ENHANCING SAFETY, RELIABILITY AND FINANCIAL RESPONSIBILITY FY2018 PROPOSED BUDGET Effective July 1, 2017
Washington Metropolitan Area Transit Authority
Fiscal Year 2018 Proposed Budget Table of Contents
General Manager/CEO Message ...... i Board of Directors ...... iii Chapter 1 - Introduction ...... 1-1 Chapter 2 - Proposed Budget Summary ...... 2-1 Chapter 3 - Operating Budget Detail ...... 3-1 Chapter 4 - Capital Budget ...... 4-1 Appendix A - Sustainability ...... A-1 Appendix B - Capital Improvement Plan...... B-1 Appendix C - Human Capital Summary ...... C-1 Appendix D - Budget Process ...... D-1 Appendix E - Financial Standards ...... E-1 Appendix F - Debt Service ...... F-1 Appendix G - Operating Statistics ...... G-1 Appendix H - Glossary of Terms ...... H-1 Appendix I - Glossary of Acronyms and Abbreviations ...... I-1
General Manager/CEO Message Enhancing Safety, Service Reliability and Financial Responsibility
As I mark my one year and overall customer experience, while reducing anniversary at Metro, I fully service delays. These include: appreciate the challenges we Improved train reliability and fewer offloads face to restore public confidence in Metro’s safety By December 2017, all 1000 series railcars and reliability and to meet will be retired Metro’s financial needs. We Intense maintenance campaigns on the have taken important first legacy railcar fleets to improve doors, steps, including hiring new brakes, propulsion and HVAC systems executive leadership, implementing SafeTrack Rebalancing of railcars across yards to repairs, expediting delivery of the new 7000 series avoid missed train dispatchments railcars, and completing our recent financial audit A new track maintenance program that on time with no new findings. takes full advantage of the additional hours As the next step forward, I have laid out Metro’s available from reduced late night service Back2Good plan with a focus on a new preventive Improved station experience maintenance program to avoid unnecessary delays due to track problems and a Railcar Get Well Plan Major lighting improvements and extreme to keep our trains operating safely and on time. cleaning at select stations The coming fiscal year presents another challenge – Enhanced signage and customer eliminating a nearly $300 million operating budget information shortfall that is in part a product of Metro’s Fare simplification governance and funding structure, as well as Permanent implementation of SelectPass ridership decline in the face of Metro’s need to rebuild key system infrastructure to ensure safe and New combination one-day rail/bus pass at reliable service delivery. no extra charge To meet these challenges, I have proposed a With this budget, Metro is aligning the system and “Reality Check” budget focused on enhancing its services to what the region can afford and is system safety and the reliability of rail, bus and directing available resources to best serve the riders paratransit services that our riders demand. The we have today. I look forward to working with plan scales back train and bus services to more customers, the Board of Directors, and our closely align with current ridership demand and jurisdictional partners to continue enhancing includes fare increases as well as additional support Metro’s safety, service reliability and financial from regional partners. The plan also makes drastic responsibility. cuts to management and labor costs and demands . improved productivity from our personnel and contractors. Key initiatives proposed in the FY2018 Operating Budget and the FY2018-2023 Capital Improvement Program will help bring Metro’s infrastructure and Paul J. Wiedefeld service reliability Back2Good by improving safety General Manager/Chief Executive Officer Board of Directors
The Washington Metropolitan Area Transit Authority is governed by a 16-member Board of Directors composed of eight Principal and eight Alternate members. 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.
Jack Evans, Chair Appointed to the Board as a Principal Director in January of 2015 representing the District of Columbia. Mr. Evans has served on the Council of the District of Columbia (Ward 2) since 1991.
Keturah D. Harley, First Vice Chair Appointed to the Board as a Principal Director in April of 2015 representing the State of Maryland. Ms. Harley has worked in the federal government as an Appellate Litigation Attorney at the U.S. Department of Veterans Affairs and with the District of Columbia Public Employee Relations Board (PERB), where she served as General Counsel and Executive Director (Acting).
Jim Corcoran, Second Vice Chair Appointed to the Board as a Principal Director in February of 2015 representing the Commonwealth of Virginia. Since April 2010, Mr. Corcoran has served as President and CEO of the Fairfax County Chamber of Commerce.
David L. Strickland Appointed to the Board as Principal Director in June of 2016 representing the Federal Government. Mr. Strickland served as the fourteenth Administrator of the National Highway Traffic Safety Administration (NHSTA). Prior to his appointment at NHTSA, Mr. Strickland spent 8 years on the Staff of the U.S. Senate Committee on Commerce, Science and Transportation as Democratic Senior Counsel.
Corbett A. Price Appointed to the Board as a Principal Director in March of 2015 representing the District of Columbia. Mr. Price currently serves as Chairman and CEO of Quantix Health Capital, LLC. Michael Goldman Appointed to the Board as a Principal Director in June of 2013 representing the State of Maryland. Mr. Goldman has practiced in the areas of international, antitrust and transportation law.
Catherine Hudgins Appointed to the Board as a Principal Director in 2008 representing the State of Virginia. Mrs. Hudgins served as Chair in both 2011 and 2012. She joined the Board in January of 2004 as an Alternate Director. She was first elected to the Fairfax County Board of Supervisors in November 1999 and is currently serving her third term.
Carol Carmody Appointed to the Board as a Principal Director in June of 2016 representing the Federal Government. Ms. Carmody served for five years as a member of the National Transportation Safety Board, was appointed Vice Chairman by President Clinton and served twice as Acting Chairman. Her government career included the Senate Commerce Committee, and Departments of State and Transportation.
Tom Bulger Appointed to the Board as an Alternate Director in July 2011 representing the District of Columbia. Mr. Bulger is President of Government Relations Inc., and has been a federal advocate and policy consultant.
Malcolm Augustine Appointed to the Board as an Alternate Director in January of 2016 representing Prince George’s County, Maryland. Mr. Augustine is a multi- channel marketing, sales, analytics and customer relationship executive in the direct marketing sector with expertise in higher education, non-profit, and healthcare at Intra Mail Network.
Christian Dorsey Appointed to the Board as an Alternate Director in January of 2016 representing Arlington County, Virginia. Mr. Dorsey was elected to the Arlington County Board in November of 2015. He also represents Arlington on the board of the Metropolitan Washington Council of Governments and serves as one of three Arlington commissioners of The Northern Virginia Transportation Commission (NVTC). Robert Lauby Appointed to the Board as an Alternate Director in June of 2016 representing the Federal Government. Mr. Lauby has 37 years of railroad and rail transit experience involving safety, security, accident investigation, project management, project engineering, manufacturing, and vehicle maintenance. He currently serves as Associate Administrator for Railroad Safety and Chief Safety Officer with the Federal Railroad Administration (FRA).
Leif A. Dormsjo Appointed to the Board as an Alternate Director in March of 2015 representing the District of Columbia. Mr. Dormsjo was confirmed the Director of the District Department of Transportation (DDOT) in 2015 after serving as an Alternate Director. He previously served as Deputy Secretary of the Maryland Department of Transportation (MDOT).
Kathy Porter Appointed to the Board as an Alternate Director in January of 2011 representing Montgomery County, Maryland. Ms. Porter was Mayor of the City of Takoma Park, Maryland, from 1997 to 2007.
Paul C. Smedberg Appointed to the Board as an Alternate Director in January of 2016 representing the Commonwealth of Virginia. Mr. Smedberg was first elected to the Alexandria City Council in 2003 and was re-elected for a fifth term in November of 2015. He is currently the Director of Advocacy & Government Affairs at the American Academy of Physical Medicine & Rehabilitation.
Anthony E. Costa Appointed to the Board as an Alternate Director in July of 2014 representing the federal government. Mr. Costa is currently Senior Advisor to the Administrator of the General Services Administration (GSA) and is leading GSA's efforts to help direct federal real estate activities to encourage the provision of environments where communities and employees live and work. Chapter 1 - Introduction
Chapter 1 - Introduction
NoMa-Gallaudet University Mezzanine
FY2018 Proposed Budget 1-1 WMATA Profile Chapter 1 - Introduction
Metro Profile
History in Brief
The Washington Metropolitan Area Transit Authority Metro’s transit zone consists of the District of (“WMATA”), commonly referred to as Metro, was created Columbia, the suburban Maryland counties of Prince in 1967 through an interstate compact with the District of George’s, Montgomery and the Northern Virginia Columbia, Maryland and Virginia. Construction of the counties of Arlington, Fairfax and Loudoun and the Metrorail system began in 1969, and the first phase of cities of Alexandria, Fairfax and Falls Church. Metrorail operation began in 1976. Average weekday passenger trips on Metrorail, Metro added a second transit service to its network in Metrobus, and MetroAccess total approximately 1.1 1973 when, under direction from the United States million. Congress, it acquired four area bus systems and merged More than half of Metrorail stations serve federal them to create Metrobus. facilities, and over a quarter of Metrorail trips on an average weekday are taken by federal employees. In 1994, Metro added a third transit service when it began providing MetroAccess, paratransit service for Metro has one of the most active joint people with disabilities w h o a r e unable to use fixed development programs in the nation and has route transit service. spurred over $235 billion in economic activity at and around its stations. Metro completed the originally planned 103-mile Metrorail system in early 2001. In 2004, Metro Metrorail expanded the system, opening the Blue Line extension to The Metrorail system is a rapid transit system that consists Largo Town Center, as well as the NoMa-Gallaudet U of 117 route miles, 91 passenger stations and a fleet of over station on the Red Line. These expansions increased the 1,100 railcars. In FY2017, service hours have been Metrorail system to 86 stations and 106 miles. modified to support track maintenance needs. In FY2018, In March 2009, Dulles Transit Partners (DTP), under the Metrorail is projected to provide approximately 177.1 direction of the Metropolitan Washington Airports million passenger trips. The system is comprised of three Authority (MWAA), started construction on the Silver main types of structures: underground, surface and Line, a 23-mile rail extension in Fairfax and Loudoun elevated. The underground sections consist of 50.5 route Counties in Virginia. Funded by a full-funding grant miles and 47 stations, the surface sections comprise 58 agreement, toll revenues, and other revenues from funding miles and 38 stations, and the elevated sections consist of partners, the first phase of 11.6 miles and five new stations 9.2 route miles and six stations. While there are three extending service to Reston, Virginia, opened July 26, types of structures, they operate as one unified system 2014. Phase 2, an additional 11.4 miles with six new providing seamless service to passengers stations, will provide service to Dulles International . Airport and Loudoun County. Construction on Phase 2 is expected to be complete in 2019 and revenue service is expected to begin in FY2020. The Silver Line is Metro’s largest rail expansion project since the opening of the National Airport to Stadium-Armory segment in 1977.
Key Metro Facts
Metro maintains the second largest heavy rail system, the sixth largest bus system and the fifth largest paratransit service in the nation. Metrorail service is currently operated on six lines: Blue, Metro’s service area size is approximately 1,500 square between Franconia-Springfield and Largo Town Center; miles with a population of approximately four million Green, between Branch Avenue and Greenbelt; Orange, people. between New Carrollton and Vienna; Red, between
1-2 FY2018 Proposed Budget Chapter 1 - Introduction WMATA Profile
Glenmont and Shady Grove; Yellow, between Huntington radio system and provide cellular capability throughout the and Fort Totten; and Silver, between Wiehle-Reston East tunnels. and Largo Town Center. All Metrorail stations and railcars are accessible to disabled passengers and compliant with the Sequence of Metrorail Openings American Disabilities Act (ADA). The first Metrorail line opened was the Red Line The system is equipped with communication systems that consisting of 4.5 miles from Farragut North to Rhode facilitate the flow of information to and from the Island Avenue. By July 1977, the Blue and Orange Lines passenger. The Metrorail operations control center is equipped with two-way radios for communication with all were added with service between National Airport and the train operators in service, as well as hotlines to the police Stadium-Armory. This added 11.8 miles and 17 new and fire departments in all of the jurisdictions served by stations to Metro’s rail operation. With continued Metro. Public address systems on all trains and development, in 1983 the Yellow Line was added with platforms facilitate communications from Metrorail train service from Gallery Place-Chinatown to the Pentagon, operators and station managers. Also, all stations are adding 3.3 miles and one station. In 1991, the Green Line equipped with digital signs that show next train arrival was added providing service from Gallery Place to U St/ times and system status. Passenger-to-train operator African-American Civil War Memorial/Cardozo. In 2001, intercoms are located inside all rail cars, one at each end, the Green Line was extended to Branch Avenue, and in and there are passenger-to-station manager intercoms on 2004, the Blue Line was extended to Largo Town Center all station platforms and landings and in all elevators. The along with the opening of the NoMa-Gallaudet Station on ongoing radio infrastructure renewal and cellular the Red Line. The below table provides a list of all communications project will upgrade Metro to a 700 MHz openings.
Sequence of MetroRail Openings Line Segment Stations Miles Date Red Farragut North to Rhode island Ave 5 4.5 03/29/1976 Red Gallery Pl-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 PL - 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 New York Avenue 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
FY2018 Proposed Budget 1-3 WMATA Profile Chapter 1 - Introduction
Vertical Transportation
Metrorail’s design requires high reliance on vertical satellite technology to find specific locations of a bus and mobility through the utilization of elevators and escalators. sends the estimated arrival time of the bus to customers via Most customers access Metrorail via escalators to the train mobile devices. The entire bus fleet is equipped with two- platform, while elevators provide accessibility for persons way radio links to the operations control center, emergency with disabilities, seniors, customers with strollers, travelers radio silent alarms, and automatic vehicle locators. In carrying luggage and other riders. addition, security cameras are installed on all Metro buses.
Metrobus currently has installed operator safety shields on 494 buses in the Metro fleet with an additional 13 being introduced by January 2017. All future buses will haves shields.
MetroAccess
The Department of Access Services ensures the ongoing accessibility of Metrobus and Metrorail for customers with disabilities, and in accordance with the Americans with Disabilities Act (ADA), provides MetroAccess paratransit service for those who are unable to use bus and rail. MetroAccess, a shared-ride, door-to-door service, is Metro is the single largest vertical offered for the same days, hours, and locations as fixed- transportation operator in North America. route transit, using a fleet of 725 vehicles. Service Metro operates more than 900 vertical transport facilities contractors operate the van service and manage the (618 escalators and 317 elevators) and delivers over three Operations Control Center and Quality Assurance million trips each weekday. This includes the five stations functions. MetroAccess, the nation’s fifth largest on the Silver Line (27 escalators and 28 elevators) which paratransit service, provides over two million trips each began service on July 26, 2014. The Wheaton Station on year. the Red Line has the longest escalator (230 feet) in the Demand for this type of service is increasing, as the Western Hemisphere. The Forest Glen Station, also on the population of people with disabilities is growing in the Red Line, is the deepest station in the system (196 feet or region and nationwide. For this reason, it is critical for 21 stories below street level) with high speed elevators that Metro to accommodate as many customers as possible on take less than 20 seconds to travel from the street to the its fixed-route services. Access Services provides travel platform. training to assist customers with disabilities in navigating the system and taking full advantage of the many Metrobus accessibility and safety features. MetroAccess partners Metrobus operates on 154 lines with 245 routes covering with Metrobus and Metrorail to provide group orientations over 2,155 street miles of services throughout the Metro and workshops to educate organizations on how to provide region, adjusted for the proposed service rightsizing. Metro travel training to their unique clientele. Additionally, utilizes 11,017 bus stops supported by 2,554 shelters Access Services has partnered with the jurisdictions to owned by 15 separate agencies. All buses are accessible to improve the accessibility of bus stops in the region, further people with disabilities and bike racks are available for use enhancing the customer’s ability to make use of the fixed- on all buses. Currently, the fleet is comprised of 1,583 route system. With the assistance of Metro’s free ride buses to meet peak weekday service requirements of 1,281 benefit, over 2.3 million fixed-route trips are taken by buses with varying sizes and capacities and to support MetroAccess customers each year. maintenance of the fleet. To keep MetroAccess sustainable for future years, Approximately 115 million trips are projected Access Services has embarked on a campaign to to be taken on Metrobus in FY2018. facilitate the establishment of lower-cost alternatives to The BusETA service provides customers information on MetroAccess. Access Services (ACCS) is helping to Metrobus arrival times at a particular bus stop. It uses facilitate the following programs:
1-4 FY2018 Proposed Budget Chapter 1 - Introduction WMATA Profile
Coordinated to Paratransit Services (CAPS), Abilities-Ride is being established by Metro in 2017. established in 2013, provides transportation service for The program will be a public-private partnership clients of two human services agencies (HSA) in between Metro and one or more vendors to provide Maryland between the HSAs main facilities and the generally available on-demand service to MetroAccess clients’ homes. Service provided under the CAPS customers for trips beginning and ending in Maryland. project costs Metro 32 percent less per trip than a The program is designed as an option to replace all comparable trip on MetroAccess. Maryland-to-Maryland MetroAccess trips in future years. Trips subsidized by the program are expected to TransportDC, a taxi alternative to MetroAccess for District of Columbia residents was set up in 2014. cost Metro 66 percent less than comparable Under TransportDC, a jurisdiction-run service, the MetroAccess trips. District is paying 44 percent less per trip than they would have paid Metro for providing the same trips on MetroAccess. As a result, Metro reduced the District’s MetroAccess subsidy by 100,000 trips or more than $5.0 million for FY2017.
FY2018 Proposed Budget 1-5 Oversight Chapter 1 - Introduction
Oversight
WMATA oversight is provided by a variety of internal and compliance with internal and external regulatory external offices, committees, and administrations; these requirements; furthers quality improvement initiatives and oversight entities include but are not limited to the Federal action plans that are data driven and results-centric with Transit Administration (FTA), the WMATA Office of the objective of safeguarding the mission and success of Inspector General (OIG), the Department of Internal the agency while enhancing the customer experience. Compliance (INCP) and advisory entities. Each entity’s The Internal Assurance and Compliance Office (IACO) oversight responsibility is described below: provides independent, objective assessments and reviews Federal Transit Administration of Metro's system of internal controls and underlying business processes with a primary focus on financial The FTA is the agency within the United States management and internal business operations. Reviews Department of Transportation that provides financial and and assessments are designed to add value and improve technical assistance to local public transit systems and Metro's operations by bringing a systematic and also oversees safety measures. disciplined approach to evaluating and improving the management of related risks, internal controls and The Federal government, through FTA, provides governance processes. financial assistance to develop new transit systems and improve, maintain, and operate existing systems. FTA Advisors provides and monitors grants to state and local transit providers. These grantees are responsible for managing WMATA has three primary advisory organizations: the their programs in accordance with federal requirements, Riders’ Advisory Council (RAC), the Accessibility and FTA is responsible for ensuring that grantees follow Advisory Committee (AAC), and the Jurisdictional federal mandates along with statutory and administrative Coordinating Committee (JCC). These advisory entities requirements. focus on specific issues as described below: On October 9, 2015, FTA assumed the safety oversight Riders’ Advisory Council responsibilities of the Tri-State Oversight Committee (TOC), which was originally created by state-level On September 22, 2005, the WMATA Board established a agencies in the District of Columbia, Maryland and Riders' Advisory Council. The Council provides Metro Virginia to jointly oversee rail safety and security at customers a forum for input on bus, rail and paratransit WMATA. service. The 21-member council includes six representatives from the District of Columbia, Maryland WMATA Office of the Inspector General and Virginia, two at-large members, and the chair of WMATA's Accessibility Advisory Committee. The Office of Inspector General, authorized by the WMATA Board of Directors in April 2006, supervises and Accessibility Advisory Committee conducts independent audits, investigations, and reviews of Metro programs and operations to promote efficiency WMATA’s Accessibility Advisory Committee was created and financial integrity as well as to prevent and detect to address the needs of senior citizens and customers with fraud, waste, and abuse in such programs and operations. disabilities. Its efforts have resulted in numerous service upgrades including gap reducers, which make it easier for Department of Internal Compliance customers who use wheelchairs to board Metrorail trains.
The Department of Internal Compliance (INCP) is a Jurisdictional Coordinating Committee proactive business partner that assures Metro carries out its The Jurisdictional Coordinating Committee (JCC) consists mission with integrity and in accordance with rules, of staff members from the jurisdictions supporting regulations and policies. INCP consists of two offices, WMATA. The JCC was established by the Board of QICO and IACO. Directors to facilitate the exchange of information between The Quality Assurance, Internal Compliance and jurisdictions and Metro staff. Meeting agendas are Oversight (QICO) provides independent review of Metro’s established by Metro staff and the JCC chairman and operational and engineering processes and assets; include items referred by the Board or Metro staff, as well promotes and coordinates the implementation of as items requested by JCC members.
1-6 FY2018 Proposed Budget Chapter 1 - Introduction Regional Transit Planning
Regional Transit Planning
The Washington Metropolitan Area encompasses over Demand Management (TDM) Marketing, and Human 4,000 square miles in the District of Columbia, suburban Services Subcommittee. Maryland and Northern Virginia, and the region is home to WMATA coordinates with jurisdictional partners through almost six million people and over three million jobs. the Northern Virginia Transportation Authority (NVTA), In FY2018, region-wide ridership on which is responsible for developing a Northern Virginia Metrorail, Metrobus and MetroAccess is Regional Transportation Plan, allocating transportation projected at approximately 295 million trips. funds and providing inter-agency coordination in Northern Virginia; The Northern Virginia Transportation As the primary transit provider across the region, Metro Commission (NVTC), which coordinates transit finance is integral to the regional transportation planning process. and operations in Northern Virginia. WMATA works with The WMATA Compact gives the Authority the power to both NVTA and NVTC on important transit funding and adopt a Mass Transit Plan to participate in the region’s corridor development initiatives to enhance public transit continuous, comprehensive transportation planning service and ensure integration of transit in highway process. Metro’s regional planning function encompasses investments and Department of Transportation (DOT), the preparation of transit system plans in partnership District of Columbia, Maryland, and Virginia on important with other regional transit providers, conducting system- local plans and project development initiatives to enhance planning analysis and transportation studies, public transit service and ensure integration of transit with communication of transit needs to regional planning roadway investments. bodies, and participation in planning processes at the regional and sub-regional levels. Metro has a particular Demographics responsibility to ensure that the region’s transit provider’s needs, both capital and operating, are reflected during the Based on the 2010 Census, the population of the Compact establishment of the Mass Transit Plan and that the region jurisdictions currently served by Metro is 3.9 million achieves a balanced system of transportation. people across four counties (Montgomery and Prince George’s in Maryland, Fairfax and Arlington in Metro coordinates with its regional partners to determine Virginia), three cities (Alexandria, Falls Church, and transit-based priorities and projects. The WMATA Board Fairfax in Virginia), and one federal district is the ninth of Directors, composed of members from the Compact largest metropolitan area of the country. jurisdictions, helps determine those priorities and provides Based on the 2014 American Community Survey (ACS), policy direction. The Jurisdictional Coordinating the demographic profile of the Washington Metropolitan Committee (JCC) brings together jurisdictional staff to area is as follows: coordinate on various budget and operational issues in conjunction with Board Committee meetings. Internal 41.1 percent of the population is non-Hispanic white planning and programming are designed to work within this 29.3 percent is black or African American institutional framework. 15.5 percent is Hispanic or Latino The National Capital Region Transportation Planning 10.9 percent is Asian Board (TPB) is the federally designated Metropolitan 3.2 percent is Mixed-Other Planning Organization (MPO) to coordinate transportation planning and funding for the Washington region. The TPB Economy serves as a forum for the region to develop transportation plans, policies and actions, and to set regional Metro’s operations are directly influenced by the transportation priorities through the Constrained Long population, economic conditions, and employment growth Range Plan (CLRP) and the six-year Transportation in the District of Columbia (DC) and the surrounding Improvement Plan (TIP). The TPB also provides technical jurisdictions of Maryland and Virginia. resources for planning and policy making. WMATA is one Job Growth in Metropolitan Washington: According to a of the implementing agencies in the TPB planning process May 2016 study by the Metropolitan Washington Council and is a voting member of the TPB. WMATA is also an of Governments (COGS) Trends in Workforce Demand, active member of the TPB Technical Committee and while metropolitan Washington has a skilled and educated several subcommittees such as Travel Forecasting, Bicycle workforce, there have been concerns in the last few years and Pedestrian, Regional Bus, Regional Transportation about the region’s economic performance. As other
FY2018 Proposed Budget 1-7 Regional Transit Planning Chapter 1 - Introduction regional economies began to recover from the Great University (CRA) projects that while federal salaries and Recession, job growth in metropolitan Washington began procurement comprised almost 40 percent of the region’s to slow. Between the elimination of federal jobs with the economy in 2010, it is forecast to decline to just under 30 enactment of the Budget Control Act of 2011 and loss of percent by 2020. federal contracts in the first year of the sequester in 2013, Where is Metropolitan Washington’s Economy headed: an estimated thirty-six thousand jobs were lost. Significant effort is currently underway to diversify Employment growth in metropolitan Washington lagged metropolitan Washington’s economy. Due to slow growth behind the nation from 2012 through 2015. in federal jobs, the Roadmap for the Washington Region’s The 2015 estimates from the Bureau of Labor Statistics’ Economic Future identified industrial clusters beyond the (BLS) Current Employment Statistics program (CES) federal government with the potential to drive metropolitan indicate that while employment increased at the greatest Washington’s economic growth over the next decade. rate (1.9%) in a decade in metropolitan Washington, Professional and Business Services has dominated the performance is still lagging behind the nation. region’s economy for a long time. Changing Federal Presence: The structure of the regional The economic factors of slow job growth and the future economy is changing. The federal government is the outlook of federal government spending impact Metro’s largest employer in the region. Since 2000, between 11 and forecast for Metrorail and Metrobus ridership. Metro is 13 percent of employment in metropolitan Washington has forecasting minimal to no increases in system utilization been federal. COG’s regional econometric model projects during FY2018, aligning with current economic that the portion of federal employment will decline from projections of the area. 12 percent of employment in 2015 to eight percent in 2045. The Center for Regional Analysis at George Mason
1-8 FY2018 Proposed Budget Chapter 1 - Introduction Executive Summary
Executive Summary
The General Manager/CEO’s three priorities are safety, demographic causes of this decline are outside of Metro’s service reliability, and financial responsibility, with safety control, but customers have also responded to service as the top priority. These priorities guided the development quality and reliability challenges by finding alternative of the $3.1 billion proposed FY2018 budget and informed travel options. Improving the customer experience – every key decision. Metro must rebuild trust with its riders particularly service reliability – is critical to reversing and funding jurisdictions, and this proposed budget these trends. provides the resources to achieve the priorities and Actual rail system ridership in the first quarter of FY2017 continue the rebuilding effort. was down 13 percent compared to last year and 15 percent Metro faces a major operating budget shortfall in FY2018 compared to budget. While some riders who have reduced due to expense growth and declining ridership that is their trips on Metro due to SafeTrack are expected to significantly reducing fare revenues. The current ridership return, the overall trends are still challenging, and it will decline is partly due to service quality and reliability as take time to rebuild customer trust and confidence in well as the SafeTrack program. However, the ridership Metro. Therefore, the base proposed FY2018 revenue decline is also attributable to other factors which Metro projection remains flat from the current FY2017 forecast. cannot control, such as growth in telecommuting, the low In addition to management and labor actions, the GM/CEO price of gasoline, and the expansion of alternative has proposed fare increases, service reductions, and transportation options. Balancing the FY2018 operating increases in jurisdictional contributions in order to balance budget in the face of this ridership decline will require the budget. The fare and service change proposals must go shared sacrifice. The GM/CEO’s proposed budget closes through an extensive public outreach prior to Board the gap through significant reduction in Metro employee consideration. The management actions are described in headcount and other management actions; the right-sizing greater detail below. of bus and rail service to closely align with current ridership levels; a fare increase; and an increase in the Total Metro employee headcount increased substantially in funding contribution from the local jurisdictions. recent years. From less than 11,000 in FY2010, budgeted headcount grew to just over 13,000 in FY2017 to support a The budget also reflects increased capital funding request number of important initiatives, including the expanded to local jurisdictions for the FY2018-2023 Capital capital program; the opening of Silver Line Phase 1; the Improvement Program (CIP). Metro’s rate of capital adoption of industry-leading fatigue management policies; investment continues to improve, with over $1 billion and the expansion of safety assurance, quality control, and invested through the FY2016 CIP, and management compliance activities. Greater management efficiency will forecasts between $1.1 and $1.2 billion will be invested in help lessen the impact of current low ridership levels on FY2017. The FY2018-2023 CIP Financial Plan assumes the jurisdictions who are facing other funding challenges. continued federal grant funding at current levels over the Earlier this year the GM/CEO directed that 500 positions six-year period; with over $4 billion of jurisdictional be eliminated, and the FY2018 proposed budget includes a investment in order to achieve the $7 billion proposed reduction of an additional 500 positions – 200 in various investment plan. management, administrative, and back-office operations throughout the Authority and 300 in operations personnel Budget Highlights (operators, mechanics and supervisors) associated with right-sizing bus and rail services. Taken together, these Operating Budget 1,000 positions represent an eight percent reduction in total The proposed operating budget for FY2018 is $1.8 billion. Metro budgeted headcount. The budget is funded with $841 million of projected operating revenues, primarily from passenger fares, The budget also includes other initiatives to reduce costs parking fees, and advertising revenues, and with $976 and operate Metro more efficiently. These include changes million of jurisdictional contributions. to healthcare for non-represented employees that bring the benefits program in line with other public employees in the region, as well as tighter controls on absenteeism and A primary cause of Metro’s current budget challenge is the workers’ compensation. Finally, while the budget includes decline in rail ridership. Total rail ridership peaked in 2009 certain contractually required step increases for labor, and has stagnated or declined each year since then. As given the current financial challenges facing Metro and the noted above, some of the broader economic and local jurisdictions, it assumes no general wage increase in
FY2018 Proposed Budget 1-9 Executive Summary Chapter 1 - Introduction
FY2018. This presents a risk for Metro and the Phase 2 to Dulles Airport and Loudoun County, which is jurisdictions given potential negotiation outcomes. funded and managed by the Metropolitan Washington Due to the unprecedented reduction in headcount, Airports Authority (MWAA). personnel costs will decline in FY2018. However, total Development and Evaluation (D&E) Initiatives provide non-personnel costs will increase by approximately $64 funding for planning, development, and evaluation for million or 14 percent; driven by the following factors: potential capital projects to help establish scope, schedule $48 million increase in Services including safety and and budget prior to implementation. This process also reliability improvements, contract cost inflation, helps ensure that capital investments are efficient and paratransit, NTSB/FTA and audit/financial compliance effective and that project risks are mitigated. The GM/ requirements, and new facility maintenance CEO has established a formal D&E Program as part of the FY2018-2023 CIP to advance key capital investment needs $36 million increase in Materials and Supplies including including: Red Line Water Remediation, 2000/3000 Series railcar parts and safety and reliability improvements Railcar Replacement, Red Line Core Capacity, Tunnel $16 million decrease in energy due to lower rates and Ventilation, Bladensburg/ Northern Bus Garage Rebuild or service reductions Replacement, and Metro Office Facilities. Additional capital investment needs can be added to the D&E program $6 million decrease in expected payouts for casualty and liabilities in the future as the program matures, subject to the availability of funding and regional and system capacity to $3 million decrease in capital indirect cost allocation advance major capital projects. credit Safety and State of Good Repair Programs represent a Capital Budget significant portion of Metro’s capital investment for The proposed $1.25 billion FY2018 capital budget and maintenance, rehabilitation, and replacement of Metro’s $7.2 billion FY2018-2023 six- year CIP focus Metro's existing infrastructure and vehicle assets and components. capital investment on safety, state of good repair, and These safety and state of good repair investments are reliability of Metrorail, Metrobus, and MetroAccess assets. advanced through annual, recurring programs. The The CIP investment priorities include the acquisition of programs are informed by safety and compliance new 7000 railcars, construction of radio and wireless recommendations and requirements, and they typically communications infrastructure, replacement of old buses rely on the age or the condition of the specific assets to and paratransit vehicles, rehabilitation and maintenance of determine work plan prioritization. Examples include, but existing railcars and buses to improve and maintain service are not limited to: railcar component maintenance and reliability, continued investment in rail, rail stations and rehabilitation; bus and paratransit vehicle repair, bus system infrastructure to improve safety and to address rehabilitation, and replacement; rail, crosstie, and track state of good repair backlogs. fastener replacement; track circuit replacement; power Metro’s CIP is grouped into six major investment cable replacement; and elevator and escalator repair, categories: Railcars, Rail Systems, Track & Structures, rehabilitation, and replacement. Stations & Passenger Facilities, Bus & Paratransit, and Business Support. These investment categories are further subdivided into 22 program areas. Within these CIP The proposed FY2018-2023 CIP assumes that federal categories and programs are three types of capital formula and PRIIA grant funding continue at current levels investments – Major Capital Projects, Development and and that jurisdictional investment increases significantly to Evaluation Initiatives and Safety and State of Good Repair address more of the system’s safety, state of good repair, Programs. and reliability needs. Of the total $7.3 billion in funding required over the six years (which includes $150 million of Major Capital Projects are large, multi-year construction planned repayment for short-term debt used in FY2017), and acquisition projects, such as construction of a new over $4.2 billion is proposed to come in the form of state maintenance facility or the acquisition of railcars. Several and local contributions (including local match, system major capital projects are currently underway, including performance, and long-term debt). the 7000 series railcar acquisition, construction of the Cinder Bed Road and Andrews Federal Center Bus Maintenance facilities, the Radio and Wireless Infrastructure project, and the construction of Silver Line
1-10 FY2018 Proposed Budget Chapter 1 - Introduction Executive Summary
The proposed staffing requirement for FY2018 is 12,032, consisting of 10,704 operating positions and 1,328 capital positions.
Budgeted Positions FY2015 ‐ FY2018
12,905 12,995 13,032 12,032
1,304 1,321 1,420 1,328 Capital
Operating 11,601 11,674 11,612 10,704
FY2015 FY2016 FY2017 FY2018
FY2018 Proposed Budget 1-11 Executive Summary Chapter 1 - Introduction
Summary of Funds by Source
FY2017 FY2018 (Dollars in Thousands) Approved Proposed
Operating Budget Passenger Fares & Parking $839.0 $751.5 State and Local Funds $900.5 $1,027.7 Business Revenues $47.0 $47.6 Other Sources $14.0 $11.2 Subtotal $1,800.7 $1,838.0
Capital Budget Federal Formula/Other Grants $317.3 $311.8 Federal Dedicated Funds (PRIIA) $172.0 $148.5 State and Local Funds / Metro 2025 Investment $394.8 $374.4 Other Sources $59.7 $124.2 Planned Long-Term Financing $58.3 $291.0 Subtotal $1,002.0 $1,250.0 Grand Total $2,802.7 $3,088.0
1 Includes Net Subsidy, Operating Reimbursables and contributions for FY2017 to FY2018 Debt Service 2 Includes Capital Reimbursables
Sources of Funds Other $183 Debt $291
State& Local Federal $460 $3.1B Total Funds $1,402
Fares & Parking $752
1-12 FY2018 Proposed Budget Chapter 1 - Introduction Executive Summary
Summary of Expenditures by Program
FY2017 FY2018 (Dollars in Thousands) Approved Proposed
Operating Budget Metrobus $653.3 $672.6 Metrorail $972.5 $992.8 MetroAccess $119.6 $120.6 Operating Reimbursable Projects $34.2 $30.8 Subtotal $1,779.5 $1,816.8 Debt Service $21.2 $21.2 Subtotal $1,800.7 $1,838.0
Capital Budget Capital Improvement Program $1002.0 $1,250.0
Subtotal $1,002.0 $1,250.0 Grand Total $2,802.7 $3,088.0
Uses of Funds
Operating $1,838
Capital $3.1B $1,250 Total
FY2018 Proposed Budget 1-13 Chapter 2 - Proposed Budget Summary
Chapter 2 - Proposed Budget Summary
Metrobus - Dupont Circle
FY2018 Proposed Budget 2-1 Chapter 2 - Proposed Budget Summary
Proposed FY2018 Budget
Metro’s proposed FY2018 budget totals $3.1 billion, $131.7 million in jurisdictional capital which includes the operating budget and debt service projects, including $118 million from the ($1.84 billion) and the capital budget ($1.25 billion). The Metropolitan Washington Airports Authority proposed funding is comprised of the following sources: (MWAA) for the Silver Line. Passenger fares and parking fees of $751.5 million Federal funding of $460.3 million, consisting of $148.5 million in Passenger Rail Investment and Improvement State and local funding of $1.825 billion, consisting of: Act (PRIIA) funding, $302.7 million in Federal Transit $997.0 million for jurisdictional operating subsidy Administration (FTA) formula grants, and $9.1 million (including debt service), in other federal grant sources, including Congestion $30.8 million for operating reimbursable projects, Mitigation and Air Quality (CMAQ), resiliency, and $374.4 million in state/local funding for the capital Department of Homeland Security (DHS) grants. program, including federal formula and Other funding, including advertising, joint PRIIA match, system performance funds, and development, fiber optic revenues, and other sources other state and local contributions, and totaling $64.9 million. $291 million of planned long term financing
Sources of Funds
Other $183 Debt $291
State&Local Federal $460 $3.1B Total Funds $1,402
Fares & Parking $752
2-2 FY2018 Proposed Budget Chapter 2 - Proposed Budget Summary Revenue and Ridership
Operating Revenue Passenger fares and parking fees of $751.5 million make up over 89 percent of the total Metro’s total operating revenue budget for FY2018 is revenue budget. $841.1 million. Due to declining ridership trends on both Non-passenger business revenues from advertising, joint bus and rail, as well as impact of service reductions and fare development and the fiber optic leases are estimated at increases, passenger revenue estimate of $751.5 million $47.6 million. Other miscellaneous revenues total $11.3 (including transit fares and parking fees) is $87.6 million million, including projected revenues from property and lower than the FY2017 budget. equipment sales. Operating reimbursable projects contribute $30.8 million to the proposed budget. Operating Revenue Variance to FY2017 Actual Actual Approved Proposed (Dollars in Millions) 2015 2016 2017 2018 $ Chg. % Chg. Passnger Fares $793.3 $744.0 $791.9 $709.3 ($82.6) -10.% Parking $46.5 $45.0 $47.1 $42.2 ($4.9) -10.% Advertising $22.4 $22.8 $23.5 $24.0 $0.5 2.% Joint Development $6.2 $11.1 $7.0 $8.0 $1.0 14.% Fiber Optics $15.4 $15.6 $16.5 $15.6 ($0.9) -5.% Other Nontransit Sources $23.3 $32.6 $14.0 $11.3 ($2.7) -19.% Reimbursables $31.9 $28.7 $34.2 $30.8 ($3.4) -10.% Total Revenue $939.0 $899.9 $934.2 $841.1 ($93.1) -10.%
1 Includes DC school subsidy and Anacostia Programs 2 Interest, employee parking, bicycle lockers, vending machines, Neutral Host, ATMs, antennas, car sharing, other. FY206 also includes one-time usage of $27 million of Transit Infrastructure Investment Fund (TIIF) revenue to support Metrorail operating expenses.
Ridership and Passenger Revenue The proposed FY2018 budget uses the current FY2017 FY2017 budget. These projections reflect a year-end forecast ridership as a baseline, modified for continuation of the lower ridership performance seen to external factors that affect passenger trip-making as well as date in FY2017 as well as the impacts of proposed service anticipated ridership impacts of proposed policy changes reductions and fare increases. MetroAccess ridership is regarding fare increases and service reductions. Total expected to remain essentially flat to the FY2017 budget as Metrorail ridership is projected at 177.1 million trips, a underlying growth is offset by joint programs with decline of 26.4 million or 13.0 percent compared to the Maryland and the District of Columbia to shift certain trips FY2017 budget. Total Metrobus ridership is projected at to less expensive alternative providers. 115.2 million, a decline of 15.0 percent compared to the .
Ridership by Service Actual Actual Budget Projected Variance to FY2017 (Trips in Thousands)1 2015 2016 2017 2018 # Chg. % Chg. Metrorail 206,396 191,348 203,500 177,105 (26,395) -13.0% Metrobus 132,902 127,432 135,600 115,230 (20,370) -15.0% MetroAccess 2,238 2,281 2,420 2,400 (20) -0.8% Total 341,536 321,061 341,520 294,735 (46,785) -13.7% 1 Metrorail ridership is based on linked trips; Metrobus ridership is based on unlinked trips; 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.
FY2017 projected revenue is modified from the FY2016 budget to account for changes in Metro’s ridership. forecast, particularly with respect to telecommuting and Similarly, projected revenues for FY2018 are based on the the emergence of alternative travel options. This has been current year-end FY2017 revenue forecast and adjusted for compounded in the last two to three years by service proposed fare increases. quality and reliability concerns. In the past, two of the best indicators for forecasting It has been three years since Metro’s most recent system- ridership trends have been population and employment wide fare increases were implemented in FY2015. Metro expectations for the District of Columbia. However, the would normally have considered fare changes for FY2017, changing trip-making behavior that has been evident in the in keeping with the Board’s policy of assessing fare post-recession environment has proven challenging to
FY2018 Proposed Budget 2-3 Revenue and Ridership Chapter 2 - Proposed Budget Summary changes on a biennial basis. But given ridership declines Beginning in the fall of 2014, gas prices dropped to levels and challenges with customer satisfaction, the FY2017 not seen since 2009-10 just after the financial crisis and budget included no broad-based fare increases. However, recession. As of late 2016, the national average price for given the budget gap that must be addressed in FY2018, regular gas has remained just slightly above $2.00 per Metro has proposed an operating budget that includes fare gallon. All else equal, lower gas prices make driving a increases and service reductions in addition to substantial more attractive option. employee headcount reductions, other operational There are a number of other market-based factors that efficiencies, and increases in jurisdictional contributions. adversely impact rail ridership. These include Metrorail telecommuting and alternative work schedules, which are heavily promoted by both private sector employers and Projected Metrorail passenger fare revenue for FY2018 federal departments and agencies (ridership on Mondays (including fares related to the DC Student Subsidy and Fridays in particular shows the impact of these program) is $539.6 million, a decrease of $81.4 million or policies), and shifts to other competing transportation 13.1 percent, below the FY2017 budget. Through the first options, including car-sharing. four months of FY2017, ridership on Metrorail has been On a positive note, the District of Columbia Student consistently lower than the same period of FY2016, and Subsidy program continues to have a positive impact on the FY2018 proposed budget reflects a projected Metrorail ridership and on Metro’s overall revenues. In the continuation of that trend. The projection also reflects the summer of 2015, the Council of the District of Columbia net revenue growth associated with a $0.10 increase in approved a new “Kids Ride Free on Rail” program to peak rail fares and a $0.25 increase in off-peak rail fares. complement the existing “Kids Ride Free on Bus” Reduced service reliability – with a program. Students can now make unlimited trips on concurrent drop in customer satisfaction – Metrorail (within the District of Columbia), and the has presented significant challenges for District of Columbia compensates Metro for the trips. Metro. Working cooperatively with District Department of The decline in ridership in FY2016 and FY2017 has been Transportation (DDOT) and District of Columbia Public due in large part to customer concerns over service quality Schools (DCPS), Metro continued this program for the and reliability, including a series of safety-related start of the 2016/2017 school year. This program is incidents. In addition, rail on-time performance, which expected to continue in FY2018. measures how evenly-spaced the trains are, has been consistently below target, impacting travel times and customer crowding. In order to address the reliability issues associated with track and structures, Metro initiated the SafeTrack program in June 2016. This has had a significant further negative impact on ridership as the sequential “surges” of intense maintenance and rehabilitation work have lengthened and interrupted travel across the region. However, even once Metro’s current service delivery challenges are overcome and passengers see Metrorail as a consistently reliable travel option, other external factors may continue to impact future growth. These include: Metrobus Federal employment in the region (both direct employees The Metrobus passenger revenue budget for FY2018 is and contractors) continues to stagnate. This decline is due $159.9 million, a decrease of $1.0 million or 0.6 percent, to a number of causes, including overall fiscal constraints, compared to the FY2017 budget. After declining in the an increasing number of retirements (as the Baby Boomer immediate aftermath of the 2009-2010 recession, generation reaches retirement age), and the drawdown of Metrobus ridership and revenue performance in the years military engagements abroad. Federal employees have following has been generally strong, as passengers have always been a key market segment for Metrorail, and the responded positively to the combination of low fares and economic impact of this lack of growth is seen in Metro’s high quality service (e.g., new bus fleet, improved ridership. reliability and on-time performance). Growth in demand for Metrobus has been particularly strong in certain corridors such as 14th Street, 16th Street, and Georgia
2-4 FY2018 Proposed Budget Chapter 2 - Proposed Budget Summary Revenue and Ridership
Avenue in the District of Columbia, where Metro has underlying growth offset by a shifting of trips to alternative added capacity and improved travel time. In addition, the partnership programs in Maryland and the District of Kids Ride Free program for District of Columbia students Columbia. MetroAccess forecasted passenger revenue for continues to be successful, with over 20,000 student rides FY2018 is $9.7 million. on an average weekday. As the population continues to age, and disability rates continue to rise, the utilization of MetroAccess is expected to grow.
