MARTA Memories

MARTA Reunion The Equitable Tower June 12, 1995 New York City

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The following stories and reminiscences of the development of the Metropolitan Rapid Transit Authority (MARTA) system are arranged in chronological order according to the authors' affiliation with the project. THE UNIQUE MARTA EXPERIENCE call was a wrong number. Well, I thought, we're off to great start.

The question still remained - what do I do firstA Early in June of 1966, having become MARTA's first employee, I opened the offices in the Glenn Build­ A filing cabinet stood in a comer of the outer office. ing at Marietta and Techwood in Adanta. The On inspection it proved to be empty except for a Adanta Planning Commission, which had a suite few file folders in the top drawer. One folder had of offices on the floor above, had rented offices for a copy of the statute; I had already studied that. MARTA, installed the telephones, and furnished the Another folder contained copies of some of the suite with Steeicase office furniture. On the first reports of studies by the Planning Commission. working day of June I stopped by the Planning Com­ I had read them. mission offices and got a key from Glen Bennett for the offices that had been set up downstairs for Another folder contained a thin correspondence MARTA. The door had a nice sign on it which read, file. Ah! Here is something to do. Most of the "Metropolitan Adanta Rapid Transit Authority." correspondence involved the guys who had tried for the job I had just landed, and had failed to I went in. I was alone. An inspection of the suite get it for some reason. This would make good disclosed a large outer office and recepdon area reading. I have long been aware of Nicollo with half a dozen private offices. I selected the Machiavelli's litde tract, “The Prince." It explains largest private office, the one with two windows, how a leader should deal with both friends and as befitting the General Manager, and sat down in enemies, considering that both are usually the new Steeicase swivel chair. temporary. Whomever or whatever these guys What do I do firsts I thought. were, they could never have a role at MARTA.

Everything has a beginning, but usually a new The last folder had the checkbook, which showed thing is an outgrowth of something created eariier. a balance of almost a half million dollars. That Usually a new job comes with a structure of some was comforting. The check stubs recorded pur­ sort, an institutional memory, or perhaps some chase of the furniture, installation of the phones, momentum that has things moving. No such rent, and payments of the stipends due the trappings came with this job. Whatever MARTA directors for their attendance at Board meetings. was to become would start here, today, and I was It dawned on me that there was no budget as expected to make it happen. required by the statute.

While applying for the job as General Manager I had Glen Bennett came down and took me to lunch. read the statute that created the Authority, and I had read the reports of earlier studies of rapid transit On the way back from lunch we stopped at prepared by the Planning Commission. I had a vague several banks to pick up Bank Resolutions so that idea of what the project entailed. Several years and the cash balance could be spread around a little. several billions of dollars down the road Atlanta We stopped at a stationery store and purchased would have a new, passenger railroad. That was a some pads and pencils. long range goal. The real problem was immediate. Back in the office, I began dreaming up a budget to What do I do firsts be recommended to the Board at its next meeting.

The phone rang. As I picked up the receiver, I real­ And, that is how it began, with a wrong number, ized that I hadn't even decided how the phone a thin correspondence file and a budget based would be answered. So, I gave the caller the mostly on imagination. I began to suspect that whole mouthful, “MetropoEtan Atlanta Rapid there was an awfully long way to go. Transit Authority" while I opened the desk drawer Henry L. Stuart to get a pencil and a pad. There were no pencils GM MARTA and no pads. It didn't make any difference; the 4966-1972

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HOW CIVIC CENTER STATION property fronting on West Peachtree between GOT THAT WAY Baker Street and North Avenue. Among the establishments potentially impacted was the restaurant known as Dale's Cellar. Between 1966 and MARTA's second referendum In the years of PB-T-B service and Win's visits, he in November 1971, PB-T-B was performing a and John would work late arid dine together series of system planning studies and related downtown. One of their favorite places was preliminary engineering work. This effort was Dale's Cellar, which was in the lower level of the toward better definition of the MARTA system old Imperial Hotel. In this time frame, Joe Dale and its pricing, building on the 1963 conclusions left the Imperial site and moved a block west to of a PBQD master plan prepared for the Planning West Peachtree, followed by John and Win. Commission. PB-T-B and MARTA were housed in the on Marietta Street. John Late one evening, before leaving the office, John Coil was resident manager for the joint-venture and Win roamed the deserted drafting room noting and Win Salter was project manager, overseeing where various tasks stood. They examined with work by trips from San Francisco. In the evolu­ interest and concern the in-progress Civic Center tion of a plan of the east-west and north-south Station studies and the solution which would kill lines within Central Atlanta, there was criticism the West Peachtree frontage, taking Dale's Cellar among the community planners about omission in the process. of CBD stations beyond the Five Points hub and the Cain Street Station. MARTA acceded to these After short study, the question occurred to both pressures and PB-T-B made alignment provisions engineers, “Why leave the West - for “future” stations close in on the North, South line at alR” Could we stay under West Peachtree and West lines. At the time of the 1968 failed and still cross over the freeway, pushing the street referendum, the 40.3-mile plan showed these up one leveh Because the street crossing of the three stations ghosted in on the drawings, but freeway was actually a profile dip, the idea looked not funded. ( was already as if it might work. If so, the alignment of committed.) In the aftermath of failure at the MARTA tracks remained tangent and Dale's polls, several alternatives to rapid rail were Cellar would be saved! The scheme was hastily examined, and the rail plan was reviewed for sketched on a print and left with a note for Ray improvements. Two of the three “future" CBD to develop further. stations became adopted for the next try and The "Save Dale's Cellar” scheme did indeed prove one in particular - Civic Center - presented an out, offered operational advantages and led to interesting challenge. (Omni Station was added today's “elevated subway” at Civic Center Station, still later.) without undue modification of cross streets. PB-T-B's route location engineer Ray O'Neill struggled to bring the Civic Center Station out Winfield 0. Salter PMPB/T from beneath the (1-75/85) / 966-1976 where it had been previously shown for difficult future construction. The less cosdy alternative Footnote: The low-rise buildings along West Peachtree, was to cross over the freeway just west of the including that of Dale's Cellar, were acquired and demolished West Peachtree Street bridge at the same elevation anyway. The property was needed for construction staging as the street, with reverse curves and subway and was expected to have higher use potential once the sub­ way was completed. Joe Dale left the downtown area and portals on either side of the freeway. This scheme opened another restaurant in . "worked" geometrically but was operationally poor, and it occupied several blocks of private

