2023-06-26 00:00:00 - Joint Committee on Transportation

SHOW NON-ESSENTIAL DIALOGUE

REP STRAUS - At one time, we had contemplated this hearing for earlier in the spring. But the timing, I don't remember the date. I'm sure the general manager does in in April. We were thinking of having a hearing right around then, but it would have been on your 1st or second day of work, which it probably would have given you and I I'm not being a wise guy here, probably would have given you an412 easy answer to every question. What do you mean? I just got here. So If Franklin Roosevelt was measured by 1st 100 days, we think in in taking the country out of the depression, we figured 60 days isn't bad for something as modest as the MBTA. So that's why we're here in late June of 2023 for this hearing and appreciate your attendance. Certainly, everyone is fully aware of the safety issues regarding the MBTA.

They go back many years, if not decades. And it is a issue that drew the committee's attention last session during a series of three or four oversight hearings that we had, and the committee concluded in its own report on a parallel enforcement level, of course, the Federal Transit Administration was deeply engaged in the spring of 2022. resulting in a number of interim steps for The T to perform with regard to safety failures. that were certainly identified and well known, sometimes tragically to the to the public as well. with a final report on August 31 2022. I will say this, and it's not really for the witnesses. not so much directed to them. We did also invite for today's hearing the Federal Transit Administration to make personnel available of their choosing to discuss the safety issues at the MBTA.

For those who519 followed this issue and521 the committee's dealings with the FTA last523 session despite a few requests, we were told to my phrasing, mind our own business, and the FTA had better things to do than deal with the legislature of a state that was trying to deal with a serious safety issue. Never closing the door. Myself and my coach here decided with regard to today's hearing to review where things stand in terms of safety responses going forward and corrective actions taken that we would again invite563 the FTA to provide comments and testimony at today's hearing. We did receive from the assistant administrator in in Washington of the FTA, an email shortly after our It was pretty much a verbatim of the go take a hike email that we had received last year.

So I'm disappointed, but the FDA has decided to again boycott this hearing. Last word from me on this is for those who might say, well, what's the big difference? Well, you know, you've got the MBTA here. What do you care if the federal enforcement agency shows up? And the answer is simple. No doubt a lot of discussion today will be about from that August 31 report. some 90 pages of the FTA, which is publicly available and the different action items to be taken. While it's useful and the administration has been very good about being available to talk about things going on639 at the MBTA, It also would be of value, I think, not just to the public, but to the legislature to know what the FDA thinks. is going on at the MBTA. So if the653 Commonwealth of Massachusetts is expected to respond to the safety issues that were identified in the August 2022 report.

It's also helpful for us at least in my view that we know what that federal enforcement agency is thinking. Well, apparently, they have a different view in DC or within some level of the management where management decisions are made at the FTA, if not the US Department of Transportation, So I'll make the same plea I did last summer, which was if anyone knows these people, as government relations with them at the FTA at the federal level, we could use your help. because the FDA owes responsibility, I think, to the citizens of Massachusetts to not only work with The Tand send them different enforcement and regulatory letters from time to time, but also help us work through what may or may not be needed as future action. So That's my hardly subtle comments with regard to my views today on the on the FTA. More specifically, we are here in a733 context where and I won't repeat.

But now people will understand why I focus on the FDA report. As a base document for today's witnesses. We are in a situation where a new administration has taken over. A number of things have been engaged. We have a new general manager. We have certainly a new secretary.758 We have, as was promised during the campaign season, a head of safety for the for the MBTA. So when it's time for questioning, certainly, I intend to776 focus on some of those778 specific action items and what the prospect is with regard to the future with on a safety standpoint from the T. I again want to thank the administration with the secretary here and the schedule arrangements that no doubt had to be made to have the witnesses available. And with that, I'll turn it over to my co chair, Senator, Creighton, for any remarks he may have, and then turn it over to you, madam Secretary to begin remarks. Thank you.

SHOW NON-ESSENTIAL DIALOGUE

CRIGHTON - So we started this process nearly a year ago in July of 2022 when the committee made the decision to move forward along with the in support of858 the senate president and the house speaker to860 conduct a series of oversight hearings with the previous administration. This was in response to the unprecedented nearly unprecedented investigation by federal transit authority that started April of last year. And at the start of each hearing oversight hearing lasts year, you know, we'll go through the long list of incidents and issues that have occurred. I I'm going to spear folks here with that today. I think we all can pick up the paper and know about the alarming number of safety events that have occurred over the past year and a half. And I think we're at a point now where we're all coming together and trying to find solutions and that we recognize that we need a transportation system.

We need a public transit system in Massachusetts that the public can rely on and trust at a bare minimum. After those three separate oversight hearings with key stakeholders last year, the committee issued a report of the findings and recommendations for future actions. We also required the MBTA to issue a three year safety plan report, which they did earlier this spring. And today, as was said by my coach here, we're here with the new administration and really a fresh start. I greatly appreciate secretary, the Fiandaca, general manager, Eng, and acting chief of staff, Katie Cho. Who are all here to offer us an update on e safety initiatives in progress they've made since942 assuming their roles earlier this year. Our goal is to provide the committee as well as the legislature as a whole in the ridership

throughout the Commonwealth, with more tangible information about what has been done and what still needs to be accomplished. That includes not just best estimates of timing,959 but also the cost as well. And I really sincerely believe that, you know, this committee in the legislature as a whole views ourselves as a and that this is an opportunity for us to have a conversation to ask questions and to get the full slate of information. But I think despite The T. being in a state of crisis over the last year and a half that we all recognize moving forward, we're going to need to work together. and that we are here to support you both policy wise and also the resources you need. So, again, we thank you for taking the time during a very busy time for all of you. And with that, I turned it over to the panel. I'm secretary general manager. Thank you.

SECRETARY GINA FIANDACA - MASSACHUSETTS DEPARTMENT OF TRANSPORTATION - Thank you very much. So good afternoon share chair carton,1010 chair straps, and members of the joint1012 committee on transportation. I want to thank you for inviting us here this afternoon. Gina Fiandaca, secretary of Transportation. And on behalf of Governor Healy and lieutenant governor Driscoll, I'm pleased to be before you today and to provide you with updates on our work. It cannot be over stated that there is a sense of urgency to improve the safety and reliability of our transit system. And Governor Healey has said it repeatedly that we will work together with the legislature, with local officials, with our own workforce, and with our customers to achieve new levels of transparency and trust at the MBTA.

And when the goal is providing a reliable safe and resilient public transportation system that meets the needs of the public we serve statewide. We all know that this is a transformative time in transportation, and we are doubling down on our efforts to work with our workforce to improve our on time performance, our core infrastructure, and our customer communications. We are laser focused on running MBTA servers that can be counted on, and that will meet our equity and resiliency goals. and launch capital projects that will be in place for generations. All of us on the senior management team many of whom are here with me are committed to working with all of you and collaborating with our municipal officials and our advocacy1111 groups to increase the safety and reliability of our1115 transportation network, and we are committed to getting things right.

The Healey Driscoll Administration has already taken two important steps in putting us on the path forward to improve the MBTA. First, we announced new leadership at the MBTA with the appointment of general manager Phil Eng sitting to my right. We also created and filled the first ever chief safety officer and hired Patrick Levin. The general manager comes to us from top transportation leadership jobs in New York. When he took over as president of the Long Island Railroad, the system was experiencing its worst on time performance in decades. General manager Eng at Long Island Rail Road jumped right in and ultimately brought the railroad up to having the most consistent on time performance in history. He did this by prioritizing communication and not shying away from innovative solutions. He set the grounds running with the MBTA when he started in March, and he has not stopped since.1186 Yeah. The general manager1192 thinks like a customer.

He recognizes the need for consistent communication with clear timelines and plans of action. We've been together on the phone at all hours, and he's communicating up to me with every incident that requires communication. He gets it, and the service needs to run well. And when there's an incident, the general manager is fully committed to being transparent and telling our riders as soon as possible what is going on. Our customers want information, and they want us to succeed. We get asked, how can we increase ridership on public transportation? And the answer is to fix the issues. to communicate with our customers and to be transparent about it. And we've been putting the foundation in place with our eyes wide open to the challenges we face at the MBTA. And both the general manager and our chief safety officer are building out the teams to carry this out. We're starting to make progress with corridors where there have been speed restrictions and other infrastructure issues.

And public transportation must run smoothly because transportation systems with which work well mean opportunity. It means getting people where they need to go, when they need to go there safely and affordably. And1279 we are committed to those goals. As governor Healey often says, we cannot have a functioning economy without a functioning transportation system. and it will take all of us working together and giving the MBTA the resources to advance our critical capital investments and improve service. And I know that we are up for the challenge. And one of the most important challenges we face is that we are focusing on the hearing today addressing1312 the FTA directives. We've been working steadfast with1316 our partners at the Federal Transit Authority. and providing updates to the public and our MBTA board on a regular basis on progress.

Made on specific directives. We're working collaboratively on responding and addressing challenges like system wide slowdowns, workforce, and instilling a culture of safety here at MasDOT and at the MBTA. And during this hearing, you will be presented with information that will detail the work and the progress. General manager Eng, chief of staff, Katie Cho and their teams are focused on making improvements and letting the public know where things stand. This past February, The MBTA launched an online safety dashboard that allows the public to see the status of the T's progress in responding to these special directives. This new dashboard includes a description of each corrective action plan What is it? It is intended to correct. The MBTA's analysis, recommendations, and the status of each steps being taken.

To view the dashboard, it's on the MBTA website at mbta.com/ftaresponse MBTA management recognizes the important role The T plays and the daily lives of the communities that we serve. That service is critical. And this dashboard, the MBTA is being transparent about the efforts underway to address the FTA findings. And all members of the legislature, the public, and our valued MBTA customers can look at this dashboard and see the safe the safety steps that are being taken. Our goal is to ensure that each rider across all of the communities that we serve in the Commonwealth and all of you get regular updates on the progress that we're making. We use the system. Our families use the system, and we are committed to1442 improving the MBTA. And now I will turn to1446 the general manager and ask him to say a1448 few words and walk you through exactly how he's taking on the challenges at the1452 MBTA. Thank you.

PHILLIP ENG - MASSACHUSETTS BAY TRANSPORTATION AUTHORITY - Thank you. Good afternoon, everyone. Chair Crighton chair Straus, and the members of the joint committee. Thank you for allowing me this opportunity to address this committee today. Just like thousands of men and women who work at the MBTA, I take great pride in my1473 service in public service, and I cherish the opportunity to again work in public service into public transportation1479 I am proud to be the general manager of the MBTA. Public transportation is vital to public life and our economy. Every day, the dedicated workforce of the MBTA is committed to delivering is committed to delivering safe service to all of our riders.

But when it's not functioning the way it should, we all, our1502 workforce, the public, our riders, the cities and towns and communities that we serve all suffer. The MBTA is a system of incredible complexity. and I've begun to dig deep into the challenges facing the system. I view these challenges not just as opportunities, but also as mandate. to improve, to empower our workforce, to think outside the box, to embrace the institutional knowledge that our teams on the ground have, and to motivate our workers to welcome new ways of doing business. The T has history, The T has character, and we are working to restore public pride and confidence in our system. I am a regular MBTA rider myself, and I also rolled The T Regal even before I joined as a 10 year of general manager, traveling around Boston in my prior opportunities.

And as a writer, I know how frustrating it can be when you can't get accurate real time information about when your train is arriving,1558 if there is a delay, and how long that delay may be. Transparent communication is one of my top priorities, and we're taking steps now to improve the quality of real time information, providing better, more accurate communication, in1571 the moment to our riders. We believe that improving the rider experience and improving the transparency of our communications can go a long way to restoring public1582 confidence and ultimately ridership, but our job starts with making The T safer and reliable. In the past, the MBTA has faced incidents that have raised concerns about the safety of our system.

And we're taking measured and calculated steps to improve engaging with our state and federal oversight partners throughout the entire process. safety for the public we serve and safety of our dedicated workforce is paramount. The safety the system is safe to use, but we can, and we will strive to do better. I have made a commitment that we will build a top to bottom safety culture in everything we do, and in doing so, it will allow us to better deliver the safe, reliable, and robust service that our riders both expect and deserve. As you know, we continue to fully support and collaborate with the Federal Transit Administration during the safety management inspection process. We welcome this opportunity dive to dive deep and go into greater detail with the FTA about the safety initiatives that we've accomplished.

