This is not the official budget document.

Budget Summary FY2016

Outside Section 207
Data Current as of:  8/19/2015




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MBTA 8

SECTION 207.   (a) Within 60 days after all of the members of the control board have been appointed, the control board shall submit a preliminary report to the secretary of transportation, the secretary of administration and finance, the clerks of the house of representatives and senate, the chairs of the joint committee on transportation and the chairs of the house and senate committees on ways and means. The report shall include a preliminary analysis of and management plans to address the authority's structural operating deficit and its capital and maintenance needs over the 5 years following the effective date of this act.

(b) Annually, not later than December 15, the control board shall report on the authority's own source revenue, operating budget, capital plan and progress toward meeting performance metrics and targets to the secretary, the secretary of administration and finance, the clerks of the house of representatives and senate, the house and senate chairs of the joint committee on transportation and the chairs of the house and senate committees on ways and means. The report shall include an update on the authority's progress in: (i) maintaining a priority list of immediate capital needs for the next 5 years and procurement and implementation plans; (ii) imposing a barrier between the commingling of operating and capital budgets; (iii) increasing own-source revenue as required by section 61 of chapter 46 of the acts of 2013; (iv) conducting thorough reviews and analyses of all proposals for system expansion, taking into account operating and capital costs, benefits to current and new riders and economic development impacts; (v) centralizing authority procurement and contracting, implementing best procurement and contracting practices and sharing or consolidating authority procurement and contracting with that of the department consistent with this act; (vi) planning and preparedness processes and adopting an incident command system; (vii) reorganizing internal structure along modal business lines; (viii) maintaining 1-year and 5-year operating plans and budgets; (ix) maintaining a 20-year capital plan for the restoration of physical assets; (x) improving customer relations and instituting a customer-oriented performance management program; (xi) identifying and implementing best practices supporting workforce productivity and engagement; (xii) reducing employee absenteeism; (xiii) reducing barriers to public-private partnerships; and (xiv) utilizing the lease and sale of real estate assets to support the long-term health of the system and implementing value capture strategies.