SPECIAL BOARD OF DIRECTORS MEETING
Wednesday, October 14, 2020, 3:00 PM This will be a virtual meeting. Information not viewable is available upon request through the Clerk of the Board phone: 813-384-6552 or e-mail: [email protected]
AGENDA
1. CALL TO ORDER AND PLEDGE OF ALLEGIANCE
2. PUBLIC INPUT ON AGENDA ITEMS AND REGARDING GENERAL CONCERNS (3 MINUTES PER SPEAKER)
3. DISCUSSION ITEMS
a. Interim Chief Executive Officer and Any Related Matters Commissioner Mariella Smith, HART Board Chair Julia Mandell, HART Board General Counsel
b. Review of the Recruitment Report and Top Candidates for Further Consideration by the HART Board of Directors Charlene Stevens, GovHR USA HART CEO Candidates Portfolio
c. Discussion of Recruiting Process Options Charlene Stevens, GovHR USA
d. Next Steps and Timeline Commissioner Mariella Smith, HART Board Chair
4. OLD BUSINESS
5. NEW BUSINESS
6. ADJOURNMENT
Special Board of Directors Meeting - Wednesday, October 14, 2020 1 Hillsborough Area Regional Transit Authority Chief Executive Officer
Recruitment Portfolio
2 3 October 9, 2020
Commissioner Mariella Smith, HART Board Chair and HART Board of Directors Hillsborough Area Regional Transit Authority 1201 E. 7th Avenue Tampa, FL 33605
Commissioner Mariella Smith, HART Board Chair and HART Board of Directors,
Thank you for the opportunity to assist the Hillsborough Area Regional Transit Authority in the recruitment and selection process for the Chief Executive Officer position. We had a successful outreach effort yielding 163 resumes from 28 states and Washington D.C. Enclosed are the GovHR USA recommendations of those candidates we believe are most suited to the position.
I look forward to reviewing the credentials for these candidates on October 14th.
I encourage you to contact me at (320) 262-0303 with any questions. Again, thank you for the opportunity to assist you in this important recruitment!
Best wishes,
Charlene R. Stevens Senior Vice President GovHR USA, LLC
630 Dundee Road, Suite 130, Northbrook, IL 60062 847.380.3240 | GovHRUSA.com
EXECUTIVE RECRUITMENT INTERIM STAFFING MANAGEMENT AND HUMAN RESOURCE CONSULTING
4 Candidates Recommended for Further Consideration
5 Hillsborough Area Regional Transit Authority Chief Executive Officer
Recommended for Further Consideration Presented in Alphabetical Order
Candidate 1..……………………………………………. Cleveland Ferguson III Senior Vice President and Chief Administrative Officer Jacksonville Transportation Authority
Candidate 2……………………………………………… Jeffrey B. Hiott Vice President Technical Services and Innovation American Public Transportation Association
Candidate 3……………………………………………… Henry Ikwut-Ukwa Director of Transportation Atlanta BeltLine, Inc.
Candidate 4……………………………………………… Bernard Jackson Senior Executive Officer, Rail Operations Los Angeles County Metropolitan Transportation Authority
Candidate 5……………………………………………… Adelee Marie Le Grand Vice President/Executive Strategic Advisor Transdev North America
Candidate 6…..………………………………………….. Ivan Maldonado Director Transportation Operations Hillsborough Area Regional Transit Authority
Candidate 7..…………………………………………….. James E. Price Chief Transit Operations Officer Hampton Roads Transit
Candidate 8…………………………………………….. Michael Rogers Director of Transportation City of Dallas, Texas
6 Brochure
7 CHIEF EXECUTIVE OFFICER
8 by the numbers:
customers 35,000 per day
customer satisfaction 92% (2019 survey)
square miles of 1,000 service area
2.7 miles of streetcar line
184 buses
85 paratransit vans A B O U T HART 2 transit centers The Hillsborough Area Regional Transit HART provides fixed-route local and Authority (HART) was created in 1979 and express bus service, door-to-door transfer centers serves all of Hillsborough County, Florida. paratransit service (HARTPlus), flex route 5 Hillsborough County is the fourth most neighborhood connector service populated county in Florida with a (HARTFlex) and bus rapid transit bus stops population of over 1.5 million residents. (MetroRapid). 38% of HART’s transit buses 2,400 are Compressed Natural Gas (CNG). Hillsborough County and Tampa Bay offer a bus shelters vibrant and high quality of life with a diverse HART also operates the 2.7-mile TECO line 709 economy, sparkling waterfront and Streetcar System that runs along abundant outdoor recreation and amenities. Downtown Tampa through the Channel 27 local routes The region is home to Busch Gardens, the District and Ybor City. The system features Florida Aquarium, Tampa Museum of Art historical replica streetcars of the original and professional sports franchises. The Tampa Streetcar line. The TECO Line 5 flex routes region boasts world class chefs, locally Street car operates at no charge to users. owned breweries, restaurants and foodie express/limited fests. The main transit hub for HART is the 7 express routes Marion Transit Center in downtown Tampa HART serves 35,000 (pre COVID) which operates local and express routes. customers each day with a mission to take HART’s other terminals include the people to places that enhance their lives. University Area Transit Center located near the University of South Florida campus, the HART is governed by a 15-member Board NetPark Transfer Center, West Tampa of Directors whose appointments are made Transfer Center, the Northwest Transfer by Hillsborough County, the City of Tampa, Center and a hub at Tampa International the City of Temple Terrace and the Airport. Governor of Florida. HART operates with a $121,452,784 adopted budget (FY 2020) and approximately 800 employees. 9 THE POSITION IN BRIEF The Chief Executive Officer (CEO) is responsible for all day to day operations of the organization and reports to the 15-member Board of Directors. The CEO is responsible for short- and long-term policy development and strategic planning in cooperation with the Board of Directors. The next CEO of HART should be a leader in transportation who can continue HART’s goal of creating a culture of excellence and making HART a best-in-class transit agency.
EXPECTATIONS AND PROJECTS The next CEO of HART is expected to be a strategic thinker, with excellent interpersonal skills who can build an effective team and work collaboratively at all levels of the organization as well as with community stakeholders. HART is committed to transparency and has adopted a strategic plan with a performance scorecard to ensure the public and the riders of HART are kept up to date on all of HART’s initiatives (see Success Plan 2020). Some of the opportunities for the next HART CEO include:
• In 2017, HART launched a comprehensive operational analysis • The next CEO will have the opportunity to review the current operating (Mission MAX) to evaluate every route to focus on modernizing the structure, including vacant positions on the senior leadership team and system to shorten travel times on key routes, eliminate out-of-direction determine the most effective model for the future. travel and provide more direct service to key destinations. The next • HART is committed to employee success. The next CEO of HART is HART CEO will continue to evaluate the service model for additional expected to further develop a culture of employee engagement with a efficiencies and opportunities. commitment to employee training and safety as well as customer • In 2018, voters in Hillsborough County overwhelmingly supported a 1 service. cent sales tax for transportation. However, that funding is currently • Review and assess opportunities for updated technology, such as being challenged and may not be immediately available. The next replacement of the Intelligent Transportation System (ITS) and HART CEO will lead the efforts to prioritize projects based on available Computer Aided Dispatch Systems. current funding while identifying future funding opportunities and potential partnerships. • The HART Board recently approved a feasibility study of the CFX rail line between the Port of Tampa and USF for a potential conversion to • Due to COVID 19, HART has experienced a 60% decline in ridership. commuter rail use. The next CEO of HART will have the opportunity to The next HART CEO will need to ensure the safety of operations for lead the evaluation of the physical infrastructure and help define the employees and riders for the short and long term as well as address costs and benefits of bringing the line up to commuter rail standards, immediate budgetary shortfalls. such as light rail, commuter rail and/or streetcar use. • HART is committed to sustainable transportation and the next HART CEO is expected to continue to identify new opportunities for best 10 practices in sustainable transportation. The Ideal Candidate Compensation and Must Haves: Benefits • A bachelor’s degree in public administration, HART is committed to excellence and values of its business administration, transportation employees. HART offers a comprehensive and planning, or related field. competitive benefits package that includes participation • Ten to twelve years of experience in transit in the Florida Retirement System (FRS), deferred operations. compensation with an employer match, tuition • At least five years of senior level reimbursement and generous annual leave. management experience, ideally in an organization of similar size or complexity. The starting salary is $200,000 to $250,000 +/- DOQ. • Any combination of education and equivalent experience may be considered. EEO Compliance: HART is committed to equal employment opportunity for all persons, regardless of race, color, creed, national The Ideal Candidate will be: origin, sex, age, marital status, sexual orientation, gender identity or • A motivating, empathetic and highly expression, disability, veteran status or other status protected by collaborative leader who can build Federal or State law. relationships across the organization. • A skilled manager able to assess the skills of ADA Compliance: Reasonable accommodations are available to the team and build upon their strengths. persons with disabilities during the application process and/or interview • An excellent communicator, orally and process in accordance with the Americans with Disabilities Act. written, who can engage with a wide variety of stakeholders internally and externally. How to Apply: • A strong advocate for sustainable public The recruitment for this position is being handled by GovHR USA. transit. Candidates must apply by September 14, 2020 with resume, cover • Trustworthy and transparent with a strong letter and contact information for five work-related references to sense of personal and professional integrity. www.govhrjobs.com to the attention of: • Knowledgeable in all aspects of public Joellen Cademartori, Chief Executive Officer, or transit, including emerging needs and trends. Charlene Stevens, Senior Vice President, • Committed to the principals of diversity and GovHR USA, 630 Dundee Road, #130, inclusion. Northbrook, IL 60062 • A creative problem solver who is willing to work through the immediate challenges to build a stronger future. HART is an Equal Opportunity Employer
11 Candidate 1
12 Cleveland Ferguson III
Education
· Doctor of Humane Letters Nova Southeastern University, Fort Lauderdale, Florida
· Juris Doctor Florida State University – College of Law, Tallahassee, Florida
· Bachelor of Science – Legal Studies Nova Southeastern University, Fort Lauderdale, Florida
Work History
2015 to Present Jacksonville Transportation Authority (JTA), Jacksonville, Florida
2018 to Present Senior Vice President and Chief Administrative Officer
2015 to 2018 Vice President of Administration
7/2015 to 8/2015 Vice President of Risk Management, Compliance and Human Resources
2010 to 2015 Consolidated City of Jacksonville, Florida (912,000)
1/2015 to 7/2015 Acting Chief Administrative Officer – Office of Mayor Alvin Brown
2012 to 2015 Deputy Chief Administrative Officer – Office of Mayor Alvin Brown
2010 to 2012 Commissioner – Jacksonville Economic Development Commission (JEDC)
2003 to 2015 Florida Coastal School of Law (Coastal Law), Jacksonville, Florida
2014 to 2015 Adjunct Professor of Law
2013 to 2014 Research Professor of Law
2009 to 2013 Professor of Law (tenured)
2007 to 2009 Associate Professor (tenure track)
13 Work History – cont’d
2004 to 2013 Chaired Professor in Human Rights and Strategic Initiatives
2003 to 2007 Assistant Professor (tenure track)
2001 to 2003 NSU Shepard Broad Law Center, Fort Lauderdale, Florida
Visiting Assistant Professor
1999 to 2001 Nova Southeastern University (NSU), Fort Lauderdale, Florida
Director of Student Activities and Leadership Development
1999 to Present Ferguson & Associates, LC
Legal Counselor, Consultant and Attorney-at-Law (not practicing 8/2012 to 6/2015)
1997 to 1999 Florida Public Service Commission (FPSC), Tallahassee, Florida
Staff Attorney – Division of Legal Services, Bureau of Water & Wastewater
1996 to 1997 Florida State University, Tallahassee, Florida
Director – Office of Legislative Affairs
14 Data Summary:
Candidate: Cleveland Ferguson III
Organization: Jacksonville Transportation Authority (JTA)
Position: Senior Vice President and Chief Administrative Officer
Organization Budget: $200 million
Department Budget: $50 million
Total Number of Employees in Organization: 800
Total Number of Employees in Department: 60
Expected Salary: $275,000
Reporting Relationship: Chief Executive Officer
Years of Experience: 24
Professional Affiliations:
· American Public Transportation Association · Conference of Minority Transportation Officials · Florida Bar Association · Florida Public Transportation Association · Leadership Florida · United States Supreme Court Bar Association · Urban Land Institute
15 September 13, 2020
Joeellen Cademartori, CEO GovHR USA 630 Dundee Road, Suite 130 Northbrook, IL 60062
Re: Application for the Chief Executive Officer of the Hillsborough Area Regional Transit Authority (HART) Ms. Cademartori: I am applying to become the next CEO of HART. I am confident that my track record of guiding a collaborative executive leadership team (ELT) through successful implementations of our strategic plan in partnership with the Northeast Florida community makes me the ideal candidate for the role. I will be ready to lead on Day 1, due to my extensive experience with the region, the state, the transit regulatory bodies, and trade associations. I am currently the Senior Vice President and Chief Administrative Officer of the Jacksonville Transportation Authority (JTA). As the second in command at the JTA, I have routinely exercised the CEO's delegated authority. For example, while he was Chairman of the Board of Directors of the American Public Transportation Association (APTA), I ensured the ELT was well-positioned with community stakeholders, and employees. We completed several projects, including the first phase of our bus transfer facility complex, roadway infrastructure improvements, and the third of four bus-rapid transit lines. I also led the strategy to secure a highly coveted BUILD grant that was dually awarded to the City of Jacksonville and the JTA, seeing USDOT Secretary Elaine Chao delivering the $25 million grant in person. I led the incident management team (IMT) for weather events such as hurricanes, flooding, and wildfires while also having supported other transit agencies on Florida's west coast with equipment and personnel. We deployed the same processes for the declarations of emergency around the Covid-19 pandemic. We installed bus shields more than a year ago in partnership with the union leadership. We developed the customer engagement rubric for operators to ensure the equipment did not act as a barrier to high-quality customer service. I withdrew from consideration after being advanced to the final three CEO candidates at HART in January 2019 because I needed to ensure the final phase of construction, transition, and community elements of the Jacksonville Regional Transportation Center at LaVilla, (JRTC). This 67,000 sqft intermodal center has seen the private sector, the downtown investment authority, and the city commit millions in resources around our anchored footprint in this historic community. After assuring the continuity of operations and personnel would be in place for the transition, the timing was right for me to establish my leadership position at another transit agency. While I finished as the runner up for the Greater Cleveland Regional Transportation Authority in July 2019, that did not dim my desire to lead a transit agency outright. While at the JTA, I have led several strategic planning processes that have had profoundly positive outcomes for the Northeast Florida community. Engaging the community through the Skyway Advisory Group led to a board recommendation to keep, modernize, and expand the downtown elevated train system that has led to the Ultimate Urban Circulator program. That program led to an internationally acclaimed test-and-learn track for autonomous vehicles, using those vehicles to
16 transform Covid-19 samples in partnership with AV manufacturers and the Mayo Clinic. I also lay the groundwork for the P3 procurement that restored the lighting of one of Jacksonville's most iconic bridges that illuminates one of downtown Jacksonville's most important arteries for holidays and other community observances. I have led the reinvigorated Real Estate/TOD program at JTA by engaging the JTA board of directors in study missions, coordinating with the city’s 19-member city council to enact amendments to its comprehensive plan to harmonize development, transit, and value capture opportunities. With the constant engagement of more than 150 business and community leaders during the program’s relaunch, we have secured sales that will lead to increased density along the main arteries of the city's roadways and adding more than $20 million to JTA’s net revenue. We have long term ground lease commitments on land that will not only yield the highest and best uses for those parcels but also revitalize long-neglected areas of the community. I am most proud of perhaps the least forward-facing of my initiatives, leading the effort to inform the Board of Directors on adopting the Safety Management System (SMS) more than three years ahead of the required implementation. The board's adoption led USDOT and the Florida Department of Transportation to use the JTA as a benchmark for developing its state safety oversight review protocols. I tied this effort to strengthening the JTA's Enterprise Risk Management framework by adopting a metrics management system and electronic procedures interface so that every employee understands how their job function inures to the benefit of the agency's success on an annual basis. Because of this, every labor union at the JTA adopted performance metrics as a part of their collective bargaining agreements to further harmonize the yearly work plan in exchange for obtaining additional financial benefits. I understand what it is to lead. In Florida, I was successful in implementing the framework that saw state legislation enacted to improve the safety of transportation in all communities. At bottom, that is the prime directive: to take our customers to the places that enhance their lives, safely, reliably, and efficiently. Now, these initiatives are being managed by leaders I have hired and will build on these agency successes. I have managed a $2 billion capital and operating budget as Deputy CAO for the City of Jacksonville during recessionary times and secured efficiencies that helped the region thrive despite the financial conditions. I have worked well with local governments with as large as a 19-member city council, gubernatorial and mayoral appointees. Leadership is not about the access to revenue one may have but the effective deployment of that existing revenue based on a communicated vision and execution of its use to fulfill the agency's mission. That effectiveness is bolstered by a keen understanding of the partnerships necessary to support HART’s mission. I have testified before congressional committees and been invited to exclusive gatherings to provide my industry perspective to USDOT leadership that has positively affected regulations and transportation guidance over the last five years before it was issued. I have spent considerable time in the Hillsborough area for business and recreation. It is an area of the state on the cusp of benefitting from a robust and reinvigorated transportation network to support access, mobility, and coordinated development. I have traveled the world and connected
17 with fellow thought leaders on the value that transit can bring to the economy, environment, and quality of life. HART's decentralized model in terms of transfer centers and transfer stations can serve as the building blocks for a world-class system of the future with the right leadership. I have demonstrated that leadership and am prepared to work with the board of directors in setting the tone in both policy and execution to ensure that the Hillsborough Area Regional Transit Authority meets the needs and exceeds the expectations of our customers, stakeholders, and the region. Having worked in various Florida city and county governments, state legislative and executive agencies, as well as enhancing that experience in a variety of private sector and nonprofit leadership roles, I have a keen understanding of the regulatory and legislative environment and how to collaborate to get things done. I am ready to immediately contribute to the success of the agency as CEO with the tools to empower the HART team to reimagine transit for the region's benefit. I look forward to your favorable consideration. Sincerely,
Cleveland Ferguson III
18 CLEVELAND FERGUSON III, J.D., D.H.L.
Professional Experience
Senior Vice President and Chief Administrative Officer June 2018 – Present Vice President of Administration August 2015 – June 2018 Vice President of Risk Management, Compliance and Human Resources July 2015 – August 2015 Jacksonville Transportation Authority (JTA) Recruited by Nathaniel P. Ford Sr., CEO, to provide strategic executive leadership in the areas of safety and security, organizational development, compliance, risk management, legal affairs, government affairs, business intelligence, human resources, information technology, public affairs, contracts and procurement, diversity and equity matters (including ADA and Title VI issues) and economic development. Leads the JTA’s Executive Leadership Team as second-in-command to CEO with 800+ employees and contractors managing regional multimodal transportation services and facilities
Safety and Security ♦ Established a robust safety culture; revamped department and recruited top talent, certified in emergency management as well as safety; professionalized security force; launched JTA See and Say App; through a series of voluntary peer reviews to establish best practices for FTA, APTA and FDOT, achieved board adoption of SMS framework Authority-wide; realigned use of technology to improve safety across system ♦ Revamped incident management team process to respond to security crises and weather events o JTA Board adopted SMS framework for fixed route services in 2017 o FDOT approved PTASP in 2020
Risk Management ♦ Established enterprise risk management (ERM) approach to Authority service delivery, safety and security operations and compliance processes o JTA Board adopted ERM framework in 2018 ♦ Championed fully automated policy, procedure, and work instruction process for Authority
Business Intelligence ♦ Secured support from senior leadership and led the reform of employee performance management by integrating score card and board-level dashboards with the creation of the JTA Enterprise Metric Management System (JEMMS) in 2016 ♦ FY 2019 JEMMS 2.0 launched connecting all of Authority’s systems into dashboards and departmental scorecards o Placed the Authority on an employee performance-based evaluation system that cascades from the CEO to the individual employee and rolls up from the individual employee to the CEO’s goals and objectives as measured yearly by the JTA Board of Directors o Labor unions adopted JEMMS performance measures into their CBAs between 2017-2020
Human Resources and ♦ Established JTA as a best practice for workforce development as system transitions to Organizational Development increased use of technology including smart and connected autonomous vehicles ♦ Established environmental graphics program in support of vision, mission and core values of Authority ♦ Moved Authority to tracking containers approach where every department gets credit for cost savings, costs avoided, and processes improved ♦ Reformed health and benefits plan design for cost-savings; facilitated the increase in health and morale of Authority employees through enterprise health and wellness program; established telemedicine program with majority of employee adoption
Government Affairs ♦ Championed strategy that led to dual award of 2018 BUILD grant to Authority and City of Jacksonville ♦ Shepherded the strategy that led to the passage of legislation to increase bus safety and
Page 1 of 10 19 reduce rear end collisions that was signed by the governor during the 2016 Regular Legislative Session
Diversity and Equity ♦ Presided over retraining of team members to ensure greater sensitivity on ADA and Title VI planning; secured JTA Board support to enter into partnership with Jacksonville Aviation Authority to increase small business certifications for small businesses to be eligible for Disadvantaged Business Enterprise participation in procured work
Economic Development ♦ Reinvigorated the Authority’s Real Estate and Transit-Oriented Development program in time for the opening of the Jacksonville Regional Transportation Center at LaVilla in March 2020 o Shepherded city inclusion of comprehensive plan amendments to support JTA’s TOD program o Partnered with private sector to dispose of $20 million in vacant land for multifamily projects o Established long term TOD ground leases in support of community development
Public Affairs ♦ Launched Route Optimization Initiative 2.0 (ROI) resulting in on-demand zone services to combat food deserts, and tackle first mile-last mile issues through our Mobility Optimized through Vision and Excellence (MOVE) program.
♦ Member - Board of Directors o Jax Transit Management Corp. (public benefit corporation) o Jax Transit Innovation Corp. (public benefit corporation) o Florida Public Transportation Association
Representative State or National Accomplishments and Presentations that Exemplify Organizational Leadership and Strategic Planning
Accomplishments Presentations
♦ (2015) FPTA Gold Bus Safety Excellence ♦ (2016) APTA BMBG Conference Award ♦ (2017) APTA International Study Mission to Asia on Safety ♦ (2016) American Public Transportation and Infrastructure Association Outstanding Public Transportation System of the Year ♦ (2017) APTA Annual Meeting
♦ (2016) Florida Public Transportation ♦ (2017) ENO Transit Senior Executive Program Association (FPTA) Outstanding Public Transportation System of the year ♦ (2018) APTA CEOs Conference
♦ (2018) FPTA Gold Bus Safety Excellence ♦ (2018) APTA Legal Affairs Conference Award – Tier 1—JTA See and Say App, early adoption of SMS on fixed route service ♦ (2018) APTA TransitTech Conference
♦ (2018) FPTA Marketing Awards for choice ♦ (2018) APTA Transit Board Administrators Conference ridership campaigns and community programming ♦ (2019) TransPro Thought Leadership Series
♦ (2018) US SBA Community Partner of the Year ♦ (2019) 8th Annual City of Fort Lauderdale Transportation Award Summit
♦ (2018) FPTA Gold Bus Safety Excellence ♦ (2019) APTA Mobility Conference Award ♦ (2019 COMTO National Conference ♦ (2019) APTA AdWheel Award – First Place
Page 2 of 10 20 Selected Community Resource Involvement o “Addressing the New Mobility Paradigm Through Employee Development” Passenger Transport January 28, 2019 at 7. o Leadership Florida Northeast Florida Regional Council 2018 – 2019 o JAX Chamber Board of Governors 2017 – present o “Technology Helps Make Case for Performance Metrics with JTA’s Labor Unions” Passenger Transport March 23, 2018 at http://passengertransport.apta.com/aptapt/issues/2018-03-23/14.html. o 2017 International APTA Study Mission Report (reviewer) Deputy Chief Administrative Officer (Acting CAO January 2015 – July 2015) August 2012 – July 2015 Consolidated City of Jacksonville, FL – Office of Mayor Alvin Brown (strong Mayor form of government) Recruited by Mayor Alvin Brown to assist the CAO in administering the operations of the departments of Public Works and Intra-Governmental Services (served as interim director). Role expanded to organizational leadership, strategic planning, and risk management of all other operations-related departments as a direct report to the CAO beginning December 2012. Assisted with management of the city’s $2 billion budget, emergency operations center, and over 5,000 full-time, non-sheriff’s office employees. Served as member of Mayor’s Budget Review Committee (MBRC), mayor’s designee on inaugural Inspector General Search and Retention Committee, and also supervised law school externs. Operations Reform and ♦ Led the reform of delivery of citizen-focused services by incentivizing innovation, Transparency in Government increasing transparency in city-wide operations through expanded use of technology, and facilitating the promulgation of standard operating procedures, executive orders and passage of ordinances focused on improving efficiency and generating revenue
♦ Provided policy direction to stabilize service delivery after an approximate 20% reduction in force and the loss of millions in city revenue over three years ♦ Led the establishment of Jax Score 1.0 and Jax Score 2.0, citizen-facing accountability dashboards in conjunction with visioning process of Jax 2025
♦ Facilitated the establishment of the Property Asset Management Optimization (PAMO) process by executive order to better dispose of under-utilized city assets
♦ Facilitated the reduction of various forms of risk and increase in safety within the city’s public building maintenance programs as well as security protocols
♦ Facilitated the outsourcing of parts operations resulting in $120,000 in year-over-year savings and a one-time reduction of $1 million in overhead
♦ Provided executive sponsorship of city-wide Enterprise Resource Planning (ERP) process, website redesign (coj.net) as well as mobile and web-based applications (My Jax) Accountability of Employees ♦ Developed comprehensive employee performance management system through score cards and dashboards (JaxOps and JMIS) to increase accountability to better ensure organizational focus on the mayor’s priorities ♦ Facilitated county-wide online employee skills-based training programs as well as ADA compliance programs due to U.S. Department of Justice settlement agreement Community Redevelopment ♦ Launched the mayor’s signature community development initiative, Renew Jax, resulting in public private partnerships and an initial $40 million investment in key city neighborhoods, corridors, and infrastructure ♦ Facilitated the restoration of the North West Jacksonville Economic Development Trust Fund and its Advisory Committee ♦ Provided strategic direction to the Office of Jacksonville Small & Emerging Businesses (JSEB) to secure 150% increase year-over-year in professional services Negotiations and Settlement ♦ Renegotiated the city facilities management contract after a 19-year exclusivity of Contracts and Legal agreement resulting in year-over-year taxpayer savings of $900,000; secured $1 Disputes million contribution to general fund and repairs to Veteran’s Memorial Arena
Page 3 of 10 21 Representative Accomplishments that Exemplify Organizational Leadership and Strategic Planning
♦ (2013) Planning & Development, Building Inspection ♦ (2014 – 2015) Intra-Governmental Services Division—received unlimited accreditation by Department, Fleet Management Division—recognized International Accreditation Service with the Major as among the “100 Best Fleets in North America” (2014 Jurisdiction Committee of the International Code #90, 2015 #63) Council (ICC) identifying one of five “notable practices” in Jacksonville as an ICC “best practice” ♦ (2014 – 2015) Fire & Rescue Department— recognized by Insurance Services Office (ISO) for ♦ (2013) Information Technology Division—city improving the safety rating of county which website rated as the “Most Transparent in Florida” by immediately lowered homeowner insurance premiums the First Amendment Foundation in the most safety-challenged parts of the county
♦ (2013 – 2014) Regulatory Compliance Department, ♦ (2014 –2015) Information Technology Division— Division of Animal Care & Protective Services— Smart and Connected Community for Telemedicine received Agency of the Year and Outstanding Pilot (one of 10 in the nation) Supervisor of the Year from the Florida Animal Control Association ♦ (2015) Parks & Recreation—USTA Outstanding Facility Award ♦ (2013) Information Technology Division—Top 10 Digital City, Center for Digital Government ♦ (2015) Employee Services Department, Compensation & Benefits Division—moved city to fully self-insured in ♦ (2014) Information Technology Division—Top Three 2015 and reached the IRS-mandated reserves by second Digital City, Center for Digital Government quarter ♦ (2015) Information Technology Division — “Top 100 ♦ (2014) Division of Emergency Management/Office of CIO” One of 100 Innovative Organizations that uses IT Grants—Rockefeller Foundation “Resilient City” (one effectively to create business value, CIO Magazine (one of six American cities) of a handful of cities so recognized)
♦ (2014 – 2016) Intra-Governmental Services ♦ (2015 – 2016) Public Works Department— GE Department, City Link Office (630 CITY)—Public Intelligent City Pilot member (one of two cities in the Technology Institute named city as a “Citizen Engaged world) Community” Selected Community Resource Involvement o Leadership Florida Graduate – Class XXXIII. o Crystal Moyer, “Renew Jax: Project to Solve Drainage Problems in Magnolia Gardens”, News4Jax.com, June 16, 2015, http://www.news4jax.com/news/project-to-solve-drainage-problems-in-magnolia- gardens/33611308. o Colleen Michele Jones, “City of Jacksonville's 2.0 Digital Dashboard Almost Ready for Prime Time” Jacksonville Business Journal, October 21, 2014 at www.bizjournals.com/jacksonville/news. o Presented “Technology and Citizenship in Florida” at “Spring 2014—From the Chambers to the Cloud: Connecting Citizens and Local Governments” The Lou Frey Institute Symposium, University of Central Florida, Orlando, FL, March 10, 2014. o Colin Wood “Jacksonville, Fla., Publishes Online Scorecards for Better Transparency” Government Technology Magazine, March 31, 2014 at www.govtech.com.
