Adopted 2012

ADOPTED BUDGET
2012
Regional Transportation District

1600 Blake Street, Denver, Colorado
303.299.6000 rtd-denver.com
The Government Finance Officers Association of the United States and Canada (GFOA)
presented an award of Distinguished Presentation to the Regional Transportation District
for its annual budget for the fiscal year beginning January 1, 2011. In order to receive
this award, a governmental unit must publish a budget document that meets program
criteria as a policy document, as an operations guide, as a financial plan, 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.
TABLE OF CONTENTS
PART I. INTRODUCTION ..................................................................................... 3

Summary ........................................................................................................... 4
General Managers Budget Message ................................................................ 5
PART II. ORGANIZATION AND GOVERNANCE .............................................. 13
Authority and Government ............................................................................... 14
District Map ...................................................................................................... 15
Officials ............................................................................................................ 16
Organization Chart .......................................................................................... 17
Organization .................................................................................................... 18
PART III. SERVICE, RIDERSHIP, AND COMMUNITY ...................................... 19
Service............................................................................................................. 20
Ridership ......................................................................................................... 21
Customer Profile .............................................................................................. 22
Local Economy ................................................................................................ 24
Population........................................................................................................ 26
PART IV. 2012 BUDGET SUMMARY ................................................................ 27
PART V. 2012 GOALS AND PERFORMANCE MEASURES ............................ 37
2012 Goals and Performance Measures ......................................................... 38
2012 Performance Report ............................................................................... 40
PART VI. 2012 REVENUES ............................................................................... 53
2012 Base System Operating Revenue Summary .......................................... 54
2012 Base System Capital Revenue Summary ............................................... 63
2012 FasTracks Revenue Summary ............................................................... 66
PART VII. 2012 OPERATING EXPENDITURES ................................................ 69
RTD Operating Assumptions ........................................................................... 70
Operating Expenditures by Department........................................................... 78
Bus Operations ................................................................................................ 79
Rail Operations ................................................................................................ 87
Planning........................................................................................................... 93
Capital Programs ............................................................................................. 99
Safety, Security, & Facilities .......................................................................... 105
General Counsel ............................................................................................ 111
Administration ................................................................................................ 115
Communications ............................................................................................ 127
General Managers Office ............................................................................ 135
Board Office................................................................................................... 141
Non-Departmental ........................................................................................ 147
RTD 2012 Adopted Budget
Page 1
PART VIII. 2012 CAPITAL EXPENDITURES .................................................. 151

RTD Capital Program Assumptions ............................................................. 152
2011 Capital Accomplishments ................................................................... 156
Capital Expenditure Summary Chart by Program ....................................... 160
2012 Capital Expenditures ........................................................................... 164
Impact of Capital Program on Future Year Budgets .................................. 168
PART IX. 2012 FUND BALANCES .................................................................. 183
PART X. DEBT SERVICE DETAIL .................................................................. 187
Overview of 2012 Annual Debt Service ......................................................... 188
Debt Coverage Ratios ................................................................................... 188
Detail of Outstanding Debt Issues ................................................................. 191
Legal Debt Limits ........................................................................................... 198
PART XI. APPENDICES .................................................................................. 199
Budget Process ............................................................................................. 200
Operating Flow Chart..................................................................................... 203
Capital Flow Chart ......................................................................................... 204
RTD Long Range Planning Process ............................................................ 207
2012 Fiscal Policies ....................................................................................... 208
Line Item Detail of Operating Expenditures ................................................... 215
Glossary of Terms and Abbreviations ............................................................ 218
List of Acronyms ............................................................................................ 238
Map of FasTracks Project .............................................................................. 240
FasTracks Implementation Schedule ............................................................ 241
Index .............................................................................................................. 242
Acknowledgements ....................................................................................... 245
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Part I. Introduction
Page 3
Summary
This budget document is meant to provide the reader with a description of the 2012
Adopted Budget as approved by the Board of Directors of the Regional Transportation
District (RTD) on November 22, 2011.
The budget is developed based on departmental budgets, which are based on approved
goals and objectives. This system seeks to allocate resources among related and
sometimes competing activities and to optimize those resources in a manner consistent
with defined organizational goals and objectives. The document is divided into three
sections:
Introduction and Organizational Structure

The introductory section outlines the organization and its budgetary issues, describes
the region and the customers served by the District, and provides the layout of the
document.
2012 Budget Summary

Summary information is provided relating to the Districts 2012 operating budget, capital
budget, and fund balance. The 2011 Amended Budget serves as a reference for the
development of the 2012 Adopted Budget.
2012 Budget Review

The final section is broken into six parts, each focusing in detail on a particular aspect of
the 2012 Budget. Performance Measures, Revenue, Operating Expenditures, Capital
Expenditures, Fund Balances, and Debt Service Details are presented to provide the
reader with access to all fundamental portions of the Budget.
This final section provides detail on revenues and expenditures for both the operating
and capital budget. The approved goals, objectives, and performance measures are
included as well as a list of planned projects for 2012. A personnel summary documents
changes in staffing levels.
Summary schedules have been rounded; therefore, minor differences may exist in totals.
An appendix has been added to aid the reader.
For a complete listing of the contents of this document, please refer to the Table of
Contents, Glossary, and Index.
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General Managers Budget Message

February 15, 2012
As the General Manager of the Regional Transportation District, I am honored to serve in the
staff leadership role for this outstanding agency. Our many accomplishments, in spite of a
struggling economy, have confirmed to me once again that RTD is one of the best transit
agencies in the country. RTD proves so by doing what we do better than any other agency
providing excellence each day through our outstanding transit services.
We are moving forward with all of the steps needed for the successful completion of FasTracks
and with the ongoing provision of service to our riding public, residents and taxpayers. We
continue to follow up on last years successful, comprehensive restructuring of the Districts
Leadership that is helping us optimize the build out and delivery of the regions public
transportation system. These issues are reflected in the presentation of the 2012 Budget.
The 2012 Adopted Budget Document reflects the critical policy decisions, operational goals, and
financial plans made by the RTD Board of Directors for the coming year. This document details
the contents of the budget for the Board of Directors, the State of Colorado, and the residents of
the District. This budget message provides a description of the principles behind budget
decisions and information regarding considerations that influenced budget development.
Once again, the lagging economy has led to mediocre sales and use tax collections. While they
have been slightly ahead of last years numbers, they still fall below what is needed to fully fund
RTDs transportation services and capital program at the desired levels. The RTD Board of
Directors and Staff have had to make tough choices and reduced some service levels and
trimmed other items to meet budget. We have actively and extensively worked with RTDs
stakeholders throughout the budgeting process to seek input as those budget choices have
been developed.
Please note that key drivers of the 2012 Budget have changed and will continue to change even
as this Budget Document is completed. This document serves to chronicle RTDs initial
adopted plan for 2012, which was approved by the Board of Directors in November 2011. As in
years past, the Budget Document and its components will be reviewed and revised as
necessary to meet the challenges of 2012 and future years as they arise.
As outlined in the budget process flowchart, development of the annual budget is an extensive
undertaking. The RTD Board of Directors approves a mission statement and goals and
objectives. The Board then establishes its priorities for operating expenditures and capital
requirements to meet these goals and objectives based on projected revenues. The RTD Staff
develops departmental budgets allocating the necessary resources to achieve the Board
adopted goals.
For 2012, the Board adopted a vision statement, mission statement, and seven overall goals.
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RTD Vision Statement, Mission Statement and Goals

The District's vision is "to deliver regional multimodal transportation services and infrastructure
improvements that significantly and continually increase transit market share".
The Districts mission is "to meet our constituents present and future public transit needs by
providing safe, clean, reliable, courteous, accessible, and cost-effective service throughout the
District". This vision and mission are expressed through the following goals:
To meet the present transportation needs of the District by providing safe transportation
service.
To meet the present transportation needs of the District by providing clean transportation
service.
To meet the present transportation needs of the District by providing reliable transportation
service.
To meet the present transportation needs of the District by providing courteous
transportation service.
To meet the present transportation needs of the District by providing accessible
To meet the present transportation needs of the District by providing cost-effective
To meet the future transportation needs of the District.
Each goal has several related action items and performance measures. A complete copy of the
2012 Goals, Objectives and Performance Measures is included in Part V of this document.
2011 Accomplishments
The past year was a very busy one for the Regional Transportation District. Below is a partial
list that highlights some of the events that took place during 2011:
Completed US 36 Bus Rapid Transit (BRT) Agreement with Colorado Department of

Transportation (CDOT) and High Performance Transportation Enterprise
Implemented Fiscal Sustainability Task Force recommendations for service adjustments
and modified fiscal policies regarding fund balances to successfully manage the
Districts long-term financial position
To provide improved sales and use tax forecasts, contracted with the University of
Colorado Leeds School of Business to develop a model and provide sales and use tax
projections
Installation of farebox collection equipment ahead of schedule and under budget
Successfully launched RTDs Strategic Leadership Program to enhance training and
knowledge transfer throughout the District
Enhanced our capital program value and community commitments by implementing the
Workforce Initiative Now (WIN) Pilot Program
Completed implementation of the RTD Asset Management State of Good Repair
program through successful demonstration of the bus pilot program
Completed implementation of automated fare inspection and database program
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Launched Partners in Safety Marketing Campaign, Partnered with State Patrol to launch
the Yield to Bus Program, won two 1st Place Awards from APTA and won Marketing
Program of the Year award from CASTA
The Telephone Information Center/myStop information center handled more than
5,000,000 calls, the highest year ever
Addressed more than 2,000 direct media inquiries and public information requests, and
logged more than 5,000 earned media interviews, mentions and responses
Developed service optimization plan for implementation in January 2012 run board
Completed initial draft of West Line service plan and began stakeholder review
Completed bus operator refresher training program for all bus operators
West Line and Denver Union Station service shutdown and tie-in to new line and
stations completed with minimal impacts to customers
Successfully implemented 4-Car Light Rail train operations throughout system, including
modification of fleet power draw, upgrade of the traction power substations, and
coordination with City of Denver of new traffic signal sequencing
Successful conclusion to the 4-year Federal Transit Administration (FTA) New Starts
Grant process for the EAGLE Full Funding Grant Agreement culminating in an award of
$1.03 billion by the Obama Administration
Significant Progress on Transit Oriented Development (TOD) Implementation:
Successful RFP for the Denver Union Station (DUS) Historic Building - 2
proposals received
Implementation of the TOD Pilot Program
Approval by the RTD Board of the design-build contract for the Boulder Transit
Village
Passed the 85% completion mark for the West Line, 50% for DUS, started construction
of the East Corridor and gave Notice to Proceed on the Eagle P3 project for the Gold
Line
Hosted first Transformation Through Transportation Industry Forum, which attracted
more than 200 industry leaders from around the country to consider innovative solutions
to RTDs current challenges and opportunities
2012 Planned Projects
Develop Intergovernmental Agreements (IGAs) for North Metro Rail

Provide financial strategies to advance FasTracks projects, implement additional Fiscal
Sustainability Task Force recommendations and maintain a balanced budget
Pursue opportunities to secure additional funding from a variety of sources to complete
the FasTracks vision
Establish accounting, budgeting and reporting for the West Line operations to include
direct and indirect cost allocations
Begin development and implementation of marketing tactics and strategies for 2013
West Line opening and for SmartCard awareness
Launch a Text-enabled myStop feature that will offer customers an additional way to
receive service information
Provide enhanced and diversified procurement support for solicited innovative proposals
resulting from the 2011 Industry Forum
Build an enhanced employee Total Rewards benefits portfolio to demonstrate support
and appreciation to current employees, and help to attract new recruits
Page 7
Develop the design and implementation plan for the structural rehabilitation of Civic
Center Station in downtown Denver
Continued safety, security, environmental and facilities technical support of Eagle and
FasTracks program
Complete the development of the West Line service plan for inclusion in the 2013 budget
Conduct pilot testing of the Design Line prototype bus for potential use as next
generation Mall Shuttle vehicle
Procure ADA related services (call center, service provision etc.) and complete the
installation of new radio system and updated Mobile Data Computers in the access-aRide fleet
Successfully recruit, hire, and train operating staff for 2013 West Line opening
Start first cycle of annual, multi-day refresher and re-certification training for all Light Rail
operating staff members
Receive FTA approval for Entry into the Small Starts Grant program for the Southeast
Corridor Extension project
Achieve timely RTD and Denver Regional Council of Governments (DRCOG) approvals
of the FasTracks Annual Program Evaluation and DRCOG SB 208 Report in advance of
a potential 2012 tax election
Implementation of Transit Oriented Communities/Transit Oriented Development
(TOC/TOD) Joint Development Agreement(s)
Start construction on the Construction Ready Plan, which includes elements on I-225,
North Metro and US 36
Start integrated testing on the West Line
Start full construction on Phase II of the Eagle P3 project
This is just a partial listing of the many, many accomplishments and milestones the Regional
Transportation District achieved and is now completing by working together as a team and with
our partners in the community.
Overview of the 2012 RTD Budget

The 2012 Adopted Budget program includes an operating budget of $508.9 million, an interest
budget of $53.0 million, a new capital expenditure budget of $856.0 million, capitalized interest
of $45.5 million, debt payments of $56.6 million,
a Board appropriated fund of $13.2 million, a
Total operating budget: $508.9 million
capital replacement fund of $6.0 million, a
Total capital budget: $1,663.3 million
FasTracks Contingency Reserve of $30.0
Total appropriation: $2.413.0 million
million, and an estimated unrestricted fund
Unrestricted fund balance: $36.5 million
balance of $36.5 million. Carryforward of $807.3
million from previously approved capital projects
also has been appropriated, resulting in a total capital budget of $1,663.3 million, and a total
appropriation of $2,413.0 million.
Total revenues (both Base System and FasTracks) are expected to decrease $14.1 million in
2012 from projected year-end 2011. The decrease is
composed primarily of reduced ARRA grant revenues,
Sales and use tax revenues in
fixed guideway grant revenue, fare revenue and investment
2012 are forecast to increase
income partially offset by grant carryforward funds from the
3.9% over 2011.
prior year. Sales and use tax revenues are expected to
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increase a modest 3.9% year-over-year ($16.3 million) due to less favorable growth forecasted
by the CU-Leeds School of Business combined with the reduction of the vendor allowance
exemption in June 2011 from 3.3% to 1.1% on sales tax collections.
Operating expenditures will be
Operating expenditures will be flat compared to 2011.
essentially flat overall in 2012.
Although FasTracks will experience
some growth in expenditures due to expansion plans, reductions in expenditures in other areas
will provide an offset. Reduced expenses include the approved Base System Strategic Budget
Plan options to modify service ($10.7 million) and institute a hiring freeze ($2.4 million), coupled
with fuel prices locked at $2.73 per gallon on diesel and $3.40 per gallon on gasoline, offset by
a reduction in total gallon usage due to the service adjustments.
Interest payments on debt service in 2012 will remain flat overall on a year-over-year basis. Of
the interest expense, Base operations will increase $2.3 million due to issuance of $25.4 million
in Certificates of Participation (COPs) to finance
Interest expense will be flat in
replacement of 47 Intercity buses. FasTracks interest
2012 but principal payments on
expense will decrease $2.9 million due to debt pay down
debt will increase $5.6 million.
and more accurate capitalization of interest in the 2012
budget. Principal payments on debt will increase $5.6
million year-over-year due to the issuance of COPs to finance Intercity bus fleet replacement.
Debt proceeds will increase $25.4 million from these COPs.
The decrease in the FasTracks Construction Reserve of $118.8 million during 2012 will result
from the use of funds for construction purposes. FasTracks contributed capital will decrease by
$69.3 million due to use of the front-end contribution funded by DUSPA on the Denver Union
Station construction project. The 2012 budget reflects continued maintenance of the FasTracks
contingency reserve at a balance of $30 million.
Capital expenditures overall will increase $117.4 million over projected 2011. Of this amount,
carryover capital from prior years will increase $265.0 million due to timing of project completion
mainly with FasTracks. New capital for the Base System will increase $9.7 million in 2012. The
Base System will spend $21.3 million more with Intercity bus
Capital expenditures will
replacement and park-n-ride expenditures offset by
increase $9.7 million for the
reductions in capital support equipment projects, light-rail
Base System, and $107.7
construction, and delays in other information technology
million for FasTracks.
initiatives. The expense projects carryforward to 2012 for
Base operations is $10.6 million, of which $7.6 million is
grant-funded. New capital spending for FasTracks will increase $107.7 million due to project
expenditures on the West Line and other corridors.
Notable designated reserve fund changes include the decrease in the year-end unrestricted
fund balance of $1.0 million and decrease in the operating
reserve
of $19.2 million in the Base operations from projected
RTD will create a Board
year-end 2011. The year-end unrestricted fund balance will
appropriated fund balance
decrease due to fund uses exceeding fund sources for Base
and a capital replacement
operations. The operating reserve will be eliminated and
fund balance.
replenished by the creation of a Board appropriated fund
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balance of $13.2 million and a capital replacement fund balance of $6.0 million. This is simply a
reallocation of the operating reserve into two separate categories. The Board has approved the
use and restoration of fund balances in this manner.
The 2012 Adopted Budget meets the cost recovery ratio mandated by the Colorado General
Assembly. The estimated SB 154 recovery ratio, (all non-tax revenue except ADA farebox
revenues divided by all expenditures, including depreciation, except ADA expenditures and
expenditures incurred for long-term planning and development of rapid transit infrastructure)
exceeds the annual target of 30% mandated by the General Assembly.
Issues
In the Districts 2011 fiscal management and in the preparation of the 2012 annual budget,
several issues were encountered.
RTDs 2012 Adopted Budget projects sales and use tax growth of 3.9% over collections
projected for 2011. Due to the impact of the recession on the economy, RTDs projected 2011
sales and use tax was revised downward from an earlier forecast to reflect an anticipated
increase of 4.3% from 2010 actual collections. The 2012
The 2012 budget projects
Adopted Budget conservatively assumes mediocre yearmediocre growth in sales and
over-year sales and use tax growth due to mildly
use tax revenue, but the actual
favorable growth forecasts for the state. Current sales
run rate for 2011 is stronger.
and use tax receipts are an indication the Colorado
economy is recovering from the recession, however.
Preliminary results for 2011 show sales and use tax collections increased 4.5% from 2010
actual collections. The year 2011 includes a temporary benefit of approximately $8.3 million
from the elimination of the vendor allowance exemption (this exemption will be restored to the
vendors in July 2014 and the benefit to RTD will cease). During 2011, the primary sales
increases affecting sales and use taxes were in the areas of restaurants, car sales, home
centers, and utilities.
To address the challenges in 2011, RTD continued to manage its grants effectively for improved
cash flow. RTD also continued its cost containment activity that included minimal service
adjustments in August 2011, judicious run-board assignments, a salaried staff salary freeze,
careful control of fixed route contract increases, deferral or elimination of non-mission-critical
projects, favorable workers compensation self-insurance costs due to aggressive safety and
rehabilitation programs, a lock-in price of $2.36/gallon on the districts diesel fuel consumption,
and multiple budget scrubs in each department.
In order to balance the 2012 Budget it will be necessary
for RTD to continue implementation of:
(a) cost
containment efforts and continuation of fiscal
conservatism in 2012, (b) a service adjustment
expected to provide $10.7 million in savings, (c) use of
COP financing for Intercity fleet replacement, (d) a hiring freeze expected to provide $2.4 million
in savings, (e) further deferral of non-mission-critical projects, and (f) a lock price of $2.73/gallon
for diesel fuel coupled with a 900,000 gallon reduction due to the service adjustment. As a
result of these fiscal and operational measures, RTD is not anticipating drawing on its reserve
balances in 2012 in order to maintain a balanced budget.
Actions necessary to balance the
2012 Budget include a service
adjustment and hiring freeze.
Page 10
Fluctuating fuel costs remain

RTD has locked its diesel fuel price at $2.73/gallon for 2012.
an issue that has been
addressed for both the 2011
and 2012 budgets. RTD was faced with the choice of either (1) locking in the price per gallon of
diesel fuel in order to avoid market price runs, or, (2) riding the market float to see if benefits
could be obtained if the market price were to drop. In 2011, a year of dramatic price fluctuation,
diesel fuel consumption for the year was locked in at $2.36/gallon. For 2012, RTDs diesel fuel
cost has been locked in at $2.73/gallon. This action guarantees RTD a reasonable price and
provides budget certainty for the year.
Sales and use tax collections also will be monitored closely. RTD receives its sales and use tax
from the state at the beginning of every month, and actual collections are evaluated against
forecasts to identify shortfalls and the need for potential corrective actions to maintain the
budget as early as possible. RTD also receives updated statewide sales and use tax forecasts
from the CULeeds School of Business on a quarterly basis. The statewide forecasts are used
to update RTDs short-term sales and use tax forecasts, and also help to project the need for
budget changes.
In 2010, RTD reached a major milestone in the FasTracks program with the award of the
contract for the Eagle project to Denver Transit Partners (DTP). The Eagle project, which
includes the East and Gold Line Corridors, a commuter
The Eagle project is the largest
rail maintenance facility, and a short electrified segment
public-private partnership transit
of the Northwest Rail Corridor, is the largest publicproject in the U.S.
private partnership (P3) transit project in the United
States. RTD has contracted with DTP to design, build,
and finance the initial construction of the projects, and to operate and maintain all project assets
through the year 2044. Through this contract, RTD will realize savings over its internal
estimated construction costs, and RTD establishes its operating and maintenance costs for the
first 28 years of corridor operations.
Despite its success with the Eagle project award,
The FasTracks plan
implementation of the FasTracks plan continues to present
continues to challenge RTD
challenges to RTD. The financial plan adopted by the RTD
from a cost perspective.
Board of Directors in April 2010 identified a program cost of
$6.8 billion, representing an increase of $2 billion over the
original projected cost of the program. At the same time, the continued challenges of the
regional economy resulted in a decrease in projected sales and use tax collections through
2035. In order to obtain additional review of the key assumptions in the financial plan, RTD
convened a working group of local government economists to review its long-term sales and
use tax forecasts, and a group with experience on both national transit construction projects and
local public works projects to review its construction escalation assumptions. This process
resulted in a FasTracks financial plan that relies on conservative tax projections and
construction costs, and that will set the stage for the completion of the FasTracks program. This
financial plan assumed an increase in the sales and use tax effective January 2013 to fund
completion of FasTracks. Implementation of a tax increase would require a successful vote of
the residents of the District.
RTD is in the process of updating the FasTracks financial plan for 2012. This update includes a
review of all capital and operating costs and revenue forecasts based on current economic
Page 11
conditions, including reconvening the working group of local government economists to review
its long-term sales and use tax forecasts, and reconvening the group to review its construction
escalation assumptions. Adoption of the 2012 financial plan is expected to take place in March
2012. This plan adoption will include a decision whether to request a tax increase from the
voters on the November 2012 ballot and the amount of the increase to be requested.
I thank each staff member who helped to prepare and present the budget.
Respectfully,
Phillip A. Washington
General Manager
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Part II. Organization and Governance
Page 13
Authority and Government

The Regional Transportation District (RTD) provides public mass transit service to the Denver
Metro area. In 1969, the Colorado General Assembly found that public transit was a necessary
part of the growing Denver Metropolitan Region and that public sector involvement was the best
method to ensure the continuation of this vital component; thus, the Regional Transportation
District was created as a political subdivision of the State effective July 1969 to develop,
maintain, and operate a public mass transportation system for the benefit of the inhabitants of
the District.
District boundaries include all of Denver, Boulder, Broomfield, and Jefferson counties, the
urbanized portions of Adams, Arapahoe, Douglas Counties, and a portion of Weld County.
Over 2.8 million people, or approximately 57% of the population of Colorado, reside within
RTDs 2,348 square mile area. This service area is shown in the map on the facing page.
Since 1983, the District has been governed by a fifteen-member Board of Directors who are
elected by their constituents to serve four-year terms. There are over 180,000 voters per
director district. The Districts Board is responsible for setting District policy, adopting the
agencys annual budget, and establishing short and long-range transit goals and plans in
concert with local, state, and federal agencies.
The financial reporting entity includes all the financial activities of the Regional Transportation
District, as well as those activities of its component unit, the RTD Asset Acquisition Authority,
Inc., a nonprofit corporation established to implement the financing and acquisition of certain
District projects financed through Certificates of Participation. The Authority has been included
in the reporting entity as a blended component unit.
Page 14
District Map
Page 15
Officials
Board of Directors
RTDs governing body is a 15-member elected Board of Directors, with each member elected
from one of the fifteen districts comprising RTDs service area. Each district is apportioned
equally by population and most districts cross county boundaries. The districts are assigned
letter designations from A to O. The following are the members of the Board of Directors as
of January 2012:
District A
District I
Bill James
Denver/Arapahoe Counties
Lee Kemp, Chairman

Boulder/Broomfield/Adams/Weld Counties
District B
District J
Barbara Deadwyler
Denver/Adams Counties
Larry Hoy
Adams/Jefferson/Broomfield Counties
District C
District K
Angie Malpiede, Secretary

Denver/Adams/Jefferson Counties
Kathi Williams
Adams County
District D
District L
Jeff Walker
Denver/Jefferson/Arapahoe Counties
Lorraine Anderson
Jefferson/Boulder/Broomfield Counties
District E
District M
William McMullen
Denver/Arapahoe Counties
Matt Cohen, Second Vice Chair

Jefferson County
District F
District N
Tom Tobiassen
Arapahoe County
Bruce Daly
Jefferson/Denver Counties
District G
District O
Jack OBoyle
Arapahoe/ Douglas Counties
John Tayer, First Vice Chair

Boulder County
District H
Kent Bagley, Treasurer
Arapahoe/ Douglas Counties
Page 16
Organization Chart
Taxpayers and Customers
Board of Directors
General Manager
Executive Office
Bus Operations
Safety, Security &

Facilities
Rail Operations
Capital
Programs
Planning
General
Counsel
Administration
Communications
Finance
Department Officials
General Manager
AGM, Planning
Phillip A. Washington
Bill Van Meter
AGM, Bus Operations
General Counsel
Bruce Abel
Marla L. Lien
AGM, Rail Operations
AGM, Administration
Austin Jenkins
Carla Perez
AGM, Capital Programs
Chief Financial Officer
Richard Clarke
Terry Howerter
AGM, Safety Security & Facilities
AGM, Communications
David A. Genova
Scott Reed
Page 17
Organization
RTD employs over 2,400 men and women, making it one of the largest employers in the eight
county area. Besides its administrative headquarters in Denver, RTD has three bus operating
facilities including one in Denver, one in Aurora, and one in Boulder. There is one central shop
facility in Denver, one light rail maintenance facility in Denver, and one in Englewood. RTD also
has four walk-in customer service centers: two on the Sixteenth Street Mall in Denver, one at
Denver International Airport, and one in Boulder.
Cost Recovery Ratio

The 2012 Adopted Budget meets the cost recovery ratio mandated by the Colorado General
Assembly. The estimated SB 154 recovery ratio, (all non-tax revenue except ADA farebox
revenues divided by all expenditures, including depreciation, except ADA expenditures and
expenditures incurred for long-term planning and development of rapid transit infrastructure), is
64.0%, which exceeds the annual target of 30% mandated by the General Assembly. The RTD
operating revenue recovery ratio (operating revenues except ADA farebox revenues divided by
the same cost basis as defined by the Colorado General Assembly) is estimated at 28.5%.
Page 18
Part III. Service, Ridership, and Community
Page 19
Service
RTD provides service on 131 fixed routes operating within its boundaries. These include local
bus services along major streets, express and regional bus routes providing non-stop services
along longer distances, bus service to Denver International Airport, a free shuttle on the
Sixteenth Street Mall in downtown Denver, and light rail service serving Denver and its southern
suburbs. In addition to the fixed route services, RTD provides services to sporting events and
other special events, special services for the disabled and senior citizens, and door-to-door
services in limited areas of the District. RTD provides these services through a network of over
9,698 bus stops and 75 park-n-Ride facilities.
Route, fare structure, schedule, and other system access information is available through route
brochures, at all transfer stations and walk in customer service centers, at the RTD website
(www.rtd-denver.com), and from the Telephone Information Center, 303-299-6000.
The following two tables provide a summary of the RTD fare structure which reflects the fare
increase effective January 1, 2011:
Single Trip Fares
Mode
Free
Senior/Disabled/
1
Student
Free
$2.25
$1.10
$4.00
$5.00
$2.00
$2.50
$13.00
$11.00
$9.00
$6.50
$5.50
$4.50
Fare
Mall Shuttle
Local - Denver, Boulder,
Longmont and Light Rail
2
Light Rail and Bus Express
3
Light Rail and Bus Regional
skyRide
Zone 1
Zone 2
Zone 3
1
Seniors include age 65 and older. Student patrons include elementary, middle
school, and high school students, ages 6 19 years of age.
2
Trips consisting of three fare zones.
3
Trips consisting of four fare zones.
Multiple Trip Fares

Mode
Local - Denver, Boulder,
Longmont and Light Rail
Light Rail and Bus Express
Light Rail and Bus Regional
4
10-Ride
Regular
Monthly
Other
4
Monthly
$20.00
$79.00
$39.50
$36.00
$45.00
$140.00
$176.00
$70.00
$88.00
Includes monthly fares for student, disabled, and senior patrons.
Page 20
Ridership
In 2011, there were 98.4 million passenger boardings on RTD service vehicles. This translates
to 323,093 boardings on an average weekday. The chart below shows RTD boarding trends for
the past ten years.
(1) 2006 Ridership was impacted by a disruption of service due to an operator strike in April and
by inclement weather in December.
RTD experienced an overall ridership increase of 0.7% from 2010 to 2011. Ridership was
negatively impacted by a fare increase effective January 1, 2011, but also experienced
increases due to higher gas prices. Local services ridership declined (1.4 million) while LRT (.8
million) and Mall Shuttle (.9 million) both increased in ridership. All other services had minor
variances from prior year figures.
Page 21
RTD System Ridership

Twelve Month Comparison
Service Class
Total Revenue Bus Service
LRT
Total Revenue Service Boardings
Mall Shuttle
Total Fixed Route Service Boardings
access-a-Ride
Vanpools
TOTAL SYSTEMWIDE BOARDINGS
1/1/2011 12/31/2011
61,634,723
20,694,715
82,329,438
14,942,904
97,272,342
686,130
426,410
98,384,882
Difference
1/1/2010 12/31/2010 Boardings Percent
62,798,415 (1,163,692) (1.9%)
19,846,742
847,973
4.3%
82,645,157
(315,719) (0.4%)
13,992,646
950,258
6.8%
96,637,803
634,539
0.7%
704,118
(17,988) (2.6%)
339,320
87,090
25.7%
97,681,241
703,641
0.7%
Customer Profile
In a report by the U.S. Census Bureau, the Denver metropolitan area was ranked one of the
most highly educated workforces in the nation. 89.3% of the adult population have high school
diplomas, and 39.7% have graduated from college. Colorado as a whole has the second
highest percentage of college graduates in the country.
In a Customer Satisfaction Survey conducted by RTD in winter of 2011, weekday riders of
RTDs bus service, light rail, skyRide (airport service), and call-n-Ride were polled through
questionnaire. They indicated that the majority of RTDs ridership is in professional, managerial,
sales, or clerical service. The questionnaire revealed that more women ride RTD than men,
except on skyRide and Light Rail.
The annual household income of riders varies widely depending on the location and type of
service. Per the customer satisfaction questionnaire, 57% of the bus riders surveyed had annual
household incomes less than $35,000. Respondents riding light rail showed 32% having
household incomes less than $35,000.
Page 22
Annual
Household
Income
Under $15,000
$15,000-$24,999
$25,000-$34,999
$35,000-$49,999
$50,000-$74,999
$75,000-$99,999
$100,000 or more
Bus Total
(Excluding
skyRide)
27%
16%
14%
14%
14%
9%
9%
Light Rail
call-nRide
skyRide
16%
7%
9%
12%
17%
15%
24%
12%
14%
16%
13%
20%
13%
12%
8%
9%
12%
16%
21%
15%
20%
According to the 2011 Customer Satisfaction Survey conducted by RTD.
Surveyed weekday riders reported the following reasons for taking RTD.
Weekday Trip
Purpose
Commuting (work)
Personal Business
Social/Entertainment
Shopping/Eating Out
School/College
Medical appointment
Other
Bus Total
(Excluding
skyRide)
68%
10%
3%
3%
7%
3%
5%
Light Rail
call-nRide
skyRide
66%
6%
4%
3%
16%
2%
3%
80%
2%
2%
6%
5%
2%
2%
47%
21%
18%
2%
0%
8%
4%
The RTD 2011 Customer Satisfaction Survey also showed that 53% of weekday bus
passengers were transit dependent due to not owning a vehicle, because of having a mental
or physical disability that prevented operating a vehicle, or not having a valid drivers license.
Further details are provided below:
Transit
Dependency
Transit Dependent
Bus Total
(Excluding
skyRide)
53%
Light Rail
call-nRide
skyRide
25%
56%
16%
Page 23
Local Economy
Economic activity in the Denver metro region is strengthening gradually. The regions job
market, which represents over half of the statewide labor force, continues to see moderate
employment gains, and the unemployment rate has drifted lower. After stalling in the spring of
2010, consumer spending has rebounded. Construction remains at historically low levels, with
nonresidential construction falling further but residential construction inching upward.
The metro Denver job market continues to improve, with job growth rising 0.7% year-to-date
through October 2011, compared with the same period 2010. Job gains have begun to offset
the number of workers entering the labor force. As a result, area unemployment was 7.9% in
December 2011. Similar to the nation, job gains have occurred in the manufacturing and broadbased service industries, while the information and local government sectors have lost jobs.
Consumer spending, as measured by retail trade sales, has flattened after growing at the end of
2010. Retail sales bottomed out in the summer of 2009, after falling faster than the nation as a
whole, but retail sales grew faster in Denver in late 2010 than in the nation. Retail sales
increased 4.2% through June 2011, compared with the same time period in 2010. Consumer
spending is expected to continue to grow, though at a pace dampened by high levels of
consumer debt and unemployment.
The regions housing market continues to struggle. Home prices have drifted lower, as
expected, as markets continue to adjust to a high number of foreclosures. Residential
construction remains at historically low levels, though activity continues to inch upward.
Growth in single- and multi-family residential building permits has been slow and uneven.
The regions nonresidential construction activity accelerated in the second and third quarters of
2011 from historically low levels. The recession led many businesses to downsize or close their
doors, leaving little demand for new commercial properties in the Denver area. Businesses in
the area are slowly expanding into vacant office and commercial spaces, which will keep
demand for new buildings low in the near term.
The 1.3 million non-agricultural jobs in the Denver area in 2011 were distributed among the
twelve super-sectors used by the North American Industry Classification System (NAICS) as in
the chart on the following page.
Sources: Colorado Legislative Council, Economic and Revenue Forecast 2010-2011
Colorado Department of Labor and Employment

Sources: U.S. Department of Labor, Bureau of Labor Statistics; Colorado Department of Labor & Employment.
Page 24
2011 Employment by Industry

Government
Other Services
Leisure & Hospitality
Education & Health Services
Professional & Business Services
Financial Activities
Information
Transportation, Warehousing & Utilities
Wholesale & Retail Trade
Manufacturing
Construction
Natural Resources & Mining
0%
5%
10%
Denver Metro Area
15%
20%
U.S.
Metro Denver offers a diversified economy of viable industries and the nation's second-most
highly educated workforce. CNBC ranked Colorado fifth in "America's Top States for Business"
in 2011. In addition, Forbes ranked Colorado first for labor prospects and fifth overall in its 2011
"Best States for Business" report.
The 10 largest private employers in Metro Denver in 2011 are listed in the table below.
Largest Private Employers

Company
Product/Service
HealthONE Corporation
CenturyLink
Exempla Healthcare
Lockheed Martin Corporation
Centura Health
Kaiser Permanente
DISH Network
United Airlines
Wells Fargo Bank
University of Denver
Healthcare
Telecommunications
Healthcare
Aerospace/Defense
Healthcare
Healthcare
Satellite TV & Equipment
Airline
Financial Services
University
Employees
9,640
7,380
7,320
7,220
6,370
5,870
4,690
4,500
4,400
4,310
Note: This list does not include retail or public/governmental organizations

Source: Metro Denver Economic Development Corporation
Page 25
Population
Metro Denver has a population that exceeds 2.8 million people, and has a growth rate that has
consistently outpaced the national rate every decade since the 1930s. The region grew steadily
in the past 10 years. By 2030, Metro Denver's population is anticipated to increase to almost
3.8 million. The Regional Transportation District contains approximately 95% of the population
in the region.
A large portion of Metro Denver's population growth is due to in-migration of highly educated
workers from other states. The region's net migration averaged about 30,600 people each year
during the 1990s. Metro Denver is estimated to have net-migration of 17,673 residents in
2011. The top states for in-migration are California, Texas, Arizona, Florida, New Mexico, and
Illinois.1
1
Metro Denver Economic Development Corporation, Demographics
Denver Metro Area

Population Growth Rate
3.0%
Growth Rate
2.5%
2.0%
1.5%
1.0%
0.5%
0.0%
Source: Metro Denver Economic Development Corporation

* Based on projected figures
Page 26
Part IV. 2012 Budget Summary
Page 27
Page 28

Fiscal Year 2012 Operating Budget Summary and Fund Balance
($ In 000'S)
2010
Actual
2011
Amended
2011
Projected
2012
Adopted
$ CHNG
% CHNG
'11 Amended '11 Amended
'12 Adopted '12 Adopted
Sources - Base System

Farebox Revenues 1
Advertising Revenues
Joint Venture Revenue2
Other Operating Revenues
Sales Tax
Use Tax
Federal Grants 3
Federal Grants - ARRA
Interest Income
Other Income
Total Sources
97,942 $
3,301
918
195
217,770
20,759
88,529
17,407
1,350
2,859
451,030
103,236 $
4,000
825
549
227,789
23,693
105,686
13,744
2,290
1,479
483,291
110,000 $
4,000
825
560
226,525
22,187
98,046
13,744
1,690
2,679
480,256
106,230 $
4,000
849
576
236,605
21,874
114,290
468
2,348
487,240
2,994
24
27
8,816
(1,819)
8,604
(13,744)
(1,822)
869
3,949
2.9%
0.0%
2.9%
4.9%
3.9%
-7.7%
8.1%
-100.0%
-79.6%
58.8%
0.8%
129,812
29,809
84,171
32,928
1,602
4,938
37,814
7,110
21,226
6,230
7,977
582
829
4,075
369,103
118,829
33,304
94,461
41,183
5,858
8,899
40,431
8,969
24,509
6,906
10,029
550
1,015
1,835
(12,336)
384,442
118,436
33,304
94,401
39,883
1,731
8,077
36,047
8,969
24,486
6,906
9,902
550
1,015
1,832
(12,336)
373,203
119,621
33,568
96,596
41,475
7,392
6,192
43,795
8,538
27,523
8,384
9,677
567
934
1,388
(14,325)
391,325
(792)
(264)
(2,135)
(292)
(1,534)
2,707
(3,364)
431
(3,014)
(1,478)
352
(17)
81
447
1,989
(6,883)
-0.7%
-0.8%
-2.3%
-0.7%
-26.2%
30.4%
-8.3%
4.8%
-12.3%
-21.4%
3.5%
-3.1%
8.0%
24.4%
-16.1%
1.8%
81,927
98,849
107,053
95,915
(2,934)
-3.0%
(67,826)
(22,264)
146,642
56,552
(41,541)
(17,856)
(59,397)
(41,541)
(21,077)
(62,618)
(46,741)
(23,347)
25,388
(44,700)
(5,200)
(5,491)
25,388
14,697
12.5%
30.8%
100.0%
-24.7%
235
245
146
(75)
1,570
12,981
2,854
4,049
5,110
27,115
120,717
3,853
550
511
204
4,122
1,532
7,323
14,750
200
153,762
632
550
511
204
4,122
1,532
7,323
14,750
200
29,824
129,203
2,097
51
2,470
798
134
26,381
8,904
150
170,188
8,486
Uses - Base System

Bus Operations
LRT Operations
Private Carrier Operations
Access-a-Ride
Planning
Capital Programs
Safety, Security and Facilities
General Counsel
Administration
Finance
Communications
Executive Office
Board Office
Other Non-Departmental Expenditures
Less: FasTracks Service Increases
Total Uses
Sources and Uses - Base System
Debt and Reserves - Base System

Debt Payments
Interest Expense
Financing Proceeds
Increase / (Decrease) in Debt and Reserves

Capital Expenditures - Base System
Prior Year Approved Capital Carryforward
Capitalized Interest
Facilities Construction & Maintenance
Bus Transfer Stations
Rapid Transit Development
Park-n-Rides
Capital Support Projects
LRT Construction
LRT Transit
Fleet Modernization & Expansion
Capital Support Equipment
Unallocated Capital
Total Capital Expenditures
Current Activity - Base System
111,364 $
(114,310) $
14,611 $
(118,973) $
7.0%
(499)
(511)
2,266
(3,324)
(1,532)
134
19,058
(5,846)
(50)
16,426
-90.7%
-100.0%
0.0%
1110.8%
-80.6%
-100.0%
100.0%
260.2%
-39.6%
-25.0%
10.7%
(4,663)
4.1%
Farebox revenues include passenger fares for regular route services, special service fares, and farebox revenues collected and retained by private carriers under contract to
RTD.
2
Joint venture revenues include contributions from local entities to provide local match for CMAQ grants for specific services. Joint venture revenues also include contributions
from the City of Boulder to maintain the level of service on the JUMP, BOUND, and STAMPEDE above the level required by RTD's Route Service Standards.
3
Federal grant revenues include grants aw arded in the current year in addition to carry-forw ard grant aw ards.
Page 29
Page 30

($ In 000'S)
2010
Actual
2011
Amended
2011
Projected
2012
Adopted
$ CHNG
% CHNG
Sources - FasTracks
Sales Tax
Use Tax
Federal & Local Grants 1
Interest Income
Other Income
Total Sources
145,181 $
13,839
48,691
40,624
6,715
5,676
260,726
151,859 $
15,795
217,136
10,072
8,475
403,337
151,017 $
14,791
217,136
10,072
8,475
8,830
410,321
157,737 $
14,583
204,567
642
2,824
8,838
389,191
5,878
(1,212)
(12,569)
(9,430)
(5,651)
8,838
(22,984)
3.9%
-7.7%
-5.8%
-93.6%
-66.7%
100.0%
-5.7%
Uses - FasTracks
Planning
Capital Programs
Finance
Communications
Service Increases
Total Uses
Sources and Uses - FasTracks
364
25,754
530
362
27,010
550
36,092
688
435
12,336
50,101
550
36,112
688
435
12,336
50,121
551
100,586
694
1,411
14,325
117,567
(1)
(64,494)
(6)
(976)
(1,989)
(67,466)
-0.2%
-178.7%
-0.9%
-224.4%
0.0%
-16.1%
134.7%
233,716
353,236
360,200
271,624
(90,450)
-25.6%
(6,275)
(26,471)
601,879
59,275
105,612
734,020
(9,424)
(23,891)
501,006
179,520
647,211
(9,424)
(32,618)
501,006
179,520
638,484
(9,822)
(29,652)
7,487
110,179
78,192
(398)
4.2%
(493,519)
(69,341)
(563,258)
0.0%
-98.5%
-38.6%
-87.0%
(256,527)
-60.9%
(107,749)
(364,276)
-15.2%
-31.0%
254,883 $ (1,188,846) $ (1,017,984)
586.3%
Debt and Reserves - FasTracks

Debt Payments
Interest Expense
Financing Proceeds
Drawdown/(Increase) in FasTracks Construction Reserve
Contributed Capital2

Capital Expenditures - FasTracks
Prior Year Approved Capital
Capitalized Interest
Fastracks Program
36,233
649,206
685,439
Current Activity - FasTracks
282,297 $
421,549
43,120
709,408
1,174,077
(173,630) $
34,393
709,408
743,801
678,076
43,429
817,157
1,538,662
Federal grant revenues include grants aw arded in the current year in addition to carry-forw ard grant aw ards.
Includes Denver Union Station SB1 funds, land sale proceeds, RRIF/TIFIA proceeds, concessionaire debt proceeds and West Corridor third party capital.
Page 31

($ In 000'S)
2010
Actual
2011
Amended
2011
Projected
2012
Adopted
$ CHNG
% CHNG
Sources - Combined System

Farebox Revenues
Joint Venture Revenue
Sales Tax
Use Tax
Federal Grants
Interest Income
Other Income
Total Sources
97,942 $
3,301
918
195
362,951
34,598
137,220
58,031
8,065
8,535
711,756
103,236 $
4,000
825
549
379,648
39,488
322,822
23,816
10,765
1,479
886,628
110,000 $
4,000
825
560
377,542
36,978
315,182
23,816
10,165
11,509
890,577
106,230 $
4,000
849
576
394,342
36,457
318,857
642
3,292
11,186
876,431
2,994
24
27
14,694
(3,031)
(3,965)
(23,174)
(7,473)
9,707
(10,197)
2.9%
0.0%
2.9%
4.9%
3.9%
-7.7%
-1.2%
-97.3%
-69.4%
656.3%
-1.2%
129,812
29,809
84,171
32,928
1,966
30,692
37,814
7,110
21,226
6,760
8,339
582
829
4,075
396,113
118,829
33,304
94,461
41,183
6,408
44,991
40,431
8,969
24,509
7,594
10,464
550
1,015
1,835
434,543
118,436
33,304
94,401
39,883
2,281
44,189
36,047
8,969
24,486
7,594
10,337
550
1,015
1,832
423,324
119,621
33,568
96,596
41,475
7,943
106,778
43,795
8,538
27,523
9,078
11,088
567
934
1,388
508,892
(792)
(264)
(2,135)
(292)
(1,535)
(61,787)
(3,364)
431
(3,014)
(1,484)
(624)
(17)
81
447
(74,349)
-0.7%
-0.8%
-2.3%
-0.7%
-24.0%
-137.3%
-8.3%
4.8%
-12.3%
-19.5%
-6.0%
-3.1%
8.0%
24.4%
0.0%
-17.1%
315,643
452,085
467,253
367,539
(84,546)
-18.7%
(74,101)
(48,735)
748,521
59,275
105,612
790,572
(50,965)
(41,747)
501,006
179,520
587,814
(50,965)
(53,695)
501,006
179,520
575,866
(56,563)
(52,999)
25,388
7,487
110,179
33,492
(5,598)
(11,252)
25,388
(493,519)
(69,341)
(554,322)
11.0%
27.0%
100.0%
-98.5%
-38.6%
-94.3%
(265,013)
1,447
499
511
(2,266)
3,324
1,532
(134)
(19,058)
5,846
50
(107,749)
(381,011)
-48.9%
3.1%
90.7%
100.0%
0.0%
-1110.8%
80.6%
100.0%
100.0%
-260.2%
39.6%
25.0%
-15.2%
-28.7%
269,494 $ (1,307,819) $ (1,019,879)
354.2%
Uses - Combined System

