South Florida Regional Transportation Authority Operating Budget Fiscal Year 2016-2017 South Florida Regional Transportation

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SOUTH FLORIDA REGIONAL SOUTH FLORIDA REGIONAL TRANSPORTATION AUTHORITY TRANSPORTATION AUTHORITY OPERATING & CAPITAL BUDGET OPERATING BUDGET FISCALFISCAL YEAR YEAR2016-2017 2016 -2017 This section is a reader’s guide to the contents of the III) Budget by Departments: documents. The following describes each of its major sections. This section is a summary of the Financial Budgets by Departments and includes Revenues and Expenses. I) Introduction: The departments are:

This section contains:  Engineering Department;

 The Executive Budget and Mission Statement;  Executive Department;

 The SFRTA history, location and service area;  Finance Department;  The Governing Board and Management structure;  Human Resources Department;

 Long term financial planning;  Information Technology Department;

 Major initiatives and accomplishments;  Legal Department;  A list of the many awards the SFRTA has received.  Operations Department;

II) Financial:  Planning and Capital Development Department; This section provides the reader with a financial  Procurement Department; summary and details of the budget document. This includes but is not limited to financial tables, charts and  Safety and Security. graphs summarizing the FY 2016-2017 financial data IV) Statistical Section: including Revenues and Expenses. This section contains general reference information  Financial Highlights including:

 Operating Budget-Revenues and Expenses  Statistical Information and SFRTA Timeline;  FY 2016-2017 Revenue Statement  Financial Trends and Performance Measures;

 FY 2016-2017 Expense Statement  Revenue Capacity including train schedules;

 FY 2016-2017 Capital Budget and Highlights  Demographic and Economic Information  Long Term Capital Plan and Capital Budget  Infrastructure related to the financial data reported;

 Glossary of Terms and Acronyms used in the Table of Contents document. 1. INTRODUCTION

2. FINANCIAL SECTION

South Florida Regional Transportation 3. BUDGET BY DEPARTMENTS Authority

Using4. STATISTICAL Linked Text SECTION for Parallel Contact Information: SFRTA Articles 800 NW 33rd Street Pompano Beach, FL 33064 You can use linked text boxes to flow text in parallel 1 (888) GO-SFRTA - web site: www.sfrta.fl.gov “columns” from page to page. This method gives different results than using the Column command on 1 the Format menu, which causes text in column 1 to flow or “snake” to column 2 on the same page. By using linked text boxes, you can instead have text from TABLE OF CONTENTS

INTRODUCTION  EXECUTIVE BUDGET MESSAGE AND MISSION STATEMENT 4  GOALS AND OBJECTIVES 6  ORGANIZATIONAL STRUCTURE, GOVERNING BOARD AND MANAGEMENT 12  OVERVIEW AND HISTORY 14  WHO WE ARE AND AWARDS 16  LONG TERM FINANCIAL PLANNING 17  MAJOR INITIATIVES AND ACCOMPLISHMENTS 18  FINANCIAL POLICIES 28  SFRTA FUND STRUCTURE AND RELATED EXPENSES 33  BUDGET PROCESS 36

FINANCIAL SECTION  FINANCIAL HIGHLIGHTS 39  OPERATING BUDGET REVENUE AND EXPENES 41  OPERATING BUDGET AND TEN YEAR PLAN 60  CAPITAL BUDGET HIGHLIGHTS 61  CAPITAL BUDGET REVENUE AND EXPENSES 64  RECENT CAPITAL IMPROVEMENTS 66  CAPITAL BUDGETS AND LONG TERM PLANNING 67  CAPITAL BUDGET AND TEN YEAR PLAN 71

BUDGET BY DEPARTMENTS  ORGANIZATIONAL STRUCTURE 73  DEPARTMENTAL BUDGETS 74  BUDGETED FULL TIME EQUIVALENTS 112

STATISTICAL SECTION  STATISTICAL AND GENERAL INFORMATION 116  SFRTA TIMELINE 117  TRAIN SCHEDULE, PARK AND RIDE FACILITIES 119  FARE STRUCTURE AND EASY CARD 121  PERFORMANCE MEASUREMENT 125  TREND ANALYSIS AND SUMMARY OF TREND ANALYSIS 128  POPULATION AND RIDERSHIP 134  DEMOGRAPHIC AND ECONOMIC STATUS 136  PUBLIC OUTREACH PLAN 140  ACRONYMS AND GLOSSARY 143

2 INTRODUCTION

 EXECUTIVE BUDGET MESSAGE AND MISSION STATEMENT 4  GOALS AND OBJECTIVES 6  ORGANIZATIONAL STRUCTURE, GOVERNING BOARD AND MANAGEMENT 12  OVERVIEW AND HISTORY 14  “WHO WE ARE” AND AWARDS 16  LONG TERM FINANCIAL PLANNING 17  MAJOR INITIATIVES AND ACCOMPLISHMENTS 18  FINANCIAL POLICIES 28  SFRTA FUND STRUCTURE AND RELATED EXPENSES 33  BUDGET PROCESS 36

3 4 5 Goals and 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 2016–2026). The SFRTA presents 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 Environmental Regulation Commission (ERC) and numerous public outreach efforts and input from regional stakeholders, including the local workforce board representatives.

VISION

1. Goal 1: Take an active leadership role in expanding premium transit in the region.

1.1. Continue successful track record of attracting competitive federal funding grants and awards.

1.2. Take necessary actions to implement and operate Tri-Rail Coastal Link (fully integrated Tri-Rail expansion onto the Florida East Coast Railway).

1.3. Serve as lead agency and FTA project sponsor for all future studies of Tri-Rail expansion.

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

1.5. Pursue development of needed new passenger rail service (commuter rail, DMU, light rail, or streetcar) on multiple rail corridors within the tri-county region.

1.6. Work with appropriate agencies in adjacent counties (i.e. Monroe, Martin, and St. Lucie) to investigate new premium transit services that would connect with the existing Tri-Rail system.

2. Goal 2: Provide leadership in advocacy and education of the need for an expanded regional premium transit system.

2.1. Increase public awareness of current challenging and inequitable funding policies towards transit.

2.2. Educate the public on the benefit of regional premium transit on the environment.

2.3. Increase public awareness of the need for changes in the project prioritization process.

2.4. Educate general public and private developers regarding the ability of premium transit to stimulate redevelopment and mixed-use, walkable development.

2.5. Continue participation and involvement with Transportation related groups such as American Public Transportation Association, American Planning Association, Rail-Volution, American Railway Engineering and Maintenance-of-Way Association, WTS International, American Association of

6 Railroads, Florida Public Transportation Association, Conference of Minority Transportation Officials, and Urban Land Institute.

PARTNERSHIPS

3. Goal 3: Continue utilization of private sector contractors for majority of SFRTA services and operations.

3.1. Continue to assess the appropriate mix of public and private services to maximize efficiency.

4. Goal 4: Develop and pursue partnerships with agencies/entities in both the public and private sector.

4.1. Enhance public partnerships with the region’s three metropolitan planning organizations (MPOs), the Southeast Florida Transportation Council (SEFTC), two regional planning councils (RPCs) and Florida Department of Transportation (FDOT) to expand passenger rail and premium transit.

4.1.1. Utilize the metropolitan planning process to develop effective long range plans, strategic TIPs and work programs, and logical funding priorities that reflect local desires.

4.1.2. Continue synergy and coordination between the SEFTC Regional Transportation Technical Advisory Committee (RTTAC) and SFRTA PTAC.

4.2. Develop strong partnerships with cities/towns and their community redevelopment agencies (CRAs) and downtown development authorities (DDAs).

4.2.1. Utilize the two regional planning councils and three MPOs as a vital conduit to build and further strengthen the relationship between SFRTA and local municipalities. 4.2.2. Establish service partnerships to support local circulator shuttle services that are connected to Tri-Rail.

4.2.3. Work with partner agencies to establish sustainable funding mechanisms.

4.2.4. Provide support to municipalities needing assistance in receiving FTA funds.

4.3. Develop a strong partnership with Florida East Coast (FEC) so that expanded freight activity, new passenger rail services, and real estate development opportunities along the FEC corridor can all succeed.

4.3.1. Work directly with FECI and FDOT to establish an agreed upon corridor access agreement for Tri-Rail Coastal Link service.

4.3.2. Partner with FEC to determine mutually beneficial roles that the railroad may have during the construction and operation of Tri-Rail Coastal Link.

4.3.3. Partner with FEC in the use of planned All Aboard Florida stations in the downtowns of Miami, Fort Lauderdale, and West Palm Beach.

4.4. Develop strong partnerships with the region’s development community to advance transit-oriented development at existing Tri-Rail stations, future Tri-Rail Coastal Link stations, and adjacent to other future premium transit services.

7 4.4.1. Utilize the Urban Land Institute (ULI) Southeast Florida/Caribbean Chapter as a vital conduit between SFRTA and the region’s development community and additional related private sector institutions.

4.4.2. Work to streamline and simplify the process for transit-oriented development to occur at Tri-Rail stations.

QUALITY/PERFORMANCE

5. Goal 5: Maximize the performance, reliability, efficiency and capacity of the existing SFRTA/Tri-Rail system.

5.1. Continue to improve train reliability and on-time performance.

5.1.1. Continue to exceed the Florida Transportation Commission (FTC) end-to-end on-time performance objective of 80%, with a target of 90+%.

5.2. Reduce vehicle failures/breakdowns.

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

5.3. Continue to assess and rehabilitate locomotives and railcars for total fleet reliability.

5.4. Directly manage dispatch and maintenance responsibilities for the South Florida Rail Corridor.

5.4.1. Procure and utilize a contractor for the maintenance of the corridor.

5.5. Make strategic capital investments to improve the existing SFRTA/Tri-Rail system.

5.5.1. Pursue implementation of new northern layover and maintenance facility at Mission Spur in Palm Beach County.

5.5.2. Pursue implementation of Miami River-Miami Intermodal Center Capacity Improvement (MR-MICCI) project.

5.5.3. Pursue additional crossovers, sidings, and other small track improvements at key locations along the rail corridor.

5.6. Expand parking structures/park-and-ride lot capacity at key locations

5.7. Pursue development of additional stations at strategic locations.

5.8. Continue to evaluate Tri-Rail train schedule for opportunities to improve service.

6. Goal 6: Improve the Tri-Rail passenger experience.

6.1. Continually provide clear and up to date information to Tri-Rail passengers.

6.1.1. Purchase and install a new passenger announcement system.

6.1.2. Provide enhanced real-time information and announcements on station platforms. 6.1.3. Upgrade and enhance the www.tri-rail.com, www.sfrta.fl.gov and www.tri-railcoastallink.com websites.

8 6.1.4. Further improve existing passenger outreach methods such as Employee Discount Program (EDP) member e-mail blasts, VIP messages, and onboard newsletter.

6.1.5. Meet and exceed FTC objective of 1 customer complaint per 5,000 boarding’s.

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

6.2. Provide enhanced passenger amenities.

6.2.1. Pursue the feasibility of providing Wi-Fi access onboard and at stations.

6.2.2. Provide additional power outlets for customer use onboard and at stations.

6.2.3. Provide additional space for bicycles onboard trains.

6.2.4. Explore the possibility of providing concessions at stations.

6.2.5. Explore options to install additional Ticket Vending Machines on station platforms.

6.3. Improve the appearance and visibility of current and future Tri-Rail stations.

6.3.1. Continue to monitor and improve existing Tri-Rail wayfinding signage.

6.3.2. Continue to schedule heavy maintenance repairs.

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

6.4.1. In the event of an incident, take necessary measures to improve the conditions for those onboard the train.

6.4.2. In the event of an incident, take the following measures to improve conditions for those at affected stations.

6.4.2.1. Provide accurate real-time information via platform announcements.

6.4.2.2. Create an Emergency Response Team comprised of select SFRTA personnel to be deployed to affected stations within 30 minutes of an incident to provide face-to- face customer service. 7. Goal 7: Improve connecting transit and transportation services.

7.1. Improve connections with county fixed route and fixed guideway services.

7.1.1. Coordinate with county transit providers on improving the scheduling and frequency of connecting county transit fixed route and fixed guideway services.

7.1.2. Pursue station capital improvements that will enhance the efficiency, access, and circulation of connecting county bus routes. 7.1.3. Work to establish a coordinated and simplified region-wide transfer fare policy between Tri- Rail and county operated transit services.

9 7.1.4. Work with Miami-Dade Transit to maximize the effectiveness of Easy Card by having transfer fees (and various other steps) for non-monthly pass holders shifted to back-office calculations rather than directly to the user.

7.1.5. Work with partner agencies to implement expansion of Easy Card (or another electronic fare card system that can be fully integrated with Easy Card) to all three counties

7.2. Work with cities and towns to provide enhanced municipal shuttle connections at Tri-Rail stations. 7.2.1. Coordinate with local governments to further improve municipal shuttle services that currently connect with Tri-Rail. 7.2.2. Pursue viable extensions of existing municipal shuttle bus routes (currently not connected with Tri-Rail) to serve Tri-Rail stations.

7.2.3. Pursue partnerships with local governments on new local circulators or shuttle bus routes that would connect with Tri-Rail stations.

7.3. Assess and constantly reevaluate the connecting shuttle bus routes operated or funded by SFRTA.

7.3.1. Further improve the performance and efficiency of the existing SFRTA shuttle system.

7.3.1.1. Ensure all shuttle routes meet or exceed the 7.0 passenger/hour standard established by SFRTA and the Planning Technical Advisory Committee (PTAC) in 2010.

7.3.1.2. Continue to update the Five-Year Shuttle Bus Service and Finance Plan on an annual basis.

7.3.1.3. Continue to utilize the SFRTA Planning Technical Advisory Committee (PTAC) as a steering and review committee for the SFRTA shuttle system.

7.3.2. Pursue new SFRTA shuttle bus routes that will serve markets along the Florida East Coast (FEC) Railway corridor, growing ridership for future Tri-Rail Coastal Service.

7.4. Maximize access and availability of alternative transportation modes at stations through the implementation of car and bicycle sharing facilities/programs and electric car charging stations.

SUSTAINABLE FUNDING

8. Goal 8: Pursue funding opportunities to support both the existing SFRTA/Tri-Rail system and expanded premium transit in the region.

8.1. Pursue and secure funding to provide SFRTA with a stable source of operating funds for existing transit services, future initiatives, and matching funds for state and federal funding programs.

8.2. Pursue participation in future local, regional, and state transit or transportation funding initiatives.

8.3. Pursue participation in state and federal funding programs, including Federal Transit Administration (FTA) New Starts, Small Starts, Discretionary Programs, TIFIA, State New Starts, SIS, and TRIP.

8.4. Seek private financing or partnerships for major expansion initiatives.

10 8.5. Work with local municipalities, community redevelopment agencies (CRAs), downtown development authorities (DDAs) and other entities to identify reasonable sources for additional operating funds for new and expanded premium transit services.

ECONOMIC GROWTH

9. Goal 9: Facilitate economic growth and development throughout the region.

9.1. Work with the private sector, local governments, Regional Planning Councils, and MPOs to attract and implement transit-oriented, walkable, mixed-use development around Tri-Rail stations and future Tri-Rail Coastal Link stations.

9.2. Accelerate growth and redevelopment along the FEC Railway corridor by implementing Tri-Rail Coastal Link.

9.3. Facilitate new streetcar service and its associated economic development to numerous locations throughout the region.

9.4. Minimize right-of-way acquisition or other land purchases in the development of projects, so that private sector and land owner opportunities are maximized and local tax revenue is enhanced.

9.5. Provide time savings, cost savings, and economic benefits to residents and employers that will result from an improved Tri-Rail system and a wide-reaching, expanded regional premium transit network.

9.6. Support, complement, and implement initiatives resulting from the completion of the Seven 50 Southeast Florida Prosperity Plan.

9.7. Pursue and advocate for projects on the SFRC and FEC corridors that will provide additional capacity for freight and goods movement.

ENVIRONMENTAL SUSTAINABILITY

10. Goal 10: Maximize environmentally sustainable practices for both the current SFRTA/ Tri-Rail system and expanded premium services in the region.

10.1. To the extent possible, utilize sustainable design practices for all new or upgraded facilities.

10.1.1. Construct the Pompano Beach Green Station Demonstration Project.

10.1.2. Install LED lighting at all stations whenever possible.

10.1.3. Install solar panels wherever feasible to take advantage of a renewable power source.

10.1.4. Implement Naturescape/xeriscape practices at all stations.

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

10.2.1. Exceed latest EPA emission standards.

10.2.2. Utilize biodiesel as fuel for locomotives.

10.3. Increase sustainable/green practices for the agency offices/facilities.

11 12 13 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 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 and station locations.

14 SFRTA Existing Service Map

SFRTA-South Florida Regional Transportation Authority

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 the Governor (three appointments). The three Governor’s appointees must all reside in different counties within the SFRTA service area (Broward, Miami-Dade and Palm Beach Counties). 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 based on the special financing relationship. The SFRTA is designated as an enterprise fund of FDOT.

Agency Awards

SFRTA’s Finance Department received the following awards

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.

SFRTA’s Procurement Department received the following awards:

The Florida Association of Public Purchasing Officers (FAPPO), awarded for Excellence in Public Procurement in 2015. 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 2015 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

Despite the state of the 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 $55.5 million to fund various capital projects including new locomotives and new railcars. As of June 2015, the remaining funds of approximately $8.0 million will be used to leverage funds for future 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 $13.3 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, $17.3 million for operating assistance.

