LIRR official secured job for son with railroad contractor, according to findings from the MTA Inspector General.
An alarming report by the MTA Inspector General has revealed that a former official with the Long Island Rail Road (LIRR) leveraged his position to secure employment for his son with contractors associated with the railroad. The investigation, which unfolded over several months, highlighted a significant breach of ethical standards.
The official, whose identity has not been disclosed, served as an assistant chief program officer at LIRR. Throughout the inquiry, it was determined that he approached six different companies engaged in business with the LIRR to assist his son in obtaining a position. After successful placement at one of these firms, the official did not recuse himself from matters relating to that contractor, thereby continuing to oversee operations that directly involved his son’s employment.
MTA Inspector General Daniel Cort emphasized the gravity of the situation, stating that public officials must act in the community’s best interest rather than seeking personal benefits, such as job placements for their children. The conduct exhibited by this LIRR official not only violated MTA’s ethical codes but also further undermines the public’s trust in government institutions.
The investigation by the Office of the Inspector General (OIG) initially aimed to assess whether the official compromised procurement processes for a component of the LIRR’s positive train control system. Although findings indicated that no evidence was uncovered to substantiate accusations of mishandling procurement, the inquiry did reveal that the official failed to disclose his son’s employment with one of the bidding companies.
The OIG’s detailed report noted that the former assistant chief program officer had actively solicited job opportunities for his son from various vendors, including contacts who were former LIRR employees now in private industry. Ultimately, the official’s son was hired by one of the unidentified contractors for a project unrelated to MTA operations.
In the aftermath of the investigation, when the MTA’s Office of Inspector General informed the contracting company of the situation, both the official’s son and the official’s contact at that firm were reportedly terminated from their positions.
MTA spokesman Mike Corte responded to the findings, stating that while the procurement process itself remained intact, the actions of the former employee were inconsistent with MTA’s ethical code. The agency expects both its personnel and vendors to adhere to these rigorous ethical standards and to report any misconduct that may arise.
Such incidents highlight the importance of transparency and accountability within public institutions, calling for robust mechanisms to prevent conflicts of interest and safeguard against abuses of power.
