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1. Introduction and ProfileSEPTA PassengersThe following charts serve to illustrate the demographic distribution of SEPTA ridership. Thisdata was recorded and compiled as part of the SEPTA 2018 Customer Satisfaction Survey.Due to COVID-19, the planned 2020 Customer Satisfaction survey has been postponed.Age ofAdult Passengers56 to 6515%66 to 755%76 or older1%46 to 5518%18 to 2514%26 to 3527%36 to 4520%Annual Household Income ofPassengers 75 k to 100 k8% 50 k to 75 k17% 100 k or more11% 35 k to 50 k16%5 S E P T A F Y 2 0 2 1 O p e r a t i n g B u d g e tUnder 15 k18% 15 k to 25 k15% 25 k to 35 k15%Return toTable of Contents

1. Introduction and ProfileEthnicity n Americanor BlackWhiteHispanic or LatinoAsian or PacificIslanderOtherNote: In the above chart, percentages total more than 100% as respondents were able to select multipleresponses to this question to more accurately reflect an individual’s racial and ethnic background.Gender ofPassengersMale39%Female61%6 S E P T A F Y 2 0 2 1 O p e r a t i n g B u d g e tReturn toTable of Contents

1. Introduction and ProfileCustomer Satisfaction RatingSEPTA conducted a Customer Satisfaction Survey from April 24, 2018 to May 4, 2018, resultingin 1,542 rider and 400 non-rider interviews (1,942 total respondents). Respondents had theoption of taking the survey online or via telephone interview. Riders provided ratings on a scaleof 0 – 10 and could provide observations on up to 3 modes taken within the last seven daysprior to their interview. A total of 2,840 mode observations were collected. In 2018, the averageoverall SEPTA Modal Performance Satisfaction rating was a 7.3.SEPTA Overall7.3Broad Street Line7.3Market-Frankford Line7.1City Bus7.2City Trolley7.2Suburban Trolley7.8Suburban Bus7.87.4Regional Rail0.01.02.03.04.05.06.07.08.09.0Note: In the above chart, “SEPTA Overall” score is weighted by mode ridership in order to berepresentative of overall rider population. Due to changes in methodology in how the survey wasconducted, the results were deemed not comparable to previous years’ results.10.0Key Regional Transportation TrendsTransit RidershipTotal ridership has decreased over the past five years due to a number of factors, such asincreased competition, structural changes in ridership patterns, and moderate gas prices. TheFiscal Year 2020 decrease was primarily due to the Covid-19 impact on the region thatcommenced in mid-March 2020.SEPTA RIDERSHIPUnlinked Passenger Trips400.0350.0300.0250.0200.0150.0100.050.00.0FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16 FY 17 FY 18 FY 19 FY 20City Transit269.6 273.9 266.3 277.9 282.2 279.3 271.8 270.7 266.9 252.0 245.8 236.5 1.622.522.217.1Regional Rail .3Total325.2 329.5 321.0 334.0 339.3 337.3 330.2 330.1 326.1 308.3 302.7 292.9 223.5Note: Suburban includes both Victory and Frontier Transit Divisions.7 S E P T A F Y 2 0 2 1 O p e r a t i n g B u d g e tReturn toTable of Contents

1. Introduction and ProfileDriving RatesAutomobile use trends underscore the extent to which transit is increasingly becoming a modeof choice for residents of Southeastern Pennsylvania. As transit ridership increases, drivingrates decrease. Historically, the City of Philadelphia and Southeastern Pennsylvania drivingrates have been roughly one-third and two-thirds the national urban average, respectively. Inrecent years, as national driving rates have rebounded with improving economic conditions,local driving rates have remained flat. The most recent miles traveled data available is 2018.Daily Automobile Miles Traveled per Person (1991-2018)3025DAILY .75PHILADELPHIASOUTHEASTERN PASOUTH JERSEYUS URBAN AVERAGE8 S E P T A F Y 2 0 2 1 O p e r a t i n g B u d g e 41993199219910Return toTable of Contents