2016 Major Initiatives and Accomplishments

The SFRTA completed the following initiatives, in furtherance of the agency’s vision and mission. . Tri-Rail Downtown Miami Link: SFRTA’s Governing Board decisively approved all final agreements on May 27, 2016, to advance this regionally transformational project to expand Tri-Rail service to downtown Miami . SFRTA’s New Pompano Beach Operations Center and the Tri-Rail Pompano Beach Green Station Demonstration Project: Designed for high energy efficiency, construction of these major projects commenced and was substantially completed in FY 2016

. Miami River-Miami Intermodal Center Capacity Improvement: Clearing significant milestones, the project’s Environmental Assessment was approved by the Federal Transit Administration (FTA) a public hearing was held in May 2016 to advance the project

. Northern Layover Facility: This important capacity improvement project was significantly advanced toward a design/build procurement delivery method . West Palm Beach Dispatch Emergency Center: Important radio communications upgrades, installations, and backup were finalized . Public Safety Coordination Center (PSCC): The Center was established to resolve safety and hazard issues along the rail right-of-way. Its functions, procedures, and coordinator responsibilities were established and formalized . New On-line Permitting Information Site: Operations staff created this public-access website, and improved its flagging and permitting process . Real-Time Passenger Information: This new mobile app was officially available in spring, 2016. . Tri-Rail’s First Bike Car was added to the regular fleet on July 24, 2015 . Commuter Bus Service to Palm Beach International Airport commenced October, 2015 . New Station Planning: A study to assess feasibility of a second Boca Raton Tri-Rail station was initiated in February, 2016 . Transportation Oriented Development (TOD) Planning: The agency received a nationally competitive FTA planning grant to conduct comprehensive TOD planning for potential Tri-Rail

Coastal Link station areas. The study will being in the fall and will result in a regional resource for land use/transit, and economic development planning

. The Private Sector acted to enter/advance TOD planning and/or development near the Hialeah Market, Sheridan, Pompano Beach, Deerfield Beach, and West Palm Beach Tri-Rail Stations . Public Opinion Surveys: SFRTA conducted two surveys to gauge awareness and opinions about public transportation in the South Florida region . Downtown Boca Raton Transit Feasibility Study: The agency worked in coordination with the City of Boca Raton to perform this study

Premium Transit Implementation Tri-Rail Coastal Link (TRCL) The TRCL project is planned to introduce new commuter rail service along 85 miles of the FEC rail corridor and provide new regional and intercity mobility, economic development and transportation choice to the traveling public and private sector. TRCL is planned to fully integrate its existing system with the FEC rail corridor and connect with the region’s most populous eastern cities between downtown Miami and Jupiter. As a strategic investment for Southeast Florida it has the potential to transform regional mobility and enhance the long-term competitive position of our region.

The following agencies partner with SFRTA in support of TRCL: The Miami-Dade, Broward, and Palm Beach Metropolitan Planning Organizations; the Florida Department of Transportation (FDOT); the Southeast Florida Transportation Council (SEFTC), and the South Florida and Treasure Coast Regional Planning Councils. Tri-Rail Downtown Miami Link, a 2016 Leading Major Accomplishment In a decisive vote on May 27, 2016, SFRTA’s Governing Board approved all final agreements to advance this regionally transformational project. Overcoming major obstacles, SFRTA worked with a determined focus over the past two years, building a funding collaboration with multiple Miami Dade partners to realize this unique but time-constrained opportunity to bring Tri-Rail into downtown Miami at the privately-owned Miami Central Station, now being constructed by All Aboard Florida on the FEC Railway. The project as conceived will leverage committed freight rail improvements and the All Aboard Florida project’s infrastructure to begin operating Tri-Rail service to Downtown Miami by late 2017. Moreover, it will establish precedent that the larger TRCL project could be completed in smaller, phased segments. Together with SFRTA, the following agencies provide funding and support for this project: the Citizens Independent Transportation Trust (CITT), City of Miami, FDOT, Miami Downtown Development Authority, Miami-Dade County, Southeast Overtown/Park West CRA, OMNI Community Redevelopment Association (CRA), the Bayfront Park Management Trust, and numerous other public and private sector businesses and individuals.

Other TRCL Updates:  Aventura-Downtown Miami TRCL Segment: Miami-Dade County officials expressed interest in pursuing this segment of the FEC corridor as an early phase of TRCL. Further details on potential plans are expected by late 2016/early 2017.  Northern Layover and Light Maintenance Facility: SFRTA completed a property purchase needed to advance this project that is critical for TRCL expansion. The facility will increase capacity and efficiency for the Tri-Rail system.  Palm Beach Northwood Rail Connection: Construction cost is fully funded for a connection between the SFRC and FEC corridors in West Palm Beach, with completion scheduled for 2018.  Tri-Rail Extension to the Jupiter Area: SFRTA and FDOT sought to conduct preliminary analysis of an extension to the Jupiter area in the near-term, via the Northwood connection.

Map of TRCL System Map

Map of TRCL Downtown Miami Link

Miami River-Miami Intermodal Center Capacity Improvement SFRTA is finalizing a Project Development and Environment (PDandE) Study for this project which will provide an additional mainline track within the South Florida Rail Corridor from just north of the Hialeah Market Tri-Rail Station to the Miami Airport Tri-Rail Station within the Miami Intermodal Center. The project will evaluate improved track connections across the Miami River, including bridge, track, and signal upgrades. Clearing a significant milestone, The FTA approved the project’s Environmental Assessment, and a public hearing was held on May 24, 2016 to advance the project’s PDandE phase.

System Improvements SFRTA continues heavy maintenance at all of its Tri-Rail stations, including regular repairs, painting, and upkeep of the parking lots and station platforms. Activities accomplished in FY 2016 include: New Operations Center and Tri-Rail Pompano Beach Green Station Demonstration Project Construction of the new SFRTA Operations Center commenced August 2015 and remains on schedule for completion in August of 2016. A LEED Silver-designed project, the center’s “topping off” celebration was held in February, 2016. The Operations Center consists of a new 3-story office building, together with a customer service and dispatch center; loading and receiving areas, and a 4-story parking garage. The Operations Center will be built on the existing east parking lot of the Tri-Rail Pompano Beach Station at the NW corner of NW 8th Avenue and NW 33rd Street in the City of Pompano Beach. The Tri-Rail Pompano Beach Green Station Demonstration Project, adjacent to the Operations Center, is also designed to Silver LEED standards. Its construction is combined with the Operations Center under a design/build contract to decrease the time that passengers will be inconvenienced by construction activities. The project design includes solar power, LED lighting, new bicycle lockers, dedicated alternative fuel-source parking, and carpool parking. Real-Time Passenger Information System The new information system was officially available in spring, 2016, via smartphone app, internet, telephone, text message, and LCD displays on the station platforms. Users have access to SFRTA train arrivals in real-time and can also view a map to monitor real-time train movements along the rail corridor. The new system provides train locations and predicted arrival times at each station and includes onboard signage and an audio system on train cars to display and announce next station arrival and destination information.

Tri-Rail Bike Cars Tri-Rail’s first bike car was added to the regular fleet in July, 2016, to accommodate increasing numbers of passengers boarding the train with bicycles. The new bike cars contain 14 racks that will provide more room to maneuver bicycles on and off the train. Currently bike cars are available on the most traveled routes. To eventually get a bike car available on every train, an additional nine coach cars are being retrofitted with bike racks. Tri-rail has bike rack and bicycle lockers available at all stations except the Pompano Beach and the Miami Airport stations, due to construction work; however, these will also eventually have bike lockers.

Railcars and Locomotives: In 2014, SFRTA procured 12 new locomotives; in FY 16, all remaining testing was completed and all new locomotives are now integrated into service.

Corridor Management and Capacity Public Safety Coordination Center (PSCC) The PSCC was established following the agency’s assumption of corridor dispatch and maintenance from CSX in March of 2015. Over the past year, Security Dispatch functions were incorporated to monitor train movements in real-time. Critical responsibilities of the PSCC were formalized and include: coordination with all first responders, contractors and the public to resolve safety issues and hazards along the rail right-of-way and at-grade crossings. The Public Safety Coordinator is responsible to receive, verify and distribute information involving accidents, incidents, safety situations, security situations, unsafe conditions, and any other reported public safety issues. SFRTA Safety Initiatives:  Safety Observation Program was implemented to observe and monitor signals and maintenance- of-way activities.  Threat and Vulnerability Assessment: Staff updated and enhanced an FTA-required complete system-wide assessment of all facilities, and implemented mitigation strategies  System Safety Plan: Growing out of the above assessment, this Plan was updated and enhanced to comply with elements of APTA and federal legislation.  Hostage Negation Drill was conducted in coordination with the Boynton Beach Police Department  Full-Scale Active Shooter Drill was conducted at the Miami Intermodal Center and included all partners.

South Florida Rail Corridor (SFRC) Capacity Improvements  Planning funds were programmed for a project at the Pompano Beach Station Tri-Rail Station that will add capacity by eliminating conflicts that occur now due to local freight movements in the area of the SFRC.  Funds were programmed for added siding south of the existing Boca Raton Tri-Rail Station. This project will provide storage track for maintenance-of-way equipment, and will add new capacity.

Potential of a Tri-Rail Palm Beach International Airport Station (PBIA) Funds were programmed for a feasibility and operation study for a Tri-Rail PBIA station.

Transit-Oriented Development (TOD) Pilot Program In September 2015, SFRTA received FTA grant funding for a TOD Pilot Program to be used for TOD planning along the proposed Tri-Rail Coastal Link (TRCL) commuter rail line. The work will include comprehensive station area planning, an infrastructure assessment, station-area bicycle and pedestrian planning, an affordable housing analysis, and will explore creation of a regional TOD Fund. A prior market/economic analysis concluded that TRCL could potentially catalyze billions of dollars of station- area mixed-use development. This TOD planning work will provide suggestions on how to realize this economic potential for South Florida.

Commuter Bus Program

SFRTA’s Commuter Bus program efficiency and productivity continues to increase, with over one million riders system-wide last year. The program’s staff fosters successful partnerships, implements route modifications, and increases visibility through marketing, new maps and website improvements. The SFRTA Planning and Operations departments actively monitor commuter bus system performance to ensure all routes meet the SFRTA Planning Technical Advisory Committee’s established minimum standard of seven passengers-per-hour. New Contract for Transit and Operating Services SFRTA’s Governing Board approved a new agreement with Keolis Transit Services for operating services for SFRTA’s Commuter Bus system, for a base period of five years with two (2) one-year option years. The new contract commenced March 1, 2016. This new agreement includes improvements such as larger and more comfortable ADA-compliant buses, improved security with an audio/video system, automated stop annunciation, electronic exterior displays for route identification, a public bus tracking app (under development), and mobile data terminals for improved passenger count reporting. FY 17 – FY 21 Commuter Bus Service and Financial Plan (Commuter Bus Plan) Officially adopted on April 22, 2016, the Commuter Bus Plan is the product of ongoing planning, monitoring, and internal and external coordination efforts to increase productivity of Tri-Rail’s Commuter Bus System. PBIA and Tri-Rail West Palm Beach Commuter Bus Service This service commenced in October, 2015 as a two-year demonstration project. It is being monitored. A six-month review of the service was conducted with Palm Tran and the City of West Palm Beach to discuss further coordination. Staff will continue to coordinate with PBIA, Palm Tran, and the City of West Palm Beach to assess and resolve operational issues and ensure a more convenient and reliable service.

New Route and Service Improvement  The Palm Beach International Airport Route WPB-1: New route  The Lake Worth LKW-1: This route was modified to provide increased passenger service in the AM express and PM express times.

Real-Time Passenger Information for Commuter Bus Staff commenced work this year on a bus-tracking mobile app similar to SFRTA’s new mobile app for train-tracking, and expects to have a model in testing by January 2017. The Downtown Boca Transit Feasibility Study This study commenced on September 21, 2015, with scheduled completion in June 2016. The study will determine the feasibility for a Downtown Boca transit system that is connected and/or feeds into commuter bus services to and from the Tri-Rail station at Yamato Rd in Boca Raton. Proposed route alignments, bus stops, service levels, and other operating aspects are included as part of the study. The study will also evaluate how a Downtown Boca transit system and connecting services could serve the proposed new Boca Tri-Rail station at Military Trail and Glades Road, and the Tri-Rail Deerfield Beach station.

Regional and Community Leadership and Coordination

 Private Sector Contracting: SFRTA continues to enjoy excellent relationships with the private sector and continues to contract out more than ninety percent of the agency’s services.  Southeast Florida Transportation Council (SEFTC) 2040 Regional Transportation Plan and Rollout Event: SEFTC, the formal regional forum for policy coordination and planning efforts, adopted its 2040 Regional Transportation Plan in October 2015. It identifies significant transportation investments needed to meet the region’s growing travel demands and emphasizes coordination of regional transit strategies. SEFTC organized a "rollout" event on November 6, 2015 to present the plan to the public. Transportation agencies rode Tri-Rail for the day sharing the Plan with commuters and travelers. Attendees rode the train to events in Boca Raton, Dania Beach, and Miami, and heard from key speakers about transportation agencies and investments in the region.  Metropolitan Planning Organizations: Continued participation with the three local MPOs and the regional Southeast Florida Transportation Council (SEFTC).  Continued Important Collaborations with All Aboard Florida (AAF), FEC Railway, local municipalities, local business and civic associations, and FDOT to fund and construct the Tri-Rail Downtown Miami Link to bring Tri-Rail service to Downtown Miami at AAF’s Miami Central Station.  Southeastern Guide Dogs of Palmetto, FL: In support of training for service animals through this organization, SFRTA participated this spring in the “Training on the Train” program in which puppies take their first train rides to become acclimated to the noises, smells and sights common when riding the train.

SFRTA Participation in Transportation Studies/Committees

Agencies SFRTA Participation on Committees/Studies/Workshops Southeast Florida Transportation Regional Transportation Technical Advisory Committee Council (SEFTC) Multiple Miami-Dade public and private agencies; Project Tri-Rail Coastal Link Steering Committee and Finance, Technical and Public Involvement/Outreach Sub-Committees; Transportation Planning Council, Transportation Planning Miami-Dade MPO Technical Advisory Committee and LRTP Steering Committee; Transportation Improvement Plan (TIP) Development Committee Technical Advisory Committee; Complete Streets Advisory Broward MPO Committee; SR 7 Multimodal Improvements Corridor Study Palm Beach MPO Technical Advisory Committee; Complete Streets Working Group Urban Land Institute – Southeast Infrastructure Committee and Transportation Subcommittee Florida/ Caribbean I-95 Integrated Corridor Management Study; Strategic Florida Department of Intermodal System and Florida Transportation Plan; Freight Transportation Mobility and Trade Plan

Customer Support and Outreach Employer Discount Program To enhance commuter benefits and to meet the needs of employees of area businesses throughout the tri-county region, SFRTA continues to utilize the Employer Discount Program (EDP). The EDP enables employees of registered companies to save 25 percent off Tri-Rail fares on monthly and 12-trip passes. More than 3,000 companies are registered to receive benefits under the EDP. Corporate and Community Relations SFRTA conducts outreach activities throughout the tri-county area to promote Tri-Rail and transit, and participates in various transit, economic development, and community events, forums and expos. Some of the FY 2016 events include:  “Ride Tri-Rail to Campus and Save Some Green” College Campaign: SFRTA launched this campaign in August and September, 2015, together with Broward College, Florida Atlantic University, Lynn University, Miami-Dade College, Nova Southeastern University and the University of Miami. The campaign offered a 50% student discount and free commuter bus service to several South Florida higher education campuses, and promoted Tri-Rail to college students as the best way to travel to class.

 Discover the Palm Beaches Tourism Campaign – In May, SFRTA’s Deputy Director took a “train meeting” with the CEO and senior staff for Discover the Palm Beaches, riding the train to the Tri- Rail Miami Airport Station and touring the Miami Intermodal Center.

 Gold Coast Concierge Tourism Campaign – SFRTA sponsored a meeting for the Concierge group as part of its Tourism Campaign.

 The City of Fort Lauderdale's Transportation Summit – Tri-Rail is represented with staff on hand to answer questions about current services, and future plans, at this premier City event that offers attendees the opportunity to join industry experts, colleagues, neighbors, and students dedicated to creating safe, livable, connected, sustainable streets for people of all ages and abilities.

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 $13.3 million to support its operations and expansion. In addition, FDOT provides the SFRTA $17.3 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.

Financial Policies (cont.)

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.

Financial Policies (cont.)

Budgetary control is established by function: Operations, Train and Station Maintenance, Personnel Expenses, General and Administrative Expenses, Corporate and 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, 34, 54 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 and 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.

Financial Policies (cont.)

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 $5 million. The SFRTA purchases additional general liability coverage, amounting to $120 million; the SFRTA has had no settlement claims that exceed the $5 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.

Financial Policies (cont.)

Leases

The SFRTA leases its office facilities under a cancelable lease agreement through December 2016. In the event the SFRTA fails to appropriate or budget sufficient funds or is unable to appropriate or budget sufficient funds to meet its obligations under the Agreement, then the SFRTA, at its discretion may terminate the Agreement upon 30-day’s notice.

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 limit is $20 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 are estimated at $167.1 million include various Rolling Stock purchase and improvements at approximately $13.6 million, various Station Improvements projects at approximately $20 million, WAVE streetcar system of approximately $54.6 million and various other projects at approximately $78.9 million.

Fund Structure and 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

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 and Related Expenses (cont.)

Operating Operating Operating Other Gas Tax Assistance Assistance Assistance Sources- Transfer SFRTA Train Special Special Special Revenue

Revenue Revenue FTA Revenue Revenue Local and FDOT FHWA County

Train Fuel MOW General and Train and Train Train Contract Maintenance Administrative Station Operations Operations of Way Maintenance Corporate and Train and Legal Community Out Station Expenses Personnel Reach Maintenance Services • Corporate and Personnel Train Operations Service Community Professional Out Reach Personnel Services Fees and Professional Fees

ional FeesIn February 2009, the GASB issued Statement No.54, Fund Balance Reporting and Governmental Type Definitions. Various elements of fund balance will no longer be referred to as “reserved” and “unreserved”. Rather, this new standard creates five major classifications of fund balance – Non- spendable, Restricted, Committed, Assigned and Unassigned. The elements of each of these components are briefly described here:

 Non-spendable includes amounts that cannot be spent because they are either not in spendable form (inventories, prepaid amounts and long-term receivables) or they are legally or contractually required to be maintained intact (the corpus of a permanent fund).

 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.

Fund Structure and Related Expenses (cont.)

 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 2016-2017 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 and Station Maintenance, General and Administrative Expenses, Customer and 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 and Grants Manager and must remain within the budget group. Interdepartmental budget transfers are only allowed when both department directors and the Budget and Grants Manager approve the transfer. Budget transfers between budget groups require Board approval. The budget groups are: Group 1-Train Operations, Group 2-Train and Station Maintenance, Group 3-Personnel Expense, Group 4-General and Administrative, Group 5-Corporate and Community Outreach, Group 6- Professional Fees and Group 7-Legal.

SFRTA Department Fund Relationship

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

SFRTA FY 2016-2017 BUDGET SCHEDULE*

Date Budget Schedule BUDGET PACKAGES January 8, 2016 Budget Preparation Packages delivered to all departments. Budget preparation time is 5 weeks for the Operating Budget and 8 weeks for the Capital Budget.

OPERATIONAL SUPPORT- BUDGET OFFICE Budget Office is available to meet with departments or individuals needing assistance. January 11-29, 2016 For budget input refresher training, please contact the Budget Department to set up a date and time.