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I I worked for Roy Blount during the first referendum As I think back on the ten years that I spent at for MARTA in DeKalb County. We both had MARTA as General Manager, from March 1972 to worked very hard on the referendum, as well March 1982, one thing is certain, it was one of the as keeping up our “real jobs” at Decatur Federal. most interesting and exciting periods of my life. When the referendum failed so very badly in Designing and constructing the first elements of DeKalb County, I really wasn't looking forward the MARTA rail system and purchasing and merg­ to going to work the next morning. However, ing in the bus system to form the Metropolitan when I arrived at the office very early, I went to Atlanta Rapid Transit Authority was a significant Mr. Blount's office (really expecting him to be feat. We had a great team of legislators, board down and in one of his very rare moods) only to members, MARTA staff and fine support from find Roy already at work on the plans and strate­ the City of Atlanta. gies of the second referendum which passed. Some specific remembrances are: I learned a very valuable lesson from Roy with this experience. i. The Sunrise Services Julia Mitckelt-Ivey Who could forget those wonderful sunrise Immediate Past ChairPerson services held at 8:00 a.m. on Tuesday mornings MARTA; Currently, MARTA Board Member. in the trapezoid-shaped room at the Peachtree Summit! These were problem solving meetings where we tried to identify things that were holding up our progress in design, construction and Hands down the most exciting moment of my life equipment purchase, and installation. The motto was the election night in November 1971 that we of the sessions was, “FIND A WAY TO MOVE won the referendum to create MARTA. AHEAD.” And that we did. Whenever anyone Seeing the triumphant joy on the faces was presented a problem they also had to provide thrilling: Henry Stuart, GM; Earl Nelson, chief some options for working around the problem. engineer; King Elliot; Becky Hershey (crying), Ann The meetings were long, sometimes tedious, but Goodwin, John Bates, Bob Harvey, Morris Dillard, in the end I think the sunrise services were a Warren Solomon, Dennis Mollenkamp, and Johnny mechanism for getting the people together who Johnson. We prevailed - with pro's like George actually knew what the problems were and had Goodwin, Stell Huie, Gerald Rafshoon, Bill Ide, the ideas as to how they could be licked. Tom Watson Brown and supporting politicians John Greer, Elliot Levitus and Sam Massell. Hail to the Sunrise Service!

We had worked hard to win - and we did win, 2. Calloway Gardens — Postponing the Opening albeit by a slim margin - but, our mark will be on For five years we worked toward a goal of open­ Adanta forever. ing the first segment of the MARTA system - It was a proud moment for each of us. We had December 31,1978. All over MARTA and PB-T-B affected the lives of more people in Atlanta than (later PB/T) were posted signs with the number of anyone had ever done before, or since. We had days to the opening. But as 1978 dawned and set a new course for Adanta - an exciting new particularly as we got into the spring and summer, course that will continue way into the future. delivery problems with subway cars from Franco- We had created MARTA. Beige and certain construction problems raised concerns. Atlantans are proud of their transit system; and we are too. We decided that we had to look at the issue in Terrell W. Hill depth and so we convened a two- or three-day NLARTA Deputy GM retreat at Calloway Gardens for the purpose of '1970-4974 examining the status of each element of the m arta 6 7 m arta system and making a determination as to whether But it seemed like an opportunity of a lifetime: we would have to postpone the opening. It was to design and construct the station while the agonizing for all of us because we were committed terminal was being built so that we could get a to that December 1978 opening. But after review­ key location and have it ready when the line worked ing the status of each construction and equipment its way down to that point. We approached the contract, it became apparent that we could not then airport manager, and George Berry, and guarantee a flawless opening. The sensible thing Mayor Maynard Jackson and asked if they would to do was to postpone it. The next question was cooperate in the construction of a station shell postpone it until when1! We decided that a six- in connection with the construction of the new month postponement made the most sense and in airport terminal. They agreed. My first desire was retrospect it was a good decision. Except for the to have the station in the middle of the terminal, electro-magnetic interference (EMI), which caused but that proved to be not feasible so putting it at the inaugural train to sort of hop down the tracks, the west end seemed to be the next best location. everything else went well. None of the dignitaries Actually, with the baggage areas being at the end, minded the jackrabbit ride, but I was embanassed. it really turned out to be the best location after all. The opening took place with Secretary of We then went to Washington and talked to then Transportation Brock Adams and numerous other UMTA Administrator Dick Page about providing dignitaries and MARTA was underway. It was federal funds for the construction of the shell. a grand and glorious day which we all enjoyed. Dick agreed and the project proceeded. We hired the architect who designed the terminal and, as 3. The Night Before the Opening I recall, the contractor as well and the job was done, to be connected as anticipated ten years We had some celebratory events on the night later in 1988. And now Adanta has probably the before the June 30, 1979 opening and after they finest rapid rail connection to a major air terminal were over I went down to Georgia State Station, anywhere in the world. A major team effort that the western terminus of the first line segment, and was really successful! rode one of the test trains that we were operating all night in order to be sure that everything would Alan F. Kiepper work the next day. As the train moved from GM MARTA Georgia State to Avondale, I ran over in my mind 1972.-1982. all of the individual problems that we had faced and overcome in order to reach that day. We passed over the overpass which had been our In April of 1976, the French company Société first token contract in 1975, rode along that early Franco Belge (SFB) was the low bidder and was contract, (I think it was E17- the project we awarded the contract for 100 cars ($56,254,000). pushed out on the market before we were really The contract was to be "design and build" ready) and rode through the according to our specifications. Our surprise where I reflected on the destruction of the was to find that SFB was only used to working dogwood trees. And so it went, on and on and from a customer's design and had not yet on and on as I rode the six-mile first line. It was designed a car themselves. SFB got a Swiss a night of remembrance which I'll never forget. company, Allusuisse, to do the structural design and with everyone pitching in, including Taylor 4. The Airport Station at PB and Tucker and Healey at MARTA, a car design was made. In the middle 70's the City of Atlanta announced that it was going to build a new mid-field terminal The French cars still run! at Hartsfield Airport. We had plans to locate a Roger H. Harrison station at the airport but we knew that the line PB Vehicle Project Manager wouldn't actually reach there for some time. 1972-1979 m arta s ? m arta

