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CALL TO ORDER

The Regular Meeting of the Policy Advisory Committee (PAC) was called to order at 4:11 p.m. by Chairperson Kishimoto in Building A, Auditorium, Valley Transportation Authority (VTA), 3331 North First Street, San Jose, California.

ROLL CALL

Members Present
Mark Brodsky
Steve Glickman, Vice Chairperson
Armando Gomez
Joseph D. Hernandez
Dennis Kennedy
Breene Kerr
Yoriko Kishimoto, Chairperson
Norman Kline
King Lear
Linda J. LeZotte
Victor Ojakian
Greg Perry
Al Pinheiro
Dolores Sandoval
Ron Swegles

Members Absent
Dominic Caserta

A quorum was present. 

Orders of the Day

There were no Orders of the Day.

Public Presentation 

There were no Public Presentations.

Characteristics the VTA Board of Directors might consider to use as criteria for the recruitment and selection of a new General Manager

PAC Chairperson Kishimoto introduced VTA Board of Directors’ Chairperson Joe Pirzynski who advised PAC that the Ad-Hoc Selection Committee charged with overseeing and participating in the recruitment and recommendation of a General Manager to the full Board of Directors will meet prior to the March 3, 2005 Board of Directors Meeting to evaluate PAC’s input.  Chairperson Pirzynski thanked PAC for their thoughtful and constructive comments and assured PAC that the Board of Directors appreciated their support.

Board Chairperson Pirzynski reminded PAC that the Ad-Hoc Restructuring Committee suspended on May 6, 2004, will reconvene to evaluate the effectiveness, process, and progress of the Policy Advisory Committee and City Groupings.  He requested this item be placed on PAC’s March 10, 2005 agenda for discussion.

Member Kennedy asked if it were possible for a PAC Member to serve as an alternate to the Ad-hoc Restructuring Committee. 

VTA Board Chairperson Pirzynski noted that the Committee is comprised of Board Members representing all of the geographic areas. He stated that when the date is established the meeting will be publicly noticed it will be an open meeting anyone interested is invited to attend and participate.

VTA Board Chairperson Pirzynski introduced Kaye Evleth, Chief Administrative Officer, who reported that the Board of Directors Ad-Hoc Selection Committee consists of Chairperson Joe Pirzynski, representing Group III (Campbell, Cupertino, Towns of Los Gatos, Monte Sereno, and Saratoga); Vice Chairperson Cindy Chavez, representing Group I (San Jose); Board Member Don Gage, representing Group V (County of Santa Clara); Board Member Casas, representing Group II (Los Altos, Los Altos Hills, Mountain View, Palo Alto, Santa Clara and Sunnyvale); and Board Member Livengood, representing Group IV (Gilroy, Milpitas, and Morgan Hill).

PAC provided the following feedback for the General Manager Recruitment:

Member Swegles: The City of Sunnyvale has found it valuable to have at least three committees to do interviews depending on what department position was being filled.   He would like PAC to have an opportunity to be part of the interview process.

Member Sandoval: Asked if once there is a finalist pool is there anyway for a public introduction of the applicants?  She referenced Foothill-DeAnza as an example (college Chancellor-President position) where there is a variety of constituencies in an educational setting; the applicant pool is narrowed to two or three applicants who then have an hour on each campus where they can share their vision and thought process, and a little of their experience with the general community; sometimes 100 people came, sometimes 250 attended, a broad representation of the campus community and the non-campus community.  This gives the community an opportunity to hear the finalist candidates before selection.  She noted this was not meant to take the responsibility from the Board but a sharing of the thought process that has been found to be very beneficial.

Member Perry: Efficiency is one of the two largest problems for VTA.  He suggested looking for someone who runs an efficient agency somewhere else, someone who is in the top half of those agencies for vehicle revenue hours per employee.

Member LeZotte: Two points: Someone who understands the full depth and breadth of the organization (local and regional) and what it is like to be the GM of VTA; fiscal agent, not just a “bus guy”.  Need to have a deep understanding of what VTA operates, where VTA has come from, and how VTA operates in this region. The GM should look at perceived or real operational inefficiencies in bus operations; needs to look at smaller buses, more efficient routes, and how the routes are structured.  Member LeZotte stressed that her comments were not directed at bus operations or bus operators.