OPERATING BUDGET ENTRY DEADLINES February 12, 2016 Last day to enter Operating Budget into system and return completed department budget to Budget Office.

BUDGET DEPARTMENT REVIEW and COMPLIANCE Department budgets reviewed by Budget Office. February 16 -19, 2016 Office to include review of requested amounts and justifications.

COMPLETED FIRST DRAFT OPERATING BUDGET February 24, 2016 Complete Operating Budget Draft # 1 and ready for review.

INTIAL DEPARTMENTAL MEETINGS: Individual departmental meetings with Deputy Director, March 1-4, 2016 Department Directors and Budget Office.

CAPITAL BUDGET DEADLINE March 4, 2016 Last day to return completed Capital Budget to Budget Office.

COMPLETED OPERATING BUDGET DRAFT # 2 March 11, 2016 Ready for Final Review.

CAPITAL BUDGET MEETINGS and CHANGES Individual departmental meetings with Deputy March 14–18, 2016 Director, Department Directors and Budget Office.

FINAL DEPARTMENTAL MEETINGS and CHANGES: Individual departmental meetings to review Operating and Capital March 28-April 1, 2016 Budgets with Deputy Director, Department Directors and Budget Office.

FY 17 BUDGET SUBMITTED FOR BOARD APPROVAL April 22, 2016 Proposed budget added to agenda for Governing Board approval.

ALTERNATIVE SUBMISSION DATE May 27, 2016 Back up date for budget approval.

*All dates subject to change

FINANCIAL SECTION

 FINANCIAL HIGHLIGHTS 39  OPERATING BUDGET REVENUE AND EXPENSES 41  OPERATING BUDGET AND TEN YEAR PLAN 60  CAPITAL BUDGET HIGHLIGHTS 61  CAPITAL BUDGET REVENUE AND EXPENSES 64  RECENT CAPITAL IMPROVEMENTS 66  CAPITAL BUDGETS AND LONG TERM PLANNING 67  CAPITAL BUDGET AND TEN YEAR PLAN 71

Financial Highlights

 In fiscal year 2015, Broward, Miami-Dade and Palm Beach Counties contributed the twelfth $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 $96.1 million. In fiscal year 2015, the SFRTA used approximately $7.6 million to fund various capital projects. As of June 30, 2015, the remaining funds of approximately $40.6 million will be used to leverage funds for future capital projects.

 In fiscal year 2015, the SFRTA’s total net position was approximately $593.1 million reflecting an increase of approximately $5.1 million or 0.9%. Approximately $18.1 million or 3.1% of the net position is unrestricted. The increase in total net position is primarily due to the $3.2 million increase in unrestricted net position, coupled with the increase in net investment in capital assets of approximately $1.4 million. In fiscal year 2014, the SFRTA’s total net position was approximately $588.1 million reflecting a decrease of approximately $1.9 million or 0.3 %. Approximately $14.9 million or 2.5% of the 2014 net position is unrestricted. The decrease in fiscal year 2014 total net position was due to the decrease in restricted and unrestricted position of approximately $2.7 million offset by the approximately $831,000 increase in net investment in capital assets.

 In fiscal year 2015, operating expenses, before depreciation, increased by approximately $12.6 million or 16.7%. For fiscal year 2014, operating expenses, before depreciation, increased by approximately $5.2 million or 7.7%. In fiscal year 2013, operating expenses, before depreciation, increased by approximately $4.9 million or 7.7% when compared to fiscal year 2012.

 Operating revenue in fiscal year 2015 increased by approximately, $99,000 or 0.8%. In fiscal year 2014, operating revenue increased by approximately $525,000 or 4.2% while in fiscal 2013 operating revenue increased by approximately $303,000 or 2.5%.

Operating Revenues

The SFRTA operating revenues for FY 2017 based on the adopted operating budget is approximately $105.6 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 2017 to FY 2022, train revenues are assumed to increase 2.0 percent annually. Federal funds will range between $29 and $34 million, including an increase in FTA formula funds. However there will be a loss of FTA JARC/New Freedom revenues starting in FY 2017. 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 2021 to FY 2025), 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 $14.4 million annually of dedicated funding from the State. FDOT has agreed to a cost‐ sharing plan to cover MOW expenses in excess of the $14.4 million. For the purposes of this financial analysis, it is assumed that the MOW dedicated funding source will remain constant for the second five‐year projection period. County and other local contributions are also assumed to continue through FY 2024.

0.26%

0.61%

-9.62%

-2.07%

-2.13%

42.13%

15.65%

-33.89%

-50.00%

-100.00%

VARIANCE

(5,000)

46,649

2016 vs2016 2017

(94,740)

278,328

560,382

(250,040)

(500,000)

(129,344)

(375,890)

(150,000)

(282,054)

3,118,747

(1,100,000)

$ $

5,000

184,795

157,383

325,000

2,349,853

1,896,895

1,565,000

4,000,000

92,652,639

23,041,659

25,722,054

17,300,000

13,300,000

13,315,219

12,990,219

105,967,858

BUDGET

APPROVED

FY 2016-2017

$ $

10,000

279,535

110,734

500,000

129,344

375,890

150,000

325,000

2,599,893

1,896,895

1,565,000

4,000,000

1,100,000

92,092,257

19,922,912

25,722,054

17,300,000

13,300,000

13,597,273

13,272,273

105,689,530

BUDGET

CURRENT

FY 2015-2016

$ $

95,094

73,282

184,795

371,785

REVENUE COMPARISON REVENUE

1,565,000

4,000,000

6,396,702

91,246,090

77,951,460

19,236,672

12,393,224

17,300,000

13,300,000

13,294,630

13,199,536

ACTUAL

REVENUE

FY 2014-2015

$ $

OPERATING 2016-2017 FY BUDGET

SOUTH FLORIDA REGIONAL TRANSPORTATION AUTHORITY

TOTAL REVENUETOTAL

TOTAL ASSISTANCE TOTAL

SFRTA Reserves

Gas Tax Transfer

Other Local Funding

Palm Beach Statutory Operating Assistance

Broward Statutory Operating Assistance

Miami-Dade Statutory Operating Assistance

City of Boca Raton-Shuttle Service

FDOT Flagging Remimbursement Agreement

FDOT JPA-Hialeah & MIC Security

FHWA

FTA JARC/NF Program Match

FTA JARC/NF Program Fee

FTA Designated Recipient Fees

FTA Preventive Maintenance

FTA Planning Grant

Statutory Maintenance of Way

Statutory Operating Assistance

Statutory Dedicated Funding

OPERATING ASSISTANCE OPERATING

TOTAL TRAIN REVENUETOTAL

Interest Income/ Other Income Train Service Revenue TRAIN TRAIN REVENUE

0.2%

5.1%

4.4%

0.1%

47.2%

28.5%

14.5%

100.0%

of Total of

Percent

95,094

184,795

4,695,000

4,000,000

2015

Total

91,246,090

43,066,506

26,005,159

13,199,536

Actual

$ $

12%

4.6%

4.4%

3.8%

0.3%

53.9%

20.4%

12.6%

100.0%

Interest Income

FHWA

of Total of

Percent

22%

Operating Revenue OperatingRevenue

FTA

325,000

4,887,057

4,695,000

4,000,000

2016

56,951,398

21,558,802

13,272,273

Total

105,689,530

$ $

53%

Other

4.3%

4.4%

3.8%

0.3%

53.2%

21.7%

100.0%

12.26%

State State Grants(FDOT)

2017 Summary Revenue 2017

of Total of

Percent

REVENUE REVENUE SUMMARY COMPARATIVE ANALYSIS

325,000

4,588,926

4,695,000

4,000,000

2017

Total

56,322,054

23,046,659

12,990,219

105,967,858

County Contributions

$ $

Total Revenue Total

Other

County ContributionsCounty

State Grants (FDOT) Grants State

FHWA

FTA

InterestIncome OperatingRevenue Revenue

Explanation of Budget Variances FY 2016-2017 REVENUE

Train Service Revenue:

During the first eight months of fiscal year 2015-2016, SFRTA’s train service revenue fell short of anticipated figures by almost $325,000. Staff believed this decrease is due to a drastic reduction in fuel prices as well as issues encountered when dispatch and maintenance along the corridor was transferred to SFRTA. In light of these facts, SFRTA will reduce its anticipated train revenue figure by $282,054 from the fiscal year 2015-2016 budget.

REVENUE PROJECTIONS

PROPOSED 2016-2017 2015-2016 REVENUE REVENUE FY 2015-2016 FY 2015-2016 FY 2016-2017 FY 2016-2017 BUDGET ACTUAL CHANGE BUDGET July $ 1,070,608 $ 1,026,858 $ 10,269 $ 1,037,127 August 1,108,990 1,094,295 10,943 1,105,238 September 1,105,629 1,019,188 10,192 1,029,380 October 1,124,312 1,075,852 10,759 1,086,611 November 1,075,813 1,052,409 10,524 1,062,933 December 1,145,967 1,098,392 10,984 1,109,376 January 1,165,542 1,104,578 11,046 1,115,624 February 1,077,527 1,078,379 10,784 1,089,163 March* 1,282,336 1,257,192 12,572 1,269,764 April* 1,106,910 1,085,206 10,852 1,096,058 May* 1,054,742 1,034,061 10,341 1,044,402 June* 953,897 935,192 9,352 944,545 $ 13,272,273 $ 12,861,602 $ 128,616 $ 12,990,219 *estimated revenue

Explanation of Budget Variances FY 2016-2017 Revenue cont.

Train Service Revenue 14,000,000

12,000,000

10,000,000 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017

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 2016-2017, estimated Interest Income/Other Income will remain at $325,000.

Dedicated Funding:

In December 2009, during a special session of the Florida Legislature, House Bill 1B passed. This bill amended Florida Statute 343.58 in order to provide a dedicated funding source for the SFRTA for $13,300,000 from the State Transportation Trust Fund. In March 2012, CS/CS/CS/HB599 amended Florida Statute 343.58 to provide that the State dedicated funding shall cease if an alternate dedicated local funding source sufficient for SFRTA to meet its responsibilities for operating, maintaining, and dispatching the South Florida Rail Corridor is created and that FDOT will cooperate with SFRTA in identifying and implementing a dedicated local funding source before July 1, 2019.

Explanation of Budget Variances FY 2016-2017 Revenue cont.

Florida Dept. of Transportation (FDOT) Operating Assistance:

Effective July 1, 2010, the Florida Legislature approved F.S. 343.58, which provides the SFRTA with Operating Assistance in an amount no less than the Work Program commitments equal to $17,300,000. This will fund SFRTA’s Feeder Bus Operations, Dispatch over the New River Bridge and Maintenance of the New River Bridge. A portion will also serve as the match to the Counties contribution of $12,705,000 to assist in funding any operating deficit. The State defines net operating deficit as operating expenses less fare box (Total Train Revenue) and any federal assistance (FTA and FHWA). In March 2012, CS/CS/CS/HB599 amended Florida Statute 343.58 to provide that the State dedicated funding shall cease if an alternate dedicated local funding source sufficient for SFRTA to meet its responsibilities for operating, maintaining, and dispatching the South Florida Rail Corridor is created and that FDOT will cooperate with SFRTA in identifying and implementing the dedicated local funding source before July 1, 2019.

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. This agreement was amended January 12, 2015 to adjust the cost sharing tables. Currently FDOT contributes $25,722,054 and the SFRTA provides the remaining $1,896,895.

Federal Transit Administration (FTA) Planning Grant:

The FTA Planning Grants are funds received to finance various planning activities including, but not limited to personnel expenses. SFRTA will not be requesting these funds in 2016-2017 due to a surplus from prior years.

FTA Preventive Maintenance:

Although an operating expense, “Preventive Maintenance,” which is defined as all maintenance costs, 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.

Explanation of Budget Variances FY 2016-2017 Revenue cont.

For fiscal year 2016-2017, $23,041,659 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. Below is a chart that represents SFRTA’s Preventive Maintenance over the previous five years.

Preventative Maintenance

24,000,000

22,000,000

20,000,000

18,000,000

16,000,000

14,000,000 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017

Designated Recipient Fee:

In past years, SFRTA had entered into agreements with various municipalities within Miami-Dade, Broward and Palm Beach Counties to be the designated recipient for their FTA earmark grant funds. Since these funding agreements have terminated, SFRTA will no longer be receiving an administrative fee.

Explanation of Budget Variances FY 2016-2017 Revenue cont.

JARC and NF Program:

As the regional transportation authority, SFRTA has been tasked with the administration of the Job Access Reverse Commute (JARC) and New Freedom (NF) programs. SFRTA will receive approximately $5,000 for their administrative services.

Federal Highway Administration (FHWA):

SFRTA receives FHWA funds as a pass through from the Florida Department of Transportation (FDOT). SFRTA has received these funds since its inception in 1989 as part of a traffic mitigation project. Fiscal year 2016-2017 FHWA assistance will remain at $4,000,000.

Flagging Services Agreement:

FDOT District 4 is providing funding, in addition to their MOW contribution for flagging and emergency services along the corridor. In fiscal year 2016-2017, these funds are budgeted in the SFRTA Capital Budget.

City of Boca Raton Shuttle Service:

SFRTA is entering into a new contract with the city of Boca Raton to provide feeder bus connections to and from the Boca Raton Tri-Rail station. SFRTA will be reimbursed $157,383 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.

Explanation of Budget Variances FY 2016-2017 Revenue cont.

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, the Broward MPO pays roughly $85,000 to SFRTA for accounting and information technology services.

Gas Tax and SFRTA Reserves:

SFRTA will be utilizing $1,896,895 of additional county gas tax funds pursuant to F.S. 343.58 to offset the cost of corridor maintenance. SFRTA will also budget $2,349,853 in reserve funds in fiscal year 2016-2017.

0.26%

5.43%

7.36%

5.68%

2.21%

0.98%

2.88%

4.00%

0.99%

3.75%

3.80%

-7.94%

-5.04%

61.82%

12.30%

36.71%

27.78%

36.36%

10.11%

15.57%

-53.09%

-23.78%

-31.27%

CHANGE

2016 vs2016 2017

8,193

5,840

34,000

16,340

16,120

18,276

66,460

20,000

278,328

125,000

417,910

642,053

180,000

106,714

100,000

226,995

273,532

466,762

(420,845)

(246,800)

2,680,105

(1,367,827)

(3,090,500)

CHANGE

$ $

4,000

3,000

19,000

78,000

89,000

75,000

120,000

371,855

791,100

149,145

158,986

235,250

845,232

604,340

828,000

700,000

1,556,310

1,169,610

3,805,921

6,792,000

2,600,000

6,798,603

6,276,892

2,979,532

(1,450,000)

25,783,512

11,936,919

19,897,017

12,749,634

105,967,858

BUDGET

APPROVED

FY 2016-2017

$ $

4,000

3,000

19,000

78,000

55,000

120,000

792,700

132,805

150,793

219,130

826,956

598,500

648,000

700,000

1,037,900

1,138,400

1,169,610

3,699,207

9,882,500

2,500,000

6,732,143

6,049,897

2,706,000

(1,575,000)

27,151,339

11,294,866

17,216,912

12,282,872

105,689,530

BUDGET

ADJUSTED

FY 2015-2016

$ $

791

BUDGET EXPENSE COMPARISON EXPENSE BUDGET

32,610

65,433

53,845

FY 2016-2017 OPERATING 2016-2017 FY BUDGET

139,138

692,492

613,966

130,700

182,499

588,830

558,402

478,035

240,168

613,788

5,255,525

1,160,528

9,709,078

3,791,561

7,410,905

2,230,124

5,798,000

5,547,860

2,076,571

88,011,292

13,278,998

15,869,148

11,492,297

ACTUAL

EXPENSES

FY 2014-2015

$ $

SOUTH FLORIDA REGIONAL TRANSPORTATION AUTHORITY

TOTAL EXPENSESTOTAL

Transfer from Capital Program

Uniforms

Alarm Systems

APTA APTA Peer Review

Smart Card

Electronic Messaging Boards

Technical Support

Office Rent

Professional Fees

General Training & Seminars

Dues & Subscriptions

Business Travel/Conferences

Office Business Expense

SFRC Maintenance

Personnel Services

Legal Expenses

Corporate & Community Outreach

Revenue Collection

Corridor Utilities

Station & Office Utilities

NRB Dispatch

CSX CSX Dispatch

Train Fuel Contract

Insurance - Liability/Property/Auto

Security Contract

Emergency Feeder Service

Feeder Service

Station Maintenance Contract

Station Safety Improvements Train Maintenance Contract Operating Contract

5.6%

0.7%

0.6%

2.5%

11.4%

24.7%

53.8%

100.0%

of Total of

Percent

588,830

602,124

558,402

2015

4,939,850

2,231,650

TOTAL

ACTUAL

88,011,292

10,024,753

21,737,280

47,328,403

Budget

Legal

0.8%

1.0%

0.6%

2.3%

-1.5%

10.7%

18.9%

67.3%

100.0%

Transferred to Capital

of Total of

Percent

2017 ExpenseSummary2017

67%

826,956

598,500

1,037,900

2,433,828

Operations

(1,575,000)

11,294,866

19,922,912

71,149,568

BUDGET

105,689,530

APPROVED

FY 2015-2016

Fees

0.8%

0.7%

0.6%

2.3%

Professional

-1.4%

11.3%

21.6%

64.1%

100.0%

of Total of

Percent

19%

845,232

791,100

604,340

Maintenance

Train& Station

2,471,546

(1,450,000)

11,936,919

22,876,549

67,892,172

BUDGET

Corporate &

105,967,858

APPROVED

FY 2016-2017

Community Outreach

BUDGETED EXPENSE SUMMARY COMPARATIVE ANALYSIS COMPARATIVE SUMMARY EXPENSE BUDGETED

11%

General &

Administrative

PersonnelExpense

TOTAL EXPENSES TOTAL

Transferred Capital to Budget

Legal

Professional Fees

Corporate & Community Outreach

General & Administrative

Personnel Expense

Train & Station Maintenance

Operations Expense Group

Explanation of Budget Variances FY 2016-2017

EXPENSES Train Operations:

The most significant expenses in the Train Operations line items are the base contracts. The base contracts are with Bombardier Mass Transit, with whom the SFRTA has contracted to maintain rolling stock and facility equipment, Veolia Transportation who operates the train service and Meridian Management Corporation who currently maintains our stations.

Below is a breakout of the components of Train Operations.