And those that are currently underway, and the areas that still need improvement. We're also grateful to the legislature for their support and investment in making The T a safer organization. As of April 2023, we have spent about a 110 million of the $378 million that the legislature has allocated to us to help improve safety in response to the SMI. I am very proud of the diligent and focused work1666 by everyone, including our partners1668 at FTA and all involved to improve1670 our safety processes and protocols. The MBTA's quality, compliance, and oversight, QCO office, is in place to manage the1678 implementation of the changes brought about by the response to the FTA's SMI and other cross authority efforts. This this office is dedicated to ensuring the outcomes of those changes are effective and sustainable for the long term.

The QCO office has four guiding principles that I believe can be extended into the entirety of the authority. taking a human centered approach, practicing transparency and strong communication, setting everyone up a success across the t, and listening to and learning from our frontline workers. As we work through the SMI, the QCO team has already accomplished a number of successes. one major and early success was restoring the green line work train to risk to working order. which was identified by the FTA in special director 22-4 with the related corrective action plan closed out this past March of 2023. Another vital safety achievement that the republic may not see or hear about is the completion of a1740 significant amount of right away addendum training On April 18th the FTA issued an immediate action letter to the MBTA.

Requiring the retraining of all our employees and contractors that may us the right of way, addendum curriculum. On the right of way, go addendum curriculum. Safety on our right of way is imperative, the team immediately embarked on a comprehensive right of way retraining initiative, prioritizing employees and contractors to ensure that critical work and inspections that were required could continue as we deliver daily service. An aggressive around the clock, five day a week, four hour retraining program, was approved by the FTA and implemented. Half classroom and half practical, the training reinforced key areas that were leading to some of the more recent1787 near misses. And this has been a solid collaboration between our training departments, operations, capital departments, safety.

And our contractors alike to identify and get folks through this aggressive training program. Nearly 2000 employees and contractors have been retrained in1804 just one month. the right of way, addendum curriculum was one near term action that we're taking further as we develop an eight enhanced eight hour retraining program. We also recently lifted two speed restrictions on the orange line in an area known as a Tufts Curve, which is another major success in response to the FTA SMI, and address the special directive 22-4 finding number three. The curved track section on the orange1832 line between the Tufts Medical Center and1834 back base station has been under speed restrictions dating back to 2019 due to excessive wear and defects. Track defects were corrected between Tufts Medical Center And Back Bay stations on both the North And Southbound tracks.

And following the replacement of track last summer and fall, and the recently completed replacement of a significant number of cologne eggs Supporting the track itself, we were able to remove the 10 mile an hour speed restriction last week and raise the speed in this area back to line speed at the jointly inspecting the work with FTA this past week. With the lifting of the Tufts curves restriction, the MBTA has requested the closure of the cap from the FTA special director1877 22-4. These are just a few examples of some1881 recent successes and highlights as we make progress on the SMI, implementing our responses and closing out each of our corrective action plans will take time. We know that. but these are part of the measured documented steps that we're taking to improve safety of the system overall. Removing the speed restrictions currently in place is one of the biggest challenges we face.

And a challenge I recognize that when I took on this role as the MBTA general manager, how we accomplish the work to improve our track and infrastructure while also providing adequate service to1913 our riders, ensuring all that the work is performed safely, and making sure the work produces meaningful results for subway riders. At my direction, MBTA personnel are building out a track work schedule that strikes a balance between meeting the needs of the riders while also providing sufficient track access to crews that perform the maintenance activities. in parallel to the development of a larger scale work plan, I've issued a directive to target the most severe speed restrictions first. As of last week, we have now lifted 99 speed restrictions. 32 speed restrictions have been lifted from the orange line, Pus two, I mentioned on the Tufts Curve. We've also lifted 42 speed restrictions on the red line.

As a result of early access evening work as well as work1959 performed overnight. More specifically,1961 we've been able to lift nine speed restrictions in the section between North Quincy and JFKU mass. plus two speed restrictions have been1969 improved from 10 miles to 25 miles per hour. System wide, we've lifted 15 Restrictions on the blue line. We recently completed work to address two more restrictions on the blue line between Maverick and Airports stations and between Beechmont and Riviera Beach to raise the speed to 25 miles an hour and eight restrictions on the green line. the process of lifting speed restrictions is a dynamic process. But as we continue our system wide work to restore reliability and service, that our riders deserve. I am proud of the integrated effort that this takes among our internal departments as well as our contracting teams.

Over time, we will streamline our efforts, improve efficiency, and reach higher levels of work accomplishment to2012 achieve the fixes that are holistic and complete, our teams are focused on identifying root causes that so when we fix it, we fixed it right. and I'm committed to improving our system, so that's it is safe, reliable for our riders,2027 and for our employees, and we will provide continued updates on future track work as schedules are finalized. Improving and restoring infrastructure to a state of good repair must also go hand in hand with rebuilding out workforce. We have increased our headcount, and we have2043 already outperformed hiring activities when compared to each of the last eight years. While that's a good start, we have much more to do. Challenges do exist, and The T is not alone in this effort.

I'll peer transit agencies around the country are also struggling to staff up their ranks with proficient, fully trained, fully certified employees just like the MBTA. At the T, we have experienced2066 a large number of separations this year, but hiring remains a priority. The2070 recent hiring such as HR and higher activity such as HR on the go to increase marketing campaigns, increasing bus operator sign on bonuses, $75100, and free CDL classes for bus2083 operators has yielded a 112%2085 increase in average monthly applications. It is the MBTA has always been a premier workplace and a huge attraction for talent. It's my mission to broadcast this because that is still true today. The MBTA is still every but every bit the premier workplace it has always been, and we are focused on streamlining our processes to get qualified candidates more quickly in the door.

Towards that goal, we've created the position, chief of workforce officer, to spearhead and drive hiring and retention efforts and to develop and2118 transform our workforce strategy to become more comprehensive, efficient, and people centered to better attract and retain2125 employees. I'm also pleased about the recent agreement with local 589 Boston Commons Union, to hire new bus operators directly into full time status while still giving them the option of part time status, and we're making progress but we must lean in and continue to make improvements. All of our employees are exceedingly proud of their public service work, and I want to amplify that outward. I have no doubt we can attract the2149 talent we need. The Healey-Driscoll2151 Administration has set the tone, and we are moving forward together striving towards a safer, more reliable, robust transportation system that serves the public to the levels that they expect and deserve.

I know the results matter, and only when our riders start to feel a notice to the improvements, will people believe that we were on the right track literally and figuratively? The heart and core of what we do is providing reliable, safe transit services to riders who expect and deserve a modern best in class system, modernizing and upgrading the T, including areas related to safety can and does take time, but we're continuing to make progress and I'm committing I am committed to achieving our ambitious safety and reliability goals while improving transparency and the quality of our communications with riders and the public We can, and we will do better. Thank you again for allowing me this opportunity to speak. I look forward to continuing to partner with the legislature as we advance these initiatives at The T and to sharing about our progress in making the MBTA a safer, more reliable mode of transportation. And with that, I'll pass the mic to Katie Cho, acting chief of staff.

KATIE CHO - MASSACHUSETTS BAY TRANSPORTATION AUTHORITY Good afternoon. Chair Crighton Chair Straus and members of the joint committee. My name is Katie Cho, the MBTA's acting chief of staff, and I'm speaking today on behalf of the MBTA's quality, compliance, and oversight office, or2234 QCO. Thank you2236 for the opportunity to discuss the actions that the MBTA is taking to respond to the FTA's safety management inspection and to improve its safety culture. As I will discuss in my remarks, much work has been done to date to advance this effort and yet much work still remains. While we are measured against the batch benchmarks, of the safety management inspection response. Our ultimate goal is to bring about positive, transformative, and sustainable change to the way the MBTA operates to produce a safety culture that is second to none and restore widespread public trust in our transit system.

Achieving this goal will take time, but I believe that the MBTA has the organizational will and leadership to succeed. The MBTA launched the quality compliance and oversight office in August of 2022 to manage, implement, and oversee the response to the findings and directives in the FTA's safety management inspection. QCO's mission is to ensure that all of the work results in broad transformative and sustainable change. That means identifying and addressing the systemic challenges underlying the degradation and safety outcomes. engaging employees at all2309 levels in the organization, managing change such that we get2313 the best possible outcomes, communicating progress transparent transparently both to our employees and to the public and monitoring and verifying results over time to allow for continuous2325 improvement.

Because QCO reports directly to the general manager, we have broad authority to implement change across all departments and act as conveners and facilitators to ensure that all needs and perspectives are accounted for. Well, QCO's focus right now is primarily on the safety management inspection response. the office has a broad mandate to tackle any complex challenge that improves the MBTA's safety, service, or performance outcomes. Since June, 2022 under the safety management inspection process, the FTA has issued to the MBTA eight special directives with 42 findings, two immediate action letters, and one request for information. The MBTA has responded by developing 39 corrective action plans and one similarly structured work plan that are broken down into 599 separate action items. These action items are jointly tracked by the MBTA and the FTA. Each action item includes one or more submissions to the FTA.

All corrective action plans and the work plan have been approved by the FTA and are being implemented. As of June 18th, The MBTA has made 304 submissions to the FTA, representing about 51% of the total action items. Of those, a 162 have been accepted by the FTA, a 137 are still under review, and five require resubmission. Managing the SMI response is an administratively heavy process, which is one of the reasons why the MBTA established the quality compliance and oversight office. The MBTA meets with the FTA up to seven times a week to review progress and upcoming actions and spends a week each month monitoring and verifying the result of changes that have already been made. While we track our progress against the corrective action plans, we are more importantly tracking the broader outcomes of these efforts. Complex systemic challenges require complex systemic solutions, improving our safety outcomes.

And culture will require significant staffing increases, training and professional development, data driven decision frameworks, employee reporting network, quality management programs, asset management improvements, and updated and documented policies, rules, and procedures. These are not challenges that can be solved in a day, but take thought, time, and resources to be successful. In order to rebuild trust with the public, and with our employees, we must be transparent about the MBTA's problems, solutions, and progress. To demonstrate our commitment to transparency, the MBTA established www.mbta.comback/ftaresponse. A website that provides the public with status updates on progress made on each of the eight special directives and the April 2023 immediate action letter. All of the corrective action plans and the approved work plan are available on the website.

We are in the process of expanding the site to include subpages, which will provide additional background on the problems identified by the safety management inspection and the actions that2519 the MBTA is taking to solve2521 them. In addition to the website, quality compliance and oversight publicly2525 reports to the MBTA board of directors twice monthly on the progress and outcomes of the safety management inspection response. While the corrective action plan timelines extend into 2026, the MBTA has had some early success outcomes. after revising trained movement procedures last August. The number of unintended vehicle movements was reduced to zero in the last 10 months. Compared to six in the previous 18 months. 21 dispatchers were hired for the operations control center and all dispatchers and motor persons have active certifications.

This month, the MBTA is publishing its first operating rule books update since 2018. The MBTA issued a new personal protective equipment policy to protect workers on the tracks and have2574 provided as of this morning nearly 37100 pairs of free boots to its employees. A new industry leading speed restriction dashboard was developed and published on the MBTA website. HR on the go, a mobile HR department and job fair, was launched. bringing job opportunities directly to interested candidates. The MBTA's 1st quality management plan was published establishing standards for quality assurance across the authority. The green line work train was restored to service. Resulting in the first closed corrective action plan of the safety management inspection. And more importantly, allowing the engineering and maintenance crews to more efficiently perform track and power work. New safety hotline protocols were established that better protect reporting employees from fear of retaliation.

New procedures were established to protect employees working around live trains, and over 2000 people have been trained in skills to protect themselves on the trucks. We have also seen tangible improvements in the safety culture of the organization as evidenced by increased reporting of safety or near miss events when they happen. and the proactive identification of improvement opportunities to the inspection procedures undertaken prior to a train going into service. The level and magnitude of the changes we are prompting at the MBTA will not happen overnight. We have embarked on a multi year process to establish transformative and sustainable change within the organization. In order to become truly sustainable, however, positive change must must become deeply embedded in the culture of the workforce of the organization while establishing cultural change takes time. The benefit is permanent. Thank you.

SHOW NON-ESSENTIAL DIALOGUE

STRAUS - The first just couple of questions that I have would be for the secretary outside the direct MBTA operations, a significant portion of the federal governments, the FDA's final report in August 2022 focused on the functioning of the entirely separate, entirely under a different secretariat agency, the Department of Public Utilities. which is just to get the context for everyone that is our state designated and approved by the federal government, the safety oversight agency. So much of the report was about how, frankly, that agency, not a MassDOT agency, but that agency, DPU, did not perform in the FDA's view and, frankly, everyone else's, I think. and we had witnesses from the DPU last year.

So the DPU call it monitoring oversight function, not the operation stuff day to day that we will be talking about. was the subject of or is the subject of some various legislative proposals Now before the committee, we had a hearing about a month, a month and a half ago.Broadly speaking, just as the secretary of the on behalf of the administration, if there's a view to that outside the MBTA role that the DPU was not and maybe is not performing with regard to safety oversight because the proposals in different forms that the are pending before the2851 committee talk about something entirely new in terms of performing that federally mandated responsibility.

