRTA has conducted surveys to obtain feedback on existing services while seeking input to identify future service needs and improvements. These surveys were completed within the first three months of 2018 and included a Tri-Rail on-board survey, Tri-Rail station platform intercept survey and a Commuter Connector Bus Survey.

On‐Board Survey - The Tri-Rail On-Board Survey was conducted system-wide on January 17, 2018. The On-Board Survey included three main areas of data collection on the day of implementation: on-board passenger counts of boardings and alighting’s at each Tri-Rail station; parking utilization counts at each Tri-Rail station; and a paper survey questionnaire offered to passengers, which asked about various travel patterns, socioeconomic characteristics, and opinions about Tri-Rail service. The goal of this effort was to have every Tri-Rail passenger complete a survey questionnaire for every trip completed during the survey collection period, identified as every train between 4:00 am and 2:00 pm. A total of 3,366 surveys were completed during the On-Board Passenger Survey. The On-Board Survey Executive Summary is referenced in Section 3, and also provided in the Appendix.

Platform Intercept Survey – An intercept surveys of Tri-Rail passengers were conducted on platforms of the Tri-Rail stations representing the highest daily ridership. For the Weekday service, six (6) stations were selected, and three (3) stations were surveyed representing Weekend service. These stations serve as a representative sample of the ridership of the entire Tri-Rail system. The purpose of these intercept surveys (i.e., platform interviews) was to inquire about Tri-Rail passenger’s satisfaction, needs, and issues. A total of 1,254 surveys were completed during the process (1,113 Weekday and 141 Weekend).

Commuter Connector Bus Survey – A customer survey was administered by SFRTA on the Commuter Connector bus system to collect information from existing passengers. All 14 Commuter Connector routes were surveyed during the month of March 2018. The results of this survey were reviewed and utilized to inform the preparation of the TDP Major Update. The purpose of the survey was to identify travel behavior of Commuter Connector passengers while also seeking to understand the types of improvements and amenities desired by the existing passenger base. A total of 240 surveys were collected.

Implications - The top five External review committee priorities for SFRTA included:

1. Expand Tri‐Rail service to the coastal FEC tracks. 2. Support transit‐oriented development (TOD) initiatives (redevelopment) around stations. 3. Provide real‐time train arrival information on Tri‐Rail mobile applications and on train platforms. 4. Implement better connections to final destinations. 5. Improve bicycle and pedestrian access to stations.

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ACRONYMS & GLOSSARY

AAF All Aboard Florida

ADA Americans with Disabilities Act

ASPA American Society for Public Administration

APTA American Public Transportation Association

BCT Broward Transit Commission

BEC Brookville Equipment Company

BRT Bus Rapid Transit

CAFR Comprehensive Annual Financial Report

CBT Central Broward Transit

CE&I Construction Engineering and Inspection

CRA Community Redevelopment Agency

CSXT CSX Transportation

DBE Disadvantage Business Enterprise

DDA Downtown Development Authority

DEIS Draft Environmental Impact Statement

DMU Diesel Multiple Unit

DTMS Downtown Miami Station

EDP Employee Discount Program

EEO Equal Employment Opportunity

EEOC Equal Employment Opportunity Commission

EPA Environmental Protection Agency

ERC Environmental Regulation Commission

FAPPO Florida Association of Public Procurement Officials

FASB Financial Accounting Standards Board

FDOT Florida Department of Transportation

FEC Florida East Coast Railway

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FECI Florida East Coast Industries

FHA Federal Housing Administration

FHWA Federal Highway Administration

FPTA Florida Public Transportation Association

FLL Fort Lauderdale/Hollywood International Airport

FPL Florida Power and Light

FRA Federal Railroad Administration

FTA Federal Transit Administration

FTC Florida Transportation Commission

FY Fiscal Year

GAAP Generally Accepted Accounting Principles

GASB Governmental Accounting Standards Board

GEC General Engineering Contractor

GFOA Government Finance Officers Association

GPC General Planning Consultant

HEP Head End Power

IT Information Technology

JPA Joint Participation Agreement

JARC Job Access Reverse Commute

LED Light-emitting diode

LEED Green Station Designed to reduce energy and generate solar energy.

LPA Locally Preferred Alternative

LRTP Long-Range Transportation Plan

MCS Miami Central Station

MDT Miami-Dade Transit

MIA Miami International Airport

MIC Miami Intermodal Center

MPH Miles per Hour

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MOW Maintenance of Way

MOU Memorandum of Understanding

MPO Metropolitan Planning Organization

MR-MICCI Miami River Intermodal Center

NB North Bound

NEPA National Environmental Policy Act

NF New Freedom

NRB New River Bridge

NTD National Transit Database

O&M Operations and Maintenance

PTAC Planning and Technical Advisory Committee

PTC Positive Train Control

PVR Peak Vehicle Requirement

ROW Right of Way

RPC Regional Planning Council

RTTAC Regional Transportation Technical Advisory Committee

SB South Bound

SBA State Board of Administration

Segment 5 Rail Double Tracking

SEFTC Southeast Florida Transportation Council

SEOPW Southeast Over town Park West

SFECC South Florida East Coast Corridor

SFOMA South Florida Operating & Maintenance Agreement

SFRC South Florida Rail Corridor

SFRTA South Florida Regional Transportation Authority

TCRA Tri-County Commuter Rail Authority

TCRPC Treasure Coast Regional Planning Council

TCSP Transportation Community & System Preservation Program

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TDP Transit Development Plan

TIGER Transportation Investment Generating Economic Recovery

TIGGER Transit Investments for Greenhouse Gas and Energy Reduction

TIP Transportation Improvement Plan

TOD Transit Oriented Development

TRCL Tri-Rail Coastal Link

TRIP Transportation Regional Incentive Program

TSA Transportation Security Administration

TSAW Train Safety Awareness Week

TVM Ticket Vending Machine

USOA Uniform System of Accounts

UZA Urbanized Area

VIP Very Important Person

WPB West Palm Beach

Accounting System: An accounting system consists of the business papers, records, and reports plus the procedures that are used in recording transactions and reporting their effects. An example of an accounting system is the Uniform System of Accounts (USOA).