FY 2015-2016 FY 2016-2017 APPROVED PROPOSED CHANGE BUDGET BUDGET $ % Bombardier $ 17,216,912 $ 19,897,017 $ 2,680,105 15.57% Veolia 12,282,872 12,749,634 466,762 3.80% Meridian 2,706,000 2,979,532 273,532 10.11% Electronic Message Boards 120,000 120,000 - - Smart Card Support 78,000 78,000 - - APTA Press 19,000 19,000 - - Alarm Systems 3,000 3,000 - - Uniforms 4,000 4,000 - - Total Train Operations $ 32,429,784 $ 35,850,183 $ 3,420,399 10.55%

Feeder Service:

Feeder Bus Service expenses increased by $226,995 in fiscal year 2016-2017 due to a new five year contract that went into effect March 1, 2016. Effective July 1, 2017, SFRTA will no longer fund the Opa- Locka South route and the City of Delray CRA Roundabout. 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 2016-2017 are shown on the following page:

Explanation of Budget Variances FY 2016-2017 Expenses cont.

Feeder Service Expenses

FY 2015-2016 FY 2016-2017 APPROVED PROPOSED CHANGE BUDGET BUDGET $ % Base Contract $ 3,694,765 $ 4,616,177 $ 921,412 24.94% Palm Tran 666,666 666,666 - - MDTA 666,666 666,666 - - Boca Center Route 114,400 157,383 42,983 37.57% SFEC TMA 95,000 95,000 - - Special Events 55,000 55,000 - - Incentive Bonus - 15,000 15,000 100.00% Bus Graphics 5,000 5,000 - - Contract Amendment /JARC Routes 375,891 - (375,891) -100.00% DownTown TMA 161,509 - (161,509) -100.00% City of Boca Raton 140,000 - (140,000) -100.00% Delray Beach CRA 75,000 - (75,000) - $ 6,049,897 $ 6,276,892 $ 226,995 3.75%

Emergency Feeder Bus: This service is provided for customers in the event of a major train delay. Emergency service will increase to $75,000 for the fiscal year.

Security Contract:

SFRTA entered into a new five-year contract with G4S Secure Solutions (formerly Wackenhut) for armed security, fare enforcement and revenue collection services effective November 1, 2015. Safety and Security for fiscal year 2016-2017 is budgeted at $6,798,603.

Explanation of Budget Variances FY 2016-2017

Expenses cont.

Train Fuel Contract:

Train fuel costs for the fiscal year 2016-2017 will decrease by $3,090,500. The cost of fuel for SFRTA will be budgeted at approximately $2.00/gallon. For this next fiscal year, the agency expects to use 3,396,000 gallons of fuel at a cost of $6,792,000.

Historic SFRTA

$12,000,000 Fuel Cost

$10,000,000

$8,000,000 Fuel Cost $6,000,000 2013 2014 2015 2016 2017

Corridor Dispatcher: Upon completion of the New River Bridge, SFRTA was required to assume the responsibility of dispatching and maintenance. In 2006, SFRTA entered into a contract with Amtrak for these services. Under the South Florida Operating and Management Agreement (SFOMA), Amtrak will now dispatch the entire corridor. The estimated fiscal year 2016-2017 corridor dispatch will be $3,805,921. Station/Office Utilities:

Station and office utilities will remain constant at $700,000 for fiscal year 2016-2017. In addition, corridor utilities remained constant at $1,169,610 for SFRTA taking over the responsibility of dispatching and maintenance of the corridor under the SFOMA agreement. Revenue Collection:

Revenue Collection includes expenses for both fare collection and Ticket Vending Machine (TVM) maintenance of $120,000 and $83,000 respectively. SFRTA entered into a contract for a Regional Fare Collection System, installed 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 $625,000 per year.

Explanation of Budget Variances FY 2016-2017 Expenses cont. Corporate and Community Outreach (CCO): The CCO expenses are detailed on the next page for the fiscal year 2016-2017.

Corporate and Community Outreach

FY 2015-2016 FY 2016-2017 APPROVED APPROVED CHANGE BUDGET BUDGET $ % Consultants $ 500,000 $ 500,000 $ - - Special Programs 7,000 7,000 - - Customer Information 65,500 70,500 5,000 7.63% Distribution Service 21,000 21,840 840 4.00% Promotional Material 5,000 5,000 - - TOTAL $ 598,500 $ 604,340 $ 5,840 0.98%

Legal Expenses: At the January 22, 2010 Board meeting, 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 2016-2017 budget for the Governing Boards Legal Department is below. Legal Department Budget

FY 2015-2016 FY 2016-2017 APPROVED APPROVED CHANGE BUDGET BUDGET $ % Personnel Services-Salary $ 462,631.00 $ 470,061.00 $ 7,430.00 1.61% Personnel Services-Overtime 500 500 - - Personnel Services-FICA 25,067 24,583 (484) -1.93% Personnel Services-Insurance 39,000 39,000 - - Personnel Services-Pension 58,557 71,487 12,930 22.08% Personnel Services-SUTA 4,631 4,706 75 1.62% Business Travel 9,500 10,600 1,100 11.58% Dues and Subscriptions 6,895 4,220 (2,675) -38.80% Legal Fees 216,475 216,475 - - General Training and Seminars 3,700 3,600 (100) -2.70% Department Total $ 826,956 $ 845,232 $ 18,276 2.21%

Explanation of Budget Variances FY 2016-2017 Expenses cont.

Personnel Services:

The cost of personnel services is increasing by 5.68%. SFRTA has fully funded a previously frozen position as well as adding one new Full Time Equivalent (FTE). A 3% cost of living adjustment is also included in fiscal year 2016-2017 budgeted salaries. Personnel Services line item includes the salaries, pension, taxes and health insurance payments of all SFRTA employees with the exception of legal personnel. Below is a table showing the components of Personnel Services:

Personnel Services

FY 2015-2016 FY 2016-2017 APPROVED PROPOSED CHANGE BUDGET BUDGET $ % SALARIES $ 8,150,996 $ 8,634,360 $ 483,364 5.93% OVER TIME 82,500 80,000 (2,500) -3.03% FICA 609,476 641,638 32,162 5.28% HEALTH 1,527,500 1,527,500 0 - PENSION 741,760 881,223 139,463 18.80% SUTA 82,634 87,198 4,564 5.52% W/C 100,000 85,000 (15,000) -15.00% $ 11,294,866 $ 11,936,919 $ 642,053 5.68%

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 the full first year costs to be approximately $25,783,512.

Explanation of Budget Variances FY 2016-2017 Expenses cont.

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. The projected budget for Office Business Expense for fiscal year 2016-2017 is $1,556,310.

Business Travel:

The projected budget for Business Travel for fiscal year 2016-2017 is $235,250.

Dues and Subscriptions:

The projected budget for Dues and Subscriptions for fiscal year 2016-2017 is $158,986.

General Training and Seminars:

The projected budget for General Training and Seminars for fiscal year 2016-2017 is $149,145.

Office Rent:

Office rent is budgeted through December 2016, at which time SFRTA anticipates being fully operational in the new administrative building. The Office Rent budget is $371,855.

Explanation of Budget Variances FY 2016-2017 Expenses cont.

Professional Fees:

The Professional Fees line item consists of expenses paid for consultants, auditing services and software/hardware support. The following page contains a table listing all consultants and professional fees.

Professional Fees

FY 2015-2016 FY 2016-2017 APPROVED PROPOSED CHANGE BUDGET BUDGET $ % FEC Signaling $ 250,000 $ - $ (250,000) -100.00% Legislative Assistance 246,000 246,000 - - Federal Consultant 144,000 144,000 0 - Audit Fees 75,000 78,000 3,000 4.00% Safety Consulting 70,000 70,000 - - Software Support-Financial System 64,000 74,200 10,200 15.94% IT Consultant Report 60,000 60,000 - - CUBIC Software Maintenance Agreement 50,400 50,400 - - MDT Participation Agreement Audit 25,000 25,000 - - Website Support 15,000 20,000 5,000 33.33% Filemaker Pro Upgrade 15,000 - (15,000) -100.00% General Consultants 10,000 10,000 - - Drill Facilitation 10,000 10,000 - - EEO Workforce Analysis 3,500 3,500 - - Total $ 1,037,900 $ 791,100 $ (246,800) -23.78%

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.

Sources of Revenue & Use of Funds

Actual 2015 Sources of Revenue $91,246,090

Operating Revenue $13,294,630 Federal Transit Administration $26,005,159 Federal Highway Administration $4,000,000 Fl Dept of Transportation $43,066,506 Counties Contribution $4,695,000 Other Revenue $184,795

Actual 2015 Use of Funds $88,011,292

Operations $47,328,403 Train & Station Maintenance $21,737,280 Personnel Expenses $10,024,753 General & Administrative $2,231,650 Corporate & Community Outreach $558,402 Professional Fees $602,124 Legal $558,830 Expenses Transferred from Capital $4,939,850

SOUTH FLORIDA REGIONAL TRANSPORTATION AUTHORITY STATEMENT OF REVENUE, EXPENSES, AND CHANGES IN NET POSITION FOR THE YEAR ENDED JUNE 30, 2015

2015 ASSETS Current assets: Cash and cash equivalents $ 79,376,271 Accounts receivable: State grants 5,015,906 Federal grants 17,194,092 Miami Dade County 950,931 Other 1,028,816 Prepaid expenses 710,065 Total current assets 104,276,081

Noncurrent assets: Capital assets (net of accumulated depreciation) 532,024,259 Total noncurrent assets 532,024,259 Total assets $ 636,300,340

DEFERRED OUTFLOWS OF RESOURCES Deferred outflows of resources related to pensions $ 1,680,219

LIABILITIES Current liabilities: Accounts payable $ 15,632,398 Accruals 910,130 Compensated absences 474,759 Unearned revenue 1,563,434 Due to other governmental units 167,552 Total current liabilities 18,748,273

Noncurrent liabilities: Compensated absences 712,138 Deposits 18,086,390 Advances from FDOT 2,000,000 Net pension liability 3,242,546 Total noncurrent liabilities 24,041,074 Total liabilities $ 42,789,347

DEFERRED INFLOWS OF RESOURCES Deferred inflows of resources related to pensions $ 2,056,301

NET POSITION Net Investment in Capital Assets $ 532,024,259 Restricted for: Capital projects 42,980,686 Unrestricted 18,129,966 Total net position $ 593,134,911

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 2016-2017 Capital Budget totals $105,364,160. 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

. $22,443,308 of next year’s Federal Transit Administration (FTA) capital funds will be used for Preventive Maintenance as part of our Operating Budget. . $23,987,844 is budgeted for the engineering, installation, project management and system testing for Positive Train Control for the Tri-Rail fleet. . Tri-Rail Downtown Miami Link: SFRTA’s Governing Board decisively approved all final agreements on May 27, 2016, to advance this regionally transformational project to expand Tri- Rail service to downtown Miami . SFRTA’s New Pompano Beach Operations Center and the Tri-Rail Pompano Beach Green Station Demonstration Project: Designed for high energy efficiency, construction of these major projects commenced and was substantially completed in FY 2016

. Tri-Rail’s First Bike Car was added to the regular fleet on July 24, 2015 . Commuter Bus Service to Palm Beach International Airport commenced October, 2015 . New Station Planning: A study to assess feasibility of a second Boca Raton Tri-Rail station was initiated in February, 2016 . Transportation Oriented Development (TOD) Planning: The agency received a nationally competitive FTA planning grant to conduct comprehensive TOD planning for potential Tri-Rail Coastal Link station areas. . The Private Sector acted to enter/advance TOD planning and/or development near the Hialeah Market, Sheridan, Pompano Beach, Deerfield Beach, and West Palm Beach Tri-Rail Stations

. Public Opinion Surveys: SFRTA conducted two surveys to gauge awareness and opinions about public transportation in the South Florida region . Downtown Boca Raton Transit Feasibility Study: The agency worked in coordination with the City of Boca Raton to perform this study

The following agencies partner with SFRTA in support of TRCL: The Miami-Dade, Broward, and Palm Beach Metropolitan Planning Organizations; the Florida Department of Transportation (FDOT); the Southeast Florida Transportation Council (SEFTC), and the South Florida and Treasure Coast Regional Planning Councils. Update: Tri-Rail Downtown Miami Link, a 2016 Leading Major Accomplishment In a decisive vote on May 27, 2016, SFRTA’s Governing Board approved all final agreements to advance this regionally transformational project. Overcoming major obstacles, SFRTA worked with a determined focus over the past two years, building a funding collaboration with multiple Miami Dade partners to realize this unique but time-constrained opportunity to bring Tri-Rail into downtown Miami at the privately-owned Miami Central Station, now being constructed by All Aboard Florida on the FEC Railway. The project as conceived will leverage committed freight rail improvements and the All Aboard Florida project’s infrastructure to begin operating Tri-Rail service to Downtown Miami by late 2017. Moreover, it will establish precedent that the larger TRCL project could be completed in smaller, phased segments.

Together with SFRTA, the following agencies provide funding and support for this project: the Citizens Independent Transportation Trust (CITT), City of Miami, FDOT, Miami Downtown Development Authority, Miami-Dade County, Southeast Overtown/Park West CRA, OMNI Community Redevelopment Association (CRA), the Bayfront Park Management Trust, and numerous other public and private sector businesses and individuals.

SOUTH FLORIDA REGIONAL TRANSPORTATION AUTHORITY FY 2016-2017 CAPITAL REVENUE BUDGET AND FIVE YEAR PLAN

FY 2016-2017 FIVE YEAR PLAN PREVIOUS CAPITAL FY 2017-2018 FY 2018-2019 FY 2019-2020 FY 2020-2021 FY 2021-2022 TOTAL FUNDING BUDGET PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED

FTA Section 5307 - Formula Funds $84,458,277 $17,448,155 $17,448,155 $17,448,155 $17,448,155 $17,448,155 $17,448,155 $189,147,207 FTA Section 5307 - STP Flex Funds 4,728,800 $4,728,800 FTA Section 5307 - CIG Program 1,250,000 $1,250,000 FTA Section 5309 - Rail Mod. 12,736,000 $12,736,000 FTA Section 5309 - Safetea (Earmark) 595,000 $595,000 FTA Section 5337 - State of Good Repair 40,792,866 16,576,641 16,576,641 16,576,641 16,576,641 16,576,641 16,576,641 $140,252,712 FTA Section 5308 - Tigger Funds 5,713,549 $5,713,549 FTA Section 5317 - New Freedom 2,573,007 $2,573,007 American Recovery & Reinvestment Act 16,059,215 $16,059,215 FDOT GMR Funds 9,439,400 5,900,000 $15,339,400 FDOT PTO Funds 500,000 $500,000 FDOT JPA'S 25,302,728 $25,302,728 FDOT JPA-PTC 11,100,000 $11,100,000 FDOT Railroad Reimbursement Agreements 2,700,000 3,350,000 3,000,000 3,000,000 3,000,000 3,000,000 3,000,000 $21,050,000 FDOT Trip Funds 15,481,674 108,394 9,102,280 207,942 $24,900,290 FDOT FHWA Flex Funds 1,100,000 $1,100,000 PBMPO Funds 4,050,000 14,565,944 8,500,000 12,034,056 $39,150,000 Rotem Credit 2,460,000 $2,460,000 SIB Loan 19,300,000 - $19,300,000 Undetermined Funding Source for PTC 23,515,626 $23,515,626 County Gas Tax 70,864,958 8,010,000 8,010,000 8,010,000 8,010,000 8,010,000 8,010,000 $118,924,958

Total Capital Revenues $ 308,316,074 $ 105,364,160 $ 69,637,076 $ 57,276,794 $45,034,796 $ 45,034,796 $ 45,034,796 $ 675,698,492

Total Prior Year Funds Expended $ 210,763,403

Remaining Prior Year Funds $ 97,552,671

SOUTH FLORIDA REGIONAL TRANSPORTATION AUTHORITY FY 2016-2017 CAPITAL PROJECTS BUDGET AND FIVE YEAR PLAN

FY 2016-2017 FIVE YEAR PLAN PRIOR CAPITAL FY 2017-2018 FY 2018-2019 FY 2019-2020 FY 2020-2021 FY 2021-2022 TOTAL ALLOCATION BUDGET PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED

Project Support/Administration $ 5,150,000 $ - $ 1,300,000 $ 1,300,000 $ 1,300,000 $ 9,050,000 Computer/Office Equipment/Software 1,417,674 650,000 200,000 200,000 300,000 150,000 150,000 3,067,674 New Furniture and Replacement Program 402,352 200,000 200,000 802,352 New Rolling Stock (Rotem Cars) 45,719,000 45,719,000 Corridor Flagging 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 10,500,000 Planning & Capital Development 8,325,000 1,000,000 1,000,000 1,000,000 2,000,000 1,673,930 14,998,930 Rail Yard Improvements 1,130,000 100,000 100,000 1,330,000 Passenger Information System 6,756,450 6,756,450 Add Passenger Wi-Fi to Fleet 247,091 247,091 Non-Revenue Fleet Vehicles 408,292 100,000 100,000 100,000 100,000 100,000 100,000 1,008,292 Pompano Beach/Delray Beach Sta Improve 18,346,556 18,346,556 General Engineering Consultants 3,750,000 1,500,000 1,500,000 1,500,000 1,200,000 1,000,000 1,000,000 11,450,000 New Locomotives 61,742,893 61,742,893 Coach Wraps & Cameras 1,900,000 1,900,000 Hialeah Yard Electric Rewiring 1,474,000 1,474,000 Passenger Emergency Intercom 825,000 825,000 Transit Oriented Development (TOD II) 1,400,000 100,000 100,000 100,000 100,000 287,775 212,225 2,300,000 Heavy Station Maintenance/Construction 1,503,782 300,000 100,000 100,000 100,000 2,103,782 Station Beautification 597,844 597,844 Opa Locka Parking Lot Improvements 2,313,612 2,313,612 Northern Layover Facility 4,050,000 13,065,944 7,000,000 12,034,056 36,150,000 Station Improvements 950,000 100,000 100,000 200,000 1,350,000 Miami River Intermodal Center (MR-MICCI) 4,200,000 9,718,383 5,513,105 415,884 19,847,372 Positive Train Control 6,617,550 36,115,626 42,733,176 Preventive Maintenance 45,009,777 22,443,308 22,500,000 22,500,000 22,500,000 22,500,000 22,500,000 179,953,085 Boca II 1,500,000 17,000,000 18,500,000 Passenger Car Spare Parts 4,760,000 4,760,000 Wayfinding 3,069,216 183,333 3,252,549 TVMs & Networking 4,192,785 268,000 150,000 150,000 4,760,785 SFOMA Transition 2,842,072 2,842,072 Northwood & Iris Crossovers 6,348,023 6,348,023 Mold Mitigation 223,000 223,000 Operations Center 31,355,694 31,355,694 Dispatch Center 11,446,037 500,000 11,946,037 New Rolling Stock-TRCL 4,000,000 4,000,000 8,000,000 Service on FEC-TRCL 208,105 3,746,310 1,348,155 4,608,535 9,911,105 Environmental Mitigation 500,000 500,000 Boardroom Audio-visual Equipment 1,055,257 1,055,257 New River Draw Bridge 889,000 889,000 TRCL Locomotive Rehab 1,000,000 1,000,000 2,000,000 MIC Rail Corridor 1,350,000 1,350,000 Portable Radios 50,000 62,000 112,000 PBIA Station Study 250,000 250,000 Capacit Improvements at Boca Raton 108,394 352,280 460,674 Transit Oriented Development Planning 1,250,000 1,250,000 West Palm Beach Parking 1,181,550 1,218,450 600,000 3,000,000 Waste Water Treatment Plant 350,000 350,000 Cooridor Construction Projects 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 9,000,000 Transfer to Operating 3,296,895 1,896,895 1,896,895 1,896,895 1,896,895 1,896,895 1,896,895 14,678,265 Debt Service 3,535,117 5,483,278 5,608,641 2,974,692 17,601,728

Federal Funds Unallocated 2,651,949 3,174,796 2,487,021 5,926,641 14,240,407 County Gas Tax Funds Unallocated 6,326,450 1,984,239 3,944,783 6,013,105 6,113,105 6,113,105 30,494,787

Total Capital Fund allocation by Project: $ 308,316,074 $ 105,364,160 $ 69,637,076 $ 57,276,794 $45,034,796 $ 45,034,796 $ 45,034,796 $ 675,698,492

Total Prior Year Funds Expended $ 210,763,403

Remaining Prior Year Funds $ 97,552,671

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 is currently undergoing a parking lot expansion, which will create an additional 74 spaces. The agency is now working through the Federal National Environmental Policy Act (NEPA) approval process. Construction is anticipated to begin in 2015.