However, bus ridership declined in the second half of FY2016 and has continued to trend downward in FY2017. This decline has a number of contributing causes: Approximately 60 percent of MetroAccess trips are Average bus speeds have steadily declined in recent provided in Montgomery and Prince George’s counties in years and continue to drop, which impacts the quality of Maryland, with another 14 percent of trips in the combined service. Many factors are contributing to this trend, Virginia jurisdictions, and the remaining 26 percent in the particularly increased traffic congestion, but there are District of Columbia. Trip volumes are relatively low in opportunities to improve the customer experience, Virginia due to the presence of alternative jurisdictional including investments in Traffic Signal Priority (TSP). service providers, and growth has been slowed recently in the District of Columbia as a result of the TransportDC Ridership is also trending downward at other bus program, which shifts certain eligible MetroAccess trips operations across the region, indicating a correlation to onto taxicabs. The AbilitiesRide program, which is broader socioeconomic conditions. Metro continues the projected to start in the spring of 2017, will shift additional work with partner jurisdictions to understand and trips onto alternative providers in Maryland. address the causes of these declines. Rail’s reliability and service challenges are spilling Parking over to bus. Morning bus-to-rail transfers are down and Total parking revenue for FY2018 is projected at $42.2 the heaviest losses have been concentrated at major million, a decline of $4.9 million compared to the transfer stations including Wiehle, New Carrollton, approved FY2017 level. Overall parking utilization to date Vienna, and Pentagon, indicating that bus is losing in FY2017 has declined to 65 percent in conjunction with some trips from commuters reacting to the challenges the declines seen in Metrorail ridership. In particular, on rail. parking along the Orange Line has shifted substantially as Despite the projected decline in bus ridership, total bus a result of the opening of the Silver Line and the addition revenue in FY2018 is expected to drop only slightly from of 2,300 spaces at the new parking facility at the Wiehle- the FY2017 approved level due to a proposed increase in Reston East station, which is not owned by Metro. the base bus fare from $1.75 to $2.00. Since Metro Notably, utilization has dropped at West Falls Church from continues to accept cash payment for bus boarding, an average of 97 percent prior to the opening of the Silver increases in $0.25 increments are preferred in order to Line to below 50 percent through the first four months of minimize cash handling/counting and also to reduce FY2017. potential added time as customers search for exact change. A $2.00 base bus fare is also well within the normal range New Fare Products for bus fares at peer transit agencies across the country. As part of Metro’s effort to better serve customers and encourage ridership, the MetroAccess budget includes changes to fare products in MetroAccess ridership is projected to hold steady in order to simplify offerings and encourage FY2018 as compared to the FY2017 forecast, with ridership.
FY2018 Proposed Budget 2-5 Revenue and Ridership Chapter 2 - Proposed Budget Summary
University Pass: Metro is working in cooperation with Customers can choose to extend their transit universities in the Washington region to offer the access by making their pass qualify for unlimited University Pass (or U-Pass) aimed at students. The bus trips in addition to Metrorail trips. University Pass offers unlimited riding privileges at The pass begins and ends on the first of every substantially discounted rates to full-time students at calendar month, and has an option to conveniently accredited colleges. auto-renew, allowing subscribers to no longer worry about having enough value on their cards and instead “set it and forget it”. Simplification of rail passes and expansion of combo rail/bus passes: While Metro’s 7-day unlimited bus pass is a popular product, the 1-day, 7-day, and 28-day rail passes are relatively under-utilized. Due to the success of the monthly SelectPass product, the 28-day rail pass is proposed to be eliminated. In order to improve the attractiveness of the 1-day pass for tourists and other visitors, the FY2018 budget proposes to add unlimited bus travel to the pass for no incremental charge. No changes are currently proposed for the 7-day rail passes, but staff continues to evaluate the usage of those University students represent an untapped partnership, products and may suggest elimination of one or both with 20 colleges and approximately 225,000 students in depending on the utilization of the new SelectPass. the region who can drive additional ridership and No net additional revenue from these products is revenue for Metro while reducing the need for parking included in the FY2018 budget. SelectPass is expected facilities on university campuses. The University Pass to be slightly revenue-positive overall, but its primary program requires 100 percent student participation, and impact (as demonstrated in the pilot phase) is to each student will receive a semester or annual pass that increase ridership, particularly during off-peak periods offers unlimited rides on Metrobus and Metrorail. The when there is unused capacity. As of December 2016, incremental ridership and revenue from the University the University Pass (U-Pass) has only been rolled out to Pass will vary depending on the particular campuses one university (American University); the that choose to participate, given their location and the implementation dates and expected revenues for transportation options available to students. additional schools joining the program are uncertain. SelectPass: Metro implemented a pilot for a new Finally, the simplification of pass products is expected SelectPass monthly product in the spring of 2016, and to make purchasing fare media easier for riders based on positive customer feedback and usage, the (especially visitors), but is not expected to materially pass is expected to be made permanent in December impact total revenue. 2016. Non-Passenger Revenue The new monthly pass gives customers unlimited access to the Metrorail system for Advertising one low price, paid as a monthly subscription, Total advertising revenue in FY2018 is projected at $24.0 allowing customers to use the Metro transit million, an increase of $0.5 million over the FY2017 network in ways built around today’s budget. A multi-year advertising contract commenced in lifestyles and travel patterns. FY2016, and the Board’s 2015 actions Subscribers are able to select a price point based approving an expansion of the advertising inventory on their normal commute trip, making this pass (including more digital advertising) and approving the customizable for each individual’s travel needs advertising of alcohol are projected to provide additional and budget – any trip with a fare equal to or less revenue growth. These policy actions, combined with than the normal commute trip is covered, and any organic growth, are expected to more than offset the loss of occasional longer trip just requires payment of the revenue associated with the Board’s enactment of a fare difference from stored value on the permanent ban on the sale SmarTrip® card.
2-6 FY2018 Proposed Budget Chapter 2 - Proposed Budget Summary Revenue and Ridership of issue-oriented advertising, which was about five percent revenues from new joint development leases or joint of annual advertising revenue. development property sales be allocated to the Capital Improvement Program (CIP). Fiber Optics The Metro Fiber Optic Program, initiated in September 1986, has allowed for the installation, operation, and maintenance of a fiber optic-based telecommunication network that utilizes excess capacity within the Metro right-of-way. Metro also receives a number of fibers for its own use as part of the compensation package. For FY2018, fiber optic revenue is projected at $15.6 million. Other Revenue Other revenue in the FY2018 budget includes vending Joint Development machines, ATM revenue, cellular telephone agreements, employee parking, bike locker fees, car sharing revenue, The FY2018 Joint Development revenues allocated to the and antenna revenue. These combined miscellaneous operating budget are $8.0 million. These revenues tend to revenue sources are expected to contribute $11.3 million to grow moderately over time as leases are negotiated. FY2018 non-passenger revenues, a decrease of $2.7 However, there is limited opportunity for increases in this million from the FY2017 budget revenue category since current Board policy dictates that .
FY2018 Proposed Budget 2-7 Revenue and Ridership Chapter 2 - Proposed Budget Summary
Operating Budget Revenues
Approved Proposed Actual Actual Budget Budget (Dollars in Thousands) FY2015 FY2016 FY2017 FY2018 Variance MetroBus Passenger $145,691 $141,053 $152,120 $145,350 ($6,770) Other Passenger 9,480 8,991 8,825 14,584 5,759 Parking 410---- Advertising 14,956 15,273 15,699 16,080 381 Joint Development ----- Fiber Optics ----- Other 5,586 748 3,080 5,639 2,559 Subtotal $176,123 $166,066 $179,724 $181,653 $1,929 MetroRail Passenger $626,965 $574,351 $612,800 $534,991 ($77,809) Other Passenger 2,090 10,425 8,218 4,631 (3,587) Parking 46,103 45,039 47,103 42,164 (4,939) Advertising 7,466 7,519 7,801 7,920 119 Joint Development 6,161 11,139 7,000 8,000 1,000 Fiber Optics 15,441 15,583 16,500 15,600 (900) Other 17,760 31,897 10,909 5,639 (5,270) Subtotal $721,986 $695,953 $710,330 $618,945 ($91,385) MetroAccess Passenger $9,045 $9,156 $9,972 $9,732 ($240) Other Passenger ----- Parking ----- Advertising ----- Joint Development ----- Fiber Optics ----- Other ----- Subtotal $9,045 $9,156 $9,972 $9,732 ($240) Reimbursables $31,871 $28,740 $34,197 $30,767 ($3,430) Subtotal $31,871 $28,740 $34,197 $30,767 ($3,430) Total Passenger $781,701 $724,560 $774,891 $690,073 ($84,818) Other Passenger 11,570 19,417 17,043 19,215 2,172 Parking 46,513 45,039 47,103 42,164 (4,939) Advertising 22,422 22,792 23,500 24,000 500 Joint Development 6,161 11,139 7,000 8,000 1,000 Fiber Optics 15,441 15,583 16,500 15,600 (900) Other 23,347 32,645 13,989 11.278 (2,711) Reimbursables $31,871 $28,740 $34,197 $30,767 ($3,430) Grand Total $939,025 $899,916 $934,223 $841,097 ($93,126)
2-8 FY2018 Proposed Budget Chapter 2 - Proposed Budget Summary Operating Subsidy
FY2018 Proposed Operating Subsidy The FY2018 proposed jurisdictional operating funding is $996.9 million – $130.4 million more than the FY2017 budget. This includes: FY2018 net operating subsidy for Metrobus, Metrorail, and MetroAccess of $975.7 million, an increase of $130.4 million or 15.4 percent over FY2017, primarily as a result of ridership and revenue decline, expense growth and reductions for eligible preventive maintenance (PM) expenses with FTA grants in the capital budget. Debt service payments of $21.2 million, approximately the same as FY2017 . Jurisdictional Operating Subsidy Actual Actual Approved Proposed (Dollars in Millions) 2015 2016 2017 2018 $ Variance % Change Net Subsidy 778.1 845.3 845.3 975.7 130.4 15.4% Debt Service 21.2 21.2 21.2 21.2 0.0 0.0% Prior Year Surpluses -20.0 0 0 0 0.0 0.0% Total Subsidy 779.3 866.5 866.5 996.9 130.4 15.0%
FY2018 Proposed Budget 2-9 Chapter 2 - Proposed Budget Summary Operating Subsidy 0.3% 0.3% $84,411 $38,368 $52,943 $2,611,902 $1,536,796 $2,664,845 City of Falls Church Falls 1 3.3 % 14.2% 6,110,290 — $1,265,260 Fairfax County $59,345,651 $13,428,669 $138,582,819 $138,582,819 0.1% 0.2% $60,408 $647,112 $306,669 $2,179,255 $2,179,255 City of Fairfax 6.5 % 7.0% 6,497 $647,112 $65,455,941 $1,536,796 $186,710 $831,804 County $30,724,476 $68,439,499 $68,439,499 Arlington ———— 4.0% 4.2 % $293,205 $832,387 City of $18,758,739 $39,501,370 $39,501,370 Alexandria 1 9.2 % 20.7% $1,461,533 Prince County $72,245,783 $47,603,808 George's $201,768,722 $207,274,857 1 4.3 % 16.7% FY 2018 Proposed Budget 2018 Proposed FY $3,202,953 County $61,630,351 $22,253,121 $163,094,231 $168,039,164 Montgomery Summary of State and Local Operating Requirements 42.1 % 36.9% $688,421 $25,559,865 Columbia District of of District $182,478,888 $359,562,244 $370,235,676 100.0% 100.0% 100.0% 23.0% 20.1% 42.9% 0.8% 0.8% 0.3% 12.1% 0.1% 100.0% 34.1% 18.8% 16.1% 4.8% 9.6% 0.3% 16.0% 0.3% Total $7,196,860 $21,177,444 $10,673,432 $4,944,933 $5,506,136 $63,583,462 $24,123,952 $8,753,388 $21,785,639 $1,838,172 $972,021 — $ $21,177,444 $10,673,432 $4,944,933 $5,506,136 $0 $0 $0 $0 $52,943 $110,900,733 $25,559,865 $22,253,121 $47,603,808 $832,387 $831,804 $3 06,669 $13,428,669 $84,411 $110,900,733 $366,691,189 $126,711,117 $67,254,418 $58,671,958 $17,778,866 $35,724,488 $1,165,066 $58,432,950 $952,326 $427,367,797 $975,740,041 $996,917,485 $490,951,260 $206,602,841 $70,383,739 $94,031,423 $20,596,911 $31,69 $373,888,048 $127,399,538 $70,457,371 $60,133,491 $18,072,072 $35,911,198 $1,225,474 $59,698,210 $990,695 erating Subsidy perating Funding ating Subsidy Base Allocation Base Percent of Total Percent of Regional Bus Subsidy Total Percent of Max Fare Subsidy Metro Matters Debt Service Debt Matters Metro Non-Regional Bus Subsidy Percent of Total Percent of Metrorail Oper Metrorail Debt Service Subtotal MetroAccess Operating Subsidy Operating MetroAccess Net Operating Subsidy Total Percent of Jurisdictional O Subtotal Subtotal Metrobus OperatingMetrobus Subsidy Total Debt Service MetroAccess Op MetroAccess
2-10 FY2018 Proposed Budget Chapter 2 - Proposed Budget Summary Capital Funding
FY2018 Proposed Capital Funding State and local contributions (for matching of federal grants and for system performance funds) of $3.42 Metro’s FY2018-2023 Capital Improvement Program billion (CIP) financial plan relies on a forecasted investment of Planned long-term financing during the period $7.3 billion from the federal government, state and local totaling $1 billion government partners, planned long-term financing and other sources. Within the $7.3 billion six-year plan, Metro Other resources, including MWAA funding, is projecting: jurisdictional projects, and other miscellaneous funding sources, totaling $308 million. $2.76 billion from federal grant funding Additional information about capital funding sources is included in Chapter 4 - FY2018 Proposed Capital Budget. i FY2018-2023 Proposed Capital Improvement Program
FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 6 Year (Dollars in Millions) Plan Plan Plan Plan Plan Plan Total Federal Federal Formula Programs $302.7 $302.7 $302.7 $302.7 $302.7 $302.7 $1,816.0 Federal PRIIA 148.5 148.5 148.5 148.5 148.5 148.5 891.0 Other Federal Grants 9.1 9.5 7.2 7.8 8.0 8.3 49.9 Subtotal Federal 460.3 460.7 458.4 458.9 459.2 459.5 2,756.9 Match to Federal Formula 75.9 76.3 76.0 77.4 75.8 75.9 457.2 System Performance 135.0 344.8 420.7 419.0 296.0 269.8 1,885.2 Match to Resiliency Grant 148.5 148.5 148.5 148.5 148.5 148.5 891.0 Other State and Local 15.0 4.5 3.9 4.0 4.1 4.2 35.7
Subtotal State and Local 374.6 573.8 694.1 647.6 524.6 495.8 3,268.2 MWAA 118.2 33.2 32.2 69.2 35.2 5 293.0 Other 6.0 8.0 1.0 0.0 0.0 0.0 15.0 Long-Term Financing 441.0 222.3 212.3 124.4 0.0 0.0 1000.0 Total $1,400.0 $1,298.0 $1,353.0 $1,300.0 $1,019.0 $963.0 $7,333.0
FY2018 Proposed Budget 2-11 Chapter 3 - Operating Budget Detail
Chapter 3 - Operating Budget Detail
Twinbrook Metro Station
FY2018 Proposed Budget 3-1 Authority Wide Chapter 3 - Operating Budget Detail
Introduction The Operating Budget funds costs associated with Metrobus, Metrorail, MetroAccess and operating reimbursable projects. In total the proposed operating budget is $1.82 billion, a 2 percent increase from the FY2017 budget. Sources of Funds The largest source of funding is from the net local subsidy of $975.7 million or 53.7 percent of total expenses. The second largest source of funding comes from passenger fare revenue at $709.3 million or 39.0 percent, from Metrobus, Metrorail and MetroAccess. The remaining $131.8 million comes from parking, reimbursable projects, advertising, fiber optic leases and other revenues.
Source of Funds Advertising $24.0 Parking $42.2 Passenger Other $709.3 $34.9
$1,816.8M TOTAL
Reimbursables $30.8 Net Subsidy $975.7
FY2015-FY2018 Over the period from FY2015 to FY2018, passenger fares have remained the primary source of operating revenue. Net local subsidy increased by $90.6 million or 12.5 percent from FY2015 to FY2016 and increases by $130.4 million or 15.4 percent from FY2017 to FY2018.
1,200,000 Sources of Funds 1,000,000 Dollars in Thousands
800,000
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0 Passenger Parking Advertising Other Net Subsidy Reimbursables
Actual 2015 Actual 2016 Approved 2017 Proposed 2018
3-2 FY2018 Proposed Budget Chapter 3 - Operating Budget Detail Authority Wide
Uses of Funds The largest operating budget expenditure category is Personnel at $1.3 billion or 70.9 percent, followed by Services, with expenses totaling $290.1 million or 16 percent.
Use of Funds Services Fuel (Gas/Diesel/CNG) $290.1 $31.8 Materials & Supplies Utilities & Propulsion $122.5 $82.3
$1,816.8M TOTAL
Personnel $1,288.6 FY2015-FY2018 FY2018 operating personnel costs are $1.3 billion, a decrease of $26.5 million or 2.0 percent over FY2017. This decrease is primarily driven by the elimination of 500 positions that were redundant or non-essential to Metro’s core business function of delivering rail, bus, and paratransit services to customers. The reduction also accounts for the elimination of an additional 200 positions through improved efficiencies and 300 positions as a result of proposed rail and bus service reductions. Fringe benefits are $419 million and are unchanged from last year. Increases in health and pension plans were offset by fringe savings associated with position reductions, particularly payroll taxes, and employer cost savings associated with changes in non-represented employee health care plans. The decrease is offset by FTA required safety corrective actions, fiscal impacts associated with contractually obligated collective bargaining agreements and a decrease in the amount of FTA grant funding of preventive maintenance expenses FY2018 service expenses for the operating budget are $290.1 million, an increase of $48.4 million, or 20.0 percent over FY2017. This increase is due primarily to safety and reliability improvements, contract cost inflation, paratransit costs, NTSB/FTA and audit/financial compliance requirements and new facility maintenance costs.
1,400,000 Use of Funds 1,200,000 Dollars in Thousands 1,000,000
800,000
600,000
400,000
200,000
0 Personnel Services Materials & Fuel Utilities & Other Supplies (Gas/Diesel/CNG) Propulsion
Actual 2015 Actual 2016 Approved 2017 Proposed 2018
FY2018 Proposed Budget 3-3 Authority Wide Chapter 3 - Operating Budget Detail
Operating Budget Revenue and Expenses
Actual Actual Budget Proposed (Dollars in Thousands) FY2015 FY2016 FY2017 FY2018 Variance Revenues Passenger $781,701 $724,560 $774,891 $690,073 ($84,818) Other Passenger 11,570 19,417 17,043 19,215 2,172 Parking 46,513 45,039 47,103 42,164 (4,939) Advertising 22,422 22,792 23,500 24,000 500 Joint Development 6,161 11,139 7,000 8,000 1,000 Fiber Optics 15,441 15,583 16,500 15,600 (900) Other 23,323 32,568 13,989 11,278 (2,711) Interest 2477000 Reimbursables 31,871 28,740 34,197 30,767 (3,430) Total Revenues $939,025 $899,916 $934,223 $841,097 ($93,126) Expenses Personnel $1,219,697 $1,273,797 $1,315,144 $1,288,644 ($26,500) Services 204,230 221,052 241,772 290,141 48,368 Materials & Supplies 104,860 110,671 87,027 122,529 35,502 Fuel (Gas/Diesel/CNG) 39,372 26,904 39,227 31,758 (7,469) Utilities & Propulsion 87,334 82,975 90,924 82,324 (8,600) Casualty & Liability 28,332 19,009 34,895 28,560 (6,336) Leases & Rentals 6,183 6,244 6,725 8,329 1,604 Miscellaneous 3,080 3,877 6,829 5,046 (1,784) Capital Allocation 0 0 (43,000) (40,493) 2,507 Total Expenses $1,693,087 $1,744,529 $1,779,545 $1,816,837 $37,292 Gross Subsidy $754,062 $844,596 $845,321 $975,740 $130,419 Preventive Maintenance (30,700) (30,700) 0 0 0 Net Subsidy $723,362 $813,896 $845,321 $975,740 $130,419 Cost Recovery Ratio 55.5% 51.6% 52.5% 46.3% -4.6%
3-4 FY2018 Proposed Budget Chapter 3 - Operating Budget Detail Authority Wide
Operating Expense Budget Authority Wide Actual Actual Budget Proposed (Dollars in Thousands) 2015 2016 2017 2018 $ Variance % Change Salaries & Wages $739,948 $785,161 $854,088 $814,297 ($39,791) -5% Full-Time Salaries $253,743 $276,059 $323,764 $299,957 ($23,807) Operator/StaMgr Wages 243,419 256,459 251,440 248,309 (3,131) Full-Time Wages 242,787 252,643 278,884 266,031 (12,852) Lapse 00($35,327) ($25,992) $9,335 -26% Salary Lapse 0 0 (25,087) (18,470) 6,616 Wage Lapse 0 0 (10,240) (7,116) 3,124 Operator Wage Lapse 0 0 0 (359) 0 Station Manager Wage Lapse 0 0 0 (47) 0 Overtime $70,417 $81,138 $77,431 $81,366 $3,935 5% Overtime Salaries 12,542 16,433 13,959 17,515 3,556 Operator/Sta Mgr Overtime 41,199 41,259 41,439 40,628 (811) Overtime Wages 16,677 23,445 22,033 23,222 1,190 Total Salaries and Wages $810,366 $866,298 $896,192 $869,671 ($26,521) -3% Fringes $409,331 $407,499 $418,952 $418,973 $21 0% Total Personnel Cost $1,219,697 $1,273,797 $1,315,144 $1,288,644 ($26,500) -2% Services $204,230 $221,052 $241,772 $290,141 $48,368 20% Management Fee 143 209 428 433 5 Professional & Technical 21,545 30,436 44,088 62,374 18,286 Temporary Help 3,286 2,852 3,324 2,274 (1,051) Contract Maintenance 56,181 61,494 69,066 81,102 12,036 Custodial Services 46 5 85 2,345 2,260 Paratransit 92,826 98,486 92,704 98,520 5,816 Services - Other 30,204 27,571 32,078 43,095 11,016 Materials & Supplies $104,860 $110,671 $87,027 $122,529 $35,502 41% Fuels and Lubricants 2,241 2,373 2,541 2,880 339 Tires 5,821 6,068 5,886 6,034 149 Materials & Supplies - Other 96,798 102,230 78,600 113,615 35,014 Fuel (Gas/Diesel/CNG) $39,372 $26,904 $39,227 $31,758 ($7,469) -19% Diesel Fuel 28,081 18,384 24,034 21,451 (2,583) Gasoline 9,844 6,901 12,061 7,673 (4,388) Clean Natural Gas 1,447 1,619 3,133 2,634 (498) Utilities & Propulsion $87,334 $82,975 $90,924 $82,324 ($8,600) -9% Electricity 27,574 25,383 29,643 28,843 (800) Propulsion 51,305 49,363 50,850 42,597 (8,254) Utilities - Other 8,454 8,229 10,431 10,885 454 Casualty & Liability $28,332 $19,009 $34,895 $28,560 ($6,336) -18% Insurance 15,243 12,959 22,347 16,000 (6,347) Claims 13,089 6,050 12,548 12,560 11 Leases $6,183 $6,244 $6,725 $8,329 $1,604 24% Property 2,021 2,072 2,239 2,255 16 Equipment 4,162 4,172 4,485 6,074 1,589 Miscellaneous $3,080 $3,877 ($36,171) ($35,447) $723 -2% Dues and Subscriptions 381 411 514 594 80 Conferences and Meetings 99 108 335 209 (126) Business Travel/Public Hearings 764 708 415 513 98 Interview & Relocatoin 1,077 617 1,752 1,109 (643) Tolls 03030 Advertising 2,702 1,995 2,796 3,149 353 Other 730 2,648 2,425 1,368 (1,057) Reimbursments (2,673) (2,615) (1,408) (1,900) (492) Capital Allocation 0 0 (43,000) (40,493) 2,507 Total Non-Personnel Cost $473,391 $470,732 $464,400 $528,193 $63,793 14% Total Cost $1,693,087 $1,744,529 $1,779,545 $1,816,837 $37,292 2%
FY2018 Proposed Budget 3-5 Authority Wide Chapter 3 - Operating Budget Detail
Operating Expense Budget Authority Wide Proposed Budget BUS RAIL ACCESS Reimbursables (Dollars in Thousands) FY2018 FY2018 FY2018 FY2018 FY2018 Salaries & Wages $814,297 $336,806 $467,057 $6,267 $4,167 Full-Time Salaries $299,957 $102,213 $187,984 $5,845 $3,915 Operator/StaMgr Wages 248,309 157,315 90,993 0 0 Full-Time Wages 266,031 77,278 188,080 422 252 Lapse ($25,992) ($6,587) ($19,031) ($114) ($260) Salary Lapse (18,470) (5,191) (12,912) (107) (260) Wage Lapse (7,116) (1,279) (5,830) (7) 0 Operator Wage Lapse (359) (117) (242) 0 0 Station Manager Wage Lapse (47) 0 (47) 0 0 Overtime $81,366 $33,469 $46,856 $43 $999 Overtime Salaries 17,515 2,027 15,206 34 249 Operator/Sta Mgr Overtime 40,628 24,678 15,950 0 0 Overtime Wages 23,222 6,764 15,699 9 750 Total Salaries and Wages $869,671 $363,688 $494,882 $6,195 $4,906 Fringes $418,973 $173,562 $240,684 $2,847 $1,880 Total Personnel Cost $1,288,644 $537,250 $735,566 $9,042 $6,786 Services $290,141 $60,538 $103,448 $104,498 $21,657 Management Fee 433 0 433 0 0 Professional & Technical 62,374 19,848 38,689 3,837 0 Temporary Help 2,274 882 1,348 43 0 Contract Maintenance 81,102 21,840 37,408 486 21,367 Custodial Services 2,345 2,342 4 0 0 Paratransit 98,520 0 0 98,520 0 Services - Other 43,095 15,626 25,567 1,612 290 Materials & Supplies $122,529 $37,861 $83,790 $701 $177 Fuels and Lubricants 2,880 2,085 795 0 0 Tires 6,034 5,761 273 0 0 Materials & Supplies - Other 113,615 30,015 82,721 701 177 Fuel (Gas/Diesel/CNG) $31,758 $22,464 $2,075 $5,113 $2,105 Diesel Fuel 21,451 19,329 377 0 1,745 Gasoline 7,673 861 1,698 5,113 0 Clean Natural Gas 2,634 2,274 0 0 360 Utilities & Propulsion $82,324 $15,425 $66,330 $569 $0 Electricity 28,843 11,328 17,102 412 0 Propulsion 42,597 0 42,597 0 0 Utilities - Other 10,885 4,097 6,632 157 0 Casualty & Liability $28,560 $11,081 $16,936 $543 $0 Insurance 16,000 6,208 9,488 304 0 Claims 12,560 4,873 7,448 239 0 Leases $8,329 $2,255 $5,196 $878 $0 Property 2,255 238 1,246 772 0 Equipment 6,074 2,017 3,951 106 0 Miscellaneous ($35,447) ($14,270) ($20,507) ($712) $42 Dues and Subscriptions 594 223 359 13 0 Conferences and Meetings 209 57 145 7 0 Business Travel/Public Hearings 513 152 340 21 0 Interview & Relocatoin 1,109 401 688 20 0 Tolls 30300 Advertising 3,149 1,304 1,841 5 0 Other 1,368 408 900 18 42 Reimbursments (1,900) (1,104) (771) (25) 0 Capital Allocation (40,493) (15,711) (24,012) (769) 0 Total Non-Personnel Cost $528,193 $135,354 $257,268 $111,590 $23,981 Total Cost $1,816,837 $672,604 $992,833 $120,633 $30,767
3-6 FY2018 Proposed Budget Chapter 3 - Operating Budget Detail Metrobus
Operating Budget by Mode: Metrobus
Sources of Funds
Metrobus sources of funds consist of system revenue (primarily passenger fares and advertising) and subsidy from Metro’s jurisdictional partners. Total Metrobus revenue in FY2018 is projected at $181.7 million. The largest revenue source is passenger revenues, which includes fares and passes, estimated at $159.9 million. The decline in passenger revenue from the FY2017 budget is a result of the FY2018 ridership forecast, which is 20.4 million trips less than the FY2017 budgeted levels. This projected decline accounts for the rightsizing of bus services through proposed service changes, losses in ridership and proposed fare increases. Advertising revenue attributed to Metrobus is projected to generate $16.1 million. This amount is slightly higher than the FY2017 budget of $15.7 million. Other revenue, which includes rental revenue, third-party reimbursements, and other miscellaneous sources, will contribute $5.6 million in FY2018.
Source of Funds Passenger $159.9 Other Advertising $5.6 $16.1
$672.6M TOTAL
Net Subsidy $491.0 FY2015 - FY2018 Net local subsidy for Metrobus is budgeted to grow by $17.4 million or 3.7 percent $491 million from FY2017 to FY2018.
600,000 Sources of Funds 500,000 Dollars in Thousands
400,000
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0 Passenger Parking Advertising Other Net Subsidy
Actual 2015 Actual 2016 Approved 2017 Proposed 2018
FY2018 Proposed Budget 3-7 Metrobus Chapter 3 - Operating Budget Detail
Uses of Funds
Total personnel expenses make up the largest portion of the Metrobus budget. For FY2018, personnel cost is estimated at $537.3 million or 79.9 percent of the Metrobus budget, which represents an increase of $8.2 million over the FY2017 budget. This increase is due to preventive maintenance costs shifted from FTA grants to the operating budget. The increase is partially offset by management reductions for efficiencies and redundancies and proposed bus service changes. Services are budgeted at $60.5 million, which is $15.8 million greater than the FY2017 budget. The increase reflects projected inflation associated with contract maintenance costs, as well as increases associated with safety and reliability service improvements and compliance requirements. Materials and Supplies are budgeted at $37.9 million, which is $0.4 million greater than the FY2017 budget. Energy costs, which include diesel, Clean Natural Gas (CNG), gasoline, and utilities, are budgeted at $37.9 million. This amount is $3.4 million lower than the FY2017 budget primarily due to lower fuel costs. Other expenses for Metrobus total a credit of $0.9 million in FY2018. This represents a decrease of $1.7 million compared to the FY2017 budget primarily due to the reduction in casualty and liability.
Services Use of Funds $60.5 Fuel (Gas/Diesel/CNG) Utilities & Propulsion $22.5 $15.4 Materials & Supplies $37.9
$672.6M TOTAL
Personnel $537.3
3-8 FY2018 Proposed Budget Chapter 3 - Operating Budget Detail Metrobus
FY2015 - FY2018
Personnel expenses grew by $12.2 million or 2.6 percent from FY2015 to FY2016 and are projected to grow by $8.2 million or 1.6 percent from FY2017 to FY2018. The increase is primarily due to an increase from the shift of preventive maintenance expenses from FTA grants to the operating budget offset by workforce reductions associated with redundancies, efficiencies and proposed service reductions. Services increased by $6.0 million or 21.3 percent from FY2015 to FY2016 and are projected to increase by $15.8 million or 35.3 percent from FY2017 to FY2018. Materials and Supplies decreased by $0.1million or 0.3 percent from FY2015 to FY2016 and are projected to increase by $0.4 million or 1.2 percent from FY2017 to FY2018. Energy costs decreased by $10.2 million or 34.0 percent from FY2015 to FY2016 and are projected to decrease by $3.5 million or 13.4 percent from FY2017 to FY2018 primarily due to lower fuel costs. Other expenses decreased by $1.7 million from FY2017 to FY2018 primarily due to projected casualty and liability insurance savings resulting from decreases to expected settlement payments.
600,000 Use of Funds 500,000 Dollars in Thousands
400,000
300,000
200,000
100,000
0 Personnel Services Materials & Fuel Utilities & Other Supplies (Gas/Diesel/CNG) Propulsion
Actual 2015 Actual 2016 Approved 2017 Proposed 2018
FY2018 Proposed Budget 3-9 Metrobus Chapter 3 - Operating Budget Detail
Metrobus Revenue and Expenses Actual Actual Budget Proposed (Dollars in Thousands) FY2015 FY2016 FY2017 FY2018 Variance Revenues Passenger $145,691 $141,053 $152,120 $145,350 ($6,770) Other Passenger 9,480 8,991 8,825 14,584 5,759 Parking 4100000 Advertising 14,956 15,273 15,699 16,080 381 Joint Development 00000 Fiber Optics 00000 Other 5,569 681 3,080 5,639 2,559 Interest 1767000 Reimbursables 00000 Total Revenues $176,123 $166,066 $179,724 $181,653 $1,929 Expenses Personnel $475,746 $487,937 $529,015 $537,250 $8,235 Services 28,009 33,970 44,734 60,538 15,804 Materials & Supplies 28,169 28,096 37,429 37,861 432 Fuel (Gas/Diesel/CNG) 29,813 19,662 25,927 22,464 (3,462) Utilities & Propulsion 7,773 5,757 15,361 15,425 64 Casualty & Liability 10,855 7,368 13,547 11,081 (2,466) Leases & Rentals 1,262 1,502 2,045 2,255 210 Miscellaneous 773 693 1,907 1,441 (466) Capital Allocation 0 0 (16,684) (15,711) 973 Total Expenses $582,399 $584,985 $653,281 $672,604 $19,323 Gross Subsidy $406,276 $418,919 $473,556 $490,951 $17,395 Preventive Maintenance (10,438) (10,438) 0 0 0 Net Subsidy $395,838 $408,481 $473,556 $490,951 $17,395 Cost Recovery Ratio 30.2% 28.4% 27.5% 27.0% -0.5%
3-10 FY2018 Proposed Budget Chapter 3 - Operating Budget Detail Metrobus
Metrobus Operating Expense Budget Actual Actual Budget Proposed (Dollars in Thousands) 2015 2016 2017 2018 $ Variance % Change Salaries & Wages $282,585 $299,668 $335,179 $336,806 $1,627 0% Full-Time Salaries $69,507 $74,559 $108,773 $102,213 ($6,560) Operator/StaMgr Wages 159,768 165,409 151,291 157,315 6,024 Full-Time Wages 53,309 59,700 75,115 77,278 2,163 Lapse 00($10,192) ($6,587) $3,605 -35% Salary Lapse 0 0 (8,226) (5,191) 3,035 Wage Lapse 0 0 (1,966) (1,279) 687 Operator Wage Lapse 0 0 0 (117) 0 Overtime $31,007 $31,466 $35,504 $33,469 ($2,035) -6% Overtime Salaries 1,546 1,620 1,918 2,027 109 Operator/Sta Mgr Overtime 24,627 24,795 26,157 24,678 (1,479) Overtime Wages 4,833 5,051 7,429 6,764 (665) Total Salaries and Wages $313,591 $331,134 $360,491 $363,688 $3,197 1% Fringes $162,155 $156,803 $168,525 $173,562 $5,037 3% Total Personnel Cost $475,746 $487,937 $529,015 $537,250 $8,235 2% Services $28,009 $33,970 $44,734 $60,538 $15,804 35% Management Fee 022000 Professional & Technical 6,991 9,265 12,536 19,848 7,312 Temporary Help 382 500 1,274 882 (392) Contract Maintenance 16,715 19,260 19,029 21,840 2,812 Custodial Services 46 4 85 2,342 2,257 Paratransit 2956000 Services - Other 3,848 4,864 11,812 15,626 3,814 Materials & Supplies $28,169 $28,096 $37,429 $37,861 $432 1% Fuels and Lubricants 1,546 1,609 1,794 2,085 291 Tires 5,695 5,970 5,585 5,761 176 Materials & Supplies - Other 20,927 20,516 30,050 30,015 (35) Fuel (Gas/Diesel/CNG) $29,813 $19,662 $25,927 $22,464 ($3,462) -13% Diesel Fuel 27,046 17,596 21,677 19,329 (2,347) Gasoline 1,320 447 1,477 861 (616) Clean Natural Gas 1,447 1,619 2,773 2,274 (498) Utilities & Propulsion $7,773 $5,757 $15,361 $15,425 $64 0% Electricity 4,065 3,532 11,501 11,328 (173) Propulsion 1,1339000 Utilities - Other 2,576 2,216 3,860 4,097 237 Casualty & Liability $10,855 $7,368 $13,547 $11,081 ($2,466) -18% Insurance 5,840 5,023 8,678 6,208 (2,470) Claims 5,015 2,345 4,869 4,873 4 Leases $1,262 $1,502 $2,045 $2,255 $210 10% Property 380 449 575 238 (337) Equipment 882 1,054 1,470 2,017 547 Miscellaneous $773 $693 ($14,777) ($14,270) $507 -3% Dues and Subscriptions 146 163 196 223 27 Conferences and Meetings 36 39 111 57 (54) Business Travel/Public Hearings 74 74 122 152 30 Interview & Relocatoin 409 239 681 401 (279) Advertising 1,640 1,642 1,073 1,304 231 Other 59 217 317 408 91 Reimbursments (1,590) (1,680) (593) (1,104) (511) Capital Allocation 0 0 (16,684) (15,711) 973 Total Non-Personnel Cost $106,653 $97,048 $124,265 $135,354 $11,089 9% Total Cost $582,399 $584,985 $653,281 $672,604 $19,323 3%
FY2018 Proposed Budget 3-11 Metrorail Chapter 3 - Operating Budget Detail
Operating Budget by Mode: Metrorail
Sources of Funds Total Metrorail revenue in FY2018 is projected at $618.9 million. Metrorail revenues include both system revenue (primarily passenger fares and parking fees, as well as advertising and lease revenues) and subsidy from Metro’s jurisdictional partners. Passenger revenues, including fares and passes, are projected at $539.6 million. This represents a decrease of $81.4 million from the FY2017 budget. The decrease in passenger revenues is tied to a projected ridership reduction of 26.4 million passenger trips, due to the impacts of the proposed service reductions, proposed fare increases, and continued track maintenance. Parking revenue at Metrorail garages will contribute $42.2 million in revenue. This amount is $4.9 million lower than the FY2017 budget due to declining utilization. Advertising revenue attributed to Metrorail is projected to generate $7.9 million in FY2018. This amount is $0.1 million higher than the FY2017 budget. Other Revenue, which includes Joint Development, Fiber Optics, and other miscellaneous revenue sources, is projected to contribute $29.2 million in FY2018.
Source of Funds Advertising $7.9 Parking Net Subsidy $42.2 $373.9
$992.8M TOTAL
Other $29.2
Passenger $539.6
FY2015 - FY2018 Metrorail passenger fare revenue, the main source of revenue, is projected at $539.6 million in FY2018. The projected net local subsidy for FY2018 is $373.8 million, a increase of $111.7 million from the FY2017 budget.
700,000 Sources of Funds 600,000 Dollars in Thousands 500,000
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0 Passenger Parking Advertising Other Net Subsidy
Actual 2015 Actual 2016 Approved 2017 Proposed 2018
3-12 FY2018 Proposed Budget Chapter 3 - Operating Budget Detail Metrorail
Uses of Funds
Total personnel expenses make up the largest portion of the Metrorail budget for FY2018, Personnel costs are estimated at $735.6 million, or 74.1 percent of the Metrorail budget, which represents a decrease of $32.1 million from the FY2017 budget. This decrease is due mostly to the reductions in workforce through management actions and proposed service reductions. The decrease is partially offset by contractually obligated wage increases. Services are budgeted at $103.4 million, which is $28.1 million higher than the FY2017 budget. The increases are due to various services that will support the track preventive maintenance activities. Materials and Supplies are budgeted at $83.8 million, which is $34.8 million higher than the FY2017 budget. This increase is primarily driven by the preventive railcar maintenance and rehabilitation. Energy costs which include fuel, propulsion, and utilities are budgeted at $68.4 million. This amount is $9.8 million lower than the FY2017 budget. This decrease is a result of proposed service reductions. Other expenses proposed for Metrorail total $1.6 million, a decrease of $0.6 million from the FY2017 budget.
Services Use of Funds $103.4 Utilities & Propulsion Fuel (Gas/Diesel/CNG) $66.3 $2.1 Materials & Supplies $83.8
$992.8M TOTAL
Personnel $735.6 FY2015 - FY2018 Personnel costs increased $41.6 million or 5.7 percent from FY2015 to FY2016 and are projected to decrease by $32.1 million or 4.2 percent from FY2017 to FY2018, primarily as a result of workforce reductions. Services increased slightly from FY2014 to FY2015 to $4.5 million or 7.1 percent and are projected to increase $28.1 million or 37.3 percent from FY2017 to FY2018. Material and Supplies increased $7.3 million or 10.3 percent, from FY2015 to FY2016 and are projected to increase $34.8 million or 71.1 percent from FY2017 to FY2018.
900,000 800,000 Use of Funds Dollars in Thousands 700,000 600,000 500,000 400,000 300,000 200,000 100,000 0 Personnel Services Materials & Fuel Utilities & Other Supplies (Gas/Diesel/CNG) Propulsion
Actual 2015 Actual 2016 Approved 2017 Proposed 2018
FY2018 Proposed Budget 3-13 Metrorail Chapter 3 - Operating Budget Detail
Metrorail Revenue and Expenses
Actual Actual Budget Proposed (Dollars in Thousands) FY2015 FY2016 FY2017 FY2018 Variance Revenues Passenger $626,965 $574,351 $612,800 $534,991 ($77,809) Other Passenger 2,090 10,425 8,218 4,631 (3,587) Parking 46,103 45,039 47,103 42,164 (4,939) Advertising 7,466 7,519 7,801 7,920 119 Joint Development 6,161 11,139 7,000 8,000 1,000 Fiber Optics 15,441 15,583 16,500 15,600 (900) Other 17,754 31,887 10,909 5,639 (5,270) Interest 610000 Reimbursables 00000 Total Revenues $721,986 $695,953 $710,330 $618,945 ($91,385) Expenses Personnel $727,798 $770,964 $767,668 $735,566 ($32,102) Services 63,178 67,599 75,346 103,448 28,102 Materials & Supplies 70,535 77,819 48,978 83,790 34,812 Fuel (Gas/Diesel/CNG) 1,703 1,514 3,449 2,075 (1,374) Utilities & Propulsion 79,487 77,088 74,800 66,330 (8,469) Casualty & Liability 16,926 11,288 20,682 16,936 (3,746) Leases & Rentals 4,151 3,943 3,838 5,196 1,358 Miscellaneous 1,615 2,663 3,242 3,505 263 Capital Allocation 0 0 (25,499) (24,012) 1,487 Total Expenses $965,392 $1,012,878 $972,504 $992,833 $20,330 Gross Subsidy $243,406 $316,925 $262,173 $373,888 $111,715 Preventive Maintenance (20,262) (20,262) 0 0 0 Net Subsidy $223,144 $296,663 $262,173 $373,888 $111,715 Cost Recovery Ratio 74.8% 68.7% 73.0% 62.3% -10.7%
3-14 FY2018 Proposed Budget Chapter 3 - Operating Budget Detail Metrorail
Metrorail Operating Expense Budget Actual Actual Budget Proposed (Dollars in Thousands) 2015 2016 2017 2018 $ Variance % Change Salaries & Wages $447,802 $475,928 $506,626 $467,057 ($39,569) -8% Full-Time Salaries $175,202 $192,405 $203,930 $187,984 ($15,946) Operator/StaMgr Wages 83,632 91,051 100,149 90,993 (9,156) Full-Time Wages 188,967 192,473 202,547 188,080 (14,468) Lapse 00($24,870) ($19,031) $5,839 -23% Salary Lapse 0 0 (16,611) (12,912) 3,699 Wage Lapse 0 0 (8,260) (5,830) 2,429 Operator Wage Lapse 0 0 0 (242) 0 Station Manager Wage Lapse 0 0 0 (47) 0 Overtime $38,070 $48,853 $41,381 $46,856 $5,475 13% Overtime Salaries 9,984 14,628 11,911 15,206 3,295 Operator/Sta Mgr Overtime 16,548 16,464 15,282 15,950 668 Overtime Wages 11,537 17,761 14,187 15,699 1,512 Total Salaries and Wages $485,871 $524,781 $523,137 $494,882 ($28,255) -5% Fringes $241,926 $246,183 $244,531 $240,684 ($3,848) -2% Total Personnel Cost $727,798 $770,964 $767,668 $735,566 ($32,102) -4% Services $63,178 $67,599 $75,346 $103,448 $28,102 37% Management Fee 143 186 428 433 5 Professional & Technical 12,353 18,080 28,068 38,689 10,620 Temporary Help 2,885 2,332 1,988 1,348 (640) Contract Maintenance 22,550 25,231 26,336 37,408 11,072 Custodial Services 11040 Paratransit 09000 Services - Other 25,246 21,760 18,525 25,567 7,042 Materials & Supplies $70,535 $77,819 $48,978 $83,790 $34,812 71% Fuels and Lubricants 694 764 747 795 48 Tires 125 97 300 273 (27) Materials & Supplies - Other 69,715 76,958 47,930 82,721 34,791 Fuel (Gas/Diesel/CNG) $1,703 $1,514 $3,449 $2,075 ($1,374) -40% Diesel Fuel 3 54 454 377 (77) Gasoline 1,700 1,460 2,995 1,698 (1,297) Clean Natural Gas 00000 Utilities & Propulsion $79,487 $77,088 $74,800 $66,330 ($8,469) -11% Electricity 23,477 21,787 17,554 17,102 (452) Propulsion 50,172 49,354 50,850 42,597 (8,254) Utilities - Other 5,838 5,947 6,395 6,632 237 Casualty & Liability $16,926 $11,288 $20,682 $16,936 ($3,746) -18% Insurance 9,106 7,695 13,241 9,488 (3,753) Claims 7,820 3,593 7,441 7,448 7 Leases $4,151 $3,943 $3,838 $5,196 $1,358 35% Property 913 872 913 1,246 333 Equipment 3,238 3,070 2,926 3,951 1,025 Miscellaneous $1,615 $2,663 ($22,257) ($20,507) $1,750 -8% Dues and Subscriptions 227 241 307 359 52 Conferences and Meetings 56 65 213 145 (68) Business Travel/Public Hearings 218 213 269 340 71 Interview & Relocatoin 645 366 1,039 688 (350) Tolls 03030 Advertising 1,058 346 1,670 1,841 171 Other 494 2,362 534 900 366 Reimbursments (1,082) (933) (790) (771) 19 Capital Allocation 0 0 (25,499) (24,012) 1,487 Total Non-Personnel Cost $237,595 $241,914 $204,836 $257,268 $52,432 26% Total Cost $965,392 $1,012,878 $972,504 $992,833 $20,330 2%
FY2018 Proposed Budget 3-15 Metroaccess Chapter 3 - Operating Budget Detail
Operating Budget by Mode: MetroAccess
Sources of Funds
MetroAccess sources of funds include passenger revenue and net subsidy from Metro’s jurisdictional partners. MetroAccess passenger revenues are projected at $9.7 million. This represents a decrease of $0.2 million or 2.4 percent decline in comparison to the FY2017 budget. The reduction in fare revenue is tied to a projected ridership decrease of about 120,000 trips in FY2018 partly attributable to the projected shift of trips to the Abilities Ride program.
