QUARTERLY OPERATING, FINANCIAL PERFORMANCE, AND …bus for the longest portion of the trip, and use...

Discover more.

DALLAS AREA RAPID TRANSITFirst Quarter FY 2017 October – December 2016

QUARTERLY OPERAT ING, F INANCIAL PERFORMANCE , AND COMPL IANCE REPORTS

DFW Airport StationAfrican American Museum

Vickery Park Bar

Dallas Area Rapid Transit helps residents and visitors discover all North Texas has to offer. Our extensive network of light rail, Trinity Railway Express commuter rail, bus routes and paratransit services moves more than 220,000 passengers per day across a 700-square-mile service area.

Explore North Texas and discover something new on DART. From off-the-beaten-path venues to the trendiest spots in town, every trip can be an adventure. Many of these “DARTable” places are an easy walk from a DART rail station or bus stop, and the free GoPassSM app makes discovering them easy.

If your journey begins or ends in places not easily served by DART, you now can take the train or bus for the longest portion of the trip, and use Uber or Lyft for the short leg. Customers can access the Uber, Lyft and Zipcar apps through GoPassSM by selecting “Connect 2 Car” in the Travel Tools section.

Visit DART.org/DARTable for a list of possibilities that span arts, culture, sports, recreation, and dining, shopping and special events.

Jimmy’s Food Store

First Quarter i FY 2017

Table of Contents

Who We Are WWA1 Discover More WWA1 Organization WWA3 Governance and Management Structure

Section 1 – Operations & Financial

O&F1 Operating and Financial Performance O&F1 General Information O&F2 DART Scorecard of Key Performance Indicators (KPIs) O&F3 DART Transportation System and Ridership Performance O&F5 Ridership Performance O&F6 Efficiency Measures O&F7 Service Quality O&F9 Customer Satisfaction O&F10 Safety O&F11 Capital and Non-Operating Budget Summary – Actuals vs. Budget O&F12 Appendix O&F13 Operating Revenues and Expense Summary O&F14 Statements of Net Position O&F16 Statements of Revenues, Expenses and Changes in Net Position O&F17 Glossary

Section 2 – Ridership

R1 Introduction R2 Total System Ridership R3 Bus System Ridership R4 Light Rail System Ridership R5 Trinity Railway Express Ridership R6 Ridership Tables

1. Total Fixed Route Ridership – 25-Month Trending 2. Average Weekday Fixed-Route Ridership – 25-Month Trending 3. Passengers Boarding by Service Area City

R9 Service Standards Monitoring Report R14 Route Performance Tables R21 Route Performance Charts

First Quarter ii FY 2017

Section 3 – Marketing & Communications Events / Promotions/Ad Campaigns M3 2016 State Fair of Texas

M5 TRE 20th Anniversary M6 SOC-3 Opening M8 October Service Change M9 Airport Marketing

M10 Marketing & Communications Department Open House M11 DARTmart M12 D2 Subway Project Development/LPA Refinement Programs M13 Transit Education M15 Media Relations M17 Ongoing Revenue M19 Customer Service

Section 4 – Planning Progress

P&D1 Executive Summary P&D6 Employer Service Program Development P&D8 Bicycle Pedestrian Program Development P&D11 Construction and Installation of Standard Shelters P&D13 Vanpool Program P&D16 Bus Corridor Concept Development P&D18 Downtown Dallas Circulator Options P&D20 Five-Year Action Plan Score Card

Section 5 – Project Development Progress Report

RPD-i Acronyms RPD1 Scope of Projects LRT Buildout Phase 1 RPD7 Map RPD8 North Central Corridor Facilities – Line Section NC-3 RPD9 Vehicles – 20 LRVs

First Quarter iii FY 2017

Section 5 – Project Development Progress Report (continued)

LRT Buildout Phase II & III

RPD13 Map

LRT Buildout Phase IIA

RPD17 Summary Control Schedule RPD18 Cost/Schedule Summary RPD20 Construction Manager/General Contractor – I (CM/GC – I) RPD22 Construction Manager/General Contractor – III (CM/GC – III) RPD24 Vehicles – 25 New SLRV Procurement

LRT Buildout Phase IIB

RPD27 Summary Control Schedule RPD28 Cost/Schedule Summary RPD29 Irving – 1/Irving - 2 Facilities RPD30 Irving - 3 Facilities RPD31 Systems – SCS/OCC Modifications RPD33 Vehicles – 23 Option Vehicles (New SLRV Procurement) RPD34 Six-Month Look Ahead

LRT Buildout Phase III

RPD37 Summary Working Schedule RPD38 Cost/Schedule Summary RPD39 Real Estate RPD40 South Oak Cliff Extension (SOC-3) RPD44 Systems: Integrated Testing & Safety Certification RPD45 Six-Month Look Ahead

Commuter Rail

RPD49 Summary Working Schedule RPD50 Cost Summary RPD51 Valley View to West Irving Double Tracking RPD53 Positive Train Control (PTC) RPD57 TRE Obsession Bridge RPD59 Six-Month Look Ahead

Additional Capital Development

RPD63 Summary Working Schedule RPD64 Cost Summary RPD65 Bryan/Hawkins Junction (CM/GC-I) RPD66 DART Police Facilities RPD67 CBD/Traffic Signal Priority (TSP) System

First Quarter iv FY 2017

Section 5 – Project Development Progress Report (continued)

RPD71 Cotton Belt Corridor Facilities RPD73 Dallas Central Business District (CBD) D2 Alignment RPD75 CBD Rail Replacement RPD76 CCTV on SLRVs RPD77 Systems: Integrated Testing & Safety Certification RPD78 Six-Month Look Ahead

Streetcar Programs

RPD81 Summary Working Schedule RPD82 Cost Summary RPD83 Streetcar Extension Projects RPD85 Streetcar Vehicle Procurement RPD87 Systems: Integrated Testing & Safety Certification RPD89 Six-Month Look Ahead

Program of Interrelated Projects

RPD93 Red & Blue Line Station Extensions and Level Boarding

Section 6 – Quarterly Investment Report

--- Statement of Compliance T1 Quarterly Investment Report Summary T3 Security Transactions – Purchases T4 Security Transaction – Maturities, Calls, & Sales T5 Current Portfolio – Total T7 Portfolio Analysis by Fund T8 Changes in Market Value of Investments T10 Callable Securities Analysis T12 Defined Benefit Plan Summary T13 Debt Obligations

Section 7 – D/M/WBE Quarterly Report*

Page 1 - Quarterly Report Cover Page • Attachment 1- D/M/WBE Participation Breakdown with Charts • Attachment 2 - D/M/WBE Participation Overall Breakdown with Pie Chart

First Quarter v FY 2017

Section 8 – Quarterly Procurement Report

P2 Introduction P3 Summary Reports P4 Contract Awards P7 Board Approved Contract Modifications P8 Special Procurements

• Emergency Procurements • Unauthorized Procurement Actions (UPAs) • Sole Source (Noncompetitive) • Revenue Generating • Deviations to the DART Procurement Regulations

P14 Active Requirements/IDIQ Contracts Expiring within 12 Months P18 Upcoming Procurements

Table of Contents

Who We Are

WWA1 Discover More

WWA1 Organization

WWA3 Governance and Management Structure

First Quarter FY 2017

Who We Are

We are Dallas Area Rapid Transit – DART. Your preferred choice of transportation for now and in the future.

Discover more DART is far more than just "the thing you ride." It is your "trusted guide" to discovering all that North Texas has to offer. Our extensive network of light rail, Trinity Railway Express commuter rail, bus routes, and paratransit services and vanpools enables more than 220,000 passengers per day get to where they need to go across our 700-square-mile service area. Explore North Texas and discover something new on DART. From off-the-beaten-path venues to the trendiest spots in town, every trip can be an adventure. Many of these “DARTable” places are an easy walk from a DART rail station or bus stop, and the GoPassSM app makes discovering them easy. If your journey begins or ends in places not easily served by DART, you now can take the train or bus for the longest portion of the trip, and use Uber or Lyft for the short leg. Customers can access the Uber, Lyft, and Zipcar apps through GoPass by selecting “Connect 2 Car” in the Travel Tools section. Visit DART.org/DARTable for a list of possibilities that span arts, culture, sports, recreation, dining, shopping, and special events. Organization Dallas Area Rapid Transit (DART) is a subregional transportation authority, created by a voting majority of the citizens on August 13, 1983, to organize and provide public transportation and complementary services to jurisdictions pursuant to Chapter 452 of the Texas Transportation Code (the “Act”). Our service area is comprised of 13 North Texas cities (Addison, Carrollton, Cockrell Hill, Dallas, Farmers Branch, Garland, Glenn Heights, Highland Park, Irving, Plano, Richardson, Rowlett, and University Park. See Exhibit 2 on Page 5 for a map of the service area. Under the Act, we are authorized to collect a 1% sales and use tax on certain transactions. DART provides bus, light rail, commuter rail, paratransit, and other services to our 13 municipalities across a 700 square mile service area with a population of 2.4 million in the Dallas, Texas area. DART has operated bus service since its inception in 1983. The first segment of the light rail system opened in 1996. In 2016, an extension to UNT-Dallas opened bringing the total to 93 miles. DART operates commuter rail service jointly with the Fort Worth Transportation Authority (FWTA) along a 34-mile rail line between the cities of Dallas and Fort Worth.


Mission Statement – DART’s mission statement defines the purpose for which the Agency was created:

The mission of Dallas Area Rapid Transit is to build, establish, and operate a safe, efficient, and effective transportation system that, within the DART Service Area, provides mobility, improves the quality of life, and stimulates economic development through the implementation of the DART Service Plan as adopted by the voters on August 13, 1983, and as amended from time to time.

Vision Statement – To help achieve the Board's mission and strategic priorities, the Board has approved a vision statement to address DART’s customers and stakeholders.

DART: Your preferred choice of transportation for now and in the future. Board Strategic Priorities – To achieve this mission and ensure Agency alignment, in April 2015 the Board adopted the following six Strategic Priorities:

1. Continually improve service and safety experiences and perceptions 2. Optimize and preserve (state of good repair) the existing transit system 3. Optimize DART’s influence in regional transportation planning 4. Expand DART’s transportation system to serve cities inside and outside the

current service area 5. Pursue excellence through employee engagement, development, and well-being 6. Innovate to improve levels of service, business processes, and funding


DART Organizational Values – DART’s Five-Year Strategic Plan is grounded in DART’s Values Statement, as follows: Focused on Our Customers We are dedicated to meeting our customers’ needs. We strive for continuous improvement. We deliver quality.

Committed to Safety and Security We expect safety and security to be the responsibility of every employee. We are committed to ensuring the safety and security of our passengers and employees.

Dedicated to Excellence We demonstrate a high regard for each other. We are committed to innovation and learning from our experiences. We hold ourselves accountable. We coach, reinforce, and recognize employees. We foster an environment promoting diversity of people and ideas.

Good Stewards of the Public Trust We responsibly use public funds and property. We maintain open communication with customers and stakeholders. We respect the environment. We strive to mitigate risk. We demand integrity and honesty.

Governance and Management Structure The Board of Directors DART is governed by a 15-member Board of Directors. The governing bodies of the participating municipalities appoint members to our Board according to the ratio of the population of each participating municipality to the total population within our service area. A participating municipality having a population which entitles it to make a fraction of an appointment may combine that fraction with one or more other participating municipalities to make one appointment; but no participating municipality may appoint more than 65% of the members of the Board. The Board is restructured whenever there is a change in the participating municipalities or every fifth year after the date census data or population estimates become available.


Each Board member serves at the pleasure of the governing municipal unit(s) that appoints the member. Board members serve staggered two-year terms. Eight of the member terms begin July 1 of odd-numbered years, and seven of the member terms begin on July 1 of even-numbered years. Each member is entitled to receive $50 for each Board meeting attended and is reimbursed for necessary and reasonable expenses incurred in the discharge of the member’s duties. Exhibit 1 sets forth information regarding our current Board of Directors.

Exhibit 1

CURRENT MEMBERS AND OFFICERS OF THE BOARD OF DIRECTORS

Name Represents Year of Appointment

To Board

Occupation

Faye Moses Wilkins, Chair Farmers Branch and Plano 1999 Telecommunications & System Integration Consultant

Richard Carrizales, Vice Chair Dallas 2010 Attorney

Gary Slagel, Secretary Addison, Highland Park, Richardson, and University Park

2011 Technology Executive

Jerry Christian, Assistant Secretary

Dallas 2007 Minister

Sue S. Bauman Dallas 2016 Faculty, Richland College

Amanda Moreno Cross Dallas 2013 Entrepreneur

Mark C. Enoch Garland, Rowlett, and Glenn Heights

1997 Attorney

Pamela Dunlop Gates Dallas 2006 Attorney

Timothy Hayden Carrollton and Irving 2015 Risk Control Consultant

Jonathan R. Kelly Garland 2016 Investment Advisor

Patrick J. Kennedy Dallas 2016 Urban Planner

Michele Wong Krause Dallas 2014 Attorney

Richard H. Stopfer Irving 2013 Retired Automotive Consultant

William M. Velasco, II Dallas and Cockrell Hill 2001 Tax and Insurance Business Owner

Paul N. Wageman Plano 2012 Attorney

The Board appoints from its members a chair, vice chair, secretary, and assistant secretary as shown in the table. These appointments are made in October of each year.


Exhibit 2 depicts a map of the DART Service Area.

Exhibit 2


DART’s Management The Board appoints our President/Executive Director, who also serves as our Chief Executive Officer. The Chief Executive Officer’s duties include:

• Overseeing our daily operations, including the hiring, compensation, and removal of employees.

• Awarding contracts for services, supplies, capital acquisitions, real estate, and construction if the amount of any such contract does not exceed $100,000 and contracts of up to $250,000 for standard off-the-shelf commercial products.

• Presiding over the growth of our transit system. • Providing regional leadership and national visibility regarding the transportation needs in

North Central Texas.

Exhibit 3 provides a summary of our executive management team:

Exhibit 3

DART EXECUTIVE MANAGEMENT TEAM

NAME POSITION JOINED DART

Gary C. Thomas President/Executive Director 1998 Jesse Oliver Deputy Executive Director 2012 David Leininger Executive Vice President, Chief Financial Officer 2008 Timothy H. McKay Executive Vice President, Growth/ Regional Development 2001 Carol Wise Executive Vice President, Chief Operations Officer 2012 John Adler Vice President, Procurement 2006 Albert Bazis Director of Internal Audit 2001 Scott Carlson General Counsel 2012 Joseph G. Costello Senior Vice President, Finance 2014 Doug Douglas Vice President, Mobility Management Services 1990 Nicole Fontayne-Bárdowell Vice President, Chief Information Officer 2014 Garrome Franklin Vice President, Chief Safety Officer 2015 Nevin Grinnell Vice President, Chief Marketing Officer 2011 Michael C. Hubbell Vice President, Maintenance 1995 Nancy Johnson Director of the Office of Board Support 1999 Maureen McCole Vice President, Commuter Rail 2014 Michael Miles Vice President, Government Relations 1982 Michael Muhammad Vice President, Diversity/Innovative Services 2004 Timothy Newby Vice President, Transportation 1997 Cheryl D. Orr Vice President, Chief People Officer 2015 Todd Plesko Vice President, Planning & Development 2009 John Rhone Vice President, Capital Design & Construction 2002 Stephen Salin Vice President, Rail Planning 2000


DART EXECUTIVE MANAGEMENT TEAM

NAME POSITION JOINED DART

David Schulze Vice President, Policy and Strategy 2004 James Spiller Vice President, DART Chief of Police and Emergency Management 2001 Robert W. Strauss Vice President, Real Property and Transit Oriented Development 2016

Employees and Employee Relations There are 3,775 salaried and hourly positions included in the FY 2017 Annual Budget. The Amalgamated Transit Union, Local 1338, represents the majority of our operators, mechanics, and call center personnel. As a Texas governmental entity, we are not legally permitted to collectively bargain or sign labor contracts with these employee representatives. We do, however, meet and confer with these representatives on hourly employee issues, compensation, and benefits. DART is organized broadly along the following functional lines (“organizational units”. See Exhibit 4). Workforce Leadership and Development looks to develop and provide effective leadership. Customer Care and Service Delivery is charged with providing effective, efficient, safe, secure transportation service. Growth and Development oversees the planning and development of the overall system. Business Solutions and Innovation looks to maximize Agency resources through attractive marketing, innovative technology, and astute financial management. The DART Safety Office ensures a safe environment for customers, employees, and DART business partners operating on our system and facilities. Additional staff positions that report directly to the Board include the General Counsel, Director of Internal Audit, and Director of the Office of Board Support.

Exhibit 4 Dallas Area Rapid Transit

Functional Organization Chart

Board Support

Internal Audit

General Counsel

* Materials Management

Safety OfficeWorkforce Leadership and

DevelopmentCustomer Care and

Service DeliveryGrowth and

DevelopmentBusiness Solutions

and Innovation

* Operations

* Customer

* Rail Program Development

* Commuter Rail

* Planning & Development

Board of Directors

President/ Executive Director

* Human Capital

* Diversity

* Government Relations

* Finance

* Marketing

* Procurement

* Technology* Policy & Strategy

* Transportation

* Maintenance

* Mobility Management

* Security

* Capital Planning


DART in the Industry

• DART is an established leader within the transit industry. Board members and staff continue to be involved in many significant ways in key transit industry associations. President/Executive Director Gary Thomas served as the Chair of the American Public Transportation Association (APTA) during 2011 and 2012 and, along with other DART staff, continues to serve on APTA’s Board of Directors. APTA is a nonprofit international association of more than 1,500 public and private organizations involved in transit. Mr. Gary Thomas is Chairman of the Board of Directors of RailVolution, a non-profit organization that is the intersection of transit, livable communities, and transit-oriented development.

• DART earned many industry awards during recent years, including: o APTA’s Outstanding Public Transportation Manager of the Year for 2016 o American Council of Engineering Companies – “Orange Line” Engineering Excellence

Award o Award for Distinguished Budget Presentation and Certificate of Achievement for

Excellence in Financial Reporting from the Government Finance Officers Association (premier professional organization in governmental finance) with Special Performance Measures Recognition

o Greater Dallas Planning Council – Built Project Award, Orange Line to DFW Airport o National Purchasing Institute – Achievement in Excellence for Procurement o National Association of Government Communicators – Award of Excellence, Mobile

(GoPass/State Fair ticket bundle) o Rowlett Chamber of Commerce – Business of the Year o Southwest Transit Association – Social Media, DART Daily o Telly Award – five awards for video production related to CBD rail replacement o Texas Comptroller Leadership Circle – Silver Designation o Tramways and Urban Transit Global Light Rail Awards – Outstanding Engineering

Achievement – DFW Airport Station

Table of Contents

Operating & Financial Performance

O&F1 Operating and Financial Performance

O&F1 General Information

O&F2 DART Scorecard of Key Performance Indicators (KPIs)

O&F3 DART Transportation System and Ridership Performance

O&F5 Ridership Performance

O&F6 Efficiency Measures

O&F7 Service Quality

O&F9 Customer Satisfaction

O&F10 Safety

O&F11 Capital and Non-Operating Budget Summary – Actuals vs. Budget

O&F12 Appendix

O&F13 Operating Revenues and Expense Summary

O&F14 Statements of Net Position

O&F16 Statements of Revenues, Expenses and Changes In Net Position

O&F17 Glossary

First Quarter O&F FY 2017

Operating and Financial Performance The Quarterly Operating and Financial Performance report provides the reader with DART’s progress in meeting the Key Performance Indicators (KPIs) and goals as outlined in the FY 2017 annual budget. This portion of our document is organized as follows:

• General Information • DART Scorecard of Key Performance Indicators (KPIs) • The DART Transportation System and Ridership Performance • Efficiency Measures • Service Quality • Customer Satisfaction • Safety • Capital and Non-Operating Budget Summary • Appendix

o Operating Revenues and Expense Summary o Statement of Net Position o Statements of Revenues, Expenses, and Changes in Net Position o Glossary of Terms/Definitions

General Information DART’s fiscal year begins on October 1. The Quarterly Report includes actual values for fiscal years 2014 through 2016 and a comparison of the FY 2017 target to quarter results for Fiscal Year 2017 represented as a rolling four-quarter period ending December 31, 2016. Management continually strives to improve the reporting of KPIs. Accordingly, prior period KPIs are shown as previously reported and may not reflect the most current methodology. Therefore, there may be significant fluctuations from year to year which will be explained in the relevant sections. To further improve KPI reporting, a more objective approach to status assignments, as described below, has been implemented. This report includes DART's KPIs in scorecard format with a Green, or Red status for each measurement:

Green – Based on the four-quarter rolling average and current performance trends, it is probable that the FY 2017 target will be met or exceeded.

Yellow – Based on the four-quarter rolling average and the performance trends, performance is below target but it is possible that the FY 2017 target will be met.

Red – Based on the four-quarter rolling average and current performance trends, performance is below the FY 2017 target and it is probable the target will not be met.

Exhibit 1, shown on the following page, is the DART Scorecard of Key Performance Indicators (KPIs). Following the Scorecard is a discussion of DART’s progress toward achieving the KPIs.


Exhibit 1 DART Scorecard of Key Performance Indicators (KPIs)

Qrt 1Curr Qtr Rolling 4 Qtrs Target

70.8 70.2 67.1 Total Agency Ridership (M) [1] 17.2 66.3 69.5

69.1 68.6 65.5 Fixed-Route Ridership (M) 16.8 64.7 67.9

37.4 36.5 33.7 Ridership - Bus (M) 8.2 33.1 34.8

29.5 29.9 29.8 Ridership - LRT (M) 8.0 29.6 30.8

2.3 2.2 2.1 Ridership - TRE (M) 0.6 2.0 2.2

753.4 781.8 810.3 Ridership - Paratransit (000s) 198.3 807.0 833.3

893.0 871.4 792.0 Ridership - Vanpool (000s) 171.2 749.4 838.0

$5.19 $5.28 $5.90 Subsidy Per Passenger - Total System [1] $5.64 $5.94 $5.89

$4.87 $4.95 $5.53 Subsidy Per Passenger - Fixed-Route $5.29 $5.57 $5.52

$5.32 $5.47 $6.19 Subsidy Per Passenger - Bus $6.19 $6.27 $6.38

$4.21 $4.24 $4.55 Subsidy Per Passenger - LRT $4.08 $4.52 $4.37

$5.96 $6.11 $9.00 Subsidy Per Passenger - TRE [2] $9.61 $9.41 $8.01

$39.59 $40.02 $41.15 Subsidy Per Passenger - Paratransit $40.09 $41.17 $41.90

($0.11) $0.09 $0.36 Subsidy Per Passeger - Vanpool ($0.36) $0.34 ($0.19)

15.3% 16.0% 15.3% Farebox Recovery Ratio - Fixed-Route 15.9% 14.6% 15.1%

13.4% 13.4% 12.3% Farebox Recovery Ratio - Bus 14.1% 12.5% 12.3%

18.4% 18.2% 16.6% Farebox Recovery Ratio - LRT 18.4% 16.8% 16.3%

34.8% 33.0% 27.6% Farebox Recovery Ratio - TRE 16.2% 24.3% 31.4%

8.7% 8.6% 9.5% Administrative Ratio 8.8% 9.8% 9.6%

91.5% 90.4% 89.9% On-Time Performance - Fixed Route 89.0% 89.8% 90.3%

80.8% 79.2% 79.3% On-Time Performance - Bus [3] 79.6% 79.5% 80.0%

95.1% 93.6% 92.5% On-Time Performance - LRT 90.1% 92.3% 94.0%

98.6% 98.3% 97.9% On-Time Performance - TRE 97.3% 97.7% 97.0%

7,970 9,977 10,325 Mean Distance Between Service Calls - Bus 11,559 10,421 12,220

45,662 40,891 30,011 Mean Distance Between Service Calls - LRT 18,790 26,445 51,222

37.3 37.2 41.3 Complaints Per 100,000 Passengers - Fixed-Route 30.0 39.3 37.4

55.8 57.1 60.2 Complaints Per 100,000 Passengers - Bus 45.3 57.7 57.0

16.5 15.3 22.4 Complaints Per 100,000 Passengers - LRT 15.7 21.2 17.5

2.67 3.08 5.2 Complaints Per 100,000 Passengers - TRE 7.3 6.2 5.5

22.12 4.34 4.1 Complaints Per 1,000 Trips - Paratransit [4] 2.9 3.9 3.0

Safety

1.91 2.07 1.95 Accidents Per 100,000 Miles - Fixed-Route 2.02 1.96 1.96

2.29 2.51 2.32 Accidents Per 100,000 Miles - Bus 2.38 2.32 2.30

0.25 0.32 0.45 Accidents Per 100,000 Train Miles - LRT [5] 0.63 0.52 0.35

0.44 0.27 0.37 Accidents Per 100,000 Miles - TRE 0.70 0.50 1.00[1] Total System Ridership and Subsidy Per Passenger have been restated to reflect the fact that DART no longer operates the HOV lanes in the Dallas area.[2] TRE revenues and expenses for the 4th Qtr FY14 were not included in prior calculations and have been restated.[3] Significant decline in Bus OTP from FY14 to FY15 due to change in methodology as discussed on page 7.

[5] This KPI was previously reported as Car Miles and was revised based on DART Safety Committee decision to report compared to Train Revenue Miles.

Customer Satisfaction

[4] This KPI will not match the KPI as reported by Paratransit as the Quarterly Report utilizes all Complaints as reported to Customer Service and Paratransit utilizes a subset specific to the MV Contract for contract performance reporting.

Ridership Performance

Efficiency Measures

FY 2017

Service Quality

FY14A FY15A FY16A Indicators Status


The DART Transportation System and Ridership Performance Our current mass transit services include:

• Bus transit service, including Regular Route, Flex, Shuttle, and On-Call; • Light rail transit service; • Commuter rail service; • Paratransit service; • RideShare matching services for carpools and vanpools; and • Special Events service.

During FY 2016, DART ridership totaled 67.1 million passengers, which was a decrease of 3.1 million (4.5%) compared to FY 2015. Exhibit 2 highlights total system ridership by mode for the last ten years. A discussion of DART’s transit services follows Exhibit 2. The biggest single factor affecting Bus Ridership has been the decline in Parkland Shuttle ridership after Parkland moved to their new campus last August. Significant ridership losses were expected, but turned out to be greater than anticipated. We contract for all of our paratransit and commuter rail services. While we remain responsible for these programs, our contracts establish operating performance standards which the contractors are expected to meet. We maintain an aggressive program to monitor and audit contractor compliance. High Occupancy Vehicle (HOV) operations transitioned to TxDOT in 2013 and 2014. HOV Ridership has been removed from all reporting years for comparability.

Exhibit 2 Ridership by Mode *

(in Millions)

Fiscal Year Bus LRT** Commuter Rail Paratransit Vanpool Total

2007 44.5 17.9 2.5 0.7 0.5 66.1

2008 45.0 19.4 2.7 0.7 0.7 68.5

2009 43.1 18.9 2.8 0.8 0.9 66.5

2010 38.0 17.8 2.5 0.8 0.9 60.0

2011 37.2 22.3 2.4 0.8 1.0 63.7

2012 38.7 27.7 2.3 0.8 1.0 70.5

2013 38.0 29.5 2.1 0.8 0.9 71.3

2014 37.4 29.5 2.3 0.8 0.9 70.8

2015 36.5 29.9 2.2 0.8 0.9 70.2

2016 33.7 29.8 2.1 0.8 0.8 67.1

**Automatic Passenger Counter (APC) data used beginning in 2012. These counters have proven to be considerably more accurate than our manual ridership counting methodology. The APCs show that we have been underreporting ridership by approximately 15.5%.

*Reporting of HOV ridership was discontinued effective 10/01/2015. HOV ridership was removed from all years for comparison purposes.


Bus Transit (50.2% of total system ridership in Fiscal Year 2016) Our bus system provides local, express, crosstown, on-call, flex, feeder bus routes, and site specific shuttles. Local routes are focused on the Dallas Central Business District and serve the largest and densest concentration of employment in the service area. The routes are characterized by stops at one or two block intervals. Service is generally provided six-to-seven days a week. Express service connects the Dallas Central Business District to regionally located park-and-ride facilities that serve as focal points for commuters to make high speed trips. Crosstown routes traverse the Service Area facilitating intra- and inter-community travel while linking a variety of activity centers. DART On-Call provides our customers personalized demand-responsive weekday neighborhood service within specifically defined areas. Flex Service provides our customers the advantages of a fixed route plus the convenience of curbside service in six Flex Service Areas. Feeder routes connect residential and employment centers to the light rail system and other bus routes at stations and Transit Centers accommodating transfer connections that expand travel opportunities. Site-specific shuttles are operated and funded with partner organizations that offer direct connections for their employees, students, or customers to the DART Rail network. Light Rail Transit (44.3% of total system ridership in Fiscal Year 2016) Light Rail Transit is an electrically-powered rail system that generally operates at street level. A 20-mile “Starter System” opened in phases from September 1996 through May 1997, with lines from South and West Oak Cliff through downtown Dallas, and along the North Central Expressway corridor to Park Lane in Dallas. In 2001-2002, DART’s light rail was extended to North Dallas, Garland, Richardson, and Plano. In 2009, the first phase of the Green Line opened southeast of downtown Dallas with the remainder opening in 2010. DART also opened its first infill station, Lake Highlands Station, in December 2010 on the Blue Line. The first 5-mile segment of the Orange Line to Irving opened for service in July 2012. The second phase of the Orange Line and the Blue Line extension to Rowlett opened for service in December 2012. Rail service opened to the DFW International Airport in August 2014. With the opening of the Blue Line extension to the University of North Texas-Dallas in October 2016 DART now operates a 92-mile light rail system. Commuter Rail (3.1% of total system ridership in Fiscal Year 2016) Our commuter rail system, referred to as the Trinity Railway Express (the “TRE”), provides diesel-powered passenger railroad services on the TRE Corridor between Dallas and Fort Worth, in mixed traffic with freight railroad operations. The 34-mile corridor is jointly owned by DART and the Fort Worth Transportation Authority (FWTA). TRE service is provided pursuant to an interlocal agreement between DART and FWTA. This agreement was originally entered into in 1994 and was restated and adopted by both Boards in 2003. Pursuant to Trackage Rights Agreements, the Burlington Northern Santa Fe, the Dallas Garland and Northeastern, and the Union Pacific railroads pay a fee for the right to operate freight services on the TRE corridor. TRE, through its contractor, Herzog Transit Services, Inc., provides dispatching, maintains the corridor, operates the service, and maintains the rolling stock used in the service.


Paratransit (1.2% of total system ridership in Fiscal Year 2016) DART is responsible for providing complementary paratransit service in accordance with the Americans with Disabilities Act of 1990 (the “ADA”). In Fiscal Year 2013, we transitioned to a new service delivery model and a new contractor, MV Transportation, Inc. (MV), for providing paratransit service. MV provides, operates, and maintains a fleet of 80 Starcraft vehicles in dedicated service. MV also oversees and manages a fleet of 116 Dodge Entervans outfitted by Braun, which are taxi vehicles provided and operated by Irving Holdings. Transportation Demand Management (Vanpool is 1.2% of total system ridership in Fiscal Year 2016) We work with area employers to develop strategies for reducing employee vehicle trips through such programs as carpools, vanpools, and flexible work schedules. We provide funding for up to 206 vans for our vanpool program, which is operated through a third-party contractor. We also assist customers in forming vanpools. Prospective vanpoolers can call in and provide us with information for our RideShare database. We then work to link-up customers with common trip origins and destinations. Special Events Service We operate special event services (bus, light rail, and TRE) to the State Fair of Texas, the New Year’s Eve celebration in downtown Dallas, concerts, basketball, hockey games, and a wide variety of other events. Consequently, most special event services are provided on the light rail and commuter rail systems, with bus involvement generally restricted to supplementing the capacity of the rail system during periods of very high usage. Ridership Performance To increase ridership, DART has undertaken a number of initiatives to improve customer communications, customer service, and service delivery. Among these initiatives are the customer communications program, a Comprehensive Fare Payment System, a full bus fleet replacement program, an expansion of small-bus operations, and the 5 Star Service Program.

