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PUBLIC PRESENTATIONS

There were no Public Presentations.

Ms. Evleth noted that she will forward the comments received from the Committee Members to the Board of Directors Ad-Hoc Selection Committee for review.

Member Hashimoto stressed the importance that the General Manager should come from a situation with similar characteristics in terms of transit and size, and size of agency.  He referenced the cities of San Diego, Denver, and other cities with Metropolitan areas with similar transit responsibilities.

Member Probst noted that a nationwide search should be implemented for the General Manager position.   She suggested that the Selection Committee might look at the Mineta Institute for information concerning individuals they might recommend for the General Manager position.

Member Fletcher provided a memo to VTA Board of Directors recommending recruitment critera for the VTA General Manager.                                             

• 1)The candidate should be supportive of incorporating bicycle and pedestrian consideration into all road construction projects.1
• 2)The VTA Bicycle/Pedestrian Advisory Committee should have the opportunity to review road project plans before such plans are finalized.
• 3)The VTA Bicycle and Pedestrian Technical Guidelines should be adhered to.

4)    The candidate should have the insight to recognize that ever expanding highway    expansion negatively affects transit and bicycle ridership.

Chairperson Blaylock read into the record the following letter dated February 16, 2005, addressed to Chairperson Joe Pirzynski:

Dear Board Member Pirzynski,

Thank you for requesting that the members of the VTA’s Citizen’s Advisory Committee meet and present important information regarding the traits of and the selection of your new General Manager. In my opinion, this direct invitation marks a deviation from the past practices of the Board and recognizes the viable ideas and suggestions from your sub-committees, which is excellent.

This small point should not be overlooked, as it also signals a more open dialog that the Board has probably been prepared to engage in conversation and advice such as this and prepares the relationship for a more open and trusting relationship. 

Overall, my strongest comment would be that during the tenure of Mr. Pete Cippola, he has transformed an entity that seemed to be based more upon mutual respect, consideration and an openness to learn and work with the community into a more closed environment, one in which breeds unnecessary contempt to many ideas, solutions and practices of other entities and people.   I have personally witnessed the company culture change from an entity that was more open and willing to work with many different entities, to the one of today.   

From an external position, looking in, there seem to be many competent and qualified staff members who deeply care about the organization.  These staff members go to work each day, trying to provide an excellent service in an arena that does not appear to be very suitable or designed for pure growth.  The new General Manager should be able to lead in a more positive manner, be able to take constructive criticism in stride, and be able to work with the organization and the many stakeholders, especially the customers that ride the bus and rail system.

My hope is that the VTA board continues the desire of being more open and understanding to the deep problems and works hard at seeking a qualified individual and her or his top staff members and to impart the importance of truly working as a public service team.  

With a few changes to the Job Description as shown below, and other possible changes that will be brought forward to you today, should be able to act as the cornerstone, for one to follow and fully abide in order to regain the public trust and move the VTA forward.                    

Thank you for allowing me to express my opinions regarding this important topic.   I welcome any and all feedback from anyone regarding this letter. 

Sincerely, 

Stephen C. Blaylock

President/Owner

The following is the attachement to the Stephen Blaylock letter dated February 16, 2005.

Potential Comments and Changes for the GM - Job Description

Definition Section: 

Should the last sentence under this section of the Job Description be changed to more reflect that the General Manager “develops recommendations for (potential) action…?

I think that this will show that it needs to be a two-way street when working on new recommendations with the Board. 

Typical Tasks:

Fifth Bullet Point: As it is now, the general public and the media are grouped together.  The importance of the general public cannot be understated.  Therefore, the media can stand alone; with a comma after media we can introduce the general public and close the sentence.

Sixth Bullet Point:   The “positive perception” comment in this sentence seems to be forced. I believe that if the right things are done at the right time, we wouldn’t need to ensure the “positive” perception. 

Employment Standards: 

Under this section, we may want to add something like:  “Demonstrated ability to effectively communicate with all parties in a positive, constructive and professional manner”.

Knowledge of: 

Fourth Bullet Point:   Should the word “private” be added to the mix of public transportation?  For example, there are many good practices that the private sector employs in operating busing systems.  Perhaps the new GM can have direct knowledge of this as well and especially of those examples that employ a more public/private partnership arrangement.

Also in this section, it would be great if there was a new bullet point added that dealt with direct knowledge and ability of an increased Marketing and Advocacy stand.

Ability to: 

The last bullet point (page 3) should include mention of the general public.  This is missing and is evident.

Member Probst read into the record the following criteria for selection of General Manager:

Add to Typical Tasks list:

1. Encourages development of regional transportation network to move people and goods to and from Santa Clara County.

(Possibly after second bullet about residents of Santa Clara County.)

1. Ensures continuing public informative reports on transportation accomplishments.

(Possibly after sixth bullet about safety, reliability and public perception.)

1. Encourages effective land use/transportation system integration.

(Possibly after third bullet about supportive and integrated land use/transportation.)

• 4)Third bullet, add “mutually” before “supportive.”

Member Burnett concurred with Member Fletcher’s comments and recognizes there is also a limit about the density a highway-based system can handle.  He noted it is also important to maintain the physical characteristics of the system, as maintenance and care are fundamental.

