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Washington Metropolitan Area Transit Authority

Moving Metro Forward

Fiscal Year 2014 Proposed Budget

Submitted to the Metro Board of Directors

January 10, 2013

General Manager’s Message

Metro is charting a new course with a strategic plan – the first the agency has developed in more than a decade. The proposed operating and capital budgets for FY 2014 fund the business plan actions necessary to achieve the Board’s strategic goals, and creates a multiyear budget outlook to support Metro’s continued progress.

The strategic goals create a framework to guide our investment decisions and align our day-to-day work. Including: building and maintaining a premier safety culture and system; meeting or exceeding customer expectations by consistently delivering quality service; improving regional mobility; and ensuring fiscal stability and investing in our people and assets.

We have established a multiyear Business Plan with actions to achieve these priorities, as well as specific measures to monitor our success, make course corrections if necessary, and provide the Board and public with a transparent and accountable roadmap for Metro’s progress.

The following is a snapshot of eight of these business actions:

Safety Fatigue is a concern for some employees in today's operating environment. In our ongoing efforts to improve the health and safety of our employees, and to operate and maintain a safe, reliable and effective transit system, we have contracted with the Institutes for Behavior Resources (IBR) of Baltimore to help develop a new Fatigue Risk Management System (FRMS). This scientifically based, data-driven process will be used to continuously monitor and manage fatigue risks. An FRMS is intended to be implemented within our agency's safety management system. The FMRS will guide Metro’s approach to manage worker fatigue in the future.

My budget proposal includes $17 million to fund the first two phases of the plan, ensuring staffing levels match work load and program delivery commitments for track workers, rail operators, Automatic Train Control (ATC), and Power workers. We will be refining our plan later this year with the completion of the FMRS.

Quality Service Continue Implementation of Bus Priority Corridor Network: The Bus Priority Corridor Network (PCN) was approved by the Board of Directors in 2008. It identifies 24 corridors and each year since 2008 improvements have been initiated on specific routes

within the network. Benefits include improved bus service travel times, reliability, capacity, productivity and system access.

In FY2013, $3 million was invested in four of the corridors and an additional $4.4 million is proposed in my FY2014 budget request. These improvements will generally expand service in the midday, early evenings and weekends. The PCN includes the introduction of new limited-stop MetroExtra routes on three new travel corridors and conversion of four existing routes to limited-stop MetroExtra service changes that will provide more frequent service, additional capacity, and expanded hours of operations benefiting more than 150,000 customers.

Additionally, $3 million will be invested in other corridors of service to focus on overcrowding and improving on time performance.

Perform Aggressive Rehabilitation and Replacement Work on the Rail Line Segments: Over the next six years, we will invest nearly $600 million in line segments including the Red, Orange, and Blue lines. Additionally, we will complete construction of the test track facility between College Park and Greenbelt rail stations in FY2015.

Maintain quality MetroAccess service through a new contract structure: We will continue to fund about $117 million annually to operate, maintain, and purchase equipment and vehicles to support the delivery of Access services. And I will note that we have restructured the business model in the contract anticipating that even greater efficiency will be required to meet the growing demand of our aging (baby boomer) population for more paratransit service.

Connect Communities

Prepare for opening of Silver Line revenue service: Next fiscal year, we will expend $50 million in operating costs to complete preparations and operate six months of revenue service on the Silver Line – which grows to $55 million in the first full year of operation.

Expand Capacity for 8-Car Trains: Currently, Metro delivers both 6-car and 8-car trains during peak periods. To meet increasing ridership demand and alleviate overcrowding, increasing the number of 8-car trains requires additional infrastructure investment in four areas: electrical system that powers trains; additional railcars; rail yard storage and maintenance capacity; and improved station access and increased capacity This budget proposal includes over $40 million in the six year period from FY2014-2019 to continue the upgrade in the power infrastructure necessary to accommodate increased 8- car train service.

This investment positions Metro to significantly increase the rail system capacity to accommodate 8-car trains in the future. My proposed budget also includes a planned down payment to exercise the option on 90 rail cars for future capacity expansion.

Financial Stability, Invest in People and Assets

Replace oldest buses and railcars: This plan invests nearly $2 billion over the next six years to acquire new Rail, Bus, Access and service vehicles and keep the existing fleet in a state of good operation and repair.

The bus Heavy Overhaul program has been so successful at extending the useful life of a transit bus that the Board of Directors raised the expected service life of a bus from the typical industry standard of 12 years to 15 years and set the target average age of the fleet at 7½ years. The useful life of a Metrorail car is 40 years. Metro's improving vehicle maintenance program is essential to providing a safe and reliable ride for our customers.

Begin Implementation of Succession Planning: Effective succession planning builds bench strength, ensuring that we have employees on hand, ready and waiting to fill new roles as parts of the agency change or expand or when employees in key roles are promoted, retire or resign. We are undertaking a succession planning process in FY14 to ensure that WMATA can continue to develop employees and build continuity that supports progress.

In summary, my Operating Budget request seeks a $61 million increase to our base operating program. Nearly half of this increase is related to the Silver line. The remaining increase to the base is associated with State of Good Operations bus service improvements, general inflationary growth, and employee benefit growth. Further, I have proposed $17 million in new initiatives to address safety and security, such as fatigue management, as well as increased bus and rail service, and seed money for efficiency initiatives that will yield long term savings. We are able to accomplish all of this within the $27 million year-over-year increase to the jurisdictional investment that we set as our target last May. It also funds all of the activities necessary to continue our safety and state of good repair program, while laying the groundwork for future capacity needs, and improving the overall customer experience.

Metro Board of Directors

Metro is governed by a 16-member Board of Directors composed of eight Principal and eight Alternate members. The District of Columbia, Maryland and Virginia and the federal government each appoint two P r inc i pa l and two alternate members. Below are the members currently serving on the Board.

Catherine Hudgins, Chair, joined the Metro Board in January 2004 as an Alternate Director. She was appointed as Principal Director in 2008 representing Fairfax County, Va. Mrs. Hudgins was elected to the Fairfax County Board of Supervisors in November 1999 and is currently serving her third term.

Tom Downs, First Vice Chair, is a Principal Director representing the District of Columbia. He is currently Chairman of the Board of Advisors for Veolia Transportation of North America. Tom has served as the President of the Eno Transportation Foundation and the Chairman and CEO of Amtrak.

Mortimer L. Downey, Second Vice Chair, joined the Board in January 2010 as the first member appointed by the Federal Government. Since 2001, he has been a transportation consultant, working on a wide variety of institutional, financial and organizational issues.

Alvin J. Nichols joined the Metro Board in March 2011 as Principal Director, representing Prince George’s County and the State of Maryland. He is the founder and Principal of NICHOLS Creative Development.

James Dyke joined the Metro Board in March 2012 as Principal Director, representing the Commonwealth of Virginia. Mr. Dyke is a partner in the law firm of McGuire Woods LLP.

Muriel Bowser was appointed to the Metro Board in July 2011 as a Principal Director for the District of Columbia, where as DC Councilmember she chairs the Committee on Government Operations.

Marcel C. Acosta joined the Metro Board in J anuary 2010 as an Alternate Director, and was designated a Principal Director for the federal government in November 2010. He is the Executive Director of the National Capital Planning Commission (NCPC), the federal government’s central planning agency for the National Capital Region.

Michael Barnes joined the Metro Board in Apr i l 2011 as Principal Director representing Montgomery County and the State of Maryland. He is a senior fellow at the Center for International Policy in Washington, DC.

Mary Hynes joined the Metro Board in January 2011 as a Principal Director representing Arlington, appointed by t h e Northern Virginia Transportation Commission. She was elected to the Arlington County Board in November 2007 and currently serves as Vice Chair.

Terry Bellamy joined the Metro Board in June 2012 as Alternate Director representing the District of Columbia, where he serves as Director for the District Department of Transportation (DDOT).

Artis Hampshire-Cowan joined the Metro Board in May 2011 as Alternate D i rec to r from Prince George’s County, Maryland. She is currently the Senior Vice President and Secretary at Howard University.

William D. Euille joined the Metro Board in July 2000 as Alternate Director representing the City of Alexandria, Virginia. Mr. Euille is currently the Mayor of Alexandria, and he has served on the Alexandria City Council since May 1994.

Tom Bulger, was appointed to the Metro Board in July 2011 as an Alternate Director for the District of Columbia. He is President of Government Relations Inc, and has been a Federal advocate and policy consultant.

Anthony R. Giancola, P.E. joined the Metro Board in February 2007 as Alternate Director representing the District of Columbia, and was designated an Alternate Director for the federal government in April 2011. From 1993 to 2011, Mr. Giancola served as the Executive Director of the National Association of County Engineers.

Kathy Porter joined the Metro Board in January 2011 as Alternate Director from Montgomery County, Maryland. She was mayor of the City of Takoma Park, Maryland, from 1997 to 2007.

Metro Executive Leadership

Richard Sarles General Manager/CEO

Barbara Richardson

Chief of Staff

David Kubicek Deputy General Manager

Operations

Carol Dillon Kissal Deputy General Manager, Administration/

Chief Financial Officer

Jack Requa Assistant General Manager

Bus Services

Kevin Borek Assistant General Manager

Information Technology

Andrea Burnside Chief

Office of Performance

James Dougherty Chief

System Safety & Environmental Management

Christian Kent

Assistant General Manager Access Services

Helen Lew Inspector General

Carol O’Keeffe General Counsel

Lynn Bowersox Assistant General Manager

Customer Service, Communications & Marketing

Tawnya Moore-McGee

Chief Human Resources

Michael Taborn Chief

Metro Transit Police

Robert Troup Assistant General Manager Transit Infrastructure and

Engineering Services

Shiva Pant Chief Policy Officer

Office of Management and

Budget Services

William Greene Managing Director

Operating Budget

Viola Davies, Director

Yetunde Olumide, Finance Manager

James Pankey, Finance Manager

Debbie Carthorn-Murray

Warren Corprew

Janice McLaughlin

Harriett Reaves

Charmaine Sicard

Management Analysis, Planning & Reporting

Charles Cha, Director

Mark Schofield, Senior Economic and

Financial Advisor

Capital Budget

Thomas Webster, Director

Stacy Noblitt, Finance Manager

Michael Burke

Edward Jackson

Dana Johnson

Timothy Winslow

Grants

Sheila Gudiswitz, Finance Manager

Dawn Lee

Moneque Chamberlain Wells

Glenn Boyce

Administrative Support

Sandra Adams-Morally

Michelle Bellamy

Proposed Fiscal Year 2014 Annual Budget Washington Metropolitan Area Transit Authority Chapter I. Introduction to Metro

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Chapter I. Introduction to the Washington Metropolitan Area Transit Authority

Metro Profile

History in Brief Metro was created in 1967 by an interstate compact creating a tri-jurisdiction operation. Construction of the Metrorail system began in 1969 and the first phase of Metrorail operation began in 1976. Metro added a second transit service to its network in 1973 when, under direction from the U.S. Congress, it acquired four area bus systems and created Metrobus. In 1994, Metro added a third transit service when it began providing MetroAccess, a paratransit service for people with disabilities unable to use fixed route transit service. Metro completed the originally planned 103-mile Metrorail system in early 2001. In 2004, Metro expanded the system, opening the Blue Line extension to Largo Town Center and New York Ave-Florida Ave-Gallaudet U station on the Red Line. The expansion brought the Metrorail system to its current 86 stations and 106 miles. In March 2009, the Dulles Transit Partners (DTP) under the direction of the Metropolitan Washington Airports Authority (MWAA). started construction on a 23.1 mile rail extension in Fairfax and Loudoun counties in Virginia, dubbed the Silver Line. Funded with a full-funding grant agreement including toll revenues and other revenues from the funding partners, the first 11.6 miles with 5 new stations phase with service to Reston, Virginia, is scheduled to open in 2013. Phase II, an additional 11.5 miles with six new stations will provide service to Dulles International airport and Loudoun County. Construction on Phase II will be completed in 2018. The Silver Line is the largest rail expansion project since the opening of the National Airport to Stadium Armory segment in 1977. The MWAA/DTP construction of Phase 1 is nearing completion, and it is anticipated that contractor’s testing procedures will be completed in the summer/fall of 2013. Following completion by the MWAA/DTP, Metro will conduct a series of testing and acceptance procedures to ensure all components meet safety and operational criteria. These tests will be conducted and certified in cooperation with the Tri-State Oversight Committee (TOC). These comprehensive testing procedures will continue until the Operational Readiness Date (ORD), which is when the construction is complete and WMATA is prepared to start revenue service. The FY2014 budget assumes testing, training, and other start-up activities will be completed by December, 2013 and Metro will begin operating revenue service on the Silver Line.


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Metro Facts • Metro maintains the second largest rail system, the sixth largest bus system and the fifth

largest paratransit service in the nation.

• Metro service area size is 1,500 square miles with a population of five million people.

• The proposed FY2014 budget is $2.7 billion with an operating budget of $1.654 billion, reimbursable budget of $0.152 billion and a capital budget of $0.875 billion.

• Known as “America’s Transit System,” average weekday passenger trips on Metrorail,

Metrobus, and MetroAccess total nearly 1.2 million. • Metro has spurred over $235 billion of economic development at or adjacent to Metro

property.

• More than half of Metrorail stations serve federal facilities and approximately 40 percent of Metro’s peak period customers are federal employees.

• Metro’s transit zone consists of the District of Columbia, the suburban Maryland counties of Montgomery and Prince George’s and the Northern Virginia counties of Arlington, Fairfax and Loudon and the cities of Alexandria, Fairfax and Falls Church.

Metrobus Metrobus operates bus service on 328 routes on 187 lines throughout the Metro region utilizing 11,490 bus stops and 2,398 shelters. All buses are accessible to people with disabilities and bike racks are available for use on all buses. The entire bus fleet is equipped with two-way radio links to the operations control center, emergency radio silent alarms, and automatic vehicle locators. The Next Bus service provides customers information on Metrobus arrival times at a particular bus stop. It uses satellite technology to find specific locations of a bus and sends the estimated arrival time of the bus to customers via mobile devices. In addition, security cameras are installed on 1,457 buses. Currently, the fleet is comprised of 1,507 buses with varying sizes and capacities. In FY2014, approximately 132.6 million trips are projected to be taken on Metrobus. Metrorail The Metrorail system is a rapid transit system that consists of 106.3 route miles and 86 passenger stations and a fleet of over 1,100 rail cars. Service is operated from 5 AM to midnight Monday through Thursday, from 5 AM to 3 AM on Friday, from 7 AM to 3 AM on Saturday, and from 7 AM to midnight on Sunday. In FY2014, Metrorail is projected to provide approximately 217.6 million passenger trips. The system comprises three main types of structures: subway, surface and aerial. The subway (or underground) sections consist of 50.5 route miles and 47 stations. The surface sections comprise 46.31 miles and 33 stations, and the aerial sections consist of 9.22


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route miles and six stations. While there are three types of structures, they operate as one unified system with seamless service to the passenger. Metrorail service is currently operated over five lines: Blue, Green, Orange, Red and Yellow, with Silver coming on board in FY2014. All Metrorail stations and rail cars are accessible to passengers with disabilities. The system is extensively equipped with communication systems that facilitate the flow of information to and from the passenger. All stations are equipped with digital signs that show next train arrival times, system status and time of day. The system operations control center is equipped with two-way radios for constant communication with all train operators in service, as well as hotlines to police and fire departments in all of the jurisdictions served by Metro. Public address systems on all trains and platforms facilitate communications from Metrorail train operators and station managers. Also, passenger-to-train operator intercoms are located inside all rail cars, one at each end, and there are passenger-to-station manager intercoms on all station platforms and landings and in all elevators. Sequence of Metrorail Openings The first Metrorail line opened was the Red line consisting of 4.5 miles from Farragut North to Rhode Island Avenue. By July 1977, the Blue and Orange lines were added with service between National Airport and the Stadium-Armory. This added 11.8 miles and 17 new stations to Metro’s rail operation. With continued development, in 1983 the Yellow line was added with service from Gallery Place-Chinatown to the Pentagon, adding 3.3 miles and one station. In 1991, the Green line was added providing service from Gallery Place to U St/African-American Civil War Memorial/Cardozo. In 2001, the Green Line was extended to Branch Avenue. In 2004, the current system was completed with the openings of the Largo Town Center and Morgan Boulevard on the Blue line and the New York Avenue station on the Red line, respectively. Table 1.1 provides a list of all openings. Currently, the Silver line, along the Dulles corridor, is being constructed in two phases. Phase One is currently under construction and is scheduled to open in FY2014. This phase includes five stations on 11.6 miles of track between East Falls Church and Wiehle Avenue in Fairfax County. Phase Two includes an additional six stations on 11.5 miles of track between Wiehle Avenue and Route 772 in Loudoun County, and is scheduled to be completed in 2016. Vertical Transportation Metrorail’s design places high reliance on vertical mobility through the utilization of elevators and escalators. Customers access Metrorail via escalators to the train platform, while elevators provide an accessible path of travel for persons with disabilities, seniors, customers with strollers, travelers carrying luggage and other riders. Metro is the single largest vertical transportation operator in North America. Metro operates over 800 pieces of equipment: 589 escalators and 271 elevators and delivers over 3 million trips each weekday. The Wheaton Station on the Red Line has the longest escalator in the Western


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Hemisphere, at 230 feet long. The Forest Glen Station, also on the Red Line, is the deepest station in the system (196 feet or 21 stories) with high speed elevators that take less than 20 seconds to travel from the street to the platform. The five new stations for Silver line service beginning in 2013 will have 27 escalators and 28 elevators. MetroAccess The Department of Access Services ensures the ongoing accessibility of Metrobus and Metrorail for our customers with disabilities, and in accordance with the Americans with Disabilities Act, MetroAccess paratransit service is provided as a “safety net” for those who are unable to use bus and rail. Access Services works closely with the disability community to make fixed-route transit available to the greatest number of customers, offering free transportation on bus and rail to qualified MetroAccess customers and discounted fares to those who do not require paratransit service. Additionally, travel training is offered to assist customers with disabilities in navigating our fixed-route system and taking full advantage of our many accessibility and safety features. MetroAccess, a shared ride, door-to-door service, is offered for the same days, hours, and locations as fixed-route transit, using a fleet of 600 vehicles. Over two million customers use MetroAccess each year, and for the first time in the history of the service, a decreasing number of customers are relying on paratransit as more than 600,000 customers per year take advantage of the free ride benefit on bus and rail. In 2012, Metro received the prestigious Innovation Award from the American Public Transportation Association for the customer benefit and cost savings of these programs and their ability to be replicated throughout the transit industry.


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Table 1.1

Sequence of Metrorail Openings

Oversight Metro oversight is provided by a variety of internal and external offices/committees/administrations; these oversight entities include but are not limited to:

• The Federal Transit Administration (FTA) • The Tri-state Oversight Committee (TOC) • The Office of Inspector General (OIG)

Federal Transit Administration The Federal Transit Administration (FTA) is an agency within the United States Department of Transportation that provides financial and technical assistance to local public transit systems.

Line Segment Stations Miles DateRed Farragut North to Rhode Island Ave 5 4.6 03/29/1976Red Gallery PI-Chinatown 1 0.0 12/15/1976Red To Dupont Circle 1 1.1 01/17/1977Blue/Orange National Airport to Stadium Armory 17 11.8 07/01/1977Red To Silver Spring 4 5.7 02/06/1978Orange To New Carrollton 5 7.4 11/20/1978Orange To Ballston-MU 4 3.0 12/01/1979Blue To Addison Road 3 3.6 11/22/1980Red To Van Ness-UDC 3 2.1 12/05/1981Yellow Gallery PI-Chinatown 1 3.3 04/30/1983Blue To Huntington 4 4.2 12/17/1983Red To Grosvenor 5 6.8 08/25/1984Red To Shady Grove 4 7.0 12/15/1984Orange To Vienna/Fairfax-GMU 4 9.1 06/07/1986Red To Wheaton 2 3.2 09/22/1990

GreenTo U St/African-Amer Civil War Memorial/Cardozo 3 1.7 05/11/1991

Blue To Van Dorn Street 1 3.9 06/15/1991Green To Anacostia 3 2.9 12/28/1991Green To Greenbelt 4 7.0 12/11/1993Blue To Franconina-Springfield 1 3.3 06/29/1997Red To Glenmont 1 1.4 07/25/1998Green Columbia Heights to Fort Totten 2 2.9 09/18/1999Green To Branch Ave 5 6.5 01/13/2001Blue To Largo Town Center 2 3.2 12/18/2004Red New York Ave 1 0.0 11/20/2004Silver To Wiehle Ave 5 11.6 December 2013


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The Federal government, through the FTA, provides financial assistance to develop new transit systems and improve, maintain, and operate existing systems. FTA monitors grants to state and local transit providers, primarily through its ten regional offices. These grantees are responsible for managing their programs in accordance with Federal requirements, and FTA is responsible for ensuring that grantees follow Federal mandates along with statutory and administrative requirements. Tri-State Oversight Committee Metro’s Tri-state Oversight Committee (TOC) was created by state-level agencies in Virginia, Maryland and the District of Columbia to jointly oversee rail safety and security at Metro. The TOC reviews and approves Metro’s safety and security plans, rail accident investigation procedures and final accident reports and conducts audits among other oversight activities. In addition, the TOC independently evaluates the overall compliance of Metro's rail safety and security efforts with its plans and procedures. In doing so, this committee fulfills the states' responsibilities under 49 Code of Federal Regulations, Part 659, which requires such oversight programs for rail transit systems like Metro that receive federal funding. For any deficiencies identified by TOC, Metro is required to propose corrective action plans for TOC’s approval and implement them to TOC’s satisfaction. Metro Office of the Inspector General The Office of Inspector General (OIG), authorized by the Metro Board of Directors in April 2006, supervises and conducts independent audits, investigations, and reviews of Metro programs and operations to promote economy, efficiency, and effectiveness, as well as to prevent and detect fraud, waste, and abuse in such programs and operations.

Advisory Metro advisory organizations include:

• The Riders' Advisory Council (RAC) • The Jurisdictional Coordinating Committee (JCC) • The Accessibility Advisory Committee (AAC)

Riders’ Advisory Council On September 22, 2005, the Metro Board established a Riders' Advisory Council (RAC). The Council allows Metro 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.


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Jurisdictional Coordinating Committee The Jurisdictional Coordinating Committee (JCC) consists of staff members from the jurisdictions supporting Metro. The JCC was established by the Board of Directors to facilitate the exchange of information between jurisdictions and Metro staff. Meeting agendas are established by Metro staff and the JCC chairman and include items referred by the Board or Metro staff, as well as items requested by JCC members. Accessibility Advisory Committee Metro’s Accessibility Advisory Committee (AAC) was created to address the needs of senior citizens and customers with disabilities. Its efforts have resulted in numerous service upgrades including gap reducers, which make it easier for customers who use wheelchairs to board Metrorail trains.


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Momentum - A Strategic Plan for Metro

Momentum is a strategic plan being crafted to guide Metro’s decisions over the next ten years. Building on the Board of Director’s governance improvements, a renewed performance management culture, and the accomplishments of Metro Forward, Momentum ensures that the organization will deliver the transit system that the Washington area region needs to deliver hundreds of millions of trips to residents and visitors each year. It provides a vision and a guide for decision-making so that Metro can efficiently meet the needs of today and proactively plan to support the future needs of a healthy, prosperous, and livable region. Our Vision: Metro moves the region forward by connecting communities and improving mobility for our customers. Our Mission: Metro provides safe, equitable, reliable and cost-effective public transit. Our Goals:

• Build and maintain a premier safety culture and system

• Meet or exceed customer expectations by consistently delivering quality service

• Improve regional mobility and connect communities

• Ensure financial stability and invest in our people and assets


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Transit Regional Planning The Washington Metropolitan Area encompasses over 4,000 square miles in the District of Columbia, suburban Maryland and Northern Virginia. The Washington D.C. metropolitan region is home to five million people and three million jobs. In FY2014, ridership on Metrorail, Metrobus and MetroAccess is budgeted to reach 352 million trips annually. Metro, as the primary transit operator providing service across state lines, is an integral member of the regional transportation planning process. Article VI of the Metro Compact gives Metro the power to adopt a Mass Transit Plan for the Metro service zone and directs Metro to participate in the region’s continuous, comprehensive transportation planning process. Metro’s regional planning function encompasses the preparation of transit system plans in partnership with other regional transit providers, conducting system-planning analysis and transportation studies, communication of transit needs to regional planning bodies, and participation in planning processes at the regional and sub-regional levels. Metro has a particular responsibility to ensure that the region’s transit providers needs, both capital and operating, are reflected during the establishment of the Mass Transit Plan and that the region achieves a balanced system of transportation. Metro coordinates with its regional partners to determine transit-based priorities and projects. The Metro Board of Directors, composed of members from the compact jurisdictions, helps determine those priorities and provides policy direction. The Metro Jurisdictional Coordinating Committee (JCC) brings in the jurisdictions to coordinate on various budget and operational issues on a monthly basis. Internal planning and programming are designed to work within this institutional framework. The National Capital Regional Transportation Planning Board (TPB) is the federally designated Metropolitan Planning Organization (MPO) to coordinate transportation planning and funding. The TPB serves as a forum for the region to develop transportation plans, policies and actions, and to set regional transportation priorities through the Financially Constrained Long Range Plan (CLRP) and the 6-Year Transportation Improvement Plan (TIP). The TPB also provides technical resources for planning and policy making. Metro is one of the implementing agencies in the TPB planning process and is a voting member of the TPB. Metro is also an active member of the TPB Technical Committee and several subcommittees such as Travel Forecasting, Bicycle and Pedestrian, Regional Bus, and Regional Transportation Demand Management (TDM) Marketing. In addition to activities at the TPB, Metro coordinates with jurisdictional partners in multiple venues. The Northern Virginia Transportation Authority (NVTA) is responsible for developing a Northern Virginia Regional Transportation Plan, allocating transportation funds and providing interagency coordination in Northern Virginia. The Northern Virginia Transportation Commission (NVTC) coordinates transit finance and operations in Northern Virginia. Metro works with both NVTA and NVTC on important transit funding and corridor development initiatives to enhance public transit service and ensure integration of transit in highway investments.


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In addition to activities at the TPB, Metro coordinates with jurisdictional partners in multiple venues. Metro works with Department of Transportation (DOT) and planning staff in DC, MD, and VA on important local plans and project development initiatives to enhance public transit service and ensure integration of transit in highway investments. Demographics The population of the jurisdictions served by Metro totals five million people and includes four counties, three independent cities and one federal district. This area makes up most of the Washington Metropolitan area, the ninth largest metropolitan area of the country. As per the 2010 Census survey,1 the demographic profile of the Washington Metropolitan area is as follows:

• 49 percent of the population is White – Non-Hispanic • 25 percent is African American • 14 percent is Hispanic • 9 percent is Asian • 3 percent is Mixed-Other

Economy As of October 2012, the unemployment rate in the Washington Metropolitan Statistic Area was 5.5 percent. Total employment in the region is expected to gradually increase, with unemployment during FY2014 ending the year slightly lower at roughly 5.1 percent.2 However, unemployment in the District of Columbia is significantly higher than the region as a whole. As of October 2012, unemployment for the District of Columbia was 8.5 percent. The D.C. unemployment rate is projected to end the fiscal year slightly higher at around 8.7 percent.2 Metro uses an econometric forecasting model to develop its projected ridership and passenger fare revenue budget for Metrorail and Metrobus. The model uses econometric data from a variety of sources, but relies primarily on Moody’s Analytics for key inputs and an assessment of current and future economic conditions. Two of the strongest indicators for forecasting ridership trends are population and employment expectations for the District of Columbia. The model also utilizes other variables that capture both trend and seasonality effects, including the number of hotel rooms sold in the regional core and the number of construction jobs in the District. In particular, employment in the District continues to be the best proxy for projecting the overall trend in Metrorail ridership. Moody’s Analytics is forecasting only modest growth in employment during the coming year that will lag behind population growth. Moreover, despite the “fiscal cliff” resolution at the end of 2012, there is still significant uncertainty surrounding the prospects for sequestration and significant reductions in federal employees and contractors. Therefore, the projected “organic” growth in Metrorail ridership is relatively low in FY2014. However, Moody’s is projecting more steady and sustained employment growth in FY2015 and FY2016, which should translate into additional ridership. Metro staff will be monitoring these forecasts closely during the second half of FY2013, particularly in light of the upcoming debates


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between Congress and the President over federal spending and the debt ceiling. Staff will report back to the Finance and Administration Committee of Metro’s Board in the spring with an updated Moody’s forecast and a preliminary assessment of potential impacts on FY2014 ridership and revenue forecasts. References 1. 2010 Census Available http://www.census.gov 2. Moody’s Analytics, November 2012


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Organization Chart


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Human Capital Summary Human capital is a way of defining and categorizing people’s skills and abilities and how they are used to accomplish the goals and objectives of the organization. At Metro, the management of human capital involves workforce planning and investment, and is aligned with the strategic plan and integrated with the core mission of operating and maintaining a safe, reliable, and effective transit system. Human capital is not just the number of people employed, but the various costs associated with such employment — often referred to as personnel costs. Metro’s personnel costs fall into one of two major categories, labor or fringe benefit costs. Labor costs make up approximately 68 percent of personnel costs. Labor costs include regular wage and overtime pay for operations employees, as well as salary expense for management, professional, and administrative personnel. The proposed FY2014 labor budget for operating and capital is $963.8 million. Fringe benefit costs at Metro comprise the personnel-related expenses incurred by an employer that are above and beyond the cost of employee pay. Metro’s fringe benefits are comprised of health insurance and pension plans required by collective bargaining agreements to retain a professional workforce. Fringe benefits also include government mandated costs such as unemployment insurance and payroll taxes. The proposed FY2014 fringe benefits budget is $463.9 million. The FY2014 pension increase of $17.3 million for both operating and capital should be the final large annual increase related to the 2008 market crash. Pension costs are expected to remain high over the next few years as the 2008 losses are recovered primarily through employer contributions. The following tables provide a detailed, three-year comparison of total human capital requirements for Metro. The staffing requirement for FY2014 is 12,659, consisting of 11,360 operating positions, 1,242 capital positions and 57 positions funded by reimbursable projects (see Table 1.2). Metro’s FY2014 proposed budget includes a 2.7 percent increase over Metro’s approved headcount for fiscal year 2013, primarily due to resources required to operate the new Silver line and for Bus service improvements. Table 1.2

FY13 FY14Approved

BudgetProposed

BudgetOperating 11,014 11,360 346 Capital 1,274 1,242 (32) Reimbursable 44 57 13 Total 12,332 12,659 327

FY13/FY14 Variance


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Table 1.3 shows a breakdown, by department, of the staffing levels for FY2012- FY2014.

The proposed FY2014 budget includes a net increase of 327 positions:

• 98 for Silver Line to prepare for the introduction of revenue service late in 2013 • 98 for Bus service improvements • 69 for Metro’s Fatigue Management strategy • 29 for increased security • 27 for IT to bring mission critical system support in-house • 6 for other operational improvements

Table 1.3 Summary of Budgeted Positions by Department

Approved Approved Proposed Department FY2012 FY2013 FY2014 Change General Manager 8 5 4 (1) Chief of Staff 32 32 - Inspector General 35 32 34 2 General Counsel 41 42 41 (1) Board Secretary 5 5 5 - Human Resources 123 131 135 4 Office of Performance 17 7 7 - Bus Services 3,954 3,995 4,109 114 DGMO

Deputy General Manager of Operations 162 166 154 (12) Transit Infrastructure and Engineering Services 3,882 4,731 4,799 68 Rail Services 1,499 1,552 1,623 71

DGMA Financial Services 382 413 407 (6) Information Technology 288 288 315 27 Access Services 40 42 56 14 Planning & Joint Development 50 - - -

Metro Transit Police 635 704 748 44 Safety 59 61 61 - Customer Service, Communications and Marketing 139 126 129 3 TOTAL 11,319 12,332 12,659 327


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Table 1.4 provides a detailed, three-year comparison of total human capital requirements and costs for the operating and capital budgets.

Table 1.4HUMAN CAPITAL SUMMARY (Operating and Capital)

FY2012 Actual

FY2013 Approved

Budget

FY2014 Proposed

Budget

Change from FY2013 to

FY2014

POSITIONS 10,762 12,332 12,659 327

PAYROLL $840,768,982 $922,034,900 $963,823,249 $41,788,349

Health Care $161,062,203 $184,963,530 $191,200,000 $6,236,470

Taxes -- FICA $62,090,870 $70,206,099 $73,323,261 $3,117,162

Pension -- Defined Benefit $100,868,860 $142,110,906 $159,439,401 $17,328,495

Pension -- Defined Contribution $5,653,647 $7,325,676 $7,400,000 $74,324

Life Insurance $1,440,729 $1,796,270 $1,600,000 ($196,270)

Long Term Disability $577,348 $798,342 $600,000 ($198,342)

Taxes -- Unemployment $1,042,000 $1,107,550 $500,000 ($607,550)

Workers Comp Assessment $628,195 $1,670,399 $1,700,000 $29,601

Total Allocated Fringe Benefits $333,363,852 $409,978,772 $435,762,662 $25,783,890

Unallocated Fringe Benefits and Workers' Compensation $21,289,012 $23,126,315 $28,151,833 * $5,025,518

TOTAL FRINGE BENEFITS $354,652,864 $433,105,087 $463,914,495 $30,809,408

Allocated Fringe Benefits Annual Budgeting Rates

FY2012 Actual

FY2013 Approved

Budget

FY2014 Proposed

Budget

Change from FY2013 to

FY2014

Average Annual Pay $78,124 $74,768 $76,137 $1,370

Full Fringe Cost $30,976 $33,245 $34,423 $1,178

Full Fringe Rate 39.6% 44.5% 45.2% 0.7%

* Includes $4.9 million for third-party workers' compensation claims previously budgeted under Casualty and Liability


______________________________________________________________________________I-16

How to Contact Metro

By mail or in person:

Washington Metropolitan Area Transit Authority 600 Fifth Street, NW Washington, DC 20001 To reach Metro headquarters at the Jackson Graham Building, take the Red, Green or Yellow lines to Gallery Pl-Chinatown station. Use the Arena exit. Walk two blocks east on F Street to 5th Street. Or, ride Metrobus routes D1, D3, D6, P6, 70, 71, 80 or X2.

By website:

http://www.wmata.com By email:

[email protected] Customer assistance

By telephone:

Metro general information 202/962-1234 Administrative offices and general information Weekdays: 8:30 a.m. to 5:00 p.m. Customer assistance 202/637-1328 Suggestions, commendations, comments Customer information 202/637-7000 (TTY 202/638-3780) Metrobus and rail schedules, fares, parking, Bike ‘N Ride program, and more

MetroAccess 301/562-5360 (TTY 301/588-7535) or toll free at 800/523-7009 MetroAccess Paratransit Service Transit Police 202/962-2121

Proposed Fiscal Year 2014 Annual Budget Washington Metropolitan Area Transit Authority Chapter II. Budget Summary

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Chapter II. Budget Summary Metro’s proposed $2.7 billion budget for FY2014 including Operating, Capital, and Reimbursable budgets, allows the authority to continue on the path of improvement by maintaining its core services, expanding rail service to Reston VA. with the opening of Silver Line, increasing bus service on the Priority Corridor Network, increasing bus service reliability throughout the system with the State of Good Operations program and introducing a new model to provide paratransit services. Combined, these services provide over a million trips a day and ensure a critical link in the economic growth and vitality of the entire region. At the same time, the budget positions Metro to continue its rebuilding effort, further safety improvements, and provide enhanced service for its customers. The budget maintains the delivery of the largest capital program since the construction of the Metrorail system. Mindful of the difficult economic times and the need to put each dollar to good use, management has continued to streamline the operating budget. Since FY2009, Metro has implemented over $200 million in operating efficiencies and cost restructuring. The operating portion of Metro’s overall budget is $1.7 billion, which provides for the personnel, supplies, fuel and propulsion power, and services needed to operate Metrobus, Metrorail, and MetroAccess. Funding for the operating budget comes primarily from passenger fares and subsidies from Metro’s state and local government partners. The reimbursable portion of Metro’s overall budget is $152 million for both operating and capital, which provides for personnel and services needed for unique projects requested on behalf of Metro’s jurisdictions and outside partners. The operating reimbursable budget is $42.7 million and the capital reimbursable budget is $109.4 million. The proposed FY2014 capital budget of $875 million provides for the assets and infrastructure to support Metrobus, Metrorail, and MetroAccess service. Funding for the capital budget comes from federal grants, Metro’s state and local government partners, and debt. Priorities for the FY2014 budget include:

• Maintaining and enhancing rail and bus service • Continuing the implementation of the largest capital program since the construction of

the Metrorail system • Preparing for and implementation of service on the Silver line • Rehabilitating rail and bus infrastructure to improve safety and reliability

All of these priorities include performance of business actions to achieve the Board’s strategic goals.


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FY2013 Forecast Update Metro manages it budget and program delivery using forecasts that estimate expenses and revenues based on actual experience year-to-date, known factors that influence program delivery, and projections. This process ensures that Metro will manage its expenses within available revenues and manage its cash-flow in the most effective manner. Operating Program Through the first five months of FY2013, Metro has experienced lower than budgeted passenger ridership and revenues in its operating program. Through the end of November, revenue is lower than budgeted by $16.1 million. At the same time, under runs in operating expenses, primarily in service contracts and propulsion/power have offset lower revenues, with a small net positive position overall (+ $8 million). Metro is projecting that FY2013 revenues will be $25 million lower than budgeted. Approximately $5 million of this under-run can be attributed to Hurricane Sandy which caused Metro to cancel service for two days. Metro has taken actions to ensure that expenses will not exceed available revenues. Capital Program Capital program delivery is a dynamic process and effective management of cash flow maximizes project and program delivery. Project managers continuously update their forecast for project expenses. They track actual project expenses and factor influences that can result in project delays or impact project costs into projections for annual and total project cost. The quarterly CIP forecast is an important element in the development of the Annual Work Plan and CIP. The current CIP forecast indicates that Metro will be deferring approximately $30 million of planned FY2013 investments to FY2014 and beyond. The resulting $945 million capital investment program will still be the largest annual investment program since the inception of the system. The table 2.1 on the next page details the updated FY2013 forecasts to both operating and capital programs for FY2013.


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Table 2.1

Summary of Forecasted Funding by Program and Source for FY2013

(Dollars in Millions) FY 2013 FY 2013 FY 2013

Operating Program Budget Forecast Variance

Revenue ForecastPassenger Fares & Parking 828.5$ 801.5$ (27.0)$ State and Local Funds 702.1 702.1 - Business Revenues 38.1 40.1 2.0 Other Sources 7.4 7.4 -

Total Operating Revenue 1,576.1 1,551.1 (25.0)

Expense ForecastPersonnel 1,124.1 1,116.1 (8.0) Non - Personnel 452.0 435.0 (17.0)

Total Operating Expense 1,576.1 1,551.1 (25.0)

Reimbursable ProgramRevenue Forecast

State and Local Funds 24.9 24.9 - Other Sources 66.8 66.8 -

Total Reimbursable Revenue 91.7 91.7 -

Expense ForecastTotal Reimbursable Expense 91.7 91.7 -

Capital ProgramRevenue Forecast

Federal Funds 369.3 364.4 (5.0) Federal Dedicated Funds 218.8 199.9 (19.0) State and Local Funds 406.0 396.8 (9.2) Other Sources 31.9 34.0 2.1

Total Capital Revenue 1,026.0 995.0 (31.0)

Expense ForecastCIP Expenses 974.6 944.8 (29.8) Safety and Security Expenses 38.1 36.9 (1.2) ARRA - Stimulus 13.3 13.3 -

Total Capital Expense 1,026.0 995.0 (31.0)


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FY2014 Budget in Brief

• The $2.7 billion budget proposal for fiscal year 2014 seeks authority to obligate and spend funds. It includes all operating, capital and debt service requirements of Metro for the fiscal year, July 1, 2013 to June 30, 2014.

• The $1.7 billion Operating budget is funded with passenger fares and parking (51 percent), State and Local Government subsidy contributions (46 percent) and other revenue sources (three percent). The Operating budget supports Metrobus, Metrorail, and MetroAccess operations across the District of Columbia, Maryland, and Virginia.

• The Operating budget does not include any fare increases for FY2014. • The FY2014 Operating budget represents a five percent or $78 million increase over

FY2013 levels. More than one third of this increase is related to Silver Line operating costs ($30 million). Another $17 million funds new initiatives to address safety and security, including phase II implementation of fatigue management, continuation and expansion of the Priority Corridor Network service that began in FY2013, as well as increased rail service with the Silver line, and seed money for efficiency initiatives that will yield long term savings. Inflationary increases on the base program including increases in employee benefits make up the remainder of the increase.

• The budget funds over 12 thousand employees with labor costs for the operating and capital budget, including fringe benefits, totaling $1.4 billion in FY2014. Labor related costs constitute over 70 percent of the Operating budget.

• Over 90 percent of the $875 million capital budget, not including capital reimbursable projects, is focused on projects that improve the safety and reliability of the system.

• The $152.1 million operating and capital reimbursable budget contains projects undertaken on behalf of Metro’s jurisdictions and outside partners, such as the DC Circulator, parking facility at Glenmont Metrorail Station, and procurement of the 7000 Series railcars.


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BUDGET PROCESS Metro begins planning its budget in August of the previous fiscal year with the development of General Manager’s Business Plan. The budget is adopted in June and the fiscal year begins on July 1. Budgeting for the fiscal year is divided into seven major phases: business plan development, budget formulation and preparation, budget review, general manager proposed budget, board discussion/public input hearings, budget adoption, and budget implementation/amendment. See figure 2.1.

Figure 2.1

Business Plan Development

Budget Formulation

and Preparation

Budget Review

GM/CEO Proposed

Budget

Board Discussion Public Input

Hearings

Board Budget

Adoption

Budget Implementation Begins

July

August / October

September / October

November

January February / March

May / June


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Business Plan Development With Board endorsed Mission, Vision and Budget Formulation

• Using the Strategic Plan framework, the General Manager/CEO’s Business Plan guides and informs both Operating and Capital budget development processes. It provides the organization with the foundation upon which department-specific work plans are constructed, identifies priorities for Metro and keeps the agency focused on the long term goals as outlined in the Strategic Plan.

• Business Planning began in July as departments developed Business Plans, with new actions and targets for the next three years to accomplish the priorities outlined in the General Manager’s Business Plan and achieve the Goals of the Strategic Plan.

• The Business Plan outlines actions to achieve priorities; and provides measures to monitor our success, make course corrections if necessary, and provide the Board and public with a transparent and accountable framework.

• The General Manager’s priorities are reflected in the proposed FY2014 and multi-year operating and capital investment plans.

FY2014 Budget Formulation and Preparation

• Initial planning, development of assumptions, preparation of instructions and training materials began in September 2012.

• The FY2014 budget kickoff meeting was held with all departments in September 2012. At this time, departments began developing requests for new budget initiatives.

• The Capital Program Advisory Committee was convened to review updated project scopes, schedules and budgets and new project requests.

• The Office of Performance certified all departmental Business Plans in October. Each Business Plan outlined departmental responsibilities, performance highlights from the previous year and key actions, targets, and measures for the next three years in support of delivering Metro’s mission. Each action identifies an owner, a timeframe for completion, and dependencies for successful implementation.

• Capital projects were selected for inclusion in the proposed CIP. • Departments submitted their operating budget requests to the Office of Management and

Budget Services (OMBS) in November 2012. • The Proposed CIP Annual Work Plan was transmitted to the Jurisdictions.


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Budget Review

• The capital program was developed concurrently with the annual operating budget. Recommendations for the update to the Capital Program were reviewed with executive management in November and December 2012.

• Project and departmental level reviews of budget requests were completed in November and December 2012.

• Operating and Capital budget requests were reviewed by OMBS, executive leadership and a recommendation was presented to the General Manager/CEO.

• The GM/CEO approved the FY2014 Budget Proposal and Multi-Year plans for presentation to the Board.

Budget Calendar FY2014

• The proposed budget document is released to the Board of Directors and public in January 2013.

• The budget will be reviewed and the Finance and Administration Committee will deliberate over the spring.

• Public outreach, including three public meetings in the Jurisdictions and surveys on the Metro website will be conducted in February and March.

• The Annual Operating Budget and six-year Capital Program will be approved and adopted at or before the June 2013 meeting of the Board of Directors.

• The FY2014 budget will be effective on July 1, 2013.


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SOURCES AND USES OF FUNDS OPERATING/CAPITAL COMBINED

A total of $2.7 billion has been budgeted for the operating ($1.7 billion), reimbursable ($152.1 million) and capital ($875.3 million) budgets. The breakdown of the combined budgets is shown in the pie chart and table below. The budget is comprised of the:

• Operating budget, in support of Metro Rail, Bus, and Access services • Operating and capital reimbursable projects that are advanced and paid for by Metro’s

jurisdictions and outside partners • Capital budget to renew and improve infrastructure

Figure 2.2

Operating$1,654.1

Reimbursable $152.1

Capital$875.3

Proposed FY2014 Annual Budget

$ in Millions


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Table 2.2

Summary of Expenditures by Program

(Dollars in Millions) FY2011 FY2012 FY2013 FY2014Actual Actual Forecast Proposed

Operating Budget• Metrobus 500.2$ 520.2$ 565.0$ 578.2$ • Metrorail 814.0 810.3 896.4 961.8 • MetroAccess 103.4 104.2 114.7 114.1

Subtotal 1,417.6$ 1,434.7$ 1,576.1$ 1,654.1$

• Debt Service 48.7$ 48.7$ 37.4$ 33.0$ • Preventive Maintenance (60.7) (30.7) (30.7) (30.7) • Other (2.3) (30.0)

Subtotal 1,405.5$ 1,452.6$ 1,580.5$ 1,626.4$

Reimbursable Budget• Operating Reimbursable Projects 19.8$ 28.4 35.2$ 42.7$ • Capital Reimbursable Projects (1) 64.9 96.9 119.4 109.4

Subtotal 84.7$ 125.3$ 154.6$ 152.1$

Capital Budget• Capital Improvement Program 611.2$ 770.4$ 944.8$ 875.3$ • ARRA "Stimulus" Program (2) 62.7 42.3 13.3 - • Safety & Security Program (3) 3.2 18.2 36.9 -

Subtotal 677.1$ 830.9$ 995.0$ 875.3$ Total 2,167.3$ 2,408.8$ 2,730.1$ 2,653.7$

Note 1: Capital Reimbursable Projects reflects total forecasted expenditures. The dollaramount is the sum of budget for proposal plus prior years expenditures.

Note 2: All ARRA projects are scheduled for completion in FY2013.

Note 3: The Safety and Security Program is an obligation based program for which all projects are scheduled for completion in FY2013. Federal FY2010 and later Safety and Security grant awards are included in the CIP rather than a separate capital program.


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The sources of funding for the operating and capital budgets combined are broken down into categories:

• Fares and parking of $843.0 million; • Federal funding of $452.8 million, consisting of $328.2 million in formula grants, $150.0

million in PRIIA funding, and the balance coming from various small grants; • State and local funding of $1,137.9 million, consisting of $734.5 million in operating

funds, $26.4 million for the reimbursable budget, and $371.1 million in capital funds; and • Other funding, including advertising, joint development projects, and grants of $151.7

million).

Figure 2.3

Fares & Parking$843.0

State & Local Funds

$1,131.9

Federal$452.8

Other$226.0

Sources of Funds for Proposed FY2014 Budget

$ in Millions


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Table 2.3

Summary of Funding by Program and Source

(Dollars in Millions) FY 2011 FY 2012 FY 2013 FY 2014Actual Actual Forecast Proposed

Operating Budget• Passenger Fares & Parking 754.9$ 763.7$ 828.5$ 843.0$ • State and Local Funds 599.0 642.6 706.5 734.5 • Business Revenues 39.9 38.9 38.1 41.5 • Other Sources 11.8 7.5 7.4 7.4

Subtotal 1,405.5$ 1,452.6$ 1,580.5$ 1,626.4$ Reimbursable Budget

• State and Local Funds 32.2 38.2 62.4 26.4 • Other Sources 52.6 87.1 92.2 125.7

Subtotal 84.8$ 125.3$ 154.6$ 152.1$ Capital Budget

• Federal Funds 226.8$ 353.0$ 364.4$ 296.2$ • Federal Dedicated Funds 118.5 112.3 199.9 156.6 • State and Local Funds 217.8 288.7 396.8 371.1 • Other Sources 113.9 76.9 34.0 51.4 • Debt/Financial Management - - - -

Subtotal 677.1$ 830.9$ 995.0$ 875.3$ Total 2,167.3$ 2,408.8$ 2,730.1$ 2,653.7$

0.0$ 0.0$ 0.0$ (0.0)$

Proposed Fiscal Year 2014 Annual Budget Washington Metropolitan Area Transit Authority Chapter III. Sources of Funds

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Chapter III. Sources of Funds This chapter provides information on the sources of operating and capital funds for the Proposed Fiscal Year 2014 Annual Budget. Also included is an explanation of the allocation of the operating subsidy and capital budget contribution provided to Metro by state and local government partners.

Operating Funding Sources

The proposed FY2014 operating budget uses the FY2013 forecasted ridership and revenue as a baseline, modified to account for a) external economic factors that impact ridership, b) external policy factors (e.g., changes in the federal transit subsidy) that also impact ridership, and c) the opening of Phase 1 of Metrorail Silver Line service to Wiehle Avenue in Fairfax County. There is no fare increase proposed for FY2014, so fares will remain at the same level as FY2013. The projected operating revenue for FY2014 is $892 million, which consists of projected passenger fare revenues of $796 million (including special fare and other passenger revenues); parking revenues of $47 million; and non-passenger revenue of $49 million.

Table 3.1

Ridership and Operating Revenues Projected ridership in FY2014 for Metro’s three transit modes (Metrorail, Metrobus, and MetroAccess) is shown in Table 3.2 below.

Operating Revenue($ in Millions) Actual Actual Budget Forecast1 Proposed Variance to

2011 2012 2013 2013 2014 FY13 Forecast Variance

Passenger Revenue $ 707 $ 711 $ 772 $ 747 $ 788 $ 41 5.5%Other Passenger 4 7 8 8 8 0 0%Parking 43 46 49 47 47 0 0%Advertising 18 18 16 17 19 2 12%Joint Development 8 6 8 8 8 (0) -1%Fiber Optics 14 15 15 15 15 0 0%Nontransit Revenue 2 9 7 7 7 7 0 0%Prior Sources 3 3 0 0

Total Revenue $ 807 $ 810 $ 874 $ 849 $ 892 $ 43 5.1%1 Forecast for FY2013 year-end as of December 31, 2012. Includes $5 million non-recurring revenue loss due to Hurricane Sandy in October 2012.2 Interest, employee parking, bicycle lockers, vending machines, Neutral Host, subrogation, ATM revenue, antennas, car sharing and other.3 Payphones; Joint & Adjacent Project revenue; SE Garage settlement; Safe, Clean & Reliable; and charter revenue.


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Table 3.2

Metro uses an econometric forecasting model to develop its ridership projections for Metrorail and Metrobus. The model uses econometric data from a variety of sources, but relies primarily on Moody’s Analytics for key inputs and an assessment of current and future economic conditions. Two of the strongest indicators for forecasting ridership trends are population and employment expectations for the District of Columbia. The model utilizes other variables as well that capture both trend and seasonality effects, including the number of hotel rooms sold in the regional core and the number of construction jobs in the District. Metro staff will be monitoring these forecasts closely during the second half of FY2013, particularly in light of the upcoming debates between Congress and the President over sequestration and the debt ceiling, which could have significant impacts on the economy of the Washington region. Staff will report back to the Finance and Administration Committee of Metro’s Board in the spring with an updated Moody’s forecast and a preliminary assessment of potential impacts on FY2014 ridership and revenue forecasts. In addition, as this proposed budget was being finalized, Congress passed the American Taxpayer Relief Act of 2012 which temporarily resolved the “fiscal cliff” (a combination of tax increases and spending cuts that was anticipated to have a negative impact on both the national and regional economies). An unexpected provision in that legislation increased the cap on the federal transit subsidy from $125 to $240 per month (see below for further discussion of the transit subsidy). Staff have incorporated this change into the ridership forecasts, but will also be reporting back to the Finance and Administration Committee on the impact this change has on ridership in the spring of 2013, and final ridership and revenue forecasts for FY2014 will be updated if required based on that experience. Passenger revenue forecasts based on the ridership forecasts for each of the three transit modes are provided below. In addition to passenger fares, Metro also receives operating funding from parking, advertising, and other non-passenger sources. Brief descriptions of these sources are also provided.

Ridership by Service(Trips in Thousands) FY2011 FY2012 FY2013 FY2013 FY2014

Actual Actual Budget Forecast1 ProposedMetrorail2 217,053 218,244 218,257 208,148 219,700Metrobus2 125,089 132,195 129,756 128,750 132,555MetroAccess3 2,336 2,083 2,206 1,985 1,985Total 344,478 352,522 350,219 338,883 354,2401 Forecast for FY2013 year-end as of December 31, 2012. Includes non-recurring ridership losses due to Hurricane Sandy in October 2012 (approximately 800,000 on Metrobus and 1.5 million on Metrorail)2Metrorail ridership is based on linked trips, w hile Metrobus ridership is based on unlinked trips3MetroAccess ridership is based on total passengers

Definition: Unlinked trips are total boardings. Linked trips are total number of complete trips from origin to destination, including transfers.


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A. Passenger Fare Revenue Table 3.3

Metrorail The proposed Metrorail passenger fare budget for FY2014 is $639 million, a $37 million increase over the FY2013 updated forecast (which includes a non-recurring $4 million revenue loss due to Hurricane Sandy). As noted above, the fare structure remains the same in FY2014 as in FY2013, so changes in revenue are being driven by changes in ridership. There are three major areas impacting rail ridership in FY2014:

a) Economic factors: Employment in the District continues to be the best proxy for projecting the overall trend in Metrorail ridership. Moody’s Analytics is forecasting only modest growth in employment during the coming year. Moreover, there is still significant uncertainty surrounding the prospects for sequestration and significant reductions in federal employees and contractors. Therefore, the projected “organic” growth in Metrorail ridership is relatively low in FY2014. However, Moody’s is projecting more steady and sustained employment growth in FY2015 and FY2016, which should translate into additional ridership – Metro staff will continue to watch these developments and update the forecasts as new information comes in.

b) Policy factors: Metrorail ridership has come in below budget (and below FY2012 actual ridership) by 3-4% during the first half of FY2013. Some of the reduction in weekend ridership can be attributed to Metro’s aggressive program of track closures for rehabilitation work; however, the bulk of the ridership reduction appears to be due to a combination of the FY2013 fare increase (particularly in the off-peak period) and changes in the federal transit subsidy program. In particular, as of January 2012, the federal transit subsidy cap dropped from $230 per month to $125 per month (while remaining at $240 per month for the federal parking subsidy), and federal employees became subject to have any unused benefit “clawed back” at the end of each month. These changes directly impacted both peak (commute) and off-peak (discretionary) ridership more than was anticipated in the FY2013 budget. However, as noted above, the federal transit subsidy cap was increased to $240 per month as part of the American Taxpayer Relief Act of 2012 that was passed as this projected budget was being finalized. This increase in the cap is expected to help Metrorail gain back some of the peak-period commuting ridership that was lost.

Fare Revenue by Service(thousands) FY2011 FY2012 FY2013 FY2013 FY2014

Actual Actual Budget Forecast1 ProposedMetrorail $571,428 $569,238 $626,148 $602,148 $638,849Metrobus 131,432 133,876 138,420 137,420 141,834MetroAccess 4,301 7,825 7,720 7,720 7,720Total $707,161 $710,939 $772,288 $747,288 $788,4021 Forecast for FY2013 year-end as of December 31, 2012. Includes $5 million non-recurring revenue loss due to Hurricane Sandy in October 2012 (approximately $1 million on Metrobus and $4 million on Metrorail)


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c) Silver Line Phase 1: The FY2014 proposed budget includes six months of revenue service for the Silver Line Phase 1 to Tysons Corner and Wiehle Avenue. Net new Metrorail ridership is estimated at 4.4 million trips, which generates approximately $17 million in additional fare revenue.

Metrobus The proposed bus passenger revenue budget for FY2014 is $142 million, a $4 million increase over the FY2013 updated forecast. Total bus ridership is projected at 133 million passengers, a slight increase over FY2012. (Bus ridership is forecasted to decline slightly in FY2013 due to Hurricane Sandy and to bus-specific economic factors, such as construction jobs, which have been depressed for the past few years.) However, bus ridership is forecasted to grow in the future due to both population growth in the District of Columbia (which remains strong) and due to factors that are making bus an increasingly attractive mode, including:

• Lower fares than on rail • Service adjustments that are meeting the needs of riders • An attractive, modernized fleet with new paint scheme and technologies • Improvements in bus reliability (on-time performance) • Availability of advance information on bus arrivals (Nextbus)

MetroAccess MetroAccess forecasted passenger revenue for FY2014 is $7.7 million, which is unchanged from the updated forecast for FY2013. MetroAccess expects to carry approximately 2 million passengers in FY2014, the same as in FY2013. Ridership in FY2013 is down approximately 2 percent from FY2012, which is attributed to successful demand management efforts (eligibility screening and travel training). However, the average fare paid has been above budget, so total revenues have remained on budget and are expected to continue in FY2014. B. Other Passenger Revenue

The total District of Columbia subsidy for other passenger revenue is $7.6 million. The DC public school subsidy for FY2014 is forecasted at approximately $6 million. Other passenger revenue budget also includes $1.5 million in reimbursement from the District of Columbia for reduced transfer fees between bus and rail at the Anacostia and Congress Heights stations for qualifying bus routes.

C. Parking

Parking revenue includes fees from surface lots, parking garage structures, metered spaces, and reserved parking fees. Total parking revenue for FY2014 is budgeted at $47 million. This is a reduction of $2 million from the original FY2013 estimate for parking of $49 million. Parking utilization has been lower at many Metrorail stations in FY2013, in conjunction with the decline in rail ridership. This slightly lower utilization is expected to continue in FY2014.


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D. Non-Passenger Revenue

Advertising The current advertising contract began in FY2011, and FY2014 is the fourth year of the annual contract. The contract includes two components: a minimum value of Metro’s advertising inventory valued at $12.5 million and a supplemental advertising inventory that varies depending on demand. Total advertising revenue in FY2014 is estimated at $19 million.

Joint Development The FY2014 Joint Development revenue allocated to the operating budget is $8 million, in line with the FY2013 budget. Fiber Optics Initiated in September 1986, the Metro Fiber Optic Program has allowed for the installation, operation and maintenance of a fiber optic-based telecommunication network which utilizes the excess capacity within the Metro right-of-way. As part of the compensation package, Metro receives, in a separate fiber optic cable, a number of fibers for its own use. For FY2014, fiber optic revenue is projected at $14.5 million, the same as the FY2013 budget. Other Revenue Other revenue in the proposed FY2014 budget includes vending machines, ATM revenue, cellular telephone agreements, employee parking, bike locker fees, subrogation collections, car sharing revenue, and antenna revenue. These combined revenue sources are expected to contribute $7 million to FY2013 non-passenger revenues.


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Table 3.4 Transit Pass Program, Other Fare Products and Fare Policies* Metrorail Passes

1-Day Pass Valid for unlimited travel for one day. The pass is valid all day on weekdays, Saturday, Sunday, and national holidays.

$14.00

Weekly Short Trip Pass Valid for trips costing up to $3.50 during peak fare hours. Good for any full fare trip at all other times. If a trip costs more than $3.50 during peak fare hours, patrons must use the Exitfare machine to add the additional fare.

$35.00

7-Day Fast Pass Valid for unlimited travel throughout the Metrorail system. The week starts with the first gate entry and includes the next six days.

$57.50

28-Day Fast Pass Valid for unlimited travel throughout the Metrorail system. The valid period starts with the first gate entry and includes the next twenty-seven days.

$230.00

Metrobus Passes

7-Day Regional Bus Pass Valid for unlimited travel on regular Metrobus service during a consecutive seven day period, activated on first use and valid for base fare towards express fare.

$16.00

7-Day Regional Senior/Disabled Bus Pass

Valid for unlimited travel by eligible patrons on regular Metrobus service during a consecutive seven day period, activated on first use and valid for base fare towards express fare.

$8.00

Other Fare Products and Policies

SmarTrip® A re-usable contactless smart card which is designed for long-term use on Metrorail, Metrobus, and Metro Parking. Sold for $5.00; when registered with Metro, a $3.00 credit will be refunded to the card five days after first use, and the card can be replaced with existing value if lost or stolen. The card will hold a maximum of $300.00.

