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Preliminary Key Performance Indicators (KPIs) for

General Manager Luis Ramirez Year One


To better align KPIs with data that is largely collected and analyzed on a fiscal year basis, for the first
year under the contract all quantitative KPIs will be based on quarters 2, 3 and 4 of MBTA fiscal year
2018 (the period from October 1, 2017 through June 30, 2018). For year two and beyond KPIs will be
based on full fiscal year performance.
Each of the four categories of KPIs Organizational Transformation, Human Capital, Performance
and Customer Experience and Capital Delivery/State of Good Repair are weighted equally, meaning
each will be used to award a bonus of up to 2.5% for a total potential bonus of 10%. Within each
category, the Secretary will award a bonus of between 0 and 2.5% in half-percentage point
increments (e.g. 0%, 0.5%, 1%, 1.5%, 2.0% or 2.5%) based on her sole evaluation of the General
Managers overall performance in that area based on both the quantitative and qualitative sub-
measures considered both individually and as a group.
This document memorializes preliminary KPIs for the first year of the contract only, which are subject
to change by the Secretary through September 30 while undergoing final review; all year one KPIs
will be finalized and in effect as of October 1, 2017.

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.

3. Customer Experience and Performance


3.1. Oversee efforts to measure and achieve quarter-over-quarter improvement (e.g. first quarter
calendar 2017 over first quarter calendar 2016) in on-time performance on commuter rail
system, four subway lines and bus system (Key Bus Routes and other routes).
3.2. Hire senior customer experience lead and develop and begin execution of a near-term
customer experience improvement plan.
3.3. Develop and execute plan for investing lockbox capital resources intended to produce near-
term improvements in performance and customer experience.
3.4. Develop and execute a customer communications plan for both real-time customer information
across modes and for communicating MBTA objectives, challenges and accomplishments.
3.5. Develop one or more statistically valid Key Performance Indicators for customer satisfaction
and system for collection of baseline data so that new indicator(s) can be implemented fully in
fiscal year 2019.

4. Capital Delivery/State of Good Repair


4.1. Achieve all fiscal year 2018 capital delivery objectives including increasing State of Good
Repair/modernization spending from $709 million in FY17 to $795 million in FY18, along with
sub-targets (to be determined) for new contracts, vehicle spending and non-vehicle spending.
4.2. Institute business process redesign/LEAN reviews of key capital delivery processes to ensure
that MBTA is capable of delivering $1 billion annually in State of Good Repair/modernization
investments beginning in fiscal year 2019.
4.3. Complete 20-year Fleet and Facilities plan for revenue vehicles across all modes and for
maintenance facilities
4.4. Develop near-term plan (fiscal years 18 and 19) for accelerating investment in signals, power
and track in order to meet spending target for that infrastructure in 5 year capital plan.

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