Commissioner October 2010 – August 2012 Consolidated City of Jacksonville, FL – Jacksonville Economic Development Commission (JEDC) Recruited by Mayor John Peyton and confirmed by Jacksonville City Council to evaluate applicants’ abilities to support regional economic development and job creation using state and local matrices • Developed and executed policies that resulted in economic development opportunities in the City of Jacksonville • Increased small business initiatives in the City’s Enterprise and Empowerment Zones • Served as a member of the o Industrial Development Authority o Community Redevelopment Agency
Page 4 of 10 22 Adjunct Professor of Law August 2014 – July 2015 Research Professor of Law June 2013 – July 2014 Professor of Law (tenured) August 2009 – May 2013 Associate Professor (tenure track) August 2007 – 2009 Chaired Professor in Human Rights and Strategic Initiatives August 2004 – May 2013 Assistant Professor (tenure track) August 2003 – 2007 Florida Coastal School of Law (Coastal Law) Jacksonville, FL Recruited to join Coastal Law and approved by the faculty as a tenure-track law professor. Exercised progressive leadership responsibility and led several Coastal Law committees including a taskforce that recommended expansion of distance education curriculum development. Co-directed Coastal Law’s inaugural summer abroad program at the Université d’Auvergne, Clermont-Ferrand, France through accreditation by the American Bar Association. Attained progressive leadership positions throughout The Florida Bar, the American Bar Association and the DW Perkins Bar Association.
Teaching ♦ L.L.M. coursework included the following constitutional and commercial law courses: Florida Excellence Constitutional Law (asynchronous) and Contracts and Sales (synchronous and asynchronous)
♦ Pre-J.D. (AAMPLE) coursework included the following course: Negotiable Instruments [Uniform Commercial Code Articles 1, 3, 4] (synchronous and Face-to-Face)
♦ Juris Doctor coursework included the following course areas: Commercial Law and Business Law, Constitutional Law Administrative Law, and International Law Service to ♦ Faculty Advisory Council, 2010 –2013; Retention, Promotion & Tenure Committee, Chairperson, 2010 – Coastal 2012 (elected); Education Technology Committee, Chairperson, 2010 – 2011; Library, Information and Law Technology Committee, Chairperson, 2007 – 2009; Mentoring Taskforce, 2005 –2006; Academic Standards Community Committee, 2003 –2007, Chairperson, 2004 – 2007; Convention on the Rights of the Child Project Coordinator, 2004 –2005; Library Director Search Committee, 2004 –2005; Coastal Law Clinics in Child Advocacy Taskforce Chairperson , 2004 –2005; Faculty Appointments Committee, 2003 –2004, 2011 – 2012 Service to InfiLaw ♦ AAMPLE Negotiable Instruments Teaching Taskforce, 2010 – 2012; Distance Education Taskforce, Consortium Chairperson, 2009 – 2010; Intellectual Property Taskforce Florida Coastal, Charlotte Law, Phoenix Law, Chairperson, 2006 – 2007 Service to ♦ Vision 2016, The Florida Bar, 2013 – present; ABA Business Law Committee, 2005 – 2014; Vice Chair – the American Bar Association SIL Human Rights Committee August, 2009 – July 2015, Chairman of Profession Publications, Editor in Chief – Human Rights News; Vice Chair – ABA SIL Nonprofit/NGO Committee, and the July 2008 – July 2015; Editor – American & Caribbean Law News/Review, April 2005 – May 2013; Mayor Community Alvin Brown’s General Counsel Advisory Subcommittee, May – July 2011; Grand Historian – Kappa Alpha Psi Fraternity, Inc., July 2011 – August 2013; Selected for Jacksonville Chamber of Commerce Political Leadership Institute – Class III, 2011; Leadership Jacksonville Class of 2010, Class Representative-Board of Directors; 2010 –2011, American Bar Association (ABA) Site Team Evaluator, 2007 – 2013 Selected ♦ 2011 Colloquia United States Representative, Université d’Auvergne, Clermont-Ferrand, France Recognition ♦ 2009 –2010 Faculty Vision Award (voted on by the students) ♦ 2007–2008 National Policy Board Chairman’s Award
Books and Book Chapters • A PRACTICAL APPROACH TO FLORIDA CONSTITUTIONAL LAW, (textbook forthcoming 2021). • “Whose Constitution: State Or Nation?” CH. 12. IN A ROAD MAP OF A NEW CONSTITUTION FOR TURKEY at 173, ED. FATIH ÖZTÜRK (2014). • “Reimagining Common Law as a Form of Custom: A Comparative Approach Between the UCC, the Common Law Judge, and la Doctrine” in LA COUTUME DANS TOUS SES ÉTATS at 395, ED. FLORENT GARNIER (2013). o Published in French and English
Page 5 of 10 23 Articles in Journals and Reviews • International Legal Developments in Review: 2014 International Human Rights (editor) 49 Int’l Lawyer 355 (2015). • International Legal Developments in Review: 2013 International Human Rights (editor) 48 Int’l Lawyer 453 (2014). • International Legal Developments in Review: 2012 International Human Rights (editor) 47 Int’l Lawyer 407 (2013). • Kimin Anayasasi: Devletin mi? Milletin mi? (Whose Constitution: State or Nation?—A Comparative Approach) Turkish Just. Assn. J., at 115 (2012). o Published in Turkish and English • International Legal Developments in Review: 2011 International Human Rights (editor) 46 Int’l Lawyer 389 (2012). • International Legal Developments in Review: 2010 International Human Rights (editor) 45 Int’l Lawyer 381 (2011). • International Legal Developments in Review: 2009 International Human Rights (editor) 44 Int’l Lawyer 473 (2010). • Of Republicrats and DemPublicans: Can African American Voting Patterns at the Local Level Translate Into Broader Support for National Republican Candidates? 19 U. FLA. J.L. & PUB. POL’Y 192 (2008). o Named Top 10 Article in Politics and Policy by Social Science Research Network • Casting One Voice: Defining States’ Rights on Dormant Treaty Power, COASTAL LAW MAGAZINE, at 9 (2008). o Cited in law reviews • Of Politics and Policy: Can the U.S. Maintain its Credibility Abroad While Ignoring the Needs of its Children at Home?—Revisiting the U.N. Convention on the Rights of the Child as a Transnational Framework for Local Governing, 14 TULSA J. OF COMP. & INTL L. 191 (2007). o Cited in law reviews • Incrementalism, Ideology, and Social Choice: Should the United States Ratify the U.N. Convention on the Rights of the Child?—A Practical Perspective, 1 FAMU L. REV. 15 (2006). o Cited in law reviews • The Needs of Children: Looking to the Cities for Leadership (with Eric Smith) at 80 QUAL. CITIES MAG. 87 (2006). • Increasing the Number of Lawyer-Legislators Begins With an Understanding of Campaign Finance Regulation, FLA. B.J. Oct. 2005, at 66. (peer reviewed) o Cited in law reviews Other Publications • THE ACLI NEWS, Cleveland Ferguson III, editor (Vols. I – VII, 2004 – 2013) (creator of publication for the American and Caribbean Law Initiative). • HUMAN RIGHTS NEWS, Cleveland Ferguson III, editor (Vols. I – III, 2010 – 2012) (creator of publication for the ABA Section of International Law Human Rights Committee).
Visiting Assistant Professor July 2001 – June 2003 NSU Shepard Broad Law Center Fort Lauderdale, FL
Taught the following courses: • Administrative Law, Lawyering, Skills & Values I and Lawyering, Skills & Values II and Negotiable Instruments Published: • Scattered, Smothered & Covered Under Water Regulation: Have the Courts (Finally) Unscrambled Franchise Rights of IOUs and Local Governments? FLA. B.J. Nov. 2002, at 22.
Page 6 of 10 24 Broward County Sistrunk Historical Festival Executive Director August 1999 – February 2003 Broward County Government Broward County, FL Recruited to Broward County government to part-time position to redevelop and manage the Sistrunk Historical Festival; reported to Broward County Library administrator and community board of directors. Using private-sector approaches, reinstated the confidence of the community in the Festival (it began in 1980).
Organizational Leadership ♦ Led strategy meetings of the board of directors, cultivated members and patrons, and established standard operating and auditing procedures that resulted in the restoration of the county-wide cultural program ♦ Established a Broward County Artist-in-Residence Program ♦ Provided policy recommendations to the Broward County Library administrator and various county coordinators ♦ Facilitated the establishment of curating process for Sistrunk Historical documents and artifacts ♦ Facilitated the reduction of risk and increase in safety within festival operations • Received commendations from Broward County Mayor and Commission • Received commendations from City of Fort Lauderdale Mayor and Commission • Honored as 2001 Outstanding South Floridian Strategic Partnerships ♦ Established multi-year public-private partnerships or sponsorships with Black Entertainment Television, the North Broward Hospital District, Florida A&M University, Nova Southeastern University, and various local governments ♦ Facilitated county-wide volunteer programs with community partners Marketing and Program ♦ Provided year-long cultural programming to historic Mid-town and North West Implementation communities in central Broward County through aggressive grant-funding • Managed the 2000, 2002 and 2003 Festivals • Managed the 2000-2003 Annual Parades
♦ Restored public private funding, including grants and sponsorships to surplus ♦ Established a Broward County Artist-in-Residence Program
Negotiations and Settlement ♦ Renegotiated a variety of county, constitutional officer and city facilities and use of Contracts and Legal agreements, risk management agreements, and security agreements Disputes
Director of Student Activities and Leadership Development May 1999 – June 2001 Nova Southeastern University (NSU) Fort Lauderdale, FL Recruited by Vice President of Student Affairs to become Assistant Director and provide organizational leadership and strategic reform to the student activities and leadership development programs. Promoted to Director within first year; supervised 40 employees and graduate assistants.
Director December 1996 – May 1997 Florida State University – Office of Legislative Affairs Tallahassee, FL
• Developed the Office of Legislative Affairs and coordinated the inaugural legislative agenda • Served as chief lobbyist; testified before Florida House and Senate Committees • Coordinated with president of FSU, Board of Regents, and FSU’s Office of Governmental Relations on local and system-wide issues • Developed statewide marketing plans, including writing, directing and producing television, newspaper, and radio spots and advertisements
Page 7 of 10 25 Legal Experience
Legal Counselor, Consultant, and Attorney-at-Law May 1999 – present Ferguson & Associates, LC (not practicing during August 2012 –June 2015) Maintains part-time consulting practice with emphasis on local governments, contracts, commercial, environmental, and international business transactions, administrative procedures and regulatory policy; non-profit organization grant-writing and business entity organization
Litigation ♦ Lead attorney on complex commercial litigation matters including: • Developments of Regional Impact (DRI) and Florida Quality Development (FQD) management and multiparty litigation • Regulatory challenges • Trademark actions • State constitutional law challenges
Counseling ♦ Counselor for elected officials on issues including: • Charter Review Commissions • State and federal election laws • State constitutional law issues
♦ General Counsel to Broward Soil & Water Conservation District
♦ Served as general counsel or legal counsel to a number of commercial, nonprofit entities, and multinational enterprises
Consulting ♦ Consulted on commercial, legislative, non-profit, and foundation activities Themis Bar Review 2011 – 2015 o Lead state constitutional law subject matter expert Kaplan Bar Review 2009 – 2011 o Lead state constitutional law subject matter expert
Service ♦ Florida Legal Services, Inc. July 2007 – June 2015 • President – 2014 – 2015 • Designated Director – Florida Bar Foundation 2014 – 2016 • Strategic Planning Committee 2012 – June 2015 • Executive Committee 2010 – June 2015 • Personnel Committee o Chairman 2009 – 2011 • Budget and Audit Committee o Chairman 2008 – 2009, 2011 – 2012 • Capital Campaign Committee o Reappointed by Florida Bar Board of Governors ♦ Governor – 17th Circuit, Seat 4 May 2001 – June 2003 Florida Bar Board of Governors - Young Lawyers Division Broward County, FL • Drafted Joint Legislative Symposium on Homeland Security, Constitutional rights for YLD BOG for candidates for Attorney General • Vice Chair, Dignity in Law Committee • Member, Florida Bar Moot Court Committee and CLE Committee • Represented the young lawyers of the 17th Circuit (Broward County) on YLD Board of Governors ♦ Editorial Board Member June 1998 – July 2004 The Florida Bar Journal, The Florida Bar News Page 8 of 10 26 Certifications and ♦ Member - The Florida Bar, United States Supreme Court Bar Training • Certified in Latin American and Caribbean Studies • Certified Expert for the United Nations International Legal Exchange • Completed Florida Circuit Civil Mediation Training
Staff Attorney – Division of Legal Services, Bureau of Water & Wastewater July 1997 – May 1999 Florida Public Service Commission (FPSC) Tallahassee, FL
Organizational ♦ Designated staff person responsible for designing and implementing alternative Leadership methods of enforcing Commission orders, by drafting petitions and motions for circuit court as well as preparing recommendations and orders which resulted in recorded liens for deposit in the General Revenue Trust Fund and Florida Public Service Commission Regulatory Trust Fund; lead researcher on procedural legal issues for Division of Legal Services
♦ Bureau of Water & Wastewater representative to the General Counsel responsible for proposing ways to further integrate technology into Commission processes ♦ Advised the Commission on regulatory matters as assigned by PSC Chairwoman
Administrative, Circuit ♦ Prosecuted investor-owned utilities for delinquent regulatory assessment fees and Federal Court Litigation ♦ Second-chaired several Commission proceedings in Division of Administrative Hearings, FPSC, and United States Middle District Court;
♦ Prepared notices and conducted discovery, which included drafting interrogatories and requests for production of documents; arranged settlement negotiations
Multi-disciplinary ♦ Represented technical staff of the Bureaus of Water and Wastewater and Administrative Telecommunications at rehearings, agenda conferences, customer meetings; wrote Representation and reviewed recommendations and orders for rate cases, limited proceeding, certificate, transfer, exemption, and rule-waiver dockets for the water and wastewater industry; processed agreements, recommendations, and orders for interlocal exchange, wireless, and interconnection services agreements for the telecommunications industry • NARUC Utility Rate School Certification • 1998 Nominee FPSC Superior Accomplishment Award
Page 9 of 10 27 Education/Honors
D.H.L 2018 Nova Southeastern University Fort Lauderdale, FL Received the Doctor of Humane Letters during the May 2018 Commencement Ceremonies.
Juris Doctor 1994 –1997 Florida State University – College of Law Tallahassee, FL
• Florida Bar Foundation Scholar Concentration in International Law • Research Editor Journal of Land Use and Environmental Law • National Mock Trial Team – Lead Advocate • Legal Intern: Florida Election Commission, Department of Business and Professional Regulation • Legislative Intern, Florida House of Representatives Committee on Ethics and Elections o Commendation Speaker of the House Hon. Peter Wallace • Research Assistant, Dr. Albert K. Fiadjoe Dean and Professor of Law University of the West Indies • Guardian Ad-Litem • Received Commendation by Hon. Phil Padavano, Chief Judge, 2nd Circuit • Public Service Fellow • 1994-1997 Distinguished Pro Bono Award Recipient • 1996-1997 Student Senator of the Year • Justice – Phi Alpha Delta Law Fraternity, International • BLSA member, SALSA member • University Constitution/Statute Revision Commission • Burning Spear, Inc., Inductee • Seminole Torchbearers, Inc., Inductee
B.S. Legal Studies 1989 –1994 Nova Southeastern University Fort Lauderdale, FL Minor: Communications Specialty: Latin American and Caribbean Studies
• Dean’s List Concentration in International Law; Field Study: La Ruta Maya • NSU Academic Scholar • Henry E. Kinney Journalism Scholar • Dr. James W. Parker Scholar • Florida Student of the Year Finalist • NSU Student of the Year • Two-term Student Body President • Homecoming King • Florida Independent Students Association Governmental Affairs Director • Received numerous awards for academic excellence, leadership development and mock trial competitions
Other Publications
Other Articles in Legal Journals and Reviews • Agency Discipline Proceedings – the Preponderance of Clear and Convincing Evidence, FLA. B.J. Jan. 1998, at 71. • The Politics of Ethics and Elections: Can Negative Advertising be Regulated in Florida? 24 FLA. ST. L. REV. 463 (1997). o cited in Faxon v. Michigan Republican State Central Committee, 624 N.W.2d 509, 519 (Mich. App. 2001) et. al. Legislative Materials • Deceptive and False Advertising in the Political Process, FLA. HOUSE REP. COMM. ETHICS & ELEC. 1995 (Interim Project).
Page 10 of 10 28 HART – Chief Executive Officer Candidate Questions – Please Respond by October 1, 2020
Please prepare written responses to the following questions. Please limit your responses to one page per question and retype the question at the top of each page. Be sure to put your name on the document and put all question responses in one document. Please email your responses back to me by the end of the day on Thursday, October 1, 2020. Thank you.
1. The next Chief Executive Officer for HART will take the helm while HART is still feeling the impacts of COVID 19. What will be your initial priorities in the first 6 months?
2. Describe how you build, mentor, and develop your staff team?
3. Provide an example of a best practice for sustainable transportation you developed and led that you think would be most applicable to HART. What were the lessons learned?
630 Dundee Road, Suite 130, Northbrook, IL 60062 Local: 847.380.3240 Toll Free: 855.68GovHR (855.684.6847) Fax: 866.401.3100 GovHRUSA.com
EXECUTIVE RECRUITMENT INTERIM STAFFING MANAGEMENT AND HUMAN RESOURCE CONSULTING 29 Cleveland Ferguson III
1. The next Chief Executive Officer for HART will take the helm while HART is still feeling the impacts of COVID 19. What will be your initial priorities in the first six months?
On day one, I would ensure that we support our front-line employees with the proper personal protective equipment. The appropriate level of cleaning of our facilities, vehicles, and equipment must be consistent. I would communicate these efforts to reassure the public that HART can transport our customers to their places of employment, medical needs, and the other destinations during this heightened health concern. Our supply chains need to be unfettered, and the requisite planning for our inventory levels must be real-time.
I would want to know every milestone and deadline associated with legal commitments, such as local, regional, state, and federal grants and contractual obligations. I would continuously update and communicate with our regulators and business partners to ensure transparency.
Within the first few weeks, I would expect to review the Vision, Mission, and Goals of HART with the team and develop scenarios to define the cornerstone factors that support the priorities approved by the board and in partnership with the community we serve.
To do that, I would engage HART executives, senior leaders, and front-line staff to understand their perspectives. I would analyze the data from national, regional, and local sources for emerging industry trends in transit.
As a team, we would need to determine how the effects of the pandemic enable HART to pivot to broader integrated infrastructure and mobility services. We would need to answer critical questions of how we can regain and expand ridership, leverage HART's entrepreneurial spirit to serve the Hillsborough area, and ensure that we are a leader in equity issues in the region in terms of service delivery. We would simultaneously explore new funding opportunities and determine the extent of the opportunity to evaluate the rightsizing of services, staff, processes, and systems.
I would organize senior leaders into cross-functional working groups to process essential considerations. For example, what are the Hillsborough area and state of Florida economic, regional population, and workforce trends? What are the critical mobility issues? Who are HART's core customers, and are their needs being met? What is the right blend of fixed route vs. circulator demand response? How can we improve efficiency and financial support?
I would prioritize our scenario framework into three buckets with the following drivers: "COVID-19 Recovery," "Economic Recovery & Political Context," and "Local Conditions." The scenarios would explore how HART would respond if there is a "Rapid Rebound," "Moderate Momentum" or if the effects lead to a "Lingering Lifestyle" or some combination of each of these with the appropriate triggers and timeframes around agency services, agency actions, and strategic actions.
This analysis would inform appropriate changes to the strategic plan, allow for innovative ideas that will shape the future, and align the tactical actions with contingencies and triggers related to external factors HART may be in a position to influence, but not control. HART's course would need to be communicated frequently with the board and staff, our customers, stakeholders, and the region. Once we have internal consensus informed by the data and concurrence with our regulatory and business partners, HART's resiliency in discharging its functions as a force multiplier in assisting in the region's recovery will be evident as we would provide public-facing dashboards to chart the progress.
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30 Cleveland Ferguson III
2. Describe how you build, mentor, and develop your staff team?
I am a firm believer in leading by example with a vision beyond the current circumstances. It is essential to articulate my vision and empower the team to follow through. I prefer to measure follow-through by an objective rubric communicated to the team before executing the strategy. The measurement should not be a winner-take-all, zero-sum approach, but one that establishes not only a minimum level of performance but also a stretch goal.
Further, my approach considers the importance of identifying those with high potential as well as top performers. It is vital to inspire the team. For those who cannot see the vision, I would place them in simulated situations to test critical and strategic thinking or as second chairs to the accountable executives to foster collaboration in executing the strategy. I would also challenge the group to be courageous by developing the milestones needed to achieve the goals. This approach allows the team to identify quick wins, as well as the path to achieving success.
I have also found that leadership can overcome deficits in financial resources to accomplish organizational goals. For example, I established JTA University to equip front line and management staff with the foundation for the transit jobs of the future and the developmental tools needed to provide emotionally intelligent customer service. We also organized our training and professional development under this program. This process provided an increased level of interaction between all employees to help the organization stay on mission without increasing costs. Once you build that credibility that comes with success due to your empowerment, the organizational culture can begin to shift to higher engagement and performance levels. See, e.g., Addressing the New Mobility Paradigm Through Employee Development, at http://pages.nxtbook.com/ygsreprints/APTA/g103177_apta_01282019/iphone/g103177apta_nxtbk_ p0007_midres.jpg?1548357382.
I have demonstrated this throughout my service. Most recently, my efforts at building a team have been embraced by union leadership by ratifying in their collective bargaining agreements my approach to empowerment and follow through. See, e.g., Enhancing Organizational Culture Through Performance- Based Metrics, at https://online.flippingbook.com/view/951501/.
Suppose I am joining a team that has endured leadership issues. In that case, it will be critical for me to understand the cultural issues, gain consensus on the strategic priorities, and get the team to share their SWOT analysis. Understanding that the team rises together removes the impulse to compete against one another and better ensures it can focus on the work plan.
Finally, I employ a working group model as my approach to the executive leadership team. It assists with accountability and workflow on everything from major projects to budget reviews of programs and planning for board committee meetings to community charrettes. The team succeeds when we work to ensure excellence. Excellence comes from understanding and preparation. When the team is prepared, there is no need to worry about being held accountable by the board, stakeholders, or the public. You embrace it. This approach has led me to consistent success in completing projects and programs ahead of schedule and on or under budget. I would bring that approach to my development of the team at HART.
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31 Cleveland Ferguson III
3. Provide an example of a best practice for sustainable transportation you developed and led that you think would be most applicable to HART. What were the lessons learned?
A focus on environmental, social, and economic elements comprise the heart of sustainable transportation. In one example, I developed a holistic plan called MOVE: Mobility Optimized Through Vision and Excellence to knit our sustainable transportation elements into a cohesive strategy. That is the best practice: developing a strategic plan with local partnerships to reduce the transit environmental impact in all sectors of the service territory that supports the entire community's economic empowerment. Out of the MOVE Plan, I have led and championed several initiatives.
Environmental I championed eliminating costly and underutilized fixed-route service powered by diesel 40-foot diesel buses in favor of sponsoring on-demand, door-to-door, ADA-accessible electric-powered vehicles for our beaches communities. We are also supporting a similar service in a historic neighborhood. The use of electric vehicles supports the environment and quality of life of our customers. Ridership increased.
Social The MOVE Plan calls for equity in our optimized transportation offerings. As a result, I led the program called ReadiRide: a zone-based service delivery model that features smaller, more fuel-efficient vehicles for rural areas and our urban core. It also provides first-mile, last-mile connectivity to our fixed route services through the 875 square-mile territory. In partnership with the City of Jacksonville, we developed door-to-door service to eliminate food deserts in the urban core and underinvested neighborhoods through our Door to Store program.
Economic Development In addition to strengthening our P3 relationship with Clean Energy in building a public CNG facility that fuels nearly fifty percent of our fleet along with the city's, these CNG vehicles support the largest bus- rapid transit (BRT) system in the Southeast. I ensured the third BRT line was built while the CEO managed national duties. It is the only BRT line that goes to the beach, reducing vehicular traffic.
An example that comprises each sustainability component—environmental, social, and economic that is also a best practice is my leading the board through the process of overhauling our transit-oriented development (TOD)/joint use program. The process began with multiple stakeholders and industry experts' support in scrutinizing existing policies and procedures to develop TOD-friendly comp plan amendments. Our well-attended industry workshops garnered support for two successful federally funded TOD planning grants and new partnerships that convert our "lazy assets" to uses that revitalize the community. See, e.g., https://online.flippingbook.com/view/3941/.
Our latest projects are connecting to our BRT lines. One long-term ground lease will transform acres of blight into a 1,300-student school and after-hours community center. The city council recently passed a resolution calling for a double-digit investment of its infrastructure budget dedicated to this corridor. Further, we will be announcing a national partnership that will lead to the installation of delivery lockers along this route, encouraging people to leave their vehicles, ride our BRT lines, collect their packages and enjoy 10-15 minute frequencies to their destinations.
The lesson learned is a transit agency must be agile and responsive to the community's needs. These examples address the environmental, social, and economic components of sustainable transportation and represent a holistic approach that I can bring to the Hillsborough area under my leadership.
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32 9/26/2020 https://app.jazz.co/app/resumes/questionnaire/35034694/print Cleveland Ferguson
Questionnaire name: Release of Information Candidate Questionnaire - HART-CEO 9- 2020
Questionnaire taken on: 2020-09-25
Job applied for: Hillsborough Area Regional Transit Authority - Chief Executive Officer (September 14, 2020) - Tampa, FL
Question Answer
NOTE: Any false response, Yes, I agree with these terms and conditions. misrepresentation, or omission of relevant information submitted by you to the questions below may disqualify you from eligibility, selection, or appointment. Misleading or inaccurate information may result in our client withdrawing any conditional or final job offer, or in litigation against you.
First Name: Cleveland
Middle Name: N/A
Last Name: Ferguson
Preferred Pronoun (ex. He/She/They He/His/Him etc.)
How did you learn about this position? Mass Transit Magazine
Street Address:
City, State, Zip: Jacksonville, FL 3222
Cell Phone:
Email Address:
Male or Female (Optional): Male
REFERENCES: Whether you have GovHR USA may contact all references that I have submitted.
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Additional Reference Information
EDUCATION: Highest Degree Earned: Juris Doctor
College/University & Location(city): Florida State College of Law, Tallahassee, FL
Additional Degree Earned: Bachelor of Science; Speciality-Latin American & Caribbean Studies; Minor-Communications
College/University & Location(City): Nova Southeastern University, Fort Lauderdale, FL
Additional Degree Earned: Doctor of Humane Letters
College/University & Location (City): Nova Southeastern University, Fort Lauderdale, FL
CURRENT EMPLOYMENT 800 INFORMATION: 1. Total # of full time employees in your current or most recent overall organization (if applicable):
2. Total # of full time employees in your 60 current or most recent department (if applicable):
3. Total budget in your current or most $200 million recent overall organization (if applicable):
4. Total budget of your department or $50 million areas of responsibility (if applicable):
5. Expected compensation for this $275,000 position:
6. Who do you (or did you) report to CEO (title only):
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7. Related professional affiliations: Board Member-Florida Public Transportation Association; Member-Conference of Minority Transportation Officials; Board Member-Jacksonville Chamber of Commerce; Board of Advisors-JAXUSA; Member-Class of 2017, ENO Center for Transportation; Reviewer-2017 American Public Transportation Association International Study Mission; Member-Urban Land Institute; Member, Class XXXIII-Leadership Florida; Member- Florida Bar; Member-U.S. Supreme Court Bar
8. Please confirm that you agree to Yes, I agree to immediately advise the GovHR consultant and immediately advise the GovHR USA provide all necessary information. consultant assigned to your recruitment if you accept another position or your employment circumstances change at any point during the recruitment and selection process for this position.
9. At any time in the last seven (7) No. years, have you been convicted of any offenses relating to your operation of a motor vehicle, or has your drivers license been suspended for any reason? If yes, please provide all information and applicable dates. Yes or No (If yes, please explain).
10. At any time in the last seven (7) No. years, have you been a party to a lawsuit in any court or administrative proceeding, personally or professionally? If yes, please provide general information and applicable dates. Additionally, please identify the applicable venue or jurisdiction of any applicable court or administrative proceeding, and if known, the current status and/or disposition of such court or administrative proceeding. Yes or No (If yes, please list and briefly explain).
11. At any time in the last seven (7) No. years, have you been disciplined by your employer, for any reason? If yes, please provide all information and applicable dates. Yes or No (If yes, please explain).
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12. At any time in the last seven (7) No. years, have you been investigated by a professional association or other organization, including but not limited to a governmental entity with investigative authority, for any reason? If yes, please provide all information and applicable dates. Yes or No (If yes, please explain).
13. At any time in the last seven (7) No. years, has anyone made a complaint against you to a professional association regarding your professional status or certification? If yes, please provide all information and applicable dates. Yes or No (If yes, please explain).
14. At any time, have you been asked to No. resign, or have you been terminated from employment? If yes, please provide applicable dates and please indicate if a severance agreement and/or release of claims was executed by you regarding such resignation/termination.
15. At any time, has anyone made a No. complaint against you to a professional organization or your employer for alleged violations of state or federal civil rights or sexual harassment laws? If yes, please provide all information and applicable dates. Yes or No (If yes, please explain).
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38 Jeffrey B. Hiott
Education
· Bachelor of Science – Civil and Environmental Engineering Georgia Institute of Technology, Atlanta, Georgia
Work History
2007 to Present American Public Transportation Association (APTA), Washington, D.C.
2018 to Present Vice President – Technical Services and Innovation
2010 to 2018 Director – Bus Transit and Emerging Technologies
2007 to 2010 Senior Program Manager – Bus Transit and Standards Development
2005 to 2007 Brick Industry Association (BIA), Reston, Virginia
Engineer – Manager of Educational Programs and Sustainability Issues
11/2004 to 9/2005 Hancor, Inc., Arlington, Virginia
Project Engineer, Northern Mid-Atlantic States
2003 to 2004 Plastics Pipe Institute (PPI), Washington, D.C.