Senior and Disabled SmarTrip® Card

A re-usable contactless smart card; sold for $5. Available to qualified seniors (age 65 or older) and people with disabilities. A driver’s license for seniors, Metro Disabled Person ID card, or valid Medicare card and photo ID are required for purchase.

Senior and Disabled Paper Fare Card

Available for $10 to qualified seniors (age 65 or older) and people with disabilities. A driver’s license for seniors, Metro Disabled Person ID card, or valid Medicare card and photo ID are required for purchase.

Pre-encoded Paper Fare Card

Sold through authorized sales outlets for $10.00 and $20.00.

Transit Link Cards Fare media sold by MARC, VRE, and MTA providing for monthly multi-modal travel valid for unlimited Metrorail and regular Metrobus during the month of issue. The pass fee is in addition to the cost of the monthly fare media from MARC, VRE and MTA. The passes may be used for Metrobus Express Service by paying an additional $2.15 per boarding.


III-7

SmartBenefits® Provides for the electronic delivery of monthly transit and parking benefits from employers to employees and transit providers. The program is designed to deliver benefits as specified by the employer on a monthly basis to the employees’ designated SmarTrip® card.

Tokens/Regular

Regular adult tokens are available for purchase by Social Service Agencies and other organizations; tokens are sold in packages of ten (10) at a cost of $18. Note, bus-to-bus transfers are not allowed for bus trips paid with tokens.

Permit Parking Monthly reserved program provides permit holders a guaranteed space on weekdays at a specified lot until 10:00 a.m. Reserved permits are sold for $45.00 to $65.00 per month, as designated by Metro per parking facility. Reserved parking patrons pay the established daily rate for the lot upon exit or entry.

Early Opening and Late Closing for Special Events

Metro has established a fixed fee to be charged to event organizers based on the cost of operating the Metrorail system for early openings and late closings. The fee is adjusted periodically to reflect changes in operating costs. Event organizers make a deposit with Metro based on the number of additional hours of service requested; Metro reimburses the event organizer for any incremental passenger revenue that are collected, not to exceed the amount deposited.

DC Student Fare Media**

DC One Card for Students, SmarTrip® enabled

Offered to DC Public Schools’ students traveling to and from school, issued by the District of Columbia Office of the Chief Technology Officer. DC One Card has capacity to hold stored value and DC Student passes, including the monthly student pass, 10-trip Metrorail pass, and 10-trip Metrobus pass. Stored value can be added for use on regular fare trips.

SmartStudent Pass (Monthly)

Unlimited travel on Metrobus and Metrorail for students under 19 years of age who live and attend school in the District of Columbia. Passes accepted in the District as payment of regular fare. Not valid toward payment of express fare. Available for $32.00.

Student Fare cards Available for $10.00 to qualified students at select Metro Sales Outlets. The farecards are good for ten Metrorail rides within the District of Columbia.

Tokens/Student DC Students may purchase tokens at a Metro sales office for $8.00 per pack by presenting a valid token blank. Note, bus-to-bus transfers are not allowed for bus trips paid with tokens.

Student SmarTrip® Card Offered to DC Public Schools’ students traveling to and from school, for purchase at Metro Sales Outlets for $6.25. Each card is preloaded with $6.25 that can be used for fares within the District of Columbia. The card acts as a stored value card and will deduct a student fare with each ride. It can be used for student fares on both bus and rail. Student fares within DC equal 50% of the total regular fare.

*Additional information can be found at www.wmata.com under public records within the Tariff of the Washington Metropolitan Area Transit Authority. ** Effective July 1, 2012: The District of Columbia will pay the DC school student portion of the fare increase. For example, DC will pay $2.00 in subsidy toward the cost of each SmartStudent Monthly Pass, in addition to the agreed DC Student Subsidy. The District of Columbia will also pay an additional subsidy for each use of the pass on Metrorail. Eligible students in the District of Columbia are charged a $30.00 purchase price for the SmartStudent Monthly Pass.

http://www.wmata.com/


III-8

Table 3.5

(figures in thousands) Approved Proposed Variance toActual Actual Budget Forecast1 Budget FY2013

2011 2012 2013 2013 2014 ForecastMetrobus

Passenger $131,432 $133,876 $138,420 $137,420 $141,834 $4,413Other Passenger 1,452 5,536 2,554 2,554 2,554 0Parking 0 0 0 0 0 0Advertising 11,737 12,251 10,385 11,390 12,730 1,340Joint Development 23 0 0 0 0 0Fiber Optics 0 0 0 0 0 0Other 3,449 1,627 2,325 2,325 2,330 5Interest 214 (7) 300 300 301 1Subtotal $148,308 $153,283 $153,984 $153,989 $159,748 $5,759

MetrorailPassenger $571,428 $569,238 $626,148 $602,148 $638,849 $36,701Other Passenger 2,972 1,585 5,046 5,046 5,046 0Parking 43,297 45,554 48,600 47,000 47,000 0Advertising 5,781 6,034 5,115 5,610 6,270 660Joint Development 8,090 6,039 8,084 8,084 8,000 (84)Fiber Optics 14,222 14,566 14,500 14,500 14,500 0Other 6,997 5,148 4,728 4,728 4,739 11Interest 16 (3) 30 30 30 0Subtotal $652,802 $648,158 $712,252 $687,147 $724,435 $37,288

MetroAccessPassenger $4,301 $7,825 $7,720 $7,720 $7,720 $0Other Passenger 0 0 0 0 0 0Parking 0 0 0 0 0 0Advertising 0 0 0 0 0 0Joint Development 0 0 0 0 0 0Fiber Optics 0 0 0 0 0 0Other 1,160 595 0 0 0 0Interest 0 0 0 0 0 0Subtotal $5,461 $8,420 $7,720 $7,720 $7,720 $0

TotalPassenger $707,161 $710,939 $772,288 $747,288 $788,402 $41,114Other Passenger 4,424 7,121 7,600 7,600 7,600 0Parking 43,297 45,554 48,600 47,000 47,000 0Advertising 17,518 18,284 15,500 17,000 19,000 2,000Joint Development 8,114 6,039 8,084 8,084 8,000 (84)Fiber Optics 14,222 14,566 14,500 14,500 14,500 0Other 11,606 7,370 7,053 7,053 7,069 16Interest 230 (10) 330 330 331 1Grand Total $806,571 $809,861 $873,955 $848,855 $891,902 $43,047

1 Forecast for FY2013 year-end as of December 31, 2012. Includes $5 million non-recurring revenue loss due to Hurricane Sandy in October 2012 (approximately $1 million on Metrobus and $4 million on Metrorail)

REVENUESOPERATING BUDGET


III-9

State and Local Operating Support State and local funds account for approximately 46 percent of the funding for Metro’s annual operating and capital budgets according to the approved subsidy calculations, described below. Operating Budget The operating budget subsidy is allocated to the jurisdictional funding partners using six subsidy allocation formulas:

1. Regional bus subsidy allocation 2. Non-regional bus subsidy allocation 3. Rail maximum fare subsidy allocation 4. Rail base subsidy allocation 5. Paratransit subsidy allocation 6. Debt service allocation

Formulas 1 and 2: Regional and Non-Regional Bus Subsidy Allocations The Metrobus subsidy is allocated using two distribution formulas. All bus routes are classified as being either regional or non-regional, based on route characteristics. Regional bus routes generally provide transportation between jurisdictions. Regional bus routes may also include bus routes that serve major activity centers that operate on major arterial streets, and carry high volumes of riders either in one jurisdiction or in multiple jurisdictions. The following are the specific criteria used by the Regional Mobility Panel to classify bus routes.

• Inter-jurisdictional routes are defined as regional. Defining characteristics of inter-jurisdictional routes:

o Cross a jurisdictional (independent city, county, state) boundary; o Penetrate at least two jurisdictions by more than one-half mile in each; and o Operate “open door” (allows boarding and alighting) over at least a portion of the

line in two or more jurisdictions

• If a route does not qualify as regional under the inter-jurisdictional definition, then it must meet at least two of the following three criteria to be regional:

o Arterial Streets: Operates for a considerable distance on an arterial street and a

substantial portion (usually a majority) of riders use stops on the arterial street. Routes which operate for a short distance on an arterial incidental to their service area are not included

o Regional Activity Center: Serves one or more regional activity centers. A conservative definition of regional activity centers is used, including only those where there is virtually universal agreement as to their regional character. Routes which feed Metrorail stations, but which do not directly serve any regional activity center, are not considered to be regional


III-10

o Cost Effectiveness: Annual boardings per annual platform hour greater than 30 applied consistently in all jurisdictions

Routes which do not meet the criteria described above are classified as non-regional. Regional and non-regional bus subsidy is allocated to the jurisdictions using the following formulas.

• Regional Bus Subsidy Allocation. The distribution of regional bus subsidy to the jurisdictions is based on a weighted, four-factor formula in the following proportions:

• Density weighted population 25% • Revenue hours 25% • Revenue miles 35% • Average weekday ridership 15% Density weighted population is determined by taking the urbanized area population distribution for the compact area (50 percent weighting) and combining it with the weighted population density (urbanized population divided by area). The formula prorates the urbanized population distribution by people per square mile. The revenue hours factor is determined by taking the annual revenue hours assigned to each jurisdiction divided by the total regional revenue hours. The revenue miles factor is determined by taking total revenue miles (end-of-year schedule) assigned to each jurisdiction divided by the total regional revenue miles. Ridership is determined by taking the average weekday ridership (month of May sample) for each jurisdiction divided by the total average weekday ridership.

• Non-Regional Bus Subsidy Allocation. The distribution of non-regional bus subsidy to the jurisdictions is computed as follows:

1. Identify the costs of all Metrobus service, regional and non-regional 2. Identify the costs which would accrue for regional Metrobus service if no non-

regional bus service were provided 3. Determine the costs of non-regional service by subtracting the regional Metrobus

costs from the costs of all Metrobus service 4. Divide the costs of non-regional service as computed in step three by total

platform hours for non-regional service 5. Identify the non-regional platform hours for each jurisdiction 6. Multiply the platform hours for each jurisdiction by the hourly rate 7. Determine the revenue for each jurisdiction 8. Subtract from costs the revenue as determined in step seven

Formulas 3 and 4: Rail Maximum Fare and Base Subsidy Allocations

The rail subsidy consists of two components: the maximum fare component and the base rail component. The total maximum fare subsidy is deducted from the total rail subsidy, and the result is allocated based on the base subsidy formula.


III-11

• Maximum Fare Subsidy Allocation. The maximum fare portion of the rail subsidy is designed to recognize the “taper” and “cap” features of the Metrorail fare structure. The taper feature is reflected in the diminishing cost per mile for trips greater than six miles, and the cap is reflected in the maximum fare on rail. The subsidy for the maximum fare is calculated as the difference between the regular fare that would have been paid if the taper and cap features were not available, and the actual fare paid with the taper and cap.

Once the maximum fare subsidy is calculated, the benefiting jurisdictions are allocated

one-half the calculated amount, based on the percent of riders from the individual jurisdiction who benefit from the taper and cap. These percentages are calculated from the data taken from the Metrorail Passenger Survey. The remaining half of the maximum fare subsidy is incorporated into the rail base subsidy.

• Rail Base Subsidy Allocation. The base subsidy allocation for Metrorail service is

based on three elements in equal proportions:

• Density weighted population 33.3% • Number of rail stations 33.3% • Average weekly ridership 33.3%

Density weighted population is determined by taking the urbanized area population distribution for the compact area (50 percent weighted) and combining that with the weighted population density (urbanized population divided by area). This calculation is the same for the regional bus subsidy allocation as it is for the rail base subsidy allocation. The rail stations factor is calculated by taking the number of stations, or portions of stations, assigned to each jurisdiction, divided by the total number of stations in the system. Ridership is calculated by taking the system average weekday ridership (month of May sample) times the jurisdictional ridership distribution, as determined by the rail passenger survey. Only persons who reside in the compact area are included in the distribution.

Formula 5: Paratransit Subsidy Allocation Paratransit subsidy is allocated to the jurisdictions using a two factor formula with sub-allocations used for the Virginia jurisdictions.

• Direct Costs - The contract carriers’ actual per trip, reservation and eligibility charges will be allocated directly to the jurisdictions

• Overhead Costs - All other (non-direct) costs of the paratransit program will be allocated in proportion to the direct costs

Virginia sub-allocations of direct costs require that per trip charges be adjusted to reflect the average time of trips provided for each jurisdiction. Overhead costs assigned to Virginia jurisdictions will be sub-allocated based on the direct cost allocation as calculated above.


III-12

Formula 6: Rail Construction Debt Service Allocation

Debt service charges are allocated to the jurisdictions based on the rail construction formula for the Adopted Regional System, using data developed for the Approved Financial Plan, August 1978. The local shares remain as set forth in the Ancillary Bond Repayment Agreements, and were not revised as the data used for the rail construction was updated. FY2014 Proposed Subsidy The total FY2014 proposed jurisdictional operating investment – which includes the net operating subsidy for the three transit modes, debt service, and the application of FY2011 and FY2012 audit adjustments – is $734 million. This is an increase of $27 million over the FY2013 total jurisdictional operating investment of $707 million. This investment includes:

• FY2014 net operating subsidy for Metrobus, Metrorail, and MetroAccess of $732 million, an increase of $63 million from the FY2013 net operating subsidy of $669 million

• Debt service payments of $33 million, a decrease of $4 million from FY2013 • Application of $30 million in operating reserve from FY2011 and FY2012 to offset

jurisdictional subsidy requirements

Table 3.6

Approved Approved Approved Proposed(millions) FY2011 FY2012 FY2013 FY2014Net Subsidy1 $572 $622 $669 $732Year over year growth 4.6% 8.7% 7.6% 9.3%

Total Subsidy2 $621 $671 $707 $734Year over year growth 8.1% 8.1% 5.4% 3.8%

1 Excluding debt service and application of any prior year audit adjustments2 Including debt service and application of any prior year audit adjustments

Jurisdictional Operating Subsidy


III-13

Table 3.7

FISC

AL

YEA

R 2

014

PRO

POSE

D B

UD

GET

SUM

MAR

Y O

F ST

ATE/

LOC

AL O

PER

ATIN

G R

EQU

IREM

ENTS

Prin

ceCi

ty o

fDi

stric

t of

Mon

tgom

ery

Geo

rge'

sCi

ty o

fAr

lingt

onCi

ty o

fFa

irfax

Falls

Tota

lCo

lum

bia

Coun

tyCo

unty

Alex

andr

iaCo

unty

Fairf

axCo

unty

Chur

ch

Met

robu

s O

pera

ting

Subs

idy

Reg

iona

l Bus

Sub

sidy

$334

,985

,344

$139

,553

,202

$49,

595,

386

$56,

725,

995

$14,

496,

775

$26,

589,

462

$1,2

29,9

94$4

5,32

8,86

4$1

,465

,665

Non

-Reg

iona

l Bus

Sub

sidy

$73,

054,

369

$32,

051,

905

$9,5

64,7

95$2

2,68

3,31

1$5

04,6

98$7

72,4

76$0

$7,4

77,1

84$0

Sub

tota

l$4

08,0

39,7

13$1

71,6

05,1

07$5

9,16

0,18

1$7

9,40

9,30

6$1

5,00

1,47

3$2

7,36

1,93

8$1

,229

,994

$52,

806,

048

$1,4

65,6

65P

erce

nt o

f Tot

al10

0%42

.1%

14.5

%19

.5%

3.7%

6.7%

0.3%

12.9

%0.

4%

Met

rora

il O

pera

ting

Subs

idy

Bas

e A

lloca

tion

$210

,209

,132

$71,

535,

304

$38,

841,

355

$34,

319,

154

$9,9

18,6

49$2

0,54

4,98

2$6

79,0

54$3

3,73

6,23

9$6

34,3

95M

ax F

are

Sub

sidy

$6,8

99,9

06$6

61,7

53$3

,062

,217

$1,4

03,7

77$2

82,1

58$1

79,6

67$5

7,87

1$1

,215

,514

$36,

950

Sub

tota

l$2

17,1

09,0

38$7

2,19

7,05

7$4

1,90

3,57

1$3

5,72

2,93

1$1

0,20

0,80

7$2

0,72

4,64

9$7

36,9

25$3

4,95

1,75

3$6

71,3

45P

erce

nt o

f Tot

al10

0%33

.3%

19.3

%16

.5%

4.7%

9.5%

0.3%

16.1

%0.

3%

Met

roAc

cess

Sub

sidy

$106

,383

,259

$27,

053,

773

$22,

012,

893

$41,

660,

082

$918

,837

$930

,950

$286

,539

$13,

419,

704

$100

,480

Per

cent

of T

otal

100%

25.4

%20

.7%

39.2

%0.

9%0.

9%0.

3%12

.6%

0.1%

Net O

pera

ting

Subs

idy

$731

,532

,009

$270

,855

,938

$123

,076

,645

$156

,792

,318

$26,

121,

117

$49,

017,

537

$2,2

53,4

58$1

01,1

77,5

05$2

,237

,491

100%

37.0

%16

.8%

21.4

%3.

6%6.

7%0.

3%13

.8%

0.3%

Deb

t Ser

vice

$11,

775,

750

$4,4

26,5

00$2

,085

,506

$2,0

87,8

20$6

07,6

36$1

,174

,053

$20,

009

$1,3

57,7

32$1

6,49

5M

etro

Mat

ters

Deb

t Ser

vice

$21,

175,

806

$10,

672,

606

$4,9

44,5

51$5

,505

,710

$0$0

$0$0

$52,

939

Tota

l Deb

t Ser

vice

$32,

951,

556

$15,

099,

106

$7,0

30,0

56$7

,593

,530

$607

,636

$1,1

74,0

53$2

0,00

9$1

,357

,732

$69,

435

FY20

11/F

Y201

2 Au

dit A

djus

tmen

t($

30,4

95,0

93)

($11

,321

,320

)($

4,56

5,65

5)($

11,0

27,2

28)

($41

8,99

7)($

148,

926)

($33

,274

)($

2,90

2,64

9)($

77,0

44)

Juris

dict

iona

l Ope

ratin

g Fu

ndin

g$7

33,9

88,4

72$2

74,6

33,7

24$1

25,5

41,0

46$1

53,3

58,6

20$2

6,30

9,75

5$5

0,04

2,66

4$2

,240

,193

$99,

632,

588

$2,2

29,8

82


III-14

Capital Funding Sources Metro’s proposed FY2014-2019 Capital Improvement Program (CIP) financial plan relies on a forecasted investment of more than $5.2 billion from the federal government, state and local governments, and other sources. Of the $5.2 billion six-year plan: almost half ($2.5 billion) comes from federal funding; state and local contributions total $2.1 billion; other sources constitute $54 million; and planned long-term financing totals $591 million.


III-15

Table 3.8 FY2014-2019 Proposed Capital Improvement Program (CIP) Funding Sources (dollars in millions)

FY20

11FY

2012

FY20

13FY

2014

FY20

15FY

2016

FY20

17FY

2018

FY20

19FY

14-1

9FY

11-1

9A

ctua

lA

ctua

lFo

reca

stP

ropo

sed

Fore

cast

Fore

cast

Fore

cast

Fore

cast

Fore

cast

Tot

alT

otal

Fede

ral

Fede

ral F

orm

ula

Prog

ram

s16

0.9

$

28

6.1

$

29

7.9

$

27

3.0

$

267.

1$

249.

9$

273.

0$

273.

0$

273.

0$

1,60

9.0

$

2,35

4.0

$

Fede

ral P

RII

A11

8.5

112.

3

199.

9

156.

6

13

7.7

150.

0

150.

0

150.

0

150.

0

894.

3

1,32

5.2

Oth

er F

eder

al G

rant

s-

6.7

16

.3

23

.2

8.1

8.

1

-

-

-

39

.4

62.4

Su

btot

al F

eder

al27

9.5

405.

2

514.

1

452.

8

41

2.9

408.

0

423.

0

423.

0

423.

0

2,54

2.8

3,74

1.5

Stat

e an

d Lo

cal

Mat

ch to

Fede

ral F

orm

ula

40.2

71.5

74.5

68.2

66

.8

62

.5

68

.3

68

.3

68

.2

40

2.3

58

8.5

Sy

stem

Per

form

ance

59.1

103.

4

120.

2

131.

8

13

1.4

118.

6

115.

0

115.

0

115.

0

726.

9

1,00

9.5

Stat

e an

d Lo

cal P

RII

A11

8.5

112.

3

199.

9

168.

9

15

0.0

150.

0

150.

0

150.

0

150.

0

918.

9

1,34

9.8

Oth

er S

tate

and

Loc

al-

1.5

2.

2

2.1

1.0

1.

0

-

-

-

4.

0

7.

7

Su

btot

al S

tate

and

Loc

al21

7.8

288.

7

396.

8

371.

1

34

9.2

332.

1

333.

3

333.

3

333.

2

2,05

2.1

2,95

5.4

Oth

er S

ourc

esM

etro

Mat

ters

113.

7

39.4

19.2

12.4

-

-

-

-

-

12.4

18

4.8

In

sura

nce

Proc

eeds

0.1

8.

3

-

26

.9

2.0

0.

5

-

-

-

29

.4

37.9

La

nd S

ale

Proc

eeds

-

12

.6

13

.2

2.

5

-

-

-

-

-

2.5

28.3

M

isce

llane

ous

-

16

.5

1.

6

9.5

-

-

-

-

-

9.

5

27

.6

Subt

otal

Oth

er S

ourc

es11

3.9

76.8

34.0

51.4

2.

0

0.5

-

-

-

53.9

27

8.6

Fina

ncin

gPl

anne

d Lo

ng-T

erm

Fin

anci

ng-

-

-

-

10

0.9

308.

5

162.

2

11.3

7.9

59

0.8

59

0.8

Su

btot

al F

inan

cing

-

-

-

-

100.

9

308.

5

162.

2

11.3

7.9

59

0.8

59

0.8

Tot

al61

1.2

$

770.

4$

94

4.8

$

875.

3$

86

5.0

$

1,04

9.1

$ 91

8.5

$

767.

6$

76

4.1

$

5,23

9.6

$

7,56

6.0

$

Six-

Yea

r Pl

an


III-16

Metro’s jurisdictional partners support the capital budget by providing the required local match for federal formula grants and by providing “system performance funds,” which allows Metro to have a larger Capital budget than otherwise possible with only Federal funding and required local matches. This augments Federal dedicated funding and federal discretionary funding; provided in support of Metro’s Capital Program. The allocation of this support (both the match and the system performance funds) to the specific jurisdictions is governed by the Capital Funding Agreement (CFA) which was adopted by the local jurisdictions and the Metro Board of Directors in June 2010. Under the terms of the CFA, each jurisdiction’s contribution, as determined by the formula used to compute the Metro FY2010 capital budget, will be recalculated every three years to reflect the then-current Approved Operating Budget subsidy allocation and applied prospectively to the three subsequent Annual Work Plans. The calculation is based on each Jurisdiction’s percentage of the total operating subsidy and the percentage of the subsidy by mode. The FY2010 Operations Allocation formula allocated Metrobus, Metrorail, Paratransit, and Dedicated Funding costs as follows:

• The Rail allocation formula will apply to rail projects and debt issued for rail projects. • The Bus allocation formula will apply to bus projects and debt issued for bus projects. • The Paratransit formula will apply to paratransit projects and debt issued for paratransit

projects. • An average of the Rail and Bus allocation formulas will apply to general financing

expenditures and for project expenditures that cannot be allocated to Rail, Bus, or paratransit.

• Dedicated Funding projects will be divided equally among the District of Columbia, State of Maryland, and Commonwealth of Virginia subject to the provisions of the various state laws establishing dedicated funding sources to match federal funds made available under the Passenger Rail Investment and Improvement Act (PRIIA) of 2008.


III-17

Table 3.9 FY2014-2019 Proposed CIP - Allocation of FY2014 State and Local Contributions (dollars in thousands)

1st Q

uart

er2n

d Q

uart

er3r

d Q

uart

er4t

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ance


III-18

Grant Funding

Metro’s FY2014 budget and six-year Capital Improvement Program (CIP) incorporates a new two-year federal transportation authorization for formula programs nationwide, Moving Ahead for Progress in the 21st Century Act (MAP–21) (P. L. 112–141). MAP-21 improves the efficiency of administering grant programs by consolidating several programs, which results in increased formula allocation to Metro. In FY2011, Metro entered a new era in grant funding with the addition of $1.5 billion over ten years in dedicated federal funds from the Passenger Rail Investment and Improvement Act of 2008 (P.L. 110-432), or PRIIA, accompanied by $1.5 billion in dedicated local and state funds. Metro also receives security related grant funding from the Department of Homeland Security (DHS), either directly or through regional homeland security grant funds from its jurisdictional partners. These funds are discretionary and typically secured through competitive processes. Operating Grants Additional funding for the operating budget may be awarded through nationally competitive or regionally allocated grants. These grants primarily provide operating support of the Metro Transit Police Department’s Anti-Terrorism Team. Metro Transit Police has obtained regional grants to sustain detection technology though 2014 that was installed with prior year grant funds. Metro will also advocate for extension of prior year fiscal incentives such as the Alternative Fuel Tax Outlay Payment which generally supports operations. Capital Grants The CIP is funded by several federal programs. PRIIA continues to be a significant source of funding for the CIP. Formula grants, which require a local match, have been allocated to Metro primarily through long-standing federal formulas. Metro has benefited from the MAP-21 shift in funding from discretionary grant programs to formula programs. Thus, Metro’s formula allocation is also increasing. Additional Federal support for the CIP comes from federal highway funds flexed to the Federal Transit Administration (FTA) on behalf of the Commonwealth of Virginia and from ongoing security project funding from the Department of Homeland Security (DHS). Local Match Requirements Matching funds requirements for grants vary by grantor, program, and purpose. FTA formula grants require matching funds for 20 percent of project cost and PRIIA grants require matching funds for 50 percent of project cost. Competitive grants from FTA require zero to 20 percent local match. Security grants, which fund both capital and operating activities, usually require no local share or match.


III-19

FTA GRANTS

Dedicated Funding

• Passenger Rail Investment and Improvement Act (PRIIA) of 2008 (P.L. 110-432) o FY2014 is the fourth of a ten-year authorization. Due to Sequestration, FY2014

is the first year in which Congress is not expected to appropriate the entire $150 million that is authorized. Metro’s financial plans anticipate that Congress will reduce PRIIA funding to Metro by $12 million per year in FY2014 and FY2015.

o Metro continues to place the highest priority on investments that will improve the safety of the system, including but not limited to fixing the track signal system, replacing the 1000 series railcars, installing guarded turnouts, purchasing equipment for wayside worker protection, and installation of rollback protection on rails cars lacking this upgraded safety feature.

Formula For all programs, MAP-21 requires increased focus on asset management. Projects are limited to replacement and rehabilitation, or capital projects required to maintain public transportation systems in a state of good repair. Projects must be included in a transit asset management plan in order to receive funding.

• Large Urbanized Area Formula Grant Program (Section 5307) o Funding in this section will include funds that had been separately allocated to

Job Access and Reverse Commute (JARC) (Section 5316) and to Growing State and High Density (Section 5340).

o Capital Improvement Program activities include but are not limited to planning, engineering, bus and rail vehicle purchase and rehabilitation, construction of maintenance and passenger facilities, rail track, signals, communications acquisitions and upgrades, and preventive maintenance.

o Some Americans with Disabilities Act complementary paratransit service costs are considered capital costs under 5307.

o At least one percent of the funding apportioned to each area must be used for “associated transit improvements” (i.e. historic preservation, landscaping, pedestrian access, bicycle access, signage, and enhanced access for persons with disabilities).

• State of Good Repair (Section 5337) o Section 5337 replaces the Fixed Guideway Modernization (Section 5309)

program. Only New Starts remains of the previous Section 5309 program. o Capital improvement projects may include modernization and improvement of

rail and bus fixed guideway systems (i.e. purchase and rehabilitation of rolling stock, track, line equipment, structures, signals and communications, power equipment and substations, passenger stations and terminals, security equipment and systems, maintenance facilities and equipment, operational support equipment, computer hardware and software, and preventive maintenance).


III-20

• Bus and Bus Facilities Formula (Section 5339) o MAP-21 created the Section 5339 formula program to replace the discretionary

program of the same name and allowable activities. o Capital improvement projects may include replacement and rehabilitation of

buses and related equipment, and to construct and rehabilitate bus-related facilities.

Competitive Grants

Competitive FTA grant programs are reduced under MAP-21 . Metro had previously won national competitions for State of Good Repair (SGR) and regional competions for Job Access and Reverse Commute (JARC) and New Freedom funding. Under MAP-21, SGR and JARC funds are being allocated by formulas that direct a portion of the funds to Metro. New Freedom funds will be folded program for Enhanced Mobility of Seniors and Individuals with Disabilities; the funds are allocated to the regional coordinating body where it has become an option to offer a competitive project selection process within the region.

• New Freedom (Section 5317) o Prior years federal funds provide for bus stop improvements throughout Metro’s

service area by building accessible pathways, improving lighting, providing better signage and information, installing new shelters and/or benches, and providing real-time information about when buses will arrive.

• State of Good Repair (Section 5309) o Prior year’s federal funds provide for asset management planning and systems

technology integration. Activities include determining asset condition, evaluation of life cycles, treatment of exceptions, quality control of the data, and the processes for updating and reporting the current asset state.

SECURITY GRANTS

• Transit Security Grant Program (TSGP) o Funds capital enhancements for hardening critical infrastructure assets o Projects are capital and operational in nature o New capital projects and funds are contained in the CIP New funding is awarded

through national competition and primarily supports operational and sustainment activities

• Urban Areas Security Initiative (UASI)

o Funds warranties on goods purchased with prior DHS grants

Funds are allocated through regional cooperation and administered as subgrants from the District of Columbia Homeland Security and Emergency Management Agency.


III-21

Debt Service

In October 2003, Metro issued $163.5 million of Gross Revenue Transit Refunding Bonds, Series-2003, to refund the callable portion of Metro’s outstanding Gross Revenue Transit Refunding Bonds, Series-1993. The final maturity for the 1993 bonds was in July 2010. The annual jurisdictional debt service payment on the 2003 bond series is $11.8 million in FY2014, representing the final maturity on July 1, 2014. In June 2009, Metro issued $243.0 million of Gross Revenue Transit Bonds, Series 2009-A and $55.0 million of Build America Bonds, Series 2009-B. Bond proceeds net of premiums/discounts totaled $309.9 million. The bonds provide for semi-annual payments of interest and annual payments of principal, with final maturity in July 2034. The net annual jurisdictional debt service payment on the bonds is $21.2 million, reflecting an annual credit of $1.3 million for the Series B, Build America Bonds. Five jurisdictions opted out of the bond issuance and provided $115.0 million in funding to bring total proceeds related to the bond issuance to $425.0 million. Metro previously maintained a $330 million commercial paper program to provide funds for the Metro Matters Program. Payment of all maturing commercial paper was guaranteed by an irrevocable letter of credit. In June 2009, Metro retired the $330.0 million commercial paper program. At the time of bond settlement commercial paper outstanding totaled $314.5 million. All proceeds from the Series 2009-A Bond issuance and a portion of the proceeds from the jurisdiction opt out were utilized to retire the commercial paper. The remaining $107.5 million from the jurisdiction opt out and Series 2009-B proceeds will finance non-complete Metro Matters capital projects. During FY2013 Metro decreased the availability on its lines of credit from $200 million to $150 million to better align with capital spending and operating cash flow needs. Metro is required to make semi-annual payments of principal and interest on each Series of Bonds. There are certain covenants associated with these outstanding bonds with which Metro must comply. The most significant are:

• Metro must punctually pay principal and interest according to provisions in the bond document.

• Except for certain instances, Metro cannot sell, mortgage, lease or otherwise dispose of transit system assets without filing a certification by the General Manager/Chief Executive Officer and Treasurer with the Trustee and Bond Insurers that such action will not impede or restrict the operation of the transit system.

• Metro must at all times maintain certain insurance or self-insurance covering the assets and operations of the transit system.

Debt Policy/Metro’s Borrowing Powers

As per Metro’s Compact, Metro may borrow money in pursuit of its mission. All such bonds and evidences of indebtedness are payable solely out of the properties of revenues of Metro. The bonds and other obligations of Metro, except as may be otherwise provided in the indenture under which they were issued, are direct and general obligations of Metro and the full faith and credit of Metro are pledged for the prompt payment of the debt service.


III-22

New Capital Bonds

The Capital Improvement Program (CIP) is a six-year program (FY2014-FY2019) for $5.2 billion. To support the CIP, long-term borrowing may be required. This borrowing is not anticipated to happen until FY2015. Table 3.10 provides a summary of Metro’s gross revenue refunding bonds and gross revenue transit bonds. Table 3.10

Gross Revenue Transit Bonds(FY2014 Jurisdiction Funding)

Principal Interest Total DueGross Revenue Transit Bonds:Series 2003 Due to Bondholders 1/1/2014 5,670,000$ 283,750$ 5,953,750$

Due to Bondholders 7/1/2014 5,680,000 142,000 5,822,000 Total 11,350,000$ 425,750$ 11,775,750$

Gross Revenue Transit Bonds:Series 2009A

Due to Bondholders 1/1/2014 5,556,653$ 5,556,653$ Due to Bondholders 7/1/2014 7,560,000 5,556,653 13,116,653 Total 7,560,000$ 11,113,306$ 18,673,306$

Gross Revenue Transit Bonds:Series 2009B*

Due to Bondholders 1/1/2014 -$ 1,251,250$ 1,251,250$ Due to Bondholders 7/1/2014 1,251,250 1,251,250 Total -$ 2,502,500$ 2,502,500$

*Net of Build America Bond (BAB) credit


III-23

Table 3.11

Statement of Debt Service and Interest

Series Series SeriesPeriod 2003 2003 2003Ending Principal Interest Debt Service

1/1/20047/1/2004 $ 7,730,000 $ 4,741,545 $ 12,471,545 1/1/2005 9,100,000 3,373,806 12,473,806 7/1/2005 9,190,000 3,282,806 12,472,806 1/1/2006 9,280,000 3,190,906 12,470,906 7/1/2006 9,465,000 3,005,306 12,470,306 1/1/2007 9,655,000 2,816,006 12,471,006 7/1/2007 210,000 2,574,631 2,784,631 1/1/2008 10,195,000 2,572,269 12,767,269 7/1/2008 210,000 2,317,394 2,527,394 1/1/2009 10,755,000 2,315,031 13,070,031 7/1/2009 215,000 2,046,156 2,261,156 1/1/2010 11,350,000 2,042,931 13,392,931 7/1/2010 215,000 1,759,181 1,974,181 1/1/2011 11,985,000 1,755,956 13,740,956 7/1/2011 12,175,000 1,561,200 13,736,200 1/1/2012 12,480,000 1,256,825 13,736,825 7/1/2012 12,795,000 944,825 13,739,825 1/1/2013 7,680,000 624,950 8,304,950 7/1/2013 7,460,000 432,950 7,892,950 1/1/2014 5,670,000 283,750 5,953,750 7/1/2014 5,680,000 142,000 5,822,000

163,495,000$ 43,040,426$ $ 206,535,426

FY2014 Jurisdiction subsidy requirements include funds for debtservice payments due on 1/1/2014 and 7/1/2014.

Gross Revenue Transit Refunding Bonds


III-24

Table 3.12

Series 2009 A & B Debt Service Schedule

Series 2009A Bonds Series 2009B BABs AggregateYear 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

* FY2014 Jurisdiction subsidy requirements include funds for debt service payments due on 1/1/2014 and 7/1/2014.


III-25

Table 3.13 Jurisdictional Share of Capital FY2013 to FY2019 Debt Issuances (thousands)

Ann

ual W

ork

Plan

Yea

r

Fore

cast

Proj

ecte

d D

ebt I

ssua

nces

FY2

01

3FY

20

14

FY2

01

5FY

20

16

FY2

01

7FY

20

18

FY2

01

3-1

8FY

20

19

FY2

01

3-1

9D

ebt I

ssua

nce

Par V

alue

-$

-

$

100,

910

$

30

8,52

4$

162,

153

$

11

,291

$

58

2,87

8$

7,88

4$

59

0,7

62

$

Is

suan

ce C

ost

-$

-

$

1,40

7$

2,

964

$

1,86

6$

73

5$

6,97

2$

709

$

7,6

81

$

Tota

l Deb

t Iss

uanc

e-

$

-$

1

02

,31

7$

3

11

,48

8$

1

64

,01

9$

1

2,0

26

$

5

89

,85

0$

8,5

93

$

5

98

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3$

Proj

ecte

d Ju

risdi

ctio

nal S

hare

of D

ebt*

FY2

01

3FY

20

14

FY2

01

5FY

20

16

FY2

01

7FY

20

18

FY2

01

3-1

8FY

20

19

FY2

01

3-1

9D

istr

ict o

f Col

umbi

aD

istri

ct o

f Col

umbi

a-

$

-$

38

,372

$

116,

819

$

61

,513

$

4,51

0$

22

1,21

4$

3,22

3$

22

4,4

37

$

To

tal D

istr

ict o

f Col

umbi

a-

$

-$

3

8,3

72

$

1

16

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9$

6

1,5

13

$

4

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22

1,2

14

$

3

,22

3$

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4,4

37

$

Mar

ylan

dM

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omer

y C

ount

y-

$

-$

17

,801

$

54,1

92$

28

,536

$

2,09

2$

10

2,62

0$

1,49

5$

10

4,1

15

$

Pr

ince

Geo

rges

Cou

nty

-$

-

$

19,5

99$

59

,667

$

31,4

19$

2,

304

$

112,

988

$

1,

646

$

1

14

,63

4$

Tota

l Mar

ylan

d-

$

-$

3

7,4

00

$

1

13

,85

9$

5

9,9

54

$

4

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6$

21

5,6

08

$

3

,14

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21

8,7

49

$

Virg

inia

Alex

andr

ia-

$

-$

4,

205

$

12,8

02$

6,

741

$

494

$

24

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$

353

$

24

,59

5$

Ar

lingt

on C

ount

y-

$

-$

7,

862

$

23,9

36$

12

,604

$

924

$

45

,326

$

660

$

45

,98

7$

C

ity o

f Fai

rfax

-$

-

$

265

$

80

8$

425

$

31

$

1,

529

$

22

$

1

,55

2$

Fa

irfax

Cou

nty

-$

-

$

13,9

37$

42

,428

$

22,3

41$

1,

638

$

80,3

44$

1,

170

$

8

1,5

14

$

Falls

Chu

rch

-$

-

$

275

$

83

7$

441

$

32

$

1,

585

$

23

$

1

,60

9$

To

tal V

irgin

ia-

$

-$

2

6,5

44

$

8

0,8

10

$

4

2,5

52

$

3

,12

0$

15

3,0

27

$

2

,22

9$

15

5,2

56

$

Tota

l Deb

t:-

$

-$

1

02

,31

7$

3

11

,48

8$

1

64

,01

9$

1

2,0

26

$

5

89

,85

0$

8,5

93

$

5

98

,44

3$

Deb

t Ass

umpt

ions

1. Is

suan

ce c

osts

are

ass

umed

to e

qual

a fi

xed

$650

,000

pay

men

t plu

s 0.

75%

of t

he p

ar v

alue

of t

he is

suan

ce.


III-26

Table 3.14 Debt Service for FY2013 to FY2019 Debt Issuances (thousands)

Annu

al W

ork

Plan

Yea

rFo

reca

stFY

2013

Issu

ance

FY20

14 Is

suan

ceFY

2015

Issu

ance

FY20

16 Is

suan

ceFY

2017

Issu

ance

FY20

18 Is

suan

ceFY

2013

-18

FY20

19 Is

suan

ceFY

2013

-19

Int.

Rat

e:5.

25%

Int.

Rat

e:5.

25%

Int.

Rat

e:5.

50%

Int.

Rat

e:5.

75%

Int.

Rat

e:6.

00%

Int.

Rat

e:6.

25%

Int.

Rat

e:6.

50%

Proj

ecte

d D

ebt S

ervi

cePr

in.

Int.

Prin

.In

t.Pr

in.

Int.

Prin

.In

t.Pr

in.

Int.

Prin

.In

t.Pr

in.

Int.

Prin

.In

t.Pr

in.

Int.

FY20

13 D

ebt

Serv

ice

00

-$

-

$

-

$

-$

-$

-

$

-

$

-

$

-

$

-$

-

$

-

$

-

$

-

$

-$

-$

FY20

14 D

ebt

Serv

ice

00

-

-

-$

-

$

-

$

-$

-$

-$

-$

-

$

-$

-$

-$

-$

-

$

-

$

FY

2015

Deb

t Se

rvic

e0

0-

-

2,

824

$

5,62

7$

-$

-

$

-

$

-

$

-

$

-$

2,

824

$

5,

627

$

-

$

-

$

2,8

24

$

5,6

27

$

FY20

16 D

ebt

Serv

ice

00

-

-

2,90

7$

5,

472

$

8,

597

$

17

,911

$

-$

-$

-$

-

$

11,5

04$

23

,383

$

-$

-$

1

1,5

04

$

23

,38

3$

FY20

17 D

ebt

Serv

ice

00

-

-

2,99

3$

5,

312

$

8,

851

$

17

,416

$

4,52

7$

9,

841

$

-$

-

$

16,3

71$

32

,570

$

-$

-$

1

6,3

71

$

32

,57

0$

FY20

18 D

ebt

Serv

ice

00

-

-

3,08

2$

5,

148

$

9,

112

$

16

,907

$

4,66

1$

9,

570

$

332

$

75

2$

17,1

86$

32

,376

$

-$

-$

1

7,1

86

$

32

,37

6$

FY20

19 D

ebt

Serv

ice

00

-$

-

$

3,

172

$

4,97

8$

9,38

1$

16,3

83$

4,

798

$

9,29

0$

34

2$

731

$

17

,694

$

31,3

82$

23

7$

55

9$

1

7,9

31

$

31

,94

1$

Tota

l FY

20

13

-19

Deb

t S

ervi

ce0

0-

$

-$

14

,97

8$

2

6,5

37

$

35

,94

1$

6

8,6

17

$

13

,98

6$

28

,70

1$

67

4$

1

,48

2$

65

,57

9$

12

5,3

38

$

2

37

$

55

9$

6

5,8

16

$

12

5,8

96

$

FY20

20 D

ebt

Serv

ice

00

-

-

3,26

6$

4,

804

$

9,

658

$

15

,844

$

4,94

0$

9,

002

$

352

$

71

0$

18,2

16$

30

,359

$

244

$

543

$

18

,46

0$

3

0,9

02

$

FY

2021

Deb

t Se

rvic

e0

0-

-

3,

363

$

4,62

4$

9,94

3$

15,2

89$

5,

086

$

8,70

6$

36

2$

688

$

18

,754

$

29,3

06$

25

1$

52

7$

1

9,0

05

$

29

,83

3$

FY20

22 D

ebt

Serv

ice

00

-

-

3,46

2$

4,

439

$

10

,237

$

14

,717

$

5,23

6$

8,

400

$

373

$

66

5$

19,3

07$

28

,221

$

259

$

511

$

19

,56

6$

2

8,7

32

$

FY

2023

Deb

t Se

rvic

e0

0-

-

3,

564

$

4,24

9$

10,5

39$

14,1

28$

5,

390

$

8,08

6$

38

4$

642

$

19

,877

$

27,1

05$

26

6$

49

4$

2

0,1

44

$

27

,59

9$

FY20

24 D

ebt

Serv

ice

00

-

-

3,66

9$

4,

053

$

10

,850

$

13

,522

$

5,55

0$

7,

763

$

395

$

61

8$

20,4

64$

25

,955

$

274

$

477

$

20

,73

9$

2

6,4

32

$

FY

2025

Deb

t Se

rvic

e0

0-

-

3,

778

$

3,85

1$

11,1

71$

12,8

98$

5,

713

$

7,43

0$

40

7$

593

$

21

,068

$

24,7

72$

28

2$

45

9$

2

1,3

51

$

25

,23

1$

FY20

26 D

ebt

Serv

ice

00

-

-

3,88

9$

3,

643

$

11

,500

$

12

,256

$

5,88

2$

7,

087

$

419

$

56

7$

21,6

90$

23

,554

$

291

$

441

$

21

,98

1$

2

3,9

94

$

FY

2027

Deb

t Se

rvic

e0

0-

-

4,

004

$

3,42

9$

11,8

40$

11,5

95$

6,

056

$

6,73

4$

43

1$

541

$

22

,331

$

22,2

99$

29

9$

42

2$

2

2,6

30

$

22

,72

1$

FY20

28 D

ebt

Serv

ice

00

-

-

4,12

2$

3,

209

$

12

,189

$

10

,914

$

6,23

4$

6,

371

$

444

$

51

4$

22,9

90$

21

,008

$

308

$

402

$

23

,29

8$

2

1,4

10

$

FY

2029

Deb

t Se

rvic

e0

0-

-

4,

244

$

2,98

2$

12,5

49$

10,2

13$

6,

419

$

5,99

7$

45

7$

487

$

23

,669

$

19,6

79$

31

7$

38

2$

2

3,9

86

$

20

,06

1$

FY20

30 D

ebt

Serv

ice

00

-

-

4,36

9$

2,

749

$

12

,920

$

9,

491

$

6,

608

$

5,61

2$

47

1$

458

$

24

,368

$

18,3

10$

32

7$

36

2$

2

4,6

94

$

18

,67

2$

FY20

31 D

ebt

Serv

ice

00

-

-

4,49

8$

2,

508

$

13

,301

$

8,

749

$

6,

803

$

5,21

5$

48

4$

429

$

25

,087

$

16,9

01$

33

6$

34

0$

2

5,4

23

$

17

,24

1$

FY20

32 D

ebt

Serv

ice

00

-

-

4,63

1$

2,

261

$

13

,694

$

7,

984

$

7,

004

$

4,80

7$

49

9$

398

$

25

,828

$

15,4

50$

34

6$

31

9$

2

6,1

74

$

15

,76

9$

FY20

33 D

ebt

Serv

ice

00

-

-

4,76

8$

2,

006

$

14

,098

$

7,

196

$

7,

211

$

4,38

7$

51

4$

367

$

26

,590

$

13,9

57$

35

6$

29

6$

2

6,9

47

$

14

,25

3$

FY20

34 D

ebt

Serv

ice

00

-

-

4,90

8$

1,

744

$

14

,514

$

6,

386

$

7,

424

$

3,95

4$

52

9$

335

$

27

,375

$

12,4

19$

36

7$

27

3$

2

7,7

42

$

12

,69

2$

FY20

35 D

ebt

Serv

ice

00

-

-

5,05

3$

1,

474

$

14

,943

$

5,

551

$

7,

643

$

3,50

9$

54

4$

302

$

28

,183

$

10,8

36$

37

8$

24

9$

2

8,5

61

$

11

,08

5$

FY20

36 D

ebt

Serv

ice

00

-

-

5,20

3$

1,

196

$

15

,384

$

4,

692

$

7,

868

$

3,05

0$

56

0$

268

$

29

,016

$

9,20

6$

389

$

224

$

29

,40

4$

9

,43

1$

FY

2037

Deb

t Se

rvic

e0

0-

-

5,

356

$

910

$

15,8

38$

3,80

7$

8,10

1$

2,

578

$

577

$

23

3$

29,8

72$

7,

528

$

40

0$

19

9$

3

0,2

73

$

7,7

28

$

FY20

38 D

ebt

Serv

ice

00

-

-

5,51

4$

61

6$

16

,306

$

2,

897

$

8,

340

$

2,09

2$

59

4$

197

$

30

,754

$

5,80

1$

412

$

173

$

31

,16

6$

5

,97

4$

FY

2039

Deb

t Se

rvic

e0

0-

-

5,

677

$

312

$

16,7

87$

1,95

9$

8,58

6$

1,

592

$

611

$

16

0$

31,6

62$

4,

023

$

42

4$

14

6$

3

2,0

86

$

4,1

69

$

FY20

40 D

ebt

Serv

ice

00

-

-

-$

(0

)$

17,2

83$

994

$

8,84

0$

1,

076

$

630

$

12

2$

26,7

52$

2,

192

$

43

7$

11

9$

2

7,1

89

$

2,3

10

$

FY20

41 D

ebt

Serv

ice

00

-

-

-$

(0

)$

-$

-

$

9,

101

$

546

$

64

8$

82$

9,74

9$

628

$

450

$

90$

10

,19

9$

7

19

$

FY

2042

Deb

t Se

rvic

e0

0-

-

-

$

(0)

$

-

$

-$

-$

0$

667

$

42

$

66

7$

42

$

463

$

61$

1,1

30

$

10

3$

FY20

43 D

ebt

Serv

ice

00

-

-

-$

(0

)$

-$

-

$

-

$

0

$

-

$

(0)

$

-

$

(0

)$

477

$

31$

47

7$

31

$

FY20

44 D

ebt

Serv

ice

00

-

-

-$

(0

)$

-$

-

$

-

$

0

$

-

$

(0)

$

-

$

(0

)$

-$

-$

-

$

(0

)$

To

tal D

ebt

Ser

vice

00

-$

-

$

1

02

,31

7$

8

1,5

96

$

31

1,4

88

$

25

9,6

99

$

1

64

,01

9$

1

42

,69

5$

12

,02

6$

10

,89

8$

58

9,8

50

$

4

94

,88

8$

8,5

93

$

8

,09

9$

59

8,4

43

$

5

02

,98

7$

Deb

t Ass

umpt

ions

1. D

ebt m

atur

ity is

ass

umed

to b

e 25

yea

rs.

2. P

rinci

pal r

epay

men

t stru

ctur

e is

bas

ed o

n 14

.5 y

ear a

vera

ge a

ge o

f deb

t.3.

Issu

ance

cos

ts a

re a

ssum

ed to

equ

al a

fixe

d $6

50,0

00 p

aym

ent p

lus

0.75

% o

f the

par

val

ue o

f the

issu

ance

.


III-27

Table 3.15 Debt Service for FY2013 to FY2019 Jurisdictional Breakout (thousands)

Fore

cast

FY20

13-1

9 D

ebt S

ervi

ceD

istr

ict o

f Col

umbi

aM

ontg

omer

y C

ount

yPr

ince

Geo

rges

Cou

nty

Alex

andr

iaAr

lingt

on C

ount

yC

ity o

f Fai

rfax

Fairf

ax C

ount

yFa

lls C

hurc

hPr

ojec

ted

Deb

t Ser

vice

Prin

.In

t.Pr

in.

Int.

Prin

.In

t.Pr

in.

Int.

Prin

.In

t.Pr

in.

Int.

Prin

.In

t.Pr

in.

Int.

Prin

.In

t.FY

2013

Deb

t Se

rvic

e-

$

-$

-

$

-$

-

$

-$

-

$

-$

-

$

-$

-

$

-$

-

$

-$

-

$

-$

-

$

-$

FY

2014

Deb

t Se

rvic

e-

$

-$

-

$

-$

-

$

-$

-

$

-$

-

$

-$

-

$

-$

-

$

-$

-

$

-$

-

$

-$

FY

2015

Deb

t Se

rvic

e2,

824

$

5,62

7$

1,

059

$

2,11

0$

49

1$

979

$

54

1$

1,07

8$

11

6$

231

$

21

7$

432

$

7

$

15$

385

$

76

7$

8$

15

$

FY

2016

Deb

t Se

rvic

e11

,504

$

23

,383

$

4,

315

$

8,76

9$

2,

001

$

4,06

8$

2,

204

$

4,47

9$

47

3$

961

$

88

4$

1,79

7$

30

$

61

$

1,

567

$

3,18

5$

31

$

63

$

FY

2017

Deb

t Se

rvic

e16

,371

$

32

,570

$

6,

140

$

12,2

15$

2,84

8$

5,

666

$

3,13

6$

6,

239

$

673

$

1,

339

$

1,25

8$

2,

503

$

42$

84$

2,23

0$

4,

436

$

44$

88$

FY20

18 D

ebt

Serv

ice

17,1

86$

32,3

76$

6,44

5$

12

,142

$

2,

990

$

5,63

3$

3,

292

$

6,20

2$

70

6$

1,33

1$

1,

321

$

2,48

8$

45

$

84

$

2,

341

$

4,41

0$

46

$

87

$

FY

2019

Deb

t Se

rvic

e17

,931

$

31

,941

$

6,

725

$

11,9

79$

3,12

0$

5,

557

$

3,43

5$

6,

118

$

737

$

1,

313

$

1,37

8$

2,

454

$

46$

83$

2,44

2$

4,

351

$

48$

86$

Tota

l FY

20

13

-19

Deb

t S

ervi

ce6

5,8

16

$

1

25

,89

6$

2

4,6

83

$

47

,21

6$

1

1,4

50

$

21

,90

3$

1

2,6

07

$

24

,11

6$

2

,70

5$

5,1

74

$

5

,05

8$

9,6

74

$

1

71

$

32

6$

8

,96

5$

17

,14

8$

1

77

$

33

8$

FY20

20 D

ebt

Serv

ice

18,4

60$

30,9

02$

6,92

3$

11

,589

$

3,

212

$

5,37

6$

3,

536

$

5,91

9$

75

9$

1,27

0$

1,

419

$

2,37

5$

48

$

80

$

2,

514

$

4,20

9$

50

$

83

$

FY

2021

Deb

t Se

rvic

e19

,005

$

29

,833

$

7,

128

$

11,1

88$

3,30

6$

5,

190

$

3,64

1$

5,

715

$

781

$

1,

226

$

1,46

0$

2,

292

$

49$

77$

2,58

9$

4,

064

$

51$

80$

FY20

22 D

ebt

Serv

ice

19,5

66$

28,7

32$

7,33

8$

10

,776

$

3,

404

$

4,99

9$

3,

748

$

5,50

4$

80

4$

1,18

1$

1,

504

$

2,20

8$

51

$

74

$

2,

665

$

3,91

4$

53

$

77

$

FY

2023

Deb

t Se

rvic

e20

,144

$

27

,599

$

7,

555

$

10,3

51$

3,50

5$

4,

802

$

3,85

9$

5,

287

$

828

$

1,

134

$

1,54

8$

2,

121

$

52$

72$

2,74

4$

3,

759

$

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III-28

Proposed Fiscal Year 2014 Annual Budget Washington Metropolitan Area Transit Authority Chapter IV. Operating Budget by Mode

______________________________________________________________________ IV-1

Chapter IV. Operating Budget by Mode This chapter provides information on Metro’s three primary services – Metrobus, Metrorail and MetroAccess. Operating expenses, anticipated revenues and subsidy are provided for each service. Operating expenses for each service include its share of administrative costs. More specific department-by-department data is provided in Chapter V.


IV-2

Sources and Uses of Funds by Mode Operating Budget

Fiscal Year 2014 Proposed: $1.7 Billion

Where it Comes From The largest source of funding comes from passenger revenue, $788.4 million or 47.7 percent, from MetroBus, MetroRail and MetroAccess. The second largest source of funding is from the gross subsidy of $762.2 million or 46.1 percent. The remainder $103.5 million comes from prior year budget surpluses, parking, advertising, fiber optic leases and other revenues.1 Gross subsidy is total expenses less total revenues. Figure 4.1

Where it Goes The largest operating budget expenditure is personnel costs at $1,182.5 million or 71.5 percent followed by services with expenses totaling $209.1 million or 12.6 percent. Figure 4.2 Note: Excludes Reimbursable Operating Projects 1 Board resolution 2003-50 provides for the use of surplus subsidy to offset budget shortfalls

Metrobus, $159.7

Metrorail, $724.4

MetroAccess, $7.7

Gross Subsidy, $762.2

SOURCES OF FUNDS

Personnel, $1,182.5

Services, $209.1

Materials & Supplies, $93.6

Fuel & Propulsion, $91.0

Other, $77.9

USES OF FUNDS


______________________________________________________________________ IV-3

Table 4.1

Proposed BUS RAIL ACCESSBudget Budget Budget Budget

(Dollars in Thousands) 2014 2014 2014 2014

REVENUESPassenger $788,402 $141,834 $638,849 $7,720Other Passenger $7,600 $2,554 $5,046 $0Parking $47,000 $0 $47,000 $0Advertising $19,000 $12,730 $6,270 $0Joint Development $8,000 $0 $8,000 $0Fiber Optics $14,500 $0 $14,500 $0Other $7,069 $2,330 $4,739 $0Interest $331 $301 $30 $0

Total Revenues $891,902 $159,748 $724,435 $7,720

EXPENSESPersonnel $1,182,498 $449,867 $723,576 $9,056Services $209,128 $39,363 $78,305 $91,460Materials & Supplies $93,633 $29,716 $53,528 $10,389Fuel & Propulsion Power $90,990 $35,683 $55,307 $0Utilities $41,684 $9,291 $32,277 $115Casualty & Liability $30,119 $11,092 $16,994 $2,033Leases & Rentals $5,412 $1,761 $2,592 $1,059Miscellaneous $5,867 $2,199 $3,612 $57Preventive Maint./Reimb. ($5,195) ($747) ($4,383) ($65)

Total Expenses $1,654,135 $578,226 $961,806 $114,103

GROSS SUBSIDY $762,233 $418,478 $237,371 $106,384

Preventive Maintenance ($30,700) ($10,438) ($20,262) $0

Net Local Subsidy $731,533 $408,040 $217,109 $106,384

Cost Recovery Ratio 53.9% 27.6% 75.3% 6.8%

REVENUES AND EXPENSESOPERATING BUDGET


IV-4

Table 4.2

Approved ProposedActual Actual Budget Budget

2011 2012 2013 2014 Change

Passenger $707,161 $710,939 $772,288 $788,402 $16,114Other Passenger $4,424 $7,121 $7,600 $7,600 $0Parking $43,297 $45,554 $48,600 $47,000 ($1,600)Charter $0 $0 $0 $0 $0Advertising $17,518 $18,284 $15,500 $19,000 $3,500Joint Development $8,114 $6,039 $8,084 $8,000 ($84)Other $11,444 $7,248 $6,903 $6,919 $16Employee Parking $161 $122 $150 $150 $0Interest $230 ($10) $330 $331 $1Fiber Optics $14,222 $14,566 $14,500 $14,500 $0

Total Revenues $806,571 $809,861 $873,955 $891,902 $17,947

EXPENSESPersonnel $1,007,311 $1,022,161 $1,124,117 $1,182,498 $58,381Services $177,697 $181,313 $215,255 $209,128 ($6,127)Materials & Supplies $76,025 $80,851 $69,106 $93,633 $24,527Fuel & Propulsion Power $80,524 $83,075 $90,132 $90,990 $858Utilities $33,649 $31,719 $40,579 $41,684 $1,104Casualty & Liability $37,901 $30,641 $31,579 $30,119 ($1,460)Leases & Rentals $4,672 $4,842 $4,856 $5,412 $556Miscellaneous $4,349 $4,294 $5,224 $5,867 $643Reimbursements/Other ($4,558) ($4,202) ($4,748) ($5,195) ($447)

Total Expenses $1,417,569 $1,434,694 $1,576,100 $1,654,135 $78,035

GROSS SUBSIDY $610,998 $624,833 $702,145 $762,233 $60,088

Preventive Maintenance ($60,700) ($30,700) ($30,700) ($30,700) $0

Net Local Subsidy $550,298 $594,133 $671,445 $731,533 $60,088

Cost Recovery Ratio 56.9% 56.4% 55.5% 53.9% 23.0%

OPERATING BUDGET REVENUES AND EXPENSES


______________________________________________________________________ IV-5

Table 4.3


(Dollars in Thousands) 2011 2012 2013 2014 Change Variance

Salaries (Total) $207,130 $214,999 $235,206 $245,967 $10,761 4.6%Full-Time Salaries $192,498 $200,900 $231,062 $242,012 $10,949Salary Lapse $0 $0 ($4,540) ($5,773) ($1,234)Overtime Salaries $14,633 $14,099 $8,683 $9,728 $1,045

Wages (Total) $486,371 $504,224 $530,113 $551,783 $21,670 4.1%Operator/StaMgr Wages $203,866 $212,637 $225,719 $237,337 $11,618Operator/StaMgr Overtime $39,858 $44,589 $37,444 $37,579 $134Full Time Wages $217,235 $221,289 $260,570 $270,895 $10,325Wage Lapse $0 $0 ($6,742) ($7,287) ($545)Overtime Wages $25,411 $25,710 $13,122 $13,259 $137TOTAL SALARIES AND WAGES $693,501 $719,223 $765,319 $797,749 $32,430 4.2%

Fringes (Total) $313,811 $302,937 $358,798 $384,749 $25,951 7.2%TOTAL PERSONNEL COST $1,007,311 $1,022,161 $1,124,117 $1,182,498 $58,381 5.2%

Services (Total) $177,697 $181,313 $215,255 $209,128 ($6,127) -2.8%Management Fee $3,227 $3,309 $1,929 $1,584 ($345)Professional & Technical $19,296 $20,543 $28,596 $27,633 ($962)Temporary Help $3,012 $2,691 $2,493 $2,650 $157Contract Maintenance $31,719 $33,270 $45,572 $51,165 $5,593Custodial Services $27 $9 $148 $133 ($15)Paratransit $96,686 $95,377 $98,020 $85,983 ($12,037)Other $23,731 $26,115 $38,497 $39,980 $1,483

Materials & Supplies (Total) $76,025 $80,851 $69,106 $93,633 $24,527 35.5%Fuel and Lubricants $4,981 $6,030 $5,557 $17,928 $12,371Tires $5,564 $6,073 $5,747 $5,983 $236Other $65,480 $68,748 $57,802 $69,722 $11,919

Fuel & Propulsion (Total) $80,524 $83,075 $90,132 $90,990 $858 1.0%Diesel Fuel $25,873 $29,656 $31,405 $30,323 ($1,083)Propulsion Power $51,010 $47,582 $51,739 $55,307 $3,568Clean Natural Gas $3,642 $5,837 $6,988 $5,360 ($1,627)

Utilities (Total) $33,649 $31,719 $40,579 $41,684 $1,104 2.7%Electricity and Gas $29,161 $26,569 $34,763 $35,624 $861Utilities - Other $4,488 $5,150 $5,816 $6,060 $243

Casualty & Liability (Total) $37,901 $30,641 $31,579 $30,119 ($1,460) -4.6%Insurance $12,596 $14,570 $14,175 $17,709 $3,534Claims $25,305 $16,071 $17,404 $12,410 ($4,995)

Leases (Total) $4,672 $4,842 $4,856 $5,412 $556 11.4%Property $2,490 $2,503 $2,075 $2,341 $266Equipment $2,183 $2,338 $2,781 $3,071 $290

Miscellaneous (Total) $4,349 $4,294 $5,224 $5,867 $643 12.3%Dues And Subscriptions $308 $325 $473 $466 ($7)Conferences and Meetings $117 $134 $276 $276 ($0)Business Travel/Public Hrg $258 $402 $735 $775 $40Interview & Relocation $175 $15 $26 $27 $0Advertising $2,019 $2,595 $2,551 $3,162 $612Other $1,472 $823 $1,163 $1,162 ($2)

Reimbursements (Total) ($4,558) ($4,202) ($4,748) ($5,195) ($447) 9.4%Reimbursements ($4,558) ($4,202) ($4,748) ($5,195) ($447)TOTAL NONPERSONNEL COST $410,258 $412,533 $451,983 $471,637 $19,654 4.3%

TOTAL COST $1,417,569 $1,434,694 $1,576,100 $1,654,135 $78,035 5.0%

Authority-WideOPERATING EXPENSE BUDGET


IV-6

For the period from FY2011 to FY2014, passenger fares continue to be the main source of revenue, growing by $84 million or 12 percent. Gross subsidy increased by $14 million or 2 percent in FY2012 and grew by $77 million or 12 percent in FY2013. It is budgeted to grow by $60 million or 9 percent in FY2014. Figure 4.3

FY2014 personnel costs for the operating budget are $1.2 billion, a projected increase of $58.4 million or 5.2 percent over FY2013. These cost increases are driven by a combination of service increases including the introduction of Silver Line service in the last half of FY2014, new Bus Priority Corridors and enhancements to 36 routes as part of the Bus “State of Good Operations” initiative and benefit increases. Benefit growth continues to outpace growth in salary and wages. Benefits will increase at a rate 71 percent above the growth projected in wages and salaries in FY2014. FY2014 service expenses for the operating budget are $209.1 million, a decrease of $6.1 million, or 2.8 percent, from FY2013. These decreases are due mainly to the recognition of successful demand management of paratransit service.

