FY 2013 Operating and Capital Budget - Metro Transit

Metro Operating
and Capital Budget
Fiscal Year 2013
Bi-State Development Agency of the
Missouri-Illinois Metropolitan District
314•982-1400
finance@metrostlouis.org
www.metrostlouis.org

TABLE OF CONTENTS
Welcome to Metro
GFOA Budget Award 1
Board of Commissioners and Executive Officers 2
Message from the President 4
Executive Summary 7
Organizational Chart 10
Organization & Community Profile
Regional Map 11
Bi-State Development Agency Profile 12
Community Profile 14
Population and Culture 14
Employment by Industry 15
Economic Trends 16
Strategic Plan
Strategic Plan Overview 18
Long-term Strategic Plan 18
Short-term Strategic Plan 19
Strategic Alignment 20
Goals & Objectives 21
Transit Key Performance Metrics 22
Financial Policies
Planning & Budget Policies 24
Audit Policies 24
Accounting Policies 25
Investment Policies 30
Self-insurance Liability 33
Pension Plans 33
Post Employment Benefits Policy 37
Hedging Policy 37
Debt Policies 38
Revenue Policies 39
Grants and Assistance 40
Financial Reserve Policies 42
Operating Agreement 43
Commitments and Contingencies 43
Financing Instruments, Obligations and Debt 44
Long Term Debt 48
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TABLE OF CONTENTS
Budget Process
Operating Budget Internal Preparation 56
Operating Budget External Review and Approval 57
Captial Budget Internal Preparation 57
Capital Budget External Review and Approval 58
Operating & Capital Budget Amendment Process 58
External Approval Process Flowchart 59
FY 2013 Operating Budget Calendar 60
Metro Transit System
Transit System 61
MetroBus 62
MetroLink 63
Call-A-Ride 64
Financial Budget Summary 65
Detail of Grants &Assistance Budget Summary 66
Transit Operating Major Assumptions 67
Organizational Units
Metro Transit System Summary 73
Transit Operations 74
Engineering and New Systems 82
Human Resources 85
Procurement, Inventory Management & Supplier Diversity 89
Finance 93
Information Technology 100
Communications and Community Relations 102
Marketing 105
Real Estate and Meridian Garage 108
Transit Improvement Plan
TIP Assumptions 110
TIP Three Year Financial Summary 113
TIP Three Year Grants and Assistance Detail 114
Transit Capital Budget
Capital Revenue Assumptions 115
Capital Expenditure Assumptions 118
Impact of Capital Improvement on Operating Budget 122
Federal Programming Needs 125
FY 2013 – FY 2015 Capital Cash Flow 126
FY 2013 Capital Programs and Projects 127
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TABLE OF CONTENTS
FY 2013 – FY 2015 Capital Programs and Projects 129
FY 2013 – FY 2015 Cash Flow – Use of Funds 131
FY 2013 – FY 2015 Unfunded Capital Programs and Projects 133
Business Enterprise
Business Enterprise Overview 134
Gateway Arch
Gateway Arch Overview 135
Budget Summary 136
Budget Assumptions 137
Goals and Objectives 138
Capital Project Summary 142
Gateway Arch Parking
Gateway Arch Parking Overview 143
Budget Summary 144
Budget Assumptions 145
Goals and Objectives 148
Capital Project Summary 150
Riverfront Attractions
Riverfront Attractions Overview 151
Budget Summary 152
Budget Assumptions 153
Goals and Objectives 156
St. Louis Downtown Airport
St. Louis Downtown Airport Overview 158
Budget Summary 159
Budget Assumptions 160
Goals and Objectives 163
Capital Project Summary 165
Executive Services
Budget Summary 166
Budget Assumptions 167
Executive Services Organization 169
Goals and Objectives 170
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TABLE OF CONTENTS
Supplementary
Metro Combined Operating Budget Financial Summary 177
Business Enterprise Operating Budget Financial Summary 178
Employees by Division and Function 179
Employees by Paygroup 180
Transit Performance Indicators 182
Glossary of Terms 183
Glossary of Acronyms 189
Index of Tables, Lists and Charts 192
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The Government Finance Officers Association (GFOA) Distinguished Budget Presentation
Award reflects Metro’s commitment to meet the highest principles of governmental budgeting.
This is the sixth award that Metro has received. We believe that our current budget document
meets the program’s requirements and are submitting it to the GFOA to determine its eligibility
for another award.
1

Board of Commissioners
Illinois
Michael Buehlhorn
David A. Dietzel
Treasurer
Fonzy Coleman
Tadas Kicielinski
Jeffery Watson
Missouri
Vincent C. Schoemehl, Jr.
Chair
Kevin S. Cahill
Secretary
Lewis L. McKinney
Constance Gulley
Hugh Scott, III
2

Authority and Government
The Board is comprised of five members from Missouri and five from Illinois. Missouri Board
members are appointed by the governor of Missouri. In Illinois, the Chairman of the Board of both St.
Clair and Madison Counties appoint their representatives. The commissioners are required to be
resident voters of their respective states and must reside within the Bi-State Metropolitan District.
Each term is for five years and each serves without compensation.
Since February 1, 2003, the Agency has been doing business in the St. Louis area as “Metro.”
Executive Officers
John M. Nations
President & Chief Executive Officer
Raymond A. Friem
Chief Operating Officer
Transit Operations
Jennifer S. Nixon
Senior Vice President
Business Enterprises
Melva R. Pete
Vice President
Human Resources
Debra Erickson
Vice President & CIO
Information Technology
James Cali
Director
Internal Audit
Kathy Klevorn
Chief Financial Officer
Finance
Christopher C. Poehler
Senior Vice President
Engineering & New System Development
Adella Jones
Vice President
Governmental Affairs & Public Relations
Larry B. Jackson
Vice President, Procurement, Inventory Mgmt
& Supplier Diversity
John R. Langa
Vice President
Economic Development
Dee Joyce-Hayes
General Counsel
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March 23, 2012
Message from the President
The Bi-State Development Agency/Metro presents for your approval the Fiscal Year 2013
Operating and Capital Budget by company, division, and strategic vision. Included is the
federally required three-year Transportation Improvement Plan (TIP), which identifies operating
and capital resources necessary to serve our growing customer base and meet the St. Louis
region’s increasing transit needs. Metro’s TIP will be incorporated in the region’s list of
priorities and projects eligible for federal financial assistance that will be developed by the East-
West Gateway Council of Governments (EWGCOG), the region’s Metropolitan Planning
Organization (MPO).
Preparation of the current year’s budget was influenced by the lengthy recession spawned by the
2008 financial market meltdown. Signs of some economic recovery are reasons for Metro to be
cautiously optimistic about FY 2013. The region has seen modest growth in sales tax receipts
this year. In particular, the City of St. Louis’ receipts were robust during the second quarter
lifted by the World Series games involving the St. Louis Cardinals. Passage of Proposition A, on
April 6, 2010, still remains a landmark event in St. Louis County signaling community
understanding of the value of public transit in the region. The major focus of our Transit
Operations following the passage of Proposition A was on service restoration. The major focus
in FY 2012 has been on adjusting our service to the new priorities of our customers and
increasing ridership throughout the system. Passenger boardings are up 8.9 percent, in the first
six months of our 2012 fiscal year, signifying the return of customer confidence. With service
restored, focus can turn to the next steps outlined in the 30-year plan. Metro has also completed
a major Oracle upgrade and an interlocking project on the MetroLink alignment that will aid
future capital improvements.
While the official unemployment rate is down from its 2009 high, it remains above 8 percent and
continues to negatively impact all enterprises under the Bi-State Development Agency/Metro
umbrella. Largely supported by tourism, our Business Enterprise group is impacted. Despite flat
trends in tourism, these enterprises have successfully completed projects that include a runway
expansion to attract larger aircraft at the St. Louis Downtown Airport, and the renovation of a
significant portion of the Visitor Center at the Gateway Arch.
4

The Fiscal Year 2013 Budget is geared toward allocating resources that will allow for more
economic development opportunities to improve both our services and our region. In a strategic
partnership with EWGCOG and the Missouri Department of Transportation (MoDOT), we will
begin to analyze and plan Bus Rapid Transit (BRT) routes. Our system and its expansion are
dependent on securing federal and state funding sources. Therefore, keeping MetroLink alive in
the federal reauthorization process remains a priority for Metro Transit. The proposed federal
deficit solutions create future uncertainty relative to the level of financial support for public
transportation nationwide from the Federal Transit Administration. Metro continues to remain
optimistic that public transportation support on the federal level will continue at or near current
funding dollars; a change in this view, however, may dramatically and immediately affect our
capital projects and our operations. However, Metro’s Capital Budget includes plans for
replacement and modernization of revenue vehicles, peripheral equipment, and infrastructure of
the Transit Division.
The East Riverfront Interlocking was completed, removing a major hurdle to the rehabilitation of
the Eads Bridge. The North Hanley and Downtown Transit Center projects will move forward in
2013. St. Louis Downtown Airport is preparing for the future with a proposed land acquisition
for future airport expansion, and projects designed to rehabilitate and improve taxiways, the
entrance road and parking lot as well as intersection lanes and lights. The Metro Business
Enterprise group for the Gateway Arch has several capital projects that will focus on storm water
drainage, signage, loading zones, motor generators and the Visitor Center. The Gateway Arch
and Arch Parking Facility will be the primary focus of the CityArchRiver 2015 project, as the
region’s plans to completely transform the St. Louis Riverfront advance into a reality.
The FY 2013 Operating and Capital Budget has been prepared to effectively and efficiently
allocate resources to meet the needs of our customers and our funding partners.
• Metro Transit operating expenses before depreciation = $249.7 million
• Three-year Metro Transit capital funding plan:
o Local funds
$101.8 million
o Federal and State funds
452.6 million
o Total $554.4 million
• Executive Services operating expenses before depreciation = $3.2 million
• Business Enterprises operating revenue budget :
o Gateway Arch
o Riverfront Attractions
$ 5.5 million
2.4 million
o St. Louis Downtown Airport
1.7 million
o Gateway Parkin g Facility
1.7 million
o Total
$ 11.3 million
The Agency will accrue $11.0 million for Other Post Employee Benefits (OPEB).
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We are proud that Metro Transit is a nationally recognized, award-winning public transit system
that efficiently handles approximately 148,000 system boardings every weekday — connecting
people to work, school, and other important places they need to go in the bi-state area. In
addition to providing reliable transit and creating jobs, Metro is also making the St. Louis area a
better place to live and to work. We continue to plan for the future long-term needs of the region
with the help and support of our partners.
In Fiscal Year 2013, the Bi-State Development Agency/Metro is striving for continued success
with its transit system and is working hard to identify more economic growth opportunities.
Public transit is vital to the success of the region and to promoting and supporting tourism. We
will continue to manage all our resources, physical and financial, to the best of our abilities to
assure the Agency will be here for future generations and that it plays an important role in the
economic development of the region.
John Nations
President and CEO
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Executive Summary
2012 Financial Overview
With service restoration complete and the return of elevated fuel prices, transit ridership continues
an upward trend through Fiscal Year 2012. The return of core ridership brings along added
passenger revenue. Service planning has worked to actively promote effective service delivery
with the goal of attaining cost efficiencies in the scheduling process. The baseball St. Louis
Cardinals playoff season and World Series games helped sales tax revenue, particularly in St.
Louis City. Otherwise, the national economic climate continues to negatively impact tourism that
is supported by Business Enterprise attractions. Fiscal Year 2012 is the first full year for receipts
from St. Louis County Proposition A and St. Louis City Proposition M2. Slow growth trends and
high unemployment continue to impact our ability to fully recover. The Agency continues to
focus on the strategic goals outlined in the long range plan, “Moving Transit Forward.”
2012 Notable Employees, Accomplishments and Events
A number of Metro employees have been recognized this year. News events related to Metro
personnel include the following:
• The Federal Transit Administration (FTA) presented Ray Friem, the Chief Operating Officer
at Metro Transit, with the Region VII Transportation Manager of the Year Award.
• Constance Gully was appointed to Metro’s Board of Commissioners. Since 2001, Mrs. Gully
has served as the Vice President for Business and Financial Affairs at Harris-Stowe State
University. Mrs. Gully serves on the St. Louis Zoo Friends Association Board of Directors,
and is a member of the Board of Directors for Charitable Women’s Club Incorporated. She is
also the new chairperson of the Dr. Martin Luther King Jr. State Celebration Commission.
• President & CEO John Nations was recognized by the University of Missouri-St Louis as a
Distinguished Alumni; additionally, the University’s Political Science Department recognized
him as a Distinguished Alumni who is among the best in his chosen profession and who is
making a significant and far-reaching positive difference in the St. Louis region. Recently, he
was appointed by Missouri House of Representatives Speaker Steven Tilley to the Blue
Ribbon Citizens Committee on Missouri’s Transportation Needs, a special commission to
study transportation across the State of Missouri. He was also named by the St. Louis Business
Journal as one of the 100 Most Influential St. Louisans.
• David Morita joins the organization as Vice President of Sales and Marketing. Mr. Morita
will lead the marketing efforts for Metro Transit as well as the Agency’s tourism and
hospitality businesses. Mr. Morita brings more than 20 years of domestic and international
advertising, sales and marketing experience to Metro. Prior to joining the Agency, David was
Senior Marketing Director for Financial Services for Wal-Mart.
• Charles “Chuck” Stewart, Jr. joins the organization as Vice President - Pension &
Insurance. Prior to joining Metro, Stewart served in a variety of positions with the City of St.
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Louis, as well as audit positions with the General Dynamic Corporation and Arthur Young &
Company.
• Jessica Mefford-Miller and Courtney Sloger were named to Mass Transit magazine’s Top
40 Under 40 list which honors individuals under 40 years old who have made significant
contributions to the public transit industry. Mefford-Miller is the Chief of Planning and
System Development at Metro and Sloger is Metro’s Online Media Specialist.
• MetroLink Transit Service Manager Amos Armour was recognized by John Nations and the
Board of Commissioners for going above and beyond the call of duty. Armour assisted a law
enforcement officer with the arrest of a fare evader on a train in January 2012.
• Metro Call-A-Ride Operator Dale Dean was also recognized by John Nations and the Board of
Commissioners for his bravery and putting the lives of others ahead of his own life in February
2012. Dean saved a life by alerting a Berkeley resident that her home was on fire.
Other Agency Awards and Recognition:
• The Finance Division received the Comprehensive Annual Finance Reporting Award from the
Government Finance Officers Association (GFOA) for the 15 th year in a row. The division
also received the GFOA Distinguished Budget Award for the sixth time.
• Metro President & CEO John Nations was presented the Patriot Award by the Employer
Support of the Guard and Reserve (ESGR), an agency of the U.S. Department of Defense. The
ESGR recognized Nations and Metro for extraordinary support of the Agency’s employees
who serve in the Missouri National Guard and Reserve.
Major Events During Fiscal Year 2012 Include the Following:
June 2011
• Metro joined with other public transportation systems nationwide to participate in the sixth
annual National Dump the Pump Day. National Dump the Pump Day is a day that encourages
people to park their cars and ride public transportation.
July 2011
• Metro employees volunteered as ambassadors for the Fair St. Louis celebration.
August 2011
• MetroLink Bike Trail Extension to Swansea was dedicated.
September 2011
• New fare boxes procurement awarded for the new fare collection system.
October 2011
• The Metro Park-Ride lot was completed at Scott Avenue Plaza.
• Metro added extra MetroLink service for the major league baseball playoffs and World Series
which was won by the St. Louis Cardinals.
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• Keeping Kids Safe: MetroBus vehicles and MetroLink trains were designated as mobile safe
places for people who need help.
November 2011
• The primary runway at St. Louis Downtown Airport reopened following a six-month
reconstruction period and is accommodating larger aircraft like the Airbus 320, the Boeing 757
and the McDonnell-Douglas MD-80. In addition, a new high-intensity lighting system with
Precision Approach Indicators (PAPIs) was installed.
December 2011
• On-board MetroLink concerts on the festively decorated Holiday Magic Train welcomed
transit customers to the Rhythm & Rails holiday concert series.
January 2012
• The East Riverfront Interlocking project was completed, allowing for the rehabilitation of the
Eads Bridge to begin.
February 2012
• A new contract was signed to manage the preventative and breakdown repair activities for the
City of St. Louis Fire Department vehicles.
March 2012
• During the Board of Commissioners meeting, the Transportation Security Administration
(TSA) presented Metro with a “Gold Standard” rating plaque for demonstrating the highest
level of excellence for commitment to security and passenger safety. Metro is among one of 17
rail and mass transit agencies nationwide to receive the special rating.
2013 Preview
In Fiscal Year 2013, Metro will continue to focus on performance management to further improve
the efficiency of operations. The Agency’s long range plan for serving the region’s public transit
needs, “Moving Transit Forward”, identifies short-term, mid-range and long-term goals and
objectives to be accomplished over the next 30 years. Fiscal Year 2013 will focus on short-term
goals identified in the plan related to alternative analysis for proposed Bus Rapid Transit (BRT)
routes and the planning process required to determine how future MetroLink expansions will be
achieved. Other major capital projects and programs planned in Fiscal Year 2013 include progress
toward updating the fare collection system, vehicle replacement, the Eads Bridge rehabilitation,
UMSL South Interlocking construction, the North County and Downtown transfer centers, reverse
commute study, and the Illinois slope stabilization project.
The Bi-State Development Agency/Metro is committed to continuing our mission of providing
regional solutions to regional challenges. As we move ahead into 2013, we will continue to look
for efficient operating methods and the resourcefulness of the staff to help reduce costs and
increase revenue, while maintaining and improving the customer experience.
9

Bi-State Development Agency (d.b.a Metro) Organizational Chart
Board of
Commissioners
President & CEO
Internal Audit
Executive Office
General Counsel
EEO and
Workforce
Diversity
Government Affairs
Economic
Development
Business
Enterprises
Communications
&
Community Relations
Real Estate and
Meridian
Gateway Arch
Transit Operations
Engineering
and
New Systems
Human Resources
Procurement,
Inventory Mgmt &
Supplier Diversity
Finance
Information
Technology
Gateway Arch
Parking Facility
Bus
Transportation
Maintenance of
Way
New Systems
Operating
Human Resources
Management
Inventory
Management
Risk
Management
and Safety
Information
Technology
Gateway Arch
Riverfront
Attractions
Rail
Transportation
Security Arts in Transit Benefits Procurement
Treasury
Services
Office Services
St. Louis Downtown
Airport
Paratransit
Planning and
Systems
Development
Labor Relations Supplier Diversity
Passenger
Revenue
Marketing
Vehicle
Maintenance
ADA Services
Training and
Organizational
Development
Procurement
Administration
Accounting &
Operating
Budget
Facility
Maintenance
Operations
Administration
Program
Development
and Grants
Executive Services
Finance
Administration
Business Enterprises
Transit System
10

Bi-State Region
(Illinois)
(Missouri)
(Missouri)
(Missouri)
(Illinois)
(Missouri)
(Illinois)
11

Bi-State Development Agency Profile
Organizational History and Significant Events
The Bi-State Development Agency was
established on September 20, 1949, by an
interstate compact passed by the state
legislatures of Illinois and Missouri, and then
approved by the governors of the two states.
The compact was approved by the United
States Congress and signed by President Harry
S. Truman on August 31, 1950. The compact
created an organization that has broad powers
with the ability to plan, construct, maintain,
own and operate bridges, tunnels, airports and
terminal facilities, plan and establish policies
for sewage and drainage facilities and other
public projects, and issue bonds and exercise
such additional powers as conferred upon it by
the legislatures of both states. The Bi-State
Development Agency does not have the power
to tax. Funding is received from local, state
and federal sources. However, it is authorized
to collect fees from the operation of its
facilities.
In the first years of existence, the Bi-State
Development Agency participated in, or
conducted several studies which included a
comprehensive plan for development of the
Missouri-Illinois Metropolitan District,
sponsored a survey of chemical and biological
pollution of the Mississippi River, and an
exhaustive study of the St. Louis County sewer
problem that lead to a new sewer law that created
the Metropolitan St. Louis Sewer District. The
Bi-State Development Agency also sponsored a
coordinated interstate highway planning action
related to surveying highways and expressways.
The most significant project undertaken in the
early years was the construction of a 600-foot
wharf at Granite City, Illinois in 1953.
History
1949 Agency created and approved by states of Illinois and
Missouri.
1950 Approved by US Congress.
1953 Granite City Dock bonds issued.
1962 Gateway Arch Transportation System bonds issued.
1963 Purchased 15 local transit systems.
1964 Purchased Parks Airport (St. Louis Downtown
Airport).
1967 Gateway Arch Transportation System opens (Arch
opened in 1965).
1983 Gateway Arch Parking Facility bonds issued.
1986 Gateway Arch Parking Facility opens.
Management Innovation Award from APTA.
1990 MetroLink construction begins.
1993 MetroLink opens.
St. Clair County in Illinois approves sales tax to fund
future MetroLink corridor.
1994 City of St. Louis and St. Louis County approve ¼ cent
sales tax for regional transit improvements.
1995 Best Large Transit System in North America award
from APTA.
1997 Outstanding Achievement for Light Rail award from
APTA.
City of St. Louis passes ¼ cent sales tax contingent on
St. Louis County passage.
1999 Outstanding Achievement for Light Rail award from
APTA.
2001 St. Clair County Illinois MetroLink extension opens.
Purchase of Tom Sawyer and Becky Thatcher
riverboats.
2002 First of nine MetroBus transfer centers and garages
opens.
2003 MetroLink opens to Shiloh-Scott
Agency adopts the name “Metro.”
2004 Bus Transit Access Center opens.
2006 Cross County MetroLink branch opens.
2009 Failure of tax initiative on November 8, 2008 ballot
triggers significant Missouri service reduction.
2010 State of Missouri emergency funding aids partial
service restoration.
St. Louis County approved Prop A ½ cent sales tax
2011 Missouri service restoration (all modes)
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Today, the Bi-State Development Agency operates under the name of Metro and is organized into
two operational divisions: Business Enterprises and Transit. Included in the Business Enterprises
Division are the Gateway Arch Tram System, the St. Louis Downtown Airport, the Gateway Arch
Parking facility, and the Riverfront Attractions. The Transit Division includes three modes of
public transportation operated by Metro. These transportation modes are the MetroBus, bus
operations; the MetroLink, light rail operations; and Call-A-Ride, the demand response operations.
The diversified Business Enterprises Division that exists today began in 1962, when the Bi-State
Development Agency was asked to fund and operate the tram system that would carry visitors to the
top of the Gateway Arch Monument. A $3.3 million revenue bond issue was completed in July
1962, and the Agency’s relationship with the Gateway Arch began.
An agreement was reached in October 1962 where the Bi-State Development Agency would assist
in the re-opening of Parks Metropolitan Airport at Cahokia, Illinois. After a series of approvals and
resolutions, the Agency purchased the Airport in 1964 for $3.4 million, and later renamed it to the
St. Louis Downtown Airport.
In 1983, the Bi-State Development Agency issued a $10 million revenue bond for construction of
the Gateway Arch Parking Facility. This is a multi-level 1,250 space parking facility located on the
grounds of the Jefferson National Expansion Memorial.
In July 2001, the Bi-State Development Agency purchased the Becky Thatcher and Tom Sawyer
Riverboats to preserve the St. Louis Riverfront experience. Since 2001, the Riverfront Attractions
have expanded to include the Arch View Café, a gift shop, bike rentals, concessions and a heliport
barge from which helicopter tours are provided over downtown St. Louis.
The Transit Division began in 1963 when the Bi-State Development Agency purchased and
consolidated 15 privately owned transit operations using a $26.5 million bond issue. Today Metro is
best known for providing three modes of mass transportation services in the Greater St. Louis
Region.
Metro expanded into light rail transportation with the design and construction of its first MetroLink
light rail route beginning in the late 1980’s. The original 17 ½ mile corridor was constructed
between Lambert International Airport and Fifth and Missouri Streets in East St. Louis, Illinois. The
MetroLink system opened July 1993, and quickly gained the reputation of being one of the most
successful rail systems in the United States. MetroLink doubled in length with the 2001 and 2003
expansion to Shiloh, Illinois, home of Scott Air Force Base. The most recent light rail expansion
occurred in August 2006 when the Cross County extension was completed. This expansion added
another eight miles through Clayton south to Shrewsbury, Missouri. Today, MetroLink operates 46
miles of alignment with 37 stations and 20 Park and Ride lots.
In 1988, Metro Call-A-Ride began demand response service to fill a need for alternative
transportation service to customers with disabilities and those who were unable to use regular
fixed route bus or light rail service. Since then, Metro has created programs to educate and
certify all paratransit users. Metro also spearheaded the regional Transportation Management
Association (TMA) which consists of private for-profit and non-profit transportation providers
working together to provide regional paratransit services.
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Community Profile
Population and Culture
The 2010 data from the US Census
Bureau indicates approximately 2.5
million people live in the Greater St.
Louis region served by Metro. This
data indicates a shift in population from
the City of St. Louis to suburban
communities in Missouri and Illinois,
and a growing need for public
transportation outside of the City of St.
Louis.
Population Trend
Region 2000 2010 % Change
St. Louis City 348,189 319,294 -8.3%
St. Louis County 1,016,315 998,954 -1.7%
St. Charles County 283,883 360,485 27.0%
Jefferson County 198,099 218,733 10.4%
St. Clair County 256,082 270,056 5.5%
Today, Metro’s service area includes
the City of St. Louis, St. Louis County,
and portions of St. Clair County in
Madison County
Monroe County
258,941
27,619
269,282
32,957
4.0%
19.3%
Illinois. Residents from Madison Total 2,389,128 2,469,761 3.4%
County enjoy the benefits of the Metro
System through coordinated services
United States 282,171,957 308,745,538 9.4%
with the local services in that area. Other communities such as St. Charles and Jefferson
Counties in Missouri, and Monroe County in Illinois may access Metro Transit Centers and parkand-ride
lots near the borders of these communities.
Cultural Diversity
The Greater St. Louis region is a culturally diverse
community with much to offer. In the Greater St.
Louis region, you will find the cosmopolitan
atmosphere of a large city commingling with an
energetic urban lifestyle.
Caucasian
77.7%
Hispanic &
Other
1.6%
Source: US Census Bureau, 2010
Asian
2.3%
African
American
18.4%
Three professional sports teams – Cardinals
baseball, Rams football and Blues hockey – play in
downtown St. Louis. Laclede’s Landing and a
revitalized riverfront district features additional
entertainment opportunities including casinos,
restaurants, shops and the Gateway Arch and
National Park complex. Union Station is a national
historic landmark housing a Marriott Hotel,
restaurants, special shops and entertainment. The Delmar Loop is a vibrant, eclectic six-block
entertainment and shopping district. South Grand Boulevard is a center for many ethnic restaurants
and art galleries. Historic Soulard features an open-air farmers’ market and beautifully restored
homes around the In-Bev Anheuser-Busch brewery. The Hill is home to Italian neighborhoods,
shops and restaurants. The Central West End is famous for its eateries, antique shops and grand old
homes as well.
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St. Louis’ famous Forest Park was site of the 1904 World’s Fair. It is frequented by runners,
bicyclists, and picnickers and hosts some of the region’s favorite cultural and educational
institutions including the St. Louis Art Museum, St. Louis Zoo, St. Louis Science Center and
Missouri History Museum. Additionally, the 12,000-seat outdoor amphitheatre known as the
Muny Opera offers outdoor summer theater productions in Forest Park. The region boasts five
state parks and hundreds of neighborhood parks making it a beautiful place to visit. Attractions
within driving distance include Fairmont Park, thoroughbred racing; Cahokia Mounds State
Historic Site; and Six Flags over Mid-America.
St. Louis also has close-knit, friendly communities with a variety of educational opportunities.
The region has 162 different school districts, 890 public schools, 347 private and parochial
schools, and 30 technical and vocational schools. Many of the schools provide additional
programs for the gifted students, special programs for challenged students, and magnet or charter
schools for children seeking a non-traditional learning environment.
More than twelve universities and four-year colleges, including Washington University, Saint
Louis University and the University of Missouri-St. Louis are located in the greater St. Louis
region. Additionally, eighteen two-year and community colleges enhance the quality and skills
of the region’s work force and enrich its intellectual creativity and strength.
In the heart of the country, St. Louis is a convenient destination from anywhere in the country.
Transportation access includes four major interstates, Lambert St. Louis International Airport,
several regional airports and Amtrak. Once in St. Louis, a major part of the region is served by
Metro’s MetroBus, MetroLink and Metro Call-A-Ride Operations.
The same attractions, cultural institutions and negotiability that make the St. Louis region a great
place to visit also make it a great place to live. The Greater St. Louis region boasts lowest cost
of living among major metropolitan areas and ranks in the top five cities for most affordable
housing compared with the top 20 large metropolitan areas in the country.
Employment by Industry
The graph below depicts the importance of the services industry to the region. Hospitality is an
important segment of the service industry, supporting 22.3 million visitors annually.
300,000
250,000
200,000
150,000
100,000
50,000
0
US Bureau of Labor Statistics, 2010
Employment Distribution by Industry (Non-Farm)
Trade, Transit, Utilities
Educational, Health Services
Business Services
Government
Leisure, Hospitality
Manufacturing
Financial Activities
Construction, Mining
Other Services
Information
15

The America’s Center Convention Complex welcomes some of the country’s largest meeting
groups to its user-friendly facility. The services industry also includes healthcare and education.
The five largest employers in the region include BJC HealthCare, Boeing Integrated Defense
Systems, Washington University, SSM Healthcare, and Scott Air force Base.
Economic Trends
The Greater St. Louis region has been impacted by the economic downturn. In December 2011, the
national average unemployment rate was 8.5%. Within the Bi-State area, the City of St. Louis and
St. Clair County in Illinois generally track worse than the national unemployment statistics. The
graph below demonstrates unemployment rates in the Bi-State area. Since a significant portion of
Metro’s ridership is composed of business commuters, unemployment clearly impacts Metro
operations.
Unemployment Trends
14.0%
12.0%
10.0%
8.0%
6.0%
4.0%
2.0%
0.0%
1980 1990 2000 2010
Source: St. Louis RCGA, 2011
St. Louis City
St. Louis County
St. Charles County
Jefferson County
St. Clair County
Madison County
Monroe County
United States
Other statistics which have a direct correlation to Metro operations are per capita income,
poverty levels and educational levels.
Per Capita Income is defined as the
income computed for every man
Per Capita Income
and woman in a geographic area 50,000
age 16 and over. This statistic is 45,000
derived by dividing the total 40,000
income of all people age 16 and 35,000
over in a geographic area by the 30,000
total population in that area. 25,000
According to the chart on the right, 20,000
St. Louis County has exceeded 15,000
national trends for per capita 10,000
income over the last 29 years, with
5,000
a few Bi-State counties reaching
the national average and the City
of St. Louis remaining below the
per capita income.
Jefferson County St. Clair County Madison County
0
1980 1990 2000 2005 2009
St. Louis City St. Louis County St. Charles County
Monroe County
Source: US Dept Commerce, 2011
United States
(2010 data unavailable
at time of printing)
16

The poverty thresholds are the same for all parts of the country. They are not adjusted for
region, state or local variations in the cost of living. According to the 2010 US Census Bureau,
the national average of families living below the poverty level was 15.3%. Shown on the chart
below the Bi-State region includes poverty level trends that are both better and worse than the
national average. These trends may be influenced by socioeconomic factors relating to
environment and education.
30%
Percent of Families with Income Below
Poverty Level
25%
20%
15%
10%
5%
0%
1980 1990 2000 2010
St. Louis City St. Louis County St. Charles County Jefferson County
St. Clair County Madison County Monroe County United States
Source: US Census Bureau, 2010 American Community Survey
The graph below illustrates the most recent US Census Bureau statistics relating to residents over
age 25 in the Greater St. Louis region who are high school graduates. These statistics reveal City
of St. Louis has the lowest percentage of high school graduates in the region; however, there has
been an encouraging steady increase over the last 30 years.
100%
Percent of High School Graduates
80%
60%
40%
20%
0%
1980 1990 2000 2010
St. Louis City St. Louis County St. Charles County Jefferson County
St. Clair County Madison County Monroe County
Source: US Census Bureau, 2010 American Community Survey
17

Strategic Plan Overview
Purpose of Strategic Plan
The strategic plan is to provide the Board of Commissioners and stakeholders with a comprehensive
summary of Metro’s plan and vision to improve the region’s quality of life by providing excellent
public transportation for the Greater St. Louis Region.
Long-term Strategic Plan
The Metro management team and community leaders recognized the need to develop a
comprehensive long term strategic plan for public transportation in the Greater St. Louis Region. A
cooperative planning process was begun involving Metro management, East West Gateway Council
of Governments (EWGCOG), community leaders and users of public transportation. In February
2010, following numerous meetings with all stakeholders and diligent transportation research, a
comprehensive strategic long range plan named “Moving Transit Forward” was developed and
approved by EWGCOG and Metro’s Board of Commissioners. The “Moving Transit Forward” plan
may be viewed on the Metro website at: www.MovingTransitForward.org
The “Moving Transit Forward,” long-range strategic plan offers options that EWGCOG, the
region’s planning agency, can use when deciding next steps for public transit in the Greater St.
Louis Region. As EWGCOG makes those decisions on transit service, Metro will implement and
operate those services.
The “Moving Transit Forward” plan was developed to document a fiscally responsible, communitydriven
vision for restoring, enhancing, and expanding the Metro Transit System and will:
• Promote regional economic development.
• Strengthen Metro Transit as a vital regional asset.
• Provide quality transit access to more people.
• Improve service to low-income, elderly, and disabled residents.
• Include projects that are cost-effective.
With the adoption of the long-term plan and approval of a new tax subsidy, the region can
confidently proceed with implementation of the long-term plan. Medium- and long-range
construction projects will be subject to Federal and State of Missouri matching funds. Plans
include:
Immediate
• Transit service restored following previous cut-backs
Short-Range (1-5 years)
• Plan and design the next MetroLink extension, subject to determination by EWGCOG.
18

• Plan two Bus Rapid Transit (BRT) routes, subject to determination by EWGCOG. BRT offers
higher speed, high capacity service.
• Improve passenger amenities and technology.
Medium-Range (5-10 Years) (Subject to Federal and State of Missouri funding availability)
• Construct and operate one light-rail expansion route.
• Plan additional BRT routes.
• Plan and design additional transit centers.
Long-Range (10-30 years) (Subject to Federal and State of Missouri funding availability)
• Plan, construct and operate a second light-rail alignment.
• Begin planning and engineering for a third light-rail extension.
Short-term Strategic Plan
In addition to the long-term plan, the document provides the Board of Commissioners, customers,
elected officials, and key stakeholders with a comprehensive summary of Metro’s plans and
commitments to improve regional mobility, enhance the quality of life, improve fiscal
responsibility, and stimulate economic development. This short term strategic plan serves as a
blueprint to empower every Metro employee to work collaboratively to achieve our shared
objectives.
Metro’s management immediately began to implement the “Moving Transit Forward” strategic
plan. A series of meetings were convened with senior management to identify the vision and
mission that would drive Metro in the next decade. Core values were also identified and defined
that would guide the actions of all employees going forward as they work collaboratively in support
of the identified objectives and goals. These central elements of the plan come together as Metro’s
Strategic Alignment.
When it came to establishing the specific goals and objectives, senior management engaged every
department manager in the process from the outset, helping to ensure their commitment that will be
critical to achieving them. Members of the senior management team were assigned responsibility
for different objectives and tasked with outlining the strategies and action steps required to meet
each objective and goal in the plan. They also are empowered to ensure that individual employees
are familiar with the plan and accountable for their actions. The Employee Accountability and
Development System (EADS) ensure that Metro goals and objectives set by management will drive
the specific objectives and values of each employee on a daily basis. Goals, objectives, and
strategies identified in this document will be incorporated into individual and functional objectives
in the EADS process.
19

Metro’s strategic alignment to The “Moving Transit Forward” long range plan will include periodic
review to determine if the strategies and action plans are achieving the desired outcomes or if
adjustments are needed. Success in meeting key objectives will be factored into performance
evaluations for all management and staff.
Strategic Alignment
Vision Statement – Metro’s vision statement defines the primary objective which drives the
Agency.
To improve the region’s quality of life by providing excellent transportation
and promoting economic development.
Mission Statement – Metro’s mission statement defines the fundamental purpose of Metro and
informs of the desired level of performance.
Meeting the region’s transit needs by providing safe, reliable, accessible,
customer focused service in a fiscally responsible manner.
Core Values – Metro’s core values impact every aspect of our organization and guide the personal
work behaviors, decision making, and interpersonal interactions of all employees.
Customer Focus – We strive not only to meet but also exceed our customer’s needs and
expectations.
Safety & Security – The safety and security of our customers, general public, and
employees is our most important priority.
Character – We value and practice honesty, integrity, respect, courtesy, teamwork, trust,
directness, accountability, being receptive to other viewpoints and are committed to the
success of others and Metro.
Ethical Practices – We adhere to our code of ethics and other Metro standards of conduct
and behavior. We practice and enforce these standards throughout Metro and in all our
dealings with the public.
Communication – We are committed to providing clear and accurate information and to
being transparent at all times.
Recognition of Employee Contributions – We recognize our employees who create,
innovate, consistently support the day-to-day business requirements, and contribute to the
success of Metro.
20

Goals and Objectives
To achieve the coordinated strategic plan, Metro has identified four primary organization level
goals. These goals will guide the strategic initiatives of the organization through FY 2013. With
each new year, these goals will be evaluated for change. Each goal is broken down into key
objectives that contribute to the accomplishment of the goal.
Goal
1 Deliver a high quality transit experience
that is recognized by its customers,
industry peers, and regional stakeholders
for its excellence.
2 To be an effective and efficient
publically-supported organization that is
viewed as a transparent and accountable
steward of public funds.
3 Ensure cost-effective and efficient use of
resources and aggressively pursue
funding partnerships to supplement
existing resources.
4 Value all members of our staff and
endeavor to help all of our employees
develop to their fullest potential.
A
B
C
D
A
B
A
B
C
D
E
A
B
C
D
Objective
Efficiently and effectively operate service
sectors
Improve service quality and capacity for van,
bus, and rail systems
Implement innovative technologies
Improve transit security of van, bus, and rail
systems
Establish and manage communications plan
that improves public perception of Metro
programs and credibility of management
Establish a planning, policy, financial, and
operational framework for developing and
delivering transit service, projects, and
programs over the next 10 years, and
introduce potential service concepts that could
be implemented over the next 10-30 years
Implement internal process improvements
Implement cost reduction strategies
Implement revenue enhancement strategies
Identify and implement shared services
programs with other entities where beneficial
Deliver quality capital projects on time and
within budget
Continue to develop a safety conscious
culture throughout Metro, its customers, and
business partners
Invest in employee development
Strengthen the labor – management working
relationship
Provide timely, honest feedback on
performance through EADS program
21

Linking Strategic Plan to Budgets - Both the short and long term strategic plans are the primary
drivers for annual operating and capital budgets. The annual operating and capital budgets reflect
updated short-term goals and objectives identified in the strategic plan by quantifying expected
revenues and expense needed to meet the short-term goals. The Company’s organizational units
play a vital role in achieving these goals. The strategy, steps and performance measures of the
organizational units are documented under the functions and activities of the organizational units
section.
Transit Key Performance Metrics
Our success in meeting our strategic goals and objectives is measured by key performance
indicators. These metrics relate to elements of the system that directly influence our customers or
the financial and operational measures that impact our bottom line. Management’s goal is to
develop business and information systems that provide critical management information regarding
leading indicators to key personnel so corrective or preventive action can be taken as soon as
possible. Lagging indicators are also monitored in order to measure historical results for further
analysis and comparison. Key system performance indicators comparing the FY 2013 targets to
previous years are as follows:
Key Performance Indicators
FY 2013 FY 2012 FY 2011
Target Projection Target Actual
Customer Measures
Passenger Boardings (millions) 45.6 44.7 44.3 43.0
Average Weekday Ridership (thousands) 141.0 138.5 134.7 137.2
Passenger Injuries per 100,000 Boardings 1.5 1.5 2.2 1.3
Customer Complaints per 100,000 Boardings 10.0 13.0 8.0 11.9
Security Incidents per 100,000 Boardings 5.0 7.0 3.0 5.7
Business Measures
Farebox Recovery 20.2% 20.4% 20.0% 20.9%
Operating Expense per Revenue Hour $137.55 $131.25 $132.75 $125.31
Operating Expense per Passenger Boarding $5.48 $5.33 $5.49 $5.13
Subsidy per Passenger Boarding $4.16 $4.03 $4.18 $3.84
Operating Measures
Passenger Boardings per Revenue Mile 1.7 1.7 1.6 1.7
Passenger Boardings per Revenue Hour 25.1 24.6 24.2 24.4
Vehicle Accidents per 100,000 Vehicle Miles 1.2 1.6 1.2 1.6
Unscheduled Absenteeism 3.6% 3.5% 3.6% 3.6%
On-Time Performance 95.0% 94.0% 93.7% 95.2%
The above key performance indicators represent the entire Metro Transit System. Indicators by
mode of transportation or organizational group are detailed within the specific organizational group.
22

The following graphs depict certain performance metrics of Metro compared to peer transit
agencies in the United States from FY 2006 through FY 2010. The source of this data is the
Federal Transit Administration National Transit Database.
St. Louis maintains its position
among the peer transit agencies in
subsidy per boarding by remaining
one of the better self-sustained
systems. As boarding subsidies
increased during the last five years,
Metro has maintained a median rate
of growth among its peers.
7.0
6.0
5.0
4.0
3.0
2.0
1.0
Subsidy per Boarding
FY 06 FY 07 FY 08 FY 09 FY 10
St. Louis Baltimore Cleveland Dallas
Denver Pittsburgh San Diego
60.0
55.0
50.0
45.0
40.0
35.0
30.0
25.0
Annual Boardings per Capita
FY 06 FY 07 FY 08 FY 09 FY 10
St. Louis Baltimore Cleveland Dallas
Denver Pittsburgh San Diego
St. Louis Metro service cuts in FY
2010 are reflected in the Annual
Boardings per Capita chart by the
downturn in passenger ridership.
The five year history reflects a
decrease in a majority of the peer
transit groups.
Farebox recovery for Metro has
remained in the average range
compared to peer transit agencies
over the past five years.
45%
35%
25%
Farebox Recovery
15%
5%
FY 06 FY 07 FY 08 FY 09 FY 10
St. Louis Baltimore Cleveland Dallas
Denver Pittsburgh San Diego
23

Financial Policies, Fund Balances, Debt Obligations
All fiscal policies apply to the Transit System and Business Enterprises.
Planning and Budgeting Policies
Balanced Budget
Each year the President & CEO shall prepare an annual budget for the forthcoming fiscal year
that will be presented to the Board of Commissioners. The President & CEO will work with
the Board in setting strategic objectives, update the Agency’s long range planning document,
and prepare both operating and capital budgets. The operating budget shall include proposed
expenditures for current operations during the ensuing fiscal year and the method of financing
such expenditures. The capital budget shall include capital expenditures during the ensuing
fiscal year and the proposed method of financing such expenditures.
Basis of Budgeting
Metro budgets expenses on the accrual basis of accounting that is consistent with accounting
policy whereby revenues are recognized when earned and expenses are recognized at the time
the liability is incurred.
Balanced Budget Guideline
For purposes of the Transit operating budget, a balanced budget shall be where revenues equal
expenditures except for depreciation and unfunded OPEB expenses.
Audit Policies
Internal Audit (Policy 30.020)
It is the policy of the Agency to employ an Internal Auditor who shall report directly to the
Board of Commissioners. The Internal Auditor shall supervise and direct the staff of the
Internal Audit Department. The Internal Audit Department shall provide independent,
objective analysis and recommendations to assist the President & CEO and management in
effectively discharging their administrative responsibilities. The Internal Audit Department
shall perform routine audits of compliance of Agency divisions with internal Agency rules
and regulations. The Internal Audit Department shall at all reasonable times have access to
the accounts, books, and records of the Agency, and the Department may interview the
President & CEO and other employees of the Agency as necessary.
24