1. Introduction and ProfileStrategic Business PlanSEPTA’s former Strategic Business Plan was adopted by the Board in July 2014 for FiscalYears 2015 through 2019. The plan positioned SEPTA to evaluate and take advantage of keytrends and to meet the region’s evolving transportation needs. As the transportation industrycontinues to evolve faster than it ever has before, SEPTA is developing a new StrategicBusiness Plan to actively address these challenges and ensure that transit is the backbone ofmobility across the region. The former strategic plan is available at www.septa.org/strategicplan.While we progress the next Strategic Business Plan, in the interim, we will continue to focus ongoals that enhance SEPTA’s value proposition:SEPTA’s VALUE PROPOSITIONLeaders in Southeastern Pennsylvania agree that mass transit:Drives the Economy: The five counties of Southeastern Pennsylvania generate 42% of thestate’s economic output on 5% of its land, a degree of economic productivity and density that isonly possible with high-capacity mass transit.Supports Equity: Using mass transit is more affordable than driving, saving the averagePhiladelphia household close to 1,000 in annual cost of living expenses.Advances Sustainability: Using mass transit reduces carbon emissions from transportation,which at 28% is now the largest single sector source of carbon in the United States; inPhiladelphia, transportation only represents 25% of carbon emissions thanks to a culture of lowand no-carbon travel, including mass transit.Promotes Public Health and Safety: Using mass transit is ten times safer than driving andpromotes healthy lifestyles that meet physician recommendations for daily physical activity.9 S E P T A F Y 2 0 2 1 O p e r a t i n g B u d g e tReturn toTable of Contents

1. Introduction and ProfileBalanced Scorecard of Key Performance IndicatorsSEPTA’s former Strategic Business Plan established a “balanced scorecard” approach toperformance management. The Key Performance Indicators (KPIs) were designed to guidestrategy development based on a quantitative evaluation of progress during planimplementation. The KPIs were carefully selected to represent meaningful measures ofachievement towards strategic objectives across all business units.Progress updates on each KPI are posted quarterly at www.septa.org/strategic-plan.The balanced scorecard has six key focus areas: Safety and Security: develop a safety-first culture Financial Efficiency: responsibly manage resources The Customer Experience: provide best-in-class transportation services Resource Management: implement best management practices State of Good Repair and Reliability: reduce the backlog of capital repair needs Employee Growth: attract, develop, and retain a diverse, healthy, and versatileworkforceSafety and SecurityGoal Statement: to develop a safety-first culture that results in fewer customer and employeeincidents.Employee Lost Time Injuries per 200,000 Work HoursInjuries causing missed work divided by work hours times 200,000FY 2017FY 2018FY 2019FY 2020FY ote: KPI reporting metrics were revised in FY 2019 to report lost time injury data by the railroad andnon-railroad classification.10 S E P T A F Y 2 0 2 1 O p e r a t i n g B u d g e t3.43.320202021 004.003.002.001.000.002013LOST TIME RATEEMPLOYEE LOST-TIME PER 200,000 HOURSReturn toTable of Contents

1. Introduction and ProfileVehicle, Passenger, and Station IncidentsReported vehicle and passenger incidents per 100,000 miles; reported station incidents per 1,000,000passenger tripsFY 2019 ActualFY 2020 ActualFY 2021 GoalVehicle Incidents5.134.484.75Passenger Incidents3.713.383.51Station Incidents0.531.701.10Note: The COVID-19 situation has caused a significant decrease to service and ridership which in turnhas impacted the FY 2020 numbers. In light of this situation, in order to normalize the data, the FY 2021goal is calculated as a 1% reduction of the average of the past two years instead of the usual 2%.Financial EfficiencyGoal Statement: to responsibly manage resources in a manner that provides requisite budgetstability to grow the system.Operating Expenses per Unlinked Passenger TripGoal: Change in SEPTA is Below Change in Philadelphia CPI-U and Industry CPI-UTotal operating expenses divided by total unlinked passenger tripsFY 2018 ActualFY 2019 ActualFY 2020 ActualFY 2021 GoalOperating Expenses 1,371,790 1,411,366 1,403,458 1,530,984(in thousands)Unlinked Passenger Trips302,700292,857223,483*293,293(in thousands)Operating Expenses Per 4.53 4.82 6.28 5.22Unlinked Passenger Trip*FY 2020 Passenger Trips were significantly lower than the prior year due to the impact of Covid-19.OPERATING EXPENSES PER UNLINKED PASSENGER TRIPSEPTA VS. BENCHMARKS 7.00EXPENSE PER TRIP 6.28 6.00 4.93 5.00 5.22 4.00 3.87 3.0011 S E P T A F Y 2 0 2 1 O p e r a t i n g B u d g e tPHILA 021 GoalSEPTA20112010200920082007 2.00Return toTable of Contents