Corrugated Polyethylene Pipe Applications Engineer
2000 to 2003 Pond & Company, Atlanta, Georgia
Project Engineer
12/1999 to 9/2000 Georgia Department of Transportation, Atlanta, Georgia
Transportation Design Engineer
39 Data Summary:
Candidate: Jeffrey B. Hiott
Organization: American Public Transportation Association (APTA)
Position: Vice President – Technical Services and Innovation
Organization Budget: $27 million
Department Budget: $3.8 million
Total Number of Employees in Organization: 79
Total Number of Employees in Department: 14
Expected Salary: $210,000
Reporting Relationship: President/Chief Executive Officer
Years of Experience: 21
Professional Affiliations:
· American Society of Civil Engineers · Institute of Transportation Engineers
40 September 1, 2020
Attn: Joellen Cademartori, Chief Executive Officer and Charlene Stevens, Senior Vice President GovHR USA 630 Dundee Road Northbrook, IL 60062
RE: Chief Executive Officer position Hillsborough Area Regional Transit Authority (HART)
Dear Ms. Cademartori and Ms. Stevens:
I am submitting my resume in consideration for the position of Chief Executive Officer for the Hillsborough Area Regional Transit Authority (HART). For more than two decades I have focused my career on making a positive impact in communities. My distinctive professional background coupled with vast experience in transportation and a clear, actionable vision for the future of the industry will not only build upon the HART system, but also build upon it to better serve the needs of the region. As a proven leader, with a true passion for transit I know just how vital a strong, secure transportation system is to the physical and economic health of a region.
Transit is the backbone of communities, and right now times are unprecedented and uncertain, with the long-term impact yet to be determined. One thing is certain, transportation systems like HART have been vital to keeping our communities running. As a senior leader in the industry’s top association, I have the unique experience to understand what is needed to ensure HART will not only recover and restore full service to the residents of Hillsborough County at pre-pandemic levels, but increase ridership and enhance HART’s positive impact in the community.
I am a leader who values transparency and strong ethics and define myself as a data-driven problem solver that possesses professional decorum and integrity. I will bring to HART a uniquely in-depth and comprehensive knowledge of transit operations. My understanding of industry trends will ensure HART remains relevant in the new mobility landscape utilizing learned experiences from peer agencies. As a member of APTA’s Senior Team, I have an accomplished record of organizational development; strategic planning and implementation; contract management and oversight; grant management; fiscal management; and staff development with an emphasis on diversity, inclusion, and acceptance.
My management style is built around an environment of collaboration with open communications and a team-oriented approach. Throughout my career I have engaged and led groups of various backgrounds from frontline workers to General Managers and CEOs. From creating and executing strategy and business plans, to working alongside government affairs to advocate and advance legislation at the federal level to developing and implementing budgets
41 and moving the needle on emerging technologies such as bus electrification. I am more than prepared to take the helm and lead HART into the future.
Key accomplishments include:
• Led intensive peer reviews for agencies all over the world offering recommendations in areas such as: organizational management, operations and maintenance, procurement, capital project planning and delivery, safety policies, and security needs. • Managed a program for the development of industry standards and best practices in all modes: bus, BRT, paratransit, rail, commuter rail, as well as safety, security, procurement, transit asset management and technology. • Developed transit programs for transit agencies to implement SMS for improved safety and service quality. • Coordinated with federal agencies, including FTA, FRA, and TSA, to define policy, develop funding streams and communicate transit needs to federal partners
HART, like agencies across the country, is facing uncertainties with COVID-19, budget constraints, and transit ridership. With great uncertainty comes great opportunity. Opportunity to create an agency that is agile, innovative, and open to new ideas and continuous improvements. My extensive transportation experience will allow me to leverage my strategies and leadership attributes: fairness, honesty, trust, supportiveness, optimism, strong partnerships, and solutions driven and bring HART, not just through these uncertain times, but into a brighter future.
As someone who has spent 20 years of progressively responsible management experience in transportation, I am ready to take on a new challenge and lead HART. It would be my honor to serve as HART's Chief Executive Officer and I look forward to speaking with you about this opportunity and my ideas
Sincerely,
Jeffrey Hiott
42 JEFFREY B. HIOTT
SUMMARY Accomplished executive with more than 20 years of experience in public transit and engineering. Providing strategic and technical leadership for member driven organization and public transportation industry across all modes, including bus, rail (FTA) and heavy rail (FRA). Experience with industry leaders as well as local, state, and federal government agencies, leading strategy and development of industry standards and best practices used by public transit systems and private companies supporting the industry.
EXPERIENCE American Public Transportation Association (APTA) – Washington, DC 1/2007 - present Vice President – Technical Services and Innovation 3/2018 - present · Lead the transit technical services and support to APTA members and the transit industry · Direct the implementation of business plans and budgets for the Technical Services and Innovation Department by creating a KPI driven culture · Provide key leadership direction and advisement to APTA’s technical committees and industry standards development · Provide key expertise in working with industry leaders, academia and Federal partners · Lead and facilitate APTA’s Peer Review Program that includes recommendations in: o Organizational structure and performance o Project oversight o Bus operations and maintenance management · Provide leadership for the association’s mobility management as well as innovation and technologies initiatives including: o Zero emission bus implementation o Mobility as a Service o Transit technologies o Fare Payment · Direct department staff in its relationships with APTA’s key stakeholders such as FTA, FRA, TSA and other Federal, state, and local governmental agencies · Member of executive leadership team contributing to the development of overall organization strategy · Responsible for developing and strengthening association working relationships with relevant government agencies and congressional committees in support of industry safety and security as well as other technical areas · Serve as Staff lead for several transit CEO committees including: o Rail CEOs o Bus and Paratransit CEOs o Mid-Size Operators · Serve as industry advisor on multiple TRB committees and TCRP panels · Instructor/Presenter for National Transit Institute courses o Developer and instructor for a nationwide Bus Procurement Workshop o Advisory Panel and presenter at NTI’s Transit Maintenance Leadership Workshop · Presenter at numerous conferences and workshops on new technologies and industry advancements o TRB State of Good Repair Workshop on developing best practices for transit asset management for small and mid-size transit systems o Moderated at the International Fuel Cell Bus Workshop in Hamburg, Germany o Presented on Mobility trends in North America at the Alamys Conference in Bogota, Colombia o APTA’s Mobility Leaders Forum · Serve as an industry expert to print and audio media on an as-needed basis.
43 Director – Bus Transit and Emerging Technologies 10/2010 – 3/2018 Staff lead for multiple Bus and technical committees including: o Bus Technical Maintenance o Clean Propulsion o Research and Technology · Managed APTA’s Standards Development Program that developed consensus based technical and operations guidance and best practices for the transit industry o Managed multiple contractors responsible to developing different documents · Managed the development of the Standard Bus Procurement Guidelines · Provide key expertise in working with industry leaders, academia and Federal partners · Presenter at numerous conferences and workshops on new technologies and industry advancements o TRB BRT Workshop on trends in North American BRT Systems o Invited to present at the Australian Bus Industry Confederation Annual meeting in Canberra, Australia on North American Bus procurements o Invited to present to the Indian transit operators on sustainability in Bus transit in Delhi, India o Moderated at the International Fuel Cell Bus Workshop in Hamburg, Germany o Presented at the UITP Bus Conference in Rio De Janeiro, Brazil on standardizing Bus procurements Sr. Program Manager – Bus Transit and Standards Development 1/2007 – 10/2010 · Managed the Bus Standards Program (BRT, Maintenance Training, and Bus Safety) Brick Industry Association (BIA) - Reston, Virginia 9/2005 – 1/2007 Engineer – Mgr. of Educational Programs and Sustainability Issues · Worked with architects, engineers, contractors, and owners with technical questions · Led and organized BIA’s Educational Programs Hancor, Inc - Arlington, Virginia 11/2004 – 9/2005 Project Engineer, Northern Mid-Atlantic States · Worked with engineers, contractors and owners on site development needs Plastics Pipe Institute (PPI) – Washington, DC 6/2003 – 10/2004 Corrugated Polyethylene Pipe Applications Engineer · Negotiated with State DOT Material and Bridge Engineers, Researchers, Academia and Industry Professionals · Managed numerous Task Groups for multiple projects · Planned and developed one-day seminars for engineers, designers and government officials Pond & Company - Atlanta, GA 9/2000 – 5/2003 Project Engineer · Coordinated with multiple engineering disciplines to solidify client’s needs and expectations · Planned project tasks for management schedule to track estimated vs. actual design progress · Prepared proposals for both time and materials and lump sum project types Georgia Department of Transportation- Atlanta, Georgia 12/1999 – 9/2000 Transportation Design Engineer · Prepared full roadway plans for new projects · Worked in field with contractors to ensure accurate construction work and procedures EDUCATION Georgia Institute of Technology (Georgia Tech) — Atlanta, Georgia · Bachelor of Science in Civil and Environmental Engineering (Transportation focus) 1999 LEADERSHIP DEVELOPMENT Leadership APTA Class of 2017 2016-2017 Eno Mid-Managers Workshop 2010
44 HART – Chief Executive Officer Candidate Questions – Please Respond by October 1, 2020
Please prepare written responses to the following questions. Please limit your responses to one page per question and retype the question at the top of each page. Be sure to put your name on the document and put all question responses in one document. Please email your responses back to me by the end of the day on Thursday, October 1, 2020. Thank you.
1. The next Chief Executive Officer for HART will take the helm while HART is still feeling the impacts of COVID 19. What will be your initial priorities in the first 6 months?
2. Describe how you build, mentor, and develop your staff team?
3. Provide an example of a best practice for sustainable transportation you developed and led that you think would be most applicable to HART. What were the lessons learned?
630 Dundee Road, Suite 130, Northbrook, IL 60062 Local: 847.380.3240 Toll Free: 855.68GovHR (855.684.6847) Fax: 866.401.3100 GovHRUSA.com
EXECUTIVE RECRUITMENT INTERIM STAFFING MANAGEMENT AND HUMAN RESOURCE CONSULTING 45 HART CEO Supplemental Questions
Candidate: Jeffrey Hiott 1. The next Chief Executive Officer for HART will take the helm while HART is still feeling the impacts of COVID 19. What will be your initial priorities in the first 6 months?
The COVID-19 pandemic has severely tested our nation – and the transit industry. All that was normal in February 2020 is no longer. The challenges confronting all transit agencies are enormous – from the health and safety of employees and customers to the financial health of the organization. Despite the immense changes and challenges created by the pandemic, HART has adapted and continued to serve the community, but there are still challenges ahead.
Ensuring safe, resilient, and accessible mobility for all is a top priority. This requires successfully navigating the challenges and roadblocks imposed by the pandemic. I will work with the leadership team to create a sustainable path forward on pandemic-related issues – from cleaning to regaining ridership to identifying future priorities. It is an investment in building a vibrant, safe, equitable, flexible, and more accessible post-pandemic society for the residents of Hillsborough County.
I will empower the HART team to find financially sustainable solutions to address the mobility needs shared by stakeholders. We will need to reimagine service delivery that is fair and equitable during these budgetary shortfalls. This will mean working together with the finance department by creating financial scenarios to find creative and new methods of funding while looking at the funding available that continues moving the service forward.
I will engage with government, community leaders, riders, and other stakeholders from day one to ensure HART’s vision and mission continue to be a cornerstone of operations. This relationship building will also allow me to better lead this vibrant system. HART serves a diverse landscape with many unique concerns and issues that will need solutions, some long-term and some immediate. We will ensure there is a process to validate what is heard is what was intended so everyone’s voice has meaning. We will find the right solutions that are both equitable and implementable.
None of this can be done without a strong leadership team in place. I will work immediately to fill vacant leadership positions with a strong and ethical team that is flexible, agile, diverse, and inclusive in this changing and evolving environment.
I know public transportation continues to be the most important catalyst for revitalizing communities across the country and HART’s service to the residents of Hillsborough County is no different. The first six months will not be easy but having a strong plan and strong leadership will allow HART to succeed and ultimately elevate its brand in the community it serves.
46 HART CEO Supplemental Questions
Candidate: Jeffrey Hiott 2. Describe how you build, mentor, and develop your staff team?
My paramount philosophy for developing staff is to lead by example. Trust, transparency, collaboration, and accountability are tenets of a good leader and ones I adhere to. I believe in empowering staff, so they have ownership in decision making, deliverables, or other outcomes that allows the agency to better serve the community.
In order to empower staff, you have to support them by trusting their judgment and expertise. There are some situations that will require me to be more hands on, while other times will require me to step aside and let others lead.
I believe we all continue to grow and learn. Therefore, it is important to me to provide opportunities for professional development, continuing education, and training for staff at all levels.
A strong and empowered team is the foundation for a strong organization.
47 HART CEO Supplemental Questions
Candidate: Jeffrey Hiott 3. Provide an example of a best practice for sustainable transportation you developed and led that you think would be most applicable to HART. What were the lessons learned?
The transportation sector is the largest contributor to greenhouse gas emissions and although transit represents a small piece of the overall sector, it has always been a leader in implementing new technologies. Leading the way in reducing harmful emissions to create a more sustainable and healthier environment. Thanks to the past two federal transportation bills, more and more transit agencies have begun adding zero-emission buses to their fleet, in particular battery-electric buses. However, that is not without challenges, specifically in the procurement process.
Transit leaders have had to generally count on the bus OEMs to help them in the procurement process which can have obvious conflicts of interest. Because of the undocumented experiences along with fragmented, scattered, and unevaluated specifications, transit agencies struggled to prepare a solid RFP that was fair to all OEMs. To provide a systematic means for developing a technical specification for battery-electric buses and evaluating useful information to make it available to the entire transit community, I led the development of the industry’s first Standard Bus Procurement Guidelines for Battery-Electric Buses.
The project consisted of establishing a group of stakeholders from across the industry representing the public and private sectors that were charged with establishing best practices by synthesizing useful knowledge from all available sources in order to develop an industry technical specification for battery-electric buses. Since the technology is still new, the effort required many issues where compromise had to be reached to come to a consensus.
This document to be released in November, 2020 will greatly enhance the ability of transit agencies of all sizes to develop a performance specification for their procurement of battery- electric buses that is clear and representative of the industry’s best practices. Having this robust document available, the FTA has stated that a standard procurement guideline would save transit systems , manufactures, and the suppliers time and money.
A key lesson learned from this initiative is to ensure you have all the key stakeholders present from the beginning. If some come in late to the process, there can be delays. Additionally, it is very important to clearly establish and agree on goals and outcomes. When there are so many stakeholders involved, if there are not clear goals agreed upon, issues tend to get rehashed multiple times because the common goal wasn’t clearly understood ahead of time.
48 Jeffrey Hiott
Questionnaire name: Release of Information Candidate Questionnaire - HART-CEO 9-2020
Questionnaire taken on: 2020-09-21
Job applied for: Hillsborough Area Regional Transit Authority - Chief Executive Officer (September 14, 2020) - Tampa, FL
Question Answer
NOTE: Any false response, Yes, I agree with these terms and conditions. misrepresentation, or omission of relevant information submitted by you to the questions below may disqualify you from eligibility, selection, or appointment. Misleading or inaccurate information may result in our client withdrawing any conditional or final job offer, or in litigation against you.
First Name: Jeffrey
Middle Name: Brooks
Last Name: Hiott
Preferred Pronoun (ex. He/She/They etc.) He
How did you learn about this position? friend via Transit Talent
Street Address:
City, State, Zip: Washington, DC 20018
Cell Phone:
Email Address:
Male or Female (Optional): Male
REFERENCES: Whether you have GovHR USA may contact all references that I have submitted. (*In submitted references previously as part of checking this box you authorize GovHR USA to contact your your original submission or as an references.) attachment to this form, please clearly indicate to us which references we can now contact without jeopardizing your present employment. 49 Additional Reference Information:
EDUCATION: Highest Degree Earned: BS Civil Engineering
College/University & Location(city): Georgia Institute of Technology
Additional Degree Earned:
College/University & Location(City):
Additional Degree Earned:
College/University & Location (City):
CURRENT EMPLOYMENT 79 INFORMATION: 1. Total # of full time employees in your current or most recent overall organization (if applicable):
2. Total # of full time employees in your 14 current or most recent department (if applicable):
3. Total budget in your current or most 27 million recent overall organization (if applicable):
4. Total budget of your department or areas 3.8 million of responsibility (if applicable):
5. Expected compensation for this position: 210,000
6. Who do you (or did you) report to (title President/CEO only):
7. Related professional affiliations: ASCE, ITE
8. Please confirm that you agree to Yes, I agree to immediately advise the GovHR consultant and provide immediately advise the GovHR USA all necessary information. consultant assigned to your recruitment if you accept another position or your employment circumstances change at any point during the recruitment and selection process for this position.
9. At any time in the last seven (7) years, No have you been convicted of any offenses relating to your operation of a motor vehicle, or has your drivers license been suspended for any reason? If yes, please provide all information and applicable dates. Yes or No (If yes, please explain).
10. At any time in the last seven (7) years, No 50 have you been a party to a lawsuit in any court or administrative proceeding, personally or professionally? If yes, please provide general information and applicable dates. Additionally, please identify the applicable venue or jurisdiction of any applicable court or administrative proceeding, and if known, the current status and/or disposition of such court or administrative proceeding. Yes or No (If yes, please list and briefly explain).
11. At any time in the last seven (7) years, No have you been disciplined by your employer, for any reason? If yes, please provide all information and applicable dates. Yes or No (If yes, please explain).
12. At any time in the last seven (7) years, No have you been investigated by a professional association or other organization, including but not limited to a governmental entity with investigative authority, for any reason? If yes, please provide all information and applicable dates. Yes or No (If yes, please explain).
13. At any time in the last seven (7) years, No has anyone made a complaint against you to a professional association regarding your professional status or certification? If yes, please provide all information and applicable dates. Yes or No (If yes, please explain).
14. At any time, have you been asked to No resign, or have you been terminated from employment? If yes, please provide applicable dates and please indicate if a severance agreement and/or release of claims was executed by you regarding such resignation/termination.
15. At any time, has anyone made a No complaint against you to a professional organization or your employer for alleged violations of state or federal civil rights or sexual harassment laws? If yes, please provide all information and applicable dates. Yes or No (If yes, please explain).
51 Candidate 3
52 Henry Ikwut-Ukwa
Education
· Doctor of Philosophy - Transportation Engineering Georgia Institute of Technology, Atlanta, Georgia
· Master of Science – Civil Engineering (Transportation) Georgia Institute of Technology, Atlanta, Georgia
· Master of Science – Civil Engineering (Environmental) University of Oklahoma, Norman, Oklahoma
· Bachelor of Science – Civil Engineering University of Ibadan, Ibadan, Nigeria
Work History
2016 to Present Atlanta BeltLine, Inc., Atlanta, Georgia
Director of Transportation
2013 to 2016 Birmingham Jefferson County Transit Authority (BJCTA), Birmingham, Alabama
Manager, Planning and Development
2010 to 2013 Consul Company, Lilburn, Georgia
Principal
2004 to 2010 Metropolitan Atlanta Rapid Transit Authority (MARTA), Atlanta, Georgia
Manager, Transit System Planning
2003 to 2004 HDR Corporation, Atlanta, Georgia
Manager, Transportation Group
53 Work History – cont’d
2002 to 2003 URS Corporation, Atlanta, Georgia
Transportation Engineer
2000 to 2002 Parsons Corporation, Atlanta, Georgia
Transportation Engineer
Data Summary:
Candidate: Henry Ikwut-Ukwa
Organization: Atlanta BeltLine, Inc.
Position: Director of Transportation
Organization Budget: $91 million
Total Number of Employees in Organization: 50
Total Number of Employees in Department: 6
Expected Salary: as advertised
Reporting Relationship: Chief Operating Officer
Years of Experience: 20
Professional Affiliations:
· American Planning Association · American Public Transportation Association · American Society of Civil Engineers · Conference of Minority Transportation Officials · Rail~volution
54 Henry Ikwut-Ukwa
September 12, 2020
Joellen Cademartori, Chief Executive Officer, or Charlene Stevens, Senior Vice President, GovHR USA, 630 Dundee Road, #130, Northbrook, IL 60062
RE: CEO, Hillsborough Area Regional Transit Authority
I am writing to apply for the position of Chief Executive Officer, Hillsborough Area Regional Transit Authority, as advertised in APTA’s Mass Transit magazine. I believe the combination of my leadership competencies, professional experience, and personal accomplishments and commitment makes me a compelling candidate for this position. I have attached my resume for your consideration.
I currently work as the Director of Transportation for the Atlanta BeltLine Inc. in Atlanta, Georgia where I lead the transit and transportation program. My specific role is developing the political and technical strategies to deliver the $4.8 billion Atlanta BeltLine transit, as well as lead the day to day management of ongoing contracts, scope, and schedule of current projects utilizing project managers who lead consultant and construction/contracting teams. I am also responsible for progress report out to the BeltLine Board, the City Council, stakeholder/partner Boards, elected officials and stakeholders, and the general public at large. My leadership experience in public transit is contained in my resume, but I intend to use this cover letter to briefly articulate my vision for HART.
I have been a close observer of HART since I worked to help Atlanta deliver its transportation referendum in 2016, and HART delivered a similar measure in 2018, the subsequent legal challenge notwithstanding. I have also reviewed in detail HART’s Success Plan 2020 and plan to tailor my initial short and long term vision to reflect this organizational commitment. But let me state the obvious: every vision can go only as far as the leadership is capable. I bring leadership competencies gained from hands on industry experience that is unmatched.
Leadership – Grounded in personal and professional integrity, transparency, and accountability. Customer Experience – Elevating the quality of services that HART provides so that they not only facilitate mobility but also incorporate experiential aesthetic, ease of use, quality of life, and personal dignity. Community Value – Rebuilding (or building upon the) trust with the community we serve and engendering meaningful and productive partnership with all stakeholders and elected officials. Employee Success – The true gem of a transit organization is the workforce. The overall organizational success rests on this and, as someone who came through the ranks, this is a focus area for me. Financial Performance – Predicated on measurable metrics of performance and focused on sustainability, efficiency of service delivery, and transparency.
Starting out my career as a consultant, I have advised numerous transportation organizations and authored policy and procedure documents. I have experience in both large and medium sized transit agencies and know how to navigate successfully in very complex political environments to achieve organizational mission. My membership in APTA, COMTO, ASCE, and APA keeps me on the leading edge of developments in the industry. And I am now leading the delivery of one of the largest and consequential economic revitalization undertakings driven by public transit capital investment that is the Atlanta BeltLine. I will bring this wealth of experience to the position.
I look forward to hearing from you and to elaborate further on my qualification and experience.
Sincerely,
Henry Ikwut-Ukwa, PhD, PE
55 HENRY IKWUT-UKWA
Highly accomplished, visionary leader with extensive experience in public transit management, operations and planning; capital program delivery; engineering design, transportation policy, technology deployment, finance and budgeting, administration, human resources, community outreach, and regulatory compliance.
CORE COMPETENCIES • Program/Project Management • Engineering Design • Transit Capital Program Delivery • Budget Control • Transit Operations/Planning • FTA/FHWA Compliance • Alliance Development • Change Management • Strategy
EDUCATION, CREDENTIALS, AND AFFILIATIONS Ph.D. Transportation Engineering (Minor in Public Policy) • Georgia Institute of Technology, Atlanta, GA M.S. Civil Engineering (Transportation) • Georgia Institute of Technology, Atlanta, GA M.S. Civil Engineering (Environmental) • University of Oklahoma, Norman, OK B.S. Civil Engineering • University of Ibadan, Ibadan, Nigeria
· Member – American Society of Civil Engineers (ASCE) · Member – American Planning Association (APA) · Member – American Public Transportation Association (APTA) · Member – Conference of Minority Transportation Officials (COMTO) · Professional Engineer Licensure (PE)
PROFILE Mr. Ukwa is a transportation leader with over 20 years of experience of transit industry leadership and accomplishment. He is currently the Director of Transportation at the Atlanta BeltLine Inc. where he leads the implementation of the $4.8 billion transit and transportation program. He was Manager of Planning and Development with the Birmingham Jefferson County Transit Authority (BJCTA) in Birmingham, Alabama where he had the privilege of starting the first public transit service into the Birmingham International Airport. Before that he was the Principal of a private consulting firm, Consul Company, and was Manager of Transit System Planning with the Metropolitan Atlanta Rapid Transit Authority (MARTA) in Atlanta, Georgia for nearly six years. His early career covers extensive consulting experience with major engineering companies including Parsons Corporation, URS Corporation, HDR Inc., and Day Wilburn Associates Inc.
Mr. Ukwa completed his doctoral work in Transportation Engineering with minor in Public Policy at the Georgia Institute of Technology in Atlanta where he led major research and taught undergraduate and graduate level classes. He is a graduate of the Atlanta Regional Leadership Institute (RLI) and served for four years on both the Downtown and Midtown Atlanta Development Review Committees (DRC). A graduate of Leadership APTA, the executive leadership program of the American Public Transportation Association (APTA), he was an adjunct faculty in the Masters in Public Administration Program at Kennesaw State University. He is committed to community service and volunteers time for numerous causes on youth development and empowerment as well as the built environment.
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56 Henry Ikwut-Ukwa
CHRONOLOGY OF EXPERIENCE Atlanta BeltLine, Inc. – Atlanta, GA • April 2016 - Present Director of Transportation Leads the transit and transportation program of the Atlanta BeltLine focusing on three areas of infrastructure delivery – transit (specifically streetcar/light rail) planning, design, and construction; complete streets implementation; and non- motorized (trails, bike lanes, and sidewalk) implementation.
Key Accomplishments: · Worked with Atlanta Mayor Kasim Reed’s office to conduct technical analysis and provide data to support the Atlanta transit referendum overwhelmingly approved by more than 70% of voting citizens. · Working with MARTA and City of Atlanta to develop governance and management structures for the sales tax proceeds. · Completed NEPA documents for four streetcar corridors, part of the 50-mile Atlanta streetcar system, currently awaiting Federal Transit Administration review and concurrence. · Currently developing RFQs to commence the design of BeltLine rail transit and Atlanta Streetcar extension. · Completed a Transit Oriented Development (TOD) study to develop policy strategies for increasing housing affordability and transit accessibility around planned BeltLine transit stations. · Leading the planning, design, and construction of ongoing extensions of the Atlanta BeltLine trail infrastructure. · Leading all external outreach on state and regional advocacy, community engagement, and liaison with elected officials.
Birmingham Jefferson County Transit Authority (BJCTA) – Birmingham, AL • April 2013 – April 2016 Manager, Planning and Development A hands-on transit planning and operations lead position with direct reports to the Executive Director. This position provides management oversight and strategic direction to the Authority’s planning, service expansion, real estate, and development divisions. Develops and implements all transit service plans as well as analyze and implement policies and procedures for the advancement or modification of the Authority’s short and long-range plans. Responsible for establishing metrics for the analysis and implementation of service changes to comply with established objectives and approved budget. In coordination with the operations and maintenance divisions, responsible for developing operators’ work plans to improve service efficiency while complying with union contractual obligations. Responsible for special projects, coordination with the Regional Planning Commission, stakeholder jurisdictions, regional transit advocacy, community outreach, and future service expansion. Responsible for completing all environmental documentation for the Authority’s expansion undertakings.
Key Accomplishments: · BJCTA operated a fleet of 115 fixed route and paratransit vehicles with 160 operators for weekday and Saturday services. · Led the implementation of the In-town Transit Partnership project (ITP), a four-mile urban circulator transit to connect downtown and Southside Birmingham, including the University of Alabama in Birmingham (UAB). Responsible for developing scope of services for the project RFP and overseeing design consultants as well as contractor activities. · Revamped the entire bus route system with the introduction of 30 new 40ft buses and developed new bus schedules that increased service on-time performance by 15 percent. · Implemented new bus route to the Birmingham International Airport. This was the first established fixed route transit service from the international airport into downtown Birmingham. · Implemented the MAX Commuter Bus service. This also is first commuter transit service in the Birmingham metro region. · Worked with Executive Director, Legal, and HR Departments to reach agreement with the Federated Transit Union (Local 725) on a new 3-year contract after negotiations with the previous administration had stalled for more than 2 years.
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57 Henry Ikwut-Ukwa
Consul Company – Lilburn, GA • July 2010 – April 2013 Principal Consul Company provided consulting services in engineering design, transit operations and service planning, project and program management, and major infrastructure financing. Duties included overall management and administration, business development and strategy, marketing, client recruitment, and technical support. · Led contract negotiations with clients and subcontractors and drafted complex professional service agreements. · Prepared project work plan, scope, schedule and budget; project controls - set and managed project production for compliance with schedule, budget and quality objectives. · Monitored reports and schedules to ensure appropriate billing to projects and clients; and resolved client disputes, adjusting project billing records as required. · Monitored sub-consultants' progress and performance, reviewed and approved sub-consultant and vendor invoices, and resolved payment and project disputes. · Explored and identified new business opportunities for firm, and promoted firm's capabilities, marketing its services; participated in project opportunity evaluation and preparation of firm's qualification/experience statements.
Metropolitan Atlanta Rapid Transit Authority (MARTA) – Atlanta, GA • Dec 2004 – July 2010 Manager, Transit System Planning Managed MARTA's Office of Transit System Planning comprising of Transit Planning, Scheduling, and Regional Coordination to direct the Authority's planning initiatives. Developed policies, procedures and standards, as well as service evaluation. Prepared and administered budget and maintained staffing to meet the goals of the office. Key Accomplishments: · Managed the development of both long range and short-range bus and rail service plans. · Managed team of MARTA's planning consultants to prepare project plans, including Memorial Drive BRT Environmental Assessment, Atlanta Beltline EIS, etc. Portion of Beltline EIS project completed with $1 million under budget. Worked with Norfolk Southern, CSX, and Federal Railroad Administration (FRA) officials seeking to reach consensus on shared right-of-way for freight trains and the planned Beltline rail transit. · Advised the Executive Management and MARTA's Board of Directors on the development and implementation of MARTA’s Planning Work Program and worked with the Office of Federal Programs to identify potential funding sources and prepare and submit the necessary applications. · Key member of the Breeze Card Project Management Team, the Atlanta Street Car project, and the Memorial Drive BRT Project where I served as planning and engineering liaison and Implementation Lead. · Worked with the staff of the Federal Transit Administration (FTA) at the Atlanta and Washington DC offices to address FTA compliance issues with regard to MARTA's numerous undertakings. · Reviewed engineering plans and drawings for adequacy and completeness.