$0$100,000$200,000$300,000$400,000$500,000$600,000$700,000$800,000$900,000

Metro Sources of Funds

Actual 2011 Actual 2012 Approved Budget 2013 Proposed Budget 2014

$ in Thousands


______________________________________________________________________ IV-7

Figure 4.4

$0$200,000$400,000$600,000$800,000

$1,000,000$1,200,000$1,400,000

Metro Uses of Funds


$ in Thousands


IV-8

Operating Budget by Mode: Metrobus Metrobus

Fiscal Year 2014 Proposed: $578 Million Where it Comes From For the FY2014 Proposed Budget, Metrobus is funded mainly by gross subsidy of $418.5 million or 72.4 percent. Figure 4.5

Where it Goes Personnel expenses make up the largest portion of the budget at $449.9 million or 77.8 percent for FY2014. Figure 4.6

Note: Excludes reimbursable operating projects

Metrobus Revenues

$159.7

Gross Subsidy$418.4

Metrobus Sources of Funds

$ in Millions

Personnel$449.9

Services$39.4

Materials & Supplies

$29.7

Fuel & Propulsion

$35.7

Other$23.6

Metrobus Uses of Funds

$ in Millions


______________________________________________________________________ IV-9

Table 4.4

(Dollars in Thousands)

Approved ProposedActual Actual Budget Budget2011 2012 2013 2014 Change

REVENUESPassenger $131,432 $133,876 $138,420 $141,834 $3,413Other Passenger $1,452 $5,536 $2,554 $2,554 $0Parking $0 $0 $0 $0 $0Advertising $11,737 $12,251 $10,385 $12,730 $2,345Joint Development $23 $0 $0 $0 $0Fiber Optics $0 $0 $0 $0 $0Other $3,449 $1,627 $2,325 $2,330 $5Interest $214 ($7) $300 $301 $1

Total Revenues $148,308 $153,283 $153,984 $159,748 $5,764

EXPENSESPersonnel $396,923 $407,080 $439,424 $449,867 $10,443Services $25,105 $29,332 $37,101 $39,363 $2,263Materials & Supplies $25,496 $27,985 $24,654 $29,716 $5,062Fuel & Propulsion Power $29,667 $36,053 $38,393 $35,683 ($2,710)Utilities $7,508 $6,321 $8,947 $9,291 $344Casualty & Liability $12,667 $11,398 $13,117 $11,092 ($2,025)Leases & Rentals $1,605 $1,380 $1,307 $1,761 $454Miscellaneous $2,270 $1,920 $2,124 $2,199 $74Reimbursements ($1,071) ($1,285) ($74) ($747) ($672)

Total Expenses $500,170 $520,184 $564,993 $578,226 $13,233

GROSS SUBSIDY $351,862 $366,900 $411,009 $418,478 $7,469

Less: Preventive Maint ($20,638) ($10,438) ($10,438) ($10,438) $0



Revenue, Expenses and Funding Source

METROBUS BY ACCOUNT


IV-10

Gross subsidy, the main source of funding for Metrobus grew by $15.0 million or 4.3 percent to $366.0 million in FY2012 and grew by $44.1 million or 12.0 percent to $411 million in FY2013. It is budgeted to grow by $7.5 million or 1.8 percent in FY2014. Figure 4.7

050,000

100,000150,000200,000250,000300,000350,000400,000450,000

Metrobus Sources of Funds


$ in Thousands


______________________________________________________________________ IV-11

Personnel costs grew by $32.3 million or 7.9 percent in FY2013 and are projected to grow by $10.4 million or 2.4 percent in FY2014, primarily due to the introduction of new Bus Priority Corridors and service improvements related to implementation of State of Good Operations initiatives. Services grew by $7.8 million or 26.5 percent in FY2013 and are projected to grow by $2.3 million or 6.1 percent in FY2014. Materials and Supplies decreased by $3.3 million or 11.9 percent in FY2013 and are projected to increase by $5.1 million or 20.5 percent in FY2014. Other expenses remain relatively flat.

Figure 4.8

-50,000

100,000 150,000 200,000 250,000 300,000 350,000 400,000 450,000 500,000

Metrobus Uses of Funds


$ in Thousands


IV-12

Table 4.5



Salaries (Total) $52,694 $58,556 $64,484 $66,442 $1,958 3%Full-Time Salaries $51,236 $57,288 $64,479 $66,508 $2,029Salary Lapse $0 $0 ($1,531) ($1,620) ($90)Overtime Salaries $1,458 $1,268 $1,536 $1,554 $18

Wages (Total) $219,565 $227,749 $232,813 $237,105 $4,292 2%Operator/StaMgr Wages $135,833 $141,666 $144,066 $147,548 $3,482Operator/StaMgr Overtime $22,288 $23,979 $24,066 $23,875 ($190)Full Time Wages $55,997 $56,762 $61,333 $62,479 $1,146Wage Lapse $0 $0 ($1,666) ($1,805) ($139)Overtime Wages $5,447 $5,343 $5,014 $5,007 ($7)

TOTAL SALARIES AND WAGES $272,260 $286,305 $297,297 $303,546 $6,249 2%

Fringes (Total) $124,663 $120,775 $142,126 $146,320 $4,194 3%

TOTAL PERSONNEL COST $396,923 $407,080 $439,424 $449,867 $10,443 2%

Services (Total) $25,105 $29,332 $37,101 $39,363 $2,263 6%Management Fee $0 $4 $0 $0 $0 Professional & Technical $6,705 $7,544 $10,202 $8,743 ($1,459)Temporary Help $682 $570 $783 $825 $42Contract Maintenance $11,311 $12,768 $17,445 $21,221 $3,776Custodial Services $25 $2 $148 $133 ($15)Paratransit $12 $0 $0 $0 $0Other $6,370 $8,443 $8,522 $8,441 ($81)

Materials & Supplies (Total) $25,496 $27,985 $24,654 $29,716 $5,062 21%Fuel and Lubricants $2,843 $3,440 $3,529 $4,336 $807Tires $5,437 $5,867 $5,615 $5,892 $276Other $17,217 $18,679 $15,510 $19,489 $3,978

Fuel & Propulsion(Total) $29,667 $36,053 $38,393 $35,683 ($2,710) -7%Diesel Fuel $25,873 $29,638 $31,405 $30,323 ($1,083)Propulsion Power $152 $599 $0 $0 $0Clean Natural Gas $3,642 $5,816 $6,988 $5,360 ($1,627)

Utilities (Total) $7,508 $6,321 $8,947 $9,291 $344 4%Electricity and Gas $5,777 $4,721 $7,102 $7,376 $274Utilities - Other $1,731 $1,600 $1,845 $1,915 $71

Casualty & Liability (Total) $12,667 $11,398 $13,117 $11,092 ($2,025) -15%Insurance $3,277 $3,909 $4,995 $6,589 $1,594Claims $9,390 $7,489 $8,122 $4,504 ($3,619)

Leases (Total) $1,605 $1,380 $1,307 $1,761 $454 35%Property $1,319 $1,037 $772 $778 $7Equipment $286 $343 $535 $983 $448

Miscellaneous (Total) $2,270 $1,920 $2,124 $2,199 $74 4%Dues And Subscriptions $120 $130 $185 $179 ($6)Conferences and Meetings $33 $45 $91 $88 ($3)Business Travel/Public Hrg $67 $101 $206 $222 $16Interview & Relocation $63 $4 $9 $9 $0Tolls $0 $0 $0 $0 $0 Advertising $1,494 $1,420 $1,231 $1,315 $84 7%Other $493 $220 $402 $385 ($16)

Reimbursements (Total) ($1,071) ($1,285) ($74) ($747) ($672) 905%Reimbursements ($1,071) ($1,285) ($74) ($747) ($672)TOTAL NONPERSONNEL COST $103,247 $113,103 $125,569 $128,359 $2,790 2%

TOTAL COST $500,170 $520,184 $564,993 $578,226 $13,233 2%

OPERATING EXPENSE BUDGETMETROBUS MODE


______________________________________________________________________ IV-13

Operating Budget by Mode: Metrorail Metrorail

Fiscal Year 2014 Proposed: $961.8 Million Where it Comes From Revenues from Metrorail of $724.4 million are the main source of funding, the largest of which is passenger fare revenues. The gross subsidy is $237.4 million or 24.7 percent of expenditures. Figure 4.9

Where it Goes Personnel expenses make up the largest portion of the budget at $723.6 million or 75.2 percent for FY2014. Figure 4.10

Note: Excludes reimbursable operating Projects


IV-14

Table 4.6



(Dollars in Thousands) 2011 2012 2013 2014 Change

REVENUESPassenger $571,428 $569,238 $626,148 $638,849 $12,701Other Passenger $2,972 $1,585 $5,046 $5,046 $0Parking $43,297 $45,554 $48,600 $47,000 ($1,600)Advertising $5,781 $6,034 $5,115 $6,270 $1,155Joint Development $8,090 $6,039 $8,084 $8,000 ($84)Fiber Optics $14,222 $14,566 $14,500 $14,500 $0Other $6,997 $5,148 $4,728 $4,739 $11Interest $16 ($3) $30 $30 $0

Total Revenues $652,802 $648,158 $712,252 $724,435 $12,183

EXPENSESPersonnel $605,481 $609,367 $677,016 $723,576 $46,559Services $55,015 $63,539 $74,192 $78,305 $4,112Materials & Supplies $50,433 $52,450 $44,084 $53,528 $9,444Fuel & Propulsion Power $50,857 $47,022 $51,739 $55,307 $3,568Utilities $26,069 $25,306 $31,527 $32,277 $750Casualty & Liability $25,091 $19,145 $16,662 $16,994 $331Leases & Rentals $2,441 $2,858 $2,793 $2,592 ($202)Miscellaneous $2,057 $2,324 $3,040 $3,612 $571Preventive Maint./Reimb. ($3,487) ($2,917) ($4,674) ($4,383) $291

Total Expenses $813,959 $819,094 $896,381 $961,806 $65,425

Preventive Maintenance (40,062) (20,262) (20,262) (20,262) 0



*actuals include any charges to Joint Allocated and Non-regional Distribution operating units


METRORAIL BY ACCOUNT


______________________________________________________________________ IV-15

Passenger fare revenue continues to be the main source of revenue, $638.8 million in FY2014. The projected gross subsidy for FY2014 is $237.4 million, an increase of $53.2 million over the FY2013 approved budget.

Figure 4.11

Personnel costs grew by $67.6 million or 11 percent in FY2013 and are projected to increase by $46.6 million or 6.9 percent in FY2014, primarily related to the introduction of Silver Line service in the last half of the fiscal year, fatigue management and benefits that outpaced salary and wages increases by 82 percent. Services grew by $10.7 million or 16.8 percent in FY2013 and are projected to increase by $4.1 million or 5.5 percent in FY2014. Materials and Supplies decreased by $8.4 million or 16.0 percent in FY2013 but are projected to increase by $9.4 million or 21 percent in FY2014 in recognition of the increased parts and material costs associated with rail car maintenance.


IV-16

Figure 4.12


______________________________________________________________________ IV-17

Table 4.7



Salaries (Total) $151,074 $152,628 $165,743 $173,679 $7,936 5%Full-Time Salaries 137,953 139,834 161,526 169,605 8,079Salary Lapse 0 0 (2,877) (4,045) (1,168)Overtime Salaries 13,121 12,794 7,094 8,119 1,026

Wages (Total) 266,781 276,409 297,166 314,526 17,360 6%Operator/StaMgr Wages 68,033 70,971 81,653 89,788 8,135Operator/StaMgr Overtime 17,570 20,610 13,379 13,703 325Full Time Wages 161,215 164,464 199,105 208,268 9,163Wage Lapse 0 0 (5,073) (5,479) (406)Overtime Wages 19,963 20,364 8,103 8,247 143TOTAL SALARIES AND WAGES $417,855 $429,037 $462,909 $488,205 $25,296 5%

Fringes (Total) $187,626 $180,330 $214,107 $235,370 $21,263 10%TOTAL PERSONNEL COST $605,481 $609,367 $677,016 $723,576 $46,559 7%

Services (Total) $55,015 $63,539 $74,192 $78,305 $4,112 6%Management Fee $3,227 $3,305 $1,704 $160 ($1,544)Professional & Technical $12,442 $12,557 $17,248 $17,746 $497Temporary Help $2,321 $2,110 $1,705 $1,820 $115Contract Maintenance $20,335 $20,288 $27,818 $29,603 $1,785Custodial Services $2 $8 $0 $0 $0Paratransit $1 $8,686 $0 $0 $0Other $16,688 $16,585 $25,717 $28,977 $3,260

Materials & Supplies (Total) $50,433 $52,450 $44,084 $53,528 $9,444 21%Fuel and Lubricants $2,139 $2,590 $2,029 $3,592 $1,564Tires $127 $207 $132 $91 ($40)Other $48,167 $49,654 $41,924 $49,844 $7,921

Fuel & Propulsion(Total) $50,857 $47,022 $51,739 $55,307 $3,568 7%Diesel Fuel $0 $19 $0 $0 $0Propulsion Power $50,857 $46,983 $51,739 $55,307 $3,568Clean Natural Gas $0 $20 $0 $0 $0

Utilities (Total) $26,069 $25,306 $31,527 $32,277 $750 2%Electricity and Gas $23,332 $21,787 $27,582 $28,159 $577Utilities - Other $2,737 $3,518 $3,946 $4,119 $173

Casualty & Liability (Total) $25,091 $19,145 $16,662 $16,994 $331 2%Insurance $9,319 $10,661 $7,485 $10,094 $2,609Claims $15,772 $8,483 $9,177 $6,900 ($2,278)

Leases (Total) $2,441 $2,858 $2,793 $2,592 ($202) -7%Property $622 $919 $647 $670 $23Equipment $1,819 $1,939 $2,146 $1,921 ($225)

Miscellaneous (Total) $2,057 $2,324 $3,040 $3,612 $571 19%Dues And Subscriptions $186 $188 $279 $278 ($1)Conferences and Meetings $80 $83 $172 $180 $8Business Travel/Public Hrg $187 $288 $518 $537 $19Interview & Relocation $110 $11 $16 $17 $0Tolls $0 $0 $0 $0 $0Advertising $520 $1,160 $1,310 $1,838 $528Other $974 $594 $746 $763 $17

Reimbursements (Total) ($3,487) ($2,917) ($4,674) ($4,383) $291 -6%Reimbursements ($3,487) ($2,917) ($4,674) ($4,383) $291TOTAL NONPERSONNEL COST $208,478 $209,726 $219,365 $238,230 $18,866 9%

TOTAL COST $813,959 $819,094 $896,381 $961,806 $65,425 7%

OPERATING EXPENSE BUDGETMETRORAIL MODE


IV-18

Operating Budget by Mode: MetroAccess MetroAccess

Fiscal Year 2014 Proposed: $114.1 Million Where it Comes From For FY2014, MetroAccess is funded mainly by gross subsidy of $106.4 million or 93.2 percent. Figure 4.13

Where it Goes For FY2014, the majority of the budget supports the paratransit services contract. Services are expected to be $91.5 million or 80.2 percent of the budget. Figure 4.14

Note: Excludes reimbursable operating projects

Access Revenues, $7.7

Local Subsidy $106.4

MetroAccess Sources of Funds

$ in Millions

Personnel$9.1

Services$91.5

Other$13.6

MetroAccess Uses of Funds

$ in Millions


______________________________________________________________________ IV-19

Table 4.8



(Dollars in Thousands) 2011 2012 2013 2014 Change

REVENUESPassenger $4,301 $7,825 $7,720 $7,720 $0Other Passenger $0 $0 $0 $0 $0Parking $0 $0 $0 $0 $0Advertising $0 $0 $0 $0 $0Joint Development $0 $0 $0 $0 $0Fiber Optics $0 $0 $0 $0 $0Other $1,160 $595 $0 $0 $0Interest $0 $0 $0 $0 $0

Total Revenues $5,461 $8,420 $7,720 $7,720 $0

EXPENSESPersonnel $4,907 $5,713 $7,677 $9,056 $1,379Services $97,576 $88,443 $103,962 $91,460 ($12,502)Materials & Supplies $95 $415 $368 $10,389 $10,021Fuel & Propulsion Power $0 $0 $0 $0 $0Utilities $72 $93 $105 $115 $10Casualty & Liability $143 $99 $1,800 $2,033 $234Leases & Rentals $626 $604 $756 $1,059 $303Miscellaneous $22 $50 $59 $57 ($2)Reimbursements $0 $0 $0 ($65) ($65)

Total Expenses $103,440 $95,417 $114,727 $114,103 ($624)

GROSS SUBSIDY $97,979 $86,997 $107,007 $106,384 ($624)

Preventive Maintenance $0 $0 $0 $0 $0

Net Local Subsidy $97,979 $86,997 $107,007 $106,384 ($624)



METROACCESS BY ACCOUNT


IV-20

Gross subsidy is projected to decrease by $624 thousand to $106.4 million in FY2013. Passenger revenue is expected to remain flat in FY2014 in keeping with ridership projections. Figure 4.15

Budgeted paratransit service contract expenses increased by $11.3 million or 13.1 percent in FY2013 but are projected to decrease by $12.0 million or 12.3 percent in FY2014. FY2014 budgets are in line with FY2012 actual expenses that reflect the impact of successful demand management initiatives including changes in Board policy as well as eligibility and travel training initiatives. Figure 4.16

0

20,000

40,000

60,000

80,000

100,000

120,000

MetroAccess Revenues Gross Subsidy

MetroAccess Sources of Funds

Actual 2011 Actual 2012 Approved Budget 2013 Proposed Budget 2014$ in Thousands

-

20,000

40,000

60,000

80,000

100,000

120,000

MetroAccess Uses of Funds


$ in Thousands


______________________________________________________________________ IV-21

Table 4.9



Salaries (Total) $3,362 $3,815 $4,980 $5,846 $867 17%Full-Time Salaries $3,309 $3,778 $5,057 $5,898 $841Salary Lapse $0 $0 ($132) ($108) $24Overtime Salaries $53 $37 $54 $55 $1

Wages (Total) $24 $66 $133 $151 $18 14%Operator/StaMgr Wages $0 $0 $0 $1 $1 Operator/StaMgr Overtime $0 $0 $0 $0 $0 Full Time Wages $23 $63 $132 $148 $16Wage Lapse $0 $0 ($3) ($3) $0Overtime Wages $1 $3 $5 $6 $1TOTAL SALARIES AND WAGES $3,385 $3,881 $5,113 $5,998 $885 17%

Fringes (Total) $1,522 $1,832 $2,564 $3,058 $494 19%TOTAL PERSONNEL COST $4,907 $5,713 $7,677 $9,056 $1,379 18%

Services (Total) $97,576 $88,443 $103,962 $91,460 ($12,502) -12%Management Fee $0 $0 $225 $1,424 $1,199Professional & Technical $149 $442 $1,145 $1,145 ($0)Temporary Help $9 $10 $4 $5 $0Contract Maintenance $73 $213 $309 $341 $32Custodial Services $0 $0 $0 $0 $0Paratransit $96,672 $86,690 $98,020 $85,983 ($12,037)Other $673 $1,087 $4,258 $2,562 ($1,696)

Materials & Supplies (Total) $95 $415 $368 $10,389 $10,021 2721%Fuel and Lubricants $0 $0 $0 $10,000 $10,000 Tires $0 $0 $0 $0 $0 Other $95 $415 $368 $389 $21 6%

Fuel & Propulsion(Total) $0 $0 $0 $0 $0 Diesel Fuel $0 $0 $0 $0 $0 Propulsion Power $0 $0 $0 $0 $0 Clean Natural Gas $0 $0 $0 $0 $0

Utilities (Total) $72 $93 $105 $115 $10 9%Electricity and Gas $51 $61 $79 $89 $10Utilities - Other $20 $32 $26 $26 ($0)

Casualty & Liability (Total) $143 $99 $1,800 $2,033 $234 13%Insurance $0 $0 $1,695 $1,027 ($668)Claims $143 $99 $105 $1,007 $902

Leases (Total) $626 $604 $756 $1,059 $303 40%Property $548 $548 $656 $892 $236Equipment $77 $56 $100 $167 $67

Miscellaneous (Total) $22 $50 $59 $57 ($2) -4%Dues And Subscriptions $2 $6 $9 $9 ($0)Conferences and Meetings $4 $6 $13 $8 ($5)Business Travel/Public Hrg $5 $13 $11 $16 $5Interview & Relocation $1 $0 $0 $0 $0Tolls $0 $0 $0 $0 $0Advertising $4 $15 $10 $10 ($0)Other $5 $9 $16 $14 ($2)

Reimbursements (Total) $0 $0 $0 ($65) ($65) Reimbursements $0 $0 $0 ($65) ($65) TOTAL NONPERSONNEL COST $98,533 $89,704 $107,050 $105,048 ($2,002) -2%

TOTAL COST $103,440 $95,417 $114,727 $114,103 ($624) -1%

OPERATING EXPENSE BUDGETMETROACCESS MODE


IV-22

Reimbursable Operating Budget Fiscal Year 2014 Proposed Budget: $42.7 Million

Reimbursable projects are those unique services, programs or projects for which separate funding has been arranged. The most common projects are expanded bus services.

DC Circulator The FY2014 expense budget is $19.6 million with projected revenues of $3.4, resulting in an annual subsidy of $16.3 million. The DC Circulator is a partnership between the District Department of Transportation, Washington Metropolitan Authority Transit Authority and DC Surface Transit Inc. Metro serves as the contract manager, verifying provisions of service, and providing technical advice. The cost for operating and managing the contract service are fully reimbursed by the District of Columbia. Safety and Security Grants Security grants for FY2014 are a combination of Transit Security Grant Program (TSGP), Urban Area Security Initiative (UASI), and National Explosive Detection Canine Team Program (NEDCTP) funding by the Department of Homeland Security. These grants provide funding for capital and operational security activities. Such funding enhances the ability of the Metro Transit Police Department to detect and deter potential attacks of terrorism through increased visibility, unpredictable presence, identification of areas for critical infrastructure hardening, and employee and public awareness.

Reimbursable Operating Projects: FY2014(dollars in Thousands) FY2013 FY2014

Budget Budget change State & Local Funding

• DC Circulator 1 $14,510 $16,251 $1,741

Federal Grant Funding• Safety & Security grants 5,970 8,940 2,970

Other Sources of Funding• DC Circulator - Passenger fare revenue 3,394 3,394 (0) • Neutral Host agreement with Carrier team 5,481 12,458 6,977 • Joint Development & Adjacent Construction projects 5,813 1,621 (4,192)

Total Expenditures $35,168 $42,664 $7,496

1 Local funding equals expenditures less passenger revenue

Table 4.10


______________________________________________________________________ IV-23

Neutral Host Neutral Host is an agreement with four cellular communication carriers to design, build, operate and maintain a wireless communication infrastructure throughout Metro’s underground stations and tunnels. The infrastructure acts as “Neutral Host” between participating telecommunications service providers and the consumers of their services. A separate, parallel communication system is to be built for Metro’s exclusive use to support its own wireless operational, administrative, and public safety needs. The carriers have agreed to reimburse Metro for all expenses incurred to build and maintain the system. Annual reimbursed costs include labor expenses for tunnel and track escorts. Joint Development and Adjacent Construction Projects The Metro Office of Joint Development and Adjacent Construction (JDAC) reviews and approves construction activities for those jurisdictional projects adjacent to Metrorail and Metrobus property, facilities, and operations in order to ensure that: Metro facilities and operations are not damaged or affected by the proposed project; Metro operations are not affected during and after the project construction; and Metro station capacity is not affected by the ridership generated by the project. Expenditures are reimbursed by the private or jurisdiction entity.


IV-24

Proposed Fiscal Year 2014 Annual Budget Washington Metropolitan Area Transit Authority Chapter V. Departmental Budgets

_____________________________________________________________________________ V-1

Chapter V. Department Budgets The proposed FY2014 operating and capital budgets and multi-year plans support the agency’s recently endorsed Strategic Plan and goals by funding key Business Plan priorities and actions including: • Final preparation and implementation of Silver Line revenue service • Continuation of rail frequency as defined in the Board approved Rail service standards • Continued aggressive rehabilitation of the Red, Orange and Blue rail line segments • Continued implementation of the Bus Priority Corridor Network and State of Good

Operations • Introduction of a new business model to maintain quality Access services • Replacement of the oldest buses and rail cars In addition to more bus and rail service that are provided for in the operating budget, the plan includes certain new initiatives, including the implementation of a Fatigue Management Risk System, initial design work for the next generation of in–system customer communications, capital investment to plan for future system capacity needs including 8-car trains and station expansion, implementation of efficiencies based on a third-party review, and development of a succession plan. The General Manager’s Business Plan provides the organization with Strategic Plan implementation priorities for the next three years; outlines actions to achieve those priorities; and provides measures to monitor our success, make course corrections if necessary, and provide the Board and public with a transparent and accountable framework. It also identifies multi-year investments that will deliver improvements in the next three years. The table below details some of the priority actions contained in the Business Plan and demonstrates the alignment with the Goals of the Strategic Plan.

Build and maintain a premier safety culture

and system

customer

expectations by consistently delivering

quality service

Improve regional mobility and connect

communities

Ensure fiscal stability and invest in our

people and assets

Implement Fatigue Risk Management System (FRMS)

Continue Implementation of Bus Priority Corridor Network

gg

Rehabilitation and Replacement Work on the Red Line

Maintain quality MetroAccess service through a new contract structure

Prepare for opening of Silver Line revenue service

Expand Capacity for 8-Car Trains

Replace oldest buses and railcars

Implement Succession Planning

Strategic Plan Goals

Business Plan Priorities


_____________________________________________________________________________ V-2

The Business Plan provides the organization with a framework to link employees’ day-to-day activities with agency goals and aligns their actions with the strategies and initiatives of their Departmental Business Plans. Departmental Business Plans lay out short‐term tactical plans for strategic plan implementation. They identify executable actions to achieve specific performance targets within a set timeframe, and in many cases define the targets and measures themselves. They function at the department (not enterprise) level and are constructed with one‐ to three‐year horizons. They are revisited at least annually to assess whether they have been successful in moving the department closer to achieving the goals of the strategic plan. Historical data for FY2011-FY2012 presented in the tables that follow may not accurately reflect each department’s previous budget/actual due to reorganization within Metro. This does not affect the authority wide overall total.


_____________________________________________________________________________ V-3

Independent Offices

General Manager and Chief Executive Officer

The General Manager/Chief Executive Officer (GM/CEO) is responsible for the delivery of RAIL, bus, and MetroAccess services for 1.3 million passenger trips a day. Leading the over 12,000 men and women of Metro, the GM/CEO advances Metro with a continued focus on and commitment to safety, reliability, customer service and financial stability. The GM/CEO is the voice of Metro with regional partners, as we seek to improve regional mobility and connect communities. To provide direction for the agency, the GM/CEO developed the CY 2013 – 2015 Business Plan which identifies priority actions and performance measures to evaluate progress towards Metro’s four strategic goals and defines success with specific performance targets. The GM/CEO Business Plan is built upon department-specific plans and contains actions essential to improving performance, identifies responsible parties for each action and required partnerships. The CY 2013 – 2015 GM/CEO Business plan provides:

• Key information for the decision-making process by clearly articulating agency goals, performance outcomes, and actions necessary for success;

Approved ProposedActual Budget Budget

(Dollars in Thousands) 2012 2013 2014 Change Variance

PERSONNEL COST $665 $1,073 $854 ($219) -20.4%NONPERSONNEL COST $224 $171 $79 ($92) -53.8%TOTAL COST $889 $1,244 $933 ($311) -25.0%

BUDGETED POSITIONS 8 5 4 -1 -20.0%


_____________________________________________________________________________ V-4

• Linkage between employee day-to-day work and the goals contained in the Board’s Strategic Plan;

• Prioritization framework to guide resource allocation; • Rationale for resources needed to improve performance; • Description of today’s financial planning environment; and • A baseline against which future performance and investment discussions will be

evaluated.

The GM/CEO tracks progress towards the agency’s four strategic goals through monthly performance meetings with each member of the Executive Leadership Team and monthly Vital Signs Reports. The Board of Directors holds Metro management responsible for performance outcomes during a quarterly review of the Vital Signs Report and a yearend review of the GM/CEO’s attainment of the targets outlined in the GM/CEO Business Plan. Customers and stakeholders can monitor Metro’s performance via the wmata.com Scorecard.

GM/CEO Business Plan CY 2013 – 2015

Goal: Measure:

Target

Build and maintain a premier safety culture and system

Employee injury rate < 5.0 per 200,000 hrs worked

Customer injury rate < 1.8 per million trips

Crime Rate < 2,000 Part I Crimes

Meet or exceed customer expectations by consistently delivering quality service

Bus On - Time Performance 78%

Rail On - Time Performance 90.5%

MetroAccess On - Time Performance 92%

Escalator Availability 89%

Customer Comment Rate Commendations

Complaints

>10.8 / million trips <125/million trips

Improve regional mobility and connect communities

Annual System Ridership (CY 2013)

347 million

Ensure fiscal stability and invest in our people and assets

Operating Expense on Budget 0 - 2% under budget

Capital Funds Invested 90% of forecast

Number of Positions Filled 1,800


_____________________________________________________________________________ V-5

PRIORITY ACTIONS Metro provides a vast and expansive array of services that require focused work by our employees and partnerships with our stakeholders. To clearly communicate where Metro’s focus should be, the GM/CEO identified eight key actions as top priorities in the CY13-15 Business Plan: Goal: Priority Action:

Build and maintain a premier safety culture and system

1. Implement Fatigue Risk Management System (FRMS)

Meet or exceed customer expectations by consistently delivering quality service

2. Continue Implementation of Bus Priority Corridor Network

3. Perform Aggressive Rehabilitation and Replacement Work on the Red Line

4. Maintain quality MetroAccess service through a new contract structure

Improve regional mobility and connect communities

5. Prepare for opening of Silver Line revenue service

6. Expand Capacity for 8-Car Trains

Ensure fiscal stability and invest in our people and assets

7. Replace oldest buses and railcars

8. Implement succession planning


_____________________________________________________________________________ V-6

Inspector General

Purpose The Office of Inspector General (OIG) is an independent office that reports to the Metro Board of Directors. OIG is modeled after the federal Offices of Inspectors General to advance Metro’s accountability and transparency. Responsibilities The OIG supervises and conducts independent and objective audits, investigations, and reviews of Metro programs and operations to promote economy, efficiency, and effectiveness, as well as to prevent and detect fraud, waste, and abuse in such programs and operations. The Inspector General provides advice to the Board of Directors and General Manager to assist in achieving the highest levels of program and operational performance in Metro.



PERSONNEL COST $3,278 $3,562 $3,219 ($344) -9.6%NONPERSONNEL COST $406 $522 $686 $164 31.5%TOTAL COST $3,684 $4,084 $3,905 ($179) -4.4%

BUDGETED POSITIONS 35 32 34 2 6.3%


_____________________________________________________________________________ V-7

General Counsel

Purpose The Office of General Counsel’s (COUN) role is not only to protect the Authority's legal interests, but to serve as a pro-active problem-solving and problem-avoidance resource for the Authority's policymakers and managers. Responsibilities The Office of General Counsel is responsible for planning, directing and providing substantially all of the legal services provided to the Authority. COUN's organizational structure and staffing have been developed specifically to meet these objectives and to provide an effective mechanism for providing required legal services at the lowest possible cost. The Office of General Counsel:

• Renders legal advice on procurement/contractual matters • Prepares agreements between Metro and public agencies or private organizations • Actively participates in the joint development process • Defends Metro in litigation and pursues claims on Metro’s behalf • Renders legal advice on specific policy and operational matters • Interprets Metro’s Compact • Assists in the acquisition and sale of real property • Provides day-to-day legal advice to Metro’s Board of Directors, officers, and managers

on a wide range of issues • Renders legal advice on employment matters • Renders legal advice on First Amendment issues • Administers Metro’s Public Access to Records and Private Policy programs



PERSONNEL COST $4,691 $5,005 $4,554 ($451) -9.0%NONPERSONNEL COST $914 $1,233 $1,166 ($67) -5.5%TOTAL COST $5,606 $6,238 $5,719 ($519) -8.3%



_____________________________________________________________________________ V-8

Board Secretary

Purpose The Office of the Secretary (SECT) is an independent office that reports to the WMATA Board of Directors to provide high quality, comprehensive and administrative support services to the Metro Board of Directors; including responsive, accurate and timely guidance to the Board, their appointed bodies, and Metro staff with a focus on accountability, transparency, regionalism, and customer value. Responsibilities SECT is responsible for the coordination, review and distribution of Metro Board materials; recording and maintaining official records of Board actions and resolutions at meetings; publishing legal notices and arranging public hearings approved by the Board. In addition, the Board Secretary works proactively with the General Manager and his staff to carry out the policies, goals and initiatives of the Metro Board; and serves as liaison between the Board, the Riders' Advisory Council, the agency, and its riders.



PERSONNEL COST $434 $458 $425 ($32) -7.1%NONPERSONNEL COST $220 $153 $146 ($6) -4.1%TOTAL COST $654 $610 $572 ($39) -6.3%



_____________________________________________________________________________ V-9

(Dollars in Thousands) TOTAL BUS RAIL MetroAccess

Salaries (Total) $553 $214 $328 $10Full-Time Salaries $553 $214 $328 $10Salary Lapse $0 $0 $0 $0Overtime Salaries $0 $0 $0 $0

Wages (Total) $0 $0 $0 $0Operator/StaMgr Wages $0 $0 $0 $0Operator/StaMgr Overtime $0 $0 $0 $0Full Time Wages $0 $0 $0 $0Wage Lapse $0 $0 $0 $0Overtime Wages $0 $0 $0 $0TOTAL SALARIES AND WAGES $553 $214 $328 $10

Fringes (Total) $301 $117 $179 $5TOTAL PERSONNEL COST $854 $331 $507 $16

Services (Total) $26 $10 $15 $1Management Fee $0 $0 $0 $0Professional & Technical $10 $4 $6 $0Temporary Help $0 $0 $0 $0Contract Maintenance $0 $0 $0 $0Custodial Services $0 $0 $0 $0Paratransit $0 $0 $0 $0Other $15 $6 $9 $0

Materials & Supplies (Total) $12 $4 $7 $0Fuel and Lubricants $0 $0 $0 $0Tires $0 $0 $0 $0Other $12 $4 $7 $0

Fuel & Propulsion (Total) $0 $0 $0 $0Diesel Fuel $0 $0 $0 $0Propulsion Power $0 $0 $0 $0Clean Natural Gas $0 $0 $0 $0

Utilities (Total) $0 $0 $0 $0Electricity and Gas $0 $0 $0 $0Utilities - Other $0 $0 $0 $0

Casualty & Liability (Total) $0 $0 $0 $0Insurance $0 $0 $0 $0Claims $0 $0 $0 $0

Leases (Total) $0 $0 $0 $0Property $0 $0 $0 $0Equipment $0 $0 $0 $0

Miscellaneous (Total) $42 $16 $25 $1Dues And Subscriptions $0 $0 $0 $0Conferences and Meetings $23 $9 $13 $0Business Travel/Public Hrg $6 $2 $4 $0Interview & Relocation $0 $0 $0 $0Tolls $0 $0 $0 $0Advertising $0 $0 $0 $0Other $13 $5 $8 $0

Reimbursements (Total) $0 $0 $0 $0Reimbursements $0 $0 $0 $0TOTAL NONPERSONNEL COST $79 $31 $47 $2

TOTAL COST $933 $362 $554 $17

PROPOSED FY2014 BUDGET

OPERATING COST BY MODEGeneral Manager SummaryTable 5.1


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Salaries (Total) $351 $452 $709 $553 ($156) -22.0%Full-Time Salaries $351 $452 $709 $553 ($156)Salary Lapse $0 $0 $0 $0 $0Overtime Salaries $0 $0 $0 $0 $0

Wages (Total) $0 $0 $0 $0 $0Operator/StaMgr Wages $0 $0 $0 $0 $0Operator/StaMgr Overtime $0 $0 $0 $0 $0Full Time Wages $0 $0 $0 $0 $0Wage Lapse $0 $0 $0 $0 $0Overtime Wages $0 $0 $0 $0 $0TOTAL SALARIES AND WAGES $351 $452 $709 $553 ($156) -22.0%

Fringes (Total) $162 $213 $364 $301 ($63) -17.3%TOTAL PERSONNEL COST $513 $665 $1,073 $854 ($219) -20.4%

Services (Total) $17 $22 $26 $26 $0 0.0%Management Fee $0 $0 $0 $0 $0Professional & Technical $0 $6 $10 $10 $0Temporary Help $0 $0 $0 $0 $0Contract Maintenance $0 $0 $0 $0 $0Custodial Services $0 $0 $0 $0 $0Paratransit $1 $0 $0 $0 $0Other $15 $16 $15 $15 $0

Materials & Supplies (Total) $6 $10 $5 $12 $7 130.2%Fuel and Lubricants $0 $0 $0 $0 $0Tires $0 $0 $0 $0 $0Other $6 $10 $5 $12 $7

Fuel & Propulsion (Total) $0 $0 $0 $0 $0Diesel Fuel $0 $0 $0 $0 $0Propulsion Power $0 $0 $0 $0 $0Clean Natural Gas $0 $0 $0 $0 $0

Utilities (Total) $0 $0 $0 $0 $0Electricity and Gas $0 $0 $0 $0 $0Utilities - Other $0 $0 $0 $0 $0

Casualty & Liability (Total) $0 $0 $0 $0 $0Insurance $0 $0 $0 $0 $0Claims $0 $0 $0 $0 $0

Leases (Total) $0 $0 $0 $0 $0Property $0 $0 $0 $0 $0Equipment $0 $0 $0 $0 $0

Miscellaneous (Total) $159 $192 $141 $42 ($99) -70.1%Dues And Subscriptions $150 $143 $99 $0 ($99)Conferences and Meetings $7 $33 $23 $23 $0Business Travel/Public Hrg $2 $3 $6 $6 $0Interview & Relocation $0 $0 $0 $0 $0Advertising $0 $0 $0 $0 $0Other $0 $12 $13 $13 $0

Reimbursements (Total) $0 $0 $0 $0 $0Reimbursements $0 $0 $0 $0 $0TOTAL NONPERSONNEL COST $181 $224 $171 $79 ($92) -53.8%

TOTAL COST $694 $889 $1,244 $933 ($311) -25.0%

General Manager SummaryOPERATING EXPENSE BUDGETTable 5.2


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Salaries (Total) $2,216 $862 $1,321 $33Full-Time Salaries $2,313 $896 $1,373 $43Salary Lapse -$97 -$34 -$52 -$10Overtime Salaries $0 $0 $0 $0

Wages (Total) $0 $0 $0 $0Operator/StaMgr Wages $0 $0 $0 $0Operator/StaMgr Overtime $0 $0 $0 $0Full Time Wages $0 $0 $0 $0Wage Lapse $0 $0 $0 $0Overtime Wages $0 $0 $0 $0TOTAL SALARIES AND WAGES $2,216 $862 $1,321 $33

Fringes (Total) $1,003 $390 $598 $15TOTAL PERSONNEL COST $3,219 $1,252 $1,919 $48









TOTAL COST $3,905 $1,520 $2,324 $61


OPERATING COST BY MODEInspector General SummaryTable 5.3


_____________________________________________________________________________ V-12



Salaries (Total) $2,043 $2,269 $2,470 $2,216 ($254) -10.3%Full-Time Salaries $2,043 $2,269 $2,567 $2,313 ($254)Salary Lapse $0 $0 ($97) ($97) $0Overtime Salaries $0 $0 $0 $0 $0

Wages (Total) $0 $0 $0 $0 $0Operator/StaMgr Wages $0 $0 $0 $0 $0Operator/StaMgr Overtime $0 $0 $0 $0 $0Full Time Wages $0 $0 $0 $0 $0Wage Lapse $0 $0 $0 $0 $0Overtime Wages $0 $0 $0 $0 $0TOTAL SALARIES AND WAGES $2,043 $2,269 $2,470 $2,216 ($254) -10.3%

Fringes (Total) $928 $1,008 $1,092 $1,003 ($90) -8.2%TOTAL PERSONNEL COST $2,971 $3,278 $3,562 $3,219 ($344) -9.6%

Services (Total) $296 $305 $339 $503 $164 48.4%Management Fee $0 $0 $0 $0 $0Professional & Technical $227 $282 $310 $471 $161Temporary Help $10 ($0) $0 $0 $0Contract Maintenance $41 $7 $6 $6 $0Custodial Services $0 $0 $0 $0 $0Paratransit $0 $0 $0 $0 $0Other $18 $16 $23 $27 $3






Miscellaneous (Total) $20 $24 $84 $84 $0 0.2%Dues And Subscriptions $1 $0 $1 $1 $0Conferences and Meetings $0 $0 $0 $0 $0Business Travel/Public Hrg $11 $23 $34 $42 $8Interview & Relocation $0 $0 $0 $0 $0Advertising $0 $0 $0 $0 $0Other $8 $0 $49 $41 ($8)

Reimbursements (Total) $0 $0 $0 $0 $0Reimbursements $0 $0 $0 $0 $0TOTAL NONPERSONNEL COST $323 $406 $522 $686 $164 31.5%

TOTAL COST $3,294 $3,684 $4,084 $3,905 ($179) -4.4%

Inspector General SummaryOPERATING EXPENSE BUDGETTable 5.4


_____________________________________________________________________________ V-13


Salaries (Total) $3,133 $1,214 $1,860 $58Full-Time Salaries $3,133 $1,214 $1,860 $58Salary Lapse $0 $0 $0 $0Overtime Salaries $0 $0 $0 $0

Wages (Total) $0 $0 $0 $0Operator/StaMgr Wages $0 $0 $0 $0Operator/StaMgr Overtime $0 $0 $0 $0Full Time Wages $0 $0 $0 $0Wage Lapse $0 $0 $0 $0Overtime Wages $0 $0 $0 $0TOTAL SALARIES AND WAGES $3,133 $1,214 $1,860 $58









Reimbursements (Total) $0 $0 $0 $0Reimbursements $0 $0 $0 $0TOTAL NONPERSONNEL COST $1,166 $452 $692 $22

TOTAL COST $5,719 $2,217 $3,396 $107


OPERATING COST BY MODECounsel SummaryTable 5.5


_____________________________________________________________________________ V-14



Salaries (Total) $3,051 $3,278 $3,469 $3,133 ($336) -9.7%Full-Time Salaries $3,051 $3,277 $3,469 $3,133 ($336)Salary Lapse $0 $0 $0 $0 $0Overtime Salaries $0 $1 $0 $0 $0


Fringes (Total) $1,344 $1,413 $1,536 $1,421 ($115) -7.5%TOTAL PERSONNEL COST $4,395 $4,691 $5,005 $4,554 ($451) -9.0%

Services (Total) $576 $732 $1,028 $962 ($66) -6.4%Management Fee $0 ($1) $0 $0 $0Professional & Technical $541 $684 $842 $783 ($59)Temporary Help $13 $20 $19 $26 $7Contract Maintenance $0 $0 $1 $1 ($0)Custodial Services $0 $0 $0 $0 $0Paratransit $0 $0 $0 $0 $0Other $22 $28 $166 $152 ($14)





Leases (Total) $48 $54 $59 $55 ($4) -6.8%Property $0 $0 $0 $0 $0Equipment $48 $54 $59 $55 ($4)

Miscellaneous (Total) $75 $84 $87 $81 ($6) -6.8%Dues And Subscriptions $57 $59 $56 $52 ($4)Conferences and Meetings $0 $1 $2 $2 ($0)Business Travel/Public Hrg $5 $8 $15 $14 ($1)Interview & Relocation $0 $0 $0 $0 $0Advertising $1 $0 $0 $0 $0Other $12 $16 $14 $13 ($1)

Reimbursements (Total) $0 $0 $0 $0 $0Reimbursements $0 $0 $0 $0 $0TOTAL NONPERSONNEL COST $727 $914 $1,233 $1,166 ($67) -5.5%

TOTAL COST $5,122 $5,606 $6,238 $5,719 ($519) -8.3%

Counsel SummaryOPERATING EXPENSE BUDGETTable 5.6


_____________________________________________________________________________ V-15




Fringes (Total) $132 $51 $79 $2TOTAL PERSONNEL COST $425 $165 $253 $8









TOTAL COST $572 $221 $340 $11


OPERATING COST BY MODEBoard Secretary SummaryTable 5.7


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Fringes (Total) $133 $136 $140 $132 ($8) -5.5%TOTAL PERSONNEL COST $421 $434 $458 $425 ($32) -7.1%

Services (Total) $45 $123 $53 $46 ($7) -13.4%Management Fee $0 $0 $0 $0 $0Professional & Technical $0 $90 $14 $13 ($1)Temporary Help $18 $6 $7 $7 ($0)Contract Maintenance $0 $0 $0 $0 $0Custodial Services $0 $0 $0 $0 $0Paratransit $0 $0 $0 $0 $0Other $26 $27 $31 $25 ($6)

Materials & Supplies (Total) $3 $5 $7 $6 ($0) -6.0%Fuel and Lubricants $0 $0 $0 $0 $0Tires $0 $0 $0 $0 $0Other $3 $5 $7 $6 ($0)





Miscellaneous (Total) $48 $92 $94 $95 $1 1.2%Dues And Subscriptions $0 $0 $3 $4 $2Conferences and Meetings $11 $4 $14 $11 ($3)Business Travel/Public Hrg $18 $33 $34 $32 ($2)Interview & Relocation $0 $0 $0 $0 $0Advertising $19 $53 $37 $42 $5Other $0 $3 $6 $5 ($0)


TOTAL COST $516 $654 $610 $572 ($39) -6.3%

Board Secretary SummaryOPERATING EXPENSE BUDGETTable 5.8


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Human Resources

Talent AcquisitionDirector

Ethel Roy

Civil RightsDirector

James Wynne, Jr

HR Strategy & DevelopmentDirector

Geoffrey Imperatore

HR OperationsDirector

Edward Cook

General ManagerRichard R Sarles

Human ResourcesChief Human Resource

OfficerTawnya Moore-McGee

Talent ManagementDirector

Matthew Peters

Purpose The Department of Human Resources (HR) develops and sustains programs, policies, and strategies which enhance organizational effectiveness and maximize the potential of the organization and employees to advance the mission and goals of Metro. HR supports and promotes a workplace that fosters respect, trust, equity, diversity, career and professional development, and collaboration. Responsibilities The Department of Human Resources (HR) provides:

• Strategic human capital management guidance and administration • Talent acquisition planning, employee relations, and workforce planning • Organizational development, training, succe3ssion planning and performance

management • Medical services and regulatory compliance • Workforce diversity and compliance • Policy development and change management • Compensation and benefits program administration and services • HR information systems and services



PERSONNEL COST $10,932 $12,275 $12,306 $31 0.3%NONPERSONNEL COST $5,526 $6,146 $6,178 $32 0.5%TOTAL COST $16,458 $18,421 $18,484 $63 0.3%



_____________________________________________________________________________ V-18


Salaries (Total) $7,847 $3,085 $4,621 $141Full-Time Salaries $7,894 $3,099 $4,655 $140Salary Lapse -$208 -$77 -$130 -$1Overtime Salaries $161 $63 $95 $3

Wages (Total) $295 $115 $175 $6Operator/StaMgr Wages $66 $26 $39 $1Operator/StaMgr Overtime $0 $0 $0 $0Full Time Wages $240 $93 $143 $4Wage Lapse -$11 -$4 -$7 $0Overtime Wages $0 $0 $0 $0TOTAL SALARIES AND WAGES $8,143 $3,200 $4,796 $147

Fringes (Total) $4,164 $1,637 $2,453 $74TOTAL PERSONNEL COST $12,306 $4,837 $7,249 $221

Services (Total) $4,599 $1,803 $2,712 $84Management Fee $0 $0 $0 $0Professional & Technical $4,162 $1,631 $2,454 $76Temporary Help $84 $33 $50 $2Contract Maintenance $29 $11 $17 $1Custodial Services $0 $0 $0 $0Paratransit $0 $0 $0 $0Other $325 $127 $191 $6







Reimbursements (Total) $0 $0 $0 $0Reimbursements $0 $0 $0 $0TOTAL NONPERSONNEL COST $6,178 $2,414 $3,633 $131

TOTAL COST $18,484 $7,251 $10,881 $352


OPERATING COST BY MODEHuman Resources Summary

Table 5.11


_____________________________________________________________________________ V-19



Salaries (Total) $6,420 $7,038 $7,923 $7,847 ($75) -1.0%Full-Time Salaries $6,301 $6,881 $8,021 $7,894 ($127)Salary Lapse $0 $0 ($208) ($208) $0Overtime Salaries $119 $156 $110 $161 $51

Wages (Total) $212 $307 $254 $295 $42 16.4%Operator/StaMgr Wages $0 $0 $0 $66 $66Operator/StaMgr Overtime $0 $0 $0 $0 $0Full Time Wages $210 $295 $264 $240 ($24)Wage Lapse $0 $0 ($11) ($11) $0Overtime Wages $2 $12 $0 $0 $0TOTAL SALARIES AND WAGES $6,631 $7,344 $8,176 $8,143 ($34) -0.4%

Fringes (Total) $3,410 $3,587 $4,099 $4,164 $65 1.6%TOTAL PERSONNEL COST $10,041 $10,932 $12,275 $12,306 $31 0.3%

Services (Total) $2,706 $3,735 $4,597 $4,599 $2 0.0%Management Fee $0 $0 $0 $0 $0Professional & Technical $2,156 $3,125 $4,174 $4,162 ($12)Temporary Help $177 $326 $82 $84 $3Contract Maintenance $12 $14 $28 $29 $1Custodial Services $0 $0 $0 $0 $0Paratransit $0 $0 $0 $0 $0Other $361 $270 $314 $325 $11





Leases (Total) $307 $390 $394 $401 $7 1.8%Property $296 $357 $0 $0 $0Equipment $11 $33 $394 $401 $7

Miscellaneous (Total) $714 $884 $790 $804 $14 1.8%Dues And Subscriptions $7 $7 $25 $25 $0Conferences and Meetings $8 $9 $36 $36 $1Business Travel/Public Hrg $5 $6 $19 $19 $0Interview & Relocation $172 $5 $24 $24 $0Advertising $406 $725 $422 $429 $8Other $116 $131 $265 $270 $5

Reimbursements (Total) $1 $0 $0 $0 $0Reimbursements $1 $0 $0 $0 $0TOTAL NONPERSONNEL COST $4,369 $5,526 $6,146 $6,178 $32 0.5%

TOTAL COST $14,410 $16,458 $18,421 $18,484 $63 0.3%

Human Resources SummaryOPERATING EXPENSE BUDGETTable 5.12


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Chief of Staff

Chief of StaffBarbara Richardson

PlanningManaging Director

Shyam Kannan

Office of PerformanceChief

Andrea Burnside

Government Relations Director

Regina Sullivan

Purpose The Office of the Chief of Staff’s (CHOS) purpose is to lead major departmental projects and initiatives, direct the strategic planning process, oversee performance in achieving organizational goals and immediate priorities, build and maintain stakeholder relationships, and oversee management’s Board communications. Responsibilities Regional and strategic planning, corridor planning and development, access planning and policy analysis, capital systems planning, sustainability, business plan development and tracking, government relations and policy, Board communications, performance management and reporting. CHOS has oversight of four offices: Office of Government Relations, Office of Performance, Office of Planning, and Office of Strategic Communications and Marketing Planning. Other responsibilities of CHOS include:

• Monitoring and following-up on all requests and directives from the GM/CEO • Communicating and coordinating with the Executive Leadership Team (ELT) on Metro-

wide policies, initiatives, and projects • Coordinating audit reports with all relevant departments • Providing communication and coordination on all organizational changes • Reviewing and approving procurement and personnel actions



PERSONNEL COST $2,728 $3,797 $3,586 ($210) -5.5%NONPERSONNEL COST $334 $600 $694 $94 15.7%TOTAL COST $3,062 $4,396 $4,280 ($116) -2.6%



_____________________________________________________________________________ V-21

• Maintaining Metro’s Policy/Instruction Manual and coordinating necessary updates • Approving all Metro travel requests and providing travel policy • Reviewing and approving correspondence addressed to the GM/CEO • Reviewing responses to Public Access to Records Policy (PARP) requests including

hearings on PARP request appeals CHOS Business Plan The Office of the Chief of Staff Business Plan identifies how CHOS’s day-to-day actions help Metro make progress towards the agency’s four strategic goals. The actions detailed in the CHOS Business Plan contribute to achieve of all four goals.


_____________________________________________________________________________ V-22


Salaries (Total) $2,470 $992 $1,461 $18Full-Time Salaries $2,470 $992 $1,461 $18Salary Lapse $0 $0 $0 $0Overtime Salaries $0 $0 $0 $0

Wages (Total) $0 $0 $0 $0Operator/StaMgr Wages $0 $0 $0 $0Operator/StaMgr Overtime $0 $0 $0 $0Full Time Wages $0 $0 $0 $0Wage Lapse $0 $0 $0 $0Overtime Wages $0 $0 $0 $0TOTAL SALARIES AND WAGES $2,470 $992 $1,461 $18










TOTAL COST $4,280 $1,721 $2,529 $30


OPERATING COST BY MODEChief of Staff SummaryTable 5.9


_____________________________________________________________________________ V-23



Salaries (Total) $2,144 $1,874 $2,632 $2,470 ($162) -6.2%Full-Time Salaries $2,144 $1,873 $2,661 $2,470 ($191)Salary Lapse $0 $0 ($29) $0 $29Overtime Salaries $0 $1 $0 $0 $0


Fringes (Total) $1,010 $854 $1,164 $1,116 ($48) -4.1%TOTAL PERSONNEL COST $3,154 $2,728 $3,797 $3,586 ($210) -5.5%

Services (Total) $345 $285 $367 $384 $18 4.8%Management Fee $0 $0 $0 $0 $0Professional & Technical $263 $214 $251 $267 $16Temporary Help $0 $0 $0 $0 $0Contract Maintenance $0 $0 $0 $0 $0Custodial Services $0 $0 $0 $0 $0Paratransit $0 $0 $0 $0 $0Other $81 $71 $116 $118 $2






Miscellaneous (Total) $39 $31 $192 $268 $76 39.6%Dues And Subscriptions $24 $22 $108 $192 $84Conferences and Meetings $5 $4 $30 $29 ($1)Business Travel/Public Hrg $6 $4 $32 $32 ($1)Interview & Relocation $0 $0 $0 $0 $0Advertising $0 $0 $4 $1 ($3)Other $3 $1 $18 $15 ($3)

Reimbursements (Total) $0 $0 $0 $0 $0Reimbursements $0 $0 $0 $0 $0TOTAL NONPERSONNEL COST $400 $334 $600 $694 $94 15.7%

TOTAL COST $3,554 $3,062 $4,396 $4,280 ($116) -2.6%

Chief of Staff SummaryOPERATING EXPENSE BUDGET

Table 5.10


_____________________________________________________________________________ V-24

Office of Performance

Office of PerformanceChief Performance Officer

Andrea Burnside

PerformanceDirector

Richard Harcum

PerformanceDirector

Patricia Hendren

Purpose The Office of Performance (CPO) furthers the use of performance information to guide decisions, to promote Metro’s benefits in the region and to unify employees to accomplish the goals of the agency. Responsibilities The Office of Performance guides the agency towards accomplishing its mission, vision and goals by supporting the development, implementation and tracking of department level and the GM/CEO Business Plans. In addition, CPO collects performance data for Vital Signs Report and works with applicable departments to analyze trends, ask questions on why performance changed and gain input/consensus on actions to improve. In support of measuring and communicating "State of Good Repair" for the Board and strategic planning, CPO provides estimates of capital backlog and project 20-year capital reinvestment needs using industry asset management tools. CPO Business Plan The Office of Performance Business Plan identifies how CPO’s day-to-day actions help Metro make progress towards the agency’s four strategic goals. CPO’s contribution towards agency goals is reflected in all twelve performance measures in the GM/CEO Business Plan. The Business Plan focuses on the collection of information and the development of performance management information to improve Metro’s delivery of its programs and services and to inform decision making.