Accrual Accounting: A method of financial accounting where revenues are recorded when earned; the revenue does not have to be received in the same reporting period. Similarly, expenditures are recorded as soon as they result in liabilities for benefits received; the payment of the expenditure does not have to be made in the same reporting period.

Active Vehicles: The vehicles available to operate in revenue service.

All aboard Florida: Inter City Passenger Rail Service

Bonds: Financing mechanism used to raise funds.

Capital Assistance: Financial funding to help cover the costs of equipment necessary to support transit services.

Capital Costs: The expenses incurred within the year related to the purchase of facilities, vehicles and equipment.

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Capital Expenditure: An expenditure that creates future benefits. A capital expenditure is incurred when a business spends money either to buy fixed assets or to add to the value of an existing fixed asset with a useful life extending beyond one year.

Coach: A Rail Vehicle used exclusively to carry passengers

Commuter Rail: A transit mode that is an electric or diesel propelled railway for urban passenger train service consisting of local short distance travel.

Conductor: The person "in charge" of a train and its crew. On passenger trains, a conductor is also responsible for tasks such as assisting passengers and collecting tickets.

Consist: The group of rail vehicles making up a train, or more commonly a group of locomotives connected together for Multiple-Unit (MU) operation.

Cycle of Time: The length of time it takes a train to make a complete round trip, including recovery time.

Deadhead (Miles and Hours): The miles and hours that a vehicle travels when out of revenue service.

Depreciation: The charges that reflect the loss in service value of the transit agency’s assets

Dwell Time: The length of time the train is stopped in a station.

Expense Transfers: Accounts used for reporting adjustments and reclassifications of expenses previously recorded.

Federal Capital Assistance: Financial assistance from the Federal Transit Administration to assist in paying the capital costs of providing transit service.

Federal Operating Assistance: Financial assistance from the Federal Transit Administration to assist in paying the operating costs of providing transit service.

Information Systems: Systems for processing data including computers, monitors, printers, scanners, data storage devices and associated software that support transit operations such as general office, accounting, scheduling, planning, vehicle maintenance, non-vehicle maintenance and customer service functions.

Linked Passenger Trip: A trip from origin to destination on the transit system. Even if a person must make several transfers during a journey, the trip is counted as one linked trip on the system.

Load Point: The location along a route where a standard (usually maximum) number of passengers has accumulated on the train during the peak hour in the peak directions.

Load Factor: A measure of passenger comfort as represented by a ratio between the number of passengers and the number of seats.

Load Standard: Load Factor of 1.0.

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Local Government Funds: Financial assistance from local governments (below the state level) to help cover the costs of providing transit services.

Locomotive: A self-propelled unit of rail equipment designed primarily for moving (pushing or pulling) passenger cars. It does not include self- propelled passenger cars.

Maintenance Fleet Demand: The total number of vehicles required to perform preventative and corrective maintenance without infringing upon daily operations.

Operating Expenses: The expenses associated with the operation of the transit agency, and classified by function or activity, and the goods and services purchased.

Operating Spare Ratio: The actual percentage of vehicles available as spares during peak hours of operations.

Operations Fleet Demand: The total number of vehicles required during peak hour operations. Same as Peak Vehicle Requirement.

Passenger Miles: The cumulative sum of the distances ridden by each passenger.

Passenger Trips: The cumulative sum of riders.

Preventative Maintenance Costs: All the activities, supplies, materials, labor, services, and associated costs required to preserve or extend the functionality and serviceability of the asset in a cost effective manner, up to and including the current state of the art for maintaining such asset.

Push Pull: A type of train operation that allows bi-directional operations without requiring the train to turn around. The locomotive pushes the train one way and pulls the train the other way.

Revenue Service (Hours, Miles and Trips): The time when a vehicle is available to the general public and there is an expectation of carrying passengers.

Train: One or more passenger cars (including locomotives) coupled together and propelled by self- contained motor equipment. Also known as a consist.

Required Spare Ratio: The percentage of the Operations Fleet Demand used to calculate the Maintenance Fleet Demand.

Spare: Any rail vehicle in the current fleet that is not in revenue service.

Spare ratio: A measure of fleet adequacy derived by calculating the number of spares as a percentage of the fleet.

Total Fleet Demand: The total number or vehicles required for the Operations and Maintenance of the Commuter Rail System.

Train Set: The makeup of a train; locomotive, cab car and numbered coaches.

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Tri-Rail: SFRTA; formerly Tri-County Commuter Rail Authority.

Tri-Rail Coastal Link: Commuter passenger rail.

Unlinked Passenger Trips (UPT): The number of passengers who board public transportation vehicles. Passengers are counted each time they board vehicles no matter how many vehicles they use to travel from their origin to their destination.

Vehicle Hours (Miles): The hours (miles) that a vehicle is scheduled to or actually travels from the time it pulls out from its garage to go into revenue service to the time it pulls in from revenue service.

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