Bus Operations
LRT Operations
Private Carrier Operations
Access-a-Ride
Planning
Capital Programs
General Counsel
Administration
Finance
Communications
Executive Office
Board Office
Less: FasTracks Service Increases
Total Operating Uses

Sources and Uses - Combined System
Debt and Reserves - Combined System

Debt Payments
Interest Expense
Financing Proceeds
Drawdown/(Increase) in FasTracks Construction Reserve
Contributed Capital

Capital Expenditures - Combined System
Prior Year Approved Capital
Facilities Construction & Maintenance
Bus Transfer Stations
Denver Union Station
Park-n-Rides
LRT Construction
LRT Transit
Fleet Modernization & Expansion
Unallocated Capital
Fastracks Program
36,468
245
146
(75)
1,570
12,981
2,854
4,049
5,110
649,206
712,554
Current Activity - Combined System
393,661 $
542,266
46,973
550
511
204
4,122
1,532
7,323
14,750
200
709,408
1,327,839
(287,940) $
35,025
550
511
204
4,122
1,532
7,323
14,750
200
709,408
773,625
807,279
45,526
51
2,470
798
134
26,381
8,904
150
817,157
1,708,850
Page 32
Page 33

($ In 000'S)
2010
Actual
Combined
Beginning Net Assets
Sources
Uses
Debt and Reserves
Capital Expenditures
Subtotal Current Activity
Depreciation and Amortization
Other1
Total Changes in Net Assets
Ending Net Assets
2011
Amended
2011
Projected
2012
Adopted
$ CHNG
% CHNG
$ 2,046,175 $ 2,203,764 $ 2,203,764 $ 2,285,219 $

81,455
711,756
886,628
890,577
876,431
(10,197)
(396,113)
(439,543)
(423,324)
(508,890)
(69,347)
790,572
587,814
575,866
33,492
(554,322)
(712,554)
(1,327,839)
(773,625)
(1,708,850)
(381,011)
393,661
(292,940)
269,494
(1,307,817)
(1,014,877)
(105,535)
(102,313)
(102,313)
(102,402)
(89)
(130,537)
84,991
(85,726)
809,184
724,193
157,589
(310,262)
81,455
(601,035)
(290,773)
$ 2,203,764 $ 1,893,502 $ 2,285,219 $ 1,684,184 $
3.7%
-1.2%
15.8%
-94.3%
28.7%
346.4%
0.1%
852.1%
93.7%
(209,318)
-11.1%
Net Assets
Invested in Capital Assets, Net of Related Debt
Nonspendable Net Assets
Debt Service Reserves 2
Other Designated Reserves 2
Unexpended Project Reserves
Tabor Reserve
FasTracks Contingency Reserve3
FasTracks Construction Reserve4
Board Appropriated Fund Balance
Restricted Net Assets
Capital Replacement Fund
Operating Reserve
Unrestricted Funds
Unrestricted Net Assets
Total Net Assets
979,664
979,664
1,245,155
1,245,155
1,395,155
1,395,155
1,152,575
1,152,575
(92,580)
(92,580)
-7.4%
-7.4%
58,919
102,951
617,969
15,485
30,000
333,929
1,159,253
65,525
89,596
28,080
16,200
30,000
372,919
602,320
65,525
325,596
28,080
16,200
30,000
365,432
830,833
65,124
79,017
28,079
16,708
30,000
254,084
13,200
486,212
(401)
(10,579)
(2)
508
(118,835)
13,200
(116,109)
-0.6%
-11.8%
0.0%
3.1%
0.0%
-31.9%
100.0%
-19.3%
19,805
45,042
64,847
21,727
24,300
46,027
21,727
37,504
59,231
6,000
2,859
36,539
45,398
6,000
(18,868)
12,239
(629)
100.0%
-86.8%
50.4%
-1.4%
(209,318)
-11.1%
$ 2,203,764 $ 1,893,502 $ 2,285,219 $ 1,684,184 $
Reconciling items reflect cash activity in capital projects, inventory, accounts receivable and prepaids, accruals and capitalized interest.
Reserves are included in designated w orking capital and include funds that are legally restricted by bond covenants, Board designation and policy guidelines.
Reserves are an appropriated reserve w hich is available to fund future year expenditures for the FasTracks program.
Reserves respresent revenues that are designated to be spent in future years for the construction of the FasTracks capital program.
3
4
Page 34
Page 35
This page intentionally left blank.
Page 36
Part V. 2012 Goals and Performance Measures
Page 37
2012 Goals and Performance Measures

Introduction
Each year the RTD Board of Directors adopts a mission statement, goals, objectives, and
specific performance measures. These measures provide a framework in which RTD can
determine how well it provides service to its passengers and the citizens of the District. A report
detailing year-to-date performance on each of these measures is presented to the Board of
Directors at the end of each quarter.
In the preparation of the 2012 Budget, the goals and performance measures for 2011 were
reviewed and updated to reflect changes to project-specific objectives. These performance
measures are presented here. The Board of Directors reviewed the mission statement, goals,
objectives, and performance measures for the year 2012 and adopted them in April 2011.
RTD Vision and Mission Statement

The District's vision is "to deliver regional multimodal transportation services and infrastructure
improvements that significantly and continually increase transit market share".
The Districts mission is "to meet our constituents present and future public transit needs by
providing safe, clean, reliable, courteous, accessible, and cost-effective service throughout the
District".
RTD Goals, Objectives, and Performance Measures

The RTD Board of Directors adopted seven specific goals in support of this vision and mission
statement:
Goal 1:
To meet the present transportation needs of the District by providing safe

Goal 2:
To meet the present transportation needs of the District by providing clean

Goal 3:
To meet the present transportation needs of the District by providing reliable

Goal 4:
To meet the present transportation needs of the District by providing courteous

Goal 5:
To meet the present transportation needs of the District by providing accessible

Goal 6:
To meet the present transportation needs of the District by providing costeffective and efficient transportation service.
Goal 7:
To meet the future transportation needs of the District.
Page 38
The following pages present the objectives and specific performance measures associated with
these goals.
Page 39
2012 PERFORMANCE REPORT

VISION
TO DELIVER REGIONAL MULTI-MODAL TRANSPORTATION SERVICES AND INFRASTRUCTURE
IMPROVEMENTS THAT SIGNIFICANTLY AND CONTINUALLY INCREASE TRANSIT MARKET SHARE.
MISSION STATEMENT
TO MEET OUR CONSTITUENTS PRESENT AND FUTURE PUBLIC TRANSIT NEEDS BY OFFERING SAFE,
CLEAN, RELIABLE, COURTEOUS, ACCESSIBLE, AND COST-EFFECTIVE SERVICE THROUGHOUT THE
DISTRICT.
GOAL 1: TO MEET THE PRESENT TRANSPORTATION NEEDS OF THE DISTRICT BY PROVIDING SAFE
TRANSPORTATION SERVICE.
Objectives:
Reduce vehicle accident ratio

Increase preventive maintenance
Reduce passenger accident ratio
Improve light rail safety
Improve employee safety
PERFORMANCE MEASURES:
1.1 Reduce the number of safety incidents.
(Department: Bus Operations)
Vehicle Accident Involvements per 100,000 miles Preventable
RTD
First Transit - Commerce City
Veolia
First Transit Denver*
First Transit Longmont*
Passenger Accident Ratio per 100,000 miles System-wide
RTD
Veolia
Operator or Passenger Assault Ratio per 100,000 boardings
2009
Actual
2010
Actual
2011
Goal
2011
3rd Qtr
2012
Goal
1.1
0.8
1.9
1.4
1.4
N/A
0.7
0.3
1.4
1.5
0.9
N/A
2.0
2.0
2.0
2.0
2.0
N/A
1.1
0.9
1.5
1.4
1.1
N/A
2.0
2.0
2.0
2.0
2.0
2.0
0.14
0.16
0.12
0.17
0.11
N/A
0.11
0.08
2
0.21
3
0.19
0.06
N/A
0.18
0.18
0.18
0.18
0.18
N/A
0.08
0.08
0.14
0.11
0.03
N/A
0.18
0.18
0.18
0.18
0.18
0.18
0.04
0.04
0.06
0.04
0.06
*Historically tracked as combined Denver/Longmont. Starting in 2012, First Transit will be disaggregated as Denver and Longmont stand-alone
operations and metrics will be tracked separately.
1
An accident is considered preventable any time the operator was not driving in full compliance with all applicable laws and regulations and in such a
manner as to avoid involvement despite adverse conditions of road, weather or traffic or the errors of pedestrians or other drivers.
2
There were an unusual number of accidents reported in Q1 of 2010 that were caused by passengers while the bus was stopped and not the result of
the operators actions. Performance under this measure improved through the remainder of the year.
3
Veolia has counseled its drivers about the importance of maintaining safe driving habits, including avoiding having to make sudden stops.
Page 40
1.2 Percentage of Preventive Maintenance inspections incurred

1
as scheduled every 6,000 miles.
Percentage of Preventive Maintenance inspections incurred as
scheduled every 6,000 miles system wide
RTD
Veolia
2009
Actual
2010
Actual
2011
Goal
2011
3rd Qtr
2012
Goal
99.2%
99.4%
98%
99.3%
98%
99.5%
99.4%
96.8%
100.0%
N/A
99.4%
100%
98.1%
99.9%
N/A
98%
98%
98%
98%
N/A
99.4%
100%
97.1%
100%
N/A
98%
98%
98%
98%
98%
1
Inspections are scheduled 600 miles prior to 6,000 miles or 600 miles after 6,000 miles.
1.3 Improve response time to emergency dispatch calls.

2009
Actual
2010
Actual
2011
Goal
2011
3rd Qtr
2012
Goal
Average Response Time
19 sec.
19 sec.
20 sec.
19 sec.
20 sec.
1.4 Reduce the number of light rail accidents.

(Department: Rail Operations)
2009
Actual
2010
Actual
2011
Goal
2011
3rd Qtr
2012
Goal
3.0
2.0
4.0
1.0
4.0
N/A
N/A
N/A
N/A
2.0
Reportable Light Rail/Auto Accidents per month

Reportable Light Rail/Auto Acc. per 100,000 miles Preventable
This goal will be measured for the first time in 2012. An accident is considered preventable any time the operator was not driving in full
compliance with all applicable laws and regulations and in such a manner as to avoid involvement despite adverse conditions of road, weather or
traffic or the errors of pedestrians or other drivers.
GOAL 2: TO MEET THE PRESENT TRANSPORTATION NEEDS OF THE DISTRICT BY PROVIDING CLEAN
Objectives:
Prompt graffiti removal

Prompt bus interior and exterior cleaning
Prompt shelter cleaning
2.1 Prompt response to facility complaints.
(Department: Safety, Security, and Facilities)
Average Response Time Public Complaints
Average Graffiti Complaints per Month
Average Facilities Maintenance Complaints per Month
2009
Actual
2010
Actual
2011
Goal
2011
3rd Qtr
< 4 hours < 4 hours 4 hours <4 hours 4 hours

0.5
0.75
1.5
0.22
1.5
1
12.94
10.71
10.5
9.56
10.5
Primarily due to elevator complaints at a recently opened garage in Broomfield, resolved in January.
2012
Goal
Page 41
2.2 Prompt response to vehicle complaints.

Average Overdue Bus Interior Cleaning per Month
RTD
Veolia
2009
Actual
2010
Actual
0.3
N/A
N/A
N/A
N/A
N/A
0.7
N/A
N/A
N/A
N/A
N/A
2011
Goal
2011
3rd Qtr
2012
Goal
1.0
1.0
1.0
1.0
1.0
N/A
0.165
0.66
0.00
0.00
0.00
N/A
1.0
1.0
1.0
1.0
1.0
1.0
2
Prior to 2011, this measure was not reported by service provider.
GOAL 3: TO MEET THE PRESENT TRANSPORTATION NEEDS OF THE DISTRICT BY PROVIDING RELIABLE
Objectives:
Improve on-time performance
Improve miles between lost service road calls
Decrease number of missed trips
3.1 Maintain system-wide on time performance.
(Departments: Bus Operations, Rail Operations)
Local On-Time Service System-wide
RTD Local
Veolia
1
Regional & Express On-Time Service
1
Light Rail - On-Time Service
2
Light Rail - Service Available
2009
Actual
2010
Actual
2011
Goal
2011
6
3rd Qtr
2012
Goal
88.6%
88.7%
88.6%
87.9%
88.8%
N/A
94.2%
99.96%
N/A
88.6%
89.2%
3
87.5%
4
87.9%
89.0%
N/A
5
93.9%
92.2%
99.9%
88.0%
88.0%
88.0%
88.0%
88.0%
N/A
94.0%
90.0%
99.0%
86.7%
86.6%
87.0%
85.2%
87.6%
N/A
89.7%
7
88.3%
99.93%
88.0%
88.0%
88.0%
88.0%
88.0%
88.0%
94.0%
92.0%
99.0%
On-time is arrival at a location no more than 1 minute early and no more than 5 minutes after the scheduled arrival time.
Service availability is the percentage of scheduled service, measured in revenue hours, actually delivered.
3
Measure has improved since Q3-10 when it was 86.3%. First Transit reported increase in passenger loads.
4
Primarily due to changes to routes 16, 30, 31; expected to have been rectified in January. Passenger loads also up.
5
Primarily coming from US 36 corridor construction, street supervisors are monitoring and implementing corrective measures.
6
Service planning has made schedule adjustments in August to address on-time issues and the measurement is expected to be back on track by end
of year.
7
Light Rail On-Time Service was impacted in the third quarter by the shutdown of portions of the CPV and Central Corridors from July 21 to August
14 during the DUS station relocation. Reprogramming of traffic signals was also being implemented during the third quarter, which negatively
impacted on-time performance.
2
Page 42
Local Service On-Time Performance - 2007-2012

100%
87.7%
88.4%
88.6%
88.6%
86.7%
88.0%
2007
2008
2009
2010
2011 Q3
2012 Goal
80%
60%
40%
20%
0%
3.2 Adherence to scheduled Revenue Service trip start time.

2009
Actual
2010
Actual
2011
Goal
2011
3rd Qtr
2012
Goal
Adherence to scheduled Revenue Service trip start time system wide

RTD
Veolia
100%
100%
100%
100%
100%
N/A
100%
100%
100%
100%
100%
N/A
99.0%
99.0%
99.0%
99.0%
99.0%
N/A
100%
100%
100%
100%
100%
N/A
99.0%
99.0%
99.0%
99.0%
99.0%
99.0%
* Historically tracked as combined Denver/Longmont. Starting in 2012, First Transit will be disaggregated as Denver and Longmont stand-alone
Page 43
3.3 Improve miles between road calls.

(Departments: Bus Operations)
1,4
Mileage Between Lost Service Maintenance Road Calls (District)
2009
Actual
2010
Actual
2011
Goal
2011
3rd Qtr
2012
Goal
31,453
30,807
26,000
30,869
26,000
RTD
Transit Bus
Small Bus
Medium Bus
Articulated Bus
Intercity Bus
28,966
28,369
N/A
32,070
17,581
39,423
28,956
28,963
N/A
30,449
20,688
34,683
26,000
28,440
27,919
N/A
N/A
19,945
34,950
26,000

Transit Bus
35,871
43,898
33,942
41,437
26,000
37,492
40,730
26,000
Small Bus
Medium Bus
N/A
16,606
N/A
15,435
Veolia
Transit Bus
Small Bus
Medium Bus
29,793
26,953
N/A
38,633
24,171
21,331
N/A
32,147
26,000
24,893
20,274
N/A
39,957
26,000
40,228
60,054
N/A
20,107
67,273
46,521
59,470
N/A
27,850
59,842
26,000
44,898
61,246
N/A
27,895
24,391
26,000
N/A
N/A
N/A
N/A
26,000
705
902
600
1,198
600

Transit Bus
Small Bus
Medium Bus
Cutaway Bus
Transit Bus
Small Bus
Medium Bus
Cutaway Bus
2
Hours Between Lost Service Maintenance Road Calls (Mall)
N/A
24,822
District-wide mileage between lost service maintenance road calls excludes the Mall Shuttles.
2
Maintenance effectiveness for the Sixteenth Street Mall Shuttle is measured in terms of service hours.
3
Veolia experienced a high degree of turnover in the maintenance area in the second quarter, resulting in degradation of maintenance performance.
Staffing levels have been restored and RTD is seeing resolution and receiving support from Veolia corporate office. The measure is up from 22,590
at Q3-10.
Mileage Between Lost Service Road Calls - 2007-2012

35,000
30,000
31,453
26,323
25,174
2007
2008
30,807
30,869
26,000
25,000
20,000
15,000
10,000
5,000
0
2009
2010
2011 Q3
2012 Goal
Page 44
GOAL 4: TO MEET THE PRESENT TRANSPORTATION NEEDS OF THE DISTRICT BY PROVIDING COURTEOUS
Objectives:
Reduce customer response time

Limit customer complaints
Decrease average wait time for telephone information
Complete installation of shelter boards by date of service change
4.1 Reduce average customer response time.
(Department: Communications)
2009
Actual
2010
Actual
2011
Goal
2011
3rd Qtr
2012
Goal
Average TIC Call Wait Time (in seconds)

Response Time On TIC Customer Inquiries
72
1 day
63
1 day
75
1 day
75
1 day
75
1 day
Average TIC Call Wait Time - 2007-2012

100
80
92.0
73.0
75.0
75.0
2011 Q3
2012 Goal
72.0
63.0
60
40
20
0
2007
2008
2009
2010
Page 45
4.2 Improve level of customer complaints.

(Departments: Bus Operations, Communications)
2009
Actual
2010
Actual
2011
Goal
2011
2
3rd Qtr
2012
Goal
Avg. Response Time to Customer Complaints

Initial Response
Final Resolution
Complaints per Boardings (District)
2
2
2
2
2
business business business business business
days
days
days
days
days
9.0
8.5
10
9.6
10
business business business business business
days
days
days
days
days
1
3
.0002
.0003
.0002
.0003
RTD
Local
Express
.0002
.0002
.0002
.0003
.0003
.0002
.0002

Local
Express
.0003
.0003
.0003
.0003
.0003
.0005
.0002
.0003
Veolia
Local
Express
.0003
.0003
.0004
.0004
.0004
.0009
.0002
.0003

Local
Express
.0003
.0003
.0003
.0003
.0003
.0003
.0002
.0003
N/A
N/A
N/A
.0003

Local
Express
* Historically tracked as combined Denver/Longmont. Starting in 2012, First Transit will be disaggregated as Denver and Longmont stand-alone
1
Customer complaints have increased across the entire system due to the fare enforcement campaign, implementation of the stroller policy and the
posting of Title VI signs.
2
Complaints by type are being monitored by bus operations, however, they have been unable to gather information from the Trapeze monitoring
system at this time to report on this measure. Bus operations is investigating the problem and we will provide the year-to-date measurement at the
same time.
3
All complaints are included in this measure. Complaints by type will be monitored and reported by bus operations.
4.3 Complete installation of shelterboards by date of service change.

(Department: Customer Services)
Implementation scheduled for January 2012, May 2012, and August 2012 dates.
Page 46
GOAL 5: TO MEET THE PRESENT TRANSPORTATION NEEDS OF THE DISTRICT BY PROVIDING ACCESSIBLE
TRANSPORTATION SUPPORT SERVICE.
Objectives:
Improve on-time performance standards
Improve ADA trip availability
Improve ADA courtesy
5.1 Improve ADA on-time performance.
2009
Actual
2010
Actual
Access-a-Ride On-time Service
96.2%
95.3%
2011
Goal
2011
3rd Qtr
2012
Goal
96.0%
96.4%
96.0%
Access-a-Ride service experienced an increase in demand during the third quarter. Vehicle deployment has been adjusted to accommodate the
increased demand but has yet to be recalibrated properly to fully correct the situation; resolution continues.
access-a-Ride On-Time Performance - 2007-2012

100%
97.3%
95.4%
96.2%
95.3%
96.4%
96.0%
2007
2008
2009
2010
2011 Q3
2012 Goal
80%
60%
40%
20%
0%
5.2 Improve ADA trip availability.

2009
Actual
2010
Actual
2011
Goal
2011
3rd Qtr
2012
Goal
Adherence to ADA mandate to have zero denials to service request
100%
100%
100%
100%
100%
5.3 Improve ADA courtesy.

2009
Actual
2010
Actual
2011
2
Goal
2011
3rd Qtr
2012
Goal
Average ADA complaints per boarding
0.0017
0.0012
0.0010
.0008
0.0010
2011 will be the first year for RTD to track this measurement.
Page 47
GOAL 6: TO MEET THE PRESENT TRANSPORTATION NEEDS OF THE DISTRICT BY PROVIDING COSTEFFECTIVE AND EFFICIENT TRANSPORTATION SERVICE.
Objectives:
Maintain cost recovery ratios

Increase ridership
Increase farebox and EcoPass revenue
Improve route efficiency
Monitor selected internal functions for efficiency
Maintain cost effective and efficient transportation services
Hire and train competent personnel
6.1 Maintain all required recovery ratios.
(Department: Finance)
2009
Actual
2010
Actual
2011
Goal
2011
3rd Qtr
2012
Goal
Operating Cost Recovery Ratio
25.9%
30.0%
20%
30.0%
20%
Operating Revenue Recovery Ratio - 2007-2012

30.0%
30%
30.0%
25.9%
25%
21.5%
22.6%
20.0%
20%
15%
10%
5%
0%
2007
1
2
2008
2009
2010
2011 Q3
2012 Goal
6.2 Increase ridership.

2009
Actual
2010
Actual
2011
Goal
2011
3rd Qtr
2012
Goal
Overall Ridership Increase
-5.2%
-0.9%
-3.0%
1.2%
Note
Ridership has been impacted by the local economy and an unemployment rate of 8.7%.
Overall ridership goal will be brought before the Board after adoption of the 2012 Budget and associated service levels.
Page 48
Ridership Increase Over Prior Year - 2007-2012

12%
10%
8%
6%
4%
2%
0%
-2%
-4%
-6%
11.0%
8.0%
1.2%
-0.9%
-3.0%
2007
2008
-5.2%
2009
2010
6.3 Increase in fare revenue, EcoPass revenue, and total revenue.

(Departments: Finance, Communications)
Fare Revenue
EcoPass Revenue
Total Operating Revenue
3
4
2011 Q3
2012 Goal
2009
Actual
2010
Actual
2011
Goal
2011
3rd Qtr
2012
Goal
10.8%
1.0%
5.4%
11.6%
Note
20.4%
-2.0%
0.0%
13.7%
0.0%
N/A
N/A
6.1%
11.9%
Note
Fare increases took effect 1/1/08, 1/1/09, and 1/1/11. Prior to 2012, this measurement was farebox revenue only.
This goal will be determined by the financial plans inherent in the 2012 Adopted Budget.
Farebox Revenue Increase - 2007-2012

20%
17.0%
16%
14.5%
11.60%
10.8%
12%
10.4%
8%
4%
1.00%
0%
2007
2008
2009
6.4 Monitor selected internal functions for efficiency.

(Department: Communications)
Audits
2010
2011 Q3 2012 Goal
2009
5
Actual
2010
Actual
2011
Goal
2011
3rd Qtr
2012
Goal
10
20
20
15
20
While the original adopted goal for 2009 was 20 audits, due to the decision to not recruit and hire a replacement auditor, the goal for 2009 and 2010
was revised to10 audits.
Page 49
6.5 Maintain bus operator/mechanic headcount within

1
authorization.
2
Bus Operator Vacancies

Bus Operator Over Headcount
Bus Mechanic Vacancies
Bus Mechanic Over Headcount
1
2
2010
Actual
2011
Goal
2011
3rd Qtr
2012
Goal
0.0%
2.3%
5.0%
3.4%
5.0%
2.8%
2.7%
0.0%
0.0%
3.9%
0.0%
4.0%
7.5%
0.0%
0%
0.9%
0%
4.0%
7.5%
0.0%
Authorized headcount represents the level of personnel required to meet service demands in the current runboard.
Human Resources has been authorized to exceed authorized headcount to compensate for operator attrition.
6.6 Maintain stock-out level.

(Department: Administration)
3
Stock-Out Level
3
2009
Actual
2009
Actual
2010
Actual
2011
Goal
2011
3rd Qtr
2012
Goal
0.7%
0.8%
1.5%
1.0%
1.5%
Calculated as number of stock-out occurrences divided by number of requests.
Page 50
GOAL 7: TO MEET THE FUTURE TRANSPORTATION NEEDS OF THE DISTRICT.

7.1 Deliver civic and neighborhood presentations to communicate
with the public regarding service issues.
(Departments: Communications, Executive Office, Bus Operations,
Planning)
Communications
General Manager
Service Change
Route and Service Planning
Local Government Planning Workshops
Community Advisory Committee Meetings
Info Rides
2009
Actual
2010
Actual
2011
Goal
2011
3rd Qtr
2012
Goal
65
28
22
58
3
13
65
64
62
35
54
3
13
45
3
4
75
34
33
58
7
8
56
3
4
The Board of Directors does not adopt goals for these performance measures.
7.2 Accurate Financial Analysis

Distinguished Budget Presentation Award
Certificate of Achievement for Excellence

in Financial Reporting
2010
Actual
2011
Goal
2011
Actual
2012
Goal
Received
Receive
Received
Receive
Distinguished
Distinguished
Distinguished
Distinguished
Budget
Budget
Budget
Budget
Presentation
Presentation
Presentation
Presentation
Award from the
Award from the
Award from the
Award from the
Government
Government
Government
Government
Finance Officers
Finance Officers
Finance Officers
Finance Officers
Association by
Association by
Association in third
Association in third
quarter.
year-end.
quarter.
year-end.
Received
Receive Certificate
Receive Certificate
Certificate of
of Achievement for
of Achievement for
Excellence In
Achievement for
Excellence In
Financial Reporting
Excellence In
Financial Reporting
Financial Reporting
from the
from the
N/A
from the
Government
Government
Finance Officers
Government
Finance Officers
Association by
Finance Officers
Association by
year-end.
Association in
year-end.
fourth quarter.
Page 51
Page 52
Part VI. 2012 Revenues
Page 53
2012 Base System Operating Revenue Summary

Source
Sales Tax
Use Tax
Fed. Grants - Operating
Carryforward (Expense) Grants
Fed. Grants 5307
Fed. Grants - Tech Assistance
Fed. Grants - Other
Fed. Grants - ARRA
Farebox Revenues
Investment Income
Joint Venture Revenue
Other Income
TOTAL
($ in 000s)
2010
Actual
2011
Amended
$ 217,770
20,759
0
0
85,485
0
18
7,152
97,942
3,301
195
1,350
918
2,859
$ 437,749
$ 227,789
23,693
386
0
55,050
11,285
13,738
0
103,236
4,000
115
2,290
825
1,913
$ 444,320
2011
Projected
$ 226,525
22,187
386
(7,640)
55,050
11,285
13,738
0
110,000
4,000
560
1,690
825
2,679
$ 441,285
2012
Adopted
$ 236,605
21,874
3,112
7,640
56,127
7,753
4,671
0
106,230
4,000
576
468
849
2,348
$ 452,253
$ Change
% Change
11 Amend
11 Amend
12 Adopt
12 Adopt
$
8,816
3.9%
(1,819)
-7.7%
2,726
706.2%
7,640
100.0%
1,077
2.0%
(3,532)
-31.3%
(9,067)
-66.0%
0
n/a
2,994
2.9%
0
0.0%
461
400.9%
(1,822)
-79.6%
24
2.9%
435
22.7%
$
7,933
1.8%
Base Sales Tax

Sales Tax, which has been imposed and collected since January 1, 1974, is collected upon all
transactions specified by the Colorado General Assembly. While RTDs tax base is similar to that on
which the State collects its own sales tax, there are a few differences in taxability of certain items
between the two entities. Sales tax must be collected at the time of the transaction. The State of
Colorado is responsible for collecting and processing all RTD sales tax revenues, and it retains a
small amount of sales tax revenues to cover its incremental costs. The maximum amount to be
retained by the State is specified by statute and is partially offset by any interest income that accrues
to the State between the receipt of the revenues from the vendors and their disbursement to RTD.
Prior to January 1, 2005, the statutory sales tax rate was 0.6%. The
FasTracks ballot initiative that was passed by the voters of the
District on November 2, 2004 raised the sales tax rate to 1.0%, with
the requirement that the portion attributable to the additional 0.4% be
used to fund the FasTracks transit expansion program. Therefore,
these additional funds generated by the increased sales tax are budgeted under a separate line item
in the FasTracks Revenues section, titled FasTracks Sales and Use Tax.
As of January, 1, 2005,
RTD collects a 1% tax on
total sales in the district.
RTD forecasts sales tax revenue

using data forecasts provided by
the CU-Leeds School of Business.
RTDs estimated future sales tax revenues are based on

statewide sales tax growth forecasts issued by the
University of Colorado - Leeds School of Business adjusted
for RTD tax structure differences. RTD contracted with the
Leeds School in 2011 for the production of quarterly sales
tax data forecasts.
The following chart shows the trend in RTD Base System sales tax revenues over the past ten years.
Prior to 2000, sales tax revenues increased steadily due to population growth and a strong economy
Page 54
in the Denver area. In 2002 and 2003, growth in sales tax receipts slowed. This decline reversed in
2004, with increases due to the annexations of the City of Lone Tree and the Park Meadows Mall
and modest growth in sales tax receipts from the remainder of the District.
Growth continued in 2005, 2006, and 2007, but at slower-than-projected rates. In 2008 there was a
decline in sales tax collections from the prior year of 1.5% due to the onset of the recession which
dramatically impacted the region in 2009. As the recession deepened,
RTD sales tax collections declined further by 9.4% in 2009 from 2008. In
Sales tax collections
2010, the economy began to recover and RTD sales tax collections
began to recover in
increased by 6.4%. The 2011 projected budget shows an increase of
2010. Projections for
4.0% over 2010 actuals. The 2012 Adopted Budget reflects an increase
2012: 4.4% increase
of 3.9% in sales tax revenue over the 2011 Amended Budget, and an
over 2011.
increase of 4.4% over the 2011 projected level.
RTD Base Sales Tax Revenues - 2002-2012

(millions of dollars)
$260
$229.4
$240
$226.5
$219.2
$220
$217.8
$212.0
$204.7
$202.3
$200
$236.6
$225.9
$194.7
$192.2
$180
$160
$140
$120
$100
Base Use Tax

RTD has authority to
levy a 1% use tax in
the District.
In 1989, the Colorado Supreme Court ruled that RTD was allowed to
levy a use tax on items purchased for use inside the District. This
ruling complements the existing authority to levy a sales tax.
As is the case with RTDs sales tax, the statutory use tax rate was
0.6% before January 1, 2005. The FasTracks ballot initiative that was passed by the voters of
the District on November 2, 2004 raised the use tax rate to 1.0%, with the requirement that the
portion due to the additional 0.4% be used to fund the FasTracks transit expansion program.
Page 55
Therefore, these additional funds generated by the increased use tax are budgeted under a
separate line item in the FasTracks Revenues section, titled FasTracks Sales and Use Tax.
RTDs estimated future use tax revenues are based on statewide use tax growth forecasts
issued by the University of Colorado - Leeds School of Business adjusted for RTD tax structure
differences. RTD contracted with the Leeds School in 2011 for the production of quarterly use
tax data forecasts.
The chart below shows the trend in RTD use tax revenues over the past ten years. As with the
sales tax, use tax revenues had been increasing steadily prior to 2000 due to the steady
population growth and a strong economy in the Denver area. However, use tax receipts
declined with the economy in 2001 and this trend continued in 2002-2003. Use tax receipts in
2004 and 2005 reflected a rebound in growth, but receipts in 2006-2008 increased at rates
lower than projected.
The profound effect of the recession caused a 16.5% decline in 2009 use tax collections over
2008. As the economy began to recover in 2010, Base System use tax rebounded 14.2% to
$20.8 million. Due to improving collections and favorable growth forecasted by the Leeds
School of Business, the 2011 projected budget reflects an increase of 6.7% in use tax revenue
over 2010 actuals. However, due to inherent volatility in use tax
Use tax receipts are
receipts, the 2012 Adopted Budget reflects a decrease of 7.7% in
inherently volatile.
use tax revenue from the 2011 Amended Budget, and a slight
decrease of 1.3% from the 2011 projected level.
RTD Base Use Tax Revenues - 2002-2012
$28
$26
$24
$21.7
$22
$20
$21.7
$22.2
$21.8
$19.0
$18.9
$18.2
$21.9
$20.8
$20.7
$18.2
$18
$16
$14
$12
$10
Page 56
Federal Grant Revenue

The District is a designated recipient of federal funds from the Federal Transit Administration
(FTA). Federal grant income is applied in the form of operating assistance for use on operating
projects, planning assistance, and capital assistance. Section 5307 funds for the years 1999
through 2003, a portion of which is collected from Federal fuel taxes, were allocated to all
eligible areas in the Transportation Efficiency Act for the 21st Century (TEA-21) legislation
passed by Congress in 1998. The Safe, Accountable, Flexible, and Efficient Transportation
Equity Act - A Legacy for Users (SAFETEA-LU) legislation passed by Congress in 2005
reauthorized federal transportation grant programs through 2009 and through March 2012 by a
series of extensions. Section 5307 Funds and other federal grants were fully authorized for
2011 by the FTA in May 2011. Grant income is awarded through a proposal process. RTD
competes with other transportation organizations for these discretionary funds each fiscal year.
As of the adoption of the 2012 Budget, the federal government had not approved a final budget
for fiscal year 2012. However, FTA had published estimates of grant funding to be made
available to eligible areas, and these estimates were used to forecast grant receipts in the 2012
Adopted Budget. Other operating grant revenues are forecast based on specific projects that
have been identified for funding through the Districts planning process.
The chart on the next page shows the trends in federal operating
and capital maintenance grant revenues over the past ten years.
In 1997, the FTA began to allow certain expenditures classified
by RTD as operating expenditures to be programmed for Section
5307 capital grants under a new category of grants called
"Capital Maintenance". In 1998, the FTA expanded the range of
projects that were considered eligible for these capital maintenance funds. As a result, RTD
has chosen to use as much of its Section 5307 funding as possible for capital maintenance
projects, and the total revenues from these sources increased substantially between 2002 and
the 2011 projection.
RTD uses as much of
Section 5307 funding as
possible for capital
maintenance projects.
With the U.S. Congress adoption of the American Recovery

The receipt of ARRA funds
and Reinvestment Act (ARRA) of 2009, RTD was privileged to
in 2010 totaled $72.8 million
be designated to be eligible to receive approximately $72.8
for operating and capital
million in new funding for its operating and capital projects.
projects.
Of the total ARRA funds made available for RTD,
approximately $28.8 million were allocated for FasTracks
projects, including capital maintenance costs. Of the ARRA funds made available for base
system, the majority were expended in capital maintenance in 2010, which accounts for the
sharp rise in 2010 grant revenue in the chart. In the 2011 projection, funds from this source are
projected to decline. Total federal grant revenue in the 2012 Adopted Budget is expected to
increase over the 2011 projection largely due to the carry-forward of grant funds on projects that
were not completed in the prior year.
Page 57
Federal Operating and Capital Maintenance Grant Revenue 2002-2012

$100
$92.7
$90
$79.3
$80
$72.8
$68.2
$70
$60
$50.8
$47.0
$50
$37.8
$40
$39.6
$41.3
$42.8
$35.1
$30
$20
$10
$0
An FTA-approved enhancement made in 2009 to RTD grant drawdown management was the
inclusion of contract maintenance incurred through fixed route carriers and RTD Rail Operations
in 5307 eligible costs. This has served to accelerate cash flows for RTD in a time of economic
scarcity and has helped avoid delays in the receipt of certain federal funds.
The passage of SAFETEA-LU in 2005 brought RTD two additional categories of grant revenues
in 2007 through 2012. The Job Access and Reverse Commute Program (JARC) provides grant
funds for services designed to transport low-income urban residents to jobs in suburban areas.
The New Freedom program provides grant funds for services to the disabled beyond those
required by the Americans with Disabilities Act (ADA).
Additionally, RTD is the recipient of funding for FasTracks for the development of station area
master plan work for the North Metro Corridor, West Corridor, East Corridor, Gold Line Corridor,
I-225 Corridor, and US 36 Corridor.
Farebox Revenue
Farebox revenue includes all revenues collected on behalf of passengers using RTD services.
These include cash collected from passengers on a vehicle, prepaid tokens, multiple-ride
tickets, monthly passes sold at approximately 250 outlets throughout the RTD service area, and
several prepaid annual pass programs. Fares are charged for all RTD bus and rail services,
whether operated by RTD or its private contractors, with the exception of the free Sixteenth
Street Mall shuttle service in downtown Denver. The Districts policy incorporates in its fare
structure discount programs to assist both transit dependent, economically disadvantaged
Page 58
customers and other groups. A summary of the Districts current fare structure is included in
Part III of this document.
In prior years, RTD has forecast its farebox revenue
Farebox revenue is expected to rise
based on projected fares and future service levels.
12.3% in 2011 due to a fare increase,
The impacts of service changes are forecast based
but decline 3.4% in 2012 due to a
on the amount and type of service to be provided.
$10.7 million service reduction
RTDs farebox revenue for 2011 is projected to
required to balance the budget.
increase 12.3% over 2010 due to a farebox rate
increase. For the 2012 Adopted Budget, RTD
forecasts a 3.4% decrease in total farebox revenue from 2011 due to a service reduction of
approximately $10.7 million imposed by the need to balance the budget in 2012 and beyond.
The budget shortfall requiring a service adjustment arose from the dramatic decline in sales and
use taxes in 2009 and subsequent slow recovery from the recession. This lower sales and use
tax revenue base has had a cumulative effect on the year-end fund balance in successive
years. Without intervention such as a service adjustment, the year-end fund balance would
continue to decline and result in budget shortfalls in future years.
The chart on the next page shows an overall upward trend in RTD farebox revenues over the
past ten years. RTD had experienced steadily increasing ridership since 1993, resulting in
progressively increasing fare revenues until 2002. In 2002, RTD ridership declined due to the
economic downturn in the Denver area. Service reductions were undertaken due to the decline
in tax revenues during this downturn. These declines had a stagnating impact on farebox
revenue between 2002 and 2003. Ridership growth resumed in 2004 as the regional economy
began to recover.
In 2002, RTD implemented a fare increase and restructuring. In 2004, RTD accelerated
planned fare increases and restructured its Eco Pass fare program. In 2006, RTD implemented
a fare increase of 20% on its local services and 10% on its Eco Pass program. An additional
fare increase of 12.8% was budgeted and implemented in 2008, one year ahead of schedule.
This was done in order to compensate for slowing sales and use tax collections, increases in
system maintenance requirements for increased ridership, higher per gallon fuel costs,
increasing costs on vehicle repair parts, the 2006 union labor contract, and rising health care
cost trends.
For the second year in a row, a fare increase was implemented in 2009. It increased fares
throughout the District approximately 14% and was designed to address the severe loss of
sales and use tax revenues caused by a slowing economy. No fare increase was introduced in
2010.
In January 2011, an overall fare increase of 12.5% took effect
throughout the District. This fare increase was budgeted in
the 2011 Adopted Budget. Per current Board policy, fare
increases are planned to occur at three-year intervals in
accordance with the Strategic Budget Plan (but the Board has
discretion to increase or decrease fares). Thus, no fare increase is budgeted in the 2012
Adopted Budget however, fare revenue is budgeted to decrease due to the planned service
reduction.
Fare increases are planned
every three years, but the
RTD Board has discretion.
Page 59
RTD Farebox Revenues - 2002-2012

$120
$110.0
$96.9
$100
$106.2
$97.9
$88.2
$77.1
$80
$66.2
$60
$57.6
$50.0
$50.5
$55.4
$40
$20
$0
Advertising Revenue
The District earns revenue from the sale of advertising space on the interior and exterior of its
buses and rail cars and from the sale of painted buses and rail cars whose exteriors are painted
with the advertisers messages. RTD contracts with an outside agency that determines the
advertisers.
Effective January 1, 2010, RTD signed a five-year contract with an advertising agency. Under
the terms of the contract in effect at the time of budget development, RTD would receive the
greater of $2.8 million or 70% of net sales revenues per year from bus advertising. The new
contract also contained a provision for advertisement on trains for which $4.0 million was
estimated and budgeted.
Investment Income
Investment income is earned by investing RTDs investable assets as permitted by Board policy
and Colorado State Statutes. Investment income fluctuates based on the amount of funds
available for investment and interest rates. The average availability of funds for investment has
declined since 2008 due to the end of ARRA funding and
scheduled pay down of debt. Although investable funds in
Investment yields on the
2012 for the Base System are expected to remain flat
Districts investable
compared to 2011, short-term investment yields are expected
balances are forecast to be
to be much lower in 2012 than in 2011. As a result,
much lower in 2012.
investment income is forecast to decline by 72% in 2012 from
2011. The chart below shows the trends in RTD investment
Page 60
income over the past ten years. FasTracks investment income is budgeted separately and is,
therefore, not included in this section.
RTD Base System Investment Income - 2002-2012

$20
$18.8
$18
$15.3
$16
$14.3
$14
$11.0
$12
$10.1
$10.1
$10
$8
$6.7
$6
$5.0
$4
$1.7
$1.4
$2
$0.5
$0
Other Income
Other income includes rents from retail space and parking rentals, legal settlements, air-rights
lease, and various miscellaneous items. In 1982, the District entered into an agreement with a
real estate partnership to lease the air space above the District's Civic Center Station, which is
located in downtown Denver. The air rights were used to construct, lease, and operate a 21story office building, which was completed in 1987, for a period of 65 years. According to the
terms of the agreement, the District is entitled to receive 38% of the annual net cash flow
proceeds from the rental space in the office building, with a minimum annual payment of
$400,000. The District received $400,000 in 2011 for air rights income and is forecasting to
earn $400,000 in 2012.
In 1985, the District entered into a partnership agreement with another entity to operate the
parking facility located in Civic Center Station, which was renegotiated and renewed in 2003.
Under the terms of the current agreement the District receives a monthly fixed fee of $50,000,
net of operating costs. An "escalation of fixed fee" clause provides for additional payments to
the District if the monthly revenues, net of operating costs, exceed $50,000. The District is
forecasting to earn parking fees of $558,000 in 2012.
In 1986, the District entered into a retail space leasing and management agreement with a real
estate management company. The manager has the exclusive right to lease and manage the
retail space located on the street level of Civic Center Station. The District received lease
revenue of $50,000 in 2011 and has budgeted $50,000 in 2012 also.
Page 61
During 1987, a construction litigation settlement relating to the 16th Street Mall was reached,
which will provide income to maintain and repair the Mall Transit path through 2012. The actual
payments will come from an annuities contract which is maintained by a local insurance
company. The District deferred an amount equal to the net present value of the future cash
flows or $2,156,262 at the time of the settlement. The District received $120,000 from this
contract in 2011 and is forecasting to receive $120,000 in 2012.
An additional $1,219,000 from miscellaneous receipts is budgeted in 2012 based on historic
trends. RTD also has entered into lease agreements for other properties it owns at various
locations in the District, but does not currently use for transit purposes.
Denver Union Station Revenues

In August 2001, RTD purchased the historic Denver Union Station (DUS) for the purpose of
long-term development of the property as a transportation hub serving the needs of District
residents, commuters, business travelers and tourists. Since the time of the acquisition, RTD
has been responsible for the ongoing operations of the facility and has been receiving revenues
from the current tenants of the facility for its continued use.
In 2008, RTD budgeted $2,169,000 in revenues from DUS for rail operations, office leases, and
parking. Due to the 2008 initiation of Denver Union Station Project Authority (DUSPA) as the
permanent governing body for the development and operation of DUS, RTD did not budget or
plan on any revenues from such sources in 2009 and beyond. This was to accommodate the
next steps in the development of the property as a multimodal transportation hub. Although the
timing of the development did make it possible for the RTD to continue to earn money on the
property from 2009 through 2011, none was budgeted for 2012 due to the closure of the parking
facilities and commencement of contract negotiations to renovate the office space.
Excess Property Sales

When the RTD Board of Directors has authorized the sale of surplus properties, estimated
revenues are budgeted. In 2007 RTD disposed of the Fiddlers Green parking lease. There
were no sales of excess property recognized in 2008-2011, and none is anticipated for 2012.
Drawdown From Working Capital

Drawdown from working capital represents the local share of expense projects not completed in
the year the funds were originally budgeted. No drawdown is anticipated in 2012.
Page 62
2012 Base System Capital Revenue Summary

($ in 000s)
Source
2010
Actual
New Capital Revenue

Federal-New Capital
Base System Capital
ARRA Stimulus Capital
Local and Private Funds-New Capital
Base System Capital
Capital Carryforward Revenue
Federal-Capital Carryforward
Base System Capital-Carryforward
Southeast Corridor-Carryforward
CMAQ Non-Corridor Grant-Carryforward
ARRA Stimulus Capital Grant-Carryforward
Prior Year Approved Capital Carryforward
Southeast Corridor/Prior Year Reserve Draw
Local/Private-Capital Carryforward
Fund Balance-Local Carryover
Capital Acquisition Reserve Drawdown
TOTAL
2011
Amended
3,026
10,255
6,180
13,744
2011
Projected
6,180
13,744
2012
Adopted
$ Change
11 Amend
12 Adopt
960 $
0
% Change
11 Amend
12 Adopt
(5,220)
(13,744)
-84.5%
-100.0%
n/a
0
0
0
0
0
0
8,291
3,141
7,615
0
120,717
0
8,291
3,141
7,615
0
0
0
16,170
0
7,615
10,242
129,203
0
7,879
(3,141)
0
10,242
8,486
0
95.0%
-100.0%
0.0%
n/a
7.0%
n/a
0
0
0
0
0
0
0
0
0
0
n/a
n/a
4,502
2.8%
13,281 $ 159,688
38,971 $ 164,190
Federal Grants Capital