FIANDACA - Thank you for the question, Chair. As I reviewed the FDA report, I also had an opportunity to review this with FDA administrator in in DC We share the goal of safety at the MBTA. That is our number one priority, and that is the number one priority for this administration. Early on, the governor did, in partnership with the legislature created, the chief safety officer of the of Mass Dot. And we took steps to craft that position that would support safety across the secretariat, including at2899 the MBTA. Hiring Patrick Levin, who actually worked on the 2019 report that was actually before the FTA safety report.

And So as we build out that capacity in our own safety office and focus on addressing the additional safety FDA directives, we are focused on partnering with the DPU to ensure that we are also including them in what whatever safety initiatives that might be uncovered in terms of the re report to the FDA. Review this as a partnership. and it can only be done if we welcome everyone into sort of the process with2943 us. That's not to say that that the FDA report makes it pretty clear that that they would like the administration to review a different model. We are focused on the model that improves safety of this organization and safety to our riders.

STRAUS - So I'm just trying to get a handle on whether in the administration's view, and if it's still an open question, so be it. But if in the administration's view, the DPU is worth not saving but worth working with as the and, again, it's supposed to2980 be outside independent, distinct from The T to provide the safety over oversight function. whether in fact the DPU is the place to continue to do that, or should we think about other things? And I'll just add this context We did have a well, a colleague testify at our hearing about a month ago who said we should read The T leaves I'm not sure I agree.

But we should read The T leaves in the governor's appointments recent appointments to the to the governing body of the DPU that their focus is exclusively climate and not transportation. So he was suggesting to us that that was a signal. I didn't read it that way necessarily, but he thought that was a signal that the3028 governor is looking to3031 abandon the DPU for transportation enforcement. So I'm just looking for clarification not from something you said, but from something somebody said about the administration. I know that's not fair, but here we are.

FIANDACA - I can say that we are keenly focused on safety at the MBTA. The current structure we have calls for DPU oversight So we are working closely with them. That is the structure that we have,3058 but we are reviewing whatever is the optimal model that provides that assurance to our community that we serve, that we have proper safety oversight.

STRAUS - Okay. That's fine. Thank you. The only other question I for the secretary is and this was raised in the GM's remarks. just now to us. Some have some who are no longer in government, but still have a microphone, so to speak, have expressed a view that the problem is money. and resources to be provided to the MBTA. And my own view is, of course, these things do take money, but money alone may not be the answer. There are well, people have talked about the culture of the agency, the structure, how it's set up. So it's a bit more complicated than I know some see it who used to be in government. But one of the things that was identified on the money side is in the current fiscal year.

Over and above any of the other operations, assistance that the legislature provides. In the current general appropriations act, $378 million was authorized and appropriated. So far, according to the reports that that we get each month from the T, Last one being May 23rd, a $1103149 million and we're late in the fiscal year. I know half of it was under a different administration, but a $110 million has been spent. So we still have 250 or so. My numbers may be wrong. You know, you've gotten yeah, $110 million in the in the remarks. What plan do we have, if you know, to get that money out of, and those are transfers from the trust fund, get that money to The T that the legislature went over and above on safety issues to appropriate money for the T’s use.

FIANDACA - Oh, I have to ask the general manager to address that, but we are actively focused on transferring the funds that are necessary as the general manager identifies what those needs are. to spend those funds and make those safety improvements?

STRAUS - Maybe if you could. And I just I'm looking at the report,3208 and so the report we got May 23rd to the co chairs and also the co chairs of the chairs of respective ways3215 and means committees was that $149 million of $378 that had so far been received this fiscal3224 year. So there's more money at least that we've appropriated that's available to The T according to the mass dots report to us. So if you If you need the money, I want to make sure the administration is getting those transfers to you.

ENG - No. Absolutely. one of the things that I've always been focused on throughout my career, whether it's here at the tier and pass jobs that I've held, is How do you best use available funding? But to make sure that when we use it, we're using it wisely. So one of the things as we're evaluating the organization of the T, all the needs of the T, is to put things in place that that draw on those dollars available to us. It it's as important as it is to spend it all quickly. It's important that I make sure that I spend it in the right places, so that's one of the reasons that we're taking a measured approach in how we do this, working with Katie, and the QCO team.

Implementing long term safety processes and policies and changes, but also short term. How do we improve the workforce as you know, Katie talked about the protective gear that the employees have. Those are things that we knew right up front. Let's spend the money on those things. metrics in terms of training that is vital to doing. But what we want to do is make sure that as we're doing it, it not only has a meaningful impact right now for our workforce, to demonstrate to them how important they are, that we are listening, and that we're striving to make sure that3310 when they come to work to every day, they go home every day to their families. But then how do we instill that in the long term?

And that that goes to the organization, that goes to the leadership that we're re we're building. and taking advantage of the institutional knowledge of the challenge that they have faced over the years that got us here. But how do we empower them now to move forward and where have they been handcuffed? And those is that's why some of the things is spend the things that we've decided that we need to do quickly, but also make sure that as we as we do use the rest of the funds, it’s in a measured manner that is producing what we intended the3343 money for. And that's why I'm you3345 know, just spending is one thing, but to spend it wisely is really where we're at.

STRAUS - No. That that's fine. And I would note that if you were to say, no. We spent all the money. That's not the3356 end of the story. It's spent it on what. And I fully recognize that this was something of a transition year in two ways. fiscal year in two ways for the MBTA. one, you had an outgoing administration. two, you had an outgoing management. until April within the MBTA, and it may be nine months into the fiscal year, both the former administration and the former acting3382 management at the T, chose to just leave it all to the next group. And maybe you've only recently identified the priorities in our appropriation.

So your answer may total sense to3396 be spending it wisely, and we would3398 expect no less. The other thing I would point out to those who say just give The T more money and that that solves the answers back in fiscal year 15. We modified, that is the legislature, modified the calculation basis for the sales tax revenue to The T increasing it I see by some $160 million a year3428 so that the base number on the3430 sales tax numbers since FY15 built in goes to is3436 was added an additional $160 million We used to provide just under a $1 billion a year, and I think the forecast for close out of fy23 is we'll be providing 1.325, somewhere around there, billion in assistance to The T. So, again, I appreciate the calls not here.

From you guys, but I appreciate the calls that says, well, if we just give The T more money in the legislature then stays out of3473 the discussion that that's not really going to be productive in this. I did want to moving on to the other two witnesses, if I could, madam, secretary. Yet a sense Because I think it when we've seen stories recently and what comes to mind, the recent reports about the equipment in the Harvard station, the red line station, whether it's ceiling or boxes and the and the strapping, And the coverage in in one of the local papers describes from the documents that they had requested the way in which different inspections occur, either contracted out or in response to customer notices, things like that. I'm wondering if either of you, either as GM or chief of staff, and just describe so the public gets a sense and the committee gets a sense when an inspection occurs.

Because3537 I3537 know people came up to me and said, well, if they were already looking at ceiling tiles, again, focusing on the Harvard Station incident, they were already looking at ceiling tiles, you're looking up by definition. Why didn't somebody3551 knows that the strapping on these boxes3553 was off. Or notice that somehow we're in communication internally, the boxes weren't even needed anymore. And so if you could walk us through what an inspection consists of, whether it's internal or contracted out, How many people? How long does it take? What's involved when this occurs throughout the network? But3578 using that as a jumping off point,

ENG - So let me tackle that first, because, obviously, I wasn't here for some of the early incidents of the things, ceiling tiles, etcetera, falling down, but I was here for the box that fell down in Harvard. The What I've asked the team to provide me is a list of the different types of inspections that we perform, and there are a number of different types performed by different entities from the inspectors that patrol our stations every day to the consultants and third parties that we hire to come in and perform inspections. of our system, as well as our own engineering and maintenance folks that perform inspections. And each one has a different function. But what I've looked for is how do I bring them together? And what I've I think I mentioned at the last two board meetings ago, is the intention to create a head of stations position.

Because what I really needed to do is have one single entity to manage all of these different components and bring them together. Right? Then that's the way that I'm going to have a handle on the different things that are being done. What I don't want to do is have competitive inspections, but at the same time, I want to have appropriate and thorough inspections. I want to have the documentation that goes along with them. one of the things that is that was really not mentioned when I3656 was first introduced. Back in the eighties, one of my big roles in New York City DOT at the time, was managing the bridge inspection program in the New York City office over 22100 bridges. And I know the program that is required to manage not only safe inspections.

But accurate inspections, hands on, up close, and the documentation that goes with it, and then the appropriate imports. of timely follow-up to those inspection findings. So what I'm looking to do here with the head of stations is a consolidate to different components. You reference the one where People said, you know, when they were3688 looking at the ceiling tiles, why didn't they3690 look at the straps that held the box? That was that was an immediate response to the ceiling tile. and that was to specifically focus on ceiling tiles. But there are other inspections that should be picking these things up, and that's what I'm looking to do with the head of stations. as well as supporting him or her in this role. And right now, I'm actively pursuing filling that role.

STRAUS - So internally within the MBTA, how many employees or positions whether they're filled or not? Do you have for the inspection safety inspection function, not just stations, but track electrical, the rolling stock, whatever. Do you have of our own employees to provide safety ins inspections?

ENG - Well, I will get you that specific number. I have to ask the staff, but from my perspective, all of us are responsible for safety every single day that we're traversing this though. We should be

STRAUS - As you know, that wasn't my question. It was how many involved in the inspections?

ENG - Right. I will get that to you, chair.

STRAUS - Okay. And it certainly seems in in, you know, one firm, but I don't need to name them. one firm was mentioned with the Harvard thing. But do you have a sense of how many different outside firms The T contracts with for outside inspect safety inspections?

ENG - I don't know the specific numb specific number. I do know that I recently just signed off on approximately 10 general engineering consultant contracts that allow us to have the flexibility to do different work, whether it's design inspections. So we rely on third party consultants to support us. They do provide expertise. They do provide a lot of folks that been former MBTA employees as well as other transit agencies, so we get the expertise that we don't necessarily have as we continue to try to bill it. but we can get you some of those numbers with regards to the firms that are specifically involved in inspections.

STRAUS - Okay. And just so clear for the public. And I think I understand it, but just to make sure of that as well, the way these contracts function rather than have an inspection need and then go out either bid or get a new contract. You have open contracts, so you can just call up right away for quick response on safety inspections, I assume.

ENG - We have on call contracts if we need to have them out there. Yes. Okay.

STRAUS - And they're on there. That's the term of art. Okay. the this may be for the chief of staff. Well, I'm looking at and I this was online. I think just last week, you presented the well, the general manager, Pat Lavin and Katie Cho, provided a safety overview to the board So that's June 22nd. We might put it up on our website, but I know it's3874 already up on the states. kind of a flowchart of the different agencies and who are answered to. So my next kind of category of questions for anybody is so we have the safety oversight office, distinct with responsibilities. We have operations in compliance, which covers both safety and operating departments. And we have something called performance improvement, which is the quality compliance and an oversight office. A lot of times these days, people, myself, include full them to the notion that if we send an email to a group of people.

Everyone's reading it and responding and thinking about it at the same time, and then we've met our responsibilities with people possibly working more remotely than not. So that's part of my question. Do you have any remote work going on in in any of these departments today? what is the regular schedule, and I think3938 you may have touched on it, the chief of staff, to make sure live bodies at an upper level management level, covering these functions, actually get to see each other and exchange what's going on. because the silos the potential for the separate silos where people aren't talking to each other, risk being safety is present when I look at a chart like this. So if you could cover the remote work question and then How often does the schedule require that people actually get together in a room and say, what's going on?

ENG - So there is a remote practice that has been going on at The T in the past, but I have been also working with my direct reports and their direct reports. and reviewing how that is how that is in practice, what I just to your point here, as I've always want, before anyone takes a remote day, a responsible person in the office that is not necessarily covering for that person because they are working. but a responsible person in the office that I can walk over to and speak to. That is something that I've talked about in the past that we are a 24/7 system or at least that we are thinking 24/7 for sure.

We have maintenance going on in the evenings and things of that nature that need to be done. But whenever something occurs, we need to be ready and we need to be present. So that is that is one of the things that I look through the practice on how do we make sure that we have full coverage presence is important. You cannot work remotely on a regular basis and be able to deliver the level of service that we need It's one of those jobs where there's so much occurring if we're not physically present, whether it's in the office, or in our system, you know, that's it's not going to work.