 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.

 SFRTA worked with the City of West Palm Beach to complete numerous east side station improvements including enhancements to the parking lot entrance and north lot, together with new landscaping, irrigation, lighting, and clock tower/fountain features.

Bicycle Locker Program

Bicycle lockers have been implemented system wide. The SFRTA bicycle locker program is the fourth largest bicycle locker program to be implemented by a public agency in the United States. Currently, there are approximately 600 lockers installed at stations for passenger use.

Hialeah Yard Maintenance Facility

The Hialeah Yard Maintenance Facility has been upgraded. Construction of new storage tracks, a new fueling facility, and an inspection pit have been completed.

Wayfinding Project

This project was initiated to evaluate existing station signage and develop, procure and install an updated signage system. The project currently has 90% design approval and is anticipated to be completed within 16 months of vendor selection for fabrication and installation.

Capital Budgets and 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 2016-2017.

In FY 2016-2017, the SFRTA looks forward to the construction of the Pompano Beach Green Station Demonstration Project and a new Operation Center. SFRTA seeks a LEED Certification for the Center and station improvements which will be constructed with energy saving features. The Operations Center will house administrative staff, a customer service call center, a dispatch center to handle the agency’s newly assumed corridor dispatch functions. This combined construction project incorporated sustainable energy features which meet the Silver LEED Certification standard. These features include solar panels, LED lighting and electric car charging stations.

Additional projects in the five year program include funding for replacement of non-revenue vehicles, spare parts for locomotives, preventative maintenance, heavy station maintenance and beautification, a layover facility at SFRTA’s northern terminus, and mobility hubs at Broward and Cypress Creek Blvd.

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:

 Iris and Northwood Rail Connection  Rolling Stock for Tri Rail Coastal Link  Bike Storage Rail Cars  Palm Beach Airport Station  Boca Raton Station at Glades Road  Additional Parking at West Palm Beach Station  9 Station Mobility Hubs  Service on the FEC-TRCL

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 2017 Capital Budget and the Five‐Year Plan for FY 2018 to FY 2021. 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.

The largest capital expense in the next decade will be implementing the Tri‐Rail Coastal Link expansion at an estimated capital cost of $800 million. 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 2017 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 are $527 million.

Capital Funding Gap

The 10‐year Capital Plan calls for $3.3 billion in investments, as presented earlier, but revenue estimates provide only $875 million, resulting in a capital funding gap of about $2.4 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, the shift of rail corridor dispatch and maintenance duties to SFRTA, and the opening of the new Miami Airport Tri‐Rail Station at the MIC. 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) and the WAVE modern streetcar in downtown Fort Lauderdale, which are poised to transform the transportation landscape in the South Florida region.

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.

2016-2017 Capital Budget

The 2016-2017 Capital Budget contains $105,364,160 in total Capital expenditures for the year. As displayed in the Graph on page 70, the majority of these expenditures Capital Improvement/Projects, $82,920,852 or 79% are projects directly related to the agency’s capital improvement plan. The remainders of the expenditures are related to Preventative Maintenance, $ 22,443,308 or 21%.

Capital Budget By Category

Preventative Maintenance 21%

Capital Improvement 79%

350,000

112,000

500,000

568,000

183,333

400,000

600,000

900,000

600,000

200,000

400,000

1,000,000

3,330,113

8,062,000

4,036,500

1,500,000

9,000,000

1,818,450

1,250,000

3,170,524

2,000,000

9,703,000

8,000,000

7,700,000

6,673,930

9,000,000

1,650,000

3,900,000

24,168,337

11,740,407

25,000,000

17,574,921

18,063,338

32,000,000

33,000,000

63,400,000

20,182,500

10,000,000

89,610,300

16,566,611

11,381,370

19,742,500

18,500,000

36,115,626

32,841,174

32,100,000

TOTAL

500,000,000

325,000,000

275,000,000

300,000,000

302,737,500

102,930,750

800,000,000

134,943,308

3,037,041,370

$ $

3,330,113

8,062,000

2,500,000

25,000,000

17,574,921

18,063,338

63,400,000

19,492,500

500,000,000

325,000,000

275,000,000

300,000,000

302,737,500

Unfunded

PROJECTED

1,860,160,372

FY 2025-2026

2,500,000

32,000,000

33,000,000

20,182,500

107,865,000

Unfunded

PROJECTED

2024-2025

2,500,000

105,430,750

102,930,750

Unfunded

PROJECTED

2023-2024

1,000,000

4,036,500

1,500,000

2,500,000

2,709,850

89,610,300

17,193,802

918,550,452

800,000,000

Unfunded

PROJECTED

2022-2023

62,000

100,000

212,225

100,000

150,000

6,113,105

5,926,641

1,896,895

1,500,000

1,000,000

1,673,930

1,500,000

1,300,000

45,034,796

22,500,000

PROJECTED

FY 2021-2022

200,000

100,000

287,775

100,000

200,000

150,000

6,113,105

2,487,021

1,896,895

1,500,000

1,000,000

4,000,000

1,000,000

2,000,000

1,500,000

45,034,796

22,500,000

PROJECTED

FY 2020-2021

150,000

100,000

300,000

6,013,105

3,174,796

1,896,895

1,500,000

4,000,000

1,200,000

1,000,000

1,500,000

1,300,000

45,034,796

22,500,000

PROJECTED

FY 2019-2020

FIVE YEAR PLAN YEAR FIVE

CAPITAL BUDGET AND 10 YEARPLAN BUDGET CAPITAL

151,949

150,000

415,884

100,000

200,000

5,474,692

3,944,783

1,896,895

1,500,000

4,608,535

1,500,000

1,000,000

1,500,000

57,276,794

22,500,000

12,034,056

PROJECTED

FY 2018-2019

600,000

352,280

250,000

268,000

100,000

200,000

5,608,641

1,896,895

1,500,000

1,348,155

5,513,105

7,000,000

1,500,000

1,000,000

1,500,000

1,300,000

69,637,076

17,000,000

22,500,000

PROJECTED

FY 2017-2018

50,000

350,000

108,394

500,000

183,333

100,000

300,000

100,000

650,000

5,483,278

1,984,239

1,896,895

1,500,000

1,218,450

1,250,000

3,746,310

1,500,000

9,718,383

1,500,000

22,443,308

36,115,626

13,065,944

105,364,160

BUDGET

CAPITAL

FY 2016-2017

AND 5-YEAR PLAN

SFRTA - FY 2016-2017 SFRTA BUDGET - CAPITAL PROJECTS

TOTAL of Projected of TOTAL Costs for 2nd Five Years

by Project:by

TOTAL TOTAL 2016/2017 Adopted Fund allocation Capital

County Gas Tax Funds Unallocated

Federal Funds Unallocated

US-1 Extension

Okeechobee LinkOkeechobee

Kendall Link

Miami International Airport/Port Miami Extension

Ludlum Corridor

Bike Storage Cars

Dade Tri-Rail Kendall/Homestead Extension

Boca Raton Intermodal Center

Existing Boynton Beach Tri-Rail Station Improve

Deerfield Beach Tri-Rail Station Improvements

Boca Raton Tri-Rail Station Improvements

New RollingNew Stock (TRCL)

Replacement Locomotivesand New (TRCL)

Pedestrian Bridge at Golden Glades Station

Tri-Rail Extension Northern Service New on CSX

CSX - Tri-Rail Dolphin Extension Phase I (E/W)

Midtown Miami Station

Mangonia Park Tri-Rail Station Improvements

CSX Corridor(s) ROW in Miami Dade County Study

Station Area Pedestrian Plan

TRCL JupiterTRCL Extension

Tri-Rail Coastal Link Phase (FEC) (TRCL) 1,2,3,4

Debt ServiceDebt

Transfer Operating to

Corridor Construction Projects

Waste Plant Water Treatment

West Palm Beach Parking

Transit Oriented Planning Development

Capacity Improvements at Boca Raton

PBIA Station Study/Station

Portable Radios

TRCL Locomotive RehabTRCL

Service (TRDML) on FEC-TRCL

New RollingNew Stock-TRCL

Dispatch Center

TVMs & Networking

Wayfinding

Boca II

Preventive Maintenance

Positive Train Control

Miami River Intermodal (MR-MICCI) Center

Station Improvements

Northern Layover Facility

Heavy Station Maintenance/Construction

Transit Oriented (TOD II) Development

General Engineering Consultants

Non-Revenue Fleet Vehicles Fleet Non-Revenue

Rail Yard Improvements

Planning & Capital Development

Corridor Flagging and Services Emergency

New FurnitureNew and Replacement Program Computer/Office Equipment/Software Project Support/Administration

BUDGETS BY DEPARTMENTS

 ORGANIZATIONAL STRUCTURE 73  DEPARTMENTAL BUDGETS 74 • BUDGETED FULL TIME EQUIVALENTS 112

SFRTA - Engineering and Construction Department

The Engineering Department manages the SFRTA Engineering programs, System Engineering and the execution of all GEC and GPC 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. It also maintains the required inspection reports for the New River Bridge Corridor and approximately two miles of track and signals on the state-owned South Florida Rail Corridor. Additionally, the department manages all in house consultant projects to ensure the agency’s capital programs, inspection and maintenance duties are performed.

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 2016-2017 BUDGET

ENGINEERING DEPARTMENT

Engineering Positions

Engineering Total Agency Positions Department 94% 6%

Total Agency Positions 127.5 Engineering Department 8

FY 2014-2015 FY 2015-2016 FY 2016-2017 FY15 Actual vs FY17 Approved ACTUAL ADJUSTED APPROVED Variance EXPENSES BUDGET BUDGET $ % Personnel Services $ 519,214 $ 909,232 $ 1,020,311 $ 501,097 96.51% Train Operations 13,278,998 27,151,339 25,783,512 12,504,514 94.17% General & Administrative 24,283 17,695 37,204 12,921 53.21% DEPARTMENT TOTAL $ 13,822,496 $ 28,078,266 $ 26,841,027 $ 13,018,531 94.18%

Engineering Department

$40,000,000

$20,000,000

FY 2014-2015 ACTUAL EXPENSES

FY 2015-2016 ADJUSTED BUDGET

FY 2016-2017 APPROVED BUDGET

8.91%

-4.41%

-5.04%

44.16%

12.61%

24.59%

12.62%

586.84%

CHANGE

922

876

1,422

6,414

17,165

16,179

87,610

FY vs2016 FY 2017

(1,237,239)

(1,367,827)

CHANGE

$ $

200

500

1,000

4,642

7,823

20,090

11,272

81,970

91,000

57,230

781,788

26,841,027

25,783,512

BUDGET

APPROVED

FY 2016-2017

$ $

200

500

1,000

2,925

3,220

6,947

10,350

65,791

91,000

50,816

694,178

28,078,266

27,151,339

BUDGET

ADJUSTED

FY 2015-2016

$ $

200

500

1,000

3,585

9,378

75,000

11,675

11,550

60,434

91,000

45,386

FY2016-2017 BUDGET

150,000

624,730

ENGINEERING DEPARTMENT

16,684,438

15,600,000

BUDGET

APPROVED

FY 2014-2015

$ $

SOUTH FLORIDA REGIONAL TRANSPORTATIONSOUTH AUTHORITY

DEPARTMENT TOTAL

FTA Meetings

Station Safety Improvements

ROW Hialeah Yard

Maintenance of Way

Printing & Advertising

General Training & Seminars

Dues/Subscriptions

Business Travel

Personnel Services--SUTA

Personnel Services--Pension Expense

Personnel Services--Group Insurance

Personnel Services--FICA Taxes Personnel Services--Overtime Personnel Services--Salary/Wages

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 Executive 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.

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

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, community events and regional partnerships.

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.

SOUTH FLORIDA REGIONAL TRANSPORTATION AUTHORITY FY 2016-2017 BUDGET

EXECUTIVE DEPARTMENT

Executive Positions

Total Agency Positions 88% Executive Department 12%

Total Agency Positions 127.5 Executive Department 15

FY 2014-2015 FY 2015-2016 FY 2016-2017 FY15 Actual vs FY17 Approved ACTUAL ADJUSTED APPROVED Variance EXPENSES BUDGET BUDGET $ % Personnel Services $ 1,862,706 $ 1,825,904 $ 1,920,627 $ 57,921 3.11% Train Operations 5,798,000 - - (5,798,000) -100.00% General & Administrative 248,706 340,695 368,139 119,433 48.02% Corporate & Community Outreach 498,439 500,000 500,000 1,561 0.31% Professional Fees 391,200 403,500 403,500 12,300 3.14% DEPARTMENT TOTAL $ 8,799,051 $ 3,070,099 $ 3,192,266 $ (5,606,785) -63.72%

Executive Department

$10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $-

FY 2014-2015 ACTUAL EXPENSES

FY 2015-2016 ADJUSTED BUDGET

FY 2016-2017 APPROVED BUDGET

3.98%

2.70%

9.39%

2.94%

6.33%

5.75%

3.42%

5.79%

25.42%

24.12%

-18.50%

-13.33%

100.00%

438.46%

CHANGE

250

787

(700)

6,000

1,750

2,904

5,700

3,117

21,840

38,116

78,703

(16,000)

(26,000)

122,167

FY vs2016 FY 2017

CHANGE

$ $

5,000

7,000

9,500

7,000

21,840

70,500

29,600

20,395

95,700

14,469

94,132

10,000

500,000

403,500

101,604

196,115

169,000

3,192,266

1,436,911

BUDGET

APPROVED

FY 2016-2017

$ $

700

5,000

7,000

9,250

1,300

86,500

23,600

18,645

98,700

90,000

13,682

91,015

10,000

500,000

403,500

157,999

195,000

3,070,099

1,358,208

BUDGET

ADJUSTED

FY 2015-2016

$ $

750

5,000

18,000

21,000

90,500

12,000

29,600

17,250

15,445

10,900

90,100

24,387

500,000

403,500

111,325

194,709

234,000

112,333

6,861,205

1,625,069

10,377,073

EXECUTIVE DEPARTMENTEXECUTIVE

FY2016-2017 BUDGET

BUDGET

APPROVED

FY 2014-2015

$ $

SOUTH FLORIDA REGIONAL TRANSPORTATIONSOUTH AUTHORITY

DEPARTMENT TOTAL

Alarm Systems

TVM-Revenue Collection

Smart Card/ Easy Card

Distribution Services

Customer Information

Promotional Material

Special Programs

Corporate & Community Outreach Contract

Security Contract

Printing & Advertising

Telephones-Cellular

EEO Training & Seminars

General Training & Seminars

Professional Fees

Dues/Subscriptions

Civil Rights Business Travel

Business Travel

Personnel Services--SUTA

Personnel Services--Pension Expense

Personnel Services--Group Insurance

Personnel Services--FICA Taxes Personnel Services--Overtime Personnel Services--Salary/Wages

SFRTA - Finance Department

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

The Accounting Division oversees $100 million annually in the SFRTA expenditures. 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 and the Broward MPO, ensuring accuracy of payments and appropriate deductions for federal, local and state remittances. The department maintains and reconciles the General Ledger, Accounts Receivable and Revenue Reconciliation in all operating and capital budgets.

The Budget and Grants Division is responsible for the preparation and monitoring of the $105.4 Million Capital Budget and the $105.9 million Operating Budget. This includes drawdowns of approximately $60 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. It administers, manages, coordinates and monitors the JARC/NF grants. The division applies for and administers Earmark grants on behalf of entities not eligible to draw down FTA funds.

