Business Plan Annual Budget

BUSINESS PLAN

ANNUAL BUDGET

FY 2020

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FY 2020 Business Plan and Budget

Table of Contents

Fiscal 2020 Board of Directors ................................................................................... 7

Transmittal Letter ....................................................................................................... 9

List of Principal Officials ........................................................................................... 13

Trinity Metro Organizational Chart ........................................................................... 15

GFOA Distinguished Budget Presentation Award .................................................... 17

Strategic Goals and Accomplishments

Transit Mission Statement ............................................................................. 19

Company Goals for Fiscal 2020 .................................................................... 20

Fiscal 2019 Accomplishments ....................................................................... 21

FY 2020 Business Plan

Business Plan Introduction ............................................................................ 23

Trinity Metro’s Service Area........................................................................... 24

Trinity Metro’s Services ................................................................................. 28

Fiscal 2020 Disadvantaged Business Enterprise (DBE) Goals ..................... 36

Fiscal 2020 Federal Grants ........................................................................... 36

Facilities ........................................................................................................ 36

Customer Relations Organization Chart ........................................................ 39

Customer Relations Business Plan .......................................................... 41

Customer Care Business Plan .................................................................. 43

Vanpool Business Plan ............................................................................. 45

Planning & Scheduling Organization Chart ................................................... 47

Planning & Development Business Plan .................................................. 49

Service Scheduling Business Plan ........................................................... 51

Human Resources, IT & Training Organization Chat ..................................... 53

Human Resources & Training Business Plan ........................................... 55

Information Technology Business Plan .................................................... 57

Rail Operations Organization Chart ............................................................... 59

TRE Business Plan ................................................................................... 61

TEXRail Business Plan ............................................................................. 63

Security Business Plan ............................................................................. 65

Risk & Claims Business Plan .................................................................... 67

Safety Business Plan ................................................................................ 69

Operations Organization Chart ...................................................................... 71

Fixed Route Operation Organization Chart .............................................. 73

Fixed Route Operations Business Plan ............................................... 75

ACCESS Organization Chart .................................................................... 77

ACCESS Business Plan ...................................................................... 79

NETS & TCTS Business Plan .............................................................. 81

Vehicle Maintenance Operations Organization Chart ............................... 83

Vehicle Maintenance Business Plan .................................................... 85

Procurement Organization Chart .............................................................. 87

Contract Administration & Procurement Business Plan ....................... 89

Facilities Maintenance Organization Chart ............................................... 93

Facilities Maintenance Business Plan ................................................. 95

Marketing & Communications Organization Chart ......................................... 97

Marketing & Communications Business Plan ........................................... 99

Accounting & Finance Organization Chart ................................................... 103

Accounting & Finance Business Plan ..................................................... 105

Financial

Budget Introduction ..................................................................................... 107

Fiscal 2020 Budget Calendar ...................................................................... 111

Operating Budget Summary ........................................................................ 113

Department Expense Budget....................................................................... 114

Revenues .................................................................................................... 115

Service Revenues .................................................................................. 115

Operating Revenues ............................................................................... 116

Grant Revenues ..................................................................................... 117

Expenses ..................................................................................................... 118

Operating Expenses ............................................................................... 118

Capital Expenses .................................................................................... 120

Debt Administration ..................................................................................... 120

Full-Time Equivalents .................................................................................. 122

Capital ......................................................................................................... 125

Capital Budget

Fiscal 2019 Projects Carried Over ............................................................... 127

Fiscal 2020 New Capital Projects ................................................................ 128

Capital Project Summaries .......................................................................... 129

Appendix

Glossary ...................................................................................................... 155

Transit Acronyms ......................................................................................... 163

Fare Structure .............................................................................................. 167

Service Area Maps ...................................................................................... 169

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FISCAL 2020 BOARD OF DIRECTORS

Jeff Davis

Tito Rodriguez

Ray Taylor

Chairman

Vice Chairman

Secretary

Sylvia Alcala

Teresa Ayala

Stephen Baldwin

Member

Dennis Dunkins

Charles Edmonds

Jon Michael Franks

Member

Nicolo Genua Alan Hooks

Member Member

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January 2020

Board of Directors

Trinity Metro

As President and Chief Executive Officer, it is an honor to present Trinity Metro’s fiscal

year 2020 Business Plan and Annual Budget. Fiscal 2019 was a great year to the

Authority. We had many accomplishments that bring us closer to achieving the goals of

our 20-year Master Plan. Our biggest accomplishment in fiscal 2019 was the launch of

TEXRail commuter rail. After much hard work and effort from all of Trinity Metro’s staff,

we were able to start TEXRail revenue service on January 10, 2019. On July 28, 2019

TEXRail service increased to 30-minute headways during peak service hours opening the

path for increased TEXRail ridership.

Another major accomplishment in fiscal 2019 was the launch of our new innovative “first

mile/last mile” service know as Trinity Metro ZIPZONE in the Alliance Corridor and the

Mercantile Area. Through public and private partnerships, Trinity Metro has provided a

solution to many of our riders who do not have a way to get from their bus stop/station to

their final destination via on-demand rideshare services.

These service expansions show our dedication to providing efficient and cost-effective

service throughout all areas of Tarrant County. Trinity Metro has also partnered with the

City of Fort Worth to implement the Transit Moves Fort Worth program. Through this

program, Trinity Metro and the City will develop a comprehensive long-range plan to guide

improvements through 2045.

We will continue to work on introducing service to other unserved or underserved areas.

As our region continues to evolve, it is imperative that we evolve with it. I know that we

will continue to see great growth as we move into fiscal 2020.

Business Plan

The fiscal 2020 Business Plan was developed through a series of meetings which

included planning sessions with our executive team under the direction of the Board of

Directors. During those sessions, priorities were outlined which assisted us in the

development of the fiscal 2020 goals. These goals provided the framework for the

development of the fiscal 2020 budget. Department heads applied the goals to their areas

and developed departmental business plans. The combination of the departmental

business plans represents Trinity Metro’s fiscal 2020 Business Plan, which drives the

Annual Budget and formalizes Trinity Metro’s vision for the year and beyond. This

document outlines the fiscal year 2020 operating budget and planned capital

expenditures, which will further enhance Trinity Metro’s ability to provide efficient, reliable

and cost-effective transportation services.

Trinity Metro’s primary focus is on enhancing service and providing connectivity while

simplifying service to provide ease of use. In order to achieve this goal, Trinity Metro has

partnered with the City of Fort Worth and is planning a redesign of its bus route system.

This redesign will provide fast, frequent, and reliable service. This will be achieved by

providing longer hours of service and more weekend service while also focusing on

providing a safe environment for transit passengers. We will improve connectivity by

expanding to currently unserved or underserved areas with significant transit demand.

Trinity Metro has seen tremendous success so far with its ZIPZONE services and plans

on expanding these services in Fort Worth’s Medical District and in the City of Crowley.

Trinity Metro’s Business Plan also includes operational goals such as improving service

productivity and reducing customer service complaints and concerns. We are additionally

committed to continuing our employee wellness program, which is designed to improve

the health of our employees and to reduce group health insurance premiums over time.

With the addition of our new on-site health clinic, Trinity Metro’s employees and eligible

dependents will have convenient access to comprehensive healthcare services.

Operating Budget

The fiscal 2020 budget provides a projected surplus and reflects the vision and strategic

goals of Trinity Metro to provide effective and reliable multi-modal transportation to the

citizens of Tarrant County. The Annual Budget converts the Business Plan’s strategic

goals into financial information that is measured during the year against actual results.

These results are communicated monthly to our Board of Directors and other

stakeholders, assuring we stay on target.

The fiscal 2020 Annual Budget was adopted by Trinity Metro’s Board of Directors on

September 23, 2019. The Annual Budget includes the Operating and Capital budgets.

Total operating revenue is defined as all revenue except capital grant reimbursement.

Operating revenue is budgeted at $125 million which is a 0.3% increase from the fiscal

2019. Sales tax and grant revenues are Trinity Metro’s main sources of revenue

representing approximately 75.3% and 10.4%, respectively, of Trinity Metro’s total

operating revenue budget. The fiscal 2020 sales tax revenue budget is projected to

increase by 2.0% compared to the fiscal 2019. The fiscal 2020 budget also includes

operating revenue from advertising, rental fees, and investment earnings.

Some of the major issues that impacted the formulation of the fiscal 2020 budget are

operating expenses which are budgeted at $113.9 million, which is a $17.1 million, or

17.6% increase from the fiscal 2019 forecasted amounts. The reason for this significant

increase is due to the increase of TEXRail service to 30-min headways during peak

service hours, new costs related to Positive Train Control for the TRE, and increases in

salaries and fringe Benefits to support increases in service.

Services are Trinity Metro’s largest expense category budgeted at $49.5 million, which is

a $10.4 million, or a 39.4% increase from fiscal 2019. Services primarily consist of

purchased transportation, which includes payments to third-party contractors. Third-party

contractors operate Trinity Metro’s commuter rail services and certain grant funded

programs. Additionally, Trinity Metro’s paratransit service, called Trinity Metro ACCESS,

contracts approximately 65% of its trips.

Salaries and fringe benefits are the second largest expenses category budgeted at $46.6

million, which is a $3.6 million, or 8.4% increase from fiscal 2019. This increase is due to

added positions to support the increase in services. The largest employee group, bus

operators and mechanics, are covered under a collective bargaining unit agreement. A

four-year labor contract was executed effective October 1, 2016; and will expire on

September 30, 2020.

The largest portion of the other expense categories is insurance at $4.7 million. This

expense category increased $725 thousand, or 15.4% from fiscal 2019. The increase is

due to running a full year of revenue service for TEXRail.

Capital Budget

Trinity Metro's total capital budget of approximately $1.1 billion consists of all projects that

we have identified and are able to estimate the cost, whether they are near completion or

will be started at some future date. Trinity Metro’s projected capital expenditures for fiscal

2020 are $106.8 million; and Trinity Metro’s share, from local funds, is expected to be

$59.2 million. Our federal capital grant reimbursement revenue is anticipated to be $46.1

million and contributions from partners is expected to be $1.5 million.

The multi-year TEXRail project is included in the capital project budget with a significant

portion being funded by the Federal Transit Administration (FTA) and other partners. Our

current estimate is that the TEXRail project will be completed under budget once all work

is done.

TEXRail is not the only project included in Trinity Metro’s fiscal 2020 Business Plan.

Some of the more significant projects are:

 TRE Trinity River Bridge: a multi-year project for $34.2 million. The existing

bridge needs to be rehabilitated and a second bridge added to enhance the

structural capability of the bridge, increase its capacity, and eliminate delays

caused by freight train congestion;

 TRE Trinity Lakes Station: a construction project for a new TRE station in East

Fort Worth that will anchor transit-oriented development. Trinity Metro has

partnered with Newell Companies, which has set aside 200 acres for mixed-use

development adjacent to the rail station;

 Revenue Vehicle Replacements: purchases for 10 new 40-foot buses expected

for delivery in December of 2019 and 20 40-foot buses and 4 30-foot buses

expected for delivery in July 2020.

Trinity Metro’s Board of Directors and staff are committed to accomplishing the diverse

components of this Business Plan. We are committed to operating within the approved

annual budget as we strive to provide effective multi-modal public transportation services

throughout our service area that meets the needs of our customers.

Sincerely,

Bob Baulsir

President & CEO

List of Principal Officials

Board of Directors

Jeff Davis, Chairman

Tito Rodriguez, Vice Chairman

Ray Taylor, Secretary

Sylvia Alcala

Teresa Ayala

Stephen Baldwin

Dennis Dunkins

Charles Edmonds

Jon Michael Franks

Nicolo Genua

Alan Hooks

Administration

President & Chief Executive Officer Bob Baulsir

Vice President/Chief Operating Officer of Bus and Paratransit Wayne Gensler

Vice President/Chief Operating Officer of Rail AJ Arjanen

Vice President/Chief Financial Officer Fred Crosley

Vice President of Customer Experience Detra Whitmore

Vice President of Human Resources Kelli Shields

Vice President of Marketing and Communications Melissa Chrisman

Deputy Chief Operating Officer of Rail Reed Lanham

Chief Safety Officer Joe Acosta

Senior Director of Information Technology Bruce Lewis

Senior Director of Planning Kiran Vemuri

Senior Director of Procurement and Facilities Sherry Lee

Director of Contract Administration/Procurement Kathy Bridwell

Director of Communications Laura Hanna

Director of Facilities Maintenance Carrie Weir

Director of Governmental Affairs Salvador Espino

Director of Information Technology Keith Kunkle

Director of Maintenance Bill Lambert

Director of Marketing Glenn Miller

Director of Paratransit & Contracted Services Carla Forman

Director of Planning Phil Dupler

Director of Risk & Claims Inmon Wiley

Director of Security Kevin Hunt

Director of Training Forrest Worman

Controller Christopher Grenier

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ORGANIZATIONAL CHART

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Government Finance Officers Association of the United States of Canada (GFOA)

presented a Distinguished Budget Presentation Award to Fort Worth Transportation

Authority, Texas, for its Annual Budget for the fiscal year beginning October 1, 2018. In

order to receive this award, a governmental unit must publish a budget document that

meets program criteria as a policy document, as a financial plan, as an operations guide,

and as a communications device.

This award is valid for a period of one year only. We believe our current budget continues

to conform to program requirements, and we are submitting it to GFOA to determine its

eligibility for another award.

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TRINITY METRO MISSION STATEMENT

The mission of Trinity Metro is to provide safe, reliable, customer focused, and

fiscally-responsible public transportation services to the citizens of Tarrant

County. We strive to improve quality of life for our residents and drive economic

development in our region.

Company Goals

The fiscal 2020 Business Plan was developed through a series of meetings, which

included planning sessions with our President/CEO and Senior Staff. During those

sessions, priorities were outlined, which assisted us in the development of the fiscal 2020

short-term goals. These goals provided the framework for the development of the fiscal

2020 budget.

 Increase Support for Transit:

 Secure multi-jurisdictional support for public transit

 Develop new plans for financing transit

 Presentations to key stakeholders in the community on transportation

values

 Encourage community members to speak up in support for public transit

 Educate the Community About the Benefits of Trinity Metro’s Services:

 Partner with the City of Fort Worth on the Transit Moves Fort Worth program

to improve transit for the region

 Create a positive image of Trinity Metro throughout the community

 Continue to promote that public transportation is for everyone

 Support other avenues for transit in partnerships

 Continue to form and strengthen relationships with communities,

businesses, their leaders, and key constituents

 Demonstrate Trinity Metro’s commitment to the community by focusing on

Corporate Social Responsibility

 Promote economic development through transit projects

 Enhance social media strategy to communicate with customers,

stakeholders, the general public, and others about new happenings related

to Trinity Metro

 Provide an Outstanding Customer Experience:

 Develop service which is perceived as safe, clean, reliable, and competitive

with an automobile

 Design convenient service that meets the needs of the community

 Improve efficiency by providing more frequent service and longer service

hours

 Improve ease of ride by simplifying routes

 Educate the community through programs such as Transit 101 and

Operation Lifesaver

 Benchmark and meet performance and departmental goals

 Continue to invest in the latest technology to increase safety, innovation and

provide better service

 Maintain Positive Organizational Culture:

 Encourage an open culture of communication and inclusion throughout all

levels of the organization

 Continue to be a top employer in the community

 Increase staff retention by improving and adding employee benefits

 Engage and educate healthy lifestyles to all employees by promoting the

Trinity Metro Wellness Program

 Continue to invest in the professional development of staff by providing on-

site and off-site training opportunities

 Encourage employees to seek out higher levels of education and to join

professional organizations

There are several short-term operation and financial policies of Trinity Metro that guided

the development of the fiscal 2020 operating budget. These include:

 Key goals of the organization will be implemented. This includes improving current

service by providing longer hours of operation, providing service to currently

underserved areas, simplifying the design of the service so that customers find it

easier to understand and use, and TEXRail revenue service.

 A one-million-dollar self-insurance reserve continues to be maintained.

 Transit fares, valid for region-wide travel, will match fares charged by Dallas Area

Rapid Transit (DART) and Denton County Transportation Authority (DCTA) in

order to promote a seamless fare structure between the three authorities.

Major Capital Projects for Fiscal 2020

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Automated Fare Collection System

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Security Camera System on Fleet

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Grove St. Building Design and Renovations

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TEXRail

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Intelligent Transportation System

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TRE Capital Maintenance

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Point of Sale (POS) System

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TRE Trinity River Bridge Design/Construction

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Positive Train Control

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TRE Video Enhancements

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Revenue Service Vehicle Replacements

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TRE

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Trinity Lakes Station

FISCAL 2019 ACCOMPLISHMENTS

The following is a list of accomplishments achieved by Trinity Metro during fiscal 2019.

This list represents the more significant accomplishments of the organization and it

includes those which relate to Trinity Metro’s mission statement and the expressed

organizational goals which formed the basis of the Business Plan. It is important to

understand the organization’s most recent accomplishments, in order to gain an

understanding of what needs to be accomplished in fiscal 2020 and beyond.

Major Accomplishments in Fiscal 2019

 TEXRail revenue service began on January 10, 2019

 TEXRail 30-minute headways during peak service hours began on July 28, 2019

 Implemented Trinity Metro’s first mile/last mile solution known as ZIPZONE in the

Alliance Corridor and Mercantile Area

 Opening of Trinity Metro’s on-site clinic

 Began the Dash; Trinity Metro’s first electric bus circulator service

Completion of Major Capital Projects in Fiscal 2020

 Completion of the CNG Station upgrades

 Completion of the Bus Wash Station upgrades

 FY19 Transportation Enhancements

 FY19 IT Equipment Replacement

 FY19 Facilities Capital Maintenance

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FISCAL 2020 BUSINESS PLAN INTRODUCTION

Overview

The Fort Worth Transportation Authority dba Trinity Metro is a regional transportation

authority of the State of Texas, created pursuant to Chapter 452 of the Texas

Transportation Code, and confirmed by a public referendum on November 8, 1983. At

the time of inception, a $.0025 or one-fourth cent sales tax was imposed on certain retail

sales within the City of Fort Worth in order to provide a stable funding source for mass

transit operations. As called for on the original ballot, the sales tax rate was increased to

$.0050 or one-half cent in January 1989. For the first several years of its existence, Trinity

Metro provided services only to Fort Worth. However, in November 1991, voters in the

City of Lake Worth approved a $.0050 or one-half cent sales tax rate increase for the

purpose of joining the transportation system. The communities of Blue Mound and

Richland Hills followed suit in May of 1992. Effective September 13, 2003, voters in the

City of Lake Worth elected to withdraw as a member of the transportation system.

Effective November 8, 2016, voters in the City of Richland Hills elected to withdraw as a

member of the transportation system.

On November 7, 2006, voters in the City of Grapevine elected to approve a $.0050 or

half-cent sales tax increase for Economic Development (4B), of which Trinity Metro will

receive $.0038 or three-eighths cent sales tax for the construction and operation of a

commuter rail through Fort Worth, Grapevine, and into DFW Airport. This is a significant

milestone in support of public transportation in Tarrant County. This action by the

Grapevine citizens marks the first time in 15 years that a new city has joined with Trinity

Metro, which will help make public transit options available on a regional basis.

Trinity Metro has specific legal authority defined in the State enabling legislation.

Effective October 1, 2015, the nine-member Board of Directors was increased to eleven

members, with eight members appointed by the Fort Worth City Council and three

members appointed by the Tarrant County Commissioners Court. The Board of Directors

establishes policies, reviews and adjusts services, develops and maintains a long-range

service plan, approves all purchases exceeding $50,000, and ratifies Trinity Metro’s

Operating and Capital Budgets.

The President & Chief Executive Officer, Bob Baulsir, is a Trinity Metro employee who

works directly for the Board of Directors. Approximately 202 employees also work for

Trinity Metro, under his direction. Pursuant to a contractual agreement, RATPDev

manages the remaining employees, who work for the Operations, Access and

Maintenance Departments.

On January 29, 2018, the Board of Directors approved a change in the name and logo of

the Fort Worth Transportation Authority from “The-T” to Trinity Metro for marketing

purposes. The purpose of the change was to convey the forward thinking of the Transit

Master Plan. Although the authority has begun doing business as Trinity Metro the

authority is still legally the Fort Worth Transportation Authority.

Trinity Metro’s Service Area

Demographics

Trinity Metro’s service area includes the cities of Fort Worth and Blue Mound, both located

in Tarrant Country, an urban county located in north-central Texas. The area

encompasses 343.44 square miles and excludes Grapevine. The estimated 2017

population for Tarrant County, according to the United States Census Bureau, is

2,054,475. Tarrant County’s population increased by 32,729 between July 1, 2016, to

July 1, 2017. The Texas Demographic Center projects Tarrant County’s population for

2019 to be 2,092,419. Tarrant County is the third-most populous county in the state of

Texas, behind Dallas and Harris Counties with a population of 87.4 per square mile.

As the table below shows, the people who make up the population of Fort Worth and the

rest of Tarrant county come from a wide variety of different cultures and backgrounds,

many of whom are born in the area and many who have moved here and now call this

home.

Medium Age 34

High School Graduate of Higher 85.2%

Individuals Below Poverty Level 14.4%

Total Housing Units 740,355

Medium Household Income 60,373$

Foreign Born Population 309,724

Veterans 110,560

Source: United States Census Bureau

Key Demographic Facts

Economy

Today much of the flavor and attitudes that are the history of Fort Worth live on. The

frontier has changed, but not the pioneering spirit. Fort Worth is now home to a diverse

spectrum of businesses. Cattle and agriculture, as well as aerospace companies and

defense contractors, play a major role in the economic foundation of the county. Tarrant

County is home to over 173,389 companies with about 80,000 of those companies calling

Fort Worth home. Some of the major companies that operate in the region include

American Airlines, Bell Helicopter, Ben E. Keith Company, BNSF Railway, Cash America

International, GM Financial, Lockheed Martin, Pier 1 Imports, Range Resources and

many more.

Employment in the region continues to be strong. According to the Bureau of Labor

Statistics, local nonfarm employment rose 3.2% from August 2017 to August 2018,

compared to the national increase of 1.7%.

