Transit expert conducts assessment of D.C. Metro

February 14, 2001 An international expert on transit systems provided the Washington Metropolitan Area Transit Authority's Board of Directors with a verbal assessment of the transit agency so that the Board could use that analysis during the transition to an interim and then permanent general manager. 



The Board hired David
Gunn, a former Metro General Manager and transit expert, to provide an analysis
on the current status of Metro, to identify issues of concern and to recommend
corrective actions to alleviate the identified concerns. 



Gunn examined the
Metro system through interviews with a variety of people throughout Metro, by
reviewing documentation, and his personal observations. His assessment
identified four major challenges for Metro: 


• Resolve safety
issues;

• Recruit a new permanent
general manager;

• Deal with
deteriorating financial trends; and

• Control escalating
MetroAccess subsidies.

"Mr. Gunn’s
recommendations will help the Board move forward in working with Interim
General Manager Richard Sarles and it will help us select the next permanent
general manager to head the transit agency," said Metro Board Chairman Peter
Benjamin. Sarles will arrive on March 29 as the interim general manager. 
"



Safety is affected by
virtually every aspect of Metro’s governance, finance, organization, management
and operations, the report noted. Metro needs to regain its strong safety
culture throughout the entire organization. Some steps needed are:

• Create a workplace
where safety is openly discussed, problems are reported, solved and all
employees, supervisors and managers know they can ask for help without fear.

• Provide all
employees with the training and knowledge required to be safe and ensure the
system is safe.

•Ensure safety is
the responsibility of line departments such as signal, track and operations.

•End "shoot the
messenger" at all levels of the organization. • Communicate candidly about
safety with the public

Financial Issues

On an organizational
level, the reports said Metro should:

•
Increase direct reports to the general manager for better control and
strengthen senior management.

•
Merge engineering and maintenance functions around systems (examples: signals,
power, track.)

Departmental goals
and objectives should include:

•
Create an organization with clear responsibility centers.

•Develop
with key managers realistic, quantifiable goals tied to capital and operating
budgets and hold managers accountable.

•
Link personnel allocations more closely to the budget, goals and objectives.

•
Monitor monthly reports to assure goals are being met (examples: miles of
track, ties, fasteners, joints and turnouts replaced).

The
report said the agency should recruit a permanent general manager with a strong
operating and technical background. The quality of the next general manager
will significantly affect the ability to hire competent senior managers. In
addition, Metro should:

•
Recruit experienced senior managers with engineering experience to fill many
currently open positions.

•
Hire and train qualified staff to address the maintenance backlog.

•
Overcome the negative impact of reductions in force and early retirements.

•
Stop using hiring freezes to control the budget.

In its budget, Metro
should introduce new reporting regimen so that quantifiable goals are tied to
the capital and operating budgets; prioritize capital and operating budgets by
asset class (ex: bus procurement, rail replacement, ties, grouting, etc.); and hold
managers accountable to manage the personnel, results and dollars.

The
report noted that Metrobus operations are working relatively well. Metrorail
operations need attention to reverse current trends. The agency should: 
a. Accelerate
track and car maintenance, cleaning and replacement. 
b. Clean tunnels and
stations, necessary for equipment reliability and safety. 
c. Generally
increase maintenance programs.

The Board and the
general manager should agree on the transit authority’s agenda, goals and
objectives. To provide continuity, the Board chairman should serve a multi-year
term. The Board and general manager should adopt and implement bus and rail
service standards. The Board and general manager should streamline procurement
policies to facilitate acquisitions. And the Board should level with the public
regarding the seriousness of the problems facing Metrorail