PERSONNEL COST $1,031 $1,038 $1,018 ($20) -2.0%NONPERSONNEL COST $320 $635 $599 ($35) -5.5%TOTAL COST $1,350 $1,673 $1,617 ($55) -3.3%



_____________________________________________________________________________ V-25




Fringes (Total) $317 $123 $188 $6TOTAL PERSONNEL COST $1,018 $394 $604 $19









TOTAL COST $1,617 $627 $960 $30


OPERATING COST BY MODEOffice of PerformanceTable 5.13


_____________________________________________________________________________ V-26





Fringes (Total) $321 $323 $318 $317 ($1) -0.3%TOTAL PERSONNEL COST $1,011 $1,031 $1,038 $1,018 ($20) -2.0%

Services (Total) $233 $296 $577 $547 ($30) -5.3%Management Fee $0 $4 $0 $0 $0Professional & Technical $233 $292 $577 $547 ($30)Temporary Help $0 $0 $0 $0 $0Contract Maintenance $0 $0 $0 $0 $0Custodial Services $0 $0 $0 $0 $0Paratransit $0 $0 $0 $0 $0Other $0 $0 $0 $0 $0






Miscellaneous (Total) $5 $2 $16 $15 ($1) -7.3%Dues And Subscriptions $1 $0 $6 $5 ($0)Conferences and Meetings $1 $1 $0 $0 $0Business Travel/Public Hrg $3 $1 $11 $10 ($1)Interview & Relocation $0 $0 $0 $0 $0Advertising $0 $0 $0 $0 $0Other $0 $0 $0 $0 $0


TOTAL COST $1,323 $1,350 $1,673 $1,617 ($55) -3.3%

Office of PerformanceOPERATING EXPENSE BUDGETTable 5.14


_____________________________________________________________________________ V-27

Department of Bus

Bus Services

Assistant General ManagerJack Requa

Bus PlanningDirector

James Hamre

Bus MaintenanceManaging Director

Phillip Wallace

Bus TransportationManaging Director

Vacant

Bus TransportationService Director

Ted Harris

Bus Transportation Administration & Training

Service DirectorAnne Carey

Bus Operations SchedulingDirector

Beck Pak

Bus Operations Control Center

Service DirectorDana Baker

DC CirculatorProject Manager

Cynthia Gannaway

Purpose The Department of Bus Services is committed to being an integral part of the Washington Metropolitan Area by ensuring the best in safe, clean, reliable, cost effective and responsive bus service, by promoting regional mobility and by contributing towards the social, economic and environmental well being of the community. Responsibilities The Department of Bus Service is responsible for the maintenance, operation, scheduling and planning of METROBUS routes in the District of Columbia, Virginia, and Maryland. This is accomplished with approximately 1,507 buses, 328 routes, 187 lines and 4,109 employees. Additionally, Bus Service is responsible for the maintenance of WMATA’s 1,823 service vehicles and manages the DC Circulator Contract (a reimbursable project). Bus Service is the transportation provider for more than 132,000,000 customers each year.



PERSONNEL COST $345,163 $371,265 $384,623 $13,358 3.6%NONPERSONNEL COST $74,847 $70,703 $76,286 $5,583 7.9%TOTAL COST $420,010 $441,968 $460,909 $18,941 4.3%

BUDGETED POSITIONS 3,954 3,995 4,109 114 2.9%


_____________________________________________________________________________ V-28

BUS Business Plan The Department of Bus Service has two Business Plans related to the provision of its services. The Bus Transportation (BTRA) Business Plan and the Bus Maintenance (BMNT) Business Plans detail how BUS’s day-to-day actions help Metro make progress towards the agency’s four strategic goals. The actions and corresponding performance targets and measures in these Business Plans support the General Manager’s Priorities and provide an actionable and measurable plan that guide BUS’s efforts to continually improve its services and deliver its programs. Bus has one of the most mature Business Planning processes at Metro. Below are examples of specific actions outlined in their Business Plan.

• Reduce Employee Injury rate by the use of pro-active safety programs, investigation into all cases of injury and counseling of employees with multiple injuries

• Continue the rate of customer injuries through continuous training, service adjustments to

maintain schedules and working with jurisdictions to improve traffic conditions

• Continue improvement to the PCN corridors and remaining services within budget to continue the improvement in on-time performance in an attempt to reach our goal of 78%

• Be fiscally responsible and maintain operating expenses within budget and continue a

high level of expenditure of capital funds to support the overall goals of improving customer service

• Provide a full year of customer communication efforts with bus operators to improve

their skills, reduce complaints and minimize assaults

• Aggressively work with Human Resources to fill vacancies to minimize overtime and to insure that all work elements are done in a timely fashion.

BUS’ Business Plans focus on actions for the provision of safe, efficient and reliable service. The actions and measures in their business plan aim to positively influence the following GM/CEO’s Business Plan performance measures:

• Employee Injury Rate • Customer Injury Rate • Bus On-Time Performance • Customer Commendation/Complaint Rate • Operating Expense on Budget • Capital Funds Invested • Number of Positions Filled


_____________________________________________________________________________ V-29



Wages (Total) $228,432 $225,823 $2,607 $1Operator/StaMgr Wages $147,479 $147,479 $0 $0Operator/StaMgr Overtime $24,200 $23,875 $325 $0Full Time Wages $53,883 $51,711 $2,170 $1Wage Lapse -$1,511 -$1,447 -$64 $0Overtime Wages $4,380 $4,204 $176 $0TOTAL SALARIES AND WAGES $263,752 $258,976 $4,748 $28


Services (Total) $13,576 $13,335 $241 $0Management Fee $0 $0 $0 $0Professional & Technical $371 $358 $12 $0Temporary Help $1 $1 $0 $0Contract Maintenance $11,338 $11,114 $224 $0Custodial Services $133 $133 $0 $0Paratransit $0 $0 $0 $0Other $1,734 $1,728 $5 $0

Materials & Supplies (Total) $24,723 $20,595 $4,128 $0Fuel and Lubricants $7,616 $4,248 $3,368 $0Tires $5,983 $5,892 $91 $0Other $11,124 $10,456 $668 $0

Fuel & Propulsion (Total) $37,383 $37,383 $0 $0Diesel Fuel $30,323 $30,323 $0 $0Propulsion Power $0 $0 $0 $0Clean Natural Gas $7,060 $7,060 $0 $0





Reimbursements (Total) -$77 -$77 $0 $0Reimbursements -$77 -$77 $0 $0TOTAL NONPERSONNEL COST $76,286 $71,910 $4,375 $1

TOTAL COST $460,909 $449,576 $11,293 $41


OPERATING COST BY MODEBus Services SummaryTable 5.15


_____________________________________________________________________________ V-30



Salaries (Total) $28,461 $29,412 $32,476 $35,321 $2,845 8.8%Full-Time Salaries $27,962 $28,911 $32,525 $35,516 $2,991Salary Lapse $0 $0 ($838) ($984) ($146)Overtime Salaries $499 $501 $789 $789 $0

Wages (Total) $210,110 $217,834 $222,385 $228,432 $6,047 2.7%Operator/StaMgr Wages $135,642 $141,603 $144,428 $147,479 $3,051Operator/StaMgr Overtime $22,316 $23,980 $24,066 $24,200 $134Full Time Wages $47,186 $47,381 $50,897 $53,883 $2,986Wage Lapse $0 $0 ($1,386) ($1,511) ($125)Overtime Wages $4,966 $4,870 $4,380 $4,380 $0TOTAL SALARIES AND WAGES $238,571 $247,246 $254,861 $263,752 $8,892 3.5%

Fringes (Total) $96,802 $97,917 $116,404 $120,871 $4,467 3.8%TOTAL PERSONNEL COST $335,373 $345,163 $371,265 $384,623 $13,358 3.6%

Services (Total) $7,133 $7,872 $10,205 $13,576 $3,372 33.0%Management Fee $0 $0 $0 $0 $0Professional & Technical $192 $125 $358 $371 $12Temporary Help $0 $0 $1 $1 $0Contract Maintenance $6,198 $6,849 $8,475 $11,338 $2,863Custodial Services $25 $2 $148 $133 ($15)Paratransit $0 $0 $0 $0 $0Other $718 $896 $1,222 $1,734 $511

Materials & Supplies (Total) $25,674 $28,257 $21,565 $24,723 $3,158 14.6%Fuel and Lubricants $4,510 $5,447 $5,318 $7,616 $2,298Tires $5,564 $6,068 $5,747 $5,983 $236Other $15,600 $16,741 $10,500 $11,124 $624

Fuel & Propulsion (Total) $35,106 $38,006 $38,393 $37,383 ($1,010) -2.6%Diesel Fuel $25,873 $29,656 $31,405 $30,323 ($1,083)Propulsion Power $0 $0 $0 $0 $0Clean Natural Gas $9,234 $8,351 $6,988 $7,060 $73

Utilities (Total) $107 $137 $70 $90 $21 29.8%Electricity and Gas $32 $82 $62 $72 $11Utilities - Other $74 $56 $8 $18 $10


Leases (Total) $678 $540 $413 $413 ($1) -0.2%Property $675 $527 $413 $413 ($1)Equipment $3 $13 $0 $0 $0

Miscellaneous (Total) $65 $87 $135 $178 $43 32.0%Dues And Subscriptions $7 $11 $10 $10 ($0)Conferences and Meetings $7 $16 $10 $11 $0Business Travel/Public Hrg $20 $30 $2 $12 $10Interview & Relocation $0 $0 $0 $0 $0Advertising $0 $0 $0 $0 $0Other $30 $30 $112 $145 $33

Reimbursements (Total) ($50) ($52) ($77) ($77) $0 0.0%Reimbursements ($50) ($52) ($77) ($77) $0TOTAL NONPERSONNEL COST $68,713 $74,847 $70,703 $76,286 $5,583 7.9%

TOTAL COST $404,087 $420,010 $441,968 $460,909 $18,941 4.3%

Bus Services SummaryOPERATING EXPENSE BUDGETTable 5.16


_____________________________________________________________________________ V-31

Deputy General Manager of Operations

Deputy General ManagerOperations

Dave J. Kubicek

Transit Infrastructure Engineering Services

Asst. General ManagerRobert Troup

Operations Management ServicesDirector

Linda Stoffregen

Customer Service SupportEmployee & Labor Relations

DirectorBrian Donohoe

Rail TransportationManaging DirectorHercules Ballard

Program Planning & EnergyDirector

Devintia Headen

The Deputy General Manager (DGMO) directs the daily operations of the Metrorail, Elevators and Escalators and manages the Capital Improvement Program (CIP) which includes infrastructure renewal, engineering and design. The Business Plans that detail the actions, targets and measures for the delivery of rail service and all of its supporting functions are developed at the organizational level. There are nine Business Plans that support the DGMO’s successful delivery of its programs. These contain the actions, measures, targets and identify the dependencies with other organizations that will enable the DGMO to deliver safe, secure, reliable and efficient service.



PERSONNEL COST $8,657 $17,000 $15,015 ($1,986) -11.7%NONPERSONNEL COST $77,988 $91,504 $96,966 $5,461 6.0%TOTAL COST $86,644 $108,504 $111,980 $3,476 3.2%



_____________________________________________________________________________ V-32


Salaries (Total) $5,642 $1,242 $4,340 $60Full-Time Salaries $5,636 $1,244 $4,332 $60Salary Lapse -$43 -$24 -$19 $0Overtime Salaries $49 $22 $27 $0

Wages (Total) $4,698 -$49 $4,747 $0Operator/StaMgr Wages $0 $0 $0 $0Operator/StaMgr Overtime $0 $0 $0 $0Full Time Wages $4,920 $0 $4,920 $0Wage Lapse -$222 -$49 -$173 $0Overtime Wages $0 $0 $0 $0TOTAL SALARIES AND WAGES $10,340 $1,193 $9,088 $60

Fringes (Total) $4,674 $539 $4,108 $27TOTAL PERSONNEL COST $15,015 $1,732 $13,196 $87

Services (Total) $3,096 $1,154 $1,892 $49Management Fee $0 $0 $0 $0Professional & Technical $1,622 $584 $1,016 $22Temporary Help $4 $2 $3 $0Contract Maintenance $17 $7 $10 $0Custodial Services $0 $0 $0 $0Paratransit $0 $0 $0 $0Other $1,452 $562 $863 $27


Fuel & Propulsion (Total) $55,307 $0 $55,307 $0Diesel Fuel $0 $0 $0 $0Propulsion Power $55,307 $0 $55,307 $0Clean Natural Gas $0 $0 $0 $0

Utilities (Total) $37,695 $7,964 $29,666 $66Electricity and Gas $35,386 $7,213 $28,109 $64Utilities - Other $2,309 $751 $1,557 $1





TOTAL COST $111,980 $11,183 $100,581 $216


OPERATING COST BY MODEOperations AdministrationTable 5.17


_____________________________________________________________________________ V-33



Salaries (Total) $4,206 $4,884 $5,459 $5,642 $184 3.4%Full-Time Salaries $4,121 $4,858 $5,452 $5,636 $184Salary Lapse $0 $0 ($43) ($43) $0Overtime Salaries $85 $26 $49 $49 $0

Wages (Total) $2,236 $1,219 $6,347 $4,698 ($1,649) -26.0%Operator/StaMgr Wages $0 $0 $0 $0 $0Operator/StaMgr Overtime $0 $0 $0 $0 $0Full Time Wages $2,088 $1,098 $6,569 $4,920 ($1,649)Wage Lapse $0 $0 ($222) ($222) $0Overtime Wages $148 $121 $0 $0 $0TOTAL SALARIES AND WAGES $6,442 $6,103 $11,806 $10,340 ($1,466) -12.4%

Fringes (Total) $2,737 $2,553 $5,194 $4,674 ($520) -10.0%TOTAL PERSONNEL COST $9,179 $8,657 $17,000 $15,015 ($1,986) -11.7%

Services (Total) $1,230 $1,376 $1,975 $3,096 $1,121 56.8%Management Fee $0 $7 $0 $0 $0Professional & Technical $1,034 $490 $1,685 $1,622 ($63)Temporary Help $15 $0 $5 $4 ($0)Contract Maintenance $0 $0 $19 $17 ($2)Custodial Services $0 $0 $0 $0 $0Paratransit $0 $0 $0 $0 $0Other $181 $879 $266 $1,452 $1,186


Fuel & Propulsion (Total) $50,866 $47,582 $51,739 $55,307 $3,568 6.9%Diesel Fuel $0 $0 $0 $0 $0Propulsion Power $50,866 $47,582 $51,739 $55,307 $3,568Clean Natural Gas $0 $0 $0 $0 $0

Utilities (Total) $30,384 $28,089 $36,822 $37,695 $873 2.4%Electricity and Gas $28,915 $26,346 $34,539 $35,386 $847Utilities - Other $1,470 $1,743 $2,283 $2,309 $26



Miscellaneous (Total) $27 $39 $38 $35 ($3) -7.8%Dues And Subscriptions $1 $5 $3 $3 ($0)Conferences and Meetings $11 $4 $12 $11 ($1)Business Travel/Public Hrg $15 $13 $22 $20 ($2)Interview & Relocation $0 $0 $0 $0 $0Advertising $0 $0 $0 $0 $0Other $0 $18 $2 $2 ($0)

Reimbursements (Total) $0 $0 $0 $0 $0Reimbursements $0 $0 $0 $0 $0TOTAL NONPERSONNEL COST $82,684 $77,988 $91,504 $96,966 $5,461 6.0%

TOTAL COST $91,862 $86,644 $108,504 $111,980 $3,476 3.2%

Operations AdministrationOPERATING EXPENSE BUDGETTable 5.18


_____________________________________________________________________________ V-34

Rail Transportation

Rail TransportationManaging DirectorHercules Ballard

Train OperationsDirector

Byron England

Rail Operations Central Control

DirectorCharles Dziduch

Operation PlanningDirectorShi Xie

Rail Training Director

Rita Davis

Purpose The Office of Rail Transportation strives daily to provide our customers with a safe, courteous, and capable transit experience that demonstrates our renewed commitment to the mission of the Authority and to the region’s riding public. Responsibilities The Office of Rail Transportation (RTRA) provides rail service across 106 miles of track and 86 rail stations, 40 of which are in DC, 26 in Maryland and 20 in Virginia. RTRA is responsible for all facets of rail operations including station and train operations, rail operations control center including maintenance operations center, rail operations training and planning/scheduling. RTRA Business Plan The Office of Rail Transportation Business Plan identifies how RTRA’s day-to-day actions help Metro make progress towards the agency’s four strategic goals. RTRA’s Business Plan details the actions it will take to achieve the priorities of the GM/CEO Business Plan and positively influence the following performance measures:

• Employee Injury Rate • Customer Injury Rate • Rail On-Time Performance • Customer Commendation/Complaint Rate



PERSONNEL COST $164,302 $176,592 $191,447 $14,855 8.4%NONPERSONNEL COST $1,302 $1,392 $1,762 $370 26.6%TOTAL COST $165,604 $177,984 $193,209 $15,225 8.6%



_____________________________________________________________________________ V-35

• Operating Expense on Budget • Capital Funds Invested • Number of Positions Filled


_____________________________________________________________________________ V-36


Salaries (Total) $23,409 $179 $23,222 $9Full-Time Salaries $22,624 $179 $22,437 $9Salary Lapse -$344 $0 -$344 $0Overtime Salaries $1,128 $0 $1,128 $0

Wages (Total) $108,118 $0 $108,118 $0Operator/StaMgr Wages $89,706 $0 $89,706 $0Operator/StaMgr Overtime $13,379 $0 $13,379 $0Full Time Wages $4,383 $0 $4,383 $0Wage Lapse -$118 $0 -$118 $0Overtime Wages $769 $0 $769 $0TOTAL SALARIES AND WAGES $131,527 $179 $131,340 $9

Fringes (Total) $59,920 $81 $59,835 $4TOTAL PERSONNEL COST $191,447 $259 $191,175 $12

Services (Total) $1,104 $0 $1,104 $0Management Fee $0 $0 $0 $0Professional & Technical $369 $0 $369 $0Temporary Help $1 $0 $1 $0Contract Maintenance $17 $0 $17 $0Custodial Services $0 $0 $0 $0Paratransit $0 $0 $0 $0Other $718 $0 $718 $0







Reimbursements (Total) $0 $0 $0 $0Reimbursements $0 $0 $0 $0TOTAL NONPERSONNEL COST $1,762 $0 $1,762 $0

TOTAL COST $193,209 $259 $192,937 $12


OPERATING COST BY MODERail Operations DeliveryTable 5.19


_____________________________________________________________________________ V-37



Salaries (Total) $21,299 $21,609 $23,003 $23,409 $406 1.8%Full-Time Salaries $17,836 $17,845 $22,237 $22,624 $387Salary Lapse $0 $0 ($362) ($344) $19Overtime Salaries $3,463 $3,764 $1,128 $1,128 $0

Wages (Total) $90,425 $96,222 $99,568 $108,118 $8,550 8.6%Operator/StaMgr Wages $68,223 $71,029 $81,225 $89,706 $8,480Operator/StaMgr Overtime $17,542 $20,609 $13,379 $13,379 $0Full Time Wages $3,907 $3,746 $4,304 $4,383 $79Wage Lapse $0 $0 ($109) ($118) ($9)Overtime Wages $753 $837 $769 $769 ($0)TOTAL SALARIES AND WAGES $111,724 $117,831 $122,571 $131,527 $8,956 7.3%


Services (Total) $380 $804 $776 $1,104 $328 42.3%Management Fee $0 $0 $0 $0 $0Professional & Technical $194 $384 $356 $369 $13Temporary Help $0 $3 $1 $1 $0Contract Maintenance $0 $0 $17 $17 $1Custodial Services $0 $0 $0 $0 $0Paratransit $0 $0 $0 $0 $0Other $186 $418 $403 $718 $315






Miscellaneous (Total) $14 $35 $68 $69 $1 2.0%Dues And Subscriptions $0 $0 $0 $0 $0Conferences and Meetings $11 $13 $31 $32 $1Business Travel/Public Hrg $3 $22 $21 $22 $0Interview & Relocation $0 $0 $0 $0 $0Advertising $0 $0 $0 $0 $0Other $0 $1 $15 $15 $0

Reimbursements (Total) $0 $0 $0 $0 $0Reimbursements $0 $0 $0 $0 $0TOTAL NONPERSONNEL COST $998 $1,302 $1,392 $1,762 $370 26.6%

TOTAL COST $157,940 $165,604 $177,984 $193,209 $15,225 8.6%

Rail Operations DeliveryOPERATING EXPENSE BUDGETTable 5.20


_____________________________________________________________________________ V-38

Transit Infrastructure and Engineering Services

Transit, Infrastructure & Engineering Services

Asst. General ManagerRobert Troup

Chief EngineerInfrastructure

Chief EngineerLou Vilner

Car MaintenanceGeneral Superintendent

Damon Cannon

Chief Vehicle Program Services

Chief EngineerJoseph Reynolds

Plant Maintenance Director

Randall Grooman

System MaintenanceGeneral Superintendant

David Newman

Track & Structure Maintenance

General SuperintendantDarvin Kelly

Elevator & Escalator Director

Rodrigo Bitar

Storerooms & Material LogisticsDirector

Pretha Mitchell

Intermodal Strategic Planning

Managing DirectorJames Hughes

Quality Control & WarrantyDirector

Michael DiNatale






_____________________________________________________________________________ V-39

Purpose The Department of Transportation Infrastructure and Engineering Services strives to provide a positive daily commute for our customers by providing a safe and reliable rail system through comprehensive engineering, inspection, maintenance, and rehabilitation programs that enhance the condition of the Metrorail system, facilities, and vehicles. Responsibilities Transportation Infrastructure and Engineering Services provides:

• Engineering, Project Management and Construction Management for the Capital Program • Leads and coordinates hands–on technical support with the delivery and acceptance of

railcars. • Comprehensive maintenance program for a fleet of 1138 railcars, provide a daily service

requirement of 896 railcars, 266 track maintenance vehicles and 955 support equipment vehicles.

• Inspection, maintenance and rehabilitation of all revenue and yard tracks as well as all aerials, bridges, retaining walls and tunnels.

• Replacement of track components such as switches, fasteners, running rail, crossties, and insulators on ballast and direct fixation track throughout the Metrorail System.

• Maintenance and inspection of WMATA’s right-of-way structures, fence line and parking garages, Providing inspection reports for 432 mainline miles of track, 171 mainline switches, and 354 yard switches.

• Maintenance and inspection of WMATA’s fare collection equipment, train control systems, communications infrastructure, and power system.

• Maintaining in state of good repair WMATA’s vertical transportation system, including 588 escalators (in stations) and 279 elevators (in stations, parking garages and maintenance facilities).

• Manage the Supply Chain of inventory materials from the time the Operations Departments express a need until the parts are delivered and the invoice paid.

• Manage and deliver Rail Operations’ Budgeting, Technical Skills Training, and Return to Work programs.

TIES Business Plan The ten organizations that comprise the Department of Transit Infrastructure and Engineering have Business Plans that articulate how their day-to-day actions help Metro make progress towards the agency’s four strategic goals. These Business plans contain specific actions to implement the GM/CEO’s priorities and contribute to the attainment of the agencies Stategic Goals by positively influencing the following measures

• Employee Injury Rate • Customer Injury Rate • Rail On-Time Performance • Escalator Availability • Customer Commendation/Complaint Rate • Operating Expense on Budget • Capital Funds Invested • Number of Positions Filled


_____________________________________________________________________________ V-40


Salaries (Total) $62,513 $2,944 $59,481 $87Full-Time Salaries $61,937 $2,892 $58,957 $87Salary Lapse -$1,272 -$7 -$1,265 $0Overtime Salaries $1,848 $59 $1,789 $0

Wages (Total) $196,130 $6,711 $189,385 $33Operator/StaMgr Wages $0 $0 $0 $0Operator/StaMgr Overtime $0 $0 $0 $0Full Time Wages $194,039 $6,563 $187,443 $33Wage Lapse -$5,120 -$202 -$4,919 $0Overtime Wages $7,210 $350 $6,860 $0TOTAL SALARIES AND WAGES $258,643 $9,656 $248,866 $121


Services (Total) $35,589 $4,647 $30,916 $26Management Fee $0 $0 $0 $0Professional & Technical $3,586 $32 $3,552 $2Temporary Help $2,366 $709 $1,656 $0Contract Maintenance $23,591 $3,846 $19,720 $24Custodial Services $0 $0 $0 $0Paratransit $0 $0 $0 $0Other $6,047 $59 $5,987 $0

Materials & Supplies (Total) $41,908 $3,293 $38,598 $17Fuel and Lubricants $310 $88 $222 $0Tires $0 $0 $0 $0Other $41,598 $3,204 $38,376 $17


Utilities (Total) $2,396 $639 $1,757 $0Electricity and Gas $0 $0 $0 $0Utilities - Other $2,396 $639 $1,757 $0


Leases (Total) $1,610 $376 $1,234 $0Property $1,036 $365 $670 $0Equipment $574 $11 $563 $0



TOTAL COST $459,161 $23,088 $435,855 $219


OPERATING COST BY MODETransit Infrastructure and Eng

Table 5.21


_____________________________________________________________________________ V-41



Salaries (Total) $52,376 $54,946 $58,736 $62,513 $3,777 6.4%Full-Time Salaries $48,073 $50,184 $58,010 $61,937 $3,927Salary Lapse $0 $0 ($957) ($1,272) ($315)Overtime Salaries $4,303 $4,761 $1,683 $1,848 $165

Wages (Total) $170,971 $176,584 $185,849 $196,130 $10,281 5.5%Operator/StaMgr Wages $1 $5 $0 $0 $0Operator/StaMgr Overtime $0 $0 $0 $0 $0Full Time Wages $152,847 $157,865 $183,486 $194,039 $10,553Wage Lapse $0 $0 ($4,697) ($5,120) ($423)Overtime Wages $18,124 $18,714 $7,060 $7,210 $150TOTAL SALARIES AND WAGES $223,347 $231,530 $244,585 $258,643 $14,058 5.7%


Services (Total) $18,417 $20,270 $34,805 $35,589 $785 2.3%Management Fee $0 $0 $0 $0 $0Professional & Technical $625 $974 $3,478 $3,586 $108Temporary Help $2,249 $2,070 $2,211 $2,366 $155Contract Maintenance $14,675 $15,906 $23,290 $23,591 $301Custodial Services $2 $8 $0 $0 $0Paratransit $0 $0 $0 $0 $0Other $865 $1,312 $5,826 $6,047 $221

Materials & Supplies (Total) $41,614 $45,486 $36,709 $41,908 $5,200 14.2%Fuel and Lubricants $469 $579 $238 $310 $72Tires $0 $5 $0 $0 $0Other $41,144 $44,902 $36,471 $41,598 $5,127


Utilities (Total) $2,168 $2,085 $2,253 $2,396 $143 6.3%Electricity and Gas $94 $0 $0 $0 $0Utilities - Other $2,073 $2,085 $2,253 $2,396 $143


Leases (Total) $1,258 $1,668 $1,569 $1,610 $41 2.6%Property $808 $1,075 $1,006 $1,036 $30Equipment $450 $593 $563 $574 $11

Miscellaneous (Total) $194 $226 $375 $402 $28 7.3%Dues And Subscriptions $6 $8 $30 $31 $0Conferences and Meetings $19 $28 $23 $22 ($0)Business Travel/Public Hrg $56 $109 $197 $226 $29Interview & Relocation $3 $1 $2 $2 $0Advertising $1 $1 $20 $20 $0Other $109 $79 $103 $101 ($1)

Reimbursements (Total) ($2) ($3) $0 $0 $0Reimbursements ($2) ($3) $0 $0 $0TOTAL NONPERSONNEL COST $63,792 $69,733 $75,710 $81,906 $6,196 8.2%

TOTAL COST $377,824 $393,352 $428,757 $459,161 $30,404 7.1%

Transit Infrastructure and EngOPERATING EXPENSE BUDGETTable 5.22


_____________________________________________________________________________ V-42

Deputy General Manager of Administration

Deputy General Manager Administration DGMA/CFOCarol Kissal

Access ServicesAsst. General Manager

Christian Kent

Information TechnologyAsst. General Manager

Kevin Borek

Financial ServicesDGMA/CFOCarol Kissal

Purpose The Department of Finance and Administration supports Metro’s mission to provide safe, equitable, reliable and cost-effective public transit through oversight of all financial and administrative responsibilities. Responsibilities The Department of Finance and Administration (DGMA/CFO) is responsible for the financial integrity and the administrative functions of Metro, including the collection of revenues and other income, purchasing all goods and services required by the Metro, accounting for the financial transactions of assets and liabilities, information technology and planning and development. In addition, the DGMA/CFO is responsible for Federal grants management, as well as, cash and risk management. DGMA is further broken down into departments of Financial Services (CFO), Information Technology (IT), and Access Services (ACCS). Business Plans The Deputy General Manager of Administration (DGMA) has developed business plans at the departmental level to identify how day-to-day actions help Metro make progress towards the agency’s four strategic goals. DGMA’s contribution towards agency goals is tracked through the following GM/CEO Business Plan performance measures:

• Employee Injury Rate • Customer Injury Rate






_____________________________________________________________________________ V-43

• MetroAccess On-Time Performance • Customer Commendation/Complaint Rate • Operating Expense on Budget • Capital Funds Invested • Number of Positions Filled


_____________________________________________________________________________ V-44

Financial Services

TreasuryTreasurer

Raj Srinath

AccountingComptroller

Stephanie Audette

Management and Budget Services

Managing DirectorWilliam Greene

Procurement & Material Chief Procurement Officer

Heather Obora

Financial ServicesDGMA/CFOCarol Kissal

ParkingDirector

Patrick Schmitt

Real Estate & Station PlanningDirector

Stanley Wall

Purpose The purpose of Financial Services is to facilitate the planning, coordination, management, and implementation of Metro’s services, programs, and priorities while sustaining and strengthening the Authority’s fiscal integrity and financial condition.



PERSONNEL COST $49,996 $52,494 $54,920 $2,426 4.6%NONPERSONNEL COST $54,755 $57,978 $56,334 ($1,644) -2.8%TOTAL COST $104,751 $110,472 $111,254 $782 0.7%



_____________________________________________________________________________ V-45

Responsibilities OMBS

• Supports the implementation of Metro’s Strategic Plan by aligning resources with actions and strategies to deliver the Mission and Goals of the Strategic Plan.

• Plans, coordinates, develops, executes, monitors, and advocates for Metro’s multiyear budget and six year CIP.

• Provides accurate and timely information, analysis, reports and makes recommendations to the organization, the GM/CEO, the Board of Directors, and funding agencies

• Provide the organization with the analytical tools to facilitate optimal management, performance and delivery of Metro’s Operating and Capital budgets, services, and programs.

PARK • The Office of Parking operates Metro’s parking facilities and provides customer support

to parking customers. PRMT

• Execute and facilitate all procurement actions on behalf of the Authority for goods and services

• Manage the main material distribution center for the supply chain function • Manage the Disadvantaged Business Enterprise (DBE) • function and the Small Business and Local Preference Program (SBLPP)

TRES • Manage the fare media sales & distribution functions to provide for an effective and

optimal process and organizational structure • Collect and process revenues in an efficient and cost effective manner • Implement fare media (Smartrip) related technology projects to decrease costs, improve

productivity and increase customer satisfaction • Reduce financial & market risk - liquidity (cash flow) risk, credit risk, workers

compensation and third party claims and price fluctuations (fuel, power, materials and supplies)

• Obtain the lowest cost of financing possible, with least restrictive covenants • Manage investments with the goal of earning a market-rate of return while preserving

capital and liquidity


_____________________________________________________________________________ V-46

Financial Services Business Plans Financial Services Business Plans identify how the offices day-to-day actions help Metro make progress towards the agency’s four strategic goals. Financial Services’ contributions toward agency goals are tracked in the following performance measures in the GM/CEO Business Plan:

• Employee Injury Rate • Customer Injury Rate • Customer Commendation/Complaint Rate • Operating Expense on Budget • Capital Funds Invested • Number of Positions Filled


_____________________________________________________________________________ V-47



Wages (Total) $6,101 $1,265 $4,795 $41Operator/StaMgr Wages $0 $0 $0 $0Operator/StaMgr Overtime $0 $0 $0 $0Full Time Wages $6,092 $1,248 $4,802 $41Wage Lapse -$158 -$38 -$120 -$1Overtime Wages $168 $55 $112 $1TOTAL SALARIES AND WAGES $25,021 $7,442 $17,277 $302


Services (Total) $23,590 $4,111 $19,354 $125Management Fee $160 $0 $160 $0Professional & Technical $6,076 $2,246 $3,722 $107Temporary Help $123 $48 $73 $2Contract Maintenance $209 $32 $175 $2Custodial Services $0 $0 $0 $0Paratransit $0 $0 $0 $0Other $17,023 $1,785 $15,223 $14

Materials & Supplies (Total) $3,084 $1,031 $2,010 $42Fuel and Lubricants $0 $0 $0 $0Tires $0 $0 $0 $0Other $3,084 $1,031 $2,010 $42



Casualty & Liability (Total) $30,119 $11,092 $16,994 $2,033Insurance $17,709 $6,589 $10,094 $1,027Claims $12,410 $4,504 $6,900 $1,007


Miscellaneous (Total) $650 $94 $553 $4Dues And Subscriptions $127 $46 $79 $2Conferences and Meetings $54 $13 $40 $1Business Travel/Public Hrg $152 $51 $99 $2Interview & Relocation $0 $0 $0 $0Tolls $0 $0 $0 $0Advertising $23 $8 $15 $0Other $294 -$24 $320 -$2

Reimbursements (Total) -$1,140 -$228 -$912 $0Reimbursements -$1,140 -$228 -$912 $0TOTAL NONPERSONNEL COST $56,334 $16,112 $38,017 $2,205

TOTAL COST $111,254 $34,123 $74,144 $2,988


OPERATING COST BY MODEFinancial Services SummaryTable 5.23


_____________________________________________________________________________ V-48



Salaries (Total) $17,266 $18,274 $18,877 $18,919 $42 0.2%Full-Time Salaries $17,090 $18,109 $19,210 $19,255 $44Salary Lapse $0 $0 ($624) ($653) ($29)Overtime Salaries $176 $166 $291 $317 $27

Wages (Total) $5,942 $6,275 $6,455 $6,101 ($354) -5.5%Operator/StaMgr Wages $0 $0 $0 $0 $0Operator/StaMgr Overtime $0 $0 $0 $0 $0Full Time Wages $5,497 $5,758 $6,446 $6,092 ($354)Wage Lapse $0 $0 ($158) ($158) $0Overtime Wages $445 $518 $168 $168 $0TOTAL SALARIES AND WAGES $23,208 $24,549 $25,333 $25,021 ($312) -1.2%


Services (Total) $21,022 $22,290 $24,842 $23,590 ($1,252) -5.0%Management Fee $3,227 $3,299 $1,704 $160 ($1,544)Professional & Technical $4,307 $5,532 $5,775 $6,076 $301Temporary Help $260 $110 $131 $123 ($8)Contract Maintenance $59 $340 $163 $209 $46Custodial Services $0 $0 $0 $0 $0Paratransit $0 $0 $0 $0 $0Other $13,170 $13,010 $17,069 $17,023 ($46)

Materials & Supplies (Total) $1,477 $2,500 $3,098 $3,084 ($15) -0.5%Fuel and Lubricants $0 $0 $0 $0 $0Tires $0 $0 $0 $0 $0Other $1,477 $2,500 $3,098 $3,084 ($15)



Casualty & Liability (Total) $37,901 $30,641 $30,079 $30,119 $40 0.1%Insurance $12,596 $14,570 $12,675 $17,709 $5,034Claims $25,305 $16,071 $17,404 $12,410 ($4,995)


Miscellaneous (Total) $629 $483 $723 $650 ($73) -10.1%Dues And Subscriptions $50 $66 $117 $127 $10Conferences and Meetings $10 $7 $44 $54 $10Business Travel/Public Hrg $17 $82 $156 $152 ($4)Interview & Relocation $0 $4 $0 $0 $0Advertising $33 $1 $22 $23 $1Other $519 $322 $384 $294 ($90)

Reimbursements (Total) ($1,590) ($1,233) ($798) ($1,140) ($342) 42.9%Reimbursements ($1,590) ($1,233) ($798) ($1,140) ($342)TOTAL NONPERSONNEL COST $59,512 $54,755 $57,978 $56,334 ($1,644) -2.8%

TOTAL COST $109,911 $104,751 $110,472 $111,254 $782 0.7%

Financial Services SummaryOPERATING EXPENSE BUDGETTable 5.24


_____________________________________________________________________________ V-49

Information Technology

Information TechnologyAsst. General Manager

Kevin Borek

Data Center & InfrastrucureChief

Claude Swanson

Enterprise Web Portal and GISChief

Victor Grimes

IT SecurityChief

Adam Meyers

Project Management Operations

ChiefMary Bauer

Applications Development & Operations

ChiefRobert Kramer

Enterprise ArchitectureChief

Vacant

Business Process Re-Engineering

ChiefElizabeth Durham

Network & CommunicationsChief

Charles Wolfe






_____________________________________________________________________________ V-50

Purpose The Department of Information Technology ensures that Metro has the technical infrastructure required to support continuous safety and operational improvements, as well as the tools to communicate more effectively with our riders. Responsibilities The Department of Information Technology (IT) provides information technology and telecommunication services to support WMATA's strategic goals including safety, customer service, transparency and decision support. IT implements solutions throughout WMATA; promotes compatibility, integration and interoperability; and develops and enforces information technology policy and standards throughout the authority. IT Business Plan The Department of Information Technology Business Plan identifies how IT’s day-to-day actions help Metro make progress towards the agency’s four strategic goals. IT’s contribution towards agency goals is reflected in all twelve performance measures in the GM/CEO Business Plan.


_____________________________________________________________________________ V-51



Wages (Total) $2,577 $999 $1,530 $48Operator/StaMgr Wages $0 $0 $0 $0Operator/StaMgr Overtime $0 $0 $0 $0Full Time Wages $2,396 $928 $1,422 $45Wage Lapse -$72 -$28 -$43 -$1Overtime Wages $253 $98 $151 $5TOTAL SALARIES AND WAGES $19,751 $7,655 $11,728 $368


Services (Total) $20,864 $8,087 $12,389 $389Management Fee $0 $0 $0 $0Professional & Technical $2,050 $794 $1,217 $38Temporary Help $0 $0 $0 $0Contract Maintenance $15,751 $6,105 $9,353 $293Custodial Services $0 $0 $0 $0Paratransit $0 $0 $0 $0Other $3,064 $1,187 $1,819 $57

Materials & Supplies (Total) $1,151 $446 $683 $21Fuel and Lubricants $0 $0 $0 $0Tires $0 $0 $0 $0Other $1,151 $446 $683 $21


Utilities (Total) $1,294 $501 $768 $24Electricity and Gas $0 $0 $0 $0Utilities - Other $1,294 $501 $768 $24


Leases (Total) $1,391 $442 $884 $65Property $0 $0 $0 $0Equipment $1,391 $442 $884 $65


Reimbursements (Total) -$1,391 -$442 -$884 -$65Reimbursements -$1,391 -$442 -$884 -$65TOTAL NONPERSONNEL COST $23,337 $9,045 $13,857 $435

TOTAL COST $51,900 $20,118 $30,817 $965


OPERATING COST BY MODEInformation Technology SummaryTable 5.25


_____________________________________________________________________________ V-52



Salaries (Total) $10,337 $12,056 $15,562 $17,174 $1,612 10.4%Full-Time Salaries $10,252 $11,881 $15,978 $17,640 $1,662Salary Lapse $0 $0 ($472) ($520) ($48)Overtime Salaries $85 $175 $56 $54 ($3)

Wages (Total) $3,570 $2,924 $2,933 $2,577 ($355) -12.1%Operator/StaMgr Wages $0 $0 $0 $0 $0Operator/StaMgr Overtime $0 $0 $0 $0 $0Full Time Wages $3,009 $2,602 $2,749 $2,396 ($353)Wage Lapse $0 $0 ($82) ($72) $11Overtime Wages $561 $321 $266 $253 ($13)TOTAL SALARIES AND WAGES $13,906 $14,979 $18,495 $19,751 $1,257 6.8%

Fringes (Total) $6,069 $6,336 $8,166 $8,811 $646 7.9%TOTAL PERSONNEL COST $19,975 $21,315 $26,660 $28,563 $1,903 7.1%

Services (Total) $15,326 $15,395 $18,943 $20,864 $1,921 10.1%Management Fee $0 $0 $0 $0 $0Professional & Technical $1,701 $2,259 $2,222 $2,050 ($172)Temporary Help $171 ($16) $0 $0 $0Contract Maintenance $10,796 $10,018 $13,369 $15,751 $2,382Custodial Services $0 $0 $0 $0 $0Paratransit $0 $0 $0 $0 $0Other $2,659 $3,134 $3,352 $3,064 ($288)

Materials & Supplies (Total) $836 $659 $1,224 $1,151 ($73) -6.0%Fuel and Lubricants $0 $0 $0 $0 $0Tires $0 $0 $0 $0 $0Other $836 $659 $1,224 $1,151 ($73)


Utilities (Total) $851 $1,221 $1,253 $1,294 $41 3.3%Electricity and Gas $0 $0 $0 $0 $0Utilities - Other $851 $1,221 $1,253 $1,294 $41


Leases (Total) $1 $0 $1,122 $1,391 $269 24.0%Property $1 $0 $0 $0 $0Equipment $0 $0 $1,122 $1,391 $269

Miscellaneous (Total) $18 $7 $30 $28 ($2) -5.2%Dues And Subscriptions $0 $0 $0 $0 ($0)Conferences and Meetings $1 $0 $3 $2 ($0)Business Travel/Public Hrg $17 $7 $18 $16 ($2)Interview & Relocation $0 $0 $0 $0 $0Advertising $0 $0 $0 $0 $0Other $1 $0 $9 $9 $0

Reimbursements (Total) $0 $0 ($1,122) ($1,391) ($269) 24.0%Reimbursements $0 $0 ($1,122) ($1,391) ($269)TOTAL NONPERSONNEL COST $17,033 $17,282 $21,449 $23,337 $1,888 8.8%

TOTAL COST $37,008 $38,597 $48,109 $51,900 $3,791 7.9%

Information Technology SummaryOPERATING EXPENSE BUDGETTable 5.26


_____________________________________________________________________________ V-53

Access Services

Access ServicesAssistant General Manager

Christian T. Kent

ADA Policy & PlanningActing Director

Christiaan Blake

Eligibility Certification & OutreachDirector

Frank Roth

MetroAccess ServiceDirector

Daniel O’Reilly

Purpose The Department of Access Services ensures that Metro’s services are delivered, personnel are trained, equipment is maintained and facilities are designed to provide safe, reliable and accessible transportation to senior citizens and people with disabilities. Responsibilities The Department of Access Services through its three program offices, (ADA Policy & Planning, Eligibility Certification and Outreach, and MetroAccess Services), ensure the continuous improvement of all Metro’s accessible services and facilities. ACCS is responsible for:

• MetroAccess service delivery • Metro accessibility policy leadership • Assure ADA and FTA compliance • Planning and design support • Accessibility Advisory Committee staffing and support • Customer eligibility determination for MetroAccess • Reduced fare program • Free ride program • Outreach and travel training to provide customers with disabilities choices



PERSONNEL COST $4,220 $4,654 $6,089 $1,435 30.8%NONPERSONNEL COST $96,856 $105,449 $101,681 ($3,768) -3.6%TOTAL COST $101,077 $110,103 $107,770 ($2,333) -2.1%



_____________________________________________________________________________ V-54

ACCS Business Plan The Department of Access Services Business Plan identifies how ACCS’s day-to-day actions help Metro make progress towards the agency’s four strategic goals. ACCS’s contribution towards agency goals is tracked through the following GM/CEO Business Plan performance measures:

• Employee Injury Rate • Customer Injury Rate • MetroAccess On-Time Performance • Customer Commendation/Complaint Rate • Operating Expense on Budget • Capital Funds Invested • Number of Positions Filled


_____________________________________________________________________________ V-55


Salaries (Total) $4,193 $0 $0 $4,193Full-Time Salaries $4,238 $0 $0 $4,238Salary Lapse -$65 $0 $0 -$65Overtime Salaries $20 $0 $0 $20

Wages (Total) $0 $0 $0 $0Operator/StaMgr Wages $0 $0 $0 $0Operator/StaMgr Overtime $0 $0 $0 $0Full Time Wages $0 $0 $0 $0Wage Lapse $0 $0 $0 $0Overtime Wages $0 $0 $0 $0TOTAL SALARIES AND WAGES $4,193 $0 $0 $4,193

Fringes (Total) $1,896 $0 $0 $1,896Fringe Health $1,896 $0 $0 $1,896Fringe Pension $0 $0 $0 $0Other Fringe Benefits $0 $0 $0 $0Workers Compensation $0 $0 $0 $0TOTAL PERSONNEL COST $6,089 $0 $0 $6,089

Services (Total) $90,534 $0 $0 $90,534Management Fee $1,424 $0 $0 $1,424Professional & Technical $765 $0 $0 $765Temporary Help $0 $0 $0 $0Contract Maintenance $0 $0 $0 $0Custodial Services $0 $0 $0 $0Paratransit $85,983 $0 $0 $85,983Other $2,362 $0 $0 $2,362

Materials & Supplies (Total) $10,232 $0 $0 $10,232Fuel and Lubricants $10,000 $0 $0 $10,000Tires $0 $0 $0 $0Other $232 $0 $0 $232






Reimbursements (Total) $0 $0 $0 $0Reimbursements $0 $0 $0 $0TOTAL NONPERSONNEL COST $101,681 $0 $0 $101,681

TOTAL COST $107,770 $0 $0 $107,770


OPERATING COST BY MODEAccess Services SummaryTable 5.27


_____________________________________________________________________________ V-56



Salaries (Total) $3,046 $2,937 $3,235 $4,193 $958 29.6%Full-Time Salaries $2,994 $2,908 $3,305 $4,238 $932Salary Lapse $0 $0 ($90) ($65) $26Overtime Salaries $52 $30 $20 $20 $0

Wages (Total) $0 $0 $0 $0 $0Operator/StaMgr Wages $0 $0 $0 $0 $0Operator/StaMgr Overtime $0 $0 $0 $0 $0Full Time Wages $0 $0 $0 $0 $0Wage Lapse $0 $0 $0 $0 $0Overtime Wages $0 $0 $0 $0 $0TOTAL SALARIES AND WAGES $3,046 $2,937 $3,235 $4,193 $958 29.6%

Fringes (Total) $1,373 $1,283 $1,419 $1,896 $477 33.6%TOTAL PERSONNEL COST $4,419 $4,220 $4,654 $6,089 $1,435 30.8%

Services (Total) $97,401 $96,056 $103,046 $90,534 ($12,511) -12.1%Management Fee $0 $0 $225 $1,424 $1,199Professional & Technical $84 $128 $738 $765 $27Temporary Help $5 $2 $0 $0 $0Contract Maintenance $0 $10 $0 $0 $0Custodial Services $0 $0 $0 $0 $0Paratransit $96,684 $95,048 $98,020 $85,983 ($12,037)Other $628 $867 $4,062 $2,362 ($1,700)

Materials & Supplies (Total) $81 $228 $226 $10,232 $10,006 4435.6%Fuel and Lubricants $0 $0 $0 $10,000 $10,000Tires $0 $0 $0 $0 $0Other $81 $228 $226 $232 $6



Casualty & Liability (Total) $0 $0 $1,500 $0 ($1,500) -100.0%Insurance $0 $0 $1,500 $0 ($1,500)Claims $0 $0 $0 $0 $0


Miscellaneous (Total) $10 $24 $22 $22 $0 2.0%Dues And Subscriptions $0 $1 $2 $2 $0Conferences and Meetings $4 $4 $10 $5 ($5)Business Travel/Public Hrg $5 $14 $4 $9 $5Interview & Relocation $0 $4 $0 $0 $0Advertising $1 $0 $0 $0 $0Other $0 $0 $6 $6 $0

Reimbursements (Total) $0 $0 $0 $0 $0Reimbursements $0 $0 $0 $0 $0TOTAL NONPERSONNEL COST $98,124 $96,856 $105,449 $101,681 ($3,768) -3.6%

TOTAL COST $102,542 $101,077 $110,103 $107,770 ($2,333) -2.1%

Access Services SummaryOPERATING EXPENSE BUDGETTable 5.28


_____________________________________________________________________________ V-57

Metro Transit Police

Metro Transit PoliceChief of Police

Michael Taborn

Office of Emergency Management

DirectorPeter Laporte

Patrol Operations BureauDeputy ChiefRonald Pavlik

Administrative Services Bureau

Deputy ChiefTracie Simmons

Homeland Security and Investigations Bureau

Deputy ChiefLeslie Campbell

Special Operations Bureau Deputy Chief

Jeffrey Delinkski

Executive Office of the ChiefDeputy ChiefErhart Olson

Office of Professional Responsibilities and

InspectionsCaptain

Kevin Gaddis

Purpose The Metro Transit Police Department (MTPD) provides protection for Metro customers, personnel, transit facilities and revenue. Responsibilities The Metro Transit Police Department is responsible for the protection of customers, personnel, and transit facilities of the 1,500 square mile Transit Zone, comprised of the Commonwealth of Virginia, District of Columbia, and the State of Maryland. The Department is composed of both uniformed and plainclothes personnel charged with the duty of enforcing the laws of the signatories, and the laws, ordinances and regulations of the political subdivisions, and the rules and regulations of the Authority.



PERSONNEL COST $62,613 $70,605 $75,441 $4,835 6.8%NONPERSONNEL COST $2,937 $3,157 $3,257 $100 3.2%TOTAL COST $65,550 $73,762 $78,698 $4,935 6.7%



_____________________________________________________________________________ V-58

MTPD Business Plan The Metro Transit Police Department Business Plan identifies how MTPD’s day-to-day actions help Metro make progress towards the agency’s four strategic goals. MTPD’s contribution towards agency goals is tracked through the following GM/CEO Business Plan performance measures:

• Employee Injury Rate • Crime Rate • Customer Comment Rate • Operating Expense on Budget • Capital Fund Invested • Number of Positions Filled


_____________________________________________________________________________ V-59


Salaries (Total) $50,666 $4,806 $45,812 $48Full-Time Salaries $46,814 $4,340 $42,425 $48Salary Lapse -$1,418 -$49 -$1,369 $0Overtime Salaries $5,271 $515 $4,756 $0



Services (Total) $1,714 $297 $1,417 $0Management Fee $0 $0 $0 $0Professional & Technical $878 $82 $796 $0Temporary Help $0 $0 $0 $0Contract Maintenance $0 $0 $0 $0Custodial Services $0 $0 $0 $0Paratransit $0 $0 $0 $0Other $836 $215 $621 $0

Materials & Supplies (Total) $1,472 $244 $1,228 $0Fuel and Lubricants $3 $0 $3 $0Tires $0 $0 $0 $0Other $1,469 $244 $1,225 $0






Reimbursements (Total) $0 $0 $0 $0Reimbursements $0 $0 $0 $0TOTAL NONPERSONNEL COST $3,257 $552 $2,705 $0

TOTAL COST $78,698 $7,968 $70,659 $70


OPERATING COST BY MODEMetro Transit Police SummaryTable 5.29


_____________________________________________________________________________ V-60



Salaries (Total) $45,352 $44,496 $48,530 $50,666 $2,137 4.4%Full-Time Salaries $39,571 $40,006 $44,677 $46,814 $2,137Salary Lapse $0 $0 ($613) ($1,418) ($805)Overtime Salaries $5,781 $4,490 $4,466 $5,271 $805

Wages (Total) $254 $274 $357 $373 $16 4.5%Operator/StaMgr Wages $0 $0 $66 $86 $20Operator/StaMgr Overtime $0 $0 $0 $0 $0Full Time Wages $208 $231 $256 $252 ($4)Wage Lapse $0 $0 $0 $0 $0Overtime Wages $47 $43 $35 $35 $0TOTAL SALARIES AND WAGES $45,607 $44,770 $48,887 $51,039 $2,153 4.4%


Services (Total) $1,165 $1,538 $1,654 $1,714 $60 3.6%Management Fee $0 $0 $0 $0 $0Professional & Technical $83 $78 $814 $878 $65Temporary Help $16 $158 $0 $0 $0Contract Maintenance $0 $0 $5 $0 ($5)Custodial Services $0 $0 $0 $0 $0Paratransit $0 $0 $0 $0 $0Other $1,067 $1,302 $836 $836 $0

Materials & Supplies (Total) $979 $1,327 $1,432 $1,472 $40 2.8%Fuel and Lubricants $3 $3 $2 $3 $1Tires $0 $0 $0 $0 $0Other $976 $1,324 $1,430 $1,469 $39





Miscellaneous (Total) $161 $57 $67 $64 ($4) -5.2%Dues And Subscriptions $1 $0 $9 $8 ($1)Conferences and Meetings $7 $4 $22 $20 ($2)Business Travel/Public Hrg $31 $41 $27 $27 ($0)Interview & Relocation $0 $0 $0 $0 $0Advertising $0 $0 $0 $0 $0Other $122 $12 $10 $10 $0

Reimbursements (Total) $0 $0 $0 $0 $0Reimbursements $0 $0 $0 $0 $0TOTAL NONPERSONNEL COST $2,306 $2,937 $3,157 $3,257 $100 3.2%

TOTAL COST $66,622 $65,550 $73,762 $78,698 $4,935 6.7%

Metro Transit Police SummaryOPERATING EXPENSE BUDGETTable 5.30


_____________________________________________________________________________ V-61

Department of System Safety & Environmental Management

System Safety and Environmental MgmtChief Safety Officer

Jim Dougherty, WSO-CSSD

Rail SafetyDeputy Chief

Bob Manuiszko

Environmental SafetyDeputy Chief Carla Grano

Corporate Quality Assurance

Deputy ChiefCharles Briscoe

Bus & MetroAccess SafetyDeputy Chief

Raquelle Gilbert, WSO-CSSD

Asst. Chief Safety OfficerLou Brown, P.E.

Occupational Safety & Health

Deputy ChiefChad Krukowski

Purpose The purpose of the System Safety & Environmental Management Department (SAFE) is to ensure that Metro’s Bus, Rail, and Access systems and other facilities are operationally safe and environmentally sound for all our employees, customers and surrounding communities. The overall goal is always zero accidents, injuries and fatalities. In striving to accomplish that goal, SAFE in collaboration with all other departments is promoting a corporate safety culture involving all levels, from the Board of Directors to every employee regardless of position or



PERSONNEL COST $7,089 $7,716 $6,938 ($779) -10.1%NONPERSONNEL COST $8,830 $9,726 $9,453 ($273) -2.8%TOTAL COST $15,918 $17,442 $16,391 ($1,052) -6.0%



_____________________________________________________________________________ V-62

location. Responsibilities Overall SAFE responsibilities include the management and/or compliance of: policies and procedures in the areas of system safety, occupational safety and health, accident and incident investigation, the continuous hazard management process, 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. SAFE Business Plan The System Safety and Environmental Management Department Business Plan identifies how SAFE’s day-to-day actions help Metro make progress towards the agency’s four strategic goals. SAFE’s contribution towards agency goals is tracked through the following GM/CEO Business Plan performance measures:

• Employee Injury Rate • Customer Injury Rate • Operating Expense on Budget


_____________________________________________________________________________ V-63


Salaries (Total) $4,786 $1,855 $2,842 $89Full-Time Salaries $4,786 $1,855 $2,842 $89Salary Lapse $0 $0 $0 $0Overtime Salaries $0 $0 $0 $0


Fringes (Total) $2,152 $827 $1,285 $40TOTAL PERSONNEL COST $6,938 $2,682 $4,127 $129

Services (Total) $8,618 $3,340 $5,117 $161Management Fee $0 $0 $0 $0Professional & Technical $5,313 $2,059 $3,155 $99Temporary Help $0 $0 $0 $0Contract Maintenance $10 $4 $6 $0Custodial Services $0 $0 $0 $0Paratransit $0 $0 $0 $0Other $3,295 $1,277 $1,956 $61








TOTAL COST $16,391 $6,376 $9,713 $301


OPERATING COST BY MODESafety and Environmental MgmtTable 5.31


_____________________________________________________________________________ V-64



Salaries (Total) $4,593 $4,973 $5,347 $4,786 ($561) -10.5%Full-Time Salaries $4,592 $4,969 $5,385 $4,786 ($600)Salary Lapse $0 $0 ($38) $0 $38Overtime Salaries $0 $4 $0 $0 $0


Fringes (Total) $2,015 $2,116 $2,369 $2,152 ($217) -9.2%TOTAL PERSONNEL COST $6,609 $7,089 $7,716 $6,938 ($779) -10.1%

Services (Total) $9,670 $8,473 $8,926 $8,618 ($308) -3.5%Management Fee $0 $0 $0 $0 $0Professional & Technical $7,427 $5,773 $6,700 $5,313 ($1,387)Temporary Help $40 $0 $0 $0 $0Contract Maintenance $2 $0 $11 $10 ($1)Custodial Services $0 $0 $0 $0 $0Paratransit $0 $0 $0 $0 $0Other $2,202 $2,700 $2,215 $3,295 $1,080

Materials & Supplies (Total) $1,359 $333 $677 $693 $17 2.5%Fuel and Lubricants $0 $0 $0 $0 $0Tires $0 $0 $0 $0 $0Other $1,359 $333 $677 $693 $17





Miscellaneous (Total) $85 $7 $123 $125 $2 2.0%Dues And Subscriptions $0 $0 $0 $0 $0Conferences and Meetings $10 $2 $0 $2 $2Business Travel/Public Hrg $36 $6 $123 $123 $0Interview & Relocation $0 $0 $0 $0 $0Advertising $0 $0 $0 $0 $0Other $39 ($1) $0 $1 $1

Reimbursements (Total) $0 $0 $0 $0 $0Reimbursements $0 $0 $0 $0 $0TOTAL NONPERSONNEL COST $11,114 $8,830 $9,726 $9,453 ($273) -2.8%

TOTAL COST $17,723 $15,918 $17,442 $16,391 ($1,052) -6.0%

Safety and Environmental MgmtOPERATING EXPENSE BUDGETTable 5.32


_____________________________________________________________________________ V-65

Customer Service, Communications and Marketing

Customer Service, Communications &

MarketingAssistant General Manager

Lynn Bowersox

Marketing and AdvertisingActing DirectorLorraine Taylor

Communications & Chief Spokesperson

DirectorDan Stessel

Customer Service SupportDirector

Brett Tyler

Customer ResearchDirector

Alison Simon

External RelationsDirector

Samantha Rapoza

Purpose The purpose of the Customer Service Communications and Marketing (CSCM) Department is to support all of Metro’s strategic goals, build trust, confidence, credibility and loyalty in the Metro brand.