Total Agency Ridership for the four-quarter period ended December 2016 was 66.3 million, 0.8 million lower than FY 2016 actual and 3.2 million below the target of 69.5 million. Fixed-Route Ridership for the four-quarter period ended December 2016 was 64.7 million, 0.8 million lower than FY 2016 actual and 3.1 million below the target of 67.9 million. Bus Ridership for the four-quarter period ended December 2016 was 33.1 million, 0.6 million lower than FY 2016 actual and 1.7 million below the target of 34.8 million. LRT ridership for the four-quarter period ended December 2016 was 29.6 million, 0.1 million higher than FY 2016 actual and 1.1 million below the target of 30.8 million. TRE Ridership for the four-quarter period ended December 2016 was 2.0 million, 0.1 million lower than FY 2016 actual and 0.2 million below the target of 2.2 million.


Paratransit Ridership for the four-quarter period ended December 2016 was 807 thousand, 3,300 lower than FY 2016 actual and 26,300 below target. Vanpool Ridership for the four-quarter period ended December 2016 was 749.4 thousand, 42,600 lower than FY 2016 actual and 88,600 below target.

Overall system ridership is trending below last year’s levels and is below this year’s targets. Bus system ridership is well below expected levels. While many factors are combining to cause the decline in ridership, the aging fareboxes, upon which we rely for counting passengers, are failing at a higher rate and undercounting ridership. The installation of new fareboxes is expected to resolve the undercounting issue and reflect higher ridership. Competition from car sharing services is impacting transit ridership nationally as well as in Texas. Peer agencies in Texas are all experiencing declining ridership indicating factors in the economy and in competition from other modes as contributing factors to the ridership shortfall. Service quality issues related to service interruptions, including a week in which service could not be operated to Rowlett because of catenary damage, and on-time performance levels are affecting light rail ridership. While TRE ridership is below targets, there is emerging evidence that the schedule changes made in late October are beginning to produce positive ridership results. Vanpool ridership is lower due to low, stable gas prices. Efficiency Measures The continued use of the Trapeze Blockbuster software enables Planning and Scheduling staff to prepare many alternative run-cut packages in a short period of time, allowing management to select the package that achieves the best operational efficiency outcome. Operational results are presented in Exhibit 1 on page 2.

Total System Subsidy Per Passenger for the four-quarter period ended December 2016 is $5.94, $0.05 (0.93%) above (worse than) the target of $5.89. Factors contributing to the increase of Total System Subsidy Per Passenger are ridership and revenues. Total System ridership was below target by 3.23 million passengers (4.65%), and revenues were down $5.62 million (6.55%). Although expenses and net subsidy were down $21.04 million (4.25%) and $15.43 million (3.77%) respectively, this was not enough to overcome significant declines in both ridership and revenues. Fixed Route Subsidy Per Passenger for the four-quarter period ended December 2016 is $5.57, $0.05 (0.86%) above (worse than) the target of $5.52. Factors contributing to the elevated Fixed Route Subsidy Per Passenger are ridership and revenues. Fixed Route ridership was below target by 3.12 million passengers (4.6%), and revenues were down $5.3 million (6.52%). Although expenses and net subsidy were down $19.45 million (4.26%) and $14.15 million (3.78%) respectively, this was not enough to overcome the decline in both ridership and revenues.


LRT Subsidy Per Passenger for the four-quarter period ended December 2016 is $4.52, $0.15 (3.41%) above (worse than) the target of $4.37. Factors contributing to the increase of LRT Subsidy Per Passenger are ridership and revenues. LRT ridership was below target by 1.15 million passengers (3.73%), and revenues were down $2.25 million (7.14%). Although expenses and net subsidy were down $2.85 million (1.71%) and $590,000 (0.44%) respectively, this was not enough to overcome significant declines in both ridership and revenues. TRE Subsidy Per Passenger for the four-quarter period ended December 2016 is $9.41, $1.40 (17.41%) above (worse than) the target of $8.01. Factors contributing to the increase of TRE Subsidy Per Passenger are ridership and revenues. TRE ridership was below target by 196,718 passengers (8.82%), and revenues were down $2.79 million (21.18%). Although expenses and net subsidy were down by $1.53 million (4.93%) and $1.26 million (7.05%) respectively, this was not enough to overcome significant declines in both ridership and revenues. Vanpool Subsidy Per Passenger for the four-quarter period ended December 2016 is $0.34, $0.53 (284.31%) above (worse than) the target of ($0.19). Expenses, revenues and ridership all contributed to the increase in Vanpool Subsidy Per Passenger. Vanpool expenses were above target by $53,431 (2.63%), and revenues were down $357,799 (16.37%). The increase in expenses and decline in revenues led to an increase in Net Subsidy of $411,230 (264.83%). Higher Net Subsidy coupled with the decline in ridership, 88,588 (10.57%) below target, resulted in Subsidy Per Passenger increasing.

Service Quality Beginning in FY 2014, DART changed the way on-time performance was measured. The Automatic Vehicle Location (AVL) technology that is part of the new radio system enables us to measure the location of each bus at every stop and time point along its route. While the new system provides more detailed information to help staff improve service reliability for customers, the new measures are not directly comparable to the previous measurement system. Bus on-time performance will continue to be a major emphasis in FY 2017 with enhanced data provided by the new radio system and the associated AVL and Computer-Aided Dispatch (CAD) subsystems. The CAD/AVL system will be used to improve the reliability of connections, so that a bus departure can be held for a few minutes to allow a late-running connecting bus to arrive. This use of the system will help reduce one of the more frustrating events for riders – missed connections. Additionally, DART Technology staff is working with Trapeze, the firm that provides DART’s AVL software, to develop a system for coordinating connections between buses and trains.

On-time Performance – Fixed Route was 89.8% for the four-quarter period ended December 2016, 0.51% below (worse than) the target of 90.3%. On-time Performance – Bus was 79.5% for the four-quarter period ended December 2016, 0.47% below (worse than) the target of 80.0%.


On-time Performance – LRT was 92.3% for the four-quarter period ended December 2016, 0.31% below (worse than) the target of 94.0%.

Agency On-Time Performance ended the 1st Quarter below the goal based on both Bus and Light Rail service performing slightly below targeted levels. Some of the specific factors impacting the below target performance include:

• On-going construction at the Ledbetter Rail Station to tie-in the SOC-3 Light Rail Extension affected on-time performance of the Blue Line during the month of October; some schedule issues were identified for the new line section that also affected performance of the Blue Line during the 1st Quarter; LRT and Bus on-time performance typically experience a dip during the State Fair of Texas due to congested conditions;

• Increased repair and construction activity both in relation to freeways utilized by bus routes as well as the arterial street network, and;

• Modifications in downtown street operations introduced over the past year, which have increased traffic congestion and negatively impacted bus running times in the CBD.

Transportation and Planning are working on a number of strategies targeted to improve Bus and Light Rail On-Time Performance;

• Planning has initiated a five-year program of Bus schedule adjustments to better reflect the real “on the street” conditions, resulting in more realistic schedules and improved on-time performance;

• Transportation has worked with IT to provide Field Supervisors with weekly reports to help them in targeting areas of poor on-time performance. Field Supervisors use this information to help them investigate problem areas and develop appropriate service management responses;

• Transportation staff implemented new procedures for investigation of all early departure complaints using the vehicle location tools available in the new Automatic Vehicle Location system and initiating follow-up action where early operation is substantiated.

• A 5 Star CIT (Continuous Improvement Team) has completed recommendations for Bus On-Time Performance improvement. These recommendations are currently being implemented.

• In regards to Light Rail, software modifications have been implemented for the Vehicle Business System (VBS) equipment in the cab that provide the Rail Operator with feedback on schedule adherence, which should make this a more effective tool for operators in gauging their station departure times.

• A new monitoring process at end-of-line stations is being piloted that uses camera and vehicle location technology to assure on-time departures from ends-of-line.


Mean Distance Between Service Calls – Bus was 10,421 miles for the four-quarter period ended December 2016, 1,799 miles below (worse than) the target of 12,220 miles. Mean Distance Between Service Calls – LRT was 26,445 miles for the four-quarter period ended December 2016, 24,777 miles below (worse than) the target of 51,222 miles.

Reliability improvement efforts continue for both Bus and LRT with primary focus being on those vehicle systems contributing the most to customer service disruptions. Deployment of replacement ARBOC buses should bring the overall fleet performance to goal by year end. The buses scheduled for replacement are the only sub-fleet not performing to goal. The major contributors to the substantial underrun in this metric are door and propulsion systems. We have a program underway to replace the door mechanism on 115 of the 163 light rail cars, as of today 55 of the 115 cars have been completed. We also have a program underway to replace the obsolete propulsion systems on 21 of the oldest light rail vehicles, as of today 10 of the 21 retrofits have been completed. We continue to work to improve the overall performance of the LRV fleet to achieve this stretch goal by year end. Customer Satisfaction DART strives to provide effective, efficient, safe, and secure transportation services which includes the operation of the DART bus and light rail system, commuter rail, and paratransit services. The 5 Star Service initiative is a major customer-focused program initiated to shift DART’s internal culture toward outstanding customer service delivery.

Complaints per 100,000 Passengers – Fixed Route was 39.3 for the four-quarter period ended December 2016, 1.9 above (worse than) the target of 37.4. Complaints per 100,000 Passengers – Bus was 57.7 for the four-quarter period ended December 2016, 0.7 above (worse than) the target of 57.0. Complaints per 100,000 Passengers – LRT was 21.2 for the four-quarter period ended December 2016, 3.7 above (worse than) the target of 17.5. Complaints per 100,000 Passengers – TRE was 6.2 for the four-quarter period ended December 2016, 0.7 above (worse than) the target of 5.5. Complaints per 1,000 Trips – Paratransit was 3.9 for the four-quarter period ended December 2016, 0.9 above (worse than) the target of 3.0. This KPI will not match Paratransit’s reporting as the Quarterly Report utilizes all complaints and Paratransit utilizes a subset specific to the MV Contract for contract performance reporting.

Complaints per 100K Passengers trended above target for Light Rail and marginally above target for Bus. The variance on Light Rail reflected higher than anticipated TVM complaints. The variance in Bus Complaints per 100K passengers reflected lower than anticipated bus ridership levels. Transportation has implemented strategies to reduce Bus and Light Rail Complaints, including;

• On-going training in 5 Star Customer Service as part of the Bus Operator Refresher Training and Rail Operator Re-certification training programs;


• Retraining, coaching and corrective action for excessive complaints regarding rude or discourteous behavior;

• Recognition programs for operators demonstrating good customer service skills – including the Efficiency Award and the Customer Service Champion recognition programs.

Complaints per 1K Trips trended above target for Paratransit primarily due to challenges faced in reservations and scheduling.

Safety The Agency endeavors to maintain a safe environment for its customers and employees. The DART Safety Committee, composed of DART Executive Management, is responsible for safety policymaking, performance accountability, oversight of subordinate safety committees, and assignment of safety responsibilities throughout the agency.

Accidents Per 100,000 Miles – Bus was 2.32 for the four-quarter period ended December 2016, 0.02 above (worse than) the target of 2.30. Accidents Per 100,000 Miles – LRT was 0.52 for the four-quarter period ended December 2016, 0.17 above (worse than) the target of 0.35.

Bus Accidents per 100,000 miles ended the 1st Quarter slightly above the goal on a rolling 4 quarter basis as a result of a higher than projected number of accidents involving DART buses. Bus accidents have been trending downward over the past year. The Transportation and Safety Departments have implemented a number of initiatives focused on reducing the number of bus accidents, including;

• Enhancement of Quarterly Safety Training and introduction of the Smith Systems driver training program into bus operator training;

• Introduction of the SmartDrive and DriveCam event recorders on all new vehicles, which provides information regarding bus operators’ safety of operation as well as detailed information about causes of collisions that do occur;

• Implementation of an extensive Operator Safety Awareness Program; • Research by the Texas Transportation Institute relative to DART’s experience with bus

collisions, including the piloting and evaluation of mitigating strategies, and; • An increase in the “behind the wheel” training time for SmartBus Operators who are

being promoted to full-size bus operations.

LRT Accidents per 100,000 miles ended the 1st Quarter above the goal as a result of a higher than projected number of accidents involving Light Rail Vehicles. None of the vehicle collisions during the 1st Quarter were identified preventable on the part of the Rail Operator.


Capital and Non-Operating Budget Summary Exhibit 3 provides a summary of the capital and non-operating expenditures for FY 2017.

Exhibit 3

Agency-Wide $1,478 $2,851 ($1,373) $21,381 $28,508 ($7,127)

Bus 21,533 22,807 (1,275) 41,053 45,615 (4,561)

Light Rail Transit 5,233 8,817 (3,584) 66,130 88,174 (22,043)

Streetcar (33) 2,041 (2,075) 10,393 13,857 (3,464)

Commuter Rail/RR Management 710 8,500 (7,790) 63,751 85,001 (21,250)

Paratransit (1) 38 (39) 285 380 (95)

Total Projects $28,920 $45,055 ($16,135) $196,151 $261,534 ($65,384)

P&D/Startup/Non-Ops $2,202 $2,096 $105 $10,672 $14,230 ($3,557)

Road Improvements/ITS 0 1,333 (1,333) 9,997 13,330 (3,332)

Total Capital $31,122 $48,485 ($17,363) $216,821 $289,094 ($72,274)

Capital and Non-Operating Costs

Actuals vs. Budget/Projections

(In Thousands)

FY17 Total Budget

Projected VarianceMode

FY17 YTD Actuals

FY17 YTD Projection

YTD$ Variance

Projected Year-End

Because of the difference between the year-end accrual process and quarterly accruals, expenditures are generally significantly lower in the first quarter of each year. In addition, it appears that light rail development costs for the SOC-3 extension may result in savings; some large commuter rail projects have been stretched out over a longer period; and some significant streetcar costs were incurred earlier than planned, and were booked in FY 2016.


APPENDIX


ACTUAL VS. BUDGET SUMMARY

FY17 YTD Actual

FY17 YTD Budget

(Under) / over

Budget % VarianceRevenues

Sales Tax $146,218 $145,047 $1,171 0.8%Passenger 17,975 18,421 (446) -2%Advertising/Rental Income/Misc. 2,600 2,848 (248) -9%Operating Federal Grants 429 361 68 19%Non-Operating Revenue 2,757 2,935 (178) -6%

$169,979 $169,612 $367 0.2%

Operating Expenses at EVP level (YTD)FY17 YTD

ActualFY17 YTD

Budget

Under/ (over) Budget % Variance

Customer Care and Service Delivery $90,258 $90,584 $326 0.4%Business Solutions and Innovation 11,885 12,406 521 4%Growth and Regional Development 9,567 10,487 920 9%Executive and Deputy Executive Director 2,354 2,433 79 3%Board Direct Reports 1,023 1,307 284 22%Capital P&D (2,023) (1,990) 33 -2%Agency Wide [1] 4,314 2,239 (2,075) -93%Fuel Incentives (1,245) - 1,245 n/a

$116,133 $117,466 $1,333 1%

FY17 Projection

[3]FY17

Budget [2]

Under/ (over) Budget % Variance

Customer Care and Service Delivery $379,182 $379,508 326$ 0.1%Business Solutions and Innovation 55,612 56,133 521 0.9%Growth and Regional Development 41,977 42,896 919 2.1%Executive and Deputy Executive Director 12,069 12,147 78 0.6%Board Direct Reports 5,350 5,635 285 5.1%Capital P&D (8,580) (8,580) - 0.0%Agency Wide [1] 9,279 7,205 (2,074) -28.8%Fuel Incentives (1,245) - 1,245 n/a

$493,644 $494,944 $1,300 0.3%

Dallas Area Rapid Transit

AS of December 31, 2016

Operating Expenses at EVP level (FY17 Projection)

[1] Benefits are allocated to each department based on the budgeted ratio for salary driven benefits and for staff driven benefits. If the agency is experiencing actuals that are under/over budget, this variance is not allocated to departments.

(reported on a Budget BasisAmounts in thousands)

[2] Based on Board approved resolution #150097

Operating Revenues and Expense Summary

[3] Projections are default annualization based on the current spend.

Customer Care and Service

Delivery77%

Business Solutions and

Innovation11%

Growth and Regional

Development9%

Executive and Deputy

Executive Director

2%

Board Direct Reports

1%

Operating Expenses EVP Level - FY17 YTD Actual

Sales Tax86%

Passenger11%

Advertising/Rental Income/Misc.

1%

Operating Federal Grants

0%

Non-Operating Revenue

2%

Budgeted Revenues by Source


12/31/2016 9/30/2016

Cash & Cash Equivalents $34,020 $53,651

Investments 549,984 562,223

Sales tax receivable 102,904 94,308

Transit Revenue Receivable, Net 4,147 5,610

Due from Other Governments 29,193 29,865

Materials and supplies inventory 36,432 33,828

Prepaid transit expenses and other 5,365 4,385

Restricted investments held by trustee for debt service 30,939 112,301

Restricted investments held for advance funding agreements 67,240 67,055

Restricted investments held to pay capital lease/leaseback liabilities 6,374 6,374

TOTAL CURRENT ASSETS 866,598 969,600

Restricted investments held as security for capital lease/leaseback liabilities 8,375 8,560

Investments in joint venture 12,846 13,128

Investments in managed HOV lane agreements 10,500 10,500

Capital assets

Land and rights of way 619,250 615,709

Depreciable capital assets, net of depreciation 3,841,161 3,736,955

Projects in progress 58,249 190,992

Restricted investments held to pay capital lease/leaseback liabilities 105,371 103,351

Unamortized debt issuance costs and other 693 707

TOTAL NONCURRENT ASSETS 4,656,445 4,679,902TOTAL ASSETS 5,523,043 5,649,502DEFERRED OUTFLOWS OF RESOURCES

Deferred outflows of resources 99,416 101,279TOTAL ASSETS DEFERRED OUTFLOWS OF RESOURCES $5,622,459 $5,750,781

CURRENT ASSETS

DALLAS AREA RAPID TRANSIT

STATEMENTS OF NET POSITION

AS OF DECEMBER 31, 2016 AND SEPTEMBER 30, 2016

(In thousands)

ASSETS

NONCURRENT ASSETS


12/31/2016 9/30/2016

Accounts payable and accrued liabilities $50,216 $56,011

Commercial paper notes payable 140,000 170,000

Current portion of Capital lease/leaseback liabilities 6,374 6,374

Current portion of amount due to the State Comptroller 824 824

Local Assistance Program Payable 685 685

Retainage Payable 21,024 23,205

Unearned revenue and other liabilities 116,673 112,035

Interest payable 13,954 52,933

Current portion of senior lien sales tax revenue bonds payable 55,936 53,962

TOTAL CURRENT LIABILITIES 405,686 476,029

Accrued liabilities 38,550 36,313

Net pension liability 67,424 $63,698

Repayment due to State Comptroller 7,545 7,751

Senior lien sales tax revenue bonds payable 3,327,468 3,385,554

Transportation Infrastructure Finance and Innovation Act (TIFIA) bond payable 100,878 102,968

Capital lease/leaseback liabilities 105,371 103,351

TOTAL NON-CURRENT LIABILITIES 3,647,236 3,699,635

TOTAL LIABILITIES 4,052,922 4,175,664

Deferred Inflows of resources 4,535 4,535

TOTAL LIABILITIES AND DEFERRED INFLOWS OF RESOURCES 4,057,457 4,180,199

Net investment in capital assets 940,858 881,241

Restricted for debt service 16,984 59,368

Restricted as security for capital lease/leaseback liabilities 8,375 8,560

Unrestricted 598,785 621,414

TOTAL NET POSITION $1,565,002 $1,570,583

NET POSITION

DALLAS AREA RAPID TRANSIT

STATEMENTS OF NET POSITION - CONT'D

AS OF DECEMBER 31, 2016 AND SEPTEMBER 30, 2016

(In thousands)

LIABILITIES

CURRENT LIABILITIES

NON-CURRENT LIABILITIES


12/31/2016 12/31/2015

Passenger $18,029 $18,238Advertising, rent and other 3,376 3,450

Total Operating Revenues 21,405 21,688

Labor 53,772 58,526 Benefits 29,819 27,984 Services 7,619 8,273 Materials and Supplies 10,777 10,280 Purchased Transportation 12,626 12,388 Depreciation and amortization 58,848 59,411 Utilities 4,619 4,502 Taxes, Leases, and Other 902 901 Casualty and liability 1,301 1,122

TOTAL OPERATING EXPENSES 180,283 183,387

NET OPERATING LOSS (158,878) (161,699)

Sales tax revenue 146,424 140,671 Investment income (loss) (524) (1,021) Interest income from investments held to pay capital lease 2,020 3,276 Interest expense on capital leases (2,020) (3,276) Interest and financing expenses (39,283) (41,903) Build America Bonds tax credit 7,098 7,098 Other federal grants 34,514 14,392 Other non-operating revenues 4,596 3,792 Other non-operating expenses (177) (1,254)

TOTAL NET NON-OPERATING REVENUES 152,648 121,775

LOSS BEFORE CAPITAL CONTRIBUTIONS, GRANTS AND REIMBURSEMENTS (6,230) (39,924)

Federal capital contributions 144 2,189 State capital contributions 505 95Local capital contributions 67

TOTAL CAPITAL CONTRIBUTIONS, GRANTS AND REIMBURSEMENTS 649 2,351

CHANGE IN NET POSITION (5,581) (37,573)TOTAL NET POSITION - Beginning of the year 1,570,583 1,759,506TOTAL NET POSITION - End of the reporting period $1,565,002 $1,721,933

OPERATING REVENUES:

DALLAS AREA RAPID TRANSITSTATEMENTS OF REVENUES, EXPENSES AND CHANGES IN NET POSITION

FOR THE THREE MONTHS ENDED DECEBER 30, 2016 AND 2015(In thousands)

For the htree months ended

OPERATING EXPENSES:

NON-OPERATING REVENUES (EXPENSES):

CAPITAL CONTRIBUTIONS, GRANTS AND REIMBURSEMENTS:


Glossary of Terms/Definitions Accessible – As defined by FTA, a site, building, facility, or portion thereof that complies with defined standards and that can be approached, entered, and used by persons with disabilities.

Accessible Service – A term used to describe service that is accessible to non-ambulatory riders with disabilities. This includes fixed-route bus service with wheelchair lifts or paratransit service with wheelchair lift-equipped vehicles.

Accidents per 100,000 Miles – Measures vehicle accidents reported (Bus, Light Rail, TRE and Paratransit) per 100,000 miles of actual fixed route mileage. Management's objective is to reduce this ratio.

Calculation = [(Vehicle Accidents / Actual Mileage) * 100,000]

Accounting Basis – DART uses 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 Method of Accounting –An accounting method that measures the performance and position of a company by recognizing economic events in the period they occur regardless of when cash transactions occur (i.e. recognize revenue in the period in which it is earned rather than when the cash is received).

ADA (The Americans with Disabilities Act of 1990) – This federal act requires changes to transit vehicles, operations, and facilities to ensure that people with disabilities have access to jobs, public accommodations, telecommunications, and public services, including public transit.

ADA Paratransit Service – Non-fixed-route paratransit service utilizing vans and small buses to provide pre-arranged trips to and from specific locations within the service area to certified participants in the program.

Administrative Ratio – Measures administrative costs as a percentage of direct operating costs. It is management’s objective to reduce this ratio. Administrative costs include (but are not limited to) executive management, finance, purchasing, legal, internal audit, human resources, marketing, board support, and administrative services. Administrative revenues include (but are not limited to) advertising revenue.

Calculation = [(Administrative Costs – Administrative Revenues) / (Direct Costs + Start-up Costs)]

Ambulatory Disabled – A person with a disability that does not require the use of a wheelchair. This would describe individuals who use a mobility aid other than a wheelchair or have a visual or hearing impairment.

Arbitrage – Investment earnings representing the difference between interest paid on bonds and the interest earned on the investments made using bond proceeds.

Average Fare (calculated by mode) – Represents the average fare paid per passenger boarding on each mode of service during the period.

Calculation = (Modal Passenger Revenue) / (Modal Passenger Boardings)

Average Weekday Ridership – The average number of passenger boardings on a weekday. This measurement does not include ridership on Saturdays, Sundays, or holidays.

Balanced Budget – A budget in which projected revenues equal projected expenses during a fiscal period.

Bond Refinancing/Refunding – The redemption (payoff) and reissuance of bonds to obtain better interest rates and/or bond conditions. This results in the defeasance of the earlier debt. See also Defeasance.

Bus Rapid Transit (BRT) – BRT combines the quality of rail transit and the flexibility of buses. It can operate on exclusive transitways, High Occupancy Vehicle (HOV) lanes, expressways, or ordinary streets. A BRT system combines intelligent transportation systems, technologies, transit signal priority (TSP), cleaner and quieter vehicles, rapid and convenient fare collection, and integration with land use policies.

Capital – Funds that finance construction, renovation, and major repair projects or the purchase of machinery, equipment, buildings, and land.


Glossary of Terms/Definitions (cont’d)

Capital Expenditure – A cost incurred to acquire a new asset, or add capacity/improve the functionality of an existing asset, or extend the useful life of an existing asset beyond its original estimated useful life. The asset will have an expected life of one or more years and a value of $5,000 or more.

Major Capital Transit Investment Program – A federal grants program providing capital assistance for new fixed guideway, extensions of existing fixed guideway, or a corridor-based bus rapid transit system. This program includes New Starts, Small Starts, and Core Capacity projects.

Car Mile or Vehicle Mile – A single bus, rapid transit car, light rail vehicle, or commuter rail car traveling one mile.

CAFR – Comprehensive Annual Financial Report. It includes audited financial statements, financial notes, and related materials.

CMAQ – Congestion Mitigation and Air Quality. A federal program to fund transportation projects that will contribute to the attainment of national ambient air quality standards.

Certified Riders – Passengers who have been deemed eligible for Paratransit services because their disability inhibits them from functionally accessing fixed route services. Eligibility is determined in accordance with the criteria outlined in the Americans with Disabilities Act of 1990.

Complaints per 100,000 Passengers – Modal quality ratio that measures the number of service complaints per 100,000 passenger boardings (or per 1,000 boardings for Paratransit). Management's objective is to reduce this ratio.

Calculation = [(Service Complaints Received / Modal Passenger Boardings) * 100,000]

Cost per Revenue Mile – Efficiency ratio that measures the cost of providing a revenue mile of service. This measurement is based on fully loaded costs and excludes operating revenues. Management's objective is to reduce this ratio.

Calculation = [Total Operating Expenses / Revenue Miles]

Crimes against persons – Monitoring provides an overview of patron safety by detailing the frequency of crimes that occur on the DART system. Management's objective is to reduce this ratio.

Calculation = [Crimes Against Persons/Total Incidents]

Crimes against property – Monitoring provides an overview of the safety of our customer’s property. Management's objective is to reduce this ratio.

Calculation = [Crimes Against Property/Total Incidents]

Debt Service – The payment of interest and the repayment of principal on long-term borrowed funds according to a predetermined schedule.

Debt Service Coverage – The measure of the Agency’s ability to meet debt service payments. It is a ratio of cash flows to debt service requirements. See also External Coverage Ratio and Internal Coverage Ratio.

Defeasance of Bonds – The redemption of older higher-rate debt prior to maturity usually with replacement by new securities bearing lower interest rates.

Deferred Inflows of Resources – A deferred inflow of resources is defined as acquisition of net assets that is applicable to a future reporting period. Examples include, accumulated increase in fair value of hedging derivatives and certain components of the change in pension liability.

Deferred outflows of Resources – Deferred outflows of resources is consumption of net assets that is applicable to a future reporting period. An example includes a portion of an amount paid to refund a bond (refunding difference) that will be recognized as an expense in future reporting periods. Another example is a contribution to pension plan in the current fiscal year that will be reported as pension expense in the next fiscal year.



Demand Responsive – Paratransit passengers call to request service; therefore, that service is provided on demand, and is considered to be demand responsive, rather than scheduled service. In addition, DART provides some non-traditional demand responsive service that may not be Paratransit related, such as DART OnCall.

Depreciation – Expiration in the service life of fixed assets, other than wasting assets, attributable to wear and tear, deterioration, action of the physical elements, inadequacy, and obsolescence. The portion of the cost of a fixed asset, other than a wasting asset, charged to expense during a particular period.

Enterprise Fund – Gives the flexibility to account separately for all financial activities associated with a broad range of government services. It establishes a separate accounting and financial reporting mechanism for services for which a fee is charged. Revenues and expenses of the service are segregated into a fund with financial statements separate from all other activities.

Express Bus or Route – A suburban or intercity route that operates a portion of the route without stops or with a limited number of stops.

External Coverage Ratio – The ratio of gross sales tax revenues to annual debt service. DART standards (and the financial markets in general) require that this ratio be at least two.

Farebox Recovery Ratio – the proportion of operating cost that is generated by passenger fares.

Calculation = [Modal Farebox Revenue / Modal Operating Expense]

Farebox Revenue – All revenue from the sale of passenger tickets, passes, or other instruments of fare payment.

Fares – The amount charged to passengers for use of various services.

FAST Act – Fixing America’s Surface Transportation Act - FAST Act was signed into law in December 2015 to provide funding for surface transportation.

FEMA – Federal Emergency Management Agency – An agency of the U.S. Department of Homeland Security. This agency provides grant money to transit systems under the Freight Rail Security Grant Program and other such programs.

FTA (Federal Transit Administration) – The FTA is the federal agency that helps cities and communities provide mobility to their citizens. Through its grant programs, FTA provides financial and planning assistance to help plan, build, and operate bus, rail, and paratransit systems.

Fiscal Year – DART’s fiscal year is from October 1 through September 30 of the following year.

Fixed-Route Service – Service that operate according to fixed schedules and routes (for DART that service is bus, light rail, commuter rail, and streetcar).

Fuel Incentive – Fuel Incentive, also referred to as an alternative fuel tax credit, represents the $0.50 per gallon of compressed natural gas (CNG) DART receives from the Federal government based on CNG usage. This incentive is designed to encourage the use of clean fuel. It is subject to approval by US Congress every year and can be discontinued. The current legislation that authorized this credit expires on December 31, 2016.

Full Funding Grant Agreement (FFGA) – The Federal Transit Administration uses a FFGA to provide financial assistance for new start projects and other capital projects. The FFGA defines the project, including cost and schedule; commits to a maximum level of federal financial assistance (subject to appropriation); covers the period of time for the project; and helps to manage the project in accordance with federal laws and regulations. The FFGA assures the grantee of predictable federal financial support for the project while placing a ceiling on the amount.

Full-Time Equivalent – A measurement equal to one staff person working a full-time work schedule for one year (2,080 hours).

Fund Balance – The difference between a fund’s assets and liabilities (also called Fund Equity). Often this term refers to moneys set aside or earmarked for future needs. DART uses “reserves” as well as “funds” to ensure resources are available for anticipated and unanticipated needs.



Formula Grant - Allocations of federal funding to states, territories, or local units of government determined by distribution formulas in the authorizing legislation and regulations. To receive a formula grant, the entity must meet all the eligibility criteria for the program, which are pre-determined and not open to discretionary funding decisions. Formula grants typically fund activities of a continuing nature and may not be confined to a specific project. Common elements in formulas include population, proportion of population below the poverty line, and other demographic information.

General Operating Account – The operating account that is used to account for all financial resources and normal recurring activities except for those required to be accounted for in another fund.

Grants – Monies received from local, federal, and state governments to provide capital or operating assistance.

Headway – The time span between service vehicles (bus or rail) on a specified route.

Internal Coverage Ratio – A ratio which has a numerator of gross sales tax revenues plus operating revenues plus interest income less operating expenses, and a denominator of annual debt service on long-term debt. DART standards state the goal that this ratio be at least one—i.e., total revenues less operating expenses should be at least as great as total annual debt service.

JARC (Job Access Reverse Commute)/New Freedom – JARC is a federally funded program that provides operating and capital assistance for transportation services planned, designed, and carried out to meet the transportation needs or eligible low-income individuals and of reverse commuters regardless of income. The New Freedom program provides new public transportation services and public transportation alternatives beyond those required by the Americans with Disabilities Act (ADA).

Labor Expenditure – The cost of wages and salaries (including overtime) to employees for the performance of their work.