This group of line items represents capital grants for a variety of
projects, including rapid transit corridors, ARRA economic
stimulus and other projects. These grants include new grants
appropriated in the current budget year and carryforward grants
for projects not completed in prior years.
Federal grants for

capital projects include
new money and
carryforward grants.
Base System: These line items represent federal grants, including Section 5307 formula grants
and Section 5309 Fixed Guideway Modernization grants when available, and other discretionary
capital grants, used for the acquisition of assets other than new rapid transit corridors. RTD
elected to use all of its eligible Section 5307 formula grant funds in 2011 for capital maintenance
projects, which are considered operating revenues in the RTD budget. Also, in 2010 RTD was
awarded $5.2 million of funding for additional Mall Shuttle buses through a Bus Livability grant;
these funds were received in 2011 and carried over to 2012. In 2012, Federal carryforward
capital revenue is estimated to total $34.0 million and will include continuing work on the
Stapleton Park-n-Ride, the Smart Card implementation project, CNG Sensor Meter upgrades,
Fixed Route Bus Announciators, ADA Call Center software upgrades, Light Rail Safety Gate
Signals, the Boulder Transit Center, and the new Mall Shuttle Buses noted above.
ARRA Stimulus Capital: This line item represents Base System capital grant revenues
received by RTD under the American Recovery and Reinvestment Act of 2009. Of the $72.8
million in initial Stimulus funding awarded to RTD, approximately $44 million was allocated to
the Base System of which $14.4 million would meet the GAAP criteria for capitalization in 2011.
The other portion fell under GAAP criteria for expense and was budgeted under federal
operating grants. In 2012, RTD is not budgeting to receive any further ARRA grants as the
Page 63
federal program has ended. Approximately $9.3 million of ARRA funds are being carried
forward to 2012 for the Smart Card farebox equipment upgrades implementation project.
In addition to the initial application and receipt of Stimulus Awards of $72.8 million, RTD was
awarded $40.0 million in ARRA funding for the West Corridor FasTracks Construction Project,
$18.6 million in ARRA funding for Denver Union Station under the FasTracks Program, and $1.1
million in TIGGER Grants (which are included in the Base System capital revenue
carryforward). (Please see FasTracks revenue section in Part VI and FasTracks expenditures
in Part VIII for further detail.)
Southeast Corridor: The final federal interest from the wrap-up of T-REX is slated for drawdown in 2012. The remainder of Southeast Corridor funding will be used on Southeast Corridor
ancillaries and enhancements within scope of the original project. (See Part VIII, Capital
Carryforward, for a detailed description.)
CMAQ Grants Non-Corridor: This line item represents federal CMAQ grants to be received
by RTD for projects not related to rapid transit corridors. In 2012, RTD expects to carryforward
a total of $7.6 million in funding for Transit Oriented Development at the Boulder (Colorado)
Transit Village. This includes design, construction, and salaries.
Prior Year Approved Capital Carryforward: This 2012 budgeted amount consists of
drawdowns related to prior year capital expenditures that were grant eligible, but not identified
as such until 2012. The category includes the Boulder Transit Center project which is a new
construction project that will provide bus shelters, bike amenities, and additional park-n-ride
spaces for Boulder riders, funding for a Bus Transfer Station for the Southwest Plaza where the
older transit center will be abandoned and a newer facility will be constructed on the east side of
the shopping mall, and a Colfax Avenue Transit Priority study to assess transportation options
for one of the busiest bus routes in the nation.
Local and Private Funds

The following line items represent contributions pledged by local governments and private
interests toward the design and construction of rapid transit projects:
Southeast Corridor: The governments of seven cities and counties located along the
Southeast Corridor pledged a total of $22.5 million in cash donations toward the construction of
the Southeast Corridor light rail line, payable between 2002 and 2009. No such local funds
were anticipated or budgeted in 2010-2012.
Fund Balance Local Carryover

This balance represents the local share of capital projects that were budgeted but not
completed in prior years. No carryover balance is forecast in the 2011 projected budget or 2012
Adopted Budget.
Page 64
Drawdown From Capital Acquisition Reserve

The 2011 projected budget and 2012 Adopted Budget reflects no anticipated draw down from
the capital acquisition reserve.
Unspent Proceeds - Prior Year Issues

These line items represent proceeds of Certificates of Participation (COPs) or bonds issued
prior to the beginning of a budget year. These funds are legally restricted for use on the
projects for which COPs or bonds had been issued. RTD has none to recognize in the Base
System budget. FasTracks funding of this nature is reflected in the Drawdown from FasTracks
Construction Reserve.
Page 65
2012 FasTracks Revenue Summary

($ in 000s)
Source
2010
Actual
FasTracks Sales and Use Tax

FasTracks Investment Income
FasTracks Financing Proceeds
FasTracks Contributed Capital
FasTracks Operating Grant Revenues
FasTracks ARRA
FasTracks Fed Grants - Other
Drawdown-FasTracks Construct. Res.
FasTracks - Other Income
TOTAL
2011
Amended
159,020 $ 167,654
6,715
8,475
601,879
0
105,612
179,520
7,170
217,136
40,624
10,072
41,521
0
59,275
501,006
5,676
0
$ 1,027,492 $1,083,863
2011
Projected
2012
Adopted
$ 165,808
8,475
0
179,520
217,136
10,072
0
501,006
8,830
$1,090,847
$ 172,320
2,824
0
110,179
204,567
642
0
0
8,838
$ 499,370
$ Change % Change
11 Amend 11 Amend
12 Adopt
12 Adopt
$
4,666
2.8%
(5,651)
-66.7%
0
n/a
(69,341)
-38.6%
(12,569)
-5.8%
(9,430)
-93.6%
0
n/a
(501,006)
-100.0%
8,838
100.0%
$ (584,493)
-53.9%
FasTracks Sales and Use Tax

In 2004, the voters of the RTD District authorized an increase in the RTD sales and use tax to
finance the FasTracks transit program. This authorization increased the total sales and use tax
rates from 0.6% to 1.0%, effective January 1, 2005. RTD budgets and accounts for the 0.4%
sales and use tax for FasTracks separately from the Base System sales and use tax collections
in order to ensure that the proceeds are used for the FasTracks program, as anticipated by the
voters of the District.
RTD forecasts revenues from the FasTracks sales and use tax
for the budget year using the same methodology as used for
the Base System from growth forecasts provided by the CULeeds School of Business. FasTracks combined sales and
use tax for 2011 is projected to increase 4.3% over 2010
actuals. In the 2012 Adopted Budget, sales and use tax
revenue is forecast to increase 2.8% over the 2011 Amended
Budget and 3.9% over 2011 projections.
RTD uses forecast data
from Leeds School of
Business for FasTracks
projections of sales and
use tax revenue.
FasTracks Investment Income

FasTracks investment income is earned by investing any unspent revenues from the FasTracks
program as permitted by Board policy and Colorado state statutes. This investment income is
to be used to fund expenditures related to the FasTracks program.
Investment income fluctuates based on the amount of funds available for investment and
interest rates. Residual investable funds from FasTracks debt issuances and 0.4% sales and
use tax were projected to remain at the end of 2011. An influx
Investment income for
of FasTracks cash was generated in the second-half of 2010
FasTracks is derived from
from the issuance of sales tax revenue bonds and Certificates
higher investable balances
of Participation to support FasTracks capital projects. These
than the Base System.
funds, less corridor right of way acquisitions and other
FasTracks program costs, produced $6.7 million of investment
Page 66
income in 2010 and $8.5 million in 2011. Such residual funds are anticipated to produce $2.8
million of investment income in 2012.
FasTracks Financing Proceeds

These line items represent proceeds of bonds, COPs, or commercial paper issued to fund
elements of the FasTracks rapid transit plan. These funds are legally restricted for use on the
identified FasTracks projects or for required debt service reserves.
Significant debt issuances occurred in 2010 to fund major elements of the FasTracks program.
They included:
Sales Tax Revenue Bonds: Totaling $289.0 million in net proceeds, including costs of issuance
and required reserves. The purpose of the issuance was to fund additional costs of transit
improvements, facilities, vehicles and equipment.
Certificates of Participation: Totaling $312.9 million in par value. The purpose of the funding
was to acquire, construct, install, and improve certain equipment, vehicles, buildings and other
capital projects.
No additional bonds or COPs debt were issued in 2011 and none are budgeted to be issued in
2012.
RTD received a federal loan through the U.S. Department of
Transportation Infrastructure Finance and Innovation Act (TIFIA)
for up to $280 million which will be used on the FasTracks Eagle
project. RTD will use the TIFIA loan to fund a portion of its
contribution to the Eagle Project and will begin drawing on the
funds in 2013. The advantage of this loan is that it gives RTD
greater flexibility to finance the project during the construction period.
RTD will begin drawing
on the TIFIA loan in
2013 for the FasTracks
Eagle project.
FasTracks Contributed Capital

FasTracks contributed capital represents funding received from an entity other than RTD to fund
assets that ultimately are owned by RTD. The FasTracks program contributed capital comes
from three sources:
The Eagle project public-private partnership includes private financing of a portion of the
project costs.
The Denver Union Station project includes funding from the Denver Union Station
Project Authority (DUSPA) to cover project costs that are not covered by RTD funding or
grants.
Outside entities also contribute funds to RTD to provide corridor amenities beyond the
basic scope of the corridor projects. These could include items such as additional
amenities at stations or connecting bike paths, and could be funded by other local
governments or private entities. Through 2012, RTD has identified projects and
budgeted funds for the West Line, but could see similar contributions on other corridors
in the future.
Page 67
The 2010 actual contributed capital includes only private sector financing for the Eagle project.
The 2011 projected contributed capital includes funding from all three sources the Eagle
project, Denver Union Station Project Authority, and outside entities along the West Line. The
2012 adopted contributed capital includes only contributions from DUSPA for Denver Union
Station.
FasTracks Grant Revenues

RTD is the recipient of funding for the development of station area master plan work for the
North Metro Corridor, West Corridor, East Corridor, Gold Line Corridor, I-225 Corridor, and US
36 Corridor.
FasTracks Operating Grant Revenues are composed of the CMAQ Station Area Master Plan
funding, West Corridor Appropriation, West and East Corridor New Start funds, Federal
Homeland Security funding, and CMAQ 5309 Grant funding for US 36 construction projects and
other US 36 construction support.
FasTracks ARRA Funding includes ARRA funds for Denver Union Station to flow through
Denver Union Station Project Authority, West Corridor acceleration funds, Q Jumps New Start
Funding, and Southwest Corridor Station enhancements.
In 2011, U.S. Department of Transportation Secretary Ray LaHood and FTA Administrator Peter
Rogoff awarded RTD a $1.03 billion Full Funding Grant Agreement (FFGA) for construction of
the East Rail Line to Denver International Airport (DIA) and the Gold Line to Arvada and Wheat
Ridge. This is the largest transit grant awarded by the Obama Administration to date and a
historic milestone for RTD. Drawdowns will begin in 2012.
FasTracks Drawdown on Construction Reserve

This amount is derived from proceeds of COPs or bonds issued prior to the beginning of a
budget year. These funds are legally restricted for use on the projects for which COPs or bonds
were issued.
This line item has increased as the FasTracks project construction proceeds. The amount
anticipated to be drawn down in 2011 is $501 million. RTD is assuming the entire reserve will
be drawn in 2011 and none will be remaining to draw in 2012, as the timing of completion of
various projects is difficult to forecast. During the amended budget process in mid-2012, the
construction reserve will be reassessed and budgeted as necessary.
Page 68
Part VII. 2012 Operating Expenditures
Page 69
RTD Operating Assumptions

Service Levels
RTD provides four primary types of service to its 2,348 square mile district:
Bus service is provided along major streets, freeways, and designated high-occupancy-vehicle
(HOV) lanes using vehicles that hold between 14 and 70 seated passengers. Service typically
follows a fixed route on a regular schedule, with designated pickup and drop-off points at on-street
bus stops and park-n-Ride lots. Some service is provided to sporting events and other special
events as well. Bus service is available to any passenger who arrives at a designated bus stop or
who calls a vehicle in certain areas.
call-n-Ride service is demand responsive, shared ride, curb-to-curb service in designated
geographic areas, using small, wheelchair accessible vehicles. Customers may book their rides up
to two weeks in advance through their vehicle operators.
LRT service is provided along rail lines, and it uses rail cars powered by overhead catenary
electric lines. Light rail cars hold 64 seated passengers each and currently can be operated in
trains of up to four cars. Passengers board trains at designated stations, most of which have parkn-Ride lots. LRT service is available to any passenger who arrives at a station, and ramps are
available at all stations to serve passengers with disabilities.
access-a-Ride service is curb-to-curb demand responsive service for people with disabilities, as
required by the Americans with Disabilities Act (ADA) of 1990. Service is provided on an advance
reservation basis to passengers who are certified as unable to use either regular bus or LRT
service.
The following table presents an overview of the service hours assumed in the development of the
2012 Budget. The sections below present further details on the types of service provided.
RTD Service Hours 2011 and 2012

Bus Service
call-n-Ride Service
LRT Service
access-a-Ride
SUBTOTAL
Other Purchased Services
TOTAL
2011
2012
Change
% Change
2,879,997
86,601
183,007
615,750
3,765,355
19,240
3,784,595
2,738,602
96,169
166,334
615,750
3,616,855
19,814
3,636,669
(141,395)
9,568
(16,673)
(148,500)
574
(147,926)
(4.9%)
11.0%
(9.1%)
0.0%
(3.9%)
3.0%
(3.9%)
Page 70
Bus Service
RTD provides an extensive network of fixed route bus services throughout its district. Much of
this service is operated by RTD employees. To comply with Colorado State law, since January
2005 and as revised in 2008, not more than 58% of all vehicular service, including bus, call-nRide, and access-a-Ride service has been operated by private contractors under contract to
RTD.
In addition to its regular scheduled bus service, RTD also operates call-n-Ride service. This
service provides door-to-door service in limited areas. Passengers in those areas may call the
bus operator directly to arrange a pickup and drop off within the identified service area. All calln-Ride service is operated by private providers under contract to RTD.
The following tables detail the bus service assumptions used to build the 2012 Budget. The first
table shows services to be provided by RTD directly, and the second table shows the service to
be provided by private contractors.
RTD Directly Operated Service Hours 2011 and 2012

(including garage deadhead)
Regular Route Service

Unscheduled Service Hours
skyRide Service
DASH and STAMPEDE (increment)
Bus Service Maintenance / Increases
TOTAL RTD-OPERATED BUS
2011
2012
Change
1,425,909
60,000
142,956
7,358
15,722
1,651,945
1,364,846
40,000
137,077
7,358
1,549,281
(61,063)
(20,000)
(5,879)
(15,722)
(102,664)
%
Change
(4.3%)
(33.3%)
(4.1%)
0.0%
(6.2%)
Private Carrier Operated Bus Service Hours 2011 and 2012

(not including garage deadhead)
Fixed Route Bus Service

Regular Route Service
JUMP/BOUND**
Englewood art Shuttle
Bus System Maintenance / Increases
Subtotal - Fixed Route Bus Service
call-n-Ride Bus Service
Base System
Subtotal - call-n-Ride Bus Service
TOTAL PRIVATE CARRIER BUS
%
Change
2011
2012
Change
1,185,956
51,691
6,127
13,242
1,257,016
1,131,503
51,691
6,127
1,189,321
(54,453)
(13,242)
(67,695)
(4.6%)
0.0%
0.0%
86,601
86,601
96,169
96,169
9,568
9,568
11.0%
11.0%
1,343,617
1,285,490
(58,127)
(4.3%)
(5.4%)
Page 71
LRT Service
RTD opened its first light rail line, the Central Corridor, in October 1994. This 5.3-mile line
serves downtown Denver, the three-college Auraria Campus, and major transfer centers in
Northeast Denver and South Central Denver. In July 2000, RTD opened its Southwest Corridor
light rail line. This 8.7-mile line extended the Central Corridor line southwest from I-25 and
Broadway to Mineral Avenue, serving the suburban communities of Englewood, Sheridan, and
Littleton, as well as Denver. A third line, the Central Platte Valley light rail extension, which
connects with the Central Corridor near Colfax Avenue and runs from that point to Union Station
in Lower Downtown opened in 2002.
In November 2006, RTD opened its fourth light rail line, the Southeast light rail line. This 19.1mile line extends from I-25 and Broadway along I-25 to Lincoln Avenue. It also provides service
from Nine Mile Station in Aurora to I-225 and I-25. RTD increased its light rail service levels to
accommodate this new line. Portions of the G Line were removed in the August 2008 runboard
and completely removed in the May 2009 runboard to reduce costs. The Southeast line
provides access to the central downtown and lower downtown areas from the Denver Tech
Center and Southwest Aurora as well as access from Central Denver to the Denver Tech
Center and other employment centers in the Southeast Corridor.
The table below details the light rail service assumptions used to prepare the 2012 Budget:
Light Rail Service Hours* 2011 and 2012

(including deadhead)
Change
%
Change
162,334
4,000
(14,673)
(2,000)
(8.3%)
(33.3%)
166,334
(16,673)
(9.1%)
2011
2012
Scheduled Service
Unscheduled Service
177,007
6,000
TOTAL LIGHT RAIL
183,007
* Service hours are equivalent to train hours. Trains may consist of up to four cars.
Other Assumptions
In addition to the service level assumptions, other economic assumptions were made in the
preparation of the 2012 Budget. These are detailed below:
The rate of inflation was assumed at 2.9%, based on inflation forecasts by the Colorado
Legislative Council.
Diesel fuel cost was assumed at $2.73 per gallon.
A hiring freeze for the year was included.
Salaried benefits were assumed at a rate of 33% of salary.
Page 72
RTD District
Summary of Program Costs
2010
Actual
2011
Amended
2011
Projected
2012
Adopted
Salaries and Wages

Fringe Benefits
Materials and Supplies
Services
Utilities
Insurance
Purchased Transportation
Leases and Rentals
Other Expenses
$ 119,422,806
41,075,563
48,310,196
60,553,467
10,976,758
5,429,363
104,513,858
2,514,738
3,315,288
$ 118,920,836
36,249,186
55,152,870
89,928,500
11,179,948
6,713,500
110,487,393
2,481,603
3,425,429
$ 118,827,414
36,261,186
55,067,218
78,989,576
11,183,948
6,713,500
110,457,393
2,443,603
3,380,349
$ 121,620,028
37,613,398
59,226,569
152,820,634
11,862,961
6,300,000
113,199,740
2,762,179
3,486,882
2,699,192
1,364,212
4,073,699
62,892,134
683,013
(413,500)
2,712,347
280,576
61,453
2.3%
3.8%
7.4%
69.9%
6.1%
(6.2%)
2.5%
11.3%
1.8%
Sub Total
$ 396,112,037
$ 434,539,265
$ 423,324,187
$ 508,892,391
74,353,126
17.1%
48,734,876
105,535,035
41,746,396
102,313,357
53,694,412
102,313,357
52,998,704
102,401,919
11,252,308
88,562
27.0%
0.1%
$ 550,381,948
$ 578,599,018
$ 579,331,956
$ 664,293,014
85,693,996
14.8%
Cost Category
Interest Expense
Grand Total
Change /11
Amended
% Change /11
Amended
Trend Analysis of Program Costs

$700
$600
$500
$400
$300
$200
$100
$0
2010 Actual
2011 Amended
2012 Adopted
Page 73
Grand Total
F.T. - Full-time
P.T. - Part-time
Int. - Intern
Bus Operations
LRT Operations
Safety, Security & Facilities
Administration
Finance
Communications
Total Represented
Represented
Bus Operations
LRT Operations
Planning
Capital Programs
General Counsel
Administration
Finance
Communications
Executive Office
Board Office
Non-Departmental
FasTracks
Total Salaried
Salaried
2321
F.T.
1,181
239
102
30
33
50
1635
112
686
F.T.
201
64
12
31
43
16
111
42
48
3
3
85
77.75
2011 Adopted
P.T.
Int.
77.25
0.5
7.25
0.75
0.5
2011 Adopted
P.T.
Int.
6
3.5
3.5
3.5
2409.5
Tot.
1,258
239.5
102
30
33
50
1712.75
Tot.
207
64
12
31
43.5
16
111
42
48.75
3
3
3.5
112
696.75
2333
F.T.
1,181
239
102
30
33
50
1635
118
698
F.T.
201
59
12
31
44
16
118
42
51
3
3
85
77.75
2011 Amended
P.T.
Int.
77.25
0.5
7.25
0.75
0.5
2011 Amended
P.T.
Int.
6

2012 Adopted Budget
Full Time Equivalent Summary
3.5
3.5
3.5
2421.5
Tot.
1258.25
239.5
102
30
33
50
1712.75
Tot.
207
59
12
31
44.5
16
118
42
51.75
3
3
3.5
118
708.75
2316
F.T.
1,160
239
102
30
33
50
1614
119
702
F.T.
202
59
12
31
45
16
119
42
51
3
3
85
77.75
2012 Adopted
P.T.
Int.
77.25
0.5
7.25
0.75
0.5
2012 Adopted
P.T.
Int.
6
3.5
3.5
3.5
2404.50
Tot.
1237.25
239.5
102
30
33
50
1691.75
Tot.
208
59
12
31
45.5
16
119
42
51.75
3
3
3.5
119
712.75
1
0
0
0
1
0
1
0
0
0
0
0
1
4
-17
'11-12
Change
-21
0
0
0
0
0
-21
'11-12
Change
Personnel Summary
Page 74
Changes to Headcount-2011 Adopted to 2011 Amended

(measured by FTE)
Salaried
Bus Operations
Added Paratransit Safety and Training Compliance Officer
Eliminated Senior Administrative Assistant-Contracted Services
1.0
(1.0)
Rail Operations
Moved three LRT Supervisors for West Corridor to FasTracks
Moved two LRT Controllers for West Corridor to FasTracks
(3.0)
(2.0)
Administration
Added three Senior ITS Engineers
Added two ITS System Administrators
Added Supervisor of Mobile Technologies
Added Senior Radio Engineer
Eliminated Manager of Technical Communications
Eliminated Senior CAD/AVL Technician
Added Title VI Manager
Added Civil Rights Specialist
3.0
2.0
1.0
1.0
(1.0)
(1.0)
1.0
1.0

Add Manager of Asset Management
Add Asset Management System Administrator
Eliminate Manager, Facilities Maintenance Contracted Public Buildings
1.0
1.0
(1.0)
Communications
Added Reduced Fare Program Coordinator
Added Web Content Coordinator
Add Multimedia Designer
1.0
1.0
1.0
FasTracks
Added three LRT Supervisors for West Corridor from Rail Operations
Added two LRT Controllers for West Corridor from Rail Operations
Added Construction Safety Coordinator
3.0
2.0
1.0
Total Salaried
12.0
Represented
Total Represented
Total RTD
0.0
12.0
Page 75
Changes to Headcount-2011 Amended to 2012 Adopted

(measured by FTE)
Salaried
Bus Operations
Added District Maintenance Reporting Assistant Administrator
1.0

Added Facility Maintenance Supervisor
Administration
Added WIN Outreach Manager
FasTracks
Added Deputy Project Manager, Design-North Metro Corridor
Added Deputy Project Manager, Design-Corridor Extensions
Eliminated Purchasing Technician
Total Salaried
1.0
1.0
1.0
1.0
(1.0)
4.0
Represented
Bus Operations
Reduction in FT Bus Operators
Eliminate Service and Cleaning Person
(20.0)
(1.0)
Total Represented
(21.0)
Total RTD
(17.0)
Page 76
Page 77
Operating Expenditures by Department
Bus Operations
Rail Operations
Planning
Capital Programs
General Counsel
Administration
Finance
Communications
General Manager
Board Office
Non-Departmental
The following segment, Operating Expenditures by Department, is designed to aid the

reader in understanding each major area of departmental expenditure and operations.
Each departmental breakdown includes:
Organizational chart
General description of activities for each division
Budget summary and trend analysis for each department
Budget summary for each division within the department
Major changes between 2011 and 2012 budgets
2011 accomplishments
Planned projects for 2012
Page 78
Bus Operations
Bus Operations
Transportation
Street
Operations
Maintenance
Contracted
Services
Service
Development
Page 79
Bus Operations
General Description
The Bus Operations Department consists of five functional groups whose mission is to
meet our constituents present and future public transit needs by offering safe, clean,
reliable, courteous, accessible, and cost-effective fixed-route bus service throughout the
District.
Transportation provides all activities related to the training and supervision of the
Districts bus operators. This group includes all of the Districts bus operators
providing service from the three bus operating divisions: East Metro, Platte, and
Boulder. The Transportation Training area provides training and retraining for all of
RTDs Commercial Motor Vehicle Operators.
Street Operations provides coordination of daily bus service, both RTD and the
private contractors, on the street and liaison activities with light rail operations.
Special services such as BroncoRide, SeniorRide, and RockiesRide are coordinated
by Street Operations as well.
Vehicle Maintenance is responsible for all activities related to the maintenance of the
Districts revenue bus fleet and support vehicles. In addition to day-to-day
maintenance, servicing, and cleaning of RTDs vehicles at the three bus operating
divisions, the unit shop provides component overhauls and rebuilds while the body
shop handles all body, paint, glass, and upholstery work. Vehicle Maintenance
coordinates all vehicle purchases for the District as well as retrofit programs to
maintain an up-to-date, efficient bus fleet.
Contracted Services consists of three groups that administer and oversee all RTD
services provided by private contractors. Together, these three (3) groups oversee
the provision of approximately 57% of RTDs rubber tire services.
Competitive Services administers and oversees all fixed-route RTD bus services
provided by private contractors as originally mandated by Senate Bill 88-164, and
revised in 1999 under HB99-103, in 2003 by HB03-1103, and in 2008 by Senate
Bill 07-251.
Paratransit Services administers and oversees all transportation services
provided as a result of the requirements established by the Americans with
Disabilities Act (ADA) of 1990. This division administers and coordinates all
activities related to the access-a-Ride and access-a-Cab programs, including
certification of eligibility for service, contract administration, service monitoring,
and community involvement.
Special Services administers and oversees all non-traditional and alternative
services provided by or financially supported by RTD. This division administers
and coordinates RTDs call-n-Ride program, seniorRide program, and sporting
event programs, such as Broncos Ride and Rockies Ride. It coordinates RTDs
involvement with regional vanpool programs and administers RTD contracts for
financial support of non-traditional services provided by RTD partner
organizations.
Page 80
Service Development plans and develops efficient and effective routes and operating
schedules for all bus and light rail service provided by RTD, including identification of
services to be provided by private contractors. This division also develops short and
medium-range service plans, incorporating fixed-route bus, light rail, and new types
of services to serve emerging needs throughout the District and participates in long
range planning activities. This division also provides information regarding system
schedule adherence and passenger counts through the Service Monitoring group.
Page 81
Bus Operations
2010
Actual
Cost Category
Salaries and Wages

Fringe Benefits
Services
Utilities
Insurance
Leases and Rentals
Other Expenses
Grand Total
2011
Amended
2011
Projected
2012
Adopted
71,790,941 $ 70,975,804 $ 70,963,804 $ 70,156,837 $

24,753,989
21,234,268
21,246,268
21,127,849
40,971,357
44,746,807
44,746,807
46,193,866
4,984,779
6,721,823
4,989,823
6,669,581
48
(228,750)
(125,000)
(125,000)
(125,000)
104,513,858
110,487,393
110,457,393
113,199,740
201,408
220,000
220,000
247,720
99,008
208,185
220,185
220,175
$ 247,086,638 $ 254,469,280 $ 252,719,280 $ 257,690,768 $
Change /11
Amended
% Change /11
Amended
(818,967)
(106,419)
1,447,059
(52,242)
2,712,347
27,720
11,990
3,221,488
(1.2%)
(0.5%)
3.2%
(0.8%)
0.0%
0.0%
2.5%
12.6%
5.8%
1.3%
Bus Operations
Page 82
Major Changes Between 2011 and 2012 Budgets

Salaries and Wages/Fringe Benefits
Salaries and Wages/Fringe Benefits is decreased by operator attrition offset by union

labor contract progression increases
Decrease is primarily due to effects of service reduction on bus operations
workforce. Positions involved include operators, mechanics, body shop, training
personnel, etc. Reduction consists of non-replacement of positions lost through
attrition and not layoffs.
Also reduced due to decrease in the mix of part-time to full-time operators
Increase in Materials and Supplies is primarily due to higher fuel costs for both diesel
and gasoline, i.e., $2.73 lock price for diesel in 2012 vs. $2.36 in 2011 and $3.40
assumed price on gasoline
Increase in Purchased Transportation is from rolling increases in purchased

transportation contracts as they are renewed
Increase is also due to fuel tax RTD is obligated to pay on private carrier fuel
Leases and Rentals
Leases and Rentals is increased due to higher rents on certain leased facilities
Page 83
RTDs Goals
Safety
Clean
Reliable
Courteous
Accessible
Cost-effective
Meeting Future Needs
Completed Yield to Bus program

Completed 1 day bus operator safety refresher training for all bus
operators
Completed the 2 day focused safety training for bus operators.
Those selected for the program had the highest number of accident
involvements, regardless of the determination of preventability
Began the procurement process to install security cameras on the
access-a-Ride fleet
Private Contractors conducted year-long safety campaigns: 30029-1(Veolia), Road to Zero (First Transit)
Continued to meet the goal of less than one overdue interior
cleaning per month
Continued the bus repainting program
Purchased 32 new call-n-Ride vehicles
Orion and NABI corrosion mitigation program
Maintained full bus operator headcount for the entire year
Bus operator attrition has averaged less than 10 per month, an all
time low
Initiated monthly meetings with RTD and Contracted Street
Operations to improve communication and coordination of on street
operations
Continued weekly meetings with RTD and Contracted Training
departments to address and improve operator related customer
service issues
Purchased 12 new access-a-Ride vehicles
Coordinated with DRMAC and members of the disabled community
to identify and remove barriers for disabled individuals to use fixed
route services
Intelligent transmission shifting program (Topodyn) which improved
fuel MPG on the Orion fleet
Prepared and issued Group 23 RFP for the rebid of contracted
fixed route services in Denver
Extensive design work for the development and deployment of the
new CAD/AVL system
Developed service recommendations that maintain a cost-effective
and efficient transit system within the strategic budget
Successfully rebid quarterly maintenance audit contract at a lower
cost
Helper mechanic program
Completed the Platte Transportation Division remodel
Developed Preliminary West Corridor Service Plan for 2013
Began implementation of Smart Media technology program (Smart
Card)
Began replacement of fareboxes
Developed departmental workforce leadership plan
Page 84

RTDs Goals
Safety
Clean
Reliable
Courteous
Accessible
Cost-effective
Conduct quarterly safety meetings with fixed route and para-transit

personnel to review accident statistics and discuss current issues
and best practices
Continue 1 day bus operator safety refresher training for all bus
operators
Continue systematic review of private contractor training records to
ensure proper training of fixed route operators
Complete the installation of security cameras in Call-n-Ride and
Access-a-Ride vehicles
Bringing on board a new contractor to conduct independent vehicle
inspections of fixed route vehicles leased to contractors
Continue monthly meetings with RTD and Contracted Street
Operations to improve communication and coordination of on street
operations
Continue and expand RTD Contractor monthly meetings to
Operations and Maintenance personnel to improve communication
and coordination of those areas
Replace 1998 MCI Intercity coaches
Purchase six new call-n-Ride vehicles for three new call-n-Rides
Continue weekly meetings with RTD and Contracted Training
departments to address and improve operator customer service
Assigned project to RTD Leadership Academy participants to
review customer service reporting system to improve reporting and
trend analysis of customer comments
Continue to monitor contracted service delivery with an emphasis
placed on quality of service and customer satisfaction
Continue with DRMAC and members of the disabled community to
identify and remove barriers for disabled individuals to use fixed
route services
Work with Special Transit to expand travel training program for
individuals with disabilities to learn to ride fixed route services
Continue to work with RTD Quality Control and Private Contractors
to keep an aging fleet of fixed route buses in good operating
condition to extend the replacement timeline
In cooperation with the City and County of Denver, develop transit
priorities and associated improvements for route 15L on Colfax
Avenue
Continue to monitor service delivery and ridership in order to
develop service recommendations that maintain a cost-effective
and efficient transit system within the context of existing budget
guidelines
Hold public hearing and secure RTD Board Approval on the
Proposed West Corridor Service Plan for 2013
Full implementation of Smart Media technology program (Smart
Card)
Implement departmental workforce leadership plan
Page 85
Page 86
Rail Operations
Rail Operations
Light Rail
Transportation
Light Rail
Maintenance
Operations
Administration
Light Rail
Maintenance
of Way
SCADA
Network
Administration
Page 87
Rail Operations
General Description
The Rail Operations Department consists of five functional groups whose mission is to
provide safe, reliable, and efficient light rail transit service to the citizens of the District.
Operations Administration provides the overall management for Rail Operations. This
group includes all departmental budgeting, fiscal planning and monitoring, capital
project planning, performance monitoring, overall reporting, educational
development, and quality assurance. Project management is provided for all rail
vehicle procurement. Oversight and technical expertise is provided for corridor rail
construction projects.
Transportation staff provides regular and special event operations and oversees the
fare inspection staff whose goal is to ensure compliance with the Districts fare
policy.
Vehicle Maintenance is responsible for ensuring the maintenance and cleanliness of

the Districts rail fleet. In addition to preventive maintenance, accident repairs,
service, and cleaning of the vehicles, this group provides component overhauls and
rebuilds as well as all body shop functions including body, paint, glass, and
upholstery work.
Maintenance of Way is responsible for the maintenance of the Districts rail rights of
way. Included in this function are traction power substations, overhead catenary
systems, signal systems, track, and track rights of way such as rail beds and
structures.
SCADA Network Administration provides oversight of the fiber optics and information
technology to function and maintain the Supervisory Control and Data Acquisition
that enables staff to visually track and control the vehicles and wayside equipment,
such as substations and track switches, in the Districts rail corridors.
Page 88
Rail Operations
2010
Actual
Cost Category
Salaries and Wages

Fringe Benefits
Services
Utilities
Insurance
Leases and Rentals
Other Expenses
Grand Total
15,063,272 $
5,290,781
3,651,039
1,246,924
4,561,856
(39,346)
34,492
29,809,018 $
2011
Amended
15,680,938 $
4,646,008
5,434,000
2,405,000
5,177,000
(75,000)
35,900
33,303,846 $
2011
Projected
15,680,938 $
4,646,008
5,434,000
2,405,000
5,177,000
(75,000)
36,500
33,304,446 $
2012
Adopted
15,742,810 $
4,659,452
5,036,000
3,145,000
4,972,374
(25,000)
37,700
33,568,336 $
Change /11
Amended
% Change /11
Amended
61,872
13,444
(398,000)
740,000
(204,626)
50,000
1,800
264,490
0.4%
0.3%
(7.3%)
30.8%
(4.0%)
(66.7%)
0.0%
0.0%
5.0%
0.8%
Rail Operations
Page 89

Decrease in Materials and Supplies is due primarily to reduction in anticipated

amount of repair parts needed offset by increase in Services cost of contracted labor
Services
Increase in Services is due to continuing maintenance campaigns related to aging

fleet repair issues
Increase is also due to higher rates for contractors, e.g., electricians, repair and
maintenance, parking lot management, as well as higher cost of mitigation repair
Increase in cost of service agreement with rail management software (Railcom) is
planned
Utilities
Decrease in Utilities is due to a planned reduction in traction power in order to more

closely match 2011 Amended Budget and anticipated actual amount for the year
Insurance
Decrease in Insurance is from a reduction in insurance subrogation credit to reflect a

conservative estimate of subrogation claims not expected to recur in 2012
Page 90
RTDs Goals
Safety
Reliable
Courteous
Cost-effective
Completed recertification training/testing of all staff on audible and

hand signals
Completed the train-lining of bells on 75% of fleet (bells sound at
every coupler location in train as warning to pedestrians that a train
is moving)
Trained and certified all operating staff on West Corridor/DUS
system changes
Commenced mid-life LRV overhauls to assure high level of vehicle
availability and condition for revenue service on full system buildout
Instituted first regularly-scheduled 4-car operations on identified
high-volume schedules to provide more comfortable onboard
conditions for customers
Greatly expanded use of 4-car trains, allowing one operator to
move over 400 passengers on a single train
Participated in consolidated West Line/DUS cutover, saving
customer and contractor time and service disruption
Upgraded, installed, and tested the Automatic Train Stop (ATS)
functionality on half of fleet and entire system
Participated in West Line Grade-Crossing safety team
Participated in RTD Industry Forum

RTDs Goals
Safety
Reliable
Courteous
Cost-effective
Provide refresher training to all Transportation staff

Complete the installation of bell train-line and ATS functions on
fleet and system
Participate in the RTD radio system upgrade, resulting in improved
communication
Institute 4-car operations on all identified high-volume schedules to
provide more comfortable onboard conditions for customers
Institute 4-car operations on all identified high-volume schedules to
maximize operational efficiency and on-time performance
Hire and train new staff for the operation and maintenance of the
West Corridor, which will open in 2013
Page 91
Page 92
Planning
Systems
Planning
Department
Administration
FasTracks
Implementation
Planning
Page 93
Planning
General Description
The Planning Department consists of two functional units responsible for Technical
Planning Services and for Transit Oriented Development and Planning Coordination
consistent with District goals. The Department coordinates the Districts long-range
planning activities with local, state and federal agencies and jurisdictions in the planning
and environmental clearance of projects, competitive grants applications, and the
provision of continued support through project implementation.
Systems Planning is responsible for medium and long-range planning and

environmental work for RTD transit projects including FasTracks, service, systems,
and facilities. This division also is responsible for the Districts transit-oriented
development activities and for coordinating planning activities with other local
governments, the Denver Regional Council of Governments, and the Colorado
Department of Transportation.
FasTracks Implementation is responsible for the design and construction of all rapid
transit corridor projects in the FasTracks Program. This includes oversight of all
design and construction contracts, systems design, and quality assurance for the
FasTracks program. This group works closely with all other divisions of the Planning
and Capital Programs Departments and all other departments of the District to
ensure that FasTracks corridors are completed on schedule and within budget.
Page 94
Planning
2010
Actual
Cost Category
2011
Amended
2011
Projected
2012
Adopted
Change /11
Amended
% Change /11
Amended
Salaries and Wages

Fringe Benefits
Services
Utilities
Insurance
Leases and Rentals
Other Expenses
858,830
285,562
19,562
444,679
36,036
1,210,322
401,838
41,000
4,660,981
93,285
1,210,322
401,838
41,000
543,086
84,810
1,344,061
448,319
37,500
6,003,480
109,830
133,739
46,481
(3,500)
1,342,499
16,545
11.0%
11.6%
(8.5%)
28.8%
0.0%
0.0%
0.0%
0.0%
17.7%
Grand Total
1,644,669
6,407,426
2,281,056
7,943,190
1,535,764
24.0%
Planning
Page 95

Increase in Salaries and Wages/Fringe Benefits is due to higher amount of labor

costs being expensed and not capitalized, the result of shifting some functions from
FasTracks to Base System
Services
Increase in Services is due to increase in pass-thru grants with DRCOG and the East
Colfax transit study
Although budgeted in 2011 for the first time, most of the work on the East Colfax
transit study will take place in 2012
Page 96
RTDs Goals
Safety
Clean
Reliable
Courteous
Accessible
Cost-effective
Coordinated with City and County of Denver on the four-car traffic

signal timing study and all operations related projects and issues
Continued participation in the Transportation Environmental
Resources Council with CDOT, state and federal regulatory
agencies and contributed to their Sustainability Subcommittee
efforts
Monitored mitigations and completed any needed environmental
documentation/studies on Denver Union Station, the West Corridor
and on the EAGLE P3 project, completing 19 new environmental
documents
Supported the 2011 APE/Completing the Vision efforts and
supported development of the plan for completing the FasTracks
program consistent with Board direction
Provided leadership from RTD in support of FTAs initiative to
improve the New Starts Process
Provided support for Quiet Zone mitigation on the EAGLE P3
QoL 2010 detailed reports completed and the results were
presented at National Performance Measures Conference
Participated in TOD affordable housing and sustainability initiatives
with the Community Development Partnership, Regional Office of
Housing and Urban Development and the Mile High Transit
Opportunities Collaborative
Assisted with preliminary design for Sheridan and Wadsworth
parking garages in support of community goals for TOD
Successful approval of design build contract for Boulder Transit
Village Joint Development
Developed updated sales and use tax forecasts and worked with
Finance staff and consultant staff to develop new sales and use tax
forecasting model
Played lead role in submitting 22 grant applications for federal FTA
and HUD funds
Played lead role in submitting 7 CDOT FASTER grant applications
for up to $6.5 million in state funds
New Starts Secured the $1.03 billion FFGA with FTA for the
Eagle P3
Implemented next generation DRCOG ridership model
Managed RTD-DRCOG development of new DRCOG land use
model
Participated in Rail-Volution National Steering Committee
Completed the DRCOG 2010 Senate Bill 208 Report for FasTracks
and achieved approval from the DRCOG Board of Directors.
Obtained a Record of Decision for the North Metro Corridor from
FTA, April 2011
Conducted, analyzed, and summarized ridership model runs to
support FasTracks implementation decisions associated with
proposed sales and use tax increases and potential New Starts
and Small Starts submittals
Release of RFQ and RFP for DUS Historic Building Re-Use and
successful selection of a development partner to enter into
exclusive negotiations with
Page 97

RTDs Goals
Clean
Reliable
Accessible
Cost-effective
Continue participation in the Transportation Environmental

Resources Council and contribute to their Sustainability
Subcommittee efforts
Set up standard protocol for coordinating with local governments
and other stakeholders on important issues related to RTD
Support preparation of the Annual Program Evaluation for
FasTracks
Manage the DRCOG Senate Bill 208 submittal and approval
process for FasTracks
Completion of a construction notice to proceed for the Boulder
Transit Village joint development project
Update RTD Strategic Plan for TOD to reflect value structure and
TOD design guidance
Develop RTD bike facilities strategic plan
Track and pursue all federal, regional, and non-profit funding
opportunities (grants, etc.) to support the Base System, RTDs
TOD Pilot Program and FasTracks
Incorporate transit forecasting, acceptable to FTA, within the
DRCOG FOCUS Model
Prepare East Colfax transit forecasts utilizing FOCUS model
Participate and guide the RTD Colfax Transit Operations Study and
the City and County of Denver East Colfax Transit Alternatives
Analysis
Manage RTD-DRCOG development of new DRCOG land use
model
Successful negotiation with a development partner for the DUS
Historic Building
Conduct, analyze, and summarize ridership model runs to support
FasTracks implementation decisions associated with proposed
sales and use tax increases and potential New Starts and Small
Starts submittals
Select consultant team(s) for new six-year travel demand
modeling, rail simulation, and O&M cost modeling support
Complete streetcar feasibility study as part of the Central Corridor
Extension project
Finalize and complete the Southeast Corridor Before/After Study
Lead the Service and Operations Planning Committee
Complete preliminary bus bulb engineering, and select vehicle for
the Downtown Circulator
Complete 2011 QoL High Level Measures report
Page 98
Capital Programs
Capital Programs
FasTracks
Implementation
FasTracks
Corridors
Engineering
T-Rex
Page 99
Capital Programs
General Description
The Capital Programs Department is responsible for project delivery of major capital
programs at RTD. The department takes the lead upon completion of planning in the
engineering, construction and integration of capital projects. This includes RTDs
FasTracks program. Specific areas include all areas of engineering including civil,
drainage, structural, trackwork, utilities, architectural, mechanical, electrical and systems
(traction power, overhead contact systems, train control, communications, corrosion
control and system wide electrical). The three divisions include program
implementation, engineering and systems engineering.
The Capital Programs
Department is responsible for delivery project on-time, with budget and with high quality
that meets RTD requirements. The department works closely with all other RTD
departments in project delivery.
FasTracks Implementation and FasTracks Corridors are responsible for the design
and construction of all rapid transit corridor projects in the FasTracks Program. This
includes oversight of all design and construction contracts, systems design, and
quality assurance for the FasTracks program. These groups works closely with all
other divisions of the Capital Programs Department and all other departments of the
District to ensure that FasTracks corridors are completed on schedule and within
budget.
Engineering is responsible for the design and construction of capital projects outside
the FasTracks Program, including bus and LRT systems, park-n-Ride and transfer
facilities, renovation and expansion of existing park-n-Rides, and construction of
enhancements to the existing transit system. It is also responsible for engineering
and design support for the FasTracks program, in the areas of utilities, drainage,
trackwork engineering, and structural/civil engineering.
This division also is
responsible for all District property management activities, including acquisition,
leases, joint-use agreements, easements, and license agreements.
FasTracks: All divisions of Capital Programs, as well as other departments in the District,
carry responsibility for the FasTracks Program. The District has added project positions
for the duration of the FasTracks program to carry out the additional work required to
implement the program, and these positions are budgeted as part of the FasTracks
program. However, other staff performs duties related to the FasTracks program as
appropriate.
The Capital Programs department is organized along functional lines, with FasTracks
and non-FasTracks staff reporting through a single organizational structure. However,
the FasTracks budget segregates Capital Programs department expenses funded
through FasTracks from those paid through RTDs non-FasTracks funding. The
FasTracks budget also includes FasTracks-related expenses incurred by other
departments, as well as interest expense on debt issued for the FasTracks program.
Page 100
Capital Programs
2010
Actual
Cost Category
Salaries and Wages

