FY2017 PROPOSED BUDGET

Washington Metropolitan Area Transit Authority
Proposed FY2017 Budget
Chapter 3
and management actions down through the organization. The departmental business plans are
guided by the annual update of the GM/CEO Business Plan. This is in turn guided by the Board of
Director’s focus on strategic plans and policy. In addition, CPO facilitates the Executive Team’s
work to better understand and manage organizational risk, including the identification and
potential mitigation of enterprise risks.
FY2017 Business Plan
CPO’s business plan includes collecting agency-wide performance data and working with
departments to analyze trends, ask questions about why performance changed and gain
input/consensus on actions to improve performance. CPO supports the organization with analysis
and development of collaborative solutions to business issues, including process improvements.
CPO staff network to make connections across offices regarding trends, challenges and potential
solutions, drawing management attention to key issues. CPO strives to position WMATA as an
industry leader in performance management by working with and convening other transit
organizations to benchmark performance and share best practices.
New To FY2017
• Augment Vital Signs with new/improved KPIs such as customer travel time and enhanced
graphical displays so that external audiences understand our performance and actions being
taken.
• Guide departments to better use data to make decisions, such as through creation/tracking of
new measures using Cognos dashboards and other tools.
• Use risk data gathered during year one of the collaborative risk management program to build
and mature the program and begin to change the culture.
• Collaborate with Transit Asset Management Office, Planning, Government Relations and other
parties to ensure WMATA is compliant with MAP-21 rules.
• Position WMATA as transit industry leader, improve industry benchmarking through cochairing
the new APTA Transit Performance Management subcommittee.
FY2016 Highlights and Major Accomplishments
• Refreshed the Vital Signs Report and added business operations results with measures. Vital
Signs received industry recognition as a best practice in communicating information to support
data driven decision making [Transportation Research Board (TRB) Special Task Force on
Data for Decisions and Performance Measures].
• Completed research and development and created tools to begin reporting on customer travel
time. TRB Executive Committee selected CPO/PLAN paper, “Transit Travel Time Reliability:
Shifting the Focus from Vehicles to Customers”, as the winner of the William W. Millar Award
for the best paper in the area of public transportation.
• Continued to improve the business planning process, with improved alignment using common
KPIs, collection of business unit risk data, and refreshed look.
• Facilitated enterprise risk discussions with the ELT to engage executives and create a baseline
for CRM program development.
• Substantially completed asset data collection using the FTA’s Transit Economics
Requirements Model (TERM-LITE) in preparation for compliance with MAP-21.
• Solicited industry members and launched new APTA Transit Performance Management
subcommittee at APTA 2015 Annual Meeting.
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