STRAUS - Okay. Maybe we'll cover than the future conversations. The last area just to that that I would covering my questions and then turn it over to the coach here for his questioning is you mentioned the phrase, and, of course, we're all familiar with it at the state of good repair. And4075 I think of that phrase in terms of not just the subways, the buses, and obviously commuter rail. Do you4083 have a handle on what the number is from capital investment or repair standpoint or equipment acquisition standpoint that is needed to get each of those three parts of the system to a state of good repair?

ENG - That that effort on the needs is still being developed. There's a lot of discussion ongoing. I do know that we have a tremendous amount of work that we need to do, in order to get to a state of good repair, one of the things that I need to focus on is the immediate needs right now, whether we are suffering the worst challenges with the speed restrictions, getting those low hanging fruit if you you'd call it that, the areas that are are most problematic known to it. And then that gives me the ability to now start looking at how we can program and estimate what it will cost to actually then bring it up to that state4137 of good repair.

Right now, We're doing what we need in targeted areas where we have speed restrictions, known defects. But then, overall, is how do you come back in? in some future capital work to really restore the system back to a state of good repair. And when you have reliability across the different lines and the different systems, that gives you flexibility to better plan those capital projects that are longer and that are improving operational flexibility improving in in in growing the system so that we can help better support the economy. and providing enhanced transportation services and expansion.

STRAUS - So is that capital budget processed? or planning process. Is that anywhere in this flowchart or is that somewhere else within your jurisdiction?

ENG - That's somewhere else. That is that is how the safety office, the chief safety officer interacts with the MBTA leadership. and how the QCO team is building for the future. So some of it is more immediate near term, operations, the t's own safety officer, working hand in hand with Pat Laverne, who's the MasDOT chief safety officer, and then how that information is improving things for today, but then also ensuring that the handoff to Katie and that team is building it for the future. Because what we don't want to do is just make a short term implementation that4225 doesn't stick with The T and doesn't get ingrained into the culture. because that has happened in the past where you do something reactively, but that's not enough. It's how do you make sure the next time it doesn't happen again, and that's making sure we build out not only improve the policies and the practices, but make sure that we have the oversight that4242 it sticks.

STRAUS - Where is the capital planning occurring?

ENG - That is incurring under the chief administrative officer, chief financial officer, and that that's a different group Dave Panagore, Mariano Hara, and Jillian?

STRAUS - You said that in terms of4262 the resources, you're focusing on to the immediate issue of, well, the speed restrictions, things like things like that. Is there any deficit4274 in the financial resources you need to deal with the immediate safety issues of The T that is not being provided to the T. Well, the short question is, are you getting the money you need?

ENG - For the immediate need, what we're doing right now, we have the funds that keep progressing. Longer term, we will we need funds. We need definitely each steady revenue funds. Obviously, the revenue from ridership, even in the best of times does not cover our operating costs. So, definitely, additional funds are needed. But one of the things that I've I think I've mentioned in the past is how do we demonstrate that when we get the money, we spend it wisely and that we're a good investment?

STRAUS - When is it at least planned that the legislature will be informed of what the funding needs are for the complete state of good repair resources that you need for commuter rail buses and subway

ENG - I don't have a specific time frame on that, but I know we are working on that because we know how important that is in order to be able to work with all of you. if we're if we're asking for assistance, it's important that we share that information. I understand that, and I don't have an exact time frame on that.

STRAUS - And I understand I'm pressing you. on this. Yeah. Is it going to be this calendar year? Obviously, not the end of the fiscal year's short upon us. But is it something we can expect this calendar year?

ENG - Yes. That is our goal.

STRAUS - Okay. My final question, you've mentioned a lot of the personnel, and then there's a lot to go through that that we'll all review. You didn't mention the former acting general manager. Where does he fit in management today?

ENG - Jeff Gonneville is still our deputy general manager. He is a trusted person who has obviously a tremendous amount of institutional knowledge at the tee. He understands a lot of the challenges that we've had in the past, and he understands what we need to move forward. I rely on him a lot. and he is still, you know, cons he's still performing the role of deputy general manager. Help me oversee not only operations, but also capital work. and all of the other components that go along with improving service.

STRAUS - Thank you to the panel. I'm As people know, I could go on, but I won't. And I turn it over to my coach here now.

CRIGHTON - Thank you, Mr. Chairman. first question, I just wanted to build off something. Cheer Straus had touched upon in his questioning, Mr. GM. You had reference the $110 million out of the $378 to be spent to date. I just want to confirm. That is the figure, a $110 million has been spent out of the $378 million allocation.

ENG - That's the figure. Yes. That that's my understanding.

CRIGHTON - And this is maybe a tough question to answer, but how will that additional money be spent. Now it's supposed to4466 be focused on safety related issues in the FDA, investigation, and directives. I assume there's some plan. I know you're waiting on a $137 still under review. I think you'd reference 2026 is a timeline for completing the corrective action plans. But I imagine you have a4485 general idea of how that additional money will4487 be spent. Is it something dedicated to4489 capital, to training, to workforce4491 hires, all of the above.4493 Is there any breakdown as to at least a proposal on some of that money, maybe not all 300 or $268 million that's left.

ENG - One thing. I'll let Katie Cho to speak to that.

CRIGHTON - Thank you.

CHO - So the 378 is right now all budgeted toward FTA, SMI response, fairly broadly. It is split between capital and operating, so there's some portion of it that we'll be going toward addressing the speaker and some capital improvements related to that. The rest is operating. It goes toward all those things that you mentioned. So workforce training,4529 bringing on assistance for asset management, quality management, everything that is in the FTA directives. will be paid for through that 378.

CRIGHTON - Thank you. And, roughly, what is the split even just kind of a ballpark?

CHO - I don't know. So that's for the top of my head. I'm sorry.

CRIGHTON - Okay. So one of the reasons I asked this question is back in March 31st, myself along with some North Shore Legislators had sent over our testimony as part of the CIP process and somewhat outside of the scope of CIP, but it raised a number of questions around track maintenance and kind of the4566 history of how we got to where we are. And, again, this this falls in a previous administration, so certainly no slight to any folks here, but it seemed at the time roughly from 2017 to 2022 that records amount of funding was focused on bringing our system into a state of good repair.

So track, power, signal, communications upgrades were a priority, and as they should be. So with all of that funding going towards what we're seemingly looking at again today and what we're addressing with slow zones and a number of the FDA directives, Mr. Jim, you'd referenced wanting to spend the tax dollars wisely and carefully and not just, you know, getting the money out there. I think, you know, obviously, the ridership, the taxpayer,4611 certainly wants to know how their money's been spent and they want it to be spent well on what it's intended for. with all this work done during that time period, I guess, what are we repeating some of the actions there?

Where were there missteps? Were there projects that just did not get taken care of. This is kind of a fairly broad question, and I'll lay in the plane in a moment. But I think it's a concern of myself, and I imagine members of the committee and legislature that we want to provide the resources, but we want to know their wealth spent and we don't want to just a few years later be spending them again going back to look at the same tracks that we just invested in. So I don't know if anybody could just touch upon that. I understand it's from a previous administration largely. So, you know, I understand if you can't dive too much into it..

ENG - Sure So I can't speak to what happened in past years on how the money was spent and how the work was scoped out. I do know now moving forward, and I've made this clear with team that when we're going in to do4670 work, we need to be upfront with ourselves and make sure that we know4674 the scope of work. Right? There are We're using consultants to review our work as well as our own E and M folks that are going in engineering and maintenance folks going in. to concur with the work that's being done. But what I want is to make sure that when we go in. It's not just the band aid that it's something that we know will address the issue at hand.

But also address the root cause of the issue. So for instance, if something needs tire replacement. Right? We should make sure if the rail itself needs to be replaced, we should do it while we're in there. We should not just replace some tires and then come back. and make sure that when if we're going to inconvenience the public, whether it's early action or whether it's a a surge where we shut down the system, we need to make sure that when we're done, we actually did what we set out to accomplish. And that means proper planning, proper scoping, and agreement with the scope of work. And then Whether it's in house work resources or whether it's third party contractors.

Can they accomplish the amount of work that we set out to do in the time period that we've given to them? Because when we come back and we tell the public that we've finished the work, they need to see the results of it. And what we don't want to do is come back two months later to do more work and that has to get to, again, making sure that we're upfront, know the scope. And if it means a little more work while we're there, then let's do it. Let's do it right because at the end of the day, going back in a second time is not helping anybody and certainly not helping the credibility of the T.

CRIGHTON - Thank you. So the public can be assured that the work that is being done now, even if it's on a specific item, the that the folks that are going in there, whether consultants or part of The T workforce are taking a holistic view. During these closures, every stone is being unturned and that the work will not have to be repeated a year, two years, three years down the road.

ENG - Right. Well so for instance, when we go in in July, hopefully, after the open house at Packard's corner, the intent is to make sure that4786 we do it right and do it properly this one time. Obviously, to take a shutdown of the system there is an inconvenience to our riders. We will have obviously alternative service. but we want to make sure when we're done, we've renewed that portion of the tracks to the level of service that they deserve. That will give us the time to then plan out longer term needs bigger logic capital projects that don't just happen overnight, but it gives us the ability to provide safer, reliable service while we're planning those projects.

CRIGHTON - Thank you. And I certainly don't want to relive history here. We don't need to keep looking to the past, but I think you you've alluded to it learning from past mistakes in in making the adjustments. that are needed one area of improvement that the chief safety officer, Lavin mentioned during his presentation last week, the board of directors was creating a lessons learned bulletin. Now both with the 2019 report as well as the FDA's most recent report that the proper documentation and workforce instruction has been a barrier.

To adopting and fostering a safety culture within the MBTA. We spend4850 a lot of time here as a4852 committee discussing many of the tragic safety incidents and what we need to do to ensure that the systems are in place to prevent those from ever happening again. I'm curious, and, you know, Mr. Lavin is not here to answer this, but if someone could, What are the plans for these bulletins? How will you ensure that these lessons learned are disseminated to the appropriate members of the workforce? and adopted as a core component of your safety culture within the MBTA?

ENG - Well, that goes to the part of accountability. and having single points of accountability. So our head of engineering maintenance will be responsible to ensuring that these recommendations have come out of whether it's Pat Lavin's office, whether it comes out of FTA or DPU, are implemented. Our safety officer will have to also follow-up with that. But what I want to make sure is that when we have these different lessons learned, it's something that the management has to provide the follow-up and oversight to ensure that the staff have understood that this is a new way of doing business at the T. know, so some of the things that patent 11 had brought up with regards to lessons learned at the packet's corner derailment was the not to have just a reliance on, for instance.

Where we have 10 mile speed restrictions. Right? The idea is if it's a 10 mile speed restriction, that's safe for now, but we need to be proactive and do something more. So some of the things we've talked about, for instance, is as we do those track walking inspections, if we see a need, even though the 10 mile hour speed restriction allows us to operate safely, maybe we should be implementing procedures where we proactively actively install gauge rods that actually are meant to help ensure that these the rails do not split out when the trains come across So those are measures that are proactive. They don't address the deteriorated ties, but they add a level of protection to ensure that it gives the time to get to that situation and do more capital work, which is what we plan to do in July.

CRIGHTON - Just in in terms of the package, Connor, incidents. So I believe that train was traveling at a slow speed already, five miles per hour accurate?

ENG - Yes, it was.

CRIGHTON - Other existing tracks or sections of track across a system where even a train traveling at such a low speed is still at a threat for derailment. I guess when the public and when we hear slow zones, we assume it's as safe as I mean, you can almost walk five4998 miles an hour. We assume it's as safe as possibly can be, and I know no one's hurt, thankfully. But are there areas of concern are areas of the track that exists out there currently, and how are you quantifying and attacking those issues?

ENG - So for instance, that was one of the recommendations. right where we have these 10 mile high speed restrictions, we wanted a higher level inspections, and that that's been done both on the green, blue, red, and orange. and those inspections have been accomplished.

CRIGHTON - With the

ENG - a follow-up to ensure that the 10 mile an hour is sufficient if anything additional was needed to take those actions.

CRIGHTON - So is that ongoing, or has that been completed that .

ENG - That was completed.

CRIGHTON - Okay. So the there are no existing sections of track that our operating

ENG - Were those 10 miles on our speed restrictions were? We were we directed our higher level supervisors to walk those tracks as well.

CRIGHTON - Okay. Thank you. I'm going to I have more questions, but5055 turn it back on. I know members of the committee5057 of questions.

STRAUS - Okay. Just as a follow-up on the speed restrictions issue. And I noted in in your remarks, GM, You talked about the lifting so far of 99 speed restrictions. When each of those restrictions gets lifted, by you. Is that with the specific approval of the FDA? Do they actually walk and inspect with you on each of those decisions to lift a speed restriction?

