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Los Angeles Cou unty Metropolitan Tr ransportation Autho ority

Organization nal Structure Change Sum mmary

REVISED ORGANIZ ZATION CHAR RT

Metro Org Structure Change Summary y v8c (2) October 17, 2 2013

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Organization nal Structure Change Sum mmary

DIREC CT REPORTS TO THE CHIE EF EXECUTIV VE OFFICER


The cons solidation and re-o organization redu uces the span of control c of the Chie ef Executive Office er to a more man nageable size from m 22 to 10.
Group/Departm ment Ch hange Description n Focuses the respo onsibilities of the Deputy D CEO by grouping units res sponsible for financ cial management oversight, labor relations, performance, and risk. See Direct Report ts to the Deputy CE EO section below for details. F FAQ Q Question: Why m move some units an nd not others? Answer: A In orde er to maintain execu utive level oversigh ht and Board visibility, s some units must re eport the CEO or De eputy CEO. In othe er cases, some units p perform planning or r operational functions that more logic cally fall under s separate groupings s. See Direct Reports S s to the Deputy CEO O section below for r additional questions a answers. and Q Question: What is s the benefit of con nsolidating?
s Answer: A Curren ntly these groups ha ave individual requirements for reports a data resulting i n multiple requests and s for information an nd multiple reports. C Consolidation make es it possible to lev verage similar data and information r requests from Metro ro departments as w well as standardiza ation of reporting. Q Question: Why co onsolidate TPD, HP PD, and Regional R Rail?

Deputy y CEO
Labor/Employee Relatio ons ram Management Office O Progr Corpo orate Risk Manage ement Los A Angeles Metro Prot tective Services

Chief P Policy Officer


Board d Relations, Policy, and Research Regio onal Councils Civil Rights

Consolidates depa artments responsib ble for external relations and repo orting.

Engineering & Const truction


Trans sit Project Delivery o Project Engine eering o Quality Management o Construction Highw way Project Deliver ry o Highway Progr ram A o Highway Progr ram B Regio onal Rail*

Consolidates depa artments responsib ble for construction proje ects.

Answer: A The ne ew structure promo otes collaboration between TPD, HPD ng a Regional Rail. Consolidation also and o centralizes manag gement and trackin o all construction a of and related activitie es. The goal is to e ensure coordination of a actions and sharing g of lessons learned d.

Metro Org Structure Change Summary y v8c (2) October 17, 2 2013

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Organization nal Structure Change Sum mmary

Group/Departm ment

Plannin ng & Developm ment



Long Range Planning & Coordination Trans sportation Dev & Im mpl (N/W/SW) Trans sportation Dev & Im mpl (C/E/SE) Regio onal Capital Develo opment Regio onal Programming Strate egic Initiatives Econ nomic Development t & Real Estate

Ch hange Description n Consolidates depa artments responsib ble for planning and development. . Moves Economic c Development & Real Estate from m the CEO and Regional Rail from the Deputy CEO. C

Q Question:

F FAQ Why co onsolidate planning g and development t functions?

Answer: Consollidation of planning and development functions promotes A s c collaboration betwe een groups and allo ows for better coord dination of activities s. In addition the crea ation of a centralized planning and dev velopment group e emphasizes the stra rategic importance of planning.

Operati ions

Ops A Admin & Financial Management Services Rail O Ops Trans sit Capital Projects Service Development Depu uty COO o M Maintenance o B Bus Operations o M Metro Parking Prog gram Ops & Service Delivery Trans sportation Planning g Motorist Services

No change in repo orting to the CEO.

Q Question:

Why ar re there no change es in Operations?

Answer: This ma A ajor unit is in alignm ment with functionin ng as the central g group responsible ffor bus and rail ope erations.

Conges stion Reductio on


No change in repo orting to the CEO. Moves Motorist Services from Highway Projject Delivery. ctions responsible for f reducing Consolidates func recurring and non-recurring freeway congestion.

Q Question:

Why m move Motorist Services under Congest tion Reduction?

ring Answer: To con solidate functions r A related to reducing congestion (recurr ed a non-recurring o and on the freeway). R Recurring congestion is being addresse rist b Express Lanes. Non-Recurring co by ongestion is being a addressed by Motor S Services through th he use of tow trucks s, 511 services, etc c.

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Organization nal Structure Change Sum mmary

Group/Departm ment

Finance e and Adminis stration

Finan ncial Services o T Treasury o A Accounting Administrative Services o F Financial Managem ment Services o G General Services Diver rsity & Economic Opportunity O OMB B o U Universal Fare System / TAP Ops

Ch hange Description n Consolidates Fina ancial Services and d Administrative Services, Diversity y Economic Oppor rtunity, and OMB

Q Question:

F FAQ Why gr roup Financial Serv vices with Administ trative Services?