Line Item – An appropriation that is itemized on a separate line in a budget or financial plan.

Linked Trip – A single one-way trip without regard for the number of vehicles boarded to make the trip. For example, a commute from home to work achieved by boarding a bus to a train, and then taking another bus after leaving the train, represents one linked trip. See also Unlinked Trip.

Maintenance Expenditure – Expenditures for labor, materials, services, and equipment used to repair and service transit and service vehicles and facilities.

Mean Distance Between Service Calls – Quality ratio that measures the average number of miles a vehicle operates before a service call occurs. Management's objective is to increase this ratio.

Calculation = [Total Miles Operated / Total # of Service Calls]

MAP-21 – The Moving Ahead for Progress in the 21st Century Act was signed into law by President Obama on July 6, 2012. MAP-21 programs were authorized with the expiration date of September 30, 2014; however, prior to the expiration date, Congress extended the deadline of MAP-21 to October 29, 2015. The FAST Act has replaced MAP-21.

New Starts Program – A federal program which provides funding for fixed guideway transit projects which utilize and occupy a separate right-of-way or other high occupancy vehicle.

Obligations – Funds that have been obligated/committed to a specific purpose, but have not yet been expended.

On-Time Performance – Quality ratio that measures how often a service is on time (i.e., at a designated pick-up spot within a predetermined timeframe). The timeframe differs based on mode and frequency of service. Bus Operations currently uses 59 seconds early and 4 minutes and 59 seconds late. Light rail uses 1 minute early and 4 minutes late. Commuter rail uses 5 minutes late as required by FRA. Paratransit uses 20 minutes early and late. Management's objective is to increase this ratio.

Calculation = [(# Scheduled Trips Sampled - # of Times Early or Late) / Total # of Scheduled Trips Sampled]



Operating Budget – The planning of revenue and expenditures for a given period of time to maintain daily operations.

Off-Peak – Non-rush hour time periods.

Operating Revenues – Includes the revenues obtained from the farebox, special events service, advertising, signboard rentals, leases, pass sales, operating grants, shuttle services, other and other miscellaneous income. Operating revenues do not include sales tax revenue, interest income, or gain on sale of assets.

Operating Expenses – Includes the expenses required to operate DART's revenue service and general mobility projects. Operating expenses do not include the cost of road improvements or the staff costs associated with DART's capital programs.

Paratransit Service – Any transit service required by the 1990 Americans with Disabilities Act (ADA), generally characterized by pre-arranged curb-to-curb service provided by accessible vehicles.

Passenger Canceled Trips Ratio – Measures the percentage of times that Paratransit users schedule a trip, then cancel the trip. Total scheduled trips include actual trips made, cancellations, and no-shows.

Calculation = [# of Canceled Trips / Total # of Scheduled Trips]

Passenger Mile – A single passenger traveling one mile.

Passenger No-Show Ratio – Quality measurement for Paratransit service that measures the number of times a Paratransit user makes a reservation and does not show-up for the ride. This measurement is different from a cancellation. Management's objective is to reduce this number so that other trips can be scheduled in that timeframe. Users can lose the ability to access the Paratransit system if they have an excessive number of no-shows.

Calculation = [# of No Shows / Total # of Scheduled Trips]

Passengers per Hour – Actual – The total number of Paratransit passengers actually carried, divided by the total hours of revenue service. Management's objective is to increase this number.

Calculation = [Actual Passenger Boardings / Revenue Hours]

Passengers per Hour - Scheduled – The total number of Paratransit passengers scheduled per hour of revenue service. Management's objective is to increase this number.

Calculation = [Scheduled Passenger Boardings / Revenue Hours]

Passengers per Mile – Effectiveness ratio that measures route productivity by comparing the number of passenger boardings to the number of revenue miles. Management's objective is to increase this ratio.

Calculation = [Passenger Boardings / Revenue Miles]

Peak Period – Morning or evening rush hour.

Percentage of Trips Completed – Quality measurement for Paratransit service that measures the number of times DART completes a scheduled passenger pick-up. Management's objective is to increase this ratio.

Calculation = [(# of Actual Trips - # of Trips Missed) / # of Actual Trips]

Principal – The amount borrowed or the amount still owed on a loan, separate from the interest.

Reduced Fares – Discounted fares for children elementary through middle school, seniors and non-Paratransit disabled with valid ID; high school fares are applicable on bus and rail on Monday through Friday only; college/trade school valid on bus and rail with a DART Student ID.

Repurchase Agreement – A money-market transaction in which one party sells securities to another while agreeing to repurchase those securities at a later date.

Reserves – DART uses “reserves” as well as “funds” to ensure resources are available for anticipated and unanticipated needs.



Revenue Bond – A bond on which debt service is payable solely from a restricted revenue source (or sources)—for example sales tax revenues.

Revenue Car Miles – Total miles operated by LRT or TRE trains in revenue service multiplied by the number of cars operated as part of each train. Power consumption and maintenance requirements are driven by the number of car miles operated. As a result, one area of management focus is to optimize the number of cars operated per train based on ridership and Board-adopted loading standards.

Calculation = Sum for all trips of [# of Revenue Train Miles operated * # of cars in the train]

Revenue Miles or Hours – Measures the number of miles, or hours, that a vehicle is in revenue service (i.e., available to pick up passengers) and includes special events service. This measure does not include "deadhead miles" which are the miles between the bus maintenance facility and the beginning and/or end of a route.

Reverse Commute – City-to-suburb commute. This phrase refers to the fact that most riders commute from the suburbs to the city.

Ridership – For the total system, this is the total number of passengers boarding a DART vehicle. Transfers are included in total ridership and passenger boarding counts (e.g., if a person transfers from one bus to another bus or from a bus to rail, this is counted as two passenger boardings). Fixed route ridership counts passenger boardings (including transfers) for bus, light rail, streetcare, and commuter rail only. See also Unlinked Trip.

Sales Taxes for Operating Expenses – Measures the amount of sales taxes required to subsidize operations. 100% minus this percentage is the amount of sales taxes available for capital and road improvement programs. Management's objective is to reduce this ratio.

Calculation = [(Operating Expenses - Operating Revenues - Interest Income) / Sales Tax Revenues]

Scheduled Miles Per Hour – Represents the average overall speed of the modal service as reflected in the schedule, with stops and recovery time included. This value reflects both the composition of the service (i.e., express and local routes for bus mode) and the efficiency of the schedule (e.g., reducing recovery time in the schedule improves average speed).

Calculation (for bus) = [Scheduled Miles / Scheduled Hours]

Calculation (for rail) = [Scheduled Train Miles / Scheduled Train Hours]

Service Hours – Paratransit service hours are also known as revenue hours. They are calculated from the time of the first passenger pick-up until the time of the last passenger drop-off. Travel time to and from the garage is not included.

Service Levels – Also known as Telephone Service Factor (TSF), measures the response to calls within a specified period. This measurement is being used to monitor the effectiveness of the main call center (CI: 214-979-1111) within 1 minute, the response to Paratransit scheduling issues within 1 minute, and the response to Where's My Ride inquiries within 2 minutes.

Calculation = (# of Calls Answered Within the Specified Time Period) / (# of Calls Received Within the Specified Time Period)

Start-Up Costs – Costs associated with the implementation of a major new light rail, commuter rail, streetcar, or service expansion that are incurred prior to the service implementation (e.g., vehicle and system testing).

State of Good Repair (SGR) – Capital investment in infrastructure maintenance in order to improve the condition of current transit facilities and provide safe, reliability service.

Subscription Service – Paratransit passengers traveling at least three times per week to the same location at the same time can be placed on "subscription service." This service is "automatically" scheduled for the passenger, and it is not necessary for the passenger to call and schedule the service.

Calculation = [(Operating Expenses - Operating Revenues) / Passenger Boardings]



Total Vehicle Miles – The sum of all miles operated by passenger vehicles, including mileage when no passengers are carried.

Transit Asset Management (TAM) – Measurement of the condition of capital assets such as equipment, rolling stock, infrastructure, and facilities.

Transit-Oriented Development (TOD) – Mixed-use development of residential, commercial, and retail uses within walking distance of a transit station or bus route.

Transit Signal Priority – Transit signal priority either gives or extends a green signal to public transit vehicles under certain circumstances to reduce passenger travel times, improve schedule adherence, and reduce operating costs.

TIGER (Transportation Investment Generating Economic Recovery) – A program administered by the U.S. Department of Transportation for capital investments in surface transportation infrastructure that are to be awarded on a competitive basis for projects that will have a significant impact on the nation, a metropolitan area, or a region with regard to fostering economic development.

Unlinked Trip – A trip involving a single boarding and alighting from a transit vehicle. For example a commute from home to work achieved by boarding a bus to a train, and then taking another bus after leaving the train, represents three unlinked trips. See also Linked Trip.

Vanpool – Consists of a group of 5 to 15 people who regularly travel together to work (typically 30 miles or more roundtrip) in a DART-provided van.

Vehicle Revenue Mile – Vehicle mile during which the vehicle is in revenue service (i.e., picking up and/or dropping off passengers.

Zero Denials – A Federal mandate that in effect states that a provider cannot systematically deny paratransit trips on an on-going basis.

First Quarter R FY 2017

Table of Contents

Section 2 – Ridership Highlights R1 Introduction

R2 Total System Ridership

R3 Bus System Ridership

R4 Light Rail System Ridership

R5 Trinity Railway Express Ridership

R6-R8 Ridership Tables 1. Total Fixed Route Ridership – 25-Month Trending 2. Average Weekday Fixed-Route Ridership – 25-Month Trending 3. Passengers Boarding by Service Area City

R9-R12 Service Standards Monitoring Report

R13-R19 Route Performance Tables

R20-R23 Route Performance Charts

First Quarter R-1 FY 2017

Introduction This section of the Quarterly Report focuses on fixed route ridership, although the first chart and table include summaries of total system ridership, including Vanpool ridership. Fixed-route ridership reporting includes the number of unlinked passenger trips (e.g. boarding passengers are counted resulting in transferring passengers being counted each time they board a vehicle). Ridership statistics can be examined in several different ways: as totals, as averages and as ratios related to service levels. Each reporting technique has its value in analyzing ridership and each presents data from a different perspective. While total ridership is an important measure, it can vary significantly from month to month because of seasonality and the variation in the number of weekdays, Saturdays and Sundays in a month. The use of average daily ridership figures eliminates the issue of monthly calendar differences and makes direct comparisons of ridership more comparable. Average weekday ridership is the primary measurement discussed in this report. Bus ridership is derived daily from the on-board revenue collection system. Light rail (LRT) ridership is determined by statistically factoring Automated Passenger Counter (APC) sample data collected monthly. Trinity Railway Express (TRE) ridership is manually counted on a daily basis. Paratransit ridership is compiled from daily trip manifests. Dallas Streetcar ridership has been developed from a manual sampling process until the APC system installed on those vehicles is fully functional and tested. The productivity of DART services relative to the resources used to supply those services is reported by ratios that measure performance. Service Standards were adopted in 1995 and have been updated periodically to define the performance metrics and to establish benchmarks against which to measure individual routes’ performance. These statistics are compiled into a Route Performance Index that identifies those routes that are performing above, at or below standard. In 2003, the Service Standards Policy was amended to include Site-specific Shuttles and DART-on-Call zones in the services monitored. In 2009, the policy was further amended to include Flex Routes in the evaluation process. The Service Standards Monitoring Report included in this section of the Quarterly Report includes the modifications to policy made in 2003 and 2009. The performance metrics employed in this report are those adopted for FY 2010. Each element of this report is accompanied by a series of charts or tables summarizing ridership during the quarter.


Total System Ridership

Total system ridership includes fixed route (bus, light rail and commuter rail), Paratransit and Vanpool riders. Riders of both scheduled and special event services are reported.

Total system ridership in the first quarter of FY 2017 was 17.2 million riders, a decrease of 4.5 percent from the first quarter of FY 2016.

Fixed route ridership totaled 16.8 million passengers in the first quarter of FY 2017, a decrease of 4.4 percent from the first quarter of FY 2016. Decreases in weekend ridership were more pronounced than weekday ridership.

Bus System ridership totaled 8.2 million riders, 7.0 percent below the first quarter of FY 2016. Decreases on Saturdays and Sundays were at much greater proportions than weekday decreases.

Trinity Railway Express ridership was 550,486 passengers in the first quarter, a decrease of 3.7 percent from last year. Saturday ridership was higher than last year’s, leaving weekday decreases accounting for the overall decrease.

Light rail ridership was 8.0 million riders in the first quarter. This 1.7 percent decrease occurred on weekdays and Sundays, while Saturday ridership increased at a good rate.

Dallas Streetcar ridership cannot be completely reported due to a malfunction in the reporting system. Available data for October 2016 indicates a significant increase in ridership resulting from the extension to the Bishop Arts District and increased ridership during the State Fair as the city enjoyed more visitors.

Paratransit ridership decreased to 198,350 passenger trips in the first quarter of FY 2017, a drop of 1.6 percent from the FY 2016 levels.

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Fixed Route Total


Bus System Ridership

Total bus ridership (including special events ridership) in the first quarter of FY 2017 was 8.2 million riders, down 7.0 percent from the first quarter of FY 2016.

Average weekday ridership in the first quarter was 112,439 daily riders, a 6.4 percent decrease from last year’s average. Saturday bus system ridership averaged 51,977 daily riders, down 6.7 percent from last year. Sunday bus system ridership averaged 30,653 daily riders, a decrease of 10.5 percent from last year.

December’s weekday average bus system ridership was 102,570 daily riders, the lowest daily average recorded in over 20 years.

The most heavily patronized routes in the first quarter, by route classification, were:

Route Type Route Weekday Average

Crosstown 404 2,670 Express 283 768 Rail Feeder 583 2,090 TC Feeder 378 1,325 Local 11 4,394 Shuttle UTD 5,576 Flex 870 168

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Bus System Average Daily Ridership

Weekday Saturday Sunday


Light Rail System Ridership

LRT ridership in the first quarter totaled 8.0 million riders, a decrease of 1.7 percent from the first quarter of FY 2016.

Weekday ridership in the first quarter averaged 101,490 passengers, a decrease of 3.2 percent from the first quarter of FY 2016.

Saturday ridership in the first quarter averaged 68,346 passengers, an increase of 8.4 percent from the FY 2016 level.

Sunday ridership in the first quarter averaged 46,116 passengers, a decrease of 1.7 percent over the FY 2016 level.

Increasing development around some DART rail stations combined with relatively frequent service and a service span that includes the majority of the diverse work shift times of Service Area workers contribute to the continued attractiveness of the light rail system.

Growth in ridership is, however, limited by factors that include the growth of employment centers outside of the DART Service Area. In addition, limited resources for bus service delivery constrains the provision of the “first-mile” and “last-mile” connections to residential areas and employment centers that are located beyond walking distance of light rail stations.

During the first quarter the light rail system experienced some decreases in ridership as the result of an unusual number of incidents that caused service interruptions, delaying passengers.

The opening of the South Oak Cliff line segment to the University of North Texas resulted in positive ridership response that included apparent new riders along with shifting of riders from the former Ledbetter station terminus to the new Camp Wisdom and UNT stations.

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LRT System Average Daily Ridership

Weekday Saturday Sunday


Trinity Railway Express

Trinity Railway Express ridership decreased in the first quarter. The TRE served a total of 550,486 passengers, a decrease of 3.7 percent from the first quarter of FY 2016.

Weekday ridership on the TRE averaged 7,670 daily riders (a 5.5 percent decrease from last year) in the first quarter.

Saturday ridership in the first quarter averaged 4,000 daily riders, an increase of 11.5 percent over the first quarter of FY 2016. Improved Saturday service was begun in late October 2016, adding trips for improved service frequency.

Dallas Streetcar Ridership on the Dallas Streetcar cannot be completely reported for the quarter due to some

systems malfunction in reporting November and December ridership. October ridership was estimated at 10,258 riders. Staff is working to restore the systems and will be able to report ridership more accurately

in the future. The opening of the line’s extension to the Bishop Arts District has resulted in observable

ridership gains.

The following tables provide summaries of ridership results during the quarter.

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TRE System Average Daily Ridership

Weekday Saturday


Table 1 – Total Fixed-Route Ridership 25-Month Trending

Year Month Bus Monthly

LRT Monthly Commuter Rail Monthly

Streetcar Monthly

Fixed Route Total

2015 December 2,957.00 2,369.00 171.00 5,497.00January 2,892.00 2,310.00 172.00 5,374.00February 2,638.00 2,141.00 163.00 4,942.00March 2,906.00 2,481.00 199.00 5,586.00April 3,055.00 2,481.00 182.00 4.00 5,718.00May 2,943.00 2,287.00 156.00 3.80 5,386.00June 3,076.00 2,515.00 177.00 3.30 5,768.00July 3,096.00 2,530.00 179.00 3.30 5,805.00August 3,088.00 2,509.00 172.00 2.70 5,769.00September 3,183.00 2,695.00 193.00 2.80 6,071.00

2016 October 3,251.00 3,437.00 241.00 3.40 6,929.00November 2,764.00 2,373.00 161.00 3.20 5,298.00December 2,830.00 2,358.00 169.00 3.00 5,357.00January 2,695.00 2,334.00 160.00 2.80 5,189.00February 2,830.00 2,326.00 173.00 3.70 5,329.00March 2,822.00 2,482.00 188.00 3.10 5,492.00April 2,748.00 2,400.00 172.00 2.70 5,320.00May 2,693.00 2,325.00 155.00 1.70 5,173.00June 2,650.00 2,473.00 163.00 2.90 5,286.00July 2,528.00 2,265.00 144.00 3.30 4,937.00August 2,894.00 2,484.00 168.00 5.90 5,546.00September 2,960.00 2,505.00 159.00 14.10 5,624.00

2017 October 2,992.00 3,413.00 223.00 10.30 6,628.00November 2,724.00 2,399.00 167.00 0.00 5,290.00December 2,512.00 2,213.00 161.00 0.00 4,886.00

All figures are in thousands (000) of riders.


Table 2 – Average Weekday Fixed-Route Ridership 25-Month Trending

Year Month Bus Weekday LRT WeekdayCommuter Rail

WeekdayStreetcar Weekday

Fixed Route Total

2015 December 114.3 91.2 7.2 212.7January 115.9 91.2 7.5 214.6February 119.4 95.1 7.5 222.0March 117.9 95.8 8.3 222.0April 120.9 95.8 7.6 0.3 224.3May 121.1 92.5 7.2 0.2 220.8June 120.2 97.6 7.6 0.2 225.4July 119.2 96.8 7.7 0.2 223.7August 121.4 98.3 7.6 0.1 227.3September 129.2 105.5 8.2 0.1 242.9

2016 October 126.4 121.4 9.1 0.2 256.9November 122.3 102.0 7.8 0.2 232.1December 111.6 91.1 7.4 0.1 210.1January 111.7 96.5 7.3 0.1 215.5February 117.6 93.7 7.6 0.2 218.9March 107.7 90.4 7.6 0.1 205.7April 112.2 94.2 7.5 0.1 213.9May 107.4 92.8 6.9 0.1 207.1June 104.7 95.2 7.0 0.1 206.9July 104.0 90.5 6.7 0.1 201.2August 109.9 93.3 6.9 0.2 210.1September 121.7 100.6 7.2 0.5 229.5

2017 October 119.3 119.8 8.6 0.3 247.7November 115.5 98.3 7.5 0.0 221.3December 102.6 86.4 6.9 0.0 195.9

All figures are in thousands (000) of riders.


Table 3 – Passengers Boarding by Service Area City

Sep Sep %%% (2) FYTD FYTD %%%

Description 2016 2015 Change 2016 2015 Change

Bus Ridership (1)

Addison 56 -100.0% 250 631 -60.5%

Carrollton 28 -100.0% 125 314 -60.1%

Farmers Branch 39 -100.0% 167 420 -60.2%

Garland 198 -100.0% 843 2,146 -60.7%

Glenn Heights 20 -100.0% 82 212 -61.5%

Irving 201 -100.0% 916 2,277 -59.8%

Plano 84 -100.0% 368 939 -60.8%

Richardson 183 -100.0% 690 1,818 -62.0%

Rowlett 2 -100.0% 8 20 -61.0%

Mesquite-Contracted 3 -100.0% 11 32 -66.1%

Arlington-Contracted 7 100.0% 27 73 -63.2%

Suburban Total 0 822 -100.0% 3,486 8,882 -60.7%

Dallas Total (3) 2,178 2,360 -7.7% 20,360 26,311 -22.6%

Bus Total 2,178 3,183 -31.6% 23,847 35,194 -32.2%

Light Rail (APC) 2,505 2,216 13.0% 20,078 29,805 -32.6%

Commuter Rail 159 193 -17.6% 1,340 2,141 -37.4%

Streetcar 9 3 100.0% 33 33 100.0%

Total Passenger Boardings 4,851 5,595 -13.3% 45,297 67,172 -32.6%

Sep Sep Inc FYTD FYTD Inc

Type of Day 2016 2015 (Dec) 2016 2015 (Dec)

Weekdays 21 21 0 148 255 -107

Saturdays/Holiday 4 4 0 33 53 -20

Sundays/Holiday 5 5 0 33 58 -25

Total 30 30 0 214 366 -152

(1) Effective March 1998, Ridership allocations between member cities are based on an on-board survey,

performed during a 4 month period ending January 31, 1998.

(2) % Change includes impact of revision to route allocations. Percentage changes based on unrounded numbers

(3) Includes University Park, Highland Park, and Cockrell Hill.

Dallas Area Rapid TransitEstimated Passenger Boardings By Service Area City

September 30, 2016

In Thousands


Service Standards Monitoring Report Purpose and Approach DART’s Service Standards Policy directs that a quarterly Service Standards Monitoring Report that describes the performance of the DART bus system be provided to the Board of Directors. Bus route performance is measured using a Route Performance Index (RPI). The RPI is calculated for each DART bus route. The RPI is based on comparisons of each individual route’s performance against the adopted target in each of three performance measures. Those measures are passengers per revenue hour, passengers per trip and subsidy per passenger. The targets for each of these measures are defined for each of six route types, Crosstown, Express, Rail Feeder, Transit Center Feeder, Local and Site-specific Shuttle. In addition, a Service Performance Index (SPI) is calculated for the DART-on-Call service and for Flex routes. This latter index measures performance against targets for subsidy per passenger and passengers per revenue hour. The Service Standards define an RPI (or SPI) of 0.6 or greater as satisfactory performance. Routes whose RPI (or SPI) values fall below 0.6 are targeted for corrective action up to and including elimination. Routes with an RPI (or SPI) value between 0.6 and 0.8 are targeted for analysis in order to take a proactive approach to both identify and correct downward trending performance and to improve overall performance. The following report has been prepared using the adopted FY 2010 targets. New and revised routes are provided a 24-month introductory period as their ridership develops to its full potential and are only considered for modifications to improve ridership during the introductory period. First Quarter Report In the first quarter, 65 (44.2 percent) of 147 routes and services had RPI or SPI values of 0.6 or better. Ten routes (6.8 percent had RPI values of less than 0.3, half of the acceptable level. An additional 14 routes (9.5 percent) had RPI values of 0.3. Eight routes (5.4 percent) had RPI values of 1.0 or greater and an additional fourteen routes (9.5 percent) had RPI values of 0.9. Summaries of route performance by route type are presented on the following pages with detailed tables following the narrative. Charts of DART operated route performance follow the tables.


Crosstown Routes Nine of 21 crosstown routes, 401 (Irving) 410 (Garland, Plano, Richardson), 415 (Dallas),

444 (Cockrell Hill, Dallas), 445 (Dallas), 451 (Dallas, Plano, Richardson), 452 (Plano), 475 (Dallas) and 987 (Rapid Ride in Dallas and Garland) failed to achieve an RPI value of 0.6.

Routes 444, 445, 452 and 987 were examined carefully in the Comprehensive Operations Analysis (COA). Route 475 will be reviewed to determine appropriate corrective action to improve its performance. Route 415 was modified when the SOC-3 light rail extension opened in October 2016 and is in its development period.

The remaining crosstown routes performed at or above the 0.6 level during the first quarter. Five crosstown routes performed at an RPI level of 0.9. Two routes performed at the 0.8 level while two additional routes performed at the 0.7 level. Three routes performed at the 0.6 level.

Express Routes

Two of the six Express routes had an RPI value of 0.6 or greater. Route 205 (Addison) had the highest RPI value among Express routes with an RPI of 0.9. Route 206 (Glenn Heights) reached the 0.6 performance level. Routes 278 (Dallas) and 283 (Garland) with RPI levels of 0.5 were just below the acceptable

level. Route 210 (Plano) with an RPI of 0.3 serves the Jack Hatchell Transit Center has seen

ridership decline as the 208 route’s ridership has grown. Route 208 serves the Northwest Plano Park & Ride. While its performance dropped to an

RPI value of 0.4 during the first quarter, its ridership is expected to increase as employers begin to occupy their new facilities in the Legacy area.

Rail Station Feeder Routes

The top performing Rail Station Feeder routes were route 702 (Northpark Shuttle) and Route 583 (Lovers Lane/LBJ/Skillman/Richland College) RPI values of 1.5 and 1.3 respectively.

Route 506 (Dallas) with an RPI of 1.1 and routes 501 (Irving) and 534 (Addison, Carrollton, Dallas) with RPI values of 1.0 were the other top performers.

Only one-third of the Rail Feeder routes performed above the 0.6 RPI level. Thirty-three Rail Feeder routes, 61.1 percent of the category, failed to reach the 0.6 RPI

measure of acceptability. Ten routes performed at the 0.5 level while fourteen routes were performing at the 0.4 level.

Nine routes performed below the 0.4 RPI level. Route 510 (Irving), performed at the 0.2 level.


Transit Center Feeder Routes

Five Transit Center Feeder routes fell below the 0.6 RPI level. Routes 333 (Addison, Carrollton, Dallas, 0.5), 346 (Plano, 0.1), 348 (Plano, 0.2), 376 (Cockrell Hill, Dallas, 0.4) and 385 (Garland, 0.3) were the poor performers.

The top performing route ,378 (Garland) with an RPI of 1.2 was also the Transit Center Feeder Route with the highest ridership. Route 360 (Dallas, Richardson) was second with an RPI of 0.9; it coincidentally had the second highest ridership among Transit Center Feeder routes.

Five routes had an RPI value of 0.7. Three routes had RPI values of 0.6.

Local Routes

Eleven of the 26 Local routes (42.3 percent) posted RPI values of 0.6 or greater in the first

quarter of FY 2016. Routes 11 (Dallas) and 110 (Dallas) were best performing Local routes, with RPIs of 1.2 and

0.9 respectively. Route 11 was the most heavily patronized route. Route 110 continues to be a strong performer having posted RPI values of 0.9 in each of the past two quarters.

Routes 164 (Dallas, 0.8), 2 (Dallas, 0.7), and 26 (Dallas, 0.8) were acceptable performing routes. Six additional routes performed at the 0.6 level.

Routes 21, 27, 29, 42, 59 and 155 (all in Dallas) were the poorest performers. Routes 27 and 155 have been retained for additional ridership development opportunities. Routes 21, 27 and 155 were the lowest performing Local routes with RPI values of 0.3 or lower.

Route 21 is being reviewed as a part of the Oak Cliff Service Review. Its ridership is expected to improve because of D-Link route modifications associated with the Dallas Streetcar extension.

Site-Specific Shuttles

Site-specific Shuttles are operated in partnership with the sponsors that they serve. The

performance reported here is based upon DART’s share of the cost of operation. Six of ten Site-specific Shuttles performed at or above the 0.6 level. The UT Dallas shuttle, whose contract is now managed by DART, performed at a 1.9 RPI. Three routes, Baylor, SMU Mustang Express and U T Southwestern each posted an RPI of

0.9. The D-Link performed at an RPI value of 0.1 in the first quarter. The route 723 Bishop Arts

Service that circulates from the end of the Dallas Streetcar to serve areas along Davis Street, Edgefield Avenue and Jefferson Boulevard performed so poorly that its RPI was 0.

Route 749, the former route 49 now serves the Design District with improved service frequencies. Its performance was at the 0.4 level but is expected to improve as ridership develops.

The Texas Instruments Main Campus shuttle performed at the 0.2 RPI level. The Texas Instruments Spring Creek shuttle in Plano was discontinued with the closing of the campus as a TI facility.


DART-on-Call

Only one of the eight DART-on-Call zones exceeded the 0.6 Service Performance Index level.

The North Central Plano zone (SPI 0.6) was the best performing zone. The Farmers Branch zone performed at the 0.5 level. The Farmers Branch zone has been

targeted for specific service improvements designed to accommodate more riders. Those improvements are currently under development.

The remaining zones performed below the 0.5 level as ridership in most zones has been decreasing.

The Rowlett zone saw its performance fall to the 0.5 level while the North Dallas zone improved to the 0.5 level.

The Glenn Heights zone that had formerly been the best performing zone continued to experience very low ridership, posting an SPI of 0.4. Midday service added to this zone has resulted in a change in ridership patterns but has not resulted in increased ridership.

The Park Cities zone, with an SPI value of 0.2, continues to experience low ridership. A pilot project using Uber to provide trips to, from and within the zone is being conducted in an attempt to find a cost-effective and productive way to accommodate riders.

FLEX Routes

Two of the six FLEX routes met the 0.6 Service Performance Index level. One Flex route, 843 (Plano) performed at the 0.8 level. Route 841 (Plano, Richardson) performed at the 0.6 level. Route 842 (Dallas), performing at the 0.5 level has been proposed for replacement by a

DART-on-Call zone to provide service more specifically targeted to the needs of the community it serves.

The South Irving route, 840 performed at the 0.3 level while the Rowlett route (887) declined to a 0.2 level.

The Rowlett route (887) was restructured in mid-March 2016 in a plan to expand the number of residence and employment areas served by the route. Those changes in coordination with modifications to extend route 385 to Rowlett are expected to increase ridership and improve the route’s performance. The 887 route is still in its development period after the March 2016 restructuring.