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V. » MEMORABLE EXPERIENCE #117$ and I returned to Tom Lowe's office about 6:00 p.m. PBAT's staff was still working, putting on the finishing touches since the plans had to be printed When I was head of the civil department, we had the following morning. Tom Lowe's staff was not a section designer named Tom Lowe and Associates. there except for one person and their work was Tom Lowe had a survey firm and through politics, not complete. When I inquired why their staff was awarded a very nice contract on the MARTA was not there, I was told they had decided they East Line E 312, a line section through East Lake had done enough and they had gone home. Station. Tom Lowe staffed up "big time" and their I was furious, I didn't come this far to be stymied first submittal was to be preliminary design of by a group of prima donna vice presidents. So I 30%. When the design came in for review, it was approximately 65% complete. That was great. turned to the one remaining Lowe staff and looked Then the in-progress submittal was due and that him in the eye and said, "I don't care what you was to be 60% complete; Tom Lowe was still have to do, but when I come in tomorrow 65% complete. The following review was the morning I want this work done," and with that I ( pre-final review and that was to be 95%. Well lo stomped out the door, leaving this poor man with and Tom Lowe was still at 65% complete his mouth open. and to top it off, they said they were out of money When I arrived in the morning, to my surprise, and couldn't complete the design. everything was done. I asked this same person MARTA and PB6T thought and thought of how whom I had admonished the night before, how it the work would be done to get a final product. happened. I was told that this person went to They knew the only way to get it done was to do work on the plans trying to do what he could but it with PB/T's staff; however we didn't want to be by 9:00 p.m. he saw that it was hopeless so he responsible for the design since Tom Lowe was called Old Tom Lowe himself and told him what paid to do it and to take the responsibility for the had happened. Mr. Lowe was so incensed at his design. The top management of MARTA and staff (vice presidents and department heads) that PB/T finally decided that PB/T would put the he called each of them at home and told them to proper people in Tom Lowe's office and work for get to the office and work, or else. The staff Tom Lowe to complete the plans and specs under worked all night and completed the drawings the "Guidance of Tom Lowe and Associates.” and specs. The project was completed on time. Tom Lowe and Associates signed and sealed the As head of the civil group I was selected by Paul documents on their own, thus avoiding a messy Potter, then deputy project director, to lead the PBAT responsibility situation. effort and make sure we had proper guidance from I was and still am proud of the effort of the PB/T Tom Lowe. I was sent over to Tom Lowe's office staff who did an outstanding job of completing with approximately 50 engineers of all disciplines the project in a short period of time to the highest and directed to bring it home by a certain date. degree of professionalism and quality. The proj­ We went to Lowe's office and I prepared a work ect, as it went out, had less than the average plan and a schedule, spreading the work out to amount of field change orders. everyone there including the Tom Lowe staff Howard Chaliff (most of which was senior management) and Head of Civil Department PB/T away we went. 1972-1981 Everyone was working away and the design was being completed according to schedule. On the final day of design I had to go to the PBAT office m arta to ■it marta

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% . MARTA THOUGHTS Unfortunately, Fred suffered a heart attack while vacationing in Caloway Gardens before he could retire and his resignation mysteriously disappeared. MARTA Man and MARTA Woman Instead of retiring, Fred was awarded a disability from MARTA that lasted until his 75th birthday. Larry Payne, graphic ardst for tire Engineering Divi­ Fred and Marian moved to Columbia, Illinois. sion, was one of the most creative people in the Now over 80, Fred still lives a life befitting a man organization. He spent most of his time preparing with a strong Germanic Midwestern constitution. graphics for Board presentations, but he always had time to create diversions. Larry's favorite creation Ben Beasley from LA was MARTA Man and MARTA Woman. These characters were two humble employees who were Ben Beasley, the young civil engineer on the MARTA known in ordinary life as Alan and Juanita. When staff, was always proud of the fact that he was a transformed into their real identities of supernatural country boy from LA (Lower Alabama). Ben went heros, they could fly in the sides over Atlanta, leap to LA (Los Angeles) when he left MARTA. Whenj buildings in a single bound, build transit systems last seen he was in charge of the Bechtel office at supernatural speed (with a little help from their there and still driving the same BMW 2002 that friends at PB-T-B) and pacify Board members and he bought in Atlanta almost 20 years earlier. politicians. Larry never missed an opportunity to Pixie describe the exploits of his heros to his appreciative audience, both orally and graphically. One of the great things that Win Salter did as project director for PB-T-B was hiring Pixie Wright Goodbye Fred and putting her in charge of expediting work When Fred Roth, contracts manager in Rail Acti­ orders. Pixie is a small and attractive woman with vation, decided to retire, it seemed appropriate to a sparkling personality. I always thought Pixie give him a proper MARTA send-off. Plans were was nearly small enough to fit in a pocket, developed, with the concurrence of the general approppriate for a person with her name. In those manager, to cater a party on the platform of the pre-Bill Alexander days, each task performed by completed but unopened North Avenue Station. PB-T-B had to be preceded by an approved work Of course, no alcoholic beverages were to be served. order, and the paperwork was awesome.

The General Manager was never fully aware of I, for one, would never approve a work order until the detailed plans for the event. Pixie had coaxed me to sign it. Working with Pixie was a thoroughly enjoyable experience. The station was to have large banners and MARTA Man graphics prepared by Larry Payne. MARTA Pixie's favorite Jim Lammie story involved his Man in all of his caped glory was to be there and habit of always being the first one to arrive at two trains were to be parked in the station. Food work, to open the office, to make the coffee and would be served on the platforms and guests to get an early start on the day. Pixie's ambition could sit in the trains to eat. The station public was to get to work before Jim. However, she address system was to be modified and controlled could not do this because the earliest bus from her from a speaker's platform; a string quartet com­ home left after Jim was already in the office. posed of musicians from the Atlanta Symphony One day, Pixie arranged to ride in with a neighbor was to be retained to play; and the turnstiles were who had to be in early. The PB7T office was closed to be modified to accept special tickets to be sold when she arrived and Pixie managed to get the night and provided to guests. At the end of the party, security man to let her in. She proudly opened the track was to be electrified for a train to carry the office, made the coffee and proceeded to Jim's Fred, Marian and their family into retired bliss. office to show him that other people could get in m arta n « m arta

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* earlier than he. But Jim was not there. Pixie was discussion phase of the problem solving process deflated to learn from Rosella Sims (Jim's secretary) in dealing with our staff. Our people would often that Jim was in New York that day. be rigid and not deal with him because they thought he was unreasonable and impolite. They State Senator Jordan simply did not take the time to understand him.

