Part 3 – Reference Materials
WMATA Documents
FOREWORD
The Washington Metropolitan Area Transit Authority (“WMATA”), created effective February 20, 1967, is an interstate compact agency and, by the terms of its enabling legislation, an agency and instrumentality of the Signatories: the District of Columbia, State of Maryland, and Commonwealth of Virginia. WMATA was created by the Signatories to plan, develop, finance and caused to be operated a comprehensive mass transit system for the Washington Metropolitan Area. This volume includes the provisions of the Washington Metropolitan Area Transit Authority Compact (“WMATA Compact”), followed by Congresses’ consent legislation, a history of the WMATA Compact adoption and amendments, and notes covering prior WMATA Compact language.
Congress provided its consent to the Washington Metropolitan Area Transit Authority Compact as Title III of the previously adopted Washington Metropolitan Area Transit Regulation Compact (“Transit Regulation Compact”). See, “Consent Legislation.” Generally, references in the WMATA Compact to “this Title,” mean Title III (i.e. WMATA Compact). References to “this Compact,” on the other hand, mean either the Transit Regulation Compact as a whole (e.g. Section 59: “as granted by Titles I and II of this Compact”), or the WMATA Compact (e.g. Section 76(e): “in accordance with Section 62(c) and (d) of this Compact”), depending on context.
As of this publication, the WMATA Compact has been amended seven times. “Compact History,” outlines the history of the WMATA Compact from adoption through amendment, with citations and a cross-reference table.
“Notes” contains WMATA Compact language prior to amendment. The Notes section also addresses substantive discrepancies in WMATA Compact language between the Signatories. Over the course of amending the Compact, discrepancies have developed among the versions of the WMATA Compact published by the District of Columbia, Maryland and Virginia. Substantive discrepancies between the Signatories are ineffective, and are not included in the WMATA Compact provisions herein. Instead, the substantive discrepancies are presented in Notes. In contrast, minor discrepancies do not preclude Congress from giving its consent. In this volume, minor discrepancies between the Signatories (e.g. non-substantive punctuation) have been resolved in favor of the majority of the Signatories, except where necessary to remain stylistically consistent (e.g. capitalization).
CITATION
In the District of Columbia, the WMATA Compact is cited as D.C. Code § 9-1107.1; in Maryland as Md. Code. Ann. Transp. §10-204; and in Virginia as codified in Va. Code Ann. §§ 56-529 and 56-530 (the WMATA Compact does not, however, appear at §§ 56-529 and 56-530, instead it is set forth in full in the “Compacts” companion volume at p. 410 (2010)). The WMATA Compact is also set forth at 2009 Acts of Assembly of Virginia, Ch. 771, and that is the citation used for Virginia in this volume.
WMATA Compact i As amended through August 2009 TABLE OF CONTENTS
FOREWORD ...... i CITATION ...... i ARTICLE I ...... 1 1. Definitions ...... 1 ARTICLE II—PURPOSE AND FUNCTIONS ...... 1 2. Purpose ...... 1 ARTICLE III—ORGANIZATION AND AREA ...... 2 3. Washington Metropolitan Area Transit Zone ...... 2 4. Washington Metropolitan Area Transit Authority ...... 2 5. Board Membership ...... 2 6. Compensation of Directors and Alternates ...... 3 7. Organization and Procedure ...... 3 8. Quorum and Actions by the Board ...... 3 9. Officers ...... 3 10. Conflict of Interest ...... 4 ARTICLE IV—PLEDGE OF COOPERATION ...... 5 11. Pledge of Cooperation ...... 5 ARTICLE V—GENERAL POWERS ...... 5 12. Enumeration ...... 5 ARTICLE VI—PLANNING ...... 6 13. Mass Transit Plan ...... 6 14. Planning Process ...... 6 15. Adoption of Mass Transit Plan ...... 7 ARTICLE VII—FINANCING ...... 8 16. Policy ...... 8 17. Plan of Financing ...... 8 18. Commitments for Financial Participation ...... 9 19. Administrative Expenses ...... 10 20. Acquisition of Facilities From Federal or Other Agencies ...... 10
WMATA Compact ii As amended through August 2009 21. Temporary Borrowing ...... 10 22. Funding ...... 11 ARTICLE VIII—BUDGET ...... 11 23. Capital Budget ...... 11 24. Current Expense Budget ...... 11 25. Adoption and Distribution of Budgets ...... 11 26. Payments...... 11 ARTICLE IX—REVENUE BONDS ...... 12 27. Borrowing Power ...... 12 28. Funds and Expenses ...... 12 29. Credit Excluded; Officers, State, Political Subdivisions and Agencies ...... 12 30. Funding and Refunding ...... 12 31. Bonds; Authorization Generally ...... 13 32. Bonds; Resolutions and Indentures Generally...... 13 33. Maximum Maturity ...... 14 34. Tax Exemption ...... 14 35. Interest ...... 14 36. Place of Payment ...... 14 37. Execution ...... 14 38. Holding Own Bonds ...... 14 39. Sale ...... 15 40. Negotiability ...... 15 41. Bonds Eligible for Investment and Deposit ...... 15 42. Validation Proceedings ...... 15 43. Recording ...... 15 44. Pledged Revenues ...... 16 45. Remedies ...... 16 ARTICLE X—EQUIPMENT TRUST CERTIFICATES ...... 16 46. Power ...... 16 47. Payments...... 16 48. Procedure ...... 17 49. Agreements and Leases ...... 17
WMATA Compact iii As amended through August 2009 50. Law Governing ...... 17 ARTICLE XI—OPERATION OF FACILITIES ...... 17 51. Operation by Contract or Lease ...... 17 52. The Operating Contract ...... 17 53. Compensation for Contractor ...... 18 54. Selection of Contractor ...... 19 ARTICLE XII—COORDINATION OF PRIVATE AND PUBLIC FACILITIES ...... 19 55. Declaration of Policy ...... 19 56. Implementation of Policy ...... 19 57. Rights of Private Carriers Unaffected ...... 20 58. Financial Assistance to Private Carriers ...... 20 ARTICLE XIII—JURISDICTION; RATES AND SERVICE ...... 21 59. Washington Metropolitan Area Transit Commission ...... 21 60. Public Facilities ...... 21 61. Standards ...... 21 62. Hearings ...... 22 63. Reference of Matters to WMATC ...... 22 ARTICLE XIV—LABOR POLICY ...... 23 64. Construction ...... 23 65. Equipment and Supplies ...... 23 66. Operations ...... 24 ARTICLE XV—RELOCATION ASSISTANCE ...... 26 67. Relocation Program and Payments ...... 26 68. Relocation of Public or Public Utility Facilities ...... 26 ARTICLE XVI—GENERAL PROVISIONS ...... 26 69. Creation and Administration of Funds ...... 26 70. Annual Independent Audit ...... 27 71. Reports ...... 27 72. Insurance ...... 27 73. Contracting and Purchasing ...... 28 74. Rights of Way ...... 29 75. Compliance with Laws, Regulations and Ordinances ...... 30
WMATA Compact iv As amended through August 2009 76. Police ...... 30 77. Exemption from Regulation ...... 32 78. Tax Exemption ...... 32 79. Reduced Fares ...... 32 80. Liability for Contracts and Torts ...... 32 81. Jurisdiction of Courts ...... 33 82. Condemnation ...... 33 83. Enlargement and Withdrawal; Duration ...... 33 84. Amendments and Supplements ...... 34 85. Construction and Severability ...... 34 86. Effective Date; Execution ...... 34
CONSENT LEGISLATION ...... 35 COMPACT HISTORY ...... 38 NOTES ...... 39
DEDICATION
This edition of the WMATA Compact is dedicated to Lorenzo Paige for his contribution toward its preparation and for his tireless dedication to the Office of General Counsel and to WMATA.
WMATA Compact v As amended through August 2009
WASHINGTON METROPOLITAN AREA TRANSIT AUTHORITY
COMPACT ARTICLE I
1. Definitions1
As used in this Title, the following words and terms shall have the following meanings, unless the context clearly requires a different meaning: (a) “Board” means the Board of Directors of the Washington Metropolitan Area Transit Authority; (b) “Director” means a member of the Board of Directors of the Washington Metropolitan Area Transit Authority; (c) “Private transit companies” and “private carriers” means corporations, persons, firms or associations rendering transit service within the Zone pursuant to a certificate of public convenience and necessity issued by the Washington Metropolitan Area Transit Commission or by a franchise granted by the United States or any signatory party to this Title; (d) “Signatory” means the State of Maryland, the Commonwealth of Virginia and the District of Columbia; (e) “State” includes District of Columbia; (f) “Transit facilities” means all real and personal property located in the Zone, necessary or useful in rendering transit service between points within the Zone, by means of rail, bus, water or air and any other mode of travel, including without limitation, tracks, rights-of- way, bridges, tunnels, subways, rolling stock for rail, motor vehicle, marine and air transportation, stations, terminals and ports, areas for parking and all equipment, fixtures, buildings and structures and services incidental to or required in connection with the performance of transit service; (g) “Transit services” means the transportation of persons and their packages and baggage by means of transit facilities between points within the Zone including the transportation of newspapers, express and mail between such points, and charter service which originates within the Zone but does not include taxicab service or individual-ticket-sales sightseeing operations; (h) “Transit Zone” or “Zone” means the Washington Metropolitan Area Transit Zone created by and described in Section 3, as well as any additional area that may be added pursuant to Section 83(a); and (i) “WMATC” means Washington Metropolitan Area Transit Commission.
ARTICLE II—PURPOSE AND FUNCTIONS
2. Purpose
The purpose of this Title is to create a regional instrumentality, as a common agency of each signatory party, empowered, in the manner hereinafter set forth, (1) to plan, develop, finance and
WMATA Compact 1 As amended through August 2009
cause to be operated improved transit facilities, in coordination with transportation and general development planning for the Zone, as part of a balanced regional system of transportation, utilizing to their best advantage the various modes of transportation, (2) to coordinate the operation of the public and privately owned or controlled transit facilities, to the fullest extent practicable, into a unified regional transit system without unnecessary duplicating service, and (3) to serve such other regional purposes and to perform such other regional functions as the Signatories may authorize by appropriate legislation.
ARTICLE III—ORGANIZATION AND AREA
3. Washington Metropolitan Area Transit Zone2
There is hereby created the Washington Metropolitan Area Transit Zone which shall embrace the District of Columbia, the cities of Alexandria, Falls Church and Fairfax and the counties of Arlington, Fairfax and Loudoun and political subdivisions of the Commonwealth of Virginia located within those counties, and the counties of Montgomery and Prince George’s in the State of Maryland and political subdivisions of the State of Maryland located in said counties.
4. Washington Metropolitan Area Transit Authority
There is hereby created, as an instrumentality and agency of each of the signatory parties hereto, the Washington Metropolitan Area Transit Authority which shall be a body corporate and politic, and which shall have the powers and duties granted herein and such additional powers as may hereafter be conferred upon it pursuant to law.
5. Board Membership3
(a) The Authority shall be governed by a Board of eight Directors consisting of two Directors for each Signatory and two for the federal government (one of whom shall be a regular passenger and customer of the bus or rail service of the Authority). For Virginia, the Directors shall be appointed by the Northern Virginia Transportation Commission; for the District of Columbia, by the Council of the District of Columbia; for Maryland, by the Washington Suburban Transit Commission; and for the federal government, by the Administrator of General Services. For Virginia and Maryland, the Directors shall be appointed from among the members of the appointing body, except as otherwise provided herein, and shall serve for a term coincident with their term on the appointing body. A Director for a Signatory may be removed or suspended from office only as provided by the law of the Signatory from which he was appointed. The nonfederal appointing authorities shall also appoint an alternate for each Director. In addition, the Administrator of General Services shall also appoint two nonvoting members who shall serve as the alternates for the federal Directors. An alternate Director may act only in the absence of the Director for whom he has been appointed an alternate, except that, in the case of the District of Columbia where only one Director and his alternate are present, such alternate may act on behalf of the absent Director. Each alternate, including the federal nonvoting Directors, shall serve at the pleasure of the appointing authority. In the event of a
WMATA Compact 2 As amended through August 2009
vacancy in the Office of Director or alternate, it shall be filled in the same manner as an original appointment. (b) Before entering upon the duties of his office each Director and alternate Director shall take and subscribe to the following oath (or affirmation) of office or any such other oath or affirmation, if any, as the constitution or laws of the Government he represents shall provide: “I, , hereby solemnly swear (or affirm) that I will support and defend the Constitution of the United States and the Constitution and Laws of the state or political jurisdiction from which I was appointed as a Director (alternate director) of the Board of Washington Metropolitan Area Transit Authority and will faithfully discharge the duties of the office upon which I am about to enter.”
6. Compensation of Directors and Alternates
Members of the Board and alternates shall serve without compensation but may be reimbursed for necessary expenses incurred as an incident to the performance of their duties.
7. Organization and Procedure
The Board shall provide for its own organization and procedure. It shall organize annually by the election of a Chairman and Vice-Chairman from among its members. Meetings of the Board shall be held as frequently as the Board deems that the proper performance of its duties requires and the Board shall keep minutes of its meetings. The Board shall adopt rules and regulations governing its meeting, minutes and transactions.
8. Quorum and Actions by the Board4(8a)
(a) Four Directors or alternates consisting of at least one Director or alternate appointed from each Signatory, shall constitute a quorum and no action by the Board shall be effective unless a majority of the Board present and voting, which majority shall include at least one Director or alternate from each Signatory, concur therein; provided, however, that a plan of financing may be adopted or a mass transit plan adopted, altered, revised or amended by the unanimous vote of the Directors representing any two Signatories. (b) The actions of the Board shall be expressed by motion or resolution. Actions dealing solely with internal management of the Authority shall become effective when directed by the Board, but no other action shall become effective prior to the expiration of thirty days following its adoption; provided, however, that the Board may provide for the acceleration of any action upon a finding that such acceleration is required for the proper and timely performance of its functions.
9. Officers5
(a) The officers of the Authority, none of whom shall be members of the Board, shall consist of a general manager, a secretary, a treasurer, a comptroller, an inspector general, and a general counsel and such other officers as the Board may provide. Except for the office of general manager, inspector general, and comptroller, the Board may consolidate any of
WMATA Compact 3 As amended through August 2009
such other offices in one person. All such officers shall be appointed and may be removed by the Board, shall serve at the pleasure of the Board and shall perform such duties and functions as the Board shall specify. The Board shall fix and determine the compensation to be paid to all officers and, except for the general manager who shall be a full-time employee, all other officers may be hired on a full-time or part-time basis and may be compensated on a salary or fee basis, as the Board may determine. All employees and such officers as the Board may designate shall be appointed and removed by the general manager under such rules of procedure and standards as the Board may determine. (b) The general manager shall be the chief administrative officer of the Authority and, subject to policy direction by the Board, shall be responsible for all activities of the Authority. (c) The treasurer shall be the custodian of the funds of the Authority, shall keep an account of all receipts and disbursements and shall make payments only upon warrants duly and regularly signed by the Chairman or Vice-Chairman of the Board, or other person authorized by the Board to do so, and by the secretary or general manager; provided, however, that the Board may provide that warrants not exceeding such amounts or for such purposes as may from time to time be specified by the Board may be signed by the general manager or by persons designated by him. (d) The inspector general shall report to the Board and head the Office of the Inspector General, an independent and objective unit of the Authority that conducts and supervises audits, program evaluations, and investigations relating to Authority activities; promotes economy, efficiency, and effectiveness in Authority activities; detects and prevents fraud and abuse in Authority activities; and keeps the Board fully and currently informed about deficiencies in Authority activities as well as the necessity for and progress of corrective action. (e) An oath of office in the form set out in Section 5(b) of this Article shall be taken, subscribed and filed with the Board by all appointed officers. (f) Each Director, officer and employee specified by the Board shall give such bond in such form and amount as the Board may require, the premium for which shall be paid by the Authority.
10. Conflict of Interest
(a) No Director, officer or employee shall: (1) be financially interested, either directly or indirectly, in any contract, sale, purchase, lease or transfer of real or personal property to which the Board or the Authority is a party; (2) in connection with services performed within the scope of his official duties, solicit or accept money or any other thing of value in addition to the compensation or expenses paid to him by the Authority; (3) offer money or any thing of value for or in consideration of obtaining an appointment, promotion or privilege in his employment with the Authority. (b) Any Director, officer or employee who shall willfully violate any provision of this section shall, in the discretion of the Board, forfeit his office or employment.
WMATA Compact 4 As amended through August 2009
(c) Any contract or agreement made in contravention of this section may be declared void by the Board. (d) Nothing in this section shall be construed to abrogate or limit the applicability of any federal or State law which may be violated by any action prescribed by this section.
ARTICLE IV—PLEDGE OF COOPERATION
11. Pledge of Cooperation
Each Signatory pledges to each other faithful cooperation in the achievement of the purposes and objects of this Title.
ARTICLE V—GENERAL POWERS
12. Enumeration6(12n)
In addition to the powers and duties elsewhere described in this Title, and except as limited in this Title, the Authority may: (a) Sue and be sued; (b) Adopt and use a corporate seal and alter the same at pleasure; (c) Adopt, amend, and repeal rules and regulations respecting the exercise of the powers conferred by this Title; (d) Construct, acquire, own, operate, maintain, control, sell and convey real and personal property and any interest therein by contract, purchase, condemnation, lease, license, mortgage or otherwise but all of said property shall be located in the Zone and shall be necessary or useful in rendering transit service or in activities incidental thereto; (e) Receive and accept such payments, appropriations, grants, gifts, loans, advances and other funds, properties and services as may be transferred or made available to it by any signatory party, any political subdivision or agency thereof, by the United States, or by any agency thereof, or by any other public or private corporation or individual, and enter into agreements to make reimbursement for all or any part thereof; (f) Enter into and perform contracts, leases and agreements with any person, firm or corporation or with any political subdivision or agency of any signatory party or with the federal government, or any agency thereof, including, but not limited to, contracts or agreements to furnish transit facilities and service; (g) Create and abolish offices, employments and positions (other than those specifically provided for herein) as it deems necessary for the purposes of the Authority, and fix and provide for the qualification, appointment, removal, term, tenure, compensation, pension and retirement rights of its officers and employees without regard to the laws of any of the Signatories; (h) Establish, in its discretion, a personnel system based on merit and fitness and, subject to eligibility, participate in the pension and retirement plans of any Signatory, or political subdivision or agency thereof, upon terms and conditions mutually acceptable; (i) Contract for or employ any professional services; (j) Control and regulate the use of facilities owned or controlled by the Authority, the service to be rendered and the fares and charges to be made therefor;
WMATA Compact 5 As amended through August 2009
(k) Hold public hearings and conduct investigations relating to any matter affecting transportation in the Zone with which the Authority is concerned and, in connection therewith, subpoena witnesses, papers, records and documents; or delegate such authority to any officer. Each Director may administer oaths or affirmations in any proceeding or investigation; (l) Make or participate in studies of all phases and forms of transportation, including transportation vehicle research and development techniques and methods for determining traffic projections, demand motivations, and fiscal research and publicize and make available the results of such studies and other information relating to transportation; and (m) Exercise, subject to the limitations and restrictions herein imposed, all powers reasonably necessary or essential to the declared objects and purposes of this Title.
ARTICLE VI—PLANNING
13. Mass Transit Plan
(a) The Board shall develop and adopt, and may from time to time review and revise, a mass transit plan for the immediate and long-range needs of the Zone. The mass transit plan shall include one or more plans designating (1) the transit facilities to be provided by the Authority, including the locations of terminals, stations, platforms, parking facilities and the character and nature thereof; (2) the design and location of such facilities; (3) whether such facilities are to be constructed or acquired by lease, purchase, or condemnation; (4) a timetable for the provision of such facilities; (5) the anticipated capital costs; (6) estimated operating expenses and revenues relating thereto; and (7) the various other factors and considerations, which, in the opinion of the Board, justify and require the projects therein proposed. Such plan shall specify the type of equipment to be utilized, the areas to be served, the routes and schedules of service expected to be provided and the probable fares and charges therefor. (b) In preparing the mass transit plan, and in any review of revision thereof, the Board shall make full utilization of all data, studies, reports and information available from the National Capital Transportation Agency and from any other agencies of the federal government, and from Signatories and the political subdivisions thereof.
14. Planning Process7(14b)
(a) The mass transit plan, and any revisions, alterations or amendments thereof, shall be coordinated, through the procedures hereinafter set forth, with (1) other plans and programs affecting transportation in the Zone in order to achieve a balanced system of transportation, utilizing each mode to its best advantage; (2) the general plan or plans for the development of the Zone; and (3) the development plans of the various political subdivisions embraced within the Zone. (b) It shall be the duty and responsibility of each member of the Board to serve as liaison between the Board and the body which appointed him to the Board. To provide a framework for regional participation in the planning process, the Board shall create technical committees concerned with planning and collection and analyses of data relative to decision-making in the transportation planning process and the Mayor and
WMATA Compact 6 As amended through August 2009
Council of the District of Columbia, the component governments of the Northern Virginia Transportation District and the Washington Suburban Transit District shall appoint representatives to such technical committees and otherwise cooperate with the Board in the formulation of a mass transit plan, or in revisions, alterations or amendments thereof. (c) The Board, in the preparation, revision, alteration or amendment of a mass transit plan, shall (1) consider data with respect to current and prospective conditions in the Zone, including, without limitation, land use, population, economic factors affecting development plans, goals or objectives for the development of the Zone and the separate political subdivisions, transit demands to be generated by such development, travel patterns, existing and proposed transportation and transit facilities, impact of transit plans on the dislocation of families and businesses, preservation of the beauty and dignity of the Nation’s Capital, factors affecting environmental amenities and aesthetics and financial resources; (2) cooperate with and participate in any continuous, comprehensive transportation planning process cooperatively established by the highway agencies of the Signatories and the local political subdivisions in the Zone to meet the planning standards now or hereafter prescribed by the Federal-Aid Highway Acts; and (3) to the extent not inconsistent with or duplicative of the planning process specified in subparagraph (2) of this paragraph (c), cooperate with the National Capital Planning Commission, the National Capital Regional Planning Council, the Washington Metropolitan Council of Governments, the Washington Metropolitan Area Transit Commission, the highway agencies of the Signatories, the Maryland-National Capital Park and Planning Commission, the Northern Virginia Regional Planning and Economic Development Commission, the Maryland State Planning Department and the Commission of Fine Arts. Such cooperation shall include the creation, as necessary, of technical committees composed of personnel, appointed by such agencies, concerned with planning and collection and analysis of data relative to decision-making in the transportation planning process.
15. Adoption of Mass Transit Plan8
(a) Before a mass transit plan is adopted, altered, revised or amended, the Board shall transmit such proposed plan, alteration, revision or amendment for comment to the following and to such other agencies as the Board shall determine: (1) the Mayor and Council of the District of Columbia, the Northern Virginia Transportation Commission and the Washington Suburban Transit Commission; (2) the governing bodies of the counties and cities embraced within the Zone; (3) the transportation agencies of the Signatories; (4) the Washington Metropolitan Area Transit Commission; (5) the Washington Metropolitan Council of Governments; (6) the National Capital Planning Commission; (7) the National Capital Regional Planning Council; (8) the Maryland-National Capital Park and Planning Commission; (9) the Northern Virginia Regional Planning and Economic Development Commission;
WMATA Compact 7 As amended through August 2009
(10) the Maryland State Planning Department; and (11) the private transit companies operating in the Zone and the Labor Unions representing the employees of such companies and employees of contractors providing services under operating contracts. (b) A copy of the proposed mass transit plan, amendment or revision, shall be kept at the office of the Board and shall be available for public inspection. Information with respect thereto shall be released to the public. After thirty days’ notice published once a week for two successive weeks in one or more newspapers of general circulation within the Zone, a public hearing shall be held with respect to the proposed plan, alteration, revision or amendment. The thirty days’ notice shall begin to run on the first day the notice appears in any such newspaper. The Board shall consider the evidence submitted and statements and comments made at such hearing and may make any changes in the proposed plan, amendment or revision which it deems appropriate and such changes may be made without further hearing.
ARTICLE VII—FINANCING
16. Policy
With due regard for the policy of Congress for financing a mass transit plan for the Zone set forth in Section 204(g) of the National Capital Transportation Act of 1960 (74 Stat. 537), it is hereby declared to be the policy of this Title that, as far as possible, the payment of all costs shall be borne by the persons using or benefiting from the Authority’s facilities and services and any remaining costs shall be equitably shared among the federal, District of Columbia and participating local governments in the Zone. The allocation among such governments of such remaining costs shall be determined by agreement among them and shall be provided in the manner hereinafter specified.
17. Plan of Financing
(a) The Authority, in conformance with said policy, shall prepare and adopt a plan for financing the construction, acquisition and operation of facilities specified in a mass transit plan adopted pursuant to Article VI hereof, or in any alteration, revision or amendment thereof. Such plan of financing shall specify the facilities to be constructed or acquired, the cost thereof, the principal amount of revenue bonds, equipment trust certificates and other evidences of debt proposed to be issued, the principal terms and provisions of all loans and underlying agreements and indentures, estimated operating expenses and revenues and the proposed allocation among the federal, District of Columbia, and participating local governments of the remaining costs and deficits, if any, and such other information as the Commission may consider appropriate. (b) Such plan of financing shall constitute a proposal to the interested governments for financial participation and shall not impose any obligation on any government and such obligations shall be created only as provided in Section 18 of this Article VII.
WMATA Compact 8 As amended through August 2009
18. Commitments for Financial Participation9(18c); 10(18d)
(a) Commitments on behalf of the portion of the Zone located in Virginia shall be by contract or agreement by the Authority with the Northern Virginia Transportation District, or its component governments, as authorized in the Transportation District Act of 1964 (Ch. 631, 1964 Virginia Acts of Assembly), to contribute to the capital required for the construction and/or acquisition of facilities specified in a mass transit plan adopted as provided in Article VI, or any alteration, revision or amendment thereof, and for meeting expenses and obligations in the operation of such facilities. No such contract or agreement, however, shall be entered into by the Authority with the Northern Virginia Transportation District unless said District has entered into the contracts or agreements with its member governments, as contemplated by Section 1(b)(4) of Article 4 of said Act, which contracts or agreements expressly provide that such contracts or agreements shall inure to the benefit of the Authority and shall be enforceable by the Authority in accordance with the provisions of Section 2, Article 5 of said Act, and such contracts or agreements are acceptable to the Board. The General Assembly of Virginia hereby authorizes and designates the Authority as the agency to plan for and provide transit facilities and services for the area of Virginia encompassed within the Zone within the contemplation of Article 1, Section 3(c) of said Act. (b) Commitments on behalf of the portion of the Zone located in Maryland shall be by contract or agreement by the Authority with the Washington Suburban Transit District, pursuant to which the Authority undertakes to provide transit facilities and service in consideration for the agreement by said District to contribute to the capital required for the construction and/or acquisition of facilities specified in a mass transit plan adopted as provided in Article VI, or in any alteration, revision or amendment thereof, and for meeting expenses and obligations incurred in the operation of such facilities. (c) With respect to the District of Columbia and the federal government, the commitment or obligation to render financial assistance shall be created by appropriation or in such other manner, or by such other legislation, as the Congress shall determine. If prior to making such commitment by or on behalf of the District of Columbia, legislation is enacted by the Congress granting the governing body of the District of Columbia plenary power to create obligations and levy taxes, the commitment by the District of Columbia shall be by contract or agreement between the governing body of the District of Columbia and the Authority, pursuant to which the Authority undertakes, subject to the provisions of Section 20 hereof, to provide transit facilities and service in consideration for the undertaking by the District of Columbia to contribute to the capital required for the construction and/or acquisition of facilities specified in a mass transit plan adopted as provided in Article VI, or in any alteration, revision or amendment thereof, and for meeting expenses and obligations incurred in the operation of such facilities. (d) (1) All payments made by the local signatory governments for the Authority for the purpose of matching federal funds appropriated in any given year as authorized under Title VI, Section 601, Pub. L. 110-432 regarding funding of capital and preventative maintenance projects of the Authority shall be made from amounts derived from dedicated funding sources. (2) For the purposes of this paragraph (d), a “dedicated funding source” means any source of funding that is earmarked or required under State or local law to be used to
WMATA Compact 9 As amended through August 2009
match federal appropriations authorized under Title VI, Section 601, Pub. L. 110-432 for payments to the Authority.
19. Administrative Expenses
Prior to the time the Authority has receipts from appropriations and contracts or agreements as provided in Section 18 of this Article VII, the expenses of the Authority for administration and for preparation of a mass transit and financing plan, including all engineering, financial, legal and other services required in connection therewith, shall, to the extent funds for such expenses are not provided through grants by the federal government, be borne by the District of Columbia, by the Washington Suburban Transit District and the component governments of the Northern Virginia Transportation District. Such expenses shall be allocated among such governments on the basis of population as reflected by the latest available population statistics of the Bureau of the Census; provided, however, that upon the request of any Director the Board shall make the allocation upon estimates of population acceptable to the Board. The allocations shall be made by the Board and shall be included in the annual current expense budget prepared by the Board.
20. Acquisition of Facilities From Federal or Other Agencies
(a) The Authority is authorized to acquire by purchase, lease or grant or in any manner other than condemnation, from the federal government, or any agency thereof, from the District of Columbia, Maryland or Virginia, or any political subdivision or agency thereof, any transit and related facilities, including real and personal property and all other assets, located within the Zone, whether in operation or under construction. Such acquisition shall be made upon such terms and conditions as may be agreed upon and subject to such authorization or approval by the Congress and the governing body of the District of Columbia, as may be required; provided, however, that if such acquisition imposes or may impose any further or additional obligation or liability upon the Washington Suburban Transit District, the Northern Virginia Transportation District, or any component government thereof, under any contract with the Authority, the Authority shall not make such acquisition until any such affected contract has been appropriately amended. (b) For such purpose, the Authority is authorized to assume all liabilities and contracts relating thereto, to assume responsibility as primary obligor, endorser or guarantor on any outstanding revenue bonds, equipment trust certificates or other form of indebtedness authorized in this Act issued by such predecessor agency or agencies and, in connection therewith, to become a party to, and assume the obligations of, any indenture or loan agreement underlying or issued in connection with any outstanding securities or debts.
21. Temporary Borrowing11
The Board may borrow, in anticipation of receipts, from any Signatory, the Washington Suburban Transit District, the Northern Virginia Transportation District, or any component government thereof, or from any lending institution for any purposes of this Title, including administrative expenses. Such loans shall be for a term not to exceed two years and such rates of
WMATA Compact 10 As amended through August 2009
interest as shall be acceptable to the Board. The Signatories and any such political subdivision or agency may, in its discretion, make such loans from any available money.
22. Funding
The Board shall not construct or acquire any of the transit facilities specified in a mass transit plan adopted pursuant to the provisions of Article VI of this Title, or in any alteration, revision or amendment thereof, nor make any commitments or incur any obligations with respect thereto until funds are available therefor.
ARTICLE VIII—BUDGET
23. Capital Budget
The Board shall annually adopt a capital budget, including all capital projects it proposes to undertake or continue during the budget period, containing a statement of the estimated cost of each project and the method of financing thereof.
24. Current Expense Budget
The Board shall annually adopt a current expense budget for each fiscal year. Such budget shall include the Board’s estimated expenditures for administration, operation, maintenance and repairs, debt service requirements and payments to be made into any funds required to be maintained. The total of such expenses shall be balanced by the Board’s estimated revenues and receipts from all sources, excluding funds included in the capital budget or otherwise earmarked for other purposes.
25. Adoption and Distribution of Budgets
(a) Following the adoption by the Board of annual capital and current expense budgets, the general manager shall transmit certified copies of such budget to the principal budget officer of the federal government, the District of Columbia, the Washington Suburban Transit District and of the component governments of the Northern Virginia Transportation Commission at such time and in such manner as may be required under their respective budgetary procedures. (b) Each budget shall indicate the amounts, if any, required from the federal government, the government of the District of Columbia, the Washington Suburban Transit District and the component governments of the Northern Virginia Transportation District, determined in accordance with the commitments made pursuant to Article VII, Section 18 of this Title, to balance each of said budgets.
26. Payments
Subject to such review and approval as may be required by their budgetary or other applicable processes, the federal government, the Government of the District of Columbia, the Washington Suburban Transit District and the component governments of the Northern Virginia
WMATA Compact 11 As amended through August 2009
Transportation District shall include in their respective budgets next to be adopted and appropriate or otherwise provide the amounts certified to each of them as set forth in the budgets.
ARTICLE IX—REVENUE BONDS
27. Borrowing Power
The Authority may borrow money for any of the purposes of this Title, may issue its negotiable bonds and other evidences of indebtedness in respect thereto and may mortgage or pledge its properties, revenues and contracts as security therefor. All such bonds and evidences of indebtedness shall be payable solely out of the properties and revenues of the Authority. The bonds and other obligations of the Authority, except as may be otherwise provided in the indenture under which they were issued, shall be direct and general obligations of the Authority and the full faith and credit of the Authority are hereby pledged for the prompt payment of the debt service thereon and for the fulfillment of all other undertakings of the Authority assumed by it to or for the benefit of the holders thereof.
28. Funds and Expenses
The purposes of this Title shall include, without limitation, all costs of any project or facility or any part thereof, including interest during a period of construction and for a period not to exceed two years thereafter and any incidental expenses (legal, engineering, fiscal, financial, consultant and other expenses) connected with issuing and disposing of the bonds; all amounts required for the creation of an operating fund, construction fund, reserve fund, sinking fund or other special fund; all other expenses connected with administration, the planning, design, acquisition, construction, completion, improvement or reconstruction of any facility or any part thereof; and reimbursement of advances by the Board or by others for such purposes and for working capital.
29. Credit Excluded; Officers, State, Political Subdivisions and Agencies
The Board shall have no power to pledge the credit of any signatory party, political subdivision or agency thereof, or to impose any obligation for payment of the bonds upon any signatory party, political subdivision or agency thereof, but may pledge the contracts of such governments and agencies; provided, however, that the bonds may be underwritten in whole or in part as to principal and interest by the United States, or by any political subdivision or agency of any Signatory; provided, further, that any bonds underwritten in whole or in part as to principal and interest by the United States shall not be issued without approval of the Secretary of the Treasury. Neither the Directors nor any person executing the bonds shall be liable personally on the bonds of the Authority or be subject to any personal liability or accountability by reason of the issuance thereof.
30. Funding and Refunding
Whenever the Board deems it expedient, it may fund and refund the bonds and other obligations of the Authority whether or not such bonds and obligations have matured. It may
WMATA Compact 12 As amended through August 2009
provide for the issuance, sale or exchange of refunding bonds for the purpose of redeeming or retiring any bonds (including the payment of any premium, duplicate interest or cash adjustment required in connection therewith) issued by the Authority or issued by any other issuing body, the proceeds of the sale of which have been applied to any facility acquired by the Authority or which are payable out of the revenues of any facility acquired by the Authority. Bonds may be issued partly to refund bonds and other obligations then outstanding, and partly for any other purpose of the Authority. All provisions of this Title applicable to the issuance of bonds are applicable to refunding bonds and to the issuance, sale or exchange thereof.
31. Bonds; Authorization Generally
Bonds and other indebtedness of the Authority shall be authorized by resolution of the Board. The validity of the authorization and issuance of any bonds by the Authority shall not be dependent upon nor affected in any way by: (i) the disposition of bond proceeds by the Board or by contract, commitment or action taken with respect to such proceeds; or (ii) the failure to complete any part of the project for which bonds are authorized to be issued. The Authority may issue bonds in one or more series and may provide for one or more consolidated bond issues, in such principal amounts and with such terms and provisions as the Board may deem necessary. The bonds may be secured by a pledge of all or any part of the property, revenues and franchises under its control. Bonds may be issued by the Authority in such amount, with such maturities and in such denominations and form or forms, whether coupon or registered, as to principal alone or as to both principal and interest, as may be determined by the Board. The Board may provide for redemption of bonds prior to maturity on such notice and at such time or times and with such redemption provisions, including premiums, as the Board may determine.
32. Bonds; Resolutions and Indentures Generally
The Board may determine and enter into indentures or adopt resolutions providing for the principal amount, date or dates, maturities, interest rate, or rates, denominations, form, registration, transfer, interchange and other provisions of the bonds and coupons and the terms and conditions upon which the same shall be executed, issued, secured, sold, paid, redeemed, funded and refunded. The resolution of the Board authorizing any bond or any indenture so authorized under which the bonds are issued may include all such covenants and other provisions not inconsistent with the provisions of this Title, other than any restriction on the regulatory powers vested in the Board by this Title, as the Board may deem necessary or desirable for the issue, payment, security, protection or marketing of the bonds, including without limitation covenants and other provisions as to the rates or amounts of fees, rents and other charges to be charged or made for use of the facilities; the use, pledge, custody, securing, application and disposition of such revenues, of the proceeds of the bonds and of any other moneys or contracts of the Authority; the operation, maintenance, repair and reconstruction of the facilities and the amounts which may be expended therefor; the sale, lease or other disposition of the facilities; the insuring of the facilities and of the revenues derived therefrom; the construction or other acquisition of other facilities; the issuance of additional bonds or other indebtedness; the rights of the bondholders and of any trustee for the bondholders upon default by the Authority or otherwise; and the modification of the provisions of the indenture and of the bonds. Reference on the face of the bonds to such resolution or indenture by its date of adoption or the apparent date
WMATA Compact 13 As amended through August 2009
on the face thereof is sufficient to incorporate all of the provisions thereof and of this Title into the body of the bonds and their appurtenant coupons. Each taker and subsequent holder of the bonds or coupons, whether the coupons are attached to or detached from the bonds, has recourse to all of the provisions of the indenture and of this Title and is bound thereby.
33. Maximum Maturity
No bond or its terms shall mature in more than fifty years from its own date and in the event any authorized issue is divided into two or more series or divisions, the maximum maturity date herein authorized shall be calculated from the date on the face of each bond separately, irrespective of the fact that different dates may be prescribed for the bonds of each separate series or division of any authorized issue.
34. Tax Exemption
All bonds and all other evidences of debt issued by the Authority under the provisions of this Title and the interest thereon shall at all times be free and exempt from all taxation by or under authority of any signatory parties, except for transfer, inheritance and estate taxes.
35. Interest12
Bonds shall bear interest at such rate or rates as may be determined by the Board, payable annually or semiannually.
36. Place of Payment
The Board may provide for the payment of the principal and interest of bonds at any place or places within or without the signatory states, and in any specified lawful coin or currency of the United States of America.
37. Execution13
The Board may provide for the execution and authentication of bonds by the manual, lithographed or printed facsimile signature of members of the Board, and by additional authentication by a trustee or fiscal agent appointed by the Board; provided, however, that one of such signatures shall be manual. If any of the members whose signatures or countersignatures appear upon the bonds or coupons cease to be members before the delivery of the bonds or coupons, their signatures or countersignatures are nevertheless valid and of the same force and effect as if the members had remained in office until the delivery of bonds and coupons.
38. Holding Own Bonds
The Board shall have power out of any funds available therefor to purchase its bonds and may hold, cancel or resell such bonds.
WMATA Compact 14 As amended through August 2009
39. Sale14
The Board may fix terms and conditions for the sale or other disposition of any authorized issue of bonds. The Board may sell bonds at less than their par or face value but no issue of bonds may be sold at an aggregate price below the par or face value thereof if such sale would result in a net interest cost to the Authority calculated upon the entire issue so sold in excess of the applicable rate determined by the Board, payable semiannually, computed with relation to the absolute maturity of the bonds according to standard tables of bond values, deducting the amount of any premiums to be paid on the redemption of any bonds prior to maturity. All bonds issued and sold pursuant to this Title may be sold in such manner, either at public or private sale, as the Board shall determine.
40. Negotiability
All bonds issued under the provision of this Title are negotiable instruments.
41. Bonds Eligible for Investment and Deposit
Bonds issued under the provisions of this Title are hereby made securities in which all public officers and public agencies of the Signatories and their political subdivisions and all banks, trust companies, savings and loan associations, investment companies and others carrying on a banking business, all insurance companies and insurance associations and others carrying on an insurance business, all administrators, executors, guardians, trustees and other fiduciaries, and all other persons may legally and properly invest funds, including capital in their control or belonging to them. Such bonds are hereby made securities which may properly and legally be deposited with and received by any officer of any Signatory, or of any agency or political subdivision of any Signatory, for any purpose for which the deposit of bonds or other obligations of such Signatory is now or may hereafter be authorized by law.
42. Validation Proceedings
Prior to the issuance of any bonds, the Board may institute a special proceeding to determine the legality of proceedings to issue the bonds and their validity under the laws of any of the signatory parties. Such proceeding shall be instituted and prosecuted in rem and the final judgment rendered therein shall be conclusive against all persons whomsoever and against each of the signatory parties.
43. Recording
No indenture need be recorded or filed in any public office, other than the office of the Board. The pledge of revenues provided in any indenture shall take effect forthwith as provided therein and irrespective of the date of receipt of such revenues by the Board or the indenture trustee. Such pledge shall be effective as provided in the indenture without physical delivery of the revenues to the Board or to the indenture trustee.
WMATA Compact 15 As amended through August 2009
44. Pledged Revenues
Bond redemption and interest payments shall, to the extent provided in the resolution or indenture, constitute a first, direct and exclusive charge and lien on all revenues received from the use and operation of the facility, and on any sinking or other funds created therefrom. All such revenues, together with interest thereon, shall constitute a trust fund for the security and payment of such bonds and except as and to the extent provided in the indenture with respect to the payment therefrom of expenses for other purposes including administration, operation, maintenance, improvements or extensions of the facilities or other purposes shall not be used or pledged for any other purpose so long as such bonds, or any of them, are outstanding and unpaid.
45. Remedies
The holder of any bond may for the equal benefit and protection of all holders of bonds similarly situated: (1) by mandamus or other appropriate proceedings require and compel the performance of any of the duties imposed upon the Board or assumed by it, its officers, agents or employees under the provisions of any indenture, in connection with the acquisition, construction, operation, maintenance, repair, reconstruction or insurance of the facilities, or in connection with the collection, deposit, investment, application and disbursement of the revenues derived from the operation and use of the facilities, or in connection with the deposit, investment and disbursement of the proceeds received from the sale of bonds; or (2) by action or suit in a court of competent jurisdiction of any signatory party require the Authority to account as if it were the trustee of an express trust, or enjoin any acts or things which may be unlawful or in violation of the rights of the holders of the bonds. The enumeration of such rights and remedies does not, however, exclude the exercise or prosecution of any other rights or remedies available to the holders of bonds.
ARTICLE X—EQUIPMENT TRUST CERTIFICATES
46. Power
The Board shall have power to execute agreements, leases and equipment trust certificates with respect to the purchase of facilities or equipment such as cars, trolley buses and motor buses, or other craft, in the form customarily used in such cases and appropriate to effect such purchase, and may dispose of such equipment trust certificates in such a manner as it may determine to be for the best interests of the Authority. Each vehicle covered by an equipment trust certificate shall have the name of the owner and lessor plainly marked upon both sides thereof, followed by the words “Owner and Lessor.”
47. Payments
All monies required to be paid by the Authority under the provisions of such agreements, leases and equipment trust certificates shall be payable solely from the revenue to be derived from the operation of the transit system or from such grants, loans, appropriations or other revenues, as may be available to the Board under the provisions of this Title. Payment for such facilities or equipment, or rentals thereof, may be made in installments, and the deferred
WMATA Compact 16 As amended through August 2009
installments may be evidenced by equipment trust certificates as aforesaid, and title to such facilities or equipment may not vest in the Authority until the equipment trust certificates are paid.
48. Procedure
The agreement to purchase facilities or equipment by the Board may direct the vendor to sell and assign the equipment to a bank or trust company, duly authorized to transact business in any of the signatory states, or to the Housing and Home Finance Administrator, as trustee, lessor or vendor, for the benefit and security of the equipment trust certificates and may direct the trustee to deliver the facilities and equipment to one or more designated officers of the Board and may authorize the trustee simultaneously therewith to execute and deliver a lease of the facilities or equipment to the Board.
49. Agreements and Leases
The agreements and leases shall be duly acknowledged before some person authorized by law to take acknowledgments of deeds and in the form required for acknowledgment of deeds and such agreements, leases and equipment trust certificates shall be authorized by resolution of the Board and shall contain such covenants, conditions and provisions as may be deemed necessary or appropriate to insure the payment of the equipment trust certificates from the revenues to be derived from the operation of the transit system and other funds. The covenants, conditions and provisions of the agreements, leases and equipment trust certificates shall not conflict with any of the provisions of any resolution or trust agreement securing the payment of bonds or other obligations of the Authority then outstanding or conflict with or be in derogation of the rights of the holders of any such bonds or other obligations.
50. Law Governing
The equipment trust certificates issued hereunder shall be governed by Laws of the District of Columbia and for this purpose the chief place of business of the Authority shall be considered to be the District of Columbia. The filing of any documents required or permitted to be filed shall be governed by the Laws of the District of Columbia.
ARTICLE XI—OPERATION OF FACILITIES
51. Operation by Contract or Lease15
Any facilities and properties owned or controlled by the Authority may be operated by the Authority directly or by others pursuant to contract or lease as the Board may determine.
52. The Operating Contract
Without limitation upon the right of the Board to prescribe such additional terms and provisions as it may deem necessary and appropriate, the operating contract shall: (a) specify the services and functions to be performed by the Contractor;
WMATA Compact 17 As amended through August 2009
(b) provide that the Contractor shall hire, supervise and control all personnel required to perform the services and functions assumed by it under the operating contract and that all such personnel shall be employees of the Contractor and not of the Authority; (c) require the Contractor to assume the obligations of the labor contract or contracts of any transit company which may be acquired by the Authority and assume the pension obligations of any such transit company; (d) require the Contractor to comply in all respects with the labor policy set forth in Article XIV of this Title; (e) provide that no transfer of ownership of the capital stock, securities or interests in any Contractor, whose principal business is the operating contract, shall be made without written approval of the Board and the certificates or other instruments representing such stock, securities or interests shall contain a statement of this restriction; (f) provide that the Board shall have the sole authority to determine the rates or fares to be charged, the routes to be operated and the service to be furnished; (g) specify the obligations and liabilities which are to be assumed by the Contractor and those which are to be the responsibility of the Authority; (h) provide for an annual audit of the books and accounts of the Contractor by an independent certified public accountant to be selected by the Board and for such other audits, examinations and investigations of the books and records, procedures and affairs of the Contractor at such times and in such manner as the Board shall require, the costs of such audits, examinations and investigations to be borne as agreed by the parties in the operating contract; and (i) provide that no operating contract shall be entered into for a term in excess of five years; provided, that any such contract may be renewed for successive terms, each of which shall not exceed five years. Any such operating contract shall be subject to termination by the Board for cause only.
53. Compensation for Contractor
Compensation to the Contractor under the operating contract may, in the discretion of the Board, be in the form of (1) a fee paid by the Board to the Contractor for services, (2) a payment by the Contractor to the Board for the right to operate the system, or (3) such other arrangement as the Board may prescribe; provided, however, that the compensation shall bear a reasonable relationship to the benefits to the Authority and to the estimated costs the Authority would incur in directly performing the functions and duties delegated under the operating contract; and provided, further, that no such contract shall create any right in the Contractor (1) to make or change any rate or fare or alter or change the service specified in the contract to be provided or (2) to seek judicial relief by any form of original action, review or other proceedings from any rate or fare or service prescribed by the Board. Any assertion, or attempted assertion, by the Contractor of the right to make or change any rate or fare or service prescribed by the Board shall constitute cause for termination of the operating contract. The operating contract may provide incentives for efficient and economical management.
WMATA Compact 18 As amended through August 2009
54. Selection of Contractor
The Board shall enter into an operating contract only after formal advertisement and negotiations with all interested and qualified parties, including private transit companies rendering transit service within the Zone; provided, however, that, if the Authority acquires transit facilities from any agency of the federal or District of Columbia governments, in accordance with the provisions of Article VII, Section 20 of this Title, the Authority shall assume the obligations of any operating contract which the transferor agency may have entered into.
ARTICLE XII—COORDINATION OF PRIVATE AND PUBLIC FACILITIES
55. Declaration of Policy
It is hereby declared that the interest of the public in efficient and economical transit service and in the financial well-being of the Authority and of the private transit companies requires that the public and private segments of the regional transit system be operated, to the fullest extent possible, as a coordinated system without unnecessary duplicating service.
56. Implementation of Policy16(56e)
In order to carry out the legislative policy set forth in Section 55 of this Article XII (a) The Authority— (1) except as herein provided, shall not, directly or through a Contractor, perform transit service by bus or similar motor vehicles; (2) shall, in cooperation with the private carriers and WMATC, coordinate to the fullest extent practicable, the schedules for service performed by its facilities with the schedules for service performed by private carriers; and (3) shall enter into agreements with the private carriers to establish and maintain, subject to approval by WMATC, through routes and joint fares and provide for the division thereof, or, in the absence of such agreements, establish and maintain through routes and joint fares in accordance with orders issued by WMATC directed to the private carriers when the terms and conditions for such through service and joint fares are acceptable to it. (b) The WMATC, upon application, complaint, or upon its own motion, shall— (1) direct private carriers to coordinate their schedules for service with the schedules for service performed by facilities owned or controlled by the Authority; (2) direct private carriers to improve or extend any existing services or provide additional service over additional routes; (3) authorize a private carrier, pursuant to agreement between said carrier and the Authority, to establish and maintain through routes and joint fares for transportation to be rendered with facilities owned or controlled by the Authority if, after hearing held upon reasonable notice, WMATC finds that such through routes and joint fares are required by the public interest; and (4) in the absence of such an agreement with the Authority, direct a private carrier to establish and maintain through routes and joint fares with the Authority, if, after
WMATA Compact 19 As amended through August 2009
hearing held upon reasonable notice, WMATC finds that such through service and joint fares are required by the public interest; provided, however, that no such order, rule or regulation of WMATC shall be construed to require the Authority to establish and maintain any through route and joint fare. (c) WMATC shall not authorize or require a private carrier to render any service, including the establishment or continuation of a joint fare for a through route service with the Authority which is based on a division thereof between the Authority and private carrier which does not provide a reasonable return to the private carrier, unless the carrier is currently earning a reasonable return on its operation as a whole in performing transportation subject to the jurisdiction of WMATC. In determining the issue of reasonable return, WMATC shall take into account any income attributable to the carrier, or to any corporation, firm or association owned in whole or in part by the carrier, from the Authority whether by way of payment for services or otherwise. (d) If the WMATC is unable, through the exercise of its regulatory powers over the private carriers granted in paragraph (b) hereof or otherwise, to bring about the requisite coordination of operations and service between the private carriers and the Authority, the Authority may in the situations specified in paragraph (b) hereof, cause such transit service to be rendered by its Contractor by bus or other motor vehicle, as it shall deem necessary to effectuate the policy set forth in Section 55 hereof. In any such situation, the Authority, in order to encourage private carriers to render bus service to the fullest extent practicable, may, pursuant to agreement, make reasonable subsidy payments to any private carrier. (e) The Authority may acquire the capital stock or the transit facilities of any private transit company and may perform transit service, including service by bus or similar motor vehicle, with transit facilities so acquired, or with transit facilities acquired pursuant to Article VII, Section 20. Upon acquisition of the capital stock or the transit facilities of any private transit company, the Authority shall undertake the acquisition, as soon as possible, of the capital stock or the transit facilities of each of the other private transit companies within the Zone requesting such acquisition. Lack of such request, however, shall not be construed to preclude the Authority from acquiring the capital stock or the transit facilities of any such company pursuant to Section 82 of Article XVI.
57. Rights of Private Carriers Unaffected
Nothing in this Title shall restrict or limit such rights and remedies, if any, that any private carrier may have against the Authority arising out of acts done or actions taken by the Authority hereunder. In the event any court of competent jurisdiction shall determine that the Authority has unlawfully infringed any rights of any private carrier or otherwise caused or permitted any private carrier to suffer legally cognizable injury, damages or harm and shall award a judgment therefor, such judgment shall constitute a lien against any and all of the assets and properties of the Authority.
58. Financial Assistance to Private Carriers
(a) The Board may accept grants from and enter into loan agreements with the Housing and Home Finance Administrator, pursuant to the provisions of the Urban Mass
WMATA Compact 20 As amended through August 2009
Transportation Act of 1964 (78 Stat. 302), or with any successor agency or under any law of similar purport, for the purpose of rendering financial assistance to private carriers. (b) An application by the Board for any such grant or loan shall be based on and supported by a report from WMATC setting forth for each private carrier to be assisted (1) the equipment and facilities to be acquired, constructed, reconstructed or improved, (2) the service proposed to be rendered by such equipment and facilities, (3) the improvement in service expected from such facilities and equipment, (4) how the use of such facilities and equipment will be coordinated with the transit facilities owned by the Authority, (5) the ability of the affected private carrier to repay any such loans or grants and (6) recommended terms for any such loans or grants. (c) Any equipment or facilities acquired, constructed, reconstructed or improved with the proceeds of such grants or loans shall be owned by the Authority and may be made available to private carriers only by lease or other agreement which contain provisions acceptable to the Housing and Home Finance Administrator assuring that the Authority will have satisfactory continuing control over the use of such facilities and equipment.
