How to fill a sudden, a huge budget deficit with the least harm to the public and the long-term well-being of the agency? This is a difficult question was the dilemma in 2010, Jay Walder, incoming general director of the Metropolitan Transportation Authority in New York. This action, forcing the body provides the basic organizational, financial and political ties to the MTA at this point in history and background of Walder and its goals on power. Then he dives into the consideration of options Walder and his executive team are considered. Case organizes these parameters into five categories: revenue growth, organizational efficiency, reduce administrative, service cuts and labor reductions. It introduces some general considerations (some undefined against cuts, one-time against the repetitive contractions), it gives the pros and cons of different ideas on the table as Walder, his team and a number of external stakeholders perceive them. Actions cause the structure of the event to cut the story from Walder made no decision, allowing students to offer their analysis and recommendations, as if they were part of the executive team's Walder. Among the most contentious issues: If the MTA go to the Legislature for help? Tariff increase? Reducing subsidies for children in public school? Use the share of federal stimulus funds to work, and capital costs? Cut subway and bus? Reduce services to the disabled? Reduce cleaning and maintenance? Try to negotiate union concessions in exchange for dismissal? HKS Case Number 1962.0 "Hide
by Pamela Varley, Jose Gomez-Ibanez 22 pages. Publication Date: June 29, 2012. Prod. #: HKS702-PDF-ENG
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