Source of Funds Passenger $9.7
$120.6M TOTAL
Net Subsidy $110.9 FY2015 - FY2018 Net local subsidy is projected to increase by $1.3 million or 1.2 percent from FY2017 to FY2018. The subsidy growth is due to increased operating costs in FY2018.
120,000 Sources of Funds 100,000 Dollars in Thousands
80,000
60,000
40,000
20,000
0 Passenger Parking Advertising Other Net Subsidy
Actual 2015 Actual 2016 Approved 2017 Proposed 2018
3-16 FY2018 Proposed Budget Chapter 3 - Operating Budget Detail Metroaccess
Uses of Funds
Paratransit services accounts for 86.6 percent of the total MetroAccess proposed budget. For FY2018, paratransit services cost is estimated at $104.5 million and represents an increase of $6.5 million over the FY2017 budget, primarily attributed to contract escalations, a decrease in the projected shift of riders to the Abilities Ride program. Personnel costs are budgeted at $9.0 million, which is a $3.0 million decrease compared to the FY2017 budget due workforce reductions.
Personnel Use of Funds $9.0 Materials & Supplies Utilities & Propulsion $0.7 $0.6 Fuel (Gas/Diesel/CNG) $5.1
$120.6M TOTAL
Services $104.5 FY2015 - FY2018 Paratransit services decreased by $4.4 million or 4.3 percent from FY2016 to FY2016, and are projected to increase by $6.5 million or 6.6 percent from FY2017 to FY2018. The cost savings associated with Metro’s facilitation of alternative service options has been absorbed by cost escalation. Energy costs, consisting primarily of fuel, decreased by $2.4 million or 33 percent from FY2017 to FY2018. The decrease is primarily due to the impact of service reductions.
120,000 Use of Funds 100,000 Dollars in Thousands
80,000
60,000
40,000
20,000
0 Personnel Services Materials & Fuel Utilities & Other Supplies (Gas/Diesel/CNG) Propulsion
Actual 2015 Actual 2016 Approved 2017 Proposed 2018
FY2018 Proposed Budget 3-17 Metroaccess Chapter 3 - Operating Budget Detail
MetroAccess Revenue and Expenses
Actual Actual Budget Proposed (Dollars in Thousands) FY2015 FY2016 FY2017 FY2018 Variance Revenues Passenger $9,045 $9,156 $9,972 $9,732 ($240) Other Passenger 00000 Parking 00000 Advertising 00000 Joint Development 00000 Fiber Optics 00000 Other 00000 Interest 00000 Reimbursables 00000 Total Revenues $9,045 $9,156 $9,972 $9,732 ($240) Expenses Personnel $8,802 $9,030 $12,078 $9,042 ($3,036) Services 96,166 102,430 98,006 104,498 6,492 Materials & Supplies 185 151 315 701 386 Fuel (Gas/Diesel/CNG) 6,824 4,994 7,588 5,113 (2,474) Utilities & Propulsion 67 106 763 569 (194) Casualty & Liability 552 353 667 543 (124) Leases & Rentals 770 799 842 878 36 Miscellaneous 58 46 120 58 (63) Capital Allocation 0 0 (817) (769) 48 Total Expenses $113,424 $117,909 $119,563 $120,633 $1,070 Gross Subsidy $104,380 $108,752 $109,591 $110,901 $1,310 Preventive Maintenance 00000 Net Subsidy $104,380 $108,752 $109,591 $110,901 $1,310 Cost Recovery Ratio 8.0% 7.8% 8.3% 8.1% -0.3%
3-18 FY2018 Proposed Budget Chapter 3 - Operating Budget Detail Metroaccess
MetroAccess Operating Expense Budget Actual Actual Budget Proposed (Dollars in Thousands) 2015 2016 2017 2018 $ Variance % Change Salaries & Wages $5,896 $5,971 $8,291 $6,267 ($2,025) -24% Full-Time Salaries $5,662 $5,796 $7,070 $5,845 ($1,225) Operator/StaMgr Wages 00000 Full-Time Wages 234 175 1,221 422 (799) Lapse 00($265) ($114) $150 -57% Salary Lapse 0 0 (250) (107) 143 Wage Lapse 0 0 (15) (7) 8 Overtime $19 $17 $86 $43 ($43) -50% Overtime Salaries 18 15 30 34 4 Operator/Sta Mgr Overtime 00000 Overtime Wages 2 2 56 9 (47) Total Salaries and Wages $5,915 $5,988 $8,113 $6,195 ($1,917) -24% Fringes $2,887 $3,042 $3,966 $2,847 ($1,118) -28% Total Personnel Cost $8,802 $9,030 $12,078 $9,042 ($3,036) -25% Services $96,166 $102,430 $98,006 $104,498 $6,492 7% Management Fee 01000 Professional & Technical 2,245 2,936 3,404 3,837 433 Temporary Help 19 21 62 43 (19) Contract Maintenance 318 355 392 486 94 Custodial Services 00000 Paratransit 92,797 98,421 92,704 98,520 5,816 Services - Other 786 697 1,444 1,612 167 Materials & Supplies $185 $151 $315 $701 $386 122% Fuels and Lubricants 00000 Materials & Supplies - Other 185 151 315 701 386 Fuel (Gas/Diesel/CNG) $6,824 $4,994 $7,588 $5,113 ($2,474) -33% Gasoline 6,824 4,994 7,588 5,113 (2,474) Utilities & Propulsion $67 $106 $763 $569 ($194) -25% Electricity 32 64 587 412 (175) Utilities - Other 35 42 176 157 (20) Casualty & Liability $552 $353 $667 $543 ($124) -19% Insurance 297 241 428 304 (124) Claims 255 113 238 239 0 Leases $770 $799 $842 $878 $36 4% Property 728 751 752 772 19 Equipment 42 49 89 106 17 Miscellaneous $58 $46 ($697) ($712) ($15) 2% Dues and Subscriptions 9 7 11 13 1 Conferences and Meetings 74117(4) Business Travel/Public Hearings 16 11 24 21 (3) Interview & Relocatoin 23 11 33 20 (14) Advertising 4 8 53 5 (48) Other 0 6 13 18 4 Reimbursments 0 (1) (25) (25) 1 Capital Allocation 0 0 (817) (769) 48 Total Non-Personnel Cost $104,622 $108,879 $107,485 $111,590 $4,106 4% Total Cost $113,424 $117,909 $119,563 $120,633 $1,070 1%
FY2018 Proposed Budget 3-19 Reimbursable Chapter 3 - Operating Budget Detail
Reimbursable Budget
Reimbursable projects are those unique services, programs, or projects for which separate funding has been provided by a jurisdiction or third-party entity. In previous years, the budgets have not included the reimbursable operating revenues and expenditures. Reimbursable Operating Projects
FY2016 FY2017 FY2018 Approved Approved Proposed Budget Budget Budget Change
State & Local Funding $0 DC Circulator $23,030 $22,775 $21,464 ($1,311) Federal Grant Funding $0 Safety & Security grants $5,706 $4,701 $3,647 ($1,054) Takoma/Langley Park Transit Center $533 — — — Bus Bridges/Transit Works $1,383 $618 — ($618)
Other Sources of Funding DC Circulator - Passenger fare revenue $3,613 $3,314 $2,900 ($414) Neutral Host (agreement with Carrier team) $6,349 — $750 $750 Joint Development & Adjacent Construction projects $6,709 $2,788 $2,006 ($782) Total $47,323 $34,196 $30,767 ($3,429)
1 Local Funding equals expenditures less passenger revenue
DC Circulator Safety and Security Grants The Circulator is the product of a unique partnership Metro receives several security grants through the Transit between the District Department of Transportation Security Grant Program (TSGP) and National (DDOT), Washington Metropolitan Area Transit Authority Explosive Detection Canine Team Program (NEDCTP) (WMATA) and DC Surface Transit, Inc. (DCST). Having under the Department of Homeland Security (DHS). just recently celebrated over 10 years of service, it is now These grants provide funding for capital and the fourth-largest bus system in the region. operational security activities Cost of operating and managing contract service is fully They enhance the ability of (MTPD) Metropolitan reimbursed by the District of Columbia Transit Police Department to detect and deter potential DC Circulator provides public transportation to the attacks of terrorism through increased visibility, District’s main attractions for a fare price of only $1 unpredictable presence, identification of areas if critical System consists of six distinct routes across infrastructure hardening and employee/public Washington, DC and into Rosslyn, VA awareness Provides approximately five million trips a year. Existing grants are scheduled to be implemented Provides a fleet of 67 buses and services each of its 136 through the end of FY2018 stops every 10 minutes As Federal appropriations become available Metro Through a partnership between DDOT, DCST and continues pursuing new funding to further enhance National Park Service (NPS), the Circulator is now security activities providing visitors, commuters and residents door-to- Joint Development and Adjacent Construction Projects door transportation to more than 25 museums, monument’s and memorials along the National Mall The Metro Office of Joint Development and Adjacent Construction (JDAC) reviews and approves construction activities for those jurisdictional projects adjacent to
3-20 FY2018 Proposed Budget Chapter 3 - Operating Budget Detail Reimbursable
Metrorail and Metrobus property, facilities, and operations Provides coordination with Owner/Developer/ in order to ensure that: Contractor (ODC) including agencies, jurisdictions, Metro facilities and operations are not damaged or property owners, consultants, developers, utilities and/ affected by the proposed project or anyone who has an impact on Metro property, facilities and/or operations Metro operations are not affected during and after the project construction, and Prepares Project Agreements in conjunction with Real Estate and Station Area Planning (LAND) and General Metro station capacity is not adversely affected by the Counsel (COUN) ridership generated by the project Provides coordination/oversight for all aspects of a Expenditures are reimbursed by the private or jurisdiction project including design, safety, operations, construct entity. ability, assuring compliance with Metro standards, To achieve these objectives, JDAC performs the monitoring /coordinating construction activities and following: acceptance of on-site installations and facilities Reviews adjacent projects to determine if there are Provides oversight and acceptance for Joint impacts to Metro’s interests Development and Jurisdictional Reimbursable projects that will ultimately be owned and operated by Metro
FY2018 Proposed Budget 3-21 Chapter 3 - Operating Budget Detail
Reimbursable Budget
(Dollars in Thousands) TOTAL MTPD BUS IT ENG Salaries $4,166 $2,508 $286 $0 $1,373 Full-Time Salaries $3,915 $2,257 $286 — $1,373 Full Time Wages $251$251——— Lapse ($260) ($241) $0 $0 ($19) Salary Lapse ($260) ($241) — — ($19) Overtime $999 $248 $0 $750 $0 Overtime Salaries $249$248——— Overtime Wages $750 — — $750 — TOTAL SALARIES AND WAGES $4,905 $2,515 $286 $750 $1,354 Fringes (Total) $1,881 $1,090 $138 $0 $652 TOTAL PERSONNEL COST $6,786 $3,605 $424 $750 $2,006 Services $21,657 $0 $21,657 $0 $0 Contract Maintenance $21,367 — $21,367 — — Other $290 — $290 — — Materials & Supplies $177 $0 $177 $0 $0 Other $177 — $177 — — Fuel (Gas/Diesel/CNG) (Total) $2,105 $0 $2,105 $0 $0 Diesel Fuel $1,745 — $1,745 — — Clean Natural Gas $360 — $360 — — Utilities & Propulsion $0 $0 $0 $0 $0 Casualty & Liability $0 $0 $0 $0 $0 Leases $0 $0 $0 $0 $0 Miscellaneous $42 $42 $0 $0 $0 Other $42 $42 — — — TOTAL NONPERSONNEL COST $23,981 $42 $23,939 $0 $0 TOTAL COST $30,767 $3,647 $24,364 $750 $2,006
3-22 FY2018 Proposed Budget Chapter 3 - Operating Budget Detail General Counsel Board Fair Secretary Practices Internal Compliance General Inspector Safety Bus Rail Police Parking Support Services Services Services Operations WMATA Performance Metro Transit General Manager / General Manager Board of of Directors Board Chief Executive Officer Access Officer Services Executive Managing Managing Financial Operations Engineering External Relations Internal Business Business Operations WMATA Organizational Chart
FY2018 Proposed Budget 3-23 General Manager Chapter 3 - Operating Budget Detail
General Manager
Responsibilities The GM/CEO is responsible for the safe and reliable direction of the GM/CEO address safety and security, operation of the nation’s second largest rail transit system, service reliability, and customer service issues of most sixth largest bus network, and fourth busiest paratransit concern to Metro’s riders that will: service. Improve safety and security and restore public trust Under the direction of the GM/CEO, a Improve reliability and overall customer experience proposed budgeted labor force of 12,032 will work to restore pride in the Nation’s Capital Alter fiscal trajectory and renew jurisdictional transit system through improved safety, confidence service reliability and financial management. In FY2018, short and long-term actions continue to Improvements to safety and infrastructure are critical to build the strong foundation to achieve best in class status improving the service and reliability that Metro customers in the U.S. This includes not only internal work, but expect, which is essential to maintaining and building partnering with regional leaders on funding. stronger ridership. To meet the transportation needs of Actions to improve safety, security and restore public trust those living, working, and visiting the National Capital include rail station improvements related to station lighting Region, the GM/CEO provides the strategic leadership that and cleanliness, continuing work toward 100 percent cell will improve passenger safety through maintenance efforts phone coverage in stations and tunnels, and instituting a and accountability, increases reliability using innovative rail maintenance program that will follow FY2017’s approaches to operational management, continues financial SafeTrack program. Internally, actions to restore pride in reform with adherence to FTA Financial Management the organization include initiating standards in uniforms Oversight recommendations, and conducts internal audits that improve the look and identification of personnel. and reviews to ensure continued compliance. Improving reliability and overall customer experience As Metro continues to work diligently to address safety encompasses actions toward improving delivery on the reviews and implement recommendations made in new 7000 Series rail cars and developing internal goals previous years by oversight partners, including the that measure performance in the areas of rail car National Transportation Safety Board (NTSB) and Federal maintenance and track and power improvements, while Transit Administration (FTA), Metro will also continue continuing to work on long-term initiatives such as the working to achieve a state of good repair and provide Silver Line phase two. transparent information on Metro’s performance. Metro remains committed to improving train and bus service Actions to consider rail fare gate and bus fare box machine reliability, as well as other customer facing improvements upgrades, relocating the Metro headquarters, and other in stations, trains, and buses. innovative approaches guide Metro closer to improving the fiscal trajectory of the organization. FY2018 Business Plan Metro’s GM/CEO remains committed to restoring public In FY2018, Metro will continue to focus on projects under confidence. the Back2Good system improvement plan and under the
3-24 FY2018 Proposed Budget Chapter 3 - Operating Budget Detail Office of Inspector General
Office of Inspector General
Responsibilities The Office of Inspector General (OIG) is an independent Supervise Metro’s annual independent audit of office that reports to the WMATA Board of Directors. financial accounts, conducted by external auditors, to The OIG supervises and conducts facilitate timely reporting to bondholders independent and objective audits, OIG’s Investigation Component will: investigations, and reviews of Metro Provide all oversight and administration of the OIG programs and operations to promote economy, efficiency and effectiveness, as hotline well as to prevent and detect fraud, waste, Handle and issue confidential reports of investigations and abuse in such programs and operations. involving fraud, waste, abuse, and gross The Inspector General provides advice to the Board of mismanagement Directors and General Manager/Chief Executive Officer to Oversee and administer Metro’s Whistleblower/ assist in achieving the highest levels of program and Retaliation Policy and provide confidential and timely operational performance in Metro. investigative reports to the Whistleblower Panel FY2018 Business Plan Provide Whistleblower/Retaliation training to Metro departments and offices OIG’s Audit Component will: Lead coordination of investigations with outside Conduct risk-based performance audits and evaluations agencies and/or the MTPD to promote economy, efficiency and effectiveness of Metro programs, operations, and activities Back2Good and Other Actions Perform reviews and analyses of contractor proposals to Conduct audits, evaluations, and investigations to: determine reasonableness of cost/pricing information Improve safety, security & restore public trust Improve reliability & overall customer experience Alter fiscal trajectory & renew jurisdictional confidence
FY2018 Proposed Budget 3-25 Board Secretary Chapter 3 - Operating Budget Detail
Board Secretary
Responsibilities The Office of the Board Corporate Secretary (SECT) is an hearings approved by the Board, as well as representing independent office that reports to the WMATA Board of the Board on a variety of issues relating to stakeholder Directors. SECT serves as a resource to advance the groups including the Accessibility Advisory Committee Board’s goals and policies, and WMATA’s strategic plan. and the Riders’ Advisory Council. SECT is responsible for managing the decision-making FY2018 Business Plan process, the exchange of information and documentation in support of Board activities. Continue acting as a vital bridge between the Board, executive leadership and the public The Board Secretary’s Office works proactively with the General Manager and his Facilitate continued Board efficiency and Governance staff to carry out the policies, goals and best practices, including a Board Retreat for the initiatives of the WMATA Board; and serves development of committee work plans as liaison between the Board, the Authority, Continue support of and make recommendations Board advisory bodies and customers. regarding Board initiatives and policies Other responsibilities include the coordination, review and distribution of WMATA Board materials; recording and Ensure Compact requirements are met, including the maintaining official records of Board actions and implementation of the Public Participation Plan resolutions; publishing legal notices and arranging public
3-26 FY2018 Proposed Budget Chapter 3 - Operating Budget Detail External Relations
External Relations
External Relations
Customer Service, Government Communications & Relations Marketing
Responsibilities The Department of External Relations, in support of Communicate continued safety, reliability and financial Metro’s business priorities and objectives, is responsible progress for building and maintaining strong relationships with Work with Congress, the Administration, Federal Metro’s many stakeholders and partners, including its agencies and national organizations to advocate for customers, regional elected officials, business and Metro community groups, and the Authority’s own Board of Directors. Keep stakeholders informed of Metro’s progress to reform financial management and improve safety, Key priorities include the following: including implementing FTA Safety Management Working with funding jurisdictions and Congress to Inspection (SMI), Corrective Action Plans (CAPs), and ensure needed operating and capital support recommendations of other oversight organizations Maintaining communications with customers, Back2Good and Other Actions community groups and employees In support of the General Manager’s action plan to Engaging all stakeholders in building support for improve reliability and overall customer experience: Metro’s business goals and objectives Improve safety, security & restore public trust Informing the public through media relations Coordinate closely with staff of the Federal Transit Responding to federal agencies and oversight Administration, National Transportation Safety organizations on safety and other matters Board and other agencies to support safety efforts, Serving as management’s board liaison and overseeing provide information and ensure timeliness of management’s work with the Board of Directors Metro compliance matters FY2018 Business Plan Refresh customer safety communications programs to assist in reducing customer injuries In FY2018 External Relations will continue to integrate the and youth behavior incidents efforts of several functional areas to further develop and enhance its comprehensive program to strengthen Metro’s Support emergency drills by including regional brand to: and Congressional leaders Provide strategic and tactical leadership for all aspects Advocate for additional Federal, state and local of external relations and marketing that support the safety and security funding public relations, community relations, and government Involve and inform all stakeholders, including relations objectives of the Authority customers, officials, and representatives of civic Work to build public awareness of Metro’s value and its groups and businesses of major safety impact on the lives of people in the Washington rehabilitation work metropolitan area
FY2018 Proposed Budget 3-27 External Relations Chapter 3 - Operating Budget Detail
Implement new TSA grant to support terrorism Work with civic, community and business prevention on public transit in connection with the organizations to build support for long-term ‘See Something – Say Something” campaign funding Improve reliability & overall customer experience Develop stronger financial tools to ensure the Continue online/social media customer care efficient operation of the payment process for the SmartBenefits program in partnership with the Continue the Metro Volunteer Persons (MVP) CFO’s office. program Enhance transit advertising revenue opportunities Unveil new uniforms to raise visibility of station through expanded digital screens staff and support high performing employees Develop and implement expanded Metro Continue to ensure compliance with the Board merchandise catalog and retail store to enhance approved Public Participation Plan. Completed revenue and underway projects include Takoma Langley Crossroads and Paul S. Sarbanes Transit Centers, Expand business partnerships to enhance escalator projection/station entrance closures, sponsored transit fare revenue SafeTrack, and station access studies & joint New To FY2018 development. Retain an outside government affairs firm to support Expand SmartBenefits campaign federal legislative and regulatory advocacy for Hold new customer outreach events at high traffic reauthorization of the Passenger Rail Improvement and stations and bus stops to share safety messages and Investment Act (PRIIA) funding needed to continue trip planning information at key tourist entry rebuilding Metro’s system points throughout the system using digital screens Develop an integrated marketing/communications Provide marketing support for National Harbor campaign to rebuild ridership (NH2) regional bus partnerships with Maryland Market expanded fare pass products such as Select Pass and Virginia to expand customer transportation to commuters and the U*Pass to regional college and options university customers Alter Fiscal Trajectory & Renew jurisdictional Relocate the Replication & Digitizing Services’ confidence (RADS) print facility and modernize printshop Provide ongoing updates of Metro progress equipment improvements Expand installation of digital screens to provide Coordinate with the Council of Governments to customer fares, trip planning, and safety information build trust and confidence for funding and Capital Funding Agreement Develop strategies and programs to retain funding for FY2019 budget
3-28 FY2018 Proposed Budget Chapter 3 - Operating Budget Detail Internal Business Operations
Internal Business Operations
Internal Business Operations
Human Information Labor Procurement Resources Technology Relations
Responsibilities The Department of Internal Business Operations (IBOP) is Continue efforts to increase Metro’s communication comprised of four primary internal business operations that systems’ backup battery power capacity to maintain the play integral roles in supporting all program operating communication system during a major power outage components of Metro. The four internal business units are Internal Business Operations is committed to altering the Human Resources, Information Technology, Labor and fiscal trajectory and renewing jurisdictional confidence: Procurement. These offices provide leadership, direction and support to offices throughout the Authority; delivering Continue to develop a framework for collective high quality services and promoting principles and bargaining agreements that respects our workforce, is practices of fairness and merit. IBOP implements and more responsive to customers, and delivers enhanced supports information management solutions, provides cost efficiencies acquisition services support and manages unionized Improve employee accountability by requiring annual employment matters. performance evaluations for every Metro employee Efficient operations promotes Metro’s goals Further efforts to implement and maintain tighter of reducing costs and improving customer controls on professional service contracts to improve satisfaction hourly rates FY2018 Business Plan New to FY2018 Design and implement proactive sourcing and To further fiscal responsibility, IBOP will commit to recruitment strategies in support of Metro’s workforce generating efficiencies by completing projects in the requirements pipeline and focusing on initiatives with high return on Develop, implement, and deliver information investment technology and telecommunication services in support Complete human capital management system of Metro’s strategic goals and objectives integration improvements and Business Rule Promote fair and open competition, procure quality Documentation to support Compliance, Data Integrity goods and services, and meet the needs of Metro’s and Process Efficiencies customers while maintaining public trust and integrity Benefits Enrollment outsourcing project management Represent the Authority and conduct all labor relations and functional support between Metro and the labor unions representing the Implement Phase 2 of the healthcare transition plan to employees of Metro help achieve Metro’s financial objectives while maintaining competitive healthcare benefits packages Back2Good and Other Actions Work with Financial Operations to consolidate In support of the GM’s action plan to improve reliability administrative aspects of the various Pension and and overall customer experience, IBOP will: Health & Welfare Trusts to achieve operational savings Complete the deployment of wireless networking capabilities in all rail stations for Metro’s operational use
FY2018 Proposed Budget 3-29 Internal Business Operations Chapter 3 - Operating Budget Detail
Implement technology improvements in medical Create efficiencies in procurement activities by services to enhance operational efficiencies and service developing contracting vehicles that include: enterprise- delivery to employees wide contracts, intergovernmental cooperative contracts, and long-term contracts
3-30 FY2018 Proposed Budget Chapter 3 - Operating Budget Detail Financial Operations
Financial Operations
Chief Financial Officer
Office of Real Estate & Management & Accounting Treasury Station Area Budget Services Planning
Responsibilities The Department of Financial Operations facilitates Back2Good and Other Actions planning, coordination, allocation and management of the Financial Operations is focused on altering the fiscal Authority’s financial resources, programs and priorities to trajectory of the Authority and renewing jurisdictional continuously monitor its financial condition and ensure confidence through: fiscal integrity. Enhancing the functionality of financial management Financial Operations provides timely, accurate and effective financial services to systems to ensure standardization and accuracy of data customers while fostering accountability and and to improve reporting and accounting controls open communication amongst stakeholders Improving management of the workman’s compensation program FY2018 Business Plan Developing and implementing a relocation strategy for The Department of Financial Operations is focused on: Metro’s headquarters building Supporting the implementation of the GM/CEO’s Evaluating implementation of simplified fare options strategic directives to increase accountability and continue financial reforms, while aligning resources New to FY2018 with Metro’s safety and reliability initiatives Complete the roll out of MetroTime, a time capture Assisting departments in their objectives by allocating automation initiative which eliminates the usage of and monitoring Metro’s financial resources, processing paper timesheets and enhances Metro’s existing financial transactions, and preparing business analyses timekeeping functionality in support of efficient and effective operations Implement a Prompt Pay Policy that for the first time in Producing the annual Operating Budget, six year the history of the Authority streamlines payment to Capital Improvement Program (CIP), and long range vendors operating plan Implement a new enterprise resource planning tool to Ensuring compliance with federal grant regulations improve the budget process and financial reporting Administering Metro’s revenue collections and fare Explore selling new bonds which, together with media sales and distribution jurisdictional opt-out contributions, have the potential Delivering timely audits, producing accurate financial of providing approximately $441 million in proceeds reports and issuing on-time payments for capital purposes Administering Metro’s liquidity and investment Focus on accelerating the joint development transaction portfolio, while maintaining banking relationships and process rating score Install new touchscreen farebox driver control units Managing Metro’s real property assets and (DCU) for Metrobus administering Metro’s joint development program
FY2018 Proposed Budget 3-31 Internal Compliance Chapter 3 - Operating Budget Detail
Internal Compliance
Internal Compliance
Internal Assurance Quality & Internal & Compliance Compliance
Responsibilities Internal Compliance (INCP) brings together two offices to Authority to ensure compliance with FTA regulations and provide the GM/CEO with an independent evaluation and that data are used to inform maintenance planning and assurance that the agency is meeting its established capital budget decisions. QICO is also responsible for objectives. The Office of Internal Assurance and ensuring that WMATA submits all corrective action plans Compliance (IACO) provides independent, objective to external agencies such as FTA and NTSB in a timely reviews, audits and assessments of Metro’s system of manner, and maintains a tracker so that the public can internal controls and underlying business processes for monitor progress. financial management and internal business operations. The Office of Quality and Internal Compliance (QICO) FY2018 Business Plan conducts assessments of operations and engineering INCP will focuses on conducting risk-based processes to ensure compliance with established assessments of internal business, financial, engineering, procedures and policies, and works with these groups to and transit operations to ensure established objectives ensure assets are properly maintained. are met, in compliance with processes, policies, and INCP works with GM/CEO, senior regulations management, and departments to facilitate INCP will work collaboratively with all departments to data-driven decision making and provide strengthen internal controls, implement quality compliance oversight. improvements, and improve data integrity IACO conducts reviews to ensure compliance with There will be a continued effort to turn data into applicable federal regulations necessary to preserve federal performance and actionable intelligence that can be grant eligibility and monitors FTA’s Financial used by managers to improve decision making and Management Oversight (FMO) and other financial resource allocation. For example, QICO will work with management findings to ensure complete implementation the engineering and maintenance areas responsible for of corrective action plans. IACO supports management in Metro’s transit assets to produce a standardized ensuring that financial management-related risks across inventory of Metro’s assets including assessments of Metro are mitigated to an acceptable level. IACO also asset conditions. This helps Metro continue to develop provides internal controls guidance and training, and its Capital Needs Inventory for future Capital Funding partners with departments to review and evaluate financial Agreements with Metro’s member jurisdictions, as well and administrative business process efficiency and as support the Authority’s compliance efforts for effectiveness. IACO will support central coordination of pending FTA Transit Asset Management requirements external audits/reviews and corrective action management, instituted by the Moving Ahead for Progress in the 21st risk and internal control assurance, central regulatory and Century (MAP-21) legislation. vendor and third party compliance monitoring, and expanded risk, control and compliance training. Back2Good and Other Actions QICO provides quality control and assurance, partnering INCP will contribute directly to: with operations and engineering departments to review and evaluate business process efficiency and effectiveness to Support the online FTA corrective action tracker champion quality improvements within those departments. established to track hundreds of actions being taken to QICO supports asset management practices across the meet all FTA safety recommendations
3-32 FY2018 Proposed Budget Chapter 3 - Operating Budget Detail Internal Compliance
Maintain an online tracking of actions being taken to New to FY2018 meet all NTSB recommendations INCP’s business plan, as highlighted above, includes a Implement a railcar program to provide working trains number of activities designed to advance the mission of to reduce delays and offloads providing an independent evaluation and assurance that Close out FTA corrective actions as identified in the the agency is meeting its established objectives Financial Management Oversight (FMO) Report from Focus IACO’s support on internal business operations June 2014 and additional core services that help Metro evaluate and improve management of risks, internal controls, and governance processes Strengthen and improve the quality assurance function through updated processes and procedures, better tools, and staff development and augmentation
FY2018 Proposed Budget 3-33 Fair Practices Chapter 3 - Operating Budget Detail
Fair Practices
Fair Practices
Office of Disadvantage Business Equal Employment Enterprise Opportunity
Responsibilities The Department of Fair Practices (FAIR) administers experience, alter Metro’s fiscal trajectory, and renew Metro’s comprehensive Equal Employment Opportunity, jurisdictional confidence through: Disadvantage Business Enterprise (DBE), and Americans Language Translation Services that translates real-time with Disabilities Act (ADA) programs. FAIR also dynamic information, e.g., Notices of Public Hearings, administers affirmative action planning and Board Meetings, SafeTrack surges, etc. posted to implementation as well as education and training for Metro’s external website in seven languages. This cultural/ethnic diversity programs. This newly created provides access and understanding of Metro organization provides direct support to internal information to clients with limited English proficiency. organizations ensuring fair practices through compliance with Federal policies as required. Improvements to business performance through teaching and coaching employees regarding inclusive The Department of Fair Practices ensures skills and behaviors that improve customer service non-discrimination and equal opportunity practices in all programs, operations, and Implementation of a re-branding strategy that improves activities conducted by WMATA and ensures Metro’s perception within the small, minority, and equitable access to employment services, women-owned business community and continues to contracting matters, and other opportunities. revitalize the interest of small businesses, in general, and DBE certified firms in Metro’s DBE, Small FY2018 Business Plan Business Enterprise (SBE), and Small Business and Maintain a proactive approach that identifies and Local Preference Program (SBLPP) programs and utilizes DBEs in line with established goals and develop increases awareness of the programs under the DBE and actions that improve certification, award, and Compliance area and promotes the DBE & Compliance graduation rates office as a ‘one-stop shop” for certification, compliance, and business development needs Provide tailored diversity awareness training that increases cultural awareness and supports a successful New To FY2018 working environment free from Civil Rights violations Enhance the capabilities and role of Metro Inclusion Decrease the number of underutilized job groups by Catalysts by working with them to develop skills as role establishing targets to meet Metro’s affirmative action models and champions of inclusion goals Retain instructional designers to develop computer- Partner with Procurement to ensure non-discrimination based Affirmative Action and ADA Training as another in the execution of contracts and to promote positive method of teaching and reinforcing managerial external customer relations responsibilities Back2Good and Other Actions Revise DBE manuals and brochures, update the DBE The Department of Fair Practices will continue to advance program website, and rebrand the DBE program priorities that improve reliability and overall customer
3-34 FY2018 Proposed Budget Chapter 3 - Operating Budget Detail General Counsel
General Counsel
Responsibilities The Office of General Counsel (COUN) provides legal Working with PRMT to enforce contract terms and advice and counsel to the GM/CEO, EMT, and staff on all conditions and also working with GOVR and OMBS to Authority legal matters. The General Counsel also serves ensure approval of the early retirement of the 4000 individually as the legal advisor to the Board of Directors. series railcars, both efforts support the 7000 series The Office of General Counsel partners with managers and railcar program staff across the Authority to provide legal and strategic To alter Fiscal Trajectory & Renew jurisdictional advice. COUN attorneys also represent the Authority in confidence COUN is: trials and appeals. Supporting the timely delivery of the audit report by The Office of General Counsel (COUN) is providing timely and detailed responses to Metro’s responsible for planning, directing, and outside auditors providing legal services for the Authority, and supervising outside counsel when Supporting the close out of FMO items by assisting specialized legal expertise is required. Financial Operations in the development of timekeeping policies FY2018 Business Plan Participating in the development of a Workers’ COUN’s FY2018 Business Plan focuses on actions to Compensation training program for front line improve safety and assist with improving Metro’s supervisors where supervisors will be trained in proper compliance culture through leadership and training. accident investigation techniques and cost control Provide legal counsel and advice for business measures transactions, strategy, and policy initiatives in Developing strategies to reduce over-payments of partnership with program offices during the Workers’ Compensation and provide guidance and development of Metro projects and initiatives. training to supervisors and timekeepers so over- Defend Metro decisions in judicial and administrative payments do not occur proceedings and enforce Metro’s rights in contracts and Actively supporting the Abilities Ride program by other transactions. working with ACCS to ensure compliance with ADA and FTA requirements Back2Good and Other Actions New to FY2018 To improve safety, security & restore public trust COUN is: COUN is working with a contractor to develop and implement new SOP’s and training for MTPD officers Continuing support to the 700MHz and Wireless to improve interactions with juveniles and reduce use of Neutral Host Projects force incidents involving juveniles Working with a contractor to develop strategies for COUN intends to launch a new PARP section on MTPD to minimize use of force against juveniles and Metro’s website which will provide answers to FAQ’s build better relationships between MTPD and juvenile and access to frequently requested, but publically patrons available documents. Expected completion is To improve reliability & overall customer experience December 2017. COUN is: COUN intends to establish a cross-functional work Supporting the Metro Volunteer Program (MVP) which group to discuss risk management data to determine if allows members of the public to volunteer to provide patterns of accidents exist and determine if system customer guidance (i.e., use of fare machines, fare changes (i.e., recommending changes to bus routes to gates, etc.) by drafting the program policy and manual avoid certain intersections) can be made to mitigate risk Working closely with PRMT to develop and implement a parts bridging program to accelerate the purchase of necessary rolling stock parts and ensure the availability of working trains
FY2018 Proposed Budget 3-35 Department of Safety and Environmental Management Chapter 3 - Operating Budget Detail
Department of Safety and Environmental Management
Responsibilities The Department of Safety & Environmental Management FY2018 Business Plan (SAFE) ensures that Metro’s Bus, Rail, and Access Continuous improvement in Metro’s corporate safety systems and other facilities are operationally safe and culture for employees and customers environmentally sound for all employees, customers, and surrounding communities. The overall goal is always zero Documenting and closure of open Corrective Action accidents, injuries and fatalities. Plans (CAPs)/Accident Reports SAFE, in collaboration with all other Ongoing implementation of FTA Safety Management departments, promotes WMATA’s corporate System (MAP21) to improve and strengthen Metro’s safety culture involving all levels, from the safety culture. Board of Directors to every employee Support rehabilitation/state of good repair of system regardless of position or location. Taking proactive actions to improve the employee and SAFE is responsible for the management and/or customer injury rates compliance of policies and procedures in the areas of system safety, occupational safety and health, accident and incident investigation, hazard identification and mitigation, internal safety audit process, oversight of construction safety, safety and security certification, environmental management, safety data and analysis, industrial hygiene, safety training, corporate safety programs, and corporate quality assurance.
3-36 FY2018 Proposed Budget Chapter 3 - Operating Budget Detail Engineering
Engineering
Chief Engineer
Planning Infrastructure Major Capital Asset Mission Capital Program Capital Program Projects Assurance Management Delivery
Responsibilities The Department of Chief Engineer works to provide a safe Continue upgrade and modernization of the fire alarm and reliable system through comprehensive engineering, and monitoring systems across Metro facilities to inspection, maintenance, rehabilitation, and construction protect riders, employees, and capital assets from fire programs that enhance the condition of the Metrorail hazards system, railcars, and Metrobus. The Engineering Install new Metro and public safety radio systems, department is comprised of the following offices: Chief including cabling for wireless service in tunnels Engineer Infrastructure (CENI), Office of Planning (PLAN), Capital Program Management (CPMO), Capital Continue rehabilitation of station cooling systems at Program Delivery (CPDO), Major Capital Projects Metro stations to provide for a reliable and modern (MCAP), and Asset Mission Assurance (AMA). ventilated environment for the traveling public Continue rehabilitation of parking structures, including FY2018 Business Plan structural repairs, repair/replacement of defective The Department of Chief Engineer’s business plan is electrical/mechanical components to ensure safety of designed to help Metro progress towards the Authority’s both passengers and vehicles strategic goals, with specific actions to implement the GM/ Improve reliability & overall customer experience CEO’s priorities and positively influence the following Continue work on elevating flood-prone vent shafts to measures: reduce the amount of water coming into the system Employee Injury Rate thereby reducing corrosion of components, increasing Customer Injury Rate their lifespans and reducing risks of a catastrophic flood Rail On-Time performance Continue rehabilitation of Alexandria and Brentwood yard facilities replacing/rehabilitating railcar lifts, Average Persons per Car improving lighting systems, replacing switch gears to Customer Commendation/Complaint Rate provide for a safe working environment and more ADA Compliance reliable equipment for Metro employees to perform their job functions Operating Budget Compliance Continue traction power work replacing switchgears to Back2Good and Other Actions ensure reliable operations of power stations, especially Improve safety, security and restore public trust with 8-car trains now being operational Deliver station capital investment strategies to reduce Deliver a new bus garage with a fully modern passenger crowding on platforms and mezzanines and Leadership in Energy and Environmental Design bring them into accordance with Metro’s safety (LEED) located in Lorton, VA with the capacity of 160 thresholds as interpreted from Metro’s Station Design buses. The delivery of this bus garage will contribute to Guidelines the high quality maintenance of existing and new bus fleet, which in turn will improve bus on-time performance and customer experience
FY2018 Proposed Budget 3-37 Engineering Chapter 3 - Operating Budget Detail
Install station entrance canopies at several Metro New To FY2018 stations to protect escalators and public from weather Implement GEN III ATP Track Circuit System which conditions will signal train operators of the presence of staff on the Alter Fiscal Trajectory & Renew jurisdictional confidence tracks Realign delivery of capital projects online and routinely Replace all existing radio systems with new generation update the status 700MHz radio systems for Metro’s personnel use Provide analytic and management support to (emergency response, track workers, train and bus successfully integrate recommendations from the operators, MTPD) FY2017 Agency Wide Energy Audit into asset replacement schedule in order to manage and reduce Metro’s $80 million dollar annual energy budget while building asset management capacity, increasing equipment reliability, reducing labor requirements, and improving customer experience
3-38 FY2018 Proposed Budget Chapter 3 - Operating Budget Detail Chief Operating Officer
Chief Operating Officer
Chief Operating Officer
Rail Bus Support Metro Transit Parking Office of Services Services Services Police Performance
The Department of Chief Operating Officer (COO) consists of Rail Services (RAIL), Bus Services (BUS), Metro Transit Police (MTPD), Parking (PARK), Performance (CPO), and Support Services (SSRV), which includes Plant Maintenance, Elevators/Escalators, Systems Maintenance, and Supply Chain. The six organizations that comprise the COO department have business plans that articulate their responsibilities and strategic action plans directed towards implementing the GM/CEO’s priorities of improving safety, system reliability, security and the overall customer experience.
