Metro Performance Report ǀ Page 1

Transcription

1 2 FY2019 Metro Performance Report The following is Metro s system-wide performance for Q2/FY2019 in the areas of quality service, safety, security and financial responsibility. Performance is compared to targets that Metro aims to achieve, or where applicable, to previous fiscal year performance. Quality Service MyTripTime 87% of customers on-time About 87 percent of Metrorail customers were on time during the first two quarters of fiscal year 2019, slightly below Metro s target of 88 percent. Weekday performance is above target, with just over 88 percent of customer trips completed on-time. Weekend on-time performance is lower due to frequent track work, with 75 percent of customer trips completed on-time. Overall, planned track work lowered on-time performance by about four percentage points over these two quarters as crews executed four major capital rebuilding efforts in July, August and November. In comparison, months without extended track work (September, October and December) set record highs for on-time performance, with over 89 percent of all trips on-time. The capital rebuilding efforts ensure the system is in a state of good repair and that service remains reliable for customers: a 45-day Red Line shutdown in July and August allowed for structural repairs and improved platform boarding at Rhode Island Avenue, during 16 days of continuous single-tracking in August on the Orange, Blue and Silver Lines the tightest curve in the system outside of McPherson Square was rebuilt, a 14-day shutdown in November resulted in structural repairs and other infrastructure improvements on the entire Yellow Line bridge, and a four-day shutdown in November enabled the replacement of switches and installation of new grout pads that support the rails on the aerial structure at Ronald Reagan Washington National Airport Station. Police and other customer-related incidents account for about one-third of all unplanned delays, a slight increase over the first two quarters of FY2018. Railcars account for another one-third of delays, but these have decreased by almost 50 percent relative to the first two quarters of FY2018 thanks to improved maintenance practices and the retirement of the poorest-performing 5000-series railcars. The remaining third of unplanned delays are split roughly equally between infrastructure failures and operations (e.g. operator personal breaks). Infrastructure failures have decreased by 81 percent and smoke and fire incidents were down 30 percent compared to FY2018 to date despite record rainfall thanks to the track preventive maintenance program and intensive rebuilding efforts. Chief Performance Officer Metro Performance Report ǀ Page 1

2 Q2/FY2019 Metro Performance Report Rail Fleet Reliability 140,871 miles between failure Railcar performance continues to be the best in eight years, reaching over 140,000 miles between delays a 130 percent improvement compared to the same period last year. For customers, this has resulted in 34 percent fewer offloads and more on-time arrivals at destinations. The 7000-series railcars now represent over 50 percent of the available fleet and are the top performers, traveling over 220,000 miles between delays. With over series cars in service as of January 1, 2018, Metro has retired all of its poorest performing fleet of series cars and expects to have all of them off property by the end of Metro continues to invest in improving the performance of its legacy fleet by ensuring that the right work is done at the right time by the right people. Metro has increased the frequency of inspections to identify problems earlier and replace components before they fail, updated and improved inspection procedures, and created dedicated inspection teams. When railcar delays or offloads do occur, Metro maintenance and engineering staff work together to identify and address root causes. Rail Infrastructure Availability 98% of infrastructure available Rail infrastructure availability was better than target and last year, with about 98 percent of track available during passenger hours. Planned track work was the main reason track was out of service, reducing availability by 1.6 percentage points. In addition to major work on the Red, Orange, Blue and Silver Lines during Q1/FY2019, there were two shutdowns in November of Q2: a 14-day shutdown of the Yellow Line bridge so crews could pour new grout pads and replace fasteners, cables and other components, and a four-day shutdown of the Yellow and Blue Lines between Braddock Road and Pentagon City stations to replace switches and pour new grout pads. Unplanned disruptions lowered availability by only 0.6 percentage points, a sign of improving condition and a vast improvement over the first two quarters of FY2018 when 4.3 percent of track was unavailable. Thanks to the preventive maintenance program and capital rebuilding efforts addressing the parts of the system in the poorest condition, both the number of speed restrictions related to rail defects and the number of emergency single-tracking events decreased by over 75 percent. Metro continues to focus on increasing the amount of work accomplished during overnight, non-passenger service hours, limiting the impact on customers. During the first two quarters of FY2019, Metro conducted over 98,700 work-wrench hours of maintenance and capital work during non-passenger service hours, up 38 percent from the first two quarters of FY2018 thanks to improved overall infrastructure condition and better planning and coordination. This also resulted in 37 percent fewer emergency requests (work that must be accomplished within 48 hours) over the same period of time. Bus On-Time Performance results unavailable [pilot KPI] In July 2018, Metrobus began piloting a new calculation for bus OTP. Since beginning monitoring and reporting of the pilot, data quality errors have been identified that impact reporting. These errors are driven by older, defective software installed on the on-board equipment of approximately 10 percent of the Metrobus fleet and by errors that are both resulting in the reporting of incorrect departure and arrival times, thus compromising the performance results. In partnership with Metro s external intelligent transportation system (ITS) partners, work is now underway to replace the identified defective on-board equipment as well as correct the underlying timepoint attributes. These corrective actions are expected to be completed by May Chief Performance Officer Metro Performance Report ǀ Page 2

