We've Arrived!

Quarterly Operating, Financial perFOrmance, and cOmpliance repOrts

da l l as a r e a r a p i d t r a n s i t

Second Quarter FY 2015 January – March 2015

We’ve arrived!

DFW Airport Station

Front and Back Cover | We’ve arrived! Pulling into DFW Airport in August 2014.

dart current and Future services

WhiteRockLake

Lake RayHubbard

Tr in i ty R iver

LOVE

DFW

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

BUSH TURNPIKE

DOWNTOWN PLANO

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)

Terminal A

Da

llas

No

rth T

ollw

ay

President George Bush Turnpike

DART Current and Future Services to 2016

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-train

Under Design/Construction

DART Rail Blue LineExtension to UNT Dallas opens 2016.

RED BIRDTRANSIT CTR.

GLENN HEIGHTS PARK & RIDE

ADDISONTRANSIT CTR.

JACK HATCHELLTRANSIT CTR.

NW PLANOPARK & RIDE

S. GARLANDTRANSIT CTR.

LAKE RAYHUBBARDTRANSIT CTR.

UNION STATIONCONVENTION

CENTER

PEARL/ARTS DISTRICT

ST. PAUL

AKARDWEST END

VICTORYDEEPELLUM

ROSA PARKS PLAZA

WESTTRANSFER

EASTTRANSFER

Downtown Dallas

Second Quarter i FY 2015

How to Use This Book What’s in this Book This book contains the Operating, Financial Performance, and Compliance Reports (Quarterly Report) for the first quarter of Fiscal Year 2015 (October – December 2014) for Dallas Area Rapid Transit (DART or the Agency). The Quarterly Report provides the DART Board of Directors, customers, taxpayers, elected officials, and other stakeholder groups of our region with a comprehensive summary of the Agency's results of operations for the first quarter of FY 2015. A brief summary of the information contained in the various sections follows. The section titled Who We Are should help those not familiar with DART to understand the basis from which the Agency operates. This section also contains an organization chart along functional lines. The Operating & Financial Performance section enumerates modal Key Performance Indicators (KPIs) the Agency strives to meet or exceed. The Ridership section focuses on fixed route ridership reporting based on the number of unlinked passenger trips (e.g. passenger boardings are counted resulting in transferring passengers being counted each time they board a vehicle). The Project Development Progress section is the DART Project Development Progress Report which addresses the status of LRT buildout activities and other Capital Development projects. The Investment Report section provides details of all investments and funds in compliance with the Texas Public Funds Investment Act as well as the investment strategies approved by the DART Board. The DEO section presents a summary of contracts, board approved contract modifications, and small purchases awarded during the First Quarter of Fiscal Year 2015. Finally, the Procurement discloses DART’s procurement activities for the First Quarter of Fiscal Year 2015.

Second Quarter i FY 2015

Table of Contents

Who We Are WWA1 We’ve arrived

WWA1 Organization

WWA3 Governance and Management Structure

Section 1 – Operations & Financial O&F2 Operating and Financial Performance

O&F2 General Information

O&F3 DART Transportation System

O&F5 Ridership Performance

O&F6 Efficiency Measures

O&F6 Service Quality

O&F7 Customer Satisfaction

O&F7 Safety

O&F9 DART Scorecard of Key Performance Indicators (KPIs)

O&F10 Capital and Non-Operating Budget Summary – Actuals vs. Budget

O&F11 Appendix

O&F12 Revenues and Operating Expenses

O&F13 Statements of Net Position

O&F15 Statement of Revenues, Expenses and Changes In Net Position

O&F16 Glossary

Section 2 – Ridership

R2 Introduction

R3 Total System Ridership

R4 Bus System Ridership

R5 Light Rail System Ridership

R6 Trinity Railway Express Ridership

R7-R9 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

Second Quarter ii FY 2015

R10-R11 Service Standards Monitoring Report

R14-R20 Route Performance Tables

R21-R23 Route Performance Charts

Section 3 – Marketing & Communications

M1 Highlights

M7 Paid Media

M10 Digital / Social Media

M12 Community Engagement / Education

M13 Revenue

M14 Customer Service

Section 4 – Planning Progress

P&D1 Executive Summary

P&D2 Employer Service Program Development

P&D3 Bicycle/Pedestrian Program Development

P&D4 Construction and Installation of Standard Shelters

P&D5 Vanpool Program

P&D6 Bus Corridor Concept Development

P&D7 Downtown Dallas Circulator Options

P&D8 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

RPD10 Change Control Summary

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)

RPD21 Construction Manager/General Contractor – III (CM/GC – III)

Second Quarter iii FY 2015

RPD22 Vehicles – 25 New SLRV Procurement

RPD23 NW-2 Additional Betterments & Love Field West Area Improvement


LRT Buildout Phase IIB



RPD29 Irving – 1/Irving - 2 Facilities

RPD30 Irving - 3 Facilities

RPD31 Systems – SCS/OCC Modifications

RPD32 Vehicles – 23 Option Vehicles (New SLRV Procurement)

RPD33 Systems Integration

RPD34 Six-Month Look Ahead


LRT Buildout Phase III

RPD39 Summary Working Schedule


RPD41 Real Estate

RPD42 South Oak Cliff Extension (SOC – 3)



Commuter Rail


RPD50 Cost Summary

RPD51 Belt Line Road Grade Separation

RPD52 Valley View to West Irving Double Tracking

RPD53 Positive Train Control



Additional Capital Development


RPD62 Cost Summary

RPD63 Bryan/Hawkins Junction (CM/GC-I)

RPD64 DART Police Facilities

Second Quarter iv FY 2015

RPD65 CBD/Traffic Signal Priority (TSP) System

RPD68 Cotton Belt Corridor Facilities

RPD69 Dallas Central Business District (CBD) D2 Alignment

RPD71 CBD Rail Replacement

RPD72 CCTV on SLRVs

RPD73 15th Street Signal House Relocation



Streetcar Programs


RPD80 Cost Summary

RPD81 Union Station to Oak Cliff TIGER – funded Streetcar Project

RPD83 Streetcar Extension Projects

RPD85 Urban Circulator Streetcar Project

RPD89 Streetcar Vehicle Procurement




Program of Interrelated Projects

RPD97 Red & Blue Line Station Extensions and Level Boarding

RPD-ES-1-7 Executive Summary

Section 6 – Quarterly Treasury Report – March 2015

--- Statement of Compliance

T1 Quarterly Investment Report Summary

T3 Security Transactions – Purchases

T4 Security Transaction – Maturities & Calls

T5 Current Portfolio – Total

T8 Portfolio Analysis by Fund

T9 Changes in Market Value of Investments

T11 Callable Securities Analysis

T13 Defined Benefit Plan Summary

T14 Debt Obligations

Second Quarter v FY 2015

Section 7 – D/M/WBE Quarterly Report

Page 1 Quarterly Report Cover Page

Attachment 1 Contracts Award

Attachment 2 D/M/WBE Participation Breakdown with Charts

Attachment 3 D/M/WBE Participation Overall Breakdown with Pie Chart

Section 8 – Quarterly Procurement Report

P2 Introduction

P3 Summary Reports

P4 Contract Awards

P8 Board Approved Contract Modifications

P9 Special Procurements

Emergency Procurements

Unauthorized Procurement Actions (UPAs)

Sole Source (Noncompetitive)

Revenue Generating

Deviations to the DART Procurement Regulations

P15 Active Requirements/IDIQ Contracts Expiring within 12 Months

Page 1 Second Quarter WWA FY 2015

Who We Are We are Dallas Area Rapid Transit – DART. We’ve arrived! We’ve arrived! Pulling into Dallas/Fort Worth International Airport in August 2014 is just one of many ways in which DART has arrived. Indeed, DART has arrived at 61 other light rail stations – not to mention ten commuter rail stations and over 12,000 bus stops – throughout its service area. Witness that in the past five years, DART has doubled the size of its light rail system (from 45 miles in August of 2009 to 90 miles currently). Further, DART has not only expanded its physical system, we have expanded our information system. The past twelve months have seen the successful implementation of a mobile ticketing product called GoPassSM that permits customers to purchase tickets and download them to their phones, obtain trip plans and status of buses and trains, and receive information about area events – even combine the purchase of a transit pass with the purchase of tickets for those events! We’ve arrived at the information age – providing information and connections to destinations around the Dallas area. The DART system provides mobility options. Organization Dallas Area Rapid Transit (DART) is a regional 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) as shown on the inside front cover, and our headquarters are located in downtown Dallas. 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 2.3 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. Since then, DART has worked to expand light rail considerably. As of August 2014 DART operates a total of 90 miles of light rail, with an extension to UNT-Dallas scheduled to open in 2016 bringing the total to 93 miles. DART operates commuter rail service jointly with the Fort Worth Transportation Authority (The T) along a 34-mile rail line between the cities of Dallas and Fort Worth. The DART System Map as of August 18, 2014 can be found on the inside the back cover.

“DART operates the longest light rail system

in the U.S.”


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.

Board Strategic Priorities – To achieve this mission and ensure Agency alignment, in April 2009 the Board adopted six Strategic Priorities:

Strategic Priority I: Strive to Exceed Customer Expectations Strategic Priority II: Manage System Development & Maintain Infrastructure Strategic Priority III: Build & Maintain DART’s Regional Transportation Leadership

Strategic Priority IV: Drive Change Through Employee Engagement Strategic Priority V: Maximize Funding Resources

Strategic Priority VI: Use Technology to Integrate and Advance Services and Systems

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.


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 municipality 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 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

MEMBERS AND OFFICERS OF THE BOARD OF DIRECTORS

NAME

REPRESENTS

YEAR OF APPOINTMENT

TO BOARD

OCCUPATION

Robert W. Strauss, Chair Dallas 2006 Attorney

Faye Wilkins, Vice Chair Farmers Branch and Plano 1999 Telecommunications & Systems Integration Consultant

Richard Carrizales, Secretary

Dallas 2010 Attorney

Gary Slagel, Assistant Secretary

Addison, Highland Park, Richardson, and University Park

2011 Technology Executive

Jim Adams Dallas 2012 Financial Executive

Michael T. Cheney Garland 2011 Retired Financial Executive/Consultant

Timothy Hayden Carrollton and Irving 2015 Risk Control Consultant

Jerry Christian Dallas 2007 Minister

Amanda Moreno Cross Dallas 2013 Entrepreneur

Mark C. Enoch Garland, Rowlett, and Glenn Heights

1997 Attorney

Pamela Dunlop Gates Dallas 2006 Attorney

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.


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.

• Awarding 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 2 provides a summary of our executive management team:

Exhibit 2 DART’S EXECUTIVE MANAGEMENT

NAME POSITION JOINED DART

Gary C. Thomas President/Executive Director 1998

Jesse Oliver Deputy Executive Director 2012

Carol Wise Executive Vice President, Chief Operations Officer 2012

David Leininger Executive Vice President, Chief Financial Officer 2008

Timothy H. McKay Executive Vice President, Growth/Regional Development 2001

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-Bardowell Vice President, Chief Information Officer 2014

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

Michael Miles Vice President, Government Relations 1982

Michael Muhammad Vice President, Diversity/Innovative Services 2004

Timothy Newby Vice President, Transportation 1997

Todd Plesko Vice President, Planning & Development 2009

Stephen Salin Vice President, Rail Planning 2000

James Spiller Vice President, DART Chief of Police 2001

Maureen McCole Vice President, Commuter Rail 2014

Vacant Vice President, Chief People Officer n/a


Employees and Employee Relations There are 3,682 salaried and hourly positions included in the FY 2015 Annual Budget. The Amalgamated Transit Union, Local 1338, represents the majority of our operators, mechanics, and call center personnel. As a Texas governmental agency, we do not 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 3). 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, a Director of Internal Audit, and a Director of the Office of Board Support.

Exhibit 3 Dallas Area Rapid Transit

Functional Organization Chart

Board Support

Internal Audit

General Counsel

* Materials Mgmt.

SafetyWorkforce Leadership

and Development

Customer Care and Service

DeliveryGrowth and

DevelopmentBusiness Solutions

and Innovation

* Operations

* Customer

* Planning & Development

Board of Directors

President/ Executive Director

* Human Capital

* Diversity

* Government Relations

* Policy & Strategy

* Transportation

* Maintenance

* Mobility Mgmt.

* Security

* Capital Planning

* Rail Program Development

* Commuter Rail

* Finance

* Marketing

* Procurement

* Technology


DART in the Industry

• DART President/Executive Director Gary Thomas served as the Chair of the American Public Transportation Association (APTA) from October 2011 to September 2012. APTA is a nonprofit international association of more than 1,500 public and private organizations involved in transit. Mr. Thomas is Vice President of the Board of Directors of RailVolution, a non-profit charitable organization that is the intersection of transit, livable communities, and transit-oriented development.

• In 2013, APTA honored DART Board Member Randall Chrisman with the Outstanding Public Transportation Board Member Award. Mr. Chrisman is vice chair of APTA’s Transit Board Member Committee, Chair of the Transit Board Members Legislative Subcommittee, and Vice Chair of APTA’s Authorization Task Force.

• DART has received many awards, including: o American Council of Engineering Companies – “Monroe Shops” Engineering

Excellence Award

o Engineering News-Record – “Owner of the Year”

o Regional Hispanic Contractors Association – “Public Entity” Pillar Award

o American Public Transportation Association – AdWheel First Place, Newsletter “Inmotion Redesign”

o Dallas Black Chamber of Commerce – “Public Entity of the Year”

o International Association of Business Communicators (Southern Region) – Award of Excellence (First Place), Safety Communication, “It’s Our DART: Safety and Security Campaign”

o Telly Award – 250 Millionth DART Rail customer celebration video

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)

o Certificate of Distinction for DART Investment Policy from Government Treasurers’ Organization of Texas

o Texas Comptroller Leadership Circle – Silver Designation

o Women in Transportation Seminar (Dallas/Fort Worth area) – Innovative Transportation Solutions Award for mobile ticketing smart phone app

Page 1 Second Quarter O&F FY 2015

Table of Contents

Operating & Financial Performance O&F2 Operating and Financial Performance

O&F2 General Information

O&F3 DART Transportation System

O&F5 Ridership Performance

O&F6 Efficiency Measures

O&F6 Service Quality

O&F7 Customer Satisfaction

O&F7 Safety

O&F9 DART Scorecard of Key Performance Indicators (KPIs)

O&F10 Capital and Non-Operating Budget Summary – Actuals vs. Budget

O&F11 Appendix

O&F12 Revenues and Operating Expenses

O&F13 Statements of Net Position

O&F15 Statement of Revenues, Expenses and Changes In Net Position

O&F16 Glossary


Operating and Financial Performance The Quarterly Operating and Financial Performance report enumerates the KPIs and the Agency’s progress in meeting the goals as outlined in the FY 2015 annual budget. This portion of our document is organized as follows:

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

o Operating Expense Budget Summary o Statement of Net Position; 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 data representing fiscal years 2012 through 2014 actual values; and a comparison of the second quarter results for Fiscal Years 2014 and 2015, presented as a rolling four-quarter period ending March 2014 and 2015, respectively. Management continually strives to improve the reporting of Key Performance Indicators (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. This report includes DART's KPIs in a scorecard format with a Green, Yellow, or Red status for each measurement:

Green – It is probable that the FY 2015 target will be met. Indicative of performance within established parameters.

Yellow – It is possible the annual target will not be met or this measure is trending in the wrong direction. Close monitoring of performance is needed.

Red – Based on fiscal year-to-date performance, it is probable the FY 2015 target will not be achieved.


The DART Transportation System 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;

High Occupancy Vehicle Lanes;

RideShare matching services for carpools and vanpools; and

Special Event service. During Fiscal Year 2014, we carried 92.1 million passengers, which was a decrease of 14.3% compared to Fiscal Year 2013. Exhibit 1(page 5) highlights total system ridership by mode for the last ten years and the current year budget. 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. Bus Transit (40.6% of total system ridership in Fiscal Year 2014) 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 most dense concentration of employment in the service area. The routes are characterized by stops at one- to 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 (31.9% of total system ridership in Fiscal Year 2014) Light Rail Transit is an electrically powered rail system that generally operates at street level. A 20-mile “Starter System,” opened in phases from June 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 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. In 2012, the first 5-mile segment of the Orange Line to Irving opened for service in July. In December 2012, the second phase of the Orange Line extension and the Rowlett extension of the Blue Line opened for service. As of August 18, 2014, we operate a 90-mile light rail system with the extension of the Orange Line to DFW International Airport.


Commuter Rail (2.5% of total system ridership in Fiscal Year 2014) Our commuter rail system, commonly 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 (The T). TRE service is provided pursuant to an interlocal agreement between DART and The T. 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 and maintains the corridor as well as operates the service and maintains the rolling stock used in the service. Paratransit (0.82% of total system ridership in Fiscal Year 2014) We are 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 8 MV-1s and 92 Starcraft vehicles. During the first year of the contract (FY 2013), the vehicle mix was adjusted to better suit the needs of DART paratransit riders. This translated to MV altering the plans to operate 92 Starcraft vehicles through dedicated service in the second year of the contact. MV also oversees and manages a fleet of approximately 200 taxi vehicles provided by Yellow Cab. High Occupancy Vehicle (“HOV”) Lanes (23.2% of total system ridership in Fiscal Year 2014) Interim HOV lanes are constructed within the right-of-way of existing freeways to provide access for multi-passenger vehicles and to relieve congestion levels. Buses, vanpools, motorcycles, and carpools with two or more occupants may use the HOV lanes. DART was responsible for operations, enforcement, and maintenance of the lanes until September 30, 2013. From October 1, 2013 until the end of Fiscal Year 2014, DART’s only financial responsibility was the operation of the barrier transfer machine on the I-30 HOV lane. Starting on October 1, 2014, TxDOT assumed all operating responsibilities for the HOV lanes. Although no long responsible for the daily operation of HOV lanes, DART is a contributing capital partner in the construction of HOV projects; therefore, DART will continue reporting HOV ridership. Transportation Demand Management (Vanpool is 0.97% of total system ridership in Fiscal Year 2014) 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 carpools. Prospective carpoolers 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 Every year, we operate special event services (bus, light rail, and TRE) to the Texas State Fair, the New Year’s Eve celebration in downtown Dallas, concerts, basketball, hockey games, and a wide variety of other events. We also continue to use the managed HOV lanes on I-30W in support of large professional baseball and football games and concerts in Arlington at AT&T Stadium. Due to FTA regulations, we are


restricted in the use of buses for charter activity. Consequently, most special event services are provided on the light rail, commuter rail, and HOV systems. Bus involvement is generally restricted to supplementing the capacity of the rail system during periods of very high usage.

Exhibit 1

Ridership by Mode (in Millions)

Bus LRT* HOV Paratransit Vanpool Total

2005 40.1 17.5 2.1 37.4 0.6 0.4 98.1

2006 44.4 18.6 2.4 36.1 0.7 0.4 102.6

2007 44.5 17.9 2.5 37.6 0.7 0.5 103.7

2008 45.0 19.4 2.7 48.1 0.7 0.7 116.6

2009 43.1 18.9 2.8 51.0 0.8 0.9 117.5

2010 38.0 17.8 2.5 50.1 0.8 0.9 110.1

2011 37.2 22.3 2.4 48.0 0.8 1.0 111.7

2012 38.7 27.7 2.3 34.4 0.8 1.0 104.9

2013 38.0 29.5 2.1 36.3 0.8 0.9 107.5

2014 37.4 29.5 2.3 21.4 0.8 0.9 92.1

2015B 37.2 30.1 2.4 28.6 0.8 1.0 100.1

Fiscal Year Commuter Rail

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

Ridership Performance To increase ridership, DART is undertaking 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 initiative.

Total Agency Ridership (page 9) for the four-quarter period ended March 2015 was 92.4 million, 7 million less than Q2 FY 2014 and 0.3 million greater than FY 2014 actuals. This is the net effect of inclement weather, multiple HOV lane closures, and a decrease in vanpool ridership due to low fuel prices. There were several severe ice/snow days on which DART operated an alternate Inclement Weather Schedule. Furthermore, there were more rainy days during Q2 FY 2015, which contributed to lower ridership for all modes than were experienced in Q2 FY 2014. HOV Ridership (page 9) for the four-quarter period ended March 2015 was 21.6 million, 7.7 million less than Q2 FY 2014 while 0.2 million more than FY 2014 actuals. HOV lane closures on IH-635, IH-30, and IH-35 are expected to reopen as Managed HOV lanes starting in FY 2016 through FY 2018. Vanpool Ridership (page 9) for the four-quarter period ended March 2015 was 829.1 thousand, 89.6 thousand less than Q2 FY 2014 and 63.9 thousand less than FY 2014 actuals. A combination of low fuel prices and poor performance by the previous vendor had an adverse impact on ridership. However, programs implemented by the new vendor, vRide, have resulted in increased ridership that will be reflected in future periods.


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. The operational results are presented in Exhibit 2 (page 8).

Total System Subsidy Per Passenger (page 9) for the four-quarter period ended March 2015 is $4.02, $0.34 (9.33%) above (worse than) Q2 FY 2014, and $0.09 (2.2%) above (worse than) the target of $3.93. The primary factor contributing to the increase of the Total System Subsidy Per Passenger KPI is ridership. Total System Ridership is down 7.6 million (7.6%) from target. Total System Expenses are down $19.4 million (4.1%) and Revenues are up $2.7 million (3.2%) from target, resulting in a $22.1 million (5.6%) decrease in net subsidy; however, this was not enough to overcome the shortfall in ridership.

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. In 2015, the AVL data will be used to improve connections, so that a bus departure can be held for a few minutes to allow a late-running connecting bus to arrive. This data in return 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. Agency On-Time Performance ended the 2nd Quarter below the goal based on both Bus and Light Rail service performing below targeted levels. Reporting adjustments were made to correct earlier errors in the Bus on-time performance measurement, which is now reported based on the GPS system integrated into the radio system. Both Bus and Light Rail experienced somewhat lower schedule adherence during February and March due to severe weather events. Transportation and Planning are working on several strategies targeted at improving Bus On-Time Performance: • Planning has procured and implemented a new reporting/analysis software to assist them in

using the new GPS- based data to identify adjustments in schedules 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 a program of completing detailed 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.


• In regards to Light Rail, software modifications were recently 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.

On-time Performance - Fixed Route (page 9) was 90.1% for the four-quarter period ended March 2015, 1.6% below (worse than) the target of 91.7%. On-time Performance - Bus (page 9) was 79.6% for the four-quarter period ended March 2015, 2.9% below (worse than) the target of 82.5%.

On-time Performance - LRT (page 9) was 94.1% for the four-quarter period ended March 2015, 0.9% below (worse than) the target of 95.0%. Mean Distance Between Service Calls - Bus (page 9) was 9,766.3 miles for the four-quarter period ended March 2015, 1,464.7 miles below (worse than) the target of 11,231 miles. Although below target, this represents a 3,362.3 mile (52.5%) progress over the same period in FY 2014. Mean Distance Between Service Calls - LRT (page 9) was 41.3 thousand miles for the four-quarter period ended March 2015, 5.7% below (worse than) the target of 43,800 miles. Extended periods of inclement weather in February contributed to the year-to-date Mean Distance Between Service Call for LRT falling below target.

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. This program was a major focus throughout FY 2014 and will continue through FY 2015.

Although Paratransit’s complaints for the four-quarter period ended March 2015 at 5.2, 2.2 above (worse than) the target of 3.0 improvements were realized. Paratransit realized gains in customer satisfaction with a 22.4% drop in customer complaints when comparing the rolling four-quarter periods ending March 2014 and March 2015. The top 5 complaints, which make up 66.3% of total Paratransit complaints, are Late, Long Out of Way Trips, Discourteous, No Assistance, and Failure to Follow SOP. Paratransit realized a 92% improvement (drop) in Long Out of Way Trip complaints; a 39% improvement (drop) in No Assistance complaints; and Unsafe Operation complaints dropped out of the top 5 with a 19.2% improvement. Paratransit has seen a significant reduction in complaints due to operators receiving refresher training thereby reducing ride times, and leading to operators assisting riders to/from their seats. Additionally, new vehicles have been placed into service.

Safety The Agency endeavors to maintain a safe environment for its customers and employees. The DART Safety Committee (DSC), 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.


Agency Accidents per 100,000 miles ended the 2nd Quarter above the goal as a result of a higher than projected number of accidents involving DART buses. The recent upward trend, beginning the last quarter of FY 2013 appears to be linked to the introduction of new buses into DART's fleet and adjustments that DART Operators are required to make to the characteristics of those new buses. In particular, the side mirror position and the tail swing (due to the greater distance between the rear axle and the back of the bus) have contributed to an increase in collisions. A secondary factor identified relative to the increase in accidents, is a higher incidence of accidents for SmartBus Operators who have recently moved to full-sized bus operation. The Transportation and Safety departments have implemented a number of new initiatives focused on reducing the number of bus accidents, including;

• Re-training of Bus Operators on driving characteristics of the new NABI Buses; • Enhancement of Quarterly Safety Training and introduction of the Smith Systems

driver training program into the bus operator refresher training class; • Introduction of the SmartDrive event recorder on all new vehicles, which provides

information regarding Operator's 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 (the pilot phase of the project is expected to begin in September 2015); and

• An increase in the "behind the wheel" training time for SmartBus Operators who are being promoted to full-size bus operations.

Accidents Per 100,000 Miles - Fixed Route (page 9) was 2.03 for the four-quarter period ended March 2015, 0.37 above (worse than) the target of 1.66. Accidents Per 100,000 Miles - Bus (page 9) was 2.45 for the four-quarter period ended March 2015, 0.55 above (worse than) the target of 1.90. Accidents Per 100,000 Miles - TRE (page 9) was 0.22 for the four-quarter period ended March 2015, 0.01 above (worse than) the target of .021.


Exhibit 2 DART Scorecard of Key Performance Indicators (KPIs)

FY 2014 FY 2015

Qtr 2 Qtr 2 Target Curr Qtr

104.8 107.5 92.1 Total Agency Ridership (M) 99.4 92.4 100.1 22.1

68.6 69.5 69.1 Fixed-Route Ridership (M) 68.4 69.2 69.6 15.9

38.7 38.0 37.4 Ridership - Bus (M) 37.2 37.1 37.2 8.4

27.7 29.5 29.5 Ridership - LRT (M) 29.0 29.8 30.1 6.9

2.3 2.1 2.3 Ridership - TRE (M) 2.2 2.3 2.4 0.5

801.8 763.5 773.7 Ridership - Paratransit (000s) 746.1 766.8 799.9 184.4

34.4 36.3 21.4 Ridership - HOV (M) 29.3 21.6 28.6 5.8

1,033.0 947.0 893.0 Ridership - Vanpool (000s) 918.7 829.1 1,009.4 193.5

$3.36 $3.36 $3.99 Subsidy Per Passenger - Total System $3.67 $4.02 $3.93 $3.91

$4.48 $4.67 $4.87 Subsidy Per Passenger - Fixed-Route $4.85 $4.94 $5.16 $4.97

$5.09 $5.26 $5.32 Subsidy Per Passenger - Bus $5.39 $5.40 $5.63 $5.58

$3.52 $3.82 $4.21 Subsidy Per Passenger - LRT $4.08 $4.28 $4.44 $4.20$5.63 $5.93 $5.96 Subsidy Per Passenger - TRE [1] [2] $5.90 $6.03 $6.89 $5.35

$44.93 $35.00 $39.59 Subsidy Per Passenger - Paratransit $37.18 $38.69 $42.43 $40.66

$0.24 $0.26 $0.05 Subsidy Per Passenger - HOV n/a n/a n/a n/a n/a $0.30 $0.23 ($0.11) Subsidy Per Passeger - Vanpool [3] $0.05 ($0.07) $0.21 $0.07

15.0% 15.9% 15.3% Farebox Recovery Ratio - Fixed-Route 15.9% 15.9% 15.7% 15.5%

11.8% 13.0% 13.4% Farebox Recovery Ratio - Bus 13.1% 13.4% 12.9% 13.5%

19.4% 19.0% 17.3% Farebox Recovery Ratio - LRT 18.7% 19.0% 16.7% 24.0%

32.7% 36.3% 34.8% Farebox Recovery Ratio - TRE 35.8% 34.2% 33.1% 36.3%

8.3% 7.8% 8.7% Administrative Ratio [1] 8.2% 9.4% 9.6% 10.1%

96.5% 95.9% 91.5% On-Time Performance - Fixed Route 91.3% 90.1% 91.7% 90.5%95.0% 95.3% 80.8% On-Time Performance - Bus [4] 80.6% 79.6% 82.5% 78.8%

96.7% 93.8% 95.1% On-Time Performance - LRT 95.0% 94.1% 95.0% 94.1%

97.9% 98.7% 98.6% On-Time Performance - TRE 98.4% 98.9% 97.5% 98.6%

5,441.7 5,911.1 7,970.1 Mean Distance Between Service Calls - Bus 6,404.0 9,766.3 11,231.3 11,995.1

33.3 19.0 24.1 Mean Distance Between Service Calls - LRT 42.3 41.3 43.8 39.1

44.7 33.7 37.3 Complaints Per 100,000 Passengers - Fixed-Route 33.6 37.2 38.3 37.0

66.3 49.9 55.8 Complaints Per 100,000 Passengers - Bus 49.5 56.5 57.0 57.3

17.5 15.0 16.5 Complaints Per 100,000 Passengers - LRT 15.6 15.7 17.5 14.9

4.75 0.99 1.0 Complaints Per 100,000 Passengers - TRE 4.0 2.8 7.6 3.4 3.09 8.32 1.0 Complaints Per 1,000 Trips - Paratransit [5] 6.7 5.2 3.0 4.5

0.36 0.19 n/a Complaints Per 100,000 Commuters - HOV n/a n/a n/a n/a n/a

1.40 1.68 1.91 Accidents Per 100,000 Miles - Fixed-Route 1.80 2.03 1.66 2.04

1.84 2.01 2.29 Accidents Per 100,000 Miles - Bus 2.16 2.45 1.90 2.460.20 0.34 0.25 Accidents Per 100,000 Train Miles - LRT [6] 0.27 0.31 0.53 0.31

0.17 0.11 0.44 Accidents Per 100,000 Miles - TRE 0.38 0.22 0.21 0.44

[1] FY13 actuals did not include advertising revenues in the calculation, this was an oversight, the result has been restated[2] FY14 Qtr 2 - the revenues and expenses for the T for the 4th Qtr FY13 was not included in prior calculations and has been restated.

[4] Significant decline in Bus OTP From FY13 to FY14 due to change in methodology as discussed on page 6.

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

[5] 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.

Rolling 4 Quarters

FY 2015 FY 2015

Status

Customer Satisfaction

Efficiency Measures

Service Quality

Ridership PerformanceIndicatorsFY14AFY12A FY13A

Safety

[3] Subsidy Per Passenger = (Expenses - Revenues)/Ridership - Revenues have exceeded Expenses, resulting in a negative Subsidy Per Passenger KPI, for the past several months due to a decline in ridership.


Capital and Non-Operating Budget Summary Exhibit 3 provides a summary of the capital and non-operating expenditures for the first two quarters of FY 2015.

Exhibit 3 Capital and Non-Operating Costs

Actuals vs. Budget (in Thousands)

Agency-Wide $2,789 $4,470 ($1,681) $33,089 $30,300

Bus 34,297 35,341 (1,044) 56,545 22,249

Light Rail Transit 23,133 29,141 (6,008) 142,004 118,871

Streetcar 4,386 4,237 149 14,122 9,736

Commuter Rail/RR Management 6,416 7,487 (1,071) 38,995 32,578

Paratransit 305 212 93 832 528

HOV Transitways 4,006 4,320 (314) 12,000 7,994

Total Projects $75,331 $85,207 ($9,877) $297,587 $222,257

P&D/Startup/Non-Ops $3,499 $3,110 $389 $9,608 $6,108

Road Improvements/ITS 228 971 (743.4) 9,710 9,483

Total Capital $79,057 $89,289 ($10,232) $316,905 $237,848

Remaining BalanceMode

FY15 YTD Actuals

FY15 YTD Projection

FY15 Total Budget

YTD $ Variance

Actual expenditures were generally close to the total budget, with Blue Line extension invoices somewhat earlier than anticipated. Looking ahead, however, even though some large expenditures are anticipated during the remainder of the year, projections at this time are for total expenditures close to $200 million.


APPENDIX


ACTUAL VS. BUDGET SUMMARY

FY15 YTD Actual

FY15 YTD Budget

(Under) / over Budget % Variance

RevenuesSales Tax $258,774 $249,392 $9,382 3.8%Passenger 35,660 35,692 (32) -0.1%Advertising/Rental Income/Misc. 5,932 5,750 182 3.2%Operating Federal Grants 1,390 835 555 66.5%Non-Operating Revenue 4,255 5,508 (1,253) -22.7%

$306,011 $297,176 $8,835 3.0%

Operating Expenses at EVP level (YTD)FY15 YTD

ActualFY15 YTD

BudgetUnder/ (over)

Budget % VarianceCustomer Care and Service Delivery $181,084 $183,468 $2,384 1.3%Business Solutions and Innovation 22,199 24,422 2,223 9.1%Growth and Regional Development 17,282 19,584 2,302 11.8%Executive and Deputy Executive Director 4,174 4,482 308 6.9%Board Direct Reports 2,360 2,983 622 20.9%Capital P&D (2,796) (3,233) (437) 13.5%Agency Benefits [1] (346) 233 579 249.0%Agency Initatives (383) 753 1,136 150.9%

$223,574 $232,691 $9,117 3.9%

FY15 Projection

FY15 Budget [2]

Under/ (over) Budget % Variance

Customer Care and Service Delivery $368,503 $368,602 $99 0.0%Business Solutions and Innovation 49,894 50,814 920 1.8%Growth and Regional Development 40,070 40,624 554 1.4%Executive and Deputy Executive Director 9,974 10,047 73 0.7%Board Direct Reports 5,489 5,828 339 5.8%Capital P&D (7,899) (7,899) - 0.0%Agency Benefits 1,799 (0) (1,799) n/aAgency Initatives 7,836 7,836 0 0.0%

$475,666 $475,852 $185 0.0%

[2] Based on Board approved resolution #140100

Dallas Area Rapid TransitMarch 2015 Report (Amounts in thousands)

(reported on a Budget Basis)

Operating Expenses at EVP level (FY15 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.

Customer Care and Service

Delivery80%

Business Solutions and Innovation

10%

Growth and Regional

Development8%

Executive and Deputy Executive

Director11%

Board Direct Reports

1%

Operating Expenses EVP Level - FY15 YTD Actual

Sales Tax83%

Passenger12%

Advertising/ Rental Income/HOV/Misc.