External Audit (30.010)
It is the policy of the Agency to submit its books and records to annual audit by a nationally
recognized CPA firm. The firm shall have broad experience in auditing large local
government and/or agencies in compliance with relevant federal rules and regulations such as
the Single Audit Act.
Accounting Policies
Financial Reporting Entity
The basic financial statements encompass all proprietary functions for which Metro is
responsible. These functions include: Executive Services, Gateway Arch Tram System,
Gateway Arch Parking Facility, Gateway Arch Riverboats, St. Louis Downtown Airport, and
the Transit System.
Additionally, Metro evaluated whether there were any potential component units which
should be included in these financial statements based on the following criteria: financial
accountability, access to resources, responsibility for debts and deficits, and fiscal
independence. Metro has a retiree medical trust and a not-for-profit which are component
units: however, Metro is not a component unit of any other entity or government. The City of
St. Louis, Missouri, the Missouri counties of St. Louis, St. Charles and Jefferson, the Illinois
counties of Madison, St. Clair, and Monroe and the States of Illinois and Missouri have
limited decision-making authority over Metro and have limited responsibility for Metro's
debts or deficits except as provided in the Memorandum of Agreement.
Basis of Accounting
Metro follows the accrual basis of accounting and uses the economic resources measurement
focus for all of its enterprise funds and fiduciary funds. Revenues are recognized when earned
and expenses are recognized at the time liabilities are incurred regardless of the timing of
related cash flows. Under GASB Statement No. 20, Accounting and Financial Reporting for
Proprietary Funds and Other Governmental Entities That Use Proprietary Fund Accounting,
Metro applies all applicable GASB pronouncements and Financial Accounting Standards
Board (“FASB”) Statements and interpretations issued on or before November 30, 1989,
unless these pronouncements conflict with or contradict GASB pronouncements. Metro has
also elected to apply all FASB statements and interpretations issued after November 30, 1989
except for those that conflict with or contradict GASB pronouncements.
Interim Reporting
Monthly and year-to-date financial reports are prepared for Metro managers to compare actual
financial results to the budget. Monthly operating performance indicator reports are prepared
for St. Clair County, and quarterly operating performance indicator reports are prepared for
the Board of Commissioners, East West Gateway Counsel of Governments, the City of St.
Louis and St. Louis County, the Missouri Department of Transportation and the Illinois
25

Department of Transportation. All interim budget and performance indicator reports are also
published on the Metro website.
Fund Accounting
Metro maintains its accounting records on the basis of funds. A fund is a fiscal and accounting
entity with a self-balancing set of accounts. Cash and other financial resources, together with
all related liabilities and residual equities balances and changes therein are segregated for the
purpose of carrying on the specific activities or attaining certain objectives in accordance with
special regulations, restrictions or limitations.
The fund financial statements provide information about Metro’s funds, including fiduciary
funds. Separate statements for each fund category – proprietary and fiduciary – are presented.
The emphasis of fund financial statements is on the enterprise funds.
All funds used in accounting for the financial operations of Metro are enterprise funds or
fiduciary funds. For financial reporting purposes, Metro is considered a single enterprise fund
in which all subsidiary enterprise funds are combined and interfund transactions are
eliminated. Metro is required to adopt a balanced budget; however, it is not required to adopt
legally enforceable budgets and does not adopt such budgets.
Fund Equity
Fund equity is calculated by deducting the liabilities from the assets. In its simplest terms, it
is what would be left over if all liabilities were paid at fiscal year-end. Fund equity is one
indicator of financial health.
Enterprise Funds
Metro’s enterprise funds are used to account for operations that are financed and operated in a
manner similar to private business enterprises.
The business purposes of the various enterprise funds of Metro are as follows:
• General Agency Fund - performs certain developmental activities and acts as the
administrative head of Metro;
• Gateway Arch Tram System Fund - operates and maintains the transportation system
within the Gateway Arch in accordance with a cooperative agreement with the United
States Government;
• Gateway Arch Parking Facility Fund - operates and maintains the parking garage at the
Jefferson National Expansion Memorial Park in accordance with a cooperative agreement
with the United States Government;
26

• Gateway Arch Riverboat Fund – owns, operates and maintains both the Tom Sawyer
and Becky Thatcher Riverboats docked along the Mississippi River just below the
Gateway Arch;
• St. Louis Downtown Airport Fund – owns, operates and maintains the St. Louis
Downtown Airport and an adjacent business park located in Cahokia, Illinois;
• Transit System Fund – owns, operates and maintains the St. Louis metropolitan area
mass transportation system which includes MetroBus, MetroLink and Metro Call-A-Ride
services.
The following chart shows the FY 2013 budget for all Metro’s sources and uses of funds.
27

Metro
Operating and Capital Budget
Projected Sources and Uses of Funds
Fiscal Year 2013
(in thousands)
General Gateway Arch Arch Parking Riverfront St. Louis Metro
Agency Tram Facility Attractions Downtown Airport Transit System
Totals
Operating Capital Operating Capital Operating Capital Operating Capital Operating Capital Operating Capital Operating Capital
Beginning available funds $1,400 $0 $3,000 $9,000 $1,150 $1,000 $100 $0 $350 $0 $29,000 $105,000 $35,000 $115,000
Intercompany transfers - - - - - - - - - - - - - -
Sources of funds:
State and local assistance - - - 3,034 - 150 - - - 1,612 191,410 83,520 191,410 88,316
Passenger and service fees 3,805 - 5,454 - 1,722 - 2,432 - 1,688 - 55,478 - 70,579 -
Federal assistance - - - - - - - - - 5,073 18,156 300,243 18,156 305,316
Other (adm. fees,
interest & misc.) 3 - 14 - 2 - 0 - - - 301 - 321 -
Total Sources 3,807 - 5,468 3,034 1,724 150 2,432 - 1,688 6,685 265,345 383,763 280,465 393,632
Uses of funds:
Wages and benefits 1,898 - 1,704 - 445 - 1,134 - 808 - 153,841 - 159,831 -
Services 830 - 921 - 554 - 310 - 40 - 27,465 - 30,120 -
Materials and supplies 28 - 228 - 29 - 546 - 95 - 18,816 - 19,741 -
Utilities and fuel 8 - 109 - 85 - 207 - 186 - 28,149 - 28,743 -
Casualty and liability costs - - 44 - 33 - 167 - 69 - 5,233 - 5,547 -
Other 323 - 4,622 - 174 - 170 - 124 - 6,205 - 11,617 -
Capital Projects - Metrolink - - - - - - - - - - - 115,234 - 115,234
New revenue vehicles - - - - - - - - - - - 85,111 - 85,111
Capital projects, equipment, - -
and other capital - - - 3,034 - 150 - - - 6,685 - 183,418 - 193,287
Debt service - - - - 39 - - - - - 23,041 - 23,080 -
Total Uses 3,087 - 7,628 3,034 1,358 150 2,534 - 1,321 6,685 262,750 383,763 278,678 393,632
Ending available funds $2,120 $0 $841 $9,000 $1,516 $1,000 ($1) $0 $717 $0 $31,594 $105,000 $36,787 $115,000
(Totals may not sum due to rounding.)
28

Estimates and Assumptions
The preparation of the financial statements in conformity with accounting principles generally
accepted in the United States of America requires management to make estimates and
assumptions that affect the reported amounts of assets and liabilities; the disclosure of
contingent assets and liabilities at the date of the financial statements; and the reported
amounts of revenues and expenses during the reporting period. Actual results could differ
from those estimates.
Metro Operating Revenues and Expenses
Operating revenues and expenses generally result from providing services in connection with
Metro’s ongoing operations. Revenues are recorded as income in a manner consistent with
the timing of the provided service. The principal operating revenues of the various funds of
Metro are as follows:
• General Agency Fund – interfund charges for management services;
• Gateway Arch Tram System Fund – charges to tourists for admissions to attractions
at the Jefferson National Expansion Memorial and rentals;
• Gateway Arch Parking Facility Fund – charges to customers for parking fees;
• Gateway Arch Riverboat Fund – charges to tourists for riverboat excursions along
the Mississippi and memorabilia sales;
• St. Louis Downtown Airport Fund – charges to customers for aviation and runway
services provided, including hangar rentals and fuel;
• Transit System Fund – fares charged to passengers for public transportation, advertising,
and rentals.
Operating expenses include the cost of services, administrative expenses and depreciation
expenses on capital assets. All revenues and expenses not meeting this definition are reported
as non-operating revenues and expenses.
Expenditure Controls
Metro utilizes several different methods for controlling expenditures. A tiered approval
system is utilized to secure management approval on various levels of expenditures. The
approval tiers are as follows:
Supervisors $5,000 and under
Managers $10,000 and under
Directors $25,000 and under
Vice Presidents $100,000 and under
Chief Executive Officer Unlimited
29

Additional expenditure control tools utilized include purchase orders, procurement cards, and
work orders for project related expenditures, service contracts and labor contracts.
Monitoring tools utilized include budget reports by cost center, and quarterly performance
indicator reports.
Cash and Cash Equivalents
Metro pools all cash for investment purposes when most beneficial. Each fund has equity in
the pooled amount. Investment earnings are allocated to each individual fund on the basis of
their investment or equity in the pooled amount. Metro considers all highly liquid
investments readily convertible into cash with original maturities of three months or less to be
cash equivalents. Metro carries all cash equivalents at cost, which approximates fair value.
Investments Policies (Policy 30.040)
Funds of Metro shall be invested pursuant to the Board approved Investment Policy and
Investment Procedures and Trust Indentures.
Investments consist of U.S. Treasury and Agency securities, bankers' acceptances,
commercial paper, money market funds, repurchase agreements and certificates of deposits
with original maturities greater than three months. These investments are carried at fair value
unless their remaining maturity at the time of purchase is one year or less, in which case they
are carried at amortized cost. Metro determines fair value to be the amount at which financial
instruments could be exchanged in a current transaction between willing parties, at quoted
market prices. Also, certain money market investments having a remaining maturity of one
year or less at the time of purchase and non-negotiable certificates of deposit with redemption
terms that do not consider market rates are carried at amortized cost.
• Interest rate risk -- Interest rate risk is the risk that the fair value of an investment will
decline as interest rates increase, and if it is sold before its maturity a loss will result.
Metro’s investment policy specifies that all funds may be invested in maturities that match
anticipated obligations to a maximum of five years. The policy is not applicable to
restricted investments or collateral securities related to lease finance obligations or bond
indentures, for which investment maturities are generally matched to specific debt
amortization requirements. Due to the short duration of the majority of Metro’s non-lease
or bond related investments at June 30, 2011, interest rate risk is not significant to Metro.
• Credit risk -- Credit risk is the risk that the financial counterparty will fail to meet its
defined obligations. Metro’s investment policy authorizes the unlimited purchase of
direct obligations of the U.S. Government or its agencies, repurchase and reverse
repurchase agreements, commercial paper, banker’s acceptances, and money market
funds. Repurchase and reverse repurchase agreements are entered into only with preapproved
credit-worthy banks or dealers, and a written repurchase agreement is completed
for each bank or dealer. Metro’s investment policy limits investments in commercial
paper, negotiable (uncollateralized) certificates of deposit, and banker’s acceptances to the
30

top two ratings issued by nationally recognized credit rating organizations, and further
limits these instruments to five million per issuer. The policy also stipulates that money
market funds used have over $500 million in assets and carry the highest rating issued by
a nationally recognized credit rating organization. The policy is not applicable to
restricted investments, or collateral securities related to lease finance obligations or bond
indentures. Provisions of the lease agreements or bond indentures stipulate that financial
counterparties have and maintain the highest rating issued by a nationally recognized
credit rating organization. If the counterparty does not maintain the required rating it is
required to collateralize the investment with securities which carry the highest rating
issued by a nationally recognized credit rating organization. (In the case of the investment
contracts listed above, the rating requirement is applicable to the senior debt rating of the
issuer of the contract; the contracts themselves are not rated separately.)
As of June 30, 2011, Metro’s non-lease related money market funds and other broker
accounts were in the amount of $50,686,419. Of this amount, $49,445,351 was deposited
in twelve different institutional money market funds, $1,045,064 was deposited in a
trading account with Metro’s energy commodities broker, and $196,004 was deposited in
the Illinois Funds, a state run money market investment pool. Of the money market fund
balance, the $23,481,890 was deposited in two different money funds managed by Black
Rock; $8,551,946 was deposited in five different money funds managed by Columbia
Funds or Merrill Lynch, both owned by Bank of America-Merrill Lynch; $8,100,353 was
deposited in a money market fund managed by UBS Financial; $7,229,152 was deposited
in three different money market funds managed by Federated Investors; and $2,082,010
was deposited in a money market fund managed by Dreyfus. All institutional money
market funds and investment pools used had the highest rating of Standard and Poor’s,
Moody’s, or Fitch Rating Services. For all money market funds and investment pools, net
asset value equals reported fair value. The Illinois Funds are managed by the State
Treasurer of Illinois, per provisions of state statute.
• Custodial Credit Risk -- Custodial credit risk is the risk that, in the event of the failure of
the counter-party, Metro will not be able to recover its investments or collateral securities
that are in possession of an outside party. Metro’s investment policy specifies that all
investments be delivered to Metro’s securities safekeeping agent and held in the name of
Metro. The policy is not applicable to restricted investments or collateral securities
related to lease finance obligations or bond indentures, which generally are held in trust
according to specific provisions of the lease agreement or bond indenture. As of June 30,
2011 and 2010, Metro’s investment safekeeping agent held all of Metro’s non-lease or
bond related investments in treasury securities or government agency securities in Metro’s
name. As of June 30, 2011, and 2010, collateral for repurchase agreements was either
being held by Metro’s agent or by the financial counterparty in a segregated customer
account in the name of Metro. Metro’s investment policy specifies that collateral for
repurchase agreements with a term of longer than 14 days be placed in joint custody with
Metro at the Federal Reserve Bank or other third party custodian. No repurchase
agreements in effect at June 30, 2011 or 2010 had a term of longer than 14 days.
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Fair Value of Financial Instruments
The following table presents the carrying amounts and estimated fair values of Metro's
financial instruments at June 30, 2011. The fair value of a financial instrument is defined as
the amount at which the instrument could be exchanged between willing parties in a current
open market transaction.
Financial Liabilities 2011
(in millions) Carrying Value Fair Value
Total long-term debt 570.7 577.2
The fair value of Metro's total debt is estimated based on the quoted market prices for similar
issues or by discounting expected cash flows at the rates currently offered to Metro for debt of
the same remaining maturities, as advised by Metro's bankers.
Materials and Supplies
Metro transit inventories of materials and supplies are recorded at cost, using the moving
weighted average method and are expensed when inventories are consumed in operations.
Business Enterprise inventory counts are completed midyear to accommodate seasonality and
maritime regulations. Purchases made between the midyear inventory count and fiscal
yearend are expensed as incurred.
Capital Assets
Capital assets, which include property, plant, equipment, and infrastructure assets, are
recorded at cost, when acquired or constructed. Capital assets are defined by Metro as assets
with an initial, individual cost of more than $5,000 and an estimated useful life of one year or
more. Improvements to existing plant and equipment, which extend the useful lives of the
related assets, are capitalized. Donated capital assets are recorded at their fair value at the
time of donation. Expenditures for maintenance and repairs are charged to expense as
incurred. When capital assets are retired or otherwise disposed of, the cost of the assets and
the related accumulated depreciation are removed from the accounts and gains and losses on
disposals are recorded. Prorated shares of the proceeds from the sale of property and
equipment, which were acquired with federal or state funds, are returned to the United States
Department of Transportation – Federal Transit Administration or the related state
Department of Transportation, respectively.
Depreciation and Amortization
Depreciation of capital assets is calculated using the straight-line method over the estimated
useful lives of the assets. The estimated useful lives are as follows:
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Self-insurance Liability
Years
Airport runways and related facilities 15-25
Buildings and improvements 15-25
Gateway Arch tram facilities 15-25
Riverboats and barges 15-20
Light rail structures and improvements 12-30
Autos and trucks 5-10
Buses, vans, light rail and other revenue vehicles 3-25
Furniture, fixtures, computers and other equipment 3-10
Liabilities for workers' compensation, employee medical and dental insurance claims, and public
liability and property damage claims are recognized as incurred on the basis of the estimated cost
to Metro upon resolution.
Workers’ compensation benefits are awarded on the basis appropriate for the governmental
authority in each state in which Metro operates. Estimated liabilities for injury and damage
claims and medical and dental insurance claims are charged to operations in the year the claim
events occur; estimated liabilities for outstanding claims are made by management.
Self-insured liabilities are reported when it is probable that a loss has occurred and the amount of
the loss can be reasonably estimated. Liabilities include an amount for claims that have been
incurred but not reported.
Since self insured claims depend on such complex factors as inflation, changes in legal doctrines,
and damage awards, the process used in computing claims liability does not necessarily result in
an exact amount. Claims liabilities are evaluated on a case-by-case basis and are re-evaluated
periodically to take into consideration historical experience of recently settled claims, the
frequency of claims, and other economic and social factors. On an annual basis, our external
auditors review claim liabilities as well as our actuaries.
Pension Plans
Metro sponsors four defined-benefit pension plans. It is the policy of Metro’s Board of
Commissioners to see that each pension plan is funded to the fullest extent feasible through a
combination of investments and contributions. Each plan is administered by an Administrative
Pension Committee comprised of Trustees who are selected, at least in part, by the Board. Under
Sections 70.050 A and B of its Collected Board Policies, the Board maintains authority over the
appointment of the Trustees on the Salaried Employees Administrative Pension Committee, and
over one-half of the Trustees on the three Pension Committees that administer the plans for the
employees who are represented by the Amalgamated Transit Union (“ATU”) and the
International Brotherhood of Electrical Workers (“IBEW”). The ATU and the IBEW select the
other one-half of the Trustees on those three Committees. The Administrative Pension
Committees are authorized to administer their respective plan’s assets, determine eligibility for
33

enefits under the plan and to construe the plan’s terms. There are no separate audited GAAPbasis
reports for the pension plans or the OPEB plan.
The Pension Plan for Salaried Employees of Metro is a noncontributory single employer defined
benefit pension plan for salaried employees (“Salaried Plan”). All Metro full-time salaried
employees are eligible to participate in the Salaried Plan. Employees who retire after attaining
the normal service retirement age as defined in the plan, provided the employees have five years
of credited service, are entitled to normal retirement benefits, payable monthly for life, based
upon final average monthly earnings and years of credited service. Final average monthly
earnings are the employee’s average monthly earnings for the three consecutive Plan years
preceding cessation of employment producing the highest average. Participants who have
attained age 55 and completed ten years of credited service may retire and receive reduced
benefits. The Salaried Plan also provides death and disability benefits. The amortization periods
for the plans are closed.
All Metro full-time employees who are included in one of the collective bargaining units
recognized by Metro are required to participate in the applicable Union Plan. The Union Plans
are contributory single employer defined benefit pension plans. Participants must satisfy
minimum age and service requirements for retirement and are eligible for a deferred vested
pension if they leave the service of Metro with at least 10 years credited service. The Union
Plans are as follows:
• Bi-State Development Agency Missouri-Illinois Metropolitan District and Division 788
Amalgamated Transit Union, AFL-CIO Employees’ Pension Plan and Agreement (“788
O&M Plan”)
• Bi-State Development Agency Missouri-Illinois Metropolitan District and Division 788,
Clerical Unit, Amalgamated Transit Union, AFL-CIO Employees’ Pension Plan and
Agreement (“788 Clerical Plan”)
• Bi-State Development Agency Missouri-Illinois Metropolitan District and Locals No. 2 and
No. 309 of the International Brotherhood of Electrical Workers Employees’ Pension Plan and
Agreement (“IBEW Plan”)
The 788 O&M Plan members are eligible for full retirement benefits at (a) age 65, (b) the
completion of 25 years of credited service or (c) age 55 with 20 years of credited service.
Participants who have attained age 55 with 15 years of credited service may retire and receive
reduced benefits.
Under the 788 Clerical Plan, members are eligible for retirement benefits at (a) age 65 with 10
years of credited service or (b) the completion of 25 years of credited service. Participants in the
Clerical Unit Plan who have attained age 55 with 15 years credited service may retire and receive
reduced benefits.
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The IBEW Plan members are eligible for retirement benefits at (a) age 65 with 12 years of
credited service or (b) the completion of 25 years of credited service.
All Union employees are required to make plan contributions by payroll deduction each week.
If a union employee leaves the employment of the Agency prior to being eligible to receive a
monthly benefit, he or she is eligible for a refund of contributions. Upon retirement,
employees are entitled to a monthly pension benefit, payable for life. The Union Plans also
provide survivor and disability benefits.
Each plan has an annual actuarial valuation that includes financial statements and required
supplementary information for that plan. The actuarial valuation is publicly available. Those
reports may be obtained from the Benefits Section, Bi-State Development Agency, 707 North
First Street, Mail Stop #125, St. Louis, MO 63102, or by calling 314-982-1471.
Total Metro covered payroll for plan years ending in 2011 and 2010 was $80,991,850 and
$82,519,393, respectively. Below are the total employees and retirees covered under the
Salaried Plan for plan year ending May 31, 2010 and for the Union Plans for plan year ending
March 31, 2010.
Fiscal Year 2010
Union Plans
Salaried
Plan
788
O&M
788
Clerical IBEW Total
Retirees & beneficiaries 273 987 61 6 1,327
Vested long-term
disability claims 10 7 - - 17
Terminated vested 182 20 2 2 206
Terminated non-vested
(due refund) 21 1 22
Fully vested 283 620 33 14 950
Non-vested active 178 581 19 40 818
Total participants 926 2,236 115 63 3,340
Funding Policy, Annual Pension Cost and Actuarial Assumptions
For the Salaried Plan, Metro contributes the actuarially recommended contribution (ARC).
For the Union Plans, Metro has agreed within each collective bargaining agreement, to fund a
portion of the ARC. For the 788 O&M and IBEW plans, Metro funds 70% of the ARC. For
the 788 Clerical plan, Metro funds 68% of the ARC. The remaining percentages of each
plan’s ARC are funded from the employee contributions. Following is Metro's annual
pension cost for the current year and related information for each plan.
35

Union Plans
Salaried Plan 788 O&M 788 Clerical IBEW
Actuarial valuation date Jun 01, 2010 Apr 01, 2010 Apr 01, 2010 Apr 01, 2010
Contributions
Employee none $ 1,887,988 $ 98,975 $ 52,741
Employer 2,803,934 4,953,503 223,550 122,475
Total contributions made $ 2,803,934 $ 6,841,491 $ 322,525 $ 175,216
Contribution rates (as percent
of covered payroll)
Employee 0.0% 3.6% 5.9% 1.8%
Employer 11.0% 9.4% 13.4% 4.2%
Employer Annual Pension Cost $ 2,803,934 $ 4,953,503 $ 223,550 $ 122,475
Actuarial cost method Projected Unit Entry Age Entry Age Entry Age
Credit Cost *
Amortization method 30 years, * Level dollar, Level dollar, Level dollar,
Level dollar, if fixed period fixed period fixed period
greater than $0
Closed Closed Closed Closed
Remaining amortization period na 23 years 24 years 25 years
Asset valuation method
Expected
Return Method
w/o Phase-in
Expected
Return Method
w/o Phase-in
Expected
Return Method
w/o Phase-in
Expected
Return Method
w/o Phase-in
Actuarial assumptions:
Investment rate of return 7.50% 7.25% 7.25% 7.25%
Inflation rate of return 3.50% 3.50% 3.50% 3.50%
Projected salary increases 4.50% 4.50% 4.50% 4.50%
Post-retirement benefit increases 0.00% 0.00% 0.00% 0.00%
* Effective Jun 01, 2004
Other Post-Employment Benefits
In addition to the pension benefits described above, Metro provides other post-employment
health care benefits to all employees who meet retirement requirements and provide an
employee share of premiums. The benefits for union retirees are determined by contractual
agreement and the benefits for salaried retirees represent a voluntary payment. As of June 30,
2011, 1,120 union and salaried retirees met those requirements.
Three plan options are offered, and retiree contributions are three-tiered based on retirement
date. The retiree contributions range from $2 per month Tier 1 Economy Plan coverage to
$304 per month for family Tier 3 Premium Plan coverage. Metro reimburses a minimum of
eighty percent of the amount of validated claims for medical and hospitalization costs
incurred by retirees and their dependents.
For each retiree eligible for Medicare, Metro’s Plan coordinates benefits with Medicare.
Expenditures for post-employment health care benefits are recognized as retirees report
claims and include a provision for estimated claims incurred but not yet reported (IBNR) to
Metro. In addition, some retirees are included in health maintenance organizations for which
Metro pays fixed premiums.
36

Plan Description
Metro Self-Insured Comprehensive Medical Plan is a single-employer healthcare plan. Metro
provides healthcare benefits to retirees, their spouses and their eligible dependents, and life
insurance benefits to its retirees.
Post Employment Benefit Policies
GFOA Reporting Requirements
Metro’s annual OPEB cost (expense) is calculated based on the annual required contribution
of the employer (ARC), an amount actuarially determined in accordance with the parameters
of GASBS No. 45. The ARC represents a level of funding that, if paid on an ongoing basis, is
projected to cover normal cost each year and amortize any unfunded actuarial liabilities (or
funding excess) over a period not to exceed 30 years.
Meeting Budgeting and Funding Challenges
For budgeting purposes, Metro budgets OPEB costs in two categories. The annual normal
OPEB costs are budgeted as retiree medical expense. This portion is funded on a pay-as-yougo
basis. The current year portion of the OPEB unfunded liability is accrued and shown as
OPEB expense in the financial statements.
Hedging Policy
The Agency will engage only in financial hedge transactions that are consistent with prudent
risk management practices related to the Agency’s principal business. The hedge is a
financial tool used to reduce the risk associated with buying diesel fuel, electricity and natural
gas as well as financial lending or borrowing activities.
Metro has adopted GASB 53 to account for their investment in oil future contracts to hedge
against the volatility in diesel fuel prices. Because the fuel hedge is an effective hedge as
defined by GASB 53, the unrealized gain (loss) on the fuel hedge is reported on the Statement
of Net Assets as an investment and a deferred inflow/outflow. The hedging instruments
affected are weekly fuel hedge contracts with a notional amount of 42,000 gallons each with
an index of New York Harbor Heating Oil #2 as listed on the NYMEX. There were 71 and
114 open contracts at June 30, 2011 and 2010, respectively. On average, it costs Metro $32 to
acquire a fuel hedge contract. The aggregate fuel hedge contracts cover a rolling 18-month
period.
Basis risk -- Metro is exposed to basis risk on its fuel hedge contracts because the future fuel
purchases are based on a pricing point different from the pricing point at which the future
contracts are expected to settle (New York Harbor Heating oil #2).
There is no termination or interest rate risk.
37

Debt Policies
Legal Debt Limits
Currently, Metro is not subject to legal debt limits. The Agency is not required to obtain voter
approval to issue debt or refinance bonds.
Metro Debt
Debt may be incurred only by the specific authority of the Board of Commissioners through
special action. Notwithstanding funds specifically identified by Board Policy to be exempt,
all funds under such debt resolutions or indentures of trust shall be controlled by the
investment set forth in such documents.
Metro may not enter into a debt or financing arrangement unless the transaction is in full
compliance with all state and federal laws.
Sinking Funds
Sinking funds shall be established to ensure that cash is available to make timely debt service
payments on debt issuances that have maturities of one year or more and have periodic
interest payments. Metro shall deposit amounts into the established sinking fund account in
accordance with the Trust Indenture specific to each debt issuance.
Reserve Funds
Reserve funds may be required by the financial markets. These reserves may be funded by
cash and securities, insurance, or surety bonds, but shall not be accessed unless the sinking
funds have insufficient money to make the principal and interest payments as due. For
financial planning purposes, reserve projections shall be based on the actual requirement on
existing debt, plus the lower of maximum annual debt service or 10% of principal outstanding
on projected debt.
Legal Security Structure
Metro shall establish a legal security structure of liens, agreements, pledged revenues, and
other covenants which will be sufficient to secure credit enhancement from a financial
institution or bond insurer with a rating of “AA” or better from Standards and Poor’s or Fitch
and a rating of “Aa” or better from Moody’s.
Debt Coverage Ratios
Certain debt service coverage ratios are required to access the financial markets. For financial
planning purposes for both long-term debt and short-term debt, sales tax revenues plus
operating revenues, plus interest income, less operating expenses (excluding debt service and
depreciation), for the prior twelve months, must be sufficient to cover maximum annual debt
38

service and financing lease payments by 1.00 times. The same calculation for future years
must be sufficient to cover maximum annual debt service and lease payments, including
payments on any debt to be issued, varying with each financing.
Revenue Policies
Revenue Diversification
Since revenue from passenger fares only covers a portion of operating expenses, Metro seeks
to diversify its sources of revenue wherever possible.
Operating Revenues
Operating revenues are recorded in the accounting period in which they become earned and
measurable.
• Transit- passenger fares, bus and shelter advertising, real property rental income, and
miscellaneous non-capital project billings.
• Agency (Executive Services)- Management fees from each operating unit.
• Gateway Arch Tram System- passenger ticket sales and site rental for special receptions.
• Gateway Arch Parking Facility- daily and monthly parking and special event parking
fees.
• Riverfront Attractions- riverboat cruise fee revenues, food, beverage and gift shop sales
associated with riverboat cruises, bicycle rentals, helicopter tours and concession
revenues.
• St. Louis Downtown Airport- aircraft parking, leased acreage, hangar rentals, aviation
fuel sales, concession revenues, and other revenues for security, utilities and trash
removal.
Establishing Fares and Fees
• Transit - passenger fares require approval by the Board of Commissioners and 30-day
public notice prior to implementation.
• Business Enterprises fares require approval by the Board of Commissioners.
Non-Operating Revenues
Non-operating revenues are recorded in the accounting period in which they become earned
and measurable. There are primarily three sources of non-operating income; grants,
assistance (local, state, federal), and sales tax appropriations.
39

Grants and Assistance
All capital grants and assistance are recorded in the accounting period in which they become
earned and measurable. Unrestricted, irrevocable operating assistance grants are recorded as
nonoperating income. Capital grants and assistance, which are restricted to use for payments
of debt service or acquisitions of capital assets, are credited directly to fund equity (capital
grants and assistance).
Capital projects are defined as expenditures or projects with an estimated useful life of one year
or more and a total cost of at least $5,000. Types of capital projects include construction of new
transit facilities, purchase of rolling stock or support equipment and enhancements to the transit
system for passenger comfort and safety.
Federal Aviation Administration Capital Improvement Grants
Capital improvement projects for airport engineering and construction costs at the St. Louis
Downtown Airport are funded by capital improvement grants from the Federal Aviation
Administration and the Illinois Department of Aeronautics. The terms and conditions of
capital grants require that a portion of the project costs be funded locally.
Capital and Operating Assistance Grants
The purpose of the Capital Assistance Grants is to provide financial assistance in the
undertaking of urban mass transportation capital improvement projects. Additionally,
beginning in fiscal year 1999, a portion of the Capital Assistance Grants may be used for fleet
maintenance. The terms of the capital assistance grants require that a portion of the project
costs be funded locally. The local share of the capital assistance grants has been funded by
grants from the State of Illinois and by application of local Missouri sales tax appropriations.
Metro is the recipient of the following type of assistance grants.
• Federal Transit Administration -- Metro is the recipient of several Federal Transit
Administration Assistance Grants awarded by the United States Department of
Transportation under the Federal Transit Act of 1964, as amended.
• State of Missouri -- In 1996 the Governor of the State of Missouri approved temporary
transit operating assistance grant funding through the Missouri Department of
Transportation. Metro began receiving this assistance in July 1996. The grant was
renewed for fiscal year 2011 and is expected to be renewed in fiscal year 2013.
• Illinois Department of Transportation Grants -- The Illinois Department of
Transportation is authorized under provisions of Illinois Revised Statutes, Chapter 127,
Section 49 through 51 and Illinois Revised Statues, Chapter 127, Section 701 (“Illinois
Acts”) to provide capital assistance to Metro. Metro uses a portion of the Illinois capital
assistance grants to meet local share requirements on certain federal transit administration
capital improvement projects.
40

Sales Tax Appropriations
The Missouri Legislature has authorized certain cities and counties to levy a ½-cent sales tax
to be used for transportation purposes. The bill does not require that revenues be paid directly
to the Transit System, but authorizes the collecting agencies to appropriate such revenues for
transportation purposes. Therefore, all sales tax revenues are subject to appropriation risk. A
minimum of 2 percent of any appropriation for public mass transportation must be passed
through to the St. Louis Office of Mentally Retarded/Developmentally Disabled Resources
(“City Board”) and Productive Living Board for the Developmentally Disabled (“County
Board”). Sales tax receipts, which are passed through to the City and County Boards, are
recorded as operating assistance and the corresponding expense is recorded as a contribution
to outside entities in the statement of revenues and expenses of Metro.
Additionally, a ¼-cent sales tax was established, is restricted to mass transit use, and annually
appropriated from the City of St. Louis and St. Louis County. Metro, in accordance with
certain debt agreements, has authorized the bond trustee to receive these payments. The
remaining funds, after debt service, are then transferred to Metro.
In April 2010 voters in St. Louis County approved an additional ½ cent sales tax (Prop A)
initiative to be used for transportation purposes. Under previously approved sales tax
initiative in the City of St. Louis, this initiated an additional ¼ cent sales tax. Both of these
new sales taxes are regulated under the same statutes as the original ½ cent and ¼ cent sales
taxes. Both are subject to appropriation risks.
That portion of the sales tax receipts which is restricted for capital expenditures, for
improvements to properties used in providing public mass transportation, for parts inventory,
or for debt related payments is recorded as a restricted asset in the sales tax capital accounts,
with a corresponding credit to capital grants and assistance. The restricted asset balance is
reduced as funds are expended for the authorized purposes.
The Agency has restricted funds, which are recorded in the Sales Tax Capital Account, for the
purchase or construction of new transportation equipment or facilities. Temporary advances
for operating purposes are allowed from the fund, to be repaid when federal, state or local
operating assistance is received.
Illinois Service
Metro contracts with the St. Clair County Transit District to provide public mass
transportation services for the Illinois Counties of St. Clair and Monroe. The contract
specifies the amount of services to be provided, and the method of reimbursement for
operating costs associated with the services provided in these counties.
41

Financial Reserve Policies
Restricted Funds Policies
That portion of the sales tax receipts which is restricted for capital expenditures, for
improvements to properties used in providing public mass transportation, for parts inventory,
or for debt related payments is recorded as a restricted asset in the sales tax capital accounts,
with a corresponding credit to capital grants and assistance. The restricted asset balance is
reduced as funds are expended for the authorized purposes.
Metro has restricted funds, which are recorded in the Sales Tax Capital Account, for the
purchase or construction of new transportation equipment or facilities. Temporary advances
for operating purposes are allowed from the fund, to be repaid when federal, state or local
operating assistance is received.
Cash, Cash Equivalents and Investments
Cash, cash equivalents and investments of Metro are presented on the combined statements of
net assets as restricted cash and cash equivalents and restricted investments and as
unrestricted cash and cash equivalents.
Restricted Assets
At June 30, 2011, the following assets were restricted to the purposes for which the funds
were created.
2011
Restricted Assets
Restricted accounts receivable $ 60,611
Restricted under Cooperative
Agreement 8,498,350
Restricted under Revenue Bond
Indenture 1,485,001
Sales tax capital 13,758,415
Self-insurance 16,537,890
Capital lease obligations 87,397,590
Mass transit sales tax bond indenture 27,320,364
Other 53,856,233
Total Restricted Assets $ 208,914,454
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Operating Agreement
Gateway Arch Cooperative Agreement
According to a cooperative agreement (“Agreement”) dated May 14, 1962, as amended, with
the United States Government acting through the National Park Service, Metro agreed to
construct and operate a transportation system in the Gateway Arch. According to the
Agreement, Metro will operate the transportation system (“Tram”) until January 1, 2013, and
is to receive a monthly management fee based upon the prior month's operating results. The
United States Government retains legal title to the Gateway Arch Transportation Facilities.
Upon termination of the Agreement, the Agency is required to transfer to the United States
Government all assets remaining from the operations of the transportation system after
discharge of all liabilities.
Through the Agreement, Metro agreed to construct and operate a 1,200 space parking facility
on the Jefferson National Expansion Memorial site, the Gateway Arch. The United States
Government retains legal title to the Gateway Arch Parking Facility. Metro is required to
establish parking rates, fees and charges to operate and maintain the parking garage and to
pay debt service on the Arch Parking Facility Revenue Refunding Bonds, Series 1997. Upon
termination of the Agreement, Metro is required to transfer to the United States Government
all assets remaining from the operations of the parking facility after the discharge of all
liabilities.
Commitments and Contingencies
Expenditures financed by State and Federal grants are subject to audit by the granting
agencies to determine compliance with conditions of the grants. Management believes that
Metro is in compliance with the terms of such grants and that no significant liability will arise
from audits previously performed or to be performed.
In the ordinary course of business, a number of claims and lawsuits arise from individuals
seeking compensation for personal injury, death, and/or property damage resulting from
accidents occurring in the operation of the system. In addition, Metro has been named as a
defendant in a number of lawsuits relating to personnel and contractual matters. Management
does not believe that the outcome of these claims will have a material adverse effect on
Metro’s financial position. However, in the event of an unfavorable outcome in one or more
of these matters, the impact could be material to Metro’s financial position or results of
operations.
Conduit Debt Obligations
From time to time, Metro has issued Industrial Development Bonds and Special Facility
Revenue Bonds to provide financial assistance for the acquisition and construction of
facilities deemed to be in the public interest.
43

Financing Instruments, Obligations and Debt
Finance Obligations Under Lease
On October 1, 1995 Metro entered into a transaction to lease 30 Series 1000 light rail vehicles
to investors (the “headlease”) and simultaneously sublease the vehicles back (the “sublease”).
Metro entered into similar transactions on August 26, 1997, leasing four of its Missouri
facilities (DeBaliviere, Brentwood, Main Repair and MetroLink Yards and Shops).
Additionally, Metro entered into similar transactions on August 30, 2001 and November 29,
2001 leasing 34 of its Series 2000 and Series 3000 light rail vehicles, respectively.
1995 Lease/Leaseback of 30 LRVs
As of June 30, 2011, the Series 1000 LRVs had a fair market value of approximately $63.0
million. As part of the LRV headlease, Metro received a prepayment equivalent to the net
present value of the headlease totaling approximately $63.0 million. With the prepayment,
Metro purchased investments sufficient to make the payments under the sublease.
Approximately $52.7 million was deposited in a Guaranteed Investment Contract (GIC),
with American International Group (AIG), a large AAA rated insurance company. According
to the terms of the GIC, AIG committed to pay the debt portion of the sublease obligations
and repurchase options. In addition, $6.8 million was invested in obligations of the
Resolution Trust Corporation (RTC), a U.S. Government Agency. These obligations were
STRIP (zero coupon) securities, in the par amount of $22,932,000, which at maturity (2017),
was sufficient to pay the remaining equity portion of the sublease obligation and exercise the
repurchase option.
Terms of the lease stipulated that the GIC provider maintain a credit rating of at least BBB.
In 2008, AIG was downgraded from AAA. This caused a liquidity crisis for the company,
since it required that AIG post collateral for its obligations. To avert the failure of the
company, in September 2008, the Federal Reserve provided an $85 billion credit facility to
the AIG, in exchange for 80% ownership of the company.
Concerns regarding the exposure to AIG were such that the Metro Board authorized that the
lease be terminated, provided that the cost was reasonable. In November 2010, Metro made
an offer to the lease investor to terminate the lease for the market value of RTC Strip
securities in the Investment Account, (approximately $20 million) plus an additional payment
of approximately $2 million, to bring the total offer to $22 million. The offer was accepted,
and the transaction closed on November 30, 2010. Metro also recognized a loss of
approximately $6.5 million on a previously reported market gain of the RTC securities.
1997 Lease/Leaseback of Transit Facilities
In 1997, Metro prime leased its Brentwood and DeBaliviere Bus Facilities, Main Repair
Shop, and MetroLink Light Rail Facility to Bi-State SPVI Trust. Bi-State SPVI Trust leased
the Facilities to State Street Bank and Trust. State Street subleased the Facilities to Bi-State
SPVII Trust. Bi-State SPVII Trust subleased the Facilities to Metro. The facilities were
44

leased for various periods, the last repurchase option occurring in 2018. The four facilities
had a fair market value of approximately $92.3 million. As part of the head lease, Metro
received prepayments equivalent to the net present value of the head lease obligations which
totaled approximately $68.4 million. Approximately $57.6 million was deposited with
AMBAC Asset Funding to pay the debt portion of the sublease obligation and exercise the
lease repurchase option. In addition, $7.2 million was invested in a Guaranteed Investment
Contract (GIC) with AMBAC Capital to satisfy the remaining equity portion of the sublease
obligation. Metro received approximately $3 million as net proceeds from the transaction.
The lease was fully defeased at closing, in that all future lease payments were guaranteed by
future income from lease investment agreements. AMBAC Assurance Company guaranteed
the payments of AMBAC Asset and AMBAC Capital, and also provided a surety policy for
the transaction. Provisions of the lease agreement provided that if AMBAC’s credit rating
was downgraded, that the payment agreements be collateralized and the surety policy be
replaced. AMBAC was downgraded initially in November 2008 and then received further
downgrades in 2010, eventually receiving a Caa2 (“extremely speculative”) rating from
Moody’s in July 2010. Upon initial downgrade in November 2008, AMBAC Assurance
Corporation transferred collateral to the Collateral Agent with respect to the GIC.
In October 2009, AMBAC initiated discussion with Metro on early termination of the 1997
Lease. Subsequently, Metro entered into termination negotiations with the lease investor,
who was also the investor in the F1 Tranche of the 2001 LRV Lease (see below). The
investor offered to terminate the lease at a substantial discount from the accreted value of their
future revenue from the lease, provided that Metro also terminate the F1 Tranche of the 2001
Lease. Metro accepted these terms. The transaction closed on December 15, 2009. AMBAC
made a termination payment to Metro for the GIC reflecting the current value of the
investment contract. Metro also received proceeds from the securities in the F1 payment
obligation account (see below). With these funds, plus an additional amount, the required
termination payment was made to the investor for both transactions. Due to the investor being
involved in similar negotiations with other transit agencies, the termination agreement
provides that Metro not disclose the specific amount of this payment. Management believes
the amount of the payment was reasonable, was significantly below the maximum exposure in
the transactions, and did not materially affect Metro financial results for the year (FY’10).
The charge was recorded as interest expense in the financial statements for the prior year.
2001 Lease/Leaseback of 34 LRVs
With respect to the Series 2001 Lease/Leaseback of 34 LRVs, Metro entered into three
tranches: F1 and C1 dated August 30, 2001 and then C2 dated November 30, 2001. The F1,
C1 and C2 tranches involved transactions for seven (7), twenty-three (23) and four (4) LRVs,
respectively. With respect to the F1 and C1 tranches dated August 30, 2001, the thirty LRVs
at closing had a fair market value of $120.0 million. Metro received a prepayment equivalent
to the net present value of the headlease obligations totaling approximately $120.0 million.
Approximately $93.6 million was deposited with Premier International Funding, to partially
meet Metro’s rent obligations under the sublease and to set aside funds to enable Metro to
exercise its repurchase option. Financial Security Assurance Company, Inc. (FSA, now
Assured Guaranty), rated Aa3 by Moody’s, and AA+ by Standards and Poor’s, guarantees,
45

through a surety policy, the payments under the agreement with Premier International
Funding. Approximately $16.5 million was deposited with AIG (Equity Payment Undertaker)
to meet Metro’s remaining payment obligations under the F1 and C1 subleases and to set
aside funds to enable Metro to exercise its repurchase options. The AIG downgrade
referenced above triggered a provision within the Participation Agreement requiring Metro to
replace the payment undertaker or substitute acceptable lease collateral. Additionally, a
downgrade of FSA in November 2008 triggered a lease provision requiring Metro to replace
the surety policy.
With respect to the F1 payment obligation, On June 10, 2009, Metro terminated the
agreement with AIG and deposited securities sufficient, at maturity, to meet Metro’s
obligations under the sublease. As noted above, upon early termination of the F1 Tranche of
the 2001 Lease, in December 2009, the securities were sold and the proceeds used as part of
the required termination payment. The St. Clair County Transit District (SCCTD, one of
Metro’s funding partners), which participated in the lease, contributed approximately 70% of
the termination payment of the F1 Tranche.
With respect to the C2 Tranche, the four light rail vehicles at closing had a fair market value
of $16.0 million. Metro received a prepayment equivalent to the net present value of the
headlease obligations totaling approximately $16.0 million. Approximately $12.9 million
was deposited with Premier International Funding to partially meet Metro’s rent obligations
under the sublease and to set aside funds to enable Metro to exercise its repurchase option, if
Metro chooses to do so. FSA provides a surety policy, to guarantee the payments under the
agreement with Premier International Funding. Approximately $1.8 million was deposited
with AIG-Matched Funding Corporation (“Equity Payment Undertaker”) to meet Metro’s
remaining rent obligations under the sublease and to set aside funds to enable Metro to
exercise its purchase option.
Due to the credit rating downgrades of AIG and FSA, Metro was placed in technical default
with regard to the C1 and C2 Tranches. However, the lease investor agreed to waive
enforcement of default remedies while cure negotiations took place.
At June 30, 2010, Metro had reached a tentative agreement with lease investor to cure the
lease default pertaining to the C1 and C2. The agreement called for Metro to pledge
additional collateral to the investor, equal to a percentage of the investors’ future revenue
from the transaction. Due to complexities involved in negotiating specific terms of the
agreement, the transaction did not close until February 2011, at which time Metro purchased
collateral, in the form of U.S. Treasury securities, in the agreed upon par amount of $8.7
million. The collateral amount will be returned in entirety to Metro (and the SCCTD) at the
end of the lease. Additionally, the collateral will be marked to market annually, and any
portion of the collateral amount exceeding the specified amount will be returned to Metro.
Conversely, if the market value of the collateral falls below the specified amount, Metro will
be required to deposit additional collateral. It is expected that as the investors’ future revenue
amount declines as the lease termination date approaches, the collateral amount will be
reduced. The collateral will also be returned if AIG and FSA re-establish the required credit
46

ating. The SCCTD, paid for approximately 70% of the collateral, of which approximately
$6.1 million was unpaid at June 30, 2011.
Under the various lease transactions still outstanding, Metro maintains the right to continued
use and control of the assets through the end of the leases and is required to insure and
maintain the assets.
All of the leases discussed above have been recorded as capital leases for accounting
purposes. The following table highlights pertinent information on the subleases for 2011:
1995 2001
Transaction Transactions Total
Sublease balances, 6/30/10 $ 70,801,721 $ 76,479,811 $ 147,281,532
Interest accrued in 2011 2,196,622 4,956,210 7,152,832
Lease payments and reductions (72,998,343) (2,774,580) (75,772,923)
Total sublease balances, 6/30/11 $ - $ 78,661,441 $ 78,661,441
Purchase option dates January 2025
Sublease termination dates January 2025
The following is a schedule by fiscal year of future lease payments and purchase option
payments, to the extent they are exercised, and interest expense for the above transactions as
of June 30, 2011:
Payments
2012 $ 2,949,633
2013 1,927,505
2014 3,472,844
2015 -
2016 - 2020 -
2021 - 2025 217,541,616
Total future lease payments 225,891,598
Less amount representing interest (147,230,157)
Net obligation at June 30, 2011 $ 78,661,441
47