Answer: Groupi ng Financial Servic A ces and Administra ative Services c consolidates units r responsible for inte ernal financial and a administrative ( (support) services. Finance and admiinistrative functions s are often related e especially since pe rsonnel expenses a and future cost com mmitments are major f financial planning re equirements. Q Question: Why m move OMB from the e CEO to Finance a and Administration? ?

Answer: A OMB is s a key function and unit. Moving OM MB provides for high h level oversight while ct reports to the CE EO e reducing the span of control of direc ( (allowing the CEO tto more effectively manage the organ nization). Q Question: Why no o changes within O OMB?

or Answer: A This un nit is in alignment w with acting as the group responsible fo o overseeing budget activities.

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Organization nal Structure Change Sum mmary

Group/Departm ment

Informa ation Technolo ogy



Inform mation Managemen nt Ops & Service Delivery Sys A Arch & Tech Integra ation ITS A Administration Technology Strategy Rese earch & Records Inf fo Management

Ch hange Description n Moves Information n Technology from Administrative Services to a direc ct report to the CEO O.

F FAQ
Q Question: Why m move IT?

Answer: Making Infformation Technolo A ogy a direct report t to the CEO e emphasizes the imp portance of IT as a major common su upport organization t is key in implem that menting the strateg gic direction of Metr ro and provides g greater visibility to tthe Board of Direct tors. Q Question: What is T Technology Strateg gy and why add it? Answer: Technolog A gy is a common bac ckbone of every service provided by M Metro. Understand ding the effect of fut ture innovation and d how technology can b used to support Metros current operations and future be e strategies is key to p providing efficient a and effective servic ces (internally within n Metro and externally t the public). to Q Question: Why cr reate a top-level Ve endor / Contract Ma anagement unit? Answer: The cre A eation of a Vendor / Contract Manage ement unit c consolidates procur rement and logistic cs responsibilities to o facilitate delivery of d M Measure R program ms. This provides t the opportunity for greater control and c coordination of sim ilar requirements a and efforts that supp port major c construction projectts and operational needs. A separate e unit also emphasizes his t importance of v the vendor and contract t management and d critical nature of th g group.

Vendor r / Contract Ma anagement



Material Management Procu urement Contr ract Support / Clien nt Service

Creates a new unit responsible for all vendor and eporting directly to the t CEO. contract issues re

Metro Org Structure Change Summary y v8c (2) October 17, 2 2013

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Organization nal Structure Change Sum mmary

Group/Departm ment

Commu unications

Creat tive Services Custo omer Communications (Marketing) Custo omer Programs & Services S Custo omer Relations Gove ernment Relations Public Relations Regio onal Communicatio ons

Ch hange Description n Moves Governme ent and Community y Relations under Communica ations from the CEO O.

F FAQ Q Question: Why m move Government a and Community Re elations to C Communications?


Answer: A Govern nment and Commu unity Relations are responsible for interacting and com mmunicating to government entities an nd the public. C Consolidating these e units under Comm munications encourages collaboration n a coordination off messaging and un and nified communicatio ons. Q Question: Why cr reate an emphasis on Marketing?

Answer: Marketting is a key functio A on (and related support element of pub blic a government re lations activities). Designating Marke and eting as an individua al f function consolidate es marketing activit ties and demonstra ates marketing as sa k function within Communications. key

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Organization nal Structure Change Sum mmary

DIREC CT REPORTS TO THE DEPUTY CEO


Group/Departm ment

Labor/E Employee Rela ations



Huma an Resources Org D Dev & Training Strate egic Workforce Pla anning

Ch hange Description n Moves Labor/Emp ployee Relations to o the Deputy CEO from the CEO.

Question: Q C CEO?

F FAQ Why m move Labor/Employ yee relations from th he CEO to Deputy

Answer: A Labor/E Employee Relation ns is a key function and unit. Moving L Labor/Employee Re elations under the D Deputy CEO maint tains CEO level o oversight while redu ucing the span of c control of direct reports to the CEO ( (allowing the CEO tto more effectively manage the organ nization). Question: Why m Q move Human Resou urces, Organization nal Development & T Training, and Strate egic Workforce Planning to Labor/Employee Relations? Answer: As Mettro moves forward a A and develops huma an resources and r relations are key re equirements to ensu ure the future capa abilities of the o organization. This includes effective h hiring and retention n practices, e encouraging and bu uilding internal cap pabilities, and workf force planning.