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 2016-2017 BUDGET

FINANCE DEPARTMENT

Finance Positions

Finance Department 13% Total Agency Positions 87%

Total Agency Positions 127.5 Finance Department 17

FY 2014-2015 FY 2015-2016 FY 2016-2017 FY15 Actual vs FY17 Approved ACTUAL ADJUSTED APPROVED Variance EXPENSES BUDGET BUDGET $ % Personnel Services $ 1,425,632 $ 1,592,522 $ 1,625,272 $ 199,640 14.00% Train Operations 3,133,768 4,494,610 4,589,610 1,455,842 46.46% General & Administrative 1,648,719 1,733,228 1,339,655 (309,064) -18.75% Professional Fees 72,500 75,000 78,000 5,500 7.59% DEPARTMENT TOTAL $ 6,280,619 $ 7,895,360 $ 7,632,537 $ 1,351,918 21.53%

Finance Department

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

FY 2014-2015 ACTUAL EXPENSES

FY 2015-2016 ADJUSTED BUDGET

FY 2016-2017 APPROVED BUDGET

3.30%

4.00%

5.01%

0.67%

2.63%

3.84%

-3.33%

-4.00%

-3.57%

12.50%

58.69%

14.41%

-53.09%

-22.73%

-26.67%

429.63%

-100.00%

CHANGE

635

(800)

(243)

3,000

6,180

2,200

(5,000)

(3,500)

20,000

19,000

13,387

42,087

(25,000)

116,000

100,000

FY vs2016 FY 2017

(262,823)

(420,845)

(130,000)

CHANGE

$ $

2,200

6,570

5,000

12,000

78,000

85,000

13,320

16,710

11,471

85,863

371,855

180,000

143,000

120,000

700,000

594,000

106,259

195,000

7,632,537

1,169,610

2,600,000

1,136,679

BUDGET

APPROVED

FY 2016-2017

$ $

3,000

3,500

6,813

5,000

12,000

27,000

75,000

12,685

10,530

11,395

92,872

83,663

792,700

160,000

130,000

125,000

700,000

575,000

110,000

195,000

7,895,360

1,169,610

2,500,000

1,094,592

BUDGET

ADJUSTED

FY 2015-2016

$ $

3,500

8,500

4,615

5,000

12,000

73,500

12,495

15,750

16,147

89,534

82,349

689,890

160,000

130,000

150,000

500,000

700,000

475,000

100,000

195,000

7,106,742

2,600,000

1,071,462

FINANCE DEPARTMENT

FY2016-2017 BUDGET

BUDGET

APPROVED

FY 2014-2015

$ $

SOUTH FLORIDA REGIONAL TRANSPORTATIONSOUTH AUTHORITY

DEPARTMENT TOTAL

Auto Allowance-Mileage

Office Rent

Office Supplies

Bank Charges-Credit Card Fees

Bank Charges

Revenue Collection/TVM Maintenance

Corridor Utilities

Office & Station Utilities

Telecommunications Expense

Auditing Fees

Personnel Services-WC (Company Wide)

Insurance - Liability/Property/Auto

Printing & Advertising

Telephone-Cellular

General Training & Seminars

Professional Fees

Dues & Subscriptions

Business Travel

Personnel Services--SUTA

Personnel Services--Pension Expense

Personnel Services--Group Insurance

Personnel Services--FICA Taxes

Personnel Services--Overtime Personnel Services--Salary/Wages

SFRTA - Human Resources Department

The Human Resources Department establishes, implements, monitors and maintains H.R. 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. Establish and maintain an effective working relationship with all the SFRTA employees.

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 People First for implementing and maintaining all necessary data for coverage. It communicates and educates employees on benefits coverage, policies, costs and options. Also coordinates with accounting to ensure correct for 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. 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 2016-2017 BUDGET

HUMAN RESOURCES DEPARTMENT

Human Resources Positions

Total Agency Positions Human Resources 98% Department 2%

Total Agency Positions 127.5 Human Resources Department 3

FY 2014-2015 FY 2015-2016 FY 2016-2017 FY15 Actual vs FY17 Approved ACTUAL ADJUSTED APPROVED Variance EXPENSES BUDGET BUDGET $ % Personnel Services $ 485,731 $ 326,165 $ 340,814 $ (144,917) -29.83% General & Administrative 65,031 77,665 71,070 6,039 9.29% DEPARTMENT TOTAL $ 550,762 $ 403,830 $ 411,884 $ (138,878) -25.22%

6,050 Human Resources15,000 Department 21,050

$350,000

$250,000

$150,000

$50,000

FY 2014-2015 ACTUAL EXPENSES

FY 2015-2016 ADJUSTED BUDGET

FY 2016-2017 APPROVED BUDGET

1.99%

3.29%

1.99%

3.06%

86.44%

21.81%

-28.57%

-40.91%

-21.43%

-18.57%

295.80%

CHANGE

361

500

8,054

7,780

4,925

6,473

7,237

(4,500)

(1,500)

(1,300)

(12,000)

FY vs2016 FY 2017

CHANGE

$ $

6,500

5,500

6,590

5,700

2,448

1,000

30,000

16,780

36,154

39,000

18,461

411,884

243,751

BUDGET

APPROVED

FY 2016-2017

$ $

500

7,000

9,000

1,665

7,000

2,370

42,000

11,000

29,681

39,000

18,100

403,830

236,514

BUDGET

ADJUSTED

FY 2015-2016

$ $

500

9,450

1,787

6,000

3,453

20,000

11,200

25,175

28,826

39,000

17,140

392,225

229,694

FY2016-2017 BUDGET

BUDGET

APPROVED

FY 2014-2015

HUMAN RESOURCES DEPARTMENT

$ $

SOUTH FLORIDA REGIONAL SOUTH TRANSPORTATION AUTHORITY

DEPARTMENT TOTAL

Tuition Reimbursement

Misc. Personnel Expense

Printing and Advertising

General Training & Seminars

Dues/Subscriptions

Business Travel

Personnel Services--SUTA

Personnel Services--Pension Expense

Personnel Services--Group Insurance

Personnel Services--FICA Taxes Personnel Services--Overtime Personnel Services--Salary/Wages

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 and the introduction of Wi-Fi service to the passengers on the trains and at the stations.

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 2016-2017 BUDGET

INFORMATION TECHNOLOGY DEPARTMENT

Information Technology Positions

Information Technology Dept 11% Total Agency Positions 89%

Total Agency Positions 127.5 Information Technology Dept 14

FY 2014-2015 FY 2015-2016 FY 2016-2017 FY15 Actual vs FY17 Approved ACTUAL ADJUSTED APPROVED Variance EXPENSES BUDGET BUDGET $ % Personnel Services $ 1,222,598 $ 1,351,021 $ 1,438,144 $ 215,546 17.6% General & Administrative 48,736 39,945 72,525 $ 23,789 48.8% Train Operations 600,095 776,000 995,000 $ 394,905 65.8% Professional Fees 138,424 229,400 229,600 $ 91,176 65.9% DEPARTMENT TOTAL $ 2,009,854 $ 2,396,366 $ 2,735,269 $ 725,415 36.09%

Information Technology Department

$350,000

$250,000

$150,000

$50,000

FY 2014-2015 ACTUAL EXPENSES FY 2015-2016 ADJUSTED BUDGET FY 2016-2017 APPROVED BUDGET

0.42

0.09%

6.64%

6.40%

6.98%

-5.23%

14.14%

99.79%

65.49%

18.03%

-60.00%

100.00%

CHANGE

200

663

(120)

9,300

4,825

(3,000)

34,000

23,400

15,293

69,342

338,903

185,000

FY vs2016 FY 2017

CHANGE

$ $

2,175

2,000

83,000

89,000

78,000

46,850

23,500

10,652

80,188

625,000

120,000

229,600

100,110

182,000

2,735,269

1,063,194

BUDGET

APPROVED

FY 2016-2017

$ $

2,295

9,989

5,000

83,000

55,000

78,000

23,450

14,200

84,817

75,363

440,000

120,000

229,400

182,000

993,852

2,396,366

BUDGET

ADJUSTED

FY 2015-2016

$ $

2,545

5,000

83,000

78,000

43,450

20,600

14,014

79,864

70,012

440,000

146,000

210,400

169,000

929,245

FY2016-2017 BUDGET

2,291,130

BUDGET

APPROVED

FY 2014-2015

$ $

INFORMATION TECHNOLOGY DEPARTMENT

SOUTH FLORIDA REGIONAL SOUTH TRANSPORTATION AUTHORITY

DEPARTMENT TOTAL

TVM Revenue Collection

TVM Maintenance

Technical Support

Smart Card/Easy Card

Electronic Messaging Boards

General Training & Seminars

Professional Fees

Dues/Subscriptions

Business Travel

Personnel Services--SUTA

Personnel Services--Pension Expense

Personnel Services--Group Insurance

Personnel Services--FICA Taxes Personnel Services--Overtime Personnel Services--Salary/Wages

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. Due to increasing need for support, the Legal Department has added a Paralegal to their staff.

SOUTH FLORIDA REGIONAL TRANSPORTATION AUTHORITY FY 2016-2017 BUDGET

LEGAL DEPARTMENT

Legal Positions

Total Agency Positions Legal Department 98% 2%

Total Agency Positions 127.5 Legal Department 3

FY 2014-2015 FY 2015-2016 FY 2016-2017 FY15 Actual vs FY17 Approved ACTUAL ADJUSTED APPROVED Variance EXPENSES BUDGET BUDGET $ % Personnel Services $ 514,405 $ 615,998 $ 610,337 $ 95,932 18.65% General & Administrative 14,368 15,095 18,420 4,052 28.20% Legal Fees 60,057 195,863 216,475 156,418 260.45% DEPARTMENT TOTAL $ 588,830 $ 826,956 $ 845,232 $ 256,402 43.54%

Legal Department

$900,000

$600,000

$300,000

FY 2014-2015 ACTUAL EXPENSES FY 2015-2016 ADJUSTED BUDGET FY 2016-2017 APPROVED BUDGET

2.21%

-1.93%

-2.12%

10.52%

51.43%

16.13%

-38.80%

-17.02%

200.00%

188.53%

100.00%

CHANGE

(484)

2,400

3,600

3,075

9,927

(2,675)

(8,000)

18,275

20,612

(10,179)

FY vs2016 FY 2017

CHANGE

$ $

500

3,600

4,220

4,706

10,600

71,487

39,000

24,583

845,232

216,475

470,061

BUDGET

APPROVED

FY 2016-2017

$ $

500

1,200

6,895

7,000

1,631

61,560

47,000

25,067

826,956

195,863

480,240

BUDGET

ADJUSTED

FY 2015-2016

$ $

LEGAL DEPARTMENT

4,000

6,519

9,000

6,505

53,189

39,000

26,376

FY 2016-2017FY BUDGET

838,245

260,000

433,656

BUDGET

APPROVED

FY 2014-2015

$ $

SOUTH FLORIDA REGIONAL TRANSPORTATIONSOUTH AUTHORITY

DEPARTMENT TOTAL

General Training & Seminars

Legal Fees

Dues/Subscriptions

Business Travel

Personnel Services--SUTA

Personnel Services--Pension Expense

Personnel Services--Group Insurance

Personnel Services--FICA Taxes Overtime Personnel Services--Salary/Wages

SFRTA - Operations Department

The Operations Department manages about 52.2% of the total SFRTA operating budget. Most of the services are privatized and managed by 5 Project Managers such as train and bus operations, station and rolling stock maintenance, dispatching and fuel. For quality control and to remain connected with the customers, the SFRTA directly employs the customer service and station/ticket agents. Operations also manages multimillion dollar capital projects such as locomotive acquisition and facility upgrades projects.

SOUTH FLORIDA REGIONAL TRANSPORTATION AUTHORITY FY 2016-2017 BUDGET

OPERATIONS DEPARTMENT

Operations Positions

Operations Total Agency Positions Department 68% 32%

Total Agency Positions 127.5 Operations Department 40.5

FY 2014-2015 FY 2015-2016 FY 2016-2017 FY15 Actual vs FY17 Approved ACTUAL ADJUSTED APPROVED Variance EXPENSES BUDGET BUDGET $ % Personnel Services $ 2,418,338 $ 2,742,082 $ 2,823,464 $ 405,126 16.75% Train Operations 28,296,468 31,969,477 29,699,447 1,402,979 4.96% Train & Station Maintenance 17,945,718 19,922,912 22,876,549 4,930,831 27.48% General & Administrative 23,631 37,025 46,325 22,694 96.03% Professional Fees 11,841 97,000 - (11,841) -100.00% DEPARTMENT TOTAL $ 48,695,996 $ 54,768,496 $ 55,445,785 $ 6,749,789 13.86%

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

FY 2014-2015 ACTUAL EXPENSES FY 2015-2016 ADJUSTED BUDGET FY 2016-2017 APPROVED BUDGET

1.24%

7.14%

3.64%

2.88%

3.80%

2.99%

2.85%

3.09%

-4.31%

10.11%

15.57%

39.02%

12.98%

-31.12%

132.56%

-100.00%

CHANGE

573

(180)

(500)

5,000

2,000

7,980

4,137

19,428

57,244

(97,000)

677,289

273,532

220,294

106,714

466,762

2,680,105

FY vs2016 FY 2017

(3,068,800)

CHANGE

$ $

4,000

2,200

7,125

19,000

75,000

14,000

19,720

60,000

169,155

513,500

149,114

2,979,532

6,276,892

3,805,921

6,792,000

1,911,975

55,445,785

19,897,017

12,749,634

BUDGET

APPROVED

FY 2016-2017

$ $

500

4,180

2,200

5,125

6,020

19,000

70,000

97,000

19,147

60,000

149,727

513,500

144,977

2,706,000

6,056,598

3,699,207

9,860,800

1,854,731

54,768,496

17,216,912

12,282,872

BUDGET

ADJUSTED

FY 2015-2016

$ $

4,000

2,200

3,500

8,375

1,600

19,000

55,000

34,975

29,490

60,000

FY2016-2017 BUDGET

500,000

152,827

500,500

148,650

OPERATIONS DEPARTMENT

2,661,584

5,841,331

3,759,407

1,906,018

57,861,866

19,489,863

10,882,500

11,801,046

BUDGET

APPROVED

FY 2014-2015

$ $

SOUTH FLORIDA REGIONAL SOUTH TRANSPORTATION AUTHORITY

DEPARTMENT TOTAL

Dues-APTA Peer Review

Uniforms

Station Maintenance

Emergency Bus Service

Feeder Bus Service

Equipment/Facility Maintenance

Bridge Tender/Dispatcher

Train Operations Fuel

Operating Contract

Printing and Advertising

Telephones-Cellular

General Training & Seminars

Consultants

Dues/Subscriptions

Business Travel

Personnel Services--SUTA

Personnel Services--Pension Expense

Personnel Services--Group Insurance

Personnel Services--FICA Taxes Personnel Services--Overtime Personnel Services--Salary/Wages

100

SFRTA - Planning and Capital Development Department

The Planning and Capital Development department manages the SFRTA general transportation planning and project management. It coordinates planning and communication with external transportation agencies including MPO, FDOT, County transit agencies, Regional Planning Councils, FTA and other local and state agencies. The department identifies capital improvements and capital development programs through planning, environmental and engineering studies. The department supervises all professional consultant services in accordance with the SFRTA procedures and regulatory compliance.

The Planning Department helps develop projects, scope of activities and serves as a liaison with the MPO’s for studies. They produce white papers, fact sheets and responses to legislative requests for information. The department is responsible to develop budgets for all planning projects and coordinating with Capital Project committees. Coordinate all activities related to FDOT funding programs such as TRIP, Service Grants and TCSP. Transportation planning of the SFRTA Five-year Shuttle bus Operating Budget which includes coordinating funding partnerships, providing technical support and assisting in the preparation of grant applications related to shuttle buses.

101

102

SOUTH FLORIDA REGIONAL TRANSPORTATION AUTHORITY FY 2016-2017 BUDGET

PLANNING DEPARTMENT

Planning Positions

Total Agency Planning Department Positions 9.% 91%

Total Agency Positions 127.5 Planning Department 12

FY 2014-2015 FY 2015-2016 FY 2016-2017 FY15 Actual vs FY17 Approved ACTUAL ADJUSTED APPROVED Variance EXPENSES BUDGET BUDGET $ % Personnel Services $ 1,042,255 $ 1,217,865 $ 1,259,903 $ 217,648 20.88% General & Administrative 63,328 211,250 64,230 902 1.42% DEPARTMENT TOTAL $ 1,105,583 $ 1,429,115 $ 1,324,133 $ 218,550 19.77%

Planning Department

$1,100,000

$850,000

$600,000 $350,000 $100,000

FY 2014-2015 ACTUAL EXPENSES

FY 2015-2016 ADJUSTED BUDGET

FY 2016-2017 APPROVED BUDGET

103

2.68%

3.11%

2.80%

3.12%

-7.35%

-6.25%

-3.84%

25.53%

15.00%

-100.00%

CHANGE

150

282

(100)

(695)

6,625

1,928

11,594

28,234

FY vs2016 FY 2017

(104,982)

(153,000)

CHANGE

$ $

500

1,500

3,000

4,000

5,750

9,348

17,405

32,575

88,891

70,832

156,000

934,332

1,324,133

BUDGET

APPROVED

FY 2016-2017

$ $

500

1,600

3,000

4,000

5,600

9,066

18,100

25,950

77,297

68,904

153,000

156,000

906,098

1,429,115

BUDGET

ADJUSTED

FY 2015-2016

$ $

500

1,000

4,000

8,875

18,400

32,325

14,348

80,395

73,177

PLANNING DEPARTMENT

FY2016-2017 BUDGET

182,000

956,058

1,375,078

BUDGET

APPROVED

FY 2014-2015

$ $

SOUTH FLORIDA REGIONALSOUTH TRANSPORTATION AUTHORITY

DEPARTMENT TOTAL

FTA Meetings

Auto Allowance-Mileage

Printing and Advertising

General Training & Seminars

Consultants

Dues/Subscriptions

Business Travel

Personnel Services--SUTA

Personnel Services--Pension Expense

Personnel Services--Group Insurance

Personnel Services--FICA Taxes Personnel Services--Overtime Personnel Services--Salary/Wages

104

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.