The national unemployment rate for September 2018 was 3.9%. The unemployment rate

for Tarrant County was 3.5%. Due to low unemployment rates, many companies are

struggling with labor shortages as they compete to attract workers. As a result, pay

increases are rising and companies are increasing benefits. The following table below

shows a comparison of the national unemployment rate compared to the unemployment

rate in Tarrant County.

Company Location Employees

AMR/American Airlines Fort Worth 25,000

Lockheed Martin Fort Worth 13,690

Fort Worth ISD Fort Worth 12,000

Texas Health Resources Arlington 12,000

NAS - Fort Worth - JRB Fort Worth 10,000

Arlington ISD Arlington 8,500

University of Texas Arlington Arlington 7,311

JPS Health Network Fort Worth 6,500

City of Fort Worth Fort Worth 6,161

Cook Childrens Health Care System Fort Worth 6,042

Tarrant County College Fort Worth 5,999

Alcon Laboratories Inc. Fort Worth 5,393

Bell Helicopter Textron Fort Worth 4,953

BNSF Railway Fort Worth 4,500

Tarrant County Government Fort Worth 4,310

General Motors Arlington 4,125

GM Financial Fort Worth 3,820

JPMorgan Chase Fort Worth 3,678

City of Arlington Arlington 2,937

Source: Fort Worth Chamber of Commerce - Economic Development

Largest Employers Tarrant County

Local History and Culture

Fort Worth is the largest city within Trinity Metro’s service area. It was originally

established in 1849 as an army outpost overlooking the Trinity River. Fort Worth went

from a sleepy outpost to a bustling town when it became a stop along the Chisholm Trail.

Fort Worth became the center of the cattle drives and the ranching industry. Although

the old days of the Wild West may be gone, Fort Worth continues to take pride in its rich

history as “Cowtown.” The cowboy culture is alive and well in Fort Worth’s Historic

Stockyards.

The residents of Fort Worth and Tarrant County are genuinely friendly, spirited, and quite

diverse. Fort Worth is consistently ranked among the top places in the nation to work,

live, and do business. Because of that, it is no surprise that people from all over the

country and the world are flocking to move into the area. Whether born here or newly

arrived, Fort Worth is home in every sense of the word. Fort Worth provides affordable

high-quality living, a diverse business environment, outstanding education from

kindergarten through college, a temperate climate, popular attractions, world-renowned

museums and performing arts, beautiful public parks, and a bustling downtown and most

importantly a rich history.

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10%

12%

2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Unemployment Rates

National Tarrant County

2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

National 5.8% 9.3% 9.6% 8.9% 8.1% 7.4% 6.2% 5.3% 4.9% 4.4% 3.9%

Tarrant County 4.8% 7.7% 8.1% 7.5% 6.5% 6.0% 5.0% 4.2% 4.0% 3.7% 3.5%

Source: Federal Reserve Bank of St. Louis - Economic Research Division

Location Routes

Fort Worth Botanic Gardens 7

Fort Worth Stockyards 12 & 15

Hulen Mall 6 & 25

La Gran Plaza Mall 1 & 5a

Montgomery Plaza 2

Ridgmar Mall 2 & 61

The Fort Worth Zoo 7 & Safari Shuttle

Arts and Education

Tarrant County excels in the arts and education. Tarrant County is served by 20

independent school districts and is home to many institutions of higher learning. Fort

Worth is also home to many libraries, museums, and centers for the arts. Located west

of downtown Fort Worth is the Cultural District, served by route 2, is home to many

museums, restaurants, entertainment venues, and parks and trails.

The following is a list of major institutions that are served by our routes.

Recreation

No matter what time of the year there is never a dull moment to be had in Tarrant County.

From city life and shopping to the great outdoors we have it all. The city of Fort Worth

boasts an impressive number of 273 parks with a total of 11,884,481 acres of total

parkland. The Fort Worth Botanic Gardens and Fort Worth Water Gardens are two major

attractions were families and friends can get together and enjoy the great sceneries they

provide. Trinity Trails, a 72-mile trail that stretches all throughout Tarrant County, is a

popular route for bikers, joggers, and picnickers. When it comes to commercial

recreation, Fort Worth is the place to go. Fort Worth is also home to many shopping malls

and centers where one can find whatever they need.

The following is a list of attractions for the whole family that are served by our routes.

Location Routes

Amon Carter Museum of American Art 2

Bass Performance Hall 2

Kimbell Art Museum 2

Modern Art Museum of Fort Worth 2

TCC Northeast Campus 23

TCC Northwest Campus 44 & 45

TCC South Campus 3 & 5b

TCC Southeast Campus 67

TCC Trinity River Campus 46

Texas A&M University School of Law 3 & 89 SPUR

Texas Chirstian University 7 & 24

Texas Wesleyan University 4 & 9

University of North Texas 64

UNT Health Science Center 2

Trinity Metro’s Services

Fixed Route

Trinity Metro operates 46 independent fixed routes. Five routes have service up to every

10-15 minutes, seventeen routes have service up to every 30 minutes, nine routes have

hourly service, eight routes are Xpress, and four operate on limited service times.

Trinity Metro’s fleet consists of 190 100% Compressed Natural Gas buses and received

the Outstanding Fleet Recognition Dallas-Fort Worth Clean Cities Award in fiscal 2018.

In fiscal 2019 Trinity Metro acquired four all-electric buses for its “The Dash” circulator,

which travels between downtown Fort Worth to the 7

Street corridor and the Cultural

District.

In fiscal 2019, total fixed route ridership was 5,039,309. This was a 185,773, or 3.6%

decrease from fiscal 2018. Ridership decline is a national phenomenon that all transit

agencies are dealing with.

Trinity Metro ACCESS

Trinity Metro’s ACCESS paratransit services, previously known as MITS, offers door-to-

door transportation within the service areas of Fort Worth, Blue Mound and River Oaks

for persons with a verified disability that prevents them from riding regular fixed route bus

300,000

350,000

400,000

450,000

500,000

550,000

600,000

650,000

Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep

Fixed Route Ridership

FY2017 FY2018 FY2019

services. Approximately 65% of ACCESS trips are contracted through a third party.

ACCESS service operates on a daily schedule seven days a week that is comparable to

fixed route bus service.

In fiscal 2019, total ACCESS ridership was 344,943. This was a 17,108, or 4.7%

decrease from fiscal 2018.

Trinity Railway Express (TRE)

Trinity Metro provides commuter rail service to the area through its joint venture with

Dallas Area Rapid Transportation (DART). The Trinity Railway Express (TRE) commuter

rail service between downtown Fort Worth and downtown Dallas provides riders with

several park and ride facilities along the heavily traveled highway 183/121 corridor from

Fort Worth to Dallas. TRE provides access to many customers who do not live in the

service areas of public transportation authorities.

TRE operates on the former Rock Island line purchased by the cities of Dallas and Fort

Worth in 1983. The cities deeded the line over to Trinity Metro and DART, who developed

and now manage the TRE route. The 34-mile route serves 10 stations and is anchored

at each end by restored railroad stations: Dallas Union Station, built in 1916, and the

Texas and Pacific Passenger Terminal in Fort Worth, an art deco structure, opened in

1931.

15,000

17,500

20,000

22,500

25,000

27,500

30,000

32,500

35,000

Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep

ACCESS Ridership

FY2017 FY2018 FY2019

TRE has acquired and refurbished seven F-59 locomotives and twelve bi-level cars from

Toronto, Canada’s GO Transit. TRE has acquired two new F-59 PHI locomotives and 13

bi-level cars as ridership increased. The current fleet is 25 bi-level coaches and 9

locomotives.

Service is offered from 3:55 a.m. to 12:00 a.m. Monday – Thursday, and Friday from 3:55

a.m. to 1:50 a.m. Peak headways average 30 minutes, with headways for off-peak trains

every 60 minutes. On Saturdays, trains operate on 60-minute headway from 5:25 a.m.

to 1:20 a.m. Regular Sunday service is not offered at this time

Connecting transit service is offered at all stations. In addition, a free shuttle bus service

is provided from CentrePort to the South remote parking lot at DFW Airport, where

passengers can transfer to other DFW buses that serve the terminals. Special event

service to and from Victory Station is offered for most events (e.g. professional sports and

concerts) via regularly scheduled eastbound trains and westbound trains scheduled to

depart 20 minutes after the event. In addition, TRE operates special Sunday service to

the Texas State Fair via a connection with DART Light Rail Train (LRT) and to the Fort

Worth Main Street Arts Festival.



In fiscal 2019, TRE boarding provided 1,818,377 passenger trips. This was a 220,570, or

10.8% decrease from fiscal 2018. The main reason for the large decrease in passenger

trips is due to delayed trains due to track improvements and mechanical issues due to an

aging fleet.

100,000

125,000

150,000

175,000

200,000

225,000

250,000

Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep

TRE Ridership

FY2017 FY2018 FY2019

TEXRail

The TEXRail commuter rail project is Trinity Metro’s largest capital project to date with a

budget of $1.034 billion. The project was financed through a combination of several

funding sources. A portion of Trinity Metro’s member cities one-half cent of sales tax

helped finance the proposed project. The city of Grapevine enacted a 3/8-cent sales tax

to fund their participation in the project, and voters in Tarrant County approved a bond

issue that also provided some funding for the project. Trinity Metro has an agreement

with the city of North Richland Hills to provide funding for the North Richland Hills stations.

Trinity Metro also received federal dollars to help construct the project through the Federal

Transit Administration’s New Starts Funding program.

The TEXRail commuter rail project was originally designed to be a 37.6-mile route. On

August 12, 2013, Trinity Metro’s Board of Directors adopted the Minimum Operable

Segment (MOS) as the preferred TEXRail alternative. This change was necessary for

several reasons, but the increasing project cost was the main driver. The switch to the

MOS allowed Trinity Metro to focus its efforts on the segment with the highest potential

ridership, downtown Fort Worth to Dallas-Fort Worth International Airport (DFW Airport).

The TEXRail MOS commuter rail project has nine stations and associated facilities in

Tarrant County, Texas.

The TEXRail route follows existing rail lines from downtown Fort Worth, northeast through

North Richland Hills to downtown Grapevine, and then into the north entrance of

Dallas/Fort Worth (DFW) International Airport. Estimated travel time from T&P Station to

DFW International Airport, Terminal B is approximately 52 minutes. Operating on

primarily existing tracks, the route provides direct access to all activity centers in the

corridor and connects with other transportation services, including the Trinity Railway

Express (TRE) commuter rail service, AMTRAK, and Trinity Metro’s downtown Fort Worth

Intermodal Transportation Center (ITC) and T&P Station.

The TEXRail commuter rail features diesel multiple units (DMUs) with a mechanical unit

in the center of the train. Each DMU has 229 seats and a total capacity of 488. The

TEXRail cars feature an all-aluminum body and an articulated train that makes it easy to

walk between cars during the ride. The train also includes a designated quiet car, level

boarding, bike racks, USB charging stations, seatback trays, and overhead luggage

storage.

Construction of the TEXRail project began on August 24, 2016, and TEXRail’s inaugural

trip took place on December 31, 2018. Revenue service began on January 10, 2019, with

service operating seven days a week with 1-hour headways. Starting on July 28, 2019,

TEXRail service increased to 30-min headways during peak service hours.

During TEXRail’s first month of service TEXRail offered free rides to provide the

opportunity for the citizens of Tarrant County to ride the service causing an abnormally

large ridership count. After the first month of free rides ridership has stabilized and has

begun to gradually increase month after month.

Service Trends

Transit systems across the country are seeing decreases in ridership, and Trinity Metro

is no exception. Possible explanations for these negative trends could be the result of

the growing popularity of rideshare apps, the growth of jobs outside of service areas, and

lower fuel costs.

Other Services

Another way Trinity Metro provides service outside its fixed route service area is

through vanpools. Partially funded through federal grants, vanpools are established by

working with employers and their employees. Additionally, Trinity Metro provides

transportation services outside its service area through federal grant programs designed

to assist non-member cities with their transportation needs such as the North East

Transportation Services (NETS) and Tarrant County Transportation Services (TCTS).

 The Vanpool Program is open to individuals whose work trips begin or end in

any of the eight counties on the western side of the Dallas-Fort Worth Metroplex.

This program is funded through grants, and the local match is provided by Trinity

Metro. The passenger monthly fees offset a portion of the program’s operating

expenses.

15,000

30,000

45,000

60,000

75,000

90,000

105,000

120,000

Jan Feb Mar Apr May Jun Jul Aug Sep

TEXRail Ridership

FY2019

 The North East Transportation Services (NETS) provides rides for the elderly

or disabled persons within the city limits of Bedford, Euless, Grapevine, Haltom

City, Hurst, Keller, and North Richland Hills. Trinity Metro has an Interlocal

Agreement with NETS to administer the NETS program, and Catholic Charities

provides the service through a contract with Trinity Metro.

 Tarrant County Transportation Services (TCTS) provides rides for the elderly

or disabled. This service is for residents within Tarrant County, but outside of

Trinity Metro’s service area. Catholic Charities is the provider, and Trinity Metro

oversees the operation.

Trinity Metro ZIPZONE

The Trinity Metro ZIPZONE program is the agency’s innovative “first mile/last mile”

solution for users of public transportation. Riders can travel their “first mile” and their “last

mile” from the nearest bust stop/station via on-demand rideshare service. Through

mobile applications, riders will be able to order rides to take them to their destinations

within the ZIPZONE service area.

Currently, Trinity Metro ZIPZONE services are available in the Alliance and Mercantile

areas with plans to bring the service to Fort Worth’s Medical district and the City of

Crowley in 2020.

The Dash

The Dash is Trinity Metro’s first electric bus that takes passengers from downtown Fort

Worth to the 7

Street corridor and the Cultural District. The buses feature a perimeter

seating arrangement that allows for a comfortable and engaging way to interact with

other passengers. The buses are also equipped with USB ports underneath the seats

and provide free WiFi onboard.

Guaranteed Ride Home Program

Trinity Metro’s Guaranteed Ride Home Program (GRHP) is in place to help customers

whenever an emergency or unexpected schedule change occurs that may make taking

public transit inconvenient. Through the GRHP, customers can get home or back to a

Park and Ride lot if regular schedules and routes cannot. Vanpool, Easy Ride and

Monthly Pass holders are eligible for the GRHP. Customers with a GRHP Calling Card

are allowed to use the service up to two times within a three-month period. When an

unexpected event arises, customers can call the number on their card and provide their

name and where they need to be picked up and dropped off. A vehicle will arrive and

the customer only pays a $5.00 co-pay and Trinity Metro covers the balance.

Wheelchair-accessible vehicles are available if needed.

EasyRide Program

EasyRide is Trinity Metro’s transit program that provides commuter cost savings to

Tarrant County businesses and their employees. The program gives employers the

opportunity to provide a convenient and consistent way for their employees to get to work

– without battling traffic jams and searching for that open parking spot.

Employers complete an agreement with Trinity Metro, then Trinity Metro provides the

employer and employee registration form along with a Company Code. Employees

complete and return the registration form to their HR department who will forward it to

Trinity Metro. Once processed, the employees will have access to the EasyRide online

store to purchase passes online at a 25% discount. Participants in EasyRide can choose

services from Trinity Metro, Trinity Railway Express, Dallas Area Rapid Transit, and

Denton County Transportation Authority. Currently, there are 64 participating companies.

Employer Benefits

 Improve employee recruitment and retention by offering transit discounts as part

of their benefits package

 Reduce traffic congestion

 Reduce parking costs and capacity needs

 Lower stress level for employees

 Show commitment to sustainability

Employee Benefits

 Attain dependable transportation

 Eliminate parking expenses and hassles

 Improve health by walking or riding your bike to your stop

 Reduce stress, vehicle wear-and-tear, and traffic congestions

 EasyRide participants automatically receive Guaranteed Ride Home benefits

The following table is a list of companies to date participating in the EasyRide program:

Fiscal 2020 Disadvantaged Business Enterprise (DBE) Goals

As a recipient of Federal Transit Administration (FTA) funding, Trinity Metro is required to

have in place a Disadvantaged Business Enterprise (DBE) program, which is designed

to remedy the effects of past discrimination and facilitate the participation of minority and

women-owned businesses in Trinity Metro’s federally funded Contracts.

1 A Smart Start, LLC Huitt-Zollars, Inc.

American Airlines Ideal Impact, Inc.

Arts Council of Fort Worth Interstate Restoration

Ashton Fort Worth JP Morgan Chase

AT&T JPS Health Network

Bell Kelly Hart & Hallman LLP

Ben E. Keith Company KPS Global

Bingham Family Vineyards Kroger

Brown Dean Proctor & Howell, LLP Middlebrook/Goodspeed, PLLC

Cantey Hanger LLP NBC 5/ KXAS TV

Center for Counseling and Family Relationships (Rhonda M. Johnson PLLC)

Oak Hill Advisors LP

Center for Transforming Lives Omni Fort Worth Hotel

City of Fort Worth Oncor Electric Delivery

City of Grapevine PennyMac Loan Services

The College of Health Care Professions Pointwise, Inc.

DFW Hyatt Hotels (Grand Regency) Presbyterian Night Shelter (Clean Slate)

DFW International Airport Rotary Club of Fort Worth

Dialog Direct Securities and Exchange Commission

Dickies Arena (Trail Drive Mngt. Corp) Sheraton Fort Worth Downtown Hotel

Dos Molinas Mexican Restaurant Sink or Swim Pool Service

Federal Aviation Administration (FAA) Star Telegram

First American Payment Systems Surgical Group of North Texas

First Presbyterian Church of Fort Worth Tarrant County College

Federal Transit Administration (FTA) Tarrant County Government

The Fort Worth Club Tarrant Transit Alliance (TTA)

Fort Worth ISD Texas A&M University School of Law

Gaylord Texan Resort & Convention Center The Tshirt Guys

General Motors Financial Company, Inc. TPG Global

Goodwill Industries of Fort Worth UMTH General Services, LP

Aimbridge Hospitality UNO Chicago Bar and Grill

Hilton Fort Worth UNT Health Science Center

History Maker Homes XTO Energy

Dept. of Housing and Urban Development

Companies

Trinity Metro is also required by the FTA to set an overall annual goal for DBE participation

in federally assisted contracting in accordance with USDOT regulation, 49 CFR Part 26.

The DBE overall goal-setting process is required every three years for all FTA grantees

which expect grant awards of at least $250,000 in FTA-assisted contracts, and it must

conform to the FTA’s goal-setting process as outlined by 49 CFR Part 26. The FTA does

not approve the DBE overall goal of grantees; however, the FTA does review and approve

the methodology used to calculate the goal. Trinity Metro’s annual overall goal is 13%

DBE participation.

To achieve diversity and inclusion, Trinity Metro continuously looks for opportunities to

improve its DBE program; to identify opportunities within solicitations for potential DBE

participation; and to ensure DBEs are provided with solicitation information, which can

include Let’s Do Business Workshops, attending outreach events, one-on-one

consultations and notifying DBEs regarding solicitation opportunities.

Fiscal 2020 Federal Grants

Federal funding through grants administration finances a variety of projects that range

from rail construction projects, Low or No Emissions bus capital, to express shuttle

funding and bus transit enhancements. In fiscal 2019, Trinity Metro managed over

$453,000,000 in obligated funds. The Manager of Grants Administration at Trinity Metro

is responsible for identifying funding for the capital budget, managing grant funds once

received and monitoring the implementation and compliance of grant-funded programs at

Trinity Metro. The following are the fiscal 2020 goals for the grants department:

 Procurement of environmentally friendly Low Emissions transit vehicles.

 Installation of additional bus shelters throughout Trinity Metro’s service area.

 ADA improvements for installing ADA compliant bus stops and shelters.

 Providing bus transit enhancements such as signage, annunciators, and public art

around service area bus stops.

 Continued implementation of Tarrant County Transportation Services (TCTS) and

Northeast Transportation Services (NETS) initiatives with partner agencies.

Facilities

Fort Worth Central Station (FWCS), previously known as The Intermodal Transportation

Center (ITC), at 9th and Jones Streets, is Trinity Metro’s downtown transit center which

provides customers with options for purchasing tickets or receiving information. From

FWCS riders can connect to Trinity Metro’s bus services, TRE, and TEXRail. Enterprise

Rent-A-Car, Amtrak, Greyhound Bus Lines, and Subway also lease space at the ITC.

The Fort Worth Central Station Community Room is located on the second floor of the

FWCS and is available to rent for meetings and conferences, with a maximum capacity

of 170.

The Hershel R. Payne Transportation Complex (HRP) at East Lancaster and Pine

Streets, is a consolidated facility completed during fiscal year 1997. It serves as Trinity

Metro’s maintenance and operations center and is just east of downtown Fort Worth.

The Mahaffey Equipment Maintenance Facility (EMF) is a 48,000 square-foot facility

that provides service, maintenance, fueling, and storage for TEXRail. The building is

located on a 22-acre site.

The 801 Grove Street building on Grove and East 7th Streets, is a five-story, 49,815

square foot building that was built in 1908, and newly renovated in 2010. In August

2017, Trinity Metro purchased the building and is planning on converting the building

into its new headquarters.

Trinity Metro operates transfer centers at three area malls. They are La Gran Plaza de

Fort Worth at 1-35 South and Seminary Drive, Ridgmar Mall at I-30 and Green Oaks and

Hulen Mall located at 1-20 and Hulen St. In addition, the Sierra Vista Transfer Center is

located at 1500 E. Berry Street. These facilities provide outstanding passenger

amenities, while efficiently transferring our customers to other parts of Trinity Metro’s

service area.

There are five TRE stations in Tarrant County:

 Texas and Pacific (T&P) Station at Lancaster and Throckmorton Streets. Wood

Partners Group developed condominiums on the upper floors, above Trinity

Metro’s main waiting room. The waiting room is leased for weddings and large

functions. Its classic art deco is a popular venue for various events.

 Fort Worth Central Station (FWCS) at 9

and Jones Streets. This station

provides connections to Trinity Metro’s bus routes and TEXRail.

 Richland Hills Station at Handley-Ederville Road and Highway 121. This station

is set to close and will be replaced by the new Trinity Lakes station in December

2020.

 Bell Station at Bell Helicopter Boulevard of Highway 10. This station sits across

from Bell Helicopter.

 CentrePort/DFW Airport Station off Highway 360 just south of Dallas/Fort Worth

(DFW) Airport. This station has an expanded parking lot and shuttle service to

DFW Airport. Trinity Metro provides service to CentrePort employers with route 30.

