State of Good Repair Roundtable Washington Court Hotel 525 New Jersey Avenue, N.W. Washington, DC 20001 July 8 -10, 2009

Metro System Second Largest Rail Transit System Fifth Largest Bus Network Serves a population of 3.5 Million One of the new generation heavy rail systems, with BART and MARTA, reaching mid-life.

Engineering Design Began 1967 Construction Began 1969 MetroRail Engineering Design Began 1967 Construction Began 1969

MetroRail Red Line Opened March 27, 1976 Rhode Island Ave to Farragut North 4.2 Miles 5 stations

Current System Completed Dec 18, 2004

MetroRail 106.3 Miles 86 Stations Subway: 50.5 miles, 47 Stations Surface: 46.3 miles, 33 Stations Aerial: 9.2 miles, 47 Bridges, 6 Stations 588 Escalators, 232 Elevators Parking Structures: 21 Rail Yards: 9 106.3 Miles includes 1,119,360 LF of Running Rail 102,667 cross ties 330,512 trackfastners And 694 turnouts Rail Yards Includes: Shady Grove Brentwood Glenmont Greenbelt Branch Avenue New Carrollton Alexandria West Falls Church Largo Tail Tracks

MetroBus Formed by the purchased of four separate bus companies in 1973 Assets were acquired over a period of 90 years: Bus garages Storage areas 1000 bus shelters Radio system Associated support facilities and equipment Metrobus was formed when the Authority purchased four regional bus operations and consolidated them into MetroBus in 1973. The regional bus companies began as streetcar operators in the late 1800’s and early 1900’s. Bus assets include bus garages and storage areas, buses, 1000 bus shelters, a radio system, and associated support facilities and equipment. The assets of the Metrobus system were acquired over 90 years, the oldest being Western Bus Garage that was originally constructed in 1909.

Capital Improvement Plan History 1998 F.R. Harris Report - Twenty Year Capital Improvement Plan − Capital asset database − Infrastructure renewal requirements November 2002 - Ten Year CIP (FY04 - FY13), $12.2 billion – “MUST DO” Infrastructure Renewal – “NEED TO DO” Systems Access and Capacity – “SHOULD DO” System Expansion System Access, $2.9 Infrastructure Renewal, $3.3 System Expansion, $6.0

Capital Improvement Plan History October 2004- Metro Matters($2.7 Billion for FY05 -FY10) - Fully funded “MUST-DO” Partially funded “NEED-TO-DO” No funding for “SHOULD-DO” January 2005 - COG Blue Ribbon Panel (FY05- FY 15) - Capital Needs: $800 Million per year Capital Revenue: $500 Million per year Shortfall: $300 Million per year

State of Good Repair – Going Forward • The Metro Matters agreement established an average level of capital spending of about $500 million annually • Going forward, a greater need exists just to keep the system in a State- of-Good Repair • The increased need is due to the following: - For the first time, Metro is faced with the replacement of a series of railcars. Employee facilities include: Bus Bathrooms Driver waiting areas Locker rooms - Many assets have a 30-year life cycle. - New or modified capital programs are included, i.e. IT, Metro Access, Employee Facilities.

Capital Improvement Plan Inputs Long-range Planning Ridership/Capacity forecast Customer Service Technology Organization’s Goals Asset Mgmt Asset Condition SOGR Replacement Cycles Capital Program Organizational Constraints Financial Procurement Track Rights

Capital Needs Assessment - Overview What’s included in the capital needs assessment: 10 year focus ”Unconstrained” by funding limits Improvements needed to keep the transit system in a state of good repair Improvements that will enhance service and the customer experience Increases in rail and bus capacity to meet demand and serve new markets What’s not included in the capital needs assessment: System expansion projects: New rail lines New stations or station entrances

