Full Testimony:
Good morning, I’m Bradley Brashears Planning Manager at the Permanent Citizens Advisory Committee to the MTA (PCAC). On Monday, I testified about the MTA’s Transformation Plan as it relates to staff retention and productivity. Today, I would like to address the need for performance metrics.
The MTA relies heavily on a knowledgeable, skilled and supported staff at all levels. We strongly encourage an analysis of the full impact the hiring freeze is having on retaining its professional workforce, and what the proposed headcount reduction will mean to service. Critical and transparent performance metrics must be developed to make it easier to understand the unintended consequences of the vacancies that have been occurring as long-time employees head for the door. The burden those vacancies have on staff – and the work that isn’t being done – also have serious consequences for riders.
The MTA’s commitment to retaining and developing talent and establishing succession plans is crucial to maintaining a productive and functioning transportation agency. Also crucial are metrics that measure processes and performance. For example, the MTA’s Enterprise Asset Management team developed performance metrics in response to federal requirements, but their internal purposes are far reaching – internal planning and external funding needs are fact-based and metric driven.
Performance metrics are not just necessary for service and process performance, they will be needed to measure the value of AlixPartner’s recommended changes. Given the large-scale changes that are being proposed, it is critical that the users of the system have the opportunity to provide meaningful input into the reorganization plan. They must be included in the decision-making process. The best way to do that is through a 45-day public involvement process that includes public forums, with significant review and consideration in the final plan.