Member Lear: This is like hiring a City Manager.  A good City Manager manages for efficiency, manages personnel, is resourceful, creative, thinks of better ways of doing things (than have been done before); goes outside to hire to bring in good people; should be courageous and give good ideas to the Board no matter where the politics happen to lie, but once the Board makes a decision a good manager takes that decision and runs with it.

Member Ojakian: Three things, two of which are stated at the top of Page 2 of the GM Job Description.  The GM should have familiarity with a multi-modal system not just bus; have a financial understanding of how to run an operation. Public persona, is a spokesperson for VTA, and can work inside and outside of VTA.  Need to hire someone who understands how to get out there and be the spokesperson.

Member Kline: If you are going to hire a football coach you are going to look at the same things: should have great experience in similar agencies (within transit); excellent performance reviews and has done extremely well in quantitative numbers; great communication skills, making sure the outside look and feel of VTA is as positive as possible; leadership is really, really important.

Member Glickman: A GM should have communication skills; ability to present data, options and status in a clear and trustworthy manner; organizational and operations skills; visionary; people skills (extremely important) and ability to build trust; represent VTA in a positive and trustworthy manner.

Member Brodsky: Agrees with other Members comments, but there are certain characteristics that are different and needed to lead the organization at this time.

(the following is typed from an illustrated hand-out): 

Ben Franklin’s flexibility and scientific curiosity.

“It should not be supposed that honor and dignity are better served by persisting in a wrong measure once entered into than by rectifying an error as soon it is discovered.”

A.    World wide experience using transit and transit centers to spread transit’s reach across the valley instead of one downtown hub

B.    Willingness to implement projects that work, like casual car pooling, electronic monitoring and access to schedules on-line and by cell phones

C.     Innovation using existing resources.  Coordinate bus rapid transit and Community Bus to serve existing and proposed pedestrian gathering spots.

Yogi Berra’s management skills

“If you don’t know where you’re going, you’ll wind up where you’re headed.”

A.    Embrace the explosion of wireless technologies for dozen of uses

B.     Track and bill and credit electronically for services rendered and utilized.  Pay drivers for casual carpooling if they have good records and maintained vehicles. Set up the comfortable pick off stations from web inputs.

C.    Freedom to move funds and resources to where they will do the most good. Use capital traffic funds to build capital road based projects that directly reduce congestion.  Find ways to use gateway monies toward building stations that draw incoming commuters to our transit network when they enter the valley.

Winston Churchill’s demand for high standards.

“Let me have the best solution worked out.  Don’t argue the matter.  The difficulties will argue for themselves.”

A.    Make the mission of VTA “to make the movement of people and parcels in Silicon Valley the envy of the world”

B.     Target markets, not corridors and measure success at how well each market segment is being served. Commuters, shoppers, schools, Medical centers and revelers, and event goers. (Winston liked to drink)

C.    Allow social services to provide free transit passes to those in need. Off load Outreach service to county social services departments.

Carli Fiorina’s toughness

Our requirements/criteria for those business modes are to ask our community, “When the money dries up will the project be sustainable?”

A.    Expect confrontations from entrenched interests against major change

B.     Work past blockages and obstacles by planning for “zero option” transit

C.    Expect short tenure of not more than 2 year. Then let someone else get the credit.

“Make the movement of people and parcels in Silicon Valley the envy of the world”

Member Gomez: The GM needs to be someone who knows how to work with the community; comparing to a City Manager, someone who is a straight shooter and impartial to the Board, is able to say things the Board might not want to hear.

Member Pinheiro: A GM should be keen with VTA’s geographic area and aware of outlying areas like South County; not just concentrate on central areas of the valley.

Member Hernandez: A GM should have relentless focus on operational efficiencies; is a communicator; can make tough decisions; is a team builder.  The number one criterion is impeccable integrity; character of an organization starts at the top.

Member Kennedy: A GM should have unquestionable honesty and integrity; strong management experience; proven track record; excellent labor relations skills; experience and knowledge in transit, roads and planning; is a people person, excellent communicator, is a good listener; builds consensus, is not controlling, and is respectful.

