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SANTA CLARA V ALLEY TRANSPORTATION AUTHORITY
ORGANIZATIONAL AND FINANCIAL ASSESSMENT
EXECUTIVE REPORT
March 2007
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Organizational and Financial Assessment
Executive Report
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Preface: Historic Context
1. Project Background and Approach
II. Hay's Findings: Why Is VTA Faced with Such Difficult Choices?
A. VT A has Lost its Regional Focus and Strayed from its Core Business
B. VTA Governance Does Not Operate as Designed
C. VT A's Financial Capacity and Future are Uncertain and Unstable
D. VT A Must Consistently A void Conflicts
E. VT A's Organization Reflects a Lack of Focus on the Core Business, Which
Presents Significant Weakness~s Relative to Future Needs
III. Top Nine Recommendations
A. Implement Governance Processes and Practices to Enable Transformation
B. Operate VT A Like a Business
C. Align VT A's Mission With Its Operating Practices
D. Align the Organization Structure and Executive Team with the New Strategy
E. Improve VTA's Financial Condition and Stability
F. Build Commitment to the Commercial Development Program
G. Make VTA a Better Place to Work
H. Upgrade the SAP System
1. Develop a Labor Negotiation Strategy that is Aligned with VTA's Financial
Capabilities
J. Recap ofthe Top Nine Recommendations
IV. Implementation Considerations
Appendix: Summary of Divisional and Program Specific Recommendations
March 2007
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Page 1 of 38
JP!neJf21iCe: JHIfisQI[]lIrlllC21ll Cmded
Santa Clara Valley Transportation Authority (VTA) was formed in 1995 as a regional
Agency, by combining Santa Clara County's Department of Transportation and
Congestion Management Agency. The Agency's mission was to develop and execute
plans and construct facilities designed to alleviate and manage congestion, and to operate
and maintain the County's transit systems. VTA's performance since its formation needs
to be considered in an appropriate context.
VTA's formation occurred at the beginning of a major economic boom that was fueled by
the explosion of new technologies and technology companies within the Silicon Valley.
The boom was followed by a severe and sustained downturn. Like many start up
companies in the region, VT A endured the challenges of this boom and bust cycle. The
economy required VT A to grow quickly and then, after five years of unprecedented
growth, make draconian cuts to its services, expenses, and employee base. The VT A, its
governance, employees, culture and performance are a byproduct of these experiences.
Having endured these swings, VT A faces difficult decisions. 2007 is a watershed year
that will require VTA's Board of Directors (Board) to make meaningful changes to
VT A's vision and mission, governance and organizational structure, and financial
policies and practices, to enable VT A to become a mature and sustainable business. VT A
must determine its priorities in the following areas:
o Transit Sustainability Policy
. Comprehensive Operational Analysis (COA)
o Measure A RevenuelExpenditure Plan
These efforts coincide with the results of this Organizational and Financial Assessment
("Assessment"), which include recommendations for embarking on a transformation
initiative to redefine VTA's governance, realign its organization, and establish financial
credibility.
The Board's decisions during 2007 will require policy, financial, and operating tradeoffs,
and will have long term implications for VT A and the region.
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Page 2 of 38
TUne RJFJP
VTA initiated the Assessment to improve its understanding of VTA's emerging
requirements and opportunities for improvement. VT A designed the Assessment to
emphasize critical analysis of VTA's flaws, weaknesses and gaps, rather than areas of
strength and positive results (e.g., increases in tax revenues and ridership, Measure B).
This reflected VT A's desire to ensure that it was on the right track strategically,
independent of any favorable or unfavorable near term developments.
The Board approved this self initiated effort and, in April 2006, VT A issued its Request
for Proposal 06-11: Organizational and Financial Assessment Consulting Services
("RFP"). The RFP called for a broad study to encompass a diverse range of subjects.
Hay's ElI1lgagemelI1lt
In August 2006, VT A engaged Hay Group ("Hay") as its consultant for the project. At
that time, Hay set out to develop and deliver the following:
~ A fact based assessment of VTA's performance against goals and objectives.
e An assessment of future performance based on VT A's current strategy and plans.