Long-Term Debt
Debt and capital lease obligations at June 30, 2011, consisted of the following:
2010 2011
Amortization,
Beginning Payments and Ending Due Within
Balance Borrowings Other Adjustments Balance One Year
Capital Lease Obligations $ 147,281,532 $ 7,152,832 $ (75,772,923) $ 78,661,441 $ 2,949,633
Subordinate Mass Transit Sales Tax
Appropriation Bonds, Series 2005 A 150,000,000 - (150,000,000) - -
Mass Transit Sales Tax Appropriation
Bonds, Series 2002 A, B, C 321,016,761 - (9,650,000) 311,366,761 10,120,000
Plus: Unamortized debt premium 3,125,984 - (1,060,579) 2,065,405 -
Less: Deferred amount on remarketing - - (781,244) (781,244) -
Mass Transit Sales Tax Appropriation
Bonds, Series 2007 20,820,000 - - 20,820,000 -
Plus: Unamortized debt premium 34,405 - (1,480) 32,925 -
Mass Transit Sales Tax Appropriation
Bonds, Series 2009 97,220,000 - - 97,220,000 -
Less: Unamortized debt discount (208,724) - 7,136 (201,588) -
Mass Transit Sales Tax Appropriation
Bonds, Series 2010 A - 75,000,000 75,000,000 -
Less: Deferred amount on refunding - - (349,402) (349,402) -
Bonds, Series 2010 B - 70,290,000 - 70,290,000 -
Plus: Unamortized debt premium - 4,712,945 (1,175,009) 3,537,936 -
Less: Deferred amount on refunding - - (349,402) (349,402) -
Gateway Arch Parking Facility Revenue
Refunding Bonds, Series 1997 2,045,000 - (645,000) 1,400,000 680,000
Less: Unamortized debt discount (22,495) - 12,897 (9,598) -
Debt and capital lease obligations $ 741,312,463 $ 157,155,777 $ (239,765,006) $ 658,703,234 $ 13,749,633
Arch Parking Facility Revenue Refunding Bonds
The construction of the Gateway Arch Parking Facility was financed through the April 29,
1986 issuance of revenue bonds (1986 revenue bonds). On February 10, 1997, Metro issued
$8,110,000 of revenue bonds at 3.9 percent to 5.875 percent (“1997 revenue bonds”). The
proceeds from the 1997 revenue bonds were used to redeem all of the previous outstanding
revenue bonds. The 1997 revenue bonds are not a general obligation of Metro, but rather are
collateralized by future operations of the garage as well as the debt service reserve.
According to the indenture under which the revenue bonds were issued, the Gateway Arch
Transportation Facilities fund must maintain a debt service reserve at the required balance of
$790,686. The indenture and resolutions under which the bonds were issued also specify
certain restrictive covenants. The significant covenants include not taking action to make the
bonds private activity bonds, as defined by the United States Tax Code, and having specified
operating profits in excess of 150 percent of the next year’s debt service requirement and the
debt service reserve. As of June 30, 2011, Metro was in compliance with such covenants.
Long-term debt principal and interest maturities subject to mandatory redemption for the
bonds are as follows:
48

Fiscal
Interest
Year Principal Expense
2012 $ 680,000 $ 58,947
2013 720,000 17,626
$ 1,400,000 $ 76,573
Mass Transit Sales Tax Appropriation Bonds
Series 2002
In November 2002, Metro issued $414 million in Mass Transit Sales Tax Appropriation
Bonds to finance the design, engineering, acquisition of equipment and construction of the 8.2
mile Cross County MetroLink Extension. The Series 2002 A, B and C Bonds are expected to
be paid from the revenues received by St. Louis County and the City of St. Louis from a onequarter
cent mass transit sales tax (“Proposition M Sales Tax”) annually appropriated for such
purpose.
The $100 million Series 2002A Bonds were originally issued as weekly Variable Rate
Demand Notes. The notes had a weekly put feature which provided the investor an
opportunity to redeem the bonds. In the event the bonds were redeemed and another buyer
could not be found for them, Metro entered into a stand-by bond purchase agreement with a
large bank. In exchange for a fee, the bank agreed to buy any unsold bonds. Due to events
related to the global credit crisis which began in summer 2007, approximately $75 million of
the Series A Bonds were put back to the stand-by bond purchase provider, beginning in
September 2008 through February 2010. Terms of the bond purchase agreement provided
that Metro makes early amortization on any such bonds. Consequently, in March, 2009,
Metro remarketed $25 million of the Series A as fixed rate bonds at rates between 4.5% and
5.2%, maturing in 2019 – 2023. The remaining $75 million of the Series A Bonds were
refunded in November 2009 with the Series 2009 Bonds (see below).
The $313,305,000 Series 2002B bonds bear interest at rates of 3.05 percent to 5.25 percent,
with maturities beginning fiscal year 2009 through fiscal year 2033. In December 2007,
Metro refunded the first two principal payments of the Series 2002B Bonds (due 2009 and
2010) with the Series 2007 Refunding Bonds (see below).
The $816,760 Series 2002C Capital Appreciation Bonds accrete interest at 4.125 percent
(maturing October 2012,) 4.75 percent (maturing 2017) and 5.25 percent (maturing 2022)
with a value of $1,855,000 at maturity.
Long-term debt principal and interest maturities subject to mandatory redemption for the
bonds are as follows:
49

Fiscal
Interest
Year Principal Expense
2012 $ 10,120,000 $ 15,348,829
2013 10,531,930 14,829,326
2014 11,185,000 14,216,046
2015 11,775,000 13,618,684
2016 12,400,000 12,983,325
2017-2021 72,236,114 54,464,092
2022-2026 71,848,717 36,031,048
2027-2031 75,435,000 17,820,188
2032-2033 35,835,000 1,366,188
$ 311,366,761 $ 180,677,726
The Mass Transit Sales Tax Appropriation Bonds were collectively issued at premium of
$11,102,583, which is reported in long-term debt. The premium is being amortized as a
reduction of interest expense under the effective interest rate method. At June 30, 2011, the
unamortized premium was $2,065,405. Metro also incurred and deferred $6,191,902 of
issuance costs related to the issuance of the bonds and $436,478 for the remarketing costs. At
June 30, 2011, the remaining balance is $4,007,969.
Series 2002 Debt Service Reserve Fund
To provide further security to the bondholders, the 2002 Bond Trust Indenture specified that a
Debt Service Reserve Fund (DSRF) be created in the amount of $27,975,665 ($28.0 million).
Metro had the option of cash funding this requirement or purchasing an AAA rated surety. A
surety was purchased from Financial Security Assurance Corporation (FSA, now Assured
Guaranty), which at the time of issuance was rated AAA by all three credit ratings agencies.
Assured Guaranty lost its last AAA rating on October 25, 2010, triggering the replacement of
the policy or cash funding the DSRF by October 25, 2011. During 2011, the Metro Board
approved and executed a plan to cash fund the DSRF, by using a combination of capital grant
funding, a loan from the State of Missouri Transportation Finance Corporation (MTFC), and
Metro funds, which was completed by the required date of October 25, 2011.
Series 2005 (Subordinate)
In November 2005, Metro issued $150 million in Subordinate Mass Transit Sales Tax
Appropriation Bonds (Series 2005A) to complete the MetroLink Cross county light rail
extension project, pay certain costs of issuance, and provide funds for interest expense up to
three years. The Series 2005A Bonds are expected to be paid from the revenues received by
St. Louis County and the City of St. Louis from a one-quarter cent mass transit sales tax
annually appropriated for such purposes, but have a subordinate lien on the tax to the Series
2002 Bonds and subsequent bond issues refunding or remarketing the Series 2002 Bonds. (see
below). The Series 2005 A Bonds were initially issued as weekly Variable Rate Demand
Notes, with liquidity to the bondholders provided through a direct pay Letter of Credit (LOC)
which expired on November 2, 2010. The initial rate on the Series 2005A Bonds at closing
was 2.65 percent. On August 1, 2006, to mitigate interest rate risk, Metro converted $100
50

million of the Series 2005A Bonds to a rate of 3.95% for a 38-month period ending October 1,
2009. On October 1, 2009, the $100 million Series 2005 thus converted were remarketed as
weekly Variable Rate Demand Notes. The Series 2005 Bonds were refunded with the Series
2010 Bonds (see below).
Series 2007
In December 2007, Metro issued $20.82 million in Mass Transit Sales Tax Appropriation
Refunding Bonds (Series 2007) to advance refund the 2009 and 2010 principal payments of
the Series 2002B Bonds, totaling $18.1 million. A Debt Service Reserve in the amount of
$2.08 million was established at the time of the bond sale. The net proceeds of $18.49 million
were deposited in an irrevocable trust with an escrow agent to provide for the payment of
principal and interest of the aforementioned Series 2002B bonds. The Series 2007 Bonds are
expected to be paid from the revenues received by St. Louis County and the City of St. Louis
from a one-quarter cent mass transit sales tax annually appropriated for such purposes. The
bonds bear interest at rates of 5.00 percent to 5.25 percent and mature in fiscal year 2034.
As a result of the refunding, Metro increased its total debt service requirements by $29.31
million, which resulted in an economic loss of $3.21 million. As of June 30, 2011, all of the
defeased debt had been retired.
The bonds were collectively issued at a premium of $38,224 that is recorded in long-term
debt. The premium is being amortized as a reduction of interest expense. At June 30, 2011
the unamortized premium was $32,925. Metro incurred and deferred $276,296 of costs
related to the issuance of the bonds. At June 30, 2011, the remaining balance is $237,997.
Long-term debt principal and interest maturities subject to mandatory redemption for the
bonds are as follows:
Fiscal
Interest
Year Principal Expense
2012 $ - $ 1,074,425
2013 - 1,074,425
2014 - 1,074,425
2015 - 1,074,425
2016 - 1,074,425
2017-2021 - 5,372,125
2022-2026 - 5,372,125
2027-2031 - 5,372,125
2032-2034 20,820,000 2,686,063
$ 20,820,000 $ 24,174,563
51

Series 2009
In October 2009, the Executive Committee of the Metro Board of Commissioners authorized
the issuance of $97.2 million in Mass Transit Sales Tax Appropriation Bonds. The
transaction closed on November 9, 2009. Metro issued a total of $97,220,000 in fixed rate
serial and term bonds at an average rate of 4.97%. The bonds were issued at a discount. The
discount amount of $213,454 is being recognized over the 30 year term of the bonds. The
amount unrecognized at June 30, 2011 was $201,558. The bond proceeds were used as
follows:
• Approximately $75 million was used to refund the remaining $75 million of the $100
million par Series 2002A Variable Rate Bonds.
• Approximately $9.9 million was used to terminate (net) two interest rate swaps Metro had
in connection with the Series 2002A Variable Rate Bonds.
• Approximately $9.1 million was used to create a Debt Service Reserve Fund for the
bonds.
• The balance of approximately $2.5 million was used to purchase a bond insurance policy
($1.6 million), for the underwriters discount ($.45 million), and to buy other costs of
issuance (.55 million). The total cost of issue of $2,486,000 is being deferred over the 30
year term of the bonds. At June 30, 2011 the remaining balance was $2,347,910.
• The deferred amount of refunding was approximately $839,000. This amount is being
deferred over the original remaining life of the Series 2002 A Bonds. As of June 30,
2011, the remaining balance was approximately $781,000.
Fiscal
Interest
Year Principal Expense
2012 $ - $ 4,767,975
2013 - 4,767,975
2014 - 4,767,975
2015 - 4,767,975
2016 - 4,767,975
2017-2021 - 23,839,875
2022-2026 8,555,000 23,302,463
2027-2031 10,035,000 20,620,906
2032-2036 31,745,000 17,835,919
2037-2040 46,885,000 4,376,875
$ 97,220,000 $ 113,815,913
52

Series 2010 (Subordinate)
In October 2010, the Executive Committee of the Metro Board of Commissioners authorized
the issuance of $145.2 million in Mass Transit Sales Tax Appropriation Bonds. The bonds
were issued to refund the $150 million Series 2005 Bonds (see above). The Series 2010
Bonds are expected to be paid from the revenues received by St. Louis County and the City of
St. Louis from a one-quarter cent mass transit sales tax annually appropriated for such
purposes, but have a subordinate lien on the tax to the Series 2002 Bonds and subsequent
bond issues refunding or remarketing the Series 2002 Bonds.
The transaction closed on October 14, 2010. The 2010 bonds were issued in two series:
• The $75,000,000 Series 2010A Variable Rate Bonds. The Series 2010A Bonds were
initially issued as weekly Variable Rate Demand Notes, with liquidity to the bondholders
provided through a direct pay Letter of Credit (LOC) issued by J.P. Morgan Chase Bank,
whose senior unsecured debt is currently rated Aa3, A+, and AA- by Moody’s, S&P, and
Fitch, respectively. The LOC expires in October 2013. The Series 2010A Bonds mature
in fiscal year 2035. The bonds had an initial rate of .27%. The average weekly rate
during the fiscal year was .24%.
• The $70,290,000 Series 2010B Fixed Rate Bonds. The Series 2010B Bonds were issued
as 4% coupon bonds maturing on October 15, 2013. The bonds were issued at a price of
$106.25 for a total premium of approximately $4.71 million, making the effective yield on
the bonds 1.70%. The premium will be amortized over the three year term of the bonds.
The unamortized premium at June 30, 2011 was $3,537,936.
• The cost of issuance for the Series A and B Bonds was approximately $687,000. This
cost was not funded with bond proceeds and is being deferred over three years. As of
June 30, 2011, the remaining balance was $534,456.
• The deferred amount of refunding was approximately $898,000. This amount was
allocated equally to the Series A and B Bonds and is being deferred over the life of the
Series 2010 A Bonds. As of June 30, 2011, the remaining balance was approximately
$349,000 for both the 2010 A Bonds and 2010 B Bonds.
The Series 2002B Bonds are callable beginning in October 2013, provided market conditions
are favorable. Metro is anticipating an overall restructuring of the Series 2002B Bonds as
well as the Series 2010 Bonds in 2013. It is expected that such a restructuring will also
address the 2002 DSRF requirement (see above).
53

Fiscal
Interest
Year Principal Expense
2012 $ - $ 2,819,410
2013 - 2,811,600
2014 70,290,000 2,811,600
$ 70,290,000 $ 8,442,610
Interest
Fiscal Year Principal Expense
2012 $ - $ 67,500
2013 - 67,500
2014 - 67,500
2015 - 67,500
2016 - 67,500
2017-2021 - 337,500
2022-2026 - 337,500
2027-2031 - 337,500
2032-2035 75,000,000 222,288
$ 75,000,000 $ 1,572,288
Terms
Special Facility Revenue Bonds
For the construction of the second phase of the MetroLink system, Metro utilized funds
provided by the proceeds from three special revenue bond issuances. These bonds are not
general obligations of Metro. The bonds are to be repaid by a party other than Metro.
Accordingly, the bonds are not reported as liabilities in the accompanying financial
statements. The following is a description of the three bond issuances:
• St. Clair County MetroLink Extension Project Bonds, Series 1998 A: The
$48,550,000 Series 1998 A Bonds, issued July 1, 1998, are special, limited obligations of
Metro, payable solely from certain project payments to be made by the Metro East Transit
District of St. Clair County (the “District”), pursuant to the Project Financing,
Construction, and Operation Agreement dated July 1, 1998 (“Project Agreement”)
between the District and Metro. These bonds mature serially. On September 26, 2009, St.
Clair County Transit District deposited cash with the Trustee to legally defease the bond
issue.
• St. Clair County MetroLink Extension Project Refunding Revenue Bonds, Series
2004: The $5,590,000 Series 2004 Bonds, issued April 15, 2004 are special, limited
obligations of Metro, payable solely from revenue and other sources provided in the
54

indenture, and are not general obligations of Metro. These bonds mature serially in
varying amounts through 2028. The Series 2004 bonds provide funds to refund a portion
of the Series 1998 A bonds on July 1, 2004 through July 1, 2008. As of June 30, 2011,
$5,435,000 remains outstanding.
• St. Clair County MetroLink Extension Project Refunding Revenue Bonds, Series
2006: The $39,155,000 Series 2006 Bonds, issued December 20, 2006 are special,
limited obligations of Metro, payable solely from revenue and other sources provided in
the indenture, and are not general obligations of Metro. These bonds mature serially in
varying amounts through 2028. The Series 2006 bonds provide funds to refund a portion
of the Series 1998 A bonds on July 1, 2009 through July 1, 2028. As of June 30, 2010,
the entire amount was outstanding.
55

The Budget Process and Stakeholder Interface
The Compact between the States of Missouri and Illinois
adopted in 1949 requires the Bi-State Development Agency of
the Missouri-Illinois Metropolitan District (Metro) to prepare
and adopt an annual budget. Such a budget must set forth
proposed expenditures to be undertaken during the budget year
for administration, operations, maintenance, debt service and
capital projects. In addition, the budget identifies the
anticipated income funding options for financing the proposed
expenditures. The transit system is required to present a
balanced budget where revenues equal expenses. The budget is a financial and
strategic plan for the upcoming year developed in accordance with Agency policies. It
seeks to optimize resources and maintain consistency with defined organizational
objectives and the Agency’s Strategic Plan.
The preparation and eventual approval of the annual operating and the tri-annual capital
budgets are both an internal and external process.
Operating Budget Internal Preparation
Each year the budget begins with a budget message to Agency cost center managers
imparting objectives for the upcoming budget year, including indications of the Agency’s
expected financial condition for the coming year and details of procedures to be followed
in preparation of the budget.
Agency cost center managers submit operating requests to the budget department using
an online application. Metro’s senior management reviews these preliminary operating
budgets and sets parameters for the coming year. Through a series of meetings, cost
center managers refine their preliminary operating budget requests per management’s
parameters, goals and
The Operating Budget Internal Process
objectives. Final
decisions are then
Board Policy
Management
Financial
and Direction
Input
Parameters
made by Metro’s
President and CEO to
Goals
allow the operating
and
Submission
Objectives
Internal Analysis
budget document to
Budget Prepared Preliminary
be prepared and
Operating Budget
by
Review Operating Budget
Process
Cost Center
Senior Mgmt Approval by Board presented to the
Managers
Review
of Commissioners
Board. The Board of
Strategic Plan
Final Decisions
Board Adoption
Commissioners’xx...x
approval completes
the internal process.
56

Operating Budget External Review and Approval Process
Each of the Transit System’s funding jurisdictions has a separate operating budget
approval process. In St. Louis County, Metro’s operating budget is reviewed and
recommended by the Public Transportation Commission and advanced to the County
Executive. The County Executive submits a funding bill to the County Council, which
debates and acts upon the bill. In the City of St. Louis, the Ways and Means Committee
of the Board of Aldermen reviews the bill prior to adoption of funding ordinances by the
Board. Subsequently, the Board of Estimates and Apportionment authorizes payments.
In Illinois, Metro contracts with the St. Clair County Transit District for funds for
operations.
The Gateway Arch operating budget is approved by the National Park Service.
Capital Budget Internal Preparation
The preparation and eventual approval of the tri-annual capital budget is both an internal
and external process. Each year the capital budget process begins with a meeting of the
Agency Senior Managers who serve as the Capital Improvement Program Prioritization
Committee. Projected federal, state and local revenue sources covering three fiscal years
are discussed and the budget message to Agency “cost center” managers is
communicated regarding the agency’s capital improvement objectives for the upcoming
capital budget cycle. Projects are solicited from the Agency cost center managers and
reviewed and prioritized. Projects from the region’s long-range plan formulated by the
East-West Gateway Council of Governments, the federally recognized St. Louis
Metropolitan Planning Organization, are incorporated as appropriate. Internally,
operating plans are formulated, as is a Transportation Improvement Program (TIP),
which documents all federal transit grants for which the Agency plans to apply.
Cost center managers submit capital and operating requests to the budget department.
Senior management reviews these preliminary budgets and parameters are set for the
coming year. Through a series of meetings with cost center managers, capital and
operating budget
requests are refined.
Final decisions are then
made by Metro’s
President and CEO to
allow the budget
document to be prepared
and presented to the
Board. The Board of
Commissioners approval
completes the internal
process.
Board Policy and
Direction
Capital Budget
Process
The Capital Budget Internal Process
Capital Improvement
Needs Identified by
Cost Center Managers
Projects Reviewed
and Prioritized by
Senior Mgmt
Draft CIP Developed
Management Input
Submission
Internal Analysis
Preliminary Review
Senior Mgmt Review
Final Decisions
Board Adoption
Financial
Parameters
Capital Budget
Implementation
57

Capital Budget External Review and Approval Process
The capital budget is then considered under an external review and approval process.
The Gateway Arch budget is approved by the National Park Service. Each of the Transit
System’s funding jurisdictions has a separate approval process. In St. Louis County,
Metro’s budget is reviewed and recommended by the Public Transportation Commission
and advanced to the County Executive. The County Executive submits a bill to the
County Council, which debates and acts upon the bill. In the City of St. Louis, the Ways
and Means Committee of the Board of Aldermen reviews the bill prior to adoption of
funding ordinances by the Board. Subsequently, the Board of Estimates and
Apportionment authorizes payments. In Illinois, Metro contracts with the St. Clair
County Transit District (District) for funds for operations and capital acquisition. Metro,
with approval of the District, applies for grants from the Illinois Department of
Transportation.
East-West Gateway has a rigorous review process for the TIP, an important part of
Metro’s overall budget. That process includes public hearings and committee review
prior to consideration for approval by its Board of Commissioners. After Council
approval, the TIP is forwarded to the Illinois Department of Transportation and the
Missouri Highway and Transportation Commission for review and inclusion in each
state’s Transportation Improvement Program. Final review by the Federal Transit
Administration is required for grant application and receipt of federal funds.
Operating and Capital Budget Amendment Process
A budget amendment for either the operating or capital budget is deemed necessary when
a shortfall requiring the identification of additional funds is created by a significant event
that could not have been reasonably foreseen at the time of budget adoption.
Additionally, an amendment may be necessary due to local, state or federal government
action. Presentation of the amendment to the Board of Commissioners is necessary,
identifying proposed changes along with the justification and funding mechanism.
Adoption by a majority of the Board formally amends the budget.
The budget and grant approval process is illustrated on the next page.
58

Operating and Capital Budget and Grant Approval External Process
EXTERNAL PLANNING AND INPUT
EXTERNAL APPROVAL PROCESS
Community Input
East-West Gateway
East-West Gate way
Council of Governments
Council of Governments
- Transportation Planning Committee Review
Long-Range Plan
- Hearings
- Executive Advisory Committee Review
- Board of Directors
Illinois Department
of Transportation
State Transportation Improvement Plan
Missouri Highway
Department of Transportation
State Transportation Improvement Plan
Federal Transit Administration
St. Louis County
- grant application and approval
Preparation of Board
- Transportation Committee
Strategic Plan Review
- County Executive
and and - County Council Federal Aviation Administration
Budget Approval
- grant application and approval
Internal Planning and Approval Process
St. Louis City
- Ways and Means
- Board of Aldermen
- Board of Estimates and
Apportionment
St. Clair County
Transit District
'- Board of Trustees
59

FY 2013 Operating Budget Calendar
Sept 2011
10/3/2011
Develop budget calendar.
Obtain FY 2013 payroll calendar.
Update budget system structure for new year.
Request projections for miles, hours, operator manpower, passengers, passenger revenue,
investment income, and sales tax revenue.
Receipt of projections for miles, hours, operator manpower, passengers, passenger
revenue, investment income, interest expense and sales tax revenue.
10/10/2011 Complete Baseline Budget using current personnel data and projected service levels.
10/13/2011 Announce Budget System is open at the Budget Kick-Off Meeting.
10/13/2011 Distribute Position Change Request form to managers.
11/02/2011 VP approved position change requests submitted to Budget department
11/07/2011 Managers submit/lock all budget requests in the Budget System.
11/14/2011
Nov 14 –18
2011
Nov 21 –
Dec 7, 2011
Vice Presidents evaluate/approve/reject/submit budget requests and FY2013 Division
goals.
Review projected revenues by senior management; prepare internal revenue reports.
Internal review of cost center detail by budget team and prepare initial reports for the
President.
12/14/2011 Review initial budget requests with President for his perspective.
Dec 15 -29 Review of budget requests with cost center managers.
2011
1/16/2012 Internal analysis reports prepared and completed.
Jan 17 – 31
2012
Review of budget requests with President and Division Sr. Vice Presidents. Final
decisions made.
Feb 1 – 7
2012
Enter any changes into the budget system and complete internal reporting.
Feb 7 –
Mar 9, 2012
Complete written budget document and PowerPoint presentation.
3/09/2012 Mail budget document to Board of Commissioners.
3/23/2012
Present the Operating and Capital Budget document to the Finance and Administration
Committee.
3/30/2012 Present Operating and Capital Budget document during the Board of Commissioners
meeting for Board approval.
60

Metro Transit System
Total System
Overview:
Metro Transit System provides transit services in three modes - bus, light rail, and demand response using service
names of MetroBus, MetroLink and Metro Call-A-Ride, respectively.
Service levels (FY 2011 actual):
43.0 million passenger boardings
137,249 average weekday ridership
26.0 million revenue miles
1.8 million revenue hours
1.3 million customer calls answered
60
Ridership - All Modes
(in millions)
346,569 visits to TripFinder website 50
2008
5,501,333 diesel gallons consumed 2009
40
Service area (558 square miles):
2010
30
Missouri:
2011
City of St. Louis
20
St. Louis County
2012
Illinois:
10
St. Clair County 2013
Madison County 0
Monroe County
Union contracts:
Amalgamated Transit Union,
Division 788:
Bus and Rail Operations and
Maintenance
Clerical Unit
Demand Response
The International Brotherhood
of Electrical Workers:
Local No. 2 (MO)
Local No. 309 (IL)
Websites:
www.metrostlouis.org
www.MovingTransitForward.org
www.nextstopstl.org (Metro's blog)
www.facebook.com/STLMetro
www.tripfinder.metrostlouis.org
www.twitter.com/STLMetro
30
25
20
15
10
5
0
Revenue Miles - All Modes
(in millions)
2008
2009
2010
2011
2012
2013
61

Metro Transit System
MetroBus
Overview:
Since 1963, Metro has continuously provided bus service in the Greater St. Louis Region. Currently Metro operates
58 fixed bus routes in Missouri and 17 fixed bus routes in Illinois. Special bus service is provided in Missouri for
New Year's Eve and Mardi Gras festivities. Additional special bus service is offered in Illinois for all St. Louis
Cardinals home baseball games, and St. Louis Rams home football games.
Service levels (FY 2011 actual):
26.2 million passenger boardings
84,977 average weekday ridership
18.2 million revenue miles
1.3 million revenue hours
373 buses (312 used at peak)
4,760,807 gallons of diesel consumed
75 bus routes at the end of FY 2011
40
MetroBus Ridership
(in millions)
10
Facilities:
2012
3 garages and 1 maintenance facility 2013
0
13 free park - ride lots
2008
30 2009
20
2010
2011
Development:
Completed:
Gravois - Hampton (February 2002)
Ballas Road (January 2003)
North Broadway (May 2004)
North Hanley Parking Garage (2004)
Clayton (June 2004)
Civic Center (September 2004)
Central West End (August 2006)
Shrewsbury (August 2006)
Riverview (December 2006)
Brentwood Meridian (June 2007)
Catalan Bus Loop Improvements (2008)
Maplewood Bus Loop (2009)
Delmar Transit Plaza (2009)
North Hanley Parking Lots & Bus Loops
XXImprovements (December 2010)
St. Charles Rock Road Park n Ride Lot
XX(December 2010)
20
15
10
5
0
MetroBus Revenue Miles
(in millions)
2008
2009
2010
2011
2012
2013
62

Metro Transit System
MetroLink
Overview:
Since 1993, Metro has provided light rail service in the Greater St. Louis Region. The MetroLink system covers 38
miles from Lambert International Airport in Missouri to Scott Air Force Base in Illinois. In addition, the Cross
County extension covers 8 miles from Forest Park south to Shrewsbury, Missouri. The overall alignment serves St.
Louis County, the City of St. Louis in Missouri and St. Clair County in Illinois.
Service levels (FY 2011 actual):
16.2 million passenger boardings
50,282 average weekday ridership
3.1 million revenue miles
131,404 revenue hours
87 rail cars (50 used at peak)
25
20
15
10
5
MetroLink Ridership
(in millions)
2008
2009
2010
2011
2012
0
2013
Facilities
2 rail yards
2 maintenance facilities
37 stations
20 free park - ride lots
4
MetroLink Revenue Miles
(in millions)
2008
Development :
Original alignment, July 1993 (17 miles)
St. Clair corridor, May 2001 (17.5miles)
Shiloh-Scott Station, June 2003 (3.5 miles)
Cross County, August 2006 (8.0 miles)
Illinois Bike Trail Extension
3
2
1
0
2009
2010
2011
2012
2013
63

Metro Transit System
Call-A-Ride
Overview:
Since FY 1988, Call-A-Ride has provided alternative transportation to residents who have limited access to
MetroBus or MetroLink service and/or disabled residents who are unable to use these services.
Another important function of the Call-A-Ride organization is scheduling and dispatching paratransit vehicles
operated by other members of the Transportation Management Association which coordinates paratransit operations
in eastern Missouri.
Service levels (FY 2011 actual):
568,419 passenger boardings
95.0% ADA passenger boardings
1,989 average weekday ridership
4.6 million revenue miles
300,373 revenue hours
469,629 reservation/assistance calls
717,858 gallons of diesel consumed
120 vans (96 used at peak)
800
700
600
500
400
300
200
100
0
Call-A-Ride Ridership
(in thousands)
2008
2009
2010
2011
2012
2013
Facilities
Paratransit maintenance facility
at Main Shop
Development
ADA Training Center, February 2004
6
5
4
3
2
1
0
Call-A-Ride Revenue Miles
(in millions)
2008
2009
2010
2011
2012
2013
64

Metro Transit System
Budget Summary
Fiscal Year Ending June 30, 2013
$ Change
13 Bgt
vs. 12 Proj
% Change
13 Bgt
vs. 12 Proj
FY 2013
FY 2012
FY 2011
Operating revenue:
Budget Projection Budget
Actual
Passenger revenue
Bus/Rail revenue
$ 49,508,981 $ 47,587,055 $ 47,623,242 $ 1,921,926 4.0% $ 45,227,025
C-A-R revenue
948,549 930,697 899,724 17,852 1.9% 888,397
Total Passenger Revenue
50,457,530 48,517,752 48,522,966 1,939,778 4.0% 46,115,422
TMA revenue
1,385,000 1,458,017 1,565,000 (73,017) -5.0% 1,381,174
Other operating revenue
3,635,986 3,687,119 3,475,648 (51,133) -1.4% 3,690,847
Total operating revenue 55,478,516 53,662,888 53,563,614 1,815,628 3.4% 51,187,442
Operating expenses:
Wages and benefits excluding OPEB
OPEB
Services
Realized gain fuel hedging
Fuel and lubrications
Parts & supplies
Casualty and liability costs
Utilities
Taxes, leases, & other
Agency fees
153,841,325
11,038,502
27,465,006
(1,588,449)
21,835,319
18,816,134
5,233,448
7,902,197
2,573,715
2,600,000
147,673,531
11,367,327
25,324,846
(1,517,645)
20,619,974
18,410,015
4,851,672
7,547,026
2,267,640
1,800,000
151,079,876
12,185,896
24,794,433
(1,510,652)
21,385,205
18,409,573
4,798,754
7,575,385
2,599,314
1,800,000
6,167,794
(328,825)
2,140,160
(70,804)
1,215,345
406,119
381,776
355,172
306,075
800,000
4.2%
-2.9%
8.5%
4.7%
5.9%
2.2%
7.9%
4.7%
13.5%
44.4%
138,365,284
10,266,283
24,168,313
(1,669,024)
15,626,137
17,533,255
5,933,642
6,876,536
1,959,250
1,500,000
Total operating expenses 249,717,198 238,344,386 243,117,784 11,372,813 4.8% 220,559,676
Operating income (loss) (194,238,683) (184,681,498) (189,554,169) (9,557,185) 5.2% (169,372,234)
Non-operating revenue (expense):
Grants & assistance
Investment income
Capital lease revenue
Capital lease expense
Interest expense
Realized gain/(loss) capital lease
Sheltered workshop
Contributions (to) from outside entities
Other misc nonoperating revenue (expense)
207,313,927
,
301,000
5,233,202
(5,233,202)
(23,040,667)
-
(1,070,994)
40,000
-
205,661,417
,
339,556
5,071,191
(5,071,191)
(22,549,138)
-
(1,087,003)
44,658
466,942
200,674,483
,
406,300
5,071,191
(5,071,191)
(22,570,380)
-
(1,025,997)
40,000
-
1,652,510
,
(38,556)
162,011
(162,011)
(491,529)
-
16,009
(4,658)
(466,942)
0.8%
-11.4%
3.2%
3.2%
2.2%
-1.5%
-10.4%
-100.0%
197,185,104
,
311,439
6,757,352
(6,757,352)
(22,513,859)
(6,488,743)
(1,051,835)
80,417
1,163,548
Total nonoperating revenues (expenses) 183,543,266 182,876,433 177,524,406 666,833 0.4% 168,686,071
Net Income (deficit) before
depreciation & amortization (10,695,417) (1,805,065) (12,029,763) (8,890,352) 492.5% (686,163)
Depreciation and amortization 69,305,966 72,584,724 72,559,537 (3,278,758) -4.5% 75,490,541
Net surplus (deficit) $ (80,001,383) $ (74,389,789) $ (84,589,300) $ (5,611,594) 7.5% $ (76,176,704)
65

Metro Transit System
Detail of Grants and Assistance
Budget Summary
Fiscal Year Ending June 30, 2013
$ Change % Change
FY 2013 FY 2012 13 Bgt 13 Bgt FY 2011
Budget Projection Budget vs. 12 Proj vs. 12 Proj Actual
Missouri subsidies:
City of St. Louis 1/2 cent sales tax $ 16,579,725 $ 17,496,365 $ 16,191,203 $ (916,640) -5.2% $ 15,936,494
City of St. Louis 1/4 cent sales tax 7,121,511 7,612,620 7,113,316 (491,109) -6.5% 6,207,850
City of St. Louis Prop M2 sales tax 6,027,927 6,358,487 6,009,301 (330,560) -5.2% 4,654,707
Total City of St. Louis 29,729,163 31,467,472 29,313,820 (1,738,309) -5.5% 26,799,050
St. Louis County 1/2 cent sales tax 35,898,968 35,766,765 34,082,627 132,203 0.4% 34,025,669
St. Louis County 1/4 cent sales tax 28,797,921 28,839,493 26,664,612 (41,572) -0.1% 27,939,486
St. Louis County Prop A sales tax 43,482,610 41,360,000 41,316,000 2,122,610 5.1% 36,500,000
Total St. Louis County 108,179,499 105,966,258 102,063,239 2,213,241 2.1% 98,465,155
General Operating MODOT 196,671 196,671 196,671 0 0.0% 196,669
Non-capital Local Match 229,040 617,308 852,193 (388,268) -62.9% 841,448
Total State of Missouri 425,711 813,978 1,048,864 (388,267) -47.7% 1,038,117
Paratransit contracts 3,938,500 3,918,133 3,966,000 20,367 0.5% 3,753,095
Planning & demonstration
reimbursement 160,000 160,000 160,000 (0) 0.0% 160,000
Total Missouri local & state subsidies: 142,432,873 142,325,841 136,551,923 107,032 0.1% 130,215,417
Illinois subsidies:
Madison County 10,000 - - 10,000 10,978
St. Clair County 44,847,786 41,186,283 42,098,180 3,661,503 8.9% 39,992,390
State of Illinois 1,867,126 1,537,347 1,341,306 329,779 21.5% 613,547
Total Illinois local & state subsidies: 46,724,912 42,723,629 43,439,486 4,001,283 9.4% 40,616,915
Total local & state subsidies: 189,157,785 185,049,470 179,991,409 4,108,315 2.2% 170,832,333
Federal assistance:
Vehicle maintenance subsidy 16,000,000 16,000,000 16,000,000 0 0.0% 16,000,000
CMAQ grant 178,000 2,681,178 2,919,096 (2,503,178) -93.4% 2,504,698
Non-capitalized project subsidy 1,978,142 1,919,062 1,763,978 59,080 3.1% 3,622,924
ARRA funds - 11,707 - (11,707) -100.0% 4,225,150
Total Federal assistance: 18,156,142 20,611,947 20,683,074 (2,455,805) -11.9% 26,352,771
Total grants & assistance $ 207,313,927 $ 205,661,417 $ 200,674,483 1,652,510 0.8% $ 197,185,104
Totals may not sum due to rounding
66

Transit Operating Major Assumptions
Priorities
The short-term priorities for the Transit operating budget are to maintain and build ridership,
effectively manage resources of the system, and provide future stability and growth.
Assumptions
The FY 2013 budget projects a $10.7 million deficit before depreciation, which is within the
unfunded other post employment benefit (OPEB) obligation. Government Accounting
Standards Board (GASB) ruling number 45 requires the accruing of other postemployment
benefits. GASB 45 dictates recording the OPEB liability and expenses, but leaves the
method of funding to the discretion of the entity. Metro currently funds the annual, normal
cost portion of this obligation using “pay as you go” methodology.
A passenger fare increase that has been delayed the last few years has been applied to the
FY 2013 Budget. The proposed fare increase will only apply to discounted fares and is
projected to increase passenger revenue by $1.8 million. Passenger revenue in total
accounts for 19.2% of the total transit revenue.
Service Miles/Hours for all three modes are planned to remain at levels consistent with
prior year levels, which include service route efficiencies.
Passenger boardings on MetroBus, MetroLink and Call-A-Ride are expected to show
modest growth compared to FY 2012 budget.
Operating Revenue
Passenger revenue is budgeted at $50.5 million for FY 2013 which is a $2.0 million or
4.0 % increase from the 2012 projection. The anticipated growth in passenger revenue is
due to the expected fare increase and a modest growth in ridership. The increase in
ridership is anticipated due to increase in fuel prices and people returning to the workforce.
67

Passenger Revenue
(in millions)
2002
Actual
2003
Actual
2004
Actual
2005
Actual
2006
Actual
2007
Actual
2008
Actual
2009
Actual
2010
Actual
2011
Actual
Rail 9.5 10.0 9.3 11.0 12.6 17.1 16.5 17.2 17.3 17.3 17.7 18.4
Paratransit 0.6 0.7 0.8 0.9 1.0 1.0 1.0 1.0 0.8 0.9 0.9 0.9
Bus 21.7 21.6 21.3 24.1 24.8 24.7 28.0 29.0 26.5 28.0 29.9 31.2
2012
Proj
2013
Budget
TMA revenue is received from Transit Management Association participants. The TMA is
a network of social service agencies, funding agencies, and transportation service providers
who coordinate services and share costs to achieve efficiencies in operations. FY 2013 will
mark the 14 th year of the TMA. The FY 2013 budget of $1.4 million is flat compared to the
FY 2011 actual and a slight decrease to the FY 2012 projection.
Other operating revenue includes advertising on revenue vehicles, bus shelters, and
MetroLink stations; pay phone and vending machine concessions; rental income and other
revenue. Other operating revenues are expected to increase over the FY 2012 budget by
4.6%, but remain flat to the FY 2012 projection.
Metro Transit
FY 2013 Operating Revenue
and Grants & Assistance
Passenger
revenue
19.2%
Other
operating
revenue
1.9%
Grants &
assistance
78.9%
68

Expenses
Wages and benefits budgeted for 2013 are
expected to be 4.2% higher than FY 2012
projection. This increase is primarily due to
budgeting at full staffing and higher medical
and pension benefits.
Other postemployment benefits arose from
the implementation of GASB Statement No.
45, Accounting and Financial Reporting for
Employers for Postemployment Benefit Plans
Other Than Pension. FY 2013 is the sixth
annual budget that includes this benefit
obligation. FY 2013 OPEB costs are
expected to be near the same level as the FY
2012 projection.
Fuel &
lubrications
8.1%
Utilities
3.1%
Other
4.2%
Parts &
supplies
7.5%
Metro Transit
FY 2013 Operating Expense
Services
11.0%
Wages,
benefits &
OPEB
66.0%
Services increased 10.8% from the FY 2012 budget primarily due to the outsource of
technical support and non-capital projects and includes the following (in thousands):
Security guard, contracted police, and fare enforcement $ 7,199
Contract custodial 5,949
Contract maintenance 5,257
Financial services and fees 1,740
Consultant Fees for IT, HR, Safety & Risk Mg. and Others 3,023
Transit Operations, Engineering and Other Outside Service 2,031
Temporary Help in Transit Operations, Financial and Other 978
Legal Fees 501
Other Services 787
Total $ 27,465
Fuel hedging (realized) helps neutralize the outcome of a rise in the price of fuel. The
fuel hedging program involves purchasing heating oil contracts up to 18 months into the
future. In times of rising prices, contracts rise in value at time of sale and generate a
savings that slows the effect of the market increase on the financial statements. The
projected realized gain on the hedging program is $1.6 million in FY 2013.
Fuel & lubrications expense for the FY 2013 budget is anticipated to increase 5.9%
compared to the FY 2012 projection. The expected increase in diesel prices is driving
thisxincrease.
69