ENG - No. They do not need to walk with us. We have We have the appropriate staff that review the work that was done. We do have, I think I mentioned, third party consultants that are also reviewing the work with us, so we do have that extra level of oversight as we look to rebuild trust. But, no, we can lift those speed restrictions on our own. Again, that's after the work was planned, performed, and then inspected. That's when we lift those restrictions.

STRAUS - And how about the DPU? Are they involved in any of the review and decisions when speed restrictions are lifted?

ENG - No. The DPU does not have to actually review our lifting of the restrictions, I believe. Right? But what they do is they do come out whenever there's an incident. They join us at the site. They were at the they were at the site of Package's corner. Again, They also perform inspections on their own to go out and see what activities are going on and if they have any findings of their own. but they don't have to review the work we've done and our decision to lift their speed restriction.

STRAUS - Okay. And just the final question on this and then I'll open it up. You5164 indicated in your opening remarks that You have a request pending with the FTA on special directive 22-4. If that is allowed, will what happens to the FDA's role in a future basis with regard to that directive and the substance of it which I believe involves these restrictions.

ENG - Well, that was just that one specific cap. I'll let Katie talk to others, but that that is to request a removal of the cap specific to the colon eggs that tops

STRAUS - Just that single location. Okay. Well, that that's fine then. I just wanted to be clear. Okay.

SHOW NON-ESSENTIAL DIALOGUE

SEN KEENAN - And also, I want to thank the panel members for coming and testifying today. few years back, there was work proposed for my district at the Wallison train station, and it was an issue of reconstructing that station and the course of the dialogue of the planning and the community outreach, you should became one of whether we shut down a station during the period of the reconstruction or whether we proceeded with the work and kept the station open. The strong sentiment in the5260 community that I represent was to keep the station open and let the work proceed. That came at a would have come at a cost in terms of daily inconveniences and a cost in the overall an increased cost in the overall project. So I took the position that we should shut the station down. And one of the ways that I was able to address some of the follow from that recommendation.

And ultimately the decision of the MBTA was based on about three things. One argument that had three components. And the argument was that we get the station closed, we get the work done, and then the station will open, and we will be closer to the type of red line that we all envisioned. the type of red line that we all envisioned, then dependent upon a few things being done. One was the delivery of red line cars. Two was a track work. And at that point, there had been a focus on winterization of the tracks to make sure that we didn't have the snowmageddon that we had experienced during the storm back in 2015, I believe it was. And then third was the issue of signalization to get away with the block system. to allow the free of flow of cars. The better signalization meant cars could follow would have reduced headways.

And so the combination of better tracks Signalization to allow reduced headways with brand new cars was going to deliver a whole new experience for red line riders. Those three components prompted me to ask questions in those three areas. Redline cars, 252 are supposed to be delivered. There have been only 12 delivered as of date. Most recently, the deadline for delivery was pushed to September of 2026 over three years. from now. And at the January board meeting of the MBTA, there was a statement that the MBTA feels pretty strongly and CRRC also acknowledges they will not be able to meet this production schedule. So with the idea that we would have new cars shortly following the reconstruction of the statement at the other station, that does not appear to be the case. So that prompts A couple questions.

Is there now a date that we feel comfortable enough with for the delivery of red line cars? And the second part of that question would be, what assurances do we have that those cars will be safe? Because just recently There was communications between the MBTA and CRRC about the production of cars being delivered for inspection and those cars not being ready even for inspection. And the5433 MBTA referenced a serious problem with process. Today's process problems5438 are tomorrow's safety issues. So is there a date certain5442 for the delivery of these cars and what steps does the MBTA taken of late. This file along in the process where there are outstanding safety issues relative To the construction of these vehicles that are years old. What steps are being taken5459 right now to ensure that those cars when they're delivered will be safe so that they don't become tomorrow's safety issues.

ENG - Well, thank you very much, Senator, for the question. So a couple things I did recently visit the Springfield, Massachusetts facility to kind of to get a handle on the challenge at hand, the situation, and how two teams are working together, both The Tre staff as well as CRRC staff. What I will report is that Production has improved. It's not where it needs to be. I don't have a schedule for you yet, but production has improved where Over the last three months, we have seen consistently now they are producing four cars per month, which is better than they were back in January. I will also say that there are red line cars in production. I saw them myself, and we have told CRRC that we expect them to start accelerating that work as well while keeping the orange5516 line cars continuing to be delivered. With regards to that correspondence and the story behind that,5522 that was the result of an effort5524 .

That we had actually jointly worked with CRRC to what we have piloting joint inspections where we were doing final inspections of cars together. And while the while the emails that I think we’re were shared, implied that the employee felt they weren't ready. I will say that the things that were identified jointly were quickly repaired. They were addressed the same day, and those cars have been shipped. and that and they are in our possession now, being tested. And the other thing I will say is that the cause that we have accepted because we are being very rigorous with the inspection testing procedures is that they are exceeding the contractual requirements averaging approximately a hundred thousand miles between failures5572 when the contractual requirement is5574 90,000 miles. So from that perspective, the cars once we receive them are safe. But what I will say is that We're5583 going to prioritize safety over a5585 speed.

At the same time, we are working with them to improve that efficiency. Some of the other things I think I talked about at5591 board was5592 these meetings that we have in addition to piloting joint inspections is twice daily going through what needs to be done that day, what is done at the end of the day, and how could we improve things. So I think that is adding to the ability for CRC to deliver. They5608 had a high level manager. who has been with us since April, Mr. Bauer, who has to show his commitment, but also to provide their leadership from that perspective. So right now, we continue to work with CRC to deliver. Production's improving the costs continue to come once accepted. in the manner that we expect per the contract5627 in terms of reliability. So those are a few things that I do5631 want to offer. Obviously, we're not satisfied yet with the production, and we're going to continue to work on that.

KEENAN - Yes, four cars a month is five years roughly before we see the agreed upon number of red line cars ultimately delivered. So I appreciate the efforts to move that process more quickly. And I agree that the focus has to be on safety. The public wants these trains. They wanted them quite a while ago. But clearly, they want them to be safe as well. So the second part was that their was going to be work on the tracks, and at that point, it was winterization.5668 Since then, these speed restrictions zones have become an issue. And I asked this in the in the chair. Chair Crighton had touched on this a little bit about what we're learning I know that there had been a contract put out, I believe, in 2021, for ultrasonic testing of the rails. One of the things that I find5695 very difficult to understand is and this comes from my perspective of being a regular red line rider and standing on the edge of the platform of Wallston and seeing the train come from Quincy Center or Crossing the bridge on Beale Street.

And looking to Quincy Center, engaging how much time I have to get down and up onto the platform. that these speed restrictions pretty much came out of nowhere. The MBTA was running at a certain speed their m b red line MBTA cows are running at a certain speed on a regular basis. And then the speed restrictions hit. So it prompts the question about what was different, so to speak, on month six, than three months or four months before.5740 Was there a change in the standard used to assess whether the track was safe? Was it a failure of past inspections not being done, and the work then being done. And all of a sudden, these fist speed restrictions were realized when as necessary, was there an issue of the rails deteriorating faster than the rate of inspection. So then an inspection today reveals no problem, and the next inspection is so far down the line,5775 so to speak, then the interim the rail had failed.

Or was it all of the above? And I asked5781 that question not to place blame or point fingers But what is it that we had been doing that allowed these rails to get into the shape they were that then prompted these restrictions. And while we are fixing these restrictions, and I've seen the work being5801 done at night. I've actually been out there. While I've seen that work being done and this progress being made, sometimes5807 it's too restrictions lifted, three more discovered, what is being done on a continual basis to make sure that the rail will not deteriorate any further in areas where determined not to need repair or whether repairs have been done, you touched on short term the follow-up that's done by your department. But what is being done to ensure that we don't find ourselves in the same situation six months or a year from now relative to the condition of the tracks prompting their speed restrictions.

ENG - So I don't want to speculate on what may not have happened. I do know that in my course of visits in the evenings going out to look at some of these sites. There is, obviously, areas that have I guess, gone5858 years of disinvestment that you can see with regards to the ties and the rails and things of that nature that need work. The parameters on when what speed restrictions go in place have not changed, but what we are doing is we're providing more oversight providing more attention to the need. And then we're you know, again, we're going to make sure that when we go in to do the work, we're actually lifting the speed restriction and the issues that are caused5885 by addressing those while we5887 are there. Obviously, there's amount of work that you could perform in an overnight or in a weekend differs from what you could perform if you take a long term closure.

Senator, and I also am one that have come from an area where I do not like long term closures. I've always been challenging myself and the team. How do you provide service and get the work done? The area, I think, where, as you mentioned, is we should we should weigh the amount of work that needs to be done. And if it's done in an overnight or if it's done on her weekends or if it's done on a closure, you know, is it something that could be done in a few weeks versus six months and get in5931 and get out. But I think if we go down that route, as you said, we need to make sure that we plan it properly, that we do it properly. And when we get in, We are staying out5942 for a period of time. Right?

The last thing we want to do is to come into work and then come back in a month to say we5948 missed something. That is one of the areas that we are focused on as managers to oversee the work that's being scoped. That's one of the areas that5957 I take responsibility for as we move forward in terms of making sure that we do the proper work and then also that we are transparent in what needs to be done because there is a tremendous amount of work still to be done. I am proud of the progress that The T is making, but I also know, as you mentioned, as we continue to inspect all the areas that were not identified under the geometry track car and5981 the and the prior inspections, you know, part of our walking inspections is to keep an eye on things as we move forward. And that's that goes hand in hand on why it's a dynamic situation. but we are making progress, and I think that is good.

Because as we start to get a handle on the number of speed restrictions, particularly the worst ones, the ability to go in and if you find one and tackle it quickly is much simpler. I think what you see now, as you mentioned, when the system wide speed restriction was implemented, that is such a monumental amount of work areas and work to be performed while hand in hand you're trying to protect the workforce and keep them safe. you know, so it's a balancing act. But we are making progress, good progress. Obviously, not as fast as any of us want, but the idea is to do it safely, do it right, and then continue to move the needle where people start to feel it, and realize that Some of the outages in the evening work is making a difference, and they understand that we need to get6041 the work done. We just need to do it right.

KEENAN - One of the issues I know that's there is that there are only a couple pieces of equipment capable of doing this work where they lift the track. The ties come out. The track remains lifted as they're doing all that. And I know that it requires perhaps one night doing it on the red line, and then the next night, perhaps, switching over to the orange line while some work is going on the blue line, is there the ability to get more equipment6067 and the staff if necessary to operate that equipment so that they can be better focused perhaps on completing one line and moving to the next. or making substantial progress step in step with each of the lines?

ENG - I'll pass it over to Katie after one. one of the things that when I first started was to see how I could accomplish a full line at once. Pardon? I also realized that actually they're some speed restrictions that had far greater impact to the writing public than others. So that's why, for instance, we did put a lot of priority on the blue line to get the worst ones off, so now we're running reliably six minutes or less during the peak hours, which is very important, obviously, for the sum of the tunnel closure coming up. But now we also know that we're focused on the red line because there's a tremendous amount of delay on the red line We want to do the ones that are the most impactful, and that's where we're focused right now lifting them. I think if the remember my notes correctly, we have lifted 42.

On the red line in total, nine along that North Quincy to JFKU mass,6132 and we're continuing to work there. But what the challenge is how do you balance and we bring it in contractors to do work along with our own forces, but we also need to make sure that we the ability to have the proper oversight while we're doing that work. And that means not only from the control center where all dispatches are working, but the workforce that actually is overseeing the safety of the access into and out of the system while we're actually, in some cases, running trains, whether it's adjacent to or nearby. So that's part of how It's we would we would do more locations if it's possible. At the same time, we know we need to be able to provide a level of service alternative service without completely shutting down on larger stretches of lines.

STRAUS - I'm going to interrupt here if the we'll turn it over to Katie Chow for the to complete the answer. But then if I could send it or and I'm certainly willing to in in managing this to go to a second round, but I do want to be mindful of everyone else's opportunities. So if you could answer, and then I'll recognize another colleague. Thanks.

CHO - I just wanted to comment a little bit on the equipment question as part of the FTA assessment that we are doing or the response to the FTA Safety Management Inspection. We are looking at the equipment and the budget for our maintenance away department in terms of what they actually need and they don't have to be able to more efficiently work. So we are looking at do they need additional equipment what is the balance between what we put out to contract with contractors versus work that's done in house and evaluating all of that.

STRAUS - Okay. And as I said, thank you for that. And I will recognize another colleague. I did want to interject just before I recognize the house by chair rep6239 Murray. Patrick, Lampan's name has come up, and I just wanted to make clear in case anybody's wondering, well, why isn't he here today? And part of the efforts that the secretary's office and staff have provided in with a minimum of notice making the witnesses available was that Mr. Lavin had a long time personal commitment, so couldn't be here. But I'm sure if information is needed from committee members will follow-up appropriately. But who wanted to just note that for the record, it isn't that he wasn't made available to us. He is. So with that, if you still had questions, the vice chair Murray.