3 Q2/FY2019 Metro Performance Report Bus Fleet Reliability 6,322 miles between failure Overall, buses on average traveled just over 6,300 miles between service interruption through Q2/FY2019, a 16 percent decline from the same period last fiscal year. While performance of the compressed natural gas (CNG) improved three percent compared to the same time last year, performance of the hybrid fleet which delivers over 60 percent of service declined 22 percent. In support of improving performance and addressing challenges to the reliability program, an American Public Transportation Association (APTA) Peer Review of Metro s Bus Maintenance Program was conducted at Metro s request in January The scope of the Peer Review included identification of industry best practices and recommendations on improving Metro s bus procurement strategy, fleet management program, human capital, and contract management. Metro staff are working now to develop an action plan for implementing the Peer Review recommendations including analyzing the staffing required to support an electric bus program and better integrating Bus Maintenance and Bus Transportation functions. MetroAccess On-Time Performance 92% of vehicles on-time MetroAccess on-time performance remained on target for FY2019 at 92 percent, the same result as last year. In November, MetroAccess began implementing a Strategic Route Closure (SRC) initiative to reduce the number of routes/revenue hours to reduce costs. To mitigate potential impact to on-time performance, MetroAccess is focusing on improving the scheduling process. Elevator Availability 96% available Elevator availability was slightly below target for the first two quarters of the fiscal year. For the second consecutive quarter, there was an uptick in units out of service for water intrusion compared to the same period last year. An additional factor affecting elevator availability included attrition among seasoned mechanics. Further, temporary power feed issues from Pepco hindered elevator mechanics ability to maximize maintenance windows at times. A series of actions are being taken to improve performance. To reduce the impact of future rainfall, the Office of Elevator and Escalator Services (ELES) will soon embark on a Water Remediation Project, which has proven highly effective in the past. To assist in addressing mechanic attrition, contracted mechanics have been onboarded to help reduce the maintenance backlog while current full-time staff are undergoing training to ensure they can service a broader range of units. Escalator Availability 93% available Escalator Availability was one percentage point lower than the same time last year, but still exceeded the 92 percent target. Metro s aggressive and expansive plan to replace a significant number of escalators across the system remains on schedule; nearly twice as many units are scheduled to be replaced this fiscal year compared to last fiscal year. As with elevators, there was an uptick in units out of services for water intrusion compared to the same time last year. The Water Remediation project is intended to remedy this issue. Chief Performance Officer Metro Performance Report ǀ Page 3

4 Q2/FY2019 Metro Performance Report Safety & Security Crime 550 Part I crimes The FY2019 Part I crime rate decreased 14 percent compared to the same period last year. The rate of crimes against property decreased 22 percent and the rate of crimes against persons decreased 4 percent. The combined crime rate of 3.7 crimes per million passenger trips represents the lowest rate in recent years Red Signal Overruns 1 incident The target for red signal overruns is a general downward trend, which was achieved for FYTD2019. There was one red signal violation for FYTD2019 and a total of three for the first two quarters of FY2018. Red signal overrun incidents include violations by Train and Equipment Operators. Current mitigations and corrective action programs appear to be effective at reducing red signal overrun incidents. These actions include but are not limited to: signal head upgrades (LED bulbs, new lenses, and name plates) to increase conspicuity; sign maintenance (cleaning/ replacement); yard safety briefings on each shift by interlocking operators; right-side signal configurations; diverging route signal consistency; line familiarization for train and equipment operators; and improved communications (e.g., headsets) for Roadway Maintenance Machines (RMMs). Fire Incidents 36 incidents Fires are down 29 percent FYTD compared to the same time last year, meeting the target for fires which is a downward trend. FYTD, there have been 36 total fire incidents compared to 51 in the same time period last year. During Q2/FY2019 there were 10 fires compared to 19 in Q2/FY2018, a 47 percent decrease. There were no arcing insulators in Q2/FY2019 compared to two events in Q2/FY2018. Of note, the three cable fires in FY2019 were not related to high voltage power feeder cables. Current mitigations and preventive maintenance programs appear to be effective at reducing fire incidents. Preventive maintenance activities include, but are not limited to: stray current testing; cable meggering and replacement; track bed cleaning and drain maintenance, as well as curtain grouting on the Red Line. Rail Collisions 6 collisions Through the first six months of FY2019, there have been six operational collisions compared to four in the same period in FY2018. However, WMATA has seen a downward trend over FY2019 with five occurring in Q1/FY2019 and only one Q2/FY2019. This group includes minor damage incidents where it was deemed preventable. The collision in Q2/FY2019 involved a train which contacted an employee platform stop near a rail yard due to an unsecured key box on the train. While this incident involved minor damage, it did impact service due to the investigation. Of the six reported for FYTD2019, four were National Transit Database (NTD) reportable. Chief Performance Officer Metro Performance Report ǀ Page 4