Parts & supplies expense is expected to increase 2.2% between FY 2013 and FY 2012
projection. The reason for the moderate increase is the rise in cost of revenue vehicle
parts triggered by higher metal prices. Metro plans to continue its predictive vehicle
maintenancexprogram.
Casualty and liability expense is dependent on a variety of factors including the insurance
market, passenger boardings, the number of miles driven, population density of the service
area and the number of accidents and injuries. There is a 9.0% increase over the FY 2012
budget and a 7.9% increase over FY 2012 projection due to the tightening of the insurance
markets.
Utilities, including electric propulsion, are budgeted to increase 4.7% in FY 2013
compared to the FY 2012 projection. This increase is primarily due to the higher
anticipated cost of electric and natural gas prices.
Other expenses for FY 2013 reflect an increase of 13.5% compared to the FY 2012
projection, but are flat compared to the FY 2012 budget. Key increases in this category are
for travel and meetings, training and other general expenses.
Agency fees are payments to Executive Services for providing management services to
Metro Transit System. For FY 2013, Transit’s portion will increase to $2.6 million
compared to $1.8 million as in FY 2012. This increase in Agency fees is needed to fund
a transferred department to Agency, increased Executive Services operating costs and
maintain funds for future growth.
Grants and Assistance
City of St. Louis and St. Louis County sales taxes include ½ cent for transportation and
¼ cent for light rail development, operation and maintenance. The Prop M ¼ cent levy
began in the middle of FY 1995. Only the ½ cent tax is subject to deductions for tax
increment financing (TIF). St. Louis City forwards to Metro all taxes collected net of
TIF’s. St. Louis County appropriates a portion of the ½ cent tax and all of the ¼ cent tax
to Metro.
On April 6, 2010 St. Louis County voters passed Prop A, a ½ cent sales tax and the City
of St. Louis activated Prop M2, a ¼ cent sales tax to fund service restoration,
enhancements and future expansion. St. Louis County appropriates a portion of the Prop
A ½ cent tax, while the St. Louis City appropriates all of the M2 ¼ cent sales tax to
Metro.
The local economy continues to negatively impact Metro. The general weakness in the
economy is expected to cause relatively flat growth in FY 2013 for both St. Louis City
and the St. Louis County sales taxes. Budgeted sales tax receipts are allocated between
operating needs and capital programs.
70

Sales tax receipts (after TIF reductions) appropriated to Metro:
(in millions)
70.0
60.0
50.0
40.0
30.0
20.0
10.0
-
2002
Actual
2003
Actual
2004
Actual
Sales Tax Receipts
2005
Actual
2006
Actual
2007
Actual
2008
Actual
2009
Actual
2010
Actual
2011
Actual
2012
Proj
2013
Budget
County 1/2 cent 40.90 41.90 42.80 44.10 45.30 47.40 48.48 39.50 34.78 35.82 36.50 36.63
County 1/4 cent 38.61 38.09 38.92 39.61 40.42 41.11 41.26 38.97 36.28 37.41 38.41 38.55
County Prop A 39.50 44.00 46.26
City 1/2 cent 17.40 16.98 16.32 16.84 17.20 17.77 17.74 17.45 16.52 16.78 17.85 16.92
City 1/4 cent 8.83 8.62 8.46 8.66 8.90 9.18 9.27 9.01 8.61 8.51 9.11 8.64
City Prop M2 7.21 9.11 8.64
State of Missouri Assistance is expected to remain unchanged for FY 2013 with their
annual appropriation of $0.2 million.
Paratransit contracts include Medicaid and dialysis revenue, and other contractual receipts
related to trips provided by Paratransit Operations. A moderate increase of 0.5 % is expected
compared to the FY 2012 projection.
St. Clair County, Illinois assistance is based on a service agreement between St. Clair
County Transit District and Metro. The St. Clair County Transit District administers St.
Clair County tax collections and Illinois Department of Transportation subsidies and
contracts with Metro for services. This assistance is expected to increase 6.5% compared to
the FY 2012 budget to reflect St. Clair County Transit District’s portion of increased transit
service and operating expenses.
Federal vehicle maintenance assistance represents federal capital formula funds that the
Agency chooses to program for vehicle maintenance per the Federal Transit
Administration’s guidelines. Metro is planning to use $16 million of their 5307 Federal
Formula Funds in the FY 2013 operating budget for preventive maintenance.
CMAQ grant includes Congestion Mitigation and Air Quality Improvement Program
federal awards. In 2010, the FTA awarded a grant for 2 years related to service
restoration. FY 2013 reflects a carryover portion of this award in the amount of $178
thousand.
71

JARC grants include anticipated revenues from Job Access and Reverse Commute
Programs. This funding is expected to be $772.6 thousand for FY 2013.
Non-Capital federal assistance grants administration and Other Federal assistance
anticipated funding is expected to be $1.2 million for FY 2013.
Non-Operating Revenue (Expense)
Investment income, which includes interest earned on invested funds, is expected to remain
low in FY 2013 due to unattractive money market rates.
Capital lease revenue and expense recognize the revenue and expense associated with
capital leases. The revenue and expense offset exactly. For FY 2013, these amounts are
$5.2 million in both revenue and expense.
Interest on debt results primarily from interest paid on bonds issued to finance the Cross
County expansion, and reflects the refinancing of Series 2005 bonds at lower interest rates.
Sheltered workshop expense is 2% of the Missouri ½ cent sales tax and is budgeted at $1.1
million in FY 2013. This expense is remaining nearly the same as the FY 2012 projection.
Depreciation and Amortization
Depreciation and amortization in public transit systems is generally not funded by
operating income, which is different than private industry that must generate profits for
purchase/replacement of property and equipment. Depreciation is presented as required
by generally accepted accounting principles. Depreciation is not funded to provide
equity for capital replacements because such capital assets are predominately funded by
federal grants. For FY 2013, depreciation is expected to decrease 4.5% compared to the
FY 2012 projection as a result of minimal capital spending and maturing assets.
72

Metro System - Operating Expense
$ Change % Change
FY 2013 FY 2012
13 Bgt 13 Bgt
Budget Projection Budget vs. 12 Proj vs. 12 Proj
By type of expense:
Wages & benefits without OPEB $ 153,841,325 $ 147,673,531 $ 151,079,876 $ 6,167,794 4.2%
Other postemployment benefits 11,038,502 11,367,327 12,185,896 (328,825) -2.9%
Services 27,465,006 25,324,846 24,836,433 2,140,160 8.5%
Fuel & lubrications 20,246,870 19,102,329 19,874,553 1,144,541 6.0%
Parts & supplies 18,816,134 18,410,015 18,409,573 406,119 2.2%
Casualty & liability 5,233,448 4,851,672 4,798,754 381,776 7.9%
Utilities 7,902,197 7,547,026 7,575,385 355,172 4.7%
Taxes, leases & other 2,573,715 2,267,640 2,557,314 306,075 13.5%
Agency fees 2,600,000 1,800,000 1,800,000 800,000 44.4%
Total operating expense $ 249,717,198 $ 238,344,386 $ 243,117,784 $ 11,372,813 4.8%
FY 2011
Actual
$ 138,365,284
10,266,283
24,168,313
13,957,113
17,533,255
5,933,642
6,876,536
1,959,250
1,500,000
$ 220,559,676
By function:
Transit Operations $ 209,687,341 $ 201,010,603 $ 206,302,721 $ 8,676,738 4.3%
Engineering & New Systems 2,467,642 2,531,743 1,359,703 (64,101) -2.5%
Human Resources 3,199,082 2,787,718 2,964,788 411,364 14.8%
Procurement, Inventory Management
& Supplier Diversity 4,900,526 4,513,822 4,579,299 386,703 8.6%
Finance 20,012,951 18,472,689 18,953,510 1,540,263 8.3%
Information Technology 6,913,438 6,864,189 6,561,488 49,249 0.7%
Communications & Community Relations 713,515 646,436 698,890 67,080 10.4%
Marketing 1,208,762 948,908 1,071,916 259,854 27.4%
Economic Development (Transit portion) 613,941 568,278 625,469 45,662 8.0%
Total Metro System $ 249,717,198 $ 238,344,386 $ 243,117,784 $ 11,372,813 4.8%
$ 184,406,291
4,090,431
2,145,343
4,135,855
17,883,346
6,095,667
542,583
928,714
331,446
$ 220,559,676
73

Transit Operations .
Operational overview:
Transit Operations manages three modes of transportation in the St. Louis metropolitan area
and associated support functions including the following:
Bus Transportation includes MetroBus activities related to bus operations management,
bus operators, operator training, and bus cleaning operating out of the DeBaliviere,
Brentwood, and Illinois facilities.
Rail Transportation includes MetroLink activities related to light rail operations
management, light rail operators, operator training, and rail car cleaning operating out of
the Ewing (Missouri) and 29 th Street (Illinois) facilities.
Paratransit includes all Call-A-Ride activities related to paratransit operations
management, van operators, operator training, passenger scheduling, and paratransit
programs. Paratransit also operates the Green Line van service in the Washington
University campus area.
Vehicle Maintenance is responsible for maintaining and cleaning all revenue and nonrevenue
vehicles. Vehicles maintained include buses, light rail cars, vans, and support
vehicles. In addition to development and management of predictive, preventative, and
condition-based maintenance programs, this function also operates a heavy repair facility,
which includes a body and paint shop, engine overhaul shop, radiator shop, transmission
overhaul shop, and radio communications maintenance shop. Also included are the vehicle
maintenance management, vehicle maintenance training, maintenance analysis, and product
development groups.
Facilities Maintenance is responsible for maintaining and cleaning the DeBaliviere,
Brentwood, and Illinois bus operations facilities, the paratransit facility, and Metro
headquarters.
Maintenance of Way is responsible for the inspection, maintenance, and repair of assets
along the MetroBus and MetroLink routes.
MetroBus responsibilities include transfer centers, shelters, loops, and bus stops.
MetroLink responsibilities cover all rail systems including communications, signals,
and traction power right of way including light rail stations, maintenance facilities,
tunnels, structures, track, and rail right of way.
Security is responsible for the safeguarding of Metro’s customers, personnel, and property
as well as fare enforcement. The Agency utilizes Metro employees, jurisdictional police
officers, outside security service guards, and undercover police officers.
74

Planning & Systems Development plans efficient and effective routes and operating
schedules for bus and light rail service, reports on passenger boardings and service miles
and hours, operates the Metro call center, and researches service opportunities and trends.
ADA Services administers and oversees compliance with transportation provisions of the
Americans with Disabilities Act. The group also administers and coordinates the ADA
activities related to Metro’s Call-A-Ride paratransit service including certification of
customers as eligible for ADA complementary paratransit service, monitors service to the
disability community, and actively participates in community outreach. A Travel Training
Program designed to train disabled customers in the use of Metro’s fixed route bus and light
rail service is managed by the department.
Operations Administration provides overall management of the Transit Operations
functions.
Goals and Objectives action plan:
The following pages contain the Transit Operations strategies and action steps that will
facilitate Metro to achieve its goals and objectives. Progress in attaining these goals and
objectives are measured through performance indicators. A list of performance indicators
follows the goals and objectives action plans.
Transit Operations – Goals and Objectives Action Plan
Goal: Deliver a high quality transit experience that is recognized by its customers,
industry peers, and regional stakeholders for its excellence.
Objective: Efficiently and effectively operate service sectors
Strategy Action Steps Performance Measurements
Improve Rail Operation
Management Information
System (ROMIS) by integrating
with the Supervisory Control
and Data Acquisition (SCADA)
system and incorporating
• Perform needs assessments for
performance reporting tool
• Analyze current Rail
Operations Management
Information System (ROMIS)
Tool to determine if it meets
• Needs assessment completed
(Jun 2011)
• Determination made if current
ROMIS tool will be modified
or a new tool will be
developed/procured (Jun 2012)
information regarding rail needs
• New specification for tool
system defects which are • Develop specifications for new completed (Dec 2012)
recorded elsewhere
tool or modifications to • New or modified management
existing tool
• Develop or procure new rail
tool complete and in use (Dec
2013)
operations management tool •
• Implement new or modified
tool to meet needs assessment
75

Objective: Improve service quality and capacity for van, bus, and rail systems
Strategy Action Steps Performance Measurements
Continue a program of
enhancing bus stops in
compliance with ADA standards
and optimizing bus stop spacing
• Identify bus stops most in need
of improvement due to
ridership, location, or
condition
• Actively pursue grant funding
to support bus stop
improvement program
• Create an amenity component
of bus stop improvement
program
• Optimize bus stop spacing by
eliminating redundant,
inaccessible bus stops
• Locate new bus stops that are
accessible and proximal to
ridership generators
• Encourage customers to
submit requests for new bus
stop locations and
improvements to existing bus
stops
Objective: Implement innovative technologies
Utilize Computer Aided • Re-evaluate fleet replacement
Dispatch/Automated Vehicle schedule due to service
Locator (CAD/AVL) technology changes and deferred fleet
to promote early identification delivery
of service issues which will • Develop replacement report
allow for quicker field response for current trouble log utilizing
to issues effecting customer AVL technology
service
• Identify and develop standard
operating procedures (SOP)
necessary to integrate
CAD/AVL information with
service planning and execution
• Identify interface
methodologies to support realtime
customer notifications of
schedule and location data
from AVL
• Completed construction of first
phase New Freedom bus stops
(Jun 2010)
• Completed construction of
second phase New Freedom
bus stops (Dec 2010)
• Update of prioritization plan
for remaining inaccessible bus
stops completed (Sep 2010)
• Integrate bus stop amenity
improvement plan in “Moving
Transit Forward” long-range
plan (Sep 2011)
• Created communications plan
for accessibility programs (Jun
2010)
• Released plans (Sep 2011)
• Fleet replacement evaluation
completed (Jun 2010)
• Trouble log replacement report
completed (Jun 2011) with
ongoing maintenance
• SOPs developed (Jun 2010)
with ongoing maintenance
• Customer interface
methodologies reviewed and
recommendation presented to
management (Jan 2012)
• Infrastructure for utilization of
CAD/AVL technology in place
(Dec 2012)
• Deploy customer outreach
(Dec 2013)
76

Objective: Implement innovative technologies
Strategy Action Steps Performance Measurements
Identify “Green” technologies
that can be incorporated into
Metro System Maintenance
• Provide maintenance
representative to the “Green”
committee
• Identify which “Green“
technologies identified by the
“Green” committee can be
incorporated into routine
maintenance activities
• Determine which maintenance
items should be replaced with
“Green” technology identified
by the “Green” committee as
funding becomes available
Implement ArcGIS ArcServer • Develop geo-database format
technology for storing, creating, for all primary datasets
and serving geospatial data and • Create a framework for
maps
serving data and maps to the
public using the Agency or a
companion website
• Create a single Agency GIS
framework including software
and data that is shared and
supported by all business units
including Operations,
Engineering, IT, and Business
Enterprises
• Cross-train employees in the
use of ArcServer and ancillary
products
Objective: Improve transit security of van, bus, and rail systems
Engage independent security
specialist to evaluate existing
combination of internal
personnel, local police, and
security contractors and analyze
security deployment options
• Develop Scope of Work for
independent contractor
• Issue RFP and contract for
required services
• Present analysis and
recommendations to senior
management
• Provided maintenance
representative to be included in
“Green” Committee (as of Mar
2010)
• Report on ”Green”
technologies incorporation into
maintenance activities
completed (Dec 2010)
• Complete MetroLink
substructures inspection
database (Mar 2012)
• Created interactive system map
with routes and bus stop
attribute data (Jul 2012)
• Requirements defined (Jun
2011)
• Contractor identified and onboard
(Jul 2011)
• Recommendations and analysis
presented to management (Sep
2012)
77

Goal: To be an effective and efficient publically-supported organization that is viewed as
a transparent and accountable steward of public funds.
Objective: Establish a planning, policy, financial, and operational framework for
developing and delivering transit service, projects, and programs over the
next 10 years, and introduce potential service concepts that could be
implemented over the next 10-30 years
Strategy Action Steps Performance Measurements
Develop expanded, modern
communications mechanism to
engage employees and
customers in conversations
about services, needs, wants, etc.
• Establish e-mail and cell
phone outreach programs for
customers and employees
• Expand the use of live chat
media opportunities
• Created customer and
employee contact database
(Mar 2010)
• Developed communication
mechanism for Metro
customers including service
updates (Sep 2010)
• Started customer contacts (Sep
2010)
Goal: Ensure cost-effective and efficient use of resources and aggressively pursue funding
existing partnerships to supplement resources.
Objective: Implement internal process improvements
Strategy Action Steps Performance Measurements
Develop standards and system to
accommodate electronic storage
and archiving of procurement
contract files
• Evaluate current file
management practices and
establish format for electronic
archival
• Transition new contracts and
solicitations to new standards
• Review of requirements
completed and management
recommendation submitted for
approval (Mar 2010)
• Process in place and in use for
new solicitations and contracts
Objective: Identify and implement shared services programs with other entities where
beneficial
Manage the preventative, and
break down repair activities for
the City of St. Louis Fire
Department in order to
maximize our building and
system resources while
developing a positive
relationship with the City of St.
Louis and their Fire Department
• Review all current procedures
and training necessary for the
successful repair and
maintenance of fire trucks and
ancillary equipment or systems
• Prepare work areas, recruit and
train mechanic and supervisory
personnel, prepare inventory
and set up procurement and
accounting systems in order to
maintain auditable systems.
• Schedule and complete
inspection, grief and
breakdown repair of fire trucks
and systems
• All fire trucks 90-day PM
inspection completed on time
during FY 2011
• New program contract signed
(Feb 2012)
78

Transit Operations: Performance Indicators
FY 2013 FY 2012 FY 2011
Target Projection Target Actual
Bus Transportation:
On-time performance * 90.0% 90.0% 89.0% 88.1%
Accidents per 100,000 vehicle miles 2.3 2.2 2.3 2.2
Passenger injuries per 100,000 boardings 1.2 1.4 1.1 1.7
Customer complaints per 100,000 boardings 12.0 15.9 11.1 16.7
Rail Transportation:
On-time performance 98.0% 98.4% 96.0% 98.7%
Accidents per 100,000 vehicle miles 0.1 0.1 0.1 0.0
Passenger injuries per 100,000 boardings 0.7 0.8 1.0 0.7
Customer complaints per 100,000 boardings 2.0 2.0 2.5 1.0
Paratransit Transportation:
On-time performance 98.5% 96.0% 98.5% 98.8%
Accidents per 100,000 vehicle miles 1.3 1.5 1.3 1.5
Passenger injuries per 100,000 boardings 4.5 5.5 4.5 5.6
Customer complaints per 100,000 boardings 15.0 20.0 14.5 19.7
Vehicle Maintenance:
Average revenue miles between incidents:
MetroBus roadcalls 19,500 21,500 19,165 17,842
MetroLink failures 29,500 32,500 29,400 26,653
Call-A-Ride roadcalls 50,000 52,250 50,000 64,040
Maintenance of Way (MOW):
MOW system reliability (on-time performance) 98.5% 98.4% 98.6% 98.3%
Elevator and escalator availability 99.0% 99.0% 98.9% 99.2%
On-time performance of equipment inspections 95.0% 92.0% 94.3% 97.7%
Security:
Security incidents per 100,000 boardings 3.0 7.2 3.0 5.7
ADA Services:
Percent of incoming calls answered 95.0% 95.5% 95.0% 95.0%
Percent of claims (applications) processed
within ADA 21-day guideline
100.0% 100.0% 100.0% 100.0%
79

$ Change % Change
FY 2013 FY 2012 13 Bgt 13 Bgt FY 2011
Budget Projection Budget vs. 12 Proj vs. 12 Proj Actual
Transit Wages & benefits without OPEB $ 135,771,342 $ 130,451,464 $ 133,254,963 $ 5,319,878 4.1% $ 122,114,587
Operations Other postemployment benefits 9,590,124 9,827,218 10,505,410 (237,094) -2.4% 9,637,272
Services 18,694,118 17,088,740 18,106,891 1,605,378 9.4% 15,591,309
Fuel & lubrications 20,246,870 19,101,829 19,873,553 1,145,041 6.0% 13,957,113
Parts & supplies 16,932,194 16,782,775 16,684,135 149,418 0.9% 16,024,096
Utilities 7,369,231 7,018,126 7,014,786 351,105 5.0% 6,436,618
Taxes, leases & other 1,083,462 740,450 862,985 343,012 46.3% 645,297
Operating expense $ 209,687,341 $ 201,010,603 $ 206,302,721 $ 8,676,738 4.3% $ 184,406,291
Bus Wages & benefits without OPEB 68,114,409 65,913,539 68,519,148 2,200,870 3.3% 61,837,589
Transportation Other postemployment benefits 5,115,717 5,273,464 5,642,035 (157,747) -3.0% 5,099,581
Services 213,500 169,949 200,550 43,551 25.6% 131,054
Parts & supplies 271,305 187,076 225,945 84,229 45.0% 147,472
Utilities 31,080 29,945 31,848 1,135 3.8% 23,216
Taxes, leases & other 114,119 76,718 122,254 37,401 48.8% 51,958
Operating expense 73,860,130 71,650,690 74,741,780 2,209,440 3.1% 67,290,871
Rail Wages & benefits without OPEB 10,476,076 10,013,086 10,144,407 462,990 4.6% 9,523,560
Transportation Other postemployment benefits 825,642 825,659 892,017 (16) 0.0% 831,124
Services 4,714 5,367 6,514 (653) -12.2% 5,551
Parts & supplies 20,750 17,048 18,300 3,702 21.7% 8,825
Utilities 23,244 18,470 23,244 4,774 25.8% 15,990
Taxes, leases & other 108,700 62,230 78,450 46,470 74.7% 55,543
Operating expense 11,459,126 10,941,859 11,162,931 517,267 4.7% 10,440,593
Paratransit Wages & benefits without OPEB 12,639,044 12,240,057 12,358,061 398,987 3.3% 10,835,729
Transportation Other postemployment benefits 215,419 230,245 255,250 (14,826) -6.4% 227,099
Services 240,267 188,867 240,517 51,400 27.2% 147,543
Parts & supplies 37,986 29,659 47,590 8,327 28.1% 15,421
Utilities 21,240 19,069 21,240 2,171 11.4% 16,764
Taxes, leases & other 38,800 39,688 38,800 (888) -2.2% 22,898
Operating expense 13,192,755 12,747,585 12,961,458 445,170 3.5% 11,265,452
Vehicle
Wages & benefits without OPEB 25,473,849 24,116,115 115
24,265,475265 475
1,357,734 734 56% 5.6% 22,462,825
Maintenance Other postemployment benefits 2,043,339 2,026,929 2,085,100 16,411 0.8% 2,041,254
Services 2,047,953 2,016,827 1,951,043 31,126 1.5% 1,910,582
Fuel & lubrications 20,245,510 19,101,649 19,873,193 1,143,861 6.0% 13,954,494
Parts & supplies 13,566,961 13,761,063 13,323,172 (194,101) -1.4% 12,707,287
Utilities 16,200 15,224 15,300 976 6.4% 14,666
Taxes, leases & other 341,502 226,166 156,088 115,337 51.0% 173,475
Operating expense 63,735,316 61,263,973 61,669,370 2,471,343 4.0% 53,264,584
Facility Wages & benefits without OPEB 2,312,208 2,344,469 2,227,515 (32,260) -1.4% 2,139,509
Maintenance Other postemployment benefits 186,666 191,382 205,238 (4,716) -2.5% 187,548
Services 2,041,288 1,867,860 1,925,306 173,428 9.3% 1,755,472
Parts & supplies 928,158 767,777 892,914 160,381 20.9% 701,912
Utilities 2,823,976 2,605,981 2,569,163 217,995 8.4% 2,245,701
Taxes, leases & other 40,848 31,420 39,720 9,428 30.0% 28,399
Operating expense 8,334,504 7,809,068 7,860,217 525,435 6.7% 7,061,159
Maintenance Wages & benefits without OPEB 9,892,587 9,588,333 9,243,851 304,254 3.2% 9,506,584
of Way Other postemployment benefits 703,318 821,536 921,565 (118,218) -14.4% 765,305
Services 6,618,076 5,416,178 6,399,186 1,201,898 22.2% 4,701,992
Parts & supplies 1,750,525 1,689,092 1,691,595 61,433 3.6% 1,792,069
Utilities 4,400,304 4,271,899 4,303,017 128,405 3.0% 4,052,656
Taxes, leases & other 121,170 73,459 121,170 47,711 64.9% 131,095
Operating expense 23,485,980 21,860,496 22,680,384 1,625,484 7.4% 20,949,700
80

$ Change % Change
FY 2013 FY 2012 13 Bgt 13 Bgt FY 2011
Budget Projection Budget vs. 12 Proj vs. 12 Proj Actual
Security Wages & benefits without OPEB 3,085,639 2,704,655 2,818,574 380,984 14.1% 2,658,265
Other postemployment benefits 160,347 155,808 181,770 4,539 2.9% 158,272
Services 7,159,687 7,080,343 7,029,856 79,344 1.1% 6,773,051
Parts & supplies 8,475 8,299 8,600 175 2.1% 12,958
Utilities 30,888 35,190 31,164 (4,302) -12.2% 45,327
Planning &
Systems
Development
ADA
Services
Taxes, leases & other 45,366 35,594 53,366 9,772 27.5% 16,444
Operating expense
10,490,401 10,019,889 10,123,329 470,512 4.7% 9,664,317
Wages & benefits without OPEB 2,870,526 2,677,734 2,795,173 192,792 7.2% 2,391,055
Other postemployment benefits
266,349 236,546 235,611 29,803 12.6%
262,587
Services
235,032 214,830 213,168 20,202 9.4%
108,125
Parts & supplies
291,062 217,141 276,033 73,921 34.0%
288,709
Utilities
7,296 6,478 5,652 818 12.6%
6,339
Taxes, leases & other 75,881 31,144 62,386 44,737 143.6% 20,011
Operating expense
Wages & benefits without OPEB
Other postemployment benefits
Services
Parts & supplies
Utilities
Taxes, leases & other
3,746,146
629,568
49,617
23,601
19,500
14,103
166,306
3,383,875
577,019
44,835
20,077
15,399
14,838
144,215
3,588,023
611,062
58,876
25,601
22,513
13,258
159,981
362,271
52,549
4,782
3,525
4,101
(735)
22,090
10.7%
9.1%
10.7%
17.6%
26.6%
-5.0%
15.3%
3,076,825
496,504
36,792
24,278
14,665
14,950
132,627
Operating expense 902,695 816,383 891,292 86,312 10.6% 719,815
Operations Wages & benefits without OPEB 277,436 276,458 271,697 978 0.4% 262,968
Administration Other postemployment benefits 23,711 20,816 27,948 2,895 13.9% 27,711
Services 110,000 108,442 115,150 1,558 1.4% 33,660
Parts & supplies 37,472 90,222 177,472 (52,750) -58.5% 334,779
Utilities 900 1,031 900 (131) -12.7% 1,010
Taxes, leases & other 30,770 19,816 30,770 10,954 55.3% 12,847
Operating expense 480,288 516,784 623,937 (36,496) -7.1% 672,974
(Totals may not sum due to rounding)
81

Engineering & New Systems Development__________
Operational overview:
Engineering and New Systems designs, engineers, and constructs the rail expansion and capital
projects of the system. The operating budget includes only those activities not specifically
charged to a project grant. Capital projects are typically funded from capital grants.
Engineering & New Systems includes:
New Systems is responsible for the design and engineering of emerging transit technologies
including:
Capital Projects manages the design and construction of projects that repair, upgrade or
expand the MetroLink and MetroBus facilities.
Project Controls tracks and monitors project schedules and budgets and provides
quality assurance. All project documents are maintained within this department.
Arts in Transit creates customer-friendly, aesthetically-appealing, community-oriented
environments at transit properties and integrates artists into the construction design process
of new properties and projects.
Goals and Objectives action plan:
Below are strategies and action steps to help Metro achieve its goals and objectives as outlined
in the Strategic Plan Overview. Progress in meeting these goals and objectives are measured
through performance indicators. A list of the performance indicators follows goals and
objectives.
Engineering & New Systems Development –
Goals and Objectives Action Plan
Goal: Deliver a high quality transit experience that is recognized by its customers,
industry peers, and regional stakeholders for its excellence.
Objective: Improve service quality and capacity for van, bus, and rail systems
Strategy Action Steps Performance Measurements
Implement the new Fare
Collection System
• Continue procurement of
equipment and services
• Develop and manufacture
software, hardware and
equipment
• Complete installation of
service systems
• Develop and implement
customer information program
• Perform pilot and acceptance
testing
• Smart card system
successfully procured (Mar
2010)
• Fareboxes procured (Sep
2011)
• Infrastructure procured (April
2012)
• Fareboxes installed (Mar
2012)
• Infrastructure installed
(Oct 2012)
• Smart card system operational
(Dec 2014)
82

Goal: Deliver a high quality transit experience that is recognized by its customers,
industry peers, and regional stakeholders for its excellence.
Objective: Deliver quality capital projects on time and within budget
Strategy Action Steps Performance Measurements
• Complete project
construction
Construct Scott Avenue Plaza
and Park-and-Ride
Complete American
Recovery and Reinvestment
Act (ARRA) Public Art
Projects
Completion of the East
Riverfront Interlocking on
time and within budget
Completion of the Eads
Bridge Rehabilitation Project
Design and Construct New
UMSL S. Interlocking
Enhance safety measures at
MetroLink Track Crossings
• Identity constituent
communities for each project
• Form Artist Selection Panels
• Select Artists
• Develop Artwork Design
• Approve Artwork Design
• Fabricate & install Artwork
• Procurement of long lead
items
• Timely responses to the
designer and open sharing of
information
• Create work around plan as
needed
• Abide by the requirements
and restrictions of the
ARRA Program
• Award Construction
Contract (Feb 2012)
• Perform Design of UMSL S.
Interlocking
• Perform Construction of
UMSL S. Interlocking
• Perform in-house design for
standard pedestrian barriers
and fence at UMSL N, Civic
Center, and Richmond Hts.
Stations
• Project modified to include
Fare Collection
Infrastructure
• Perform construction
• Park-and-Ride completed
(Oct 2011)
• Complete project construction
(Aug 2012)
• Artist Selected (Dec 2010)
• Artwork is commissioned
(Jun 2011)
• Artwork Designs approved
(Feb 2012
• Complete artwork (Sep 2012)
• Construction complete in
advance of Eads Bridge work
(Jan 2012)
• Project completed
approximately 6% under
budget
• Achieve 50% completion of
the project (Sep 2013)
• Complete Construction (Nov
2014)
• Complete Final Design (Feb
2012)
• Complete Construction (Dec
2012)
• Award Construction Services
Contract (April 2012)
• Substantially Complete
Construction (Nov 2012)
Bike Trail Phase III • Continue Construction • Complete Construction (July
2012)
North County Transfer
Center
• Issue RFP for Design
Services
• Schematic Design & Design
Development
• Final Design
• Procure Construction
• Construct Project
• Select Consultant & negotiate
contract (Sep2012)
• Complete Design
Development Documents
(Sep 2012)
• Complete CD’s (Dec 2012)
• IFB (2012), NTP (2013)
• Complete (Nov 2013)
83

Engineering & New Systems Development – Performance Indicators
FY 2013 FY 2012 FY 2011
Target Projection Target Actual
New Systems Operating:
Project Measurement:
Permits and agreements secured as required 100% - - -
Managed according to policy and procedure 100% - - -
Managed using standardized engineering
process 100% - - -
Monitor compliance to policy 100% - - -
Projects completed within budget 100% - - -
Projects completed on-time 90% - - -
Complete Scott Ave Transit Plaza
Aug.2012
Fair Collection infrastructure installed Oct 2012 Feb 2012
Complete UMSL Interlocking
Dec2012
East Riverfront Interlocking Feb 2012 Nov 2011
Engineering and New Systems - Operating Expense
$ Change % Change
FY 2013 FY 2012
13 Bgt 13 Bgt FY 2011
Budget Projection Budget vs. 12 Proj vs. 12 Proj Actual
Engineering & Wages & benefits without OPEB $ 1,181,982 $ 1,016,399 $ 1,075,423 $ 165,583 16.3% $ 1,246,615
New Systems Other postemployment benefits 145,180 128,587 169,808 16,593 12.9% 121,168
Services 1,069,151 1,350,641 39,751 (281,490) -20.8% 2,555,977
Parts & supplies 20,167 10,067 20,667 10,100 100.3% 16,912
Casualty & liability - (23,731) - 23,731 -100.0% 109,204
Utilities 8,868 11,309 8,760 (2,441) -21.6% 9,450
Taxes, leases & other 42,294 38,471 45,294 3,824 9.9% 31,106
Operating expense $ 2,467,642 $ 2,531,743 $ 1,359,703 $ (64,101) -2.5% $ 4,090,431
New Systems Wages & benefits without OPEB 1,137,655 957,989 1,008,444 179,666 18.8% 1,179,301
Other postemployment benefits 135,942 118,062 153,684 17,880 15.1% 115,414
Services* 1,039,151 1,345,711 39,651 (306,560) -22.8% 2,551,947
Parts & supplies 18,040 24,136 18,540 (6,096) -25.3% 13,042
Utilities 7,548 10,311 7,440 (2,763) -26.8% 8,838
Taxes, leases & other 39,883 33,355 39,883 6,528 19.6% 30,508
Operating expense 2,378,219 2,489,564 1,267,643 (111,345) -4.5% 3,899,049
Arts In Transit Wages & benefits without OPEB 44,327 58,410 66,979 (14,084) -24.1% 67,314
Other postemployment benefits 9,238 10,524 16,123 (1,287) -12.2% 5,754
Services 30,000 4,930 100 25,070 508.5% 4,030
Parts & supplies 2,127 - 2,127 2,127 3,871
Utilities 1,320 997 1,320 323 32.4% 612
Taxes, leases & other 2,412 4,286 5,412 (1,875) -43.7% 598
Operating expense 89,422 80,507 92,060 8,916 11.1% 82,179
Cross Parts & supplies - (15,427) - 15,427 -100.0% -
County Casualty & liability - (23,731) - 23,731 -100.0% 109,204
Taxes, leases & other - 830 - (830) -100.0% -
Operating expense - (38,328) - 38,328 -100.0% 109,204
* Services include non capital projects that were supported by Federal Grants and are recorded under subsidy
84

Human Resources
s
Operational overview:
The Human Resources Division provides human resources services in the areas of talent
acquisition and management, compensation and benefits, labor relations, staff training and
development. The Human Resources Division also provides coaching and consulting in the
areas of organizational effectiveness and workforce diversity. The division endeavors to
provide these services and the pursuit of excellence in all employee-oriented programs, while
influencing positive management-workforce relationships.
Human Resources Management includes the staff of the Vice President of Human
Resources, workforce planning, talent management, compensation, human resources
data maintenance, and the four specialty areas that follow.
Benefits division develops and administers employee benefit plans for both active
employees and retirees. The primary benefits include medical insurance, pension, life
insurance, 401(k), and health and welfare programs. Current period cost of medical,
dental, and life insurance benefits of active retirees are recorded as a responsibility of
the Benefits Department. However, other retiree costs including accrued OPEB costs
are allocated to other cost centers.
Labor Relations maintains relationships with bargaining units, negotiates labor
contracts, manages grievance processes, and maintains data unique to union personnel.
Training and Organizational Development provides staff development programs that
include leadership development, supervisory training, succession planning and
employee relations coaching.
Goals and Objectives action plan:
On the following page are the Human Resources strategies and action steps to help Metro
achieve its goals and objectives that are outlined in the Strategic Plan Overview section. Our
progress in meeting these goals and objectives are measured through performance indicators.
A list of the performance indicators follows the goals and objectives action plans.
85

Human Resources – Goals and Objectives Action Plan
Goal: Ensure cost-effective and efficient use of resources and aggressively pursue funding
partnerships to supplement existing resources.
Objective: Implement cost reduction strategies
Strategy Action Steps Performance Measurements
Reduce costs and impact on
productivity associated with
absenteeism.
• Implementation of a structured
absence management program.
• Establish attendance program
review committee including
Labor Relations and facilities
management for bus, rail and
van (October, 2012)
• Explore opportunities to
partner with firms specializing
in case management of FMLA,
STD and other leaves of
absence. (July, 2012)
Goal: Value all members of our staff and endeavor to help all of our employees develop
to their fullest potential.
Objective: Invest in employee development
Improve employee competency
by management and leadership
training agency-wide
• Conduct biennial management
training for supervisors and
management level staff
• Establish a leadership
development program for high
potential employees
• Conduct mandatory
management training for newly
minted supervisors
Objective: Strengthen the labor – management working relationship
Maintain a positive working
relationship with union
management to ensure an open
communication process for
resolving work related issues.
• Develop a joint complaint and
grievance review committee
with Local 788 to address
issues for operations and
maintenance
• Develop and implement
grievance/arbitration training
for first line supervisors in
operations and maintenance.
• Management training for
supervisors and managers
program first session
completed (Sep 2012)
• Leadership development
program developed and in
place (Dec 2012)
• New manager training
program to be developed by
(Dec 2012)
• Joint Committee in place by
September, 2012
• Training complete by
December, 2012.
Objective: Provide timely, honest feedback on performance through EADS program
Evaluate current Metro
employee measurement and
feedback systems and develop
approach to improve
performance management
• Implement updated
performance management
system
• Revise performance
measurement system
(December, 2012)
86

Human Resources: Performance Indicators
FY 2013 FY 2012 FY 2011
Target Projection Target Actual
Implementing programs that re-balance the
employer/employee cost ratio Yes Yes Yes Yes
Continuously review retiree programs to reduce
Metro’s costs where government subsidized
programs are available – Baseline 2010 RDS
payment of $375,273.64 rec’d. 9-21-11 (FY12)
+85%
$694,000
+38%
$375,000
+25%
$339,000
-
$271,114
Medical Plan per member per month (Paid Basis):
Plan paid amount PMPM $236.50 $221.00 $221.00 N/A
Plan cost share PMPM $35.00 $34.00 $34.00 N/A
Prescription Drug Plan performance:
Plan cost per member per month (Paid Basis) $83.64 $80.42 $74.46 N/A
Generic fill rate 74.5% 73.45% 71.2% N/A
Home delivery utilization rate 7.0% 6.7% 6.6% N/A
Evaluate and introduce benefit programs to support
talent acquisition and retention as well as
managing over-all active/retiree costs
Proposed programs 12 3 3 N/A
Implemented programs 4 3 3 N/A
Employee/Retiree Outreach
Education events 30 N/A N/A N/A
Communications 6 N/A N/A N/A
Executive Dashboard provided quarterly 45 days
following close of prior period
100% N/A N/A N/A
Reduce labor grievances by 25% 192 256 256 210
87

Human Resources - Operating Expense
$ Change % Change
FY 2013 FY 2012
13 Bgt 13 Bgt
Budget Projection Budget vs. 12 Proj vs. 12 Proj
FY 2011
Actual
Human
Wages & benefits without OPEB
Resources Other postemployment benefits
Services
Parts & supplies
Utilities
Taxes, leases & other
Operating expense
Benefits
Wages & benefits without OPEB
Other postemployment benefits
Services
Parts & supplies
Utilities
Taxes, leases & other
Operating expense
Labor
Wages & benefits without OPEB
Relations Other postemployment benefits
Services
Parts & supplies
Utilities
Taxes, leases & other
Operating expense
Training & Wages & benefits without OPEB
Organizational Services
Development Parts & supplies
Taxes, leases & other
Operating expense
Human
Wages & benefits without OPEB
Resources Other postemployment benefits
Management Services
Parts & supplies
Utilities
Taxes, leases & other
Operating expense
* Workforce Wages & benefits without OPEB
Diversity & EEO Other postemployment benefits
Services
Parts & supplies
Utilities
Taxes, leases & other
Operating expense
$ 1,677,321 $ 1,463,173 $ 1,508,478 $ 214,148 14.6%
55,441 98,882 81,550 (43,441) -43.9%
1,286,679 1,086,176 1,170,893 200,503 18.5%
22,450 20,047 32,942 2,403 12.0%
3,672 3,145 3,744 527 16.7%
153,520 116,295 167,182 37,225 32.0%
$ 3,199,082 $ 2,787,718 $ 2,964,788 $ 411,364 14.8%
534,347 480,463 505,543 53,885 11.2%
42,248 43,027 48,611 (780) -1.8%
725,422 625,244 602,036 100,178 16.0%
3,000 6,627 11,500 (3,627) -54.7%
1,524 1,204 1,524 320 26.6%
24,945 34,554 24,745 (9,609) -27.8%
1,331,486 1,191,120 1,193,959 140,366 11.8%
168,939 142,241 161,735 26,698 18.8%
13,193 12,963 15,432 229 1.8%
322,257 286,201 332,357 36,056 12.6%
550 1,093 2,700 (543) -49.7%
420 220 420 200 91.0%
4,100 1,667 4,100 2,433 146.0%
509,459 444,385 516,743 65,074 14.6%
- - - -
25,000 12,500 25,000 12,500 100.0%
8,400 4,453 8,400 3,947 88.7%
64,200 32,114 69,200 32,086 99.9%
97,600 49,066 102,600 48,534 98.9%
974,034 740,237 742,068 233,798 31.6%
- 33,125 7,692 (33,125) -100.0%
214,000 153,567 200,750 60,433 39.4%
10,500 6,402 7,292 4,098 64.0%
1,728 777 900 951 122.3%
60,275 37,998 52,687 22,277 58.6%
1,260,537 972,106 1,011,389 288,432 29.7%
- 100,233 99,132 (100,233) -100.0%
- 9,767 9,816 (9,767) -100.0%
- 8,663 10,750 (8,663) -100.0%
- 1,472 3,050 (1,472) -100.0%
- 944 900 (944) -100.0%
- 9,962 16,450 (9,962) -100.0%
- 131,041 140,097 (131,041) -100.0%
$
$
1,202,412
118,688
730,209
28,264
2,261
63,508
2,145,343
390,004
38,339
390,975
11,001
645
17,028
847,992
108,945
11,882
185,380
1,483
-
437
308,127
37
-
-
-
37
610,899
59,008
152,269
14,561
453
45,691
882,880
92,526
9,460
1,585
1,220
1,164
352
106,308
* moved to Executive Services Company in FY 2013
(Totals may not sum due to rounding)
88

Procurement, Inventory Management & Supplier
Diversity
Descriptions of organization:
The Procurement, Inventory Management, and Supplier Diversity Division consists of the
following units that are responsible for delivering on a timely basis the best value product or
service, while maintaining the public’s trust and fulfilling public policy goals.
Inventory Management is responsible for managing and safeguarding Metro’s
inventory of repair parts and supplies required for efficient day-to-day operations. The
department also interprets maintenance and operations plans and forecasts materials
requirements to support the needs of the organization.
Procurement is responsible for purchasing and/or contracting for all equipment, goods,
and services Metro requires for operations and expansion. The department is also
responsible for ensuring compliance with all federal, state, and local laws and
regulations and Metro Board policy requirements relating to procurement.
Supplier Diversity is responsible for administering Metro’s Disadvantaged Business
Enterprise program in accordance with the Code of Federal Regulations Chapter 49 Part
26. The department is also responsible for achieving the maximum possible
Disadvantaged Business Enterprise participation on Metro contracts.
Procurement Administration provides overall management of the procurement,
inventory management, and supplier diversity functions.
Goals and Objectives action plan:
On the following page are the strategies and action steps that support and assist Metro achieve
its goals and objectives that are outlined in the Strategic Plan Overview. Progress in attaining
these goals and objectives are measured through performance indicators. A list of performance
indicators follows the goals and objectives action plans.
89