2%

Operating Federal Grants

1%

Non-Operating Revenue

2%

Budgeted Revenues by Source


3/31/2015 9/30/2014

Cash & Cash Equivalents $35,428 $27,217

Investments 762,239 760,593

Sales tax receivable 85,180 85,319

Transit Revenue Rec., Net 4,374 2,553

Due from Other Governments 18,896 33,275

Materials and supplies inventory 32,842 28,693

Prepaid transit expenses and other 4,492 2,840

Restricted investments held by trustee for debt service 84,195 97,808

Restricted investments held for advance funding agreements 10,733 12,013

Restricted investments held to pay capital lease/leaseback liabilities 12,210 14,096

TOTAL CURRENT ASSETS 1,050,589 1,064,407

Investments Restricted for SEA 7,858 39,252

Restricted investments held as security for capital lease/leaseback liabilities 9,573 9,785

Investments in joint venture 20,033 20,722

Investments in managed HOV lane agreements 72,062 66,706

Capital assets

Land and rights of way 614,671 609,498

Depreciable capital assets, net of depreciation 4,055,493 4,129,661

Projects in progress 93,640 70,845

Restricted investments held to pay capital lease/leaseback liabilities 181,464 185,909

Unamortized debt issuance costs and other 1,065 1,638

TOTAL NONCURRENT ASSETS 5,055,859 5,134,016TOTAL ASSETS $6,106,448 $6,198,423

DEFERRED OUTFLOWS OF RESOURCES 37,638 13,965

CURRENT ASSETS

DALLAS AREA RAPID TRANSIT

STATEMENTS OF NET POSITION

AS OF MARCH 31, 2015 AND SEPTEMBER 30, 2014

(In thousands)

ASSETS

NONCURRENT ASSETS


3/31/2015 9/30/2014

Accounts payable and accrued liabilities $52,396 $72,345

Net pension liability 8,730 $8,730

Commercial paper notes payable 200,000 $180,000

Current portion of Capital lease/leaseback liabilities 12,210 $14,096

Current portion of amount due to the State Comptroller 824 $824

Local Assistance Program Payable 1,497 $1,497

Retainage Payable 28,520 $27,860

Unearned revenue and other liabilities 60,574 $32,898

Interest payable 58,611 $60,247

Current portion of senior lien sales tax revenue bonds payable 48,115 $38,215

TOTAL CURRENT LIABILITIES 471,477 436,712

Accrued liabilities 35,014 34,573

Net pension liability 49,670 $53,460

Repayment due to State Comptroller 8,987 9,399

Senior lien sales tax revenue bonds payable 3,400,112 3,426,284

Transportation Infrastructure Finance and Innovation Act (TIFIA) bond payabl 100,000 100,000

Capital lease/leaseback liabilities 181,464 185,909

TOTAL NON-CURRENT LIABILITIES 3,775,247 3,809,625

TOTAL LIABILITIES 4,246,724 4,246,337

Net investment in capital assets 1,027,120 1,071,576

Restricted for debt service 25,584 37,560

Restricted as security for capital lease/leaseback liabilities 9,572 9,785

Unrestricted 835,086 847,130

TOTAL NET POSITION 1,897,362 1,966,051

NET POSITION


STATEMENTS OF NET POSITION - CONT'D

AS OF MARCH 31, 2015 AND SEPTEMBER 30, 2014

(In thousands)

LIABILITIES

CURRENT LIABILITIES

NON-CURRENT LIABILITIES


3/31/2015 3/31/2014

Passenger $35,660 $35,213Advertising, rent and other 7,321 6,161

Total Operating Revenues 42,981 41,374

Labor 109,168 104,808 Benefits 53,603 47,840 Services 15,359 14,083 Materials and Supplies 18,614 23,533 Purchased Transportation 22,777 24,038 Depreciation and amortization 119,780 116,405 Utilities 8,682 8,175 Taxes, Leases, and Other 1,968 2,149 Casualty and liability 2,390 2,331

TOTAL OPERATING EXPENSES 352,341 343,362

NET OPERATING LOSS (309,360) (301,988)

Sales tax revenue 259,186 240,671 Investment Income 5,778 1,907 Interest Income from investments held to pay capital lease 7,765 8,074 Interest expense on capital leases (7,765) (8,074) Street improvements for member cities (228) (832) Interest and financing expenses (87,191) (82,832) Build America Bonds tax credit 14,119 14,135 Other federal grants 31,069 53,303 Other non-operating revenues 11,150 5,659 Other non-operating expenses (6,574) (503)

TOTAL NET NON-OPERATING REVENUES 227,309 231,508

LOSS BEFORE CAPITAL CONTRIBUTIONS, GRANTS AND REIMBURSEMENTS (82,051) (70,480)

Federal capital contributions 12,417 13,822 State capital contributions 327 326Local capital contributions 618 7

TOTAL CAPITAL CONTRIBUTIONS, GRANTS AND REIMBURSEMENTS 13,362 14,155

CHANGE IN NET POSITION (68,689) (56,325)TOTAL NET POSITION - Beginning of the year 2,039,587 2,185,148CUMMULATIVE EFFECT OF A CHANGE IN ACCOUNTING PRINCIPLE (73,536)TOTAL NET POSITION - End of the quarter $1,897,362 $2,128,823

OPERATING REVENUES:

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

FOR THE SIX MONTHS ENDED MARCH 31, 2015 AND 2014(In thousands)

For the six months ended

CAPITAL CONTRIBUTIONS, GRANTS AND REIMBURSEMENTS:

OPERATING EXPENSES:

NON-OPERATING REVENUES (EXPENSES):


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. 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. American Recovery and Reinvestment Act (ARRA) – The American Recovery and Reinvestment Act was signed into law by President Barack Obama on February 17, 2009. ARRA included appropriations and tax law changes totaling approximately $787 billion to support government-wide efforts to stimulate the economy. Goals of the statute include the preservation or creation of jobs and the promotion of an economic recovery, as well as the investment in transportation, environmental protection, and other infrastructure providing long-term economic benefits. 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 - Commissions & Discounts) / (Modal Passenger Boardings) Average Weekday Ridership – The average number of passenger boardings (or HOV users) 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.


Glossary of Terms/Definitions (cont’d) Capital – Funds that finance construction, renovation, and major repair projects or the purchase of machinery, equipment, buildings, and land. Capital Expenditure – A cost incurred or planned to be 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 prevents 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 and replacement with new securities bearing lower interest rates. 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.


Glossary of Terms/Definitions (cont’d) 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. 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, and commuter rail). 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. See Funds and Fund Balances at the end of the Twenty-Year Financial Plan portion of this document for FY 2013 through FY 2015 amounts, and Board-adopted financial policies regarding funds and reserves in the preceding pages of this Reference section. Funding Formula – A specific formula used to determine a subsidy level. 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.


Glossary of Terms/Definitions (cont’d) 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 provides over $105 billion in funds for surface transportation programs in 2013 and 2014. 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 Speed Ratio -- This efficiency ratio measures the average operating speed of vehicles using the HOV lane as compared to the speed of vehicles (SOVs) on the freeway main lanes. Management’s objective is to increase this ratio above the 1.50 percent target. Calculation = (Average HOV operating speed / Average SOV operating speed) 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 services, HOV, 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 that is not conventional fixed-route bus or rail service, including ADA Paratransit Services.


Glossary of Terms/Definitions (cont’d) 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. See Funds and Fund Balance at the end of the Twenty-Year Financial Plan portion of this document for FY 2013 through FY 2015 amounts, and Board-adopted financial policies regarding funds and reserves in the preceding pages of this Reference section. 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]


Glossary of Terms/Definitions (cont’d) 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 plus the number of people in cars or vans using the HOV lanes. 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, 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 or Abandoned 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, or HOV 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. Subsidy per Passenger – Efficiency ratio, which measures the tax subsidy required for each passenger boarding for a mode or combination of modes. Management's objective is to reduce this ratio. 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.


Glossary of Terms/Definitions (cont’d) TIGER (Transportation Investment Generating Economic Recovery) – The U.S. Department of Transportation appropriated over $3 billion 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. Grants awarded will be no less than $10 million and no more than $200 million. 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 trips on an on-going basis.

Second Quarter

R FY 2015

Table of Contents

Section 2 – Ridership Highlights

R2 Introduction

R3 Total System Ridership

R4 Bus System Ridership

R5 Light Rail System Ridership

R6 Trinity Railway Express Ridership

R7-R9 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

R10-R11 Service Standards Monitoring Report

R14-R20 Route Performance Tables

R21-R23 Route Performance Charts

Second quarter

R-1 FY 2015

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 High Occupancy Vehicle Lane usage

and Vanpool ridership. Fixed-route ridership reporting incoudes the number of unlinked passenger

trips (e.g. passenger boardings 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

possible. Average weekday ridership is the primary measurement discussed in this report.

Bus ridership is derived daily from automated fareboxes. 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. HOV ridership is

determined quarterly on a sampling basis. Paratransit ridership is compiled from daily trip

manifests.

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. The Board of Directors has declined to adopt new standards

since FY 2010.

Each element of this report is accompanied by a series of charts or tables summarizing ridership during the

quarter.

Second quarter

R-2 FY 2015

Total System Ridership

Total system ridership includes fixed route (bus, light rail and commuter rail), HOV,

Paratransit and Vanpool riders. Riders of both scheduled and special event services are

reported.

Total system ridership in the second quarter of FY 2015 was 22.1 million riders, an

increase of 3.9 percent from the second quarter of FY 2014. This increase is attributable to

higher Paratransit usage and increases in HOV usage.

Fixed route ridership totaled 15.9 million passengers in the second quarter of FY 2015, a

decrease of 4.2 percent from the second quarter of FY 2014. Winter weather events were

significant in causing the drop in ridership.

Bus System ridership totaled 8.4 million riders, 6.2 percent below the second quarter of FY

2014. A coleder, wetter winter in 2015 was a strong factor in the decrease..

Trinity Railway Express ridership was 533,384 passengers in the second quarter, a

decrease of 4.6 percent from last year.

Light rail ridership was 6.9 million riders in the second quarter. This 1.7 percent decrease

was the result of adverse weather conditions that resulted in two occasions on which the

light rail system was curtailed in its operation with segments of the system not operated..

Paratransit ridership increased to 184,434 passenger trips in the second quarter of FY 2015,

an increase of 0.5 percent over the FY 2014 levels.

Total HOV usage in the second quarter of FY 2015 was 5.8 million persons, an increase of

36.2 percent over the second quarter of FY 2014.

3,000

4,000

5,000

6,000

7,000

8,000

9,000

10,000

11,000

Jan

-13

Mar-

13

May-1

3

Jul-

13

Sep

-13

No

v-1

3

Jan

-14

Mar-

14

May-1

4

Jul-

14

Sep

-14

No

v-1

4

Jan

-15

Mar-

15

In T

ho

usan

ds

Total System Ridership

Fixed Route Total

Second quarter

R-3 FY 2015

Bus System Ridership

Total bus ridership (including special events ridership) in the second quarter of FY 2015

was 8.4 million riders, down 6.2 percent from the second quarter of FY 2014.

Average weekday ridership in the second quarter was 117,765 daily riders, a 4.1 percent

decrease from last year’s average. Saturday bus system ridership averaged 51,131 daily

riders, down 15.1 percent from last year. Sunday bus system ridership averaged 34,918

daily riders, an increase of 1.8 percent over last year.

Snow and rain days resulted in lower ridership during the quarter.

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

Route Type Route Weekday

Average

Crosstown 404 2,501

Express 283 846

Rail Feeder 703 5,676

TC Feeder 378 1,290

Local 11 4,138

Shuttle UTD 3,281

Flex 870 226

0

20,000

40,000

60,000

80,000

100,000

120,000

140,000

160,000

Jan

-13

Mar-

13

May-1

3

Jul-

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Sep

-13

No

v-1

3

Jan

-14

Mar-

14

May-1

4

Jul-

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Sep

-14

No

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4

Jan

-15

Mar-

15

Bus System Average Daily Ridership

Weekday Saturday Sunday

Second quarter

R-4 FY 2015

Light Rail System Ridership

LRT ridership in the second quarter totaled 6.9 million riders, a decrease of 1.7 percent

from the second quarter of FY 2014.

Weekday ridership in the second quarter averaged 94,055 passengers, an increase of 1.3

percent from the second quarter of FY 2014.

Saturday ridership in the second quarter averaged 48,161 passengers, a decrease of 14.0

percent from the FY 2014 level.

Sunday ridership in the second quarter averaged 33,758 passengers, an increase of 0.5

percent over the FY 2014 level.

The two winter weather events that caused curtailed operation of the light rail system

occurred on a Monday and a Thursday respectively. The service levels operated on the

reduced light rail system on those days was the equivalent of Saturday service. Those days

were, therefore, reported as Saturdays contributing to the steep decrease in average

Saturday ridership while contributing to smaller decreases in average ridership on

weekdays.

0

20,000

40,000

60,000

80,000

100,000

120,000

140,000

Jan

-13

Mar-

13

May-1

3

Jul-

13

Sep

-13

No

v-1

3

Jan

-14

Mar-

14

May-1

4

Jul-

14

Sep

-14

No

v-1

4

Jan

-15

Mar-

15

LRT System Average Daily Ridership

Weekday Saturday Sunday

Second quarter

R-5 FY 2015

Trinity Railway Express

Trinity Railway Express ridership decreased in the second quarter. The TRE served a total

of 533,393 passengers, a decrease of 4.6 percent over the second quarter of FY 2014.

Weekday ridership on the TRE averaged 7,757 daily riders (a 4.8 percent decrease from

last year) in the second quarter.

Saturday ridership in the second quarter averaged 3,409 daily riders, a decrease of 2.4

percent from the second quarter of FY 2014.

As with other modes, the TRE ridership was reduced because of adverse weather

conditions in the quarter.

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

0

1,000

2,000

3,000

4,000

5,000

6,000

7,000

8,000

9,000

10,000Jan

-13

Mar-

13

May-1

3

Jul-

13

Sep

-13

No

v-1

3

Jan

-14

Mar-

14

May-1

4

Jul-

14

Sep

-14

No

v-1

4

Jan

-15

Mar-

15

TRE System Average Daily Ridership

Weekday Saturday

Second quarter

R-6 FY 2015

Table 1 – Total Fixed-Route Ridership

25-Month Trending

Year MonthBus

MonthlyLRT Monthly

Commuter Rail

Monthly

Fixed Route

Total

2013 March 3,083 2,478 189 5,750

April 3,169 2,494 185 5,848

May 3,206 2,470 164 5,840

June 2,951 2,164 164 5,279

July 3,066 2,392 179 5,637

August 3,322 2,483 194 5,999

September 3,224 2,454 169 5,847

2014 October 3,490 3,192 232 6,914

November 2,998 2,289 175 5,462

December 2,805 2,019 165 4,989

January 3,134 2,355 184 5,673

February 2,867 2,199 168 5,234

March 2,990 2,496 207 5,693

April 3,203 2,509 217 5,929

May 3,151 2,239 180 5,570

June 2,973 2,384 184 5,541

July 3,070 2,462 196 5,728

August 3,252 2,534 187 5,973

September 3,432 2,779 190 6,401

2015 October 3,664 3,335 245 7,244

November 2,997 2,222 165 5,384

December 2,957 2,369 171 5,497

January 2,892 2,310 172 5,374

February 2,638 2,141 163 4,942

March 2,906 2,481 199 5,586

All figures are in thousands (000) of riders.

Second quarter

R-7 FY 2015

Table 2 – Average Weekday Fixed-Route Ridership

25-Month Trending

Year Month Bus Weekday LRT WeekdayCommuter Rail

Weekday

Fixed Route

Total

2013 March 124.2 95.0 8.1 227.3

April 125.6 96.0 7.6 229.2

May 125.4 93.4 6.9 225.7

June 122.0 89.7 7.5 219.2

July 119.4 91.8 7.6 218.8

August 129.8 95.0 8.0 232.8

September 138.2 99.5 7.8 245.5

2014 October 134.8 111.6 8.6 255.0

November 129.8 95.8 8.1 233.7

December 115.8 87.6 7.4 210.8

January 122.8 89.9 7.7 220.4

February 123.8 92.7 7.8 224.3

March 121.6 95.9 8.9 226.4

April 128.9 97.0 8.6 234.5

May 126.0 86.9 7.9 220.8

June 121.8 95.8 8.3 225.9

July 120.2 94.4 8.4 223.0

August 129.5 99.6 8.2 237.3

September 139.7 109.3 8.3 257.3

2015 October 137.2 116.0 9.3 262.5

November 127.3 98.2 8.2 233.7

December 114.3 91.2 7.2 212.7

January 115.9 91.2 7.5 214.6

February 119.4 95.1 7.5 222.0

March 117.9 95.8 8.3 222.0

All figures are in thousands (000) of riders.

Second quarter

R-8 FY 2015

Table 3 – Passengers Boarding by Service Area City

Qtr 2 Qtr 2 %%% (2) YTD YTD %%%

Description 2015 2014 Change 2015 2014 Change

Bus Ridership (1)

Addison 151 174 -13.2% 313 350 -10.5%

Carrollton 75 80 -6.8% 158 163 -3.0%

Farmers Branch 101 104 -3.3% 210 213 -1.3%

Garland 509 570 -10.8% 1,083 1,163 -6.9%

Glenn Heights 53 57 -5.8% 108 110 -2.4%

Irving 534 587 -9.1% 1,138 1,196 -4.9%

Plano 227 244 -7.2% 476 501 -4.9%

Richardson 369 374 -1.5% 790 759 4.1%

Rowlett 5 5 5.2% 10 10 5.0%

Mesquite - Contracted 8 8 -1.0% 15 15 -1.0%

Arlington-Contracted 17 17.89 100.0% 36 32 100.0%

Suburban Total 2,047 2,221 -7.8% 4,338 4,512 -3.9%

Dallas Total (3) 6,388 6,770 -5.6% 13,715 13,772 -0.4%

Bus Total 8,435 8,991 -6.2% 18,053 18,284 -1.3%

Light Rail 6,932 7,051 -1.7% 14,859 14,551 2.1%

Commuter Rail 533 559 -4.6% 1,114 1,130 -1.4%

Total Passenger Boardings 15,901 16,601 -4.2% 34,026 33,966 0.2%

Qtr 2 Qtr 2 Inc YTD YTD Inc

Type of Day 2015 2014 (Dec) 2015 2014 (Dec)

Weekdays 61 63 -2 123 126 -3

Saturdays/Holiday 15 13 2 30 27 3

Sundays/Holiday 14 14 0 29 29 0

Total 90 90 0 182 182 0

(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

For the Second Quarter Fiscal Year 2015, Period Ending March 31, 2015

In Thousands

Second quarter

R-9 FY 2015

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.

Performance targets have not been updated since FY 2010. The following report has been

prepared using the adopted FY 2010 targets while the targeting process is being reviewed. Bus

system changes accompanied the extension of the Orange Line on August 18, 2014. New and

revised routes are within the first year of their 24-month introductory period as their ridership

develops to its full potential.

Second Quarter Report

In the second quarter, 75 (50.7 percent) of 148 routes and services had RPI values of 0.6 or better.

Eight routes had RPI values of less than 0.3, half of the acceptable level. An additional twelve

routes had RPI values of 0.3.

Summaries of route performance by route type are presented on the following pages with detailed

tables following the narrative and charts of DART operated route performance following the

tables.

Second quarter

R-10 FY 2015

Crosstown Routes

Five crosstown routes, 444 (Cockrell Hill, Dallas), 452 (Plano), 445 (Dallas), 475 (Dallas)

and 987 (Rapid Ride in Dallas and Garland) failed to achieve an RPI value of 0.6.

Route 987 was inaugurated in December 2012 and completed its development period at the

end of the first quarter. Routes 444 and 445 will be examined carefully in the

Comprehensive Operations Analysis (COA). Route 475 will be reviewed to determine

appropriate corrective action to improve its performance.

The remaining crosstown routes performed at or above the 0.6 level during the second

quarter.

Two crosstown routes performed at an RPI level of 1.0 or better.

Routes 488 (Addison, Dallas, Farmers Branch) and 486 (Dallas, Farmers Branch, Garland)

performed at the 1.0 level.

Three routes performed at the 0.9 level; two routes performed at the 0.8 level and three

routes performed at the 0.7 level.

Express Routes

Four of the nine 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 1.1.

Route 206 (Glenn Heights) reached the 0.7 performance level.

Routes 278 (Dallas) and 283 (Garland) with RPI values of 0.6 and rounded out the list of

acceptable performers.

Route 234 (Dallas, Irving) the connection between the Red Line and the Las Colinas Urban

Center area performed at an RPI of 0.2. This route has been significantly affected by the

construction in the LBJ Freeway (I 635) corridor. Its detour route limits it to slower travel

speeds, negatively impacting ridership.

Routes 221, the Arlington MAX and 282, the Mesquite Compass service are fully funded

by their sponsors but were included to show their performance relative to other Express

routes.

Rail Station Feeder Routes

The top performing Rail Station Feeder route was route 703 (Parkland Shuttle) with an RPI

of 4.0. Route 702 (Northpark Shuttle) was second with an RPI of 2.0.

Route 583 (Lovers Lane/LBJ/Skillman/Richland College) was third with an RPI of 1.5.

Twenty-nine Rail Feeder routes, more than half of the category failed to reach the 0.6 RPI

threshold.

Ten routes performed at the 0.5 level while thirteen routes were performing at the 0.4 level.

Four routes performed below the 0.4 RPI level.

Routes 525 (Dallas), 532 (Dallas) and 566 (Garland) performed at the 0.3 RPI level while

route 500 (Irving) performed at the 0.2 level.

Route 503 (Irving), with a subsidy per passenger of over $33.00, performed at the 0.1

level.

Second quarter

R-11 FY 2015

Transit Center Feeder Routes

Five Transit Center Feeder routes fell below the 0.6 RPI level. Routes 333 (Addison,

Dallas, 0.5), 346 (Plano, 0.1), 348 (Plano, 0.1), 376 (Cockrell Hill, Dallas, 0.4) and 385

(Garland, 0.4) were the poor performers.

Three routes performed at the 1.1 level or better. These routes included 360 (Dallas,

Richardson, 1.1), 362 (Addison, Dallas, Richardson, 1.1), and 378 (Garland, 1.2).

Route 374 (Dallas, Garland) had an RPI value of 0.9.

Route 350, Addison, Dallas, Plano) had an RPI value of 0.8 and three routes had RPI

values of 0.7.

Local Routes

Fourteen of the 27 Local routes posted RPI values of 0.6 or greater in the second quarter of

FY 2015.

Routes 11 (Dallas) and Route 110 (Dallas) were best performing Local routes, with RPIs

of 1.1 and 1.0 respectively. Route 11 was the most heavily patronized route. Route 110

uses the East R.L. Thornton Freeway HOV lane, providing service to eastern Dallas and

the Eastfield College area.

Route 164 (Dallas) had an RPI value of 0.8.

Routes 2, 24 and 26 (all in Dallas) had RPI values of 0.7 in the second quarter.

Routes 21, 27, 42, 49, 59 and 155 (all in Dallas) were the poorest performers. Route 155

was approved to be retained while additional promotional efforts were made to increase

ridership. Route 27 has been retained for additional ridership development opportunities.

Routes 21, 27 and 155 were the lowest performing Local routes with RPI values of 0.3.

Route 21 is being reviewed as a part of the Oak Cliff Service Review.

Site-Specific Shuttles

Four of nine Site-specific Shuttles performed at or above the 0.6 level.

The UT Dallas (RPI 7.1) and SMU (RPI 1.1) shuttles were the top performers.

The DFW and U T Southwestern shuttles performed at the 0.8 and 0.7 levels. The

Richardson shuttle performed at the 0.7 level.

The D-Link fell to an RPI value of 0.5 in the second quarter along with the Richardson

shuttle.

The Medical City shuttle performed at the 0.4 level.

The Texas Instruments shuttles trailed the others with the Main Campus shuttles

performing at the 0.3 RPI level and the Spring Creek Campus shuttle (Plano) performing at

the 0.2 RPI level.

Second quarter

R-12 FY 2015

DART-on-Call

Three of the nine DART-on-Call zones exceeded the 0.6 Service Performance Index level.

The Glenn Heights and North Central Plano zones were the best performing zones with

SPI values of 0.9 and 0.7 respectively.

The Farmers Branch zone was at or the 0.6 level.

The remaining zones performed below the 0.6 level as ridership in most zones has been

decreasing.

The new Park Cities zone, with an SPI value of 0.2, is in its development period and will

be monitored as its ridership grows. The addition of midday service in the December 2014

has increased ridership in this zone.

FLEX Routes

One of the six FLEX routes met the 0.6 Service Performance Index level.

Three Flex routes performed at the 0.5 level.

The South Irving and Rowlett routes performed at the 0.3 level. The Rowlett route is the

subject of an on-going analysis as staff begins a review of service to Rowlett.

