MBTA chief Eng tells Radio Boston the transit system's culture is improving

It's been a little over a month since MBTA General Manager and CEO Phil Eng launched an elaborate repair blitz for Boston's crumbling subway system. On Radio Boston, Eng offered a glimpse inside what he said is an improving culture at the T, as well as a look ahead to what riders should expect from the agency.

Here are highlights from the interview.

On things Eng is satisfied about this year:

"I get the most satisfaction out of seeing a cultural shift within the organization. [We are seeing] that the approach we're taking is being embraced by the workforce.  We've done a tremendous job of rebuilding the workforce and we have work there to still do.

"Also, we get a lot of satisfaction from the public feedback when they actually feel the benefits of what we're doing — and that's the important component too, right? Because we're here to serve the public, to give them that safe, reliable, and robust trip that they're looking for. And that's every step of the thing that we've been focused on — safety, reliability and communication."

On examples of progress within the MBTA workforce:

"Some of the recent work that we've been doing on the track improvement plan — going out and observing some of the new hires, our track laborers, watching how they're tackling, replacing rail and embracing the approach that we are the [level of] service that people expect.

"Just seeing  the enthusiasm of them and the ability for the folks in the field to make field decisions knowing that they have the support of management, that we are entrusting them with their skills.

"When you change the culture and people know that they are going to have the tools, the direction, the equipment, everything that they need to be successful and management is supporting them, you could see a shift in how people approach their jobs — the morale increases, production increases, and that's where I think we are seeing such a big uptick in the number of people that want to work at the T now.

"There is a certain vibe you get when you're out there visiting the crews and watching them do their jobs, and then there's a real satisfaction that you could see when they're done and they've accomplished what we set out to do. It is a challenging amount of work that we're trying to accomplish, but the fact we are doing it and we're being successful and doing what we've promised is a real telltale sign that we have made major changes in how we're approaching [work.]"

On the need for transparency when it comes to worker safety:

"We are really working with our workforce to allow them to be more transparent, more upfront. The reason for that is to hear challenges [related to their work.]  That means being able to get out and about and see what tools they need.

"Obviously, it's a very challenging environment because you have train movement, electrical power, tight time time constraints in terms of whether it's overnight work to restore service for the morning or even in a diversion, ensuring that you tackle all of the work that needs to be done.

"Through open dialogue, we want our employees to report incidents. Some of the things that we've heard is that in the past, they would report things, and they felt like management wasn't listening, which is why [transparency] is very important for me. I've had a lot of town hall visits with workforce, going to the different yards, going to different facilities, and even just riding the trains, talking to the operators."

On more ways to ensure worker safety:

"This is where we're really focused on reorganization — [we turn to] folks that are boots on the ground, folks that have been involved in this type of track work before, personally and physically. It enables us to see where we can give our team not only better guidance and training, but all the right equipment so they could be more efficient and they could do it safely. It is a challenging environment, but all of these things help us ensure that we deliver a better work environment for the employees."

On how Eng reacts to work-related accidents at the MBTA:

"The first reaction is: "Is anyone injured? Are our employees okay?" and getting that information. You always have to wait to get full information because early on you just get alerted to something occurring."

If no one is hurt, the next step is asking, "Is there something that we can do better? That's where we work with FTA, DPU, or internally, our own safety and operation folks. We're reviewing a lot of our policies procedures that have been in place to give our employees, clear direction. We are working to see if we need to improve our training ... MBTA chief safety officer Tim Lesniak has been very instrumental in reorganizing our safety group, and [all our partners] are committed just as much as I worry about the workforce."

On whether Eng thinks the T is safe for workers:

"Yes ... we would not allow them to do work if they were not safe. Now, can we look at our procedures and continue to improve? There's always continuous improvement. I'm not going to rest on the fact that we don't have an incident and everything is always rosy — we can always do better.

"I have to give a lot of credit to Gov. Healey And her administration. Even before I took this role, they were focused on our workforce, and they knew that we needed to rebuild that workforce. And that impetus, that support, led us to where we now have not only record hiring for this year, but we're rebuilding at the bottom up."

On how T commuters feel about the service:

"All of the folks [I've encountered] in the Commonwealth in my daily travels are rooting for the T. They know how [better transportation] will improve their trips, their quality of life. In general, most people want to be proud of the mass transportation system that we have. It makes a difference to communities. It makes a difference to the economy and the businesses and also where people choose to live, work, and play.

"We reopened the D branch of the Green Line as promised this morning and we lifted 22 speed restrictions. I'm already starting to see posts out there that people are feeling [the difference.] Our operators are also saying how enjoyable trips have been, because, with all the speed restrictions, having to start and slow down [repeatedly] is not just difficult for the operator but the riders have a very uncomfortable trip.