Table 4 – Crosstown Routes Performance

Avg Avg 4Q 16 1Q 17Weekday Weekday Pass/ Route Route RPI

Pass Pass % Sub/ Pass/ Rev Performance Performance PointLINE 1Q 17 4Q 16 Change Pass Index Trip Index Hour Index Index Index Change

$3.50 34.00 24.0

488 1,900 1,790 6.2% $4.14 0.8 33.5 1.0 22.6 0.9 1.0 0.9 -0.1467 2,324 2,280 1.9% $4.34 0.8 26.2 0.8 26.7 1.1 0.9 0.9 0.0486 2,313 2,282 1.4% $4.29 0.8 32.8 1.0 21.5 0.9 0.9 0.9 0.0404 2,670 2,623 1.8% $4.23 0.8 28.6 0.8 22.0 0.9 0.8 0.9 0.1466 2,278 2,030 12.2% $3.78 0.9 26.7 0.8 20.8 0.9 0.7 0.9 0.2453 2,184 2,155 1.3% $4.66 0.8 26.7 0.8 20.6 0.9 0.8 0.8 0.0463 1,522 1,503 1.3% $4.47 0.8 25.4 0.7 22.7 0.9 0.8 0.8 0.0400 1,953 1,923 1.5% $6.69 0.5 30.3 0.9 16.7 0.7 0.7 0.7 0.0408 1,550 1,531 1.2% $5.54 0.6 26.0 0.8 17.6 0.7 0.7 0.7 0.0428 1,892 1,920 -1.5% $6.30 0.6 20.0 0.6 17.4 0.7 0.6 0.6 0.0409 1,714 1,752 -2.2% $5.72 0.6 19.7 0.6 16.0 0.7 0.6 0.6 0.0405 1,425 1,409 1.1% $6.38 0.5 21.2 0.6 14.7 0.6 0.6 0.6 0.0401 899 927 -3.0% $6.60 0.5 15.4 0.5 15.6 0.7 0.6 0.5 -0.1415 777 914 -15.1% $7.13 0.5 15.1 0.4 15.0 0.6 0.5 0.5 0.0410 841 883 -4.8% $7.74 0.5 14.2 0.4 14.8 0.6 0.5 0.5 0.0451 948 968 -2.1% $7.76 0.5 17.1 0.5 15.1 0.6 0.5 0.5 0.0445 762 725 5.1% $6.08 0.6 10.6 0.3 14.8 0.6 0.5 0.5 0.0452 762 759 0.3% $8.89 0.4 13.2 0.4 16.5 0.7 0.5 0.5 0.0475 1,076 1,042 3.2% $7.94 0.4 14.9 0.4 12.9 0.5 0.4 0.5 0.1444 856 799 7.1% $8.30 0.4 13.2 0.4 12.4 0.5 0.5 0.4 -0.1987 712 740 -3.8% $17.97 0.2 13.2 0.4 9.6 0.4 0.3 0.3 0.0

Crosstown RoutesFirst Quarter 2017

Service Standards Monitoring ReportDallas Area Rapid Transit


Table 5 – Express Routes Performance



$5.50 18.00 31.0

205 592 676 -12.5% $8.99 0.6 19.7 1.1 31.0 1.0 1.0 0.9 -0.1206 742 769 -3.5% $10.60 0.5 13.3 0.7 20.2 0.7 0.7 0.6 -0.1278 375 406 -7.6% $10.42 0.5 7.5 0.4 16.9 0.5 0.5 0.5 0.0283 768 765 0.4% $12.01 0.5 9.6 0.5 16.1 0.5 0.5 0.5 0.0208 580 639 -9.2% $14.23 0.4 9.5 0.5 13.4 0.4 0.5 0.4 -0.1210 213 231 -7.7% $23.97 0.2 8.5 0.5 10.1 0.3 0.4 0.3 -0.1

Express RoutesService Standards Monitoring Report

Dallas Area Rapid TransitFirst Quarter 2017


Table 6 – Rail Station Feeder Routes



$4.00 13.00 22.0

702 595 523 13.8% $1.67 2.4 6.3 0.5 37.7 1.7 1.2 1.5 0.3583 2,090 1,947 7.4% $3.72 1.1 22.1 1.7 24.1 1.1 1.2 1.3 0.1506 1,220 1,273 -4.1% $3.19 1.3 11.9 0.9 24.5 1.1 1.1 1.1 0.0501 1,121 1,108 1.2% $5.87 0.7 20.4 1.6 17.5 0.8 1.0 1.0 0.0534 1,185 1,091 8.6% $5.96 0.7 17.7 1.4 18.2 0.8 0.9 1.0 0.1531 648 640 1.3% $5.45 0.7 13.1 1.0 20.7 0.9 0.9 0.9 0.0549 1,130 1,047 8.0% $5.56 0.7 16.4 1.3 16.7 0.8 0.8 0.9 0.1554 1,191 1,100 8.3% $4.35 0.9 10.9 0.8 21.3 1.0 0.8 0.9 0.1502 763 819 -6.9% $5.44 0.7 10.5 0.8 15.6 0.7 0.8 0.8 0.0527 759 799 -5.0% $5.42 0.7 7.8 0.6 19.1 0.9 0.8 0.7 -0.1535 1,044 989 5.5% $7.62 0.5 11.9 0.9 14.1 0.6 0.7 0.7 0.0553 386 486 -20.6% $6.63 0.6 7.7 0.6 19.1 0.9 0.7 0.7 0.0592 1,023 999 2.4% $5.58 0.7 7.9 0.6 17.1 0.8 0.7 0.7 0.0597 965 934 3.3% $7.78 0.5 12.2 0.9 13.5 0.6 0.7 0.7 0.0551 397 388 2.2% $6.96 0.6 8.4 0.6 17.1 0.8 0.6 0.7 0.1593 808 803 0.5% $5.98 0.7 8.2 0.6 14.9 0.7 0.6 0.7 0.1574 423 313 35.3% $8.70 0.5 9.6 0.7 17.9 0.8 0.5 0.7 0.2524 555 612 -9.3% $5.64 0.7 4.0 0.3 13.9 0.6 0.6 0.6 0.0528 513 504 1.7% $7.18 0.6 7.0 0.5 14.2 0.6 0.6 0.6 0.0582 538 584 -7.9% $7.96 0.5 8.9 0.7 13.8 0.6 0.6 0.6 0.0522 606 533 13.7% $7.83 0.5 7.5 0.6 13.6 0.6 0.5 0.6 0.1544 736 772 -4.7% $8.71 0.5 8.3 0.6 10.9 0.5 0.6 0.5 -0.1504 301 308 -2.3% $9.27 0.4 6.1 0.5 12.0 0.5 0.5 0.5 0.0514 405 413 -2.0% $11.56 0.3 8.1 0.6 10.3 0.5 0.5 0.5 0.0529 395 411 -4.0% $7.95 0.5 6.1 0.5 9.7 0.4 0.5 0.5 0.0538 685 689 -0.5% $7.66 0.5 4.5 0.3 13.6 0.6 0.5 0.5 0.0541 558 543 2.9% $9.32 0.4 8.5 0.7 11.7 0.5 0.5 0.5 0.0547 564 482 17.0% $8.37 0.5 6.6 0.5 13.4 0.6 0.5 0.5 0.0571 435 440 -1.3% $12.08 0.3 7.6 0.6 10.1 0.5 0.5 0.5 0.0509 355 320 11.0% $8.73 0.5 6.0 0.5 12.5 0.6 0.4 0.5 0.1533 135 121 11.7% $8.22 0.5 3.7 0.3 15.5 0.7 0.4 0.5 0.1594 361 380 -5.1% $8.82 0.5 5.5 0.4 10.1 0.5 0.5 0.4 -0.1704 745 1,012 -26.4% $7.47 0.5 1.8 0.1 10.9 0.5 0.5 0.4 -0.1505 274 302 -9.2% $14.40 0.3 5.6 0.4 8.3 0.4 0.4 0.4 0.0507 218 231 -5.9% $12.30 0.3 4.5 0.3 9.6 0.4 0.4 0.4 0.0513 224 224 0.0% $9.75 0.4 4.5 0.3 12.3 0.6 0.4 0.4 0.0515 420 487 -13.7% $10.61 0.4 4.9 0.4 9.3 0.4 0.4 0.4 0.0555 125 0 All $9.57 0.4 2.7 0.2 9.9 0.5 0.4 0.4526 272 286 -4.8% $10.57 0.4 4.5 0.3 12.8 0.6 0.4 0.4 0.0536 194 202 -3.9% $17.84 0.2 6.1 0.5 8.3 0.4 0.4 0.4 0.0542 384 381 0.8% $11.62 0.3 5.6 0.4 9.1 0.4 0.4 0.4 0.0560 291 293 -0.6% $10.45 0.4 5.7 0.4 11.5 0.5 0.4 0.4 0.0568 633 649 -2.5% $10.09 0.4 5.8 0.4 10.1 0.5 0.4 0.4 0.0591 290 296 -2.0% $11.71 0.3 4.5 0.3 10.6 0.5 0.4 0.4 0.0508 219 207 6.0% $12.59 0.3 4.4 0.3 9.3 0.4 0.3 0.4 0.1500 264 277 -4.8% $13.10 0.3 4.4 0.3 8.9 0.4 0.4 0.3 -0.1516 184 0 All $13.28 0.3 2.1 0.2 7.3 0.3 0.3 0.3521 237 246 -3.7% $14.18 0.3 3.9 0.3 7.8 0.4 0.3 0.3 0.0532 192 193 -0.4% $15.05 0.3 3.7 0.3 7.3 0.3 0.3 0.3 0.0566 169 172 -2.0% $16.53 0.2 3.5 0.3 7.3 0.3 0.3 0.3 0.0595 427 424 0.6% $16.95 0.2 6.3 0.5 6.5 0.3 0.3 0.3 0.0525 163 179 -9.1% $15.63 0.3 2.9 0.2 5.7 0.3 0.3 0.2 -0.1510 152 158 -4.1% $27.69 0.1 3.3 0.3 4.4 0.2 0.2 0.2 0.0705 222 224 -0.6% $17.90 0.2 0.8 0.1 5.0 0.2 0.2 0.2 0.0

Rail Station Feeder Routes


First Quarter 2017


Table 7 – Transit Center Feeder Routes



$5.00 13.00 18.0

378 1,325 1,311 1.0% $5.56 0.9 19.3 1.5 19.9 1.1 1.1 1.2 0.1360 909 940 -3.3% $5.72 0.9 12.4 1.0 17.5 1.0 0.9 0.9 0.0374 681 746 -8.7% $8.51 0.6 12.0 0.9 12.8 0.7 0.8 0.7 -0.1361 434 458 -5.2% $8.21 0.6 7.2 0.6 14.3 0.8 0.8 0.7 -0.1362 601 634 -5.3% $8.30 0.6 10.5 0.8 13.1 0.7 0.7 0.7 0.0350 663 672 -1.4% $9.55 0.5 11.8 0.9 13.0 0.7 0.7 0.7 0.0372 625 559 11.8% $8.16 0.6 10.7 0.8 13.8 0.8 0.7 0.7 0.0377 299 323 -7.4% $7.75 0.6 6.2 0.5 13.3 0.7 0.7 0.6 -0.1347 580 584 -0.7% $10.93 0.5 11.0 0.8 11.6 0.6 0.6 0.6 0.0380 317 321 -1.4% $9.59 0.5 6.2 0.5 12.4 0.7 0.6 0.6 0.0333 261 297 -12.1% $12.13 0.4 5.2 0.4 10.5 0.6 0.5 0.5 0.0376 250 253 -1.1% $11.59 0.4 3.1 0.2 10.2 0.6 0.4 0.4 0.0385 202 206 -2.2% $19.71 0.3 4.6 0.4 7.0 0.4 0.3 0.3 0.0348 75 85 -11.2% $40.28 0.1 1.0 0.1 4.1 0.2 0.2 0.1 -0.1346 30 25 22.7% $38.68 0.1 0.8 0.1 3.8 0.2 0.1 0.1 0.0

Transit Center Feeder Routes


First Quarter 2017


Table 8 – Local Routes



$3.25 24.50 23.5

11 4,394 4,334 1.4% $2.88 1.1 32.2 1.3 26.4 1.1 1.1 1.2 0.1110 1,529 1,535 -0.4% $3.74 0.9 19.5 0.8 26.3 1.1 0.9 0.9 0.0164 2,766 2,737 1.0% $5.01 0.6 18.8 0.8 21.7 0.9 0.8 0.8 0.026 1,210 1,149 5.3% $4.01 0.8 14.8 0.6 19.9 0.8 0.7 0.8 0.12 1,141 1,141 0.0% $4.64 0.7 14.2 0.6 18.4 0.8 0.7 0.7 0.024 1,271 1,208 5.2% $4.92 0.7 10.7 0.4 19.1 0.8 0.6 0.6 0.019 1,934 1,922 0.6% $6.32 0.5 14.3 0.6 15.4 0.7 0.6 0.6 0.076 838 815 2.8% $5.37 0.6 12.0 0.5 16.3 0.7 0.6 0.6 0.036 1,159 1,083 7.0% $7.21 0.5 16.6 0.7 13.5 0.6 0.5 0.6 0.139 682 666 2.5% $5.35 0.6 9.5 0.4 15.7 0.7 0.5 0.6 0.163 810 774 4.7% $6.64 0.5 11.6 0.5 17.9 0.8 0.5 0.6 0.11 1,394 1,426 -2.2% $7.41 0.4 12.5 0.5 13.5 0.6 0.5 0.5 0.0

161 1,540 1,543 -0.2% $7.20 0.5 11.2 0.5 16.4 0.7 0.5 0.5 0.0183 884 810 9.1% $6.20 0.5 10.6 0.4 14.7 0.6 0.5 0.5 0.031 1,077 1,116 -3.5% $9.04 0.4 15.1 0.6 10.6 0.5 0.5 0.5 0.052 764 700 9.1% $6.04 0.5 8.7 0.4 15.0 0.6 0.5 0.5 0.012 1,160 1,162 -0.2% $8.01 0.4 13.1 0.5 12.6 0.5 0.5 0.5 0.035 757 753 0.5% $7.89 0.4 12.8 0.5 12.9 0.5 0.5 0.5 0.060 783 783 0.0% $7.87 0.4 13.7 0.6 13.6 0.6 0.5 0.5 0.0111 743 712 4.4% $6.62 0.5 9.9 0.4 14.6 0.6 0.5 0.5 0.029 834 843 -1.0% $8.62 0.4 9.5 0.4 12.0 0.5 0.4 0.4 0.059 626 618 1.2% $7.82 0.4 9.7 0.4 12.6 0.5 0.4 0.4 0.042 508 515 -1.3% $8.14 0.4 8.6 0.4 12.5 0.5 0.4 0.4 0.021 476 462 2.9% $13.11 0.2 8.1 0.3 8.2 0.3 0.3 0.3 0.0155 127 125 1.8% $15.24 0.2 5.2 0.2 12.0 0.5 0.3 0.3 0.027 107 103 3.6% $12.73 0.3 2.7 0.1 8.3 0.4 0.2 0.2 0.0


Local RoutesService Standards Monitoring Report


Table 9 – Site Specific Shuttles



$0.90 7.50 21.0

UTD 5,576 5,196 7.3% $0.51 1.8 15.1 2.0 40.0 1.9 10.8 1.9 -8.9768 1,137 1,144 -0.6% $1.18 0.8 6.4 0.9 19.9 0.9 1.6 0.9 -0.7

BAY 284 326 -13.0% $0.71 1.3 3.3 0.4 18.3 0.9 0.4 0.9 0.5UTSW 293 390 -24.9% $1.37 0.7 8.6 1.1 21.9 1.0 0.8 0.9 0.1DFW 459 469 -2.1% $1.07 0.8 5.7 0.8 11.4 0.5 0.9 0.7 -0.2RSON 140 164 -14.5% $1.70 0.5 2.6 0.4 19.9 0.9 0.8 0.6 -0.2

749 398 408 -2.6% $9.12 0.1 5.0 0.7 10.0 0.5 0.1 0.4 0.3MCE 94 87 7.9% $1.19 0.8 1.1 0.1 8.4 0.4 0.4 0.4 0.0

TI 234 317 -26.1% $5.06 0.2 1.5 0.2 4.8 0.2 0.3 0.2 -0.1722 192 448 -57.2% $33.07 0.0 1.8 0.2 3.1 0.1 0.3 0.1 -0.2723 31 44 -30.0% $59.65 0.0 0.3 0.0 1.9 0.1 0.1 0.0 -0.1

Avg Avg 4Q 16 1Q 17Weekday Weekday Pass/ Service Service SPI

Pass Pass % Sub/ Rev Performance Performance PointLINE 1Q 17 4Q 16 Change Pass Index Hour Index Index Index Change

$8.40 6.50

NCPoC 83 71 16.3% $10.92 0.8 3.8 0.6 0.6 0.7 0.1FBoC 44 46 -5.1% $15.26 0.6 2.7 0.4 0.5 0.5 0.0NDoC 50 41 21.2% $14.70 0.6 2.8 0.4 0.4 0.5 0.1RoC 45 47 -5.0% $13.88 0.6 3.0 0.5 0.6 0.5 -0.1GH 34 30 13.3% $17.89 0.5 2.4 0.4 0.4 0.4 0.0

LHoC 27 26 7.3% $23.03 0.4 1.8 0.3 0.3 0.3 0.0LoC 25 25 1.2% $24.37 0.3 1.7 0.3 0.3 0.3 0.0

PKCTY 14 13 7.2% $36.48 0.2 1.2 0.2 0.2 0.2 0.0

DART-on-Call Zones

Site-Specific Shuttle Routes


First Quarter 2017

Table 10 - DART-on-Call ZonesService Standards Monitoring Report



Table 11 – Flex Routes

Avg Avg 4Q 16 1Q 17Weekday Weekday Pass/ Service Service SPI

Pass Pass % Sub/ Rev Performance Performance PointLINE 1Q 17 4Q 16 Change Pass Index Hour Index Index Index Change

$4.00 10.50

843 97 93 3.6% $12.45 0.3 13.3 1.3 0.8 0.8 0.0841 145 141 2.9% $17.22 0.2 10.4 1.0 0.6 0.6 0.0842 81 89 -8.6% $22.47 0.2 8.7 0.8 0.5 0.5 0.0870 185 168 10.0% $18.33 0.2 6.1 0.6 0.4 0.4 0.0840 122 117 4.2% $25.85 0.2 5.4 0.5 0.3 0.3 0.0887 45 50 -9.1% $40.61 0.1 3.1 0.3 0.2 0.2 0.0

FLEX RoutesFirst Quarter 2017



0.0

0.1

0.2

0.3

0.4

0.5

0.6

0.7

0.8

0.9

1.0

400 401 404 405 408 409 410 415 428 444 445 451 452 453 463 466 467 475 486 488 987

Route Performance IndexCrosstown Routes

RPI Std

0.0

0.1

0.2

0.3

0.4

0.5

0.6

0.7

0.8

0.9

1.0

205 206 208 210 278 283

Route Performance IndexExpress Routes

RPI Std


0.0

0.2

0.4

0.6

0.8

1.0

1.2

1.4

1.650

050

150

250

450

550

650

750

850

951

051

351

451

551

652

152

252

452

552

652

752

852

953

153

253

353

453

553

653

854

154

254

454

754

955

155

355

455

556

056

656

857

157

458

258

359

159

259

359

459

559

770

270

470

5

Route Performance IndexRail Station Feeder Routes

RPI Std

0.0

0.2

0.4

0.6

0.8

1.0

1.2

1.4

333

346

347

348

350

360

361

362

372

374

376

377

378

380

385

Route Performance IndexTransit Center Feeder Routes

RPI Std


0.0

0.2

0.4

0.6

0.8

1.0

1.2

1.41 2 11 12 19 21 24 26 27 29 31 35 36 39 42 52 59 60 63 76 110

111

155

161

164

183

Route Performance IndexLocal Routes

RPI Std

0.0

0.1

0.2

0.3

0.4

0.5

0.6

0.7

0.8

0.9

840

841

842

843

870

887

Service Performance IndexFlex Routes

SPI Std


0.0

0.1

0.2

0.3

0.4

0.5

0.6

0.7

0.8

FBoC GH

LHo

C

LoC

NC

PoC

ND

oC

PKC

TY

RoC

Service Performance IndexDART-on-Call Zones

SPI Std

0.0

0.2

0.4

0.6

0.8

1.0

1.2

1.4

1.6

1.8

2.0

722

723

749

768

BA

Y

DFW

MC

E

RSO

N TI

UTD

UTS

W

Service Performance IndexSite-Specific Shuttles

SPI Std

First Quarter RPDi FY 2017

Table of Contents

Section 5 – Project Development Progress Report rpd-i Acronyms

RPD1 Scope of Projects

LRT Buildout - Phase I

RPD7 Map

RPD8 North Central Corridor Facilities - Line Section NC-3

RPD9 Vehicles - 20 LRVs

LRT Buildout - Phases II & III

RPD13 Map

LRT Buildout - Phase IIA

RPD17 Summary Control Schedule

RPD18 Cost/Schedule Summary

RPD20 Construction Manager/General Contractor-I (CM/GC-I)

RPD22 Construction Manager/General Contractor-III (CM/GC-III)

RPD24 Vehicles - 25 New SLRV Procurement

LRT Buildout - Phase IIB

RPD27 Summary Control Schedule


RPD29 Irving-1/Irving-2 Facilities

RPD30 Irving-3 Facilities

RPD31 Systems - SCS/OCC Modifications

RPD33 Vehicles - 23 Option Vehicles (New SLRV Procurement)

RPD34 Six-Month Look Ahead

LRT Buildout - Phase III

RPD37 Summary Working Schedule


RPD39 Real Estate

RPD40 South Oak Cliff Extension (SOC-3)

RPD44 Systems: Integrated Testing & Safety Certification


Commuter Rail


First Quarter RPDii FY 2017

RPD50 Cost Summary

RPD51 Valley View to West Irving Double Tracking

RPD53 Positive Train Control (PTC)

RPD57 TRE Obsession Bridge




RPD64 Cost Summary

RPD65 Bryan/Hawkins Junction (CM/GC-I)

RPD66 DART Police Facilities

RPD67 CBD/Traffic Signal Priority (TSP) System

RPD71 Cotton Belt Corridor Facilities

RPD73 Dallas Central Business District (CBD) D2 Alignment

RPD75 CBD Rail Replacement

RPD76 CCTV on SLRVs

RPD77 Systems: Integrated Testing & Safety Certification


Streetcar Programs


RPD82 Cost Summary

RPD83 Streetcar Extension Projects

RPD85 Streetcar Vehicle Procurement

PRD87 Systems: Integrated Testing & Safety Certification


Program of Interrelated Projects

RPD93 Red & Blue Line Station Extensions and Level Boarding

PDPR-028 TO: Distribution SUBJECT: FIRST QUARTER FY 2017 PROJECT DEVELOPMENT PROGRESS REPORT This document is the First Quarter FY 2017 issue of the DART Project Development Progress Report. This report addresses status of LRT Buildout activities and other Capital Development projects. Status reflects activities through December 31, 2016, including Systems Integration and Real Estate. ____________________________ Timothy H. McKay, P.E. Executive Vice President Growth/Regional Development THM/ta

First Quarter rpd-i FY 2017

ACRONYMS APT - (Las Colinas) Area Personal Transit AWP - Annual Work Plan/Program BNSF - Burlington Northern Santa Fe Railway CBD - Central Business District CCTV - Closed-Circuit Television CM/GC - Construction Manager/General Contractor CROF - Central Rail Operating Facility D2 - Dallas Central Business District Second Alignment DART - Dallas Area Rapid Transit DFW - Dallas/Fort Worth DGNO - Dallas, Garland & Northeastern Railroad Company EA - Environmental Assessment FAA - Federal Aviation Administration FEIS - Final Environmental Impact Statement FFGA - Full Funding Grant Agreement FHWA – Federal Highway Administration FTA - Federal Transit Administration FWTA - Fort Worth Transportation Authority G-2 - Northeast Corridor (to Garland) Line Section 2 HVAC - Heating/Ventilation/Air Conditioning IFB - Invitation for Bid ILA - Interlocal Agreement I-1 - Irving/DFW Corridor Line Section 1 I-2 - Irving/DFW Corridor Line Section 2 I-3 - Irving/DFW Corridor Line Section 3 IIH - Intermediate Instrument House KCS - Kansas City Southern Railway LNG - Liquefied Natural Gas LRT - Light Rail Transit LRVs - Light Rail Vehicles MEP - Mechanical/Electrical/Plumbing MKT - Missouri-Kansas & Texas Railroad Company MIS - Major Investment Study MSE - Mechanically Stabilized Earth NC-3 - North Central Corridor Line Section 3 NCTCOG - North Central Texas Council of Governments NTP - Notice to Proceed NWROF - Northwest Rail Operating Facility OCC - Operations Control Center OCIP - Owner Controlled Insurance Program OCS - Overhead Contact System PA/VMB - Public Announcement/Visual Message Board PE/EIS - Preliminary Engineering/Environmental Impact Statement QA - Quality Assurance

PROGRESS REPORT ACRONYMS

First Quarter rpd-ii FY 2017

QC - Quality Control R-1 - Rowlett Extension RDC - Rail Diesel Car RFI - Request for Information RFP - Request for Proposal ROW - Right-of-Way RPD - Rail Program Development S&I Facility - Service & Inspection Facility SCADA - Supervisory Control and Data Acquisition SCS - Supervisory Control System SE-1 - Southeast Corridor Line Section 1 SE-2 - Southeast Corridor Line Section 2 SLRV - Super LRV (LRV with additional low-floor section) SOC-3 - South Oak Cliff Extension SOCBOF - South Oak Cliff Bus Operating Facility SP - Southern Pacific Railroad Company The T - Fort Worth Transportation Authority TBD - To Be Determined TIGER - Transportation Investment Generating Economic Recovery (FTA Grant) TPSS - Traction Power Substation TRE - Trinity Railway Express TVM - Ticket Vending Machine TxDOT - Texas Department of Transportation TXU - TXU Lone Star Pipeline UPS - Uninterruptible Power Supply VAF - Vehicle Acceptance Facility VBS - Vehicle Business System WSA - Ways, Structures, & Amenities

First Quarter RPD1 FY 2017

LIGHT RAIL TRANSIT (LRT) BUILDOUT PHASE I

LIGHT RAIL TRANSIT (LRT) BUILDOUT PHASE II

SCOPE OF PROJECTS The LRT Buildout Phase I consisted of approximately 24 miles of light rail transit lines extending northeast to Garland (Northeast Corridor) from the Mockingbird Station and north to Plano (North Central Corridor) from the Park Lane Station. The construction of this 24-mile system included contracts for: facilities construction for each line section (station and guideway construction), systemwide track installation, systemwide landscaping/amenities, systems installation (traction electrification, signals, communications, and fare collection), and vehicle procurement. Phase I also included expansion of the existing Service & Inspection (S&I) Facility (completed July 2002), construction of the Vehicle Acceptance Facility (VAF - completed August 1999), and finishout of Cityplace Station (completed December 2000). Buildout Phase I related projects (funded by FFGA Amendment 10) included Bush Turnpike Station (completed December 2002), Parker Road Station Phase II Parking (completed August 2002), Walnut Hill Parking (completed December 2006), S&I Phase II Expansion (completed November 2006), and Parker Road Parking Expansion (completed October 2009). Current LRT Buildout Phase I Related Projects: Purchase of 20 LRVs Twenty additional LRVs have been purchased under the option clause of the existing LRV contract with Kinkisharyo. The LRT Buildout Phase II consists of approximately 46.1 miles of light rail transit lines extending northward from the Dallas CBD to the City of Carrollton (Northwest Corridor), including a branch from Northwest Highway out to DFW Airport (Irving/DFW Corridor). Phase II also extends the light rail transit lines southeasterly from the Dallas CBD to Buckner Blvd. in South Dallas (Southeast Corridor) and easterly from the Downtown Garland Station to the Rowlett Park and Ride (Rowlett Extension). The construction of Phase II includes two construction manager/general contractor (CM/GC) contracts inclusive of pre-construction services, facilities construction, trackwork, landscaping, and systems elements installation; three design-build contracts inclusive of facilities construction, trackwork, landscaping, and systems elements installation; Northwest Rail Operating Facility (NWROF) contracts consisting of five lots; and contracts for major equipment, material, and vehicle procurements. Construction is being done in two phases: Phase IIA, which includes the Southeast and Northwest corridors (26.8 miles – completed December 2010), and Phase IIB, which includes the Irving/DFW Corridor (portion to Belt Line Station completed December 2012) and Rowlett Extension (19.3 miles – completed December 2012). Other Phase II projects included in this program are Raise and Extend Four CBD Stations (completed November 2008), NW-2 Additional Betterments and Love Field West Area Improvement (completed August 2010), Level Boarding Modifications for Outlying Stations (completed November 2012), Downtown Rowlett Station East Parking Lot

PROGRESS REPORT SCOPE OF PROJECTS


ADDITIONAL CAPITAL DEVELOPMENT

COMMUTER RAIL

LIGHT RAIL TRANSIT (LRT) BUILDOUT PHASE III

(completed November 2012), and Closed-Circuit Television (CCTV) System (completed December 2012). The LRT Buildout Phase III consists of the southward 2.6-mile extension of the Blue Line (South Oak Cliff Corridor) to UNT-Dallas, including two new stations. Valley View to West Irving Double Tracking This double tracking project involves construction of approximately 1.4 miles of new Class 4 double track between the Dallas/Tarrant County Line and the West Irving Station, including a new bridge structure and conversion of an existing turnout to a crossover. Positive Train Control (PTC) This project is a result of a Federal Railroad Administration (FRA) mandate to prevent train-to-train collisions, overspeed derailments, movement of a train through a switch left in the wrong position, and incursion into an established work zone. TRE Obsession Bridge The Obsession Bridge, a 155-foot Open Deck Through Double Lattice Truss originally constructed in 1903 and modified in 1934, has reached the end of its useful life. It is currently subjected to speed restrictions for freight trains operating with 286,000-pound cars. As reinforcement is not an option, it is proposed to replace the bridge with a new superstructure with a concrete deck, concrete abutments and composite ties. The bridge truss is eligible for listing on the National Registry of Historic Places. Bryan/Hawkins Junction The Bryan/Hawkins project consisted of two separate projects: the Hawkins track re-alignment project and the Bryan Street project. Together these projects provided an improved roadway network into and out of downtown Dallas and accommodated light rail construction for the DART Southeast Light Rail Extension. DART Police Facilities This project provided for the renovation and conservation of the historic Monroe Shops to house a new modern headquarters for the DART Police (completed March 2011). This project also includes the Northeast Substation and the Northwest Substation.



STREETCAR PROGRAMS

CBD/Traffic Signal Priority (TSP) System The CBD/TSP System project, being developed jointly with the City of Dallas (COD), provides traffic signaling priority to trains in the central business district, to ensure schedule achievement. It comprises communication between trains, detection equipment, and traffic signals. Cotton Belt Corridor Facilities The 26-mile long, regional rail Cotton Belt Corridor extends from DFW International Airport (DFWIA) through the northern portion of the DART service area to the existing DART Red Line, passing through the cities of Grapevine, Coppell, Carrollton, Addison, Dallas, Richardson, and Plano, with nine proposed stations along the way. Dallas Central Business District (CBD) D2 Alignment The second CBD alignment (D2) through Downtown Dallas, doubling downtown LRT capacity, connects Victory Station and the Green Line. This project is in the planning and development phase. CBD Rail Replacement The CBD Rail Replacement project is a phased implementation plan to address the condition of rail wear in the CBD. CCTV on LRVs The CCTV on LRVs project involves procurement and installation of CCTV cameras, recorders, and modems to provide surveillance capability in DART’s fleet of light rail vehicles. Streetcar Extension Projects The City of Dallas has identified funding for design and construction services to extend the Union Station to Oak Cliff Streetcar Project south approximately 0.75 mile to the Bishop Arts District (Southern Extension), and north approximately 0.67 mile to near the Dallas Convention Center Hotel (Northern Extension). DART will serve as the City’s technical representative. The project is being initiated as a CM/GC (Construction Manager/General Contractor) project, and is being procured and managed through DART. Streetcar Procurement Two streetcar vehicles were procured as part of the City of Dallas Union Station to Oak Cliff TIGER Streetcar Project, which began revenue service in April 2015. The project required one service vehicle and one spare. The selected vehicle is required to operate across the Houston Street Viaduct under its own power, and it is required to operate on the DART light rail transit system OCS in order to access the Central Rail Operating Facility for storage and maintenance. An additional two streetcars will be procured under this same contract for operation of the extensions of the Union Station to Oak Cliff Project.



PROGRAM OF INTERRELATED PROJECTS This program is identified in the FTA’s Capital Investment Grant Core Capacity documentation. The projects grouped to improve core capacity include Red & Blue Line Station Extensions and Level Boarding, Phase 1 of the Dallas Central Business District (CBD) D2 Alignment (full project reported under Additional Capital Development), and the Downtown Dallas Central Streetcar Link (yet to enter Project Development phase). As a group, these projects are expected to improve core capacity by over 65%. The Program of Interrelated Projects was added to the DART 20-year Financial Plan in 2014.

LRT

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Map


LRT Buildout Phase I

North Central Corridor Facilities Line Section NC-3



Board Strategic Priority

4: Expand DART’s transportation system to serve cities inside and outside the current service area

Description Line Section NC-3 extends northerly from the temporary Park Lane Station to Restland Road on the former Southern Pacific Railroad Company alignment. This section makes up 4.1 miles of the 12.5 miles of the entire North Central Corridor. There are four stations in this line section: the permanent Park Lane Station, located north of Park Lane across from the temporary Park Lane Station; Walnut Hill Station, located on Walnut Hill Lane between North Central Expressway and Greenville Avenue; Forest Lane Station, located just south of Forest Lane on the former Southern Pacific Railroad alignment; and LBJ Central Station, located south of LBJ Freeway along the former railroad alignment.

Status Revenue Service for Line Section NC-3 began on schedule in July 2002. Contract is closed; final payment was made with the contracting officer’s final decision.

