DART’s commitment to public safety, economic development, and quality service has never been stronger, something I was proud to share during our second annual State of the Agency event on Sept. 6 in Addison.

The luncheon was well attended with more than 300 government, business, community, and DART leaders in the audience. The program is an important way for us to engage directly with our community partners.

I addressed some of what the agency has accomplished over the past year and what we have in store for 2025 and beyond.

The pandemic dealt a severe blow to public transit ridership and revenues at DART and across the globe. As a result, we have been focused on building a safer, cleaner, and more reliable system to win back our riders and build a generation of new ones.

DART is now carrying 80% of pre-pandemic ridership levels, which is ahead of the national average of 76%. Bus and rail service cancelations and missed trips are less than 1%, which is down from 15% just two years ago. And we have been hitting that mark for the past 12 months.

On the public safety front, DART Police have taken a multifaceted approach to increasing security and the perception of safety on our system. They have increased the number of transit security officers, introduced elevator attendants, and deployed a multidisciplinary response team to bring on-site care to riders experiencing mental health issues. The department is also replacing body worn cameras and the video surveillance system.

Quality service requires investment

In June, the DART Board of Directors approved our new strategic plan, “Point B: A New Vision for Mobility in North Texas.” Over the next decade, the Point B Strategic Plan will help us to move DART from being a service that people sometimes use to being a valued regional economic and mobility asset.

Unlike several of the legacy transit systems in the U.S., DART – at 41 years young – continues to invest strategically in equipment and infrastructure to keep our system, not only in a state of good repair, but fresh and modern for future generations.

Just last month, the agency completed the conversion of our bus and rail vehicle seats from worn-out fabric to new vinyl seat covers that are easier to clean.

We are also advancing our DART Transform System Modernization Program, which includes:

• Ordering more than 500 new buses.
• Designing a unified signal system for light rail.
• Enhancing system resiliency during extreme weather events.
• Improving station accessibility and wayfinding for a better rider experience.

Around this time next year, the agency will be preparing for the long-anticipated launch of our 26-mile Silver Line Regional Rail. We are already testing our state-of-the-art diesel-electric vehicles on a completed section of the Silver Line, and we will expand from segment to end-to-end testing by next summer.

These are a few examples that demonstrate the investments we are making to improve rider journeys as part of the “Quality Service” goal in our Point B Strategic Plan.

Together we can achieve mutual goals

DART's formation and growth has only been possible with regional collaboration, and it is essential to our future success.

I am very committed to working with our service area cities and regional leaders to devise a path forward that can achieve city and regional goals, grow revenue for all, and improve transit at the same time. As we work with one another to share ideas and develop consensus, we will transform the North Texas area for a brighter future for everyone.

DART’s commitment to public safety, economic development, and quality service has never been stronger, something I was proud to share during our second annual State of the Agency event on Sept. 6 in Addison.

The luncheon was well attended with more than 300 government, business, community, and DART leaders in the audience. The program is an important way for us to engage directly with our community partners.

I addressed some of what the agency has accomplished over the past year and what we have in store for 2025 and beyond.

The pandemic dealt a severe blow to public transit ridership and revenues at DART and across the globe. As a result, we have been focused on building a safer, cleaner, and more reliable system to win back our riders and build a generation of new ones.

DART is now carrying 80% of pre-pandemic ridership levels, which is ahead of the national average of 76%. Bus and rail service cancelations and missed trips are less than 1%, which is down from 15% just two years ago. And we have been hitting that mark for the past 12 months.

On the public safety front, DART Police have taken a multifaceted approach to increasing security and the perception of safety on our system. They have increased the number of transit security officers, introduced elevator attendants, and deployed a multidisciplinary response team to bring on-site care to riders experiencing mental health issues. The department is also replacing body worn cameras and the video surveillance system.

Quality service requires investment

In June, the DART Board of Directors approved our new strategic plan, “Point B: A New Vision for Mobility in North Texas.” Over the next decade, the Point B Strategic Plan will help us to move DART from being a service that people sometimes use to being a valued regional economic and mobility asset.