Procurement, Inventory Management & Supplier Diversity
– Goals and Objectives Action Plan
Goal: To be an effective and efficient publically-supported organization that is viewed as
a transparent and accountable steward of public funds.
Objective: Establish and manage communications plan that improves public perception
of Metro programs and credibility of management
Strategy Action Steps Performance Measurements
Improve transparency of Metro
DBE contracting and
expenditures
• Determine data to be displayed
on the Metro website
• Redesign Metro DBE website
to better communicate program
goals, process,
accomplishments, and data
• Develop a training program to
help Metro staff and
contractors understand “DBE”
requirements
• Completed and implemented
redesign of website with DBE
performance information
• DBE training and certification
assistance available to
interested parties
Goal: Ensure cost-effective and efficient use of resources and aggressively pursue funding
partnerships to supplement existing resources.
Objective: Implement internal process improvements
Improve transparency of Metro • Expand online supplier
procurement and contracting registration and sourcing
actions
beyond inventory purchases to
include expense and project
Improve equipment and parts
availability and supplier
performance
Implement planned maintenance
process in partnership with
maintenance for all Metro
divisions as mirrored with bus
maintenance
sourcing requirements
• Develop and implement
supplier performance
measurement program
• Establish project teams
• Evaluate current maintenance
and material requirement plans
• Develop process improvement
recommendations
• Implement recommendations
Objective: Implement cost reduction strategies
Improve MetroLink warehouse • Identify and categorize parts
and materials management and supplies
processes
• Identify ML critical spares
• Evaluate inventory item
attributes
• Implement recommendations
• All solicitations conducted via
Metro e-sourcing tools where
feasible
• Performance measurement
program in place and
scorecards are created and
reviewed with key suppliers
• Project teams established and
operating
• Process improvement
recommendations and
implementation schedule for
ML rail operations completed
• Process improvement
recommendations and
implementation schedule for
MOW completed
• Parts identification completed
for all operating systems (Mar
2011)
• Process recommendations and
implementation schedule
completed (Jun 2011)
90

Procurement, Inventory Management & Supplier Diversity:
Performance Indicators
FY 2013 FY 2012 FY 2011
Target Projection Target Actual
Inventory Management:
Accuracy of bus parts inventory 98.0% 97.5% 98.0% 97.1%
Accuracy of rail parts inventory 96.0% 95.0% 96.0% 94.7%
Bus parts inventory turnover 3.00 3.00 3.00 2.81
Rail parts inventory turnover 0.75 0.75 0.75 0.68
Procurement:
Percent of purchases competitively sourced 90.0% 94.0% 90.0% 94.2%
Supplier Diversity:
DBE annual participation rate that meets
or exceeds FTA annual goal 15.0% 12.5% 11.0% 12.6%
91

Procurement, Inventory Management & Supplier Diversity - Operating Expense
Procurement,
Inventory
Management
& Supplier
Diversity
Inventory
Management
Procurement
Supplier
Diversity
Procurement
Administration
Wages & benefits without OPEB
Other postemployment benefits
Services
Parts & supplies
Utilities
Taxes, leases & other
Operating expense
Wages & benefits without OPEB
Other postemployment benefits
Services
Parts & supplies
Utilities
Taxes, leases & other
Operating expense
Wages & benefits without OPEB
Other postemployment benefits
Services
Parts & supplies
Utilities
Taxes, leases & other
Operating expense
Wages & benefits without OPEB
Other postemployment benefits
Services
Parts & supplies
Utilities
Taxes, leases & other
Operating expense
Wages & benefits without OPEB
Other postemployment benefits
Services
Parts & supplies
Utilities
Taxes, leases & other
Operating expense
(Totals may not sum due to rounding)
$ Change % Change
FY 2013 FY 2012
13 Bgt 13 Bgt
Budget Projection Budget vs. 12 Proj vs. 12 Proj
$ 4,093,840 $ 3,750,643 $ 3,716,932 $ 343,197 9.2%
330,967 325,726 342,878 5,241 1.6%
55,000 55,815 88,500 (815) -1.5%
325,662 307,792 345,662 17,870 5.8%
5,508 4,664 5,028 844 18.1%
89,549 69,182 80,299 20,367 29.4%
$ 4,900,526 $ 4,513,822 $ 4,579,299 $ 386,703 8.6%
2,561,632 2,383,175 2,367,262 178,457 7.5%
218,911 207,518 216,095 11,393 5.5%
20,000 17,144 20,000 2,856 16.7%
313,962 300,433 337,663 13,529 4.5%
3,504 2,703 3,504 801 29.6%
16,328 10,099 15,278 6,229 61.7%
3,134,337 2,921,073 2,959,801 213,265 7.3%
969,416 881,671 872,781 87,745 10.0%
73,278 74,668 81,456 (1,390) -1.9%
10,000 35,300 62,000 (25,300) -71.7%
- (771) - 771 -100.0%
- 117 - (117) -100.0%
- 1,433 - (1,433) -100.0%
1,052,694 992,417 1,016,237 60,276 6.1%
256,349 180,708 179,480 75,641 41.9%
13,848 15,795 15,942 (1,947) -12.3%
- 54 - (54) -100.0%
- 2,154 - (2,154) -100.0%
1,104 954 624 150 15.7%
44,690 42,572 42,590 2,118 5.0%
315,991 242,237 238,636 73,754 30.4%
306,443 305,089 297,409 1,354 0.4%
24,931 27,745 29,386 (2,814) -10.1%
25,000 3,317 6,500 21,683 653.7%
11,699 5,976 7,999 5,723 95.8%
900 891 900 9 1.0%
28,531 15,078 22,431 13,453 89.2%
397,504 358,096 364,625 39,408 11.0%
FY 2011
Actual
$ 3,430,602
330,203
10,656
290,695
4,285
69,415
$ 4,135,855
2,184,968
213,603
-
279,385
2,298
23,000
2,703,253
797,848
72,122
8,403
-
217
3,696
882,286
157,481
15,669
70
5,288
772
35,760
215,040
290,305
28,810
2,183
6,022
997
6,959
335,276
92

Finance
Operational overview:
Finance manages risk, collects and protects passenger revenue collections, and maintains
financial integrity of financial plans and records:
Risk Management, Claims and Safety is responsible for the Agency-wide self insurance
and insurance programs as well as the administration of workers’ compensation, property
and auto liability claims. The department investigates accidents and oversees all elements
of employee and facility safety, identifies hazards and develops recommendations to reduce
or eliminate problems. The department administers the federal drug and alcohol program
including random testing and accident investigation. The department also coordinates
emergency response planning with federal, state and local authorities and provides training
for local emergency first responders. Finally, it is also responsible for the review of
contracts and agreements and oversees contractor safety programs.
Treasury is responsible for cash management including cash receipts, disbursements,
banking relations, investments and commodities hedging programs. The department is
responsible for debt and structured lease administration and financial disclosures. The
department works closely with the Chief Financial Officer structuring short-term and longterm
financing.
Passenger Revenue is responsible for the overall management and maintenance of fare
collection and bus headsign equipment. The department is in charge for the controls
surrounding the accounting and handling of bus and light rail transit passenger fares. The
department is accountable for the bus pass distribution, lock box program, and manages the
MetroLink special-event ticketing program and responsible for timely and accurate revenue
reporting.
Controller’s Group is responsible for coordinating, planning, and reporting on the
financial activities of Metro. The department sets financial policies, and oversees the
activities of the Accounting, Budgeting, Payroll and Accounts Payable sections. The
department coordinates the activities of the external auditor, and is responsible for all
external financial reporting. The department provides analytical support to management
and prepares detailed indicators reports measuring the performance of the Agency.
Program Development and Grants Department is responsible for the development and
administration of all federal, state and local grants. The department is responsible for the
coordination of all sub-recipient grant relations. The department is responsible for
coordinating the development and ranking of internal grant requests. The department
coordinates grant applications with federal, state and local authorities, as well as the
municipal planning organization.
Finance Administration is responsible for overall management of all financial functions.
93

Goals and Objectives Action Plan:
Strategies and action steps guide and assist Metro in achieving its goals and objectives that are
outlined in the Strategic Plan Overview section. Below are the Financial organization
strategies and action steps. Progress in meeting these goals and objectives are measured
through performance indicators. A list of the performance indicators follows goals and
objectives.
Finance – Goals and Objectives Action Plan
Goal: Deliver a high quality transit experience that is recognized by its customers,
industry peers, and regional stakeholders for its excellence.
Objective: Efficiently and effectively operate service sectors
Strategy Action Steps Performance Measurements
Continue six year trend to reduce
accidents and injuries (Risk
Management and Safety)
• Design training module to
address broken switches and
red signal violations (i.e.,
human factors)
• Red signal violation and broken
switch training module
completed
• Wellness training program in
place
• Healthcare representative
residing on-site
• Agency accident and injury
metrics
Goal: To be an effective and efficient publically-supported organization that is viewed as a
transparent and accountable steward of public funds.
Objective: Establish and manage communications plan that improves public perception of
Metro programs and credibility of management
Expand public outreach efforts in
safety, security and emergency
management
• Public service announcement
through bus and LRV poster
program and literature about
safety, security and emergency
preparedness
• Provide safety, security and
emergency preparedness
information for new Metro
website
• Perform MetroLink station
blitzes to remind customers to
“Stop, Look, and Live” before
crossing the MetroLink railroad
tracks.
• Safety, Security and
Emergency Preparedness
posters on MetroBus and
MetroLink
• MetroLink evacuation poster
and brochure available
• Safety, Security and
Emergency Preparedness
information posted to website
94

Goal: Ensure cost-effective and efficient use of resources and aggressively pursue funding
partnerships to supplement existing resources.
Objective: Implement internal process improvements
Strategy Action Steps Performance Measurements
Increase income from
investments
• Circulate Metro’s internal
investment policies to our
banks and peers for review
• Review investment policy to
determine if authorized
investment categories are
overly restrictive
• Develop more sophisticated
cash flow analysis to enable
funds to be invested longer
term
• Recommend investment
category changes to Board, if
changes are deemed prudent,
and increase investment
income
• Develop various cash flow
scenarios\models. Develop a
“worst case” scenario wherein
Metro would still have some
reserves that could be invested
long term
Objective: Implement internal process improvements
Conduct the first of a series of
management and operations
audits pursuant to the trustee
agreement of the Cross County
MetroLink project, and the St.
Louis County Proposition A sales
tax ordinance
Identify opportunities to
reimburse cost of staff training
and administrative time through
grant resources
Provide project management and
coordination for the FTA funded
state of good repair transit asset
management (TAM) research
project
• Engage consultants
• Review management and
operating policies
• Develop report of audit
findings
• Identify grant funds to support
front-line employee training for
emergency preparedness and
security awareness - e.g.,
Homeland Security, FTA,
Public Education and
Enforcement Research Study
• Identify grant funds to support
administrative effort to procure
and manage grant funded
projects
• In conjunction with TAM
consultant, develop hierarchical
structure of Metro’s assets
including facilities, rolling
stock, right-of-way, and other
infrastructure
• Identify useful life, life cycle
costs
• Document process to facilitate
use at other transit agencies
• Present audit report to Board of
Commissioners and Legal
Counsel before June 30, 2012
• Implement audit
recommendations in FY 2013
• Identify sources of revenue to
support agency’s capital and
eligible operating needs
• Maintain line of
communication with funding
sources to identify agency
needs and identify available
resources to support capital
needs
• Receive funding authorizations
prior to start of Fiscal Year
2012
• Provide research
documentation and
recommendations to FTA in
support of its “state of good
repair” goals and objectives for
transit properties nationwide by
May 2013
95

Strategy Action Steps Performance Measurements
Develop and implement a
comprehensive Business
Continuity Plan to supplement
• Establish a working group to
include Operations,
Maintenance, ENSD,
• First draft of plan by July 2012
• Implementation in fiscal year
2013
the IT Disaster Recovery Plan
and Metro’s Emergency
Preparedness Program Plan
Communications and others to
establish conceptual design
• Prepare department by
department drafts
• Coordinate plans
Objective: Implement cost reduction strategies
Extend Metro’s bonding
authority to allow 40-year
retirement window
• Prepare legislation
• Develop speaking points
• Identify sponsors
• Advance through state and
federal legislatures
Objective: Implement cost reduction strategies
Evaluate alternatives and cost
containment measures for Other
Post Employment Benefits
(OPEB) in order to utilize for
collective bargaining activities
• Engage financial consultant to
provide guidance on how to
reduce the unfunded liabilities
• Establish a baseline cost and
examine the true cost of retiree
health care benefits
• Survey current market
strategies
• Evaluate each strategy’s cost
implications
• Determine appropriate
implementation strategy,
collective bargaining and other
elements of post employment
benefits
• Legislative approval from both
Illinois and Missouri achieved
• Congressional approval
achieved
• Identification and analysis of
alternative cost containment
strategies completed (Fall
2010)
• Proposed cost containment
strategies to be negotiated with
collective bargaining units (Fall
2012)
• Evaluate on-going cost
containment strategies (FY
2013)
Goal: Value all members of our staff and endeavor to help all of our employees develop to
their fullest potential.
Objective: Continue to develop a safety conscious culture throughout Metro, its customers,
and business partners
Enhance system safety training
for employees and contractors
Improve employee health while
maintaining or reducing medical
plan costs
• Complete development of online,
computer based testing
(CBT) version of Tier 1 system
Safety Training program
• Develop and implement an
incentive based, wellness
oriented medical plan to
complement the health &
wellness initiative
• Computer based testing
program is complete awaiting
IT implementation
• Develop and implement plan
(calendar year 2012)
• Continue wellness initiatives
96

Finance: Performance Indicators
FY 2013 FY 2012 FY 2011
Target Projection Target Actual
Risk Management:
Lost work days due to employee injury 1,560 1647 1,916 2,257
Employee injuries 175 180 160 205
MetroBus preventable accidents per 100,000
miles 0.88 1.01 0.75 0.96
Call-A-Ride preventable accidents per 100,000
miles 0.85 0.81 0.95 0.78
Passenger injuries per 100,000 boardings 1.1 1.2 1.1 1.3
Liability & WC subrogation recoveries $397,542 $307,352 $487,732 $839,778
Treasury:
Percent of months in which:
Yield on working capital funds exceed 90-
day T-Bill by five basis points 75% 83% 100% 42%
Yield on longer term funds exceed monthly
180-day T-Bill by five basis points 83% 100% 100% 75%
Treasury Module closed within three working
days after month end 100% 75% 100% 67%
All EFTs timely made with no errors 100% 100% 100% 100%
Positive pay issue files transmitted in a
timely manner 99% 99% 95% 99%
Monthly Treasurer’s Report completed before
Board deadline 100% 100% 100% 100%
Passenger Revenue:
Percent of TVM refund claims processed within
three days of receipt 100% 98% 100% 95%
Percent of special events staffed with ticket
ticket sales where TVMs are unable to handle
demand 100% 100% 100% 100%
Percent of pass/ticket distributions to third party
vendors meeting deadline 100% 100% 100% 100%
Percent of month-end journal entries meeting
closing schedule 100% 100% 100% 100%
Percent of working fund balances reconciled
with general ledger 100% 100% 100% 100%
Number of farebox revenue audits performed 100 100 12 108
97

Finance: Performance Indicators
FY 2013 FY 2012 FY 2011
Target Projection Target Actual
Program Development and Grants:
Percent annual formula, fixed guideway, &
discretionary funds grant applications
submitted on time 100% 100% 100% 100%
Percent FTA milestone progress reports
submitted on time (within 30 days after the
end of the quarter 100% 100% 100% 100%
Percent federal grants closed within 90 days
of all grant activity of expenditure of all
federal funds 100% 100% 100% 100%
Controller’s Group:
GFOA Certificates of Achievement:
1.) Comprehensive Financial Report Yes Yes Yes Yes
2.) Budget Presentation Yes Yes Yes Yes
Percent of months in which the general
ledger was closed within 7 days or less 100% 100% 100% 100%
Percent of invoices paid within supplier
payment terms 99.5% 95.0% 99.5% 90.0%
Percent of supplier records to maintained in
supplier master file 99.9% 99.5% 99.9% 99.5%
Payroll errors as a percent of paychecks 0.05% 0.02% 0.05% 0.03%
Percent of employees using direct deposit 100% 99.99% 100% 99.97%
98

Finance - Operating Expense $ Change % Change
FY 2013 FY 2012 13 Bgt 13 Bgt FY 2011
Budget Projection Budget vs. 12 Proj vs. 12 Proj Actual
Finance
Risk
Management
& Safety
Claims
& Safety
Treasury
Passenger
Revenue
Controller's
Group
Program
Development
& Grants
Department
Finance
Administration
Wages & benefits without OPEB
Other postemployment benefits
Services
Parts & supplies
Casualty & liability
Utilities
Taxes, leases & other
Agency fees
Operating expense
Wages & benefits without OPEB
Other postemployment benefits
Services
Parts & supplies
Casualty & liability
Utilities
Taxes, leases & other
Operating expense
Wages & benefits without OPEB
Other postemployment benefits
Services
Parts & supplies
Taxes, leases & other
Agency fees
Operating expense
Wages & benefits without OPEB
Other postemployment benefits
Services
Parts & supplies
Utilities
Taxes, leases & other
Operating expense
Wages & benefits without OPEB
Other postemployment benefits
Services
Parts & supplies
Taxes, leases & other
Operating expense
Wages & benefits without OPEB
Other postemployment benefits
Services
Parts & supplies
Taxes, leases & other
Operating expense
Wages & benefits without OPEB
Other postemployment benefits
Services
Parts & supplies
Utilities
Taxes, leases & other
Operating expense
$ 6,800,366 $ 6,393,665 $ 6,498,401 $ 406,700 6.4%
559,184 556,661 592,481 2,523 0.5%
3,223,958 3,190,750 3,510,094 33,208 1.0%
808,695 744,160 774,246 64,536 8.7%
5,203,948 4,851,113 4,763,754 352,835 7.3%
42,410 55,605 91,596 (13,194) -23.7%
774,389 880,734 922,938 (106,345) -12.1%
2,600,000 1,800,000 1,800,000 800,000 44.4%
$ 20,012,951 $ 18,472,689 $ 18,953,510 $ 1,540,263 8.3%
1,926,065 1,722,003 1,756,585 204,062 11.9%
136,747 131,927 151,294 4,820 3.7%
827,712 784,582 809,582 43,130 5.5%
249,195 299,598 248,595 (50,403) -16.8%
5,203,948 4,851,113 4,763,754 352,835 7.3%
35,931 49,043 85,116 (13,113) -26.7%
330,599 423,633 437,036 (93,034) -22.0%
8,710,196 8,261,899 8,251,962 448,297 5.4%
230,851 245,351 225,937 (14,500) -5.9%
18,943 20,738 22,633 (1,795) -8.7%
1,504,875 1,426,421 1,669,000 78,454 5.5%
750 5,488 2,000 (4,738) -86.3%
15,735 16,571 14,900 (836) -5.0%
2,600,000 1,800,000 1,800,000 800,000 44.4%
4,371,154 3,514,570 3,734,470 856,585 24.4%
2,213,809 2,116,357 2,135,021 97,453 4.6%
194,120 192,261 192,257 1,859 1.0%
822,821 850,231 823,321 (27,410) -3.2%
506,325 415,241 495,575 91,084 21.9%
4,956 4,830 4,956 126 2.6%
304,843 340,193 353,077 (35,350) -10.4%
4,046,875 3,919,113 4,004,208 127,762 3.3%
1,718,316 1,581,429 1,641,953 136,887 8.7%
150,444 147,304 151,602 3,140 2.1%
22,150 17,918 23,441 4,232 23.6%
29,550 13,742 20,050 15,808 115.0%
21,957 21,823 18,570 134 0.6%
1,943,041 1,782,957 1,856,241 160,083 9.0%
385,989 371,982 364,761 14,007 3.8%
29,457 31,653 34,074 (2,196) -6.9%
2,200 2,985 2,350 (785) -26.3%
6,800 5,848 5,950 952 16.3%
83,530 63,232 83,530 20,298 32.1%
507,977 475,700 490,665 32,277 6.8%
325,335 356,544 374,143 (31,209) -8.8%
29,473 32,778 40,620 (3,305) -10.1%
44,200 108,612 182,400 (64,412) -59.3%
16,075 4,243 2,075 11,832 278.9%
900 991 900 (91) -9.2%
17,725 15,282 15,825 2,443 16.0%
433,708 518,450 615,964 (84,742) -16.3%
$ 6,328,762
(359,023)
3,145,390
651,831
5,816,047
42,038
758,302
1,500,000
$ 17,883,346
1,438,193
116,128
853,929
169,211
5,816,047
35,119
300,106
8,728,733
1,083,291
(859,009)
1,441,689
381
37,601
1,500,000
3,203,953
1,869,690
188,131
692,506
441,590
5,936
286,984
3,484,837
1,269,360
137,373
121,387
22,944
18,818
1,569,882
321,197
30,511
12,109
2,741
104,869
471,428
347,030
27,844
23,770
14,963
982
9,925
424,514
(Totals may not sum due to rounding)
99

Information Technology
Organizational overview:
Information Technology oversees plans, directs, and coordinates the efforts of all information
technology activities of the Agency.
Information Technology is responsible for developing, operating, and maintaining
information and telecommunications systems; designing, programming, and purchasing
software that supports all business processes within the company; providing help-desk
support for computer-dependent employees; designing and maintaining both internet and
intranet websites; supporting customers, employees, and the general public.
Office Services is responsible for in-house publishing, mail delivery services, and copying
services.
Goals and Objectives action plan:
Below are Information Technology strategies and action steps to help Metro achieve its goals
and objectives. Our progress in meeting these goals and objectives are measured through
performance indicators. A list of the performance indicators also follows.
Information Technology - Goals and Objectives Action Plan
Goal: Ensure cost-effective and efficient use of resources and aggressively pursue funding
partnerships to supplement existing resources.
Objective: Implement cost reduction strategies
Strategy Action Steps Performance Measurements
Work with REJIS to reduce
infrastructure costs
Reduce personnel related
expenses and improve
management information used
for decision making
Replace call recording software
• Evaluate cost items for
elimination and prioritize
• Eliminate or reduce top three
cost items
• Evaluate business intelligence
systems and present
improvement
recommendations to
management for funding
approval
• Procurement completed by
2/1/2012
• Design completed by 4/1/2012
• Implementation completed by
9/1/2012
• Prioritized list of items
• Costs reduced
• Evaluate systems and
recommend approach (Dec
2012)
Note: Completion of this
strategy dependent upon timing
of completion of AVL
infrastructure
• Completion as scheduled and
within budget
100

Information Technology - Performance Indicators
FY 2013 FY 2012 FY 2011
Target Projection Target Actual
System uptime 98.7% 99.0% 98.7% 99.1%
Quality of customer support per customer survey 3.0 * 3.2 4.03
Applications meet business needs per customer 3.1 * 3.1 2.72
survey
Information Technology personnel turnover

Communications & Community Relations
s
Organizational overview:
The Communications department is responsible for the Agency’s contact with external
audiences through the news media to the general public. The department employs a number of
methods to promote Agency services and achievements to both external and internal audiences.
Those methods include the use of media releases, media coordination, internal bulletins and
reports, special events, special community reports, a speakers’ bureau, an employee
Ambassador Program, and Twitter and Facebook social media. The department resides within
the Metro System Company, but reports to the Executive Services office of Government
Affairs.
Goals and Objectives action plan:
Following are the strategies and action steps to help Metro achieve its goals and objectives.
Progress in attaining these goals and objectives are measured through performance indicators.
A list of performance indicators follows the goals and objectives action plans.
Communications & Community Relations – Goals & Objectives Action Plan
Goal: To be an effective and efficient publically-supported organization that is viewed as
a transparent and accountable steward of public funds.
Objective: Establish and manage communications plan that improves public perception
of Metro programs and credibility of management
Strategy Action Steps Performance Measurements
Develop communications plan
that promotes Metro’s value to
the region. Educate and
advocate for community support
and create affinity for
BSDA/Metro Transit, Business
Enterprises and Economic
Development.
• FY 13 communications and
community relations priorities
will include redesign of
Agency Intranet and expand
internal communications
options.
• Communicate BSDA/Metro
Transit’s Automated Fare
Collection system, Eads
Bridge construction progress,
advances in ridership, new
North County facility, new
transit
equipment/infrastructure.
• Coordinate and direct Metro
Transit Advisor Group
(MTAG).
• Execution of on-going
communications plan to
support BSDA/Metro brand
value to the community
through external media
relations, event management,
community relations and
internal communications.
102

Strategy Action Steps Performance Measurements
Further develop a social media
strategy targeting four key
audiences: Customers, taxpayers,
• Research and implement a social
media promotion plan
• Benchmark against other social
• Statistically track growth of user
base, visits, and user involvement
and feedback.
transit enthusiasts, industry experts media products in transit and
and Metro personnel.
other industries.
• Maintain and utilize contact list of
registered users to act as
grassroots advocates for transit
Communications & Community Relations: Performance Indicators
FY 2013 FY 2012 FY 2011
Target Projection Target Actual
Total number of (traditional) media reports 1,500 1,400 1,350 1,291
Percent of favorable/neutral (traditional) media
reports 76.0% 74.0% 74.0% 70.9%
Estimated dollar value of favorable/
neutral media exposures (in millions) $3.2 $3.0 $3.0 $2.8
Number of Speakers Bureau engagements
and facility tours 125 110 120 108
Number of Agency and public events
created and/or supported 45 40 40 43
Estimated number of recipients of
communications with general public
through reports, newsletters, mailings,
and other traditional media 125,000 100,000 115,000 80,681
Number of communications distributed to
employees through email, newsletters,
and other materials 375 350 350 300
Published Social Media (blog posts, Twitter/
Facebook/YouTube/Flickr updates 4,200 4,200 1,500 4,514
Blog visits/YouTube views 105,000 100,000 60,000 58,077
Twitter followers/Facebook fans 6,000 5,000 4,000 3,564
103

Communications & Community Relations - Operating Expense
Communications Wages & benefits without OPEB
& Community Other postemployment benefits
Relations Services
Parts & supplies
Utilities
Taxes, leases & other
Operating expense
(Totals may not sum due to rounding)
$ Change % Change
FY 2013 FY 2012
13 Bgt 13 Bgt
Budget Projection Budget vs. 12 Proj vs. 12 Proj
$ 466,740 $ 448,719 $ 442,650 $ 18,021 4.0%
35,655 38,733 41,420 (3,078) -7.9%
148,000 94,041 153,000 53,959 57.4%
25,000 31,003 30,500 (6,003) -19.4%
3,120 2,620 3,120 500 19.1%
35,000 31,320 28,200 3,680 11.7%
$ 713,515 $ 646,436 $ 698,890 $ 67,080 10.4%
FY 2011
Actual
$ 391,000
40,904
45,623
38,028
1,744
25,284
$ 542,583
104

Marketing
Organizational overview:
Marketing is responsible for overseeing and assisting with marketing plans for all of Metro
including Gateway Arch, Gateway Arch Parking Facility, Gateway Arch Riverfront Attractions
and the St. Louis downtown Airport.
Marketing develops and implements marketing programs, project-specific marketing, and
graphic design service programs. Metro’s customers may purchase tickets, passes and
transfers at the MetroRide Store, which also falls under the Marketing umbrella. The
Marketing division reports to the Senior Vice President of Business Development.
Goals and Objectives Action Plan:
Following are Marketing’s strategies and action steps that support Metro to achieve its goals and
objectives. Progress in attaining these goals and objectives are measured through performance
indicators. A list of performance indicators follows the goals and objectives action plans.
Marketing – Goals and Objectives Action Plan
Goal: To be an effective and efficient publically-supported organization that is viewed as a
transparent and accountable steward of public funds.
Objective: Establish and manage communications plan that improves public perception of
Metro programs and credibility of management
Strategy Action Steps Performance Measurements
• Design new site
• Completed website Phase II
• Develop project plan
(Dec 2010)
• Execute project plan
• Update and maintain as needed
Redesign Metro’s website to
improve communications with
stakeholders and customers
Goal: Ensure cost-effective and efficient use of resources and aggressively pursue funding
partnerships to supplement existing resources.
Objective: Implement cost reduction strategies
Develop cooperative marketing • Identify target partners
partnerships to extend marketing • Develop programs
budget
• Execute programs
• Completed $250K in-kind
placements (Jun 2010)
• Additional $500K in-kind
placements (Dec 2011)
• Further leverage our own
Transit properties to
communicate traffic and
revenue driving messages for
Metro (Jan 2012)
105

Strategy Action Steps Performance Measurements
Objective: Implement revenue enhancement strategies
Develop new sources of revenue
through marketing
• Develop plan to address bus
shelter advertising and
maintenance to replace
expiring Wall USA contract
• Evaluate and execute
marketing opportunities related
to implementation of Smart
Card program
• Increase ad revenues through
better communication and goal
setting with Lamar
• Bus Shelter advertising
program in place (Dec 2012)
• Opportunities related to Smart
Cards to be implemented in
conjunction with card program
(Dec 2011,dependent upon
timing of program
implementation)
• Implemented a new monthly
reporting protocol which
highlights “inventory
opportunities” (Feb 2012)
Marketing: Performance Indicators
FY 2013 FY 2012 FY 2011
Target Projection Target Actual
Conduct discovery interviews with
key people representing staff,
partners and community
stakeholders NA Yes Yes NO
Co-develop communications
strategies and tactics that achieve
consumer and constituent
attitudinal and awareness goals for
Agency
• Drives economic activity
• I view positively
• Uses public funds efficiently
• Is a good community partner
Develop and execute strategic and
tactical marketing plans that
exceed business targets for Transit
Develop and execute strategic and
tactical marketing plans that
exceed business targets for
Business Enterprises
Meet or exceed consumer attitudinal
goals for both Transit and Business
Enterprises – Brand KPI’s
• Safety
• Value
• Helps my community
• Easy to use
TBD
5%
(ridership)
5%
(attendance)
TBD
Launch
research
TBD
(must
establish
baseline)
8% 5%
(ridership)
-10% 5%
(attendance)
Launch
research
TBD
(must
establish
baseline)
106

Marketing: Performance Indicators (continued)
FY 2013 FY 2012 FY 2011
Target Projection Target Actual
Build a best-in-industry marketing
and sales organization
• Years of experience (internal
avg.)
• Years of experience (external
avg.)
• Advanced degrees
• Bachelors
• Peer benchmarks
10 yrs
10 yrs
2
4
TBD
Begin
tracking
Increase advertising revenue YOY to
help offset public funds 10% 10% 10%
Manage marketing funds responsibly
• Do not exceed budget
• Demonstrate return versus
spend
100%
TBD
100% 100%
Annually review best practices of
peer organizations and attend
annual APTA conference Yes Yes Yes Yes
Marketing - Operating Expense
$ Change % Change
FY 2013 FY 2012
13 Bgt 13 Bgt FY 2011
Budget Projection Budget vs. 12 Proj vs. 12 Proj Actual
Marketing Wages & benefits without OPEB $ 493,806 $ 338,506 $ 371,241 $ 155,299 45.9% $ 263,100
Other postemployment benefits 36,637 27,270 34,270 9,366 34.3% 21,970
Services 203,100 142,463 197,709 60,637 42.6% 187,889
Parts & supplies 168,750 156,363 171,406 12,387 7.9% 167,469
Utilities 4,080 3,238 4,080 842 26.0% 3,068
Taxes, leases & other 302,390 281,068 293,209 21,322 7.6% 285,217
Operating expense $ 1,208,762 $ 948,908 $ 1,071,916 $ 259,854 27.4% $ 928,714
(Totals may not sum due to rounding)
107

Real Estate and Economic Development
Operational Overview:
Real Estate (Transit Company) acquires land for transit projects, negotiates leases from
public and private property owners, and leases Metro property to outside interests.
Economic Development is responsible for identifying alternative sources of funding and
partners for Metro initiatives, including real estate development around Metro stations and
BRT initiatives promoting regional infrastructure via the Bi-State Development Agency
charter in support of job creation and new private investment; and; managing Metro’s real
estate group.
Goal: Deliver a high quality transit experience that is recognized by its customers,
industry peers, and regional stakeholders for its excellence.
Division: Economic Development (also under Executive Services)
Strategy Action Steps Performance Measurements
Objective: Improve service quality and capacity for van, bus, and rail systems
BSDA Board and CEO
confirm program goals and
continually update and refine
BSDA's economic
development direction
• BSDA Board (possibly
Strategic Planning
Committee) providing
oversight for economic
development efforts
• Economic development staff
interacting with BSDA/
Metro engineering, planning,
transit, grants, business
enterprise, legislative,
finance, marketing and
communication on projects
• Economic development staff
interacting with local and
national economic
development groups for
information and best
practices
Objective: Improve service quality and capacity for van, bus, and rail systems
Lead economic development
component of Transit
Oriented Development (TOD)
and BRT planning and
development
• Interface with Metro
planning staff regarding
TOD
• Interface with community
partners on TOD planning/
finance/ development
• Interface with property
owners and planning staff on
BRT
• Thoughtful, short and long-term
economic development
projects/programs for the
regional community (on-going)
• Increased perception in the
region as Metro being a key part
of the community fabric (ongoing)
• Improved community and private
partnerships for BSDA and
Metro projects (on-going)
• Bi-State Property Holding,
Strategic Analysis
• Ongoing TOD, improving
quality of Metro station
experience
• Work on all 37 stations for
potential TOD improvements
• Initiate economic development
related to BRT
108

Real Estate & Economic Development – Performance Indicators
Real Estate:
FY 2013 FY 2012 FY 2011
Target Projection Target Actual
Metro strategic property analysis yes yes no N/A
Engineering department support yes yes yes yes
Metro leases accounts receivable
current
85% 85% N/A 80%
Metro leases accounts payable 100% 100% 100% 100%
Economic Development (also found under Executive Services)
Transit Oriented Development (TOD)
project efforts at 37 stations
100% 100% 100% NA
BRT pre-development support yes yes yes NA
Grow regional project/funding
partnership
Regional Urban Land Institute
Technical Assistance Panel
Create opportunities for use of Bi-State
compact
yes yes yes yes
1 1 0 NA
yes yes yes yes
Create 501 c (3) for program leveraging yes no no NA
Real Estate & Economic Development - Operating Expense
$ Change % Change
FY 2013 FY 2012 13 Bgt 13 Bgt FY 2011
Budget Projection Budget vs. 12 Proj vs. 12 Proj Actual
Real Estate Wages & benefits without OPEB $ 203,609 $ 195,453 $ 197,584 $ 8,156 4.2% $ (440)
& Meridian Other postemployment benefits 16,554 9,564 1,906 6,990 73.1% 251
Garage Services 257,000 237,575 287,265 19,425 8.2% 267,059
Parts & supplies 23,500 17,706 19,700 5,794 32.7% 8,792
Utilities 77,900 77,726 75,579 174 0.2% 37,850
Taxes, leases & other 7,675 5,877 7,800 1,798 30.6% 7,312
Operating expense $ 615,738 $ 568,689 $ 625,835 $ 47,049 8.3% $ 329,216
(Totals may not sum due to rounding)
109

Metro Transit System
Transit Improvement Plan Assumptions
The three-year projection reflects known factors currently in existence to estimate net
income/ (deficit) before depreciation. Deficits projected for FY2014 through FY 2016
represent the unfunded portion of OPEB obligations.
Operating Revenue
Passenger revenue for FY 2014 through FY 2016 reflects the same service levels as in the
FY 2013 budget. Passenger revenue projections a fare increase in 2013 and 2015 yielding a
3% increase and growth due to ridership increases of 1% for 2014 and 2016.
TMA revenue to be received from Transit Management Association participants is expected
to grow at 3.0% annually for FY 2014 through FY 2016.
Other operating revenue consists of advertising on revenue vehicles, shelters and
MetroLink stations; property rental; contracted maintenance for St. Clair ATS service and
the City of St. Louis fire truck maintenance; concessions; and other revenue. For FY 2014
through FY 2016, other operating revenues are expected to increase modestly at 2.5%
annually.
Operating Expense
Operating expenses are projected to increase at the rate of 3% for FY 2014 when compared
to the FY 2013 operating budget. FY 2015 and FY 2016 include a 3% increase over the
prior year. These increases are primarily related to wages and benefits and fuel costs.
Expenses for FY 2014 and FY 2015 include an additional maintenance expense of $1.9
million each year for soil erosion repair project along the Illinois MetroLink tracks. This
expense is offset by a grant from the State of Illinois.
Grants and Assistance
City of St. Louis ½ cent sales tax assumes a modest growth of 0.5% annually.
St. Louis County ½ cent sales tax assumes that the county will continue to appropriate to
Metro 50% of collections for FY 2014 through FY 2016. Tax receipts from St. Louis County
are projected to increase 2.5% annually as the economy begins to recover from the
recession.
110

City of St. Louis and St. Louis County 1/4 cent sales tax (Prop M) incorporates the
regional plan for funding MetroLink. Principal requirements are $11.2, $11.8 and $12.4
million for FY 2014, FY 2015, FY2016, respectively. Prop M sales tax receipts from the
City of St. Louis are projected to increase 0.5% annually, and St. Louis County Prop M sales
tax receipts are projected to increase 2.5% annually.
St. Louis County ½ cent sales tax (Prop A) assumes that the county will continue with the
current appropriation rate at current levels to Metro for FY 2014 through FY 2016. Prop A
sales tax receipts from St. Louis County are projected to increase 2.5% annually.
City of St. Louis ¼ cent sales tax (Prop M2) tax receipts from the City of St. Louis are
projected to increase 0.5% annually.
All sales taxes must support operation and capital requirements of the system. Prop M
receipts must also support principal and interest expense (debt service) in addition to the
operating and capital requirements. Approximately $7 million annually is required to be
reserved for local match to attract federal funding for capital projects. The remainder, after
the Prop M debt service requirement of $32 million annually, is used to support the annual
operating expenses of Metro.
Paratransit contract revenues are associated with Call-A-Ride operations primarily to
Missouri Medicaid customers. These revenues are expected to increase 5% in FY 2014 and
3.5% in FY 2015 and FY 2016.
State of Missouri and the EWGCOG reimbursement subsidies for FY 2014 through FY
2016 are expected to remain at the same level as the FY 2013 budget.
St. Clair County subsidy assumes continuation of St. Clair County, Illinois MetroBus and
MetroLink service at the same levels as used in the FY 2013 budget. The subsidy is
expected to change at the same rate as overall operating expenses for FY 2014 through FY
2016.
Federal vehicle maintenance (Federal Formula Funds) is budgeted at $16 million for FY
2014 through FY 2016. Using these funds for operations will result in Metro deferring
capital spending for vehicles. Deferring capital replacement and rehabilitation spending is
extremely detrimental to our investment in assets which the FTA expects Metro to keep in
good condition. Examples of projects that should be funded with 5307 money include
technology and infrastructure. Most of Metro’s facilities are 20-plus years of age.
CMAQ (Congestion Mitigation and Air Quality) grants are not planned for FY 2014 but
is expected to resume in FY 2015 through FY 2016.
JARC grants include planned revenues from the Reverse Commute Program for FY 2014
and federal monies used for other non-capital projects through FY 2016. JARC resources
are expected to grow in FY 2016.
111

Other Federal assistance for non-capital projects including the administrative portion
remains constant at $1.2 million through FY 2016.
Non-operating revenue (expense)
Investment income is projected to increase over 4.0% annually for FY 2014 through FY
2016 . Rates are expected to remain low; however, an increase in the amount available to
investment accounts for the modest growth year over year.
Interest on debt is expected to decrease from FY 2013 levels due to favorable refinancing
activities and reduction in principal. For FY 2014 interest expense is projected to be $20.1
million, $19.5 million in FY 2015, and $18.9 million in FY 2016.
Deficit before depreciation
Net deficits projected for FY 2014 through FY 2016 represent annual unfunded OPEB
obligations. Actual deficits may differ from these projections due to adverse economic
conditions, or unexpected expenditures.
Transit Improvement Plan Financial Summary
The following pages include a Three Year Statement of Revenue and Expenses and a Three
Year Statement of Grants and Assistance Detail. These statements were prepared using the
FY 2013 Budget as the basis, identifying the company goals and objectives and applying the
TIP assumptions to complete the plan.
112

Metro Transit System
Transit Improvement Plan
Three Year Financial Summary
(Dollars in thousands)
FY 2013 FY 2014 FY 2015 FY 2016
Budget Projection Change Projection Change Projection Change
Operating revenue:
Passenger revenue $ 50,458 $ 50,963 1.0% $ 52,512 3.0% $ 53,037 1.0%
TMA revenue 1,385 1,427 3.0% 1,469 3.0% 1,514 3.0%
Other 3,636 3,727 2.5% 3,820 2.5% 3,917 2.5%
55,479 56,116 1.1% 57,801 3.0% 58,468 1.2%
Operating expense 249,717 257,209 3.0% 264,925 3.0% 272,873 3.0%
Operating income (loss) (194,238) (201,092) (3.5)% (207,123) (3.0)% (214,404) (3.5)%
Non-operating revenue (expense):
Grants & assistance 207,314 211,138 1.8% 216,370 2.5% 221,323 2.3%
Investment income 301 313 40% 4.0% 326 40% .0% 339 41% 4.1%
Interest on debt (23,041) (20,126) (12.7)% (19,529) (3.0)% (18,893) (3.3)%
Sheltered workshop (1,071) (1,091) 1.9% (1,112) 1.9% (1,133) 1.9%
Other non-operating revenue/expense 40 41 2.5% 43 4.9% 45 4.7%
183,543 190,275 3.7% 196,098 3.1% 201,681 2.8%
Net income (deficit)
before depreciation $ ( 10,695) $ (10,818) (1.1)% $ (11,026) (1.9)% $ (12,724) (15.4)%
Totals may not sum due to rounding.
113

Metro Transit System
Transit Improvement Plan
Three Year Grants and Assistance Detail
(Dollars in thousands)
FY 2013 FY 2014 FY 2015 FY 2016
Budget Projection Change Projection Change Projection Change
Local & state subsidies:
Missouri subsidies:
City of St. Louis 1/2 cent sales tax $ 16,580 $ 16,663 0.5% $ 16,746 0.5% $ 16,830 0.5%
City of St. Louis 1/4 cent sales tax 7,122 7,157 0.5% 7,193 0.5% 7,229 0.5%
City of St. Louis Prop M2 sales tax 6,028 6,058 0.5% 6,088 0.5% 6,119 0.5%
Total City of St. Louis 29,729 29,878 0.5% 30,027 0.5% 30,177 0.5%
St. Louis County 1/2 cent sales tax 35,899 36,796 2.5% 37,716 2.5% 38,659 2.5%
St. Louis County Prop M 1/4 cent sales tax 28,798 29,518 2.5% 30,256 2.5% 31,012 2.5%
St. Louis County Prop A 1/2 cent sales tax 43,483 44,570 2.5% 45,684 2.5% 46,826 2.5%
Total St. Louis County 108,179 110,884 2.5% 113,656 2.5% 116,497 2.5%
Paratransit contracts 3,939 4,135 5.0% 4,280 3.5% 4,430 3.5%
State of Missouri 426 426 0.1% 431 1.3% 440 2.0%
Planning & demonstration
reimbursement - EWGCOG 160 160 0.0% 160 0.0% 160 0.0%
Total Missouri local & state subsidies: 142,433 145,483 2.1% 148,555 2.1% 151,705 2.1%
Illinois subsidies:
St. Clair County 44,848 46,193 3.0% 47,579 3.0% 49,006 3.0%
State of Illinois 1,877 1,885 0.4% 1,960 4.0% 1,335 (31.9)%
Total Illinois local & state subsidies: 46,725 48,078 2.9% 49,539 3.0% 50,341 1.6%
Total local & state subsidies 189,158 193,561 2.3% 198,094 2.3% 202,047 2.0%
Federal assistance:
Vehicle maintenance 16,000 16,000 0.0% 16,000 0.0% 16,000 0.0%
CMAQ grants 178 0 - 1,000 - 1,000 0.0%
JARC West County reverse commute expre 704 300 (57.4)% - - 1,000 -
JARC grant Other 69 70 2.2% 70 0.0% 70 0.0%
Non-Capital Projecst - Other 927 927 0.0% 927 0.0% 927 0.0%
Non-Capital Grants Administration 279 279 0.0% 279 0.0% 279 0.0%
Total Federal Assistance 18,156 17,576 (3.2)% 18,276 4.0% 19,276 5.5%
Total Grants & Assistance $ 207,314 $ 211,138 1.8% $ 216,370 2.5% $ 221,323 2.3%
114