State Senator Hugh Jordan and his MARTOC John often came to my offlce to raise his voice in (State Legislative MARTA Oversight Committee) protest. I would raise my voice in a typical New staff were always vigilant but supportive of the York construction worker's response to John and MARTA staff. I consulted with them frequently my secretary Dru Carter, a gentle polite southern in the early days to determine if the state legisla­ lady would try to slide under her desk before body ture would appoint a regulatory body to oversee parts came flying out the door. When we finally our technical performance. My concern was that emerged telling jokes with smiles on our faces, they appoint one early, if they planned to do so, after having solved our problems, Dru would to avoid the problems experienced when BARTD emerge from under her desk completely surprised. had to gain the approval of the California Public Utilities Committee (PUC). I kept Senator Jordan We did not know we were doing what some informed as to how and what we were doing so enterprising consultant now calls "partnering". I that he could determine if a Georgia PUC was helped him get his job done more efficiently and required. We also discussed the political decision he often solved our problems by working around making process. Senator Hugh taught me one of restrictions to his work. the best lessons I have ever learned when he said, "There is no such thing as a logical solution to a The Champagne Adventure political problem. There are logical solutions to The French Government does much more than technical problems and political solutions to our Government to support the efforts of their political problems. You've got to learn that son.” companies to sell products overseas. They show Hugh was a great friend of MARTA's. He provided appreciation to large buyers of French products by much good advice and the state legislature had prevailing upon French companies to be hospitable enough confidence in MARTA not to create a to customers. The MARTA railcar order was a state PUC. very significant achievement in terms of French exports to the USA. In this context the French New Yorkers are different from southerners Trade Commissioner in Atlanta arranged to have Moët and Chandon, the French Champagne The Comstock Corporation, a New York firm company, invite the MARTA general manager to with extensive experience on the NYCTA system, visit their caves in Épernay during a business trip was the electrical contractor responsible for to the Société Franco Beige offices in France. construction of the train control system. John I was fortunate enough to go along on that trip. George was their project manager and was often frustrated in trying to communicate with the Alan and I did not expect much when we rented a MARTA-PB/I staff. car on Saturday and enjoyed a casual ride through In New York, John was used to dealing with his the countryside in absolutely perfect weather. customers by discussing things candidly. After After stopping at the US Army cemetery at the everyone had their say and let off steam, often in site of the battlefield where Alan's father had a heated discussion, problems would be discussed fought during World War I, and enjoying lunch in rationally and calmly and a mutually satisfactory the courtyard of a beautiful country inn, we solution would be achieved. John was frustrated arrived in Epernay with barely enough time to by not being able to get beyond the heated tour the caves where the champagne is aged. 45 martci ITIcirtE] 44 After touring the caves, we were invited to spend Since first meeting Bill, my career progressed from the night in the Moet and Chandon guest house. systems engineer on the Titan Intercontinental Ballistic Missile (ICBM) launch program, to The guest house turned out to be a magnificent systems engineering supervisor on the Atlas ICBM stone chateaux overlooking vineyards that seemed launch program, to construction manager for two to extend forever. There were four French count­ operations squadrons on the Titan Program. The esses acting as hostesses in an enormous recep­ construction phase.of the missile program was tion hall. The furnishings in the building were all under the command of the general in charge of authentic French antiques. The only other guests the Site Activation Task Force (SATT) and our were four justices from the World Court in the function was site activation. During this phase blague, their wives and two young German cou­ we did the construction,-quality control, test, ples. Our glasses were never empty and only the acceptance, training and commissioning of each very best wine was served. missile complex. Bill used the model of the Air Force BSD organization when he reorganized TSD My room was about 35 feet long, beautifully fur­ and made the systems engineering organization nished with a canopy bed and magnificent antiques. responsible for site activation as defined in the Four large windows offered a magnificent view of missile program. Thus, the Systems Engineeing the vineyards. The bath was also enormous with group was renamed the Rail Activation Division tan marble walls and luxurious fixtures than could and we performed the same functions as I had be found in the best hotels in Europe. on the missile program. After resting we were invited to dinner up the Bill was an inspiring leader, a wonderful diplomat, road in a smaller but even more luxurious a gentle man and a good friend of all. MARTA chateaux that was occupied by the grand dame. was lucky to have had his services during the This countess, who was about 80 years old, was critical phase of the program. attended by a young man in his late 20s who gave her his undivided attention. Seated at an enor­ In summary mous circular table set with the best china, silver and crystal, we enjoyed course upon course of the When I first sat down to write, I could not think most magnificent French food, the best cham­ of a thing to say. These experiences seem so long pagne and spariding conversation. ago and far away. I now feel that I have just begun to scratch the surface of stories about the The next morning we drove back to Orly Airport wonderful people and events that surrounded the in Paris and back to reality. building of the MARTA system. These may not be the best stories, but I can say that the joy, Colonel Alexander frustration, satisfaction, toil and sense of achieve­ When Bill Alexander first came to MARTA, he ment that all of us who worked on MARTA felt looked familiar. During my first meeting with Bill has never been equalled in my lifetime. We were I finally established that he was the Colonel a completely dedicated and single-minded team Alexander who was the civil engineering officer who did more than our best under inspired on staff of the General in charge of the Air Force's leadership. It is amazing how a group of people, Ballistic Systems Division (BSD). I could not working on a single cause can inspire each other place him without his uniform. As a young to levels of accomplishment that far exceed our engineer going from Connecticut to Los Angeles individual capabilities. That is the power of for design reviews in 1 958,1 was completely in highly motivated organizations. awe of Colonel Alexander and the entire BSD John Tucker senior staff and was very impressed with the MARTA Director of Rail Activation prospect of working with him on MARTA. 1973-1982

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* My most outstanding memory is one of picking "MARTA stories in the somewhat lengthy up a street phone, in front of the Merchandise Taylor style with accompanying poetry.'" Mart Building on Peachtree Road, and calling in to inform Doug Mansfield and Jim Lammie that the Merchandise Mart Building columns were THE MARVELOUS cracking and that we needed to act immediately. MANAGEMENT MATRIX Doug said, "Stay where you are and let me come down." Stay I did, as the project manager for that and other jobs, for the next few days including As design and construction progressed on the Christmas Eve, Christmas Day, and a few days MARTA project, the project services types presented more, until the columns were secured and the to the bewonderment bf all who might behold a loads transferred to the new foundation. I was unique way of showing construction planning deeply impressed with the depth of talent we had and progress, with various activities marching to on that job, and the dedication of employees and vertical time lines in colorful codes on a horizontal the contractor's staff who stood by me around the route layout. The result was so colorful it was. clock in the hour of crisis. called a horse blanket.

As a result of this one incident alone, I made Now the vehicle types had to have something friends whom I still call to seek counsel and advice. equally confusing and if possible equally colorful. After all, the system could not open without cars, K.N. Murthy and the cars were being built by a bankrupt PB/T Frenchman who needed alternate wrist slapping W3-/?&3 and kissmakegoods. Voila! A chart which across its full majestic width tracked the progress of each and every step in the manufacture, shipping, and test of a car, and which vertically covered all 120 of the aluminum dreamboats. In each intersection I remember that day in January 1982 that started were placed color coded marks, triangles, and out routinely but by mid-afternoon, a few inches symbols to indicate start, progress, and wow! of snow turned it into Snow Jam '82. Finis! It was not only more colorful than the horse Everyone who couldn't travel home because the blanket, it was far more detailed, like needlepoint roads were logjammed, took retreat in the Summit next to quilting. A project management technique Club to party. It lasted well into the night with coupe de grace. It served its purpose so well it was some remaining till the next day. ultimately framed as a gift for one Alan Kiepper.