PERSONNEL COST $11,490 $12,559 $13,245 $687 5.5%NONPERSONNEL COST $2,947 $4,456 $5,607 $1,151 25.8%TOTAL COST $14,437 $17,015 $18,853 $1,838 10.8%



_____________________________________________________________________________ V-66

Responsibilities CSCM is responsible for communicating, marketing, and informing customers and others about Metro’s services, programs and policies. CSCM also serves as the customer advocate within Metro by seeking input from customers. CSCM carries out its responsibilities by the following offices:

• Media Relations (MREL) • External Relations (EREL) • Employee Communications • Executive Correspondence Team • Marketing and Advertising (MKTG) • Customer Service (CSVC) • Customer Research (RESR)

CSCM Business Plan The Customer Service Communications and Marketing Department Business Plan identifies how CSCM’s day-to-day actions help Metro make progress towards the agency’s four strategic goals. CSCM’s contribution towards agency goals is tracked through the following GM/CEO Business Plan performance measures:

• Employee Injury Rate • Customer Injury Rate • Customer Commendation/Complaint Rate • Operating Expense on Budget • Capital Funds Invested • Number of Positions Filled


_____________________________________________________________________________ V-67



Wages (Total) $2,992 $1,569 $1,401 $22Operator/StaMgr Wages $0 $0 $0 $0Operator/StaMgr Overtime $0 $0 $0 $0Full Time Wages $2,624 $1,334 $1,267 $23Wage Lapse -$75 -$38 -$37 -$1Overtime Wages $443 $273 $171 $0TOTAL SALARIES AND WAGES $9,122 $4,245 $4,382 $495


Services (Total) $3,375 $1,622 $1,703 $50Management Fee $0 $0 $0 $0Professional & Technical $352 $125 $227 $0Temporary Help $37 $20 $17 $0Contract Maintenance $197 $99 $77 $20Custodial Services $0 $0 $0 $0Paratransit $0 $0 $0 $0Other $2,789 $1,378 $1,381 $29

Materials & Supplies (Total) $1,135 $132 $992 $10Fuel and Lubricants $0 $0 $0 $0Tires $0 $0 $0 $0Other $1,135 $132 $992 $10





Miscellaneous (Total) $2,904 $1,243 $1,659 $2Dues And Subscriptions $5 $3 $3 $0Conferences and Meetings $17 $8 $9 $0Business Travel/Public Hrg $13 $6 $7 $0Interview & Relocation $0 $0 $0 $0Tolls $0 $0 $0 $0Advertising $2,648 $1,123 $1,525 $0Other $222 $104 $116 $2

Reimbursements (Total) -$2,587 $0 -$2,587 $0Reimbursements -$2,587 $0 -$2,587 $0TOTAL NONPERSONNEL COST $5,607 $3,426 $2,001 $179

TOTAL COST $18,853 $9,591 $8,363 $898


OPERATING COST BY MODECust Srvc Comm and Mkt SummaryTable 5.33


_____________________________________________________________________________ V-68



Salaries (Total) $5,208 $5,495 $5,742 $6,130 $389 6.8%Full-Time Salaries $5,138 $5,471 $5,818 $6,210 $392Salary Lapse $0 $0 ($166) ($170) ($3)Overtime Salaries $70 $24 $90 $90 $0

Wages (Total) $2,649 $2,586 $2,965 $2,992 $27 0.9%Operator/StaMgr Wages $0 $0 $0 $0 $0Operator/StaMgr Overtime $0 $0 $0 $0 $0Full Time Wages $2,283 $2,313 $2,598 $2,624 $26Wage Lapse $0 $0 ($76) ($75) $1Overtime Wages $366 $273 $443 $443 $0TOTAL SALARIES AND WAGES $7,857 $8,081 $8,707 $9,122 $415 4.8%

Fringes (Total) $3,373 $3,409 $3,852 $4,124 $271 7.0%TOTAL PERSONNEL COST $11,230 $11,490 $12,559 $13,245 $687 5.5%

Services (Total) $1,735 $1,497 $3,098 $3,375 $276 8.9%Management Fee $0 $0 $0 $0 $0Professional & Technical $229 $107 $291 $352 $61Temporary Help $39 $13 $36 $37 $1Contract Maintenance ($64) $125 $190 $197 $7Custodial Services $0 $0 $0 $0 $0Paratransit $0 $0 $0 $0 $0Other $1,531 $1,252 $2,581 $2,789 $208

Materials & Supplies (Total) $712 $772 $1,104 $1,135 $31 2.8%Fuel and Lubricants $0 $0 $0 $0 $0Tires $0 $0 $0 $0 $0Other $712 $772 $1,104 $1,135 $31




Leases (Total) $1,687 $1,571 $603 $615 $12 2.0%Property $157 $0 $0 $0 $0Equipment $1,530 $1,571 $603 $615 $12

Miscellaneous (Total) $1,659 $1,903 $2,241 $2,904 $664 29.6%Dues And Subscriptions $3 $1 $5 $5 ($0)Conferences and Meetings $5 $3 $17 $17 ($0)Business Travel/Public Hrg $8 $1 $13 $13 $0Interview & Relocation $0 $0 $0 $0 $0Advertising $1,559 $1,815 $2,047 $2,648 $601Other $83 $83 $159 $222 $63

Reimbursements (Total) ($2,919) ($2,915) ($2,752) ($2,587) $165 -6.0%Reimbursements ($2,919) ($2,915) ($2,752) ($2,587) $165TOTAL NONPERSONNEL COST $2,967 $2,947 $4,456 $5,607 $1,151 25.8%

TOTAL COST $14,197 $14,437 $17,015 $18,853 $1,838 10.8%

Cust Srvc Comm and Mkt SummaryOPERATING EXPENSE BUDGETTable 5.34

Proposed Fiscal Year 2014 Annual Budget Washington Metropolitan Area Transit Authority Chapter VI. Capital Program

______________________________________________________________________________VI-1

Chapter VI. Capital Program Introduction This chapter provides information on Metro’s proposed Fiscal Year 2014 capital budget and planned six-year capital program. The Capital Program includes the Capital Improvement Program (CIP), the Reimbursable Projects Program, and the Safety and Security Program. This chapter focuses primarily on proposed investments in the CIP. Greater detail for the Reimbursable, and Safety and Security Programs can be found in Appendix A. The Washington Metropolitan Area Transit Authority’s (Metro) proposed FY2014-2019 Capital Improvement Program (CIP) is a $5.2 billion capital investment plan focused on safety, reliability, and the rebuilding of the Metro system. Metro is advancing the most aggressive program of capital investments since the construction of the Metro system – more than 92 percent of the planned investment advances the safety, rehabilitation, and replacement of Metro’s infrastructure, facilities, equipment, systems, railcars, buses, and paratransit vehicles. The FY2014 proposed budget presents the fourth year of Metro’s rolling six-year Capital Improvement Program established by the Capital Funding Agreement (CFA) among Metro and the contributing jurisdictions. The CFA, which covers the initial six-year CIP for FY2011-2016, allows for annual adjustments to the six-year program of projects to meet Metro’s ongoing and updated capital needs. This budget presents the proposed FY2014 budget as well as the planned CIP investments through FY2019. On October 25, 2012 the Metro Board of Directors adopted resolution 2012-32 outlining a strategic framework including a Vision, Mission and four goals to guide Metro’s decision making to meet today’s challenges and prepare for the future. Using the Board’s framework, Metro has developed a Strategic Plan titled Momentum, an action oriented and flexible plan structured to connect and link Metro’s day-to-day actions with the adopted Board goals. Momentum guides our near term actions and investment decisions and provides Metro with a roadmap to meet the needs of the region in the future. The General Manager and Chief Executive Officer’s (GM/CEO) Business Plan is a three year plan containing priority actions, timelines and measures, targets and success criteria that will guide Metro’s implementation of Momentum. This proposed budget reflects those priorities and contains projects and actions that will help Metro achieve its near term goals while also laying the groundwork necessary to meet the system’s future needs.


______________________________________________________________________________VI-2

Proposed FY2014-2019 Capital Improvement Program Investments The proposed FY2014-2019 Capital Improvement Program (CIP) is a $5.2 billion capital investment plan focused on safety, reliability, and the rebuilding of the Metro system. Metro is advancing the most aggressive program of capital investments since the construction of the Metro system – more than 92 percent of the planned investment advances the safety, rehabilitation, and replacement of Metro’s infrastructure, facilities, equipment, systems, railcars, buses, and paratransit vehicles. Figure 6.1

The proposed FY2014-2019 CIP reflects updated project delivery assumptions and cost estimates. The proposed six-year program is balanced to forecasted capital funding and is consistent with the terms of the CFA. The Capital Needs Inventory (CNI), last updated in FY2012, is the foundation and source for the projects included in Metro’s proposed FY2014-2019 CIP. The current $13 billion CNI is a prioritized list of Metro’s investment needs for the ten year period from FY2011 through FY2020. The CNI is prioritized based on Metro’s strategic goals and with an emphasis on safety and rebuilding the Metro system to reverse years of underinvestment in the system. A comprehensive CNI update is scheduled for 2013. Rebuilding the System The proposed CIP continues to place the highest priority on investing resources in projects that improve safety and reliability. Major planned safety, rehabilitation, and replacement investments in the FY2014-2019 Proposed CIP include:

Safety & State of Good Repair- 92%

Proposed FY2014-2019 CIP Planned Investments

Customer Demand- 8%


______________________________________________________________________________VI-3

• Safety improvements and implementation of NTSB Recommendations, including, but not limited to the examination and replacement of track circuits and the upgrade of train control software system

• Comprehensive rehabilitation and replacement of track and rail structures to achieve a state of good repair and a steady state of maintenance.

• Replacement, rehabilitation and repair of railcars o Replacement 1000 Series Railcars (300 railcars) o Replacement 4000 Series Railcars (100 railcars) o Initiate replacement of 2000/3000 series railcars (beginning in FY2018) o Initiate rehabilitation of 5000 series railcars (beginning in FY2017)

• Replacement, rehabilitation and repair of buses o Replacement of approximately 100 buses per year o Rehabilitation of approximately 100 buses per year

• Replacement of MetroAccess vehicles – approximately 150 vehicles per year • Completion of the new District 2 police substation and training facility and the

special operations division facility • Rehabilitation of rail line segment infrastructure

o Red Line Rehabilitation: Stages 1 & 2 o Orange/Blue Line Rehabilitation: Stage 1

• Replacement of Southern Avenue and Royal Street bus facilities • Rehabilitation of rail yards (Alexandria, Brentwood, and New Carrollton) and bus

facilities (Western, Northern, and Landover) • Modernization of Metro’s fare collection infrastructure and technology • Replacement and rehabilitation of escalators – approximately 158 escalators • Rehabilitation of elevators – approximately 57 elevators

The proposed FY2014-2019 CIP also includes approximately $150 million for the replacement and upgrade of Metro’s radio system infrastructure to comply with an unfunded Federal Communications Commission (FCC) mandate that requires Metro to relocate to a new radio frequency band. The proposal includes approximately $150 million in additional long-term financing to support the project, pending the identification of another funding source. Preparing for the Future While the focus of the FY2014-2019 investment plan continues to be on safety improvements and the rebuilding and replacement of the existing system, Metro is also planning and preparing for future capacity investments. The FY2014-2019 proposed CIP includes a number of significant investments to identify, plan, and initiate future projects:


______________________________________________________________________________VI-4

• Preliminary investment to initiate the acquisition of 90 expansion railcars to expand Metrorail system capacity

• Phased investment in power system infrastructure upgrades to support future 8-car train operation

• Station capacity and access improvements at Gallery Place and Union Station • Additional buses to reduce overcrowding and improve on-time performance (45

expansion buses in FY2017-2019) • Continued investment in planning and project development for core and station capacity

projects Planned Investments by CIP Category Consistent with the CFA, the proposed FY2014-2019 projects are grouped into several CIP investment categories, which are summarized in the chart below and presented in detail in Table 6.3 of this report. Table 6.1

Proposed FY2014-FY2019 CIP Investments (Uses)(dollars in millions)

FY2013 FY2014 FY2015 FY2016 FY2017 FY2018 FY2019 FY14-19Forecast Proposed Plan Plan Plan Plan Plan Total

A. Vehicles/ Vehicle Parts 223.9$ $221.0 $274.7 $464.0 $453.9 $405.0 $369.1 $2,187.6B. Rail System Infrastructure Rehabilitation 150.2 119.5 99.2 100.3 102.7 72.0 90.6 584.2C. Maintenance Facilities 134.8 165.5 137.3 100.0 57.2 8.9 6.8 475.7D. Systems and Technology 101.0 97.2 88.7 96.7 65.1 64.2 53.2 465.0E. Track and Structures 68.7 59.7 64.6 68.1 69.1 78.4 82.2 422.1F. Passenger Facilities 129.2 98.8 93.4 85.5 79.0 96.0 122.4 575.2G. Maintenance Equipment 107.6 87.1 95.7 115.4 72.4 24.8 21.5 416.8H. Other Facilities 28.5 24.0 8.9 16.7 16.7 15.8 15.8 98.0I. Project Management and Support 0.9 2.5 2.5 2.5 2.5 2.5 2.5 15.0

Total 944.8$ $875.3 $865.0 $1,049.1 $918.5 $767.6 $764.1 $5,239.6


______________________________________________________________________________VI-5

Proposed FY2014-2019 CIP Financial Plan Metro’s proposed FY2014-2019 CIP financial plan relies on a forecasted investment of more than $5.2 billion from the federal government, state and local governments, and other sources. Of the $5.2 billion six-year plan: almost half ($2.5 billion) comes from federal funding; state and local contributions total $2.1 billion; other sources constitute $54 million; and planned long-term financing in support of rail car acquisition and the unfunded FCC mandate total $591 million. Figure 6.2

Metro’s CIP financial plan in Table 6.4 displays funding sources in the year in which the source is anticipated to be expended, consistent with expenditure based budgeting and the CFA. The financial plan for the FY2014-2019 CIP is based on the assumptions described below. Due to the current financial uncertainty at the federal level, these projections will need to be refined before budget adoption. Federal Formula Programs Metro’s proposed FY2014-2019 CIP financial plan forecasts a total of $1.6 billion from federal formula programs over the six year period, $273 million of which is planned for investment during FY2014. Annual federal formula program funding is subject to federal authorization and appropriation and the award of grants from the Federal Transit Administration (FTA). The MAP-21 Transportation Authorization, signed into law in 2012, introduces a change in the allocation methodology for federal transit funding. As compared to the previous authorization, SAFETEA-LU, MAP-21 shifts federal transit funding toward formula grant programs – a favorable change for agencies with Metro’s operating profile.

Federal 49%

State & Local 39%

Other 1%

Financing 11%

Proposed FY2014-FY2019 CIP Sources of Funds


______________________________________________________________________________VI-6

The proposed FY2014 capital budget and the proposed FY2014-2019 CIP financial plans include more favorable projections of federal formula program funding. The six-year plan projects that Metro’s allocation of federal formula funding will increase from approximately $238 million appropriated in federal fiscal year 2012 to an anticipated $273 million per year in federal fiscal year 2013 through federal fiscal year 2018. These formula programs are not subject to Sequestration. Federal Passenger Rail Investment and Improvement Act Metro’s proposed FY2014-2019 CIP financial plan includes a total of $894 million from the federal government through the Passenger Rail Investment and Improvement Act (PRIIA), $157 million of which is planned for investment during FY2014. Annual Federal PRIIA funding is subject to federal appropriation and, because PRIIA is a general fund program, it is subject to Sequestration. The updated plan assumes a reduction of $12 million of the expected annual PRIIA appropriation in both FY2014 and FY2015 in anticipation of the impact of Sequestration. State and Local Match to Federal Formula Programs The proposed FY2014-2019 CIP financial plan includes a total of $402 million of state and local match to federal formula programs, $68 million of which is planned for investment during FY2014. Consistent with the CFA, local match is estimated at 20 percent of the forecasted federal formula funding in each year of the plan. State and Local Passenger Rail Investment and Improvement Act The FY2014-2019 proposed CIP financial plan assumes that the District of Columbia, the State of Maryland, and the Commonwealth of Virginia will contribute a total of $919 million, an average of $153 million per year, consistent with the jurisdictional commitment to fund the safety, state of good repair, and preventive maintenance needs of the Metro system. System Performance The proposed FY2014-2019 CIP financial plan includes a total of $727 million from state and local system performance funding, $132 million of which is planned for investment during FY2014. Established by the CFA, system performance funding is contributed by the jurisdictions to advance additional capital investments beyond those funded by federal grants and match.


______________________________________________________________________________VI-7

Financing/Debt Strategy The proposed FY2014-2019 CIP financial plan includes a total of $591 million of planned long-term debt. No long-term debt issuances are currently planned for FY2014. The initial financial plan included in the CFA forecasted $440 million of long-term debt to support the FY2011-2016 CIP. The total estimated long-term debt now planned for the FY2011-2016 period is $409 million, with the remaining $31 million planned in FY2017. Pending the identification of a funding source, an additional $150 million of potential long term debt is included in the FY2014-2019 proposed plan to replace Metro’s radio system infrastructure. This project is in response to an unfunded federal mandate requiring that Metro relocate to a new radio frequency band. In accordance with the terms of the CFA, Metro will identify the portion of future allocated contributions for debt service payments in future proposed budgets and Metro will notify the jurisdictions at least 120 days in advance of any long-term debt issuance. Table 6.2

Jurisdictional Allocated Contributions In accordance with the CFA, system performance funding and formula match are allocated among the jurisdictions based on operating subsidy by mode as applied to the CIP by asset type. There are three separate jurisdictional operating subsidy allocations, one each for bus, rail, and paratransit. These three allocations are applied to bus, rail, and paratransit projects to determine an overall blended allocation rate by jurisdiction for CIP contributions for formula match and system performance funding. In accordance with the CFA, the jurisdictional allocated contribution is recalculated every three years based on the then-current approved operating budget allocation. The allocation of formula match and system performance funding for the FY2011 through FY2013 annual budgets is based on the FY2010 operating subsidy and FY2011-2016 program of projects. Planned FY2014-2019 formula match and system performance funding will be allocated based on the FY2014 operating subsidy allocation and the updated program of projects. The allocations included in Table 6.5 of this report are based on the preliminary proposed FY2014 operating subsidy allocation and proposed FY2014-2019 program of projects and will be revised prior to budget adoption.

Proposed FY2014-2019 Capital Improvement ProgramPlanned Financing Strategy

(dollars in millions) FY2013 FY2014 FY2015 FY2016 FY2017 FY2018 FY2019 FY14-19Forecast Proposed Plan Plan Plan Plan Plan Total

Planned Financing for Railcars $0.0 $0.0 $60.0 $250.0 $130.0 $0.0 $0.0 $440.0Planned Financing for Federal Unfunded Mandate 0.0 0.0 40.9 58.5 32.2 11.3 7.9 150.8Planned Long-term Financing $0.0 $0.0 $100.9 $308.5 $162.2 $11.3 $7.9 $590.8


______________________________________________________________________________VI-8

Annual state and local PRIIA funding is allocated equally among the District of Columbia, the State of Maryland, and the Commonwealth of Virginia.

FY2014 Proposed Capital Improvement Program Investments The proposed FY2014 capital investment is the first year of the proposed six-year Capital Improvement Program. The proposed FY2014 budget totals $875 million and continues the focus on Metro’s key priorities of safety and state of good repair.

FY2014 Proposed Investments (Uses) Significant investments planned for FY2014 include, but are not limited to:

• Continued investment in projects that address NTSB findings including the examination and replacement of track circuits and the replacement of train control software system

• Continued progress on the 7000 Series railcars to replace all 300 of the 1000 Series railcars

• Initiation of the investment to replace all 100 of the 4000 Series railcars • Construct the railcar test track at Greenbelt • Continued rail line segment rehabilitation on the Red Line and Orange/Blue Lines • Aggressive rehabilitation of track and structures • Continue rehabilitation of Alexandria, Brentwood, and New Carrollton rail yards • Full rehabilitation of 12 Metro stations and smaller scale rehabilitations of another 12

Metro stations • Replacement of 9 escalators and rehabilitation of 30 more • Rehabilitation of 18 elevators • Continue development of New Electronics Payment Program • Replacement of 85 Metro buses and the rehabilitation of 100 more • Advance the replacement of Southern Avenue bus garage and continue rehabilitations at

Western, Northern, Landover, and Bladensburg bus facilities • Replacement of 150 MetroAccess vehicles

Proposed FY2014 CIP investments are summarized in detail in Table 6.3. Metro’s proposed FY2014 Capital Program totals $984 million. This includes $875 million in the CIP and $109 million in the Reimbursable Projects Program. The Reimbursable Projects Program is comprised of projects for which separate funding has been arranged with Metro’s jurisdictional partners. The Safety and Security Program and American Recovery and Reinvestment Programs are currently forecasted to be complete in FY2013. Further detail on these programs is provided in Appendix A.


______________________________________________________________________________VI-9

Table 6.3Multi-Year Capital Budget (CIP) Costs: FY2011-2019(dollars in millions)

Actual Actual Forecast AWP Forecast Forecast FY2011-16 Forecast Forecast Forecast FY2011-19 FY2014-19FY2011 FY2012 FY2013 FY2014 FY2015 FY2016 Total FY2017 FY2018 FY2019 Total Total

A Vehicles/ Vehicle PartsReplacement of Rail Cars $79.266 $8.917 $2.111 $24.996 $70.718 $266.692 $452.700 $249.769 $164.192 $105.732 $972.392 $882.098Replacement of Buses 65.607 110.398 71.249 60.608 74.263 64.390 446.516 57.037 87.418 94.694 685.665 438.410Rehabilitation of Rail Cars 68.968 52.148 48.848 43.643 44.729 46.593 304.929 44.543 47.806 59.108 456.387 286.423Rehabilitation of Buses 49.198 52.051 53.592 55.521 59.696 62.100 332.159 64.334 67.029 69.315 532.836 377.995Replacement of MetroAccess Vehicles 11.626 11.373 8.607 9.099 10.915 13.695 65.316 13.528 14.221 14.700 107.765 76.159Replacement of Service Vehicles 0.080 4.727 9.976 8.405 8.693 7.599 39.480 8.910 9.186 9.619 67.195 52.412Rail Car Fleet Expansion 3.995 2.362 2.438 2.281 0.000 0.000 11.076 0.000 0.000 0.000 11.076 2.281Bus Fleet Expansion 0.000 0.000 0.000 0.000 0.000 0.000 0.000 11.704 12.114 12.538 36.356 36.356Bus Enhancements 2.522 7.020 27.126 16.444 5.643 2.899 61.654 4.059 3.046 3.361 72.120 35.453

Subtotal $281.262 $248.996 $223.949 $220.999 $274.657 $463.968 $1,713.830 $453.884 $405.012 $369.067 $2,941.793 $2,187.586

B Rail System Infrastructure RehabilitationRail Line Segment Rehabilitation $78.522 $118.508 $150.206 $119.498 $99.187 $100.263 666.184 $102.680 $72.010 $90.573 $931.447 $584.211

Subtotal $78.522 $118.508 $150.206 $119.498 $99.187 $100.263 $666.184 $102.680 $72.010 $90.573 $931.447 $584.211

C Maintenance FacilitiesRehabilitation and Replacement of Bus Garages $11.412 $8.484 $15.706 $28.952 $52.584 $39.698 $156.837 $38.755 $0.000 $0.000 $195.593 $159.990Maintenance of Bus Garages 12.679 28.590 32.341 24.576 11.225 2.438 111.849 0.000 0.000 0.000 111.849 38.239Maintenance of Rail Yards 0.297 13.421 18.157 45.775 45.018 25.376 148.042 7.634 0.000 0.000 155.676 123.802Rail Maintenance Facilities 1.277 4.284 41.686 34.637 10.383 14.604 106.871 2.000 0.000 0.000 108.871 61.624Environmental Compliance Projects 2.155 4.666 5.285 7.945 4.090 4.686 28.828 3.806 3.833 3.938 40.404 28.297Maintenance Bus and Rail Facilities 5.502 4.106 14.911 15.746 9.010 6.159 55.433 5.005 5.030 2.907 68.375 43.856Expansion of Bus Garages 1.546 3.988 6.718 7.865 5.007 7.001 32.125 0.000 0.000 0.000 32.125 19.873

Subtotal $34.868 $67.539 $134.805 $165.496 $137.317 $99.961 $639.986 $57.200 $8.863 $6.844 $712.893 $475.682

D Systems and TechnologyPower System Upgrades - Rail $4.058 $0.219 $0.880 $5.581 $6.709 $8.155 $25.601 $7.268 $6.872 $6.038 $45.778 $40.622Operations Support Software 26.688 31.744 39.619 40.474 37.962 32.299 208.785 30.064 27.559 32.125 298.533 200.482Business Support Software & Equipment 18.643 27.021 40.368 33.638 16.724 11.071 147.463 10.364 15.122 14.066 187.015 100.984Rail Fare Equipment 7.116 12.328 20.125 17.478 27.297 45.180 129.524 17.384 14.666 0.943 162.517 122.948

Subtotal $56.504 $71.311 $100.992 $97.170 $88.692 $96.705 $511.373 $65.080 $64.218 $53.171 $693.843 $465.036

E Track and StructuresTrack Rehabilitation $53.056 $76.296 $66.002 $56.706 $61.071 $63.839 $376.969 $64.122 $72.818 $76.501 $590.409 $395.055Station/Tunnel Rehabilitation 3.420 3.460 2.721 3.035 3.574 4.242 20.452 4.952 5.539 5.705 36.649 27.047

Subtotal $56.476 $79.756 $68.724 $59.740 $64.645 $68.080 $397.421 $69.074 $78.357 $82.206 $627.058 $422.102

F Passenger FacilitiesElevator/Escalator Facilities $9.095 $24.066 $27.036 $35.093 $44.617 $37.682 $177.588 $40.702 $42.534 $45.085 $305.909 $245.712Maintenance of Rail Station Facilities 63.138 54.335 89.749 53.582 36.726 31.649 329.179 19.031 18.908 18.577 385.695 178.472Bicycle & Pedestrian Facilities 0.516 1.501 2.168 1.788 2.810 1.700 10.483 1.713 1.727 1.741 15.664 11.479Rail Station: Capacity/Enhancements 4.952 7.472 3.289 3.273 4.056 7.812 30.855 13.283 30.351 54.425 128.913 113.200Bus Priority Corridor Improvements 1.139 3.215 6.497 4.878 5.012 6.382 27.123 4.073 2.262 2.375 35.833 24.982Rail Station Equipment 0.103 0.682 0.475 0.180 0.206 0.298 1.943 0.210 0.212 0.221 2.587 1.327

Subtotal $78.943 $91.273 $129.215 $98.793 $93.426 $85.523 $577.172 $79.012 $95.994 $122.423 $874.601 $575.171

G Maintenance EquipmentRail Maintenance Equipment $17.979 $66.086 $98.455 $82.808 $92.157 $111.377 $468.861 $68.657 $21.008 $17.683 $576.208 $393.689Bus Repair Equipment 2.331 5.260 3.547 3.447 3.345 3.841 21.770 3.549 3.665 3.627 32.610 21.473Business Facilities Equipment 0.292 0.803 5.589 0.796 0.152 0.179 7.811 0.171 0.158 0.163 8.302 1.618

Subtotal $20.602 $72.149 $107.590 $87.051 $95.654 $115.397 $498.442 $72.376 $24.831 $21.472 $617.121 $416.781

H Other FacilitiesBusiness Support Facilities $1.125 $8.826 $7.503 $4.784 $5.717 $16.139 $44.095 $16.657 $15.813 $15.838 $92.403 $74.949MTPD Support Facilities 0.445 11.035 21.008 19.251 3.225 0.562 55.526 0.000 0.000 0.000 55.526 23.038

Subtotal $1.570 $19.861 $28.512 $24.035 $8.943 $16.701 $99.621 $16.657 $15.813 $15.838 $147.929 $97.987

I Project Management and SupportCredit Facility $2.466 $0.975 $0.851 $2.500 $2.500 $2.500 $11.792 $2.500 $2.500 $2.500 $19.292 $15.000

Subtotal $2.466 $0.975 $0.851 $2.500 $2.500 $2.500 $11.792 $2.500 $2.500 $2.500 $19.292 $15.000

Total $611.212 $770.368 $944.842 $875.281 $865.021 $1,049.097 $5,115.821 $918.464 $767.598 $764.094 $7,565.977 $5,239.555


______________________________________________________________________________VI-10

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1,

349.

8

Oth

er S

tate

and

Loc

al-

1.5

2.2

2.1

1.

0

1.

0

-

-

-

4.

0

7.

7

Su

btot

al S

tate

and

Loc

al21

7.8

28

8.7

39

6.8

37

1.1

349.

2

332.

1

333.

3

333.

3

333.

2

2,05

2.1

2,

955.

4

Oth

er S

ourc

esM

etro

Mat

ters

113.

7

39.4

19

.2

12.4

-

-

-

-

-

12

.4

184.

8

In

sura

nce

Proc

eeds

0.1

8.3

-

26.9

2.

0

0.

5

-

-

-

29

.4

37.9

La

nd S

ale

Proc

eeds

-

12

.6

13.2

2.

5

-

-

-

-

-

2.5

28.3

M

isce

llane

ous

-

16

.5

1.6

9.5

-

-

-

-

-

9.

5

27

.6

Subt

otal

Oth

er S

ourc

es11

3.9

76

.8

34.0

51

.4

2.0

0.5

-

-

-

53.9

27

8.6

Fina

ncin

gPl

anne

d Lo

ng-T

erm

Fin

anci

ng-

-

-

-

100.

9

308.

5

162.

2

11.3

7.

9

59

0.8

590.

8

Su

btot

al F

inan

cing

-

-

-

-

10

0.9

30

8.5

16

2.2

11

.3

7.9

590.

8

59

0.8

Tota

l CIP

611.

2$

77

0.4

$

944.

8$

87

5.3

$

865.

0$

1,

049.

1$

918.

5$

76

7.6

$

764.

1$

5,

239.

6$

7,56

6.0

$

Reim

bura

ble

Proj

ects

60.9

$

96

.9$

119.

5$

109.

4$

16

5.6

$

16

5.6

$

16

5.6

$

16

5.6

$

16

5.6

$

93

7.5

$

1,21

4.9

$

Fede

ral A

RRA

Gran

t Fun

ds62

.7$

42.3

$

13

.4$

-

$

-

$

-$

-

$

-$

-

$

-$

11

8.3

$

Fede

ral S

afet

y &

Sec

urity

Fun

ds3.

2$

18

.2$

36.9

$

-$

-$

-

$

-$

-

$

-$

-

$

58.3

$

Tota

l Cap

ital

Pro

gram

738.

0$

92

7.7

$

1,11

4.7

$ 98

4.7

$

1,03

0.6

$ 1,

214.

7$

1,08

4.1

$ 93

3.2

$

929.

7$

6,

177.

2$

8,95

7.6

$

Six-

Year

Pla

n


______________________________________________________________________________VI-11

Tabl

e 6.

5FY

2014

Pro

pose

d Ca

pita

l Im

prov

emen

t Pr

ogra

mA

lloca

tion

of

Stat

e an

d Lo

cal C

ontr

ibut

ions

(Pr

elim

inar

y)(d

olla

rs in

mill

ions

)

FY20

11FY

2012

FY20

14FY

2015

FY20

16FY

2017

FY20

18FY

2019

FY14

-19

FY11

-19

Actu

alAc

tual

Carr

y-O

ver

Cont

ribut

ion

Fore

cast

Prop

osed

Fore

cast

Fore

cast

Fore

cast

Fore

cast

Fore

cast

Tota

lTo

tal

Form

ula

Mat

ch a

nd S

yste

m P

erfo

rman

ceDi

stric

t of C

olum

bia

37.2

$

65

.6$

5.5

$

67

.5$

73

.0$

74

.5$

76.3

$

68

.5$

66.7

$

67

.7$

67.4

$

42

1.1

$

596.

9$

M

ontg

omer

y Co

unty

17.3

30

.4

2.6

31

.3

33

.9

34

.2

32.5

30

.4

32.1

31

.6

31.8

19

2.8

274.

3

Pr

ince

Geo

rge'

s Co

unty

19.0

33

.5

2.8

34

.5

37

.3

35

.3

36.0

32

.2

32.4

32

.4

32.3

20

0.6

290.

4

M

aryl

and

Subt

otal

36.3

63

.9

5.4

65

.8

71

.1

69

.5

68.5

62

.6

64.5

64

.0

64.1

39

3.4

564.

7

Ci

ty o

f Ale

xand

ria4.

1

7.

2

0.

6

7.4

8.

0

8.6

8.

2

7.

7

7.

9

7.

9

7.

9

48

.2

67.5

Ar

lingt

on C

ount

y7.

6

13

.4

1.1

13

.8

15

.0

16

.7

15.6

14

.8

15.5

15

.4

15.5

93

.5

129.

5

Ci

ty o

f Fai

rfax

0.3

0.5

0.0

0.

5

0.5

0.

7

0.6

0.6

0.6

0.6

0.6

3.7

5.0

Fairf

ax C

ount

y13

.5

23.8

2.

0

24.5

26.5

29.4

28

.2

26.2

27

.3

27.1

27

.2

165.

3

22

9.2

City

of F

alls

Chu

rch

0.3

0.5

0.0

0.

5

0.5

0.

7

0.7

0.6

0.6

0.6

0.6

3.9

5.1

Virg

inia

Sub

tota

l25

.8

45.4

3.

8

46.7

50.5

56.0

53

.3

50.0

52

.0

51.6

51

.8

314.

7

43

6.3

Subt

otal

For

mul

a M

atch

& S

yste

m P

erfo

rman

ce99

.3

174.

9

14.7

179.

9

194.

6

200.

1

19

8.2

18

1.1

18

3.3

18

3.3

18

3.2

1,

129.

1

1,59

7.9

Stat

e an

d Lo

cal P

RII

ADi

stric

t of C

olum

bia

39.5

37

.4

17.2

49.4

66.6

56.3

50

.0

50.0

50

.0

50.0

50

.0

306.

3

44

9.9

Stat

e of

Mar

ylan

d39

.5

37.4

17

.2

49

.4

66

.6

56

.3

50.0

50

.0

50.0

50

.0

50.0

30

6.3

449.

9

Co

mm

onw

ealth

of V

irgin

ia39

.5

37.4

17

.2

49

.4

66

.6

56

.3

50.0

50

.0

50.0

50

.0

50.0

30

6.3

449.

9

Su

btot

al S

tate

and

Loc

al P

RIIA

118.

5

112.

3

51.7

148.

3

199.

9

168.

9

15

0.0

15

0.0

15

0.0

15

0.0

15

0.0

91

8.9

1,34

9.8

Tota

l21

7.8

$

287.

2$

66

.4$

32

8.2

$

39

4.6

$

36

9.0

$

348.

2$

33

1.1

$

333.

3$

33

3.3

$

333.

2$

2,

048.

1$

2,94

7.7

$

Six-

Year

Pla

n

FY20

13


______________________________________________________________________________VI-12

Table 6.6

Reimbursable Capital Costs: FY2014(dollars in million)

All Jurisdictions FY2014Project Development $3.0

Table 6.7

Source of Funds for Reimbursable Capital Cost: FY2014(dollars in million)

All Jurisdictions FY2014District of Columbia $1.1Maryland 1.1Virginia 0.8Total $3.0


______________________________________________________________________________VI-13

Ta

ble

6.8

Pro

pose

d FY

2014

-201

9 C

apit

al I

mpr

ovem

ent

Pro

gram

Mul

ti-Y

ear

CIP

Inv

estm

ents

: FY

2011

-201

9(d

olla

rs in

milli

ons)

FY20

11FY

2012

FY20

13FY

2014

FY20

15FY

2016

FY20

17FY

2018

FY20

19FY

2014

-19

FY20

11-1

9Ac

tual

Actu

alFo

reca

stPr

opos

edPl

anPl

anPl

anPl

anPl

anTo

tal

Tota

lA

Vehi

cles

/ Ve

hicl

e Pa

rts

Repl

acem

ent o

f Rai

l Car

sCI

P005

710

00 S

erie

s Ra

il Ca

r Re

plac

emen

t$7

9.26

6$8

.917

$2.1

11$1

.086

$70.

718

$245

.324

$249

.769

$2.7

23$1

7.54

0$5

87.1

58$6

77.4

52CI

P005

920

00/3

000

Serie

s Ra

il Ca

r Re

plac

emen

t0.

000

0.00

00.

000

0.00

00.

000

0.00

00.

000

4.31

930

.679

34.9

9834

.998

CIP0

060

4000

Ser

ies

Rail

Car

Repl

acem

ent

0.00

00.

000

0.00

023

.910

0.00

00.

000

0.00

015

7.15

157

.513

238.

574

238.

574

CIP0

068

Railc

ar F

leet

Exp

ansi

on0.

000

0.00

00.

000

0.00

00.

000

21.3

690.

000

0.00

00.

000

21.3

6921

.369

Subt

otal

$79.

266

$8.9

17$2

.111

$24.

996

$70.

718

$266

.692

$249

.769

$164

.192

$105

.732

$882

.098

$972

.392

Repl

acem

ent o

f Bus

esCI

P000

6Bu

s Re

plac

emen

t$6

5.60

7$1

10.3

98$7

1.24

9$6

0.60

8$7

4.26

3$6

4.39

0$5

7.03

7$8

7.41

8$9

4.69

4$4

38.4

10$6

85.6

65Su

btot

al$6

5.60

7$1

10.3

98$7

1.24

9$6

0.60

8$7

4.26

3$6

4.39

0$5

7.03

7$8

7.41

8$9

4.69

4$4

38.4

10$6

85.6

65

Reha

bilit

atio

n of

Rai

l Car

sCI

P005

820

00/3

000

Serie

s Ra

il Ca

r M

id-L

ife R

ehab

ilita

tion

$4.7

23$1

.013

$1.4

38$0

.976

$0.0

00$0

.000

$0.0

00$0

.000

$0.0

00$0

.976

$8.1

49CI

P006

150

00 S

erie

s Ra

il Ca

r M

id-L

ife R

ehab

ilita

tion

0.00

00.

000

0.00

00.

000

0.00

00.

000

0.99

23.

812

15.0

5519

.859

19.8

59CI

P006

3Ra

il Re

habi

litat

ion

Prog

ram

10.5

3123

.358

19.7

2218

.969

20.6

4123

.837

21.4

8521

.765

21.7

6512

8.46

218

2.07

3CI

P006

410

00 S

erie

s Ra

il Ca

r HV

AC R

ehab

ilita

tion

1.87

11.

611

0.54

10.

011

0.00

00.

000

0.00

00.

000

0.00

00.

011

4.03

3CI

P006

7Ra

il Ca

r Sa

fety

& R

elia

bilit

y En

hanc

emen

ts10

.893

5.29

46.

363

1.72

61.

726

1.99

41.

805

1.96

72.

026

11.2

4433

.793

CIP0

125

Rail

Prev

entiv

e M

aint

enan

ce20

.806

0.00

00.

000

0.00

00.

000

0.00

00.

000

0.00

00.

000

0.00

020

.806

CIP0

142

Rail

Life

cycl

e O

verh

aul

20.0

0020

.774

20.2

6220

.262

20.2

6220

.262

20.2

6220

.262

20.2

6212

1.57

218

2.60

8CI

P014

8Re

pair

of D

amag

ed R

ailc

ars

0.14

50.

098

0.52

31.

700

2.10

00.

500

0.00

00.

000

0.00

04.

300

5.06

6Su

btot

al$6

8.96

8$5

2.14

8$4

8.84

8$4

3.64

3$4

4.72

9$4

6.59

3$4

4.54

3$4

7.80

6$5

9.10

8$2

86.4

23$4

56.3

87

Reha

bilit

atio

n of

Bus

esCI

P000

5Bu

s Re

habi

litat

ion

Prog

ram

$23.

002

$31.

302

$30.

862

$32.

372

$33.

667

$35.

014

$36.

414

$38.

235

$40.

147

$215

.850

$301

.016

CIP0

008

Bus

Repa

irabl

es4.

773

10.0

4112

.292

12.7

1115

.591

16.6

4817

.481

18.3

5518

.730

99.5

1712

6.62

3CI

P013

7Bu

s Pr

even

tativ

e M

aint

enan

ce11

.424

0.00

00.

000

0.00

00.

000

0.00

00.

000

0.00

00.

000

0.00

011

.424

CIP0

143

Bus

Life

cycl

e O

verh

aul

10.0

0010

.707

10.4

3810

.438

10.4

3810

.438

10.4

3810

.438

10.4

3862

.628

93.7

73Su

btot

al$4

9.19

8$5

2.05

1$5

3.59

2$5

5.52

1$5

9.69

6$6

2.10

0$6

4.33

4$6

7.02

9$6

9.31

5$3

77.9

95$5

32.8

36

Repl

acem

ent o

f Met

roAc

cess

Veh

icle

sCI

P001

5M

etro

Acce

ss F

leet

Rep

lace

men

t$1

1.62

6$1

1.37

3$8

.607

$9.0

99$1

0.91

5$1

3.69

5$1

3.52

8$1

4.22

1$1

4.70

0$7

6.15

9$1

07.7

65Su

btot

al$1

1.62

6$1

1.37

3$8

.607

$9.0

99$1

0.91

5$1

3.69

5$1

3.52

8$1

4.22

1$1

4.70

0$7

6.15

9$1

07.7

65

Repl

acem

ent o

f Ser

vice

Veh

icle

sCI

P000

9Se

rvic

e Ve

hicl

e Re

plac

emen

t$0

.080

$4.7

27$9

.976

$8.4

05$8

.693

$7.5

99$8

.910

$9.1

86$9

.619

$52.

412

$67.

195

Subt

otal

$0.0

80$4

.727

$9.9

76$8

.405

$8.6

93$7

.599

$8.9

10$9

.186

$9.6

19$5

2.41

2$6

7.19

5

Rail

Car

Flee

t Exp

ansi

onCI

P006

260

00 S

erie

s Ra

il Ca

r Pr

ocur

emen

t$3

.995

$2.3

62$2

.438

$2.2

81$0

.000

$0.0

00$0

.000

$0.0

00$0

.000

$2.2

81$1

1.07

6Su

btot

al$3

.995

$2.3

62$2

.438

$2.2

81$0

.000

$0.0

00$0

.000

$0.0

00$0

.000

$2.2

81$1

1.07

6

Bus

Flee

t Exp

ansi

onCI

P000

3Bu

s Fl

eet E

xpan

sion

$0.0

00$0

.000

$0.0

00$0

.000

$0.0

00$0

.000

$11.

704

$12.

114

$12.

538

$36.

356

$36.

356

Subt

otal

$0.0

00$0

.000

$0.0

00$0

.000

$0.0

00$0

.000

$11.

704

$12.

114

$12.

538

$36.

356

$36.

356

Bus

Enha

ncem

ents

CIP0

002

Auto

mat

ic V

ehic

le L

ocat

ion

Equi

pmen

t Rep

lace

men

t$0

.437

$6.2

51$2

7.12

6$1

2.84

7$2

.707

$0.5

88$0

.000

$0.0

00$0

.000

$16.

142

$49.

955

CIP0

007

Bus

Cam

era

Inst

alla

tion

& R

epla

cem

ent

2.08

50.

769

0.00

03.

598

2.93

72.

311

4.05

93.

046

3.36

119

.311

22.1

65Su

btot

al$2

.522

$7.0

20$2

7.12

6$1

6.44

4$5

.643

$2.8

99$4

.059

$3.0

46$3

.361

$35.

453

$72.

120

Subt

otal

$281

.262

$248

.996

$223

.949

$220

.999

$274

.657

$463

.968

$453

.884

$405

.012

$369

.067

$2,1

87.5

86$2

,941

.793

Six-

Year

Pla

n


______________________________________________________________________________VI-14

Ta

ble

6.8

cont

.P

ropo

sed

FY20

14-2

019

Cap

ital

Im

prov

emen

t P

rogr

amM

ulti

-Yea

r C

IP I

nves

tmen

ts:

FY20

11-2

019

(dol

lars

in m

illion

s)

FY20

11FY

2012

FY20

13FY

2014

FY20

15FY

2016

FY20

17FY

2018

FY20

19FY

2014

-19

FY20

11-1

9Ac

tual

Actu

alFo

reca

stPr

opos

edPl

anPl

anPl

anPl

anPl

anTo

tal

Tota

lB

Rail

Syst

em In

fras

truc

ture

Reh

abili

tatio

nRa

il Li

ne S

egm

ent R

ehab

ilita

tion

CIP0

107

Red

Line

Reh

abili

tatio

n St

age

One

$48.

368

$75.

697

$86.

523

$38.

166

$18.

059

$5.7

65$0

.000

$0.0

00$0

.000

$61.

990

$272

.578

CIP0

108

Red

Line

Reh

abili

tatio

n St

age

Two

0.00

00.

000

0.44

01.

231

5.00

021

.383

48.1

9872

.010

90.5

7323

8.39

423

8.83

4CI

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______________________________________________________________________________VI-15

Tabl

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8 co

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2012

FY20

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FY20

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2016

FY20

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2018

FY20

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-19

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$465

.036

$693

.843

Six-

Year

Pla

n


______________________________________________________________________________VI-16

Tab

le 6

.8 c

ont.

Pro

po

sed

FY

20

14

-20

19

Ca

pit

al

Imp

rove

me

nt

Pro

gra

mM

ult

i-Y

ea

r C

IP I

nve

stm

en

ts:

FY

20

11

-20

19

(dolla

rs in

millio

ns)

FY20

11FY

2012

FY20

13FY

20

14

FY20

15FY

2016

FY20

17FY

2018

FY20

19FY

20

14

-19

FY2

01

1-1

9Act

ual

Act

ual

Fore

cast

Pro

po

sed

Plan

Plan

Plan

Plan

Plan

Tota

lTo

tal

ETra

ck a

nd S

truc

ture

sTra

ck R

ehab

ilita

tion

CIP

0018

Tra

ck W

eldi

ng P

rogr

am$0

.369

$2.6

49$2

.627

$2

.70

9$3

.262

$3.9

89$3

.730

$4.4

84$4

.618

$2

2.7

92

$2

8.4

37

CIP

0019

Tra

ck F

loat

ing

Sla

b Reh

abili

tatio

n1.

540

1.64

11.

023

1.3

52

1.60

01.

904

1.71

72.

309

2.37

91

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61

15

.46

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0021

Tra

ck P

ad/S

hock

Abs

orbe

r Reh

abili

tatio

n2.

361

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41.

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l Reh

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444

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565

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939

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8749

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tion/

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nel R

ehab

ilita

tion

CIP

0026

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tion/

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nel L

eak

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gatio

n$3

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60$2

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47

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02

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27

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ger

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or/E

scal

ator

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ilitie

sCIP

0072

Elev

ator

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abili

tatio

n$0

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01$2

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5$2

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73$2

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08$2

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6.2

30

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4.4

57

CIP

0073

Esca

lato

r Reh

abili

tatio

n3.

479

14.3

8313

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615

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3.05

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408

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85.

570

47

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65

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0132

Elev

ator

/Esc

alat

or R

epai

rabl

es4.

693

5.28

27.

932

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92

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010

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0185

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men

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000

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066

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036

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93

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30

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nten

ance

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l Sta

tion

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tion

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abili

tatio

n Pr

ogra

m$8

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71$1

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00

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247

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178

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712

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298

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77

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93

CIP

0138

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tem

-wid

e In

fras

truc

ture

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abili

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33.5

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22

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310

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000

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306

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tion

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ling

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ram

0.00

09.

256

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ing

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age

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abili

tatio

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000

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04

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66

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0153

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essi

ble

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tion

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nage

0.00

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form

to

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zani

ne S

tairs

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thes

da S

tatio

n0.

000

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ight

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emen

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0200

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kers

& R

elay

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ctric

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er0.

000

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02.

000

0.0

00

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00.

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r Tra

in F

acili

ty D

esig

n0.

000

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03.

000

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00

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00.

000

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00.

000

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0216

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agut

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th B

eam

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abili

tatio

n0.

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8$1

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17

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72

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85

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5

Bicy

cle

& P

edes

tria

n Fa

cilit

ies

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0035

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cle

& P

edes

tria

n Fa

cilit

ies:

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acity

Im

prov

emen

ts$0

.516

$1.5

01$2

.168

$1

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8$2

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00$1

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27$1

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tota

l$0

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01$2

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8$2

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00$1

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64

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l Sta

tion:

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acity

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ance

men

tsCIP

0017

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tion

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form

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ety

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ovem

ent (T

runc

ated

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es)

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00$0

.000

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00$

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ject

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0178

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1

Six

-Yea

r Pl

an


______________________________________________________________________________VI-17

Tabl

e 6.

8 co

nt.

Prop

osed

FY2

014-

2019

Cap

ital

Im

prov

emen

t Pr

ogra

mM

ulti

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r CI

P In

vest

men

ts: F

Y201

1-20

19(d

olla

rs in

milli

ons)

FY20

11FY

2012

FY20

13FY

2014

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15FY

2016

FY20

17FY

2018

FY20

19FY

2014

-19

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11-1

9Ac

tual

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alFo

reca

stPr

opos

edPl

anPl

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tal

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ance

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ent

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nten

ance

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ent

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020

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ent o

f Rai

l Tra

ck S

igna

ge$1

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22$0

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35$1

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06$1

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96$1

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50$1

1.13

1CI

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Six-

Year

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Capital Improvement Program

Project ID: CIP0002 Project Name:

Department: BMNT Project Type: BUS

Project Description:

FY2014 Project Deliverables:

6-Year Project Deliverables:

Operating Impact:

Total Project Budget (dollars in thousands):

Current Approved (FY2011-18) $49,955.4

Proposed Budget (FY2011-19) 49,955.4

Change $0.0

Description of Significant Changes:

Planned Investments:

Total FY2011 FY2012 FY2013 FY2013 FY2013 FY2014 FY2015 FY2016 FY2017 FY2018 FY2019 FY2014-19

Budget Actual Actual Cur. Forecast YTD* Forecast Rem. Proposed Plan Plan Plan Plan Plan Total

Budget $49,955.4 $437.1 $6,250.8 $27,125.8 $226.5 $26,899.3 $12,846.8 $2,706.9 $588.0 $0.0 $0.0 $0.0 $16,141.7

Planned Funding Sources:


Sources Actual Actual Cur. Forecast YTD* Forecast Rem. Proposed Plan Plan Plan Plan Plan Total

Formula Programs $1,592.8 $0.0 $0.0 $1,592.8 $0.0 $1,592.8 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0

PRIIA 47,929.8 437.1 5,818.1 25,533.0 226.5 25,306.5 12,846.8 2,706.9 587.9 0.0 0.0 0.0 16,141.6

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

System Performance 432.7 0.0 432.7 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Miscellaneous 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $49,955.4 $437.1 $6,250.8 $27,125.8 $226.5 $26,899.3 $12,846.8 $2,706.9 $588.0 $0.0 $0.0 $0.0 $16,141.7

* Expended Year-To-Date through October 31, 2012

None.

Automatic Vehicle Location Equipment Replacement

Maintenance savings of approximately $2,100,000 per year in FY14-16 based on anticipated warranty vs. current costs to maintain existing equipment.

Complete installation of advanced on board electronics for the entire fleet and upgrade Bus Operations Control Center (BOCC) systems with New Computer Aided Dispatch System.

This project replaces Automatic Vehicle Location (AVL) equipment on buses that was installed in 2002. The equipment allows monitoring of bus locations, supports Next Bus, and provides computer aided dispatch information.

Continue upgrade of BOCC systems with New Computer Aided Dispatch System and installation of on-board electronics.

A-1



Department: BPLN Project Type: BUS




Operating Impact:


Current Approved (FY2011-18) $0.0


Change $36,355.9





Budget $36,355.9 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $11,704.2 $12,113.9 $12,537.8 $36,355.9




Formula Programs $36,355.9 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $11,704.2 $12,113.9 $12,537.8 $36,355.9

PRIIA 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0


Miscellaneous 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $36,355.9 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $11,704.2 $12,113.9 $12,537.8 $36,355.9


Addition of 45 Metro buses to improve on-time performance, reduce overcrowding, and add capacity to meet ridership demand.

Bus Fleet Expansion

Increased operating budget resources for operation and maintenance of the additional buses.

No deliverables in FY2014

This project expands the fleet in order to improve Metrobus on-time performance, reduce crowding, and meet forecasted ridership demand. Ridership is expected to grow by 10-15% between 2014 and 2020. Plans include projected requirements for the Bus Corridor Network as well as buses needed to meet projected demand.

Procure and place in service additional 40 foot hybrid electric/diesel Bus Rapid Transit style buses.

A-2







Operating Impact:




Change $2,626.2





Budget $32,610.4 $2,330.9 $5,259.6 $3,546.6 $412.2 $3,134.4 $3,447.0 $3,344.8 $3,841.3 $3,548.6 $3,664.7 $3,627.0 $21,473.4




Formula Programs $32,141.7 $1,862.0 $5,259.6 $3,546.6 $412.2 $3,134.4 $3,447.0 $3,344.8 $3,841.3 $3,548.6 $3,664.7 $3,627.0 $21,473.4

PRIIA 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0


Miscellaneous 216.7 216.7 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $32,610.4 $2,330.9 $5,259.6 $3,546.6 $412.2 $3,134.4 $3,447.0 $3,344.8 $3,841.3 $3,548.6 $3,664.7 $3,627.0 $21,473.4


Addition of FY2019 planned investment to ongoing vehicle equipment replacement project. Six year plan updated to align with current cost estimates.

Bus Repair Equipment

Replacing repair equipment will prevent future productivity loss due to broken equipment.

Purchase equipment required to support bus operation. Replace parts washers, and purchase other needed equipment to support bus services.

This project replaces existing bus repair equipment that is past its useful life as well as provides new equipment which is used by personnel and support staff for repair and maintenance of the bus and non-revenue fleets to improve performance. Bus repair equipment includes, but not limited to: forklifts, bus lifts, battery charging equipment, bus parts washers, and impact wrenches.

Continue purchase of equipment required to support bus operation, replacement of parts washers, and purchase of other needed equipment to support bus services.

A-3







Operating Impact:




Change $47,644.5





Budget $301,016.0 $23,001.6 $31,302.3 $30,862.3 $9,345.9 $21,516.4 $32,372.3 $33,667.2 $35,013.9 $36,414.4 $38,235.2 $40,146.9 $215,849.9




Formula Programs $291,396.1 $22,747.6 $30,123.0 $30,862.3 $9,345.9 $21,516.4 $32,372.3 $33,667.2 $35,013.9 $36,414.4 $30,048.6 $40,146.9 $207,663.3

PRIIA 1,400.0 220.7 1,179.3 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

System Performance 8,219.9 33.3 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 8,186.6 0.0 8,186.6

Miscellaneous 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $301,016.0 $23,001.6 $31,302.3 $30,862.3 $9,345.9 $21,516.4 $32,372.3 $33,667.2 $35,013.9 $36,414.4 $38,235.2 $40,146.9 $215,849.9


Addition of FY2019 planned investment to ongoing vehicle rehabilitation project. Six-year plan updated to align with current cost estimates.

Bus Rehabilitation Program

Rehabilitated buses improve Metrobus service reliability by reducing breakdowns. A rehabilitated bus also has lower ongoing maintenance costs than a bus that has not been rehabilitated.

Rehabilitation of approximately 100 buses, 300 engines, 400 transmissions, electronic components and small components.

This project rehabilitates buses at mid-life (approximately 7.5 years) and replaces or rebuilds components of buses components that are at the end of their useful life. The project includes the mid-life overhaul of approximately 100 buses per year as well as the rebuilding or replacement of engines, transmissions, electronic components, and small components.

Rehabilitation of approximately 600 buses, 1,800 engines, 2,400 transmissions, electronic components, and small components.

A-4







Operating Impact:




Change $64,871.2





Budget $685,665.0 $65,607.4 $110,398.3 $71,249.2 $10,276.5 $60,972.7 $60,608.1 $74,263.3 $64,389.5 $57,036.7 $87,418.3 $94,694.3 $438,410.2





PRIIA 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Other Grants 63,389.2 29,551.2 7,192.0 9,657.0 0.0 9,657.0 7,389.0 4,800.0 4,800.0 0.0 0.0 0.0 16,989.0


Miscellaneous 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $685,665.0 $65,607.4 $110,398.3 $71,249.2 $10,276.5 $60,972.7 $60,608.1 $74,263.3 $64,389.5 $57,036.7 $87,418.3 $94,694.3 $438,410.2


Addition of FY2019 planned investment to ongoing Metrobus replacement project. Six-year plan updated to align with current cost estimates to maintain average fleet age of 7.5 years.

Bus Replacement

New buses placed in service save approximately $0.52 per mile over the bus it replaces.

Procure, deliver and place into service 85 hybrid/electric heavy duty transit buses.

This project replaces an average of 100 buses per year in order to maintain an average fleet age of 7.5 years based on the 2010 fleet size of approximately 1,500 buses that range in size from 26 to 62 feet. Metro will continue to procure buses that utilize clean fuel technologies to reduce emissions and lower fuel costs. This project also includes the procurement of large articulated buses for use on high capacity bus routes.

Procure, deliver and place into service the following types of buses: approximately 128 hybrid/electric heavy duty transit buses; approximately 430 CNG heavy duty transit buses, approximately 21 articulated heavy duty transit buses, and approximately 60 heavy duty buses.

A-5







Operating Impact:




Change $16,320.1





Budget $22,165.2 $2,084.8 $769.2 $0.0 $0.0 $0.0 $3,597.6 $2,936.5 $2,310.9 $4,058.7 $3,046.2 $3,361.3 $19,311.2




Formula Programs $15,713.6 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $2,936.5 $2,310.9 $4,058.7 $3,046.2 $3,361.3 $15,713.6

PRIIA 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

System Performance 3,600.7 3.1 0.0 0.0 0.0 0.0 3,597.6 0.0 0.0 0.0 0.0 0.0 3,597.6

Miscellaneous 2,850.9 2,081.7 769.2 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $22,165.2 $2,084.8 $769.2 $0.0 $0.0 $0.0 $3,597.6 $2,936.5 $2,310.9 $4,058.7 $3,046.2 $3,361.3 $19,311.2


Addition of planned investments to establish an ongoing Metrobus camera system replacement project.

Bus Camera Installation & Replacement

Bus cameras will require maintenance of approximately $710 per vehicle per year.

Replace 192 bus camera systems

This project installs and replaces cameras on buses. Camera systems reduce detrimental impact of fraudulent claims and vandalism, deter crime, assist in criminal prosecutions, and help employees assist customer concerns and complaints. This project also includes the replacement of cameras on police vehicles.

Scheduled replacements include the following: FY2015 - 192 bus camera systems, FY2016 - 100 bus camera systems, FY2017 - 148 bus camera systems and 50 police vehicle camera systems, FY2018 - 100 bus camera systems, and FY2019 - 115 bus camera systems.

A-6







Operating Impact:




Change $20,331.5





Budget $126,623.3 $4,772.8 $10,041.0 $12,292.1 $3,331.1 $8,961.0 $12,711.0 $15,591.2 $16,648.4 $17,481.2 $18,355.3 $18,730.2 $99,517.3





PRIIA 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0


Miscellaneous 1,367.9 1,367.9 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $126,623.3 $4,772.8 $10,041.0 $12,292.1 $3,331.1 $8,961.0 $12,711.0 $15,591.2 $16,648.4 $17,481.2 $18,355.3 $18,730.2 $99,517.3


Addition of FY2019 planned investment to ongoing vehicle rehabilitation project. Six-year plan updated to align with current cost estimates.

Bus Repairables

Bus parts and assemblies help to prevent bus breakdowns and keep buses in service.

Replace bus components that are no longer repairable or past their useful life including but not limited to: alternators, transmissions, coolers, driver's seats, radiator assemblies, cylinder heads, door and fan motors. This project also includes replacement engines, destination signs, hybrid/electric batteries, and soot filters.

This project provides the components necessary to rehabilitate buses. The bus rehabilitation components are needed to replace the repairable supply of replacement items, such as farebox assemblies, radiator assemblies, alternators, and driver seats when the core is beyond economical repair or when the composition of the fleet changes. In addition, the bus rehabilitation components are needed for engines and transmissions when technical changes are dictated by EPA regulations.

Continue to replace bus components that are no longer repairable or past their useful life including but not limited to: alternators, transmissions, coolers, driver's seats, radiator assemblies, cylinder heads, door and fan motors. This project also includes replacement engines, destination signs, hybrid/electric batteries, and soot filters.

A-7



Department: BMNT Project Type: BUS/RAIL




Operating Impact:




Change $11,213.1





Budget $67,195.3 $80.3 $4,727.2 $9,976.1 $1,411.3 $8,564.8 $8,405.3 $8,692.6 $7,598.8 $8,910.4 $9,185.6 $9,619.0 $52,411.7




Formula Programs $48,386.2 $75.8 $4,727.2 $9,976.1 $1,411.3 $8,564.8 $8,405.3 $8,692.6 $7,598.8 $8,910.4 $0.0 $0.0 $33,607.1

PRIIA 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

System Performance 18,809.1 4.5 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 9,185.6 9,619.0 18,804.6

Miscellaneous 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $67,195.3 $80.3 $4,727.2 $9,976.1 $1,411.3 $8,564.8 $8,405.3 $8,692.6 $7,598.8 $8,910.4 $9,185.6 $9,619.0 $52,411.7


Addition of FY2019 planned investment to ongoing non-revenue vehicle replacement project.

Service Vehicle Replacement

New service vehicles have warranty protection and result in lower maintenance and higher fuel economy.

Procure and deliver vehicles to replace 150-200 non-revenue vehicles

This project replaces service vehicles that are past their useful life, which varies by vehicle type. These service vehicles are used in critical maintenance and law enforcement functions.

Procure and deliver replacement of the following types of non-revenue vehicles: approximately 350 passenger vehicles, approximately 285 pickup/utility trucks, approximately 225 various work vehicles and one armored vehicle.

A-8



Department: CENI Project Type: BUS/RAIL




Operating Impact:




Change $1,248.4





Budget $10,610.4 $458.2 $719.4 $1,683.5 $279.8 $1,403.7 $2,716.4 $1,438.5 $996.0 $813.4 $840.0 $945.0 $7,749.3




Formula Programs $2,730.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $1,438.5 $478.1 $813.4 $0.0 $0.0 $2,730.0

PRIIA 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

System Performance 7,880.4 458.2 719.4 1,683.5 279.8 1,403.7 2,716.4 0.0 517.9 0.0 840.0 945.0 5,019.3

Miscellaneous 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $10,610.4 $458.2 $719.4 $1,683.5 $279.8 $1,403.7 $2,716.4 $1,438.5 $996.0 $813.4 $840.0 $945.0 $7,749.3


Addition of FY2019 planned investment to ongoing environment compliance improvements. Addition of Largo discharge facility to the six-year plan.

Environmental Compliance Project

Upgrades of the remote monitoring system will reduce operation and maintenance costs.

Construction of new building to house equipment required to treat water from WMATA`s Largo Discharge Pumping Station (DPS).

This project upgrades and/or replaces equipment and facilities in order to keep Metro in environmental regulatory compliance so as not to risk civil and criminal penalties and fines. The scope of this project includes, but is not limited to the upgrade and/or replacement of support infrastructure and monitoring systems of storage tanks, oil separators, pumps, sensors, and waste water system, etc.