ARTICLE XIII—JURISDICTION; RATES AND SERVICE
59. Washington Metropolitan Area Transit Commission
Except as provided herein, this Title shall not affect the functions and jurisdiction of WMATC, as granted by Titles I and II of this Compact, over the transportation therein specified and the persons engaged therein and the Authority shall have no jurisdiction with respect thereto.
60. Public Facilities
Service performed by transit facilities owned or controlled by the Authority, and the rates and fares to be charged for such service, shall be subject to the sole and exclusive jurisdiction of the Board and, notwithstanding any other provision in this Compact contained, WMATC shall have no authority with respect thereto, or with respect to any contractor in connection with the operation by it of transit facilities owned or controlled by the Authority. The determinations of the Board with respect to such matters shall not be subject to judicial review nor to the processes of any court.
61. Standards
Insofar as practicable, and consistent with the provision of adequate service at reasonable fares, the rates and fares and service shall be fixed by the Board so as to result in revenues which will: (a) pay the operating expenses and provide for repairs, maintenance and depreciation of the transit systems owned or controlled by the Authority; (b) provide for payment of all principal and interest on outstanding revenue bonds and other obligations and for payment of all amounts to sinking funds and other funds as may be required by the terms of any indenture or loan agreement;
WMATA Compact 21 As amended through August 2009
(c) provide for the purchase, lease or acquisition of rolling stock, including provisions for interest, sinking funds, reserve funds or other funds required for payment of any obligations incurred by the Authority for the acquisition of rolling stock; and (d) provide funds for any purpose the Board deems necessary and desirable to carry out the purposes of this Title.
62. Hearings17
(a) The Board shall not raise any fare or rate, nor implement a major service reduction, except after holding a public hearing with respect thereto. (b) Any Signatory, any political subdivision thereof, any agency of the federal government and any person, firm or association served by or using the transit facilities of the Authority and any private carrier may file a request with the Board for a hearing with respect to any rates or charges made by the Board or any service rendered with the facilities owned or controlled by the Authority. Such request shall be in writing, shall state the matter on which a hearing is requested and shall set forth clearly the matters and things on which the request relies. As promptly as possible after such a request is filed, the Board, or such officer or employee as it may designate, shall confer with the protestant with respect to the matters complained of. After such conference, the Board, if it deems the matter meritorious and of general significance, may call a hearing with respect to such request. (c) The Board shall give at least fifteen days’ notice for all public hearings. The notice shall be given by publication in a newspaper of daily circulation throughout the Transit Zone and such notice shall be published once a week for two successive weeks. The notice period shall start with the first day of publication. Notices of public hearings shall be posted in accordance with regulations promulgated by the Board. (d) Prior to calling a hearing on any matter specified in this section, the Board shall prepare and file at its main office and keep open for public inspection its report relating to the proposed action to be considered at such hearing. Upon receipt by the Board of any report submitted by WMATC, in connection with a matter set for hearing, pursuant to the provisions of Section 63 of this Article XIII, the Board shall file such report at its main office and make it available for public inspection. For hearings called by the Board pursuant to paragraph (b), above, the Board also shall cause to be lodged and kept open for public inspection the written request upon which the hearing is granted and all documents filed in support thereof.
63. Reference of Matters to WMATC
To facilitate the attainment of public policy objectives for operation of the publicly and privately owned or controlled transit facilities as stated in Article XII, Section 55, prior to the hearings provided for by Section 62 hereof— (a) The Board shall refer to WMATC for its consideration and recommendations, any matter which the Board considers may affect the operation of the publicly and privately owned or controlled transit facilities as a coordinated regional transit system and any matter for which the Board has called a hearing, pursuant to Section 62 of this Article XIII, except
WMATA Compact 22 As amended through August 2009
that temporary or emergency changes in matters affecting service shall not be referred; and (b) WMATC, upon such reference of any matter to it, shall give the referred matter preference over any other matters pending before it and shall, as expeditiously as practicable, prepare and transmit its report thereon to the Board. The Board may request WMATC to reconsider any part of its report or to make any supplemental reports it deems necessary. All of such reports shall be advisory only. (c) Any report submitted by WMATC to the Board shall consider, without limitation, the probable effect of the matter or proposal upon the operation of the publicly and privately owned or controlled transit facilities as a coordinated regional system, passenger movements, fare structures, service and the impact on the revenues of both the public and private facilities.
ARTICLE XIV—LABOR POLICY
64. Construction
The Board shall take such action as may be necessary to insure that all laborers and mechanics employed by contractors or subcontractors in the construction, alteration or repair, including painting and decorating, of projects, buildings and works which are undertaken by the Authority or are financially assisted by it, shall be paid wages at rates not less than those prevailing on similar construction in the locality as determined by the Secretary of Labor in accordance with the Davis-Bacon Act, as amended (40 U.S.C. 276a-276a-5), and every such employee shall receive compensation at a rate not less than one and one-half times his basic rate of pay for all hours worked in any workweek in excess of eight hours in any workday or forty hours in any workweek, as the case may be. A provision stating the minimum wages thus determined and the requirement that overtime be paid as above provided shall be set out in each project advertisement for bids and in each bid proposal form and shall be made a part of the contract covering the project, which contract shall be deemed to be a contract of the character specified in Section 103 of the Contract Work Hours Standards Act (76 Stat. 357), as now or as may hereafter be in effect. The Secretary of Labor shall have, with respect to the administration and enforcement of the labor standards specified in this provision, the supervisory, investigatory and other authority and functions set forth in Reorganization Plan No. 14 of 1950 (15 F.R. 3176, 64 Stat. 1267, 5 U.S.C. 133z-15), and section 2 of the Act of June 13, 1934, as amended (48 Stat. 948, as amended; 40 U.S.C. 276(c)). The requirements of this section shall also be applicable with respect to the employment of laborers and mechanics in the construction, alteration or repair, including painting and decorating, of the transit facilities owned or controlled by the Authority where such activities are performed by a contractor pursuant to agreement with the operator of such facilities.
65. Equipment and Supplies
Contracts for the manufacture or furnishing of materials, supplies, articles and equipment shall be subject to the provisions of the Walsh-Healey Public Contracts Act (41 U.S.C. 35 et seq.), as now or as may hereafter be in effect.
WMATA Compact 23 As amended through August 2009
66. Operations18
(a) The rights, benefits and other employee protective conditions and remedies of section 13(c) of the Urban Mass Transportation Act of 1964, as amended (49 U.S.C. 1609(c)), as determined by the Secretary of Labor, shall apply to the operation by the Washington Metropolitan Area Transit Authority of any mass transit facilities owned or controlled by it and to any contract or other arrangement for the operation of transit facilities. Whenever the Authority shall operate any transit facility or enter into any contractual or other arrangements for the operation of such transit facility the Authority shall extend to employees of affected mass transportation systems first opportunity for transfer and appointment as employees of the Authority in accordance with seniority, in any nonsupervisory job in respect to such operations for which they can qualify after a reasonable training period. Such employment shall not result in any worsening of the employee’s position in his former employment nor any loss of wages, hours, working conditions, seniority, fringe benefits and rights and privileges pertaining thereto. (b) The Authority shall deal with and enter into written contracts with employees as defined in section 152 of Title 29, United States Code, through accredited representatives of such employees or representatives of any labor organization authorized to act for such employees concerning wages, salaries, hours, working conditions and pension or retirement provisions. (c) In case of any labor dispute involving the Authority and such employees where collective bargaining does not result in agreement, the Authority shall submit such dispute to arbitration by a board composed of three persons, one appointed by the Authority, one appointed by the labor organization representing the employees, and a third member to be agreed upon by the labor organization and the Authority. The member agreed upon by the labor organization and the Authority shall act as chairman of the board. The determination of the majority of the board of arbitration, thus established shall be final and binding on all matters in dispute. If after a period of ten days from the date of the appointment of the two arbitrators representing the Authority and the labor organization, the third arbitrator has not been selected, then either arbitrator may request the Federal Mediation and Conciliation Service to furnish a list of five persons from which the third arbitrator shall be selected. The arbitrators appointed by the Authority and the labor organization, promptly after the receipt of such list shall determine by lot the order of elimination, and thereafter each shall in that order alternatively eliminate one name until only one name remains. The remaining person on the list shall be the third arbitrator. The term “labor dispute” shall be broadly construed and shall include any controversy concerning wages, salaries, hours, working conditions, or benefits including health and welfare, sick leave, insurance or pension or retirement provisions but not limited thereto, and including any controversy concerning any differences or questions that may arise between the parties including but not limited to the making or maintaining of collective bargaining agreements, the terms to be included in such agreements, and the interpretation or application of such collective bargaining agreements and any grievance that may arise and questions concerning representation. Each party shall pay one-half of the expenses of such arbitration. (d) The Authority is hereby authorized and empowered to establish and maintain a system of pensions and retirement benefits for such officers and employees of the Authority as may
WMATA Compact 24 As amended through August 2009
be designated or described by resolution of the Authority; to fix the terms of and restrictions on admission to such system and the classifications therein; to provide that persons eligible for admission in such pension system shall not be eligible for admission to, or receive any benefits from, any other pension system (except Social Security benefits), which is financed or funded, in whole or in part, directly or indirectly by funds paid or appropriated by the Authority to such other pension system, and to provide in connection with such pension system, a system of benefits payable to the beneficiaries and dependents of any participant in such pension system after the death of such participant (whether accidental or otherwise, whether occurring in the actual performance of duty or otherwise, or both) subject to such exceptions, conditions, restrictions and classifications as may be provided by resolution of the Authority. Such pension system shall be financed or funded by such means and in such manner as may be determined by the Authority to be economically feasible. Unless the Authority shall otherwise determine, no officer or employee of the Authority and no beneficiary or dependent of any such officer or employee shall be eligible to receive any pension or retirement or other benefits both from or under any such pension system and from or under any pension or retirement system established by an acquired transportation system or established or provided for, by or under the provisions of any collective bargaining agreement between the Authority and the representatives of its employees. (e) Whenever the Authority acquires existing transit facilities from a public or privately owned utility either in proceeding by eminent domain or otherwise, the Authority shall assume and observe all existing labor contracts and pension obligations. When the Authority acquires an existing transportation system, all employees who are necessary for the operation thereof by the Authority shall be transferred to and appointed as employees of the Authority, subject to all the rights and benefits of this Title. These employees shall be given seniority credit and sick leave, vacation, insurance and pension credits in accordance with the records or labor agreements from the acquired transportation system. Members and beneficiaries of any pension or retirement system or other benefits established by the acquired transportation system shall continue to have rights, privileges, benefits, obligations and status with respect to such established system. The Authority shall assume the obligations of any transportation system acquired by it with regard to wages, salaries, hours, working conditions, sick leave, health and welfare and pension or retirement provisions for employees. It shall assume the provisions of any collective bargaining agreement between such acquired transportation system and the representatives of its employees. The Authority and the employees, through their representatives for collective bargaining purposes, shall take whatever action may be necessary to have pension trust funds presently under the joint control of the acquired transportation system and the participating employees through their representative transferred to the trust fund to be established, maintained and administered jointly by the Authority and the participating employees through their representatives. No employee of any acquired transportation system who is transferred to a position with the Authority shall by reason of such transfer be placed in any worse position with respect to workmen’s compensation, pension, seniority, wages, sick leave, vacation, health and welfare insurance or any other benefits, than he enjoyed as an employee of such acquired transportation system.
WMATA Compact 25 As amended through August 2009
ARTICLE XV—RELOCATION ASSISTANCE
67. Relocation Program and Payments
Section 7 of the Urban Mass Transportation Act of 1964, and as the same may from time to time be amended, and all regulations promulgated thereunder, are hereby made applicable to individuals, families, business concerns and non-profit organizations displaced from real property by actions of the Authority without regard to whether financial assistance is sought by or extended to the Authority under any provision of that Act; provided, however, that in the event real property is acquired for the Authority by an agency of the federal government, or by a State or local agency or instrumentality, the Authority is authorized to reimburse the acquiring agency for relocation payments made by it.
68. Relocation of Public or Public Utility Facilities
Notwithstanding the provisions of Section 67 of this Article XV, any highway or other public facility or any facilities of a public utility company which will be dislocated by reason of a project deemed necessary by the Board to effectuate the authorized purposes of this Title shall be relocated if such facilities are devoted to a public use, and the reasonable cost of relocation, if substitute facilities are necessary, shall be paid by the Board from any of its monies.
ARTICLE XVI—GENERAL PROVISIONS
69. Creation and Administration of Funds19
(a) The Board may provide for the creation and administration of such funds as may be required. The funds shall be disbursed in accordance with rules established by the Board and all payments from any fund shall be reported to the Board. Monies in such funds and other monies of the Authority shall be deposited, as directed by the Board, in any branch or subsidiary of any state or national bank which has operations within the Zone, and having a total paid-in capital of at least one million dollars ($1,000,000). The trust department of any state or national bank may be designated as a depositary to receive any securities acquired or owned by the Authority. The restriction with respect to paid-in capital may be waived for any such bank which agrees to pledge federal securities to protect the funds and securities of the Authority in such amounts and pursuant to such arrangements as may be acceptable to the Board. (b) Any monies of the Authority may, in the discretion of the Board and subject to any agreement or covenant between the Authority and the holders of any of its obligations limiting or restricting classes of investments, be invested in: (1) Direct obligations of or obligations guaranteed by the United States of America; (2) Bonds, debentures, notes or other evidences of indebtedness issued by agencies of the United States of America, including but not limited to the following: Bank for Cooperatives; Federal Intermediate Credit Banks; Federal Home Loan Bank System; Export-Import Bank of the United States; Federal Land Banks; Federal National Mortgage Association; Student Loan Marketing Association; Government National Mortgage Association; Tennessee Valley Authority; or United States Postal Service;
WMATA Compact 26 As amended through August 2009
(3) Securities that qualify as lawful investments and may be accepted as security for fiduciary, trust and public funds under the control of the United States or any officer or officers thereof, or securities eligible as collateral for deposits of monies of the United States, including United States Treasury tax and loan accounts; (4) Domestic and Eurodollar certificates of deposits; and (5) Bonds, debentures, notes or other evidences of indebtedness issued by a domestic corporation, such as a corporation organized under the laws of one of the states of the United States, provided that such obligations are nonconvertible and at the time of their purchase are rated in the highest rating categories by a nationally recognized bond rating agency.
70. Annual Independent Audit20(70a)
(a) As soon as practical after the closing of the fiscal year, an audit shall be made of the financial accounts of the Authority. The audit shall be made by qualified certified public accountants selected by the Board, who shall have no personal interest direct or indirect in the financial affairs of the Authority or any of its officers or employees. The report of audit shall be prepared in accordance with generally accepted auditing principles and shall be filed with the Chairman and other officers as the Board shall direct. Copies of the report shall be distributed to each Director, to the Congress, to the Mayor and Council of the District of Columbia, to the Governors of Virginia and Maryland, to the Washington Suburban Transit Commission, to the Northern Virginia Transportation Commission and to the governing bodies of the political subdivisions located within the Zone which are parties to commitments for participation in the financing of the Authority and shall be made available for public distribution. (b) The financial transactions of the Board shall be subject to audit by the United States General Accounting Office in accordance with the principles and procedures applicable to commercial corporate transactions and under such rules and regulations as may be prescribed by the Comptroller General of the United States. The audit shall be conducted at the place or places where the accounts of the Board are kept. (c) Any Director, officer or employee who shall refuse to give all required assistance and information to the accountants selected by the Board or who shall refuse to submit to them for examination such books, documents, records, files, accounts, papers, things or property as may be requested shall, in the discretion of the Board forfeit his office.
71. Reports
The Board shall make and publish an annual report on its programs, operations and finances, which shall be distributed in the same manner provided by Section 70 of this Article XVI for the report of annual audit. It may also prepare, publish and distribute such other public reports and informational materials as it may deem necessary or desirable.
72. Insurance
The Board may self-insure or purchase insurance and pay the premiums therefor against loss or damage to any of its properties; against liability for injury to persons or property; and against
WMATA Compact 27 As amended through August 2009
loss of revenue from any cause whatsoever. Such insurance coverage shall be in such form and amount as the Board may determine, subject to the requirements of any agreement arising out of issuance of bonds or other obligations by the Authority.
73. Contracting and Purchasing21
(a)(1) Except as provided in subsections (b), (c) and (f) of this section, and except in the case of procurement procedures otherwise expressly authorized by statute, the Authority in conducting a procurement of property, services or construction shall: (A) obtain full and open competition through the use of competitive procedures in accordance with the requirements of this section; and (B) use the competitive procedure or combination of competitive procedures that is best suited under the circumstances of the procurement. (2) In determining the competitive procedure appropriate under the circumstances, the Authority shall: (A) solicit sealed bids if: (i) time permits the solicitation, submission and evaluation of sealed bids; (ii) the award will be made on the basis of price and other price-related factors; (iii)it is not necessary to conduct discussions with the responding sources about their bids; and (iv) there is a reasonable expectation of receiving more than one sealed bid; or (B) request competitive proposals if sealed bids are not appropriate under clause (A) of this paragraph. (b) The Authority may provide for the procurement of property, services or construction covered by this section using competitive procedures but excluding a particular source in order to establish or maintain an alternative source or sources of supply for that property, service or construction if the Authority determines that excluding the source would increase or maintain competition and would likely result in reduced overall costs for procurement of property, services or construction. (c) The Authority may use procedures other than competitive procedures if: (1) the property, services or construction needed by the Authority is available from only one responsible source and no other type of property, services or construction will satisfy the needs of the Authority; or (2) the Authority’s need for the property, services or construction is of such an unusual and compelling urgency that the Authority would be seriously injured unless the Authority limits the number of sources from which it solicits bids or proposals; or (3) the Authority determines that it is necessary in the public interest to use procedures other than competitive procedures in the particular procurement; or (4) the property or services can be obtained through federal or other governmental sources at reasonable prices. (d) For the purpose of applying subsection (c)(1) of this section: (1) in the case of a contract for property, services or construction to be awarded on the basis of acceptance of an unsolicited proposal, the property, services or construction shall be deemed to be available from only one responsible source if the source has submitted an unsolicited proposal that demonstrates a concept:
WMATA Compact 28 As amended through August 2009
(A) that is unique and innovative or, in the case of a service, for which the source demonstrates a unique capability to provide the service; and (B) the substance of which is not otherwise available to the Authority and does not resemble the substance of a pending competitive procurement. (2) in the case of a follow-on contract for the continued development or production of a major system or highly specialized equipment or the continued provision of highly specialized services, the property, services or construction may be deemed to be available from only the original source and may be procured through procedures other than competitive procedures if it is likely that award to a source other than the original source would result in: (A) substantial duplication of cost to the Authority that is not expected to be recovered through competition; or (B) unacceptable delays in fulfilling the Authority’s needs. (e) If the Authority uses procedures other than competitive procedures to procure property, services or construction under subsection (c)(2) of this section, the Authority shall request offers from as many potential sources as is practicable under the circumstances. (f) (1) To promote efficiency and economy in contracting, the Authority may use simplified acquisition procedures for purchases of property, services and construction. (2) For the purposes of this subsection, simplified acquisition procedures may be used for purchases for an amount that does not exceed the simplified acquisition threshold adopted by the federal government. (3) A proposed purchase or contract for an amount above the simplified acquisition threshold may not be divided into several purchases or contracts for lesser amounts in order to use the procedures under paragraph (1) of this subsection. (4) In using simplified acquisition procedures, the Authority shall promote competition to the maximum extent practicable. (g) The Board shall adopt policies and procedures to implement this section. The policies and procedures shall provide for publication of notice of procurements and other actions designed to secure competition where competitive procedures are used. (h) The Authority in its discretion may reject any and all bids or proposals received in response to a solicitation.
74. Rights of Way
The Board is authorized to locate, construct and maintain any of its transit and related facilities in, upon, over, under or across any streets, highways, freeways, bridges and any other vehicular facilities, subject to the applicable laws governing such use of such facilities by public agencies. In the absence of such laws, such use of such facilities by the Board shall be subject to such reasonable conditions as the highway department or other affected agency of a signatory party may require; provided, however, that the Board shall not construct or operate transit or related facilities upon, over or across any parkways or park lands without the consent of, and except upon the terms and conditions required by, the agency having jurisdiction with respect to such parkways and park lands, but may construct or operate such facilities in a subway under such parkways or park lands upon such reasonable terms and conditions as may be specified by the agency having jurisdiction with respect thereto.
WMATA Compact 29 As amended through August 2009
75. Compliance with Laws, Regulations and Ordinances
The Board shall comply with all laws, ordinances and regulations of the Signatories and political subdivisions and agencies thereof with respect to use of streets, highways and all other vehicular facilities, traffic control and regulation, zoning, signs and buildings.
76. Police22(76a & c); 23(76b & e)
(a) The Authority is authorized to establish and maintain a regular police force, to be known as the Metro Transit Police, to provide protection for its patrons, personnel, and transit facilities. The Metro Transit Police shall have the powers and duties and shall be subject to the limitations set forth in this section. It shall be composed of both uniformed and plainclothes personnel and shall be charged with the duty of enforcing the laws of the Signatories, and the laws, ordinances and regulations of the political subdivisions thereof in the Transit Zone, and the rules and regulations of the Authority. The jurisdiction of the Metro Transit Police shall be limited to all the transit facilities (including bus stops) owned, controlled or operated by the Authority, but this restriction shall not limit the power of the Metro Transit Police to make arrests in the Transit Zone for violations committed upon, to or against such transit facilities committed from within or outside such transit facilities, while in hot or close pursuit or to execute traffic citations and criminal process in accordance with subsection (c) below. The members of the Metro Transit Police shall have concurrent jurisdiction in the performance of their duties with the duly constituted law enforcement agencies of the Signatories and of the political subdivisions thereof in which any transit facility of the Authority is located or in which the Authority operates any transit service. Nothing contained in this section shall either relieve any Signatory or political subdivision or agency thereof from its duty to provide police, fire and other public safety service and protection, or limit, restrict or interfere with the jurisdiction of or the performance of duties by the existing police, fire and other public safety agencies. For purposes of this section, “bus stop” means that area within 150 feet of a metrobus bus stop sign, excluding the interior of any building not owned, controlled or operated by the Washington Metropolitan Area Transit Authority. (b) A member of the Metro Transit Police shall have the same powers, including the power of arrest, and shall be subject to the same limitations, including regulatory limitations, in the performance of his duties as a member of the duly constituted police force of the political subdivision in which the Metro Transit Police member is engaged in the performance of his duties. A member of the Metro Transit Police is authorized to carry and use only such weapons, including handguns, as are issued by the Authority. A member of the Metro Transit Police is subject to such additional limitations in the use of weapons as are imposed on the duly constituted police force for the political subdivision in which he is engaged in the performance of his duties. (c) Members of the Metro Transit Police shall have power to execute on the transit facilities owned, controlled or operated by the Authority any traffic citation or any criminal process issued by any court of any Signatory or of any political subdivision of a Signatory, for any felony, misdemeanor or other offense against the laws, ordinances, rules or regulations specified in subsection (a). However, with respect to offenses committed upon, to, or against the transit facilities owned, controlled or operated by the
WMATA Compact 30 As amended through August 2009
Authority, the Metro Transit Police shall have power to execute criminal process within the Transit Zone. (d) Upon the apprehension or arrest of any person by a member of the Metro Transit Police pursuant to the provisions of subsection (b), the officer, as required by law of the place of apprehension or arrest, shall either issue a summons or a citation against the person, book the person, or deliver the person to the duly constituted police or judicial officer of the Signatory or political subdivision where the apprehension or arrest is made, for disposition as required by law. (e) The Authority shall have the power to adopt rules and regulations for the safe, convenient and orderly use of the transit facilities owned, controlled or operated by the Authority, including the payment and the manner of the payment of fares or charges therefor, the protection of the transit facilities, the control of traffic and parking upon the transit facilities, and the safety and protection of the riding public. In the event that any such rules and regulations contravene the laws, ordinances, rules or regulations of a Signatory or any political subdivision thereof which are existing or subsequently enacted, these laws, ordinances, rules or regulations of the Signatory or the political subdivision shall apply and the conflicting rule or regulation, or portion thereof, of the Authority shall be void within the jurisdiction of that Signatory or political subdivision. In all other respects, the rules and regulations of the Authority shall be uniform throughout the Transit Zone. The rules or regulations established under this subsection shall be adopted by the Board following public hearings held in accordance with section 62(c) and (d) of this Compact. The final regulation shall be published in a newspaper of general circulation within the Zone at least 15 days before its effective date. Any person violating any rule or regulation of the Authority shall be subject to arrest and, upon conviction by a court of competent jurisdiction, shall pay a fine of not more than $250 and costs. Criminal violations of any rule or regulation of the Authority shall be prosecuted by the Signatory or political subdivision in which the violation occurred, in the same manner by which violations of law, ordinances, rules and regulations of the Signatory or political subdivision are prosecuted. (f) With respect to members of the Metro Transit Police, the Authority shall (1) establish classifications based on the nature and scope of duties, and fix and provide for their qualifications, appointment, removal, tenure, term, compensation, pension and retirement benefits; (2) provide for their training and for this purpose, the Authority may enter into contracts or agreements with any public or private organization engaged in police training, and this training and the qualifications of the uniformed and plainclothes personnel shall at least equal the requirements of each Signatory and of the political subdivisions therein in the Transit Zone for their personnel performing comparable duties; and (3) prescribe distinctive uniforms to be worn. (g) The Authority shall have the power to enter into agreements with the Signatories, the political subdivisions thereof in the Transit Zone, and public safety agencies located therein, including those of the federal government, for the delineation of the functions and responsibilities of the Metro Transit Police and the duly constituted police, fire and other public safety agencies, and for mutual assistance.
WMATA Compact 31 As amended through August 2009
(h) Before entering upon the duties of office, each member of the Metro Transit Police shall take or subscribe to an oath or affirmation, before a person authorized to administer oaths, faithfully to perform the duties of that office.
77. Exemption from Regulation
Except as otherwise provided in this Title, any transit service rendered by transit facilities owned or controlled by the Authority and the Authority or any corporation, firm or association performing such transit service pursuant to an operating contract with the Authority, shall, in connection with the performance of such service, be exempt from all laws, rules, regulations and orders of the Signatories and of the United States otherwise applicable to such transit service and persons, except that laws, rules, regulations and orders relating to inspection of equipment and facilities, safety and testing shall remain in force and effect; provided, however, that the Board may promulgate regulations for the safety of the public and employees not inconsistent with the applicable laws, rules, regulations or orders of the Signatories and of the United States.
78. Tax Exemption
It is hereby declared that the creation of the Authority and the carrying out of the corporate purposes of the Authority is in all respects for the benefit of the people of the signatory states and is for a public purpose and that the Authority and the Board will be performing an essential government function, including, without limitation, proprietary, governmental and other functions, in the exercise of the powers conferred by this Title. Accordingly, the Authority and the Board shall not be required to pay taxes or assessments upon any of the property acquired by it or under its jurisdiction, control, possession or supervision or upon its activities in the operation and maintenance of any transit facilities or upon any revenues therefrom and the property and income derived therefrom shall be exempt from all federal, state, District of Columbia, municipal and local taxation. This exemption shall include, without limitation, all motor vehicle license fees, sales taxes and motor fuel taxes.
79. Reduced Fares24
The District of Columbia, the Northern Virginia Transportation District, the Washington Suburban Transit District and the component governments thereof, may enter into contracts or agreements with the Authority to make equitable payments for fares lower than those established by the Authority pursuant to the provisions of Article XIII hereof for any specified class or category of riders.
80. Liability for Contracts and Torts
The Authority shall be liable for its contracts and for its torts and those of its Directors, officers, employees and agent committed in the conduct of any proprietary function, in accordance with the law of the applicable Signatory (including rules on conflict of laws), but shall not be liable for any torts occurring in the performance of a governmental function. The exclusive remedy for such breach of contracts and torts for which the Authority shall be liable, as herein provided, shall be by suit against the Authority. Nothing contained in this Title shall be
WMATA Compact 32 As amended through August 2009
construed as a waiver by the District of Columbia, Maryland, Virginia and the counties and cities within the Zone of any immunity from suit.
81. Jurisdiction of Courts25
The United States District Courts shall have original jurisdiction, concurrent with the Courts of Maryland, Virginia and the District of Columbia, of all actions brought by or against the Authority and to enforce subpoenas issued under this Title. Any such action initiated in a State or District of Columbia Court shall be removable to the appropriate United States District Court in the manner provided by Act of June 25, 1948, as amended (28 U.S.C. 1446).
82. Condemnation26(82a)
(a) The Authority shall have the power to acquire by condemnation, whenever in its opinion it is necessary or advantageous to the Authority to do so, any real or personal property, or any interest therein, necessary or useful for the transit system authorized herein, except property owned by the United States, by a Signatory, or any political subdivision thereof, whenever such property cannot be acquired by negotiated purchase at a price satisfactory to the Authority. (b) Proceedings for the condemnation of property in the District of Columbia shall be instituted and maintained under the Act of December 23, 1963 (77 Stat. 577-581, D.C. Code 1961, Supp. IV, Sections 1351-1368). Proceedings for the condemnation of property located elsewhere within the Zone shall be instituted and maintained, if applicable, pursuant to the provisions of the Act of August 1, 1888, as amended (25 Stat. 357, 40 U.S.C. 257) and the Act of June 25, 1948 (62 Stat. 935 and 937, 28 U.S.C. 1358 and 1403) or any other applicable act; provided, however, that if there is no applicable federal law, condemnation proceedings shall be in accordance with the provisions of the state law of the Signatory in which the property is located governing condemnation by the highway agency of such State. Whenever the words “real property,” “realty,” “land,” “easement,” “right-of-way,” or words of similar meaning are used in any applicable federal or state law relating to procedure, jurisdiction and venue, they shall be deemed, for the purpose of this Title, to include any personal property authorized to be acquired hereunder. (c) Any award or compensation for the taking of property pursuant to this Title shall be paid by the Authority, and none of the signatory parties nor any other agency, instrumentality or political subdivision thereof shall be liable for such award or compensation.
83. Enlargement and Withdrawal; Duration
(a) When advised in writing by the Northern Virginia Transportation Commission or the Washington Suburban Transit Commission that the geographical area embraced therein has been enlarged, the Board, upon such terms and conditions as it may deem appropriate, shall by resolution enlarge the Zone to embrace the additional area. (b) The duration of this Title shall be perpetual but any Signatory thereto may withdraw therefrom upon two years’ written notice to the Board.
WMATA Compact 33 As amended through August 2009
(c) The withdrawal of any Signatory shall not relieve such Signatory, any transportation district, county or city or other political subdivision thereof from any obligation to the Authority, or inuring to the benefit of the Authority, created by contract or otherwise.
84. Amendments and Supplements27
Amendments and supplements to this Title to implement the purposes thereof may be adopted by legislative action of any of the signatory parties concurred in by all of the others. When one Signatory adopts an amendment or supplement to an existing section of the Compact, that amendment shall not be immediately effective, and the previously enacted provision or provisions shall remain in effect in each jurisdiction until the amendment or supplement is approved by the other Signatories and is consented to by Congress.
85. Construction and Severability
The provisions of this Title and of the agreements thereunder shall be severable and if any phrase, clause, sentence or provision of this Title or any such agreement is declared to be unconstitutional or the applicability thereof to any signatory party, political subdivision or agency thereof is held invalid, the constitutionality of the remainder of this Title or any such agreement and the applicability thereof to any other signatory party, political subdivision or agency thereof or circumstance shall not be affected thereby. It is the legislative intent that the provisions of this Title be reasonably and liberally construed.
86. Effective Date; Execution28
This Title shall be adopted by the Signatories in the manner provided by law therefor and shall be signed and sealed in four duplicate original copies. One such copy shall be filed with the Secretary of State of each of the signatory parties or in accordance with laws of the State in which the filing is made, and one copy shall be filed and retained in the archives of the Authority upon its organization. This Title shall become effective ninety days after the enactment of concurring legislation by or on behalf of the District of Columbia, Maryland and Virginia and consent thereto by the Congress and all other acts or actions have been taken, including the signing and execution of the Title by the Governors of Maryland and Virginia and the Commissioners of the District of Columbia.
WMATA Compact 34 As amended through August 2009
CONSENT LEGISLATION
Whereas Congress heretofore has declared in the National Capital Transportation Act of 1960 (Public Law 86-669, 74 Stat. 537) and in the National Capital Transportation Act of 1965 (Public Law 89-173,79 Stat. 663) that a coordinated system of rail rapid transit, bus transportation service, and highways is essential in the National Capital Region for the satisfactory movement of people and goods, the alleviation of present and future traffic congestion, the economic welfare and vitality of all parts of the Region, the effective performance of the functions of the United States Government located within the Region, the orderly growth and development of the Region, the comfort and convenience of the residents and visitors to the Region, and the preservation of the beauty and dignity of the Nation's Capital and that such a s stem should be developed cooperatively by the Federal, State, and local governments of the National Capital Region, with the costs of the necessary facilities financed, as far as possible, by persons using or benefiting from such facilities and the remaining costs shared equitably among the Federal, State, and local governments ;
Whereas in furtherance of this policy, Congress, in title III of the National Capital Transportation Act of 1960, authorized the District of Columbia, the Commonwealth of Virginia, and the State of Maryland to negotiate a Compact for the establishment of an organization, empowered, inter alia, to provide regional transportation facilities;
Whereas, it is the sense of the Congress that the Mass Transit Plan authorized by the Compact and this Act shall conform to the fullest extent practicable with the Comprehensive Plan for the National Capital and the general plan for the development of the National Capital Region prepared pursuant to the National Capital Planning Act of 1952 (Public Law 82-592, 66 Stat. 781); and
Whereas, the District of Columbia, the Commonwealth of Virginia and the State of Maryland. with a representative of the United States appointed by the President have negotiated such a Compact, known as the Washington Metropolitan Area Transit Authority Compact, which amends the Washington Metropolitan Area Transit Regulation Compact, heretofore consented to by the Congress (Public Law 86-794, 74 Stat. 1031, as amended by Public Law 87-767, 76 Stat. 764), by adding thereto a title III and said Compact has been enacted by Maryland (Ch. 869, Acts of General Assembly 1965) and in substantially the same language by Virginia (Ch. 2, 1966 Acts of Assembly) : Now, therefore,
Be it enacted by the Senate and House of Representatives of the United States of America in Congress assembled, That the Congress hereby consents to, adopts and enacts for the District of Columbia an amendment to the Washington Metropolitan Area Transit Regulation Compact, for which Congress heretofore has granted its consent (Public Law 86-794, 74 Stat. 1031, as amended by Public Law 87-767, 76 Stat. 764) by adding thereto title III, known as the Washington Metropolitan Area Transit Authority Compact (herein referred to as title III), substantially as follows:
WMATA Compact 35 As amended through August 2009
TITLE III
* * *
[Text of Title III, the Washington Metropolitan Area Transit Authority Compact, Omitted]
* * *
Section 2. The Commissioners of the District of Columbia are authorized and directed to enter into and execute an amendment to the Compact substantially as set forth above with the States of Virginia and Maryland and are further authorized and directed to carry out and effectuate the terms and provisions of said Title III, and there are hereby authorized to be appropriated out of District of Columbia funds such amounts as are necessary to carry out the obligations of the District of Columbia in accordance with the terms of the said Title III.
Section 3. (a) To assure uninterrupted progress in the development of the facilities authorized by the National Capital Transportation Act of 1965, the transfer of the functions and duties of the National Capital Transportation Agency (herein referred to as the Agency) to the Washington Metropolitan Area Transit Authority (herein referred to as the Authority) as required by Section 301 (b) of the National Capital Transportation Act of 1960 shall take place on September 30, 1967. (b) Upon the effective date of the transfer of functions and duties and authorized by subsection (a) of this section, the President is authorized to transfer to the Authority such real and personal property, studies, reports, records, and other assets and liabilities as are appropriate in order that the Authority may assume the functions and duties of the Agency and, further, the President shall make provision for the transfer to the Authority of the unexpended balance of the appropriations, and of other funds, of the Agency for use by the Authority but such unexpended balances so transferred shall be used only for the purpose for which such appropriations were originally made. Subsequent to said effective date, there is authorized to be appropriated to the Department of Housing and Urban Development, for payment to the Authority, any unappropriated portion of the authorization specified in Section 5(a)(1) of the National Capital Transportation Act of 1965. There is also authorized to be appropriated to the District of Columbia out of the general fund of the District of Columbia, for payment to the Authority, any unappropriated portion of the authorization specified in Section 5(a)(2) of such Act. Any such appropriations shall be used only for the purposes for which such authorizations were originally made. (c) Pending the assumption by the Authority of the functions and duties of the Agency, the Agency is authorized and directed, in the manner herein set forth, fully to cooperate with and assist the Authority, the Northern Virginia Transportation Commission and the Washington Suburban Transit Commission in the development of plans for the extensions, new lines and related facilities required to expand the basic system authorized by the National Capital Transportation Act of 1965 into a regional system, but, pending such transfer of functions and duties, nothing in this Act shall be construed to impair the
WMATA Compact 36 As amended through August 2009
performance by the Agency of the functions and duties imposed by the National Capital Transportation Act of 1965. (d) In order to provide the cooperation and assistance specified in subsection (c) of this section, the Agency is authorized to perform, on a reimbursable basis, planning, engineering and such other services for the Authority, as the Authority may request, or to obtain such services by contract, but all such assistance and services shall be rendered in accordance with policy determinations made by the Authority and shall be advisory only. (e) Amounts received by the Agency from the Authority as provided in subsection (d) of this section shall be available for expenditure by the Agency in performing services for the Authority. Section 4. The United States District Courts shall have original jurisdiction, concurrent with the Courts of Maryland and Virginia, of all actions brought by or against the Authority and to enforce subpoenas issued pursuant to the provisions of Title III. Any such action initiated in a State court shall be removable to the appropriate United States District Court in the manner provided by the Act of June 25, 1948, as amended (28 U.S.C. 1446).
Section 5. (a) All laws or parts of laws of the United States and of the District of Columbia inconsistent with the provisions of Title III of this Act are hereby amended for the purpose of this Act to the extent necessary to eliminate such inconsistencies and to carry out the provisions of this Act and Title III and all laws or parts of laws and all reorganization plans of the United States are hereby amended and made applicable for the purpose of this Act to the extent necessary to carry out the provisions of this Act and Title III. (b) Section 202 of the National Capital Transportation Act of 1960 (Public Law 86-669, 74 Stat. 537), as amended by Section 7 of the National Capital Transportation Act of 1965 (Public Law 89-173, 79 Stat. 666) is hereby repealed.
Section 6. (a) The right to alter, amend or repeal this Act is hereby expressly reserved. (b) The Authority shall submit to Congress and the President copies of all annual and special reports made to the Governors, the Commissioners of the District of Columbia and/or the legislatures of the compacting States. (c) The President and the Congress or any committee thereof shall have the right to require the disclosure and furnishing of such information by the Authority as they may deem appropriate. Further, the President and Congress or any of its committees shall have access to all books, records and papers of the Authority as well as the right of inspection of any facility used, owned, leased, regulated or under the control of said Authority. (d) In carrying out the audits provided for in Section 70 (b) of the Compact the representatives of the General Accounting Office shall have access to all books, accounts, financial records, reports, files, and all other papers, things or property belonging to or in use by the Board and necessary to facilitate the audit, and they shall be afforded full facilities for verifying transactions with the balances or securities held by depositories, agents, and custodians.
WMATA Compact 37 As amended through August 2009
COMPACT HISTORY
To the date of this publication, the Compact was adopted and has been amended in chronological order as follows (a section-by-section cross-reference table follows):
A. Ch. 869, Acts of General Assembly (1965). Adopted original Compact for Maryland.
B. Ch. 2, 1966 Acts of Assembly. Adopted original Compact for Virginia.
C. Washington Metropolitan Area Transit Authority Compact, Pub. L. No. 89-774, 80 Stat. 1324 (1966). Adopted original Compact for the District of Columbia and granted the consent of Congress to the WMATA Compact as Title III of the Washington Metropolitan Area Transit Regulation Compact (Pub. L. No. 86-794, 74 Stat. 1031 (1960)). See, “Consent Legislation,” above.
D. “National Capital Transportation Act of 1972,” Pub. L. No. 92-349, 86 Stat. 464 (1972). Amended Sections 1(g), 5(a), 21, 35, 39, 51, 66 and 79.
E. “National Capital Area Transit Act of 1972,” Pub. L. No. 92-517, 86 Stat. 999 (1972). Amended Sections 56 and 82.
F. Act of June 4, 1976, Pub. L. No. 94-306, 90 Stat. 672 (herein, “Metro Transit Police Act of 1976,” amending Washington Metropolitan Area Transit Regulation Compact (“WMATRC”) to provide for the protection of WMATA patrons, personnel and property). Inserted Section 1(h) and amended Section 76.
G. Act of April 7, 1988, Pub. L. No. 100-285, 102 Stat. 82 (herein, “Washington Metropolitan Area Transit Regulation Compact Amendments of 1988,” amending WMATRC relating to public hearing requirements, investment flexibility, procurement and public safety). Amended Sections 62(a), 69(a), 69(b), 73, 76(a) and 76(c).
H. Act of Oct. 19, 1996, Pub. L. No. 104-322, 110 Stat. 3884 (herein, “Washington Metropolitan Area Transit Regulation Compact Amendments of 1996”). Amended Sections 3, 5(a), 8(a), 14(b), 15(a), 15(b), 70(a), 73, 81 and 84.
I. Act of Dec. 16, 1997, Pub. L. No. 105-151, 111 Stat. 2686 (herein, “Washington Metropolitan Area Transit Regulation Compact Amendments of 1997”). Amended Sections 62(a), 62(i), 76(b) and 76(e).
J. Act of Aug. 19, 2009, Pub. L. No. 111-62, 123 Stat. 1998 (herein, “Washington Metropolitan Area Transit Regulation Compact Amendments of 2009,” amending the WMATRC as specified by the Passenger Rail Investment and Improvement Act of 2008, Pub. L. No. 110-432, § 601, 122 Stat.4848, 4968-70). Amended Section 5, inserted Section 9(d) and added Section 18(d).
WMATA Compact 38 As amended through August 2009
Table of Amendments by Section
Sections not listed have not been amended. Column labels (D-J) are references to Acts listed above. Row entries indicate whether only a particular subsection was amended, e.g. “5(a),” or amendments occurred throughout the section, e.g. “5.”
Section D E F G H I J 1 1(g) 1(h) (inserted) 3 3 5 5(a) 5(a) 5 8 8(a) 9 9(d) (inserted) 14 14(b) 15 15(a), (b) 18 18(d) (added) 21 21 35 35 39 39 51 51 56 56(e) 62 62(a) 62(a), (c) 66 66 69 69(a), (b) 70 70(a) 73 73 73 76 76 76(a), (c) 76(b), (e) 79 79 81 81 82 82(a) 84 84
WMATA Compact 39 As amended through August 2009
NOTES
1 Subsection 1(g) amended as shown by National consisting of two Directors for each signatory. For Capital Transportation Act of 1972, Pub. L. No. 92- Virginia, the Directors shall be appointed by the 349, 86 Stat. 464 (1972); Maryland House Bill No. Northern Virginia Transportation Commission; for the 265, Ch. 776, Sec. 317-1(g) (1971); 1972 Virginia District of Columbia, by the Council of the District of Acts of Assembly, Ch. 1591. Columbia; and for Maryland, by the Washington Suburban Transit Commission. For Virginia and Original text read: 1(g) “Transit services” means the Maryland, the Directors shall be appointed from transportation of persons and their packages and among the members of the appointing body, except baggage by means of transit facilities between points as otherwise provided herein, and shall serve for a within the Zone and includes the transportation of term coincident with their term on the appointing newspapers, express and mail between such points body. A Director may be removed or suspended from but does not include taxicab, sightseeing or charter office only as provided by the law of the signatory service. from which he was appointed. The appointing authorities shall also appoint an alternate for each Subsection 1(h) inserted by Metro Transit Police Act Director, who may act only in the absence of the of 1976, Pub. L. No. 94-306 (1976); Maryland Senate Director for whom he has been appointed an Bill No. 733, Ch. 586, Sec. 317-1(H) (1974); D.C. Law alternate, except that, in the case of the District of 1-67, 23 DCR 501 (1972); 1977 Virginia Acts of Columbia where only one Director and his alternate Assembly, Ch. 627. are present, such alternate may act on behalf of the absent Director. Each alternate shall serve at the 2 Section 3 amended as shown by Washington pleasure of the appointing authority. In the event of a Metropolitan Area Transit Regulation Compact vacancy in the Office of Director or alternate, it shall Amendments of 1996, Pub. L. No. 104-322, 110 Stat. be filled in the same manner as an original 3884; 1996 Laws of Maryland, Ch. 489; 1995 Acts of appointment. Assembly of Virginia, Ch. 150; D.C. Law 11-138 See, Washington Metropolitan Area Transit (1996). Regulation Compact Amendments of 1996, Pub. L. No. 104-322, 110 Stat. 3884; 1996 Laws of Maryland, Original text read: 3. There is hereby created the Ch. 489; 1995 Acts of Assembly of Virginia, Ch. 150; Washington Metropolitan Area Transit Zone which D.C. Law 11-138 (1996). shall embrace the District of Columbia, the cities of Alexandria, Falls Church and Fairfax and the counties Prior amended text read: 5(a) The Authority shall be of Arlington and Fairfax and political subdivisions of governed by a Board of six Directors consisting of two the Commonwealth of Virginia located within those Directors for each signatory. For Virginia, the counties, and the counties of Montgomery and Prince Directors shall be appointed by the Northern Virginia George’s in the State of Maryland and political Transportation Commission; for the District of subdivisions of the State of Maryland located in said Columbia by the City Council of the District of counties. Columbia from among its members, the Commissioner and the Assistant to the Commissioner 3 Section 5 amended as shown by Washington of the District of Columbia; and for Maryland, by the Metropolitan Area Transit Regulation Compact Washington Suburban Transit Commission. In each Amendments of 2009, Pub. L. No. 111-62, 123 Stat. instance the Director shall be appointed from among 1998; 2009 Laws of Maryland, Ch. 111; 2009 Acts of the members of the appointing body, except as Assembly of Virginia, Ch. 771; D.C. Law 18-0125 otherwise provided herein, and shall serve for a term (2010) (The District of Columbia Council first passed coincident with his term on the body by which he was Compact amendments in response to the Passenger appointed. A director may be removed or suspended Rail Investment and Improvement Act of 2008 by from office only as provided by the law of the emergency legislation, D.C. Act 18-0095 (2009), signatory from which he was appointed. The which was timely superseded by temporary appointing authorities shall also appoint an alternate legislation, D.C. law 18-0042 (2009), which was in for each Director, who may act only in the absence of turn timely superseded by permanent legislation, D.C. the Director for whom he has been appointed an Law 18-0125 (2010).); Passenger Rail Investment alternate, except that, in the case of the District of and Improvement Act of 2008, Pub. L. No. 110-432, Columbia where only one Director and his alternate 122 Stat. 4848. are present, such alternate may act on behalf of the absent Director. Each alternate shall serve at the Previously amended text read: 5(a) The Authority pleasure of the appointing authority. In the event of a shall be governed by a Board of six Directors vacancy in the office of Director or alternate, it shall
WMATA Compact 40 As amended through August 2009
be filled in the same manner as an original plan adopted, altered, revised or amended by the appointment. unanimous vote of the Directors representing any two See, National Capital Transportation Act of 1972, Signatories. Pub. L. No. 92-349, 86 Stat. 464 (1972); Maryland House Bill No. 265, Ch. 776, Sec. 317-5 (1971); 1972 5 Subsection 9(a) amended as shown and subsection Virginia Acts of Assembly, Ch. 571. 9(d) inserted by Washington Metropolitan Area Transit Regulation Compact Amendments of 2009, Original text read: 5(a) The Authority shall be Pub. L. No. 111-62, 123 Stat. 1998; 2009 Laws of governed by a Board of six Directors consisting of two Maryland, Ch. 111; 2009 Acts of Assembly of Virginia, Directors for each signatory. For Virginia, the Ch. 771; D.C. Law 18-0125 (2010); Passenger Rail Directors shall be appointed by the Northern Virginia Investment and Improvement Act of 2008, Pub. L. No. Transportation Commission; for the District of 110-432, 122 Stat. 4848. Columbia, by the Commissioners of the District of Columbia; and for Maryland, by the Washington Original text read: 9(a) The officers of the Authority, Suburban Transit Commission. In each instance the none of whom shall be members of the Board, shall Director shall be appointed from among the members consist of a general manager, a secretary, a of the appointing body and shall serve for a term treasurer, a comptroller and a general counsel and coincident with his term on the body by which he was such other officers as the Board may provide. Except appointed. A Director may be removed or suspended for the office of general manager and comptroller, the from office only as provided by the law of the Board may consolidate any of such other offices in signatory from which he was appointed. The one person. All such officers shall be appointed and appointing authorities shall also appoint an alternate may be removed by the Board, shall serve at the for each Director, who may act only in the absence of pleasure of the Board and shall perform such duties the Director for whom he has been appointed an and functions as the Board shall specify. The Board alternate, and each alternate shall serve at the shall fix and determine the compensation to be paid to pleasure of the appointing authority. In the event of a all officers and, except for the general manager who vacancy in the Office of Director or alternate, it shall shall be a full-time employee, all other officers may be be filled in the same manner as an original hired on a full-time or part-time basis and may be appointment. compensated on a salary or fee basis, as the Board (b) Before entering upon the duties of his office may determine. All employees and such officers as each Director and alternate director shall take and the Board may designate shall be appointed and subscribe to the following oath (or affirmation) of removed by the general manager under such rules of office or any such other oath or affirmation, if any, as procedure and standards as the Board may the Constitution or laws of the signatory he represents determine. shall provide: (b) The general manager shall be the chief “I, , hereby solemnly swear administrative officer of the Authority and, subject to (or affirm) that I will support and defend the policy direction by the Board, shall be responsible for Constitution of the United States and the Constitution all activities of the Authority. and Laws of the state or political jurisdiction from (c) The treasurer shall be the custodian of the which I was appointed as a director (alternate funds of the Authority, shall keep an account of all director) of the Board of Washington Metropolitan receipts and disbursements and shall make payments Area Transit Authority and will faithfully discharge the only upon warrants duly and regularly signed by the duties of the office upon which I am about to enter.” Chairman or Vice-Chairman of the Board, or other person authorized by the Board to do so, and by the 4 Subsection 8(a) amended as shown by Washington secretary or general manager; provided, however, Metropolitan Area Transit Regulation Compact that the Board may provide that warrants not Amendments of 1996, Pub. L. No. 104-322, 110 Stat. exceeding such amounts or for such purposes as may 3884; 1996 Laws of Maryland, Ch. 489; 1995 Acts of from time to time be specified by the Board may be Assembly of Virginia, Ch. 150; D.C. Law 11-138 signed by the general manager or by persons (1996). designated by him. (d) An oath of office in the form set out in Original text read: 8(a) Four Directors or alternates Section 5(b) of this Article shall be taken, subscribed consisting of at least one Director or alternate and filed with the Board by all appointed officers. appointed from each Signatory, shall constitute a (e) Each Director, officer and employees quorum and no action by the Board shall be effective specified by the Board shall give such bond in such unless a majority of the Board, which majority shall form and amount as the Board may require, the include at least one Director or alternate from each premium for which shall be paid by the Authority. Signatory, concur therein, provided, however, that a plan of financing may be adopted or a mass transit
WMATA Compact 41 As amended through August 2009
6 An additional subsection, 12(n), appears in Virginia Maryland State Planning Department; and (11) the legislation, but is not effective because it was not private transit companies operating in the Zone and adopted by all three Signatories or consented to by the Labor Unions representing the employees of such Congress. The additional but ineffective subsection companies and employees of contractors providing states, “Establish regulations providing for public service under operating contracts. access to Board Records.” See, 2009 Acts of Information with respect thereto shall be released Assembly of Virginia, Ch. 771. to the public. A copy of the proposed mass transit plan, amendment or revision shall be kept at the office 7 Subsection 14(b) amended as shown by of the Board and shall be available for public Washington Metropolitan Area Transit Regulation inspection. After thirty days’ notice published once a Compact Amendments of 1996, Pub. L. No. 104-322, week for two successive weeks in one or more 110 Stat. 3884; 1996 Laws of Maryland, Ch. 489; newspapers of general circulation within the Zone, a 1995 Acts of Assembly of Virginia, Ch. 150; D.C. Law public hearing shall be held with respect to the 11-138 (1996). proposed plan, alteration, revision or amendment. The thirty days’ notice shall begin to run on the first Original text read: 14(b) It shall be the duty and day the notice appears in any such newspaper. The responsibility of each member of the Board to serve Board shall consider the evidence submitted and as liaison between the Board and the body which statements and comments made at such hearing and appointed him to the Board. To provide a framework may make any changes in the proposed plan, for regional participation in the planning process, the amendment or revision which it deems appropriate Board shall create technical committees concerned and such changes may be made without further with planning and collection and analyses of data hearing. relative to decision-making in the transportation planning process and the Commissioners of the 9 Original and current subsection 18(c) as shown. A District of Columbia, the component governments of different version of subsection 18(c) appears in the the Northern Virginia Transportation District and the Maryland Code and Virginia legislation, but the Washington Suburban Transit District shall appoint Maryland and Virginia version is not effective because representatives to such technical committees and it was not adopted by all three Signatories or otherwise cooperate with the Board in the formulation consented to by Congress. The different and of a mass transit plan, or in revisions, alterations or ineffective version of subsection 18(c) states, “With amendments thereof. respect to the federal government, the commitment or obligation to render financial assistance shall be 8 Subsections 15(a)(1), 15(a)(3) and second created by appropriation or in such other manner, or paragraph of Section 15 amended as shown by by such other legislation, as the Congress shall Washington Metropolitan Area Transit Regulation determine. Commitments by the District of Columbia Compact Amendments of 1996, Pub. L. No. 104-322, shall be by contract or agreement between the 110 Stat. 3884; 1996 Laws of Maryland, Ch. 489; governing body of the District of Columbia and the 1995 Acts of Assembly of Virginia, Ch. 150; D.C. Law Authority, pursuant to which the Authority undertakes, 11-138 (1996) (also designating second paragraph as subject to the provisions of Section 20 hereof, to subsection (b)). provide transit facilities and service in consideration for the undertaking by the District of Columbia to Original text read: 15(a) Before a mass transit plan is contribute to the capital required for the construction adopted, altered, revised or amended, the Board shall and/or acquisition of facilities specified in a mass transmit such proposed plan, alteration, revision or transit plan adopted as provided in Article VI, or in any amendment for comment to the following and to such alteration, revision or amendment thereof, and for other agencies as the Board shall determine: (1) the meeting expenses and obligations incurred in the Commissioners of the District of Columbia, the operation of such facilities.” See, 1996 Laws of Northern Virginia Transportation Commission and the Maryland, Ch. 489 (also Md. Code. Ann. Transp. §10- Washington Suburban Transit Commission; (2) the 204 (2009)), and 1995 Acts of Assembly of Virginia, governing bodies of the Counties and Cities Ch. 150 (also 2009 Acts of Assembly of Virginia, Ch. embraced within the Zone; (3) the highway agencies 771). of the Signatories; (4) the Washington Metropolitan Area Transit Commission; (5) the Washington 10 Subsection 18(d) inserted by Washington Metropolitan Council of Governments; (6) the National Metropolitan Area Transit Regulation Compact Capital Planning Commission; (7) The National Amendments of 2009, Pub. L. No. 111-62, 123 Stat. Capital Regional Planning Council; (8) the Maryland- 1998; 2009 Laws of Maryland, Ch. 111; 2009 Acts of National Capital Park and Planning Commission; (9) Assembly of Virginia, Ch. 771; D.C. Law 18-0125 the Northern Virginia Regional Planning and (2010); Passenger Rail Investment and Improvement Economic Development Commission; (10) the Act of 2008, Pub. L. No. 110-432, 122 Stat. 4848.