Issues Contractor REA for Relief from LDs & Additional Costs The contractor submitted a Request for Equitable Adjustment (REA) requesting relief from liquidated damages (LDs) and additional costs totaling over $37 million. GLF appealed the contracting officer’s final decision and the matter proceeded in DART’s administrative disputes process, under the direction of DART’s Legal Department. Hearing before Administrative Judge on entitlement was held in 2007. Judge issued decision in favor of DART on September 1, 2011. Quantum Hearing An attempt was made to negotiate pricing quantum of entitlement decision; however, contractor requested hearing on quantum issues. Hearing started on October 29, 2012, and continued at the end of January 2013. DART presented support for the costs incurred during the extended period of performance resulting from the contractor’s late performance, and the contractor presented support for its extended overhead, interest, and excavation claims. Hearing concluded on January 30, 2013, and a settlement meeting with GLF was held on January 31, 2013. No settlement was reached. Post-hearing briefing is complete; awaiting decision.

Vehicles – 20 LRVs





Description Twenty additional light rail vehicles (LRVs) were purchased under

the option clause of the existing contract (C-9800071-02), bringing the total LRVs purchased to date to 115. Additionally, all 20 LRVs have since been converted to SLRVs under the SLRV retrofit (115 C-unit) contract. By the end of August 2013, all 20 SLRVs were also installed with automatic passenger counters (APCs) under the new SLRV procurement contract in support of Buildout Phase II (25 + 23 SLRVs).

Status All 20 LRVs are in revenue service and are out of warranty. Contract closeout has been completed.

Issues In order to maintain a standard configuration of the equipment and systems on the SLRVs, when a problem/solution is identified on the newer cars, action is taken to also implement a retrofit for installation of the same solution (as applicable) on older cars that have the same equipment. Door Spindles Contractor completed inspections and adjustments to door spindles in April 2016 and submitted final report. Contractor has completed all deliverables. This issue is closed. Public Address System The spare parts for some components of the public address system are no longer supported by the manufacturer. Although some inventory remains, DART is working with the contractor to define a sustainable plan. Plan has been defined by the contractor and is under review.

LRT

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& II

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Map


LRT Buildout Phases II & III

LRT

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Summary Control Schedule



Project 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013

SLRV Retrofit



SE-1

SE-2

NW-1B

NW-2

NW-3 & Walnut Hill /

Denton Parking Lot

NW-4

NWROF

TPSS

SCS / OCC MODS

FARE COLL.

NW-2 Love Field W.

Area Improvement

25 New SLRVs

4 CBD STA. MOD's

CCTV SE-1A Revenue

Service

CCTV 2010 Revenue

Service

NW-2 Add'l Bttrmnts

Design/Utilities/ROW GMP / IFB Fab / Construct / Test LRV Acceptance

Look Ahead Event Schedule Slippage for Look Ahead Special Event Revenue Service

Service to Fair Park Completed 9/14/09

12/31/2016

Cost/Schedule Summary



LRT BUILDOUT PHASE IIA Cost Summary

(in millions of dollars) Control

Budget (3,4,5,6,7)

Current Commitment (1)

Expended to Date (2)

General Phase IIA $ 125.0 $ 121.8 $ 121.2

Southeast-1 214.8 219.0 213.6

Southeast-2 171.4 171.8 171.7

Northwest-1B 164.9 164.2 165.6

Northwest-2 177.5 184.4 178.7

Northwest-3 243.5 252.7 244.8

Northwest-4 248.0 260.0 249.5

NWROF 65.0 65.0 65.0

Systems 80.0 80.0 79.6

Vehicles 232.5 232.5 232.2

Raise & Extend 4 CBD Stations 6.5 6.5 6.5

Phase IIA – CCTVs 5.0 5.1 5.0

NW-2 Additional Betterments 0.4 0.4 0.4

Love Field West Area Improvement 2.3 2.3 2.3

LRT Buildout Phase IIA Total $ 1,736.8 $ 1,765.7 $ 1,736.1 1) Committed values reflect activity through 12/31/16. 2) Expended to date values reflect activity through 11/30/16, as reported on DART’s General Ledger. 3) Budget reflects FY11 financial plan amendment approved on 09/28/10, Board Resolution 100130, which

increased the Phase IIA budget $22.9M. 4) Control Budget reflects following budget transfers completed since FY11 Financial Plan: BCR125, BCR136,

BCR143 which reduced current budget $1.4M. 5) Control Budget reflects BCR 125 to transfer budget (Approx. $160K) to fund allocated portion of Amendment

13 projects. 6) Control budget reflects approved FY13 Financial Plan budget reduction of ($39.7M), BCR 149. 7) Control Budget reflects approved FY15 Financial Plan budget reduction of ($4.0M), BCR 276.




SCHEDULE SUMMARY Contract Completion

Dates Revenue Service Dates

Line Section SE-1A (to Fair Park) Line Section SE-1B (to Hatcher)

09/2009 12/2010

09/2009 12/2010

Line Section SE-2 12/2010 12/2010 Line Section NW-1B 12/2010 12/2010 Line Section NW-2 12/2010 12/2010 Line Section NW-3 12/2010 12/2010 Line Section NW-4 12/2010 12/2010

NWROF 06/2010

Construction Manager/ General Contractor-I (CM/GC-I)





Description Line Section SE-1 extends southeasterly from near Bryan Street to

Hatcher Street on City of Dallas, TxDOT, and DART rights-of-way (ROWs). This section makes up 4.4 miles of the 10.5 miles of the entire Southeast Corridor. There are five stations in this line section: Deep Ellum Station, located on Good Latimer Ave. between Swiss Ave. and Gaston Ave; Baylor University Medical Center Station, located in front of Baylor Hospital; Fair Park Station, located in front of the main Fair Park entrance; J.B. Jackson, Jr. Transit Center at Martin Luther King, Jr. Station, located at the existing J.B. Jackson, Jr. Transit Center; and Hatcher Station, located at Scyene and Hatcher crossing. Line Section SE-2 extends southeasterly from Hatcher Street to Buckner Blvd. on the existing DGNO/DART alignment. This section makes up 6.1 miles of the 10.5 miles of the entire Southeast Corridor. There are three stations in this line section: Lawnview Station, located west of Lawnview Avenue and south of Scyene Road; Lake June Station, located west of Lake June Transit Center; and Buckner Station, located at Buckner Blvd. Line Section NW-1B extends northwesterly from Hi Line Drive to Inwood Road on the former Union Pacific railroad alignment. This section makes up 2.8 miles of the 16.3 miles of the entire Northwest Corridor. There are three stations in this line section: Market Center Station, located at Harry Hines Blvd. between Vagas and Wycliff Avenue; Southwestern Medical District (SWMD)/Parkland Station, located near Motor Street; and Inwood/Love Field Station, located at Inwood Road and Denton Drive. Bryan/Hawkins Junction construction work was incorporated into the CM/GC-I contract. Due to funding sources, information on Bryan/Hawkins progress is reported in the Additional Capital Development section of this progress report.

Status Revenue service began on September 14, 2009, from Victory Station (NW-1A) to MLK Station (SE-1A) and December 6, 2010, to Buckner Station (SE-2) and on Line Section NW-1B. All work under this contract is complete, and final contract payment has been made.

Construction Manager/ General Contractor-I (CM/GC-I)



Status (Continued) The project team is preparing the cost code allocations for final changes. Anticipated date to complete coding and recalculation of finance charges for final FFGA reports is January 2017.

Issues None

Construction Manager/ General Contractor-III (CM/GC-III)





Description Line Section NW-2 extends northwesterly from south of

Mockingbird Lane at Bomar Avenue to Community Drive before Northwest Highway on the former Union Pacific railroad alignment. This section makes up 3.1 miles of the 16.3 miles of the entire Northwest Corridor. There are two stations in this line section: Burbank Station (future Love Field connection), located opposite to Southwest Airlines headquarters building to the west side of Denton Drive, between Burbank Street and Wyman Street; and Bachman Station, located close to Bachman Lake and walking distance from DART’s Northwest Bus Operating Facility, between Webb Chapel Extension and Community Drive. Line Section NW-3 extends northwesterly from Northwest Highway to Valley View Lane on the former Union Pacific railroad alignment. This section makes up 4.9 miles of the 16.3 miles of the entire Northwest Corridor. There are three stations in this line section: Walnut Hill/Denton Station, an aerial station at Walnut Hill and Denton Drive; Royal Lane Station, an aerial station at Royal Lane and Denton Drive; and Farmers Branch Station, an at-grade station near Valley View Lane and Rossford Street. All three have bus bays and park and ride lots. Line Section NW-4 extends northwesterly from Valley View Lane to Frankford Road in Carrollton along the former Union Pacific railroad alignment. This section makes up 5.5 miles of the 16.3 miles of the entire Northwest Corridor. There are three stations in this line section: Downtown Carrollton Station, located at Belt Line Road along the former railroad alignment; Trinity Mills Station, located at Trinity Mills along the former railroad alignment; and North Carrollton/Frankford Road Station, located at Frankford Road on the former railroad alignment.

Status Final payment has been made. DART is working with the contractor to address signal system performance to improve efficiency with Orange Line and Green Line train movements among the Bachman Station, the Irving Junction, and the Northwest Rail Operating Facility (NWROF).

Construction Manager/ General Contractor-III (CM/GC-III)



Status (Continued) The project team is preparing the cost code allocations for final changes. Anticipated date to complete coding and recalculation of finance charges for final FFGA reports is Summer 2017.

Issues None

Vehicles – 25 New SLRV Procurement





Description This contract (C-1013706-01) is for the procurement of SLRVs in

support of DART’s Green Line (Phase IIA) and Orange/Blue Line (Phase IIB) expansions. The SLRV is composed of a high-floor A-unit and B-unit, as well as a low-floor center section (C-unit) to accommodate level boarding at station platforms. Twenty-five (25) SLRVs fall under the base order for this contract, supporting the Green Line, and 23 SLRVs fall under a contract option, supporting the Orange and Blue lines. (Refer to the Phase IIB section of this report for status of the 23 option vehicles.) This contract also included installation of automatic passenger counters (APCs) on 20 SLRVs procured under the contract for 20 LRVs for Buildout Phase I. Installation was completed in August 2013.

Status Manufacturing of the base order for 25 SLRVs is complete. All vehicles have been conditionally accepted and are in operation. As of April 2013, all of the 25 cars are out of warranty. Contract closeout is anticipated in January 2017.

Issues Door Spindles Contractor completed inspections and adjustments to door spindles in April 2016 and submitted final report. Contractor has completed all deliverables. This issue is closed. Public Address System The spare parts for some components of the public address system are no longer supported by the manufacturer. Although some inventory remains, DART is working with the contractor to define a sustainable plan. Plan has been defined by the contractor and is under review.

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Project 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015

Track Material -

IrvingTrack Material -

Rowlett

SCS / OCC Mods.

Fare Collection

Public Emer. Call

Remove Temp HB at

CBD Stations

23 New SLRVs

Level Boarding

ModsOutlying StationsRemove HB at

Existing Stations

TPSS



I-1

I-2

I-3

R-1

Design/Utilities/ROW RFP /IFB Design/Build/Test Fab/Construct/Test LRV Acceptance

Look Ahead Event Schedule Slippage for Look Ahead Special Event Revenue Service Time Delay

Revenue Service 7/30/12

Project Delay due to TxDOT SH114 Access




12/31/2016




LRT BUILDOUT PHASE IIB Cost Summary


Budget (3,4,5,6,7)



General Phase IIB $ 85.6 $ 70.0 $ 68.5

Irving-1 329.1 329.1 316.2

Irving-2 211.1 211.1 222.9

Irving-3 172.5 172.4 172.4

Rowlett-1 218.0 217.9 217.9

Level Boarding – Outlying Stations 8.6 8.6 8.6

NWROF 59.1 59.1 59.1

Systems 44.0 43.5 42.3

Vehicles 190.7 190.7 189.8

LRT Buildout Phase IIB Total $ 1,318.7 $ 1,302.4 $ 1,297.7 1) Committed values reflect activity through 12/31/16. 2) Expended to date values reflect activity through 11/30/16, as reported on DART’s General Ledger. 3) Budget reflects FY11 financial plan amendment approved on 09/28/10, Board Resolution 100130, which

increased the Phase IIB Budget $5.9M. 4) Control budget reflects BCR 125 to transfer budget to fund allocated portion of Amendment 13 projects. 5) Control budget reflects approved FY13 Financial Plan budget reduction of ($34.2M), BCR 150. 6) Control budget reflects approved FY14 Financial Plan budget reduction of ($80.0M), BCR 167. 7) Control Budget reflects approved FY15 Financial Plan budget reduction of ($110M), BCR 277. 8) Control budget reflects approved FY15 Budget Change Request #362 transfer to LCMP02015 – DFW Station

Concierge Enclosure ($42K). 9) Control budget reflects approved FY16 Budget Change Request #361 transfer to LNEP16001 – Next Train

Messaging at DFW Station ($45K). 10) Control budget reflects approved FY16 Budget Change Request #385 transfer to LNEP16001 – Next Train

Messaging at DFW Station ($820).

SCHEDULE SUMMARY

Contract Completion Dates

Revenue Service Dates

Line Section I-1 Line Section I-2

12/2012 12/2012

7/2012 12/2012

Line Section I-3 12/2014 8/2014 Line Section R-1 12/2012 12/2012

Irving-1/Irving-2 Facilities





Description The Irving Corridor (I-1 & I-2) branches from the Northwest Corridor north of Love Field, continues through to Las Colinas and ends just north of SH 161 with Belt Line Station, for a total of 9.3 miles. This corridor includes six stations and terminates on DFW Airport property.

Status Line Section I-1 opened for revenue service on July 30, 2012. Line Section I-2 opened for revenue service on December 3, 2012. DART continues to work with the design-builder to complete closeout. Anticipated completion is January 2017.

Issues Automatic Train Protection (ATP) Resolution DART and the contractor have been investigating the cause of flat spots on the steel wheels of the super light rail vehicles due to modified emergency braking induced by the ATP system. The contractor has submitted a plan for additional improvements to the ATP system, and parties have agreed to the scope required to resolve ATP issues. Contractor provided notice that all tasks were completed in September 2016. DART has issued task completion certificate. This issue is closed.

Irving-3 Facilities





Description The DFW Corridor (I-3) continues from Belt Line Station to DFW Airport, for a total of 5.2 miles. This corridor includes one station at DFW Airport. The contractor has divided the I-3 line section into five work segments.

Status The project is 100% complete. Landscaping and punch list work is in progress. Revenue service began August 18, 2014. Following negotiations, the final completion milestone was revised, in a final supplemental agreement, to July 31, 2015. DART and the contractor are working together to complete contract close-out. Anticipated completion is January 2017.

Issues Automatic Train Protection (ATP) Resolution DART and the contractor have been investigating the cause of flat spots on the steel wheels of the super light rail vehicles due to modified emergency braking induced by the ATP system. The contractor has submitted a plan for additional improvements to the ATP system, and parties have agreed to the scope required to resolve ATP issues. Contractor provided notice that all tasks were completed in September 2016. DART has issued task completion certificate. This issue is closed.

Systems – SCS/OCC Modifications




2: Optimize and preserve (state of good repair) the existing transit system


Description This work effort is included in the SCS/OCC Phase IIA contract as

an option. As in Phase IIA, the SCS/OCC Modifications include modification of the existing communications system to accommodate the new LRT Buildout Phase IIB (Orange and Blue lines) facilities and equipment by upgrading the SCS software and displays, providing a public announcement/visual message board (PA/VMB) system, Vehicle Business System (VBS), Train Tracking Monitoring (TTM), and reconfiguring the existing systems at the OCC. Modifications for the graphical interface to allow the expansion of the Buildout Phase IIB to reside on the existing displays, and upgrade to the central computer system to accommodate all future growth are also included in this project. Additional work includes: a) Integration with Dallas Streetcar project b) Integration with CROF Yard TPSS

Status The SCS/OCC contractor:

Completed all work for Irving-1, Irving-2, Irving-3, and Rowlett.

Supported Irving-3 Taxi Interlocking call-on tests. Continues work on closing systemwide punch list items. Completed integration with Dallas Streetcar project. Executed supplemental agreement to support CROF TPSS

project, and continues working on software modification for this change.

Completed testing of the software modification for CROF TPSS.

Supplemental Agreement No. 30 was issued on December 23, 2016, for software implementation for “next Train” message at DFW Airport Station. Anticipated contract closeout date is June 2017.

Systems – SCS/OCC Modifications



Issues Schedule Impact Award of a separate contract for the CROF TPSS electrical project was delayed. Installation and testing of the software modification was completed in November 2016. Integrated testing was completed in December 2016. Issue is closed.

Vehicles – 23 Option Vehicles (New SLRV Procurement)





Description The procurement of 23 SLRVs in support of DART’s Orange/Blue

Line (Phase IIB) expansion is included as an option to DART’s Green Line (Phase IIA) SLRV base contract (C-1013706-01). In October 2008, the DART Board approved the inclusion of 23 option vehicles in the SLRV contract, bringing the total quantity to 48 SLRVs.

Status Manufacturing of the option order for 23 SLRVs is complete. All vehicles have been conditionally accepted and are in operation. As of July 2013, all cars are out of warranty. Contract closeout is anticipated in January 2017.

Issues Door Spindles Contractor completed inspections and adjustments to door spindles in April 2016 and submitted final report. Contractor has completed all deliverables. This issue is closed. Public Address System The spare parts for some components of the public address system are no longer supported by the manufacturer. Although some inventory remains, DART is working with the contractor to define a sustainable plan. Plan has been defined by the contractor and is under review.

Six-Month Look Ahead



January February March April May June

I-1 Revenue Service 7/30/12

I-2 Revenue Service 12/03/12

I-3 I-3 Revenue Service 8/18/14

R-1 Revenue Service 12/03/12

Complete Parking 11/15/12

All Irving 1, 2, 3 / Rowlett PECs Received. I-3 Delivery 6/30/14

Conditional Acceptance on 48th Vehicle completed on 7/01/11

Complete Station Finishes 11/14/12

Completed Replacement of Broken Warning Strips on 10/30/12

Completed Removal on 1/09/12


Six Month Look Ahead

Removal of High Blocks

I-2

FARE

PEC

SCS/OCC

23 New SLRVs

Level Boarding Mods

Outlying Stations

Project

I-1

R-1

TPSS

Rowlett Sta. E. Parking

2017

Design/Utilities/ROW GMP /IFB Design/Build/Test Fab/Construct/Test LRV Acceptance


12/31/2016

Contract Completion 11/2015

TPSS Contract Complete 12/31/14

LRT

Bu

ildo

ut

Ph

ase

III

Summary Working Schedule



Project 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019



SOC-3

SOC-3 - FARE

SOC-3 - TRACK MTL

Planning / Design / Utilities / ROW GMP / IFB Fab / Construct / Test


12/31/2016

Revenue Service (10/24/16)

Project Closeout




LRT BUILDOUT PHASE III Cost Summary


Budget (3,4) Current

Commitment (1) Expended to Date (2)

General Phase III $ 36.4 $ 19.8 $ 16.0

SOC-3 135.7 127.4 120.2

NWROF 18.0 18.0 18.0

Systems 4.5 4.5 4.5

Vehicles 20.6 20.6 20.6

LRT Buildout Phase III Total $ 215.2 $ 190.3 $ 179.3 1) Committed values reflect activity through 12/31/16. 2) Expended to date values reflect activity through 11/30/16, as reported on DART’s General Ledger. 3) Budget reflects FY12 financial plan approved on 09/27/11, Board Resolution 110114. 4) Control budget reflects FY13 Financial Plan budget value approved on 9/25/12, due to accelerated revenue

service date. 5) Control Budget reflects approved FY15 Financial Plan budget reduction of ($22M) BCR 278

SCHEDULE SUMMARY

Revenue Service Date

Line Section SOC-3

10/2016

Real Estate




1: Continually improve service and safety experiences and perceptions for customers and the public


Description Acquisition of property required for construction of the LRT

Buildout Phase III

Status South Oak Cliff Extension (SOC-3) Real estate acquisition for the SOC-3 Corridor is complete. All 17 parcels identified for the project have been acquired.

Issues None

South Oak Cliff Extension (SOC-3)





Description The SOC-3 line section will extend the Blue Line south

approximately 2.6 miles from Ledbetter Station toward the University of North Texas (UNT) Dallas Campus located at the southeast corner of Camp Wisdom Road and University Hills Blvd. There will be two new stations in this line section: Camp Wisdom Station, located north of the South Central Police Subdivision just north of Camp Wisdom Road; and UNT-Dallas Station, located on the south side of the campus near University Hills Blvd.

Status The project is 99% complete. Design and pre-construction (CM/GC) contracts were awarded on June 27, 2013. The notice to proceed for CM/GC construction was issued in October 2014. The following is current construction status. Guideway/Bridges Contractor is working on the punch list items. Track Contractor is working on the punch list items. Stations The contractor is working on punch list items at all stations. Systems Contractor is working on the punch list items. Cost & Schedule Final Acceptance cost and schedule negotiations were conducted by DART, designer, and CM/GC for the purpose of establishing a construction cost amount below the Not-to-Exceed amount and an early completion of the project. Successful completion of negotiations in February 2016 have resulted in the opportunity to deliver the project two months early and earn incentives for cost and schedule savings as outlined in the Cooperation Agreement. The resultant Supplemental Agreement No. 12 was executed in June 2016 and includes new milestone dates to support early delivery.




Status (Continued) Live Wire/First Train test was conducted on July 21, 2016. Revenue service was successfully achieved on October 24, 2016, and project is scheduled for completion in February 2017. Schedule and cost incentive determination is in progress.

Issues Milestone 1 - Turnover for Authority Testing Contractor was trending late on completion of requirements for Milestone 1 on July 5, 2016. The contractor implemented a recovery plan. Turnover of the guideway to the Authority was achieved on September 12, 2016. This issue is closed. Milestone 2 – Substantial Completion The scheduled date for Substantial Completion is October 2, 2016. The contractor has implemented a recovery plan and achieved revenue service on October 24, 2016. This issue is closed. Camp Wisdom Wayfinding Project Material lead time and construction schedule were reviewed. Project scope was evaluated and reduced to meet the schedule. This issue is closed. Technical Issue Contractor is working to resolve track circuit issue at UNT-Dallas Station. In the meantime, DART Transportation is managing operations in and out of UNT-Dallas Station. This issue is anticipated to be closed in January 2017.




Ledbetter Station Extension

Camp Wisdom Station




UNT-Dallas Station

Systems: Integrated Testing & Safety Certification




3: Optimize DART’s influence in regional transportation planning


Description Integrated Testing and System Safety Certification activities for

the South Oak Cliff-3 (SOC-3) Project.

Status Integrated Testing and System Safety Certification continues to track completion of “Open” items for the SOC-3 Project. Systems Integration Testing status is as follows: SOC-3 Project

Total Integrated Tests: 63 Integrated Tests Closed: 61 Integrated Tests Open: 2

The Safety Certification status is as follows: SOC-3 Project

Total Certifiable Items: 322 Certifiable Items Closed: 318 Certifiable Items Open: 4

Issues None





SOC-3 Pre-Construction /

Construction

SOC-3 ROW



Project

SOC-3 Design

2017

Design/Utilities/ROW RFP /IFB Fab/Construct/Test LRV Acceptance


12/31/2016

Design/Build/Test

All Acquisitions Complete

Continue Project Closeout

Design Complete

Co

mm

ute

r R

ail



Commuter Rail

Project 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

Commuter Rail


Positive Train Control

TRE RR Grade Sep.

(Belt Line - Story Road)

TRE Track Installation

(Belt Line - L. Perkins)

Bridge Crack Repair

TRE Valley View

Design/Utilities/ROW GMP /IFB Fab/Construct/Test LRV Acceptance

Design, Build, Integrate Schedule Slippage for Look Ahead Special Event Revenue Service

12/31/2016

Slippage Awaitng FRA & TxDot

Cost Summary


Commuter Rail

COMMUTER RAIL Cost Summary

(in millions of dollars)

Control Budget (2)



Belt Line Road Grade Separation (4) $ 69.9 $ 69.2 $ 69.2

Lisa-Perkins Double Tracking 6.4 6.5 6.5

Valley View (3,5) 20.7 3.9 2.5

Positive Train Control 34.8 2.7 2.1

1) Expended to date values reflect activity through 11/30/16, as reported on DART’s General Ledger. 2) Control Budget and Current Commitment reflect activity through 12/31/16. 3) Control Budget value reflects DART’s FY2011 approved Financial Plan value for this project. 4) Control Budget reduced $.6M budget savings in FY14 approved Financial Plan. 5) Control Budget increased $6.3M to include Bear Creek Bridge Rehabilitation Project.

Valley View to West Irving Double Tracking


Commuter Rail



Description This proposed double tracking project is located in the City of

Irving. The project involves construction of approximately 1.4 miles of new Class 4 double track between the Dallas/Tarrant County Line and the West Irving Station. The project also includes a new bridge structure over Bear Creek and conversion of the existing #20 turnout to a #20 crossover.

Status The previous procurement was cancelled on June 18, 2010, pending agreements with other parties using the corridor. Those agreements needed to be resolved prior to the start of the project. The Funding Agreement between the Federal Railroad Administration (FRA) and the Texas Department of Transportation (TXDOT) was executed in July 2016, and the Construction & Funding Agreement between DART and TXDOT was also signed in July 2016. Track material contract was issued for bid on August 7, 2015. The sole bid received in September 2015 was significantly higher than the independent cost estimate; therefore, the track materials will be provided by the Operations & Maintenance contractor for the TRE. Design services began in July 2015 to review and prepare bid options for the new Bear Creek Bridge and repair or replacement of the existing Bear Creek Bridge on the main line. Pre-final (95%) design submittal was submitted in November 2015. Senior Management Review (SMR) was conducted in December 2015. The bid design package is complete and awaiting execution of the final agreements. The solicitation documents (Request for Proposal) were issued December 21, 2016, with bids due February 17, 2017. A pre-proposal conference is scheduled for January 11, 2017. Anticipated date for project completion is July 2018.

Issues Agreements The federal grant requires construction be completed on or before April 2018.

Valley View to West Irving Double Tracking


Commuter Rail

Issues (Continued) DART executed agreements with Amtrak, Fort Worth Transportation Authority (FWTA), Fort Worth & Western (FW&W), and Union Pacific Railroad (UPRR) in December 2015 to progress this project.



Commuter Rail




Description Congress approved the Rail Safety Improvement Act of 2008 which

resulted in a Federal Railroad Administration (FRA) mandate, CFR 49 Part 236 I, Positive Train Control (PTC). PTC is designed to prevent train-to-train collisions, overspeed derailments, movement of a train through a switch left in the wrong position and incursion into an established work zone.

Status In August 2013, the US Government Accountability Office (GAO) submitted a report to the US Congress supporting the findings reported by the FRA’s 2012 report to Congress which indicated that meeting the December 2015 deadline is not possible for many Class 1 and Commuter Railroads. The industry at large supports and confirms this view citing concerns regarding lack of equipment availability and industry readiness, technical integration risk, available radio spectrum, and a general lack of consulting expertise to assist with systems integration and implementation. The FRA issued an open letter to the rail industry on January 27, 2015, advising they would only audit critical elements of a railroad’s PTC Safety Plan (PTCSP). The FRA’s expectation is that the railroad will exercise complete responsibility for ensuring the PTCSP is complete, consistent, and accurate. The FRA will not take responsibility for determination of the legal and factual sufficiency in the event of civil or criminal litigation. The FRA will continue preliminary reviews. The FRA will accept an independent third-party reviewer’s findings that an integrated PTC system and all of its subsystems, as well as the development and test processes and associated documentation: (1) has no or minimal critical issues; (2) supports the level of certification requested by the railroad; and (3) is complete, consistent, current and accurate. The Trinity Railway Express (TRE) is working on several fronts to advance the implementation of PTC in accordance with the approved TRE PTC Implementation Plan (PTCIP). With safety, interoperability and cost effectiveness as core objectives, DART and The Fort Worth Transportation Authority (FWTA) have formed a Regional Positive Train Control coalition to address PTC. To maximize the PTC technology in an efficient manner, the



Commuter Rail

Status (Continued) technology will be implemented as a regional solution consistent with the Operations and Maintenance strategy which leverages shared operations and technology between TRE and FWTA. The FRA issued a Status Report to Congress in August 2015 stating the majority of the railroads throughout the country will not be meeting the December 31, 2015, deadline. The report listed the ongoing challenges facing the industry (wireless spectrum availability, limited suppliers, potential radio interference). The Class I Railroads have completed approximately 50 percent of the required installations, while APTA has stated that 29 percent of commuter railroads will meet the target by the end of the year with the remaining railroads requiring until at least 2020. Congress passed the Surface Transportation Extension Act of 2015, which revised the Positive Train Control requirements including the extension of the substantial implementation deadline from December 31, 2015, to December 31, 2018; permits carriers to provide for an alternative schedule and sequence for implementing a PTC system, subject to DOT review; requires railroads to submit a revised PTC Implementation Plan by January 27, 2016; requires railroads to submit an Annual Status Report to the FRA by March 31st each year; and requires FRA compliance reviews and reports due to Congress by July 1, 2018. The TRE has negotiated a sublease agreement with Burlington Northern Santa Fe (BNSF) and PTC 220 LLC (comprised of Class I Railroads, spectrum owners) through the Trackage Rights Agreement for the purposes of leasing radio spectrum. It is anticipated this sublease agreement will be presented to the Board of Directors for approval in January 2017. The TRE has also negotiated the license agreements required for the Regional PTC with Meteorcomm to allow for the radio equipment necessary for the rolling stock, communication systems and wayside segments. It is anticipated the purchase of the radio equipment will be completed by the end of the first quarter of 2017. The first regional PTC specification was issued in January 2014 and bids were received in April 2014, with anticipated NTP award in the spring of 2015.



Commuter Rail

Status (Continued) After careful revision and consultation, North Texas Commuter Rail Alliance (NTCRA) -- FWTA, TRE, and DCTA -- cancelled the solicitation and rewrote the Statement of Work to issue a new performance-based solicitation. The goal was to reduce the prescriptive nature of the previous solicitation. An independent consultant was selected to rewrite the Statement of Work in January 2015. The solicitation was issued in June 2015, with proposals received in September 2015. DCTA notified DART that it was withdrawing from the regional solicitation in June 2015. The TRE commissioned an assessment of the Train Control & Dispatch system, the signal system, the fiber optic line and the space requirements in the signal houses to determine each item’s capability to support and interface with the PTC equipment and software requirements. The assessments were issued as an Amendment to the RFP in July 2015. The negotiations with the Systems Integrator did not yield an acceptable cost proposal; therefore, DART and FWTA made the determination to self-perform the various components of the project working directly with the vendors. The two agencies worked together to devise the roles and responsibilities of each agency. For example, DART will take the lead with PTC-220, LLC, for the spectrum and work with Meteorcomm for the radio equipment while FWTA will negotiate the design and installation of the Back Office System, Dispatch System, rolling stock and wayside. The TRE has signed an Agreement with MCI/Verizon for the installation of a fiber optic cable between Fort Worth Texas & Pacific (T&P) Station and Union Station to support the PTC project. This work includes the build out of approximately two miles of additional needed conduit and 80 lateral hand-holes at the Equipment Maintenance Facility, instrument houses, stations, switches and signals. Notice to Proceed (NTP) was issued to MCI/Verizon on July 13, 2016, with design and proofing scheduled to be completed by December 2016 and construction finished by November 2017. The Radio Spectrum Analysis has been completed by the Transportation Technology Institute (TTI), which confirmed the three radio tower structures currently in place along the TRE are sufficient to support the PTC project.



Commuter Rail

Status (Continued) On November 18, 2016, Wabtec Inc. delivered the revised price proposal for the TRE PTC system design and implementation, including the Hosted Solution for the Back Office System, which is currently under review. Verizon has reported the following status as of December 31, 2016:

Expose and Repair Conduits: 26% complete Proof and Mandrel of Existing Conduits: 73% complete Placement of DART Hand-holes: 58% complete.

Issues Spectrum Availability

The TRE has negotiated a sublease agreement with Burlington Northern Santa Fe (BNSF) and PTC 220 LLC through the Trackage Rights Agreement for the required spectrum for the regional commuter railroads.

TRE Obsession Bridge


Commuter Rail



Description The Obsession Bridge, located on the Trinity Railway Express

between Stemmons Freeway and Inwood Road, was originally constructed in 1903. The 155-foot Open Deck Through Double Lattice Truss is original with modifications on the Open Deck Timber Structures performed in 1934. This bridge structure has reached the end of its useful life and is currently subjected to speed restrictions for freight trains operating with 286,000-pound cars.