Metro System
Capital Revenue Assumptions
FY 2013 – FY 2015_________________________
Federal Funding
Safe, Accountable, Flexible and Efficient Transportation Equity Act - A Legacy for
Users (SAFETEA–LU)
SAFETEA-LU was signed into law on August 10, 2005 and authorized a total of $52.6
billion in guaranteed funding for Federal transit programs for FY 2005 through FY 2009.
SAFETEA-LU is structured to increase investments in public transit through common sense
transit solutions. The law expired September 30, 2009 but remains in effect under a series
of continuing resolutions, currently authorized through March 31, 2012.
The Agency’s primary funding through SAFETEA-LU is from the 5307 Urbanized Area
Formula program and the Fixed Guideway Modernization program. In most cases,
capital formula and fixed guideway dollars are used to fund 80% of capital projects with
a 20% local match. For FY 2013 - FY 2015, Metro projects the formula capital
assistance appropriation will total approximately $34 million each year. Formula funds
are apportioned to urbanized areas based on population, population density, and other
criteria. Fixed Guideway Modernization funds are allocated by formula to urbanized
areas with exclusive or controlled rights-of-way that have been in operation for at least
seven years. Metro projects Fixed Guideway assistance to total approximately $10
million in FY 2013 and increase by approximately 20% in FY 2014 based on route miles
associated with the Cross County alignment as it reaches its’ seven-year funding
threshold.
Other programs under SAFETEA-LU include Section 5309 Capital Investment
discretionary funding such as Bus and Bus Facilities, Bus Livability, State of Good
Repair and Clean Fuels programs for bus purchases, construction or rehabilitation of
related facilities, and projects that support
reduced emissions activities. In addition, several
formula based regional programs have been
established through SAFETEA-LU including the
New Freedom and Job Access Reverse Commute
(JARC) programs. These regional programs are
formula based but are considered discretionary
funds that require competitive bidding for project
funding.
The New Freedom program provides funding to
support for new public transportation services
beyond those required by the Americans with
Other
3.3%
Capital Cash Flow by Source
FY 2013 - FY 2015
Local
15.0%
IDOT
2.5%
Federal
79.2%
115

Disabilities Act (ADA). Funds will be used to assist individuals with disabilities with various
transportation services. JARC funds will continue to support the development and maintenance
of transportation services designed to transport low-income individuals to area employment and
activities and to support reverse commute projects.
The American Recovery and Reinvestment Act, 2009 (ARRA); (The Recovery Act) [Pub. L.
111-5]; was signed into law on February 17, 2009 and includes $8.4 billion for transit capital
improvements. The goals of the statute include the preservation or creation of jobs and
promotion of an economic recovery, as well as the investment in transportation, environmental
protection and other infrastructure that will provide long-term economic benefits.
Funds appropriated through the ARRA for public transportation have been apportioned for three
different programs: Transit Capital Assistance, Fixed Guideway Infrastructure Investment, and
Capital Investment Grants (New/Small Starts). The Agency has received an allocation of
funding through the Transit Capital Assistance program under the Section 5307 Urbanized Area
Formula program for $45,792,022 [$4,130,901 was passed through to Madison County Transit
District based on their reporting of regional transportation data to the National Transit Database
(NTD)]. The Agency also received ARRA funds through the Fixed Guideway Infrastructure
Investment/Modernization program for $1,289,449.
As a result of the ARRA funding, the Agency has obligated $42,950,570 in additional 5307
Urbanized Area Formula and 5309 Fixed Guideway Modernization funds to implement critical
regional projects that have been deferred due to funding. Fixed Guideway funding through this
revenue source has been expended 100%. Funding through the 5307 Formula program is
ongoing and will be expended though FY 2015.
Department of Homeland Security Transit Security Grant Program (TSGP)
The Transit Security Grant Program is an increasingly important funding source for
Metro. These funds provide for the critical hardening of Metro’s assets by enhancing
various security measures. The capital budget includes projects and planned applications
throughout the FY 2013 – FY 2015 period.
State Funding
Illinois Department of Transportation (IDOT)
IDOT funds are used to support various capital projects located in Illinois. Metro also
uses Illinois funds for a share of the cost of capital projects that benefit Illinois but are
located in Missouri.
116

Missouri Department of Transportation (MoDOT)
The Missouri Department of Transportation assembles a capital grant application for
transportation entities within the State of Missouri. The funding is comprised of federal
pass-through funds as well as general revenue funds allocated directly from the state.
Local and Other Funding
Missouri Local Sales Tax Funds
Metro uses a combination of ½ cent and ¼ cent local sales tax capital funds generated by
St. Louis City and County as the local match to Federal funding for bus and non-bus
capital projects located in the City and County. Currently, 98% of the ½ cent sales tax
receipts will be used for operating purposes for FY 2013 - FY 2015.
Funds generated by the ¼ cent sales tax approved as “Proposition M” in August 1994 are
applied first to cover debt service requirements of the Cross County bond issuance. After
covering debt service requirements, a portion of the remaining funds may be used as the
local match to fund specified capital projects located in Missouri as approved by St. Louis
City and County.
Proposition A was authorized through a referendum passed in St. Louis County on April
6, 2010. Proposition A provides an additional ½ cent sales tax to fund public transit
capital and operating needs for the St. Louis region. Prop A’s passage in the County also
triggered a ¼ cent sales tax in the City of St. Louis that voters there approved in 1997.
St. Clair County (Illinois) Transit District
The St. Clair County Transit District will supply funds for specific projects related to
their Transit District.
Other Financing
Other financing is made up of operating dollars used to match capital projects such as
preventive maintenance of vehicles and facilities. State Infrastructure Bank (SIB) loan
funds will be used to match the debt service reserve fund. From time to time, funding is
also identified from sources other than local sales taxes.
117

Metro Transit System
Capital Expenditure Assumptions
FY 2013 – FY 2015
Capital Expenditures
The capital expenditure program for FY 2013 – FY 2015 encompasses a wide range of
initiatives over the next three years meeting the Agency’s major capital projects and
priorities. A capital project is defined as costing more than $5,000 and having a useful
life of more than one year. Total capital expenditures planned for FY 2013 is $383.8
million. Total capital expenditures planned for the three-year capital program is $554.4
million. The FY 2013 – FY 2015 capital expenditure program includes both recurring
and non-recurring capital expenditures. The recurring capital expenditures are those that
are included in almost every budget and will have no significant impact on the operating
budget. These recurring investments include bus and paratransit revenue rolling stock
replacements; various security upgrades; hardware and software upgrades to support
advances in technology; and preventive maintenance along the MetroLink Right-of-Way
and at MetroBus stations. Federal Formula funds will be allocated to the vehicle
maintenance program throughout this capital budget period.
One percent of capital funds will be designated for the Arts in Transit Program as
directed by Board policy. As part of the FTA 1% enhancement requirement, MetroBus
and MetroLink enhancements will also be included in these recurring capital activities.
Vehicles &
Support
Equipment
41.7%
Rail Projects
25.5%
Capital Cash Flow by Use
FY 2013 - FY 2015
Debt Service
Reserve
5.0%
IT & Other
4.6%
Develop,
Enhance,
Environment
9.5%
Operating
Assistance
0.6%
Infrastructure,
Veh Maint &
Rehab
13.1%
The three-year capital budget
assumes approximately
$141.5 million for MetroLink
infrastructure projects, $3.1
million for JARC and CMAQ
operating assistance, $12.3
million for safety and security
enhancements, and $11.3
million for information
technology improvements.
Vehicles and supporting
equipment needs assume
$230.9 million; infrastructure
and vehicle maintenance needs
assume $72.9 million. In
addition, the capital budget
assumes $28 million for a debt
service reserve fund.
118

Peripheral equipment is planned to improve operating efficiencies, customer
enhancements and support “smart bus” technology which includes automatic passenger
counters, an automated vehicle locator system, closed circuit TV systems, additional
ticket vending machines, and a farebox upgrade for “smart card” capability. These
improvements will meet regional Intelligent Transportation System architecture
requirements.
Various security upgrades will be met through this capital program period including
additional cameras and digital recording devices on light rail vehicles, buses and
paratransit vehicles and in various MetroLink tunnels and bridges. In addition, various
security enhancements will be implemented at Metro bus and light rail facilities.
Upgrades at various MetroLink stations and bus stops throughout Metro’s service area
will serve to address the Americans with Disabilities Act (ADA) requirements.
Improvements include the upgrade of tactile warning strips at all MetroLink stations. In
addition, a Travel Training program is planned to continue to support persons with
disabilities in using the fixed guideway and bus systems.
Various technological advancements are planned over the next three years to support
Metro’s premiere transit operations. Hardware and software upgrades will be
implemented throughout the system.
Transit enhancement projects will be undertaken to provide increased passenger
amenities including upgrades to passenger shelters, signage and other station
improvements. The Arts in Transit Department works closely with community groups
and organizations in the development of these projects.
Major facility improvements planned over the next three years include the replacement of
15-20 year-old major components such as heating, ventilation and air conditioning
systems, elevators, escalators, electrical systems and doors. In addition, MetroLink
infrastructure projects over the next three years include bridge and tunnel repairs, surface
and alignment of the mainline track, substations and catenary insulators.
Non-Routine Capital Expenditures
There are a number of non-recurring capital expenditures planned in the FY 2013 –
FY 2015 capital budget. These non-recurring expenditures are intended to address an
immediate capital need within the Agency’s transit system. These non-recurring capital
expenditures may impact the operating budget after initial capitalization. Included in
this budget are funds appropriated through the American Recovery and Reinvestment Act
(ARRA) of 2009 to rehabilitate critical infrastructure within the system including: Eads
Bridge rehabilitation, replacement of rail ties and track along the Phase I portion of the
MetroLink system, and construction of an interlocking system near the UMSL MetroLink
station. In addition to the shovel ready economic stimulus projects, additional major
enhancements of the system infrastructure include the construction of a new bus transfer
center in the North County and Downtown portions of the service area, the replacement
119

of the Grand Avenue Bridge Elevator, and transit plaza enhancements at the street level
below the Grand Avenue Bridge in conjunction with the City of St. Louis. These
improvements total $17.1 million.
Additionally, the Agency plans to upgrade its interoperable communications system to be
compliant with FCC regulations and to enable communications with first responders
within the region. These improvements total $34 million. Funds in this capital program
period totaling $16 million dollars annually will be allocated to the vehicle maintenance
program through Federal Formula funds. One percent of capital funds will be designated
for the Arts in Transit Program as directed by Board policy. During the FY 2013 – FY
2015 capital expenditure program, Federal Fixed Guideway funds totaling $18 million
dollars will be obligated for the Agency’s debt service reserve fund.
Through FTA’s Notice of Funding Availability (NOFA) Metro has secured funding to
develop a Transit Asset Management (TAM) database as a pilot program in response to
FTA’s State of Good Repair program. The TAM database will provide a complete and
up-to-date capital asset inventory and improve the level of asset management for Metro.
As a part of Metro’s adopted Long Range Transit Plan, bus rapid transit (BRT) is planned
to support several transit corridors. In coordination with the region’s metropolitan
planning organization, Metro has secured funding during this capital budget period to
support an alternatives analysis which will lead to future design and construction of the
selected corridors.
The three-year capital budget of $554.4 million addresses all major elements of the
Agency. Included within this plan are eight significant non-routine capital expenditures.
They include:
(in millions)
Integrated Fare System Upgrade $ 19.9
Radio Replacement 34.0
MetroLink Right-of-Way Improvements 50.0
UMSL Interlocking 7.1
Union Station Tunnel Rehabilitation 35.0*
Downtown Transfer Center 7.1
North County Bus Transfer Center 8.2
Bus Rapid Transit Planning .7
Operation Management Information Technology 2.0
Customer Service Information Technology 1.7
Total non-routine projects $ 165.7
* Funding to support this project is planned beyond the current FY 2013 - FY 2015
capital budget period.
Funding for all programs will be derived from Federal Formula, Economic Stimulus,
Fixed Guideway, Discretionary, Surface Transportation Program, Job Access and
Reverse Commute, Homeland Security, Congestion Mitigation & Air Quality and New
Freedom funds appropriately matched by local sources of funding. This plan is
120

progressive and when effectively implemented will ensure that Metro is on target to meet
the needs of the community.
Non-Routine Capital Grant Administration Agreements
In FY 2005, Metro assumed the grant administration responsibilities of the region’s
JARC and New Freedom funding. The JARC funding was previously administered as a
competitive grant program awarded directly to Metro. As a part of the SAFETEA-LU
authorization the JARC funding was changed to a formula program. The New Freedom
program is a relatively new program that was introduced in SAFETEA-LU and is also a
formula program. The East-West Gateway Council of Governments (EWGCOG) was
identified as the designated recipient for JARC and New Freedom funds. Funding was
identified in the SAFETEA-LU authorization (FY2006 - FY2009) and remains in effect
under a series of continuing resolutions currently authorized through March 31, 2012.
EWGCOG solicits applications and recommends funding to Metro and several non-profit
sub-recipients. Through an agreement with EWG, Metro is the grant administrator for
the JARC and New Freedom grants which includes the non-profit agency applications.
Metro applies for and administers the third-party subrecipients grant activities and
ensures compliance with the federal program guidelines.
In addition to the JARC and New Freedom program, Metro is also administering a
project funded under the Surface Transportation Program (STP) on behalf of the region.
While Metro is responsible for the administration of the grants and the reimbursement of
expenditures generated by these partner agencies, Metro is not a direct recipient of these
funds. Therefore, these projects and funds are not included in Metro’s capital
improvement program. Metro serves as administrator for the following subrecipients:
(in millions)
Jefferson County Community Partnership
Paraquad
$ .10
.03
Independence Center .10
OATS, Inc .30
Madison County Transit District .50
St. Clair County Transit District .10
Challenge Unlimited .05
Independent Transportation Network – St. Charles County .10
Total non-routine capital grant administration agreements $ 1.28
121

Metro Transit System
Impact of Capital Improvements on Operating Budget
Included in the capital budget is a three-year program designed to build, maintain or
replace Metro’s core infrastructure critical to the operation of the system. The effect of
these projects on the operating budget is as varied as the projects. The capital budget
provides the funding to implement necessary improvements and upgrades to the system
infrastructure as well as various expenditures for asset replacements that occur on an
infrequent basis and have an expected long term useful life. The operating budget
provides the funding to support everyday maintenance and resources necessary to support
those maintenance efforts. This section addresses the expected operating budget impact
of significant, current active capital projects or those planned to begin during the
FY 2013 – FY 2015 capital program period and that directly affect the FY 2013 operating
budget period.
Current and Future Rail Projects
Track, catenary, alignment, bridge, tunnel and maintenance projects generally have the
effect of stabilizing maintenance activity in the operating budget by avoiding expense
peaks and valleys. One very important project in this group is the Eads Bridge
rehabilitation project, along the original MetroLink alignment. This project is being
funded and is expected to start during FY 2012. The Eads Bridge rehabilitation project
will return the bridge to a state of good repair condition and reduce operating related
maintenance expenses. In addition, the capital budget plans for a significant upgrade of
the Union Station MetroLink Tunnel. This project is projected to cost $35 million. Full
funding is planned outside of the FY 2013 - FY 2015 capital plan. Capital funding
included in the FY 2013 – FY 2015 capital budget is $31.7 million. This tunnel has
experienced significant repairs over the past three years. The $35 million capital
investment in this infrastructure is expected to reduce operating expenditures related to
the tunnel by 15%.
Vehicles and Supporting Equipment
Timely replacement of vehicles that have met their useful life will ensure that operating
expenses remain stable. Revenue vehicles currently on order include 43 buses.
Capital expenditures are planned for upgrades to peripheral equipment including the fare
collection system replacement, which is currently underway. This project is expected to
improve efficiency of operations by improving equipment reliability and labor related
repairs. Initially, parts will be under warranty as well. Smartcard technology will likely
increase the cost of supplies as materials related to card production are higher than paper
related to tickets. Customer services during the transition will also increase. Estimated
first year operating cost increases may be over $1 million.
122

A multi-year radio system replacement project is underway with design and planning of
optimal sites for location of new radio towers being planned. This $34 million project is
the result of FCC regulations requiring changes in technology and operating frequency to
be in place by 2013. The radio system upgrade will incorporate Automated Vehicle
Locator (AVL) technology. The addition of AVL should result in operating savings of
more than $500,000 annually. If the radio project were not undertaken, the operational
issues that would result from losing operating radio frequency would be unacceptable.
Transit Development - Facility, Centers, Stations, Parking Lots, Loops,
Other
Planning is underway for a downtown bus transfer center and a transfer center in the
North County portion of our service area. With the construction of these two new
facilities, additional operating costs will be necessary to provide for positions,
maintenance contracts and utilities. Seven other centers have been built since 2002.
They include Ballas, North Broadway, Clayton, Civic Center at 14 th and Spruce,
Shrewsbury, Riverview and Meridian MetroBus Center. These centers permit improved
transfers between bus routes in a safe and secure location. These transfer centers have
added $160,000 annually for maintenance contracts, utilities, additional positions, and
landscaping.
Parking lot upgrades at our five operating facilities, ADA access improvements and other
service improvements at our North Hanley transit center will decrease current
maintenance efforts. These projects continue the hub and spoke system Metro created
nine years ago to support better transfer options for customers connecting via bus-to-bus
or bus-to-rail.
Information Technology Improvements
Investments to improve Customer Service Information and Operations Management are
planned over the three-year period. Additional technology upgrades will include a
number of enhancements to the systems that will improve our customer relations and
system management efforts without increasing manpower costs.
Long Range Capital and Operating Budget Impacts
Planning and alternative analysis for Bus Rapid Transit (BRT) is planned during the
current capital budget period. As a part of long range capital planning, funding will be
sought to support system improvements and equipment needs to build and operate BRT
corridors. Capital and operating costs will be determined based on outcomes of the
alternatives analysis and design of the BRT corridors.
123

Significant Capital Improvement Projects and Operating Impacts
Planned in FY 2013 – FY 2015
Annual
Description ($ in millions)
Fiscal Year
Capital
Investment
Operating
Impact
Replacement Rolling Stock 2013 - 2015 $168.8 ($3.0)
Radio-CAD/AVL Upgrades 2013 33.8 (0.5)
North County Transfer Center 2014 8.2 0.3
Bus Operating Facility Parking Lot Improvements 2013 1.0 (0.2)
North Hanley Transit Center Improvements 2013 0.5 -
124

Metro System
Federal Programming Needs
FY 2013 – FY 2015
To meet the goals identified in the capital budget, appropriate federal funding must be
secured to support capital programs for the planned three-year fiscal period. This section
describes the planned projects and identifies the anticipated sources of funding and the
fiscal year in which grant funds must be obligated. Any delay or reduction in federal, state
or local funding will necessitate modifications to the capital improvements contained in
this capital program.
The Safe, Accountable, Flexible and Efficient Transportation Equity Act – A Legacy for
Users (SAFETEA-LU), was enacted August 10, 2005 as public Law 109-59. SAFETEA-
LU authorized federal surface transportation programs for highways, highway safety, and
transit for FY 2005 through FY 2009. The law expired September 30, 2009 but remains in
effect under a series of continuing resolutions, currently authorized through March 31,
2012.
SAFETEA-LU addresses many challenges facing the transportation system today
including improving safety, reducing traffic congestion, increasing intermodal
connectivity, and protecting the environment. SAFETEA-LU also promotes more efficient
and effective Federal surface transportation programs by focusing on transportation issues
of national significance, while giving state and local transportation decision makers more
flexibility for solving transportation problems in their communities. The reauthorization of
SAFETEA-LU will impact the planned program and will be key in addressing the public
transportation challenges.
Several projects were authorized under SAFETEA-LU and will be requested in the
upcoming reauthorization. These projects are not included in the FY 2013 – FY 2015
sources and uses tables that follow. The region must determine that the project is viable
and make the local commitment necessary to proceed to the federal level. Federal dollars
will only be available if the project survives a rigorous national competition for federal
discretionary dollars. At the point that federal dollars are awarded to the project, it will
become part of the capital budget.
Projects currently being requested for inclusion under SAFETEA-LU reauthorization
include Metro North-South Corridor, Daniel Boone Corridor and South-Side Rapid
Transit. Funding for these requested projects is not included in the capital budget at this
time. East-West Gateway Council of Governments will make final decisions on funding
for the corridor and extension projects.
125

Metro System Transportation Improvement Plan
FY 2013 - FY 2015
Capital Cash Flow Summary
Sources of Funds
FY 2013
FY 2014
FY 2015
TOTAL
Economic Stimulus Funding
Federal Formula Funds - ARRA* 33,096,540
-
-
33,096,540
Federal Formula Funds - New
31,705,101
32,022,153
32,342,374
96,069,628
Federal Formula Funds - Carryover
69,627,895
-
-
69,627,895
Fixed Guideway Funds - New
10,271,352
12,428,336
12,552,619
35,252,307
Fixed Guideway Funds - Carryover 43,417,663
-
-
43,417,663
Approved Federal Discretionary Funds
63,787,860
300,277
298,796
64,386,933
Planned Federal Discretionary Funds
48,336,479
24,002,416
24,651,251
96,990,146
IDOT Funding
12,589,142
527,040
697,418
13,813,600
Missouri Local Sales Tax Capital Funding
7,794,849
-
-
7,794,849
Missouri Local Prop M Sales Tax Funding 45,419,111
11,044,600
11,060,875
67,524,586
St. Clair County Transit District Funds
7,835,141
4,846
58,147
7,898,134
Other Financing
9,882,320
4,340,519
4,339,038
18,561,877
Grand Total $ 383,763,453
$
84,670,187 $
86,000,518 $
554,434,158
*
ARRA - The American Recovery and Reinvestment Act, 2009
126

FY 2013 Capital Programs and Projects
Current and Future Rail Projects
Light Rail Infrastructure Construction Program 7,155,609
Track, Catenary, Alignment, Bridge, Tunnel, and 108,078,535
Maintenance Projects
Operating Assistance
CMAQ Funded Service 178,000
Job Access/Reverse Commute Service 1,809,121
Vehicles and Supporting Equipment
Peripheral Equipment 22,512,068
Peripheral Support 33,571,749
Revenue Vehicles 85,111,002
Support Vehicles 2,998,323
New Development, Enhancement, Environmental Projects
Bike Trail 6,217,196
Community Development Projects 961,490
Enhancement Projects 5,774,406
Transit Development-Facility, Centers, Stations, 38,564,975
Parking Lots, Loops, Other
Information Technology Improvements
Hardware and Software Data Systems 8,013,900
Office Equipment 106,300
115,234,144
1,987,121
144,193,142
51,518,067
8,120,200
127

FY 2013 Capital Programs and Projects
Infrastructure, Vehicle Maintenance and Rehab Programs
Existing Facilities - Maintenance and Rehab 1,504,720
Maintenance Equipment - Fleet, Warehouse, 1,175,577
Facilities, Storeroom
Preventative Maintenance 20,000,000
Vehicle Maintenance, Rehab, Overhaul Programs 741,706
Health, Safety, and Security
Health and Safety Projects 743,150
Security 9,351,067
Program Administration
Program Administration 1,194,559
Debt Service Reserve
Debt Service Reserve 28,000,000
23,422,003
10,094,217
1,194,559
28,000,000
Grand Total 383,763,453
128

FY 2013 - FY 2015 Capital Programs and Projects
Current and Future Rail Projects
Light Rail Infrastructure Construction Program 7,155,609
Track, Catenary, Alignment, Bridge, Tunnel, and 134,370,019
Maintenance Projects
Operating Assistance
CMAQ Funded Service 178,000
Job Access/Reverse Commute Service 3,007,265
Vehicles and Supporting Equipment
Peripheral Equipment 22,512,068
Peripheral Support 33,571,749
Revenue Vehicles 168,845,909
Support Vehicles 5,989,123
New Development, Enhancement, Environmental Projects
Bike Trail 6,217,196
Community Development Projects 961,490
Enhancement Projects 6,738,607
Transit Development-Facility, Centers, Stations, 38,564,975
Parking Lots, Loops, Other
Information Technology Improvements
Hardware and Software Data Systems 10,801,543
Office Equipment 546,450
141,525,628
3,185,265
230,918,849
52,482,268
11,347,993
129

FY 2013 - FY 2015 Capital Programs and Projects
Infrastructure, Vehicle Maintenance and Rehab Programs
Existing Facilities - Maintenance and Rehab 3,877,371
Existing Facilities/Stations - Maintenance and 1,103,500
Maintenance Equipment - Fleet, Warehouse, 3,886,846
Facilities, Storeroom
Preventative Maintenance 60,000,000
Vehicle Maintenance, Rehab, Overhaul Programs 4,015,042
Health, Safety, and Security
Health and Safety Projects 743,150
Security 11,603,789
Program Administration
Program Administration 1,744,457
Debt Service Reserve
Debt Service Reserve 28,000,000
72,882,759
12,346,939
1,744,457
28,000,000
Grand Total 554,434,158
130

Metro System Transportation Improvement Plan FY 2013 - FY 2015
Capital Cash Flow Summary
Uses of Funds FY 2013 FY 2014 FY 2015 TOTAL
Track, Catenary, Alignment, Bridge,
Tunnel, and Maintenance Projects
Light Rail Infrastructure Construction
Program
$ 108,078,535 $ 15,665,580 $ 10,625,904 $ 134,370,019
7,155,609 - - 7,155,609
CMAQ MetroBus Expansion* 178,000 - - 178,000
Job Access/Reverse Commute Service 1,809,121 600,553 597,591 3,007,265
Peripheral Equipment 22,512,068 - - 22,512,068
Peripheral Support 33,571,749 - - 33,571,749
Revenue Vehicles 85,111,002 41,342,731 42,392,176 168,845,909
Support Vehicles 2,998,323 1,875,825 1,114,975 5,989,123
Bike Trail 6,217,196 - - 6,217,196
Community Development Projects 961,490 - - 961,490
Enhancement Projects 5,774,406 479,902 484,299 6,738,607
Transit Development - Facility, Centers,
Stations, Parking, Lots, Loops, Other
38,564,975 - - 38,564,975
Hardware and Software Data Systems 8,013,900 - 2,787,643 10,801,543
Office Equipment 106,300 - 440,150 546,450
Existing Facilities - Maintenance and Rehab 1,504,720 2,372,651 1,103,500 4,980,871
Preventative Maintenance 20,000,000 20,000,000 20,000,000 60,000,000
Maintenance Equipment - Fleet,Warehouse,
Facilities, Storeroom
Vehicle Maintenance, Rehab, Overhaul
Programs
1,175,577 344,281 2,366,988 3,886,846
741,706 562,405 2,710,931 4,015,042
Health and Safety Projects 743,150 - - 743,150
131

Metro System Transportation Improvement Plan FY 2013 - FY 2015
Capital Cash Flow Summary
Uses of Funds FY 2013 FY 2014 FY 2015 TOTAL
Security 9,351,067 1,126,361 1,126,361 11,603,789
Debt Service Reserve 28,000,000 - - 28,000,000
Program Administration 1,194,559 299,898 250,000 1,744,457
Grand Total $ 383,763,453 $ 84,670,187 $ 86,000,518 $ 554,434,158
* The FY 2009 CMAQ grant for MetroBus Expansion which began in FY2010 will be expended through the
first quarter of FY2013.
132

FY 2013 - FY 2015 Unfunded Capital Programs and Projects
The following projects were moved from the FY 2013-FY 2015 capital budget due to funding
constraints. If funding is identified for commitment to these projects throughout the coming
fiscal year, they will be added into the FY 2013-FY 2015 capital budget.
Current and Future Rail Projects
Light Rail Infrastructure Construction Program 275,000
Track, Catenary, Alignment, Bridge, Tunnel, and 23,175,187
Maintenance Projects
Vehicles and Supporting Equipment
Revenue Vehicles 18,271,014
Information Technology Improvements
Hardware and Software Data Systems 1,846,920
Infrastructure, Vehicle Maintenance and Rehab Programs
Existing Facilities - Maintenance and Rehab 7,833,938
Existing Facilities/Stations - Maintenance and 233,102
Rehab
Maintenance Equipment - Fleet, Warehouse, 1,306,200
Facilities, Storeroom
23,450,187
18,271,014
1,846,920
9,373,240
Grand Total 52,941,361
133

Business Enterprises
The Business Enterprises division of Metro functions as stand-alone, revenue-generating and
business development entities. The Business Enterprises division includes the Gateway Arch
Tram ticketing and reservation systems, Gateway Arch Parking Facility, Gateway Arch
Riverfront Attractions and the St. Louis Downtown Airport. Each of these companies operates
independently from the Agency’s transit organization from managerial, financial and policy
standpoints. The Agency’s
Metro Transit System division
is reimbursed for the cost of
various administrative services
provided to the Business
Enterprises division.
Business Enterprises
FY 2013 Operating Revenue
Airport
14.9%
The chart to the right
summarizes the sources of the
Business Enterprises division
operating revenues. The
Gateway Arch is expected to
provide 47.5% of those
revenues in FY 2013.
Riverfront
Attractions
21.6%
Parking Facility
15.2%
Gateway Arch
48.3%
1,600
1,400
1,200
1,000
800
600
400
200
Business Enterprises
Revenue to Executive Services
-
(in thousands) Actual 2009 Actual 2010 Actual 2011 Projected 2012 Budget 2013
Riverfront Attractions $0 $0 $0 $0 $0
Ticket center 472 448 437 429 429
Airport 60 69 69 73 84
Arch 763 597 589 573 520
Garage 134 143 143 134 172
Total 1,429 1,257 1,238 1,209 1,205
134

Business Enterprises
Gateway Arch
Overview:
In 1962, as the construction of the Gateway Arch was beginning, National Park Service
officials recognized that existing funds were insufficient to construct a tram system to carry
visitors to the top of the monument. Metro proposed its first major public transaction which
was for the sale of revenue bonds to finance the Gateway Arch Tram System. Since its
opening in 1967, Metro has overseen the tram system operation. Today, Metro employees
handle all aspects of ticketing and reservations for the monument in partnership with the
National Park Service.
Strategic focus:
The Gateway Arch is a premier tourist destination in the Midwest and one of the most visited
monuments in the United States. Our focus is to create a sustainable increase in visitation to
the Gateway Arch, the Gateway Arch riverfront, and surrounding area through targeted
marketing and capital improvements to meet the demands of our visitors. Metro is partnering
with the National Park Service and other organizations to leverage and enhance the unique
entertainment and educational products at the Gateway Arch with the goal of creating a higher
perceived value to our visitors. The Gateway Arch Riverfront hosts more than 2.4 million
visitors each year and generates more than $200 million of direct and peripheral economic
benefit for the St. Louis Region.
Attractions:
Journey to the Top
The North tram load zone recalls "Fitting
the Final Piece"; the South load zone area
"When Riverboats Ruled"
Westward Expansion Museum
Commemorates Native Americans, Lewis
and Clark, pioneers, and the American
West
Odyssey Theatre
Four-story tall screen showing the giantscreen
film "Lewis and Clark: Great
Journey West"
Tucker Theater
Features the film "Monument to the
Dream" recapping construction of the
Arch
Museum Stores
Includes museum gift shop and nostalgic
recreation of 1870's general store
1,000,000
800,000
600,000
400,000
Tram Ridership
Also on the St. Louis Riverfront:
Gateway Arch Parking Facility, Old Courthouse,
Gateway Arch Riverboats, helicopter tours, bike
rentals, Laclede's Landing MetroLink station
Website:
www.gatewayarch.com
FY08 Act
FY09 Act
FY10 Act
FY11 Act
FY12 Proj
FY13 Bud
135

Gateway Arch
Operating Budget Summary
Fiscal Year Ending June 30, 2013
Operating revenue:
Arch ticket sales
Site rental and other revenues
Total operating revenue
FY 2013
Budget
$ 5,405,508
48,299
5,453,807
FY 2012
Projection Budget
$ 5,336,116 $ 5,414,347
45,950 47,290
5,382,066 5,461,637
$ Change
13 Bgt
vs. 12 Proj
$
69,392
2,349
71,741
% Change
13 Bgt
vs. 12 Proj
1.3%
5.1%
1.3%
FY 2011
Actual
$ 5,349,956
49,595
5,399,552
Operating expense:
Wages & benefits excluding OPEB
Other postemployment benefits (OPEB)
Services
Materials and supplies
Utilities
Casualty & liability
Other expenses
Total operating expenses
1,703,884
65,977
921,314
228,009
108,726
43,782
1,142,194
4,213,886
1,487,943
66,350
864,538
225,584
96,515
38,226
1,103,770
3,882,925
1,601,876
68,255
866,372
235,953
91,634
39,624
1,169,694
4,073,408
215,941
(373)
56,776
2,425
12,211
5,556
38,425
330,961
14.5%
-0.6%
6.6%
1.1%
12.7%
14.5%
3.5%
8.5%
1,250,673
65,324
701,739
144,231
103,793
30,372
1,403,732
3,699,864
Operating income (loss) 1,239,921 1,499,141 1,388,229 (259,220) -17.3% 1,699,687
Non-operating revenue (expense):
Investment income
Gain (loss) on disposal of federal assets
Contributions to outside entities
Total non-operating revenue (expense)
14,293
-
(3,479,720)
(3,465,427)
14,782
-
(730,099)
(715,317)
23,105
-
(58,600)
(35,495)
(488)
-
(2,749,621)
(2,750,109)
-3.3%
376.6%
384.5%
14,003
(30)
(1,237,084)
(1,223,111)
Net income (loss) before depreciation (2,225,505) 783,824 1,352,734 (3,009,329) -383.9% 476,576
Depreciation & amortization 437,944 471,403 540,300 (33,459) -7.1% 750,852
Net income (loss) $ (2,663,450) $ 312,421 $ 812,434 $ (2,975,870) -952.5% $ (274,276)
136

Business Enterprises
Gateway Arch - Budget Assumptions
_
In FY 2013, the Gateway Arch and its partners will focus on the future of the Jefferson
National Expansion Memorial (JNEM) and the implementation of the City Arch River
2015 project. Bi-State Development Agency has been an active participant in the project
and will continue to be involved in the project throughout the construction period over
the next several years.
A major project that is expected to begin in FY 2013 is the engineering design of the
motor generator sets replacement for the Arch Transportation System. The recently
implemented programmable logic controller upgrade allows for the replacement of the
original early 20 th century technology of resistors and AC to DC power conversion to be
replaced with more reliable variable frequency drives and standard AC motors. The
result of this conversion will be increased reliability for the system as well as decreased
maintenance costs.
Additionally, the Gateway Arch will be planning on an update to the now decade-old
Journey to the Top experience. Coordinating with the National Park Service and its plans
for exhibit design, the Gateway Arch will reevaluate the use of the “Journey to the Top”
space to best complement the Arch visitor experience with a focus on maximizing the
efficiency of the tour process.
Revenue
Arch ticket sales in FY 2013
result from a budgeted 848,010
tram passengers which is slightly
higher than the 842,019 passengers
projected for FY 2012. The
current tram fares are $7.00 for
adults and $5.00 for children.
Site rental and other revenues
represent tram rental fees for
receptions held at the Gateway
Arch.
Child ticket
sales
20.5%
Gateway Arch
FY 2013 Operating Revenue
Site rental
and other
0.9%
Adult ticket
sales
78.6%
137

Expense
Wages and benefits excluding OPEB are budgeted in FY 2013 at 14.5% higher than the
FY 2012 projection. This is due to several unfilled salaried positions and a more efficient
management of part-time staffing during periods of lower demand.
Other postemployment benefits (OPEB) represents $65,977 for retiree benefits expense
related to the implementation of GASB Statement No. 45 in FY 2008.
Services increased 6.6% over the FY 2012 projection primarily due to increases in
National Park Service maintenance mechanics services and other maintenance services.
Services include the following (in thousands):
Mechanics employed by the National Park Service to service
and repair the Gateway Arch transportation system $ 665
Credit card fees, armored car service for cash handling, banking
services 153
Legal 20
Internet web site maintenance and development 30
Consultant fees 11
Other 42
$ 921
Management fee
to Agency
12.3%
Gateway Arch
FY 2013 Operating Expense
Other
14.8%
Wages &
benefits
42.0%
Materials and supplies are
budgeted at 1.1% higher than the
FY 2012 projection and is
comprised mostly of repair parts
and materials that the National
Park Service purchases for the
Gateway Arch Tram System.
Services
21.9%
Casualty &
liability
1.0%
Utilities
2.6%
Materials &
supplies
5.4%
Utilities are primarily electricity
costs which are budgeted at
$104,738 of the overall $108,726
utility budget in FY 2013.
Casualty and liability cost is budgeted in FY 2013 at 14.5% higher than the FY 2012
projection with increases in property insurance and casualty insurance.
138

Other expense includes the following (in thousands):
Management fee to Metro $ 520
Advertising and promotion 575
Travel, training, lease expense and other 47
$ 1,142
Other expense is budgeted in FY 2013 to be 3.5% higher than the FY 2012 projection and
2.4% less than the FY 2012 budget.
Contributions to outside entities for FY 2013 include contributions to the National Park
Service for the following (in thousands):
Arch storm water drainage $2,330
Arch visitor center ceiling tile replacement 550
Campus signage 500
Visitors center column interpretives 100
$3,480
The FY 2012 budget of $730,099 included a canine bomb unit vehicle, Old Courthouse
signage, and the Arch campus “Wayfinding” signage.
Income
Net loss before before
depreciation of $2,225,505
is due to $3,479,720 of
planned contributions for
various National Park Service
projects. Any income the
Gateway Arch would
generate is held in the
Jefferson National Expansion
Memorial Capital Fund to
fund capital improvements.
The capital budget for FY
2013 is $3,033,695.
7,000
6,000
5,000
4,000
3,000
2,000
1,000
-
(1,000)
(2,000)
(3,000)
(In thousands)
Gateway Arch
Revenue & Net Income
Actual
2009
Actual
2010
Actual
2011
Projected
2012
Budget
2013
Operating revenue 6,387 5,390 5400 5,382 5,454
Net income before
depreciation
2,164 1,139 477 784 (2,226)
139

Goals and Objectives Action Plan
The following goals and objectives are consistent with the four primary organization level goals
used to achieve Metro’s Strategic Plan. Progress in attaining these goals and objectives are
measured through performance indicators. A list of performance indicators follows the Goals
and Objectives Action Plan.
Gateway Arch – Goals and Objectives Action Plan
Goal: Deliver a high quality experience that is recognized by its customers, industry
peers, and regional stakeholders for its excellence
Objective: Improve service quality
Strategy Action Steps Performance Measurements
Understand our customers’
expectations and take steps
to exceed them
• Update the Arch
Transportation System by
replacing the Motor Generator
Sets
• Redesign Load Zones for the
“Journey to the Top”
experience to focus on park
themes, lower maintenance
costs, and improved preboarding
processes
• Increase reliability of Arch
Transportation System
• Enhance the customer experience
of the product
• Increase efficiency of the
“Journey to the Top” experience
and improve customer
satisfaction with the overall
experience
Goal: Ensure cost-effective and efficient use of resources and aggressively pursue
funding partnerships to supplement existing resources
Objective: Implement revenue enhancement strategies
Increase ticket sales
• Increase revenue
opportunities through advance
ticket sales, by expanding
existing partnerships and by
establishing new relationships
for ticket sales
• Increase participation and add
revenue generating events
• Track the effectiveness of
advertising promotions
• Create and continue events such
as River City Music Days and
Night at the Museum, which
result in premium revenue
opportunities beyond our
standard product offerings
• Continue partnerships with the
St. Louis Convention and
Visitors Commission and area
hotels to sell packages, which
increase exposure and pre-visit
buying opportunities
• Determine the most effective
promotions strategies through
system tracking and evaluation
140

Objective: Identify and implement shared services programs with other entities where
beneficial
Strategy Action Steps Performance Measurements
Work closely with local
communities and
organizations to ensure the
success of all as we are a
regional cooperative partner
that supports regional
economic development
• Maximize public relations
and public awareness
opportunities
Objective: Deliver quality capital projects on time and within budget
Aggressively pursue and
complete capital projects
• As determined from guest
research and in conjunction
with the National Park
Service General Management
Plan, address key guest
experience issues through
capital investments
• Partner with the National Park
Service to coordinate and
promote on-site activities
• Renew Cooperative Agreement
with NPS
• Coordinate financial resources
and strategic partnerships in
preparation for implementation
of JNEM Design Competition
• Design, construct, and install
Arch Load Zone and lobby
exhibits to improve the guest
experience
• Complete ATS Motor Generator
study, design, and bid review
Gateway Arch: Performance Indicators
FY 2013 FY 2012 FY 2011
Target Projection Target Actual
Increase operating income ($ in thousands) $1,240 $1,499 $1,388 $1,700
Tram ridership 848,010 842,019 848,992 842,066
141

Business Enterprises
Gateway Arch
FY 2013 Capital Project Summary
(in thousands)
Sources of Funds:
Jefferson National Expansion Memorial
Capital Improvement Fund $ 3,034
Total Sources of Funds $ 3,034
Uses of Funds:
ATS Load Zone and Exhibits
Redesign and implement updated exhibits in both sides of
Arch "Journey to the Top" experience. The new designs
will focus on better efficiency in the operating process,
more integration ti with NPS themes, an
d easier-to-ma in ta in
and more durable exhibits. $ 2,000
Arch Transportation System (ATS) Motor Generator (MG)
Set Replacement Engineering, Design, and Construction
Oversight
This project includes the field study, design, integration
work, creation of bid documents, bid review, and
construction oversight related to the replacement of the
MG sets for the ATS. This project is related to the larger
construction project that is currently being considered as a
revenue-bonded construction project. 1,034
Total Uses of Funds $ 3,034
142

Business Enterprises
Gateway Arch Parking Facility
Overview:
In 1983, Metro issued the bonds to build and operate the Gateway Arch Parking Facility, extending its
original Cooperative Agreement with the National Park Service that began with the funding of the Arch
Transportation System. These bonds will be retired in FY 2013. Completed in 1986, the facility contains
three levels of parking, the offices of Metro garage personnel and the National Park Service law
enforcement and safety division which patrols the Gateway Arch grounds.
The Gateway Arch Parking Facility was built for visitors to the Gateway Arch and surrounding areas.
Additionally, the facility provides a monthly parking option for employees in Laclede's Landing and the
Downtown central business district. Through the St. Louis Convention and Visitors' Commission and the
Laclede's Landing Merchants Association, the facility is an advertised parking location for events at the
America's Center, the Edward Jones Dome and Busch Stadium. The parking facility entrance is located on
the north end of the Arch campus on Washington Avenue and also has direct pedestrian access to the
Gateway Arch grounds.
Strategic focus:
The goal of the Gateway Arch Parking Facility is to provide a high quality of guest services and amenities
consistent with its role as the entrance to the Gateway Arch campus. Additionally, it seeks to offer a
competitive alternative for parking to employees of businesses in the St. Louis downtown area.
Parking Transactions
Date of operation:
Officially opened May 6, 1986
Parking spaces:
1,143
Daily vehicle transactions (FY 2011):
744
Yearly vehicle transactions (FY 2011):
271,589
300,000
250,000
200,000
150,000
FY08 Act
FY09 Act
FY10 Act
FY11 Act
FY12 Proj
FY13 Bud
100,000
143