(I Recommendations for transitioning VT A to an organization that enjoys the
confidence of the Board, public and customers through:
../ An inclusive and effective governance stmcture; and
../ An organization that operates transparently and is responsive to the public.
III Recommendations for building a sustainable organization that is structured to:
,/ Promote efficiency, accountability and creativity; and
../ Successfully implement VT A's strategy at a predictable and reasonable cost.
Scope. Hay's deliverables are scoped to provide a "Strategic Review;" that is,
preliminary, directional, strategic recommendations and (where appropriate) areas for
further study.
Project Approach. Hay assembled a national team of consultants with the breadth and
depth of capabilities to develop the promised deliverables. The team's members posses a
unique mix of Board level experience, executive experience, and technical expertise in
the areas encompassed by the RFP.
Pfi[]ljed Metlhodonogy. 'Hay's project methodology focused on the following process:
Collect and Review Existing Documents. Hay collected, reviewed and analyzed a
large volume of preexisting information about VT A. This included: Board
governance documents; employee and stakeholder surveys; financial and budgeting
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reports; organizational goals and objectives; organization charts and job descriptions;
previous consulting reports; divisional policies and procedures; performance
measures and reports; and newspaper articles.
Page 3 of 38
Interviews. Hay conducted more than 80 interviews to validate the information
obtained from the document review process, fill in gaps in the data, and further our
understanding of VTA's environment. The interviews included a wide range of VTA
Board members, Advisory Committee members, other stakeholders, VTA executives
and select senior staff.
Preliminary Findings and Analysis. From the information gathered in the previous
steps, the project team developed a series of internal work papers that articulated what
we had learned. These papers summarized our understanding of VTA's current
environment and preliminary recommendations about next steps for project
completion and beyond.
Focus Areas. The Hay team then engaged in a series of small and large group
discussions to validate, integrate and prioritize our preliminary findings and analysis.
Based on this process, we identified three key recommended areas where VT A should
focus its efforts: governance, fiscal resources, and organization stmcture.
Working Environment. Per our project plan, Hay conducted a series of employee
focus groups. This enabled us to assess VTA's working environment.
Development of Findings and Recommendations. The Hay team worked together to
review the preliminary outcomes from each subject area and develop an overall set of
appropriately prioritized recommendations. This process allowed us to leverage the
collective experiences and expertise of our diverse team. The findings and
recommendations from this Assessment were reviewed with VTA's General Manager
(GM) and Project Manager to confirm the factual basis for our conclusions.
Delivery. Hay's delivery process focused on preparing a Technical Memorandum and
this Executive Report.
. The Technical Memorandum is a detailed document that includes Hay's findings
and recommendations from the entire Assessment. It includes divisional and
program specific findings and recommendations, as well as details about the
project focus areas.
" This Executive Report provides a summary of Hay's most important findings and
recommendations, with an emphasis on VT A performance and on the project
focus areas as they apply across the organization. It is intended as a stand alone
document for Board and executive use.
While Hay's divisional and program specific recommendations are important, they
are not emphasized in the body of this Executive Report, since they are relatively
narrow in scope. The Appendix provides a list of select divisional and program
specific recommendations contained in the Technical Memorandum.
March 2007
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Page 4 of 38
H. .H21yjS JFfilI1ltdlfilI1lgs: Wllny is VI' A JF21iCetdl Wfiltlln SUJlclln lDfiflfkUJlH ClInl[]lniC<es?
A. VI' A lln21S Ll[]lst nts Regfil[]llI1l21ll JFl[]liCUJlS 2lm:ll StIr21yetdl fIrl[]lm fits COIre JBUJlsnm~ss
JFUJllI1ltdlhng JPIrl[]ljeds vs. TJr21lI1lsnt JPJrl[]lgIr21ms. VT A's mission is to plan, build and
operate transportation systems where needed, to improve mobility and help manage
regional congestion. During the last decade, VT A has, in many cases, planned for and
built capital projects that have not satisfied regional transportation needs. The
organization's concern has been focused on the capital cost of funding construction,
rather than funding for the future operations and maintenance requirements of the
transportation system. VTA's fiduciary obligations and the Board's duty of care
require that these transportation systems be built, operated and maintained within
existing fiscal constraints.