5 Q2/FY2019 Metro Performance Report Derailments 2 incidents There have been two derailments in FYTD2019 compared to six for the same period in FY2018, which is a 66 percent decrease. The Q2/FY2019 derailment involved a Roadway Maintenance Machine (RMM) on the mainline. Bus Collisions 67.0 per million miles The target rate for bus collisions is specific to Preventable Collisions, at 22.5 collisions per million miles. Four hundred thirty-three non-preventable collisions occurred in Q2/FY2019 resulting in a FY2019 non-preventable rate of 37.5 which was a two percent increase compared to the same period of FY2018. The preventable collision rate increased by 22 percent compared to the first two quarters of FY2018. Three hundred fifty-five preventable collisions occurred in Q2/FY2019 resulting in a rate of 29.4 (a 26 percent increase from Q2/FY2018), which did not meet the target. More than half of the collisions involved fixed objects, sideswipes, and hitting parked vehicles. To mitigate collisions, Bus Services is working with local municipalities on intersection safety, including identifying potential hazards and sustainable solutions. Additionally, DriveCam is being utilized to review potentially unsafe operations and allow coaching of operators to maintain proper spacing and other safe operations. Bus Services continues to utilize Field Supervisors and SAFE personnel to perform observations on targeted lines and locations. Bus Pedestrian Strikes 14 incidents Over the first six months of FY2019, there have been 14 pedestrian/cyclist strikes that resulted in immediate medical transport from the scene, compared to seven during the same time period in FY2018. Six incidents occurred in Q2/FY2019, five of which were rated as preventable. In its work to reduce pedestrian strikes, Bus Services is using DriveCam to review incident videos, and is also ensuring that proper safety checks are being followed and conducting regular interaction with operators to ensure that they are being aware of their surroundings. Rail Customer Injuries 1.37 per million riders The target rate for Metrorail customer injuries is 1.45 injuries per one million passenger trips. FYTD2019 has a rate of 1.37, which is a 10 percent increase from the 1.25 rate from the same time period in FY2018. Slips/trips/falls on escalators and station platforms was the primary injury type. The causal factors identified were customer distraction, intoxication and medical events. The most common locations of customer injuries were Foggy Bottom (4), Glenmont (3), Gallery Place (3), Dupont Circle (3), Silver Spring (3), and L Enfant Plaza (3). Chief Performance Officer Metro Performance Report ǀ Page 5

6 Q2/FY2019 Metro Performance Report Bus Customer Injuries 3.07 per million riders The target rate for Metrobus customer injuries is 2.45 injuries per one million passenger trips. Over the first six months of FY2019, the customer injury rate for Metrobus was 3.07 which is a nine percent increase from the first six months of FY2018. Nearly half of injured customers in Q2/FY2019 were a result of collisions. Slip/trip/fall was the other major injury type (36 percent), which were primarily due to unexpected vehicular motion or while boarding/alighting. MetroAccess Customer Injuries 1.86 per 100,000 riders The target rate for MetroAccess customer injuries is 2.85 injuries per 100,000 passenger trips. FYTD2019 s rate of 1.86 met target, representing a six percent decrease from the 1.96 rate from the same time period of FY2018. The main injury types were due to slips/trip/falls and non-preventable collisions. Rail Employee Injuries 3.5 per 100 employees The target rate for rail employee injuries is 4.0 per 200,000 hours worked. FYTD2019 s rate is 3.5 which is a 15 percent decrease from the first six months of FY2018. Thirty-nine rail employees were injured in Q2/FY2019 resulting in a rate of 2.6, a 31 percent decrease from Q2/FY2018 s rate of 3.7. Total injuries decreased by 14 (26 percent) between Q2/FY2019 and Q2/FY2018. Lifting/Lowering, slip/trip/fall and assault/stress were the highest contributor to employee injuries in Q2/FY2019. Bus Employee Injuries 10.8 per 100 employees The target rate for Bus employee injuries is 9.4 injuries per 200,000 hours worked. For FYTD2019, the Bus employee injury rate is 10.8 which is a 10 percent decrease from the 11.9 rate during the same time period as FY2018. While the rate improved, bus employee injuries did not meet target. The highest injury types were collision related, slip/trip/fall, assault/stress, struck by /against and pushing/pulling. Chief Performance Officer Metro Performance Report ǀ Page 6

7 Q2/FY2019 Metro Performance Report $ Financial Responsibility Ridership million passengers Total FYTD ridership of million is 1.3 percent below the budget forecast of million. FYTD19 Actual Variance from Forecast FYTD19 Weekday Average Change from Prior Year FYTD19 Weekend Average Change from Prior Year Metrorail % 595, % 196, % Metrobus % 366, % 158, % MetroAccess % 8, % % Note: Metro is transitioning to using automatic passenger counter (APC) ridership as the source of official Metrobus ridership totals. In FY2018, the FTA approved the use of the APC method that is considered a more accurate count. The FY2019 Approved Budget ridership figures are adjusted to account for this change. Prior year figures are actual APC counts collected during the transition. This report provides both APC and farebox ridership counts in the data table. In the above table, Metrobus aggregate totals use APC and Metrobus average daily totals use farebox. Legend Met or above target Near target Target not met No target Chief Performance Officer Metro Performance Report ǀ Page 7

8 FY2019 2Metro Performance Report Fiscal Year-To-Date July December 2018 QUALITY SERVICE MY TRIP TIME - RAIL BUS ON-TIME PERFORMANCE of customers N / A of buses arrived on-time arrived on-time METROACCESS ON-TIME PERFORMANCE % % of vehicles arrived on-time Target 88% on-time Pilot KPI Target 92% on-time SAFETY & SECURITY RED SIGNAL OVERRUNS BUS COLLISIONS PART I CRIME 1 red signal overrun collisions per incident million miles 3.9 per million passengers FYTD Prior Year 3 FYTD Prior Year 60.9 FYTD Target 825 Part I Crimes $ FINANCIAL RESPONSIBILITY RIDERSHIP million passengers Budget Forecast million passengers