Second quarter

R-13 FY 2015

Table 4 – Crosstown Routes Performance

Avg Avg 1Q 15 2Q 15

Weekday Weekday Pass/ Route Route RPI

Pass Pass % Sub/ Pass/ Rev Performance Performance Point

LINE 2Q 15 2Q 14 Change Pass Index Trip Index Hour Index Index Index Change

$3.50 34.00 24.0

488 1,871 1,918 -2.5% $3.66 1.0 36.4 1.1 24.4 1.0 1.1 1.0 -0.1

486 2,457 2,680 -8.3% $3.48 1.0 36.9 1.1 24.5 1.0 1.1 1.0 -0.1

466 2,417 2,536 -4.7% $3.53 1.0 27.6 0.8 21.4 0.9 1.0 0.9 -0.1

467 2,346 2,682 -12.5% $4.29 0.8 25.7 0.8 26.1 1.1 0.9 0.9 0.0

463 1,342 1,357 -1.1% $4.01 0.9 24.2 0.7 23.3 1.0 0.9 0.9 0.0

404 2,543 2,632 -3.4% $4.40 0.8 26.9 0.8 20.6 0.9 0.9 0.8 -0.1

453 2,236 2,231 0.2% $4.47 0.8 26.7 0.8 20.6 0.9 0.8 0.8 0.0

400 1,844 1,948 -5.3% $6.29 0.6 30.5 0.9 16.7 0.7 0.8 0.7 -0.1

408 1,473 1,483 -0.7% $5.26 0.7 25.9 0.8 17.7 0.7 0.7 0.7 0.0

428 1,869 1,991 -6.1% $5.76 0.6 20.6 0.6 17.9 0.7 0.7 0.7 0.0

409 1,734 1,931 -10.2% $5.36 0.7 20.0 0.6 16.2 0.7 0.7 0.6 -0.1

401 843 936 -9.9% $5.98 0.6 14.6 0.4 16.3 0.7 0.6 0.6 0.0

410 924 984 -6.0% $6.51 0.5 15.8 0.5 16.3 0.7 0.6 0.6 0.0

405 1,399 1,469 -4.7% $6.36 0.6 20.6 0.6 14.3 0.6 0.6 0.6 0.0

451 1,001 986 1.6% $6.79 0.5 17.9 0.5 15.9 0.7 0.6 0.6 0.0

415 950 982 -3.2% $6.66 0.5 17.4 0.5 15.5 0.6 0.6 0.6 0.0

452 801 851 -5.8% $7.74 0.5 14.0 0.4 17.6 0.7 0.5 0.5 0.0

445 730 761 -4.1% $6.26 0.6 9.8 0.3 13.8 0.6 0.5 0.5 0.0

475 1,073 1,153 -7.0% $7.55 0.5 14.9 0.4 12.9 0.5 0.5 0.5 0.0

444 767 790 -3.0% $7.66 0.5 11.8 0.3 12.5 0.5 0.5 0.4 -0.1

987 729 656 11.0% $15.83 0.2 13.5 0.4 9.9 0.4 0.4 0.3 -0.1

Second Quarter 2015


Dallas Area Rapid TransitCrosstown Routes

Second quarter

R-14 FY 2015

Table 5 – Express Routes Performance

Avg Avg 1Q 15 2Q 15




$5.50 18.00 31.0

205 673 815 -17.5% $6.90 0.8 24.9 1.4 36.9 1.2 1.0 1.1 0.1

206 840 863 -2.7% $8.32 0.7 15.0 0.8 22.8 0.7 0.7 0.7 0.0

278 437 437 0.0% $7.76 0.7 9.2 0.5 19.7 0.6 0.6 0.6 0.0

283 860 896 -4.0% $9.16 0.6 10.8 0.6 18.1 0.6 0.6 0.6 0.0

208 597 513 16.4% $11.86 0.5 11.1 0.6 16.2 0.5 0.5 0.5 0.0

221 281 284 -0.9% $10.74 0.5 7.4 0.4 12.6 0.4 0.5 0.4 -0.1

210 255 271 -5.9% $16.69 0.3 10.2 0.6 12.7 0.4 0.4 0.4 0.0

282 124 121 2.2% $12.67 0.4 5.5 0.3 11.5 0.4 0.3 0.4 0.1

234 39 41 -4.9% $33.57 0.2 6.5 0.4 6.6 0.2 0.2 0.2 0.0

Dallas Area Rapid Transit

Second Quarter 2015


Express Routes

Second quarter

R-15 FY 2015

Table 6 – Rail Station Feeder Routes

Avg Avg 1Q 15 2Q 15




$4.00 13.00 22.0

703 5,756 5,450 5.6% $0.47 8.5 9.4 0.7 58.4 2.7 3.1 4.0 0.9

702 700 692 1.2% $1.21 3.3 7.7 0.6 45.9 2.1 2.1 2.0 -0.1

583 2,351 2,454 -4.2% $3.09 1.3 24.8 1.9 27.0 1.2 1.6 1.5 -0.1

506 1,335 1,445 -7.6% $2.87 1.4 12.7 1.0 26.1 1.2 1.2 1.2 0.0

501 1,072 1,114 -3.8% $5.44 0.7 20.5 1.6 17.6 0.8 1.2 1.0 -0.2

531 697 698 -0.2% $4.62 0.9 14.8 1.1 23.0 1.0 1.0 1.0 0.0

534 1,122 1,275 -12.0% $5.66 0.7 17.1 1.3 17.6 0.8 1.0 0.9 -0.1

527 831 835 -0.4% $4.37 0.9 9.3 0.7 22.1 1.0 1.0 0.9 -0.1

553 528 519 1.8% $5.52 0.7 12.5 1.0 20.1 0.9 0.9 0.9 0.0

554 1,139 1,120 1.7% $4.37 0.9 10.0 0.8 19.4 0.9 0.9 0.9 0.0

502 851 897 -5.1% $4.78 0.8 11.3 0.9 16.8 0.8 0.9 0.8 -0.1

549 884 883 0.1% $6.58 0.6 14.3 1.1 14.7 0.7 0.9 0.8 -0.1

592 1,125 1,288 -12.7% $4.87 0.8 8.6 0.7 18.3 0.8 0.8 0.8 0.0

528 628 336 86.9% $5.04 0.8 8.9 0.7 18.1 0.8 0.8 0.8 0.0

582 590 674 -12.5% $6.79 0.6 9.8 0.8 15.2 0.7 0.8 0.7 -0.1

593 870 987 -11.9% $5.46 0.7 8.6 0.7 15.6 0.7 0.8 0.7 -0.1

597 967 1,103 -12.3% $7.43 0.5 12.2 0.9 13.4 0.6 0.8 0.7 -0.1

535 1,043 1,085 -3.9% $6.90 0.6 12.5 1.0 14.7 0.7 0.8 0.7 -0.1

551 431 447 -3.5% $5.91 0.7 9.2 0.7 18.6 0.8 0.8 0.7 -0.1

574 380 374 1.6% $7.99 0.5 8.6 0.7 17.2 0.8 0.7 0.6 -0.1

541 606 667 -9.2% $8.07 0.5 9.2 0.7 12.5 0.6 0.7 0.6 -0.1

544 791 826 -4.2% $7.38 0.5 9.0 0.7 11.9 0.5 0.6 0.6 0.0

526 441 528 -16.4% $7.18 0.6 6.2 0.5 15.6 0.7 0.6 0.6 0.0

504 315 336 -6.4% $8.18 0.5 6.4 0.5 12.5 0.6 0.6 0.5 -0.1

513 258 282 -8.5% $7.94 0.5 5.1 0.4 13.9 0.6 0.6 0.5 -0.1

522 550 647 -15.1% $8.44 0.5 6.6 0.5 11.9 0.5 0.6 0.5 -0.1

560 324 291 11.3% $9.02 0.4 6.4 0.5 12.9 0.6 0.6 0.5 -0.1

571 476 512 -7.1% $10.26 0.4 8.3 0.6 11.0 0.5 0.5 0.5 0.0

538 697 702 -0.8% $7.29 0.5 4.5 0.3 13.5 0.6 0.5 0.5 0.0

594 386 410 -6.0% $8.30 0.5 5.7 0.4 10.4 0.5 0.5 0.5 0.0

568 704 733 -4.0% $8.50 0.5 6.8 0.5 11.7 0.5 0.5 0.5 0.0

515 599 565 5.9% $9.47 0.4 7.2 0.6 10.8 0.5 0.5 0.5 0.0

524 449 318 41.5% $6.56 0.6 3.5 0.3 11.9 0.5 0.5 0.5 0.0

509 275 507 -45.8% $10.97 0.4 4.5 0.3 9.3 0.4 0.5 0.4 -0.1

514 365 394 -7.5% $12.10 0.3 7.3 0.6 9.3 0.4 0.5 0.4 -0.1

533 128 118 8.5% $8.49 0.5 3.4 0.3 13.6 0.6 0.5 0.4 -0.1

521 280 315 -11.1% $10.43 0.4 4.8 0.4 9.6 0.4 0.4 0.4 0.0

547 457 488 -6.5% $9.64 0.4 5.4 0.4 11.1 0.5 0.4 0.4 0.0

507 239 234 2.2% $10.25 0.4 4.9 0.4 10.0 0.5 0.4 0.4 0.0

591 303 309 -1.9% $11.23 0.4 4.5 0.3 10.5 0.5 0.4 0.4 0.0

542 327 368 -11.0% $12.24 0.3 5.1 0.4 8.2 0.4 0.4 0.4 0.0

536 213 223 -4.4% $14.65 0.3 6.7 0.5 9.2 0.4 0.4 0.4 0.0

505 310 285 8.9% $11.60 0.3 6.3 0.5 9.4 0.4 0.4 0.4 0.0

508 202 218 -7.4% $12.18 0.3 4.2 0.3 9.0 0.4 0.4 0.4 0.0

595 469 433 8.3% $14.63 0.3 6.9 0.5 7.0 0.3 0.4 0.4 0.0

529 358 240 49.2% $10.93 0.4 4.6 0.4 7.3 0.3 0.4 0.4 0.0

566 189 237 -20.3% $13.54 0.3 3.9 0.3 8.1 0.4 0.4 0.3 -0.1

532 213 230 -7.7% $12.41 0.3 4.2 0.3 8.3 0.4 0.4 0.3 -0.1

525 188 286 -34.2% $12.30 0.3 3.3 0.3 6.6 0.3 0.3 0.3 0.0

510 193 198 -2.5% $25.41 0.2 3.8 0.3 4.2 0.2 0.3 0.2 -0.1

500 239 437 -45.4% $19.85 0.2 2.9 0.2 5.2 0.2 0.2 0.2 0.0

503 61 72 -16.2% $33.31 0.1 0.9 0.1 3.2 0.1 0.1 0.1 0.0



Second Quarter 2015

Rail Station Feeder

Routes

Second quarter

R-16 FY 2015

Table 7 – Transit Center Feeder Routes

Avg Avg 1Q 15 2Q 15




$5.00 13.00 18.0

378 1,311 1,459 -10.2% $5.38 0.9 19.0 1.5 19.6 1.1 1.2 1.2 0.0

360 1,047 1,120 -6.6% $4.75 1.1 13.8 1.1 19.5 1.1 1.1 1.1 0.0

362 912 946 -3.6% $5.26 0.9 16.0 1.2 20.8 1.2 1.1 1.1 0.0

374 813 782 3.9% $6.71 0.7 14.0 1.1 15.0 0.8 0.9 0.9 0.0

350 727 791 -8.0% $8.67 0.6 12.7 1.0 13.9 0.8 0.9 0.8 -0.1

372 571 632 -9.6% $8.75 0.6 9.8 0.8 12.5 0.7 0.8 0.7 -0.1

347 586 636 -7.9% $10.17 0.5 11.3 0.9 12.0 0.7 0.8 0.7 -0.1

361 401 457 -12.1% $7.94 0.6 7.3 0.6 14.8 0.8 0.7 0.7 0.0

377 294 471 -37.6% $7.22 0.7 6.4 0.5 13.6 0.8 0.8 0.6 -0.2

380 346 383 -9.7% $8.12 0.6 6.8 0.5 13.5 0.7 0.7 0.6 -0.1

333 299 289 3.6% $9.73 0.5 6.0 0.5 12.0 0.7 0.6 0.5 -0.1

376 222 216 3.0% $11.38 0.4 3.0 0.2 9.8 0.5 0.4 0.4 0.0

385 156 161 -3.1% $13.49 0.4 3.7 0.3 8.5 0.5 0.4 0.4 0.0

348 62 81 -23.5% $45.43 0.1 0.9 0.1 3.3 0.2 0.1 0.1 0.0

346 28 19 46.8% $37.83 0.1 0.7 0.1 3.6 0.2 0.1 0.1 0.0



Second Quarter 2015

Transit Center Feeder

Routes

Second quarter

R-17 FY 2015

Table 8 – Local Routes

Avg Avg 1Q 15 2Q 15




$3.25 24.50 23.5

11 4,204 4,123 2.0% $3.09 1.1 30.2 1.2 24.8 1.1 1.2 1.1 -0.1

110 1,624 1,631 -0.4% $3.42 1.0 20.2 0.8 27.1 1.2 1.1 1.0 -0.1

164 2,786 2,583 7.9% $4.71 0.7 19.0 0.8 21.9 0.9 0.8 0.8 0.0

24 1,442 1,586 -9.1% $4.04 0.8 12.1 0.5 21.2 0.9 0.8 0.7 -0.1

26 1,222 1,250 -2.2% $3.87 0.8 13.3 0.5 19.7 0.8 0.7 0.7 0.0

2 1,120 1,060 5.6% $4.49 0.7 14.0 0.6 18.7 0.8 0.7 0.7 0.0

1 1,653 1,735 -4.7% $5.84 0.6 14.6 0.6 15.8 0.7 0.7 0.6 -0.1

19 2,031 2,158 -5.9% $5.81 0.6 14.9 0.6 15.9 0.7 0.7 0.6 -0.1

183 888 914 -2.8% $5.63 0.6 11.1 0.5 15.6 0.7 0.7 0.6 -0.1

63 843 924 -8.8% $5.80 0.6 12.0 0.5 18.6 0.8 0.6 0.6 0.0

161 1,690 1,792 -5.7% $6.15 0.5 12.3 0.5 18.1 0.8 0.6 0.6 0.0

76 862 881 -2.1% $5.04 0.6 12.3 0.5 16.6 0.7 0.6 0.6 0.0

36 1,138 1,225 -7.1% $6.78 0.5 16.8 0.7 13.6 0.6 0.6 0.6 0.0

39 685 747 -8.3% $4.92 0.7 9.8 0.4 15.7 0.7 0.6 0.6 0.0

52 779 896 -13.0% $5.56 0.6 9.0 0.4 15.5 0.7 0.6 0.5 -0.1

31 1,116 1,252 -10.8% $7.90 0.4 16.2 0.7 11.5 0.5 0.6 0.5 -0.1

111 731 762 -4.0% $6.00 0.5 10.0 0.4 14.6 0.6 0.6 0.5 -0.1

35 717 798 -10.1% $7.97 0.4 12.1 0.5 12.2 0.5 0.5 0.5 0.0

12 1,118 1,215 -8.0% $7.81 0.4 12.8 0.5 12.3 0.5 0.5 0.5 0.0

60 852 933 -8.7% $8.45 0.4 12.2 0.5 13.0 0.6 0.5 0.5 0.0

29 883 848 4.2% $7.28 0.4 10.3 0.4 13.1 0.6 0.5 0.5 0.0

59 608 634 -4.0% $7.84 0.4 9.8 0.4 12.2 0.5 0.5 0.4 -0.1

49 366 414 -11.6% $7.08 0.5 6.1 0.2 12.4 0.5 0.4 0.4 0.0

42 534 546 -2.0% $9.01 0.4 7.5 0.3 10.7 0.5 0.4 0.4 0.0

155 109 117 -6.1% $15.31 0.2 5.0 0.2 10.9 0.5 0.3 0.3 0.0

21 436 451 -3.4% $13.61 0.2 7.4 0.3 7.4 0.3 0.3 0.3 0.0

27 119 143 -17.0% $10.24 0.3 3.0 0.1 9.2 0.4 0.3 0.3 0.0


Local Routes Dallas Area Rapid Transit

Second Quarter 2015

Second quarter

R-18 FY 2015

Table 9 – Site Specific Shuttles

Avg Avg 1Q 15 2Q 15




$0.90 7.50 21.0

UTD 3,233 3,082 4.9% $0.11 8.1 57.3 7.6 115.2 5.5 8.3 7.1 -1.2

SMU 775 1,258 -38.3% $1.75 0.5 10.6 1.4 31.5 1.5 1.8 1.1 -0.7

DFW 468 537 -12.8% $0.78 1.2 5.7 0.8 11.3 0.5 0.9 0.8 -0.1

UTSW 376 410 -8.2% $1.08 0.8 4.3 0.6 15.4 0.7 0.9 0.7 -0.2

D-LINK 692 533 29.9% $12.18 0.1 6.9 0.9 8.0 0.4 0.5 0.5 0.0

RSON 120 138 -13.4% $2.06 0.4 2.8 0.4 17.1 0.8 0.6 0.5 -0.1

MCE 93 105 -12.0% $1.22 0.7 1.1 0.1 8.3 0.4 0.5 0.4 -0.1

TI 306 367 -16.7% $3.52 0.3 2.1 0.3 6.3 0.3 0.3 0.3 0.0

TIS 50 51 -1.0% $2.25 0.4 1.0 0.1 4.1 0.2 0.2 0.2 0.0

Avg Avg 1Q 15 2Q 15

Weekday Weekday Pass/ Service Service SPI

Pass Pass % Sub/ Rev Performance Performance Point

LINE 2Q 15 2Q 14 Change Pass Index Hour Index Index Index Change

$8.40 6.50

GH 34 33 3.3% $8.12 1.0 4.91 0.8 0.9 0.9 0.0

NCPoC 89 85 4.7% $9.77 0.9 3.93 0.6 0.7 0.7 0.0

FBoC 52 67 -21.9% $12.52 0.7 3.17 0.5 0.6 0.6 0.0

RoC 44 41 8.3% $13.80 0.6 2.85 0.4 0.5 0.5 0.0

LoC 33 31 6.8% $18.35 0.5 2.18 0.3 0.4 0.4 0.0

NDoC 49 68 -28.0% $14.91 0.6 2.71 0.4 0.4 0.4 0.0

LHoC 26 31 -18.6% $24.45 0.3 1.65 0.3 0.3 0.3 0.0

Rich 18 16 11.5% $26.14 0.3 1.53 0.2 0.2 0.3 0.1

PKCTY 20 10 98.6% $38.34 0.2 1.06 0.2 0.3 0.2 -0.1



Second Quarter 2015

DART-on-Call Zones

Site-Specific Shuttle

Routes



Second Quarter 2015

Table 10 - DART-on-Call Zones

Second quarter

R-19 FY 2015

Table 11 – Flex Routes

Avg Avg 1Q 15 2Q 15

Weekday Weekday Pass/ Service Service SPI

Pass Pass % Sub/ Rev Performance Performance Point

LINE 2Q 15 2Q 14 Change Pass Index Hour Index Index Index Change

$4.00 10.50

843 67 70 -4.6% $17.06 0.2 9.3 0.9 0.6 0.6 0.0

841 116 126 -7.7% $20.33 0.2 8.3 0.8 0.6 0.5 -0.1

870 226 254 -11.2% $15.39 0.3 7.5 0.7 0.6 0.5 -0.1

842 87 114 -23.7% $18.88 0.2 9.0 0.9 0.5 0.5 0.0

840 121 123 -1.9% $24.37 0.2 5.4 0.5 0.4 0.3 -0.1

887 69 73 -5.5% $27.14 0.1 4.8 0.5 0.3 0.3 0.0

Second Quarter 2015


Dallas Area Rapid TransitFLEX Routes

Second quarter

R-20 FY 2015

0.0

0.2

0.4

0.6

0.8

1.0

1.2

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

0.2

0.4

0.6

0.8

1.0

1.2

205 206 208 210 221 234 278 282 283

Route Performance IndexExpress Routes

RPI Std

Second quarter

R-21 FY 2015

0.0

0.5

1.0

1.5

2.0

2.5

3.0

3.5

4.0

4.55

00

50

15

02

50

35

04

50

55

06

50

75

08

50

95

10

51

35

14

51

55

21

52

25

24

52

55

26

52

75

28

52

95

31

53

25

33

53

45

35

53

65

38

54

15

42

54

45

47

54

95

51

55

35

54

56

05

66

56

85

71

57

45

82

58

35

91

59

25

93

59

45

95

59

77

02

70

3

Route Performance IndexRail Station Feeder Routes

RPI Std

0.0

0.2

0.4

0.6

0.8

1.0

1.2

1.4

33

3

34

6

34

7

34

8

35

0

36

0

36

1

36

2

37

2

37

4

37

6

37

7

37

8

38

0

38

5

Route Performance IndexTransit Center Feeder Routes

RPI Std

Second quarter

R-22 FY 2015

0.0

0.2

0.4

0.6

0.8

1.0

1.21 2

11

12

19

21

24

26

27

29

31

35

36

39

42

49

52

59

60

63

76

11

0

11

1

15

5

16

1

16

4

18

3

Route Performance IndexLocal Routes

RPI Std

0.0

0.1

0.2

0.3

0.4

0.5

0.6

0.7

84

0

84

1

84

2

84

3

87

0

88

7

Route Performance IndexFlex Routes

SPI Std

Table of Contents

Section 3 – Marketing & Communications Report

M1 Highlights

M7 Paid Media

M10 Digital / Social Media

M12 Community Engagement / Education

M13 Revenue

M14 Customer Service

Second QuarterFY 2015M

Second QuarterFY 2015

Page 1M

FY 2015, 2nd QuarterQuarterly Marketing & Communications Report

Highlights

Events and Partnerships

College Football Playoff National – Championship Game – January 12 – AT&T Stadium – Victory Station – CentrePort Station

DART partnered with the local host committee and the regional transportation committee of the College Football Playoff (CFP) organizing agency to develop a custom GoPassSM transit pass for the first national football championship game. Attendees had the option to purchase either a five-day or a one-day all access regional system pass which was cross-marketed to CFP fans via website, apps, push email notifications and a special Dallas Morning News circular. 47 five-day all access passes, and 633 one-day all access passes were sold.

DART use was promoted for the full week of CFP Events including:

• Beginning 1 week out: ESPN @ Sundance Square

• Thur - Fri: ESPN II or ESPN U @ Klyde Warren Park

• Fri - Sun: Concert Series @ AAC; Fan Experience @ Kay Bailey Hutchison Convention Center

• Sat: 5K Race @ Fair Park• Sun: Taste of the

Championship @ Irving Convention Center

• Mon: Tailgate Party 3 pm Lot 4 @ AT&T Stadium; CFP Game 7:30 pm kick-off @ AT&T Stadium


Page 2M

The DART service plan on game day included volunteer support at both Victory and CentrePort stations to assist riders using the contracted shuttle service from CentrePort to AT&T Stadium prior to kick-off. Post-game support included volunteers at the Globe Life Park in Arlington shuttle drop-off and pick-up location.


Page 3M

North Texas Irish Festival – February 28 – March 2 Fair Park Station

The North Texas Irish Festival attendance exceeded 65,000 during this year’s two-day event. As the “Official Transportation Provider” our primary marketing message was the DART to DFW Orange Line service. Our event participation included a booth, name/logo recognition on posters, from the main stage and links on their website.

Event attendees were primarily 18-34 years old, live in Dallas and 51% noted they would consider riding DART to next year’s event. The weather on Saturday was perfect for the festival. Sunday’s weather was chilly and rainy so that kept people away. Overall, we estimate that over 2,000 guests visited the DART booth and more than 2,000 schedules and maps were distributed.

Dallas St. Patrick’s Day Parade – March 14 Greenville Ave – Mockingbird and Lovers Lane stations

The 36th Annual Greenville Avenue St. Patrick’s Day Parade & Festival broke records with more than 125,000 attendees on March 14. The Greenville Avenue Business Association (GABA) added several amenities for 2015 including a Brew Fest, VIP Tailgate area and food trucks.

DART added extra light rail service with trains scheduled to run every 10 minutes and modified bus routes 502 and 583 during Saturday’s parade. DART staff and police assisted riders at 12 stations in multiple volunteer shifts. DART rail ridership increased by 22% versus a year ago.


Page 4M

DART teamed with Uber and MADD for the first St. Patrick’s Day Ride Responsibly partnership. The agreement provided deep discounts for first-time Uber riders using a promo code. DART volunteers passed out promo cards at DART stations during Saturday’s event. The partnership covered 2-3 weeks and included cross-marketing on Twitter/Instagram, mobile apps, print ads in Dallas Observer, DMN Guide Live, Al Dia and Dallas Weekly; website, and press releases. Uber attributes 75 new users from the special promotional code.


Page 5M

DFW Family Expo – March 21 Market Hall – Market Center Station

DART was the “Official Transportation Provider” of the DFW Family expo with over 10,000 in attendance. DART marketing coverage included banners, signage, website, program ads and on-site booth activation. On-site activation included promotion of GoPass, distribution of schedules, maps, and coloring books/crayons to families. An estimated 1,000 people visited the DART booth and many had questions about GoPass and how it worked.

DFW Auto Show – March 25 - 29 Kay Bailey Hutchison Convention Center – Convention Center Station

DART partnered with the Dallas Auto Show as the “Official Transportation Provider” to cross promote riding DART to the 2015 DFW Auto Show. More than 450,000 people attended this year’s show at the Kay Bailey Hutchison Convention Center with an estimated 1/3 riding DART to/from the show.

Although the DART Auto Show exhibit, featuring the DART 5-Star van, was located in a separate exhibit hall 6,000 attendees visited. In addition, a kid-friendly area displaying the DART Bus/Rail cut out was available for children and families.


Page 6M

The DART partnership promotion strategy included: customer discounts via email for $2.00 off Dallas Auto Show admission, Social Media push on facebook and Twitter, web links, 10 VIP and 50 individual passes to the 2015 DFW Auto Show, and ad link in two issues of Vrooom, the DFW Auto Show newsletter (www.dfwncdavrooom.com) distributed to DFW NCDA dealer members, associate members and manufacturers (February and April).


Page 7M

Paid Media

Paid media during the second quarter focused on several primary campaigns including the annual Student Art Contest, DART to Airports for Spring Break, St. Patrick’s Day and GoPass campaigns. A majority of the 52 million impressions generated for the quarter, or 40%, were against advertising DART airport services to both Love Field and DFW International for the spring break travel season.


Page 8M

DART advertising continues to primarily target the general population. Segmented advertising increased during the quarter for the following groups:

• African-Americans by 20% through the Black Directory Online and Ride Responsibly ads

• Hispanic-Americans by 21% primarily with the Student Art Contest ads

• Seniors by 30% through the Dallas Seniors Guide annual spread ads

DART Bids & Proposals, COA (Comprehensive Operations Analysis) engagement, Public hearings, D-Link, TRE and advertising for the Arlington MAX accounted for another combined 45% of additional impressions.

142-008-115 COA PUBLIC MEETING ADS_5.41x5.25

Public Invited to Join DART for Discussion Of Future Bus Service

DART is reviewing bus services to make DART work better for you, and we want you

along for the ride. The study, called a Comprehensive Operations Analysis (COA), will

support development of the “Moving You Forward” 10-Year Service Plan.

Attend one of the upcoming meetings to review the latest information and

provide input to help guide improvements between 2015 and 2025.

Can’t attend a meeting?

Provide your input at www.DART.org/movingyouforward.

Visit www.DART.org/2040 for more information.

Wednesday, January 28,

2015 @ 6:30 p.m.

Addison Conference Center

15650 Addison Rd., Addison,

TX 75001

Thursday, January 29, 2015

@ 12 p.m. (noon)

DART Board Room

1401 Pacific Avenue, Dallas,

TX 75202

Monday, February 2, 2015 @

6:30 p.m.Hampton-Illinois Branch

Library2951 South Hampton Road,

Dallas, TX 75224

142-008-115 COA PUBLIC ADS 5.41x5.25_FIN.indd 1

1/12/15 4:26 PM


Page 9M

DART advertising assets delivered an additional 72 million impressions for the quarter. The primary focus of available DART inventory was the Human Trafficking Campaign with 96% or 800 units/insertions across bus, rail, windscreens and corner markers.


Page 10M

Digital/Social Media

The second quarter continued to show strong usage of DART’s mobile platforms (travel tools and GoPass app). This trend toward mobile device use continues to be at the expense of desktop usage which was down (-10% total sessions Q2 FY15 versus Q2 FY14) during the quarter. Usage of m.DART.org was up 2% for the quarter compared with the same period last year. Total number of sessions of the app during the second quarter was up 23% compared with the same period last year. Sessions are defined as a time period when a user is actively involved with a website or app.

DART social media channels continued to grow with the number of total Twitter followers up 59% (10,794) over March 2014 (6,787) and the total number of facebook fans up 32% (7,264) over March 2014 (5,498). These trends support our ongoing digital activities through our websites, DART Daily and operations communications.


Page 11M

Earned Media

Stories generating the largest number of positive impressions during the quarter were the Dallas Streetcar preview, new transit-oriented development projects, preparation for winter weather and the first deployment of our new winter weather plans, and the first ever “DARTing with the Chief on the Beat” event.


Dallas Streetcar

TRINITY RIVER

ConventionCenter Station

UnionStationUnionStation Union

Greenbriar

Oakenwald

Beckley

JEFF

ERSO

N BL

VD

BECK

LEY

AVE

COLORADO BLVD

GREENBRIAR LN

ZANG BLVD

MAR

KET

ST

HOUS

TON

ST V

IADU

CT

RIVERFRONT BLVD

COMMERCE ST

Zang Triangle Luxury Apartments

Lake Cliff Park

Oak Cliff Founders Park

Trinity RiverTownhomes

Omni Dallas Hotel

Methodist Dallas Medical Center

Hyatt Regency Dallas

Kay Bailey Hutchison Convention Center

Reunion Tower/GeO-Deck

Baylor Institute for Rehabilitation

To BishopArts District

Dallas Streetcar

DART Rail

Trinity Railway Express

Streetcars are BackDallas Streetcar connects downtown and North Oak Cliff

Service on the new

Dallas Streetcar begins

April 13, giving people a

rail transportation option

between downtown

Dallas and the established,

historic North Oak Cliff

neighborhood.

The 1.6-mile route from downtown’s Union Station to Oak Cliff’s Methodist Dallas Medical Center marks the first phase of Dallas’ modern streetcar system. On behalf of the city, DART is overseeing the project.

“Our track record with DART Light Rail and the Trinity Railway Express gave the city of Dallas confidence that we also could successfully design, build, operate and maintain the Dallas Streetcar,” DART President/Executive Director Gary Thomas said.

Development of Dallas’ modern streetcar was kick-started by $26 million in Transportation Investment Generating Economic Recovery (TIGER) grants from the U.S. Department of Transportation. In

addition to the city of Dallas and DART, other project partners include the North Central Texas Council of Governments, Texas Department of Transportation and the Federal Transit Administration.

“Dallas is taking another notable step forward in its efforts to build an efficient, reliable and connected transportation network that helps grow the region’s economy and connects hard-working families to jobs and opportunity,” said FTA Acting Administrator Therese McMillan. “We’re calling on Congress to pass a long-term transportation bill that will make more projects like the Dallas Streetcar a reality.”


Page 12M

Community Engagement / Education

2nd Quarter (FY 15) Scorecard Highlights

• The Transit Education Team completed 51 community engagement programs resulting in 8,341 direct touch points in the service area cities of Carrollton, Dallas, Garland and Richardson.

• Staff planned and facilitated a Transportation Day session for Leadership Rowlett on January 15th.

• Successfully planned, coordinated and executed three community meetings on January 28th, 29th and February 2nd for the Comprehensive Operations Analysis Study (50+ participants). Staff also coordinated the Technical Advisory Committee meeting on February 26th.

• Supported coordination and execution of the City of Dallas Streetcar Project Open House & Safety Event on March 12. (60 + participants),

• Coordinated an FY 2015 FTA Grants TCEQ Application Public Hearing on March 30th.

Total Transit Education section webpage views Jan 1-March 31, 2015 was 8,942.


Page 13M

Revenue

Robust competition in the Financial and Telecom sectors led to a 71% gain in Advertising Sales in 2015 Q2: $1,639,000 vs. $957,000 in 2014 Q2. In Financial, Turbo Tax dueled H&R Block for ascendancy in tax preparation, while in Telecom, long-time transit advertisers Metro PCS, T-Mobile and Sprint maintained a steady presence.

Healthcare ranked third, represented by Parkland Hospital, Blue Cross/Blue Shield, Delta Dental, Pfizer and United Healthcare.

The top 3 individual advertisers were Turbo Tax, Metro PCS and T-Mobile.

H&R Block (above) employed fewer, larger ads, while Turbo Tax (right) covered the market with banner ads on virtually every Light Rail car in the DART fleet.

New Mavs Record

The Dallas Mavericks were the first to advertise on DART’s Light Rail cars (2011-2012 season) and they are back with a record 4th edition going into the 2014-2015 Playoffs. Go MAVs!


Page 14M

Customer Service

Close Second in Division Level Measure (DLM) for the quarter by 0.88%

DLM Competition:

1st Place - Central Support 96.99%2nd Place - Customer Service 96.11%Transit Center Operations 76.17%

Detailed Scorecard

Categories Qtrly. Goal Qtrly. Actual % of TargetComplaints/100,000 Calls Answered

17.6 11.9 100.00%

Unscheduled Absences (Per Person Annually)

22.8 28.4 80.27%

Average Weekday Ridership (Bus, Rail, TRE)

215,387 209,741 97.38%

Quality Monitoring Score 98.00% 97.00% 98.98%

Service Level (80% Calls Answered within 120 Sec.)

80.00% 81.00% 100.00%

Average Talk Time 2.48 min 2.42 min 100.00%

Average Score for 2nd Quarter 96.11%

2015 Customer Service Roadeo/Raildeo Competition:

Customer Service teamed with Transportation for another successful Roadeo/Raildeo competition. Winners will be announced at the banquet and receive S.P.I.C.E. (Solving Problems and Incidents Courteously and Effectively) Awards!

Hats off to Loretta Buchanan, Supervisor and event Subject Matter Expert. 5 Star scenarios were presented to Bus and Rail Operators. The scenarios were role-played and judged by high performing representatives in the section.

Approved Approved Total (Note e) Current Remaining Percent Percent Additional Contract Issues Issue Status

Rail Section/ Consultant/ Contract Contingency/ Approved Executed Contract Contingency/ Contingency Contract Comments

Contract Package Contractor Amount Allowance Amount Changes Value Allowance Used Comp. (March 2015)

(A) (B) (C=A+B) (D) (E=A+D) (F=B-D) (G=D/B) (Note d)

LRV Management LTK $6,379,825 $531,142 $6,910,967 $181,855 $6,561,680 $349,287 34% 100% Closed

C-97000131

North Central

Corridor

NC-3 Civil/Struct/Sta

C-98000080GLF Constr. Corp. $49,903,009 $4,990,301 $54,893,310 $1,158,261 $51,061,270 $3,832,040 23% 100%

Accounting Closeout is Pending

Litigation

Contractor REA for Relief from LDs &

Additional Costs - Quantum Hearing (p.

RPD8)

Post-hearing briefing is complete;

awaiting decision.

North Central Parker Rd. Parking Expansion $1,778,830 $88,941 $1,867,771 $88,931 $1,867,761 $10 100% 100% Closed

Corridor C-1015568-01

Northeast

Corridor

G-2 Civil/Struct/Sta

C-98000089GLF Constr. Corp. $35,181,916 $3,518,192 $38,700,108 $843,889 $36,025,805 $2,674,303 24% 100% Closed

LRV 20 Additional Kinkisharyo/Itochu $58,666,378 $1,333,622 $60,000,000 $249,072 $58,915,450 $1,084,550 19% 100% Through SA-018

Procurement C-98000071-02

TOTALS: $151,909,958 $10,462,198 $162,372,156 $2,522,008 $154,431,966 $7,940,190

Legend: % Contingency >= 70%

Notes: a) The professional services contracts are negotiated through annual workplans (AWP) ; amounts reflected on this report represent Total Board Authorized Not-to-Exceed values.

b) The authorized board increases are captured in column B along with approved contingency increases to more accurately reflect the change activity as it relates to contingency.

c) The totals shown on this report for "Remaining Contingency/Allowance" does not include funding that came from DART Board approved increases in contract NTE.

d) Percent contract complete based on work in place value.

e) The dollars shown in executed contract modifications are based on project controls physical possession of a copy of the executed document.

Approved Approved Total (Note d) Current Remaining Percent Percent Additional Contract Issues Issue Status



(A) (B) (C=A+B) (D) (E=A+D) (F=B-D) (G=D/B) (Note c)

115 C-Unit Mods W/ATP Kinkisharyo/Itochu $13,244,927 $414,568 $13,659,495 $103,794 $13,348,721 $310,774 25% 100%

C-1011711-01 (Note e)

TOTALS: $13,244,927 $414,568 $13,659,495 $103,794 $13,348,721 $310,774


Notes for Amendment 13: a) The authorized board increases are captured in column B along with approved contingency increases to more accurately reflect the change activity as it relates to contingency.

b) The totals shown on this report for "Remaining Contingency/Allowance" does not include funding that came from DART Board approved increases in contract NTE.

c) Percent contract complete based on work in place value.

d) The dollars shown in executed contract modifications are based on project controls physical possession of a copy of the executed document.

e) The amount shown on this report represents 8 out of 115 vehicles. The total approved contract amount is $190,395,824.

Approved Approved Total Executed Current Remaining Percent Percent Additional Contract Issues Issue Status

Rail Section/ Consultant/ Contract Contingency/ Approved Changes Contract Contingency/ Contingency Contract Comments

Contract Package Contractor Amount Allowance Amount (Note f) Value Allowance Used Comp. (March 2015)

(A) (B) (C=A+B) (D) (E=A+D) (F=B-D) (G=D/B) Note c

GEC ACT-21 230,975,944.00 247,831.00 231,223,775.00 0.00 230,975,944.00 247,831.00 0% 100%

C-1002450-01 SA's 82,83 & 84 executed 4/09 funded from existing contract funds for provisional overhead payments

SDC Dallas System Consultants 78,166,352.00 47,161.00 78,213,513.00 0.00 78,166,352.00 47,161.00 0% 100%

C-1002803-01

Systems Integration (SIC) AECOM Technical 82,393,459.00 285,726.00 82,679,185.00 0.00 82,393,459.00 285,726.00 0% 100%

C-1004187-03 Services

Project Controls (PCC) Sunland Engineering 13,176,787.00 113,409.00 13,290,196.00 0.00 13,176,787.00 113,409.00 0% (Note a)

C-1002450-02 (Note a)

LRV Engineering LTK 12,241,355.00 29,386.00 12,270,741.00 0.00 12,241,355.00 29,386.00 0% 100%

C-1008146-01

Construction CMGC-1 Archer Western/Brunson Carcon 372,865,538.00 18,219,058.00 391,084,596.00 15,299,712.00 388,165,250.00 2,919,346.00 84% 100%

SE1, 2, NW1B C-1007571-01 Increase base for BR080029,080030,080058,080061,090086 (Note b)

Executive Summary - 2nd Quarter FY 2015

Light Rail Transit Buildout Phase I

(Page numbers reference the Project

Development Progress Report)

Professional Services

Vehicle Procurement (Amendment

13)

Omega Contracting, Inc.

Includes Pre construction & reflects Lump

Sum Conversion

Light Rail Transit Buildout Phase IIA


Traction Motor Suspension Brackets (p.

RPD9)

Mods began in October 2014. 23 of 68

cars completed, including 8 of 20 for this

project. Program temporarily suspended

pending receipt of necessary parts.

Contractor working with suppliers to

establish projected restart date in April

2015.

RPD-ES-Page 1 of 7 2Q FY 2015


Construction CMGC-3 Archer Western/Herzog 476,122,906.85 23,486,522.00 499,609,428.85 4,229,574.84 480,352,481.69 19,256,947.16 18% 100%

NW-2, 3, 4 C-1009666-01 Increased CMGC-3 Contingency by $101,522 per BR 080141, SA-24 paid via TxDot ILA $1,125,936.24 (Note b)

Audited contract values through BR 090036 March 2010

CBD CBD Level Boarding Phillips-May 5,370,333.00 268,516.00 5,638,849.00 (259,024.58) 5,111,308.42 527,540.58 -96% 100%

Raise/Extend C-1012813-01

Lot 1 Archer Western 29,483,819.55 1,189,605.24 30,673,424.78 1,038,178.96 30,521,998.50 151,426.28 87% 100%

C1012392-01 Increase contingency 2/10 by $438,804 BR 100009

Lot 2 Herzog 3,338,381.41 141,858.60 3,480,240.01 45,076.56 3,383,457.97 96,782.04 32% 100%

NWROF C1012392-02

Construction Lot 3 Mass Electric 5,136,631.50 218,260.03 5,354,891.53 63,678.74 5,200,310.24 154,581.29 29% 100%

C1012392-03

Lot 4 Journeyman 3,941,495.94 172,923.96 4,114,419.90 112,119.95 4,053,615.90 60,804.00 65% 100%

C-1012392-04

Lot 9 Macton 908,407.50 45,420.38 953,827.88 0.00 908,407.50 45,420.38 0% 100%

C-1012392-05

Lots 3 & 6 Progress Rail Services 11,754,817.00 352,645.00 12,107,462.00 (111,287.47) 11,643,529.53 463,932.47 -32% 100%

Track Material C-1009684-02 Spl Trkwrk/CWR

Procurement Lot 5 L.B. Foster 4,999,349.00 149,981.00 5,149,330.00 891.20 5,000,240.20 149,089.80 1% 100%

C-1009684-03 Fasteners

CMGC-1 Lot 4 Rocla Concrete Tie 3,202,960.00 96,089.00 3,299,049.00 64,195.00 3,267,155.00 31,894.00 67% 100%

C-1009684-04 Concrete Ties

Lots 1 & 3 VAE Nortrak 9,459,512.00 472,976.00 9,932,488.00 (271,979.10) 9,187,532.90 744,955.10 -58% 100%

C-1012000-01 NW2/3/4 & NWROF/Spl Trkwrk

Lot 2 L.B. Foster 5,982,978.00 299,149.00 6,282,127.00 13,714.68 5,996,692.68 285,434.32 5% 100%

Track Material C-1012000-02 NW-2/3/4 CWR

Procurement Lot 4 Rocla Concrete Tie 3,361,624.00 168,081.00 3,529,705.00 70,715.00 3,432,339.00 97,366.00 42% 100%


CMGC-3 Lot 5 Advanced Track Products 5,722,502.00 286,125.00 6,008,627.00 0.00 5,722,502.00 286,125.00 0% 100%

C-101200-03 CMGC-3 Fasteners

TPSS DFI Siemens Transportation 29,693,526.00 2,375,481.78 32,069,007.78 898,661.14 30,592,187.14 1,476,820.64 38% 100%

C-1012105-01/02 Systems, Inc. (Note h)

Fare II GFI Genfare 8,625,907.00 231,205.00 8,857,112.00 207,937.02 8,833,844.02 23,267.98 90% 100%

C-1011621-01 Systems, Inc.

115 C-Unit Mods W/ATP Kinkisharyo/Itochu 80,603,658.00 2,522,906.00 83,126,564.00 631,652.00 81,235,310.00 1,891,254.00 25% 100%

C-1011711-01 (Note e)

VehicleSLRV Procurement (25)

C-1013706-01Kinkisharyo International 164,374,396.00 4,931,232.00 169,305,628.00 (19,180.63) 164,355,215.37 4,950,412.63 0% 100%


RPD22)


cars completed, including 15 of 48 for

this project. Program temporarily

suspended pending receipt of necessary

parts. Contractor working with suppliers

to establish projected restart date in April

2015.

LDDIB Phillips/May Corporation 2,039,333.00 163,147.00 2,202,480.00 28,282.38 2,067,615.38 134,864.62 17% 100%

City of Dallas Responsibility for Landscape

Maintenance (p. RPD23)

DART preparing final letter to City to

identify maintenance responsibility.

C-1016241-01

WHDSPC Phillips/May Corporation 1,293,333.00 194,000.00 1,487,333.00 14,643.24 1,307,976.24 179,356.76 8% 100%

C-1018601-01

Systems SCS/OCC GE Advanced Comm. Systems 14,003,452.00 855,568.68 14,859,020.68 186,501.47 14,189,953.47 669,067.21 22% 100%

Modifications C-1009337-01

(Note i)

CCTV CCTV Calence, LLC 2,317,416.67 246,885.00 2,564,301.67 304,983.08 2,622,399.75 (58,098.08) 124% 100% (Note g)

Equipment - Fixed C-1016547-02

Deep Ellum Gateway DEGA Brad Oldham 1,365,000.00 45,045.00 1,410,045.00 39,845.97 1,404,845.97 5,199.03 88% 100%

Art Project C-1013454-02

TOTALS: $1,662,921,174 $57,856,194 $1,720,777,368 $22,588,891 $1,685,510,066 $35,267,302


Notes: a) The professional services contracts are negotiated through annual workplans (AWP) ; amounts reflected on this report represent Total Board Authorized Not-to-Exceed values. AWP Contingency is for current year only.

b) CMGC-1 & 3 contracts were modified to include construction services.



e) The amount shown in this report represents 45.5% of the total approved contract amount of $190,395,824 - $13,244,927 for Amendment 13.

f) The dollars shown in executed contract modifications are based on project controls physical possession of a copy of the executed document.

g) Contract Contingency usage reported as coded. Contract Contingency apportioned in ratio to contract allocated to each program/project. Contract contingency usage combined does not exceed Board Authorized Contract contingency.

h) Approved contract value reflects board authorization including price adjustments.

i) SCS-OCC Contract contingency was used to provide SCADA interfaces for PA/VMB Project.


Sum Conversion

Vehicle Procurement

Systems

Fare II

NW-2 Little Denton Drive

Betterments & Improvements

NW-3Walnut/Denton Parking



Approved Approved Total (Note c) Current Remaining Percent Percent Additional Contract Issues Issue Status



(A) (B) (C=A+B) (D) (E=A+D) (F=B-D) (G=D/B) (Note a)

Design/CM Track 3 Track 3 Joint Venture 56,174,335.00 323,799.00 56,498,134.00 0.00 56,174,335.00 323,799.00 0% 87% (Note b)

C-1013219-01 Various + I1&2+Rowlett (Note g)

Irving 1 & 2 Irving 1-2 DB KSWRP JV 430,164,910.00 17,207,000.00 447,371,910.00 6,501,429.49 436,666,339.49 10,705,570.51 38% 100% Design-Build Signal Functions (p. RPD 31)

DART and contractor working on

implementation and testing of sofware to

improve call-on functions.

C-1014614-01 Irving 1 & 2

Irving 3 Irving 3 DB KSWRP JV147,500,000.00 5,391,000.00 152,891,000.00 541,928.00 148,041,928.00 4,849,072.00 10% 99% Design-Build

C1018691-01 Irving 3

Rowlett Rowlett DB Austin Road & Bridge 187,699,904.00 7,514,000.00 195,213,904.00 3,163,189.00 190,863,093.00 4,350,811.00 42% 100% Design-Build

C-1014614-02 Rowlett

Rowlett Station

Additional Parking Lot

Rowlett DB

C-1021269-01Phillips May Corporation 537,333.00 26,867.00 564,200.00 (3,135.48) 534,197.52 30,002.48 -12% 100% Design-Build

Irving Rail Procurement L.B. Foster 8,920,527.00 89,205.00 9,009,732.00 22,132.50 8,942,659.50 67,072.50 25% 100%

Track Material C-1014938-02 Irving 1, 2 & 3

Procurement Rowlett Rail Procurement Progress Rail Services 3,394,300.00 33,943.00 3,428,243.00 0.00 3,394,300.00 33,943.00 0% 100%

CWR C-1014938-01 Rowlett

Lot 1 Archer Western 27,086,234.22 1,092,868.11 28,179,102.33 953,755.61 28,039,989.83 139,112.49 87% 100%


Lot 2 Herzog 3,066,908.64 130,322.84 3,197,231.48 41,410.99 3,108,319.63 88,911.85 32% 100%

NWROF C1012392-02


C1012392-03

Lot 4 Journeyman 3,620,978.69 158,862.01 3,779,840.70 103,002.51 3,723,981.20 55,859.50 65% 100%

C-1012392-04

Lot 9 Macton 834,537.00 41,726.85 876,263.85 0.00 834,537.00 41,726.85 0% 100%

C-1012392-05

TPSS DFI Siemens Transportation 16,444,561.90 552,251.00 16,996,812.90 552,251.37 16,996,813.27 (0.37) 100% 93%

C-1012105-01/02 Systems, Inc. (Note f)

Fare II GFI Genfare 1,832,595.00 50,000.00 1,882,595.00 (215,531.69) 1,617,063.31 265,531.69 -431% 100%


SCS/OCC GE Advanced Comm. Systems 5,264,885.00 421,191.00 5,686,076.00 174,047.15 5,438,932.15 247,143.85 41% 95%

C-1009337-01


C-1011711-01 (Note d)

SLRV Procurement (23)

C-1013706-01Kinkisharyo International 126,730,327.00 2,843,881.00 129,574,208.00 519,835.63 127,250,162.63 2,324,045.37 18% 100%


RPD33)







2015.