Work at facilities as follows- Jackson Graham Building (JGB): install generator tank leak detection system and overfill alarm, under-ground storage tanks (UST); Bladensburg: connect used oil tank to leak detection system above-ground storage tanks (ASTs), connect used oil tank to leak detection system ASTs, install used oil AST storm water management, upgrade pretreatment system USTs; Largo: construct and commission new drainage treatment facility; Four Mile Run: replace storm oil water system vent

A-9



Department: CENI Project Type: BUS




Operating Impact:




Change $2,395.7





Budget $26,793.2 $1,696.9 $3,946.6 $3,601.7 $1,552.8 $2,048.9 $2,228.9 $2,651.9 $3,689.7 $2,992.5 $2,992.5 $2,992.5 $17,548.0




Formula Programs $9,441.9 $0.0 $0.0 $2,759.7 $1,552.8 $1,206.9 $0.0 $0.0 $3,689.7 $2,992.5 $0.0 $0.0 $6,682.2

PRIIA 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

System Performance 17,351.3 1,696.9 3,946.6 842.0 0.0 842.0 2,228.9 2,651.9 0.0 0.0 2,992.5 2,992.5 10,865.8

Miscellaneous 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $26,793.2 $1,696.9 $3,946.6 $3,601.7 $1,552.8 $2,048.9 $2,228.9 $2,651.9 $3,689.7 $2,992.5 $2,992.5 $2,992.5 $17,548.0


Addition of FY2019 planned investment to ongoing storage tank replacement project.

Underground Storage Tank Replacement

If tanks are not replaced, further degradation may lead to environmental mitigation costs.

Replacement of underground storage tanks at Forest Glen, Four Mile Run, and Glenmont.

This project replaces underground storage tanks (UST) and above ground storage tanks (AST) at the end of their warranty periods. In addition, this project rehabilitates the tank systems that are at mid-life with the latest technologies in order to minimize potential liabilities.

Design, replace, and upgrade UST at West Falls Church, Shady Grove, Bladensburg, Forest Glen, Southern Avenue, Alexandria Yard, New Carrollton, Glenmont, Branch Avenue, Four Mile Run, and Greenbelt.

A-10



Department: ACCS Project Type: ACCESS




Operating Impact:




Change $17,706.3





Budget $107,764.7 $11,626.1 $11,372.8 $8,607.3 $87.4 $8,519.9 $9,099.3 $10,915.3 $13,694.9 $13,527.9 $14,221.1 $14,700.0 $76,158.5




Formula Programs $106,673.5 $10,534.7 $11,373.0 $8,607.3 $87.4 $8,519.9 $9,099.3 $10,915.3 $13,694.9 $13,527.9 $14,221.1 $14,700.0 $76,158.5

PRIIA 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

System Performance 954.0 954.2 (0.2) 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Miscellaneous 137.2 137.2 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $107,764.7 $11,626.1 $11,372.8 $8,607.3 $87.4 $8,519.9 $9,099.3 $10,915.3 $13,694.9 $13,527.9 $14,221.1 $14,700.0 $76,158.5


Addition of FY2019 planned investment to ongoing paratransit vehicle replacement project. Six-year plan updated to align with current cost estimates to achieve fleet replacement requirements.

MetroAccess Fleet Replacement

Maintenance costs on vehicles. MetroAccess operating contract expense would be greatly increased if vehicle acquisitions are not capitalized.

Initiate and award contracts for production of 150 replacement vehicles and ancillary equipment which have exceeded their useful life.

This project replaces vehicles in the paratransit fleet that have reached or exceeded their useful life of four years, maximizing fleet safety, reliability, and quality of service.

Initiate and award contracts for production of approximately 1,200 replacement vehicles and ancillary equipment which have exceeded their useful life.

A-11







Operating Impact:




Change $3,184.1





Budget $3,184.1 $0.0 $0.0 $0.0 $0.0 $0.0 $1,184.1 $1,000.0 $1,000.0 $0.0 $0.0 $0.0 $3,184.1




Formula Programs $3,184.1 $0.0 $0.0 $0.0 $0.0 $0.0 $1,184.1 $1,000.0 $1,000.0 $0.0 $0.0 $0.0 $3,184.1

PRIIA 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0


Miscellaneous 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $3,184.1 $0.0 $0.0 $0.0 $0.0 $0.0 $1,184.1 $1,000.0 $1,000.0 $0.0 $0.0 $0.0 $3,184.1


Addition of new planned investment to add truncated domes to platforms at seven stations.

Station Platform Safety Improvement (Truncated Domes)

None.

Phase 1 of truncated dome installation and platform edge warning strips at Clarendon and Virginia Square/GMU

Install truncated dome, platform edge warning strips in 11 stations in four phases. Truncated domes are currently installed in 65 of Metro's 86 stations, with work authorized to install an additional eight stations. Two additional installations are in the request process under CIP0108 Phase II. Installation of truncated domes in these remaining 11 stations will complete this work. Silver Line Stations are being constructed with truncated domes.

Phase 2 of truncated dome installation and platform edge warning strips in FY2015 at Benning Rd, Capitol Heights, Eisenhower Ave*, Forest Glen, Shaw-Howard Univ., Waterfront/SEU; Phase 3 in FY2016 at Landover*, West Hyattsville*; and Phase 4 at Braddock Road* - * Additional platform rehabilitation is required.

A-12



Department: TRST Project Type: RAIL




Operating Impact:




Change $4,618.4





Budget $28,436.9 $369.2 $2,648.9 $2,626.7 $1,070.9 $1,555.8 $2,709.1 $3,261.7 $3,989.0 $3,730.0 $4,483.9 $4,618.4 $22,792.1




Formula Programs $0.5 $0.5 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0

PRIIA 27,544.5 368.7 1,757.0 2,626.7 1,070.9 1,555.8 2,709.1 3,261.7 3,989.0 3,730.0 4,483.9 4,618.4 22,792.1

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0


Miscellaneous 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $28,436.9 $369.2 $2,648.9 $2,626.7 $1,070.9 $1,555.8 $2,709.1 $3,261.7 $3,989.0 $3,730.0 $4,483.9 $4,618.4 $22,792.1


Addition of FY2019 planned investment to ongoing track welding rehabilitation project.

Track Welding Program

Well maintained tracks maximize customers' satisfaction through convenient and comfortable rail services and minimize disruptions and service delays.

Procure and complete 1,000 welds.

This ongoing project improves the electrical and signal conductivity of the rail, eliminates joint defects, reduces noise and wear, and reduces maintenance and inspection costs, by decreasing the number of open rail joints throughout the rail system. Currently there are approximately 1,678 open rail joints system wide. As a result of running rail replacement, approximately 500 new open joints are created each year. The Flash Butt welding approach enables open joints to be welded at a much faster rate. In addition, the flash butt welding process allows for thermal adjustment to our track system, reducing the occurrences of track buckling and rail pull-apart, thus reducing delays and shutdown.

Complete 6,000 welds (1,000 annually)

A-13







Operating Impact:




Change $2,378.5





Budget $15,464.5 $1,539.6 $1,641.0 $1,023.1 $606.9 $416.2 $1,352.1 $1,600.0 $1,903.9 $1,717.0 $2,309.3 $2,378.6 $11,260.9





PRIIA 14,398.2 1,486.5 1,434.2 216.7 216.7 0.0 1,352.1 1,600.0 1,903.9 1,717.0 2,309.3 2,378.6 11,260.9

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

System Performance 1,013.2 0.0 206.8 806.4 390.2 416.2 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Miscellaneous 53.2 53.2 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $15,464.5 $1,539.6 $1,641.0 $1,023.1 $606.9 $416.2 $1,352.1 $1,600.0 $1,903.9 $1,717.0 $2,309.3 $2,378.6 $11,260.9


Addition of FY2019 planned investment to ongoing track floating slab rehabilitation project.

Track Floating Slab Rehabilitation


Retrofit approximately 1,500 linear feet of floating slab and procure approximately 2,160 isolator pads.

This program replaces failed isolation pads and restores the track structure to proper elevation, preventing service delays and speed restrictions caused by differential settlement of the track structure. It will also reduce noise and vibration to the surrounding buildings and infrastructure. Metro has an inventory of 81,966 linear feet of Floating Slabs.

Retrofit approximately 9,000 linear feet of floating slab (1,500 annually), and procure approximately 12,960 isolator pads (2,160 annually).

A-14







Operating Impact:




Change $1,437.5





Budget $11,131.1 $1,237.9 $1,322.0 $721.6 $238.7 $482.9 $1,034.6 $1,235.2 $1,406.0 $1,340.7 $1,395.6 $1,437.5 $7,849.6





PRIIA 10,228.5 1,168.6 488.7 721.6 238.7 482.9 1,034.6 1,235.2 1,406.0 1,340.7 1,395.6 1,437.5 7,849.6

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0


Miscellaneous 69.3 69.3 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $11,131.1 $1,237.9 $1,322.0 $721.6 $238.7 $482.9 $1,034.6 $1,235.2 $1,406.0 $1,340.7 $1,395.6 $1,437.5 $7,849.6


Addition of FY2019 planned investment to ongoing Metrorail track signage replacement project.

Replacement of Rail Track Signage

Replacing worn, illegible graphics improve safety by warning employees, customers, and emergency responder of Right-of-Way (ROW) hazards.

Fabricate and install 1,500 roadway signs.

This project replaces old, illegible rail track signs and various other graphics indicating locations and warnings to employees, emergency responders, and the general public. Track graphics are essential for safe operations and emergency response. Many signs throughout the Metrorail System are approximately 30 years old. Some of these signs require upgrading because they are damaged, deteriorated, or obsolete. The roadway graphic signs are system wide (on the roadway fence, chain markers, warning signs on tunnel vent shaft doors, third rail power warning signs, track identification signs, etc.)

Fabricate and install 9,000 roadway signs (1,500 annually).

A-15







Operating Impact:




Change $3,749.3





Budget $25,487.7 $2,361.0 $4,104.1 $1,889.4 $1,625.8 $263.6 $1,996.3 $2,388.9 $2,814.2 $2,544.4 $3,640.1 $3,749.3 $17,133.2





PRIIA 23,360.7 2,258.6 2,079.5 1,889.4 1,625.8 263.6 1,996.3 2,388.9 2,814.2 2,544.4 3,640.1 3,749.3 17,133.2

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

System Performance 2,024.6 0.0 2,024.6 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Miscellaneous 102.3 102.3 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $25,487.7 $2,361.0 $4,104.1 $1,889.4 $1,625.8 $263.6 $1,996.3 $2,388.9 $2,814.2 $2,544.4 $3,640.1 $3,749.3 $17,133.2


Addition of FY2019 planned investment to ongoing track pad and shock absorber rehabilitation project.

Track Pad/Shock Absorber Rehabilitation


Repair 8,000 linear feet of grout pads; procure cement material.

This project rehabilitates the grout/plinth pads that maintain track structure integrity. Metro has an inventory of approximately 160 miles (844,800 linear feet) of grout pads. Many sections of track structure require rehabilitation to accept the new fasteners, switches, and switch machines. Grout pads on aerial structures and exterior locations are repaired during spring, summer and fall, while grout pads are repaired in tunnels during the winter months. The grout/plinth pads provide elevation and support for the running rails and are the main support for the rail fasteners, which maintain track geometry, cross-level and gauge.

Repair on average 48,000 linear feet of grout pads (8,000 annually); procure cement material; replace equipment as required based on life expectancy to include one Prime Mover, Flat Car, and Volumetric Mixer.

A-16







Operating Impact:




Change $6,709.4





Budget $30,190.9 $2,801.5 $4,187.4 $2,393.1 $733.1 $1,660.0 $1,725.9 $1,818.8 $2,123.9 $1,917.0 $6,513.9 $6,709.4 $20,808.9





PRIIA 27,219.4 2,232.4 1,785.0 2,393.1 733.1 1,660.0 1,725.9 1,818.8 2,123.9 1,917.0 6,513.9 6,709.4 20,808.9

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0


Miscellaneous 569.1 569.1 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $30,190.9 $2,801.5 $4,187.4 $2,393.1 $733.1 $1,660.0 $1,725.9 $1,818.8 $2,123.9 $1,917.0 $6,513.9 $6,709.4 $20,808.9


Addition of FY2019 planned investment to ongoing track structural rehabilitation project.

Track Structural Rehabilitation

Well maintained track infrastructure maximize customers' satisfaction through convenient and comfortable rail services and minimize disruptions and service delays.

Rehabilitate bridge anchor bolts, bearing pads, deck joints, deteriorated concrete, structural tees and angles.

This project rehabilitates structural components and restores elevated platforms, bridges, and retaining walls to designed load carrying capacity. The goals are based on annual inspections and critical engineering assessments, as the loss of one of these structures could affect an entire Metrorail line segment.

Rehabilitation of bridge anchor bolts, bearing pads, deck joints, deteriorated concrete, structural tees and angles; replace equipment as required based on life expectancy to include one boom truck and one down and under crane for bridge inspections.

A-17







Operating Impact:




Change $5,402.6





Budget $38,672.5 $0.0 $1,444.4 $7,753.1 $409.4 $7,343.7 $3,877.1 $4,564.5 $5,446.7 $4,939.0 $5,245.2 $5,402.5 $29,475.0





PRIIA 37,710.5 0.0 482.4 7,753.1 409.4 7,343.7 3,877.1 4,564.5 5,446.7 4,939.0 5,245.2 5,402.5 29,475.0

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0


Miscellaneous 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $38,672.5 $0.0 $1,444.4 $7,753.1 $409.4 $7,343.7 $3,877.1 $4,564.5 $5,446.7 $4,939.0 $5,245.2 $5,402.5 $29,475.0


Addition of FY2019 planned investment to ongoing third rail rehabilitation project.

Third Rail Rehabilitation


Replacement of five miles of original third rail with composite third rail and installation of components. Commence and complete hiring process for Third Rail Rehabilitation program in FY2014. Procure third rail components for five miles of third rail.

This project replaces the original steel third rail with new aluminum and steel composite third rail, increasing power efficiency and reducing stray currents which lead to accelerated deterioration of track and third rail components. Original third rails have become worn throughout the Metrorail system.

Replacement of five miles of original third rail with composite third rail and annual installation of components; procure third rail components for five miles of third rail annually.

A-18







Operating Impact:




Change $119,694.2





Budget $421,747.5 $37,387.0 $49,094.7 $43,180.8 $15,761.8 $27,419.0 $45,045.4 $47,437.0 $47,560.8 $49,274.1 $50,625.3 $52,142.4 $292,085.0





PRIIA 398,840.7 33,348.2 37,226.8 36,180.8 15,761.8 20,418.9 45,045.4 47,437.0 47,560.8 49,274.1 50,625.3 52,142.4 292,085.0

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0


Miscellaneous 9,038.8 4,038.8 5,000.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $421,747.5 $37,387.0 $49,094.7 $43,180.8 $15,761.8 $27,419.0 $45,045.4 $47,437.0 $47,560.8 $49,274.1 $50,625.3 $52,142.4 $292,085.0


Addition of FY2019 planned investment to ongoing track rehabilitation project. Six-year planned investment increased to continue to reduce backlog of track rehabilitation work and achieve a steady state of maintenance.

Track Rehabilitation

Well maintained tracks maximize customers' satisfaction through convenient and comfortable rail services and minimize disruptions and service delays. Newer equipment reduces maintenance costs and the probability of breakdowns on mainline.

Replace 44 mainline and yard switches, 12.5 miles of running rail, 27,000 direct fixation fasteners, 18,000 cross ties, 7,000 third rail insulators and tamp 40 miles of ballasted track throughout the Metrorail system; Procure various track critical components such as 78' running rail, direct fixation fasteners, crossties and switches.

This project rehabilitates the track infrastructure by replacing deteriorated running rail, cross ties, direct fixation fasteners, third rail insulators and turnouts annually. Track components require replacement when, based on industry standards, they become worn or unserviceable due to deterioration, excessive wear, or defect development. This program will also include the procurement of material and specialized equipment to facilitate the renewal of track components and switch panels to prevents service delays and speed restrictions.

Annually this program will fund the replacement of 44 mainline and yard switches, 12.5 miles of running rail, 27,000 direct fixation fasteners, 18,000 cross ties, 7,000 third rail insulators and tamp 40 miles of ballasted track throughout the Metrorail system; Procure various track critical components such as 78' running rail, direct fixation fasteners, crossties and switches.

A-19







Operating Impact:




Change ($45,362.0)





Budget $59,398.7 $1,366.4 $6,730.0 $27,818.4 $201.3 $27,617.1 $9,483.9 $0.0 $0.0 $0.0 $7,000.0 $7,000.0 $23,483.9





PRIIA 54,302.5 858.5 2,141.7 27,818.4 201.3 27,617.1 9,483.9 0.0 0.0 0.0 7,000.0 7,000.0 23,483.9

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0


Miscellaneous 507.9 507.9 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $59,398.7 $1,366.4 $6,730.0 $27,818.4 $201.3 $27,617.1 $9,483.9 $0.0 $0.0 $0.0 $7,000.0 $7,000.0 $23,483.9


Six-year plan reduced to align with updated track maintenance equipment requirements and cost estimates.

Track Maintenance Equipment

Newer equipment reduces maintenance costs and the probability of breakdowns on mainline.

Procure, receive, test, accept and place into service the following various heavy-duty track equipment: Prime Movers, Ballast Regulators, Ballast Removal, Switch Tamper, Track Material Handlers, Tractor-Trailer, Welding Truck, Tie Shear and Snow Thrower.

This project replaces heavy-duty track equipment that has reached the end of its useful life and is no longer economically feasible to maintain. Track maintenance equipment is essential to deliver quality service and for the safe execution of track rehabilitation and maintenance work. Timely replacement of self-propelled track equipment will ensure equipment reliability, reduce the probability of delays due to equipment breakdowns, and allow for efficient use of track outages. Heavy-duty track equipment requirements are determined on an life-cycle and as-needed basis and have a lead time of approximately 12-36 months.

Procure cyclic replacements based on lifetime expectancy of equipment to support track rehabilitation; such as Prime Movers, Tampers, Track Material Handlers, Flatcars, De-Icer Cars, Locomotives, Track Stabilizer, Boom/Crane Trucks, Tie Shear, Ballast Removal Equipment, Ballast Regulators and Tractor-Trailer.

A-20







Operating Impact:




Change $5,705.4





Budget $36,648.8 $3,419.7 $3,460.4 $2,721.4 $998.2 $1,723.2 $3,034.5 $3,574.1 $4,241.6 $4,952.4 $5,539.3 $5,705.4 $27,047.3





PRIIA 35,967.2 3,265.8 2,932.8 2,721.4 998.2 1,723.2 3,034.5 3,574.1 4,241.6 4,952.4 5,539.3 5,705.4 27,047.3

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0


Miscellaneous 153.9 153.9 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $36,648.8 $3,419.7 $3,460.4 $2,721.4 $998.2 $1,723.2 $3,034.5 $3,574.1 $4,241.6 $4,952.4 $5,539.3 $5,705.4 $27,047.3


Addition of FY2019 planned investment to ongoing Metrorail system rehabilitation project.

Station/Tunnel Leak Mitigation

Station and tunnel water leaks create slipping hazards for Metro's passengers and employees. In addition, water leaks deteriorate vital wayside system that leads to disruptions and service delays.

Repair 2,150 leaks throughout the Metrorail System; procure leak repair material.

This project restores and maintains the structural integrity of the tunnel liners, prevents leaks, eliminates stray currents, and resists corrosion to equipment and track components. Station Tunnel Leak Mitigation eliminates unsafe wet conditions for Metrorail passengers and prevents service delays resulting from water intrusion.

Repair 2,150 leaks throughout the Metrorail System annually; procure leak repair material. Replace equipment as required based on life expectancy such as Man-Lifts.

A-21



Department: SMNT Project Type: RAIL




Operating Impact:




Change $3,326.7





Budget $11,878.9 $313.7 $862.7 $987.7 $325.4 $662.3 $2,481.5 $2,070.7 $1,298.3 $1,181.0 $1,321.9 $1,361.5 $9,714.9





PRIIA 11,863.3 313.7 847.0 987.7 325.4 662.3 2,481.5 2,070.7 1,298.3 1,181.0 1,321.9 1,361.5 9,714.9

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0


Miscellaneous 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $11,878.9 $313.7 $862.7 $987.7 $325.4 $662.3 $2,481.5 $2,070.7 $1,298.3 $1,181.0 $1,321.9 $1,361.5 $9,714.9


Addition of FY2019 planned investment to ongoing switch machine rehabilitation project. Six-year plan increased to align with current cost estimates.

Switch Machine Rehabilitation Project


Remove, rehabilitate and replace approximately 20 mainline switch machines throughout the Metrorail System. Procure and install approximately 30 replacement yard switch machines for the Alexandria, Brentwood, New Carrollton and West Falls Church Yards.

This project replaces 120 switch machines as scheduled or as related to service delays in order to improve the safety and reliability of the interlocking track structure.

Remove, rehabilitate and replace 120 mainline switch machines throughout the Metrorail System. Procure and install 184 replacement yard switch machines for the Alexandria, Brentwood, New Carrollton and West Falls Church Yards.

A-22







Operating Impact:




Change $162.8





Budget $1,377.4 $101.7 $102.8 $219.1 $16.0 $203.1 $131.3 $152.2 $178.6 $171.0 $158.0 $162.7 $953.8





PRIIA 27.6 27.6 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0


Miscellaneous 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $1,377.4 $101.7 $102.8 $219.1 $16.0 $203.1 $131.3 $152.2 $178.6 $171.0 $158.0 $162.7 $953.8


Addition of FY2019 planned investment to ongoing equipment replacement project.

Materials Handling Equipment

Newer equipment will require less maintenance and have a lower operating costs.

Continue procuring material handling equipment for warehouse facilities. Install infrastructure as required to support the new material handling equipment

This project replaces warehouse equipment such as forklifts, man lifts, components, and support infrastructures that has reached the end of its useful life.

Install high efficiency material handling equipment and support infrastructure at Metro Supply Facility. Install and rehabilitate material handling equipment and support infrastructure at other Metro storerooms on a prioritized basis.

A-23







Operating Impact:




Change $0.0





Budget $6,925.1 $190.4 $700.4 $5,370.0 $178.3 $5,191.7 $664.3 $0.0 $0.0 $0.0 $0.0 $0.0 $664.3





PRIIA 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

System Performance 6,406.9 54.9 317.7 5,370.0 178.3 5,191.7 664.3 0.0 0.0 0.0 0.0 0.0 664.3

Miscellaneous 4.0 4.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $6,925.1 $190.4 $700.4 $5,370.0 $178.3 $5,191.7 $664.3 $0.0 $0.0 $0.0 $0.0 $0.0 $664.3


None.

Warehouse Vertical Storage Unit

A greater efficiency of space utilization lowers the need for facility expansion.

Complete high density parts storage system installations at three satellite rail supply locations. Install high density parts storage systems at two bus garages.

This project installs vertical storage units, shelving, and racking for storage of repair parts in order to allow greater storage capacity, inventory accuracy, and enhanced safety.

Install high density parts storage systems at two bus garages.

A-24







Operating Impact:




Change ($259.5)





Budget $2,643.5 $125.1 $1,931.7 $586.7 $213.3 $373.4 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0





PRIIA 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0


Miscellaneous 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $2,643.5 $125.1 $1,931.7 $586.7 $213.3 $373.4 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0


Project scheduled for completion during FY2013.

Currency Processing Machines

Newer equipment will require less maintenance.

Replacement of existing currency machines that have exceeded their life expectancy.

This project replaces existing currency machines that have exceeded their life expectancy with newer machines with advanced technology and software that will reduce breakdowns, increase efficiency up to 50 percent, and increase reliability. Cash counting operations are slowed when machines are out of service.

Replacement of existing currency machines that have exceeded their life expectancy.

A-25







Operating Impact:




Change $46.1





Budget $3,005.6 $330.6 $728.8 $223.1 $85.0 $138.1 $428.3 $257.7 $293.1 $257.4 $243.3 $243.3 $1,723.1





PRIIA 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

System Performance 2,240.5 13.4 280.9 223.1 85.0 138.1 428.3 257.7 293.1 257.4 243.3 243.3 1,723.1

Miscellaneous 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $3,005.6 $330.6 $728.8 $223.1 $85.0 $138.1 $428.3 $257.7 $293.1 $257.4 $243.3 $243.3 $1,723.1


Addition of FY2019 planned investments to ongoing hardware and software upgrade project.

Debit/Credit Processing Requirements

None.

Upgrade software and hardware from the mezzanine to the central computer to meet Payment Card Industry (PCI) requirements. Upgrade the communication lines from the express vendors to the central computer.

This project replaces or upgrades Payment Card Industry (PCI) security standards required in order for Metro to accept credit card transactions. Failure to meet PCI compliance will result in severe fines and penalties, including the forfeiture of the use of credit cards in the system.

Upgrade software and hardware from the mezzanine to the central computer to meet Payment Card Industry (PCI) requirements. Upgrade the communication lines from the express vendors to the central computer.

A-26







Operating Impact:




Change ($753.6)





Budget $2,318.0 $29.8 $15.5 $194.1 $0.8 $193.3 $767.2 $767.2 $544.2 $0.0 $0.0 $0.0 $2,078.6




Formula Programs $2,313.5 $25.2 $15.5 $194.1 $0.8 $193.3 $767.2 $767.2 $544.2 $0.0 $0.0 $0.0 $2,078.6

PRIIA 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0


Miscellaneous 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $2,318.0 $29.8 $15.5 $194.1 $0.8 $193.3 $767.2 $767.2 $544.2 $0.0 $0.0 $0.0 $2,078.6


Project budget reduced to align with current cost estimate.

Revenue Facility Equipment

Improved ergonomics of new revenue transfer carts is expected to reduce worker injury and insurance claims.

Fabrication and deliver of approximately 45 revenue collection carts.

This project replaces/upgrades hardware and software, such as fiber modules, scanners, and Global Positioning System (GPS) at the Revenue Collection Facility (RCF).

Replacement of revenue facility equipment including servers, loading dock levelers, and scanners. Replace 264 rail revenue collection carts. Procure 40 additional revenue collection carts for the new Dulles extension.

A-27







Operating Impact:




Change $759.5





Budget $3,255.1 $0.0 $0.0 $1,100.1 $0.0 $1,100.1 $1,105.0 $525.0 $525.0 $0.0 $0.0 $0.0 $2,155.0





PRIIA 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0


Miscellaneous 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $3,255.1 $0.0 $0.0 $1,100.1 $0.0 $1,100.1 $1,105.0 $525.0 $525.0 $0.0 $0.0 $0.0 $2,155.0


Planned investment increased to align with current cost estimate.

Revenue Collection Facility

Increased operational support for expanded service.

Installation of new security camera system, minor office renovation, replacement of boilers and other mechanical equipment.

This project expands the Alexandria Revenue Collection Facility to accommodate future demand, including revenue collection needs of the extension to Dulles. The building has reached its maximum capacity to house both equipment and personnel required to maintain efficient service and operation of the revenue collection functions.

Installation of new security camera system, minor office renovation, replacement of boilers and other mechanical equipment.

A-28



Department: PARK Project Type: RAIL




Operating Impact:




Change $1,545.6





Budget $15,664.1 $516.2 $1,501.4 $2,167.9 $229.1 $1,938.8 $1,787.6 $2,810.2 $1,700.0 $1,713.4 $1,726.9 $1,740.5 $11,478.6




Formula Programs $12,237.6 $501.3 $1,501.4 $2,167.9 $229.1 $1,938.8 $1,787.6 $0.0 $1,700.0 $1,713.4 $1,125.6 $1,740.5 $8,067.1

PRIIA 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

System Performance 3,426.4 14.9 0.0 0.0 0.0 0.0 0.0 2,810.2 0.0 0.0 601.3 0.0 3,411.5

Miscellaneous 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $15,664.1 $516.2 $1,501.4 $2,167.9 $229.1 $1,938.8 $1,787.6 $2,810.2 $1,700.0 $1,713.4 $1,726.9 $1,740.5 $11,478.6


Addition of FY2019 planned investment to ongoing bicycle and pedestrian facility improvement project. Six year plan revised based on updated project schedule.

Bicycle & Pedestrian Facilities: Capacity Improvements

Minor increase in maintenance will be necessary.

Build two Bike & Ride facilities and install the following at various locations: security cameras, lighting, lockers, bikeways, bike racks, signs, and ADA compliant sidewalks.

This project will increase bicycle parking capacity at Metrorail stations and improve bicycle and pedestrian connections to stations from local communities. Additionally this project replaces remaining Rack III style bike racks and other racks that are structurally damaged.

Continue construction of bicycle parking facilities and implementation of priority pedestrian and bicycle improvements.

A-29



Department: BPLN Project Type: BUS




Operating Impact:




Change $2,375.2





Budget $35,833.4 $1,139.1 $3,215.4 $6,497.1 $695.8 $5,801.3 $4,878.0 $5,011.5 $6,382.0 $4,073.0 $2,262.1 $2,375.2 $24,981.8




Formula Programs $20,381.4 $628.7 $2,882.8 $3,329.9 $695.8 $2,634.1 $0.0 $2,747.7 $2,082.0 $4,073.0 $2,262.1 $2,375.2 $13,540.0

PRIIA 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Other Grants 12,877.8 445.1 332.6 3,167.2 0.0 3,167.2 3,100.0 1,532.9 4,300.0 0.0 0.0 0.0 8,932.9


Miscellaneous 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $35,833.4 $1,139.1 $3,215.4 $6,497.1 $695.8 $5,801.3 $4,878.0 $5,011.5 $6,382.0 $4,073.0 $2,262.1 $2,375.2 $24,981.8


Addition of FY2019 planned investment to ongoing bus priority corridor enhancement project.

Bus Priority Corridor & Network

Operational savings through more efficient bus service.

Establish, rehabilitate, and/or replace 90 Next Bus Signs, 108 Bus Stop Improvements, 20 Replacement Bus Shelters, 700 Maps, 500 Bus Flag Information Cases, Pentagon and Franconia Concept Design Study 100%, Pentagon and Franconia Detailed Design 50%, Transit Signal Priority 20% complete, four Corridor Development Studies, four Service Implementation Studies, and three Bus Improvement Studies

This project advances a number of related planning, project development, facility and system design and capital construction projects to implement the Priority Corridor Network (PCN) Plan for Metrobus service enhancement, expansion and improvement. The project will enhance bus stops, transit centers, and customer information. The project advances improvements such as signal priority, queue jumpers, bus bulbs, painted lanes, and left turn priorities to give buses priority on roads.

The work plan presented will complete the final 10 Corridor Development Studies, begin implementation of the final 11 corridors and continue the assessment of the Metrobus Network of services and initiate implementation of improvements to right-of-way, bus stops and customer facilities recommended to facilitate customer and employee safety, improve effectiveness and efficiency of Metrobus services and increase ridership and mobility within the Washington region.

A-30



Department: LAND Project Type: RAIL




Operating Impact:




Change $5,337.7





Budget $18,214.2 $252.2 $2,422.1 $2,028.1 $521.5 $1,506.6 $2,088.9 $2,151.6 $2,216.1 $2,282.6 $2,351.1 $2,421.6 $13,511.9




Formula Programs $18,208.8 $246.8 $2,422.1 $2,028.1 $521.5 $1,506.6 $2,088.9 $2,151.6 $2,216.1 $2,282.6 $2,351.1 $2,421.6 $13,511.9

PRIIA 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

System Performance 5.4 5.4 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 (0.0) 0.0 (0.0)

Miscellaneous 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $18,214.2 $252.2 $2,422.1 $2,028.1 $521.5 $1,506.6 $2,088.9 $2,151.6 $2,216.1 $2,282.6 $2,351.1 $2,421.6 $13,511.9


Six-year planned investment increased to support the development of a pipeline of core and system capacity projects. Addition of FY2019 planned investment.

Core & System Capacity Project Development

Enhancements of station and passenger facilities in the core would help relieve crowding conditions during the peak, improve operating safety at stations and allow for capacity expansion at less cost.

Perform planning studies at 1) Northern Virginia Core Capacity Alternatives Study, which will study a connection between the Rosslyn and Pentagon stations to improve service on the Blue Line; 2) Farragut North/Farragut West Capacity Improvements Study, which will design concepts to improve capacity at the station and a pedestrian tunnel between the stations, create a pedestrian model of the concepts, and measure the benefits and costs; and 3) Pocket Track/Turnback Study, which will identify the optimal locations for additional pocket tracks and/or turnbacks on the rail system, providing added flexibility for reliable rail operations.

This project conducts planning studies, conceptual engineering, environmental clearance, and financial plans for core capacity enhancements targeted at increasing core capacity through pedestrian flow, vertical transportation, system enhancements, and station access improvements.

Study core stations to determine alternatives for access and capacity improvements. Perform planning studies that impact the safety, reliability, and efficient operation of the rail and bus systems. Develop recommendations for station access and capacity improvements to relieve crowding during peak and improve operational safety.

A-31



Department: IT Project Type: BUS/RAIL




Operating Impact:




Change $4,029.9





Budget $34,591.8 $1,228.2 $3,774.1 $4,234.4 $590.4 $3,644.0 $2,971.5 $4,760.5 $5,104.5 $3,644.4 $3,374.2 $5,500.0 $25,355.1




Formula Programs $15,914.3 $541.2 $3,774.1 $114.6 $114.6 $0.0 $0.0 $4,760.5 $5,104.5 $1,619.4 $0.0 $0.0 $11,484.4

PRIIA 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

System Performance 17,993.3 2.8 (0.0) 4,119.7 475.8 3,644.0 2,971.5 0.0 0.0 2,025.0 3,374.2 5,500.0 13,870.7

Miscellaneous 684.2 684.2 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $34,591.8 $1,228.2 $3,774.1 $4,234.4 $590.4 $3,644.0 $2,971.5 $4,760.5 $5,104.5 $3,644.4 $3,374.2 $5,500.0 $25,355.1


Addition of FY2019 planned investments for the ongoing asset management system update program.

Bus & Rail Asset Management Software

Lowering costs and lessening the impact of maintenance activities on customers.

Complete Maximo 7.5 functional enhancements. Complete Optram 4.9 upgrade. Complete GIS and Maximo Spatial integration. Complete Maximo High Availability three phases.

This project funds Maximo, Metro's asset and work management tracking system, which is critical to the operations of rail and bus.

Complete implementation and roll-out of Mobile Asset and Inventory Management. Implement Illustrated Parts Catalog solution and integrate with Maximo. Complete Cognos and Maximo integration for Business Intelligence solution. Complete Maximo Data Warehouse development. Procure additional licenses for user expansion. Complete Maximo 8.x upgrade. Complete Structure 6.x upgrade. Complete Optram 5.x upgrade.

A-32



Department: IT Project Type: BUS




Operating Impact:




Change $1,483.6





Budget $23,842.1 $1,494.0 $2,304.1 $2,553.0 $452.4 $2,100.6 $2,991.3 $2,900.0 $2,899.8 $2,899.7 $2,900.1 $2,900.0 $17,490.9




Formula Programs $5,826.3 $622.2 $2,304.1 $0.2 $0.2 $0.0 $0.0 $0.0 $0.0 $2,899.7 $0.0 $0.0 $2,899.7

PRIIA 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

System Performance 17,161.7 17.7 0.0 2,552.8 452.2 2,100.6 2,991.3 2,900.0 2,899.8 0.0 2,900.1 2,900.0 14,591.2

Miscellaneous 854.2 854.2 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $23,842.1 $1,494.0 $2,304.1 $2,553.0 $452.4 $2,100.6 $2,991.3 $2,900.0 $2,899.8 $2,899.7 $2,900.1 $2,900.0 $17,490.9


Addition of FY2019 planned investments to procure and develop software for bus operations applications.

Bus Operations Support Software

This will result in more efficient operations.

Establish an integrated bus data warehouse to consolidate new bus systems data including Automatic Passenger Count (APC), Automated Vehicle Maintenance (AVM), Automated Vehicle Location (AVL), Transit Yard Maintenance (TYM), scheduling and fare collection. Fully integrate the new bus systems with existing WMATA business systems. Complete phased rollout of new integrated bus systems across bus depots. Select and pilot a new scheduling application. Improve high availability and disaster recovery capabilities.

This project completes the deployment of centralized, field, and on-board bus applications, such as automatic vehicle maintenance, computer aided dispatch, and automatic vehicle location system. It also completes integration and normalization of all data that is required to meet customer information needs.

Perform Phase II enhancements to the integrated bus data warehouse, consolidating bus systems data including Automatic Passenger Count (APC), Automated Vehicle Maintenance (AVM), Automated Vehicle Location (AVL), Transit yard Maintenance (TYM), scheduling and Fare Collection. Enhance the newly implemented bus operation software and integrated applications. Implement and integrate a new scheduling application.

A-33







Operating Impact:




Change ($114.2)





Budget $41,767.7 $6,907.3 $5,766.8 $4,100.3 $1,343.0 $2,757.3 $3,756.1 $4,806.7 $5,470.6 $4,804.0 $2,656.0 $3,500.0 $24,993.4




Formula Programs $19,712.3 $2,733.1 $5,766.2 $4,100.3 $1,343.0 $2,757.3 $0.0 $4,806.7 $0.0 $2,305.9 $0.0 $0.0 $7,112.6

PRIIA 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

System Performance 14,189.9 64.7 0.5 0.0 0.0 0.0 0.0 0.0 5,470.6 2,498.1 2,656.0 3,500.0 14,124.7

Miscellaneous 7,865.6 4,109.5 0.0 0.0 0.0 0.0 3,756.1 0.0 0.0 0.0 0.0 0.0 3,756.1

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $41,767.7 $6,907.3 $5,766.8 $4,100.3 $1,343.0 $2,757.3 $3,756.1 $4,806.7 $5,470.6 $4,804.0 $2,656.0 $3,500.0 $24,993.4


Addition of FY2019 planned investments to modernize and integrate customer and regional communication systems. Reduced FY2014 planned investment to align with updated requirements and cost estimate.

IT Capital Program Business Process Reengineering and Program Support

This will result in more efficient operations.

Support to include the implementation of the portfolio and project management tool to facilitate the tracking of capital programs, and the implementation of the Cognos Business Intelligence tool to provide reporting and analysis for all types of tracking and metrics. Business process reengineering support to enterprise wide programs supporting bus, rail, access and administrative functions across the Authority. Support change management efforts for the Human Capital Management implementation.

This project provides business process support to IT capital projects. Expertise in reviewing and documenting current state and providing input into future state business processes as well as evaluating future state change management planning is provided. Systematic support for capital project delivery to include procurement and consultant support to facilitate delivery of upgraded technical solutions.

Business process reengineering and program delivery support to enterprise wide programs supporting bus, rail, access and administrative functions across the Authority. Change management planning and support for major system implementations and upgrades as well as future state planning for multiple IT capital projects.

A-34







Operating Impact:




Change $5,360.7





Budget $52,437.9 $8,019.8 $7,491.8 $4,188.0 $96.6 $4,091.4 $5,761.4 $5,452.4 $5,302.9 $6,700.0 $4,160.7 $5,360.9 $32,738.3




Formula Programs $12,485.8 $6,055.2 $3,214.6 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $3,216.0 $0.0 $0.0 $3,216.0

PRIIA 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

System Performance 38,081.2 93.8 4,277.1 4,188.0 96.6 4,091.4 5,761.4 5,452.4 5,302.9 3,484.0 4,160.7 5,360.9 29,522.3

Miscellaneous 1,870.8 1,870.8 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $52,437.9 $8,019.8 $7,491.8 $4,188.0 $96.6 $4,091.4 $5,761.4 $5,452.4 $5,302.9 $6,700.0 $4,160.7 $5,360.9 $32,738.3


Addition of FY2019 planned investments to ongoing data centers and infrastructure project. Reduced FY2018 planned investment to align with updated requirements and cost estimate.

Data Centers and Infrastructures

This project will enable WMATA to: improve availability of the mission critical systems, implement Disaster Recovery capability for the critical systems, consolidate server resources and reduce operational costs, reduce overall Data Center carbon foot print

Achieve data center power redundancy with separate power circuits and Power Distribution Units (PDUs), implement mobile device management infrastructure, and expand storage capacity.

This project updates the Data Center infrastructure, including an upgrade of the data center facility and computer rooms, transition of enterprise platforms from mainframe to client-server, enterprise storage, and the consolidation of redundant and costly server infrastructure. Without this investment, Metro’s current applications and all the applications considered in this capital plan will suffer from unnecessary failures possibly impacting visible transit operations such as rail control, fare collection or passenger information services.

Add capacity for the data center power to accommodate newer equipment. Extension of the data center. Enterprise Email System upgrade. Establish WMATA’s infrastructure at an external data center as Tier 3 disaster recovery site, w/sufficient geographic separation from WMATA’s current data centers. Consolidate physical servers into virtual environment. Expand/Improve physical infrastructure for Server Virtualization Environment. Migrate Systems and Applications to the cost-effective hardware and software platforms. Implement archiving and de-duplication technologies for long-term data retention, optimization and discovery. Replace end-of-life open system servers or database appliance.

A-35







Operating Impact:




Change $5,802.5





Budget $25,256.2 $963.7 $1,408.3 $2,902.1 $333.0 $2,569.1 $3,239.8 $4,316.8 $3,850.2 $3,154.0 $2,347.6 $3,073.6 $19,982.0




Formula Programs $9,897.6 $622.2 $1,408.3 $0.0 $0.0 $0.0 $0.0 $4,316.8 $0.0 $1,202.7 $2,347.6 $0.0 $7,867.1

PRIIA 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

System Performance 15,237.9 220.9 0.0 2,902.1 333.0 2,569.1 3,239.8 0.0 3,850.2 1,951.3 0.0 3,073.6 12,114.9

Miscellaneous 120.7 120.7 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $25,256.2 $963.7 $1,408.3 $2,902.1 $333.0 $2,569.1 $3,239.8 $4,316.8 $3,850.2 $3,154.0 $2,347.6 $3,073.6 $19,982.0


Six-year planned investments increased to support conversion of files across the agency into an electronic format. Addition of FY2019 planned investment to ongoing project.

Document Management System

Authority-wide Document Management Architecture providing real-time access to documents supporting requirements.

Scanning and automation of payroll, accounts payable, and human resources documentation. Upgrade of Documentum to version 6.7.

This project provides for enterprise-wide document management for Metro, integration of the document management system with the major enterprise systems (such as PeopleSoft and Maximo), and compliance with Metro's proposed enterprise wide document retention. This project will also support moving many manual paper based processes to electronic processes by enabling enterprise applications such as PeopleSoft and Maximo to easily be linked to electronic records and forms as well as enhance Metro's ability to respond to information request.

Planning and designing the document management system; Support moving many manual paper based processes to electronic processes by enabling enterprise applications as in the case of PeopleSoft and Maximo to easily be linked to electronic records and forms.

A-36







Operating Impact:




Change $1,985.1





Budget $18,132.8 $970.8 $1,252.4 $2,776.1 $528.0 $2,248.1 $2,000.0 $2,584.3 $1,952.3 $1,443.3 $2,072.3 $3,081.3 $13,133.5




Formula Programs $1,927.2 $715.0 $519.6 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $692.6 $0.0 $0.0 $692.6

PRIIA 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

System Performance 15,998.2 48.4 732.9 2,776.1 528.0 2,248.0 2,000.0 2,584.3 1,952.3 750.7 2,072.3 3,081.3 12,440.9

Miscellaneous 207.3 207.3 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $18,132.8 $970.8 $1,252.4 $2,776.1 $528.0 $2,248.1 $2,000.0 $2,584.3 $1,952.3 $1,443.3 $2,072.3 $3,081.3 $13,133.5


Addition of FY2019 planned investments to ongoing agency-wide integration of geographic information system mapping.

Enterprise Geographic Information System

Consistent geographic data and maps across the agency to support safer and more efficient asset management, transit operations, planning, public safety, and public information.

Build bus transit network spatial model. Model and map high-priority asset types based on Maximo Spatial prototype. Provide web services to show bus stops and routes on Metro’s public website. Support of other systems and projects requiring WMATA spatial data, including Trapeze, Clever BusTools, emergency mapping, and camera mapping.

This project creates a single, agency-wide enterprise Geographic Information System (GIS) to support integrated mapping and data, consistent information enterprise-wide, efficient operations, and informed stakeholders. In addition, integration of key maps, drawings, asset records, and emergency access locations agency-wide will be supported, which is critical for timely emergency responses.

Enterprise geographic information system implemented agency-wide to support safer and more efficient asset management, transit operations, planning, public safety, and public information. Legacy data mapping; GIS integration with other systems for spatial data integrity and consistency; GIS applications and web services; and provision of public information.

A-37







Operating Impact:




Change ($5,961.5)





Budget $28,714.7 $4,508.7 $5,541.1 $4,664.9 $1,042.9 $3,622.0 $4,000.0 $2,000.0 $2,000.0 $2,000.0 $2,000.0 $2,000.0 $14,000.0




Formula Programs $15,111.4 $2,640.0 $3,806.5 $4,664.9 $1,042.9 $3,622.0 $0.0 $0.0 $0.0 $2,000.0 $2,000.0 $0.0 $4,000.0

PRIIA 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

System Performance 7,927.9 193.3 1,734.6 0.0 0.0 0.0 0.0 2,000.0 2,000.0 0.0 0.0 2,000.0 6,000.0

Miscellaneous 5,675.4 1,675.4 0.0 0.0 0.0 0.0 4,000.0 0.0 0.0 0.0 0.0 0.0 4,000.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $28,714.7 $4,508.7 $5,541.1 $4,664.9 $1,042.9 $3,622.0 $4,000.0 $2,000.0 $2,000.0 $2,000.0 $2,000.0 $2,000.0 $14,000.0


Six-year plan reduced to align with updated requirements and cost estimate for the development of system wide sensitive data protection technology.

Sensitive Data Protection Technology

The operating impact can potentially be devastating as lack of attention to “Cyber Security Resilience” could result in a complete loss of critical services such as the complete loss of the ability to collect revenue for extended periods of time as well as the potential for loss to services that can have a significant impact to life safety as it relates to critical infrastructure

Establish a comprehensive Cyber Security program that is based on distinct Communities of Interest (COI) aligned to organizational services i.e. Safety ( Critical Infrastructure), Financial, Law Enforcement, People, and Customer. Each COI will have a tailored cost effective risk management program instituted based on the unique needs of that business unit. Capabilities intended to be deployed include: Two Factor Authentication, The CERT- Resilience Management Model, Finalization of Single Sign on Deployment, finalization of Role Based Access Control (RBAC) and the beginning of enterprise encryption for data at rest and data in transit.

This project provides a comprehensive Metro-wide security architecture that will reduce the risk of malicious attacks and cyber-terrorism as well as fraud and waste, while achieving and maintaining regulatory compliance.

Establish comprehensive enterprise security program and various security zones within the Metro intranet. Payment Card Industry (PCI) Zone Data Migration-Migrate all PCI data into its designated security zone. Deploy database monitoring software to detect and protect access to sensitive information. Enable single sign on other services and systems. Integrate access management into physical security. Preserve security incident event logging and event correlation, as well as highly available, redundant, security zones for internal business units and external partners.

A-38







Operating Impact:




Change $14,151.7





Budget $75,567.0 $7,061.0 $12,587.5 $18,774.0 $1,611.4 $17,162.6 $16,546.0 $5,000.0 $1,598.6 $1,500.0 $6,500.0 $6,000.0 $37,144.6




Formula Programs $27,818.3 $2,896.7 $12,587.5 $1,606.3 $1,606.3 $0.0 $5,727.9 $5,000.0 $0.0 $0.0 $0.0 $0.0 $10,727.9

PRIIA 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

System Performance 32,863.2 96.9 0.0 17,167.7 5.2 17,162.5 0.0 0.0 1,598.6 1,500.0 6,500.0 6,000.0 15,598.6

Miscellaneous 14,885.5 4,067.4 0.0 0.0 0.0 0.0 10,818.1 0.0 0.0 0.0 0.0 0.0 10,818.1

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $75,567.0 $7,061.0 $12,587.5 $18,774.0 $1,611.4 $17,162.6 $16,546.0 $5,000.0 $1,598.6 $1,500.0 $6,500.0 $6,000.0 $37,144.6


Six-year plan increased to support the software update for the corporate and financial enterprise system.

Management Support Software

Increased productivity and efficiency due to upgrades in technology

Asset Management implementation through a Product Data Management tool, Contract Lifecycle Management system implementation - both phases, Solicitation Management and Contract Management, HCM - Phase 1 of the HCM 9.1 upgrade and implementation, PeopleSoft Infrastructure and Upgrade Project - hardware for performance improvement, high availability, and staff augmentation for support, and Metro Electron Action Document (MEAD) application modification to accommodate changes due to removal of "Procurement MEADs"

This project replaces and/or updates software that supports corporate and financial control of operations such as treasury, budget, cash management, human capital management HCM), procurement, and vendor management functions. This project is essential for Metro to meet its fiscal duty to maintain sufficient controls to manage its corporate operations.

Integration of the PDM tool with key WMATA systems; improvement in PeopleSoft technology infrastructure due to continued investment in hardware, Exadata technology; parts integration for Contracts; next generation of Enterprise Resource Planning system upgrades

A-39







Operating Impact:




Change ($437.6)





Budget $16,235.1 $2,960.1 $2,301.6 $2,873.5 $1,161.5 $1,712.0 $1,000.0 $1,000.0 $1,000.0 $1,659.5 $1,538.6 $1,901.9 $8,100.0




Formula Programs $6,695.6 $2,083.4 $1,952.7 $0.0 $0.0 $0.0 $0.0 $1,000.0 $0.0 $1,659.5 $0.0 $0.0 $2,659.5

PRIIA 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

System Performance 8,749.1 86.2 348.9 2,873.5 1,161.5 1,712.0 1,000.0 0.0 1,000.0 0.0 1,538.6 1,901.9 5,440.5

Miscellaneous 790.5 790.5 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $16,235.1 $2,960.1 $2,301.6 $2,873.5 $1,161.5 $1,712.0 $1,000.0 $1,000.0 $1,000.0 $1,659.5 $1,538.6 $1,901.9 $8,100.0


Six-year plan reduced to align with updated requirements to update software and enhance desktop service center.

Metro IT One Stop and Office Automation

Support Staff will have access to up-to-date procedures and problem resolutions as well as faster and more consistent problem resolution.

Replace 500 – 750 desktop computers per year and iInfuse inventory with virtual desktop devices

This project implements a new Enterprise Level Problem Management System and Enterprise Level Knowledgebase, and executes a Personal Computer Replacement program.

Replace 3,000 over six years, enhance knowledge base and desktop technology infusion programs, and update helpdesk processes and procedures

A-40







Operating Impact:




Change $2,399.1





Budget $12,247.5 $0.0 $152.9 $3,272.0 $81.1 $3,190.9 $4,663.9 $2,359.4 $0.0 $0.0 $1,799.3 $0.0 $8,822.6





PRIIA 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

System Performance 9,888.1 0.0 152.9 3,272.0 81.1 3,190.9 4,663.9 0.0 0.0 0.0 1,799.3 0.0 6,463.2

Miscellaneous 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $12,247.5 $0.0 $152.9 $3,272.0 $81.1 $3,190.9 $4,663.9 $2,359.4 $0.0 $0.0 $1,799.3 $0.0 $8,822.6


Six-year plan increased to support replacement of MTPD records management system, to include Mobile Field Reporting.

Police Dispatch and Records Management

Replacement of this legacy system will provide savings through greater efficiency

Upgrade to dispatching and crime tracking system for Mobile Device Management compatibility.

This project replaces the current Metro Transit Police Department legacy system with an up-to-date Records Management System (RMS) to support dispatch crime and response tracking to improve operations for riders.

Replace or upgrade MTPD dispatching and crime tracking system.

A-41







Operating Impact:




Change $4,787.8





Budget $39,722.3 $3,028.1 $5,137.1 $4,593.6 $1,281.4 $3,312.2 $4,095.3 $4,082.0 $4,500.0 $4,500.0 $4,586.2 $5,200.0 $26,963.5




Formula Programs $19,003.3 $2,328.4 $3,499.3 $4,593.6 $1,281.4 $3,312.2 $0.0 $4,082.0 $0.0 $4,500.0 $0.0 $0.0 $8,582.0

PRIIA 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

System Performance 20,162.9 143.6 1,637.8 0.0 0.0 0.0 4,095.3 0.0 4,500.0 0.0 4,586.2 5,200.0 18,381.5

Miscellaneous 556.1 556.1 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $39,722.3 $3,028.1 $5,137.1 $4,593.6 $1,281.4 $3,312.2 $4,095.3 $4,082.0 $4,500.0 $4,500.0 $4,586.2 $5,200.0 $26,963.5


Addition of FY2019 planned investments to ongoing project to replace and update communications network.

Network and Communications

The MetroNet Capacity Enhancement program will increase band width and reliability. The increased band width will enable Metro to support strategic high band width initiatives such as wireless communications and video cameras throughout Metro properties.

Migrate data center application servers to the new gigabit fiber based data network. Replace end-of-life components. Begin distribution-end network routers upgrade. Integrate surveillance systems.

With the convergence of data, voice and wireless communication systems, the need for a robust and extendable network is now essential to the productivity of WMATA’s systems and staff. This project fulfills WMATA's needs for a communications network that supports its current and future operational needs. It will provide a multi-protocol high bandwidth wired and wireless network, and includes the continued adaptive and preventive maintenance of the network components. The communications network enables resource and information sharing for functions such as voice communications, EMAIL, Internet access, RAIL and BUS operations and monitoring, Surveillance systems and Administrative Business systems.

Upgrade data center network, distribution-end, and station networks. Deploy wireless network at Carmen Turner Facility and Jackson Graham Building. Replace end-of-life components. Improve technology adaptations and decommission old data network. Integrate data center application and surveillance systems.

A-42







Operating Impact:




Change ($4,563.6)





Budget $11,802.0 $925.4 $580.9 $1,207.4 $81.2 $1,126.2 $1,333.6 $1,623.7 $1,700.4 $1,486.5 $1,467.7 $1,476.3 $9,088.2




Formula Programs $4,107.1 $899.9 $97.0 $0.0 $0.0 $0.0 $0.0 $1,623.7 $0.0 $1,486.5 $0.0 $0.0 $3,110.2

PRIIA 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

System Performance 7,694.8 25.5 483.9 1,207.4 81.2 1,126.1 1,333.6 0.0 1,700.4 0.0 1,467.7 1,476.3 5,978.0

Miscellaneous 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $11,802.0 $925.4 $580.9 $1,207.4 $81.2 $1,126.2 $1,333.6 $1,623.7 $1,700.4 $1,486.5 $1,467.7 $1,476.3 $9,088.2


Six-year plan reduced to align with updated requirements for installation and upgrade of an enterprise network monitoring system.

Metro Enterprise Monitoring Center (MEMC)

Ensure 24/7/365 monitoring of systems. Proactive/predictive and root cause analysis of network incidents. Detection of incidents < 5 minutes, respond < 20 minutes, resolve < 2 hours. Keep critical services running on vendor supported hardware.

Procure and implement a Change Control Software suite to integrate with the enterprise monitoring system and configure monitoring tool to accept event correlation and dependency relationship.

This project implements a monitoring center to monitor and manage WMATA’s network and associated infrastructure to prevent or isolate any type of critical event. This project delivers a 24x7 Enterprise Monitoring Center offering: Network Monitoring, sophisticated monitoring toolset to determine warning, critical or catastrophic threshold events. This is a key part of increasing the up-time of mission-critical systems such as the rail control and financial systems and results in a higher level of overall safety for passengers and employees.

Replace aging infrastructure for monitoring system servers. Integrate additional critical business systems monitoring into the monitoring suite. Implement Customer Experience Monitoring (CEM) for end user interfaces. Integrate monitoring tool with negotiated Service Level Agreements for WMATA’s 10 most critical business systems. Perform a Monitoring System capabilities study and self-audit.

A-43







Operating Impact:




Change $3,240.5





Budget $16,235.1 $2,365.7 $2,496.2 $4,195.0 $715.4 $3,479.6 $898.0 $997.2 $997.2 $1,300.3 $1,975.3 $1,010.2 $7,178.2




Formula Programs $4,505.7 $1,125.7 $2,079.7 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $1,300.3 $0.0 $0.0 $1,300.3

PRIIA 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

System Performance 10,539.7 50.4 416.5 4,195.0 715.4 3,479.5 898.0 997.2 997.2 0.0 1,975.3 1,010.2 5,877.9

Miscellaneous 1,189.7 1,189.7 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $16,235.1 $2,365.7 $2,496.2 $4,195.0 $715.4 $3,479.6 $898.0 $997.2 $997.2 $1,300.3 $1,975.3 $1,010.2 $7,178.2


Six-year plan increased to support development of electronic customer communication platforms.

Customer Electronic Communications & Outreach

Development and implementation of these projects will result in more efficient operations and rider services

Provide ongoing enhancements to public-facing and internal websites. Enhance the Pick pilot application to support all enterprise departments in their execution of this recurring human resources function. Provide ongoing enhancements to internal web applications.

This project provides enhanced electronic communications and customer outreach, focusing on customer demands for rapid and flexible data delivery systems for Metro communications, schedules, system alerts, and commuting benefits and fares.

Website content and applications to facilitate customer access to communications and web-based services, such as the SmarTrip web application, trip planner, and mobile applications, etc. Enhance internet and intranet portal performance and navigation. Develop key internal business activities such as General Orders and Track Rights System (GOTRS) support for track rights management, pick application automation of the Rail and Bus pick process, and intranet-based support for department communications via SharePoint. Execute major application and platform upgrades for GOTRS, the public-facing website, and the SmarTrip web application.

A-44



Department: IT Project Type: RAIL




Operating Impact:




Change $4,522.5





Budget $31,381.6 $845.3 $1,525.9 $4,875.4 $401.4 $4,474.0 $4,011.1 $3,983.4 $4,531.8 $3,760.9 $3,667.4 $4,180.5 $24,135.1




Formula Programs $14,680.4 $539.7 $1,493.3 $4,875.4 $401.4 $4,474.0 $4,011.1 $0.0 $0.0 $3,760.9 $0.0 $0.0 $7,772.0

PRIIA 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

System Performance 16,421.8 26.2 32.6 0.0 0.0 0.0 0.0 3,983.4 4,531.8 0.0 3,667.4 4,180.5 16,363.1

Miscellaneous 279.4 279.4 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $31,381.6 $845.3 $1,525.9 $4,875.4 $401.4 $4,474.0 $4,011.1 $3,983.4 $4,531.8 $3,760.9 $3,667.4 $4,180.5 $24,135.1


Addition of FY2019 to planned investments to ongoing project to provide software applications for rail operations control centers.

Rail Operations Support Software

Upgrades are required to maintain vendor software and customer support and will have no operating impact.

Redesign of Resolutions Per Minute (RPM). This effort includes the development of high level requirements and identify high level milestones and schedule. For the Passenger Information Display System (PIDS) project in the first quarter complete PIDS project. Provide external and internal training, execute performance monitoring and upgrades. For the Liquid Crystal Display (LCD) demonstration project purchase LCD signs, software services and equipment. Document Predicator and PIDS, this includes enterprise architecture documentation, document existing functionality and upgrades. Document Disaster Recovery Plan for PIDS. Begin planning for Advanced Information Management (AIM) modification for Phase II. Continue AIM Revitalization.

This project provides software application support for the Rail Operations Control Centers and other rail operations areas in order to receive vendor support and operate the rail system.

Replace aging server, workstation and software in support of Rail System. For PIDS, migration to a full LCD technology base system wide. This includes architecture, engineer and design. Develop new PIDS predicator to include single tracking support and automated schedule input. For RPM implement new releases of RPM and Dulles Phase II. Upgrade AIM to current release, this includes all software and hardware releases. Migrate all Rail Operations Control application (PIDS, AIM) to Data Center Infrastructure virtual environment.

A-45



Department: CENV Project Type: RAIL




Operating Impact:




Change ($32,153.3)





Budget $677,452.1 $79,266.1 $8,916.9 $2,111.1 $18.1 $2,093.0 $1,085.7 $70,717.5 $245,323.6 $249,768.9 $2,722.7 $17,539.6 $587,158.0





PRIIA 239,073.6 79,266.1 7,300.5 2,111.1 18.1 2,093.0 1,085.7 9,733.7 0.0 119,544.1 2,492.8 17,539.6 150,396.0

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0


Miscellaneous 699.5 0.0 699.5 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 435,324.1 0.0 0.0 0.0 0.0 0.0 0.0 60,000.5 245,323.6 130,000.0 0.0 0.0 435,324.1

Sources $677,452.1 $79,266.1 $8,916.9 $2,111.1 $18.1 $2,093.0 $1,085.7 $70,717.5 $245,323.6 $249,768.9 $2,722.7 $17,539.6 $587,158.0


Six-year plan revised to align with updated cash-flow schedule. Additional investment is required beyond FY2019 to complete the project.