FY2018 Proposed Budget 3-39 Rail Services Chapter 3 - Operating Budget Detail
Rail Services
Responsibilities The Office of Rail Services strives daily to provide Back2Good Plan and Other Actions Metro’s customers with a safe, courteous and reliable Improve train operator response to passenger intercom transit experience that demonstrates a renewed calls commitment to the mission of the Authority and to the region’s riding public. The Office provides service across Implement rail service reliability plan to reduce 117 miles of track and 91 stations, 40 of which are in excessive waiting and crowding Washington, D.C., 26 in Maryland and 25 in Virginia. Introduce platform attendants at key transfer stations The Office of Rail Services is comprised of Rail Implement a railcar program to provide working trains Transportation (RTRA), Car Maintenance, Chief Engineer to reduce delays Vehicles, Track and Structures, ATC Maintenance, Strengthen command center operations to improve Material & Inventory Planning, Traction Power emergency planning and service recovery Maintenance, Reliability Centered Maintenance Planning and Operation Management Services. RTRA is responsible Ensure timely and quality delivery of 7000 Series for all facets of rail operations including station operations, railcars train operations and rail operations control center including Establish ‘ownership responsibility’ for each Metrorail maintenance operations center. line FY2018 Business Plan New to FY2018
Enhance rail operator training with additional rail Enhance technical training curriculum for railcar training instructor positions maintenance (CMNT), System Maintenance (ATC Address FTA Safety Management Inspection findings Power, SMNT) and RAIL operations (i.e. controllers, (R-1-2-a, R 1-12-a, R-2-18-b and R-2-17-c) train operators, station managers, rail supervisors, and interlockers) personnel Ensure all employees complete Roadway Worker Protection Training and attend refresher classes when Improve Track Inspection and Maintenance programs, deemed necessary or mandatory at the expiration date including Track Walker Inspection training of the certification Develop a comprehensive maintenance program for Conduct comprehensive inspection, maintenance, and railcars rehabilitation programs that enhance the condition of the tracks, guideways, and structures
3-40 FY2018 Proposed Budget Chapter 3 - Operating Budget Detail Bus Services
Bus Services
Responsibilities The Office of Bus Services is committed to being an Bus Services’ business plan focuses on indispensable element of Metro’s transit system by actions for the provision of safe, efficient and ensuring the safest, cleanest, most reliable, cost effective reliable service. and responsive bus service, in promoting regional mobility Back2Good and Other Actions and by contributing to the social, economic, and environmental well-being of the community. Improve personal safety and security for bus operators Bus Services is the transportation provider Improve customer safety by emphasizing defensive for more than 132 million customers each driving tactics during bus operator training year, and is responsible for the Schedule safety blitzes at incident hotspots to reinforce operation, maintenance, and scheduling of safe behavior and address unsafe conditions Metrobus routes in the District of Columbia, Virginia, and Maryland. Conduct active street management on low-performing Metrobus is responsible for approximately 1,583 buses, routes (e.g., supervisor ride-alongs) 245 routes, 154 lines and 3,828 employees. Additionally, Improve bus fleet reliability Bus Services handles the maintenance of Metro’s service Partner with regional and state DOTs to introduce vehicles and equipment and manages the DC Circulator traffic signal prioritization in key bus priority corridors Contract (a reimbursable project). to reduce travel times FY2018 Business Plan Deploy bus prediction system (BusETA) The Office of Bus Services has three offices: Bus Close out FTA corrective actions as identified in the Transportation (BTRA), Bus Maintenance (BMNT), and Safety Management Inspection Report Bus Planning, Scheduling, and Customer Facilities New to FY2018 (BPLN). Each office’s business plan details how Bus Services’ day-to-day actions help Metro make progress Manage completion of five-year bus procurement towards the agency’s strategic goals. (FY2016-2018) with (164) 40 ft. CNG, (110) 40 ft. Hybrid Electric, (21) 60 ft. Hybrid Electric and (100) 40 Ensure all employee injury investigations are completed within 30 days of the incident, management ft. CNG in FY2018 and investigation status are approved, and key factors Manage vehicle requirements for Cinder Bed Road and submitted Andrews Federal Campus Investigate all incidents caused by mechanical failures Manage route service assigned to Cinder Bed Road and (1,065 incidents), reported fires, and maintenance Andrews Federal Campus to minimize nonproductive history to determine the root cause and suggest actions miles traveled to minimize future incidents Work with AFC Engineering and Treasury to introduce Install front strobe lights on entire fleet to increase pilot farebox deployment from Cubic visibility – the reduction of collisions & pedestrian Re-write bus specification for next 5-year bus incidents procurement Work proactively with Human Resources to fill Support Maximo upgrade 7.6 – with emphasis on work vacancies to minimize overtime and to ensure that all plans, report development, standards, and bus rating in work elements are done in a timely fashion support of good repair asset management; initiate Implement the Bus Operators training for Fatigue upgraded maintenance staff training to improve data Management and National Incident Management input; all campaigns to be documented in Maximo System (NIMS) Restructure of Street Operation Staff, assigning Produce service assignments that support safe, reliable, managers to monitor impacts on route performance and and on-time Metrobus services communicate resolution to appropriate departments Continue to evaluate the effectiveness of bus schedules Employee Succession Program: Invest in employee to maintain on-time-performance development and career progression
FY2018 Proposed Budget 3-41 Bus Services Chapter 3 - Operating Budget Detail
Safety Rule Compliance Check Program: Conduct Expand Traffic Signal Prioritization (TSP) to various random audits of bus operators to ensure compliance regional Priority Corridor Networks (PCNs) and other with safety rules transportation corridors to help speed up buses by Completion of New Freedom and Bus Livability Grant delaying traffic signals for them Funded Projects that deploys more Real Time Passenger Information (RTPI) displays and makes ADA accessible improvements to regional bus stops
3-42 FY2018 Proposed Budget Chapter 3 - Operating Budget Detail Metro Transit Police
Metro Transit Police
Responsibilities Back2Good and Other Actions
The Metro Transit Police Department is Increase the number of Metro Transit Police officers on responsible for the protection of Metro the rail and bus systems customers, personnel, and transit facilities Enhance fare enforcement to ensure all riders are over a 1,500 square mile Transit Zone, comprised three jurisdictions. contributing their fair share to the operations of Metro through the Fair Fare Collection initiative The Metro Transit Police Department (MTPD) is composed of both uniformed and plain clothes sworn Increase visibility of law enforcement personnel in Police Officers charged with the duty of enforcing the laws stations and on buses with enhanced uniforms of the signatories, the laws, ordinances and regulations of New to FY2018 the political subdivisions, and the rules and regulations of Metro. Additionally, there are Special Police Officers who MTPD expects to achieve full force strength (hiring and are responsible for the physical security at rail yards, bus retention initiatives, including performance evaluations divisions, and other Metro properties. The Office of better tailored to MTPD needs) Emergency Management (OEM) civilian personnel plan, Strengthen community policing orientation through train, and provide on-scene assistance for both natural and training and community outreach (21st Century man-made emergencies. They are also responsible for Policing, Respect Your Ride, De-escalation training, digital video management and police radio etc.) communications. Other civilian employees are responsible Achieve Safety objectives (PROTECT, Quarterly OEM for crime analysis, records management, and various exercises, FTA corrective actions) and ensure MTPD administrative support functions. input shapes new independent safety commission FY2018 Business Plan Build crime analysis capabilities (e.g., Starlight system In response to the Federal Transit Administration (FTA) for real-time crime information, MCAT camera Safety Management Inspection (SMI) MTPD’s business sharing), reiterate focus on accurate reporting, and plans include the following; successfully transition to FBI’s National Incident-Based Reporting System (NIBRS) Add Fire Life Safety positions which will enhance the Office of Emergency Management support for regional Develop internal intelligence capability within HSIIB first responders and for regional first responder training Explore opportunities to streamline internal business operations and leverage technology investments (e.g., Begin civilianizing training instructors currently staffed by Sworn Officers Chronos for timekeeping)
FY2018 Proposed Budget 3-43 Office of Parking Chapter 3 - Operating Budget Detail
Office of Parking
Responsibilities The Office of Parking supports Metro by providing the Maximize efficiencies and revenues of Metro’s parking best possible customer support to transit customers by assets maximizing the utilization of available parking resources Implement innovative programs that generate and providing a safe, friendly and reliable parking additional sources of revenue and promote transit use environment to customers who benefit from transit access across the region. Communicate and inform customers about Metro’s parking assets FY2018 Business Plan
Provide reliable parking services, maximizing user satisfaction with convenient user-friendly facilities for transit customers
3-44 FY2018 Proposed Budget Chapter 3 - Operating Budget Detail Support Services
Support Services
Responsibilities Participate in cross-agency monthly meetings to prioritize and address station/facility maintenance The Office of Support Services is comprised of Systems repairs to minimize risk of injury and improve Maintenance (SMNT), Plant Maintenance (PLNT), Supply employee engagement Chain Enterprise Services (SCES), and Elevator and Escalator (ELES). SMNT is responsible for the electronic Complete injury investigations within 30 days of being and electrical maintenance activities related to Rail reported wayside operations. PLNT manages and maintains Metro’s Conduct biannual Safety Stand Down to re-emphasize facilities and mechanical equipment systems in support of seven key safety issues for safe elevator/escalator Metrorail and Metrobus operations by maintaining maintenance facilities, grounds, and mechanical equipment in a state of Work with Communications and Rail Transportation to good repair. Plant maintenance performs services at 91 rail identify strategies to enhance service disruption stations, 48 non-revenue facilities (i.e. located in rail yards, reporting for customers (i.e. announcements, email bus divisions and administration office buildings), 29 alerts, website reports, station signage, etc.) parking garages, 252 parking lots, and 213 power sub- stations. Back2Good and Other Actions
SCES is dedicated to providing quality inventory Strike team efforts to pilot station improvements management services and warehousing solutions to including improved cleanliness, equipment availability, support to Car Maintenance, Plant Maintenance, Tracks lighting and other basic amenities and Structures. The Office of Supply Chain operates a Improve station environment by upgrading unreliable supply facility and several satellite stores. elevators and escalators ELES maintains all vertical transportation equipment within the auspices of the Authority. ELES is committed New to FY2018 to providing the safe and reliable service through the use of Improve station environments: technology, training, and education. Develop new software to improve train prediction FY2018 Business Plan information for displays and internet applications
Ensure preventive maintenance schedules are adhered Improve track and platform area lighting to for tunnel fans, fire suppression systems, tunnel Chiller & Cooling Tower Water Treatment remote emergency exits, emergency evacuation carts and monitoring drainage pumping stations Fuel System Maintenance Roof Asset Management Program
FY2018 Proposed Budget 3-45 Office of Performance Chapter 3 - Operating Budget Detail
Office of Performance
Responsibilities collaborative risk management (CRM) program development. The Office of Performance (CPO) aligns Metro in achieving its strategic goals by measuring and publicly FY2018 Business Plan reporting results via a set of Key Performance Indicators (KPI’s) and produces and presents to the Board of CPO will work collaboratively with all departments to Directors the quarterly Vital Signs Report, which strengthen internal controls, implement quality communicates why performance has changed and what improvements, and improve data integrity actions will be taken to improve. CPO works Continue effort to turn data into performance collaboratively across the agency to turn data into information that can be used by managers to improve performance information which helps prioritize decision decision making and resource allocation making on actions to improve. Products and services Research and develop new and improved measures that include performance reporting (Vital Signs, GM/CEO augment Vital Signs such as bus customer travel time reports), target-setting (KPI’s, new MAP-21 measures), and federally-required measures for the condition of industry benchmarking, business plan development, and capital assets
3-46 FY2018 Proposed Budget Chapter 3 - Operating Budget Detail Executive Managing Officer
Executive Managing Officer
Executive Managing Officer
Access Special Services Projects
The Department of Executive Managing Officer (EXEC) consists of Access Services (ACCS) and Special Projects (SPEC). The Office of Special Projects leads and manages major, special, and strategic projects at the direction of the GM/CEO and senior management in support of achieving organizational goals and immediate priorities. The office also manages the internal coordination and the tracking and GM/CEO approval of responses to OIG audits and reports. In support of the GM/CEO’s Back2Good plan, the office is ensuring work on the Dulles and I-66 projects is done in a manner that does not adversely impact Metro operations and service, as well as ensuring that inter-agency agreements, including reimbursable projects agreements, follow Metro’s policies on cost responsibility. The business plan for Access Services is provided separately, articulating the office’s responsibilities and strategic action plans directed towards implementing the GM/CEO’s priorities of enhancing safety reliability, financial responsibility and the overall customer experience.
FY2018 Proposed Budget 3-47 Access Services Chapter 3 - Operating Budget Detail
Access Services
Responsibilities The Department of Access Services (ACCS) ensures that customers with disabilities – using the accessible fixed- Metro provides safe, reliable and accessible transit service route system over the paratransit option. Choosing fixed- to people with disabilities and demonstrates leadership in route provides greater travel independence and the coordination of regional resources to meet the demand significantly reduced costs to the customer, and to Metro. for specialized transportation. The Office of MetroAccess Service manages paratransit ACCS ensures the continuous improvement service through five separate contracts: service delivery of all Metro’s accessible services and (three contractors); call center operations; and quality facilities through its three offices (ADA Policy assurance. & Planning, Eligibility Certification & Growing ridership requires a regional strategy Outreach, and MetroAccess Service). emphasizing demand management. MetroAccess ridership ACCS is responsible for: increased from just under a million trips in 2003 to 2.4 MetroAccess service delivery million trips in 2010. The increase was driven largely by an aging population and reduction in services offered by Metro accessibility policy leadership human service agencies. Metro implemented a series of Ensuring ADA and FTA compliance demand management strategies that lowered annual Accessibility planning and design support MetroAccess ridership to 2.1 million trips. Driven again by the “senior age wave“ and reductions in human service Accessibility Advisory Committee staffing and support agency transportation, growth has resumed and is Customer eligibility determination for MetroAccess estimated to be 2.3 million trips in FY2018. and Reduced (Half) Fare Program Back2Good and Other Actions Outreach and travel training to provide the most independent travel choices to customers with Improve service reliability for paratransit customers disabilities Reduce overhead costs through innovation such as FY2018 Business Plan exploring public/private partnerships for select paratransit trips. Abilities-Ride, the MetroAccess The ACCS Business Plan is centered on three strategic alternative public/private partnership pilot in Maryland objectives: providing generally available on-demand service, will All of Metro’s services are continuously safe, reliable, be a key feature in FY2018. and accessible to our customers with disabilities New to FY2018 MetroAccess paratransit service is delivered safely, efficiently, and effectively ACCS is working to reduce operating expenses by identifying segments of MetroAccess demand and Specialized transportation alternatives are fully utilize non-ADA service, either contracted or funded leveraged to ensure the ongoing sustainability of directly by Metro, to provide the requested service MetroAccess ACCS is pursuing more non-ADA paratransit ACCS is developing and implementing long-term policy alternatives, such as vehicle transfers to human service and operational strategies that support the optimal use, and agencies that enable them to operate their own more efficient delivery of paratransit services and greater paratransit services; saving money for Metro and use of paratransit alternatives. jurisdictions and providing better service to customers The ADA Policy & Planning office works closely with ACCS will continue to prioritize and implement Metro’s engineers, planners, bus, rail and communications accessibility improvements to bus stops throughout the staffs to ensure that our doors are opened to the greatest region number of people with disabilities. The Eligibility Certification & Outreach office operates a thorough and compliant paratransit eligibility determination process that contributes to the sustainability of the service by ensuring that only those who need paratransit are determined eligible. Effective marketing provides another choice for
3-48 FY2018 Proposed Budget Chapter 4 - Capital Budget
Chapter 4 - Capital Budget
Wiehle-Reston East Metro Station
FY2018 Proposed Budget 4-1 Chapter 4 - Capital Budget
Overview
Metro’s proposed FY2018-FY2023 Capital Improvement Development and Evaluation Initiatives are potential major Program (CIP) totals $7.2 billion, with funding from the capital investment needs that have not advanced to full federal government, state and local contributions, long- projects. D&E proposals will be evaluated using project term financing, and other sources. Of this amount, $1.25 management best practices and must pass decision points billion is planned for investment in FY2018. or ‘gates’ for advancement to the next stage of Metro’s capital program is grouped into six major development. This process ensures that capital investments Investment Categories, which are comprised of twenty-one are efficient and effective and that project risks are Programs. The Categories and Programs group mitigated prior to initiation or commitment. The D&E investments by both asset type and function. Within each process also helps to ensure that projects have clearly Program, investments are structured into three functional defined scopes, schedules, and cost estimates with classifications – Safety & State of Good Repair programs, appropriate consideration for risks and alternative Major Projects, and Development and Evaluation solutions. Funding will be allocated when initiatives are initiatives (D&E). sufficiently developed to advance to the next stage. When initiatives are fully developed and evaluated, they can Safety & State of Good Repair is the largest functional area become Major Projects which require full funding for of the capital program. This includes annual, recurring construction and/or acquisition. For the FY2018–FY2023 investments in the replacement, rehabilitation, and capital program cycle, Metro has included funding for maintenance of existing assets to ensure the safety of Development and Evaluation and project initiation, but full Metro’s core infrastructure and to promote a state of good funding for these potential projects will only be requested repair. Prioritization of assets for replacement or when the needs are fully developed into Major Projects. rehabilitation is done using the age and condition of specific assets. Examples of Safety and State of Good The following needs are included in the FY2018-FY2023 Repair investments include, among others: railcar program and will proceed through the D&E process: component maintenance and rehabilitation; bus and Red Line Water Remediation paratransit vehicle repair, rehabilitation, and replacement; 2000/3000 Series Railcar Replacement rail crosstie and track fastener replacement; track circuit replacement; power cable replacement; and elevator/ Red Line Core Capacity escalator repair, rehabilitation, and replacement. These Tunnel Ventilation programs also include efforts to comply with oversight Bladensburg/Northern Bus Garage Rebuild or recommendations and capital maintenance requirements. Replacement Major Projects are large, multi-year construction and Metro Office Facilities acquisition projects, such as the construction of a new As the recently begun Capital Needs Inventory (CNI) maintenance facility or the acquisition of railcars. Several process matures and is refined, it is expected that major capital projects are currently underway, including additional candidates for the D&E process will be the 7000 series railcar acquisition; construction of the identified, subject to the availability of funding and Cinder Bed Road and Andrews Federal Center Bus regional and system capacity to advance major capital Maintenance and Storage facilities; the Radio and Wireless projects. Infrastructure project, which will facilitate wireless communication in the underground segments of the rail Of the $1.25 billion of planned capital investments in system and upgrade radio communications system-wide; FY2018, $695 million will be invested in Safety & State of and construction of Silver Line Phase 2 to Dulles Airport Good Repair investments, $534 million will support Major and Loudoun County, for which Metro is providing Projects, and $21 million will advance Development and technical support. Evaluation activities.
4-2 FY2018 Proposed Budget Chapter 4 - Capital Budget
Investment Categories Railcar Investments The Railcar Investment category includes three programs: Metro will also complete power upgrades to enable the Railcar Acquisition; Railcar Maintenance & Overhaul; and entire Orange and Blue Line portions of the Metrorail Railcar Maintenance Facilities. Over the next six years, system to safely and reliably operate all 8-car trains, investment priorities in this category will address major increasing system capacity for customers and reducing projects and safety imperatives within each program. crowding during peak hours. Additional power upgrades to As part the Back2Good initiative, Metro will implement a run all 8-car trains on the Red Line are planned to begin in “Get Well” initiative for railcars – accelerating the FY2021. retirement of the oldest and least reliable cars, Metro will also complete work to replace the existing commissioning 50 new trains, implementing targeted Comprehensive Radio Communications System (CRCS) repair campaigns to address defective components on the with a new system operating in the 700MHz band to legacy fleet, and rebalancing railyards to reduce terminal provide a new radio and wireless communication dispatch failures. infrastructure and improve safety, security, efficiency of Specifically, Metro will acquire 224 new 7000 series operations, and customer convenience. Segments of the railcars in FY2018 and replace all 1000 and 4000 series Blue/Orange and Red lines are planned for activation as cars by the end of calendar 2017. With these new vehicles, early as 2017. Metro will also begin operating all of its 8-car trains with Additionally, Metro will address critical state of good 7000 series railcars to improve train line performance. repair needs in Automatic Train Control (ATC) equipment As Metro eliminates the burden of maintaining and throughout the rail system as work on the replacement of operating the least reliable cars, rail yards will be all Generation 3 track circuits is completed. rebalanced to optimize the number of trains per line to Track & Structures optimize railcar deployment. The Track & Structures Investment category priorities Component improvements on the legacy fleet, including includes three programs – Fixed Rail, Structures, and the 2000, 3000, 5000, and 6000 series railcars will include Track Maintenance Equipment. The investment priorities HVAC, propulsion systems, and pneumatic brakes to in these areas will continue to be the rehabilitation and reinforce the safety and reliability of the fleet and to reduce maintenance of the Metrorail track and right of way as well train offloads. as regular repair and replacement of track components Rail Systems (such as running rail, crossties, and fasteners) and structures (such as bridges, tunnels, and retaining walls). The Rail Systems Investment category includes two programs: Propulsion and Signals & Communications. As the SafeTrack initiative comes to a close at the end of Investment priorities over the next six years are focused on FY2017 – and the significant backlog of deferred track safety, state of good repair and capacity improvements in maintenance is reduced – Metro will phase in a regular, rail propulsion power systems and communication systems data-driven and safety-directed program of track in support of Metro’s continued deployment of 8-car maintenance and rehabilitation. trains.
FY2018 Proposed Budget 4-3 Chapter 4 - Capital Budget
Metro’s track rehabilitation and maintenance program will In addition to the rehabilitation and replacement of bus address the significant repair and rehabilitation needed to maintenance facilities to improve safety and reliability, lay the groundwork for the industry-standard preventive Metro will also improve accessibility for customers with maintenance program outlined in Back2Good and to avert disabilities and install Real Time Passenger Information another accumulation of deferred maintenance. These (RTPI) signs at bus passenger facilities across the region. efforts will mitigate the potential for emergency conditions The reconfiguration and construction of the King Street and allow operating preventative maintenance to reduce Bus loop will improve connections for all modes of infrastructure-related train delays by half. transportation and access to the station. Stations & Passenger Facilities Business Support The Station & Passenger Facilities Investment category The Business Support Investment category includes three encompasses five programs – Platforms & Structures, programs – Information Technology (IT), Metro Transit Vertical Transportation, Fare Collection, Station Systems Police Department (MTPD), and Support Equipment & and Parking Facilities. Services. Investment priorities over the next six years will focus on Investment priorities in these programs will include the repair, rehabilitation and replacement of elevators and MTPD equipment for public safety and security, system- escalators; capacity improvements at key stations wide facility roof replacement, and IT investments including L’Enfant Plaza, Union Station, Gallery Place and including a new time management system to better manage Farragut North; six new stations to be added with the labor utilization and productivity across the agency, an Silver Line Phase 2extension to Dulles Airport and enterprise financial system upgrade to improve financial Loudoun County; and a new station at Potomac Yard on management and reporting practices, and the integration the Yellow and Blue Lines in the City of Alexandria. of Geographic Information System (GIS) technology to Metro will invest heavily in lighting upgrades to increase leverage real time traffic data and optimize bus visibility on mezzanines and platforms at key stations, scheduling and planning.Investment priorities in these modernize fare collection equipment and systems, programs will include MTPD equipment for public safety rehabilitate parking garages and surfaces, and rehabilitate and security, system-wide facility roof replacement, and and replace station cooling infrastructure and equipment. IT investments including a new time management system to better manage labor utilization and productivity across Bus & Paratransit the agency, an enterprise financial system upgrade to The Bus & Paratransit category also covers five programs improve financial management and reporting practices, – Bus Acquisition, Bus Maintenance & Overhaul, Bus and the integration of Geographic Information System Maintenance Facilities, Bus Passenger Facilities/Systems (GIS) technology to leverage real time traffic data and and Paratransit. optimize bus scheduling and planning. Metro’s investments in these programs will include the Investment priorities in these programs will include acquisition and regular replacement of buses and MTPD equipment for public safety and security, system- paratransit vans to maintain a safe and reliable vehicle fleet wide facility roof replacement, and IT investments in accordance with approved fleet plans; the repair and including a new time management system to better rehabilitation of the existing bus fleet; and construction of manage labor utilization and productivity across the new bus facilities at Cinder Bed Road and Andrews agency, an enterprise financial system upgrade to Federal Center – replacing two facilities that are both more improve financial management and reporting practices, than 90 years old. A new heavy repair and overhaul facility and the integration of Geographic Information System is being constructed at Andrews Federal Center as well. (GIS) technology to leverage real time traffic data and optimize bus scheduling and planning
4-4 FY2018 Proposed Budget Chapter 4 - Capital Budget
CIP Multiyear Investments Dollars in Millions
FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 6 Year (Dollars in Millions) Plan Plan Plan Plan Plan Plan Total Railcar Acquisition 344.0 371.0 414.6 352.9 56.9 28.1 1,567.5 Railcar Maintenance/Overhaul 139.0 116.1 109.5 110.1 109.9 113.4 698.0 Railcar Maintenance Facilities 40 30.4 33.0 38.9 60.9 65.9 269.0 Railcar Investments 523.0 517.4 557.1 501.9 227.7 207.4 2,534.5 Propulsion 33.0 57.7 53.8 53.9 53.8 54.8 307.0 Signals & Communications 84.0 131.8 112.8 74.5 80.1 67.8 551.0 Rail Systems Investments 117.0 189.5 166.5 128.4 134.0 122.6 858.0 Fixed Rail 100.0 85.0 90.0 93.0 95.0 92.0 554.0 Structures 13.0 36.0 28.0 28.0 37.0 64.0 206.0 Track Maintenance Equip 1.0 1.0 1.0 1.0 1.0 4.0 10.0 Track and Structures Rehabilitation Investments 113.0 121.7 119.5 122.3 133.4 160.1 770.0 Platforms & Structures 88.0 78.5 89.1 97.6 92.0 105.3 550.5 Vertical Transportation 61.0 67.9 59.9 60.2 47.7 26.4 323.0 Fare Collection 20.0 94.2 72.1 35.1 28.1 9.4 259.0 Station Systems 30.0 41.1 24.4 31.3 36.9 38.3 202.0 Parking Facilities 8.0 9.9 12.2 19.8 19.7 20.4 90.0 Stations and Passenger Facilities Investments 207.0 291.5 257.8 244.0 224.4 199.8 1424.5 Bus Acquisition 63.0 13.7 93.0 122.2 122.0 128.6 542.5 Bus Maintenance/Overhaul 67.0 72.9 68.0 68.3 68.3 70.0 414.5 Bus Maintenance Facilities 70.0 25.7 27.5 49.3 45.1 8.5 226.0 Bus Passenger Facilities/Systems 8.0 0.7 1.0 1.0 1.0 1.2 13.0 Paratransit 17.0 12.0 11.1 11.2 11.2 11.6 74.0 Bus and Paratransit Investments 225.0 125.0 200.6 252.1 247.6 219.8 1,270.0 IT 48.0 38.9 43.6 43.0 43.0 44.0 260.5 MTPD 1.0 0.4 0.4 0.4 0.4 0.4 3.0 Support Equipment/Services 16.0 13.7 8.1 8.1 8.1 8.4 62.5 Business Support Investments 65.0 53.0 52.1 51.5 51.5 52.9 326.0 Total Capital Programs 1,250.0 1,298.1 1353.5 1,300.2 1,018.6 962.6 7,183.0
FY2018 Proposed Budget 4-5 Chapter 4 - Capital Budget
Proposed Funding Sources
By the end of FY2017, all available federal grant funds, projection assumes that federal formula and PRIIA grant except for some small restricted discretionary grants, will funding continues at current levels. The higher level of capital investment proposed for the six year CIP therefore be fully utilized, with no Passenger Rail Investment requires a significant increase in jurisdictional contribu- and Improvement Act (PRIIA) or formula funds car- tions and long-term financing to fund the program, as ried forward into FY2018. The FY2018-2023 capital shown below. funding FY2018-2023 Proposed Capital Improvement Program FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 6 Year (Dollars in Millions) Plan Plan Plan Plan Plan Plan Total Federal Federal Formula Programs $302.7 $302.7 $302.7 $302.7 $302.7 $302.7 $1,816.0 Federal PRIIA 148.5 148.5 148.5 148.5 148.5 148.5 891.0 Other Federal Grants 9.1 9.5 7.2 7.8 8.0 8.3 49.9 Subtotal Federal 460.3 460.7 458.4 458.9 459.2 459.5 2,756.9 Match to Federal Formula 75.9 76.3 76.0 77.4 75.8 75.9 457.2 System Performance 135.0 344.8 420.7 419.0 296.0 269.8 1,885.2 Match to Resiliency Grant 148.5 148.5 148.5 148.5 148.5 148.5 891.0 Other State and Local 15.0 4.5 3.9 4.0 4.1 4.2 35.7
Subtotal State and Local 374.6 573.8 649.1 647.6 524.6 498.5 3,268.2 MWAA 118.2 33.2 32.2 69.2 35.2 5.0 293.0 Other 6.0 8.0 1.0 0.0 0.0 0.0 15.0 Long-Term Financing 441.0 222.3 212.3 124.4 0.0 0.0 1000.0 Total $1,400.0 $1,298.0 $1,353.0 $1,300.0 $1,019.0 $963.0 $7,333.0
Federal Programs million in total state and local investment and debt. Metro and the jurisdictions will determine the use of long-term The proposed FY2018 capital budget assumes that Metro debt versus additional local capital contributions as part of will receive approximately $313 million from Federal the broader funding strategy and renewal of the Capital formula grants and other smaller discretionary grant Funding Agreement (CFA). programs, as well as $148.5 million from PRIIA. The formula and discretionary grants generally require a 20 Beginning in FY2018, management is including capital percent local match, while PRIIA funds require a dollar- reimbursable projects within the applicable capital for-dollar (50 percent) match from the jurisdictions. investment programs rather than in a separate reimbursable Accordingly, the total required match to federal grants in capital budget. Integrating these jurisdictional and third FY2018 will be approximately $226 million. party projects into the overall program will improve awareness and oversight but will have no impact on The six-year funding plan assumes that Federal grant regional funding requirements, as the projects are fully funding will continue to be appropriated by Congress at a funded by the sponsoring entity. Current active level consistent with Federal Fiscal Year 2016, amounting jurisdictional projects include the Silver Line extension to a total of $2.76 billion over six years. The funding plan and the associated expansion railcars (MWAA), Potomac also assumes that PRIIA funding, which is currently set to Yard station (Alexandria), King Street Bus Loop expire after Federal Fiscal Year 2019 (Metro FY2020) will (Alexandria), support for the Purple Line (Maryland), and be reauthorized at its current annual funding level the jurisdictional project development program. State & Local Programs Miscellaneous Programs In addition to providing the required match to Federal The FY2018 funding plan includes $150 million of grants, Metro’s funding jurisdictions also contribute planned repayment of short-term debt planned to be used in unmatched capital funds (called system performance FY2017 to fund the capital program funds) and participate in Metro’s long-term debt issuances. The proposed FY2018 capital budget includes $801
4-6 FY2018 Proposed Budget Chapter 4 - Capital Budget
. Financial Plan - Allocation of State & Local Contributions* Dollars in Millions FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 6 Year (Dollars in Millions) Plan Plan Plan Plan Plan Plan Total
Federal Formula Match & System Performance District of Columbia 75.2 153.7 180.2 179.4 134.5 124.5 847.4 Montgomery County 38.0 75.9 88.4 88.3 66.0 61.4 417.0 Prince George's County 35.9 70.7 83.6 83.5 62.4 58.0 394.3 Maryland Subtotal 73.9 145.6 172.1 171.9 128.5 119.5 811.3 City of Alexandria 9.7 20.3 23.8 23.9 17.8 16.7 112.2 Arlington County 18.4 35.6 42.6 42.4 31.7 29.4 200.1 City of Fairfax 0.6 1.2 1.3 1.5 0.9 0.9 6.4 Fairfax County 32.4 63.5 75.3 75.8 57.5 53.9 358.4 City of Falls Church 0.7 1.3 1.3 1.5 0.9 0.9 6.6 Commonwealth of Virginia ------Virginia Subtotal 61.8 121.8 144.4 145.2 108.8 101.8 683.7 Subtotal Federal Formula Match & System Performance 210.9 421.1 496.6 496.4 371.1 345.7 2,342.4
State and Local PRIIA District of Columbia 49.5 49.5 49.5 49.5 49.5 49.5 297.0 State of Maryland 49.5 49.5 49.5 49.5 49.5 49.5 297.0 Commonwealth of Virginia 49.5 49.5 49.5 49.5 49.5 49.5 297.0 Subtotal State and Local PRIIA 148.5 148.5 148.5 148.5 148.5 148.5 891.0
Other State and Local District of Columbia 1.0 1.0 1.0 1.0 1.0 1.0 6.0 Montgomery County ------Prince George's County ------State of Maryland 5.0 1.0 1.0 1.0 1.0 1.0 10.0 Maryland Subtotal 5.0 1.0 1.0 1.0 1.0 1.0 10.0 DRPT (CMAQ Match) 1.4 1.5 0.9 1.0 1.1 1.2 7.1 City of Alexandria 6.8 0.2 0.2 0.2 0.2 0.3 7.6 Arlington County 0.3 0.3 0.3 0.3 0.3 0.3 1.7 City of Fairfax 0.01 0.01 0.01 0.01 0.01 0.01 0.05 Fairfax County 0.5 0.5 0.5 0.5 0.5 0.5 3.2 City of Falls Church 0.01 0.01 0.01 0.01 0.01 0.01 0.06 Commonwealth of Virginia ------Virginia Subtotal 9.0 2.5 1.9 2.0 2.1 2.2 19.7 Total Other State and Local 15.0 4.5 3.9 4.0 4.1 4.2 35.7 Total Contributions before Debt 374.4 574.0 649.0 649.0 524.3 498.3 3,269.1
Additional Contribution or Debt District of Columbia 156.2 78.8 75.2 44.1 - - 354.3 Montgomery County 79.4 40.0 38.2 22.4 - - 180.1 Prince George's County 75.1 37.9 36.2 21.2 - - 170.3 Maryland Subtotal 154.5 77.9 74.4 43.6 - - 350.4 City of Alexandria 20.5 10.4 9.9 5.8 - - 46.6 Arlington County 39.2 19.8 18.9 11.0 - - 88.9 City of Fairfax 1.3 0.6 0.6 0.4 - - 2.9 Fairfax County 68.0 34.3 32.7 19.2 - - 154.2 City of Falls Church 1.2 0.6 0.6 0.3 - - 2.7 Commonwealth of Virginia ------Virginia Subtotal 130.2 65.6 62.7 36.7 - - 295.2 Total Debt (Opt Out) 441.0 222.3 212.3 124.4 - - 1,000.0 Grand Total State and Local Funding with Debt 815.3 796.3 861.3 773.3 524.3 498.3 4,269.0
* Loudoun County will begin contributing to the capital program during the 6-year period with the introduction of Silver Line Phase 2.
FY2018 Proposed Budget 4-7 Chapter 4 - Capital Budget
Financial Plan - FY2016 & FY2017 Allocation of State & Local Contributions Dollars in Millions FY2017 Forecast FY2018Proposed Q1 Q2 Q3 Q4 Total Q1 Q2 Q3 Q4 Total
Federal Formula Match & System Performance District of Columbia $19.7 $15.5 $17.6 $17.6 $70.4 $21.1 $16.5 $18.8 $18.8 $75.2 Montgomery County $9.0 $7.1 $8.1 $8.1 $32.3 $10.6 $8.4 $9.5 $9.5 $38.0 Prince George's County $9.4 $7.4 $8.4 $8.4 $33.6 $10.1 $7.9 $9.0 $9.0 $35.9 Maryland Subtotal $18.4 $14.5 $16.5 $16.5 $65.9 $20.7 $16.3 $18.5 $18.5 $73.9 City of Alexandria $2.4 $1.9 $2.1 $2.1 $8.5 $2.7 $2.1 $2.4 $2.4 $9.7 Arlington County $4.4 $3.5 $4.0 $4.0 $15.8 $5.2 $4.1 $4.6 $4.6 $18.4 City of Fairfax $0.1 $0.1 $0.1 $0.1 $0.5 $0.2 $0.1 $0.2 $0.2 $0.6 Fairfax County $7.8 $6.1 $6.9 $6.9 $27.8 $9.1 $7.1 $8.1 $8.1 $32.4 City of Falls Church $0.2 $0.1 $0.1 $0.1 $0.6 $0.2 $0.2 $0.2 $0.2 $0.7 Commonwealth of Virginia —————————— Virginia Subtotal $14.9 $11.7 $13.3 $13.3 $53.2 $17.3 $13.6 $15.4 $15.4 $61.8 Subtotal Formula Match & System Performance $53.0 $41.7 $47.4 $47.4 $189.5 $59.0 $46.4 $52.7 $52.7 $210.9
State and Local PRIIA District of Columbia $16.3 $13.4 $9.9 $9.9 $49.5 $16.3 $13.4 $9.9 $9.9 $49.5 State of Maryland $16.3 $13.4 $9.9 $9.9 $49.5 $16.3 $13.4 $9.9 $9.9 $49.5 Commonwealth of Virginia $16.3 $13.4 $9.9 $9.9 $49.5 $16.3 $13.4 $9.9 $9.9 $49.5 Subtotal State and Local PRIIA $49.0 $40.1 $29.7 $29.7 $148.5 $49.0 $40.1 $29.7 $29.7 $148.5 CMAQ Match Commonwealth of Virginia (DRPT) — — $0.1 $0.1 $0.2 $0.7 $0.7 — — $1.4 Subtotal CMAQ Match $0.0 $0.0 $0.1 $0.1 $0.2 $0.7 $0.7 $0.0 $0.0 $1.4 King Street Bus Loop (Alexandria) $0.0 $0.0 $0.0 $0.0 $0.0 $0.3 $0.3 $0.3 $0.3 $1.3 Potomac Yards (Alexandria) $0.0 $0.0 $0.0 $0.0 $0.0 $1.3 $1.3 $1.3 $1.3 $5.3 Purple Line (Maryland $0.0 $0.0 $0.0 $0.0 $0.0 $1.0 $1.0 $1.0 $1.0 $4.0
Project Planning District of Columbia — — — — — $0.3 $0.3 $0.3 $0.3 $1.0 State of Maryland —————$0.3$0.3$0.3$0.3$1.0 Commonwealth of Virginia (NVTA) — — — — — $0.3 $0.3 $0.3 $0.3 $1.0 Subtotal Project Planning $0.0 $0.0 $0.0 $0.0 $0.0 $0.8 $0.8 $0.8 $0.8 $3.0 Total $102.1 $81.8 $77.1 $77.2 $338.1 $112.0 $90.6 $85.8 $85.8 $374.4
4-8 FY2018 Proposed Budget Appendix A - Sustainability and Energy
Appendix A - Sustainability
Sustainable transportation The FY2018 proposed budget for water and energy across all uses (i.e. facilities, traction power and fuel) is $107 Investments in sustainability are one of the key ways million. Metro can promote cost savings and responsible stewardship of the region’s funding support. Implementation of plans that could execute a one percent reduction in overall water and energy costs Metro provides the transit network around which a could potentially save the authority over $10 compact and low-carbon region can prosper. By million over the next decade. supporting transit-oriented development as the region grows, replacing automobile trips with efficient bus and Execution of a more aggressive target of five rail trips, and reducing traffic congestion, Metro percent could yield a potential savings of over $50 contributes to economic growth, enhanced mobility and million in savings over the next decade. reduced greenhouse gas emissions across the region. Every In 2014, Metro adopted an energy reduction target of 15 vehicle commute Metro takes off the region’s roads saves percent per vehicle mile from 2013 levels by 2025. As of 67 kilograms of carbon dioxide equivalent emissions per 2015, Metro has realized a two percent reduction in energy week. Additionally, each year Metro riders avoid the use per vehicle mile and associated avoided costs. release of about 400,000 tons of carbon and 22 tons of To continue along the path to reach these ambitious energy particulates into the atmosphere, minimize regional storm reduction targets, Metro has initiated an Authority-wide water run-off by supporting compact development and energy audit which will recommend investments, save approximately 40 million gallons of fuel. prioritized based on expected return. The report will Reinvesting to meet fiscal and environmental goals provide concrete recommendations including integration into capital programing and asset management. Metro is at a critical point where significant improvements In addition, Metro is launching an Enterprise Energy must be made to provide the safe, effective and reliable Management system that will allow internal transparency, service our region deserves. The actions taken to improve accountability and asset management of Metro’s $107 the system in the long term will help get riders out of their million water and energy budget. By incorporating the cars and onto trains and buses, and as a result reduce management of energy across the Authority as part of greenhouse gas emissions region-wide. business, Metro will be able to reach our energy reduction Metro’s plan of action focuses on three areas: increased targets and achieve associated cost savings. safety and security, improved service reliability, and Sustainability Initiative financial stability. Metro is committed to incorporating sustainable practices as we rebuild. Sustainability can Metro’s Sustainability Initiative is designed to achieve result in real financial savings and the new railcars, buses, financial and environmental goals while improving safety and facility improvements will help Metro lead the way. and reliability. The initiative set forward three regional and seven internal service efficiency targets to manage to and Energy Management and Sustainability at Metro reach by 2025. It also established the Sustainability Lab Energy Management and Sustainability Awards to promote cost effective innovation and best practice adoption at the Authority. Since its adoption in 2014, Metro’s sustainability projects have included efficient passenger garage lighting, rail yard switch heaters, and building automation systems at key facilities. These projects have saved Metro nearly $2.5 million annually while reducing use of utilities, upgrading equipment, and reducing labor requirements. Programs like the Sustainability Lab allow the Authority’s creative minds to show what is possible as Metro improves its system. Financially sound, environmentally-friendly projects are being submitted as improvements are made throughout the system. The Sustainability Lab has implemented pilot projects related to the use of energy, water, and waste disposal that are expected to save the
FY2018 Proposed Budget A-1 Appendix A - Sustainability and Energy
Authority $1.2 million in operating costs over the next five The Sustainability Lab funded pilot of new high years and if rolled out agency-wide, could save over $10 efficiency switch heaters estimated to produce energy million annually. In 2018, the program will continue to savings of $135,000 annually and is now underway. invest in high-return initiatives that can bring down long- Switch heaters provide switch protection in cold term operating costs. weather to enable switches to remain operational. If this Employees are critical to agency innovation and achieving pilot proves successful, Metro has 285 yard switches Metro’s Sustainability Initiative targets. Through its that could be converted. annual Sustainability Awards program, Metro recognizes A new tub grinder, funded by the Sustainability Lab, is and presents awards to staff for implementation of projects expected to save approximately $50,000 annually. This that create cost saving and/or sustainable business project will divert approximately 4,000 cubic yards of practices to the Authority. compostable waste from Metro’s waste stream and will Metro sustainability projects completed to date include: recoup the initial investment in equipment within three to four years. The addition of one battery-electric bus to the fleet for testing on selected routes in the region. Battery-electric drivetrain vehicles provide fuel and maintenance savings, while offering quieter, emissions-free bus operations. Stricter regulatory requirements from the Maryland Department of the Environment, as part of the Chesapeake Bay Restoration Act, triggered the need for Metro to construct a new water treatment building at the Largo pumping station. Metro’s new state-of-the-art facility employs a combination of design elements that help Metro meet regulatory requirements, achieve its A evaluation of Metro’s solar generation potential and sustainability targets, and reduce operating costs. the potential to monetize this otherwise latent assets has been completed. Significant market ready on-site solar capacity has been identified on Metro property. However, many of the Authority’s assets with solar capacity remain economically unfeasible. Metro continues to investigate opportunities for sourcing off- site economically beneficial renewable energy generation to achieve its 30 percent renewable target by 2025. In 2014, Metro achieved significant success with the initiation of the self-funding garage lighting efficiency contract. This contract provided for the installation and maintenance of new equipment which was funded through guaranteed energy savings. This demonstrates that Metro can successfully use the energy savings to finance infrastructure investments that radically improve the customer experience. Twenty-five passenger parking facilities benefited from safety enhancing lighting upgrades that reduced energy use by over 68 percent.
A-2 FY2018 Proposed Budget Appendix B - Capital Program Detail Railcar Acquisition
Appendix B - Capital Program Detail
Program: Railcar Acquisition Category: Railcar Investments Program Description Metro maintains and operates a fleet that will reach approximately 1,300 railcars during the six year period. Metro currently has a contract to procure 748 new 7000 series railcars, through which 592 of the oldest, least reliable, and poorest performing railcars will be replaced. The remaining 156 vehicles are being used to expand the overall size of the fleet – 64 of these have been delivered to support the expansion of the Silver Line and 64 more Silver Line expansion vehicles are planned for delivery in FY2018. In FY2019, 28 additional vehicles are planned for delivery.
Proposed Budget (in 000s) FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 Total Safety & State of Good Repair $0 $0 $0 $0 $0 $0 $0 Major Projects 344,000 359,878 379,826 348,000 52,000 23,240 1,506,945 Development & Evaluation 0 11,077 34,802 4,892 4,892 4,892 60,555 Budget Total $344,000 $370,955 $414,629 $352,892 $56,892 $28,132 $1,567,500
Safety & State of Good Repair Investments Railcar Acquisition activities are classified as Major Projects, rather than routine state of good repair efforts, due to the magnitude of the investment and the extended development and acquisition timeline.
Major Capital Projects Major projects in Railcar Acquisition include the complete replacement of the 1000 series railcars (addressing a recommendation from the National Transportation Safety Board), as well as replacement of the 4000, and 5000 series railcars, and delivery of expansion vehicles for the Silver Line along with 28 additional railcars. Total vehicles to be replaced include: 300 of the 1000 series railcars; 100 of the 4000 series; and 192 of the 5000 series. Accelerated railcar replacement will improve safety and reliability and will standardize the fleet. Placeholder funding is also included for planned future replacement of the 2000 and 3000 series railcars.
Project (FY2018 - 2023) Objectives Cost (in 000s) 1000 Series Railcars Complete Delivery 55,965 Silver Expansion Railcars Delivery of 64 expansion vehicles 157,985 4000 Series Railcars Delivery of 100 expansion vehicles 175,946 5000 Series Railcars Delivery of 192 vehicles 340,700 Expansion Railcars Delivery of 28 vehicles 49,685 Contingency Future Major Capital Projects To be determined * 726,664 Total $1,506,945
FY2018 Proposed Budget B-1 Appendix B - Capital Program Detail Railcar Acquisition
Development & Evaluation for Future Major Projects Metro will determine the optimal approach for the replacement of all 366 of the 2000 and 3000 series railcars through the development and evaluation process, along with planning for future railcar acquisition needs. *In addition to $61 million for Development & Evaluation, the Major Projects program also includes placeholder funding of $727 million for project initiation. Total project costs will be determined at the end of the Development & Evaluation process.
Investment Summary (in 000s) FY2018 FY2018 - 2023
Development & Evaluation $60,555
$344,000 $1,567,500 TOTAL TOTAL
Major Projects Major Projects $344,000 $1,506,945
FY2018 Proposed Budget B-2 Appendix B - Capital Program Detail Railcar Mainenance & Overhaul
Program: Railcar Maintenance & Overhaul Category: Railcar Investments Program Description This program supports railcar preventive maintenance, railcar rehabilitation and railcar safety and reliability improvements, as part of Metro's "Back2Good" initiative. This multi-faceted approach will help reduce passenger off-loads, increase performance and reduce delays. Additionally, state of good repair investments ensure railcars are properly maintained, kept in peak performance condition, and address any component failures and improvement initiatives
Proposed Budget (in 000s) FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 Total Safety & State of Good Repair $139,000 $116,082 $109,469 $110,092 $109,944 $113,413 $698,000 Major Projects 0000000 Development & Evaluation 0000000 Budget Total $139,000 $116,082 $109,469 $110,092 $109,944 $113,413 $698,000
Safety & State of Good Repair Investments A consistent overhaul program – rehabilitating approximately 260 railcar vehicles annually – ensures that components are replaced before the end of their useful life is reached – reducing breakdowns and customer off-loads. Metro will complete component fixes on the legacy fleet – 2000, 3000, 5000, and 6000 series cars, including HVAC, propulsion systems, and pneumatic brakes. The components to be replaced include, but are not limited to, wheels, brake systems, traction motors and truck overhauls. Carpet on all 6000 series cars will be replaced with resilient flooring. Regular, on-going inspection and preventive maintenance will be conducted on the fleet of approximately 1,300 railcars, to ensure the safe operation and good condition of the vehicles. Railcar Safety & Reliability enhancements will be developed for best approaches to remedy fleet defects, to address performance issues and to improve rider experience. Projects will include, but are not limited to, precision stop, 5000 series HVAC upgrades, 2000/3000/6000 series door improvements, and air supply train-line synchronization.