Fringe Benefits
Services
Utilities
Insurance
Leases and Rentals
Other Expenses
Grand Total
4,206,214
1,298,203
212,207
21,599,881
34,890
487,637
1,978,578
1,196,255
31,013,865
2011
Amended
2,953,888
971,048
294,700
38,767,529
2,000
1,831,903
170,451
44,991,519
2011
Projected
2,953,888
971,048
294,700
17,966,102
2,000
1,831,903
170,451
24,190,092
2012
Adopted
6,226,468
2,077,302
2,516,248
92,843,544
971,875
1,987,359
155,951
$ 106,778,747
Change /11
Amended
3,272,580
1,106,254
2,221,548
54,076,015
969,875
155,456
(14,500)
61,787,228
% Change /11
Amended
110.8%
113.9%
753.8%
139.5%
48493.8%
0.0%
0.0%
8.5%
(8.5%)
137.3%
Capital Programs
Page 101

Increase in Salaries and Wages/Fringe Benefits is planned due to higher amount of

labor costs being expensed and not capitalized, the result of shifting some functions
from FasTracks to Base System
Also, an increase will be incurred due to additional positions related to the Eagle P3
Project and the Northwest Rail project. The majority of these additional costs will be
capitalized.
Increase in Materials and Supplies is due to construction-in-progress West Line parkn-Rides and increase in vehicle repair parts for the West Line light rail train cars
Services
Increase in Services is primarily due to $60 million contribution from the Colorado
Department of Transportation for the US Highway 36 Bus Rapid Transit project offset
by decreases in outside services from completed park-n-Ride projects in 2011
Utilities
Increase in Utilities is due to traction power on new West Line
Leases and Rentals
Increase in Leases and Rentals is due to lease at Sports Authority Field to serve the
Decatur station on the West Line
Page 102
RTDs Goals
Safety
Reliable
Courteous
Accessible
Cost-effective
Completed bi-annual inspection of all pedestrian bridges in the

district
Awarded construction contract for improvements to signage and
infrastructure for Auraria Station
Managed and designed the 2011 park-and-ride improvement
(concrete and asphalt repairs) program
Made street improvements at 54 locations throughout the District
Completed track improvements at downtown Denver intersections
th
Managed ongoing maintenance of the 16 Street Mall
th
Awarded contract for 16 Street Mall pilot paver project and started
the program
Completed installation of new computer-aided-design (CAD)
software which is used to develop design drawings and provide
quality control
Installation of new shelters at four locations
Completed final design for the Table Mesa pedestrian bridge and
awarded construction contract
All FasTracks projects underway being completed within budget
West Corridor construction 90% complete
Denver Union Station 50% complete
Completed civil, track and systems cutovers for new track at DUS
and West Corridor
Notice to Proceed for full Eagle P3 project given
Four car platform project completed
Property acquisition on West Corridor substantially complete
Agreement with City and County of Denver regarding double track
and grade separations on East Corridor
Advanced basic engineering started for Southeast Extension
Bids issued for civil/structural contract for I-225 Segment One
(Nine Mile to Iliff)
Procurement started for design-build contract for North Metro
Segment One (DUS-Stock Show)
Completed final design of the US 36 queue jumps and draft study
of US 36 traffic signal priority study
Completed contract documents for parking structures at Sheridan
and Wadsworth on the West Corridor and awarded design-build
contracts
Design for relocation of the bus transfer facility at the Southwest
Plaza Shopping Center
Continued technical interface with Union Pacific, BNSF and Amtrak
Page 103

RTDs Goals
Safety
Clean
Reliable
Cost-effective
Meeting Future
Needs
Management and oversight of the 2012 park-and-ride improvement

projects (concrete and asphalt)
Remove existing, deteriorated pedestrian canopy on the Sheridan
bridge over US 36
Complete installation of programmable logic controllers (PLC) in
traction power substations
th
Monitor progress of 16 Mall pilot program
th
Management and oversight of 16 Street Mall maintenance
Manage the 2012 street improvement project at 45 locations
All FasTracks projects underway being completed within budget
th
Negotiate IGA for future maintenance of 16 Street Mall
West Corridor to reach stage of integrated testing with completion
of all civil work and 90% of systems work
Full construction underway on Eagle P3 project
Complete structural work on underground bus facility at DUS
Start Implementation of all construction ready projects
Design for Southeast Extension at 65%
Start construction on Segment One (Nine Mile Iliff) of the I-225
project
Award design-build contract for North Metro Segment One
Continued management of the property acquisition program for
FasTracks
Possession of 90% of properties needed for Eagle P3 contract
Complete conceptual design of downtown circulator project
Complete construction of US 36 queue jumps
Continued interface with the Union Pacific, BNSF and Amtrak on
FasTracks projects
Complete the revised LRT design criteria
Complete construction of the Union Avenue bridge expansion,
Belleview Station improvement project and Southwest Plaza Bus
Transfer Facility
Page 104
Safety, Security, &

Facilities
Security &
Emergency
Management
Facilities
Safety &
Environmental
Safety, Security, & Facilities
Page 105

General Description
The Safety, Security & Facilities Department consists of three divisions whose mission is
the safety, security and emergency management, and facilities maintenance and
management of the District.
Facilities is responsible for maintaining and upgrading all RTD fixed facilities, stations,
real estate, and parking management. This group includes three functional units,
Facilities Engineering, Facilities Maintenance, and Parking Management.
Facilities Engineering is responsible for the design, construction, and renovation
of all District facilities, including maintaining and enforcing ADA compliance
requirements at the Districts facilities.
Facilities Maintenance is responsible for maintenance, cleaning, landscaping,
and snow removal at all operating and passenger facilities including light rail
stations, passenger shelters, and park-n-Rides.
Parking Management is responsible for the development and implementation of
RTDs parking management program.
Security and Emergency Management is responsible for the District's security,
emergency management, and emergency preparedness planning. This Division is
responsible for physical security including security patrols and coordination with local law
enforcement agencies.
Additionally this Division is responsible for the design,
installation, and maintenance of RTDs security systems and Security Command Center
and serves as the point of contact for emergency management and planning.
Safety & Environmental is responsible for the District's occupational safety, system
safety, environmental regulatory compliance programs, and site assessments. This
division consists of two units, Safety and Environmental Compliance.
Safety encompasses all modes of transportation and maintenance safety and is
designed to assure regulatory compliance, prevent accidents, protect lives and
property, and reduce costs associated with accidents.
Environmental Compliance includes environmental assessments for property
acquisition, hazardous waste minimization and disposal, remediation of
contaminated sites, monitoring for environmental hazards during construction,
and ensuring compliance with all federal, state, and local environmental laws.
Page 106

Cost Category
Salaries and Wages

Fringe Benefits
Services
Utilities
Insurance
Leases and Rentals
Other Expenses
Grand Total
2010
Actual
2011
Amended
2011
Projected
2012
Adopted
$ 8,374,500
2,806,597
1,790,862
19,261,926
5,453,884
125,783
$ 37,813,552
$ 8,347,039
2,284,863
1,731,830
22,874,301
5,055,248
137,615
$ 40,430,896
$ 8,347,039
2,284,863
1,759,840
18,458,159
5,059,248
137,515
$ 36,046,664
$ 8,497,011
2,370,580
1,569,947
26,402,566
4,852,812
102,075
$ 43,794,991
Change /11
Amended
149,972
85,717
(161,883)
3,528,265
(202,436)
(35,540)
3,364,095
% Change /11
Amended
1.8%
3.8%
(9.3%)
15.4%
(4.0%)
0.0%
0.0%
0.0%
(25.8%)
8.3%

Page 107

Increase in Salaries Wages/Fringe Benefits is due to new Asset Manager position

and Assistant, as well as contract rate increases paid for security officers coupled
with additional hours planned for fare enforcement, offset by decreases in overtime
wages
Materials and Supplies are reduced in order to fall in line with 2011 projected actuals
on maintenance of public facilities for park-n-Rides and light rail
Also reduced due to completion of projects in 2011 that will not be repeated in 2012
Services
Increase in Services is due to heavier need for security personnel throughout the
District
Increase is also due to investment in the Oracle Asset Management Program
Also higher due to increased contract maintenance work in various locations
throughout the District, especially at the new Denver Union Station Terminal
All snow removal contracts are going out for bid in 2012 and the new contract
amounts are expected to be higher
Utilities
Utilities expense is reduced in order to fall in line with 2011 projected actuals
Page 108
RTDs Goals
Safety
Clean
Reliable
Courteous
Accessible
Cost Effective
Implemented the Bus Accident Database which helps to develop

Bus Operator Safety Programs
Three 6,000 gallon Underground Storage Tanks were removed at
the Longmont facility to achieve compliance
Hosted 13th Transit Safety & Security Round Table sponsored by
TSA/DHS/FTA; a 3 day event bringing in 250 Transit Police Chiefs
and Security/Safety Directors from the top 60 mass transit
agencies in the U.S.
Continued support of TSA Visual Intermodal Prevention and
Response (VIPR) teams at transit centers, rail platforms and riding
trains
Upgraded fire protection at District Shops
Installed convex mirrors at Civic Center Station
Continued using a Department of Homeland Security grant, funding
additional terrorist awareness training for outside agencies;
conducted 26 training sessions for Citizen Emergency Response
Teams (CERT), certifying 145 individuals, with a total of 309
members
Housekeeping Campaign was launched at all Bus Operations
facilities
Utilized security patrols to minimize vandalism/graffiti
Completed the Internal Safety Audit and Public Utilities
Commission Audit of Light Rail with no findings
Upgraded the Security Command Center with new CCTV,
Computers & Generator
Union Station holiday lighting
Facility inspections were conducted on a monthly basis at all
operations facilities
Managed 4,700 requests to investigate or review video surveillance
from video systems representing a 10% increase in video cases
from the previous year
Continued using Street Supervisors, including Contract Bus Street
Supervisors in the fare inspection program
East Metro - replaced two 50 hp motors and several smaller ones
with energy efficient models
East Metro - replace heat recovery units with exhaust fans
Conducted emergency preparedness exercises and training
Developed an Asset Management (SOGR) pilot program
Civic Center structural study
Page 109

RTDs Goals
Safety
Clean
Reliable
Courteous
Cost-effective
Maintain safety and environmental compliance with all Federal,

State and Local regulations
Transition the On Track Safety Training Program to a computerbased training program
Continue the use of TSA Visual Intermodal Prevention and
Response (VIPR) teams at transit centers, rail platforms and riding
trains
Continue with emergency preparedness exercises and training
Perform scheduled inspections and submit required reports to
proper agencies
Further promote and expand the Housekeeping Campaign
Continue to utilize security patrols to minimize vandalism/graffiti
Replace the drivers relief kiosk at Federal and Evans
Continued emphasis on the Internal Safety Audit and the Public
Utilities Commission Audit of Light Rail with a goal of no findings
Continue to maintain RTD security systems and equipment in a
state of good repair
East Metro VAV & HW Coils for Drivers End Improve interface with
the DMV for license plate data checks
Parking management - implement pay by phone for parking
Contribute to waste minimization, pollution prevention and
sustainability efforts throughout all District facilities
Apply for a 2012 Transit Security Grant for CCTV and Public
Awareness
Continue CERT training and certification under a DHS Public
Awareness grant
Increase the level of Fare Enforcement program with internal RTD
fare inspectors, contract security officers, Denver and Aurora police
officers by using station sweeps, bus and train sweeps
Create a State of Good Repair HUB site for each category
Page 110
General Counsel
Risk
Management
Legal Services
General Counsel
Page 111
General Counsel
General Description
The General Counsel Departments mission is to manage legal affairs and risk
management for the District.
Risk Management functions include adjusting personal injury, property damage, and
workers' compensation claims; administering the District's self-insured liability and
workers' compensation programs; and securing property and other required
insurance coverage.
Legal Services represents RTD in all litigation by or against the District. This
includes personal injury, property damage, subrogation, employment litigation
including workers' compensation claims, real estate matters, construction litigation,
environmental disputes, grievance arbitration, and any miscellaneous lawsuits.
Page 112
General Counsel
2010
Actual
Cost Category
Salaries and Wages

Fringe Benefits
Services
Utilities
Insurance
Leases and Rentals
Other Expenses
Grand Total
1,198,265
408,678
617
115,441
5,209,822
176,481
7,109,304
2011
Amended
1,219,901
402,567
2,500
224,000
6,913,500
206,800
8,969,268
2011
Projected
1,219,901
402,567
8,200
218,300
6,913,500
206,800
8,969,268
2012
Adopted
1,269,965
418,204
2,000
230,000
6,450,000
168,250
8,538,419
Change /11
Amended
50,064
15,637
(500)
6,000
(463,500)
(38,550)
(430,849)
% Change /11
Amended
4.1%
3.9%
(20.0%)
2.7%
0.0%
(6.7%)
0.0%
0.0%
(18.6%)
(4.8%)
General Counsel
Page 113

Increase in Salaries and Wages/Fringe Benefits is due to salary adjustments in 2012,

no change in headcount planned
Insurance
Decrease in insurance is due to IBNR (Incurred But Not Reported) liability accrual
established on the balance sheet for the excess of budget over actual claims
Other Expenses
Decrease in Other Expenses is made to better match historic trends for tax and
license costs
RTDs Goals
Safety
Cost-effective
Meeting Future
Needs
Obtained Public Utilities Commission Approval for West Corridor

Crossings
Worked on design/build agreements for Wadsworth and Sheridan
park-n-Rides
Participated in negotiating US Intergovernmental Agreement with
Colorado High Performance Transportation Enterprise and
Colorado Department of Transportation for US 36 Managed Lanes
Participated in negotiating Intergovernmental Agreement with City
of Aurora for Eagle Project

RTDs Goals
Safety
Reliable
Meeting Future
Needs
Obtain Public Utilities Commission approval for Eagle Project

crossings
Provide legal assistance for RTD - ATU contract negotiations.
Assist in developing intergovernmental agreements for North Metro
Corridor
Page 114
Administration
Human
Resources
Materials
Management
Information
Technology
Civil Rights
Administration
Page 115
Administration
General Description
Administration consists of four functional units that provide critical support services that
enable RTDs operational departments to meet the mission and goals of the District.
Human Resources is responsible for personnel issues, recruitment and selection of

employees, performance management, employee compensation, labor negotiations
and administration of the collective bargaining agreement, employee benefits,
professional development programs, the employee wellness program, employee
travel, office services, and the federally mandated Substance Abuse Program.
Materials Management is responsible for purchasing or contracting for all goods and
services that the District requires. These include contracting for construction and
professional services in support of approved projects, management of the District's
inventory of repair parts and bulk fluids, disposition of excess/surplus District
property, and management of the Purchasing Management and Inventory Control
Systems.
Information Technology (I.T.) develops, operates, and maintains the Districts

information and telecommunications systems. I.T. designs, programs, and maintains
software applications that support all business and technical communications
processes within the District, including the Enterprise Resource Planning project.
Additionally, I.T. provides RTD riders with useful itinerary and on-time information
using the RTD website or RTD Information Kiosks.
Civil Rights consists of two groups: the Business Opportunity Office and the Equal
Employment Opportunity Office.
The Business Opportunity Office develops,
administers, and implements RTDs and FasTracks overall outreach and utilization
plan for Disadvantaged Business Enterprise (DBE) and Small Business Enterprise
(SBE) Programs. The Equal Employment Opportunity Office is responsible for the
administration of the Districts Equal Employment Opportunity program.
Page 116
Administration
2010
Actual
Cost Category
Salaries and Wages

Fringe Benefits
Services
Utilities
Insurance
Leases and Rentals
Other Expenses
Grand Total
8,093,926
2,872,829
960,606
6,913,626
903,816
329,213
1,133,058
21,207,074
2011
Amended
8,814,150
2,949,957
1,373,755
8,565,367
910,600
420,100
1,602,376
24,636,305
2011
Projected
8,689,150
2,949,957
1,381,755
8,596,606
910,600
382,100
1,575,488
24,485,656
2012
Adopted
9,628,771
3,163,495
1,328,900
10,124,207
1,030,800
517,100
1,730,126
27,523,399
Change /11
Amended
782,083
198,501
(43,055)
1,600,840
120,200
97,000
126,060
2,881,629
% Change /11
Amended
8.9%
6.7%
(3.1%)
18.7%
13.2%
0.0%
0.0%
23.1%
7.9%
11.7%
Administration
Page 117

Sales and Wages/Fringe Benefits
Increase in Salaries and Wages/Fringe Benefits is due to budgeted positions for the
regional Workforce Initiative Now (WIN) program, designed to create career
opportunities in the transportation and construction industries
Increase is also due to expansion of the Civil Rights Department and addition of EEO
specialists
Also increased due to converting certain IT consultant positions to full-time positions
Materials and Supplies is reduced in order to fall in line with 2011 projected actuals
and a reduction in budgeted office supplies
Services
Increase in Services is due to outsourcing of management services for the Smart

Card Technology project, including use of cloud technology service, as well as
hardware maintenance and warranty costs for the CAD/AVL project
Increase is also due to various Oracle enhancements and increased costs of
servicing and maintaining various software applications across the District
Also increased due to the use of outside contractors in the WIN program and outside
contractors in IT
Utilities
Increase in Utilities is due to higher telephone expenses in 2012 compared to 2011

and the use of CAD/AVL radio data across cellular networks
Leases and Rentals
Increase in Leases and Rentals is due to the leasing of additional space for IT
contractors offset by a decrease in operating leases on office equipment
Other Expenses
Increase in Other Expenses is mainly due to the full implementation of the

Leadership Program in 2012
Increase is also due to expected higher use by employees of Professional
Development funds in 2012
Page 118
RTDs Goals
Safety
Reliable
Courteous
Accessible
Cost-effective
Installed a new camera system at Civic Center station to ensure

the Station Starters can control the station with more efficiency
No findings during FTA triennial audit of the RTD Substance Abuse
Program
Automated incident tracking via online electronic system to replace
legacy process
Restructured entire work order and preventative maintenance
workflow for the Mobile Technologies ITS team to provide a more
efficient support model needed for the implementation of the new
CAD/AVL and Smartcard systems
Relocated data center Disaster Recovery (DR) site in cooperation
with the State of Colorado
Kept the stock out rate in inventory below 1% the entire year, thus
resulting in fewer down vehicles because of lack of parts
400+ RTD employees trained in EEO
Developed EEO Guidelines for RTD Manual
Completed analysis and scope of work for improvements to the
myStop system to provide a better user experience and implement
text message alerts
Completed the implementation of the mobile eCitations and
incident system for tracking fare evasion more efficiently
Implemented an electronic document and paperless packet system
for the Board of Directors and the Board Office staff (IQM2)
Kept the salaried benefit plan expenses flat, saving a minimum of
$2.266 million over the two plan years
Settled 45 pending arbitrations saving the District $225,000 in
costs
Locked diesel fuel prices for calendar year 2011 resulting in over
$5 Million savings vs. float prices
Began implementing SharePoint 2010 that will eventually replace
Laserfiche and shared drives, and replace eRoom for project
collaboration
Designed and developed MAX program with Los Angeles (Metro)
and Dallas (DART) that will optimize leverage of best practices
across multiple agencies
Page 119

RTDs Goals
Safety
Reliable
Accessible
Cost-effective
Implement "rolling" MVR and VRR check District wide for CDL
holders, which would lessen the strain on operating divisions
staffing
Implement RTD DR site. Develop a site using the State of
Colorado eFort with power, backup power, HVAC and data
communication backhaul to provide a site that will allow for backup
and recovery of data for the CAD/AVL, ERP and other critical RTD
systems in a disaster
Complete an upgrade to our Transtar trip planner to provide an
internet public facing trip planner replacement to the Google and
RTD legacy trip planners
Launch full Workforce Initiative Now program by the summer of
2012
Deploy base Financial Analytics Business Intelligence (OBIEE)
Implement PTO Plan that will have positive effect on accruals &
provide flexibility for work-life balance for employees
Implement the ability for potential bidders to download solicitation
documents from a link on the RTD web site. Offering a leadingedge web based method to provide instantaneous distribution of
documents while reducing the staff time, increasing efficiency and
supporting RTDs Sustainability Initiatives
West Corridor and DUS IT and ITS systems planning
implementation
Update the FTA approved DBE to include changes relative to the
DOT Final Rule
Develop a comprehensive Workforce Plan to insure continuity of
knowledge and service
Page 120
Finance
Finance &
Accounting
Treasury
Program
Control
Page 121
Finance
General Description
The Finance Department supports both the RTD base system and FasTracks and
oversees the finances of the entire district. Finance is comprised of Treasury,
Accounting, Budget, Debt & Investment Management, Statistics, Financial Reporting and
FasTracks Program Controls.
Finance and Accounting is responsible for all accounting, financial planning,

budgeting, debt, investments and grant management functions. These include
payroll, accounts payable, accounts receivable, fixed asset accounting, ridership
reporting, investment and cash management, issuance of long-term debt, budget
development and monitoring, financial reporting and forecasting, grant monitoring
and associated reports for the Federal Transit Administration.
Treasury is responsible for collection, transportation and depositing of all cash

revenue received through fare collection equipment and customer sales outlets.
All monies are possessed in accordance with Federal Reserve standards.
Additionally, the Treasury provides preventive maintenance and all servicing
needs to the Districts farebox fleet and Light Rail ticket vending machines. This
includes servicing and maintaining change, token, 10-ride book and monthly
pass vending machines available for public use at the Districts customer service
stations.
Program Control is responsible for all financial support functions of the Planning
and Capital Programs Departments and the FasTracks program. This includes
cost control, document control, budget development and monitoring, contract
control and monitoring, project scheduling and schedule control, project change
control and project cost estimation. This division is also responsible for the
FasTracks financial plan.
Page 122
Finance
2010
Actual
Cost Category
Salaries and Wages

Fringe Benefits
Services
Utilities
Insurance
Leases and Rentals
Other Expenses
Grand Total
4,055,930
1,418,778
636,752
638,000
96
758
10,182
6,760,496
2011
Amended
4,336,576
1,399,309
1,028,678
804,764
4,600
19,887
7,593,814
2011
Projected
4,386,153
1,399,309
901,316
882,548
4,600
19,887
7,593,814
2012
Adopted
4,462,256
1,426,939
2,078,008
1,063,026
5,000
42,550
9,077,779
Change /11
Amended
125,680
27,630
1,049,330
258,262
400
22,663
1,483,965
% Change /11
Amended
2.9%
2.0%
102.0%
32.1%
0.0%
0.0%
0.0%
8.7%
114.0%
19.5%
Finance
Page 123

Increase in Salaries and Wages/Fringe Benefits is due salary adjustments in 2012,

no change in headcount planned
Increase in Materials and Supplies is due to acquiring new ticket stock for the Ticket
Vending Machines
Increase is also due to fare media and spare parts for the Smart Card Technology
project and the new fareboxes incurred by Treasury
Services
Increase in Services is due to an increase in the price of the armored car service
contract
Increase is also due to warranty costs for the Smart Card Technology project and
new fareboxes
Also increased due to legal services in 2012 related to financing arrangements in
order to better match costs incurred in 2011
Page 124
RTDs Goals
Reliable
Courteous
Cost-effective
CAFR - Financial Reporting / A-133 audit submitted with no

findings
Federal Transit Administration (FTA) Triennial Review completed
with all audit findings addressed within specified timeframe
Installed 1,108 New Fareboxes, 14 Vault Receivers, and a
CyberLock system
Made enhancements to the Ridership Data Repository to analyze
data at the garage level and provide additional audit features
More timely closure of grants with improved accountability
Streamlined quarterly budget variance reporting and re-wrote
policy to make process more meaningful to AGMs and
departments
Completed first year of DUSPA audited financials RTD assumed
accounting duties in 2010
Collaborated with AGMs to maintain flat expense plan for 2012
Acquired 15 TVMs and related spare parts that helped to prolong
the useful life of existing TVMs
Applied for and closed on a TIFIA loan in the amount of up to $280
million for the Eagle Project
Utilized scanning options for electronic filing minimizing the storage
of paper documents
Contracted with CU-Leeds School to improve sales tax forecasting
Revised and implemented changes in the Investment Policy to
address current challenges in the U.S. financial markets

RTDs Goals
Safety
Courteous
Accessible
Cost-effective
Install new security alarm system and integrate and upgrade

treasury facility surveillance system
Develop new reports to simplify our overall daily and month end
revenue-reconciliation processes
Revamp Budget Book to be streamlined and more user-friendly
Publish both current and archived ridership reports online
Integrate Fiscal Sustainability Task Force measures into current
year and multi-year budgeting
Develop and implement reporting to support the Eagle TIFIA loan
draws
Move forward with the new Payroll Money card creating a
paperless payment process
Cross-training and resource-sharing in grants management and
budget preparation
Assist in development of reports for FasTracks operations
Page 125
Page 126
Communications
Public
Information
Internal Audit
Customer
Information
Marketing
Page 127
Communications
General Description
The Communications Department consists of four divisions that are responsible for the
management of the Districts internal and external communications, governmental
affairs, customer information and sales, and internal audit.
Public Information (Public Relations, Government Relations, and Community

Relations) Public Relations is responsible for maintaining effective media and public
relations, including performing official spokesperson duties for the District and
overseeing the public information efforts on the FasTracks project. Government
Relations works with state and local government agencies in a variety of roles. This
office is responsible for directing RTDs state and federal lobbyists in their efforts in
introducing and tracking bills in the state legislature and in Congress, for monitoring
and reporting on pending state and federal legislation, and for coordinating efforts in
securing federal funding for RTDs major projects. Community Relations ensures
that stakeholders, customers, and the public at large are informed and educated
about RTD and all of its programs, including the FasTracks program.
Customer Information Division is responsible for providing route, schedule, and fare
information to our customers through our Telephone Information Center and e-mails
received through our website in both English and Spanish. Other responsibilities of
the division include:
Translates and records phone mail scripts in Spanish
Receives by phone and email customer comments, suggestions/inquiries,
and commendations and processes these and responds back to the
customer where appropriate
Responds to external and internal customer requests to furnish staff for
presentations
Responds to customer requests for printed material such as route
schedules and mails them to the customer
Administers the Special Discount Card program; coordinates the Senior
Volunteer Program
Oversees pass sales at all of our sales outlets at our major transit centers
Manages the Lost and Found at our major transit centers
Assists the EcoPass function by taking EcoPass pictures at DIA
Administers the Bike Locker Program at the park-n-Ride locations
Works with the IT Division to maintain and update the RTD website and
TIC trip planners as well as develop the Google trip planner for use by our
customers
Internal Audit Division is responsible for monitoring internal and external operations
for efficiency and adequate controls and supervising contract closeout audits.
Marketing is comprised of the Sales, Market Research, Account Services and Design
Services groups. The Marketing Division provides prepaid fare products, performs
market research, and promotes RTD service through direct mail, print and broadcast
Page 128
advertising, and other activities. This division also is responsible for print production,
graphic design, and audio/visual support for all RTD activities and plans special
events.
Page 129
Communications
2010
Actual
Cost Category
Salaries and Wages

Fringe Benefits
Services
Utilities
Insurance
Leases and Rentals
Other Expenses
Grand Total
4,924,006
1,712,940
263,835
1,414,628
4,781
18,506
8,338,696
2011
Amended
4,989,747
1,657,172
336,100
3,225,500
5,000
124,150
10,337,669
2011
Projected
4,989,747
1,657,172
336,100
3,225,500
5,000
124,150
10,337,669
2012
Adopted
5,275,969
1,715,746
333,600
3,652,005
5,000
105,450
11,087,770
Change /11
Amended
286,222
58,574
(2,500)
426,505
(18,700)
750,101
% Change /11
Amended
5.7%
3.5%
(0.7%)
13.2%
0.0%
0.0%
0.0%
0.0%
(15.1%)
7.3%
Communications
Page 130

Increase in Salaries and Wages/Fringe Benefits is due to 2 positions added (net) in

Design Services (multi-media designer) and Account Services (content coordinator),
net of some full-time positions in the Telephone Information Center converted to parttime positions
Services
Increase in Services is due to the roll-out and marketing campaign costs of the Smart
Card Technology project
Increase is also due to advance roll-out of the marketing campaign for the West Line
Other Expenses
Increase in Other Expenses is due to the costs of promotional material for the
marketing campaigns
Page 131
RTDs Goals
Safety
Reliable
Courteous
Accessible
Cost-effective
Launched Partners in Safety Marketing Campaign

Partnered with State Patrol to launch the Yield to Bus Program
Completed 20 internal audits to help ensure that District policies
and procedures were being properly followed and that adequate
controls are in place
st
Won two 1 Place Awards from APTA, and won Marketing
Program of the Year from CASTA
Continued training of TIC operators on customer interaction skills
and phone courtesy.
The TIC/myStop information center handled over 5,000,000 calls,
the highest year ever
RTD Spokespersons available to media 24/7
Enhanced public outreach through Telephone Town Halls allows
agency to have live, direct connection to large numbers of
constituents at one time
Social Media and web-based communications tools provided
access to RTD information around the clock
myStop Phase 2 Scope of work proceeding on schedule.
Part-time TIC operators implemented for cost-savings and
schedule flexibility
Brought in-house jobs that had been contracted out, resulting in a
net savings to the District
Completed State Audit response on Bus Cost Modeling Audit,
demonstrating that the District effectively utilizes an updated cost
tracking process in compliance with Audit recommendations
Proceeded on the development of a new Trip Planner to replace
the aging systems currently being used in the TIC and on the web
site
Implemented the General Managers Call to the People campaign
asking the public to weigh in on timing for meeting the regions
future transit needs during challenging times
Conducted annual FasTracks survey to gauge public perceptions
and education needs regarding the program of projects
Page 132

RTDs Goals
Safety
Reliable
Courteous
Accessible
Continue the Partners in Safety Education Campaign to inform

public on how to more safely interact with RTD vehicles
Develop 2012 Audit Plan for Board approval of 20 internal audits to
help ensure that District policies and procedures are being properly
followed and that adequate controls are in plac.
Begin development and implementation of marketing tactics and
strategies for 2013 West Corridor opening
Continued training of TIC operators on customer interaction skills
and phone courtesy
Continue development of electronic and web-based tools to assist
our customers
Commence major awareness campaign for SmartCard marketing
Improve web-based communications tools through in-house
resources will provide increased and more accurate customer
information
Text-enabled myStop feature will offer Customers an additional
way to receive service information
New Trip Planner will go live, replacing obsolete Trip Planner in the
TIC and on the web, providing better customer information
Revise FasTracks Strategic Communications Plan to tailor public
information and outreach to the education needs of the FasTracks
program
Monitor implementation of SmartCards and other new systems
through Internal Audit process to ensure they meet District goals
Page 133
Page 134
Board of Directors
General Manager
General Managers Office
Page 135
General Description
The General Manager's Office is responsible for the leadership and management of the District
in support of the goals and objectives of the Board of Directors. Primary duties include the
development of program and policy alternatives for consideration by the Board; leadership,
administration and management of staff activities; project planning, implementation, and
completion; providing an environment for growth and development of staff; maintaining effective
internal and external RTD communications; and promoting the understanding and importance of
transit needs.
Page 136
General Manager's Office

2010
Actual
Cost Category
Salaries and Wages

Fringe Benefits
Services
Utilities
Insurance
Leases and Rentals
Other Expenses
Grand Total
418,337
136,273
300
645
26,275
581,830
2011
Amended
378,955
125,055
500
2,000
43,325
549,835
2011
Projected
378,955
125,055
500
2,000
43,325
549,835
2012
Adopted
392,650
128,997
500
2,000
43,325
567,472
Change /11
Amended
% Change /11
Amended
13,695
3,942
17,637
General Manager's Office

(thousands of dollars)
Page 137
3.6%
3.2%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
3.2%

Increase in Salaries and Wages/Fringe Benefits to due salary adjustments in 2012, no

change in headcount planned
Page 138
RTDs Goals
Safety
Reliable
Courteous
Accessible
Cost-effective
Completed implementation of the RTD Asset Management State of

Good Repair program through successful demonstration of the bus pilot
program
Launched Partners in Safety Marketing Campaign, Partnered with State
st
Patrol to launch the Yield to Bus Program, won two 1 Place Awards from
APTA and won Marketing Program of the Year award from CASTA
Completed bus operator refresher training program for all bus operators
To provide improved sales and use tax forecasts, contracted with the
University of Colorado Leeds School of Business to develop a model
and provide sales and use tax projections
Completed implementation of automated fare inspection and database
program
Enhanced our capital program value and community commitments by
implementing the WIN Pilot Program
West Line and Denver Union Station service shutdown and tie-in to new
line and stations completed with minimal impacts to customers
The TIC/myStop information center will handle more than 5,000,000 calls,
the highest year ever
Addressed more than 2,000 direct media inquiries and public information
requests, and logged more than 5,000 earned media interviews, mentions
and responses
Successfully implemented 4-Car train operations throughout system,
including modification of fleet power draw, upgrade of the traction power
substations, and coordination with City of Denver of new traffic signal
sequencing
Significant Progress on TOD Implementation:
o Successful RFP for the DUS Historic Building
o Implementation of the TOD Pilot Program
o Approval by the RTD Board of the design-build contract for the
Boulder Transit Village
Implemented Fiscal Sustainability Task Force recommendations for
service adjustments and modified fiscal policies regarding fund balances
to successfully manage the Districts long-term financial position
Installation of farebox collection equipment ahead of schedule and under
budget
Successful conclusion to the 4-year FTA New Starts Grant process for the
EAGLE Full Funding Grant Agreement - $1.03 billion
Completed US BRT Agreement with CDOT and HPTE
Successfully launched RTDs Strategic Leadership Program to enhance
training and knowledge transfer throughout the District
Completed initial draft of West Corridor service plan and began
stakeholder review
Passed the 85% completion for the West Corridor, 45% for Denver Union
Station, started construction of the East Corridor and gave Notice to
Proceed on the Eagle P3 project for the Gold Line
Page 139

RTDs Goals
Safety
Reliable
Courteous
Accessible
Cost-effective
Continued safety, security, environmental and facilities technical support

of Eagle and FasTracks program
Start first cycle of annual, multi-day refresher and re-certification training
for all Light Rail operating staff members
Provide enhanced and diversified procurement support for solicited
innovative proposals resulting from the Industry Forum
Achieve timely RTD and DRCOG approvals of the FasTracks Annual
Program Evaluation and DRCOG SB 208 Report in advance of a potential
2012 election
Build an enhanced employee Total Rewards benefits portfolio to
demonstrate support and appreciation to current employees, and help to
attract new recruits
Begin development and implementation of marketing tactics and
strategies for 2013 West Corridor opening and for SmartCard awareness
Launch Text-enabled myStop feature that will offer Customers an
additional way to receive service information
Procure ADA related services (call center, service provision etc.) and
complete the installation of new radio system and updated Mobile Data
Computers in the access-a-Ride fleet
Implementation of TOC/TOD Joint Development Agreement(s)
Provide financial strategies to advance FasTracks projects, implement
Fiscal Sustainability Task Force recommendations and maintain a
balanced budget
Pursue opportunities to secure additional funding from a variety of
sources to complete the FasTracks vision
Establish accounting, budgeting and reporting for the West Line
operations to include direct and indirect cost allocations
Receive FTA approval for Entry into the Small Starts Grant program for
the Southeast Corridor Extension project
Develop IGAs for North Metro Rail
Develop the design and implementation plan for the structural
rehabilitation of Civic Center Station
Complete the development of the West Corridor service plan for inclusion
in the 2013 budget
Conduct pilot testing of the Design Line prototype bus for potential use as
next generation Mall Shuttle vehicle
Successfully recruit, hire, and train operating staff for 2013 West Line
opening
Start construction on the Construction Ready Plan, which includes
elements on I-225, North Metro and US 36
Start full construction on Phase II of the Eagle P3 project
Page 140
Board Office
Taxpayers
Board of Directors
Board of Directors Staff
Page 141
Board Office
General Description
The Board Office is a support group whose mission is to manage and coordinate all the
activities and functions of the Board of Directors. The department is responsible for producing
and coordinating accurate, timely material for an orderly decision-making process. This
includes planning and organizing efficient Board and committee meetings, documenting and
keeping accurate records of all Board actions and policies, and assisting the Board of Directors
in maintaining effective community relations with other officials, agencies, and constituents.
Page 142
Board Office
2010
Actual
Cost Category
Salaries and Wages

Fringe Benefits
Services
Utilities
Insurance
Leases and Rentals
Other Expenses
Grand Total
288,550
56,293
1,773
257,766
22,168
202,872
829,422
2011
Amended
332,999
55,770
13,000
263,125
35,100
314,550
1,014,544
2011
Projected
326,999
55,770
13,000
277,125
35,100
306,550
1,014,544
2012
Adopted
355,750
55,672
13,000
184,000
35,100
290,450
933,972
Change /11
Amended
22,751
(98)
(79,125)
(24,100)
(80,572)
% Change /11
Amended
6.8%
(0.2%)
0.0%
(30.1%)
0.0%
0.0%
0.0%
0.0%
(7.7%)
(7.9%)
Board Office
(thousands of dollars)
Page 143

Increase in Salaries and Wages/Fringe Benefits is due to one addition to Board Office staff
from conversion of part-time position to full-time position
Services
Decrease in Services is due to wrap up of costs related to launch of Fiscal Sustainability

Task Force
Decrease is also due to shift of temporary services to full-time position
Other Expenses
Other Expenses, primarily Special Projects and Public Events, is reduced in order to fall in
line with projected 2011
Page 144
RTDs Goals
Reliable
Courteous
Accessible
Cost-effective
Successfully transitioned 4 new Directors to the RTD Board of Directors

Completed outstanding items from state audit report pertaining to CEO
compensation model, benchmarking and General Manager Oversight
Board office supported over 100 committee, study sessions, special
meetings and Board meetings in 2011
Initiated ad hoc committee on re-districting of the RTD District
Completed office restructure with new clear job descriptions for Board
office
Board members active participation in Legislative Conference and
lobbying of Congressional delegates
Board members actively participation in APTA Annual and EXPO
Initiated telephone town hall meetings as part of PI outreach to
constituents
Fiscal Sustainability Committee provided their report to the Board with
recommendations and have initiated some of the changes pertaining to
service optimization, and funding of reserves
Conducted annual joint Board/staff planning retreat to set goals that
trigger budget cycle
Automated Board processes
Initiated phase 1 of paperless packet rollout (Ipad rollout)
Board members approved PPP and Eagle P3 for FasTracks
Completed General Manager goal setting for 2012 and evaluation for
2011
Passed new Board policies pertaining to organizational membership,
management directives on electronic device usage and resolutions
pertaining to FasTracks
Page 145

RTDs Goals
Reliable
Courteous
Cost-effective
Revise Board Bylaws and Policies

New Board member orientation program
New Board members acclimation to Board Role
Hiring and training of staff
Coverage and support of Committee/Board meeting
Candidate briefing and preparation for 2012 elections
Planning for retreats/special events to support Board members
Support GM Oversight & Performance Committee on GM employment
negotiations
Implementation of the Hub intranet site
Successful installation of Phase 2 of paperless packets
Support Board in 2012 ballot decision
Page 146
Non-Departmental
General Description
Non-departmental expenses include all functions and expenses that are not attributable to a
specific department within the District organizational structure. These expenses fall into four
general categories:
Non-departmental expenditures include programs that benefit the District as a whole and do
not fall under the jurisdiction of specific departments, including State and external financial
audit fees, employee awards, student intern programs, and costs of ballot issue elections
required under Article X, Section 20 of the Colorado Constitution.
Unallocated expenses are funds available during the budget year to meet needs that were
not anticipated at the time the budget was developed. As needs are identified, funds are
transferred from this line item into the appropriate departments.
Vacancy savings are identified during the development of the budget to account for
anticipated salary and benefit savings from vacant positions. Actual savings are posted to
the appropriate departments as they occur.
Interest expense represents the interest payments due on all outstanding bonds, certificates
of participation (COPs), and commercial paper issued by RTD, and any anticipated interest
payments or issuance costs for bonds, COPs, or commercial paper expected to be issued in
the current year.
Page 147
Non-Departmental
2010
Actual
Cost Category
2011
Amended
2011
Projected
2012
Adopted
Salaries and Wages

Fringe Benefits
Services
Utilities
Insurance
Leases and Rentals
Other Expenses
150,034 $
11,956
3,668,795
(9,969,131)
(319,484) $
121,331
1,414,110
618,905
(319,484) $
121,331
1,425,327
604,688
Sub Total
(6,138,346) $
1,834,862
1,831,862
Interest Expense
Depreciation
Grand Total
Change /11
Amended
(1,732,520) $
20,843
2,501,225
598,000
1,387,548
48,734,876
105,535,035
41,746,396
102,313,357
53,695,396
102,313,357
52,998,704
102,401,919
$ 148,131,565
$ 145,894,615
$ 157,840,615
$ 156,788,171
% Change /11
Amended
(1,413,036)
(100,488)
1,087,115
(20,905)
442.29%
(82.82%)
0.00%
76.88%
0.00%
0.00%
0.00%
0.00%
(3.38%)
(447,314)
(24.38%)
11,252,308
88,562
26.95%
0.09%
10,893,556
7.47%
Non-Departmental
$180
$160
$140
$120
$100
$80
$60
$40
$20
$0
-$20
Salaries and
Wages
Fringe Benefits
Services
2010 Actual
Other
Expenses
2011 Amended
Interest
Expense
Depreciation
Grand Total
2012 Adopted
Page 148

Decrease in Services is due to the estimate of the effects of a hiring freeze in 2012, offset by
the costs of the organizations student intern program
Services
Increase in Services is due to represented (union) employee contract adjustments,

consisting of primarily of wage and benefits adjustments, offset by pass-thru grants
Other Expenses
Decrease in Other Expenses is due to reduced interest expense as a result of lower interest
rates
Page 149
Page 150
Part VIII. 2012 Capital Expenditures
Page 151
RTD Capital Program Assumptions

Overview
RTD's capital program supports the current and future delivery of transit service to its 2,348
square mile district. To this end, RTD provides revenue vehicles and other equipment needed
to operate bus and rail service, rapid transit infrastructure such as rail lines and high-occupancy
vehicle lanes, and other passenger infrastructure such as park-n-Rides, transfer stations, and
bus shelters.
A capital project is any activity which results in the addition of a tangible asset with a dollar
value of $5,000 or greater and an expected useful life greater than one year, such as property,
plant or equipment used by the organization in its operations. The resultant new asset is
expected to benefit future periods. It is distinguished from major repairs to an existing capital
asset that does not expand the capacity of that asset.
RTD has one significant non-routine capital expenditure programs in the 2012 Adopted Budget
which is FasTracks. FasTracks required voter approval on a ballot issue. FasTracks utilizes
both new capital and capital carryforward funding.
Fleet Plan
RTD will continue its fleet replacement program in 2012 but in a modified manner. RTD has
scheduled the purchase of Mall Shuttle buses, all for replacement, using local and federal
funding. RTD will also purchase cutaway vehicles for replacement in both ADA and call-n-Ride
service.
The table on the next page presents the revenue fleet delivery assumptions used in the
preparation of the 2012 Budget.
Page 152
RTD Revenue Fleet Assumptions 20121

January 1,
2011
Dec. 31,
2011
Change
Regular Bus Fleet

Transit
Articulated
Intercity
Mall Shuttle
Medium Transit (30-foot)
Small Bus (28-foot)
Cutaway (22-foot)
Subtotal - Regular Bus Fleet
Call-n-Ride (22-foot)
Light Rail Vehicles
576
118
161
36
124
0
14
1,029
36
153
576
118
161
36
124
0
14
1,029
36
172
0
0
0
0
0
0
0
0
0
19
access-a-Ride
Cutaway
Subtotal access-a-Ride
TOTAL REVENUE VEHICLES
325
325
1,543
325
325
1,562
0
0
0
19
Opening balances represent estimates available at time of budget submission. Actual balance at year- end may
vary according to adjusted delivery and retirement schedule.
FasTracks
In November 2004, the voters of the Regional Transportation District approved the financing of
the FasTracks multimodal project. The plan calls for new commuter rail and light rail lines in
nine major travel corridors, bus rapid transit, an expanded park-n-Ride system, enhanced bus
service throughout the District, and development of Denver Union Station in downtown Denver
as a multimodal transit hub.
In the financial plan adopted by the RTD Board of Directors in April 2011, the total cost of this
project, in year of expenditure dollars, was projected at $6.8 billion, with full program completion
in 2020. RTD is in the process of updating the FasTracks financial plan for 2012, and the results
of this update are not available at this time. Therefore, the financial plan approved in April 2011
forms the basis of this document. Funding of the program will be provided through a variety of
sources, including a voter-approved sales tax increase, debt issuance, federal grants,
contributions from local governments that will benefit from the transit improvements, and publicprivate partnerships. The FasTracks ballot issue included approval of the issuance of a
maximum of $3.477 billion in debt, including long-term bonds and short-term debt to bridge any
timing differences in the receipt of federal funds to finance the project. Total principal and
interest payments on this debt may not exceed $7.129 billion.
2011 marked a series of major milestones for the FasTracks program. In August 2011, RTD
received a Full Funding Grant Agreement (FFGA) from the Federal Transit Administration (FTA)
to provide $1.03 billion in New Starts funding for the Eagle Project. This grant will fund
construction of the East Corridor, Gold Line, and a portion of the Commuter Rail Maintenance
Facility. Upon receipt of the FFGA, RTD issued Notice to Proceed for Phase 2 of the project,
including the Gold Line and the electrified segment of the Northwest Rail Line from DUS to
Page 153
South Westminster. In December 2011, RTD closed on a federal Transportation Infrastructure

Finance and Innovation Act (TIFIA) loan to provide a portion of the local match to the FFGA
grant.
RTD also saw substantial progress on other FasTracks projects in 2011. Construction on the
West Corridor reached 85% completion, with the relocated Federal Center park-n-Ride and the
new Auraria West station opening for passenger service. Construction on the Denver Union
Station project reached 45% completion, and the relocated light rail station and Mall Shuttle
terminal opened to passengers in August 2011. Additional light rail maintenance capacity was
provided through the completion of the expansion of the Elati maintenance facility and the
renovation of the Mariposa facility, and the final light rail vehicles that were ordered in 2008
were delivered in 2011.
Finally, the RTD Board of Directors approved a plan to move forward with $305 million in
remaining funds on the projects either not yet in construction or under contract. The funding will
cover construction of the North Metro Rail Line from DUS to the Stock Show, extension of the I225 Light Rail Line from Nine Mile to Iliff Station, construction of the Longmont Station on the
Northwest Rail Line for use as an interim bus park-n-Ride, and additional planning and design
work on the Southeast Corridor Extension, Southwest Corridor Extension, and the Central
Corridor Extension. RTD also has committed $120 million to the Colorado Department of
Transportation (CDOT) US 36 Managed Lanes project, which will provide Bus Rapid Transit
(BRT)/HOT lanes along US 36 from Pecos to Interlocken.
In 2012, RTD expects to see substantial progress on the current FasTracks projects.
Construction is expected to begin on several segments of the Eagle Project. RTD has entered
into an IGA with CDOT for construction of the civil and structural elements of the I-225
extension to Iliff, and construction on this segment also is expected to begin in 2012. The US
36 BRT project is expected to see major progress in 2012, with construction starting on the
Table Mesa pedestrian bridge and queue jumps in various locations along the corridor. On the
West Corridor, civil construction is expected to be completed in 2012, systems construction is
expected to be substantially complete, and RTD expects to begin system testing before the end
of the year. In addition, the parking garages at Wadsworth and Sheridan will be under
construction, to be completed before the corridor opens for revenue service in May 2013. RTD
also expects to make significant additional construction progress on the Denver Union Station
project and to provide program-wide administration as part of the 2012 capital budget for
FasTracks.
CAD/AVL and Radio Replacement

RTD bus radios will be replaced in compliance with the Federal Communications Commission
radio re-banding by December 21, 2012, at a cost of approximately $52.0 million. In order to
meet this mandate, RTD will COP-finance the project, and is in process of selecting vendors for
CAD/AVL and radio systems and awarding contracts.
Smart Media Technology

The 2011 RTD budget set aside approximately $12 million in ARRA funding to continue the
move to a modern smart card enabled fare and data collection system. The plan includes the
Page 154
purchase of data collection units for light rail stations and the fixed-route bus fleet. Testing of
the technology took place in 2011 and initial phases of the implementation are planned for 2012.
Farebox Replacement
The 2011 Adopted Budget included $10.5 million for the replacement of RTDs 20 year-old
fareboxes. The majority of the cost of the project was funded through COPs. Partial fleet
installation was completed in 2011. Full roll-out to the entire fleet is scheduled for 2012.
park-n-Rides
In 2011, RTD programmed new funding for two park-n-Ride projects, located at 104th &
Colorado Boulevard and Pine Junction in the District. Land at 104th & Colorado Boulevard will
be acquired in 2012 for the design and construction of a new park-n-Ride having approximately
100-125 spaces available for 2013. This project is an early action item for the future North
Metro Rail Corridor. The Pine Junction park-n-Ride is a new park-n-Ride having approximately
100 spaces on property acquired in 2002. RTD had been unable to fund the construction due to
economic conditions but received FASTER grant funds for construction in 2012.
Transfer Stations
RTD will relocate and expand the existing bus transfer facility located at the Southwest Plaza
shopping mall. The station will be relocated to a location at the mall which is preferred by mall
management. Expansion and improvements will include bus pullouts, a driver relief station, bus
shelters and landscaping.
Other Projects
In addition to the specific programs described above, RTD's 2012 capital budget includes
funding for other programs, as listed below:
Automatic Station Announcements for Light Rail
Replacement of 47 buses in RTDs Intercity bus fleet
Some additional Bus Infrastructure improvements are planned; funds are provided for
Installation of Bus Shelters, Local Government Requests, and essential Street
Improvements
RTD will continue ongoing replacement of fleet administrative pool vehicles, in-plant
vehicles/equipment, and support/service vehicles
Renovation of an existing facility for relocation of LRT MOW functions
Page 155
2011 Capital Accomplishments

The difference between 2011 Amended Budget Capital Expenditures and 2011 Projected
Capital Expenditures is due primarily to capital carryforward. Capital carryforward exists when a
project, either in whole or in part, is not completed in a single fiscal year. The funds required to
complete the project are carried forward to the next fiscal year.
2011
Projected
Expenditure
Project
FasTracks
Description
WEST CORRIDOR
Bridge, structure and drainage work is 100% complete.