A large poster was created which was auto­ Once upon a MARTA Time graphed by all in attendance. That poster was In Adanta, a place sublime, recently on display outside my office courtesy of Was made a contract fine MARTA employee Charles Daniel. To make cars on a Frenchman's line.

John Brack The cars were pretty, oh so sweet Director o fEngineering Ladies swooned, swept off their feet MARTA TSD And engineers proclaimed them neat; i 973 to present But getting them, that was a feat.

You see, the Frenchman he was broke ♦ ♦ ♦ And every word that he did spoke Was wait don't take my wine Before its time. marta ^ 49 marta So watch most carefully we must do, load a train with dignitaries make sure it is Chart him in colors blue, crammed to the gills. Or colors red that we do dread, The MARTA train was oh so smooth In Xes, checks, triangles too, Its walls, its seats, its acceleration Any color and any form Were all a credit to the Confederation; To measure each as'it is bom. And opening day would be the proof And so came to be the majestic To show the World why we were aloof. Magic MARTA Monitoring Matrix The dignitaries thus assembled A plan so complex and refined To various lengthy speech dissembled None have surpassed it since its time. And then in pool anticipation In beauty, color, and in form Did mount the steed for demonstration. Worthy for Alan Kiepper's dorm. The steed went into animation And moved toward its destination But then Oh Toil Trouble and Tribulation THE ELEVENTH HARMONIC Came Bucking.Jerking Consternation. ELECTROMAGNETIC HIT The management, somewhat displeased, Did instant correction plead; The MARTA cars were fully automatic in that But only the lowly manual mode they would accelerate, maintain speed, and stop Could that day run our jumping toad. without driver intervention. This had been done And so it came to pass before at BART, but MARTA was the first to do it In Adanta, now home of the humble alas, with chopper propulsion and with frequency That nature warned forevermore rather than digital speed commands. To be sure it Harmonics count to eleven, or more. worked, the possible harmonic interferences were specified down to the tenth level, and the cars were tested at full load, empty, at all speeds, and at all locations before any revenue service was THE BIGGEST BADDEST undertaken; no interference problems were found. BANKRUPTCY EVER Until opening day. Loaded, but not quite fully, with dignitaries, the train went into wild start/jerk/stop/ jerk/start oscillations. The management was, well, The low bidder on the MARTA cars was Société perturbed. You know what Alan Kiepper is like Franco-Belge, at the time the largest car builder in when he is perturbed. The engineers wfere, well, Europe. French, they were located in the industrial perplexed. After the perturbed climbed off the town of Valenciennes near the border with Belgium. ceiling, and the dignitaries picked themselves off At the time the MARTA car order was small by the floor, the perplexed handled the situation for their standards: almost ten times as many cars the day by resorting to manual mode, which the were being built for the Paris subways, nearly dignitaries gruffly acknowledged would be OK if that many again for the French National Railways, they could just get home in one piece. Eventually and many other large foreign and domestic orders the perplexed found the cause in the eleventh graced their books. The plant had four thousand harmonic, fixed it, and the management returned employees and nine million square feet. to a state of equanimity. It took years. And not a franc was being made on any order Lesson learned: Never trust an eleventh harmonic, except, as it later developed, ours. Rather the even if the dude is small, and if you are going to organization had negotiated rather generous terms martarw zì marca with its other customers: once the body frame was built they got over 50% of the money. Since But in this juggernaut of steel it only takes about 15% to build the frame, they Stood many other works of wheels built lots of them, stored them, and used the cash Of Germany and Paris and France their deals to pay operating losses. Until.the inevitable. Reached billions and zillions in their zeal Bankruptcy, the largest ever in France, and the So much they promised they could not do shutdown of the plant. In time as always the piper came due It took weeks of negotiation on our part to con­ And the grim reaper he appeared vince the referee in bankruptcy not to terminate As referee, complete with beard. our contract even though he did terminate all The bearded one-'was mean of spirit the others. Eventually, after intercession by the Restart our job«l He wouldn’t hear it Embassy and by MARTA's corresponding lawyers, But pressure and profit did win the day our contract was retained and arrangements were He was convinced and said OK. made to reopen the plant. The unions had another view Now mix in the labor unions and the area. The And very communis ty too; North of France was communist; the unions were Pay us more, guarantee our jobs, communist; the mayor of Valenciennes was And we will the restart, you slobs. communist. When the referee in bankruptcy made his arrangements to reopen, he did not satisfy the But America, they said, was good to France unions. Street unrest, bonfires, red flagged parades And though to the left they lilted to dance all added to the gloom of a normally depressing For us they would their work renew neighborhood. The cold war had not yet been And see the job to shipment through. won, remember. But we had some friends, and even the communist unions said they did not And so they did, and so it came to pass want to make trouble for America; we were not The international venture complete at last their target. The plant reopened, largely to work Both flags crossed staff in time they flew just on our cars, and ultimately the first left on a On the best and brightest of the red, white and blue. snowy winter day to a parade of police and union protectors, trucked majestically through the streets on an especially built 56-wheel carrier. THE OPS DOOR INCIDENT In a sad anticlimax, the organizer of Société Franco Beige, Serge Fauconnet, a hero of the War, a After all the consternation of getting cars out of member of the Legion of Fionor, the spark and a bankrupt plant in a communist area of France, spirit of the firm, became ill and soon died, it is they finally arrived, loaded upon flat cars, at the said, of remorse. door of the Avondale MARTA shops. Brand spanking new shops, brand spanking new cars, brand spanking new everybody. There were THE VALENCIENNES handshakes, ribbons to cut, media, the usual VEHICLE VICTORY congratulatory remarks, occasionally to those involved; and then the crowd dispersed and it was time to undertake the mundane task of moving In the snowy northern climes new cars into new barn. The method was simple: Of France where lonely chapels chime accelerate the switcher locomotive. There stood a factory grand and great To build Atlanta cars its fate But the cars were on flat cars, and the door height was enough for cars on their own wheels. Oops. m a r t a 22 23 m arta MEMORIES OF MARTA - Crunch. Damaged door, damaged cars, damaged egos. Never in the history of railroading before A Few of Many this has equipment been bad (sic) ordered before it was unloaded. - Morris Dillard beating Sol Barth in the hundred yard dash at Calloway Garden. Oh happy day - Herb Priluck and the Swanton Maples (and the