Level Boarding Outlying Sta. Phillips May Corporation 4,043,333.00 471,476.00 4,514,809.00 323,016.59 4,366,349.59 148,459.41 69% 100%

C-1016053-01 Increase contingency $148,009 BR-100085

Level Boarding Outlying Sta. Phillips May Corporation 278,584.00 25,073.00 303,657.00 10,510.00 289,094.00 14,563.00 42% 100%

C-1019090-01

Level Boarding Outlying Sta. Mart Inc. 261,390.00 23,525.00 284,915.00 (130.46) 261,259.54 23,655.46 -1% 100%

C-1019090-02

TOTALS: $1,102,623,646 $38,915,248 $1,141,538,894 $13,326,499 $1,115,950,145 $25,588,750


Notes: a) Percent contract complete based on work in place value.

b) The professional services contracts are negotiated through annual workplans (AWP) ; amounts reflected on this report represent Total Board Authorized Not-to-Exceed

c) The dollars shown in executed contract modifications are based on project controls physical possession of a copy of the executed document.

d) The amount shown in this report represents 41.8% of the total approved contract amount of $190,395,824 - $13,244,927 for Amendment 13.

e) Approved contract value reflects board authorization including price adjustments.

f) Amount reduced by $84,745 to fund SA-13

g) Deob $2,425,587 for FY11 AWP and $2,365,061 for FY12 AWP and $468,784 from contingency from FY08 and FY09 AWP. Increase FY14 AWP $7,081,812, plus contingency $210,000

Systems

Level Boarding Outlying Stations

Systems

Vehicle Procurement

Vehicle

Light Rail Transit Buildout Phase IIB

Taxi Interlocking (p. RPD 32)

DART and DB working on final SA

related to disputed items. Anticipated

date to complete software revision for

Authority testing is May 31, 2015.

Level Boarding Mini SUP

Removal Lot 2


Removal Lot 1

Systems



Approved Approved Total Current Remaining Percent Percent Additional Contract Issues Issue Status

Rail Section/ Consultant/ Contract Contingency/ Approved Contract Contingency/ Contingency Contract Comments

Contract Package Contractor Amount Allowance Amount Value Allowance Used Comp. (March 2015)


Lot 1 Archer Western 8,229,549.63 332,043.66 8,561,593.29 289,777.42 8,519,327.05 42,266.24 87% 100%


Lot 2 Herzog 931,811.95 39,595.70 971,407.65 12,581.81 944,393.76 27,013.89 32% 100%

NWROF C1012392-02

Construction (12.7%) Lot 3 Mass Electric 1,433,741.10 60,920.93 1,494,662.03 17,774.07 1,451,515.17 43,146.87 29% 100%

C1012392-03

Lot 4 Journeyman 1,100,153.81 48,266.69 1,148,420.50 31,294.00 1,131,447.81 16,972.69 65% 100%

C-1012392-04

Lot 9 Macton 253,555.50 12,677.78 266,233.28 0.00 253,555.50 12,677.78 0% 100%

C-1012392-05

SOC-3 Real Estate

Design Blue Alliance Partners, a JV 14,363,552.00 0.00 14,363,552.00 0.00 14,363,552.00 0.00 0% 67%

C-1022575-1 (Note g)

SOC 3 - CMGC CM/GC South Oak Cliff Transit Partners, a JV 1,373,126.00 0.00 1,373,126.00 (313,060.00) 1,060,066.00 0.00 0% 100%

(Terminated) C-1022574-1 (Note d) (Note h)

SOC3-SOCA CM/GC 105,005,011.00 0.00 105,005,011.00 0.00 105,005,011.00 0.00 0% 6%

Building Permits (p.RPD42)

Both UNT Station and Camp Wisdom

Station building permits issued in

February 2015. Issue is closed.

C-1022574-02 (Note f) Earthwork (p. RPD42)

Approx. 11,000 old tires have been

unearthed and disposed.

SCS/OCC GE Advanced Comm. Systems 62,618.00 5,009.00 67,627.00 71.00 62,689.00 4,938.00 1% 100%

C-1009337-01

TPSS DFI Siemens Transportation 256,077.00 9,597.72 265,674.72 9,597.72 265,674.72 0.00 100% 100%

C-1012105-01/02 Systems, Inc.

115 C-Unit Mods W/ATP Kinkisharyo/Itochu 21,393,573.00 669,622.00 22,063,195.00 153,622.00 21,547,195.00 516,000.00 23% 100%

C-1011711-01 (Note c)

TMRR 1,666,500.00 83,325.01 1,749,825.01 0.00 1,666,500.00 83,325.01 0% 80%

C-2003140-01 (Note e)

TOTALS: $156,069,269 $1,261,058 $157,330,327 $201,658 $156,270,927 $746,340



b) The dollars shown in executed contract modifications are based on project controls physical possession of a copy of the executed document.

c) The amount shown in this report represents 12.7% of the total approved contract amount of $190,395,824 - $12,602,442 for Amendment 13-$9,340,048 for VBS.

d) Contract Value - Award for Preconstruction Services only; Contract Terminated

e) $1,666,500.00 for SOC-3 and $1,112,960.00 for CBD Rail Replacement

f) Board Resolution # 140077

g) $520,769.00 Additional Funds from contract modification no.03 issued on 10/20/14

h) SA004(Quantity Adjustment) -$75,060.00 and SA005(Deduct Unspent Allowance) -$238,000 were issued on 9/15/14

Approved Approved Total (note b) Current Remaining Percent Percent Additional Contract Issues Issue Status

Consultant/ Contract Contingency Approved Executed Contract Contingency Contingency Contract Comments

Contractor Amount Allowance Amount Changes Value Allowance Used Comp. (March 2015)

(A) (B) (C=A+B) (D) (E=A+D) (F=B-D) (G=D/B) Note a

Belt Line-Story Grade Separation McCarthey Building $43,006,362 $3,685,753 $46,692,115 $3,134,799 $46,141,161 $550,954 85% 100%Bridge Crack Repairs (p. RPD49)

Supplemental Agreement for resolution

of all remaining issues under discussion.

C-1012696-01 CompaniesIncreased contingency by $245,244 per Board Resolution 080164

Contractor Soil Placed on Third Party

Property (p. RPD49)



TRE LP/BL-S Trk Mtl Procure/Install Herzog $11,494,170 $344,822 $11,838,992 $267,148 $11,761,318 $77,674 77% 100%

C-1012577-01 (Note c)

TRE Valley View Bridge & Double

Tracking Construction Pending $0 $0 $0 $0 $0 $0 0% 0%

Pending


Tracking Track Material Progress Rail Services $1,261,356 $37,841 $1,299,197 ($46,032) $1,215,324 $83,873 -122% 100%

C-1016855-01

TRE Deck Cracking Repair for TRE Grade

Separation Bridge

C-1020803-01

TRE

TRE Southwest Construction Services, Inc.

Executed

Changes

(Note b)

Contract Package

Systems

Vehicle Procurement

SOC-3 CM/GC South Oak Cliff Alliance

Commuter Rail

SOC 3 - Design

Facility/

Track Materials for SOC-3

Systems

TRE

TRE

TRE

Progress Rail Services Corp

$836,002 100%$50,956 $817,930 $18,072 $766,974 $69,028 74%




TREPositive Train Control

C-1019272-01Stantec Consulting Services, Inc. $4,386,248 $219,312 $4,605,560 $0 $4,386,248 $219,312 0% 17% Spectrum Availability (p. RPD52)

DART executed spectrum license

purchase agreement; filed necessary

application and waiver request. TRE &

regional partners will continue

negotiating lease options until FCC grants

assignment application.

Positive Train Control

(Regional PTC) Pending

Obsession Bridge

Historical Value (p. RPD53)

Bridge truss eligible for NRHP; new

design & removal of truss bridge will

require mitigation. DART responsible

for THC effort, which will be concurrent

with design effort.

Coordination Efforts (p. RPD53)Coordination required with Army COE

and EPA, and will require 404 Permit.

TOTALS: $60,915,110 $4,356,756 $65,271,866 $3,406,871 $64,321,981 $949,885




c) SA0016 Quantity Adjustment -$43,016 was issued on 10/19/14

Approved Approved Total (note c) Current Remaining Percent Percent Additional Contract Issues Issue Status

Facility/ Consultant/ Contract Contingency Approved Executed Contract Contingency Contingency Contract Comments


(A) (B) (C=A+B) (D) (E=A+D) (F=B-D) (G=D/B) Note b

Bryan/Hawkins Construction Archer/Western $35,893,496 $1,823,750 $37,717,246 $1,331,204 $37,224,700 $492,546 73% 100%

Construction C-1007571-01 Brunson/Carcon Note a

Bryan/Hawkins Lots 1 & 2 Progress Rail $2,761,480 $110,460 $2,871,940 ($78,164) $2,683,316 $188,624 -71% 100%

Track Material C-1009684-01

CCTV CCTV Calence, LLC $3,441,691 $345,640 $3,787,331 $267,248 $3,708,939 $78,392 77% 100%


NE Facility Construction Pending $0 $0 $0 $0 $0 $0 0% 0%

Pending

SCS/OCC GE Advanced Comm. Systems $0 $51,431 $51,431 $51,431 $51,431 $0 100% 100%

C-1009337-01 (note d)

VMB C-1009337-01 GE Advanced Comm. Systems $0 $196,889 $196,889 $196,889 $196,889 $0 100% 100%

SCS/OCC (note e)

Systems SCS/OCC GE Advanced Comm. Systems $0 $53,755 $53,755 $53,755 $53,755 $0 100% 100%

Modifications C-1009337-01 (note g)

TPSS DFI Siemens Transportation $323,349 $0 $323,349 $0 $323,349 $0 0% 100%

C-1012105-02 Systems, Inc. (Note f)

TMRR Progress Rail $1,112,960 $55,648 $1,168,608 $0 $1,112,960 $55,648 0% 47% Start Date 11/8/13

C-2003140-01 Services Corp.

CBDRRPH1 G.W. Peoples $5,234,800 $523,480 $5,758,280 $0 $5,234,800 $523,480 0% 48%

C-2011786-01

CBDRRPH2 Voestalpine Nortrak $795,252 $39,763 $835,015 $0 $795,252 $39,763 0% 0%

C-2011787-01

Pending Pending $0 $0 $0 $0 $0 $0 0% 0%

SCS/OCC GE Advanced Comm. Systems $0 $0 $0 $0 $0 $0 0% 0%

C-1009337-01

TSP SystemRefer to Intelligent Transportation Systems

(ITS) Dept. for contract info.

Funding Identification (p. RPD64)Outside efforts to identify funding have

so far been unsuccessful.

Cotton Belt Pending Pending New Vehicle Development (p. RPD64)

Should rail be advanced in the corridor,

DART is committed to developing new

FRA-compliant vehicle with light rail

characteristics and size.

Community Concerns (p. RPD64)No recent coordination with the

community.

Design Options (p. RPD64)BRT and lower cost LRT options now

being considered.

Pending

Lake Highlands Station SCS/OCC

$0 $0

DART Police Facilities NE Facility

$0 $0 0% 0%

Systems

Track Materials for CBD Rail

Replacement

$0

$0


TRE

$0

$0 0% 0%

Track Installation for the CBD

Rail Limited Replacement Project

TRE Pending $0 $0

Special Track Materials for the

CBD Rail Replacement and

SE-1 Rail Maintenance

CCTV-48 Vehicles Procurement &

Installation

SCS/OCC CROF TPSS

$0 $0



CBD (D2) Alignment Pending Pending

Sound Ridership Forecast Approach (p.

RPD65)

Ridership forecasts expected to be

completed by May 2015.

Phased Implementation (p. RPD66)DART investigating feasibility of phased

implementation.

CCTV on SLRVs Pending Pending Design Change (p. RPD74)

Project stakeholders met in March 2015

to review proposed change from using

combination of analog & digital cameras

to using all digital "360" cameras.

Proposal favorably received; change to be

taken to Design Change Control Board in

April 2015 for approval.

15th Street Signal House Relocation Pending Pending Change to Solicitation (p. RPD75)

After recent solicitations resulted in no

bids, DART, Plano senior management

and project team will review, assess

contract requirements and make

necessary revisions for an RFP.

TOTALS: $49,563,027 $3,200,816 $52,763,843 $1,822,363 $51,385,391 $1,378,452


Notes: a) Included in CMGC-1 contract.

b) Percent contract complete based on work in place value

c) The dollars shown in executed contract modifications are based on project controls' physical possession of a copy of the executed document.

d) SCS-OCC Contract contingency was used to provide SCADA interfaces for Lake Highlands.

e) SCS-OCC Contract contingency was used to provide SCADA interfaces for PA/VMB Project.

f) TPSS-Siemens (C-1012105-02) funded from new money SA#13,14; LNMM12002 - TES Starter System Rectifier Transformer, LNMM13002 - TES Starter System Rectifier

g) SCS-OCC Contract contingency was used to provide funds for additional projects.

h) $1,293,230.57 Siemens (C-1012105-02) TPSS#7 base contract + modifications moved from I-3 to CROF (LCRG14002- TES-Starter System TPSS Rectifier Replacement)

Approved Approved Total (Note b) Current Remaining Percent Percent Additional Contract Issues Issue Status




USOCST Stacy & Witbeck Inc. / $29,188,913 $1,075,520 $30,264,433 $89,857 $29,278,770 $985,663 0% 94% Schedule Delays (p. RPD76)

Liquidated damages being assessed, but

not collected at this time. DB has

provided notice of delay, continues to

complete punch list work and address an

outstanding non-conformance.

Discussions continue with DB regarding

mods to the contract to address vehicle

availability delay and other outstanding

contract issues.

C-1020633-01 CARCON Industries (Note e) (Note c)

Viaduct Roadway Pavement (p. RPD76)

Anticipated that by the time the vehicle

arrives, COD work will be completed

and no interference with integrated

testing will be experienced.

Pending Pending

Aggressive Schedule (p. RPD78)

Aggressive schedule risks were noted by

contractors. DART considering separate

procurement of high priority, long lead

time items.

Timely Utility Relocation (p. RPD79)

Design team will focus significant efforts

on utility packages to facilitate efficient

and timely utility relocation by the City.

Pending





time items.

C-2016087-01





Southern Streetcar Extension

Projects$0 $0 $0 $0 $0 $0ACO

Streetcar Programs

0% 0% 0

Northern Streetcar Extension

Projects

Union Station to Oak Cliff - DB

$0 $0 $0 $0 $0 $0 0% 0% 0



SSO Requirement (p. RPD77-78)DART project team working with City,

TxDOT & MATA to meet requirements.

DUCSS $5,506,191 $220,248 $5,726,439 ($42,258) $5,463,933 $262,506 -19% 46%

Coordination with FBC-Dallas and Other

Adjacent Property Owners (p. RPD78)

Successful coordination continues

between construction contractor and

property owners.

C-1021601-01

Design Revisions (p. RPD78)

-Authority received contractor pricing on

required utility mods; contract mod in

process.

-Contract mod executed for traffic signal

redesign; work completed; awaiting AC

power for testing; schedule impact under

review.

-Contract mod for full lane reconstruction

is in process.

-OCS redesign in Olive/Federal area is

needed; contract mod in process.

-Additional OCS pole required to meet

minimum wire height through Federal

Street overpass area; will not impact

testing and proposed completion dates.

Schedule (p. RPD78)

DART and contractor negotiated overall

and final time impacts. Current

contractor schedule submittals reflect

turnover by mid-April 2015, and Final

Acceptance by end of April 2015. COD

Olive St. project TPSS installation was

completed in February 2015; TPSS AC

power supply installation in process.

SVCODT

$8,974,130 $448,707 $9,422,837 $0 $8,974,130 $448,707 0% 24%

Timely Vehicle Delivery (p. RPD79-80)

BEC added staff and contract

engineering, implemented night shift and

6-day work week, and have worked

closely with DART to identify/monitor

progress on critical path activities. BEC

adjusted schedule to reflect delivery date

of March 11, 2015, for first vehicle, with

delivery of second vehicle to follow at a

later date.

C-1021774-01

Involvement of Operations and Maintenance

Departments (p. RPD80)

Meetings held regularly with Operations

and Maintenance. Brookville providing

web-based overviews for DART staff.

DART O&M staff able to view vehicle

while visiting Brookville during February

2015.

SCS/OCC$90,916 $0 $90,916 $0 $90,916 $0 0% 0%

C-1009337-01 (Note d)

TOTALS: $43,760,150 $1,744,475 $45,504,625 $47,599 $43,807,749 $1,696,876




c) $94,372 (SA#002) and $684,344.87 (SA#6) are funded by The City of Dallas/DWU. $178,598 approved in BR150017

d) SA0026 Modify SCS to add Streetcar Project $90,915.56 was issued on 10/8/14

e) BR120114 approved contract amount $26,888,000, plus contingency $1,075,520. BR130071 approved contract amount $800,913

BR150017 approved contract amount $1,678,598 ($1,500,000 funded by City of Dallas, $178,598 from existing contingency)





Red & Blue Line Station

Extensions and Level BoardingPending Pending Timely Grant Guidance (p. RPD85)

DART awaiting FTA release of Grant

guidance related to Core Capacity

projects.

TOTALS:


GRAND TOTALS: $3,241,007,261 $118,211,313 $3,359,218,574 $44,019,683 $3,285,026,944 $73,878,570

Brookville Equipment Corporation

Construction of the Dallas Urban

Circulator Streetcar Project

Herzog Contracting Corporation




SCS/OCC Streetcar(Pending)

Streetcar Vehicle City of Dallas -

TIGER

GE Advanced Comm. Systems


Second Quarter

RPDi FY 2015

Table of Contents

Section 5 – Project Development Progress Report – March 2015

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



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

RPD21 Construction Manager/General Contractor-III (CM/GC-III)

RPD22 Vehicles - 25 New SLRV Procurement

RPD23 NW-2 Additional Betterments & Love Field West Area Improvement


LRT Buildout - Phase IIB



RPD29 Irving-1/Irving-2 Facilities

RPD30 Irving-3 Facilities

RPD31 Systems - SCS/OCC Modifications

RPD32 Vehicles – 23 Option Vehicles (New SLRV Procurement)




LRT Buildout - Phase III



RPD41 Real Estate

Second Quarter

RPDii FY 2015

RPD42 South Oak Cliff Extension (SOC-3)



Commuter Rail


RPD50 Cost Summary

RPD51 Belt Line Road Grade Separation

RPD52 Valley View to West Irving Double Tracking

RPD53 Positive Train Control (PTC)

RPD55 TRE Obsession Bridge





RPD62 Cost Summary

RPD63 Bryan/Hawkins Junction (CM/GC-I)

RPD64 DART Police Facilities

RPD65 CBD/Traffic Signal Priority (TSP) System

RPD68 Cotton Belt Corridor Facilities

RPD69 Dallas Central Business District (CBD) D2 Alignment

RPD71 CBD Rail Replacement

RPD72 CCTV on SLRVs

RPD73 15th Street Signal House Relocation



Streetcar Programs


RPD80 Cost Summary

RPD81 Union Station to Oak Cliff TIGER-funded Streetcar Project

RPD83 Streetcar Extension Projects

RPD85 Urban Circulator Streetcar Project

RPD89 Streetcar Vehicle Procurement

PRD91 Systems Integration


Second Quarter

RPDiii FY 2015



RPD97 Red & Blue Line Station Extensions and Level Boarding

RPD-ES-1 Executive Summary

PDPR-007

TO: Distribution

SUBJECT: SECOND QUARTER FY 2015

PROJECT DEVELOPMENT PROGRESS REPORT

This document is the Second Quarter FY 2015 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 March 31, 2015, including Change Control Summaries, Systems Integration,

and Real Estate.

____________________________

Timothy H. McKay, P.E.

Executive Vice President

Growth/Regional Development

THM/ta

Second Quarter

rpd-i FY 2015

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



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

QC - Quality Control

R-1 - Rowlett Extension

RDC - Rail Diesel Car

RFI - Request for Information

PROGRESS REPORT ACRONYMS

Second Quarter

rpd-ii FY 2015

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

Second Quarter

RPD1 FY 2015

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), Level Boarding Modifications for Outlying Stations

(completed November 2012), Downtown Rowlett Station East Parking Lot (completed November 2012),

and Closed-Circuit Television (CCTV) System (completed December 2012).

Current LRT Buildout Phase II Related Projects:

NW-2 Additional Betterments and Love Field West Area Improvement These projects were performed under one contract. The NW-2 Additional Betterments project provided

for the installation of Board-approved betterments (fence and additional landscaping) adjacent to the Love

PROGRESS REPORT SCOPE OF PROJECTS

Second Quarter

RPD2 FY 2015

ADDITIONAL CAPITAL DEVELOPMENT

COMMUTER RAIL

LIGHT RAIL TRANSIT (LRT) BUILDOUT PHASE III

Field West neighborhood. The Love Field West Area Improvement project provided improvements for

Little Denton Drive, between Empire Central and Burbank, adjacent to Line Section NW-2 and the Love

Field West neighborhood.

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.

Belt Line Road Grade Separation This grade separation project is located in the city of Irving, Dallas County. The project consisted of an

8,236-foot bridge structure carrying Class 4 double track, which spans the Dry Branch of Bear Creek,

Belt Line Road, Briery Road, and Story Road. The project also involved construction of a retaining wall,

two double track at-grade crossings, road improvements, and installation of four-quadrant gate, grade

crossing protection systems.

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, and must be implemented by December 2015.

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.


Second Quarter

RPD3 FY 2015

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 SLRVs The CCTV on SLRVs project involves procurement and installation of CCTVs, recorders, and modems to

provide surveillance capability in DART’s fleet of light rail vehicles. The project will be performed in

two phases.

15th Street Signal House Relocation The City of Plano and DART are working jointly to relocate the 15th Street Signal House to a new

location to improve DART access to the Signal House.

Union Station to Oak Cliff TIGER-funded Streetcar Project The Union Station to Oak Cliff TIGER-funded Streetcar Project is a City of Dallas project, with DART

acting as the owner’s technical representative, responsible for the design, construction, and oversight of

the project. It consists of an approximately 1.6-mile streetcar alignment operating on an at-grade track in

a dedicated, bi-directional streetcar lane, extending from Union Station, over the Houston Street Viaduct,

along Zang and Colorado boulevards, terminating at the Colorado Blvd. and Beckley Ave. intersection.

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.

Urban Circulator Streetcar Project The Urban Circulator Streetcar Project is a City of Dallas project, with DART acting as the federal grant

recipient and owner’s technical representative, responsible for the design, construction, and oversight of


Second Quarter

RPD4 FY 2015

PROGRAM OF INTERRELATED PROJECTS

the project. It is an approximately 0.6 mile trackway that begins at the current terminus of the existing

McKinney Avenue Transit Authority (MATA) M-line tracks at St. Paul Street and Ross Ave., continues

southbound on St. Paul Street, turning east on Federal Street, and connecting to the Olive Street extension

project, which is currently under construction by the City of Dallas.

Streetcar Procurement Two streetcar vehicles are being provided 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 will be procured under this same contract for operation of the

extensions of the Union Station to Oak Cliff Project.

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

Bu

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Second Quarter

RPD7 FY 2015

LRT Buildout

Phase I

North Central Corridor Facilities

Line Section NC-3

Second Quarter

RPD8 FY 2015

LRT Buildout

Phase I

Board Strategic

Priority

II: Manage System Development & Maintain Infrastructure

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

Second Quarter

RPD9 FY 2015

LRT Buildout

Phase I

Board Strategic

Priority


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 is pending issue resolution.

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.

Traction Motor Suspension Brackets

Following analysis and 90-day evaluation of the proposed solution, the

contractor is replacing mounting hardware, bushings, and making other

adjustments to the traction motor suspension bracket to maintain alignment

between the traction motor and the gear case. Modifications began in

October 2014. A total of 23 out of 68 cars have been completed, including

8 of 20 for this project. The program was temporarily suspended in

February 2015 pending receipt of necessary parts. The contractor is

working with suppliers to establish a projected restart date in April 2015.

Change Control

Summary

Second Quarter

RPD10 FY 2015

LRT Buildout

Phase I

Light Rail Transit Buildout Phase I - Change Control Summary

Approved Approved Total (Note e) Current Remaining Percent Percent

Rail Section/ Consultant/ Contract Contingency/ Approved Executed Contract Contingency/ Contingency Contract




C-97000131

North Central NC-3 Civil/Struct/Sta GLF Constr. Corp. $49,903,009 $4,990,301 $54,893,310 $1,158,261 $51,061,270 $3,832,040 23% 100% Accounting Closeout is

Corridor C-98000080 Pending Litigation

North Central Parker Rd. Parking Expansion $1,778,830 $88,941 $1,867,771 $88,931 $1,867,761 $10 99.99% 100% Closed


Northeast G-2 Civil/Struct/Sta GLF Constr. Corp. $35,181,916 $3,518,192 $38,700,108 $843,889 $36,025,805 $2,674,303 24% 100% Closed

Corridor C-98000089



TOTALS: $151,909,958 $10,462,198 $162,372,156 $2,522,008 $154,431,966 $7,940,190







Approved Approved Total (Note d) Current Remaining Percent Percent





C-1011711-01 (Note e)

TOTALS: $13,244,927 $414,568 $13,659,495 $103,794 $13,348,721 $310,774







Vehicle Procurement

(Amendment 13)

Omega Contracting,

Inc.

Additional Comments

Additional Comments


LRT

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& II

I

Map

Second Quarter

RPD13 FY 2015

LRT Buildout

Phases II & III

LRT

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Ph

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IIA

Summary Control

Schedule

Second Quarter

RPD17 FY 2015

LRT Buildout

Phase IIA

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

NW-2 Love Field W.

Area Improvement

25 New SLRVs

4 CBD STA. MOD's

CCTV SE-1A Revenue

ServiceCCTV 2010 Revenue

Service

NW-2 Add'l Bttrmnts

SLRV Retrofit

LRT Buildout Phase IIA

Summary Control Schedule

SE-1

SE-2

NW-1B

NW-2

Nw-3 & Walnut Hill /

Denton Parking Lot

NW-4

NWROF

TPSS

SCS / OCC MODS

FARE COLL.

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

3/31/2015

Cost/Schedule

Summary

Second Quarter

RPD18 FY 2015

LRT Buildout

Phase IIA

LRT BUILDOUT PHASE IIA

Cost Summary

(in millions of dollars)

Control

Budget (3,4,5,6,8)

Current

Commitment (1)

Expended

to Date (2)

General Phase IIA $ 129.1 $ 121.3 $ 120.7

Southeast-1 214.7 218.9 213.5

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-3 243.4 252.7 244.8

Northwest-4 248.1 260.1 249.5

NWROF 64.9 64.9 64.9

Systems 80.0 79.9 79.5

Vehicles 232.5 232.5 232.2

Raise & Extend 4 CBD Stations 6.5 6.5 6.5

Phase IIA – CCTVs 5.0 5.0 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 $ 1,740.8 $ 1,765.0 $ 1,735.4

1) Committed values reflect activity through 2/28/15.

2) Expended to date values reflect activity through 2/28/15, 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) Estimate at Completion - $1,740.8M. Contract closeout in process.

8) Control Budget reflects BCR188.

Cost/Schedule

Summary

Second Quarter

RPD19 FY 2015

LRT Buildout

Phase IIA

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)

Second Quarter

RPD20 FY 2015

LRT Buildout

Phase IIA

Board Strategic

Priority


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.

The project manager is working with the Project Controls analyst and is

preparing the cost code allocations for final changes. Anticipated date for

cost allocation is July 2015.

Issues None

Construction Manager/

General Contractor-III (CM/GC-III)

Second Quarter

RPD21 FY 2015

LRT Buildout

Phase IIA

Board Strategic

Priority


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).




Issues None

Vehicles – 25 New SLRV Procurement

Second Quarter

RPD22 FY 2015

LRT Buildout

Phase IIA

Board Strategic

Priority


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 pending issue

resolution.

Issues Traction Motor Suspension Brackets









NW-2 Additional Betterments &

Love Field West Area Improvement

Second Quarter

RPD23 FY 2015

LRT Buildout

Phase IIA

Board Strategic

Priority


Description These projects were performed under one contract. The NW-2 Additional

Betterments project provided for the installation of Board-approved

betterments (fence and additional landscaping) adjacent to the Love Field

West neighborhood. The Love Field West Area Improvement project

provided improvements for Little Denton Drive, between Empire Central

and Burbank, adjacent to Line Section NW-2 and the Love Field West

neighborhood.

Status Final payment is complete. Contract is closed.

Issues City of Dallas Responsibility for Landscape Maintenance

DART has requested that the City of Dallas accept responsibility for

landscape maintenance in the City right-of-way. The City of Dallas has

not yet accepted the responsibility. DART is working with the City of

Dallas to resolve the issue. DART is preparing a final letter to the City of

Dallas to identify maintenance responsibility.

Change Control

Summary

Second Quarter

RPD24 FY 2015

LRT Buildout

Phase IIA

Light Rail Transit Buildout Phase IIA - Change Control Summary

Approved Approved Total Executed Current Remaining Percent Percent

Rail Section/ Consultant/ Contract Contingency/ Approved Changes Contract Contingency/ Contingency Contract



GEC ACT-21 $230,975,944 $247,831 $231,223,775 $0 $230,975,944 $247,831 0% 100%


SDC Dallas System Consultants $78,166,352 $47,161 $78,213,513 $0 $78,166,352 $47,161 0% 100%

C-1002803-01

Systems Integration (SIC) AECOM Technical $82,393,459 $285,726 $82,679,185 $0 $82,393,459 $285,726 0% 100%


Project Controls (PCC) Sunland Engineering $13,176,787 $113,409 $13,290,196 $0 $13,176,787 $113,409 0% (Note a)

C-1002450-02 100%

LRV Engineering LTK $12,241,355 $29,386 $12,270,741 $0 $12,241,355 $29,386 0% 100%

C-1008146-01

Construction CMGC-1 Archer Western/Brunson Carcon $372,865,538 $18,219,058 $391,084,596 $15,299,712 $388,165,250 $2,919,346 84% 100%

SE1, 2, NW1BC-1007571-01 Increase base for BR080029,080030,080058,080061,090086 (Note b)

Construction CMGC-3 Archer Western/Herzog $476,122,907 $23,486,522 $499,609,429 $4,229,575 $480,352,482 $19,256,947 18% 100%



CBD CBD Level Boarding Phillips-May $5,370,333 $268,516 $5,638,849 -$259,025 $5,111,308 $527,541 -96% 100%


Lot 1 Archer Western $29,483,820 $1,189,605 $30,673,425 $1,038,179 $30,521,999 $151,426 87% 100%


Lots 2 Herzog $3,338,381 $141,859 $3,480,240 $45,077 $3,383,458 $96,782 32% 100%

NWROF C1012392-02

Construction Lot 3 Mass Electric $5,136,632 $218,260 $5,354,892 $63,679 $5,200,310 $154,581 29% 100%

C1012392-03

Lot 4 Journeyman $3,941,496 $172,924 $4,114,420 $112,120 $4,053,616 $60,804 65% 100%

C-1012392-04

Lot 9 Macton $908,408 $45,420 $953,828 $0 $908,408 $45,420 0% 100%

C-1012392-05

Lots 3 & 6 Progress Rail Services $11,754,817 $352,645 $12,107,462 -$111,287 $11,643,530 $463,932 -32% 100%


Procurement Lot 5 L.B. Foster $4,999,349 $149,981 $5,149,330 $891 $5,000,240 $149,090 1% 100%


CMGC-1 Lot 4 Rocla Concrete Tie $3,202,960 $96,089 $3,299,049 $64,195 $3,267,155 $31,894 67% 100%


Lots 1 & 3 VAE Nortrak $9,459,512 $472,976 $9,932,488 -$271,979 $9,187,533 $744,955 -58% 100%


Lot 2 L.B. Foster $5,982,978 $299,149 $6,282,127 $13,715 $5,996,693 $285,434 5% 100%


Procurement Lot 4 Rocla Concrete Tie $3,361,624 $168,081 $3,529,705 $70,715 $3,432,339 $97,366 42% 100%


CMGC-3 Lot 5 Advanced Track Products $5,722,502 $286,125 $6,008,627 $0 $5,722,502 $286,125 0% 100%


TPSS DFI Siemens Transportation $29,632,237 $1,749,158 $31,381,395 $898,661 $30,530,898 $850,497 51% 100%


Fare II GFI Genfare $8,625,907 $231,205 $8,857,112 $207,937 $8,833,844 $23,268 90% 100%


115 C-Unit Mods W/ATP Kinkisharyo/Itochu $80,603,658 $2,522,906 $83,126,564 $631,652 $81,235,310 $1,891,254 25% 100%

C-1011711-01 (Note e)

SLRV Procurement (25) Kinkisharyo International $164,374,396 $4,931,232 $169,305,628 -$19,181 $164,355,215 $4,950,413 0% 100%

C-1013706-01

LDDIB Phillips/May Corporation $2,039,333 $163,147 $2,202,480 $28,282 $2,067,615 $134,865 17% 100%

C-1016241-01

WHDSPC Phillips/May Corporation $1,293,333 $194,000 $1,487,333 $14,643 $1,307,976 $179,357 8% 100%

C-1018601-01

Systems SCS/OCC GE Advanced Comm. Systems $14,003,452 $855,569 $14,859,021 $186,501 $14,189,953 $669,067 22% 100%

Modifications C-1009337-01 (Note i)

CCTV CCTV Calence, LLC $2,317,417 $246,885 $2,564,302 $304,983 $2,622,400 -$58,098 124% 100% (Note g)


Deep Ellum Gateway DEGA Brad Oldham $1,365,000 $45,045 $1,410,045 $39,846 $1,404,846 $5,199 88% 100%


TOTALS: $1,662,859,885 $57,229,870 $1,720,089,755 $22,588,892 $1,685,448,777 $34,640,978








h) Approved contract value reflects board authorization including price adjustments.i) SCS-OCC Contract contingency was used to provide SCADA interfaces for PA/VMB Project.

Additional Comments

Includes Pre construction &

reflects Lump Sum Conversion

Includes Pre construction &

reflects Lump Sum Conversion

Vehicle Procurement


Systems

Fare II

Vehicle




g) Contract Contingency usage reported as coded. Contract Contingency apportioned in ratio to contract allocated to each program/project. Contract

contingency usage combined does not exceed Board Authorized Contract contingency.

LRT

Bu

ildo

ut

Ph

ase

IIB

Summary Control

Schedule

Second Quarter

RPD27 FY 2015

LRT Buildout

Phase IIB

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

TPSS


Summary Control Schedule

I-1

I-2

I-3

R-1

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

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




3/31/2015

Cost/Schedule

Summary

Second Quarter

RPD28 FY 2015

LRT Buildout

Phase IIB

LRT BUILDOUT PHASE IIB

Cost Summary


Control

Budget (3,4,5,7)

Current

Commitment (1)

Expended

to Date (2)

General Phase IIB $ 182.5 $ 69.7 $ 66.9

Irving-1 346.0 345.2 318.1

Irving-2 193.5 192.8 218.9

Irving-3 185.5 179.7 172.2

Rowlett-1 218.5 217.9 217.9

Level Boarding – Outlying Stations 8.6 8.6 8.6

NWROF 59.2 59.1 59.1

Systems 45.1 43.1 42.0

Vehicles 190.7 190.7 189.8

LRT Buildout Phase IIB Total $ 1,429.6 $ 1,306.8 $ 1,293.5



3) Budget reflects FY11 financial plan amendment approved on 09/28/10, Board Resolution 100130, which

increased the Phase IIB Budget $5.9 M.

4) Control budget reflects BCR 125 to transfer budget to fund allocated portion of Amendment 13 projects.



7) Control budget reflects BCR192A & BCR192I

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

Second Quarter

RPD29 FY 2015

LRT Buildout

Phase IIB

Board Strategic

Priority


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.

Issues Signal Functions

DART and the contractor have been working on implementation and testing

of software to improve call-on functions.

Irving-3 Facilities

Second Quarter

RPD30 FY 2015

LRT Buildout

Phase IIB

Board Strategic

Priority


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 99% complete. Landscaping and punch list work is in

progress. Revenue service began August 18, 2014. Final completion

milestone was scheduled for December 15, 2014. DART is working with

the contractor on review of open items.

Issues Taxi Interlocking

DART and the design builder are working on a final supplemental

agreement related to disputed items, including modification to Taxi

interlocking call-ons and milestone completion dates. Anticipated date to

complete software revision for Authority testing is May 31, 2015.