Gateway Arch Parking Facility
Operating Budget Summary
Fiscal Year Ending June 30, 2013
FY 2013
Budget
Operating revenue:
Daily parking & special events $ 1,452,092
Monthly parking 225,900
Other revenue 43,814
$ Change % Change
FY 2012 13 Bgt 13 Bgt FY 2011
Projection Budget vs. 12 Proj vs. 12 Proj Actual
$ 1,414,432 $ 1,499,578 $ 37,660 2.7% $ 1,505,690
217,393 255,000 8,507 3.9% 216,315
44,823 66,410 (1,009) -2.3% 59,962
Total operating revenue 1,721,806 1,676,648 1,820,988 45,158 2.7% 1,781,967
Operating expense:
Wages & benefits excluding OPEB 444,717 391,378 452,104 53,339 13.6% 345,618
Other postemployment benefits (OPEB) 25,033 22,675 27,133 2,358 10.4% 24,785
Services 553,835 462,641 460,321 91,194 19.7% 422,812
Materials & supplies 28,510 39,836 23,085 (11,326) -28.4% 29,590
Utilities 84,910 81,639 76,012 3,272 4.0% 79,933
Casualty & liability 33,327 32,913 26,891 414 1.3% 28,403
Other expenses 174,081 136,009 148,361 38,072 28.0% 144,298
Total operating expense 1,344,413 1,167,091 1,213,907 177,322 15.2% 1,075,438
Operating income (loss) 377,393 509,557 607,081 (132,164) -25.9% 706,529
Non-operating revenue (expense):
Investment income 2,291 3,380 4,620 (1,089) -32.2% 2,244
Debt expense (21,518) (20,357) (21,518) (1,161) 5.7% (12,897)
Contribution from outside entities - - - - 97,214
Interest expense (17,625) (63,429) (62,275) 45,804 -72.2% (101,197)
Total non-operating revenue (expense)
(36,852)
(80,406)
(79,173)
43,554
-54.2% (14,635)
Net income before depreciation 340,541 429,151 527,909 (88,610) -20.6% 691,894
Depreciation & amortization 79,285 85,889 75,635 (6,604) -7.7% 365,282
Net income (loss) $ 261,256 $ 343,262 $ 452,274 $ (82,006) -23.9% $ 326,612
144

Business Enterprises
Gateway Arch Parking Facility – Budget Assumptions_
The Gateway Arch Parking Facility will take full advantage of the recent upgrades to its
revenue system, including the acceptance of credit cards and the implementation of an
automated pay machine. The staffing hours have been modified and reduced to reflect full
integration of these upgrades. Additional partnerships and presale opportunities are also
being explored with area businesses.
The Gateway Arch Parking Facility will continue to work with its partners to determine the
long term role of parking at the Jefferson National Expansion Memorial as the City Arch
River 2015 project is further refined and implemented. The function and integrity of this
structure are receiving scrupulous evaluation and every step will be taken to preserve the
best interest of the National Park and the Agency.
The revenue bonds used to finance the Gateway Arch Parking Facility will be retired in FY
2013.
Revenue
Daily parking and special events revenue in FY 2013 is budgeted at 267,860
transactions. The early bird customer rate is $4.00. Customers arriving after 9:00 a.m.
are charged a $6.00 flat rate
for a maximum of nine hours.
Significant monthly
fluctuations of budgeted daily
parking revenues, ranging
from $45,162 in the winter to
$210,213 in the summer
coincide with the tourist
season, sports events,
conventions and concerts on
the Gateway Arch grounds.
Monthly
parking
13.1%
Other
2.6%
Gateway Arch Parking Facility
FY 2013 Operating Revenue
Monthly parking rates are
$60.00 per month. The
monthly rates are very
competitive in the downtown
St. Louis market.
Daily parking
84.3%
145

Other revenue includes revenue from the internet parking promotion which adds an
internet service fee to the online purchase of Arch tram ticket purchases. This internet
service fee can be redeemed for parking in the Gateway Arch parking facility.
Expense
Wages & benefits are budgeted to increase 13.6% over the FY 2012 projection primarily
due to Parking Garage Supervisor positions that have yet to be filled in FY 2012 and also
the increase in pension and medical costs.
Services include the following (in thousands):
National Park Service security $ 312
Contract maintenance 138
Custodial services 75
Money collection 11
Legal 10
Temporary help 5
Other 3
$ 554
Gateway Arch Parking Facility
FY 2013 Operating Expense
Materials & supplies include the
following (in thousands):
Wages &
Benefits &
OPEB
34.9%
Services
41.3%
Repair parts & small tools $ 21
Facility parking tickets 4
Other 4
$ 29
Other
12.9%
Materials &
supplies
2.1%
Utilities
6.3%
Casualty &
liability
2.5%
Utilities are budgeted in FY 2013 at
4.0% higher than the 2012 projection.
The total budget for utilities is
$84,910, of which $74,066 is for
electricity.
Casualty and liability costs are budgeted in FY 2013 at 1.3% higher than the FY 2012
projection.
Other expenses are budgeted in FY 2013 at 28.0% higher than the FY 2012 projection
primarily due to management fees to Metro. The management fees of $172,181 which
are revenues to Metro’s Executive Services, are 10% of Parking Facility revenues
compared to 8% in FY 2012.
146

Income
Net income before depreciation will primarily be used to make a final principal
payment on the Parking Facility Revenue Refunding Bonds on December 1, 2012. The
expected principal payment will be $720,000. Although the parking facility has a
positive cash flow, the expected cash flow from operations is not sufficient to cover
future principal and interest amounts. The expected cash shortage will require a draw on
the Debt Service Fund. Under the indenture, the Gateway Arch Tram Fund would be
available if funds were needed to replenish the Debt Service Fund.
Depreciation & amortization for FY 2013 is budgeted to be significantly less than the FY
2011 actual due to the Parking Facility being fully depreciated as of May 2011.
Gateway Arch Parking Facility
Revenue & Net Income
2,000
1,500
1,000
500
-
Actual
2009
Actual
2010
Actual
2011
Projected
2012
Budget
2013
(In thousands)
Operating revenue 1,680 1,790 1,782 1,677 1,721
Income before
depreciation
224 515 692 429 341
147

Goals and Objectives Action Plan
The following goals and objectives are consistent with the four primary organization level goals
used to achieve Metro’s Strategic Plan. Progress in attaining these goals and objectives are
measured through performance indicators. A list of performance indicators follows the Goals
and Objectives Action Plan.
Gateway Arch Parking Facility – Goals and Objectives Action Plan
Goal: Deliver a high quality transit experience that is recognized by its customers,
industry peers, and regional stakeholders for its excellence.
Objective: Improve service quality
Strategy Action Steps Performance Measurements
Understand our
customers’ expectations
and take steps to exceed
them
• Improve parking
presentation and experience
at the facility by replacing
the 1986 vintage lighting
system with brighter energy
efficient lighting
• Improve visitor perception of safety
and security of the facility
• Lower environmental impact through
the use of green lighting
• Increase in customer satisfaction
Goal: Ensure cost-effective and efficient use of resources and aggressively pursue
funding partnerships to supplement existing resources
Objective: Implement revenue enhancement strategies
Identify and complete
revenue creation
opportunities
• Improve pre-purchase
opportunities to internal and
external customers
• Take advantage of validation
system to track usage of prepurchased
and packaged
parking events
• Increase pre-sales and repeat
visitation
• Increase business-to-business sales
Objective: Identify and implement shared services programs with other entities where
beneficial
Work closely with local
communities and
organizations to ensure
the success of all
stakeholders
• Improve way-finding signage
to the Jefferson National
Expansion Memorial parking
facilities
• Improve signage throughout
facility
• Partner with the St. Louis CVC to
implement a new city-wide
attraction signage program
• Partner with the National Park
Service to utilize its master signage
plan to implement a uniform
system of signage
148

Gateway Arch Parking Facility: Performance Indicators
FY 2013 FY 2012 FY 2011
Target Projection Target Actual
Operating income to exceed 33% of operating
revenue ($ in thousands) $377 $510 $607 $707
Vehicle transactions 267,860 248,328 265,300 271,589
149

Business Enterprises
Gateway Arch Parking Facility
FY 2013 Capital Project Summary
(in thousands)
Sources of Funds:
Garage Renewal and Replacement Fund $ 150
Total Sources of Funds $ 150
Uses of Funds:
High Efficiency Lighting Project
This project includes replacing the 635 HPS (High
Pressure Sodium) light fixtures in the Arch Parking
Facility with brighter, lower wattage T8 lamps. Lower
wattage lamps expected to reduce lighting related energy
use by 36% or $26,000 per year. $ 150
Total Uses of Funds $ 150
150

Business Enterprises
Riverfront Attractions
Overview:
Established in 1891, the Gateway Arch Riverboats is the oldest excursion boat company to
continuously operate on the Mississippi River. Originally known as Streckfus Steamers, the
Gateway Arch Riverboats have made St. Louis its home port since 1917. In July 2001, Metro
purchased the Becky Thatcher and Tom Sawyer riverboat operation to preserve the riverboats as
a part of the overall St. Louis Riverfront experience. Through on board narrations by National
Park Service rangers, the Gateway Arch Riverboats are a natural extension of the educational
programs currently offered at the Jefferson National Expansion Memorial.
The Gateway Arch Riverboats offer two primary public cruises. The one-hour sightseeing cruise
departs five times a day seasonally, with additional times added as needed to accommodate
demand. The evening dinner cruise features dinner, live riverboat style-jazz music, and
magnificent views of the St. Louis skyline. The Gateway Arch Riverboats are also utilized for
corporate/convention functions, weddings, reunions, fundraisers, and other special events.
The Gateway Arch Riverboats also operate the Arch View Café, gift shop, bike rental
concessions, and a public use heliport barge offering helicopter tours.
Strategic focus:
The goal of the Gateway Arch Riverboats is to complement the unique entertainment and
educational opportunities at the Gateway Arch while generating additional revenue. This
requires the combined efforts of Metro and the National Park Service through creative and
aggressive marketing strategies. The Riverboats and the National Park Service will continue
their National Award winning Riverboat Educational Programs. In FY 2013, our goal to
increase passenger revenue includes the introduction of a new program of cruises that focuses on
St. Louis' involvement in the Civil War.
Website:
www.gatewayarchriverboats.com
Number of passengers yearly
(FY 2011 Actual):
Sightseeing 62,309
Dinner cruise 7,157
Charter cruise 6,764
Tom Sawyer Riverboat:
Capacity 350 passengers
Year built 1966
Becky Thatcher Riverboat:
Capacity 300 passengers
Year built 1963
125,000
100,000
75,000
50,000
25,000
0
Passengers
FY08 Act
FY09 Act
FY10 Act
FY11 Act
FY12 Proj
FY13 Bud
151

Riverfront Attractions
Operating Budget Summary
Fiscal Year Ending June 30, 2013
Operating revenue:
Cruise
Food
Beverage
Retail
Other
Total operating revenue
FY 2013
Budget
$ 1,211,592
693,485
270,977
97,206
158,700
2,431,960
FY 2012
Projection Budget
$ 1,200,135
681,795
248,742
90,462
155,387
2,376,521
$ 1,438,600
816,925
280,491
106,300
125,705
2,768,021
$ Change
13 Bgt
vs. 12 Proj
$ 11,457
11,690
22,235
6,744
3,313
55,439
% Change
13 Bgt
vs 12 Proj
1.0%
1.7%
8.9%
7.5%
2.1%
2.3%
FY 2011
Actual
$ 958,162
468,501
153,360
78,092
127,851
1,785,966
Operating expense:
Wages & benefits excluding OPEB
Other postemployment benefits (OPEB)
Services
Materials and supplies
Fuel & lubrications
Utilities
Casualty & liability
Other expenses
Total operating expense
1,134,297
58,052
310,160
545,558
89,040
117,653
167,245
169,583
2,591,589
1,084,685
57,990
287,868
468,969
77,032
90,631
151,863
181,980
2,401,019
1,260,985
75,011
321,025
592,565
85,000
108,620
160,023
158,669
2,761,898
49,612
62
22,292
76,589
12,008
27,022
15,382
(12,397)
190,570
4.6%
0.1%
7.7%
16.3%
15.6%
29.8%
10.1%
-6.8%
7.9%
993,321
57,498
288,802
331,098
70,745
74,358
151,209
197,764
2,164,796
Operating income (loss)
Non-operating revenue (expense):
Investment income
Misc. non-operating revenue (expense)
Total non-operating revenue (expense)
Net income(loss) before depreciation
Depreciation & amortization
Net income (loss)
(159,629) (24,498) 6,123 (135,131) 551.6% (378,830)
-
300 47 -
-
253 533.7% 243
- - - - -
300 47 - 253 533.7% 243
(159,329) (24,451) 6,123 (134,878) 551.6% (378,587)
(249,777) (257,603) (256,342) 7,826 -3.0% (264,846)
$ (409,106) $ (282,053) $ (250,219) $ (127,052) 45.0% $ (643,433)
Totals may not sum due to rounding
152

Business Enterprises
Riverfront Attractions – Budget Assumptions
The Riverfront Attractions, which include the Gateway Arch Riverboats, Arch View
Café, gift shop, bike rental concession, and the heliport, create a complete family and
tourist destination. The ability to provide these additional offerings to guests has created
cross-promotional marketing opportunities, which leverage the success of the Gateway
Arch Journey to the Top and increase per capita revenues. In FY 2013, the Gateway
Arch Riverboats will be initiating a new pricing strategy of “combo pricing” by reducing
cruise fares by $4 in combination with the ticket purchases of other Arch attractions. In
addition, the popular All Access Passes packages several offerings in a single pass,
including the one-hour sightseeing cruise and lunch at the Arch View Café. This same
strategy has proven successful in attracting over 1,500 music school participants in the
River City Days. With these partnerships and promotions, it is the goal of the Riverfront
Attractions to increase awareness and revenues of Metro’s operations on the riverfront.
In FY 2013, the Gateway Arch Riverboats, with the combined efforts and aggressive
marketing strategies of Metro and the National Park Service, will continue their
successful programs such as the award winning Riverboat Educational Program, cruises
that focus on St. Louis’ involvement in the Civil War, and the popular “Bike With a
Ranger” opportunities each Saturday along the north riverfront trail.
Revenue
Cruise revenue is based on a budget in FY 2013 of 77,765 sightseeing passengers, 10,143
dinner cruise passengers and 11,566 charter and special cruise passengers. Cruise revenue
for FY 2013 is budgeted at 1.0% higher than the FY 2012 projection. The FY 2013
Riverboats passenger counts and revenues are negatively impacted by conservatively
budgeting 18 cruising days lost to Mississippi River flooding while the FY 2012 projection
experienced the loss of 7 flood days
during the vital July 4 th holiday
week. An adult sightseeing ticket
can be purchased for $14.00 and the
child sightseeing fare is $8.00. A
base dinner cruise ticket is $42.00 for
adults.
Food
28.5%
Riverfront Attractions
FY 2013 Operating Revenue
Cruise
49.9%
Food revenue includes food sold on
dinner dance cruises and at the
concession stands on the dock and
boats. Food revenue is budgeted in
FY 2013 to increase by 1.7% from
the FY 2012 projection.
Beverage
11.1%
Other
6.5%
Retail
4.0%
153

Beverage revenue for FY 2013 is generated from beverage sales on the various types of
cruises and from the Arch View Café. Beverage revenue is budgeted at 8.9% higher than
the FY 2012 projection because of the days lost to high water in FY 2012 during the July 4 th
holidays.
Retail revenue is generated from gift shop sales. These revenues are budgeted 7.5%
higher than the FY 2012 projection.
Other miscellaneous revenue in FY 2013 includes revenues from bike rentals, helicopter
tours and concessions, and a contracted passenger cruise photography service.
Expense
Other
expenses
6.5%
Materials and
supplies
21.1%
Utilities
4.5%
Casualty &
liability
6.5%
Riverfront Attractions
FY 2013 Operating Expense
Services
12.0%
Fuel and
lubrications
3.4%
Wages &
benefits &
OPEB
46.0%
Wages and benefits are budgeted
in FY 2013 at 4.6% higher than the
FY 2012 projection primarily due
to increased pension and medical
costs.
Other postemployment benefits
(OPEB) is retiree benefits expense
of $58,052.
Services in FY 2013 are budgeted
to increase 7.7% from the FY
2012 projection primarily due to
riverboat repair services.
Materials and supplies are budgeted 16.3% higher than the FY 2012 projection.
Materials and supplies include the following (in thousands):
Cost of food $ 300
Cost of beverages 86
Cost of retail shop items 51
Other marine operations supplies 38
Food and beverage service supplies 36
Office supplies, other 35
$ 546
Fuel and lubrications expense is budgeted to increase 15.6% in FY 2013 over the FY
2012 projection due to anticipated higher fuel prices in FY 2013.
154

Utilities are comprised of $52,493 for electricity, $16,900 for telephone, $14,420 for
natural gas, $13,840 for waste removal, and $20,000 for water and sewer.
Casualty and liability costs are budgeted in FY 2013 at 10.1% higher than the FY 2012
projection.
Other expense is 6.8% lower than the FY 2012 projection and includes $110,000 in
advertising fees. Following the practice since FY 2008, a 5% management fee to the Bi-
State Development Agency is being waived in the FY 2013 budget.
Net income (loss) before depreciation is budgeted at a loss of $159,329 with
conservatively including the loss of 18 cruising days due to high water. If the river,
weather, and economic conditions are more favorable then any income generated in FY
2013 will assist in funding future Riverfront Attractions capital improvements.
3,000
Riverfront Attractions
Revenue & Net Income
2,000
1,000
-
(1,000)
Actual Actual Actual Projected Budget
in thousands
2009 2010 2011 2012 2013
Operating revenue 2,182 2,503 1,786 2,377 2,432
Income before depreciation (111) (121) (379) (24) (159)
Goals and Objectives Action Plan
The following goals and objectives are consistent with the four primary organization
level goals used to achieve Metro’s Strategic Plan. Progress in attaining these goals and
objectives are measured through performance indicators. A list of performance indicators
follows the Goals and Objectives Action Plan.
155

Gateway Arch Riverfront Attractions – Goals and Objectives Action Plan
Goal: Deliver a high quality experience that is recognized by its customers, industry
peers, and regional stakeholders for its excellence
Objective: Improve service quality
Strategy Action Steps Performance Measurements
Understand and take steps
to meet or exceed our
customers’ expectations
• Continue to insure safety and
quality of food and service by
exceeding Federal, State and
local safety and health
guidelines
• Given changes in the
corporate and educational
markets, assess the degree to
which product offerings
match client needs
• High scores from Food and Drug
Administration with regard to training
of employees and safety/health
inspections
• High scores from City of St. Louis
Health Department with regard to
training of employees and
safety/health inspections
• Reduced number of guest food and
service complaints
• Conduct email-based product
assessment with previous and current
clients
Goal: Ensure cost-effective and efficient use of resources and aggressively pursue
funding partnerships to supplement existing resources
Objective: Implement revenue enhancement strategies
Seek increasing revenue
from all available sources
• Increase revenue
opportunities by offering
variety of cruise, food,
beverage, retail options to
meet entertainment needs of
Riverfront visitors
• Continue availability of
vessels for revenue service
through on-going compliance
with United States Coast
Guard (USCG) regulations
• Increase community
awareness of operation
through continued
involvement in regional
Homeland Security drills
• Develop sustainable bike
rental co-op relationship with
supplier to replace aging
equipment
• Develop and implement
programmable-based and
seasonal event offerings
• Increased attendance on cruises offered
• Increased sales of food items
• Increased sales of beverage items
• Increased sales of retail items
• Increased cross sales of other riverfront
partners (i.e. increased carriage rides)
• USCG Certification: Vessels meet all
requirements; crew is properly
trained; vessels comply with USCG
regulations related to Americans with
Disabilities Act
• Press release to local media about
Homeland Security preparedness
• Participation in U.S. Coast Guard
harbor safety drills
• Participate in Transportation Safety
Administration drills
• Lower cost of supplies
• Lower equipment replacement costs
• Improved maintenance support
• Improved rental equipment quality
• Better product mix to meet guest
demands
• Work with heliport concessionaire to
develop and implement seasonal trip
offerings
156

Gateway Arch Riverfront Attractions: Performance Indicators
FY 2013 FY 2012 FY 2011
Target Projection Target Actual
Increase operating income (in thousands) $(160) $(25) $6 $(379)
Passengers 99,474 97,484 121,400 76,230
Cruises 1,042 1,021 1,151 816
Days of operation 268 263 286 224
157

Business Enterprises
St. Louis Downtown Airport
Overview:
Purchased in 1964 for $3.4 million, today the St. Louis Downtown Airport is a full-service aviation
center offering an extensive line of general aviation services just eight minutes from downtown St.
Louis in Cahokia/Sauget, Illinois. As the primary general aviation reliever airport for Lambert
International Airport, St. Louis Downtown Airport ranks as the third busiest airport in Illinois and the
busiest general aviation airport in the St. Louis region.
Strategic focus:
St. Louis Downtown Airport supports the National Aviation System Plan and the St. Louis region
through its mission, which is to provide world-class airport facilities and services to the public. St.
Louis Downtown Airport does this by providing the best possible infrastructure with the highestquality
benchmark services provided through our employee team and airport tenant businesses.
Our vision is to set the standard for reliever airports and continue to be the general aviation "airport of
choice" for people traveling to and from downtown St. Louis and the Bi-State region. This vision is
reflected in our motto, "A World Class Reliever Airport Serving Downtown St. Louis and the People
of the Bi-State Region."
Our primary goals are safety and security, infrastructure preservation and enhancement, and
organizational excellence. Our goals support the "National Plan of Integrated Airport Systems" by
providing the general aviation flying public with a safe, secure, convenient, and well-equipped facility
and by providing the local community with over 1,600 high-paying jobs and acting as a catalyst for
econom icgrowth an d developmen t in the regon. i Our short term goa ls inclu de improvingi econom ic
performance by increasing land lease revenue, fuel flowage revenue, transient aircraft operations and
enhancing airport services and capabilities.
Website:
www.stlouisdowntownairport.com
160,000
Aircraft Movements
FY08 Act
Operations (FY 2011):
1.7 million gallons of fuel sold
93,443 aircraft movements
305 based aircraft
Location of Flight Training Department,
St. Louis University
120,000
80,000
40,000
FY09 Act
FY10 Act
FY11 Act
FY12 Proj
FY13 Bud
Facilities:
95 small, 42 midsize & 21 large hangers
1,013 acres
Airport recognition:
Busiest general aviation airport in
St. Louis region
Busiest in Illinois outside Chicago
Two hangars named to National
Register of Historic Places
Illinois 2009 Reliever Airport of the Year
2,500,000
2,000,000
1,500,000
1,000,000
500,000
Fuel Sales in Gallons
FY08 Act
FY09 Act
FY10 Act
FY11 Act
FY12 Proj
FY13 Bud
158

St. Louis Downtown Airport
Operating Budget Summary
Fiscal Year Ending June 30, 2013
$ Change % Change
FY 2013 FY 2012 13 Bgt 13 Bgt FY 2011
Budget Projection Budget vs. 12 Proj vs. 12 Proj Actual
Operating revenue:
Aircraft parking $ 133,214 $ 133,963 $ 133,548 $ (749) -0.6% $ 130,612
Leased acreage 435,287 434,554 449,905 733 0.2% 426,783
Hangar rentals 705,081 457,248 457,356 247,833 54.2% 456,486
Aviation fuel sale - flowage fee 200,085 176,569 190,500 23,516 13.3% 148,984
Concession fees 128,730 127,114 115,944 1,616 1.3% 127,365
Other revenues 85,653 85,527 94,848 126 0.1% 84,035
Total operating revenue 1,688,050 1,414,975 1,442,101 273,075 19.3% 1,374,264
Operating expense:
Wages & benefits excluding OPEB 808,175 756,504 753,048 51,671 6.8% 761,484
Other postemployment benefits (OPEB) 65,943 65,607 69,511 336 0.5% 65,290
Services 39,859 30,613 44,335 9,246 30.2% 79,173
Materials and supplies 94,618 92,975 103,018 1,643 1.8% 100,469
Fuel & lubrications 24,265 22,270 12,265 1,996 9.0% 24,917
Utilities 161,300 151,146 167,019 10,154 6.7% 141,859
Casualty & liability 68,912 64,161 58,687 4,751 7.4% 49,529
Other expenses 123,821 110,763 121,624 13,058 11.8% 101,383
Total operating expense 1,386,894 1,294,038 1,329,507 92,856 7.2% 1,324,102
Operating income (loss) 301,157 120,938 112,594 180,219 149.0% 50,163
Nonoperating revenue (expense):
FAA operating assistance - - - - -
Investment income 334 332 370 3 0.8% 328
Contribution to outside entities - - - - -
Other income (expense) - - - - 1,018
Total nonoperating revenue (expense) 334 332 370 3 0.8% 1,346
Net income before e depreciationec 301,491 0,9 121,270 ,7 112,964
180,222
148.6% 51,509
Depreciation & amortization* 1,585,994 1,758,521 1,946,581 (172,528) -9.8% 1,418,004
Net income (loss) $ (1,284,503) $ (1,637,252) $ (1,833,617) $ 352,749 -21.5% $ (1,366,495)
*Capital assets of the St. Louis Downtown Airport are predominately funded by federal grants. This is different than private industry
funding which must generate profits for purchase/replacement of property and equipment. Depreciation is presented as required by
generally accepted accounting principles. Depreciation is not used to provide equity for capital replacements.
Totals may not sum due to rounding.
159

Business Enterprises
St. Louis Downtown Airport – Budget Assumptions
As the aerial front door to downtown St. Louis and the primary general aviation reliever for
Lambert International Airport, St. Louis Downtown Airport is the busiest Illinois airport
outside the Chicago area. It is the third busiest airport in Illinois, and the busiest general
aviation airport in the St. Louis region. In FY 2013, the Airport is proposing a significant
land acquisition to accommodate new and existing airport tenant business expansions and
continued airport master planning efforts.
Aircraft movements, or takeoffs and landings, are projected to be 96,663 in FY 2012 and
144,000 in FY 2013. The aircraft movements in FY 2012 were affected by the closure of
the primary runway which was closed for six months during construction. Construction was
completed in FY 2012 and the runway is operating at full capacity.
Revenue
Aircraft parking revenue for FY 2013 is budgeted at the same level as the FY 2012
projection.
Leased acreage revenue is airport land leased for private investment or crop income and
is also budgeted in FY 2013 to be at essentially the same levels as the FY 2012
projection.
Hangar rentals are budgeted in FY 2013 at 54.2% higher than the FY 2012 projection,
due to Hangar 18 reverting back to airport ownership in FY 2013.
Aviation fuel sale-flowage fee
revenues are budgeted to
increase by 13.3% from the FY
2012 projection resulting from
an expected increase in gallons
of fuel sold and fuel flowage
rates.
Concession fees include farm
income, rentals for the
concourse from Jet Aviation and
the restaurant, and rental space
in the administrative building.
The FY 2013 budget is 1.3%
higher than the FY 2012
projection.
Leased acreage
25.8%
Aviation fuel
sale-flowage fee
11.9%
Other revenue
5.1%
St. Louis Downtown Airport
FY 2013 Operating Revenue
Concessions
7.6%
Aircraft parking
7.9%
Hangar rentals
41.7%
160

Other revenues include reimbursements from tenants for contract security, utilities, trash
removal services and promotional participation fees paid by Jet Aviation. The FY 2013
budget is at the same level as the FY 2012 projection.
Expense
Wages and benefits including OPEB are budgeted at 6.3% higher than the FY 2012
projection primarily due to the planned hiring of an Assistant Airport Director in April
2013 and also the increase in medical and pension costs.
Services include the following (in thousands):
Legal and consultants fees $ 35
Contract maintenance 5
$ 40
Services are budgeted in FY 2013 at 10.1% lower than the FY 2012 budget. The key
item in the FY 2013 budget is consultant fees for general engineering services and capital
project related issues.
Casualty &
liability
5.0%
Services
2.9%
Utilities
11.6%
Other
8.9%
St. Louis Downtown Airport
FY 2013 Operating Expense
Materials &
Supplies
8.7%
Wages &
Benefits &
OPEB
62.9%
Materials and supplies are
budgeted in FY 2013 to be higher
than the FY 2011 projection by 1.8%
and primarily include airport vehicle
fuel costs and building repair parts
for maintaining facilities.
Utilities include electricity, gas,
telephone, waste removal and water
and are budgeted in FY 2013 to be
6.7% higher than the FY 2012
projection on the high probability of
rate increases.
Casualty and liability costs are
budgeted conservatively at 7.4%
above the FY 2012 projection.
161

Other expense includes the following (in thousands):
Management fees to Metro $ 84
Advertising and promotion 10
Travel, training, and meetings 13
Other 17
$ 124
The FY 2012 budget is 11.8% higher than the FY 2012 projection. The FY 2011
projection reflects reduced advertising costs which are partially restored in the FY 2012
budget and also increased management fees paid to Metro which are based on increase
airport revenues.
Income
Net income before
depreciation will
provide cash flow to
assist in funding
capital improvements.
The net income before
depreciation of
$301,491 budgeted in
FY 2013 is
significantly higher
than the $141,670
projected for FY
2012.
St. Louis Downtown Airport
Revenue & Net Income
1,700
1,500
1,300
1,100
900
700
500
300
100
(100)
(300)
(500)
In thousands
Actual Actual Actual
Projected
Budget
2009 2010 2011 2012 2013
Operating revenue 1,168 1,381 1,374 1,415 1,688
Income before
depreciation
(291) 215 52 121 301
162

Goals and Objectives Action Plan
The following goals and objectives are consistent with the four primary organization level
goals used to achieve Metro’s Strategic Plan. Progress in attaining these goals and
objectives are measured through performance indicators. A list of performance indicators
follows the Goals and Objectives Action Plan.
St. Louis Downtown Airport – Goals and Objectives Action Plan
Goal: Ensure cost-effective and efficient use of resources and aggressively pursue
funding partnerships to supplement existing resources
Objective: Implement revenue enhancement strategies
Strategy Action Steps Performance Measurements
Ensure cost-effective and
efficient use of resources
for revenue enhancement
• Promote the Airport’s
Commercial Airport Operating
Certificate and Aircraft Rescue
and Firefighting (ARFF)
capabilities to attract new
customers and increase
revenues
• Continue to increase revenue
through airport tenant business
growth and expansion
• Increase transient aircraft
operations by promoting
aviation group activities and
local events
• Increased operations by large
aircraft charter operators such as
those carrying professional
sports teams resulting in
increased fuel sales
• Personnel training, customer
education, and safety inspections
which result in a positive safetyawareness
environment
• Continued construction of new
facilities on existing leased
parcels that are not fully
developed
• Conversion of existing option-tolease
agreements to lease
agreements
• Local aviation organizations
conduct more flying events at the
airport (e.g., Experimental
Aircraft Association conducts
more Young Eagle rallies, Parks
College hosts flying
competitions, the Greater St.
Louis Air & Space Museum
conducts additional special
events)
• Transient aviation organizations
select the airport and the St.
Louis region for their annual
conventions
163

Objective: Deliver quality capital projects on time and within budget
Strategy Action Steps Performance Measurements
Aggressively pursue
funding, and deliver
quality capital projects
• Maintain and enhance Airport
infrastructure and services
through continued capital
investments in infrastructure
and equipment
• Rehabilitate and widen selected
taxiways to extend service life
and better accommodate large
charter aircraft such as the Airbus
320, Boeing 757 and similar large
business jets
• Enhance airport security through
improved perimeter fencing
• Maintain and improve the airport
vehicle and equipment inventory
through timely replacement and
additions
• Continued construction of public
infrastructure (parking lots,
ramps, taxi lanes, and roadways)
on public airport property
• Expand airport property available
for expansion and growth of new
tenant facilities
St. Louis Downtown Airport: Performance Indicators
FY 2013 FY 2012 FY 2011
Target Projection Target Actual
Increase operating income ($ in thousands) $301 $141 $113 $50
Fuel sales in gallons (thousands) 2,000 1,701 1,900 1,730
Aircraft movement 144,000 96,663 112,000 93,443
Based aircraft 280 309 280 305
164

Business Enterprises
St. Louis Downtown Airport
FY 2013 Capital Project Summary
(in thousands)
Sources of Funds:
Federal grants $ 5,073
Airport Fund 498
Illinois State and Local grants 1,114
Total Sources of Funds $ 6,685
Uses of Funds:
Construction:
Land acquisition for future airport expansion $ 3,590
Improve 4-way intersection - turn lanes and traffic lights 900
Rehab taxiways and taxilanes 600
Rehab airport entrance road and parking lot 400
Airport master plan, Phase II 360 $ 5,850
Equipment and Facilities Replacements:
Rapid Intervention Vehicle $ 750
Tractor - for mowing and maintenance 55
Replace non-revenue SUV vehicle 30 $ 835
Total Uses of Funds $ 6,685
165

Executive Services
Operating Budget Summary
Fiscal Year Ending June 30, 2013
Operating revenue:
Management fees:
Metro Transit System
Gateway Arch
Gateway Arch Parking
National Park Service
Airport
Total operating revenue
FY 2013
Budget
$2,600,000
519,540
172,181
428,639
84,441
3,804,801
FY 2012
Projection Budget
$ 1,800,000 $ 1,800,000
573,209 536,490
134,133 145,681
429,361 443,394
72,910 72,123
3,009,612 2,997,688
$ Change
13 Bgt
vs. 12 Proj
$ 800,000
(53,669)
38,048
(722)
11,531
795,189
% Change
13 Bgt
vs. 12 Proj
44.4%
-9.4%
28.4%
-0.2%
15.8%
26.4%
FY 2011
Actual
$ 1,500,000
589,057
142,557
437,028
68,730
2,737,372
Operating expense:
Wages & benefits (excluding OPEB)
Other postemployment benefits (OPEB)
Services
Parts & supplies
Utilities
Other expense
Total operating expenses
1,898,272
154,904
829,595
27,691
8,436
323,087
3,241,985
1,759,975
155,976
676,533
25,759
6,406
239,589
2,864,237
1,754,112
148,222
693,657
29,298
7,800
259,672
2,892,761
138,297
(1,072)
153,062
1,933
2,030
83,498
377,748
7.9%
-0.7%
22.6%
7.5%
31.7%
34.9%
13.2%
1,445,760
144,821
1,014,601
19,384
5,784
174,812
2,805,161
Operating income (loss) 562,816 145,375 104,927 417,440 287.1% (67,789)
Nonoperating revenue (expense)
Investment income
Contributions to outside entities
Total nonopertating revenue (expense)
2,649
-
2,649
1,957
-
1,957
2,649
-
2,649
692
-
692
35.4%
35.4%
1,145
-
1,145
Net income (loss) before depreciation
& amortization 565,465 147,332 107,576 418,132 283.8% (66,645)
Depreciation & amortization 2,433 2,831 2,433 (398) -14.1% 7,209
Net surplus (deficit) $ 563,032 $ 144,502 $ 105,143 $ 418,531 289.6% $ (73,854)
Totals may not sum due to rounding.
166

Metro
Executive Services – Budget Assumptions________
Executive Services is a service company that represents Metro’s headquarters and provides
support for the five Metro operative companies (Metro Transit System, Gateway Arch, Gateway
Arch Parking Facility, Riverfront Attractions, and St. Louis Downtown Airport).
Revenue
Metro Transit System management fee is a $2.6 million assessment representing services
provided by Executive Services to Metro Transit System.
Gateway Arch management fee is calculated based on a formula negotiated with the National
Park Service including seven percent of total Arch revenues and ten percent of revenue net of
expenses.
Gateway Arch Parking Facility management fee is calculated at ten percent of the Parking
Facility operating revenue.
Riverfront Attractions
management fee was initiated
in FY 2004. Because of
extensive hull repairs in FY
2009 and 2010, the fee was
waived and will continue to be
waived for FY 2013.
St. Louis Downtown Airport
management fee is calculated
at five percent of the
Downtown Airport operating
revenue and interest income.
Gateway Arch
13.7%
Executive Services
FY 2013 Operating Revenue Sources
Gateway Arch
Parking
Facility
4.5%
St. Louis
Downtown
Airport
2.2%
National Park
Service
11.3%
Metro Transit
System
68.3%
National Park Service management fee is calculated at twenty percent of Arch entrance fees
and movie admissions.
167

Expense
Compensation and benefits for the FY 2013 budget exceeds FY 2012 budget due to increased
pension and medical costs and to the transfer of the Director of Workforce Diversity/EEO from
the Human Resources group to Executive Services. Overall, other than this position being
transferred to Executive Services, the number of employees budgeted for FY 2013 has remained
at the same level as the FY 2012 budget.
Other postemployment benefits (OPEB) are primarily retiree medical expenses related to the
implementation of GASB Statement No. 45 in FY 2008.
Executive Services
FY 2013 Operating Expense
General
Counsel
17.9%
Government
Affairs
14.0%
EEO &
Workforce
Diversity
5.3%
Economic
Develop.
10.0%
Business
Enterprises
Admin
10.6%
Executive
Office
25.0%
Audit
17.2%
Services primarily consist of fees
for outside consultants, auditors,
lawyers, lobbyists and temporary
help. Consulting has increased for
internal audit contracts and general
services for transit economic
development opportunities. Legal
costs have increased in the
Executive Office and Economic
Development groups.
Parts and supplies include
printing, graphics, reproductions
and office supplies.
Utilities consists of cell phone costs.
Other expense includes employee and commissioner travel, employee training and dues for
regional, state, and national transportation and economic organizations.
(In thousands)
3,900
3,400
2,900
2,400
1,900
1,400
900
400
(100)
2008
Actual
Executive Services
Revenue and Net Income
2009
Actual
2010
Actual
2011
Actual
2012
Projected
FY 2013
Budget
Operating revenue 2,887 2,829 2,657 2,737 3,010 3,805
Operating income 5 474 549 (68) 145 563
168

Executive Services
_
Descriptions of organization:
Executive Services is a service company that supports the other Metro companies including
Metro Transit System, Gateway Arch, Gateway Arch Parking Facility, Riverfront Attractions,
and St. Louis Downtown Airport, and is supported by management fee revenue collected from
each of the other companies. Functional areas of Executive Services include:
Executive Office is responsible for the management of the Agency in support of the goals
and objectives of the Board of Commissioners.
Audit performs internal audits and assists with independent outside audits. Internal Audit
plans and conducts audits of Agency programs and operations, identifying problem areas
and developing recommendations for improved control mechanisms or organizational
performance.
Government Affairs establishes and maintains working relationships with government
officials that support Metro’s funding, legislative program, policies, and services.
Government Affairs supervises the Communications and Community Relations function in
the Metro System company.
General Counsel is responsible for managing and coordinating Metro’s legal activities.
Workforce Diversity and EEO is responsible for ensuring a diverse workforce in a safe
and discrimination/harassment free environment by: maintaining compliance with
employment laws and government regulations; providing management and employee
training; and developing EEO policies and procedures.
Economic Development is responsible for identifying alternative sources of funding and
partners for Metro initiatives, including real estate development around Metro stations and
BRT initiatives promoting regional infrastructure via the Bi-State Development Agency
charter in support of job creation and new private investment; and, managing Metro’s real
estate group.
Business Enterprises Administration provides management overview for the Business
Enterprises companies (Gateway Arch, Gateway Arch Parking Facility, Riverfront
Attractions, and St. Louis Downtown Airport) and explores business opportunities.
169

Goals and Objectives Action Plan
The following goals and objectives are consistent with the four primary organization level
goals used to achieve Metro’s Strategic Plan. Progress in attaining these goals and objectives
are measured through performance indicators. A list of performance indicators follows the
Goals and Objectives Action Plan.
Executive Services – Goals and Objectives Action Plan
Goal: Deliver a high quality transit experience that is recognized by its customers,
industry peers, and regional stakeholders for its excellence.
Objective: Improve service quality and capacity for van, bus, and rail systems
Strategy Action Steps Performance Measurements
Economic Development
BSDA Board and CEO
confirm program goals and
continually update and refine
BSDA's economic
development direction
Lead economic development
component of Transit Oriented
Development (TOD) and BRT
planning and development
• BSDA Board (possibly
Strategic Planning
Committee) providing
oversight for economic
development efforts
• Economic Development
staff interacting with
BSDA/Metro engineering,
planning, transit, grants,
business enterprise,
legislative, finance,
marketing and
communication on projects
• Economic Development
staff interacting with local
and national economic
development groups for
information and best
practices
• Interface with Metro
planning staff regarding
TOD
• Interface with community
partners on TOD planning/
finance/ development
• Interface with property
owners and planning staff
on BRT
• Thoughtful, short and long-term
economic development
projects/programs for the
regional community (on-going)
• Increased perception in the
region as Metro being a key part
of the community fabric (ongoing)
• Improved community and private
partnerships for BSDA and
Metro projects (on-going)
• Bi-State Property Holding,
Strategic Analysis
• Ongoing TOD, improving
quality of Metro station
experience
• Work on all 37 stations for
potential TOD improvements
• Initiate economic development
related to BRT
170

Goal: To be an effective and efficient publically-supported organization that is viewed
as a transparent and accountable steward of public funds.
Objective: Establish and manage Agency communications plan that improves public
perception of Metro programs and credibility of management
Strategy Action Steps Performance Measurements
General Counsel
Establish and maintain an
agency-wide records
retention policy
Economic Development
Create community
partnerships for key Metro
projects
• Review existing policies to
ensure legal compliance
• Evaluate policies for
consistency and
accountability of records
maintenance across
departments
• Establish a process that
ensures compliance and
accountability for records
maintenance in each
department
• Regularly meet with local
and regional economic
developers
• Regularly meet with lenders
and developers
• Arrange speaking
engagements with key
stakeholder groups
• Policy review completed , policy
recommendations presented to
management and updated policy in
place and functioning (Aug 2012)
• Ongoing review and maintenance of
policy
• Average five engagements and
ongoing meetings per week during
FY 2012 - 2013 period
Goal: Ensure cost-effective and efficient use of resources and aggressively pursue
funding partnerships to supplement existing resources
Objective: Implement internal process improvements
Strategy Action Steps Performance Measurements
Internal Audit
Perform a Quality
Assurance Review (QAR)
of the Internal Audit
Department
Integrate more technology
in the performance of
internal audits
• Implement the Institute of
Internal Auditors QAR
process
• Obtain training on the use of
ACL data mining software
• Complete the QAR in 2 nd quarter of
fiscal year 2013
• Audit reports will incorporate audit
findings based upon a higher number
of transaction tests
171

Objective: Implement revenue enhancement strategies
Strategy Action Steps Performance Measurements
Executive Office
Address federal, state, and
local policies to include
better transit funding,
planning, & infrastructure
Economic Development
Create a charitable
foundation for Call-A-Ride
and Paratransit
Resolve Metro’s conduit
debt service issues for
regional infrastructure
• Identify the uses of the
current transit sales tax
revenue collections
• Prepare detailed financial
reports showing the uses of
the transit sales tax revenue
for road construction, road
maintenance, TIF’s, debt
service and public transit
operations
• Establish 501c (3) for
collection/distribution of
donations
• Link Bi-State to job
creation and economic
development initiatives
• Publish a quarterly report of transit
sales tax collections and expenditures
• Document cost of Metro services (ongoing)
• Bond issuance, project installation
(on-going)
Objective: Identify and implement shared services programs with other entities where
beneficial
Economic Development
Cultivate finance and project
partners for Transit
Oriented Development
(TOD) project development
• Identity and structure
project development teams
and financial product
layering for specific
project development,
based on developer
capitalization, market
demand and deal structure
• Successful TOD development, in
terms of job creation, tax base
enhancement (on-going) and
additional Metro projects
172