Now we can say Swanton Furniture!). At last upon our tracks - JA. Jones and Omni'Station - whose power out­ Before our very eyes we see age was the first since General Sherman to stop What we regard incredulously the presses at the Atlanta Journal and Constitution. New cars stand ready at the maw - Having the MARTA cars survive the largest To move gendy home to we bankruptcy in the history of France - with the And receive our care so tenderly creditors owning the shells that MARTA had This day at Avondale you see. paid for. The ceremonies all complete - The 1976 contractwhich prohibited payment The politicians admire their feat to PB-T-B for lawyers, coffee, company And depart for more comfortable places newspapers or the apartment. Where metals and electrons avoid their faces. - Lou Riggs ordering me to get a four door car because Lou had to sit in the back when Jack Unto the staff is now entrusted Everson wouldn't fit in the back seat. The sacred wheels, all wrapped and crusted - Jim Hastie (Slattery) agreeing to settle a Five To move so gently toward their berths Points Claim rather than arguing for four more . The comfort of electric hearths hours with Paul Potter and Bob Warshaw. But alas, alack, the jaw of the maw

Ungainly small becomes it all - Bob McDonald spending the night on my conference table when the snow cancelled my As locomotive power and push farewell party. Attempts force fit instead of whoosh And the entrusted becomes the busted. - The great farewell party I had that wasn't snowed out. Tom S. Taybr - Don Valtman walking through the snow to my PB/T 4974-1988 cancelled farewell party to get even with me for my speech at his farewell party. - Saving at least $10 million by eliminating the ♦ ♦ ♦ Lenox Parking Garage. - The funniest speech I ever gave - E 170! - Underpinning the historic Atlanta Bank Building while tearing it down from the top. - Spending the night on 1 75-85 sweating the paving on the Civic Center Station bypass. - Bill Alexander's many "Back to the Beaches" speeches at the Development Committee. - Working with the best transit team in the U.S. led by Bill Alexander and Alan Kiepper. . Jim Lammie Project Director PB/T 4975-4982 THE GREAT ATLANTA me at my office so that we could go home early ICE STORM OF 1981 together. We then determined that while I was walking down the east side of Peachtree Street toward Georgia State MARTA Station, she was It was about 2 p.m. on a typical winter workday. walking in the opposite direction up Peachtree I was working in my office on the 24th floor of Street toward the Summit Building. We had the Peachtree Summit Building, headquarters at apparently passed each other without seeing each that time for MARTA and PBAT. The new other. Now she was trapped downtown along MARTA rail system was fully operational on the with a whole bunch of other unfortunate souls. east line to Avondale Station. Somebody said Thankfully, the bar at the Summit Building stayed they had heard on the radio that an ice storm was open to accommodate all those trapped people. In approaching Atlanta, fast, from the southwest. I fact to this day, there is a poster at the bar, signed looked out the window and saw the sky darkening, by all of them, commemorating the occasion. but the view from my office looked northeasterly; Ronald Jacob I couldn't see what was coming from the south­ PB/T west. At that time I reckoned I would have to 1976-198/ leave the office early, but there was still plenty of time, so I continued working. BIG MISTAKE!!! Later, at about 3:30 p.m. I looked out again, and saw sheets of ice pouring down on the city. MARTA TRANSIT Cars were spinning out, buses were becoming VEHICLE STORIES unmoveable. Within a few minutes, I could see the whole of downtown Adanta motor vehicle traffic becoming completely tied up. Shortly, Is steel stronger than aluminum^ Ask MARTA; not a single vehicle could move. they tested (albeit inadvertently) their aluminum car against a new steel car and discovered the At about that time I reasoned I had better get steel car came out second best! moving toward home. Normally, I took the bus to work. Now, I could plainly see that no buses When initiating the first propulsion dynamic test, were moving out of downtown. I was stuck. aren't the two axles of a truck to turn in the same How would I get home4 direction! Yes, but sometimes only after adjustment.

I left the office and walked to Georgia State Rail Does anyone know what CDRL means! Station. Trains were operating normally, so I MARTA Says: Contractor says: boarded an eastbound train and rode it to the end C-ontract C-an't of the line, at Avondale Station, about six miles D-ata D-ecide from my home in Toco Hills. From there I walked, R-equirements R-esubmit or slipping and sliding, all the way home, helping L-ist Lose extract many stuck cars along the way. It must have been 7 p.m. by the time I got home. Pat, my wife, Does Contractor bankruptcy stop the project! No, was not there. Where was she! Was she all righti- MARTA ( Mr. Kiepper) sends staff and Consultant to Paris with these instructions “Don't come home Later, I got a call from Pat. She was in the bar at without the cars, but don't give away the store!” the Summit Building, downtown, along with So we did (get the cars). several hundred stranded MARTA PB/T workers. Upon questioning her, “WHAT IN THE Was the Customer always in control of the ARE YOU DOING THERES,“ she said she had Contractors' actions1! You bet! We say, “Don't ship come from classes at Georgia State College when with open items." What does he do! You are she saw the ice storm, and had decided to meet right, he ships with open items!