Systems –

SCS/OCC Modifications

Second Quarter

RPD31 FY 2015

LRT Buildout

Phase IIB

Board Strategic

Priority


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)

upgrade of Buildout Phase I station PA/VMB system; b) integration of new

PA/VMB system installed under “LRT Station Visual Messaging System”

project; c) integration with Union Station - Oak Cliff Streetcar project; and

d) future integration with CROF Yard TPSS.

Status The SCS/OCC contractor:

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

The contractor met all milestones as established in the contract

including required end-to-end testing and systems integration

reports.

Continues work activities to close contract submittals.

Completed Streetcar TPSS end-to-end test and Signal end-to-end

test.

Provided revised CROS TPSS cost proposal incorporating July

2015 milestone completion dates.

Continues work on closing systemwide punch list items.

Issues None

Vehicles – 23 Option Vehicles

(New SLRV Procurement)

Second Quarter

RPD32 FY 2015

LRT Buildout

Phase IIB

Board Strategic

Priority


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 pending issue resolution.

Issues Traction Motor Suspension Brackets









Systems Integration

Second Quarter

RPD33 FY 2015

LRT Buildout

Phase IIB

Board Strategic

Priority


Description Integrate systems operation for LRT Buildout Phase IIB.

Status Systems Integration continues to track completion of open items.

I-1, I-2, I-3 and R-1 Fire/Life Safety Committee meetings are complete.

The Safety Certification status is as follows:

Systems Certification is at 100% complete for I-1.

512 certifiable items were identified for I-1.

512 certifiable items have been closed for 1-1.

Systems Certification is at 100% complete for I-2.


442 certifiable items have been closed for I-2.

Certificate of Compliance has been signed and sent to the

State Safety Oversight.

Systems Certification is at 100% for R-1.

410 certifiable items were identified for R-1.

410 certifiable items have been closed for R-1.

Certificate of Compliance has been signed and sent to the State

Safety Oversight.

Systems Certification is at 100% for I-3.


425 certifiable items have been closed for I-3.

Certificate of Compliance has been signed and sent to the State

Safety Oversight.

The Systems Integration Testing status is as follows:

Integrated testing for I-1 now stands at 100%. Of the 134 tests

performed, 134 have passed.



Integrated testing for R-1 now stands at 100%. Of the 92 tests



performed, 93 have passed, with Taxi Interlocking Test

remaining.

Issues None

Facilities -

Six-Month Look Ahead

Second Quarter

RPD34 FY 2015

LRT Buildout

Phase IIB

April May June July August September

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

Project

I-1

R-1

TPSS

Rowlett Sta. E. Parking

2015

Removal of High Blocks

I-2

FARE

PEC

SCS/OCC

23 New SLRVs

Level Boarding Mods

Outlying Stations

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


3/31/2015

Contract Completion 11/2015

TPSS Contract Complete 12/31/14

Change

Control Summary

Second Quarter

RPD35 FY 2015

LRT Buildout

Phase IIB

Light Rail Transit Buildout Phase IIB - Change Control Summary

Approved Approved Total (Note c) Current Remaining Percent Percent




Design/CM Track 3 Track 3 Joint Venture $56,174,335 $323,799 $56,498,134 $0 $56,174,335 $323,799 0 88% (Note b)


Irving 1 & 2 Irving 1-2 DB KSWRP JV $430,164,910 $17,207,000 $447,371,910 $6,501,429 $436,666,339 $10,705,571 38% 100% Design-Build

C-1014614-01 Irving 1 & 2

Irving 3 Irving 3 DB KSWRP JV $147,500,000 $5,391,000 $152,891,000 $541,928 $148,041,928 $4,849,072 10% 99% Design-Build

C1018691-01 Irving 3

Rowlett Rowlett DB Austin Road & Bridge $187,699,904 $7,514,000 $195,213,904 $3,163,189 $190,863,093 $4,350,811 42% 100% Design-Build


Rowlett Station Rowlett DB Phillips May Corporation $537,333 $26,867 $564,200 (3,135.48)$ $534,198 $30,002 -12% 100% Design-Build

Additional Parking Lot C-1021269-01

Irving Rail Procurement L.B. Foster $8,920,527 $89,205 $9,009,732 $22,133 $8,942,660 $67,073 25% 100%


Procurement Rowlett Rail Procurement Progress Rail Services $3,394,300 $33,943 $3,428,243 $0 $3,394,300 $33,943 0% 100%


Lot 1 Archer Western $27,086,234 $1,092,868 $28,179,102 $953,756 $28,039,990 $139,112 87% 100%


Lots 2 Herzog $3,066,909 $130,323 $3,197,231 $41,411 $3,108,320 $88,912 32% 100%

NWROF C1012392-02

Construction Lot 3 Mass Electric $4,718,927 $200,511 $4,919,439 $58,500 $4,777,428 $142,011 29% 100%

C1012392-03

Lot 4 Journeyman $3,620,979 $158,862 $3,779,841 $103,003 $3,723,981 $55,860 65% 100%

C-1012392-04

Lot 9 Macton $834,537 $41,727 $876,264 $0 $834,537 $41,727 0% 100%

C-1012392-05

TPSS DFI Siemens Transportation $16,444,562 $552,251 $16,996,813 $552,251 $16,996,813 $0 100% 93%


Fare II GFI Genfare $1,832,595 $50,000 $1,882,595 -$215,532 $1,617,063 $265,532 -431% 100%


SCS/OCC GE Advanced Comm. Systems $5,264,885 $421,191 $5,686,076 $174,047 $5,438,932 $247,144 41% 96%

C-1009337-01

115 C-Unit Mods W/ATP Kinkisharyo/Itochu $74,049,075 $2,317,746 $76,366,821 $580,287 $74,629,362 $1,737,459 25% 100%

C-1011711-01 (Note d)

SLRV Procurement (23) Kinkisharyo International $126,730,327 $2,843,881 $129,574,208 $519,836 $127,250,163 $2,324,045 18% 100%

C-1013706-01

Level Boarding Outlying Sta. Phillips May Corporation $4,043,333 $471,476 $4,514,809 $323,017 $4,366,350 $148,459 69% 100%


Level Boarding Outlying Sta. Phillips May Corporation $278,584 $25,073 $303,657 $10,510 $289,094 $14,563 42% 100%

C-1019090-01

Level Boarding Outlying Sta. Mart Inc. $261,390 $23,525 $284,915 -$130 $261,260 $23,655 -1% 100%

C-1019090-02

TOTALS: $1,102,623,646 $38,915,248 $1,141,538,894 $13,326,499 $1,115,950,145 $25,588,750









Additional Comments


Removal Lot 2


Removal Lot 1


Systems

Vehicle

Systems

Systems

Vehicle Procurement

LRT

Bu

ildo

ut

Ph

ase

III

Summary Working

Schedule

Second Quarter

RPD39 FY 2015

LRT Buildout

Phase III

Project 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019


Summary Working Schedule

SOC-3

SOC-3 - FARE

SOC-3 - TRACK MTL

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


3/31/2015

Cost/Schedule

Summary

Second Quarter

RPD40 FY 2015

LRT Buildout

Phase III

LRT BUILDOUT PHASE III

Cost Summary


Control

Budget

Current

Commitment (1)

Expended

to Date (2)

General Phase III $ 47.0 $ 14.1 $ 11.2

SOC-3 145.9 123.0 23.1

NWROF 18.0 18.0 18.0

Systems 5.7 5.7 4.5

Vehicles 20.6 20.6 20.6

LRT Buildout Phase III Total $ 237.2 $ 181.4 $ 77.4



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.

SCHEDULE SUMMARY

Revenue Service Date

Line Section SOC-3

12/2016

Real

Estate

Second Quarter

RPD41 FY 2015

LRT Buildout

Phase III

Board Strategic

Priority

I: Strive to Exceed Customer Expectations


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 currently in progress.

Seventeen (17) parcels have been identified for the project, and all have

been approved for acquisition by the DART Board of Directors.

Construction Right of Entry Permits (CROE) were secured on all 17 parcels

by the end of July 2013.

Issues None

South Oak Cliff

Extension (SOC-3)

Second Quarter

RPD42 FY 2015

LRT Buildout

Phase III

Board Strategic

Priority


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 Design and pre-construction (CM/GC) contracts were awarded on June 27,

2013.

Right of Entry has been acquired for 100% of the properties. DART

continues working with UNT-Dallas on the land dedication agreement and

acquisition of property. Parcel acquisitions are in progress.

The notice to proceed for CM/GC construction was issued in October 2014.

Construction is underway with drilled shaft installation, utility work, and job

site trailer installation at the UNT Station site. Station site grading and

platform excavation and backfill are also in progress. Work at Ledbetter

Station has begun at Lancaster Road. Work on the north platform started in

March 2015. Lancaster Road work is complete.

DART selection of station artists and Art & Design Committee members for

Camp Wisdom and UNT Dallas Stations was completed in February 2015.

Art and Design Program commenced in March 2015. Program completion is

anticipated by the end of May 2015.

The first community meeting during construction was held on December 11,

2014. The second meeting is scheduled for April 23, 2015.

Owner-furnished rail material is scheduled to be delivered to the rail storage

yard at UNT Station in early April 2015. Rain is delaying rail delivery to the

site.

Project is scheduled for completion in December 2016.

Issues Building Permit Building permits for both UNT Station and Camp Wisdom Station have been

released. This issue is closed

Earthwork

Approximately 11,000 old tires have been unearthed and disposed.

South Oak Cliff

Extension (SOC-3)

Second Quarter

RPD43 FY 2015

LRT Buildout

Phase III

Guideway Looking North from Singing Hills Recreation Center

Ledbetter Station Improvements

South Oak Cliff

Extension (SOC-3)

Second Quarter

RPD44 FY 2015

LRT Buildout

Phase III

Reinforcing Steel at

Drilled Shafts for

Bridge Piers

Five-Mile Creek Bridge:

Formwork for Bridge Pier

Six-Month

Look Ahead

Second Quarter

RPD45 FY 2015

LRT Buildout

Phase III

2015


SOC-3 Pre-Construction /

Construction

SOC-3 ROW



Project

SOC-3 Design

SOC-3 CWR

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


3/31/2015

Design/Build/Test

Continue DSDC

CWR Delivery to Job-Site

COD Acquisition Parcels 2, 3, 9-3, 9-4E, 9-5E, 10R, 13, 14,14-5E,14-7E,15

Five Mile Creek Bridge Track DF

Delivery - Five Mile Creek Beams

Begin Drill Shafts - Crouch Rd Access & Modifications Of Ledbetter CIH Complete

Start Fabrication / Manufacture TPSS@CampWisdom

Start Fabrication / Deliver Transfer Trip Equip @ Existing Lisbon TPSS

Parcel #11 -154 Lancaster (Jury Trail)

Change Control

Summary

Second Quarter

RPD46 FY 2015

LRT Buildout

Phase III

Light Rail Transit Buildout Phase III - Change Control Summary

Approved Approved Total Current Remaining Percent Percent

Rail Section/ Consultant/ Contract Contingency/ Approved Contract Contingency/ Contingency Contract



Lot 1 Archer Western $8,229,550 $332,044 $8,561,593 $289,777 $8,519,327 $42,266 87% 100%


Lots 2 Herzog $931,812 $39,596 $971,408 $12,582 $944,394 $27,014 32% 100%

NWROF C1012392-02

Construction (12.7%) Lot 3 Mass Electric $1,433,741 $60,921 $1,494,662 $17,774 $1,451,515 $43,147 29% 100%

C1012392-03

Lot 4 Journeyman $1,100,154 $48,267 $1,148,420 $31,294 $1,131,448 $16,973 65% 100%

C-1012392-04

Lot 9 Macton $253,556 $12,678 $266,233 $0 $253,556 $12,678 0% 100%

C-1012392-05

SOC 3 - Design Design $14,363,552 $0 $14,363,552 $0 $14,363,552 $0 0% 71%

1022575-1 (Note g)

SOC 3 - CMGC CM/GC $1,373,126 $0 $1,373,126 -$313,060 $1,060,066 $0 0% 100%

(Terminated) 1022574-1 (Note d) (Note h)

SOC3-SOCA CM/GC $105,005,011 $0 $105,005,011 $0 $105,005,011 $0 0% 9%

C-1022574-02 (Note f)

SCS/OCC GE Advanced Comm. Systems $62,618 $5,009 $67,627 $71 $62,689 $4,938 1% 100%

C-1009337-01

TPSS DFI Siemens Transportation $256,077 $9,598 $265,675 $9,598 $265,675 $0 100% 100%

C-1012105-01/02 Systems, Inc.


C-1011711-01 (Note c)

TMRR $1,666,500 $83,325 $1,749,825 $0 $1,666,500 $83,325 0% 80%

C-2003140-01 (Note e)

TOTALS: $156,069,269 $1,261,058 $157,330,327 $201,658 $156,270,927 $746,340










Track Materials for SOC-3 Progress Rail Services Corp

Vehicle Procurement

Blue Alliance Partners, a JV

South Oak Cliff Transit Partners,

a JV

Systems

Systems

South Oak Cliff Alliance

Additional Comments

SOC-3 CM/GC

Executed

Changes

(Note b)

Co

mm

ute

r R

ail

Summary Working

Schedule

Second Quarter

RPD49 FY 2015

Commuter

Rail

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


Commuter Rail


TRE RR Grade Sep.

(Beltline - Story Road)

TRE Track Installation

(Beltline - 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

3/31/2015

Cost Summary

Second Quarter

RPD50 FY 2015

Commuter

Rail

COMMUTER RAIL

Cost Summary


Control

Budget (2)

Current

Commitment (2)

Expended

to Date(1)

Belt Line Road Grade Separation(4) $ 69.9 $ 69.4 $ 69.3

Lisa-Perkins Double Tracking 6.4 6.5 6.5

Valley View (3)

14.4 3.0 2.9

Positive Train Control 34.8 5.8 1.6


2) Control Budget and Current Commitment reflect activity through 2/28/15.

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.

Belt Line Road

Grade Separation

Second Quarter

RPD51 FY 2015

Commuter

Rail

Board Strategic

Priority



Description The project involved the grade separation of the Trinity Railway Express

(TRE) over the intersections of Belt Line Road, Briery Road, and Story Road;

and replacement bridges over Dry Branch Creek and West Irving Creek. The

TRE tracks were elevated and double tracked from Gilbert to Rogers Road,

for a length of 2 ¼ miles. The portions of Belt Line Road, Briery Road and

Story Road within the vicinity of the TRE Line and Rock Island Road were

reconstructed as part of this project. The project also included an 8,236-foot

long bridge and a 1,000-foot long retaining wall that is 33 feet wide carrying

Class 4 double track. The tracks are 15 ft. apart between MP 631.80 and MP

633.36. The improvements are in the City of Irving (COI) and the project

involved construction of bridges, tracks, paving, drainage, signing, striping,

illumination, signalization and aesthetic features. Additional ROW was

acquired by the City of Irving. Total estimated cost, including ROW,

engineering and construction, was approximately $70 million. In addition,

COI committed $5 million for aesthetics as part of Quiet Zone.

The Regional Transportation Council (RTC) of the North Central Texas

Council of Governments (NCTCOG) approved this project for funding under

the Strategic Programming Initiative. Funding sources (FY 2006) for this

project include FTA, TxDOT, City of Irving, and DART ($42M).

Status Construction contract (Contract 1) closeout is pending resolution of

outstanding issues. DART is proceeding with closeout activities.

A separate contractor (Contract 2) was engaged to repair the cracking and

complete the work removed from the original construction contract (Contract

1). Construction is complete. DART is proceeding with contract closeout.

Issues Bridge Crack Repairs

The technical issues have been resolved to address bridge crack repairs.

Repair work, including punch list work, was completed in May 2012 under

Contract 2. The responsibilities for the repair costs were discussed with the

Contract 1 contractor in December 2012. A supplemental agreement, for

resolution of all remaining contract issues, has been presented to the

contractor and is being discussed.

Contractor Soil Placed on Third Party Property

The Contract 1 contractor has provided notice to DART of an issue with a

third party property owner regarding placement of contaminated soil on the

third party’s property. DART has reviewed the contractor’s notice and

determined that resolution of this issue resides solely between the third party

and the contractor. A supplemental agreement, for resolution of all remaining

contract issues, has been presented to the contractor and is being discussed.

Valley View to West Irving

Double Tracking

Second Quarter

RPD52 FY 2015

Commuter

Rail

Board Strategic

Priority



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

project involves construction of approximately 1.5 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 current procurement was cancelled on June 18, 2010, pending

agreements with other parties using the corridor. Those agreements must

be resolved prior to the start of the project. Agreements are anticipated in

May 2015. Plan review is in progress to update and prepare for

construction in 2015.

Issues None


Second Quarter

RPD53 FY 2015

Commuter

Rail

Board Strategic

Priority


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. The federal mandate requires implementation by

December 2015.

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, and a general lack of consulting expertise to

assist with systems integration and implementation. At this time, it is

unclear if an extension will be granted by Congress and how it would be

administered by the FRA. A bill was introduced in the U.S. Senate to

extend the deadline until December 2020.

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 diligently 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 (The T) have formed a Regional Positive Train

Control coalition, with an option for the Denton County Transportation

Authority (DCTA), to address PTC. To maximize the PTC technology in

an efficient manner, the technology will be implemented as a regional

solution consistent with the Operations and Maintenance strategy which

leverages shared operations and technology between TRE, DCTA, and

The T.


Second Quarter

RPD54 FY 2015

Commuter

Rail

Status (Continued) TRE and DCTA reported to the FRA that it will not meet the December

2015 deadline. The expected completion date is mid 2017 as reflected in

the current project schedule for the re-scoped, regional solution. The FRA

acknowledges the industry wide issues and will likely work with railroads

and commuter rail operators to determine implementation schedules.

The TRE is in discussions with PTC 220 LLC (comprised of Class I

Railroads, spectrum owners) for the purposes of leasing radio spectrum.

In parallel, DART has signed a spectrum license purchase agreement and

filed the necessary assignment application and waiver request with the

FCC. Additionally, DART is pursuing an additional licensing opportunity

with Maritime Communications Corporation to ensure the region has

adequate spectrum for PTC implementation.

The regional PTC specification was issued in January 2014 and bids were

received in April 2014, with anticipated NTP award in the spring of 2015.

After careful revision and consultation, NTCRA has canceled the current

solicitation and is rewriting the Statement of Work to issue a new

performance-based solicitation. The goal is to reduce the prescriptive

nature of the previous solicitation. An independent consultant has been

selected and began rewriting the Statement of Work in January 2015 with

the goal of maintaining an NTP by Summer 2015.

Issues Spectrum Availability A limited number of licenses are available in North Texas for purchase of

spectrum. DART has executed a spectrum license purchase agreement

with US Telemetry-Dallas, LLC, and has filed the necessary assignment

application and waiver request and will continue to work with the FCC

until the application and waiver requests are granted. TRE and the

regional partners will continue negotiating lease options with PTC 220

LLC until such time the FCC grants the assignment application. This will

allow the project to move forward.

TRE Obsession Bridge

Second Quarter

RPD55 FY 2015

Commuter

Rail

Board Strategic

Priority


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 superstructure with a concrete

deck, concrete abutments, and composite ties.

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 will

require mitigation. DART will be responsible for the Texas Historical

Commission (THC) effort, which will be performed concurrently with the

design effort, as this information will be required to show the effect and

determination of the appropriate mitigation.

Coordination Efforts

This work will also require coordination with the Army Corp of Engineers,

the Environmental Protection Agency and require a 404 Permit.

Six-Month

Look Ahead

Second Quarter

RPD56 FY 2015

Commuter

Rail


All Construction Completed 11/10/10

All Construction Completed 11/30/11

All Bridge Crack Repairs Completed 4/29/12

Agreements w TXDOT/AMTRAK Pending Execution


(Regional Project)

PTC Integrator

TRE Valley View

DART Regional Plan

Development

Commuter Rail


Project

TRE RR Grade Sep.

(Beltline - Story Road)

TRE Track Installation

(Beltline - L. Perkins)

Bridge Crack Repairs

2015


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

Finalize Regional ILA for Regional PTC Implementation

3/31/2015

NTP - D-BBoard Approvals Cmplt - DCTA, T,DART

Start Design

Complete FCC Review of USTD's Renewal Appl & DART's Assignment Appl

Scope, Schedule, Budget, and Design Document Review and Approval, Develop Track Materials Solicitation

Change Control

Summary

Second Quarter

RPD57 FY 2015

Commuter

Rail

Commuter Rail - Change Control Summary

Approved Approved Total (note b) Current Remaining Percent Percent

Consultant/ Contract Contingency Approved Executed Contract Contingency Contingency Contract



Belt Line-Story Grade Separation McCarthey Building $43,006,362 $3,685,753 $46,692,115 $3,134,799 $46,141,161 $550,954 85% 100%

C-1012696-01 Companies Increased contingency by $245,244 per Board Resolution 080164


C-1012577-01 (Note c)



Pending


Tracking Track Material Progress Rail Services $1,261,356 $37,841 $1,299,197 -$46,032 $1,215,324 $83,873 -122% 100%

C-1016855-01

TRE Deck Cracking Repair for TRE

Grade Separation Bridge $766,974 $69,028 $836,002 $50,956 $817,930 $18,072 74% 100%

C-1020803-01

Positive Train Control $4,386,248 $219,312 $4,605,560 $0 $4,386,248 $219,312 0% 17%

C-1019272-01

Positive Train Control $0 $0 $0 $0 $0 $0 0% 0%


Obsession Bridge

TOTALS: $60,915,110 $4,356,756 $65,271,866 $3,406,871 $64,321,981 $949,885





TRE

TREPending

TREPending

Additional Comments

TRE Stantec Consulting

Services, Inc.

TRE Southwest

Construction Services,

Inc.

Facility/

Contract Package

TRE

TRE

TRE

Ad

dit

ion

al C

apit

al D

eve

lop

me

nt

Summary Working

Schedule

Second Quarter

RPD61 FY 2015

Additional Capital

Development

Project 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015

DART Police Facilities

NW Substation - ON HOLD

CBD/TSP - Phase I

CBD/TSP - Phase II

Replace Radio System

Frankford Sta Ph 1 & 2

Additional Parking



Bryan Street

Hawkins Street

Monroe Shops

NE Substation & K9 - ON HOLD

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


3/31/2015

Cost Summary

Second Quarter

RPD62 FY 2015

Additional Capital

Development


Cost Summary (in millions of dollars)

Control

Budget (3)

Current

Commitment (3)

Expended

to Date (1)

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 27.0 27.0

Monroe Shops – Pre-Development

2.3 2.3 2.3

CCTV – 48 Vehicles 5.0 0.2 0.1

1) Expended to Date values reflect activity through 2/28/15, 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 2/28/15.

4) Control budget reflects approved FY13 Financial Plan budget savings reduction of ($2.8M), BCR 153.



Bryan/Hawkins

Junction (CM/GC-I)

Second Quarter

RPD63 FY 2015

Additional Capital

Development

Board Strategic

Priority


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.




Issues None


Second Quarter

RPD64 FY 2015

Additional Capital

Development

Board Strategic

Priority



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 revised budget and schedule will be established. A follow-

up meeting will be scheduled in May 2015.

Northwest Police Substation

A program review, with the DART Police Department, was held on July

18, 2014. A revised budget and schedule will be established. A follow-

up meeting will be scheduled in May 2015.

Issues None

CBD/

Traffic Signal Priority (TSP) System

Second Quarter

RPD65 FY 2015

Additional Capital

Development

Board Strategic

Priority



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 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

CBD/


Second Quarter

RPD66 FY 2015

Additional Capital

Development

Status (Continued) in December 2012 to them. To date, COD has ordered 872 controllers

and has received delivery of more than 500. More orders will follow in

the next few months.

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), bench testing for the project to install ATC for the TSP was

moved to March-September 2016. The plan for traffic signal removal,

installation, live testing, evaluation and acceptance testing is scheduled

for October-December 2016. Implementation of TSP with the new ATC,

hardware, and software is scheduled for late 2016.

In October 2014, Intelight delivered Maxtime V1.8.1 final version. To

date, COD has installed the new ATC hardware and software at 76

intersections, including the first signal preempted by a DART at-grade

crossing at the IH-635 LBJ Westbound Frontage Road. Preemption

operation at this location has been working much smoother than the old

controller and has greatly reduced delays for vehicular traffic crossing the

tracks. The City hopes to convert the other gated crossings city-wide this

summer. 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.

Intelight is planning to deliver V1.9 & V1.10 in the next few months. It

will be tested and incorporated into the existing field ATS system.

V1.14 is the version that will contain the features DART needs to operate

the downtown transit mall. Delivery of this V1.14 is currently scheduled

for 1st Quarter of 2016. Bench testing of V1.14 with TSP is scheduled

for mid-year 2016. Installation of TSP is anticipated in late 2016.

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 COD anticipates advertising for an Integrator to develop the Central

Computer System of the ATMS in early 2015. The COD and Teal

Associates are holding weekly meetings. The specifications are under

final review. They are 99% complete. The ATMS is behind schedule

due to time required for procurement process.

DART is interested in quality delivery of advanced controller that would

not degrade present CBD rail operations. Present TSP system is stable

CBD/


Second Quarter

RPD67 FY 2015

Additional Capital

Development

Status (Continued) 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.

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

Second Quarter

RPD68 FY 2015

Additional Capital

Development

Board Strategic

Priority


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 the existing DART Red Line. The corridor passes

through the cities of Grapevine, Coppell, Carrollton, Addison, Dallas,

Richardson, and Plano. Up to nine stations have been proposed.

Status The Cotton Belt Corridor is in the planning and development phase. In April

2014, DART completed the Documentation of Environmental Conditions and

5% Engineering for the Cotton Belt Corridor Regional Rail Project Report that

documented environmental conditions associated with several LRT alternatives

being considered.

On June 24, 2014, the DART Board Planning Committee was briefed on the

Cotton Belt Project. The discussion focused on funding and phasing options

for the corridor. Low cost LRT options, such as single track and minimal

operating segments, were discussed. Bus Rapid Transit (BRT) was also

discussed. City Managers were briefed on September 18, 2014. City mayors

were briefed on September 29, 2014.

Issues Funding Identification Outside efforts (NCTCOG, RTC) to identify funding to advance the Cotton

Belt Corridor development have so far been unsuccessful.

New Vehicle Development

Should rail be advanced in the corridor, DART is committed to developing a

new technology rail vehicle that will be Federal Railroad Administration (FRA)

compliant, yet have light rail characteristics and size.

Community Concerns

North Dallas residents and Dallas Councilpersons have expressed concern

about the alignment through North Dallas and the number of stations. Among

the concerns is the community’s support of a Deep Trench Concept. A

February 24, 2012, meeting with City of Dallas staff and councilperson was

held to discuss water issues associated with the Deep Trench Concept. It was

concluded that water issues made the Concept impractical. There has been no

recent coordination with the community.

Design Options The Documentation of Environmental Conditions and 5% Engineering for the

Cotton Belt Corridor Regional Rail Project Report analyzed several design

options including: 1) diverting from the Cotton Belt to provide a North Lake

Station; 2) at-grade, trench, or tunnel through North Dallas; 3) north or south

Red Line interface; and 4) terminating at Red Line or extending to Shiloh Road.

Additionally, BRT and lower cost LRT options, such as single tracking or

minimal operating segments, are now being considered.

Dallas Central Business District

(CBD) D2 Alignment

Second Quarter

RPD69 FY 2015

Additional Capital

Development

Board Strategic

Priority


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.

An Alternatives Analysis/Draft Environmental Impact Statement

(AA/DEIS) was completed in May 2010. The AA effort is continuing

under an FTA grant to address comments and suggestions received during

the AA/DEIS. The current AA effort includes revisiting an alternative

that had previously been eliminated and ensuring that the second light rail

alignment through Downtown Dallas accommodates connections with

streetcar lines. This effort began in October 2011, and completion is

expected by Winter 2015. The results of this analysis are expected to

provide sufficient information to the DART Board of Directors to select a

locally preferred alternative (LPA).

A specific opening year for D2 has not been established, and the project

is currently unfunded through 2030 in the DART FY13 Twenty-Year

Financial Plan. Planning funds remain in the Financial Plan, and some

costs are offset by the $700,000 FTA grant for the continuing AA.

Status The Study Team continues with the evaluation of the eight alternatives.

Several technical memorandums have been completed, including: capital

cost estimates and methodology report; detailed definition of alternatives;

cultural resources; Union Station route restructuring; business assistance;

alternatives refinement and screening; economic development potential

assessment; noise and vibration; and traffic analysis. Advisory

Committee meetings will be scheduled for Spring 2015 to review the

preliminary results of the evaluation.

Updates will be provided as this study progresses.

Issues Sound Ridership Forecast Approach

An alternative to the regional travel demand forecasting approach is being

developed, with NCTCOG’s participation, to provide the DART Board

with refined ridership forecasts for the CBD area. The model

enhancements have been developed, tested, and finalized. Ridership

forecasts are expected to be completed by May 2015.

Dallas Central Business District

(CBD) D2 Alignment

Second Quarter

RPD70 FY 2015

Additional Capital

Development

Issues (Continued) Phased Implementation DART is investigating the feasibility of phasing D2 implementation. This

could be accomplished by securing federal funding (e.g., Program of

Interrelated Projects, Core Capacity, New Starts programs) that may be

available in the near term to cover the cost of approximately one half of

the entire D2 project.

CBD Rail Replacement

Second Quarter

RPD71 FY 2015

Additional Capital

Development

Board Strategic

Priority


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 The contract award was approved by the DART Board on August 26,

2014. Weekend construction work began October 25, 2014. Work was

completed and work area was cleared for CBD service, as scheduled, by

December 2014. Closeout is complete.

Phase II – Special Track Procurement

The contract award was approved by the DART Board on August 26,

2014. Material is scheduled to be onsite by December 31, 2015.

Phase III – Full Replacement of Remaining CBD Rail

This phase of the project will be further defined after completion of Phase

I.

Issues None

CCTV on SLRVs

Second Quarter

RPD72 FY 2015

Additional Capital

Development

Board Strategic

Priority


Description The CCTV on SLRVs 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 will 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 SLRVs

NTP for design services has been issued. Technical documents for

solicitation package are anticipated to be complete by May 2015.

Phase II – 115 SLRVs

Preliminary Phase II scope of work, budget, and schedule have been

developed for review. Phase II will be further defined after completion of

Phase I.

Issues Design Change

Project stakeholders met on March 25, 2015, to review proposed change

from using a combination of analog and digital cameras to using all digital

“360” cameras. The proposal was favorably received. Change will be

advanced to Design Change Control Board in April 2015 for approval.

15th

Street

Signal House Relocation

Second Quarter

RPD73 FY 2015

Additional Capital

Development

Board Strategic

Priority


Description The City of Plano and DART are working to relocate the 15th Street Signal

House at the request of the City of Plano. DART access to the Signal

House will be improved by moving the Signal House.

Status Funding Agreement with the City of Plano is being finalized. Design was

completed in November 2014. Signal House relocation work is anticipated

to begin in September 2015.

Issues Change to Solicitation Recent solicitations resulted in no bids. Following review with DART,

Plano senior management, and project team on March 10, 2015, the

project team will assess contract requirements and make necessary

revisions for an RFP.

Six-Month

Look Ahead

Second Quarter

RPD74 FY 2015

Additional Capital

Development


Project Substantially Complete 5/10/11

Implementation & Testing of Controllers, Firmware & TSP Central Control



Monroe Shops - Pkg. #1 Package # 1 Completed 3/16/10



Project On Hold Pending ELT Authorization

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


Replace Radio System

Frankford Station/N. Carr

Additional Parking

NE Substation & K9

Holding Area @ LBJ Sta. - On HOLD



Project

CBD/TSP - Phase I

CBD/TSP - Phase II

2015



3/31/2015

Change Control

Summary

Second Quarter

RPD75 FY 2015

Additional Capital

Development

Additional Capital Development - Change Control Summary

Approved Approved Total (note c) Current Remaining Percent Percent

Facility/ Consultant/ Contract Contingency Approved Executed Contract Contingency Contingency Contract


(A) (B) (C=A+B) (D) (E=A+D) (F=B-D) (G=D/B) (Note b)



Bryan/Hawkins Lots 1 & 2 Progress Rail $2,761,480 $110,460 $2,871,940 -$78,164 $2,683,316 $188,624 -71% 100%




NE Facility Construction TBD $0 $0 $0 $0 $0 $0 0% 0%

Pending


C-1009337-01 (note d)


SCS/OCC (note e)








C-2011786-01


C-2011787-01

Pending Pending $0 $0 $0 $0 $0 $0 0% 0%


C-1009337-01

TSP System

Refer to Intelligent Transportation

Systems (ITS) Dept. for contract

info.

Cotton Belt Pending Pending


TOTAL: $49,563,027 $3,200,816 $52,763,843 $1,822,363 $51,385,391 $1,378,452




c) The dollars shown in executed contract modifications are based on project controls physical possession of a copy of the executed document.d) SCS-OCC Contract contingency was used to provide SCADA interfaces for Lake Highlands.





Additional Comments

Systems


NE Facility

Lake Highlands Station

SCS/OCC

Track Installation for the

CBD Rail Limited

Replacement Project




CCTV-48 Vehicles

Procurement & Installation

SCS/OCC CROF TPSS

Track Materials for CBD

Rail Replacement

Stre

etc

ar P

rogr

ams

Summary Working

Schedule

Second Quarter

RPD79 FY 2015

Streetcar

Programs

Project 2008 2009 2010 2011 2012 2013 2014 2015 2016

Dallas Streetcar


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


3/31/2015


Cost Summary

Second Quarter

RPD80 FY 2015

Streetcar

Programs

STREETCAR PROGRAMS

Cost Summary


Control

Budget

Current

Commitment (1)

Expended

to Date (2,3)

Dallas to Oak Cliff Streetcar Construction (4)

$ 36.6 $ 31.0 $ 27.7

Dallas to OC Environmental Assessment (4)

1.7 1.7 1.6

Streetcar Vehicles (4)

11.8 11.6 4.2

Dallas Streetcar System Plan 0.4 0.4 0.4

Study Streetcar Access to MATA Track 0.1 0.1 0.1

Olive Street-St. Paul Streetcar Loop (5)

7.7 7.0 4.1

Urban Circulator – DWU Work Only (6)

1.8 1.7 0.6

Urban Circulator – OTHER (5)

1.8 0.2 0.0

Streetcar Financial Consultant 1.0 0.0 0.0

Northern Streetcar Extension (7)

7.9 1.2 0.2

Southern Streetcar Extension (7)

15.0 2.9 0.4

Streetcar Extension Vehicles (7)

8.0 0.1 0.0

Streetcar Programs Total $ 93.7 $ 57.9 $ 39.2


2) Expended to date values reflect activity through 2/28/15 as reported on DARTnet.

3) Expended to Date values exclude City of Dallas reimbursements.

4) Budget reflects current OC-Tiger budget reflected in FTA-approved grant amendment $50.1M.

5) Budget reflects current Urban Circulator projects budget totaling $9.9M.

6) Budget reflects current Urban Circulator DWU Work Only.

7) Streetcar Extension and Extension Vehicles total $30.9 M budget authorization from City of Dallas

Union Station to Oak Cliff

TIGER-funded Streetcar Project

Second Quarter

RPD81 FY 2015

Streetcar

Programs

Board Strategic

Priority


III: Build and Maintain DART’s Regional Transportation Leadership

Description The Union Station to Oak Cliff TIGER-funded Streetcar Project consists of

an approximately 1.6-mile streetcar alignment operating on an at-grade track.

From Union Station over the Houston Street Viaduct, track placement will be

located in the outside southbound travel lane in a dedicated, bi-directional

streetcar lane. South of the Trinity River, the track alignment will transition

to Zang Blvd. and will extend along the median of the roadway in a double

track configuration. At the Colorado Blvd. intersection, the double-track

alignment will extend to the center turning lane along Colorado Blvd.,

terminating at the Colorado Blvd. and Beckley Ave. intersection.

A non-revenue connection to the DART light rail system will be provided

near Union Station to enable the streetcar vehicles to access the Central Rail

Operating Facility for storage and maintenance.