Local vs. Regnoll1lal FocUJls. Many of the Board's actions over the last decade have
not supported VT A's core business or its mission. The Board has approved capital
projects that were political solutions to address the needs of certain local
neighborhoods at the expense of regional congestion management. As a result, VT A
has built transportation systems that have low ridership and are also expensive to
operate and maintain. In the past five years, total passenger miles served by VTA's
transp0l1ation systems have declined by 25%, while VTA's transportation costs per
hour have increased by 3%. VT A's financial performance measures for its
transportation systems illustrate the result: VT A's fare box recovery ratio has not
increased above 14%, a level regarded as low performance in the transit industry.
VTA's 2003 Fare Policy, as approved by VTA's Board, specified that the overall goal
was to achieve a fare box recovery ratio of 20 to 25% by FY 2007. The Board also
mandated that if the fare box recovery ratio was less than 20%, VT A shall
recommend fare changes to recover its costs. Increasing VTA's fares would not solve
the problem (however, increases could aggravate the problem). The real issue is that
VTA's existing service plan is not aligned with the demand for transit services.
Underutilized Transportation Systems. Examples of VTA's underutilized
transportation infrastructure are evident in the Light Rail and Bus transit systems.
Hay benchmarked VTA's performance against peer agencies and found that VTA's
bus and light rail services are less productive than their peers (using passengers per
revenue hour as a performance indicator). In addition, benchmark data related to costs
indicates that VT A's costs for bus and light rail service are high while productivity is
low. Hay's performance benchmarking demonstrates that VT A could improve how it
utilizes Light Rail and Bus transit systems to address regional congestion concerns.
We support VTA's initiative in conducting the COA and encourage the VTA to
implement changes to address this issue.
PIroject F1IJl,lndill1lg Has Not Been. Defin.itively Seem"eel. VTA's budgeting practices
and operations indicate that VT A has been focused on funding for building projects,
but not on post-build system operations and maintenance. Future funding of capital
. projects and their operations is primarily based on authorized sales tax revenue which
is unstable, as it relies on sustaining strong regional economic conditions over the
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next thirty years. In addition, as VT A is aware, the 30 Year Measure A
RevenuelExpenditure Plan ("Measure A Plan") is not fully funded. The current
Measure A Plan includes approximately $2.8 billion in revenue that has not been
definitively secured. If the funding as set forth in the Measure A Plan is not ,obtained,
VTA will be faced with significant issues deciding which projects should and can be
built.
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There are several reasons for VT A not having secured funding. First, the Measure A
Plan includes federal agency funding of $750 million that has been deferred until the
financial viability analysis of the Silicon Valley Regional Transit (SVRT) project is
completed and VT A's fiscal practices are strengthened. Second, the Measure A Plan
anticipated the authorization of a $2 billion general revenue tax over a thirty year
period (equivalent to a 1;4 cent sale tax for the thirty year period), but this was not
authorized by local county voters in a 2006 referendum. (It is important to note that
this was a county general tax with no guarantee that funds would flow to VT A.) The
Measure A Plan's funding assumptions must be revisited to reflect a short and long
term reduction of scheduled funds.
In addition, the Measure A Plan does not provide for realistic revenue assumptions
and related cost increases for the operation of its planned capital projects. VT A's
need to, adequately plan for maintenance as part of the total project costing is
illustrated by the lack of a maintenance plan for the light rail infrastructure when its
warranties expire. The current Measure A Plan assumes that fare box revenue will
increase 5% every other year over the thirty year period. However, VTA has neither
, raised fares at this projected growth rate nor seen an increase in ridership that would
drive this revenue growth.
In addition, assumptions for unfunded pension and retiree health benefits and other
employee benefits require upward adjustments. The financial impact of these changes
has not been fully determined. Reported future funding requirements exceed $200
million. This may require further funding in addition to the $2.8 billion unsecured
amount discussed above.