Day Wilburn Associates, Inc. – Atlanta, GA • Dec 2003 – Dec 2004 Manager, Transportation Modeling Group Managed and directed the Transportation Modeling Group in support of the Transportation Planning business development activities of the firm. Developed business strategies for the transportation planning practice of the firm, interfacing with clients including State Department of Transportation officials in Georgia, Alabama, South Carolina, and Tennessee, as well as county and city officials. Brought in business worth over $2.5 million.
HDR Corporation – Atlanta, GA • May 2003 – Dec 2003 Manager, Transportation Group Managed the firm's transportation planning practice in the Atlanta region. Led the preparation of responses to proposals for the firm. Worked with staff to perform traffic analysis and corridor studies.
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58 Henry Ikwut-Ukwa
URS Corporation – Atlanta, GA • April 2002 – May 2003 Transportation Engineer Performed complex and significant technical analysis for the development of several transportation planning and engineering projects. Projects include MARTA East and West Line rail expansion studies, the Fayette County Transportation Plans Update, Atlanta Chamber of Commerce Aspirations Transportation Plans, Atlanta Regional Transit Action Plan, Atlanta Regional Congestion Mitigation System Plans, etc. Participated and led several public involvement meetings in support of these plans. Parsons Corporation – Atlanta, GA • May 2000 – April 2002 Transportation Engineer Project engineer and planner on several regional transportation projects including the Atlanta Regional HOV Systems, the Atlanta - Chattanooga Maglev Deployment Plans, Louisville Light Rail Deployment Plans, Austin Capital Metro Light Rail Transit Study, Environmental Due Diligence Report for several airports for the Federal Aviation Administration (FAA), etc .
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59 HART – Chief Executive Officer Candidate Questions – Please Respond by October 1, 2020
Please prepare written responses to the following questions. Please limit your responses to one page per question and retype the question at the top of each page. Be sure to put your name on the document and put all question responses in one document. Please email your responses back to me by the end of the day on Thursday, October 1, 2020. Thank you.
1. The next Chief Executive Officer for HART will take the helm while HART is still feeling the impacts of COVID 19. What will be your initial priorities in the first 6 months?
2. Describe how you build, mentor, and develop your staff team?
3. Provide an example of a best practice for sustainable transportation you developed and led that you think would be most applicable to HART. What were the lessons learned?
630 Dundee Road, Suite 130, Northbrook, IL 60062 Local: 847.380.3240 Toll Free: 855.68GovHR (855.684.6847) Fax: 866.401.3100 GovHRUSA.com
EXECUTIVE RECRUITMENT INTERIM STAFFING MANAGEMENT AND HUMAN RESOURCE CONSULTING 60 Candidate: Henry Ikwut-Ukwa, PhD, PE
1. The next Chief Executive Officer for HART will take the helm while HART is still feeling the impacts of COVID 19. What will be your initial priorities in the first 6 months? ANSWER: The global COVID-19 pandemic, and the resulting health, safety, and economic impacts, has brought unprecedented times to the public transit industry. It required transit agencies to change from normal routines and to adapt to unknown and still evolving realities. The one transit performance metric that best captures the scale of the impact is ridership. In short order transit ridership plummeted more than 90% in some areas, with HART reporting ridership decline of 60%. For people to get back on the services we provide they must be assured of their safety in our vehicles, and the wellbeing of the staff. With COVID, my goal the first 6 months is to provide agile and flexible leadership to effectively deal with the changing nature of the pandemic; I will: · Assess HART’s plans with regard to safety of employees, facilities, customers, and rolling stock; · Determine current executive oversight and responsibilities, and address budgetary shortfall; · Review, refine and, if necessary, develop additional and appropriate action plans; and · Execute the action plans Every other Monday I attend a biweekly COVID call organized by the American Public Transportation Association (APTA) to discuss the industry’s best practices dealing with the pandemic. This has kept me on the front lines of industry best practices for dealing with the pandemic, knowledge I use daily managing ABI’s current projects.
Concurrent with managing COVID, my four areas of strategic focus the first 6 months will be Financial Management, Employee Morale and Engagement, Community Engagement, and Service Delivery. Financial Management – Goal: Exercise organizational stewardship for financial stability. Within days of assuming duty I will receive thorough briefing on the operating and capital budget, departmental spending and operating outlays, revenues, grants, debts, expenditures, and investments. I will develop short term priorities – one will consider a scenario where the legal challenge to the 1 penny sales tax is successful, and another will consider an unsuccessful challenge. In either case there will be a solid plan from where to launch the next phase. Employee Engagement – Goal: Motivate employees and provide a supportive environment. My day one priority is to become one with the men and women who keep HART on the road. Together with my leadership team we will work to assure them we are all on one team. I will hold introductory sessions, town hall meetings, and be at vehicle pull outs to meet every member of the HART team. Through listening sessions I will identify three things – what we do well; what we do not do well; and the depth of the talent pool available. This will assist me in arriving at a decision on organizational restructuring or right sizing. Community Engagement – Goal: Educate, inform, and partner for meaningful outcome. I will meet with all stakeholders: the Board of Directors, elected officials, organized labor, business community, public agencies, non-governmental organizations, customers, and community leaders. Community engagement will be frequent and continuous, and a two way process that will enable us build trust and respect for HART with the community. Service Delivery – Goal: Engage stakeholders to optimize service delivery. The impact of COVID is unlikely to dissipate in the near term. I will take steps in consultation with the board, employees, the community, and other stakeholders to adapt HART services for “the new normal”, while remaining flexible to reemerge better. 2. Describe how you build, mentor, and develop your staff team? ANSWER:
As stated in my cover letter, the true gem of any transit agency is the workforce – the men and women who work daily to put the services on the streets. Since nobody brings all the skillsets to the table, the successful
61 Candidate: Henry Ikwut-Ukwa, PhD, PE teams are those that have the right people at the right places. My approach to building a successful team begins with evaluating the talent on my team, identifying the needs of the organization, ensuring the right talents are deployed where they’ll be most effective, assessing the talent gaps, and developing a plan for filling the gaps.
In evaluating the talent pool I conduct surveys and host listening sessions with employees to gain an in-depth understanding of the perceived and actual organizational culture. Studies have shown that, to a large extent, the organizational culture impacts employee work ethics, commitment to, and identification with organizational mission. That culture is set at the top by leadership and propagated to the workforce through clearly communicated expectations, accountability, and positive reinforcement. I assess not only the qualification and experience of each team member but also their passion for what they do and the environment within which they are likely to thrive. There is a feedback loop in this process that will help identify team members who will need additional training to supplement their skillset; they will have the opportunity to do so through the employee training and development programs.
Having determined the talent pool, I assess the organizational needs by reviewing the agency’s mission as articulated by the Board of Directors, the priorities, processes, procedures, and structure. The question to ask at this point is “does the organizational structure align with the organizational mission”? “And do we have the right talents at the right places”? With this understanding it may be necessary to reassign staff, restructure, or right- size the organization. Employees whose skillset do not complement the new dispensation may be discharged in a very respectful and dignified manner. And new employees could be brought on to fill any identified gaps.
Employee retention and succession planning is a critical part of developing a successful team. Retention follows from a sense of job satisfaction not only in compensatory terms but also from a sense of accomplishment and recognition as an important contributor to the overall organizational mission. Opportunity for growth and career progression engenders this sense of relevance to the organizational mission. Pathways for career progression may be readily obvious and available in large organizations than in smaller ones. In both cases, however, mentorship as a means for developing management skills and confidence can enhance the experience. As one who came through the ranks, starting out as a transportation engineer, I have had the great benefit of working for people who were supervisors and also interested mentors. I will take steps to promote this culture at HART.
Lastly, diversity and inclusion is integral to my vision of a successful team; fostering a culture of dignity, respect, and acceptance. No one on my team will need to feel “tolerated” because difference will be welcomed as the springboard of our strength. I will engage stakeholders and employees on the value of diversity and cultivate a sense of inclusion. It is my solemn commitment to embrace our differences and to promote a sense of belonging for every employee, and ask the same of those seeking to do business with HART.
3. Provide an example of a best practice for sustainable transportation you developed and led that you think would be most applicable to HART. What were the lessons learned? ANSWER: Coming out of graduate school in the early 2000s, I started out my career as a consultant with one of the major engineering consulting firms in Atlanta. At the time a main focus of transportation planning in the Atlanta region was congestion mitigation and non-SOV (Single-Occupancy-Vehicle) mobility planning within the core of the city. As a consultant I worked on a study commissioned by the Metro Atlanta Chamber of Commerce to develop an aspirations-based plan exploring what would be the City’s transit priorities if funding was not a constraint. Three years prior, a Georgia Tech graduate student had proposed in his thesis repurposing several of the abandoned
62 Candidate: Henry Ikwut-Ukwa, PhD, PE rail corridors that form a loop around the City core into transit corridors, and the idea of the Atlanta BeltLine was born. As part of the Chamber of Commerce Aspirations-Based Study we took an initial look at the student’s ideas in the analysis. Four years later, after I had transitioned to become the Manager of Planning for the Metropolitan Atlanta Rapid Transit Authority (MARTA), the City created the Atlanta BeltLine Inc (ABI) to be the implementation agency for the BeltLine vision. As MARTA’s Planning Manager, and working in cooperation with ABI, I led the Tier I Environmental Impact Statement (EIS), the first formal study that solidified and preserved the BeltLine as a transportation corridor incorporating both transit and a multi-purpose trail. This document (found here) is one I will submit as an example of a best practice for sustainable transportation applicable to HART.
The HART Board has approved a feasibility study of the CFX rail line between the Port of Tampa and the University of South Florida campus for a potential conversion to commuter rail use. My experience leading the BeltLine Tier I EIS will prove tremendously relevant to this effort as HART evaluates the required infrastructure and determines the costs and benefits of advancing this project within the agency’s capital program.
After completing the BeltLine Tier I EIS, but before it was officially granted a Finding of No Significant Impact (FONSI) by the Federal Transit Administration, I left MARTA and founded Consul Company. Years later I returned to ABI in 2016 to continue working on the BeltLine, now as Director of Transportation, I currently am.
Three lessons from my foundational work on the Atlanta BeltLine that are applicable to HART’s CFX line: · A robust community engagement program that values public input to transportation planning is critical to success. The Atlanta BeltLine was not always loved by all segments of the community through which it traverses; it took a tremendous amount of community engagement to turn that sentiment around. Today community vision and input is what continues to drive the success of the program. · Do not be afraid of bold ideas. In 1999 when the Georgia Tech student’s thesis was written the BeltLine corridor was an unsightly kudzu that divided adjacent communities. The vision to reimagine it as a transportation corridor was extraordinarily bold but also pragmatic. At the time, and even till today, some stakeholders were hesitant supporting the program because of the potential price tag! While that is understandable, it is also true that if ideas are lacking a ton of funding will not do much good. · Progress is still possible even if not everyone is on the same page; the worst outcome is to do nothing. The decision to first implement the trail infrastructure on the BeltLine was advanced as a short term strategy around which there was an initial consensus. Public transit projects implementation and service delivery require the ability to show incremental progress so as to bring stakeholders along. I have demonstrated throughout my career that I possess that ability and I will bring it to HART as the CEO.
63 9/25/2020 https://app.jazz.co/app/resumes/questionnaire/35034697/print Henry Ikwut-Ukwa
Questionnaire name: Release of Information Candidate Questionnaire - HART-CEO 9-2020
Questionnaire taken on: 2020-09-23
Job applied for: Hillsborough Area Regional Transit Authority - Chief Executive Officer (September 14, 2020) - Tampa, FL
Question Answer
NOTE: Any false response, Yes, I agree with these terms and conditions. misrepresentation, or omission of relevant information submitted by you to the questions below may disqualify you from eligibility, selection, or appointment. Misleading or inaccurate information may result in our client withdrawing any conditional or final job offer, or in litigation against you.
First Name: Udungs
Middle Name: Henry
Last Name: Ikwut-Ukwa
Preferred Pronoun (ex. He/She/They He etc.)
How did you learn about this position? From industry sources and from Mass Transit magazine
Street Address:
City, State, Zip: Lilburn, GA 30047
Cell Phone:
Email Address:
Male or Female (Optional): Male
REFERENCES: Whether you have GovHR USA may contact all references that I have submitted. https://app.jazz.co/app/resumes/questionnaire/35034697/print 1/464 9/25/2020 https://app.jazz.co/app/resumes/questionnaire/35034697/print submitted references previously as part (*In checking this box you authorize GovHR USA to contact of your original submission or as an your references.) attachment to this form, please clearly indicate to us which references we can now contact without jeopardizing your present employment.
Additional Reference Information:
EDUCATION: Highest Degree Earned: PhD in Transportation Engineering with Minor in Public Policy
College/University & Location(city): Georgia Institute of Technology, Atlanta, GA
Additional Degree Earned: MS in Civil Engineering
College/University & Location(City): University of Oklahoma, Norman, OK
Additional Degree Earned: BS in Civil Engineering
College/University & Location (City): University of Ibadan, Ibadan, Nigeria
CURRENT EMPLOYMENT ~50 INFORMATION: 1. Total # of full time employees in your current or most recent overall organization (if applicable):
2. Total # of full time employees in your 6 current or most recent department (if applicable):
https://app.jazz.co/app/resumes/questionnaire/35034697/print 2/465 9/25/2020 https://app.jazz.co/app/resumes/questionnaire/35034697/print 3. Total budget in your current or most $91M recent overall organization (if applicable):
4. Total budget of your department or N/A areas of responsibility (if applicable):
5. Expected compensation for this Negotiable but around $240K position:
6. Who do you (or did you) report to Chief Operating Officer (title only):
7. Related professional affiliations: • Professional Engineer Licensure (PE) • Member – American Society of Civil Engineers (ASCE) • Member – American Planning Association (APA) • Member – American Public Transportation Association (APTA) (Member of the 2018 APTA Strategic Planning Committee) • Member – Conference of Minority Transportation Officials (COMTO) • Rail~volution
8. Please confirm that you agree to Yes, I agree to immediately advise the GovHR consultant and immediately advise the GovHR USA provide all necessary information. consultant assigned to your recruitment if you accept another position or your employment circumstances change at any point during the recruitment and selection process for this position.
9. At any time in the last seven (7) years, No have you been convicted of any offenses relating to your operation of a motor vehicle, or has your drivers license been suspended for any reason? If yes, please provide all information and applicable dates. Yes or No (If yes, please explain).
10. At any time in the last seven (7) No years, have you been a party to a lawsuit in any court or administrative proceeding, personally or professionally? If yes, please provide general information and applicable dates. Additionally, please identify the applicable venue or jurisdiction of any applicable court or administrative proceeding, and if known, the current status and/or disposition of such court or administrative proceeding. Yes or No (If yes, please list and briefly explain). https://app.jazz.co/app/resumes/questionnaire/35034697/print 3/466 9/25/2020 https://app.jazz.co/app/resumes/questionnaire/35034697/print
11. At any time in the last seven (7) No years, have you been disciplined by your employer, for any reason? If yes, please provide all information and applicable dates. Yes or No (If yes, please explain).
12. At any time in the last seven (7) No years, have you been investigated by a professional association or other organization, including but not limited to a governmental entity with investigative authority, for any reason? If yes, please provide all information and applicable dates. Yes or No (If yes, please explain).
13. At any time in the last seven (7) No years, has anyone made a complaint against you to a professional association regarding your professional status or certification? If yes, please provide all information and applicable dates. Yes or No (If yes, please explain).
14. At any time, have you been asked to No resign, or have you been terminated from employment? If yes, please provide applicable dates and please indicate if a severance agreement and/or release of claims was executed by you regarding such resignation/termination.
15. At any time, has anyone made a No complaint against you to a professional organization or your employer for alleged violations of state or federal civil rights or sexual harassment laws? If yes, please provide all information and applicable dates. Yes or No (If yes, please explain).
https://app.jazz.co/app/resumes/questionnaire/35034697/print 4/467 Candidate 4
68 Bernard Jackson
Education
· Bachelor of Arts - Sociology Loyola University, Chicago, Illinois
Work History
2016 to Present Los Angeles County Metropolitan Transportation Authority (Metro)
Senior Executive Officer, Rail Operations
1986 to 2016 Chicago Transit Authority (CTA), Chicago, Illinois
2015 to 2016 Director, Communication/Power Control Center Operations
2014 to 2015 Rail Operations, Director - Communication/Power Control Center Operations
2012 to 2014 Director, Infrastructure, Capital & Project Coordination
5/2012 to 11/2012 Vice President, Bus Operations
1/2012 to 5/2012 Director, Transit Operations
2009 to 2012 General Manager, Bus Operations
2007 to 2009 Transportation Manager II, Bus Operations
2005 to 2007 Communication/Power Control Center Manager, Transit Operations
2004 to 2005 Bus Service Manager, Bus Operations
2001 to 2004 Transportation Manager, Bus Operations
2000 to 2001 Security Controller
2000 to 2000 Bus Controller II
1999 to 2000 Bus Garage Clerk
1998 to 1999 Bus Garage Instructor 69 Work History – cont’d
1997 to 1998 Bus Service Supervisor
1994 to 1997 Bus Line Instructor
1990 to 1994 Permanent Bus Operator
1988 to 1990 Bus Operator (Part-Time)
1986 to 1988 Maintenance Department
Data Summary:
Candidate: Bernard Jackson
Organization: Los Angeles County Metropolitan Transportation Authority (Metro)
Position: Senior Executive Officer, Rail Operations
Total Number of Employees in Organization: 11,000
Total Number of Employees in Department: 650
Expected Salary: as advertised
Reporting Relationship: Chief Operating Officer
Years of Experience: 34
Professional Affiliations:
· American Public Transportation Association · Conference of Minority Transit Officials · Eno Center for Transportation
70 Cover Letter
August 24, 2020
RE: Chief Executive Officer, Hillsborough Area Regional Transit Authority To whom it may concern, I am submitting my resume’ for the position of Chief Executive Officer for the Hillsborough Area Regional Transit Authority. I believe this position offer the challenges that my vast work experience, knowledge, training in Public Transit industry that would greatly compliment the needs of HART. I am a transportation leader who’s very passionate about improving the customers’ experience, creating sustainable opportunities, developing a high performing workforce and contributing positive to the growth of connecting people, jobs and communities. My Executive level experience in public transit includes working at the 2nd and 3rd largest Transit Agencies in the United States; with over (28) years working directly in Operations at the Chicago Transit Authority rising to the positions of Vice President of Bus Operations and Director, Transit Operations (one organizational tier below the Chief Operations Officer). Currently, for the previous (4 years), I’ve held the position of Senior Executive Officer, Rail Operations for the Los Angeles Metropolitan County Transit Authority. With vast experience in contract negotiations, Labor and Management combine shared interest, Arbitrations, interaction with the Board of Directors, Senior Executive Leadership and alternate member for the Trust Fund allocation. I’ve extensive experience with planning and execution for full scale service events, such as protest, Sporting Events, Major Concerts, Presidential Visits, Parades and Severe Weather related activities, redesigning and restructuring bus routes for optimum performance, Bus Rapid Transit developing, working with local/state Department of Transportation to establish bus only lanes, continuity of Long Range Strategic Planning, and first/last mile inception and Community & Transit Oriented Development. I am a highly motivated person with excellent analytical and communications skills; able to resolve complex problems in a timely manner. Moreover, my strong background in Both Bus and Rail Operations would allow for me to make an immediate impact on improving the customer experience, ridership, employee performance while establishing a positive foundation that will yield immediate and sustain results.
71 I’ve had the opportunity to participate in many different areas of the transportation industry and in various management positions where I have:
• Coordinated and collaborated with legislative, regulatory and policy bodies, representatives of federal, state, regional and local agencies, elected and appointed officials, and other regional transit agencies executives. • Restructured organizational departments to improve efficiency. • Support employee career development programs. • Improved Safety and Security to enhance the customer and employee experience. • Combined shared interest to promote labor/management partnership and manage employee relations matters. • Significant and sustainable results n process analysis. • Establishing budgetary controls. • Create programs to develop staff for training of supervisory, managerial and leadership positions for sustainable growth. • Customer Service plans and activities to improve customer relations, public involvement and stakeholders.
I am extremely interested in opportunities where I can apply my knowledge and experience to help grow an organization, especially in an area that’s vitally important to improving the quality of life. Amid COVID-19, cost constraints and ridership decline, transit agencies must be more fluid, accept the “new norm”, find creative solutions to complex problems and be open to new ideas to improve services. I will apply my more than 30 years of experience working at 2-major legacy agencies to bridge relationships, leading by example, promoting positive re-enforcement amongst employees, listening intently, helping to grow transit dependent communities and with a sustainable approach.. It would be my honor to serve as HART’s Chief Executive Officer.
Regards,
Bernard Jackson
72 BERNARD JACKSON
~ Public Transportation Executive ~
Dedicated senior professional possessing more than (30) years of proven performance in management of municipal transportation services, on time performance, improved service reliability and improved customer experience. Seek to utilize expertise in Strategic Planning, Operational Optimization, Garage/Fleet Performance, Bus and Rail Management Performance, Public Relations, Budget Administration, Coalition Building, Project Management, Cost Control, Strategic Reporting, and Compliance to enhance operations and ensure best service practices. Overseeing all aspects of capital planning, operations, working with internal partners, stakeholders, and City and Government Agencies to meet key goals. Participated in development of programs, policies, and procedures to ensure delivery of service in a timely, courteous, clean, and safe manner. Develop contingency planning to minimize impact on service during upgrades. Implement processes to better track, analyze, and enhance performance. Provide critical reporting for government compliance at a local and federal level.
SUMMARY:
Program & Performance Management: Able to adapt to all emergent situations, directing resources where required to meet goals. Maintain well organized teams, cross training all staff to be the most effective. Cultivate awareness and self-actualization of personnel building increased investment in operations, data driven analysis.
Relationship Management: Highly experienced in assessing true needs and expectations, building lasting professional relationships. Grow and deepen partnerships to effectively achieve mutually beneficial outcomes for key initiatives.
Process Implementation: Possess a proven ability to anticipate unique requirements or potential roadblocks in all situations. Continually develop back-up plans to minimize downtime and deliver exceptional results; streamlining communication and implementation channels to quickly/effectively meet client and organizational needs.
Leadership: Effectively manage diverse tasks, with varying degrees of complexity, within a wide range of environments; evaluate situations, assess emergent needs, and implement solutions in a prompt and efficient/effective manner to support critical operations. Team builder and deploying problem solving techniques to improve performance.
73 Result Oriented: Tasked oriented, driven by the results, accomplished through flexibility, adaptable to changed management in a diverse workforce. Create a culture of positive re- enforcement to accomplish mission and goals. Developing characteristics that reflect the agency overarching commitment to ensuring trust and improving the customers’ experience.
______
PROFESSIONAL EXPERIENCE/ CAREER JOURNAL:
Los Angeles County Metropolitan Transportation Authority (Metro), 2016
• Senior Executive Officer, Rail Operations (2016-present)
CHICAGO TRANSIT AUTHORITY (CTA), Chicago, Illinois 1986 to 2016
• Director, Communication/Power Control Center Operations (2015 to 2016)
• Rail Operations, Director – Communication/Power Control Center Operations, Rail Instruction, Rail Customer Service & Capital Oversight (2014 to 2015)
• Director, Infrastructure, Capital, & Project Coordination (2012 to 2014)
• Vice President, Bus Operations, Chicago Transit Authority May 2012 thru November 2012:
• Director, Transit Operations, Chicago Transit Authority January thru May 2012:
• General Manager, Bus Operations, Chicago Transit Authority December 2009 thru January 2012:
• Transportation Manager II, Bus Operations, Chicago Transit Authority October 2007 thru December 2009:
• Communication/Power Control Center Manager, Transit Operations, CTA July 2005 thru October 2007:
• Bus Service Manager, Bus Operations, Chicago Transit Authority January 2004 thru July 2005:
• Transportation Manager, Bus Operations, Chicago Transit Authority January 2001 thru January 2004:
74 NON - PROFESSIONAL CAREER JOURNAL:
• Security Controller (2000) Bus Controller II (2000)
• Bus Garage Clerk (1999) Bus Garage Instructor (1998)
• Bus Service Supervisor (1997) Bus Line Instructor (1994)
• Permanent Bus Operator: Full-Time (1990)/Part-Time (1988)
• Summer College Program: Bus Operator FTTO (1988)/Maintenance Dept. (1986)
Accomplishment & Certificates:
• Eno Transit Senior Executive Program • U. S. Department of Transportation – Transportation Safety Institute Certificate • FEMA – Center for Domestic Preparedness/Incident Commander Training • Identifying and Preventing Harassment in the Workplace Training • Federal Transit Administration Safety Management System - SMS
EDUCATION:
Loyola University, Chicago, Illinois Student Scholarship Athlete, Men’s Collegiate Basketball 1984-1987 Conferred 2005 Received Bachelor of Arts degree in Sociology
Wichita State University, Wichita, Kansas Student Scholarship Athlete, Men’s Collegiate Basketball 1982-1984 1982 to 1984 Majored in Criminal Justice
~ References available upon request ~
75 HART – Chief Executive Officer Candidate Questions – Please Respond by October 1, 2020
Please prepare written responses to the following questions. Please limit your responses to one page per question and retype the question at the top of each page. Be sure to put your name on the document and put all question responses in one document. Please email your responses back to me by the end of the day on Thursday, October 1, 2020. Thank you.
1. The next Chief Executive Officer for HART will take the helm while HART is still feeling the impacts of COVID 19. What will be your initial priorities in the first 6 months?
2. Describe how you build, mentor, and develop your staff team?
3. Provide an example of a best practice for sustainable transportation you developed and led that you think would be most applicable to HART. What were the lessons learned?
630 Dundee Road, Suite 130, Northbrook, IL 60062 Local: 847.380.3240 Toll Free: 855.68GovHR (855.684.6847) Fax: 866.401.3100 GovHRUSA.com
EXECUTIVE RECRUITMENT INTERIM STAFFING MANAGEMENT AND HUMAN RESOURCE CONSULTING 76 Jackson, B.
1. The next Chief Executive Officer for HART will take the helm while HART is still feeling the impacts of COVID 19. What will be your initial priorities in the first 6 months?
As the nation is currently responding to the public health crisis related to the coronavirus disease (COVID-19); public transit agencies are grappling with an unprecedent impact never imaged in a short period of time. From an economic recession that has produced skyrocketing unemployment to loss of revenue from ridership decline and sales tax. Additionally, the increased demand on cleaning regime on the train, bus, station and facilities to help slow the spread and combat COVID-19 has added to the cost. Impact on complying with social distancing and mask requirement guidelines on public transit; the increase cost of purchasing Personal Protective Equipment (PPE) for all our employees and maintaining a dedicated supply change. Ensuring that the service provided is rightsized to meet ridership demands to achieve a safe sustainable environment; while dealing with an extreme budget deficit. The human factor and dealing with over 200,000+ lives lost to COVID-19 which has directly impacted all transit agencies.
Most importantly, ensuring the safety and protection of our front-line essential worker and passengers require strong and compassionate Leadership that continue to perform at an ultimate and sustain level through the COVID-19 crisis. There’s a tremendous amount of apprehension in the workplace and the riding public. As a provider of public transportation services, we have a heightened duty to ensure the health and safety of not only the public, but our workplace.
My first 6 months would not only include a hard look at the impact of COVID-19 on the agency, but an overall assessment of the vitally giving this unprecedent healthcare crisis. The budget and financial impact, workforce staffing, ridership, rolling stock, customer and employee impacts.
Here are some measures that will be immediately adopted:
• Determine the current COVID-19 executive oversight and responsibilities • Develop an Internal COVID-19 recovery taskforce that provide weekly updates to the HART Board of Directors, Senior Leadership Team and employees • Review Capital Investments • Review the agency mobility and equity measures • Review the agency goals to ensure proper alignment with the challenges of COVID-19 • Assess the current service levels to determine if HART is meeting the ridership demands • Partnering with other agencies and American Public Transportation Authority (APTA) on best practices, including APTA’s national “Health and Safety Commitments Program” which seeks to show riders and employees exactly what transit agencies are doing to help keep transit as safe as possible and slow the spread of COVID-19 • Ensuring that HART is following official guidance on safe riding practices from the Local Health experts • Ensuring that HART is protecting employee and riders through increased cleaning, disinfecting of our fleet, garages and facilities, good ventilation practices and providing room for social distancing when practical on buses • Ensuring HART is sharing information that will empower riders to make informed choices; for example, some agencies have developed applications to determine ridership loads and real time bus arrivals • Look at the Express and BRT bus routes to improve mobility throughout the service area 77 Jackson, B.
• Look at fully integrating transit system in the Tampa Region; partnering with other agencies • Establish meetings with HART Labor Partners on a continuous basis to ensure combine shared interest discussions are occurring frequently about the impact of COVID-19; with subsequent meeting on weekly basis • Visit all work locations either in person or virtually to introduce my priority and expectations for the agency and layout our developing plans to address the COVID-19 crisis • Set a strategic vison for the agency and a path forward to recovery from COVID-19 • Launch a Customer Experience Survey to get internal and external feedback from employee and passengers • Meet with City, Local and Transit Advocates to establish partnerships to access the recovery process and gain public support • Establish continuity by building an effective team that include a diverse workforce focused on re-imagining transit during the COVID-19 crisis • Establish a Senior Leadership Charter including leadership competencies, transparency and building effective teams
2. Describe how you build, mentor, and develop your staff team?
Building, mentoring and developing staff is one of the most important aspects of a successful public agency. With my 30 years of proven transit experience I’ve the pleasure of successfully coaching thousands of employees to enhance effectiveness, encouraging and maximizing potential including career development by acting as a champion for change, innovation and inclusiveness. My ability to lead people toward meeting the Agency’s vision, mission, and goals is instrumental in expanding staff reach into public transit. I would lead by example as a proven success story of how hard work, perseverance in transit can lead to global exposure in this area. Encouraging staff by an inclusive workforce that fosters the development of others, facilitates cooperation and teamwork and supports constructive resolution of conflicts. Building effective teams is done by blending people into teams when needed, creating strong morale, sharing in team success, fostering open dialogue, empowering individuals to be responsible for their work and clearly defining expectations. I would inspire and motivate employees to emphasize the importance of each person’s contributions; communicating why your individual work is important to the agency and how its benefits self and others. I would employee unique motivation strategies to get the best out of each person. Making sure career opportunities and training are developed through an equity platform of diversity and inclusion.