Status During the inspection and load rating of the Obsession Bridge in

2011, it was determined the truss in its current condition could no longer adequately support the required railroad loadings of the heavier cars being used by the railroads. The structure currently has a speed restriction of 10mph for any train with 286,000-pound cars. Because of the age of the structure, reinforcement is not a reasonable solution due to the fatigue issues of the structure that would require complete replacement of all of the primary tension members and connections (over half of the bridge components), as well as repairing all of the members that have been damaged by impacts and years of service. Replacing the bridge would allow freight traffic to travel at maximum authorized speed across the bridge, thus improving system throughput. A new bridge structure would also have a higher bridge rating. The proposed replacement includes a new double-track superstructure with a concrete deck, concrete abutments, and composite ties. The statement of work and cost estimate for the proposed replacement was finalized with the design firm, with Notice to Proceed for design issued in the second quarter of FY16. One-hundred percent design was approved in October 2016, allowing for the preparation of the solicitation documents. It is anticipated a Request for Proposal for the bridge construction will be let by the end of the first quarter 2017 upon final determination from the Army Corps of Engineers.

TRE Obsession Bridge


Commuter Rail

Issues Historical Value The bridge truss is eligible for listing on the National Registry of Historic Places (NRHP); the new design and removal of the truss bridge requires mitigation. DART worked in conjunction with the Texas Historical Commission (THC) during the design phase to show the effect and determination of an appropriate mitigation, which was determined to be a mitigation in place – resulting in the truss section to be moved directly north of the existing location. Coordination Efforts This work will also require coordination with the Army Corp of Engineers and the Environmental Protection Agency, and requires a 404 Permit.



Commuter Rail


All Construction Completed 11/10/10

All Construction Completed 11/30/11

All Bridge Crack Repairs Completed 4/29/12


(Fiber Installation)

PTC Integrator

TRE Valley View

Commuter Rail


Project

TRE RR Grade Sep.

(Belt Line - Story Road)

TRE Track Installation

(Belt Line - L. Perkins)

Bridge Crack Repairs

2017


Design, Build, Integrate Schedule Slippage for Look Ahead Special Event Revenue Service

12/31/2016

NTP - Design-Build

Board Approvals (DART & T)

Development & Ratification of ILA Between Regional Partners

Start Proposal Evaluations New Bridge/Signal Sys/Track Work

Issue Solicitations for New Bridge/Signal System/Track Work

Acquire Radio AgreementsStart Mobilization

Receive EPR for New Bridge /Signal System/Track Work

Acquire LiDAR Data Agreements

RPD Meeting Bridge/Signal/Track

Complete FIber Conduit Make Ready

Complete FIber Conduit Build Out

Start FIber Eng & Con 80 Laterals

Committee Of Whole Meeting Bridge

DART Board Meeting Bridge

Slippage Due FRA & TxDot Approval for NTP

Ad

dit

ion

al C

apit

al D

eve

lop

me

nt




Project 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022

DART Police Facilities Monroe Shops

NE Substation & K9 - ON HOLD

NW Substation - ON HOLD

CBD/TSP - Phase I

CBD/TSP - Phase II

CCTV Installation 48 SLRV's

CBD Rail Replacement Phase

3A

CBD Rail Replacement Phase

3B

CROF TPSS Phase II

Bryan Street

Hawkins Street



Design/Utilities/ROW GMP / IFB Fab / Construct / Test LRV Acceptance

Look Ahead Event Schedule Slippage for Look Special Event Revenue Service

12/31/2016

Cost Summary



Additional Capital Development Cost Summary

(in millions of dollars)

Control Budget (3)



Bryan Street (2,4) $ 27.9 $ 28.0 $ 23.2

Hawkins Street (5) 22.3 23.8 22.1

DART Police Facilities (6) 31.5 27.4 27.1

Monroe Shops – Pre-Development 2.3 2.3 2.3

CCTV – 48 Vehicles 5.0 3.2 0.4

1) Expended to Date values reflect activity through 11/31/16, as reported on DART’s General Ledger. 2) Expended to Date value includes reimbursements of $4.8M from funding partners. 3) Control Budget and Current Commitment values are reflected as of 12/31/16. 4) Control budget reflects approved FY13 Financial Plan budget savings reduction of ($2.8M), BCR 153. 5) Control budget reflects approved FY13 Financial Plan budget savings reduction of ($0.9M), BCR 154. 6) Control budget reflects approved FY13 Financial Plan budget savings reduction of ($3.5M), BCR 151.

Bryan/Hawkins Junction (CM/GC-I)





Description The Bryan/Hawkins project consisted of two separate projects: the

Hawkins track re-alignment project and the Bryan Street project. The Hawkins track re-alignment project, as designed, re-aligned the existing three sharp curves from Pearl Station to North Central Portal with a straight alignment and converted the existing single crossover to a double crossover at Leonard Street. The Bryan Street project, as designed, removed the US 75 bridge over Bryan Street and constructed a split boulevard at-grade crossing at this location to provide an improved roadway network into and out of downtown Dallas and to accommodate light rail construction for the DART Southeast Corridor light rail extension. The Bryan/Hawkins project was performed under the CM/GC-I contract.

Status All work under this contract has been completed. The project team is preparing the cost code allocations for final changes. Anticipated date to complete coding and recalculation of finance charges for final FFGA reports is January 2017.

Issues None

DART Police Facilities






Description The DART Police Facilities project provided for the renovation and

conservation of the historic Monroe Shops to house a new modern headquarters for the DART Police (completed March 2011). This project also includes the Northeast Substation and the Northwest Substation.

Status Monroe Shops (Police Headquarters) Completed Northeast Police Substation and K-9 Facility A program review, with the DART Police Department, was held on July 18, 2014. A capital project review will be conducted in February 2017. A revised budget and schedule will be established. Northwest Police Substation A program review, with the DART Police Department, was held on July 18, 2014. A capital project review will be conducted in February 2017. A revised budget and schedule will be established.

Issues None

CBD/ Traffic Signal Priority (TSP) System






Description The CBD/TSP System project provides traffic signaling priority to

trains in the central business district to ensure schedule achievement. It has been developed jointly with the City of Dallas (COD) and comprises communication between trains, detection equipment, and traffic signals. As a train is ready to leave a station, the traffic signals are changed to clear the way, as well as the signals for any following trains in stations. Prior to September 2009 – Maximum throughput capacity was

24 trains per hour each direction in CBD, but only 18 were running.

Until December 2010 –Service included the addition of Green

Line (Northwest and Southeast corridors), using three-car LRVs and two-car SLRVs. Maximum throughput increased to 42 trains per hour in CBD. Train detection used magnetometers, infrared (IR) detectors, and train-to-wayside communication (TWC) loops, depending on location on track. Trains could be stored mid-block.

December 2010 – May 2011 –Maximum throughput was 48

trains per hour in CBD, using existing COD traffic signal controllers.

2011 and beyond – Maximum throughput continues at 48

trains per hour in CBD, but COD traffic signal controllers are being upgraded to new, more capable model. The UPS was delivered in 2011.

Status DART received the comments from COD on the Operations and

Maintenance (O&M) table.

Draft Memorandum of Understanding (MOU) for DART Operations is being updated to reflect specific operations at Pearl Station. COD completed their review of the MOU. DART will study the changes and recommend to management the final version for approval. DART Intelligent Transportation Systems (ITS) group exchanged comments on the MOU with COD regarding




Status (Continued) MOU signature level and the inclusion of the O&M table in the MOU. DART Operations has provided additional comments and they are being reviewed by COD. DART Legal is reviewing the MOU and will advise ITS for level of signature for both DART and COD. Advanced Traffic Controller (ATC)

COD Concept of Operation (COOP) for the advanced traffic signal controller (ATC) for the CBD LRT corridor has been completed. DART received a revised schedule for the implementation of the ATC system.

DART received the final version of the specifications. City of

Dallas selected Intelight and awarded both the hardware and software contracts in December 2012 to them. To date, COD has ordered 872 controllers and has received delivery of all of them. The COD is continuing to work on the controller (hardware/software) and all is progressing. Due to delayed delivery of Maxtime software version 1.8 (V1.8) and version 1.9 (V1.9), bench testing for the project to install ATC for the TSP has been moved to March-April 2017. The plan for traffic signal removal, installation, live testing, evaluation and acceptance testing is scheduled for April-July 2017. Implementation of TSP with the new ATC, hardware, and software is scheduled for late 2017. In April 2015, Intelight delivered Maxtime V1.8.3 final version. In June 2016, the City accepted delivery of Maxtime V1.9.3. The version included many, but not all, of the preempt features needed to implement the downtown transit mall TSP. This represents significant progress in the software feature list. To date, COD has installed the new ATC hardware and software at 422 intersections, including five signals preempted by a DART at-grade crossing -- at the IH-635 LBJ Westbound Frontage Road, the University crossing near Central Expressway, along Greenville Avenue at the Blackwell & Wellons crossings, the Hall Street crossing near Baylor Station, and most recently, the Ewing Avenue crossing near Dallas Zoo Station. Preemption operation at these locations continues to work much smoother than the old controller and has greatly reduced delays for vehicular traffic crossing the tracks. The installation of the ATC equipment and software into an intersection is a major milestone. This is an indication that the design is proceeding in a positive direction.




Status (Continued) Intelight MaxTime v1.9 was released on December 31, 2015, and was accepted by City Staff on May 16, 2016. They have not given a new release date for V1.10 or 1.11. V1.11 is now expected to be released by March 2017. V1.11 will contain the remaining features DART needs to operate the downtown transit mall. Bench testing of V1.11 with TSP is scheduled for spring 2017. Installation of TSP is anticipated in late 2017.

It appears a separate work order may need to be issued to Intelight

to design and build a custom I/O board to replace the Modbus devices at the IR detectors. This has potential to impact the COD’s schedule for testing and implementation of TSP. Central Computer System The ATMS (Advanced Traffic Management System) went to City Council for consultant approval on May 28, 2014, allowing completion of the specifications on ATMS. The ATMS will control all of the new ATC systems in the City. It is a key for a complete Traffic Control system. This contract was approved by City Council with Teal Associates. COD held the project kickoff meetings in June 2014. The ATMS is behind schedule as the COD continues the procurement process for an Integrator to develop the Central Computer System of the ATMS. Notice to Proceed is anticipated in approximately 9-12 months. The COD and Teal Associates are holding weekly meetings. Vendor presentations were completed on November 2, 2015, and the scoring process to select a vendor was completed. The City of Dallas began negotiations in summer 2016 with the selected vendor and have since moved on to the second choice. The City is now targeting City Council approval in March 2017. DART is interested in quality delivery of an advanced controller that would not degrade present CBD rail operations. Present TSP system is stable and meeting current DART needs. ITS staff will continue to monitor City of Dallas delivery schedule and report any impact to DART system, if any.




Status (Continued) Communications COD has an interim digital communications plan in place for the regular traffic signals. They will be using Verizon 4GLTE modems as an interim communications solution. The City’s IT department (CIS) is working on a long-term communications solution for the project.

Issues None

Cotton Belt Corridor Facilities




3: Optimize DART’s influence in regional transportation planning 4: Expand DART’s transportation system to serve cities inside and

outside the current service area

Description The 26-mile long, regional rail Cotton Belt Corridor extends from Dallas-Fort Worth International Airport (DFWIA) through the northern portion of the DART service area to Shiloh Road in Plano. The corridor passes through the cities of Grapevine, Coppell, Carrollton, Addison, Dallas, Richardson, and Plano. Up to 11 stations have been proposed. The Cotton Belt Project would interface with three DART LRT lines: the Red Line in Richardson/Plano, the Green Line in Carrollton, and the Orange Line at DFW Airport. Also at DFW Airport, the project would connect to TEX Rail Regional Rail Line to Fort Worth and the DFW Airport Skylink People Mover. The proposed project is a mostly at-grade, mostly single-track option. It includes both the Cypress Waters Option (diverting from the Cotton Belt to provide a station near North Lake) and the Red Line South Option (diverting from the Cotton Belt to provide a station at CityLine before returning to the Cotton Belt), terminating at Shiloh Road. Three federal agencies are involved in oversight of the Cotton Belt Project. The Federal Transit Administration (FTA) serves as Lead Agency and the Federal Railroad Administration (FRA) and the Federal Aviation Administration (FAA) will serve as Cooperating Agencies. Funding for the project is being sought through the FRA-administered Railroad Rehabilitation and Improvement Financing (RRIF) program. FAA has jurisdiction over DFW Airport and Addison Airport.

Status In accordance with the National Environmental Policy Act (NEPA), DART is preparing an Environmental Impact Statement (EIS) for the Cotton Belt Corridor Regional Rail project. This EIS will build on the April 2014 Documentation of Environmental Conditions and 5%

Engineering for the Cotton Belt Corridor Regional Rail Project Report that documented environmental conditions associated with several rail alternatives being considered. In anticipation of relaunching the project, a series of public meetings were held during the last two weeks in August 2016. The DART FY 2017 Twenty-Year Financial Plan (approved October 25, 2016) includes funding for the Cotton Belt and accelerates implementation

Cotton Belt Corridor Facilities



Status (Continued) of the project from the year 2035 to 2022. On October 25, 2016, the DART Board added value to the General Planning Consultant (GPC6) contract to advance the Cotton Belt Project. On December 14, 2016, DART staff met in a One DOT Meeting with FTA, FRA, and FAA to establish roles and responsibilities for the project. Additional One DOT meetings will be scheduled. It is anticipated that public meetings will be held in February 2017.

Issues Community Concerns North Dallas residents and Dallas Councilpersons have expressed concern about an alignment through North Dallas and the number of stations.

Dallas Central Business District (CBD) D2 Alignment



Board Strategic

Priority 4: Expand DART’s transportation system to serve cities inside and


Description This project (known as D2) establishes a second light rail transit (LRT) line through Downtown Dallas by connecting two points: Victory Station and the Green Line (Good Latimer/Elm St. intersection). It doubles the LRT capacity through Downtown Dallas, relieving congestion on the existing Bryan/Pacific Transit Mall and on the Downtown junctions and increasing capacity systemwide. An Alternatives Analysis/Draft Environmental Impact Statement (AA/DEIS) was completed in May 2010. The second phase of the AA effort was completed under an FTA grant to address comments and suggestions received during the AA/DEIS. That effort culminated with the DART Board of Directors’ selection of a Locally Preferred Alternative (LPA) in September 2015. That decision led to the initiation of Project Development (PD) on the LPA in early 2016. On October 25, 2016, the Board of Directors approved the FY 17 Financial Plan, which included $1.3 billion for development of an all-subway D2. This action marked a departure from the direction previously provided with the selection of the LPA. The new direction requires a refinement of the LPA, where options that had been considered during the original AA/DEIS and possibly other corridors will be evaluated. This effort is expected to conclude with the Board’s confirmation of an LPA in late Summer 2017. This would then be followed by the re-initiation of PD on the LPA, starting in Fall 2017 and concluding in Fall 2019. Assumptions made in the FY 2017 Twenty-Year Financial Plan include an approximately 50/50 funding share between local/federal sources, which would now be expected to be completed by 2023.

Status DART is conducting LPA refinement between January and June 2017, where the process will include extensive public involvement (Policy, Stakeholder and Technical Committees; presentations to the general public and social media communication). This work will provide the basis for DART’s third D2 submittal for Core Capacity Program funding and be the alternative on which to resume the Project Development effort (i.e., Preliminary Engineering and Environmental Impact Statement).

Dallas Central Business District (CBD) D2 Alignment



Issues None

CBD Rail Replacement





Description The CBD Rail Replacement project is a phased implementation plan to address the condition of rail wear in the CBD (Pearl Station to Houston Street). The project includes: Phase I, limited replacement of worn rail in selected curves; Phase II, special track procurement; and Phase III, full replacement of remaining CBD rail.

Status Phase I – Limited Replacement Work was completed in December 2014. Closeout is complete. Phase II – Special Track Procurement Material was received on December 23, 2015. DART has closed out the contract. Phase IIIA – Special Track Installation DART has prepared a Capital Project Request to advance Phase IIIA in the Financial Plan from 2022 to 2017. Phase IIIA will be the replacement and new installation for 50 meter turnouts, with a possible bid option for remaining rail replacement between West End and Field Street. The project team is working on development of new schedule and budget based on installation of crossovers and remainder of new track. Phase IIIB – Remaining Rail Improvements

Phase IIIB is replacement of remaining trackwork, street headers, and drainage improvements. Replacement is scheduled for 2022.

Issues None

CCTV on LRVs





Description The CCTV on LRVs project involves procurement and installation

of CCTV cameras, recorders, and modems to provide surveillance capability in DART’s fleet of light rail vehicles. The project plan is projected to be performed in two phases: Phase I – installation of 48 pre-wired vehicles, and Phase II – installation of 115 vehicles to be configured.

Status Phase I – 48 LRVs Notice to Proceed for the furnish & install contract was issued on May 9, 2016. Kick-off meeting was held on May 11, 2016. Contractor has substantially completed early action item list. Milestone 1 for completion of design was achieved on July 23, 2016. Notice to Proceed was issued with effective date of July 23, 2016, for start of activities for First Article installation, with a Milestone 2 date of October 28, 2016. Milestone 2 date was missed due to incomplete CCTV design. The Authority approved final design on November 22, 2016. Contractor anticipates to start First Article installation on December 5, 2016. Phase II – 115 SLRVs A Capital Project Request has been submitted to establish funding to furnish and install a CCTV system on the remaining 115 vehicles. The requested amount is based on the amount identified in bid options to the base contract awarded for the 48-vehicle installation.

Issues Failure to Meet Milestone 2 – First Article Installation The contractor submitted a revised schedule dated October 13, 2016. The schedule includes activities trending beyond the milestone. Due to failure to meet the requirements for Milestone 2, DART issued a Letter of Concern on November 1, 2016, and a Cure Letter on December 13, 2016. The contractor anticipates First Article delivery on January 6, 2017.








the Central Rail Operating Facility (CROF) TPSS Project.

Status Integrated Testing and System Safety Certification continues to track completion of “Open” items for the CROF TPSS Project. Systems Integration Testing status is as follows: CROF TPSS


The Safety Certification status is as follows:

CROF TPSS


Issues None





DART Police FacilitiesMonroe Shops - Pkg. #1 Package # 1 Completed 3/16/10

Monroe Shops - Pkg. #2 Package # 2 Completed 3/18/11

Monroe Shops - Pkg. #3 Package # 3 Completed 3/18/11

Project On Hold Pending ELT Authorization

NW Substation - On Hold Project On Hold Pending Third Party Discussions at Walnut Hill/Denton

Project Substantially Complete 5/10/11

CBD/TSP - Phase II Project Complete



Project

CROF TPSS Installation

CCTV For 48 SLRVs

CBD Rail Replacement

Phase IIIA

NE Substation & K9 Holding Area

@ LBJ Sta. - On Hold

CBD/TSP - Phase I

2017



Complete Design 3A ERP

Receive CCB Approval for 3A

Start Proposal 3A Evaluation

Start 65% Design Phase 3A

Issue NTP - Design 3A

Coordinate with Great SW at TCC & COD Fire Marshall for Fire Alarm Green Tag

Start First Article Testing

Release First Vehicle for First Article Installation

Live WIre

Start CCTV Installation on Remaining Vehicles

Milestone A Turnover to Authority Integrated Testing

Milestone B Final Acceptance

Revenue Service

Issue NTP Milestone 3 & 4 Remaining Vehicles

Start 100% Design Phase 3A

12/31/2016

Stre

etc

ar P

rogr

ams



Streetcar Programs

Project 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

Streetcar Option

Vehicles

Dallas Streetcar


North Streetcar

Extension

South Streetcar

Extension

Urban Circulator

Streetcar

OC to Union Station

(TIGER) Streetcar

OC to Union Station

(TIGER) Streetcar

Vehicle Procurement

Plng/Design/Utils/ROW GMP /IFB Design/Build/Test Fab/Construct/Test LRV Acceptance


12/31/2016


Turnover To MATA 5/04/15


Project Closeout

Cost Summary


Streetcar Programs

STREETCAR PROGRAMS Cost Summary


Budget Current

Commitment (1) Expended to Date (2,3)

Dallas to Oak Cliff Streetcar Construction (4) $ 38.3 $ 32.0 $ 31.9

Dallas to OC Environmental Assessment 1.6 1.6 1.6

Streetcar Vehicles 10.5 10.2 10.6

Dallas Streetcar System Plan 0.4 0.4 0.3

Study Streetcar Access to MATA Track 0.1 0.1 0.1

Streetcar – DWU Work 0.1 0.1 0.1

Olive Street-St. Paul Streetcar Loop 7.3 7.3 7.3

Urban Circulator – DWU Work Only (5) 0.9 0.9 0.9

Urban Circulator – OTHER (7,8) 2.6 0.6 0.6

Streetcar Financial Consultant 0.0 0.0 0.0

Northern Streetcar Extension (6) 0.3 0.3 0.3

Southern Streetcar Extension (6) 23.7 23.2 21.0

Streetcar Extension Vehicles (6) 8.0 8.5 6.1

Streetcar Programs Total $ 93.8 $ 85.2 $ 80.8 1) Committed values reflect activity through 12/31/16. 2) Expended to Date values reflect activity through 11/30/16. 3) Expended to Date values exclude City of Dallas reimbursements. 4) Dallas to OC Streetcar Construction project reflects forecasted saving of approx. $5.7 M. 5) Budget reflects current Urban Circulator DWU Work Only. 6) Streetcar Extension and Extension Vehicles total $32.1M budget authorization from City of Dallas. 7) Urban Circulator Forecasted Savings of approx. $1.6M. 8) $250K forecasted for costs to complete SSO compliance.

Streetcar Extension Projects


Streetcar Programs




Description The City of Dallas has identified funding for design and construction services to extend the Union Station to Oak Cliff Streetcar Project south to the Bishop Arts District (Southern Extension), and north to near the Dallas Convention Center Hotel (Northern Extension). The City has requested that DART continue to serve as the City’s technical representative on this extension project, as they have on the base project. The project is being initiated as a CM/GC (Construction Manager/General Contractor) project, and is being procured and managed through DART. The Southern Extension consists of an approximately 0.75-mile double-track alignment from the existing Colorado/Beckley stop to a new southern terminus at Zang/Davis in the Bishop Arts District. The Northern Extension consists of an approximately 0.67-mile single-track loop from the existing Union Station streetcar stop to a new Convention Center hotel stop and a loop along Wood Street connecting back to the Union Station stop.

Status Southern Extension

Notice to Proceed for the design team was issued October 31, 2014. Issued for Construction (IFC) package was submitted in October 2015. A solicitation for a CM/GC for the Southern Extension, with the Northern Extension as an option, was issued on December 12, 2014. Proposals were due by January 16, 2015, but no proposals were received. Due to input received from potential bidders, the solicitation was amended and kept open until March 4, 2015. The DART Board approved the award of a contract for CM/GC pre-construction and construction services on April 28, 2015, to ACO, a Joint Venture of Archer-Western Construction, CARCON Industries, and Omega Contracting, Inc. Pre-construction services were substantially completed in early November 2015. ACO was given Notice to Proceed with construction on November 24, 2015. Actual construction on Zang Blvd. and Beckley Ave. began on December 14, 2015. The contract work was Substantially Complete as of July 28, 2016.

Streetcar Extension Projects


Streetcar Programs

Status (Continued) Live wire test runs by the streetcar were started on July 26, 2016. Substantial Completion inspections have been conducted and corrections were made. The Davis Streetcar Stop name has been changed to Bishop Arts Stop. The work at the Bishop Arts Stop has been modified per a design provided through the City of Dallas. Installation of the station canopy has been installed as originally planned. Pre-revenue services began on August 15, 2016. Revenue Service started on August 29, 2016. An agreement between DART and the City of Dallas to operate and maintain the Southern Extension is being processed. Northern Extension The design team has initiated conceptual design and a utilities package for the Northern Extension. Design development for the Northern Extension will require close coordination with other activities under consideration in the area of Union Station – such as the Program of Interrelated Projects that DART is studying.

Issues Aggressive Schedule (Both Projects) Contractors contacted by DART Procurement after January 16, 2015, noted the risk associated with the very aggressive schedule and requested that it be reconsidered. In addition, long lead time items such as a Traction Power Substation (TPSS) and special trackwork were listed as concerns – given the aggressive schedule. DART did mitigate the concern by advancing procurement of these high priority, long lead time items. Procurements of special trackwork and TPSS were initiated in June 2015. Special trackwork was delivered to DART in October 2015. The TPSS was delivered on April 28, 2016. The construction issues for the Southern Extension have been resolved. The Streetcar is in operation between Union Station and the Bishop Arts Stop. Timely Utility Relocation (Northern Extension) There is considerable concern related to utilities in the area of Houston and Young streets. A utility study has been performed to determine the level of impacts to the proposed alignment selection.

Streetcar Vehicle Procurement


Streetcar Programs




Description Two streetcar vehicles are being procured as part of the City of Dallas Union Station to Oak Cliff TIGER Streetcar Project. The project requires one service vehicle and one spare. The selected vehicle is required to operate across the Houston Street Viaduct under its own power, and it is required to operate on the DART light rail transit system OCS in order to access the Central Rail Operating Facility for storage and maintenance. An additional two streetcars are required for operation of the City of Dallas Streetcar project when extensions of the Union Station to Oak Cliff Streetcar Project are completed. These streetcars are being procured under the same contract.

Status Base Vehicle Procurement After the administrative judge denied Inekon’s protest of the award to Brookville Equipment Corporation (BEC) in February 2013, the DART Board of Directors authorized the award of a five-year contract to BEC for the base two-vehicle order. DART provided a Notice of Award to BEC on March 7, 2013, and a Notice to Proceed on March 25, 2013. During the month of April 2015, Car 9818 was placed into revenue service. Car 9817 was delivered in May 2015 and placed into revenue service in June 2015. BEC has continued submitting contract deliverables for review. Approximately 85% of the deliverables have been approved. Delivery of capital spare parts was initiated in August 2015 and continues. Approximately 98% of capital spare parts have been delivered. Three parts are pending. Maintenance manuals have been submitted by BEC and are under review by DART. Maintenance training was completed in June 2016. A second session of training started in November 2016 and is scheduled to be completed in January 2017.

Streetcar Vehicle Procurement


Streetcar Programs

Status (Continued) Special tools training will be delivered in January 2017. DART has now taken over preventive maintenance responsibilities. Brookville is responsible for warranty work. Extension Vehicles DART exercised the contract option for two additional vehicles in July 2015. The first option vehicle was delivered on June 29, 2016, and has been conditionally accepted and is in service. The second option streetcar was delivered on July 29, 2016, and has been conditionally accepted and is in service.

Issues None



Streetcar Programs





Dallas Streetcar (Southern Extension).

Status All Integrated Testing and System Safety Certification items are closed. Systems Integration Testing status is as follows:

Dallas Streetcar (Southern Extension) System Project


Dallas Streetcar (Southern Extension): Beckley TPSS


The Safety Certification status is as follows: Dallas Streetcar (Southern Extension) System Project


Dallas Streetcar (Southern Extension): Beckley TPSS




Streetcar Programs

Status (Continued) Dallas Streetcar Vehicle #303


Issues None



Streetcar Programs


Streetcar Option Vehicle

#303

Streetcar Option Vehicle

#304

Streetcar North Extension

Dallas Streetcar Working Schedule


Streetcar South Extension

Project

OC to Union Station

(TIGER) Streetcar Vehicle

Procurement

2017

Ping/Design/Utils/ROW GMP /IFB Design/Build/Test Fab/Construct/Test Acceptance


12/31/2016

Final Vehicle Acceptance #301 and #302

Final Acceptance #304

Final Acceptance #303

Revenue Service August29, 2016

Complete Training / Maintenance Manuals, Parts

Catalog & Integrated Schematic Diagrams

Begin GPC 6 Hazmat/Traffic Studies

Begin GPC 6 Noise/Vibration Studies

Begin NEPA Categorical Exclusion Process

Pro

gram

of

Inte

rre

late

d P

roje

cts

Red & Blue Line Platform Extensions & Level Boarding


Interrelated Projects



Description The purpose of this project is to modify platforms at 28 stations

along the Red and Blue Lines that were constructed before 2004 in order to accommodate three-car trains. Modifications include extending platforms and/or raising portions of the platform to permit level boarding. This modification will increase the carrying capacity of the system and enhance the core capacity of the network. By making these improvements, DART adds over 30% more rider capacity to the light rail system. The level boarding improvements will maintain DART’s commitment to Americans with Disability Act (ADA) accessibility standards.

Status DART submitted a letter to FTA requesting entry into Project

Development on August 28, 2014. The project was cleared by FTA to enter Project Development on December 11, 2014. FTA approved a Categorical Exclusion for the project on September 21, 2015. On September 30, 2015, DART staff submitted a Capital Investment Grant Program, Core Capacity application to FTA. DART has had several coordination meetings with FTA staff and participates on bi-weekly conference calls for the project. Although there are a total of 28 stations, there are actually 46 side and center platforms that need clear design and evaluation before construction can begin. The preliminary engineering effort was officially launched in late December 2015. Agencywide coordination meetings were held on July 30, 2015, and August 26, 2015. This multi-departmental group met at the 10%, 20% and 30% level of design to review the preliminary engineering. The 10% design review meeting was held March 15, 2016. The 20% design review meeting was held April 20, 2016. The 30% design review was held May 18, 2016, with final 30% delivered on May 27, 2016. A constructability review was held on the 10% design. Value engineering (VE) was conducted during the week of June 13, 2016. A Risk Review was held on June 22, 2016. Two ancillary projects related to the platform extension project are included in the 30% design. These projects that modify existing infrastructure to accommodate three-car trains are: modifying the CROF cleaning platform and extending the Westmoreland tail track.

Red & Blue Line Platform Extensions & Level Boarding


Interrelated Projects

Status (Continued) On September 2, 2016, DART submitted documentation to FTA that demonstrates that DART has completed the Project Development Process. On September 2, 2016, DART requested postponement to enter into engineering until operational modeling is complete and the final construction schedule is developed. It is anticipated that the request to enter into engineering will occur on January 20, 2017. Solicitation for design services was issued on July 30, 2016. Solicitation for Construction Manager/General Contractor was issued on November 14, 2016.

Issues None

Treasury First Quarter FY 2017

Table of Contents

Section 6 – Quarterly Investment Report – December 2016 --- Statement of Compliance

T1 Quarterly Investment Report Summary

T3 Security Transactions – Purchases

T4 Security Transaction – Maturities, Calls, & Sales

T5 Current Portfolio – Total

T7 Portfolio Analysis by Fund

T8 Changes in Market Value of Investments

T10 Callable Securities Analysis

T12 Defined Benefit Plan Summary

T13 Debt Obligations

First Quarter T1 FY 2017

1st Qtr FY17

FY16 3/31 0.922

6/30 0.907

9/30 0.943

FY17 12/31 1.070

Yield to Maturity

Managed Funds

Ending Amortized Values as of December 31st

Portfolio Agencies T-Bills & Notes CP Pools MMF's Fund Totals YTM Compliant

Managed Funds

Operating 426,007,641$ -$ 49,960,511$ 32,348,911$ -$ 508,317,063$ 1.063% Yes Financial Reserve 40,014,233$ -$ 9,994,267$ 23$ -$ 50,008,523$ 1.140% Yes

Capital Reserve 12,799,842$ -$ -$ 10,299,093$ -$ 23,098,936$ 1.055% YesPlatform Extensions 10,100,000$ -$ 40,244,427$ 10,199,041$ -$ 60,543,468$ 0.984% Yes

Insurance 11,697,530$ -$ -$ -$ -$ 11,697,530$ 1.169% Yes500,619,247$ -$ 100,199,205$ 52,847,068$ -$ 653,665,519$ 1.070%

Constrained Funds

Debt Service 30,680,639$ -$ -$ -$ 246,433$ 30,927,071$ 0.619% Yes Regional Toll Road -$ -$ -$ -$ 2,086,029$ 2,086,029$ 0.070% Yes

COD Streetcar -$ -$ -$ -$ 3,800,196$ 3,800,196$ 0.064% YesToyota -$ -$ -$ 944,876$ -$ 944,876$ 0.879% Yes

30,680,639$ -$ -$ 944,876$ 6,132,657$ 37,758,173$ 0.529%

All Funds 531,299,885$ -$ 100,199,205$ 53,791,944$ 6,132,657$ 691,423,692$ 1.035%

Quarterly Investment Report Summary

All funds were in full compliance with the requirements of the Texas Public Funds Investment

Act as well as the requirements as set forth in DART’s $200 million Commercial Paper Self-

Liquidity Program. The Financial Reserve Fund has maintained sufficient funds to meet the

requirements outlined in the Comerica/DART defeased lease transaction.

