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1. Organizational Transformation
1.1. Reorganize the MBTA for success in achieving Strategic Plan targets (both vertical/org chart and
virtual reporting relationships) and to ensure organizational focus and ability to execute on
safety, performance, customer experience, capital delivery and fiscal stability objectives of the
Strategic Plan.
1.2. Achieve FY18 budget objectives both for limiting structural budget deficit to $30 million and
achieving non-fare, own-source revenue targets (advertising, parking and real estate).
1.3. Complete critical procurement processes currently underway, including those for Automated
Fare Collection (AFC) 2.0 and bus maintenance.
1.4. Build and obtain FMCB approval of a fiscal year 2019 operating and capital budgets that
continue to balance objectives of fiscal stability with need to invest in operations and assets,
consistent with achieving Strategic Plan targets.
2. Human Capital
2.1. Working with direct reports, fill key senior management and operational vacancies including
but not limited to Chief Operating Officer, Chief Engineer, Customer Experience chief, executive
director of commuter rail and Chief Financial Officer.
2.2. Oversee completion of compensation study and reset of key salaries, particularly in
Operations/Engineering and Maintenance, in time to use new compensation scales to recruit
for key positions and build FY19 budget.
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2.3. Institute business process redesign/LEAN reviews of key internal processes in Human Resources
(hiring and performance management).
2.4. Oversee labor relations and collective bargaining strategy to achieve desired objectives in
renegotiation of all collective bargaining agreements set to expire in June 2018.