State of Good Repair - Asset Categories Rail Fleet Bus Fleet Paratransit Fleet Non-Revenue Fleet Maintenance and Support Facilities Passenger Facilities (Vertical Transportation) Passenger Facilities (Station Facilities) Track and Structures Systems (ATC & Power) Systems (Fare Payment) Systems (Safety & Security) Information Technology

Prioritization and Programming Capital Planning Process Capital Prioritization and Programming Capital Planning Long-range plan Asset Management Organization’s Goals Organization’s Constraints Capital Budgeting Monitoring Implementation

State of Good Repair Needs - Highlights Replacement of 300 1000-Series Cars and Rehab of 100 4000-Series Cars plus Commissioning Facility Replace older buses (100 per year) to maintain an average fleet age of 7.5 years Maintain the structural integrity of Metrorail bridges, tunnels, platforms, and emergency exits Replace 52,800 linear feet of running rail and 30 switches per year, as well as the renewal of other critical track components Replace 4 bus garages Replace traction power switchgear Replace and upgrade AFC equipment system-wide Rehabilitate automatic train control Comprehensive upgrade of IT data centers and infrastructure

Resolve Organizational Constraints Long-range Planning Ridership/Capacity forecast Customer Service Technology Asset Mgmt Asset Condition SOGR Replacement Cycles Organization’s Goals Capital Program Organizational Constraints Financial Procurement Track Rights

Current Practice Multiple rehab contracts; multiple contractors Track rights conflicts between contractors and with WMATA Maintenance Week-night non-revenue work window 2-1/2 hours maximum Low productivity Contract delays Higher cost

New Practice Track Rights Divide the system into segments Start with oldest sections first Single tracking during week and limited weekends Work in same areas as WMATA Maintenance Award one contract to perform all rehabilitation work in one segment of the system

Procurement and Financial New Practice Procurement and Financial Award one contract to perform all rehabilitation work in one segment of the system. Reduced Procurement Effort Reduced Project Management Minimizes Conflicts and Delays

New Approach: Red Line Contract Breakout Shady Grove A017 N Rockville A015 B012 Twinbrook Glenmont Red Line Contracts: 1. DuPont to Silver Spring 2. DuPont to Grosvenor 3. Grosvenor to Shady Grove and Silver Spring to Glenmont B011 White Flint A014 Wheaton Grosvenor-Strathmore B010 A013 Forest Glen Medical Center B009 Silver Spring A011 Bethesda Takoma B006 A010 Friendship Heights A009 Fort Totten Tenleytown-AU TWO LEVELS Van Ness- UDC Cleveland Park B006 Brookland - CUA A006 Woodley Park-Zoo/ Adams Morgan B004 Brentwood Rhode Island Ave- A004 Dupont Circle B005 B003c B003 A003 B001 B003b Farragut North New York Ave.- Florida Ave. - Gallaudet Univ. A002 A001 Union Metro Center B002 Station TWO LEVELS Chinatown Gallery Place- Judiciary TWO LEVELS Sq

New Approach: Bus Facilities and Rail Yards Current Practice Bus Facilities and Rail Yard Contracts: Multiple Contracts for various equipment and facility renovations Revised Bus Facilities and Rail Yard Contracts: Start with oldest first Separate Contracts for Rail Yards and Bus Facilities Rail Yards would be divided into 3 contracts as follows: Brentwood, New Carrollton and Alexandria West Falls Church, Greenbelt, Shady Grove Branch Avenue, Glenmont and Largo Tail Tracks Bus Facilities would be divided into 3 contracts as follows: Western, Southern and Northern Landover and Montgomery Bladensburg and Four Mile Run

What is State of Good Repair? •“‘State of Good Repair” is achieved when the infrastructure components are replaced on a schedule consistent with their life expectancy • For example: Useful life of a bus is 15 years. In order to sustain a replacement of the fleet on an annual, prescribed, basis 1/15 of the fleet is replaced each year. Annual replacement will grow as fleet grows. –

QUESTIONS?