9 Quality Service Performance Data July - December 2018 KPI: MYTRIPTIME --METRORAIL CUSTOMER ON-TIME PERFORMANCE [TARGET 88%] FY % 69% 64% 65% 61% 63% 66% 71% 70% 75% 76% 79% 66% FY % 89% 87% 88% 87% 86% 86% 87% 88% 88% 87% 88% 87% FY % 79% 90% 89% 87% 89% 87% KPI: MYTRIPTIME -- METRORAIL CUSTOMER ON-TIME PERFORMANCE BY LINE Red Line 85% 79% 88% 87% 87% 89% 86% Blue Line 85% 75% 87% 87% 82% 86% 84% Orange Line 86% 72% 91% 89% 86% 89% 85% Green Line 91% 91% 94% 94% 93% 94% 93% Yellow Line 89% 89% 89% 91% 78% 82% 87% Silver Line 86% 75% 90% 91% 87% 88% 86% KPI: MYTRIP TIME -- METRORAIL CUSTOMER ON-TIME PERFORMANCE BY TIME PERIOD AM Rush (5AM-9:30AM) Mid-day (9:30AM-3PM) PM Rush (3PM-7PM) Evening (7PM-9:30PM) Late Night (9:30PM-12AM) Weekend 89% 80% 93% 92% 91% 92% 90% 88% 80% 91% 91% 90% 91% 89% 88% 78% 92% 91% 89% 89% 88% 86% 78% 88% 88% 87% 88% 86% 91% 92% 93% 89% 90% 92% 91% 71% 79% 77% 76% 65% 80% 75% Chief Performance Officer 2 Metro Performance Report FY 2019

10 KPI: RAIL INFRASTRUCTURE AVAILABILITY [TARGET 97%] FY % 93% 92% 92% 92% 92% N/A FY % 94% 94% 95% 93% 94% 95% 95% 95% 95% 95% 99% 94% FY % 95% 98% 99% 97% 99% 98% KPI: FTA REPORTABLE SPEED RESTRICTIONS [TARGET 2.1%] FY % 12% 14% 16% 16% 15% 10% 10% 13% 11 % 12% 15% 14% FY % 13% 10% 10% 12% 14% 10% 10% 10% 10% 10% 0% 11 % FY % 2% 0% 2% 2% 4% 2% TRAIN ON-TIME PERFORMANCE (HEADWAY ADHERENCE) [TARGET 91%] FY % 76% 78% 80% 74% 76% 76% 82% 80% 84% 83% 82% 77% FY % 92% 89% 92% 89% 88% 89% 91% 91% 92% 92% 93% 90% FY % 78% 93% 93% 91% 93% 90% TRAIN ON-TIME PERFORMANCE BY LINE (HEADWAY ADHERENCE) Red Line 87% 64% 94% 93% 93% 93% 89% Blue Line 90% 83% 91% 91% 88% 91% 89% Orange Line 91% 72% 93% 92% 90% 92% 89% Green Line 95% 93% 96% 96% 96% 95% 95% Yellow Line 93% 94% 95% 95% 93% 95% 94% Silver Line 91% 71% 92% 91% 89% 91% 88% TRAIN ON-TIME PERFORMANCE BY TIME PERIOD (HEADWAY ADHERENCE) AM Rush 87% 72% 91% 89% 88% 90% 87% Mid-day 95% 83% 97% 97% 96% 96% 94% PM Rush 86% 71% 91% 91% 88% 90% 87% Evening 96% 97% 98% 83% 96% 98% 96% Chief Performance Officer 3 Metro Performance Report FY 2019

11 RAIL FLEET RELIABILITY (RAIL MEAN DISTANCE BETWEEN DELAYS) [TARGET 90,000 MILES] FY ,850 73,246 65,416 86,174 66,697 76,244 79,105 85,489 80, , , ,461 69,466 FY ,927 84,111 84, ,128 80,687 85,310 61,004 95, , , , ,519 88,121 FY , , , , , , ,871 RAIL FLEET RELIABILITY (RAIL MEAN DISTANCE BETWEEN DELAYS BY RAILCAR SERIES) 2000 series 95,568 83, , ,611 73, , , series 84,905 88,157 77, , ,627 74,195 90, series 22,744 37,116 76,830 37,686 N/A N/A 46, series 96, , ,853 72,916 98,357 88,620 99, series 210, , , , , , ,785 RAIL FLEET RELIABILITY (RAIL MEAN DISTANCE BETWEEN FAILURE) [TARGET 8,500 MILES] FY ,333 4,606 5,538 6,321 6,355 6,819 6,787 7,723 6,878 7,902 8,425 8,215 5,502 FY ,430 8,227 9, ,881 10,376 10,496 10,021 11,280 11,202 13,699 11,755 12,850 9,346 FY ,073 10,671 11,092 14,010 14,075 15,929 12,629 RAIL FLEET RELIABILITY (RAIL MEAN DISTANCE BETWEEN FAILURE BY RAILCAR SERIES) 2000 series 7,466 8,730 9,609 9,439 7,697 11,370 8, series 6,820 7,279 6,947 9,831 10,308 9,659 7, series 2,843 2,749 2,401 4,187 N/A N/A 2, series 5,186 6,229 6,490 6,851 8,062 9,601 6, series 22,463 20,480 23,686 26,852 23,328 30,225 23,216 TRAINS IN SERVICE [TARGET 98%] FY % 96% 92% 99% 94% 98% 97% 97% 96% 97% 95% FY % 99% 98% 101% 99% 99% 97% 98% 98% 99% 98% 98% 99% FY % 98% 98% 97% 97% 98% 98% Chief Performance Officer 4 Metro Performance Report FY 2019