Element (FY2018 - 2023) Quantity Cost (in 000s) Rehab Railcars 260 cars annually 436,563 Preventive Maintenance 1,300 cars annually 219,587 Safety & Reliability Enhancements 1,300 cars annually 41,850 Total $698,000
Major Capital Projects Railcar Maintenance & Overhaul activities are not classified as major projects as the maintenance of vehicles and components is an on-going requirement.
Development & Evaluation for Future Major Projects There are currently no Development & Evaluation activities planned for future major projects in this program.
FY2018 Proposed Budget B-3 Appendix B - Capital Program Detail Railcar Mainenance & Overhaul
Investment Summary (in 000s) FY2018 FY2018 - 2023
$139,000 $698,000 TOTAL TOTAL
Safety & State of Good Safety & State of Good Repair Repair $139,000 $698,000
FY2018 Proposed Budget B-4 Appendix B - Capital Program Detail Railcar Maintenance Facilities
Program: Railcar Maintenance Facilities Category: Railcar Investments Program Description The Railcar Maintenance Facilities program maintains, rehabilitates and repairs railcar maintenance facilities and enhances safety and security at both facilities and station areas. This will ensure that all facilities have safe and modern work environments with reliable equipment that will enable personnel to safely perform work and limit operational disruptions.
Proposed Budget (in 000s) FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 Total Safety & State of Good Repair $35,326 $23,435 $2,880 $2,896 $2,892 $3,454 $70,883 Major Projects 674 4,942 27,083 33,000 55,000 59,418 180,117 Development & Evaluation 4,000 2,000 3,000 3,000 3,000 3,000 18,000 Budget Total $40,000 $30,377 $32,963 $38,896 $60,892 $65,872 $269,000
Safety & State of Good Repair Investments Rehabilitation and construction will be completed at the Alexandria Administrative Building, Alexandria Service & Inspection (S&I) Shop, the Brentwood S&I shop and Brentwood yard. Railcar lifts at West Falls Church, Shady Grove S&I and Branch Avenue will be replaced. Elevated platforms will be constructed at railyard facilities to allow for the maintenance of the 7000 series railcar HVAC maintenance system. CCTV and Electronic Security will be upgraded at ten locations. Metro is also building out and relocating parts of five departments to the new facility at Good Luck Road.
Element (FY2018 - 2023) Quantity Cost (in 000s) Complete remaining work at the yards 1 25,225 Railcar lift Rehabilitations 55 12,844 Elevated platform locations 4 17,075 CCTV Station Enhancements 10 11,040 Build-out of Good Luck Road facility 1 4,699 Total $70,883
Major Capital Projects Placeholder funding for future major capital investments will be allocated when projects complete the Development & Evaluation process. Project (FY2018 - 2023) Objectives Cost (in 000s) Contingency Future Major Capital Projects To be determined * 180,117 Total $180,117
FY2018 Proposed Budget B-5 Appendix B - Capital Program Detail Railcar Maintenance Facilities
Development & Evaluation for Future Major Projects The planned Development & Evaluation investments will assess long-term capital investment opportunities to expand Metro's nine rail yards and increase the capacity of the facility network to store and service modern railcars. Metro will also be considering alternatives for a new heavy repair and overhaul facility. *In addition to the $18 million for Development & Evaluation, the Major Capital Projects program (above) also includes placeholder funding of $180 million for project initiation. Total project costs will be determined at the end of the Development & Evaluation Process.
Investment Summary (in 000s) FY2018 FY2018 - 2023
Development & Evaluation Major Projects $18,000 $674 Development & Evaluation Safety & State of Good Repair $4,000 $70,883
$40,000 $269,000 TOTAL TOTAL
Safety & State of Good Repair Major Projects $35,326 $180,117
FY2018 Proposed Budget B-6 Appendix B - Capital Program Detail Propulsion
Program: Propulsion Category: Rail Systems Investments Program Description The propulsion program includes ongoing state of good repair efforts critical to Metrorail’s power system including substations, transformers, cabling, alternating current (AC) and direct current (DC) switchgears, insulators, and feeders/breakers. This program also addresses the improvements to the traction power system that will support the operation of more eight car trains.
Proposed Budget (in 000s) FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 Total Safety & State of Good Repair $14,484 $24,691 $23,093 $14,059 $22,864 $20,114 $119,306 Major Projects 18,516 31,696 29,395 37,842 28,965 32,692 179,105 Development & Evaluation 0 1,282 1,282 2,008 2,008 2,008 8,589 Budget Total $33,000 $57,669 $53,770 $53,910 $53,837 $54,814 $307,000
Safety & State of Good Repair Investments This program will address electrical equipment throughout the system, including the rehabilitation of three additional Tie- Breaker Station (TBS) locations and five Traction Power Substations (TPSS). The AC Power state of good repair effort started in FY2017. Two room rehabilitations will be completed per year – first on the Red Line with equipment already in Metro's possession. Designs for future locations across the system are also being developed. Metro's existing inventory will be installed by FY2020. Installations in FY2021 and beyond are expected to continue indefinitely to support safety, reliability, and state of good repair. Power cable will be installed at a rate of approximately 30,000 feet per year, out of 3.7 million linear feet powering the Metrorail system. Studies to determine the safest approach to the coordination between the alternating current and direct current power systems throughout the Authority are currently underway.
Element (FY2018 - 2023) Quantity Cost (in 000s) Tie-Breaker Stations 4 7,600 Traction Power Substations 7 33,000 Cabling 180,000 feet 44,282 AC Switchgear Design 20 1,800 Uninterruptible Power Supplies 25 2,418 AC Switchgear Room Rehabs 12 19,290 AC Facility Rehabs 6 400 Microprocessor Relays at TPSS 84 1,684 Power Meters at TPSS 24 916 Transformers 15 5,605 AC/DC Gear Studies 2,311 Total $119,306
FY2018 Proposed Budget B-7 Appendix B - Capital Program Detail Propulsion
Major Capital Projects Current power upgrades to the Orange and Blue Lines to run all 8-car trains are projected to be completed in FY2021. In total, this program will rehabilitate 12 Tie-Breaker Stations, six Traction Power Substations, and work on two DC Switchgears. Cable upgrades will be completed at a rate of approximately 30,000 feet per year. Completion of this work will enable the entire Orange and Blue Line to operate all 8-car trains, increasing system capacity for customers and reducing crowding during peak hours. This effort to run 8-car trains will also involve replacing existing equipment throughout the system, which would otherwise have been replaced or rehabilitated as part of a state of good repair initiative.
Project (FY2018 - 2023) Objectives Cost (in 000s) 8 Car Train Power Upgrade Completion of Orange and Blue Line Upgrades 95,840 Contingency Future Major Capital Projects To be determined * 83,265 Total $179,105
Development & Evaluation for Future Major Projects Metro will plan the necessary upgrades for the operation of 8-car trains system-wide. This will include, evaluating alternatives for upgrades to the power-system on the Red Line, which are planned to begin in FY2021 and continue through FY2024. *In addition to $8.6 million for Development & Evaluation, the Major Projects program also includes placeholder funding of $83.3 million for project initiation. Total project costs will be determined at the end of the Development & Evaluation Process.
Investment Summary (in 000s) FY2018 FY2018 - 2023
Development & Evaluation $8,589 Safety & State of Good Repair $14,484 Safety & State of Good Repair $119,306 $33,000 $307,000 TOTAL TOTAL
Major Projects $179,105 Major Projects $18,516
FY2018 Proposed Budget B-8 Appendix B - Capital Program Detail Signals & Communications
Program: Signals & Communications Category: Rail Systems Investments Program Description The priorities of the Signals & Communications program include ongoing state of good repair efforts – repairing and rehabilitating Metro’s automatic train control system (track circuits, modules, non-vital processors, switch machines, cabling, junction boxes, and other associated equipment), and improving roadway worker protection. Major Projects within the program will address the replacement of Metro's comprehensive radio communication system (as required by the FCC), and Development and Evaluation activities will determine the best approaches to meeting future systems and communications needs.
Proposed Budget (in 000s) FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 Total Safety & State of Good Repair $38,024 $58,483 $32,820 $27,491 $35,236 $49,887 $241,941 Major Projects 43,976 71,356 77,947 44,981 42,895 15,959 297,113 Development & Evaluation 2,000 1,989 1,989 1,989 1,989 1,989 11,946 Budget Total $84,000 $131,829 $112,756 $74,461 $80,120 $67,835 $551,000
Safety & State of Good Repair Investments Generation 3 Automatic Train Control (ATC) track circuit replacements will be completed. The 108 mainline switch machines and the 184 yard switch machines will be rehabilitated or replaced. ATC cabling will see a 1.2 million foot backlog during the next 6 years. New technologies are currently under evaluation to help improve efficiency and achieve a higher rate of replacement. Metro will also complete several FTA Safety Management Inspection recommendations including the installation of pneumatic control boxes for vent fans with programmable logic; ensuring accurate training, certification, and maintenance of the Enterprise Learning Management Record System. Funding is also included for future safety and ATC state of good repair initiatives as needs are identified.
Element (FY2018 - 2023) Quantity Cost (in 000s) Generation 3 Track Circuits 10 24,000 AF800 Track Circuits 13 30,000 Switch Machines 108 12,000 Yard Switch Machines 184 9,967 Yard Rehabs 2 33,833 Train Control Power Supplies 60 5,000 Interlocking Power Supplies 85 5,000 Cabling 184,600 feet 36,402 Pneumatic Control Boxes for Fans 1 5,059 Information System Management 3 3,394 Rail Joint Bonding 1,166 2,800 Future State of Good Repair Investments To be Determined* 74,486 Total $241,941
FY2018 Proposed Budget B-9 Appendix B - Capital Program Detail Signals & Communications
Major Capital Projects Metro will complete the replacement of the existing Comprehensive Radio Communications System (CRCS) with a new system operating in the 700MHz band, as required by the Federal Communications Commission (FCC), while maintaining the current CRCS in working order until the frequencies are secured and replaced – segments of the Blue/ Orange and Red lines are planned to begin service in 2017. This initiative will also include wireless service throughout the tunnel system, an above ground antenna network, tunnel cabling, and new radios for bus, rail and MTPD. Project (FY2018 - 2023) Objectives Cost (in 000s) Radio Infrastructure Replacement Complete replacement of existing WMATA radio system 297,113 Total $297,113
Development & Evaluation for Future Major Projects Metro will evaluate, test, and develop new technology, cabling operations, and advancements in overall system design that will maintain the state of good repair of the ATC program and generate a substantial increase in production rates. *In addition to the 11.9 million in place for Development & Evaluation, the State of Good Repair program (above) includes placeholder funding of $74.5 million for future state of good repair program initiation.
Investment Summary (in 000s) FY2018 FY2018 - 2023
Development & Evaluation Development & Evaluation $2,000 $11,946
Safety & State of Good Safety & State of Good Repair Repair $38,024 $84,000 $241,941 $551,000 TOTAL Major TOTAL Major Projects Projects $43,976 $297,113
FY2018 Proposed Budget B-10 Appendix B - Capital Program Detail Fixed Rail
Program: Fixed Rail Category: Track & Structures Investments Program Description Metro operates six lines and 117 miles of track. The Fixed Rail program replaces Metro’s components throughout the track infrastructure, based on condition, to maintain a state of good repair. The FY2017 SafeTrack initiative is accelerating this program by completing three years’ worth of work in a single year. With the conclusion of SafeTrack, Metro will have reduced the backlog of deferred maintenance and will have significantly improved asset and right-of-way conditions in SafeTrack surge areas. Investments in this program are focused on the replacement of critical components such as crossties, fasteners, switches, insulators, open joints, signage, and grout pads.
Proposed Budget (in 000s) FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 Total Safety & State of Good Repair $99,500 $84,625 $89,850 $92,572 $95,076 $92,474 $554,097 Major Projects 0000000 Development & Evaluation 0000000 Budget Total $99,500 $84,625 $89,850 $92,572 $95,076 $92,474 $554,097
Safety & State of Good Repair Investments Crossties, direct fixation (DF) fasteners, insulators, track tamping, switches, running rail, open joints, rail track signage and grout pads will be rehabilitated in priority areas throughout the system. Consulting and Engineering services are engaged on an annual basis to perform studies, surveys, and design efforts that aide in the rehabilitation, safety and operation of the rail system.
Element (FY2018 - 2023) Quantity Cost (in 000s) Crossties 66,000 118,614 DF Fasteners 120,000 144,326 Insulators 42,000 49,356 Track Tamping 229 (miles) 6,552 Switches 36 44,798 Running Rail 75 (miles) 123,716 Open Joints 6,000 30,257 Rail Track Signage 1,500 1,526 Grout pads 10 (miles) 28,199 Engineering/Consulting N/A 6,753 Total $554,097
Major Capital Projects The Fixed Rail program has no Major Projects as the focus of the program is on safety, continuous state of good repair rehabilitation and track component replacement.
Development & Evaluation for Future Major Projects There are no Development & Evaluation activities planned for FY2018-FY2023 in the Fixed Rail program.
FY2018 Proposed Budget B-11 Appendix B - Capital Program Detail Fixed Rail
Investment Summary (in 000s) FY2018 FY2018 - 2023
$99,500 $554,097 TOTAL TOTAL
Safety & State of Good Safety & State of Good Repair Repair $99,500 $554,097
FY2018 Proposed Budget B-12 Appendix B - Capital Program Detail Structures
Program: Structures Category: Track & Structures Investments Program Description The Strucures program rehabilitates structural components and maintains elevated platforms, bridges, and retaining walls. The plan is developed based on inspections and critical engineering assessments, as the loss of use of one of these structures could affect an entire rail line segment. This program also includes investments to prevent, mitigate and repair water intrusion into the underground system.
Proposed Budget (in 000s) FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 Total Safety & State of Good Repair $3,180 $6,835 $6,624 $6,862 $7,058 $13,468 $44,027 Major Projects 5,820 24,069 16,512 18,392 26,803 47,660 139,256 Development & Evaluation 3,500 5,000 5,000 3,000 3,000 3,000 22,500 Budget Total $12,500 $35,904 $28,137 $28,254 $36,861 $64,128 $205,783
Safety & State of Good Repair Investments These investments restore and maintain the structural integrity of the tunnel liners, eliminate leaks and stray currents, and prevent corrosion of equipment and track components. This will prevent unsafe wet conditions for Metrorail passengers and service delays resulting from water intrusion. A second structural beam at the Farragut North station will be reinforced. This station was constructed as part of the first Metro line in 1976.
Element (FY2018 - 2023) Quantity Cost (in 000s) Underground Tunnel 83 miles 43,555 Farragut North Beam 1 472 Total $44,027
Major Capital Projects The Bush Hill Bridge located on the Blue Line will be rehabilitated in order to maintain its structural integrity. Project (FY2018 - 2023) Objectives Cost (in 000s) Bush Hill Aerial Structure Rehabilitate the aerial structure 9,706 Contingency Future Major Capital Projects To be determined * 129,550 Total $139,256
FY2018 Proposed Budget B-13 Appendix B - Capital Program Detail Structures
Development & Evaluation for Future Major Projects Future bridge structure rehabilitation needs have been identified, including the aerial structure at Grosvenor-Strathmore on the Red Line and the aerial structure on the Orange Line near Stadium Armory. The Development & Evaluation program will evaluate and analyze specific needs and logistics related to the rehabilitation of these and other aerial structures. *In addition to $22.5 million for Development & Evaluation, the Major Projects program also includes placeholder funding of $129.5 million for project initiation. Total project costs will be determined at the end of the Development & Evaluation process.
Investment Summary (in 000s) FY2018 FY2018 - 2023
Safety & State of Good Repair Development & Evaluation $3,180 Safety & State of Good Repair $22,500 $44,027
Development & Evaluation $3,500 $12,500 $205,783 TOTAL TOTAL
Major Projects $5,820 Major Projects $139,256
FY2018 Proposed Budget B-14 Appendix B - Capital Program Detail Track Maintenance Equipment
Program: Track Maintenance Equipment Category: Track & Structures Investments Program Description The Track Maintenance Equipment program replaces Metro’s heavy track equipment that has reached the end of its useful life and is no longer feasible to maintain. Track maintenance equipment is essential for the safe execution of track rehabilitation and maintenance work. Timely replacement of self-propelled track equipment will ensure equipment reliability and worker safety. These efforts reduce the probability of delays due to equipment breakdowns and allow for efficient use of track outages. This program also supports the acquisition of new equipment when deemed necessary for safety and capital maintenance requirements.
Proposed Budget (in 000s) FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 Total Safety & State of Good Repair $1,000 $1,162 $1,479 $1,487 $1,485 $3,506 $10,120 Major Projects 0000000 Development & Evaluation 0000000 Budget Total $1,000 $1,162 $1,479 $1,487 $1,485 $3,506 $10,120
Safety & State of Good Repair Investments Metro will acquire various track maintenance equipment – such as four prime movers, a 26 ton train truck, and two e-Clip machines – over the next six years. This will ensure equipment reliability, reduce the probability of delays due to equipment breakdowns, and allow for efficient use of track outages. Element (FY2018 - 2023) Quantity Cost (in 000s) 26 Ton Crane Truck 1 293 Prime Movers 4 8,627 e-Clip Machine 2 300 120 Ton Mobile Crane 1 900 Total $10,120
Major Capital Projects Track Maintenance Equipment activities are not classified as major projects, as the replacement of maintenance equipment is an on-going requirement
Development & Evaluation for Future Major Projects There are currently no Development & Evaluation activities planned for future major projects in this program.
FY2018 Proposed Budget B-15 Appendix B - Capital Program Detail Track Maintenance Equipment
Investment Summary (in 000s) FY2018 FY2018 - 2023
$1,000 $10,120 TOTAL TOTAL
Safety & State of Good Safety & State of Good Repair Repair $1,000 $10,120
FY2018 Proposed Budget B-16 Appendix B - Capital Program Detail Platforms & Structures
Program: Platforms & Structures Category: Stations & Passenger Facilities Investments Program Description Platforms & Structures includes construction, rehabilitation, or replacement of stations, platforms, pedestrian facilities, canopies, and other large scale structural work.
Proposed Budget (in 000s) FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 Total Safety & State of Good Repair $21,750 $21,139 $19,889 $20,002 $19,976 $20,533 $123,289 Major Projects 61,882 50,316 55,260 72,570 67,042 79,773 386,843 Development & Evaluation 4,368 7,000 14,000 5,000 5,000 5,000 40,368 Budget Total $88,000 $78,455 $89,150 $97,572 $92,018 $105,306 $550,500
Safety & State of Good Repair Investments Canopies will be installed to protect riders and escalators from weather at stations where escalators are exposed. Bicycle parking capacity will be increased at Metrorail stations, and connections for bicycles and pedestrians between stations and local communities will be improved and made more accessible. Station rehabilitation will provide safer and brighter stations and improve the customer experience. Ongoing FY2017 construction to repair concrete structures at the Rhode Island Ave. station will be completed to ensure a safe platform for customers. Element (FY2018 - 2023) Quantity Cost (in 000s) Escalator Canopies 11 46,327 Station Rehabilitation 144 67,876 Bicycle & Pedestrian 12 7,027 Rhode Island Ave. Platform 1 2,059 Total $123,289
Major Capital Projects This program will continue ongoing, multi-year rehabilitation efforts on various structures and systems spanning the Orange and Blue Lines – including kiosks, platforms, fan systems, traction power, and ceiling work. Construction support will be provided for the extension of the Silver Line Phase 2 to Dulles Airport and Loudoun County, which is funded and managed by the Metropolitan Washington Airports Authority (MWAA). This program also includes the design of the Potomac Yard Station on the Blue and Yellow lines – a jurisdictional project that is funded by the City of Alexandria, and planned to move into the construction phase in FY2018. Funding for future major capital investments is also included and will be allocated when projects complete the Development & Evaluation process.
FY2018 Proposed Budget B-17 Appendix B - Capital Program Detail Platforms & Structures
Major Capital Projects Project (FY2018 - 2023) Objectives Cost (in 000s) Orange-Blue Line Rehab Rehabilitate stations, power, and systems 41,222 Purple Line Expansion Coordinate construction and integration efforts of Purple Line stations 4,011 Silver Line Expansion Construction support & Project management 144,850 Potomac Yards Station Design and engineering of new station 4,837 Contingency Future Major Capital Projects To be determined * 191,923 Total $386,843
Development & Evaluation for Future Major Projects Metro will consider alternatives and develop projects to address the following identified needs: improvements to tunnel ventilation, mitigation of water intrusion throughout the Red Line tunnels, and access and circulation improvements at key core stations along the Red Line. The optimal solutions will focus on air flow in the event of smoke, preventing water from creating electrical hazards that could result in fires, and increasing safe core capacity and station circulation and accessibility. Examining opportunities to confront these complex challenges will result in refined approaches and detailed plans for large scale, multi-year capital projects (many of which will require additional funding beyond current projections). These projects will decrease maintenance costs, extend the life of Metro assets, and increase service reliability and safety over the long-term. *In addition to $40.4 million for Development & Evaluation, the Major Projects program (above) also includes placeholder funding of $192 million for project initiation. Total project cost estimates will be determined at the end of the Development & Evaluation process.
Investment Summary (in 000s) FY2018 FY2018 - 2023
Safety & State of Good Safety & State of Good Repair Repair $21,750 $123,289
Development Development & Evaluation & Evaluation $88,000 $4,368 $550,500 $40,368 TOTAL TOTAL
Major Projects Major Projects $61,882 $386,843
FY2018 Proposed Budget B-18 Appendix B - Capital Program Detail Vertical Transtportation
Program: Vertical Transportation Category: Stations & Passenger Facilities Investments Program Description The Vertical Transportation program supports the repair, rehabilitation and replacement of Metro's elevators and escalators to maintain safety, availability and reliability. Elevators are rehabilitated every 12 to 15 years and escalators are rehabilitated every 10 to 15 years. Metro determines which units are due for replacement by assessing both asset conditions and age. Metro maintains 278 elevators, which are replaced after an average of 35 years, and 618 escalators, which require replacement after 25 to 30 years.
Proposed Budget (in 000s) FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 Total Safety & State of Good Repair $61,000 $67,858 $59,875 $60,216 $47,661 $26,390 $323,000 Major Projects 0000000 Development & Evaluation 0000000 Budget Total $61,000 $67,858 $59,875 $60,216 $47,661 $26,390 $323,000
Safety & State of Good Repair Investments The oldest and poorest performing elevators and escalators will be rehabilitated or replaced. Escalator components will be replaced or refurbished – 100 break boards, 250 reducers, 1,200 step assemblies, and 20,000 steps (which includes the creation of step molds to build out additional step replacements). 96 elevators are planned for rehabilitation, 75 escalators will undergo rehabilitation, and 90 escalators will be replaced over the six year period.
Element (FY2018 - 2023) Quantity Cost (in 000s) Elevator Rehabs 96 67,932 Escalator Rehabs 75 51,832 Escalator Replacement 90 150,847 Break Boards 100 3,160 Reducer Refurbishments 250 10,032 Step Assembly 1,200 10,832 Steps 20,000 28,365 Total $323,000
Major Capital Projects The Vertical Transportation program has no planned Major Projects, as the focus of the program is on continuous state of good repair rehabilitation and replacement of existing elevator and escalator assets.
Development & Evaluation for Future Major Projects There are currently no Development & Evaluation activities planned for future major projects in this program.
FY2018 Proposed Budget B-19 Appendix B - Capital Program Detail Vertical Transtportation
Investment Summary (in 000s) FY2018 FY2018 - 2023
$61,000 $323,000 TOTAL TOTAL
Safety & State of Good Safety & State of Good Repair Repair $61,000 $323,000
FY2018 Proposed Budget B-20 Appendix B - Capital Program Detail Fare Collection
Program: Fare Collection Category: Stations & Passenger Facilities Investments Program Description The Fare Collection program supports and sustains Metro's existing revenue collection systems to maintain reliable operations and functionality. This work includes fare card machines, fare gates, bus fare collection, and associated hardware and software systems. The program also provides for the development and replacement of existing infrastructure and software, which have exceeded their designed useful life, and for which replacement parts are no longer being produced.
Proposed Budget (in 000s) FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 Total Safety & State of Good Repair $20,000 $18,573 $13,422 $7,686 $4,956 $0 $64,638 Major Projects 0 70,507 50,708 24,435 20,181 6,434 172,265 Development & Evaluation 0 5,097 8,000 3,000 3,000 3,000 22,097 Budget Total $20,000 $94,177 $72,130 $35,121 $28,137 $9,434 $259,000
Safety & State of Good Repair Investments Efforts for the Fare Collection program will address the state of good repair, maintenance and upgrade of technologies across the entire Metro fare collection system. Fare gates and vending machines will be rehabilitated to sustain operation. The bus fare boxes will be upgraded with the new technology. The obsolescence of certain maintenance components for the fare system creates a need for this program to conduct state of good repair maintenance in advance of the development of next generation replacement systems.
Element (FY2018 - 2023) Quantity Cost (in 000s) Fare Gates 355 20,274 Fare Vendor Machines 301 30,864 Bus Fare Boxes 500 13,500 Total $64,638
Major Capital Projects Future investment will provide for the modernization of the Authority’s fare collection system, including fare gates, IT interface, fare vending machines and bus onboard collection. The fare system will be upgraded, along with supporting IT systems for processing payments and data management.
Project (FY2018 - 2023) Objectives Cost (in 000s) Contingency Future Major Capital Projects To be determined * 172,265 Total $172,265
FY2018 Proposed Budget B-21 Appendix B - Capital Program Detail Fare Collection
Development & Evaluation for Future Major Projects Due to the age, lack of parts availability, and declining third party support, the current fare collection system is becoming obsolete. Development and evaluation of the next generation fare collection system are currently being conducted for fare vendors, fare gates, and bus fare box technology. The necessary cabling and infrastructure support is being evaluated and developed as well. *In addition to $22.1 million for Development & Evaluation, the Major Projects program also includes placeholder funding of $172 million for project initiation. Total project costs will be determined at the end of the Development & Evaluation process.
Investment Summary (in 000s) FY2018 FY2018 - 2023
Development & Evaluation $22,097 Safety & State of Good Repair $64,638
$20,000 $259,000 TOTAL TOTAL
Safety & State of Good Major Projects Repair $20,000 $172,265
FY2018 Proposed Budget B-22 Appendix B - Capital Program Detail Station Systems
Program: Station Systems Category: Stations & Passenger Facilities Investments Program Description The Station Systems program will improve the safety and accessibility of stations and their support systems, including fire warning and protection, sprinklers and standpipes, drainage, vents and cooling systems, and lighting. The ongoing repair and improvement of these systems is critical to the comfort, convenience, safety, and accessibility of all of Metro’s customers – supporting key objectives of the "Back2Good" plan.
Proposed Budget (in 000s) FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 Total Safety & State of Good Repair $27,855 $37,545 $17,686 $17,787 $16,602 $17,337 $134,812 Major Projects 0 0 4,722 11,530 18,272 18,908 53,432 Development & Evaluation 2,145 3,577 2,009 2,009 2,009 2,009 13,757 Budget Total $30,000 $41,122 $24,417 $31,325 $36,882 $38,253 $202,000
Safety & State of Good Repair Investments Metro will continue to upgrade lighting throughout stations in the system, including the track bed, platforms, under mezzanines, and passageways. This will enhance brightness and visibility and improve accessibility. Sprinkler and alarm systems will be upgraded as part of the Fire Systems state of good repair effort. Station cooling systems will undergo rehabilitation based on condition and priority. Vent shafts will continue to be elevated above resting floodwater levels to mitigate water intrusion during flooding events. Drainage pumping stations and sewage ejector systems will be replaced or upgraded to further improve Metro’s capacity to manage water intrusion.
Element (FY2018 - 2023) Quantity Cost (in 000s) Station Lighting 20 37,328 Passageway Lighting 32 8,800 Fire Alarm Systems 5 18,868 Vent Shaft Elevation 18 13,290 Drainage Improvements 13 12,873 Cooling system (chiller plants, chillers, freon detectors, E-route under platform, Cooling tower and duct work) 30 43,653 Total $134,812
Major Capital Projects This program includes placeholder funds for future major fire and life safety investments. Project (FY2018 - 2023) Objectives Cost (in 000s) Contingency Future Major Capital Projects To be determined * 53,432 Total $53,432
FY2018 Proposed Budget B-23 Appendix B - Capital Program Detail Station Systems
Development & Evaluation for Future Major Projects This program will address future efforts to align Metro's entire station system with National Fire Protection Association standards. During the six year plan, a complete analysis of the fire systems in all the tunnels and stations will be evaluated to determine the scope and nature of areas to be addressed. From there, a major capital program will be developed to align all alarms, warning, and suppression systems with safety standards. *In addition to $13.8 million for Development & Evaluation, the Major Projects program also includes placeholder funding of $53.4 million for project initiation. Total project costs will be determined at the end of the Development & Evaluation process.
Investment Summary (in 000s) FY2018 FY2018 - 2023
Development & Evaluation Development & Evaluation $2,145 $13,757 Major Projects $53,432
$30,000 $202,000 TOTAL TOTAL
Safety & State of Good Safety & State of Good Repair Repair $134,812 $27,855
FY2018 Proposed Budget B-24 Appendix B - Capital Program Detail Parking Facilities
Program: Parking Facilities Category: Stations & Passenger Facilities Investments Program Description The Parking Facilities program will ensure proper maintenance and rehabilitation of parking facility structures for the safety of both the passengers and vehicles. It will reduce negative effects associated with water penetration, corrosion and surface damage from elements. Of Metro’s 20 parking garages, one is planned for full replacement, and 10 garages will undergo rehabilitation in the six year period. Metro also plans to rehabilitate 15 of Metro’s 45 surface parking lots from FY2018 to FY2023. These investments will restore Metro’s parking assets to a good and safe condition and prevent future disruptions of service for Metro customers.
Proposed Budget (in 000s) FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 Total Safety & State of Good Repair $8,000 $9,891 $12,213 $19,773 $19,747 $20,376 $90,000 Major Projects 0000000 Development & Evaluation 0000000 Budget Total $8,000 $9,891 $12,213 $19,773 $19,747 $20,376 $90,000
Safety & State of Good Repair Investments Rehabilitation is planned for the following locations: Shady Grove North, Franconia-Springfield East, Grosvenor and College Park, Minnesota Ave, Glenmont (West), Rhode Island Ave, West Falls Church, Largo Town Center, White Flint and New Carrollton. Metro plans to rebuild the parking garage at Huntington Station. The current, deteriorating structure is beyond its useful life. Parking lots will be resurfaced at 15 locations, and designs for rehabilitation and resurfacing will be developed for 32 locations to be completed within the FY2018-2023 period.
Element (FY2018 - 2023) Quantity Cost (in 000s) Rehab Parking Garages 11 locations 36,603 Design rehab and resurface 32 locations 9,054 Garage Rebuild 1 location 32,546 Resurface parking lots 15 locations 11,797 Total $90,000
Major Capital Projects The Parking Facilities program currently has no Major Projects, as the focus of the program is on continuous state of good repair rehabilitation for Metro’s existing parking assets.
Development & Evaluation for Future Major Projects There are currently no Development & Evaluation activities planned for future major projects in this program.
FY2018 Proposed Budget B-25 Appendix B - Capital Program Detail Parking Facilities
Investment Summary (in 000s) FY2018 FY2018 - 2023
$8,000 $90,000 TOTAL TOTAL
Safety & State of Good Safety & State of Good Repair Repair $8,000 $90,000
FY2018 Proposed Budget B-26 Appendix B - Capital Program Detail Bus Acquisition
Program: Bus Acquisition Category: Bus & Paratransit Investments Program Description The Bus Acquisition program provides for the replacement of buses at the end of their 15-year useful life. Annual acquisitions are timed to maintain an average fleet life of about 7.5 years for the fleet of approximately 1,600 buses. Maintaining the fleet age at 7.5 years maximizes safety, service reliability and on-time performance. Additionally, a modern fleet improves the rider experience and customer satisfaction. The new, low-emission fleet also reduces Metro’s environmental footprint.
Proposed Budget (in 000s) FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 Total Safety & State of Good Repair $63,000 $13,711 $92,969 $122,213 $122,048 $128,558 $542,500 Major Projects 0000000 Development & Evaluation 0000000 Budget Total $63,000 $13,711 $92,969 $122,213 $122,048 $128,558 $542,500
Safety & State of Good Repair Investments Metro will continue to invest in the replacement of older, higher emission buses with modern, low emission vehicles such as: CNGs, Hybrids and Clean Diesels. The six year bus acquisition plan will replace 250 Compressed Natural Gas 40 foot coaches, 211 Hybrid Diesel 40 foot coaches, 117 Clean Diesel 40 foot coaches, and 22 Articulated 60 foot coaches.
Element (FY2018 - 2023) Quantity Cost (in 000s) CNG Buses Procure 250 buses 194,033 Hybrid Buses Procure 211 buses 198,117 Clean Diesel Buses Procure 117 buses 97,977 Articulated Buses Procure 22 buses 35,437 Procure spare parts for all Spare Parts fleets 16,936 Total $542,500
Major Capital Projects Bus Acquisition activities are not classified as major projects, as the replacement of buses is an on-going requirement.
Development & Evaluation for Future Major Projects There are currently no Development & Evaluation activities planned for future major projects in this program.
FY2018 Proposed Budget B-27 Appendix B - Capital Program Detail Bus Acquisition
Investment Summary (in 000s) FY2018 FY2018 - 2023
$63,000 $542,500 TOTAL TOTAL
Safety & State of Good Safety & State of Good Repair Repair $63,000 $542,500
FY2018 Proposed Budget B-28 Appendix B - Capital Program Detail Bus Maintenance & Overhaul
Program: Bus Maintenance & Overhaul Category: Bus & Paratransit Investments Program Description The Bus Maintenance/Overhaul program supports a comprehensive, mid-life rehabilitation schedule for Metro’s bus fleet, performed at approximately 7.5 years of age. Each year, about 100 buses out of Metro’s approximately 1,600 vehicle fleet are overhauled. This program repairs, updates, maintains and rehabilitates mechanical, electrical and structural systems. Annual investment in bus rehabilitation and overhaul maximizes the useful life of the assets, ensures the bus fleet remains in good condition, meets safety standards, and provides optimal performance, comfort, and reliability for Metro customers.
Proposed Budget (in 000s) FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 Total Safety & State of Good Repair $67,000 $72,881 $67,959 $68,345 $68,253 $70,021 $414,460 Major Projects 0000000 Development & Evaluation 0000000 Budget Total $67,000 $72,881 $67,959 $68,345 $68,253 $70,021 $414,460
Safety & State of Good Repair Investments Annual investment supports the overhaul of about 100 buses at their mid-life (approximately 7.5 years). The replacement of engines, transmissions, axles, suspension and braking systems, is included in state of good repair investments. These investments also sustain bus maintenance repair equipment and keep equipment up-to-date and ready to maintain the bus fleet. This program also supports the replacement of components that can no longer be rebuilt, including but not limited to compressors, engines, and cooling systems. The replacement of hybrid components – such as the dual power invertor module (DPIM) and the electronic storage system (ESS) – is also supported through this program.
Element (FY2018 - 2023) Quantity Cost (in 000s) Rehab Buses 100 buses annually 269,223 Replacement of various Replace Repair Equipment equipment 19,361 Replacement of two (2) Replace Chassis Dynamometers Dynamometers 500 Replace Bus Lifts Replace 25 lifts annually 600 CCTV Replacement Replace Bus Cameras 17,205 Replace components Replace Non-rebuildables 33,171 Rebuild Engine Assy. Annually 100 Engines 14,400 Rebuild Trans. Assy. Annually 150 Trans.Assy 27,000 Replace DPIM Assy. 10 DPIMs annually 3,000 Replace ESS Assy. 100 ESS annually 30,000 Total $414,460
Major Capital Projects Bus Maintenance & Overhaul activities are not classified as major projects, as the capital maintenance of buses and components is an on-going annual requirement.
FY2018 Proposed Budget B-29 Appendix B - Capital Program Detail Bus Maintenance & Overhaul
Development & Evaluation for Future Major Projects There is currently no Development & Evaluation planned for future major major projects in this program.
Investment Summary (in 000s) FY2018 FY2018 - 2023
$67,000 $414,460 TOTAL TOTAL
Safety & State of Good Safety & State of Good Repair Repair $67,000 $414,460
FY2018 Proposed Budget B-30 Appendix B - Capital Program Detail Bus Maintenance Facilities
Program: Bus Maintenance Facilities Category: Bus & Paratransit Investments Program Description The Bus Maintenance Facilities program ensures that Metro operates bus facilities in a safe, reliable and cost efficient manner. The proposed plan invests in bus maintenance equipment, completes the replacement of two bus garages, and begins the development and evaluation of a third facility. Metro operates nine bus garages that have a useful life between 50-60 years – before substantial reinvestment or replacement becomes necessary. At the end of this six year period, Metro will have made substantial investments to bring seven of the nine garages to a state of good repair either through replacement or major rehabilitation.
Proposed Budget (in 000s) FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 Total Safety & State of Good Repair $11,006 $5,297 $2,512 $2,526 $2,018 $1,113 $24,473 Major Projects 57,921 11,246 22,996 44,759 41,058 5,350 183,331 Development & Evaluation 1,073 9,163 2,000 2,000 2,000 2,000 18,236 Budget Total $70,000 $25,707 $27,509 $49,286 $45,076 $8,462 $226,040
Safety & State of Good Repair Investments Key elements of the Bladensburg Bus facility will be rehabilitated to ensure its safety, function and reliability during the transition period before a rebuild or full facility replacement.
Element (FY2018 - 2023) Quantity Cost (in 000s) Bus Wash 1 25 CNG fuel tank replacement parts (dispensers/compressors) 2 10,626 Underground Storage Tanks Multiple per location 13,822 Total $24,473
Major Capital Projects Obsolete bus facilities will be replaced with safe, modern, and environmentally friendly facilities. The new Andrews Federal Center facility, along with a heavy overhaul and maintenance facility, is currently under construction and will replace the Southern Avenue Bus Garage. A modern facility at Cinder Bed Road will also replace the Royal Street Bus Garage in FY2018 Compressed Natural Gas (CNG) fueling stations are planned for the Shepherd Parkway Bus Facility to service and allow for potential future expansion of the CNG Bus fleet.
Project (FY2018 - 2023) Objectives Cost (in 000s) Andrews Federal 175 bus Capacity Garage and Major Overhaul Maintenance facility 83,928 Cinder Bed Road 160 bus Capacity Garage 9,193 Contingency Future Major Capital Projects To be determined * 90,210 Total $183,331
FY2018 Proposed Budget B-31 Appendix B - Capital Program Detail Bus Maintenance Facilities
Development & Evaluation for Future Major Projects Metro will develop and evaluate alternatives to rebuild or replace Bladensburg and Northern bus garages. *In addition to $18.2 million for Development & Evaluation, the Major Projects program also includes placeholder funding of $90.2 million for project initiation. Total project costs will be determined at the end of the Development & Evaluation process.
Investment Summary (in 000s) FY2018 FY2018 - 2023
Safety & State of Good Repair Safety & State $24,473 of Good Repair $11,006 Development $70,000 $226,040 & Evaluation Development $18,236 TOTAL & Evaluation TOTAL Major Projects $1,073 Major Projects $57,921 $183,331
FY2018 Proposed Budget B-32 Appendix B - Capital Program Detail Bus Passenger Facilities & Systems
Program: Bus Passenger Facilities & Systems Category: Bus & Paratransit Investments Program Description The Bus Passenger Facilities & Systems program supports a broad range of customer facility improvements, bus investments, and project planning to improve service delivery, efficiency, accessibility, and the overall rider experience.
Proposed Budget (in 000s) FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 Total Safety & State of Good Repair $6,767 $695 $1,043 $1,049 $1,047 $1,141 $11,742 Major Projects 1,233 0 0 0 0 26 1,258 Development & Evaluation 0000000 Budget Total $8,000 $695 $1,043 $1,049 $1,047 $1,167 $13,000
Safety & State of Good Repair Investments Bus customer facilities are replaced or rebuilt, based on condition and priority. Improvements will enhance safety and accessibility and will improve the customer experience. The Traffic Signal Prioritization (TSP) program will continue on Priority Corridor Network (PCN) bus lines to decrease route times, improve coverage and reduce crowding. Metro will improve accessibility for customers with disabilities at 32 bus stops across the jurisdictions. Metro will also install 115 Wayfinding Real Time Passenger Information (RTPI) signs at bus stops and shelters across the jurisdictions. Element (FY2018 - 2023) Quantity Cost (in 000s) Annual Bus Customer Facility Improvement renovations 7,741 Develop TSP implementationauthority-wide TSP Implementation on PCN 1,289 ADA Improvements Complete 32 Bus stops 600 Bus Livability Improvements Install 115 RTPI signs 559 Annual service delivery Bus planning studies assessment 1,553 Total $11,742
Major Capital Projects The reconfiguration and construction of the King Street Bus loop will begin to improve connections for all modes of transportation and access to the King Street Metrorail Station. This is a jurisdictional project funded by the City of Alexandria. Project (FY2018 - 2023) Objectives Cost (in 000s) King Street Bus Loop Begin reconfiguration 1,258 Total $1,258
FY2018 Proposed Budget B-33 Appendix B - Capital Program Detail Bus Passenger Facilities & Systems
Development & Evaluation for Future Major Projects There are currently no Development & Evaluation activities planned for future major projects in this program.
Investment Summary (in 000s) FY2018 FY2018 - 2023
Major Projects Major Projects $1,233 $1,258
$8,000 $13,000 TOTAL TOTAL
Safety & State of Good Repair Safety & State of Good Repair $6,767 $11,742
FY2018 Proposed Budget B-34 Appendix B - Capital Program Detail Paratransit
Program: Paratransit Category: Bus & Paratransit Investments Program Description The Paratransit program acquires new paratransit vans, primarily for the replacement of vehicles that have reached or exceeded their useful life. Metro maintains a fleet of 675 vehicles (at the time of writing) with an average fleet age of four years.
Proposed Budget (in 000s) FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 Total Safety & State of Good Repair $17,000 $11,977 $11,112 $11,175 $11,160 $11,576 $74,000 Major Projects 0000000 Development & Evaluation 0000000 Budget Total $17,000 $11,977 $11,112 $11,175 $11,160 $11,576 $74,000
Safety & State of Good Repair Investments Metro will acquire approximately 925 paratransit vans during the six year period. Element (FY2018 - 2023) Quantity Cost (in 000s) Vans, Cutaways and Autos 925 vans 74,000 Total $74,000
Major Capital Projects Paratransit activities are not classified as major projects, as the procurement of vehicles is an on-going requirement.
Development & Evaluation for Future Major Projects There are currently no Development & Evaluation activities planned for future major projects in this program.
FY2018 Proposed Budget B-35 Appendix B - Capital Program Detail Paratransit
Investment Summary (in 000s) FY2018 FY2018 - 2023
$17,000 $74,000 TOTAL TOTAL
Safety & State of Good Safety & State of Good Repair Repair $17,000 $74,000
FY2018 Proposed Budget B-36 Appendix B - Capital Program Detail Information Technology
Program: Information Technology Category: Business Support Investments Program Description Metro’s focus on securely and efficiently collecting, sharing, managing, and storing data is supported through this program. Data network infrastructure requires regular replacement and upgrades to avoid obsolescence and to maintain information security and systems reliability. Investments over the next six years will focus on the replacement and/or updating of hardware and software that supports operations requirements, financial and business management, and corporate decision making. Improved data collection, management, and storage will also improve Metro’s understanding of and responsiveness to safety and service issues.
Proposed Budget (in 000s) FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 Total Safety & State of Good Repair $48,000 $38,900 $43,591 $43,019 $42,996 $43,995 $260,500 Major Projects 0000000 Development & Evaluation 0000000 Budget Total $48,000 $38,900 $43,591 $43,019 $42,996 $43,995 $260,500
Safety & State of Good Repair Investments Essential IT infrastructure will be sustained through the development of software that supports the following business functions: Asset Management, Bus & Rail operations support, enterprise geographic information systems, sensitive data protection, police dispatch and records management, timekeeping, customer electronic communications and management support. Computers, hardware assets and infrastructure will be replaced based on condition, age, and obsolescence. Additionally, Metro will leverage Geographic Information System (GIS) technology to integrate real-time traffic data for bus operations. The program will also further develop the automated and centralized safety management system to capture incident and safety information across the system and improve operations where there are opportunities or trends.
