FY2017 PROPOSED BUDGET

Recommendations

Info

Washington Metropolitan Area Transit Authority Proposed FY2017 Budget Chapter 3 Accounting (ACCT) • The General Ledger office analyzes, reconciles, maintains, journalizes and reports accounts receivable, jurisdiction subsidy, inventory, prepaid assets, health and welfare contributions, pension contributions, workers compensation, retirement accounts, cash accounts, investments, debts, operating revenue and expense reports for the National Transit Database, other financial transactions and specific footnotes to the financial statements • The Accounts Payable office ensures that all payments to vendors, third parties, jurisdictions and reimbursements to employees are processed timely, accurately, efficiently and in compliance with the Authority, Jurisdictional and Federal policies and regulations • The Financial Analysis office analyzes and evaluates costs charged to capital, reimbursable and new service projects, reconcile funds control in project costing to general ledger and to provide financial reports to Federal, State and Local Jurisdictions in accordance with general accepted accounting principles. Coordinates reporting to the National Transit Database, and is responsible for the preparation of the quarterly financial statements including the Statement of Net Position, Statement of Revenues, Expenses, and Changes in Net Position, and Statement of Cash Flow. Coordinates WMATA audits, and is responsible for the preparation of the Schedule of Expenditures of Federal Awards (SEFA) • The Financial Systems and Reporting (FSnR) office performs validation of transactions, bundle/upgrade testing, system configuration and maintenance updates. FSnR maintains the monthly allocation process and provides financial/budget variance reporting for the Office of Accounting and its external customers. FSnR also provides direct support for PeopleSoft external interfaces affecting the modules supported by the office, coordinates equipment and software requests for the office and provides Intranet support and server maintenance • Project Costing provides functional support by leveraging the knowledge of financial and reporting systems, transaction flows, cross-system impacts in order to ensure data integrity. Performs on-going review for quality assurance to ensure that financial information is accurately reported and conveyed in the PeopleSoft Financial Systems • The Asset Management office provides overall management responsibilities, policies and procedures governing the accountability and control of WMATA’s nonexpendable personal property which meets WMAT’s current capitalization criteria. Office of Management and Budget Services (OMBS) • Supports the implementation of Metro’s Strategic Plan by aligning resources with actions and strategies to deliver the Mission and Goals of the Strategic Plan • Plans, coordinates, develops, executes, monitors, and advocates for Metro’s multi-year budget and six-year CIP • Provides accurate and timely information, analysis, reports and makes recommendations to the organization, the GM/CEO, the Board of Directors, and funding agencies • Provides the organization with the analytical tools to facilitate optimal management, performance and delivery of Metro’s Operating and Capital budgets, services, and programs • Ensures compliance with all federal grant regulations • Provides long-range financial forecasting and revenue projections Treasury (TRES) • Manages the fare media sales and distribution functions to provide for an effective and optimal process and organizational structure • Collects and processes revenues in an efficient and cost effective manner III-64
Washington Metropolitan Area Transit Authority Proposed FY2017 Budget Chapter 3 • Implements fare media (SmartTrip) related technology projects to decrease costs, improve productivity and increase customer satisfaction • Reduces financial and market risk - liquidity (cash flow) risk, credit risk, workers compensation and third party claims and price fluctuations (fuel, power, materials and supplies) • Obtains the lowest cost of financing possible, with least restrictive covenants • Manages investments with the goal of earning a market-rate of return while preserving capital and liquidity Real Estate and Station Area Planning (LAND) • Implements Metro’s joint development program through which property interests owned and/or controlled by Metro are marketed to private developers with the objective of developing transit-oriented