REP MURRAY - Alright. Thank you, Mr. Chairman. And thanks to the panel, the information that you've been presenting this afternoon, I think, has been very helpful. You know, I think to the casual6290 observer and certainly The T consumer. The operation of the MBTA, it's like the old whack a mole game. There's a, you know, derailment yesterday, a seal and collapse today, and, you know, God knows what could be on the horizon for tomorrow. You're having said that, I certainly applaud the administration for the creation of the chief safety officer. And also, I guess, in response to the federal inspection, the creation of the quality compliance and oversight office I think the question that I would have.

And I know, Chair Straus alluded to it briefly, from a bird's eye view, I guess, from an upper view, could you help me with the interrelationship of these two offices? How are decisions made? What is prioritized? Is the focus only on the response to the federal inspection We're looking6352 forward in terms of other issues that that might be there? And obviously, we're talking about maintenance, but maintenance and safety is synonymous because the lack of maintenance leads to a safety issue. But if you could Give me a little bit of clarity on a broad scale how decisions are addressed and how the interrelationship between these two I think very important safety offices exist.

ENG - So You know, I think this kind of alludes to some of the earlier questions when I first started. Right? What is6389 your top priority? and there are many competing priorities, but that doesn't mean they're all not with a common goal. Right? The common goal is to do it safely and to do it right. and restore6401 safety and reliability for the public while we're protecting the workforce. The FTA, DPU and even chief safety officer Pat Lavin. All of them play a significant role with providing their insights, observations, and if necessary directives to us we understand that, and we welcome that actually in terms of the additional resources for us.

But at the same time, what I've told my team is that we have a responsibility to take ownership and to lead not to be reactive, and that's what we're looking to do. Both our chief safety officer, Ron Esther, at The T, as well as our operational folks, Right? We are the ones that are ultimately responsible, and it's great for others to support, observe, and weigh in but we what we want to do is now to get ahead of that and to be more on our own in terms of being able to be not reactive but proactive. And I think that's an important piece to us moving forward. We do have competing priorities, but that doesn't mean6465 we can't accomplish what we need to do. And whether we see more6470 directors in the future.

I think that6472 just goes to us always looking to be continuously improving. And we do ourselves. We find a need for something we will implement it. We may not issue a directive cap to ourselves, but it's a memo to the staff and how to proceed moving forward. And I think that goes now use the example of, you know, Pat Levin talks about 10 our speed6493 restrictions. He had certain things that we implemented6495 and followed through on, and then we took that as a step measure where we're now looking at whether our own walkers can install these gauge rods proactively versus issuing a work order and having to come back what we're looking to do is to do things safely, efficiently, incorporating all the feedback we're getting from all the different parties.

MURRAY - So is it conceivable then that the chief safety officer could have a discussion with you and say hey, I really think that you ought to prioritize item X, and your position could be, well, thank you very much for your input, but you know, we believe that we ought to prioritize item why.

ENG - Well, I think safety will always be the top priority. And if his recommendation has to do with safety. What I might and we do talk every day, Pat and I. And he talks directly with the staff, and there's been nothing that he's been asked us to do that we're not that we're not looking to implement or, you know, build into our practices. and this is normal back6563 and forth. What might be is a recommendation. How do we do that recommendation and still do what I need to do to provide service? Right? You know, I talked about some of my past roles, whether it's bridge inspection, whether it was at New York City Transit, and they had a number6576 of issues. And that's why they had this subway action plan, which tackling these same kind of issues, long now on the railroad, same kind of issues.

How do you do it safely? But when it's safety is involved, safety will always take priority. That won't that won't be something that we sacrifice. And if it means shutting something down or if it means stop6596 our coworker to make sure we're handling it properly, we'll do that. And that's I think that get the different on the taken, and we're looking to make sure that we not only address but build it into our system where everyone is thinking about safety. Sometimes when you start to do these tasks, it becomes routine. and that's where you get complacent. We don't want that. We want everyone to know that the environment we're working in is a very complex environment. And everyone has to always think safety in everything they do, and Pat's just doing that, and he's helping us improve our system.

MURRAY - Does that level of interaction occur on a formal basis, informal basis, weekly, monthly. How does how does that decision making occur?

6642 ENG6642 -6642 What6642 has happened is and just an example,6644 Pat has ingrained himself in terms of sitting in on our operational meetings, on our follow-up meetings, That is, I guess, formally and naturally. But then that also means that we have conversations as to what he's heard, what he's asked, what he's recommended, and then I have to follow-up to make sure that I implement those things along with The Team.

MURRAY - Thank you. Thank you, Mr.

SHOW NON-ESSENTIAL DIALOGUE

SEN TIMILTY - Thank you, Chair Straus Chair Crighton and, of course, to us secretary and Mr. Eng and Ms. Cho, thank you very much for being here. Mr. Eng, does the MBTA share its safety data with its contractors, subcontractors partners?

ENG - Safety data in what way? I mean, obviously, we expect them to follow all of our safety procedures. We expect them to treat their employees and their workforce in the same manner as we do, and we expect them to respect our rules If they violate in or out rules, they will be held accountable. And if necessary to remove from the system until they show us how they've demonstrated and put in place metrics that will prevent those safety issues from occurring. So we hold on the same level that we hold ourselves to.

TIMILTY - Are there regular briefings and or meetings that a department agency policy with your contractors to share such data?

ENG - There are safety meetings, there's safety officers, and every time work before work is done, there's a safety briefing before anytime anyone can access the worksite. that goes over the work to be done, that goes over any hazards that may exist, and that goes over all the practices and procedures of terms of when power may be shut off, when someone may access the area, and a reminder all of the different things that are ongoing within that worksite, as well as who needs to be notified.

TIMILTY - Okay. Thank you, Mr. Eng, does the MBTA utilize predictive safety tools currently??

TIMILTY - Do you know the ... in terms?

TIMILTY - Any predictive safety tools whatsoever?

CHO - So we are implementing a safety management system, and as part of that safety management system comes data analytics, the safety department does have a data analytics team, and they do analyze all of our safety data and then present that to the departments and to the executives on a regular basis.

TIMILTY - So it's in the works of being implemented.

CHO - Yep. We're it we do it now, but there's certainly more that can be done, and that's what that's where our improvement is Okay. That's where we're going.

TIMILTY - Thank you. About how far percentage wise would you say you're into that process?

CHO - I think we are pretty early

TIMILTY - Pretty early, okay.

CHO - Yes.

TIMILTY - What type of an impact would you estimate that will have on safety and obviously the product that we'll put forth?

CHO - Well, I certainly think that we expect it to have a pretty significant impact. I mean, that's the goal is that we are able to even provide a better system for our riders, our employees through it. So I think that we anticipate that we will be able to to improve our operations pretty significantly6841 through it.

TIMILTY - Okay. Thank you very much, Mr. Chair.

STRAUS - Thank you, senator. I'm about to represent a rep recognize representative, Fluker Oakley. But before I do, just following on that level kind of safety equipment, it first to me, maybe it would be helpful even though it involves my region of the state to discuss how something as simple as a positive train control component. clearly designed for the highest level of safety to be delivered in in this case in the commuter rail system. How just obtaining those boxes even though you may have track in place, engines in place, and station platforms in place. Can we hope not, but a caution flag out there for, in this case, South Coast rail. So Just as an example of first what positive train control is, what its importance is, and how even outside the ability of the T, something like that can change the schedule potentially for a major project.

ENG - So positive train control is both car borne equipment and wayside equipment, and the what the intention is that equipment will communicate with one another, car to car, wayside to car to ensure that train collisions will be prevented. Essentially, that's what it is. With regards to, chair, what you talked about with South Coast Rail, and this was something back when other areas and to these, we're also looking to implement positive train control. The components, in this case, transponders and the materials to build the transponders the suppliers were, I guess, stressed in terms of meeting those demands. I have since spoken with the supplier, and they've spoken with their vendors.

And they've assured us that those components will be available for our contractors to install in fact, I think the last deliveries are supposed to be in July. That that will enable our folks to now work on the training that goes hand in hand with the positive train control equipment that's being installed, and then that is when all the testing is done and FRA approves is the implementation of revenue service. So those are the things that I focus on when I first got a briefing on the project. Where are the potential challenges to that schedule? And I wanted to make sure that I spoke directly with the vendors to get their con you know, their commitment that they will deliver on time,7003 and we're going to have regular meetings with7005 regards to South Coast rail to keep ensuring that we move that project forward.

STRAUS - I have no doubt. Thank you.

SHOW NON-ESSENTIAL DIALOGUE

REP FLUKER OAKLEY - Thank you very much, Mr. Cher. Thank you, Mr. secretary, and to your team for being here today. I have two questions, and I'll ask 1, wait for a response, and I'll ask the second question. certainly, safety has been a key component that folks on the committee are raising and certainly with recent incidents. I know we had the experience at Harvard myself and my first term left the state house to pick up something at the Apple store in Boyleston was waiting for the trolley back to Park Street. I'm a red line girl. all the way. And as myself and the other passengers were waiting for the trolley, something literally fell from the sky7046 onto the track. In disbelief, we kind of looked at each other.

And I quickly set a prayer that the trolley would hurry up and come that I could get to part street and carry on with my journey. And I share that story because I'm a little concerned about the fact that it there doesn't seem to be a plan in place or at least not a clear one around how our facilities are being inspect it. It seems as though when something happens when it's caught on film, when it goes viral, when it hits the news, that's7075 when we're aware, oh, we should have looked into this or we should have done that. And I'm just curious if you or your team can just clarify for the committee, the public myself, what is the plan in place to actually in respect our facilities to ensure that things aren't falling from the sky or other tragedies that we haven't even imagined yet or experienced for that matter.

ENG - So we do have inspections that are ongoing. I mentioned earlier about inspections that are done by in house staff. and we have inspections done by consultants as well. After that Harvard incident that I observed and went out to the site to see, I've asked for a full listing of all the different inspections that we have. There's scopes that they do, and what I'm looking to do is to consolidate them. under one person, and I'm looking to fill ahead of stations, a single point of accountability that will drive those inspections moving forward in terms of frequency that they're done, findings that are recorded, notifications, but then the follow-up with regards to those findings. timely follow-up as well. And that goes to what I believe for stations is the environment that our riders see every day. That's where they take pride in the system and to make sure that we are focused on keeping it safe, clean, and welcoming. And that's where7153 the head of stations is a key component to part of what I'm looking to do moving forward. That's a new position for us at7159 The T..

OAKLEY - And then relate a question before I ask my second question. So is7164 that position already filled? I may have missed that7166 in your opening remarks. So please clarify that. and then relatedly. And what is the frequency of inspections at present? And in a dream world where we're operating at our most optimal level, we're delivering that reliable customer service and reliability for the T, how often are our facilities being inspected?

ENG - So that's a new position that I've created and I mentioned there's different inspection are ongoing under different functional areas within The T and what I want this new person to do is to take a look and assess all the different inspections, their frequencies, their scopes, and then to make sure that we are doing this in a coordinated manner versus each component being perhaps done on the different areas. So that's more information that I can come to you with. once that position is filled and we and we build out the inspection program, that that builds off of what we have but takes it7220 to the next level.

OAKLEY - Very helpful. And if I can just repeat back, it sounds like once7224 you get this person in place, you're going to test them with figuring out what should we be doing how often and integrate it so that way it's not just in isolation?

ENG - Correct.

OAKLEY - Okay. Beautiful. And then, relatively, my second question was around talent. So very often at the MBTA, it's been in the headlines about the lack of diversity. Very happy to have you here. And so often, I recognize that The T is what feels like crisis mode. There's always something happening, and that's usually when diversity gets pushed to the back burner. That's usually the time when we say, oh, we can't focus. on that. We just have to get these things done and kind of sojourn on. And I'm curious to know kind of what is the plan or how are you in your team looking at making sure that the work versus divert diverse, whether that's partner with Cam to, partner with Nesbi, kind of making sure that it's not just the same old folks who are aware of these positions applying for them and ultimately hired into them.

ENG - Well, I think that goes hand in hand with the effort that we're doing right now at our workforce. how do we make sure that not only are the new hires and7284 promotions that we're doing represent the diverse communities that7288 we serve, but how do we make sure that we're actually doing in a manner that allows everyone to realize that they have the same opportunities as others And diversity is an inclusion. It's something that7300 I'm focused on. It's very important to me. It's7302 very important to all of the folks that that I represent when I'm out there being there the face of The T for them. And every day right now, as I ride the system, I do take the opportunity to talk to the employees directly because I want their feedback I want to hear what they've been experiencing.