Member Kerr: I want to emphasize that we all want to believe the numbers staff is giving us.  This issue of integrity and getting the straight information the first time instead of having to ask for it is critical.  To be really honest, the number one thing we really need is a good sales and marketing person; GM similar to a CEO is the top sales person; we have a pretty good system but the problem is that people aren’t riding it.  With more people on buses and light rail we will be able to get our farebox recovery over the national average instead if under than national average.  Communication and public relations skills have not been what they could have been; would like to get away from fighting with the Mercury News, working cooperatively to improve public image.  Assuming the new GM will have operational experience and will continue providing pretty well sorted out operations.

Member Caserta:  (e-mail read into the record by Chairperson Kishimoto) A GM effectively communicates with key VTA stakeholders; recognizes the need to bring transportation planning and operations together (relationship between land use and transportation system improvements; able to lobby and promote effectively for the needs of VTA to local, state, and federal governments.

Chairperson Kishimoto: We need someone who is committed to a search for best practices on a national and international level and bring those best practices here; comfortable with technology.

Member Sandoval: Referred to the Job Description, Page 3, third bullet from the bottom: “Strive to build consensus among the Board of Directors, staff, labor, internal (Advisory Committees for example) and external groups;” A demonstrated ability to align programs with current finances is also important.

Many committee members echoed one another’s comments.

On order of Chairperson Kishimoto, there being no objection, Characteristics the VTA Board of Directors might consider to use as criteria for the recruitment and selection of a new General Manager was received.

Minutes of January 13, 2005

M/S/C (Kennedy/LeZotte) on a vote of 12 ayes to 0 nays to 3 abstentions to approve the Minutes of December 13, 2004 as amended.  Members Gomez, Pinheiro, and Hernandez abstained.

Member Brodsky noted a correction in spelling on Page 7 of 8, caret charrette.

Committee Staff Report

Carolyn Gonot, Chief Development Officer, reported that the Technical Advisory Committee (TAC) met this afternoon and discussed the proposed vehicle license registration fee of $5 to fund transportation improvements.   VTA would implement the program and distribute the funds and an Expenditure Plan would need to be adopted by the Board.   TAC will meet again in March 2005 to further discuss the proposed registration fee and then bring the issue to the advisory committees and to the city councils for their support. 

Member Kennedy inquired how the list of projects is determined and if it is open for changes or revisions.   Ms. Gonot replied that it was not necessarily a list of projects any longer, rather a list of categories of what the Plan can fund.   She noted that there was a recent discussion at the VTA Technical Advisory committee about how to provide more equitable shares to South County since it does not have any Countywide Expressways.

Member Sandoval asked how the proposed registration fee is different from the gas tax.   Ms. Gonot replied that the vehicle license registration fee would be like a local sales tax that would return directly to the County. 

Ms. Gonot reported that the Boardapproved the preliminary draft of a Long-Term Capital Investment Program Revenue and Expenditure Plan for review and comment by the public and stakeholders over the next three months. After review of public comments a final draft will be presented for Board action on March 3, 2005.      The Plan will be distributed later this week along with a letter copied to TAC and PAC inviting city councils to receive a presentation and provide feed-back that will be discussed at the Board of Directors Workshop scheduled for April 22, 2005.

On order of Chairperson Kishimoto, there being no objection, the Committee Staff Report was received.

Agenda taken out of order.

Committee Work Plan

Chairperson Kishimoto asked if Members had brought their input for two to three items important for PAC to cover in 2005, as requested the January 13, 2005 PAC Meeting.   She requested the Members write down two to three items they would like to see on the 2005 Workplan on a piece of paper to be collected at the end of the meeting.

Chairperson’s Report

Chairperson Kishimoto suggested PAC hold one or two workshops in the spring to allow the Committee an opportunity to discuss key issues.

BUSINESS REFERRED TO COMMITTEE BY THE BOARD OF DIRECTORS/ GENERAL MANAGER

AGENDA ITEM #9 TIME CERTAIN 5:00 p.m.

Transportation Development Act (TDA) Triennial Performance Audit  

Ms. Gonot introduced Alan Eliot, Manager of the Metropolitan Transportation Commission (MTC) Performance Audit Program, and Subhash Mundle, of Mundle and Associates, Inc., and acknowledged Members of the Citizens Advisory Committee who were invited to attend to hear the Transportation Development Audit (TDA) presentation.