The Texas Public Funds Investment Act requires that the investment officer(s) of the entity shall, not less than quarterly, prepare and submit to the CEO and the governing body of the entity a written report of investment transactions for all funds in the preceding reporting period. The report shall be presented within a reasonable period of time after the end of the reporting period, and shall cover all items as outlined in Section 2256.023 of the Texas Code.

Expectations were met as the Fed increased the discount rate by 25 basis points in December. Other economic data released in December kept alive the idea that there could be 2 to 3 additional 25 basis point hikes during calendar 2017. Optimism for an improving economy continued to fuel stock markets as the Dow flirted with 20,000 more than once. The investment rating of each investment was reviewed on 9/30/16 and found to be in compliance with PFIA. The investment strategy for the Operating Fund is to seek higher yielding callable bonds in the 2 to 5 years range while reducing the exposure to shorter term investments. Strategies for the other funds are: Capital Reserve 1-6 months (10%), 6-12 months (10%), laddered 2-5 years (80%)

Financial Reserve laddered maturities managed so as to replace called/matured investments

Insurance laddered maturities managed so as to replace called/matured investments Platform investment maturities tied to expected project expenditures Regional Toll Road 100% money-market funds

Streetcar 100% money-market funds Toyota 100% money-market funds

Debt Service investment maturities tied to semi-annual and annual payment

First Quarter T2 FY 2017

FY15 9/30 0.676

FY16 1/31 0.879

2/29 0.892

3/31 0.922

Yield to Maturity

Managed Funds

The benchmark rates are calculated at the end of each month as a weighted average of the 3 and 6 month Treasury bond yield curves, as well as the Merrill Lynch U.S. Treasury & Agency 1-3 year index.

1 - 90 days

91 - 180 days

181 - 365 days

1 - 3 years

4 - 5 years

1st Qtr FY17

0.00

0.20

0.40

0.60

0.80

1.00

1.20

JA

N16

FE

B16

MA

R16

AP

R16

MA

Y16

JU

N16

JU

L16

AU

G16

SE

P16

OC

T16

NO

V16

DE

C16

Pe

rce

nt Y

ield

Historical Performance Against Benchmarks

Managed Funds

Managed FundsBenchmark

Constrained Funds

Constrained FundsBenchmark

--- 12 months ending --- 3 months

FY14 FY15 FY16 FY17

Actual 0.53% 0.64% 0.80% 0.92% Benchmark 0.29% 0.39% 0.55% 0.75%

Average Yield to Maturity All Funds

0

10

20

30

40

50

60

70

80

90

100

DEC 15 DEC 16

Pe

rce

nt

Quarterly Investment Report Summary

Weighted Average Maturities

Investments by Maturity Range

T3 First Quarter

FY2017

Security Transactions - Purchases

Purchase

DateCUSIP Security Description Face Value

Maturity

Date

Call

Date

Yield

to Worst Cost Value

Investment

Number

OPERATING FUND10/20/16 3133EGXK6 FFCB 1.12 10/11/2019-17 10,000,000$ 10/11/19 10/11/17 1.146 9,995,300$ 17-000310/25/16 3130A9U82 FHLB 1.14 10/25/2019-17 10,000,000$ 10/25/19 10/25/17 1.140 10,000,000$ 17-000411/17/16 3130AA3R7 FHLB 1.375 11/15/2019 10,000,000$ 11/15/19 --- 1.383 9,997,700$ 17-000911/29/16 3136G4HF3 FNMA 1.35 11/29/2019-17 9,500,000$ 11/29/19 11/29/17 1.350 9,500,000$ 17-001112/19/16 3133EGU86 FFCB 1.5 12/19/2019-17 10,000,000$ 12/19/19 12/19/17 1.500 10,000,000$ 17-001812/27/16 3133EG2M6 FFCB 1.7 12/27/2019-17 10,000,000$ 12/27/19 12/27/17 1.700 10,000,000$ 17-002012/30/16 3134GAYY4 FHLMC 1.5 12/30/2019-17 10,000,000$ 12/30/19 03/30/17 1.500 10,000,000$ 17-002212/27/16 3136G4JR5 FNMA 1.625 3/27/2020-17 3,000,000$ 03/27/20 06/27/17 1.625 3,000,000$ 17-001910/25/16 3135G0Q63 FNMA 1.3 3/30/2020-17 10,000,000$ 03/30/20 03/30/17 1.299 10,009,028$ 17-000512/15/16 3130AA3Z9 FHLB 1.5 6/15/2020-17 3,275,000$ 06/15/20 12/15/17 1.500 3,275,000$ 17-001712/30/16 3130AAHA9 FHLB Step 6/30/2020-17 10,000,000$ 06/30/20 06/30/17 1.250 10,000,000$ 17-002111/25/16 3136G4GW7 FNMA 1.5 8/25/2020-17 10,000,000$ 08/25/20 05/25/17 1.500 10,000,000$ 17-0010

TOTAL 105,775,000$ 1.388 105,777,028$

10/14/16 313384R43 FHLB 0 11/29/2016 9,053,000$ 11/29/16 --- 0.266 9,049,992$ 17-000110/14/16 313384R43 FHLB 0 11/29/2016 14,217,000$ 11/29/16 --- 0.266 14,212,277$ 17-000212/2/16 313385GG5B FHLB 0 5/31/2017 23,592,000$ 05/31/17 --- 0.537 23,529,481$ 17-001512/2/16 313385GG5B FHLB 0 5/31/2017 430,000$ 05/31/17 --- 0.537 428,861$ 17-001412/9/16 31315LPG7 FHLMC 0 11/15/2017 6,766,000$ 11/15/17 --- 0.919 6,708,320$ 17-0016

TOTAL 54,058,000$ 0.468 53,928,931$

10/31/16 3133EGXK6 FFCB 1.12 10/11/2019-17 1,500,000$ 10/11/19 10/11/17 1.189 1,497,933$ 17-000611/9/16 3133EGF42 FFCB 1.36 11/9/2020-17 3,000,000$ 11/09/20 11/09/17 1.360 3,000,000$ 17-0008

TOTAL 4,500,000$ 1.303 4,497,933$

11/30/16 3136G4JA2 FNMA 1.5 11/26/2019-17 4,900,000$ 11/26/19 05/26/17 1.500 4,900,000$ 17-001211/8/16 3130A8QD8 FHLB 1.23 7/14/2020-17 4,000,000$ 07/14/20 07/14/17 1.280 4,008,380$ 17-000711/30/16 3134GAZE7 FHLMC 2 11/24/2021-17 4,030,000$ 11/24/21 02/24/17 2.000 4,030,000$ 17-0013

TOTAL 12,930,000$ 1.588 12,938,380$

GRAND TOTAL 177,263,000$ 1.120 177,142,272$

DEBT SERVICE FUND

INSURANCE FUND

FINANCIAL RESERVE FUND

1st Qtr FY17

T4 First Quarter

FY 2017

Security Transactions - Maturities, Calls & Sales

Sale

DateAction

Maturity

DateCUSIP Security Description

Beg Cost Val &

Accrued Int.

Int Received

Current Qtr

Realized

Gain/Loss

Original

Disc/(Prem)

OPERATING FUND10/11/16 Matured 10/11/16 3133EDUV2 FFCB 0.65 10/11/2016 9,998,000.00$ 32,500.00$ 2,000.00$ 2,000.00$ 10/17/16 Matured 10/17/16 83369BKH8 Societe Generale 0 10/17/2016 9,936,550.00$ -$ 63,450.00$ 63,450.00$ 10/19/16 Matured 10/19/16 3133EEM64 FFCB 0.48 10/19/2016 10,000,000.00$ 24,000.00$ -$ -$ 10/28/16 Matured 10/28/16 89116EKU6 Toronto Dominion 0 10/28/2016 4,007,964.86$ -$ 22,035.14$ 22,035.14$ 11/10/16 Matured 11/10/16 00280NLA6 Abbey National 0 11/10/2016 9,931,766.70$ -$ 68,233.30$ 68,233.30$ 11/14/16 Matured 11/14/16 2254EALE1 Credit Suisse 0 11/14/2016 14,930,625.00$ -$ 69,375.00$ 69,375.00$ 11/23/16 Matured 11/23/16 00280NLP3 Abbey National 0 11/23/2016 4,964,638.89$ -$ 35,361.11$ 35,361.11$ 12/9/16 Matured 12/09/16 83369BM94 Societe Generale 0 12/9/2016 6,961,717.78$ -$ 38,282.22$ 38,282.22$ 12/16/16 Matured 12/16/16 3130A5UB3 FHLB 0.55 12/16/2016 10,000,000.00$ 27,500.00$ -$ -$ 12/27/16 Matured 12/27/16 83369BMT0 Societe Generale 0 12/27/2016 9,930,583.33$ -$ 69,416.67$ 69,416.67$ 12/30/16 Matured 12/30/16 3134G5AB1 FHLMC 0.65 12/30/2016 8,019,513.33$ 26,000.00$ (880.00)$ -$ 12/30/16 Matured 12/30/16 00280NMW7 Abbey National 0 12/30/2016 9,927,250.00$ -$ 72,750.00$ 72,750.00$ 10/26/16 Called 10/26/18 3130A6ZD2 FHLB 1.375 10/26/2018-16 10,000,000.00$ 68,750.00$ -$ -$ 11/23/16 Called 11/23/18 3136G2TW7 FNMA Step 11/23/2018-16 10,000,000.00$ 37,500.00$ -$ -$ 11/23/16 Called 05/23/19 3136G2SR9 FNMA Step 5/23/2019-16 1,846,901.25$ 6,937.50$ 4,255.00$ 4,255.00$

TOTAL 130,455,511.14$ 223,187.50$ 444,278.44$ 445,158.44$

INSURANCE FUND11/8/16 Called 09/28/17 3133EFFH5 FFCB 0.81 9/28/2017-16 2,896,599.75$ -$ 7,250.00$ 7,250.00$

TOTAL 2,896,599.75$ -$ 7,250.00$ 7,250.00$

FINANCIAL RESERVE FUND11/10/16 Matured 11/10/16 63873JLA6 Natixis 0 11/10/2016 4,002,501.97$ -$ 27,498.03$ 27,498.03$ 11/22/16 Matured 11/22/16 83369BLN4 Societe Generale 0 11/22/2016 4,862,515.00$ -$ 37,485.00$ 37,485.00$ 11/8/16 Called 09/28/17 3133EFFH5 FFCB 0.81 9/28/2017-16 4,000,000.00$ -$ -$ 7,250.00$

TOTAL 12,865,016.97$ -$ 64,983.03$ 72,233.03$

CAPITAL RESERVE FUND12/19/16 Matured 12/19/16 3130A6X85 FHLB 0.75 12/19/2016 1,800,037.50$ 6,750.00$ -$ -$ 12/28/16 Called 12/28/18 3130A6V79 FHLB 1.4 12/28/2018-16 4,000,000.00$ 28,000.00$ -$ -$

TOTAL 5,800,037.50$ 34,750.00$ -$ -$

DEBT SERVICE FUND10/11/16 Matured 10/11/16 313588K38 FNMA 0 10/11/2016 4,624,786.67$ -$ 25,213.33$ 25,213.33$ 10/21/16 Matured 10/21/16 313384L56 FHLB 0 10/21/2016 2,205,427.26$ -$ 11,572.74$ 11,572.74$ 11/4/16 Matured 11/04/16 313384N39 FHLB 0 11/4/2016 14,200,143.97$ -$ 1,855.82$ 5,856.03$ 11/4/16 Matured 11/04/16 313384N39 FHLB 0 11/4/2016 4,500,144.18$ -$ 5,856.03$ 1,855.82$ 11/10/16 Matured 11/10/16 313396N90 FHLMC 0 11/10/2016 8,676,383.04$ -$ 18,616.96$ 18,616.96$ 11/10/16 Matured 11/10/16 313396N90 FHLMC 0 11/10/2016 4,499,963.18$ -$ 16,036.82$ 16,036.82$ 11/14/16 Matured 11/14/16 313384P52 FHLB 0 11/14/2016 14,999,550.40$ -$ 5,985.49$ 19,449.60$ 11/14/16 Matured 11/14/16 313384P52 FHLB 0 11/14/2016 4,616,014.51$ -$ 19,449.60$ 5,985.49$ 11/23/16 Matured 11/23/16 313384Q69 FHLB 0 11/23/2016 4,500,433.79$ -$ 9,566.21$ 9,566.21$ 11/23/16 Matured 11/23/16 313384Q69 FHLB 0 11/23/2016 6,950,226.46$ -$ 14,773.54$ 14,773.54$ 11/25/16 Matured 11/25/16 313384Q85 FHLB 0 11/25/2016 13,524,535.98$ -$ 884.64$ 36,464.02$ 11/25/16 Matured 11/25/16 313384Q85 FHLB 0 11/25/2016 328,115.36$ -$ 36,464.02$ 884.64$ 11/25/16 Matured 11/25/16 912796JV2 T-Bill 0 11/25/2016 4,499,716.56$ -$ 3,283.44$ 3,283.44$ 11/25/16 Matured 11/25/16 912796JV2 T-Bill 0 11/25/2016 14,200,637.81$ -$ 10,362.19$ 10,362.19$ 11/29/16 Matured 11/29/16 313384R43 FHLB 0 11/29/2016 9,049,992.39$ -$ 3,007.61$ 3,007.61$ 11/29/16 Matured 11/29/16 313384R43 FHLB 0 11/29/2016 14,212,276.80$ -$ 4,723.20$ 4,723.20$ 11/30/16 Matured 11/30/16 313396R54 FHLMC 0 11/30/2016 4,500,179.48$ -$ 9,820.52$ 9,820.52$ 11/30/16 Matured 11/30/16 313396R54-B FHLMC 0 11/30/2016 4,500,166.06$ -$ 23,833.94$ 23,833.94$

TOTAL 134,588,693.90$ -$ 221,306.10$ 221,306.10$

GRAND TOTAL 286,605,859.26$ 257,937.50$ 737,817.57$ 745,947.57$

1st Qtr FY17

T5 First Quarter

FY 2017

Current Portfolio - Total

Security

DescriptionCUSIP Face Value Rate

Mat

Date

Yield

Matur

Yield

Worst

Period Beg

Book Value

Period End

Book Value Market Value

Purch.

Date

Invest

#

Toyota 0 1/13/2017 89233GND4 10,000,000$ 0.000 01/13/17 0.979 0.979 9,991,917$ 9,996,533$ 9,997,333$ 4/20/2016 16-0069

Abbey National 0 1/20 00280NNL0 5,000,000$ 0.000 01/20/17 0.979 0.979 4,993,200$ 4,997,333$ 4,997,733$ 4/27/2016 16-0071

Toyota Motor 0 1/23/2 89233GNP7 5,000,000$ 0.000 01/23/17 0.979 0.979 4,992,800$ 4,996,933$ 4,997,333$ 4/29/2016 16-0072

Natixis 0 1/31/2017 63873JNX4 15,000,000$ 0.000 01/31/17 0.958 0.958 14,975,717$ 14,987,858$ 14,989,033$ 5/20/2016 16-0080

ING Funding 0 2/2/2014497W0P28 10,000,000$ 0.000 02/02/17 1.148 1.148 9,979,979$ 9,989,677$ 9,990,667$ 8/5/2016 16-0109

Toyota Motor Credit 0 89233GP34 15,000,000$ 0.000 02/03/17 0.928 0.928 14,975,354$ 14,987,108$ 14,988,246$ 5/12/2016 16-0074

ING Funding 0 2/13/204497W0PD4 10,000,000$ 0.000 02/13/17 1.122 1.122 9,977,083$ 9,986,556$ 9,987,472$ 8/5/2016 16-0110

Coca-Cola 0 2/15/201 19121APF2 10,000,000$ 0.000 02/15/17 0.876 0.876 9,981,606$ 9,989,011$ 9,989,728$ 5/23/2016 16-0083

JPMorgan 0 2/24/201746640PPQ0 7,000,000$ 0.000 02/24/17 0.979 0.979 6,983,947$ 6,989,733$ 6,989,631$ 5/31/2016 16-0086

JPMorgan 0 2/24/201746640PPQ0 13,300,000$ 0.000 02/24/17 1.081 1.081 13,266,321$ 13,278,461$ 13,280,299$ 6/1/2016 16-0088

FHLB 0.75 3/24/2017 3130A4QQ8 10,000,000$ 0.750 03/24/17 0.772 0.772 9,999,320$ 9,999,505$ 9,996,700$ 3/24/2015 15-0068

FFCB 0.65 5/8/2017 3133EEJ43 1,500,000$ 0.650 05/08/17 0.680 0.680 1,499,804$ 1,499,842$ 1,497,810$ 5/8/2015 15-0087

FFCB 0 5/11/2017 313313FL7 10,000,000$ 0.000 05/11/17 0.632 0.632 9,972,100$ 9,977,439$ 9,980,440$ 5/13/2016 16-0076

FHLMC 0.67 5/12/201 3134G6YY3 10,000,000$ 0.670 05/12/17 0.670 0.670 10,000,000$ 10,000,000$ 9,991,300$ 5/12/2015 15-0090

FFCB 0.625 5/22/20173133EEN48 10,000,000$ 0.625 05/22/17 0.675 0.675 9,997,633$ 9,998,057$ 9,992,500$ 5/22/2015 15-0097

FHLB 0 5/31/2017 313385GG5B 430,000$ 0.000 05/31/17 0.537 0.537 -$ 429,044$ 429,028$ 12/2/2016 17-0014

FHLB 0 5/31/2017 313385GG5B 23,592,000$ 0.000 05/31/17 0.537 0.537 -$ 23,539,554$ 23,538,658$ 12/2/2016 17-0015

FFCB 0.72 7/21/2017 3133EE4K3 565,000$ 0.720 07/21/17 0.754 0.754 564,878$ 564,894$ 564,379$ 7/30/2015 15-0136

FHLB 0.69 7/26/2017- 3130A8TB9 10,000,000$ 0.690 07/26/17 0.690 0.690 10,000,000$ 10,000,000$ 9,990,000$ 7/26/2016 16-0107

FHLMC 0.68 8/23/201 3134G75D9 15,000,000$ 0.680 08/23/17 0.680 0.680 15,000,000$ 15,000,000$ 14,985,300$ 10/30/2015 16-0014

FHLMC 0.85 8/25/201 3134G6ZX4 5,000,000$ 0.850 08/25/17 0.850 0.850 5,000,000$ 5,000,000$ 4,993,550$ 5/28/2015 15-0103

FFCB 0.77 8/28/2017 3133EFBD8 4,700,000$ 0.770 08/28/17 0.770 0.770 4,700,000$ 4,700,000$ 4,696,677$ 8/28/2015 15-0144

FHLMC 0.65 9/29/201 3134G9G68 10,100,000$ 0.650 09/29/17 0.650 0.650 10,100,000$ 10,100,000$ 10,087,173$ 6/30/2016 16-0099

FHLB 1 10/17/2017 3130A3CU6 10,000,000$ 1.000 10/17/17 1.000 1.000 10,000,000$ 10,000,000$ 9,993,500$ 10/17/2014 15-0011

FHLMC 0 11/15/2017 31315LPG7 6,766,000$ 0.000 11/15/17 0.919 0.919 -$ 6,712,041$ 6,725,018$ 12/9/2016 17-0016

FHLMC 0.9 11/24/201 3134G82C2 1,545,000$ 0.900 11/24/17 0.925 0.925 1,545,000$ 1,545,000$ 1,543,486$ 11/25/2015 16-0028

FNMA 0.87 12/26/201 3136G14R7 5,000,000$ 0.870 12/26/17 1.250 1.250 5,000,000$ 5,000,000$ 4,986,550$ 2/4/2014 14-0062

FHLB 0.95 12/27/20173130A5VA4 5,000,000$ 0.950 12/27/17 0.950 0.950 5,000,000$ 5,000,000$ 4,999,550$ 7/6/2015 15-0124

FHLMC 0.7 12/29/201 3134G9D38 2,795,000$ 0.700 12/29/17 0.700 0.700 2,795,000$ 2,795,000$ 2,788,208$ 6/29/2016 16-0098

FHLB 0.72 1/16/2018 3130A8HM8 10,000,000$ 0.720 01/16/18 0.720 0.720 10,000,000$ 10,000,000$ 9,962,200$ 6/16/2016 16-0093

FFCB 0.84 1/22/2018- 3133EFKL0 10,000,000$ 0.840 01/22/18 0.840 0.840 10,000,000$ 10,000,000$ 9,962,300$ 10/22/2015 16-0009

FHLMC 1 2/27/2018-1 3134G83W7 2,000,000$ 1.000 02/27/18 1.068 1.068 2,000,000$ 2,000,000$ 1,997,800$ 11/27/2015 16-0029

FHLMC 1 3/30/2018-1 3134G7M73 8,650,000$ 1.000 03/30/18 1.000 1.000 8,650,000$ 8,650,000$ 8,637,717$ 9/30/2015 15-0155

FNMA 1.05 4/2/2018-13136G1JA8 3,990,000$ 1.050 04/02/18 1.381 1.381 3,990,000$ 3,990,000$ 3,980,225$ 9/2/2014 14-0139

FNMA 1 5/18/2018-153136G2HW0 2,000,000$ 1.000 05/18/18 1.137 1.137 2,000,000$ 2,000,000$ 1,990,840$ 5/26/2015 15-0098

FFCB 0.93 5/18/2018- 3133EGBB0 3,835,000$ 0.930 05/18/18 0.950 0.950 3,835,000$ 3,835,000$ 3,826,256$ 5/18/2016 16-0079

FNMA 1.03 5/21/2018 3135G0XA6 5,000,000$ 1.030 05/21/18 1.438 1.438 5,000,000$ 5,000,000$ 4,979,450$ 2/21/2014 14-0069

FFCB 1.22 6/25/2018 3133EE2F6 10,000,000$ 1.220 06/25/18 1.127 1.127 10,014,300$ 10,013,525$ 10,010,200$ 6/29/2015 15-0115

FHLMC 0.8 6/29/2018 3134G9D53 15,000,000$ 0.800 06/29/18 0.800 0.800 15,000,000$ 15,000,000$ 14,871,900$ 6/29/2016 16-0097

FHLMC 0.8 6/29/2018 3134G9G76 5,000,000$ 0.800 06/29/18 0.800 0.800 5,000,000$ 5,000,000$ 4,958,950$ 6/30/2016 16-0100

FHLB 0.84 7/12/2018- 3130A8PZ0 10,000,000$ 0.840 07/12/18 0.901 0.901 9,996,703$ 9,999,080$ 9,952,100$ 8/15/2016 16-0113

FNMA 0.85 7/13/2018 3135G0L43 10,000,000$ 0.850 07/13/18 0.850 0.850 10,000,000$ 10,000,000$ 9,944,700$ 7/14/2016 16-0104

FHLMC 1 7/27/2018-1 3134G73Q2 10,000,000$ 1.000 07/27/18 1.000 1.000 10,000,000$ 10,000,000$ 9,974,500$ 10/27/2015 16-0013

FFCB 0.96 7/27/2018-3133EGNU5 5,250,000$ 0.960 07/27/18 0.985 0.985 5,248,281$ 5,248,504$ 5,234,250$ 7/27/2016 16-0108

FHLMC 1 8/10/2018-1 3134G72R1 10,000,000$ 1.000 08/10/18 1.000 1.000 10,000,000$ 10,000,000$ 9,956,400$ 11/10/2015 16-0021

FFCB 1 8/23/2018-16 3133EGBG9 8,840,000$ 1.000 08/23/18 1.000 1.000 8,840,000$ 8,840,000$ 8,780,507$ 5/23/2016 16-0082

1st Qtr FY17

T6 First Quarter

FY 2017

Current Portfolio - Total

Security

DescriptionCUSIP Face Value Rate

Mat

Date

Yield

Matur

Yield

Worst

Period Beg

Book Value

Period End

Book Value Market Value

Purch.

Date

Invest

#

FHLB 1 8/28/2018-17 3130A9BX8 3,100,000$ 1.000 08/28/18 1.000 1.000 3,100,000$ 3,100,000$ 3,089,677$ 8/30/2016 16-0117

FFCB 1.01 9/20/2018- 3133EGFX8 10,000,000$ 1.010 09/20/18 1.010 1.010 10,000,000$ 10,000,000$ 9,965,600$ 6/20/2016 16-0094

FFCB 1.11 10/15/20183133EFHH3 10,000,000$ 1.110 10/15/18 1.110 1.109 10,000,000$ 10,000,000$ 9,928,300$ 10/15/2015 16-0007

FFCB 1.01 10/26/20183133EFKW6 10,000,000$ 1.010 10/26/18 1.010 1.010 10,000,000$ 10,000,000$ 9,914,300$ 10/26/2015 16-0011

FHLMC 1 12/28/2018-3134G9WB9 10,000,000$ 1.000 12/28/18 1.000 1.000 10,000,000$ 10,000,000$ 9,927,300$ 6/28/2016 16-0095

FNMA 1 1/25/2019-17 3135G0M67 10,000,000$ 1.000 01/25/19 1.000 1.000 10,000,000$ 10,000,000$ 9,919,000$ 7/25/2016 16-0105

FHLMC 1.05 2/28/201 3134GAEP5 7,025,000$ 1.050 02/28/19 1.050 1.050 7,025,000$ 7,025,000$ 6,965,639$ 8/30/2016 16-0118

FHLMC 1 3/29/2019-1 3134G9B97 15,000,000$ 1.000 03/29/19 1.000 1.000 15,000,000$ 15,000,000$ 14,889,750$ 6/29/2016 16-0096

FNMA 1.25 5/30/2019 3136G3QY4 11,300,000$ 1.250 05/30/19 1.250 1.250 11,300,000$ 11,300,000$ 11,221,465$ 5/27/2016 16-0085

FNMA 1.075 7/11/201 3135G0L76 5,000,000$ 1.075 07/11/19 1.100 1.100 4,998,935$ 4,999,721$ 4,950,600$ 8/24/2016 16-0115

FNMA Step 7/26/2019 3136G3C94 10,000,000$ 0.750 07/26/19 1.737 0.750 10,000,000$ 10,000,000$ 9,990,500$ 7/26/2016 16-0106

FNMA 1.15 7/26/2019 3136G3Q73 4,100,000$ 1.150 07/26/19 1.150 1.149 4,100,000$ 4,100,000$ 4,056,991$ 8/26/2016 16-0116

FNMA 1.15 8/23/2019 3136G3V69 5,000,000$ 1.150 08/23/19 1.15 1.150 5,000,000$ 5,000,000$ 4,934,150$ 8/23/2016 16-0114

FFCB 1.2 9/12/2019-1 3133EGTT2 10,000,000$ 1.200 09/12/19 1.200 1.200 10,000,000$ 10,000,000$ 9,914,200$ 9/12/2016 16-0120

FNMA 1.1 9/30/2019-13136G3WV3 8,300,000$ 1.100 09/30/19 1.100 1.100 8,300,000$ 8,300,000$ 8,174,753$ 6/30/2016 16-0101

FFCB 1.12 10/11/20193133EGXK6 10,000,000$ 1.120 10/11/19 1.146 1.146 9,993,364$ 9,994,017$ 9,942,400$ 10/20/2016 17-0003

FFCB 1.12 10/11/20193133EGXK6 1,500,000$ 1.120 10/11/19 1.189 1.189 1,497,261$ 1,497,530$ 1,491,360$ 10/31/2016 17-0006

FHLB 1.14 10/25/2019 3130A9U82 10,000,000$ 1.140 10/25/19 1.140 1.140 10,000,000$ 10,000,000$ 9,858,300$ 10/25/2016 17-0004

FHLB 1.375 11/15/2013130AA3R7 10,000,000$ 1.375 11/15/19 1.383 1.383 9,997,727$ 9,997,793$ 9,966,600$ 11/17/2016 17-0009

FNMA Step 11/26/201 3136G3BZ7 2,850,000$ 0.750 11/26/19 1.825 0.777 2,850,000$ 2,850,000$ 2,842,362$ 2/29/2016 16-0061

FNMA 1.5 11/26/2019 3136G4JA2 4,900,000$ 1.500 11/26/19 1.500 1.500 4,900,000$ 4,900,000$ 4,894,953$ 11/30/2016 17-0012

FNMA 1.35 11/29/201 3136G4HF3 9,500,000$ 1.350 11/29/19 1.350 1.350 9,500,000$ 9,500,000$ 9,450,885$ 11/29/2016 17-0011

FFCB 1.5 12/19/2019- 3133EGU86 10,000,000$ 1.500 12/19/19 1.500 1.500 -$ 10,000,000$ 9,968,600$ 12/19/2016 17-0018

FFCB 1.7 12/27/2019- 3133EG2M6 10,000,000$ 1.700 12/27/19 1.700 1.700 -$ 10,000,000$ 10,002,500$ 12/27/2016 17-0020

FHLMC 1.5 12/30/201 3134GAYY4 10,000,000$ 1.500 12/30/19 1.500 1.500 -$ 10,000,000$ 9,919,100$ 12/30/2016 17-0022

FNMA 1.625 3/27/202 3136G4JR5 3,000,000$ 1.625 03/27/20 1.625 1.625 -$ 3,000,000$ 2,995,920$ 12/27/2016 17-0019

FNMA 1.3 3/30/2020-13135G0Q63 10,000,000$ 1.300 03/30/20 1.300 1.299 10,000,000$ 10,000,000$ 9,849,200$ 10/25/2016 17-0005

FHLB 1.5 6/15/2020-1 3130AA3Z9 3,275,000$ 1.500 06/15/20 1.500 1.500 -$ 3,275,000$ 3,235,405$ 12/15/2016 17-0017

FHLB Step 6/30/2020-3130AAHA9 10,000,000$ 1.250 06/30/20 2.199 1.250 -$ 10,000,000$ 9,996,900$ 12/30/2016 17-0021

FHLB 1.23 7/14/2020- 3130A8QD8 4,000,000$ 1.230 07/14/20 1.280 1.280 3,993,439$ 3,994,339$ 3,930,960$ 11/8/2016 17-0007

FNMA 1.5 8/25/2020-13136G4GW7 10,000,000$ 1.500 08/25/20 1.500 1.500 10,000,000$ 10,000,000$ 9,870,000$ 11/25/2016 17-0010

FNMA 1.4 8/28/2020-13136G35C5 5,000,000$ 1.400 08/28/20 1.400 1.400 5,000,000$ 5,000,000$ 4,908,650$ 8/30/2016 16-0119

FFCB 1.36 11/9/2020- 3133EGF42 3,000,000$ 1.360 11/09/20 1.360 1.360 3,000,000$ 3,000,000$ 2,958,030$ 11/9/2016 17-0008

FHLMC 2 11/24/2021- 3134GAZE7 4,030,000$ 2.000 11/24/21 2.000 2.000 4,030,000$ 4,030,000$ 4,010,898$ 11/30/2016 17-0013

Amegy Debt Serv MM 825252109 246,433$ 0.334 --- 0.334 0.334 159,032,965$ 246,433$ 246,433$ 9/30/2011 MM-0002

LOGIC - Cap Reserve n/a 10,299,093$ 0.897 --- 0.897 0.897 1,743,036$ 10,299,093$ 10,299,093$ 9/7/2016 MM-0043

LOGIC - Fin Res LGIP n/a 23$ 0.852 --- 0.852 0.852 2,821$ 23$ 23$ 9/7/2016 MM-0042

LOGIC - Operating LG n/a 16,119,433$ 0.884 --- 0.884 0.884 17,949,753$ 16,119,433$ 16,119,433$ 9/2/2016 MM-0041

LOGIC - Platform LGI n/a 10,199,041$ 0.895 --- 0.895 0.895 198,399$ 10,199,041$ 10,199,041$ 9/7/2016 MM-0044

LOGIC - Toyota LGIP n/a 944,876$ 0.879 --- 0.879 0.879 944,171$ 944,876$ 944,876$ 9/29/2016 MM-0045

TexPool Prime - Op L n/a 16,229,478$ 0.821 --- 0.821 0.821 18,137,070$ 16,229,478$ 16,229,478$ 9/6/2016 MM-0051

Wells RTR Plano MM 94975H270 2,086,029$ 0.070 --- 0.070 0.070 2,391,142$ 2,086,029$ 2,086,029$ 9/30/2011 MM-0019

Wells Streetcar MM 94975H270 3,800,196$ 0.064 --- 0.064 0.064 3,799,988$ 3,800,196$ 3,800,196$ 9/30/2011 MM-0022

GRAND TOTALS 691,662,602$ 1.035 1.003 691,423,692$ 688,867,446$

1st Qtr FY17

T7First Quarter

FY 2017

Portfolio Analysis by Fund

Operating Fin Res Cap Res Insurance RTR Streetcar Platform Toyota Debt Srv TOTAL

Face Value 508,379$ 50,020$ 23,099$ 11,700$ 2,086$ 3,800$ 60,599$ 945$ 31,034$ 691,663$

Market Value 506,151$ 49,797$ 23,018$ 11,596$ 2,086$ 3,800$ 60,534$ 945$ 30,939$ 688,867$

Unrealized Gain (Loss) (2,166)$ (211)$ (81)$ (101)$ -$ -$ (9)$ -$ 12$ (2,556)$

Ending Amort. Book Value 508,317$ 50,009$ 23,099$ 11,698$ 2,086$ 3,800$ 60,543$ 945$ 30,927$ 691,424$

Cash Balance in dda accounts 507$ -$ -$ -$ -$ -$ -$ -$ -$ 507$

Amortized Value Plus Cash 508,824$ 50,009$ 23,099$ 11,698$ 2,086$ 3,800$ 60,543$ 945$ 30,927$ 691,931$

Accrued Interest 893$ 101$ 13$ 40$ -$ -$ 17$ -$ -$ 1,064$

TOTAL FUND VALUE 509,718$ 50,109$ 23,112$ 11,738$ 2,086$ 3,800$ 60,560$ 945$ 30,927$ 692,995$

KEY COMPLIANCE TARGETS

Minimum Fund Requirement 157,216$ 11,561$

Excess / (Shortfall) in Fund 352,502$ 177$

Max. Avg. Fund Maturity (days) 730 1,460 1,460 1,460 1 1 912 1 365

Actual Avg. Fund Maturity (days) 575 661 439 980 1 1 77 1 186 517

Max. Individual Maturity (days) 1,825 3,650 3,650 3,650 1 1 1,095 1 365

Actual Max. Invest. Maturity (days) 1,333 1,789 880 1,409 1 1 272 1 319

Are Funds TX PFIA Compliant? Yes Yes Yes Yes Yes Yes Yes Yes Yes Are Funds Board Compliant? Yes Yes Yes Yes Yes Yes Yes Yes Yes

Is Fund CPSL Compliant? Yes

INVESTMENT COMPARISON

Yield to Worst 1.019% 1.140% 1.055% 1.169% 0.070% 0.064% 0.984% 0.879% 0.619% 1.003% 6-Month T-Bill 0.630% 0.630% 0.630% 0.630% 0.630% 0.630% 0.630% 0.630% 0.630% 0.630% Wgt. Average Fund Variance 0.389% 0.510% 0.425% 0.539% -0.560% -0.566% 0.354% 0.249% -0.011% 0.373%

Notes:

Minimum requirement for the Operating Fund = net cash flow projection for the next 2 months. Minimum requirement for the Insurance Fund = accrued G/L liability plus D & O liability coverage for the current month.