1. Introduction and ProfileUnlinked Passenger Trips per CapitaTotal unlinked passenger trips divided by total five county SEPTA populationFY 2017FY 2018FY 2019FY 2020FY 2021ActualActualActualActualGoalUnlinked Passenger Trips308,300302,700292,857223,483293,293(in thousands)Regional Population4,1194,1284,1344,134*4,134*(in thousands)Unlinked Passenger74.8573.3370.8454.0670.95Trips per Capita*Reflects most recent estimated data available.Note: FY 2020 Passenger Trips were significantly lower than the prior year due to the impact of Covid-19.120100806079.076.880.682.954.1202021 0920082007200620050TREND 71.073.3402004TRIPS PER SE PA RESIDENTUNLINKED PASSENGER TRIPS PER CAPITAOther Measureso New Route Utilization Criteria – As part of the SEPTA FY 2020 Annual ServicePlan, the SEPTA Service Standards and Process was revised to reflect newroute utilization criteria. These criteria reflect a peer review of nearly a dozenlarge transit agencies in North America and metrics from PennDOT’sperformance review. While operating ratio data will still be collected and reportedupon, the evaluation now focuses on passengers per revenue hour (measuringroute productivity) and cost per passenger (measuring route effectiveness). Inaddition, comparative evaluations will be made based on a new routeclassification system, segmented into City, Suburban, Arterial, Expressway,Fixed and Special Purpose. Any route falling in the bottom 15th percentile forboth passengers per revenue hour and cost per passenger will be identified ascandidates for possible evaluation and intervention.A minimum economic performance standard is used for Regional Rail stations. Astation failing to meet this minimum standard will be targeted for evaluation aspart of a future Annual Service Plan. The evaluation will consider the station(s)which have not met the minimum economic performance standard.12 S E P T A F Y 2 0 2 1 O p e r a t i n g B u d g e tReturn toTable of Contents

1. Introduction and ProfileThe evaluation will consider the station’s line, adjacent stations, availableamenities including parking, nearby Regional Rail lines, other local SEPTA transitoptions, physical infrastructure constraints or opportunities for service, drivingand non-driving access to the station and nearby stations, trip-time impacts onthe overall line, planned or recent investments and the costs associated withthose investments. Other Financial and Productivity GoalsooooScheduled Service Requirements – 98% or higher of service operating asscheduled.Accessibility by Elderly and Disabled – Achieve 100% of total requests forADA trips (639,000 ADA City Division and 303,000 ADA Suburban Division trips,pre Covid-19).Vehicle Miles per Employee – 10,490 or more vehicle miles per employee(

MARKET-FRANKFORD LINE . 1 218 28 39.9 . BROAD STREET LINE . 1 125 25 26.8 . REGIONAL RAIL . 13 396 155 26.3 . LIGHT RAIL . 8 159 670 18.0 . NORRISTOWN HIGH SPEED LINE . 1 26 22 2.5 . ADA PARATRANSIT/SHARED RIDE . N/A 459 N/A 1.1 *Exact number varies as new buses are acquired and old vehicles are retired. Return to Table of Contents