Over their careers at the T, not only to help move it forward, but to find out where are the things in the past that that perhaps we can do better at. And I think a lot of it has to do with communication. We talked about it publicly. but internal communications are vital. They need to know how important they are. They are frontline workers without them. You know, you don't need me because I rely on them. They are a huge part of what we do. And hearing some of their challenges and their desire to do good is actually very uplifting. It keeps me doing what I do for them, but diversity is something that very much the forefront of what we need to do to make sure our workforce and our management reflects the diversity that is in the in the communities that we serve

OAKLEY - Thank you very much, Mr. Secretary. And may I offer, should you ever do a round of the Mattapan valley or the Ashmont line headed inbound? More than happy to accompany you. and talk to the workers and show you some of the things my constituent is often to point out as well. So I'm just putting that out there in case you want to take me up on it.

ENG - I will have the staff schedule that

OAKLEY - Sounds like a plan. Thank you very much, Mr. Chair.

SHOW NON-ESSENTIAL DIALOGUE

REP BLAIS - Thank you, Mr. Chair. following up a little bit on your line of questioning rep. Thank you for being here and for speaking with the committee At a prior oversight7407 hearing last year, the then general manager noted that there were 800 positions at the MBTA that needed to be filled. You noted a 112% increase in monthly applications in your remarks, which is really,7421 truly remarkable. So congratulations on those efforts. but I'd be grateful for more specifics on the hiring needs and your efforts to fill those positions.

ENG - A lot of hiring needs across the agency from top to7436 bottom. And while we have dramatically improved our outreach applications. I know there's also a lot of work to be done to get them through the process, some of the things that I have seen and spoken to staff about is the time it takes to process them. When I was at some of the HR on the go events, some folks have come, and they talked about our process and how by the time they have received feedback, they've found all the jobs. So we are working very hard on improving How do you get through the7471 review of qualifications more timely? Yes. I know certain7475 areas want to review directly, At the same time, we could facilitate that with others to get them into the system and get that process moving while perhaps someone else will do a follow-up review. the training process is something else.

That's very important, obviously, to us, but also the groups that are providing oversight, FTA, DPU, with regards to ensuring people are properly trained before they do the work. But I also know that that's where we're an area where we need to improve on. We've been bringing back retirees to help us with the training. We've been looking to expand training capacities. So all of those areas that we're working on, what we are fighting against, and we're working on that as well, is the attrition that is offsetting the hires that we've had. You know, if it were not for attrition, we would be on pace to meet the goals that we've set out earlier in the year and the governor's goals. We're not giving up on that. I know there's a lot of work still to do, but the fact is that we has to continue to just keeps driving from every level. There are a number of positions that are looking at the higher levels to support the managers

Building off the institutional knowledge that we have here to foster, but also middle managers are very important because they are the ones that Our frontline workers are always relying on for that information flow. So7553 how do we promote within? How7555 do we hire at the entry level? and then bring in some key staff. I think one of the challenges, and it's not just hiring at the T, even when I was in private sector, the competition is fierce for the folks that we value most at our agency, and they are they are hiring even more aggressively than we are because they have more flexibility. but that doesn't mean we won't be successful. We're going to keep driving to7580 bring the numbers to where they need to be. Again, it's same with the others. you know, we're making progress. We want to do more, and we're going to keep trying to overcome those challenges that are holding us up.

BLAIS - How many open positions are there now?

ENG - Total open positions. I don't have that right in front of me, but we can get that for you.

BLAIS - Okay. And you also mentioned the high number of separations. Do you happen to have that number?

ENG - 13%is our attrition rate? Annually. Yes.

BLAIS - Is that higher than normal? It sounded from your remarks.

ENG - That is higher right now. Yes. Higher than normal.

BLAIS - By how much.

ENG - And I don't know the number.

BLAIS - Okay. And then you did mention the time from beginning to end of hiring. Do you have an average of how long it is taking to bring somebody on board?

ENG - It's overall, it's the numbers that I was given is 78 days.

BLAIS - 78. days.

ENG - Business days. Yeah. It's half of.

BLAIS - Okay.

ENG - Katie tells me it's half of where we were last year.

BLAIS - Okay. That's progress from our last hearing. So thank you. And then the $6 million that was directed to the FTA safety directive response regarding force assessment. Can you speak a little bit more about where you are with that?

CHO - Sure. So we have a firm under contract right now that is completing a workforce assessment for the MBTA. They're looking at the entire operations determining the number of staffing that need in every single department to meet not just minimum service, but also looking at where we actually want to be operating at. And so that work is underway when they are completed with the assessment of how many people we actually need and where the gaps are compared to where we are right now. They'll be putting together a five year hiring plan, and then that will be looking to implement that five year hiring plan.

BLAIS - And when does that report due?

CHO - So I believe that the final report is due by the end of the calendar year.

BLAIS - Okay. Thank you. Thank you, Mr.

SHOW NON-ESSENTIAL DIALOGUE

REP O'CONNOR - And thank you all for your testimony today. Appreciate it, and looking forward to the future, and I want to thank general manager, Eng for coming to win not too long ago. And I want to thank you for your mitigation efforts with the summer tunnel closer to the blue line, the rail, and the close of ferry. But I do have a question that you piqued my interest because I you know, as you know, the wind rail station is closed, and I remember a few of us advocating for a way where maybe it could be left open while he did some of the work, and we're told maybe it was safety reasons. and it could be done much sooner,7752 you know, if it was totally closed. But, yeah, I read in the7756 paper the other day.

I don't know if it's accurate or7758 not that It will be 2030 before this is done. So I don't know if that is accurate or not in is the idea of maybe leaving it open where some of the work is done out of the question. And not only per ridership, reasons. But also, as you may know, Wynn is doing a lot with transit oriented development where other communities are resistant. And we have apartments going up, and we have developers that have promoted the fact that there's a rail station there, and she's seeing that at 2030 there is going to, you know, turn a lot of people off. So I don't know how coordination there is between the transportation people and the housing people in the administration. And is it a possibility where it could remain open while some of the work is done?

ENG - Well, thank you for the question. one of the reasons I came out to Lynn was kind of assess the situation, understand the importance to the community, which I understand even without the visit. But I also Wanted to hear firsthand from the from the delegation there, what their visions were, right, and how The T plays a part of that. one of the things that maybe is not as in the public eye right now, because it seems like the focus has been on safety reliability, speed restrictions, but I have been diving into the capital program, our schedules, how we plan work.

And how we look to do work and even ongoing contracts. And the Lynn the Lynn effort is one that I am taking a look at. I don't have a definitive answer for you, but it is something that I understand how important that is to the development that that you envision around that station. and without the station, how that impedes the development that is there being proposed. So I look forward coming back with more information because I am diving into that as I get my hands into the capital program and existing projects that are ongoing.

O’CONNOR - Yeah. I appreciate that. I just have one more question there. And, you know, I don't know if it's just Lynn or if it's everywhere. But one of the great frustrations with people that are moving into the downtown and then have used the garage in the commuter rail and some of the elected people in the city is the condition of The T property, and I know you're all new here. And You know? And I know people have tried to keep it clean, but the if we're trying to build faith in the system and get people more confidence and using public transportation. There can't be hypodermic needles all over the place and trash all over the place, so we shouldn't have to call a hundred times, and I know you're all new. I I'm just telling you

And I know people that I've called have been responsive. but it shouldn't be something that you have to call. There should be people that do this kind of work routinely. You know? So It's not something that if nobody calls, it just stays like that, people get used to it. And, you know, it you know, out of all the things we've done in the city, you know, over the last couple of years, you know, it was a lot of blight in the city, but now most of the blighted properties are T properties.7969 I mean, I just hate to say7971 it, but I'm just telling you upfront so you know that. And I'm hoping that you know, that situation can be rectified in the future, and I appreciate you listening to that. And, you know, hope hopefully, we can get to some resolve to this.

ENG - No. Understood. It's a great question. Environment is very important to me, and that's one of the areas of focus that The head of stations will also be involved, and I don't want to scare any candidates away with throwing too much responsibility on that person. But They are going to be, you know, a point of contact. We will build a team around that person to make sure that they have the ability to direct, enforce, and make sure we bring the resources together. There's always there's always a way to get things done If we if we give people the responsibility accountability to do that in the authority.

O’CONNOR - I appreciate that. Thank you.

SHOW NON-ESSENTIAL DIALOGUE

REP SABADOSA - Thank you very much, Mr. Chairman. Thank you so much, everyone, for being here today. I I'm going to take a risk in asking this question because I had to step out second, so I hope I'm not repeating anything that my colleagues asked. But with that preface, last October 25th, we had another oversight hearing where the former secretary of transportation in the hood testified and talked about some of the issues that he had seen in studying the MBTA and one of the things that he brought up was really a culture where workers didn't feel like they could share safety concerns. where they didn't feel safe in doing that. They felt like there would be retaliation that they might lose their jobs, and they just weren't speaking up perhaps when they should have. So I was really heartened to hear you talk about a chief workforce officer. And if my LinkedIn skills8080 are any good, is that a Mr. Ahmad Barnes?

ENG - Yes., Ahmad Barnes.

SABADOSA - And he's been on the job for about a month now. Is that right?

ENG - That's correct.

SABADOSA - And can you just say a little bit about what that position is? Is there a connection between what we heard at October oversight hearing and what Mr. Barnes will be focusing on this position or what will this position do. I think I understand is new for Massachusetts. Correct?

ENG - Yes. It is. And the reason we decided to do that, first of all, Mr. Barnes comes with a great amount of wealth with regards to our employees, their needs, the labor workforce, and how do we make sure that we empower that workforce to be a critical component of our success.8120 You talked about welcoming that the employees speak up that's what we need them to do. We need them to not only tell us if they think something is not safe, but we also need them to tell us if we think that there's a better way. Right? We've been directing you to do it this way for 30 years, but guess what? There's a better way.

We need them to feel free to be able to tell us that and offer their insight. Not only does that make them feel much better about themselves, they are contributing, but it also shows that we can learn from them because they're doing this day in and day out, and that's why we were encouraged. The chief of workforce is somebody that has the authority again to implement change, implement measures, to dive into those challenges that we're seeing in terms of not only hiring, but retaining workforce. And that goes to making sure that the people that deserve promotions, get those promotions, that the workforce represents the communities that we serve.

The diversity component of it, but also that the opportunities are not just to get in and not have a career path. It's to be able to move within the organization and how do we share that information with staff, but also allow them to have that honest8198 feedback with us is important. And that's the only way you build a an organization that is built on trust and producing. It's fine to be issuing instruction and directives, but it's that back and forth that really makes people feel a bigger part of8214 the organization, and I've always found when you8216 do that, you get a much better quality, and you get much more from within than just being8222 told what to do.

SABADOSA - Thank you for that. And I guess in that vein, you'd mentioned an attrition rate of, I think, about 13%. Was that right?

ENG - Correct. I fully

SABADOSA - Is there any sort of plan in place to do exit interviews or some sort of follow-up to understand why the8236 attrition rate downside where it currently stands.

ENG - We are doing that as an interviews, but we're also in in conversations with the labor unions with regards to how we can do better to retain staff. We do know that there's a lot of challenges to that, but we also know that there's a lot of folks inherently that would love to stay on if the if the, you know, if the requirements allow them to do that and continue doing what they love, and that's where we're working through with our unions and see how we can encourage people. We are seeing even some people come back from retirement, and I think that's a good thing. So it's a combination of making it such that they don't even want to leave in the first place. Look at me after 40 years, only nine months in private, I decided to come back to public service.

SABADOSA - Well, I thank you. I appreciate the answers to both of those questions.

SHOW NON-ESSENTIAL DIALOGUE

REP KERANS - Thank you, Mr. Chairman. Thank you, ma'am Secretary GM Eng and acting chief of staff. Joe, think I've got those right. Thank you all for being here. Just as a follow-up to a couple of things that my colleagues raised, when Ray LaHood came to our oversight hearing, and he was tremendous. And, of course, he was a federal secretary of transportation and knows all manner of every kind of protocol. And his message to us was very simple and very clear. Safety, safety, safety. And he said the number one thing you could do it today. You could do it right now is to have that hotline staffed by a human being. So not a recorded line but hi this is the safety hotline. How can I help? Is that in place?

ENG - Do you know if that's in place?

CHO - So we have8357 both a recorded hotline and we8359 also have a human and staffed third party employee concerns hotline. So there's two options for any sort of concern reporting, both safety or8370 other otherwise in terms of employee concerns. So we have two options.