105

106

SOUTH FLORIDA REGIONAL TRANSPORTATION AUTHORITY FY 2016-2017 BUDGET

PROCUREMENT DEPARTMENT

Procurement Positions

Procurement Department Total Agency Positions 8% 92%

Total Agency Positions 127.5 Procurement Department 10

FY 2014-2015 FY 2015-2016 FY 2016-2017 FY15 Actual vs FY17 Approved ACTUAL ADJUSTED APPROVED Variance EXPENSES BUDGET BUDGET $ % Personnel Services $ 732,605 $ 827,521 $ 975,054 $ 242,449 33.09% General & Administrative 169,971 227,125 553,038 383,067 225.37% DEPARTMENT TOTAL $ 902,577 $ 1,054,646 $ 1,528,092 $ 625,515 69.30%

Procurement Dept $1,200,000

$1,000,000

$800,000

$600,000

$400,000

$200,000 FY 2014-2015 ACTUAL EXPENSES

FY 2015-2016 ADJUSTED BUDGET

FY 2016-2017 APPROVED BUDGET

107

5.78%

44.89%

11.11%

94.05%

17.80%

28.46%

12.50%

17.37%

17.81%

-16.67%

-11.54%

227.45%

100.00%

-100.00%

CHANGE

510

(500)

(300)

5,000

2,500

9,593

1,093

8,137

16,023

13,000

(15,000)

473,446

324,110

109,280

FY vs2016 FY 2017

CHANGE

$ $

500

2,500

9,335

2,300

7,235

50,000

19,793

72,328

54,972

466,610

117,000

723,019

1,528,092

BUDGET

APPROVED

FY 2016-2017

$ $

500

3,000

8,825

2,600

6,142

15,000

45,000

10,200

56,305

46,835

142,500

104,000

613,739

1,054,646

BUDGET

ADJUSTED

FY 2015-2016

$ $

500

2,500

2,200

8,949

FY2016-2017 BUDGET

15,000

50,000

15,800

22,000

54,686

45,050

142,500

104,000

596,090

PROCUREMENT DEPARTMENT

1,061,775

BUDGET

APPROVED

FY 2014-2015

$ $

SOUTH FLORIDA REGIONALSOUTH TRANSPORTATION AUTHORITY

DEPARTMENT TOTAL

Building Maintenance

Auto Allowance-Repairs

Auto Allowance-Fuel

Postage & Mass Mailings

Printing & Advertising

General Training & Seminars

Dues/Subscriptions

Business Travel

Personnel Services--SUTA

Personnel Services--Pension Expense

Personnel Services--Group Insurance

Personnel Services--FICA Taxes Personnel Services--Overtime Personnel Services--Salary/Wages

108

SFRTA – Safety and 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.

109

SOUTH FLORIDA REGIONAL TRANSPORTATION AUTHORITY FY 2016-2017 BUDGET

SAFETY AND SECURITY DEPARTMENT

Safety & Security Positions

Safety & Security Department Total Agency Positions 4% 96%

Total Agency Positions 127.5 Safety and Security 5

FY 2014-2015 FY 2015-2016 FY 2016-2017 FY15 Actual vs FY17 Approved ACTUAL ADJUSTED APPROVED Variance EXPENSES BUDGET BUDGET $ % Personnel Services $ - $ 502,553 $ 533,330 $ 533,330 100.00% Train Operations - 6,732,143 6,798,603 6,798,603 100.00% Professional Fees - 80,000 80,000 80,000 100.00% General & Administrative - 26,700 49,700 49,700 100.00% DEPARTMENT TOTAL $ - $ 7,341,396 $ 7,461,633 $ 7,461,633 100.00%

Safety and Security Dept $1,200,000

$1,000,000

$800,000

$600,000

$400,000

$200,000

FY 2014-2015 ACTUAL EXPENSES

FY 2015-2016 ADJUSTED BUDGET

FY 2016-2017 APPROVED BUDGET

110

0.84%

3.49%

3.50%

20.00%

10.89%

25.00%

100.00%

400.00%

350.00%

CHANGE

136

7,000

2,970

1,043

10,000

56,460

16,000

13,000

13,628

120,237

FY vs2016 FY 2017

CHANGE

$ $

500

3,000

9,000

4,032

60,000

20,000

80,000

17,700

30,241

65,000

30,846

402,711

7,461,633

6,738,603

BUDGET

APPROVED

FY 2016-2017

$ $

500

3,000

4,000

2,000

3,896

50,000

80,000

17,700

27,271

52,000

29,803

389,083

7,341,396

6,682,143

BUDGET

ADJUSTED

FY 2015-2016

$ $

FY2016-2017 BUDGET

SAFETY ANDDEPARTMENT SECURITY

BUDGET

APPROVED

FY 2014-2015

$ $

SOUTH FLORIDA REGIONALSOUTH TRANSPORTATION AUTHORITY

DEPARTMENT TOTAL

Alarm Systems

Safety & Security Misc

Security Contract

Printing & Advertising

Professional fees

Dues/Subscriptions

Business Travel

Personnel Services--SUTA

Personnel Services--Pension Expense

Personnel Services--Group Insurance

Personnel Services--FICA Taxes Personnel Services--Overtime Personnel Services--Salary/Wages

111

SOUTH FLORIDA REGIONAL TRANSPORTATION AUTHORITY FY 2016-2017 BUDGET Budgeted Full Time Equivalents

FY 2014-2015 FY 2015-2016 FY 2016-2017 FY 2016-2017 BUDGETED BUDGETED ADDITIONS/ TOTAL POSITIONS POSITIONS DELETIONS POSITIONS Engineering Dept. DIRECTOR OF ENGINEERING & CONSTRUCTION 1.0 1.0 1.0 MANAGER OF ENGINEERING & CONSTRUCTION 1.0 1.0 1.0 QUALITY ASSURANCE MANAGER 1.0 1.0 1.0 ENGINEERING PROJECT MANAGER 3.0 2.0 1.0 3.0 ENGINEERING PROJECT MANAGER-MOW 0.0 1.0 1.0 ADMINISTRATIVE ASSISTANT 1.0 1.0 1.0 TOTAL 7.0 7.0 1.0 8.0

Executive Dept. EXECUTIVE DIRECTOR 1.0 1.0 1.0 DEPUTY EXECUTIVE DIRECTOR 1.0 1.0 1.0 DIRECTOR OF ADMINISTRATION/EEO OFFICER 1.0 1.0 1.0 RECORDS MANAGER 1.0 1.0 1.0 COMPTROLLER/DIRECTOR OF SPECIAL PROJECTS 1.0 0.0 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 PROJECT MANAGER/SPECIAL PROJECTS 1.0 0.0 0.0 CORPORATE & COMMUNITY RELATIONS LIASON 1.0 2.0 2.0 EDP COORDINATOR 1.0 1.0 1.0 CORPORATE & COMMUNITY RELATIONS ASSISTANT 1.0 0.0 0.0 ADMINISTRATIVE ASSISTANT 2.0 1.0 1.0 DIRECTOR OF SAFETY & SECURITY 1.0 0.0 0.0 ADMINISTRATIVE COMPLIANCE OFFICER 1.0 1.0 1.0 SAFETY & SECURITY SPECIALIST 1.0 0.0 0.0 SAFETY & SECURITY COMPLIANCE OFFICER 0.0 0.0 0.0 SAFETY & SECURITY DATA ANALYST 0.0 0.0 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 TOTAL 20.0 15.0 0.0 15.0

Finance Dept. DIRECTOR OF FINANCE 1.0 1.0 1.0 ACCOUNTING MANAGER 1.0 1.0 1.0 BUDGET & GRANTS 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 BUDGET ANALYST 2.0 2.0 2.0 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

112

SOUTH FLORIDA REGIONAL TRANSPORTATION AUTHORITY FY 2016-2017 BUDGET Budgeted Full Time Equivalents

FY 2014-2015 FY 2015-2016 FY 2016-2017 FY 2016-2017 BUDGETED BUDGETED ADDITIONS/ TOTAL POSITIONS POSITIONS DELETIONS POSITIONS

Human Resources Dept. DIRECTOR OF HUMAN RESOURCES 1.0 1.0 1.0 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 Dept. DIRECTOR OF INFORMATION TECHNOLOGY/COMPTROLLER 1.0 1.0 1.0 INFORMATION TECHNOLOGY MANAGER 1.0 1.0 1.0 PROJECT MANAGER/SPECIAL PROJECTS 1.0 1.0 1.0 NETWORK ADMINISTRATOR 3.0 3.0 3.0 ADMINISTRATIVE ASSISTANT 0.0 1.0 1.0 TECHNICAL FIELD SUPPORT SUPERVISOR 1.0 1.0 1.0 WEB DEVELOPER 1.0 1.0 1.0 GRAPHIC DESIGNER 1.0 1.0 1.0 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 13.0 14.0 0.0 14.0

Legal Dept. GENERAL COUNSEL 1.0 1.0 1.0 DEPUTY GENERAL COUNSEL 1.0 1.0 1.0 PARALEGAL 1.0 1.0 1.0 TOTAL 3.0 3.0 0.0 3.0

Operations Dept. 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 1.0 1.0 OPERATIONS PROJECT MANAGER: FLEET MTN 1.0 1.0 1.0 OPERATIONS PROJECT MANAGER: BUS 1.0 1.0 1.0 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 CUSTOMER SERVICE REPRESENTATIVE-FT 8.0 8.0 8.0 LEAD STATION AGENT 1.0 1.0 1.0 STATION AGENT-PT 2.0 2.0 2.0 STATION AGENT-FT 12.0 12.0 12.0 TOTAL 40.5 40.5 0.0 40.5

113

SOUTH FLORIDA REGIONAL TRANSPORTATION AUTHORITY FY 2016-2017 BUDGET

Budgeted Full Time Equivalents

FY 2014-2015 FY 2015-2016 FY 2016-2017 FY 2016-2017 BUDGETED BUDGETED ADDITIONS/ TOTAL POSITIONS POSITIONS DELETIONS POSITIONS

Planning & Capital Development Dept. DIRECTOR OF PLANNING & CAPITAL DEVELOPMENT 1.0 1.0 1.0 MANAGER OF PLANNING & CAPITAL DEVELOPMENT 1.0 1.0 1.0 TRANSPORTATION PLANNING MANAGER 4.0 4.0 4.0 TRANSPORTATION PLANNING MANAGER / EEO OFFICER 1.0 1.0 1.0 TRANSPORTATION PLANNER 3.0 3.0 3.0 ADMINISTRATIVE ASSISTANT 2.0 1.0 1.0 PLANNING PROJECT MANAGER 1.0 1.0 1.0 PLANNING PROJECT ASSISTANT 1.0 1.0 -1.0 0.0 TOTAL 14.0 13.0 -1.0 12.0

Procurement Dept. DIRECTOR OF PROCUREMENT 1.0 1.0 1.0 PROCUREMENT MANAGER 1.0 1.0 1.0 PROCUREMENT CONTRACT MANAGER 0.0 0.0 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 9.0 9.0 1.0 10.0

Safety & Security Dept. DIRECTOR OF SAFETY AND SECURITY 0.0 1.0 1.0 SAFETY & SECURITY SPECIALIST 0.0 1.0 1.0 SAFETY & SECURITY COMPLIANCE OFFICER 0.0 1.0 1.0 SAFETY & SECURITY DATA ANALYST 0.0 1.0 1.0 ADMINISTRATIVE ASSISTANT 0.0 1.0 1.0 TOTAL 0.0 5.0 0.0 5.0

TOTAL POSITIONS 126.5 126.5 1.0 127.5

114

STATISTICAL SECTION

 STATISTICAL AND GENERAL INFORMATION 116  SFRTA TIMELINE 117  TRAIN SCHEDULE AND PARK AND RIDE FACILITIES 119  FARE STRUCTURE, RIDERSHIP, SALES ANALYSIS AND EASY CARD 121  PERFORMANCE MEASUREMENT 125  TREND ANALYSIS AND SUMMARY OF TREND ANALYSIS 128  POPULATION AND RIDERSHIP 134  DEMOGRAPHIC AND ECONOMIC STATUS 136  PUBLIC OUTREACH 140  ACRONYMS AND GLOSSARY 143

115

116

117

118

TRAIN SCHEDULE – EFFECTIVE APRIL 5, 2015

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 during FY 2015-2016 is listed below.

T Tri-Rail Park-and-Ride Location and Capacity

Tri-Rail Station 2016 Total 2016 Occupancy Tri-Rail Station 2016 Total 2016 Occupancy Parking Spaces Parking Spaces Mangonia Park 272 166 Fort Lauderdale 323 249

441 West Palm Beach 223 195 FLL at Dania Beach 189 +5 motorcycle Lake Worth* 312 161 Sheridan Street 464 390

Boynton Beach 324 157 Hollywood 122 116

129 Delray Beach 129 Golden Glades 197 139 + 2 overflow Boca Raton 165 119 Opa-locka 70 63

Deerfield Beach 253 180 Metrorail Transfer 39 39 + all side street parking Pompano Beach** 39 39 Hialeah Market 80 56

342 + 3 overflow Miami International Cypress Creek 163 250 100 Airport

*New lot was opened in 2015-2016 which added spaces. **East parking facility is currently under construction and will reopen in fall of 2016.

120

SOUTH FLORIDA REGIONAL TRANSPORTATION AUTHORITY

FARE STRUCTURE

As part of the South Florida Regional Transportation Authority (SFRTA), Tri-Rail has a zone fare system, which consists of six zones. Ticket prices are determined by the number of zones through which a passenger travels, with the exception of the monthly and special event tickets, which are at a flat fare. This fare policy is valid for weekday travel Monday through Friday.

Since Tri-Rail’s core ridership primarily consists of commuters to and from work and/or school, a weekend fare policy was designed to encourage increased ridership on Saturday and Sunday. Weekend tickets are sold at a flat fare of $5 and are valid for the entire day.

The SFRTA/Tri-rail offers several ticket types to meet the needs of every passenger. Frequent riders can take advantage of multi-trip, cost saving packages by purchasing a Monthly, 12-Trip tickets or Monthly Regional Passes. Other passengers can purchase daily One-Way or Roundtrip tickets. Discount tickets are also available for children ages 5 – 12, full-time students, and senior citizens ages 65 years and over, persons with disabilities and Medicare recipients

Tickets are sold at all Tri-Rail stations from Tri-Rail’s ticket vending machines (TVMs) and supplemented by Ticket Agents at Tri-Rail’s busiest stations. No ticket sales are available on the train.

Discount

One Discount Discount 12 Discount Regional Regional

Zones Way One Round- Roundtrip Trip Monthly Monthly Monthly Monthly Way trip

1 $2.50 $1.25 $4.40 $2.50 $21.25 $100.00 $50.00 $145.00 $72.50

2 $3.75 $1.90 $6.25 $3.75 $31.25 $100.00 $50.00 $145.00 $72.50

3 $5.00 $2.50 $8.45 $5.00 $41.90 $100.00 $50.00 $145.00 $72.50

4 $5.65 $2.80 $9.70 $5.65 $47.50 $100.00 $50.00 $145.00 $72.50

5 $6.25 $3.15 $10.65 $6.25 $52.50 $100.00 $50.00 $145.00 $72.50

6 $6.90 $3.45 $11.55 $6.90 $57.50 $100.00 $50.00 $145.00 $72.50

121

Ticket purchases can also be made through special discount programs offered by SFRTA/Tri-Rail. The Employer Discount Program (EDP) offers a 25% discount on Monthly tickets, Monthly Regional Passes or 12-Trip tickets as a benefit program for employees whose employer has registered with the Program. The SFRTA/Tri-Rail also offers a Group Discount Program, which offers a discounted rate to groups of 25 or more passengers.

Special train services to certain events are occasionally provided by the SFRTA/TriRail 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 TVMs.

RIDERSHIP and SALES ANALYSIS

Ridership during fiscal year 2016, decreased by 52,563 riders or 1.22% from fiscal year 2015. The following table illustrates passenger ridership for fiscal years 2015 and 2016.

Passenger Ridership

FY 2016 FY 2015 YTD Ridership to Date Ridership Ridership 16 vs. 15 %

Monday to Friday 3,569,554 3,614,907 1.25%

Saturday 346,524 348,862 0.67%

Sunday 296,233 295,440 -0.27%

Holidays 27,360 33,025 17.15%

Totals 4,239,671 4,292,234 1.22%

122

RIDERSHIP and SALES ANALYSIS (CONTD.)

Passenger fares collected for fiscal year 2016 were approximately $12.8 million, a decrease of almost $500,000 from fiscal year 2015. 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.

Total Agency Ticket Sales - FY 2016 EDP 11.0%

Agent Sales 14.0% School Districts 2%

TVM Sales 73.0%

123

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.

The regional transportation corridors are shown below:

124

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 2015 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.

125

Performance Measurement (cont.)

 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 Auto Travel 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.

126

Summary of Performance Measures

Since 2007, the number of train trips per day is 50, up from 48. Revenue miles and vehicle miles reached a peak in 2009, but current numbers still represent a significant increase compared to the amount of service provided before 2007. Revenue hours and vehicle hours have also steadily increased. In 2015, an average of 14,176 passengers traveled 379,950 miles on an average weekday. Passenger trips in 2015 decreased slightly from a peak of 14,609 weekday trips in 2014. At the same time, weekday on-time performance decreased to 84 percent in 2015.

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 2011-2015)

Performance Measures 2011 2012 2013 2014 2015 Train trips per day 50 50 50 50 50 Span of revenue service 19.6 19.6 19.6 19.6 19.6 Headway peak (PM peak direction-NB) 20 20 20 20 20 Headway peak (PM off-peak direction- 30 30 30 30 30 SB) Headway off-peak (mid-day) 60 60 60 60 60 Train revenue miles 3,564 3,510 3,510 3,500 3,550 Train revenue hours 122 115 115 113 113 Train vehicle miles 3,692 3,612 3,612 3,598 3,651 Train vehicle hours 122 131 131 128 128 Route miles 142 142 142 142 142 Average daily boardings 12,900 13,587 14,292 14,609 14,176 Boardings per revenue hour 106 118 124 129 125 Passenger miles traveled 372,600 352,031 372,600 391,882 379,950 % park-and-ride lot usage: up to 80% full 22% 64% 64% N/A N/A % park-and-ride lot usage: up to 100% 6% 35% 35% N/A N/A full On-time performance, end to end 90% 87% 83% 86% 84%

127

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 2011-2015 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 2011-2015)

Commuter Rail Performance Evaluation Indicators and Measures General Performance Indicators Effectiveness Measures Efficiency Measures 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 Hour Operating Expenses per Revenue Mile Vehicle Hours Revenue Miles between Incidents Fare box Recovery Ratio 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

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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 2011 to FY 2015 commuter rail evident from the performance indicators analysis.

 Commuter rail passenger trips increased from 3.80 million in 2011 to 4.20 million in FY 2015, an increase of 12.65%. In addition, passenger miles increased from 112 million to 116 million during the same period, an increase of 3.90%.  Total vehicle miles of service increased from 2.9 million miles in FY 2011 to 3.6 million miles in FY 2015, an increase of 21.22%. Total revenue miles of service increased from 2.8 million in 2011 to approximately 3.5 million in 2015, or 21.72%.  The number of route miles served remained constant at 142.24 miles.  Total operating expenses increased from $48.8 million in 2011 to $73.0 million FY 2015, an increase of 49.55%.  The total number of vehicles needed to operate peak service increased from 45 vehicles in FY 2010 to 50 vehicles in FY 2012 and has remained constant at 50 vehicles through 2015.

