FY2017 PROPOSED BUDGET

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Washington Metropolitan Area Transit Authority Proposed FY2017 Budget Chapter 3 The GM/CEO’s Business Plan includes Key Performance Indicators that monitor results and define success through targets. The Board of Directors tracks the agency’s KPIs on a quarterly basis and evaluates the GM/CEO at year end based on Metro’s performance results. Customers and stakeholders can monitor Metro’s performance at www.wmata.com/about_metro/scorecard/. The department highlights in this chapter reflect the efforts and accomplishments of the departments in support of the Authority-wide strategic goals and the GM/CEO’s business plan. Historical data for FY2014-FY2016 presented in the tables that follow may not accurately reflect each department’s previous budget/actuals due to reorganization within Metro. This does not affect the authority-wide overall total. Independent Offices III-30
Washington Metropolitan Area Transit Authority Proposed FY2017 Budget Chapter 3 General Manager and Chief Executive Officer Approved Proposed Actual Actual Budget Budget (Dollars in Thousands) 2014 2015 2016 2017 Change Variance PERSONNEL COST $848 $983 $949 $1,109 $161 16.9% NONPERSONNEL COST $238 $148 $84 $172 $88 104.9% TOTAL COST $1,085 $1,131 $1,033 $1,282 $249 24.1% BUDGETED POSITIONS 4 4 4 4 - 0.0% The General Manager/Chief Executive Officer is responsible for the safe and reliable operation of the nation’s second largest rail transit system, sixth largest bus network and fourth busiest paratransit service. At the direction of the GM/CEO, a budgeted workforce of approximately 12,950 works to provide more than one million passenger trips a day. The GM/CEO provides strategic guidance to meet the travel needs of those living and visiting the National Capital Region, and ensure that Metro continues to play a role in sustaining the region’s economic vitality. In FY2017, Metro continues its focus on safety and security, service reliability and financial reform. The Authority is working diligently to address safety reviews and implement recommendations made in the previous year by oversight partners, including the National Transportation Safety Board (NTSB) and Federal Transit Administration (FTA). Improvements to safety and infrastructure are critical to providing the service and reliability that Metro customers expect and to build and maintain ridership. Metro also will continue working to achieve state of good repair and provide transparent information on Metro’s performance. With the customer satisfaction survey as a guide, the organization is committed to improving day to day train and bus service reliability, along with customer care within stations, on trains and buses. An enterprise-wide customer care initiative is underway serving as a framework for the whole organization to deliver better service for every customer touch point in the system. Furthermore, Metro remains focused on improving financial management, ensuring compliance with FTA regulations and putting processes and procedures in place to strengthen the organization’s financial foundation. To continue the path of improvement, the GM/CEO’s Business Plan focuses Metro’s operating budget, capital program and business actions on the goals and strategies established in the Momentum Strategic Plan. The Business Plan highlights for CY2015 – CY2017 for each of the four Strategic Goals include actions to address the following activities: III-31
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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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Table of Contents Chapter I. Introd
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A-2 Proposed FY2017 Budget Appendix
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WMATA FY2017 Capital Project Summar
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FY2017 PROPOSED BUDGET

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