Agency roles and responsibilities for the project are as follows:

City of Dallas – project owner

North Central Texas Council of Governments – federal grant recipient

DART – owner’s technical representative for design and construction and

provider of operation and maintenance

Status The DART Board authorized a contract award to the design-build team of

Stacy and Witbeck, Inc./Carcon Industries, a Joint Venture, on September 25,

2012. Notice of Award was issued on October 3, 2012, and Notice to

Proceed was issued on October 17, 2012. Streetcar/LRT interface systems

elements work for Tower 18, with final testing of communication from the

TPSS to the Train Control Center/Operations Control Center, is scheduled to

be completed in March 2015. Streetcar/LRT interface systems elements

work for the streetcar non-revenue section and mainline has been completed.

Project punch list and closeout work has progressed.

Issues Schedule Delays Delivery of an Authority-provided streetcar vehicle has been delayed, and the

design-builder access to a streetcar vehicle at the project site may not occur

until March 2015. The design-builder did not complete all work items by

the contract-required dates for Milestones 3 (turnover for integrated testing)

and 4 (Substantial Completion). Work items not associated with streetcar

vehicle delivery were not completed by October 31, 2014, the date for

Milestone 5 (Final Acceptance). Liquidated damages are being assessed, but

not collected at this time. The design-builder has provided notice of delay.

The design-builder continues to complete punch list work and address an


Discussions continue with the design-builder regarding modifications to the

contract to address the vehicle availability delay and other outstanding

contract issues.

Union Station to Oak Cliff

TIGER-funded Streetcar Project

Second Quarter

RPD82 FY 2015

Streetcar

Programs

Issues (Continued) Viaduct Roadway Pavement

City of Dallas currently has a contractor repaving the roadway surface

adjacent to the guideway on the Houston Street Viaduct. It is anticipated

that, by the time the vehicle arrives, the work will be completed, removed

signs will be replaced, and there will be no interference with integrated

testing.


Second Quarter

RPD83 FY 2015

Streetcar

Programs

Board Strategic

Priority



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 South 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. The

design contractor has provided a 30% design package for the Southern

Extension. The goal is to provide the 100% design package in May 2015.

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.

A solicitation for a CMGC 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 will be amended and

kept open until March 4, 2015.

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 is working to mitigate the concern by

considering separate procurement of these high priority, long lead time

items.


Second Quarter

RPD84 FY 2015

Streetcar

Programs

Issues (Continued) Timely Utility Relocation (Both Projects)

There is considerable concern related to utilities in the area of Houston and

Young streets. The design team will focus significant effort on the utilities

package for both the Northern and Southern Extensions in order to facilitate

efficient and timely utility relocation by the City.

Urban Circulator

Streetcar Project

Second Quarter

RPD85 FY 2015

Streetcar

Programs

Board Strategic

Priority


Description The Urban Circulator Streetcar Project is an approximately 0.6 mile trackway

that begins at the current terminus of the existing McKinney Avenue Transit

Authority (MATA) M-line tracks at St. Paul Street and Ross Avenue. The

project continues southbound on St. Paul Street to Federal Street, where it

turns eastbound to connect to the Olive Street extension project which is

currently under construction by the City of Dallas. The project allows the

MATA M-Line fleet to operate in a “loop” configuration which eliminates

the need for contra-flow operations on Olive Street.

Agency roles are as follows:

City of Dallas – project owner

McKinney Avenue Transit Authority (MATA) – operations

DART – federal grant recipient and owner’s technical representative

Status DART Board approved construction contract award to Herzog Contracting

Corporation in September 2013. Notice to Proceed was issued on October 9,

2013.

OCS operations, maintenance, and training manuals have been received and

approved by DART. OCS classroom training was completed January 2015.

Track slab, general civil, roadway, and DWU construction is complete

throughout the project, with punch list work ongoing and targeted to be

complete by end of April 2015. OCS work is complete. Traffic signals work

is complete and scheduled for final testing in early April 2015. Targeted

completion of work and punch list items is anticipated by the end of April

2015. Targeted Final Acceptance is end of April 2015.

Integrated testing and MATA operator certification is targeted to begin mid-

April 2015.

Overall time impact has been negotiated and mutually agreed that the

milestone dates should be moved to April 30, 2015.

Issues SSO Requirement The FTA determined that, as a federally-funded project, the Urban Circulator

Streetcar Project requires State Safety Oversight (SSO). As the federal

grantee, DART is coordinating with the City of Dallas and MATA on how to

proceed with the SSO requirement since MATA, and not DART, will be the

operator of the line. The DART project team is working with the City of

Dallas, TxDOT and MATA to meet the SSO requirements.

Coordination with FBC-Dallas and Other Adjacent Property Owners The project team continues to coordinate with management of First Baptist

Church-Dallas (FBC-Dallas) to avoid impacting church activities. Herzog

Urban Circulator

Streetcar Project

Second Quarter

RPD86 FY 2015

Streetcar

Programs

Issues (Continued) also continues to coordinate the construction effort with all adjacent property

owners. The ongoing coordination effort has been successful.

Design Revisions

Existing conditions at the intersection of Ross and St. Paul required

modification to proposed water and sewer relocations, due to conflicts

with other existing utilities. The Authority has received pricing from

Herzog and the contract modification is in process.

City of Dallas traffic signals required redesign of the proposed traffic

signal systems. The redesigned plans are complete. The City provided

direction to have Herzog proceed with the work associated with the

revised plans. Contract modification has been executed by all parties.

Work is complete and awaiting AC power to begin testing. The overall

schedule impact is still under review.

The plans show reconstruction of one half of the third lane along St. Paul.

City of Dallas does not allow for half lane reconstruction. City of Dallas

has provided direction to expand the limits of the work to include the full

lane construction. Contractor will provide as-built of the roadway as part

of the final as-built plans. A similar condition exists along Federal Street

that will also require full lane reconstruction. Contract modification is in

process.

The proposed OCS pole west of Olive Street on Federal was found to be

in conflict with an existing ONCOR vault. The issue has been reviewed

by the Authority’s engineer of record and the contractor’s pole design

engineer and both parties agree on a feasible redesign. Contract

modification is in process.

It was determined that an additional OCS pole was required to meet the

minimum wire height through the Federal Street overpass area. This

additional pole will not impact the testing and proposed completion dates

under the final negotiated time impact.

Schedule Contract milestones for Substantial Completion and Final Acceptance of the

contract have passed. DART and the contractor have negotiated overall and

final time impacts. Extended performance period has required adjustments to

funding agreements. Current schedule submittals from Herzog reflect

turnover for Authority testing by mid-April 2015, and Final Acceptance by

the end of April 2015.

City of Dallas Olive Street project TPSS installation was delayed and could

impact this contract schedule. Factory Acceptance Testing was completed

the week of October 20, 2014. The TPSS was installed in February 2015. Installation of TPSS AC power supply from ONCOR is in process.

Urban Circulator

Streetcar Project

Second Quarter

RPD87 FY 2015

Streetcar

Programs

St. Paul Looking South Toward San Jacinto Street

St. Paul Looking North from FBCD Overpass

Urban Circulator

Streetcar Project

Second Quarter

RPD88 FY 2015

Streetcar

Programs

Federal St. Looking East toward Harwood St. from Federal Overpass

Federal St. Looking West toward Harwood St. & Federal Overpass

Streetcar Vehicle Procurement

Second Quarter

RPD89 FY 2015

Streetcar

Programs

Board Strategic

Priority


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 will be 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.

BEC has continued submitting contract deliverables for review. Truck

manufacturing and installation, vehicle conformance testing, vehicle

functional testing, and skins and windows installation continues. B-end

section preliminary water tightness testing, equipment installation, wiring

and conduit installation, flooring installation and roof equipment

installation are proceeding. Carbody articulation joints are being

completed.

During the month of February 2015, the FAI for the Master Controller

was approved. Lighting System and Controls receiving inspection were

completed and approved. Event recorders receiving inspections, as well

as door operator receiving inspections, were completed. The shunt

resistance test was completed for the first vehicle.

The first production truck was completed, and Altro floor covering

installation was begun. Carbody equipment installation began in the A-

end section of Car 9818. Control panels are being assembled for the

operator consoles. Car 9818 has been staged in the main building final

assembly area.

Assembly work continues on Car 9817.

Extension Vehicles

DART has indicated to BEC that DART will exercise the contract option

for two additional vehicles, subject to Board approval.

Streetcar Vehicle Procurement

Second Quarter

RPD90 FY 2015

Streetcar

Programs

Issues Timely Vehicle Delivery (Base Vehicles) DART needs to have the vehicles delivered and accepted in time for

testing and revenue service in accordance with grant requirements.

Coordination of schedules with the streetcar project design-build

contractor is essential.

The protest by Inekon has impacted the project schedule. Adjustments

of vehicle acceptance milestones were necessary. Adjusted milestone

dates were coordinated with the City of Dallas, the North Central Texas

Council of Governments, and the FTA. New milestones were

incorporated into BEC’s contract in April 2014. BEC has not met these

milestones.

Progress report schedules submitted by BEC indicated that they would

fail to achieve the required acceptance milestone dates. On August 12,

2014, DART sent a Letter of Concern to BEC indicating that a delay in

achieving the milestone dates would be unacceptable. Key DART staff

have continued to travel to Brookville to monitor the schedule recovery

efforts.

BEC has added staff and contract engineering to assist with engineering

and production. They have implemented a night shift and a six-day work

week, and have worked closely with DART to identify and monitor

progress on critical path activities. During the month of February 2015,

BEC adjusted their schedule to reflect a delivery date of March 11, 2015,

for the first vehicle, with delivery of the second vehicle to follow at a

later date.

Involvement of Operations and Maintenance Departments (Base

Vehicles)

DART will be operating and maintaining the vehicles under an Interlocal

Agreement with the City of Dallas. The involvement of the Operations

and Maintenance departments will be critical in order to ensure

appropriate budgets have been developed, necessary equipment and space

is available, and required training programs are provided.

Regular meetings are held with personnel from Operations and

Maintenance to get them involved in the project during the vehicle design

phase.

Brookville is providing monthly web-based overviews of critical vehicle

systems for DART Operations and Maintenance staff. DART Operations

and Maintenance staff were able to view the vehicle when they traveled

to Brookville during February 2015.

Systems

Integration

Second Quarter

RPD91 FY 2015

Streetcar

Programs

Board Strategic

Priority



Description Integrate systems operation for Dallas Streetcar (Union Station to Oak

Cliff) and McKinney Avenue Transit Authority (MATA) Programs (also

known as M-Line System, consisting of Urban Circulator, Olive Street, and

McKinney Avenue).

Status Systems Integration continues to track completion of open items.

Dallas Streetcar Vehicle, Dallas Streetcar Guideway, and Fire/Life Safety

Committee meetings are ongoing.

The Safety Certification status is as follows:

Systems Certification is at 97% complete for Streetcar Vehicle.

94 certifiable items were identified for Streetcar Vehicle.

91 certifiable items have been closed for Streetcar Vehicle.

Systems Certification is at 98.5% complete for Streetcar Guideway.

200 certifiable items were identified for Streetcar Guideway.

197 certifiable items have been closed for Streetcar

Guideway.

Systems Certification is at 83.2% complete for Urban Circulator.

197 certifiable items were identified for Urban Circulator.

164 certifiable items have been closed for Urban Circulator.

Systems Certification is at 68.2% complete for M-Line System.

485 certifiable items were identified for M-Line System.

331 certifiable items have been closed for M-Line System.

The Systems Integration Testing status is as follows:

Integrated testing for Streetcar Guideway now stands at 88%. Of

the 16 tests performed, 14 have passed.

Integrated testing for Urban Circulator now stands at 29%. Of

the 7 tests performed, 2 have passed.

Integrated testing for M-Line System has not yet begun.

Issues None

Six-Month

Look Ahead

Second Quarter

RPD92 FY 2015

Streetcar

Programs

Change Control

Summary

Second Quarter

RPD93 FY 2015

Streetcar

Programs

Streetcar Projects - Change Control Summary

Approved Approved Total (Note b) Current Remaining Percent Percent




USOCST Stacy & Witbeck Inc. / $29,188,913 $1,075,520 $30,264,433 $89,857 $29,278,770 $985,663 8% 94%


DUCSS $5,506,191 $220,248 $5,726,439 -$42,258 $5,463,933 $262,506 0% 46%

C-1021601-01

SVCODT $8,974,130 $448,707 $9,422,837 $0 $8,974,130 $448,707 0% 24%

C-1021774-01

Pending Pending

Pending

C-2016087-01

SCS/OCC $90,916 $0 $90,916 $0 $90,916 $0 0% 0%

C-1009337-01 (Note d)

TOTALS: $43,760,150 $1,744,475 $45,504,625 $47,599 $43,807,749 $1,696,876








SCS/OCC Streetcar GE Advanced Comm. Systems

Additional Comments





TIGER

Brookville Equipment

Corporation


Northern Streetcar Extension Projects

Southern Streetcar Extension ProjectsACO

Pro

gram

of

Inte

rrel

ate

d P

roje

cts

Red & Blue Line

Platform Extensions & Level Boarding

Second Quarter

RPD97 FY 2015

Interrelated

Projects

Board Strategic

Priority


Description The purpose of this project is to extend and raise station platforms along

the Red and Blue Lines of the DART light rail system to improve core

capacity. There are a total of 28 stations consisting of at-grade side

platform stations, at-grade center platform stations, aerial center platform

stations, and below-grade side platform stations.

The current configuration for these stations can only accommodate two-car

train consists and level boarding at the designated raised areas at each

platform that align with the low-floor section of the train. This project will

make improvements to stations to allow for three-car train consists and

level boarding at all train doors.

By making these improvements, DART adds over 30% more rider

capacity to the light rail system. The level boarding improvements fulfill

DART’s commitment to bring all stations to current 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.

Early and significant coordination efforts are underway with numerous

agency departments to vet potential issues that may arise during Project

Development. Station profiles are being developed to inventory the details

that are needed to successfully implement 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.

Issues Timely Grant Guidance

DART is waiting for FTA to release Capital Investment Grant guidance

related to Core Capacity projects. This guidance will help to develop

information needed to measure the project in the grant process. The

anticipated schedule for project completion would be jeopardized should

the guidance be released late in the year.






C-97000131

North Central

Corridor

NC-3 Civil/Struct/Sta

C-98000080GLF Constr. Corp. $49,903,009 $4,990,301 $54,893,310 $1,158,261 $51,061,270 $3,832,040 23% 100%

Accounting Closeout is Pending

Litigation

Contractor REA for Relief from LDs &

Additional Costs - Quantum Hearing (p.

RPD8)

Post-hearing briefing is complete;

awaiting decision.

North Central Parker Rd. Parking Expansion $1,778,830 $88,941 $1,867,771 $88,931 $1,867,761 $10 100% 100% Closed


Northeast

Corridor

G-2 Civil/Struct/Sta

C-98000089GLF Constr. Corp. $35,181,916 $3,518,192 $38,700,108 $843,889 $36,025,805 $2,674,303 24% 100% Closed



TOTALS: $151,909,958 $10,462,198 $162,372,156 $2,522,008 $154,431,966 $7,940,190







Approved Approved Total (Note d) Current Remaining Percent Percent Additional Contract Issues Issue Status





C-1011711-01 (Note e)

TOTALS: $13,244,927 $414,568 $13,659,495 $103,794 $13,348,721 $310,774







Approved Approved Total Executed Current Remaining Percent Percent Additional Contract Issues Issue Status

Rail Section/ Consultant/ Contract Contingency/ Approved Changes Contract Contingency/ Contingency Contract Comments



GEC ACT-21 230,975,944.00 247,831.00 231,223,775.00 0.00 230,975,944.00 247,831.00 0% 100%


SDC Dallas System Consultants 78,166,352.00 47,161.00 78,213,513.00 0.00 78,166,352.00 47,161.00 0% 100%

C-1002803-01

Systems Integration (SIC) AECOM Technical 82,393,459.00 285,726.00 82,679,185.00 0.00 82,393,459.00 285,726.00 0% 100%


Project Controls (PCC) Sunland Engineering 13,176,787.00 113,409.00 13,290,196.00 0.00 13,176,787.00 113,409.00 0% (Note a)

C-1002450-02 (Note a)

LRV Engineering LTK 12,241,355.00 29,386.00 12,270,741.00 0.00 12,241,355.00 29,386.00 0% 100%

C-1008146-01

Construction CMGC-1 Archer Western/Brunson Carcon 372,865,538.00 18,219,058.00 391,084,596.00 15,299,712.00 388,165,250.00 2,919,346.00 84% 100%

SE1, 2, NW1B C-1007571-01 Increase base for BR080029,080030,080058,080061,090086 (Note b)


Light Rail Transit Buildout Phase I




Vehicle Procurement (Amendment

13)

Omega Contracting, Inc.


Sum Conversion

Light Rail Transit Buildout Phase IIA



RPD9)


cars completed, including 8 of 20 for this

project. Program temporarily suspended

pending receipt of necessary parts.

Contractor working with suppliers to

establish projected restart date in April

2015.



Construction CMGC-3 Archer Western/Herzog 476,122,906.85 23,486,522.00 499,609,428.85 4,229,574.84 480,352,481.69 19,256,947.16 18% 100%



CBD CBD Level Boarding Phillips-May 5,370,333.00 268,516.00 5,638,849.00 (259,024.58) 5,111,308.42 527,540.58 -96% 100%


Lot 1 Archer Western 29,483,819.55 1,189,605.24 30,673,424.78 1,038,178.96 30,521,998.50 151,426.28 87% 100%


Lot 2 Herzog 3,338,381.41 141,858.60 3,480,240.01 45,076.56 3,383,457.97 96,782.04 32% 100%

NWROF C1012392-02


C1012392-03

Lot 4 Journeyman 3,941,495.94 172,923.96 4,114,419.90 112,119.95 4,053,615.90 60,804.00 65% 100%

C-1012392-04

Lot 9 Macton 908,407.50 45,420.38 953,827.88 0.00 908,407.50 45,420.38 0% 100%

C-1012392-05

Lots 3 & 6 Progress Rail Services 11,754,817.00 352,645.00 12,107,462.00 (111,287.47) 11,643,529.53 463,932.47 -32% 100%


Procurement Lot 5 L.B. Foster 4,999,349.00 149,981.00 5,149,330.00 891.20 5,000,240.20 149,089.80 1% 100%


CMGC-1 Lot 4 Rocla Concrete Tie 3,202,960.00 96,089.00 3,299,049.00 64,195.00 3,267,155.00 31,894.00 67% 100%


Lots 1 & 3 VAE Nortrak 9,459,512.00 472,976.00 9,932,488.00 (271,979.10) 9,187,532.90 744,955.10 -58% 100%


Lot 2 L.B. Foster 5,982,978.00 299,149.00 6,282,127.00 13,714.68 5,996,692.68 285,434.32 5% 100%


Procurement Lot 4 Rocla Concrete Tie 3,361,624.00 168,081.00 3,529,705.00 70,715.00 3,432,339.00 97,366.00 42% 100%


CMGC-3 Lot 5 Advanced Track Products 5,722,502.00 286,125.00 6,008,627.00 0.00 5,722,502.00 286,125.00 0% 100%


TPSS DFI Siemens Transportation 29,693,526.00 2,375,481.78 32,069,007.78 898,661.14 30,592,187.14 1,476,820.64 38% 100%


Fare II GFI Genfare 8,625,907.00 231,205.00 8,857,112.00 207,937.02 8,833,844.02 23,267.98 90% 100%



C-1011711-01 (Note e)

VehicleSLRV Procurement (25)

C-1013706-01Kinkisharyo International 164,374,396.00 4,931,232.00 169,305,628.00 (19,180.63) 164,355,215.37 4,950,412.63 0% 100%


RPD22)







2015.

LDDIB Phillips/May Corporation 2,039,333.00 163,147.00 2,202,480.00 28,282.38 2,067,615.38 134,864.62 17% 100%

City of Dallas Responsibility for Landscape

Maintenance (p. RPD23)

DART preparing final letter to City to

identify maintenance responsibility.

C-1016241-01

WHDSPC Phillips/May Corporation 1,293,333.00 194,000.00 1,487,333.00 14,643.24 1,307,976.24 179,356.76 8% 100%

C-1018601-01

Systems SCS/OCC GE Advanced Comm. Systems 14,003,452.00 855,568.68 14,859,020.68 186,501.47 14,189,953.47 669,067.21 22% 100%

Modifications C-1009337-01

(Note i)

CCTV CCTV Calence, LLC 2,317,416.67 246,885.00 2,564,301.67 304,983.08 2,622,399.75 (58,098.08) 124% 100% (Note g)


Deep Ellum Gateway DEGA Brad Oldham 1,365,000.00 45,045.00 1,410,045.00 39,845.97 1,404,845.97 5,199.03 88% 100%


TOTALS: $1,662,921,174 $57,856,194 $1,720,777,368 $22,588,891 $1,685,510,066 $35,267,302








g) Contract Contingency usage reported as coded. Contract Contingency apportioned in ratio to contract allocated to each program/project. Contract contingency usage combined does not exceed Board Authorized Contract contingency.

h) Approved contract value reflects board authorization including price adjustments.

i) SCS-OCC Contract contingency was used to provide SCADA interfaces for PA/VMB Project.


Sum Conversion

Vehicle Procurement

Systems

Fare II






Approved Approved Total (Note c) Current Remaining Percent Percent Additional Contract Issues Issue Status




Design/CM Track 3 Track 3 Joint Venture 56,174,335.00 323,799.00 56,498,134.00 0.00 56,174,335.00 323,799.00 0% 87% (Note b)


Irving 1 & 2 Irving 1-2 DB KSWRP JV 430,164,910.00 17,207,000.00 447,371,910.00 6,501,429.49 436,666,339.49 10,705,570.51 38% 100% Design-Build Signal Functions (p. RPD 31)

DART and contractor working on

implementation and testing of sofware to

improve call-on functions.

C-1014614-01 Irving 1 & 2

Irving 3 Irving 3 DB KSWRP JV147,500,000.00 5,391,000.00 152,891,000.00 541,928.00 148,041,928.00 4,849,072.00 10% 99% Design-Build

C1018691-01 Irving 3

Rowlett Rowlett DB Austin Road & Bridge 187,699,904.00 7,514,000.00 195,213,904.00 3,163,189.00 190,863,093.00 4,350,811.00 42% 100% Design-Build


Rowlett Station

Additional Parking Lot

Rowlett DB

C-1021269-01Phillips May Corporation 537,333.00 26,867.00 564,200.00 (3,135.48) 534,197.52 30,002.48 -12% 100% Design-Build

Irving Rail Procurement L.B. Foster 8,920,527.00 89,205.00 9,009,732.00 22,132.50 8,942,659.50 67,072.50 25% 100%


Procurement Rowlett Rail Procurement Progress Rail Services 3,394,300.00 33,943.00 3,428,243.00 0.00 3,394,300.00 33,943.00 0% 100%


Lot 1 Archer Western 27,086,234.22 1,092,868.11 28,179,102.33 953,755.61 28,039,989.83 139,112.49 87% 100%


Lot 2 Herzog 3,066,908.64 130,322.84 3,197,231.48 41,410.99 3,108,319.63 88,911.85 32% 100%

NWROF C1012392-02


C1012392-03

Lot 4 Journeyman 3,620,978.69 158,862.01 3,779,840.70 103,002.51 3,723,981.20 55,859.50 65% 100%

C-1012392-04

Lot 9 Macton 834,537.00 41,726.85 876,263.85 0.00 834,537.00 41,726.85 0% 100%

C-1012392-05

TPSS DFI Siemens Transportation 16,444,561.90 552,251.00 16,996,812.90 552,251.37 16,996,813.27 (0.37) 100% 93%


Fare II GFI Genfare 1,832,595.00 50,000.00 1,882,595.00 (215,531.69) 1,617,063.31 265,531.69 -431% 100%


SCS/OCC GE Advanced Comm. Systems 5,264,885.00 421,191.00 5,686,076.00 174,047.15 5,438,932.15 247,143.85 41% 95%

C-1009337-01


C-1011711-01 (Note d)

SLRV Procurement (23)

C-1013706-01Kinkisharyo International 126,730,327.00 2,843,881.00 129,574,208.00 519,835.63 127,250,162.63 2,324,045.37 18% 100%


RPD33)







2015.

Level Boarding Outlying Sta. Phillips May Corporation 4,043,333.00 471,476.00 4,514,809.00 323,016.59 4,366,349.59 148,459.41 69% 100%


Level Boarding Outlying Sta. Phillips May Corporation 278,584.00 25,073.00 303,657.00 10,510.00 289,094.00 14,563.00 42% 100%

C-1019090-01

Level Boarding Outlying Sta. Mart Inc. 261,390.00 23,525.00 284,915.00 (130.46) 261,259.54 23,655.46 -1% 100%

C-1019090-02

TOTALS: $1,102,623,646 $38,915,248 $1,141,538,894 $13,326,499 $1,115,950,145 $25,588,750









Systems


Systems

Vehicle Procurement

Vehicle

Light Rail Transit Buildout Phase IIB

Taxi Interlocking (p. RPD 32)

DART and DB working on final SA

related to disputed items. Anticipated

date to complete software revision for

Authority testing is May 31, 2015.


Removal Lot 2


Removal Lot 1

Systems



Approved Approved Total Current Remaining Percent Percent Additional Contract Issues Issue Status

Rail Section/ Consultant/ Contract Contingency/ Approved Contract Contingency/ Contingency Contract Comments



Lot 1 Archer Western 8,229,549.63 332,043.66 8,561,593.29 289,777.42 8,519,327.05 42,266.24 87% 100%


Lot 2 Herzog 931,811.95 39,595.70 971,407.65 12,581.81 944,393.76 27,013.89 32% 100%

NWROF C1012392-02

Construction (12.7%) Lot 3 Mass Electric 1,433,741.10 60,920.93 1,494,662.03 17,774.07 1,451,515.17 43,146.87 29% 100%

C1012392-03

Lot 4 Journeyman 1,100,153.81 48,266.69 1,148,420.50 31,294.00 1,131,447.81 16,972.69 65% 100%

C-1012392-04

Lot 9 Macton 253,555.50 12,677.78 266,233.28 0.00 253,555.50 12,677.78 0% 100%

C-1012392-05

SOC-3 Real Estate

Design Blue Alliance Partners, a JV 14,363,552.00 0.00 14,363,552.00 0.00 14,363,552.00 0.00 0% 67%

C-1022575-1 (Note g)

SOC 3 - CMGC CM/GC South Oak Cliff Transit Partners, a JV 1,373,126.00 0.00 1,373,126.00 (313,060.00) 1,060,066.00 0.00 0% 100%

(Terminated) C-1022574-1 (Note d) (Note h)

SOC3-SOCA CM/GC 105,005,011.00 0.00 105,005,011.00 0.00 105,005,011.00 0.00 0% 6%

Building Permits (p.RPD42)

Both UNT Station and Camp Wisdom

Station building permits issued in

February 2015. Issue is closed.

C-1022574-02 (Note f) Earthwork (p. RPD42)

Approx. 11,000 old tires have been

unearthed and disposed.

SCS/OCC GE Advanced Comm. Systems 62,618.00 5,009.00 67,627.00 71.00 62,689.00 4,938.00 1% 100%

C-1009337-01

TPSS DFI Siemens Transportation 256,077.00 9,597.72 265,674.72 9,597.72 265,674.72 0.00 100% 100%

C-1012105-01/02 Systems, Inc.

115 C-Unit Mods W/ATP Kinkisharyo/Itochu 21,393,573.00 669,622.00 22,063,195.00 153,622.00 21,547,195.00 516,000.00 23% 100%

C-1011711-01 (Note c)

TMRR 1,666,500.00 83,325.01 1,749,825.01 0.00 1,666,500.00 83,325.01 0% 80%

C-2003140-01 (Note e)

TOTALS: $156,069,269 $1,261,058 $157,330,327 $201,658 $156,270,927 $746,340










Approved Approved Total (note b) Current Remaining Percent Percent Additional Contract Issues Issue Status

Consultant/ Contract Contingency Approved Executed Contract Contingency Contingency Contract Comments


(A) (B) (C=A+B) (D) (E=A+D) (F=B-D) (G=D/B) Note a

Belt Line-Story Grade Separation McCarthey Building $43,006,362 $3,685,753 $46,692,115 $3,134,799 $46,141,161 $550,954 85% 100%Bridge Crack Repairs (p. RPD49)



C-1012696-01 CompaniesIncreased contingency by $245,244 per Board Resolution 080164

Contractor Soil Placed on Third Party

Property (p. RPD49)




C-1012577-01 (Note c)



Pending


Tracking Track Material Progress Rail Services $1,261,356 $37,841 $1,299,197 ($46,032) $1,215,324 $83,873 -122% 100%

C-1016855-01

TRE Deck Cracking Repair for TRE Grade

Separation Bridge

C-1020803-01

TRE

TRE Southwest Construction Services, Inc.

Executed

Changes

(Note b)

Contract Package

Systems

Vehicle Procurement

SOC-3 CM/GC South Oak Cliff Alliance

Commuter Rail

SOC 3 - Design

Facility/

Track Materials for SOC-3

Systems

TRE

TRE

TRE

Progress Rail Services Corp

$836,002 100%$50,956 $817,930 $18,072 $766,974 $69,028 74%




TREPositive Train Control

C-1019272-01Stantec Consulting Services, Inc. $4,386,248 $219,312 $4,605,560 $0 $4,386,248 $219,312 0% 17% Spectrum Availability (p. RPD52)

DART executed spectrum license

purchase agreement; filed necessary

application and waiver request. TRE &

regional partners will continue

negotiating lease options until FCC grants

assignment application.



Obsession Bridge

Historical Value (p. RPD53)

Bridge truss eligible for NRHP; new

design & removal of truss bridge will

require mitigation. DART responsible

for THC effort, which will be concurrent

with design effort.

Coordination Efforts (p. RPD53)Coordination required with Army COE

and EPA, and will require 404 Permit.

TOTALS: $60,915,110 $4,356,756 $65,271,866 $3,406,871 $64,321,981 $949,885





Approved Approved Total (note c) Current Remaining Percent Percent Additional Contract Issues Issue Status

Facility/ Consultant/ Contract Contingency Approved Executed Contract Contingency Contingency Contract Comments


(A) (B) (C=A+B) (D) (E=A+D) (F=B-D) (G=D/B) Note b



Bryan/Hawkins Lots 1 & 2 Progress Rail $2,761,480 $110,460 $2,871,940 ($78,164) $2,683,316 $188,624 -71% 100%




NE Facility Construction Pending $0 $0 $0 $0 $0 $0 0% 0%

Pending


C-1009337-01 (note d)


SCS/OCC (note e)








C-2011786-01


C-2011787-01

Pending Pending $0 $0 $0 $0 $0 $0 0% 0%


C-1009337-01

TSP SystemRefer to Intelligent Transportation Systems

(ITS) Dept. for contract info.

Funding Identification (p. RPD64)Outside efforts to identify funding have

so far been unsuccessful.

Cotton Belt Pending Pending New Vehicle Development (p. RPD64)

Should rail be advanced in the corridor,

DART is committed to developing new

FRA-compliant vehicle with light rail

characteristics and size.

Community Concerns (p. RPD64)No recent coordination with the

community.

Design Options (p. RPD64)BRT and lower cost LRT options now

being considered.

Pending

Lake Highlands Station SCS/OCC

$0 $0

DART Police Facilities NE Facility

$0 $0 0% 0%

Systems

Track Materials for CBD Rail

Replacement

$0

$0


TRE

$0

$0 0% 0%

Track Installation for the CBD

Rail Limited Replacement Project

TRE Pending $0 $0




CCTV-48 Vehicles Procurement &

Installation

SCS/OCC CROF TPSS

$0 $0




Sound Ridership Forecast Approach (p.

RPD65)

Ridership forecasts expected to be

completed by May 2015.

Phased Implementation (p. RPD66)DART investigating feasibility of phased

implementation.

CCTV on SLRVs Pending Pending Design Change (p. RPD74)

Project stakeholders met in March 2015

to review proposed change from using

combination of analog & digital cameras

to using all digital "360" cameras.

Proposal favorably received; change to be

taken to Design Change Control Board in

April 2015 for approval.

15th Street Signal House Relocation Pending Pending Change to Solicitation (p. RPD75)

After recent solicitations resulted in no

bids, DART, Plano senior management

and project team will review, assess

contract requirements and make

necessary revisions for an RFP.

TOTALS: $49,563,027 $3,200,816 $52,763,843 $1,822,363 $51,385,391 $1,378,452




c) The dollars shown in executed contract modifications are based on project controls' physical possession of a copy of the executed document.

d) SCS-OCC Contract contingency was used to provide SCADA interfaces for Lake Highlands.





Approved Approved Total (Note b) Current Remaining Percent Percent Additional Contract Issues Issue Status




USOCST Stacy & Witbeck Inc. / $29,188,913 $1,075,520 $30,264,433 $89,857 $29,278,770 $985,663 0% 94% Schedule Delays (p. RPD76)

Liquidated damages being assessed, but

not collected at this time. DB has

provided notice of delay, continues to

complete punch list work and address an


Discussions continue with DB regarding

mods to the contract to address vehicle

availability delay and other outstanding

contract issues.


Viaduct Roadway Pavement (p. RPD76)

Anticipated that by the time the vehicle

arrives, COD work will be completed

and no interference with integrated

testing will be experienced.

Pending Pending





time items.





Pending





time items.

C-2016087-01





Southern Streetcar Extension

Projects$0 $0 $0 $0 $0 $0ACO

Streetcar Programs

0% 0% 0

Northern Streetcar Extension

Projects


$0 $0 $0 $0 $0 $0 0% 0% 0



SSO Requirement (p. RPD77-78)DART project team working with City,

TxDOT & MATA to meet requirements.

DUCSS $5,506,191 $220,248 $5,726,439 ($42,258) $5,463,933 $262,506 -19% 46%

Coordination with FBC-Dallas and Other

Adjacent Property Owners (p. RPD78)

Successful coordination continues

between construction contractor and

property owners.

C-1021601-01

Design Revisions (p. RPD78)

-Authority received contractor pricing on

required utility mods; contract mod in

process.

-Contract mod executed for traffic signal

redesign; work completed; awaiting AC

power for testing; schedule impact under

review.

-Contract mod for full lane reconstruction

is in process.

-OCS redesign in Olive/Federal area is

needed; contract mod in process.

-Additional OCS pole required to meet

minimum wire height through Federal

Street overpass area; will not impact

testing and proposed completion dates.

Schedule (p. RPD78)

DART and contractor negotiated overall

and final time impacts. Current

contractor schedule submittals reflect

turnover by mid-April 2015, and Final

Acceptance by end of April 2015. COD

Olive St. project TPSS installation was

completed in February 2015; TPSS AC

power supply installation in process.

SVCODT

$8,974,130 $448,707 $9,422,837 $0 $8,974,130 $448,707 0% 24%

Timely Vehicle Delivery (p. RPD79-80)

BEC added staff and contract

engineering, implemented night shift and

6-day work week, and have worked

closely with DART to identify/monitor

progress on critical path activities. BEC

adjusted schedule to reflect delivery date

of March 11, 2015, for first vehicle, with

delivery of second vehicle to follow at a

later date.

C-1021774-01

Involvement of Operations and Maintenance

Departments (p. RPD80)

Meetings held regularly with Operations

and Maintenance. Brookville providing

web-based overviews for DART staff.

DART O&M staff able to view vehicle

while visiting Brookville during February

2015.

SCS/OCC$90,916 $0 $90,916 $0 $90,916 $0 0% 0%

C-1009337-01 (Note d)

TOTALS: $43,760,150 $1,744,475 $45,504,625 $47,599 $43,807,749 $1,696,876












Red & Blue Line Station

Extensions and Level BoardingPending Pending Timely Grant Guidance (p. RPD85)

DART awaiting FTA release of Grant

guidance related to Core Capacity

projects.