12 OFFLOADS [TARGET <85 PER MONTH] FY FY FY RAIL LOADING [OPTIMAL PASSENGERS PER CAR (PPC) OF 100, WITH MINIMUM OF 80 AND MAXIMUM OF 120 PPC] AM Rush Max Load Points Travel Directtion Jul-17 Aug-17 Sep-17 Oct-17 Jul-18 Aug-18 Sep-18 Oct-18 Gallery Place Shady Grove Red Dupont Circle Glenmont Pentagon Largo Town Center Rosslyn Blue Largo Town Center L'Enfant Plaza Franconia-Springfield Court House New Carrollton Orange L'Enfant Plaza Vienna Pentagon Yellow Mt. Vernon Square Waterfront Greenbelt Green Shaw-Howard Branch Avenue Rosslyn Largo Town Center Silver L'Enfant Plaza Wiehle-Reston PM Rush Max Load Points Metro Center Glenmont Red Farragut North Shady Grove Rosslyn Franconia-Springfield Foggy Bottom-GWU Blue Franconia-Springfield Smithsonian Largo Town Center Foggy Bottom-GWU Vienna Orange Smithsonian New Carrollton L'Enfant Plaza Yellow Huntington L'Enfant Plaza Branch Avenue Green Mt. Vernon Square Greenbelt Foggy Bottom-GWU Wiehle-Reston Silver L'Enfant Plaza Largo Town Center Chief Performance Officer 5 Metro Performance Report FY 2019

13 KPI: METROBUS ON-TIME PERFORMANCE [PILOT KPI] FY 2019 N/A N/A N/A N/A N/A N/A N/A *Beginning in July 2018, Metro is piloting a new calculation for Bus OTP; the new calculation introduces a headway-based measure for routes 70, 79, X2, 90, 92, 16Y, and Metroway and modifies the schedule-based OTP to include all timepoints [previously excluded all last timepoints] KPI: METROBUS ON-TIME PERFORMANCE BY TIME PERIOD AM Early (4AM-6AM) AM Peak (6AM-9AM) Mid Day (9AM-3PM) PM Peak (3PM-7PM) Early Night (7PM-11PM) Late Night (11PM-4AM) N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A KPI: METROBUS ON-TIME PERFORMANCE BY SERVICE TYPE Schedule Service N/A N/A N/A N/A N/A N/A N/A Headway Service N/A N/A N/A N/A N/A N/A N/A KPI: METROBUS ON-TIME PERFORMANCE BY HEADWAY ROUTE 70 N/A N/A N/A N/A N/A N/A N/A 79 N/A N/A N/A N/A N/A N/A N/A X2 N/A N/A N/A N/A N/A N/A N/A 90,92 N/A N/A N/A N/A N/A N/A N/A Metroway N/A N/A N/A N/A N/A N/A N/A 16Y N/A N/A N/A N/A N/A N/A N/A Chief Performance Officer 6 Metro Performance Report FY 2019

14 KPI: METROBUS SERVICE DELIVERED [PILOT KPI] FY 2019 N/A N/A N/A N/A N/A N/A N/A KPI: METROBUS SERVICE DELIVERED BY TIME PERIOD AM Early (4AM-6AM) AM Peak (6AM-9AM) Mid Day (9AM-3PM) PM Peak (3PM-7PM) Early Night (7PM-11PM) Late Night (11PM-4AM) N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A BUS FLEET RELIABILITY (BUS MEAN DISTANCE BETWEEN FAILURES) [TARGET 8,000 MILES] FY ,540 7,425 8,428 8,378 8,262 8,421 7,962 9,881 9,254 8,499 7,784 8,350 8,039 FY ,555 7,764 7,571 6,923 7,492 7,776 6,221 6,164 7,485 6,124 6,209 6,515 7,504 FY ,192 5,961 5,806 6,644 6,670 6,806 6,322 BUS FLEET RELIABILITY (BUS MEAN DISTANCE BETWEEN FAILURE BY FLEET TYPE) CNG Average Age 6..8 Hybrid Average Age 6.7 Clean Diesel Average Age 10.5 Diesel Average Age ,425 7,965 6,918 6,929 7,190 7,443 7,300 5,909 6,136 6,430 7,188 7,317 7,933 6,731 4,755 2,819 2,420 3,773 3,251 3,599 3,272 3,900 1,644 7,722 4,194 1,658 1,026 1,631 Chief Performance Officer 7 Metro Performance Report FY 2019

15 KPI: BUS ON-TIME PERFORMANCE [TARGET 79%] BUS LOADING - Q2/FY 2019 TOP 10 ROUTES BY JURISDICTION Jurisdiction DC MD VA Line Name Route Name Time Period Highest Passenger Load Max Laod Factor Performance Threshold 16th Street Limited S9 AM Peak Below Threshold < 0.3 Max Load Factor 14th Street 54 PM Peak Standards Compliant Anacostia - Fort Drum A4 PM Peak Occasional Crowding Georgia Avenue Limited 79 PM Peak Recurring Crowding th Street S1 AM Peak Regular Crowding th Street S2 AM Peak Continuous Crowding > 1.3 Shipley Terrace - Fort Drum W1 AM Peak Highest passenger load = the average of all the Benning Road - H St Limited X9 PM Peak highest max loads recorded by route, trip and time period Bladensburg Road - Anacostia B2 PM Peak Passenger Loads: 14th Street Limited 59 AM Peak ' Bus (standard size) accommodates 40 sitting Riggs Road R2 PM Peak and 69 with standing New Carrollton - Silver Spring Greenbelt - Twinbrook F4 C4 PM Peak Midday ' Bus (articulated) accommodates 61 sitting and 112 with standing Bethesda - Silver Spring J2 Midday Rhode Island Ave - New Carrollton T14 AM Peak Fairland Z8 Midday Greenbelt - Twinbrook C2 Midday Calverton - Westfarm Z6 Midday Bethesda - Silver Spring J2 PM Peak Eastover - Addison Road P12 PM Peak Columbia Pike - Farragut Square 16Y PM Peak Columbia Pike - Farragut Square 16Y AM Peak Mount Vernon Express 11 Y PM Peak Lincolnia - North Fairlington 7Y AM Peak Mount Vernon Express 11 Y AM Peak Lincolnia - North Fairlington 7Y PM Peak Burke Center 18P PM Peak Barcroft - South Fairlington 22F AM Peak Columbia Pike - Farragut Square 16Y Midday Columbia Pike 16C AM Peak * Route has articulated buses, allowing for passenger load above 100 Load Factor = highest passenger load divided by actual bus seats used Chief Performance Officer 8 Metro Performance Report FY 2019