WMATA Compact 42 As amended through August 2009
par or face value thereof if such sale would result in a 11 Section 21 amended as shown by National Capital net interest cost to the Authority calculated upon the Transportation Act of 1972, Pub. L. No. 92-349, 86 entire issue so sold of more than six percent per Stat. 464 (1972); Maryland House Bill No. 265, Ch. annum payable semiannually, according to standard 776, Sec. 317-21 (1971); 1972 Virginia Acts of tables of bond values. All bonds issued and sold Assembly, Ch. 571. pursuant to this Title may be sold in such manner, either at public or private sale, as the Board shall Original text read: 21. The Board may borrow, in determine. anticipation of receipts, from any signatory, the Washington Suburban Transit District, the Northern 15 Section 51 amended as shown by National Capital Virginia Transportation District, or any component Transportation Act of 1972, Pub. L. No. 92-349, 86 government thereof, or from any lending institution for Stat. 464 (1972); Maryland House Bill No. 265, Ch. any purposes of this Title, including administrative 776, Sec. 317-21 (1971); 1972 Virginia Acts of expenses. Such loans shall be for a term not to Assembly, Ch. 571. exceed two years and at a rate of interest not to exceed six percent per annum. The signatories and Original text read: 51. The Authority shall not perform any such political subdivision or agency may, in its transit service, nor any of the functions, such as discretion, make such loans from any available maintenance of equipment and right of way normally money. associated with the providing of such service, with any transit facilities owned or controlled by it but shall 12 Section 35 amended as shown by National Capital provide for the performance of transit service with Transportation Act of 1972, Pub. L. No. 92-349, 86 such facilities by contract or contracts with private Stat. 464 (1972); Maryland House Bill No. 265, Ch. transit companies, private railroads, or other persons. 776, Sec. 317-35 (1971); 1972 Virginia Acts of Any facilities and properties owned or controlled by Assembly, Ch. 571. the Authority, other than those utilized in performing transit service, may be operated by the Authority or by Original text read: 35. Bonds shall bear interest at a others pursuant to contract or lease as the Board may rate of not to exceed six percent per annum, payable determine. All operations of such facilities and annually or semiannually. properties by the Authority and by its Contractor and lessees shall be within the Zone. 13 An additional clause appears in the first sentence of Section 37 in the Maryland and Virginia legislation, 16 Subsection 56(e) inserted by National Capital but the Maryland and Virginia clause is not effective Transportation Act of 1972, Pub. L. No. 92-517, 86 because it was not adopted by all three Signatories or Stat. 999 (1972); Maryland House Bill No. 265, Ch. consented to by Congress. The additional but 776, Sec. 317-56e (1971); 1972 Virginia Acts of ineffective clause states (underlined portion), “The Assembly, Ch. 571. Board may provide for the execution and authentication of bonds by the manual, lithographed 17 Subsections 62(a) and (c) amended as shown by or printed facsimile signature of members of the Washington Metropolitan Area Transit Regulation board, and by additional authentication by a trustee or Compact Amendments of 1997, Pub. L. No. 105-151, fiscal agent appointed by the board; provided, 111 Stat. 2686; 1996 Laws of Maryland, Ch. 686 and however, that one of such signatures shall be manual; 1997 Laws of Maryland, Ch. 91; 1995 Acts of and provided, further, that no such additional Assembly of Virginia, Ch. 150; D.C. Law 11-138 authentication or manual signatures need be required (1996). in the case of bonds guaranteed by the United States of America.” See, Md. Code. Ann. Transp. §10-204 Previously amended text read: 62(a) The Board shall (2009), 2009 Acts of Assembly of Virginia, Ch. 771. not make or change any fare or rate, nor establish or abandon any service except after holding a public 14 Section 39 amended as shown by National Capital hearing with respect thereto, except for service Transportation Act of 1972, Pub. L. No. 92-349, 86 changes required by an emergency; minor service Stat. 464 (1972); Maryland House Bill No. 265, Ch. changes as defined by regulations promulgated by 776, Sec. 317-39 (1971); 1972 Virginia Acts of the Board; experimental service established to test Assembly, Ch. 571. the effect of such service, and in effect for not more than six months; and fare and service changes Original text read: 39. The Board may fix terms and established for special events. conditions for the sale or other disposition of any See, Washington Metropolitan Area Transit authorized issue of bonds. The Board may sell bonds Regulation Compact Amendments of 1988, Pub. L. at less than their par or face value but no issue of No. 100-285, 102 Stat. 82 (1988); 1984 Md. Laws, bonds may be sold at an aggregate price below the Chs. 674, 675; 1984 Virginia Acts of Assembly, Ch.
WMATA Compact 43 As amended through August 2009
610; 1987 Virginia Acts of Assembly, Ch. 112; D.C. of Title 29, United States Code, through accredited Law 5-122 (1984). representatives of such employees or representatives of any labor organization authorized to act for such Original text of subsections (a) and (c) read: (a) The employees concerning wages, salaries, hours, Board shall not make or change any fare or rate, nor working conditions, and pension or retirement establish or abandon any service except after holding provisions. Each such contract entered into after the a public hearing with respect thereto. effective date of this act shall prohibit the contracting (c) The Board shall give at least thirty days’ employees from engaging in any strike or an notice for all hearings. The notice shall be given by employer from engaging in any lockout. publication in a newspaper of daily circulation “(c) In case of any labor dispute involving the throughout the Zone and such notice shall be Authority and such employees where collective published once a week for two successive weeks. bargaining does not result in agreement, either party The notice shall start with the day of first publication. may declare that an impasse has been reached In addition, the Board shall post notices of the hearing between the parties and may, by written notification to in its offices, all stations and terminals, and in all of its the other party and to the Federal Mediation and vehicles and rolling stock in revenue service. Conciliation Service, request the Service to appoint a mediator for the purpose of assisting them in 18 Section 66 amended as shown by National Capital reconciling their differences and resolving the Transportation Act of 1972, Pub. L. No. 92-349, 86 controversy on terms which are mutually acceptable. Stat. 464 (1972); Maryland House Bill No. 265, Ch. Within five days of the receipt of the request the 776, Sec. 317-66e (1971); 1972 Virginia Acts of Federal Mediation and Conciliation Service shall Assembly, Ch. 571. appoint a mediator in accordance with its rules and procedures for such appointment. The mediator shall Original text read: 66. It shall be a condition of the meet with the parties forthwith, either jointly or operation of the transit facilities owned or controlled separately, and shall take such steps as he or she by the Authority that the provisions of section 10(c) of deems appropriate to persuade the parties to resolve the Urban Mass Transportation Act of 1964 (49 their differences and effect a mutually acceptable U.S.C. 1609(c)) shall be applicable to any contract or agreement. The mediator shall not, however, make other arrangement for the operation of such facilities. findings of fact or recommend terms of settlement. Each party shall pay one-half of the expenses of such Section 66 is entitled “Labor Standards” in the mediator. If the mediator is unable to effect settlement Maryland Code, but this title is not effective because it of the controversy within fifteen days after his or her was not adopted by all three Signatories or consented appointment, the Authority shall submit to by Congress. See, Md. Code. Ann. Transp. §10- such dispute to fact finding by a board composed of 204 (2009). three persons, one appointed by the Authority, one appointed by the labor organization representing the A different version of Section 66 (different as to employees, and a third member to be agreed upon by subsections (a)-(c) and inserting an additional the labor organization and the Authority. The member subsection (f)) appears in the Virginia legislation, but agreed upon by the labor organization and the the Virginia version is not effective because it was not Authority shall act as chairman of the board. The adopted by all three Signatories or consented to by determination of the majority of the fact finding board Congress. The different and ineffective version of thus established shall be advisory as to all matters in subsections (a)-(c) and additional subsection (f), dispute. If after a period of ten days from the date of state: “(a) The rights, benefits, and other employee the appointment of the two persons representing the protective conditions and remedies of § 13 (c) of the Authority and the labor organization, the third person Federal Transit Act, as amended (49 U.S.C. Section has not been selected, then either of the two persons 5333 (b)), as determined by the Secretary of Labor, may request the Federal Mediation and Conciliation shall apply to Washington Metropolitan Area Transit Service to furnish a list of five persons from which the Authority employees otherwise covered by the Act. third person shall be selected; provided, however, that The Authority shall extend to employees whose the list shall not include the name of the person who positions are adversely affected by the expenditure of served as mediator unless inclusion of his or her federal funds obtained by WMATA pursuant to name is mutually agreed to by both parties. The congressional appropriations, the rights, benefits, and persons appointed by the Authority and the labor other employee protective conditions and remedies of organization, promptly after the receipt of such list section 13 (c) of the Federal Transit Act, as amended shall determine by lot the order of elimination, and (49 U.S.C. § 5333(b)). thereafter each shall in that order alternately eliminate “(b) The Authority shall deal with and enter into one name until only one name remains. The written contracts with employees as defined in § 152 remaining person on the list shall be the third member of the fact finding board. The term ‘labor dispute’ shall
WMATA Compact 44 As amended through August 2009
be broadly construed and shall include any of, or guaranteed as to interest and principal by, the controversy concerning wages, salaries, hours, United States, Maryland, Virginia or the political working conditions, or benefits including health and subdivisions or agencies thereof. welfare, sick leave, insurance or pension or retirement provisions but not limited thereto, and including any 20 Subsection 70(a) amended as shown by controversy concerning any differences or questions Washington Metropolitan Area Transit Regulation that may arise between the parties including but not Compact Amendments of 1996, Pub. L. No. 104-322, limited to the making or maintaining of collective 110 Stat. 3884; 1996 Laws of Maryland, Ch. 489; bargaining agreements, the terms to be included in 1995 Acts of Assembly of Virginia, Ch. 150; D.C. Law such agreements, and the interpretation or application 11-138 (1996). of such collective bargaining agreements. Each party shall pay one-half of the expenses of such fact Original text read: 70(a) As soon as practical after the finding. Under no circumstances may the parties closing of the fiscal year, an audit shall be made of resort to binding arbitration after the date of the financial accounts of the Authority. The audit shall enactment of this act or the expiration date of any be made by qualified certified public accountants contract requiring binding arbitration, whichever is selected by the Board, who shall have no personal later. This prohibition against binding arbitration shall interest direct or indirect in the financial affairs of the not be interpreted to preclude such arbitration of Authority or any of its officers or employees. The individual employee grievances.” report of audit shall be prepared in accordance with “(f) The Authority shall not require any person, as generally accepted auditing principles and shall be a condition of employment or continuation of filed with the Chairman and other officers as the employment, to join any labor union or labor Board shall direct. Copies of the report shall be organization. The Authority shall not require any distributed to each Director, to the Congress, to the person, as a condition of employment or continuation Board of Commissioners of the District of Columbia, of employment, to pay any dues, fees, or other to the Governors of Virginia and Maryland, to the charges of any kind to any labor union or labor Washington Suburban Transit Commission, to the organization.” Northern Virginia Transportation Commission and to See, 2009 Acts of Assembly of Virginia, Ch. 771. the governing bodies of the political subdivisions located within the Zone which are parties to 19 Section 69 amended as shown by Washington commitments for participation in the financing of the Metropolitan Area Transit Regulation Compact Authority and shall be made available for public Amendments of 1988, Pub. L. No. 100-285, 102 Stat. distribution. 82; 1984 Md. Laws, Chs. 674, 675; 1984 Virginia Acts of Assembly, Ch. 610; 1987 Virginia Acts of 21 Section 73 amended as shown by Washington Assembly, Ch. 112; D.C. Law 5-122 (1984). Metropolitan Area Transit Regulation Compact Amendments of 1996, Pub. L. No. 104-322, 110 Stat. Original text read: 69(a) The Board may provide for 3884; 1995 Acts of the Maryland General Assembly, the creation and administration of such funds as may Ch. 252; 1995 Acts of Assembly of Virginia, Ch. 150; be required. The funds shall be disbursed in D.C. Law 11-138 (1996). accordance with rules established by the Board and all payments from any funds shall be reported to the Previously amended text read: 73. Contracts for the Board. Monies in such funds and other monies of the construction, reconstruction or improvement of any Authority shall be deposited, as directed by the Board, facility when the expenditure required exceeds in any state or national bank located in the Zone twenty-five thousand dollars ($25,000) and contracts having a total paid-in capital of at least one million for the purchase of supplies, equipment and materials dollars ($1,000,000). The trust department of any when the expenditure required exceeds ten thousand such state or national bank may be designated as a dollars ($10,000) shall be advertised and let upon depositary to receive any securities acquired or sealed bids to the lowest responsible bidder. Notice owned by the Authority. The restriction with respect to requesting such bids shall be published in a manner paid-in capital may be waived for any such bank reasonably likely to attract prospective bidders, which which agrees to pledge federal securities to protect publication shall be made at least ten days before the funds and securities of the Authority in such bids are received and in at least two newspapers of amounts and pursuant to such arrangements as may general circulation in the Zone. The Board may reject be acceptable to the Board. any and all bids and readvertise in its discretion. If (b) Any monies of the Authority may, in the after rejecting bids the Board determines and resolves discretion of the Board and subject to any agreement that, in its opinion, the supplies, equipment and or covenant between the Authority and the holders of materials may be purchased at a lower price in the any of its obligations limiting or restricting classes of open market, the Board may give each responsible investments, be invested in bonds or other obligations bidder an opportunity to negotiate a price and may
WMATA Compact 45 As amended through August 2009
proceed to purchase the supplies, equipment and materials in the open market at a negotiated price (a) the purchase is to be made from or the which is lower than the lowest rejected bid of a contract is to be made with the federal or any State responsible bidder, without further observance of the government or any agency or political subdivision provisions requiring bids or notice. The Board shall thereof or pursuant to any open end bulk purchase adopt rules and regulations to provide for purchasing contract of any of them; from the lowest responsible bidder when sealed bids, (b) the public exigency requires the immediate notice and publication are not required by this section. delivery of the articles; The Board may suspend and waive the provisions of (c) only one source of supply is available; or this section requiring competitive bids whenever: (d) the equipment to be purchased is of a (a) the purchase is to be made from or the technical nature and the procurement thereof without contract is to be made with the Federal or any State advertising is necessary in order to assure government or any agency or political subdivision standardization of equipment and interchangeability of thereof or pursuant to any open-end bulk-purchase parts in the public interest. contract of any of them; (b) the public exigency requires the immediate 22 Subsections 76(a) and 76(c) amended as shown by delivery of the articles; Washington Metropolitan Area Transit Regulation (c) only one source of supply is available; or Compact Amendments of 1988, Pub. L. No. 100-285, (d) the equipment to be purchased is of a 102 Stat. 82; 1984 Md. Laws, Chs. 674, 675; 1984 technical nature and the procurement thereof without Virginia Acts of Assembly, Ch. 610, 1987 Virginia Acts advertising is necessary in order to assure of Assembly, Ch. 112, D.C. Law 5-122 (1984). standardization of equipment and interchangeability of parts in the public interest. Subsections 76(a) and 76(c) previously read: (a) The See, Washington Metropolitan Area Transit Authority is authorized to establish and maintain a Regulation Compact Amendments of 1988, Pub. L. regular police force, to be known as the Metro Transit No. 100-285, 102 Stat. 82; 1984 Md. Laws, Chs. 674, Police, to provide protection for its patrons, personnel, 675; 1984 Virginia Acts of Assembly, Ch. 610; 1987 and transit facilities. The Metro Transit Police shall Virginia Acts of Assembly, Ch. 112, D.C. Law 5-122 have the powers and duties and shall be subject to (1984). the limitations set forth in this section. It shall be composed of both uniformed and plainclothes Original text read: 73. Contracts for the construction, personnel and shall be charged with the duty of reconstruction or improvement of any facility when the enforcing the laws of the signatories, the laws, expenditure required exceeds ten thousand dollars ordinances, and regulations of the political ($10,000) and contracts for the purchase of supplies, subdivisions thereof in the Transit Zone, and the rules equipment and materials when the expenditure and regulations of the Authority. The jurisdiction of the required exceeds two thousand five hundred dollars Metro Transit Police shall be limited to all the transit ($2,500) shall be advertised and let upon sealed bids facilities owned, controlled, or operated by the to the lowest responsible bidder. Notice requesting Authority, but this shall not limit the power of the such bids shall be published in a manner reasonably Metro Transit Police to make arrests in the Transit likely to attract prospective bidders, which publication Zone for violations committed upon, to, or against shall be made at least ten days before bids are such transit facilities committed from within or outside received and in at least two newspapers of general such transit facilities while in hot or close pursuit, or to circulation in the Zone. The Board may reject any and execute traffic citations and criminal process in all bids and readvertise in its discretion. If after accordance with subsection (c). The members of the rejecting bids the Board determines and resolves that, Metro Transit Police shall have concurrent jurisdiction in its opinion, the supplies, equipment and materials in the performance of their duties with the duly may be purchased at a lower price in the open constituted law enforcement agencies of the market, the Board may give each responsible bidder signatories and of the political subdivisions thereof in an opportunity to negotiate a price and may proceed which any transit facilities of the Authority is located or to purchase the supplies, equipment and materials in in which the Authority operates any transit service. the open market at a negotiated price which is lower Nothing contained in this section shall either relieve than the lowest rejected bid of a responsible bidder, any signatory or political subdivision or agency without further observance of the provisions requiring thereof from its duty to provide police, fire, and other bids or notice. The Board shall adopt rules and public safety service and protection, or limit, restrict, regulations to provide for purchasing from the lowest or interfere with the jurisdiction of or the performance responsible bidder when sealed bids, notice and of duties by the existing police, fire, and other public publication are not required by this section. The Board safety agencies. may suspend and waive the provisions of this section (c) Members of the Metro Transit Police shall requiring competitive bids whenever: have power to execute on the transit facilities owned,
WMATA Compact 46 As amended through August 2009
controlled, or operated by the Authority any traffic criminal process issued by any court of any signatory citation or any criminal process issued by any court of or of any political subdivision of a signatory, for any any signatory or of any political subdivision of a felony, misdemeanor or other offense against laws, signatory, for any felony, misdemeanor, or other ordinances, rules, or regulations of the Authority or of offense against the laws, ordinances, rules, or the signatory or its political subdivisions as specified regulations specified in subsection (a). However, with in subsection (a). See, Md. Code. Ann. Transp. §10- respect to offenses committed upon, to, or against the 204 (2009). transit facilities owned, controlled, or operated by the Authority, the Metro Transit Police shall have power, 23 Subsections 76(b) and 76(e) amended as shown by except in the State of Maryland, to execute criminal Washington Metropolitan Area Transit Regulation process within the Transit Zone. Compact Amendments of 1997, Pub. L. No. 105-151, See, Metro Transit Police Act of 1976, Pub. L. 111 Stat. 2686; 1997 Laws of Maryland, Ch. 699; No. 94-306, 90 Stat. 672 (1976); Maryland House Bill 1995 Acts of Assembly of Virginia, Ch. 150; D.C. Law No. 733, Ch. 586, Sec. 317-76 (a)-(h) (1974); D.C. 11-138 (1996). Law 1-67, 23 DCR 501 (1976); 1977 Virginia Acts of Assembly, Ch. 627. Subsections 76(b) and 76(e) previously read: (b) Except as otherwise provided in this section, a Original text read: 76. The Board is authorized to member of the Metro Transit Police shall have the employ watchmen, guards and investigators as it may same powers, including the power of arrest, and shall deem necessary for the protection of its properties, be subject to the same limitations, including personnel and passengers and such employees, regulatory limitations, in the performance of his duties when authorized by any jurisdiction within the Zone, as a member of the duly constituted police force of may serve as special police officers in any such the political subdivision in which the Metro Transit jurisdiction. Nothing contained herein shall relieve Police member is engaged in the performance of his any signatory or political subdivision or agency duties. However, a member of the Metro Transit thereof from its duty to provide police service and Police is authorized to carry and use only such protection or to limit, restrict or interfere with the weapons, including handguns, as are issued by the jurisdiction of or performance of duties by the existing Authority, and only in the performance of his duties or police and law enforcement agencies. while on the transit facilities owned, controlled, or operated by the Authority in direct transit to and from Section 76 is entitled “Metro transit policy; rules and a duty assignment. A member of the Metro Transit regulations” in the Maryland Code, and “Police Police is authorized to carry such weapons only while Security” in Virginia legislation, but these titles is not in direct transit to and from a duty assignment and is effective because they were not adopted by all three subject to such additional limitations in the use of Signatories or consented to by Congress. See, Md. weapons as are imposed on the duly constituted Code. Ann. Transp. §10-204 (2009); 2009 Acts of police force for the political subdivision in which he is Assembly of Virginia, Ch. 771. engaged in the performance of his duties. (e) The Authority shall have the power to adopt An additional clause in 76(a) appears in the Virginia rules and regulations for the safe, convenient, and legislation, but Virginia clause is not effective because orderly use of the transit facilities owned, controlled, it was not adopted by all three Signatories or or operated by the Authority, including the payment consented to by Congress. The additional but and the manner of the payment of fares or charges ineffective clause states, “On-duty Metro Transit therefore, the protection of the transit facilities, the Policy officers are authorized to make arrests off of control of traffic and parking upon the transit facilities, Transit facilities within the Transit Zone when and the safety and protection of the riding public. In immediate action is necessary to protect the health, the event that any such rules and regulations safety, welfare or property of an individual from actual contravene the laws, ordinances, rules or regulations of threatened harm or from an unlawful act.” See, of a signatory or any political subdivision thereof 1995 Acts of Assembly of Virginia, Ch. 150 (also 2009 which are existing or subsequently enacted, these Acts of Assembly of Virginia, Ch. 771). laws, ordinances, rules, or regulations of the signatory or the political subdivision shall apply and the An additional clause in the first sentence of 76(c) conflicting rule or regulation, or portion thereof, of the appears in the Maryland Code, but is not effective Authority shall be void within the jurisdiction of that because it was not adopted by all three Signatories or signatory or political subdivision. In all other respects consented to by Congress. The additional but the rules and regulations of the Authority shall be ineffective clause states (underlined portion), uniform throughout the Transit Zone. The rules and “Members of the metro transit police shall have power regulations established under this subsection shall be to execute on the transit facilities owned, controlled, adopted and published in accordance with all or operated by the Authority any traffic citation or any standards of due process, including, but not limited to,
WMATA Compact 47 As amended through August 2009
the publishing or otherwise circulating of a notice of 27 Section 84 amended as shown by Washington the intended action of the Authority and the affording Metropolitan Area Transit Regulation Compact to interested persons the opportunity to submit data or Amendments of 1996, Pub. L. No. 104-322, 110 Stat. views orally or in writing, and the holding of a public 3884; 1996 Laws of Maryland, Ch. 489; 1995 Acts of hearing. Any person violating any rule or regulation of Assembly of Virginia, Ch. 150; D.C. Law 11-138 the Authority shall, upon conviction by a court of (1996). competent jurisdiction, pay a fine of not more than $250 and costs. Original text read: 84. Amendments and supplements See, Metro Transit Police Act of 1976, Pub. L. to this Title to implement the purposes thereof may be No. 94-306, 90 Stat. 672 (1976); Maryland House Bill adopted by legislative action of any of the signatory No. 733, Ch. 586, Sec. 317-76 (a)-(h) (1974); D.C. parties concurred in by all of the others. Law 1-67, 23 DCR 501 (1976); 1977 Virginia Acts of Assembly, Ch. 627 (this legislation also adopted and 28 Original and current Section 86 as shown. A consented to subsections 76(d), (f), (g) and (h) as different version of the final clause appears in the shown). Maryland Code and Virginia legislation, but the Maryland and Virginia version is not effective because 24 Section 79 amended as shown by National Capital it was not adopted by all three Signatories or Transportation Act of 1972, Pub. L. No. 92-349, 86 consented to by Congress. The different and Stat. 464 (1972); Maryland House Bill No. 265, Ch. ineffective clause states (underlined portion), 776, Sec. 317-79 (1971); 1972 Virginia Acts of “including the signing an execution of the Title by the Assembly, Ch. 571. Governors of Maryland and Virginia and the Mayor and Council of the District of Columbia.” See, Md. Original text read: 79. All laws of the signatories with Code. Ann. Transp. §10-204 (2009), and 2009 Acts of respect to free transportation and school fares shall Assembly of Virginia, Ch. 771. be applicable to transit service rendered by facilities owned or controlled by the Authority.
25 Section 81 amended as shown by Washington Metropolitan Area Transit Regulation Compact Amendments of 1996, Pub. L. No. 104-322, 110 Stat. 3884; 1996 Laws of Maryland, Ch. 489; 1995 Acts of Assembly of Virginia, Ch. 150; D.C. Law 11-138 (1996).
Original text read: 81. The United States District Courts shall have original jurisdiction, concurrent with the Courts of Maryland and Virginia, of all actions brought by or against the Authority and to enforce subpoenas issued under this Title. Any such action initiated in a State Court shall be removable to the appropriate United States District Court in the manner provided by Act of June 25, 1948, as amended (28 U.S.C. 1446).
26 Subsection 82(a) amended as shown by National Capital Transit Act of 1972, Pub. L. No. 92-517, 86 Stat. 999 (1972); Maryland House Bill No. 265, Ch. 776, Sec. 317-82a (1971); 1972 Virginia Acts of Assembly, Ch. 571.
Original text read: 82(a) The Authority shall have the power to acquire by condemnation, whenever in its opinion it is necessary or advantageous to the Authority to do so, any real or personal property, or any interest therein, necessary or useful for the transit system authorized herein, except property owned by the United States, by a signatory, or any political subdivision thereof, or by a private transit company.
WMATA Compact 48 As amended through August 2009
FY2021 Proposed Budget Strengthening Metro to Better Serve the Region
E ective July 1, 2020
WASHINGTON METROPOLITAN AREA TRANSIT AUTHORITY Metro At A Glance
THIRD BUSIEST RAIL TRANSIT $235 BILLION OF PROPERTY SYSTEM; SIXTH BUSIEST BUS VALUE IS WITHIN A HALF-MILE NETWORK IN THE U.S. OF METRORAIL STATIONS 3 6
1 MILLION AVERAGE 159 BUS LINES WEEKDAY PASSENGER TRIPS
91 RAIL STATIONS 118 MILES OF RAILS 40 DC 9 AERIAL
26 MD 58 SURFACE
25 VA 51 SUBWAY
Table of Contents
General Manager and Chief Executive Officer’s Message ...... i Board of Directors ...... ii Chapter 1 - Budget Summary...... 1 Chapter 2 - Metro Officers ...... 17 Chapter 3 - Operating Budget ...... 23 Chapter 4 - Capital Budget ...... 65 Appendix A - Metro Profile ...... 71 Appendix B - Budget Process...... 79 Appendix C - Human Capital Summary...... 83 Appendix D - Capital Projects ...... 87 Appendix E - Sustainability, Energy and Resiliency ...... 225 Appendix F - Financial Standards ...... 229 Appendix G - Debt Service...... 235 Appendix H - Operating Statistics ...... 239 Appendix I - Performance Data...... 259 Appendix J - Glossary of Terms ...... 281 Appendix K - Glossary of Acronyms and Abbreviations ...... 287
General Manager and Chief Executive Officer’s Message
Metro is progressing toward becoming the region’s mobility provider of choice. In just three years, Metro has made substantial progress on critical safety and state of good repair investment, reduced the estimated state of good repair backlog and improved operational performance. Metro’s estimated state of good repair backlog is about $2 billion lower than the $7 billion backlog Metro estimated in 2016, representing significant investments and progress during the past two years. As a result, rail ridership is improving, with Metrorail and Metrobus on-time performance reaching 89 percent and 77 percent respectively, marking the best rail on-time performance in nearly a decade. Next fiscal year, my proposed $4 billion Operating and Capital Budget maintains the momentum gained in infrastructure and service improvements to drive mobility in the region and grow ridership at Metro. Importantly, the Operating Budget adheres to mandated subsidy growth caps required by the State of Maryland and the Commonwealth of Virginia, while reinforcing Metro’s commitment to riders to enhance service reliability and overall customer experience. Specifically, the Operating Budget funds new mobile fare payment, offers free transfers between Metrobus and Metrorail, increases late night and weekend Metrorail service, improves weekday and weekend Metrobus services, and enhances fare options to help grow ridership. To ensure continued fiscal accountability, the Operating Budget sustains current productivity improvements, and implements additional commercial real estate and advertising revenue initiatives to keep Metrorail and Metrobus service affordable for riders. The Capital Improvement Program (CIP) budget prioritizes major infrastructure rehabilitation programs to advance track, systems and facility upgrades required of an aging system. The Capital Budget continues funding for the Platform Improvement Project to modernize outdoor Metrorail stations with slip-resistant tiles, stainless-steel platform shelters with charging outlets, energy-efficient LED lighting, and greater systemwide accessibility. It also invests in new 8000-Series railcars and focuses on projects that improve Metro’s sustainability, such as environmentally-friendly, state-of-the art bus garages. Advancing existing and planned state of good repair efforts across the system requires the continuation of federal grant funding, including the Passenger Rail Investment and Improvement Act of 2008 (PRIIA), which has a 50 percent local match allocated equally between the jurisdictions. We thank our customers, regional stakeholders, and employees for their growing confidence, patronage, and dedication to strengthening Metro to better serve the region.
Sincerely,
Paul J. Wiedefeld General Manager and Chief Executive Officer
FY2021 Proposed Budget i Board of Directors
Board of Directors
The Washington Metropolitan Area Transit Authority is governed by a 16-member Board of Directors composed of eight Principal Directors and eight Alternate Directors. The District of Columbia, Maryland, Virginia and the Federal Government each appoint two Principal and two Alternate members. Below are the members currently serving on the Board.
Paul C. Smedberg, Chair Paul Smedberg was elected Chairman of the Board in June 2019. He was first appointed to the Board as an Alternate Director in 2016 and appointed Principal Director in January 2019 representing the Commonwealth of Virginia. He served on the Alexandria City Council from 2003 to 2018, the Virginia Railway Express (VRE) Operations Board from 2006 to 2018, and the Northern Virginia Transportation Commission (NVTC) from 2006 to 2018. Mr. Smedberg currently serves as Chair of Metro’s Executive Committee and is a member of the Finance and Capital Committee.
Michael Goldman, Second Vice Chair Michael Goldman was appointed to the Board as a Principal Director in June 2013 representing the State of Maryland. Mr. Goldman has practiced in the areas of international, antitrust and transportation law since 1972. Mr. Goldman serves as Chair of Metro’s Safety and Operations Committee and Second Vice Chair of the Executive Committee.
David Horner, Executive Committee Member David Horner was appointed to the Board as a Principal Director in July 2017 representing the federal government. David is a partner with the law firm of Hunton Andrews Kurth LLP. He also served at the US Department of Transportation as Deputy Assistant Secretary for Transportation Policy and Chief Counsel of the Federal Transit Administration. Mr. Horner currently serves as Vice Chair of Metro’s Safety and Operations Committee in addition to his service on the Executive Committee.
Christian Dorsey Christian Dorsey was appointed to the Board as an Alternate Director in January 2016 and appointed Principal Director in June 2018, representing Arlington County, Virginia. Mr. Dorsey was elected to the Arlington County Board in November 2015. He also represents Arlington on the board of the Metropolitan Washington Council of Governments and serves on NVTC. Mr. Dorsey serves on Metro’s Safety and Operations Committee
ii FY2021 Proposed Budget Board of Directors
Pete Rahn Pete Rahn was appointed to the Board as a Principal Director in July 2019. He is currently the Secretary of the Maryland Department of Transportation (MDOT) appointed by Governor Larry Hogan on January 21, 2015. He is the first person to have led transportation departments in three states. Mr. Rahn received a Bachelor of Arts degree in Government and a Bachelor of Science degree in Planning from New Mexico State University. Mr. Rahn serves on the Finance and Capital Committee.
Steve McMillin Steve McMillin was appointed to the Board as a Principal Director in July 2017 representing the Federal Government. Mr. McMillin is a partner in the economic and public policy consulting firm US Policy Metrics LLC. He spent 19 years in federal government service as a fiscal policy specialist, in both the legislative and executive branches. Mr. McMillin serves as Chair of Metro’s Finance and Capital Committee.
Catherine Hudgins Catherine Hudgins was appointed to the Board as an Alternate Director in January 2004. Mrs. Hudgins served as a Principal Director from 2008 to June 2018 representing Fairfax County, VA and served as Board Chair from 2011 to 2012. Mrs. Hudgins was elected to the Fairfax County Board of Supervisors in November 1999 and is currently serving her third term. Mrs. Hudgins is a member of the Metropolitan Washington Council of Governments’ Transportation Planning Board and its Human Services Policy Committee.
Tom Bulger, First Vice Chair (Interim) Tom Bulger was appointed to the Board as an Alternate Director in July 2011 representing the District of Columbia. He is President of Government Relations Inc. and has been a federal advocate and policy consultant who represents private and public clients before Congress and the Administration. Mr. Bulger is the Interim First Vice Chair of the Executive Committee and serves in an interim capacity on the Safety and Operations Committee.
Kathy Porter Kathy Porter was appointed to the Board as an Alternate Director in January 2011 representing Montgomery County, MD. She was mayor of the City of Takoma Park, MD from 1997 to 2007. Ms. Porter represented Takoma Park on the Metropolitan Washington Transportation Planning Board for nearly 15 years, serving as chair of the board in 2000.
FY2021 Proposed Budget iii Board of Directors
Devin Rouse Devin Rouse was appointed to the Board as an Alternate Director in December 2018 representing the federal government. Mr. Rouse is the Director of the Passenger Rail Division within the Federal Railroad Administration’s (FRA) Office of Railroad Safety. Prior to joining FRA, Mr. Rouse served in numerous roles for Bechtel Corporation in the design, engineering and construction of railway infrastructure, and began his railroad career at Norfolk Southern’s Roanoke Locomotive Shops.
Matt Letourneau Matt Letourneau was appointed to the Board as an Alternate Director in January 2019 representing NVTC. He was elected to represent the Dulles District on the Loudoun County Board of Supervisors in 2011 and re-elected in 2015. Mr. Letourneau serves as Chairman of the Loudoun Board's Finance, Government Operations and Economic Development Committee. He represents Loudoun on NVTC and currently serves as Chairman of the Commission.
Jeff Marootian Jeff Marootian was appointed to the Board as an Alternate Director in September 2017 representing the District of Columbia. He joined the District Department of Transportation from the US Department of Transportation, where he served under Transportation Secretary Anthony Foxx from 2013 to 2017. Mr. Marootian was appointed by President Barack Obama to serve as the White House Liaison from 2013 to 2015 where he worked to promote President Obama's transportation agenda. Mr. Marootian serves as Interim Vice Chair of the Finance and Capital Committee.
Thomas Graham Thomas H. Graham was appointed to the Metro Board of Directors in May 2019 as an Alternate Director representing Prince George’s County. Mr. Graham is the founder of T.H. Graham and Associates, a strategic consulting firm. Prior to his work as a consultant, Mr. Graham served in several leadership positions at Pepco Holdings, Inc. before retiring in 2016. Mr. Graham currently serves on the board of the Center of Energy Workforce Development and Maryland Chamber of Commerce, in addition to several other boards.
Anthony E. Costa Anthony Costa was appointed to the Board as an Alternate Director in July 2014 representing the federal government. Mr. Costa is currently Associate Executive Director for Real Property and Planning for the US Department of Veterans Affairs (VA), where he is leading VA efforts to ensure the agency's real estate assets support the provision of services to our nation's veterans. iv FY2021 Proposed Budget Chapter 1 - Budget Summary
Executive Summary The Base Budget funds legacy commitments and mandates, such as contractually required wage Metro is committed to improving the safety, and step increases for labor resulting from reliability, and affordability of its system by collective bargaining agreements (CBAs), and substantially improving its assets — from rail inflationary costs on non-personnel expenses while stations, tracks and traction power infrastructure to remaining within the cap on annual subsidy growth. the vehicles, maintenance facilities and cooling Approximately 70 percent of Metro’s total operating systems — and providing a better transit experience budget is personnel costs. In FY2021, personnel for hundreds of thousands of riders each day. costs are projected to increase by $29.2 million or Operating Budget 2.1 percent. This includes additional funding for safety sensitive positions to support Metro’s safety The $2 billion proposed operating budget for and security goals and enhance a safe and secure FY2021 is funded with $0.8 billion of projected riding experience for customers. The FY2021 operating revenues, primarily from passenger fares, budget supports 12,255 positions, funded under parking fees, and advertising revenues, and $1.2 operating and capital. billion in jurisdictional operating subsidies. Total non-personnel costs will increase by $0.8 The FY2021 operating budget includes the base million, or 0.1 percent, driven primarily by cost budget, limited to three percent annual growth as escalations in MetroAccess paratransit contracts mandated by dedicated funding legislation, and and propulsion to deliver additional rail service. costs exempt from this cap on annual subsidy growth.
FY2021 Proposed Budget 1 Executive Summary Chapter 1 – Budget Summary
In recent years, Metro has reduced expenses and The base fare for Metrobus riders will remain $2.00 staffing levels to limit growth in operating subsidies. for those paying with a Smartrip card. However, to In FY2018, Metro eliminated 800 positions, a six improve on-time bus performance, reduce dwell percent reduction in total budgeted headcount, by times from cash uploads, and shorten travel times cutting non-essential positions and adjusting bus for customers, Metro proposes a $0.25 surcharge and rail services. Over the past three years, Metro on bus trips paid in cash and on-board cash uploads has reduced the operating budget by $186M. With to Smartrip cards. Metro is making transit more this budget, Metro has identified an additional $8M affordable and helping riders avoid the surcharge by in savings. offering a less expensive weekly bus pass. On the revenue side, Metro’s primary FY2021 In total, these customer initiatives increase budget challenges remain declining bus ridership, operating subsidy by $42.8 million. Metro proposes increased fare evasion and continued low off-peak to offset these costs through a $45.3 million subsidy rail ridership, which combined make it difficult to reduction by restructuring or eliminating the less maintain or grow passenger revenues. productive bus routes, right-sizing service levels on other bus routes, adjusting early morning rail To offset the challenges facing passenger revenues, headway prior to 6:00 AM and increasing the the FY2021 proposed budget includes advertising following peak rail fares: and other initiatives that increase non-passenger revenues and contain growth of operating subsidies. Raise base peak fare ten cents New Customer Initiatives are part of the base Simplify the mileage tiers by charging a single budget and make transit more attractive and cost per mile rate after mile three up to the max fare competitive with transportation alternatives during Raise maximum peak fare one dollar off-peak periods, weekends, and for single trips involving both the bus and rail systems. These In addition to service and fare changes, station initiatives add bus and rail service to shorten naming rights and increased digital advertising are headways in high demand areas, lower rail fares on expected to further lower the operating subsidy by weekends, and decrease the cost of multi-modal $11.3 million. trips. The budget includes the following new With a focus on better serving the traveling public, customer initiatives in FY2021: an Extra Services Fund to support service for Restore late night Metrorail service by extending unscheduled events as well as a fund for enhanced service until midnight Monday through Thursday customer service trainings for frontline employees and to 2:00 a.m. on Fridays and Saturdays will increase the operating subsidy by $5.4 million. Improve Sunday Metrorail service by operating Overall, these initiatives will add new services, Saturday headway schedules on Sundays improve weekend and late-night services, and lower fares during off-peak periods in order to grow Add service to high demand MetroExtra routes ridership. to enhance customer service Legislatively Excluded Costs are mandated costs Increase weekend service on Metrobus routes Metro incurs that are excluded from the base with strong ridership, focusing on routes with budget and not subject to the three percent connections to rail stations annual growth. The FY2021 budget includes $8.6 Implement a $2.00 weekend flat fare on million of exclusions for: Metrorail Occupational health and other safety Increase the transfer discount between rail and requirements bus systems from $0.50 to $2.00, which reduces Additional costs for Americans with Disabilities the cost of intermodal trips and enables price- Act (ADA) mandated paratransit service sensitive riders with more transit options Reduce the price of the 7-Day Regional Bus Pass from $15.00 to $12.00
2 FY2021 Proposed Budget Chapter 1 – Budget Summary Executive Summary Capital Budget The $1.8 billion FY2021 Proposed Capital Budget Within these CIP categories and programs are four and $9.7 billion FY2021-2026 CIP focus Metro's types of capital investments: Safety, State of Good capital investment on the safety, state of good repair, Repair & Minor Projects; Major Active Capital and reliability of Metrorail, Metrobus, and Projects; Development & Evaluation; and Future MetroAccess assets. Major Projects. Details can be found in Chapter 4. The six-year CIP investment priorities include The FY2021-2026 CIP assumes federal formula completion of the multi-year rebuilding of platforms funding will continue at current levels, but federal at 20 outdoors stations that began in the summer of PRIIA funding is not reauthorized past FY2021. The 2019, beginning the acquisition of new 8000-Series funding assumptions include continuation of the railcars, establishment of radio and wireless state and local portion of PRIIA funding, despite the communications infrastructure, replacement of buses expiration of the federal portion. The $9.7 billion and paratransit vehicles, rehabilitation and capital program will require $10.4 billion of funding, maintenance of railcars and buses to improve and due to an expected $149 million cost for revenue maintain service reliability and continued investment loss from service shutdowns for capital projects, in rail, rail stations and bus system infrastructure to and more than $530 million of debt service on debt improve safety and address state of good repair incurred to fund the capital program. Of the total backlogs. Metro’s CIP is grouped into six major $10.4 billion in funding required over the six years, investment categories: Railcars, Rail Systems, Track $8.1 billion will come in the form of state and local & Structures, Stations & Passenger Facilities, Bus & contributions, including dedicated funding, local Paratransit, and Business Support. These match for federal grants, continuation of state PRIIA investment categories are further subdivided into 17 contributions, system performance funding, program areas. reimbursable project funding, and debt.
FY2021 Proposed Budget 3 Sources of Funds Chapter 1 – Budget Summary FY2021 Sources of Funds Metro’s operating and capital budgets are funded Metrorail, Metrobus, and MetroAccess revenue through a variety of system generated, state, local funding of $802.0 million includes: and federal funding sources. Passenger fares and parking fees of State and local funding of $2.6 billion, consisting $700.6 million of: Other revenue totaling $101.4 million, $1.2 billion of jurisdictional operating including business revenues of $69.2 funding, including $1.17 billion of net million (advertising, joint development, and operating subsidy and $72.2 million of fiber optics) and other sources of $32.2 debt service contributions million. $1.4 billion in state/local funding for the Federal funding of $500.1 million consists of capital program, consisting of these funding $148.5 million in PRIIA funding and $351.6 sources: million in Federal Transit Administration (FTA) formula grants and other federal grants, $238.2 million in matching funds for federal including Congestion Mitigation and Air Quality formula grants ($89.7 million) and PRIIA grants (CMAQ) funds. ($148.5 million) Reimbursable project funding consisting of $7.8 $178.7 million in system performance funds, of million for operating and $88.7 million in which $23.1 million is expected to offset revenue jurisdictional requested capital projects, loss from service shutdowns for the platform including $26.6 million from the Metropolitan rehabilitation project Washington Airports Authority (MWAA) for the $0.9 million in other state and local Silver Line extension and $59.1 million from the contributions City of Alexandria for the new Potomac Yards $500 million of dedicated funding, of which Station. $31.1 million will be used for debt service Please note: the chart and table totals throughout $368.8 million of debt proceeds this publication may not add up due to rounding.
4 FY2021 Proposed Budget Chapter 1 – Budget Summary Sources of Funds
Sources of Funds ($ in millions)
$ 96.5
State & Local Funds
$ 500.1 Revenue
Federal
Reimbursable $3,925.1 $ 802.0 Total
$ 2,526.6
Summary of Funds by Source1
FY2020 FY2021 Variance to FY2020 (Dollars in Millions) Budget Budget $ Change % Change Operating Budget Passenger Fares & Parking $723.1 $700.6 $ (22.6) (3.1%) State and Local Funds 1,125.5 1,167.9 42.4 3.8% Business Revenues 54.7 69.2 14.5 26.5% Reimbursable Funds 9.0 7.8 (1.3) (13.9%) Other Sources 36.5 32.2 (4.3) (11.8%) Subtotal $1,948.9 $1,977.6 $ 28.7 1.5% Contributions for Debt Service $72.1 $72.2 $0.1 0.1% Subtotal Including Debt Service $2,021.0 $2,049.8 $ 28.8 1.4% Capital Budget Federal Formula/Other Grants $352.1 $351.6 (0.5) (0.2%) Federal Dedicated Funds (PRIIA) 148.5 148.5 - - State and Local Funds 410.0 417.8 7.8 1.9% Dedicated Funding/Debt Utilization 591.9 868.8 276.9 46.8% Reimbursable Funds 70.6 88.7 18.1 25.6% Subtotal $1,573.2 $1,875.4 $ 302.2 19.2% Grand Total $3,594.1 $3,925.1 $ 331.0 9.2% 1. WMATA Compact requires Metro to have a balanced budget (i.e. projected funding equals planned expense). See Appendix A for additional discussion.
FY2021 Proposed Budget 5 Ridership and Revenue Chapter 1 – Budget Summary Ridership and Revenue Metro’s total proposed operating revenue budget for Proposed passenger and parking revenues are FY2021 is $802.0 million, excluding reimbursable $22.6 million less than FY2020 Budget due to a projects. Passenger fares and parking fees of $33.6 million decrease in revenue, primarily as a $700.6 million make up 87 percent of the total result of fewer full fare trips on bus. This decline is revenue budget. Total ridership is projected at 299.6 partially offset by a rail revenue increase of $11.0 million trips, 59 percent on rail, 40 percent on bus million due to ridership growth. and the remainder on MetroAccess. Non-passenger Proposed non-passenger revenue increases by business revenues from advertising, joint $10.2 million due to a $14.5 million increase in development and fiber optic leases are budgeted at business revenues, primarily in advertising, and a $69.2 million while other non-transit revenues total $4.3 million decrease in other non-transit revenues, $32.2 million. driven by a decrease in capital fund transfers to Operating revenue is $12.4 million less than in the reimburse for lost fare revenues during major capital FY2020 Budget because of declining passenger improvement projects. revenues that are partially offset by growth in non- passenger revenues. Ridership
Ridership by Service1 FY2018 FY2019 FY2020 FY2021 Variance to FY2020 (Trips in Thousands) Actual Actual Budget Budget Change % Change Metrorail 175,817 175,255 170,157 177,338 7,181 4.2% Metrobus2 119,681 124,854 128,343 119,914 (8,429) (6.6%) MetroAccess 2,331 2,348 2,350 2,341 (9) (0.4%) Total Ridership 297,829 302,457 300,850 299,593 (1,257) (0.4%)
1 Metrorail ridership is based on linked trips; Metrobus ridership is based on unlinked trips from automatic passenger counter (APC) data; MetroAccess ridership is based on total passengers. Unlinked trips are total boardings, while linked trips are total number of complete trips from origin to destination, including transfers. 2 Prior to FY2021 Budget, Metrobus ridership was reported based on farebox data.