Federal Center parking was completed and opened.
Auraria West Station was relocated while the Central Platte
Valley cutover was completed. The Sheridan bridge was
completed and reopened. Various elements of roadwork,
stations, trackwork and systems are still in process as well
as testing and integration. The West Line is scheduled to
be completed and opened in May 2013.
Advanced design from the 30% level with a majority of the
corridor reaching the 100% design level. Continued utility
relocation work, began major construction with work at
Coors Field, and constructed staging areas in anticipation of
the UPRR relocation to begin in 2012.
During 2011, completed transit element design packages,
topped out a portion of the Bus Box while excavating the
remainder and opened new LRT station. Construction of
the final phase of the Bus Box, the entire CRT facility and
remaining streets will take place by May 2014.
Received the Full Funding Grant Agreement (FFGA) from
FTA which allows for right-of-way acquisition and
construction to commence on the corridor. Advanced the
design from the 30% level with a majority of the corridor
reaching the 100% design level.
Completed design of the CRMF yard. CRMF building site
has completed the 30% design and continues to be
advanced to the 100% level.
Received the Full Funding Grant Agreement (FFGA) from
FTA which allows for right-of-way acquisition and
construction to commence on the corridor. Advanced the
design from the 30% level with a majority of the corridor
reaching the 100% design level.
Advanced design to the 100% level; continued design and
construction integration with the DUS project.
Completed 100% design and completed Environmental
Analysis.
Completed redesign of certain elements to
accommodate combined RTD/CDOT construction bid
package.
Union Pacific RR and Burlington Northern RR relocations
were completed.
Union Pacific flagging and fence
installation will be completed in 2012.
During 2011, construction began on improvements and
betterments to: Wadsworth Station, Union Avenue,
Jefferson County garage, 911 fiber optics, Knox pedestrian
paths and Harlan drainage. Completion of construction of
the above projects as well as betterments of Oak Street will
EAST CORRIDOR
DUS OVERSITE
GOLD LINE
CR MAINTENANCE FACILITY
NORTHWEST RAIL
DUS TO CRMF CORRIDOR

I-225 CORRIDOR SEGMENT 1
BURNHAM YARD LEAD &

OTHER
WC THIRD PARTY
ENHANCEMENTS
$110,552,935
$87,208,744
$58,869,771
$27,869,237
$12,771,851
$8,964,738
$7,607,278
$6,864,176
$6,600,412
$5,765,906
Page 156
Project
2011
Projected
Expenditure
Description
continue and be completed by May 2013.
FASTRACKS ADMIN
PROJECTS
WEST CORRIDOR CNPA
SOUTHEAST EXTENSION
NORTH METRO CORRIDOR
SOUTHWEST ENHANCEMENTS
CRMF TO PECOS
SOUTHEAST ENHANCEMENTS
SOUTHWEST EXTENSION
MISC. VEHICLES -2008
DUS SYSTEMS- EAGLE

COMMUNICATIONS SYSTEMS
UPGRADE
COLFAX CROSS- OVER

WEST CORRIDOR PARKING
GARAGES
CENTRAL CORRIDOR
EXTENSION
Ongoing support of the FasTracks program, including

program support consultants, quality assurance, and public
involvement. Completed 2011 Annual Program Evaluation
to update all project scopes, budgets, construction
schedules and delivery methods. This project will continue
through the completion of the FasTracks program.
Construction of the Decatur Bridge was completed.
Negotiations to procure additional Ticket Vending Machines
occurred during 2011. TVMs will be procured and installed
by May 2013.
Advanced basic engineering and advanced planning work
was initiated in 2011. Survey and Geotech work to support
the advanced engineering was also completed.
Finalized the FEIS and received Record of Decision for the
full corridor.
Completed the platform extension project, which lengthened
the existing platforms. This will facilitate four-car light rail
vehicles, increasing the rider capacity. Additional light rail
vehicles will be procured later in the project.
Advanced design to the 100% level including track work
designs, utilities, and structures. Receipt of FFGA from FTA
allows for right-of-way acquisition and construction.
Completed parking capacity enhancements at the Lincoln
Station Park-n-Ride. Improved pedestrian access at the
Bellview and Arapahoe Stations.
Survey work to support additional design was completed.
Additional design as well as negotiations with Union Pacific
Railroad will occur in 2012. Additional light rail vehicles will
be procured later in the project.
Thirty six light rail vehicles reached final acceptance and
were placed into revenue service. Some spare parts were
delivered in 2011 with remaining parts to be delivered in
2012 along with final 13 vehicles reaching final acceptance.
Advanced the system design at DUS for the East Corridor,
Gold Line, and NWES. This includes design integration and
interfacing with the DUS project team.
In 2011, 93% of the project was completed, including
product selection, physical layout and design, and
communications for the West Corridor. New fiber optic
cable was also installed from the CPV Junction to the
Mariposa facility. Overall test procedures and graphics for
West Corridor SCADA will be completed in 2012.
Design was completed and construction began in 2011.
Construction will be completed in 2012 and the project will
be closed out.
During 2011, Design-Build contracts were executed, Notice
to Proceed was issued and design process began. Right of
Way acquisitions and utility relocations will begin in 2012
with construction of both Wadsworth and Sheridan parking
garages being completed by May 2013.
In 2011, advanced study of the project took place.
Advanced engineering and planning will occur during 2012.
Additional light rail vehicles will be procured later in the
project.
$4,965,138
$4,401,827
$2,944,831
$2,568,714
$2,454,972
$2,423,686
$2,174,361
$1,836,265
$1,732,222
$1,222,234
$1,192,693
$1,135,694
$1,134,186
$1,070,936
Page 157
2011
Projected
Expenditure
Project
Description
DUS ELECTRIFICATION
Advanced the electrification at DUS for the East Corridor,

Gold Line, and NWES. This includes design integration and
interfacing with the DUS project team.
Closed up preparation work. Costs include final payments in
regards to the EAGLEP3 project.
Signed a Planning Support Agreement with BNSF Railway
Co. Workshops with BNSF to conduct value engineering
evaluation will take place in 2012 to minimize the cost of the
project.
Completed construction at Elati and Mariposa, including:
yard work, electrification, and facility enhancements.
RTD committed $120M to the CDOT US 36 Managed
Lanes project to be paid in 2011-2014. An RFP for a
design-build contractor was released in September. A
contract will be awarded in March with NTP issued in May.
Completed the platform extension project, which lengthened
the existing platforms. This will facilitate four-car light rail
vehicles, increasing the rider capacity.
Completed the platform extension at the existing Sports
Authority Field and Pepsi Center platforms. This will
facilitate four-car light rail vehicles, increasing the rider
capacity.
PPP PREPARATION
NWR SEGMENT 2
LRV MAINTENANCE FACILITY

US 36 BRT - PHASE 2
CENTRAL CORR
ENHANCEMENTS
CPV ENHANCEMENTS
Facilities Construction
Maintenance
$1,050,716
$716,511
$714,164
$483,088
$395,704
$342,324
$331,096
&
DRIVERS END REMODEL
Completed addition for supervisors and upgrade of drivers

area and restrooms.
$767,016
Installed additional traction power substations along the

corridor and at the Elati facility to allow operation of four-car
trains. Updated controllers and existing substations and
completed canopy installation at Nine Mile Station. Some
substation work will need completion in 2012.
$4,057,160
Replaced Programmable Logic Controllers in 16 Traction

Power Substations and upgraded three. Ten additional
controllers will be upgraded in 2012.
$1,049,520

SOUTHEAST CORRIDOR
LRT Transit
TRACTION POWER
SUBSTATION PLC UPGRADE
Fleet
Modernization
Expansion
&
CALL & RIDE CUT AWAYS

ADA CUT A WAY
Purchased and put into revenue service 32 cutaway buses

for call-n-Ride service.
Purchased and put into revenue service 12 cutaway buses
for access-a-Ride service.
$1,732,919
$579,144

CAD/AVL RADIO SYSTEM
In 2011, contracts with INIT for the CAD/AVL system and

Motorola for the radio system were executed. Design of the
systems was completed while 90% of the radio system was
$2,915,841
Page 158
Project
SMARTCARD- FAREBOX-WIFI
CAD/AVL- RADIO SYSTEM

UPGRADE
DISTRICT SHOP RADIO
UPGRADE
ORACLE ENHANCEMENTS
2011
Projected
Expenditure
Description
installed and 20% of the subscriber radios were installed.
During 2012, Factory Acceptance Testing, Central System
Installation, Systems Integration Testing, mini-fleet testing
and onboard equipment fleet installations will take place.
The project is scheduled for completed by first quarter
2013.
Developed customer service interface, e-commerce portal
and inventory management application.
Installed and
approved 11 prototype bus installations and 2 LRT platform
validator installations. Completed the final design review
process. Factory Acceptance Testing, media distribution
various integration work, bus installations and platform
validator installations will take place in 2012.
This project was combined with CAD/AVL Radio System
project.
See above for description of 2011
accomplishments.
This project was combined with CAD/AVL Radio System
project.
See above for description of 2011
accomplishments.
Infrastructure development and software licensing as well
as developments of requirements for software configuration
and deployment were completed. Business process reengineering took place during 2011 and will be completed in
early 2012.
Adjustments to applications based on
recommendations of the business process re-engineering
as well as all other tasks of the project should be completed
mid-year 2012.
$2,265,803
$1,063,711
$801,667
$308,110
Page 159
Page 160
EAST METRO
DIVISION SUPERVISORS OFFICE RELOCATION
SUPPLIED AIR UNITS
SUBTOTAL - EAST METRO
DISTRICT SHOPS
FIRE ALARM UPGRADES - FM STORAGE
FIRE PROTECTION - RECORDS STORAGE BLDG
FIRE SAFETY UPGRADES - WAREHOUSE
CNG MONITORING SYSTEM
TRANSMISSION DYNAMOMETER UPGRADE
SUBTOTAL - DISTRICT SHOPS
BOULDER
H.V.A.C., CHILLER, HEATING UPGRADE - DRIVERS
VENTILATOR UPGRADE - MECHANICS BREAK ROOM
SUBTOTAL - BOULDER
FACILITIES CONSTRUCTION & MAINTENANCE
TOTAL FASTRACKS
WEST CORRIDOR
FEDERAL PROJECT
WEST CORRIDOR CNPA STIMULUS FUNDING
THIRD PARTY FUNDED PROJECTS
ADA VEHICLES FASTRACKS
BURNHAM YARD LEAD & OTHER
BUS MAINTENANCE FACILITY
CCTV WEST CORRIDOR
CENTRAL CORRIDOR
CENTRAL CORRIDOR EXTENSION
CENTRAL PLATTE VALLEY
COLFAX CROSSOVER
COMMUTER RAIL MAINTENANCE FACILITY
CPV - SWC STATION ENHANCEMENTS
CRMF TO PECOS
DENVER UNION STATION
DENVER UNION STATION-OVERSIGHT
DOWNTOWN DISTRIBUTER BUS
DUS ELECTRIFICATION
DUS SYSTEMS-EAGLE
EAST CORRIDOR
FAS TRACKS MISC. LIGHT RAIL VEHICLES
FASTRACKS MISC.LIGHT RAIL VEHICLES 2008
GOLD LINE
I-225 CORRIDOR
I-225 CORRIDOR SEGMENT 1
LIGHT RAIL MAINTENANCE FACILITY
MISCELLANEOUS PROJECTS
NORTH METRO
NORTHWEST RAIL
NORTHWEST RAIL SEGMENT 2
P.P.P. PREPARATION
PROJECT MANAGEMENT/ADMINISTRATION
QUEUE JUMPS STIMULUS
SOUTHEAST CORRIDOR ENHANCEMENTS
SOUTHEAST CORRIDOR EXTENSION
SOUTHWEST CORRIDOR ENHANCEMENTS
SOUTHWEST CORRIDOR EXTENSION
SYSTEM IMPROVEMENTS
SYSTEM WIDE COMMUNICATIONS
U.S. 36 B.R.T. PHASE 1
U.S. 36 B.R.T. PHASE 2
WEST CNPA STIMULUS
WEST CORRIDOR 3RD PARTY BETTERMENTS
WEST PARKING GARAGE
LONGMONT STATION
SUBTOTAL - FASTRACKS PROJECTS
FASTRACKS
CAPITAL PROGRAMS BY PROJECT
$
$
$
$
$
$
$
$
$
$
$
$
$
$
86,194
3,533
7,800
11,333
8,306
8,306
24,862
9,850
12,041
39,441
649,183,881
134,358,252
3,720,287
5,130,426
1,603,682
58,649
66,729
1,781,566
817,048
3,752,785
2,292,475
182,228
126,048,010
416,031
382,270
138,877,977
4,556,943
3,070,949
28,505,277
16,932,675
7,933,292
7,688,752
2,442,091
25,902,713
8,765,412
406,848
3,548,785
4,971,368
3,742,063
3,202,984
97,215,909
1,169,367
3,766,430
819,500
4,171,455
882,655
649,183,881
2010
ACTUALS
22,956
1,421
1,114
18,791
44,282
1,835
1,835
369,494,204
110,552,935
4,401,827
6,600,412
342,324
1,070,936
331,096
1,135,694
12,771,851
2,423,686
58,869,771
4,565
1,050,716
1,222,234
87,208,744
5,110
1,732,222
27,869,237
919,866
6,864,176
483,088
2,568,714
8,964,738
714,164
716,511
4,965,138
100,345
2,174,361
2,944,831
2,454,972
1,836,265
7,607,278
1,192,693
97,908
395,704
5,765,906
1,134,186
369,494,204
PROJECTED
2011
1,071
31,981
33,052
8,820
1,432,685
1,441,505
9,785
9,785
488,105,256
85,390,412
887,682
573,292
5,205,373
1,500,000
693,325
2,509,875
578,224
864,306
34,612,083
7,039,085
39,012,216
1,350,202
1,392,703
2,171,673
72,084,805
1,082,785
1,143,146
60,250,822
199,568
14,479,950
1,335,750
13,343,562
(744,189)
22,400,000
2,589,059
1,003,438
15,614,662
4,395,474
7,628,703
4,217,628
1,887,889
2,453,556
32,830,281
3,302,940
270,199
8,600,101
1,086,988
32,867,686
488,105,256
LOCAL
189,971,027
189,971,027
642,160
7,517,732
6,000,000
150,000,000
25,811,135
FEDERAL
1,071
31,981
33,052
8,820
1,432,685
1,441,505
9,785
9,785
678,076,283
111,201,547
887,682
573,292
5,205,373
1,500,000
693,325
2,509,875
578,224
864,306
34,612,083
7,039,085
39,012,216
1,350,202
1,392,703
2,171,673
222,084,805
1,082,785
1,143,146
60,250,822
199,568
14,479,950
1,335,750
20,861,294
5,255,811
22,400,000
2,589,059
1,003,438
15,614,662
5,037,634
7,628,703
4,217,628
1,887,889
2,453,556
32,830,281
3,302,940
270,199
8,600,101
1,086,988
32,867,686
678,076,283
TOTAL
ADOPTED BUDGET
PRIOR PERIOD CAPITAL CARRYFORWARD

2012 ADOPTED BUDGET
PROGRAM SUMMARY CAPITAL
51,450
51,450
817,157,503
28,835,855
1,590,533
1,337
47,773,646
22,487,626
208,512,382
774,508
263,364,771
114,815,613
5,203,950
28,168,993
24,997,718
19,704,035
11,160,920
7,367,554
7,158
6,042,630
954,052
18,635,424
115,000
38,900
2,315,376
4,289,523
817,157,503
LOCAL
FEDERAL
ADOPTED BUDGET
2012 NEW CAPITAL
51,450
51,450
817,157,503
28,835,855
1,590,533
1,337
47,773,646
22,487,626
208,512,382
774,508
263,364,771
114,815,613
5,203,950
28,168,993
24,997,718
19,704,035
11,160,920
7,367,554
7,158
6,042,630
954,052
18,635,424
115,000
38,900
2,315,376
4,289,523
817,157,503
TOTAL
1,071
31,981
33,052
8,820
1,432,685
51,450
1,492,955
9,785
9,785
1,305,262,758
114,226,267
887,682
573,292
6,795,906
1,500,000
693,325
2,511,212
578,224
864,306
82,385,729
29,526,711
247,524,598
1,350,202
1,392,703
2,946,181
335,449,575
1,082,785
1,143,146
175,066,434
5,403,518
42,648,943
1,335,750
13,343,562
24,253,529
42,104,035
13,749,979
1,003,438
22,982,216
4,402,632
7,628,703
10,260,258
1,887,889
3,407,608
51,465,705
3,417,940
270,199
8,600,101
1,125,888
35,183,062
4,289,523
1,305,262,758
LOCAL
189,971,027
25,811,135
150,000,000
7,517,732
6,000,000
642,160
189,971,027
FEDERAL
ADOPTED BUDGET
2012 TOTAL CAPITAL
1,071
31,981
33,052
8,820
1,432,685
51,450
1,492,955
9,785
9,785
1,495,233,785
140,037,402
887,682
573,292
6,795,906
1,500,000
693,325
2,511,212
578,224
864,306
82,385,729
29,526,711
247,524,598
1,350,202
1,392,703
2,946,181
485,449,575
1,082,785
1,143,146
175,066,434
5,403,518
42,648,943
1,335,750
20,861,294
30,253,529
42,104,035
13,749,979
1,003,438
22,982,216
5,044,792
7,628,703
10,260,258
1,887,889
3,407,608
51,465,705
3,417,940
270,199
8,600,101
1,125,888
35,183,062
4,289,523
1,495,233,785
TOTAL
Page 161
TOTAL PARK-N-RIDES
BROADWAY & EUCLID

COLD SPRING DRIVER RELEIF KIOSK
COLORADO_ DRIVER RELIEF STATION
40TH & AIRPORT (FORMERLY GREEN VALLEY RANCH)
SMOKY HILL RD@PICADILLY.
I-25 & BROADWAY PNR STRUCTURE
LONGMONT/KEN PRATT
LONGMONT/KIMBARK BUS DRIVERS RELIEF
PINE JUNCTION
STAPLETON
MONTBELLO-RELEIF KIOSK
104TH & COLORADO REPLACEMENT - No. Corridor
US-285 @ MOUNTAIN VIEW - STORM & DRAINAGE
US-85 &72 AVE. DRIVER RELIEF STATION
SH 83 (Parker Rd.) & PINERY PARKWAY
WADSWORTH & HAMPDEN DRIVER RELEIF KIOSK
WESTMINSTER CNTRE. EAST DRIVER STATION
WESTMINSTER CNTRE. WEST DRIVER STATION
PARK - N - RIDES
TOTAL RAPID TRANSIT DEVELOPMENT
EAST CORRIDOR
U.S. 36 CORRIDOR
DISTRICT-WIDE I.T.S.
SOUTHEAST CORRIDOR
BASE PROJECT
CONSTRUCTION-OTHER
SUBTOTAL - BASE PROJECT
RAPID TRANSIT DEVELOPMENT
TOTAL TRANSFER STATIONS
OTHER
AURORA CITY CENTER TRANSIT CENTER
COLFAX & FEDERAL TRANSFER FACILITY
SOUTHWEST PLAZA BUS TRANSFER STATION
SUBTOTAL - OTHER
BOULDER
CITY OF BOULDER/RTD INTERMODAL FACILITY
SUBTOTAL - BOULDER
TRANSFER STATIONS
TOTAL FACILITIES CONSTRUCTION & MAINTENANCE
OTHER PROJECTS
REDUNDANT COOLING TOWER-POST BLDG.
SUBTOTAL - OTHER PROJECTS
WELLNESS HEALTH CENTER

HVAC UNIT REPLACEMENT
SUBTOTAL - WELLNESS HEALTH CENTER
TREASURY
SEWAGE LIFT STATION DRAIN LINE RELOCATION
SUBTOTAL - TREASURY
PLATTE
CNG MONITORING SYSTEM
DRIVERS END REMODEL
SUBTOTAL - PLATTE
1,674,047
14,199
66,003
57,417
182,984
116,460
43,487
1,193,497
-
7,238,425
7,238,425
7,238,425
-
76,443
76,001
76,001
442
-
615,338
40,918
264,243
305,161
149,028
149,028
55,316
55,316
-
2010
ACTUALS
160,625
71,123
(48,859)
28,732
109,629
-
4,057,160
4,057,160
93,100
93,100
93,100
1,054,167
8,100
8,100
207,521
207,521
3,114
3,114
22,299
767,016
789,315
PROJECTED
2011
6,076,560
4,588
51,254
103,200
89,914
8,159
32,672
1,146,069
1,471
195,594
4,016,121
87,720
62,012
64,039
204,200
5,706
3,841
1,498,894
261,931
914,150
60,696
262,117
262,117
6,875,078
1,089,627
50,333
1,607,109
2,747,069
4,128,009
4,128,009
2,455,554
71,900
71,900
(0)
(0)
9,441
9,441
610,494
279,376
889,870
LOCAL
1,500,831
1,500,831
8,550,109
935,391
935,391
7,614,718
7,614,718
1,883,877
6,039
6,039
1,877,838
1,877,838
FEDERAL
7,577,391
4,588
51,254
103,200
89,914
8,159
32,672
1,146,069
1,471
195,594
5,516,952
87,720
62,012
64,039
204,200
5,706
3,841
1,498,894
261,931
914,150
60,696
262,117
262,117
15,425,187
1,089,627
50,333
2,542,500
3,682,460
11,742,727
11,742,727
4,339,431
71,900
71,900
6,039
6,039
9,441
9,441
2,488,332
279,376
2,767,708
TOTAL
ADOPTED BUDGET

2012 ADOPTED BUDGET
1,509,600
377,700
1,131,900
-
51,450
LOCAL
960,000
960,000
-
FEDERAL
ADOPTED BUDGET
2012 NEW CAPITAL
51,450
2,469,600
1,337,700
1,131,900
-
TOTAL
7,586,160
4,588
51,254
103,200
89,914
8,159
32,672
1,146,069
1,471
573,294
4,016,121
87,720
1,131,900
62,012
64,039
204,200
5,706
3,841
1,498,894
261,931
914,150
60,696
262,117
262,117
6,875,078
1,089,627
50,333
1,607,109
2,747,069
4,128,009
4,128,009
2,507,004
71,900
71,900
(0)
(0)
9,441
9,441
610,494
279,376
889,870
LOCAL
2,460,831
960,000
1,500,831
-
8,550,109
935,391
935,391
7,614,718
7,614,718
1,883,877
6,039
6,039
1,877,838
1,877,838
FEDERAL
ADOPTED BUDGET
2012 TOTAL CAPITAL
10,046,991
4,588
51,254
103,200
89,914
8,159
32,672
1,146,069
1,471
1,533,294
5,516,952
87,720
1,131,900
62,012
64,039
204,200
5,706
3,841
1,498,894
261,931
914,150
60,696
262,117
262,117
15,425,187
1,089,627
50,333
2,542,500
3,682,460
11,742,727
11,742,727
4,390,881
71,900
71,900
6,039
6,039
9,441
9,441
2,488,332
279,376
2,767,708
TOTAL
Page 162
TREASURY
SMART CARD SYSTEM ARRA
FAREBOX REPLACEMENT COP
MONEY COUNTING EQUIPMENT
CCTV UPGRADES
SUBTOTAL - TREASURY
IN PLANT VEHICLES & LRT RAIL (RAIL)

IN-PLANT VEHICLES & EQUIP.
SUBTOTAL - OPERATIONS
OPERATIONS
A.D.A. SCHEDULING AND DISPATCH SYSTEM
ADMIN/POOL/SUPERVISOR VEHICLES
ADMIN/POOL/SUPERVISOR VEHICLES(NEW)
AUTOMATED PASSENGER COUNTER
ADA CALL CENTER UPGRADES
CAPITAL TOOLS FOR LIGHT RAIL MAINTENANCE
SUPPORT/SERVICE VEHICLES
SUPPORT/SERVICE VEHICLES NEW
TRANSMITTER UPGRADES
FIXED ROUTE BUS ANNUNCIATORS
DISTRICT SHOP RADIO SITE UPGRADE
IN PLANT VEHICLES & (BUS)
CAPITAL SUPPORT EQUIPMENT
2,952,167
TOTAL FLEET MODERNIZATION & EXPANSION
3,178,724
1,122,091
36,000
1,158,091
202,071
137,209
740,385
148,082
610,368
238,504
804,706
297,399
2,952,167
-
5,187,798
2,699,245
2,426,078
62,475
476,829
253,138
210,747
210,747
12,944
65,272
187,866
-
4,246
8,698
-
A.D.A. VEHICLES - CUT AWAY

CALL & RIDE CUT AWAY BUSES
CALL & RIDE CUT AWAY BUSES
INTERCITY BUSES
INTERCITY BUSES /6/ARRA
MALL SHUTTLES EXPANSION 2011 PURCHASE
FLEET MODERNIZATION & EXPANSION
TOTAL LRT TRANSIT
INTRUSION DETECTION SYSTEM-SOUTHWEST-ARRA

LRT SAFETY SIGNALS SIGNAGE
POWER DISTRIBUTION SYSTEM UPGRADE
STATIONS-PLATFORM CCTV INSTALLATIONS
TRACTION POWER SUBSTATION PLC UPGRADE
LRT TRANSIT
TOTAL LRT CONSTRUCTION
MAINTENANCE OF WAY FACILITY - RIO COURT
LRT CONSTRUCTION
TOTAL CAPITAL SUPPORT PROJECTS
STREET IMPROVEMENTS
STREET IMPROVEMENTS - 2009
STREET IMPROVEMENTS-2010
SUBTOTAL - STREET IMPROVEMENTS
OTHER
COLFAX AVE./RTD ROUTE 15 L-TRANSIT PRIORITY
LOCAL GOVERNMENT REQUESTS
SUBTOTAL - OTHER
BUS SHELTERS
BUS SHELTERS - 2006
BUS SHELTERS - 2007
BUS SHELTER--2009
BUS SHELTER-2010
BUS SHELTER -2011
BUS SHELTER -2012
SUBTOTAL - BUS SHELTERS
CAPITAL SUPPORT PROJECTS
2010
ACTUALS
2,265,803
34,196
3,297,833
1,375,415
114,859
3,200
108,744
150,778
124,585
801,667
71,582
2,349,042
579,144
1,732,919
36,979
-
1,467,248
191,090
226,638
1,049,520
58,543
58,543
0
10,500,000
10,500,000
83,872
280,416
4,233,520
184,213
226,649
9,814
72,822
77,022
949,927
981,818
17,705
252,900
701,126
395,236
7,129,112
160,366
5,220,808
447,938
0
1,300,000
796,684
0
62,912
220,981
512,791
2,222,957
2,222,957
2,279,471
375,300
1,100,091
1,475,391
61,312
61,312
208,155
239,570
100,042
214,702
554,314
24,094
3,734
78,731
66,631
76,575
249,765
LOCAL
1,432
1,892
142,648
145,972
871
871
PROJECTED
2011
9,344,629
9,344,629
1,302,891
1,011,600
291,291
5,268,898
68,898
5,200,000
1,112,564
838,807
22,109
251,648
3,375,000
3,375,000
3,375,000
FEDERAL
9,344,629
10,500,000
19,844,629
83,872
280,416
5,536,411
184,213
226,649
9,814
364,113
77,022
949,927
981,818
17,705
1,264,500
701,126
395,236
12,398,010
160,366
5,220,808
447,938
68,898
6,500,000
1,909,248
22,109
314,560
220,981
1,351,598
2,222,957
2,222,957
5,654,471
3,750,300
1,100,091
4,850,391
239,570
100,042
214,702
554,314
24,094
3,734
78,731
66,631
76,575
249,765
TOTAL
ADOPTED BUDGET

2012 ADOPTED BUDGET
180,075
180,075
239,757
1,269,682
182,648
26,563
647,407
173,308
-
26,381,492
26,381,492
-
133,770
133,770
-
797,475
308,700
308,700
411,600
411,600
77,175
77,175
LOCAL
799,483
106,249
693,234
-
FEDERAL
ADOPTED BUDGET
2012 NEW CAPITAL
308,700
308,700
411,600
411,600
77,175
77,175
180,075
180,075
239,757
2,069,165
182,648
132,812
647,407
866,542
-
26,381,492
26,381,492
-
133,770
133,770
-
797,475
TOTAL
0
10,500,000
180,075
10,680,075
83,872
520,173
5,503,202
184,213
409,297
9,814
99,385
77,022
949,927
1,629,225
17,705
426,208
701,126
395,236
33,510,604
160,366
5,220,808
447,938
26,381,492
0
1,300,000
930,454
0
62,912
220,981
133,770
512,791
2,222,957
2,222,957
3,076,946
375,300
1,408,791
1,784,091
239,570
100,042
214,702
411,600
965,914
24,094
3,734
78,731
66,631
76,575
77,175
326,940
LOCAL
9,344,629
9,344,629
2,102,374
397,540
1,704,834
-
5,268,898
68,898
5,200,000
1,112,564
838,807
22,109
251,648
-
3,375,000
3,375,000
3,375,000
FEDERAL
ADOPTED BUDGET
2012 TOTAL CAPITAL
9,344,629
10,500,000
180,075
20,024,704
83,872
520,173
7,605,576
184,213
409,297
9,814
496,925
77,022
949,927
1,629,225
17,705
2,131,042
701,126
395,236
38,779,502
160,366
5,220,808
447,938
26,381,492
68,898
6,500,000
2,043,018
22,109
314,560
220,981
133,770
1,351,598
2,222,957
2,222,957
6,451,946
3,750,300
1,408,791
5,159,091
239,570
100,042
214,702
411,600
965,914
24,094
3,734
78,731
66,631
76,575
77,175
326,940
TOTAL
Page 163
FASTRACKS
BASE SYSTEM
TOTAL CAPITAL:
UNALLOCATED CAPITAL
TOTAL CAPITAL SUPPORT EQUIPMENT
OTHER CAPITAL PROJECTS

RIO COURT/STATE OF GOOD REPAIR
SUBTOTAL - 4B PROJECTS
SECURITY
CCS - SECURITY AND OPERATIONS
C.C.T.V. INSTALLATION -LIGHT RAIL STATIONS
SECURITY COMMAND CENTER EQUIPMENT
SUBTOTAL - SECURITY
INFORMATION TECHNOLOGY
AUTOMATED STATION LOGGING
AUTOMATED STATION ANNOUNCEMENTS
CENTRAL COMPUTER SOFTWARE
COMPUTER HARDWARE SAN-ARRA
DATA CENTER POWER EXPANSION
DRCOG FOCUS TRAVEL MODEL (Hardware/Software)
ENTERPRISE CONTENT MANAGEMENT
FASTRACKS- IT STAFFING COST
FULL AUTOMATION OF RUN ASSIGNMENT
GPS RE-RADIATOR
HOP BUS CAD/AVL EQUIPMENT AND INSTALL
LEGACY SERVER REPLACEMENTS
ORACLE RIDERSHIP MODEL CONVERSION
ORACLE DATA UPGRADES-ARRA
ORACLE UPGRADE TO REVISION 12
ORACLE BI HR AND PROCUREMENT ANALYTICS
OPERATIONAL CAMERAS AT CIVIC CENTER STN
OPTICAL FIBER MANAGEMENT SOFTWARE
PASSENGER INFORMATION SYSTEM
RADIO UPGRADE FOR F.C.C. COMPLIANCE
REPLACE RADIO SYSTEMS/SOFTWARE - CAD/AVL
REPLACE RADIO SYSTEMS/SOFTWARE - CAD/AVL
REAL TIME INFORMATION DELIVERY
RIDERSHIP DATA REPOSITORY
RTPI INTEGRATION WITH IVR
SMT STORED VALUE CARD IMPLEMENTATION
STORAGE AREA NETWORK
TRAPEZE OPS MODULE
TRIP PLANNER ENHANCEMENTS
IVR DISASTER RECOVERY SERVERS
511 INTEGRATION MY STOP
SUBTOTAL - INFORMATION TECHNOLOGY

-
649,183,881
24,958,994
674,142,875
2,123,004
215,841
62,287
278,128
-
304,868
1,173,463
341,806
66,812
120,046
-
116,009
-
2010
ACTUALS
369,494,204
18,318,913
387,813,117
8,870,873
23,854
112,748
136,602
297,800
182,155
26,360
308,110
72,375
1,063,711
2,915,841
192,505
4,244,432
PROJECTED
2011
488,105,256
95,975,521
584,080,777
66,641,212
1,248,539
1,248,539
162,162
168,688
15,622
346,471
102,100
138,193
6,692
4,907
150
146,273
382,875
1,663
(0)
162,162
(0)
81,938
48,907,309
51,050
11,695
178,675
137,000
50,312,682
LOCAL
189,971,027
33,227,710
223,198,737
11,536,431
888,911
88,827
-
800,084
FEDERAL
678,076,283
129,203,231
807,279,514
78,177,643
1,248,539
1,248,539
162,162
168,688
15,622
346,471
102,100
138,193
6,692
4,907
150
146,273
382,875
1,663
800,084
162,162
88,827
81,938
48,907,309
51,050
11,695
178,675
137,000
51,201,593
TOTAL
ADOPTED BUDGET

2012 ADOPTED BUDGET
817,157,503
37,128,087
854,285,590
150,000
8,104,300
823,200
514,500
43,218
231,525
262,395
576,240
1,821,330
329,280
77,175
180,075
360,150
51,450
1,234,800
97,755
51,450
6,654,543
LOCAL
1,759,483
1,759,483
799,483
FEDERAL
ADOPTED BUDGET
2012 NEW CAPITAL
817,157,503
38,887,570
856,045,073
150,000
8,903,783
823,200
514,500
43,218
231,525
262,395
576,240
1,821,330
329,280
77,175
180,075
360,150
51,450
1,234,800
0
97,755
51,450
6,654,543
TOTAL
1,305,262,758
133,103,608
1,438,366,366
150,000
74,745,512
1,248,539
1,248,539
162,162
168,688
15,622
346,471
102,100
823,200
138,193
6,692
514,500
43,218
4,907
150
146,273
614,400
262,395
576,240
1,663
(0)
1,821,330
329,280
162,162
77,175
(0)
81,938
48,907,309
231,125
360,150
51,450
1,234,800
11,695
178,675
97,755
51,450
137,000
56,967,225
LOCAL
189,971,027
34,987,193
224,958,220
12,335,914
888,911
800,084
88,827
FEDERAL
ADOPTED BUDGET
2012 TOTAL CAPITAL
1,495,233,785
168,090,801
1,663,324,586
150,000
87,081,426
1,248,539
1,248,539
162,162
168,688
15,622
346,471
102,100
823,200
138,193
6,692
514,500
43,218
4,907
150
146,273
614,400
262,395
576,240
1,663
800,084
1,821,330
329,280
162,162
77,175
88,827
81,938
48,907,309
231,125
360,150
51,450
1,234,800
11,695
178,675
97,755
51,450
137,000
57,856,136
TOTAL
2012 Capital Expenditures

Listed below is a brief description of each new capital project included in the 2012 Adopted
Budget, along with the new capital funds budgeted for the project in 2012.
Project
2012 New
Capital
Description
FasTracks
EAST RAIL LINE
DENVER UNION STATION

OVERSITE
GOLD LINE
COMMUTER RAIL
MAINTENANCE FACILITY
WEST CORRIDOR
I-225 CORRIDOR
SEGMENT 1
NORTH METRO
CORRIDOR
CRMF TO PECOS
NORTHWEST RAIL
SEGMENT 1
DUS TO CRMF CORRIDOR
NWR SEGMENT 2
Initiate full-scale construction including relocation of Union

Pacific tracks to accommodate future commuter rail track along
corridor. Continue acquisition of non-railroad properties along
corridor. Finish utility relocations.
Complete construction of the shell for the underground bus
facility. Begin construction of the South Wing building. Finalize
negotiations with the Union Station Alliance for renovations of
the historic building to accommodate a boutique hotel. Execute
MOA #4 with AMTRAK to move them back into DUS upon
completion of construction.
Initiate utility relocations and construction including relocation of
BNSF tracks to accommodate future commuter rail track along
corridor.
Finish property acquisition at facility site and initiate utility
relocations.
Completion of all civil work for the corridor, completion of ROW
acquisition and utility relocations.
Systems work will be
substantially complete by the end of the year and RTD testing
will begin.
Executed an IGA with CDOT for the combined construction
project for the LRT extension and highway construction along I225 from Nine Mile to Iliff. These funds are the RTD portion for
the civil and structural elements that will be built by the CDOT
contractor.
Prepare bid documents and award contract for
track and systems work to be performed under separate
contract.
Preparing RFP for Professional Services to initiate final design
for Segment 1 from DUS to NWSS (includes an option to
nd
provide final design from NWSS to 72 Avenue). Anticipate
rd
NTP in 3 Quarter of 2012. Working with P3 team to get ROM
and potentially change order to have DTP complete Systems
Enabling Works. Complete IGAs and URAs with stakeholders
along corridor.
Begin appraisals for ROW acquisition.
Negotiating with BNSF for a property swap.
corridor.
corridor.
Continue utility relocations and construction including relocation
of BNSF tracks to accommodate future commuter rail track
along corridor. Continue acquisition of non-railroad properties
along corridor.
Continue support of BNSF negotiations and Annual Program
Evaluation. Prepare procurement documents in anticipation of
$263,364,771
$208,512,382
$114,815,613
$47,773,646
$28,835,855
$28,168,993
$24,997,718
$22,487,626
$19,704,035
$18,635,424
$11,160,920
Page 164
Project
2012 New
Capital
Description
successful ballot initiative.
FASTRACKS ADMIN
PROJECTS
SOUTHEAST CORRIDOR
EXTENSION
I-225 CORRIDOR
LONGMONT STATION
WEST CORRIDOR
PARKING GARAGES
BURNHAM YARD LEAD &
OTHER
SOUTHWEST CORRIDOR
EXTENSION
DUS SYSTEMS- EAGLE
COMMUNICATIONS
SYSTEMS UPGRADE
WEST CORRIDOR
ADDONS STIMULUS
QUEUE JUMPS STIMULUS
CENTRAL CORRIDOR
EXTENSION
Funding for overall system planning, design, and construction

management assistance for all aspects of the FasTracks
program, including public involvement, quality management,
construction management, project controls, and final design
management.
Proceed with Advanced Basic Engineering and Advanced
Environmental Work to support the Federal funding process.
Continue final payments for light rail vehicles to be used on the
corridor.
Continue final payments for light rail vehicles to be used on the
corridor.
Continue to develop concepts for proposed pnR (300 to 400
parking spaces) and coordinating with City of Longmont on their
Station Area Master Plan.
Non-COP budget to begin design and construction of the
Wadsworth and Sheridan Parking Garages.
Finalize work in the area of the BYL and hazardous material
mitigation on the West Corridor.
Proceed with Advanced Basic Engineering for the UP relocation
segment of the corridor in anticipation of proceeding into final
design in 2013. Continue final payments for light rail vehicles to
be used on the corridor.
Finalize design of systems and complete integration with civil
infrastructure.
$7,367,554
$6,042,630
$5,203,950
$4,289,523
$2,315,376
$1,590,533
$954,052
$774,508
$115,000
Additional funding for electronic sign upgrade.
$38,900
Complete ARRA funded construction on the West Corridor.

Project to be bid and start construction in 2012.
Proceed with Additional Study of street car technology for the
corridor. Continue final payments for light rail vehicles to be
used on the corridor.
TOTAL FASTRACKS
$7,158
$1,337
$817,157,503
Facilities Construction
& Maintenance
TRANSMISSION
DYNAMOMETER
UPGRADE
TOTAL FACILITIES
CONSTRUCTION &
MAINTENANCE
Software and hardware capable of testing the newest heavyduty transmissions.
$51,450
$51,450
park-n Rides
PINE JUNCTION
104TH & COLORADO
REPLACEMENT - NO.
CORRIDOR
Project has received a $960,000 Region 1 FASTER grant from

CDOT, which provides for the design and construction of a new
pnR having approximately 100 spaces.
Project has received a $1.08 million Region 1 FASTER grant
from CDOT, which provides for the acquisition of property,
design and construction of a new pnR having approximately 125
$1,337,700
$1,131,900
Page 165
Project
2012 New
Capital
Description
spaces.
TOTAL PARK-N-RIDES
$2,469,600

STREET IMPROVEMENTS
- 2012
LOCAL GOVERNMENT
REQUESTS
BUS SHELTERS - 2012
Annual program consisting of District-wide street improvements.

Annual program consisting of bus and/or passenger related
improvements, upgrades and/or supplemental funding of
requested improvements by local governments.
Annual program consisting of District-wide purchase and
installation of bus passenger shelters and/or associated waiting
areas.
TOTAL CAPITAL
SUPPORT PROJECTS
$411,600
$308,700
$77,175
$797,475
LRT Construction
STATIONS-PLATFORM
CCTV INSTALLATIONS
Project will complete the LRT network with CCTV infrastructure

available to the Security Command Center.
TOTAL LRT
CONSTRUCTION
$133,770
$133,770
Fleet Modernization &

Expansion
INTERCITY BUSES 2800'S
TOTAL FLEET
MODERNIZATION &
EXPANSION
Capital
Equipment
$26,381,492
Replacement of 47 buses in the Intercity fleet.
$26,381,492
Support
ORACLE UPGRADE TO
REVISION 12
SMT STORED VALUE
CARD IMPLEMENTATION
BUS ANOUNCIATORS
Upgrade the existing Oracle ERP from version 11.5x to 12x.