TOTALS:


GRAND TOTALS: $3,241,007,261 $118,211,313 $3,359,218,574 $44,019,683 $3,285,026,944 $73,878,570

Brookville Equipment Corporation







SCS/OCC Streetcar(Pending)


TIGER

GE Advanced Comm. Systems


Treasury Second Quarter FY 2015

Table of Contents

Section 6 – Quarterly Investment Report – March 2015 --- Statement of Compliance

T1 Quarterly Investment Report Summary

T3 Security Transactions – Purchases

T4 Security Transaction – Maturities, Calls, & Sales

T5 Current Portfolio – Total

T8 Portfolio Analysis by Fund

T9 Changes in Market Value of Investments

T11 Callable Securities Analysis

T13 Defined Benefit Plan Summary

T14 Debt Obligations

T1 Second Quarter FY 2015

2nd Qtr FY15

(Ending Amortized Values) Portfolio Agencies T-Bills & Notes CP MMF's Fund Totals YTM CompliantManaged Funds

General Operating 586,435,542$ -$ 119,863,008$ 33,352,836$ 739,651,386$ 0.704% Yes Financial Reserve 50,099,426$ -$ -$ 202$ 50,099,628$ 1.115% Yes Capital Reserve 2,500,000$ -$ 925,117$ 132,004$ 3,557,121$ 0.491% Yes Insurance 11,300,000$ -$ -$ -$ 11,300,000$ 1.107% Yes 2012 Bond SEAF -$ -$ -$ 7,858,369$ 7,858,369$ 0.089% Yes

650,334,968$ -$ 120,788,125$ 41,343,411$ 812,466,504$ 0.727%

Constrained Funds Debt Service 76,084,455$ 8,016,812$ -$ 52,258$ 84,153,526$ 0.105% Yes Regional Toll Road -$ -$ -$ 2,716,520$ 2,716,520$ 0.000% N/A COD Streetcar -$ -$ -$ 8,016,288$ 8,016,288$ 0.000% N/A

76,084,455$ 8,016,812$ -$ 10,785,065$ 94,886,333$ 0.093%

All Funds 726,419,423$ 8,016,812$ 120,788,125$ 52,128,476$ 907,352,836$ 0.662%

FY14 1st Qtr 0.5372nd Qtr 0.6093rd Qtr 0.6104th Qtr 0.661

FY15 1st Qtr 0.7172nd Qtr 0.716

Yield to MaturityManaged Funds

Quarterly Investment Report Summary

All funds were in full compliance with the requirements of both the Texas Public Funds Investment Act and 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.

The yield to maturity of the Managed Funds ended the 2nd quarter just 1/10th of 1 basis point below the 1st quarter of this year. This remains a solid 17% better than the same reporting period last fiscal year. 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; 2012 Bond 100% money-market funds; Regional Toll Road 100% money-market funds;

Streetcar 100% money-market funds; and Debt Service investment maturities tied to semi-annual and annual payments.

T2 Second Quarter FY 2015

Quarterly Investment Report Summary 2nd Qtr FY15

0.000.100.200.300.400.500.600.700.80

APR14

MAY14

JUN

14

JUL14

AUG

14

SEP14

OC

T14

NO

V14

DEC

14

JAN15

FEB15

MAR

15

Perc

ent Y

ield

Historical Performance Against Benchmarks

Managed Funds

Managed Funds BenchmarkConstrained Funds

Constrained Funds Benchmark

FY12 FY13 FY14 FY15

Actual 0.44% 0.38% 0.53% 0.64%

Benchmark 0.18% 0.19% 0.29% 0.39%0

102030405060708090

100

MAR 14 MAR 15

Perc

ent

0

200

400

600

800

1,000

1,200

1,400APR

13

MAY13

JUN

13

JUL13

AUG

13

SEP13

OC

T13

NO

V13

DEC

13

JAN14

FEB 14

MAR

14

APR14

MAY14

JUN

14

JUL14

AUG

14

SEP14

OC

T14

NO

V14

DEC

14

JAN15

FEB 15

MAR

15

Day

s

Operating Financial Reserve Insurance 2012 Bond

Weighted Average Maturities

Investments by Maturity Range Average Yield to Maturity

T3 Second Quarter

FY2015

Security Transactions - Purchases

Purchase Date CUSIP Security Description Face Value Maturity

DateCall Date

Yieldto Worst Cost Value Investment

Number

OPERATING FUND1/20/15 3130A3U77 FHLB 0.82 1/20/2017-16 10,000,000$ 01/20/17 01/20/16 0.820 10,000,000$ 15-00532/12/15 0027A1Y60 Abbey National 0 11/6/2015 10,000,000$ 11/06/15 --- 0.549 9,959,950$ 15-00612/27/15 2254EBSU6 Credit Suisse 0 5/28/2015 10,000,000$ 05/28/15 --- 0.193 9,995,250$ 15-00642/13/15 3495P3VC6 Fortis Funding 0 8/12/2015 10,000,000$ 08/12/15 --- 0.325 9,984,000$ 15-00582/11/15 3495P3XW0 Fortis Funding 0 10/30/2015 10,000,000$ 10/30/15 --- 0.468 9,966,650$ 15-00562/24/15 63873KTR8 Natixis 0 6/25/2015 10,000,000$ 06/25/15 --- 0.274 9,990,925$ 15-00622/4/15 63873KV61 Natixis 0 8/6/2015 10,000,000$ 08/06/15 --- 0.355 9,982,208$ 15-00552/13/15 83369CWH3 Societe Generale 0 9/17/2015 10,000,000$ 09/17/15 --- 0.427 9,974,800$ 15-00573/30/15 3130A0GK0 FHLB 0.375 12/30/2015 10,000,000$ 12/30/15 --- 0.264 10,017,675$ 15-00713/30/15 3130A4KF8 FHLB 0.41 3/30/2016-15 10,000,000$ 03/30/16 06/30/15 0.410 10,000,000$ 15-00703/24/15 3130A4QQ8 FHLB 0.75 3/24/2017 10,000,000$ 03/24/17 --- 0.772 9,995,640$ 15-00683/23/15 3133EEUD0 FFCB 0.78 3/23/2017-16 4,290,000$ 03/23/17 03/23/16 0.780 4,290,000$ 15-00673/30/15 3134G6PG2 FHLMC 0.75 3/30/2017-15 10,000,000$ 03/30/17 09/30/15 0.750 10,000,000$ 15-0069

TOTAL 124,290,000$ 0.478 124,157,098$

1/9/15 313588GE9 FNMA 0 5/29/2015 14,775,000$ 05/29/15 --- 0.076 14,770,691$ 15-00501/12/15 912828PJ3 T-Bond 1.375 11/30/2015 3,978,000$ 11/30/15 --- 0.213 4,025,174$ 15-00512/17/15 3130A46W7 FHLB 0.19 11/17/2015 4,025,000$ 11/17/15 --- 0.228 4,023,869$ 15-00602/13/15 313384GB9 FHLB 0 5/26/2015 14,773,000$ 05/26/15 --- 0.050 14,770,907$ 15-00593/13/15 313384GE3 FHLB 0 5/29/2015 14,772,000$ 05/29/15 --- 0.066 14,769,946$ 15-00663/13/15 912828PJ3 T-Bond 1.375 11/30/2015 3,977,000$ 11/30/15 --- 0.208 4,025,719$ 15-0065

TOTAL 56,300,000$ 0.096 56,386,306$

2/25/15 3134G6ER0 FHLMC 1 8/25/2017-15 4,700,000$ 08/25/17 08/25/15 1.000 4,700,000$ 15-0063

TOTAL 4,700,000$ 1.000 4,700,000$

1/20/15 00084CUA8 ABN Amro 0 7/10/2015 926,000$ 07/10/15 --- 0.345 924,505$ 15-00541/13/15 3130A3VK7 FHLB 0.32 1/13/2016 1,250,000$ 01/13/16 --- 0.320 1,250,000$ 15-00521/8/15 3135G0UA9 FNMA 0.75 2/6/2017-15 1,250,000$ 02/06/17 02/06/15 0.810 1,252,421$ 15-0049

TOTAL 3,426,000$ 0.506 3,426,925$

GRAND TOTAL 188,716,000$ 0.378 188,670,329$

DEBT SERVICE FUND

FINANCIAL RESERVE FUND

CAPITAL RESERVE FUND

2nd Qtr FY15

T4 Second Quarter

FY 2015

Security Transactions - Maturities, Calls & Sales

Sale Date Action Maturity

Date CUSIP Security Description Beg Cost Val & Accrued Int.

Int Received Current Qtr

Realized Gain/Loss

Original Disc/(Prem)

OPERATING FUND1/30/15 Matured 01/30/15 2254EBNW7 Credit Suisse 0 1/30/2015 9,979,741.70$ -$ 20,258.30$ 20,258.30$ 2/3/15 Matured 02/03/15 00084CP30 ABN Amro 0 2/3/2015 14,993,033.33$ -$ 6,966.67$ 6,966.67$ 2/4/15 Called 05/12/16 3133ED6Z0 FFCB 0.55 5/12/2016-14 9,990,000.00$ -$ 10,000.00$ 10,000.00$ 2/5/15 Matured 02/05/15 0027A1P52 Abbey National 0 2/5/2015 9,994,377.78$ -$ 5,622.22$ 5,622.22$ 2/12/15 Called 08/28/17 3130A0Z78 FHLB 1.1 8/28/2017-14 10,000,000.00$ -$ -$ -$ 2/16/15 Called 08/16/17 3136G0UX7 FNMA Step 8/16/2017-13 2,999,187.50$ 11,250.00$ 1,500.00$ 1,500.00$ 2/27/15 Matured 02/27/15 0027A1PT0 Abbey National 0 2/27/2015 9,979,155.56$ -$ 20,844.44$ 20,844.44$ 3/3/15 Matured 03/03/15 83369CQ31 Societe General 0 3/3/2015 9,995,527.78$ -$ 4,472.22$ 4,472.22$ 3/4/15 Called 03/04/16 3136G1F87 FNMA 0.5 3/4/2016-15 10,000,000.00$ 25,000.00$ -$ -$ 3/10/15 Matured 03/10/15 83365SQA4 Societe General 0 3/10/2015 9,973,000.00$ -$ 27,000.00$ 27,000.00$ 3/13/15 Matured 03/13/15 3495P3QD0 Fortis Funding 0 3/13/2015 9,972,625.00$ -$ 27,375.00$ 27,375.00$ 3/27/15 Called 03/27/17 3130A1A40 FHLB 0.8 3/27/2017-15 10,000,000.00$ 40,000.00$ -$ -$ 3/27/15 Called 03/27/17 3130A1AW8 FHLB 1 3/27/2017-14 10,000,000.00$ 50,000.00$ -$ -$ 3/27/15 Called 01/19/16 3133ECLR3 FFCB 0.34 1/19/2016-13 9,990,000.00$ -$ 10,000.00$ 10,000.00$ 3/27/15 Called 12/24/15 3133EDCG5 FFCB 0.35 12/24/2015-14 9,986,291.67$ -$ 14,000.00$ 14,000.00$

TOTAL 147,852,940.32$ 126,250.00$ 148,038.85$ 148,038.85$

2012 BOND FUND1/23/15 Matured 01/23/15 86562LNP3 Sumitomo 0 1/23/2015 9,997,333.33$ -$ 2,666.67$ 2,666.67$

TOTAL 9,997,333.33$ -$ 2,666.67$ 2,666.67$

FINANCIAL RESERVE FUND2/15/15 Called 08/15/16 3135G0TY9 FNMA 0.6 8/15/2016-13 4,597,700.00$ 13,800.00$ 2,300.00$ 2,300.00$

TOTAL 4,597,700.00$ 13,800.00$ 2,300.00$ 2,300.00$

GRAND TOTAL 162,447,973.65$ 140,050.00$ 153,005.52$ 153,005.52$

2nd Qtr FY15

T5 Second Quarter

FY 2015

Current Portfolio - Total

SecurityDescription CUSIP Face Value Rate Mat

DateYieldMatur

Yield Worst

Period Beg Book Value

Period End Book Value Market Value Purch.

DateInvest

#

Abbey National 0 4/2/20027A1R27 10,000,000$ 0.000 4/2/15 0.294 0.294 9,997,342$ 9,999,839$ 10,000,000$ 11/5/14 15-0023

ABN Amro 0 4/17/201 00084CRH7 10,000,000$ 0.000 4/17/15 0.417 0.417 9,994,533$ 9,998,064$ 9,999,000$ 7/22/14 14-0123

Abbey National 0 5/14 0027A1SE0 10,000,000$ 0.000 5/14/15 0.335 0.335 9,993,125$ 9,995,967$ 9,998,000$ 11/6/14 15-0025

FHLB 0 5/20/2015 313384FV6 6,759,000$ 0.000 5/20/15 0.132 0.132 6,757,023$ 6,757,780$ 6,758,615$ 12/2/14 15-0038

FHLB 0 5/26/2015 313384GB9 14,773,000$ 0.000 5/26/15 0.050 0.050 14,771,215$ 14,771,851$ 14,772,055$ 2/13/15 15-0059

Credit Suisse 0 5/28/2 2254EBSU6 10,000,000$ 0.000 5/28/15 0.193 0.193 9,995,303$ 9,996,939$ 9,996,700$ 2/27/15 15-0064

FHLB 0 5/29/2015 313384GE3 14,932,000$ 0.000 5/29/15 0.086 0.086 14,928,827$ 14,929,920$ 14,930,985$ 12/12/14 15-0040

FNMA 0 5/29/2015 313588GE9 14,775,000$ 0.000 5/29/15 0.076 0.076 14,772,230$ 14,773,184$ 14,773,995$ 1/9/15 15-0050

FHLB 0 5/29/2015 313384GE3 14,772,000$ 0.000 5/29/15 0.066 0.066 -$ 14,770,426$ 14,770,996$ 3/13/15 15-0066

Natixis 0 6/5/2015 6323A1T55 10,000,000$ 0.000 6/5/15 0.366 0.366 9,990,300$ 9,993,400$ 9,995,490$ 10/10/14 15-0003

Natixis 0 6/25/2015 63873KTR8 10,000,000$ 0.000 6/25/15 0.274 0.274 9,991,225$ 9,993,550$ 9,992,000$ 2/24/15 15-0062

Societe General 0 7/7 83369CU77 10,000,000$ 0.000 7/7/15 0.386 0.386 9,986,383$ 9,989,656$ 9,993,000$ 10/10/14 15-0002

ABN Amro 0 7/10/201 00084CUA8 926,000$ 0.000 7/10/15 0.345 0.345 924,846$ 925,117$ 925,444$ 1/20/15 15-0054

FFCB 0.35 7/30/2015 3133ECHV9 10,000,000$ 0.350 7/30/15 0.381 0.381 9,998,720$ 9,998,981$ 10,007,400$ 3/15/13 13-0061

Natixis 0 8/6/2015 63873KV61 10,000,000$ 0.000 8/6/15 0.355 0.355 9,984,542$ 9,987,556$ 9,989,000$ 2/4/15 15-0055

Fortis Funding 0 8/12/ 3495P3VC6 10,000,000$ 0.000 8/12/15 0.325 0.325 9,985,333$ 9,988,089$ 9,987,000$ 2/13/15 15-0058

Societe Generale 0 9/ 83369CWH3 10,000,000$ 0.000 9/17/15 0.427 0.427 9,976,550$ 9,980,167$ 9,983,000$ 2/13/15 15-0057

Fortis Funding 0 10/303495P3XW0 10,000,000$ 0.000 10/30/15 0.468 0.468 9,968,822$ 9,972,783$ 9,974,000$ 2/11/15 15-0056

Abbey National 0 11/6 0027A1Y60 10,000,000$ 0.000 11/6/15 0.549 0.549 9,962,350$ 9,967,000$ 9,969,580$ 2/12/15 15-0061

FHLB 0.19 11/17/20153130A46W7 4,025,000$ 0.190 11/17/15 0.228 0.228 4,024,009$ 4,024,403$ 4,024,678$ 2/17/15 15-0060

FFCB 0.25 11/19/20153133EDFF4 10,000,000$ 0.250 11/19/15 0.285 0.285 10,000,000$ 10,000,000$ 9,993,800$ 2/27/14 14-0076

FHLMC 0 11/20/2015 313396PM9 4,033,000$ 0.000 11/20/15 0.213 0.213 4,026,766$ 4,027,495$ 4,028,431$ 12/12/14 15-0039

FFCB 0.24 11/27/20153133EDFV9 10,000,000$ 0.240 11/27/15 0.288 0.288 10,000,000$ 10,000,000$ 9,991,600$ 3/20/14 14-0094

FHLMC 0 11/30/2015 313396PX5 2,032,000$ 0.000 11/30/15 0.192 0.192 2,029,066$ 2,029,397$ 2,029,600$ 12/2/14 15-0037

T-Bond 1.375 11/30/2 912828PJ3 3,978,000$ 1.375 11/30/15 0.213 0.213 4,012,770$ 4,008,850$ 4,008,766$ 1/12/15 15-0051

T-Bond 1.375 11/30/2 912828PJ3 3,977,000$ 1.375 11/30/15 0.208 0.208 -$ 4,007,961$ 4,007,758$ 3/13/15 15-0065

FHLB 0.375 12/30/2013130A0GK0 10,000,000$ 0.375 12/30/15 0.264 0.264 -$ 10,008,270$ 10,009,700$ 3/30/15 15-0071

FHLB 0.32 1/13/2016 3130A3VK7 1,250,000$ 0.320 1/13/16 0.320 0.320 1,250,000$ 1,250,000$ 1,250,038$ 1/13/15 15-0052

FFCB 0.37 2/12/2016- 3133EDEZ1 6,750,000$ 0.370 2/12/16 0.405 0.405 6,750,000$ 6,750,000$ 6,750,405$ 9/4/14 14-0142

FFCB 0.4 3/24/2016-1 3133EDHD7 9,000,000$ 0.400 3/24/16 0.413 0.413 9,000,000$ 9,000,000$ 8,995,950$ 3/24/14 14-0095

FHLB 0.41 3/30/2016- 3130A4KF8 10,000,000$ 0.410 3/30/16 0.410 0.410 -$ 10,000,000$ 9,999,000$ 3/30/15 15-0070

FHLMC 0.5 4/1/2016- 3134G4YD4 10,000,000$ 0.500 4/1/16 0.500 0.500 10,000,000$ 10,000,000$ 10,000,000$ 4/1/14 14-0098

FFCB 0.41 4/12/2016- 3133ECLA0 4,030,000$ 0.410 4/12/16 0.427 0.427 4,030,000$ 4,030,000$ 4,028,307$ 4/25/13 13-0073

FFCB 0.41 4/12/2016- 3133ECLA0 500,000$ 0.410 4/12/16 0.427 0.427 500,000$ 500,000$ 499,790$ 4/30/13 13-0080

FHLB 0.45 5/9/2016-1 313382V75 10,000,000$ 0.450 5/9/16 0.450 0.450 10,000,000$ 10,000,000$ 10,000,500$ 5/9/13 13-0083

FFCB 0.43 5/23/2016- 3133ECQ31 10,000,000$ 0.430 5/23/16 0.457 0.457 10,000,000$ 10,000,000$ 9,991,800$ 5/23/13 13-0094

FHLMC 0.45 5/27/201 3134G4VK1 6,855,000$ 0.450 5/27/16 0.450 0.450 6,855,000$ 6,855,000$ 6,857,605$ 2/27/14 14-0075

FHLMC 0.5 5/27/20163134G4WC8 10,000,000$ 0.500 5/27/16 0.500 0.500 10,000,000$ 10,000,000$ 10,003,900$ 3/3/14 14-0082

FHLB 0.5 6/27/2016-1 3130A0HA1 10,000,000$ 0.500 6/27/16 0.503 0.503 10,000,000$ 10,000,000$ 10,001,700$ 12/27/13 14-0046

FHLB 0.42 6/30/2016 3130A3HQ0 5,000,000$ 0.420 6/30/16 0.420 0.420 5,000,000$ 5,000,000$ 4,992,850$ 11/14/14 15-0029

FFCB 0.45 7/12/2016- 3133ECLB8 10,000,000$ 0.450 7/12/16 0.482 0.482 10,000,000$ 10,000,000$ 9,990,800$ 5/23/13 13-0093

FFCB 0.45 7/12/2016- 3133ECLB8 10,000,000$ 0.450 7/12/16 0.450 0.450 10,000,000$ 10,000,000$ 9,990,800$ 10/24/14 15-0013

FNMA 0.5 7/29/2016-13136G1KY4 1,000,000$ 0.500 7/29/16 0.500 0.500 1,000,000$ 1,000,000$ 998,760$ 4/29/13 13-0076

FFCB 0.53 8/19/2016- 3133EDT69 10,000,000$ 0.530 8/19/16 0.619 0.619 9,991,323$ 9,992,887$ 9,991,700$ 9/16/14 14-0147

FHLMC 0.58 8/26/201 3134G56B6 10,000,000$ 0.580 8/26/16 0.585 0.585 10,000,000$ 10,000,000$ 10,005,500$ 6/30/14 14-0117

FHLMC 0.57 8/26/201 3134G5GE9 10,000,000$ 0.570 8/26/16 0.570 0.570 10,000,000$ 10,000,000$ 10,006,500$ 8/26/14 14-0134

2nd Qtr FY15

T6 Second Quarter

FY 2015



DateYieldMatur

Yield Worst



DateInvest

#

2nd Qtr FY15

FFCB 0.53 9/6/2016-1 3133EDG30 10,000,000$ 0.530 9/6/16 0.591 0.591 10,000,000$ 10,000,000$ 9,988,500$ 3/6/14 14-0087

FHLMC 0.65 9/14/201 3134G36J4 3,965,000$ 0.650 9/14/16 0.664 0.664 3,965,000$ 3,965,000$ 3,968,172$ 7/23/14 14-0124

FHLMC 0.7 9/19/2016 3134G5HA6 10,000,000$ 0.700 9/19/16 0.700 0.700 10,000,000$ 10,000,000$ 10,010,900$ 9/19/14 14-0151

FFCB 0.65 10/11/20163133EDUV2 10,000,000$ 0.650 10/11/16 0.660 0.660 9,998,447$ 9,998,528$ 10,010,700$ 9/11/14 14-0148

FNMA 0.625 10/25/20 3135G0WL3 4,120,000$ 0.625 10/25/16 0.660 0.660 4,120,000$ 4,120,000$ 4,118,064$ 7/2/14 14-0118

FFCB 0.54 11/7/2016- 3133ECNT7 10,000,000$ 0.540 11/7/16 0.559 0.559 10,000,000$ 10,000,000$ 9,983,200$ 5/24/13 13-0095

FFCB 0.54 11/7/2016- 3133ECNT7 9,000,000$ 0.540 11/7/16 0.750 0.750 9,000,000$ 9,000,000$ 8,984,880$ 7/30/14 14-0129

FNMA 0.7 11/18/2016 3136G1XH7 10,000,000$ 0.700 11/18/16 0.707 0.707 9,999,279$ 9,999,364$ 9,989,800$ 11/18/13 14-0017

FHLMC 0.625 11/25/2 3134G45L8 1,545,000$ 0.625 11/25/16 0.625 0.625 1,545,000$ 1,545,000$ 1,545,402$ 5/29/13 13-0097

FHLB 0.75 11/28/2016 3130A0Z45 7,142,857$ 0.750 11/28/16 0.750 0.747 7,142,857$ 7,142,857$ 7,148,643$ 2/28/14 14-0080

FHLB 0.65 12/6/2016- 3130A0ZP8 4,900,000$ 0.650 12/6/16 0.678 0.678 4,900,000$ 4,900,000$ 4,899,314$ 3/6/14 14-0088

FFCB 0.7 12/19/2016- 3133EDC42 10,000,000$ 0.700 12/19/16 0.720 0.720 10,000,000$ 10,000,000$ 9,992,200$ 12/19/13 14-0037

FHLMC 0.75 12/27/20 3134G4QP6 10,000,000$ 0.750 12/27/16 0.770 0.770 10,000,000$ 10,000,000$ 10,008,900$ 12/27/13 14-0041

FHLB 0.8 12/30/2016- 3130A3Q23 10,000,000$ 0.800 12/30/16 0.800 0.800 10,000,000$ 10,000,000$ 10,012,300$ 12/30/14 15-0048

FHLB 0.82 1/20/2017- 3130A3U77 10,000,000$ 0.820 1/20/17 0.820 0.820 10,000,000$ 10,000,000$ 10,071,300$ 1/20/15 15-0053

FHLMC 0.85 1/24/201 3134G5BT1 10,000,000$ 0.850 1/24/17 0.860 0.860 10,000,000$ 10,000,000$ 10,004,800$ 7/24/14 14-0127

FNMA 0.75 2/6/2017-13135G0UA9 1,250,000$ 0.750 2/6/17 0.810 0.810 1,250,000$ 1,250,000$ 1,248,975$ 1/8/15 15-0049

FFCB 0.74 2/17/2017- 3133EEBY5 8,000,000$ 0.740 2/17/17 0.763 0.763 8,000,000$ 8,000,000$ 7,989,440$ 11/17/14 15-0030

FNMA 0.65 2/27/2017 3135G0XL2 10,000,000$ 0.650 2/27/17 0.650 0.650 10,000,000$ 10,000,000$ 9,983,100$ 5/28/13 13-0096

FFCB 0.78 3/23/2017- 3133EEUD0 4,290,000$ 0.780 3/23/17 0.780 0.780 -$ 4,290,000$ 4,286,825$ 3/23/15 15-0067

FHLB 0.75 3/24/2017 3130A4QQ8 10,000,000$ 0.750 3/24/17 0.772 0.772 -$ 9,995,682$ 10,018,200$ 3/24/15 15-0068

FHLMC 0.75 3/30/201 3134G6PG2 10,000,000$ 0.750 3/30/17 0.750 0.750 -$ 10,000,000$ 10,000,600$ 3/30/15 15-0069

FFCB 0.78 4/3/2017-1 3133ECKL7 10,000,000$ 0.780 4/3/17 0.980 0.980 10,000,000$ 10,000,000$ 9,991,800$ 10/31/13 14-0008

FHLMC 0.82 4/28/201 3134G5M69 10,000,000$ 0.820 4/28/17 0.820 0.820 10,000,000$ 10,000,000$ 10,000,200$ 10/28/14 15-0016

FFCB 0.98 5/12/2017- 3133ED6U1 10,000,000$ 0.980 5/12/17 0.980 0.980 10,000,000$ 10,000,000$ 9,997,900$ 11/12/13 14-0012

FNMA 1 5/15/2017-14 3136G1WV7 10,750,000$ 1.000 5/15/17 1.022 1.022 10,750,000$ 10,750,000$ 10,753,225$ 11/15/13 14-0016

FNMA 0.7 5/22/2017-13135G0XE8 3,000,000$ 0.700 5/22/17 0.745 0.745 3,000,000$ 3,000,000$ 2,994,930$ 5/22/13 13-0092

FHLB 0.97 6/6/2017-1 3130A0X62 10,000,000$ 0.970 6/6/17 0.970 0.970 10,000,000$ 10,000,000$ 10,000,500$ 3/6/14 14-0086

FHLMC 0.875 6/23/20 3134G56V2 10,000,000$ 0.875 6/23/17 0.910 0.910 9,995,095$ 9,996,417$ 9,998,700$ 11/24/14 15-0032

FHLMC 1 6/27/2017-1 3134G4PB8 10,000,000$ 1.000 6/27/17 1.000 1.000 10,000,000$ 10,000,000$ 10,002,000$ 12/27/13 14-0043

FHLB 1 6/27/2017-14 3130A0HH6 6,730,000$ 1.000 6/27/17 1.127 1.127 6,730,000$ 6,730,000$ 6,730,404$ 1/23/14 14-0058

FHLMC 0.9 6/29/2017 3134G5SL0 3,000,000$ 0.900 6/29/17 0.912 0.912 2,999,402$ 2,999,555$ 3,001,830$ 12/29/14 15-0045

FHLMC 1.125 7/5/201 3134G3XS4 6,000,000$ 1.125 7/5/17 1.125 1.125 6,000,000$ 6,000,000$ 6,000,000$ 11/22/13 14-0021

FHLB 1.05 7/14/2017- 3130A2JG2 5,100,000$ 1.050 7/14/17 1.050 1.050 5,100,000$ 5,100,000$ 5,100,867$ 7/14/14 14-0122

FHLB 1.05 7/26/2017- 3133802C0 2,025,000$ 1.050 7/26/17 1.105 1.105 2,025,000$ 2,025,000$ 2,025,365$ 4/30/14 14-0101

FNMA 0.85 8/7/2017-13136G1BT5 4,060,000$ 0.850 8/7/17 1.000 1.000 4,060,000$ 4,060,000$ 4,053,748$ 11/26/13 14-0023

FFCB 1.07 8/18/2017- 3133EDSV5 5,000,000$ 1.070 8/18/17 1.070 1.070 4,999,976$ 4,999,981$ 5,000,600$ 8/20/14 14-0132

FFCB 1.01 8/25/2017- 3133EECS7 500,000$ 1.010 8/25/17 1.020 1.020 500,000$ 500,000$ 499,800$ 11/25/14 15-0035

FHLMC 1 8/25/2017-1 3134G6ER0 4,700,000$ 1.000 8/25/17 1.000 1.000 4,700,000$ 4,700,000$ 4,703,337$ 2/25/15 15-0063

FNMA 1.1 8/28/2017-13135G0NR0 10,415,000$ 1.100 8/28/17 1.103 1.103 10,415,000$ 10,415,000$ 10,420,416$ 11/18/13 14-0018

FNMA 1.125 9/18/201 3136G25J2 10,000,000$ 1.125 9/18/17 1.125 1.125 10,000,000$ 10,000,000$ 10,004,200$ 9/18/14 14-0150

FFCB 0.98 9/18/2017- 3133EAX29 2,795,000$ 0.980 9/18/17 1.022 1.022 2,795,000$ 2,795,000$ 2,790,304$ 10/24/14 15-0014

FHLMC 1.15 9/26/201 3134G5TS4 2,480,000$ 1.150 9/26/17 1.159 1.159 2,479,821$ 2,480,000$ 2,483,522$ 12/26/14 15-0043

FHLMC 1.15 9/27/201 3134G4QB7 14,750,000$ 1.150 9/27/17 1.177 1.177 14,750,000$ 14,750,000$ 14,769,765$ 12/27/13 14-0044

FHLB 1 10/17/2017 3130A3CU6 10,000,000$ 1.000 10/17/17 1.000 1.000 10,000,000$ 10,000,000$ 9,991,100$ 10/17/14 15-0011

FFCB 1.02 10/27/20173133EDZR6 10,000,000$ 1.020 10/27/17 1.020 1.020 10,000,000$ 10,000,000$ 9,975,600$ 10/27/14 15-0015

T7 Second Quarter

FY 2015



DateYieldMatur

Yield Worst



DateInvest

#

2nd Qtr FY15

FHLMC Step 10/30/203134G5MH5 10,000,000$ 0.750 10/30/17 1.165 0.750 10,000,000$ 10,000,000$ 10,001,300$ 10/30/14 15-0017

FNMA 1 11/8/2017-133135G0QW6 5,000,000$ 1.000 11/8/17 1.193 1.193 5,000,000$ 5,000,000$ 4,999,100$ 12/19/13 14-0038

FHLMC 1.25 11/14/20 3134G5DZ5 6,425,000$ 1.250 11/14/17 1.299 1.299 6,425,000$ 6,425,000$ 6,431,618$ 9/17/14 14-0149

FNMA 1.15 11/28/201 3136G2AK3 10,000,000$ 1.150 11/28/17 1.150 1.150 10,000,000$ 10,000,000$ 9,998,400$ 11/28/14 15-0036

FFCB 1.2 12/4/2017-1 3133EDB50 2,845,000$ 1.200 12/4/17 1.260 1.260 2,845,000$ 2,845,000$ 2,843,634$ 12/4/13 14-0028

FHLMC 1.15 12/18/20 3134G4NG9 4,000,000$ 1.150 12/18/17 1.156 1.156 4,000,000$ 4,000,000$ 4,001,000$ 12/18/13 14-0036

FHLMC 1.3 12/26/201 3134G4Q35 8,650,000$ 1.300 12/26/17 1.313 1.313 8,650,000$ 8,650,000$ 8,650,779$ 12/26/13 14-0040

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$ 4,972,350$ 2/4/14 14-0062

FHLMC 1.3 12/26/201 3134G5SV8 3,428,000$ 1.300 12/26/17 1.300 1.300 3,428,000$ 3,428,000$ 3,432,285$ 12/30/14 15-0047

FHLMC 1.25 12/29/20 3134G5UG8 10,000,000$ 1.250 12/29/17 1.250 1.250 10,000,000$ 10,000,000$ 10,016,500$ 12/29/14 15-0046

FHLMC 1 2/14/2018-1 3134G34Y3 3,835,000$ 1.000 2/14/18 1.220 1.220 3,835,000$ 3,835,000$ 3,824,185$ 12/16/14 15-0041

FHLB 1.3 2/26/2018-1 3130A0XC9 4,880,000$ 1.300 2/26/18 1.306 1.306 4,879,393$ 4,879,445$ 4,896,934$ 2/26/14 14-0072

FNMA 1.05 4/2/2018-13136G1JA8 3,990,000$ 1.050 4/2/18 1.381 1.381 3,990,000$ 3,990,000$ 3,967,297$ 9/2/14 14-0139

FNMA 1.2 4/18/2018-13135G0WB5 1,000,000$ 1.200 4/18/18 1.412 1.412 1,000,000$ 1,000,000$ 999,640$ 8/29/14 14-0138

FHLMC 1.05 4/25/201 3134G42R8 3,550,000$ 1.050 4/25/18 1.435 1.435 3,550,000$ 3,550,000$ 3,533,777$ 2/18/14 14-0065

FHLMC Step 4/30/2013134G5MA0 4,275,000$ 0.500 4/30/18 1.593 0.500 4,275,000$ 4,275,000$ 4,275,257$ 10/30/14 15-0018

FHLB 1.33 4/30/2018- 3134G5MM4 565,000$ 1.330 4/30/18 1.330 1.330 565,000$ 565,000$ 565,119$ 10/30/14 15-0019

FNMA 1.03 5/21/2018 3135G0XA6 5,000,000$ 1.030 5/21/18 1.438 1.438 5,000,000$ 5,000,000$ 4,970,850$ 2/21/14 14-0069

FFCB 1.42 5/25/2018- 3133EECV0 5,000,000$ 1.420 5/25/18 1.420 1.420 5,000,000$ 5,000,000$ 4,998,300$ 11/25/14 15-0034

FHLMC 1.5 6/26/2018 3134G5UN3 10,000,000$ 1.500 6/26/18 1.500 1.500 10,000,000$ 10,000,000$ 10,019,300$ 12/26/14 15-0044

FHLMC 1.25 6/27/201 3134G46X1 3,000,000$ 1.250 6/27/18 1.723 1.723 3,000,000$ 3,000,000$ 3,000,360$ 1/7/14 14-0050

FFCB 1.55 10/22/20183133EDZ62 10,000,000$ 1.550 10/22/18 1.550 1.550 10,000,000$ 10,000,000$ 10,011,600$ 10/22/14 15-0012

Amegy Debt Serv. MM 825252109 52,258$ 0.009 --- 0.009 0.009 51,989$ 52,258$ 52,258$ 9/30/11 MM-0002

Fidelity 12 Bond MMF 31607A208 7,858,369$ 0.089 --- 0.089 0.089 10,396,436$ 7,858,369$ 7,858,369$ 8/16/11 MM-0011

Fidelity Op MMF 31607A208 16,867,757$ 0.091 --- 0.091 0.091 8,816,026$ 16,867,757$ 16,867,757$ 9/30/11 MM-0016

PFM Op MMF 693373201 1,218,324$ 0.079 --- 0.079 0.079 1,218,243$ 1,218,324$ 1,218,324$ 11/15/13 MM-0036

Wells Cap Res MMF 61747C772 132,004$ 0.111 --- 0.111 0.111 116,992$ 132,004$ 132,004$ 12/15/14 MM-0038

Wells RTR Plano MM 94975H270 2,716,520$ 0.000 --- 0.000 0.000 2,716,520$ 2,716,520$ 2,716,520$ 9/30/11 MM-0019

Wells Streetcar MMF 94975H270 8,016,288$ 0.000 --- 0.000 0.000 3,664,151$ 8,016,288$ 8,016,288$ 9/30/11 MM-0022

Western Fin Res MMF 52470G304 202$ 0.091 --- 0.091 0.091 1,506$ 202$ 202$ 11/14/13 MM-0033

Western Op MMF 52470G304 15,266,755$ 0.088 --- 0.088 0.088 15,665,110$ 15,266,755$ 15,266,755$ 11/13/13 MM-0031

GRAND TOTALS 907,456,333$ 0.692 0.681 834,756,845$ 907,352,836$ 907,358,882$

T8Second Quarter

FY 2015

Portfolio Analysis by Fund

Operating Fin Res Cap Res Insurance RTR Streetcar 2012 Bond Debt Srv TOTAL

Face Value 739,799$ 50,100$ 3,558$ 11,300$ 2,717$ 8,016$ 7,858$ 84,108$ 907,456$

Market Value 739,654$ 50,105$ 3,556$ 11,294$ 2,717$ 8,016$ 7,858$ 84,158$ 907,359$

Unrealized Gain (Loss) 2$ 6$ (1)$ (6)$ -$ -$ -$ 5$ 6$

Ending Amort. Book Value 739,651$ 50,100$ 3,557$ 11,300$ 2,717$ 8,016$ 7,858$ 84,154$ 907,353$

Cash Balance in dda accounts 594$ -$ -$ -$ -$ -$ -$ -$ 594$

Amortized Value Plus Cash 740,245$ 50,100$ 3,557$ 11,300$ 2,717$ 8,016$ 7,858$ 84,154$ 907,946$

Accrued Interest 1,214$ 117$ 2$ 23$ -$ -$ -$ 37$ 1,393$

TOTAL FUND VALUE 741,459$ 50,216$ 3,559$ 11,323$ 2,717$ 8,016$ 7,858$ 84,191$ 909,340$

KEY COMPLIANCE TARGETS Minimum Fund Requirement 90,241$ 10,970$

Excess / (Shortfall) in Fund 651,218$ 352$

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

Actual Avg. Fund Maturity (days) 551 917 366 1,126 1 1 1 244 521

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

Actual Max. Invest. Maturity (days) 1,301 1,151 678 1,157 1 275

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

Is Fund CPSL Compliant? Yes

INVESTMENT COMPARISON

Yield to Worst 0.698% 1.114% 0.491% 0.693% 0.000% 0.000% 0.089% 0.105% 0.652% 6-Month T-Bill 0.105% 0.105% 0.105% 0.105% 0.105% 0.105% 0.105% 0.105% 0.105% Wgt. Average Fund Variance 0.593% 1.009% 0.386% 0.588% -0.105% -0.105% -0.016% 0.000% 0.547%

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.