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# Did we experience a language barrier1! Frequently! My favorite MARTA story - oh, so many of them! We were never quite sure whether "Oui” meant I was the project engineer for Central-CN915 line “yes" or “maybe" or "I'll take it under consideration." section from Chamblee to Doraville. The project Once the cars were delivered to Avondale shops, started as an at-grade fill section with high walls everything was under control, right! WRONG! and ended up as an aerial structure. Close coordi­ Seems they don’t fit in through the shop door nation with the railroad, tight schedule and when left on a flat car and, when forced, it restricted right-of-way along the expensive indus­ damages a car which is not yet accepted! trial corridor made this project a challenging one." The best part of administering the CQ310 contract Asim K. Dana was the opportunity to stay in the Grand Hotel in , ; PB/T Valenciennes, France. The walls of the rooms were ■ ^yS-1991! carpeted like the floors and the bathrooms had stall showers without shower curtains (I suspect Caesar slept there). The sheets got changed once a week whether they needed it or not! In November of 1984,1 Was working for Union The second MARTA vehicle procurement through Switch & Signal as a senior engineer involved in the Japanese company Hitachi, did not include a the design and testing of Train Control Contract bankruptcy but it did include a priest blessing CQ113 from north of Arts Center station to ceremony for the first car completion prior to its Brookhaven station and from south of West End shipment from Japan. Evidently that blessing was station to Lakewood station. On Saturday not administered on the car that later crashed the evening of Thanksgiving weekend we were French aluminum car! requested to demonstrate to MARTA whether Administering the CQ311 contract with the Japan­ the new train control system would work with ese was vastly different from that of the French. revenue service trains both on the North and “Hi" means “yes" in Japanese and you never South Lines simultaneously. Colleagues at Union received anything but a “yes” answer to any ques­ Switch & Signal and I went to the Arts Center and tion or direction. It did take a while, however, to West End train control rooms to convert the train realize that you should confirm that they under­ control equipment from the then present phase stood the question or direction when they said "hi." of terminal operation to the phase involved to Notwithstanding our trials and tribulations, these convert the interlockings to emergency crossovers. were successful programs and I, for one, am This conversion was to be done in the evening with proud to have been a part of them. revenue service trains operating with passengers. Del Pierce At a moment in time with no trains in both Arts PB/T Center and West End stations, we converted the 1976-1988 equipment for the north and south extensions' simultaneously and within a 10-minute period of time. I personally converted Arts Center. The My favorite MARTA reminiscence is the day of conversion went without a hitch and with Jim Lammie’s farewell party. It snowed so hard absolutely no problems. It was a terrific feeling that afternoon and evening that practically every­ to walk out of the train control room and onto body was stuck in the Summit Building all night the station platform at Arts Center to physically and some until the next day. You can say his party observe the trains operating at the higher speeds lasted over twelve hours at the Summit club. per the speed commands and automatic routing changes we made at Arts Center. This was equally Harvey Berliner PB/T true at West End station and the new stations on '1976-1989 the extensions. marta zs 29 marta .» . .

The other guys at Union Switch & Signal and I were the project managers. To my astonishment i were very much dedicated to placing that job in some people answered my question by telling service on MARTA and our hard work paid off in me that the managers were very busy people who the end. would not talk to me and who don't know me, as I was new. I thought for a while and then decided ' David Rosenthal General Railway Signal to go ahead and introduce myself to some of the Company j 977-79; managers in order to find out more information MARTA '1979-1982; about their projects. Once more I was astonished, PB/T1987 to Present: but this time in the best sense of the word, when I ■ j discovered how open and cooperative these project managers were. They willingly shared with me their experiences and discussed the scope of their PEOPLE - THE MOST projects as well as the inherent potential problems. VALUABLE ASSETS After all these years I still vividly remember my discussions with N. Patel, B. Weiss, A. Kathary, 1 D. Malick, R. Jacovski, W. Tidow, R. Hornbuclde, Fifteen years ago, or more precisely, the first week and many others. Their input to the development of November 1980,1 started work at PB/T as a of the design and construction schedules helped senior planning and scheduling engineer. I move the MARTA project in the right direction in remember well the first days of my job. My boss, a timely manner. Ray Jones, handed me some large, wrinkled schedule drawings bearing various unreadable In my first week at PB/T, I was feeling tense because descriptions. He told me to study them and to of the challenging work and new environment. try developing a master schedule for the present As a result, I decided to come to the office on a MARTA projects, as well as for projects anticipated Saturday to think and to work. I needed quiet in the next four years. I spread the drawings on a time around me for a couple of hours. When I r large table and was confronted with a jumble of arrived, nobody seemed to be in the office. As I ■ terms and dates such as: stations, track lines, was thinking about the master schedule, I would, communication systems, mechanical/electrical from time to time, look to the outside through the tests, pre-revenue service testing, real estate large windows, where it was bright and calm. I acquisitions, soudi line, north line, east line, 1980, could even discern which broke 1981,1982, 1983, 1984, 1985, etc. For a moment the contour lines of the city. I turned back toward I felt slightly overwhelmed, then surprised, and my desk. The clock read 10:00 a.m. finally pleased once I realized what a challenge At that moment, my attention was caught by a this master schedule was going to be. I realized smiling man approaching my desk. As he came how large the MARIA transit system was and forward, he looked at me and said, "I know you how hundreds and hundreds of projects had to be are the new scheduler. My name is Jim Lammie." put together in such a way that the MARTA lines I knew the general manager by name, but I never could be opened on time. 1 also realized that to had an occasion to see him and to know how he be a scheduler for MARTA meant that I needed to looked. Jim then asked if I had a chance to see understand all the facets of the various disciplines, the construction sites. Being at PB/T for only one coordinate all the interfaces, and anticipate future potential problems. week, I answered no. After a short pause Jim said he would show me the MARTA construction sites Being a new scheduler, I realized I needed to talk the following Saturday at 10:00 a.m. As he was ¡ to the PB/T project managers in order to develop a leaving he added, "Don’t forget to bring a good Í viable master schedule. I asked around as to who pair of rubber boots; it's very dirty over there."

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I I was very surprised at Jim's offer because his visit Coming back to planning and scheduling for the and interest were unexpected. It occurred to me MARTA system, I have to mention a small fact that his offer was out of politeness and that the which has had a great impact on opening service for following week he would forget his proposal. But various lines on or before schedule. With hundreds again to my surprise, that Friday we bumped into of projects, A/E consultants, general contractors, and each other at the elevators and Jim reminded me subcontractors, phases and sub phases, the inter­ of our Saturday appointment. All day long I was relationships and overlapping of activities become thinking about Jim's gesture. In my professional a crucial problem. Of particular concern is the time life I had dealt widr many bosses, so I instandy available between the;completion of a contract or realized that Jim was a special person; he was not system and the start of the next one (NTP). Follow­ only a professional manager but more importandy ing inadequate "contingency time" (windows) a leader who really cared about the employees. He between contracts many claims were filed and understood, on both an intellectual and intuidve money was lost. I discussed this problem with level, that MARTA could not be successful without the PB/T people and we concluded to increase the the creative contributions of all the people, regard­ "contingency time" from three to four days to three less of their positions in the company. to four weeks. In the beginning, some people questioned the effectiveness of a large contingency On Saturday, at exacdy 10:00 a.m., Jim came to my window which could give the impression that the desk and we went to visit some stations and lines duration of the contracts would increase. Finally, under construction, including Five Points, Peachtree the proposal was implemented and the net effect Center, Lenox Station, etc. At each site Jim explained was that the number of claims was reduced and the problems facing each station in a very knowl­ the projects were completed on time. edgeable manner. Many days after my Saturday tour I thought about Jim and his real interest in people. Concurrendy, there were many discussions After that Saturday, I continued to meet Jim in regarding the duration of the "Pre-Revenue Service various meetings in which MARTA projects were Tests" and the contingency time allocated at the discussed in detail. What struck me was the fact end of the schedule. In practice, the duration of that Jim not only knew the details of each project the Pre-Revenue Tests was often extended, the and was able to present the problem in a short and contingency time was "eaten" and the timeliness precise way, but he also knew how to mobilize of the revenue service was jeopardized. This people to work with enthusiasm and responsibility. problem was also discussed with the PB/T people and an agreement was reached to increase the In speaking about my first weeks at PB/T, I must contingency for Pre-Revenue Testing from five to also say a couple of words about Raj Shah.- Always six weeks to 20-25 weeks, with the understanding smiling, with his pipe in his hand, Raj encouraged that only the general manager could use this me and guided me to better understand MARTA's contingency in accordance to the specific operations and requirements. In addition, he was circumstances. This approach was successfully always friendly and helpful. He used to say, applied to all subsequent MARTA phases. “Hey, Paolo, how are you1! Did you finalize your arrangements in Atlantal Come see me anytime In conclusion, looking back I continue to feel and you need." And indeed, I went to Raj many times think that the people of these organizations were to discuss not only professional problems but and still are the key to the success of the projects personal ones as well. What impressed me was and that they are the most valuable assets. the fact that he could always organize, clarify and I would like to use this opportunity to send my resolve any problem in a very efficient way. His best regards to all former colleagues with whom I method was to write everything down on the spent seven years of my life. blackboard in his office. Thanks to Raj, I've devel­ Paul Matasovskl oped a fondness for blackboards, and have used PB/T his method successfully on many occasions. 4980-1987 m arts 32 33 m arts