"I appreciate [the riders'] patience. I know diversions are not what people want, but at the same time, we would not have been able to accomplish [the reopening] in the time frame we did. I'm I'm really pleased that we're able to give [back to the riders] for the holidays."

On fixing the T in 2024:

"What we've seen over these last few months is the ability to fulfill our commitments, and I'm optimistic and confident about 2024.

"Every upcoming diversion, as we get into them, if there's anything that requires another day or two or needs shift in the schedule, we will be transparent with that. But at the end of the day, what we want riders to know is that we're tackling not only the speed restrictions, but we're taking care of some additional state of good repair.

"[The work in 2024 will not cover] fully everything just because of the timeline, but riders will know that they will have a a reliable trip. They will be able to depend on the travel times and speed restrictions will be lifted. We're very optimistic. We have a really great team, I'm proud of the folks."

On the early re-opening of the commuter service in Lynn:

"[It's a demonstration] to our own workforce and to the public that the T can deliver. The challenge to the team was [to realize] there has to be a better way, and there have been better ways. We've done it ourselves before at other places ... Let's take a look at those best practices, let's incorporate them here.

"As we talk about the needs moving forward, I'm really serious about this — we demonstrate that we can deliver on our commitments, that we can deliver projects on time, on budget, even under budget. That is the best way to [advocate for funding for the T.]  That is the best way [to demonstrate that] we will deliver and use taxpayer dollars as best as possible giving them what they deserve.

"That's really the focus, right? How, in a constrained environment, we deliver the service [and maintain it], but also find a way to build for the future. So bringing that station in nine months early, giving commuter rail service back to the the riding public in Lynn, is really a demonstration to ourselves, but to the public, that we can and we are changing.

"I'm hoping [this kind of work] to be the norm. As we dive into projects, as we encounter issues, let's just look to solve them. And then sometimes solving them could be done in a different way.

"There's a lot more to be done, I know that. But all of these things are the stepping stones for internally showing that we can do things, and then allowing people to think differently and to think boldly and and letting the public know that they can rely on the T."

On the big price tag for MBTA repairs:

"The $24.5 billion number is a really good snapshot of our assets today and the dollars that we need to bring them back to a state of good repair. That is a planning tool for us as we evaluate the next capital investment plan. It's a planning tool for us as we have conversations with those that are going to help fund the T.

It's a way to put into perspective in reality the amount of dollars that are needed. But I've said this before, and I mean it — even if they were to find $24.5 billion, you couldn't physically spend all of that so quickly. There's a lot of competing needs, I'm not the only agency with needs, and I fully understand that. What I'm saying is, though, It's important for me to be realistic in terms of what can be afforded.

"It's going to be my responsibility and the team's responsibility to plan corrective and preventive maintenance, but also look at the future.

'We have a good picture of our needs and that doesn't mean that we are [asking anyone] to just give us dollars, and we're gonna put [the T] back the way it was. What we want to do is to look for the future and put it back better than it was, right?

"A lot of the things that are going on for today gives us the time to now better plan longer range and deliver on larger scale capital projects. We're gonna be able to do cyclical maintenance and maintain the system. I will make sure that whatever dollars we're given, we invest in that. What I need to do then is to strategize how to deliver modernization and expansion projects and not sacrifice safety and and state of good repair.

"I'm just trying to be real.  Even in robust times [agencies] never have enough to do everything we want to do. That doesn't mean we can't do things and we can't build for the future."

On improving MBTA bus service:

"I'm always looking to do better regardless of where we are, and I know we can do better than where we are today. We're bringing in training new bus operators. We hope to be able to get back to the pre-pandemic levels of bus service next year.

"Obviously, what we are looking at is taking the fleet and making it more friendly to the environment in terms of decarbonization of our fleet. We are also looking at redesigning the bus network And planning for the future.

"The idea is how to ensure that not only are we providing the robust levels of service, but we're providing direct routes, shorter trips and a cleaner way of delivering mass transportation. And that's not only buses, but as we look towards the future of commuter rail, all of these things are key components to protecting the environment for future generations."

On how Eng feels about his job as MBTA general manager:

"I do love the job. Despite the challenges, it's very rewarding. When you start to see people feeling good about how we're delivering and you start to see people feeling good about the results, there's something that you get from that  —and I know when things don't go well, rightly so, we hear about it. But when you do [see positive changes,] you just get that internal feeling that's nice.  You don't need to hear from everybody, you could just see [the changes] happening.