Performance Indicators, Commuter Rail Trend analysis (FYs 2011-2015)

SFRTA Commuter Rail Performance Indicators Performance % Change 2011 2012 2013 2014 2015 Indicator (2011-2015) Passenger Trips 3,810,823 4,005,967 4,201,040 4,400,977 4,292,705 12.65% Passenger Miles 112,381,170 112,727,911 114,100,246 119,706,574 116,761,576 3.90% Vehicle Miles 2,976,534 3,065,000 3,258,002 3,519,025 3,608,199 21.22% Revenue Miles 2,879,940 2,944,042 3,164,457 3,422,858 3,505,483 21.72% Vehicle Hours 96,960 97,198 102,501 113,925 117,914 21.61% Route Miles 142.24 142.24 142.24 142.24 142.24 0.00% Operating $48,842,085 51,557,460 54,580,897 61,213,969 73,042,631 49.55% Expenses Vehicles Available 45 50 50 50 50 11.11% for Max. Svc. Source: FTC Performance Measures (FYs 2011-2015)

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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 0.52 miles in FY 2011 to 0.61 miles in FY 2015, an increase of 17.31%.  Passenger trips per capita increased by 13.04% between FY 2011 and FY 2015, from 0.69 trips to 0.78 trips. Passenger trips per vehicle hour decreased from 39.30 trips in FY 2011 to 36.40 trips in FY 2015, a decrease of 7.39%.  Revenue miles between incidents decreased 22.54% between FY 2011 and FY 2015, peaking at 117,762 in FY 2012.

Effectiveness Measures, Commuter Rail Trend Analysis (FYs 2011-2015)

SFRTA Commuter Rail Effectiveness Measures % Change Effectiveness Measure 2011 2012 2013 2014 2015 (2011-2015) Service Supply:

Vehicle Miles per Capita 0.52 0.55 0.59 0.63 0.61 17.31%

Service Consumption: Passenger Trips per 0.69 0.73 0.76 0.79 0.78 13.04% Capita Passenger Trips per 39.30 41.21 40.99 38.63 36.40 -7.39% Vehicle Revenue Hour Quality of Service: Revenue Miles Between 68,570 117,762 87,902 106,964 53,113 -22.54% Incidents

Source: FTC Performance Measures (FYs 2011-2015)

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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 $8.88 in 2011 to $13.27 in 2015, or 49.44%. Operating expenses per passenger trip increased from $12.82 in FY 2011 to $17.02 in FY 2015, or 32.76%. Operating expenses per passenger mile increased from $0.43 per mile to $0.63 per mile, or 46.51%. Operating expenses per revenue mile increased between FY 2011 and FY 2015 from $16.96 to $20.84 or 22.88%. A large part of these increases are due to the SFRTA taking over the maintenance and dispatch of the corridor.  Revenue miles per vehicle mile remained constant between FY 2011 and FY 2015, and revenue miles per vehicle had a small increase of 9.55%.  Fare box recovery has seen a decreased from 22.30% in FY 2011 to 17.50% in FY 2015, an overall decrease of 21.52%. During this same time period, the average fare increased from $2.86 to $2.97 and annual fare revenue increased from $10.9 million to $12.8 million, a total increase of approximately 17.25%.

Efficiency Measures, Commuter Rail Trend Analysis (FYs 2011-2015)

SFRTA Commuter Rail Efficiency Measures Efficiency % Change 2011 2012 2013 2014 2015 Measure (2011-2015) Cost Efficiency Operating Expenses per $8.88 $9.37 $9.82 $11.13 $13.27 49.44% Capita Operating Expenses per $12.82 $12.87 $12.99 $13.91 $17.02 32.76% Passenger Trip Operating Expenses per $0.43 $0.46 $0.48 $0.51 $0.63 46.51% Passenger Mile Operating Expenses per $16.96 $17.51 $17.25 $17.88 $20.84 22.88% Revenue Mile

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SFRTA Commuter Rail Efficiency Measures Vehicle

Utilization Revenue Miles 0.97 0.96 0.97 0.97 0.97 0.00% per Vehicle Mile Revenue Miles 63,998 58,880 63,289 68,457 70,110 9.55% per Vehicle Energy

Utilization Vehicle Miles per 1.23 1.18 1.20 N/A N/A 0.00% Gallon Operating Ratios Fare box 22.30% 23.20% 22.10% 20.90% 17.50% -21.52% Recovery Ratio Fare Average Fare $2.86 $2.98 $2.87 $2.91 $2.97 3.85% Fare Revenue $10,902,100 $11,940,427 $12,043,242 $12,799,800 $12,783,183 17.25% Source: FTC Performance Measures (FYs 2011-2015)

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 2011-2015)

Measure % Change (2011-2015) Indicator General Performance Passenger Trips 12.65% + Passenger Miles 3.90% + Vehicle Miles 21.22% + Revenue Miles 21.72% + Vehicle Hours 21.61% + Route Miles 0.00% o Operating Expenses 49.55% + Operating Revenue 17.53% + Vehicles Available for Maximum Services 0.00% o Cost Efficiency Operating Expenses per Capita 49.44% + Operating Expenses per Passenger Trip 32.76% + Operating Expenses per Passenger Mile 46.51% + Operating Expenses per Revenue Mile 22.88% + Operating Ratios Farebox Recovery Ratio -21.52% - Vehicle Utilization Revenue Miles per Vehicle Mile 0.00% o Revenue Miles per Vehicle 9.55% - Fare Average Fare 3.85% + Fare Revenue 17.25% + Service Supply Vehicle Miles per Capita 17.31% - Service Consumption Passenger Trips per Capita 13.04% - Passenger Trips per Vehicle Hour -7.39% - Quality of Service Revenue Miles between Incidents -22.54% -

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SOUTH FLORIDA REGIONAL TRANSPORTATION AUTHORITY

POPULATION TRENDS

Density Per Square Mile Total Population Density Per Square Miles Square Mile

Florida 53,937 367

Broward County 1,209 1511 Miami-Dade County 1,945 1364 Palm Beach County 1,974 698

Annual Population Annual Annual Annual Percent Population 2015 Population 2014 Change (Thousands) (Thousands)

Florida 19,815,183 19,507,369 1.58%

Broward County 1,827,367 1,803,903 1.30% Miami-Dade County 2,653,934 2,586,290 2.62% Palm Beach County 1,378,417 1,360,248 1.34%

Projected Population 2016-2036 Percent Projected Population 2016 2026 2036 Change Year (Thousands) (Thousands) (Thousands) 2016-2036

Florida 20,075,695 21,149,697 23,608,972 17.60%

Broward County 1,832,260 1,855,922 1,947,695 6.30% Miami-Dade County 2,673,570 2,788,075 3,056,689 14.33% Palm Beach County 1,394,602 1,459,489 1,605,718 15.14% http://www.edr.state.fl.us/Content/population-demographics/data/CountyPopulation.pdfupdated 6/22/16

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Population Trends FY 2007 thru 2016 Tri- Broward Miami-Dade Palm Beach Annual % Florida County County County County Change Total 2007 18,446,768 1,741,657 2,448,806 1,302,451 5,492,914 0.62% 2008 18,613,905 1,739,708 2,472,387 1,307,784 5,519,879 0.49% 2009 18,687,425 1,738,093 2,480,537 1,312,016 5,530,646 0.20% 2010 18,801,310 1,748,066 2,496,435 1,320,134 5,564,635 0.61% 2011 18,905,048 1,753,162 2,516,515 1,325,758 5,595,435 0.55% 2012 19,074,434 1,771,099 2,551,290 1,335,415 5,657,804 1.11% 2013 19,259,543 1,784,715 2,582,375 1,345,652 5,712,742 0.97% 2014 19,485,270 1,803,903 2,613,692 1,360,238 5,777,833 1.14% 2015 19,747,233 1,827,367 2,653,934 1,378,417 5,859,718 1.42% 2016 20,075,695 1,832,260 2,673,570 1,394,602 5,900,432 0.69%

Passenger Ridership FY 2007 thru 2016 Monday to Year Totals Saturday Sunday Holidays Friday 2007 3,392,894 2,889,313 256,322 210,943 36,316 2008 3,862,450 3,363,349 245,617 220,797 32,687 2009 4,222,850 3,666,535 275,578 241,548 39,189 2010 3,606,055 3,088,102 261,168 231,816 24,969 2011 3,810,590 3,304,729 256,732 227,714 21,415 2012 3,990,857 3,456,558 276,504 228,704 29,091 2013 4,198,656 3,615,561 297,646 258,073 27,376 2014 4,401,218 3,726,040 344,290 298,011 32,877 2015 4,292,234 3,614,907 348,862 295,440 33,025 2016 4,239,671 3,569,554 346,524 296,233 27,360 Source: SFRTA – Tri-Rail

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

PERSONAL INCOME POPULATION PER CAPITA PERSONAL INCOME UNEMPLOYMENT RATE (in millions)

% Change % Change from Florida from Prior U.S. Florida U.S. Florida U.S. Florida U.S. Prior Year Year Year 2006 18,154,475 2.12% 298,379,912 0.97% 705,089 11,393,950 38,838 38,186 3.20% 4.60% 2007 18,446,768 1.61% 301,231,207 0.96% 733,710 12,000,175 39,774 39,837 4.00% 4.60% 2008 18,613,905 0.91% 304,093,966 0.95% 741,430 12,502,225 39,832 41,113 6.30% 5.80% 2009 18,687,425 0.39% 306,771,529 0.88% 699,091 12,094,800 37,410 39,426 10.40% 9.30% 2010 18,801,332 0.61% 309,330,219 0.83% 729,923 12,477,125 38,823 40,334 11.10% 9.60% 2011 18,905,070 0.55% 311,587,816 0.73% 774,599 13,254,525 40,973 42,521 10.00% 8.90% 2012 19,074,434 0.90% 313,873,675 0.73% 798,388 13,915,125 41,856 44,301 8.50% 8.10% 2013 19,259,543 0.97% 316,128,839 0.72% 809,665 14,068,375 42,040 44,460 7.30% 7.40% 2014 19,507,369 1.29% 318,351,393 0.70% 850,178 14,694,200 43,582 46,077 6.30% 6.20% 2015 19,815,183 1.58% 321,418,820 0.96% 892,498 15,361,755 45,041 47,794 5.40% 5.30% http://www.myflorida.com/audgen/pages/pdf_files/2015%20cafr.pdf

Broward County

Total Per Capita Unemployment Population Personal Personal Rate Income Income

Year 2006 1,747,655 $71,114,404 $40,691 3.20%

2007 1,741,657 $72,829,950 $41,816 4.00%

2008 1,739,708 $72,138,045 $41,466 6.30% 2009 1,738,093 $67,660,182 $38,928 9.60% 2010 1,748,066 $70,231,274 $40,177 10.20%

2011 1,753,162 $73,868,561 $42,134 9.00%

2012 1,771,099 $76,222,564 $43,037 7.70% 2013 1,784,715 $ 76,873,297 $ 43,073 6.50%

2014 1,803,903 $ 80,905,552 $ 44,850 5.80%

2015 1,827,367 N/A N/A 4.90% http://www.broward.org/Accounting/Documents/2015CAFR.pdf

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

Palm Beach County

Total Per Capita Unemployment Population Personal Personal Rate Income Income Year 2006 1,287,987 $71,720,669 $55,836 3.70% 2007 1,295,033 $75,585,800 $58,749 4.80% 2008 1,294,654 $76,712,607 $59,240 7.30% 2009 1,287,344 $67,866,247 $51,910 11.70% 2010 1,320,134 $69,488,201 $52,526 12.40% 2011 1,325,758 $72,053,531 $53,871 10.90% 2012 1,335,415 $75,461,490 $55,628 9.20% 2013 1,345,652 $ 79,564,774 $57,985 7.10% 2014 1,360,248 $ 93,526,272 $66,914 6.00% 2015 1,378,417 N/A N/A 5.30% http://www.mypalmbeachclerk.com/uploadedFiles/Public_Funds/County_Financial_Reports/cafr_fy2015.pdf

Miami-Dade County

Total Per Capita Unemployment Population Personal Personal Rate Income Income Year

2006 2,376,343 $82,481,222 $34,709 3.80%

2007 2,402,208 $85,978,571 $35,791 3.60% 2008 2,387,170 $88,954,732 $37,264 5.30%

2009 2,398,245 $90,915,774 $37,909 8.90% 2010 2,563,885 $92,227,399 $35,972 12.00%

2011 2,516,515 $97,815,794 $38,870 12.70% 2012 2,551,255 $100,688,604 $39,466 9.70% 2013 2,565,685 $104,373,301 $40,680 8.90%

2014 2,586,290 $111,528,866 $43,123 7.20% 2015 2,653,934 N/A N/A 6.20%

2015 CAFR not yet available

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

Palm Beach County 2015 2006

Percentage of Percentage of Total Employer Employees Rank Total County Employees Rank County Employment Employment Palm Beach County School 22,000 1 3.21% 21,616 1 3.35% Board Palm Beach County Govenmrnt 11,505 2 1.68% 6,594 3 1.02% Tenet Health Care 6,100 3 0.89% 4,794 7 0.74% NextEra Energy 3,854 4 0.56% 2,850 8 0.44% Hospital Corporation of 2,714 5 0.40% 5,200 5 0.81% America Florida Atlantic University 2,655 6 0.39% Bethesda Memorial Hospital 2,600 7 0.38% Boca Rato Regional Hospital 2,500 8 0.36% Veterans Health 2,500 9 0.36% Administration Jupiter Medical Center 2,000 10 0.29% G4S (Wackenhut) 2,825 9 0.44% State Government 9,200 2 1.43% Federal Government 6,300 4 0.98% Boca Raton Resort & Club 2,200 10 0.34% United Rental Highway Techs 5,000 6 0.77% http://www.mypalmbeachclerk.com/uploadedFiles/Public_Funds/County_Financial_Reports/cafr_fy2015.pdf

Broward County 2015 2006

Percentage of Percentage of Total Employer Employees Rank Total County Employees Rank County Employment Employment

Broward County School Board 31,880 1 3.19% 36,853 1 3.68% Broward County Govenmrnt 11,585 2 1.16% 12,705 2 1.27% Memorial Health Care System 11,200 3 1.12% 9,370 3 0.94% Broward Health 8,219 4 0.82% 7,472 4 0.75% Auto Nation 3,971 5 0.40% Nova Southeastern University 3,783 6 0.38% American Express 3,200 7 0.32% 4,200 5 0.42% The Answer Group 2,800 8 0.28% Broward College 2,800 9 0.28% City of Ft. Lauderdale 2,457 10 0.23% 2,250 9 0.22% Motorola 3,500 6 0.35% Pediatrix Medical Group 2,826 7 0.28% BCF Financial / Bank Atlantic 2,547 8 0.25% Ed Morse Automotive Group 2,200 10 0.22% http://www.broward.org/Accounting/Documents/2015CAFR.pdf

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

Miami-Dade County 2015 2006

Percentage of Percentage of Total Employer Employees Rank Total County Employees Rank County Employment Employment

Miami-Dade County Schools 31,000 1 2.35% 50,000 1 4.31% Miami-Dade County 24,692 2 1.87% 32,000 2 2.76% Federal Government 19,300 3 1.46% 20,400 3 1.76% State Government 19,200 4 1.45% 17,000 4 1.47% University of Miami 13,864 5 1.05% 9,874 7 0.85% Baptist Health South Florida 13,369 6 1.01% 10,826 5 0.93% American Airlines 11,773 7 0.89% 9,000 8 0.78% Jackson Health System 8,163 8 0.62% 10,500 6 0.91% Florida International 4,951 9 0.37% University City of Miami 36,820 10 0.29% Miami Dade College 6,500 9 0.56% Precision Response Corp 6,000 10 0.52% 2015 CAFR not yet available

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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

 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  Promote the convenience of connectivity offered by Tri-Rail’s shuttle and bus networks for commuters and leisure riders  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. 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

Examples of outreach campaigns:

#TryRail College Campaign

SFRTA launched the #TryRail campaign, targeting college students and promoting the commuter rail system as the way to travel to class with connecting shuttle and bus services and discounted train fares. As part of this initiative, college students were encouraged to claim a free ticket to #TryRail and enter for the chance to win an Apple Watch.

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Public Outreach Plan (cont.)

MIA/EDP Business to Business Campaign Following the completion of the Miami Airport Station, there is a great opportunity to promote Tri-Rail’s Employer Discount Program (EDP), which accounts for the largest percentage of Tri-Rail riders, to area business that are accessible through the new Miami Airport Station. As part of a business-to-business campaign, SFRTA used direct mail to reach a targeted list of companies with more than 10 employees. A telephone campaign followed to schedule appointments and presentations with Tri-Rail’s EDP Coordinators. This campaign also gives Tri-Rail the opportunity to promote the planned Downtown Miami Link to come in 2017.

Airport Campaign Following the completion and re-opening of Tri- Rail’s Miami Airport Station, there is a great opportunity to promote Tri-Rail as a convenient, affordable way to get to and from the region’s major airports. The airport campaign reaches South Florida residents and visitors and encourages travel by riding Tri-Rail to the airport.

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Public Outreach Plan (cont.)

Tri-Rail “Rail Fun Day” Event Tri-Rail’s ever-popular Rail Fun Day welcomes South Florida families to a day of outdoor fun and entertainment. The event features free carnival-style games, arts and crafts, a trackless train, food trucks and much more. Local businesses and non-profit organizations showcase their goods/services and activities, plus offer free games and giveaways. Families are encouraged to ride the train to the event and receive a special incentive, while supplies last. The highlight of Rail Fun Day is South Florida’s Kids Got Talent, giving kids ages 5 through 17 the opportunity to show off their talents for the winning title and grand prize. Auditions are held in advance as a PR tool to promote the overall event.

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ACRYONYMS AND 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

CRA Community Redevelopment Agency

CSXT CSX Transportation

DBE Disadvantage Business Enterprise

DDA Downtown Development Authority

DEIS Draft Environmental Impact Statement

DMU Diesel Multiple Unit

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

143

ACRYONYMS AND GLOSSARY

FDOT Florida Department of Transportation

FEC Florida East Coast Railway

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.

144 ACRYONYMS AND GLOSSARY

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

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

OandM 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

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ACRONYMS AND GLOSSARY

SB South Bound

SBA State Board of Administration

Segment 5 Rail Double Tracking

SEFTC Southeast Florida Transportation Council

SFECC South Florida East Coast Corridor

SFOMA South Florida Operating and 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 and System Preservation Program

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

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

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ACRYONYMS AND GLOSSARY

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.

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.

147 ACRYONYMS AND GLOSSARY

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.

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.

148 ACRYONYMS AND GLOSSARY

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.

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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