Objective: Assist in the growth of the region’s jobs base, private investment and public
infrastructure
Strategy Action Steps Performance Measurements
Economic Development
Use the BSDA compact
powers to plan, implement
and bond large-scale public
infrastructure
• Community coalescence
for large-scale public
initiatives
• Economic development
and political alliances for
large-scale public project
initiatives
• Confirmation of use of
development authority
powers
• Bond/project initiatives for BSDA
Board consideration (on-going)
• Regional job growth, increased public
infrastructure and increased private
investment (on-going)
• Run/manage a regional infrastructure
group for ports, roads, airports and rail
(on-going)
Executive Services: Performance Indicators
FY 2013 FY 2012 FY 2011
Target Projection Target Target
Executive Office and General Counsel:
Timely preparation of Board Resolutions Yes Yes Yes Yes
Timely preparation of Board Minutes Yes Yes Yes Yes
Respond to all Sunshine Law requests
within 3 days Yes Yes Yes Yes
Respond to all EEO/AAP complaints
within the prescribed timeframe 100% 100% 100% 100%
Government Affairs:
Actively participate in regional and
national transit organizations Yes Yes Yes Yes
Actively participate in regional economic
development and transportation
planning Yes Yes Yes Yes
Internal Audit:
Audits planned 32 10 21 19
Audits completed 32 10 20 13
Audit recommendations accepted by
Management 10 10 60 17
Audit recommendations implemented 10 10 44 17
173

FY 2013 FY 2012 FY 2011
Target Projection Target Target
Economic Development:
Transit Oriented Development (TOD)
project efforts at 37 stations
Yes Yes Yes NA
Bus Rapid Transit (BRT) predevelopment
support
Yes Yes Yes NA
Grow regional project/funding
partnership
Yes Yes Yes Yes
Regional Urban Land Institite Technical
Assistance Panels (ULI TAP)
1 1 0 NA
Create opportunities for use of Bi-State
compact
Yes Yes Yes Yes
Create 501 c (3) for program leveraging Yes N/A N/A N/A
Real Estate (also found under Transit company):
Metro strategic property analysis Yes Yes No N/A
Metro property data set Yes Yes No N/A
Engineering department support Yes Yes Yes Yes
Metro leases accounts receivable current 85% 85% N/A 80%
Metro leases accounts payable 100% 100% 100% 100%
174

Executive Services - Operating Expenses
By type of expense:
Wages & benefits without OPEB
Other postemployment benefits (OPEB)
Services
Fuel & lubrications
Parts & supplies
Utilities
Taxes, leases & other
Operating expense
$ Change % Change
FY 2013 FY 2012
13 Bgt 13 Bgt
Budget Projection Budget vs. 12 Proj vs. 12 Proj
$ 1,898,272 $ 1,759,975 $ 1,754,112 $ 138,297 7.9%
154,904 155,976 148,222 (1,072) -0.7%
829,595 676,533 693,657 153,062 22.6%
1,353 798 460 556 69.7%
26,338 24,961 28,838 1,377 5.5%
8,436 6,406 7,800 2,030 31.7%
323,087 239,589 259,672 83,498 34.9%
$ 3,241,985 $ 2,864,237 $ 2,892,761 $ 377,748 13.2%
FY 2011
Actual
$ 1,445,760
144,821
1,014,601
1,231
18,153
5,784
174,812
$ 2,805,161
By function:
Executive Office
Audit
Government Affairs
General Counsel
Economic Development
Business Enterprises Administration
Workforce Diversity and EEO*
Operating expense
$ 765,673 $ 524,557 $ 593,541 $ 241,116 46.0%
706,838 759,312 696,891 (52,474) -6.9%
428,986 494,751 550,397 (65,765) -13.3%
548,508 489,721 500,580 58,788 12.0%
305,506 237,536 232,403 67,971 28.6%
325,216 358,360 318,949 (33,144) -9.2%
161,257 - - 161,257 na
$ 3,241,985 $ 2,864,237 $ 2,892,761 $ 377,748 13.2%
$ 485,015
973,060
466,307
382,215
70,099
428,466
-
$ 2,805,161
*Workforce Diversity and EEO previously resided in Metro Transit company.
Totals may not sum due to rounding.
175

Executive Services - Operating Expense
Executive
Office
Audit
Government
Affairs
General
Counsel
Economic
Development
Business
Enterprises
Administration
Workforce
Diversity
and EEO
(Moved from
Transit in
FY13)
Totals may not sum due to rounding.
Wages & benefits without OPEB
Other postemployment benefits (OPEB)
Services
Fuel & lubrications
Parts & supplies
Utilities
Taxes, leases & other
Operating expense
Wages & benefits without OPEB
Other postemployment benefits (OPEB)
Services
Parts & supplies
Taxes, leases & other
Operating expense
Wages & benefits without OPEB
Other postemployment benefits (OPEB)
Services
Fuel & lubrications
Parts & supplies
Utilities
Taxes, leases & other
Operating expense
Wages & benefits without OPEB
Other postemployment benefits (OPEB)
Services
Parts & supplies
Utilities
Taxes, leases & other
Operating expense
Wages & benefits without OPEB
Other postemployment benefits (OPEB)
Services
Parts & supplies
Utilities
Taxes, leases & other
Operating expense
Wages & benefits without OPEB
Other postemployment benefits (OPEB)
Services
Fuel & lubrications
Parts & supplies
Utilities
Taxes, leases & other
Operating expense
Wages & benefits without OPEB
Other postemployment benefits
Services
Parts & supplies
Utilities
Taxes, leases & other
Operating expense
FY 2013
Budget
382,216
37,345
150,000
153
4,700
624
190,635
$ Change
FY 2012 13 Bgt
Projection Budget vs. 12 Proj
370,131 378,321 12,085
36,939 33,308 406
77,424 125,750 72,576
- 153 153
2,939 5,000 1,761
618 624 6
36,506 50,385 154,129
765,673 524,557 593,541 241,116
354,304 357,966 378,724 (3,662)
30,990 29,468 30,881 1,521
275,750 351,590 256,300 (75,840)
7,888 7,867 9,838 21
37,907 12,421 21,147 25,486
706,838 759,312 696,891 (52,474)
151,284 147,161 154,288 4,123
13,612 14,172 13,929 (560)
240,345 195,206 259,507 45,139
- - 153 -
1,150 668 1,250 482
900 618 624 282
21,695 136,926 120,645 (115,231)
428,986 494,751 550,397 (65,765)
415,427 393,261 378,904 22,167
38,401 33,726 30,925 4,675
54,500 36,866 52,100 17,634
1,000
1,810
1,750
(810)
2,700 2,178 2,700 522
36,480 21,880 34,200 14,600
548,508 489,721 500,580 58,788
205,281 196,482 198,253 8,799
- 18,298 17,250 (18,298)
86,000 9,946 - 76,054
4,000 6,377 10,500 (2,377)
900 450 900 450
9,325 5,983 5,500 3,342
% Change
13 Bgt
vs. 12 Proj
3.3%
1.1%
93.7%
na
59.9%
0.9%
422.2%
46.0%
-1.0%
5.2%
-21.6%
0.3%
205.2%
-6.9%
2.8%
-4.0%
23.1%
na
72.3%
45.6%
-84.2%
-13.3%
5.6%
13.9%
47.8%
-44.8%
24.0%
66.7%
12.0%
4.5%
-100.0%
764.7%
-37.3%
100.0%
55.9%
FY 2011
Actual
395,201
40,116
13,709
-
4,998
823
30,167
485,015
209,597
21,388
723,089
7,517
11,470
973,060
133,961
15,215
213,856
-
93
562
102,621
466,307
286,865
29,026
54,897
1,163
1,515
8,749
382,215
50,807
5,986
9,051
3,420
-
834
305,506 237,536 232,403 67,971 28.6% 70,099
284,888 294,974 265,620 (10,087) -3.4% 369,328
25,922 23,372 21,928 2,549 10.9% 33,090
- 5,500 - (5,500) -100.0% -
1,200 798 153 402 50.5% 1,231
500 5,301 500 (4,801) -90.6% 962
2,412 2,541 2,952 (129) -5.1% 2,884
10,295 25,874 27,795 (15,579) -60.2% 20,971
325,216 358,360 318,949 (33,144) -9.2% 428,466
104,873 - - 104,873 na -
8,635 - - 8,635 na -
23,000 - - 23,000 na -
7,100 - - 7,100 na -
900 - - 900 na -
16,750 - - 16,750 na -
161,257 - - 161,257 na -
176

Metro
Combined Operating Budget Summary
Fiscal Year Ending June 30, 2013
(Dollars in thousands)
Operating revenue:
Transit passenger revenue
TMA revenue
Business Enterprises
operations revenue
Agency management fees
Other
$
FY 2013 Budget
Metro Business Executive
System Enterprises Services
50,458
1,385
-
-
3,636
55,479
-
-
11,296
-
-
11,296
-
-
-
3,805
-
3,805
$
FY 2013 FY 2012 Percent
Total
Budget change
50,458
1,385
11,296
3,805
3,636
70,579
$
48,523
1,565
11,492
2,998
3,476
68,054
4.0%
-11.5%
-1.7%
26.9%
4.6%
3.7%
Operating expense:
Wages & benefits excluding OPEB
Other postemployment benefits (OPEB)
Services
Fuel & lubrications
Parts & supplies
Casualty & liability
Utilities
Taxes, leases & other
Agency fees
153,841
11,039
27,465
20,247
18,816
5,233
7,902
2,574
2,600
249,717
4,091
215
1,825
114
896
313
473
834
776
9,537
1,898
155
830
1
26
-
8
323
-
3,242
159,831
11,408
30,120
20,362
19,739
5,547
8,383
3,730
3,376
262,496
156,902
12,573
27,179
19,972
19,393
5,085
8,027
3,703
2,555
255,389
1.9%
-9.3%
10.8%
2.0%
1.8%
9.1%
4.4%
0.7%
32.1%
2.8%
Operating income (loss) (194,239) 1,759 563 (191,917) (187,335) -2.4%
Non-operating revenue (expense):
Grants & assistance
Investment income
Capital lease revenue
Capital lease expense
Interest on debt
Sheltered workshop
Contributions from (to) other entities
207,314
301
5,233
(5,233)
(23,041)
(1,071)
40
183,543
-
17
-
-
(39)
-
(3,480)
(3,502)
-
3
-
-
-
-
-
3
207,314
321
5,233
(5,233)
(23,080)
(1,071)
(3,440)
180,044
200,675
436
5,071
(5,071)
(22,654)
(1,026)
(19)
177,412
3.3%
-26.4%
3.2%
3.2%
1.9%
4.4%
na
1.5%
Net income (deficit)
before depreciation (10,695) (1,743) 565 (11,873) (9,923) 19.6%
Depreciation & amortization (69,306) (2,353) (2) (71,661) (75,381) -4.9%
Net surplus (deficit) $ (80,001) $ (4,096) $ 563 $ (83,534) $ (85,304) -2.1%
Totals may not sum due to rounding
177

Business Enterprises
Operating Budget Summary
Fiscal Year Ending June 30, 2013
(Dollars in thousands)
Operating revenue:
Business Enterprises
operations revenue
Other revenue
FY 2013 Budget
Gateway Arch
St. Louis
Tram Parking Riverfront Downtown
Operations Facility Attractions Airport
$ 5,454 $ 1,722 $ 2,432 $ 1,688
- - -
5,454 1,722 2,432 1,688
FY 2013
Total
$ 11,296
-
11,296
$
FY 2012
Budget
11,492
11,492
Percent
change
-1.7%
-1.7%
Operating expense:
Wages & benefits excluding OPEB
Other postemployment benefits (OPEB)
Services
Fuel & lubrications
Parts & supplies
Casualty & liability
Utilities
Taxes, leases & other
Agency fees
1,704
66
921
-
228
44
109
623
520
4,214
445
25
554
0
28
33
85
2
172
1,344
1,134
58
310
89
546
167
118
170
-
2,592
808
66
40
24
95
69
161
39
84
1,387
4,091
215
1,825
114
896
313
473
834
776
9,537
4,068
239
1,691
97
954
286
444
844
755
9,378
0.6%
-10.0%
7.9%
17.0%
-6.0%
9.5%
6.4%
-1.2%
2.8%
1.7%
Operating income (loss) 1,240 377 (160) 301 1,759 2,114 -16.8%
Non-operating revenue (expense):
Grants & assistance
Investment income
Interest on debt
Contributions from (to) other entities
Other
-
14
-
(3,480)
-
(3,465)
-
2
(39)
-
-
(37)
-
0.3
-
-
-
0.3
-
0.3
-
-
-
0.3
-
17
(39)
(3,480)
-
(3,502)
-
28
(84)
(59)
-
(115)
-38.5%
-53.4%
5797.8%
-2944.9%
Net income (deficit)
before depreciation (2,226) 341 (159) 302 (1,743) 1,999 -187.2%
Depreciation & amortization (438) (79) (250) (1,586) (2,353) (2,819) -16.5%
Net surplus (deficit) $ (2,663) $ 261 $ (409) $ (1,284) $ (4,096) $ (820) 399.5%
178

Metro
Employees by Division & Function
FY 2013 Budget
FY 2013 FY 2012 FY 2011
Budget Budget Variance Budget
Transit
Transit Operations
Bus Transporation 930 933 (3) 897
Rail Transportation 136 134 2 134
Paratransit Transportation 249 251 (2) 251
Vehicle Maintenance 336 336 - 336
Maintenance of Way 138 138 - 133
Facility Maintenance 32 32 - 31
Security 34 34 - 33
ADA Services 7 7 - 7
Service Planning 39 39 - 38
Operations Administration 2 2 - 2
Total Operations 1,903 1,906 (3) 1,862
Finance
Passenger Revenue 33 33 - 33
Risk Management and Safety 21 21 - 21
Accounting and Operating Budget 23 23 - 23
Capital Budgeting and Grants 5 5 - 5
Treasury 2 2 - 2
Finance Administration 3 3 - 3
Total Finance
Procurement
Information Technology
Engineering and New Systems
Human Resources
Marketing
Communications
Real Estate
87
57
31
18
19
8
6
2
87
54
44
18
18
6
6
2
-
3
(13)
-
1
2
-
-
Total Transit 2,131 2,141 (10) 2,097
Executive Services 20 19 1 16
87
53
44
22
18
6
5
-
Business Enterprises
Gateway Arch
St. Louis Downtown Airport
Gateway Arch Parking Facility
Riverfront Attractions
Total Business Enterprises
11
12
6
12
41
11
11
6
12
40
-
-
-
1
1
11
11
6
14
42
Total Metro 2,192 2,200 (8) 2,155
179

Metro
Employees by Division & Paygroup
FY 2013 Budget
FY 2013 FY 2012 FY 2011
Budget Budget Variance Budget
Transit Operations
Bus Operators FT 782 836 (54) 826
Bus Operators PT 75 24 51 -
Rail Operators FT 97 95 2 95
Van Operators FT 200 202 (2) 202
Total Operators 1,154 1,157 (3) 1,123
Maintenance 353 353 - 352
IBEW 62 52 10 52
Clerical 28 28 - 29
Salaried 306 306 - 296
Capital - 10 (10) 10
Total Transit Operations 1,903 1,906 (3) 1,862
Financial
Maintenance 13 13 - 13
Clerical 16 16 - 16
Salaried 58 58 - 58
Total Financial 87 87 - 87
Procurement
Maintenance 24 24 - 23
Clerical 3 3 - 3
Salaried 30 27 3 27
Total Procurement 57 54 3 53
Information Technology
Clerical 5 5 - 5
Salaried 26 39 (13) 39
Total Information Technology 31 44 (13) 44
Engineering and New Systems
Salaried 18 16 2 20
Capital - 2 (2) 2
Total Engineering and New Systems 18 18 - 22
Human Resources
Salaried 19 18 1 18
Total Human Resources 19 18 1 18
Marketing
Salaried 8 6 2 6
Total Marketing 8 6 2 6
Communications
Salaried 6 6 - 5
Total Communications 6 6 - 5
Real Estate
Salaried 2 2 - -
Total Real Estate 2 2 - -
Total Transit 2,131 2,141 (10) 2,097
180

Metro
Employees by Division & Paygroup
FY 2013 Budget
FY 2013
Budget
FY 2012
Budget
Variance
FY 2011
Budget
Executive Services
Salaried 20 19 1 16
Gateway Arch
Salaried 11 11 - 11
St. Louis Downtown Airport
Salaried 12 11 1 11
Gateway Arch Parking Facility
Salaried 6 6 - 6
Riverfront Attractions
Salaried 12 12 - 14
Total Metro Companies 2,192 2,200 (8) 2,155
Summarized by Paygroup
Transit
Bus Operators FT
Bus Operators PT
Rail Operators FT
Van Operators FT
Total Operators
Maintenance
IBEW
Clerical
Transit Salaried
Capital
Total Transit
Agency
Gateway Arch
St. Louis Downtown Airport
Gateway Arch Parking Facility
Riverfront Attractions
Total Metro
782
75
97
200
1,154
390
62
52
473
-
2,131
20
11
12
6
12
2,192
836
24
95
202
1,157
390
52
52
478
12
2,141
19
11
11
6
12
2,200
(54)
51
2
(2)
(3)
-
10
-
(5)
(12)
(10)
1
-
1
-
-
(8)
826
-
95
202
1,123
388
52
53
469
12
2,097
16
11
11
6
14
2,155
181

Performance Indicators: Metro Transit System
FY 2013
FY 2012 FY 2011
Budget Projection Budget Actual
Passenger boardings: System 45,583,043 44,720,249 44,267,424
MetroBus 28,319,714 27,775,811 27,334,431
MetroLink 16,688,451 16,369,560 16,356,616
Call-A-Ride 574,878 574,878 576,377
Revenue miles: System 26,716,925 26,758,559 27,145,673
MetroBus 18,681,217 18,805,371 19,235,017
MetroLink 3,241,396 3,243,419 3,251,749
Call-A-Ride 4,794,312 4,709,769 4,658,907
Revenue hours: System 1,815,413 1,815,991 1,831,415
MetroBus 1,365,076 1,371,985 1,399,050
MetroLink 134,709 134,822 135,174
Call-A-Ride 315,628 309,184 297,191
Passenger revenue System $ 50,457,530 $ 48,517,752 $ 48,522,966
(excluding TMA and MetroBus 31,151,684 29,941,283 29,794,530
contractual) MetroLink 18,357,297 17,645,772 17,828,712
Call-A-Ride 948,549 930,697 899,724
TMA (regional van services)
& contractual Medicaid services $ 5,323,500 $ 5,376,150 5,531,000
Operating expense by mode: System $ 249,717,198 $ 238,344,386 $ 243,117,784
MetroBus 158,216,039 150,971,042 156,521,080
MetroLink 68,266,285 64,110,458 64,495,924
Call-A-Ride 23,234,874 21,756,079 22,100,781
Passenger boardings per System 1.7 1.7 1.6
revenue mile: MetroBus 1.5 1.5 1.4
MetroLink 5.1 5.0 5.0
Call-A-Ride 0.1 0.1 0.1
Operating expense:
Per revenue mile: System $ 9.35 $ 8.91 $ 8.96
MetroBus 8.47 8.03 8.14
MetroLink 21.06 19.77 19.83
Call-A-Ride 4.85 4.62 4.74
Per revenue hour: System $ 137.55 $ 131.25 $ 132.75
MetroBus 115.90 110.04 111.88
MetroLink 506.77 475.52 477.13
Call-A-Ride 73.61 70.37 74.37
Per passenger boarding System $ 5.48 $ 5.33 $ 5.49
MetroBus 5.59 5.44 5.73
MetroLink 4.09 3.92 3.94
Call-A-Ride 40.42 37.84 38.34
Farebox recovery: System 20.2% 20.4% 20.0%
MetroBus 19.7% 19.8% 19.0%
MetroLink 26.9% 27.5% 27.6%
Call-A-Ride 4.1% 4.3% 4.1%
Subsidy per passenger boarding: System $ 4.16 $ 4.03 $ 4.18
MetroBus 4.40 4.26 4.54
MetroLink 2.90 2.74 2.76
Call-A-Ride 29.42 26.78 27.10
$
42,992,656
26,215,139
16,209,098
568,419
25,973,037
18,198,749
3,147,572
4,626,716
1,760,053
1,328,276
131,403
300,373
46,115,422
27,975,613
17,251,412
888,397
$ $ 5,134,269
$ 220,559,676
139,588,571
62,152,456
18,818,649
$
$
$
$
1.7
1.4
5.1
0.1
8.49
7.67
19.75
4.07
125.31
105.09
472.99
62.65
5.13
5.32
3.83
33.11
20.9%
20.0%
27.8%
4.7%
3.84
4.16
2.67
22.41
182

Glossary
ACL (data mining) - A software used to automate audit testing procedures. The technical audit term for
using this type of audit software is called data mining, because the software is programmed by the
individual auditor to find certain patterns and/or discrepancies in the data being tested.
ADA - The Americans with Disabilities Act of 1990 – A federal act which prohibits discrimination
against people with disabilities thereby promoting access to jobs, public accommodations,
telecommunications, and public services, including public transit. Both operating and capital programs
have been initiated by Metro in response to ADA legislation.
ADA paratransit service - Call-A-Ride van service provided to ADA-eligible passengers.
Administration - Metro’s human resources, communications, purchasing, material management, and
ADA services cost centers.
Agency - Bi-State Development Agency doing business as “Metro.” Agency may also refer to
“Executive Services.”
Aircraft movement - Takeoff or landing recorded by the St. Louis Downtown Airport tower.
Movements when the tower is closed are not included.
Appropriation - A law enabling and limiting availability of funds from a funding jurisdiction. Metro
disbursements may not exceed appropriations. Generally, Metro budgets precede appropriation.
ATS - Alternative Transportation Service, paratransit service provider in St. Clair County, IL. Metro is
contracted by SCCTD for maintenance of the ATS vehicles.
Average weekday ridership - Average passenger boardings for weekday service. Excludes Saturdays,
Sundays, and scheduled holidays.
Balanced budget - The Compact between the states of Missouri and Illinois requires Metro to prepare
and adopt an annual budget. That budget must be balanced whereas revenues exceed or at least equal
expenses.
Based aircraft - Number of aircraft stored in owned or leased hangars or outside ramps at St. Louis
Downtown Airport at end of each month.
Benefits - Fringe benefit expenses including health, life, and disability insurance; social security;
vacations; holidays; sick leave; unemployment; workers’ compensation, and employer’s 401(k)
contribution.
Board of Commissioners - Ten-member board with five members each appointed by the governors of
Illinois and Missouri.
Business Enterprises - Metro operating companies other than Metro System. Includes Gateway Arch,
Gateway Arch Parking Facility, Gateway Arch Riverboats, and St. Louis Downtown Airport.
Call-A-Ride - Metro service name for demand-response van service.
183

Glossary
CMAQ grant - A federal Congestion Mitigation/Air Quality grant program designed to support
transportation projects that reduce traffic congestion.
Compensation - The cost of wages and salaries including overtime for the performance of work.
Complaint - Passenger or general public dissatisfaction expressed to Customer Service by phone call,
letter or email for which there is no immediate, satisfactory explanation; includes operator behavior,
service, equipment maintenance or suitability, or other concerns.
Continuing Resolution - Legislation that allows a government organization to operate while its budget
is still yet to be approved
Cross County - MetroLink corridor extending through Clayton, Missouri and ending at Shrewsbury,
Missouri, adding eight miles and nine stations to the system.
Customer Complaint - See complaint.
Deadhead - The time and distance in which a transit vehicle is traveling toward a yard, shop, or the start
of a run but is not in revenue service.
DMH - Missouri Department of Mental Health, which subsidizes Call-A-Ride paratransit passenger
trips.
EADS - Employee Accountability and Development System, Metro’s employee evaluation and
development program.
Engineering & New System Development (ENSD) - Metro’s engineering, construction, and rail and
facilities management cost centers.
EWGCOG - The East-West Gateway Council of Governments is designated by federal, state, and local
officials as the Metropolitan Planning Organization (MPO) for the region. The MPO is responsible for
carrying out the urban transportation planning process in this region.
Executive Services - A Metro service company supporting the other Metro companies.
Expense (operating) - Excludes depreciation, amortization, debt expense and sheltered workshop
expense. Allocations by mode are based on a management-developed model.
Failure - MetroLink revenue service interruption whereby a train is delayed by five minutes or more or
removed from service because of a mechanical reason.
Farebox recovery - Farebox recovery – Passenger revenue as a percent of expense.
Fares - The amount charged to passengers for use of various services.
Finance - Metro’s accounting, budget, grants, passenger revenue, risk management, safety, and treasury
cost centers.
184

Glossary
Fiscal year (FY) - The fiscal year for Metro ends on June 30 of each year. FY 2008 ends on June 30,
2008. FY 2008 of the federal government extends from October 1, 2007, through September 30, 2008.
Fixed guideway system - A system of vehicles that can operate on its own surface or track and its
supporting structure constructed for that purpose.
Fixed route service - MetroBus and MetroLink vehicles that operate according to fixed schedules and
routes.
FTA - (Federal Transit Administration) – The federal agency that helps cities and communities provide
mobility to their citizens. Through its grant programs, FTA provides financial & planning assistance to
help plan, build, and operate transit systems. Since 1988, the only FTA funding available to Metro has
been for capital projects.
Fund - A fiscal and accounting entity with a self-balancing set of accounts.
Gateway Arch - Jefferson National Expansion Memorial and park grounds operated by the National
Park Service in downtown St. Louis. In reference to Metro, the tram system and ticketing operation
managed by Metro under contract with the National Park Service.
Gateway Arch Riverboats - Becky Thatcher and Tom Sawyer riverboats owned and operated by Metro
adjacent to the Gateway Arch park grounds.
General Agency - See Executive Services.
IDOT - Illinois Department of Transportation.
IT - Information technology including hardware and software management and office services.
JARC - Job Access and Reverse Commute Program - FTA grant program to provide funding for local
programs that offer job access and reverse commute services to provide transportation for low income
individuals who may live in the city core and work in suburban locations.
LRV - Light rail vehicle.
Management fee - Assessment by Executive Services to other Metro companies to finance Agency
company expenses.
Metro - Since February 1, 2003, the Bi-State Development Agency has been doing business in the St.
Louis region as “Metro.” Metro consists of six companies: Metro Transit System, Agency (also called
“Executive Services”), Gateway Arch, Gateway Arch Parking Facility, Gateway Arch Riverboats, and
St. Louis Downtown Airport.
Metro System - The Metro company that provides transit services under service names MetroBus,
MetroLink, and Call-A-Ride.
MetroBus - Metro service name for bus service.
MetroLink - Metro service name for light rail service.
185

Glossary
MoDOT - Missouri Department of Transportation.
MTIA - Major Transportation Investment Analysis.
New Freedom - FTA formula grant program that aims to provide additional tools to overcome existing
barriers facing Americans with disabilities seeking integration into the work force and full participation
in society.
New Start - FTA grant program that is the primary funding option for local “guideway” transit projects,
such as rapid rail, light rail, commuter rail, people movers, and exclusive facilities for buses and other
high-occupancy vehicles (such as bus rapid transit).
NPS - National Park Service.
On-time performance - MetroBus and MetroLink: Automated passenger counters record early and late
departures for selected MetroBus routes and MetroLink runs compared to published schedules. A trip is
considered “on-time” if the vehicle departs within the time frame of 59 seconds before schedule or
arrives within 4:59 minutes after schedule. Deleted from the results are no-shows or extreme weather
days. Call-A-Ride: Appointments are made giving the passenger an estimated arrival time. A trip is
considered on time if arrival for the appointment is within 20 minutes before or after the appointment
time.
Ontira - Provider of automated traveler information systems for the people transportation industry.
Operations - Metro’s vehicle operator and maintenance, security, custodial, service planning, and
customer service cost centers.
Passenger boardings - Includes original revenue vehicle boardings and all transfers based on MetroBus
farebox counts, MetroLink ridership modeling using Automatic Passenger Counter (APC) technology,
and actual Call-A-Ride passengers.
Passenger injury - Physical harm or alleged physical harm to a passenger or bystander involved in an
Agency accident. One vehicle accident may result in multiple injuries.
Prop M - One-quarter of a cent sales tax collected in St. Louis City and County used for MetroLink
development and operations.
Revenue hours - Time that MetroBus/Call-A-Ride vehicles or MetroLink trains operate in passenger
service including special service and layover/recovery time.
Revenue miles - Distance that MetroBus/Call-A-Ride vehicles or MetroLink trains operate in passenger
service including special service.
Reverse commute - City-to-suburb commute. This phrase refers to the fact that most riders commute
from the suburbs to the city.
Ridership - Metro System: Total passenger boardings. Gateway Arch tram: Number of adult and child
tickets sold.
186

Glossary
Roadcall - MetroBus or Call-A-Ride revenue service interruption whereby the vehicle is delayed
because of mechanical, tire, farebox, wheelchair or other equipment failure. A delay is not counted as a
roadcall unless the delay is five minutes or more for MetroBus or fifteen minutes or more for Call-A-
Ride.
SAFETEA - Safe, Accountable, Flexible, and Efficient Transportation Equity Act of 2003 for the six
years through September 30, 2009, which authorizes federal transit funding.
SCORE - (Systems Connectivity Opportunity Responsiveness Efficiency) – Metro’s state of the art
business system that brings a new level of integration of automation between business functions.
Sheltered workshop - Vocational programs designed to provide work for persons with mental
retardation/developmental disabilities. Two percent of the Missouri ½ cent sales tax (City of St. Louis
and St. Louis County) when received by Metro is forwarded to support these programs.
Smart Card - Pocket-sized card with embedded integrated circuits which can process data to be used
for transit fare collection.
SMSA - Standard Metropolitan Statistical Area.
STP - Surface Transportation Program; provides funds for projects that include road maintenance and
construction, public transit projects, bridge improvements, traffic flow improvement projects, and
bicycle and pedestrian projects.
Subsidy per passenger - Operating subsidies related to transit operations divided by passenger
boardings.
TEA-21 - Transportation Equity Act for the 21st Century for six years through September 30, 2003,
which authorized federal transit funding.
TIF - Tax increment financing which creates tax incentives for redevelopment. TIF programs may
reduce sales tax receipts for Metro.
TIP - Transit Improvement Plan, a planning document prepared by Metro for review and
implementation by state Departments of Transportation and Federal Transit Authority to enable grant
applications and receipt of federal funds.
TMA - Transit Management Association, which coordinates paratransit operations in the region using
Metro’s reservation and dispatching system.
TOD – Transit Oriented Development, is the growing trend in creating vibrant, livable communities.
Also known as Transit Oriented Design, it is the creation of compact, walkable communities centered
around high quality train systems. This makes it possible to live a higher quality life without complete
dependence on a car for mobility and survival.
Total hours - Revenue hours plus deadhead hours (e.g., from the facility to the start of a revenue trip).
Total miles - Revenue miles plus deadhead miles (e.g., from the facility to the start of a revenue trip).
Trapeze - Trapeze Software, a major software provider specializing in transportation systems.
187

Glossary
TRIP - Transit in the Park - (Paul S. Sarbannes) - Program goals are to conserve natural, historical, and
cultural resources; reduce congestion and pollution; improve visitor mobility and accessibility; enhance
visitor experience; and ensure access to all, including persons with disabilities through alternative
transportation projects.
Unscheduled absenteeism - Operator, mechanic and facility support sick time and unauthorized leave
as a percent of current staffing, excluding overtime.
Vehicle accident - Incident in which an Agency vehicle makes physical contact with another vehicle, a
fixed object or a person. It also includes derailments or leaving the road.
Vehicle transactions - Number of vehicles exiting the Gateway Arch Parking Facility.
188

Glossary of Acronyms
ACL
ADA
AIT
APC
ArcGIS
ArcGIS
Server
A software used to automate audit testing procedures. The technical audit
term for using this type of audit software is called data mining, because
the software is programmed by the individual auditor to find certain
patterns and/or discrepancies in the data being tested.
Americans with Disabilities Act
Arts in Transit
Automatic Passenger Counter
Collection of software products that runs on standard desktop computers
to create, import, edit, query, map, analyze and publish geographic
information.
ArcGIS Server delivers dynamic maps and GIS data and services via the
Web.
ARRA American Recovery and Reinvestment Act of 2009
ATS
AVL
BRT
CAD/AVL
CCC
CCTV
CMAQ
CMS
DBE
DMH
DOT
EADS
ERS
Alternative Transportation Service, paratransit service provider in St. Clair
County, IL. Metro is contracted by SCCTD for maintenance of the ATS
vehicles.
Automated Vehicle Locator
Bus Rapid Transit
Computer Aided Dispatch / Automated Vehicle Location
Cross County Collaborative
Closed Circuit Television (Cameras)
A federal Congestion Mitigation/Air Quality grant program designed to
support transportation projects that reduce traffic congestion.
Constant Maturity Swap
Disadvantaged Business Enterprise
Department of Mental Health
United States Department of Transportation
Employee Accountability and Development System
Evaluated Receipt Settlement
189

Glossary of Acronyms
EWGCOG
FASB
FTA
FY
GASB
GIS
HCMS
IDOT
IDS
IT
JARC
LIBOR
LRV
MoDOT
MOW
MPO
MTIA
NPS
NTD
OPEB
ROMIS
SAFETEA
SAFETEA-
LU
SCADA
SCCTD
East-West Gateway Council of Governments
Financial Accounting Standards Board
Federal Transit Administration
Fiscal Year
Governmental Accounting Standards Board
Geographic Information System
Human Capital Management System
Illinois Department of Transportation
Intrusion Detection System
(Metro's) Information Technology Division
Job Access and Reverse Commute Program
London Interbank Offering Rate
Light Rail Vehicle
Missouri Department of Transportation
Maintenance of Way
Metropolitan Planning Organization
Major Transportation Investment Analysis
National Park Service
National Transit Database
Other Post Employment Benefits
Rail Operations Management Information System
Safe, Accountable, Flexible and Efficient Transportation Equity Act
Safe, Accountable, Flexible and Efficient Transportation Equity Act - A
Legacy for Users
Supervisory Control and Data Acquisition
St. Clair County Transit District (Illinois)
190

Glossary of Acronyms
SCORE
SMSA
STP
TEA-21
TFLEX
TIF
TIGER
TIP
TMA
TSGP
TVM
UMSL
USO
Systems Connectivity Opportunity Responsiveness Efficiency (Business
System)
Standard Metropolitan Statistical Area
Surface Transportation Program
Transportation Equity Act for the 21st Century
Transit Finance Learning Exchange
Tax Increment Financing
Transportation Investment Generating Economic Recovery - supplemental
discretionary grant program managed by the DOT.
Transportation Improvement Plan
Transportation Management Association
(Department of Homeland Security) Transit Security Grant Program
Ticket Vending Machines
University of Missouri - St. Louis
United Services Organization
191

Index of Tables, Lists, and Charts
Executive Summary
Distinguished Budget Presentation Award…………………………………………………… 1
Board of Commissioners…………………………………………………………………….. 2
Executive Officers……………………………………………………………………………. 3
Organizational Chart………………………………………………………………………….. 10
Organizational History and Community Profile
Bi-State Region map………………………………………………………………………….. 11
Bi-State Historical Timeline………………………………………………………………….. 12
Population Trend chart……………………………………………………………………….. 14
Cultural Diversity chart………………………………………………………………………. 14
Employment Distribution by Industry chart………………………………………………….. 15
Unemployment Trends chart…………………………………………………………………. 16
Per Capita Income chart………………………………………………………………………. 16
% of Poverty Level chart……………………………………………………………………... 17
% of High School Graduates chart…………………………………………………………… 17
Strategic Plan and Overall Performance
Metro Goals and Objectives………………………………………………………………….. 21
Key Performance Indicators…………………………………………………………………. 22
Comparable Agencies Subsidy per Boarding chart…………………………………………... 23
Comparable Agencies Annual Boardings per Capita chart…………………………………... 23
Comparable Agencies Farebox Recovery chart……………………………………………… 23
Financial Policies
Operating and Capital Sources and Uses by Company………………………………………. 28
Fair Value of Financial Instruments………………………………………………………….. 32
Useful Life of Assets…………………………………………………………………………. 33
Pension Plan Employee Participation………………………………………………………… 35
Pension Plan Cost ……………………………………………………………………………. 36
Restricted Assets as of June 30, 2011………………………………………………………… 42
Sublease Information…………………………………………………………………………. 47
Future Lease Payments……………………………………………………………………….. 47
Debt and Capital Lease Obligations at June 30, 2011………………………………………... 48
Arch Parking Facility Refunding Bonds Principal and Interest……………………………… 49
Mass Transit Sales Tax Appropriation Bonds
Series 2002 A, B, & C Principal and Interest …………………………………………... 50
Series 2007 Principal and Interest ……………………………………………………… 51
Series 2009 Principal and Interest ……………………………………………………… 52
Series 2010 Principal and Interest………………………………………………………. 54
192

Index of Tables, Lists, and Charts
Budget Process and Stakeholder Interface
Operating Budget Internal Process flowchart………………………………………………… 56
Capital Budget Internal Process flowchart…………………………………………………… 57
Operating & Capital Approval External Process flowchart………………………………….. 59
Operating Budget Calendar…………………………………………………………………... 60
Metro System
Total System Ridership chart………………………………………………………………… 61
Total System Revenue Miles chart…………………………………………………………… 61
MetroBus Ridership chart…………………………………………………………………….. 62
MetroBus Revenue Miles chart………………………………………………………………. 62
MetroLink Ridership chart…………………………………………………………………… 63
MetroLink Revenue Miles chart……………………………………………………………… 63
Call-A-Ride Ridership chart………………………………………………………………….. 64
Call-A-Ride Revenue Miles chart……………………………………………………………. 64
Metro Transit System Budget Summary…………………………………………………...… 65
Metro Transit System Budget Summary; Detail of Grants and Assistance………………….. 66
Passenger Revenue chart……………………………………………………………………... 68
Operating Revenue, Grants & Assistance chart……………………………………………… 68
Operating Expense chart……………………………………………………………………… 69
Sales Tax Receipts……………………………………………………………………………. 71
Organizational Units
Metro Operating Expense by Expense Category and by Function…………………………… 73
Transit Operations Goals and Objectives……………………………………………………. 75
Transit Operations Performance Indicators………………………………………………….. 79
Transit Operations Operating Expense …………..………………………………………….. 80
Engineering and New Systems Development Goals and Objectives………………………… 82
Engineering and New Systems Development Performance Indicators………………………. 84
Engineering and New Systems Development Operating Expense…………………………… 84
Human Resources Goals and Objectives…………………………………………………….. 86
Human Resources Performance Indicators…………………………………………………… 87
Human Resources Operating Expense……………………………………………………….. 88
Procurement, Inventory Management & Supplier Diversity Goals and Objectives………….. 90
Procurement, Inventory Management & Supplier Diversity Performance Indicators……….. 91
Procurement, Inventory Management & Supplier Diversity Operating Expense……………. 92
Finance Goals and Objectives………………………………………………………………... 94
Finance Performance Indicators……………………………………………………………… 97
Finance Operating Expense…………………………………………………………………... 99
193

Index of Tables, Lists, and Charts
Information Technology Goals and Objectives………………………………………………. 100
Information Technology Performance Indicators…………………………………………….. 101
Information Technology Operating Expense…………….…………………………………… 101
Communications & Community Relations Goals and Objectives…………………………… 102
Communications & Community Relations Performance Indicators…………………………. 103
Communications & Community Relations Operating Expense……………………………… 104
Marketing Goals and Objectives…………………………………………………………….. 105
Marketing Performance Indicators…………………………………………………………… 106
Marketing Operating Expense by Function………………………………………………….. 107
Real Estate and Meridian Garage Goals and Objectives…………………………………….. 108
Real Estate and Meridian Garage Performance Indicators…………………………………… 109
Real Estate and Meridian Garage Expense by Function……………………………………... 109
Transit Improvement Plan
Three-Year Transit Improvement Plan Budget Summary……………………………………. 113
Three-Year Transit Improvement Plan Budget Summary; Detail of Grants and Assistance… 114
Capital Budget
Capital Cash Flow by Source chart…………………………………………………………... 115
Capital Cash Flow by Use chart……………………………………………………………… 118
Non-Routine Capital Expenditures list……………………………………………………….. 120
Administration Agreements Project list……………………………………………………… 121
Significant Planned Projects…………………………………………………………………. 124
Three -Year Capital Cash Flow Summary by Source of Funds……………………………… 126
FY 2013 Capital Programs and Projects……………………………………………………… 127
FY 2013 - 2015 Capital Programs and Projects………………………….…………………... 129
Three-Year Capital Cash Flow Summary by Uses of Funds…………………………………. 131
FY 2013 – FY 2015 Unfunded Capital Programs and Projects…………………………...…. 133
Business Enterprises
Business Enterprises Operating Expense chart……………………………………………….. 134
Business Enterprises Revenue to Executive Services………………………………………... 134
Gateway Arch
Gateway Arch Tram Ridership chart…………………………………………………………. 135
Gateway Arch Budget Summary……………………………………………………………... 136
Gateway Arch Operating Revenue chart……………………………………………………... 137
Gateway Arch Operating Expense chart……………………………………………………… 138
Gateway Arch Revenue and Net Income chart………………………………………………. 139
Gateway Arch Goals and Objectives…………………………………………………………. 140
Gateway Arch Performance Indicators……………………………………………………….. 141
194

Index of Tables, Lists, and Charts
Gateway Arch Capital Project Summary…………………………………………………….. 142
Gateway Arch Parking Facility
Gateway Arch Parking Facility Transactions chart………………………………………….. 143
Gateway Arch Parking Facility Budget Summary…………………………………………… 144
Gateway Arch Parking Facility Operating Revenue chart…………………………………… 145
Gateway Arch Parking Facility Operating Expense chart……………………………………. 146
Gateway Arch Parking Facility Revenue and Net Income chart…………………………….. 147
Gateway Arch Parking Facility Goals and Objectives……………………………………….. 148
Gateway Arch Parking Facility Performance Indicators……………………………………... 149
Gateway Arch Parking Facility Capital Project Summary…………………………………… 150
Riverfront Attractions
Riverfront Attractions Passengers chart……………………………………………………… 151
Riverfront Attractions Budget Summary…………………………………………………….. 152
Riverfront Attractions Operating Revenue chart………………………………………….….. 153
Riverfront Attractions Operating Expense chart……………………………………………... 154
Riverfront Attractions Revenue and Net Income chart………………………………………. 155
Riverfront Attractions Goals and Objectives…………………………………………………. 156
Riverfront Attractions Performance Indicators………………………………………………. 157
St. Louis Downtown Airport
St. Louis Downtown Airport Aircraft Movements chart…………………………………….. 158
St. Louis Downtown Airport Fuel Sales chart……………………………………………….. 158
St. Louis Downtown Airport Budget Summary……………………………………………… 159
St. Louis Downtown Airport Operating Revenue chart……………………………………… 160
St. Louis Downtown Airport Operating Expense chart………………………………………. 161
St. Louis Downtown Airport Revenue and Net Income chart……………………………….. 162
St. Louis Downtown Airport Goals and Objectives…………………………………………. 163
St. Louis Downtown Airport Performance Indicators……………………………………….. 164
St. Louis Downtown Airport Capital Project Summary……………………………………… 165
Executive Services
Executive Services Budget Summary………………………………………………………… 166
Executive Services Operating Revenue chart………………………………………………… 167
Executive Services Operating Expense chart………………………………………………… 168
Executive Services Revenue and Net Income chart………………………………………….. 168
Executive Services Goals and Objectives……………………………………………………. 170
Executive Services Performance Indicators………………………………………………….. 173
Executive Services Operating Expense by Category and Function………………………….. 175
195

Index of Tables, Lists, and Charts
Supplementary
Combined Operating Budget Summary……………………………………………………… 177
Business Enterprises Combined Operating Budget Summary……………………………….. 178
Employees by Division and Function………………………………………………………… 179
Employees by Division and Paygroup……………………………………………………….. 180
Transit System Three-Year Performance Indicators………………………………………… 182
Glossary of Terms……………………………………………………………………………. 183
Glossary of Acronyms………………………………………………………………………... 189
196

Bi-State Development Agency of the Missouri-Illinois Metropolitan District
707 North First Street • St. Louis, Missouri 63102-2595
314•982-1400 • finance@metrostlouis.org • www.metrostlouis.org