Metrorail single-tracking service for longer periods through After several years of decline, rail ridership stations undergoing platform repairs. These station stabilized at 175.3 million trips in FY2019 with improvement projects are essential to the customers responding positively to better on-time maintenance and rehabilitation of the system to performance that has reduced crowding at stations, ensure riders’ long-term safety. more evenly spaced trains, and improved service reliability. These improvements were driven by the Though important for customer safety and service introduction of new 7000-Series railcars and reliability, the Platform Improvement Project is ongoing efforts to rebuild and maintain track expected to impact more ridership in FY2020 as infrastructure. compared to FY2019 because rebuilding platforms at stations on the periphery of the rail system in Ridership losses in FY2019 were attributable to Northern Virginia and Maryland affects more riders specific events, such as station closures to rebuild at more stations for longer periods than similar platforms under the multi-year Platform projects in FY2019. Improvement Project and repairing the Yellow Line bridge, as well as the 35-day Federal Government In FY2021, Metrorail ridership is projected to reach shutdown. 177.3 million trips, an increase of 7.2 million, or 4 percent, compared to 170.2 million trips in the The Platform Improvement Project is a multi-year FY2020 budget. The baseline ridership forecast is campaign to rebuild platforms at 20 of Metro’s 45 informed by daily ridership trends over comparable outdoor stations. While disruptive to customers, dates in FY2018 and FY2019, excluding days with Metro is closing stations to complete platform major service disruptions, and includes favorable reconstruction in fewer days compared to running
6 FY2021 Proposed Budget Chapter 1 – Budget Summary Ridership and Revenue
ridership trends seen in the fourth quarter of and are not expected to increase dramatically in FY2019. Moreover, Metro projects a smaller the near term ridership loss due to disruptions from FY2021 Price and availability of parking near a capital projects based on customer response to destination influences the decision to drive or recent station closures. ride Metrorail. In addition, Metro’s ridership models project a net Metrobus increase of 1.6 million trips in response to the GM/CEO’s proposed Metrorail improvement The Federal Transit Administration (FTA) recently initiatives, including service enhancements, a approved Metro to report Metrobus ridership based weekend flat fare and $2.00 transfer credit, after on data collected using automated passenger factoring ridership losses from increasing peak rail counters (APC), which the transit industry considers fares. a more accurate means of recording ridership than data acquired through the farebox. Accordingly, Though Metro is taking steps to improve service starting with FY2020, bus ridership is being reported delivery to ensure that passengers see Metrorail as using APC figures unless otherwise noted. a reliable travel option, other external factors will impact future ridership growth. Metrobus ridership is forecasted at 120.1 million trips in FY2021, a decrease of 8.2 million trips, or These include: 6.4 percent, from 128.3 million trips in the FY2020 Number of residents and jobs in the “walk-shed” budget. – usually a half-mile walking distance – of The FY2021 ridership is forecasted using FY2019 Metrorail stations. actual trips of 124.9 million as the base. The Metro is sensitive to the contraction of the estimate is then decreased to account for continuing federal government workforce since many downward trends. Finally, the forecast is adjusted to agencies are located near stations. Local include new service, route modifications and governments in the region are working to eliminations, and customer response to a price attract more private industry to reduce decrease for the 7-Day Regional Bus pass and a dependence on the Federal government for $2.00 transfer discount. jobs. Since FY2015, Metrobus ridership, as measured Metro’s joint development office, one of the by farebox counts, has declined annually with most active in the transit industry, enters into FY2019 ending 4.0 million trips, or 3.6 percent, ground leases or sells Metro properties under budget forecasts. Ridership in FY2020 is adjacent to rail stations to foster residential expected to continue declining, but at a lesser rate, and commercial development, which show as a result of positive impacts from adding free bus potential to increase passenger trips. trips to all rail passes and increased student ridership. Number of alternative modes of transportation, particularly ride-hailing. Use of these services The declining Metrobus ridership trend has have coincided with steep declines in weekend several contributing factors: and off-peak ridership when these options are Average bus speeds have steadily declined in more attractive as Metro reduces service to recent years due to increased traffic congestion address maintenance needs. and roadwork, impacting the on-time Increased use of telecommuting and alternative performance and quality of service. work schedules results in lower ridership, Metrorail service disruptions appears to impact particularly on Fridays and Mondays, compared Metrobus ridership as intermodal transfers have to mid-week. decreased each year since FY2016. Price of automobile gasoline influences As is the case with rail, gasoline prices and customer transportation choices. Ridership alternative transportation options impact bus modeling indicates increased public transit ridership. The continued low price of gasoline – ridership when the gasoline price exceeds $3.00 below $3.00 per gallon – adversely affects per gallon. Gasoline prices averaged $2.78 in customers use of bus for transportation. Increased the Washington, DC area during summer 2019 use of alternative transportation services,
FY2021 Proposed Budget 7 Ridership and Revenue Chapter 1 – Budget Summary
particularly ride-hailing, overlaps with multiple years In addition, adding unlimited Metrobus trips to the of significant Metrobus ridership losses. Monthly Unlimited Pass and other multi-day passes starting in FY2020 is having a positive impact on Metro forecasting models have shown the average bus ridership. In FY2021, Metro will continue to speed of a bus significantly impacts a customer’s encourage riders to use passes by lowering the choice to ride. Unfortunately, worsening road price of the 7-Day Bus Pass. Finally, under the congestion in the Washington, DC region has “Kids Ride Free” program with the District of increased travel times for Metro buses operating Columbia, Metrobus transports nearly 30,000 without dedicated lanes. student riders on an average weekday. To this end, Metro is a leading partner in the MetroAccess Washington Area Bus Transformation Project focused on making bus service in the region faster MetroAccess is projected to provide 2.35 million and more reliable. The project’s five goals seek to trips in FY2021, equal to ridership projections in the address the following areas: FY2020 budget. Metro is able to maintain ridership levels by shifting growing demand for paratransit Increase regional connectivity and improve services to alternative partnership programs in mobility; Maryland and the District of Columbia. Enhance rider experience; Sixty-two percent of MetroAccess trips are provided Long term financial sustainability; in Montgomery and Prince George’s counties in Encourage sustainable communities; and Maryland, 23 percent in the District of Columbia, and the remaining 15 percent of trips in the Promote affordable and equitable systems. combined Virginia jurisdictions. Ridership remained strong in FY2019 on major MetroAccess trip volumes are relatively low in corridors where continued investments are Virginia due to a multitude of alternate service improving the customer experience. The popular providers. Metro has managed growth in the other limited-stop MetroExtra service continues to attract jurisdictions by shifting 230,000 eligible riders as customers seek improved travel times, MetroAccess trips to taxicabs under the District of while Route NH2, connecting Oxon Hill and National Columbia’s TransportDC program and 139,000 trips Harbor in Maryland with the Metrorail Stations in to Maryland’s Abilities-Ride program in FY2019, Alexandria, Virginia, continues to have strong equivalent to 16 percent of MetroAccess ridership. ridership since service commenced in 2016. Passenger Revenue Metrobus ridership gains in specific corridors reflect the value of bus service as an alternative transit In keeping with the Board’s policy of assessing fare option to Metrorail and driving when either is changes on a biennial basis, Metro was slated to affected by capital projects. For example, ridership reassess fares in FY2020. The agency elected to on MetroExtra Route G9 increased as it served as a hold fares steady in FY2020 to stimulate ridership. link to and from Rhode Island Avenue station during Because Metro’s operating subsidy growth is limited that station’s closure. Ridership also remained by a three percent legislative cap, for FY2021 the strong where trips funded by a grant on routes 18J, GM/CEO is proposing changes to Metrorail peak 18P, and 21D were added to mitigate I-395 Express fares as well as a surcharge for cash transactions Lanes construction in Virginia. on-board buses to partially address the budget gap and fund customer initiatives to boost ridership.
8 FY2021 Proposed Budget Chapter 1 – Budget Summary Ridership and Revenue
Operating Revenue FY2018 FY2019 FY2020 FY2021 Variance to FY2020 (Dollars in Millions) Actual Actual Budget² Budget² $ Change % Change Metrorail $541.3 $533.5 $528.3 $539.2 $ 11.0 2.1% Metrobus 138.1 124.0 137.9 108.1 (29.8) (21.6%) MetroAccess 9.7 8.8 9.9 8.7 (1.3) (12.8%) Parking 43.1 44.4 47.0 44.5 (2.5) (5.2%) Subtotal, Passenger Fares 732.2 710.7 723.1 700.6 (22.6) (3.1%) Non-Passenger Revenue¹ 54.8 73.9 91.3 101.4 10.2 11.2% Total Revenue $787.0 $784.6 $814.4 $802.0 $ (12.4) (1.5%)
1 Other non-transportation revenue includes interest on investments, property disposal sales, vending machine sales, and miscellaneous revenues. 2 FY2020 and FY2021 include funding of $28.0 million and $17.0 million, respectively, from capital to compensate for service disruptions due to major capital projects.
FY2021 Proposed Budget 9 Ridership and Revenue Chapter 1 – Budget Summary
Metrorail Metrorail passenger revenue is budgeted at $539.2 Widening headways for the first hour of service million for FY2021, a two percent increase or $11.0 (5:00 a.m. to 6:00 a.m.) from 8 minutes to 12 million higher than the FY2020 budget. minutes, which is a period with low ridership. This service adjustment enables a smoother Baseline passenger revenues are expected to transition for the start-up of revenue service from increase by $16.9 million due to 5.6 million the overnight period, including track inspections additional trips compared to FY2020 budget as a and maintenance; and result of growing weekday ridership and decreased impact from major capital projects. Eliminating four “tripper” trains per day, which supplement the scheduled weekday service but The revenue also includes a net loss of $7.7 million are no longer needed due to recent service from these proposed fare changes adjustments. Raise peak base fare $0.10 from $2.25 to $2.35; Metro anticipates a $14.0 million loss in rail fare Simplify the mileage fare; revenue from closing stations for major capital Charge $0.326 per mile after mile 3 during improvement projects similar in scope to the peak; customers currently pay $0.326 from shutdown south of the Ronald Reagan Washington miles 3 to 6, and $0.288 per mile after mile 6 National Airport station in the summer of 2019. until reaching the maximum fare In addition to fares from customers, Metrorail Charge $0.216 per mile after mile 3 during revenue includes $9.0 million for the District of off-peak; this is a fare decrease as Columbia’s “Kids Ride Free” program. In partnership customers currently pay $0.244 from miles with the District Department of Transportation three to six (DDOT) and District of Columbia Public Schools (DCPS), Metro is reimbursed for DCPS students Raise maximum peak fare $1.00 from $6.00 to riding rail and buses for free. Students can take $7.00; unlimited trips on Metrorail and Metrobus using Implement a $2.00 weekend flat fare. For trips program specific SmarTrip cards on Saturday and Sunday, customers will pay up Metrobus to $1.85, or 48 percent, less than current off- peak max fares; and Metrobus passenger revenue for the FY2021 budget is $108.1 million, an 18 percent decrease or $29.8 Increase transfer credit from $0.50 to $2.00. A million less than the $137.9 million in the FY2020 $2.00 transfer discount would make it free to budget. The decrease factors in steep declines in transfer to regular Metrobus routes after a trip on farebox revenue in FY2019 from declining ridership, Metrorail using the same SmarTrip® card within particularly full fare riders, significant growth in fare two hours of the initial boarding; and reduce evasion, and customers shifting to passes. fares by $2.00 on Metrorail, Metrobus Express, and Airport routes after transferring from This amount includes a net loss of $8.2 million in Metrobus regular routes. passenger revenue from the following proposed fare changes: Rail service enhancements are expected to increase passenger revenue in total by $1.6 million through Implementing a $0.25 surcharge on trips paid in the following initiatives: cash; Adding a half-hour of service each evening Implementing a $0.25 surcharge on on-board Monday through Thursday extending service cash uploads to SmarTrip® cards; until midnight, and adding an hour of service on Reducing the 7-Day Regional Bus Pass from Fridays and Saturdays extending service to 2:00 $15.00 to $12.00, which is the equivalent of a.m.; traveling round trip for three days and having Operating Saturday headway schedules on four days of free travel on regular routes; and Sundays to reduce headways from 15 to 12 Increasing the transfer credit between rail and minutes on all rail lines and from 8 to 6 minutes bus from $0.50 to $2.00. Setting the intermodal in the multi-line core; discount equal to the bus base fare aligns
10 FY2021 Proposed Budget Chapter 1 – Budget Summary Ridership and Revenue
Metro’s policy with other multi-modal transit Increasing parking spaces leased to non-transit agencies. users, as well as permitting commercial uses of Metro parking facilities for a fee. Proposed bus service changes are projected to further decrease passenger revenue by a net $5.8 Passes million. The changes will increase bus efficiency To make riding more affordable and encourage while minimizing customer impact: ridership, Metro offers customers monthly, weekly, Improve service on four MetroExtra routes by three-day and daily passes that eliminate the need extending the hours and increasing frequency; for daily fare calculations and reward high volume users with a reduced cost per trip. Add weekend service on high ridership routes with a focus on those that serve rail stations; All passes, except the 7-Day Regional Bus Pass, are “combo passes” that allow riders access to rail Reduce or eliminate service on routes where and bus service under a single pass product. other transit service is available or there is low utilization; and In accord with the GM/CEO’s FY2021 budget priority to make Metro affordable, the cost of combo Restructure service to streamline routes which passes will remain the same as FY2020, despite will increase efficiency and right-size service increased peak rail fares in FY2021. This will make levels. combo passes even more cost effective for frequent MetroAccess riders. Also, Metro will maintain the same travel MetroAccess passenger revenue for FY2021 is $8.7 distance on unlimited passes before a customer million, or $1.3 million less than in FY2020, to must pay the fare difference from stored value. account for late trip credits issued to customers. The following details each pass product: As the population continues to age, and Monthly Unlimited Pass (formerly ‘SelectPass’): disability rates continue to rise, the utilization Customers select a price point based on the of MetroAccess is expected to grow. distance of their normal one-way commute trip, Parking making this pass customizable to an individual’s travel needs. Total parking revenue for the FY2021 budget is projected at $44.5 million, a $2.5 million decrease Because the price of the pass will not from the FY2020 budget, bringing projections closer increase with the fare changes this fiscal to the $44.4 million received in FY2019. About 92 year, the monthly pass will be priced based percent of parking revenue, or $41 million, is on 36 trips (18 days) times the FY2020 fare expected to be generated from customers using for their one-way commute trip. Metrorail and those parking at garages without non- Any trip with a distance equal to or less than rider fees. An additional $3.5 million is expected the normal commute trip is covered, and any from non-rider fees and parking space leases. longer trip requires payment of the fare In FY2021, all rail stations scheduled to close for difference from the stored value on the platform repairs have parking facilities. As a result, SmarTrip® card. Metro is projecting a revenue loss of $3.0 million Customers will get even more savings with during the station closures. passes under the GM/CEO’s FY2021 The following parking programs initiated in recent Proposed Budget. For example, customers fiscal years are expected to generate $3.0 million in purchasing the $144 monthly unlimited pass, additional revenue to help offset losses from station priced at 36 trips times $4.00, will be able to closures: take unlimited Metrorail trips up to 8.7 miles, whereas customers paying full fare will pay Lowering daily fees at low-utilization garages to $4.20 per peak period trip. This is a 5 spur higher utilization and revenue; percent savings when using the monthly Assessing non-rider fees for special events such pass. For a monthly unlimited pass of $216, as festivals, concerts and other similar activities; a customer gets unlimited travel on rail and and bus, saving a minimum of $92 per month, or $1,104 annually, compared to a person paying max fare per peak period trip.
FY2021 Proposed Budget 11 Ridership and Revenue Chapter 1 – Budget Summary
1-Day / 3-Day / 7-Day Unlimited Pass offer Fiber Optics unlimited travel on rail and bus. The short The Metro Fiber Optic Program, initiated in duration is ideal for tourists and other visitors. September 1986, allows for the installation, 7-Day Short Trip Unlimited Pass offers operation, and maintenance of fiber optic cables in unlimited rail trips under a fare value of $3.85 Metro's right-of-way. Metro receives revenue under per trip and free bus trips. Similar to the monthly lease agreements with telecommunications unlimited pass, customers pay the fare difference companies and receives a number of fiber optic for longer trips from the stored value on their lines for its own use as part of the compensation SmarTrip® card. package. For FY2021, the fiber optic revenue budget is $18.8 million. 7-Day Regional Bus Pass: To encourage bus ridership, Metro is reducing the price of the 7- Other Revenue Day Regional Bus Pass from $15 to $12 in Other revenues total $32.2 million in FY2021 with FY2021. The pass is priced to save customers $10.2 million from miscellaneous sources such as money after the sixth weekly trip, the equivalent proceeds from agreements with cellular service of three commuting days, with the remaining providers, disposal of surplus property, vending four days free. machine companies, and employee parking. University Pass (U-Pass): Metro has Another $17 million is reimbursements from capital agreements with 25 colleges and universities in projects for anticipated ridership, along with rail the region to offer full-time students unlimited and parking revenue, losses from station closures rides on Metrorail and Metrobus. Metro prices due to major capital projects. The non-fare revenue the service at $1 per student per day to offer initiative to lease station naming rights is projected students an affordable means of travel to to generate $5.0 million. classes, internships, jobs and other activities. Non-Passenger Revenue Advertising Total advertising revenue in FY2021 is budgeted at $35.8 million, an $8.1 million increase over the FY2020 budget. This increase in primarily driven by $6.3 million in digital advertising revenue following the installation of more digital panels in stations and a larger target audience as Metrorail ridership continues to increase. Joint Development Joint development revenues are estimated to reach $14.6 million, an increase of $3.6 million over FY2020. This growth is driven by increasing ground lease payments to reflect market value and Metro property sales. Generally, joint development revenue increases during periods of economic growth as ground leases increase in value and as areas walkable to Metrorail stations develop.
12 FY2021 Proposed Budget Chapter 1 – Budget Summary Ridership and Revenue
Operating Budget Revenues
FY2018 FY2019 FY2020 FY2021 Variance (Dollars in Thousands) Actual Actual Budget Budget MetroBus Passenger $138,075.2 $124,011.1 $137,936.0 $108,147.2 ($29,788.8) Parking - - - - - Advertising 15,135.6 9,023.4 9,150.3 8,939.6 ($210.7) Joint Development - - - - - Fiber Optics - - - - - Other Nontransit Sources 3,193.7 3,043.0 6,064.1 3,123.7 ($2,940.4) Subtotal $156,404.5 $136,077.6 $153,150.4 $120,210.5 ($32,940.0) MetroRail Passenger $541,317.8 $533,518.0 $528,278.9 $539,230.7 $10,951.8 Parking 43,064.2 44,376.3 46,968.1 44,509.0 ($2,459.1) Advertising 7,454.8 20,018.2 18,522.7 26,860.4 $8,337.7 Joint Development 9,252.1 14,865.2 11,061.8 14,644.4 $3,582.5 Fiber Optics 15,959.0 16,875.8 15,991.9 18,776.7 $2,784.8 Other Nontransit Sources 3,630.0 10,123.3 30,464.3 29,096.3 ($1,368.0) Subtotal $620,678.0 $639,776.8 $651,287.6 $673,117.4 $21,829.8 MetroAccess Passenger $9,700.3 $8,781.1 $9,940.0 $8,668.2 ($1,271.8) Parking - - - - - Advertising - - - - - Joint Development - - - - - Fiber Optics - - - - - Other Nontransit Sources 173.6 - - - - Subtotal $9,873.9 $8,781.1 $9,940.0 $8,668.2 ($1,271.8) Total Passenger $689,093.3 $666,310.3 $676,154.9 $656,046.0 ($20,108.9) Parking 43,064.2 44,376.3 46,968.1 44,509.0 ($2,459.1) Advertising 22,590.4 29,041.6 27,673.0 35,800.0 $8,127.0 Joint Development 9,252.1 14,865.2 11,061.8 14,644.4 $3,582.5 Fiber Optics 15,959.0 16,875.8 15,991.9 18,776.7 $2,784.8 Other Nontransit Sources 6,997.4 13,166.4 36,528.3 32,220.0 ($4,308.4) Grand Total $786,956.4 $784,635.5 $814,378.0 $801,996.0 ($12,382.0)
FY2021 Proposed Budget 13 Subsidy Chapter 1 – Budget Summary Operating Subsidy
After reducing the operating expense need by over $800 million through system generated revenue, the FY2021 operating subsidy for Metrobus, Metrorail, and MetroAccess totals $1.2 billion, an increase of $42.4 million or 4 percent over the FY2020 Budget. The base budget increased by $33.8 million, equal to three percent annual growth of operating subsidies, which complies with the 2018 dedicated funding legislation. The remaining growth of $8.6 million is legislatively excluded from the three percent growth cap and consists of contractually obligated cost increases to ADA paratransit service providers. Jurisdiction contributions for debt service payments equal $72.2 million, similar to FY2020 levels. Additional information about debt service is included in Appendix - G of this publication.
FY2021 Proposed Budget Summary of State and Local Operating Requirements FY2021 FY2021 Jurisdictional FY2021² % Legislative Total Total % Debt Operating (Dollars in Millions) FY2020¹ Capped Change Exclusions Subsidy Change Service Subsidy District of Columbia $ 407.8 $ 420.0 3.0% $ 2.1 $ 422.1 3.5% $ 33.3 $ 455.4 Montgomery County $ 189.1 $ 191.5 1.2% $ 1.6 $ 193.1 2.1% $ 15.4 $ 208.5 Prince George's County $ 242.6 $ 253.2 4.4% $ 3.5 $ 256.7 5.8% $ 15.8 $ 272.5 Maryland $ 431.7 $ 444.7 3.0% $ 5.1 $ 449.8 4.2% $ 31.2 $ 481.0 City of Alexandria $ 45.8 $ 49.4 7.8% $ 0.1 $ 49.5 8.1% $ 1.8 $ 51.3 Arlington County $ 78.2 $ 79.5 1.7% $ 0.1 $ 79.6 1.9% - $ 79.6 City of Fairfax $ 2.5 $ 2.7 10.2% $ 0.0 $ 2.8 11.1% $ 0.1 $ 2.9 Fairfax County $ 156.0 $ 159.4 2.1% $ 1.1 $ 160.5 2.8% $ 5.6 $ 166.1 City of Falls Church $ 3.4 $ 3.5 2.3% $ 0.0 $ 3.5 2.7% $ 0.2 $ 3.7 Loudoun County ------Virginia $ 286.0 $ 294.6 3.0% $ 1.4 $ 296.0 3.5% $ 7.7 $ 303.7 Net Operating Subsidy $ 1,125.5 $ 1,159.2 3.0% $ 8.6 $ 1,167.9 3.8% $ 72.2 $ 1,240.0
1 FY2020 approved base amount includes $1.19 million for the Fraternal Order of Police Collective Bargaining Agreement approved on September 26, 2019 in Board Resolution 2019-31. 2 FY2021 capped amounts are calculated by taking the FY2020 base allocations and adding three percent to each Signatory's (DC, MD and VA) allocation and then allocating the Signatory amounts by calculating each jurisdiction's percentage share of the applicable Signatory's amount using the Board-approved subsidy formulae, as described in Board Resolution 2019-09 (Appendix I).
14 FY2021 Proposed Budget Chapter 1 – Budget Summary Capital Funding FY2021 Capital Funding Metro’s six-year Capital Improvement Program fund revenue losses from long-term service (CIP) of $9.7 billion requires funding totaling $10.4 shutdowns due to major capital projects billion from the Federal Government, state and local State dedicated funding of $3.0 billion, of which government partners and other sources due to an $532 million is projected to be used for debt expected $149 million cost for revenue loss from service service shutdowns for capital projects and more than $530 million of debt service. Debt, secured by dedicated funding, of $2.2 billion Within the $10.4 billion six-year funding plan, Metro is projecting: Other local sources, primarily Metropolitan Washington Airports Authority (MWAA) funding $2.26 billion from federal grant funding, with the for the Silver Line extension and new rail cars, assumption that federal PRIIA funding will not be and the City of Alexandria for the new Potomac extended past FY2021 Yards station, totaling $283 million. State and local contributions for matching of Additional information about capital funding federal grants and system performance funds of sources is included in Chapter 4 - FY2021 Capital $2.9 billion, of which $149 million is expected to Budget .
FY2021 Proposed Budget 15 Expenditures Chapter 1 – Budget Summary
FY2021-2026 Proposed Capital Improvement Program
FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 Six Year (Dollars in Millions Budget Plan Plan Plan Plan Plan Total Federal Federal Formula Programs $348.2 $348.2 $348.2 $348.2 $348.2 $348.2 $2,089.0 Federal PRIIA 148.5 0.0 0.0 0.0 0.0 0.0 148.5 Other Federal Grants 3.4 3.4 3.4 3.4 3.4 3.4 20.4 Subtotal, Federal Grants $500.1 $351.6 $351.6 $351.6 $351.6 $351.6 $2,258.0 Match to Federal Formula 89.7 92.3 95.1 98.0 100.9 103.9 579.9 System Performance 178.7 184.1 189.6 195.3 201.2 207.2 1,156.1 Subtotal, Match and System Performance $268.4 $276.4 $284.7 $293.3 $302.1 $311.1 $1,736.0 State and Local PRIIA 148.5 148.5 148.5 148.5 148.5 148.5 891.0 Other State and Local 0.9 0.9 0.9 1.0 1.0 1.0 5.7 Dedicated Funding 500.0 500.0 500.0 500.0 500.0 500.0 3,000.0 Debt 368.8 554.1 349.1 287.0 321.5 341.3 2,221.9 Subtotal, State and Local $1,286.6 $1,479.9 $1,283.3 $1,229.7 $1,273.1 $1,301.9 $7,854.5 Other 88.7 109.8 36.9 41.6 3.0 3.0 283.0 Subtotal, State and Local, Including Reimbursable Jurisdictional Projects $1,375.3 $1,589.8 $1,320.2 $1,271.3 $1,276.1 $1,304.9 $8,137.5 Grand Total $1,875.4 $1,941.3 $1,671.7 $1,622.9 $1,627.6 $1,656.5 $10,395.5
Summary of Expenditures by Program
FY2020 FY2021 Variance to FY2020 (Dollars in Millions) Approved Approved $ Change % Change Operating Budget Metrobus $ 670.0 $ 661.0 $ (9.0) (1.3%) Metrorail 1,093.2 1,116.7 23.4 2.1% MetroAccess 176.6 192.2 15.6 8.8% Reimbursable 9.0 7.8 (1.3) (13.9%) Subtotal $ 1,948.9 $ 1,977.6 $ 28.7 1.5% Debt Service $ 72.1 $ 72.2 $ 0.1 0.1% Subtotal $ 2,021.0 $ 2,049.8 $ 28.8 1.4% Capital Budget1 Capital Improvement Program $ 1,739.7 $ 1,821.2 $ 81.5 4.7% Service Disruptions Associated with Major Capital Projects 23.4 23.1 (0.3) (1.4%) Debt Service - 31.1 31.1 - Subtotal $ 1,763.1 $ 1,875.4 $ 112.3 6.4% Grand Total $ 3,784.1 $ 3,925.1 $ 141.1 3.7% 1. Includes Reimbursable Capital Projects
16 FY2021 Proposed Budget Chapter 2 - Metro Officers
Board of Directors
General Manager / Board Inspector Chief Executive Secretary General Officer
Board Reporting Structure This chapter includes budget information for the departments that support the Board Secretary, The Board of Directors Bylaws designate three Inspector General and GM/CEO. The Authority- Metro officers as direct reports to the Board: the wide operating figures in Chapter 3 include the General Manager and Chief Executive Officer costs of these three departments in order to (GM/CEO), the Inspector General and the Board present a complete budget for the Authority. Secretary. The latter two officers are appointed by, and may be removed only by, the Board of Please note: the chart and table totals throughout Directors and operate independently of the this publication may not add up due to rounding. GM/CEO.
FY2021 Proposed Budget 17 Board Secretary Chapter 2 – Metro Officers Board Secretary
Board Secretary
Assistant Board Board Secretary Program Manager
FY2018 FY2019 FY2020 FY2021 (Dollars in Thousands) Actual Actual Budget Budget $ Change % Change Personnel1 $ 781 $ 686 $ 704 $778 $ 74 10.5% Non-Personnel $ 161 $ 120 $ 199 $201 $ 2 1.2% Total2 $ 943 $ 806 $ 903 $979 $ 76 8.5% Authorized Positions3 4 4 4 4 - -
1 Personnel figures include the department's share of total fringe expenses. 2 Grand total is the operating budget cost per fiscal year and is based on Metro's organizational structure at the time of budget approval. 3 Authorized Positions includes total positions funded under the operating and capital budgets, based on Metro's organizational structure at the time of budget approval.
The office of the Board Secretary (SECT) is an representing the Board on a variety of issues independent office that reports to the Metro Board of relating to stakeholder groups. Directors. SECT serves as a resource to advance FY2021 Business Plan the Board’s goals and policies, and Metro’s strategic plan. SECT works with the Board and management Serve as the vital bridge between the Board, the to review policy issues and provide consultation, public and management. represents the Board in policy matters, and Support the Board to fulfill requirements of researches and advises on governance best dedicated funding legislation. practices. Ensure Board materials and operations maintain SECT is responsible for managing the Board’s a strategic focus. decision-making process and the exchange of information and documentation in support of Board Manage the Board retreat to address strategic activities. issues. SECT works proactively with management to carry Ensure the Board’s committee work plans align out the policies, goals and initiatives of the Metro with the Board’s priorities. Board; and serves as liaison between the Board, the Provide recommendations regarding Board Authority, Board advisory bodies and customers. initiatives and policies. Other responsibilities include the coordination, Ensure Compact requirements are met, along review and distribution of Metro Board materials; with Board directives, including the maintaining official records of Board actions and implementation of the Public Participation Plan. resolutions; publishing legal notices and arranging public hearings approved by the Board, as well as Develop and lead Board orientation for new members when appointed.
18 FY2021 Proposed Budget Chapter 2 – Metro Officers Inspector General Office of Inspector General
Inspector General
Deputy Inspector General Deputy Inspector Deputy Inspector Counsel to the Inspections, General General Audits Inspector General Evaluations & Investigations Special Projects
FY2018 FY2019 FY2020 FY2021 (Dollars in Thousands) Actual Actual Budget Budget $ Change % Change Personnel1 $ 5,041 $ 6,037 $ 6,940 $ 7,807 $ 867 12.5% Non-Personnel $ 1,527 $ 1,630 $ 2,921 $ 2,676 $ (245) (8.4%) Total2 $6,568 $7,667 $9,861 $10,484 $ 623 6.3% Authorized Positions3 35 38 40 44 4 10.0% 1 Personnel figures include the department's share of total fringe expenses. 2 Grand total is the operating budget cost per fiscal year and is based on Metro's organizational structure at the time of budget approval. 3 Authorized Positions includes total positions funded under the operating and capital budgets, based on Metro's organizational structure at the time of budget approval.
The Office of Inspector General (OIG) is an Oversee and administer Metro’s whistleblower/ independent office that reports to the Board of retaliation program, as well as provide Directors. Under the WMATA Compact OIG is an confidential and timely investigative reports to independent and objective unit of the Authority that the Whistleblower Panel. conducts and supervises audits, program Issue management alerts to the GM/CEO for evaluations, and investigations relating to Authority issues with time sensitivity and those requiring activities; promotes economy, efficiency, and management action. effectiveness in Authority activities; detects and prevents fraud and abuse in Authority activities; and Provide fraud awareness training to Metro keeps the Board fully and currently informed about departments and offices. deficiencies in Authority activities as well as the Initiate special projects and inspections that necessity for and progress of corrective action. address concerns related to Metro’s operations. FY2021 Business Plan OIG’s Office of Audits will: OIG’s Office of Investigations and Special Projects Conduct risk-based performance audits and will: evaluations to promote economy, efficiency and Conduct criminal investigations and refer them effectiveness of Metro programs, operations, for prosecution. and activities. Handle and issue confidential reports of Perform reviews and analyses of contractor investigations involving fraud, waste, abuse, proposals to determine reasonableness of cost/ gross mismanagement, or any investigation of pricing information and compliance with the Buy Authority activities deemed necessary or America Act. desirable by the Inspector General. Oversee the independent public accounting firm Provide all oversight and administration of the conducting Metro’s annual financial statement OIG hotline. audit.
FY2021 Proposed Budget 19 General Manager Chapter 2 – Metro Officers
General Manager & Chief Executive Officer
FY2018 FY2019 FY2020 FY2021 (Dollars in Thousands) Actual Actual Budget Budget $ Change % Change Personnel1 $ 930 $ 1,155 $ 1,140 $ 1,130 $ (10) (0.9%) Non-Personnel $ (39) $ 95 $ 640 $ 652 $ 12 1.9% Total2,3 $ 891 $ 1,250 $ 1,780 $1,782 $ 2 0.1% Authorized Positions4 4 3 3 3 - -
1 Personnel figures include the department's share of total fringe expenses. 2 Total Cost is the operating budget cost per fiscal year and is based on Metro's organizational structure at the time of budget approval. 3 FY2018 Non-Personnel cost is offset in the Office of General Counsel. 4 Authorized Positions includes total positions funded under the operating and capital budgets, based on Metro's organizational structure at the time of budget approval.
The General Manager and Chief Executive Officer (GM/CEO) guides Metro’s strategic direction to ensure passenger and employee safety, increased service reliability, innovative and more efficient approaches to operations management, enhanced fiscal accountability, and regulatory compliance. In FY2021, the GM/CEO will continue to move the agency toward improvements in the safety and reliability of service on Metro’s rail and bus networks, and Metro Access. Through the GM/CEO’s direction and leadership, the agency will focus its efforts on becoming the regional transportation provider of choice, as well as an employer of choice in the region. In addition, Metro’s capital improvement program, which is critical to the long- term safety and reliability of the system, will strengthen its focus on strategy, development and project implementation.
20 FY2021 Proposed Budget Chapter 2 – Metro Officers General Manager
FY2021 Business Plan garages to create modern maintenance facilities, and The GM/CEO’s business actions are designed to advancing the procurement of Metrobus’ next build a strong foundation for achieving best in class generation vehicle. status among transit systems. Programs to improve the customer experience Major initiatives in the proposed FY2021 budget through fare payment upgrades and full include: deployment of a new customer mobile app, as Projects that remain focused on improving well as new bus shelters and other customer safety and reliability of the rail system, amenities. including track and power upgrades, train Initiatives that drive the agency to be the control systems, advancing the 8000-series region’s “employer of choice,” such as Metro’s railcar procurement, and escalator and elevator first paid parental leave policy, a new employee replacements/ rehabilitations. emergency fund, and renovated office facilities, Initiatives to improve the speed and reliability of including the development of a new a Metro buses, including advancing transit signal headquarters building in the District of priority with the jurisdictions, building new bus Columbia, and new offices in the Commonwealth of Virginia and Maryland.
FY2021 Proposed Budget 21 General Manager Chapter 2 – Metro Officers
THIS PAGE INTENTIONALLY LEFT BLANK
22 FY2021 Proposed Budget Chapter 3 - Operating Budget
Introduction The operating budget funds expenses associated with Metrobus, Metrorail, and MetroAccess operations. In total the proposed operating budget is $1.97 billion, a 1.5 percent increase from the FY2020 budget. In addition, the reimbursable budget is $7.8 million. Sources of Funds Metro has three primary funding sources for the operating budget: passenger revenue including parking, non- fare revenue including advertising, and local subsidy. The largest source of funding is local subsidy of $1.17 billion or 59.3 percent of total operating funds. The second largest source of funding is passenger fare and parking revenue at $700.6 million or 35.6 percent of total expenses. The remaining $101.4 million of operating revenue comes from advertising, joint development projects, fiber optic and property leases, and other revenues.
Please note that chart and table totals throughout this publication may not add due to rounding.
FY2021 Proposed Budget 23 Authority Wide Chapter 3 – Operating Budget
Sources of Funds - Authority Wide ($ in millions)
$ 44.5 $ 35.8 $ 65.6
Net Subsidy
Passenger
Other
$ 656.0 $1,969.9 Parking Total $ 1,167.9 Advertising
FY2018-FY2021 Metro increased its base subsidy by only $33.8 million, or three percent to comply with a three percent cap on annual operating subsidy growth per the legislation establishing dedicated capital funding in 2018. An additional $8.6 million in legislative exclusions is budgeted to support ADA paratransit costs and safety mandate requirements that are exempt from the three percent cap. The total operating subsidy increased $14.5 million from $1.13 billion to $1.24 billion in FY2021.
Sources of Funds - Operating Budget ($ in millions)
$1,168 $1,125 $1,081 $1,004
$689 $666 $676 $656
$64 $66 $43 $23 $32 $44 $29 $45 $47 $28 $45 $36
Actual 2018 Actual 2019 Budget 2020 Budget 2021
Passenger Parking Advertising Other Net Subsidy
24 FY2021 Proposed Budget Chapter 3 – Operating Budget Authority Wide Uses of Funds track and structure maintenance, elevator and Personnel expenses are the largest operating escalator, and general fleet repair for non- budget expense category at $1,386.4 million or revenue vehicles. 70.4 percent of total expenses, followed by Services at $369.7 million or 18.8 percent of Metro’s energy budget (fuel, utilities and total. propulsion) consists of propulsion usage by the Metrorail system; diesel, CNG and gasoline for Services budget consists primarily of expenses Metrobus, MetroAccess and non-revenue related to professional and technical services vehicles; and utilities (i.e. electricity, water, contract maintenance, and temporary labor phone and refuse collection) at Metro facilities. services. The largest service expense is in support of paratransit, which is projected to be Other expenses include casualty and liability $162.9 million in FY2021. insurance, leases, capital overhead allocation credit and miscellaneous costs. Materials and Supplies budget consist primarily of maintenance parts for buses and railcars, Uses of Funds - Authority Wide ($ in millions)
$ 95.1 $ 12.9 $ 105.7
Personnel
Services
Materials & Supplies $ 369.7 $1,969.9 Utilities & Propulsion Total Fuel (Gas/Diesel/CNG) & Other
$ 1,386.4
FY2018-FY2021 increased paratransit costs resulting from FY2021 operating personnel expenses, inclusive contract cost escalations for the service of labor and fringe benefits, are $1.4 billion, an providers. increase of $29.2 million or 2.1 percent over FY2020. This increase includes contractually Materials and supplies are $105.7 million, a required pay increases mandated by CBA decrease of $3.6 million or 3.3 percent from agreements. The budget proposal also includes FY2020. a savings to personnel costs related to initiatives FY2021 energy costs are projected to increase to reduce less productive bus routes. by $5.4 million or 4.5 percent in comparison to FY2021 services budget is $369.7 million, an the FY2020 budget primarily due to increased increase of $22.1 million, or 6.4 percent over propulsion costs associated with 7000 – Series FY2020. This increase is due largely to railcar service.
FY2021 Proposed Budget 25 Authority Wide Chapter 3 – Operating Budget
Uses of Funds (Personnel vs Non-Personnel) ($ in millions)
$1,357.2 $1,386.4 $1,300.0 $1,288.6
$576.6 $582.7 $583.5 $490.7
Actual 2018 Actual 2019 Budget 2020 Budget 2021
Personnel Non-Personnel
26 FY2021 Proposed Budget Chapter 3 – Operating Budget Authority Wide
Operating Budget Revenue and Expenses FY2018 FY2019 FY2020 FY2021 (Dollars in Thousands) Actual Actual Budget Budget $ Change REVENUES Passenger $689,093 $666,310 $676,155 $656,046 ($20,109) Parking 43,064 44,376 46,968 44,509 ($2,459) Advertising 22,590 29,042 27,673 35,800 $8,127 Joint Development 9,252 14,865 11,062 14,644 $3,583 Fiber Optics 15,959 16,876 15,992 18,777 $2,785 Other Nontransit Sources 6,997 13,166 36,528 32,220 ($4,308)
Total Revenues $786,956 $784,636 $814,378 $801,996 ($12,382)
EXPENSES Personnel $1,299,966 $1,288,580 $1,357,191 $1,386,359 $29,168 Services 269,733 325,743 347,598 369,738 $22,140 Materials & Supplies 103,493 120,333 109,315 105,716 ($3,598) Fuel (Gas/Diesel/CNG) 24,094 28,911 32,073 31,486 ($587) Utilities & Propulsion Power 83,381 88,578 89,133 95,141 $6,009 Casualty and Liability 33,865 44,860 33,880 29,653 ($4,227) Leases & Rental 7,818 9,298 10,036 10,036 $0 Miscellaneous 6,169 5,134 6,699 6,677 ($22) Capital Allocation (37,822) (46,246) (46,070) (64,947) ($18,877)
Total Expenses $1,790,697 $1,865,191 $1,939,854 $1,969,859 $30,005
Net Subsidy $1,003,740 $1,080,555 $1,125,476 $1,167,863 $42,387 Cost Recovery Ratio 43.9% 42.1% 42.0% 40.7%
FY2021 Proposed Budget 27 Authority Wide Chapter 3 – Operating Budget
Operating Budget Expenses FY2021 FY2021 FY2021 FY2021 (Dollars in Thousands) Budget BUS RAIL ACCESS Salaries $353,326 $102,935 $241,801 $8,591 Wages 504,713 226,499 276,733 1,481 Overtime 79,916 32,835 46,852 229
TOTAL SALARIES AND WAGES $937,955 $362,269 $565,385 $10,300
Fringes $448,404 $174,049 $269,472 $4,883 Fringe Health 178,365 69,151 107,263 1,950 Fringe Pension 165,358 64,111 99,438 1,808 Other Fringe Benefits 74,984 29,272 44,912 800 Workers Compensation 29,698 11,515 17,858 325
TOTAL PERSONNEL COST $1,386,359 $536,318 $834,858 $15,183
Services $369,738 $68,094 $132,284 $169,361 Professional and Technical 74,500 18,474 51,525 4,500 Contract Maintenance 74,140 37,550 35,873 718 Paratransit 162,897 - - 162,897 Other 58,201 12,071 44,885 1,245 Materials & Supplies $105,716 $29,468 $75,486 $762 Parts 53,122 14,871 38,051 199 Other 52,594 14,597 37,434 563 Fuel (Gas/Diesel/CNG) $31,486 $22,100 $3,684 $5,702 Diesel Fuel 18,099 16,134 1,948 17 Gasoline 8,174 752 1,737 5,685 Clean Natural Gas 5,213 5,213 - - Utilities & Propulsion $95,141 $11,645 $82,726 $770 Propulsion 54,644 - 54,644 - Electricity 29,711 8,837 20,291 583 Utilities - Other 10,787 2,808 7,791 187 Casualty & Liability $29,653 $8,786 $20,283 $584 Insurance 16,975 5,030 11,611 334 Claims 12,679 3,757 8,672 250 Leases $10,036 $2,657 $6,394 $985 Property 6,105 1,773 3,407 926 Equipment 3,931 884 2,987 60 Miscellaneous $6,677 $1,171 $5,369 $136 Business/Meeting/Subscriptions 1,550 445 1,066 39 Advertising 5,200 1,410 3,696 94 Reimbursements/Other (74) (684) 608 3 Capital Allocation ($64,947) ($19,244) ($44,424) ($1,279)
TOTAL NONPERSONNEL COST $583,501 $124,677 $281,803 $177,021
TOTAL COST $1,969,859 $660,995 $1,116,661 $192,204
28 FY2021 Proposed Budget Chapter 3 – Operating Budget Authority Wide
Operating Budget Authority Wide FY2018 FY2019 FY2020 FY2021 $ % (Dollars in Thousands) Actual Actual Budget Budget Change Change Salaries $304,440 $293,429 $328,218 $353,326 $25,109 7.6% Wages 483,900 475,630 513,103 504,713 (8,390) (1.6%) Overtime 83,415 89,866 75,401 79,916 4,515 6.0%
TOTAL SALARIES AND WAGES $871,754 $858,925 $916,722 $937,955 $21,233 2.3%
Fringes $428,212 $429,655 $440,469 $448,404 $7,935 1.8% Fringe Health 206,794 222,178 174,182 178,365 4,183 2.4% Fringe Pension 174,458 165,322 162,501 165,358 2,857 1.8% Other Fringe Benefits (1,364) (9,484) 74,260 74,984 723 1.0% Workers Compensation 48,323 51,638 29,526 29,698 172 0.6%
TOTAL PERSONNEL COST $1,299,966 $1,288,580 $1,357,191 $1,386,359 $29,168 2.1%
Services $269,733 $325,743 $347,598 $369,738 $22,140 6.4% Professional and Technical 64,334 73,392 73,039 74,500 1,461 2.0% Contract Maintenance 48,710 63,065 72,731 74,140 1,410 1.9% Paratransit 116,517 148,086 152,230 162,897 10,668 7.0% Other 40,172 41,200 49,599 58,201 8,602 17.3% Materials & Supplies $103,493 $120,333 $109,315 $105,716 ($3,598) (3.3%) Parts 52,999 53,982 55,273 53,122 (2,151) (3.9%) Other 50,494 66,351 54,042 52,594 (1,448) (2.7%) Fuel (Gas/Diesel/CNG) $24,094 $28,911 $32,073 $31,486 ($587) (1.8%) Diesel Fuel 14,918 17,064 20,597 18,099 (2,498) (12.1%) Gasoline 7,799 7,932 8,763 8,174 (588) (6.7%) Clean Natural Gas 1,377 3,915 2,713 5,213 2,500 92.2% Utilities & Propulsion $83,381 $88,578 $89,133 $95,141 $6,009 6.7% Propulsion 47,423 51,284 49,395 54,644 5,249 10.6% Electricity 26,351 27,197 29,069 29,711 641 2.2% Utilities - Other 9,607 10,097 10,668 10,787 118 1.1% Casualty & Liability $33,865 $44,860 $33,880 $29,653 ($4,227) (12.5%) Insurance 14,841 16,337 16,627 16,975 348 2.1% Claims 19,024 28,523 17,254 12,679 (4,575) (26.5%) Leases $7,818 $9,298 $10,036 $10,036 - 0.0% Property 4,726 5,211 6,105 6,105 - (0.0%) Equipment 3,091 4,087 3,931 3,931 - 0.0% Miscellaneous $6,169 $5,134 $6,699 $6,677 ($22) (0.3%) Business/Meeting/Subscriptions 1,577 1,404 1,599 1,550 (48) (3.0%) Advertising 4,120 3,752 5,100 5,200 100 2.0% Reimbursements/Other 471 (23) - (74) (74) - Capital Allocation ($37,822) ($46,246) ($46,070) ($64,947) ($18,877) 41.0%
TOTAL NONPERSONNEL COST $490,730 $576,611 $582,663 $583,501 $837 0.1%
TOTAL COST $1,790,697 $1,865,191 $1,939,854 $1,969,859 $30,005 1.5%
FY2021 Proposed Budget 29 Metrobus Chapter 3 – Operating Budget Operating Budget by Mode: Metrobus Sources of Funds Metrobus sources of funds consist of revenue in full fare riders, increased fare evasion, primarily from fares and advertising and subsidy customers taking advantage of new pass from Metro’s jurisdictional partners. Subsidy is products and an increase in transfer credit to $540.8 million or 82 percent of the total funding $2.00 when transferring from rail to bus. need for Metrobus Metrobus is projected to receive advertising Total Metrobus revenue in FY2021 is projected revenue of $8.9 million, remaining nearly flat at $120.2 million. The largest revenue source is when compared to FY2020 budget. passenger revenues estimated at $108.1 million, Other Metrobus revenue, which includes which includes fares and passes. Passenger interest, property disposals, vending machines, revenue is expected to decline 21.6% from company store sales and other miscellaneous FY2020 to FY2021 due primarily to the decline revenue, is projected to total $3.1 million.
Sources of Funds - Metrobus ($ in millions)
$ 8.9 $ 3.1
Subsidy
$ 108.1 Passenger Revenue
Other Revenue
Advertising Revenue $661.0 Total
$ 540.8
30 FY2021 Proposed Budget Chapter 3 – Operating Budget Metrobus Uses of Funds Personnel expenses are the largest portion of Materials and Supplies are budgeted at $29.5 the Metrobus budget. For FY2021, personnel million, which is less than the FY2020 budget. cost is estimated at $536.3 million or 81.1 Fuel costs, which include diesel, Clean Natural percent of the Metrobus budget, which Gas (CNG) and gasoline, are budgeted at $22.1 represents an increase of $1.6 million from the million, a decrease of $1.9 million from FY2020. FY2020 budget. This increase is primarily due to collectively bargained wage increases and Utilities costs of $11.6 million decline $2.1 healthcare expenses, offset by proposed million versus the FY2020 budget. reductions in bus service. Other expenses provide a credit to the budget in Services are budgeted at $68.1 million, which is the amount of $6.6 million for FY2021 as a result $2.5 million more than the FY2020 budget due of the capital overhead credit. This is a reduction to contract cost escalation. of $7.1 million from the FY2020 budget primarily due to a change in the overhead rate applied to capital projects.
Uses of Funds - Metrobus ($ in millions)
$ 11.6 $ 15.5 $ 29.5
Personnel
Services $ 68.1 Materials & Supplies
$661.0 Utilities & Propulsion Total Fuel (Gas/Diesel/CNG) & Other
$ 536.3
FY2018 - FY2021 Personnel expenses declined by $3.2 million or increase can be attributed in part to outsourcing. 0.6 percent from FY2018 actuals to FY2019 and Materials and Supplies increased by $1.5 million are projected to increase by $1.6 million or 0.3 or 3.5 percent from FY2018 actuals to FY2019 percent from FY2020 budget to FY2021 due to and are projected to decrease by $2.0 million or collectively bargained wage increases offset by 6.4 percent from FY2020 budget to FY2021. service modifications. Energy costs increased by $4.0 million or 16.2 Services increased by $2.2 million or 4.2 percent percent from FY2018 actuals to FY2019 and are from FY2018 actuals to FY2019 and are projected to decrease $4.0 million from FY2020 projected to increase by $2.5 million or 3.9 budget to FY2021. percent from FY2020 budget to FY2021. The
FY2021 Proposed Budget 31 Metrobus Chapter 3 – Operating Budget
Metrobus Revenue and Expenses FY2018 FY2019 FY2020 FY2021 (Dollars in Thousands) Actual Actual Budget Budget $ Change REVENUES Passenger $ 138,075 $ 124,011 $ 137,936 $ 108,147 $ (29,789) Parking - - - - - Advertising 15,136 9,023 9,150 8,940 ($211) Joint Development - - - - - Fiber Optics - - - - - Other Nontransit Sources 3,194 3,043 6,064 3,124 ($2,940) Total Revenues $156,405 $136,078 $153,150 $120,210 ($32,940) EXPENSES Personnel $ 539,833 $ 536,589 $ 534,691 $ 536,318 $ 1,627 Services 52,086 54,285 65,553 68,094 $ 2,540 Materials & Supplies 42,843 44,364 31,490 29,468 $ (2,022) Fuel (Gas/Diesel/CNG) 16,973 21,791 23,993 22,100 $ (1,893) Utilities & Propulsion Power 7,795 6,987 13,746 11,645 $ (2,101) Casuality and Liability 13,139 13,386 10,039 8,786 $ (1,253) Leases & Rental 2,052 1,942 2,118 2,657 $ 539 Miscellaneous 769 791 1,152 1,171 $ 20 Capital Allocation (17,310) (17,660) (12,799) (19,244) $ (6,444) Total Expenses $658,181 $662,475 $669,982 $660,995 ($8,987) Net Subsidy $501,776 $526,398 $516,832 $540,785 $23,953 Cost Recovery Ratio 23.8% 20.5% 22.9% 18.2%
32 FY2021 Proposed Budget Chapter 3 – Operating Budget Metrobus
Metrobus Operating Budget FY2018 FY2019 FY2020 FY2021 $ % (Dollars in Thousands) Actual Actual Budget Budget Change Change Salaries $100,133 $88,865 $96,888 $102,935 $6,046 6.2% Wages 228,171 230,399 232,811 226,499 (6,311) (2.7%) Overtime 38,122 40,859 32,112 32,835 723 2.3%
TOTAL SALARIES AND WAGES $366,426 $360,123 $361,811 $362,269 $458 0.1%
Fringes $173,407 $176,467 $172,880 $174,049 $1,169 0.7% Fringe Health 86,213 90,332 66,466 69,151 2,685 4.0% Fringe Pension 72,693 67,262 65,551 64,111 (1,440) (2.2%) Other Fringe Benefits (4,645) (1,565) 29,603 29,272 (331) (1.1%) Workers Compensation 19,146 20,439 11,261 11,515 254 2.3%
TOTAL PERSONNEL COST $539,833 $536,589 $534,691 $536,318 $1,627 0.3%
Services $52,086 $54,285 $65,553 $68,094 $2,540 3.9% Professional and Technical 19,264 16,468 16,148 18,474 2,325 14.4% Contract Maintenance 21,037 28,283 39,399 37,550 (1,849) (4.7%) Paratransit - 11 - - - - Other 11,785 9,523 10,007 12,071 2,064 20.6% Materials & Supplies $42,843 $44,364 $31,490 $29,468 ($2,022) (6.4%) Parts 23,175 21,832 12,018 14,871 2,854 23.7% Other 19,669 22,532 19,472 14,597 (4,875) (25.0%) Fuel (Gas/Diesel/CNG) $16,973 $21,791 $23,993 $22,100 ($1,893) (7.9%) Diesel Fuel 14,907 17,060 19,849 16,134 (3,715) (18.7%) Gasoline 689 816 1,431 752 (679) (47.4%) Clean Natural Gas 1,377 3,915 2,713 5,213 2,500 92.2% Utilities & Propulsion $7,795 $6,987 $13,746 $11,645 ($2,101) (15.3%) Propulsion ------Electricity 3,964 3,513 10,497 8,837 (1,659) (15.8%) Utilities - Other 3,831 3,474 3,249 2,808 (441) (13.6%) Casualty & Liability $13,139 $13,386 $10,039 $8,786 ($1,253) (12.5%) Insurance 5,758 4,875 4,926 5,030 103 2.1% Claims 7,381 8,511 5,112 3,757 (1,356) (26.5%) Leases $2,052 $1,942 $2,118 $2,657 $539 25.4% Property 973 746 1,199 1,773 574 47.9% Equipment 1,080 1,195 919 884 (35) (3.8%) Miscellaneous $769 $791 $1,152 $1,171 $20 1.7% Business/Meeting/Subscriptions 552 358 402 445 42 10.6% Advertising 1,599 1,120 1,408 1,410 3 0.2% Reimbursements/Other (1,382) (687) (659) (684) (25) 3.9% Capital Allocation (17,310) (17,660) (12,799) (19,244) (6,444) 50.4%
TOTAL NONPERSONNEL COST $118,348 $125,886 $135,291 $124,677 ($10,614) (7.8%)
TOTAL COST $658,181 $662,475 $669,982 $660,995 ($8,987) (1.3%)
FY2021 Proposed Budget 33 Metrorail Chapter 3 – Operating Budget
Operating Budget by Mode: Metrorail Sources of Funds Metrorail sources of funds consist of revenue Parking revenue at Metrorail facilities will primarily from passenger fares and parking fees, contribute $44.5 million in revenue. This is a 5.2 as well as advertising and lease revenues and percent decrease from FY2020 to FY2021 due subsidy from Metro’s jurisdictional partners. to planned capital projects. Subsidy is $443.5 million or 39.7 percent of the Advertising revenue applied to Metrorail is rail funding need. projected to generate $26.9 million in FY2021. Total Metrorail revenue in FY2021 is projected This is $8.3 million more than the FY2020 at $673.1 million. Passenger revenues, including budget and is attributable to strong advertising fares and passes, are projected at $539.2 sales and the new in-station digital advertising million. This is an increase of $11.0 million from program. the FY2020 budget. The increase in passenger Other revenue, which includes joint revenues is due to a projected rebound in development, fiber optics, and credits from the ridership related to improved reliability, Capital Improvement Program to compensate expanded fare products, customer service for anticipated passenger and parking revenue initiatives and a partial restoration of late-night losses resulting from scheduled track and hours. platform work, is projected to contribute $62.5 million in FY2021.
Sources of Funds - Metrorail ($ in millions)
$ 44.5 $ 26.9 $ 62.5
Subsidy
Passenger Revenue
Other Revenue $ 443.5 $1,116.7 Parking Revenue Total Advertising Revenue
$ 539.2
34 FY2021 Proposed Budget Chapter 3 – Operating Budget Metrorail Uses of Funds Personnel expenses are the largest portion of Fuel costs are budgeted at $3.7 million, or $1.1 the FY2021 Metrorail budget. Personnel costs million higher than the FY2020 budget. are estimated at $834.9 million, or 74.8 percent Utilities and Propulsion expenses of $82.7 of total Metrorail expenses, which represents an million are $8.1 million higher than the FY2020 increase of $22.8 million from the FY2020 budget due primarily to the extra power budget. Expenses increase primarily due to requirements for the 7000-Series railcar fleet obligated annual wage increases and growth in as well as new service changes. pension costs. Other expenses provide a credit to the budget Services are budgeted at $132.3 million, which in the amount of $12.4 million for FY2021 as a is $8.5 million more than the FY2020 budget due result of the capital overhead credit. This is a to contract cost escalations. reduction of $15.9 million from the FY2020 Materials and Supplies are budgeted at $75.5 budget primarily due to a change in the million, which is $1.1 million lower than the overhead rate applied to capital projects. FY2020 budget.