Element (FY2018 - 2023) Quantity Cost (in 000s) Software Development & Maintenance N/A 151,948 Network System Components (Severs, Uninterruptible Power Supply and Routers) 578 97,748 Computers 9,435 10,083 Safety Management System N/A 721 Total $260,500
Major Capital Projects The Information Technology program currently has no Major Projects, as the focus of the program is on-going continuous software and data management upgrades that support state of good repair, reliability, and security for operations and business requirements.
Development & Evaluation for Future Major Projects There are currently no Development & Evaluation activities planned for future major projects in this program.
FY2018 Proposed Budget B-37 Appendix B - Capital Program Detail Information Technology
Investment Summary (in 000s) FY2018 FY2018 - 2023
$48,000 $260,500 TOTAL TOTAL
Safety & State of Good Safety & State of Good Repair Repair $48,000 $260,500
FY2018 Proposed Budget B-38 Appendix B - Capital Program Detail Metro Transit Police Department
Program: Metro Transit Police Department Category: Business Support Investments Program Description Metro operates the Metro Transit Police Department (MTPD) which has 490 sworn police officers, 64 security special police, and 91 civilian personnel. MTPD is supported with essential administration, storage and training facilities, as well as emergency management equipment through this capital program. The replacement of damaged or obsolete equipment is also included in this program. Metro pursues Federal security grant funding for this program when it is available for these purposes.
Proposed Budget (in 000s) FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 Total Safety & State of Good Repair $1,000 $437 $383 $386 $385 $409 $3,000 Major Projects 0000000 Development & Evaluation 0000000 Budget Total $1,000 $437 $383 $386 $385 $409 $3,000
Safety & State of Good Repair Investments These investments support the MTPD in their mission to provide protection to Metro patrons, personnel, transit facilities and revenue. Essential MTPD support equipment is purchased through this program. This includes, but is not limited to, bullet resistant safety vests, biological and chemical sensor devices, body cameras, portable radios, and police training equipment.
Element (FY2018 - 2023) Quantity Cost (in 000s) Bullet Resistant safety vest 400 600 Non-Lethal 800 560 Chemical Sensor Replacement 5 350 Body Cameras 500 500 Training equipment update N/A 784 Portable radio 29 206 Total $3,000
Major Capital Projects MTPD investments are generally not classified as Major Projects, as the procurement and replacement of essential support equipment is an on-going requirement. No major MTPD facility construction projects are planned in the FY2018-2023 period.
Development & Evaluation for Future Major Projects There are currently no Development & Evaluation activities planned for future major projects in the FY2018-FY2023 period in this program.
FY2018 Proposed Budget B-39 Appendix B - Capital Program Detail Metro Transit Police Department
Investment Summary (in 000s) FY2018 FY2018 - 2023
$1,000 $3,000 TOTAL TOTAL
Safety & State of Good Safety & State of Good Repair Repair $1,000 $3,000
FY2018 Proposed Budget B-40 Appendix B - Capital Program Detail Support Equipment & Services
Program: Support Equipment & Services Category: Business Support Investments Program Description The Support Equipment & Services program sustains Metro's key functions and core operations. Planning studies that improve capacity, enhance service delivery, reduce environmental impacts and optimize core operations are supported through the program. Additionally, a fleet of non-revenue vehicles supporting all administration, MTPD and function specific vehicles are funded through the program, along with administrative facility needs, facility roofs, and system-wide environmental compliance programs.
Proposed Budget (in 000s) FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 Total Safety & State of Good Repair $12,266 $13,711 $8,087 $8,133 $8,122 $8,370 $58,688 Major Projects 0000000 Development & Evaluation 3,734 0 0 0 0 78 3,812 Budget Total $16,000 $13,711 $8,087 $8,133 $8,122 $8,448 $62,500
Safety & State of Good Repair Investments Non-revenue vehicles and equipment used to support Metro’s core operations will be acquired. Scheduled replacement of administrative, MTPD and service vehicles ensures the fleet is in a state of good repair and that vehicles and equipment are safe and reliable. Support equipment at facilities throughout the system will be replaced or rehabilitated in order to minimize risk, fines, and environmental compliance issues. This work includes, but is not limited to, transformer tanks, gas dispensers, oil tanks, tank sumps, diesel sumps, heating oil, and anti-freeze tanks. Supply chain equipment that has reached the end of its useful life will be replaced. Roofs on all types of Metro facilities will be rehabilitated or replaced. Metro has more than 610 facilities with roofs that require regular maintenance and rehabilitation. Jurisdictional planning studies related to traffic mitigation, ridership impact and service delivery optimization will be conducted to improve transit operations. Costs associated with short term borrowing to advance capital projects are also included in this program.
Element (FY2018 - 2023) Quantity Cost (in 000s) Non-Revenue vehicles Annual replacement 7,537 Fluid tank rehabilitations Varies by location 6,917 Supply chain equipment (forklifts, man lifts, material transport equip., components and support infrastructures 15 564 Roof Rehab/Replace 25 17,469 Borrowing Costs Annual fees 4,247 Planning 1 3,954 Jurisdictional Project Planning N/A 18,000 Total $58,688
Major Capital Projects There are currently no Major Projects forecast for FY2018-FY2023 in the Support Equipment & Services Program.
FY2018 Proposed Budget B-41 Appendix B - Capital Program Detail Support Equipment & Services
Development & Evaluation for Future Major Projects Metro will conduct a study of the Authority’s office facility needs – to include the Jackson Graham Building. Based on the findings of this evaluation, Metro will develop a project to better accommodate the Authority’s office space requirements.
Investment Summary (in 000s) FY2018 FY2018 - 2023
Development & Evaluation Development & $3,812 Evaluation $3,734
$16,000 $62,500 TOTAL TOTAL
Safety & State of Good Repair $12,266 Safety & State of Good Repair $58,688
FY2018 Proposed Budget B-42 Appendix C - Human Capital Summary
Appendix C - Human Capital Summary Human capital management requires defining and Fringe benefit costs are the personnel-related expenses that categorizing employees’ skills and abilities to ensure those are above and beyond the direct cost of employee wages skills and abilities are used to accomplish the goals and and salaries. Metro’s fringe benefits are comprised of objectives of the organization. At Metro, the management health insurance and pension plan costs to retain a of human capital involves workforce planning and professional workforce. Fringe benefits also include investment and is aligned with Metro’s strategic plan and government mandated costs including unemployment core mission of operating and maintaining a safe, reliable, insurance and payroll taxes. The proposed authority-wide and effective transit system. FY2018 fringe benefit budget for operating and capital is One measure of human capital is the number of people $489.9 million. The FY2018 fringe benefit budget is $18.6 employed and the various costs associated with such million less than FY2017 primarily due to the reduction of employment, referred to as personnel costs. Metro’s fringe benefits associated with the proposed elimination of personnel costs fall into two major categories: labor and positions from 13,032 in FY2017 to 12,032 in FY2018, as fringe benefits. well as savings associated with changes to healthcare for non-represented employees. Labor costs, which include regular wage and overtime pay for operations employees, and salary expense for The following tables provide a detailed, three-year management, professional, and administrative personnel, comparison of total human capital requirements for Metro. make up approximately 67.7 percent of total personnel The proposed staffing requirement for FY2018 is 12,032, costs. The proposed Authority-wide FY2018 labor budget consisting of 10,704 operating positions and 1,328 capital for operating and capital is $1.0 billion. positions. Distributions of authorized positions are subject to change as the staffing strategy for the FY2018 budget year and pending position reductions are finalized.
FY2018 Proposed Budget C-1 Appendix C - Human Capital Summary
.The table below shows a breakdown, by department, of the staffing levels for FY2016 - FY2018.
Human Capital by Department
FY2016 FY2017 FY2018 Change from Approved Approved Proposed FY2017 to Budget Budget Budget* FY2018 General Manager / CEO 4 4 4 — Inspector General 34 36 35 (1) Board Secretary 5 4 4 — Chief of Staff 32——— External Relations 127 139 125 (14) Internal Business Operations 494 562 520 (42) Chief Financial Officer 367 237 235 (2) Assurance Quality & Performance 8 108 — (108) Internal Compliance — — 58 58 Fair Practices 11 21 22 1 General Counsel 48 48 48 — Safety & Environmental Management 67 66 76 10 Chief Engineer 5 792 451 (341) Chief Operating Officer 6,586 10,960 10,403 (557) Chief Operating Officer - Admin — 6 1 (5) Rail Services 1,661 4,680 4,337 (343) Bus Services 4,183 4,173 3,839 (334) Metro Transit Police 729 726 702 (24) Parking 13 13 12 (1) Support Services — 1,362 1,504 142 Office of Performance — — 8 8 Executive Managing Officer 56 55 51 (4) Executive Managing Officer - Admin Services — — 1 1 Access Services 56 53 49 (4) Special Projects — 2 1 (1) Transit Infrastructure and Engineering Services 5,004——— Deputy General Manager - Training & Other Support 147 — — — TOTAL 12,995 13,032 12,032 (1,000)
1 The staffing levels for FY2018 reflect the elimination of 700 positions for management efficiencies and the proposed reduction of 300 positions for service right sizing. 2 The department breakdown of the FY2018 Proposed Budget includes a reorganization between Rail Services, Chief Engineer and Support Services and a reorganization of Assurance Quality & Performance into Internal Compliance, Chief Engineer, and Chief Operating Officer 3 Authorized positions are based on the department's approved headcount of the respective fiscal year budget, and represents the organizational structure of the department at that point in time. 4 Departmental distributions of authorized positions are subject to change as the staffing strategy for the FY2018 budget year and pending position reductions are finalized.
C-2 FY2018 Proposed Budget Appendix C - Human Capital Summary
A three-year comparison of total human capital costs in the operating and capital budgets is presented below. Human Capital Summary - All Modes Fringe Data
FY2016 FY2017 FY2018 Approved Approved Proposed Budget Budget Budget Change
POSITIONS 12,995 13,032 12,032 (1,000) LABOR $1,084,718,301 $1,102,420,774 $1,025,200,256 ($77,220,518) Health Care $209,985,794 $221,126,580 $211,974,371 ($9,152,209) Taxes -- FICA $81,918,916 $84,010,943 $76,317,859 ($7,693,084) Pension -- Defined Benefit $163,042,250 $155,961,882 $151,312,719 ($4,649,163) Pension -- Defined Contribution $16,103,500 $12,124,000 $11,626,566 ($497,434) OPEB Trust Contribution $11,000,000 — — — Life Insurance $1,650,000 $2,024,358 $1,996,129 ($28,229) Long Term Disability $1,125,000 $1,237,500 $1,186,727 ($50,773) Taxes -- Unemployment $1,150,000 $1,148,516 $1,152,219 $3,703 Workers' Compensation Reserve Contribution and Assessment $24,828,423 $25,855,735 $29,995,713 $4,139,978 Total Allocated Fringe Benefits $510,803,883 $503,489,514 $485,562,303 ($17,927,211) Unallocated Fringe Benefits $5,481,990 $5,073,026 $4,414,523 ($658,503) TOTAL FRINGE BENEFITS $516,285,873 $508,562,540 $489,976,826 ($18,585,714)
Human Capital Summary Fringe Benefit Annual Budgeting Rates
FY2016 FY2017 FY2018 Approved Approved Proposed Budget Budget Budget Change Average Annual Pay $83,472 $84,593 $85,206 $613 Average Full Fringe Cost $39,730 $39,024 $40,723 $1,699 Full Fringe Rate 47.6% 46.1% 47.8% 1.7%
FY2018 Proposed Budget C-3 Appendix D - Budget Process
Appendix D - Budget Process Metro’s annual budget serves as the foundation for its Metro’s budget planning begins in August of the preceding financial planning and control. The General Manager/ fiscal year with the development of budget priorities and Chief Executive Officer (GM/CEO), Chief Financial assumptions for the plan year. The budget must be adopted Officer, and staff prepare and submit the budget to the and implemented by June 30 for the fiscal year beginning Board of Directors for consideration and approval. The on July 1. The budget process consists of six major phases: annual budget consists of two components: operating and 1) model preparation, development of key assumptions/ capital. It is the responsibility of each department to drivers, and budget formulation (which includes administer its operations in such a manner to ensure that department submissions); 2) budget review/justification; 3) the use of the funds is consistent with the goals and presentation of the proposed budget to the Board; 4) Board programs authorized by the Board and that approved discussions, public hearings and outreach; 5) budget spending levels are not exceeded. adoption by the Board; and 6) budget implementation (see figure below).
August - October
May - July October - November
March November/December
December - February
Budget Development and Departmental Submissions Budget and the FY2016 actuals were then analyzed, and Metro began the process of developing the FY2018 identified assumptions were modified, including fuel Proposed Budget shortly after the adoption of the FY2017 prices, contractually obligated union wages and benefits, Approved Budget. As part of the budget development and fare revenues. Based on the analysis of the data, Metro process, FY2016 actual results with specific programmatic assigned targets to each department. Simultaneously, changes were used as the FY2018 baseline for budgeting Metro pursued additional Federal, state and local funding non-personnel related costs. The FY2017 Approved and grants.
FY2018 Proposed Budget D-1 Appendix D - Budget Process
The FY2018 Proposed Budget was balanced through a Once the GM/CEO has approved the annual Budget combination of management actions including elimination Proposal and Multi-Year plans, they are presented to of 700 positions, bus and rail service reductions, utilization Board of Directors during the December meeting. They of federal funds for preventive maintenance expenses, and are also released to the public in December. increased jurisdictional contributions. Below are additional assumptions that were incorporated into the development Budget Discussion and Adoption of the FY2018 Proposed Budget. The budget is presented and reviewed at the Finance Using the Strategic Plan framework, the GM/CEO’s Committee meeting and the full Board deliberates Business Plan guides both Operating and Capital budget through early spring. development processes. It identifies priorities for Metro undertakes significant outreach efforts regarding Metro, provides the foundation for department-specific the budget, particularly for proposed service and fare work plans and keeps the agency focused on the long changes, prior to adoption. The outreach occurs in three term goals as outlined in the Strategic Plan. key areas: The GM/CEO’s business plan outlines necessary Public hearings: During the budget process, Metro actions to achieve priorities; provides measures to holds at least one public hearing to review any monitor success, and provides the Board and public proposed service or fare changes, as well as the with a transparent and accountable framework. proposed use of federal funding in the CIP. The The priorities are reflected in the FY2018 Proposed comments and feedback received from residents Budget and multi-year operating and capital investment throughout the region are presented to the Board plans. for consideration. The Office of Management and Budget Services Public participation: Metro’s Public Participation (OMBS) staff develops guidelines and assumptions in Plan guides substantial additional outreach efforts line with the General Manager’s business plan that beyond the public hearings: open houses, station drive the budget planning process. These guidelines and pop-ups, and community events. The outreach assumptions are then passed along and incorporated provide specific and convenient opportunities for into the department budgets. riders and local organizations to provide input and discuss their views. It ensures full and fair The initial planning, development of assumptions, and participation for all potentially affected preparation of instructions and training materials are communities, including minority, low-income, and conducted in August. limited English proficient populations. The annual budget kickoff meeting is held in September Rider survey: Metro also conducts an online with all department leaders and budget preparers. New survey to solicit rider input on key questions budget initiative requests are then developed. regarding the budget and fare policy. The department operating and capital budget requests Metro staff summarizes data collected from these are developed, reviewed, approved (at the department efforts, as well as all public comments/feedback level) and submitted to OMBS in mid-October. received during the outreach process in a staff report Budget Review and Proposal that is delivered to the Board for review. The proposed CIP is developed concurrently with the Collectively, Metro’s outreach efforts meet or exceed proposed operating budget. OMBS meets with each the requirements of both the WMATA Compact and the project manager to review and collaboratively develop Federal Transit Administration’s newly expanded Title the capital forecasts and requests. Recommendations VI guidelines. for updates to the CIP are reviewed with executive Amendments management in November. When necessary, amendments to the budget are Operating and capital budget requests are reviewed by presented to the Finance Committee. The Finance OMBS and the Executive Management Team (EMT). Committee then presents amendments to the Board for The proposed budget recommendations are presented to review, approval and adoption. the GM/CEO in November.
D-2 FY2018 Proposed Budget Appendix D - Budget Process
projects. In accordance with the Financial Standards, OMBS monitors revenues and budget expenditures Budget Implementation throughout the fiscal year. Implementation of the adopted budget occurs between May and June. Metro’s Enterprise Fund The FY2018 Approved Budget will become effective The Enterprise Fund is the sole fund for Metro. Within this on July 1, 2017. fund, income sources are classified in one of six Monthly budget variance reports are prepared by categories: passenger fares and parking revenues, federal OMBS to enable management to monitor and control funds, state and local funds, business revenues, other expenses and revenues. sources, and debt. Passenger fares and parking is the largest of the six categories. Federal funds consist of Quarterly financial reports are also prepared by OMBS Federal grants and funds to support the capital program. and presented by Metro management to the Board of State and local funds support the capital program, as well Directors. as debt service and the operating budget subsidy. Business These reports are used to monitor financial performance revenues include advertising and joint development, and ensure compliance with the approved budget. among other funding sources. Budget Basis Balanced Operating Budget The underlying financial statements that inform this budget process have been prepared in accordance with Generally Metro is required to annually adopt a balanced operating Accepted Accounting Principles (GAAP) per the budget where operating revenues and subsidies equal Governmental Accounting Standards Board Statement No. expected operating expenses for the fiscal year. In 34 (Basic Financial Statements – and Management’s accordance with Article VIII of Metro’s Compact, the Discussion and Analysis – For State and Local Board annually adopts a current expense budget for each Governments). All financial information is consolidated fiscal year. Based on the Compact, the budget includes the into business-type activities that make up Metro’s Board's estimated expenditures for administration, Enterprise Fund. These businesses-type activities include operation, maintenance and repairs, debt service transit operating and capital costs, infrastructure requirements and payments to be made into any funds construction and debt activities. required to be maintained. The budget is also based upon the provisions of GAAP, as The total expenditures are balanced by the Board's applicable to government entities in the United States of estimated revenues and receipts from all sources, America. Annual budgets are adopted in accordance with excluding funds included in the capital budget or otherwise GAAP with the following exceptions: earmarked for other purposes. At the end of the fiscal year, if there is an operating deficit, the local jurisdictions are Depreciation and amortization are excluded, and billed on July 1 for their respective contributions. Net actuarial determined post-employment benefit The focus of the operating budget is on the personnel, obligation recognized under Government Accounting material/supplies and services necessary to operate Standards Board (GASB) Statement No. 45, which was Metrobus, Metrorail, and MetroAccess. Budgetary issues implemented by Metro in FY2008, has been excluded for the operating budget center on the cost of continuing from the budget expenses; such costs are included in operations, expanding services to meet growing demand, operating expenses in the annual financial statements and improving efficiency of service. but are not budgeted. The annual budget is developed on the basis of two budget Capital Budget methodologies – continuation-level and zero-based. In accordance with Article VIII, paragraph 26 of Continuation-level budgeting is used to develop the WMATA’s Compact, the Board adopts an annual capital funding and resources necessary to sustain multi-year budget. This budget specifies all capital projects that are critical operating, special programs, and previously expected to commence or continue during the budget approved capital projects. The agency utilized a hybrid period. The budget also provides the estimated cost of each zero-based budgeting approach for the development of the project and an explanation of its planned funding sources. FY2018 operating budget. The zero-based approach was used to determine resources for on-going general and The primary focus of the capital budget is safety and the administrative expenses, new programs and capital condition of Metro’s current assets and infrastructure, and what is needed to maintain them in a state of good repair.
FY2018 Proposed Budget D-3 Appendix D - Budget Process
The capital budget makes the reliable, continuous and safe infrastructure required to support and/or grow the bus, rail, operation of each mode (Metrobus, Metrorail and and paratransit operations. Metro’s assets and MetroAccess) possible. infrastructure include, but are not limited to: Buses Capital Expenditures Railcars Capital expenditures are those that will lead to a future Stations and tunnels benefit beyond the current fiscal year. Expenditures are classified as capital when an entity spends money either to Track and wayside procure or construct fixed assets, or to improve and extend Signal and power systems the useful life of an existing fixed asset. Administration and maintenance facilities The capital programming process assists Metro’s leadership in making decisions regarding the assets and FY2018 BUDGET DEVELOPMENT CALENDAR
August Initial planning, development of assumptions, preparation of instructions and training materials for the operation and capital budgets are initiated.
September Budget development kickoff meetings and budget system training classes are held with all departments. A review of prior year-end results are presented to the Board for information.
October Project managers work collaboratively with OMBS to update project forecasts for current year and future year expenses. The updated forecasts are informed by the most current project schedules and cost estimates.
October/November/ Departments submit their budget requests to OMBS. The CIP budget is developed December concurrently with the annual operating budget. Budget recommendations are reviewed with executive management and the GM/CEO. The GM/CEO’s proposed budget is presented to the Finance Committee.
January/February Board Discussions and public participation.
February Findings from public participation are summarized and presented to the board. Updated operating and capital budgets are prepared for Board approval.
March Approval of the FY2018 Annual Budget.
July 1 FY2018 Begins
D-4 FY2018 Proposed Budget Appendix E - Financial Standards
Appendix E - Financial Standards Metro’s Financial Standards can be grouped into three financial statements, including Single Audit major areas: general, business planning parameters, and requirements. The goal is to receive an unqualified debt policy. The purpose of the general standards is to opinion on the financial statements and an opinion that ensure that Metro prudently manages its financial affairs Metro is in compliance with the Federal Single Audit and establishes appropriate cash reserves. The business requirements in all material respects and to receive the directives from the General Manager provide management Government Finance Officers Association (GFOA) with a framework for developing the upcoming year’s award for excellence in reporting. budget and other longer-term financial plans, as well as establishing future business targets for management to Other Financial Policies and Guidelines achieve. The purpose of debt policy standards is to limit Funds are invested within the guidelines of the Board’s the level of debt that may be incurred and to ensure that approved investment policies and in compliance with debt assumptions are based on financial parameters similar the investment guidelines in Metro’s Compact. to or more conservative than those that would be placed on In accordance with Board Resolution No. 81-36, Metro by the financial marketplace. Actual debt covenants designated Metro officials are empowered to open, may differ from these standards, and in accordance with close or authorize changes to accounts and authorized to the debt policy, the actual covenants will be disclosed in appoint individuals as official signatories for financial any Board report supporting a debt issuance. accounts. This Appendix also provides an explanation of how state An annual actuarial analysis is performed on all Metro- and local funding support is allocated to the jurisdictions. administered pension plans. Based on the results of such analysis, Metro makes contributions as required in Financial Standards – General agreement with the terms of each plan. GAAP Appropriate insurance coverage is maintained to Complete and accurate accounting records are mitigate the risk of material loss. For self-insured maintained in accordance with Generally Accepted retentions, Metro records the liabilities, including losses Accounting Principles (GAAP) as required by the incurred but not reported, at 100 percent of the net Government Accounting Standards Board. present value. The budget includes the operating and capital Revenue and Expenditure Recognition components necessary to implement the policy Revenues are recognized in the period that they are directions contained in previously Board adopted plans. earned and expenses are recognized in the period in The budget is prepared in a fashion to clearly describe which they are incurred. Metro distinguishes between the projects and programs for the period. operating and non-operating revenues and expenses in WMATA engages in regional long-range transportation its financial statements. planning for the Washington metropolitan area in The principal source of operating revenues (not conjunction with the National Capital Region including state or local operating subsidy contributions) Transportation Planning Board (TPB) and other is passenger fares and parking fees, which make up jurisdictional partners. Staff provides transit system approximately 90 to 95 percent of such revenues. inputs to TPB for the Constrained Long-Range Plan (CLRP) and identifies changes affecting the major Fiscal Year financial assumptions of the plan and progress toward The fiscal year-end for financial reporting purposes is the implementation of new projects and programs. June 30. The Board approves the budget for each fiscal WMATA also engages in short-range transit planning year by June 30 of the previous year. for the Washington metropolitan area. Staff provides Audited Comprehensive Annual Financial Report inputs to the region's six-year Transportation (CAFR) Improvement Program (TIP) and identifies the capital investment needs to support the existing regional transit An independent certified public accounting firm system and regional service expansion. performs an examination of Metro’s consolidated
FY2018 Proposed Budget E-1 Appendix E - Financial Standards
The Office of Inspector General (OIG) develops an From time to time, Metro applies for and receives annual work plan each year. The Board’s Audits and discretionary Federal and state funding. Discretionary Investigations Committee provides input and approves funding is requested for major system expansion the work plan, which covers audits, evaluations, and projects or extraordinary transit capital needs. investigations. Furthermore, completed audit and Discretionary funding levels are estimated by project, evaluation reports are submitted to the Board via the based on appropriate state and Federal criteria and the Audits and Investigations Committee. likelihood of obtaining approvals. Recommendations for improvements are based on Financial Standards – Debt Policy audits and evaluations performed by the OIG. Audits are performed in accordance with Government Auditing Metro may not enter into a debt or financing Standards, while evaluations are performed in arrangement unless the transaction is in full compliance accordance to the Council of the Inspectors General on with all applicable provisions of WMATA’s Compact. Integrity and Efficiency’s Quality Standards for Pursuant to WMATA’s Compact (Article IX paragraph Inspection and Evaluation. These recommendations, 27, Metro may borrow money in pursuit of its mission. management’s action plans and progress toward All such bonds and evidences of indebtedness are implementation are periodically reported directly to the authorized by resolution of the Board and are payable Board. Semi-annual reports to the Board and significant solely out of the revenues of Metro. The bonds and stakeholders provide an overview of work performed by other debt obligations of Metro, except as may be the OIG as related to the annual work plan. otherwise provided in the indenture under which they Financial Standards – Business Planning Parameters are issued, are direct and general obligations of Metro and the full faith and credit of Metro are pledged for the Passenger revenue forecasts are derived from historical prompt payment of the debt service. ridership and revenue trends as well as forecasts of There is no borrowing limit set in WMATA’s Compact. regional growth in population and employment. Since ridership may be affected by actual or proposed fare Long-term debt may be included in the budget or long policy change, the impacts on ridership and average range plans; however, no such debt is incurred without fare forecasts are based on conservative estimates. the specific approval of the Board. The average life of debt instruments is approximately The Board reviews and updates the fare policy on a regular cycle. Management may propose fare equal to or less than the average of the useful lives of modifications to achieve transit ridership improvements the assets financed. as well as to maintain financial sustainability. Reserve funds that may be required by the financial markets for each debt issuance are maintained. Cash Service plan assumptions are based on demonstrated needs as defined through short-range planning. and securities, insurance or surety bonds may fund these reserves. For financial planning purposes, reserve Capital programs are funded according to the terms of requirements are included in the face value of debt the laws, regulations and/or discretionary procedures issued. approved by the Board. The capital program covers Metro’s assets, including major transportation projects, and is included in each annual budget.
E-2 FY2018 Proposed Budget Appendix E - Financial Standards
Allocation of State and Local Support
State and local funds account for approximately 57 percent Regional Activity Center: Serves one or more of the funding for Metro’s annual operating and capital regional activity centers. A conservative definition budgets according to the approved subsidy calculations, of regional activity centers is used, including only described below. those where there is virtually universal agreement as to their regional character. Routes which feed Operating Budget Metrorail stations, but which do not directly serve any regional activity center, are not considered to The operating budget subsidy is allocated to the be regional jurisdictional funding partners using six subsidy allocation formulas: Cost Effectiveness: Annual boardings per annual platform hour greater than 30 applied consistently 1. Regional bus subsidy allocation in all jurisdictions 2. Non-regional bus subsidy allocation Routes which do not meet the criteria described above are 3. Rail maximum fare subsidy allocation classified as non-regional. Regional and non-regional bus 4. Rail base subsidy allocation subsidy is allocated to the jurisdictions using the following 5. Paratransit subsidy allocation formulas. 6. Debt service allocation Regional Bus Subsidy Allocation. The distribution of regional bus subsidy to the jurisdictions is based on a Formulas 1 and 2: Regional and Non-Regional Bus weighted, four-factor formula in the following Subsidy Allocations proportions: The Metrobus subsidy is allocated using two distribution 1. Density weighted population 25% formulas. All bus routes are classified as being either 2. Revenue hours 25% regional or non-regional, based on route characteristics. 3. Revenue miles 35% Regional bus routes generally provide transportation 4. Average weekday ridership 15% between jurisdictions. Regional bus routes may also include bus routes that serve major activity centers that Density weighted population for each jurisdiction operate on major arterial streets, and carry high volumes of determined by taking the average of riders either in one jurisdiction or in multiple jurisdictions. the jurisdiction’s share of the urbanized population The following are the specific criteria used by the Regional in the compact area, and Mobility Panel to classify bus routes. the jurisdiction’s share of “density weighted” Inter-jurisdictional routes are defined as regional. population (i.e. population times density) Defining characteristics of inter-jurisdictional routes: The revenue hours factor is determined by taking the Cross a jurisdictional (independent city, county, annual revenue hours assigned to each jurisdiction state) boundary; divided by the total regional revenue hours. The Penetrate at least two jurisdictions by more than revenue miles factor is determined by taking total one-half mile in each; and revenue miles assigned to each jurisdiction divided by the total regional revenue miles. Ridership is Operate “open door” (allows boarding and determined by taking the average weekday ridership alighting) over at least a portion of the line in two for each jurisdiction for the regional bus survey. or more jurisdictions Non-Regional Bus Subsidy Allocation. The If a route does not qualify as regional under the inter- distribution of non-regional bus subsidy to the jurisdictional definition, then it must meet at least two jurisdictions is computed as follows: of the following three criteria to be regional: 1. Identify the costs of all Metrobus service, regional Arterial Streets: Operates for a considerable and non-regional distance on an arterial street and a substantial portion (usually a majority) of riders use stops on 2. Identify the costs which would accrue for regional the arterial street. Routes which operate for a short Metrobus service if no non-regional bus service were distance on an arterial incidental to their service provided area are not included
FY2018 Proposed Budget E-3 Appendix E - Financial Standards
3. Determine the costs of non-regional service by 1. Density weighted population 33.3% subtracting the regional Metrobus costs, as 2. Number of rail stations 33.3% calculated in step two, from the costs of all Metrobus service 3. Average weekly ridership 33.3% 4. Divide the costs of non-regional service as computed Density weighted population is the same for the in step three by total platform hours for non-regional regional bus subsidy allocation as it is for the rail base service subsidy allocation. The rail stations factor is calculated by taking the number of stations, or portions of stations, 5. Identify the non-regional platform hours for each assigned to each jurisdiction, divided by the total jurisdiction number of stations in the system. Ridership is 6. Multiply the platform hours for each jurisdiction by calculated by taking the average weekday ridership in the hourly rate each jurisdiction as determined by the rail passenger 7. Determine the revenue for each jurisdiction survey. Only persons who reside in the compact area are included in the distribution. 8. Subtract from costs the revenue as determined in step seven Formula 5: Paratransit Subsidy Allocation Formulas 3 and 4: Rail Maximum Fare and Base Paratransit subsidy is allocated to the jurisdictions using a Subsidy Allocations two-factor formula with sub-allocations used for the Virginia jurisdictions. The rail subsidy consists of two components: the maximum fare component and the base rail component. 1. Direct Costs - The contract carriers’ actual per trip, The total maximum fare subsidy is deducted from the total reservation and eligibility charges will be allocated rail subsidy, and the result is allocated based on the base directly to the jurisdictions subsidy formula. 2. Overhead Costs - All other (non-direct) costs of the paratransit program will be allocated in proportion to Maximum Fare Subsidy Allocation. The maximum fare portion of the rail subsidy is designed to recognize the direct costs the “taper” and “cap” features of the Metrorail fare Virginia sub-allocations of direct costs require that per trip structure. The taper feature is reflected in the charges be adjusted to reflect the average time of trips diminishing cost per mile for trips greater than six provided for each jurisdiction. Overhead costs assigned to miles, and the cap is reflected in the maximum fare on Virginia jurisdictions will be sub-allocated based on the rail. The subsidy for the maximum fare is calculated as direct cost allocation as calculated above. the difference between the regular fare that would have been paid if the taper and cap features were not Formula 6: Debt Service Allocation available, and the actual fare paid with the taper and Planned debt service charges are allocated to the cap. jurisdictions in the same proportion as each jurisdiction’s Once the maximum fare subsidy is calculated, the current-year share of local match and system performance benefiting jurisdictions are allocated one-half the funding in the capital budget. The allocation of local match calculated amount, based on the percent of riders from and system performance funding, in turn, is determined in the individual jurisdiction who benefit from the taper accordance with the Capital Funding Agreement (CFA). and cap. These percentages are calculated from the data For any planned new debt issuance shown in the CIP, taken from the Metrorail Passenger Survey. The allocated debt service is shown for all jurisdictions; remaining half of the maximum fare subsidy is however, if and when new debt is actually issued, incorporated into the rail base subsidy. jurisdictions are given the opportunity to “opt out” and provide their total principal contribution upfront to Metro Rail Base Subsidy Allocation. The base subsidy rather than participate in the debt issuance. allocation for Metrorail service is based on three elements in equal proportions:
E-4 FY2018 Proposed Budget Appendix F - Debt Service
Appendix F - Debt Service
Metro Debt Policy/Borrowing Powers Existing Gross Revenue Transit Bonds Metro’s Compact allows the Authority to borrow money in 2009A and B Bonds pursuit of its mission. All such bonds and evidences of In June 2009, Metro issued $243.0 million of Gross indebtedness are payable solely out of Metro’s properties Revenue Transit Bonds, Series 2009-A, and $55.0 million and revenues. The bonds and other obligations, except as of Build America Bonds, Series 2009-B. Bond proceeds may be otherwise provided in the indenture under which net of premiums/discounts totaled $309.9 million. The they were issued, are direct and general obligations of the bonds provide for semi-annual payments of interest and Authority, and the full faith and credit of Metro are annual payments of principal, with final maturity in July pledged for the prompt payment of the debt service. 2034. The annual jurisdictional debt service payment on Metro is required to make semi-annual payments of the bonds is $21.2 million, net of a semi annual credit of principal and interest on each series of bonds. There are $1.3 million for the Series B, Build America Bonds. Five certain covenants associated with these outstanding bonds jurisdictions opted out of the bond issuance and provided with which the Authority must comply. The most $115.0 million in funding to bring total proceeds related to significant are: the bond issuance to $425.0 million. Metro is to punctually pay principal and interest 2016A Bonds according to provisions in the bond document. During fiscal year 2016, Metro issued $220 million of Except for certain instances, Metro cannot sell, Gross Revenue Transit Bonds, Series 2016A. Metro has mortgage, lease or otherwise dispose of transit system planned for federal capital project grant reimbursements to assets without filing a certification by the General fund the repayment of the principal on the 2016A bonds. Manager/Chief Executive Officer and Treasurer with All of the interest on the bonds through July 1, 2017 is the Trustee and Bond Insurers that such action will not funded by bond premium. A portion of the January 1, 2018 impede or restrict the operation of the transit system. interest is also paid from this source while the balance will Metro must at all times maintain certain insurance or come from the jurisdictions in previously earmarked self-insurance covering the assets and operations of the funding for line of credit interest expense. transit system. Gross Revenue Transit Bonds
Principal Interest Total Due
Series 2009A Due to Bondholders 1/1/2018 $4,775,222 $4,775,222 Due to Bondholders 7/1/2018 $9,125,000 $4,775,222 $13,900,222 Total $9,125,000 $9,550,444 $18,675,444
Series 2009B Due to Bondholders 1/1/2018 $1,251,250 $1,251,250 Due to Bondholders 7/1/2018 — $1,251,250 $1,251,250 Total $0 $2,502,500 $2,502,500
Series 2016A Due to Bondholders 1/1/2018 $1,500,000 $1,500,000 Due to Bondholders 7/1/2018 — $3,825,000 $3,825,000 Total $0 $5,325,000 $5,325,000
1 Net of Build America Bond (BAB) credit 2 Total due to bondholders is $3.825 million of which $2,325,000 is scheduled to come from bond premiums
.Lines of Credit
FY2018 Proposed Budget F-1 Appendix F - Debt Service
Metro also has access to short-term lines of credit. The The following tables provides a summary of WMATA’s lines of credit support Metro’s capital program and are also estimated jurisdictional share of future long-term debt and available to manage operating cash flow needs. The total detail of WMATA’s proposed debt issuances and capacity on the lines of credit is $250 million. jurisdictional allocations. The amounts represented in these tables are subject to change based on financial New Capital Bonds market conditions and jurisdictional decisions to opt for additional cash contributions in lieu of debt issuance. As outlined in the earlier chapters of the FY2018 Proposed Budget, long-term debt is an important component of the funding plan for Metro’s six-year CIP.
FY2017-2023 CIP Debt Strategy
Principal Insurance Cost Interest Total Due
District of Columbia
Total District of Columbia $380,417 $3,631 $205,931 $589,979
Maryland
Montgomery County $187,248 $1,787 $101,363 $290,398
Prince George's County $181,433 $1,732 $98,215 $281,380
Total Maryland $368,681 $3,519 $199,578 $571,778
Virginia Alexandria $48,953 $467 $26,500 $75,920
Arlington County $92,091 $879 $49,852 $142,822 City of Fairfax $2,960 $28 $1,603 $4,591
Fairfax County $161,238 $1,539 $87,283 $250,060 Falls Church $2,960 $28 $1,603 $4,591
Total Virginia $308,203 $2,942 $166,841 $477,986 Total Debt $1,057,300 $10,093 $572,350 $1,639,743
F-2 FY2018 Proposed Budget Appendix F - Debt Service
Gross Revenue Transit Bonds (Detail) Aggregate Year Ending Principal Interest Debt Service Principal Interest BAB Credit Debt Service Debt Service 1/1/2010 6,950,487 6,950,487 2,160,278 (756,097) 1,404,181 8,354,667 7/1/2010 5,375,000 6,193,503 11,568,503 1,925,000 (673,750) 1,251,250 12,819,753 1/1/2011 6,059,128 6,059,128 1,925,000 (673,750) 1,251,250 7,310,378 7/1/2011 6,555,000 6,059,128 12,614,128 1,925,000 (673,750) 1,251,250 13,865,378 1/1/2012 5,895,253 5,895,253 1,925,000 (673,750) 1,251,250 7,146,503 7/1/2012 6,885,000 5,895,253 12,780,253 1,925,000 (673,750) 1,251,250 14,031,503 1/1/2013 5,734,128 5,734,128 1,925,000 (673,750) 1,251,250 6,985,378 7/1/2013 7,205,000 5,734,128 12,939,128 1,925,000 (673,750) 1,251,250 14,190,378 1/1/2014 5,556,653 5,556,653 1,925,000 (673,750) 1,251,250 6,807,903 7/1/2014 7,560,000 5,556,653 13,116,653 1,925,000 (673,750) 1,251,250 14,367,903 1/1/2015 5,385,753 5,385,753 1,925,000 (673,750) 1,251,250 6,637,003 7/1/2015 7,900,000 5,385,753 13,285,753 1,925,000 (673,750) 1,251,250 14,537,003 1/1/2016 5,193,503 5,193,503 1,925,000 (673,750) 1,251,250 6,444,753 7/1/2016 8,285,000 5,193,503 13,478,503 1,925,000 (673,750) 1,251,250 14,729,753 1/1/2017 4,992,472 4,992,472 1,925,000 (673,750) 1,251,250 6,243,722 7/1/2017 8,690,000 4,992,472 13,682,472 1,925,000 (673,750) 1,251,250 14,933,722 1/1/2018 4,775,222 4,775,222 1,925,000 (673,750) 1,251,250 6,026,472 7/1/2018 9,125,000 4,775,222 13,900,222 1,925,000 (673,750) 1,251,250 15,151,472 1/1/2019 4,547,097 4,547,097 1,925,000 (673,750) 1,251,250 5,798,347 7/1/2019 9,580,000 4,547,097 14,127,097 1,925,000 (673,750) 1,251,250 15,378,347 1/1/2020 4,307,597 4,307,597 1,925,000 (673,750) 1,251,250 5,558,847 7/1/2020 10,060,000 4,307,597 14,367,597 1,925,000 (673,750) 1,251,250 15,618,847 1/1/2021 4,043,522 4,043,522 1,925,000 (673,750) 1,251,250 5,294,772 7/1/2021 10,585,000 4,043,522 14,628,522 1,925,000 (673,750) 1,251,250 15,879,772 1/1/2022 3,765,666 3,765,666 1,925,000 (673,750) 1,251,250 5,016,916 7/1/2022 11,140,000 3,765,666 14,905,666 1,925,000 (673,750) 1,251,250 16,156,916 1/1/2023 3,473,241 3,473,241 1,925,000 (673,750) 1,251,250 4,724,491 7/1/2023 11,725,000 3,473,241 15,198,241 1,925,000 (673,750) 1,251,250 16,449,491 1/1/2024 3,165,459 3,165,459 1,925,000 (673,750) 1,251,250 4,416,709 7/1/2024 12,340,000 3,165,459 15,505,459 1,925,000 (673,750) 1,251,250 16,756,709 1/1/2025 2,841,534 2,841,534 1,925,000 (673,750) 1,251,250 4,092,784 7/1/2025 12,990,000 2,841,534 15,831,534 1,925,000 (673,750) 1,251,250 17,082,784 1/1/2026 2,500,547 2,500,547 1,925,000 (673,750) 1,251,250 3,751,797 7/1/2026 13,670,000 2,500,547 16,170,547 1,925,000 (673,750) 1,251,250 17,421,797 1/1/2027 2,141,709 2,141,709 1,925,000 (673,750) 1,251,250 3,392,959 7/1/2027 14,390,000 2,141,709 16,531,709 1,925,000 (673,750) 1,251,250 17,782,959 1/1/2028 1,763,972 1,763,972 1,925,000 (673,750) 1,251,250 3,015,222 7/1/2028 15,145,000 1,763,972 16,908,972 1,925,000 (673,750) 1,251,250 18,160,222 1/1/2029 1,366,416 1,366,416 1,925,000 (673,750) 1,251,250 2,617,666 7/1/2029 15,940,000 1,366,416 17,306,416 1,925,000 (673,750) 1,251,250 18,557,666 1/1/2030 953,850 953,850 1,925,000 (673,750) 1,251,250 2,205,100 7/1/2030 16,765,000 953,850 17,718,850 1,925,000 (673,750) 1,251,250 18,970,100 1/1/2031 527,756 527,756 1,925,000 (673,750) 1,251,250 1,779,006 7/1/2031 17,620,000 527,756 18,147,756 1,925,000 (673,750) 1,251,250 19,399,006 1/1/2032 79,931 79,931 1,925,000 (673,750) 1,251,250 1,331,181 7/1/2032 3,145,000 79,931 3,224,931 15,370,000 1,925,000 (673,750) 16,621,250 19,846,181 1/1/2033 - 1,387,050 (485,468) 901,583 901,583 7/1/2033 - 19,375,000 1,387,050 (485,468) 20,276,583 20,276,583 1/1/2034 - 708,925 (248,124) 460,801 460,801 7/1/2034 - 20,255,000 708,925 (248,124) 20,715,801 20,715,801 Total 242,675,000 171,284,809 413,959,809 55,000,000 92,977,228 (32,542,030) 115,435,198 529,395,007 * FY2018 Jurisdiction subsidy requirements include funds for debt service payments due on 1/1/2018 and 7/1/2018.