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V. Sorry, I can't make the celebration; but a favorite that we could save it, responded to them that we Kiepper story follows: would try. In the mean time excavation for the box section that was to go under the tree was moving Setting: GM's office. closer and closer to the tree and more and more Purpose: Kiepper-Ballou interview; first day on people began to realize that the tree wasn't going the job for Ballon (keep in mind that I am to make it We received more letters requesting ex-military, an engineer and a lawyer). that we save the tree. Finally, Morris came down Kiepper: (glowering across the table), "Welcome to me and asked how we were going to save the to MARTA but you know I don't tree, to which I replied, "save whatT' We looked particularly like military people." at every alternative from tunneling to sheeting.

...continued colloquy... Around the end of May,.Bill Medley, AGM for Kiepper: (maintaining his countenance). TSD, decided that he had had enough of trees, "I don't like engineers." construction and the rest of us and departed for a three week trip to Europe. His parting words to ...more colloquy... me were "get rid of that tree.” After an incredible.' Kiepper: (same expression). "And before you go, amount of review, the cheapest price I could come I want you to know that I especially up with was $270,000 for a 50/50 chance to save dislike lawyers.” the tree. There was no way to recommend this Ballou: (to himself). "What a hell of a start!” alternative.

A month or so later following the imminent column At the next Sunrise Meeting, we briefed Ken failure on the Merchandise Mart, Kiepper and Gregor and he decided that we should brief the Ballou inspecting progress of repairs - Development Committee on this problem at that Kiepper: "I know I've said I don't like engineers day's meeting. I had one hour and thirty minutes but I admire what they do." to prepare for it. Normally, there is no press coverage at Committee Cheers! meetings; however, on this particular day a reporter L. Demis Ballou from the paper was there. Further, his daughter AGM TSD attended the aforementioned elementary school. 4981-1985 Unfortunately, we did not know this little tidbit of information. Well, I briefed the Board, and they seemed satisfied, that was until the next morning ‘ J-X’: when the front page headlines stated that MARTA This is perhaps not my favorite MARTA story but was going to kill an innocent tree. This was the my least favorite. However, it may be of interest. beginning of the worst 10 days of my life. I had In the spring of 1990, MARTA was in the process been to the GM's office approximately five times in of extending the East Line from Avondale Station my career and now I was up there two and three to . I had the honor of being times a day. We looked at many more alternatives assigned as the MARTA project manager. Along including moving the tree to another location. We our path was a 54" diameter red oak tree located even brought in an expert from Texas to discuss along Covington Highway and across the highway this option. In the meantime, trees estimated by was an elementary school. The tree was scheduled MARIA to be 80 to 90 years old, became 400 years to be cut down June 15,1990, and the property old in the press and also a resting place for Civil released to the contractor. Unknown to me, the War soldiers before, during and after the Batde of elementary school children had written MARTA Adanta. It was a slow news week and the press and asked that the tree be saved. MARTA's was having a great time; I was not. Even my co­ deputy general manager, Morris Dillard, assuming workers left me notes and mementos, including

marta 34 35 marta

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* acorns to start new trees, articles designating me Among those unable to attend and sending regrets: as a tree killer, etc. The nasty phone calls and hate mail began to come in and the school kids in Avondale came to a Board Meeting (they did not I regret that I am not able to be with you in New ride MARTA) to give us money to start a fund to York. I'm still able to get around pretty well, it is save the tree. The final st^raw came from CNN. my lame left leg that holds me back. Please give The problem with CNN is that they have to fill 24 my best regards to the gathering and thank them hours a day with news and when they can't End for the great support they gave me during my real news they fill it with public interest stories. days with MARTA. Being located in Adanta they use a disproportion­ Bill Alexander ate number of Adanta stories. The tree story went MARTA national, then international. Mr. Medley, vaca­ 4975-4979 tioning in Italy, saw the story. Just what I needed.

Finally, just as Bill returned to the U.S., we were able to convince the GM's office and the Board that there was no alternative but to pull down the tree. On June 15th, our drop dead date, the GM There is nowhere I would rather be than in New held a press conference at 11:00 a.m. to tell the York on June 12th for the MARTA reunion, but press that the tree must come down, and at 11:35 for several reasons I will not be able to attend. a.m. the tree was pushed over by a bulldozer with I know it will be a great occasion... As you Mr. Medley supervising. probably know, I retired from MARTA in August of 1989, I stayed off one month after my retire­ Today no matter where I work I have a small ment and almost lost my mind - 1 was happy to wooden bowl on my desk made from the wood have an opportunity to come back as a contract from that tree. Final results indicate that the tree employee. The 13th of next month (June 13), I was actually 87 years old. This was never will have been with MARTA 29 years and I plan published in the papers. to keep on working until at least June of 1996 and maybe longer if my health continues to hold up... I hope that this tale of woe isn't too long and that I look forward to hearing all about June 12th in you have enjoyed it. New York. Carolyn D. Wylder Assistant General H. N. "Johnny"Johnson Manager, TSD MARTA 4982-4995 4 966 to present

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Thanks to everyone who contributed to the MARTA project and to this memento booklet.

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