16 KPI: METROACCESS ON-TIME PERFORMANCE [TARGET 92%] FY % 91% 84% 83% 84% 87% 88% 87% 85% 88% 87% 92% 87% FY % 91% 90% 93% 93% 94% 94% 92% 93% 92% 93% 92% 92% FY % 92% 92% 92% 90% 91% 92% ESCALATOR SYSTEM AVAILABILITY [TARGET 92%] FY % 92% 93% 94% 94% 94% 95% 95% 96% 96% 96% 95% 93% FY % 94% 95% 94% 94% 94% 93% 93% 93% 93% 91% 93% 94% FY % 93% 92% 92% 94% 94% 93% ELEVATOR SYSTEM AVAILABILITY [TARGET 97%] FY % 97% 97% 97% 97% 97% 96% 97% 97% 97% 98% 97% 97% FY % 97% 97% 97% 97% 98% 97% 97% 97% 96% 96% 96% 97% FY % 96% 95% 97% 96% 97% 96% KPI: METROBUS CUSTOMER SATISFACTION RATING Q1 Q2 Q3 Q4 FYTD FY % 79% 74% 76% 79% FY % 72% 75% 80% 72% FY % 77% 77% KPI: METRORAIL CUSTOMER SATISFACTION RATING Q1 Q2 Q3 Q4 FYTD FY % 66% 69% 72% 66% FY % 73% 76% 79% 73% FY % 73% 73% Chief Performance Officer 9 Metro Performance Report FY 2019

17 Safety & Security Performance Data July - December 2018 RED SIGNAL OVERRUNS FY FY FY FIRE INCIDENTS FY Non-Electrical Cable Arcing Event Train Component FY Non-Electrical Cable Arcing Event Train Component FY Non-Electrical Cable Arcing Event Train Component RAIL COLLISIONS FY FY FY Chief Performance Officer 10 Metro Performance Report FY 2019

18 DERAILMENTS FY Trains Carrying Customers Trains with No Customers Roadway Maintenance Machines FY Trains Carrying Customers Trains with No Customers Roadway Maintenance Machines FY Trains Carrying Customers Trains with No Customers Roadway Maintenance Machines BUS COLLISION RATE [PER MILLION VEHICLE MILES] [PREVENTABLE COLLISIONS TARGET 22.5] FY Non-Preventable Preventable FY Non-Preventable Preventable FY Non-Preventable Preventable Chief Performance Officer 11 Metro Performance Report FY 2019

19 BUS PEDESTRIAN STRIKES [PEDESTRIAN / CYCLIST STRIKES] FY FY FY CUSTOMER INJURY RATE (PER MILLION PASSENGERS) FY FY FY *Includes Metrobus, Metrorail, rail transit facilities (stations, escalators and parking facilities) and MetroAccess customer injuries RAIL CUSTOMER INJURY RATE (PER MILLION PASSENGERS) [TARGET 1.45] FY Non-Preventable Preventable FY Non-Preventable Preventable FY Non-Preventable Preventable Chief Performance Officer 12 Metro Performance Report FY 2019

20 BUS CUSTOMER INJURY RATE (PER MILLION PASSENGERS) [TARGET 2.45] FY Non-Preventable Preventable FY Non-Preventable Preventable FY Non-Preventable Preventable METROACCESS CUSTOMER INJURY RATE (PER 100,000 PASSENGERS) [TARGET 2.85] FY Non-Preventable Preventable FY Non-Preventable Preventable FY Non-Preventable Preventable Chief Performance Officer 13 Metro Performance Report FY 2019

21 EMPLOYEE INJURY RATE (PER 200,000 HOURS WORKED) FY FY FY RAIL EMPLOYEE INJURY RATE (PER 200,000 HOURS WORKED) [TARGET 4.0] FY Non-Preventable Preventable FY Non-Preventable Preventable FY Non-Preventable Preventable BUS EMPLOYEE INJURY RATE (PER 200,000 HOURS WORKED) [TARGET 9.4] FY Non-Preventable Preventable FY Non-Preventable Preventable FY Non-Preventable Preventable Chief Performance Officer 14 Metro Performance Report FY 2019

22 KPI: PART I CRIME RATE [PER MILLION PASSENGERS] FY FY FY KPI: PART I CRIMES [TARGET 1,650 PART I CRIMES] FY FY FY PART I CRIMES BY TYPE Property Crime Larceny (Snatch/ Pickpocket) Larceny (Other) Burglary Motor Vehicle Theft Attempted M V Theft Arson Violent Crime Aggravated Assault Rape Robbery FY 2019 Part1 Crimes FY 2019 Homicides * Homicides that occur on WMATA property are investigated by other law enforcement agencies. These cases are shown for public information; however, the cases are reported by the outside agency and are not included in MTPD crime statistics. Chief Performance Officer 15 Metro Performance Report FY 2019

