Rick Dimino
The MBTA’s Fiscal and Management Control Board (FMCB) has in less than two years created a real blueprint for the MBTA’s long-term success. This five-member board was created in July 2015 to oversee the MBTA’s budget, management and operating practices. The board’s newly released strategic plan describes the future steps required to transform the MBTA into a 21st-century transit agency. While there is still a way to go, this planning process and leadership by the board provides real reasons to believe we will someday have the transit agency this region deserves.
One of the best news to come from this strategic planning process is announcement of a two-year extension for the FMCB. The board originally agreed to serve until 2018, but the members have agreed to keep oversight authority through 2020. This will give them time to institutionalize the specific reforms that are beginning to improve the organization. For the last two years, the FMCB focused on immediate challenges, such as fare increases, oversight of the Green Line Extension project and fixing the operating budget. Now the FMCB is planning for aspirational issues, like the next generation of Green Line vehicles, bus fleet and maintenance facilities, and the next commuter rail contract. When combined with the new cars for the Red and Orange lines, the future is encouraging for MBTA customers.
One noteworthy goal in the new strategic plan is the recommendation to eliminate of the $7.3 billion State of Good Repair backlog within 15 years, instead of the agency’s current goal of 25 year. This is another welcome sign, as a 25-year maintenance plan is insufficient for riders and stakeholders. To help the workers of the MBTA, there is a strong emphasis of professional development for MBTA staff and enhanced responsibilities to empower MBTA managers, combined with a focus on the competitive salaries at all levels for a quality transit system. Together all of these ideas represent more than just an attempt to balance the MBTA’s annual operating budget; they represent a real cultural change to the agency and should help restore public confidence in the MBTA.
Achieving Independence
There are a few areas that the strategic plan still needs to address. First, this process is the right opportunity to consider at the ideal governing structure for the agency. The MBTA needs a small, permanent board comprised of qualified professionals to lead such a complex transit organization. The secretary of MassDOT should be a voting member of the MBTA board. Finally, it should be made clear that the next MBTA general manager/CEO will report to the board, and all members serve co-terminus with the governor. The Massport board is a proper model for this structure.
Overall, the MBTA should be recreated as an independent organization. We have learned from the experiment where the MBTA sat within the state government agency of MassDOT and shared specific staff functions such as long-term planning, human resources and legal departments. Now it is essential that all of the related functions of an independent authority should be restored as part of the transit agency’s permanent organizational structure. The MBTA should not be viewed as a division of MassDOT.
The FMCB should consider a public-private partnerships initiative on capital project development. There could be a joint venture over the next two to five years, where the MBTA finds a private sector partner to advance and accelerate the State of Good Repair infrastructure program. While there are challenges to this type of arrangement, it can be addressed through proper oversight to avoid the appearance that capital spending is being completely turned over to the private sector. However, with over $7.3 billion worth of maintenance needs, there needs to be bold strategies to deliver on these significant infrastructure plans. The MBTA cannot afford to not fully spend its capital dollars, because they can’t get projects out the door.
Finally, there are opportunities for increasing service and the capacity on existing transit lines, particularly through water ferry service. Water ferry service from North Station to the South Boston Waterfront could potentially begin in fall 2017, but this pilot program is being explored outside of the MBTA’s current project review process. We need some clarity from the MBTA if the agency is willing to be a partner in this and other potential water ferry routes. We also need to examine the reality of a more comprehensive water transportation system. The MBTA will need to increase capacity and look at targeted expansion to support the economy and future population growth. They also need to advance project design and development to achieve “ready to go projects” in the event that the federal government decides to substantially increase infrastructure spending.
The FMCB has not been perfect, as evidenced by the misguided and mercifully brief proposal to end weekend commuter rail service. However, in general the future of the MBTA is getting the proper attention it deserves due to the hard work of the FMCB and its strategic plan. The transit system still needs additional funding and stability in its targeted funding sources, but the future is brighter because of the MTBA’s Control Board’s planning efforts and focus.
