Agility & Accountability

Transforming our transit system under the accelerated timelines suggested in this Plan will require both agility and accountability. We must scrap antiquated processes that drive up costs and slow us down in favor of smarter ways of working. At the same time, we must hold ourselves
accountable at every step for doing what we promise on time and within budget.

Section Highlights

Public transparency

  • Biannual public reporting on progress on this Plan starting in January 2019.
  • "Meet the Manager" sessions with customers starting in 2018.

Stronger project management

  • Single point of contact responsible for project scope, schedule and budget

Efficient procurement

  • Over 90% of solicitations accepted electronically by end of 2018.

New project planning and design procedures

  • New internal  processes and procedures early in 2019.

Overhaul processes for faster, more efficient project delivery

Why? Because if we do things the way we’ve always done them, achieving the goals set out in this Plan will take much longer — and New York can’t wait. 

  • Ensure a single point of contact accountable for project scope, schedule, and budget on each large capital project, including ensuring clear lines of decision-making authority across internal departments and contractors.
  • Simplify and speed up the procurement process, including streamlining internal approvals and accepting most solicitations electronically. This also involves expanding business opportunities for firms owned by minorities, women, and service-disabled veterans.

  • Increase the use of alternate project delivery models and international best practices such as design-build and effective value engineering.

  • Modernize our supply chain by installing a new warehouse software management system, implementing comprehensive bar-coding for parts and materials, and using automated picking systems.




Measure, track, and report publicly on performance

Why? Because all stakeholders should hold us accountable for doing what we say we’ll do. 

  • Continue to improve NYCT dashboards for bus, subway, and paratransit performance. Introduce an elevator and escalator dashboard. Develop clear, realistic but ambitious targets that are relevant to our customers. 
  • Establish key performance indicators for internal functions because our speed and ability to meet commitments is a key part of our ability to deliver to our customers.

  • Provide New Yorkers with twice yearly reports on progress against the initiatives in the Fast Forward Plan so our customers, partners, funders, and other stakeholders can see exactly how we’re progressing.

Increase our capacity for innovation

Why? Because moving faster, smarter and more efficiently requires new approaches to solving problems.

  • Identify internal resources to support an innovation unit that identifies key needs, actively engages customers, employees, private industry and academia, and incubates new solutions to improve the customer experience and increase operational efficiency. This includes working with the Transit Innovation Partnership.
  • Improve our ability to adopt and integrate new technology in our operations, including determining technical requirements and ensuring proper training.

  • Explore increased use of public-private partnerships to help address our challenges.

  • Pursue and expand on recommendations from the Genius Competition to test and utilize innovative approaches to improving our subway system.


Advance environmental sustainability

Why? Because transit is critical to the environmental health of New York. By providing an alternative to cars, avoiding 11 million metric tons of carbon emissions, and enabling dense energy-efficient development, NYCT helps give New York City the lowest carbon footprint of any U.S. city.  

  • Continue to invest in our Environmental Management System which ensures environmental compliance and measures continuous environmental improvement.
  • Uphold environmental sustainability in new construction, which includes building to LEED-certified specifications at new maintenance shops and bus depots.

  • Build on our extensive asset recovery and recycling programs, which divert 70% of waste (over 50,000 tons annually) from landfills.