There are nine TEXRail stations, two of which are already in use by TRE, which are the

T&P Station and the FWCS. The TEXRail stations include amenities such as

canopies/shelters, windscreens, seating, trash receptacles, landscaping, signage, ticket

vending machines, lighting and security cameras.

The other seven stations are as follows:

 North Side Station at 2829 Decatur Avenue. Which connects to the Historic

Stockyards through routes 12 and 14.

 Mercantile Center Station at 4233 North Beach Street. which connects to Trinity

Metro ZIPZONE in the Mercantile area.

 North Richland Hills / Iron Horse Station at 6351 Iron Horse Boulevard.

 North Richland Hills / Smithfield Station at 6420 Smithfield Road.

 Grapevine / Main Street Station at 801 South Maint Street. at the heart of

downtown Grapevine. Trinity Metro customers can connect to the Grapevine

Shuttle from this station.

 DFW Airport North Station at 1867 Dallas Road.

 DFW Airport Terminal B Station at Dallas/Fort Worth International Airport.

Fort Worth Central Station (FWCS)

Mahaffey Maintenance Facility (MMF)

Hershel R. Payne Transportation Complex

(HRP)

Customer Relations

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Customer Relations

Functions and Responsibilities

The function of the Customer Relations Division is to improve the customer’s experience

through transit passengers’ insights and analytics, customer program and initiatives and

the Transit Envoy program. We focus on reinforcing a customer-centric culture and

aligning operating realities of service throughout our service areas by building

relationships with key external stakeholders and internal departments.

FY2019 Accomplishments

 Increase Support for Transit:

 Implemented Alliance ZIPZONE on February 1, 2019.

 Executed an Interlocal Agreement with Denton County Transit for the first

 mile/last mile service in Alliance.

 Executed an Interlocal Agreement with the NCTCOG for the first mile/last

 mile service in Alliance and secured funding for 2 years.

 Executed an Interlocal Agreement with NCTCOG for the TRE Link

 services and secured funding.

 Executed an Interlocal Agreement with DART and DFWIA for the TRE

 Link services.

 22 bus stops were adopted through the Adopt-A-Stop program.

 Educate the Community About the Benefits of Trinity Metro’s Services:

 Presented to the Hillwood Executive Team at the Annual Luncheon on the

importance of transit in Alliance.

 Trained 250 Ambassadors at DFW International Airport regarding Trinity

Metro and TEXRail services.

 Presented at TTA Friends of Transit Mixer in January 2019.

 Presented on Equity Issues in Transportation at UTA – Arlington.

 Participated on a Panel for LeaderPrime regarding transit.

 Presented at East Fort Worth Business Association in March 2019.

 Participated at Health Summit April 13, 2019.

 Participated on a Panel in Vision Fort Worth Young Professional Summit

May 2019.

 Provide an Outstanding Customer Experience:

 Provide continued training to the customer care representative to improve

their interactions with today’s customers.

 Maintain Positive Organizational Culture:

 Provided Customer Service training to all new employees.

 Customer Care Week was celebrated within the department, recognizing

the contributions of the Customer Care team.

 Customer Commendation certificates are presented to Trinity Metro

employees who receive customer compliments.

FY2020 Planned Initiatives (Goals)

 Increase Support for Transit:

 Build meaningful partnership with key stakeholders that result in support

for Trinity Metro’s mission and vision by adding two new partnerships with

cities.

 Community presentation to chambers, business leaders, and other

municipalities on transit values three times a year.

 Create a Customer Advisory Committee.

 Educate the Community About the Benefits of Trinity Metro’s Services:

 Participate in community activities that will benefit transit by volunteering

in four events.

 Provide travel training to individuals wishing to utilize transit for their daily

commute.

 Provide Trinity Metro schedules and brochures of its services to

community organizations, businesses, schools, and through individual

requests.

 Host the 2

Annual Bus Stop Cleanup Day in October.

 Partner with the City of Fort Worth in their Trinity Trash Bash litter-free

program.

 Provide an Outstanding Customer Experience:

 Continue to promote the Adopt-a-Stop program and reach the goal of 20

bus stops adopted by the end of the year.

 Provide customer service on rail platforms and at bus stops with Transit

Envoys when new service is introduced or when there are service

interruptions by implementing a transit envoy program starting in the

month of February.

 Conduct passenger surveys on a regular basis by surveying four routes

per month.

 Maintain Positive Organizational Culture:

 Ensure that all new employees are provided Customer Service training.

Customer Care

Functions and Responsibilities

The function of the Customer Service department is to provide customer information for

Fixed Route bus service, TRE commuter rail, and Trinity Metro Access paratransit service

via telephone and internet. Customer Service handles customer inquiries regarding trip

planning, suggestions, complaints, and maintains the lost and found items. Customer

Service also collaborates with the Trinity Metro ACCESS dispatchers regarding ACCESS.

FY2019 Accomplishments

 Increase Support for Transit:

 Customer Care Representatives helped with bus bridges this year in an

effort to make those transitions easier for our passengers.

 Educate the Community About the Benefits of Trinity Metro’s Services:

 Customer Care Representatives were assigned to work various platforms

for the TEXRail opening. Representatives passed out schedules and

answered passenger questions.

 Provide an Outstanding Customer Experience:

 Multiple Customer Care representatives received commendations in

FY19.

 The Customer Care Representatives used an online training platform to

improve their interactions with customers.

 Maintain Positive Organizational Culture:

 Customer Care Week was celebrated within the department, recognizing

the contributions of the Customer Care team.

 Customer Commendations were given when an employee received

customer compliments.

FY2020 Planned Initiatives (Goals)

 Increase Support for Transit:

 Support the implementation of new routes. The customer care team will

ride new routes within one month of implementation.

 Educate the Community About the Benefits of Trinity Metro’s Services:

 Answer all customer queries within three business days.

 The customer care team will receive service updates at least one week

before implementation.

 Provide an Outstanding Customer Experience:

 100% of staff to complete their QAP bus ride at least once per month.

 Online customer care training to help improve customer service skills.

 Team members will receive pass/fail per testing on each block of training

 Reduce customer complaints by 5%.

 Increase commendations by 10%.

 An average call wait time of 1 minute or less.

 Maintain Positive Organizational Culture:

 One customer car employee to compete in the national call center

challenge. Increase in customer service skills will result in a gradual

decrease in complaints.

 Celebrate the customer care team and their dedication during National

Customer Service Week. The team will receive a breakfast, a lunch, and

various work related items to show appreciation.

Vanpool

Functions and Responsibilities

Provides carpool, public transit, and air quality information to promote the reduction of

single-occupant vehicle miles in an effort to improve our region’s air quality. Promotes

grant-funded transportation services outside Trinity Metro’s service area.

FY2019 Accomplishments

 Increase Support for Transit:

 Vanpool staff continued to promote the Trinity Metro vanpool program.

 Educate the Community About the Benefits of Trinity Metro’s Services:

 Vanpool staff continued to promote the Trinity Metro vanpool program.

 Participated in employer fairs for their employees and promoted vanpool.

 Continued to respond to vanpool inquiries that came in through the

Rideshare line.

 Provide an Outstanding Customer Experience:

 Selected the vanpool service provider, Enterprise, and added vanpool

vehicle options to include more than just standard vans.

 Responded to inquiries from vanpool participants in a timely manner.

 Maintain Positive Organizational Culture:

 Encouraged participation in company sponsored professional

development training for supervisors and staff.

 Encouraged participation in Trinity Metro’s mentoring program.

 Monthly staff meetings kept staff informed of company developments.

 Encouraged participation in Trinity Metro’s wellness program.

 Implemented new “years of service” recognition program.

FY2020 Planned Initiatives (Goals)

 Increase Support for Transit:

 Increase participation in the Trinity Metro vanpool program adding vanpool

groups each quarter for a total of 15 added vanpool groups by the end of

the year.

 Quarter 1: + 3 vanpool groups

 Quarter 2: + 5 vanpool groups

 Quarter 3: + 4 vanpool groups

 Quarter 4: + 3 vanpool groups

 Educate the Community About the Benefits of Trinity Metro’s Services:

 Continue to promote the Trinity Metro vanpool program by presenting the

benefits of vanpooling at employer fairs at least six times during the year.

 Provide an Outstanding Customer Experience:

 Maintain at least 100 total vanpools by the end of the year.

 Maintain a vanpool capacity percentage of 75%.

 Monitor the service provided by the new the contracted vanpool service

provider by sending out a customer satisfaction survey to the vanpool

drivers in regarding the new vanpool service provider by February 2020.

Planning & Scheduling

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Planning & Development

Functions and Responsibilities

The Planning Department is involved in planning all modes of transit service including,

fixed route bus, express route bus, bus rapid transit, commuter rail, paratransit, mobility-

on-demand, and additional modes of travel as may be implemented in the service area in

the future. The Department is responsible for administering the Transit Master Plan,

monitoring transit mode performance, recommending ways to improve performance of

existing service, evaluating service expansion or reduction alternatives, managing the

service change process, conducting passenger surveys, holding public hearings,

processing federal Title VI analysis, assisting Operations with budget preparation, siting

facilities such as park-n-ride lots, and siting transit stops.

FY2019 Accomplishments

 Increase Support for Transit

 Recruited the City of Forest Hill, now contributing $200,000 annually

toward fixed route transit service.

 Gained $1.5 million in funding from the City of Fort Worth.

 System Redesign and Implementation and other strategic projects.

 Increase Support for Transit

 Held four public meetings on service changes.

 Staffed eight “project bus” events in support of the “Transit Moves Fort

Worth” plan.

 Provide an Outstanding Customer Experience

 Planned and launched new services including, Route 71 – Forest Hill,

Route 31 – TRE Link, Alliance ZIPZONE, Mercantile ZIPZONE, and The

Dash.

 Installed 86 bus shelters.

 Maintain Positive Organizational Culture

 Director completed Leadership Fort Worth training.

 Staff attended the ESRI GIS User Conference and training including two

National Transit Institute courses (Environmental Justice & Performance

Based Planning & Programming), National Association of City

Transportation Officials Designing Streets for Transit Workshop, North

Texas Parking Symposium, and the Federal Transit Administration

Triennial Review Workshop.

FY2020 Planned Initiatives (Goals)

 Educate the Community About the Benefits of Trinity Metro’s Services:

 Hold three public meetings on service changes.

 Provide an Outstanding Customer Experience:

 Improve access to bus stops for disabled passengers by improving 25 bus

stops by the end of the year.

 Maintain Positive Organizational Culture:

 Continue seeking feedback from the Route Monitoring Committee and

Service Planning Committee by hosting six meetings throughout the year.

Service Scheduling

Functions and Responsibilities

Service Scheduling is responsible for fixed route operating schedules, operator

runs/rosters, mapping data for agency-wide applications, and on-vehicle technology for

passenger information and passenger loads.

FY2019 Accomplishments

 Regional Transit Leadership

 Worked with Operations to, within budget constraints, improve service in

Trinity Metro’s service area to provide longer hours, more frequent,

consistent weekday/weekend service were the primary changes

implemented.

 Provide the Best Possible Customer Service

 Assisted Marketing to improve the accuracy and consistency of printed

schedules.

 Coordinated efforts with our real-time information system contractor

(Nextbus) to improve the operational efficiency of the automatic vehicle

location system and automatic voice annunciation systems on the fixed

route vehicles.

 Worked with Operations to improve service quality by making twelve

schedule adjustments and one re-route.

 Continue to Improve Organizational Practices and Develop Staff

 Staff attended the annual Trapeze User Conference focused on learning

best practices from other Trapeze users and developing methods for

improved utilization of our in-house Trapeze system.

FY2020 Planned Initiatives (Goals)

 Increase Support for Transit:

 Work with Operations, as funding allows, to restructure existing routes

through two service changes per year (March & September).

 Work with the Operations to adjust existing route service during the two

service changes per year (March & September) so that it is simpler to

provide, easier to access and understand by the customer.

 Educate the Community About the Benefits of Trinity Metro’s Services:

 Work with Marketing to ensure accuracy and clarity of internet and printed

information provided by Trinity Metro customers regarding Trinity Metro

services during the months leading up to the service change dates by

proving schedule information by February and August.

 Provide an Outstanding Customer Experience:

 Use APC data to consolidate under-utilized bus stops during the duration

of the service change and to identify route segments with no ridership and

consider elimination during the months leading up to the service change

dates in order to help support an 88% on-time performance goal for fixed

route.

 

Human Resources, IT & Training

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Human Resources & Training

Functions and Responsibilities

The Human Resources & Training Department works to increase company

performance by serving our most important asset—our employees. Services include

recruiting, onboarding, training, and retaining qualified employees, administering

benefits, maintaining policies and procedures, and promoting health and wellness

throughout the organization. We strive to create and maintain a corporate culture

based on professionalism, inclusion, excellence, fairness, and respect. We encourage

high employee morale and engagement through feedback, communication,

professional development, recognition, and rewards.

FY2019 Accomplishments

 Increase Support for Transit:

 Hosted regional TSI Courses.

 Certified test site for CDL testing.

 Participation in local and state Roadeo events.

 Educate the Community About the Benefits of Trinity Metro’s Services:

 Career fairs and employment opportunities.

 Provide an Outstanding Customer Experience:

 Conducted company orientation for all employees.

 Conducted training for new employees in Fixed Route, Paratransit, and

Maintenance departments.

 Conducted remedial training for Operators in safety and customer service

 Conducted recurrent training for Paratransit Operators.

 Conducted CDL training for Fixed Route, Paratransit, and Maintenance

trainees.

 Conducted customer service training for Paratransit Contractors.

 Achieved Gold status for Workplace Health Achievement from the

American Heart Association.

 Maintain Positive Organizational Culture:

 Conducted CPR and First Aid training for employees.

 Conducted recurrent safety training for Maintenance and Facilities

employees.

 Conducted FastTrack Mentoring program.

 Conducted professional development classes (e.g., business writing, time

Management) open to all employees.

 Conducted workplace safety classes for all employees.

FY2020 Planned Initiatives (Goals)

 Increase Support for Transit:

 Host three regional TSI courses.

 Continued partnerships with DART and DPS.

 Educate the Community About the Benefits of Trinity Metro’s Services:

 Career fairs and employment opportunities.

 Provide an Outstanding Customer Experience:

 Implement on-site testing for CDL through DPS.

 Develop and implement online assessments for Operators through the

LMS.

 Develop and implement one (1) online remedial training course.

 Revise and expand the Operator Training Manual.

 Maintain Positive Organizational Culture:

 80% pass rate for training classes.

 Decrease overall turnover by 5% by the end of the year.

 Create a monthly wellness campaign.

 Increase participation in the Wellness program by 10% by the end of the

year.

 Create and implement an individualized remedial training class.

 Trainers cross train in ACCESS and or Fixed Route.

 Roll out and implement Laserfiche project.

 Roll out and monitor Taleo Recruit process to hiring leader.

 Quarterly audits of all contractor DOT files.

 Create and roll out a “New Hire Guide”.

Information Technology

Functions and Responsibilities

Provide and support Information Technology/Service solutions.

FY2019 Accomplishments

 Regional Transit Leadership:

 Implemented Trapeze COM/COM Web to provide a comprehensive

complaint/commendation system tightly integrated with other Trapeze

products.

 Implemented Employee badges that integrate with Genfare to allow

employees to tap onto fareboxes to ride our service.

 Began implementation of vehicle routers on Trinity Metro’s fleet to allow the

implementation of a CAD/AVL system and provide real-time video feeds

during emergencies.

 Began replacement of outdated video recorders on vehicles with the new

Trinity Metro standard (MobileView 7000 NVRs).

 Demonstrate the Value of Public Transportation in the Community:

 Implemented Trapeze COM/COM Web to provide a comprehensive

complaint/commendation system tightly integrated with other Trapeze

products.

 Implemented Luminator InfoTransit system on DASH buses.

 Provide the Best Possible Customer Service:

 Implemented Trapeze COM/COM Web to provide a comprehensive

complaint/commendation system tightly integrated with other Trapeze

products.

 Implement Genfare Ticket Vending Machines (TVMs) for TEXRail

passengers.

 Implemented Luminator InfoTransit system on DASH buses.

 Updated Genfare back office to allow Trinity Metro to begin implementation

of Genfare Link for smart cards.

 Continue to Improve Organizational Practices and Develop Staff

 Implemented SpecOps password reset software to allow end-users to reset

their own Windows passwords.

 Implemented Employee Self Service for JD Edwards for internal and

external use.

 Staff attended in-house and outside training.

 Staff attended Trapeze and APTA conferences.

FY2020 Planned Initiatives (Goals)

 Provide an Outstanding Customer Experience:

 Monthly maintenance – Hardware by the 25

; software by the 15

th.

 Server percent uptime at 90%.

 Customer service tickets: Level 1 complete within 1 hour of first response

 Application percent uptime at 97.8%.

 Desktop refresh completed by July 30, 2020.

 2020 IT OPEX budget no more than 2% over.

 Disaster Recovery Design and simulated text by July 1, 2020.

 Network percent uptime at 92.9%.

 Vulnerability testing completed by February 16, 2020.

 Cybersecurity audit completed by March 30, 2020.

Rail Operations

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TRE

Functions and Responsibilities

TRE provides passenger rail service between the cities of Fort Worth and Dallas. This

includes regular commuter and special events service.

FY2019 Accomplishments

 Increase Support for Transit:

 Worked diligently in support of TEXRail’s startup.

 Collaborated with transit providers to improve connectivity.

 Educate the Community About the Benefits of Trinity Metro’s Services:

 TRE staff routinely spoke at local meetings, with corporate partners, and

community leaders.

 TRE staff continuously promoted community events in Tarrant County.

 Provide an Outstanding Customer Experience:

 TRE’s Positive Train Control program successfully moved into Extended

Revenue Service Demonstration.

 Maintain Positive Organizational Culture

 TRE staff attended multiple rail/rail safety conferences.

FY2020 Planned Initiatives (Goals)

 Provide an Outstanding Customer Experience:

 Train rides to determine if crew responsibilities and requirements are being

met and customer complaints are being addressed by having monthly train

rides tracked in Trinity Metro’s survey database.

 Continue to provide safe and reliable service between the cities of Fort

Worth and Dallas by having monthly train rides.

 Provide consistent and reliable service from Fort Worth to Dallas by

maintaining a 97% on-time performance rate.

 Maintain Positive Organizational Culture:

 Gather and lead staff together in the same room for TRE morning meetings

to promote collaboration and teamwork.

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TEXRail

Functions and Responsibilities

TEXRail staff work to provide safe and reliable transit options between Fort Worth T&P

Station and DFW Terminal B.

FY2019 Accomplishments

 Increase Support for Transit:

 Continued to build support for transit through the successful startup of the

TEXRail Commuter Rail service, which included the inclusion of seven

new rail stations.

 Met with local Transit Oriented Development groups to strengthen support

for growth near stations.

 Educate the Community About the Benefits of Trinity Metro’s Services:

 TEXRail staff worked diligently in speaking at local meetings, meeting with

corporate partners, and engaging political officials.

 Leveraged social media to enhance awareness to boost customer

ridership.

 Provide an Outstanding Customer Experience:

 Following the successful launch of TEXRail, we expanded service to the

crucial 30” peak headways.

 Provided injury free performance with On-Time Performance exceeding

94%.

 Enhanced security measures through the reallocation of resources.

 Maintain Positive Organizational Culture

 TEXRail staff attended multiple rail safety conferences.

 Extended scholarships to TEXRail employees.

FY2020 Planned Initiatives (Goals)

 Increase Support for Transit:

 Meet with business leaders bi-monthly to promote transit capabilities.

 Promote community events reachable by TEXRail with weekly social media

posts.

 Collaborate with marketing and convention bureaus to promote TEXRail as

a travel option for those arriving/departing DFW International Airport

through monthly meetings.

 Educate the Community About the Benefits of Trinity Metro’s Services:

 TEXRail staff will continue speaking at local meetings about TEXRail and

its benefits for the community though monthly speaking engagements.

 Leverage social media platforms weekly to build TEXRail goodwill through

weekly social media posts emphasizing TEXRail.

 Provide an Outstanding Customer Experience:

 Weekly train rides to improve our public image, gain credibility, ascertain

crew and customer insights/concerns.

 Provide a fast and efficient service for customers from downtown Fort Worth

into DFW International airport by maintaining an on-time performance rate

of 97%.

Security

Functions and Responsibilities

The Security department is responsible for planning, organizing, directing, and

coordinating activities of Transit Security Officers (TSO’s) and contracted security

personnel. Developing and implementing security plans for Trinity Metro’s facilities and

assets, while maintaining CCTV video and physical access control systems to safeguard

Trinity Metro facilitates. In addition, investigating security incidents for all modes of

operation, and coordinating new-hire and employee refresher training.

FY2019 Accomplishments

 Increase Support for Transit

 Purchased & deployed the use of two Transit Officer patrol vehicles for the

purpose of police response to incidents occurring on our fixed transit

services, and transit stations.

 Educate the Community About the Benefits of Trinity Metro’s Services

 Active stakeholder within the Downtown Security Director’s Group and

Police Department to collaborate and network information sharing

impacting the Fort Worth Central Station.

 Provide an Outstanding Customer Experience

 Utilization of seven (7) law enforcement agencies to provide 22-hour

police presence on the TEXRail commuter rail system.

 Maintain Positive Organizational Culture

 Perform monthly Operator training on De-escalation Techniques, to

include Active Shooter Response, and annual Workplace Violence

training.

FY2020 Planned Initiatives (Goals)

 Increase Support for Transit:

 Submit Requests for Proposal to Procurement, for approval, to begin

capital improvement projects by March 2020.

 Educate the Community About the Benefits of Trinity Metro’s Services:

 Work with the Marketing department by volunteering for at least two

outreach campaigns (State Fair and Main Streets Arts Festival) designed

to promote Trinity Metro Services throughout Tarrant County.

 Provide an Outstanding Customer Experience:

 Implement the mobile reporting application ELERTS notification system for

customers to notify Trinity Metro of criminal/suspicious activity, safety

issues & concerns, and other incidents at bus & rail stations and transfer

centers by March 2020.

 Maintain Positive Organizational Culture:

 Implementation of a “Quality Assurance” system by December 2019 to

facilitate active engagement with system modes of operation, creating a

safe culture for employees.

