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Capital Needs Inventory - page 12 / 100

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Metro’s vision is to provide “the best ride in the nation.” To reach that vision, Metro’s General Man- ager and Executive Leadership Team (ELT) adopted five strategic goals in August 2007. These stra- tegic goals were designed to guide decision-making at Metro.

10 Capital Needs Inventory

The CNI also includes investments that improve the rider’s experience on the transit system and respond to customer service requests. Not included in the CNI are system expansion projects (new entrances, stations or rail lines), transit projects entirely funded by jurisdictions, debt repayment costs, project adminis- tration and other needs identified in the future by federal oversight agencies.

Estimated capital need amounts included in the CNI were originally formulated in September 2008 and are for planning purposes only. As the Office of Management and Budget Services develops Metro’s capital program, specific project budgets will vary from these estimates due to changing material and construction costs, project schedules, funding constraints and other reasons.

Strategic Framework

Metro’s vision is to provide “the best ride in the nation.”To reach that vision, Metro’s General Manager and Executive Leadership Team (ELT) adopted five strategic goals in August 2007. These strategic goals were designed to guide decision-making at Metro. To further refine these goals, Metro developed strategic objectives for each goal by conducting a series of internal discussions and reaching out to exter- nal partners as well, such as the agency’s Jurisdictional Coordinating Committee comprised of transportation officials from the cities and counties Metro serves, the Riders Advisory Council representing all riders, and the Accessibility Advisory Council representing seniors and passengers with disabilities. Metro asked each of these stakeholders to define the strategic goals from their perspective to better appreciate whether an overarching aim such as “deliver quality service” meant on-time performance, customer communication, or both. The result was twelve strategic objectives that would help drive progress on the five strategic goals (see Metro’s Strategic Framework).

Together, the goals and objectives create a strategic framework that can guide

decision-making at Metro. For example, this report documents Metro’s capital needs over the next 10 years, totaling $11 billion. Given potential funding con- straints, Metro may not be able to fund all of these needs in the FY 2011 – 2020 timeframe. The strategic framework has been used to recommend priority projects and identify those projects that may need to be deferred beyond FY 2020. This was done by identifying every capital project’s linkage to each strategic goal and each objective. In addition, prioritization takes into account a project’s relative priority to other projects, a project’s budget, asset age and policy considerations.

In October 2009, Metro staff recommended priority Performance projects to the Metro Board of Directors for FY 2011 – 2020, including rehabilitation of sections of the rail system that are more than 30 years old, replacement of older rail cars and buses, replacement/rehabilitation of Metro’s oldest bus garages and informa-

tion technology system upgrades. Key Customer/Demand projects recommended

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