Finally, I will continue to motivate the workforce by acting with integrity, following through on commitments, developing a world class workforce, results driven, setting clear expectations, encouraging employees to question existing methods, practices and supporting employees in their efforts to try new things.
3. Provide an example of a best practice for sustainable transportation you developed and led that you think would be most applicable to HART. What were the lessons learned?
78 Jackson, B.
I was instrumental in being involved in a several initiatives around sustainability during my career.
• I help develop several express bus routes to help improve mobility and the customers experience • I worked closely with Chicago Department of Transportation at the onset to plan, design dedicated bus lanes in the central business district • Supported the implementation and rollout of pilot electric bus fleet and charging stations • Involved in the implementation of two rail extensions • Involved in the planning and construction for several major rail projects • Involved in Capital Project development that was improved infrastructure, state of good repair and facility enhancements • I worked closely with our employees and department of transportation to develop “clean and green” spaces near the Bus Garages
Lessons learned:
Ensuring that all relevant stakeholders are involved in the decision making and has valuable input. Looking for opportunities to further reduce the environmental impacts associated with development opportunities. Greening strategies and equity should be considered, implemented and maintained in all future investments and capital projects to reduce air quality impacts, properly manage/reuse/recycle resources, increasing community connectively, and advance clean technology, while creating jobs to ensure economic vitality.
I believe this hands-on experience would be valuable to HART building, operating and maintaining transit infrastructure that meet the current and future needs of the agency. This include transit- oriented communities and development that integrate the principles of sustainability in all aspects of decision making and execution. This also include seeking out and implementing innovative solutions to improve air quality, protect natural resources, reduce waste and create connected communities.
The agency long term objective must include:
• Buying fuels and electricity at the most economic cost • Reducing the amount of emissions especially carbon dioxide (C02) caused by our required consumption • Reducing, whenever possible the use of fossil fuels using ambient and renewable energy sources • Gaining more control over energy consumption by aggressively pursuing renewable energy sources
79 Bernard Jackson
Questionnaire name: Release of Information Candidate Questionnaire - HART-CEO 9-2020
Questionnaire taken on: 2020-09-21
Job applied for: Hillsborough Area Regional Transit Authority - Chief Executive Officer (September 14, 2020) - Tampa, FL
Question Answer
NOTE: Any false response, Yes, I agree with these terms and conditions. misrepresentation, or omission of relevant information submitted by you to the questions below may disqualify you from eligibility, selection, or appointment. Misleading or inaccurate information may result in our client withdrawing any conditional or final job offer, or in litigation against you.
First Name: Bernard
Middle Name: LaFrance
Last Name: Jackson
Preferred Pronoun (ex. He/She/They etc.) He
How did you learn about this position? Transit Talent Publication
Street Address:
City, State, Zip: Los Angeles, California 90014
Cell Phone:
Email Address:
Male or Female (Optional): Male
REFERENCES: Whether you have GovHR USA may contact all references that I have submitted. (*In submitted references previously as part of checking this box you authorize GovHR USA to contact your your original submission or as an references.) attachment to this form, please clearly indicate to us which references we can now contact without jeopardizing your present employment. 80 Additional Reference Information:
EDUCATION: Highest Degree Earned: Bachelors
College/University & Location(city): Loyola University of Chicago, Chicago, Illinois
Additional Degree Earned:
College/University & Location(City):
Additional Degree Earned:
College/University & Location (City):
CURRENT EMPLOYMENT 11,000 INFORMATION: 1. Total # of full time employees in your current or most recent overall organization (if applicable):
2. Total # of full time employees in your 650 current or most recent department (if applicable):
3. Total budget in your current or most 11,000 recent overall organization (if applicable):
4. Total budget of your department or areas Varied due to mutliple positions held: VP Bus Operations (5000), of responsibility (if applicable): Director Control Center, Rail Instruction and Rail Customer Service (2500)
5. Expected compensation for this position: Range from $310,000 - $350,000
6. Who do you (or did you) report to (title Chief Operating Officer only):
7. Related professional affiliations: American Public Transit Association, Conference Of Minority Transit Officials , Eno Center for Transportation
8. Please confirm that you agree to Yes, I agree to immediately advise the GovHR consultant and provide immediately advise the GovHR USA all necessary information. consultant assigned to your recruitment if you accept another position or your employment circumstances change at any point during the recruitment and selection process for this position.
9. At any time in the last seven (7) years, No have you been convicted of any offenses relating to your operation of a motor vehicle, 81 or has your drivers license been suspended for any reason? If yes, please provide all information and applicable dates. Yes or No (If yes, please explain).
10. At any time in the last seven (7) years, No have you been a party to a lawsuit in any court or administrative proceeding, personally or professionally? If yes, please provide general information and applicable dates. Additionally, please identify the applicable venue or jurisdiction of any applicable court or administrative proceeding, and if known, the current status and/or disposition of such court or administrative proceeding. Yes or No (If yes, please list and briefly explain).
11. At any time in the last seven (7) years, No have you been disciplined by your employer, for any reason? If yes, please provide all information and applicable dates. Yes or No (If yes, please explain).
12. At any time in the last seven (7) years, No have you been investigated by a professional association or other organization, including but not limited to a governmental entity with investigative authority, for any reason? If yes, please provide all information and applicable dates. Yes or No (If yes, please explain).
13. At any time in the last seven (7) years, No has anyone made a complaint against you to a professional association regarding your professional status or certification? If yes, please provide all information and applicable dates. Yes or No (If yes, please explain).
14. At any time, have you been asked to No resign, or have you been terminated from employment? If yes, please provide applicable dates and please indicate if a severance agreement and/or release of claims was executed by you regarding such resignation/termination.
15. At any time, has anyone made a No complaint against you to a professional organization or your employer for alleged violations of state or federal civil rights or sexual harassment laws? If yes, please provide all information and applicable dates. Yes or No (If yes, please explain). 82 83 Candidate 5
84 Adelee Marie Le Grand
Education
· Master of Science – Transportation Studies Morgan State University, Baltimore, Maryland
· Bachelor of Science – Industrial Engineering Morgan State University, Baltimore, Maryland
Work History
2016 to Present Transdev North America
2020 to Present Vice President/Executive Strategic Advisor
2019 to 2020 Vice President/Chief Mobility Officer
2016 to 2019 Chief Strategy Officer
2006 to 2016 AECOM North America
2015 to 2016 Vice President, Strategic Planning and Advisory
2006 to 2015 Associate Vice President, Transportation Market Sector Leader
2002 to 2006 URS, Atlanta, Georgia
Senior Project Manager
1999 to 2002 ALeGrand Consulting
Logistics Consultant
1997 to 1999 Penske Logistics, Ford Motor Plant, Atlanta, Georgia
Logistics Engineer
85 Work History – cont’d
1996 to 1997 Georgia Department of Transportation
Strategic Planning, Senior Planner III
1994 to 1995 Port Authority of New York and New Jersey
Management Engineering and Analysis, Management Consultant
Data Summary:
Candidate: Adelee Marie Le Grand
Organization: Transdev North America
Position: Vice President/Executive Strategic Advisor
Organization Budget: $8.7 billion
Total Number of Employees in Organization: 85,000
Total Number of Employees in Department: 18,000
Expected Salary: as advertised
Reporting Relationship: Chief Executive Officer
Years of Experience: 26
Professional Affiliations:
· American Planning Association · American Public Transportation Association · Community Streetcar Coalition · Conference of Minority Transportation Officials · Rail~volution
86 ADELEE MARIE LE GRAND, AICP Public Mobility Executive Officer Public Transportation and Mobility Management
| 1
September 14, 2020
Joellen Cademartori, Chief Executive Officer GovHR USA 630 Dundee Road, #130 Northbrook, IL, 60062
Re: Hillsborough Area Regional Transit Authority, Chief Executive Officer – Executive Recruitment
Dear Ms. Joellen Cademartori,
This is a transformational time for HART and public mobility. 2020 is proving to be one of the most disruptive times for public transportation providers. The COVID19 Pandemic has negatively impacted overall mobility demand due to sheltering in place; supply due to social distancing requirements in vehicles; and revenue due to lower ridership. These impacts on public mobility are projected to continue for the next 12-36 months. During this time of mobility transformation, HART needs a leader who will place an emphasis on the customers, motivate staff, and engage stakeholders in a manner that creates a shared vision for mobility and strengthens HART’s role in delivering transit investments that meet customer demands while addressing the post-COVID19 operational challenges. My goal is to exceed the expectations of the HART Board, while creating advocates who will work to ensure that HART maintains the support needed to address the mobility challenges facing Hillsborough County and the broader Tampa Bay area. I possess the necessary expertise and capabilities to: • Support Customers by addressing their travel needs. The Hillsborough Area is geographically and demographically diverse. The community needs reassurance that HART will continue to provide safe, reliable service. The best way to maintain the community’s trust is transparency; which is achieved through active listening and effective communicating. I have spent a career having difficult conversations with communities, gaining their trust, and finding solutions that address their needs. I have been fortunate to advance several complex programs including the Atlanta BeltLine and Atlanta Streetcar. • Motivate Staff through active engagement with internal and external stakeholders. There is the opportunity to reimagine how service is delivered during the current budgetary environment. My background in the private sector coupled with my public sector experience provides me with the business acumen to resolve the challenges facing HART. I have success in creating strong energized teams that excel at transforming their departments. As I did in New Orleans and Atlanta. • Engage Stakeholders by creating a post COVID HART strategic plan. The strategic plan should clearly articulate the activities, timelines, and costs to implement the changes needed to address the multimodal mobility needs of the region. As the Chief Strategy Officer for New Orleans RTA, I led the development and implementation of a 20-year strategic plan by collaborating with the board, customers, agency employees, business community, and elected officials. The plan was adopted unanimously and supported by the community. Three years later, the plan is still being used as a tool to improve mobility in the region. I am confident that I am the right person for the job and appreciate your consideration for the role.
Sincerely,
Adelee Marie Le Grand 87 Resume | 1
ADELEE MARIE LE GRAND, AICP Public Mobility Executive Officer Public Transportation and Mobility Management
PROFESSIONAL EXPERIENCE EDUCATION Adelee Le Grand is a leader who is passionate about utilizing mobility as a tool to Master of Science, Transportation Studies, Morgan State University create and sustain vibrant equitable communities. She empowers her team to view their portfolio of projects as opportunities to improve the lives of the community they Bachelor of Science, Industrial Engineering, Morgan State University serve. Her motto is, “it is not about the project, it is about how the project improves the community.” PROFESSIONAL REGISTRATION American Institute of Certified Planners #024657 / 11/2010 Adelee is a Vice President at Transdev, which is one of the largest providers of mobility CAREER HISTORY solutions in the United States of America and abroad. She provides strategic advisory Transdev North America, Vice President / services to transit clients in North America. Her area of specialty is developing and Executive Strategic Advisor in service to communicating strategies into actionable plans that will guide the implementation of Metropolitan Atlanta Rapid Transit business solutions and innovations. Authority, 2020 Transdev North America, Vice President / Through contract agreements with Transdev, Adelee has served as a member of the Chief Mobility Officer in service to Atlanta- region Transit Link Authority, 2019 - current executive team for two transit agencies. In December 2019, she assumed the role of Chief Mobility Officer for the Atlanta-region Transit Link Authority (ATL), working Transdev North America, Vice President / Chief Strategy Officer in Service to New closely with the Executive Director and Planning Division to establish the new state Orleans Regional Transit Authority, 2016- authority’s suite of services and strengthen partnerships with key stakeholders and 2019 regional partners. From 2016-2019, she served as the Chief Strategy Officer in service AECOM North America, Vice President, to the New Orleans Regional Transit Authority where her responsibilities included Strategic Planning and Advisory, 2015-2016, developing the first Strategic Mobility Plan for the New Orleans Region, developing a Associate Vice President, Transportation Transit Asset Management Plan, implementing a Regional Fare Product, and Market Sector Leader, 2006-2015 rebuilding the Planning Department. URS, Atlanta GA, Senior Project Manager, 2002-2006 (Acquired by AECOM) Adelee has spent her career in transportation. Her background spans several decades ALeGrand Consulting, Logistics Consultant, in the public and private sector. She led major transportation projects and managed 1999-2002 professional staff upwards of 2,000 people in NC, SC, TN, GA, AL, MS, LA, and FL. Her Penske Logistics, Ford Motor Plant Atlanta responsibilities included developing the strategic vision for the numerous GA, Logistics Engineer, 1997-1999 transportation practices and managing the financial growth of the organizations. Georgia Department of Transportation, Strategic Planning, Senior Planner III, 1996- 1997 Some of her most significant projects include: ATL Roadmap, Atlanta-Region Transit Link Authority; Strategic Mobility Plan, New Orleans Regional Transit Authority; Transit Port Authority of New York and New Jersey, Management Engineering and Analysis, Asset Management Plan, New Orleans Regional Transit Authority; and Transit Management Consultant, 1994-1995 Oriented Design Guidelines, Metropolitan Atlanta Rapid Transit Authority. AFFILIATIONS American Planning Association Adelee has helped elevate the value, scope, and profile of public mobility on a national American Public Transportation Association stage, while serving as a mentor to young professionals. She has conducted hundreds Executive Committee/ Board of Directors/ of public meetings, managed thousands of people, served as a board member and Diversity and Inclusion Vice Chair chaired several professional associations. She speaks in North America on public Conference of Minority Transportation mobility issues for professional associations, public agencies, and universities. She has Officials- Board of Directors directed complex teams on large, time-sensitive projects including federal Rail~Volution - National Steering Committee environmental studies, asset management plans, transit-oriented development plans, Community Streetcar Coalition -Chair 2018- operations plans, and revitalization plans. 2020 Leadership Atlanta Class 2015
88 Resume | 2
PROFESSIONAL DOCUMENTS PROJECT EXPERIENCE Mobility as a Service Standards Guidebook, MARTA post-COVID Transformation Plan, Atlanta GA APTA, leading the development of an industry user guide to MaaS. 2020 Executive Strategic Advisor Location: Metropolitan Atlanta Rapid Transit Authority How to Attract the Next Generation of Executive Advisor responsible for the development of the agencies post Pandemic Transit Professionals, APTA, leading the transformation plan; intended to right size the organization by transforming how development of process for transit agencies to recruit high school students to careers in MARTA is managed and how service is delivered. 2020 transit. 2020 Atlanta-region Transit Link Authority Strategic Plan, Atlanta, GA Transit Leadership in the Post COVID19 Chief Mobility Officer Mobility Landscape, APTA, leading the working group responsible for defining the Location: Atlanta-region Transit Link Authority future role of public transit Post COVID19. Chief Mobility Officer responsible for formalizing the structure of the newly created 2020 organization, developing partnerships, and creating a 5‐year work program. 2019 – RECENT ENGAGEMENTS 2020 Speaker, “Advancing Mobility as a Service (MaaS) in the Transit Space”, American Lextran Strategic Plan, Lexington, KY Public Transportation Association, Transit Tech Conference, 2019 Executive Strategic Advisor Location: Lextran Speaker, “Streetcars: The Great Debate”, Rail~volution Vancouver BC, Annual Led the development of a Strategic Plan for the Lextran Board of Directors. 2020 Conference, 2019 Speaker, “Streetcars and Gentrification”, New Orleans Regional Transit Authority Strategic Mobility Plan, New Orleans, LA Rail~volution Vancouver BC, Annual Chief Strategy Officer Conference, 2019 Location: New Orleans Regional Transit Authority Moderator, “Maximizing Transit Led the development and implementation of the first Strategic Mobility Plan. 2016 – Investments: Connecting Transit and Land 2019 Use for Community Benefits”, Conference of Minority Transportation Officials, Annual Conference, 2019 New Orleans Regional Transit Authority Regional Fare Product, New Orleans, LA Chief Strategy Officer Speaker, “Going Beyond Talk: Transit Leaders Take the Mobility as a Service Location: New Orleans Regional Transit Authority (MaaS) Challenge”, South West Transit Led the implementation of a pilot and permanent regional fare product between Association, Annual Transit Conference, El NORTA and JeT (Jefferson Transit, Jefferson Parish LA). 2018 - 2019 Paso, TX, 2019 Speaker, “Why Transit Agencies Can’t Sell New Orleans Regional Transit Authority Transit Asset Management Plan, New Their Funding and Expansion Ideas”, South Orleans, LA West Transit Association Annual Transit Conference, El Paso, TX, 2019 Chief Strategy Officer Location: New Orleans Regional Transit Authority Speaker, “CSC Vision and Mission, the Future of CSC”, Community Streetcar Led the development of the first Transit Asset Management Plan for compliance with Coalition Summit, 2019 Federal requirements. 2016 - 2019 Speaker, “Strategic Planning for New Mobility”, American Public Transportation New Orleans Regional Transit Authority Planning Reorganization, New Orleans, LA Association, Annual Meeting, 2018 Chief Strategy Officer Speaker, “Developing Inclusive Recovery Location: New Orleans Regional Transit Authority Plans”, American Public Transportation Led the reorganization of the Planning and Scheduling Department, upgraded Association, Annual Meeting, 2018 Trapeze system and improved data analytics. Moderator, “Federal Transit Administration Update”, American Public Transportation Metropolitan Atlanta Rapid Transit Authority, Planning and Technical Services, Association, Transit Tech Conference, 2018 Atlanta, GA Speaker, “Delivering on the Promise of Program Manager Diversity and Inclusion”, American Public Transportation Association, Transit Tech Client: Metropolitan Atlanta Rapid Transit Authority Conference, 2018 Led the management of the MARTA planning program by providing over 1,300 staff Moderator, “Organizational Development resources from 15 firms to support the Transit Oriented Design, Concessions, Real Practices and Strategies: Domestic & Estate, and Planning Divisions. 2014-2016 International Perspectives”, American
89 Resume | 3
Public Transportation Association, Rail Atlanta BeltLine Inc. East and Crosstown Environmental Assessments, Atlanta, GA Conference, 2018 Project Manager Speaker, “Diversity and Inclusion: Creating Client: Atlanta BeltLine Inc. a Culture of Equity”, New York Public Led the completion of two federally required environmental documents for streetcar Transit Conference, 2018 service in downtown Atlanta. 2013-2016 Speaker, “Inclusion and Equality: Driving from Awareness to Action”, New York Public Transit Conference, 2018 Metropolitan Atlanta Rapid Transit Authority Project Delivery, Atlanta, GA Program Manager Speaker, “Planning for a Mega Event”, Rail~volution, Pittsburgh, PA, 2018 Client: Metropolitan Atlanta Rapid Transit Authority Led the development of program implementation plans for three transit construction Speaker, “The New Mobility Paradigm: Decisions for the People”, Rail~volution, projects including financial plan and delivery schedule. 2012-2016 Pittsburgh, PA, 2018 Moderator, “Beyond the Weather: Atlanta to Chattanooga Highspeed Ground Transportation Tier 1 Environmental Enhancing Mobility with Resilience”, Impact Statement, Georgia Rail~volution, Pittsburgh PA, 2018 Project Manager Speaker, “Legacy Streetcar Systems”, Client: Georgia Department of Transportation Community Streetcar Coalition Summit, Led the development and completion of the Tier 1 EIS for a proposed 120-mile New Orleans, LA, 2018 corridor operating at speeds over 180 miles per hour. 2010-2016 Panelist, “Next Generation”, Community Streetcar Coalition Summit, New Orleans, Atlanta Lovejoy Griffin Commuter Rail Implementation LA, 2018 Project Manager Speaker, “Preparing your System for Client: Georgia Department of Transportation, GA Resilience”, American Public Transit Association, Rail Conference, 2017 Led the planning and environmental review to implement commuter rail and relocate an existing Amtrak station. 2012-2014 Speaker, “Better Health Through Transport”, Rail~volution, 2017. Atlanta Streetcar Environmental Assessment and Transportation Investment Moderator, “Words Matter”, Rail~volution, Generating Economic Recovery II application, Atlanta, GA San Francisco, CA, 2017 Project Manager Presenter, “Federal Transit Administration Client: Metropolitan Atlanta Rapid Transit Authority, the City of Atlanta, and The Requirements for Asset Management and Atlanta Downtown Improvement District. State of Good Repair”, Workshops 2015-16 for the following: Led the analysis, design and environmental review for a Streetcar project connecting Metropolitan Atlanta Rapid Transit Centennial Olympic Park to the Martin Luther King Historic site and received the Authority, Atlanta, GA; largest TIGER II grant award of $47 million to build the project. 2011-2012 Georgia Regional Transportation Authority, Atlanta, GA; General Planning Consultant, Atlanta, GA Long Beach Transit, Long Beach, CA; Program Manager AASHTO Technology Users Meeting, Client: Metropolitan Atlanta Rapid Transit Authority, Atlanta, GA Madison, WI; Provided strategic guidance to the Assistant General Manager of Planning to address South Ohio Regional Transit Authority, the challenges associated with advancing MARTA’s capital planning program by Cincinnati, OH developing 29 workorders, assigned to 15 firms, totaling $26 million. 2009-2013
Atlanta BeltLine Tier 1 EIS Project Manager Client: Atlanta BeltLine Inc. Led the completion of federally approved analysis, design, public engagement, and environmental review for a 22-mile rail corridor encompassing transit, trails, and open space linking 44 neighborhoods and spurring redevelopment of underutilized land. 2008-2012
90 HART – Chief Executive Officer Candidate Questions – Please Respond by October 1, 2020
Please prepare written responses to the following questions. Please limit your responses to one page per question and retype the question at the top of each page. Be sure to put your name on the document and put all question responses in one document. Please email your responses back to me by the end of the day on Thursday, October 1, 2020. Thank you.
1. The next Chief Executive Officer for HART will take the helm while HART is still feeling the impacts of COVID 19. What will be your initial priorities in the first 6 months?
2. Describe how you build, mentor, and develop your staff team?
3. Provide an example of a best practice for sustainable transportation you developed and led that you think would be most applicable to HART. What were the lessons learned?
630 Dundee Road, Suite 130, Northbrook, IL 60062 Local: 847.380.3240 Toll Free: 855.68GovHR (855.684.6847) Fax: 866.401.3100 GovHRUSA.com
EXECUTIVE RECRUITMENT INTERIM STAFFING MANAGEMENT AND HUMAN RESOURCE CONSULTING 91 HART – Chief Executive Officer Candidate Questions – Adelee Marie Le Grand, AICP
1. The next Chief Executive Officer for HART will take the helm while HART is still feeling the impacts of COVID 19. What will be your initial priorities in the first 6 months?
As the next CEO and new resident to the Hillsborough County Area, it is important that the community trusts that I am focused on providing safe, reliable, and equitable service. The best way to gain the community’s trust is transparency; which is achieved through active listening and effective communicating. My goal is to provide outstanding customer service to our internal and external customers. In order to achieve this goal, I will have to quickly build relationships with the stakeholders in the region.
Within my first six months I will be focused on gaining insight on the mobility challenges facing the region. Due to COVID, the region, including staff, needs greater assurance that HART will understands the importance of dependable service during these uncertain times. There must be acknowledgement that routes were changed, the service frequency was reduced, and that steps will be taken to improve the current service.
The Hillsborough County Area is geographically and demographically diverse. Therefore, it will be important to ensure that all groups are heard. During the meetings, I will focus on engaging with the following groups:
· The Board – to understand the immediate challenges facing the organization. The board has a keen understanding of what needs to be done and the priorities that the new CEO must address. It will be important for me to engage fully with each Board member frequently during the first six months. · The Customers – to actively listen and document the challenges. The customers are why HART is in business. It is important for me to connect directly with the customers to understand their travel needs, how they have changed during COVID, and how HART can improve their experience riding the system. · The Staff – to provide the support needed to keep the team moving forward. There have been several changes in leadership over the last few years. The staff has accomplished a lot and will need reassurance that the new CEO will be focused on understanding the areas where additional support is needed. · The Stakeholders – to understand the role HART plays in the region. It will be important for me to learn how the region views HART, understand the perceived value proposition, and find opportunities to build and strengthen relationships.
Throughout this process, I will develop an action plan focused on addressing the priorities raised during the listening tour. The action plan will be implementable and measurable.
92 HART – Chief Executive Officer Candidate Questions – Adelee Marie Le Grand, AICP
2. Describe how you build, mentor, and develop your staff team?
I am a collaborative leader who believes that respect and trust build an organization focused on providing outstanding customer service. At HART, our focus must be on ensuring that everyday we are providing service that allows our customers to improve their lives; by getting to work, school, healthcare and recreational facilities, groceries and many other destinations. My team must see themselves as contributors to making the community better.
To build this type of work environment it is important for the team to understand my philosophy and why I am committed to this profession. It is equally important for me to understand why they are in the public transit industry and what is important to them. This type of exchange acknowledges that we all have something amazing to offer HART and the community.
Since I will be the newest member of the team it will be important for me to do the following:
· Actively engage – listen to and learn from the team. I am focused on creating an environment that embraces diversity of thought, acknowledges strengths, and overcomes weaknesses. My direct reports will have scheduled recurring meetings with me to delve into these areas. I am interested in hearing from them frequently on how we can work together to improve their departments. · Understand and address challenges facing HART- empower the team to find fiscally sustainable solutions to address the mobility needs shared during the listening tour. There are lots of things to celebrate at HART. Overall, there is budget to bring back most of the service that was reduced earlier in the year and plans to improve the service. Now is the time to address issues that may impact our ability to provide reliable service. We will create a cross-divisional team to tackle the unaddressed challenges. · Reimagine service delivery – adapt to support a post COVID economy. The team must be prepared to think creatively about the future of public transit. Every department will have to start envisioning how they will change to be responsive to future demands. I will work with my direct reports, department leads, and staff to create teams focused on moving forward. There will be scheduled work sessions for each group to update and engage with me on how the efforts are advancing, present any challenges that have developed, and pose solutions to those challenges.
This is my approach to build, develop and mentor the team. The outcome is to strengthen the team, create synergy between departments and their staff, and for me to be an active participant in the transformation of the organizational culture. The objective is to get people comfortable working together to solve immediate as well as future problems, create a safe environment to share ideas, and respect the contributions of the individual while bringing value to the whole.
93 HART – Chief Executive Officer Candidate Questions – Adelee Marie Le Grand, AICP
3. Provide an example of a best practice for sustainable transportation you developed and led that you think would be most applicable to HART. What were the lessons learned?
I believe a best practice for sustainable transportation is gaining consensus around the vision for HART, developing a strategy for implementing the vision, and building overwhelming support for the implementation of that strategy. Succinctly, a HART Strategic Plan.
HART has a 2020 plan that was initiated prior to the COVID19 pandemic. It is time to envision how HART will support the post COVID economy. This exercise will include several of the projects that are included in the 2020 plan, however it should go further. A twenty-year plan will allow the community, staff, and stakeholders to clearly understand the vision, goals, objectives, and strategies to create an organization that does more than provide transit service.
The success of this process relies heavily on input from as many groups as possible. This needs to be a plan developed by the region for implementation from HART. Having the community own the plan will allow HART to continually advance the plan without having to restart every few years, or after every administrative change. There needs to be a roadmap that can sustain many leadership changes. The community and staff need to know that HART is on a path and we are focused on reaching our milestones.
As the Chief Strategy Officer for the New Orleans Regional Transit Authority, I developed and led the process to develop a 20-year measurable Strategic Mobility Plan. This plan presented short- and long-term projects to achieve the agency’s mobility vision. Although the Strategic Plan effort occurred prior to the COVID19 pandemic, the NORTA plan was focused on improving service after a natural disaster; Hurricane Katrina. Due to the devastation associated with Hurricane Katrina, and the lasting impact to the community, I believe there are several similarities on why an effort like the NORTA Strategic Mobility Plan effort would be applicable to HART.
I believe a best practice, for sustainable transportation, is to have an agency, community and stakeholder driven strategic plan, with measurable action items, that is implemented transparently. This was done in New Orleans. Initially, there was reluctance to embrace the process. The sentiment was that the input received would not be included in the plan. There were concerns that the agency already had plans and was just “going through the motions”.
The outcome was completely opposite of the initial comments. The lesson learned was that those who want to participate want to be fully engaged, not just attend a meeting, pick up a flier and go home. When you give the community an opportunity to provide input and contribute to finding solutions, they take ownership of the plan. They stay engaged and HART will have the support to continue to advance the plan.
94 Adelee Le Grand
Questionnaire name: Release of Information Candidate Questionnaire - HART-CEO 9-2020 Questionnaire taken on: 2020-09-21 Job applied for: Hillsborough Area Regional Transit Authority - Chief Executive Officer (September 14, 2020) - Tampa, FL
Question Answer
NOTE: Any false response, Yes, I agree with these terms and conditions. misrepresentation, or omission of relevant information submitted by you to the questions below may disqualify you from eligibility, selection, or appointment. Misleading or inaccurate information may result in our client withdrawing any conditional or final job offer, or in litigation against you.