 Require 100% of security staff & Transit Officers to perform a minimum of

(1) quality assurance check, when on-duty, providing feedback for

employee follow-up.

Risk & Claims

Functions and Responsibilities

The Risk Management Department reviews and evaluates exposure to risks including

accidents of all kinds and recommends measures to eliminate or reduce such risks. Risk

Management helps monitor Trinity Metro’s compliance with all OSHA, EPA, and other

hazardous waste regulations, and instructs employees on accident and injury prevention.

Risk Management investigates accident and injury reports, handles claims, and

represents Trinity Metro in court proceedings.

FY2019 Accomplishments

 Educate the Community About the Benefits of Trinity Metro’s Services

 Through hazard analysis and risk assessment, Risk Management reduced

incidents/accidents and passenger injuries. This turn helped the community

understand how we value their safety.

 The Risk Management department has conducted quarterly safety audits of

the bus system, maintenance facilities, and transit centers. These reports

delivered to the COO and can be reviewed by the public if needed. This, in

turn, will help educate the community about the safety benefits of Trinity

Metro’s Services.

 Provide an Outstanding Customer Experience

 The Risk Management department on a monthly basis would go out to the

transfer centers and bus stops to discuss issues with operators and

passengers. Any issues presented were documented and corrected if

possible.

 Investigated and settled claims in a precise and timely manner.

 Discussed issues with operators and passengers at transfer centers and

bus stops.

 Maintain Positive Organizational Culture

 The Risk Management department’s goal is to ensure a safe environment

for all customers who ride Trinity Metro vehicles and use Trinity Metro

facilities. This has been accomplished through comprehensive safety

programs and hazard assessments. This helps to minimize accidents and

passenger injuries.

FY2020 Planned Initiatives (Goals)

 Educate the Community About the Benefits of Trinity Metro’s Services:

 Through hazard analysis and risk assessments, we will reduce

incidents/collisions by 20%. This will help the community understand how

we value their safety.

 Through hazard analysis and risk assessment, will reduce passenger

injuries by 20%. This will in turn help the community understand how we

value their safety.

 Provide an Outstanding Customer Experience:

 Will make a priority to investigate and settle claims in a precise and timely

manner and keep liability claim costs below $200,000.

 Recover over 95% of subrogation claims pursued.

Safety

Functions and Responsibilities

The Safety department will effectively manage safety for the agency. Tasks of the

department will be accomplished through positive leadership and marketing, thus

providing a safe environment for all. The impact of this safe environment, combined with

safe work practices, will establish a positive safety culture.

The ultimate goal is to have a proactive impact upon the customers, the employees and

the community in which we serve. Thus providing the environment and culture required

of a safe public transit alternative to the cities we serve.

FY2019 Accomplishments

 Increase Support for Transit:

 Continued the working relationship with DART’s safety team meeting on a

quarterly basis to network and share our ideas and also to discuss

strategical safety efforts.

 Represent Trinity Metro at the North Central Texas COG’s quarterly

Regional Safety Advisory Committee meetings.

 Educate the Community About the Benefits of Trinity Metro’s Services:

 Continued to ride the system on a regular basis as an example to others

 Encourage others to also utilize public transit as an option to avoid the

hassle of paid parking, undue stress in traffic jams, etc.

 Participated when needed with our marketing department as well as many

other events in the community to positively represent Trinity Metro.

 Provide an Outstanding Customer Experience:

 Success of the safety suggestion program continues to have direct impact

on our agency providing a safe transit system.

 The Safety Recognition Program The (SRP) continues to provide a

positive impact on the overall safety of our agency.

 Regularly being at transfer centers as a resource for our operators to

reach out to where safety is concerned.

 Regularly meet and make time to chat with our passengers and the public

about the Safety departments role and Trinity Metro’s dedication to safety.

 Maintain Positive Organizational Culture

 49 CFR 473 requires the person responsible for the overall safety of the

agency to become TSSP certified.

 Emergency Response Plan in effect. In addition, as a part of this plan, all

employees who report to the HRP building are properly trained according

to the plan.

FY2020 Planned Initiatives (Goals)

 Increase Support for Transit:

 One Safety Meeting per Quarter (1-hour) meeting 100% attendance.

 Daily Safety messages provided to daily via all call to front line employees.

 Additional Safety Awareness programs as follows:

 100% Check Rides (every route every year)

100% Safety Audits

 Safety Blitz to be held Quarterly

 Provide an Outstanding Customer Experience:

 FY20 Goal for all Collisions - Fixed Route 1.22 (per 100K miles driven).

 FY20 Goal for Preventable Major Collisions 0.40 (greater than $1,000

dollars/tow/medical).

 FY20 Goal for all collisions-ACCESS 0.45.

 FY20 Goal for Major Collisions 0.15 (greater than $1,000

dollars/tow/medical attention).

Operations

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Fixed Route Operations

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Fixed Route Operations

Functions and Responsibilities

Fixed Route Operations’ purpose is to provide safe, customer focused and cost-effective

public transportation services that enhance the quality of life for the citizens of Fort Worth

and throughout Tarrant County.

FY2019 Accomplishments

 Increase Support for Transit

 Fixed Route Operations has played an active role in educating the City of

Fort Worth. We have assisted city officials on the customer driven transit

needs that we provide such as our regular line service that caters to high

demographic areas.

 Operations has increased our revenue service mileage from two new

routes producing 101,250 miles of new service annually.

 Operations assisted in hiring new personnel at job fairs totaling 20 hours

in 2018 and increasing to 30 hours in 2019.

 Fixed Route Fleet Buses have increased to 155, up from 148 in 2018

including four new electric buses.

 Operations services two additional rail stations with the new TEXRail

Service.

 Educate the Community About the Benefits of Trinity Metro’s Services

 Our outreach programs include the Transit Moves Fort Worth survey bus,

numerous job fairs, open public board meetings and community centers

outreach programs. Operations and Marketing share a common goal

through instant communication via our website to inform customers of

service changes and detours.

 Provide an Outstanding Customer Experience

 Operations routinely answers direct complaints from customers through

our COM system. It intergrades our Customer Service Department and

Ops Department to investigate all complaints that include service issues.

Operations also provides alternative transportation when equipment is

faulty to make sure customers get to their last stop. Operations assists the

two railway services that are provided to our customers through bus

bridging when faulty equipment or service interruptions happen. Operation

with cooperation from other departments piloted the first electric bus in the

City of Fort Worth.

 Operations has increased our work force from 230 full-time Fixed Route

Operators in 2018 to 244 full-time operators in 2019.

 Operations has increased our Staff Service Controllers from three SC’s to

eight SC’s in 2019 to assist with street operations.

 Maintain Positive Organizational Culture

 Operations maintains transparency with operators and other departments

daily by communication. We practice our core values and implement

modern communication and collaboration tools to keep everyone on the

same page.

 Operations has supported and staffed six individual morale-boosting

events in 2019, which is up from the three total in 2018.

FY2020 Planned Initiatives (Goals)

 Provide an Outstanding Customer Experience

 Street Supervisors are required to successfully complete (5) monthly

vehicle inspections.

 Street Supervisors are required to successfully complete (100) monthly

adherence checks.

 Street Supervisors are required to successfully complete (5) monthly QAP

ride checks with their operators.

 Weekly review of Pull-Out OTP and the availability of units to assigning

blocks helps assist the company in making sure we are delivering quality

service. The monthly goal is 95% or higher for late pullouts off the lot

each month.

 Monthly review of on-time performance scheduled between 8 and 10

minutes. We currently measure between 0 and 10 minutes and monthly

on-time percentage goal is 88%.

 Maintain Positive Organizational Culture

 Employee Morale, Trust, Job Satisfaction & Employee Loyalty has a goal

of 90% each month.

ACCESS Operations

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Trinity Metro ACCESS

Functions and Responsibilities

Trinity Metro ACCESS provides safe, reliable, customer-focused ADA paratransit

services to certified Trinity Metro customers through service monitoring and customer

feedback to drive performance and operate within established budgetary plans.

FY2019 Accomplishments

 Increase Support for Transit

 Rebranded from MITS to ACCESS.

 Implemented ACCESS service in Forest Hill.

 Educate the Community About the Benefits of Trinity Metro’s Services

 Transit Ambassadors continued to provide travel training service for

persons with disabilities in order for them to access Trinity Metro services

system wide.

 Supported TEX Rail by working at stations and showing new passengers

how to use the ticket vending machines and explaining the rail service as

well as fixed route services in Fort Worth.

 Met with community service providers such as workshops, dialysis

centers, and senior centers to share information regarding ACCESS

service and to better understand the needs of their clients.

 Implemented ACCESS service in Forest Hill.

 Provide an Outstanding Customer Experience

 Upgraded ACCESS Trapeze software which improved scheduling

capabilities.

 Selected one ACCESS supplemental service provider, Yellow Cab, to

handle approximately 60% of the service.

 Continued to expedite customer concern investigation and response.

 Maintain Positive Organizational Culture

 Encouraged participation in company sponsored professional

development training for supervisors and staff.

 Encouraged participation in Trinity Metro’s mentoring program.

 Monthly staff meetings kept staff informed of company developments.

 Encouraged participation in Trinity Metro’s wellness program.

 Quarterly All Hands meetings to share information.

 Implemented new “years of service” recognition program.

FY2020 Planned Initiatives (Goals)

 Increase Support for Transit

 Continue to meet with the various entities that serve persons with

disabilities to share information about ACCESS, TRE, and TEXRail with at

least four meetings throughout the year.

 Provide an Outstanding Customer Experience

 Fully implement the Trapeze Interactive Voice Response (IVR) system to

allow passengers to schedule, cancel, and confirm trips. The system will

also provide call outs to passengers to remind them about next day

scheduled trips and to alert them about imminent arrival on the service the

day. The go live date is by Apri 1, 2020.

 Implement same day batching to improve the productivity of ACCESS

runs. The go live date is by March 1, 2020.

 Award a new contract for the ACCESS supplemental service provider and

have the new provider in place by October 1, 2019.

 Provide annual recurrent training to all ACCESS operators and staff by

September 2020.

 Maintain two passengers per hour.

 Maintain an on-time performance of 88%.

 Maintain an excessive trip length of 3%.

 Maintain preventable collisions per 100,000 miles of 0.5.

 Maintain Positive Organizational Culture

 Keep staff informed of company developments through monthly staff

meetings.

 Host quarterly employee appreciation days.

NETS & TCTS

Functions and Responsibilities

Promotes grant-funded transportation services outside Trinity Metro’s service area.

FY2019 Accomplishments

 Increase Support for Transit

 Continued the partnership with the Northeast Transportation Service

Urban Transit District (NETS) for the provision of elderly/disabled

transportation in the seven member cities.

 Continued the partnership with the eleven member cities of Tarrant county

Transportation Service (TCTS).

 Partnered with Tarrant County to help fund enhancement of TCTS by

adding another guaranteed day of service per week for each city.

 Educate the Community About the Benefits of Trinity Metro’s Services

 Promoted opportunities for NETS passengers to access TEX Rail.

 Catholic Charities continued to promote NETS and TCTS services at

community meetings and through their call center.

 Provide an Outstanding Customer Experience

 Selected Catholic Charities as the NETS service provider and they

maintained on-time performance at 95.3%.

 Purchased an accessible Ford Transit van for NETS.

FY2020 Planned Initiatives (Goals)

 Increase Support for Transit

 Continue to partner with the Northeast Transportation Service Urban

Transit District (NETS) for the provision of elderly/disabled transportation

in the seven member cities by having six Bi-monthly meetings with the

NETS board.

 Continue the partnership with the eleven member cities participating in the

Tarrant county Transportation Service (TCTS) original and enhancement

programs by renewing ILAs with each city annually by October.

 Provide an Outstanding Customer Experience

 Continue to monitor the quality of NETS and TCTS service provision and

make changes as warranted and maintain a 95% on-time no trip denials

each month for NETS.

 Continue to monitor the quality of NETS and TCTS service provision and

make changes as warranted and maintain a 95% on-time no trip denials

each month for TCTS.

Vehicle Maintenance Operations

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Vehicle Maintenance

Functions and Responsibilities

To provide clean, safe reliable vehicles in support of the operational needs of Trinity

Metro.

FY2019 Accomplishments

 Increase Support for Transit

 Replacement of 10 older vehicles with 10 newer vehicles supporting our

replacement plan and providing better quality equipment to our

community.

 Supporting OPS with dependable vehicles for new routes as well as

extended hours of operation.

 Maintaining our Low emissions vehicles, near Zero emission and no

emission vehicles for reduced traffic congestion and better air quality in

our region.

 Access fleet Paint rebranding is 60% completed.

 Educate the Community About the Benefits of Trinity Metro’s Services

 Assisting passengers during monthly bus rides and making them aware of

the benefits our service provides.

 Support of OPS, Marketing, and HR with special events by providing

special vehicles, or fleet for display and informational interaction.

 Provide an Outstanding Customer Experience

 Improved vehicle cleanliness for enhanced public experience while using

our services.

 Improved fleet performance minimizing breakdowns and customer

inconvenience.

 Use of feedback from monthly bus rides to better enhance our product and

services.

 Maintain Positive Organizational Culture

 Quarterly all hands meetings to keep everyone informed of current and

future projects and goals.

FY2020 Planned Initiatives (Goals)

 Increase Support for Transit

 Revenue fleet Mean Distance Between Failures (MDBF) to meet and or

exceed 10,200 miles.

 Access fleet Mean Distance Between Failures (MDBF) to meet and or

exceed 12,000 miles.

 Revenue fleet in service rate to meet or exceed no more than 15 revenue

vehicles being down daily.

 Access fleet in service rate to meet or exceed no more than 7 paratransit

vehicles being down daily.

 Educate the Community About the Benefits of Trinity Metro’s Services

 Continue efforts to comply with and support the “Clean Fleet Policy” in

coordination with NCTCOG and DFWCCC to promote new cleaner

technology and its utilization within our community and surrounding areas.

This includes low/no emission, zero or near zero emissions, and

alternative powered vehicles.

 Provide an Outstanding Customer Experience

 Continue replacement of older vehicles as they reach their useful life by

replacing vehicle up for replacement by January 2020

 Preventative Maintenance inspection compliance for fixed route buses to

be at or less 7,500 miles in order to improve customer service and

reliability.

 Preventative Maintenance inspection compliance for ACCESS vehicles to

be at or less than 3,500 in order to improve customer service and

reliability.

 100% of staff will continue to complete the QAP bus ride monthly to

support awareness of our service and provide opportunities to continually

improve service and functionality.

 Maintain Positive Organizational Culture

 All maintenance management personnel will attend managerial training in

order to help them improve their managerial skills.

 All technicians will attend familiarization and in depth training to ensure

they are up to date on all technical improvements which will enhance fleet

operations.

 All maintenance personnel will attend training on the new Electric vehicles

to ensure competency with the new technology and safety practices going

forward.

 Safety and maintenance bulletins will be provided on a bi-weekly basis to

ensure all personnel are familiar with the latest technologies.

Contract Administration & Procurement

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Contract Administration & Procurement

Functions and Responsibilities

The Contract Administration and Procurement Department administer contracts and

purchases between Trinity Metro and its suppliers, including compliance and oversight,

ensuring the requirements and needs of the organization are met to support the mission

of the organization.

FY2019 Accomplishments

 Increase Support for Transit

 Attended joint procurement training with DART and DCTA at DART

headquarters.

 Presented at monthly Orientation classes for an overview of Procurement

to New Hires.

 Provided overview of Procurement Training Class to Staff.

 Established contracts through 58 formal solicitations issued and managed

to support the needs of the departments and organization.

 Successful solicitation for Advertising Services to support Marketing with

increased revenue for the Agency.

 Successful solicitation and construction project to support Human

Resources with buildout of the on-site Health Clinic.

 Supported operation’s contract for the expansion of Super Shuttle services

at DFW Airport and TRE Station.

 Established solicitation and contract with Via for first-mile, last-mile services

in support of operations and marketing for Trinity Metro Zip Zones.

 Supported the contract for the successful project and launch of TEXRail and

the opening of the Mahaffey Maintenance Facility.

 Educate the Community About the Benefits of Trinity Metro’s Services

 Forty-two people representing various companies in the area attended the

successful “Let’s Do Business” workshop event for suppliers with a focus

on DBE firms for projects to support the organization.

 Hosted the DFW COMTO Day, including high school students in the DFW

area to expose and educate them to careers in transportation.

 Presented to Women in Transportation DFW Chapter event on Trinity

Metro’s projects for transportation.

 Provide an Outstanding Customer Experience

 Created a new Procurement Web-Site page that is more functional and

informative for suppliers and the business community.

 Implemented auction services to clean up obsolete parts and equipment for

warehouse and stock areas; successfully re-organized warehouse and

receiving area for better service and timely receipts/deliveries for internal

customers.

 Completed a physical inventory of parts to ensure the accountability and

availability of product for internal customers.

 Supported the implementation of the new financial ERP system for better

service and accountability. Provided training class for staff on basics of

Procurement with JDEdwards.

 Worked to develop and launch DocuNav database management for

contract administration.

 Supported Operations and the City of Fort Worth Blue Zones project with

solicitation and contract for first Electric buses for the Agency and the build-

out of the on-site charging station.

 Supported the implementation of the Agency ZIPZONE pilot programs.

 Maintain Positive Organizational Culture

 Support current and new initiatives for the organization.

 Utilize DBE suppliers in support of the organization’s goals.

 Support fair and open participation in procurements with qualified and

competent suppliers, contractors and consultants.

 Follow FTA established procurement guidelines.

 Provide staff with educational and training opportunities for professional

growth.

FY2020 Planned Initiatives (Goals)

 Increase Support for Transit

 Support internal customers by implementing a contract management

system by January 2020 for retaining and managing contracts that support

transit.

 Educate the Community About the Benefits of Trinity Metro’s Services

 Annual outreach event in September for suppliers for DBE educational

event and “How to Do Business with Trinity Metro” workshop.

 Provide an Outstanding Customer Experience

 Process all approved requisitions within 48 hours of entering the purchasing

queue to meet 97% conversion timeframe to Purchase Order.

 Support internal departments by having contracts signed within 60 days of

recommended Board approval.

 Maintain Positive Organizational Culture

 Provide two internal training sessions (April/October) for Procurement and

Contract Administration topics. Utilize DBE suppliers in support of the

organization’s goals.

 Provide training for professional development for 100% of staff with

attendance at FTA classes, National Institute of Government Purchasing

(NIGP) and Institute for Supply Management (ISM) webinars, seminars, and

conferences at established annual events.

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Facilities Maintenance

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Facilities Maintenance

Functions and Responsibilities

The Facilities Maintenance department supports the organization by providing clean, safe

and well-maintained facilities for our staff, customers and the community.

FY2019 Accomplishments

 Increase Support for Transit

 Upgraded lighting at most park and rides and transfer stations

 Installed 50 new bus shelters.

 Educate the Community About the Benefits of Trinity Metro’s Services

 Supported numerous TEXRail events pre and post opening.

 Provide an Outstanding Customer Experience

 Completed the new bush wash.

 Completed the upgrade of the CNG fueling station, including feeding the

dedicated gas line to the operations building.

 Completed the infrastructure for The Dash service.

 Maintain Positive Organizational Culture

 Supported numerous organizational events at HRP.

 Completed construction and on-time opening of the on-site health clinic.

FY2020 Planned Initiatives (Goals)

 Increase Support for Transit

 In order to have well-maintained stations, shelters and bus stops that create

an atmosphere where customers are more likely to utilize Trinity Metro’s all

shelters and stations will be inspected at least four times a month.

 Educate the Community About the Benefits of Trinity Metro’s Services

 Ensure staff are trained and have the necessary resources to provide

customers the information needed to use our services through monthly

meetings.

 Provide an Outstanding Customer Experience

 Ensure stations, shelters, bus stops, etc. are well maintained by maintaining

an 80% or higher on-time percentage for preventative maintenance.

 Make sure staff are friendly and polite when engaging with the customers by

confirming at least 1 observation of staff interacting with the customer each

month.

 Maintain Positive Organizational Culture

 Show appreciate to staff for the work they do through rewards and

incentives.

 Demonstrate to staff a can-do attitude, the willingness to do what is asked,

and a desire for positive change, starting with management.

 Stay fully staffed, including new positions by having no more than one

unstaffed slot per position.

Marketing and Communications

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Marketing & Communications

Functions and Responsibilities

The Marketing and Communications Department is responsible for promoting the suite of

Trinity Metro’s services (fixed route bus service, Trinity Metro TEXRail, TRE, Trinity Metro

ACCESS, Molly the Trolley, etc.) to encourage new and continued ridership in the

communities it serves. Additionally, the department is responsible for establishing two-

way communication between the agency and the public it serves.

FY2019 Accomplishments

 Increase Support for Transit

 Advocated for funding master plan via social media: Improved followers,

engagement and increased positive sentiment across all social media

channels.

• +1,956 followers

• 16,808 engagements with content

• 37% positive vs. 11% negative sentiment at the end of the year

• Increased the amount and frequency of social media posts resulting

in 3 million impressions

• Planned and executed the very first Trinity Metro influencer

campaign around the launch of The Dash resulting in reaching 53K

social media accounts in just two days

 Ensured department representation on select civic and transportation

committees to influence regional transit choices.

 Collaborated with DART to advance TRE ridership by participating in

monthly TRE Coordinating Committee meetings and promoting TRE by:

• Marketing the service during the annual State Fair of Texas.

• Jointly planning and executing the summer staycation promotion.

• Collaborating for onboard promotional assets.

 Through the Operation Lifesaver program, educated 5,192 children and

adults about rail safety.

 Influenced the region’s residents and leaders via positive media coverage

of TEXRail, ZIPZONE, The Dash. Example: NBC story about TEXRail

generating 25% increase in revenue for Grapevine businesses.

 Educate the Community About the Benefits of Trinity Metro’s Services

 Continued marketing TCC service on Trinity Metro to ensure increased

ridership.

• Ridership by TCC students increased 9% in comparable months

from FY18 to FY19

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 Implemented TEXRail marketing and PR campaign to ensure awareness of

the service and adoption as the preferred route to DFW Airport throughout

Tarrant County.

• Collected 200+ instances of earned media coverage including

multiple national publications

• September 2019 = highest ridership month to date at 43,757

• Introduced Spike, the 8th TEXRail DMU. Promoted via social media

and with customer outreach effort onboard Spike.