Member Elias agreed with Member Probst comments.   He noted the current job description is a bit narrow in the sense that it only looks at capital projects and operations. This position does not solely manage (as the job description suggests) but is the Chief Executive Officer who executes the policies put in place by the Board.  He described someone with vision that acknowledges Santa Clara County is a unique place; looks for ways to incorporate attributes such as a visionary leader, someone who is an information bearer, a decision maker, and should have the flexibility to make things happen within the framework of the Board’s decision.  A General Manager should be able to train the Board in transportation (as the Board Members are not transportation experts); educate and develop the Board to make informed and educated decisions as policy makers. Added language to the hiring criteria that states  a demonstrated and proven track record of value creation.  Following the theme of having a safe, efficient transportation system that will improve life in Silicon Valley; looking at how we augment revenue.

Key is that the General Manager should be a visionary chief executive officer that goes beyond managing operations and capital projects; is a motivator and inspirer; providing a safe and efficient public transportation system.

Member Tebo referred to the proposed job description. He noted that leadership is mentioned under typical tasks, understanding who the customer is.   We are talking about differentiation, General Manager versus Chief Executive Officer … this really is a CEO with major responsibilities for a strong vision to the organization and leadership to the VTA organization (did not see this in the job description).  Nothing in the job description that even implies strong leadership abilities, making progress on goals to provide better transportation.  He suggests enhancing the emphasis on leadership and recommends leadership sets the tone for the organization to follow.

Member Blaylock commented on the last bullet on Page 3.   With  regard to working effectively and persuasively with the Advisory Committees he suggested that the General Manager visit the Advisory Committee Meetings and Sub-Committee Meetings.

Ms. Evelth read into the record an e-mail dated February 15, 2005, from Member Okuzumi to Chairperson Blaylock with her recommendations for the General Manager new hire process:

-----Original Message-----

From: Margaret Okuzumi [mailto:okuzumi@silcon.com]

Sent: Tuesday, February 15, 2005 12:21 AM

To: Stephen Blaylock

Cc: Joe Pirzynski

Subject: CAC mtg, comments on what to look for in new general manager

I don't know if we have a quorum for this Wednesday's mtg or not, and as I mentioned I can't attend due to a previous commitment.  But here are my comments, as well as a compilation of comments that I received from members of the public concerning criteria for hiring a new general manager for VTA. I may receive other comments tomorrow and if so I will forward those to you tomorrow evening.  Hope that you can read these into the record:

first, my comment,

morale at VTA is currently very low.  the new general manager must have very strong team-building skills and be able to create a climate of achievement and caring, focused on people first.  He or she must weed out the underachievers and create a team that is focused and efficient, and create a satisfying work environment where staff can be productive, and feel fulfilled for doing their best job.  Mike Scanlon has succeeded at doing this at SamTrans.  His staff is frankly more productive than VTA's and have higher morale, even though they have had to endure layoffs.  He's built a close-knit team that works well together and which constantly strives to do the best job that they can, and employees who love their work.  This requires a very savvy manager who pays close attention to business processes, internal organization and structure.  Even the best staff can be demoralized by broken internal work processes that hinder them from doing their best work.  comments received several members of the public include:

- the new manager should have a record of managing large expansion projects (several $ billion +)

- should have experience running a multi-city / multi county authority, so they do not start at the VTA with the perception they are running 'the San Jose' system.

- the new manager should have a strong interest in marketing/marketing background,

- should have familiarity with requirements of running a CMA,

- The suggestion should also be in place for the new GM to get out and ride buses and LR so they can talk to the people who actually use and are affected by the decisions of the GM.  One of the problems is that folks at River Oaks and the Board Members don't interact with the passengers.

• -we don't need more of the same focus on Capital Development and build out. That was what Cipolla was brought here for.   I recommend the focus emphasize
• -preservation of the existing network with capital development as a secondary priority.   In the Typical Tasks
• -category, "Oversees the adequacy and soundness of VTA's financial structure" is fifth from the bottom.   The Federal, State and local funding retreat makes the "financial operation" a priority.

"Imparts transportation knowledge to the Board of Directors to help facilitate its decision making process" is next to last before "performs other related duties as required."  This should be a priority at the top of the list as the Board has displayed its lack of collective operational and planning knowledge.

"Understands the interest of local business and industry, community, community groups, local and federal government and general public including the media."  The big money of business drives this.  The "general public" patron is left standing watching the tail lights of the just missed connection.  The general public should be first in this list.

The Knowledge of . factors are reversed.  The last two dealing with long term fiscal planning and Management Information Systems; and Economic, Political, SOCIAL and PSYCHOLOGICAL factors to the use of public transportation should be at the top of the list.   The principles of management should be a given on the first cut off list of candidates.

The Employment Standards imply System EXPANSION.  This is nuts. The focus must be on preserving what we have before the total melt down.

Lastly, under definition at the beginning,  the General Manger .... administers all functions of the VTA and develops OBJECTIVE, TRUTHFUL UNBIASED recommendations for action by the Board of directors.

I agree with "pasd" list member, regarding the General Manager riding the system.   Sunday I was thinking about this related to the 3/4 minute late time display in the coaches. As a condition of employment, the General Manger must ride the system once a week.  It is called, Management by Walking Around. Evening and weekend "Just missed connections" must be reduced and used as a marketing benefit of utilizing transit to speed your trip.

Member Blaylock concluded that the General Manager should be evaluated on performance.

Member Tebo referred to the recent edition of Popular Science that rated the top ten High Tech Cities in the United States; noted that San Jose was not on the list.  The number one City, Minneapolis, has integrated technology into their transportation system (one of the reasons Minneapolis was distinguished as #1). 

The Committee of the Whole provided input regarding characteristics the VTA Board of Directors might consider to use as a criteria for the recruitment and selection of a new General Manager.