projects that enhance station access and generate revenues for the Authority. • Develops planning studies focused on access and capacity improvements and concept plans for development on land around Metro stations. • Oversees the performance of joint development projects to ensure that projects achieve Metro’s expected financial objectives • Manages Metro’s surplus property assets • Negotiates and manages Metro’s leasing of property to others, and the leasing of property for Metro use • Acquires property for Metro operational requirements FY2017 Business Plan Financial Operations Business Plans identify the offices day-to-day functions that assist Metro in achieving its four Strategic Goals. Financial Operations’ contributions toward agency goals are tracked in the following performance measures in the GM/CEO Business Plan: • Employee Injury Rate • Customer Injury Rate • Customer Commendation/Complaint Rate • Operating Expense on Budget • Capital Funds Invested • Number of Positions Filled New to FY2017 • Initiate predevelopment planning on future Joint Development projects (TBD) • Issue 3 new Joint Development Solicitations (West Hyattsville, Forest Glen, Largo) • Develop work-out approaches for projects stalled or require renegotiation (White Flint, Twinbrook, Silver Spring) • Complete Joint Development Agreements (Brookland, Navy Yard, College Park, Fort Totten, Grosvenor, and Capital Heights) • Dispositions of excess property (Royal Street, Stone Straw, Ames, Glenmont) • Expand non-rider revenues – telecommunication & retail • Execute continual business process improvements. Update Joint Development policies and guidelines; update Station Access Planning manual; develop policies on parking reductions; develop concepts for alternative/lower cost parking replacement • Develop implementation strategies for WMATA bus facility plans (Western, Armed Services) III-65
Page 1 and 2:
S A F E T Y, S E R V I C E A N D F
Page 3 and 4:
For Metrorail, we will continue our
Page 5 and 6:
Jim Corcoran was appointed as a Pri
Page 8:
Table of Contents Chapter I. Introd
Page 11 and 12:
Washington Metropolitan Area Transi
Page 13 and 14:
Page 15 and 16:
Page 17 and 18:
Page 19 and 20:
Page 21 and 22:
Page 23 and 24:
Page 25 and 26:
Page 27 and 28:
Page 29 and 30:
Page 31 and 32:
Page 33 and 34:
Page 35 and 36:
Page 37 and 38:
Page 39 and 40:
Page 41 and 42:
Page 43 and 44:
Page 45 and 46:
Page 47 and 48:
Page 49 and 50:
Page 51 and 52:
Page 53 and 54: Washington Metropolitan Area Transi
Page 103: Washington Metropolitan Area Transi
Page 137 and 138: A-2 Proposed FY2017 Budget Appendix
Page 145 and 146: Project Description WMATA FY2017 Ca
Page 155 and 156:
Project Description WMATA FY2017 Ca
Page 157 and 158:
Page 159 and 160:
Page 161 and 162:
Page 163 and 164:
Proposed FY2017 Budget Appendix A P
Page 165 and 166:
WMATA FY2017 Capital Project Summar
Page 167 and 168:
Page 169 and 170:
Page 171 and 172:
Page 173 and 174:
Page 175 and 176:
Page 177 and 178:
Page 179 and 180:
Page 181 and 182:
Proposed FY2017 Budget Appendix A P
Page 183 and 184:
Page 185 and 186:
Page 187 and 188:
Project Description This project re
Page 189 and 190:
Page 191 and 192:
Page 193 and 194:
Page 195 and 196:
Page 197 and 198:
Page 199 and 200:
Page 201 and 202:
Page 203 and 204:
Page 205 and 206:
Page 207 and 208:
Page 209 and 210:
Page 211 and 212:
Page 213 and 214:
Page 215 and 216:
Page 217 and 218:
Page 219 and 220:
Page 221 and 222:
Page 223 and 224:
Page 225 and 226:
Page 227 and 228:
Page 229 and 230:
Page 231 and 232:
Page 233 and 234:
Page 235 and 236:
Page 237 and 238:
Page 239 and 240:
Page 241 and 242:
Page 243 and 244:
Page 245 and 246:
Page 247 and 248:
Page 249 and 250:
Page 251 and 252:
Page 253 and 254:
Page 255 and 256:
Page 257 and 258:
Page 259 and 260:
Page 261 and 262:
Page 263 and 264:
Page 265 and 266:
Proposed FY2017 Budget Appendix A S
Page 267 and 268:
Page 269 and 270:
Page 271 and 272:
Page 273 and 274:
Page 275 and 276:
Page 277 and 278:
Page 279 and 280:
Page 281 and 282:
Page 283 and 284:
Page 285 and 286:
Page 287 and 288:
Page 289 and 290:
Page 291 and 292:
Page 293 and 294:
Page 295 and 296:
Page 297 and 298:
Page 299 and 300:
Page 301 and 302:
Page 303 and 304:
Page 305 and 306:
Page 307 and 308:
Page 309 and 310:
Page 311 and 312:
Page 313 and 314:
Page 315 and 316:
Page 317 and 318:
Page 319 and 320:
Page 321 and 322:
Page 323 and 324:
Page 325 and 326:
show all

FY2017 PROPOSED BUDGET

Create successful ePaper yourself

Delete template?

Save as template?