General Manager Remarks

Transcription

1 General Manager Remarks Fiscal and Management Control Board March 13, 2017

2 Private sector v. MBTA maintenance model differences: Productivity example Working Supervisors MODERN PRIVATE SECTOR OPERATING MODEL Executive non-union supervisors on the floor, driving work-flow All supervisors are working supervisors Working supervisors work alongside machinists to complete tasks / pitch in where needed Working supervisors model keeps supervisor skills sharp and helps to balance staffing needs Supervisors / machinists cross-trained in all tasks LEGACY MBTA OPERATING MODEL No Executive non-union managers staffed at the garage-level Union supervisors (foremen) on the floor Work-rules / workplace practices specifically prohibit foremen and asst. foremen from performing machinist work ARTICLE XXXIV BARGAINING UNIT WORK: A. It shall be Authority policy not to permit Foremen and Assistant Foremen to do [L264] bargaining unit work, except by way of assistance or instruction. 2

3 Accelerating SGR capital delivery: $50M Gloucester drawbridge will go out to bid within 2 months Replacing the 106-year-old Annisquam River drawbridge is example an SGR investment in core system First identified as past its useful life in 2010, drawbridge critical to Newburyport / Rockport line Transports CR passengers on the Rockport line An average of 26 trains pass over the bridge on a daily basis Trains often delayed during the summer as rails expended in the heat and had to hosed down with water $50M project will modernize the drawbridge over 4 years Wooden trestles and piles replaced with concrete and steel New mechanical and electrical components 3

4 New Transit Police Patrol Plan: Implemented March 2016 Three districts Central, North & South subdivided into sectors. Bulk of patrol force deployed to mirror ridership and system needs. Multiple advantages over old patrol plan o Geographic contiguity o Resource efficient o Customer-focuses o Trend driven o Less reliant on overtime 4

5 New Transit Police patrol plan has reduced crime 21% 5

6 Transit Police overtime down 25% since implementation Effect of New Patrol Plan Implemented in March of 2016 New plan better aligned patrols with ridership patterns and highrisk crime periods, resulting in less overtime usage Daily OT expense down more than 25% vs. prior year period Note: includes both operating and capital budget overtime expenses Source: MBTA Internal Data 6

7 Peer agency update: WMATA FY18 Reality Check Budget Plan voted on 3/9/17 Last week WMATA board voted FY18 operating budget with fare increases, headcount reduction and service cuts, including: Fare increase: Additional forecast net revenue: $21M Headcount reduction: 842 (700 mgmt/admin; 142 operations) Right-sizing service: Eliminate least efficient bus service / increase subway headways: $17M (down from initial proposed $29M) FY18 areas of focus: Absenteeism / workers comp/ healthcare costs / outsourcing 7

8 Private sector bus maintenance staffing model: Cabot Garage Non-Union EXE Union Affiliated Maintenance Manager (2) Maintenance Supervisor (8) 50 Total Positions 10 EXE Non-Union Managers 0 Union Managers 23 Machinists / Technicians 17 Other Positions Annual Mileage 4.5M Machinists 23 Miles / Machinist 200K Technician A (11) Technician B (6) Technician C (6) Fueler (13) Parts Manager (2) Maintenance Clerk (2) Note: staffing level assumptions based upon mileage per position ratios from innovation proposals 8

9 MBTA current bus maintenance staffing model: Cabot Garage AS OF DECEMBER 2016 Non-Union EXE Union Affiliated Supt Mtce Bus (1) - TEA Supv Mtce Bus (2) L Total Positions 0 EXE Non-Union Managers 11 Union Managers 45 Machinists 16 Other Positions Annual Mileage 4.5M Machinists 45 Foreperson, Automotive (8) - ALL Miles / Machinist 100K Cleaner, Car (1) L589 Machinist (44) L264 Machinist, Grandfathered (1) L264 Fueler (15) L264 9

10 YTD 2017 financial metrics: Cabot Garage *Cost of Everett Bus Shop allocated based upon Cabot garage s proportion of total system-wide vehicle hours ^Additional costs associated with fully accruing for employee retiree health costs and funding pension at 5.00% instead of 7.75% discount rate Note: Bus maintenance overtime figures include Everett Bus Shop and exclude Non-Revenue Shops Source: MBTA Internal Data 10