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FY 2013 Operating and Capital Budget - Metro Transit

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The <strong>Budget</strong> Process <strong>and</strong> Stakeholder Interface<br />

The Compact between the States of Missouri <strong>and</strong> Illinois<br />

adopted in 1949 requires the Bi-State Development Agency of<br />

the Missouri-Illinois <strong>Metro</strong>politan District (<strong>Metro</strong>) to prepare<br />

<strong>and</strong> adopt an annual budget. Such a budget must set forth<br />

proposed expenditures to be undertaken during the budget year<br />

for administration, operations, maintenance, debt service <strong>and</strong><br />

capital projects. In addition, the budget identifies the<br />

anticipated income funding options for financing the proposed<br />

expenditures. The transit system is required to present a<br />

balanced budget where revenues equal expenses. The budget is a financial <strong>and</strong><br />

strategic plan for the upcoming year developed in accordance with Agency policies. It<br />

seeks to optimize resources <strong>and</strong> maintain consistency with defined organizational<br />

objectives <strong>and</strong> the Agency’s Strategic Plan.<br />

The preparation <strong>and</strong> eventual approval of the annual operating <strong>and</strong> the tri-annual capital<br />

budgets are both an internal <strong>and</strong> external process.<br />

<strong>Operating</strong> <strong>Budget</strong> Internal Preparation<br />

Each year the budget begins with a budget message to Agency cost center managers<br />

imparting objectives for the upcoming budget year, including indications of the Agency’s<br />

expected financial condition for the coming year <strong>and</strong> details of procedures to be followed<br />

in preparation of the budget.<br />

Agency cost center managers submit operating requests to the budget department using<br />

an online application. <strong>Metro</strong>’s senior management reviews these preliminary operating<br />

budgets <strong>and</strong> sets parameters for the coming year. Through a series of meetings, cost<br />

center managers refine their preliminary operating budget requests per management’s<br />

parameters, goals <strong>and</strong><br />

The <strong>Operating</strong> <strong>Budget</strong> Internal Process<br />

objectives. Final<br />

decisions are then<br />

Board Policy<br />

Management<br />

Financial<br />

<strong>and</strong> Direction<br />

Input<br />

Parameters<br />

made by <strong>Metro</strong>’s<br />

President <strong>and</strong> CEO to<br />

Goals<br />

allow the operating<br />

<strong>and</strong><br />

Submission<br />

Objectives<br />

Internal Analysis<br />

budget document to<br />

<strong>Budget</strong> Prepared Preliminary<br />

be prepared <strong>and</strong><br />

<strong>Operating</strong> <strong>Budget</strong><br />

by<br />

Review <strong>Operating</strong> <strong>Budget</strong><br />

Process<br />

Cost Center<br />

Senior Mgmt Approval by Board presented to the<br />

Managers<br />

Review<br />

of Commissioners<br />

Board. The Board of<br />

Strategic Plan<br />

Final Decisions<br />

Board Adoption<br />

Commissioners’xx...x<br />

approval completes<br />

the internal process.<br />

56

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