Uses of Funds - Metrorail ($ in millions)
$ 74.0 $ 75.5 Personnel
Services
Materials & Supplies $ 132.3 Utilities, Propulsion, $1,116.7 Fuel & Other Total
$ 834.9
FY2018 - FY2021 by $8.5 million or 6.9 percent from FY2020 Personnel expenses decreased by $7.2 million budget to FY2021 budget. or 1.0 percent from FY2018 actuals to FY2019 actuals and are projected to increase $22.8 Materials and Supplies increased $15.0 million million or 2.8 percent from the FY2020 budget to from FY2018 actuals to FY2019 actuals and FY2021 budget. are projected to decrease $1.1 million or 1.4 percent from FY2020 budget to FY2021 Services increased from FY2018 actuals to budget. FY2019 actuals by $22.3 million or 23.1 percent due to outsourcing and are projected to increase
FY2021 Proposed Budget 35 Metrorail Chapter 3 – Operating Budget
Metrorail Revenue and Expenses FY2018 FY2019 FY2020 FY2021 (Dollars in Thousands) Actual Actual Budget Budget $ Change REVENUES Passenger $ 541,318 $ 533,518 $ 528,279 $ 539,231 $ 10,952 Parking 43,064 44,376 46,968 44,509 ($2,459) Advertising 7,455 20,018 18,523 26,860 $8,338 Joint Development 9,252 14,865 11,062 14,644 $3,583 Fiber Optics 15,959 16,876 15,992 18,777 $2,785 Other Nontransit Sources 3,630 10,123 30,464 29,096 ($1,368) Total Revenues $620,678 $639,777 $651,288 $673,117 $21,830 EXPENSES Personnel $ 751,073 $ 743,839 $ 812,077 $ 834,858 $ 22,781 Services 96,345 118,621 123,768 132,284 $8,516 Materials & Supplies 60,098 75,129 76,554 75,486 ($1,069) Fuel (Gas/Diesel/CNG) 1,253 1,380 2,610 3,684 $1,074 Utilities & Propulsion Power 75,056 81,061 74,676 82,726 $8,051 Casuality and Liability 20,082 30,675 23,174 20,283 ($2,891) Leases & Rental 5,085 7,229 6,937 6,394 ($544) Miscellaneous 5,290 4,238 5,412 5,369 ($43) Capital Allocation (19,620) (27,721) (31,981) (44,424) ($12,443) Total Expenses $994,661 $1,034,451 $1,093,228 $1,116,661 $23,432 Net Subsidy $373,983 $394,674 $441,940 $443,543 $1,603 Cost Recovery Ratio 62.4% 61.8% 59.6% 60.3%
36 FY2021 Proposed Budget Chapter 3 – Operating Budget Metrorail
Metrorail Operating Budget FY2018 FY2019 FY2020 FY2021 $ % (Dollars in Thousands) Actual Actual Budget Budget Change Change Salaries $198,695 $199,350 $225,115 $241,801 $16,686 7.4% Wages 255,511 245,016 279,419 276,733 (2,686) (1.0%) Overtime 45,268 48,980 43,270 46,852 3,582 8.3%
TOTAL SALARIES AND WAGES $499,474 $493,346 $547,804 $565,385 $17,581 3.2%
Fringes $251,599 $250,493 $264,272 $269,472 $5,200 2.0% Fringe Health 119,218 130,479 106,384 107,263 880 0.8% Fringe Pension 100,624 97,054 95,714 99,438 3,724 3.9% Other Fringe Benefits 3,354 (7,861) 44,135 44,912 777 1.8% Workers Compensation 28,403 30,821 18,040 17,858 (181) (1.0%)
TOTAL PERSONNEL COST $751,073 $743,839 $812,077 $834,858 $22,781 2.8%
Services $96,345 $118,621 $123,768 $132,284 $8,516 6.9% Professional and Technical 41,811 54,557 52,791 51,525 (1,265) (2.4%) Contract Maintenance 27,199 33,380 32,260 35,873 3,613 11.2% Paratransit - 25 - - - - Other 27,335 30,659 38,718 44,885 6,168 15.9% Materials & Supplies $60,098 $75,129 $76,554 $75,486 ($1,069) (1.4%) Parts 29,815 32,127 42,796 38,051 (4,744) (11.1%) Other 30,283 43,002 33,759 37,434 3,676 10.9% Fuel (Gas/Diesel/CNG) $1,253 $1,380 $2,610 $3,684 $1,074 41.2% Diesel Fuel 11 4 748 1,948 1,200 160.3% Gasoline 1,242 1,376 1,862 1,737 (125) (6.7%) Clean Natural Gas ------Utilities & Propulsion $75,056 $81,061 $74,676 $82,726 $8,051 10.8% Propulsion 47,423 51,284 49,395 54,644 5,249 10.6% Electricity 21,994 23,285 18,053 20,291 2,238 12.4% Utilities - Other 5,639 6,492 7,228 7,791 564 7.8% Casualty & Liability $20,082 $30,675 $23,174 $20,283 ($2,891) (12.5%) Insurance 8,801 11,171 11,373 11,611 238 2.1% Claims 11,281 19,504 11,802 8,672 (3,129) (26.5%) Leases $5,085 $7,229 $6,937 $6,394 ($544) (7.8%) Property 3,117 4,392 3,980 3,407 (573) (14.4%) Equipment 1,968 2,837 2,957 2,987 30 1.0% Miscellaneous $5,290 $4,238 $5,412 $5,369 ($43) (0.8%) Business/Meeting/Subscriptions 994 1,020 1,157 1,066 (91) (7.9%) Advertising 2,443 2,566 3,599 3,696 97 2.7% Reimbursements/Other 1,853 652 656 608 (49) (7.4%) Capital Allocation ($19,620) ($27,722) ($31,981) ($44,424) ($12,443) 38.9%
TOTAL NONPERSONNEL COST $243,588 $290,611 $281,152 $281,803 $651 0.2%
TOTAL COST $994,661 $1,034,450 $1,093,228 $1,116,661 $23,432 2.1%
FY2021 Proposed Budget 37 MetroAccess Chapter 3 – Operating Budget
Operating Budget by Mode: MetroAccess Sources of Funds MetroAccess sources of funds include passenger MetroAccess passenger revenues are revenue and net subsidy from Metro’s jurisdictional expected to decline 12.8 percent when partners. MetroAccess passenger revenues are compared to FY2020 budget due to the projected at $8.7 million and cover 4.5 percent of application of late trip credits. Metro’s paratransit costs; jurisdictional subsidies of $183.5 million fund the remaining 95.5 percent.
Sources of Funds - MetroAccess ($ in millions)
$ 8.7
Subsidy
Passenger Revenue
$192.2 Total
$ 183.5
Uses of Funds Personnel costs are budgeted at $15.2 million, comparison to the FY2020 budget. This is which is a $4.8 million increase in comparison to primarily due to cost escalation in paratransit the FY2020 budget. This is primarily due to contract rates. Paratransit related services application of multi-modal overhead costs. account for 84.8 percent of the total MetroAccess budget. Services are budgeted at $169.4 million and represent an increase of $11.1 million in
38 FY2021 Proposed Budget Chapter 3 – Operating Budget MetroAccess
Uses of Funds - MetroAccess ($ in millions)
$ 1.2 $ 5.7 $ 0.8
Personnel $ 15.2 Services
Materials & Supplies
Utilities, Propulsion & $192.2 Other Total Fuel (Gas/Diesel/CNG)
$ 169.4
FY2018 - FY2021 Services expense increased by $31.5 million or Energy costs, consisting of fuel and utilities, are 26.0 percent from FY2018 to FY2019 and are projected to increase by $0.3 million or 4.7 projected to increase by $11.1 million or 7.0 percent from FY2020 to FY2021. The increase percent from FY2020 budget to FY2021. The is primarily due to inflation in gasoline prices. increase in cost from FY2020 to FY2021 is due contracted service provider rate increases.
FY2021 Proposed Budget 39 MetroAccess Chapter 3 – Operating Budget
MetroAccess Revenue and Expenses FY2018 FY2019 FY2020 FY2021 (Dollars in Thousands) Actual Actual Budget Budget $ Change REVENUES Passenger $ 9,700 $ 8,781 $ 9,940 $ 8,668 $ (1,272) Parking - - - - - Advertising - - - - - Joint Development - - - - - Fiber Optics - - - - - Other Nontransit Sources 174 - - - - Total Revenues $9,874 $8,781 $9,940 $8,668 ($1,272) EXPENSES Personnel $ 9,060 $ 8,152 $ 10,423 $ 15,183 $ 4,760 Services 121,302 152,838 158,277 169,361 $ 11,084 Materials & Supplies 552 839 1,270 762 $ (508) Fuel (Gas/Diesel/CNG) 5,868 5,740 5,470 5,702 $ 232 Utilities & Propulsion Power 531 530 711 770 $ 59 Casuality and Liability 643 799 667 584 $ (83) Leases & Rental 681 128 981 985 $ 5 Miscellaneous 110 105 134 136 $ 1 Capital Allocation (892) (865) (1,290) (1,279) $ 10 Total Expenses $137,855 $168,265 $176,644 $192,204 $15,560 Net Subsidy $127,981 $159,484 $166,704 $183,536 $16,832 Cost Recovery Ratio 7.2% 5.2% 5.6% 4.5%
40 FY2021 Proposed Budget Chapter 3 – Operating Budget MetroAccess
MetroAccess Operating Budget FY2018 FY2019 FY2020 FY2021 $ % (Dollars in Thousands) Actual Actual Budget Budget Change Change Salaries $5,611.9 $5,214.1 $6,213.8 $8,590.7 $2,376.8 38.3% Wages 218 215 873 1,481 607 69.5% Overtime 24 26 19 229 210 1114.7%
TOTAL SALARIES AND WAGES $5,854 $5,456 $7,106 $10,300 $3,194 44.9%
Fringes $3,206 $2,696 $3,317 $4,883 $1,566 47.2% Fringe Health 1,363 1,368 1,333 1,950 618 46.3% Fringe Pension 1,142 1,007 1,236 1,808 572 46.3% Other Fringe Benefits (72) (58) 523 800 277 53.0% Workers Compensation 774 379 225 325 99 44.1%
TOTAL PERSONNEL COST $9,060 $8,152 $10,423 $15,183 $4,760 45.7%
Services $121,302 $152,838 $158,277 $169,361 $11,084 7.0% Professional and Technical 3,259 2,367 4,100 4,500 401 9.8% Contract Maintenance 475 1,402 1,072 718 (355) (33.1%) Paratransit 116,517 148,050 152,230 162,897 10,668 7.0% Other 1,052 1,018 875 1,245 370 42.4% Materials & Supplies $552 $839 $1,270 $762 ($508) (40.0%) Parts 10 23 459 199 (260) (56.6%) Other 542 816 811 563 (248) (30.6%) Fuel (Gas/Diesel/CNG) $5,868 $5,740 $5,470 $5,702 $232 4.2% Diesel Fuel - - - 17 17 - Gasoline 5,868 5,740 5,470 5,685 215 3.9% Clean Natural Gas ------Utilities & Propulsion $531 $530 $711 $770 $59 8.3% Propulsion ------Electricity 393 399 520 583 63 12.1% Utilities - Other 138 131 191 187 (4) (2.1%) Casualty & Liability $643 $799 $667 $584 ($83) (12.5%) Insurance 282 291 328 334 7 2.1% Claims 361 508 340 250 (90) (26.5%) Leases $681 $128 $981 $985 $5 0.5% Property 637 73 926 926 (1) (0.1%) Equipment 44 55 54 60 5 10.0% Miscellaneous $110 $105 $134 $136 $1 1.0% Business/Meeting/Subscriptions 31 26 39 39 1 1.7% Advertising 78 67 94 94 - 0.2% Reimbursements/Other - 12 2 3 - 21.7% Capital Allocation ($892) ($865) ($1,290) ($1,279) $10 (0.8%)
TOTAL NONPERSONNEL COST 128,795 $160,113 $166,221 $177,021 $10,800 6.5%
TOTAL COST $137,855 $168,265 $176,644 $192,204 $15,560 8.8%
FY2021 Proposed Budget 41 Reimbursables Chapter 3 – Operating Budget Reimbursable Budget Reimbursable projects are those unique services, programs and projects for which separate funding is provided by a jurisdiction or third-party entity. Metro is reimbursed on a dollar-for-dollar basis to provide the arranged services.
FY2019 FY2020 FY2021 Budget Budget Budget $ Change State & Local Funding1 DC Circulator $21,132 - - - Federal Grant Funding Safety & Security grants $4,174 $5,714 $3,106 ($2,608) Other Sources of Funding DC Circulator - Passenger fare revenue $2,868 - - - Neutral Host agreement 1,422 1,184 684 ($500) Joint Development & Adjacent Construction projects 1,972 2,124 3,977 $1,853 Total $31,568 9,022 $7,766 ($1,256) 1. Local funding equals expenditures less passenger revenue DC Circulator The DC Circulator, the fourth largest bus system in Metrorail and Metrobus property, facilities, and the region, is a District Department of Transportation operational right of way to ensure that: (DDOT) service. In FY2019 and prior, this service Metro facilities and operations are not was operated by a WMATA contractor and funded damaged or affected during and after the by a reimbursable project agreement between project construction DDOT and WMATA. Beginning October 2018, operations, management and oversight of the DC JDAC expenditures are reimbursed by the Circulator have been provided solely by DDOT. requesting private entity or jurisdiction. JDAC performs the following activities for the entities: Safety and Security Grants Provides internal Authority departmental Metro receives several security grants through the coordination with project’s owner/developer/ Transit Security Grant Program (TSGP) and contractor (ODC) including external agencies, National Explosive Detection Canine Team Program jurisdictions, property owners, consultants, (NEDCTP) under the Department of Homeland developers, utilities and/ or anyone who has an Security (DHS). impact on Metro property, facilities and/or The grants provide funding for capital and operations operational security activities. The funding enhances Prepares project agreements in conjunction with the ability of the Metropolitan Transit Police Real Estate and Station Area Planning and Department (MTPD) to detect and deter potential General Counsel attacks of terrorism through increased visibility, unpredictable presence, security assessments, and Provides coordination/oversight for all aspects employee/public awareness. As Federal of a project including design, safety, operations, appropriations become available, Metro continues to constructability, assuring compliance with Metro pursue new funding to further enhance security standards, monitoring/coordinating construction activities. activities and acceptance of on-site installations and facilities Joint Development and Adjacent Construction Projects Provides oversight and acceptance for Joint Development and Jurisdictional Reimbursable Metro’s Office of Joint Development and Adjacent projects that will ultimately be owned and Construction (JDAC) reviews and approves operated by Metro construction activities for projects adjacent to
42 FY2021 Proposed Budget Chapter 3 – Operating Budget Reimbursables
Neutral Host Establish reliable, seamless wireless communications coverage in all of Metro’s 47 The Authority issues master license contract underground stations and 50.5 miles of tunnels agreements with telecommunications providers to design, build, operate, and maintain a wireless Improve the safety, security, and information communication infrastructure throughout Metro’s opportunities for Metro riders underground stations and tunnels. The agreements Maximize the revenue to Metro with minimal for neutral host projects are at no cost to Metro and operational complexity and impact to transit enable wireless cellular phone and data services operations throughout the underground infrastructure. Metro seeks to provide an open, comprehensive wireless Leverage the economic value of Metro’s communication infrastructure, in order to achieve facilities, infrastructure, ridership, and the following objectives: presence within the Washington metropolitan area Allow Metro to use wireless communications for its operational and administrative needs
FY2021 Proposed Budget 43 Organizational Chart Chapter 3 – Operating Budget (CAPD) Capital Delivery Delivery Capital General General Counsel Internal Internal Compliance Safety Officer Strategy, Strategy, Planning & Planning Program Mgmt. Program Chief Executive Executive Chief General Manager / Manager General Operations Financial Financial Operations External External Relations Organizational Chart Organizational Internal Internal Business Business Operations
44 FY2021 Proposed Budget Chapter 3 – Operating Budget External Relations External Relations
External Affairs
Business Business Operations Operations Customer Service, Government Communications & Relations Marketing
The Department of External Relations (EXRL) is Continuing to build trust and confidence among responsible for building and maintaining strong key stakeholders to invest in Metro while relationships with Metro’s stakeholders, partners, highlighting Metro’s progress (ridership and customers to include regional elected officials, retention and growth, promote fiscal business, community groups, and the Board of stewardship, build internal moral and improve Directors. Key priorities include: safety) Work with jurisdictions and Congress to ensure Implement a strategy, in collaboration with needed operating and capital funding support Regional Congressional delegation, business, regional and elected leaders, in support of the Engage stakeholders in support of Metro’s reauthorization of the Passenger Rail business goals and objectives, as well as Investment and Improvement Act coordinate with federal agencies and safety oversight organizations Maintain a productive Board-management relationship to achieve business goals and Improve customer experience and public ensure effective policymaking confidence in Metro through in-system passenger information, media relations, and Provide strategic leadership metrics in support marketing channels of public relations, community relations and FY2021 Business Plan government relations Authority objectives Communicate leadership objectives to build a In FY2021, External Relations will continue to sustainable business model that meets the integrate the efforts of several functional areas to mandated subsidy cap, improves service further develop and enhance its comprehensive delivery and enhances employee pride program to strengthen Metro’s brand. Key enhancements include: Engage employees in delivering business objectives and improve pride in Metro Lead customer communication, jurisdiction collaboration and stakeholder involvement in Increase non-fare revenue through expanded support of the expanded capital program digital advertising, new commercial and retail opportunities, and special event cost recovery.
FY2021 Proposed Budget 45 Internal Business Operations Chapter 3 – Operating Budget Internal Business Operations
The Department of Internal Business Operations FY2021 Business Plan (IBOP) consists of six business functions that Lead Metro's Talent (People) Strategy as an play integral roles in supporting all operating integral part of Metro's Strategic Business components of Metro: Human Resources, Planning process. This initiative aims to Information Technology, Labor Relations, prepare Metro to fulfill their objectives by Occupational Health and Wellness (OHAW), conducting workforce planning that identifies Procurement, and Fair Practices. knowledge, skills and competencies required of IBOP provides administrative, technical and the workforce of the future, enable a operational solutions to all Metro departments and comprehensive recruitment and retention offices. IBOP implements and supports information strategy for that workforce, and institute a management solutions, provides acquisition comprehensive performance management services, manages unionized employment matters, program that encourages a culture of high provides clinical services (drug screening, sleep performance and enables employees to apnea, etc.) to employees and prospective establish and grow their careers. employees, as well as health and wellness offerings Expand metrics and measures reporting to to current employees and ensures compliance with enable data driven decision making across the Title I of the Americans with Disabilities Act IBOP enterprise. Integrate measures and (ADA). metrics across WMATA where IBOP directly IBOP also sources and supports the selection of supports a key metric tracked outside of IBOP. highly qualified talent, provides employee In compliance with Federal Regulations, performance management programs, employee implement a re-engineered business process development and training opportunities, and supported by technology such as an electronic promotes an engaged, diverse and inclusive health record (EHR) to track patients organization free from discrimination. The (employees), coordinate their care and status, department is focused on business innovation and provide information to stakeholders (COO, through organizational transformation and Labor, etc.) which promotes operational integrating strategic priorities across functions efficiency. with the goal of establishing a culture of high Provide leadership, direction and policy performance at all levels of the organization. guidance that promotes equal employment opportunities Institute information technology innovations, automation capabilities, and system software to
46 FY2021 Proposed Budget Chapter 3 – Operating Budget Internal Business Operations
deliver significant enterprise efficiencies such for DBE and Small business to encourage as SmartBenefits, Accessible Trip Planning, participation in the Authority’s contracts. technology solutions for Silver Line Phase 2, Continue to conduct outreach events to and Enterprise Data Management enhance partnerships with the vendor Increase transparency into the procurement community process through technology. Develop Improve Data Protection and Management: enterprise wide contracts to maximize Ensuring intellectual property, personally economies of scale through strategic sourcing. identifiable information (PII), and other sensitive Strengthen training programs for internal and information stored is properly classified and external customers related to procurement managed. business processes. Develop training programs
FY2021 Proposed Budget 47 Financial Operations Chapter 3 – Operating Budget Financial Operations
Financial Operations
Office of Office of Office of Office of Real Management Accounting Treasury Estate & Parking & Budget
identifying non-fare revenue opportunities, capital The Department of Financial Operations plans, investments, and initiatives focused on enhancing allocates and manages the Authority’s financial the customer experience. These efforts improve resources, policies and priorities to ensure fiscal customer service through effective and efficient integrity and alignment with Metro’s overarching resource allocation and utilization; thereby vision to move the region forward by connecting maintaining safe, reliable and affordable transit communities and improving mobility for our services customers. Key areas of focus will include: Financial Operations facilitates fiscal responsibility and sound investment of funds through active Robust budget management, and enhanced management, rigorous monitoring and timely, reporting on the allocation and results of transparent reporting. investments and budget performance The Office of Management and Budget (OMB) is A suite of modern systems to support responsible for the development and formulation customers in all phases of their journey across of the annual operating budget, long-range the region and across multiple transit systems, financial planning and revenue management. The from trip planning to payment Office of Accounting (ACCT) manages payroll Improvements to the customer experience while operations, accounts payable, accounts enhancing service through simplified fares, more receivable and financial reporting. The Office of attractive passes, a wider array of retail the Treasurer (TRES) is responsible for risk locations for loading SmarTrip cards and management, revenue collection, liquidity implementation of mobile applications such as management, corporate investments, and debt the ParkMobile reservation application management as well as fare media sales and distribution. The Office of Real Estate and The Department will assist efforts on customer Parking (LAND) optimizes Metro’s real estate and service advancements, cost recovery and parking portfolios. technologies such as Transit Signal Prioritization (TSP) and will continue to partner with jurisdictions FY2021 Business Plan and other transportation service providers to The Department of Financial Operations will continue enhance Metro’s support for regional mobility. to lead corporate efforts to improve the organization’s fiscal accountability, including
48 FY2021 Proposed Budget Chapter 3 – Operating Budget Internal Compliance Internal Compliance
Internal Compliance
Management Quality & Internal Special Audits, Risk & Compliance Projects Compliance
The Office of Internal Compliance (INCP) is an MARC is Metro's Internal Audit function and internal management function, reporting to the provides objective internal auditing and General Manager. Committed to driving advisory services to Metro management that improvement Authority-wide, INCP ensures add value and enable change for strong departments are fulfilling business objectives, organizational addressing corrective actions and complying with governance, internal controls and effective risk federal, state and local requirements and management. MARC is also responsible for recommendations by deploying planned oversight facilitating enterprise risk management (ERM) and compliance activities. across the organization and facilitates Through its Offices of Quality Assurance, Internal organizational wide training on internal controls, Compliance and Oversight (QICO), Management risk management and compliance Audits, Risk & Compliance (MARC), and Special Special Projects Office (SPEC) leads and Projects Office (SPEC), INCP performs internal manages special and strategic projects at the reviews, audits and compliance assessments, and direction of the General Manager/CEO and coordinates their related corrective action plans other senior management (CAPs). The department’s activities comprise a key component of Metro’s safety, risk and quality FY2021 Business Plan assurance frameworks, promoting improved safety, Conduct quality assurance internal reviews and better business practices and greater service risk-based assessments of service delivery, reliability across the organization. engineering, maintenance and capital QICO provides unbiased internal reviews and programs inclusive of safety-oriented internal quality assurance assessments of service business functions delivery, engineering & maintenance, capital Conduct internal audits and special purpose program management and safety, and security reviews and assessments in line with the risk- functions. QICO coordinates and oversees the based annual audit plan. Expand scope to closure of corrective/preventive actions that include Program & Vendor Oversight Audits, to address regulatory safety recommendations and provide reasonable assurance over capital required actions. QICO also manages Metro’s programs and related projects and vendor and Policy Instruction Manual and leads the contract compliance development and implementation of Metro’s Quality Management System Plan (QMSP)
FY2021 Proposed Budget 49 Internal Compliance Chapter 3 – Operating Budget
Implement the QMSP and ERM frameworks to any major issues including items for the monthly ensure quality standards are met and risk is stakeholder/CEO meetings managed consistently and effectively Actively participate in Silver Line project Collaborate with departments and offices to meetings related to Phase 2 to ensure policy strengthen internal controls, identify key level issues related to implementation, business process areas for improvement, and acceptance, and start up are discussed and improve data integrity to mitigate and close WMATA interests accurately conveyedProvide corrective/preventive actions in response to assistance and coordination as requested by federal oversight inquiries and external OIG in their review of ongoing/emerging issues auditors with Silver Line Phase 2 Improve processes and tools for the central Continue to assist the two counties, as tracking and monitoring of corrective action requested, on matters related to coordination plans with Metro on parking and access facilities at Support the implementation of the Safety Risk proposed Phase 2 stations, including associated Management component of Metro’s Public agreements Transit Agency Safety Plan (PTASP) - a Federal Assist the local government stakeholders and Transit Administration (FTA) requirement for all provide internal coordination on land use Rail Transit Agencies under 49 CFR 673 proposals adjacent to Phase 1 and Phase 2 Represent Metro at strategy, policy, finance, stations jurisdiction/stakeholder meetings related to Silver Provide as requested, guidance/input on policy Line Phase 2 and strategic initiatives and projects Coordinate with executive management and Continue to support requested and needed senior staff to ensure appropriate consideration coordination on VDOT Mega Project to timelines and keep the GM/CEO informed of
50 FY2021 Proposed Budget Chapter 3 – Operating Budget General Counsel General Counsel
General Counsel
Deputy General Deputy General Senior Counsel II Senior Counsel II Counsel Senior Counsel II Counsel Finance Real Estate Regulatory IBOP & IT Litigation Administrative Law
The Office of General Counsel (COUN) is including jurisdictional operating and capital responsible for all legal matters affecting Metro and contributions provides high quality legal advice and counsel to Providing legal support to facilitate delivery of the Board of Directors, executive management, capital projects and all Metro departments and offices. Providing legal support for Silver Line Phase 2 FY2021 Business Plan Providing legal support for Metrorail station Wi- Defending Metro in all disputes and litigation, Fi and cellular projects including providing legal advice and counsel to Providing legal support to contract out services all Metro departments and offices to mitigate to achieve cost savings and operating the risk of exposure efficiencies Providing legal advice and counsel to obtain jurisdictional and federal funding and financing,
FY2021 Proposed Budget 51 Safety and Environmental Management Chapter 3 – Operating Budget Safety and Environmental Management
Safety & Environmental Management
Occupational Safety & Health, Safety Fire Safety & Environmental Operations & Safety Certification & Risk Management & Investigations Operations Engineering Assessment Industrial Hygiene
The Department of Safety & Environmental Fire life safety Management (SAFE) ensures Metrobus, Metrorail, Safety and security certification MetroAccess and Metro’s facilities are operationally safe and environmentally sound for all employees, Occupational safety and health customers and surrounding communities. The Environmental management and industrial overall goal is zero accidents, injuries and fatalities. hygiene SAFE, in collaboration with all other departments, Oversight of construction safety promotes Metro’s safety culture throughout the FY2021 Business Plan organization, from the Board of Directors to every employee regardless of position or location. Continuous improvement of Metro’s corporate safety culture for customers and employees SAFE is responsible for the management and compliance of policies and procedures in the Enhance Roadway Worker Protection Program following areas: Expand Fire Life Safety Program System safety training Implement Fatigue Risk Management System Corporate safety programs Implement Process Safety Program Hazard identification and mitigation Improve Safety Measurement System Accident and incident investigation Compliance
52 FY2021 Proposed Budget Chapter 3 – Operating Budget Strategy, Planning and Program Management Strategy, Planning and Program Management
Strategy, Planning & Program Management
Office of Capital Office of Office of Capital Office of Office of Program Strategic Financial Sustainability Planning Management Programs Management
The Department of Strategy, Planning and Program develops a pipeline of projects to address Management (SPPM) drives Metro’s strategy and priority capital needs and ensures project transforms how Metro does business and serves its readiness for programming and execution customers. SPPM builds and oversees Metro’s Develop and report on capital program-wide prioritized capital program and is the lead performance metrics organization responsible for (1) business Analyze trends and market opportunities to transformation, (2) planning, (3) sustainability, (4) drive Metro strategy and inform decisions on capital programming and project development, current operations and future investments evaluation and accountability, and (5) capital budgeting and funds management. SPPM also Drive the Energy Action Plan implementation provides oversight and reporting, ensuring Metro’s and sustainability initiatives capital program advances safety, service reliability Make Metro more environmentally sustainable, and financial stability, and invests federal, resilient and fiscally responsible by driving jurisdictional and dedicated funding wisely. programs and partnerships to improve energy, FY2021 Business Plan water and materials efficiency Formulate Metro’s capital budget, manage SPPM’s business plan is designed to help Metro capital funds and grants, and lead capital progress towards its strategic goals and implement financial reporting the GM/CEO’s priorities with a specific focus on the following: Develop and use the refreshed Capital Needs Forecast to drive planning and prioritization for Drive transformation of Metro’s business and the capital program operations by sponsoring and ensuring delivery of initiatives that improve safety, customer Facilitate delivery of a regional strategy and service, efficiency and effectiveness roadmap for the future of bus service in the region through the Bus Transformation Project Build capacity to plan and execute an expanded capital program and accelerate execution of Deliver system and service improvement priority projects recommendations based on data and analysis for rail, bus and paratransit, including Implement improved capital planning and identifying necessary rail flexibility, reliability programming practices, including the and service and station capacity investments Development & Evaluation program that
FY2021 Proposed Budget 53 Capital Delivery Chapter 3 – Operating Budget Capital Delivery
Capital Delivery
Office of Project Office of Office of Project Office of Technical Development & Engineering & Implementation & Services & Portfolio Implementation Architecture Construction Management Planning
transit system is maintained, and that any The Department of Capital Delivery (CAPD) is a engineering issues on existing systems are properly new organization that assumes the responsibilities evaluated and remediated. of the former Office of Design and Construction (DECO) as well as additional functions. The PICO’s program delivery arm consists of department provides leadership and expertise in Infrastructure Renewal Program (IRPG), Major management and delivery of capital projects in Capital Projects (MCAP) and Silver Line Extension support of Metro’s overall mission to deliver safe, Program (DULS). These divisions assure projects reliable and affordable transportation options comprising Metro’s Capital Improvement Program throughout the region. are completed within scope, schedule and budget. CAPD’s new organization structure consists of four TSPM provides a wide range of technical services main divisions: Office of Project Development and and strategic portfolio management to the capital Implementation Planning (PDIP), Office of program through improvement and standardization Engineering and Architecture (ENGA), Office of of project management and business operations Project Implementation and Construction (PICO) processes. and Office of Technical Services and Portfolio FY2021 Business Plan Management (TSPM). In support of Metro’s strategic goals, CAPD’s core PDIP’s core function is to generate the solution set services are to advance capital projects approved for major projects to enable informed decisions , by the Authority from concept to an implementation maximize project outcomes, and develop the ready phase; provide design, engineering and delivery strategy for each project to maximize value architectural services for capital improvement for the Authority, considering scope bundling, impact projects and operations; complete capital to operations and optimal contracting strategies for improvement projects within scope, schedule, and design, construction and owner’s side budget; and ensure full transparency for the capital responsibilities. investments in support of safe operations. ENGA is responsible for providing Authority-wide CAPD is focused on advancing the GM/CEO’s engineering and project management services, agenda of keeping Metro safe, reliable, and including the development of design criteria and affordable through the following actions. standards. ENGA works closely with maintenance and operations departments to ensure that the
54 FY2021 Proposed Budget Chapter 3 – Operating Budget Capital Delivery
Perform system-wide infrastructure condition Improve management and utilization of existing surveys and complete design and engineering contracting vehicles to produce construction solutions for assets in critical conditions design and contract packages to provide for identified during surveys consistent and continuous capital investments and to contribute to Metro’s development of the Advertise and award construction contract for capital pipeline the new Metrorail Heavy Repair and Overhaul facility Continue development of and initiate procurement of major multi-year rehabilitation Continue with the rebuild and replacement of and major capital programs Northern and Bladensburg bus facilities Improve and increase collaboration with other Commence Platform rehabilitation program at Metro departments to achieve capital program four stations West of Orange Line delivery transparency, increase efficiency of Continue fire alarm systems upgrade, program delivery methods, and benefit from standpipe replacement, drainage pump institutional knowledge and expertise systems, and begin planning for Streamline recruitment processes and develop implementation of the pilot tunnel ventilation outsourcing mechanisms to address staffing upgrade program shortages to provide project delivery and Upgrade lighting in underground and above reduce workload over-allocation ground stations and replace and rehabilitate Decrease employee turnover to provide station cooling infrastructure continuity of program work and project delivery Install additional high-definition CCTV cameras across rail stations, bus stations, and other Metro facilities
FY2021 Proposed Budget 55 Chief Operating Officer Chapter 3 – Operating Budget Chief Operating Officer
and more comfortable for customers The Chief Operating Officer’s (COO) mission is to move the region through safe, reliable, and cost- Improve Metrobus service by increasing effective public transportation. COO staff operate speed and reliability for customers buses and trains; maintain Metro vehicle fleets, Turn station managers into customer service facilities, and rail infrastructure; execute certain ambassadors capital programs; and ensure a safe and secure environment for passengers and employees. Improve customer and employee experience through facility makeovers The department consists of Rail Services (RAIL), Bus Services (BUS), Access Services (ACCS), Metro Productivity and Efficiency: Change the way Transit Police (MTPD), the Office of Budget, Planning, Metro does business to meet the three percent and Performance (OBPP), Reliability Engineering and subsidy cap Asset Management (REAM), Supply Chain Shift to a continuous improvement culture Management (SCM), and Facilities, Systems and Vertical Transportation (FSVT). Launch new revenue and efficiency initiatives FY2021 Business Plan Manage contracted operations The GM/CEO has set two goals for Metro: to become the employer of choice and the mobility provider of Capital Investments: Execute portions of the choice in the region. The COO’s business plan is capital program to achieve a state of good organized around advancing these goals through repair. three lines of effort, with safety integrated throughout: Shift to forward-looking asset maintenance Customer Service: Upgrade service and the Strengthen execution to meet higher customer experience to win riders back standards for scope, schedule, cost, and Continue to improve safety and security quality, focusing on productive and effective use of overnight work windows Improve Metrorail service by making it faster
56 FY2021 Proposed Budget Chapter 3 – Operating Budget Rail Services Rail Services
The Rail Services (RAIL) department operates and efficiently as possible, and improving customer maintains Metro’s rail system in a safe, reliable and service. efficient manner 24-hours a day, 7 days a week, Specifically, RAIL will focus on the following actions: providing service across 118 miles of track and 91 stations, 40 of which are in Washington, D.C., 26 in Continue to reduce infrastructure-related delays Maryland and 25 in Virginia. RAIL is responsible for by evaluating data, condition reports, and all facets of rail operations including station operational outcomes to determine and operations, train operations, the rail operations implement appropriate preventive maintenance control center and the maintenance of all assets strategies necessary to move customers through the system Award contract for 8000-Series railcar including railcars, track, traction power and the procurement to replace the 2000 and 3000 automatic train control system. series railcars by 2024, when they exceed their The Rail department is composed of the following useful life groups: Improve operations at the Rail Operations Rail Administration (RAIL ADM) Control Center (ROCC) by strengthening its safety culture, management, and work flow Rail Transportation (RTRA) Work to minimize impact of capital work on Chief Mechanical Officer (CMOR), which customers through improved planning and includes Car Maintenance (CMNT) and Chief execution Engineer Vehicles (CENV) Continue to increase track access efficiency by Silver Line Operations and Maintenance (SLOM) reducing late cancellations and increasing the Rail Infrastructure Maintenance and Engineering percentage of time spent executing tasks, to (RIME), which includes: maximize productivity o Track and Structures (TRST) Continue to employ job hazard analysis within maintenance departments to identify and o Automatic Train Control Maintenance mitigate potential hazards before a job starts (ATCM) Improve the quality of asset-related data to o Traction Power Maintenance (TRPM), provide the intelligence needed to adjust and maintenance intervals, diagnose problems, o Maintenance of Way Engineering design appropriate interventions, monitor and (MOWE) improve performance FY2021 Business Plan Prepare to return to Automatic Train Door Operation, which will reduce dwell times at In FY2021, RAIL will focus on increasing Metrorail stations and speed up travel for customers ridership and customer satisfaction by: continuing to prioritize safety, making Rail service faster and more Shift to greater customer service mindset comfortable for customers, shifting to forward- through preparation, training, and enhanced looking asset maintenance, executing track work as supervision, including auxiliary station managers
FY2021 Proposed Budget 57 Bus Services Chapter 3 – Operating Budget
Bus Services
The Department of Bus Services (BUS) is Continue the development of Secure Bus committed to ensuring safe, clean, reliable, cost Access (SBA) as an innovative, secure solution effective and responsive bus service to promote that allows WMATA to guard against regional mobility and contribute to the social, unauthorized users of its fleet of fixed route economic and environmental well-being of the vehicles communities in the Washington region. Continue installation of electronic signs at bus Bus Services is the transportation provider for more stop shelters to provide accurate and concise than 120 million customer trips each year, and information to our customers. Increase the handles the operation, maintenance, and scheduling utilization of real-time technology to monitor of Metrobus service in the District of Columbia, service and provide direct adjustments as Maryland and Virginia. needed and ensure that operational changes, Metrobus is responsible for approximately 1,583 detour notifications, and general alerts are buses and 3,739 employees. Additionally, Bus provided in a timely manner Services handles the maintenance of Metro’s Recruit and train highly-qualified bus operator service vehicles and equipment. candidates and provide FTA mandated in- FY2021 Business Plan house training In support of Metro’s strategic goals, Metrobus’ core Work with CAPD and SPPM in replacing/ services are to deliver safe, quality and reliable rehabilitating the Northern and Bladensburg transportation to the riding public; provide a safe bus facilities work environment to bus employees; manage the Continue the deployment of “SmartYard” workforce effectively; and balance departmental vehicle management software at all divisions, budgets wisely. ensuring on-time departures from bus garages In FY2021, Bus Services is focused on increasing In addition to improving service and reliability for Metrobus ridership and improving customer our customers, Bus Services is focused on the satisfaction through increasingly safe and reliable following actions to improve operational safety and high-quality bus service. In so doing, the ongoing efficiency: Business Plan activities include: Investigate all employee injuries and safety Enhance the overall customer experience incidents to identify and address root causes through active and dedicated field supervisors Employ job hazard analysis within Bus and Bus Operations Control Center (BOCC) Maintenance to identify and mitigate potential monitoring and headway-based (evenly-spaced) hazards before a job starts route scheduling Increase employee availability through Complete a study to develop recommendations reducing active employee absenteeism and the to transform the bus network, including creation number of inactive employees of a more efficient and customer-focused system Assess, streamline and improve day to day Install video displays on new buses to increase operations and activities at bus divisions to deterrent value of on-board cameras, displaying reduce administrative burden on managers and Closed Circuit Television (CCTV) feeds to supervisors. remind customers their actions are recorded
58 FY2021 Proposed Budget Chapter 3 – Operating Budget Access Services Access Services
The Department of Access Services (ACCS) using bus and/or rail for at least some of their travel. ensures Metro remains in compliance with the MetroAccess manages the delivery of the region’s provisions of the Americans with Disabilities Act paratransit service of record, MetroAccess service. (ADA) and other federal, state, and local laws and MetroAccess management, contract staff, and regulations related to providing equitable access to compliance staff work in conjunction with transportation services for people with disabilities. MetroAccess contractors, service delivery, call center operations, and quality assurance staff to ACCS is responsible for: facilitate safe, efficient, and customer friendly Regulatory compliance with ADA and all other paratransit service. applicable accessibility-related laws, regulations and standards. FY2021 Business Plan Accessibility planning, design review, and quality assurance for all Metro services, facilities, and The ACCS Business Plan is centered on five equipment. strategic objectives: Budgeting, planning, and management of Metro’s new facilities, equipment, and services MetroAccess ADA paratransit service delivery. are designed and built, or procured in complete compliance with the provisions of the ADA and Eligibility assessments for MetroAccess service all other applicable accessibility-related and the Reduced Fare Program. guidelines and regulations Ombudsman service for issues related to Metro’s existing accessible features are accessibility. maintained in good working order Accessibility Advisory Committee administrative MetroAccess paratransit service is delivered and policy support. safely, efficiently, and in compliance with the ACCS supports accessibility through its three ADA offices: ADA Policy & Planning (ADAP), Eligibility Eligibility determinations maximize customers’ Certification and Outreach (ELIG), and MetroAccess ability to travel independently, matching them Service (MACS). ADAP ensures Metro’s compliance to the appropriate service or program, and with the ADA and all other applicable laws, offering travel training to ensure they receive regulations, and standards; interacts with operations the maximum benefit departments to ensure that existing and future fleets and facilities continue to be both ADA compliant and Incentivize MetroAccess customers to increase optimally accessible; and engages regional use of established paratransit alternatives organizations and policy makers to ensure that funding and resources are effectively channeled to Growing MetroAccess ridership requires a regional sustain accessibility for a growing constituency. strategy emphasizing demand management. ELIG responds directly to those customers with MetroAccess ridership has increased from just disabilities who approach Metro seeking accessible under a million trips in 2003 to 2.35 million trips in transportation options to navigate the region. ELIG FY2019. The increase was driven largely by an matches the customer with the service or product aging population and reductions in transportation that most effectively meets the customer’s needs services offered by human service agencies. Metro (with an emphasis on bus and rail wherever has facilitated the establishment of lower cost possible, augmented by proactive community paratransit alternatives as a means of addressing outreach and travel training functions) while the growing demand for MetroAccess service, conserving the highest level of assistance, for those projected to be 2.34 million trips in FY2021, while customers whose disabilities prevent them from attempting to lower overall cost.
FY2021 Proposed Budget 59 Metro Transit Police Chapter 3 – Operating Budget Metro Transit Police
Metro Transit Police already making use of data Metro Transit Police is responsible for the safety of analytics through MetroStat to set strategy and Metro customers, personnel, and transit facilities tactics, investing in security technology is the most over a 1,500 square mile transit zone, comprised of promising approach for further reductions in crime. three jurisdictions. Investments include expanded closed-circuit The Metro Transit Police Department (MTPD) is television (CCTV), tactical equipment for officers, composed of both uniformed and plain clothes and access control equipment: sworn police officers charged with the duty of Expand the scope and quality of closed-circuit enforcing the laws of the signatories; the laws, television (CCTV) coverage. Building on the ordinances and regulations of the political substantial progress in developing real-time subdivisions; and the rules and regulations of Metro. monitoring and retrieval capabilities at the Additionally, Special Police Officers are responsible Security Operational Control Center (SOCC), for the physical security at rail yards, bus divisions, install additional CCTV cameras at rail stations and other Metro properties. MTPD is responsible for and other Metro facilities to improve coverage digital video management of cameras throughout and video quality the Metro system. Finally, MTPD is responsible for crime analysis and police records management, Create a Tactical Enforcement Unit to respond police radio communications and various to high-risk emergency situations administrative support functions. The Office of Deploy new equipment and radios Emergency Management (OEM) consisting of civilian personnel, plans, trains, and provides on- Enhance investigative abilities of the Criminal scene assistance for natural and man-made Investigations Division through innovative emergencies. technological advancements and partnerships FY2021 Business Plan Install video displays on new buses to increase deterrent value of bus cameras, displaying In support of Metro’s strategic goals, the Metro CCTV feeds to remind customers their actions Transit Police Department is investing in are recorded, and continue bus operator technologies to improve security across the Metro assault reduction campaign system. Metro’s investment in security technologies aims to deter crime before it happens and to assist Improve hardening of facilities by installing Metro Transit Police quickly and effectively respond barrier gates, removing camera obstructions and to incidents when they occur. While only five Part I training on capabilities of One Badge and Pro- crimes (murder and non-negligent homicide, rape, Watch systems robbery, aggravated assault, burglary, motor vehicle Institute leadership training program for theft, larceny-theft, and arson) are committed per sergeants and above. Strengthen community million passenger trips, all customers deserve a safe policing orientation through training and journey. community outreach (21st Century Policing, In addition, assaults are a significant driver of Blue Courage, Respect Your Ride, De- employee injuries, especially for bus operators. With escalation training re: youth)
60 FY2021 Proposed Budget Chapter 3 – Operating Budget Facilities, Systems and Vertical Transportation Facilities, Systems, and Vertical Transportation Maintenance
The mission of the Office of Facilities, Systems, and customers’ experience through a variety of Vertical Transportation Maintenance (FSVT) is to initiatives: support Metrobus and Metrorail operations and Develop proposals to more fully utilize existing maintain infrastructure and equipment systems in a Metrorail capacity and plan for future capacity state of good repair by providing a coordinated improvements to reduce wait times and approach to maintain elevators and escalators, crowding, including adopting more customer- electro-mechanical equipment systems, friendly policies infrastructure, facilities, and grounds. FSVT Lead the creation of the Office of Facilities includes: Asset Management by defining the staff roles Office of Elevators and Escalators (ELES) which and responsibilities, processes, procedures manages and maintains all vertical and performance management expectations transportation equipment within the auspices of associated with the new function the Authority Play a pivotal role in the successful Office of Plant Maintenance (PLNT) that implementation of the Materials/Supplies manages and maintains Metro’s facilities, Management Transformation Initiative grounds, and mechanical equipment systems in Continue a strategic station cleaning program support of Metrorail and Metrobus operations to pressure wash entrances, mezzanines, and Facilities Asset Management Office (FAMO) platforms; and general cleaning of surfaces at Office of Systems Maintenance (SMNT) which high volume stations manages the electronic and electrical Continue Platform Improvement Projects maintenance activities related to Metrorail wayside operations; SMNT is composed of the Partner with REAM to develop asset lifecycle following: plans for assets maintained by FSVT Office of Automatic Fare Collection Section Restore station lighting and bathrooms: in (AFCS) manages the installation, partnership with CAPD, tunnel and platform maintenance, and repairs of fare collection level lighting in underground stations will be and parking lot equipment upgraded with new energy efficient LED Office of Communications Sections (COMM) technology and platform edge lights at 24 maintains Metro’s communications systems stations; additionally, bathroom renovations will in support of Metrobus, Metrorail and Metro be completed at multiple stations Transit Police Department operations, as Sustain high levels of escalator availability by well as fire/life safety systems to help ensure advancing the escalator rehabilitation and public safety replacement program Office of Low Voltage Electrical Maintenance (LVEM) maintains and distributes all 480-volt Perform rehabilitation work in 24 stations (12 electrical systems for Metro’s facilities major and 12 minor) Office of Shops and Material Support The following ongoing key actions will be (SAMS) provides component-level repair and conducted to continue FSVT’s focus on safety: supports procurement actions for all SMNT Bi-annual Safety Stand Down to re-emphasize FY2021 Business Plan key safety issues In FY2020, Facilities, Systems and Vertical Complete injury investigations within 30 days of Transportation is focused on enhancing the being reported
FY2021 Proposed Budget 61 COO Office of Budget, Performance and Planning Chapter 3 – Operating Budget COO Office of Budget, Performance and Planning
The Office of Budget, Performance and Planning customer-focused Metro Performance Report (OBPP) provides administrative and analytical to demonstrate progress toward Metro’s support for the Chief Operating Officer and strategic goals and deploy performance review operating departments, using data effectively to tools to assist department leadership and facilitate decisions and improve operational superintendents in identifying business process performance. improvement areas Operations Management Services (OPMS) Chart the course for sustaining and reinvesting ensures Metro’s internal clients are well- in operations over the long term. Develop multi- equipped to serve our customers, providing year initiatives to achieve cost savings that are direct support to the COO organization in areas beneficial for service and operations and of budgetary development/ management, all- enables reinvestment in priority areas to meet inclusive training for technical skills and rail Metro’s commitment to control operating transportation, and consistent accountability to subsidy growth improve workforce availability. Participate with the Rules Committee in the re- Office of Performance (CPO) assists Metro in write of the Metrorail Safety Rules Procedures achieving its strategic goals by measuring and Handbooks (MSRPH) to ensure that it is publicly reporting results via a set of Key streamlined and reflects current practices in the Performance Indicators (KPIs), producing and field presenting the quarterly Metro Performance Optimize workforce size and structure to Report to the Board of Directors, communicating operate efficiently and effectively through zero- why performance has changed and what actions based budgeting will be taken to improve any deficiencies. CPO Ensure training plans are in place for all works collaboratively across the agency to turn operational and mechanical classifications and data into performance information to help deliver timely, high quality training with qualified prioritize decision making on actions through instructors and the latest technology performance reporting, target-setting, monthly performance stat meetings, industry Update the Confidential Close Call Reporting benchmarking and business plan development. agreement and continue to partner with Local 689 and Local 922 to increase employee Office of Intermodal Planning (IPLN) conducts reporting on safety concerns operations planning for rail and bus operations, including headway and route definitions, Assist operational departments in meeting manpower and vehicle requirements. In addition, manpower requirements through oversight of IPLN coordinates the implementation of all Absenteeism Policy and providing at-risk, changes for work assignments, signage transitional duty and long-term absence changes, facility improvements and coordination management support efforts with other local carriers and jurisdictions. Revise bus and rail operating schedules using FY2021 Business Plan data to ensure that service matches demand and operating conditions, and is equitably Develop proposals to more fully utilize existing distributed, conforming to applicable rules, Metrorail capacity and plan for future capacity guidelines, and CBA’s. Improve operating improvements to reduce wait times and efficiencies, safety, speed, reliability; serve new crowding, including adopting more customer- markets, and in general improve service where friendly policies possible Improve performance management and Plan and maintain bus stops and intermodal business processes. Produce quarterly facilities
62 FY2021 Proposed Budget Chapter 3 – Operating Budget Supply Chain Management Supply Chain Management
In February 2019, WMATA’s supply chain include representatives from all key SCM management functions (formerly spread across stakeholders who will discuss strategic Supply RAIL, BUS, and Support Services), were Chain initiatives reorganized and centralized under a new Clearly define all roles, responsibilities, Department of Supply Chain Management (SCM) to accountabilities, and key dependencies of the improve effectiveness and efficiency. The following SCM organization offices, designed to provide excellent supply chain solutions to their respective internal customers, Learn, pilot, and roll out new data forecasting comprise the SCM: methods until all SCM leadership achieves a base-level of understanding and comfortability Office of Supply Chain Planning and Analytics: Develops and provides supply chain business Select and onboard a vendor for Vendor intelligence and supply chain data governance Managed Inventory (VMI) program in a manner to the Authority, enhancing asset availability and that allows SCM to transition from highly tactical service delivery. to strategic Office of Supply Chain Contract Management: Conclude integrated training for Maximo Provides advanced acquisition planning, demand planning among SCM staff and select contract management, and procurement maintenance staff members. compliance services for all inventory materials/supplies across the Authority, enhancing asset availability and service delivery. Office of Supply Chain Warehousing and Logistics: Provides timely and quality warehousing and logistical solutions for the Authority to ensure that the right parts are in the right place at the right time, enhancing asset availability and service delivery. FY2021 Business Plan The following are SCM’s key objectives for FY2021: Continually review processes and revise/create as required to improve the efficiency and effectiveness of SCM operations. Partner with key internal stakeholders to develop a strategy for Master Data Management cleanup for the Item Master and Vendor Master Partner with key stakeholders to reduce purchase card spending on inventory Establish a Supply Chain Governance Committee. This cross-functional committee will
FY2021 Proposed Budget 63 Reliability Engineering and Asset Management Chapter 3 – Operating Budget Reliability Engineering and Asset Management
In October 2019, a decision was made by WMATA’s FY2021 Business Plan Executive Management Team to realign the Transit The following are REAM’s key objectives for Asset Management Office (TAMO) under the Chief Operations and the Authority over the coming two Operations Officer. In doing so, a new group was years: formed called Reliability Engineering and Asset Management (REAM). Establish the REAM group and ensure it has the resources required to function effectively The formation of the REAM group will centralize the Office of Reliability Centered Maintenance Planning Define all the roles, responsibilities, (RCMP) and TAMO under a single functional group. accountabilities, and key dependencies of the REAM will be led by a newly formed Vice President REAM organization position which will report directly to the Chief Re-establish the Asset Management Steering Operating Officer. Committee to communicate all Asset The creation of REAM acknowledges the many Management initiatives as well as gain buy-in, synergies and efficiencies that can be gained by prioritize and de-conflict any new requirements having the individual elements centralized under Set the foundations for introducing Industrial one function. The following offices designed to Internet of Things (IIoT) capability to WMATA provide subject matter expertise will make up Drive maintenance efficiency improvements REAM: through the targeted use of RCM analyses as Reliability Engineering and Performance well as improving the maintenance planning Analysis (REPA): Serves as the central office for functions throughout operations reporting on reliability performance as well as Develop a training continuum for WMATA’s facilitating Reliability Centered Maintenance Enterprise Asset Management System analyses. (Maximo) Maintenance Planning and Scheduling (MPLN): Lead the effort to close all outstanding CAPs Serves as the central office for providing that are currently under the responsibility of maintenance planning and scheduling services. TAMO Transit Asset Management Office (TAMO): Serves as the central office for driving Asset Management initiatives and ensuring the Authority remains compliant with our Federally mandated obligations.