Mr.  Eliot provided background stating that recipients of TDA funds are required to undergo a performance audit every three years and the regional agency (in this instance MTC) is responsible for ordering the audit. The guidelines of the statute regarding TDA are proscriptive with regard to the specific performance indicators such as operating cost per hour that are required to be examined through the audit and also compliance with certain statutory requirements for example bus facility inspections conducted California Highway Patrol.   Mr. Eliot explained that there are 22 transit operators in the MTC region subject to Performance Audit requirements.  Because there are so many the process is conducted over a three-year cycle and divided into groups A, B, and C.  One group is covered each year.  To accomplish this MTC has a three-year contract issued with the consultant to conduct the audit and noted that MTC is currently in the second year of the contract.  He reported that MTC went through a Request For Proposals from Prospective Contractors (RFP) process, and using MTC’s standard evaluation criteria selected Mundle and Associates, Inc., to perform the audits.   He reported that staff from various transit operators including VTA sat on the evaluation panel.  Mr. Eliot explained that MTC conducts the audits going beyond the statutory required performance indicator analysis and compliance area review by use of a goals and objectives approach.  MTC requests the Auditor review the transit operator’s own established goals, objectives, and standards to develop information in order to provide an analysis and commentary with regard to how well the operator has met its own standards over the audit period.  The Auditor conducts the compliance review phase and then the goals and objectives analysis.  A draft report is generated and transit operator staff are provided ample opportunity to review and provide feedback that is incorporated into the final report.

Mr. Mundle reported that the audit was completed several months ago and a 100-page report was presented to MTC three weeks ago.   Mr. Mundle reported that the audit covered a three-year period FY 2001through 2003 to review the transit operators’ performance.  He reported that transit operators must comply with state and federal data collection and reporting requirements and that the audit reviews each transit operator’s data collection process.  The federal requirement is known as the National Transit Database requirement, which consists of information that all recipients of federal funds provide in a centralized database used by the federal government to allocate funds on an annual basis. He reported that an external auditor must review and approve the transit operator’s data before it can be submitted.  The auditor also checks that California Highway Patrol (CHP) inspections are performed regularly for compliance with state safety requirements.  He reported that additionally MTC’s audit determines if the transit operator has established goals, objectives, and standards for the Short Range Transit Plan (SRTP) over a two-year period and how successful they have been in meeting their goals, objectives, and standards. He reported that based on that information and the assessment of the functional area of performance over a three-year period the auditor reaches conclusions regarding the efficiencies and effectiveness and develop the recommendations.  He noted that the primary focus of the TDA Audit is operationally oriented, clarifying that it is not a financial audit.  He reported that the audit looked at how VTA performed according to the TDA indicators supplied in the legislation and if VTA established goals, objectives, and standards and how well VTA preformed compared to their goals, objectives, and standards. 

Mr. Mundle provided an overview of VTA’s trends pertaining to each TDA indicator as follows:  1) Cost Per Hour Trend – Bus, 2) Cost per Hour Trend – Light Rail, 3) Cost Per Hour Trend – Paratransit, 4) Passengers Per Hour Trend, 5) Cost Per Passenger Trend, and, 6) Hours Per Employee Trend.

Conclusions of the VTA Audit regarding TDA Performance Indicator Trends were as follows: 1) Generally deteriorating performance in cost efficiency and cost effectiveness, 2) Passenger productivity impacted by weak local economy, 3) Paratransit service expanded significantly, with increases in operating costs and passenger gains, and 4) Some accompanying decline in paratransit cost efficiency, cost effectiveness, and passenger productivity. 

Conclusions of the VTA Audit regarding Goals and Objectives, and Related Performance Standards were as follows: 1) Goal and performance measure structure modified to accommodate changing circumstances related to the county’s economic downturn, 2) Six strategies developed to focus on sustaining financial stability, and 3) On-time performance targets and specific paratransit measures continue to be omitted from the performance monitoring program.

Conclusions of the VTA Audit regarding Functional Area Performance Indicator Trends were as follows: 1) Bus operations and maintenance performance was positive, 2) Light Rail performance positive for operations but moderate downturns for maintenance, especially as the new car fleet was introduced, 3) Ridership and farebox recovery impacted by economic downturn, and 4) Comparison of performance with standards varied by ode, with light rail meeting standards more consistently than the bus service.

Recommendations of the VTA Audit were as follows: 1) Continue to refine and implement the strategies to sustain financial stability, 2) Incorporate the projected impacts of VTA’s cost efficiency and cost effectiveness strategies in the next Short Range Transit Plan (SRTP) update, and 3) Expanded VTA’s performance monitoring program to include standards for schedule adherence and for contracted services.