Metro Org Structure Change Summary y v8c (2) October 17, 2 2013

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Organization nal Structure Change Sum mmary

Group/Departm ment

Program m Managemen nt Office



Perfo ormance Improvement Qualiity Assurance Progr ram Control Proje ect Management Ov versight (inclu udes Program & Pro oject Mana agement Training)

Ch hange Description n Creates a new Pro ogram Managemen nt Office unit responsible for pe erformance and pro ogram management. Cre eates a new Qualit ty Assurance Department. Also o creates a separate department for Program & Pro oject Management Training.

Q Question:

F FAQ Why cr reate a Program Management Office? ? What is it for?

Answer: A The Pr rogram Manageme ent Office consolida ates responsibilities for P Project governance e and leadership (in ncludes project com mmunications, proje ect information manage ement, and alignme ent related to change initiatives and p performance improv vement/quality). Question: What a Q are Performance Im mprovement and Qu uality Assurance g going to be respons sible for? Answer: A These groups are respon nsible for tracking progress, identifying g p problems, and takin ng action to ensure e that problems are addressed in a tim mely m manner. Question: Q r required? Why is s a Program & Proje ect Management T Training group

Answer: A As Mettro develops and im mplements standardized project zed m management princiiples and technique es across the organ nization, standardiz . t training will be requ uired to ensure und derstanding and ma aintain consistency. C Currently, the lack o of common standards has been cited as an issue within M Metro. Consequen ntly a specific group p responsible for pr roject management t training will be able e to develop materia als and processes to ensure that c consistent practices s are maintained.

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Organization nal Structure Change Sum mmary

Group/Departm ment

Corpor rate Safety and d Risk Manage ement



S Safety R Risk Management M Management Audit Services B Business Continuity y E Emergency Management

Ch hang Description Consolidates all groups g involved in managing m safety and risk. Moves M Risk Manage ement from Financial Services s.

Question: Q S Services?

F FAQ Why co onsolidate these un nits? Why include M Management Audit

Answer: Each d A department in this g group manages risk k whether physica al s safety risks, insuran nce/ fiscal, or comp pliance risk. Conso olidating these grou ups c centralizes these fu unctions. Furtherm more, creating a sep parate Corporate S Safety and Risk Ma anagement function n reduces the curre ent span of control of o t Deputy CEO wh the hile maintaining oversight through a n new head of Risk M Management. Question: Why re Q ename Emergency Preparedness to E Emergency M Management? Answer: The res A sponsibilities of this s group go beyond preparing for an g an e emergency. Activitties include manage ement of the incide ent response during e emergency. Question: Why cr Q reate a Business Continuity group? W What does it do? How is it different from E Emergency Manage ement? Answer: Busine A ess Continuity focus ses on the uninterru upted flow of business p processes and ope erations. Business Continuity includes s back-office activities a well as public-fa as acing processes tha at must be maintain ned or resumed f following a major diisruption. Q Question: Why re ename Corporate S Safety to Safety? ot Answer: The res A sponsibilities of this s group include all Metro locations. No just managing safetty at the corporate office.

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Organization nal Structure Change Sum mmary

Group/Departm ment

Ch hang Description
No change.

Los An ngeles Metro Protective P Service es (LAMPS)

F FAQ Q Question: Why no ot move LA Metro Protective Services s under Corporate R Management? Risk ?
Answer: LA Mettro Protective Serviices is responsible for fare enforceme A ent a our law enforce and ement contract. Co onsequently visibilit ty to the Board of D Directors and CEO level oversight is r required. Furthermo ore, investigations m involve multipl e units and high-le may evel authority is required.

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Organization nal Structure Change Sum mmary

