Shortsleeve and the MBTA: Reform, Reinvestment, Results
What they are saying about Brian Shortsleeve's Tenure at the MBTA
Commonwealth Beacon: Shortsleeve is “a relentless force for change” and “a relentless advocate for cost savings.”
Boston Herald Editorial: “Shortsleeve’s work helped turn a bloated, underperforming agency into one focused on riders, performance, and results.”
Boston Globe: “He has won praise for his clear-eyed focus on the agency’s budget woes and low-key, nonconfrontational style.”
Governor Charlie Baker: “It’s been a remarkable turnaround at the T under Brian’s leadership.”
Former FMCB Chair Joseph Aiello: “…two extraordinary years of public service.”
Massachusetts Taxpayers Foundation: “He’s brought stability to the organization.”
Boston Globe: The FMCB is “the best thing that ever happened to the transit system.”
MBTA Advisory Board Executive Director Brian Kane: “Despite its name, [the FMCB] did a great job… I think they met their mandate.”
Boston Globe Editorial Board: “Sure the transit system is still far from perfect, but the [FMCB] board brought an unparalleled level of transparency to T budgeting and contracting, reduced the T’s operating deficits, and explored innovative options for increasing revenue. On its watch, an over-budget Green Line Extension was pared back to a fiscally manageable reality. And repairs to an aging system became a priority.”
Staci Rubin, Conservation Law Foundation: ‘“You [the FMCB] have brought to reality the Green Line Extension, five battery electric buses, removal of the cash payment surcharge, increased frequency to the Fairmount Line, and more,’ said Staci Rubin, the vice president of environmental justice at the Conservation Law Foundation, adding that the FMCB ‘brought unprecedented transparency and public engagement’ to the MBTA.”
Brian Shortsleeve served as Chief Administrator, Acting General Manager and later as a board member of the MBTA’s Fiscal and Management Control Board (FMCB), helping to lead a historic turnaround of one of the country’s most challenged transit systems. Leaders across government, advocacy, and media widely praised his efforts to stabilize finances, improve transparency, and deliver results for riders.
The following material outlining the background and accomplishments of the FMCB during Brian’s tenure is directly from the MBTA website.
History of the Fiscal and Management Control Board
The winter of 2015 brought to light serious challenges at the MBTA. It also coincided with Governor Charlie Baker’s first months in office. As a result, Governor Baker convened a special panel to investigate why the MBTA was struggling and how it might improve. That panel recommended forming a board to closely monitor the T’s finances, management, and operations.
The Fiscal and Management Control Board (FMCB) was established on July 17, 2015, and has met on a near-weekly basis to help get the T back on track. Each FMCB meeting started with a section for public comments on any topic on that day’s agenda.
On June 30, 2021, the FCMB’s term expired.
Core Issues Addressed by the FMCB
- Unsustainable operating budget
- Underinvestment in infrastructure
- Difficulty completing projects
- Ineffective workplace practices
- Lack of long-term vision and strategy
- Leadership changes and staffing issues
- Lack of customer focus
Inefficient contracting - Lack of accountability to the Governor and Legislature
Progress at the MBTA
In its first 2 years overseeing the T, the FMCB reduced the forecast operating deficit by $300 million and made smart investments for the T’s future. Some highlights were:
Major projects to improve customer experience
- $100 million in winter resiliency improvements
- Replacement of Red Line #3 fleet with 120 cars on order
- Replacement of 1/3 of the bus fleet with 375 new hybrid and CNG vehicles
- Reset Green Line Extension project through $600 million in value engineering and new management team
- Fast-tracked update of the automated fare collection system
- Increased state-of-good repair annual spending by more than 50% over FY11 – FY15 average
Fiscal Responsibility and Efficient Business Practices
- Set monthly financial targets and introduced zero-based budgeting
- Renegotiated Boston Carmen’s Union contract wage rates and work-rules
- Introduced and enforced overtime/attendance policies
- Restructured and refinanced debt portfolio
- Streamlined workforce and rebuilt senior management team
- Rebid system-wide parking and advertising contracts
- Partnered with industry cash-handling operations, warehouse/logistics
- Launched first-in-nation paratransit on-demand pilot with Uber and Lyft
- Partnered with TPA for leave management programs (FMLA/ADA)
- Contracted with private carrier for full turnkey bus operations in Winthrop
- Transitioned off cash vouchers to electronic purchase orders
- Shifted MBTA onto statewide payroll and contracts platform (HR/CMS)
SOURCE: “MBTA Back On Track: An Action Plan To Transform The T,” Massachusetts Bay Transporation Authority accessed 4/13/25
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