Version 11.5x is being de-supported by Oracle.
Install 300 POS machines and ACS.
Automatic audio announcement system for visually impaired
riders on the fixed route system.
$1,821,330
$1,234,800
$866,542
AUTOMATED STATION
ANNOUNCEMENTS
SUPPORT SERVICE
VEHICHLES
LEGACY SERVER
REPLACEMENTS
DATA CENTER POWER
EXPANSION
Automatic stop announcements for 172 light rail vehicles and 37

existing and 11 new West Line platforms.
$823,200
Annual program to purchase replacement and expansion

support vehicles for use throughout the District.
$647,407
RIDERSHIP DATA
Modification of existing tools to collect data from all sources and
Replacement of 28 of RTDs servers that are at the end of their

lifecycle to allow for increased reliability and performance.
With projected growth, provides needed power to handle RTDs
computing needs. At the end of 2011, RTD was at 80% of
capacity.
$576,240
$514,500
$360,150
Page 166
2012 New
Capital
Project
Description
REPOSITORY
deposit the information in a datamart, from which detailed

operational analysis and reporting would be done.
ORACLE BI HR AND
PROCUREMENT
ANALYTICS
HOP BUS CAD/AVL
EQUIPMENT AND INSTALL
IN-PLANT VEHICLES &
EQUIP.
Additional Business Intelligence modules to take full advantage

of information and reporting capabilities for true operational
business intelligence.
GPS ANTENNA STATIC

ADMIN POOL /
SUPERVISORY VEHICLES
REAL TIME INFORMATION
SYSTEMS
CCTV UPGRADES
ADA AUTOMATION OF
CALL CNTR.
TRIP PLANNER
ENHANCEMENTS
OPTICAL FIBER
MANAGEMENT
SOFTWARE
RTPI INTEGRATION WITH
IVR
IVR DISASTER RECOVERY
SERVERS
DRCOG FOCUS TRAVEL
MODEL
(HARDWARE/SOFTWARE)
Upgrade equipment on the HOP bus route in Boulder to be

consistent with the new fixed route fleet CAD/AVL equipment.
Funding to replace various vehicles and equipment, including
fork lifts, riding mowers, sweeper, scrubbers, and high pressure
washers.
Install GPS exterior source antennas and interior repeater
antennas to provide location data to the Automatic Vehicle
Location system.
Annual program to purchase vehicles for use by street
supervisors and for administrative vehicle pools.
Enhance functionality of systems to allow for delivery of realtime information once the CAD/AVL project is fully implemented.
Upgrade existing Treasury CCTV system to high-definition video
to allow for forensic review and zoom capabilities.
$262,395
$239,757
$231,525
$182,648
$180,075
$180,075
$132,812
Upgrades to ADA information call center.

Modification and implementation of a public facing multi-modal
trip planner on the internet to replace the legacy trip planner.
$97,755
Software to allow integration of information from different

locations to allow RTD to efficiently manage fiber resources and
availability.
$77,175
Real Time Passenger Information integration with Interactive

Voice Recognition.
Replicate the existing IVR infrastructure at RTDs new disaster
recovery site to ensure all IVR services continue to operate in
the event of a disaster.
$51,450
$51,450
Hardware/software for the state-of-the-art Focus travel model to

produce travel forecasts for federal planning requirements.
TOTAL CAPITAL
SUPPORT EQUIPMENT
Unallocated Capital
$329,280
$43,218
$8,903,783
Annual contingency
expenditures.
TOTAL CAPITAL
for
unanticipated
District
capital
$150,000
$856,045,073
Page 167
Impact of Capital Program on Future Year Budgets

Strategic Budget Plan
Capital projects included in the current year budget may impact future years' budgets in two
ways. First, completed projects may require ongoing maintenance, the cost of which must be
included in future years. Second, projects that are not completed in the current year may
require additional funds in future years. These issues are addressed through RTD's six-year
operating and capital plan, the Strategic Budget Plan (SBP), formerly known as the Transit
Development Program.
In August 2011, RTD adopted its SBP for the years 2012-2017. This document is a financially
constrained plan based on projected revenues from identifiable sources. The SBP presents
aggregate projected service levels for the next six years. It also details all capital projects
expected to be undertaken in the same time frame and projects the costs of ongoing operation
of these capital improvements after their completion. The first year of the six-year SBP plan
also provided the starting point for development of the 2012 capital budget.
The tables on the next page present a summary view of the 2012-2017 Strategic Budget Plan.
The first table presents the SBP operating program at a program summary level, and the
second table presents a similar level of detail for the SBP capital program. All costs are
presented in future year dollars based on appropriate inflationary factors. Both tables are
integrated into a single SBP.
All capital expenditures identified in the 2012-2017 SBP are routine capital expenditures to
maintain RTD assets at the levels required to support its current operations. The SBP plan also
includes funding in the operating program to support additional operating costs resulting from
planned capital expenditures.
The 2012-2017 SBP assumes the first full year of rail, fixed-route bus and call-n-Ride reductions
from the January 2012 runboard incorporating the $10.7 million service adjustment, partially
offset by FasTracks funded service maintenance increases in ADA. System maintenance hours
for the period of the SBP were assumed to be derived from a reallocation of unproductive
service.
Page 168
2012-2017 Strategic Budget Plan - Operating Program
Program
2012
2013
2014
2015
2016
2017
Interest Payments 1, 2
$25,808,833
28,280,049
30,769,740
32,848,555
32,917,562
30,136,092
$180,760,833
Bus Operations Current RTD
115,194,200
118,419,638
121,735,387
125,143,978
128,648,010
132,250,154
741,391,367
1,000,000
1,056,784
1,116,792
3,173,576
89,032,000
92,552,896
94,087,593
97,808,420
99,430,263
103,362,373
576,273,545
4,247,000
4,365,916
4,488,162
4,613,830
4,743,017
4,875,822
27,333,747
182,000
187,096
192,335
197,720
203,256
208,947
1,171,354
Service Increases RTD-Operated
Service Increases Private Contractor 1
Bus Operations Private Carrier Startup1

Bus Operations Private Carrier after Contract1
Bus Operations - call-n-Ride1
Private Contract Administration Costs
FasTracks Service Allocation - Bus
Total Cost
(7,589,000)
(7,801,492)
(8,019,934)
(8,244,492)
(8,475,338)
(8,712,647)
(48,842,903)
Cost Sharing Agreements - Bus Service
1,993,000
2,048,804
2,106,171
2,165,143
2,225,767
2,288,089
12,826,974
Van Pool Program
1,080,000
1,110,240
1,141,327
1,173,284
1,206,136
1,239,908
6,950,894
558,800
574,446
590,531
607,066
624,064
641,537
3,596,444
LRT Operations
34,705,913
35,645,944
36,241,681
37,256,448
38,299,628
39,372,018
221,521,631
ADA Operating Costs 1
41,183,000
42,336,124
43,521,535
44,740,138
45,992,862
47,280,662
265,054,323
(4,747,000)
(4,879,916)
(5,016,554)
(5,157,017)
(5,301,414)
(5,449,853)
(30,551,754)
Section 5311 Local Match
FasTracks Service Allocation - ADA

Facilities Maintenance - Base
37,835,896
38,895,301
39,984,369
41,103,932
42,254,842
43,437,977
243,512,318
Facilities Maintenance - Additional Costs
1,155,806
3,173,436
18,025,252
6,993,450
5,974,009
4,152,468
39,474,420
Capital Programs - Base
3,520,567
3,619,143
3,720,479
3,824,653
3,931,743
4,041,832
22,658,416
Capital Programs - Additional Costs
2,191,770
2,278,527
1,745,326
1,008,327
1,234,219
1,248,694
9,706,862
154,350
158,672
163,115
167,682
172,377
177,203
993,399
65,739,363
67,944,292
69,849,011
71,596,514
73,815,136
74,796,665
423,740,981
958,500
985,338
1,012,927
1,041,289
1,070,446
1,100,418
6,168,918
$414,204,998 429,894,454
457,395,238
458,888,919
470,083,378
476,448,360
$2,706,915,347
Direct Costs - Other Departments

Indirect Costs - Other Departments 1
Denver Union Station Costs
Grand Total
1
Interest payments, private carrier operations costs, call-n-Ride, ADA operating costs, and passthrough grants are presented in year of expenditure dollars.
Interest payments on bonds and COPs issued for purposes other than Southeast Corridor or FasTracks.
2012-2017 Strategic Budget Plan - Capital Program
Program
2012
Long Term Debt Service1

Southeast Corridor Debt Service2
2013
2014
2015
2016
2017
Total Cost
$29,735,950
27,373,286
33,498,217
32,172,496
37,046,760
36,899,894
$196,726,602
17,005,000
17,830,000
18,720,000
19,655,000
20,635,000
21,525,000
115,370,000
Existing Corridors
Fleet Modernization and Expansion
Transit Buses
25,387,990
70,693,140
76,144,110
68,047,700
40,512,750
1,991,000
282,776,690
ADA Vehicles
8,424,000
3,425,760
8,087,040
5,335,200
25,272,000
Van Pool Program
250,000
700,000
400,000
400,000
400,000
2,150,000
Bus and Rail Infrastructure
775,000
775,000
775,000
775,000
775,000
775,000
4,650,000
Transfer Stations
130,000
130,000
2,400,000
5,000,000
5,000,000
1,700,000
1,875,000
15,975,000
1,039,661
1,304,388
1,575,094
1,271,654
1,304,408
1,323,500
7,818,705
175,000
175,000
7,377,829
7,391,717
488,183
2,200,000
1,360,000
18,817,729
Major Spares
Passenger Infrastructure
park-n-Rides
Vehicles and Bus Maintenance Equipment
Treasury
Information Systems, Computer Equip. for Ops.
Security Equipment
Bus Maintenance Facilities
Boulder
District Shops
50,000
300,000
350,000
East Metro
175,000
175,000
Platte
0
1,000,000
Light Rail Maintenance Facilities

Mariposa
1,000,000
150,000
150,000
150,000
150,000
150,000
150,000
900,000
$84,476,430
140,641,531
140,476,364
134,458,890
108,209,118
64,024,394
$672,286,726
Discretionary Capital
Grand Total
1
Principal payments are set at the time the bonds are issued and do not change with inflation.
Southeast Corridor debt service costs include principal payments on bonds, COPs, and commercial paper and are presented in year of expenditure dollars.
Page 169
FasTracks
RTD has developed a comprehensive $6.8 billion plan, known as FasTracks, which addresses
future mobility needs in the metropolitan Denver region. The $6.8 billion cost is an upward
revision from the originally estimated $4.7 billion (2004) costs, and an extension of the program
completion date from 2017 to 2020, following extensive updates to construction cost estimates
and the program financial plan that were adopted by the RTD Board of Directors in April 2011.
RTD is in the process of updating the FasTracks financial plan for 2012.
The ability to implement the FasTracks plan depends on a variety of financial assumptions and
projections which have been developed using the best available current estimates of costs,
reasonably anticipated federal funding based on current federal law and regulations, and
revenues from other sources including RTD sales tax and fare collections. Over the anticipated
remaining build-out of nine years, specific cost items, federal and other contributions, and RTD
revenues may vary. Based on the extensive analysis behind the financial assumptions used,
RTD expects to deliver the major transit corridors and related improvements within the time
frames set forth. RTD cannot guarantee that each separate assumption will be met, and
expects that over a nine year time-frame, certain adjustments and modifications will be required.
Unlike typical transit development strategies, which are pursued one corridor at a time, the
FasTracks plan offers a comprehensive, region-wide approach to transit development. Under
the FasTracks Plan, 28 miles of light rail, 94 miles of commuter rail and 18 miles of bus rapid
transit improvements will be developed between 2005 and 2020. FasTracks rubber-tire service
increases (bus and ADA) were determined based on forecasted demand and senior/ADA needs
that were identified through the East/Gold FFGA process. Overall, 2035 rubber-tire service
hours will increase by 39.9% over 2010 service levels.
The FasTracks program is currently financed in part through a 0.4% regional sales and use tax
approved by voters in November of 2004. The 2011 FasTracks financial plan assumes the
passage of an additional 0.4% sales and use tax increase commencing in January 2013, which
would increase the total transit tax rate in the District to 1.4% (i.e., 0.6% for the base system,
0.8% for FasTracks).
The Plan anticipates a total of $1.3 billion in Federal New Start Grant funding, a Small Starts
grant of $75M for the Southeast Corridor Extension, and $212.6 million in other federal grant
funding. Contributions from local jurisdictions benefiting from transit in an amount equal to 2.5%
of eligible project costs are expected to yield 1.9% of total program costs or $133.2 million
system-wide.
In an effort to reduce costs and risks and improve delivery of FasTracks, RTD will deliver a
portion of its commuter rail projects (the Eagle Project) through a long-term Public-Private
Partnership (PPP) agreement in which a private party will design, build, finance, operate and
maintain projects on behalf of RTD. In 2010, RTD reached a major milestone in the FasTracks
program with the award of the contract for the Eagle Project to Denver Transit Partners (DTP).
The Eagle Project, which includes the East and Gold Line Corridors, a commuter rail
maintenance facility, and a short electrified segment of the Northwest Rail Corridor, is the
largest PPP transit project in the United States. RTD has contracted with DTP to design, build,
and finance the initial construction of the projects, and to operate and maintain all project assets
through the year 2044. Through this contract, RTD will realize savings over its internally
Page 170
estimated construction costs, and establishes the basis for its operating and maintenance costs
for the first 28 years of corridor operations.
The following table summarizes the sources of funds expected to pay for the Plans $6.8 billion
of project expenditures:
FasTracks Estimated Capital Sources of Funds Through 2020

(Thousands of Year of Expenditure Dollars)
Source
Amount
Percentage of
Total Cost
Revenue Bond Proceeds
$2,571,792
37.5%
COPs Proceeds
251,505
3.7%
Denver Union Station Note Proceeds
167,954
2.5%
Pay-as-you-go Capital
1,583,804
23.1%
Federal New Start Grants
1,339,130
19.5%
75,000
1.1%
Other Federal Grants
212,557
3.1%
Local Match Funding
133,240
1.9%
Other Local Funding
29,606
0.4%
486,921
7.1%
$6,851,510
100.0%
Federal Small Start Grants
Public-Private Partnerships
Total FasTracks Program Funding
Other local funding includes state Senate Bill 1 funding, City and County of Denver
construction of the platform at the DIA station, $7.4 million in CMAQ funding for the third
level of the Jeffco parking garage, and outside reimbursements for other items outside the
scope of the original FasTracks plan.
In order to accomplish the Plan within the twelve-year schedule, a voter-approved Taxpayer Bill
of Rights (TABOR), authorization of $3.477 billion in principal and $7.129 billion in total debt
service was requested and received in November 2004. This initiative was passed by 58% of
the voting population. Additional information on TABOR restrictions is included in Part X.
The FasTracks plan includes six new multimodal corridors and three light rail extension projects,
providing a combination of light rail, commuter rail, and bus rapid transit improvements. The
expansions to the existing Southwest, Southeast, Central Platte Valley, and Central corridors, in
addition to parking enhancements, and additional buses and light rail vehicles for the current
system are also funded.
The 2011 project costs in Table 2, expressed in year of expenditure (YOE) dollars, are
approximately $2 billion (45%) higher than those in the original FasTracks financial plan
presented to the voters in April 2004. The 2011 capital cost estimates were updated based on
the most current information available on alignments, railroad issues, stations, facilities and
planning/engineering progress. In addition, the costs reflect new unit rates based on current bid
prices (metro area and nationally), and updated ROW estimates where applicable. The key
factors for the increase in capital costs since 2004 include: (1) material, labor and ROW
escalation for the years 2003-2008 which increased at a rate higher than the Consumer Price
Index (CPI) that was used as the FasTracks escalation factor; (2) changes with respect to
Page 171
stations and park-n-Rides; (3) changes resulting from negotiations with the railroads for right-ofway needed for the program; and (4) scope clarifications/changes.; and (5) extension of the
program completion date from 2017 to 2020.
The table on the following page summarizes the projected capital costs of the FasTracks
program by corridor.
Since inception, the primary funding source for the District has been a sales and use tax
imposed on transactions within the District boundaries. Effective January 1, 1974, the District
imposed a tax equal to 0.5%. On May 1, 1983, the tax was increased to 0.6% or six-tenths of
one percent and the tax base was adjusted. On January 1, 2005, the sales tax was increased
by 0.4%, to one percent. The current tax generated revenues of $397.7 million for the year
ended December 31, 2010.
Average annual sales and use tax growth from 1980 2002 was 6.3%. However, due to recent
economic conditions, sales and use tax growth has declined significantly below this historic
average, including negative growth in both 2008 and 2009. In 2004, RTD projected sales and
use tax revenues for the FasTracks program of $13.7 B from 2005 2035. Current projections
included in this financial plan reduce this projection from $13.7 B to $8.0 B. This decrease in
projected revenues over time has a significant impact on the FasTracks plan.
Page 172
FasTracks Projected Capital Costs by Corridor

(in millions of year of expenditure dollars)
Corridor
1
West Corridor - Federal Project

2
West Corridor - Third Party Funded Projects
3
West Corridor Additional RTD Costs
3
West Corridor ARRA Funding
Northwest Rail Corridor
Gold Line
I-225 Corridor
East Corridor
North Metro Corridor
Central Corridor Extension
Southeast Corridor Extension
Southwest Corridor Extension
U.S. 36 BRT Phase 1
U.S. 36 BRT Phase 2
U.S. 36 BRT Phase 2 ARRA Funding
4
Light Rail Maintenance Facility
Commuter Rail Maintenance Facility
Bus Maintenance Facility
Other FasTracks Project Costs
Total FasTracks Program Costs
April 2004
April 2011
$511.8
0.0
0.0
0.0
565.1
463.5
442.3
702.1
420.0
68.7
136.8
134.9
22.2
204.1
0.0
268.4
100.4
80.4
71.7
524.7
$642.3
19.8
18.7
3.5
1,031.6
415.9
750.8
1,095.9
904.3
70.6
209.1
185.1
21.3
210.5
7.6
283.3
20.9
189.0
0.0
771.3
$4,717.1
$6,851.5
Total cost identified for the West Corridor in the FFGA ($709.8 million) includes financing
charges and EIS/PE costs incurred prior to the FasTracks program.
2
Third-party-funding for the Federal bridge replacement and bike bridges at Wadsworth and
Kipling.
3
Following internal accounting review, some costs were reclassified from capital to expense
to ensure that RTD is following generally accepted accounting principles.
4
Denver Union Station costs in the plan include only RTD locally-funded contributions to the
joint project and grant funds and other reimbursements to be received by RTD. CDOT,
other federal sources, TIF, metro district revenues, development rights revenues, and other
sources are expected to contribute an additional $181.2 million to the project, for a total
transit element project cost of $464.5 million.
In April, 2011, the RTD Board of Directors adopted a financial plan that assumes the passage of
an additional 0.4% sales and use tax increase commencing in January 2013. This results in the
completion of the full FasTracks program by 2019. The following chart shows projected revenue
from sales and use tax through 2035, including the additional sales tax revenue assumed in the
April 2011 financial plan:
Page 173
Projected Sales and Use Tax Revenues

2005-2035
(Dollars in Thousands)
The FasTracks program is currently financed in part through a 0.4% increase in the regional
sales and use tax approved by voters in November of 2004. If the initiative is placed on the
ballot and it passes, the total transit tax rate in the District will increase to 1.4% (i.e., 0.6% for
the base system, 0.8% for FasTracks).
The sales tax growth rates used by RTD to project revenue growth in the short term (i.e., from
2011 through 2013) were based on the Colorado Legislative Council (CLC) statewide forecasts,
adjusted to reflect differences between the RTD taxable base and that of the State.
To address the challenges of long-term sales and use tax revenue projections (i.e., 2014
2035), RTD convened a group of State and local government economic advisors in late 2009 to
review RTDs current forecasting methodology; evaluate potential forecasting methodologies;
and obtain consensus on a future forecasting method. Based on the results of the working
group, RTD developed three linear regression models using different variables to reach low,
medium, and high sales and use tax growth forecasts. RTD reconvened this group on October
26, 2010, and agreed to use the same methodology for the sales and use tax forecasts for the
2011 financial plan.
Average annual growth rates determined using methodologies considered by the working group,
range from 2.77% to 4.19% per year for both sales and use tax for the financial plan period
Page 174
2005-2035, with 3.66% per year being the medium growth scenario recommended for use in the
financial plan. Average annual growth rates for the period 2011-2035, or the future years of the
financial plan, range from 3.25% to 5.03%, with 4.36% as the average in the medium scenario.
Forecasted rates of increase vary by year, and the forecasted annual growth rates by year for
the period 2005-2035 are shown in the figure below. Between October 2009 and June 2011,
the State of Colorado waived the 3 1/3% allowance paid to vendors to collect sales tax. This
results in a boost to RTD sales tax revenues over that period.
Projected Sales and Use Tax Growth

2005-2035
For the FasTracks corridors, RTD prepared farebox revenue forecasts for the years 2021, which
is the first year of operation of the full FasTracks rapid transit system, and 2035, which is the
horizon year of the Regional Transportation Plan.
The initial farebox revenue projections were developed in constant year dollars, and adjusted to
incorporate fare increases to keep pace with inflation. Fare increases for the FasTracks system
are assumed to occur on the same schedule as those for the base system, with future fare
increases every third year starting in 2014. The average fare paid for FasTracks corridors also
is assumed to increase at the same rate as for the base system, with fare increases ranging
from 6.6% to 11.7%.
Page 175
The table below shows projected farebox revenues for 2021 and 2035 as assumed in the April
2011 financial plan.
FasTracks Projected Farebox Revenues by Corridor

(millions of year-of-expenditure dollars)
Corridor
West Corridor
Gold Line
I-225 Corridor
East Corridor
US 36 BRT
Enhancements to Existing Rail Corridors
Downtown Denver Distributor
Total Annual Farebox Revenues
2021
$7.1
3.2
3.5
7.5
8.1
7.4
0.8
6.2
2.0
1.2
13.6
0.6
$61.0
2035
$14.0
15.3
6.7
19.9
17.6
19.7
1.8
15.3
5.9
6.5
42.2
0.9
$165.8
The District has developed operating and maintenance expense projections based on past
experience and expectations of future ridership, schedules, renewal and replacement, labor,
and general maintenance, all adjusted for inflation. Those projections are shown in the table
below:
FasTracks Projected O&M Expenses by Corridor

Corridor
West Corridor
I-225 Corridor
US 36 BRT
Bus Maintenance Facility
Downtown Denver Circulator
Total Annual O&M Cost
2021
$18.1
32.6
14.3
12.1
2.0
4.3
4.7
5.7
3.1
0.0
14.1
2.7
$113.8
2035
$25.0
57.6
25.3
22.3
2.9
7.5
8.2
23.9
4.3
0.0
38.4
3.7
$219.0
A comprehensive financial plan to accomplish $6.8 billion in transit development over twelve
years requires significant debt and lease purchase financings. Historically, the District has
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utilized two primary financing techniques:

Participation (COPs).
Sales Tax Revenue Bonds and Certificates of
Sales tax revenue bonds are provided as the backbone of the financing program. This is
because senior lien sales tax bonds provide the strongest security, and thus lowest long-term
borrowing costs to the District. To date, RTD has issued $979.1 million in sales tax revenue
bonds to fund capital investments in the FasTracks program. The adopted financial plan calls
for the District to issue an additional $1.88 billion in bonds to finance the program.
The District has previously used Certificates of Participation (COP) financing, which are a form
of lease purchase transactions for financing buses and rail vehicles. COPs are not secured by
a pledge of the sales tax revenues themselves, but represent a lease secured by the assets and
the Districts commitment to appropriate payments in each annual budget. The District issued
the Series 2005A COPs totaling $81.0 million in par amount to finance vehicles purchased for
the West Corridor. In November 2010, RTD issued $312.9 million in COPs to fund capital
investments on both the base and FasTracks systems. FasTracks investments funded from the
Series 2010 COPs issue included the purchase of light rail vehicles and the construction of
station parking facilities. COP lease payments are not covered by TABOR restrictions.
In the Southeast Corridor Plan, the District addressed the problem of lagging Federal grant
receipts through the creation of a commercial paper (CP) program. The commercial paper
program allows the District to provide short-term, interim financing of the Federal cash flow and
thus keep the project on schedule. Currently, the Plan does not include a future commercial
paper program. For the West Corridor project, the District received its grant appropriations in
advance of the funding requirements, and did not require any bridge financing. The District
anticipates potential use of interim financing to bridge Federal grant receipts for the East
Corridor and Gold Line projects, but has not determined whether to accomplish this through a
commercial paper program or through another interim financing mechanism.
In July 2010, RTD issued a $168 million, 30-year, subordinate lien bond to the Denver Union
Station Project Authority (DUSPA) to finance a portion of the RTD contribution to the Denver
Union Station project. Under this bond agreement, RTD will provide DUSPA with a 30-year
cash flow of $12 million per year, structured as a fixed-rate bond with an interest rate of 5.85%
on the RTD funds. This bond is amortized to comply with all required bond covenants and
TABOR requirements as well as RTDs minimum net 1.20x debt service coverage policy.
The following table shows debt service assumptions for the debt financing in the adopted
financial plan for FasTracks:
FasTracks Plan Debt Service Assumptions

Type of Debt
Sales Tax Bonds
Certificates of Participation
Interim Financing
Denver Union Station Bond
Total Debt Service
Principal
$2,856.0
301.1
250.0
168.0
$3,575.1
Interest
$4,239.1
327.6
41.9
192.2
$4,800.8
Less:
Capitalized
Interest
$0.0
0.0
0.0
0.0
$0.0
Total
$7,095.1
628.7
291.9
360.2
$8,375.8
Page 177
PPPs allow a public entity to partner with a private contractor or consortium on the development
of a public project. PPPs may be used on one or more of the FasTracks rapid transit corridors to
apply innovation in project development and delivery, with much of the risk being transferred to
the private sector. This can include some or all of the project methods open to PPPs, including
design, build, finance, operate and maintain. In return for the private participation, the public
agency pays annually appropriated availability payments to the private partner thereby
spreading out large upfront costs of a project over time and preserving cash in the early years of
implementation.
In July 2007, the Districts proposed East and Gold Line Corridor projects, and the related
commuter rail maintenance facility were selected as a single, combined project by the U.S. DOT
to be part of the Public-Private Partnership Pilot Program, also known as Penta-P. The District
was one of only three transit agencies in the country selected to participate in this program,
which was designed to examine the benefits of public-private partnerships. Penta-P offers
participating transit agencies a simplified and accelerated FTA review process designed to
reduce the time and cost associated with the federal funding process. This process resulted in
RTD receiving an FFGA in the amount of $1.3 billion on August 31, 2011.
In June 2010, the RTD Board of Directors approved a contract with Denver Transit Partners
(DTP) for a PPP for the Eagle Project, which includes the East Corridor, Gold Line, Commuter
Rail Maintenance Facility, and other ancillary projects. This contract award was the culmination
of a bid process that began in 2008. This included short-listing three teams through a Request
for Qualifications (RFQ) process, extensive interaction with these teams prior to releasing the
final Request for Proposals (RFP) on September 30, 2009, and a thorough technical and
financial evaluation of the two proposals received by RTD, incorporating input from regional
stakeholders as well as RTD staff. RTD reached financial close with DTP on August 12, 2010,
and issued Notice to Proceed (NTP) for Phase 1, which includes the East Corridor, commuter
rail maintenance facility, and access to the maintenance facility. NTP for Phase 2, which
includes the Gold Line Corridors and the remainder of the electrified segment of the Northwest
Rail Corridor, was issued on August 31, 2011.
Based on the contract signed with DTP, RTD will see a reduction in capital construction costs
for the Eagle Project, with contract capital costs approximately $300 million lower than the RTD
internal estimate included in the adopted financial plan. RTD also succeeded in obtaining an
allocation of tax-exempt Private Activity Bonds (PABs) available to DTP, which issued $404
million of PABs to lower its financing costs, and will pass these savings to RTD in the form of
lower long-term capital repayment costs. RTD will bridge any timing gap between expenditures
and receipt of federal revenues from an FFGA through the issuance of interim financing.
The District entered into a 34-year Design-Build-Finance-Operate-Maintain lease agreement
with DTP. RTD will make annual availability payments to DTP over the period of operations,
and construction payments over the construction period. The availability payments are
structured as two separate payments; a service payment that covers annual operations and
maintenance and is subject to appropriation, and a capital repayment portion which is not
subject to appropriation. The service payment portion of the availability payment will adjust
according to a formula that includes inflation-based increases and performance-related
reductions. DTP will be responsible for delivering and operating the project according to the
Districts policy goals and standards and paying all project and finance costs from these
availability payments, while the District will own the project. The contract includes various
Page 178
protections for RTD to ensure adequate control and remedies, such as performance standards,
periodic reviews, corrective measures, penalty assessments, cure periods, payment reductions,
sharing of certain upside benefits and various other measures that protect RTD. Ultimately, if
DTP does not adequately perform under the contract, all or parts of the contract may be
terminated.
The table on the following page shows the projected availability payments for the years 2016,
which is the opening year of the Eagle project corridors, 2021, which is the first year of
operation of the full FasTracks rapid transit system, and 2035, which is the horizon year of the
Regional Transportation Plan. These payments are based on the DTP contract with escalation
rates for indexed payments as projected in the adopted FasTracks financial plan.
FasTracks Availability Payments by Corridor

Component
Operating Costs - Federal FFGA Corridors
Operating Costs - Other Eagle Corridors
Capital Repayment
Total Availability Payment
2016
$47.9
$2.0
$0.0
$49.9
2019
$60.5
$35.9
$46.3
$142.6
2035
$116.7
$71.9
$97.3
$285.9
The following chart shows the overall impact of the FasTracks capital program on the
future operating and maintenance budgets of RTD, assuming an additional 0.4% sales
tax increase:
Page 179
Projected FasTracks Cash Flow

2005-2035
1,600
Initial Build
Full Operations
1,400
1,200
1,000
800
600
O&M Expenses
400
200
Debt & Capital Repayment
2005 2007 2009 2011 2013 2015 2017 2019 2021 2023 2025 2027 2029 2031 2033 2035
Operating Portion of P3 Service Payment
Debt and Capital Repayment
Operations and Maintenance
Required Capital Cushion for 1.20x Coverage
Available Revenues
Total Available Revenues
Page 180
The following table shows the additional annual in-service hours by corridor for 2021, the first
year of FasTracks full service operation, and 2035.
FasTracks Plan Service Hours

Additional Annual In-Service Hours by Corridor
Corridor
Light Rail
West Corridor
I-225 Corridor
Subtotal - Light Rail
Commuter Rail
Gold Line
East Corridor
Subtotal - Commuter Rail
Bus
US 36 BRT
Downtown Denver Circulator
Subtotal - Bus
Total Additional In-Service Hours
2021
2035
51,008
59,642
8,337
16,839
13,032
49,935
198,793
51,008
79,541
8,337
21,238
15,174
83,846
259,144
32,262
38,745
47,554
31,530
150,091
47,145
38,745
47,554
31,530
164,974
151,733
21,800
173,533
522,417
160,739
21,800
182,539
606,657
A FasTracks map and construction schedule are included in the appendix.
Page 181
Page 182
Part IX. 2012 Fund Balances
Page 183

($ In 000'S)
2010
Actual
Combined
Sources
Uses
Debt and Reserves
Subtotal Current Activity
Other1
Total Changes in Net Assets
Ending Net Assets
2011
Amended
2011
Projected
2012
Adopted
$ CHNG
% CHNG
$ 2,046,175 $ 2,203,764 $ 2,203,764 $ 2,285,219 $

81,455
711,756
886,628
890,577
876,431
(10,197)
(396,113)
(439,543)
(423,324)
(508,890)
(69,347)
790,572
587,814
575,866
33,492
(554,322)
(712,554)
(1,327,839)
(773,625)
(1,708,850)
(381,011)
393,661
(292,940)
269,494
(1,307,817)
(1,014,877)
(105,535)
(102,313)
(102,313)
(102,402)
(89)
(130,537)
84,991
(85,726)
809,184
724,193
157,589
(310,262)
81,455
(601,035)
(290,773)
$ 2,203,764 $ 1,893,502 $ 2,285,219 $ 1,684,184 $
3.7%
-1.2%
15.8%
-94.3%
28.7%
346.4%
0.1%
852.1%
93.7%
(209,318)
-11.1%
Net Assets
Invested in Capital Assets, Net of Related Debt
Nonspendable Net Assets
Debt Service Reserves 2
Other Designated Reserves 2
Unexpended Project Reserves
Tabor Reserve
FasTracks Contingency Reserve3
FasTracks Construction Reserve4
Board Appropriated Fund Balance
Restricted Net Assets
Capital Replacement Fund
Operating Reserve
Unrestricted Funds
Unrestricted Net Assets
Total Net Assets
979,664
979,664
1,245,155
1,245,155
1,395,155
1,395,155
1,152,575
1,152,575
(92,580)
(92,580)
-7.4%
-7.4%
58,919
102,951
617,969
15,485
30,000
333,929
1,159,253
65,525
89,596
28,080
16,200
30,000
372,919
602,320
65,525
325,596
28,080
16,200
30,000
365,432
830,833
65,124
79,017
28,079
16,708
30,000
254,084
13,200
486,212
(401)
(10,579)
(2)
508
(118,835)
13,200
(116,109)
-0.6%
-11.8%
0.0%
3.1%
0.0%
-31.9%
100.0%
-19.3%
19,805
45,042
64,847
21,727
24,300
46,027
21,727
37,504
59,231
6,000
2,859
36,539
45,398
6,000
(18,868)
12,239
(629)
100.0%
-86.8%
50.4%
-1.4%
(209,318)
-11.1%
$ 2,203,764 $ 1,893,502 $ 2,285,219 $ 1,684,184 $
Reconciling items reflect cash activity in capital projects, inventory, accounts receivable and prepaids, accruals and capitalized interest.
Reserves are included in designated w orking capital and include funds that are legally restricted by bond covenants, Board designation and policy guidelines.
Reserves are an appropriated reserve w hich is available to fund future year expenditures for the FasTracks program.
Reserves respresent revenues that are designated to be spent in future years for the construction of the FasTracks capital program.
3
4
Page 184

This amount is equal to the year-end Ending Net Assets for the prior year. For 2010 actuals,
this is equal to the 2009 year-end balance. For the 2011 budget and 2011 projection, this is
equal to the 2010 year-end balance. For the 2012 Adopted Budget, this is equal to the 2011
year-end projection.
Changes To Beginning Net Assets

These amounts reflect portions of the Beginning Net Asset balance that are expected to fund
specific projects and operating expenses included in the current year. These amounts are
adjustments to Beginning Net Assets to reach the Ending Net Assets. The amounts include:
Sources and Uses

Debt and Reserves
Other Reconciling Items
Ending Net Assets

This is equal to the Nonspendable Net Assets plus Restricted Net Assets and Unrestricted Net
Assets. The amount is carried forward as the Beginning Net Assets for the following year.
Adjustments to Beginning Net Assets

These amounts reflect the current year activity of all funding inflows and outflows.
Sources total of all current Revenues, including sales and use taxes, grant revenue, fare
revenue, investment revenue, rental revenue and other miscellaneous revenue.
Uses total of all Operating Expenses including Bus, Light Rail Transit (LRT), Private
Carrier, access-a-Ride, Planning, Capital Programs, Safety, Security and Facilities, General
Counsel, Administration, Finance, Communications, Executive Office, Board Office and
Other Non-Departmental Expenditures plus Interest Expense.
Debt and Reserves total of Financing Proceeds, Drawdowns from Capital Acquisition
Reserves, Drawdowns in FasTracks Construction Reserves and Contributed Capital less
Debt Payments including Interest.
Capital Expenditures total of Prior Year Approved Capital, Facilities Construction &
Maintenance, Bus Transfer Stations, Denver Union Station, Rapid Transit Development,
park-n-Rides, Capital Support Projects, LRT Construction, LRT Transit, Fleet Modernization
& Expansion, Capital Support Equipment, Unallocated Capital and FasTracks Program
capital expenditures.
Depreciation and Amortization total of Depreciation and Amortization for all capital assets,
intangible assets, and non-cash interest expense.
Other Reconciling Items total of all cash activity in Inventory, Accounts Receivable,
Prepaid Expenses, Expense Accruals, and Capitalized Interest.
Page 185
Reserves Included in Total Net Assets

RTD maintains certain reserves within its Net Asset balance. These reserves may be required
by statute, bond covenants or other legal agreements, or by policy of the Board of Directors.
These reserves are detailed below:
Operating Reserve - a reserve designated by the Board of Directors equal to 5.0% or

greater of the current year operating budget, excluding interest expense.
TABOR Reserve - a reserve required by Article X, Section 20 of the Colorado Constitution,
equal to 3% of current year revenues from sources other than federal grants, gifts, bond
proceeds, or lease/purchase income.
Capital Replacement Reserve - a reserve utilized to fund vehicle replacement and local new
capital expenditures.
FasTracks Construction Reserve - a reserve including revenues that are designated to be
spent in future years for the construction of the FasTracks capital program. These funds
may not be used to fund base system (non-FasTracks) capital or operating programs.
FasTracks Contingency Reserve a reserve appropriated at a level of $30 million each
year, to be available to fund adjustments to the FasTracks construction schedule, relating to
logistics or cost savings opportunities that arise after the annual budget is adopted. These
funds may not be used to fund base system (non-FasTracks) capital or operating programs.
Other Designated Reserves - these include the following other reserves required by
contracts, Board designation, and policy guidelines:
o Reserves required by the agreements for all existing bond issues and COPs for debt
service
o Any unspent proceeds from bonds or COPs issued for projects other than the Southeast
Corridor
o Unallocated reserves in both the operating and capital budgets
Unrestricted Fund Balance

The Unrestricted Fund Balance is equal to the excess and undesignated working capital
balance that may accrue at each year-end, net of all other required or designated reserves, and
is appropriated as part of the budget. It is the balance of funds available for expenditures other
than those specifically identified in the budget. The Board of Directors has designated this
amount for future transit projects not included in the FasTracks capital and operating program
and for unanticipated events.
The balance in the Unrestricted Fund Balance at the end of 2011 is forecast to be $37.5 million,
a decrease of $7.5 million from 2010, primarily the result of overall fund uses exceeding fund
sources. The fund balance is budgeted at $36.5 million in the 2012 Adopted Budget, which is
stable to the projected 2011 balance.
In the aggregate, RTD has only one fund, an enterprise fund, and a single budget and a single
appropriation.
Page 186
Part X. Debt Service Detail
Page 187
Overview of 2012 Annual Debt Service

RTD's issues long-term debt in order to finance capital projects. As of December 31, 2011,
RTD had nine outstanding issues of sales tax bonds and six outstanding Certificates of
Participation. The following table details the principal and interest payments due on each of
these outstanding debt issues in 2011.
SERIES
2002B Bonds
2004 Bonds
2005A Bonds
2007A Bonds
2008A Bonds
2010A Bonds
2004A COP
2002A COP
2007A COP
2010A&B COP
Base - subtotal
2006A Bonds
2007A Bonds
2010A&B Bonds
2005A COP
2010A&B COP
DUSPA Note
FasTracks-subtotal
Grand Total
PRINCIPAL
$7,930,000
$5,480,000
$210,000
$0
$6,355,000
$3,385,000
$10,390,000
$8,260,000
$1,045,000
$4,230,000
$47,285,000
$0
$475,000
$0
$4,540,000
$0
$2,376,303
$7,391,303
$54,676,303
INTEREST
$405,163
$561,500
$4,949,450
$3,665,813
$317,750
$2,182,900
$1,003,375
$5,799,050
$715,260
$4,290,912
$23,891,172
$11,286,750
$16,263,975
$21,489,000
$2,573,525
$13,475,702
$9,630,185
$74,719,137
$98,610,310
TOTAL
$8,335,163
$6,041,500
$5,159,450
$3,665,813
$6,672,750
$5,567,900
$11,393,375
$14,059,050
$1,760,260
$8,520,912
$71,176,172
$11,286,750
$16,738,975
$21,489,000
$7,113,525
$13,475,702
$12,006,489
$82,110,441
$153,286,613
Debt Coverage Ratios

RTDs fiscal policies require the District to maintain minimum debt service coverage on its debt
service obligations. The gross debt coverage ratios affect only sales tax revenue bonds, while
the net debt coverage ratio impacts all outstanding debt issues. These ratios are calculated on
the debt service obligations described in the section above. For outstanding commercial paper
and variable rate debt, interest is assumed to equal the amounts appropriated in the 2012
Adopted Budget, net of any additional interest payments appropriated for variable rate debt.
The minimum required gross sales tax revenue bond coverage ratio for the base system
(annual non-FasTracks sales and use tax revenue to annual sales and use tax debt service for
senior non-FasTracks debt) is four times annual sales tax debt service. For 2012, the base
Page 188
system gross debt coverage ratio is projected to be 7.3 times annual sales tax debt service,
which exceeds the minimum requirement.
The minimum required gross sales tax revenue bond coverage ratio (annual sales and use tax
revenue to annual sales and use tax debt service) for FasTracks debt is two times annual sales
tax debt service. For 2012, the FasTracks gross debt coverage ratio is projected to be 8.0
times annual sales tax debt service, which exceeds the minimum requirement.
The minimum required net revenue coverage ratio (all annual revenues remaining after
operating and maintenance expenses, net of passthrough grants, to annual debt service
requirements net of swap payments and excess appropriations required for variable rate debt) is
1.2 times total debt service. For 2012, the net debt coverage ratio is projected to be 1.8 times
annual debt service, which meets the minimum requirement.
The table on the next page shows the calculation of the coverage ratios:
Page 189
BASE SYSTEM
GROSS
COVERAGE
FASTRACKS
GROSS COVERAGE
NET
COVERAGE
Eligible Revenues
Sales Tax
Use Tax
$236,605,000
$157,737,000
$394,342,000
21,874,000
14,583,000
36,457,000
Remaining Revenues
Other Revenues
223,036,425
FasTracks Revenues
415,463,416
3
11,662,000
Less: O&M Expenditures

Total Eligible Revenues
(508,892,391)
$258,479,000
$395,356,425
$349,032,025
Debt Service for Coverage

2002B Sales Tax Bonds
8,335,163
8,335,163
2004A Sales Tax Bonds
6,041,500
6,041,500
5,159,450
5,159,450
2007 Sales Tax Bonds
3,665,813
3,665,813
2008A Bonds
6,672,750
6,672,750
2010A Bonds
5,567,900
5,567,900
2002A COP
14,059,050
2004A COP
11,393,375
2005A COP
7,113,525
2007A COP
1,760,260
2010A&B COP
22,699,513
11,286,750
11,286,750
16,738,975
16,738,975
2010A&B Sales Tax Bonds
21,489,000
21,489,000
DUSPA Note
12,006,489
P3 Capital Lease
44,254,671
Total Debt Service for Coverage

Revenue in Excess of Debt Service
Coverage Ratio
$35,442,575
$49,514,725
$198,244,183
8.0
1.8
$223,036,425
7.3
The base sales and use tax includes only the 0.6% tax collected by RTD prior to the passage of the FasTracks
ballot issue. The ballot issue restricts the proceeds of the additional sales and use tax to FasTracks-related projects.
2
Includes farebox revenues, advertising revenues, investment income, local contributions to projects, federal grants,
and other income.
3
Includes FasTracks investment income on FasTracks funds, which may be used for FasTracks-related debt service
and operating expenditures, as well as federal grants applied to operating revenue.
Page 190
Detail of Outstanding Debt Issues

As of December 31, 2011, RTD had nine outstanding issues of sales tax bonds and six
outstanding Certificates of Participation. The following detail describes each outstanding debt
issue, including the projects funded by the proceeds, the final maturity date, and principal and
interest payments remaining through the term of the issue.
2002B Sales Tax Revenue Bonds

In May 2002, the District issued $153.23 million of sales tax revenue bonds to fund a portion of
the local share of the Southeast Corridor multimodal project. $78.220 million of these bonds
were refunded in 2005 through the issuance of the 2005A Sales Tax Revenue Refunding
Bonds. $10.355 of these bonds were refunded in 2007 through the issuance of 2007A Sales
Tax Revenue Refunding Bonds.
At the end of 2011 the bonds had a principal balance due of approximately $7.9 million. Annual
principal and interest payments extend through December 31, 2012.
Year
2012
Principal
$7,930,000
Interest
$405,163
Total
$7,930,000
$405,163
2004A Sales Tax Revenue Bonds

In April 2004, the District issued $116.46 million of sales tax revenue bonds to fund a portion of
the local share of the Southeast Corridor multimodal project. $59.780 million of the bonds were
refunded in 2007 through the issuance of 2007A Sales Tax Revenue Refunding Bonds.
At the end of 2011 the bonds had a principal balance due of approximately $11.2 million.
Annual principal and interest payments extend through December 31, 2013.
Year
2012
2013
Principal
$5,480,000
$5,750,000
$11,230,000
Total
Interest
$561,500
$287,500
$849,000
2005A Sales Tax Revenue Refunding Bonds

In March 2005, the District issued $100.190 million of sales tax revenue bonds to advance
refund portions of the 2000 Sales Tax Revenue Bonds and the 2002B Sales Tax Revenue
Bonds in the total amount of $101.275 million.
Page 191
At the end of 2011, the bonds had a principal balance due of approximately $99.1 million.
Principal
Year
2012
2013
2014
2015
2016
Term
Total
$210,000
$220,000
$8,965,000
$13,525,000
$14,155,000
$62,000,000
$99,075,000
Interest
$4,949,450
$4,941,050
$4,932,250
$4,484,000
$3,807,750
$8,881,000
$31,995,500

In October 2006, the District issued $600 million of Sales Tax Revenue Bonds (FasTracks
Project) Series 2006A for the purpose of financing a portion of the costs of the capital
improvements, facilities, and equipment related to the Districts FasTracks transit expansion
project. These bonds are secured by a first priority lien on the revenues received by the District
from its 0.4% sales tax which was approved by voters in November 2004. In 2007, $363.725
million of the bonds were refunded through the issuance of 2007A Sales Tax Revenue
Refunding Bonds.
At the end of 2011, the bonds had a principal balance due of approximately $235.7 million.
Year
Principal
2012
2013
2014
2015
2016
Term
Total
$0
$0
$0
$0
$0
$235,735,000
$235,735,000
Interest
$11,286,750
$11,286,750
$11,286,750
$11,286,750
$11,286,750
$155,717,250
$212,151,000