Member Kennedy asked how VTA compared to other transit agencies in the area.  In response Mr. Eliot noted that MTC publishes a statistical summary of all Bay Area transit operators each year that he will make available upon request.  It contains all performance indicators presented in tables using a six-year period in the statistical summary.  He noted that part of the problem with using the performance audit to do a comparison is that all of the operators cannot be done in a one-year timeframe.

Member Glickman directed attention to “Hours Per Employee Trends” graph on Page 4 of the handout, and noted that paratransit employees were not included because they were contracted out.  Member Glickman stated it would have been helpful to have similar information for an equivalent agency or an agency working in this region in a parallel manner.  In response Mr. Eliot reported that the scope of work for the auditor disallows comparison of agencies across the region but rather directs the auditor to focus on the operators performance against its own goals, objectives, and operation standards. Mr. Glickman asked if the data represents hours put in per each Full Time Employee (FTE).   In response Mr. Mundle stated that the “Hours of Employee Trends” data represent the number of bus hours of service that were operated by VTA for every one of the FTE’s employed by the organization.  He explained that if you look at all the hours of service available for use and the number of FTE’s used by the organization it is a very high level of measure of productivity.  He sited the following example: “for instance if you are in the retail business it is like saying what are your sales per 1000 square foot of retail space, it is not a very precise measure because you may have wider aisles compared to someone else or someone else may have more display room compared to you.  But generally speaking if you are in a certain kind of business and you want to see how your competitor on the other side of the Mall or in a different city is doing, say in the electronic business, you could ask them what are your sales per 1000 square foot.”

Matthew O. Tucker, Chief Operating Officer, reported that the productive hours per operator for VTA is approximately 1700 hours.   He explained that the MTC Audit deals with the NTD reporting methodology and how employees are assigned by mode.  He cautioned against confusion of how the effectiveness of a transit system is measured.

Mr. Tucker read the following quote from MTC’s website “with the limitations described above and keeping in mind that weather conditions, topography, contractual work rules etc. are not reported.  Users of this report should not draw unwarranted conclusions when examining the data.  Although comparative evaluations are revealing analysis cannot account for apparent differences in performance, such an evaluation should encompass a more detailed examination of underlying factors (unique aspects of the transit agency’s operating environment, specific management practices or unusual events occurring during the time).”  Mr. Tucker noted that VTA is one of approximately three to five transit systems in the country that has the comprehensive responsibility of being a transportation provider, a congestion management agency, a provider of highway construction, and is responsible for delivering major capital projects, VTA has taken steps to become a transportation solution for the region.  Mr. Tucker stated that when VTA reported to NTD, VTA as a whole was being reported.  VTA had a minimum of 300 positions being reported to NTD, which had nothing to do with transit operations within VTA.  He reported that VTA is currently going through a process to identify with a level of detail to make sure that what is being reported actually reflects the level of effort it takes to get transit out on the street.  Mr. Tucker noted that the productive hours of work per operator is approximately 1700 hours but if you add in all employees that are ancillary as a matter of VTA doing all other projects the numbers will become skewed.  Mr. Tucker noted that you must be very careful when the numbers get reported and cautioned that NTD is not the measure to use when looking for evaluation criteria for the system.  He noted a more in depth understanding of how the numbers are configured and what it means for your community is important as he did not want to leave the Committee with the impression that employees who are supposed to be working 2000 hours are only working 800 hours. 

Mr. Eliot noted that the uniform system of the counts for transit operators is consistent in terms of how data is reported to NTD.  MTC fully subscribes to the use of NTD data for developing performance audits and believes there is a high degree of accuracy in the information.  NTD data is supposed to be reviewed by an auditor before it is submitted, he suggested that if VTA has subsequently discovered that it was wrongly reporting to NTD that is one thing but as far as using correct NTD data for developing performance indicators he believes it is unchallengeable.   

Ms. Gonot suggested that with the constricted amount of time remaining for the meeting that Mr. Tucker return to the Committee with a full report and presentation.

Chairperson Kishimoto requested copies of the MTC’s yearly statistical summary of all Bay Area transit operators

Margaret Okuzumi, Citizens Advisory Committee Member, noted that in reviewing the charts the decrease in productivity and increase in cost seems to far out-weigh what could be explained by a simple decline in ridership or a simple decline in the economy.  She emphasized that increasing fares and increasing service are not doing much to stem VTA’s productivity problems and that until VTA engages in fundamental structural changes significant improvement will not be seen.