( $ = 000s )

1

1

2

2

2nd Qtr FY15

T9Second Quarter

FY 2015

Change in Market Value of Investments

Fund Security Description Rate Maturity Call Date Par Value 12/31/14 Market Value

3/31/15 Market Value

Change from Prior Quarter

Operating Abbey National 0 4/2/2015 0.000 04/02/15 --- 10,000,000$ 9,996,000$ 10,000,000$ 4,000$ Operating ABN Amro 0 4/17/2015 0.000 04/17/15 --- 10,000,000$ 9,992,000$ 9,999,000$ 7,000$ Operating Abbey National 0 5/14/2015 0.000 05/14/15 --- 10,000,000$ 9,990,000$ 9,998,000$ 8,000$

Debt Service FHLB 0 5/20/2015 0.000 05/20/15 --- 6,759,000$ 6,756,641$ 6,758,615$ 1,974$ Debt Service FHLB 0 5/29/2015 0.000 05/29/15 --- 14,932,000$ 14,926,445$ 14,930,985$ 4,539$

Operating Natixis 0 6/5/2015 0.000 06/05/15 --- 10,000,000$ 9,981,100$ 9,995,490$ 14,390$ Operating Societe General 0 7/7/2015 0.000 07/07/15 --- 10,000,000$ 9,980,000$ 9,993,000$ 13,000$ Operating FFCB 0.35 7/30/2015 0.350 07/30/15 --- 10,000,000$ 9,988,400$ 10,007,400$ 19,000$ Operating FFCB 0.25 11/19/2015-14 0.250 11/19/15 --- 10,000,000$ 9,988,000$ 9,993,800$ 5,800$

Debt Service FHLMC 0 11/20/2015 0.000 11/20/15 --- 4,033,000$ 4,026,688$ 4,028,431$ 1,742$ Operating FFCB 0.24 11/27/2015-14 0.240 11/27/15 --- 10,000,000$ 9,982,900$ 9,991,600$ 8,700$

Debt Service FHLMC 0 11/30/2015 0.000 11/30/15 --- 2,032,000$ 2,028,720$ 2,029,600$ 880$ Operating FFCB 0.37 2/12/2016-14 0.370 02/12/16 --- 6,750,000$ 6,732,315$ 6,750,405$ 18,090$ Operating FFCB 0.4 3/24/2016-14 0.400 03/24/16 --- 9,000,000$ 8,981,550$ 8,995,950$ 14,400$ Operating FHLMC 0.5 4/1/2016-14 0.500 04/01/16 01/01/15 10,000,000$ 10,004,700$ 10,000,000$ (4,700)$

Fin Reserve FFCB 0.41 4/12/2016-13 0.410 04/12/16 --- 4,030,000$ 4,021,255$ 4,028,307$ 7,053$ Insurance FFCB 0.41 4/12/2016-13 0.410 04/12/16 --- 500,000$ 498,915$ 499,790$ 875$ Operating FHLB 0.45 5/9/2016-13 0.450 05/09/16 --- 10,000,000$ 9,975,800$ 10,000,500$ 24,700$ Operating FFCB 0.43 5/23/2016-14 0.430 05/23/16 --- 10,000,000$ 9,974,000$ 9,991,800$ 17,800$ Operating FHLMC 0.45 5/27/2016 0.450 05/27/16 --- 6,855,000$ 6,843,347$ 6,857,605$ 14,258$ Operating FHLMC 0.5 5/27/2016-14 0.500 05/27/16 02/27/15 10,000,000$ 9,996,900$ 10,003,900$ 7,000$ Operating FHLB 0.5 6/27/2016-14 0.500 06/27/16 03/27/15 10,000,000$ 9,974,700$ 10,001,700$ 27,000$ Operating FHLB 0.42 6/30/2016 0.420 06/30/16 --- 5,000,000$ 4,990,300$ 4,992,850$ 2,550$ Operating FFCB 0.45 7/12/2016-13 0.450 07/12/16 --- 10,000,000$ 9,968,200$ 9,990,800$ 22,600$ Operating FFCB 0.45 7/12/2016-13 0.450 07/12/16 --- 10,000,000$ 9,968,200$ 9,990,800$ 22,600$ Insurance FNMA 0.5 7/29/2016-14 0.500 07/29/16 01/29/15 1,000,000$ 998,350$ 998,760$ 410$ Operating FFCB 0.53 8/19/2016-15 0.530 08/19/16 08/19/15 10,000,000$ 9,967,000$ 9,991,700$ 24,700$ Operating FHLMC 0.58 8/26/2016-14 0.580 08/26/16 02/26/15 10,000,000$ 9,998,100$ 10,005,500$ 7,400$ Operating FHLMC 0.57 8/26/2016-15 0.570 08/26/16 08/26/15 10,000,000$ 9,987,900$ 10,006,500$ 18,600$ Operating FFCB 0.53 9/6/2016-14 0.530 09/06/16 --- 10,000,000$ 9,958,200$ 9,988,500$ 30,300$ Operating FHLMC 0.65 9/14/2016-14 0.650 09/14/16 03/14/15 3,965,000$ 3,964,643$ 3,968,172$ 3,529$ Operating FHLMC 0.7 9/19/2016-14 0.700 09/19/16 03/19/15 10,000,000$ 9,994,000$ 10,010,900$ 16,900$ Operating FFCB 0.65 10/11/2016 0.650 10/11/16 --- 10,000,000$ 9,978,400$ 10,010,700$ 32,300$ Operating FNMA 0.625 10/25/2016-13 0.625 10/25/16 01/25/15 4,120,000$ 4,113,820$ 4,118,064$ 4,244$ Operating FFCB 0.54 11/7/2016-13 0.540 11/07/16 --- 10,000,000$ 9,956,300$ 9,983,200$ 26,900$ Operating FFCB 0.54 11/7/2016-13 0.540 11/07/16 --- 9,000,000$ 8,960,670$ 8,984,880$ 24,210$ Operating FNMA 0.7 11/18/2016-15 0.700 11/18/16 11/18/15 10,000,000$ 9,983,300$ 9,989,800$ 6,500$

Fin Reserve FHLMC 0.625 11/25/2016-13 0.625 11/25/16 02/25/15 1,545,000$ 1,542,018$ 1,545,402$ 3,384$ Operating FHLB 0.75 11/28/2016-14 0.750 11/28/16 02/28/15 7,142,857$ 7,130,214$ 7,148,643$ 18,429$ Operating FHLB 0.65 12/6/2016-14 0.650 12/06/16 --- 4,900,000$ 4,880,253$ 4,899,314$ 19,061$ Operating FFCB 0.7 12/19/2016-14 0.700 12/19/16 --- 10,000,000$ 9,958,900$ 9,992,200$ 33,300$ Operating FHLMC 0.75 12/27/2016-14 0.750 12/27/16 03/27/15 10,000,000$ 9,989,300$ 10,008,900$ 19,600$ Operating FHLB 0.8 12/30/2016-15 0.800 12/30/16 03/30/15 10,000,000$ 9,997,200$ 10,012,300$ 15,100$ Operating FHLMC 0.85 1/24/2017-14 0.850 01/24/17 01/24/15 10,000,000$ 9,996,500$ 10,004,800$ 8,300$ Operating FFCB 0.74 2/17/2017-15 0.740 02/17/17 02/17/15 8,000,000$ 7,965,440$ 7,989,440$ 24,000$ Operating FNMA 0.65 2/27/2017-13 0.650 02/27/17 02/27/15 10,000,000$ 9,952,100$ 9,983,100$ 31,000$ Operating FFCB 0.78 4/3/2017-14 0.780 04/03/17 --- 10,000,000$ 9,984,600$ 9,991,800$ 7,200$ Operating FHLMC 0.82 4/28/2017-15 0.820 04/28/17 01/28/15 10,000,000$ 9,970,600$ 10,000,200$ 29,600$ Operating FFCB 0.98 5/12/2017-14 0.980 05/12/17 --- 10,000,000$ 9,963,000$ 9,997,900$ 34,900$ Operating FNMA 1 5/15/2017-14 1.000 05/15/17 02/15/15 10,750,000$ 10,738,498$ 10,753,225$ 14,728$ Insurance FNMA 0.7 5/22/2017-13 0.700 05/22/17 02/22/15 3,000,000$ 2,961,570$ 2,994,930$ 33,360$ Operating FHLB 0.97 6/6/2017-14 0.970 06/06/17 10,000,000$ 9,964,800$ 10,000,500$ 35,700$

2nd Qtr FY15

T10Second Quarter

FY 2015

Change in Market Value of Investments

Fund Security Description Rate Maturity Call Date Par Value 12/31/14 Market Value

3/31/15 Market Value

Change from Prior Quarter

2nd Qtr FY15

Operating FHLMC 0.875 6/23/2017-15 0.875 06/23/17 06/23/15 10,000,000$ 9,959,400$ 9,998,700$ 39,300$ Operating FHLMC 1 6/27/2017-14 1.000 06/27/17 03/27/15 10,000,000$ 9,985,900$ 10,002,000$ 16,100$ Operating FHLB 1 6/27/2017-14 1.000 06/27/17 --- 6,730,000$ 6,705,907$ 6,730,404$ 24,497$ Operating FHLMC 0.9 6/29/2017-15 0.900 06/29/17 06/29/15 3,000,000$ 2,990,280$ 3,001,830$ 11,550$ Operating FHLMC 1.125 7/5/2017-13 1.125 07/05/17 01/05/15 6,000,000$ 6,001,140$ 6,000,000$ (1,140)$

Fin Reserve FHLB 1.05 7/14/2017-14 1.050 07/14/17 --- 5,100,000$ 5,084,139$ 5,100,867$ 16,728$ Insurance FHLB 1.05 7/26/2017-12 1.050 07/26/17 --- 2,025,000$ 2,018,844$ 2,025,365$ 6,521$ Operating FNMA 0.85 8/7/2017-13 0.850 08/07/17 02/07/15 4,060,000$ 4,033,448$ 4,053,748$ 20,300$

Fin Reserve FFCB 1.07 8/18/2017-15 1.070 08/18/17 08/18/15 5,000,000$ 4,976,250$ 5,000,600$ 24,350$ Insurance FFCB 1.01 8/25/2017-15 1.010 08/25/17 02/25/15 500,000$ 498,960$ 499,800$ 840$ Operating FNMA 1.1 8/28/2017-13 1.100 08/28/17 02/28/15 10,415,000$ 10,397,919$ 10,420,416$ 22,496$ Operating FNMA 1.125 9/18/2017-15 1.125 09/18/17 09/18/15 10,000,000$ 9,975,100$ 10,004,200$ 29,100$

Fin Reserve FFCB 0.98 9/18/2017-13 0.980 09/18/17 --- 2,795,000$ 2,776,581$ 2,790,304$ 13,723$ Operating FHLMC 1.15 9/26/2017-15 1.150 09/26/17 03/26/15 2,480,000$ 2,476,503$ 2,483,522$ 7,018$ Operating FHLMC 1.15 9/27/2017-14 1.150 09/27/17 03/27/15 14,750,000$ 14,722,565$ 14,769,765$ 47,200$ Operating FHLB 1 10/17/2017 1.000 10/17/17 10,000,000$ 9,906,100$ 9,991,100$ 85,000$ Operating FFCB 1.02 10/27/2017-15 1.020 10/27/17 10/27/15 10,000,000$ 9,922,200$ 9,975,600$ 53,400$ Operating FHLMC Step 10/30/2017-15 0.750 10/30/17 01/30/15 10,000,000$ 9,967,700$ 10,001,300$ 33,600$ Operating FNMA 1 11/8/2017-13 1.000 11/08/17 02/08/15 5,000,000$ 4,968,050$ 4,999,100$ 31,050$ Operating FHLMC 1.25 11/14/2017-14 1.250 11/14/17 02/14/15 6,425,000$ 6,417,226$ 6,431,618$ 14,392$ Operating FNMA 1.15 11/28/2017-15 1.150 11/28/17 05/28/15 10,000,000$ 9,967,100$ 9,998,400$ 31,300$ Operating FFCB 1.2 12/4/2017-14 1.200 12/04/17 --- 2,845,000$ 2,828,471$ 2,843,634$ 15,164$

Fin Reserve FHLMC 1.15 12/18/2017-14 1.150 12/18/17 03/18/15 4,000,000$ 3,979,960$ 4,001,000$ 21,040$ Fin Reserve FHLMC 1.3 12/26/2017-14 1.300 12/26/17 03/26/15 8,650,000$ 8,637,025$ 8,650,779$ 13,754$ Operating FNMA 0.87 12/26/2017-14 0.870 12/26/17 03/26/15 5,000,000$ 4,930,400$ 4,972,350$ 41,950$ Operating FHLMC 1.3 12/26/2017-15 1.300 12/26/17 03/26/15 3,428,000$ 3,428,309$ 3,432,285$ 3,976$ Operating FHLMC 1.25 12/29/2017-15 1.250 12/29/17 06/29/15 10,000,000$ 9,969,500$ 10,016,500$ 47,000$

Fin Reserve FHLMC 1 2/14/2018-15 1.000 02/14/18 02/14/15 3,835,000$ 3,801,559$ 3,824,185$ 22,627$ Fin Reserve FHLB 1.3 2/26/2018-16 1.300 02/26/18 02/26/16 4,880,000$ 4,871,558$ 4,896,934$ 25,376$ Operating FNMA 1.05 4/2/2018-14 1.050 04/02/18 01/02/15 3,990,000$ 3,983,417$ 3,967,297$ (16,120)$ Operating FNMA 1.2 4/18/2018-13 1.200 04/18/18 01/18/15 1,000,000$ 992,320$ 999,640$ 7,320$ Operating FHLMC 1.05 4/25/2018-14 1.050 04/25/18 01/25/15 3,550,000$ 3,504,454$ 3,533,777$ 29,323$ Insurance FHLMC Step 4/30/2018-15 0.500 04/30/18 01/30/15 4,275,000$ 4,264,911$ 4,275,257$ 10,346$

Fin Reserve FHLB 1.33 4/30/2018-15 1.330 04/30/18 01/30/15 565,000$ 562,700$ 565,119$ 2,418$ Operating FNMA 1.03 5/21/2018-14 1.030 05/21/18 02/21/15 5,000,000$ 4,933,000$ 4,970,850$ 37,850$

Fin Reserve FFCB 1.42 5/25/2018-15 1.420 05/25/18 02/25/15 5,000,000$ 4,983,950$ 4,998,300$ 14,350$ Operating FHLMC 1.5 6/26/2018-15 1.500 06/26/18 03/26/15 10,000,000$ 9,999,100$ 10,019,300$ 20,200$ Operating FHLMC 1.25 6/27/2018-14 1.250 06/27/18 03/27/15 3,000,000$ 2,959,110$ 3,000,360$ 41,250$ Operating FFCB 1.55 10/22/2018-15 1.550 10/22/18 10/22/15 10,000,000$ 9,928,300$ 10,011,600$ 83,300$

Sub-total for Securities held at the end of both periods 664,732,106$ 666,467,459$ 1,735,353$

% Change as a result of market movement 0.26%

Holdings at 12/31/14 maturing during Q2, FY15 84,978,700$ (84,978,700)$

Holdings at 12/31/14 called during Q2, FY15 77,472,922$ (77,472,922)$

Holdings at 12/31/14 sold during Q2, FY15 -$ -$

Values of Money Market Mutual Funds (All) 44,929,313$ 52,128,476$ 7,199,163$

Holdings purchased during Q2, FY15 188,762,947$ 188,762,947$

TOTAL PORTFOLIO VALUE 872,113,041$ 907,358,882$ 35,245,841$

T11Second Quarter

FY 2015

Callable Securities Analysis

Invest # Fund Maturity Security Description CUSIP Next Call Face Value Rate Treasury Curve

Call Probability

14-0076 Operating 11/19/15 FFCB 0.25 11/19/2015-14 3133EDFF4 --- $10,000,000 0.250 0.1460 Low14-0094 Operating 11/27/15 FFCB 0.24 11/27/2015-14 3133EDFV9 --- $10,000,000 0.240 0.1460 Low14-0142 Operating 2/12/16 FFCB 0.37 2/12/2016-14 3133EDEZ1 --- $6,750,000 0.370 0.2000 Low14-0095 Operating 3/24/16 FFCB 0.4 3/24/2016-14 3133EDHD7 --- $9,000,000 0.400 0.2400 Low15-0070 Operating 3/30/16 FHLB 0.41 3/30/2016-15 3130A4KF8 6/30/15 $10,000,000 0.410 0.2400 High14-0098 Operating 4/1/16 FHLMC 0.5 4/1/2016-14 3134G4YD4 4/1/15 $10,000,000 0.500 0.2400 High13-0080 Insurance 4/12/16 FFCB 0.41 4/12/2016-13 3133ECLA0 --- $500,000 0.410 0.2650 Low13-0073 Fin Res 4/12/16 FFCB 0.41 4/12/2016-13 3133ECLA0 --- $4,030,000 0.410 0.2650 Low13-0083 Operating 5/9/16 FHLB 0.45 5/9/2016-13 313382V75 --- $10,000,000 0.450 0.2900 Low13-0094 Operating 5/23/16 FFCB 0.43 5/23/2016-14 3133ECQ31 --- $10,000,000 0.430 0.2900 Low14-0082 Operating 5/27/16 FHLMC 0.5 5/27/2016-14 3134G4WC8 5/27/15 $10,000,000 0.500 0.2900 High14-0046 Operating 6/27/16 FHLB 0.5 6/27/2016-14 3130A0HA1 6/27/15 $10,000,000 0.500 0.3150 Moderate15-0013 Operating 7/12/16 FFCB 0.45 7/12/2016-13 3133ECLB8 --- $10,000,000 0.450 0.3400 Low13-0093 Operating 7/12/16 FFCB 0.45 7/12/2016-13 3133ECLB8 --- $10,000,000 0.450 0.3400 Low13-0076 Insurance 7/29/16 FNMA 0.5 7/29/2016-14 3136G1KY4 4/29/15 $1,000,000 0.500 0.3400 Moderate14-0147 Operating 8/19/16 FFCB 0.53 8/19/2016-15 3133EDT69 8/19/15 $10,000,000 0.530 0.3650 Moderate14-0134 Operating 8/26/16 FHLMC 0.57 8/26/2016-15 3134G5GE9 8/26/15 $10,000,000 0.570 0.3650 Moderate14-0117 Operating 8/26/16 FHLMC 0.58 8/26/2016-14 3134G56B6 5/26/15 $10,000,000 0.580 0.3650 Moderate14-0087 Operating 9/6/16 FFCB 0.53 9/6/2016-14 3133EDG30 --- $10,000,000 0.530 0.3900 Low14-0124 Operating 9/14/16 FHLMC 0.65 9/14/2016-14 3134G36J4 6/14/15 $3,965,000 0.650 0.3900 Moderate14-0151 Operating 9/19/16 FHLMC 0.7 9/19/2016-14 3134G5HA6 6/19/15 $10,000,000 0.700 0.3900 High14-0118 Operating 10/25/16 FNMA 0.625 10/25/2016-13 3135G0WL3 4/25/15 $4,120,000 0.625 0.4150 Moderate13-0095 Operating 11/7/16 FFCB 0.54 11/7/2016-13 3133ECNT7 --- $10,000,000 0.540 0.4400 Low14-0129 Operating 11/7/16 FFCB 0.54 11/7/2016-13 3133ECNT7 --- $9,000,000 0.540 0.4400 Low14-0017 Operating 11/18/16 FNMA 0.7 11/18/2016-15 3136G1XH7 11/18/15 $10,000,000 0.700 0.4400 Moderate13-0097 Fin Res 11/25/16 FHLMC 0.625 11/25/2016-13 3134G45L8 5/25/15 $1,545,000 0.625 0.4400 Moderate14-0080 Operating 11/28/16 FHLB 0.75 11/28/2016-14 3130A0Z45 5/28/15 $7,142,857 0.750 0.4400 High14-0088 Operating 12/6/16 FHLB 0.65 12/6/2016-14 3130A0ZP8 --- $4,900,000 0.650 0.4650 Moderate14-0037 Operating 12/19/16 FFCB 0.7 12/19/2016-14 3133EDC42 --- $10,000,000 0.700 0.4650 Moderate14-0041 Operating 12/27/16 FHLMC 0.75 12/27/2016-14 3134G4QP6 6/27/15 $10,000,000 0.750 0.4650 Moderate15-0048 Operating 12/30/16 FHLB 0.8 12/30/2016-15 3130A3Q23 6/30/15 $10,000,000 0.800 0.4650 High15-0053 Operating 1/20/17 FHLB 0.82 1/20/2017-16 3130A3U77 1/20/16 $10,000,000 0.820 0.4900 Moderate14-0127 Operating 1/24/17 FHLMC 0.85 1/24/2017-14 3134G5BT1 4/24/15 $10,000,000 0.850 0.4900 High15-0049 Cap Reserve 2/6/17 FNMA 0.75 2/6/2017-15 3135G0UA9 5/6/15 $1,250,000 0.750 0.5150 Moderate15-0030 Operating 2/17/17 FFCB 0.74 2/17/2017-15 3133EEBY5 --- $8,000,000 0.740 0.5150 Moderate13-0096 Operating 2/27/17 FNMA 0.65 2/27/2017-13 3135G0XL2 5/27/15 $10,000,000 0.650 0.5150 Low15-0067 Operating 3/23/17 FFCB 0.78 3/23/2017-16 3133EEUD0 3/23/16 $4,290,000 0.780 0.5400 Moderate15-0069 Operating 3/30/17 FHLMC 0.75 3/30/2017-15 3134G6PG2 9/30/15 $10,000,000 0.750 0.5400 Moderate14-0008 Operating 4/3/17 FFCB 0.78 4/3/2017-14 3133ECKL7 --- $10,000,000 0.780 0.5400 Moderate15-0016 Operating 4/28/17 FHLMC 0.82 4/28/2017-15 3134G5M69 4/28/15 $10,000,000 0.820 0.5650 Moderate14-0012 Operating 5/12/17 FFCB 0.98 5/12/2017-14 3133ED6U1 --- $10,000,000 0.980 0.5900 Low14-0016 Operating 5/15/17 FNMA 1 5/15/2017-14 3136G1WV7 5/15/15 $10,750,000 1.000 0.5900 High13-0092 Insurance 5/22/17 FNMA 0.7 5/22/2017-13 3135G0XE8 5/22/15 $3,000,000 0.700 0.5900 Low14-0086 Operating 6/6/17 FHLB 0.97 6/6/2017-14 3130A0X62 --- $10,000,000 0.970 0.6150 Low15-0032 Operating 6/23/17 FHLMC 0.875 6/23/2017-15 3134G56V2 6/23/15 $10,000,000 0.875 0.6150 Moderate14-0058 Operating 6/27/17 FHLB 1 6/27/2017-14 3130A0HH6 --- $6,730,000 1.000 0.6150 Low

2nd Qtr FY15

T12Second Quarter

FY 2015

Callable Securities Analysis

Invest # Fund Maturity Security Description CUSIP Next Call Face Value Rate Treasury Curve

Call Probability

2nd Qtr FY15

14-0043 Operating 6/27/17 FHLMC 1 6/27/2017-14 3134G4PB8 6/27/15 $10,000,000 1.000 0.6150 Moderate15-0045 Operating 6/29/17 FHLMC 0.9 6/29/2017-15 3134G5SL0 6/29/15 $3,000,000 0.900 0.6150 Moderate14-0021 Operating 7/5/17 FHLMC 1.125 7/5/2017-13 3134G3XS4 4/5/15 $6,000,000 1.125 0.6400 High14-0122 Fin Res 7/14/17 FHLB 1.05 7/14/2017-14 3130A2JG2 --- $5,100,000 1.050 0.6400 Low14-0101 Insurance 7/26/17 FHLB 1.05 7/26/2017-12 3133802C0 --- $2,025,000 1.050 0.6400 Low14-0023 Operating 8/7/17 FNMA 0.85 8/7/2017-13 3136G1BT5 5/7/15 $4,060,000 0.850 0.6650 Moderate14-0132 Fin Res 8/18/17 FFCB 1.07 8/18/2017-15 3133EDSV5 8/18/15 $5,000,000 1.070 0.6650 Low15-0035 Insurance 8/25/17 FFCB 1.01 8/25/2017-15 3133EECS7 --- $500,000 1.010 0.6650 Moderate15-0063 Fin Res 8/25/17 FHLMC 1 8/25/2017-15 3134G6ER0 8/25/15 $4,700,000 1.000 0.6650 Moderate14-0018 Operating 8/28/17 FNMA 1.1 8/28/2017-13 3135G0NR0 5/28/15 $10,415,000 1.100 0.6650 High15-0014 Fin Res 9/18/17 FFCB 0.98 9/18/2017-13 3133EAX29 --- $2,795,000 0.980 0.6900 Moderate14-0150 Operating 9/18/17 FNMA 1.125 9/18/2017-15 3136G25J2 9/18/15 $10,000,000 1.125 0.6900 High15-0043 Operating 9/26/17 FHLMC 1.15 9/26/2017-15 3134G5TS4 6/26/15 $2,480,000 1.150 0.6900 High14-0044 Operating 9/27/17 FHLMC 1.15 9/27/2017-14 3134G4QB7 6/27/15 $14,750,000 1.150 0.6900 High15-0015 Operating 10/27/17 FFCB 1.02 10/27/2017-15 3133EDZR6 10/27/15 $10,000,000 1.020 0.7150 Low15-0017 Operating 10/30/17 FHLMC Step 10/30/2017-15 3134G5MH5 4/30/15 $10,000,000 0.750 0.7150 Low14-0038 Operating 11/8/17 FNMA 1 11/8/2017-13 3135G0QW6 5/8/15 $5,000,000 1.000 0.7400 Moderate14-0149 Operating 11/14/17 FHLMC 1.25 11/14/2017-14 3134G5DZ5 5/14/15 $6,425,000 1.250 0.7400 High15-0036 Operating 11/28/17 FNMA 1.15 11/28/2017-15 3136G2AK3 5/28/15 $10,000,000 1.150 0.7400 High14-0028 Operating 12/4/17 FFCB 1.2 12/4/2017-14 3133EDB50 --- $2,845,000 1.200 0.7650 Low14-0036 Fin Res 12/18/17 FHLMC 1.15 12/18/2017-14 3134G4NG9 6/18/15 $4,000,000 1.150 0.7650 Moderate14-0062 Operating 12/26/17 FNMA 0.87 12/26/2017-14 3136G14R7 6/26/15 $5,000,000 0.870 0.7650 Low15-0047 Operating 12/26/17 FHLMC 1.3 12/26/2017-15 3134G5SV8 6/26/15 $3,428,000 1.300 0.7650 High14-0040 Fin Res 12/26/17 FHLMC 1.3 12/26/2017-14 3134G4Q35 6/26/15 $8,650,000 1.300 0.7650 High15-0046 Operating 12/29/17 FHLMC 1.25 12/29/2017-15 3134G5UG8 6/29/15 $10,000,000 1.250 0.7650 High15-0041 Fin Res 2/14/18 FHLMC 1 2/14/2018-15 3134G34Y3 5/14/15 $3,835,000 1.000 0.8400 Moderate14-0072 Fin Res 2/26/18 FHLB 1.3 2/26/2018-16 3130A0XC9 2/26/16 $4,880,000 1.300 0.8400 Low14-0139 Operating 4/2/18 FNMA 1.05 4/2/2018-14 3136G1JA8 4/2/15 $3,990,000 1.050 0.8800 Moderate14-0138 Operating 4/18/18 FNMA 1.2 4/18/2018-13 3135G0WB5 4/18/15 $1,000,000 1.200 0.8800 Moderate14-0065 Operating 4/25/18 FHLMC 1.05 4/25/2018-14 3134G42R8 4/25/15 $3,550,000 1.050 0.8800 Moderate15-0018 Insurance 4/30/18 FHLMC Step 4/30/2018-15 3134G5MA0 4/30/15 $4,275,000 0.500 0.8800 Low15-0019 Fin Res 4/30/18 FHLB 1.33 4/30/2018-15 3134G5MM4 4/30/15 $565,000 1.330 0.8800 High14-0069 Operating 5/21/18 FNMA 1.03 5/21/2018-14 3135G0XA6 5/21/15 $5,000,000 1.030 0.9000 Low15-0034 Fin Res 5/25/18 FFCB 1.42 5/25/2018-15 3133EECV0 --- $5,000,000 1.420 0.9000 Low15-0044 Operating 6/26/18 FHLMC 1.5 6/26/2018-15 3134G5UN3 6/26/15 $10,000,000 1.500 0.9200 High14-0050 Operating 6/27/18 FHLMC 1.25 6/27/2018-14 3134G46X1 6/27/15 $3,000,000 1.250 0.9200 Moderate15-0012 Operating 10/22/18 FFCB 1.55 10/22/2018-15 3133EDZ62 10/22/15 $10,000,000 1.550 1.0000 Low

Low

T13Second Quarter

FY2015

Defined Benefit Plan SummaryMkt Val 12/31/14 Income Benefit

Payments Transfers Realized Gain / (loss)

Unrealized Gain / (loss)

Employer Contrib

Employee Contrib Other Mkt Val

3/31/15

Equity Managers Large Cap:

Seizert Capital 17,569,081 75,841 0 2,736,517 764,338 (5,381,146) 0 0 (24,203) $15,740,428

NTGI 7,934,479 1,991 0 6,400,000 0 (76,324) 0 0 (1,532) $14,258,614

Small Cap:

Earnest Partners 14,744,083 (85,316) 0 5,536,525 387,239 (4,954,643) 0 0 (34,063) $15,593,825

Mid Cap:

Amalgamated 25,270,978 0 0 2,279,150 400 (949,684) 0 0 (3,091) $26,597,753

International:

First Eagle 7,582,710 0 0 417,761 0 (11,117) 0 0 (1) $7,989,353

WHV Invest. 4,716,376 6,041 0 253,662 9,794 (327,493) 0 0 (25,073) $4,633,307

Fixed Income Managers CS Mckee 20,447,147 126,107 0 (307,653) 400,066 347,511 0 0 (21,858) $20,991,320

Garcia Hamilton 21,582,682 198,570 0 422,725 46,293 (226,073) 0 0 (13,638) $22,010,559

Ryan Labs 20,802,515 103,895 0 112,197 73,360 21,816 0 0 (45) $21,113,738

Real Estate UBS 14,773,268 97,279 0 (97,267) 0 304,900 0 0 (9) $15,078,171

Cash 2,440,665 19,849 (2,800,558) (4,306,802) 0 0 8,600,000 434 (35,513) $3,918,075

----------------- ------------- ------------- ------------- ------------- ------------- ------------- --------------- ----------- -----------------

Total $157,863,984 $544,257 ($2,800,558) $13,446,815 $1,681,490 ($11,252,253) $8,600,000 $434 ($159,026) $167,925,143

2nd Qtr FY15

T14Second Quarter

FY 2015

Debt Obligations

Issue Date Maturity Date Face Value Issue Term (Days) Dealer

Commercial Paper8/28/2014 1/7/2015 $ 12,500,000 0.100% 132 JPMorgan8/27/2014 1/8/2015 $ 12,500,000 0.100% 134 JPMorgan8/19/2014 2/3/2015 $ 10,000,000 0.100% 168 Loop8/11/2014 2/5/2015 $ 15,000,000 0.100% 178 Loop8/19/2014 2/5/2015 $ 10,000,000 0.100% 170 Loop8/22/2014 2/12/2015 $ 10,000,000 0.100% 174 Loop10/1/2014 2/12/2015 $ 10,000,000 0.070% 134 JPMorgan9/3/2014 2/19/2015 $ 20,000,000 0.100% 169 Loop9/3/2014 2/19/2015 $ 10,000,000 0.100% 169 JPMorgan

10/22/2014 3/17/2015 $ 10,000,000 0.090% 146 Loop11/3/2014 3/5/2015 $ 10,000,000 0.070% 122 JPMorgan11/5/2014 3/4/2015 $ 20,000,000 0.070% 119 JPMorgan11/6/2014 3/11/2015 $ 10,000,000 0.070% 125 Loop12/3/2014 4/2/2015 $ 10,000,000 0.070% 120 JPMorgan12/4/2014 4/6/2015 $ 10,000,000 0.070% 123 JPMorgan12/5/2014 4/7/2015 $ 10,000,000 0.070% 123 JPMorgan

12/11/2014 4/14/2015 $ 10,000,000 0.080% 124 Loop

Total: $ 200,000,000 0.088% 144

Series All-In Rate At Issue

All-In Rate Currently

Remaining Principal Final Pmnt Date

2007 4.492% 20.7 $ 386,790,000 12/1/20362008 4.973% 27.7 $ 596,450,000 12/1/2048

2009A 2009A 9.7 $ 154,920,000 12/1/20222009B 4.090% 26.5 $ 829,615,000 12/1/20442010A 2.740% 8.5 $ 65,935,000 12/1/20232010B 3.310% 33.0 $ 729,390,000 12/1/20482012 3.513% 19.0 $ 123,480,000 12/1/2042

$2,014 3.307% 14.1 $ 426,035,000 12/1/2043TIFIA 2.910% $ 100,000,000 12/1/2047

Combined Weighted Average 4.080% $ 3,412,615,000

Coupon %

Weighted Avg Maturity (yrs)

Bonds

Build America Bonds subject to federal subsidy changes.*

*

*

2nd Qtr FY15

Second Quarter D FY 2015

Table of Contents

Section 7 – D/M/WBE Quarterly Report

Page 1 Quarterly Report Cover Page

Attachment 1 Contracts Award

Attachment 2 D/M/WBE Participation Breakdown with Charts

Attachment 3 D/M/WBE Participation Overall Breakdown with Pie Chart

dart Board members

Rev 4/15

Mark C. Enoch

Cities of Garland, Rowlett and Glenn Heights

Gary A. SlagelAssistant Secretary

Cities of Richardson and University Park, Towns of Addison and Highland Park

William Velasco, II

Cities of Dallas and Cockrell Hill

Jerry L. Christian

City of Dallas

Richard CarrizalesSecretary

City of Dallas

Jim Adams

City of Dallas

Pamela Dunlop Gates

City of Dallas

Rick Stopfer

City of Irving

Paul N. Wageman

City of Plano

Amanda Moreno Cross

City of Dallas

Michael T. Cheney

City of Garland

Michele Wong Krause

City of Dallas

Robert W. StraussChairman

City of Dallas

Faye Moses WilkinsVice Chairman

Cities of Plano and Farmers Branch

Tim Hayden

Cities of Carrollton and Irving

Documents

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