First Name: Adelee
Middle Name: Marie
Last Name: Le Grand
Preferred Pronoun (ex. He/She/They etc.) She
How did you learn about this position? Word of mouth
Street Address:
City, State, Zip: Atlanta, GA, 30313
Cell Phone:
Email Address:
Male or Female (Optional): Female
REFERENCES: Whether you have GovHR USA may contact all references that I have submitted. (*In submitted references previously as part of checking this box you authorize GovHR USA to contact your your original submission or as an references.) attachment to this form, please clearly indicate to us which references we can now contact without jeopardizing your present employment. 95 Additional Reference Information:
EDUCATION: Highest Degree Earned: MS Transportation
College/University & Location(city): Morgan State University
Additional Degree Earned: BS Industrial Engineering
College/University & Location(City): Morgan State University, Baltimore Maryland
Additional Degree Earned:
College/University & Location (City):
CURRENT EMPLOYMENT 85,000 INFORMATION: 1. Total # of full time employees in your current or most recent overall organization (if applicable):
2. Total # of full time employees in your 18,000 current or most recent department (if applicable):
3. Total budget in your current or most $8.7 billion recent overall organization (if applicable):
4. Total budget of your department or areas of responsibility (if applicable):
5. Expected compensation for this position: Within the posted range
6. Who do you (or did you) report to (title CEO only):
7. Related professional affiliations: APTA, COMTO, Rail~volution
8. Please confirm that you agree to Yes, I agree to immediately advise the GovHR consultant and provide immediately advise the GovHR USA all necessary information. consultant assigned to your recruitment if you accept another position or your employment circumstances change at any point during the recruitment and selection process for this position.
9. At any time in the last seven (7) years, No have you been convicted of any offenses relating to your operation of a motor vehicle, or has your drivers license been suspended for any reason? If yes, please provide all information and applicable dates. Yes or No (If yes, please explain).
10. At any time in the last seven (7) years, No 96 have you been a party to a lawsuit in any court or administrative proceeding, personally or professionally? If yes, please provide general information and applicable dates. Additionally, please identify the applicable venue or jurisdiction of any applicable court or administrative proceeding, and if known, the current status and/or disposition of such court or administrative proceeding. Yes or No (If yes, please list and briefly explain).
11. At any time in the last seven (7) years, No have you been disciplined by your employer, for any reason? If yes, please provide all information and applicable dates. Yes or No (If yes, please explain).
12. At any time in the last seven (7) years, No have you been investigated by a professional association or other organization, including but not limited to a governmental entity with investigative authority, for any reason? If yes, please provide all information and applicable dates. Yes or No (If yes, please explain).
13. At any time in the last seven (7) years, No has anyone made a complaint against you to a professional association regarding your professional status or certification? If yes, please provide all information and applicable dates. Yes or No (If yes, please explain).
14. At any time, have you been asked to No resign, or have you been terminated from employment? If yes, please provide applicable dates and please indicate if a severance agreement and/or release of claims was executed by you regarding such resignation/termination.
15. At any time, has anyone made a No complaint against you to a professional organization or your employer for alleged violations of state or federal civil rights or sexual harassment laws? If yes, please provide all information and applicable dates. Yes or No (If yes, please explain).
97 Candidate 6
98 Ivan Maldonado
Education
· Master of Business Administration University of Phoenix
· Bachelor of Arts InterAmerican University of Puerto Rico
Work History
2018 to Present Hillsborough Area Regional Transit Authority, Tampa, Florida
Director Transportation Operations
2016 to 2017 Washington Metropolitan Area Transit Authority, Washington, D.C.
Director Street Operations and Bus Control Center
2010 to 2016 StarMetro, City of Tallahassee, Florida
Executive Transit Director/General Manager
2007 to 2010 Polk County Transit Services, Polk County, Florida
Transit Operations Manager
2003 to 2007 Osceola County Council on Aging, Kissimmee, Florida
Division Director
1991 to 1992 Victory House Discovery Center, Mesa, Arizona
Program Coordinator
99 Work History – cont’d
1981 to 1988 United Nations Command Center (US Army), various US locations and overseas
Section and Training Supervisor
Data Summary:
Candidate: Ivan Maldonado
Organization: Hillsborough Area Regional Transit Authority
Position: Director Transportation Operations
Organization Budget: $102 million
Department Budget: $25 million
Total Number of Employees in Organization: 800
Total Number of Employees in Department: 450
Expected Salary: $210,000
Reporting Relationship: Deputy Chief of Transportation
Years of Experience: 39
Professional Affiliations:
· Florida Department of Transportation · Florida Transit Safety and Operations Network · Safe Mobility for Life State-wide Coalition
100 Ivan Maldonado, MBA, CPM
September 1, 2020
Chairperson, Commissioner Mariella Smith Hillsborough Area Regional Transit Authority 1201 E 7th Ave, Tampa, FL 33605
Dear Commissioner Smith,
I would like to have the opportunity to share with you, how my senior transit experience, training and qualifications make me the ideal candidate for the Chief Executive Officer Position. Provided below are some of the highlights of my qualifications.
I am an Army Veteran with over 25 years of management and supervisory experience, and an extensive background in transportation, operations and public service. My transit senior management experience includes the following:
▪ Transit Executive Director/General Manager, StarMetro Transit, Tallahassee, Florida ▪ Director of Transportation, Hillsborough Area Regional Transit Authority, Tampa FL ▪ Interim Director of Service Planning, Hillsborough Area Regional Transit Authority, Tampa FL ▪ Director, Bus Operations/Bus Control Center Operations, Washington Area Regional Transit Authority, D.C. ▪ Superintendent of Paratransit Operations, StarMetro Transit, Tallahassee, Florida ▪ Transit Operations Manager, Polk County Transit/ Winter Haven Area Transit, Florida
As a Transit Executive Director, I managed and oversaw the administration and operations of the mass transit system of the City of Tallahassee, which included the delivery of shuttle services to two university campuses, Para-transit transportation for elderly and disabled citizens, and non- emergency medical stretcher transportation.
My Experienced and thorough knowledge of transit related areas include, federal procurement guidelines, FTA grant administration, Transit Oriented Development, the Alternative Analysis process, the utilization of diverse fleet types such as electric buses, compressed natural gas and hybrid buses. I am extremely effective in evaluating the performance of routes and other modes of transportation including Paratransit and Streetcar operations. This include managing headways for Bus Rapid Transit and high frequency routes, the maintenance of fleet and facilities, and the effective oversight of control center operations.
I managed and oversaw the operations of bus fixed route transportation serving the D. C. Metropolitan area including the management of a Bus Operations Control Center, Street Supervision and Driver Management Investigation. In the D.C. area, I provided direct
101 supervision to 11 senior managers, 102 Street Operation Managers, and oversaw services provided by approximately 1500 buses and 2,700 Bus Operators.
My formal education includes completion of a Master’s degree in Business Administration and certifications as a Certified Public Manager, Transit Manager Certificate, Transit Trainer and Transit Supervisor.
I proudly serve as a member of the Florida statewide Safe Mobility for Life Coalition and the Florida Safety and Operations Network. I previously served as an Advisory Member for the Florida State University/Florida Agricultural and Mechanics University College of Engineering Center for Accessibility and Safety for an Aging Population (ASAP) and served as a member of the following workgroups and committees:
▪ Director at Large, Florida Veterans Foundation ▪ Committee Member, Florida Department of Transportation’s, Florida Autonomous Vehicle Statewide Workgroup ▪ Committee Member, Commission for the Transportation Disadvantaged Continuous Quality Improvement team.
My skills include financial management and capital asset oversight, cost containment, budget and expenditure oversight, strategic planning, continuous quality improvement, and management of private, public and human service programs and departments. I am proficient in federal grant management, federal procurement, billing and accounting.
My transit accomplishments include the following:
In 2015 when faced with an operating budget that would have resulted in over $1,000,000 in over expenditures, I led a team that readjusted fixed routes services (without causing major negative impacts to customers), ultimately closing the fiscal year over $800,000 under budget.
Between 2013 and 2014, I lead my team to deploy the first electric fleet in Florida and retrofitted a transit maintenance facility to serve Compressed Natural Gas buses.
In addition, between 2013 and 2014 I directed my planning and operations team to successfully evaluate and adjust fixed route services to effectively meet specific customer transportation needs. This included holding community meetings and meeting face to face with hundreds of customers that could have been affected by route changes. After an aggressive and effective marketing and outreach effort, we implemented changes that resulted in savings of over $500,000.
In 2011, I spearheaded the implementation of a Regional Mobility Coordinator program with a toll-free number that served four counties with travel related training and mobility information.
Furthermore, in 2011, my team and I organized a Regional Mobility Summit where over 130 key transportation stakeholders met to identify ways to improve human service transportation in the northern Florida region. A regional human services transportation action plan was developed from input gathered from the summit, and early that year we formed a Regional Human Services Transportation Coalition to continue to improve transportation. Because of these initiatives and
2 102 for improving transportation coordination in the Capital Region, the Commission for the Transportation Disadvantaged awarded my transit agency the 2012 Urban Community Transportation Coordinator award.
Previously in 2009, I organized and chaired a transit safety team and a quality improvement committee that considerably improved the operations of transportation services in Polk County. Through this effort, Polk County Transit implemented cost saving strategies that saved close to $300,000, and through such accomplishment we successfully won first place in the 2010 Florida Public Transportation Association Transit System Safety Award.
Lastly, between 2008 and 2009, the increasing cost of fuel, maintenance and parts adversely affected the operational budget of my transit system. I led a planning and evaluation committee and developed cost saving strategies that saved the system over $700,000.
Directing the Operations of HART for the last two years has helped me to identify the, strengths and opportunities of our agency as a whole, as well as the weaknesses and threats that exists in HART that prevent it from being the Transit System that the citizens of Hillsborough County deserve. I am confident that given the opportunity to serve as the HART CEO, I would be able to lead the HART team in a manner that meet and exceeds your expectations as well as the transportation needs of our community. I would very much like to schedule an interview or otherwise discuss my interest in this position.
Please contact me at and I will be available at your convenience. Sincerely,
Ivan Maldonado
3 103 Ivan Maldonado, MBA, CPM
OBJECTIVE: Transit Chief Executive Officer Position
SUMMARY OF QUALIFICATIONS
Master’s degree of Business Administration, Certifications as a Transit Manager and Transit Trainer Successful and effective Transit Executive Director and Senior Manager with a successful track overseeing the administration and operations of Transit services, to include fiscal oversight, the oversight of service delivery of bus rapid transit (BRT), bus, paratransit, streetcar and stretcher transportation services, the oversight of senior management personnel responsible for service planning and the maintenance of rolling stock and facilities. Thirteen years of Progressive transit senior management experience to include serving as the Executive Director of StarMetro, Director of Transportation at HART, Interim Director of Service Planning at HART and the Director of Bus Control Center Operations and Street Operations at the Washington Area Metropolitan Transit System. Over twenty years managing and providing exceptional services to customers with government, private and non-profit organizations. Experienced and thorough knowledge of transit related areas including federal procurement guidelines, FTA grant management, Transit Oriented Development, the Alternative Analysis process, the utilization of diverse fleet types (electric buses, compressed natural gas and hybrid buses), system route enhancements, paratransit operations, headway management of Bus Rapid Transit and high frequency routes, maintenance of fleet and facilities, and control center operations.
TRANSIT MANAGEMENT EXPERIENCE CONTINUED
As a Transit Executive Director managed and oversaw the administration and operations of the mass transit system of the City of Tallahassee, and the Community Transportation Coordinator of Leon County. Included the delivery of shuttle service to two university campuses, Para-transit transportation for elderly and disabled citizens, and non-emergency medical stretcher transportation. Currently servings as the Director of Transportation, Director of Bus Operations and Interim Director of Service Planning at the Hillsborough Area Regional Transit Authority, where I currently manage the operations of bus and paratransit services, to include providing oversight of Transit Street Supervision and oversight of the Operations Control Center for Bus, Para-transit and Streetcar Services. Managed and oversaw the operations of bus fixed route transportation serving the D. C. Metropolitan area. Included the management of a Bus Operations Control Center, Street Supervision and Driver Management Investigation. As a Director of Bus Control Center Operations collaborated with the Rail Operations Control Center to provide ground supervisory support to rail stations, and bus bridge assistance during emergencies and service disruptions and fixed guideway repairs. Provided direct supervision to 11 senior managers and 102 street supervisors; oversaw services provided by approximately 1500 buses and 2,700 Bus Operators. Provided rail transportation support. Solicited, executed and managed contracted transportation services for fixed route, para-transit, non-emergency stretcher transportation and taxi services.
104 As a Transit Executive Director, thorough multiple community engagement and customer service centered initiatives, created transportation options that met specific customer transportation needs. Conducted monthly customer appreciation events, listening sessions and outreach events such as yearly Stuff the Bus campaigns collecting nonperishable food items in support of the local food bank, a Purple Heart wrapped bus honoring wounded veterans, and distributing water and ponchos to customers during extremely hot or rainy days.
SERVICE DEVELOPMENT EXPERIENCE
Experience in strategic planning, service development and the implementation of programs, organizational policies and operating procedures, capital asset oversight, cost containment, budget/finance, customer service, and senior staff supervision. Oversaw the operations of Bus Rapid Transit (BRT) between Pentagon City and Alexandra VA, and the headway management of high frequency transit routes in the DC area. Participated in selection process and Alternative Analysis of Bus Rapid Transit (BRT) in Tallahassee. Deployed first transit electric buses in Florida and appropriate charging facilities. Successfully won grant funding for the implementation of paratransit technologies to include scheduling software, mobile data terminals, automated vehicle location technology, and customer complaint and commendation tracking and reporting system Successfully won grant funding for the retrofitting of maintenance facilities to serve energy efficient transit buses to include compressed natural gas and electric buses. Negotiated transportation service agreements for high frequency campus transportation with the Florida State University and transportation services serving the Florida Agricultural and Mechanical University and the Tallahassee Community College. Assisted in the development of Federal Procurement manual and Transit Facilities and Vehicles Maintenance plan for StarMetro. Participated in public and private partnership agreement for the use of Nopetro’s private Compressed Natural Gas (CNG) facilities to serve StarMetro’s transit CNG fleet. Created a Regional Mobility Coordinator program with a toll-free number and a one-call, one-click transportation program providing travel training and mobility information. Implemented a Low-Income Veterans Transportation free fare program, transportation options to help families overcome homelessness, and a K-12 student fare free program.
OTHER MANAGEMENT EXPERIENCE
Successfully managed and oversaw various health and human service programs serving over 40,000 citizens. Included the provision of customer service, conflict resolution and continuous quality improvement initiatives. Managed and oversaw health and human service programs such as the Office of Public Guardianship, Case Management, Intake and Assessment, a Community Action program, Employment Training and Job Development, Emergency Assistance, and Financial Counseling Programs. Managed and supervised rehabilitative personnel as well as services rendered to customers at a 130-bed residential treatment facility, five therapeutic group homes and a civic conservation program.
105 TRANSPORTATION ACCOMPLISHMENTS
2013/15 – Through active public involvement and strategic planning, restructured and streamlined fixed route system to better serve the specific needs of customers and by reducing duplication of services successfully saved over $1,500,000.
2013/14 – Deployed five (5) all electric fast charge buses; retrofitted maintenance facilities to serve Compressed Natural Gas buses which will be deployed in summer 2014.
2013/14 – Led planning and operational staff to successfully evaluate and adjust fixed route service to meet specific customer transportation needs, saving over $500,000.
2012 – Managed and directed StarMetro’s Community Transportation Coordinator program successfully wining the Commission for The Transportation Disadvantaged 2012 Urban Community Transportation Coordinator award.
2012 – Organized and co-facilitated activities of the Capital Region Human Services Coalition in its efforts to improve human service transportation in the Florida’s Capital Region.
2011 – Implemented Regional Mobility Coordinator program serving elderly and disabled citizens in a four- county area with travel related training and mobility information.
2011 – Organized Capital Region Mobility Summit where over 130 transportation stakeholders met to identify ways to improve human service transportation in the Florida Capital region.
2009 – Organized and led a Polk County Transit safety and quality improvement committee considerably improving transit system efficiency and implementing cost saving strategies that saved close to $300,000 wining first place in the 2010 Florida Public Transportation Association Transit System Safety Award.
2008/09 – Organized and led a Polk County Transit planning and evaluation committee reconfiguring the Polk County’s public fixed route system resulting in cost savings of over $700,000.
TRANSIT WORK HISTORY:
Director Transportation Operations 2018 - Present Hillsborough Area Regional Transit Authority, Tampa, FL
Director Street Operations and Bus Control Center 2016 - 2017 Washington Metropolitan Area Transit Authority, Washington D.C
Executive Transit Director/ General Manager 2010 - 2016 (Progressive roles included: Superintendent of Para-transit Operations) StarMetro, City of Tallahassee, FL
Transit Operations Manager 2007 - 2010 Polk County Transit Services, Polk County, FL
Division Director 2003 - 2007 Osceola County Council on Aging, Kissimmee, FL
Program Coordinator 1991 - 1992
106 Victory House Discovery Center, Mesa, AZ
Section and Training Supervisor 1981-1988 United Nations Command Center (US Army), various US locations and oversees
TRANSIT TRAINING AND CERTIFICATIONS:
1. Certified Transit Manager, USF Center for Urban Transportation and Research/FDOT 2. Certified Florida Transit Operations Network Trainer, USF Center for Urban Transportation and Research/FDOT 3. Coordinated Mobility Management Course, National Transit Institute, Rudgers University 4. Para-transit Operations Trainer Course, National Transit Institute, Rudgers University 5. Urban Transportation Planning Course, University of South Florida 6. Transit Supervisor Certification Course, Federal Transit Administration 7. Instructor Course Bus Operations, Federal Transit Administration 8. Transit Operations Planning Course, Institute of Transit Operations Planning 9. Understanding American Disabilities Act, Title IV and EEO 10. FTA Grant Management, Florida Department of Transportation 11. Transit System Security, National Transit Institute, Rudgers University 12. Conflict Awareness Trainers Course, FDOT/University of South Florida 13. Understanding Americans with Disabilities Act, National Transit Institute, Rudgers University 14. Instructor Course in Fatigue Awareness, Federal Transit Administration 15. Transit Oriented Development, Federal Transit Administration 16. FTA National Transit Data Reporting, Federal Transit Administration
Other Relevant Training:
1. Certificate in Supervisory Management, Florida State University 2. Certificate in Supervisory Skills, University of Central Florida 3. Ethical Fitness, Department of Children and Families 4. Extraordinary Customer Relations, Department of Children and Families 5. HIPPAA Compliance, Orlando Regional Healthcare 6. Employee Retention, Department of Children and Families
PROFESSIONAL AFFILIATIONS
Member, Safe Mobility for Life State-wide Coalition, Florida Department of Transportation Board Member, Change Ministries, Inc.
PAST AFFILIATIONS:
Director at Large, Florida Veterans Foundation, Florida State Capitol Advisory Member, Florida State University/Florida Agricultural and Mechanical University College of Engineering ASAP Program. Member, Quality Improvement Team of the Florida Commission for the Transportation Disadvantaged. Member, Florida Automated Vehicle Working Group Board Member, Primary Care Medical Services of Poinciana
107 HART – Chief Executive Officer Candidate Questions – Please Respond by October 1, 2020
Please prepare written responses to the following questions. Please limit your responses to one page per question and retype the question at the top of each page. Be sure to put your name on the document and put all question responses in one document. Please email your responses back to me by the end of the day on Thursday, October 1, 2020. Thank you.
1. The next Chief Executive Officer for HART will take the helm while HART is still feeling the impacts of COVID 19. What will be your initial priorities in the first 6 months?
2. Describe how you build, mentor, and develop your staff team?
3. Provide an example of a best practice for sustainable transportation you developed and led that you think would be most applicable to HART. What were the lessons learned?
630 Dundee Road, Suite 130, Northbrook, IL 60062 Local: 847.380.3240 Toll Free: 855.68GovHR (855.684.6847) Fax: 866.401.3100 GovHRUSA.com
EXECUTIVE RECRUITMENT INTERIM STAFFING MANAGEMENT AND HUMAN RESOURCE CONSULTING 108 Ivan Maldonado HART – Chief Executive Officer –Candidate Questions
1 The next Chief Executive Officer for HART will take the helm while HART is still feeling the impacts of COVID 19. What will be your initial priorities in the first 6 months?
Having served as the Director of Transportation and Bus Operations at HART has given me the opportunity to gauge the challenges and opportunities that the agency has towards becoming the best transit in its class. The following priorities will help direct HART towards this goal.
Safety during Covid-19 – The current pandemic has greatly affected HART’s ridership on all modes of transportation. We will begin an aggressive outreach and communications campaign that will convey the efforts of HART and its Board Members towards the safety and wellbeing of our citizens. My team and I will immediately increase the sanitation and cleanliness of all transit facilities, bus stop amenities and vehicles. We will also increase the number of buses serving areas with higher ridership and place additional buses at strategic locations. This would prevent crowding and encourage appropriate social distancing. Additionally, my staff and I will collaborate with our two bargaining unions to address employee concerns regarding COVID-19, and identify ways to gain employee support, reduce absenteeism and promote safety.
Current Route Enhancement Efforts – In order to offset revenue losses and financial shortfalls, HART has identified a series of route enhancements. The team is finalizing a community outreach and public input campaign. Final recommendations will be presented for HART Board’s direction and approval. Immediately after my appointment, I will implement the service modifications endorsed by the Board. After implementation, my team and I will continue to seek citizen input, and further evaluate effectiveness of the modified system. Through these efforts, we will continue to enhance service delivery with the goal of improving customer experience while meeting citizen transportation needs and expectations.
Projects in Backlog – Due to leadership turnover, HART has placed certain critical and essential projects on hold. Some of these projects include: the replacement of buses that have exhausted their useful life, purchase of electric buses, maintenance facility repairs, the replacement of an antiquated fare box system, and the replacement of the Operations Control Center’s communications system. These projects are critical and essential for optimal service delivery. Funding for many of these projects have been identified. Within six months of my appointment, I will implement and/or competitively secure contracts for the execution of these projects based on available funding.
Improve Service Reliability, On-Time Performance and Safety – Accidents, safety incidents and employee attendance are some of the main factors that affect the rising cost of transit, on-time performance, decreased ridership and customer satisfaction. Within three (3) months of my appointment, I will establish a team that will conduct a physical safety assessment of all fixed routes and facilities. We will identify areas along routes that may be prone to accidents and incidents. We will mitigate and/or eliminate any potential safety hazards in order to prevent accidents and safety incidents, while further improving services. In addition, as per direction of the Federal Transit Administration (FTA), we will finalize the HART Public Transportation Agency Safety Plan while developing all processes and procedures necessary for the implementation of a Safety Management System (SMS) that complies with federal requirements. 1 109 2 Describe how you build, mentor, and develop your staff team?
The unexpected departure of the former CEO during an agency leadership reorganization, has affected various facets of the organization and its operations. Some of the personnel hired, promoted or assigned to critical positions were not provided appropriate in-service training or the necessary direction for them to be fully effective in their roles and responsibilities. Developing and equipping said personnel with the appropriate organizational knowledge and skills will be one of my initial priorities so that they may reach their full potential.
Development of Managers and Critical Personnel – Within three months of my appointment, my leadership and Human Resources team and I will evaluate if persons occupying critical positions possess the training, skills and qualifications needed to be effective and successful in their roles and responsibilities. As part of our employee development and performance evaluation process, we will establish individual plans that identify training, skills and areas of performance needed for improvement.
We will identify appropriate training respective to management and supervisory positions while creating an ongoing training program to help develop our team. The Transit Safety Institute, the Center for Urban Transportation Research at the University of Florida and the National Transit Institute provide formal transit training in these areas. Their training includes the Transit Manager Certificate Program, the Transit Supervisor and Transit Trainer Certificate programs, the Para- transit Management Course, Introduction to Transit Planning as well as others. We will include these trainings as part of our management and supervisory development efforts.
Employee Succession and Mentorship Program – Our leadership and Human Resources team will develop and implement an employee succession program. This will include a mentorship program incorporating training in the following areas: leadership and management principles, professionalism, customer service, employee relations, job specific training, cross training and job shadowing. Mentors will be assigned to all employees participating in this program. They will provide weekly guidance and support during and after completion of the program. The leadership and management team will develop a process for the selection of staff who wish to participate in the mentorship program. This program will be open to bargaining and non-bargaining employees.
Enhanced Operator and Front-Line Personnel Training – The HART Training Division provides new Operator in-service and refresher training, as well as ongoing quarterly training to Operators and other front-line personnel. Quarterly training topics include customer service, safety, the Americans with Disabilities Act, policy updates, and the safe operations of Bus, Van and Streetcar services. Quarterly trainings help to ensure program compliance with the requirements set by funding sources such as the Florida Department of Transportation and the Federal Transit Administration. However, such trainings are not enough to equip front line personnel with the knowledge and skills needed to excel and perform at their best.
Within six months of my appointment, we will create and implement a field-training program where Transit Trainers and Supervisors will observe, encourage, coach and provide on-the spot training to front-line personnel during the performance of their duties. A similar program will be created where managers will monitor, coach and assist in the development of front-line supervisory personnel.
2 110 3 Best practice for sustainable transportation you developed and led that you think would be most applicable to HART. What were the lessons learned?
In 2010, I had the privilege to serve as a new member of Star Metro’s senior management team, as the transit agency was planning the decentralization of the fixed route system. This initiative provided better services with more direct routes and higher frequencies in accordance to customer transit needs and demands. The new route structure decentralized all fixed routes from a former hub and spoke model where all routes begun and ended at a central transit center. It created a synchronized grid system with timed transfer points at over 40 locations. By virtue of the old system, customers were required to travel out of their way to a transit center. Through the new grid system, customers were able to maintain the same direction of travel, ultimately reducing their travel times considerably.
Due to my Transit Operations Management background and having restructured routes at a previous transit system, I was tasked with evaluating the realignment plan. This was with regard to route connectivity, the placement of bus stops and amenities, how new services would have affected persons with disabilities, and the potential increase in demand for Paratransit services. I then oversaw the operational elements of implementation, which included working with various transit sections and the City of Tallahassee’s Public Works Department, particularly Traffic Engineering. The new realignment started in 2011, with continued improvements during the next two years.
After the departure of our Executive Director in 2012, I was appointed as his replacement, and continued to lead the enhancement of the fixed route system. Towards its completion, we were able to increase the average frequency of our routes from hourly service, to nearly 30 minutes across the system. We greatly reduced the need to transfer while successfully eliminating redundancy of routes travelling along the same roads. We reallocated resources to ensure that each transfer location was ADA accessible, accompanied with appropriate shelters and amenities, as well as bus stops with brail lettering for members of the blind community. Due to our cohesive effort, our agency won various Transit awards including an American Public Transportation Planning Award, the Community Transportation Coordinator of the Year, and the Florida Public Transportation Association’s Urban Transit System award. Other awards won during my tenure as the Executive Director included Call Center and Dispatch and the Mobility Coordinator awards.
Lessons learned include:
1. Board engagement during the community outreach and input phase of any service enhancement is essential towards a successful implementation.
2. The restructuring of bus routes will always have a financial impact on paratransit services.
3. Always set aside funding for unanticipated incidental cost, even in changes that are perceived as cost neutral.
4. When decentralizing routes, always identify transfer locations near business that would allow the use of restroom facilities and install appropriate shelter facilities that protect customers from inclement weather.
3 111 Ivan Maldonado
Questionnaire name: Release of Information Candidate Questionnaire - HART-CEO 9-2020
Questionnaire taken on: 2020-09-22
Job applied for: Hillsborough Area Regional Transit Authority - Chief Executive Officer (September 14, 2020) - Tampa, FL
Question Answer
NOTE: Any false response, Yes, I agree with these terms and conditions. misrepresentation, or omission of relevant information submitted by you to the questions below may disqualify you from eligibility, selection, or appointment. Misleading or inaccurate information may result in our client withdrawing any conditional or final job offer, or in litigation against you.
First Name: Ivan
Middle Name: David
Last Name: Maldonado
Preferred Pronoun (ex. He/She/They etc.)
How did you learn about this position? HART Board Meeting
Street Address:
City, State, Zip: Tampa, FL 33647
Cell Phone:
Email Address:
Male or Female (Optional): Male
REFERENCES: Whether you have GovHR USA may contact all references that I have submitted. (*In submitted references previously as part of checking this box you authorize GovHR USA to contact your your original submission or as an references.) attachment to this form, please clearly indicate to us which references we can now contact without jeopardizing your present employment. 112 Additional Reference Information:
EDUCATION: Highest Degree Earned: Masters Business Administration
College/University & Location(city): University of Phoenix
Additional Degree Earned: Bachelors of Arts
College/University & Location(City): Interamerican University of Puerto Rico
Additional Degree Earned:
College/University & Location (City):
CURRENT EMPLOYMENT 800+ INFORMATION: 1. Total # of full time employees in your current or most recent overall organization (if applicable):
2. Total # of full time employees in your 450 current or most recent department (if applicable):
3. Total budget in your current or most 102,000,000 recent overall organization (if applicable):
4. Total budget of your department or areas 25,000,000 of responsibility (if applicable):
5. Expected compensation for this position: 210,000
6. Who do you (or did you) report to (title Deputy Chief of Transportation only):
7. Related professional affiliations: Florida Transit Safety and Operations Network, Safe Mobility for Life Coalition
8. Please confirm that you agree to Yes, I agree to immediately advise the GovHR consultant and provide immediately advise the GovHR USA all necessary information. consultant assigned to your recruitment if you accept another position or your employment circumstances change at any point during the recruitment and selection process for this position.
9. At any time in the last seven (7) years, No have you been convicted of any offenses relating to your operation of a motor vehicle, or has your drivers license been suspended for any reason? If yes, please provide all information and applicable dates. Yes or No (If yes, please explain). 113 10. At any time in the last seven (7) years, Yes (wrongful termination), Settled in mediation - Leon County Court, have you been a party to a lawsuit in any FL court or administrative proceeding, personally or professionally? If yes, please provide general information and applicable dates. Additionally, please identify the applicable venue or jurisdiction of any applicable court or administrative proceeding, and if known, the current status and/or disposition of such court or administrative proceeding. Yes or No (If yes, please list and briefly explain).
11. At any time in the last seven (7) years, Terminated at-will the day that my supervisor Managing Director retired have you been disciplined by your employer, (September 2017) for any reason? If yes, please provide all information and applicable dates. Yes or No (If yes, please explain).
12. At any time in the last seven (7) years, No have you been investigated by a professional association or other organization, including but not limited to a governmental entity with investigative authority, for any reason? If yes, please provide all information and applicable dates. Yes or No (If yes, please explain).
13. At any time in the last seven (7) years, No has anyone made a complaint against you to a professional association regarding your professional status or certification? If yes, please provide all information and applicable dates. Yes or No (If yes, please explain).