FY2018 Proposed Budget F-3 Appendix F - Debt Service $3 — $46 $92 $95 $87 $80 $72 $63 $54 $45 $35 $24 $13 $101 $412 $1,603 Interest — $39 $76 $90 $96 $52 $114 $355 $101 $108 $121 $128 $136 $144 $152 $152 Falls Church $2,989 Principal — $47 $20 $1 $683 $168 $2,481 $5,000 $5,520 $5,153 $4,764 $4,351 $3,914 $3,451 $2,960 $2,439 $1,887 $1,303 $22,446 $87,283 Interest — Fairfax County $2,125 $4,127 $4,918 $5,213 $5,525 $5,856 $6,207 $6,579 $6,973 $7,391 $7,834 $8,303 $8,293 $2,845 $19,325 Principal $162,777 $3 — $46 $92 $95 $87 $80 $72 $63 $54 $45 $35 $24 $13 $101 $412 $1,603 Interest — $39 $76 $90 $96 $52 $114 $355 $101 $108 $121 $128 $136 $144 $152 $152 City of Fairfax $2,989 Principal 5 $86 $7 $4,661 $359 $86 $7 — $96 $744 $390 $1,417 $2,856 $3,153 $2,943 $2,721 $2,485 $2,236 $1,971 $1,690 $1,393 $1,078 $12,820 $49,852 Interest — 789 $2,141 $58 $69 $3,132 $3,749 $58 $69 882 $570 $157 $18 $8,548 $997 $157 $18 ,868 $1,833,100 $124 $1,544,346 $59 $132 $1,238 $6,773,606 $50 $140 $3,209 $913 $7,179 $124 $40 $2,703 $148 $7,609 $59 $132 $2,167 $29 $8,065 $50 $140 $1,599 $40 $148 $29 $3,443 $2,362$3,650 $111 $2,105 $76 $117 $6,029 $68 $4,136 $6,390 $111 $3,686 $76 $117 $68 $1,214 $2,357 $2,809 $2,977 $3,156 $3,345 $3,545 $3,757 $3,983 $4,221 $4,474 $4,742 $4,736 $1,625 Arlington County $11,037 $92,970 Principal 9 $2,728 $3,253 $88 $1056 $4,777 $3,065 $5,6965 $2,834 $3,249 $88 $99 $2,605 $105 $104 $91 $5,367 $84 $4,961 $5,688 $4,561 $99 $104 $91 $84 1 $2,892 $3,049 $93 $98 $5,063 $5,339 $93 $98 — $51 $753 $899 $741 $573 $396 $207 $1,518 $1,676 $6,815 $1,564 $1,446 $1,321 $1,188 $1,048 $26,500 Interest — Alexandria $645 $864 $2,117 $1,253 $1,493 $5,867 $1,583 $1,677 $1,778 $1,884 $1,997 $2,244 $2,378 $2,521 $2,518 $49,420 Principal — $768 $189 $6,211 $2,792 $5,626 $5,798 $5,360 $4,896 $4,404 $3,883 $3,330 $2,745 $2,124 $1,466 $25,257 $98,215 Interest — County Jurisdictional Share of Debt Jurisdictional Share Prince George George Prince $2,392 $4,643 $5,534 $5,866 $6,217 $6,589 $6,984 $7,403 $7,846 $8,317 $8,815 $9,343 $9,331 $3,201 $21,745 Principal $183,165 ctober and January, respectively. ctober and January, lue of the issuance. — $793 $195 $2,882 $5,806 $6,410 $5,984 $5,532 $5,053 $4,546 $4,007 $3,437 $2,833 $2,192 $1,513 $26,067 Interest $101,363 — $5,711 $2,468 $4,792 $6,054 $6,416 $6,801 $7,208 $7,640 $8,098 $8,583 $9,097 $9,642 $9,630 $3,304 $22,442 Montgomery County Principal $189,035 us 0.75% of the par va of debt. due the nextfiscal year in O — $396 $1,611 $5,854 $9,235 $8,142 $6,983 $5,755 $4,453 $3,074 $11,796 $11,239 $13,024 $52,958 $12,157 $10,266 Interest $205,931 ar average age — payment will be iscal year. $5,015 $9,736 $6,712 $11,603 $45,594 $12,298 $13,035 $13,816 $14,644 $15,522 $16,452 $17,438 $18,482 $19,590 $19,565 District of Columbia Principal $384,048 — $8,542 $4,478 $1,099 e is based on 14.5 ye o equal a fixed $650,000 payment pl June of each f ed and the first $16,271 $32,786 $36,197 $33,789 $31,238 $28,533 $25,667 $22,628 $19,408 $15,995 $12,377 Interest $147,187 $572,350 — —————————————————— ssumed to be 25 years. $6,968 $307 $2,507 $110 $1,234 $54 $1,196 $53 $323 $14 $607 $27 $20 $1 $1,063 $20,540 $24,585 $7,390$31,324 $37,349 $8,846 $11,270 $3,638 $13,438 $4,354 $5,548 $3,525 $6,615 $4,219 $5,375$35,191 $6,409 $951 $32,532 $1,450 $12,662 $1,138$37,299 $11,705 $1,72 $29,905 $1, $6,232 $13,420$39,534 $10,760 $5,761 $27,121 $6,606 $14,224 $6,039$41,903 $5,296 $9,758 $24,170 $5,583 $15,077 $6,401 $7,001$44,414 $1,629 $8,696 $21,042 $5,132 $4,803 $1,50 $15,980 $7,421$47,075 $1,727 $6,784 $7,571 $17,726 $4,280 $1,38 $4,654 $16,937 $7,866$49,895 $7,191 $1,830 $6,378 $14,212 $3,726 $4,148 $17,952 $1,256 $8,337$52,885 $7,621 $1,940 $10,487 $5,114 $3,139 $3,611 $19,028 $1,119 $8,836$56,054 $8,078 $2,056 $3,773 $2,517 $6,540 $3,042 $9,366 $20,168$30,566 $974 $8,562 $2,180 $1,857 $2,353 $2,355 $3 $2,439 $10,998 $821 $9,075 $9,927 $2,310 $4 $1,800 $1,158 $847 $658 $2,449 $9,619 $5,413 $4 $1,122 $486 $417 $2,595 $4 $5,245 $303 $404 $4, $1,415 $109 $2,662 $20 $33,201 $35,011 $11,946 $12,597 $5,880 $6,200 $5,697 $6,008 $1,537 $1,62 $13,937 $27,059 $32,249 $34,181 $36,229 $38,400 $40,701 $43,140 $45,725 $48,464 $51,368 $54,446 $54,378 $18,655 Total Debt Service Total $126,719 Principal $1,067,393 Debt maturity is a Principal repayment structur Issuance costs are assumedt Debt issuances projected for The jurisdictions will be bill FY2018- 23 FY2020 FY2022 FY2026 FY2028 FY2030 FY2032 FY2034 FY2036 FY2038 FY2040 FY2042 FY2044 Debt Repayment FY2019 FY2021 FY2023 Total FY2025 FY2027 FY2029 FY2031 FY2033 FY2035 FY2037 FY2039 FY2041 FY2043 FY2045 FY2047 Total Assumptions Debt 1 2 3 4 5 FY2024 FY2024 FY2046 FY2048
F-4 FY2018 Proposed Budget Appendix G - Operating Statistics Metrobus
Appendix F - Operating Statistics Appendix G - 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 WMATA establishes its current and projected Metrobus revenue vehicle fleet size requirements and operating spare ratio. It includes a description of revenue service planned to meet demand in Metrobus ridership, as well as an assessment and projection of needs for bus vehicle maintenance.
Metrobus Statistics
FY2015 FY2016 FY2017 FY2018 Actual Actual Budget Proposed
STATISTICS:
Total Bus Miles (000s) 51,075 51,424 50,594 50,594
Revenue (budget) Bus Miles (000s) 40,451 38,877 38,407 38,407 Total Passengers (000s) 132,902 140,100 135,600 124,232
Bus Fleet Size (Year End) 1,507 1,507 1,548 1,548 Total Passenger Revenue ($000s) $155,171 $165,560 $160,945 $159,934
Total Operating Revenue (000s) $176,123 $181,335 $179,724 $181,653 Total Operating Expenses (000s) $582,399 $634,314 $653,281 $672,604
Gross Subsidy (000s) $406,276 $452,979 $473,557 $490,951
RATIOS:
Cost Per Total Bus Mile $11.40 $12.33 $12.91 $13.29
Passengers Per Bus $88.19 $92.97 $87.60 $80.25 Passengers Per Scheduled Bus Mile $3.29 $3.60 $3.53 $3.23
Cost Per Passenger $4.38 $4.53 $4.82 $5.41 Subsidy Per Passenger $3.06 $3.23 $3.49 $3.95
Average Passenger Fare* $1.17 $1.18 $1.19 $1.29 Percentage of Operating Cost Recovered from Passenger Revenues 26.6% 26.1% 24.6% 23.8% Percentage of Operating Cost Recovered from all Operating Revenues 30.2% 28.6% 27.5% 27.0%
*Average fare is lower than base fare due to impact of transfers.
FY2018 Proposed Budget G-1 Metrobus Appendix G - Operating Statistics
Active Proposed Fleet
Maximum Total Scheduled Fleet Active Fleet
Fiscal 2015 End of Year * 1294 1526
Fiscal 2016 End of Year * 1305 1537 Fiscal 2017 End of Year * 1281 1583
Fiscal 2018 End of Year * 1281 1583
* Includes 35 strategic buses in accordance with fleet plan
Age of Fleet
Fiscal Year Entered Number of Manufacturer Service Buses Average Age ORION V 2000 6 17 ORION VII - CNG 2005 250 12 HYBRID ELECTRIC 2006 50 11 CLEAN DIESEL 2006 116 11 NEW FLYER - CNG 2007 25 10 NABI 2008 22 9 NEW FLYER - HYBRID 2008 103 9 NEW FLYER - HYBRID 2009 99 8 NEW FLYER - HYBRID 2010 147 7 NEW FLYER - XCELSIOR 2011 100 6 NEW FLYER - XCELSIOR 2012 67 5 ORION VII - HYBRID 2012 25 5 ORION VII - CLEAN DIESEL 2012 27 5 NEW FLYER - XCELSIOR 2013 105 4 FORD 2013 6 4 NABI - BRT 2014 105 3 NEW FLYER XCELSIOR HYBRID 2015 21 2 NEW FLYER XCELSIOR HYBRID 2015 56 2 NEW FLYER XCELSIOR CNG 2015 164 2 NEW FLYER XCELSIOR HYBRID 2016 54 1 TOTAL 1,548 6.86
G-2 FY2018 Proposed Budget Appendix G - Operating Statistics Metrobus
Bus Fleet Size by Garage
Fiscal 2018 Maximum Garage Scheduled Fleet Total Fleet Space Ratio Bladensburg 219 268 16.9% Shepherd Parkway 180 235 21.7% Northern 131 166 15.3% Western 101 117 15.8% Southern Avenue 66 78 18.2% Four Mile Run 189 220 15.3% Landover 144 180 16.0% Montgomery 168 223 15.7% West Ox 83 96 15.7% SYSTEM TOTAL 1,281* 1,583 15.4%
* Maximum scheduled fleet includes 40 strategic buses
Comparison of Bus Miles
FY2015 FY2016 FY2017 FY2018 Actual Actual Approved Proposed
Total Scheduled 49,740,260 50,080,598 49,278,234 49,235,545 Strategic* 0 0 0 0
Bus Bridges 600,000 600,000 600,000 584,616 Special Service 100,000 100,000 100,000 97,436
Change-Offs 277,403 281,025 268,829 261,936 Yard Work 466,158 472,245 451,419 439,844
Missed Trips (108,088) (109,499) (104,669) (101,985)
Total Unscheduled 1,335,473 1,343,772 1,315,579 1,281,847 TOTAL MILES 51,075,733 51,424,370 50,593,813 50,517,392 Estimated miles of articulated bus included in above miles 1,900,948 1,900,948 1,900,948 1,628,570
* Strategic miles included in Scheduled Miles
FY2018 Proposed Budget G-3 Metrobus Appendix G - Operating Statistics
Bus Operator Payhours
FY2018 Bus Operator Wages Average Category Payhours Hourly Rate Budget Scheduled (straight + OT)* 5,152,758 $28.09 $144,728,305 Subtotal: 5,152,758 $144,728,305 Non-Scheduled OT/Special Event 249,948 $28.09 $7,020,425 Standing Extra 47,555 $28.09 $1,335,703 Utility 61,812 $28.09 $1,736,147 Training 311,485 $18.35 $5,715,749 Miscellaneous 206,958 $28.09 $5,812,942 Guarantees 54,940 $28.09 $1,543,130 Funeral Leave 5,746 $28.09 $161,391 Jury Duty 5,190 $28.09 $145,774 Vacation 359,123 $28.09 $10,086,883 Sick 307,511 $28.09 $8,637,228 Holiday 227,960 $28.09 $6,402,836 Subtotal: 1,838,228 $48,598,208 Grand Total: 6,990,986 $27.65 $193,326,513
* Pay hours for strategic buses are included in the FY18 Scheduled Pay Hours. Non-Scheduled OT includes funding for bus bridges, supporting Rail shutdowns, elevator shuttles.
G-4 FY2018 Proposed Budget Appendix G - Operating Statistics Metrobus
Regional and Non-Regional Metrobus Routes route cost effectiveness Metrobus routes are designated as either regional or non- Metrobus operating costs can be expressed in terms of cost regional. The cost of providing Metrobus service on per platform hour. Platform hours include both revenue regional routes is allocated to all of the Metro contributing and non-revenue (sometimes called “deadhead”) service, jurisdictions. Costs associated with non-regional are and this measure captures the total time between a bus allocated to a greater degree to the jurisdiction receiving leaving its storage and maintenance facility and its return the benefit of the non-regional route. at the end of the day. For the FY2018 budget, the average cost per platform hour for all routes is $161.12. For the The Metro Board of Directors approves the designation of allocation of the proposed FY2018 operating subsidy, the regional or non-regional Metrobus routes. The factors budgeted cost per platform hour for non-regional routes used in making the determination of regional and non- (which has certain overhead and administrative expenses regional routes are: removed) is $117.62. alignment of inter-jurisdictional routes routes operating on arterial streets routes that serve specific regional activity centers Total Total Total Total Total Total Total Total Service Service Service Service Service Service Service Service FY2010 FY2011 FY2012 FY2013 FY2014 FY2015 FY2016 FY2017
Regional Routes District of Columbia 1,615,035 1,616,829 1,637,513 1,701,790 1,691,338 1,755,539 1,783,989 1,756,066 Maryland 828,831 830,288 822,385 874,355 868,570 886,898 893,716 892,750 Virginia 731,804 738,549 743,905 798,923 800,416 823,206 830,318 837,830 Totals for Regional: 3,175,671 3,185,666 3,203,803 3,375,069 3,360,324 3,465,643 3,508,023 3,486,645 Non-Regional Routes District of Columbia 417,155 415,015 396,675 394,654 380,811 381,898 368,793 368,025 Maryland 384,846 385,773 387,451 391,759 379,565 379,118 387,432 387,121 Virginia 104,746 104,476 103,320 117,305 111,991 129,831 132,187 132,237 Totals for Non-Regional: 906,747 905,264 887,446 903,718 872,367 890,847 888,413 887,383 Reimbursable Routes District of Columbia ------Maryland ------Virginia ------Totals for Reimbursable: ------TOTAL METROBUS ROUTES 4,082,418 4,090,930 4,091,249 4,278,787 4,232,691 4,356,490 4,396,435 4,374,028 OPERATOR SHUTTLES/ STRATEGIC BUSES/ HEADWAY MANAGEMENT - - - - 107,651 175,549 118,566 111,647
FY2018 Proposed Budget G-5 Appendix G - Operating Statistics Metrobus 0 0 0 0 2,506 4,578 11,090 53,439 87,972 61,334 40,797 48,593 62,325 36,295 60,127 37,087 117,138 FY2018 0 0 0 0 4,596 11,134 13,621 13,825 53,612 86,020 61,473 40,885 48,741 62,694 36,192 60,333 37,298 117,549 FY2017 0 0 0 4,780 11,100 45,539 89,936 61,157 40,757 48,900 62,552 36,009 59,931 48,628 112,344 FY2016 0 0 0 0 9,287 4,782 61,160 40,743 47,661 62,250 35,008 59,615 48,559 116,722 110,825 FY2014 0 0 0 0 ,223 10,743 10,700 11,075 11,031 5,719 5,898 5,938 5,886 5,856 9,557 6,0484,514 5,822 5,664 5,539 5,497 42,611 31,564 32,316 32,305 32,411 32,209 62,404 40,219 61,563 25,517 61,553 50,472 111,925 117,081 FY2013 0 0 526 82,643 79,472 79,656 80,014 79,928 359 7,768 9,596 9,509 9,584 9,546 6,401 4,192 63,396 42,299 88,310 37,181 59,962 25,212 55,324 55,317 48,658 112,688 106,788 FY2012 0 6,503 4,284 63,575 41,503 88,202 25,516 60,147 25,278 55,539 55,492 48,834 112,449 107,115 FY2011 0 6,413 3,817 64,897 41,474 88,060 24,274 60,464 25,168 55,847 67,413 48,968 112,534 108,182 FY2010 DC Regional Routes - Platform Hours Platform - Routes Regional DC W,Sa,Su W,Sa,Su W,Sa,Su W,Sa,Su W,Sa,Su W,Sa,Su W,Sa,Su W,Sa,Su W,Sa,Su W,Sa,Su W,Sa,Su W,Sa,Su W,Sa,Su W (Sat Hol) W (Sat Hol) W (Sat Hol) W Sched Days 39(Sat Hol) W 8,245 8,415 8,283 11 94 W,Sa,Su 11,614 11,634 11,562 11,952 12,424 13,151 11,561 11,502 34 W,Sa,Su 21,979 22,002 21,958 25,237 25,13480 3,757 W,Sa,Su 0 60,743 60,768 0 60,447 62,707 61,285 62,822 63,038 62,829 37 7074 W,Sa,Su79 W,Sa,Su 0 0 0 0 0 76,914 0 74,017 24,609 79,991 23,620 80,939 23,620 80,925 20,125 20,064 E2 W,Sa,Su B2 D1(Sat Hol) W D6 0 W,Sa,Su 5,049 4,978 0 0 0 57,880 55,737 56,050 56,510 56,404 D3D5 (Sat Hol) W 0 6,426 6,317 A9(Sat Hol) W 6,460 6,477 6, 31,33 W,Sa,Su 29,608 29,616 29,54462,63 30,665 W,Sa,Su 29,480 31,086 54,557 31,048 59,111 31,535 58,799 42,43 60,64 66,68 70,71 96,97 ,46,48 W,Sa,Su 79,686 79,720 79, E2,3,4 D1,3,6 E4 (E3 E4 A4,W5 Routes 52,53,54 W,Sa,Su 97,970 98,990 99,294 103,195 100,479 101,678 102,571 10 32,34,36 90,92,93 30N,30S A2,6,7,8,42 Eliminated) - S.W. Waterfront - S.W. enue Limited enue ghts - Southeast nue Limited nue Pennsylvania Av Pennsylvania Stanton Road Wisconsin Avenue Wisconsin Naylor Road 14th Street Takoma-Petworth Street Capitol North Heights Anacostia-Congress Triangle Glover Park-Federal - Stadium-Armory Hospital Sibley Georgia Avenue-7th Street Avenue-7th Georgia Convention Center Ivy City-Dupont Circle Totten Ivy City - Fort Line Name Friendship Hei Avenue Pennsylvania Ave Wisconsin Mount Pleasant Totten-Petworth Fort St Petworth-11th Street Avenue-7th Georgia Limited Avenue Georgia U Street-Garfield East Capitol Street-Cardozo Anacostia-Fort Drum Bladensburg Road-Anacostia - Stadium-Armory Hospital Sibley MacArthur Boulevard-Georgetown Military Road-Crosstown Military Road-Crosstown M.L. King Jr. Avenue Limited Line Avenue M.L. King Jr. 42 99 58 52 59 86 22 55 93 81 43 50 18 55 48 37 77 79 77 111 118 119 113 118 141 581 100 107 130 582 150 Line
G-6 FY2018 Proposed Budget Appendix G - Operating Statistics Metrobus 0 0 ,020 3,958 5,217 37,744 54,406 40,158 13,696 25,202 10,142 55,467 71,634 18,407 FY2018 FY2018 1,756,066 0 0 3,973 5,237 8,047 8,015 13,711 37,945 54,577 40,296 25,722 10,216 55,105 72,123 18,462 FY2017 FY2017 1,759,290 0 4,060 5,217 37,821 56,024 41,535 12,293 24,760 43,429 72,808 18,406 FY2016 FY2016 1,731,440 0 3,149 6,250 37,858 56,068 41,577 12,278 24,757 48,089 69,541 18,404 FY2014 FY2015 1,691,338 0 0 6,432 39,574 58,346 43,505 12,613 23,391 48,717 71,975 19,169 FY2013 FY2013 1,701,790 6 5,258 5,680 5,690 5,388 5,368 8 5,4556 5,212 11,819 4,448 11,631 4,466 11,862 4,449 11,884 12,013 0 0 6,250 34,653 55,387 43,676 12,031 18,720 43,240 69,969 18,408 FY2012 FY2012 1,637,513 0 6,350 32,588 55,744 44,597 12,215 19,049 43,206 71,090 12,505 18,420 FY2011 FY2011 1,616,829 0 6,350 34,477 55,726 44,353 12,261 18,692 44,752 69,759 12,505 16,452 FY2010 FY2010 1,615,036 W W DC Regional Routes - Platform Hours W,Sa,Su W,Sa,Su W,Sa,Su W,Sa,Su W,Sa,Su W,Sa,Su W,Sa,Su W,Sa,Su DC Non Regional Routes - Platform Hours W (Sat Hol) W (Sat Hol) W (Sat Hol) W SchedDays SchedDays 79 98W,Sa,Su00000000 S1 S9 H1 (Sat Hol) W 4,913 4,922 4,83 U2V1 Sa W, V5 11,934 (Sat Hol) W W 11,960 5,474 11,747 5,483 13,962 13,332 5,38 13,987 0 0 D2D8 W,Sa,Su 18,473 W,Sa,Su 18,489 43,923 18,424 42,706 19,015 41,642 18,282 42,019 18,280 40,443 18,335 40,483 18,282 40,559 40,409 G8 U7 X2 D4 G2 W,Sa,Su 26,434 26,432 24,125 25,711 25,631 25,716 25,874 25,653 X9 W 0 0 11,257 11,585 11,257 11,257 11,302 11,257 W4W9 W,Sa,Su 43,244 46,358 46,138 48,630 52,058 54,392 54,777 54,704 N22W00000000 S2,4 W,Sa,Su 110,630 110,187 109,954 112,351 109,308 109,843 110,749 110 L1,2 W,Sa,Su 43,479 43,507 46,115 43,360 41,276 40,484 40,621 40,483 B8,9 X1,3 (Sat Hol) W 10,829 10,863 10,77 V2,4 H2,3,4 V7,8,9 Routes Routes N2,3,4,6 l St. Limited St. l Brookland-Potomac Park Brookland-Potomac Avenue Connecticut Shuttle Yard Navy 16th Street Avenue-Anacostia Minnesota Heights- M Street Benning Plaza Village-L'Enfant Fairfax Road Benning Circle Park-Dupont Glover Center Hospital P Street-LeDroit Park P Avenue Deanwood-Alabama Park-U Steet Loop Woodley Line Name Avenue Island Rhode Crosstown Avenue Massachusetts 16th Street-Potomac Park 16th Street Limited Ave Deanwood-Minnesota Avenue Capitol Heights-Minnesota Street Avenue-M Minnesota South Capito Road-H Street Benning Regional DC SUBTOTAL Line Name Metro Extra Avenue Georgia Shuttle Lincoln Fort Square City-Franklin Ivy Benning Road-H St Express Benning 11 62 32 98 57 51 45 89 35 75 95 14 23 49 56 112 114 108 134 132 151 101 109 134 133 587 107 Line Line
FY2018 Proposed Budget G-7 Appendix G - Operating Statistics Metrobus 0 0 5,827 4,821 8,767 32,401 10,380 43,285 29,315 12,203 28,517 49,380 35,264 368,025 FY2018 FY2018 0 0 5,851 4,844 8,795 32,499 10,322 43,417 29,394 12,254 28,594 49,540 35,746 368,793 FY2017 FY2017 0 0 0 5,827 4,824 8,767 31,528 10,498 43,105 28,875 37,500 48,331 35,392 381,898 FY2016 FY2016 0 0 5,827 4,813 7,798 8,720 31,734 10,436 43,256 28,827 29,346 48,312 33,691 380,811 FY2015 FY2015 0 5,997 4,170 8,007 9,061 32,881 10,726 45,040 29,832 30,462 49,880 35,032 394,654 FY2013 FY2014 0 5,827 4,143 7,739 8,699 32,817 10,492 43,941 29,652 29,559 47,781 33,760 396,675 FY2012 FY2013 0 5,916 4,361 7,854 8,685 33,013 10,659 43,933 29,717 29,586 48,053 33,931 415,015 FY2011 FY2012 s - Platform Hours es - Platform Hours 0 5,920 4,352 7,863 8,701 33,113 10,799 43,851 29,661 29,670 48,038 33,803 417,155 FY2011 FY2010 W W W,Sa,Su W,Sa,Su W,Sa,Su W,Sa,Su W,Sa,Su W,Sa,Su W,Sa,Su DC Non Regional Route Maryland Regional Rout W (Sat Hol) W (Sat Hol) W (Sat Hol) W (Sat Hol) W Sched Days Sched Days 84 W,Sa,Su 17,228 17,246 16,944 17,593 16,992 17,104 0 0 P6 E6 C8 W,Sa 26,241 26,327 26,269 28,253 27,091 27,087 27,184 27,093 U8 W,Sa,Su 36,519 36,547 35,708 36,555 34,955 34,953 19,593 19,406 H6K1 W,Sa,Su(Sat Hol) W 18,970 3,825 19,009 19,430 3,825 20,124 3,765U4 19,336 W,Sa,Su 19,336 0 12,594 19,397 0 12,523 19,336 12,463 0 12,549 11,997 0 12,150 12,261 0 12,223 K2 N8(Sat Hol) W 10,502 10,506 4,728X8 0 0 0 0 0 M2(Sat Hol) W M6 1,879 W,Sa,Su 1,887 14,483 1,849 14,505 14,465 1,903 15,434 1,849 14,936 14,900 0 14,941 0 14,895 0 M4 W9W----028,31000 W1 C2,4 W,Sa,Su 99,603 99,753 90,553 94,211 94,462 94,726 95,178 95,204 C7,9 H8,9 U5,6 M8,9 W2,3 W,Sa,Su 37,890 37,921 37,889 38,909 37,366 12,205 37,735 37,631 W6,8 ------W 8,862 6,098 8,785 6,368 6,237 6,733 6,302 6,704 A11,12 Routes Routes 81,82,83,86 -New Carrollton Benning Heights ghts Shuttle Brookland-Fort Lincoln Brookland-Fort Reed Takoma-Walter Road Village-Naylor Fairfax Village Fairfax Terrace Road-River Sheriff Heights- Capitol Center-Anacostia Medical United L'Enfant-Coast Guard Avenue Rhode Island Greenbelt-Twinbrook Tenleytown-Glover Park Tenleytown-Glover CollegePark-White Flint Line Name Chevy Chase Park Road-Brookland Totten Takoma-Fort Avenue Nebraska Hei Congress Anacostia-Eckington Heights Mayfair-Marshall Drum Terrace-Ft. Shipley Loop Garfield-Anacostia Avenue Maryland Non-Regional DC SUBTOTAL Line Name Park College Highway Martin Luther King Jr. Greenbelt-Glenmont Subtotal Schools 34 64 46 78 44 13 71 91 84 82 79 82 15 25 74 90 551 158 587 542 583 544 135 642 103 Line Line
G-8 FY2018 Proposed Budget Appendix G - Operating Statistics Metrobus 7 0 72 51 5,112 54,346 49,246 17,926 60,450 46,962 20,925 25,225 27,048 27,593 19,216 36,206 892,750 FY2018 0 5,056 54,458 49,402 18,000 60,541 47,007 21,004 25,249 27,134 27,691 19,093 36,504 893,716 FY2017 5,066 4,694 53,462 50,063 17,909 60,131 45,173 19,433 24,942 26,652 26,313 16,474 36,319 886,898 FY2016 5,003 4,790 52,846 48,622 17,761 60,097 45,561 19,295 24,947 26,591 23,382 16,458 36,321 868,570 FY2015 5,149 4,904 54,802 49,324 16,541 62,472 44,639 20,006 25,864 27,325 22,981 17,135 37,892 874,355 FY2014 6 11,819 11,994 12,027 12,079 12,081 0 0 5,003 4,426 47,022 61,053 42,089 19,234 25,029 29,163 21,584 16,428 36,701 822,385 FY2013 0 0 0 5,024 4,488 47,037 57,465 42,158 19,206 25,169 29,461 21,629 36,655 830,288 FY2012 es - Platform Hours 0 0 0 664 13,821 13,575 14,302 13,939 13,982 14,352 14,0 5,015 4,403 46,953 57,603 42,147 19,205 25,164 29,434 21,614 36,594 828,831 FY2011 W W,Sa,Su W,Sa,Su W,Sa,Su W,Sa,Su W,Sa,Su W,Sa,Su W,Sa,Su W,Sa,Su W,Sa,Su Maryland Regional Rout W (Sat Hol) W (Sat Hol) W (Sat Hol) W SchedDays J4 (Sat Hol) W 10,379 10,379 10,21 F4 F6 Z8 K9 (Sat Hol) W 0 0 0 3,954 8,749 10,329 13,024 13,020 K6 P12 W,Sa,Su 46,144 46,200 46,173 47,819 50,606 50,952 46,702 46,347 T14 W,Sa,Su 0 0 0 0 0 0 17,232 17,206 T18 V12 F1,2F4,6 W,Sa,Su 20,536 W,Sa,Su 20,556 53,833 20,433 54,286 21,184 54,022 20,417 0 20,429 20,493 0 20,426 0 0 0 R1,2 W15 J1,2,3 Y4,7,8 W,Sa,Su 59,124 59,395 59,579 63,235 63,681 70,975 71,952 73,614 C11,13 C12,14 W,Sa 10,183 10,202 10,237 10,926 10,600 10,600 10,640 10,600 V11,12 W,Sa,Su 16,364 16,371 0 0 0 0 0 0 Routes W13,14 (Sat Hol) W 13, P17,18,19 H11,12,13 W,Sa,Su 15,737 15,740 15,644 16,024 17,431 19,368 19,402 19,33 K11,12,13 Q1,2,4,5,6 W,Sa,Su 69,824 69,736 69,468 71,088 68,933 68,967 69,051 68,8 D12,13,14 an Head Highway Head an ChillumRoad New Carrollton-Silver Spring Hills Heights-Temple Marlow Limited Park-Bethesda College Avenue-Limited Hampshire New Road Eastover-Addison Mill Road Veirs Carrollton -New Ave. Island Rhode District Heights-Suitland Bock Road Georgia Avenue-Maryland Georgia Line Name Clinton Oxon Hill-Suitland New Carrollton-Silver Spring Totten New Carrollton-Fort Bethesda-Silver Spring Avenue-Maryland New Hampshire Forestville Washington Oxon Hill-Fort Riggs Road Annapolis Road District Heights-Suitland Camp Springs-Indi Fairland Regional MD SUBTOTAL Hillcrest Heights 9 28 97 73 83 41 29 97 98 16 85 47 88 40 53 63 629 123 542 790 580 584 800 790 147 Line
FY2018 Proposed Budget G-9 Appendix G - Operating Statistics Metrobus 0 87 82 9,144 7,790 3,501 6,295 6,948 4,062 4,669 11,596 17,441 28,024 20,046 12,576 20,753 19,835 17,576 10,705 387,121 FY2018 9,183 7,821 3,473 6,323 6,973 4,078 4,687 11,642 17,491 28,062 20,123 12,524 20,835 16,883 19,913 17,469 10,676 387,432 FY2017 8,594 7,790 3,340 6,298 6,946 4,062 4,669 20,110 11,596 17,441 27,839 12,484 20,728 16,839 19,827 17,512 10,634 379,118 FY2016 9,663 7,824 3,418 6,298 6,863 4,062 4,672 11,625 17,441 27,845 20,129 12,530 20,729 16,655 19,775 17,387 10,824 379,565 FY2015 9,965 8,022 3,517 6,199 7,059 4,180 4,683 11,374 18,187 28,590 20,844 13,085 21,323 17,267 20,337 17,958 12,042 391,759 FY2014 793 9,188 9,150 9,150 9,186 9,150 5,911 9,584 7,258 3,418 6,756 4,062 11,354 17,452 27,022 20,058 12,622 20,457 15,157 16,662 19,582 17,109 10,919 387,451 FY2013 0 0 0 tform Hours 9,818 7,344 3,468 6,018 6,860 4,131 11,526 17,480 20,242 20,604 15,305 19,992 16,989 10,965 385,773 FY2012 0 0 0 Routes - Pla Routes 9,809 7,348 3,472 6,005 6,864 4,127 11,539 17,469 20,197 20,591 15,291 19,984 16,977 10,604 384,845 FY2011 W W,Sa W,Sa W,Sa,Su W,Sa,Su W,Sa,Su W,Sa,Su W,Sa,Su W Hol) (Sat W Hol) (Sat W Hol) (Sat W Hol) (Sat W Hol) (Sat W Hol) (Sat W Hol) (Sat W Hol) (Sat W Hol) (Sat W Sched Days J5 87 F8 W,Sa,Su 18,019 18,030 17,951 18,702 18,045 18,070 18,028 17,970 L8 T2 Z2 Z6 Hol)(Sat W 22,512 22,644 22,188 22,272 21,555 21,199 21,226 21,219 R4 W,Sa,Su 12,183 12,259 12,207 12,649 12,208 12,208 12,359 12,362 R3 F13 Hol) (Sat W 8,934 8,925 8, F12 F14 J7,9 Hol)(Sat W 8,364 8,288 8,145 8,586 8,421 8,421 8,455 8,421 R12 W,Sa 25,626 25,676 0 0 0 0 0 16,739 B27 B30 C28 C27 W,Sa,Su 0 0 0 382 595 299 2,038 2,038 Maryland Non Regional NH1 W,Sa,Su 14,405 14,437 14,452W19 15,171 Hol) (Sat W 14,661 12,929 15,052 12,929 18,340 12,726 18,297 11,511 10,444 10,480 10,548 10,334 Z9,29 Z11,13 Hol)(Sat W 12,402 12,597 12,525 13,269 12,955 12,905 12,938 12,8 T16,17 W,Sa 17,336 17,364 0 0 0 0 0 0 R11,12 B24,25 Hol)(Sat W B29,31 10,574 Hol)(Sat W 10,583 3,222 10,366 3,213 10,797 3,171 10,398 10,331 3,212 10,506 3,104 10,4 3,104 3,116 3,104 B21,22 Routes V14,15 89,89M Hol)(Sat W 8,228 8,236 8,015 8,377 8,143 8,990 10,218 10,838 J11,12,13 C21,22,26,29 G12,13,14,16 W,Sa 0 0 31,531 33,010 32,147 32,199 32,320 32,319 J11,12,13,14,15 W,Sa,Su 12,675 12,675 0 0 0 0 0 0 C21,22, 25,26,29C21,22, W,Sa,Su 27,162 27,175 0 0 0 0 0 0 Chaney Express Chaney l Park Shuttle Extra service Extra Laurel Bowie-Belair Crofton-New Carrollton Avenue Central Avenue Central Prince George's-Langley Park Business Park Cheverly-Washington Greenbelt-New Carrollton Express I-270 Marlboro Pike National Harbor Road Queens Chapel Greenbelt Indian Head Express Greencastle-Briggs Kenilworth Avenue-New Carrollton Avenue-New Kenilworth Line Name Laurel Express Bowie State University Bowie-New Carrollton Express Airport Greenbelt-BWI Avenue Central Pointer Ridge Ardwick Industria Road-Capitol HeightsSheriff Spring Twinbrook-Silver Marlboro Pike Avenue-Maryland Connecticut Plaza George's Greenbelt-Prince Avenue Kenilworth Road River District Heights-Seat Pleasant Colesville-Ashton Laurel-Burtonsville Express Non- Regional MD SUBTOTAL Calverton-Westfarm 6 7 19 96 72 20 65 26 10 67 72 33 36 36 38 30 525 634 152 252 149 527 802 132 645 531 526 647 152 105 801 102 104 146 Line
G-10 FY2018 Proposed Budget Appendix G - Operating Statistics Metrobus 3 0 0 0 0 0 0 808 8,270 29,926 16,669 12,708 20,541 26,845 24,620 21,853 30,173 FY2018 0 0 0 0 0 0 804 8,303 29,496 17,025 32,097 20,372 26,956 24,699 21,918 30,266 FY2017 0 0 0 0 0 776 8,270 29,557 17,254 31,577 20,017 26,764 24,098 14,350 21,809 30,175 FY2016 0 0 0 0 0 0 9,070 7,057 34,249 31,881 18,302 27,161 24,177 14,333 24,939 33,893 FY2015 0 0 0 0 0 5,984 44,247 18,087 17,839 25,039 35,433 14,249 12,948 25,838 32,317 FY2014 0 0 0 0 0 5,815 42,757 17,405 18,544 23,969 34,212 14,759 12,588 23,721 29,363 FY2013 0 0 0 0 0 0 5,891 11,017 42,816 17,282 18,664 24,046 12,623 23,719 29,368 FY2012 0 0 0 0 0 0 6,082 41,388 17,261 18,623 23,177 12,601 23,702 29,046 12,764 FY2011 W,Sa W,Sa Sa,Su W,Sa,Su W,Sa,Su W,Sa,Su W,Sa,Su W,Sa,Su W,Sa,Su W,Sa,Su W,Sa,Su W,Sa,Su W,Sa,Su Virginia Regional Routes - Platform Hours Virginia W (Sat Hol) W (Sat Hol) W (Sat Hol) W SchedDays X W,Sa,Su 42,044 42,084 0 0 0 0 0 0 X (Sat Hol) W 0 0 14,759 14,249 14,333 14,350 12,897 12,876 2T W,Sa,Su 14,969 15,037 15,030 15,766 15,006 14,154 13,918 13,876 3T 1C W,Sa,Su 0 0 0 0 19,212 21,224 21,466 21,424 1C 2B 3Y W 3,345 3,341 3,292 4,921 4,886 4,865 4,884 5,651 2A 3A 5A 10B 11Y (Sat Hol) W 6,171 6,171 6,074 6,251 6,118 6,997 7,326 7,329 13Y W,X 15M F,J,P W,Sa,Su 56,853 57,709 0 0 0 0 0 0 9A,E 4A,B 13F,G Sa,Su 0 0 804 863 806 0 0 0 15K,L (Sat Hol) W 5,750 6,095 5,873 6,113 6,129 7,466 8,135 8,091 7A,F,Y W,Sa,Su 0 0 0 0 34,718 35,227 35,636 36,053 Routes 3A,B,E W,Sa,Su 33,709 33,819 33,147 34,571 0 0 0 0 8S,W,Z (Sat Hol) W 0 0 0 0 12,109 10,242 9,981 9,942 7A,E,F,Y 1A,B,E,Z W,Sa,Su 0 0 0 0 44,863 47,690 48,122 47,379 4A,B,E,H W,Sa,Su 24,746 24,797 24,247 28,533 0 0 0 0 8S,W,X,Z 7B,C,H,P, 2A,B,C,G W,Sa,Su 39,648 40,519 40,724 41,810 0 0 0 0 7C,H,P,W, 7A,B,C,D, 10A,E,R,S W,Sa,Su 22,866 22,267 23,055 26,108 25,076 27,749 27,729 27,63 13A,B,F,G E,F,H,P,W, 1A,B,E,F,Z 16A,B,D,E, Washington Boulevard Washington Loring Corner-Dunn Tysons Lee Highway Square Lee Highway-Farragut Boulevard Drive-Arlington Pershing Lincolnia-North Fairlington Hunting Point-Pentagon Express Vernon Mt Columbia Pike Wilson Boulevard-Vienna Wilson Boulevard Fair Oaks-Fairfax Lincolnia-North Fairlington Center-Pentagon Lincolnia-Park Valley Foxchase-Seminary Airport-Pentagon-Washington National Chain Bridge Road Line Name Boulevard Wilson Fair Oaks-Dunn Loring Boulevard-Dunn Loring Washington Fair Oaks-Jermantown Road Lee Highway- Falls Church Pimmit Hills Blvd Drive-Arlington Pershing DC-Dulles Lincolnia-North Fairlington Center-Pentagon Lincolnia-Park Valley Foxchase-Seminary Huntington-Pentagon Hunting Point-Ballston Airport-Pentagon-Washington National Arlington Union Station Corner Mason-Tysons George 2 69 94 70 69 94 70 70 76 76 31 39 39 39 27 24 126 127 138 157 142 137 137 139 139 126 128 121 129 106 106 156 Line
FY2018 Proposed Budget G-11 Appendix G - Operating Statistics Metrobus 0 0 0 4,556 5,895 4,192 43,811 14,014 31,376 46,833 28,783 63,698 14,541 13,286 837,830 FY2018 0 0 0 4,502 5,875 4,208 14,070 31,185 46,986 28,780 63,672 14,599 13,427 44,030 855,017 FY2017 0 0 2,174 4,416 53,665 14,014 19,175 46,763 18,284 61,200 14,896 24,759 43,490 959,253 FY2016 0 0 0 1,832 5,131 54,048 13,914 19,169 19,099 50,906 15,446 21,702 41,035 800,416 FY2015 0 0 1,900 5,264 21,479 23,97138,495 29,225 36,794 29,706 41,800 29,642 43,748 42,718 56,498 13,270 19,907 18,806 44,503 14,603 21,207 42,276 798,923 FY2014 0 0 066 35,590 34,454 34,360 34,479 34,513 9,651 1,849 4,694 37,411 54,426 10,421 19,254 19,550 16,397 19,695 743,906 FY2013 0 0 0 0 1,760 4,488 10,634 15,749 19,542 16,152 20,324 37,377 738,549 FY2012 es - Platform Hours 0 0 0 0 1,768 4,480 20,311 10,481 15,791 19,577 16,084 37,214 731,805 FY2011 W W W,Sa W,Sa W,Sa,Su W,Sa,Su W,Sa,Su W,Sa,Su W,Sa,Su Virginia Regional Rout Virginia W (Sat Hol) W (Sat Hol) W (Sat Hol) W (Sat Hol) W (Sat Hol) W Sched Days P W,Sa,Su 0 0 54,426 56,498 54,048 53,665 55,709 55,553 X (Sat Hol) W 20,311 20,324 19,695 21,207 21,702 24,759 0 0 J,P 24PW1,9060000000 16F 28T (Sat Hol) W 10,404 10,404 10,232 10,530 10,239 1,551 0 0 16L 38B W,Sa,Su 37,448 37,481 37,436 25B 26A W 0 0 0 0 3,808 7,685 8,379 12,136 16X W 0 0 0 10,108 9,396 9,595 9,632 9,615 16Y 28A 28X 29W 28F,G 22A,B23A,C W,Sa W,Sa,Su 15,791 48,702 15,749 48,784 19,254 48,635 19,907 52,005 19,169 49,799 19,175 0 0 0 0 0 29C,G 28A,X W,Sa,Su 42,010 48,51429K,N 48,255 W,Sa 0 20,539 20,588 0 20,522 0 0 0 Routes 23A,B,T 25A,C,D 16G,H,K W,Sa,Su 33,521 33,533 34, 22A,B,C,F 16A,B,E,J, 25A,C,D,E W,Sa,Su 0 0 0 20,604 19,866 19,993 0 0 REX (R99) 29C,E,G,H, 16A,B,D,E, est-Pentagon City est-Pentagon Falls Church ke Limited ke Columbia Pike-FederalTriangle Fairlington Barcroft-South McLean-Crystal City Ballston-Pentagon Annandale-East Pike Leesburg Falls Church Corner-West Tysons Annandale Alexandria-Fairfax Square Ballston-Farragut Columbia Pike Columbia HeightsW Ballston-Bradlee-Pentagon Line Name Columbia Pike Columbia Pike-FederalTriangle Annandale-Skyline City-Pentagon Columbia Pike-Farragut Square Fairlington Barcroft-South McLean-Crystal City Ballston-Bradlee-Pentagon Landmark-Ballston Pike Leesburg SkylineCity Pi Leesburg Annandale Express Drive - Pentagon Braeburn Richmond Highway Express VA Regional SUBTOTAL 5 8 4 3 5 8 54 12 54 92 92 23 58 110 144 512 120 692 122 142 142 144 143 521 522 512 131 Line
G-12 FY2018 Proposed Budget Appendix G - Operating Statistics Metrorail 0 0 0 0 3,049 5,334 5,938 14,200 17,246 13,109 132,237 FY2018 0 0 0 0 5,355 5,961 17,311 14,057 13,159 132,187 FY2017 0 0 0 620 5,218 5,874 13,957 17,019 12,873 129,831 FY2016 0 0 0 5,511 4,550 4,064 13,853 17,813 12,892 111,991 FY2015 7 10467.9 9238.32 9273.6 9,166 0 0 0 4,662 5,669 4,349 14,364 18,655 13,262 117,305 FY2014 0 0 0 894 10,300 10,012 31,114 34,901 34,806 4,455 5,350 4,033 10,889 11,236 10,110 9,361 9,429 9,392 23,226 23,619 22,718 22,599 22,741 2 14,989 17,771 12,713 103,320 FY2013 0 0 0 4,539 5,432 4,106 14,994 17,825 12,929 104,476 FY2012 utes - Platform Hours utes - Platform 0 0 0 000001,95800 4,526 5,402 4,097 15,003 18,020 12,822 104,746 FY2011 W W W W (Sat Hol) W (Sat Hol) W (Sat Hol) W (Sat Hol) W (Sat Hol) W (Sat Hol) W Virginia Non Regional Ro Virginia SchedDays * 7M (Sat Hol) W 0 0 0 11188. 2W 24T 22BW00000000 18E,F TAGS MW-1 (Sat Hol) W 10,051 10,047 9, 21A,D Routes 18P,R,S 12R,S *W00000000 12R,S 18G,H,J Hol) W(Sat 11,063 11,067 12C,D *W00000000 12C,D (S80,91) 12L,M * 12L,M 20,F,W,XW00000000 12A,E,F,G 17A,B,F,M 17G,H,K,L (Sat Hol) W 23,762 23,537 Park Pentagon-Army-Navy Drive-Shirley Drive-Shirley Pentagon-Army-Navy Kings Park Express Kings Orange Hunt Chantilly-Greenbriar Mark Center-Pentagon Centreville North Road-Vienna Stringfellow Yard Potomac Metroway Line Name Oakton Vienna Centreville South Little rocky Run-Vienna KingsPark Springfield Centre Burke Landmark-Pentagon Church Falls Hamlet-East McLean Circulator Springfield VA Non-Regional SUBTOTAL West Park Shuttle West 61 87 60 80 66 68 511 116 124 155 145 153 154 541 140 148 640 Line
FY2018 Proposed Budget G-13 Metrorail Appendix G - Operating Statistics
MetroRail Revenue Railcar Fleet Management Plan requirements for Metrorail service, as well as how these requirements are affected by vehicle maintenance needs, The Metrorail Revenue Fleet Management Plan is a expansions of the Metrorail system, and other factors statement of the processes and practices by which affecting the operation of the system. Additionally, it WMATA establishes its current and projected Metrorail documents the key challenges WMATA faces in meeting revenue railcar fleet size requirements and operating spare its service and maintenance goals. ratio. It documents how service goals are applied to existing and forecast levels of ridership to establish fleet . Metrorail Statistics
FY2015 FY2016 FY2017 FY2018 Actual Actual* Approved Proposed
STATISTICS: Total Railcar Miles (000s) 89,502 99,124 99,366 98,489 Total Revenue Service Miles (000s) 87,902 97,524 97,766 96,889 Total Passengers (000s) 204,067 206,396 209,900 203,500 Total Passenger Revenue (000s) $596,734.00 $629,055.00 $635,951.00 $621,018.00 Total Operating Revenue (000s) $681,551.00 $721,986.00 $748,164.00 $710,330.00 Total Operating Expense (000s) $963,139.00 $965,392.00 $1,058,513.00 $972,504.00 Gross Subsidy (000s) $281,588.00 $243,406.00 $310,349.00 $262,173.00 Net Local Subsidy (000s) $261,326.00 $223,144.00 $290,087.00 $262,173.00 RATIOS: Passengers Per Revenue Service Mile 2.32 2.12 2.15 2.10 Cost Per Total Railcar Mile $10.76 $9.74 $10.65 $9.87 Cost Per Passenger $4.72 $4.68 $5.04 $4.78 Net Subsidy Per Passenger $1.38 $1.18 $1.48 $1.29 Average Passenger Fare $2.92 $3.05 $3.03 $3.05 Percentage of Operating Cost Recovered from Passenger Revenues 62.0% 65.2% 60.1% 63.9% Percentage of Operating Cost Recovered from all Operating Revenues 70.8% 74.8% 70.7% 73.0% * Total Railcar Miles and Revenue Service Miles are schedule and not actual.
