FY2017 PROPOSED BUDGET

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Washington Metropolitan Area Transit Authority Proposed Fiscal Year 2017 Budget Appendix B Appendix B Human Capital Summary Human capital management is a way of defining and categorizing employees’ skills and abilities and ensuring that those skills and abilities are used to accomplish the goals and objectives of the organization. At Metro, the management of human capital involves workforce planning and investment, and it is aligned with the strategic plan and integrated with the core mission of operating and maintaining a safe, reliable, and effective transit system. Human capital is measured not only by the number of people employed, but also by the various costs associated with such employment, often referred to as personnel costs. Metro’s personnel costs fall into two major categories: labor and fringe benefits. Labor costs, which include regular wage and overtime pay for operations employees, as well as salary expense for management, professional, and administrative personnel, make up approximately 69.0 percent of total personnel costs. The proposed Authority-wide FY2017 labor budget is $1.1 billion. Fringe benefit costs are the personnel-related expenses incurred by an employer that are above and beyond the direct cost of employee wages and salaries. Metro’s fringe benefits are comprised of health insurance and pension plans required by collective bargaining agreements to retain a professional workforce. Fringe benefits also include government mandated costs such as unemployment insurance and payroll taxes. The proposed Authority-wide FY2017 fringe benefit budget is $503.0 million. FY2017 proposed budget is $13.8 million less than FY2016 due to a 9.0 percent, or $16.5 million, reduction of retirement costs. This reduction was largely the result of two developments: the provision in the latest negotiated agreement between WMATA and Amalgamated Transit Union’s Local 689, the bargaining unit for station managers and most operator and maintenance personnel, whereby the represented employees are now required to contribute to their retirement plan; and the nonfunding of Other Post Employee Benefits (OPEB), budgeted at $11 million in FY2016. In the fall of 2015, the Board provided guidance to continue the current methodology of pay-as-you-go for retiree health insurance costs, in lieu of setting up a trust to manage the ongoing retiree health care liability. The following tables provide a detailed, three-year comparison of total human capital requirements for Metro. The proposed staffing requirement for FY2017 is 13,054, consisting of 11,561 operating positions, 1,455 capital positions and 38 positions funded by reimbursable projects. The FY2017 proposed budget includes a 0.5 percent increase in headcount (59 positions) over Metro’s approved headcount for FY2016 primarily due to Safety Management Initiatives. The table below shows a breakdown, by department, of the staffing levels for FY2015 - FY2017. B-1
Washington Metropolitan Area Transit Authority Proposed Fiscal Year 2017 Budget Appendix B Human Capital by Department DEPARTMENT Approved FY2015 Approved FY2016 Proposed FY2017 Change from FY2016 to FY2017 General Manager 4 4 4 - Equal Employment Opportunity - 11 12 1 Chief of Staff 32 32 31 (1) Inspector General 34 34 36 2 General Counsel 48 48 48 - Board of Secretary 5 5 4 (1) Office of Performance 7 8 8 - Bus Services 4,177 4,183 4,173 (10) DGMO Deputy General Manager 148 147 232 85 Transit Infrastructure and Engineering Services 4,921 5,004 5,004 - Rail Services 1,663 1,661 1,661 - Access 56 56 53 (3) Labor Relations 1 - - 16 16 New Electronic Payments Programs - 5 11 6 Parking - 13 13 - Financial Services 371 367 275 (92) Procurement 2 - - 89 89 Human Resources 141 143 138 (5) Information Technology 357 351 325 (26) Metro Transit Police 745 729 726 (3) Safety 66 67 66 (1) Customer Service, Communications & Marketing 130 127 129 2 TOTAL 12,905 12,995 13,054 59 1 In FY2016, Procurement was moved from Financial Services and established as an independent department that reports to the General Manager. 2 The Office of Labor Relations is now being reported as a separate office under the DGMO. In FY2016, it was bundled with other offices under 'Deputy General Manager'. B-2
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S A F E T Y, S E R V I C E A N D F
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For Metrorail, we will continue our
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Table of Contents Chapter I. Introd
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Washington Metropolitan Area Transi
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A-2 Proposed FY2017 Budget Appendix
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Project Description WMATA FY2017 Ca
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Proposed FY2017 Budget Appendix A P
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WMATA FY2017 Capital Project Summar
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Project Description This project re
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FY2017 PROPOSED BUDGET

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