Member Perry noted that Mundle and Associates, Inc., is a nationally respected agency hired by MTC and that their audit shows that VTA has serious problems.   He noted his desire to begin discussion regarding why it takes VTA more employees to get the same number of buses on the roads now than it did five years ago.  He noted his desire to revisit NTD’s data each year to determine if VTA is improving on Transportation Development Act (TDA) measures and determine if VTA is getting closer or further away from being an efficient organization. 

Committee Work Plan

Chairperson Kishimoto directed the Committee’s attention back to the Committee Work Plan and stated that she would provide a compiled list of items for the Committee’s review.  

Ms. Gonot noted that the Long-Term Capital Investment Program will be brought forward for discussion in March and April 2005.

Chairperson Kishimoto suggested the VTA Budget Process and Assumptions be agendized for the March 10, 2004 PAC Agenda as well as the approval of the amended Bylaws deferred from today’s meeting.

Member LeZotte suggested the Bylaws Item be placed at the top of the March 10, 2005 PAC Agenda.

Member Glickman requested further discussion regarding the TDA Audit be placed on the March 10, 2005 PAC Agenda.  

Member Swegles left the meeting at 5:45 p.m.

FY 2004 Transit Operations Performance Report

On order of Chairperson Kishimoto, there being no objection, the FY 2004 Transit Operations Performance Report was deferred to the March 10, 2005 PAC Meeting.

2004 Monitoring and Conformance Report Findings

Member Brodsky directed the Committee’s attention to Figures 5.7, 5.8, and 5.9 of the Draft Monitoring and Conformance Report.  He noted that the charts illustrate current AM and PM levels of congestion.  He suggested that if origin and destination of various future trip generations illustrated in the Valley Transportation Plan 2030 (VTP 2030) were overlaid on the illustrated AM and PM Levels of congestion the locations of the greatest future congestion become apparent.   He cautioned that congestion will become worse in the future because that is where the greatest number of trips to jobs, schools and everything else is in other areas that are very far away from the downtown area or outside the corridor of Fremont.  He directed the Committee’s attention to the graph in Chapter 7 covering Origin and Destination Pairs that compare the time of ridership and noted that in every case single occupancy vehicle beats transit but in every case High Occupancy Vehicle (HOV) Lanes beat single occupancy vehicles.  Referring back to the first map, Figure 5.7, he stated that if we recognize that HOV lanes are included on the maps which point out congested areas it seemed to him that a network that would encourage people into some sort of transit using the HOV lanes would directly affect the congestion of the loss of service and at the same time provide a service that beats the single occupancy vehicle.  All that needs to be done is to figure out how to deal with the difficult last mile and a comfortable transfer.

Upon query by Chairperson Kishimoto, Ms. Gonot responded that the Countywide Deficiency Plan was deferred out of the CMP budget two years ago.   She reported that some cities have expressed a desire to conduct their own deficiency plans and that discussions will take place regarding city-implemented deficiency plans versus a Countywide Deficiency Plan. 

Members Kennedy and Pinheiro left the meeting at 6:00 p.m.

On order of Chairperson Kishimoto, there being no objection, the Committee reviewed and commented on the 2004 Monitoring and Conformance Report Findings.

Proactive CMP Reviewed and Approved Projects Quarterly Status Report

On order of Chairperson Kishimoto, there being no objection, the Proactive CMP Reviewed and Approved Projects Quarterly Status Reportwas deferred to the
March 10, 2005 PAC Meeting.

Amendments to the Policy Advisory Committee Bylaws Requested by the VTA Board of Directors

On order of Chairperson Kishimoto, there being no objection, Amendments to the Policy Advisory Committee Bylaws Requested by the VTA Board of Directors was deferred to the March 10, 2005 PAC Meeting.

City Groupings Reports                    

On order of Chairperson Kishimoto, there being no objection, the City Groupings Reports were deferred.

OTHER

Announcements

There were no Announcements.

Adjournment

On order of Chairperson Kishimoto, there being no objection, the meeting was adjourned at 6:10 p.m.

Respectfully submitted,

Barbara R. Box, Board Assistant
VTA Board of Directors