G-14 FY2018 Proposed Budget Appendix G - Operating Statistics Metrorail
Railcar Miles
Total Total Total Total Service Service Service Service FY2015 FY2016 FY20171 FY2018
Red Line 27,916,500 28,011,000 27,886,100 27,500,000
Blue Line 12,848,700 13,858,400 12,953,100 12,100,000 Orange Line 14,595,100 14,368,900 14,421,400 14,000,000
Yellow Line 10,630,700 10,390,300 10,332,800 11,200,000 Green Line 12,276,900 12,132,400 12,101,000 11,800,000
Silver Line 16,698,700 16,447,300 16,637,300 15,900,000 Scheduled Revenue Service Miles 94,966,600 95,208,300 94,331,700 92,500,000 Verizon Arena 1,711,283 1,711,283 1,711,283 1,711,283
Gap Trains 360,000 360,000 360,000 360,000 National Baseball 486,000 486,000 486,000 486,000
Six-Car vs Four-Car off Peak3 0000 Sub-Total Revenue Service Miles 97,523,883 97,765,583 96,888,983 95,057,283 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 99,123,883 99,365,583 98,488,983 96,657,283
1 Based on FY17 Service Plan (Midnight Closure on Friday & Saturday) 2 Includes miles for Red Line turn back and Yellow Line extension 3 Previously named "6000 / Metro Matters Car Deployment"
FY2018 Proposed Budget G-15 Metrorail Appendix G - Operating Statistics
Payhours for Rail Operators
FY2018 Train Operator Wages Average Category Payhours Hourly Rate Budget Scheduled F/T 1,123,241 $31.11 $34,944,028 Scheduled P/T 1 46,800 $33.21 $1,554,228 Car Testing/Start Up 24,960 $31.11 $776,506 Interlocking Pay Hours 112,731 $37.03 $4,174,172 Subtotal 1,307,732 $41,448,933 NonScheduled Overtime/Special Event 203,602 $46.66 $9,501,087 Standing Extra 12,565 $31.11 $390,889 Utility 50,542 $36.27 $1,833,144 Training 62,257 $31.11 $1,936,828 Retraining 33,530 $31.11 $1,043,132 Miscellaneous 39,931 $31.11 $1,242,263 Funeral/Other 1,997 $31.11 $62,123 Vacation 76,563 $31.11 $2,381,884 Sick 61,475 $31.11 $1,912,477 Holiday 40,766 $31.11 $1,268,215 Subtotal 583,228 $21,572,044 Total 1,890,960 $63,020,977
1 Maximum 30-hour work week.
Payhours for Station Managers
FY2018 Station Manager Wages Average Category Payhours Hourly Rate Budget Scheduled F/T 1,028,656 $32.53 $33,462,180 Subtotal 1,028,656 $33,462,180 NonScheduled Overtime/Special Event 103,828 $48.79 $5,065,766 Standing Extra 11,586 $32.53 $376,883 Utility 51,429 $38.42 $1,975,908 Training 35,727 $32.53 $1,162,215 Retraining 29,903 $32.53 $972,737 Miscellaneous 32,610 $32.53 $1,060,800 Funeral/Other 1,783 $32.53 $57,990 Vacation 69,860 $32.53 $2,272,548 Sick 55,085 $32.53 $1,791,928 Holiday 36,529 $32.53 $1,188,280 Subtotal 428,340 $15,925,055 Total 1,456,996 $49,387,234 GRAND TOTAL $112,408,211
G-16 FY2018 Proposed Budget Appendix G - Operating Statistics Metrorail
Rail Peak Period Service Levels
Total Total Total Total Service Service Service Service FY2015 FY2016 FY2017 FY2018 Red Line Glenmont/Shady Grove Glenmont/Shady Grove Glenmont/Shady Grove Glenmont/Shady Grove 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 Square Huntington/Mt.Vernon Square Huntington/Mt.Vernon Square Huntington/Mt.Vernon Square 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 41 41 41 41 Blue Line 12 12 12 12 Orange Line 22 22 22 22 Yellow Line 21 21 21 21 Green Line 18 18 18 18 Silver Line 26 26 26 26 Gap 3 3 3 3 TOTAL 143 143 143 143
Rail Service Levels Total Total Total Total Service Service Service Service FY2015 FY2016 FY2017 FY2018
RUSH HOUR HEADWAYS (MINUTES BETWEEN TRAINS) BY LINE Red Line Glenmont-Shady Grove 6 6 6 6 Orange Line Vienna - New Carrollton 6 6 6 6 Blue Line Largo/Franconia-Springfield 12 12 12 12 Huntington - Mt. Vernon Yellow Line Square6666 Green Line Greenbelt/Branch Ave. 6 6 6 6 Silver Line Weihle-Reston East/Largo 6 6 6 6 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 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 12/12/15/20 Blue Line Largo/Franconia-Springfield 12/12/15/20 12/12/15/20 12/12/15/20 12/12/15/20 Yellow Line Huntington-Fort Totten 12/12/15/20 12/12/15/20 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 12/12/15/20 Silver Line Weihle-Reston East/Largo 12/12/15/20 12/12/15/20 12/12/15/20 12/12/15/20 AVERAGE COMBINED HEADWAYS FOR KEY SEGMENTS FOR FY2018 Mid-day Weekdays Saturday Sunday Red Silver Spring to Grosvenor 6 6 7.5 Orange/Blue/Silver Rosslyn to Stadium Armory 4 4 5 L'Enfant Plaza to Mount Yellow/Green Vernon 6 6 7.5 Yellow/Blue King Street to Pentagon 6 6 7.5 * During times of observed peaking in ridership, additional trains ("trippers") are operated to reduce crowding.
FY2018 Proposed Budget G-17 Metrorail Appendix G - Operating Statistics
S Rail Service Levels
Total Total Total Total Service Service Service Service FY2015 FY2016 FY2017 FY2018
PEAK SCHEDULED RAILCARS Red Line 288 288 288 288 Blue Line 84 84 84 84 Orange Line 154 154 154 154 Yellow Line 126 126 126 126 Green Line 128 128 128 128 Silver Line 156 156 156 156 50% 8-Car Train Program - - - - Option Cars ---- Gap 18 18 18 18 Total Scheduled Car 954 954 954 954 Spares 146 146 146 146 Revenue Collection 4 4 4 4 Total Car Requirement 1,104 1,104 1,104 1,104
HOURS OF OPERATION Weekday (Mon-Thur) 19 19 19 19 Friday 22 22 19 19 Saturday 20 20 17 17 Sunday 17 17 17 17
DAYS OF OPERATION Weekday 251 252 251 251 Saturday 57 57 57 57 Sunday 57 57 57 57
1 Previously, the "6000 Series". 2 Spares were 15% for FY2015 - FY2017
G-18 FY2018 Proposed Budget Appendix G - Operating Statistics Metrorail
Rail Service Levels
Total Total Total Total Service Service Service Service FY2015 FY2016 FY2017 FY2018
CARS PER TRAIN RUSH HOUR Red Line 20-6's/21-8's 20-6's/21-8's 20-6's/21-8's 20-6's/21-8's Blue Line 16-6's 6-6's/6-8's 6-6's/6-8's 6-6's/6-8's Orange Line 21-6's/12-8's 11-6's/11-8's 11-6's/11-8's 11-6's/11-8's Yellow Line 17-6's 21-6's 21-6's 21-6's Green Line 10-6's/10-8's 8-6's/10-8's 8-6's/10-8's 8-6's/10-8's Silver Line 26-6's 26-6's 26-6's Gap 5's-6's 3's-6's 3's-6's 3's-6's
CARS PER TRAIN WEEKDAY BASE/NIGHT (AFTER 8 P.M.) Red Line 6/6 6/6 6/6 6/6 Blue Line 6/6 6/6 6/6 6/6 Orange Line 6/6 6/6 6/6 6/6 Yellow Line 6/6 6/6 6/6 6/6 Green Line 6/6 6/6 6/6 6/6 Silver Line 6/6 6/6 6/6
FY2018 Proposed Budget G-19 Metrorail Appendix G - Operating Statistics
Railcar Fleet Profile
Number Years Number for Manufacturer Series Owned Purchased Services* Rohr Industries 1000 190 1974-1978 190
Breda Construzioni Ferroviarie 2000 76 1983-1984 76 Construcciones y Auxiliar de Ferrocarriles, S.A. (CAF) 5000 192 2001-2004 192
Alstom 6000 184 2006-2008 184 Kawasaki 7000 196 2014-Present 196 Total 1,220 1,220
* There are four (4) 1000 series vehicles dedicated for revenue collection and 122 decommissioned vehicles. As of November 28, 2016, 248 7000 series cars have been delivered. 232 vehicles have been accepted, with 224 in service and 8 for use in training.
Railcar Fleet Storage Capacity
Existing Current Net Storage Fleet Storage Location Capacity Need Capacity Branch Ave 164 116 48 Brentwood 90 110 -20 Glenmont 140 80 60 Greenbelt 280 163 117 Largo 42 42 0 New Carrollton 124 143 -19 Shady Grove 168 158 10 West Falls Church 182 185 -3 Total 1366 1170 196
G-20 FY2018 Proposed Budget Appendix G - Operating Statistics MetroAccess
MetroAccess Revenue Vehicle Fleet Management Plan MetroAccess to meet the demand as well as an assessment and projection of needs for paratransit The MetroAccess Revenue Vehicle Fleet vehicle maintenance. 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 Statistics
FY2015 FY2016 FY2017 FY2018 Actual Actual Approved Proposed
STATISTICS: MetroAccess - Dedicated Fleet: 650 675 700 725 Total Van Miles (000s) 25645 26410 28000 29000 Revenue Miles/Van (000s) 39.5 39.1 40.0 40.0 Total Passengers 2,234,809 2,280,730 2,420,000 2,281,000 Passengers per Van 3,438 3,379 3,486 3,146 Total Passenger Revenue (000s) $9,045 $9,000 $9,972 $9,732 Total Revenue (000s) $9,045 $9,000 $9,972 $9,732 Total Operating Expense (000s) $113,424 $114,109 $119,563 $120,633
RATIOS:
Cost Per Passenger $50.75 $50.03 $49.41 $52.89
Subsidy Per Passenger* $46.71 $46.09 $45.29 $48.62 Percentage of Operating Cost Recovered from Passenger Revenues 8.0% 7.9% 8.3% 8.1%
* 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.
MetroAccess Statistics - Fleet
FY2015 FY2016 FY2017 FY2018 Actual Actual* Approved* Proposed*
Total # of Vans in Fleet 634 659 684 709 Total # of Low Floor Vans in Fleet 16 16 16 16 Total # of Shuttles in Fleet 0 0 0 0 Total Fleet 650 675 700 725 Spare Ratio 11.5% 15.0% 15.0% 15.0%
Fleet mix (Vans/Low Floor Vans) for FY17/FY18 is a projection.
* Fleet mix (Vans/Low Floor Vans) for FY17/FY18 is a projection.
FY2018 Proposed Budget G-21 MetroAccess Appendix G - Operating Statistics
MetroAccess Statistics - Age
Fiscal Year Entered Number of Manufacturer Service Vans Vehicle Type FORD 2018 225 Vans FORD 2017 207 Vans FORD 2016 — Vans FORD 2015 120 Vans FORD 2014 120 Vans FORD 2013 53 Vans Total Fleet Vehicles at End of FY2018 725
G-22 FY2018 Proposed Budget Appendix H - Glossary of Terms
Appendix H - Glossary of Terms
AAC A Metro committee created to address the needs of senior citizens and (Accessibility Advisory Committee) customers with disabilities; efforts have resulted in numerous service upgrades including gap reducers, to make it easier for customers using wheelchairs to board Metrorail trains.
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.
ADA Refers to Federal civil rights legislation passed in 1990 that requires public (Americans with transportation services to be accessible to, and usable by, persons with Disabilities Act) disabilities. In compliance, Washington Metropolitan Area Transit Authority (Metro) operates Metrobus with a bus fleet equipped with passenger lifts and wheelchair tie downs, Metrorail with elevators and platforms that are ADA compliant and MetroAccess with a fleet of over 600 vans and sedans also equipped with lifts and tie downs.
Approved Budget The revenue and expenditure plan approved by the WMATA Board of Directors for a specific one year period starting on July 1.
ART Refers to the bus service that operates within Arlington County, Virginia, (Arlington Transit) providing access to Metrorail and supplementing Metrobus with smaller, neighborhood-friendly vehicles.
Articulated Bus Refers to buses that have an "accordion" section in the middle that allows Also see "Slinky" bus the bus to bend and flex (articulate). Articulated buses have more passenger capacity than standard 40-foot buses.
AGM An executive who reports directly to the General Manager/CEO or a Deputy (Assistant General Manager) General Manager of Metro.
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.
FY2018 Proposed Budget H-1 Appendix H - Glossary of Terms
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.
CAFR A report containing financial statements and statistical data that provides (Comprehensive Annual Financial full disclosure of all material financial operations of Metro in conformity Report) with generally accepted accounting principles.
Capital Assets Assets of a material value and having a useful life of more than one year. Also called fixed assets.
Capital Budget The portion of the budget that provides for the funding of improvements, projects and major equipment purchases.
Capital Improvement Program The six-year plan of capital projects to be completed by Metro.
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.
CNG A natural gas fuel used in a clean engine technology. (Compressed Natural Gas)
COLA Cost of Living Adjustment (COLA) for inflation for employees. (Cost of Living Adjustment)
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.
H-2 FY2018 Proposed Budget Appendix H - Glossary of Terms
Cost Allocation Refers to a process by which indirect or common costs are distributed to multiple cost objects (a job, task, 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.
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.
DGM An executive who reports directly to the General Manager. (Deputy General Manager)
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.
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 System Refers to an onboard securement system for wheelchairs, three-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.
FTA A federal administration within the U.S. Department of Transportation. (Federal Transit Administration) The FTA provides stewardship of combined formula and discretionary programs to support a variety of locally planned, constructed, and operated public transportation systems throughout the United States.
FY2018 Proposed Budget H-3 Appendix H - Glossary of Terms
GAAP Accounting standards, revised periodically, to which both private and (Generally Accepted Accounting public organizations within the United States are expected to conform. Principles)
GM/CEO The General Manager and Chief Executive Officer of Metro who reports (General Manager/Chief Executive directly to the Board. Officer)
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 on a (Frequency) particular route. Headway can change on a line during the day as rider demand changes.
JCC The staff members from the jurisdictions supporting Metro. The JCC was (Joint Coordinating established by the Board of Directors to facilitate the exchange of Committee) information between jurisdictions and WMATA.
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-curb Also see Passenger lift level to make it easier for passengers to board, especially for seniors and persons with disabilities.
KPI KPIs are Key Performance Indicators that measure long term progress in the (Key Performance Indicator) strategic areas of safety, security, service reliability and customer satisfaction.
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/Unlinked trip An unlinked trip is a passenger trip taken on a single vehicle, such as a single bus ride. Metrorail reports ridership as linked trips. A linked trip is counted every time a customer enters through a fare gate. For example, where a customer transfers between two trains to complete their travel one trip is counted.
Loop Refers to a portion of a bus line where the driver operates a segment in one direction only. Passengers may only board on one side of the loop. Loops are sometimes required due to lack of pavement accessibility, or when no off street turn-around is available.
H-4 FY2018 Proposed Budget Appendix H - Glossary of Terms
Loudoun County Transit The weekday bus service from Loudoun County, Virginia to Washington D.C., the Pentagon and Rosslyn from stops in Purcellville, Hamilton, Leesburg and Sterling. A reverse commute bus service is provided from West Falls Church to Loudoun County.
MARC A commuter rail system whose service areas include Harford County, (Maryland Area Maryland; Baltimore City; Washington D.C.; Brunswick, Maryland; Regional Commuter) Frederick, Maryland and Martinsburg, West Virginia.
Metro The Washington Metropolitan Area Transit Authority.
MetroAccess The operating unit of Metro that offers service for eligible people with disabilities who are unable to use regular accessible Metrorail, Metrobus and local bus service (fixed route). Federal civil rights legislation passed in 1990 that requires public transportation services to be accessible to, and usable by, persons with disabilities.
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.
MTA Refers to the bus, light rail, and subway services in Maryland. MTA also (Maryland Transit Administration) operates the MARC train service.
Multimodal Refers to the availability of multiple transportation options, especially within a system or corridor. A multimodal approach to transportation planning focuses on the most efficient way of getting people or goods from place to place by means other than privately owned vehicles; by bus, trolley, light rail, streetcar, cable car, and/or ferry systems.
NextBus Refers to the application that uses satellite technology for Metrobus locations to track the arrival times for bus operators and customers.
NTSB NTSB is an independent federal agency charged with determining the (National Transportation Safety probable cause of transportation accidents, promoting transportation safety, Board) and assisting victims of transportation accidents and their families.
OCC The operations center that facilitates monitoring and communications for (Operations Control Center) Metrorail operations.
Office An organizational until that falls under the structure of a department.
FY2018 Proposed Budget H-5 Appendix H - Glossary of Terms
Paratransit Refers to scheduled service for people who cannot use regular fixed-route bus service. MetroAccess uses vans and sedans to provide 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 scooter Also see Kneeling bus 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.
PIDS Refers to signs located on each platform and mezzanine of every rail station (Passenger Information to provide information to customers including next train’s scheduled time of Display System) arrival, service delays, elevator outages, and free shuttle arrangements when elevators are out of service.
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.
Proposed Budget Refers to the budget prepared with preliminary estimates by the GM/CEO for the consideration of the WMATA Board.
RAC A committee established by the WMATA Board. The council allows Metro (Riders' Advisory Council) customers an unprecedented level of input on bus, rail and paratransit service. The 21-member council includes six representatives from Maryland, Virginia, and the District of Columbia, two at-large members, and the chair of Metro's Accessibility Advisory Committee.
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, which can Also known as Revenue Service also be defined as platform hours minus deadhead and layover time.
Revenue Passengers Refers to passengers who enter the system through the payment of a fare.
H-6 FY2018 Proposed Budget Appendix H - Glossary of Terms
Revenue trip Refers to any linked or unlinked trip that generates revenue by cash Also see Linked/Unlinked trip payment, use of a pass, and/or any other means of payment.
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), equals (Also known as a cycle) one round trip or cycle.
Slinky bus Refers to a nickname used by passengers for an articulated bus. (Also see 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 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, D.C., 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.
TOC The Tri-State Oversight Committee is a partnership between state-level (Tristate Oversight Committee) agencies in Maryland, Virginia and the District of Columbia to jointly oversee safety and security at the Washington, DC Metrorail system. FTA assumed Metrorail system oversight from the TOC in October 2015.
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.
TSI A Federal Transit Administration-sponsored institute that conducts a full (Transportation Safety Institute) range of training programs in rail and bus safety and accident investigation.
FY2018 Proposed Budget H-7 Appendix H - Glossary of Terms
VRE The commuter rail service that connects the Northern Virginia suburbs to (Virginia Railway Express) Union Station in Washington, D. C., via two lines: the Fredericksburg Line from Spotsylvania, Virginia, and the Manassas Line from Broad Run/ Airport station in Bristow, Virginia.
WMATA The acronym used for Washington Metropolitan Area Transit Authority (Washington Metropolitan Area serving the Washington Metropolitan area which consists of Washington, Transit Authority) D.C., suburban Maryland (Montgomery County and Prince Georges County) and Northern Virginia counties of Arlington and Fairfax and the cities of Alexandria, Fairfax and Falls Church. Also known as Metro.
H-8 FY2018 Proposed Budget Appendix I - Glossary of Acronyms and Abbreviations
Appendix I - Glossary of Acronyms and Abbreviations
A A&E architecture and engineering AA alternatives analysis AAI-CAF (Spanish acronym) manufacturer of the 5000 Series rail cars AC alternating current ACI automatic car identification system ADA Americans with Disabilities Act AFC automatic fare collection AGT automated guide-way transit AIM advanced information management AIT Arts in Transit AP Accounts Payable APS auxiliary power supply APTA American Public Transportation Association ARS adopted regional system AST above-ground storage tank ATC automatic train control ATO automated train operation ATD advanced technology diesel ATS automatic transfer switch AVL automatic vehicle locator AVR automatic voltage regulator AWP Annual Work Plan
B BAFO best and final offer BDA bi-directional amplifiers BEAC budget estimate at completion BOCC bus operations control center BRT bus rapid transit
C CAD computer-aided dispatch CADD computer-aided design and drafting CAFE computer authorization for expenditure workflow system CAFR Comprehensive Annual Financial Report CAP Certified Apprenticeship Program CCP communications control panel CCTV closed-circuit television CD calendar days
FY2018 Proposed Budget I-1 Appendix I - Glossary of Acronyms and Abbreviations
CDR conceptual design review CFA Capital Funding Agreement CIP Capital Improvement Program CIWS customer information web services CM construction manager CMAA Construction Management Association of America CMAQ Congestion Mitigation and Air Quality CMC construction management consultant CMU concrete masonry unit CNG compressed natural gas COG (Metropolitan Washington) Council of Governments COLA cost of living adjustment COTS commercial off the shelf CPOS compact point of sale CRCS Comprehensive Radio Communications System CSP Construction Safety Program CTB (Virginia) Commonwealth Transportation Board CTF Carmen Turner Facility
D D/B design/build D/B/B design/bid/build DBE disadvantaged business enterprise DBFM dynamic brake feedback module DCU door control unit DEIS draft environmental impact statement DPS drainage pumping station DRB Dispute Review Board DRPT (Virginia) Department of Rail and Public Transportation DTP Dulles Transit Partners, LLC
E E&O errors and omissions EA environmental assessment EDADS enhanced data acquisition and display system EIS environmental impact statement EMI engineering modification instructions or electro-magnetic interference EPA Environmental Protection Agency EPM Enterprise Performance Management ERRP Emergency Rail Rehabilitation Program ETEC emergency tunnel evacuation carts ETC estimate to complete
I-2 FY2018 Proposed Budget Appendix I - Glossary of Acronyms and Abbreviations
EV earned value
F FAI first article inspection FAST Fixing America’s Surface Transportation Act FCCI first car configuration inspection FDR final design review FEIS final environmental impact statement FFGA full funding grant agreement FFP firm-fixed price FHWA Federal Highway Administration FIA fire and intrusion alarm FMO financial management oversight F/O fiber optic FRA Federal Railroad Administration FTE full time equivalent FTA Federal Transit Administration FUA first unit accepted
G GAAP generally accepted accounting principles GEC general engineering consultant GFOA Government Finance Officers Association GIS Geographic Information System GMP guaranteed maximum price GOTRS General Order Track Rights System GPS Global Positioning System
H HCM human capital management HEDS hybrid enterprise document management system HEOP Heavy Equipment Overhaul Program HVAC heating, ventilation, and air conditioning
I IAM identity and access management IAWP Integrated Annual Work Plan ICCA Interim Capital Contributions Agreement IFC issued for construction IFO Integrated Finance Organization-Finance Project IFP Integrated Financial Plan IGF internally generated funds
FY2018 Proposed Budget I-3 Appendix I - Glossary of Acronyms and Abbreviations
IRP Infrastructure Renewal Program ITS intelligent transportation systems
J JARC Job Access/Reverse Commute JCC Jurisdictional Coordinating Committee JGB Jackson Graham Building JOC Job Order Contracting Program JV joint venture
L LBT large bore tunnel LD liquidated damages LNTP limited notice to proceed LPA locally preferred alternative LRT light rail transit LRV light rail vehicle LUA last unit accepted
M
MAP-21 Moving Ahead for Progress in the 21st Century Act MARC Maryland Area Regional Commuter MCC motor control center MDBD mean distance between delays MDBF mean distance between failures MDBS mean distance between service interruptions ME month-end MEAD Metro Electronic Action Document MIS major investment study MMFA Metro Matters Funding Agreement MMMS Material Maintenance and Management System MMP Metro Matters Program MMU mobile maintenance unit MOD (contract) modification MOS minimum operable segment MPS master program schedule MTA Maryland Transit Administration MTTR mean time to repair MWAA Metropolitan Washington Airports Authority MWCOG Metropolitan Washington Council of Governments
I-4 FY2018 Proposed Budget Appendix I - Glossary of Acronyms and Abbreviations
N NCPC National Capital Planning Commission NEPA National Environmental Policy Act NSP New Starts Project NTSB National Transportation Safety Board NTD National Transit Database NTE not to exceed NTI National Transit Institute NTP notice to proceed
O O&M operating and maintenance (such as O&M costs) OCC Operations Control Center ODC other direct costs OFS order for services OTP on-time performance OWS oil water system
P PCI payment card industry PCO pending (or proposed) change order PDR preliminary design review PE preliminary engineering P/I policy instruction PIDS Passenger Information Display System PLE parking lot equipment PM project manager PMI Project Management Institute PMO project management oversight PMOC project management oversight contractor PMP project management plan PPE personal protective equipment
PQ QA quality assurance QC quality control
R RAC Riders’ Advisory Council RCSC Regional Customer Service Center RE resident engineer
FY2018 Proposed Budget I-5 Appendix I - Glossary of Acronyms and Abbreviations
RFP request for proposal RFQ request for qualifications RMS Records Management System ROCS Rail Operations Computer System ROW right of way RTU remote terminal unit
S S&I service and inspection SCI substantial completion inspections SCP Safety Certification Program SCWG safety certification working group SEP System Expansion Program SEIP System Expansion and Improvement Program SM switch machine SMADS Station Monitor and Display System SMS Safety Measurement System SOC station operator’s console SOS scope of service SOW scope of work SSOA state safety oversight agency SSPP System Safety Program Plan SSPS system safety program standards SSWP Site Specific Work Plan STOV station over-run
T TBS tie breaker station TC train control TCR train control room TIFIA Transportation Infrastructure Finance & Innovation Act TIIF Transportation Infrastructure Investment Fund TIP Transportation Improvement Program TOC Tristate Oversight Committee TOD transit oriented development TPSG traction power switch gear TPSS traction power substation TSI Transportation Safety Institute TSP transit signal priority TUN temporary user notice
I-6 FY2018 Proposed Budget Appendix I - Glossary of Acronyms and Abbreviations
U UPS uninterrupted power supply UST under-ground storage tank
V VE value engineering VMS Vehicle Management/Monitoring System VRE Virginia Railway Express
W WBS work breakdown structure Metro Washington Metropolitan Area Transit Authority WMS Warehouse Management System
Y YE year end YOE year of expenditure YTD year to date
FY2018 Proposed Budget I-7 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 lines to Customer Relations Gallery Pl-Chinatown station. Use the Arena exit. 202-637-1328 Suggestions, commendations, comments Walk two blocks east on F Street to 5th Street. Or, ride Metrobus routes D1, D3, D6, P6, X2, X9, 42, 70, Customer Information 71, 74, or 80. 202-637-7000 (TTY 202-638-3780) Metrobus and rail schedules, fares, parking, By website: Bike ‘N Ride program, and more http://www.wmata.com MetroAccess 301-562-5360 (TTY 301-588-7535) or By email: toll free at 800-523-7009 [email protected] MetroAccess Paratransit Service Customer assistance Transit Police 202-962-2121
I-8 FY2018 Proposed Budget PRESENTED TO Washington Metropolitan Area Transit Authority District of Columbia
For the Fiscal Year Beginning
July 1, 2015
Executive Director FREDERICK SHAKESPEARE Medstar Montgomery BLVD OLNEY-SANDY SPRING RD Medical Center DR WEXHALL Germantown 55 RD Y8 WOODFIELD GAITHERSBURGRD GREENCASTLE RD GERMANTOWN RD ICC Y2 NORBECK RD BALLINGER DR
DR OBSERVATION 57 MUNCASTER MILL RD Z8 55 100 Montgomery FREDERICK Lakeforest Park & Ride Greencastle College NEW HAMPSHIRE AVE Park & Ride WASHINGTON OLNEY GROVE LN Y7 schematic map
GEORGIA AVE not to scale AVE DIAMOND BAUER RD FAIRLAND GERMANTOWN AVE 57 REDLAND RD Y7 55 BRIGGS CHANEY RD Y8 Leisure ROBEY RDBriggs Chaney World Shady Grove 48 Park & Ride 100 100 GUDE NORBECK RD FRAMEWORK SERVICE HUNGERFORD DR 370 HORNERS DR 48 LN Y2 RANDOLPH RD OLD COLUMBIA PIKE Y7 Montgomery Q6 95 Transit College 46 VEIRS MILL RD Y8 Z8 Q4 ASPEN LAYHILL RD System Map Dec 2015 Q6 STEWART LN Rockville HILL BALTIMORE AVE PARKLAWN DR W MONTGOMERY AVE PARKLAND RD Glenmont This map provides an overview of bus and rail WHITE OAK services. For detailed information on specific routes, ROCKVILLE please refer to individual schedules and Metrobus 46 GEORGIA AVE system maps for each part of the service area. RANDOLPH RD C4 WHEATON LOCKWOOD DR CALVERTON K6 K9 BELTSVILLE DR C4 Q4 MD Twinbrook NEW HAMPSHIRE AVE Q6 FDA 48 86 POWDER MILL RD 295 270 ROCKVILLE PIKE UNIVERSITY BLVD BELTSVILLE wmata.com 202.637.7000 HALPINE RD VEIRS MILL RD Westfield Centerpark Wheaton AVE AMHERST C2 MO KENSINGTON National Office Park C4 COLUMBIA PIKE Labor College DC B30 BWI White Flint VA PG HILLANDALE Cherry Hill Park Metrobus B30 CONNECTICUT AVE Wheaton Z8 20 White NORTHAMPTON DR 83 to BWI Airport This map shows 46 EDGEWOOD RD MAJOR AND FREQUENT OLD GEORGETOWN RD Flint Mall Q4 See the Metrobus Y2 CHERRY transit routes serving all corners of Greater HILL RD Y7 SOUTHAMPTON DR Montgomery FALLS RD Forest Glen Washington. Y8 County system Greenbelt Grosvenor-Strathmore 495 map for additional FLOWER K9 Core routes operate seven days a week, AVE C2 B30 BALTIMORE-WASHINGTON PKWY CAPITAL BELTWAY COLESVILLE RD K6 86 morning to night, at regular intervals (except detail in this area. Z8 C4 METZEROTT RD SILVER SPRING RHODE ISLAND 20 AVE the peak-only MetroExtra routes). WESTLAKE TERR MANCHESTERJ4 RD 15 J2 WAYNE AVE 83 C2 J2 Walter Reed National 15 GREENBELT DEMOCRACY BLVD 46 J4 LN ] pz p{ #~ t h { h 5j v t #mv y #t v yl #pu mv y t h { pv u 5 Silver Spring PINEY Langley Park RD Montgomery Mall Military Medical Center BRANCH J2 UNIVERSITY BLVD W CEDAR LN THAYER AVE RD University of 495 Medical Center DALE Maryland EAST-WEST HWY 20 S4 PHILADELPHIADR WISCONSIN AVE TAKOMA National Institutes STADIUM DR CHERRYWOOD
S2 AVE BALTIMORE of Health ETHANPARK ALLEN J2 J4 S9 70 AVE F4 CAMPUS DR College Park-U of Md 95 J4 79 AVE K6 C2 Yellow Line to/from CHEVY Greenbelt during 495 CHASE ALASKA AVE RIGGS RD peak hours Bethesda C4 COLLEGE K9 RDCIPRIANO
GEORGIA AVE PARK 83 Rock Takoma BETHESDA 52 86 RIVER RD Creek ASPEN EAST-WEST HWY 16TH ST 53 ST Park TOLEDO C4 LEESBURG 54 TERR DC F4 BALTIMORE-WASHINGTON PKWY EASTERN AVE KENILWORTH AVE NEW CARROLLTON NEW HAMPSHIRE AVE Prince George’s Plaza E-W KENNEDY ST 267 MCKINLEY ST QUEENSBURY 86RD HWY 30TH PL MILITARY RD S2 S9 E4 TAYLOR RD RIVERDALE RD E4 S4 CAPITAL BELTWAY POTOMAC WESTERN AVE AVE
49TH F4 K9 F4 Friendship Heights 79 70 E4 K6 HAMILTON 42ND MO E4 AVE RIVERDALE 295 F4 30N 30S GEORGIA AVE 86 CAPITAL BELTWAY 31 33 PARK DC Fort GALLATIN ST ST BALTIMORE AVE 52 West Capital VA 37 Tenleytown-AU MT PLEASANT Totten PG WISCONSIN AVE 53 Plaza MT PLEASANT ST Hyattsville 54 83 A12 T18 950 HERNDON 14TH ST New Carrollton 981 VAN NESS ST ELDEN ST Van Ness-UDC Catholic 983 See the Metrobus Providence Hospital 38TH ST T18 5A ELDEN ST H2 University 57TH AVE Washington, DC 80 SOUTH DAKOTA 42 Georgia Ave- AVE Mt Rainier Loop BLADENSBURG RD ANNAPOLIS RD 50 981 system map for Cleveland Park 38TH ST TOWN Petworth B2 LANDOVER RD IAD 950 FAIRFAX 983 CENTER PKWY H2 PARK RD H4 COLMAR additional detail H4 PORTER B-W PKWY COUNTY SUNSET 70 HILLS RD RESTON POTOMAC RIVER MCLEAN ST H4 79 PKWY in this area. IRVING ST/HARVARD ST ST 12TH MANOR GARDENS H2 Washington ARDMORE RD Herndon- Reston Hospital Center ARDWICK SULLY RD SULLY H2 H4 Brookland-CUA Monroe 950 Town Center National Zoo 80 A12 Landover 981 950 30N CALVERT ST PENNSY DR Park & Ride 505 Columbia H2 Prince George’s 983 5A RESTON 495 MACARTHUR BLVD 30S Woodley Park SUNRISE PKWY 981 37 90 Heights MICHIGAN H4 VALLEY DR Hospital 983 983 31 AVE 83 RHODE ISLAND AVE Udvar-Hazy 33 FT CONNECTICUT AVE S2 S9 86 A12 GLENARDEN National Cathedral HOSPITAL DR Air & Space 42 COLUMBIAS4 RD T18 LINCOLN Museum WIEHLE AVE MASSACHUSETTS AVE HAWTHORNEFIRE HOUSE ST RD LANDOVER RD Wiehle-Reston MCLEAN Howard PKWY GEORGE WASHINGTON PKWY Rhode Island Cheverly
East GEORGIA AVE University BLADENSBURG RD
Ave AVE PINEBROOK
18TH ST 16TH ST 14TH ST NORTH ST CAPTIOL A12 U St FLORIDA COLUMBIA PARK RD 721 WISCONSIN AVE AVE 90 80 B2 GREENLEAF
U ST RD BRIGHTSEAT DOLLEY MADISONOLD BLVD DOMINION DR Georgetown 52 RD Spring Hill Deanwood EASTERN AVE University 30N 53 7TH ST RD Tysons 23A 37 90 CHAIN 30S 54 Westpark Shaw- BARLOWE 23T 31 Dupont Circle 42 92 MATTHEW Howard U NoMa-Gallaudet U SHERIFF RD Greensboro 401 McLean GEORGETOWN 33 National HENSON AVE 402 BRIDGE RD PENNSYLVANIA AVE LINCOLN 721 38B Gallaudet Arboretum MARTIN LUTHER KING JR HWY McPherson University M ST Farragut HEIGHTS
SEAT RD LANDOVER TYSONS Tysons 23A LEE HWY North Sq A12 KIRBY RD ANACOSTIA RIVER Corner 23T GLEBE Foggy Bottom-GWU Mt Vernon Sq NANNIE HELEN V2 W4 PLEASANT 38B 8TH ST X2 H ST BURROUGHS AVE V4 CORNER DOLLEY RD Gallery BLVD Minnesota Ave FedEx MAPLE AVE MADISON Place X9 X9 30N 30S BENNING Field 5A Farragut 58TH ST 55 66 32 33 36 Union Station AVE 28A 267 31 32 West DIX ST 55 RD X2 BENNING Rosslyn 36 39 90 B2 463 463 28X WASHINGTON 16Y X9 X9 V2 V4 MINNESOTA Addison Morgan Largo LEESBURG BLVD 2A 38B ARLINGTON Metro Center 92 14TH ST/ 15TH ST West Falls VIRGINIA AVE Judiciary Sq RD 401 5A U8 DIVISION AVE Rd Blvd Town Center Church Ballston- Clarendon 80 EAST CAPITOL ST 402 30N PIKE MU Federal Triangle Archives 30S Stadium- ALABAMA AVE VIENNA Kennedy Benning Rd Capitol The Mall 32 18TH/ 19TH ST INDEPENDENCE AVE Armory LARGO RD Center BENNING RD Heights P12 NUTLEY ST GALLOWS RD 41 34
Dunn East Falls Virginia Sq- Court Smithsonian 7TH ST 36 Vienna Loring ARLINGTON BLVD V2 Church 10B GMU House WASHINGTON 39 WILSON BLVD Arlington Cemetery V4 U8 FALLS BROAD ST 23A BLVD AVE Prince George’s 1A L’Enfant Plaza POTOMAC CAPITOL CHURCH 23B Federal Capitol V2 Community College 5A Center SW South Eastern PENNSYLVANIA H ST HEIGHTS 23T FILLMORE ST AVE HOUSE RD HOUSE COURT Market Potomac WILSON GLEBE Arlington 16X 39 LEE HWY BLVD 8TH ST Ave FAIRFAX CAPITAL BELTWAY 16Y Cemetery SOUTHERN AVE
RD ST M ST A9 30N ADDISON RD 2A M ST 11TH ST 30S VILLAGE W4 1A Seven Corners W9 B2 36 WASHINGTON ST 50 2ND ST S 32 29N 10B V4 MO 41 COLUMBIA 16X 34 23A PIKE Waterfront Navy Yard- 23RD/25TH FOUR MILE 16A 16A 16J AVE W4 AVE GALLOWS RD NUTLEY ST AVE ARLINGTON BLVD DINWIDDIE ST 23B JOYCE ST Ballpark 90 ALABAMA DC 28A 16X REED DR WALTER MINNESOTA 16G 39 PENNSYLVANIA AVE LEESBURG PIKE RUN DR 16Y Pentagon B2 GOOD HOPE RD MARLBORO PIKE VA 1A 28X 23T 92 WALKER MILL RD PG
16J BRANCH 30N Inova 395 7TH Anacostia 36 GLEBE RD FAIRFAX Fairfax 401 RD 41 See the Metrobus CAPITAL BELTWAY Hospital COUNTY RD 402 16G ANACOSTIA
7A ST W4 Prince George’s PICKETT RD GLEN 16G 10A CULMORE 16Y 30TH ST SUITLAND RD 7F A2 30S NAYLOR SOUTHERN AVE CARLYNDR EADS SUITLAND PKWY W9 RD P12 County system MO SLEEPY HOLLOW RD Pentagon City A6 32 16J 16J A8 92 map for additional ANNANDALE RD ANNANDALE 16X DISTRICT DC 10B MLK AVE W4 detail in this area. VA 23A KENMORE ST 23RD ST St Elizabeth 30N 34 36 39 HEIGHTS PG GALLOWS RD W9 JEFFERSON 23B 10A Crystal 23RD ST SHIRLEY HWY Congress ST SOUTH CAPITOL ST A9 95 23T 23A MWY City Heights 92 ALABAMA AVE Naylor Rd See the Metrobus 28X Shirlington 23B MALCOLM X AVE SILVER HILL RD W4 30S 495 CARLIN SPRINGS28A RD Virginia system 16A 31ST A6 32 SEMINARY RD KING MARTHA CUSTIS DR ST ST W4 map for additional GEORGE Suitland 401 MASON DR ARLINGTON RIDGE RD JEFF DAVIS 7A S GLEBE RD HWY Southern detail in this area. 402 NVCC DCA A6 10B S GLEBE RD Ave SUITLAND PKWY 29N 23A Iverson Mall MAIN ST 495 Ronald Reagan WHEELER RD 7F 23B 29K Potomac Washington A8 A2 P12 P12 COLUMBIA PIKE HAMPTON DR National Airport George HUMMER RD PARKFAIRFAX BARNABY ST WHEELER HILLS RD LINCOLNIA RD Yard 8TH ST Mason 7A 28X A2 7F MISSISSIPPI AVE University LITTLE RIVER TURNPIKE Bradlee IVERSON ST HILLCREST
MARR DR JOHN 5 Mark HOWARD ST Shopping 10A ATLANTIC ST Branch Ave 28A Center 10B HEIGHTS Center ML KING JR AVE MD MWY
MT VERNON AVE P12
HERITAGE DR HERITAGE BRADDOCK RD Braddock ANNANDALE A6 RD OWENS Inova SOUTHERN AVE MORGAN ST BEAUREGARD ST Rd Alexandria A8 Major Regional Bus Routes QUANTRELL AVE A9 Hospital BRADDOCK RD PENDLETON WHEELER RD 16A KING ST W9 29K 7F 7A ST FORT Metrobus Major Route PATRIOT DR DEAL DR IVERSON PL Y8 29N LINCOLNIA RD DRUM core route branch Frequent, seven-day service on the core route. 7A 7F KENNEBEC ST ALEXANDRIA King St- On branches, service levels vary. 401 VA DUKE ST Old Town ST BARNABAS RD CAPITAL BELTWAY 295 402 28A 79 28X MetroExtra Route P12 AUDREY LN 395 Van Dorn 29K all-day peak hours Limited stops for a faster ride. Days, times and Eastover GLASSMANOR St 29N REX service levels vary by route.
WASHINGTON ST WASHINGTON Shopping Center SPRINGFIELD Yellow Line to/from B30 Metrobus Airport Express Route COMMERCE ST 95 495 rush Franconia-Springfield Eisenhower CAPITAL BELTWAY during peak hours Ave 5A service to Dulles International Airport and B30 Rolling Valley service to Baltimore Washington International Airport. BACKLICK RD 95 495 Park & Ride OLD KEENE MILL RD DEEPFORD ST ELMWOOD DR 10A 310 TELEGRAPH RD Springfield FRANCONIA RD 10B 310 310 Town Center Franconia- Huntington Major Municipal Bus Routes 310 Springfield HUNTINGTON AVE Hunting Point DLA RD BELVOIR 950 Fairfax Connector DC Circulator Fort Belvoir RICHMOND HWY 171 15 Ride On 41 ART Arlington RD GUNSTON REX 95 LORTON REX
POHICK RD POTOMAC RIVER Fort Belvoir Hospital HYBLA VALLEY Lorton VRE/Amtrak 171 16TH ST