1000 Series Rail Car Replacement

Newer railcars will decrease maintenance and operating costs and improve reliability.

Design and development of new railcars.

This project replaces all 300 of the 1000 Series railcars, which were purchased between 1974 and 1978, with new 7000 Series railcars. This project is one component of a combined program plan structured to avoid repetitive developmental cost associated with a new car design and procurement. The total estimated cost of this project is approximately $787 million. The FY2011-2019 project plan includes $677 million, consistent with the current project schedule. The remaining $110 million is planned beyond FY2019.

Acquire 300 new 7000 Series railcars, to include warranty, training and manuals.

A-46







Operating Impact:




Change $64.0





Budget $8,149.1 $4,722.6 $1,012.8 $1,438.2 $335.9 $1,102.3 $975.5 $0.0 $0.0 $0.0 $0.0 $0.0 $975.5




Formula Programs $2,451.0 $0.0 $1,012.8 $1,438.2 $335.9 $1,102.3 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0

PRIIA 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

System Performance 3,736.7 2,761.2 0.0 0.0 0.0 0.0 975.5 0.0 0.0 0.0 0.0 0.0 975.5

Miscellaneous 1,961.3 1,961.3 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $8,149.1 $4,722.6 $1,012.8 $1,438.2 $335.9 $1,102.3 $975.5 $0.0 $0.0 $0.0 $0.0 $0.0 $975.5


None.

2000/3000 Series Rail Car Mid-Life Rehabilitation

Rehabilitated railcars are more reliable and require less routine maintenance.

Car warranty and reliability period for 44 remaining railcars. Closeout of change orders including but not limited to chevrons, grounding bonds, and Communication Control Panel units. Closeout of the 2000/3000 Series Railcar Project.

This project funds the warranty and items associated with closeout for the mid-life rehabilitation of all 366 of the 2000 and 3000 Series railcars.

Car warranty and reliability period for 44 remaining railcars. Closeout of change orders including but not limited to chevrons, grounding bonds, and Communication Control Panel units. Closeout of the 2000/3000 Series Railcar Project.

A-47







Operating Impact:




Change $30,678.9





Budget $34,997.7 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $4,318.8 $30,678.9 $34,997.7





PRIIA 34,997.7 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 4,318.8 30,678.9 34,997.7

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0


Miscellaneous 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $34,997.7 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $4,318.8 $30,678.9 $34,997.7


Six-year plan revised to align with updated cash-flow schedule. Significant additional investment is required beyond FY2019 to complete the project.

2000/3000 Series Rail Car Replacement

New railcars will be more reliable and less expensive to maintain than the cars that are replaced.


This project replaces all 366 of the 2000/3000 Series railcars, which were purchased between 1983 and 1988, with new 8000 Series railcars. The total estimated cost of this project is approximately $1.425 billion. The FY2011-2019 project plan includes $35 million, consistent with the current project schedule. The remaining $1.390 billion is planned beyond FY2019.

Begin design and development activities for the replacement of the 2000/3000 Series railcars

A-48







Operating Impact:




Change $11,076.7





Budget $238,573.8 $0.0 $0.0 $0.0 $0.0 $0.0 $23,910.1 $0.0 $0.0 $0.0 $157,150.7 $57,513.0 $238,573.8





PRIIA 234,588.8 0.0 0.0 0.0 0.0 0.0 23,910.1 0.0 0.0 0.0 153,165.7 57,513.0 234,588.8

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0


Miscellaneous 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $238,573.8 $0.0 $0.0 $0.0 $0.0 $0.0 $23,910.1 $0.0 $0.0 $0.0 $157,150.7 $57,513.0 $238,573.8


Six-year plan revised to align with updated cash-flow schedule. Additional investment is required beyond FY2019 to complete the project.

4000 Series Rail Car Replacement

Newer railcars will decrease maintenance and operating costs and improve reliability.

First milestone payment for purchase of 7000 Series railcars to replace all 100 of the 4000 Series railcars.

This project replaces all 100 of the 4000 Series railcars, which were purchased during 1992-1994, in order to meet current safety standards. To meet current safety standards and based on pricing, it is more economical to replace the 4000 Series railcars than to do a mid-life rehabilitation. In order to gain economies of scale and improve quality, this work is an option on the 7000 Series railcar contract. The total estimated cost of this project is approximately $274 million. The FY2011-2019 project plan includes $239 million, consistent with the current project schedule. The remaining $35 million is planned beyond FY2019.

Replace all 100 of the 4000 Series railcars. Includes spare parts, warranty, and manuals.

A-49







Operating Impact:




Change $15,054.6





Budget $19,858.8 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $992.1 $3,812.1 $15,054.6 $19,858.8




Formula Programs $15,054.6 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $15,054.6 $15,054.6

PRIIA 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0


Miscellaneous 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $19,858.8 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $992.1 $3,812.1 $15,054.6 $19,858.8


Six-year plan revised to align with updated cash-flow schedule. Significant additional investment is required beyond FY2019 to complete the project.

5000 Series Rail Car Mid-Life Rehabilitation

Rehabilitated railcars are more reliable and require less routine maintenance.


This project rehabilitates all 192 of the 5000 Series railcars at mid-life.

Begin the mid-life rehabilitation of all 192 of the 5000 Series railcars.

A-50







Operating Impact:




Change ($626.3)





Budget $11,076.0 $3,994.6 $2,362.0 $2,438.2 $833.7 $1,604.5 $2,281.2 $0.0 $0.0 $0.0 $0.0 $0.0 $2,281.2





PRIIA 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

System Performance 8,376.3 3,733.0 2,362.0 0.1 0.0 0.1 2,281.2 0.0 0.0 0.0 0.0 0.0 2,281.2

Miscellaneous 2,699.7 261.5 0.0 2,438.2 833.7 1,604.5 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $11,076.0 $3,994.6 $2,362.0 $2,438.2 $833.7 $1,604.5 $2,281.2 $0.0 $0.0 $0.0 $0.0 $0.0 $2,281.2


Project budget reduced to align with current cost estimate. Project scheduled for completion in FY2014.

6000 Series Rail Car Procurement

Newer railcars will require less maintenance, though the addition of more railcars to the fleet requires additional operational support.

Two-year contract and five-year warranty and reliability period. Complete closeout of all open correspondence/deliverables. Installation of emergency exterior door releases. Purchase of equipment such as truck bolster, wire crimper, and gear boxes.

This project completes the 6000-Series railcar procurement options for 184 railcars which were placed into service in FY2009. Projected completion of the warranty and reliability period is FY2014.

Two-year contract and five-year warranty and reliability period. Complete closeout of all open correspondence/deliverables. Installations of emergency exterior door releases. Purchase of equipment such as truck bolster, wire crimper, and gear boxes.

A-51



Department: CMNT Project Type: RAIL




Operating Impact:




Change $23,752.9





Budget $182,073.2 $10,531.2 $23,358.4 $19,721.7 $7,139.8 $12,581.9 $18,969.3 $20,640.8 $23,836.8 $21,484.7 $21,765.1 $21,765.1 $128,461.8





PRIIA 172,127.4 9,385.7 15,883.5 19,721.7 7,139.8 12,581.9 17,644.0 20,640.8 23,836.8 21,484.7 21,765.1 21,765.1 127,136.5

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0


Miscellaneous 9,945.8 1,145.5 7,475.0 0.0 0.0 0.0 1,325.3 0.0 0.0 0.0 0.0 0.0 1,325.3

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $182,073.2 $10,531.2 $23,358.4 $19,721.7 $7,139.8 $12,581.9 $18,969.3 $20,640.8 $23,836.8 $21,484.7 $21,765.1 $21,765.1 $128,461.8


Addition of FY2019 planned investment to ongoing railcar rehabilitation project. Addition of railcar clear coating efficiency investment in FY2014 and FY2015.

Rail Rehabilitation Program

These components keep railcars in service.

Identification and acquisition of materials necessary to maintain scheduled component, assembly, and subassembly overhaul. Identification and acquisition of depleted component, assembly, and subassembly float levels.

This project provides for the scheduled overhaul, procurement, and replenishment of repairable railcar components. In addition, procurement of repair parts, materials, and labor necessary to support and accomplish the scheduled overhaul in order to maintain a good state of railcar repair and maintain and improve life-cycle safety and railcar reliability. Approximately one-fifth of the fleet or 225 cars are subject to heavy overhaul annually. Major heavy overhaul components include replacement of wheels, brake systems, traction motors, and truck overhaul.

Identification and acquisition of materials necessary to maintain scheduled component, assembly, and subassembly overhaul. Identification and acquisition of depleted component, assembly, and subassembly float levels.

A-52







Operating Impact:




Change $10.3





Budget $4,033.0 $1,870.7 $1,611.0 $540.5 $174.0 $366.5 $10.8 $0.0 $0.0 $0.0 $0.0 $0.0 $10.8




Formula Programs $2,047.0 $1,126.0 $369.8 $540.5 $174.0 $366.5 $10.8 $0.0 $0.0 $0.0 $0.0 $0.0 $10.8

PRIIA 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0


Miscellaneous 28.0 28.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $4,033.0 $1,870.7 $1,611.0 $540.5 $174.0 $366.5 $10.8 $0.0 $0.0 $0.0 $0.0 $0.0 $10.8


None.

1000 Series Rail Car HVAC Rehabilitation

HVAC systems will be more reliable, making more cars available and requiring less routine maintenance.

Complete project closeout items.

This project repairs or replaces major components, including 291 Heating, Ventilation, and Air-Conditioning (HVAC) systems and 300 circuit breakers on the 1000 Series railcars to keep the cars operational until replacement cars placed into service.

Complete project closeout items.

A-53







Operating Impact:




Change ($185.9)





Budget $13,113.4 $2,562.3 $3,056.7 $5,952.5 $109.4 $5,843.1 $999.1 $542.8 $0.0 $0.0 $0.0 $0.0 $1,541.9




Formula Programs $10,045.2 $0.0 $2,853.2 $5,650.1 $109.4 $5,540.7 $999.1 $542.8 $0.0 $0.0 $0.0 $0.0 $1,541.9

PRIIA 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0


Miscellaneous 2,769.1 2,263.2 203.5 302.4 0.0 302.4 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $13,113.4 $2,562.3 $3,056.7 $5,952.5 $109.4 $5,843.1 $999.1 $542.8 $0.0 $0.0 $0.0 $0.0 $1,541.9


Project budget reduced to align with current cost estimate. Six-year plan revised to align with updated project schedule.

Geometry Vehicle

Current inspections are contracted. WMATA ownership of a geometry vehicle will eliminate this expense and allow for more efficient inspections.

Receive and accept Track Geometry Vehicle. Create and implement comprehensive track inspection program using the measuring systems installed on Track Geometry Vehicle.

This project procures a track geometry vehicle to analyze track conditions and complete the required capabilities of the inspection system, allowing for more comprehensive and frequent track inspections throughout the year as well as testing all new track construction projects and track repairs as they are installed.

Receive and accept Track Geometry Vehicle. Create and implement comprehensive track inspection program using the measuring systems installed on Track Geometry Vehicle.

A-54



Department: CENI Project Type: RAIL




Operating Impact:




Change $0.0





Budget $27,200.2 $1,662.4 $1,881.5 $6,742.9 $61.6 $6,681.3 $8,314.8 $6,307.2 $2,291.4 $0.0 $0.0 $0.0 $16,913.4





PRIIA 27,059.7 1,662.4 1,740.9 6,742.9 61.6 6,681.3 8,314.8 6,307.2 2,291.4 0.0 0.0 0.0 16,913.4

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0


Miscellaneous 140.5 0.0 140.5 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $27,200.2 $1,662.4 $1,881.5 $6,742.9 $61.6 $6,681.3 $8,314.8 $6,307.2 $2,291.4 $0.0 $0.0 $0.0 $16,913.4


None.

Rail Shop Repair Equipment

Newly purchased wheel truing equipment will replace older, unreliable equipment. Other items will replace older, less capable non-automated machining equipment, and wash tanks are necessary for on-going transit truck overhaul.

Install two new Wheel Truing machines (Greenbelt and Shady Grove Service and Inspection Facilities), Install new railcar wheel press at Brentwood Service and Inspection Facility.

This project replaces maintenance and shop equipment, such as overhead cranes, rail train lifts, hoists, industrial shop air compressors, service elevators, hoisting mechanisms, wheel truing machines (WTM), and electrical controls that have reached the end of its useful life in order to provide reliability for the delivery of quality service.

Install three new Wheel Truing Machines (Greenbelt, Shady Grove, and New Carrollton Service and Inspection Facilities, Install new railcar wheel press at Brentwood Service and Inspection Facility, and new heavy machine foundation for a vertical lathe installation.

A-55







Operating Impact:




Change $764.6





Budget $33,793.2 $10,892.6 $5,294.1 $6,362.9 $323.4 $6,039.5 $1,725.8 $1,725.8 $1,994.2 $1,804.6 $1,967.1 $2,026.1 $11,243.6





PRIIA 30,881.7 9,827.1 3,448.1 6,362.9 323.4 6,039.5 1,725.8 1,725.8 1,994.2 1,804.6 1,967.1 2,026.1 11,243.6

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0


Miscellaneous 2,911.5 1,065.5 1,846.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $33,793.2 $10,892.6 $5,294.1 $6,362.9 $323.4 $6,039.5 $1,725.8 $1,725.8 $1,994.2 $1,804.6 $1,967.1 $2,026.1 $11,243.6


Addition of FY2019 planned investments to ongoing railcar safety and reliability improvement project. Six year plan updated based on revised cost estimates and schedule.

Rail Car Safety & Reliability Enhancements

This project will result in greater efficiency and productivity.

Resolve safety, reliability and compatibility issues across the various fleets. Install emergency exterior door releases. Install wrong side door openings. Install railcar rollback prevention. HVAC rail reliability for 5000 series railcars. Perform engineering analysis, diagnostics, and testing.

This project performs engineering analysis, diagnosis, testing, and resolution of safety, maintenance, and operational issues relating to the railcar fleet and its interaction with track work, automatic train control, communication, and power systems, resolving compatibility issues across the various fleets and infrastructure related to changes and aging in technology and components.

Resolve safety, reliability and compatibility issues across the various fleets. Install emergency exterior door releases. Install wrong side door openings. Install railcar rollback prevention. HVAC rail reliability for 5000 series railcars. Perform engineering analysis, diagnostics, and testing.

A-56







Operating Impact:




Change $21,368.8





Budget $21,368.8 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $21,368.8 $0.0 $0.0 $0.0 $21,368.8




Formula Programs $15,875.8 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $15,875.8 $0.0 $0.0 $0.0 $15,875.8

PRIIA 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0


Miscellaneous 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 4,676.5 0.0 0.0 0.0 0.0 0.0 0.0 0.0 4,676.5 0.0 0.0 0.0 4,676.5

Sources $21,368.8 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $21,368.8 $0.0 $0.0 $0.0 $21,368.8


Addition of new planned investment in 90 Metrorail cars to increase Metrorail system capacity to reduce crowding and accommodate ridership.

Railcar Fleet Expansion

None.


This project will expands the railcar fleet by adding 90 railcars in order to expand rail system capacity to meet continued projected growth in rail ridership. The total estimated cost of this project is $261 million. The FY2011-2019 project plan includes $21 million, consistent with the current project schedule. The remaining $240 million is scheduled beyond FY2019.

Milestone payment for 90 railcars. The railcars will be delivered and place into service after the FY2014-19 six year period.

A-57



Department: MCAP Project Type: RAIL




Operating Impact:




Change $0.0





Budget $87,871.3 $1,277.4 $4,284.3 $41,686.2 $2,632.4 $39,053.7 $31,637.2 $7,382.7 $1,603.6 $0.0 $0.0 $0.0 $40,623.5





PRIIA 84,110.3 1,271.7 528.8 41,686.2 2,632.4 39,053.7 31,637.2 7,382.8 1,603.6 0.0 0.0 0.0 40,623.6

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0


Miscellaneous 3,353.7 0.0 3,353.7 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $87,871.3 $1,277.4 $4,284.3 $41,686.2 $2,632.4 $39,053.7 $31,637.2 $7,382.7 $1,603.6 $0.0 $0.0 $0.0 $40,623.5


None.

Test Track & Railcar Commissioning Facility

Additional operating and maintenance will be required for the facility and test track, however testing will no longer interfere with the revenue rail system. The new track infrastructure and building will add new facilities that must be maintained and will increase utility costs.

Complete construction of the test track.

This project designs and constructs 10,000 feet of test track between College Park and Greenbelt Metrorail stations. In addition, this project includes the design and construction of a multistory building in Greenbelt Rail Yard. Both facilities will be used to commission and test new and rehabilitated railcars.

Complete construction of the test track and commissioning building.

A-58



Department: ELES Project Type: RAIL




Operating Impact:




Change $11,098.4





Budget $24,456.6 $922.8 $4,400.6 $2,903.2 $1,599.9 $1,303.3 $1,994.8 $2,754.1 $2,972.9 $2,808.0 $2,808.0 $2,892.2 $16,230.0





PRIIA 20,541.4 918.0 3,670.5 2,903.2 1,599.9 1,303.3 1,706.7 2,754.1 2,972.9 2,808.0 2,808.0 0.0 13,049.7

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0


Miscellaneous 1,018.2 0.0 730.2 0.0 0.0 0.0 288.1 0.0 0.0 0.0 0.0 0.0 288.1

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $24,456.6 $922.8 $4,400.6 $2,903.2 $1,599.9 $1,303.3 $1,994.8 $2,754.1 $2,972.9 $2,808.0 $2,808.0 $2,892.2 $16,230.0


Addition of FY2019 planned investments to ongoing elevator rehabilitation project. Six-year plan increased to rehabilitate additional elevators.

Elevator Rehabilitation

Newer equipment will require less maintenance and have a lower overall impact, in addition to utility savings.

Rehabilitate 18 elevators.

This project rehabilitates the oldest and poorest performing elevators as necessary to maintain elevator safety, availability, and reliability. The elevators are rehabilitated with energy saving devices. Additionally, locations for rehabilitation will be tied to the System Infrastructure Rehabilitation Program schedule.

Rehabilitate 57 elevators.

A-59







Operating Impact:




Change $16,386.2





Budget $78,665.0 $3,479.3 $14,382.7 $13,120.5 $4,164.1 $8,956.4 $13,245.6 $15,001.2 $3,049.5 $5,408.0 $5,408.0 $5,570.2 $47,682.5





PRIIA 67,852.2 1,911.4 11,061.7 13,120.5 4,164.1 8,956.4 12,891.9 15,001.2 3,049.5 5,408.0 5,408.0 0.0 41,758.6

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0


Miscellaneous 5,242.5 1,567.9 3,321.0 0.0 0.0 0.0 353.7 0.0 0.0 0.0 0.0 0.0 353.7

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $78,665.0 $3,479.3 $14,382.7 $13,120.5 $4,164.1 $8,956.4 $13,245.6 $15,001.2 $3,049.5 $5,408.0 $5,408.0 $5,570.2 $47,682.5


Addition of FY2019 planned investments to ongoing escalator rehabilitation project. Six-year plan increased to rehabilitate additional escalators.

Escalator Rehabilitation

Newer equipment will require less maintenance and have a lower overall impact, in addition to utility savings.

Rehabilitate 30 escalators and replace three escalators.

This project rehabilitates and replaces escalators as necessary to maintain escalator availability, safety, and reliability. The escalators are rehabilitated with energy saving devices. Additionally, locations for rehabilitation will be tied to the System Infrastructure Rehabilitation Program schedule.

Rehabilitate 50 escalators.

A-60



Department: PARK Project Type: RAIL




Operating Impact:




Change $2,061.3





Budget $13,010.9 $4,700.0 $5,050.4 $1,260.5 $48.8 $1,211.7 $0.0 $0.0 $0.0 $0.0 $1,000.0 $1,000.0 $2,000.0




Formula Programs $6,010.6 $0.0 $2,750.1 $1,260.5 $48.8 $1,211.7 $0.0 $0.0 $0.0 $0.0 $1,000.0 $1,000.0 $2,000.0

PRIIA 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0


Miscellaneous 2,300.3 0.0 2,300.3 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $13,010.9 $4,700.0 $5,050.4 $1,260.5 $48.8 $1,211.7 $0.0 $0.0 $0.0 $0.0 $1,000.0 $1,000.0 $2,000.0


Addition of FY2018 and FY2019 planned investments to replace equipment that will be beyond the end of useful life.

Installation of Parking Lot Credit Card Readers - Parking Automation

This project automates parking lot revenue collection and improves operational efficiency.

Install credit card readers at remaining pay-on-exit parking garages and surface parking lots and automate parking access and revenue control

Phase I of this project installs credit card readers at remaining pay-on-exit parking garages and surface parking lots. Phase II automates parking access and revenue control by providing remote communication between payment lanes and a parking operations center. This project will result in 40 credit card readers and three servers. This project also includes the rehabilitation and replacement of equipment and credit card readers at the end of useful life.

Rehabilitation and replacement of credit card readers and related equipment.

A-61







Operating Impact:




Change $6,037.5





Budget $41,507.8 $0.0 $6.1 $880.0 $0.0 $880.0 $5,580.7 $6,708.9 $8,154.6 $7,268.3 $6,871.7 $6,037.5 $40,621.7




Formula Programs $33,353.4 $0.0 $0.0 $0.0 $0.0 $0.0 $5,580.7 $6,708.9 $8,154.6 $0.0 $6,871.7 $6,037.5 $33,353.4

PRIIA 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

System Performance 8,154.4 0.0 6.1 880.0 0.0 880.0 0.0 0.0 0.0 7,268.3 0.0 0.0 7,268.3

Miscellaneous 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $41,507.8 $0.0 $6.1 $880.0 $0.0 $880.0 $5,580.7 $6,708.9 $8,154.6 $7,268.3 $6,871.7 $6,037.5 $40,621.7


Addition of FY2019 planned investments to continue to upgrade the rail power systems in preparation for additional 8-car trains.

100% 8-Car Train - Power Upgrade

Additional infrastructure maintenance will be offset by decreased frequency of breakdowns.

Install equipment. Install cable and conduits. Install composite third rail.

This project incrementally improves the traction-power system to increase power supply capacity to support the future expanded use of 8-car trains. The increase from six to eight cars increases power requirements of each train as well as the load put on the traction-power system. This project will result in purchase and installation of 95,000 feet of third rail.

Traction power system upgrades necessary to prepare for expanded use of 8-car trains.

A-62







Operating Impact:




Change $5,913.5





Budget $31,751.5 $1,352.7 $3,807.6 $6,717.9 $588.4 $6,129.5 $7,865.4 $5,006.9 $7,001.0 $0.0 $0.0 $0.0 $19,873.3




Formula Programs $30,006.6 $1,075.9 $3,807.6 $6,717.9 $588.4 $6,129.5 $7,865.4 $3,538.9 $7,001.0 $0.0 $0.0 $0.0 $18,405.3

PRIIA 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

System Performance 1,744.9 276.9 0.0 0.0 0.0 0.0 0.0 1,468.0 0.0 0.0 0.0 0.0 1,468.0

Miscellaneous 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $31,751.5 $1,352.7 $3,807.6 $6,717.9 $588.4 $6,129.5 $7,865.4 $5,006.9 $7,001.0 $0.0 $0.0 $0.0 $19,873.3


Six-year increase in planned investment for additional rehabilitation work at Bladensburg Bus Garage.

Bladensburg Bus Facility Rehabilitation & Reconfiguration

Increased operational efficiency will offset the need for additional mechanics. This project increases capacity and efficiency at Bladensburg, but does not increase the size of the bus fleet.

Award contract and begin construction of six new service bays and associated electrical rehabilitation work at Bladensburg Bus Facility under Phase 1 of a three-phase facility reconfiguration plan.

This project includes development of a comprehensive design for Bladensburg Bus Garage reconfiguration and rehabilitation. This project will include but is not limited to: the reconfiguration of the Bladensburg Heavy Overhaul Shop to provide additional six to nine service bays which supports increased fleet size and allows proper bus maintenance and reliability to meet customer needs; urgent electrical work to alleviate grounding issues and fire hazards; the replacement of the emergency natural gas generator with a diesel unit; the reconfiguration of the shop floor plan for compressed natural gas bus access and construct six to nine maintenance bays, one steam bay with bus lift; and the upgrade of the service lane CNG refueling capacity.

Complete Phase 1 and selected elements of Phase 2 in a three phase reconfiguration plan for the Bladensburg bus facility.

A-63







Operating Impact:




Change $29,073.5





Budget $57,726.7 $1,095.1 $8,810.4 $5,509.1 $3,922.8 $1,586.3 $508.6 $1,803.4 $10,000.0 $10,000.0 $10,000.0 $10,000.0 $42,312.0




Formula Programs $34,596.5 $276.9 $8,810.4 $5,509.1 $3,922.8 $1,586.3 $0.0 $0.0 $10,000.0 $10,000.0 $0.0 $0.0 $20,000.0

PRIIA 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

System Performance 22,545.0 233.0 0.0 0.0 0.0 0.0 508.6 1,803.4 0.0 0.0 10,000.0 10,000.0 22,312.0

Miscellaneous 585.2 585.2 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $57,726.7 $1,095.1 $8,810.4 $5,509.1 $3,922.8 $1,586.3 $508.6 $1,803.4 $10,000.0 $10,000.0 $10,000.0 $10,000.0 $42,312.0


Addition of planned investment during the six-year period for rehabilitation and upgrade of building infrastructure, assets, and systems.

Building Infrastructure & Systems Renewal

Rehabilitated infrastructure will require less routine maintenance and upgraded systems will be more efficient.

Begin design of building system upgrades and asset rehabilitation.

This project rehabilitates, replaces, and updates existing infrastructure, systems, and other building assets including, but not limited to safety, HVAC, and electrical systems. This project will also improve the utilization of the building space and incorporate new technologies to improve efficiency. Investment locations include the Jackson Graham Building (JGB) and other facilities as needed. This project also provides for rehabilitation of several specific JGB assets including the Power Distribution Unit (which provides power for the bus and rail operational control centers), four passenger elevators, two freight elevators, and exterior building repairs to patch exposed rebar.

Design and implement system rehabilitation and upgrades and other improvements at JGB and additional locations as needed.

A-64



Department: MCAP Project Type: BUS




Operating Impact:




Change $0.0





Budget $96,294.4 $1,938.8 $2,609.9 $8,873.2 $153.0 $8,720.2 $24,357.1 $39,124.9 $19,390.6 $0.0 $0.0 $0.0 $82,872.6




Formula Programs $27,087.2 $1,696.0 $2,609.9 $8,873.2 $153.0 $8,720.2 $9,025.9 $0.0 $4,882.2 $0.0 $0.0 $0.0 $13,908.1

PRIIA 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

System Performance 53,876.0 242.8 0.0 0.0 0.0 0.0 0.0 39,124.9 14,508.4 0.0 0.0 0.0 53,633.3

Miscellaneous 15,331.2 0.0 0.0 0.0 0.0 0.0 15,331.2 0.0 0.0 0.0 0.0 0.0 15,331.2

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $96,294.4 $1,938.8 $2,609.9 $8,873.2 $153.0 $8,720.2 $24,357.1 $39,124.9 $19,390.6 $0.0 $0.0 $0.0 $82,872.6


None.

Southern Avenue Bus Garage Replacement

The larger facility will likely consume more utilities than the existing facility. Maintenance of the facility will likely decrease in comparison to the existing old facility.

Begin construction activities.

This project will replace the existing Southern Avenue Bus Garage with a facility that can hold up to 250 buses, resulting in increased garage capacity, additional Compressed Natural Gas fueling facilities, diesel fuel lanes, and gas pumps.

Construction of a new bus garage replacing Southern Avenue bus garage.

A-65







Operating Impact:




Change ($9,168.2)





Budget $84,353.4 $9,473.5 $4,996.2 $1,976.7 $251.0 $1,725.7 $100.0 $8,768.6 $20,283.0 $38,755.4 $0.0 $0.0 $67,907.0




Formula Programs $57,851.9 $8,561.3 $4,996.2 $1,976.7 $251.0 $1,725.7 $100.0 $0.0 $20,283.0 $21,934.7 $0.0 $0.0 $42,317.7

PRIIA 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

System Performance 25,801.5 212.2 0.0 0.0 0.0 0.0 0.0 8,768.6 0.0 16,820.7 0.0 0.0 25,589.3

Miscellaneous 700.0 700.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $84,353.4 $9,473.5 $4,996.2 $1,976.7 $251.0 $1,725.7 $100.0 $8,768.6 $20,283.0 $38,755.4 $0.0 $0.0 $67,907.0


Six-year plan revised based on project delays. Total project budget reduced based on current cost estimate.

Royal Street Bus Garage Replacement (Cinder Bed Road)

Upon opening, the Cinder Bed Road bus garage will increase WMATA's inventory of facilities that require maintenance, albeit minor in the case of a new facility. Also, utility costs will increase.

Project planning and engineering.

This project is for the replacement of the existing Royal Street Garage with a Leadership in Energy and Environmental Design (LEED) Silver facility at Cinder Bed Road, with a capacity of 160 buses. This project also includes land and Compressed Natural Gas (CNG) fueling capability.

Complete construction and commissioning of the new facility and begin bus revenue operations out of the new garage. Coordinate with Washington Gas for the installation of a high pressure gas line for CNG fueling of buses. Procure and install CNG fueling equipment.

A-66







Operating Impact:




Change $0.0





Budget $14,944.9 $0.0 $877.9 $4,856.5 $570.2 $4,286.3 $4,495.2 $4,690.8 $24.5 $0.0 $0.0 $0.0 $9,210.5





PRIIA 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0


Miscellaneous 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $14,944.9 $0.0 $877.9 $4,856.5 $570.2 $4,286.3 $4,495.2 $4,690.8 $24.5 $0.0 $0.0 $0.0 $9,210.5


None.

Shepherd Parkway Bus Facility

Upon opening, the DC Village bus garage will increase WMATA's inventory of facilities that require maintenance, albeit minor in the case of a new facility. Also, utility costs will increase with the additional facility.

Procure and install Compressed Natural Gas fueling equipment.

This project is for the replacement of Southeastern Bus Garage on Shepherd Parkway, which will result in increased garage capacity, additional CNG fueling facilities, diesel fuel lanes, gas pumps, and upgraded perimeter security.

Complete construction and commissioning of the new facility and begin bus revenue operations out of the new garage. Procure and install CNG fueling equipment.

A-67



Department: PLNT Project Type: RAIL




Operating Impact:




Change $12,297.8





Budget $93,993.1 $8,632.6 $8,671.3 $10,012.4 $2,725.6 $7,286.8 $8,900.3 $10,247.1 $12,178.4 $11,341.2 $11,712.1 $12,297.7 $66,676.8




Formula Programs $66,639.4 $0.0 $4,737.0 $10,012.4 $2,725.6 $7,286.7 $8,900.3 $10,247.1 $8,732.8 $0.0 $11,712.1 $12,297.7 $51,890.0

PRIIA 6,541.0 0.0 3,095.4 0.0 0.0 0.0 0.0 0.0 3,445.6 0.0 0.0 0.0 3,445.6

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

System Performance 20,812.7 8,632.6 838.9 0.0 0.0 0.0 0.0 0.0 0.0 11,341.2 0.0 0.0 11,341.2

Miscellaneous 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $93,993.1 $8,632.6 $8,671.3 $10,012.4 $2,725.6 $7,286.8 $8,900.3 $10,247.1 $12,178.4 $11,341.2 $11,712.1 $12,297.7 $66,676.8


Addition of FY2019 planned investments to ongoing station rehabilitation project.

Station Rehabilitation Program

Station enhancements lower regular maintenance costs.

Rehabilitation work includes heavy maintenance, painting, spot tile replacement, and other maintenance for 12 major and 12 minor rehabilitations in rail stations on an annual basis. Hydro pressure wash all masonry surfaces in 24 rail stations. Repair and paint all metal surfaces and repair and replace worn station graphics and signs.

This project enhances station concrete and architectural features, rehabilitation of doors and railings, and repair of paver tile and granite on a periodic basis. Work also includes painting, spot tile and sign replacements, rehabilitation of all metal surfaces (machines, railing, benches, bus bay shelters, and poles), station graphics repair, and hydro-pressure washing of all masonry surfaces. Failure to perform this work will result in a deterioration of the appearance of the stations and may pose safety issues with loose or missing paver tile. Twelve full station rehabilitations and twelve mini station rehabilitations will be performed on an annual basis.

Continue 12 full station enhancements and 12 mini station enhancements on an annual basis. Work includes heavy maintenance, painting, spot tile replacement, and other maintenance for 12 major and 12 minor rehabilitations in rail stations on an annual basis. Hydro pressure wash all masonry surfaces in 24 rail stations. Repair and paint all metal surfaces and repair and replace worn station graphics and signs.

A-68







Operating Impact:




Change $0.0





Budget $26,167.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $404.6 $1,009.4 $3,000.0 $7,000.0 $14,753.0 $26,167.0




Formula Programs $25,157.6 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $404.6 $0.0 $3,000.0 $7,000.0 $14,753.0 $25,157.6

PRIIA 1,009.3 0.0 0.0 0.0 0.0 0.0 0.0 0.0 1,009.3 0.0 0.0 0.0 1,009.3

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0


Miscellaneous 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $26,167.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $404.6 $1,009.4 $3,000.0 $7,000.0 $14,753.0 $26,167.0


None.

Station Entrance Canopies

Canopies may reduce weather-related maintenance needs of escalators.

None. Planning for this project to start in FY15.

This project will complete the program to install 22 canopies over remaining station entrances with exposed escalators to protect both riders and escalators from weather in conjunction with the replacement or major rehabilitation of escalators in rail station entranceways.

Planning for this project to start in FY15. Installation of 22 canopies over remaining station entrances with exposed escalators.

A-69







Operating Impact:




Change ($11,581.5)





Budget $7,678.5 $2,313.0 $3,508.5 $1,857.0 $267.1 $1,589.9 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0





PRIIA 5,971.9 2,313.0 1,801.9 1,857.0 267.1 1,589.9 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0


Miscellaneous 251.3 0.0 251.3 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $7,678.5 $2,313.0 $3,508.5 $1,857.0 $267.1 $1,589.9 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0


Project scheduled for completion in FY2013. Planned six-year investments in track fasteners are programmed in CIP0024 Track Rehabilitation.

Track Fasteners


None.

This project replaces worn track fasteners that cause stray currents and fires within the rail system. Metro has an inventory of 504,514 fasteners systemwide and this project will result in the replacement of 42,000 track fasteners.

None.

A-70







Operating Impact:




Change ($1,495.8)





Budget $6,726.9 $1,468.6 $1,642.0 $3,616.3 $71.0 $3,545.3 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0




Formula Programs $5,073.7 $1,457.4 $0.0 $3,616.3 $71.0 $3,545.3 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0

PRIIA 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0


Miscellaneous 1,642.0 0.0 1,642.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $6,726.9 $1,468.6 $1,642.0 $3,616.3 $71.0 $3,545.3 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0


Total project budget reduced to align with updated cost estimate.

Ethernet Wiring for Rail Fare Machines

New cables will require minor operational support.

Project to be completed in FY2013

This project installs Ethernet wiring to all Automatic Fare Collection devices in the rail system, which will enhance communication speeds essential for the NEXTFARE project.


A-71



Department: SMRT Project Type: BUS/RAIL




Operating Impact:




Change $1,537.2





Budget $23,242.1 $4,200.1 $5,150.3 $8,191.7 $2,299.5 $5,892.2 $2,200.0 $700.0 $700.0 $700.0 $700.0 $700.0 $5,700.0




Formula Programs $1,279.4 $1,279.4 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0

PRIIA 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

System Performance 19,053.8 11.7 5,150.3 8,191.7 2,299.5 5,892.2 2,200.0 700.0 700.0 700.0 700.0 700.0 5,700.0

Miscellaneous 2,909.0 2,909.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $23,242.1 $4,200.1 $5,150.3 $8,191.7 $2,299.5 $5,892.2 $2,200.0 $700.0 $700.0 $700.0 $700.0 $700.0 $5,700.0


Addition of planned investments to upgrade hardware and software that supports the fare collection system.

Integrating regional NEXTFARE System

None.

Purchase and installation of additional equipment to for a backup database and 100 additional SmarTrip Card Dispensers to improve reliability and customer service.

This project replaces and upgrades the regional fare collection system and develops an active backup database for the Fare Collection System Central Computer infrastructure. This project also includes the installation of compact point of sale units and the installation of SmarTrip Card Dispensers throughout the system.

Continued installation of additional equipment for backup database.

A-72







Operating Impact:




Change ($11.4)





Budget $4,857.9 $113.9 $1,697.6 $2,748.2 $385.2 $2,363.0 $245.2 $53.0 $0.0 $0.0 $0.0 $0.0 $298.2




Formula Programs $4,787.4 $96.5 $1,697.6 $2,748.2 $385.2 $2,363.0 $245.2 $0.0 $0.0 $0.0 $0.0 $0.0 $245.2

PRIIA 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0


Miscellaneous 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $4,857.9 $113.9 $1,697.6 $2,748.2 $385.2 $2,363.0 $245.2 $53.0 $0.0 $0.0 $0.0 $0.0 $298.2


None.

Coin Collection Machines Improvements

The new design of coin vaults negates several problems with older units to reduce maintenance costs while increasing operational efficiency.

Delivery of coin vaults and final project close-out.

This project will install new coin vaults in Automatic Fare Collection rail equipment that have reached the end of their useful life expectancy.

Delivery of coin vaults and final project close-out.

A-73



Department: NEPP Project Type: BUS/RAIL




Operating Impact:




Change ($0.0)





Budget $124,638.0 $1,002.5 $3,062.9 $5,345.9 $693.6 $4,652.3 $14,604.5 $26,286.1 $44,186.9 $16,426.2 $13,723.0 $0.0 $115,226.7




Formula Programs $32,391.5 $992.3 $1,250.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $16,426.2 $13,723.0 $0.0 $30,149.2

PRIIA 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

System Performance 91,244.8 10.2 811.3 5,345.9 693.6 4,652.3 14,604.5 26,286.1 44,186.9 0.0 0.0 0.0 85,077.5

Miscellaneous 1,001.7 0.0 1,001.7 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $124,638.0 $1,002.5 $3,062.9 $5,345.9 $693.6 $4,652.3 $14,604.5 $26,286.1 $44,186.9 $16,426.2 $13,723.0 $0.0 $115,226.7


Six-year plan updated to align with revised project schedule.

New Electronic Payments Program

This project will eliminate the need for overhaul of existing equipment and address concerns for component obsolescence, lower annual maintenance costs, implement new equipment warranties, provide better capture revenue and improve customer convenience.

Initiation of a small scale pilot program to test new fare system at select stations and bus routes.

The New Electronic Payments Program (NEPP) modernizes and replaces Metro's fare collection system and implements a new electronic payments system. The NEPP will accept all forms of International Standards Organization/International Electrotechnical Commission (ISO/IEC) -14443 compliant media, including, payment cards, Near Field Communications enabled mobile phones and Federal ID cards. Customers will be able to link their media with established payment mechanisms enabled by Metro. The architecture for the NEPP will transition Metro from a proprietary, single-supplier architecture to an agency-controlled, multi-supplier open architecture, with well-defined interfaces owned and controlled by Metro. The NEPP will be based on centralized accounts with fare calculations being performed by a Central Data System.

Final design review, first article testing, pilot demonstration plans, central data system, and delivery of final engineering documents. Deployment in rail and bus systems; submission of as-built drawings; delivery of software licenses; start of regional partner deployments, and start of warranty. Continued system warranty and continued integration of regional partners.

A-74



Department: MTPD Project Type: RAIL




Operating Impact:




Change $221.0





Budget $2,586.9 $102.6 $682.4 $475.4 $188.2 $287.2 $179.5 $205.7 $297.5 $210.3 $212.4 $221.1 $1,326.5





PRIIA 1,211.5 102.6 633.5 475.4 188.2 287.3 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0


Miscellaneous 48.9 0.0 48.9 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $2,586.9 $102.6 $682.4 $475.4 $188.2 $287.2 $179.5 $205.7 $297.5 $210.3 $212.4 $221.1 $1,326.5


Addition of FY2019 planned investments to ongoing emergency management equipment replacement and upgrade project.

Police Emergency Management Equipment

Additional equipment will require increased operational support.

Safety and security equipment repairs, replacements, and upgrades. Procurement and installation of Emergency Tunnel Evacuation Carts (ETEC), and Storage Cabinets. Standardize ETEC storage locations throughout the Metrorail System and replace damaged rescue and recovery equipment as needed.

This project replaces damaged rescue and recovery equipment, upgrades obsolete rescue and recovery equipment, and deploys rescue and recovery equipment to include planning, design, and installation of facilities improvements. In addition, this project will fund train-the-trainer programs for rescue and recovery equipment.

Continue safety and security equipment repairs, replacements, and upgrades. Replace damaged rescue and recovery equipment as needed and upgrade obsolete rescue equipment as needed.

A-75



Department: MCAP Project Type: BUS/RAIL




Operating Impact:




Change ($0.0)





Budget $30,850.3 $318.2 $857.2 $12,111.2 $137.3 $11,973.9 $14,416.8 $2,585.4 $561.5 $0.0 $0.0 $0.0 $17,563.7




Formula Programs $15,149.2 $0.0 $0.0 $0.0 $0.0 $0.0 $13,804.8 $1,344.4 $0.0 $0.0 $0.0 $0.0 $15,149.2

PRIIA 4,105.5 318.2 760.1 3,027.1 137.3 2,889.9 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

System Performance 6,872.2 0.0 0.0 5,069.7 0.0 5,069.7 0.0 1,241.0 561.5 0.0 0.0 0.0 1,802.5

Miscellaneous 4,723.4 0.0 97.0 4,014.4 0.0 4,014.4 612.0 0.0 0.0 0.0 0.0 0.0 612.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $30,850.3 $318.2 $857.2 $12,111.2 $137.3 $11,973.9 $14,416.8 $2,585.4 $561.5 $0.0 $0.0 $0.0 $17,563.7


Six-year plan revised to align with updated project schedule.

Police Substation- New District 2/Training Facility

Upon completion, this new facility will require allocation of additional operating resources.

Complete the environmental analysis process, final design, and initiate construction of facility.

This project designs and constructs a new substation for MTPD District 2 as well as a Police Training Facility.

Complete the environmental analysis process, final design, and construction of facility.

A-76



Department: MTPD Project Type: BUS/RAIL




Operating Impact:




Change $80.0





Budget $4,282.3 $658.4 $471.2 $808.3 $0.0 $808.3 $65.9 $14.2 $673.9 $750.0 $760.3 $80.0 $2,344.3





PRIIA 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0


Miscellaneous 65.9 0.0 0.0 0.0 0.0 0.0 65.9 0.0 0.0 0.0 0.0 0.0 65.9

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $4,282.3 $658.4 $471.2 $808.3 $0.0 $808.3 $65.9 $14.2 $673.9 $750.0 $760.3 $80.0 $2,344.3


Addition of FY2019 planned investments to ongoing police radio replacement and upgrade project.

Police Portable Radio Replacement

This replacement equipment will prevent a lost of productivity due to out-of-service equipment and eliminate the need for custom parts.

Survey radio antennas within the system.

This project upgrades police radios to ensure compliance with the 2013 Federal Communications Commission narrow band requirement. This project also replaces radios damaged in the course of law enforcement operations.

Procure portable radios.

A-77







Operating Impact:




Change $5,400.0





Budget $24,675.8 $126.8 $10,178.2 $8,897.0 $53.6 $8,843.4 $4,833.9 $639.9 $0.0 $0.0 $0.0 $0.0 $5,473.8





PRIIA 847.1 110.7 736.4 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

System Performance 16,141.8 16.1 9,441.8 1,850.0 0.0 1,850.0 4,833.9 0.0 0.0 0.0 0.0 0.0 4,833.9

Miscellaneous 4,031.1 0.0 0.0 4,031.1 53.6 3,977.5 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $24,675.8 $126.8 $10,178.2 $8,897.0 $53.6 $8,843.4 $4,833.9 $639.9 $0.0 $0.0 $0.0 $0.0 $5,473.8


Six-year plan revised to align with updated project schedule.

Special Operations Division Facility

None.

Site Preparation, construction staging, preliminary design, request for proposal, award Design Build contract, and complete construction of the Special Operations Division facility.

This project replaces the temporary facility used by the Metro Transit Police Special Operations Division located in Suitland, Maryland, near the Branch Avenue Metrorail station. This facility includes the Special Response Team, Transit Anti-Crime Team, Auto Theft Unit, K-9 Teams, Explosive Ordinance Disposal Team, and Motorcycle Unit.


A-78







Operating Impact:




Change ($0.0)





Budget $272,578.4 $48,368.1 $75,696.9 $86,523.4 $21,841.8 $64,681.6 $38,165.8 $18,058.9 $5,765.3 $0.0 $0.0 $0.0 $61,990.0




Formula Programs $208,637.2 $19,468.1 $40,655.8 $86,523.4 $21,841.8 $64,681.6 $38,165.8 $18,058.9 $5,765.3 $0.0 $0.0 $0.0 $61,990.0

PRIIA 6,663.9 6,663.9 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

System Performance 10,159.6 1,486.8 8,672.8 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Miscellaneous 47,117.7 20,749.3 26,368.3 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $272,578.4 $48,368.1 $75,696.9 $86,523.4 $21,841.8 $64,681.6 $38,165.8 $18,058.9 $5,765.3 $0.0 $0.0 $0.0 $61,990.0


None.

Red Line Rehabilitation Stage One

Operating costs will be reduced as a result of facility rehabilitation.

As scheduling allows, work to be undertaken includes, but is not limited to: traction power, automatic train control and communication upgrades, track fastener replacement, tunnel ventilation, air conditions, canopy roof replacements, platform rehabilitation, public address, and Closed Circuit Television (CCTV) system upgrades.

This project is a rail line segment rehabilitation of the Red Line, which includes 11 Stations with a route mileage of approximately 10 miles. Rehabilitation will include all systems and infrastructure to increase overall efficiency.

Platform edge repairs at Shady Grove, Rockville, Twinbrook, and White Flint stations; Replace escalators at Foggy Bottom station entrance. Upgrade and enlarge kiosks. Elevator and escalator rehabilitation and replacement. Traction power replacement work at tie breaker and traction power substations, also electrical in AC switchboard rooms. Upgrade and replacement of emergency trip stations. Work to be performed includes, but is not limited to, traction power, automatic train control and communication upgrades, track fastener replacement, tunnel ventilation, air conditions, canopy roof replacements, platform rehabilitation, public address, and CCTV system upgrades.

A-79







Operating Impact:




Change ($23,151.0)





Budget $238,834.3 $0.0 $0.0 $440.0 $0.0 $440.0 $1,231.3 $5,000.0 $21,382.5 $48,197.8 $72,009.7 $90,573.0 $238,394.3




Formula Programs $138,446.0 $0.0 $0.0 $0.0 $0.0 $0.0 $1,231.3 $0.0 $0.0 $45,017.6 $72,009.7 $20,187.4 $138,446.0

PRIIA 90,273.1 0.0 0.0 0.0 0.0 0.0 0.0 5,000.0 20,033.8 3,031.9 0.0 62,207.4 90,273.1

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

System Performance 10,115.2 0.0 0.0 440.0 0.0 440.0 0.0 0.0 1,348.7 148.4 0.0 8,178.2 9,675.2

Miscellaneous 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $238,834.3 $0.0 $0.0 $440.0 $0.0 $440.0 $1,231.3 $5,000.0 $21,382.5 $48,197.8 $72,009.7 $90,573.0 $238,394.3


Six-year plan updated based on revised schedule.

Red Line Rehabilitation Stage Two


Planning, design, and engineering.

This project is a rail line segment rehabilitation of the Red Line, primarily on the segment from Dupont Station to Grosvenor Station, which includes 7 underground stations with a route mileage of approximately 9.6 miles. Rehabilitation will include all systems and infrastructure to increase overall efficiency.

Waterproofing at Medical Center crossover; upgrade & enlarge kiosks at various stations; upgrade station signage; renovate station restrooms, interiors, and parking areas; upgrade of automatic train control and communications; upgrade track fasteners; replace station air conditioning systems; repair tunnel ventilation systems; construct station entrance canopy; upgrade and replace platform slabs and tiles.

A-80







Operating Impact:




Change $0.0





Budget $420,034.1 $30,153.6 $42,811.3 $63,242.4 $12,513.8 $50,728.6 $80,100.6 $76,128.3 $73,115.6 $54,482.4 $0.0 $0.0 $283,826.9




Formula Programs $39,051.9 $0.0 $18,300.1 $0.0 $0.0 $0.0 $0.0 $20,751.8 $0.0 $0.0 $0.0 $0.0 $20,751.8

PRIIA 347,540.4 29,908.6 19,284.5 63,242.4 12,513.8 50,728.6 78,962.6 55,319.5 73,115.6 27,707.2 0.0 0.0 235,104.9

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0


Miscellaneous 6,609.7 245.0 5,226.7 0.0 0.0 0.0 1,138.0 0.0 0.0 0.0 0.0 0.0 1,138.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $420,034.1 $30,153.6 $42,811.3 $63,242.4 $12,513.8 $50,728.6 $80,100.6 $76,128.3 $73,115.6 $54,482.4 $0.0 $0.0 $283,826.9



Orange/Blue Line Rehabilitation Stage One


Construction activities in phases one and two, including: rehabilitation of ceilings, tunnels, domes; rehabilitation of equipment in AC switchgear rooms; work at Traction Power Substations; platform panel replacement; replacement of Tie Breakers; rehabilitation of escalators and elevators. Additionally, construction will begin to elevate vent shafts on the National Mall to a higher flood plain and on installation of an interlocking at Dunn Loring to accommodate operations on the Silver Line.

This project is a rail line segment rehabilitation of the Orange/Blue Lines. Rehabilitation will include all systems and infrastructure to increase overall efficiency.

Upgrade and enlarge kiosks. Elevator and escalator rehabilitation and replacement. Traction power replacement work at tie breaker, traction power substations, and electrical in AC switchboard rooms. Upgrade and replacement of emergency trip stations including, but not limited to: traction power, automatic train control and communication upgrades, track fastener replacement, tunnel ventilation, air conditions, canopy roof replacements, platform rehabilitation, public address, and CCTV system upgrades.

A-81







Operating Impact:




Change $0.0





Budget $155,675.9 $296.6 $13,420.6 $18,156.6 $3,080.7 $15,075.9 $45,774.9 $45,018.0 $25,375.6 $7,633.6 $0.0 $0.0 $123,802.1





PRIIA 127,503.8 0.0 9,455.2 18,156.6 3,080.7 15,075.9 21,864.7 45,018.0 25,375.6 7,633.6 0.0 0.0 99,891.9

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0


Miscellaneous 4,262.0 296.6 3,965.4 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $155,675.9 $296.6 $13,420.6 $18,156.6 $3,080.7 $15,075.9 $45,774.9 $45,018.0 $25,375.6 $7,633.6 $0.0 $0.0 $123,802.1


None.

Rail Yard Facility Repairs


Completion of design and commencement of principal construction.

This project is a rail yard rehabilitation of Alexandria, Brentwood, and New Carrollton Rail Yards that were put into service between 1976 and 1983. The scope of work will depend on the specific facility and rehabilitation will include all systems and infrastructure to increase overall efficiency. Scope of project includes rehabilitation of systems as needed at other yard facilities under Job Order tasks.

Rehabilitate interior and exterior walls, floors, and ceilings. Replace shop/building equipment, lighting, and electrical systems. Rehabilitate offices, locker rooms, and bathrooms. Rehabilitate HVAC and plumbing fixtures. Upgrade security and Public Address systems. Installation of control tower fire escape, rehabilitation of pavement, fences, street and yard lightening, and over haul of fire hydrants.

A-82







Operating Impact:




Change $0.1





Budget $111,849.3 $12,678.5 $28,590.4 $32,341.3 $3,755.1 $28,586.1 $24,575.6 $11,225.3 $2,438.2 $0.0 $0.0 $0.0 $38,239.1




Formula Programs $13,663.5 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $11,225.3 $2,438.2 $0.0 $0.0 $0.0 $13,663.5

PRIIA 50,612.6 12,678.5 6,200.1 31,734.0 3,755.1 27,978.9 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

System Performance 39,621.2 0.0 22,390.3 607.3 0.0 607.3 16,623.6 0.0 0.0 0.0 0.0 0.0 16,623.6

Miscellaneous 7,952.0 0.0 0.0 0.0 0.0 0.0 7,952.0 0.0 0.0 0.0 0.0 0.0 7,952.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $111,849.3 $12,678.5 $28,590.4 $32,341.3 $3,755.1 $28,586.2 $24,575.6 $11,225.3 $2,438.2 $0.0 $0.0 $0.0 $38,239.1


None.

Bus Garage Facility Repairs


Continue rehabilitation of various facilities. Work includes but is not limited to: HVAC and sprinkler system rehabilitation, lighting and environmental upgrades, and storage capacity improvements.

This project is a bus facility rehabilitation of Western, Northern, and Landover bus garages and other auxiliary facilities, including Metro Supply Facility, and Landover Open Storage. Rehabilitation will include all systems and infrastructure to increase overall efficiency.

Complete rehabilitation work at Western, Northern, and Landover Bus Garages and other auxiliary facilities, including Metro Supply Facility.

A-83



Department: OMBS Project Type: BUS/RAIL




Operating Impact:




Change $865.3





Budget $13,059.7 $1,321.4 $759.4 $1,437.9 $52.6 $1,385.3 $1,402.7 $1,472.8 $1,546.5 $1,623.8 $1,705.0 $1,790.2 $9,541.0




Formula Programs $1,309.3 $711.5 $597.8 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0

PRIIA 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

System Performance 11,140.6 0.0 161.6 1,437.9 52.6 1,385.3 1,402.7 1,472.8 1,546.5 1,623.8 1,705.0 1,790.2 9,541.0

Miscellaneous 609.9 609.9 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $13,059.7 $1,321.4 $759.4 $1,437.9 $52.6 $1,385.3 $1,402.7 $1,472.8 $1,546.5 $1,623.8 $1,705.0 $1,790.2 $9,541.0


Addition of FY2019 planned investments to ongoing financial planning and project administration project.

Financial Planning, Project Administration, and System Wide Infrastructure Upgrades

None.

Capital program management and grant administration improvements.

This project provides procurement and consultant support for bus and rail maintenance not included in the rail rehabilitation nor bus tier contracts.

Capital program management and grant administration improvements.

A-84







Operating Impact:




Change $1,116.3





Budget $12,572.1 $4,180.4 $740.7 $1,105.4 $91.6 $1,013.8 $1,033.2 $1,044.6 $1,206.8 $1,081.5 $1,063.2 $1,116.4 $6,545.7





PRIIA 45.3 45.3 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

System Performance 6,794.6 39.6 103.9 105.4 0.0 105.4 1,033.2 1,044.6 1,206.8 1,081.5 1,063.2 1,116.4 6,545.7

Miscellaneous 4,942.9 3,306.1 636.8 1,000.0 91.6 908.4 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $12,572.1 $4,180.4 $740.7 $1,105.4 $91.6 $1,013.8 $1,033.2 $1,044.6 $1,206.8 $1,081.5 $1,063.2 $1,116.4 $6,545.7


Addition of FY2019 planned investment to ongoing equipment replacement project.

Support Equipment - MTPD

Newer equipment will require less maintenance and have a lower overall operating budget impact.

Replace or upgrade support equipment as needed.

This project replaces damaged and upgrade-obsolete law enforcement equipment and the planning, design, and installation of facility improvements. Additionally, this project will also fund train-the-trainer programs for law enforcement equipment.

Continue replace or upgrade support equipment as needed over 6-year period.

A-85







Operating Impact:




Change $4,539.5





Budget $8,835.4 $0.0 $1,189.2 $2,076.8 $327.6 $1,749.2 $1,143.0 $1,022.2 $778.4 $825.6 $874.6 $925.6 $5,569.4





PRIIA 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

System Performance 8,835.4 0.0 1,189.2 2,076.8 327.6 1,749.2 1,143.0 1,022.2 778.4 825.6 874.6 925.6 5,569.4

Miscellaneous 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $8,835.4 $0.0 $1,189.2 $2,076.8 $327.6 $1,749.2 $1,143.0 $1,022.2 $778.4 $825.6 $874.6 $925.6 $5,569.4


Six-year plan increased to support development of comprehensive program for data management, data quality, and data reporting

Data Governance and Business Intelligence

None.

Vital Signs reporting and analytics (e.g., Rail and Bus Availability); Revenue & Ridership reporting and analysis; extend Safety analytics; produce strategic data integration strategy.

This project will fulfill WMATA's needs for efficient, reliable business intelligence by providing the expertise, technologies, and strategies to implement a comprehensive program for data governance, data quality, and data reporting. The current environment lacks the key business and technology processes and standards that are the foundation of a business intelligence program. This project will solve that problem by setting strategic direction, formalizing responsibility and alignment among business users, data owners, and IT, and modernizing IT platforms, tools, and methods to deliver sophisticated business intelligence capability according to enterprise-level requirements.

Implement a comprehensive program for data governance, data quality, and data reporting. Extend data integration to include Rail Ops, Trapeze, and other key data sources with ability to support analytics and dashboards for the total range of performance indicators and analytic needs.

A-86



Department: TRES Project Type: BUS/RAIL




Operating Impact:




Change ($4,543.7)





Budget $18,907.2 $2,081.1 $975.1 $851.1 $101.1 $750.0 $2,500.0 $2,500.0 $2,500.0 $2,500.0 $2,500.0 $2,500.0 $15,000.0





PRIIA 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

System Performance 18,842.5 2,016.4 975.1 851.1 101.1 750.0 2,500.0 2,500.0 2,500.0 2,500.0 2,500.0 2,500.0 15,000.0

Miscellaneous 64.7 64.7 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $18,907.2 $2,081.1 $975.1 $851.1 $101.1 $750.0 $2,500.0 $2,500.0 $2,500.0 $2,500.0 $2,500.0 $2,500.0 $15,000.0


Project budget reduced based on updated cost estimate. Addition of FY2019.

Credit Facility

None.

Not applicable - Line of Credit

This project funds the lines of credit available to finance capital cash flow needs.

Not applicable - Line of Credit

A-87







Operating Impact:




Change $7,118.6





Budget $60,933.8 $4,692.5 $5,282.4 $7,932.4 $1,949.2 $5,983.2 $6,891.9 $7,067.6 $8,010.1 $7,027.0 $6,911.3 $7,118.6 $43,026.5




Formula Programs $27,555.1 $4,569.5 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $1,928.7 $7,027.0 $6,911.3 $7,118.6 $22,985.6

PRIIA 25,664.3 0.0 3,772.4 7,932.4 1,949.2 5,983.2 6,891.9 7,067.6 0.0 0.0 0.0 0.0 13,959.5

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

System Performance 7,685.4 94.1 1,510.0 0.0 0.0 0.0 0.0 0.0 6,081.4 0.0 0.0 0.0 6,081.4

Miscellaneous 29.0 29.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $60,933.8 $4,692.5 $5,282.4 $7,932.4 $1,949.2 $5,983.2 $6,891.9 $7,067.6 $8,010.1 $7,027.0 $6,911.3 $7,118.6 $43,026.5


Addition of FY2019 planned investments to ongoing elevator and escalator repair project.

Elevator/Escalator Repairables

Project will enhance warehouse inventory and allow vertical transportation equipment to return to service with less delay due to parts acquisition.

Refurbish 6,000 steps, 250 speed reducers, and 300 glide stop brakes and purchase 500 racks and axles.

This project provides the capital repairs, upgrades, and replacement components for those beyond repair for elevators and escalators.

Refurbish 37,000 steps, 1,700 speed reducers, and 1,800 glide stop brakes and purchase 3,300 racks and axles.

A-88







Operating Impact:




Change ($0.0)





Budget $14,169.7 $877.4 $2,472.5 $2,876.6 $732.3 $2,144.3 $3,169.8 $3,921.7 $851.8 $0.0 $0.0 $0.0 $7,943.3





PRIIA 13,587.3 877.4 2,007.5 2,759.6 732.3 2,027.4 3,169.4 3,921.7 851.8 0.0 0.0 0.0 7,942.9

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0


Miscellaneous 465.0 0.0 465.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $14,169.7 $877.4 $2,472.5 $2,876.6 $732.3 $2,144.3 $3,169.8 $3,921.7 $851.8 $0.0 $0.0 $0.0 $7,943.3


None.

Wayside Work Equipment

Additional system components will require maintenance support.

Continue material procurement and installation of portable approach warning systems.

This project will install a safety signaling system at rail portals and other locations to alert personnel to approaching trains. This project will also develop an Amber Light warning system to alert train operators about the presence of workers on the wayside.