23 Fiscal Responsibility Performance Data July - December 2018 KPI: RIDERSHIP BY MODE [BUDGET FORECAST MILLION] Forecast 15,903,800 14,932,500 14,767,800 15,279,400 13,059,500 12,946,700 86,889,700 Rail Actual 15,773,079 14,280,028 13,787,738 16,212,860 13,593,699 12,268,426 85,915,830 Forecast 10,973,100 10,910,300 10,910,300 11,161,900 10,255,900 9,828,000 64,039,500 Bus Actual: Farebox Actual: APC 9,110,450 9,849,707 9,101,318 10,030,755 8,673,043 8,156,725 54,921,998 10,266,537 11,171,278 10,416,586 11,372,421 10,165,435 9,378,533 62,770,790 Access Forecast 202, , , , , ,000 1,215,600 Actual 196, , , , , ,256 1,184,866 Forecast 27,079,400 26,048,900 25,881,300 26,654,500 23,509,000 22,971, ,144,800 Total Actual: Farebox Actual: APC 25,080,195 24,341,785 23,078,020 26,459,269 22,457,018 20,606, ,022,694 26,236,282 25,663,356 24,393,288 27,800,935 23,949,410 21,828, ,871,486 Note: Metro is transitioning to using automatic passenger counter (APC) ridership as the source of official Metrobus ridership totals. In FY2018, the FTA approved the use of the APC method that is considered a more accurate count. The FY2019 Approved Budget ridership figures are adjusted to account for this change. Prior year figures are actual APC counts collected during the transition. Chief Performance Officer 16 Metro Performance Report FY 2019

24 VACANCY RATE [TARGET 6%] FY % 5% 5% 5% 5% 5% 5% 5% 5% 5% 6% 7% 5% FY % 7% 7% 6% 7% 7% 6% 6% 7% 7% 7% 7% 7% FY % 7% 6% 5% 5% 5% 5% OPERATIONS CRITICAL VACANCY RATE [TARGET 9%] FY % 10% 10% 8% 8% 8% 7% 7% 7% 8% 8% 11 % 8% FY % 12% 13% 12% 12% 12% 11 % 11 % 11 % 10% 10% 11 % 12% FY % 9% 9 9% 8% 8% 8% WATER USAGE (GALLONS PER VEHICLE MILE) [TARGET 0.82] FY FY FY ENERGY USAGE (BTU/VEHICLE MILE) [TARGET 38,290] FY ,404 39,734 44,477 37,665 38,352 40,112 45,493 42,813 39,927 40,877 36,782 41,244 40,437 FY ,548 38,877 40,337 36,266 38,773 40,066 44,078 42,060 36,393 37,798 37,508 40,594 39,083 FY ,641 42,492 40,949 37,031 42,821 39,068 40,260 GREENHOUSE GAS EMISSIONS PER VEHICLE MILE [TARGET 4.00] FY FY FY Chief Performance Officer 17 Metro Performance Report FY 2019

25 Definitions KPI How is it measured? What does this mean and why is it key to our strategy? QUALITY SERVICE Metrorail Customer On-Time Performance Rail Infrastructure Availability FTA Reportable Speed Restrictions (Federal Transit Administration Transit Asset Management Performance Measure) Train On-Time Performance Percentage of customer journeys completed on time Number of journeys completed on time Total number of journeys Percentage of track available for customer travel during operating hours Percentage of track segments with performance restrictions at 9:00 AM the first Wednesday of every month Number of track miles with performance restrictions 234 total miles Number of station stops delivered within the scheduled headway plus 2 minutes during rush (AM/PM) service Total station stops delivered Number of station stops delivered up to 150% of the scheduled headway during non-rush (midday and evening) Total station stops delivered Rail Customer On-Time Performance (OTP) communicates the reliability of rail service, which is a key driver of customer satisfaction. OTP measures the percentage of customers who complete their journey within the maximum amount of time it should take per WMATA service standards. The maximum time is equal to the train run-time + a headway (scheduled train frequency) + several minutes to walk between the fare gates and platform. These standards vary by line, time of day, and day of the week. Actual journey time is calculated from the time a customer taps a SmarTrip card to enter the system, to the time when the SmarTrip card is tapped to exit. Factors that can effect OTP include: railcar availability, fare gate availability, elevator and escalator availability, infrastructure conditions, speed restrictions, single-tracking around scheduled track work, railcar delays (e.g., doors), or delays caused by sick passengers. Rail Infrastructure Availability is a key driver of customer on-time performance. Planned and unplanned maintenance of track, signaling, and traction power can result in single-tracking and/or speed restrictions that slow customer travel throughout the system. This measure includes both the duration and distance of restrictions. Single-tracking events reduce availability to zero for the portion of track impacted. Slow speed restrictions reduce availability of affected track segments by 85%, while medium restrictions reduce availability by 40%. In 2016, the Federal Transit Administration (FTA) issued its Final Rule on Transit Asset Management, which requires transit properties to set targets and report performance on a variety of measures, including guideway condition. Guideway includes track, signals and systems. A performance restriction occurs when there is a speed restriction: the maximum train speed is set below the guideway design speed. Performance restrictions may result from a variety of causes, including defects, signaling issues, construction zones, and maintenance causes. FTA considers performance restrictions to be a proxy for both track condition and the underlying guideway condition. Train on-time performance measures the adherence to weekday headways, or the time customers wait between trains. Factors that can effect on-time performance include: infrastructure conditions, missed dispatches, railcar delays (e.g., doors), or delays caused by sick passengers. Station stops are tracked system-wide, with the exception of terminal and turn-back stations. Chief Performance Officer 18 Metro Performance Report FY 2019