KERANS - I respectfully urge you to rethink that and to you know, Hugh the heed the advice of Ray LaHood. And then second, we had a hearing where we heard from a bus driver and it was very illuminating. And I'm listening to the conversation around retention,8395 getting people hired. And I remember this bus driver describing her day. It's started really early. It was a circuitous route for her to get to where she would begin her route. They were instituting a new fare system while reducing trip times for the bus drivers. It sounded immensely stressful. Have you revisited that and have you increased the pay for bus drivers? Because I was pretty shocked to learn that the starting pay for a bus driver I believe is $43,000. My I hope I'm wrong. That seems so low to me to have your day chopped in, you know, a split shift. which is very difficult, very demanding. Has that changed or could you just give a little update on that?

8454 ENG8454 -8454 I8454 don't know the time frame of that conversation. I do know that a number of those issues that you talk about are being actively discussed as we are negotiating right now with our labor partners. with regards8464 to split shifts, with regards to starting8466 salary. As you're aware, or as we as we publicly stated, we've done a number of things already.8472 that address some of the challenges for bus operators such8476 as negotiating an agreement with local 589 that allows new hires to have the option of full time employment or part time employment, something that is challenging to some. And at the same time, some may prefer part time, so they have flexibility of both is a big thing. Some of those other things, we are still continuing the discussions, and we hope to be able to bring the resolution including starting pay as well as well as all those other things that you're proud of.

KERANS - Great. Thank you, and appreciate your all that you're doing. Thanks.

SHOW NON-ESSENTIAL DIALOGUE

TIMILTY - Thank you, Chair Straus and, again, thank you very much, madam Secretary, Mr. Eng, Ms. Cho. Thank you. This is actually a district question, and my colleague and friend, representative Fluker Oakley touched on it. We're both very proud members of the Milton delegation. There is a refurbishment project underway with the Mattapan, Milton, Dorchester trolley line That phase one is the restoration of the trolley cars. That's over four years behind schedule. Phase two is the restoration and refurbishment of each and every station along the line. All badly in need of repairs, the Milton station being the most acute. The steps at the Milton Station have been out of service initially blocked off about nine years ago, approximately.I have repeatedly, both privately and in public forums that the MBTA has afforded us, urged to pivot to a phase two. Phase two, because we have a steps.

For instance, in Milton Station that simply were boarded up, now they've been demolished, and what we have is a cliff. So I just this is not a question, sir. It's just simply pointing this out to you. It's, of course, not acceptable to have a train station where steps have been out of service now for approximately nine years. Now it's been demolished. In terms of question a follow-up question would be for the winter. what do we have planned in terms of accessibility? Because what right what you have right now access from the street on Adams Street, which runs from the Quincy line all the way to into Dorchester is you can walk around a very large old building that's not well lit. And back in March, when a member of my staff was walking a pathway that you might traverse, my staff member stumbled, and that was on a dry day.

Of course, the other way to access from Adam Street is through a storage company lot that's private property, and we're relying on the generosity of the owners of that company to keep that access in play. So, I just simply would like to point this out to you. The project has been a disaster. It's way behind schedule, and accessibility is a problem at each and every station, particularly at the Milton station. So it want to throw that out to you, sir. I would appreciate if you could take a personal look at it. I know you're very hands on. I'm hearing great things about you. From your employees, you've definitely raised morale. in your brief tenure, but that's obviously very important to my district. And we have a caucus of members, a delegation, if you will. for that line, and it's all important to all of us. So, thank you. Thank you, Mr. Chair.

ENG - I will look into that, and we'll get back to you.

TIMILTY - Thank you.

ENG - Hopefully, definitely dive into it.

TIMILTY - Thank you, sir. Thank you, Mr.

SHOW NON-ESSENTIAL DIALOGUE

KEENAN - Great. Thank you, Mr. Chen. I appreciate the extra time. Just to be very quick. The senator touched on in my district, we have a community of Abington that is on the Kingston8723 line of the communal rail station. There has been a disproportionate number of accidents and deaths within a block area between North Ave and Birch Street. When those have occurred, the response from the MBTA has not been what the town had wished. But the good news is that Mr. Lavin has met with town officials. He has sent his team down there, and I just want to convey that the town appreciates that and is looking forward to the recommendations as8750 to how they can make those crossings safer. So I appreciate that there has8754 been that contact, and we're looking forward to the follow-up I thank you for that.

ENG - Yeah. If I can just add to that, I do know Pat Lavin and Ryan Coholan from my team went out to the site with you. Yes. There are a number of measures that we were talking about, not only at that location, but across the system, something that I take very big pride in and what I did along on railroad. We had 296 grade crossings at Long Island Road, concerns for a grade crossing safety. We implemented some practices, and that that dramatically took a growing increase of cars turning on the tracks, brought it down to near zero. FRI has across the country, cited that as a best practice. Not only would measures that to Great Crossing, but working with ways in Google in terms of having great crossings identified when people are using it, and ways in Google has taken that globally. So it's something that we did a long island that we're looking to do here across our communal rails, all of the great crossings. Similar practice, dramatically improving safety.

TIMILTY - Thank you.

SHOW NON-ESSENTIAL DIALOGUE

CRIGHTON - No. Just briefly, Mr. Jim. First, I want to follow-up on Rep Capano's comments to say thank you. We have a lot of questions and concerns raised here today, but in terms of the Thunder mitigation, the North Shore delegation, and all those impacted, really, appreciate your efforts to put together a mitigation plan prior. to the closure of the tunnel. So we had come to you early on in your tenure, express our concern around the duration, quickly made a decision to cut it in half to two months during you know, far less congested period of time over the summer. Thank you for that. We raised concerns about mitigation, not having any real meaningful mitigation on the North Shore lease further up where I am and quickly, you put together work, you know, task force, working groups to come up with solutions.

One being the ferry that Rep Capano referenced earlier. We're both down there today, the 1st day of service. Just amazing. People are turning out very exciting. This is prior to even the closure of the tunnel. And I raised this not to just boast about our local efforts, but, you know, in addition to the thank you for the blue line fair reduction frequency as well as commuter rail fair reduction. Well, I think it's going to make a meaningful impact. That says, this is an example of a a successful mitigation effort one that's been alluded to earlier that was not so successful was in terms of the closure of the Lynn commuter rail station. And I'm not saying this to focus on Lynn, but rather when you have predictable projects when you know that capital needs and investments in Reconstruction are going to occur

. What are we doing to plan ahead to make sure that prior to that closure of service, prior to that loss of service or residents that need it, what are the mitigation efforts and that they're ready to go as soon as that closure is done. In this instance, we appreciate the efforts to kind of reverse commute to swamp Scott to board a train there, and I know that's a costly expenditure. But there's no reason we shouldn't have had a temporary platform in place by this point. And we're looking at 24 months from the closure. I understand that that he is looking to expedite that. That said, I would hope that across, you know, the 400 miles of commuter rail, many more of light rail And subway in our system that when we know a major construction project is happening.

That riders can trust that they will have alternative means. And I guess the question is, how can we, you know,8973 better communicate that to8975 the public so they know in advance what those options are? but also that what are the systems in place when you are, again, a major delay? I'm not talking about you know, the slow zone is a frustrating, but you can't necessarily predict when they're going to happen, and mitigation has to be done on the fly. But for major project, there's no reason why we can't let the public know far in advance and that we can't have it ready on day 1. So I guess what is the system now? Are there improvements? Are you taking a look at that? generally so that we don't end up in the same situation that Lynne currently sees itself in?

ENG - I think that goes to a larger picture in terms of as I assess where our stations are, their conditions are, and the planned work, not only short term, but longer term, the9017 intent from my perspective is to make sure that we schedule those projects earlier. So we're not in a situation where facility is closed in that manner. What I need to do though is to dive into the capital program where we are, the available funding for different things. And I think working with each community as we are assessing how to best address them is to make sure that we're having that open dialogue and the communication with regards to not only what we see the needs are at the station, but how does that fit in and along with the community's plans?

Because I think that's why it was sort of why I visited, Lynn. to hear, but also to see the situation myself. And that's why, you know, diving in to see how we can accelerate work there. and make a difference. But not just at Lynn, but every other area where we have conditions that warrant capital work, is that capital work not only scope properly, but time properly so that we can forego some of the needs of long term diversions. Really, the idea is to have it where you're timing the work right. And if you do capital maintenance right, you could forego perhaps replace Right? So it all goes to preventive maintenance, corrective maintenance in a timely manner, the right amount of work, and then If you do need a capital project, make sure it's planned in advance so we can we can plan the diversions along with it.

CRIGHTON - Thank you. I appreciate your attention. That matter. And, you know, throughout your testimony, it's something we've heard here. Again and again at every oversight hearing, and we said it ourselves. safety must be the top priority. And I think the capital plan before the board today reflects that. It's certainly a safety heavy document with major investments that are needed, and I applaud those efforts certainly. I do want to point out though that at the same time, we have a tremendous opportunity across the Commonwealth and throughout the MBTA system to really transform our access, our reliability, it impacts on bigger issues when you think of climate change. When you think of our reduction of carbon emissions, when you think of the public health impacts associated with those.

Would get the administration's goal for housing production and transit oriented development opportunities that are all over. And we've expresses to the board, we'll continue to express it, but while we have you here, I'd be remiss if I didn't mention that the document does not do much in terms of our efforts to produce and transform our commuter rail system into a regional rail system to electrify our line. I'm joined here by some colleagues along the lines that are represented in phase one of electrification. We had asked for the CIP to be a documented statement of our values, so not only the money, and I know that's challenging when you have, you know, a limited pot of money. I know we're not going to fund electrification. But I think there needs to be a greater level of commitment from the T to lay out a timeline, to lay out, you know, what the procurement options are. to really show that we're serious about this and not just putting a little bit of money out to study it over and over again.

We were approved in 2019, November of 2019.I understand COVID came, and I understand that there was delays there, but we've made really very little progress in terms of realizing electrification. And for us, that that means more frequency. It means9213 more reliability. It means more access for communities like Lynne9217 along the environmental justice corridor, but9219 also the Fairmont line. as well. So I'll be bringing these issues to the board. But, again, I I would hope that we can attack and deal with the major safety issues before us, but also looking at what we need to do to meet our housing goals, to meet our emissions goals, and to improve the standard of workforce goals as well. I mean, folks can't get in. So I'd really appreciate your attention to9245 that. I I believe that plan is still under review and look forward to further conversations about how we can make meaningful progress to electrified rail.

ENG - Thank you. Yep.

SHOW NON-ESSENTIAL DIALOGUE

STRAUS - In Jest, I want to thank the general manager The only storm cloud I've ever heard about your judgment is that you wanted the job. So

ENG - I've heard that before.

STRAUS - And as I say, that's in jest. We're you know, it's a monumental task, but it does lead me to the more serious observation that in fairness, I'd have to know today, which is the extensive task and responsibility9353 in managing the MBTA that that you've assumed. And this has9359 nothing to do with you. It's because of the frankly crisis situation that had existed that you are here. and that the FTA is regularly involved in oversight of The T and so I do express concerns, and people should look back at the committees, the joint committees, report at the end of last session because oversight and safety oversight never stops with some of the recommendations that the committee authored and that document's available.

Which one of them is the capital planning, a major project issue. and it's reflected in the comments from the committee members. I had to hold Summit Bay who wanted to ask9414 about more specific projects, but I think the theme is there. There's an interest in in the capital work, which translates to both safety and service. And so the answers that we got today about capital planning process, as I say, in fairness, do cause me some concern about a specific timing as to what's coming what the budget that's needed because I noted somebody must have thought I offended them. They already went on Twitter to question some of the comments I made earlier today, someone who was once in public service.

But be that as it as it may. the safety and the capital planning are so woven together that it's certainly in9467 in my case And I've board people with this out and converse with anyone on it, I've just noted that maybe some of the major capital project work should be The T should be relieved of and the planning should be elsewhere under the supervision of the secretary. for the reason that what the public sees is the need for safe, reliable, predictable. on schedule service to get them from here to there every day, whether it's bus, commuter rail, or subway. And that alone is a monumental enough task that for any general manager I would think would be enough. As I say, this doesn't reflect on you. But I think given how much you're faced with on a daily basis on the safety issue.

We do need to think about some of the major projects coming down the line and the capital work that's coming is not just in subway, but obviously commuter rail as well that we have to think about how that's organized and so with that,9538 I would turn it back to my cochair for any closing remarks, but I do want to thank for the panel for the time you've devoted, the time you devote indicates the importance that you put in the subject, and we're all very aware of that. And I can't thank you enough for involvement today. Our work continues as those who are familiar with our oversight process know We don't just have a hearing and go away. We then review documents. And if we needed any information, we'll let you know.

SHOW NON-ESSENTIAL DIALOGUE