• DFW Airport Terminal B Station consistently has the highest

ridership six days a week

 Focused marketing through campaigns with paid geofenced advertising

around the launch of the Mercantile Center ZIPZONE and The Dash.

 Developed Trinity Metronomics, a monthly digital newsletter that is sent to

government/business leaders and community influencers to provide

statistics and data transparency.

 Added 22 companies to the Trinity Metro EASYRIDE program.

 Conducted an average of five Transit 101 presentations each month.

 Provide an Outstanding Customer Experience

 Continued to work toward completing the organizational rebrand: all

vehicles, suite of recognizable brand marketing materials, system and route

maps, brochures, and organizational identity materials.

 Reviewed and updated crisis communications plans for Trinity Metro

TEXRail and TRE.

 Implemented quarterly newsletter for employees and friends of Trinity

Metro. News in Motion became digital in Q4 of FY19.

 Conducted 12 meetings with the United Riverside Neighborhood

Association to keep them informed of the Trinity River Bridge project

construction.

 Completed standardizations of vehicle logo placements.

• 100% fixed route completed

• 60% paratransit completed

• 100% service vehicles completed

 Began the redesign of RIDETRINITYMETRO.org.

 Implemented the Facebook Chat bot = increased response rate to 70%

within 6-hours.

 Maintain Positive Organizational Culture

 Created an organizational photo library suitable for internal and external

usage.

 Continued to support other departments to ensure a consistent customer

experience when interacting with Trinity Metro.

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 Organized educational outreach to employees by hosting Brand

Engagement Staff Training (BEST) in Q1 of FY20.

 Completed departmental reorganization and created two new positions:

Web Developer and Digital Marketing Manager.

 Researched intranet capabilities to extend communications and training

channels within the organization.

 Organized town halls for president/CEO to meet with small groups and hear

feedback from employees.

 Internally promoted planning and launch of Trinity Metro Medical Clinic.

FY2020 Planned Initiatives (Goals)

 Increase Support for Transit

 Use social media to increase awareness of Trinity Metro news, activities

and services.

 Use civic and networking groups, along with various transportation

committees as part of the community outreach strategy.

 Support the implementation of Transit Moves Fort Worth with community

outreach.

 Educate the Community About the Benefits of Trinity Metro’s Services

 Collaborate with DART on joint marketing to increase TRE ridership.

 Use marketing and communications tactics to grow ridership for the TCC

partnership program.

 Implement year round TEXRail marketing and PR to ensure awareness

and increase ridership.

 Launch GovDelivery subscription services to automate customer

communications for rider alerts, detours and service notifications.

 Set measurable objectives for EASYRIDE to ensure program expansion.

 Focus awareness on special services such as ZIPZONE, Molly the

Trolley, The DASH, Lunch Line and TRE Link.

 Provide an Outstanding Customer Experience

 Continue to complete rebranding of organization: all vehicles, suite of

recognizable brand marketing materials, system and route maps, and

brochures, signage and facilities.

 Complete the redesign of ridetrinitymetro.org website to ensure

appropriate SEO.

 Create better online map system and trip planner.

 Complete vehicle-advertising standards for fixed route, paratransit, service

vehicle fleets.

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 Maintain Positive Organizational Culture

 Develop departmental marketing, communications, sales and business

outreach best practices and procedures.

 Revise and adopt marketing and communication plan templates.

 Organize educational outreach to employees to create internal brand

ambassadors.

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Accounting & Finance

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Finance

Functions and Responsibilities

The Finance department monitors Trinity Metro’s financial performance, recommends

effective allocation of resources, ensure accurate and timely accounting and reporting,

processes timely payment of goods and services procured, develops and monitors annual

operating and capital budgets, administers federal grant programs, safeguards assets,

and facilitates strategic financial planning.

FY2019 Accomplishments

 Regional Transit Leadership

 Collaborated on budgets for regional transportation initiatives.

 Provided support with reporting on regional transportation initiatives.

 Demonstrate the Value of Public Transportation in the Community

 Partnered with community services to assist with grant management.

 Provide the Best Possible Customer Service

 Trained new staff at the ITC kiosk to provide excellent customer service

 Continued to work towards an updated point of sale system.

 Continue to Improve Organizational Practices and Develop Staff

 Encouraged employees to attend training/development offered internally

and externally including GFOA’s best practices training.

 Monthly department meeting for staff to discuss issues affecting the

department.

FY2020 Planned Initiatives (Goals)

 Increase Support for Transit:

 Identify and apply for $5 million of additional greenfield funding.

 Secure $500,000 of additional funding by the second quarter.

 Maintain monthly average depository account balance of less than $1.5

million.

 Complete Milestone Progress Reports (MPR’s) and Federal Financial

Reports (FFR’s) 20 days after each quarter.

 Educate the Community About the Benefits of Trinity Metro’s Services:

 Enhance general ledger reporting to facilitate the National Transit

Database (NTD) reporting by mapping 50 accounts per quarter.

 Complete the annual audit by February 29.

 Publish Trinity Metro’s Annual Budget and Business plan for the January

board meeting.

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 Complete the current view of the FY20 budget by April 30, 2020.

 Provide an Outstanding Customer Experience:

 Provide departments with draft copies of Budget to Actual and Vendor by

Detail reports for review within three business days after the beginning of

the month.

 Obtain department comments regarding their budget status.

 Provide departments with final copies of Budget to Actual and Vendor by

Detail reports eight business days after the beginning of the month and

working towards six business days by May 2020.

 Draft monthly financials.

 Increase the frequency of balance sheet account reconciliations by 15 days

 Add funding source to all expenditures at the requisition level by March

2020.

 Prepare monthly Investments Status report the 10

day of the month

 Completion of any Board Action items by three business days after the

beginning of the month.

 Integrate grant reporting and maintain in JD Edwards.

 Maintain Positive Organizational Culture:

 Hold monthly department meeting for staff to discuss issues affecting the

department and to come up with solutions.

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BUDGET INTRODUCTION

The adopted fiscal 2020 operating budget meets key financial standards established by

Trinity Metro’s Board of Directors to ensure a sound financial future. Operating expenses

included in the fiscal 2020 budget total $113.9 million. Trinity Metro’s operating revenue

is expected to increase from fiscal 2019 forecasted levels due primarily to a 2.0%

projected increase in sales tax revenue.

Budget

Trinity Metro’s budget continues to recognize the importance of efficient and cost-effective

service that meets the needs of our customers and community, while maintaining a

balanced budget. Trinity Metro defines a balanced budget as expenses/expenditures

equaling revenues and budgeted surplus. Some of the principal issues Trinity Metro is

facing are rising costs and greater service demands. The fiscal 2020 budget illustrates

Trinity Metro’s continuing work toward financial stability while striving to achieve strategic

objectives. One of the primary objectives of the fiscal 2020 budget is managing the cash

flows. Managing changes in operating expenses to critical services will help accomplish

this goal. The following is a description of Trinity Metro’s accounting and budget process

and system of controls.

Internal Control Structure

Trinity Metro’s management is responsible for establishing and maintaining an effective

internal control structure designed to ensure that Trinity Metro’s assets are protected from

loss, theft, or misuse. Management is also responsible for ensuring that accurate

accounting data is compiled to allow for the preparation of financial statements in

conformity with generally accepted accounting principles (GAAP) and Government

Accounting Standard Board (GASB) standards.

Trinity Metro’s accounting system places emphasis on the adequacy of internal controls.

Internal accounting controls are designed to provide reasonable, but not absolute,

assurance regarding the protection of assets against loss from unauthorized use and/or

disposition, and the reliability of financial records used to prepare financial statements.

The concept of “reasonable assurance” recognizes that the cost of the control should not

exceed the benefits likely to be derived. The evaluation of costs and benefits requires

estimates and judgements by management.

All internal control evaluations occur within the above framework. Management believes

Trinity Metro’s internal accounting controls adequately safeguard assets and provide

reasonable assurance of proper recording of financial transactions. Management also

believes the data accurately and fairly presents Trinity Metro’s financial position, results

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of operations and cash flows. Lastly, they believe that all disclosures necessary to enable

the reader to gain the maximum understanding of Trinity Metro’s financial affairs have

been included herein.

Description of Fund and Fund Type

The activities of Trinity Metro are similar to those of proprietary funds of local jurisdictions;

therefore, they are reported in an enterprise fund. The activities are accounted for, in a

single fund, on a flow of economic resources measurement focus. With this measurement

focus, all assets and liabilities associated with operations are included in a single fund

type. Furthermore, Trinity Metro does not meet the requirements to be included as a

component unit in other governmental entities.

The following is a list of all units under Trinity Metro’s enterprise fund:

Basis of Accounting

Trinity Metro’s accounting transactions and financial records are accounted for using the

accrual basis of accounting. Under the accrual basis of accounting, revenues are

generally recognized in the accounting period in which they are earned and expenses are

recorded at the time liabilities are incurred. Grants are recorded in the period in which

the assistance expense is incurred, unless the grants allow “pre-award” costs. In these

instances, the revenues are often recognized in a period subsequent to that of the related

expenses.

Basis of Budgeting

Trinity Metro maintains control over operating expenses by adopting an annual operating

budget. Budgets are prepared on the accrual basis consistent with GAAP.

Operating Departments

ACCESS Administration Maintenance Administration ACCESS Maintenance

ACCESS Radio Control Marketing ACCESS Operations

ACCESS Street Operations Material Management Body Shop

Accounting Planning & Scheduling Electronics Shop

Bus Operations Administation Procurement Fixed Route Operations

Bus Radio Control Project Management Rebuild Engine

Bus Street Operations Risk & Claims Running Repair

Customer Care Safety Service Rack

Customer Relations Security

Envoy Program Service Scheduling

Grant Funded Departments

Executive Administration TEXRail Jobs Access Vanpool (JARC)

Facilities Maintenance TRE Northeast Tarrant Transportation (NETS)

Finance Tarrant County Transit Services (TCTS)

Human Resources Tarrant County Transit Services Expanded

Information Technology Vanpool

Administation Departments

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Financial Policies & Standards

The Board of Directors, to ensure a sound financial future, adopted Trinity Metro’s

Financial Policies and Standards on June 6, 2002. The proposed fiscal 2019 budget

meets these standards:

 Accounting records shall be maintained in accordance with Generally Accepted

Accounting Principles (GAAP) and Government Accounting Standards Board

(GASB) standards.

 Trinity Metro’s funds shall be invested in accordance with its Investment Policy and

with applicable state laws.

 An independent accounting firm shall examine at least annually Trinity Metro’s

financial statements and as required by law.

 Trinity Metro shall maintain appropriate insurance coverage to mitigate the risk of

material loss; a cash reserve of $1 million shall be established to ensure that self-

insured retentions can be met.

 Trinity Metro shall maintain a cash reserve to cover three month’s budgeted

operating expenses net of operating revenues.

 The Board of Directors shall receive a “Proposed Budget” for the next fiscal year

no later than July of each year. Once accepted by the Board, the Proposed Budget

will be mailed to member cities and will be given at least 30 days to review it. The

Board shall adopt the final budget, as well as the assumptions and methodologies

used therein, no later than September 30 of each year, which is Trinity Metro’s

fiscal year-end.

 The proposed Operating Expenses in each year’s budget shall not exceed the

reasonably predictable “Revenues Available for Operations” which shall include

Operating Revenues (fares collected, pass sales, etc.), Sales Tax Revenue,

Investment Income, Rental Income, and Federal Formula Grants.

Cash Management and Investments

Trinity Metro administers a comprehensive cash management program, which includes

the effective collection of accounts receivable, the prompt deposit of receipts to Trinity

Metro’s bank accounts, the timely payment of obligations, and the prudent investment of

available cash in accord with a written investment policy. The policy establishes the

following objectives, listed in priority order:

A. Understanding of the suitability of the investment to the financial requirements of

Trinity Metro.

B. Safety. Preservation and safety of the invested principal.

C. Liquidity. Trinity Metro’s investment portfolio will remain sufficiently liquid to meet

all operating requirements and pay obligations at the time due.

D. Marketability of the investment if the need arises to liquidate the investment before

maturity.

E. Diversification of the investment portfolio.

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F. Yield. Trinity Metro’s investment portfolio shall be designed with the objective of

attaining a rate of return throughout budgetary and economic cycles

commensurate with Trinity Metro’s investment risk constraints and the cash flow

characteristics of the portfolio.

As provided in State law (Chapter 452 of the Texas Transportation Code and the Texas

Public Funds Investment Act), Trinity Metro’s investment policy also provides that funds

may be invested only in the following:

A. Obligations of, or guaranteed by, governmental entities, including obligations

of the United States or its agencies and instrumentalities;

B. Certificate of Deposit

C. Fully collateralized repurchase agreements;

D. Mutual funds meeting certain specified conditions; or

E. Investment pools meeting certain specified conditions.

Trinity Metro’s investment policy also stipulates the types of financial institutions with

which Trinity Metro may make investments and establishes specific collateral and

safekeeping requirements.

Development of the Operating and Capital Budgets

Proposed operating and capital budgets for the upcoming fiscal year are developed from

April through June. Trinity Metro’s management submits annual proposed operating and

capital budgets to its Board of Directors in August. Following discussion of the proposed

budget, the Board of Directors adopts a preliminary budget, which is then forwarded to

the governing bodies of the participating member cities. After a minimum of 30 days

allowed for review by member cities, the Board of Directors adopts the operating and

capital budgets in a public meeting held in September.

Trinity Metro's Budget Planning Process

Creation of the

Budget Calender

Budget Kick-Off:

Budget Sheets

Sent to

Departments

Meetings with

Departments

Over Requested

Budgets

Make Changes

as Required

Preliminary

Budget

Presented for

Board Approval

Senior Staff

Budget

Workshops

Mail Preliminary

Budget to

Member Citites

Budget Adopted

October 1st,

Budget is in

Effect

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The following table is a timeline of the development of the fiscal 2020 operating and

capital budgets:

Budgetary Controls

Management’s control of the adopted budget is maintained at the department level. It is

the responsibility of each department head to manage the department’s operation so as

to ensure that the use of funds is consistent with the goals and programs authorized by

the Board of Directors. In addition, the Budget Analyst, and Vice President & Chief

Financial Officer review overall expenses for the organization as a whole to ensure that

budgetary parameters are not exceeded.

Date/Timeline Activity

FY2020 Budget Kick-off

The focus of this meeting is to explain the budget process. Budget Tracking Sheets, which

include the first six months of actual expenditures, will be sent via Email. All Senior Staff

and Department Heads are invited to attend.

Department Operating Budgets Returned

All departments to submit FY20 business goals, key performance indicators, metrics,

improvement proposals, and budget tracking sheets for the proposed FY20 budget to Oscar

Gomez, Budget Analyst.

Proposed Capital Budgets Submitted

All departments must submit requests for capital project proposals, both new and any project that

will be carried over to FY20.

FY20 Department Meetings

The purpose of these meetings is to review each departments FY20 business goals, key

performance indicators, metrics, improvement proposals, budget tracking sheets, and capital

requests.

Meeting with Senior Staff / Budget

The purpose of this meeting is to review the FY20 business goals, key performance indicators,

metrics, improvement proposals, and budget tracking sheets for the proposed FY20 budget.

Presentations by Senior Staff for each respective department.

Meeting with Senior Staff / Budget

The purpose of this meeting is to review the FY20 business goals, key performance indicators,

metrics, improvement proposals, and budget tracking sheets for the proposed FY20 budget

before the Finance Committee meeting. Final recommendations by Senior Staff.

August 2

Final Draft of the Budget Sent to Senior Staff

August 9

Budget to Finance Committee

Finance Committee / Budget Workshop

The purpose of this meeting is to present the preliminary Operating and Capital Budgets to the

Finance and Audit Committee and request they recommend approval to Trinity Metro's Board of

Directors.

Mail Preliminary Budgets to Member Cities

The preliminary budget will be sent out to the member cities of Fort Worth and Blue Mound for

review.

August 20

All Departments to Submit Their FY19 Achievements by August 20

August 26

Preliminary Board Approval

September 16

Budget Submitted to the Finance Committee for Adoption

September 23

Budget Considered and Adopted by the Board

July 19

July 25

August 19

August 20

June 19

– July 12

FY2020 Budget Calendar

April 18

May 2

May 8

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Trinity Metro also maintains an integrated accounting system for budgetary control, with

monthly budget to actual reports distributed to department heads.

Procedure for Amending the Operating and Capital Budget

The President & CEO is authorized to transfer budgeted amounts between departments;

however, Trinity Metro’s Board of Directors must approve any revisions that alter the total

expenses/expenditures of Trinity Metro. To initiate a supplemental budget appropriation,

a Department Head prepares and presents a formal policy document titled “Board Action”

to the Board of Directors. This document provides an explanation of the purpose and the

amount of the supplemental appropriation. Once the Board of Directors has approved

the appropriation, the adopted budget is increased to add the additional funds.

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Operating Budget Summary

The Operating Budget Summary is a comprehensive overview of operating revenues,

operating expenses and capital project grant reimbursement revenues. It presents actual

financial results for fiscal 2018, budget and forecast information for fiscal 2019 and budget

for fiscal 2020. The “% diff*” column represents the percent difference between the fiscal

2020 budget and the fiscal 2019 forecast results.

Operating Budget Summary

(Amounts in Thousands)

FY2018 FY2020

Actual Budget Forecasted % Diff Budget % Diff *

Service Revenues

Fixed Route 5,629$ 5,882$ 6,022$ 2.4% 6,078$ 0.9%

Para-transit 1,358 1,350 1,211 (10.3%) 1,106 (8.6%)

TRE 2,130 3,060 2,110 (31.0%) 1,929 (8.6%)

TEXRail - 3,295 417 0.0% 891 0.0%

Total Service Revenue

9,116 13,587 9,761 (28.2%) 10,005 2.5%

Other Revenues

Sales Tax 78,684 81,352 81,707 0.4% 83,566 2.3%

Investment 5,074 2,000 5,472 173.6% 2,460 (55.0%)

Advertising 550 550 606 10.1% 500 (17.4%)

Operating Grants 30,349 10,652 12,585 18.1% 13,052 3.7%

Capital Grant Reimbursement 174,076 207,118 115,040 (44.5%) 46,067 (60.0%)

Contributions from Grapevine 9,393 9,747 10,145 4.1% 10,550 4.0%

Contributions from Partners 19,032 7,675 3,418 (55.5%) 3,601 5.4%

Miscellaneous 1,414 157 202 28.8% 548 170.5%

Rental Income 741 760 808 6.3% 748 (7.4%)

Total Other Revenue

319,314 320,011 229,982 (28.1%) 161,092 (30.0%)

Total Revenue

328,431 333,598 239,743 (28.1%) 171,097 (28.6%)

Operating Expenses

Salary and Benefits 39,155 45,213 42,815 (5.3%) 46,410 8.4%

Services 24,794 39,638 35,927 (9.4%) 49,506 37.8%

Fuels and Lubricants 2,075 1,965 2,313 17.7% 2,327 0.6%

Tires and Tubes 427 432 432 0.0% 438 1.3%

Maintenance Materials 2,299 2,494 2,339 (6.2%) 2,443 4.4%

Supplies and Materials 343 466 379 (18.6%) 425 11.9%

Utilities 760 1,038 1,188 14.4% 1,641 38.2%

Insurance 427 3,247 4,710 45.1% 5,435 15.4%

Taxes and Fees 15 20 4 (78.9%) 3 (21.6%)

Interest Expense - - 5,671 0.0% 4,164 (26.6%)

Miscellaneous 863 1,124 994 (11.6%) 1,062 6.8%

Total Operating Expenses

71,157 95,637 96,773 1.2% 113,854 17.7%

Other non-operating expense 1,297 77 77 0.0% 71 (8.0%)

Net Available for Capital

Expenditures and Reserves

255,976$ 237,884$ 142,893$ (39.9%) 57,172$ (60.0%)

FY2019

* Note: This is the difference between the fiscal 2020 budget and the forecasted fiscal 2019 results.

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The following table is the fiscal 2020 department budgets with comparisons to the fiscal

2019 budget and forecast and the fiscal 2018 results.

(Amounts in Thousands)

FY2018

Department Name Actual Budget Forecasted % Diff Budget % Diff *

Fixed Route Operations

Bus Operations Admin 905$ 951$ 958$ 0.7% 1,161$ 21.2%

Bus Street Operations 738 786 745 (5.2%) 780 4.8%

Bus Radio Control 400 484 575 19.0% 768 33.4%

Bus Operations 17,204 19,288 17,059 (11.6%) 19,041 11.6%

Rebuild Engine 135 165 160 (2.6%) 162 0.8%

Body Shop 498 661 709 7.2% 690 (2.6%)

Electronics 821 1,039 941 (9.4%) 917 (2.6%)

Running Repair 5,160 6,011 6,050 0.6% 6,287 3.9%

Service Rack 1,466 1,687 1,487 (11.8%) 1,629 9.6%

ACCESS Operations

ACCESS Administration 1,229 1,164 1,298 11.5% 1,005 (22.5%)

ACCESS Street Operations 137 207 220 6.1% 231 4.9%

ACCESS Radio Control 234 252 233 (7.3%) 258 10.7%

ACCESS Operations 6,981 7,381 6,175 (16.3%) 7,318 18.5%

ACCESS Maintenance 1,581 1,880 2,211 17.6% 2,332 5.5%

Commuter Rail

TRE 13,752 11,923 13,030 9.3% 15,103 15.9%

TEXRail 214 14,909 18,505 24.1% 23,557 27.3%

General & Administrative

Business Administration 1,796 2,643 2,651 0.3% 1,932 (27.1%)

Customer Service 899 905 977 8.0% 960 (1.7%)

Envoy Program - - - 0.0% 245 0.0%

Customer Relations - - - 0.0% 849 0.0%

Accounting 974 1,336 1,042 (22.0%) 1,102 5.7%

Finance 662 781 2,166 177.2% 2,275 5.0%

Human Resources 1,615 2,203 1,854 (15.8%) 2,583 39.3%

Information Technology 1,935 2,609 2,480 (4.9%) 3,023 21.9%

Marketing 1,382 2,391 2,502 4.6% 3,124 24.8%

Governmental Relations 377 - - 0.0% - 0.0%

Planning 337 463 436 (5.8%) 1,488 240.9%

Procurement 705 1,014 872 (14.0%) 1,100 26.1%

Project Management 125 - - 0.0% 378 0.0%

Risk 848 797 783 (1.7%) 785 0.3%

Safety 159 171 143 (16.2%) 178 24.6%

Security 1,179 2,731 2,281 (16.5%) 2,542 11.4%

Service Scheduling 276 321 228 (29.2%) 298 30.8%

Maintenance Administration 436 834 813 (2.5%) 981 20.7%

Material Management 473 595 562 (5.5%) 668 18.9%

Facilities Maintenance 3,685 4,686 4,672 (0.3%) 5,840 25.0%

Total Operating Deparments

69,321 93,265 94,818 1.7% 111,594 17.7%

Grant Funded Activities

NETS Program 1,204 1,200 1,181 (1.5%) 1,373 16.2%

TCTS Program 197 260 213 (18.2%) 200 (6.0%)

TCTS Extended Service - 200 76 (62.1%) 99 30.2%

Vanpool 422 644 464 (27.9%) 542 16.7%

JARC Vanpool 13 68 21 (69.7%) 46 122.2%

Total Grant Funded

1,836 2,372 1,955 (17.6%) 2,260 15.6%

Total Departments

71,157$ 95,637$ 96,773$ 1.2% 113,854$ 17.7%

Department Budgets

FY2020

FY2019

* Note: This is the difference between the fiscal 2020 budget and the forecasted fiscal 2019 results.