14. At any time, have you been asked to See #11 resign, or have you been terminated from employment? If yes, please provide applicable dates and please indicate if a severance agreement and/or release of claims was executed by you regarding such resignation/termination.
15. At any time, has anyone made a No complaint against you to a professional organization or your employer for alleged violations of state or federal civil rights or sexual harassment laws? If yes, please provide all information and applicable dates. Yes or No (If yes, please explain).
114 115 Candidate 7
116 James E. Price
Education
· Executive Master of Science – Intermodal Transportation Management University of Denver, Denver, Colorado
· Bachelor of Science – Business Management University of Phoenix, Murray, Utah
· Bachelor of Science – Project Management University of Phoenix, Murray, Utah
· Associate of Arts – Electrical Engineering Anne Arundel Community College, Arnold, Maryland
· Associate of Arts – Electrical Engineering Technology Chesapeake College, Wye Mills, Maryland
Work History
2008 to Present Hampton Roads Transit, Hampton, Virginia
2011 to Present Chief Transit Operations Officer
2008 to 2011 Rail Operations Officer
2006 to 2008 Sound Transit
Senior Manager of Rail Activation
1998 to 2006 Utah Transit Authority
Manager of Rail Vehicle Maintenance
1987 to 1998 Mass Transit Administration of Maryland
1992 to 1998 Superintendent of Railcar Maintenance
1987 to 1992 Systems Maintenance Instructor
117 Work History – cont’d
1982 to 1987 Maritime Electronic Training School
Maritime Electronic Equipment Instructor
1975 to 1980 U.S. Army – Army Security Agency
Secure Voice/Data Telecommunications Repairman
Data Summary:
Candidate: James E. Price
Organization: Hampton Roads Transit
Position: Chief Transit Operations Officer
Organization Budget: $103 million
Department Budget: $62 million
Total Number of Employees in Organization: 1,000
Total Number of Employees in Department: 850
Expected Salary: $215,000
Reporting Relationship: Chief Executive Officer
Years of Experience: 45
Professional Affiliations:
· American Public Transportation Association
118 August 24, 2020
Hillsborough Area Regional Transit Authority Joellen Cademartori, Chief Executive Officer, or Charlene Stevens, Senior Vice President[[ GovHR USA, 630 Dundee Road, #130 Northbrook, IL 60062
Dear Hiring Official,
I am responding to a recent advertisement in Transit Talent for a Chief Executive Officer. I would like to be considered for this position. I have over 30 years of progressively responsible management experience in the Transit Industry. I am a highly collaborative leader with a communicative, team-oriented management style with excellent skills in strategic planning and community engagement. I hold a Masters Degree in Transportation Management from the University of Denver and have a Dual Bachelors Degrees in Business and Project Management.
Please review the attached resume for additional information and background. If you wish more information, I would be happy to supply any documentation you desire. I can be contacted via the information below and on the top of my resume.
Thank you for your consideration.
Sincerely,
James E. Price (Jim)
119 James E. Price
President & Chief Executive Officer 25 years of experience providing fiscal, strategic and operations leadership in uniquely challenging situations
Dynamic, results-oriented leader with a strong record of performance in start-up and/or turnaround scenarios and transforming them into highly efficient, proactive transportation providers. Utilizes keen analysis, insight and team approach to drive organizational improvements and implementation of best practices in financially constrained environment. Excellent interpersonal skills, capable of solving multiple and complex (human resources, legal, labor, financial, project, operational) issues and motivating staff to peak performance. Demonstrated communications skills necessary to articulate a clear vision and motivate stakeholders, both internal and external, towards a common set of objectives.
CAREER HISTORY AND ACCOMPLISHMENTS
Hampton Roads Transit 2011 - Present Chief Transit Operations Officer
· Responsible for the daily operation and maintenance of the bus, paratransit, van pool, light rail system and ferry systems spanning a service area of 369 miles and over 20 million passengers annually. · Responsible for the development and management of the $70 million (+) Annual Operating Budget. · Responsible for the development and implementation of a long range Capital Budget for the Transit Operation Department with the six-year investment plan. · Work closely with the HRT Commission, officials of the six member Cities, the State of Virginia, employees, contractors, citizens, communities and other stakeholders. · Facilitate in the utilization and administration of all operating rules and regulations, operations and maintenance plans and procedures, and collective bargaining agreement. · Develop organizational goals, plans and priorities, while maintaining positive oversight to allow effective revisions whenever appropriate. · Develop and implement comprehensive operational policies, procedures and plans in accordance with federal, state, and local regulations. · Recruit, hire, trained, coach, evaluate, manage and reward/discipline key operations management personnel to optimize peak performance and operational efficiency. · Primary responsibility to manage and direct labor contract and negotiations with approximately 800 represented employees. · Other accomplishments: 15% Improvement in On-Time Performance (12 months), 12% reduction in preventable accidents (12 months) and a 20% improvement is fleet reliability (12 months).
Hampton Roads Transit 2008 - 2011 Rail Operations Officer
· Served as progressively as the TIDE Start-up Director, Project Deputy Director and Project Director during construction, testing, start-up and close-out. · Responsible for the development of the initial Annual Operating Budget that is within project estimates. · Responsible for the development of Start-Up Budget that is within project estimates and prepares Rail Operations for its responsibilities. · Responsible for the development and management of the Staffing & Hiring Plan that is within the Annual Operating and Start-Up Budgets. · Plan, direct, manage, supervise and coordinate activities and operations of agency-wide activities related activation of the Rail Project. · Responsible for the daily operation and maintenance of the light rail system. 120 · Develop and implement comprehensive operational policies, procedures and plans in accordance with federal, state, and local regulations. · Facilitate in the utilization and administration of rail system operating rules and regulations, operations and maintenance plans and procedures, and collective bargaining agreement. · Develop departmental goals, plans and priorities, while maintaining positive oversight to allow effective revisions whenever appropriate. · Plan and direct the functions of the light rail system to ensure the security and safety of riders, employees, and community. · Recruit, hire, trained, coach, evaluate, manage and reward/discipline light rail personnel to optimize peak performance and efficiency.
Sound Transit 2006-2008 Senior Manager of Rail Activation
· Developed the Central Link Rail Activation Plan & Schedule (including Safety & Security Certification Plan, System Integration Test Plan and Pre-Revenue & Start-up Plan). · Plan, direct, manage, supervise and coordinate activities and operations of agency-wide activities related activation of the Central Link Rail Project. · Chair the Executive Activation Committee & the Rail Activation Committee. · Provide oversight on the Safety & Security Certification Committee, Systems Integration Committee, and the Pre-Revenue & Start-Up Committee. · Serve as a liaison for the Central Link light rail activation issues with other programs, divisions, departments, outside agencies and serve as a point of contact to the FTA and PMOC. · Explain, justify and defend activation programs, policies, and activities; negotiate and resolve sensitive and controversial issues quickly and effectively. · Maintain effective communications with the executive management team and the CEO. · Provide strategic level advice to the executive management team and CEO on activation issues. · Serve as a critical interface between Sound Transit Link Engineering and King County Metro. · Responsible for the development of the initial Central Link Annual Operating Budget that is within project estimates. · Responsible for the development of Central Link Start-Up Budget that is within project estimates. · Responsible for the development and management of the Central Link Staffing & Hiring Plan that is within the Annual Operating and Start-Up Budgets. · Provided guidance in the development of Information Systems Plan consistent with the spirit of the intergovernmental agreement and current technology. · Provided guidance in the on-going development of a Central Link Security Plan.
Utah Transit Authority 1998-2006 Manager of Rail Vehicle Maintenance
· Active participant in the initial start-up of Salt Lake City's (UTA) TRAX Light Rail System. · Active participant in the expansions of Salt Lake City’s TRAX Light Rail System to 1) the Rice Eccles Stadium and 2) to the University Medical Center. · Active participant in the planning, preparation and execution of Light Rail Service during the 2002 Winter Olympics in Salt Lake City. · Active participant in the planning (maintenance facilities & rolling stock) of the Front Runner Commuter Rail System. · Authored APTA paper on cost reduced methods in rail vehicle maintenance. · Organized and chaired the APTA Rail Vehicle User Group (14 Transit Properties) · Experienced in the utilization and administration of rail system operating rules and regulations, operations and maintenance plans and procedures, and collective bargaining agreement. · Developed departmental goals, plans and priorities, while maintaining positive oversight to allow effective revisions whenever appropriate. · Responsible for over $25 million in Light Rail Parts Room Inventory. · Strong transit related technical background, including project management experience.
Resume of James Price – Page # 2
121 Mass Transit Administration of Maryland 1992-1998 Superintendent of Railcar Maintenance
· Active participant in the initial start-up of Baltimore's (MTA) Central Light Rail System. · Active participant in the expansions of Baltimore’s (MTA) Central Light Rail System to 1) the BWI International Airport, 2) Penn Station Depot and 3) Hunt Valley. · Active participant in the planning, preparation and execution of Light Rail Service during the Major League Professional Baseball All-Star week in Camden Yards. · Active participant in the planning, preparation and execution of Light Rail Service during Pope John Paul II’s visit to Baltimore.
Mass Transit Administration of Maryland 1987- 1992 Systems Maintenance Instructor
· Detailed knowledge of rail vehicles, substations, signal systems, fare collection systems, grade crossings, power distribution systems and facilities maintenance. · Detailed knowledge of bus communications, fare collection and other data collection equipment and systems.
Maritime Electronic Training School 1982-1987 Maritime Electronic Equipment Instructor
· Detailed knowledge of RF communications, satellite navigation, collision avoidance, satellite communications and emergency maritime electronic equipment.
U.S. Army – Army Security Agency 1975-1980 Secure Voice/Data Telecommunications Repairman
· Detailed knowledge of secure voice and data telecommunications systems for the Army Security Agency and served in Berlin, Germany, Frankfort, Germany, and Riyadh, Saudi Arabia. · Held Top Secret Security Clearance.
EDUCATION
Executive Masters of Science - Intermodal Transportation Management 2005 University of Denver - Intermodal Transportation Institute Daniels College of Business GPA: 3.85
GRADUATE WITH HONORS 2001 University of Phoenix Bachelors of Science - Business Management Bachelors of Science – Project Management GPA: 3.9
MAGNA CUM LAUDE 1987 Anne Arundel Community College Associate in Arts Degree Electrical Engineering GPA: 3.75
GRADUATE WITH HONORS AND DISTINCTION 1982 Chesapeake College Associate in Arts Degree Electrical Engineering Technology
Resume of James Price – Page # 3
122 GPA: 3.94
Resume of James Price – Page # 4
123 HART – Chief Executive Officer Candidate Questions – Please Respond by October 1, 2020
Please prepare written responses to the following questions. Please limit your responses to one page per question and retype the question at the top of each page. Be sure to put your name on the document and put all question responses in one document. Please email your responses back to me by the end of the day on Thursday, October 1, 2020. Thank you.
1. The next Chief Executive Officer for HART will take the helm while HART is still feeling the impacts of COVID 19. What will be your initial priorities in the first 6 months?
2. Describe how you build, mentor, and develop your staff team?
3. Provide an example of a best practice for sustainable transportation you developed and led that you think would be most applicable to HART. What were the lessons learned?
630 Dundee Road, Suite 130, Northbrook, IL 60062 Local: 847.380.3240 Toll Free: 855.68GovHR (855.684.6847) Fax: 866.401.3100 GovHRUSA.com
EXECUTIVE RECRUITMENT INTERIM STAFFING MANAGEMENT AND HUMAN RESOURCE CONSULTING 124 James E. Price
HART – Chief Executive Officer Candidate Questions – Please Respond by October 1, 2020
1. The next Chief Executive Officer for HART will take the helm while HART is still feeling the impacts of COVID 19. What will be your initial priorities in the first 6 months?
My first concern is for the safety of HART employees, HART customers and the community at large. I would ensure that HART rolling stock and facilities are properly sanitized and that the organization has policies and procedures to ensure social distancing. I would make sure that HART has an adequate supply of masks, face shields, hand sanitizers, disinfectant wipes, and disinfectant sprays. I would want to make sure that HART is a safe place work and our customers health protected.
Once I am satisfied that HART services are as safe as possible, I would focus my energies on the loss of revenue and increased costs due to the pandemic. I would use CARES Act money to offset the loss of revenue and Increased costs to keep the budget balanced for as long as possible. Most projections seem to indicate that ridership is going to take several years to reach pre-Covid-19 levels. Ideally, I would try to bridge the two- or three-year gap with the CARES Act funding.
Operating in parallel, I would want to scrub the organization’s budget to minimize, defer or eliminate cost drivers without impacting service to the community. The goal would be to maximize the availability of CARES Act money for as long as possible. If this effort is unsuccessful and we are unable to stretch the funding to match the continued budget shortfalls, I would work with community stakeholders to target possible service reductions to balance the budget threat. This would be a measure of last resort.
It will fall on HART to convince the community, customers and employees that using HART services are safe. HART will need to communicate its efforts to maintain clean and safe buses, streetcars, vans, and facilities. In short, HART will need to reassure the public before ridership will recover. Ridership is the key to HART’s financial recovery.
Finally, the Covid-19 pandemic may provide an opportunity for the organization to pivot. Possibly lean into the pandemic and seek new opportunities. This may be an opportunity to introduce limited “on- Demand” services, introduce a first mile/last mile initiative or redesign existing services while demand is low. Internally, the service lull would provide an opportunity to train personnel, catch up on deferred maintenance or accelerate projects. I would challenge staff look at the pandemic as an opportunity rather than a curse.
125 James E. Price
2. Describe how you build, mentor, and develop your staff team?
My leadership style is guided by establishing a big picture and articulating a vision of our shared future. Transportation is my profession but its feels more like a calling to me. I am a passionate champion for good quality transportation for everyone. Regardless of any given challenge, I am motivated to do what is best for our community, stakeholders, customers, and our employees. After a short period of time, those around me will understand what motivates me. It will be the first step in building trust. My passion for building a top tier transit service motivates all my decisions. My vision and the consistency by which I deliver it will become the compass needle always pointing toward a better transportation value. With time my staff will instinctively know how I am going to behave and make their own decision based on what motivates me. The first links of trust will have been established.
My management style is collaborative. I tend to surround myself with subject matter experts and lean into their individual strengths. I am not a micro-manager. Once the team has identified a goal, I will assign an individual or team to lead the effort. I will work with the team to define the desire outcome, identify available resources, and establish a deadline. At that point, the individual or team is empowered to make the necessary decisions to achieve the desired outcome. I expect to be updated and be made aware of any unexpected challenges. I expect professional results. I am eager to shine the spotlight on a successful initiative and on those that achieved the goal. Not all initiatives are successful. Failure is not always due to a lack of genuine effort or creativity. I appreciate and acknowledge hard work even if the outcome is not as desired. I always strive to be approachable, respectful, and grateful for the people around me. I put my trust in individuals.
As a leader, I pride myself in finding people and preparing them for growth opportunities. I usually start by giving individuals small opportunities to be successful. Then I gradually provide more and more significant challenges. Soon I will have a few people that are prepared beyond the needs of their current position. I call this bench building. Then it is my responsibility to find them a position that utilizes the skills that have been developed. It is my desire to build a culture of accomplishment. I have been particularly successful with this approach in Hampton Roads. I have developed a deep bench for Directors, Managers and even Supervisors. Hampton Roads Transit will be well served for the next 25 years.
Members of the Senior Team are usually department heads. As department heads, they strive to serve their department’s best interest. In many cases, they see it as their primary responsibility. This vertical thought process creates silos, or even competition for resources between departments. This is counter- productive to a healthy organization. I will stress the value of horizontal relations (peer). I will make it clear that the health of the organization requires a strong synergy between senior leadership. They will be evaluated accordingly. Senior management must prioritize interdepartmental cooperation. They need to work as a single organism.
126 James E. Price
3. Provide an example of a best practice for sustainable transportation you developed and led that you think would be most applicable to HART. What were the lessons learned?
As the Chief Operations Officer for Hampton Roads Transit, I have taken the lead on Sustainable Transportation initiatives. In 2012, HRT’s 280 bus fleet were propelled by diesel fuel. The average mileage for the bus fleet was approximately 3.5 miles per gallon of diesel fuel. We looked at our operating and maintenance practices and found multiple ways to improve fuel mileage. The Transportation department reduced bus idling times, especially during hot summer and cold winter days. The maintenance department modified its preventive maintenance procedures focusing on emission system. As a result, the diesel bus fleet’s average miles per gallon of diesel fuel has increased to 4.65 miles. Saving thousands of dollars and reducing tons Co2 emissions.
Recognizing HRT’s desire to reduce emissions, staff began a study on the possibility of introducing CNG buses. HRT did an extensive study and held a peer review with transit properties with CNG Fleets. Unfortunately for HRT, the fatal flaw was the initial expense of the needed facility modifications. The decision was made to defer the introduction of CNG until we expanded our maintenance facility footprint.
Several years ago, HRT applied for NoLo Grants and were successful with two applications. However, it was not enough to overcome the cost differential between and all-electric bus and diesel. It was not until the VW settlement was made available to the State of Virginia that HRT saw a way forward. HRT made a case for all-electric buses. We argued that HRT was uniquely prepared for the transition as we were operating and maintaining an all-electric light rail system. HRT has acquired six all-electric buses and they are being tested as we speak. We are anticipating their introduction into revenue service in November 2020. HRT is the first transit property in Virginia with all-electric buses.
HRT has been proactive in its procurement of paratransit vehicles. The larger cutaway vans are being replaced with Ford Transit Vans which have better fuel economy. Also, ambulatory clients are now being transported with sedans. The paratransit fleet is typically replaced every five years. Staff is currently studying low/no emission vehicles for the next procurement. Finally, HRT upgraded its scheduling software to allow for dynamic scheduling. This reduces unnecessary mileage and more efficient use of equipment and personnel.
HRT is also in the process of replacing its fleet of ferryboats. A fleet of three 1980’s vintage fleet of ferryboats are being replaced by state-of-the-art boats which are lighter, with more robust emission systems, and more fuel efficient. Two of these new boats are in service and third is being built.
I believe that sustainable transportation needs to be attacked on all fronts. Radical change is difficult, but small incremental changes can be achieved by any transit property. HART is no exception. It will need to be nimble, proactive and seize opportunities when they appear.
127 James Price
Questionnaire name: Release of Information Candidate Questionnaire - HART-CEO 9-2020
Questionnaire taken on: 2020-09-21
Job applied for: Hillsborough Area Regional Transit Authority - Chief Executive Officer (September 14, 2020) - Tampa, FL
Question Answer
NOTE: Any false response, Yes, I agree with these terms and conditions. misrepresentation, or omission of relevant information submitted by you to the questions below may disqualify you from eligibility, selection, or appointment. Misleading or inaccurate information may result in our client withdrawing any conditional or final job offer, or in litigation against you.
First Name: James
Middle Name: Edwin
Last Name: Price
Preferred Pronoun (ex. He/She/They etc.)
How did you learn about this position? Transit Talent
Street Address:
City, State, Zip: Chesapeake, VA 23323
Cell Phone:
Email Address:
Male or Female (Optional): Male
REFERENCES: Whether you have GovHR USA may contact all references that I have submitted. (*In submitted references previously as part of checking this box you authorize GovHR USA to contact your your original submission or as an references.) attachment to this form, please clearly indicate to us which references we can now contact without jeopardizing your present employment. 128 Additional Reference Information:
EDUCATION: Highest Degree Earned: Masters Degree
College/University & Location(city): University of Denver, Denver, CO
Additional Degree Earned: Bachelors Degree
College/University & Location(City): University of Phoenix, Murray, UT
Additional Degree Earned: Associates Degree
College/University & Location (City): Anne Arundel Community College, Arnold, MD
CURRENT EMPLOYMENT 1000 INFORMATION: 1. Total # of full time employees in your current or most recent overall organization (if applicable):
2. Total # of full time employees in your 850 current or most recent department (if applicable):
3. Total budget in your current or most $103 million/Year recent overall organization (if applicable):
4. Total budget of your department or areas $62 million/Year of responsibility (if applicable):
5. Expected compensation for this position: $215K/year
6. Who do you (or did you) report to (title Chief Executive Officer only):
7. Related professional affiliations: APTA - Light Rail Technical Forum Secretary
8. Please confirm that you agree to Yes, I agree to immediately advise the GovHR consultant and provide immediately advise the GovHR USA all necessary information. consultant assigned to your recruitment if you accept another position or your employment circumstances change at any point during the recruitment and selection process for this position.
9. At any time in the last seven (7) years, No have you been convicted of any offenses relating to your operation of a motor vehicle, or has your drivers license been suspended for any reason? If yes, please provide all information and applicable dates. Yes or No (If yes, please explain).
10. At any time in the last seven (7) years, No 129 have you been a party to a lawsuit in any court or administrative proceeding, personally or professionally? If yes, please provide general information and applicable dates. Additionally, please identify the applicable venue or jurisdiction of any applicable court or administrative proceeding, and if known, the current status and/or disposition of such court or administrative proceeding. Yes or No (If yes, please list and briefly explain).
11. At any time in the last seven (7) years, No have you been disciplined by your employer, for any reason? If yes, please provide all information and applicable dates. Yes or No (If yes, please explain).
12. At any time in the last seven (7) years, No have you been investigated by a professional association or other organization, including but not limited to a governmental entity with investigative authority, for any reason? If yes, please provide all information and applicable dates. Yes or No (If yes, please explain).
13. At any time in the last seven (7) years, No has anyone made a complaint against you to a professional association regarding your professional status or certification? If yes, please provide all information and applicable dates. Yes or No (If yes, please explain).
14. At any time, have you been asked to No resign, or have you been terminated from employment? If yes, please provide applicable dates and please indicate if a severance agreement and/or release of claims was executed by you regarding such resignation/termination.
15. At any time, has anyone made a No complaint against you to a professional organization or your employer for alleged violations of state or federal civil rights or sexual harassment laws? If yes, please provide all information and applicable dates. Yes or No (If yes, please explain).
130 131 Candidate 8
132 Michael Rogers
Education
· Master of Science – Civil Engineering Michigan State University, East Lansing, Michigan
· Bachelor of Science – Construction Engineering Lawrence Technological University, Southfield, Michigan
Work History
2017 to Present City of Dallas, Texas (population 1.341 million)
Director of Transportation
2016 to 2017 City of Raleigh, North Carolina (population 458,880)
Director of Transportation
2013 to 2016 City of Peoria, Illinois (population 115,000)
Director of Public Works
2011 to 2013 City of San Antonio, Texas (population 1.3 million)
Assistant Director of Public Works
2009 to 2011 Wayne County, Romulus, Michigan (population 2.3 million)
Director - Department of Public Services-Roads Division
2004 to 2009 5 Star Engineering P.C., Detroit, Michigan
President
133 Work History – cont’d
2003 to 2004 Parsons Brinckerhoff, Detroit, Michigan
Supervising Engineer
1999 to 2003 Road Commission for Oakland County (RCOC), Beverly Hills, Michigan (population 1.2 million)
Transportation Planning Coordinator
1991 to 1999 Michigan Department of Transportation (MDOT), Southfield, Detroit and Lansing, Michigan
Permits Supervising Engineer
Data Summary:
Candidate: Michael Rogers
Organization: City of Dallas, Texas
Position: Director of Transportation
Organization Budget: $3.9 billion
Department Budget: $45 million
Total Number of Employees in Organization: 14,000
Total Number of Employees in Department: 200
Expected Salary: as advertised
Reporting Relationship: Assistant City Manager
Years of Experience: 29
Professional Affiliations:
· American Public Works Association · International City/County Management Association · McKinney Avenue Trolley Association · National Association of City Transportation Officials
134 Michael T. Rogers ______Dear Joellen Cademartori,
As an executive leadership team member with the City of Dallas, TX and formerly in the municipalities of Raleigh, NC, Peoria, IL, San Antonio TX and Wayne County MI, I bring to the Hillsborough Area Regional Transit Authority (HART) an in-depth knowledge of change management, infrastructure development, creative budget development, economic development, and visionary leadership. With over 29 years of increasing professional experience leading great teams in the public and private sectors, I continue to provide model efforts that deliver exemplary customer experiences through respectful collaboration and forward thinking. Building relationships has also been a key component to gaining trust and delivering great outcomes within the community. My involvement on boards of organizations like Salvation Army, Tri-County Urban League, Kiwanis and other community organizations, along with listening to citizens and working with elected officials, has allowed me to have dialogue to create unique and equitable solutions from a diverse community perspective.
Within my current position as the first Director of Transportation for the City of Dallas, I lead the team in developing the initial Strategic Mobility Plan for the city. This plan is the roadmap linking and prioritizing mobility to housing affordability, economic development, workforce development and other city adopted strategic priorities along with current and future transportation projects and programs. As the Raleigh Department of Transportation Director overseeing GoRaleigh transit, I was instrumental in securing the $2.38 billion Wake County Transit plan to build Bus Rapid Transit, Commuter Rail, and overall improvements to the transit network. As Director of Public Works for the City of Peoria, I was able to save the City $150 million to $500 million through effective negotiations with the EPA to bring the first in the nation, 100% green infrastructure solution as part of our Combined Sewer Outflow consent decree. As Assistant Director of Public Works for the seventh largest City in the U.S., San Antonio, my management team utilized the lean six sigma process in reorganizing departmental employees to gain greater efficiencies and eliminate compartmental silos resulting in a higher level of service of the City’s O & M functions. Also, while in San Antonio, I collaborated with outside agencies to integrate innovative technology resulting in reduced transit travel times by 30%. In addition, my team assisted in the development and delivery of the nearly $700 million 2012 City of San Antonio infrastructure bond program. Lastly, as Director of Wayne County Roads, my team was able to save $5 million annually by developing and implementing a new anti-icing policy for winter operations on Michigan’s largest county road network.
The most significant impact within my career has been the ability to solve long standing multifaceted issues by working with collaborative teams. One example is the Peoria, IL Community Non-Profit Vegetation Management program I developed and implemented. The issues were: 1) Too many unemployed youth 2) Excessive 311 service request of “high weeds”. This new program replaced contracted vendors with community non-profit groups in which we imparted business and landscaping acumen to young people. The youth groups were awarded vegetation management contracts for city right of ways within their respective communities. Successful outcomes of this program were: eliminated service requests in this category and successful bid and award of outside projects to two of the youth groups by year three.
Since my time on the San Antonio leadership team, led by City Manager Sheryl Sculley, my professional aspiration has focused on the goal of leading organizations. I believe my above background and experience make me the ideal fit for this tremendous opportunity with HART. I would be pleased to have the opportunity to meet with you to discuss my credentials and desire to be part of the HART leadership team.
Thank you for your consideration, I look forward to speaking with you.
Sincerely,
Michael T. Rogers
135 MICHAEL ROGERS
PROFESSIONAL HISTORY
Director of Transportation - City of Dallas, TX November 2017-Present (Population 1.341 million) ▪ 200 FTE employees with an operational budget of $53 million and a $533.98 million Streets & Transportation bond program. ▪Responsible for creation and organizational development of the first Dallas Department of Transportation, placing a focus on collaboration and strategic outcomes that are aligned with the six strategic priorities: Public Safety, Mobility Solutions & Sustainability, Economic & Neighborhood Vitality, Human & Social Needs, Quality of Life, and Government Performance & Financial Management. Through this process, hiring the departmental leadership team to oversee the following core municipal functions: Traffic Engineering & Field Operations, High Speed Rail, Intergovernmental Programs, Downtown Operations, Mobility Planning, Public Parking, Parking Enforcement, Public Lighting, and the Safelight program. ▪Development of the following policies: Shared Dockless Bike & Scooter policy and the autonomous delivery device policy. ▪Developing the City of Dallas’ first Strategic Mobility Plan, the roadmap for mobility, accessibility and connectivity aligned with Dallas’ six strategic priorities. ▪Collaboration with the regional transit agency to create a Transportation Management Association (TMA) to create a micro-transit programs for the underserved community to access job opportunities. ▪Created operational strategies to increase ridership on the Dallas Modern Streetcar. ▪Providing infrastructure reviews for development and catalytic projects in Dallas such as the $1billion I-30 rebuild, $1billion Dallas D2 Subway, and the $1.1billion Silver Line light rail line. ▪Creating land use, housing, economic development, and workforce opportunities as part of the new high-speed rail corridor from Houston to Dallas. ▪Responsible for coordinating with Uber the integration of Uber Elevate to the City of Dallas (One of three cities worldwide).
Director of Transportation - City of Raleigh, NC August 2016-November 2017 (Population 458,880) ▪544 FTE employees and 300 transit operators with an operational budget of $123.6 million and CIP $75 million. ▪Responsible for developing and standing up the new Raleigh Department of Transportation (RDOT), hiring the departmental leadership team to oversee the following core municipal functions: City Traffic Engineering & Traffic Operations, Downtown Operations, Transit (GoRaleigh), Transportation Planning, Streets, Sewers, Stormwater Maintenance, Public Parking, Parking Enforcement, Public Lighting, and the Capitol Area Metropolitan Planning Organization. ▪Responsible for developing the $207M Transportation Bond program. ▪Responsible for implementing the Citywide FY13 Transportation Bond & the 2017 Capital Improvement Plan (CIP). ▪Development of the following policies: P3 & Neighborhood Traffic Management Program policy. ▪Developed youth free transit fare policy for youth 18 and under. ▪Responsible for the development of the $2.38B transit plan which includes a new commuter rail, Bus Rapid Transit, and a 15 minute bus frequent network. 1
136 ▪Implemented a new docked bike share program with 300 bikes at 30 stations citywide. ▪Responsible for technology improvements for 8 city owned parking decks and 2 surface lots as well as on street parking pay station upgrades. ▪Created a new Downtown Operations team to provide cleaning, maintenance, ambassador services exclusive to the downtown CBD. ▪Provide infrastructure reviews for development and redevelopment projects. ▪Negotiated agreements with AMTRAK to occupy the newly built $100M Raleigh Union Station.