GENER RAL QUESTIO ONS AND RESPONSES E


Question What doe es a High Perform mance Culture loo ok and feel like vs. a High Pe erformance Trusting Culture? Respon nse A High Performance Cultu ure includes contin nuous improveme ent, defined goals s, a purpose-drive en mentality, measures s (e.g., Key Perfo ormance Indicator rs, Scorecards, ettc.), continuous im mprovement, indiv vidual and team empower rment, and proact tive communicatio ons. Incorporatin ng trust highlight ts the fundamenta al role that trust serves in individual and te eam interaction, sh hared expectation ns, consistency in n action, motivatio on, and cultural sustainab bility. In order to t meet the challe enges of Measure e R as well as the need to build a tr ruly comprehensiv ve transportation agency fo or the public, it is critical that we wo ork together to co ontinually improve e our performance e in terms of effectively maintaining cur rrent operations while w adjusting to tthe growing need ds of the public. A As part of this effo ort, s trust is cr ritical. Not just tru ust in our direction n and leadership but also trust betw ween department ts and employees and confiidence that we ar re all working toge ether to achieve th he same vision. Everyone e within Metro willl be affected in so ome way by the o rganizational cha anges being imple emented. Some will w be affecte ed directly through new reporting relationships, r whille the entire agen ncy will be affected d positively by ent improved d communications s and an ability to more effectively w work with each ot ther. In fact the p planned realignme of the org ganization is desig gned to facilitate the t establishmentt of a High Perfor rmance Trusting C Culture at Metro. Externally, E these changes c will allow w us to more quick kly respond to the e needs of the pub blic with a focus on o service excellence. e The orga anizational change e to a High Perfor rmance Trusting C Culture will enable e us to improve o our capabilities and nds services to the public. Tru ust is a fundamental requirement fo or high performan nce since everyon ne at Metro depen on each other o in some way. So how we wo ork together is as important as wha at we do. Trust m must be in place at the individual level, depart tment level, and as a an agency for u us to effectively d deliver in our comm mitments to each d the public. other and

Why hav ve you decided tha at Metro should be b a High Per rformance Trusting Culture?

Who is going to be affecte ed both internally and externally y?

Metro Org Structure Change Summary y v8c (2) October 17, 2 2013

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Organization nal Structure Change Sum mmary

Question
Who is a accountable for lea ading this change e?

Respon nse
The CEO O is responsible fo or leading the cha ange effort and ulttimately is the per rson accountable. However, everyone e at Metro is respo onsible for putting g forth their best e efforts to impleme ent the changes being implemented d, participat ting in the process s, and actively wo orking towards im mproving the organ nization. We have already started the process throug gh discussions wiithin the senior leadership team. S Since multiple administr rative changes are e required and so ome new departm ments will be creat ted, the process w will require severa al months to o complete. As part p of the change es being impleme ented, communica ation, shared unde erstanding, and employee e involvement is essential. e Conseq quently the CEOs s Office will provide ongoing updat tes as the change es being imp plemented are rollled out. e no planned layo offs as part of the re-organization, p performance impr rovement, or cultu ural changes bein ng There are er implemen nted. There may be some changes at the individua al level in some ar reas. Furthermore e, normal turnove ase, rates are expected and fro om time-to-time so ome may choose to leave the orga anization on their own. In either ca if a perso on leaves the orga anization, standar rd procedures and d policies will app ply. The proc cess will involve:

When is the start and the end of the effort? ?

Will anyo one lose their job as part of the process? ? Will there be sep paration packages?

How are we going to start this effort?

Changes C to align reporting structur res and the Organ nization Chart (inc cluding Cost Cent ter alignment for financial f reporting g purposes, e.g., Cost C Center numb bers, General Led dger accounts, etc c.). The T implementatio on of several new w departments Executive E and ma anagement meetin ngs to implement performance imp provement proces sses and cultural change c Department D level meetings with em mployees to expla ain the changes be eing implemented d Implementation of f a communication ns program and o ongoing communiications and anno ouncements t Further F development of opportunitie es for employees s to contribute to t the process and p provide their input

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Organization nal Structure Change Sum mmary

Question
What can n we expect to oc ccur as we embark these cha anges?

Respon nse
The chan nges that are bein ng made in the org ganizational struc cture are designed d to align function nal groups which should re esult in greater eff ficiencies and imp proved internal co oordination. The n new structure also o reduces the number of o direct reports to o the CEO and De eputy CEO which h places more responsibility at the g group and departme ent level which will allow for greater focus throughou ut the organization. From the large er perspective, the e creation of o a high performa ance trusting culture requires all off us to make a co ommitment to improving our communiications and work king relationships as well as our ov verall performance e standards. c and buildiing a high perform mance trusting cu lture involves re-t thinking everythin ng we do from how Cultural change we appro oach problems to how we interact with w each other. T The process start ts with an individu ual commitment by each of us, u starting at the Executive level down to each pers son within the age ency. From there, the process includes aligning the organ nization to positio on it to achieve hig gh performance a and trust. mple, we must all take the risk to ask a ourselves if w we have done all w we could or if we need to reach out to For exam other peo ople or departmen nts in order to ens sure that the end results of our effo orts optimally mee et the needs of the agency and a public. Ongoing awareness, educ cation, and implem menting day-to-da ay practices that r reinforce a focus o on performance and a trust are essential elements to the process. . While not every yone will always a agree on every aspect of the effort, it ve is hoped that people will give it serious thou ught and consider ration in order for r us to reduce inte ernal silos, improv the devellopment of our wo orkforce, and com mplete the major p projects that Metro o is implementing g. As part of o the process, we e are assembling a leadership team m dedicated to cha ange and perform mance improvem ment. This group will periodically provide p communic cations and build the program to im mprove Metros processe es, culture, and lev vel of trust.