In March 2007, the District issued $69.8 million of Sales Tax Revenue Refunding Bonds Series
2007A for the purpose of refunding portions of the 2000A Bonds, 2002B Bonds, and 2004A
Bonds.
At the end of 2011, the bonds had a principal balance due of $69.8 million. Annual principal and
interest payments extend through November 1, 2024.
Page 192
Year
Principal
2012
2013
2014
2015
2016
Term
Total
Interest
$0
$0
$0
$0
$0
$69,825,000
$69,825,000
$3,665,813
$3,665,813
$3,665,813
$3,665,813
$3,665,813
$17,659,688
$35,988,750
2007A Sales Tax Revenue Refunding Bonds (FasTracks)

In April 2007, the District issued $363.725 million of Sales Tax Revenue Refunding Bonds
(FasTracks Project) Series 2007A for the purpose of refunding a portion of the Series 2006A
Sales Tax Revenue Bonds (FasTracks Project).
At the end of 2011, the bonds had a principal balance due of $361.8 million. Annual principal
and interest payments extend through December 31, 2036.
Year
Principal
2012
2013
2014
2015
2016
Term
Total
Interest
$475,000
$495,000
$515,000
$540,000
$560,000
$359,210,000
$361,795,000
$16,263,975
$16,243,788
$16,223,988
$16,203,388
$16,180,438
$270,414,063
$351,529,638

In April 2008, the District issued $15.93 million of Sales Tax Revenue Refunding Bonds, Series
2008A for the purpose of refunding the Series 1997 Sales Tax Revenue Refunding Bonds.
At the end of 2011, the bonds had a principal balance remaining of $6.4 million.
principal and interest payments extend until December 31, 2012.
Year
2012
Total
Principal
$6,355,000
$6,355,000
Interest
$317,750
$317,750
Page 193
Annual

In January 2010, the District issued $47.625 million of Sales Tax Revenue Refunding Bonds,
Series 2010A for the purpose of refunding portions of the Districts outstanding Sales Tax
Revenue Bonds, Series 2000A, Series 2002A and Series 2004A.
At the end of 2011, the bonds had a principal balance remaining of $44.3 million. Annual
Year
Principal
2012
2013
2014
2015
2016
Term
Total
$3,385,000
$11,860,000
$9,755,000
$6,130,000
$6,480,000
$6,725,000
$44,335,000
Interest
$2,182,900
$2,047,500
$1,454,500
$966,750
$660,250
$336,250
$7,648,150
2010A&B Sales Tax Revenue Bonds (FasTracks)

In November 2010, the District issued $79.14 million Tax-Exempt Sales Tax Revenue Bonds
(FasTracks Project), Series 2010A and $300.0 million Taxable Sales Tax Revenue Bonds
(FasTracks Project) (Direct Pay Build America Bonds), Series 2010B to finance costs of
improvements, facilities and equipment within its FasTracks transit program.
At the end of 2010, the bonds had a principal balance remaining of $379.1 million. Annual
Year
2012
2013
2014
2015
2016
Term
Total
Principal
$0
$0
$0
$0
$0
$379,140,000
$379,140,000
Interest
$21,489,000
$21,489,000
$21,489,000
$21,489,000
$21,489,000
$647,994,683
$755,439,683
DUSPA/RTD Funding Agreement

In July 2010, RTD entered into a DUSPA/RTD Funding Agreement with the Denver Union
Station Project Authority (DUSPA) in order to support DUSPAs financing of the Denver Union
Station mixed-use and multi-modal project, including transit elements, which are to be
Page 194
constructed on RTD owned property and will be owned and operated by RTD. These transit
elements include a new light rail terminal, a new commuter rail station, a regional and
commercial bus facility and new tracks. Revenues received through the RTD FasTracks sales
tax are pledged, on a subordinate basis, to payments to DUSPA of total principal and interest of
$360,194,666 in equal annual installments through 2039.
Year
Principal
2012
2013
2014
2015
2016
Term
Total
Interest
$2,376,303
$2,515,317
$2,662,463
$2,818,217
$2,983,083
$72,661,820
$86,017,204
$9,630,185
$9,491,172
$9,344,026
$9,188,272
$9,023,406
$107,435,513
$154,112,573
Eagle P3 Project
The District has served as the conduit issuer of its Tax Exempt Private Activity Bonds (Denver
Transit Partners Eagle P3 Project) Series 2010 (the P3 Conduit Bonds) in the aggregate
principal amount of $397.835 million. The proceeds of this issuance were loaned to Denver
Transit Partners LLC to pay a portion of the costs of the Eagle P3 Project including the design,
construction, financing, operations and maintenance of approximately 35 miles of new
commuter rail transit lines and a commuter rail maintenance facility through December 2044.
The P3 Conduit Bonds are secured solely by loan payments to be made by Denver Transit
Partners.
Under the Districts agreement with Denver Transit Partners, and in exchange for the design,
construction, financing, maintenance and operation of the Eagle Project, the District will make
payments in the form of construction payments and service payments. One portion of the
service payment (the TABOR Portion), structured to exceed debt service on the P3 Conduit
Bonds, is secured by a subordinate pledge of sales tax revenues after payment of other
outstanding sales tax bonds. Service payments will commence upon the commencement of
revenue service, anticipated in late 2016.
2002A Transit Vehicle Project Certificates of Participation

In August 2002, the District issued $132.4 million in Adjustable Rate Certificates of Participation.
The net proceeds of the Certificates were used for the purpose of acquiring 34 light rail vehicles
as part of the Southeast Corridor multimodal project and to defray the costs of acquiring,
constructing, and installing a light rail vehicle maintenance facility.
In February 2004, the 2002A Certificates of Participation were restructured to a fixed rate mode
in conjunction with a three-year interest rate swap. In April 2007, the Certificates were amended
and restated as fixed rate certificates.
Page 195
At the end of 2011, the Certificates had a principal balance due of approximately $117.0 million.
Year
Principal
2012
2013
2014
2015
2016
Term
Total
$8,260,000
$8,670,000
$9,105,000
$9,560,000
$10,040,000
$71,400,000
$117,035,000
Interest
$5,799,050
$5,386,050
$4,952,550
$4,497,300
$4,019,300
$12,942,550
$37,596,800
2004A Master Lease Purchase Agreement II

Fixed Rate Certificates of Participation
In August 2004, the District issued $46.795 million in Fixed Rate Certificates of Participation to
advance refund portions of the 1998A Master Lease Purchase Agreement II Fixed Rate
Certificates of Participation, the 2000A Master Lease Purchase Agreement II Fixed Rate
Certificates of Participation, and the 2001A Master Lease Purchase Agreement II Fixed Rate
Certificates of Participation in the total amount of $47.94 million.
Annual principal and interest payments extend through June 30, 2014.
Year
2012
2013
2014
Total
Principal
$10,390,000
$9,395,000
$7,130,000
$26,915,000
Interest
$1,003,375
$532,238
$160,425
$1,696,038
2005A Certificates of Participation

In May 2005, the District issued $80.965 million in Fixed Rate Certificates of Participation. The
net proceeds of the Certificates were used for the purpose of acquiring 29 light rail vehicles for
the FasTracks program.
Page 196
Year
2012
2013
2014
2015
2016
Term
Total
Principal
$4,540,000
$4,745,000
$4,960,000
$5,185,000
$5,420,000
$17,870,000
$42,720,000
Interest
$2,573,525
$2,364,613
$2,146,250
$1,917,988
$1,679,375
$5,195,363
$15,877,113
2007A Certifications of Participation

In June 2007, the District issued $18.545 million in Fixed Rate Certificates of Participation to
refund the 2001B Master Lease Purchase Agreement II Fixed Rate Certificates of Participation,
originally issued in August 2001 for the purpose of acquiring eleven light rail vehicles.
Year
2012
2013
2014
2015
2016
Term
Total
Principal
$1,045,000
$1,100,000
$1,165,000
$1,225,000
$1,290,000
$7,620,000
$13,445,000
Interest
$715,260
$655,898
$593,214
$527,070
$457,468
$1,099,528
$4,048,437
2010A&B Certifications of Participation

In December 2010, the District issued $212.9 million Tax Exempt Certificates of Participation,
Series 2010A and $100 million Taxable Certificates of Participation (Direct Pay Build America
Bonds) Series 2010 to: (a) refund certain outstanding RTD COPs and to (b) acquire, construct,
install and improve certain equipment within the Districts Base and FasTracks programs.
Page 197
Year
2012
2013
2014
2015
2016
Term
Total
Principal
$4,340,000
$1,825,000
$6,220,000
$4,540,000
$4,775,000
$286,970,000
$308,670,000
Interest
$18,359,513
$18,257,913
$18,065,913
$17,796,913
$17,564,038
$222,701,969
$312,746,256
Commercial Paper
As of December 31, 2011, the District had no commercial paper outstanding.
Legal Debt Limits

The Taxpayers Bill of Rights (TABOR), or Article X, Section 20 of the Colorado Constitution,
approved by Colorado voters in November 1992, restricts the ability of the District to enter into a
multi-year fiscal obligation without voter approval unless there are adequate present cash
reserves. TABOR also requires voter approval in advance for: (i) any increase in the Districts
revenues and spending from one year to the next in excess of a specified growth rate (CPI plus
a growth factor based on net increase in the value of new taxable property); or (ii) any new tax
or tax increase.
In accordance with its FasTracks debt authorization approved by the voters, the District was
authorized to issue debt, increase the current tax rate by 0.4%, and keep the revenue to build
the FasTracks system. A portion of the tax increase may remain after the system is built, as
operating costs for the expanded system may be higher than for the current system.
The FasTracks authorization limits the amount of debt and total debt service which may be
secured by the sales and use tax for FasTracks. The total amount of principal and debt service
the voters authorized is shown below.
TABOR Authorization
Principal
Total Debt Service
Maximum Annual Repayment Cost
$3,477,000
$7,129,000
$309,738
RTD currently has no legal authorization to issue additional debt for any purpose other than the
FasTracks capital program.
Page 198
Part XI. Appendices
Page 199
Budget Process
The State of Colorado Local Government Budget Law requires that each local government,
such as RTD, prepare and adopt an annual budget for each and every fund, including utility
(enterprise) funds. Such a budget must set forth proposed expenditures to be undertaken
during the budget year for administration, operations, maintenance, debt service, and capital
projects. In addition, the budget identifies the anticipated income funding options for financing
the proposed expenditures.
The budget becomes official once the Board of Directors, by resolution, adopts it. Thirty days
prior to adoption, but no later than October 15 of the prior year, the budget must be made
available for public inspection. A public hearing must also be held prior to adoption. Following
adoption, the budget must be filed with the State Division of Local Government. Budget
adoption does not include legal authority to spend. This authority is gained by the Board of
Directors adopting an appropriation resolution.
Budgetary Funds
Since RTD has only one fund, an enterprise fund, it has a single budget and a single
appropriation. The budget itself is comprised of four categories:
1. Operating and Administrative Expenditures - Planning, operation, and maintenance of the
Districts bus and light rail system
2. Capital Expenditures acquisition of long-lived assets, equipment, vehicles, and facilities
3. FasTracks Contingency Reserve - a $30 million reserve available to fund adjustments to the
FasTracks construction schedule relating to logistics or cost savings opportunities that arise
after the annual budget is adopted
4. Unrestricted Year-End Fund Balance net of all other required reserves and sources and
uses.
Budget Preparation
Each department was directed to submit a maintenance budget based on approved goals and
objectives. Along with the base budget were requests for increases or changes in scope of
activities.
Budget Review
Each line item within each project was analyzed. The budget was first examined by the Budget
Office and reviewed with each individual department. Next, the Senior Staff and the General
Manager reviewed and evaluated the budget. Finally, the budget was submitted to the Board of
Directors and the general public.
Page 200
Adopted Budget
A preliminary budget was presented to the Board of Directors on September 27, 2011 to obtain
approval to make the budget available for public inspection. The legal notice relating to the
posting of the budget appeared in the Legal Notices section of newspapers of general
circulation on October 8, 2011 and October 9, 2011. The Board made the requested budget
available to the public for inspection prior to October 15, 2011 in accordance with Colorado
Local Government Budget Law.
Following the preliminary budget, the Recommended Budget was presented to the Board for its
review and consideration on November 22, 2011. Some changes to capital and operating
programs were made after the posting of the budget, in accordance with direction received from
the Board of Directors after October 9, 2011. The budget was adopted by the Board as
recommended.
Budget Execution
The Adopted Budget becomes the basis for monthly expenditure planning and is the
department/office tool for program/project measurement and reporting. Budget variances are
reviewed by staff on a quarterly basis, and corrective action is taken as needed.
Budget Amendment Process

The steps for the budget amendment process at RTD are:
1.
Determination that an amendment is necessary because of shortfalls in revenue or

changes in expenditures caused by an act of God, a public enemy, or something which
could not have been reasonably foreseen at the time of adoption of the Budget.
2.
Presentation to the Board of Directors for approval of all proposed changes along with
the justification, the method of financing, and recommendations is done at the Financial
Administration and Audit Committee meeting.
3.
Publication of the proposed amended budget in a newspaper of general circulation prior

to adoption.
4.
Adoption of the proposed amended budget by a majority of the governing body, the RTD
Board of Directors.
5.
Filing of a certified copy of the resolution with the Division of Local Government in the
Department of Local Affairs of the State of Colorado.
Page 201
Colorado Local Government Budget Law on supplementary budget and appropriations is shown
below. It outlines the legal requirements for the District.
Section 29-1-109 Changes to budget - transfers - supplemental appropriations.
(1)(b) If, after adoption of the budget, the local government receives unanticipated revenues or
revenues not assured at the time of the adoption of the budget from any source other than the
local government's property tax mill levy, the governing body may authorize the expenditure of
such funds by enacting a supplemental budget and appropriation.
(2)(a) Any transfer, supplemental appropriation, or revised appropriation made
pursuant to this section shall be made only by ordinance or resolution which
complies with the notice provisions of section 29-1-106.
(2)(b) For supplemental budgets and appropriations, such ordinance or resolution
shall set forth in full the source and amount of such revenue, the purpose for
which such revenues are being budgeted and appropriated, and the fund or
spending agency which shall make such supplemental expenditure. A certified
copy of such ordinance or resolution shall be filed with the division.
Page 202
Operating Flow Chart

2012 Operating Budget Process
RTD Mission Statement
Develops 2012 Goals and
Performance Measures
Submits Special Requests

General Manager
Develops 2012 Budget
Theme
Develops 2012 Budget/

Financial Assumptions
Develops 2012 Department

Goals
Budget Call
Budget Formulation
Key:
Staff Review and
Analysis
Staff Activity (Shaded)
General Manager's
Recommended Budget
Board Activity
Budget Review
Workshop
Public Notice and Budget
Posting
Board Adoption
Public Hearing
2012 Adopted Budget
Monthly Expenditure Plans
Budget Implementation
Quarterly Variance
Analysis and Review
Quarterly Budget Review
Page 203
Capital Flow Chart

2012-2017 Strategic Budget Plan (SBP)
2012 Capital Budget Process
Systems Planning Requests
Departmental Project
Submissions for 2012-2017
SBP
Systems Planning Compiles
Project Requests
Formulation of Service and

Capital Assumptions
Senior Staff Reviews SBP
Draft
Local Government Review
Board SBP Workshop
Title VI Review
Draft SBP Edited - Projects

Added, Deleted, and Moved
Formal Adoption of SBP by
Board
Budget Formulation
Staff Review and Analysis
Key:
Staff Activity
(Shaded)
Board Activity
General Manager's
Recommended Budget
Budget Review Workshop

Public Notice and Budget
Posting
Staff Review and Analysis of
Budget Adjustments
Board Adoption
Public Hearing
2012 Adopted Budget
Monthly Expenditure Plans
Budget Implementation
Quarterly Variance Analysis
and Review
Quarterly Budget Review
Page 204
2012 Budget Preparation Calendar

Date
Task
March 8
Draft 2012 Budget Calendar to Financial Administration and Audit

Committee.
The Budget Staff presents draft calendar to Financial
Administration and Audit Committee (FAAC).
April 12
Board Budget Study Session and 2012-2017 Strategic Budget Plan

(SBP). Input on assumptions and objectives for the development of the
2012-2017 SBP is requested by staff from FAAC.
May 10
Review 2012-2017 SBP Assumptions in light of current forecast data.

The Budget Staff reviews assumptions with the FAAC, such as service hours,
fleet size, financing, potential uses of Operating and Capital Acquisition
Reserves, inflation rates, and tax revenue estimates.
June 1
Budget User Training on Oracle System. The Budget Staff offers training
for staff needing update on budget module of Oracle System.
June 14
Amended 2011 Budget. Staff presents 2011 Amended Budget to FAAC for
recommendation to full Board
June 15
Budget Call. The Budget Call serves as the kick-off for the staff development
of departmental budgets. Staff begins the process of inputting the line item
detail of the 2012 Requested Budget.
June 28
Board Adoption of the 2011 Amended Budget. The Board of Directors

adopts and appropriates the 2011 Amended Budget.
July 12
SBP Assumptions Update. Staff updates the FAAC with assumptions and
strategies for the 2012-2017 SBP.
July 27
Close budget entry system for users.

Departmental budget staff
completes input of line item detail with justifications. Budget screens are
frozen for analysis and printing of the proposed Departmental budgets.
August 1 - 16
Budget Review. Budget Staff completes review of individual department

budgets with Assistant General Managers and their budget staffs.
August 9
2012-2017 SBP. Staff recommends 2012-2017 SBP to FAAC.
August 16
Board Adoption of the 2012-2017 SBP. The Board of Directors approves

2012-2017 SBP.
September 7
Senior Leadership Team Budget Workshop. 2012 Requested Budget is

reviewed by senior staff. Adjustments and reductions are identified and
incorporated into the Requested Budget.
Page 205
September 27
Requested Budget Presented to Board prior to Posting. Staff provides

presentation of 2012 Requested Budget prior to posting before the public in
October.
October 8/9
Posting of the 2012 Requested Budget. State law requires the budget to
be posted for public review by October 15th of each year.
October 28
2011 Capital Carryforward Estimates. Budget Staff completes estimates of

2011 Capital Carryforwards. A carryforward is necessary when a capital
project is not completed in the current year, and the funds must be
appropriated to complete the project in the following budget year. 2011
Expense Projects not to be completed are re-budgeted for 2012.
November 15
Recommended 2012 Budget. The 2012 Annual budget is presented to the

FAAC with request for recommendation to full board for adoption.
November 22
Adoption of 2012 Budget. Board adopts the 2012 Budget after duly
advertised public hearing for the same.
Nov. 23-Dec.31
Preparation of 2012 Monthly Expenditure Plans. Department budget staff

completes input of the Monthly Expenditure Plans based on the budget
adopted by the Board. These expenditures plans serve as the basis for
variance reporting.
December 31
Budget Submission to the Division of Local Government. The Budget

Staff submits copies of the 2012 Budget Adoption and Appropriation
resolutions and Board action items to the Colorado Division of Local
Government, as required by State law.
Page 206
RTD Long Range Planning Process

The long-range planning process at RTD involves a progression from identifying longer-range
needs to meeting these needs in the current year.
The Regional Transportation Plan (RTP) is a long-range plan prepared by the Denver Regional
Council of Governments (DRCOG) with input from RTD. It is a fiscally constrained plan
including all highway and transit projects to be completed by the horizon year of the plan, along
with anticipated revenue sources for the projects. RTD develops the transit component of the
plan, which identifies all corridors to be completed by the horizon year, and forecasts the level of
bus and rail service to be provided. The horizon year of the current RTP is 2035.
Based on the RTP and the goals and objectives adopted by the Board of Directors, RTD
develops its six-year Strategic Budget Plan (SBP) each year. The SBP is a fiscally constrained
plan which presents aggregate projected service levels and capital projects expected to be
undertaken for the next six years. Projects are evaluated based on their relative costs and
benefits to the public, and constrained to operate within the forecast of revenues available for
their completion and operation. The first year of the SBP capital and operating program serves
as the basis for the preparation of the annual budget.
In early 2001, RTD completed its Twenty Year Needs Assessment. This study reviewed RTDs
current and future needs to maintain current service levels and to expand service to meet future
needs of the District. In addition, the needs were compared with projected funding sources for
the twenty-year period, and funding shortfalls were identified. The results are used as input into
future editions of the SBP to the extent possible within the financial capacity of the District. This
Twenty Year Needs Assessment will be updated as deemed necessary.
With the voter approval of the FasTracks transit expansion program in November 2004, the
District has added a new step to its long-term planning process. As part of an agreement with
DRCOG, RTD prepares an annual update to the FasTracks financial plan. This annual update
incorporates the actual program costs incurred to date and the most recent available projections
of capital improvement costs, service levels and operating costs, and revenues to fund the
FasTracks capital and operating programs. These updates will ensure that RTD has the
continued financial capacity to meet the program schedule for FasTracks and identify any
program changes that RTD may need to make to complete the improvements within its
projected revenues.
Page 207
2012 Fiscal Policies

Revenue Policies
1. The Board of Directors will review potential fare increases annually at the time of the
development of the Strategic Budget Plan (SBP). As part of this process, staff will
review potential fare increases to establish a fare structure with due consideration for:
consistency and equity throughout RTD;
ease of use and simplicity;
maintaining or increasing ridership and fare revenues;
acceptability and marketability of fare structure to customers and the general public;
and
verification and enforceability of fare payment compliance.
2. Fare policies should take into account the special needs of transit dependent, elderly,
youth, student, handicapped, and commuter patrons.
3. RTD will avoid dependence on temporary revenues to fund ongoing services. One-time
revenues will be used for one-time expenditures.
4. RTD will continuously explore additional sources of revenue to help balance the budget.
5. When appropriate the Board will actively pursue legislation that would help ensure the
continued accomplishment of RTDs goals and mission statement. The Board will
support efforts to ensure that legislative intent is realized in allocation of state financial
resources to public transit. The Board will actively oppose legislation that would limit or
diminish revenue.
6. Staff will identify on an annual basis excess property and equipment, and will make an
ongoing attempt to sell such excess property to enhance cash flow.
Investment Policies
1. RTD will review its investment policy annually with the Board to ensure consistency with
the following objectives (in order of priority):
safety of invested funds;
maintenance of sufficient liquidity to meet cash flow needs; and
attainment of the maximum yield possible consistent with the first two objectives
2. RTD will review its investment performance on a quarterly basis with the Board.
Page 208
Expenditure Policies
1. RTD will endeavor to achieve service levels that will make the transit system easier to
use, improve travel times, and be more effective.
2. RTD will continue to look for and implement the most cost-effective and reliable methods
of delivering transportation services.
3. RTD will maintain all assets at a level that protects capital investment and minimizes
future maintenance and replacement costs.
4. RTD maintains a risk management program which will provide protection against loss
and mitigate exposure to liability.
5. A safety program will be maintained to minimize RTD's exposure to liability and thereby
reduce the number of claims against RTD.
6. RTD will develop service changes that are needed to respond to budget shortfalls using
the system-wide and route-specific productivity measures that have been approved by
the Board.
Capital Improvement Policies

1. RTD will prepare and update annually a six-year Strategic Budget Plan (SBP) including
projected capital construction and improvements, service levels and operating costs, and
revenues to fund the capital and operating programs. Capital projects to be included in
the SBP will be evaluated using the following criteria:
total project cost (design and construction) and schedule for completion;
source of funding;
operating and maintenance costs for the remainder of the SBP period;
benefits and contributions to RTD and the community, including but not limited to the
effect on future operating and maintenance costs, economy, service, and ridership;
consideration of alternatives (joint development, etc.); and
consequences of not funding
2. Priority will be given to replacement of existing assets before consideration of new
assets except as allowed for in the FasTracks financial plan (see 7.).
3. RTD will use the first year capital program from the adopted SBP as the basis for the
capital program to be included in the annual budget.
4. After completion of design of a capital project, cost estimates will be revised. If the cost
estimates exceed Delegation of Authority limits, the project will be brought to the Board
for reconsideration.
5. Facilities will be designed using current technology and allow for future technological
changes in order to be efficient and cost-effective and to protect the public welfare.
Page 209
6. RTD shall allow for multi-year capital projects to be carried forward in accordance with
the carry-forward resolution adopted by the Board.
7. RTD will prepare an annual update of the FasTracks financial plan incorporating the
actual costs incurred and the most recent available projections of capital improvement
costs, service levels, and operating costs and revenues to fund the FasTracks capital
and operating programs.
Fund Balance Policies

1. RTD will strive to maintain an unrestricted fund balance in both the operating and capital
budgets to provide for unanticipated expenditures of a nonrecurring nature or to meet
unexpected increases in costs. This unrestricted fund balance will be comprised of a
Board appropriated fund, a capital replacement fund and an undesignated working
capital fund as described below. The total of these three funds should be maintained at
an amount approximately equal to three months of Base System operating expense
excluding depreciation. RTD will consider and pursue resources that will be directed to
fund balance replenishment. For example, RTD may define the revenue sources that
would typically be looked to for replenishment of fund balance to include non-recurring
revenues and budget surpluses. Year-end surpluses are an especially appropriate
source for replenishing fund balance.
RTD will replenish fund balances as soon as economic conditions allow.
2. In accordance with the adopted budget, RTD will designate a Board appropriated fund
balance on an annual basis. Use of the fund balance will be minimized and occur only in
specific circumstances such as severe economic downturns. With Board approval,
these funds may be used to avoid cash flow interruptions, reduce the need for short-term
borrowing, and assist in maintaining an investment-grade bond rating. The source of
replenishment of this fund will be identified and will take place in a prompt manner.
3. In accordance with the adopted budget, RTD will designate a capital replacement fund
on an annual basis. With Board approval, these funds will be used for scheduled major
vehicle replacements and other capital purchases. The source of replenishment of this
fund will be identified and will take place in a prompt manner.
4. RTD will designate excess and undesignated working capital that may accrue at each
year-end to be placed in an unrestricted fund to be used to respond to unanticipated
events.
5. RTD will maintain an emergency (TABOR) reserve equal to three percent of non-Federal
revenues, as specified by Article X, Section 20 of the Colorado Constitution.
6. RTD will maintain all revenues in excess of expenditures for Denver Union Station in a
reserve for future development of Denver Union Station as a rapid transit hub, as
specified in the intergovernmental agreement as amended on April 20, 2004.
7. The Board shall establish two reserves for future construction under the FasTracks plan:
Page 210
The FasTracks Contingency Reserve will be appropriated at a level of $30 million

each year. These funds will be available to fund adjustments to the FasTracks
construction schedule, relating to logistics or cost savings opportunities that might
arise after the annual budget is adopted, and will not be used to fund the (nonFasTracks) base system capital or operating activity.
All other FasTracks funds which have not been appropriated in the current budget
year will be maintained in a reserve for future FasTracks capital and operating
expenditures and will not be used to fund the (non-FasTracks) base system
expenditures.
Debt Policies
1. Capital projects funded through the issuance of bonds or Certificates of Participation
(COPs) shall be financed for a period not to exceed the expected useful life of the asset.
2. Effective communication with bond rating agencies will be maintained, and a policy of full
disclosure on every financial report and bond prospectus will be followed.
3. Before bonded long-term debt is issued, the impact of debt service on total annual
expenditures will be analyzed.
4. Bond financing or COPs will not be issued to support current operating expenditures.
It is the intent of RTD to maintain a high quality investment-grade credit rating. The
benefit of maintaining RTD's bond ratings at the highest reasonably attainable level in
light of current economic conditions and availability of capital funding is to receive lower
interest rates and lower bond or certificate insurance premiums than would be possible
with lower credit ratings. RTDs current ratings are listed below:
Classification
Standard and
Poors
Moodys
Investors Service
Fitch Ratings
Senior
Bonds (0.6%)
FasTracks
Bonds (0.4%)
Certificates of
Participation
AAA
AA+
A-
Aa3
Aa3
A1
AA
AA-
A+
5. RTD will maintain a minimum gross sales tax revenue bond coverage ratio for the base
system (annual non-FasTracks sales and use tax revenue to annual sales and use tax
debt service for senior non-FasTracks debt) of four times for debt backed by the 0.6%
sales and use tax. RTD will maintain a minimum gross sales tax revenue bond
coverage ratio for FasTracks (annual FasTracks sales and use tax revenue to annual
FasTracks sales and use tax debt service) of two times for debt backed by the 0.4%
FasTracks sales and use tax.
6. RTD will maintain a minimum net revenue coverage ratio (all annual revenues remaining
after operating and maintenance expenses, net of pass-through grants, to annual debt
Page 211
service requirements net of excess appropriations required for variable rate debt) of 1.2
times total debt.
Budget Policies
1. RTD shall comply with all requirements of the Colorado Local Government Budget Law.
2. The budget will be prepared on a program/project basis.
3. As part of the budget development process, the Board will review the current goals,
objectives, and performance indicators for use in preparing the budget for the following
year. The Board will adopt the final performance indicators after the adoption of the
annual budget.
4. The Board will review the adopted fiscal policies annually and consider any changes that
may be necessary.
5. There shall be a budgetary monitoring system that charges expenditures against
approved budget appropriations.
6. The budget shall be summarized for adoption purposes. The actual level of adoption
shall be determined by the Board.
7. The budget shall be prepared using Generally Accepted Accounting Principles with the
following exceptions:
inclusion of capital outlays and bond principal payments as expenditures; and
exclusion of depreciation as well as gains and losses on disposition of property and
equipment
8. A monthly financial status report shall be submitted to the Board.
9. The budget document shall be submitted to the Government Finance Officers
Association annually for consideration for the Distinguished Budget Presentation Award,
which evaluates the document as a communications device, financial plan, operations
guide, and policy document.
10. Quarterly performance reports will be presented to the Board of Directors to assess
RTD's performance on the adopted performance indicators.
11. A balanced budget in which beginning reserves plus total anticipated revenues is greater
than or equal to expenditures will be prepared.
12. Budgetary procedures that fund current expenditures at the expense of future needs,
such as postponing preventive maintenance expenditures or replacement of equipment,
will be avoided.
13. RTD will provide conservative revenue estimates that take into consideration recent
experience and reflect reasonable future growth.
Page 212
14. RTD will monitor revenue sources regularly and amend the budget, as necessary, to
reflect the most current information available. RTD will also change the level of
expenditures, as needed, to maintain a balanced budget.
15. RTD will project revenues for at least six years and will update the projections annually
as part of the Strategic Budget Plan (SBP). Each existing and potential revenue source
will be reexamined annually.
16. As part of the SBP, RTD also will prepare a six-year operating expenditure plan that
includes projections of annual service growth plus allowances for operating costs of new
capital assets.
17. A budget will be prepared that contains essential programs and projects needed to
support the goals and objectives of RTD, responds to citizen demand, and reflects
administrative evaluation of current needs.
Accounting Policies
1. The accounting system will maintain records on a basis consistent with generally
accepted accounting principles for local governments.
2. The accounts of RTD will be reported using the accrual basis of accounting. Revenues
will be recognized when earned and expenses will be recognized when incurred.
3. RTD will establish and maintain a high standard of accounting practices to conform with
uniform financial reporting in Colorado.
4. An independent firm of certified public accountants will perform an annual financial and
grant compliance audit and will issue an opinion that will be incorporated into the
Comprehensive Annual Financial Report.
5. RTD will submit the Comprehensive Annual Financial Report to the Government Finance
Officers Association for consideration for the Certificate of Excellence in Financial
Reporting.
6. The accounting system will record investment activity.
7. Internal control policies will be developed and maintained to include procedures that
separate control of assets from accounting for those assets.
8. RTD will identify and account for all revenues and expenditures related to the FasTracks
capital and operating program separate from the base operations.
Grant Policies
1. All potential grants shall be carefully examined for matching requirements (both dollar
and level-of-effort matches).
Page 213
2. Intergovernmental assistance shall be used to finance only those capital improvements

that are consistent with the capital improvement plan and RTD priorities and in which
operating and maintenance costs have been included in operating budget forecasts.
3. RTD will program its federal grant funds to minimize the time between appropriation and
drawdown of federal funds.
4. RTD will use all eligible Section 5307 formula federal grant funds for capital maintenance
projects to minimize the time between appropriation and drawdown of federal funds.
Page 214
Line Item Detail of Operating Expenditures

2010
ACTUAL
Operator
Operator
Operator
Operator
Regular
Overtime
Part Time
Trainee
2011
AMENDED
2011
PROJECTED
2012
ADOPTED
$ CHANGE
PERCENT
CHANGE
36,936,181
5,982,134
3,566,993
773,168
35,519,360
5,305,049
3,864,691
386,628
35,519,360
5,293,049
3,864,691
386,628
37,584,068
4,708,356
3,217,986
486,903
2,064,708
(596,693)
(646,705)
100,275
47,258,477
45,075,728
45,063,728
45,997,313
921,585
2.0%
29,013,132
2,951,132
347,278
30,644,476
2,821,805
354,000
30,628,476
2,874,245
354,000
31,738,227
2,585,612
550,418
1,093,751
(236,193)
196,418
3.6%
-8.4%
55.5%
32,311,542
33,820,281
33,856,721
34,874,257
1,053,976
3.1%
Salaries - Regular
Salaries - Overtime
Salaries - Part Time
Salaries - Trainee
Board-of-Directors Fees
Less Capitalized Labor
37,649,965
1,543,950
534,372
124,500
-
46,123,706
1,308,010
948,065
180,000
(7,573,469)
45,976,844
1,337,010
948,065
180,000
(7,573,469)
48,535,528
1,285,800
826,701
180,000
(7,679,571)
2,411,822
(22,210)
(121,364)
(106,102)
5.2%
-1.7%
-12.8%
TOTAL SALARIES
###### Less Vacancy Savings
39,852,787
-
40,986,312
(961,485)
40,868,450
(961,485)
43,148,458
(2,400,000)
2,162,146
(1,438,515)
5.3%
149.6%
TOTAL OPERATOR WAGES

Non-Operator - Regular
Non-Operator - Overtime
Non-Operator - Part Time
TOTAL NON-OPERATOR WAGES
TOTAL SALARIES & WAGES

Part Time Operator Fringes
Operator Fringes
Non-Operator Fringes
Salaried Fringes
Part-Time Fringes
58202 Less Capitalized Fringe Benefits
TOTAL FRINGE BENEFITS
52101
52102
52103
52104
52105
52201
52202
52401
52402
52403
52404
52406
52407
52408
52410
52411
40601
52420
52421
52422
52423
52424
52427
52428
52430
52431
52432
52434
Diesel Fuel Expense

CNG Fuel Expense
Gasoline Expense
Oil & Other Lubricant Exp
Anti-Freeze Expense
Tires/Tubes-Revenue Equip
Tires/Tubes-Non-Rev Equip
Rev Vehicle Repair Parts
Supp Vehicle Repair Parts
Fac Maint-Matl & Supplies
Other Material & Supplies
Allowance-Price Variance
Freight Inventory Acq
Physical Inventory Adjust
Warranty Credits
Gain/Loss On Matl Salvage
Vendor Discounts Earned
Outside Reprod & Forms
Stationery & Paper
Office Supplies
Low Value Furniture
Printing Supplies
Low Value Tools And Equipment
Graphics Supplies
Low Value - Computer Hardware
Low Value - Communication Equi
Low Value - Radios
Low Value - Security Equipment
TOTAL MATERIALS AND SUPPLIES
119,422,806
118,920,836
118,827,414
121,620,028
5.8%
-11.2%
-16.7%
25.9%
0.0%
2,699,192
680,135
15,548,711
11,114,498
13,661,506
70,714
-
549,098
12,796,106
10,166,263
15,146,496
76,929
(2,485,706)
549,098
12,808,106
10,166,263
15,146,496
76,929
(2,485,706)
509,000
13,311,944
10,395,999
15,851,152
67,651
(2,522,348)
41,075,563
36,249,186
36,261,186
37,613,398
1,364,212
24,219,994
108,559
4,464,083
442,286
32,379
1,657,389
35,051
11,931,328
204,493
1,838,518
1,972,748
26
104,208
(183,675)
(27)
6,219
(197,644)
330,660
64,680
105,988
166,769
7,038
301,038
18,735
418,401
195,446
55,044
10,462
25,622,509
245,000
6,373,381
438,221
45,220
2,003,022
40,000
13,732,954
191,400
1,768,130
2,394,484
159,100
6,100
(100,000)
7,200
360,000
65,400
114,300
277,504
5,000
349,300
15,000
706,505
234,140
76,500
22,500
25,022,509
245,000
6,373,381
438,221
45,220
1,973,022
40,000
14,332,954
191,400
1,768,130
2,208,794
159,100
6,100
(100,000)
7,200
360,450
65,400
114,300
386,032
5,000
341,800
15,000
744,945
232,700
68,060
22,500
27,018,293
245,000
6,112,739
509,996
38,000
1,906,188
40,000
15,522,050
259,000
1,609,547
3,707,346
1,800
156,100
6,100
(100,000)
(12,000)
364,000
67,900
114,800
291,150
5,000
372,800
15,000
742,000
208,260
5,500
20,000
1,395,784
(260,642)
71,775
(7,220)
(96,834)
1,789,096
67,600
(158,583)
1,312,862
1,800
(3,000)
(19,200)
4,000
2,500
500
13,646
23,500
35,495
(25,880)
(71,000)
(2,500)
48,310,196
55,152,870
55,067,218
59,226,569
4,073,699
2.3%
(40,098)
515,838
229,736
704,656
(9,278)
(36,642)
-7.3%
4.0%
2.3%
4.7%
-12.1%
3.8%
5.4%
0.0%
-4.1%
16.4%
-16.0%
-4.8%
0.0%
13.0%
35.3%
-9.0%
54.8%
-1.9%
0.0%
0.0%
-266.7%
Page 215
1.1%
3.8%
0.4%
4.9%
0.0%
6.7%
0.0%
5.0%
-11.1%
-92.8%
7.4%
2010
ACTUAL
53001
53002
53004
53005
53006
53010
53011
53012
53013
53014
53015
53016
53017
53020
53021
53022
53023
53024
53030
53032
53039
53051
53054
53055
53058
53061
53063
53065
53067
53075
2011
PROJECTED
2012
ADOPTED
$ CHANGE
PERCENT
CHANGE
9,097
2,803,024
1,012,902
2,165,525
1,464,898
6,024,296
566,013
4,021,236
203,044
370,270
159,395
663,333
4,500
49,098
14,512
7,880
6,483,762
144,006
1,985,409
8,927,802
35,103
154,156
30,578
1,259
14,101
116,788
394,050
21,122
22,706,306
11,200
3,333,621
1,957,500
2,470,496
2,549,444
11,355,409
293,000
5,032,854
120,000
125,000
233,800
678,383
25,000
10,000
60,000
35,000
15,000
6,773,408
206,000
2,663,300
10,498,517
45,000
291,012
140,400
56,000
20,000
192,000
420,000
35,000
40,282,156
29,200
3,261,121
207,500
2,424,996
2,549,444
7,242,731
303,000
4,922,153
114,300
125,000
233,800
927,045
25,000
10,000
60,000
35,000
15,000
6,773,408
206,000
2,273,300
10,773,769
45,000
290,562
140,400
56,000
20,000
192,000
420,000
35,000
35,278,847
11,200
3,233,847
1,756,750
2,916,210
859,930
9,664,690
402,000
6,239,766
125,000
150,000
205,000
418,607
25,000
27,500
45,000
35,000
15,000
7,288,018
180,000
2,553,100
12,755,439
45,000
256,012
90,400
18,500
65,800
237,700
420,000
35,000
101,685,165
(99,774)
(200,750)
445,714
(1,689,514)
(1,690,719)
109,000
1,206,912
5,000
25,000
(28,800)
(259,776)
17,500
(15,000)
514,610
(26,000)
(110,200)
2,256,922
(35,000)
(50,000)
(37,500)
45,800
45,700
61,403,009
0.0%
-3.0%
-10.3%
18.0%
-66.3%
-14.9%
37.2%
24.0%
4.2%
20.0%
-12.3%
-38.3%
0.0%
175.0%
-25.0%
0.0%
0.0%
7.6%
-12.6%
-4.1%
21.5%
0.0%
-12.0%
-35.6%
-67.0%
229.0%
23.8%
0.0%
0.0%
152.4%
TOTAL SERVICES
60,553,467
89,928,500
78,989,576
151,760,634
61,832,134
68.8%
Utilities
Telephone
Telephone Install & Maint
Traction Power
Pole Rental
5,661,826
768,267
193,039
4,330,553
23,072
5,305,248
947,700
4,900,000
27,000
5,309,248
947,700
4,900,000
27,000
5,299,687
1,065,900
5,470,374
27,000
(5,561)
118,200
570,374
-
11.6%
0.0%
TOTAL UTILITIES
10,976,758
11,179,948
11,183,948
11,862,961
683,013
6.1%
Rent-Comm Equip & Maint

Rent-Office Equip & Maint
Rental-Other Land
Rental-Office Facilities
167,963
162,008
869,354
1,315,414
170,100
254,600
866,694
1,190,209
170,100
216,600
866,694
1,190,209
192,100
205,000
1,014,315
1,350,764
22,000
(49,600)
147,621
160,555
12.9%
-19.5%
17.0%
13.5%
TOTAL LEASES AND RENTALS
2,514,738
2,481,603
2,443,603
2,762,179
280,576
11.3%
54001
54002
54003
54004
54005
54117
54119
54131
54132
54201
54210
54211
54403
54502
54503
54504
54505
54510
54511
54512
54515
54516
Vehicle Maint Services

Building Maint Services
Tech Services Contracts
Grounds Maint Services
Right-Of-Way Management
Management Services
Software Acquisition
Data Processing Services
Legal Services
Audit Services
Financial Services
Temporary Personnel
Appraisal Services
Insurance Claims Service
Legal Services - Medical
Legal Services - Engineering
Legal Services - Depositions
Security Services
Data Processing Supplies
Software Maintenance
Other Outside Services
Prod Broadcast News Matl
Adv Media Chgs-Print Matl
Adv Media Chgs-Brdct Matl
Prod Reports/Special Matl
Prod Audio Visual Matl
Prod Info & Promo Matl
Print Timetables/Sched
Prod System Route Maps
Contract Maintenance
2011
AMENDED
Veh Lic/Reg Fees-Rev Veh

Passenger Mile Tax
Tax,Lic,Permits,Penalties
Liquidated Damages
Directors' Expenses
Air Fare-Directors
Reg Fees-Directors
Directors Bus Exp-Travel
Air Fares-Conferences
Air Fares-Business
Air Fares-Training
Emp Bus Exp-Travel-Conf
Emp Bus Exp-Travel-Bus
1,608
45,700
144,643
(114,150)
36,833
439
13,501
57,774
22,788
19,697
1,071
39,751
36,280
10,100
32,000
177,100
(150,000)
43,000
20,000
81,600
29,656
32,081
2,455
71,275
49,700
10,100
32,000
177,100
(150,000)
35,000
20,000
83,600
30,453
29,481
2,780
76,458
45,200
10,100
32,000
135,500
(117,000)
40,000
20,000
111,500
41,865
27,981
2,600
115,805
37,700
(41,600)
33,000
(3,000)
29,900
12,209
(4,100)
145
44,530
(12,000)
-0.1%
12.5%
0.0%
0.0%
-23.5%
-22.0%
-7.0%
0.0%
36.6%
41.2%
-12.8%
5.9%
62.5%
-24.1%
Page 216
2010
ACTUAL
54517
54518
54520
54522
54524
54525
54526
54529
54530
54531
54532
54533
54534
54538
54550
55901
2011
AMENDED
2011
PROJECTED
2012
ADOPTED
$ CHANGE
PERCENT
CHANGE
Emp Bus Exp-Travel-Train

Conference Fees - Local
Emp Business Exp-Local
Training Fees-Travel
Conference Fees-Travel
Pub,Subscript/Lib Matl
Prof/Organizational Dues
RTD Educational Assist
Recruitment Expense
Prof Training Program
Postage/Other Deliveries
Spec Proj & Public Events
Medical Examinations
Employee Recognition
Unallocated Expenses
Bad Debt Expense
1,070
7,434
105,129
269
16,566
77,771
232,038
202,472
97,000
397,060
36,237
1,351,068
264,681
220,460
100
11,800
35,099
164,955
4,750
28,410
81,400
242,848
155,500
316,400
430,000
205,250
425,550
320,000
204,500
400,000
-
13,000
34,050
162,955
4,750
31,179
81,400
238,248
168,500
274,112
434,500
205,250
417,950
320,000
216,500
385,783
-
7,600
34,425
174,050
6,100
54,550
82,845
246,501
171,050
315,000
538,910
155,450
337,950
320,000
203,400
1,440,000
1,000
(4,200)
(674)
9,095
1,350
26,140
1,445
3,653
15,550
(1,400)
108,910
(49,800)
(87,600)
(1,100)
1,040,000
1,000
-35.6%
-1.9%
5.5%
28.4%
92.0%
1.8%
1.5%
10.0%
-0.4%
25.3%
-24.3%
-20.6%
0.0%
-0.5%
260.0%
OTHER EXPENSES
3,315,288
3,425,429
3,380,349
4,545,882
1,120,453
32.7%
1,304,802
(284,404)
60,882
156,124
4,191,959
1,525,000
(225,000)
150,000
5,263,500
1,525,000
(225,000)
150,000
5,263,500
1,525,000
(175,000)
150,000
4,800,000
50,000
(463,500)
0.0%
-22.2%
5,429,363
6,713,500
6,713,500
6,300,000
(413,500)
-6.2%
54402 Purchased Transportation
104,513,858
110,487,393
110,457,393
113,199,740
2,712,347
54601 Depreciation Expense

