Operations Re-Organization

Overview of New Modal Organization of Operations Directorate

DRAFT

November 13, 2015

CONFIDENTIAL AND PROPRIETARY
Goals

Goals of Operations Reorganization

▪ Enhance the Customer Experience

▪ Create a Modal Oversight Structure
▪ Streamline Accountability and Responsibility
▪ Better Enable Succession Planning
▪ Rebuild Current and Future Skill Sets throughout Operations
▪ Centralized Oversight of Capital Spending
▪ Greater Consistency in Policy and Financial Controls

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 Prior Organizational Structure

Dpty GM
Op & Capital Programs/
Executive COO

Chief Transportation Officer Chief Mechanical Officer Director of MOW Director of Power Chief of Staff - E&M Director Construction Director Operations
Systems Mtce Logistics Customer & Employee
Initiatives

Chief Administrative Officer Chief Railroad Officer Director of Signal Mtce Director of Transit AGM Operations
Facilities Mtce Strategy & Support

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New Organizational Structure for Operations

Chief Operating Officer

Deputy Chief Operating Officer - Deputy Chief Operating Officer - Deputy Chief Operating Officer - Deputy Chief Operating Officer -
Service Performance Engineering & Maintenance Administration Service Planning & Strategy

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Service Performance Organizational Structure

Chief Operating Officer MassDOT Office of

Performance Management &
Innovation (OPMI)

DCOO - Service Performance

Assistant General Manager Assistant General Manager

Rail Operations Bus Operations

Transportation Mechanical Transportation Mechanical

Chief Officer - Rail Chief Officer - Rail Chief Officer - Bus Chief Officer - Bus

Division Chief - Division Chief - Division Chief - Division Chief - Division Chief - Division Chief Bus - Division Chief Bus - Division Chief Bus -
OCC & Training Orange Line Red Line Green Line Blue Line Northside Southside Silver Line

Service Performance Key Points

•Modal Structure for Bus and Rail

•Service Performance streamlines accountability

•Close coordination with MassDOT OPMI

•Continuous review of daily, weekly and monthly KPIs

•Division Chiefs directly responsible for enhanced customer experience

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Engineering & Maintenance Organizational Structure

Chief Operating Officer

DCOO - Engineering & Maintenance

Senior Director Senior Director of Senior Director of E&M Senior Director

E&M Systems Assets, Planning & Training Physical Infrastructure Vehicle Engineering

Director Signals & Director of Power Director Capital & Maintenance Director of Maintenance Director of Transit Director of Vehicle
Communications Systems Maintenance Planning & Scheduling of Way Facilities Maintenance Engineering

Director of Asset
Deputy Director Deputy Director of Management Deputy Director of Deputy Director of Deputy Director of
Signals & Communicat… Power Maintenance of Way Building Maintenance AFC Maintenance
Deputy Director of
E & M Training

Engineering & Maintenance Key Points

•Consolidate oversight of State of Good Repair (SGR) Initiative

•Centralize all capital program oversight for Operations

•All asset management functions merged under one department

•Coordinated and consistent use of interdepartmental

deployment of fixed asset maintenance activities

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Administration Organizational Structure

Chief Operating Officer

DCOO - Administration

Director of Finance & Director of Administration Director of Quality Assurance

Administration for Operations

Deputy Director Finance & Deputy Director of Deputy Director of Deputy Director of QA/QC
Administration for Operations Administration Administration for Workforce Planning for Operations

Administration Key Points

•Ensure consistent application and enforcement of all policies
and financial management

•Pivotal liaisons with corporate offices to ensure Operations and

corporate needs are met

•Allows for greater focus on Service Performance

•Removes QA/QC from shop functions

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Service Planning & Strategy Organizational Structure

Chief Operating Officer

DCOO - Service Planning & Strategy

Senior Director of Service Planning

Director of Scheduling Director of Service Planning Deputy Director of

Operations Technology

Service Planning & Strategy Key Points

•Creative review of service plan based on new Service
Delivery Policy

•Optimization of transportation schedules and on-time

performance

•Continuous service enhancements through regular

monitoring of KPIs

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Impacts

Anticipated Impacts of Operations Reorganization

▪ Enhanced customer experience

▪ Improved Succession Planning: Consolidation of disciplines offers
greater exposure to employees and prepares them to be more well
rounded and to take on roles of greater responsibility
- This is critical because 47% of senior managers in this re-
organization can retire in next 3 years and 35% can retire in the
next year
▪ Improved oversight of capital spending
▪ Greater consistency in the implementation of all policies and financial
controls
▪ Authority better prepared to adapt to future challenges and
innovations

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