26 KPI How is it measured? What does this mean and why is it key to our strategy? Rail Fleet Reliability Trains in Service Railcar Offloads Rail Loading Mean Distance Between Delays (MDBD) Total railcar revenue miles Number of failures during revenue service resulting in delays of four or more minutes Mean Distance Between Failure (MDBF) Total railcar revenue miles Total number of failures occurring during revenue service Percentage of required trains that are in service at 8:15 AM and 5:00PM Number of Trains in service Total required trains Number of railcar offloads that were a result of a railcar malfunction Number of rail passengers per car Total passengers observed on-board trains passing through a station during a rush hour Actual number of cars passing through the same station during the rush hour Trained Metro observers are strategically placed around the system during its busiest times to monitor and report on crowding. Counts are taken at select stations where passenger loads are the highest and in the predominant flow direction of travel on one to two dates each month (from 6 AM to 10 AM and from 3 PM to 7 PM). In order to represent an average day, counts are normalized with rush ridership. The number of miles traveled before a railcar experiences a failure. Some car failures result in inconvenience or discomfort, but do not always result in a delay of service (such as hot cars). Mean Distance Between Delay includes those failures that had an impact on customer on-time performance. Mean Distance Between Failure and Mean Distance Between Delay communicate the effectiveness of Metro s railcar maintenance and engineering program. Factors that influence railcar reliability are the age and design of the railcars, the amount the railcars are used, the frequency and quality of preventive maintenance, and the interaction between railcars and the track. Trains in Service is a key driver of customer on-time performance and supports the ability to meet the Board standard for crowding. WMATA s base rail schedule requires 140 trains during rush periods. Fewer trains than required results in missed dispatches, which leads to longer wait times for customers and more crowded conditions. Key drivers of train availability include the size of the total fleet and the number of spares, railcar reliability and average time to repair, operator availability, and balancing cars across rail yards to ensure that the right cars are in the right place at the right time. Railcar Offloads are a key driver of customer on-time performance and communicates the impact of Metro's railcar maintenance and engineering program on custom. Factors that infuence railcar offloads are the age and design of the railcars, the amount the railcars are used, the frequency and quality of preventive maintenance, and the interaction between railcars and the track. The Board of Directors has established Board standards of rail passengers per car to measure railcar crowding. Car crowding informs decision making regarding asset investments and scheduling. Additional Board standards have been set for: SSHours of service the Metrorail system is open to service customers SSHeadway scheduled time interval between trains during normal weekday service Chief Performance Officer 19 Metro Performance Report FY 2019

27 KPI How is it measured? What does this mean and why is it key to our strategy? Metrobus On-Time Performance Bus Fleet Reliability Bus Service Delivered Bus Loading MetroAccess On-Time Performance Elevator and Escalator Availability Percentage of bus service delivered on-time Schedule-based routes = Number of time points delivered on time based on a window of 2 minutes early and 7 minutes late Total number of time points delivered Headway-based routes = Number of time points delivered within the scheduled headway + 3 minutes Total number of time points delivered Mean Distance Between Failures (MDBF) The number of total miles traveled before a mechanical breakdown requiring the bus to be removed from service or deviate from the schedule Percentage of scheduled bus service delivered Number of delivered time points Total number of scheduled time points (by route) Ratio of bus seats filled Top load recorded on a route during a time period actual bus seat capacity Adherence to Schedule Number of vehicle arrivals at the pick-up location within the 30 minute on-time widow Total trips delivered In-service percentage Hours in service Operating hours Hours in service = Operating hours Hours out of service Operating hours = Operating hours per unit number of units Bus on-time performance (OTP) communicates the reliability of bus service, which is a key driver of customer satisfaction and ridership. XX For schedule-based routes, OTP measures adherence to the published route schedule for delivered service. XX For headway-based routes, OTP measures the adherence to headways, or the time customers wait between buses. Headway-based routes include routes 70, 79, X2, 90, 92, 16Y, and Metroway. Factors that can effect OTP include: traffic congestion, detours, inclement weather, scheduling, vehicle reliability, operational behavior, or delays caused by passengers. Mean Distance Between Failures is used to monitor trends in vehicle breakdowns that cause buses to go out of service and to plan corrective actions. Factors that influence bus fleet reliability include vehicle age, quality of maintenance program, original vehicle quality, and road conditions affected by inclement weather and road construction. Bus service delivered is a key driver of bus on-time performance and supports the ability to meet the published route schedule and headways. When a trip is missed due to bus reliability, operator availability, or a collision and service is not delivered to customers, this leads to longer wait times for customers and more crowded conditions. Bus loading is a factor of bus customer satisfaction. This measure can inform decision making regarding bus service plans. This indicator illustrates how closely MetroAccess adheres to customer pick-up windows on a systemwide basis. Factors that effect on-time performance are traffic congestion, inclement weather, scheduling, vehicle reliability, and operational behavior. MetroAccess on-time performance is essential to delivering quality service to the customer. Escalator/elevator availability is a key component of customer satisfaction with Metrorail service. This measure communicates system-wide escalator and elevator performance (at all stations over the course of the day) and will vary from an individual customer s experience. Availability is the percentage of time that Metrorail escalators or elevators in stations and parking garages are in service during operating hours. Customers access Metrorail stations via escalators to the train platform, while elevators provide an accessible path of travel for persons with disabilities, seniors, customers with strollers, and travelers carrying luggage. An out-of-service escalator requires walking up or down a stopped escalator, which can add to travel time and may make stations inaccessible to some customers. When an elevator is out of service, Metro is required to provide alternative services which may include shuttle bus service to another station. Chief Performance Officer 20 Metro Performance Report FY 2019