Director of Public Works - City of Peoria, Peoria, IL July 2013-August 2016 (Population 115,000) ▪117 employees with an operational budget of $24 million and CIP $26 million. ▪Responsible for the departmental leadership of the following core municipal functions: City Engineering, 463 miles of Streets, Sewers, Stormwater Management, Facilities, Fleet Management, Urban Forestry, Solid Waste Collection, Landfill Operations, Public Parking, Parking Enforcement, Public Lighting, and Traffic Operations. ▪Administrative Budget team member developing the $190 million FY14 and $184 million FY15 municipal budget. ▪Responsible for developing and implementing the Citywide $26 million FY15 Capital Improvement Plan (CIP). ▪Leading the Combined Sewer Outflow (CSO)/long term control plan negotiations with the EPA. These efforts paved the way for the $500 million in sewer infrastructure and “green” improvements planned throughout the City. ▪Transforming infrastructure projects into “places” through a complete streets/green streets approach to new/redeveloped infrastructure. ▪Responsible for a $32 million complete streets/green street redevelopment project of 23 city blocks in the warehouse district along the Illinois River within Downtown Peoria.
Assistant Director of Public Works - City of San Antonio, San Antonio, TX 2/11-7/13 (Population 1.3 million) ▪Responsible for the management of 471 employees, in the close to 700 employee department, for maintenance and operations of the City’s streets, transportation, and stormwater networks. Core functions include; street and sidewalk repairs, flood management, tunnel management, vegetation management, natural creek way maintenance, debris removal and traffic management. The Public Works Maintenance & Operation annual budget consisted of $63 million for streets operations, $41.4 million for storm water operations, and $20.7 million for transportation operations. ▪Contributing lead team member developing the successful $700M infrastructure bond program. ▪Responsible for the Traffic Signal Synchronization System (TSSM) project, a $33 million successful investment that upgraded and synchronized all 1317 traffic signals in the City of San Antonio. ▪Planning and leading departmental reorganization of department employees in an effort that streamlined the organizational structure for better customer relationships and operational efficiencies while breaking down “silos”. ▪Implemented the San Antonio VIA Metropolitan Transit PRIMO Bus Rapid Transit Service which established express service along the Fredericksburg Corridor, reducing travel times by 30%, increasing average speeds from 10 to 15mph by adding traffic signal preemption for busses, two- way communications, GPS, and real-time kiosks at bus shelters
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137 Director, Wayne County Department of Public Services-Roads Division, Romulus, MI 2/2009-2/2011 (Population 2.3 million) ▪Served as the appointed executive team leader overseeing 397 full time employees to deliver the maintenance and operations of 728 miles of County primary, 855 miles of County local roadways and 462 miles of M.D.O.T. freeways and state trunk line roads, including general road maintenance, buildings and structure maintenance, traffic safety controls, roadside mowing, tree trimming/removal/planting and transportation permits. Department annual general fund budget of $51.6million, State Maintenance Contract $50million. ▪Developed and Implemented a new snow and ice maintenance policy which resulted in a $5.7M savings.
President, 5 Star Engineering P.C., Detroit, MI – 2004–2/2009, DBE Certified Principal partner of the 23 employee Civil & Transportation Engineering firm specializing in D.O.T. constructability reviews, construction engineering, surveying, transportation engineering, and outdoor advertising administration. ▪Conducted the Outdoor Advertising Administration for the state of Michigan under contract with MDOT.
Supervising Engineer, Parsons Brinckerhoff, Detroit, MI - 2003–2004, ▪Served as project manager for the design and construction of the Rosa Parks transit Center in downtown Detroit.
Transportation Planning Coordinator, Road Commission for Oakland County (RCOC), Beverly Hills, MI - 1999–2003 (Population 1.2 million) ▪Responsible for developing the County Long Range Transportation plan and the agency’s strategic and financial plans. Served as the metropolitan planning organization’s transportation committee liaison. ▪Responsible for conducting legislative impact analysis for any legislation that would have an impact on the transportation network in Oakland County. ▪Author of the Road Commission for Oakland County (RCOC) Financial Plan which drove the FY2002 $140 million budget.
Permits Supervising Engineer, Michigan Department of Transportation (MDOT), Southfield, Detroit and Lansing, MI - 1991–1999 ▪Managed the permits division of MDOT to oversee the issuance of all construction, billboard, transport and vegetation removal permits for the four most populated counties in the State of Michigan.
ACCOMPLISHMENTS Supported and led the growth and development of innovative achievements in all aspects of Public Administration with a collaborative approach for the past 29 years. ▪Successfully created and provided the organizational development of new Departments of Transportation in the cities of Dallas and Raleigh. Successfully provided leadership for the Wake County Transit $2.38B bond. ▪Provided executive leadership in developing the 2018 City of Raleigh $207M transportation bond and the 2012 City of San Antonio $700M infrastructure bond. ▪Served honorably as a County Commissioner for Oakland County government for 3 terms. ▪Served as one of three drain board members for the Oakland County Drain (Water Resources) Commission. ▪Awarded a fellowship in the County Leadership Institute at New York University’s Graduate School of Public Services. ▪Named a Public Works Leadership Fellow (PWLF) in 2012 by the American Public Works Association. ▪Published Paper: APWA Reporter “City of San Antonio Disability Access Office”, September 2012, p16
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EDUCATION Michigan State University, East Lansing, MI Master of Science, Civil Engineering-Concentration Transportation Engineering, 1992 Lawrence Technological University, Southfield, MI Bachelor of Science, Construction Engineering, 1991
CONTINUING EDUCATION New York University, Graduate School of Public Service, New York, NY Course work: Fellowship in the County Leadership Institute, 2004
LICENSES & CERTIFICATE Public Works Leadership Fellow (PWLF) awarded 2012 Pipeline Assessment & Certification Program (PACP) 2013
ORGANIZATIONS & AFFILIATIONS Board Member, McKinney Avenue Trolley Association Member, International City/County Management Association (ICMA) Member, American Public Works Association, 2009-Present National Association of City Transportation Officials (NACTO) policy board member Executive Board Member, (Statewide Treasurer) Illinois American Public Works Association 2013- 2016 Advisory Board Member, Bradley University-Civil Engineering Dept. 2013-2016 Policy Board Member-Peoria/Pekin Urbanized Area Transportation Study (PPUATS) [area MPO] 2013-2016 Salvation Army Advisory Board Member 2013-2016 Tri County Urban League Board Member 2013-2016 Kiwanis Board Member 2013- 2106 Mentor, Big Brothers Big Sisters, 2011-2013 Advisory Board Member of Lawrence Technological University- Civil Eng. Dept. 2006-2011 School Board Member, Detroit Service Learning Academy, 2009-2010 Elected County Commissioner, Oakland County, MI, 2003 – 1/1/2009 Vice Chair, National Association of Counties (NACo) Transportation Steering Committee, 2007 – 1/1/2009 Executive Board Member, Southeast Michigan Council of Government, 2006 - 2008 Member, Oakland County Drainage Board Member, 2007 – 1/1/2009
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HART – Chief Executive Officer Candidate Questions – Please Respond by October 1, 2020
Please prepare written responses to the following questions. Please limit your responses to one page per question and retype the question at the top of each page. Be sure to put your name on the document and put all question responses in one document. Please email your responses back to me by the end of the day on Thursday, October 1, 2020. Thank you.
1. The next Chief Executive Officer for HART will take the helm while HART is still feeling the impacts of COVID 19. What will be your initial priorities in the first 6 months?
2. Describe how you build, mentor, and develop your staff team?
3. Provide an example of a best practice for sustainable transportation you developed and led that you think would be most applicable to HART. What were the lessons learned?
630 Dundee Road, Suite 130, Northbrook, IL 60062 Local: 847.380.3240 Toll Free: 855.68GovHR (855.684.6847) Fax: 866.401.3100 GovHRUSA.com
EXECUTIVE RECRUITMENT INTERIM STAFFING MANAGEMENT AND HUMAN RESOURCE CONSULTING 140 Michael T. Rogers HART – Chief Executive Officer Candidate Questions – Please Respond by October 1, 2020
Please prepare written responses to the following questions. Please limit your responses to one page per question and retype the question at the top of each page. Be sure to put your name on the document and put all question responses in one document. Please email your responses back to me by the end of the day on Thursday, October 1, 2020. Thank you.
1. The next Chief Executive Officer for HART will take the helm while HART is still feeling the impacts of COVID 19. What will be your initial priorities in the first 6 months?
My initial priorities for HART will be to bring a sense of calm, direction, and respect to the agency. The organization has been through a pandemic and turnover of two leaders in the last 24 months. I will strive to bring the agency together by leading by example. I intend to build trust within the organization, with the board members, municipal governments, and other stakeholders. I will do this by being available and responsive as my leadership style is one in which I believe that collaboration and partnerships are the keys to building great teams and great organizations. The historically underfunded agency will need to develop a post COVID roadmap to address long-term sustainable funding streams. With no guarantee that the Florida Supreme Court will affirmatively side with the 2018 surtax, HART will need to develop alternative means to enhance the operating & capitol budget. The CARES funding has been the short-term relief needed; however, the $74.5M CARES Act funds will eventually exhaust. In developing alternative funding opportunities, I will not only look at the federal government, I will look towards the private sector for public private partnerships (P3’s). It is important to understand that public transportation and land-use have a relationship with each other. I intend to leverage the public transportation assets for economic development opportunities.
To build a great organization that will be delivering services with the future distributed surtax dollars and any other new funding sources that will enhance mobility services, the HART team will need to be ready to deliver the enhanced services and projects in expedited manner. To do this I will need to work on the structure organization and organizational development of the HART staff and vendors. This will be done in a fashion of empowering the teams to be part of the reorganizational developmental process. Our ability to restore transit routes and expand services will depend on successful organizational development of all staff.
141 2. Describe how you build, mentor, and develop your staff team?
Mentoring staff is an important aspect of achieving elevated goals in any organization. As previously stated in the preceding response to question 1, for HART to become a great aspirational organization that will be able to restore transit routes and expand services, organizational development will be a key. Mentoring will be a critical step in the development of staff. Staff will need to be able to relate to their leadership team. To do this one must build relationships with our staff members. Our leaders must be open and willing practice effective listening to members of the staff. We must instill that every voice matters within the organization and we want and need to hear staff concerns and recommendations. As an organization, we will need to develop a voluntary career mentorship program, not only for staff, but also a mentor/ protégée program for vendors. The mentorship programs would approach each mentorship differently as we would do our best to categorize each mentor/mentee relationship, however treating each grouping in a unique way. The mentoring would include setting expectations together at the start of the process. In this way, each participant will understand exactly where they are coming from will help to drive the discussions in a direction that will be helpful for everyone. The mentoring process will also involve a genuine interest in the mentor/mentee relationship. Successful mentorships work best when the individuals really get to know each other as human beings and understand each other on a personal level. Each mentor should possess a high level of emotional intelligence to get to know the mentee’s unique personality, their wants and needs, the experiences that have shaped them, and how they deal with different situations. Each mentor should be willing to give more than what they ask for. The mentors that I have had within my career have all went out of their way to provide feedback and direction. The final step in the mentoring process is to lead by example and be a positive role model for all to see and emulate.
3. Provide an example of a best practice for sustainable transportation you developed and led that you think would be most applicable to HART. What were the lessons learned?
One example of best practice for sustainable transportation that I develop and led while in Dallas was the replacing of our circulator fleet from diesel power to electric power busses. This change was one part of helping our environment, the City of Dallas fails to meet federal air quality standards for ground level ozone, which is produced when nitrogen oxides (NOx) and volatile organic compounds (VOCs) combine with sunlight. This is a direct result of internal combustion engines, especially gasoline and diesel burning engines. Air quality will therefore worsen as temperature rises if overall vehicle miles continue to increase.
142 The City of Dallas partnering with the Dallas Area Rapid Transit (DART) is also continuing to shift the regional bus and light duty vehicle fleets to 100% EV, transitioning the fleet through new procurement policies and retrofitting older infrastructure and assets to accommodate charging stations on route. The City of Dallas is continuing its work with partners to ensure all new transit buses and light duty vehicles purchased after 2030 will be fully electrified, and then a full fleet transition by 2040. This action provides for improved air quality and noise reduction in neighborhoods and communities with more dense and frequent transit service.
Another sustainable initiative I am leading through my Dallas Strategic Mobility Plan efforts is to synergize land use and housing with transportation infrastructure to increase access to walking, biking, and public transit. Within this effort the City is working with DART to expand upon our existing standards and policies to create a comprehensive housing and Transit Oriented Development (TOD) strategy with the goal to increase transit ridership and reduce car ownership by increasing affordable and mixed income housing stock and low-wage job opportunities near rail stations and Bus Rapid Transit/Express bus routes. The City is facilitating the development of a comprehensive TOD area plans, target financial incentives for TOD and is proactively facilitating development catalytic TOD sites on city and DART owned land and parking lots. This City strategy aligns with our mode split goals, transit connectivity strategies, last mile infrastructure and economic development strategies for growth.
The equity consideration for this strategy is an emphasis on incremental development and a slow transition to higher densities which will help reduce the negative impacts of redevelopment while also ensuring that new TOD’s are strongly linked to centers of employment not only for higher paying white-collar jobs but lower wage-shift jobs and everyone in-between.
The lessons learned from having these strategies are two-fold; planning documents such as mobility plans, housing plans, economic development plans, and climate action plans all need to be aligned with each other. When all the plans are aligned, the probability of success is increased. It also provides one with a comprehensive roadmap, whereas no opportunities are missed and projects, programs, priorities, and strategies are all coordinated and aligned.
143 9/26/2020 https://app.jazz.co/app/resumes/questionnaire/35034687/print Michael Rogers
Questionnaire name: Release of Information Candidate Questionnaire - HART-CEO 9-2020
Questionnaire taken on: 2020-09-26
Job applied for: Hillsborough Area Regional Transit Authority - Chief Executive Officer (September 14, 2020) - Tampa, FL
Question Answer
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First Name: Michael
Middle Name: Terry
Last Name: Rogers
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How did you learn about this position? ICMA
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City, State, Zip: Cedar Hill
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Additional Reference Information:
EDUCATION: Highest Degree Earned: Master of Science Civil Engineering
College/University & Location(city): Michigan State University (E. Lansing)
Additional Degree Earned: B.S. Construction Engineering
College/University & Location(City): Lawrence Technological University (Southfield, MI)
Additional Degree Earned:
College/University & Location (City):
CURRENT EMPLOYMENT 14000 INFORMATION: 1. Total # of full time employees in your current or most recent overall organization (if applicable):
2. Total # of full time employees in your 200 current or most recent department (if applicable):
3. Total budget in your current or most $3.9B recent overall organization (if applicable):
4. Total budget of your department or $45M operating & $55M bond areas of responsibility (if applicable):
5. Expected compensation for this Market position:
6. Who do you (or did you) report to Assistant City Manager (title only):
7. Related professional affiliations: National Association of City Transportation Officials
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9. At any time in the last seven (7) years, No have you been convicted of any offenses relating to your operation of a motor vehicle, or has your drivers license been suspended for any reason? If yes, please provide all information and applicable dates. Yes or No (If yes, please explain).
10. At any time in the last seven (7) No years, have you been a party to a lawsuit in any court or administrative proceeding, personally or professionally? If yes, please provide general information and applicable dates. Additionally, please identify the applicable venue or jurisdiction of any applicable court or administrative proceeding, and if known, the current status and/or disposition of such court or administrative proceeding. Yes or No (If yes, please list and briefly explain).
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13. At any time in the last seven (7) No years, has anyone made a complaint against you to a professional association regarding your professional status or certification? If yes, please provide all information and applicable dates. Yes or No (If yes, please explain).
14. At any time, have you been asked to Yes. 2011 no severance agreement. resign, or have you been terminated https://app.jazz.co/app/resumes/questionnaire/35034687/print 3/4146 9/26/2020 https://app.jazz.co/app/resumes/questionnaire/35034687/print from employment? If yes, please provide applicable dates and please indicate if a severance agreement and/or release of claims was executed by you regarding such resignation/termination.
15. At any time, has anyone made a No complaint against you to a professional organization or your employer for alleged violations of state or federal civil rights or sexual harassment laws? If yes, please provide all information and applicable dates. Yes or No (If yes, please explain).
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Applicant Database
148 Hillsborough Area Regional Transit Authority - Chief Executive Officer - Tampa FL First Name Last Name Current or most recent employer: City & State: Title/Current Role: 1 Charles Adams Charles Adams Consulting Blossburg PA Consultant 2 Eddie Aguilar Mastec Miami, FL Sr. Program Manager 3 Vince Akhimie City of Lake City Lake City FL Assistant City Manager, ended 8/31/20 4 John Andoh Central Midlands Regional Transit Authority Columbia, SC Executive Director/CEO 5 Allison Arnold Bisk Education Tampa, FL AVP Accounting operations 6 Rozina Baig Deloitte Chicago , IL VP 7 Ryan S. Bailey Integrated Power Services Hamilton, OH Area General Manager 8 Dana Baker Central Florida Regional Transit Authority (LYNX) Orlando, FL Interim Chief Operating Officer 9 Elaine Barry Improving Company Results Tampa, FL Chief Consultant 10 Wilfred Beal The City of Jackson Mississippi Jackson, MS Transportation Planning 11 Timothy Borchers National Transit Services LLC Tampa, FL Principal Transit Consultant 12 Alexander Bradley Home Shopping Network St. Pete, FL Manager Television Operations 13 John Browning Guardian Rock Wealth Lake Forest, IL CEO 14 Daniel Bucheli US Congress Washington, DC Communications Director 15 Stephen Cardona United States Army Fort Huachuca, AZ First Sergeant (Staff Manager) 16 Jessica Carpenter Island County Coupeville, WA Planning and Community Development Director 17 Parthasarathi Chakraborthy India India CEO 18 Akhil Chaudhary Texila Technologies New Delhi & Delhi, India Business Partner 19 Tiffany D. Cheuvront Michel & Associates Long Beach, NY Attorney 20 Vincent Chiappone MMG Inc. Lake Grove, NY Consultant 21 Casey Childers US Army Fort Campbell, KY Director 22 Frank Clark III CEG Chicago, IL Managing Partner 23 Bradley Close Self-employed/ recent military transition Tampa, FL Leadership Consultant 24 Peter Colliard Muros TAI (MSE) Mexico CEO 25 Daniel Collings Baker Mckenzie Tampa, FL Manager 26 Brent Cook Legacy Housing Corporation Norcross, GA Executive Vice President 27 Blake Coston Aramark Tampa, FL Vice President of Operations 28 James Crawley Tweddle Clinton Township, MI SVP of Sales 29 Patrick Cremer USPS Florida Maintenance Manager 30 Michael Dagen JACOB Companies West Palm Beach, FL President 31 Mark Damato National General Dallas, TX Division Vice President 32 Ryan Day Nextteq Tampa, FL VP/GM 33 Jeffrey Delli Paoli LevelUp Advisors LLC Edison, NJ Principal 34 Hardwin Derynck Hm Selections Ukraine/Russia Ternopil, Ukraine CEO 35 Christopher Dodd AAR Corp Chicago, IL Program Manager 36 Thomas Duck Tri-Lift NC, Inc. Greensboro, NC Vice President/General Manager 37 Juan Carlos Erickson GoTriangle (Transit Authority) Raleigh, NC Head of Community Engagement 38 Juan Escano Escano & Associates Inc. Miami, FL Project Manager 39 Cleveland Ferguson Jacksonville Transportation Authority Jacksonville, FL Senior Vice President and Chief Administrative Officer 40 Dwight Ferrell GFFG MANAGEMENT CONSULTING, LLC Dallas, TX SENIOR CONSULTANT 41 Jonathan Fichman Kabot Advisors Fort Lauderdale, FL Managing Director 42 Sean Fortener Crowley Jacksonville, FL Organizational change management leader 43 Robert Frey King George Plant City, FL Project manager 44 Leonard Ganther Gwinnett County Support Services Lawrenceville GA DEPUTY DIRECTOR 45 Joseph Garnett, Jr. PhotosinMotion.net Dunedin, FL Owner 46 Thomas Gennarelli Timber Products Company Springfield, OR Vice President 47 Adam Giambrone Saudi Public Transit Company (SAPTCO) Riyadh, Saudi Arabia General Manager 149 48 Martín Gonzalez Backup Oil Tools Argentina CEO 49 Stephen Gorham CompuCom, Inc. Ft. Mill, SC Vice President Infrastructure and C 50 Mark Guasteferro Southwinds at Boca Pointe Boca Raton, FL President 51 Aaron Gunn Variorum Venture Group Nashville, TN President 52 John Haley Systra Consulting New York, NY Senior Technical advisor 53 Jeffrey D Hall MiSE Culinary Logistics Brandon, FL Consultant // Owner 54 Mary Hall Bank of America New York, NY VP information Security System Specialist 55 Jeffrey Harley Spectrum Group Washington, DC Business and National Security Analyst 56 Teri Harrison BAYADA home healthcare Port Richey, FL Director 57 Erick Hawkins City of Rock Hill Rock Hill, SC Transit Administrator 58 Ralf Heseler Charlotte County Public Schools Punta Gorda, FL Administrative Assistant 59 Brad Hessel Taunton Metals St. Petersburg, FL President 60 Norman Hickling Central Florida Regional Transportation Authority - LYNX Orlando, FL Director of Mobility Services 61 Jeffrey Hiott American Public Transportation Association Washington, DC Vice President Technical Services and Innovation 62 Will Holditch Fortessa Tableware Solutions Ashburn, VA VP of Sales 63 Henry Ikwut-Ukwa Atlanta BeltLine Inc. Atlanta, GA Director of Transportation 64 Bernard Jackson Los Angeles County Metropolitan Transit Authority Los Angeles, CA Senior Executive Officer, Rail Transportation 65 Amit Jagasia Panel Sistemas Madrid, Spain Business Director 66 Syed Jamil Biznet India Dot Com Gautam Budh Nagar, U.P. India Group President & CEO 67 Alex Johnson CEO Florida Caffeine, LLC 68 Jeff Jones Jones Development Partners (Worldwide Consulting) Tampa, FL Senior Consultant and Strategy Leader 69 Ronald Keele RK&K Fairfax, VA Rail Transit Engineering Leader 70 Gene (Tim) Kelley Tri-Tronics Company Tampa, FL Vice President, US Sales 71 Bray Kelly JBK Capital New York, NY CEO, Managing Director 72 Phillip Kenney College Wall Art Tampa, FL Chief Operating Officer (Interim) 73 Kevin Kent Byrider Carmel, IN VP Operations 74 Stephen H. Kim Community Transit Snohomish, WA Chief Operating Officer 75 Bryan King Hillsborough County Tampa, FL Infrastructure and Utilities Branch Director 76 Justyn King Bayada Home Health Dallas, TX Division Director 77 Bob Kinney Accelerate Results Group Tampa, FL Managing Principal 78 Edinilson José Kovaleski Velsis US LLC Tampa, FL Director 79 Daniel P Kress The Hertz Corporation Estero, FL Division Vice President 80 Doug Kucia Chicago Transit Authority Chicago, IL Director of Administration 81 Daniel Lamphier Compact Industries St Charles, IL Vice President of Operations 82 Michael Laperche PRIDE Industries Roseville, CA Vice President 83 Diane Lazette Yatoomas Foundation Toledo, OH President/executive Director 84 Adelee Le Grand Transdev NA Lombard, IL Vice President Strategic Advisory 85 Jay Leone Lab Corporation of America Burlington, NC Division Director 86 Mark Leverson Amalgamated Results Group LLC New Prague, MN CEO/President 87 Leland Liebe United Way of Broward County Fort Lauderdale, FL Executive Director 88 Richard Lobron WSP-USA Philadelphia, PA Consultant III 89 Clayton Long Depository Trust & Clearing Corporation Tampa, FL Associate Director & Cloud Automation Manager 90 Randy Lyon Lyon business solutions Grapevine, TX Executive director 91 Ivan Maldonado Hillsborough Area Regional Transit Authority Tampa, FL Director of Transportation 92 Randy Malluk Insights Analytics St Petersburg, FL Senior Managing Partner and Chief Executive Officer 93 Grant Malmberg IBM Washington, DC Director - Global PMO (Supervisory International Economist) 94 Julie Mandell New Ventures San Diego, CA COO 95 Mechelle Marcum Florida Department of Transportation Tallahassee, FL Budget Officer 96 Joseph Matozzo Total Airport Services Houston, TX VP Operations 150 97 Robert McFalls Florida Philanthropic Network Tampa, FL President & CEO 98 Shelley McNeill Deloitte Tampa, FL National Marketing Leade 99 Jeffrey Meyer TransForce Group Transportation Washington DC COO 100 Dimitar Mihaylov MBTA Boston, MA Manager of Vehicle Engineering Quality 101 Richard Miller BNSF Railway Fort Worth, TX Assistant Vice President 102 Gabriel Montalvo University of South Florida Tampa, FL Director Administrative Services 103 Harrinarine Mootoor Argos USA Alpharetta, GA Vice President Operations 104 Ariel Morel O3 Consulting Group Miami Beach, FL Chief Executive Officer & Founder 105 Birar Mukaddam JPMorgan Chase New York, NY Executive Head of Strategy & Business Services 106 Jennifer Mulligan Centennial bank Tampa, FL Commercial Team leader 107 Alexandra Mulvey Carrington Social Media Management Frederick, MD CIO CEO COO 108 Neelan Naidoo IBM New York, NY CEO 109 Ian Newberg Cubic San Diego, CA Vice President 110 Eric Nicholson IDOT COLLINSVILLE, IL Engineer Technician 111 Emerson Noujaim Wakefern Keasbey, NJ Warehouse Supervisor 112 Patrick Obah Our Lady of Esperanza Catholic Church Bronx, NY Director 113 Saysha Offutt U.S Army FT Bragg, NC Operations planner 114 Dennis Omanoff Cheytac Georgia CEO 115 Keith Ort Aluminum Conversion, Inc. Cromwell, IN President 116 Noor Pal PAL PETROLEUM Tampa, FL CEO 117 Willie Pass Wilmington Housing Authority Wilmington, DE Chief Operating Officer 118 Amish Patel IBM Corporation New York Vice President, North America 119 Albert Perez First Response Disinfecting Services Boca Raton, FL COO 120 Edward Phillips US Air Force Tampa, FL CEO / City Manager for MacDill Air Force Base 121 Romeo Pierre Fusion5 Melbourne, Australia Head of Sales & Success 122 Phillip Pierson Red Sea International Jubail Eastern Province KSA Contract and Tendering Director 123 Phyllis Pinon AdventHealth Tampa, FL Regional Manager 124 David Pope RailUSA Tallahassee, FL Director of Strategic Network Development 125 Deborah Prato New York City Transit/MTA New York, NY SVP People and Business Transformation 126 James Price Hampton Roads Transit Hampton, VA Chief Transit Operations Officer 127 Thomas Quigley Thomas Quigley Transportation Consultant Hawthorne, FL CEO 128 Edsel Rodriguez Turkish Airlines Istanbul, Turkey Airbus 330/350 Captain 129 Michael Rogers City of Dallas Dallas, TX Director, Department of Transportation 130 Rodolfo Romero NVR.INC West Palm Beach, FL Division Cost Manager (CFO) 131 Michael Salamey TalkTime Metro by T-Mobile Port Richey, FL COO (Chief Operating Officer) 132 Jacob Salem Independent consultant Oldsmar, FL Analyst and advisor 133 Kevin Salzer Max Cybersecurity, LLC Washington, D.C. Chief Technology Officer 134 Robert Savage Del Monte Fresh Produce N.A. Coral Gables, FL VP Transportation & Logistics 135 Kurt Scheible Pasco County Public Transportation Pasco County, FL Director 136 Jane Shang City of Deltona Deltona, FL City Manager 137 Lawrence "Larry" Shepherd Lawrence Oil Othello, WA Executive Director 138 Philip Sherer Sherer Family Hardware Warrenton, GA Operations Manager 139 Jim R. Smith Tempest Santa Barbara, CA SVP 140 Christopher Snedeker Deloitte New York, NY Executive Technology Leader 141 Omar Soberal EasterSeals East Brunswick, NJ Sr. Manager Finance 142 Dennis Solensky State of Connecticut Newington, CT Transit Administrator 143 Phillip St. Pierre Port Authority of Allegheny County Pittsburgh, PA Director of Service Planning and Scheduling 144 Ernest Stine II Sunny Florida Dairy Tampa, FL IT Director 145 Robbi Stivers Palm Beach State College Lake Worth, FL Vice President for Administration and Business 151 146 Ronald Swartz Avante Group, Inc Orlando, FL Executive Vice President and Operating Board Member 147 Terence Thompson Transdev (Fairfax Connector) Fairfax, VA Area General Manager 148 Joseph Threadcraft Wake County Government Raleigh, NC Director 149 Maheshwar Tiruchinapalli Technology Ventures, Inc. Duluth, GA President & CEO 150 Mike Ulizio Federated Indians of Graton Rancheria Rohnert Park, CA Executive Director 151 Teresa Underwood U.S. Bankruptcy Court - Federal Judiciary Cleveland, OH Chief Executive 152 Anthony Van der Merwe Petrexx Trading LLC Boca Raton, FL President and CEO 153 Alec VanBeek Magellan Health Cambridge, MA Associate Business Systems Analyst 154 Alec Veinger GSP Companies Clearwater, FL Vice President 155 Robert A. Veschi SecureBiz.net Odessa, FL CEO 156 Toney Vicars Sports Facilities Management Tarpon Spring, FL CFO 157 James Vosler Vosler & Associates Valrico, FL Founder & President 158 Jason Wall A-to-Be Chicago, IL CEO and Member of the Board 159 Ryan Wheaton Pierce Transit Lakewood, WA Exec. Director of Planning & Community Dev. & DBE Officer 160 Robert Wilkerson United States Navy/ US Central Command Tampa, FL Senior Program Manager 161 Emmett Wingfield U.S. Air Force London, UK Air Attache 162 Devin Young U.S. Marine Corps Tampa, FL Staff Judge Advocate 163 Michael Zeliff Young Marines National Foundation St Petersburg, FL National Executive Director
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