Specification development, engineering, project management and procurement. Outside engineering support to analyze requirements and train control and communications interfaces for the safety signaling system.

A-89







Operating Impact:




Change ($0.0)





Budget $8,238.0 $65.9 $1,541.2 $1,711.3 $184.8 $1,526.4 $1,395.0 $3,383.9 $140.7 $0.0 $0.0 $0.0 $4,919.6





PRIIA 7,907.6 65.9 1,210.8 1,711.3 184.8 1,526.4 1,395.0 3,384.0 140.7 0.0 0.0 0.0 4,919.7

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0


Miscellaneous 330.4 0.0 330.4 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $8,238.0 $65.9 $1,541.2 $1,711.3 $184.8 $1,526.4 $1,395.0 $3,383.9 $140.7 $0.0 $0.0 $0.0 $4,919.6



Train Control Signal and Traction Power System Interface

None.

Completion of engineering and commencement of installation.

This project funds engineering support and modifications as needed for the train control signaling and traction power system interface.

Outside engineering to analyze train control signaling system. Construct and test interface system.

A-90







Operating Impact:




Change $149,700.7





Budget $158,527.6 $135.7 $1,566.0 $490.5 $206.4 $284.1 $5,574.8 $40,909.5 $58,524.0 $32,152.7 $11,290.7 $7,883.7 $156,335.4





PRIIA 2,047.9 135.7 1,421.8 490.5 206.4 284.1 0.0 0.0 (0.0) 0.0 0.0 0.0 (0.0)

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0


Miscellaneous 144.2 0.0 144.2 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 150,760.6 0.0 0.0 0.0 0.0 0.0 0.0 40,909.5 58,524.0 32,152.7 11,290.7 7,883.7 150,760.6

Sources $158,527.6 $135.7 $1,566.0 $490.5 $206.4 $284.1 $5,574.8 $40,909.5 $58,524.0 $32,152.7 $11,290.7 $7,883.7 $156,335.4


Addition of plan to replace Metro's radio system infrastructure required due to an unfunded Federal mandate.

Radio Infrastructure Replacement - T-Band Relocation

Maintenance costs may increase due to greater number of above ground antenna sites.

Planning and engineering.

This project will upgrade the infrastructure equipment as required by the new Federal Communications Commission (FCC) narrow banding requirement that affects the agency's Ultra High Frequency (UHF) radio system.

In accordance with this Congressional mandate WMATA will replace the entire existing Comprehensive Radio Communications System (CRCS) system with a new system operating in the 700 MHz frequency range allocated for Public Safety radio communications.

A-91







Operating Impact:




Change $18,787.7





Budget $188,551.3 $54,505.5 $33,570.3 $56,126.2 $7,754.5 $48,371.7 $22,122.5 $10,825.4 $10,613.7 $787.7 $0.0 $0.0 $44,349.3




Formula Programs $133,059.6 $36,787.2 $29,620.0 $34,529.8 $7,754.5 $26,775.3 $22,122.5 $0.0 $10,000.0 $0.0 $0.0 $0.0 $32,122.5

PRIIA 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

System Performance 23,829.8 2,633.5 273.1 8,696.4 0.0 8,696.4 0.0 10,825.4 613.7 787.7 0.0 0.0 12,226.8

Miscellaneous 31,661.9 15,084.7 3,677.2 12,900.0 0.0 12,900.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $188,551.3 $54,505.5 $33,570.3 $56,126.2 $7,754.5 $48,371.7 $22,122.5 $10,825.4 $10,613.7 $787.7 $0.0 $0.0 $44,349.3


Increase in FY2014 and six-year planned investments to rehabilitate infrastructure in various locations throughout the system.

System-wide Infrastructure Rehabilitation

Modest increase of infrastructure maintenance is offset by expected reduction of breakdowns and repair costs

Includes continuation and completion of various system infrastructure rehabilitation contracts currently underway and close-out of those contracts. This project will also issue several job order service contracts and other minor procurement contracts including, but not limited to: waterproofing and roof repairs; urgent structural and system repairs; various engineering studies; completion of Silver Spring train control room and communications control panels in train cars.

This project includes completion of various system infrastructure rehabilitation contracts currently underway. This project will also issue several job order service contracts and other minor procurement contracts including, but not limited to, station air conditioning system replacement, restoration of beams at Farragut North platform, Largo Garage structural repairs, urgent system repairs, correct undersized standpipes on 32 systems, various engineering studies and upgrade of Yellow-Green line station signage.

Includes continuation and completion of various system infrastructure rehabilitation contracts currently underway and close-out of those contracts. This project will also issue several job order service contracts and other minor procurement contracts including, but not limited to: waterproofing and roof repairs; urgent structural and system repairs; various engineering studies; completion of Silver Spring train control room and communications control panels in train cars.

A-92







Operating Impact:




Change $41,923.6





Budget $272,550.6 $9,756.9 $46,653.7 $51,153.1 $10,024.4 $41,128.7 $50,354.4 $33,785.8 $46,864.4 $33,982.3 $0.0 $0.0 $164,986.9




Formula Programs $21,475.4 $0.0 $0.0 $0.0 $0.0 $0.0 $21,475.4 $0.0 $0.0 $0.0 $0.0 $0.0 $21,475.4

PRIIA 249,822.0 9,756.9 46,653.7 50,007.8 10,024.4 39,983.3 28,771.1 33,785.8 46,864.4 33,982.3 0.0 0.0 143,403.6

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0


Miscellaneous 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $272,550.6 $9,756.9 $46,653.7 $51,153.1 $10,024.4 $41,128.7 $50,354.4 $33,785.8 $46,864.4 $33,982.3 $0.0 $0.0 $164,986.9


Increase in FY2014 and six-year planned investments to upgrade Metro's train and systems monitoring technology.

National Transportation Safety Board Recommendations

Improved safety.

Continue implementation of NTSB recommended safety improvements, corrective action plans, assessments, and testing for system-wide implementation and address other urgent safety needs.

This project implements National Transportation Safety Board (NTSB) recommended safety improvements, corrective action plans, assessments, and testing for systemwide implementation.

Complete NTSB recommended safety improvements.

A-93







Operating Impact:




Change $272.0





Budget $10,558.3 $1,934.5 $2,264.7 $4,023.2 $472.6 $3,550.6 $1,716.3 $561.2 $58.4 $0.0 $0.0 $0.0 $2,335.9




Formula Programs $4,498.7 $1,907.5 $874.9 $0.0 $0.0 $0.0 $1,716.3 $0.0 $0.0 $0.0 $0.0 $0.0 $1,716.3

PRIIA 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

System Performance 6,059.6 27.1 1,389.8 4,023.2 472.6 3,550.6 0.0 561.2 58.4 0.0 0.0 0.0 619.6

Miscellaneous 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $10,558.3 $1,934.5 $2,264.7 $4,023.2 $472.6 $3,550.6 $1,716.3 $561.2 $58.4 $0.0 $0.0 $0.0 $2,335.9


Planned six-year investment revised to align with current cost estimate.

Rail Mileage Based Asset Management

This tool will improve railcar reliability based on the ability of maintenance managers and engineers to adequately manage and analyze railcar component configurations

Install and implement Asset Configuration Manager and Mobile Maximo for inventory in Maximo along with various testing and production environments.

This project funds the rail mileage based asset management system.

Develop, document, validate, and verify requirements for all areas of the project. Perform Business Process Reengineering for railcar Configuration Management and Storeroom Operations Processes. Install/Implement Asset Configuration Manager and Mobile Maximo for Inventory in Maximo along with various testing and production environments. Conduct User Acceptance Testing for Asset Configuration Manager and Mobile Maximo for Inventory applications. Conduct user training on mileage-based maintenance functionality. Install the As-Designed and test wireless mileage capture solution. Install 368 ruggedized mobile computers in the 2000/3000, 5000 and 6000 Series rail fleet (18 months in duration). Transition each modified railcars into the established mileage based maintenance program.

A-94







Operating Impact:




Change ($59.8)





Budget $7,847.1 $5,860.2 $1,905.9 $81.0 $135.7 ($54.7) $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0




Formula Programs $2,732.5 $1,620.1 $1,112.4 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0

PRIIA 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

System Performance 1,283.1 408.6 793.5 81.0 135.7 (54.7) 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Miscellaneous 3,831.5 3,831.5 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $7,847.1 $5,860.2 $1,905.9 $81.0 $135.7 ($54.7) $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0


Project scheduled for completion during FY2013.

Cheverly Abutment

Speed restrictions currently in place at this location will be lifted and normal travel conditions will be restored.

Project complete.

This project provides funding for the design and construction of a wall that will provide long term protection for the Cheverly abutment on the Orange Line.

Project complete.

A-95







Operating Impact:




Change $17,203.2





Budget $182,607.6 $20,000.0 $20,773.6 $20,262.0 $6,759.9 $13,502.1 $20,262.0 $20,262.0 $20,262.0 $20,262.0 $20,262.0 $20,262.0 $121,572.0




Formula Programs $111,251.7 $0.0 $1,247.6 $8,474.6 $0.0 $8,474.6 $20,262.0 $20,262.0 $219.5 $20,262.0 $20,262.0 $20,262.0 $101,529.5

PRIIA 71,355.9 20,000.0 19,526.0 11,787.4 6,759.9 5,027.6 0.0 0.0 20,042.5 0.0 0.0 0.0 20,042.5

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0


Miscellaneous 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $182,607.6 $20,000.0 $20,773.6 $20,262.0 $6,759.9 $13,502.1 $20,262.0 $20,262.0 $20,262.0 $20,262.0 $20,262.0 $20,262.0 $121,572.0


Addition of FY2019 planned investment to ongoing Metrorail repair project.

Rail Lifecycle Overhaul

The capital budget will subsidize these activities reducing the impact to the operating budget.

Labor and the procurement and installation of the parts required to maintain railcars

This project provides upgrades, repairs, and maintenance to rail capital assets that have a useful life of over one year.

Continue labor and the procurement and installation of the parts required to maintain railcars

A-96







Operating Impact:




Change $8,869.3





Budget $93,773.5 $10,000.0 $10,707.5 $10,438.0 $3,481.0 $6,957.0 $10,438.0 $10,438.0 $10,438.0 $10,438.0 $10,438.0 $10,438.0 $62,628.0




Formula Programs $83,773.5 $0.0 $10,707.5 $10,438.0 $3,481.0 $6,957.0 $10,438.0 $10,438.0 $10,438.0 $10,438.0 $10,438.0 $10,438.0 $62,628.0

PRIIA 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0


Miscellaneous 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $93,773.5 $10,000.0 $10,707.5 $10,438.0 $3,481.0 $6,957.0 $10,438.0 $10,438.0 $10,438.0 $10,438.0 $10,438.0 $10,438.0 $62,628.0


Addition of FY2019 planned investment to ongoing Metrobus repair project.

Bus Lifecycle Overhaul

Cost to maintain new equipment should be the same as maintaining existing equipment.

Repair, upgrades and maintenance of bus capital assets including but not limited to replacement of bus body parts, tires, wheel chair lifts, and destination signs.

This project upgrades, repairs, and maintenance to bus capital assets that have a life of over one year.

Annually repair, upgrades and maintenance of bus capital assets including but not limited to replacement of bus body parts, tires, wheel chair lifts, and destination signs.

A-97







Operating Impact:




Change $0.0





Budget $41,243.5 $0.0 $2,605.5 $11,928.1 $2,023.5 $9,904.6 $12,249.8 $6,492.2 $3,405.8 $2,300.0 $2,262.1 $0.0 $26,709.9




Formula Programs $2,273.4 $0.0 $0.0 $1,395.0 $1,395.0 $0.0 $0.0 $0.0 $0.0 $878.4 $0.0 $0.0 $878.4

PRIIA 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Other Grants 18,610.7 0.0 38.9 3,970.7 628.5 3,342.2 11,939.5 2,661.7 0.0 0.0 0.0 0.0 14,601.1

System Performance 20,359.5 0.0 2,566.7 6,562.4 0.0 6,562.4 310.4 3,830.5 3,405.8 1,421.6 2,262.1 0.0 11,230.4

Miscellaneous 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $41,243.5 $0.0 $2,605.5 $11,928.1 $2,023.5 $9,904.6 $12,249.8 $6,492.2 $3,405.8 $2,300.0 $2,262.1 $0.0 $26,709.9


None.

Rail Yard Hardening and Bus Security

Initial maintenance costs are included in the grant. Will improve Metro System Security.

Install rail yard hardening measures including fencing, lighting, access control, etc., at one of three rail yards included in this project. Complete installation and place into operation of cameras at the platforms and mezzanines of various rail stations. Complete installation and place into operation end of platform gates for underground and end of line stations.

This project will provide for the hardening of various rail yards and enhance bus security. A portion of the funding for this project is provided by a dedicated Federal security grant.

Complete installation and place into operation of cameras at the platforms and mezzanines of various rail stations. Complete installation and place into operation end of platform gates for underground and end of line stations.

A-98







Operating Impact:




Change ($706.5)





Budget $13,383.1 $424.6 $7,760.6 $5,197.9 $338.1 $4,859.8 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0





PRIIA 11,528.9 0.0 6,331.0 5,197.9 338.1 4,859.8 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0


Miscellaneous 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $13,383.1 $424.6 $7,760.6 $5,197.9 $338.1 $4,859.8 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0


Project scheduled for completion in FY2013. Planned six-year investments in track switch replacements are programmed in CIP0024 Track Rehabilitation.

Switch Replacement Program

Well maintained tracks maximize customers’ satisfaction through convenient and comfortable rail services and minimize disruptions and service delays.

None.

This project replaces unguarded Number 8 turnouts in accordance with National Transportation Safety Board (NTSB) recommendations.

None.

A-99







Operating Impact:



Proposed Budget (FY2011-19) 351.0

Change ($0.0)





Budget $351.0 $0.0 $283.0 $68.0 $0.0 $68.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0





PRIIA 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Other Grants 351.0 0.0 283.0 68.0 0.0 68.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0


Miscellaneous 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $351.0 $0.0 $283.0 $68.0 $0.0 $68.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0


None.

FBI National Electronic Countermeasures Program

None.

Project scheduled for completion in FY2013.

This project purchases equipment and training for participation in the FBI National Electronic Countermeasures Program. The funding for this project is provided via a dedicated Federal security grant.


A-100







Operating Impact:




Change ($10,289.1)





Budget $5,066.0 $144.6 $98.2 $523.1 $57.1 $466.0 $1,700.0 $2,100.0 $500.0 $0.0 $0.0 $0.0 $4,300.0





PRIIA 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0


Miscellaneous 4,398.2 0.0 98.2 0.0 0.0 0.0 1,700.0 2,100.0 500.0 0.0 0.0 0.0 4,300.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $5,066.0 $144.6 $98.2 $523.1 $57.1 $466.0 $1,700.0 $2,100.0 $500.0 $0.0 $0.0 $0.0 $4,300.0


Project budget reduced to align with current cost estimate for the replacement of one railcar. Non-repairable cars will be scrapped.

Repair of Damaged Railcars

Reduce car availability

Award contract and begin repair of damaged railcar.

Repair of railcars damaged in accidents, including repair of six of twelve Metro railcars that were involved in an accident at the West Falls Church rail yard and railcars damaged in the June 22, 2009 Red Line accident. Non-repairable railcars are to be scrapped.

Complete repair of damaged railcar.

A-101







Operating Impact:




Change $255.1





Budget $4,875.0 $0.0 $300.0 $1,718.9 $374.6 $1,344.3 $2,856.1 $0.0 $0.0 $0.0 $0.0 $0.0 $2,856.1





PRIIA 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Other Grants 4,656.1 0.0 300.0 1,500.0 374.6 1,125.4 2,856.1 0.0 0.0 0.0 0.0 0.0 2,856.1


Miscellaneous 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $4,875.0 $0.0 $300.0 $1,718.9 $374.6 $1,344.3 $2,856.1 $0.0 $0.0 $0.0 $0.0 $0.0 $2,856.1


Project budget adjusted to align with federal grants for the project.

Transit Asset Management System

None.

Complete development, testing, and installation of asset management system.

This pilot project will develop an agency asset management model that that will integrate Metro`s asset management practices into one, coordinated, organizational strategy, and provide the basis for continually improving asset management practices at Metro. This project will build upon Metro`s previous asset management initiatives and systems. This project is funded by an FTA grant to demonstrate effective Transit Asset Management systems and "best practices" which can be replicated to improve public transportation asset management throughout the industry.

Complete development, testing, and installation of asset management system.

A-102







Operating Impact:




Change $0.0





Budget $25,048.4 $0.0 $2,042.7 $3,305.6 $215.5 $3,090.1 $11,972.1 $6,349.1 $1,379.0 $0.0 $0.0 $0.0 $19,700.2





PRIIA 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

System Performance 9,064.4 0.0 2,042.7 3,305.6 215.5 3,090.1 3,716.1 0.0 0.0 0.0 0.0 0.0 3,716.1

Miscellaneous 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $25,048.4 $0.0 $2,042.7 $3,305.6 $215.5 $3,090.1 $11,972.1 $6,349.1 $1,379.0 $0.0 $0.0 $0.0 $19,700.2


None.

Fire Systems

Improved Metro system safety and security. Increased maintenance costs.

Relocate fire department connections to provide more accessible locations for fire fighting access, replace station dry standpipes and perform hydro and flow tests to ensure proper quality and safety, and replace dampers and actuators.

This project upgrades existing fire alarm systems in auxiliary facilities and provides a central monitoring system. This project includes but is not limited to the removal/replacement of Halon Suppression System, development of a Fire and Intrusion Alarm (FIA) training lab, repair/replacement existing standpipe system including parking garages.

Continued relocation of fire department connections, replace station dry standpipes and perform hydro and flow tests to ensure proper quality and safety, and replace dampers and actuators.

A-103







Operating Impact:




Change $6,278.9





Budget $53,268.3 $0.0 $9,256.5 $5,050.6 $265.9 $4,784.7 $5,174.6 $6,088.2 $7,321.9 $6,902.0 $7,195.5 $6,279.0 $38,961.2




Formula Programs $46,615.8 $0.0 $2,604.0 $5,050.6 $265.9 $4,784.7 $5,174.6 $6,088.2 $7,321.9 $6,902.0 $7,195.5 $6,279.0 $38,961.2

PRIIA 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0


Miscellaneous 6,652.5 0.0 6,652.5 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $53,268.3 $0.0 $9,256.5 $5,050.6 $265.9 $4,784.7 $5,174.6 $6,088.2 $7,321.9 $6,902.0 $7,195.5 $6,279.0 $38,961.2


Addition of FY2019 planned investments to ongoing station cooling systems rehabilitation project.

Station Cooling Program

Project is designed to keep cooling systems functioning properly and improve the customer experience.

Heating, ventilation, and air conditioning (HVAC) upgrades throughout the system. Specific FY2014 locations to be scheduled.

This project funds the rehabilitation of station air conditioning systems including but not limited to rehabilitation/replacement of chiller plants, cooling towers and air handling units and ductwork.

Replace various cooling towers and air conditioning units throughout the system. Lifecycle of station cooling system is overhaul at 7 to 14 years and replacement at 20 years.

A-104







Operating Impact:




Change ($0.0)





Budget $6,986.7 $0.0 $794.4 $2,006.0 $288.6 $1,717.4 $3,314.8 $716.0 $155.5 $0.0 $0.0 $0.0 $4,186.3




Formula Programs $6,827.8 $0.0 $635.5 $2,006.0 $288.6 $1,717.4 $3,314.8 $716.0 $155.5 $0.0 $0.0 $0.0 $4,186.3

PRIIA 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0


Miscellaneous 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $6,986.7 $0.0 $794.4 $2,006.0 $288.6 $1,717.4 $3,314.8 $716.0 $155.5 $0.0 $0.0 $0.0 $4,186.3


None.

Parking Garage Rehabilitation

Maintenance costs will be reduced as a result of rehabilitation.

Continue rehabilitation at Southern and potentially begin rehabilitation at one additional location.

This project will rehabilitate parking structures including repair of horizontal concrete surfaces, slabs, soffits, beams, columns, walls; repair or replacement of post-tensioning anchorages, tendons, sheathing and expansion joints; application of traffic markings and traffic bearing membrane. WMATA has 21 parking garages. These garages should be rehabilitated at mid-life after 7-10 years and at full-life after 15-18 years to maintain safe operations and prevent future major repair costs.

Continue rehabilitation at Southern and potentially begin rehabilitation at one additional location.

A-105







Operating Impact:




Change $0.0





Budget $819.7 $0.0 $0.0 $721.6 $0.0 $721.6 $98.1 $0.0 $0.0 $0.0 $0.0 $0.0 $98.1





PRIIA 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0


Miscellaneous 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $819.7 $0.0 $0.0 $721.6 $0.0 $721.6 $98.1 $0.0 $0.0 $0.0 $0.0 $0.0 $98.1


None.

Accessible Station Signage

Current signage inadequacies interfere with use of Metrorail by customers.

Design, production, coordination, and installation of signs at approximately 10-15 stations.

This project will fund accessibility and way finding signage, such as elevator head houses with station name and connecting rail line at approximately 10-15 Metrorail stations.

Design, production, coordination, and installation of signs at approximately 10-15 stations.

A-106







Operating Impact:




Change ($0.0)





Budget $499.8 $0.0 $0.0 $440.0 $7.3 $432.7 $59.8 $0.0 $0.0 $0.0 $0.0 $0.0 $59.8





PRIIA 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0


Miscellaneous 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $499.8 $0.0 $0.0 $440.0 $7.3 $432.7 $59.8 $0.0 $0.0 $0.0 $0.0 $0.0 $59.8


None.

Rehabilitation of Backlick Road Facility

None.

Installation of security features such as phone services, lighting, and CCTVs at Metro's Backlick property.

The project performs necessary rehabilitation improvements to the Metro-owned property located at Backlick and Industrial Roads in Springfield, VA needed to satisfy requirements for occupancy and initial use. Improvements such as repaving, fencing, lighting, and utilities. The property is divided between ACCS and TIES. ACCS operates approximately 50 MetroAccess vehicles from this site. TIES is using their allocated portion of the property to store for track equipment.

Installation of security features such as phone services, lighting, and CCTVs at Metro's Backlick property.

A-107







Operating Impact:




Change $21,000.0





Budget $21,000.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $2,000.0 $4,000.0 $5,000.0 $5,000.0 $5,000.0 $21,000.0




Formula Programs $21,000.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $2,000.0 $4,000.0 $5,000.0 $5,000.0 $5,000.0 $21,000.0

PRIIA 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0


Miscellaneous 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $21,000.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $2,000.0 $4,000.0 $5,000.0 $5,000.0 $5,000.0 $21,000.0


Addition of new planned investment in an ongoing Metro facility roof replacement project.

Roof Rehabilitation and Replacement

None.


This project will replace and perform major rehabilitation of roofs on WMATA facilities.

Complete condition assessment of all Metro facility roofs and develop roof management program to include a comprehensive data base with detailed engineering drawings for each roof. Replacement and rehabilitation of highest priority roofs based on condition assessment.

A-108







Operating Impact:




Change $35,750.0





Budget $35,750.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $500.0 $2,000.0 $5,000.0 $10,000.0 $18,250.0 $35,750.0





PRIIA 17,000.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 2,000.0 5,000.0 10,000.0 0.0 17,000.0

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0


Miscellaneous 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $35,750.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $500.0 $2,000.0 $5,000.0 $10,000.0 $18,250.0 $35,750.0


Addition of new planned investment in station access and capacity improvements at Union Station.

Union Station Access & Capacity Improvements

None.


This project will fund the preliminary engineering, design, and construction of improvements to enhance the capacity at Union Station. The Union Station Metro access and capacity improvements involve expanding the north mezzanine to add vertical circulation between the mezzanine and the Amtrak concourse above and between the mezzanine and the platform below; relocating and expanding the First Place entrance; and completing the pedestrian passageway and vertical circulation to H Street to connect to the DC Streetcar and planned development.

Construction of the new First Street entrance, relocation of fare machines, additional faregates, addition of stairs between the station mezzanine and the Amtrak concourse; Design and contractor package and contractor selection as well as construction initiation of new elevators to the platform level, construction of passageway to elevator, replacement of existing elevator with stairs; Construction of new elevators to the platform level, construction of passageway to elevator, replacement of existing elevator with stairs; Design and construction of H Street passageway and elevators to upper street level and parking garage/bus terminal level

A-109







Operating Impact:




Change $24,397.0





Budget $32,587.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $1,587.0 $3,000.0 $10,000.0 $18,000.0 $32,587.0




Formula Programs $4,587.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $1,587.0 $3,000.0 $0.0 $0.0 $4,587.0

PRIIA 28,000.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 10,000.0 18,000.0 28,000.0

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0


Miscellaneous 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $32,587.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $1,587.0 $3,000.0 $10,000.0 $18,000.0 $32,587.0


Addition of new planned investments in station access and capacity improvements at Gallery Place.

Gallery Place Access & Capacity Improvements

None.


This project will fund the preliminary engineering, design, and construction of improvements to enhance capacity at the Gallery Place –Chinatown station. These improvements include a diagonal passageway between the westbound Red Line platform and mezzanine to the Yellow-Green Line platform on the lower level, as well as an entrance between the new tunnel and the surface. This is considered the first phase of a more comprehensive long-term capacity improvements at Gallery Place station.

Prepare design documents and contract package, select contractor, and initiate construction of diagonal passageway. Construction of diagonal passageway between westbound Red Line platform and mezzanine to the Green and Yellow Lines on the lower platform, construct entrance (including elevators and fare gates) between new tunnel and surface.

A-110







Operating Impact:




Change $20,750.0





Budget $141,853.2 $0.0 $0.0 $3,080.1 $613.4 $2,466.7 $12,960.3 $19,793.8 $23,649.7 $25,459.0 $27,406.8 $29,503.5 $138,773.1




Formula Programs $59,483.9 $0.0 $0.0 $3,080.1 $613.4 $2,466.8 $12,960.3 $19,793.8 $23,649.7 $0.0 $0.0 $0.0 $56,403.8

PRIIA 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

System Performance 82,369.3 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 25,459.0 27,406.8 29,503.5 82,369.3

Miscellaneous 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $141,853.2 $0.0 $0.0 $3,080.1 $613.4 $2,466.7 $12,960.3 $19,793.8 $23,649.7 $25,459.0 $27,406.8 $29,503.5 $138,773.1


Addition of FY2019 planned investments to ongoing escalator replacement project.

Escalator Replacement

Newer equipment will be less maintenance intensive. Project will streamline the system inventory makes and models. Metro will realize benefits from stocking fewer spare parts. New equipment should provide greater energy efficiency.

Replace six escalators.

This replaces the oldest and poorest performing escalators in the system as needed to maintain escalator availability and reliability. Additionally, the new escalators will be replaced with energy saving units. This program will result in the replacement of 128 escalators at 34 stations. 15 canopies are also included in this project.

Replace 108 escalators.

A-111







Operating Impact:




Change ($4,247.0)





Budget $6,637.6 $0.0 $0.0 $2,590.9 $12.3 $2,578.6 $4,046.7 $0.0 $0.0 $0.0 $0.0 $0.0 $4,046.7





PRIIA 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0


Miscellaneous 4,046.7 0.0 0.0 0.0 0.0 0.0 4,046.7 0.0 0.0 0.0 0.0 0.0 4,046.7

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $6,637.6 $0.0 $0.0 $2,590.9 $12.3 $2,578.6 $4,046.7 $0.0 $0.0 $0.0 $0.0 $0.0 $4,046.7


Planned investments beyond FY2014 shifted to CIP0136 Radio Infrastructure Replacement - T-Band Relocation.

Radio Project - Additional Coverage

None.

Upgrade of the below ground CRCS system.

This project implements the Comprehensive Radio Communication System (CRCS).

Beyond FY2014 activities will be accomplished in CIP0136 Radio Infrastructure Replacement - T-Band Relocation.

A-112



Department: SAFE Project Type: BUS




Operating Impact:




Change ($0.0)





Budget $10,092.4 $0.0 $0.0 $2,904.2 $253.5 $2,650.6 $2,841.1 $3,395.9 $951.2 $0.0 $0.0 $0.0 $7,188.2





PRIIA 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

System Performance 10,092.4 0.0 0.0 2,904.2 253.5 2,650.6 2,841.1 3,395.9 951.2 0.0 0.0 0.0 7,188.2

Miscellaneous 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $10,092.4 $0.0 $0.0 $2,904.2 $253.5 $2,650.6 $2,841.1 $3,395.9 $951.2 $0.0 $0.0 $0.0 $7,188.2


None.

Safety Measurement System

None.

Safety Compliance, Mobile Applications, Fatigue Management.

This project will develop an automated and centralized safety management system that will capture information from accidents that occur in all Metro vehicles, including MetroAccess, Metrobus, and Metrorail vehicles. This system will give Metro a single, repository of safety data and will be capable of generating reports.

Safety Compliance, Mobile Applications, Fatigue Management, Safety Certifications, Digital Evidence Repository, System Optimization (two releases), Safety KPI Assessment and Alignment.

A-113



Department: PLNT Project Type: BUS/RAIL




Operating Impact:




Change $837.8





Budget $6,603.5 $0.0 $0.0 $700.0 $0.0 $700.0 $903.6 $621.6 $1,070.0 $1,657.1 $813.4 $837.8 $5,903.5





PRIIA 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

System Performance 6,603.5 0.0 0.0 700.0 0.0 700.0 903.6 621.6 1,070.0 1,657.1 813.4 837.8 5,903.5

Miscellaneous 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $6,603.5 $0.0 $0.0 $700.0 $0.0 $700.0 $903.6 $621.6 $1,070.0 $1,657.1 $813.4 $837.8 $5,903.5


Addition of FY2019 planned investments to ongoing Metro facility systems replacement and upgrade project.

Rehabilitation of Non-Revenue Facilities

Upgraded facility infrastructure and systems could potentially reduce future operating and maintenance costs.

Purchase new equipment to include communications devices for Landover location at CTF; Enhance sprinkler system, upgrade electrical wiring, rehabilitate flooring and bathroom components, replace old carpet, rehabilitate all drain pits, replace HVAC units, and purchase new equipment to include electric heater, fan coil units, gas heaters, heating ventilation units, package air conditioning at Pennsy Drive.

This project will implement various infrastructure improvements to rehabilitate non-revenue facilities. Rehabilitation of HVAC components, electrical enhancements, structural components and other related mechanical systems to support mission critical functions. Failure to restore these critical components could result in loss of power, HVAC and other critical data/communications systems. Facilities to be rehabilitated include, but are not limited to: police facilities, Carmen Turner Facility (CTF), Stone Straw, and 3421 Pennsy Drive.

CTF: continue purchasing HVAC equipment as well as roof replacement and repairs to exhaust fans and water source heat pump3421 Pennsy Dr.: replace HVAC systems, roof, spouts, and gutters as well as pressure washing system units and sealing concrete pavement jointsStone Straw: replace heat pump, steam humidifier, and lighting protection

A-114







Operating Impact:




Change $0.0





Budget $2,000.0 $0.0 $0.0 $2,000.0 $26.6 $1,973.4 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0





PRIIA 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0


Miscellaneous 2,000.0 0.0 0.0 2,000.0 26.6 1,973.4 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $2,000.0 $0.0 $0.0 $2,000.0 $26.6 $1,973.4 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0


None.

Platform to Mezzanine Stairs – Bethesda Station

Minor additional maintenance will be required.


This project designs and constructs platform to mezzanine stairs at the Bethesda Metrorail station.


A-115







Operating Impact:




Change $0.0





Budget $5,527.0 $0.0 $0.0 $5,527.0 $85.0 $5,442.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0





PRIIA 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0


Miscellaneous 5,526.9 0.0 0.0 5,526.9 85.0 5,441.9 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $5,527.0 $0.0 $0.0 $5,527.0 $85.0 $5,442.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0


None.

Station & Right-of-Way Improvements

None.


This project improves lighting and remediate water intrusions in right-of-way facilities, stations, and other facilities.


A-116







Operating Impact:




Change $0.0





Budget $2,000.0 $0.0 $0.0 $2,000.0 $0.0 $2,000.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0





PRIIA 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0


Miscellaneous 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $2,000.0 $0.0 $0.0 $2,000.0 $0.0 $2,000.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0


None.

Breakers & Relay Electric Power

None.


This project replaces existing relays to Micro-Processor Relays in direct current (DC) switchgears, evaluate main line and yard/shop traction power substation, and tie breaker station alternating current (AC) and DC protective devices.


A-117







Operating Impact:




Change $0.0





Budget $3,000.0 $0.0 $0.0 $3,000.0 $3.6 $2,996.4 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0





PRIIA 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0


Miscellaneous 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $3,000.0 $0.0 $0.0 $3,000.0 $3.6 $2,996.4 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0


None.

8-car Train Facility Design

None.


This project funds the development of a comprehensive implementation plan that is necessary to prepare for future expansion of 8-car train service.


A-118







Operating Impact:




Change $1,000.0





Budget $1,000.0 $0.0 $0.0 $0.0 $0.0 $0.0 $1,000.0 $0.0 $0.0 $0.0 $0.0 $0.0 $1,000.0





PRIIA 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0


Miscellaneous 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $1,000.0 $0.0 $0.0 $0.0 $0.0 $0.0 $1,000.0 $0.0 $0.0 $0.0 $0.0 $0.0 $1,000.0


Addition of new planned investment to improve non-revenue fleet management and efficiency.

Non-Revenue Vehicle Management System

None.

Procurement and installation of equipment onboard the non-revenue fleet of approximately 1,600 vehicles.

This project installs technology on non-revenue vehicles to monitor vehicle usage, speed , idling and other data that will support the management and maintenance of the non-revenue vehicle fleet and improve efficiency.

Procurement and installation FY2014 of equipment onboard the non-revenue fleet of approximately 1,600 vehicles.

A-119







Operating Impact:




Change $21,000.0





Budget $21,000.0 $0.0 $0.0 $0.0 $0.0 $0.0 $3,000.0 $3,000.0 $13,000.0 $2,000.0 $0.0 $0.0 $21,000.0





PRIIA 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0


Miscellaneous 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $21,000.0 $0.0 $0.0 $0.0 $0.0 $0.0 $3,000.0 $3,000.0 $13,000.0 $2,000.0 $0.0 $0.0 $21,000.0


Addition of new planned investment to construct a facility to maintain the HVAC systems of the new 7000 series railcars and allow rooftop access at additional sites.

7000 Series Rail Car HVAC Maintenance Facility

None.

Planning and engineering.

This project designs and constructs an approximately 19,000 square foot HVAC maintenance facility at Greenbelt Yard and elevated platforms at seven railcar maintenance facilities to allow access to the rooftop mounted HVAC units of the new 7000 Series railcars.

New HVAC maintenance facility at Greenbelt and elevated platforms at seven railcar maintenance facilities.

A-120







Operating Impact:




Change $1,500.0





Budget $1,500.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $1,500.0 $1,500.0





PRIIA 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0


Miscellaneous 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $1,500.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $1,500.0 $1,500.0


Addition of new planned investment to rehabilitate the aerial track structure at Bush Hill.

Bush Hill Aerial Structure Rehabilitation

None.

No deliverables in FY2014.

This project will modify the Bush Hill aerial structure in order to maintain structural integrity.

Rehabilitated aerial structure. End anchorage post-tensioning will be modified to maintain structural integrity.

A-121







Operating Impact:




Change $1,500.0





Budget $1,500.0 $0.0 $0.0 $0.0 $0.0 $0.0 $1,500.0 $0.0 $0.0 $0.0 $0.0 $0.0 $1,500.0





PRIIA 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0


Miscellaneous 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $1,500.0 $0.0 $0.0 $0.0 $0.0 $0.0 $1,500.0 $0.0 $0.0 $0.0 $0.0 $0.0 $1,500.0


Addition of new project to upgrade electrical systems at the Carmen Turner Facility.

Carmen Turner Facility Electrical Distribution Upgrade

None.

Provide power system upgrades including power back-up at the Carmen Turner Facility.

This project will upgrade electrical distribution at Carmen Turner Facility to support critical functions including the Rail Operations Control Center.

Provide power system upgrades including power back-up at the Carmen Turner Facility.

A-122



Department: SAFE Project Type: BUS/RAIL




Operating Impact:




Change $1,200.0





Budget $1,200.0 $0.0 $0.0 $0.0 $0.0 $0.0 $1,200.0 $0.0 $0.0 $0.0 $0.0 $0.0 $1,200.0





PRIIA 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0


Miscellaneous 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $1,200.0 $0.0 $0.0 $0.0 $0.0 $0.0 $1,200.0 $0.0 $0.0 $0.0 $0.0 $0.0 $1,200.0


Addition of new planned investment to implement systems to capture fuel spills in track fueling areas.

Pollution Prevention for Track Fueling Areas

New systems will help to prevent avoidable clean-up costs.

Design and install systems at track fueling areas that will capture and contain diesel fuel spills.

This project will identify and implement systems to capture and contain diesel fuel spills.

Design and install systems at track fueling areas that will capture and contain diesel fuel spills.

A-123



Department: SAFE Project Type: BUS/RAIL




Operating Impact:




Change $800.0





Budget $800.0 $0.0 $0.0 $0.0 $0.0 $0.0 $800.0 $0.0 $0.0 $0.0 $0.0 $0.0 $800.0





PRIIA 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0


Miscellaneous 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $800.0 $0.0 $0.0 $0.0 $0.0 $0.0 $800.0 $0.0 $0.0 $0.0 $0.0 $0.0 $800.0


Addition of new planned investment to assess storm water facilities.

Storm Water Facility Assessment

None.

Complete a comprehensive assessment to identify existing storm water management at WMATA facilities and along the right-of-way.

This project conducts a survey to identify existing storm water management practices and evaluates the potential for upgrades that will be necessary to comply with more stringent federal and local environmental requirements.

Complete a comprehensive assessment to identify existing storm water management at WMATA facilities and along the right-of-way.

A-124



Department: PLAN Project Type: BUS/RAIL




Operating Impact:




Change $1,000.0





Budget $1,000.0 $0.0 $0.0 $0.0 $0.0 $0.0 $1,000.0 $0.0 $0.0 $0.0 $0.0 $0.0 $1,000.0





PRIIA 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0


Miscellaneous 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $1,000.0 $0.0 $0.0 $0.0 $0.0 $0.0 $1,000.0 $0.0 $0.0 $0.0 $0.0 $0.0 $1,000.0


0

Sustainability Investments - Pilot Program

Investments will incrementally: improve and modernize customer and employee facilities; improve access to stations for passengers arriving by bike, bus, car and on foot; increase reliability of equipment, reduce maintenance and energy costs; and promote environmental excellence. Pilots are intended to have payback periods of within 3-5 years. Each one will be monitored to identify the level of operational savings obtained. if a pilot produces operational savings it may be expanded across the agency, multiplying the benefit of the initial investment.

Evaluate and sponsor pilots of new technologies and practices to reduce negative environmental impacts of operations, reduce Metro's operational costs, and often improve customer service.

New technologies and practices supported likely will include: energy monitoring and control at the Pennsy Drive facility; improved lighting on pedestrian pathways, participation in Department of Energy efficiency initiatives, clean renewable energy initiatives; a Metro sustainability outreach and education program, sustainable investments at Metro buildings undergoing infrastructure and systems renewal; and pilot programs to develop a comprehensive recycling program.

This project will identify and pilot new technologies and practices to reduce operating costs, consumption of natural resources, and pollution while continuing to improve service. Evaluated technologies and practices have the potential to accelerate Metro’s sustainability achievements in support of efforts to ensure financial stability and invest in our people and assets.

Evaluate and sponsor pilots of new technologies and practices to reduce negative environmental impacts of operations, reduce Metro's operational costs, and often improve customer service.

A-125







Operating Impact:




Change $1,000.0





Budget $1,000.0 $0.0 $0.0 $0.0 $0.0 $0.0 $1,000.0 $0.0 $0.0 $0.0 $0.0 $0.0 $1,000.0





PRIIA 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0


Miscellaneous 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $1,000.0 $0.0 $0.0 $0.0 $0.0 $0.0 $1,000.0 $0.0 $0.0 $0.0 $0.0 $0.0 $1,000.0


Addition of new planned investment to design an additional shop at the New Carrollton rail yard.

New Carrollton Shop Design

This project prepares design drawings for a car track maintenance facility at New Carrollton.

Facility design.

Facility design.

None.

A-126



Department: DGMO Project Type: RAIL




Operating Impact:




Change $7,000.0





Budget $7,000.0 $0.0 $0.0 $0.0 $0.0 $0.0 $3,173.9 $3,826.1 $0.0 $0.0 $0.0 $0.0 $7,000.0





PRIIA 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0


Miscellaneous 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $7,000.0 $0.0 $0.0 $0.0 $0.0 $0.0 $3,173.9 $3,826.1 $0.0 $0.0 $0.0 $0.0 $7,000.0


Addition of new planned investment to upgrade the rail scheduling system software.

Rail Scheduling System Upgrade

This project upgrades the existing rail scheduling system to improve scheduling capability and operational efficiency.

Procurement and implementation of rail scheduling system upgrade.

Procurement and implementation of rail scheduling system upgrade.

Improved operational efficiency.

A-127







Operating Impact:




Change $4,500.0





Budget $4,500.0 $0.0 $0.0 $0.0 $0.0 $0.0 $2,000.0 $2,500.0 $0.0 $0.0 $0.0 $0.0 $4,500.0





PRIIA 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Other Grants 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0


Miscellaneous 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Financing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Sources $4,500.0 $0.0 $0.0 $0.0 $0.0 $0.0 $2,000.0 $2,500.0 $0.0 $0.0 $0.0 $0.0 $4,500.0


Addition of new planned investment to rehabilitate infrastructure at Farragut North Station.

Farragut North Beam Rehabilitation

This project reinforces a structural beam at Farragut North station.

Reinforced structural beam.

Reinforced structural beam.

None.

A-128

Reimbursable Projects Reimbursable projects are those unique projects for which separate funding has been arranged with Metro’s jurisdictional partners. Reimbursable projects were authorized by prior Board actions and are displayed for informational purposes. An expenditure forecast for active reimbursable projects is provided on the following page for informational purposes.

A-129

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A-130

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9$

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*Six

pro

ject

s, to

talli

ng $

4 m

illio

n in

FY2

011

expe

nditu

res

have

bee

n co

mpl

eted

and

rem

oved

from

this

tabl

e. T

hese

pro

ject

s ar

e: N

ew Y

ork

Ave.

Met

rora

il St

atio

n, N

ew C

arro

llton

Rai

l Yar

d Ex

pans

ion,

Lar

go B

lue

Line

Ext

ensi

on, R

oyal

Str

eet B

us G

arag

e Re

plac

emen

t, Ba

llsto

n St

atio

n Im

prov

emen

ts, a

nd F

iber

Opt

ic C

able

Inst

alla

tion

A-131

American Recovery and Reinvestment Act (ARRA) Program The American Recovery and Reinvestment Act (ARRA) provides significant federal funding to infrastructure projects around the nation. The projects in the program are funded entirely by federal sources. It is anticipated that these projects will be completed by the end of FY2013. A forecast of expenditures is provided for informational purposes.

A-132

OTH

ER C

API

TAL

PRO

JECT

S

Am

eric

an R

ecov

ery

and

Inve

stm

ent A

ct P

roje

cts:

FY2

014

(dol

lars

in m

illion

s)An

nual

Wor

k

Rem

aini

ngPl

an Y

ear:

Pre-

FY20

11FY

2011

FY20

12FY

2013

FY20

13FY

2014

FY20

15FY

2016

FY20

17FY

2018

FY20

19Pr

ojec

ted

Actu

alAc

tual

Actu

al T

hru

Oct

Fo

reca

stFo

reca

stFo

reca

stFo

reca

stFo

reca

stFo

reca

stFo

reca

st T

otal

Veh

icle

s &

Veh

icle

Par

tsAR

A002

7Re

plac

emen

t of O

ldes

t Bus

es (

ST02

)27

.0$

-$

-$

-$

-$

-$

-$

-$

-$

-$

-$

27.0

$

AR

A003

0M

etro

Acce

ss F

leet

Exp

ansi

on a

nd R

epla

cem

ent (

ST10

)3.

8

-

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-

-

-

-

-

-

-

-

4.

1

AR

A002

8Se

rvic

e Ve

hicl

e Re

plac

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t (ST

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-

-

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6.

0

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A002

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s Re

plac

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pone

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even

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e M

aint

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-

-

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11.1

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btot

al50

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50.7

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M

aint

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ce F

acili

ties

ARA0

001

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Bud

y an

d Pa

int S

hop

(ST0

4)4.

3$

13

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$

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21.3

$

AR

A000

2Re

plac

emen

t of S

outh

east

ern

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ge (

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-

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30.0

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003

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ge F

acili

ty R

epai

rs (

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)4.

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btot

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ger

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litie

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A000

4Re

plac

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t of C

rum

blin

g Pl

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8$

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-

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-

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16

.0$

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005

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te P

latfo

rm R

eal-T

ime

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s (S

T28)

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9

-

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-

-

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ARA0

006

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ro C

ente

r Sa

les

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ce R

epla

cem

ent (

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)0.

1

0.1

0.

3

-

0.8

-

-

-

-

-

-

1.

2

Subt

otal

4.4

$

9.1

$

0.6

$

0.1

$

5.5

$

-$

-$

-$

-$

-$

-$

19.7

$

Safe

ty &

Sec

urit

yAR

A000

7Bu

s Ga

rage

Sec

urity

Upd

ate

(ST2

3)2.

0$

0.

2$

0.

9$

-

$

-

$

-

$

-

$

-

$

-

$

-

$

-

$

3.

0$

ARA0

017

Com

mun

icat

ions

Equ

ipm

ent f

or O

CC (

ST24

)2.

3

0.6

0.

0

-

-

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-

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-

-

-

3.0

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025

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genc

y Tu

nnel

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cuat

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s (S

T30)

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0

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-

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ARA0

031

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rgro

und

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mun

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(ST4

0)0.

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-

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A000

8Ad

ditio

nal S

tatio

n Al

arm

/Che

mic

al S

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rs (

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)2.

6

1.0

0.

3

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-

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btot

al8.

6$

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9$

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2$

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11

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& R

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r Eq

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ent

ARA0

009

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y Du

ty L

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r M

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ce (

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0$

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0$

ARA0

020

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010

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on C

rane

for

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k W

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A001

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avy

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ck E

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t (ST

07)

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012

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k W

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am to

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air

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0

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otal

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.0$

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0.8

$

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25.9

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rati

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ems

ARA0

013

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tions

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tem

s (S

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$

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A002

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cum

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016

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l83

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62.7

$

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-

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-

$

-

$

-

$

20

1.7

$

A-133

Safety and Security Projects The Safety & Security Program, funded entirely by prior year grants from the Department of Homeland Security, is scheduled for completion during FY2013. An expenditure forecast is provided on the following page for informational purposes.

A-134

OTH

ER C

API

TAL

PRO

JECT

S

Sum

mar

y of

Saf

ety

& S

ecur

ity P

roje

cts:

FY2

014

(dol

lars

in m

illion

s)

Annu

al W

ork

Rem

aini

ngPl

an Y

ear:

Pre-

FY20

11FY

2011

FY20

12FY

2013

FY20

13FY

2014

FY20

15FY

2016

FY20

17FY

2018

FY20

19Pr

ojec

ted

Actu

al A

ctua

l A

ctua

l T

hru

Oct

Fo

reca

stFo

reca

stFo

reca

stFo

reca

stFo

reca

stFo

reca

stFo

reca

st T

otal

SEC0

001

Bus

Gara

ge S

ecur

ity0.

6$

2.

0$

3.2

$

-

$

-

$

-

$

-

$

-

$

-

$

-

$

-

$

5.

8$

SEC0

002

Cam

eras

on

Buse

s-

-

5.0

1.

1

0.3

-

-

-

-

-

-

6.

4

SEC0

003

Cam

eras

on

Rail

Cars

-

0.0

0.

1

(0.1

)

7.

1

-

-

-

-

-

-

7.1

SE

C000

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nd A

cces

s Co

ntro

l -

0.0

1.

1

5.3

5.

2

-

-

-

-

-

-

11.7

SEC0

005

Chem

ical

Det

ectio

n -

-

1.3

-

-

-

-

-

-

-

-

1.

3

SEC0

006

Met

rora

il St

atio

n Ca

mer

a -

0.0

2.

7

0.0

-

-

-

-

-

-

-

2.

7

SEC0

007

Mon

tgom

ery

Gara

ge-

-

0.0

-

-

-

-

-

-

-

-

0.

0

SEC0

008

PG R

adio

Upg

rade

0.

3

0.

1

-

-

-

-

-

-

-

-

-

0.4

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C000

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atfo

rm S

ecur

ity-

0.0

0.

4

0.3

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-

-

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-

-

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C001

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OTE

CT S

yste

ms

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-

-

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C001

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dio

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ndan

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-

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0

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012

Vent

Intr

usio

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tect

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-

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obile

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erge

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onse

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ic

-

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-

-

-

-

-

0.

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Tota

l0.

953

$

3.

166

$

18.1

62$

7.06

2$

29

.877

$

-

$

-

$

-

$

-

$

-

$

-

$

59

.220

$

A-135

Proposed Fiscal Year 2014 Annual Budget Washington Metropolitan Area Transit Authority Appendix B. Glossary of Acronyms and Abbreviations

B-1

Appendix B. 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 air conditioning or alternating current ACI automatic car transponder 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 BAH Booz, Allen & Hamilton, Inc. BDA bi-directional amplifiers BEAC budget estimate at completion BMM Beyond Metro Matters Program 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 CDR conceptual design review


B-2

CFA Capital Funding Agreement (FY2011-2016) 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 CTC Capital Transit Consultants 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 DMJM Daniel, Mann, Johnson & Mendenhall 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 EV earned value

F

FAI first article inspection FCCI first car configuration inspection


B-3

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 employee 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 IRP Infrastructure Renewal Program ISTEA Intermodal Surface Transportation Efficiency Act of 1991 ITS intelligent transportation systems


B-4

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 LGS Lane, Granite and Skanska Joint Venture LNTP limited notice to proceed LPA locally preferred alternative LRT light rail transit LRV light rail vehicle LUA last unit accepted

M

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 Airport Authority MWCOG Metropolitan Washington Council of Governments

N

NCPC National Capital Planning Commission NEPA National Environmental Policy Act NSP New Start Project NTSB National Transportation Safety Board NTD National Transit Database NTE not to exceed NTI National Transit Institute NTP notice to proceed


B-5

O O&M operating and maintenance (such as O&M costs) OCC Operations Control Center ODC other direct costs ODP (U.S.) Office of Domestic Preparedness OFS order for services OTP on-time performance OWS oil water system

P

PB(QD) Parsons, Brinckerhoff, Quade & Douglas, Inc. 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 PSS Program Station Stop, or Public Safety System P2D Parsons Transportation Group, Inc.; Parsons, Brinckerhoff, Quade & Douglas, Inc.; and Delon Hampton & Associates

Q QA quality assurance QC quality control

R

RAC Riders’ Advisory Council RCSC Regional Customer Service Center RE resident engineer RFP request for proposal RFQ request for qualifications RMS Records Management System ROCS Rail Operations Computer System ROD record of decision, or revenue operations date ROW right of way RTU remote terminal unit


B-6

S S&I storage/service and inspection SAFETEA-LU Safe, Accountable, Flexible, Efficient Transportation Equity Act – A Legacy for Users SAP System Access/Capacity Program, or safety awareness program 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 (fare collection equipment) SMS Safety Measurement System SOC station operator’s console SOS scope of service SOW scope of work SRO station over-run SSOA state safety oversight agency SSPP System Safety Program Plan SSPS system safety program standards SSWP Site Specific Work Plan

T

TBS tie breaker station TC train control TCR train control room TEA-21 Transportation Equity Act for the 21st Century 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

U

UPS uninterrupted power supply UST under-ground storage tank

V

VE value engineering VMS Vehicle Management/Monitoring System VRE Virginia Railway Express


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W WBS work breakdown structure WMATA Washington Metropolitan Area Transit Authority WMS Warehouse Management System

Y

YE year end YOE year of expenditure YTD year to date


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Proposed Fiscal Year 2014 Annual Budget Washington Metropolitan Area Transit Authority Appendix C. Glossary of Terms

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Appendix C. Glossary of Terms AAC (Accessibility Advisory Committee)

Metro’s committee that was created to address the needs of senior citizens and 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 of Accounting where revenues are recognized when they are measurable and earned. Expenses are recorded when incurred.

ADA (Americans with Disabilities Act)

Refers to Federal civil rights legislation passed in 1990 that requires public transportation services to be accessible to, and usable by, persons with 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 500 vans and sedans also equipped with lifts and tie downs.

Approved Budget The revenue and expenditure plan approved by the Metro Board of Directors for a specific one year period starting on July 1.

ART (Arlington Transit)

Refers to the bus service that operates within Arlington County, Virginia, providing access to Metrorail and supplementing Metrobus with smaller, neighborhood-friendly vehicles.

Articulated Bus Also see "Slinky" bus

Refers to buses that have an "accordion" section in the middle that allows the bus to bend and flex (articulate). Articulated buses have more passenger capacity than standard 40-foot buses.

AGM (Assistant General Manager)

An executive who reports directly to the General Manager/CEO or a Deputy 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.


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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 Metro.

Bond A written promise to pay a specified sum of money (face value) at a specified future date and the proposed means of financing them.

Bond Proceeds Refers to additional local capital funds raised, when necessary, by issuance of revenue bonds in the municipal markets.

Budget Refers to a financial operation embodying an estimate of revenues and expenditures for a fiscal period of 12 months or longer. This can be an operating or capital budget.

Budget Calendar Refers to a schedule of key dates for specific milestones in the preparation and approval of a budget.

Budget Document Refers to the official written statement and the supporting numbers prepared by the Financial staff for presentation for approval by the Board.

Budget Message Refers to the general discussion of the budget document presented in writing as an overview, usually by the head of the organization.

Bus Shelter A shelter for riders to wait for the bus, a canopy area with or without bench seating. In addition, the shelter includes a display case with bus information for Metrobus riders and is equipped with a trash receptacle.

Bus Stop Refers to a stop indicated by a sign for riders to wait for the bus.

CAFR (Comprehensive Annual Financial Report)

A report containing financial statements and statistical data that provides full disclosure of all material financial operations of Metro in conformity with generally accepted accounting principles.

Capital Assets Capital Budget

Assets of a material value and having a useful life of more than one year. Also called fixed assets. The portion of the budget that provides for the funding of improvements, projects and major equipment purchases.

Capital Improvement Plan

The six-year plan of capital projects to be completed by Metro.


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Cash Basis Basis for keeping accounts whereby revenue and expense are recorded on the books of account when received and paid, respectively, without regard to the period to which they apply.

CNG (Compressed Natural Gas)

A natural gas fuel used in a clean engine technology.

COLA (Cost of Living Adjustment)

Cost of Living Adjustment (COLA) for inflation for employees.

Compact Refers to interstate compact creating Metro; this is a special type of contract or agreement between the three jurisdictions within which the organization operates.

Contingency Funds Operating and capital funds reserved for unexpected expenditures during the fiscal year which were not addressed in the annual budget.

Cost Allocation

Refers to expenses accounted for in one fund assigned to another fund. For example, certain operating expenses of a division may be charged to a capital project as overhead cost.

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 (Deputy General Manager)

An executive who reports directly to the General Manager.

Diesel Fuel

Fuel composed of petroleum distillates that have a boiling point and specific gravity higher than gasoline.


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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 to ride Metrorail. A pass is gate- activated the first time it is used and prints the last valid date on the pass. Farecards contain a set value. Trip values are subtracted from the farecard upon exiting the station gate.

Flash Pass Metrobus pass valid for unlimited use for a designated seven-day period.

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 (Federal Transit Administration)

A federal administration within the U.S. Department of Transportation. 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.

GAAP (Generally Accepted Accounting Principles) GM/CEO (General Manager/Chief Executive Officer)

Accounting standards, revised periodically, to which both private and public organizations within the United States are expected to conform. The General Manager and Chief Executive Officer of Metro who reports directly to the Board.

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 (Frequency)

Refers to time intervals between vehicles moving in the same direction on a particular route. Headway can change on a line during the day as rider demand changes.


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JCC (Jurisdictional Coordinating Committee)

The staff members from the jurisdictions supporting Metro. The JCC was established by the Board of Directors to facilitate the exchange of information between jurisdictions and Metro.

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 Also see Passenger lift

Refers to a feature on all buses that lowers the floor to the curb or to near-curb level to make it easier for passengers to board, especially for seniors and persons with disabilities.

KPI (Key Performance Indicator)

KPIs are Key Performance Indicators that measure long term progress in the strategic areas of safety, security, service reliability and customer satisfaction.

Layover Time Also known as Spot time

Refers to time built into a schedule between arrival and departure for bus 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.

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.


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MARC (Maryland Area Regional Commuter)

A commuter rail system whose service areas include Harford County, Maryland; Baltimore City; Washington D.C.; Brunswick, Maryland; Frederick, Maryland and Martinsburg, West Virginia.

Metro MetroAccess

The Washington Metropolitan Area Transit Authority. 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. In compliance, MetroAccess operates a fleet of over 500 vans and sedans. The vans are equipped with passenger lifts and wheelchair tie-downs.

Metrobus The operating unit of Metro that offers bus service on 332 routes on 180 lines throughout the Metro region. Buses currently running are made by Orion, New Flyer, Neoplan and NABI.

Metrorail

The operating unit of Metro that offers a subway system that consists of 106.3 route miles (subway, aerial and surface) and 86 passenger stations and a fleet of over 1,100 rail cars.

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 (Maryland Transit Administration)

Refers to the bus, light rail, and subway services in Maryland. MTA also 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.


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NTSB (National Transportation Safety Board)

NTSB is an independent federal agency charged with determining the probable cause of transportation accidents, promoting transportation safety, and assisting victims of transportation accidents and their families.

OCC (Operations Control Center)

The operations center that facilitates monitoring and communications for Metrorail operations.

Office An organizational until that falls under the structure of a department.

Paratransit Refers to scheduled service for people who cannot use regular fixed-route bus service. MetroAccess uses vans and sedans to provide this service in the Washington Metropolitan area.

Park and Ride Refers to the parking facility available for riders at Metrorail stations.

Passenger Lift Also see Kneeling bus

A mechanical device, either a lift or ramp, that allows wheelchair or scooter users, as well as other mobility-impaired passengers, to board a bus without climbing the steps.

Peak-of-the-Peak Service Refers to weekday a.m. and p.m. service during commute hours 7:30 am to 9:00 am and 4:30 to 6:00 pm that carries an extra fee of 20-cent added to the peak hour fares.

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 Services

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 (Passenger Information Display System)

Refers to signs located on each platform and mezzanine of every rail station to provide information to customers including next train’s scheduled time of arrival, service delays, elevator outages, and free shuttle arrangements when elevators are out of service.


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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 Metro Board.

RAC (Riders' Advisory Council)

A committee established by the Metro Board. The council allows Metro 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 Also known as Revenue Service

Refers to all scheduled time bus/rail spends serving passengers, which can 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.

Revenue trip Also see Linked/Unlinked trip

Refers to any linked or unlinked trip that generates revenue by cash 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 (Also known as a cycle)

Refers to one inbound, plus one outbound trip (unless a loop route), equals one round trip or cycle.

"Slinky" Bus Also see Articulated bus

Refers to a nickname used by many passengers for the articulated bus.


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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 Metrobuses 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 weekday bus service to Metrorail Stations.

TOC (Tristate Oversight Committee )

The Tri-state Oversight Committee is a partnership between state-level agencies in Maryland, Virginia and the District of Columbia to jointly oversee safety and security at the Washington, DC Metrorail system.

Transit Advertising Refers to ads posted on the exterior and interior of buses and rail cars.

Tripper Refers to trains or buses from a line or route used to re-route to serve another line or route.

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 (Transportation Safety Institute)

A Federal Transit Administration-sponsored institute that conducts a full range of training programs in rail and bus safety and accident investigation.


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VRE (Virginia Railway Express)

The commuter rail service that connects the Northern Virginia suburbs to Union Station in Washington, D. C., via two lines: the Fredericksburg Line from Fredericksburg, Virginia, and the Manassas Line from Broad Run/Airport station in Bristow, Virginia.

WMATA (Washington Metropolitan Area Transit Authority)

Refers to the acronym used for Washington Metropolitan Area Transit Authority serving the Washington Metropolitan area which consists of Washington, 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.

Moving Metro Forwardmsa.maryland.gov/megafile/msa/speccol/sc5300/sc... · Washington Metropolitan Area Transit Authority . Moving Metro Forward . ... Management System (FRMS) . This

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