55102 Expense Swap Termination
55103 Amortization of Bond Issue Costs
104,175,772
466,946
892,317
101,380,373
700,420
232,564
101,380,373
700,420
232,564
98,677,982
2,801,679
922,258
(2,702,391)
2,101,259
689,694
105,535,035
102,313,357
102,313,357
102,401,919
88,562
0.1%
48,710,865
(303)
24,314
41,746,396
-
52,561,412
1,133,000
-
52,998,704
-
11,252,308
-
27.0%
48,734,876
41,746,396
53,694,412
52,998,704
11,252,308
27.0%
550,381,948
578,599,018
579,331,956
664,293,014
85,693,996
14.8%
54301
54302
54303
54304
54305
Cost Of Insurance
Subrogation Activity
Phy Damage/Oth Corp Loss
Excess Liability Premiums
Self-Insured Claims Prog
TOTAL INSURANCE
TOTAL DEPRECIATION & AMORT

55104 Interest Expense
55105 Cost Of Issuance
55106 Fees - Debt Issuance
TOTAL INTEREST
TOTAL GROSS EXPENSES
0.0%
-8.8%
2.5%
-2.7%
300.0%
296.6%
Page 217
Glossary of Terms and Abbreviations

A
Absenteeism
Relates the total authorized positions to a monthly average of daily absences for sick, on-dutyrelated injury, and absence without official leave of represented employees. Vacation and
holiday leave is not included.
access-a-Cab
Program to subsidize accessible cab service for disabled persons eligible for paratransit service
mandated by the Americans with Disabilities Act of 1990 (ADA).
access-a-Ride
Demand-responsive, curb-to-curb paratransit service for the disabled, as mandated by the
Americans with Disabilities Act of 1990 (ADA).
Accidents
Traffic Accident - Incident that occurred from a collision of the District's revenue vehicle(s)
with another vehicle, person, or object.
Passenger Accident - Any incident, other than a traffic accident, following which a bus
patron receives medical transport from the accident scene.
Accounting Cycle
The accounting steps recurring each accounting period. The cycle begins by recording
transactions and proceeds through posting recorded amounts; preparing a trial balance,
worksheet, and financial statements; preparing and posting adjusting and closing entries; and
preparing a post-closing trial balance.
Accrual Basis of Accounting
A method of keeping accounts that shows expenses incurred and income earned for a given
fiscal period, even though such expenses and income have not been actually paid or received in
cash.
Accrued Expense
Expenses incurred and recorded during an accounting period for which payment will be made in
the future.
Accrued Revenue
Revenue which has been earned and recorded during an accounting period that will be
collected in the future.
Advertising Revenue
Income from the sales of display advertising on the interior and exterior of RTD transit vehicles.
Allocation
Part of a lump-sum budget/appropriation which is designated for expenditure by specific
organization units and/or for special purposes or activities.
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American Public Transportation Association (APTA)

APTA is the international organization representing over 1,500 organizations of the transit
industry. APTA members serve the public interest by providing safe, efficient, and economical
transit services and by improving those services to meet national energy, environmental, and
financial concerns.
Appropriation
Authorization granted by the Board of Directors to make expenditures and incur obligations with
specific limitations as to amount, purpose, and time.
Appropriation Resolution
The means whereby the Board of Directors formally allocates the funds necessary to support
the Adopted Budget. The act of adopting a budget does not include the legal authority to spend.
In order to spend, an Appropriation Resolution outlining the total expenditures proposed in the
adopted budget must also be approved.
art Shuttle
A free shuttle service which was operated by the City of Englewood with assistance from RTD.
Following the expiration of the CMAQ grant, RTD took over the primary financial responsibilities
of the service in late 2007.
Articulated Bus
Vehicle approximately 60' in length, with capacity of 65-70 seated passengers, divided into two
parts connected by articulated bellows. Typically used to transport passengers in local, limited,
and express service.
Assets
Anything owned by a business or individual which has commercial or exchange value.
Automatic Passenger Counter (APC)
Equipment installed in the door opening of a transit vehicle to count the number of persons
entering or exiting through the door. This equipment is used to develop information on boarding
patterns and to determine the number of passengers on board the vehicle at any given stop.
Average Weekday Boardings
Number of one-way passenger movements (trips) between two points on a single vehicle on all
routes on an average weekday.
B
Baseline
Approved estimates of planned project cost and schedule along with assumptions (e.g., inflation
factor) underlying the estimates. These estimates remain unchanged over the life of the project.
bike-n-Ride
A program that provides bicycle racks on all RTD buses except the Mall Shuttle.
Biodiesel
A diesel-equivalent processed fuel, made from vegetable oils or animal fats, which can be used
alone or blended with conventional diesel fuel in unmodified diesel-engine vehicles. Biodiesel is
Page 219
biodegradable and non-toxic and typically produces less carbon dioxide emissions and smog
than petroleum-based diesel fuel.
Boarding
The number of one-way passenger movements (trips) between two points on a single vehicle.
Synonymous with unlinked passenger trip, rider, or passenger.
BOLT
A local fixed route service developed through a partnership of RTD, Boulder County, and the
cities of Longmont and Boulder. Service is provided by RTD.
Bond
An interest-bearing certificate of debt, usually issued in series by which the issuer (a
government or corporation) obligates itself to pay the principal amount and interest at a
specified time, usually five years or more after date of the issue. Bonds may be distinguished
from promissory notes or other evidences of debt because of their formal execution under seal
and certification by a bank or trust company that they are authorized by the Board of Directors.
Revenue bond - Bond issued by a governmental entity with principal and interest payments
to be paid solely from earnings from a specific source. All bonds issued by RTD are
revenue bonds.
BOUND
A local fixed route service between Northeast Boulder and the University of Colorado campus.
RTD operates this service, and the City of Boulder pays for service above RTD service
standards.
BroncosRide
Bus service from various locations in the RTD service area to Denver Broncos home football
games.
Budget
1. Any financial plan serving as an estimate of and control over a future fiscal period of
operation (includes income and expenditure).
2. Any systematic plan for the utilization of manpower, materials, or other resources.
Adopted - Official budget approved by the Board of Directors.
Amended - Changes to the Adopted Budget that are formally approved by the Board of
Directors.
Base - Activities which support a core level of service.
Budget Call - The formal request for upcoming fiscal year financial plans from each
Department within the Agency.
Capital Budget - The financial plan, which outlines the cost of carrying on activities that
relate to/meet the criteria for capitalization. Development of the capital budget includes a
decision-making process by which an agency evaluates the purchase/construction of fixed
assets.
Expense Budget - The financial plan which outlines the costs of carrying on activities that do
not meet the criteria for capitalization.
General Manager's Recommended Budget - The financial planning document

recommended by the General Manager to the Board of Directors.
Line Item - Funds requested and/or appropriated on a detailed or itemized basis.
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Monthly Expenditure - The monthly planned breakdown of the appropriation, which is the
basis for monthly status reports and variance analysis. It can be modified according to the
delegation of authority as the year progresses.
Performance - The level of financial/schedule compliance of accomplished tasks as
compared with the Adopted Budget.
Program/Project - A financial plan broken down by individual activities. Program/Project
numbers carryforward for the list of the activity. Each Program/Project is included in the
RTD Adopted Budget.
Posted Budget - The financial plan approved by the Board of Directors then recommended
for public review and input.
Requested Budget - The financial plans submitted to the Office of Budget by each
Department in response to the Budget Call (budget request).
Target - Estimated cost of a project prior to its start. Desirable expenditure levels provided
to departments in developing the coming year's Requested Budget, based on prior year's
Adopted Budget excluding one-time expenditures, projected revenues, and reserve
requirement.
Budget Resolution
The formal statement which, when adopted by the Board of Directors, makes the budget official.
Budgeting
This is the process of planning future actions relative to the sources and expenditures of funds
of an entity over a specified period of time.
Bus Rapid Transit (BRT)
A transit mode that combines the quality of rail transit and the flexibility of buses. It can operate
on bus lanes, HOV lanes, expressways, or ordinary streets. The vehicles are designed to allow
rapid passenger loading and unloading, with more doors than ordinary buses.
C
call-n-Ride
Demand-responsive service where passengers may telephone the vehicle operator directly to
arrange to be picked up and dropped off within a specified area.
Capital Expenditure
Outlay of money to acquire or improve capital assets such as buildings or machinery. (See also
Capital Project.)
Capital Project
An activity which results in the addition of a tangible asset with a dollar value of $5,000 or
greater and an expected useful life greater than one year, such as property, plant, or equipment
used by an organization in its operation. The resultant item is expected to benefit future
periods.
Catenary
Suspended overhead wire which carries high voltage for electrically powered transit vehicles
(e.g. trolley coaches, light rail transit vehicles) from a central power source.
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Certificate of Participation (COP)

A security issued by a governmental entity to lease/purchase equipment or real property, which
is secured by a lien on the item purchased with the proceeds. Principal and interest payments
on COPs are subject to annual appropriation by the issuer. (See also Lease: Financial Lease.)
Charters
Hired bus trips that are not open to the general public.
Circulator (Routes)
Routes serving neighborhoods or specific areas.
Colorado Department of Transportation (CDOT)
State transportation agency responsible for highway construction and maintenance, assistance
to local airports and transit agencies, and programs related to transportation safety.
Commercial Paper
Short-term unsecured obligations with maturities ranging from 1 to 270 days, typically issued to
meet short-term cash flow needs.
Computer-Aided Dispatch/Automatic Vehicle Location (CAD/AVL)
Integrated system of hardware and software providing communications, vehicle tracking
technology, and computerized dispatching services.
Congestion Mitigation and Air Quality Improvement Program (CMAQ)
U.S. Department of Transportation grant program to provide funding for surface transportation
and other related projects that contribute to air quality improvements and congestion mitigation.
Contingency
A reserve created to cover the deficiency that might arise in departments where an original
appropriation proves inadequate to cover the necessary expenditures.
Corridor
A major transportation path through a populated area designated for the implementation or
improved travel of mass transit. Such improvements might include preferential treatment and
vehicle lane(s) partially or fully separated from pedestrians and/or other vehicle traffic.
Cost Center
A division or unit of business (under a single manager) that incurs costs for an activity or group
of activities but does not directly generate revenues.
Cost Share Agreement
An agreement with entities outside RTD, through which RTD and the other entities contribute to
the cost of providing a specific transit service. RTD participates in three types of cost share
agreements:
RTD provides service funded through a federal operating grant, and the outside entities
contribute to the local share of the operating cost.
Outside entities pay for RTD to provide service at a level that exceeds the level required by
its service standards.
An outside entity operates transit service, and RTD contributes a portion of the operating
cost of the service.
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Cutaway Bus
Vehicle approximately 22' in length, with capacity of 16 seated passengers, built on van chassis.
Typically used to transport passengers on circulator routes, in access-a-Ride service, or in calln-Ride service.
D
DASH
The DASH connects Boulder to Lafayette and Louisville via South Boulder Road. The DASH is
an intergovernmental project between RTD, Boulder County, and the cities of Lafayette,
Louisville, and Boulder.
DBFOM
An acronym for Design-Build-Operate-Finance-Maintain, which describes the role of the private
partner in one of the types of Public-Private Partnerships.
Deadhead
A term used to describe a transit vehicle proceeding to or from a route. Passengers are allowed
to board and alight the bus on deadhead routes.
Debt Service
Cash required in a given period, usually one year, for payment of interest and current maturities
of principal on outstanding debt.
Denver Regional Council of Governments (DRCOG)
Association of 56 county and municipal governments in the Denver metro area working together
to address regional issues. DRCOG serves as the metropolitan planning organization for the
Denver area and oversees the planning process for federal transportation funds.
Department
Top-level division of the functions of the District. Reflects the hierarchical breakdown of the
organization.
Diesel Multiple Units (DMU)
Diesel powered commuter rail trains.
Discretionary
Available for use with some free decision or latitude within certain limitations.
Draft Environmental Impact Statement (DEIS)
Under NEPA, a Draft Environmental Impact Statement (DEIS) is released for comment by
interested parties and the general public prior to the issuance of the final Environmental Impact
Statement (EIS).
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E
Eagle P3 Project
Eagle Project is a public-private partnership to build the East Corridor, Gold Line, Commuter
Rail Maintenance Facility and the electrified segment of the Northwest Rail Corridor (from DUS
to 71st).
EcoPass
Pass program through which employers may purchase annual transit passes for all employees
at a fixed price based on the workplace location and number of employees.
Electric Multiple Unit (EMU)
Electric powered commuter rail trains.
Enterprise Asset Management (EAM)
Concurrent with the implementation of Oracle, RTDs implementation of software for fleet
maintenance activities and operations. The software chosen for bus maintenance and
operations is Maximus Inc.'s FASuite, and the software for rail maintenance and activity is
Bentley's Optram. The Maximus and Optram EAM software will integrate with Oracle to manage
fleet and rail vehicles, facilities, rail track, rail infrastructure, and signal assets.
Enterprise Resource Planning (ERP)
The ERP software that RTD implemented is called Oracle e-Business Suite. (See Oracle.)
Environmental Impact Statement (EIS)
Study of the impacts of a major project on the environment and surrounding areas, required for
any capital construction project for which federal funds are used, a mandate of the National
Environmental Policy Act (NEPA).
Expenditure
An actual payment or the creation of an obligation to make a future payment for some benefit,
item, or service received.
Express (Routes)
Routes providing non-stop service from suburban areas to downtown Denver and other
employment centers.
F
Farebox Revenue
Income generated from passengers using transit service. This includes cash deposited in
fareboxes; income from the sales of tokens, tickets, and monthly passes; and revenues from
special pass programs.
FasTracks
RTDs twelve-year comprehensive plan for high quality transit service and facilities for the
Denver metropolitan region. The plan calls for $6.1 billion of rapid transit improvements in nine
major travel corridors, an expanded park-n-Ride system and enhanced bus network, and
development of Denver Union Station in downtown Denver as a multimodal transit hub.
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FasTracks Contingency Reserve

A reserve appropriated at a level of $30 million each year to fund adjustments to the FasTracks
construction schedule, relating to logistics or cost savings opportunities that arise after the
annual budget is adopted.
FasTracks Future Construction Reserve
A reserve established by the Board of Directors including revenues that are designated to be
spent in future years for the construction of the FasTracks capital program.
Favorable Variance
A term characterizing projected cost lower than actual cost or of actual revenue greater than
projected revenue.
Federal Transit Administration (FTA)
Federal agency responsible for the administration of federal transit programs, including the
allocation of grant funds. FTA is a part of the U.S. Department of Transportation.
Fiscal Year
The accounting year of an organization. RTD's fiscal year is January 1 through December 31.
Final Design
This phase of a project begins after the environmental document is approved. It includes the
preparation of detailed engineering plans, specifications, and estimates for approved
transportation projects in addition to right-of-way acquisition, utility relocation, and construction
contract advertisement and award.
Finding of No Significant Impact (FONSI)
A report issued by the federal government which determines whether or not a proposed action
is or is not a major federal action significantly affecting the quality of the human environment
within the meaning of the National Environmental Policy Act (NEPA).
Fixed Cost
Indirect or overhead expenses of a business that do not vary with the volume of activity.
Flex Pass
An annual discount pass program enabling employers to purchase discounted monthly passes
for their employees utilizing pre-tax deductions.
Forecast
A reasonable prediction about the future value of a factor such as ridership, economic
conditions, or costs.
Free Ride Coupon
Ticket that allows the bearer to make one trip on RTD service at no charge. Used for
promotions, customer service, and administratively by the RTD.
Full Funding Grant Agreement (FFGA)
Under federal procedures, once a project is qualified for funding, the Federal Transit
Administration enters into a "Full Funding Grant Agreement" or FFGA. The Agreement sets forth
the maximum amount of the federal contribution and the percentage of federal funding.
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Full-Time Equivalent (FTE)

Numeric equivalent of one person, occupying one employment position for one year (equivalent
of 2080 hours).
G
Garage Deadhead
Out-of-service vehicle usage during the time the vehicle is being transported back to the storage
facility.
Generally Accepted Accounting Principles/GAAP
A widely accepted set of rules, conventions, standards, and procedures for reporting financial
information established by the Financial Accounting Standards Board.
GFI
GFI Genfare is a manufacturer of fareboxes.
Goal
A statement of desirable achievements designed to be accomplished by programs.
outline the general direction and purpose of a program.
Goals
H
Headcount
Compares authorized positions with actual. Performed for full-time authorized, permanent or
part-time employees and permanent interns.
High Occupancy Vehicle (HOV)
Vehicles containing two or more passengers, depending on local guidelines. Occupancy
designations are used on designated auto traffic lanes to encourage car-pooling, ride sharing, or
the use of public transportation.
HOP
A local fixed route in Boulder operated by the City of Boulder, for which RTD pays a share of the
service cost through a cost share agreement.
Hours (See Service Hours)
I
Intercity Bus
Vehicle approximately 45' in length, with capacity of 55 seated passengers, equipped with highbacked reclining seats, overhead racks, and luggage bays for long-haul, high-speed service.
Typically used to transport passengers in regional and skyRide service.
Intergovernmental Agreement (IGA)
An agreement between two or more governmental entities regarding joint funding of a project or
joint provision of a specific service.
Page 226
Intern
A student who is in a bachelor's, masters, and/or doctoral degree program and also employed
on a part-time basis.
Investment Income
Interest from investing any available working capital.
J
Job Access and Reverse Commute Program (JARC)
Federal Transit Administration grant program to develop transportation services designed to
transport welfare recipients and low income individuals to and from jobs and to develop
transportation services for residents of urban centers and rural and suburban areas to suburban
employment opportunities.
JUMP
A local fixed route between Boulder and Lafayette. RTD operates this service, and the City of
Boulder pays for service above RTD service standards.
K
Kiosk
Computer linked to the RTD network to provide information about RTD services and fares to
customers. Kiosks may be located at RTD park-n-Rides, transit centers, or light rail stations or
at non-RTD locations that generate high ridership.
L
Lease
Contract allowing the use of real estate, equipment, or other fixed assets for a specified time
period in exchange for payment. The lessor is the owner of the assets; the lessee is the user.
There are three basic types of leases:
Operating Lease - Lease with a term considerably less than the useful life of the asset,
where the lessor handles all maintenance and servicing of the leased property.
Capital Lease - Lease which is listed on the balance sheet as an asset and a liability, and
the lessee generally acquires all economic benefits and risks of the leased property.
Financial Lease - Lease where the service provided by the lessor is limited to financing
equipment. All other responsibilities related to possession, such as maintenance and
insurance, are borne by the lessee.
Light Rail
Service using trains powered with overhead catenary power, operating on tracks embedded in
city streets or along a separate right-of-way. Passengers are picked up and discharged at fixed
locations (stations) located along the tracks.
Light Rail Transit (LRT) (See Light Rail)
Light Rail Vehicle (See Vehicles Light Rail)
Page 227
Limited (Routes)
Routes serving high-density corridors with less frequent stops than local routes.
Line Item
A term to describe the funds requested and/or appropriated on a detailed or itemized basis, e.g.,
personal services, travel, low value equipment, outside services.
Local (Routes)
Routes operating along major streets within the Denver metropolitan area and the cities of
Boulder and Longmont, making frequent stops for passengers.
M
Maintenance of Way (MOW)
The maintenance and upkeep of the railway, including track and tie maintenance, as well as that
for switches, train signals, and the electrical system powering electric vehicles.
Mall Shuttle
A free shuttle service operating along the Sixteenth Street Mall in downtown Denver using
specially designed vehicles. Also refers to the special vehicle used in the service.
Marginal Cost
The additional cost to provide one hour of bus or rail service.
Materials and Supplies (costs)
Any cost resulting from the acquisition of materials and supplies, either for operation and
maintenance of vehicles and facilities, or for administration.
Maximus
The provider of software being installed for transportation and asset management applications.
(See Enterprise Asset Management.)
Medium Bus
Vehicle approximately 30' in length, with capacity of 28-30 seated passengers. Typically used
to transport passengers in local, limited, and circulator service.
Multimodal
The use of multiple modes of transportation, for example rail and bus.
N
National Environmental Policy Act (NEPA)
National environmental law that established a U.S. national policy promoting the enhancement
of the environment, enacted in 1969. Its most significant effect was to establish the requirement
for an environmental impact statement (EIS) when the project either receives federal funding or
when a federal agency is a key participant in the project's development and when the project
will have an impact on the environment.
Page 228
Neighborhood EcoPass
Pass program through which residents of a defined neighborhood may purchase annual transit
passes for all residents at a fixed price per household based on the location of the
neighborhood. The program requires a minimum neighborhood size of 100 households and an
annual contract minimum of $5,000 per neighborhood.
New Freedom
Federal Transit Administration grant program to fund the capital and operating costs of services
and facility improvements to address the transportation needs of persons with disabilities that go
beyond those required by the Americans with Disabilities Act.
O
Objective(s)
Quantifiable, measurable statements describing how the stated goals of a program will be
reached.
On-Time Performance
Percentage of bus trips leaving their start point or arriving at a destination within specified time
parameters:
Local - Buses should arrive at the time point no more than one minute before, and no more
than five minutes after, their scheduled arrival time.
Express and Regional - Buses should arrive at their destination no more than five minutes
after their scheduled morning arrival time, and no more than three minutes after their
scheduled afternoon arrival time.
Light Rail - Trains should arrive at their destination stop at the scheduled arrival time.
access-a-Ride - Vehicles should arrive at the customer's pick-up point no later than ten
minutes after the scheduled arrival time.
Operating Costs
All operating and administrative expenses incurred conducting the ordinary activities of an
enterprise including salaries, low-cost equipment, supplies, employee benefits, insurance, rent,
and taxes.
Operating Cost Recovery Ratio
The ratio of operating revenues divided by eligible costs, including depreciation. (See SB 154
Operating Ratio for definition of eligible costs.)
Operating Revenue
Gross income from the operation of the transit service including fares, revenue from joint
ventures, and advertising revenues. It does not include interest from securities or non-recurring
income from the sale of assets or sales tax revenues.
Operator Complaint
Complaint received from a passenger regarding the conduct of the operator of an RTD revenue
service vehicle.
Oracle
Oracle applications are the product of Oracle, Inc., a U.S. based software manufacturer of
database and business application software. The applications being installed at RTD include
Page 229
accounting/finance, purchasing, inventory, maintenance, human resources, and payroll. The

installation consisted of a four-phase, three-year Enterprise Resource Planning project.
Other General Expenses
All costs not included in other categories of operating costs. Includes such items as utilities and
contract service costs.
Other Income
Revenue generated from parking at Civic Center Station, leasing RTD-owned property and air
rights, selling RTD system route maps, and other miscellaneous activities.
Overhead
Expenses, such as rent or insurance, which are not included in the actual running and operating
of a business.
Overtime
Represented employees may be authorized to work more than an eight-hour day and/or more
than forty hours in a seven-day period, and non-exempt salaried employees may be authorized
to work more than an eight-hour day and/or more than forty hours in a seven-day period. The
overtime pay rate is one and one-half times the normal hourly rate in accordance with the Fair
Labor Standards Act.
P
Paratransit
A method of transportation in which people who are traveling the same route share a vehicle.
park-n-Ride
RTD facility to which RTD bus passengers drive, park their cars, and board a bus or light rail
vehicle.
Passenger (See Boardings)
Peak Vehicles (See Vehicles - Peak)
Performance Measure
A quantitative measurement of activity, e.g., number of vouchers processed, number of hours
spent in meetings. Normally performance measures are used to judge program effectiveness.
Permanent Part-Time Employee
A position authorized by the Board of Directors for less than 40 hours per week. To receive
benefits the position must be at least half-time (1,040 hours per year). The benefits are
prorated according to the equivalent authorization.
Privatization
In general, the provision of government services by private businesses. Specific to the transit
industry, the provision of public transit service by private transit companies usually under
contract with the public transit agency. Colorado state law (SB07-251) requires that not more
than 58% of RTD's vehicular service (defined by statute as service operated by self-propelled
vehicles on public highways) be operated by private transit companies.
Page 230
Program
A set of interrelated work, activities, or tasks (projects) which, when completed, satisfies a
stated objective.
Project
A subset of a program. Discrete work activities or tasks that may involve one or more budget
line items folded into jobs, for attaining specific results.
Projected
Estimated revenues and expenditures by past trends, current economic conditions, and financial
forecasts.
Public-Private Partnership
Allows a public agency to partner with the private sector on some or all of the following
components of an infrastructure project: design, build, finance, operate, and/or maintain.
Public-Private Partnership Pilot Program (Penta-P)
A federal program designed to help streamline the Full Funding Grant Agreement application
process for participating agencies that utilize Public Private Partnerships to complete major
transit infrastructure projects.
Pullout
Scheduled departure of a vehicle from its garage into revenue service.
Q
Quality Assurance
Steps taken to assure that the end product of a project meets all prescribed technical design
specifications and performance criteria.
R
Record of Decision (ROD)
A decision made by the Federal Transit Administration as to whether RTD receives federal
funding for a project. Follows an Environmental Impact Statement.
Regional (Routes)
Routes connecting outlying areas of the District to downtown Denver, Boulder, and other
employment centers.
Represented Employee
Any RTD employee whose position is represented by the Amalgamated Transit Union (ATU),
Local 1001 for the purpose of negotiating wages, benefits, and work rules. Represented
employees are paid an hourly wage and are subject to work rules and disciplinary procedures
agreed to by RTD and the ATU.
Revenue Service
The time that a revenue vehicle is available to pick up or discharge passengers.
Revenue Vehicles (See Vehicles - Revenue)
Page 231
Ridership
Total number of riders, passengers, or boardings.
Risk
Foreseen chance of a future loss or danger; contrasts with uncertainty, which is unforeseen.
RockiesRide
Service from various locations in the RTD service area to Colorado Rockies home baseball
games.
S
Safe, Accountable, Flexible, and Efficient Transportation Equity Act-A Legacy for Users
(SAFETEA-LU)
Legislation passed by Congress in 2005 to reauthorize federal transportation grant programs
through 2009. Temporarily extended to March 2012.
Salaried Employee
Any RTD employee whose position is not represented by ATU Local 1001, which includes all
supervisory and management employees. Salaried employees are paid a yearly salary.
Sales Tax
A tax of 0.6% levied on sales of eligible items within the boundaries of the Regional
Transportation District. As of January 1, 2005, the RTD sales tax rate increased to 1.0%. The
additional 0.4% is to fund the FasTracks program.
SB 154 Cost Recovery Ratio
Colorado state law (SB89-154) requires RTD to maintain a minimum recovery ratio of 30%
(revenues over costs), on the ratio defined below:
Revenues (all revenues except those specifically excluded below):

- Excluded Revenues
- Sales and Use Tax
- access-a-Ride Farebox Revenues
- Federal Grants for Rapid Transit Planning or Construction
Costs:
- Operating and Administrative Costs
- Depreciation on Bus Operations Assets
- Excluding:
- ADA Costs
- Rapid Transit Planning Costs
- Interest Payments on Rapid Transit Assets
Seasonal Employee
A person who is employed temporarily for seasonal labor.
authorized count because of their temporary nature.
Positions are not included in
Self-Insurance
In-house processing of insurance; e.g., RTD investigates and handles all third party liability
claims and workers' compensation claims.
Page 232
SeniorRide
Prearranged trips to transport groups of senior citizens between two set locations.
Service Hours
Hours incurred by revenue vehicles from the time the vehicle leaves the garage until it returns to
the garage.
Service Miles
Miles incurred by revenue vehicles from the time the vehicle leaves the garage until it returns to
the garage.
skyRide
Service to Denver International Airport from other locations in the RTD district.
Significant Non-routine Capital Expenditure
A capital expenditure which requires voter approval on a ballot issue, per Article X, Section 20
of the Colorado Constitution. This would involve authorization of an increase in taxes and/or
the issuance of debt.
Small Bus
Vehicle approximately 28' in length, with capacity of 22 seated passengers. Typically used to
transport passengers in local, limited, and circulator service.
A fare collections system utilizing a contactless smart card. Various fare media can be encoded
onto the card and presented as fare at smart card readers on buses or validators on trains.
Ridership data will also be captured with SMT.
STAMPEDE
A local fixed route providing high frequency service between the campuses of the University of
Colorado in Boulder. RTD operates the service, and the University of Colorado pays for service
above RTDs service standards level.
Stakeholder
A party who affects, or can be affected by, the Districts actions.
Strategic Budget Plan (SBP)
RTD's six-year capital and operating plan, which is updated annually. The SBP is a fiscally
constrained plan which presents aggregate projected service levels and capital projects
expected to be undertaken for the next six years.
Station
Location at which a light rail vehicle picks up or discharges passengers.
Subrogation
Recovery of part or all of third party insurance settlements.
Subsidy
A grant of money from a government or other organization to an organization, individual, or
industrial plan considered beneficial to the public.
Page 233
Supervisory Control and Data Acquisition (SCADA)

A centralized system to control signals, systems, and substations on RTDs light rail system.
The system also provides real-time train location data to a control center.
Support Vehicles (see Vehicles - Support)
Swap
An agreement through which two parties agree to exchange periodic interest payments. In its
most common variation, one party agrees to pay the other a fixed rate of interest in exchange
for the receipt of floating rate payments (and vice versa).
T
Taxpayer's Bill of Rights (TABOR)
Article X, Section 20, of the Colorado Constitution, which limits governmental revenues and
spending. Key provisions of TABOR are:
Limits year-to-year spending increases to specified growth rates, with provisions for voters
to remove the limits
Requires voter approval for all new taxes or rate increases for existing taxes
Requires voter approval for all issuance of debt other than refinancing of existing bonds
Requires establishment of a contingency reserve equal to 3% of annual spending.

Temporary Employee
An employee hired through an authorized temporary employment agency. Temporary
employees' salaries are budgeted and charged to User Departments in the budget line item
53016 "Temporary Personnel."
Ticket Vending Machines (TVM)
Automated sales units which vend fares for light rail service routes.
Trailblazer
Route information guidebook which also includes bus and rail operator information.
Transit Bus
Vehicle approximately 40' in length, with capacity of 42 seated passengers. Most commonly
used bus for transit service, including local, limited, express, and special services.
Transit Center
Facility designed to facilitate transfers between buses, that does not provide parking for transit
users. Includes the Boulder Transit Center in downtown Boulder and Civic Center Station and
Market Street Station in downtown Denver.
Transit Development Program (TDP)
The FTA term for six-year capital and operating plan. RTDs Strategic Budget Plan serves as its
six-year plan.
Transit Development Reserve
This reserve is equal to RTD's year-end working capital, net of all other required reserves. It
represents the balance of funds available for expenditures other than those specifically
Page 234
identified in the budget and is appropriated as part of the budget. The Board of Directors has
designated this amount to be spent for future projects.
Transit Oriented Development (TOD)
An initiative to build transit ridership, while discouraging sprawl, improving air quality, and
helping to coordinate a new type of community for residents. TOD is compact, mixed-use
development at or around transit stops.
Transportation Efficiency Act for the 21st Century (TEA-21)
Legislation passed by Congress in 1998 which allocates a portion of funds collected from
Federal fuel taxes to transit operating projects, planning assistance, and capital assistance.
Transportation Improvement Program (TIP)
Identifies all federally funded transportation projects in the Denver region over a six-year period.
It is prepared by DRCOG every two years and must show that it meets air quality requirements.
The current TIP is the 2007-2012 TIP. The next TIP will be the 2008-2013 TIP.
Transportation Infrastructure Financing and Innovation Act (TIFIA)
A loan and loan guarantee authority allowing the Federal Transit Administration (FTA), the
Federal Highway Administration (FHWA), and the Federal Railroad Administration (FRA) to
provide loans and loan guarantees for up to 33 percent of a major project's construction costs.
Loans are made at U.S. Treasury rates, and may be repaid over as long as 40 years.
Transportation Management Organization (TMO)
Membership organization formed to promote the use of, and advocate for the provision of,
alternative forms of transportation in a specific geographic area.
T-REX (Transportation Expansion Project)
Joint construction project undertaken by RTD and the Colorado Department of Transportation
(CDOT) to improve I-25 and I-225 in the southeast Denver metropolitan area. The light rail line
that was a component of this project opened in November 2006.
Trip
Movement of a passenger from one point to another. There are three types of trips:
1. Linked - One way movement regardless of the number of vehicles used from origin to final
destination.
2. Mall - One way movement on the Mall Shuttle. (Estimated statistically)
3. Unlinked - One way movement between two points using one vehicle.
Tru-Track
TruTrack is a time and attendance system.
U
Unallocated
Not appropriated for a specific purpose.
Uncontrollable Cost
Cost, the amount of which cannot be controlled within a given period of time. In general, cost
not varying with volume, efficiency, choice of alternatives, or management determinations.
Page 235
Unfavorable Variance
A term characterizing projected cost greater than actual cost, or of actual revenue less than
projected revenue.
Use Tax
A tax of 0.6% levied on eligible items purchased outside the boundaries of the Regional
Transportation District for use within the District. As of January 1, 2005, the use tax rate
increased to 1.0%. The additional 0.4% is to fund the FasTracks program.
V
Vacancy Savings
Economic conditions resulting when authorized positions are not filled or are filled at an amount
which is less than budgeted.
Vanpool
A partnership between RTD, DRCOG, and the North Front Range Council of Governments
designed to provide work transportation to a group of five to 15 employees who usually travel
more than 15 miles.
Variance
The difference between planned costs and actual costs.
Variance Explanation
Description of causes of a variance.
Variable Cost
Cost that fluctuates with the level of operational activity.
Vehicles
Light Rail - Vehicle with overhead catenary power operating on tracks. May be connected to
other vehicles and operated as a train.
Peak - Greatest number of vehicles in revenue service during a given day.
Revenue - Vehicles used to transport passengers.
Spares - Active vehicles not needed to cover peak requirements.
Support - Vehicles used for purposes other than to transport passengers, including
supervisors' cars, service trucks, and in-plant equipment.
W
Working Capital
Current and restricted assets, net of materials and supplies, less current liabilities other than
current year principal payments on long-term debt.
Page 236
XYZ
ZIP
A shuttle operated in the Flatirons Crossing shopping center in Broomfield. The shuttle is
operated by the City and County of Broomfield.
Page 237
List of Acronyms
Term
Definition
ADA
APC
APTA
ARRA
ATU
AVL/MDT
BNSF
BRT
CAD/AVL
CDOT
CERT
CLC
CMAQ
COP
CPI
CCS
DBE
DBFOM
DEIS
DHS
DIA
DRCOG
DUS
EAM
EE
EEO
EIS
ERP
FEIS
FFGA
FONSI
FRA
FTA
FTE
GASB
GFOA
GIS
HOV
HVAC
IFB
Americans with Disabilities Act

Automatic Passenger Counter
American Public Transportation Association
American Reinvestment and Recovery Act of 2009
Amalgamated Transit Union
Automatic Vehicle Locator and Mobile Data Terminal
Burlington Northern Santa Fe Railroad
Bus Rapid Transit
Computer Aided Dispatching/Automatic Vehicle Location
Colorado Department of Transportation
Citizen Emergency Response Team
Colorado Legislative Council
Congestion Mitigation and Air Quality Improvement Program
Certificate of Participation
Consumer Price Index
Civic Center Station
Disadvantaged Business Enterprise
Design-Build-Finance-Operate-Maintain
Draft Environmental Impact Statement
Department of Homeland Security
Denver International Airport
Denver Regional Council of Governments
Enterprise Asset Management
Environmental Evaluation
Equal Employment Opportunity
Environmental Impact Statement
Enterprise Resource Planning
Final Environmental Impact Statement
Full Funding Grant Agreement
Finding of No Significant Impact
Federal Railroad Administration
Federal Transit Administration
Full Time Equivalent
Governmental Accounting Standards Board
Government Finance Officers Association
Geographic Information Systems
High Occupancy Vehicle
Heating Ventilation and Air Conditioning
Invitation for Bid
Page 238
Term
Definition
IGA
IT
ITS
JARC
LRT
LRV
MCI
MMS
MOW
NEPA
nrel
NTP
OSPB
OSHA
PE
Penta-P
pnR
PPP
PUC
RFP
ROCIP
ROW
RTD
SAFETEA-LU
SBE
SBP
SCADA
SMT
SS&F
TABOR
TDP
TEA-21
TIC
TIFIA
TIP
TMC
TMO
TOD
T-REX
TriTAP
VMT
Intergovernmental Agreement
Information Technology
Intelligent Transportation System
Job Access and Reverse Commute
Light Rail Transit
Light Rail Vehicle
Motor Coach Industries
Market Street Station
Maintenance of Way
National Environmental Policy Act
National Renewable Energy Laboratory
Notice to Proceed
Office of State Planning and Budgeting
Occupational Safety and Health Administration
Preliminary Engineering
Public-Private Partnership Pilot Program
park-n-Ride
Public-Private Partnership
Public Utilities Commission
Request for Proposal
Rolling Owner Controlled Insurance Program
Right of Way
Safe, Accountable, Flexible, and Efficient Transportation Equity Act
Small Business Enterprise
Strategic Budget Plan
Supervisory Control and Data Acquisition
Safety, Security, and Facilities Department
Taxpayer's Bill of Rights
Transit Development Program
Transportation Efficiency Act for the 21st Century
Telephone Information Center
Transportation Infrastructure Financing and Innovation Act
Transportation Improvement Program
Transit Maintenance Consultants
Transportation Management Organization
Transit Oriented Development
Transportation Expansion Project
TriTAP (Application developer for iPhones)
Vehicle Miles Traveled
Page 239
Map of FasTracks Project
Page 240
FasTracks Implementation Schedule
Page 241
Index
2
2011 Amended Budget .............................................................................................................................. 4, 55, 56, 66, 90, 156, 205
2012 Adopted Budget ............................................................. 4, 5, 8, 10, 18, 49, 55, 56, 57, 59, 64, 65, 66, 152, 164, 185, 186, 188
A
Administration ...................................................................... 1, 7, 17, 50, 68, 75, 76, 78, 88, 115, 116, 185, 201, 205, 235, 238, 239
American Recovery and Reinvestment Act .......................................................................... 8, 57, 60, 63, 64, 68, 154, 165, 173, 238
B
Board of Directors. 4, 5, 11, 14, 16, 38, 51, 62, 97, 119, 136, 142, 145, 153, 154, 170, 173, 178, 186, 200, 201, 205, 207, 208, 212,
219, 220, 221, 225, 230, 235
Board Office ......................................................................................................................................... 1, 78, 119, 141, 142, 144, 185
Bus Operations ......................................................................... 1, 17, 40, 41, 42, 43, 44, 46, 47, 50, 51, 75, 76, 78, 79, 80, 109, 232
Bus Rapid Transit ............................................................................................................................................... 6, 102, 154, 221, 238
C
Capital Programs ................................................................................................................................ 1, 17, 78, 94, 99, 100, 122, 185
Certificates of Participation ............................................................................... 9, 14, 65, 66, 67, 177, 188, 191, 195, 196, 197, 211
Colorado General Assembly ...........................................................................................................................................10, 14, 18, 54
Communications .................................................................................................. 17, 45, 46, 49, 51, 75, 78, 128, 133, 154, 185, 245
Commuter Rail Maintenance Facility .....................................................................................................................153, 173, 178, 224
Consumer Price Index ........................................................................................................................................................... 171, 238
D
Denver International Airport ............................................................................................................................... 18, 20, 68, 233, 238
Denver Regional Council of Governments ......................................................... 8, 94, 96, 97, 98, 140, 167, 207, 223, 235, 236, 238
Denver Union Station ..... 7, 9, 42, 62, 64, 67, 68, 91, 97, 98, 103, 104, 108, 120, 139, 153, 154, 156, 157, 158, 164, 165, 171, 176,
177, 185, 194, 210, 224, 238
E
Eagle P3 ...........................................7, 8, 11, 67, 68, 97, 102, 103, 104, 114, 125, 139, 140, 145, 153, 154, 170, 178, 179, 195, 224
East Corridor ................................................................................... 7, 58, 68, 103, 139, 153, 157, 158, 173, 176, 177, 178, 181, 224
F
FasTracks ... 1, 2, 5, 7, 8, 9, 11, 54, 55, 57, 58, 61, 64, 65, 66, 67, 68, 75, 76, 94, 96, 97, 98, 100, 102, 103, 104, 116, 122, 125, 128,
132, 133, 140, 145, 152, 153, 154, 156, 157, 164, 165, 168, 170, 171, 172, 173, 174, 175, 176, 177, 178, 179, 180, 181, 185,
186,188, 189, 190, 192, 193, 194, 195, 196, 197, 198, 200, 207, 209, 210, 211, 213, 224, 225, 232, 236, 240, 241, 245
Federal Transit Administration ............................................................................ 7, 57, 122, 125, 153, 225, 227, 229, 231, 235, 238
Page 242
Finance............................................................................................ 0, 48, 49, 51, 67, 78, 97, 122, 154, 178, 185, 212, 213, 223, 238
G
General Counsel ............................................................................................................................................. 1, 17, 78, 111, 112, 185
General Manager's Office ................................................................................................................................................. 1, 135, 136
Gold Line ................................................................................... 7, 11, 58, 68, 139, 153, 157, 158, 170, 173, 176, 177, 178, 181, 224
Government Finance Officers Association ........................................................................................................... 0, 51, 212, 213, 238
I
I-225 .......................................................................................... 8, 58, 68, 72, 103, 104, 140, 154, 156, 164, 165, 173, 176, 181, 235
N
North Metro.................................................................................... 7, 8, 58, 68, 76, 97, 103, 104, 114, 140, 154, 155, 173, 176, 181
Northwest Rail ......................................................................................................... 11, 102, 153, 154, 170, 173, 176, 178, 181, 224
P
Performance Measures................................................................................................... 1, 4, 6, 37, 38, 40, 41, 42, 45, 47, 48, 51, 97
Planning ...................................................... 1, 2, 17, 51, 78, 93, 94, 98, 116, 122, 146, 158, 185, 200, 207, 224, 230, 232, 238, 239
R
Rail Operations .................................................................................................................................. 1, 17, 41, 42, 58, 75, 78, 87, 88
S
Safety, Security & Facilities ..................................................................................................................................................... 78, 106
Sixteenth Street Mall ....................................................................................................................... 18, 20, 44, 58, 62, 103, 104, 228
Southeast Corridor Extension ............................................................................................................ 8, 140, 154, 170, 173, 176, 181
Strategic Budget Plan ........................................................................................... 9, 59, 168, 205, 207, 208, 209, 213, 233, 234, 239
T
TABOR .................................................................................................................................... 171, 177, 186, 195, 198, 210, 234, 239
Telephone Information Center ............................................................................................................................ 7, 20, 128, 131, 239
Transit Oriented Development .......................................................................................................................... 7, 8, 64, 94, 235, 239
st
Transportation Efficiency Act for the 21 Century ......................................................................................................... 57, 235, 239
U
U.S. Department of Transportation ...........................................................................................................................67, 68, 222, 225
US 36 ............................................................................................................. 6, 8, 42, 58, 68, 103, 104, 114, 140, 154, 158, 176, 181
Page 243
W
West Line ...... 7, 8, 9, 58, 64, 67, 68, 75, 84, 85, 91, 97, 102, 103, 104, 114, 120, 131, 133, 139, 140, 154, 156, 157, 165, 166, 173,
176, 177, 181
Page 244
Acknowledgements
Project Team
Todd Nikkel, Senior Budget Analyst
Jannette Scarpino, Manager, Budget and Financial Analysis
Tyler Kealy, Budget Intern
Financial Analysis and Review
Phillip Washington, General Manager
Terry Howerter, Chief Financial Officer
Scott Reed, Assistant General Manager, Communications
Susan Cohen, Manager, FasTracks Program Control
Teresa Sedmak, Manager, Debt and Investments
Robert Downes, Grants Coordinator/Capital Budget Analyst
Doug MacLeod, Manager, Financial Reporting
Todd Nikkel, Senior Budget Analyst
Jannette Scarpino, Manager, Budget and Financial Analysis
Amber Koch, Senior Administrative Assistant
Cover Design
RTD Graphic Designers
The RTD Pedestrian Bridge at US-36 and McCaslin Blvd.
Production and Distribution
Lex Nast, Reproduction Clerk
Page 245

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ADOPTED BUDGET

Regional Transportation District

PART I. INTRODUCTION ..................................................................................... 3

RTD 2012 Adopted Budget

PART VIII. 2012 CAPITAL EXPENDITURES .................................................. 151

RTD 2012 Adopted Budget

RTD 2012 Adopted Budget

Introduction and Organizational Structure

2012 Budget Summary

2012 Budget Review

RTD 2012 Adopted Budget

General Managers Budget Message

RTD 2012 Adopted Budget

RTD Vision Statement, Mission Statement and Goals

Completed US 36 Bus Rapid Transit (BRT) Agreement with Colorado Department of

RTD 2012 Adopted Budget

2012 Planned Projects

Develop Intergovernmental Agreements (IGAs) for North Metro Rail

RTD 2012 Adopted Budget

Overview of the 2012 RTD Budget

RTD 2012 Adopted Budget

RTD 2012 Adopted Budget

RTD 2012 Adopted Budget

Fluctuating fuel costs remain

RTD 2012 Adopted Budget

RTD 2012 Adopted Budget

Part II. Organization and Governance

RTD 2012 Adopted Budget

Authority and Government

RTD 2012 Adopted Budget

RTD 2012 Adopted Budget

Lee Kemp, Chairman

Angie Malpiede, Secretary

Matt Cohen, Second Vice Chair

John Tayer, First Vice Chair

RTD 2012 Adopted Budget

Safety, Security &

Bill Van Meter

AGM, Bus Operations

AGM, Rail Operations

AGM, Capital Programs

Chief Financial Officer

AGM, Safety Security & Facilities

RTD 2012 Adopted Budget

Cost Recovery Ratio

RTD 2012 Adopted Budget

Part III. Service, Ridership, and Community

RTD 2012 Adopted Budget

Multiple Trip Fares

Includes monthly fares for student, disabled, and senior patrons.

RTD 2012 Adopted Budget

RTD 2012 Adopted Budget

RTD System Ridership

RTD 2012 Adopted Budget

According to the 2011 Customer Satisfaction Survey conducted by RTD.

According to the 2011 Customer Satisfaction Survey conducted by RTD.

According to the 2011 Customer Satisfaction Survey conducted by RTD.

RTD 2012 Adopted Budget

Sources: Colorado Legislative Council, Economic and Revenue Forecast 2010-2011

Colorado Department of Labor and Employment

RTD 2012 Adopted Budget

2011 Employment by Industry

Denver Metro Area

Largest Private Employers