115

Revenues

Service Revenues

Trinity Metro receives service revenue from various sources. Significant service revenue

sources are as follows:

 Fixed route revenue includes all fare box fees collected from passengers on fixed

operating routes and passes sold on the buses and at various outlets;

 ACCESS paratransit revenue represents fares paid by Trinity Metro ACCESS

passengers and other agencies;

 TRE revenue represents fares collected from passengers on the TRE commuter

rail and passes sold at various outlets, ticket vending machines and mobile

GoPass purchases; and

 TEXRail revenue which represents fare collected from passengers on the TEXRail

commuter rail and passes sold at various outlets and ticket vending machines

Trinity Metro has seen a positive increase in service revenues despite decreases in

ridership. The main reason for this positive trend is due to increases in fare rates.

$1,000

$2,000

$3,000

$4,000

$5,000

$6,000

$7,000

FY16 FY17 FY18 FY19 FY20

Actual Actual Actual Re-Est Budget

Service Revenues

(Amounts in Thousands)

Fixed Route TRE ACCESS TEXRail

(Amounts in Thousands)

Actual Actual Actual Re-Est Budget

FY16 FY17 FY18 FY19 FY20

Fixed Route 4,492$ 4,551$ 5,629$ 6,022$ 6,078$

TRE 2,131 2,366 2,130 2,110 1,929

ACCESS 1,124 1,212 1,358 1,211 1,106

TEXRail - - - 417 891

116

Operating Revenues

Trinity Metro’s operating revenue is defined as total revenue less capital grant

reimbursement revenue. Trinity Metro’s fiscal 2020 operating revenues are budgeted at

$125 million, which is a $6.7 million, or 6.1% increase. Sales tax and operating grant

revenues are Trinity Metro’s main sources of operating revenues and represent

approximately 75.3% and 10.4%, respectively. Operating Revenue also includes revenue

from advertising, rental fees, investment earnings, and miscellaneous sources.

The fiscal 2020 sales tax revenue was budgeted to increase by 2.0% from the fiscal 2019

re-estimated amount. This is a 2.0% reduction from the fiscal 2019 growth rate of 4.0%.

Trinity Metro management considered the local sales tax historical trends, the local

economy and the local unemployment rate when determining the sales tax budget.

117

Grant Revenues

The Federal Transit Administration (FTA) formula grant (5307) represents a significant

source of grant revenue that Trinity Metro receives each year. Traffic and population

density in the Fort Worth-Dallas Metroplex is used in the calculation that determines how

much federal grant assistance is distributed to the transit authorities in this region. The

North Central Texas Council of Governments (NCTCOG) then determines the split of the

funds between Dallas Area Rapid Transit (DART) in Dallas, Trinity Metro in Fort Worth

and the Denton County Transit Authority (DART) in Denton.

Operating grant revenues are budgeted to increase by $467 thousand, or 3.7% due to an

increase in formula grant (5307) revenues for preventative maintenance.

Capital grant reimbursement revenues are budgeted to decrease by approximately $69.0

million, or 60.0% from fiscal 2019. The reason for this is due to the fact that the TEXRail

project is largely completed with only minor construction left to be completed. With fewer

capital expenditures available there is less capital grant reimbursement received.

The Trend of Major Revenue Sources

Sales tax revenue, operating grant revenues, and capital grant reimbursement revenue

are Trinity Metro’s top three major revenue sources. The following charts below show the

trends in these revenue sources.

The major increase in capital grant reimbursement revenues in fiscal 2017 was due to the

TEXRail project construction. As the project is nearing completion capital grant

reimbursement revenues are expected to decrease.

$75,000

$150,000

$225,000

FY16 FY17 FY18 FY19 FY20

Actual Actual Actual Re-Est Budget

Major Revenue Sources

(Amounts in Thousands)

Sales Tax Revenue Operating Grant Assistance Capial Grant Reimbursement

(Amounts in Thousands)

Actual Actual Actual Re-Est Budget

FY16 FY17 FY18 FY19 FY20

Sales Tax Revenue 67,857$ 74,513$ 78,864$ 81,352$ 83,566$

Operating Grant Assistance 13,154 14,103 30,349 10,652 13,052

Capial Grant Reimbursement 25,437 95,208 174,076 207,118 46,067

Total Revenue

106,448$ 183,824$ 283,289$ 299,122$ 142,685$

118

Expenses

Operating Expenses

Trinity Metro’s fiscal 2020 operating budget is $113.9 million, which is a $17.1 million, or

17.6% increase from fiscal 2019. The significant increase in operating expenses is mainly

attributed to the increase of TEXRail service from 1-hour headways to 30-minute

headways during peak service hours, new costs related to Positive Train Control for TRE,

and increases in salaries and fringe benefits to support increases in service for bus and

rail.

Services are Trinity Metro’s largest expense category budgeted at $49.5 million, which

is a $10.4 million, or a 39.4% increase from fiscal 2019. Services primarily consist of

purchased transportation, which includes payments to third-party contractors. Third-party

contractors operate Trinity Metro’s commuter rail services and certain grant-funded

programs. Additionally, Trinity Metro’s paratransit service called Trinity Metro ACCESS

contracts approximately 65% of its trips.

(Amounts in Thousands)

FY19 FY20

Re-Est. Budget $ %

Purchased Transportation

TRE 12,778$ 14,683$ 1,905$ 14.9%

TEXRail 8,307 13,672 5,365 64.6%

ACCESS Contract Service 3,021 3,836 815 27.0%

NETS/TCTS 1,470 1,669 199 13.5%

Bus Operations 712 2,425 1,714 240.8%

Vanpool Service 70 458 387 549.7%

Total Purchased Transportation

26,287 36,284 1,913 38.0%

Inc (Dec)

119

Salaries and fringe benefits are the second largest expenses category budgeted at

$46.6 million, which is a $3.6 million, or 8.4% increase from fiscal 2019. The reason for

this increase is due to added positions to support the increase in services. The largest

employee group, bus operators and mechanics, are covered under a collective bargaining

unit agreement. A four-year labor contract was executed effective October 1, 2016; and

will expire on September 30, 2020.

Insurance is the largest portion of the other expense at $4.7 million. This expense

category increased $725 thousand, or 15.4% from fiscal 2019. The reason for the

increase is due to running a full year of revenue service for TEXRail.

Services - Other

Security 2,169$ 2,429$ 261$ 12.0%

Marketing 1,633 2,152 519 31.7%

Facilities Maintenance 1,427 1,599 172 12.0%

Information Technology 1,421 1,588 167 11.8%

Human Resources 691 1,316 624 90.3%

Planning 337 453 116 34.5%

Other departments, net 1,892 3,218 1,325 70.0%

Total Services - Other

9,570$ 12,754$ 3,184$ 33.3%

Total Services

35,857$ 49,038$ 13,182$ 36.8%

(Amounts in Thousands)

FY19 FY20

Re-Est. Budget $ %

Salaries & Wages

RATP Ops -CB 19,620$ 20,540$ 920$ 4.7%

RATP Admin 5,048 5,106 58 1.1%

FWTA Admin 7,661 8,677 1,017 13.3%

Total Salaries & Wages

32,329 34,323 1,995 6.2%

Fringe Benefits

Health insurance 5,100 5,300 200 3.9%

Other fringe 5,410 5,580 170 3.1%

Total Fringe Benefits

10,510 10,880 370 3.5%

Total Salaries and Fringe Benefits

42,839$ 45,203$ 2,365$ 5.5%

Inc (Dec)

(Amounts in Thousands)

FY19 FY20

Re-Est. Budget $ %

Insurance

Rail Insurance 3,847$ 4,857$ 1,010$ 26.3%

Other Insurance 864 578 (285)$ -33.0%

Total Insurance

4,710$ 5,435$ 725$ -5.1%

Inc (Dec)

120

Capital Expenses

Capital expenditures are used to acquire or upgrade physical assets such as property,

buildings or equipment. This type of outlay is made to maintain or increase the scope of

operations or replace aged equipment.

In accounting terms, a purchase is considered to be a capital expenditure when the asset

acquired is a newly purchased capital asset or an investment that improves the useful life

of an existing capital asset. If a purchase is a capital expenditure, it is capitalized; this

requires the company to spread the cost of the expenditure over the useful life of the

asset. If, however, the purchase is one that maintains the asset at its current conditions,

the cost is recorded as an expense in the year it is incurred.

Trinity Metro’s capital budget for fiscal 2020 is $1.1 billion. It includes several large multi-

year projects. The projected capital expenditures for fiscal 2020 are $106.8 million and

Trinity Metro’s share from local funds is expected to be $59.2 million. The remainder will

come from federal grants and partner contributions, which is expected to be $46.1 million

and $1.5 million respectively.

There are several large non-routine capital expenditures for fiscal 2020:

 TRE Trinity River Bridge: a multi-year project for $34.2 million. Trinity Metro

needs to rehab the existing bridge and add a second bridge to enhance the

structural capability of the bridge, increase its capacity, and eliminate delays

caused by freight trains;

 TRE Trinity Lakes Station: a construction project for a new TRE station in East

Fort Worth that will anchor transit-oriented development. Trinity Metro has

partnered with Newell Companies, which has set aside 200 acres for a mixed-use

development adjacent to the rail station;

 Revenue Vehicle Replacements: purchases for 10 new 40-foot buses expected

for delivery in December of 2019 and 20 40-foot buses and 4 30-foot buses

expected for delivery in July 2020.

These large non-routine capital expenditures are part of our annual long-range planning

process and our 25-year financial plan.

Debt Administration

Trinity Metro does not have the authority to issue any long-term debt over five years

(“long-term debt”) and has no legal debt limit. As of September 30, 2011, Trinity Metro

had the ability to incur certain types of debt with the approval of the voters within its

service area and it had the ability to issue other types of debt without voter approval.

There has been no vote to approve any debt.

With the current financial structure of the TEXRail project, long term debt financing was

not necessary. New Starts FFGA payments began in fiscal 2017, however there was a

cash flow deficit for project capital expenditures (CAPEX) from fiscal 2018 through fiscal

2020. This cash flow deficit was met by short-term borrowing with rapid repayment. With

the current project schedule, the maximum projected amount of short-term debt was

121

reached in the fourth quarter of 2018 in an amount of $325 million. Repayments on the

loan commence in fiscal 2020 with full liquidation of the debt in fiscal 2022. The net

proceeds of the short-term borrowing were $325 million. The total payments on the short-

term borrowing are $355.3 million, which includes interest of $30.3 million. There is $3.7

million in costs related to the issuance of the debt.

$20,000

$40,000

$60,000

$80,000

$100,000

$120,000

$140,000

$160,000

$180,000

$200,000

$220,000

2017 2018 2019 2020 2021 2022

Bond Debt Service Schedule

(Amounts in Thousands)

Principal Interest

(Amounts in Thousands)

Fiscal Year Principal Interest Annual Debt Service

2017 -$ 4,159$ 4,159$

2018 - 4,627 4,627

2019 - 10,139 10,139

2020 205,000 7,154 212,154

2021 60,000 3,157 63,157

2022 60,000 1,075 61,075

Total

325,000$ 30,311$ 355,311$

122

Full-Time Equivalents (FTEs)

The following table represents the summary of budgeted employees by department for

fiscal 2020 compared to actual year-end employee counts for fiscal years 2019 and 2018.

The employee counts represent full-time equivalents.

Summary of Employees by Department (in FTE's)

Fiscal Years

Actual

2018

Actual

2019

Budget

2020

Administration Departments:



General & Administrative:



Executive Administration 7.0

9.5

5.5



Customer Care 15.5

15.5



Customer Relations 0.0

0.0

13.0



Accounting

9.0

11.0

9.0



Finance

6.0

7.0



Human Resources 11.0

12.0

14.0



Information Technology 8.0

9.0

12.0



Marketing

5.5

9.5



Governmental Relations 4.0

0.0



Planning & Development 3.0

3.0

6.5



Procurement & Contract Admin 8.0

9.0

10.0



Project Management 1.0

0.0

2.0



Risk & Claims 2.0

2.0



Safety

1.0



Security

1.0



Service Scheduling 3.0

3.0

Commuter Rail:



TEXRail

4.0

3.0



TRE

3.0

2.0

Fixed Route:



Bus Ops Administration 9.0

10.0

12.0



Bus Street Ops 10.0

8.0



Bus Radio Control 6.0

7.0

Maintenance:



Maintenance Administration 6.0

6.0



Material Management 10.0

10.0



Facilities Maintenance 38.0

42.0

40.0

ACCESS:



ACCESS Administration 15.0

16.0

11.0



ACCESS Street Ops 3.0

3.0



ACCESS Radio Control 3.0

3.0

Total Administration

192.0

202.5

216.0

123

Summary of Employees by Department (in FTE's)

Fiscal Years

Actual

2018

Actual

2019

Budget

2020

Page 1 Subtotal:

192.0

202.5

216.0

Operating Departments:



ACCESS Maintenance 16.0

16.0



Rebuild Engine/Repair 2.0

2.0



Body Shop

8.0



Electronics Shop 11.0

11.0



Running Repair 34.0

34.0



Service Rack 30.0

30.0



ACCESS Operations 50.0

51.0



Fixed Route Operations 260.0

274.0

Total Operating:

411.0

426.0

Grant-funded Program:



Vanpool

2.0

0.0



Envoy Program 0.0

0.0

8.5

Total Grant-funded:

2.0

8.5



Total Departments:

605.0

630.5

650.5

The following is a summary of significant staffing changes in the fiscal 2020 budget

compared to the actual 2019 FTE’s.

 Executive Administration: The decease is the result of moving 2 positions to the

Customer Relations department, 1 position to the Project Management

department, and 1 position to the Bus Operations Administration department.

 Customer Relations: A new department created by moving 5 positions from the

ACCESS Administration department, 2 positions from the Administration

department, 3 positions from the Accounting department, and 1 position from the

Facilities Maintenance department.

 Accounting: The decrease is the result of moving 3 positions to the Customer

Relations department, which is offset by the addition of 1 new position.

 Finance: The increase is the result of the addition of 2 new positions, which is

offset by moving 1 position to the Planning department.

 Human Resources: The increase is the result of adding 2 new positions.

 Information Technology: The increase is the result of adding 3 new positions.

 Planning & Development: The increase is due to the addition of 1 new position

and moving 1 position from the Finance department and 1 position from the

Facilities Maintenance department.

 Procurement & Contract Administration: The increase is due to the addition of

1 new position.

124

 Project Management: The increase is due to moving 1 position from the

Administration department and 1 position from the TEXRail department.

 TEXRail: The decrease is due to moving 1 position to the Project Management

department.

 Bus Operations Administration: The increase is due to 1 new position and

moving 1 position from the Administration department.

 Facilities Maintenance: The decrease is due to moving 1 position to the

Customer Relations department and moving 1 position to the Planning department.

 ACCESS Administration: The decrease is due to moving 5 positions to the

Customer Relations department.

 Vanpool Program: The decrease is the result of moving 2 positions to the

Customer Relations department.

 Envoy Program: A new department with the addition of 8.5 new positions.

125

Capital

Trinity Metro’s capital projects are partially funded with federal grants from the Federal

Transit Administration. Other capital project funding comes from sales tax revenue,

contributions from other entities and local fares. Trinity Metro’s capital budget for fiscal

2020 is $1.1 billion. The projected capital expenditures for fiscal 2020 are $106.8 million

and Trinity Metro’s share, from local funds, is expected to be $59.2 million. Our federal

capital grant reimbursement is expected to be $46.1 million and contributions from

partners is expected to be $1.5 million.

The capital projects in the fiscal 2020 budget are summarized in the “Capital Budget”

section. Capital investment for years beyond fiscal 2020 relate primarily to TRE

improvements, replacement of aging buses, maintaining capital assets, and upgrading

existing assets.

The largest impact the capital program has on the operating budget is if we do not expend

as much as projected. Therefore, the federal reimbursements will be less, and our actual

revenue for fiscal 2020 will be less than budget.

126

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127

(Amounts in Thousands)

Total Federal Partner Local

Budget Share Contribution Share

FY19 Projects Carried Over:

Bus / Facilities Maintenance

Electric Buses / Dash 6,517$ 4,600$ -$ 1,917$

FY19 Bus Replacement (10) 5,494 4,670 - 824

Grove Street Design and Renovations 6,500 2,987 - 3,513

Parking Lot Lights 590 396 - 194

Underground Fuel Tanks Replacement 200 - - 200

Warehouse AC Unit 177 - - 177

Mezzanine for Building Maintenance 150 - - 150

Building Rebranding 150 - - 150

Re-Key All Buildings 90 - - 90

Wellness Center Paint and Floor 29 - - 29

Trinity Railway Express

TRE Trinity River Bridget Design & Const 34,200 - - 34,200

Positive Train Control 11,150 - - 11,150

Trintiy Lakes Station 8,500 4,500 1,000 3,000

TRE Grade Crossings 800 640 - 160

TRE Station Security Video Enhancement 365 292 - 73

Other

Enterprise Resource Planning Replacement 9,000 - - 9,000

Automated Fare Collection System 5,137 - - 5,137

Intelligent Transportation System 3,900 - - 3,900

Fleet-wide Passenger Information System 2,714 966 - 1,748

Trinity Metro Mobile App 2,500 - 500 2,000

Security Camera System on Fleet 1,337 1,069 - 267

Point of Sale System 800 640 - 160

Security Projects - Access Control Software 446 356 - 89

IT Equipment Replacement - FY18-FY21 334 - - 334

FY19 Non-Revenue Vehicle Purchase 330 264 - 66

Bus Stop Manager / Trapeze 116 93 - 23

Downtown Shelter Lighting 72 58 - 14

HRP Training and Conference Room Furniture 40 - - 40

Recording System 33 - - 33

Industrial Shelving System Analysis 30 - - 30

Security Projects - ELERTS 25 20 - 5

Total FY19 Projects Carried Over

$ 101,724 $ 21,551 $ 1,500 $ 78,673

Fiscal 2020 Capital Budget

128

(Amounts in Thousands)

Total Federal Partner Local

Budget Share Contribution Share

Page 1 Subtotal

101,724$ 21,551$ 1,500$ 78,673$

FY20 "New" Capital Projects:

Bus / Facilites Maintenance

FY20 Bus Replacement (24) 13,997 10,000 - 3,997

FY20 Paratransit Vehicle Replacement (7) 1,330 1,131 - 200

FY20 Concrete Repair 215 - - 215

Replace HVAC Rooftop Units 169 - - 169

Replace Roof at 130 E. 4th Street 325 - - 325

FY20 Facilities Capital Maintenance 50 - - 50

Fencing at Fort Worth Centrail Station 178 - - 178

Trinity Railway Express

TRE Double Tracking 29,500 14,750 - 14,750

FY20 TRE Capital Maintenance 13,178 4,002 - 9,176

TRE Ticket Vending Machine Replacements 544 - - 544

Other

ADA Accessible Bus Stops 400 320 - 80

Passenger Enhancement - Shelters 361 289 - 72

Trapeze OPS-Web 199 - - 199

Trapeze DriverMate CAD/AVL 177 - - 177

Train Platform Validators 154 - - 154

FY20 Miscellaneous Equipment 193 - - 193

NEXTBUS Modem Upgrade - 4G 100 - - 100

Facilities Shelter Truck 55 44 - 11

Battery Room Renovations 28 - - 28

Treadmills 25 - - 25

Industrial Shelving Systems Analysis 18 - - 18

Total FY20 "New" Capital Projects

61,195$ 30,536$ -$ 30,659$

TEXRail

1,034,412 531,110 123,830 379,472

Grand Total All Projects

1,197,331$ 583,198$ 125,330$ 488,804$

Fiscal 2020 Capital Budget

129

Project Title: Electric Buses

Description of Project: This project is for the purchase of four electric buses, delivered in late

fiscal 2019, and the installation of charging stations. Expenses for fiscal 2020 are for the

installation of the charging stations.

Schedule of Project Costs:

Total Budget: $ 6,517,095

Prior Year Actual Expenses: $ 3,904,409

Projected Expenditures (This year): $ 2,612,686

Sources of Funding:

Sales Tax: $ 1,917,095

Federal: $ 4,600,000

Other: None

Operating Budget Effect: Non-routine capital, federal and local funds, expected increase in

utilities and maintenance expenses.

Project Title: FY19 Bus Replacement

Description of Project: This project is for the replacement of revenue buses that have surpassed

their useful life with ten 40-foot buses.

Schedule of Project Costs:

Total Budget: $ 5,494,400

Prior Year Actual Expenses: None

Projected Expenditures (This year): $ 5,494,400

Sources of Funding:

Sales Tax: $ 824,160

Federal: $ 4,670,240

Other: None

Operating Budget Effect: Routine capital, federal and local funds, reduced maintenance costs

are expected.

130

Project Title: Grove St. Design and Renovations

Description of Project: The 801 Grove St. building was purchased with the sole purpose of

renovating it into the new Trinity Metro Headquarters.