64 FY2021 Proposed Budget Chapter 4 - Capital Budget
Overview Metro’s FY2021-FY2026 Capital Improvement Program (CIP) totals $9.7 billion with funding from the federal government, state and local contributions, and other sources. Of this amount, $1.82 billion is planned for investment in FY2021. The six-year CIP is focused on system preservation and state of good repair requirements identified in the Capital Needs Forecast (CNF). The plan also includes targeted investments to drive operating efficiency and improvements that will support service reliability and customer experience. Metro’s capital program is grouped into six major Investment Categories: Railcar, Rail Systems, Track & Structures Rehabilitation, Stations & Passenger Facilities, Bus & Paratransit, and Business Support. Each Investment Category is a group of Programs, which in turn are groups of Projects. Appendix D contains a page for each project in the capital program.
FY2021 Proposed Budget 65 Funding Sources Chapter 4 - Capital Budget
Financial Plan by Investment Category
FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 6-Year (Dollars in Millions) Budget Plan Plan Plan Plan Plan Total Railcar $279.8 $257.3 $332.8 $346.6 $454.1 $565.2 $2,235.7 Rail Systems 164.7 131.2 162.8 153.3 146.5 132.4 890.8 Track and Structure Rehabilitation 148.1 175.7 166.4 192.9 160.9 170.1 1,014.0 Stations and Passenger Facilities 545.5 525.6 391.2 252.0 191.9 179.2 2,085.3 Bus and Paratransit 207.8 225.4 292.5 313.2 284.3 215.7 1,538.9 Business Support 475.4 550.2 217.5 235.5 242.9 227.3 1,948.8 Grand Total $1,821.2 $1,865.3 $1,563.2 $1,493.4 $1,480.6 $1,489.8 $9,713.5 Revenue Loss from Capital Projects 23.1 23.8 24.5 25.2 26.0 26.7 149.2 Debt Service - Dedicated Funding 31.1 52.3 84.1 104.2 121.1 140.0 532.8 Total Capital Program Cost $1,875.4 $1,941.3 $1,671.7 $1,622.9 $1,627.6 $1,656.5 $10,395.5
Capital investments are organized within these These programs also include those initiated through categories into four functional classifications: Safety, oversight recommendations or identified as capital State of Good Repair & Minor Projects; Major Active maintenance needs. Minor projects that are not part Capital Projects; Development & Evaluation (D&E) of an on-going SGR program, but do not rise to the Projects; and Future Major Projects. level of Major Projects in terms of scope and Safety, State of Good Repair & Minor Projects expenses, also fall into this investment type. Major Active Capital Projects Safety, State of Good Repair (SGR) & Minor Projects are the largest investment types in the capital Major Active Capital Projects are large, multi-year program. This includes recurring and ongoing construction and acquisition projects, such as the investments in the replacement, rehabilitation, and construction of a new maintenance facility or the maintenance of existing assets to ensure the safety acquisition of railcars. Several major capital projects of Metro’s infrastructure and to improve the reliability are currently underway, including the following: of the system. Prioritization of assets for replacement New 8000–Series railcars or rehabilitation is accomplished using the age and condition of specific assets. Examples of ongoing Radio and wireless infrastructure upgrades investments include: Traction power upgrades to support additional 8- Railcar component maintenance and rehabilitation car trains New buses and paratransit vehicles Fare collection modernization Rail crosstie and track fastener replacement Completion of the Silver Line extension Track circuit replacement Construction of a new station at Potomac Yard Power cable replacement Replacement of Bladensburg and Northern Bus Facilities Parking garage rehabilitation WMATA office consolidation Station lighting and cooling programs Rehabilitation of station platforms and other Elevator/escalator repair, rehabilitation, and adjacent infrastructure replacement.
66 FY2021 Proposed Budget Chapter 4 – Capital Budget Capital Budget
Development & Evaluation strategic goals. Metro’s D&E programs include activities that support Projects submitted for inclusion in the program are the Authority’s capital investments which are still reviewed by purpose, scope, projected schedule, and under evaluation or in planning and development as cost. They are ranked against four factors: primary either a Major Capital Project or SGR program. The strategic goals, supplemental strategic goals, project D&E process ensures capital investments are efficient readiness for execution, and a review of available and effective and project risks are mitigated prior to resources. initiation or commitment. The D&E process also helps Alignment with Metro’s primary strategic goals are to ensure that projects have clearly defined determined by current performance indicators scopes, schedules, and cost estimates with impacting the following: appropriate consideration for risks and alternative solutions. Additional funding will be allocated when Ridership initiatives are sufficiently developed to advance to the Fire/life safety/regulatory compliance next stage. Customer satisfaction D&E activities establish project scopes and plans for existing needs in the CNF. For the FY2021-2026 Reliability capital program cycle, Metro has included D&E Operational support funding for a wide range of initiatives that are planned to bolster the system beyond its current capital Projects or project elements that do not clearly improvement projects. Full cost estimates for these address Metro’s primary strategic goals are reviewed prospective projects will be identified when the needs to assess their alignment with the following are fully developed into Major Projects. The following supplemental strategic drivers: needs are highlighted examples of activities that are Repairing existing assets included in the FY2021-FY2026 programs: Public commitments Core station passenger circulation improvements Contracts issued to vendor Blue/Orange/Silver Line corridor reliability and throughput evaluation Employee satisfaction Train control modernization Ease of access to Metro Services Bus transformation strategy Energy management/conservation Station passenger circulation improvements Inspection/maintenance efficiency Bus facility rehabilitation Ongoing preventive maintenance of assets Transit signal prioritization Studies of current assets for improved efficiency Future Major Projects Proposed projects are then reviewed to determine whether they are ready to move forward and begin Future Major Projects are those that advance past execution in the near term (FY2021 or FY2022). the D&E process and will be executed in the future. Specifically, Metro considers whether the appropriate Projects in this category include those that have procurement requirements are in place to provide for advanced through D&E and are planned for future near term mobilization, as well as adequate resources implementation or are deemed to be essential and being available for project execution. will require additional investment once D&E process Once the preliminary capital program is established has completed. based on the above criteria, all projects are subject to Capital Priorities, Goals, and Strategy a final review for alignment with projected budgetary resources, as well as conflicts or duplication of efforts Metro has developed a more structured methodology across programs or investment categories. for capital project prioritization to focus on addressing longstanding capital needs and targeting critical As Metro implements one of the largest capital assets before they are in danger of failure. This investment programs in the transit industry to address process assigns priorities to proposed capital projects ongoing infrastructure needs, the efficient use of based on the investment’s impact on safety, available funding is vital. Economical investment of performance, and alignment with the Authority’s capital funds means ensuring that Metro remains an
FY2021 Proposed Budget 67 Funding Sources Chapter 4 - Capital Budget affordable transit service provider, prioritizing safety State and local capital contributions total $5.9 billion and reliability initiatives, and promoting effective and from FY2021-2016, with $1.0 billion in FY2021. efficient resource allocation and utilization. These amounts exclude jurisdictional reimbursable Funding Sources projects. Dedicated funding of $500 million per year is planned, along with $148.5 million of State PRIIA. The six-year capital funding plan for FY2021-2026 Formula match and System performance are limited assumes Federal grant funding totaling $2.26 billion to three percent growth annually, and total $2.5 billion over six years, with $500.1 million in FY2021. This over the six-year period, with $394.6 million in projection assumes Formula programs remain at FY2021. FY2019 levels but does not assume congressional The capital budget also includes $88.7 million in reauthorization of the Passenger Rail Investment and locally requested reimbursable projects in FY2021, Improvement Act (PRIIA), or any Federal PRIIA with $283 million planned for the six-year period. funding past FY2021. The State match to PRIIA, totaling $148.5 million per year, is assumed to continue even if the Federal program is not extended or replaced.
68 FY2021 Proposed Budget Chapter 4 – Capital Budget Funding Sources
FY2021 Proposed Budget 69 Funding Sources Chapter 4 – Capital Budget
THIS PAGE INTENTIONALLY LEFT BLANK
70 FY2021 Proposed Budget Appendix A - Metro Profile
Metro Introduction the rail system, opening the Blue.Line extension to Largo Town Center Station, as well as the The Washington Metropolitan Area Transit NoMa- Gallaudet U station on the Red Line. These Authority or Metro, was created in 1967 through an expansions increased the Metrorail system to 86 interstate compact among the District of Columbia, stations and 106 miles. Maryland and Virginia. Construction of the Metrorail system began in 1969 and the first In March 2009, Metropolitan Washington Airports phase of Metrorail operation began in 1976. Authority (MWAA) started construction on the Silver Line, a 23-mile rail extension in Fairfax and Metro added a second transit service to its network Loudoun Counties in Virginia. Supported by a Full- in 1973 when, under direction from the United Funding Grant Agreement from the Federal States Congress, it acquired four Washington-area Transit Administration, toll and other revenues bus systems and merged them to create Metrobus. from funding partners, Phase 1 opened in 2014 In 1994, as mandated by the Americans with with 11.6 miles and five new stations extending Disabilities Act, Metro began providing MetroAccess service to Tysons Corner and Reston. Phase 2, paratransit service for people with disabilities who an additional 11.4 miles with six new stations, will are unable to use the fixed route transit service. provide service to Dulles International Airport and Loudoun County. Construction of Phase 2 is Metro completed the originally planned 103-mile currently nearing completion and Metro is actively Metrorail system in 2001. In 2004, Metro expanded ramping up to launch revenue service.
71 FY2021 Proposed Budget Introduction Appendix A – Metro Profile
More than half of the region’s jobs are located within a half mile of a Metro station or a Metrobus stop. More than half of Metrorail stations serve federal facilities and approximately one third of Metrorail’s peak period commuters are federal employees. Metro moves more than three times the amount of people each year as the region’s three major airports combined. With the pending completion of Silver Line Extension Phase 2, Metro will welcome Loudoun County as a contributing jurisdiction. The Silver Line is Metro’s largest rail expansion project since the opening of the National Airport to Stadium-Armory segment in 1977. Oversight Oversight of Metro is provided by a variety of internal and external offices, committees, and administrations. These oversight entities include, but are not limited to, the Federal Transit Administration (FTA), the Washington Metrorail Safety Commission (WMSC), the Office of Inspector General (OIG), the Office of Internal Compliance (INCP), and various advisory entities. Key Metro Facts Federal Transit Administration Metro’s service area size is approximately The FTA is the agency of the United States 1,500 square miles with a population of Department of Transportation that provides approximately four million people. financial and technical assistance to local public transit systems. The FTA also oversees safety Metro’s transit zone consists of the District of measures and helps develop next-generation Columbia, the Maryland counties of Prince technology research. George’s and Montgomery, and the Northern Virginia counties of Arlington, Fairfax and The Federal Government, through the FTA, Loudoun and the cities of Alexandria, Fairfax provides financial assistance to develop new and Falls Church. transit systems and improve, maintain, and operate existing systems. FTA provides and monitors Metrorail integrates 118 miles of track, six rail grants to state and local transit providers. lines, 91 stations and 1,284 railcars. Metrobus includes 10,687 bus stops throughout the region Washington Metrorail Safety Commission and 1,583 buses. (WMSC) Metro is the third busiest heavy rail transit system The WMSC serves as Metro’s State Safety and the sixth largest bus network in the country. Oversight Agency (SSOA) and is responsible for enforcing transit safety requirements for WMATA’s More than a quarter of the region’s property Metrorail system. The creation of an SSOA was tax base is located within a half mile of a required by the Moving Ahead for Progress in the Metrorail station. 21st Century Act (MAP-21).
72 FY2021 Proposed Budget Appendix A – Metro Profile Introduction
In 2017, the District of Columbia, Maryland and Riders’ Advisory Council Virginia passed legislation to create the WMSC, In September 2005, the WMATA Board which then received required Congressional consent established the Riders’ Advisory Council (RAC). and approval by the President through Public Law The Council provides Metro customers a forum to No: 115-54. The WMSC began directly overseeing provide input on bus, rail and paratransit services. the safety of the Metrorail system on March 18, The 11-member council includes six 2019 upon its oversight program receiving federal representatives from the District of Columbia, certification. Maryland and Virginia, four at-large members, and the chair of WMATA’s Accessibility Advisory Office of the Inspector General Committee. The Office of Inspector General, authorized by the Accessibility Advisory Committee WMATA Board of Directors in April 2006 as an independent office that reports directly to the Board, WMATA’s Accessibility Advisory Committee (AAC) supervises and conducts independent audits, was created to address the needs of senior investigations and reviews of Metro programs and citizens and customers with disabilities. Its efforts operations to promote efficiency and financial have resulted in numerous service upgrades integrity as well as to prevent and detect fraud, including gap reducers, which make it easier for waste and abuse in such programs and operations. customers who use wheelchairs or are visually impaired to board Metrorail trains. Office of Internal Compliance Amplify by Metro The Office of Internal Compliance (INCP) is a proactive business partner that assures Metro Metro is leveraging a new web-based platform carries out its mission with integrity and in called Amplify to engage and get input from riders accordance with rules, regulations and policies. in the community. Metro's first ever customer INCP reports directly to the General Manager/CEO community, Amplify is designed to bring together and consists of two compliance offices, QICO and riders, transit advocates, and transit experts in an MARC. on-going digital forum. Through a structured environment of online surveys, polls, and Quality Assurance, Internal Compliance and discussion forums, Amplify community members Oversight (QICO) provides independent reviews of share their experience as riders and influence how Metro’s operational and engineering processes and Metro responds to issues affecting those who use assets to promote compliance with internal and the system. People who live in the national capital external regulatory requirements and advance region and (at least once a month) ride any bus, quality improvement initiatives. train, or on paratransit can sign up to participate at Management Audits, Risk and Compliance Office amplifybymetro.com. (MARC) provides independent, objective Joint Coordinating Committee assessments and reviews of Metro's system of internal controls and underlying business processes The Joint Coordinating Committee (JCC) consists with a focus on financial management and internal of staff members from the jurisdictions supporting business operations. WMATA. The JCC was established by the Board of Directors to facilitate the exchange of information Advisors between jurisdictions and Metro staff. Meeting WMATA has four primary advisory groups: the agendas are developed by Metro staff and the JCC Riders’ Advisory Council, the Accessibility Advisory chair and include items referred by the Board or Committee, the Amplify community and the Joint Metro staff, as well as items requested by JCC Coordinating Committee. These advisory entities member. focus on specific issues as described below:
FY2021 Proposed Budget 73 Metrorail Appendix A – Metro Profile Metrorail The Metrorail system is a rapid transit system that Passenger- to-train operator intercoms are located consists roughly of 118 route miles, 91 passenger inside all rail cars, one at each end, and there are stations and a fleet of over 1,200 railcars. Starting in passenger-to- station manager intercoms on all FY2021, it is proposed to have service operate 5:00 station platforms, landings, and in all elevators. The am to 12:00 am Monday through Thursday, 5:00 am ongoing radio infrastructure renewal and cellular to 2:00 am on Fridays, 7:00 am to 2:00 am on communications project will upgrade Metro’s radio Saturdays, and 8:00 am to 11:00 pm on Sundays. system for Metro workers and first responders and provide cellular capability throughout the tunnels The system is composed of three main types of and in stations for customers. structures: underground, surface and elevated. The underground sections consist of 50.5 route miles Metrorail’s design requires high reliance on vertical and 47 stations, the surface sections comprise 58 mobility through the utilization of elevators and miles and 38 stations, and the elevated sections escalators. Most customers access Metrorail via consist of 9.2 route miles and six stations. While escalators to the train platform, while elevators there are three types of structures, they operate as provide accessibility for persons with disabilities, one unified system providing seamless service to seniors, customers with strollers, travelers carrying passengers. All Metrorail stations and railcars are luggage and other riders. accessible to disabled passengers and compliant with the Americans with Disabilities Act (ADA). The first Metrorail line opened was the Red Line consisting of 4.6 miles from Farragut North to Rhode Island Avenue. By July 1977, the Blue and Orange Lines were added with service between National Airport and the Stadium-Armory. This added 11.8 miles and 17 new stations to Metro’s rail operation. With continued development the Yellow Line was added in 1983 with service from Gallery Place- Chinatown to the Pentagon, adding 3.3 miles and one station. In 1991, the Green Line was added providing service from Gallery Place to U St / African-American Civil War Memorial / Cardozo. In 2001, the Green Line was extended to Branch Avenue, and in 2004, the Blue Line was extended to Largo Town Center and the NoMa-Gallaudet Station on the Red Line opened to passengers. The table below provides a list of all openings. The system is equipped with communication systems that facilitate the flow of information to and from passengers. The Metrorail operations control center is equipped with two-way radios for communication with all train operators in service, as well as hotlines to the police and fire departments in all the jurisdictions served by Metro. Public address systems on all trains and platforms facilitate communications from Metrorail train operators and station managers. All stations are also equipped with digital signs that show next train arrival times and system status.
74 FY2021 Proposed Budget Appendix A – Metro Profile Metrobus
Sequence of Metrorail Openings
Line Segment Stations Miles Date Red Farragut North to Rhode Island Ave 5 4.6 03/29/1976 Red Gallery Place - Chinatown 1 0 12/15/1976 Red To DuPont Circle 1 1.1 01/17/1977 Blue/Orange National Airport to Stadium-Armory 17 11.8 07/01/1977 Red To Silver Spring 4 5.7 02/06/1978 Orange To New Carrollton 5 7.4 11/20/1978 Orange To Ballston - MU 4 3 12/01/1979 Blue To Addison Road 3 3.6 11/22/1980 Red To Van Ness - UDC 3 2.1 12/05/1981 Yellow Gallery Place - Chinatown to Pentagon 1 3.3 04/30/1983 Blue To Huntington 4 4.2 12/17/1983 Red To Grosvenor 5 6.8 08/25/1984 Red To Shady Grove 4 7 12/15/1984 Orange To Vienna/Fairfax-GMU 4 9.1 06/07/1986 Red To Wheaton 2 3.2 09/22/1990 Green To U St/African-Amer Civil War Memorial/Cardozo 3 1.7 05/11/1991 Blue To Van Dorn Street 1 3.9 06/15/1991 Green To Anacostia 3 2.9 12/28/1991 Green To Greenbelt 4 7 12/11/1993 Blue To Franconia-Springfield 1 3.3 06/29/1997 Red To Glenmont 1 1.4 07/25/1998 Green Columbia Heights to Fort Totten 2 2.9 09/18/1999 Green To Branch Ave 5 6.5 01/13/2001 Red NoMa-Gallaudet U 1 0 11/20/2004 Blue To Largo Town Center 2 3.2 12/18/2004 Silver To Wiehle-Reston East 5 11.6 07/26/2014
Metro operates more than 900 vertical The fleet is comprised of 1,583 buses to meet peak transportation assets (618 escalators and 317 weekday service requirements of 1,283 buses with elevators) which carry approximately two million varying sizes and capacities, and to support passengers each weekday. The Wheaton Station maintenance of the fleet. on the Red Line has the longest escalator (230 All buses are accessible to people with disabilities, feet) in the Western Hemisphere. The Forest and bike racks are available for use on all buses. Glen Station, also on the Red Line, is the Service is provided from ten operating divisions deepest station in the system (196 feet or 21 located throughout the service area in the District stories below street level) with high speed of Columbia, Maryland and Virginia. elevators that take less than 20 seconds to travel from the street to the platform. The BusETA service provides customers information on Metrobus arrival times at a Metrobus particular bus stop. It uses satellite technology to Metrobus provides safe, reliable and effective find specific locations of a bus and sends the service across the Washington region. Metrobus estimated arrival time of the bus to customers via operates 159 lines with 245 routes covering over mobile devices. 2,396 street miles of service throughout the region. The entire bus fleet is equipped with two- way Service is provided on a combination of local, radio links to the operations control center, limited-stop (MetroExtra) and express routes emergency radio silent alarms, passenger connecting the region to Metrorail; employment, counters, and automatic vehicle locators. In medical and activity centers; schools, colleges and addition, security cameras are installed on all universities; airports; military installations; and Metro buses. Metrobus is working to install commuter rail. Metro utilizes 10,649 bus stops operator safety shields on all legacy Metro fleet; supported by 2,554 shelters owned by 15 separate safety shields are included on all new buses. agencies.
FY2021 Proposed Budget 75 Metro Access Appendix A – Metro Profile
MetroAccess trip than they would have paid Metro for providing the same trips on MetroAccess. MetroAccess ensures the ongoing accessibility of Metrobus and Metrorail for customers with Abilities-Ride, which started in the first quarter disabilities, and in accordance with the Americans of FY2018, is a public-private partnership with Disabilities Act (ADA), provides MetroAccess between Metro and two vendors to provide paratransit service for those who are unable to use generally available on- demand and reserve bus and rail. MetroAccess, a shared-ride, door-to- trip service to MetroAccess customers for trips door service, is offered for the same days, hours, beginning and ending in Maryland. The and locations as fixed-route transit, utilizing a fleet of program is designed to be an alternative for a 750 vehicles in FY2019. Service contractors portion of Maryland-to-Maryland MetroAccess operate the van service and manage the operations trips. Trips provided by the program are control center and quality assurance functions. expected to cost Metro up to 60 percent less MetroAccess provides over two million trips each than comparable MetroAccess trips. year. Regional Transit Planning Demand for paratransit service is increasing, as the The Washington Metropolitan Area encompasses population of people with disabilities is growing in over 4,000 square miles in the District of Columbia, the region and nationwide. For this reason, it is suburban Maryland and Northern Virginia; the critical for Metro to accommodate as many region is home to almost six million people and customers as possible. Metro provides travel over three million jobs. As the primary transit training to assist customers with disabilities in provider in the region, Metro is integral to the navigating the bus and rail system, while regional transportation planning process. The encouraging customers to take full advantage of the WMATA Compact gives the Authority the power to many accessibility and safety features. MetroAccess adopt a Mass Transit Plan as part of the region’s partners with Metrobus and Metrorail to provide continuous, comprehensive transportation planning group orientations and workshops to educate process. Metro’s regional planning function organizations on how to provide travel training to encompasses the preparation of transit system their clients. plans in partnership with other regional transit Additionally, Metro has partnered with the providers, conducting system planning analysis jurisdictions to improve the accessibility of bus stops and transportation studies, communication of in the region, further enhancing customers’ ability to transit needs to regional planning bodies, and make use of the fixed-route system. Because of participation in planning processes at the regional these initiatives and Metro’s free ride benefit, and sub-regional levels. Metro has a special MetroAccess customers take over 2.3 million fixed- responsibility to ensure that the needs of the route trips each year. region’s transit providers, both capital and operating, are reflected during the establishment of To keep MetroAccess sustainable for future years, the Mass Transit Plan and that the region achieves Metro has embarked on a campaign to facilitate the a balanced system of transportation. establishment of lower-cost alternatives to MetroAccess. Metro is helping to facilitate the Metro coordinates with its regional partners to following programs: determine transit-based priorities and projects. The WMATA Board of Directors, composed of Coordinated Alternatives to Paratransit Services members from the Compact jurisdictions and (CAPS), established in 2013, provides Federal Government, helps determine those transportation service for clients of two human priorities and provides policy direction. The JCC services agencies (HSA) in Maryland between brings together jurisdictional staff to coordinate on the HSAs main facilities and clients’ homes. various budget and operational issues in Service provided under the CAPS project costs conjunction with Board Committee meetings. Metro 32 percent less per trip than a comparable Internal planning and programming are designed to trip on MetroAccess. work within this institutional framework. TransportDC, a taxi alternative to MetroAccess The National Capital Region Transportation for District of Columbia residents was set up in Planning Board (TPB) is the federally designated 2014. Under TransportDC, a jurisdiction-run Metropolitan Planning Organization (MPO) to service, the District is paying 44 percent less per coordinate transportation planning and funding for
76 FY2021 Proposed Budget Appendix A – Metro Profile Demographics
the Washington region. The TPB serves as a forum Church, and Fairfax in Virginia), and one federal for the region to develop transportation plans, district, which is the ninth largest metropolitan area policies and actions, and to set regional of the country. transportation priorities through the Constrained Based on the 2014 American Community Survey Long-Range Plan (CLRP) and the six-year (ACS), the demographic profile of the Washington Transportation Improvement Plan (TIP). The TPB Metropolitan area is as follows: also provides technical resources for planning and policy making. WMATA is one of the implementing 41.1 percent of the population is non-Hispanic agencies in the TPB planning process and is a white voting member of the TPB. WMATA is also an 29.3 percent is black or African American active member of the TPB Technical Committee and several subcommittees such as Travel Forecasting, 15.5 percent is Hispanic or Latino Bicycle and Pedestrian, Regional Bus, Regional 10.9 percent is Asian Transportation Demand Management Marketing, and Human Services Subcommittee. 3.2 percent is Mixed-Other Economy The Northern Virginia Transportation Commission (NVTC) administers transit finance and operations in Metro’s ridership and overall financial outlook are Northern Virginia and coordinates transit service directly influenced by the population, economic across jurisdictional boundaries. The Northern conditions, and employment growth in the District Virginia Transportation Authority (NVTA) is of Columbia and the surrounding jurisdictions in responsible for developing a Northern Virginia Maryland and Virginia. Regional Transportation Plan which provides long Job Growth in Metropolitan Washington range planning and inter-agency coordination in Northern Virginia. WMATA works with both NVTC According to a May 2016 study by the Metropolitan and NVTA on important transit funding and corridor Washington Council of Governments (COG) development initiatives to enhance public transit Trends in Workforce Demand, while metropolitan service and ensure integration of transit in highway Washington has a skilled and educated workforce, investments and the Department of Transportation there have been concerns in the last few years (DOT). WMATA also works with the District of about the region’s economic performance. As other Columbia, Maryland, and Virginia on important local regional economies began to recover from the plans and project development initiatives to enhance Great Recession, job growth in metropolitan public transit service and ensure integration of Washington began to slow. Between the transit with roadway investments. elimination of federal jobs with the enactment of the Budget Control Act of 2011 and loss of federal contracts in the first year of the sequester in 2013, an estimated thirty-six thousand jobs were lost. According to data from the Bureau of Labor Statistics' Current Employment Statistics (CES) program, employment growth in metropolitan Washington lagged the nation from 2012 through 2015 and was equal to the national average in 2016 and 2017. The 2018 CES estimates indicate that metropolitan Washington employment growth (1.1 percent) has again fallen below the national Demographics average. The 2015 estimates from the Bureau of Labor Based on the 2010 Census, the population of the Statistics’ Current Employment Statistics program Compact jurisdictions currently served by Metro is indicate that while employment increased at the 3.9 million people across four counties (Montgomery greatest rate (1.9 percent) in a decade in and Prince George’s in Maryland, Fairfax and metropolitan Washington, performance is still Arlington in Virginia), three cities (Alexandria, Falls lagging the nation.
FY2021 Proposed Budget 77 Economy Appendix A – Metro Profile
Changing Federal Presence Where is Metropolitan Washington’s Economy headed? The Federal Government is the largest employer in the region; since 2000, between 11 and 13 percent The economic factors of slow job growth and the of employment in metropolitan Washington has future outlook of federal government spending been federal. But the structure of the regional impact Metro’s forecast for Metrorail and Metrobus economy is changing. COG’s regional econometric ridership. Significant effort is currently underway to model projects that the portion of federal diversify metropolitan Washington’s economy. Due employment will decline from twelve percent of to slow growth in federal jobs, the Roadmap for the employment in 2015 to eight percent in 2045. The Washington Region’s Economic Future identified Center for Regional Analysis at George Mason industrial clusters beyond the Federal Government University projects that while federal salaries and with the potential to drive metropolitan procurement comprised almost 40 percent of the Washington’s economic growth over the next region’s economy in 2010, it is forecast to decline to decade. Two of these drivers are professional and just under 30 percent by 2020. business services, which have dominated the region’s economy for a long time .
78 FY2021 Proposed Budget Appendix B - Budget Process Metro’s annual budget serves as the foundation for The budget must be adopted and implemented by its financial planning and control. The General June 30th for the fiscal year beginning on July 1st. Manager/Chief Executive Officer (GM/CEO), Chief The budget process consists of six major phases: Financial Officer, and staff prepare and submit the 1. Development of key assumptions/drivers, budget to the Board of Directors for consideration model preparation, and budget formulation and approval. The annual budget consists of two which includes department submissions; components: operating and capital. It is the responsibility of each department to administer its 2. Budget review/justification; operations in such a manner to ensure the use of 3. GM/CEO’s presentation of the proposed budget the funds is consistent with the goals and programs to the Board; authorized by the Board and that approved 4. Board discussions, public hearings and spending levels are not exceeded. Metro’s budget outreach; planning begins in August of the preceding fiscal 5. Budget adoption by the Board; and year with the development of budget priorities and assumptions for the plan year. 6. Budget implementation.
FY2021 Proposed Budget 79 Budget Process Appendix B – Budget Process
Budget Development and Departmental Submissions operating budget. The zero-based approach was used to determine resources for on-going general Metro began the process of developing the FY2021 and administrative expenses, new programs and budget shortly after the adoption of the FY2020 capital projects. Approved Budget. As part of the budget development process, FY2019 actuals with specific Budget Review and Proposal programmatic changes were used as the FY2021 The proposed CIP is developed concurrently baseline for budgeted non-personnel related costs. with the proposed operating budget. Starting in The FY2020 Approved Budget and the FY2019 July, project managers are asked to initiate actuals were then analyzed, and relevant project requests for the upcoming fiscal year. assumptions were modified, including fuel prices, Initiation requests come from the CNF, fleet contractually obligated union wages and benefits, management and asset management plans, and revenues. Based on the analysis of the data, among other documents. In the fall, the Capital Metro assigned targets to each department. Program Advisory Committee (CPAC) reviews Using the Strategic Plan framework, the GM/CEO’s project initiation requests and creates a Business Plan further guides both the Operating and prioritized program of projects. Funding Capital budget development processes. It identifies constraints are then applied to the prioritized priorities for Metro, provides the foundation for program of projects and presented to the department-specific work plans and keeps the Executive Management Team (EMT) and GM agency focused on the long-term goals as outlined for their review. in the Strategic Plan. The GM/CEO’s Business Plan Operating and capital budget requests are outlines necessary actions to achieve priorities; reviewed by OMB and the (EMT). The proposed provides measures to monitor success and provides budget recommendations are presented to the the Board and public with a transparent and General Manager/CEO in the second quarter of accountable framework. The priorities are reflected the fiscal year. in the resulting proposed budget and multi-year operating and capital investment plans. Once the GM/CEO finalizes the annual budget proposal and multi-year plans, they are The Office of Management and Budget (OMB) staff presented to the Board of Directors and the develops guidelines and assumptions in line with the public through the Finance and Capital General Manager’s priorities and plans that drive the Committee. budget process. These guidelines and assumptions are incorporated into the department budgets. Budget Discussion and Adoption The initial planning, development of The proposed budget is presented and reviewed assumptions, and preparation of instructions and in the Finance and Capital Committee and the training materials are conducted in August. Board deliberates through early spring. The annual budget kickoff meeting is held in Metro undertakes significant outreach efforts September with department leaders and budget regarding the budget, particularly for any preparers. New budget initiative requests are proposed service and fare changes, prior to developed. adoption. The outreach occurs in three key areas: The department’s operating and capital budget requests are developed, reviewed, approved at Public hearings: During the budget process, the department level and submitted to OMB in Metro holds at least one public hearing to review mid- October. any proposed service or fare changes, as well as the proposed use of federal funding in the The annual budget is developed on the basis of two CIP. budget methodologies – continuation-level and zero- based. Continuation-level budgeting is used to The comments and feedback received from develop the funding and resources necessary to residents throughout the region are presented to sustain multi-year critical operating, special the Board for consideration. programs, and previously approved capital projects. Public participation: Metro’s Public Participation The agency utilized a hybrid zero-based budgeting Plan guides substantial additional outreach approach for the development of the FY2021 efforts beyond the public hearings through open
80 FY2021 Proposed Budget Appendix B – Budget Process Budget Process
houses, station pop- ups, and community type activities that make up Metro’s Enterprise events. The outreach provide specific and Fund. These businesses-type activities include convenient opportunities for riders and local transit operating and capital costs, infrastructure organizations to provide input and discuss their construction and debt activities. The budget is views. It ensures full and fair participation for all based on the provisions of GAAP, as applicable to potentially affected communities, including government entities in the United States of America. minority, low-income, and limited English Annual budgets are adopted in accordance with proficient populations. GAAP with the following exceptions: Rider survey: Also, Metro periodically conducts Depreciation and amortization are excluded. online surveys to solicit rider input on key Net actuarial determined post-employment questions regarding the budget. benefit obligation recognized under GASB Metro staff summarizes data collected from Statement No. 45, which was implemented by these efforts, as well as all public Metro in FY2008, has been excluded from the comments/feedback received during the budget expenses; such costs are included in outreach process in a staff report that is operating expenses in the annual financial delivered to the Board for review. statements but are not budgeted. Collectively, Metro’s outreach efforts meet or In accordance with the Financial Standards, OMB exceed the requirements of both the WMATA monitors revenues and budget expenditures Compact and the Federal Transit throughout the fiscal year. Administration’s Title VI guidelines. Enterprise Fund Amendments The Enterprise Fund is the sole fund for Metro. When necessary, amendments to the budget Within this Fund, income sources are classified in are presented to the Finance and Capital one of seven categories: passenger fares and Committee. The committee then advances the parking fees, federal funds, state and local funds, amendments to the Board for review and dedicated funding, business revenues, other adoption. sources and debt. Passenger fares and parking fees Budget Implementation support the operating budget. Federal funds consist of federal grants and funds to support the capital Implementation of the Approved Budget occurs program. State and local funds support the capital between May and June. program, as well as jurisdictional contributions for debt service and the operating budget subsidy. The FY2021 Approved Budget is effective July Annual dedicated capital funding of $500 million was 1, 2020. established in 2018 under legislation passed by the Monthly budget variance reports are prepared District of Columbia, State of Maryland and by OMB to enable management to monitor and Commonwealth of Virginia. Business revenues control expenses and revenues. include advertising and joint development, among Quarterly financial reports are prepared by OMB other funding sources. and presented by Metro management to the Balanced Operating Budget Board of Directors. Metro is required to adopt an operating budget, These reports are used to monitor financial annually, where operating revenues and subsidies performance and ensure compliance with the equal expected operating expenses for the fiscal approved budget. year. In accordance with Article VIII of WMATA’s The underlying financial statements that inform this Compact, the Board annually adopts a current budget process have been prepared in accordance expense budget for each fiscal year. Based on the with Generally Accepted Accounting Principles Compact, the budget includes the Board's estimated (GAAP) per the Governmental Accounting expenditures for administration, operation, Standards Board (GASB) Statement No. 34 (Basic maintenance and repairs, debt service requirements Financial Statements and Management’s Discussion and payments into any required funds1. and Analysis - for State and Local Governments). All The total expenditures are balanced with estimated financial information is consolidated into business- revenues and receipts from all sources, excluding
FY2021 Proposed Budget 81 Budget Process Appendix B – Budget Process
funds included in the capital budget or otherwise in a state of good repair. The capital budget makes earmarked for other purposes. Following the end of the reliable, continuous and safe operation of each the fiscal year, if there is an operating deficit, the mode (Metrobus, Metrorail and MetroAccess) local jurisdictions are billed for their respective possible. contributions unless other strategies are identified Capital Expenditures and implemented. Capital expenditures are those that will lead to a The focus of the operating budget is on the future benefit beyond the current fiscal year. personnel, material/supplies and services necessary Expenditures are classified as capital when an entity to operate Metrobus, Metrorail, and MetroAccess. spends money either to procure or construct fixed Budgetary issues for the operating budget center on assets, or to improve and extend the useful life of an the cost of continuing operations, expanding existing fixed asset. services to meet growing demand, and improving The capital programming process assists Metro’s efficiency of service. leadership in making decisions regarding the assets Capital Budget and infrastructure required to support and/or grow the bus, rail, and paratransit operations. Metro’s In accordance with Article VIII, paragraph 26 of assets and infrastructure include, but are not limited WMATA’s Compact, the Board adopts an annual to: capital budget. This budget identifies capital investments by category that are expected to Buses commence or continue during the budget period1. Railcars The budget provides the planned funding sources for the program. Stations and tunnels The primary focus of the capital budget is safety and Track and wayside the condition of Metro’s current assets and Signal and power systems infrastructure, and what is needed to maintain them Administration and maintenance facilities
82 FY2021 Proposed Budget Appendix C - Human Capital Summary
Human capital management defines and Fringe benefit costs are personnel-related categorizes employees' skills and abilities to expenses that are above and beyond the direct ensure they are optimized to the objectives of the cost of employee wages and salaries. Metro's organization. At Metro, the management of human fringe benefits are comprised of health insurance capital involves workforce planning and investment and pension plan costs, as well as government and is aligned with Metro's strategic plan and core mandated expenses including unemployment mission of operating and maintaining a safe, insurance and payroll taxes. The Authority-wide reliable, and effective transit system. FY2021 fringe benefit budget for operating and capital is $545.1 million. The FY2021 fringe One measure of human capital is the number of benefit budget is $14.1 million or 2.7% more than positions to be employed and the various costs the FY2020 budget primarily due to increased associated with such employment, referred to as costs for union pensions, increased costs in Health personnel costs. Metro's personnel costs fall into Care, and fringe associated with 30 additional two major categories: labor and fringe benefits. positions. Labor costs, which include regular wage and The following tables provide a detailed, three-year overtime pay for operations employees and salary comparison of total human capital staffing levels expense for management, professional, and for Metro. The staffing requirement for FY2021 is administrative personnel, make up approximately 12,255, consisting of 10,646 operating positions 68 percent of total personnel costs. The Authority- and 1,609 capital positions. wide FY2021 labor budget for operating and capital is $1.1 billion.
Number of Positions
12,260 12,225 12,255
1,355 1,251 1,659
10,905 10,974 10,596
FY2019 FY2020 FY2021
Operating Capital
FY2021 Proposed Budget 83 Human Capital by Department Appendix C – Human Capital Summary
Human Capital by Department¹ FY2019 FY2020 FY2021 Budget Budget Budget Change General Manager/CEO 3 3 3 - Inspector General 38 40 44 4 Board Secretary 4 4 4 - External Relations 112 112 111 (1) Internal Business Operations 542 583 604 21 Chief Financial Officer 248 253 238 (15) Internal Compliance 64 64 66 2 General Counsel 48 46 44 (2) Safety & Environmental Management 74 73 77 4 Capital Planning and Program Management 75 73 - (73) Capital Delivery - - 353 353 Strategy Planning and Program Management - - 115 115 Chief Operating Officer 11,052 10,974 10,596 (378) Chief Operating Officer - Admin 10 10 3 (7) Rail Services 4,072 4,118 4,094 (24) Bus Services 3,880 3,739 3,664 (75) Access Services 50 49 47 (2) Metro Transit Police 694 694 723 29 Support Services 1,602 1,594 1,586 (8) Design and Construction 352 351 - (351) Office of Budget, Performance and Planning 211 239 263 24 Supply Change Management 181 180 182 2 Reliability Engineering and Asset Management - - 34 34 TOTAL 12,260 12,225 12,255 30
1 Authorized Positions include total positions funded under the operating and capital budgets, based on Metro's organizational structure at the time of the presented budget.
84 FY2021 Proposed Budget Appendix C – Human Capital Summary Fringe Benefits
A three-year comparison of total human capital costs in the operating and capital budgets is presented below.
FY2019 FY2020 FY2021 (Dollars in Millions) Budget Budget Budget Change POSITIONS 12,260 12,225 12,255 30 LABOR $1,109.9 $1,109.0 $1,139.7 $30.6 FRINGE Taxes - FICA $83.8 $83.7 $85.1 $1.5 Pension - Defined Benefits 163.3 184.8 189.7 4.9 Pension - Defined Contributions 12.1 11.1 11.3 .2 Health Care 227.8 207.3 213.8 6.5 Life Insurance 2.1 1.8 1.8 .1 Long Term Disability Insurance 1.2 1.2 1.2 .0 Taxes - Unemployment 1.2 1.2 1.7 .5 Workers' Compensation Reserve and Assessment 32.6 35.6 36.1 .5 Allowances (Uniform, Clothing, Tools, etc.) 4.6 4.2 4.2 .0 TOTAL FRINGE BENEFITS $528.9 $530.9 $545.1 $14.1
Human Capital Summary - All Modes Fringe Benefit Annual Budgeting Rates FY2019 FY2020 FY2021 Budget Budget Budget Change Average Annual Pay $90,532 $90,719 $92,996 $2,277 Average Full Fringe Cost 43,142 43,429 44,477 1,048 Full Fringe Rate 47.7% 47.9% 47.8%
FY2021 Proposed Budget 85 Human Capital by Department Appendix C – Human Capital Summary
THIS PAGE INTENTIONALLY LEFT BLANK
86 FY2021 Proposed Budget Appendix D - Capital Projects
The capital project pages in Appendix D are in sequential numerical order. The tables below indicate how the capital projects are grouped by Investment Category and Program. Program/Project # Project Name Investment Category: Railcar Acquisition CIP0059 8000 Series Railcar Procurement CIP0256 7000 Series Railcars Procurement CIP8001 D&E Rail Car Replacement CRB0019_19 Silver Line Phase 1 Railcars CRB0020_01 Silver Line Phase 2 Railcars Maintenance & Overhaul CIP0063 Railcar Rehabilitation Program CIP0067 Rail Car Safety & Reliability Improvements CIP0142 Railcar Preventive Maintenance Maintenance Facilities CIP0145 Station and Yard Security Upgrades CIP0204 Railcar Rooftop Access Platforms CIP0225 Railcar Heavy Repair and Overhaul Facility CIP0283 Railcar Maintenance Facility SGR Program CIP0284 Yard Facility Rehabilitation CIP8005 D&E Rail Yard Improvements Investment Category: Rail Systems Propulsion CIP0076 Rail Power Infrastructure Upgrades CIP0252 Alternating Current (AC) Power Systems SOGR CIP0253 Traction Power SOGR CIP0286 Generator System Replacement Signals & Communications CIP0136 Radio Infrastructure Replacement CIP0251 Automatic Train Control SOGR CIP0257 Emergency Trip Station Infrastructure CIP0260 Track Inspector Location Pilot CIP0350 RTU Reliability Project CIP8009 D&E ATC & Communications Improvements CIP8010 Automatic Train Control (ATC) Next Generation Implementation Investment Category: Track and Structures Rehabilitation Fixed Rail CIP0024 Track and Structures Rehabilitation CIP0025 Track Maintenance Equipment CIP0246 General Engineering Support CIP0247 Emergency Construction CIP0261 Tunnel Lighting Replacement CIP8011 D&E Fixed Rail Improvements Structures CIP0262 Tunnel Water Leak Mitigation CIP0291 Tunnel Ventilation CIP0294 Bridge Rehabilitation CIP0348 Minnesota Avenue Aerial Structure Rehabilitation CIP0349 Grosvenor Bridge Rehabilitation CIP8013 D&E Track Structures Improvements CIP8014 Yellow Line Portal Tunnel Remediation
FY2021 Proposed Budget 87 Capital Projects Appendix D – Capital Projects
Program/Project # Project Name Investment Category: Station and Passenger Facilities Platforms & Structures CIP0035 Bicycle & Pedestrian Facilities Improvements CIP0087 Station Rehabilitation Program CIP0088 Station Entrance Canopies CIP0108 Rhode Island Avenue Metrorail Station Platform Rehabilitation CIP0152 Parking Garage and Lot Rehabilitation CIP0218 Station Upgrades CIP0271 Metrorail Station Emergency Gates Replacement CIP0274 Grosvenor Parking Garage Joint Development CIP0279 Huntington Station Joint Development CIP0307 Stations Platform Rehabilitation - Phase 2 CIP0308 Stations Platform Rehabilitation - Phase 3 CIP0309 Huntington Metrorail Station Additional Entrance CIP8015 D&E Platform & Structures CRB0013 New Potomac Yard Metrorail Station CRB0020 Silver Line Phase 2 CRB0127 Purple Line CRB0133 Union Station Entrance Improvements Vertical Transportation CIP0072 Elevator Rehabilitation Program CIP0073 Escalator Rehabilitation CIP0132 Escalator and Elevator Overhaul CIP0185 Escalator Replacement CIP8017 Vertical Transportation Improvements Station Systems CIP0151 Station Cooling Systems Upgrade CIP0219 Station Lighting Improvements CIP0241 Raising Vent Shafts CIP0242 Improving Drainage CIP0255 Fare Collection Modernization Program CIP0258 Fire Alarm System Upgrade CIP0341 Standpipe Replacement Program CIP8019 D&E Station Systems Investment Category: Bus and Paratransit Acquisition CIP0006 Bus Acquisition Program CIP0015 MetroAccess Fleet Acquisition Program CIP8021 D&E Bus & Paratransit Maintenance and Overhaul CIP0002 Metrobus OnBoard Location Equipment and Software Replacement CIP0004 Bus Repair Equipment CIP0005 Bus Rehabilitation Program CIP0007 Metrobus Closed-Circuit Television (CCTV) Replacement Program CIP0143 Bus Preventive Maintenance Program Maintenance Facilities CIP0086 Shepherd Parkway Bus Facility CIP0206 Carmen Turner Facility (CTF) Electrical Upgrade CIP0311 Bladensburg Bus Garage Replacement - Bladensburg CIP0312 Four Mile Run Bus Facility Rehabilitation CIP0315 Bus Garage Replacement - Northern CIP0319 Bus Maintenance Facility SOGR CIP8025 D&E Bus Maintenance Facility
88 FY2021 Proposed Budget Appendix D – Capital Projects Capital Projects
CIP8026 Future Bus Maintenance Facility
Program/Project # Project Name Passenger Facilities and Systems CIP0220 Metrobus Planning Program CIP0221 Bus Customer Facility Improvements CIP0266 Historic Bus Terminal Rehabilitation CIP0275 New Carrollton Bus Bays Joint Development CIP0322 Bus Passenger Fac./Systems Future Major Projects CIP0326 Real-Time Bus and Rail Data Feed Development Investment Category: Business Support Information Technology CIP0042 Product Lifecycle Software Decommissioning CIP0043 Bus Operations Support Software CIP0049 Management Support Software CIP0056 Rail Operations Support Software CIP0259 Timecard Software Integration and Analysis CIP0269 Enterprise Asset Management Systems CIP0330 New Data Center IT Infrastructure CIP0331 Enterprise Resource Planning (ERP) Replacement CIP0332 Fiber Installation CIP0342 IT Hardware Replacement Program CIP0343 Operating and Maintenance Applications CIP0344 IT Program Management and Quality Assurance CIP8029 D&E IT MTPD CIP0102 Metro Transit Police Department (MTPD) District III Substation Construction CIP8031 D&E MTPD CIP8032 Future MTPD Major Projects Support Equipment and Services CIP0009 Service Vehicle Replacement Program CIP0010 Environmental Compliance Program CIP0029 Warehouse Vertical Store Unit CIP0034 Revenue Collection Facility CIP0036 Procurement Program Support CIP0039 Core & System Development Program CIP0131 Capital Program Financing CIP0170 Roof Rehabilitation and Replacement CIP0210 Track Pollution Prevention CIP0211 Stormwater Facility Assessment CIP0212 Environmental Sustainability Lab CIP0213 Capital Program Development Support CIP0270 Capital Delivery Program Support CIP0272 Station Commercialization Project CIP0273 Facility Improvements CIP0277 Supply Chain Modernization CIP0324 Capital Program Financial Support CIP0335 Headquarters - District of Columbia CIP0336 Energy Management Upgrades CIP0337 Headquarters - Virginia CIP0338 Headquarters - Maryland CIP0339 First Responders Signs Updates CIP0340 Administration Facility Rehabilitation Program CIP0347 Accounting Capital Program Support CIP8033 D&E Support Equipment/Services CRB0005 Project Development Program - DC CRB0009 Project Development Program - MD
FY2021 Proposed Budget 89 Capital Projects Appendix D – Capital Projects
CRB0018 Project Development Program - VA
90 FY2021 Proposed Budget Appendix D – Capital Projects Capital Projects
FY2021 Proposed Budget 91 Capital Projects Appendix D – Capital Projects
92 FY2021 Proposed Budget Appendix D – Capital Projects Capital Projects
FY2021 Proposed Budget 93 Capital Projects Appendix D – Capital Projects
94 FY2021 Proposed Budget Appendix D – Capital Projects Capital Projects
FY2021 Proposed Budget 95 Capital Projects Appendix D – Capital Projects
96 FY2021 Proposed Budget Appendix D – Capital Projects Capital Projects
FY2021 Proposed Budget 97 Capital Projects Appendix D – Capital Projects
98 FY2021 Proposed Budget Appendix D – Capital Projects Capital Projects
FY2021 Proposed Budget 99 Capital Projects Appendix D – Capital Projects
100 FY2021 Proposed Budget Appendix D – Capital Projects Capital Projects
FY2021 Proposed Budget 101 Capital Projects Appendix D – Capital Projects
102 FY2021 Proposed Budget Appendix D – Capital Projects Capital Projects
FY2021 Proposed Budget 103 Capital Projects Appendix D – Capital Projects
104 FY2021 Proposed Budget Appendix D – Capital Projects Capital Projects
FY2021 Proposed Budget 105 Capital Projects Appendix D – Capital Projects
106 FY2021 Proposed Budget Appendix D – Capital Projects Capital Projects
FY2021 Proposed Budget 107 Capital Projects Appendix D – Capital Projects
108 FY2021 Proposed Budget Appendix D – Capital Projects Capital Projects
FY2021 Proposed Budget 109 Capital Projects Appendix D – Capital Projects
110 FY2021 Proposed Budget Appendix D – Capital Projects Capital Projects
FY2021 Proposed Budget 111 Capital Projects Appendix D – Capital Projects
112 FY2021 Proposed Budget Appendix D – Capital Projects Capital Projects
FY2021 Proposed Budget 113 Capital Projects Appendix D – Capital Projects
114 FY2021 Proposed Budget Appendix D – Capital Projects Capital Projects
FY2021 Proposed Budget 115 Capital Projects Appendix D – Capital Projects
116 FY2021 Proposed Budget Appendix D – Capital Projects Capital Projects
FY2021 Proposed Budget 117 Capital Projects Appendix D – Capital Projects
118 FY2021 Proposed Budget Appendix D – Capital Projects Capital Projects
FY2021 Proposed Budget 119 Capital Projects Appendix D – Capital Projects
120 FY2021 Proposed Budget Appendix D – Capital Projects Capital Projects
FY2021 Proposed Budget 121 Capital Projects Appendix D – Capital Projects
122 FY2021 Proposed Budget Appendix D – Capital Projects Capital Projects
FY2021 Proposed Budget 123 Capital Projects Appendix D – Capital Projects
124 FY2021 Proposed Budget Appendix D – Capital Projects Capital Projects
FY2021 Proposed Budget 125 Capital Projects Appendix D – Capital Projects
126 FY2021 Proposed Budget Appendix D – Capital Projects Capital Projects
FY2021 Proposed Budget 127 Capital Projects Appendix D – Capital Projects
128 FY2021 Proposed Budget Appendix D – Capital Projects Capital Projects
FY2021 Proposed Budget 129 Capital Projects Appendix D – Capital Projects
130 FY2021 Proposed Budget Appendix D – Capital Projects Capital Projects
FY2021 Proposed Budget 131 Capital Projects Appendix D – Capital Projects
132 FY2021 Proposed Budget Appendix D – Capital Projects Capital Projects
FY2021 Proposed Budget 133 Capital Projects Appendix D – Capital Projects
134 FY2021 Proposed Budget Appendix D – Capital Projects Capital Projects
FY2021 Proposed Budget 135 Capital Projects Appendix D – Capital Projects
136 FY2021 Proposed Budget Appendix D – Capital Projects Capital Projects
FY2021 Proposed Budget 137 Capital Projects Appendix D – Capital Projects
138 FY2021 Proposed Budget Appendix D – Capital Projects Capital Projects
FY2021 Proposed Budget 139 Capital Projects Appendix D – Capital Projects
140 FY2021 Proposed Budget Appendix D – Capital Projects Capital Projects
FY2021 Proposed Budget 141 Capital Projects Appendix D – Capital Projects
142 FY2021 Proposed Budget Appendix D – Capital Projects Capital Projects
FY2021 Proposed Budget 143 Capital Projects Appendix D – Capital Projects
144 FY2021 Proposed Budget Appendix D – Capital Projects Capital Projects
FY2021 Proposed Budget 145 Capital Projects Appendix D – Capital Projects
146 FY2021 Proposed Budget Appendix D – Capital Projects Capital Projects
FY2021 Proposed Budget 147 Capital Projects Appendix D – Capital Projects
148 FY2021 Proposed Budget Appendix D – Capital Projects Capital Projects
FY2021 Proposed Budget 149 Capital Projects Appendix D – Capital Projects
150 FY2021 Proposed Budget Appendix D – Capital Projects Capital Projects
FY2021 Proposed Budget 151 Capital Projects Appendix D – Capital Projects
152 FY2021 Proposed Budget Appendix D – Capital Projects Capital Projects
FY2021 Proposed Budget 153 Capital Projects Appendix D – Capital Projects
154 FY2021 Proposed Budget Appendix D – Capital Projects Capital Projects
FY2021 Proposed Budget 155 Capital Projects Appendix D – Capital Projects
156 FY2021 Proposed Budget Appendix D – Capital Projects Capital Projects
FY2021 Proposed Budget 157 Capital Projects Appendix D – Capital Projects
158 FY2021 Proposed Budget Appendix D – Capital Projects Capital Projects
FY2021 Proposed Budget 159 Capital Projects Appendix D – Capital Projects
160 FY2021 Proposed Budget Appendix D – Capital Projects Capital Projects
FY2021 Proposed Budget 161 Capital Projects Appendix D – Capital Projects
162 FY2021 Proposed Budget Appendix D – Capital Projects Capital Projects
FY2021 Proposed Budget 163 Capital Projects Appendix D – Capital Projects
164 FY2021 Proposed Budget Appendix D – Capital Projects Capital Projects
FY2021 Proposed Budget 165 Capital Projects Appendix D – Capital Projects
166 FY2021 Proposed Budget Appendix D – Capital Projects Capital Projects
FY2021 Proposed Budget 167 Capital Projects Appendix D – Capital Projects
168 FY2021 Proposed Budget Appendix D – Capital Projects Capital Projects
FY2021 Proposed Budget 169 Capital Projects Appendix D – Capital Projects
170 FY2021 Proposed Budget Appendix D – Capital Projects Capital Projects
FY2021 Proposed Budget 171 Capital Projects Appendix D – Capital Projects
172 FY2021 Proposed Budget Appendix D – Capital Projects Capital Projects
FY2021 Proposed Budget 173 Capital Projects Appendix D – Capital Projects
174 FY2021 Proposed Budget Appendix D – Capital Projects Capital Projects
FY2021 Proposed Budget 175 Capital Projects Appendix D – Capital Projects
176 FY2021 Proposed Budget Appendix D – Capital Projects Capital Projects
FY2021 Proposed Budget 177 Capital Projects Appendix D – Capital Projects
178 FY2021 Proposed Budget Appendix D – Capital Projects Capital Projects
FY2021 Proposed Budget 179 Capital Projects Appendix D – Capital Projects
180 FY2021 Proposed Budget Appendix D – Capital Projects Capital Projects
FY2021 Proposed Budget 181 Capital Projects Appendix D – Capital Projects
182 FY2021 Proposed Budget Appendix D – Capital Projects Capital Projects
FY2021 Proposed Budget 183 Capital Projects Appendix D – Capital Projects
184 FY2021 Proposed Budget Appendix D – Capital Projects Capital Projects
FY2021 Proposed Budget 185 Capital Projects Appendix D – Capital Projects
186 FY2021 Proposed Budget Appendix D – Capital Projects Capital Projects
FY2021 Proposed Budget 187 Capital Projects Appendix D – Capital Projects
188 FY2021 Proposed Budget Appendix D – Capital Projects Capital Projects
FY2021 Proposed Budget 189 Capital Projects Appendix D – Capital Projects
190 FY2021 Proposed Budget Appendix D – Capital Projects Capital Projects
FY2021 Proposed Budget 191 Capital Projects Appendix D – Capital Projects
192 FY2021 Proposed Budget Appendix D – Capital Projects Capital Projects
FY2021 Proposed Budget 193 Capital Projects Appendix D – Capital Projects
194 FY2021 Proposed Budget Appendix D – Capital Projects Capital Projects
FY2021 Proposed Budget 195 Capital Projects Appendix D – Capital Projects
196 FY2021 Proposed Budget Appendix D – Capital Projects Capital Projects
FY2021 Proposed Budget 197 Capital Projects Appendix D – Capital Projects
198 FY2021 Proposed Budget Appendix D – Capital Projects Capital Projects
FY2021 Proposed Budget 199 Capital Projects Appendix D – Capital Projects
200 FY2021 Proposed Budget Appendix D – Capital Projects Capital Projects
FY2021 Proposed Budget 201 Capital Projects Appendix D – Capital Projects
202 FY2021 Proposed Budget Appendix D – Capital Projects Capital Projects
FY2021 Proposed Budget 203 Capital Projects Appendix D – Capital Projects
204 FY2021 Proposed Budget Appendix D – Capital Projects Capital Projects
FY2021 Proposed Budget 205 Capital Projects Appendix D – Capital Projects
206 FY2021 Proposed Budget Appendix D – Capital Projects Capital Projects
FY2021 Proposed Budget 207 Capital Projects Appendix D – Capital Projects
208 FY2021 Proposed Budget Appendix D – Capital Projects Capital Projects
FY2021 Proposed Budget 209 Capital Projects Appendix D – Capital Projects
210 FY2021 Proposed Budget Appendix D – Capital Projects Capital Projects
FY2021 Proposed Budget 211 Capital Projects Appendix D – Capital Projects
212 FY2021 Proposed Budget Appendix D – Capital Projects Capital Projects
FY2021 Proposed Budget 213 Capital Projects Appendix D – Capital Projects
214 FY2021 Proposed Budget Appendix D – Capital Projects Capital Projects
FY2021 Proposed Budget 215 Capital Projects Appendix D – Capital Projects
216 FY2021 Proposed Budget Appendix D – Capital Projects Capital Projects
FY2021 Proposed Budget 217 Capital Projects Appendix D – Capital Projects
218 FY2021 Proposed Budget Appendix D – Capital Projects Capital Projects
FY2021 Proposed Budget 219 Capital Projects Appendix D – Capital Projects
220 FY2021 Proposed Budget Appendix D – Capital Projects Capital Projects
FY2021 Proposed Budget 221 Capital Projects Appendix D – Capital Projects
222 FY2021 Proposed Budget Appendix D – Capital Projects Capital Projects
FY2021 Proposed Budget 223 Capital Projects Appendix D – Capital Projects
THIS PAGE INTENTIONALLY LEFT BLANK
224 FY2021 Proposed Budget Appendix E - Sustainability, Energy and Resiliency A sustainable transit system is designed, Sustainable Transportation constructed, and operated in a way that fosters People choose Metro not only because it is environmental stewardship, economic prosperity, affordable, fast, easy and pleasant, but also because and social wellbeing across the region. Sustainability it is a sustainable way to travel. Metro is the easiest is at the core of both the service Metro provides and choice each of us can make to support regional how Metro provides it. sustainability – choosing to ride the bus and train Sustainability is a fundamental business approach instead of driving reduces CO2 emissions and that makes Metro operations more resilient and supports compact development and healthy livable fiscally responsible while also seeking to reduce communities. environmental impacts. Transit agencies are largely funded by transit users Metro is a keystone of a prosperous region and we and local jurisdictions. Sustainability is one of the are excited to work with partners to create a more fundamental functions of Metro and a value that sets sustainable future. it apart from other transportation options.