How are we going to appr roach this cultural change? What is the process to move the e culture?

Metro Org Structure Change Summary y v8c (2) October 17, 2 2013

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Organization nal Structure Change Sum mmary

Question
How are we going to know w we have made it? i

Respon nse
As with any a improvement effort, some chan nges will be rapid and highly visible e. Other changes s will be slow and incremen ntal. In fact, true cultural c change is s a process that m must gradually bec come embedded into the day-do-day work and d thinking process ses of the organization. A true high h performing trust ting culture is a co ontinuous effort th hat does not end but rather adapts a and responds to changing n needs while main ntaining its core va alues. What does s become evident e is that trust within the organization will incre ease, working rela ationships will imp prove, and everyo one will demo onstrate a commit tment to achieving g the agencys fun ndamental purpos se, i.e., serving th he public and honoring the commitments s we have to each h other. ment is not optional but a realizatio on that the status quo is not adequa ate and that doing g things the same e Improvem old way is s not sufficient. As A we embark on n changing the cu lture at Metro, we e believe that the improvements implemen nted will become the standard. Wh hile there will be s skeptics, we hope e that people will g give it serious considera ation and time to see how the chan nges being implem mented will work. Ultimately we be elieve that ocess. demonstr rating success will encourage involvement in the pro e What is expected e at all lev vels is a cooperatiive attitude to bui ld and sustain a p positive culture within Metro. While k questions s are encouraged d, simply having a negative attitude e is not an option. Instead of sayin ng that wont work here we ask that people bring b solutions to the table to addre ess how can we best approach the issue.

What hap ppens if everyone e does not agree that t we need to be a High Perf formance Trusting g Culture?

Metro Org Structure Change Summary y v8c (2) October 17, 2 2013

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Organization nal Structure Change Sum mmary

Question
I believe we are already a High Performanc ce Trusting Culture so whats s the big deal?

Respon nse
While we e are all proud of the t work that Metro has done in the e past and continues to do, we can n do better. This is evidence ed by the feedback we have receive ed from employee es as well as from m the independent studies that hav ve been con nducted internally. Examples inclu ude:

A need to remove e silos between de epartments and e encourage teamwo ork Meet M multiple wor rkforce challenges s including interna al development Provide P an increasing number of se ervices to the pub blic of the Los Angele Function F in a cent tral role in the futu ure development o es Region Finally F the total wa ave of demands on o Metro continue es to drive us to im mprove with an emphasis on results that will serve nee eds of the next ge eneration

Moving fo orward, Metro fac ces many challeng ges including com mpleting the portfo olio of major proje ects for Measure R, R maintaining efficient opera ations in a constan ntly changing env vironment, and meeting the ever in ncreasing expectations or the public. . In order to mee et these challenge es, it is imperative e that Metro take a proactive approach h. High perf formance cannot be truly achieved d without trust. W We must trust each h other and work c cooperatively towards our o common goals. How will this cultural change affect Measur re R? The chan nges being made will enhance our ability to effective ely deliver Measure R projects. Fu urthermore, the cultural shift s being implem mented will result in performance im mprovement in ter rms of increased c cooperation and collabora ation across group ps as well as the individual i level. T This will lead to gr reater efficiencies s and improved delivery of o Measure R projjects.

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Organization nal Structure Change Sum mmary

Question
How will this cultural change affect me?

Respon nse
We believ ve that the cultura al changes being implemented willl provide a positiv ve opportunity for everyone to contribute e and participate in making Metro an a organization th hat will serve as a model in the transportation industry. Some changes involve more frequent and better c communications. Other changes w will encourage personal involvement and require a shift in thinking from a ta ask-based culture e to a performance e-focused mentality, i.e., chec cking off tasks from m a list is not suff ficient. Everyone must consider ho ow we approach t tasks and how we e can impro ove the process. The chan nges in the organiizational structure e are not meant to o denote promotio ons or demotions to individuals but t rather the e creation of logic cal groupings of re elated processes.. It would be an e error to assume th hat the changes are a based so olely on an assess sment of individua als.

Some de epartments will be e realigned under new groupings as part of the process, does this mean tha at some people will w be demoted or promoted d?

her e noted and unde erstood that the CEO C will continue tto have frequent interactions with Executives wheth It must be they repo ort directly to the CEO, C the Deputy CEO, or the Chie ef Policy Officer.

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