Schedule of Project Costs:

Total Budget: $ 6,500,000

Prior Year Actual Expenses: $ 234,273

Projected Expenditures (This year): $ 3,000,000

Sources of Funding:

Sales Tax: $ 3,512,800

Federal: $ 2,987,200

Other: None

Operating Budget Effect: Non-routine capital, federal and local funds, expected increase in

utilities and maintenance expenses.

Project Title: Parking Lot lighting

Description of Project: This project is for the replacement of the parking lot lights at all of our

facilities. The Train Stations, Transfer Centers, Park and Rides, and Employee and Bus lots have

fixtures that are deteriorating. The aluminum housing is cracking and allowing water into the

fixture causing the internal workings to short out and not work.

Schedule of Project Costs:

Total Budget: $ 590,000

Prior Year Actual Expenses: $ 11,760

Projected Expenditures (This year): $ 514,219

Sources of Funding:

Sales Tax: $ 193,805

Federal: $ 396,195

Other: None

Operating Budget Effect: Non-routine capital, federal and local funds, no impact on the

operating budget.

131

Project Title: Decommissioning Existing Underground Fuel Tanks and Installing Above-

ground Tanks

Description of Project: The existing underground fuel tanks are over-sized and require too much

effort to maintain and comply with regulatory requirements. This Project is to utilize an IDIQ firm

to analyze available options to decommission the tanks, and hire contractors to install new and

above-ground tanks, pumps and dispensers, decommission existing underground tanks, restore

site, and file applicable documents with the City of Fort Worth and the State of Texas.

Schedule of Project Costs:

Total Budget: $ 200,000

Prior Year Actual Expenses: $ 37,751

Projected Expenditures (This year): $ 162,249

Sources of Funding:

Sales Tax: $ 200,000

Federal: None

Other: None

Operating Budget Effect: Non-routine capital, local funds, no impact on the operating budget.

Project Title: Warehouse AC Unit

Description of Project: If the warehouse is going to become a functional warehouse/parts room

and will be managed, AC and Heat will be needed. Adding HVAC to the warehouse will help

ensure that the door remains closed in the summer and help control unwanted access and keep

a tighter control on managing the supplies in the warehouse. The building gets very warm in the

summer and very cold in the winter. Additional chemicals would also be able to be stored in there

if it were conditioned.

Schedule of Project Costs:

Total Budget: $ 176,550

Prior Year Actual Expenses: None

Projected Expenditures (This year): $ 176,550

Sources of Funding:

Sales Tax: $ 176,550

Federal: None

Other: None

Operating Budget Effect: Non-routine capital, local funds, no impact on the operating budget.

132

Project Title: Building Maintenance Mezzanine

Description of Project: This project is for adding a mezzanine or second floor to the building

maintenance shop for additional storage and workspace. Trinity Metro’s facilities continue to

grow. We have added numerous properties, shelters, transfer centers, and park and rides. We

are also increasing though TEXRail and have expanded our services to Burnett Plaza. There are

only two offices, a bathroom and a breakroom that have air conditioning. We have run out of

space in the current maintenance building to safely work.

Schedule of Project Costs:

Total Budget: $ 150,000

Prior Year Actual Expenses: None

Projected Expenditures (This year): $ 150,000

Sources of Funding:

Sales Tax: $ 150,000

Federal: None

Other: None

Operating Budget Effect: Non-routine capital, local funds, no impact on the operating budget.

Project Title: Building Rebranding

Description of Project: With the Rebranding effort to change the name from the T to Trinity

Metro, there are numerous logos throughout all of our facilities that will require removing the T

name and logo and replacing it with the Trinity Metro logo. This will require monument signs at

buildings, park and rides, train stationss and transfer centers as well as logos and signs on the

buildings such as the HRP, Wellness Center, Body Shop, and Warehouse. This price does not

include marketing materials or bus stop signage.

Schedule of Project Costs:

Total Budget: $ 150,000

Prior Year Actual Expenses: None

Projected Expenditures (This year): $ 150,000

Sources of Funding:

Sales Tax: $ 150,000

Federal: None

Other: None

Operating Budget Effect: Non-routine capital, local funds, no impact on the operating budget.

133

Project Title: Re-Key All Buildings

Description of Project: This is a carryover project to rekey all locks to a new master system.

Over the last 15-23 years, locks have been changed and far too many master keys have been

given out and with all the recent office moves the original set up for sub master keys is outdated

and obsolete. We would like to re-key all of the buildings to ensure everyone has the keys they

need to access their areas while still providing security and safety throughout the buildings. We

also plan to add key boxes to each building to ensure that everyone has access to areas they

need to get into without giving out so many keys.

Schedule of Project Costs:

Total Budget: $ 90,000

Prior Year Actual Expenses: None

Projected Expenditures (This year): $ 90,000

Sources of Funding:

Sales Tax: $ 90,000

Federal: None

Other: None

Operating Budget Effect: Non-routine capital, local funds, no impact on the operating budget.

Project Title: Wellness Center Paint and Floor

Description of Project: The wellness center is nine years old and the paint on the ceiling and

ductwork is starting to peel. The interior walls are also starting to show their age as well as the

floor in the cardio room. This project would repaint the interior of the wellness center and replace

the flooring in the cardio room.

Schedule of Project Costs:

Total Budget: $ 28,840

Prior Year Actual Expenses: None

Projected Expenditures (This year): $ 28,840

Sources of Funding:

Sales Tax: $ 28,840

Federal: None

Other: None

Operating Budget Effect: Non-routine capital, local funds, no impact on the operating budget.

134

Project Title: TRE Trinity River Bridge Project

Description of Project: Trinity Metro needs to rehab the existing bridge and add a second bridge

and track to enhance the structural capability of the bridge, increase its capacity, and eliminate

delays caused by freight trains.

Schedule of Project Costs:

Total Budget: $ 34,200,000

Prior Year Actual Expenses: $ 16,671,358

Projected Expenditures (This year): $ 13,000,000

Sources of Funding:

Sales Tax: $ 34,200,000

Federal: None

Other: None

Operating Budget Effect: Non-routine capital, local funds, TRE O&M costs on the existing bridge

would be reduced since the existing bridge would be rehabilitated as part of this project.

Project Title: Positive Train Control

Description of Project: Positive Train Control (PTC) is technology designed to automatically

stop or slow a train before an accident occurs. The Rail Safety Improvements Act of 2008 (RSLA)

mandates that (PTC) be installed on all rail main lines used to carry passengers.

Schedule of Project Costs:

Total Budget: $ 11,150,000

Prior Year Actual Expenses: $ 10,440,681

Projected Expenditures (This year): $ 709,319

Sources of Funding:

Sales Tax: $ 11,150,000

Federal: None

Other: None

Operating Budget Effect: Non-routine capital project, local funds, project increase in

maintenance costs.

135

Project Title: TRE Trinity Lakes Station

Description of Project: In May 2016 the City of Richland Hills withdrew its membership from Fort

Worth Transportation Authority. Dallas Area Rapid Transit (DART) has requested Trinity Metro

to close or relocate the TRE Richland Hills Station. Construction is expected to begin in early

fiscal 2020 with a projected completion date of December 2020.

Schedule of Project Costs:

Total Budget: $ 8,500,000

Prior Year Actual Expenses: $ 300,000

Projected Expenditures (This year): $ 8,200,000

Sources of Funding:

Sales Tax: $ 3,000,000

Federal: $ 4,500,000

Other: $ 1,000,000

Operating Budget Effect: Non-routine capital, local and other funds, no impact on the operating

budget.

Project Title: TRE Calloway-Cemetery Road and Tarrant-Main Street Grade Crossings

Description of Project: The existing TRE grade crossings at Calloway Cemetery Road and

Tarrant Main Street are substandard because of the geometry of the crossing, a large number

of adjacent driveways, and a high number of truck traffic. Trinity Metro’s Board approved an

agreement with Viridian, an Arlington developer, to improve the crossings and convert them into

a quiet zone. Trinity Metro will pay for the railroad construction at Calloway Cemetery crossing

and Viridian will pay for all roadway construction plus the railroad construction at Tarrant Main

Street crossing.

Schedule of Project Costs:

Total Budget: $ 800,000

Prior Year Actual Expenses: None

Projected Expenditures (This year): $ 800,000

Sources of Funding:

Sales Tax: $ 160,000

Federal: $ 640,000

Other: None

Operating Budget Effect: Non-routine capital, local and federal funds, TRE O&M costs on the

existing crossings would be reduced after the new crossings are constructed.

136

Project Title: TRE Station Security Video Enhancement

Description of Project: This project will replace obsolete cameras and other related monitoring

equipment at the existing FWCS workstation, the installation of seven cameras at the ITC, Bell

and T&P Stations. The new cameras shall provide complete surveillance coverage of all TRE

Stations. The new video system shall have the ability to integrate with the TEXRail video system

additions.

Schedule of Project Costs:

Total Budget: $ 365,000

Prior Year Actual Expenses: None

Projected Expenditures (This year): $ 365,000

Sources of Funding:

Sales Tax: $ 73,000

Federal: $ 292,000

Other: None

Operating Budget Effect: Non-routine capital, federal & local funds, no impact on the operating

budget.

Project Title: Enterprise Resource Planning Replacement

Description of Project: This project is for the new ERP Replacement including the replacement

of the virtual servers to support disaster recovery. The ERP system performs all of the back office

business functions necessary for Trinity Metro’s day-to-day tasks including financial

management, human resources management, maintenance, material management, and payroll.

This project replaces Trinity Metro’s old ERP system (in place for 14 years) with a system better

suited to allow users to quickly and efficiently accomplish business objectives.

Schedule of Project Costs:

Total Budget: $ 9,000,000

Prior Year Actual Expenses: $ 8,500,000

Projected Expenditures (This year): $ 500,000

Sources of Funding:

Sales Tax: $ 9,000,000

Federal: None

Other: None

Operating Budget Effect: Non-routine capital, local funds, annual maintenance costs are

estimated at $193,687.

137

Project Title: Automated Fare Collection System

Description of Project: This project is for the replacement of the fare collection system, which

includes hardware and software to bring our processes into the 21

century. Some of the items

this system might include:

 Streamlining fare media

 Ensuring seamless integration

 Using current technology to provide real-time data for improved analysis and revenue

management

Schedule of Project Costs:

Total Budget: $ 5,136,678

Prior Year Actual Expenses: $ 3,685,333

Projected Expenditures (This year): $ 1,451,345

Sources of Funding:

Sales Tax: $ 5,136,678

Federal: None

Other: None

Operating Budget Effect: Non-routine capital, local funds, no impact on the operating budget.

Project Title: Intelligent Transportation System

Description of Project: This project is for an ITS System for all revenue service vehicles. An

ITS system is needed to monitor and control all of Trinity Metro’s services in real-time. This will

allow Trinity Metro to provide exceptional service to our customers by allowing real-time

monitoring of schedule adherence, passenger counts, and vehicle health across our entire service

area.

Schedule of Project Costs:

Total Budget: $ 3,500,000

Prior Year Actual Expenses: None

Projected Expenditures (This year): $ 2,500,000

Sources of Funding:

Sales Tax: $ 3,500,000

Federal: None

Other: None

Operating Budget Effect: Non Routine capital project, local funds, additional operating and

maintenance costs will be associated with this project.

138

Project Title: Fleet-wide Passenger Information System

Description of Project: This project is for the implementation of an automatic voice annunciation

system (AVAS) and automatic passenger counters (APC) on all the buses.

Schedule of Project Costs:

Total Budget: $ 2,713,501

Prior Year Actual Expenses: $ 2,458,797

Projected Expenditures (This year): $ 254,704

Sources of Funding:

Sales Tax: $ 1,747,774

Federal: $ 965,727

Other: None

Operating Budget Effect: Non-routine capital, federal and local funds, no impact on the

operating budget.

Project Title: Trinity Metro Mobile App

Description of Project: This project is for the purchase, design, and installation of an app for

Trinity Metro. This app will help promote Trinity Metro with easier access to trip planning and will

help promote our brand over third party providers. This app will be more fun for our customers

and should increase ridership.

Schedule of Project Costs:

Total Budget: $ 2,500,000

Prior Year Actual Expenses: None

Projected Expenditures (This year): $ 2,500,000

Sources of Funding:

Sales Tax: $ 2,000,000

Federal: None

Other: $ 500,000

Operating Budget Effect: Routine capital, local funds and partner contributions, projected

increases for annual maintenance.

139

Project Title: Security Camera System on Fleet

Description of Project: This project is for the replacement of the existing bus camera system,

on the older bus fleet.

Schedule of Project Costs:

Total Budget: $ 637,000

Prior Year Actual Expenses: None

Projected Expenditures (This year): $ 637,000

Sources of Funding:

Sales Tax: $ 127,400

Federal: $ 509,600

Other: None

Operating Budget Effect: Non-routine capital, local and federal funds, no impact on the

operating budget.

Project Title: Point of Sale System

Description of Project: This project is for the purchase of a Point of Sale (POS) system that

includes integration with our revenue collection system and our enterprise resource system. It

also includes a consulting fee and some infrastructure charges.

It also includes card printers, camera equipment for two locations and one high-speed encoding

machine. Vendor implementations, testing, installation are included along with smartcard and

magnetic dispensing/reader unit.

Schedule of Project Costs:

Total Budget: $ 800,000

Prior Year Actual Expenses: None

Projected Expenditures (This year): $ 800,000

Sources of Funding:

Sales Tax: $ 800,000

Federal: None

Other: None

Operating Budget Effect: Routine capital, local funds no impact on the operating budget.

140

Project Title: Access Control Software

Description of Project: This project is for an access control and software system replacement.

A complete system upgrade is required to meet current “Fire-Life Safety” and industry standards,

as well as the ability to link the existing CCTV video surveillance systems as an enhanced security

measure to monitor access controlled entry areas. The system upgrade shall replace all existing

network hardware and software, including the ability for expansion up to 30% of the existing

network

Schedule of Project Costs:

Total Budget: $ 445,000

Prior Year Actual Expenses: None

Projected Expenditures (This year): $ 445,000

Sources of Funding:

Sales Tax: $ 89,000

Federal: $356,000

Other: None

Operating Budget Effect: Routine capital, federal and local funds no impact on the operating

budget.

Project Title: Miscellaneous Equipment Replacement FY18-FY21

Description of Project: This project is for a multiyear replacement/upgrade of office equipment

throughout Trinity Metro. This project will replace approximately 25% of desktops, laptops,

tablets, and thin clients each year. It will replace approximately 17% of monitors and desk phones

each year.

Schedule of Project Costs:

Total Budget: $ 335,546

Prior Year Actual Expenses: $ 161,726

Projected Expenditures (This year): $ 83,000

Sources of Funding:

Sales Tax: $ 335,546

Federal: None

Other: None

Operating Budget Effect: Non-routine capital project, with local funds, no impact on the

operating budget.

141

Project Title: FY19 Non-Revenue Vehicle Purchase

Description of Project: This project is for the purchase and replacement of staff vehicles.

 Two Shelter Cleaning Trucks $ 80,000

 Three Electronic Shop Trucks $ 120,000

 Bus Shop Road Call Truck $ 120,000

Schedule of Project Costs:

Total Budget: $ 330,000

Prior Year Actual Expenses: None

Projected Expenditures (This year): $ 330,000

Sources of Funding:

Sales Tax: $ 66,000

Federal: $ 264,000

Other: None

Operating Budget Effect: Non-routine capital, federal and local funds, reduced maintenance

costs are expected.

Project Title: Bus Stop Manager

Description of Project: This project is for the purchase of software to manage passenger stop

amenities including bus stops, shelters, park & ride lots, and all associated amenities at those

locations. This browser-based software facilitates field-based data collection via mobile device

of geocode locations, site specific amenities, site attributes, and creation of site support work

orders for upload into the Trapeze CAD/AVL data system.

Schedule of Project Costs:

Total Budget: $ 115,809

Prior Year Actual Expenses: None

Projected Expenditures (This year): $ 115,809

Sources of Funding:

Sales Tax: $ 23,162

Federal: $ 92,647

Other: None

Operating Budget Effect: Routine capital, federal and local funds, no impact on the operating

budget.

142

Project Title: Downtown Shelter Lighting

Description of Project: Seven of the downtown bus shelters do not have working lights. It has

been determined that bringing in power to these shelters would not be a feasible option. Johnson

Controls has brought us an option to add solar lighting to these shelters.

Schedule of Project Costs:

Total Budget: $ 72,180

Prior Year Actual Expenses: None

Projected Expenditures (This year): $ 72,180

Sources of Funding:

Sales Tax: $ 14,436

Federal: $ 57,744

Other: None

Operating Budget Effect: Non-routine capital, federal and local funds, no impact on the operating

budget.

Project Title: HRP Training and Conference Room Furniture

Description of Project: This project is to replace and upgrade the current furniture in our training

classrooms and the HRP Conference Room. It also includes furniture to create a lunch, meeting,

and collaboration space in the HRP second floor lobby.

 Training Room Totals: 18 tables and 50 chairs; 3 instructor stations and chairs

 HRP Conference Room Totals: 20 tables and 80 chairs

 HRP Second Floor Lobby Totals: 5 high-top tables and 15 chairs/stools

Schedule of Project Costs:

Total Budget: $ 40,000

Prior Year Actual Expenses: None

Projected Expenditures (This year): $ 40,000

Sources of Funding:

Sales Tax: $ 40,000

Federal: None

Other: None

Operating Budget Effect: Non-routine capital, local funds, no impact on the operating budget.

143

Project Title: Recording System Replacement

Description of Project: This is for the purchase of a recording system for all Trinity Metro radio

traffic. The current recording system was not intended for digital radio traffic and it does not

capture information for accurate incident investigations. The new recording system would allow

for proper incident response training based on our investigations. This would benefit Operations

and the Security staff.

Schedule of Project Costs:

Total Budget: $ 33,300

Prior Year Actual Expenses: $ 24,080

Projected Expenditures (This year): $ 9,220

Sources of Funding:

Sales Tax: $ 33,300

Federal: None

Other: None

Operating Budget Effect: Non-routine capital, local funds, no impact on the operating budget.

Project Title: Industrial Shelving Systems Analysis

Description of Project: An analysis and consultant study and recommendation is needed for the

Parts Room to determine the configuration, layout, and requirements to properly shelve and

provide optimum use of the storage floor space and pallet space available to maximize inventory

for managing adequate stock levels with the requirements for parts. Multiple sites are stocking

parts, causing excess waste and difficulty in tracking inventory and maintaining proper controls.

Adequate shelving and warehouse storage is needed to optimize the inventory and ensure

adequate inventory value and control of assets.

Schedule of Project Costs:

Total Budget: $ 30,000

Prior Year Actual Expenses: None

Projected Expenditures (This year): $ 30,000

Sources of Funding:

Sales Tax: $ 30,000

Federal: None

Other: None

Operating Budget Effect: Non-routine capital, local funds, increase savings in inventory costs.

144

Project Title: Incident Reporting System

Description of Project: This project is for the purchase of the ELERTS incident reporting system,

designed to offer the customer a mobile tool for immediate reporting of issues occurring on Trinity

Metro’s fixed route bus and commuter rail systems. The technology also allows Trinity Metro the

ability to broadcast to subscribers, in real time, events such as detours, bus/train delays, or other

transit impacts. Trinity Metro currently uses a notification system for internal updates, only.

Schedule of Project Costs:

Total Budget: $ 25,000

Prior Year Actual Expenses: None

Projected Expenditures (This year): $ 25,000

Sources of Funding:

Sales Tax: $ 5,000

Federal: $ 20,000

Other: None

Operating Budget Effect: Routine capital, federal and local funds no impact on the operating

budget.

Project Title: FY20 Bus Replacement

Description of Project: This project is for the purchase of twenty 40-foot transit buses, and four

35)-foot BRT style buses to be utilized as replacement revenue vehicles that have surpassed their

useful life as well as expansion vehicles to support increasing service demands.

Schedule of Project Costs:

Total Budget: $ 13,997,139

Prior Year Actual Expenses: None

Projected Expenditures (This year): $ 13,997,139

Sources of Funding:

Sales Tax: $ 3,996,731

Federal: $ 10,000,408

Other: None

Operating Budget Effect: Routine capital, federal and local funds, reduced maintenance costs

are expected.

145

Project Title: FY20 Paratransit Vehicle Replacement

Description of Project: Provides for seven paratransit style vehicles to be utilized as

replacement vehicles that have surpassed their useful life.

Schedule of Project Costs:

Total Budget: $ 1,330,000

Prior Year Actual Expenses: None

Projected Expenditures (This year): $ 1,330,000

Sources of Funding:

Sales Tax: $ 199,500

Federal: $ 1,130,500

Other: None

Operating Budget Effect: Routine capital, federal and local funds, reduced maintenance costs

are expected.

Project Title: FY20 Concrete Repair

Description of Project: Miscellaneous concrete repairs at all of our Bus Lot’s, Train Stations,

Transfer Centers, Park and Ride lots and employee parking lots. This contract also covers curbs

and sidewalks.

Concrete repair is a necessary part of keeping our facilities in a state of good repair. Failure to

repair concrete as needed can result in trip and fall hazards as well as bus and vehicle damage.

Schedule of Project Costs:

Total Budget: $ 215,000

Prior Year Actual Expenses: None

Projected Expenditures (This year): $ 215,000

Sources of Funding:

Sales Tax: $ 215,000

Federal: None

Other: None

Operating Budget Effect: Non-routine capital, local funds, no impact on the operating budget.

146

Project Title: HVAC Rooftop Units Replacements

Description of Project: This project is for the replacement of rooftop units for the service station

and vehicle maintenance - they are old, damaged, ineffective, and need to be replaced.

Schedule of Project Costs:

Total Budget: $ 169,000

Prior Year Actual Expenses: None

Projected Expenditures (This year): $ 169,000

Sources of Funding:

Sales Tax: $ 169,000

Federal: None

Other: None

Operating Budget Effect: Non-routine capital, local funds, no impact on the operating budget.

Project Title: 1330 E. 4th St. Roof Replacement

Description of Project: Engineering and construction to replace the roof at 1300 East 4th Street.

This warehouse was purchased as part of the TEXRail project and the roof is in need of immediate

repair.