Metro is a major contributor to the region’s efforts to meet its climate action goals. By providing nearly one million passenger trips each weekday, Metro not only keeps cars off the road but avoids emissions of approximately 1,110 metric tons of CO2 each day- equal to about 40 million gallons of gasoline annually.
Investing in the Region Metro enhances the region’s prosperity by investing in people, businesses, and neighborhoods. Metro helps the region’s residents lead happy, healthy, and productive lives. Metro provides approximately one million trips by bus and rail each day, connecting residents to employment, entertainment, school, recreation, and health and human services. Metro supports active lifestyles, cleaner air, compact mixed-use development, and environmental stewardship. Metro is a powerful economic engine that drives the region's economy and helps create activity centers while ensuring residents and visitors can access all that the region has to offer. Metro is one of the largest green employers in the region and spurs business development by contracting with local businesses across all sectors. Metro pursues sustainable business practices not just because it is the right thing to do but because these practices generate long-term cost savings that give the region the best return on its investment. These investments increase safety and improve the customer experience while supporting regional sustainability, mobility, and livability goals.
FY2021 Proposed Budget 225 Sustainability, Energy and Resiliency Appendix E – Sustainability, Energy and Resiliency
In 2014, Metro established a target to reduce energy consumption by 15% per vehicle mile by 2025. By FY19, Metro was already 5.5% more efficient per vehicle mile compared to 2014. Metro’s Energy Action Plan further increases Metro’s investment in energy efficiency and commitment as a responsible steward of the region’s dedicated funding.
Sustainability Targets Metro's Sustainability Initiative, launched in 2014, set three regional and seven internal targets to achieve by 2025. The initiative was started to provide measurable and manageable progress toward aggressive but achievable targets. In 2014, Metro created the Sustainability Lab and Sustainability Awards to promote and recognize cost effective innovation and best practice adoption across the Authority. This year, Metro is updating its sustainability targets to expand beyond traditional environmental targets and include targets related to prosperity, livability, and accessibility. Innovation Since its inception, the Sustainability Lab has sponsored several business case analyses, test and evaluation periods, and project refinements. These investments have resulted in agency-wide adoption of new practices and technology that were identified by staff open to innovation and supportive of change. Metro promotes cost effective innovation and best People may not realize that Metro already operates practice adoption through: the largest fleet of electric vehicles in DC – our Researching and bringing in best practices to trains! match areas of opportunity (capital and operational); Recognizing, supporting and rewarding existing efforts and staff innovation; Communicating the importance of and progress made toward sustainability targets; Integrating and highlighting the importance of data driven lifecycle cost analysis and sustainability best practices; Developing staff capacity to maximize benefits, and Utilizing innovative financing, rebates, and leveraging external partnerships.
226 FY2021 Proposed Budget Appendix E – Sustainability, Energy and Resiliency Sustainability, Energy and Resiliency
Energy Management Every day, Metro reduces the carbon footprint of the The Energy Action Plan includes a one-time $65 National Capital Region by providing public transit to million capital investment in energy efficiency approximately one million riders. To provide this public projects between now and 2025 that will realize good, Metro consumes a significant amount of energy. approximately $29 million in ongoing annual energy Energy costs, approximately $103 million in FY19, are and operations/maintenance cost savings. one of Metro’s largest non-personnel operating Targeted investments made between now and 2025 expenses. Managing these costs is paramount to are projected to realize an additional $16 million in controlling overall operating expenses, reducing annual energy cost savings by 2025. This represents exposure to budget risk, and continuing to provide a return on investment in less than 5 years, on efficient public transit for the region. Without actively average, from energy savings alone. managing its energy use and investing in energy saving technologies, Metro's energy costs are When fully implemented by 2025, the Energy Action projected to grow to $136 million annually by 2025. Plan is expected to reduce energy use by 750,000 MMBTUs annually and avoid emissions of In 2017, Metro conducted an Authority-wide energy approximately 160,000 metric tons of CO2 annually – audit to forecast energy use and costs and identify the equivalent of taking an additional 35,000 cars of opportunities for investments and best practices to the road each year. support a significant reduction in energy use by 2025.
If fully implemented (2025), the Energy Action Plan is expected to reduce energy use by 750,000 MMBTUs annually and avoid emission of 160,000 metric tons of CO2annually – the equivalent of taking an additional 35,000 cars of the road each year.
At current usage rages, energy costs are expected to increase by 34% between 2017 and 2025. This In addition to the steps outlined in the Plan, Metro increase is primarily due to a projected increase in commits to educating and engaging employees to energy consumption (e.g. the extension of the Silver promote innovation and continuous improvement. Line Phase 2 to Dulles International Airport and Resiliency Loudoun County) and increasing utility costs and commodity prices. Public transit is critical infrastructure that enables mobility and livability across the region. Severe In FY19, Metro released its first Energy Action Plan. weather is already impacting the region’s public The Plan transforms the way Metro does business to transit and puts vulnerable populations, businesses, ensure a greener, safer, more reliable ride. The Plan and city services at risk. A more resilient Metro is helping Metro reach environmental goals through system helps the region meet sustainability goals reduced energy consumption and is generating long- and protect against flooding, heat waves, and other term cost savings to ensure responsible stewardship impacts of severe weather. of the region’s dedicated funding. This Plan has three main pillars: Metro has historically addressed resiliency on a project level (including raising and securing vent 1. Implementation of energy audit identified shafts, sealing tunnels, and upgrading drainage capital investments; pumping stations). 2. Modernize design, construction, and In the next year, Metro will initiate the incorporation of operations; and resiliency into strategic planning efforts. Metro looks forward to working closely with jurisdictions to 3. Dynamic engagement in the energy market. mitigate risks to and enhance resiliency of Metro’s assets over the coming years.
FY2021 Proposed Budget 227 Sustainability, Energy and Resiliency Appendix E – Sustainability, Energy and Resiliency FY2021 Major Activities Continued implementation of Metro’s first energy use and maintenance costs. Energy Action Plan. As of FY19, Metro was 21% Substantial completion of 48 underground of the way towards its 2025 energy savings stations, within 2 years of launching the target. program. LED lighting reduces energy use by approx. 60% – each station saves enough Successfully implemented and trained staff on a electricity to power 40 homes each year. new Enterprise Energy Management System (EEMS) that promotes visibility into operations, Parking lots/bus loops - partnered with DC data analytics, accountability and internal Sustainable Energy Utility, to upgrade transparency. lighting at select bus loops and surface parking lots in D.C. Integrated braking energy recovery technology into traction power upgrades under the Blue Line Tunnels – upgraded to tunnel lighting across contract. This technology allows for the “reuse” the rail system to improve safety and of energy that is currently wasted as heat when visibility while reducing energy use and trains brake. maintenance requirements. Continued installation of comprehensive LED Selected third party to design, install and lighting upgrades across Metro facilities. maintain estimated 7-9MW of solar power at 4 Upgrades reduce energy use, saving hundreds Metro parking garages/surface lots – enough of thousands of dollars annually, while reducing energy to power 1,500 single family homes each maintenance requirements and improving year. lighting quality: Partnered with GSA to secure favorable rates for Facilities – launched Phase 2 of facility a new 3-year natural gas supply contract. lighting upgrades. Conducted a study to develop a Zero Emissions Passenger Stations – upgraded platform Fleet Strategy and initiated test and evaluation level lighting in Metrorail stations, improving of technology performance and operational the passenger experience while reducing requirements.
228 FY2021 Proposed Budget Appendix F - Financial Standards
Metro’s Financial Standards can be grouped into Fiscal Year three major areas: general, business planning, and debt policy. The purpose of the general standards is The fiscal year-end for financial reporting to ensure that Metro prudently manages its daily purposes is June 30th of each year. The Board financial operations and establishes appropriate approves the budget for each fiscal year by cash reserves. June 30th of the previous year. The business directives from the General Manager Comprehensive Annual Financial Report provide management with a set of parameters for (CAFR) developing the upcoming year’s budget and other An independent certified public accounting firm longer-term financial plans, as well as establishing performs an examination of Metro’s consolidated future business targets for management to achieve. financial statements. The goal is for Metro to The purpose of debt policy standards is to limit the receive an unmodified (“clean”) opinion on its level of debt that may be incurred and to ensure that financial statements and to receive the debt assumptions are based on financial parameters Government Finance Officers Association that is similar or more conservative than those that (GFOA) award for excellence in financial would be placed on Metro by the financial reporting for its CAFR. marketplace. Actual debt covenants may differ from Other Financial Policies and Guidelines these standards, and in accordance with the debt policy, the actual covenants will be disclosed in any Funds are invested within the guidelines of the Board report supporting a debt issuance. Board’s approved investment policies and in compliance with the investment guidelines in Also, this Appendix provides an explanation for how Metro’s Compact. state and local funding support is allocated among the jurisdictions. In accordance with Board Resolution No. 81- 36, designated Metro officials are empowered to Financial Standards – General open, close or authorize changes to accounts GAAP and authorized to appoint individuals as official signatories for financial accounts. Complete and accurate accounting records are maintained in accordance with accounting An annual actuarial analysis is performed on all principles generally accepted in the United States Metro-administered pension plans. Based on of America (US GAAP) as applicable to the results of such analysis, Metro makes governmental entities. The standard setting body contributions as required in agreement with the establishing governmental accounting and terms of each plan. financial reporting standards is the Government Appropriate insurance coverage is maintained to Accounting Standards Board. mitigate the risk of material loss. For self- Revenue and Expenditure Recognition insured retentions, Metro records the liabilities, including losses incurred but not reported, at 100 Revenues are recognized in the period that they percent of the net present value. are earned, and expenses are recognized in the period in which they are incurred. Metro The budget includes the operating and capital distinguishes between operating and non- resources necessary to implement the policy operating revenues and expenses in its financial directions set by the Board. The budget is statements. prepared in a fashion to clearly describe the projects and programs for the period. The principal source of operating revenues (not including state or local operating subsidy WMATA engages in regional long-range contributions) is passenger fares and parking transportation planning for the Washington fees, which makes up approximately 90 percent metropolitan area in conjunction with the of such revenues. National Capital Region Transportation Planning Board (TPB) and other jurisdictional partners.
FY2021 Proposed Budget 229 Financial Standards Appendix F – Financial Standards
Staff provide transit system inputs to TPB for the Capital programs are funded according to the Constrained Long-Range Plan (CLRP) and terms of the laws, regulations and/or identify changes affecting the major financial discretionary procedures approved by the Board. assumptions of the plan and progress toward the The capital program covers Metro’s assets, implementation of new projects and programs. including major transportation projects, and is Also, WMATA engages in short-range transit included in each annual budget. planning for the Washington metropolitan area. From time to time, Metro applies for and Staff provide inputs to the region's six-year receives discretionary federal and state funding. Transportation Improvement Program (TIP) and Discretionary funding is requested for major identify the capital investment needs to support system expansion projects or extraordinary the existing regional transit system and regional transit capital needs. Discretionary funding levels service expansion. are estimated by project, based on federal and The Office of Inspector General (OIG) develops state criteria, and the likelihood of obtaining an annual work plan each year. The Board’s approvals. Executive Committee provides input on the work Financial Standards – Debt Policy plan, which covers audits, evaluations, and investigations. Furthermore, finalized complete Metro may not enter into a debt or financing audit and evaluation reports are submitted to the arrangement unless the transaction is in full Board via the Executive Committee. compliance with all applicable provisions of WMATA’s Compact. Recommendations for improvements are based on audits and evaluations performed by the OIG. Pursuant to WMATA’s Compact (Article IX Audits are performed in accordance with paragraph 27), Metro may borrow money in Government Auditing Standards, while evaluations pursuit of its mission. All such bonds and are performed in accordance to the Council of the evidences of indebtedness are authorized by Inspectors General on Integrity and Efficiency’s resolution of the Board and are payable solely out Quality Standards for Inspection and Evaluation. of the revenues of Metro. The bonds and other These recommendations, management action debt obligations of Metro, except as may be plans and progress toward implementation are otherwise provided in the indenture under which periodically reported directly to the Board. Semi- they are issued, are direct and general obligations annual reports to the Board and significant of Metro and the full faith and credit of Metro are stakeholders provide an overview of work pledged for the prompt payment of the debt performed by the OIG as related to the annual service. work plan. There is no borrowing limit set in WMATA’s Financial Standards – Business Planning Compact. Passenger revenue forecasts are derived from Long-term debt may be included in the budget or historical ridership and revenue trends as well as long-range plans; however, no such debt is forecasts of regional growth in population and incurred without the specific approval of the employment. Since ridership may be affected by Board. actual or proposed fare policy change, the The average life of debt instruments is impacts on ridership and average fare forecasts approximately equal to or less than the average of are based on conservative estimates. the useful lives of the assets financed. The Board reviews and updates the fare policy on Reserve funds that may be required by the a regular cycle. Management may propose fare financial markets for each debt issuance are modifications to achieve transit ridership maintained. Cash and securities, insurance or improvements as and to maintain financial surety bonds may fund these reserves. For sustainability. financial planning purposes, reserve requirements Service plan assumptions are based on are included in the face value of debt issued. demonstrated needs as defined through short- range planning.
230 FY2021 Proposed Budget Appendix F – Financial Standards Allocation of State and Local Support
Allocation of State and Local Support State and local funds to support Metro’s annual on the arterial street. Routes that operate operating and capital budgets are based on Board- for a short distance on an arterial incidental approved subsidy calculations described below. to their service area are not included. The operating budget subsidy is allocated to the Regional Activity Center: Serves one or jurisdictional funding partners using six subsidy more regional activity centers. A allocation formulas: conservative definition of regional activity centers is used, including only those where 1. Regional bus subsidy allocation there is virtually universal agreement as to 2. Non-regional bus subsidy allocation their regional character. Routes connecting to Metrorail stations, but that do not directly 3. Rail maximum fare subsidy allocation serve any regional activity center, are not 4. Rail base subsidy allocation considered to be regional. 5. Paratransit subsidy allocation Cost Effectiveness: 30 or more boarding’s 6. Debt service allocation per platform hour. Formulas 1 and 2: Regional and Non-Regional Routes not meeting the criteria described above are Bus Subsidy Allocations classified as non-regional. Regional and non-regional bus subsidies are allocated to the jurisdictions using The Metrobus subsidy is allocated using two the following formulas. distribution formulas. All bus routes are classified as Regional Bus Subsidy Allocation: being either regional or non-regional, based on route The characteristics. distribution of regional bus subsidy to the jurisdictions is based on a weighted, four- Regional bus routes generally provide transportation factor formula in the following proportions: between jurisdictions. Regional bus routes may also include bus routes serving major activity centers that 1. Density weighted population 25% operate on major arterial streets and carry high 2. Revenue hours 25% volumes of riders in one or multiple jurisdictions. The 3. Revenue miles 35% following criteria, based on Board approved resolutions, are used in the classification of bus 4. Average weekday ridership 15% routes: Density weighted population for each jurisdiction Inter-jurisdictional routes are defined as regional. is determined by taking the average of: Defining characteristics of inter-jurisdictional the jurisdiction’s share of the urbanized routes: population in the compact area Cross a jurisdictional (independent city, the jurisdiction’s share of “density weighted” county, state) boundary population (i.e. population times density) Penetrate at least two jurisdictions by more The revenue hours factor is determined by than one-half mile in each, and taking the annual regional revenue hours Operate “open door” (allows boarding and assigned to each jurisdiction divided by the total alighting) over at least a portion of the line in regional revenue hours. The revenue miles two or more jurisdictions factor is determined by dividing total annual regional revenue miles assigned to each If a route does not qualify as regional under the jurisdiction by the total regional revenue miles. inter-jurisdictional definition, then it must meet at Ridership used is the average weekday ridership least two of the following three criteria to be on regional buses by residents of each regional: jurisdiction based on the Metrobus Passenger Arterial Streets: Operates for a considerable Survey. distance on an arterial street and a substantial portion (usually a majority) of riders use stops
FY2021 Proposed Budget 231 Allocation of State and Local Support Appendix F – Financial Standards
Non-Regional Bus Subsidy Allocation: The subsidy is incorporated into the rail base subsidy. distribution of non-regional bus subsidy to the Rail Base Subsidy Allocation. The base jurisdictions is computed as follows: subsidy allocation for Metrorail service is based 1. Identify the cost of all Metrobus service, on three elements in equal proportions: regional and non-regional 1. Density weighted population 33.3% 2. Identify the costs which would accrue for 2. Number of rail stations 33.3% regional Metrobus service if no non-regional bus service were provided 3. Average weekly ridership 33.3% 3. Determine the costs of non-regional Density weighted population is the same for the service by subtracting the regional regional bus subsidy allocation as it is for the rail Metrobus costs, as calculated in step two, base subsidy allocation. The rail stations factor from the costs of all Metrobus service is calculated by taking the number of stations, or portions of stations, assigned to each 4. Divide the costs of non-regional service as jurisdiction, divided by the total number of computed in step three by total platform stations in the system. Ridership is calculated by hours for non-regional service taking the average weekday ridership in each 5. Identify the non-regional platform hours for jurisdiction as determined by the rail passenger each jurisdiction survey. Only persons who reside in the compact 6. Multiply the platform hours for each area are included in the distribution. jurisdiction by the hourly rate Formula 5: Paratransit Subsidy Allocation 7. Determine the revenue of the non- Paratransit subsidy is allocated to the jurisdictions regional service for each jurisdiction using a two-factor formula with sub-allocations used 8. Subtract the revenue as determined in step for the Virginia jurisdictions. seven from the costs of step six 1. Direct Costs - The contract carriers’ actual Formulas 3 and 4: Rail Maximum Fare and Base per trip, reservation and eligibility charges will Subsidy Allocations be allocated directly to the jurisdictions The rail subsidy consists of two components: the 2. Overhead Costs - All other (non-direct) costs maximum fare component and the base rail of the paratransit program will be allocated in component. The total maximum fare subsidy is proportion to the direct costs deducted from the total rail subsidy, and the result is Virginia sub-allocations of direct costs require that allocated based on the base subsidy formula. per trip charges be adjusted to reflect the average time of trips provided for each jurisdiction. Overhead Maximum Fare Subsidy Allocation: The maximum fare portion of the rail subsidy is costs assigned to Virginia jurisdictions will be sub- designed to recognize the “taper” and “cap” allocated based on the direct cost allocation as features of the Metrorail fare structure. The taper calculated above. feature is reflected in the diminishing cost per mile Formula 6: Debt Service Allocation for trips greater than six miles, and the cap is Planned debt service charges are allocated to the reflected in the maximum fare on rail. The subsidy jurisdictions based on the long-term debt strategy for the maximum fare is calculated as the plan and in the same proportion as each difference between the regular fare that would jurisdiction’s share of local match and system have been paid if the taper and cap features were performance funding in the capital budget. The not available, and the actual fare paid with the allocation of local match and system performance taper and cap. funding is determined in accordance with the Capital Once the maximum fare subsidy is calculated, the Funding Agreement (CFA). For new debt issuance benefiting jurisdictions are allocated one-half the shown in the CIP, allocated debt service is shown calculated amount, based on the percent of riders for all jurisdictions; however, jurisdictions are given from the individual jurisdiction who benefit from the the opportunity to “opt out” of new debt by providing taper and cap. These percentages are calculated their total principal contribution upfront rather than from the data taken from the Metrorail Passenger participate in the new debt issuance. Survey. The remaining half of the maximum fare
232 FY2021 Proposed Budget Appendix F – Financial Standards Allocation of State and Local Support FY2021 Operating Subsidy An alternate formula was approved by the Board of Virginia, the intrastate subsidy allocations are based Directors for FY2020 to comply with Dedicated on a jurisdiction’s percentage share of the Funding legislation reflecting a base subsidy applicable Signatory’s amount using the Board component and a legislatively excluded subsidy approved subsidy formula. component. This alternate formula will continue to The Legislatively Excluded Subsidy contains be applied in FY2021. additional costs for any service, equipment, or A mandated growth cap of three percent was facility required by state or federal law such as applied to WMATA’s base subsidy, as well as to paratransit cost increases, occupational safety and total contributions from the District of Columbia, the health cost increases, approved capital projects, State of Maryland and the Commonwealth of and legal disputes (including litigation). The Virginia. For the State of Maryland and the legislatively excluded subsidy was allocated to all Commonwealth of jurisdictions, per the applicable formula.
FY2021 Proposed Budget 233 Allocation of State and Local Support Appendix F – Financial Standards
THIS PAGE INTENTIONALLY LEFT BLANK
234 FY2021 Proposed Budget Appendix G - Debt Service Debt Policy/Borrowing Powers of $1.3 million for the Series B, Build America Bonds. Five jurisdictions opted out WMATA’s Compact allows the Authority to borrow of the bond issuance and provided $115.0 million money in pursuit of its mission. All such bonds in funding to bring total proceeds related to the and evidences of indebtedness are payable solely bond issuance to $425.0 million. out of Metro’s properties and revenues. The bonds and other obligations, except as may be 2017A Bonds otherwise provided in the indenture under which In July 2017 WMATA issued bonds (2017A-1) as they were issued, are direct and general obligations an advance refunding of the series 2009A bonds, of the Authority. The full faith and credit of Metro and advance crossover refunding bonds (2017A-2) is pledged for the prompt payment of the debt for the 2009B series bonds. The 2009A and the service. 2009B series bonds were refunded and retired on Metro is required to make semi-annual payments July 1, 2019. of principal and interest on each series of bonds. 2017B Bonds There are certain covenants associated with these outstanding bonds with which the Authority must On August 17, 2017 Metro issued new money comply. The most significant are: Gross Revenue Transit Bonds, series 2017-B bonds in the principal amount of $496.5 million. Metro is to punctually pay principal and Net bond proceeds with premiums totaled $588.9 interest according to provisions in the bond million. The bonds provide for semi-annual document payments of interest and annual payments of Except for certain instances, Metro cannot sell, principal, with final maturity in July 2042. $21.7 mortgage, lease or otherwise dispose of transit million was placed in a capitalized interest fund to system assets without filing a certification by service interest on the debt through July 2018. The the General Manager/Chief Executive Officer annual jurisdictional debt service payment on the and Treasurer with the Trustee that such action bonds is $35.8 million. One jurisdiction fully opted will not impede or restrict the operation of the out of the bond issuance and two jurisdictions transit system. partially opted out of the bond issuance. In all, the three jurisdictions provided $78.7 million in funding Metro must maintain certain insurance or self- to bring the total capital project fund related to the insurance covering the assets and operations of bond issuance to $575.2 million. the transit system at all times. 2018 Bonds Existing Gross Revenue Transit Bonds On December 18, 2018 Metro issued new money 2009A and B Bonds Gross Revenue Transit Bonds, series 2018 bonds In June 2009, Metro issued $243.0 million of in the principal amount of $239.9 million. Net bond Gross Revenue Transit Bonds, Series 2009-A, and proceeds with premiums total $269.1 million. The $55.0 million of Build America Bonds, Series 2009- bonds provide for semi-annual payments of B. Bond proceeds net of premiums/discounts interest and annual payments of principal, with final totaled $309.9 million. The bonds provide for semi- maturity in July 2043. $6.4 million was placed in a annual payments of interest and annual payments of capitalized interest fund to service interest on the principal, with final maturity in July 2034. The debt through July 2019. The annual jurisdictional annual jurisdictional debt service payment on the debt service payment on the bonds is bonds is $21.2 million, net of a semi-annual credit approximately $17.3 million. Five jurisdictions opted fully out of the bond issuance.
FY2021 Proposed Budget 235 Transit Bonds Appendix G – Debt Service Gross Revenue Transit Bonds FY2021 Jurisdiction Funding
Principal Interest Total Due
Debt Service Payments Funded by FY2021 Jurisdictional Contributions
Series 2017A-1 Due Bondholders 1/1/21 — $3,483,750 $3,483,750 Series 2017A-1 Due Bondholders 7/1/21 9,615,000 3,483,750 13,098,750 Series 2017A-2 Due Bondholders 1/1/21 — 1,221,375 1,221,375 Series 2017A-2 Due Bondholders 7/1/21 — 1,221,375 1,221,375 Series 2017B Due Bondholders 1/1/21 — 11,849,875 11,849,875 Series 2017B Due Bondholders 7/1/21 12,125,000 11,849,875 23,974,875 Series 2018 Due Bondholders 1/1/21 — 5,865,500 5,865,500 Series 2018 Due Bondholders 7/1/21 5,575,000 5,865,500 11,440,500
Subtotal Debt Service Payments Funded by FY2020 Jurisdictional Contributions $27,315,000 $44,841,000 $72,156,000
In addition, Metro has access to short-term lines of credit. The lines of credit support Metro’s capital program and are available to manage cash flow needs. The total capacity on the lines of credit is $350 million as of April 30, 2019. The lines of credit were renewed in May 2019 and have a one-year maturity.
236 FY2021 Proposed Budget Appendix G – Debt Service Transit Bonds
Gross Revenue Transit Bonds (Detail)
Total Funding Total Fiscal Year Date Interest Principal Required Funding Required 1/1/2020 $23,070,500 — $23,070,500 7/1/2020 23,070,500 26,000,000 49,070,500 72,141,000 1/1/2021 22,420,500 — 22,420,500 7/1/2021 22,420,500 27,315,000 49,735,500 72,156,000 1/1/2022 21,737,625 21,737,625 7/1/2022 21,737,625 28,695,000 50,432,625 72,170,250 1/1/2023 21,020,250 — 21,020,250 7/1/2023 21,020,250 30,155,000 51,175,250 72,195,500 1/1/2024 20,266,375 — 20,266,375 7/1/2024 20,266,375 31,680,000 51,946,375 72,212,750 1/1/2025 19,474,375 — 19,474,375 7/1/2025 19,474,375 33,290,000 52,764,375 72,238,750 1/1/2026 18,642,125 — 18,642,125 7/1/2026 18,642,125 34,980,000 53,622,125 72,264,250 1/1/2027 17,767,625 — 17,767,625 7/1/2027 17,767,625 36,760,000 54,527,625 72,295,250 1/1/2028 16,848,625 — 16,848,625 7/1/2028 16,848,625 38,620,000 55,468,625 72,317,250 1/1/2029 15,883,125 — 15,883,125 7/1/2029 15,883,125 40,585,000 56,468,125 72,351,250 1/1/2030 14,868,500 — 14,868,500 7/1/2030 14,868,500 42,650,000 57,518,500 72,387,000 1/1/2031 13,802,250 — 13,802,250 7/1/2031 13,802,250 44,820,000 58,622,250 72,424,500 1/1/2032 12,681,750 — 12,681,750 7/1/2032 12,681,750 47,120,000 59,801,750 72,483,500 1/1/2033 11,503,750 — 11,503,750 7/1/2033 11,503,750 49,500,000 61,003,750 72,507,500 1/1/2034 10,266,250 — 10,266,250 7/1/2034 10,266,250 51,980,000 62,246,250 72,512,500 1/1/2035 8,966,750 — 8,966,750 7/1/2035 8,966,750 35,645,000 44,611,750 53,578,500 1/1/2036 8,075,625 — 8,075,625 7/1/2036 8,075,625 37,470,000 45,545,625 53,621,250 1/1/2037 7,138,875 — 7,138,875 7/1/2037 7,138,875 39,395,000 46,533,875 53,672,750 1/1/2038 6,154,000 — 6,154,000 7/1/2038 6,154,000 41,410,000 47,564,000 53,718,000 1/1/2039 5,118,750 — 5,118,750 7/1/2039 5,118,750 43,535,000 48,653,750 53,772,500 1/1/2040 4,030,375 — 4,030,375 7/1/2040 4,030,375 45,770,000 49,800,375 53,830,750 1/1/2041 2,886,125 — 2,886,125 7/1/2041 2,886,125 48,115,000 51,001,125 53,887,250 1/1/2042 1,683,250 — 1,683,250 7/1/2042 1,683,250 50,585,000 52,268,250 53,951,500 1/1/2043 418,625 — 418,625 7/1/2043 418,625 16,745,000 17,163,625 17,582,250 Total $609,452,000 $922,820,000 $1,532,272,000
FY2021 Proposed Budget 237 Transit Bonds Appendix G – Debt Service
Debt Service by Jurisdiction by Fiscal Year
Prince Total District of Montgomery George's City of Arlington City of Fairfax City of Jurisdictional Date Columbia County County Alexandria County Fairfax County Falls Church Debt Service
FY2021 $33,267,125 $15,406,871 $15,806,488 $1,774,830 — $111,451 $5,613,058 $176,178 $72,156,000
FY2022 33,273,091 15,409,645 15,809,086 1,775,511 — 111,494 5,615,212 176,211 72,170,250
FY2023 33,284,167 15,414,850 15,814,275 1,776,390 — 111,549 5,617,993 176,276 72,195,500
FY2024 33,291,548 15,418,272 15,817,542 1,777,133 — 111,595 5,620,343 176,316 72,212,750
FY2025 33,302,581 15,423,569 15,822,797 1,778,161 — 111,660 5,623,594 176,387 72,238,750
FY2026 33,313,773 15,428,725 15,827,808 1,779,128 — 111,721 5,626,650 176,446 72,264,250
FY2027 33,327,676 15,435,058 15,834,002 1,780,193 — 111,788 5,630,018 176,515 72,295,250
FY2028 33,337,396 15,439,511 15,838,326 1,781,010 — 111,839 5,632,604 176,565 72,317,250
FY2029 33,352,212 15,446,491 15,845,262 1,782,236 — 111,916 5,636,481 176,652 72,351,250
FY2030 33,368,409 15,454,022 15,852,903 1,783,252 — 111,980 5,639,693 176,740 72,387,000
FY2031 33,385,308 15,461,774 15,860,591 1,784,453 — 112,055 5,643,493 176,827 72,424,500
FY2032 33,412,702 15,474,561 15,873,921 1,785,717 — 112,134 5,647,488 176,976 72,483,500
FY2033 33,422,117 15,479,009 15,877,877 1,787,166 — 112,225 5,652,071 177,035 72,507,500
FY2034 33,421,855 15,478,973 15,876,833 1,788,664 — 112,320 5,656,811 177,045 72,512,500
FY2035 23,880,065 11,046,816 10,960,058 1,790,076 — 112,408 5,661,276 127,801 53,578,500
FY2036 23,899,085 11,055,628 10,968,802 1,791,513 — 112,498 5,665,820 127,903 53,621,250
FY2037 23,921,693 11,066,221 10,979,331 1,793,321 — 112,612 5,671,539 128,032 53,672,750
FY2038 23,941,864 11,075,551 10,988,588 1,794,832 — 112,707 5,676,318 128,140 53,718,000
FY2039 23,966,205 11,086,791 10,999,737 1,796,641 — 112,820 5,682,036 128,269 53,772,500
FY2040 23,992,271 11,098,809 11,011,655 1,798,560 — 112,941 5,688,108 128,406 53,830,750
FY2041 24,016,643 11,110,399 11,023,199 1,800,654 — 113,072 5,694,728 128,556 53,887,250
FY2042 24,045,588 11,123,668 11,036,347 1,802,722 — 113,202 5,701,269 128,703 53,951,500
FY2043 10,153,130 3,794,875 3,634,245 1,774,830 — 111,451 5,613,058 176,178 17,582,250
Total $668,576,504 $308,630,088 $313,359,672 $39,302,164 $0 $2,467,987 $124,296,604 $3,497,981 $1,460,131,000
238 FY2021 Proposed Budget Appendix H - Operating Statistics Metrobus Revenue Vehicle Fleet Management Plan The Metrobus Revenue Vehicle Fleet Management Plan is a statement of the processes and practices by which Metro establishes its current and projected Metrobus revenue vehicle fleet and facilities requirements. It includes a description of revenue service planned to accommodate Metrobus ridership demand, service adjustments, as well as an assessment and projection of needs for Metrobus maintenance programs and facilities. Note that the Metrobus statistics provided below represent a continuation of FY2020 service levels in FY2021. The proposed Metrobus service changes discussed in this book have not been reflected in the tables presented in this Appendix.
Metrobus Statistics FY2018 FY2019 FY2020 FY2021 Actual Actual Budget Proposed
STATISTICS: Total Bus Miles (000s)1 48,661 48,326 48,885 48,046 Revenue (budget) Bus Miles (000s)1 37,675 36,958 37,009 38,426 Total Passengers (000s) 119,681 124,854 128,343 122,185 Bus Fleet Size (Year End) 1,583 1,583 1,583 1,583 Total Passenger Revenue ($000s) $138,075 $124,011 $137,936 $113,004 Total Operating Revenue (000s) $156,405 $136,077 $153,150 $125,067 Total Operating Expenses (000s) $658,181 $668,748 $669,511 $695,506 Gross Subsidy (000s) $501,776 $532,671 $516,361 $570,439
RATIOS: Cost Per Total Bus Mile $13.53 $13.84 $13.70 $14.48 Passengers Per Bus 70.26 78.87 70.75 77.19 Passengers Per Scheduled Bus Mi 2.95 3.38 3.03 3.18 Cost Per Passenger $5.92 $5.36 $5.98 $5.69 Subsidy Per Passenger $4.51 $4.27 $4.61 $4.67 Average Passenger Fare2 $1.24 $1.09 $1.23 $1.02 Percentage of Operating Cost 21.0% 18.5% 20.6% 16.3% Recovered from Passenger Revenues Percentage of Operating Cost Recovered 23.8% 20.4% 22.9% 18.0% from all Operating Revenues 1. Total Bus miles and Revenue Bus miles are scheduled and not actual 2. Average fare is lower than base fare due to the impact of the transfer discount, senior and student discounts, and passes
FY2021 Proposed Budget 239 Metrobus Appendix H - Operating Statistics
Active Fleet
Maximum Manufactured Scheduled Fleet Total Active Fleet Fiscal 2017 End of Year 1,281 1,583 Fiscal 2018 End of Year 1,284 1,583 Fiscal 2019 End of Year 1,289 1,583 Fiscal 2020 End of Year 1,278 1,583 Fiscal 2021 End of Year 1,278 1,583
Age of Fleet
Fiscal Year Entered Number of Manufacturer Service Buses Average Age HYBRID ELECTRIC 2006 50 14 CLEAN DIESEL 2006 116 14 NEW FLYER - CNG 2007 12 13 NABI 2008 22 12 NEW FLYER - HYBRID 2008 102 12 NEW FLYER - HYBRID 2009 98 11 NEW FLYER - HYBRID 2010 147 10 NEW FLYER - XCELSIOR 2011 100 9 NEW FLYER - XCELSIOR 2012 67 8 ORION VII - HYBRID 2012 25 8 ORION VII - CLEAN DIESEL 2012 27 8 NEW FLYER - XCELSIOR 2013 105 7 NABI - BRT 2014 105 6 NEW FLYER XCELSIOR HYBRID 2015 21 5 NEW FLYER XCELSIOR HYBRID 2015 56 5 NEW FLYER XCELSIOR CNG 2015 164 5 NEW FLYER XCELSIOR HYBRID 2016 54 4 NEW FLYER XCELSIOR CNG 2018 100 2 NEW FLYER XCELSIOR HYBRID 2018 12 2 NEW FLYER XCELSIOR CNG 2019 75 1 NEW FLYER XCELSIOR Diesel 2019 25 1 NEW FLYER XCELSIOR CNG 2020 75 — NEW FLYER XCELSIOR Diesel 2020 25 — Total 1,583 7.3
240 FY2021 Proposed Budget Appendix H - Operating Statistics Metrobus Bus Fleet Size by Garage
Fiscal 2021 Maximum Garage Scheduled Fleet 1 Total Fleet Space Ratio Bladensburg 216 269 24.5% Shepherd Parkway 172 223 29.7% Western 101 118 16.8% Southern Avenue 72 84 16.7% Four Mile Run 184 218 18.5% Landover 146 202 38.4% Montgomery 190 241 26.8% West Ox 57 66 15.8% Cinder Bed 69 80 15.9% Andrews Federal Center 71 82 15.5% System Total 1,278 1,583 23.9% 1. Maximum scheduled fleet includes 40 strategic buses, which are placed in multiple locations to provide relief in case of unforeseen events.
Comparison of Bus Miles
FY2018 FY2019 FY2020 FY2021 Actual Actual Budget Proposed
Total Scheduled 47,360,806 47,026,674 46,393,535 47,446,443
Bus Bridges 592,801 592,801 570,887 583,843 Special Service 98,800 98,800 95,148 97,307 Change-Offs 265,604 265,604 255,786 261,591 Yard Work 446,003 446,003 423,457 433,067 Missed Trips (103,413) (103,413) (99,590) (101,850) Total Unscheduled 1,299,795 1,299,795 1,245,687 1,273,959 Total Miles 48,660,601 48,326,469 47,639,222 48,720,402 Estimated miles of articulated bus included in above 1,628,570 1,628,570 1,628,570 1,628,570
FY2021 Proposed Budget 241 Metrobus Appendix H - Operating Statistics Bus Operator Payhours
FY2021 Bus Operator Wages Avg Hourly Budget Category Payhours Rate ($000s)
Scheduled (straight + OT)1 5,184,584 $27.78 $142,233
Non-Scheduled OT/Special Event 252,772 25.47 6,439 Standing Extra 48,355 25.47 1,232 Utility 63,976 25.47 1,630 Training 273,839 16.84 4,611 Miscellaneous 184,185 25.47 4,692 Guarantees 23,811 25.47 607 Funeral Leave 6,152 25.47 157 Jury Duty 442 25.47 11 Vacation 370,648 25.47 9,441 Sick 303,422 25.47 7,729 Holiday 239,400 25.47 6,098 Subtotal, Non-Scheduled 1,767,002 $42,645 Grand Total 6,951,586 $26.60 $184,878 1. Pay hours for strategic buses are included in the FY2021 Scheduled Pay Hours. Non-Scheduled OT includes funding for bus bridges, supporting rail shutdowns and elevator shuttles.
242 FY2021 Proposed Budget Appendix H - Operating Statistics Metrobus Regional and Non-Regional Metrobus Routes Metrobus routes are designated as either regional or non-regional. The cost of providing Metrobus service on regional routes is allocated between all of the Metro’s jurisdictions. Direct costs associated with non- regional routes are allocated to the jurisdiction receiving the benefit of the non-regional route. The Metro Board of Directors approves the designation of regional or non-regional Metrobus routes. The factors used in making the determination of regional and non-regional routes are: alignment of inter-jurisdictional routes routes operating on arterial streets routes that serve specific regional activity centers and route cost effectiveness Metrobus operating costs can be expressed in terms of cost per platform hour. Platform hours include both revenue and non-revenue (sometimes called “deadhead”) service, which measures the total time between a bus leaving its storage and maintenance facility and its return at the end of the day. For the FY2021 budget, the average cost per platform hour for all routes is $158.27. For the allocation of the FY2021 operating subsidy, the budgeted cost per platform hour for non-regional routes (which has certain overhead and administrative expenses removed) is $119.32.