Unlike several of the legacy transit systems in the U.S., DART – at 41 years young – continues to invest strategically in equipment and infrastructure to keep our system, not only in a state of good repair, but fresh and modern for future generations.

Just last month, the agency completed the conversion of our bus and rail vehicle seats from worn-out fabric to new vinyl seat covers that are easier to clean.

We are also advancing our DART Transform System Modernization Program, which includes:

• Ordering more than 500 new buses.
• Designing a unified signal system for light rail.
• Enhancing system resiliency during extreme weather events.
• Improving station accessibility and wayfinding for a better rider experience.

Around this time next year, the agency will be preparing for the long-anticipated launch of our 26-mile Silver Line Regional Rail. We are already testing our state-of-the-art diesel-electric vehicles on a completed section of the Silver Line, and we will expand from segment to end-to-end testing by next summer.

These are a few examples that demonstrate the investments we are making to improve rider journeys as part of the “Quality Service” goal in our Point B Strategic Plan.

Together we can achieve mutual goals

DART's formation and growth has only been possible with regional collaboration, and it is essential to our future success.

I am very committed to working with our service area cities and regional leaders to devise a path forward that can achieve city and regional goals, grow revenue for all, and improve transit at the same time. As we work with one another to share ideas and develop consensus, we will transform the North Texas area for a brighter future for everyone.

DART’s commitment to public safety, economic development, and quality service has never been stronger, something I was proud to share during our second annual State of the Agency event on Sept. 6 in Addison.

The luncheon was well attended with more than 300 government, business, community, and DART leaders in the audience. The program is an important way for us to engage directly with our community partners.

I addressed some of what the agency has accomplished over the past year and what we have in store for 2025 and beyond.

The pandemic dealt a severe blow to public transit ridership and revenues at DART and across the globe. As a result, we have been focused on building a safer, cleaner, and more reliable system to win back our riders and build a generation of new ones.

DART is now carrying 80% of pre-pandemic ridership levels, which is ahead of the national average of 76%. Bus and rail service cancelations and missed trips are less than 1%, which is down from 15% just two years ago. And we have been hitting that mark for the past 12 months.

On the public safety front, DART Police have taken a multifaceted approach to increasing security and the perception of safety on our system. They have increased the number of transit security officers, introduced elevator attendants, and deployed a multidisciplinary response team to bring on-site care to riders experiencing mental health issues. The department is also replacing body worn cameras and the video surveillance system.

Quality service requires investment

In June, the DART Board of Directors approved our new strategic plan, “Point B: A New Vision for Mobility in North Texas.” Over the next decade, the Point B Strategic Plan will help us to move DART from being a service that people sometimes use to being a valued regional economic and mobility asset.

Unlike several of the legacy transit systems in the U.S., DART – at 41 years young – continues to invest strategically in equipment and infrastructure to keep our system, not only in a state of good repair, but fresh and modern for future generations.

Just last month, the agency completed the conversion of our bus and rail vehicle seats from worn-out fabric to new vinyl seat covers that are easier to clean.

We are also advancing our DART Transform System Modernization Program, which includes:

• Ordering more than 500 new buses.
• Designing a unified signal system for light rail.
• Enhancing system resiliency during extreme weather events.
• Improving station accessibility and wayfinding for a better rider experience.

Around this time next year, the agency will be preparing for the long-anticipated launch of our 26-mile Silver Line Regional Rail. We are already testing our state-of-the-art diesel-electric vehicles on a completed section of the Silver Line, and we will expand from segment to end-to-end testing by next summer.

These are a few examples that demonstrate the investments we are making to improve rider journeys as part of the “Quality Service” goal in our Point B Strategic Plan.

Together we can achieve mutual goals

DART's formation and growth has only been possible with regional collaboration, and it is essential to our future success.

I am very committed to working with our service area cities and regional leaders to devise a path forward that can achieve city and regional goals, grow revenue for all, and improve transit at the same time. As we work with one another to share ideas and develop consensus, we will transform the North Texas area for a brighter future for everyone.