Schedule of Project Costs:

Total Budget: $ 325,000

Prior Year Actual Expenses: None

Projected Expenditures (This year): $ 325,000

Sources of Funding:

Sales Tax: $ 325,000

Federal: None

Other: None

Operating Budget Effect: Non-routine capital, local funds, no impact on the operating budget.

147

Project Title: FY20 Capital Maintenance - Facilities

Description of Project: This project is for any unforeseen capital maintenance issues that may

occur throughout FY20.

Schedule of Project Costs:

Total Budget: $ 50,000

Prior Year Actual Expenses: None

Projected Expenditures (This year): $ 50,000

Sources of Funding:

Sales Tax: $ 50,000

Federal: None

Other: None

Operating Budget Effect: Non-routine capital, local funds, no impact on the operating budget.

Project Title: Fencing at Fort Worth Central Station

Description of Project: This project is for adding fencing at the southern portion of Fort Worth

Central Station. The south pavilion and green space would be fenced with wrought iron fencing.

This would also include fencing the front visitor lot of the HRP Bus Operations building

Schedule of Project Costs:

Total Budget: $ 178,000

Prior Year Actual Expenses: None

Projected Expenditures (This year): $ 178,000

Sources of Funding:

Sales Tax: $ 178,000

Federal: None

Other: None

Operating Budget Effect: Non-routine capital, local funds, no impact on the operating budget.

148

Project Title: TRE Double Tracking

Description of Project: This project is to double track a segment of the TRE (segment 3). The

segment is 2.4 miles long and the cost of the second track is $29.5 million. The NCTCOG has

applied for a grant to cover 50% of the project. This project will take two years, and funding must

first be secured before the project can begin.

Schedule of Project Costs:

Total Budget: $ 29,500,000

Prior Year Actual Expenses: None

Projected Expenditures (This year): $ 14,750,000

Sources of Funding:

Sales Tax: $ 14,750,000

Federal: $ 14,750,000

Other: None

Operating Budget Effect: Non-routine capital, local funds, no impact on the operating budget.

Project Title: TRE Capital Maintenance – FY20

Description of Project: This project is for capital maintenance of TRE assets. These costs are

split evenly with DART. The amounts shown on this schedule are Trinity Metro’s share.

Schedule of Project Costs:

Total Budget: $ 13,178,000

Prior Year Actual Expenses: None

Projected Expenditures (This year): $ 13,178,000

Sources of Funding:

Sales Tax: $ 9,175,989

Federal: $ 4,002,011

Other: None

Operating Budget Effect: Non-routine capital project, federal and local funds; no impact on the

operating budget.

149

Project Title: TRE Ticket Vending Machine Replacements

Description of Project: There are a total of (8) Gen 3 TVMs at three TRE platforms (Centreport,

Richland Hills and Hurst Bell). These TVMs are past their useful life and are no longer supported

by a maintenance agreement.

This project will replace the (8) TVMs with units identical to the ones on the TEXRail platforms.

They will have updated credit card readers that will allow for more secure connections including

chip technology. They will support the same updated capabilities (bill recycling, barcodes, and

security cameras). This will also reduce the need to maintain spare parts for each generation of

TVM.

Schedule of Project Costs:

Total Budget: $ 544,000

Prior Year Actual Expenses: None

Projected Expenditures (This year): $ 544,000

Sources of Funding:

Sales Tax: $ 544,000

Federal: None

Other: None

Operating Budget Effect: Non-routine capital project, federal and local funds; decrease in costs

related to spare parts for TVMs.

Project Title: ADA Accessible Bus Stops

Description of Project: This project is for the construction of sidewalks, ADA ramps, and bus

shelter concrete pads at various bus stops.

Schedule of Project Costs:

Total Budget: $ 400,000

Prior Year Actual Expenses: None

Projected Expenditures (This year): $ 400,000

Sources of Funding:

Sales Tax: $ 80,000

Federal: $ 320,000

Other: None

Operating Budget Effect: Non-routine capital project, federal and local funds; no impact on the

operating budget.

150

Project Title: Passenger Enhancements - Shelters

Description of Project: This project is for the installation of 50 passenger shelter at our routes.

Schedule of Project Costs:

Total Budget: $ 361,350

Prior Year Actual Expenses: None

Projected Expenditures (This year): $ 361,350

Sources of Funding:

Sales Tax: $ 72,270

Federal: $ 289,080

Other: None

Operating Budget Effect: Non-routine capital project, federal and local funds; no impact on the

operating budget.

Project Title: Trapeze OPS-Web

Description of Project: Trapeze OPS-Web allows Operators to securely view work information,

find work assignments, view the driver paddle, and read bulletins, orders, and notices from a

computer, tablet or mobile device whether onsite or off. It will also allow for remote, automated

bidding. Operators will be able to remotely bid on pieces of work.

Schedule of Project Costs:

Total Budget: $ 198,500

Prior Year Actual Expenses: None

Projected Expenditures (This year): $ 198,500

Sources of Funding:

Sales Tax: $ 198,500

Federal: None

Other: None

Operating Budget Effect: Non-routine capital project, local funds; after the first year maintenance

costs at estimated at $10,433 annually.

151

Project Title: Trapeze DriverMate CAD/AVL

Description of Project: Trinity Metro ACCESS vehicles and ACCESS contractor vehicles

currently utilize MDTs (Mobile Data Terminals) to receive their manifest, arrive and perform their

trips. Much of the equipment in the fleet is quickly approaching end-of-life and requires an outside

contractor to maintain the units on contactor vehicles. The new software (DriverMate) will allow

our ACCESS contractor to provide and maintain the equipment on their own fleet and enables

inexpensive replacement of equipment (Android Tablet) in Trinity Metro vehicles.

Schedule of Project Costs:

Total Budget: $ 177,000

Prior Year Actual Expenses: None

Projected Expenditures (This year): $ 177,000

Sources of Funding:

Sales Tax: $ 177,000

Federal: None

Other: None

Operating Budget Effect: Non-routine capital project, local funds; annual maintenance costs are

estimated at $13,000 annually.

Project Title: Train Platform Validators

Description of Project: This project is to add 2 platform validators at each of our 12 train

platforms. These are required to allow passengers to tap smart cards and activate tickets on the

trains. The current handheld validators carried by the conductors are to validate already

purchased passes and to sell passes at a premium to passengers who do not have them. They

would be attached to the current ticket vending machines (TVMs) so smart cards users do not

have to wait on customers purchasing tickets at the TVMs. This will greatly speed up onboarding.

Schedule of Project Costs:

Total Budget: $ 153,516

Prior Year Actual Expenses: None

Projected Expenditures (This year): $ 153,516

Sources of Funding:

Sales Tax: $ 153,516

Federal: None

Other: None

Operating Budget Effect: Non-routine capital project, local funds, no impact on the operating

budget.

152

Project Title: FY20 Miscellaneous Equipment

Description of Project: This project is for the purchase or replacement of miscellaneous

equipment, wellness center equipment, scissor lifts, and lift trucks.

Schedule of Project Costs:

Total Budget: $ 192,810

Prior Year Actual Expenses: None

Projected Expenditures (This year): $ 192,810

Sources of Funding:

Sales Tax: $ 192,810

Federal: None

Other: None

Operating Budget Effect: Routine capital, local funds, no impact on the operating budget.

Project Title: Modem Upgrades

Description of Project: Cubic NextBus equipment (signs and buses) currently utilize 3G

cellular technology. Verizon is discontinuing this service on 12-31-19. After that point, the

functionality provided (vehicle location, upcoming buses, etc.) will cease to function unless it

is upgraded to 4G cellular. Cubic NextBus does not have the capability to connect their

equipment to the new routers on the buses.

Schedule of Project Costs:

Total Budget: $ 100,000

Prior Year Actual Expenses: None

Projected Expenditures (This year): $ 100,000

Sources of Funding:

Sales Tax: $ 100,000

Federal: None

Other: None

Operating Budget Effect: Routine capital, local funds, no impact on the operating budget.

153

Project Title: Facilities Shelter Truck

Description of Project: This project is for the purchase of one shelter truck.

Schedule of Project Costs:

Total Budget: $ 55,000

Prior Year Actual Expenses: None

Projected Expenditures (This year): $ 55,000

Sources of Funding:

Sales Tax: $ 11,000

Federal: $ 44,000

Other: None

Operating Budget Effect: Routine capital, federal and local funds, no impact on the operating

budget.

Project Title: Battery Room Renovations

Description of Project: Renovation of the Material Management battery room and other

inventory control areas.

Schedule of Project Costs:

Total Budget: $ 27,500

Prior Year Actual Expenses: None

Projected Expenditures (This year): $ 27,500

Sources of Funding:

Sales Tax: $ 27,500

Federal: None

Other: None

Operating Budget Effect: Routine capital, local funds, no impact on the operating budget.

154

Project Title: Treadmill Replacements

Description of Project: This project is for the replacement of the old treadmills that are in

the fitness center. The three treadmills are 10 years old and are past their useful life. All

three treadmills are heavily utilized and have had to be repaired a minimum of one time each

year. The proposal is to replace each treadmill with a commercial-grade treadmill that is

manufactured for heavy traffic use.

Schedule of Project Costs:

Total Budget: $ 25,000

Prior Year Actual Expenses: None

Projected Expenditures (This year): $ 25,000

Sources of Funding:

Sales Tax: $ 25,000

Federal: None

Other: None

Operating Budget Effect: Routine capital, local funds, no impact on the operating budget.

Project Title: Replace T&P Carts, Tables and Chairs

Description of Project: This project is for the replacement of the tables, chairs and

associated carts used for events at the T&P. They are worn, heavy and need to be updated.

Schedule of Project Costs:

Total Budget: $ 18,440

Prior Year Actual Expenses: None

Projected Expenditures (This year): $ 18,440

Sources of Funding:

Sales Tax: $ 18,440

Federal: None

Other: None

Operating Budget Effect: Routine capital, local funds, no impact on the operating budget.

155

GLOSSARY

ACCESS Advisory Committee – The advisory committee for Trinity Metro Access.

Accessibility – (1) The extent to which facilities are barrier free and useable by

disabled persons, including wheelchair users. (2) A measure of the ability or ease of all

people to travel among various origins and destinations.

Accessible Service – Buses operating in regular service with wheelchair lifts, kneeling

functions or other devices that permit disabled passengers to use the service.

Accrual Basis – Revenue and expenses are recorded in the period in which they are

earned or incurred.

Alight – To get off a transit vehicle.

Allocation – An administrative distribution of funds.

Alternative Fuel – A liquid or gaseous non-petroleum fuel, used to power transit

vehicle. Usually refers to alcohol fuels, mineral fuels, natural gas, and hydrogen.

Appropriation – The act of setting aside money for a specific purpose.

Audit – An objective examination and evaluation of the financial statements of an

organization to make sure the records accurately represent the organization’s

transactions.

Automatic Vehicle Location (AVL) – Technology that tracks the current location of

fleet vehicles to assist in dispatching, scheduling and answering specific customer

inquiries.

Balanced Budget – Expenses/expenditures equaling revenues and budgeted surplus.

Base Fare – The price charged to one adult for one transit ride; excludes transfer

charges, zone charges, express service charges, peak period surcharges and reduced

fares.

Board – To enter a transit vehicle.

Budget – An estimation of revenue and expenses over a specified future period of time.

Budgeting – The documentation of intended expenditures over a specified period

(normally one year) along with proposals for how to meet them.

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Bus – A rubber-tired road vehicle designed to carry a substantial number of

passengers, commonly operated on streets and highways for public transportation

service.

Bus, Articulated – A bus usually 55 feet or more in length with two connected

passenger compartments that bend at the connecting point when the bus turns a

corner.

Bus, Express – A bus that operates a portion of the route without stops or with limited

number of stops.

Bus, Transit – A bus with front and center doors, normally with a rear-mounted engine,

low-back seating, and without luggage compartments or restroom facilities for use in

frequent-stop service

Bus, Van – a 20-foot or shorter vehicle, usually with an automotive-style engine and

limited seating normally entered directly through side or rear doors rather than from a

central aisle, used for demand response, vanpool, and lightly patronized motorbus

service.

Bus Lane – A street or highway lane intended primarily for buses, either all day or

during specified periods, but sometimes also used by carpools meeting requirements

set out in traffic laws

Bus Stop – A curbside place where passengers board or alight transit.

Bus Shelter – A structure constructed near a bus stop to provide seating and/or

protection from the weather for the convenience of waiting passengers.

Bus Miles – The total miles of travel by bus, including both revenue and deadhead

travel.

Capital – Long-term assets, such as property, buildings, roads, rail lines, and vehicles,

used for more than one year.

Capital Assistance – Financial assistance for transit capital expenses (not operating

costs); such aid may originate with federal, local or state governments.

Capital Costs – Costs of long-term assets of a public transit system such as property,

buildings, vehicles, etc.

Capital Expenditures – Funds used by a company to acquire or upgrade physical

assets such as property, buildings or equipment.

Capital Improvement Program – The list of capital projects for a five to seven year

programming period.

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Capital Project – Construction and/or procurement of district assets, such as transit

centers, transit vehicles and tracks.

Commuter - A person who travels regularly between home and work.

Commuter Rail – Local and regional passenger train service between a central city, its

suburbs and/or another city, operating primarily during commute hours.

Compressed Natural Gas (CNG) – An alternative fuel; compressed natural gas stored

under high pressure. CNG vapor is lighter than air.

Congestion Mitigation and Air Quality (CMAQ) – Federal funds available for either

transit or highway projects which contribute significantly to reducing automobile

emissions, which cause air pollution.

Corridor – A broad geographical band that follows a general directional flow or

connects major sources of trips. It may contain a number of streets and highways and

many transit lines and routes.

Deadhead – The movement of a transit vehicle without passengers aboard; often to

and from a garage or to and from one route to another.

Demand responsive – Non-fixed-route service utilizing vans or buses with passengers

boarding and alighting at per-arranged times at any location within the system’s service

area, also called “Dial-a-Ride.”

Depreciation – The cost of an asset is allocated over the expected useful life of that

asset.

Department of Transportation (DOT) – The Cabinet level Department of the federal

government that is responsible for administration of general transportation programs

including public transportation, highways, railroads, air transportation, shipping, and the

coast Guard. Each state also has a department of transportation.

Depreciation – The allocation of costs of a tangible or physical asset over its useful life.

Disabled – With respect to an individual, a physical or mental impairment that

substantially limits one or more of the major life activities of such an individual.

Disadvantaged Business Enterprise (DBE) – A business owned and operated by one

or more socially and economically disadvantaged individuals as stated under section

eight of the small business act.

Downtime – A period during which a vehicle is inoperative because of repairs or

maintenance.

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Earmark – A federal budgetary term that refers to the specific designation by congress

that part of a more general lump-sum appropriation be used for a particular project; the

earmark can be designated as a minimum and/or maximum dollar amount.

Enterprise Fund – A fund established by a governmental entity to account for

operations of an enterprise activity.

Exclusive Right-of-way – A highway or other facility that can only be used by buses or

other transit vehicles.

Expense - The amount of assets or services used during a period.

Fare – Payment in the form of coins, currency and passes collected for transit rides.

Fare Box – A device that accepts coins, currency or passes given by passengers as

payment for rides.

Fare Box Recovery Ratio – A measure of the proportion of transit operating expenses

covered by passenger fares. It is calculated by dividing a transit operator’s fare box

revenue by its total operating expenses.

Fare Box Revenue – Total revenue derived from the payment of passenger fares.

Fare Structure – The system set up to determine how much is to be paid by various

passengers using the system.

Federal Transit Administration (FTA) – A part of the U.S. Department of

Transportation (DOT). The FTA administers the federal program of financial assistance

to public transit.

Fixed Route – Transit service provided on a repetitive, fixed-schedule basis, along a

specific route.

Fiscal Year (FY) – The yearly accounting period for the federal government which

begins October 1 and ends on the following September 30. The fiscal year is

designated by the calendar year in which it ends.

Fund – An accounting entity with a self-balancing set of accounts that is used to record

financial resources and liabilities, as well as operating activities, and which is

segregated in order to carry on certain activities.

Fund Balance – The difference between assets and liabilities in the governmental fund

financial statements.

Headway – Time interval between vehicles moving in the same direction on a particular

route.

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Intermodal – Switching from one form of transportation to another.

Joint Development – Ventures undertaken by the public and private sectors for

development of land around transit stations or stops.

Kiss and Ride – A place where commuters are driven and dropped off at a station to

board a public transportation vehicle.

Layover Time – Time built into a schedule between arrival at the end of a route and the

departure for the return trip, used for the recovery of delays and preparation for the

return trip.

Load Factor – The ratio of passengers actually carried versus the total passenger

capacity of a vehicle.

Operating Cost – The total costs to operate and maintain a transit system.

Operating Expense – Monies paid in salaries, wages, materials, supplies and

equipment in order to maintain facilities and equipment operate vehicles and settle

claims.

Operating Revenue – receipts derived from or for the operation of transit service,

including fare box revenue, revenue from advertising, interest and charter bus service

and operating assistance from governments.

Para-transit - Transportation service required by The American with Disabilities Act

(ADA), for individuals with disabilities who are unable to use fixed-route transit systems.

The service must be comparable to the fixed route service in terms of hours of service

and areas served.

Passenger Miles – Total number of miles traveled by passengers on transit vehicles.

Public Transit System – An organization that provides transportation services owned,

operated, or subsidized by any municipality, county, regional authority, state, or other

governmental agency, including those operated or managed by a private management

firm under contract to the government agency owner.

Rail, Commuter – railroad local and regional passenger train operations between a

central city, its suburbs and/or another central city. It may be either locomotive-hauled of

self p0ropelled. And is characterized by multi-trip tickets, specific station-to-station

fares, railroad employment practices and usually one or two stations in the central

business district.

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Rail, Heavy – An electric railway with the capacity for a “heavy volume” of traffic and

characterized by exclusive rights-of-way for multi-car trains, high speed and rapid

acceleration. In addition there is sophisticated signaling and high platform loading.

Rapid Transit – Rail or motorbus transit service operating completely separate from all

modes of transportation on an exclusive right-of-way.

Revenue – Money that comes into a business from the sale of goods or services.

Revenue Miles – Miles operated by vehicles available for passenger service.

Revenue Passenger – A passenger from whom a fare is collected.

Ridership – The Number of passengers using a particular form of public transportation

in a given period of time.

Rolling Stock – The vehicles used in a transit system, including buses or rail cars.

Route Miles – The total number of miles included in a fixed route transit system

network.

Service Area – A geographic area provided with transit service.

Shuttle – A public or private vehicle that travels back and forth over a particular route,

especially a short route or one that provides connections between transportation

systems, employment centers, etc.

Transfer Center – A fixed location where passengers interchange from one route or

vehicle to another.

Transit Dependant – Someone who must use public transportation for his/her travel.

Transit Pass – A tax-free employee commute benefit in which an employer subsidizes

up to $60 per month for an employee’s transit fares or carpool charges. This benefit

also applies to military and government employees.

Transit System – An organization (public or private) providing local or regional multi-

occupancy-vehicle passenger service. Organizations that provide service under contract

to another agency are generally not counted as separate systems.

Total Miles – The total miles includes revenue, deadhead and maintenance services

miles.

Vanpool – A group of passengers who share the use and cost of a van to travel to and

from pre-arranged destinations together.

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Vehicle Miles – Number of miles traveled by a vehicle.

Zone Fares – Different fares for different regions of service.

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TRANSIT ACRONYMS

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As with any industry, the public transportation industry has a unique set of jargon. Many

of the frequently used terms and acronyms are as follows:

ACD Automatic Call Distributor

ADA Americans with Disabilities Act

APTA American Public Transportation Association

ARRA American Recovery and Reinvestment Act

AVL Automated Vehicle Location

BNSF Burlington Northern Santa Fe Railroad

BRT Bus Rapid Transit

CAC Customer Advisory Committee

CAFR Comprehensive Annual Financial Report

CAPEX Capital Expenditure

CBD Central Business District

CFR Code of Federal Regulation

CIP Capital Improvement Plan

CMAQ Congestion Mitigation and Air Quality

CNG Compressed Natural Gas

COG Council of Governments (also NCTCOG)

DART Dallas Area Rapid Transit

DART LRT Dallas Area Rapid Transit Light Rail Transit

DBE Disadvantaged Business Enterprise

DCTA Denton County Transportation Authority

DFW Dallas Fort Worth

DOT Department of Transportation

EAP Employee Assistance Program

ECA Executive Committee Action (The T)

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ETC Employee Transportation Coordinator

FHWA Federal Highway Administration

FLSA Fair Labor Standards Act

FMLA Family Medical Leave Act

FRBS Fixed Route Bus Service

FTA Federal Transit Administration

FWCS Fort Worth Central Station

FWTA Fort Worth Transportation Authority

FTE Full-Time Equivalent

FY Fiscal Year

GAAP Generally Accepted Accounting Principles

GASB Government Accounting Standards Board

GFOA Government Finance Officers Association

HIPAA Health Insurance Portability and Accountability Act

HR Human Resources

ILA Inter-local Agreement

IR Informal Report

ITC Intermodal Transportation Center

IVR Interactive Voice Response

JARC Job Access and Reverse Commute

MITS Mobility Impaired Transportation Service

MPO Metropolitan Planning Organization

MTA Metropolitan Transit Agencies

MSA Metropolitan Statistical Area

NABI North American Bus Industries

NCTCOG North Central Texas Council of Governments (COG)

NETS Northeast Transportation Service

NTC North Texas Commission

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NTD National Transit Database

PIS Passenger Information System

PTC Positive Train Control

RDC Rail Diesel Cars

RTA Regional Transportation Authority

RTDM Regional Travel Demand Management

SAN Storage Area Network

STP-MM Surface Transportation Program – Metropolitan Mobility

SW2NE Southwest - to - Northeast Rail Corridor

SWTA Southwest Transit Association

TCTS Tarrant County Transportation Service

TIP Transportation Improvement Program

TOD Transit Oriented Development

T&P Texas & Pacific

TRTC Tarrant Regional Transportation Coalition

TRE Trinity Railway Express

TSO Transit Security Officer

TTA Texas Transit Association

TVM Ticket Vending Machine

TWC Texas Workforce Commission

TXDOT Texas Department of Transportation

USDOT United States Department of Transportation

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SYSTEM MAPS

Fixed Route

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TEXRail

Trinity Railway Express