Requirement is 2 times the maximum program amount, plus interest @12% for 90 days on the actual outstanding amount.

The reserve requirement increased $1.5 million to $11.6 milllion in late September. Nonetheless, the fund is considered to be in compliance due to the $543 million balance in the Operating Fund.

( $ = 000s )

1

1

3

2

3

3

2

1st Qtr FY17

T8First Quarter

FY 2017

Change in Market Value of Investments

Fund Security Description Rate Maturity Call Date Face Value 9/30/16

Market Value

12/31/16

Market Value

Change from

Prior Quarter

Operating Toyota 0 1/13/2017 0.000 01/13/17 --- 10,000,000$ 9,972,800$ 9,997,333$ 24,533$ Fin Reserve Abbey National 0 1/20/2017 0.000 01/20/17 --- 5,000,000$ 4,985,467$ 4,997,733$ 12,267$ Fin Reserve Toyota Motor 0 1/23/2017 0.000 01/23/17 --- 5,000,000$ 4,985,067$ 4,997,333$ 12,267$ Operating Natixis 0 1/31/2017 0.000 01/31/17 --- 15,000,000$ 14,953,000$ 14,989,033$ 36,033$ Platform ING Funding 0 2/2/2017 0.000 02/02/17 --- 10,000,000$ 9,962,044$ 9,990,667$ 28,622$

Operating Toyota Motor Credit 0 2/3/2017 0.000 02/03/17 --- 15,000,000$ 14,953,363$ 14,988,246$ 34,883$ Platform ING Funding 0 2/13/2017 0.000 02/13/17 --- 10,000,000$ 9,959,361$ 9,987,472$ 28,111$

Operating Coca-Cola 0 2/15/2017 0.000 02/15/17 --- 10,000,000$ 9,967,750$ 9,989,728$ 21,978$ Platform JPMorgan 0 2/24/2017 0.000 02/24/17 --- 7,000,000$ 6,973,120$ 6,989,631$ 16,511$ Platform JPMorgan 0 2/24/2017 0.000 02/24/17 --- 13,300,000$ 13,248,928$ 13,280,299$ 31,371$

Operating FHLB 0.75 3/24/2017 0.750 03/24/17 --- 10,000,000$ 10,000,700$ 9,996,700$ (4,000)$ Capital Reserve FFCB 0.65 5/8/2017 0.650 05/08/17 --- 1,500,000$ 1,499,700$ 1,497,810$ (1,890)$

Operating FFCB 0 5/11/2017 0.000 05/11/17 --- 10,000,000$ 9,971,890$ 9,980,440$ 8,550$ Operating FHLMC 0.67 5/12/2017-15 0.670 05/12/17 --- 10,000,000$ 9,983,200$ 9,991,300$ 8,100$ Operating FFCB 0.625 5/22/2017 0.625 05/22/17 --- 10,000,000$ 9,996,300$ 9,992,500$ (3,800)$

Fin Reserve FFCB 0.72 7/21/2017 0.720 07/21/17 --- 565,000$ 565,085$ 564,379$ (706)$ Operating FHLB 0.69 7/26/2017-16 0.690 07/26/17 10/26/16 10,000,000$ 9,988,500$ 9,990,000$ 1,500$ Operating FHLMC 0.68 8/23/2017-16 0.680 08/23/17 11/23/16 15,000,000$ 14,967,900$ 14,985,300$ 17,400$ Operating FHLMC 0.85 8/25/2017-15 0.850 08/25/17 --- 5,000,000$ 4,992,350$ 4,993,550$ 1,200$

Fin Reserve FFCB 0.77 8/28/2017 0.770 08/28/17 --- 4,700,000$ 4,692,151$ 4,696,677$ 4,526$ Platform FHLMC 0.65 9/29/2017-16 0.650 09/29/17 12/29/16 10,100,000$ 10,081,214$ 10,087,173$ 5,959$

Operating FHLB 1 10/17/2017 1.000 10/17/17 --- 10,000,000$ 10,012,000$ 9,993,500$ (18,500)$ Fin Reserve FHLMC 0.9 11/24/2017-16 0.900 11/24/17 11/24/16 1,545,000$ 1,542,435$ 1,543,486$ 1,051$ Operating FNMA 0.87 12/26/2017-14 0.870 12/26/17 12/26/16 5,000,000$ 4,989,800$ 4,986,550$ (3,250)$ Operating FHLB 0.95 12/27/2017 0.950 12/27/17 --- 5,000,000$ 5,004,200$ 4,999,550$ (4,650)$

Fin Reserve FHLMC 0.7 12/29/2017-16 0.700 12/29/17 12/29/16 2,795,000$ 2,786,140$ 2,788,208$ 2,068$ Operating FHLB 0.72 1/16/2018 0.720 01/16/18 --- 10,000,000$ 9,985,900$ 9,962,200$ (23,700)$ Operating FFCB 0.84 1/22/2018-16 0.840 01/22/18 --- 10,000,000$ 9,971,800$ 9,962,300$ (9,500)$ Operating FHLMC 1 2/27/2018-16 1.000 02/27/18 11/27/16 2,000,000$ 1,996,200$ 1,997,800$ 1,600$

Fin Reserve FHLMC 1 3/30/2018-15 1.000 03/30/18 12/30/16 8,650,000$ 8,633,652$ 8,637,717$ 4,066$ Operating FNMA 1.05 4/2/2018-14 1.050 04/02/18 10/02/16 3,990,000$ 3,983,776$ 3,980,225$ (3,551)$ Operating FNMA 1 5/18/2018-15 1.000 05/18/18 11/18/16 2,000,000$ 1,994,900$ 1,990,840$ (4,060)$

Fin Reserve FFCB 0.93 5/18/2018-16 0.930 05/18/18 --- 3,835,000$ 3,830,015$ 3,826,256$ (3,758)$ Operating FNMA 1.03 5/21/2018-14 1.030 05/21/18 11/21/16 5,000,000$ 4,986,100$ 4,979,450$ (6,650)$ Operating FFCB 1.22 6/25/2018 1.220 06/25/18 --- 10,000,000$ 10,065,400$ 10,010,200$ (55,200)$ Operating FHLMC 0.8 6/29/2018-16 0.800 06/29/18 12/29/16 15,000,000$ 14,962,950$ 14,871,900$ (91,050)$ Operating FHLMC 0.8 6/29/2018-16 0.800 06/29/18 12/29/16 5,000,000$ 4,988,800$ 4,958,950$ (29,850)$ Operating FHLB 0.84 7/12/2018-17 0.840 07/12/18 01/12/17 10,000,000$ 9,979,100$ 9,952,100$ (27,000)$ Operating FNMA 0.85 7/13/2018-17 0.850 07/13/18 01/13/17 10,000,000$ 9,974,800$ 9,944,700$ (30,100)$ Operating FHLMC 1 7/27/2018-16 1.000 07/27/18 10/27/16 10,000,000$ 9,965,600$ 9,974,500$ 8,900$ Operating FFCB 0.96 7/27/2018-17 0.960 07/27/18 07/27/17 5,250,000$ 5,245,905$ 5,234,250$ (11,655)$ Operating FHLMC 1 8/10/2018-16 1.000 08/10/18 11/10/16 10,000,000$ 9,965,400$ 9,956,400$ (9,000)$ Operating FFCB 1 8/23/2018-16 1.000 08/23/18 11/23/16 8,840,000$ 8,810,298$ 8,780,507$ (29,791)$ Insurance FHLB 1 8/28/2018-17 1.000 08/28/18 08/28/17 3,100,000$ 3,098,295$ 3,089,677$ (8,618)$ Operating FFCB 1.01 9/20/2018-16 1.010 09/20/18 --- 10,000,000$ 9,985,000$ 9,965,600$ (19,400)$ Operating FFCB 1.11 10/15/2018-16 1.110 10/15/18 --- 10,000,000$ 9,966,300$ 9,928,300$ (38,000)$ Operating FFCB 1.01 10/26/2018-16 1.010 10/26/18 10/26/16 10,000,000$ 9,970,900$ 9,914,300$ (56,600)$

1st Qtr FY17

T9First Quarter

FY 2017

Change in Market Value of Investments

Fund Security Description Rate Maturity Call Date Face Value 6/30/16

Market Value

9/30/16

Market Value

Change from

Prior Quarter

Operating FHLMC 1 12/28/2018-17 1.000 12/28/18 06/28/17 10,000,000$ 9,963,500$ 9,927,300$ (36,200)$ Operating FNMA 1 1/25/2019-17 1.000 01/25/19 01/25/17 10,000,000$ 9,993,800$ 9,919,000$ (74,800)$ Operating FHLMC 1.05 2/28/2019-17 1.050 02/28/19 02/28/17 7,025,000$ 6,998,516$ 6,965,639$ (32,877)$ Operating FHLMC 1 3/29/2019-16 1.000 03/29/19 12/29/16 15,000,000$ 14,984,700$ 14,889,750$ (94,950)$

Capital Reserve FNMA 1.25 5/30/2019-17 1.250 05/30/19 05/30/17 11,300,000$ 11,300,791$ 11,221,465$ (79,326)$ Operating FNMA 1.075 7/11/2019-17 1.075 07/11/19 01/11/17 5,000,000$ 4,989,350$ 4,950,600$ (38,750)$ Operating FNMA Step 7/26/2019-17 0.750 07/26/19 01/26/17 10,000,000$ 9,994,500$ 9,990,500$ (4,000)$ Insurance FNMA 1.15 7/26/2019-17 1.150 07/26/19 01/26/17 4,100,000$ 4,096,187$ 4,056,991$ (39,196)$ Operating FNMA 1.15 8/23/2019-17 1.150 08/23/19 02/23/17 5,000,000$ 4,988,550$ 4,934,150$ (54,400)$ Operating FFCB 1.2 9/12/2019-17 1.200 09/12/19 09/12/17 10,000,000$ 10,012,200$ 9,914,200$ (98,000)$ Operating FNMA 1.1 9/30/2019-16 1.100 09/30/19 12/30/16 8,300,000$ 8,271,697$ 8,174,753$ (96,944)$ Operating FNMA Step 11/26/2019-16 0.750 11/26/19 11/26/16 2,850,000$ 2,848,689$ 2,842,362$ (6,327)$

Fin Reserve FNMA 1.4 8/28/2020-17 1.400 08/28/20 02/28/17 5,000,000$ 4,996,750$ 4,908,650$ (88,100)$

Sub-total for Securities held at the end of both periods 476,834,783$ 475,908,129$ (926,654)$

% Change as a result of market movement -0.19%

Holdings at 9/30/16 maturing during Q1, FY17 231,133,140$ (231,133,140)$

Holdings at 9/30/16 called during Q1, FY17 32,759,225$ (32,759,225)$

Holdings at 9/30/16 sold during Q1, FY17 -$ -$

Values of Money Market Mutual Funds (All) 61,343,644$ 59,924,602$ (1,419,043)$

Holdings purchased during Q1, FY17 153,034,716$ 153,034,716$

TOTAL PORTFOLIO VALUE 802,070,792$ 688,867,446$ (113,203,346)$

1st Qtr FY17

T10First Quarter

FY 2017

Callable Securities Analysis

Invest # Fund Maturity Security Description CUSIP Next Call Face Value RateTreasury

Curve

Call

Probability

15-0090 Operating 5/12/17 FHLMC 0.67 5/12/2017-15 3134G6YY3 anytime $10,000,000 0.670 0.560 Low

16-0107 Operating 7/26/17 FHLB 0.69 7/26/2017-16 3130A8TB9 anytime $10,000,000 0.690 0.623 Low

16-0014 Operating 8/23/17 FHLMC 0.68 8/23/2017-16 3134G75D9 2/23/17 $15,000,000 0.680 0.654 Low

15-0103 Operating 8/25/17 FHLMC 0.85 8/25/2017-15 3134G6ZX4 anytime $5,000,000 0.850 0.654 Low

16-0099 Platform 9/29/17 FHLMC 0.65 9/29/2017-16 3134G9G68 3/29/17 $10,100,000 0.650 0.685 Low

16-0028 Fin Reserve 11/24/17 FHLMC 0.9 11/24/2017-16 3134G82C2 2/24/17 $1,545,000 0.900 0.748 Low

14-0062 Operating 12/26/17 FNMA 0.87 12/26/2017-14 3136G14R7 3/26/17 $5,000,000 0.870 0.780 Low

16-0098 Fin Reserve 12/29/17 FHLMC 0.7 12/29/2017-16 3134G9D38 anytime $2,795,000 0.700 0.780 Low

16-0009 Operating 1/22/18 FFCB 0.84 1/22/2018-16 3133EFKL0 anytime $10,000,000 0.840 0.811 Low

16-0029 Operating 2/27/18 FHLMC 1 2/27/2018-16 3134G83W7 2/27/17 $2,000,000 1.000 0.842 Low

15-0155 Fin Reserve 3/30/18 FHLMC 1 3/30/2018-15 3134G7M73 3/30/17 $8,650,000 1.000 0.874 Low

14-0139 Operating 4/2/18 FNMA 1.05 4/2/2018-14 3136G1JA8 1/2/17 $3,990,000 1.050 0.905 Low

16-0079 Fin Reserve 5/18/18 FFCB 0.93 5/18/2018-16 3133EGBB0 anytime $3,835,000 0.930 0.937 Low

15-0098 Operating 5/18/18 FNMA 1 5/18/2018-15 3136G2HW0 2/18/17 $2,000,000 1.000 0.937 Low

14-0069 Operating 5/21/18 FNMA 1.03 5/21/2018-14 3135G0XA6 2/21/17 $5,000,000 1.030 0.937 Low

16-0100 Operating 6/29/18 FHLMC 0.8 6/29/2018-16 3134G9G76 anytime $5,000,000 0.800 0.968 Low

16-0097 Operating 6/29/18 FHLMC 0.8 6/29/2018-16 3134G9D53 anytime $15,000,000 0.800 0.968 Low

16-0113 Operating 7/12/18 FHLB 0.84 7/12/2018-17 3130A8PZ0 1/12/17 $10,000,000 0.840 1.000 Low

16-0104 Operating 7/13/18 FNMA 0.85 7/13/2018-17 3135G0L43 1/13/17 $10,000,000 0.850 1.000 Low

16-0108 Operating 7/27/18 FFCB 0.96 7/27/2018-17 3133EGNU5 7/27/17 $5,250,000 0.960 1.000 Low

16-0013 Operating 7/27/18 FHLMC 1 7/27/2018-16 3134G73Q2 1/27/17 $10,000,000 1.000 1.000 Low

16-0021 Operating 8/10/18 FHLMC 1 8/10/2018-16 3134G72R1 2/10/17 $10,000,000 1.000 1.031 Low

16-0082 Operating 8/23/18 FFCB 1 8/23/2018-16 3133EGBG9 anytime $8,840,000 1.000 1.031 Low

16-0117 Insurance 8/28/18 FHLB 1 8/28/2018-17 3130A9BX8 8/28/17 $3,100,000 1.000 1.031 Low

16-0094 Operating 9/20/18 FFCB 1.01 9/20/2018-16 3133EGFX8 anytime $10,000,000 1.010 1.062 Low

16-0007 Operating 10/15/18 FFCB 1.11 10/15/2018-16 3133EFHH3 anytime $10,000,000 1.110 1.094 Low

16-0011 Operating 10/26/18 FFCB 1.01 10/26/2018-16 3133EFKW6 anytime $10,000,000 1.010 1.094 Low

16-0095 Operating 12/28/18 FHLMC 1 12/28/2018-17 3134G9WB9 6/28/17 $10,000,000 1.000 1.157 Low

16-0105 Operating 1/25/19 FNMA 1 1/25/2019-17 3135G0M67 1/25/17 $10,000,000 1.000 1.188 Low

16-0118 Operating 2/28/19 FHLMC 1.05 2/28/2019-17 3134GAEP5 2/28/17 $7,025,000 1.050 1.210 Low

16-0096 Operating 3/29/19 FHLMC 1 3/29/2019-16 3134G9B97 anytime $15,000,000 1.000 1.232 Low

16-0085 Cap Reserve 5/30/19 FNMA 1.25 5/30/2019-17 3136G3QY4 5/30/17 $11,300,000 1.250 1.276 Low

16-0115 Operating 7/11/19 FNMA 1.075 7/11/2019-17 3135G0L76 1/11/17 $5,000,000 1.075 1.320 Low

16-0116 Insurance 7/26/19 FNMA 1.15 7/26/2019-17 3136G3Q73 1/26/17 $4,100,000 1.150 1.320 Low

16-0106 Operating 7/26/19 FNMA Step 7/26/2019-17 3136G3C94 1/26/17 $10,000,000 0.750 1.320 Low

16-0114 Operating 8/23/19 FNMA 1.15 8/23/2019-17 3136G3V69 2/23/17 $5,000,000 1.150 1.341 Low

16-0120 Operating 9/12/19 FFCB 1.2 9/12/2019-17 3133EGTT2 9/12/17 $10,000,000 1.200 1.363 Low

16-0101 Operating 9/30/19 FNMA 1.1 9/30/2019-16 3136G3WV3 anytime $8,300,000 1.100 1.363 Low

17-0006 Insurance 10/11/19 FFCB 1.12 10/11/2019-17 3133EGXK6 10/11/17 $1,500,000 1.120 1.385 Low

17-0003 Operating 10/11/19 FFCB 1.12 10/11/2019-17 3133EGXK6 10/11/17 $10,000,000 1.120 1.385 Low

17-0004 Operating 10/25/19 FHLB 1.14 10/25/2019-17 3130A9U82 10/25/17 $10,000,000 1.140 1.385 Low

16-0061 Operating 11/26/19 FNMA Step 11/26/2019-16 3136G3BZ7 2/26/17 $2,850,000 0.750 1.407 Low

17-0012 Fin Reserve 11/26/19 FNMA 1.5 11/26/2019-17 3136G4JA2 5/26/17 $4,900,000 1.500 1.407 Low

17-0011 Operating 11/29/19 FNMA 1.35 11/29/2019-17 3136G4HF3 11/29/17 $9,500,000 1.350 1.407 Low

17-0018 Operating 12/19/19 FFCB 1.5 12/19/2019-17 3133EGU86 12/19/17 $10,000,000 1.500 1.429 Low

17-0020 Operating 12/27/19 FFCB 1.7 12/27/2019-17 3133EG2M6 12/27/17 $10,000,000 1.700 1.429 Moderate

Low

1st Qtr FY17

T11First Quarter

FY 2017

Callable Securities Analysis

Invest # Fund Maturity Security Description CUSIP Next Call Face Value RateTreasury

Curve

Call

Probability

17-0022 Operating 12/30/19 FHLMC 1.5 12/30/2019-17 3134GAYY4 3/30/17 $10,000,000 1.500 1.429 Low

17-0019 Operating 3/27/20 FNMA 1.625 3/27/2020-17 3136G4JR5 6/27/17 $3,000,000 1.625 1.451 Low

17-0005 Operating 3/30/20 FNMA 1.3 3/30/2020-17 3135G0Q63 3/30/17 $10,000,000 1.300 1.451 Low

17-0017 Operating 6/15/20 FHLB 1.5 6/15/2020-17 3130AA3Z9 12/15/17 $3,275,000 1.500 1.550 Low

17-0021 Operating 6/30/20 FHLB Step 6/30/2020-17 3130AAHA9 6/30/17 $10,000,000 1.250 1.550 Moderate17-0007 Fin Reserve 7/14/20 FHLB 1.23 7/14/2020-17 3130A8QD8 7/14/17 $4,000,000 1.230 1.570 Low

17-0010 Operating 8/25/20 FNMA 1.5 8/25/2020-17 3136G4GW7 5/25/17 $10,000,000 1.500 1.590 Low

16-0119 Fin Reserve 8/28/20 FNMA 1.4 8/28/2020-17 3136G35C5 2/28/17 $5,000,000 1.400 1.590 Low

17-0008 Insurance 11/9/20 FFCB 1.36 11/9/2020-17 3133EGF42 11/9/17 $3,000,000 1.360 1.649 Low

17-0013 Fin Reserve 11/24/21 FHLMC 2 11/24/2021-17 3134GAZE7 2/24/17 $4,030,000 2.000 1.649 Moderate

Low

1st Qtr FY17

T12First Quarter

FY2017

Defined Benefit Plan SummaryMkt Val

9/30/16Income

Benefit

PaymentsTransfers

Realized Gain

/ (loss)

Unrealized

Gain / (loss)

Employer

Contrib

Employee

ContribOther

Mkt Val

12/31/16

Equity Managers

Large Cap:

Seizert Capital 17,211,345 82,222 0 (1,450,000) 652,290 358,545 0 0 (23,936) $16,830,466

NTGI S&P 11,297,503 171 0 0 0 428,922 0 0 (31) $11,726,565

Mid Cap:

NTGI S&P 21,974,742 4,357 0 0 5,448,599 (4,052,232) 0 0 (5,392) $23,370,074

Small Cap:

Earnest Partners 15,027,999 48,911 0 (825,000) 398,935 973,890 0 0 (34,614) $15,590,121

International:

First Eagle 6,937,952 91,671 0 0 (89,037) (233,637) 0 0 0 $6,706,949

Oppenheimer Growth 5,094,318 73,641 0 0 0 (345,298) 0 0 0 $4,822,661

JOHCM Select 5,431,041 36,171 0 0 0 (375,497) 0 0 0 $5,091,715

WHV Investment 3,794 (106) 0 (435) 0 0 0 0 0 $3,253

Fixed Income Managers

CS Mckee 21,595,080 136,579 0 (100,000) (73,232) (435,998) 0 0 (13,469) $21,108,960

Garcia Hamilton 22,895,802 155,622 0 0 (23,448) (703,100) 0 0 (14,423) $22,310,453

Ryan Labs 21,830,272 103,299 0 (550,000) (29,678) (517,603) 0 0 (13,755) $20,822,535

Real Estate

UBS 16,992,801 172,910 0 (1,398,213) 153,615 (97,499) 0 0 (48,851) $15,774,763

Terra Cap 823,119 32,613 0 1,398,213 0 58,953 0 0 (68) $2,312,830

Cash 1,375,868 18,579 (3,003,198) 2,925,435 0 0 0 435 (55,455) $1,261,664

----------------- ------------- ------------- ------------- ------------- ------------- ------------- --------------- ----------- -----------------

Total $168,491,636 $956,640 ($3,003,198) $0 $6,438,044 ($4,940,554) $0 $435 ($209,994) $167,733,009

=========== ======== ========= ======== ======== ======== ======== ========== ======= ===========

1st Qtr FY17

T13First Quarter

FY 2017

Debt Obligations

Issue Date Maturity Date Face ValueIssue Term

(Days)Dealer

Commercial Paper 12/31/2016

10/5/2016 1/5/2017 $ 12,500,000 0.930% 92 JPMorgan11/3/2016 1/5/2017 $ 22,500,000 0.610% 63 JPMorgan

11/15/2016 1/10/2017 $ 5,000,000 0.620% 56 JPMorgan11/10/2016 1/13/2017 $ 10,000,000 0.610% 64 Loop Capital11/14/2016 1/17/2017 $ 10,000,000 0.610% 64 Loop Capital11/15/2016 2/6/2017 $ 5,000,000 0.650% 83 JPMorgan12/1/2016 2/6/2017 $ 30,000,000 0.680% 67 JPMorgan

12/13/2016 2/15/2017 $ 10,000,000 0.750% 64 Loop Capital12/21/2016 2/24/2017 $ 35,000,000 0.870% 65 Loop Capital

Total: $ 140,000,000 0.737% 68

SeriesAll-In Rate At

Issue

Remaining

PrincipalFinal Pmnt Date

12/31/2016

2007 4.492% $ 118,395,000 12/1/20322008 4.973% $ 18,340,000 12/1/2018

2009A 3.957% $ 36,630,000 12/1/20182009B 4.010% $ 829,615,000 12/1/20442010A 2.740% $ 59,125,000 12/1/20232010B 3.260% $ 729,390,000 12/1/20482012 3.513% $ 118,900,000 12/1/20422014 3.307% $ 426,035,000 12/1/2043TIFIA 2.910% $ 102,968,481 12/1/20472015 2.090% $ 116,030,000 12/1/2027

2016A 3.780% $ 482,530,000 12/1/20482016B 2.912% $ 228,900,000 12/1/2038

Combined Weighted Average 3.518% $ 3,266,858,481

Coupon %

Build America Bonds subject to federal subsidy changes.

Bond Principal Outstanding & Rates

*

*

*

*

*

1st Qtr FY17

WhiteRockLake

Lake RayHubbard

Tr in i ty R iver

LOVE

DFW

FIELD

GARLAND

ROWLETT

PLANO

RICHARDSON

IRVING

FARMERSBRANCH

ADDISON

CARROLLTON

UNIVERSITYPARK

COCKRELL HILL

GLENNHEIGHTS

HIGHLANDPARK

DALLAS

UNT DALLAS

CAMP WISDOM

ROYAL LANE

WALNUT HILL/DENTON

TRINITY MILLS

FARMERS BRANCH

DOWNTOWN CARROLLTON

BACHMAN

BURBANK

SOUTHWESTERNMEDICAL DISTRICT/PARKLAND

MARKETCENTER

INWOOD/LOVE FIELD

NORTH CARROLLTON/FRANKFORD

CENTREPORT/DFW AIRPORT

WEST IRVING DOWNTOWN IRVING/HERITAGE CROSSING

UNION STATION

CEDARS

CONVENTION CENTER

8TH & CORINTH

MORRELL

PEARL/ARTS DISTRICT

ST. PAUL

AKARD

WEST END

ILLINOIS

KIEST

VA MEDICAL CENTER

LEDBETTER

DALLAS ZOOTYLER/VERNON

HAMPTON

VICTORY

MEDICAL/MARKET CENTER

WHITE ROCK

LAKE HIGHLANDS

PARK LANE

WALNUTHILL

FOREST LANE

SPRING VALLEY

ARAPAHO CENTER

GALATYN PARK

CITYLINE/BUSH

DOWNTOWN PLANOSHILOH ROAD

LOVERSLANE

LBJ/SKILLMAN

FOREST/JUPITER

DOWNTOWNGARLAND

DOWNTOWNROWLETT

CITYPLACE/UPTOWN

MOCKINGBIRD

WESTMORELAND

PARKER ROAD

UNIVERSITY OF DALLAS

LAS COLINASURBAN CENTER

NORTH LAKECOLLEGE

BELT LINE

DFWAIRPORT

IRVING CONVENTION CENTER

LBJ/CENTRAL

HATCHER

LAWNVIEW

LAKE JUNE

BUCKNER

DEEP ELLUMBAYLOR UNIVERSITY MEDICAL CENTER

FAIR PARKMLK, JR.

To Fort Worth

A-Train to Denton (operated by DCTA)

Da

llas

No

rth T

ollw

ay

President George Bush Turnpike

BELL

RICHLAND HILLS

FORT WORTH ITCT&P STATION

TRE to Fort Worth

FORT WORTH

Rail System LegendCurrently Operating

DART Rail Red LineDART Rail Blue LineDART Rail Green LineDART Rail Orange LineDART Rail Orange Line

(Selected Weekday Trips Rush Hour Only)

Trinity Railway Express (TRE)DCTA A-trainM-Line TrolleyDallas Streetcar

Under Design/Construction

Cotton Belt

RED BIRDTRANSIT CTR.

GLENN HEIGHTS PARK & RIDE

ADDISONTRANSIT CTR.

JACK HATCHELLTRANSIT CTR.

NW PLANOPARK & RIDE

S. GARLANDTRANSIT CTR.

LAKE RAYHUBBARDTRANSIT CTR.

UNION STATION CONVENTIONCENTER

PEARL/ARTS DISTRICT

ST. PAUL

AKARDWEST END

VICTORYDEEPELLUM

ROSA PARKS PLAZA

WESTTRANSFER

EASTTRANSFER

UNION STATION

Downtown Dallas

Terminal A

Santa Fe Trestle Trail

DALLAS AREA RAPID TRANSIT P.O. BOX 660163 DALLAS, TX 75266

DART’s Financial Information is located online at:

www.DART.org/financialinformation

400-003-1217 CW

QUARTERLY OPERATING, FINANCIAL PERFORMANCE, AND …bus for the longest portion of the trip, and use...

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Transcript of QUARTERLY OPERATING, FINANCIAL PERFORMANCE, AND …bus for the longest portion of the trip, and use...