Metro Regional and Non-Regional Route Summary Planned Platform Hours
FY2014 FY2015 FY2016 FY2017 FY2018 FY2019 FY2020 FY2021 Total Total Total Total Total Total Total Total Service Service Service Service Service Service Service Service
Regional Routes District of Columbia 1,691,338 1,755,539 1,783,989 1,756,066 1,768,469 1,759,288 1,810,279 1,817,888 Maryland 868,570 886,898 893,716 892,750 912,623 908,861 918,490 906,104 Virginia 800,416 823,206 830,318 837,830 827,814 806,153 811,319 796,850 Totals for Regional 3,360,324 3,465,643 3,508,023 3,486,645 3,508,905 3,474,302 3,540,089 3,520,843
Non-Regional Routes
District of Columbia 380,811 381,898 368,793 368,025 346,502 381,414 409,953 412,651 Maryland 379,565 379,118 387,432 387,121 388,031 357,137 356,771 355,476 Virginia 111,991 129,831 132,187 132,237 135,056 120,168 115,623 117,127 Totals for Non-Regional 872,367 890,847 888,413 887,383 869,590 858,720 882,346 885,254 Total Metrobus Routes 4,232,691 4,356,490 4,396,435 4,374,028 4,378,495 4,333,021 4,422,435 4,406,097
FY2021 Proposed Budget 243 Metrobus Appendix H - Operating Statistics DC Regional Routes - Platform Hours
Revenue Revenue Platform Platform Line Line Name Routes Miles Hours Miles Hours 11 Benning Rd-H St Limited X9 145,183 17,867 177,680 19,620 14 Benning Road-H Street X2 417,139 61,082 485,748 66,750 18 East Capitol Street-Cardozo 96,97 489,343 55,205 612,461 64,763 22 Glover Park-Franklin Square D1 22,634 3,983 46,502 6,631 32 Connecticut Avenue L1,2 248,544 36,173 296,678 40,419 35 Crosstown H2,3,4 398,835 49,996 467,236 55,335 37 MacArthur Blvd-Georgetown D5 27,033 2,916 46,365 4,351 42 Pennsylvania Avenue Limited 39 52,953 6,936 136,687 10,852 43 Fort Totten-Petworth 60,64 276,937 40,019 327,684 43,917 52 14th Street 52,54 648,398 93,148 794,874 107,819 55 Sibley Hospital - Stadium-Armory D6 401,331 48,840 516,865 58,844 59 Takoma-Petworth 62,63 214,680 28,305 284,818 33,855 62 Brookland-Potomac Park H1 24,066 4,202 48,301 6,310 75 Massachusetts Avenue N2,4,6 290,065 36,118 355,386 41,422 77 Military Road-Crosstown E4 304,379 35,777 324,607 37,561 79 Ivy City-Fort Totten E2 107,001 13,322 114,734 13,874 81 Mount Pleasant 42,43 301,574 52,903 428,560 64,525 86 North Capitol Street 80 430,846 60,128 490,312 64,701 89 P Street-LeDroit Park G2 135,361 22,969 184,962 27,798 93 Pennsylvania Avenue 32,34,36 562,064 69,454 716,250 83,200 95 Deanwood-Alabama Avenue W4 489,940 51,966 571,363 57,392 99 Wisconsin Avenue 31,33 340,522 53,877 393,923 59,146 100 Wisconsin Avenue Limited 37 37,535 5,074 114,767 11,316 101 Rhode Island Avenue G8 304,707 38,769 368,272 43,702 107 Georgia Avenue Limited 79 389,940 48,569 569,270 57,558 108 16th Street S2,4 640,690 77,340 889,242 91,301 109 16th Street-Potomac Park S1 60,410 8,940 175,281 16,714 111 M. L. King Jr. Avenue Limited A9 60,047 6,823 128,743 10,910 112 16th Street Limited S9 367,919 42,128 616,005 56,115 113 Friendship Heights-Southeast 30N,30S 463,874 51,799 631,716 61,969 118 Georgia Avenue-7th Street 70 562,836 80,054 791,021 90,289 119 Convention Center-Southwest 74 113,248 17,242 140,751 20,174 Waterfront 130 U Street-Garfield 90,92 596,124 107,920 772,341 121,850 132 Benning Heights-M St V1 44,871 5,501 82,474 7,973 133 Capitol Heights-Minnesota Ave V2,4 439,992 54,806 523,044 60,857 134 Deanwood-Minnesota Ave Sta U7 114,860 14,358 132,609 15,669 150 Bladensburg Road-Anacostia B2 467,208 56,254 512,985 59,579 151 Benning Road X1,3 47,982 6,360 109,998 11,297 581 Anacostia-Congress Heights A2,6,7,8 644,318 68,588 767,249 77,574 582 Anacostia-Fort Drum A4,W5 319,249 32,435 337,806 33,957 Subtotal, Regional DC 12,004,635 1,568,144 15,485,570 1,817,888
244 FY2021 Proposed Budget Appendix H - Operating Statistics Metrobus DC Non-Regional Routes - Platform Hours
Revenue Revenue Platform Platform Line Line Name Routes Miles Hours Miles Hours 15 Garfield-Anacostia Loop W6,8 225,734 25,906 261,394 28,544 25 Maryland Avenue X8 59,773 8,219 66,839 8,871 34 Brookland-Fort Lincoln H6 196,520 19,181 205,509 19,973 44 Benning Heights-Alabama Ave V7,8 164,049 23,061 198,995 26,059 45 Hospital Center D8 271,860 37,125 339,705 43,644 46 Fairfax Village M6 129,688 13,052 175,092 16,714 49 Fort Lincoln Shuttle B8,9 56,176 5,246 60,207 5,694 51 Glover Park-Dupont Circle D2 141,693 16,561 166,873 18,389 56 Ivy City-Franklin Square D4 124,151 18,271 148,945 20,244 71 Chevy Chase E6 56,498 5,790 56,962 5,928 78 Sheriff Road-River Terrace U4 110,662 10,570 125,616 12,090 82 Shipley Terrace-Fort Drum W1 103,238 10,752 119,856 12,203 84 Nebraska Avenue M4 103,827 9,867 109,330 10,322 91 Park Road-Brookland H8,9 227,433 29,868 255,071 32,446 135 Mayfair-Marshall Heights U5,6 221,881 25,333 248,527 27,722 158 United Medical Center-Anacostia W2,3 334,552 34,718 371,299 37,613 159 14th Street Limited 59 73,500 9,833 113,977 13,146 174 Rhode Island Ave Limited G9 63,009 8,793 80,471 10,320 504 Minnesota Ave-Anacostia A31,32,33 1,638 167 5,233 440 517 16th St-Tenleytown D31,32,33,34 10,625 1,043 33,193 3,003 539 Fort Dupont Shuttle S35 1,571 158 4,967 379 540 Rhode Island Ave-Carver Terrace S41 1,237 124 2,713 287 544 Anacostia-Eckington P6 337,899 47,693 434,993 52,983 549 Congress Heights-Georgetown D51 2,115 158 2,752 215 550 Mt. Pleasant-Tenleytown W45,47 2,377 215 7,675 601 583 Takoma-Fort Totten K2 29,184 3,715 44,163 4,821 Subtotal, Non-Regional DC 3,050,889 365,420 3,640,356 412,651
FY2021 Proposed Budget 245 Metrobus Appendix H - Operating Statistics Maryland Regional Routes - Platform Hours
Revenue Revenue Platform Platform Line Line Name Routes Miles Hours Miles Hours 9 Annapolis Road T18 287,455 25,666 318,597 28,836 13 Greenbelt-Twinbrook C2,4 920,866 83,84 1,150,921 96,087 16 Bethesda-Silver Spring J1,2 552,788 51,16 713,310 59,645 17 National Harbor-Alexandria NH2 303,211 21,171 370,213 24,360 28 Chillum Road F1,2 216,195 17,671 285,178 20,550 29 Clinton C11,13 43,566 2,774 48,134 3,401 41 Eastover-Addison Road P12 475,425 41,859 595,418 47,366 47 Forestville K12 200,474 16,441 227,950 19,360 53 Georgia Avenue-Maryland Y2,7,8 691,233 63,231 856,247 70,246 63 Hillcrest Heights C12,14 96,688 9,106 110,696 10,522 73 Marlow Heights-Temple Hills H11,12,13 145,452 13,574 172,966 15,642 74 College Park 83,83X,86 538,869 45,748 712,236 54,437 83 New Hampshire Avenue-MD Limited K9 96,183 9,818 166,021 13,366 85 New Hampshire Avenue-Maryland K6 383,533 39,173 524,591 45,387 88 Oxon Hill-Fort Washington P18,19 224,030 15,710 320,728 20,861 90 Martin Luther King Jr. Highway A12 426,049 31,791 484,319 35,381 97 New Carrollton-Silver Spring F4 468,317 45,609 550,210 52,159 98 New Carrollton-Fort Totten F6 202,071 16,010 236,364 19,008 103 College Park-White Flint C8 367,167 26,609 391,293 28,268 123 Veirs Mill Road Q1,2,4,5,6 661,006 59,933 774,807 66,290 147 Fairland Z8 362,063 30,735 468,301 35,470 542 Rhode Island Avenue-New Carrollton T14 187,487 15,886 210,876 17,655 580 Bock Road W14 106,225 8,309 159,052 11,175 584 Oxon Hill-Suitland D12,13,14 614,877 46,613 676,688 53,066 629 College Park-Bethesda Limited J4 94,251 9,149 162,615 12,153 790 District Heights-Suitland V12 193,945 16,265 246,765 19,148 800 Riggs Road R1,2 276,240 22,820 345,181 26,264 Subtotal, Regional MD 9,135,667 786,704 11,279,678 906,104
246 FY2021 Proposed Budget Appendix H - Operating Statistics Metrobus Maryland Non Regional Routes - Platform Hours
Revenue Revenue Platform Platform Line Line Name Routes Miles Hours Miles Hours
6 I-270 Exp J7,9 — — — — 7 National Harbor-Southern Ave NH1 207,870 15,185 253,909 18,279 10 Ardwick Industrial Park Shuttle F12 83,798 6,214 94,870 6,800 19 Bowie-Belair B24 157,386 9,842 177,635 11,308 20 Bowie State University B21,22 174,287 6,817 200,088 7,789 26 Pointer Ridge C28 122,641 5,235 148,021 6,268 30 Colesville-Ashton Z2 144,837 9,040 180,755 10,655 33 Connecticut Avenue-Maryland L8 229,884 18,445 263,079 20,446 36 Kenilworth Avenue R12 195,958 14,835 245,630 16,988 38 District Heights-Seat Pleasant V14 214,947 15,216 285,592 18,776 65 Bowie-New Carrollton B27 58,429 3,196 62,529 3,588 72 Marlboro Pike J12 141,608 10,756 160,529 11,741 96 Langley Park - Cheverly F8 184,989 15,098 256,156 18,091 102 River Road T2 263,340 16,533 273,643 17,286 104 Laurel-Old Columbia Pike Express Z7 78,861 5,059 166,652 7,809 105 Sheriff Road-Capitol Heights F14 238,628 18,831 264,405 20,153 146 Calverton-Westfarm Z6 277,073 22,974 374,950 27,369 149 Cheverly-Washington Business Park F13 117,361 8,688 128,378 9,298 152 Central Avenue C21,22,26,29 396,489 24,735 483,585 28,737 525 Laurel 89,89M 144,292 9,140 192,583 10,794 526 Laurel Express 87 135,229 7,220 188,043 8,995 527 Greenbelt-New Carrollton G12,14 428,547 33,378 485,177 37,022 531 Burtonsville-Greencastle Express Z11 123,109 8,979 219,273 13,065 634 Crofton-New Carrollton B29 64,346 2,560 80,054 3,104 647 Greenbelt-BWI Airport Express B30 192,765 7,649 216,585 8,483 802 Queens Chapel Road R4 108,584 11,309 127,671 12,630 Subtotal, Non- Regional MD 4,485,262 306,934 5,529,791 355,476
FY2021 Proposed Budget 247 Metrobus Appendix H - Operating Statistics Virginia Regional Routes - Platform Hours
Revenue Revenue Platform Platform Line Line Name Routes Miles Hours Miles Hours 2 Alexandria-Pentagon 10A,E,N 235,58 31,030 503,921 35,072 3 Landmark-Ballston 25B 240,539 25,661 292,986 28,513 4 Alexandria-Fairfax 29K,N 387,209 30,146 387,209 32,545 5 Leesburg Pike 28A 611,620 57,025 716,219 65,436 8 Annandale 29C,G 144,920 8,756 233,259 13,406 12 Ballston-Farragut Square 38B 225,100 34,534 420,765 43,699 27 Chain Bridge Road 15K 41,714 3,179 79,740 4,271 54 McLean-Crystal City 23A,B,T 518,962 49,360 609,580 54,219 58 Braeburn Dr-Pentagon Express 29W 84,838 3,238 84,838 4,505 69 Annandale Rd 3A 111,939 10,270 166,120 12,382 70 Lincolnia-North Fairlington 7A,F,Y 344,948 29,348 506,207 37,680 76 Lincolnia-Pentagon 7W 40,416 3,445 71,975 4,859 94 Pershing Drive-Arlington Boulevard 4A,B 203,998 23,139 261,957 26,837 106 Foxchase-Seminary Valley 8S,W,Z 140,145 9,321 166,700 10,921 110 Skyline City 28F,G 72,943 5,138 86,745 5,895 121 Pimmit Hills 3T 140,144 10,630 197,770 12,819 126 Washington Blvd-Dunn Loring 2A 282,410 25,571 430,895 35,491 128 Fair Oaks-Jermantown Rd 2B 189,495 15,484 223,774 16,735 129 DC-Dulles 5A 573,405 20,629 605,026 23,229 131 Richmond Highway Express REX (R99) 502,388 36,621 502,388 39,963 137 Wilson Blvd-Vienna 1A,B 462,604 42,137 615,421 48,529 138 Lee Highway-Farragut Square 3Y 31,084 3,696 77,595 7,839 139 Fair Oaks-Fairfax Blvd 1C 257,127 20,609 302,559 22,357 142 Columbia Pike 16A,C,E 515,684 53,182 632,787 60,636 143 Columbia Heights West-Pentagon City 16G,H 308,605 36,187 377,722 40,408 156 Hunting Point-Ballston 10B 295,827 31,713 344,423 34,765 157 Mount Vernon Express 11Y 59,318 3,688 73,348 6,908 176 Park Center-Pentagon 7C,P 42,302 3,022 48,929 3,485 512 Barcroft-South Fairlington 22A,C,F 295,227 25,606 355,082 28,866 521 Annandale-Skyline City-Pentagon 16L 44,013 2,941 97,318 5,325 522 Columbia Pike-Farragut Square 16Y 92,584 10,492 190,148 16,758 692 Annandale-East Falls Church 26A 131,035 10,249 187,178 12,496 Subtotal, Regional VA 7,628,132 676,043 9,850,585 796,850
248 FY2021 Proposed Budget Appendix H - Operating Statistics Metrobus Virginia Non-Regional Routes - Platform Hours
Revenue Revenue Platform Platform Line Line Name Routes Miles Hours Miles Hours 61 Kings Park Express 17G,H,K,L 307,192 13,608 396,122 24,978 66 Kings Park 17B,M 65,209 3,298 94,711 6,232 68 Landmark-Bren Mar Pk-Pentagon 21A,D 93,338 5,875 153,533 8,813 80 Mark Center-Pentagon 7M 156,300 7,756 178,983 9,567 87 Orange Hunt 18G,H,J 142,517 6,666 218,194 10,812 148 Metroway - Potomac Yard MW1 285,817 31,724 300,721 33,033 541 Burke Centre 18P 134,620 5,918 233,071 11,241 640 Springfield Circulator TAGS (S80,91) 61,601 11,311 85,129 12,451 Subtotal, Non-Regional VA 1,246,594 86,154 1,660,463 117,127
FY2021 Proposed Budget 249 Metrorail Appendix H – Operating Statistics
Metrorail Revenue Vehicle Fleet Management Plan The Metrorail Revenue Vehicle Fleet Management Plan is a statement of the processes and practices by which Metro establishes its current and projected Metrorail revenue vehicle fleet size requirements and operating spare ratio. It documents how service goals are applied to existing and forecast levels of ridership to establish fleet requirements for Metrorail service, as well as how these requirements are affected by vehicle maintenance needs, expansions of the Metrorail system, and other factors affecting the operation of the system. Additionally, it documents the key challenges. Metro faces in meeting its service and maintenance goals. Note that the Metrorail statistics provided below reflect the proposed service changes discussed in this book.
Metrorail Statistics
FY2018 FY2019 FY2020 FY2021 Actual Actual Budget Proposed
STATISTICS: Total Railcar Miles (000s)1 88,380 90,015 101,355 103,521 Total Revenue Service Miles (000s)1 86,780 88,415 99,755 101,921 Total Passengers (000s) 175,817 175,255 170,157 177,338 Total Passenger Revenue (000s) $541,318 $533,518 $528,279 $539,231 Total Operating Revenue (000s) $620,678 $639,777 $651,288 $673,117 Total Operating Expense (000s) $994,661 $1,034,450 $1,092,507 $1,116,661 Gross Subsidy (000s) $373,983 $394,673 $441,220 $443,543
RATIOS: Passengers Per Revenue Service Mile 2.03 1.98 1.71 1.74 Cost Per Total Railcar Mile $11.25 $11.49 $10.78 $10.79 Cost Per Passenger $5.66 $5.90 $6.42 $6.30 Net Subsidy Per Passenger $2.13 $2.25 $2.59 $2.50 Average Passenger Fare $3.08 $3.04 $3.10 $3.04 Percentage of Operating Cost Recovered from Passenger Revenues 54.4% 51.6% 48.4% 48.3% Percentage of Operating Cost Recovered from all Operating Revenues 62.4% 61.8% 59.6% 60.3% 1. Total Railcar Miles and Revenue Service Miles are scheduled and not actual.
250 FY2021 Proposed Budget Appendix H – Operating Statistics Metrorail
Railcar Miles
FY2018 Total FY2019 Total FY2020 Total FY2021 Total Service¹ Service¹ Service¹ Service²
Red Line 24,343,000 24,509,200 28,955,200 28,819,794 Blue Line 15,158,000 15,153,900 14,626,400 14,834,625 Orange Line 13,192,900 13,265,300 13,674,900 14,094,193 Yellow Line 5,712,400 6,033,600 11,396,700 12,468,398 Green Line 11,429,300 12,176,600 13,098,400 13,375,581 Silver Line 14,387,600 14,719,400 15,307,300 15,632,980 Scheduled Revenue Service Miles 84,223,200 85,858,000 97,058,900 99,225,571 Capital One Arena 1,711,283 1,711,283 1,711,283 1,711,283 Gap Trains 360,000 360,000 450,000 450,000 National Baseball 486,000 486,000 534,600 534,600
Sub-Total Revenue Service Miles 86,780,483 88,415,283 99,754,783 101,921,454 Start-Up/Car Testing 200,000 200,000 200,000 200,000 Revenue Collection 700,000 700,000 700,000 700,000 Other 700,000 700,000 700,000 700,000 Total Car Miles 88,380,483 90,015,283 101,354,783 103,521,454
1. Service Plan for FY2018, 2019 and 2020 is based on the following hours of service: Monday - Thursday from 5:00 a.m. - 11:30p.m.; Friday from 5:00 a.m. - 1:00 a.m.; Saturday from 7:00 a.m. - 1:00 a.m.; and Sunday from 8:00 a.m. - 11:00 p.m. 2. Service Plan for FY2021 is based on the following hours of service: Monday- Thursday from 5:00 a.m. - 12:00 a.m., Friday from 5:00 a.m. - 2:00 a.m.; Saturday from 7:00 a.m - 2:00 a.m.; and Sunday from 8:00 a.m. - 11:00 p.m.
Rail Peak Period Service Levels
FY2018 Total Service FY2019 Total Service FY2020 Total Service FY2021 Total Service
Red Line Glenmont/Shady Grove Glenmont/Shady Grove Glenmont/Shady Grove Glenmont/Shady Grove Silver Spring/Grosvenor Silver Spring/Grosvenor Blue Line Largo/Franconia-Springfield Largo/Franconia-Springfield Largo/Franconia-Springfield Largo/Franconia-Springfield Orange Line New Carrollton/Vienna New Carrollton/Vienna New Carrollton/Vienna New Carrollton/Vienna Yellow Line Huntington/Mt.Vernon Sq. Huntington/Mt.Vernon Sq. Huntington/Greenbelt Huntington/Greenbelt
Green Line Greenbelt/Branch Ave. Greenbelt/Branch Ave. Greenbelt/Branch Ave. Greenbelt/Branch Ave.
Silver Line Weihle-Reston East/Largo Weihle-Reston East/Largo Weihle-Reston East/Largo Weihle-Reston East/Largo RUSH HOURS TRAINS Red Line 34 34 38 38 Blue Line 19 19 19 19 Orange Line 20 20 20 20 Yellow Line 9 9 15 15 Green Line 17 17 17 17 Silver Line 20 20 20 20 Gap 6 6 6 6 Total 125 125 135 135
FY2021 Proposed Budget 251 Metrorail Appendix H – Operating Statistics Payhours for Rail Operators
FY2021 Train Operator Wages Category Payhours Average Budget Hourly (000s) Scheduled F/T 1,165,878 $33.16 $38,024,937 Car Testing/Start Up 24,960 $33.16 $827,674 Interlocking Pay Hours 71,478 $38.44 $2,747,614 Subtotal 1,262,316 $41,600,225 NonScheduled Overtime/Special Event 203,065 $49.74 $10,100,447 Standing Extra 11,022 $33.16 $365,499 Utility 26,881 $33.16 $891,364 Training/Retraining 18,234 $33.16 $604,648 Miscellaneous 27,213 $33.16 $902,373 Funeral/Other 1,158 $33.16 $38,385 Vacation 43,905 $33.16 $1,455,875 Sick 35,581 $33.16 $1,179,871 Holiday 25,809 $33.16 $855,811 Subtotal 392,8670 $16,394,273 Total 1,636,016 $57,994,498
Payhours for Station Managers
FY2021 Station Manager Wages Average Category Payhour Hourly Rate Budget s Scheduled F/T 973,310 $34.72 $33,793,323 Subtotal 973,310 $33,793,323 NonScheduled Overtime/Special Event 111,153 $52.08 $5,788,838 Standing Extra 10,101 $34.72 $350,695 Utility 30,603 $34.72 $1,062,533 Training/Retraining 17,932 $34.72 $622,614 Miscellaneous 15,834 $34.72 $549,757 Funeral/Other 1,094 $34.72 $37,989 Vacation 42,672 $34.72 $1,481,582 Sick 33,777 $34.72 $1,172,742 Holiday 24,638 $34.72 $855,449 Subtotal 287,805 $11,922,198 Total 1,261,115 $45,715,521 Grand Total - Rail Operators & Station Managers $103,710,020
252 FY2021 Proposed Budget Appendix H – Operating Statistics Metrorail
Rail Scheduled Headways FY2018 FY2019 FY2020 FY2021 Total Total Total Total Service Service Service Service
RUSH HOUR HEADWAYS (MINUTES BETWEEN TRAINS) BY LINE Red Line Glenmont-Shady Grove 8 8 4 4 Silver Spring-Grosvenor 8 8 ------Orange Line1 Vienna - New Carrollton 8 8 8 8 Blue Line Largo/Franconia-Springfield 8 8 8 8 Yellow Line Huntington - Greenbelt ------8 8 Huntington - Mt. Vernon Square 8 8 ------Greenbelt - Franconia Springfield ------Green Line1 Greenbelt/Branch Ave. 8 8 8 8 Silver Line Weihle-Reston East/Largo 8 8 8 8 NON-RUSH HOUR HEADWAYS BY LINE (MIDDAY-WEEKDAY/SAT/SUN/LATE NIGHT) Red Line Glenmont/Shady Grove 12/12/15/15 12/12/15/15 6/6/7.5/15 6/6/6/15 Silver Spring/Shady Grove 12/12/15/15 12/12/15/15 ------Orange Line New Carrollton/Vienna 12/12/15/20 12/12/15/20 12/12/15/20 12/12/12/20 Blue Line Largo/Franconia-Springfield 12/12/15/20 12/12/15/20 12/12/15/20 12/12/12/20 Yellow Line Huntington-Fort Totten 12/12/15/20 12/12/15/20 ------Green Line Greenbelt/Branch Ave. 12/12/15/20 12/12/15/20 12/12/15/20 12/12/12/20 Silver Line Weihle-Reston East/Largo 12/12/15/20 12/12/15/20 12/12/15/20 12/12/12/20 AVERAGE COMBINED HEADWAYS FOR KEY SEGMENTS FOR FY2021 Mid-day Rush Hour (Weekday Only) Saturday Sunday Red Silver Spring to Grosvenor 4 6 6 6 Orange/Blue/Silver Rosslyn to Stadium Armory 2-4 4 4 4 Yellow/Green L'Enfant Plaza to Greenbelt 4 6 6 6 Yellow/Blue King Street to Pentagon 4 6 6 6 1. During times of observed peaking in ridership, additional trains ("trippers") are operated to reduce crowding.
FY2021 Proposed Budget 253 Metrorail Appendix H – Operating Statistics Rail Service Levels
FY2018 FY2019 FY2020 FY2021 Total Total Total Total Service Service Service Service
PEAK SCHEDULED RAILCARS Red Line 240 240 252 264 Blue Line 138 138 128 128 Orange Line 144 144 144 144 Yellow Line 54 58 72 120 Green Line 122 128 136 136 Silver Line 120 124 130 130 Gap 36 36 52 32 Total Scheduled Railcars 854 868 914 954 Spares1 130 132 138 144 Revenue Collection 4 4 4 4 Total Car Requirement 988 1,004 1,056 1,102
HOURS OF OPERATION Weekday (Mon-Thur) 18.5 18.5 18.5 19.0 Friday 20.0 20.0 20.0 21.0 Saturday 18.0 18.0 18.0 19.0 Sunday 15.0 15.0 15.0 15.0
DAYS OF OPERATION Weekday 250 250 252 251 Saturday 58 57 57 57 Sunday 57 58 57 57
1. Spares represent 15% of scheduled railcars
254 FY2021 Proposed Budget Appendix H – Operating Statistics Metrorail
Rail Service Levels
FY2018 FY2019 FY2020 FY2021 Total Total Total Total Service Service Service Service
CARS PER TRAIN RUSH HOUR (based on December pick for each FY) Red Line 16-6's/18-8's 16-6's/18-8's 20-6's/18-8's 20-6's/18-8's Blue Line 8-6's/11-8's 12-6's/7-8's 12-6's/7-8's 12-6's/7-8's Orange Line 8-6's/12-8's 8-6's/12-8's 8-6's/12-8's 8-6's/12-8's Yellow Line 7-6's/2-8's 9-8's 15-8's 15-8's Green Line 3-6's/14-8's 17-8's 17-8's 17-8's Silver Line 18-6's/2-8's 15-6's/5-8's 15-6's/5-8's 15-6's/5-8's Gap 6-6's 6-6's 6-6's/2-8's 6-6's/2-8's
CARS PER TRAIN WEEKDAY BASE/NIGHT (AFTER 8 P.M.) Red Line 6.75/6 6.75/6 7/6.50 7/6.50 Blue Line 6.75/6 6.75/6 6.75/6.25 6.75/6.25 Orange Line 6.75/6 6.75/6 6.75/6.25 6.75/6.25 Yellow Line 6/6 6.25/6 8/8 8/8 Green Line 6.75/6 6.75/6 8/8 8/8 Silver Line 6/6 6/6 6.25/6.25 6.25/6.25
Railcar Fleet Storage Capacity1 Existing Current Net Storage Fleet Storage Location Capacity Need Capacity Alexandria 188 200 -12 Branch Ave 174 88 86 Brentwood 112 48 64 Glenmont 140 136 4 Greenbelt 264 248 16 Largo 40 40 0 New Carrollton 162 130 32 Shady Grove 166 202 -36 West Falls Church 200 200 0 Total 1,446 1,292 154
1. A new railyard/inspection shop is under construction at Dulles as part of the Silver Line extension to Dulles Airport and Loudoun County. The facility will have the capacity to store 168 railcars.
FY2021 Proposed Budget 255 Metrorail Appendix H – Operating Statistics Railcar Fleet Profile
Years Originally Currently Number for Manufacturer Series Purchase Purchased Owned Service 1 Rohr Industries 1,000 1974-1978d 300 6 0 Breda Construzioni Ferroviarie 2,000 1983-1984 76 76 74 Breda Construzioni Ferroviarie 3,000 1984-1988 288 284 274 Breda Construzioni Ferroviarie 4,000 1992-1994 100 2 0 Construcciones y Auxiliar de Ferrocarriles, S.A. (CAF) 5,000 2001-2004 192 4 0 Alstom 6,000 2006-2008 184 184 176 Kawasaki 7,000 2014-Present 748 704 704 Total 1,888 1,260 1,228 1. There are eight (8) vehicles dedicated for revenue collection. All 1000-series and 4000-series vehicles have been decommissioned.
256 FY2021 Proposed Budget Appendix H – Operating Statistics MetroAccess
MetroAccess Revenue Vehicle Fleet Management Plan The MetroAccess Revenue Vehicle Fleet Management Plan is a tool that provides information, analysis, and recommendations about the anticipated growth in paratransit ridership, and the current and projected revenue vehicle requirements for MetroAccess to meet the demand as well as an assessment and projection of needs for paratransit vehicle maintenance.
MetroAccess Statistics
FY2018 FY2019 FY2020 FY2021 Actual Actual Budget Budget
STATISTICS: MetroAccess - Dedicated Fleet 725 750 775 775 Total Van Miles (000s) 29,086 29,533 29,000 30,517 Revenue Miles/Van (000s) 40.1 39.4 37.4 39.4 Total Passengers 2,330,764 2,348,042 2,350,000 2,341,108 Passengers per Van 3,215 3,131 3,032 3,021 Total Passenger Revenue (000s) $9,700 $8,781 $9,940 $8,668 Total Revenue (000s) $9,874 $8,781 $9,940 $8,668 Total Operating Expense (000s) $137,855 $168,265 $176,644 $192,204 Net Subsidy (000s) $127,981 $159,484 $166,704 $183,536
RATIOS: Cost Per Passenger $59.15 $71.66 $75.17 $82.10 Subsidy Per Passenger1 $54.91 $67.92 $70.94 $78.40 Percentage of Operating Cost Recovered from all Operating Revenues 7.2% 5.2% 5.6% 4.5%
1. MetroAccess policy provides two complimentary one-way trip credits, with a value of $3 each, in each instance where the scheduled pick-up window is not met. Eligibility assessment trips are complimentary and Personal Care Attendants (PCAs) ride free in accordance with the ADA, so the calculation will apply to all ridership.
FY2021 Proposed Budget 257 MetroAccess Appendix H – Operating Statistics
MetroAccess Statistics - Fleet
FY2018 FY2019 FY2020 FY2021 Actual Actual Budget Budget
Total # of Vans in Fleet 725 750 775 775 Total # of Low Floor Vans in Fleet 0 0 0 0 Total # of Shuttles in Fleet 0 0 0 0 Total Fleet 725 750 775 775 Spare Ratio 15.0% 15.0% 15.0% 15.0%
MetroAccess Statistics – Vehicles Number Vehicle Types Manufacturer Fiscal Year Entered Service of Vans
TBD 2021 100 Vans TBD 2020 175 Sedans FORD 2019 250 High Roof Vans FORD 2018 227 High Roof Vans FORD 2017 23 High Roof Vans
258 FY2021 Proposed Budget Appendix I - Performance Data
FY2021 Proposed Budget 259 Performance Data Appendix I - Performance Data
260 FY2021 Proposed Budget Appendix I - Performance Data Performance Data
FY2021 Proposed Budget 261 Performance Data Appendix I - Performance Data
262 FY2021 Proposed Budget Appendix I - Performance Data Performance Data
FY2021 Proposed Budget 263 Performance Data Appendix I - Performance Data
264 FY2021 Proposed Budget Appendix I - Performance Data Performance Data
FY2021 Proposed Budget 265 Performance Data Appendix I - Performance Data
266 FY2021 Proposed Budget Appendix I - Performance Data Performance Data
FY2021 Proposed Budget 267 Performance Data Appendix I - Performance Data
268 FY2021 Proposed Budget Appendix I - Performance Data Performance Data
FY2021 Proposed Budget 269 Performance Data Appendix I - Performance Data
270 FY2021 Proposed Budget Appendix I - Performance Data Performance Data
FY2021 Proposed Budget 271 Performance Data Appendix I - Performance Data
272 FY2021 Proposed Budget Appendix I - Performance Data Performance Data
FY2021 Proposed Budget 273 Performance Data Appendix I - Performance Data
274 FY2021 Proposed Budget Appendix I - Performance Data Performance Data
FY2021 Proposed Budget 275 Performance Data Appendix I - Performance Data
276 FY2021 Proposed Budget Appendix I - Performance Data Performance Data
FY2021 Proposed Budget 277 Performance Data Appendix I - Performance Data
278 FY2021 Proposed Budget Appendix I - Performance Data Performance Data
FY2021 Proposed Budget 279 Performance Data Appendix I - Performance Data
THIS PAGE INTENTIONALLY LEFT BLANK
280 FY2021 Proposed Budget Appendix J - Glossary of Terms
Accounting Basis The accounting principles and methods appropriate for a government enterprise fund. Financial statements are prepared on the accrual basis of accounting under which revenues and expenses are recognized when earned or incurred.
Accrual Basis Basis of Accounting where revenues are recognized when they are measurable and earned. Expenses are recorded when incurred.
Approved Budget The revenue and expenditure plan approved by the WMATA Board of Directors for a specific one year period starting on July 1.
Assets Property owned by Metro which has monetary value with a future benefit.
Balanced Budget Refers to a budget where estimated revenues are equal to or greater than estimated expenses.
Board of Directors The Board of Directors is a 16-member body composed of eight voting and eight alternate members responsible for corporate governance of WMATA.
Bond A written promise to pay a specified sum of money (face value) at a specified future date and the proposed means of financing them.
Bond Proceeds Refers to additional local capital funds raised, when necessary, by issuance of revenue bonds in the municipal markets.
Budget Refers to a financial operation embodying an estimate of revenues and expenditures for a fiscal period of 12 months or longer. This can be an operating or capital budget.
Budget Calendar Refers to a schedule of key dates for specific milestones in the preparation and approval of a budget.
Budget Document Refers to the official written statement and the supporting numbers prepared by the Financial staff for presentation for approval by the Board.
Budget Message Refers to the general discussion of the budget document presented in writing as an overview, usually by the head of the organization
Bus Shelter A shelter for riders to wait for the bus, a canopy area with or without bench seating. In addition, the shelter includes a display case with bus information for Metrobus riders and is equipped with a trash receptacle.
Bus Stop Refers to a stop indicated by a sign for riders to wait for the bus.
Capital Assets Assets of a material value and having a useful life of more than one year. Also called fixed assets.
FY2021 Proposed Budget 281 Terms Appendix J – Glossary of Terms
Capital Budget The portion of the budget that provides for the funding of improvements, projects and major equipment purchases.
Capital Improvement The six-year plan of capital projects to be completed by Metro. Program
Cash Basis Basis of Accounting whereby revenue and expense are recorded on the books of account when received and paid, respectively, without regard to the period to which they are incurred.
Compact Refers to interstate compact creating WMATA; this is a special type of contract or agreement between the three jurisdictions within which the organization operates.
Contingency Funds Operating and capital funds reserved for unexpected expenditures during the fiscal year which were not addressed in the annual budget.
Cost Allocation Refers to a process by which indirect or common costs are distributed to multiple cost objects (a job, task, or business unit) based on a prescribed basis or methodology. For example, overhead costs such as IT support are allocated to the transportation modes on a percentage basis.
DC Circulator Refers to a bus route funded by the DC Government with support from Metro to take persons to Washington, DC's premier cultural, shopping, dining, and business destinations.
Development and An initial investment into the planning, development and evaluation of Evaluation potential or proposed capital projects to determine whether a project is viable and should be pursued.
Deadhead Refers to non-revenue time when a bus or train is not carrying revenue passengers, usually a trip from, to, or between lines, yards or garages. Usually this refers to bus or rail travel to or from the garage or yard to a terminus or station where revenue service begins or ends.
Deficit Refers to an excess of Liabilities over Assets or Expenses over Revenue.
Department A major organizational unit that has overall responsibility for an operation or a group of operations within a functional area.
Diesel Fuel Fuel composed of petroleum distillates that have a boiling point and specific gravity higher than gasoline.
Division Refers to a garage and yard facility where buses are stored, maintained, and dispatched into service.
Fairfax Connector The bus system that runs seven days a week with service throughout Fairfax County, Virginia and to Metrorail stations on the Orange, Blue and Yellow lines, including the Pentagon.
Fare box recovery ratio Refers to the ratio of passenger fares (including inter-agency agreements related to fares) to total operating costs.
282 FY2021 Proposed Budget Appendix J – Glossary of Terms Terms
Farecard Refers to a paper pass used to ride Metrorail or Metrobus. Paper farecards are no longer accepted, by bus or at rail faregates (as of March 2016).
Four-point Securement Refers to an onboard securement system for wheelchairs, three- System wheel and four-wheel scooters. The system incorporates four seatbelt type straps that attach to the frame of a mobility device as a way to keep it from moving or rolling while on the bus.
Head Sign Refers to the sign above the front windshield of a bus describing the line number or letter, its line name, and destination.
Headway Refers to time intervals between vehicles moving in the same direction (Frequency) on a particular route. Headway can change on a line during the day as rider demand changes.
Kiss and Ride Refers to an area within a station where commuters are driven by private car and dropped off to board Metrobus or Metrorail.
Kneeling Bus Refers to a feature on buses that lowers the floor to the curb or to near- (Also see Passenger Lift) curb level to make it easier for passengers to board, especially for seniors and persons with disabilities.
Layover Time Refers to time built into a schedule between arrival and departure for bus (Also known as Spot Time) drivers to rest; minimum times are set by union contract. Layovers normally occur at each end of a route to allow for a driver's break and schedule recovery, but they may be scheduled at other points to allow for timed transfer connections.
Liability A debt or legal obligation arising from transactions in the past which must be liquidated, renewed or refunded at a future date.
Linked Passenger Trip A trip from origin to destination on the transit system. Even if a passenger makes several transfers during a one-way journey, the trip is counted as one linked trip.
Metrobus The operating unit of Metro that provides regional and non-regional bus services.
Metrorail The operating unit of Metro that provides heavy rail service (subway, aerial and surface) and 91 passenger stations.
Modified Accrual Basis An accounting method that combines accrual-basis accounting with cash- basis accounting. Modified accrual accounting recognizes revenues when they become available and measurable and, with a few exceptions, recognizes expenditures when liabilities are incurred.
NextBus Refers to the application that uses satellite technology for Metrobus locations to track the arrival times for bus operators and customers. Office An organizational until that falls under the structure of a department.
Paratransit Refers to scheduled service for people who cannot use regular fixed- route bus service. MetroAccess uses vans and sedans to provide
FY2021 Proposed Budget 283 Terms Appendix J – Glossary of Terms
this service in the Washington Metropolitan area.
Park and Ride Refers to the parking facility available for riders at Metrorail stations.
Passenger Lift A mechanical device, either a lift or ramp, that allows wheelchair or (Also see Kneeling Bus) scooter users, as well as other mobility-impaired passengers, to board a bus without climbing the steps.
Peak Service Refers to weekday a.m. and p.m. service during commute hours that carries a maximum number of passengers. For Metrorail, peak hours are defined as the time between opening and 9:30 AM in the morning, and between 3 PM and 7 PM at night.
Personnel Expenses Refers to expenditure in the operating budget for salaries and wages paid for services performed by Metro employees as well as fringe benefits costs associated with their employment.
Platform Hours The total scheduled time a bus spends from pull-out to pull-in at the division. Platform hours are used as a benchmark to calculate the efficiency of service by comparing "pay to platform" hours.
Programmed Reader A machine that is attached to the fare gate/fare box where magnetic fare media can be read on Metrorail and Metrobus.
Revenue An increase in fund assets from operational activity such as passenger fares, parking and advertising.
Revenue Bonds A bond on which debt service is payable solely from a restricted revenue source.
Revenue Hours Refers to all scheduled time bus/rail spends serving passengers, (Also known as Revenue which can also be defined as platform hours minus deadhead and Service) layover time.
Revenue Passengers Refers to passengers who enter the system through the payment of a fare.
Revenue trip Refers to any linked or unlinked trip that generates revenue by cash (Also see Linked/Unlinked payment, use of a pass, and/or any other means of payment. Trip)
Ride-On Refers to Montgomery County regional bus transit system in
Maryland.Round Trip Refers to one inbound, plus one outbound trip (unless a loop route), (Also known as a Cycle) equals one round trip or cycle.
Slinky bus Refers to a nickname used by passengers for an articulated bus.
SmartStudent Pass A monthly pass for unlimited travel on Metrobus and Metrorail for students under 19 years of age who live and attend school in the District of Columbia.
SmartTrip® Refers to a technology built and designed by Cubic Transportation
284 FY2021 Proposed Budget Appendix J – Glossary of Terms Terms
Systems, Inc., a subsidiary of San Diego-based Cubic Corporation to add and deduct value from an electronically encoded card when a rider passes the card near a programmed reader on Metrobus and at fare gates on Metrorail.
Strategic Buses Refers to spare buses available for service in the event that a bus in route is taken out of service.
Subsidy Refers to funding received from jurisdictional funding partners in the Washington Metropolitan area consisting of Washington, DC, suburban Maryland (Montgomery County and Prince George’s County) and Northern Virginia counties of Arlington and Fairfax and the Cities of Alexandria, Fairfax and Falls Church.
TheBus Prince George’s County, Maryland local bus service.
Transit Advertising Refers to ads posted on the exterior and interior of buses and rail cars.
Tripper A short piece of work (usually on a bus, but sometimes on a train) not long enough to qualify as complete run or full day’s work. May involve vehicles from one line or route being re-routed to serve another.
Trunk Line A route operating along a major corridor that carries a large number of passengers and operates at headway frequencies of 15 minutes or less.
Unlinked Passenger Trip Unlinked passenger trips count each boarding as a separate trip.
FY2021 Proposed Budget 285 Terms Appendix J – Glossary of Terms
THIS PAGE INTENTIONALLY LEFT BLANK
286 FY2021 Proposed Budget Appendix K - Glossary of Acronyms and Abbreviations
A AAC Accessibility Advisory Committee AC Alternating Current ADA Americans with Disabilities Act AFC Automatic fare collection AP Accounts Payable APTA American Public Transportation Association ART Arlington Transit AWP Annual Work Plan B B2G Back2Good BOCC Bus Operations Communication Center C CAFR Comprehensive Annual Financial Report CBA Collective Bargaining Agreement CCTV Closed-Circuit Television CFA Capital Funding Agreement CIP Capital Improvement Program CMAQ Congestion Mitigation and Air Quality CNF Capital Needs Forecast; Formerly Capital Needs Inventory (CNI) CNG Compressed Natural Gas COG (Metropolitan Washington) Council Of Governments CRCS Comprehensive Radio Communications System CTF Carmen Turner Facility D D/B Design/Build D/B/B Design/Bid/Build DBE Disadvantaged Business Enterprise D&E Development and Evaluation DPS Drainage Pumping Station
E EEO Equal Employment Opportunity
F F/O Fiber Optic FTA Federal Transit Administration
FY2021 Proposed Budget 287 Glossary Appendix K – Glossary of Acronyms and Abbreviations
G GAAP Generally Accepted Accounting Principles GFOA Government Finance Officers Association H HCM Human Capital Management HEDS Hybrid Enterprise Document Management System HEOP Heavy Equipment Overhaul Program HVAC Heating, Ventilation, And Air Conditioning I
IRP Infrastructure Renewal Program J
JCC Joint Coordinating Committee JGB Jackson Graham Building K
KMSRA Keeping Metro Safe, Reliable and Affordable KPI Key Performance Indicator L
M
MAP-21 Moving Ahead for Progress in the 21st Century Act MDBD Mean Distance Between Delays MDBF Mean Distance Between Failures METRO Washington Metropolitan Area Transit Authority MEAD Metro Electronic Action Document MOD (Contract) Modification MSRPH Metrorail Safety Rules Procedures Handbook MTA Maryland Transit Administration MWAA Metropolitan Washington Airports Authority MWCOG Metropolitan Washington Council of Governments N
NTSB National Transportation Safety Board NTD National Transit Database NTE Not to Exceed NTI National Transit Institute
288 FY2021 Proposed Budget Appendix K – Glossary of Acronyms and Abbreviations Glossary
O OCC Operations Control Center OTP On-Time Performance P PCO Pending (or proposed) Change Order P/I Policy Instruction PM Project Manager
Q QA Quality Assurance
R RAC Riders’ Advisory Council RFP Request for Proposal ROW Right of Way
S S&I Service and Inspection SBPO Small Business Programs Office SCM Department of Supply Chain Management SMS Safety Measurement System SOC Station Operator’s Console SOS Scope of Service SOW Scope of Work SSOA State Safety Oversight Agency
T TC Train Control TIP Transportation Improvement Program TOC Tristate Oversight Committee TPSS Traction Power Substation TSI Transportation Safety Institute TSP Transit Signal Priority U
V
VMI Vendor Managed Inventory VRE Virginia Railway Express
FY2021 Proposed Budget 289 Glossary Appendix K – Glossary of Acronyms and Abbreviations
W WMATA Washington Metropolitan Area Transit Authority WMSC Washington Metrorail Safety Commission
Y YE Year End Z
290 FY2021 Proposed Budget Appendix K – Glossary of Acronyms and Abbreviations Contact How to Contact Metro
By mail or in person: By telephone: Washington Metropolitan Area Transit Authority Metro General Information 600 Fifth Street, NW 202-962-1234 Washington, DC 20001 Administrative offices and general information Weekdays: 8:30 a.m. to 5:00 p.m. To reach Metro headquarters at the Jackson Graham Building, take the Red, Green or Yellow Customer Relations lines to Gallery Pl-Chinatown station. Use the 202-637-1328 Arena exit. Walk two blocks east on F Street to 5th Suggestions, commendations, comments Street. Or, ride Metrobus routes D1, D3, D6, P6, Customer Information X2, X9, 42, 70, 71, 74, or 80. 202-637-7000 (TTY 202-638-3780) By website: Metrobus and rail schedules, fares, parking, Bike ‘N Ride program, and more http://www.wmata.com MetroAccess By email: 301-562-5360 (TTY 301-588-7535) or [email protected] Customer toll free at 800-523-7009 MetroAccess assistance Paratransit Service Transit Police 202-962-2121
Metro’s KMSRA strategic plan is available at: https://www.wmata.com/initiatives/strategic-plans/
FY2021 Proposed Budget 291 FINAL FOR SIGNATURE
WMA TA FISCAL YE AR 2020 CAP ITAL FUNDIN G AGRE EME NT
Among
The State of Maryland;
The District of Columbia;
Arlington County, Virginia;
Fairfax County, Virginia;
The City of Alexandria, Virginia;
The City of Fairfax, Virginia;
The City of Falls Church, Virginia;
And
The Washington Metropolitan Area Transit Authority
Effective Date: (t._~/4,__ ~ c¡_ ¡ f FINAL FOR SIGNATURE
WMA TA FISCAL YEAR 2020 CAPITAL FUNDING AGREEMENT
THIS WMA TA FISCAL YEAR 2020 CAPITAL FUNDING AGREEMENT (2020 CF A) is made and entered into as of the last day signed by all of the Parties (Effective Date), by and among the Washington Metropolitan Area Transit Authority (WMATA), a body corporate and politic created by interstate compact between Maryland, Virginia, and the District of
Columbia; the State of Maryland, acting by and through the Washington Suburban Transit
District and the Department of Transportation; the District of Columbia; Arlington County,
Virginia; Fairfax County, Virginia; the City of Alexandria, Virginia; the City of Fairfax,
Virginia; and the City of Falls Church, Virginia (Contributing Jurisdictions and, collectively with WMATA, the Parties):
RECITALS
1. The Parties to this 2020 CF A desire to adopt the terms and conditions, as modified herein, of that Capital Funding Agreement entered into by the Parties as of July 1, 2010 as amended and as extended to continue through WMATA Fiscal Year 2019 (2010 CFA).
2. The Parties to this 2020 CF A desire to continue the funding and work of WMA TA on the same terms and conditions, as modified herein, in place under the 201 O CF A as amended by the
First, Second, and Third Amendments to the 2010 CFA for WMATA's Fiscal Year 2020 (the
Term).
3. The Parties will continue to negotiate in good faith toward a longer-term capital funding agreement during the Term of this 2020 CFA.
o FINAL FOR SIGNATURE
NOW, THEREFORE, in consideration of the mutual promises and obligations hereinafter set forth, and with the intent to be bound, the Parties hereby agree as follows:
SEC. 1 DEFINITIONS
Unless defined otherwise in this 2020 CF A all terms used herein shall have the same meaning
as is found in the 201 O CF A.
A. "Capital Program" means an on-going effort associated with maintaining a capital asset or
assets in a state of good repair. Examples include, but are not limited to, rail tie and running
rail replacements, and the bus rolling stock replacement and rehabilitation programs.
B. "Capital Project" means any capital eligible expenditure taken over a period of time with
a defined start and end date to build, replace, acquire, or repair a capital asset. Capital
Projects are distinct from Capital Programs in that they do not recur on an annual basis.
Examples include but are not limited to railcar purchases; bus facility construction or
reconstruction.
C. "Dedicated Funding Debt" means that debt that may be authorized by the Board of
Directors as backed by a pledge of those funds committed to WMA TA pursuant to the
following legislative enactments: (a) from the District of Columbia under D.C. Official
Code § 1-325.401 or any successor statute, as the same may be amended from time to
time; (b) from the State of Maryland under Md. Transportation Code Ann.§ 10-205(g) or
any successor statute, as the same may be amended from time to time; and ( c) from the
Commonwealth of Virginia under the Va. Code §33.2-3401.B or any successor statute, as
the same may be amended from time to time. Dedicated Funding shall also include funds
paid by any of the District of Columbia, the State of Maryland, the Commonwealth of FINAL FOR SIGNATURE
Virginia or any other authorized person or entity in-lieu-of such amounts ("Dedicated
Funding").
D. "Jurisdictional Capital Contribution Debt" means that debt issued by WM A TA pursuant
to the applicable CF A, which is backed by a pledge of gross revenues and used to fund
Allocated Contributions of the Contributing Jurisdictions.
SEC. 2 ADOPTION OF TERMS AND CONDITIONS AND LONG-TERM DEBT
A. Adoption of Terms and Conditions. The Parties agree to incorporate the 201 O CF A by
reference as if fully stated herein so as to apply those terms and conditions to the actions
of the Parties for WMATA's Fiscal Year 2020, from the Effective Date of this 2020 CFA
through June 30, 2020.
B. Long Term Debt Obligations. No Jurisdictional Capital Contribution Long-Term Debt
is authorized for issuance in FY2020 at this time and specifically for the District of
Columbia the authorized and anticipated amount of Jurisdictional Capital Contribution
Long-Term Debt to be issued in FY2020 is $0.00. In the event that WMATA or one or
more Contributing Jurisdictions identifies a need to issue Jurisdictional Capital
Contribution Debt during FY2020, the Parties shall follow the processes established for
such issuance in the 201 O CF A.
C. Acknowledgement Of Dedicated Funding Debt. The Parties acknowledge and agree that
WMA TA may issue Dedicated Funding Debt without additional approvals being required
from the Contributing Jurisdictions. Dedicated Funding Debt issuance shall be approved
in advance by the Board of Directors and be made in compliance with any agreement
between WMATA and any of the Commonwealth of Virginia, the State of Maryland, and FINAL FOR SIGNA TURE
the District of Columbia related to the provision and use of Dedicated Funding, prior to the
issuance of Dedicated Funding Debt.
SEC. 3 CAPITAL IMPROVEMENT PROGRAM
A. As is contemplated by the 201 O CF A, the WMA TA Board of Directors adopted a new
Fiscal Year 2020 Capital Budget in March 2019. It is the intent of the Parties to
incorporate the jurisdictional funding commitments of the FY2020 Capital Budget as
adopted by the Board exclusive of funds to be used to repay the debt service on previously
issued bonds, Dedicated Funding, Jurisdictional Reimbursable Projects, or PRIIA, as
shown in Attachment A, which contains the FY2020 Capital Budget Financial Plan.
B. The District of Columbia's Allocated Contribution to the FY2020 Capital Budget shall not
exceed $92,700,000 and this amount shall be added to the amounts contained in Section
4(b)(l)(C)(i) of the CFA and the First, Second, and Third Amendments to the CFA to
constitute the new limitation on required Allocated Contributions for the District of
Columbia in the total maximum amount not to exceed $733,449,000 to be paid from the
District of Columbia Capital Funds for the 2010 CFA and 2020 CFA combined.
C. It is the intent of the Parties that to the extent that WMATA undertakes multi-year projects
in the FY2020 Capital Budget, adopted by this 2020 CF A, such projects shall be continued
in accordance with the provisions of Section 2( e) of the 201 O CF A.
D. The following language shall be used for purposes of this FY2020 CFA and WMATA's
FY2020 instead of incorporating section 5(g) of the 201 O CF A as provided for in section
2(a) of this 2020 CFA:
"The Parties recognize that the scope, costs, scheduled completion date, or priority of some
projects will change during the term of this 2020 CF A. To address these possibilities, FINAL FOR SIGNA TURE
WMA TA agrees to provide the Contributing Jurisdictions with monthly reports regarding
reprogramm ing of project budgets into or out of Capital Projects or Capital Programs
durin g the term of this Agreement where such reprogrammi ng results in either 1) an
increase of the total project budget as shown in the CIP; 2) revises the scope of a Capital
Project; 3) a movement of $5 Million or more; or 4) creates a new Capital Project. Each
movement of budget between Capital Projects and/or Capital Programs for cash flow
purp oses or for schedule adjustments (that do not impact completion date) in an amount of
$1 Million to $5 Million durin g the term of this Agreement shall be reported to the
Contributing Jurisdictions on a quarterly basis. In no case shall WMA TA request an
increase in the Allocated Contributions for FY2020 fun ding requirements adopted by the
Board of Directors and shown in Attachm ent A due to a reprogramm ing."
SEC.4 TERMS AND CONDITIONS
For the WMA TA fiscal year addressed in this agreement, should there be any conflict between
the terms and conditions in this 2020 CF A and the 201 O CF A; the terms and conditions of this
2020 CF A, and in the case of the District of Columbia the 2020 Local Capital Funding
Agreement, shall control.
SEC. 5 COUNTERPARTS This 2020 CF A may be executed in identical counterparts, each of which shall constitute an
original and all of which shall constitute, collectively, one agreement. The counterpart with
the most recent date shall determine the Effective Date.
IN WITNESS WHEREOF, WMA TA and the Contributing Jurisdictions have executed this
Amendment by their representatives' signatures on the following pages. FINAL FOR SIGNATURE
WASHINGTON METROPOLIT AN ARE A
TRANSIT AUTHORITY
By: c:td}=--_----7 _ Witness Executive Officer
Dated ?fw/tJ
[ signatures continued on following page] FINAL FOR SIGNATURE
STATE OF MARYLAND acting by and through the Washington Suburban Transit District and the Department of Transportation
MARYLAND DEPARTMENT OF TRANSPORTATION
Attest:
By:¼W?-::: [Seal] Secretary
~and
WASHINGTON SUBURBAN TRANSIT DISTRICT
Attest:
By: Witness
Date: _
[ signatures continued on following page] WMA TA82019
DISTRICT OF COLUMB IA
Attest:
By: --U!~M~:.Jì!~~~-[[Seal] Witness
Dated: ------
[ signatures continued on following page]
9 FINAL FOR SIGNA TURE
ARUNGTON COUNTY, VIRGINIA
Attest:
·-û.d~t. ~ ~ By: /UL.4 ffe [Seal] '-#•o the êoüy Boa7ci County Ma ger ='if
Dated: @@be~ 1( 2014 I
[signatures continued on following page] FAIRFAX COUNTY, VIRGINIA
Attest:
Byè \d,(}9_ [Seal] o the Board of Supervisors C: nty Executive
Dated: iO /I/ 2.o\ t:;
[signatures continued on following page]
I I FINAL FOR SIGNATURE
CITY OF FAIRFAX, VIRGINIA
Attest:
By:~ [Seal] CityM~
Aft t2qv£ o A-.s ru Fc(l. tÄ1 ~ Dated: 1/ul/49 .... ~ e rH 114-Tf'otZ..Nl- y
[ signatures continued on following page] FINAL FORSIGNATURE
CITY OF ALEXAND RIA , VIRGINIA
By: ----1--- [Seal]
Mark a llnb, Cft,y Manag.:r Dated: IOl?,012-°' 1
[ signatures continued on following page]
~~~- CltyM.q,rrw¡ ~- to Fann FINAL FOR SIGNATURE
CITY OF FALLS CHURCH, VIRGINIA
Attest:
By: ~4i/M_ (Seal] Cwity Clerk ~ ìty anager
Dated: q /3 o/ I o¡ Funding Sources Chapter 5 - Capital Budget
Financial Plan - Allocation of State & Local Contributions
F\ 2020 F\ 21121 F\ 21122 F\ 21123 F\ 202-4 F\ 21125 6 Year (Dollars in lfillio/1.\) Budget Plan Plan Plan Plan Plan Total
Federal Funding Federal Formula Programs $348.5 $332.6 $332.6 $332.6 $332.6 $332.6 $2,0ll.7 Federal PRJlA 148.5 148.5 148.5 148.5 148.5 148.5 891.0 Other Federal Grants 3.6 4.1 4.4 2.8 3.0 1.2 19.1 Total - Federal Grants SS00.6 $485.3 $485.6 $483.9 $484.1 $482.3 S2,921.8
State & Local Funding Contribution
District of Columbia Formula Match & System Performance $92.7 $93.8 $96.5 $98.9 $IO 1.6 $103.9 $587.5 PRIIA 49.5 49.5 49.5 49.5 49.5 49.5 297.0 Dedicated Funding 178.5 178.5 178.5 178.5 178.5 178.5 1.071.0 Subtotal- District of Columbia $320.7 S32l.8 $324.5 $326.9 $329.6 $331.9 SJ,955.5
State of Maryland Montgomery County $46.1 $45.6 $47.0 $48.6 $50.l $51.9 $289.3 Prince George's County 45.1 45.3 46.6 48.0 49.4 50.7 285.2 MDPRJIA 49.5 49.5 49.5 49.5 49.5 49.5 297.0 MD Dedicated Funding 167.0 167.0 167.0 167.0 167.0 167.0 1.002.0 Subtotal - Maryland $307.7 $307.4 S310.J S313.J $316.0 S319.2 SJ,873.5
Commonwealth of Virginia City of Alexandria $12.3 $12.3 $12.7 $13.0 $13.4 $13.8 $77.6 Arlington County 23.2 22.9 23.6 24.4 25.2 26.1 145.2 City offairfax 0.7 0.7 0.7 0.8 0.8 0.8 4.6 Fairfax County 39.8 41.2 42.5 44.0 45.4 47.0 260.0 City off alls Church 0.7 0.8 0.8 0.8 0.8 0.8 4.7 Loudoun County 5.8 6.0 6.4 6.6 7.0 31.9 VAPRJIA 49.5 49.5 49.5 49.5 49.5 49.5 297.0 Dedicated Funding VA 154.5 154.5 154.5 154.5 154.5 154.5 927.0 CMAQ 0.9 I.O I.I 0.7 0.7 0.3 4.8 Virginia Subtotal S281.6 S288.8 S291.4 S294.0 S297.0 S299.9 Sl,752.7 Subtotal, State & Local S9J0.0 S918.0 S926.J · $934.0 $942.6 S951.0 $5,581.7 Under/(Over) Funding $91.9 $167.8 $182.1 $(32.5) $24.8 $( 123.3) $310.9 Total, State & Local SJ,002.0 St,085.8 Sl,108.2 $901.5 S967.4 $827.7 $5,892.6 Jurisdiction Reimbursable & Planning Projects $44.1 $91.l $61.1 $98.1 $49.1 $IO.I $353.4 Metropolitan Washington Airports Authority 26.5 22.4 11.6 1.5 35.0 97.0 Grand Total Sl,573.2 $1,684.6 $1,666.4 $1,485.0 Sl,S00.5 Sl,355.1 $9,264.8
82 FY2020 Budget