Good Governance Can Refocus VT A on Its Core Mission. VT A's original
governance structure and its mission are sound. However, since VT A has plans to
build more than it can support based on its planned financial capacity and stakeholder
authorization level, the Board has a responsibility to use its governance processes to
realign VTA's priorities and:
e Authorize capital projects that fulfill VT A's regional mission;
Q) Make capital allocation decisions that avoid overbuilding in areas that cannot
support the transportation infrastructure with sufficient ridership, based on origin
and destination studies; and
OJ Make the necessary fiscal decisions to avoid expenditure deficits on projects and
operations.
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JB. V'f A GI[]lV<eIrIIll21lI1liCe Dl[]les NI[]lQ Ojpler21Qe 2lS DesfiglI1lerll
CnurelI1lQ IBI[]l21Irtdl SQIrUJld\lllre. The Congestion Management Agency's ("CMA's")
governance structure served as VT A's governance model. The stmcture was
designed to provide Santa Clara County and the cities within the county with an
opportunity to participate in VTA's governance. Enabling legislation establishes
VT A's Board as ".. .the legislative body of the district" that "shall determine all
questions of district policy." The Board has broad powers as a public transit agency
and as the CMA. These include the power to constmct, improve and/or operate transit
and paratransit services, state and county highways, roads, streets, bicycle, and
transportation facilities.
The Board consists of twelve voting members who are appointed for two year terms
by their respective appointing agencies from the county and cities. The Chair and
Vice Chair serve one year terms and are elected by VT A's Board.
Standing Committees. VTA has three Standing Committees that serve as Board
advisors on policy matters within their assigned areas of responsibility and other
matters referred to them by the GM or Board Chair. The Standing Committees
are specified in its Administrative Code and can be changed by the Board as
appropriate. VTA's Standing Committees are:
II Administration and Finance Committee: pertaining to VT A's financial
management and general administration;
f) Transit Planning and Operations Committee: pertaining to VT A's transit
planning, capital projects, transit operations, and marketing; and
Q CMP and Planning Committee: pertammg to congestion management
program and development of countywide transportation plans.
Advisory Committees. The Board has also established five Advisory Committees
that provide advice to the Board on policy issues referred to the Committee either
by the Board or the GM. These Advisory Committees also facilitate
communications between the community, ot~er agencies, and VTA, to build
necessary consensus for policy decisions. Like the Standing Committees, the
Advisory Committees are specified in the Administrative Code and can be
changed by the Board as appropriate. VTA's Advisory Committees are:
o Policy Advisory Committee: advise on policy issues (unlike the other
Advisory Committees, members of this Committee are elected officials);
G!J Technical Advisory Committee: advise on major policy and technical
issues related to VT A projects and programs;
Q) Citizens Advisory Committee: advise on policy issues from a citizen's
perspective, including community interests, business and labor groups,
and city and c'ounty groupings, and serves as Measure A watchdog;
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~ Committee for Transit Accessibility: advise on matters pertaining to
paratransit services and accessibility to VT A transit services, fa,cilities,
and media, and on related state and federal laws; and
tt Bicycle and Pedestrian Advisory Committee: advise on matters pertaining
to bicycle and pedestrian related issues that affect the countywide
transportation system.
]B1[]l21Irtdl Resjpl[]l][llsnlbfiHtfies. It is clear from a review of VT A's enabling legislation that
the Board must exercise reasonable care in making decisions. This obligation requires
that a Director be diligent and responsible in considering all relevant information
when making judgments and decisions on behalf of VT A. Moreover, Board members
should act with loyalty and avoid decisions where VT A would be in conflict with
indi vidual Board members. Conflicts would arise if VT A were to set policy or make
other decisions for the sole benefit of a Director or a particular city or county, rather
than for the benefit of its regional stakeholders. The duty of loyalty requires that
VT A directors set policy and make decisions that are in the best interest of VT A and
the region, subordinating the interests of their local jurisdictions.
The Board's responsibilities of care and loyalty are based on the members' fiduciary
responsibilities to VT A. Fiduciary responsibilities require that Board members
provide oversight to ensure that VT A's assets are protected, that its operations are
conducted in a financially sound manner, and that it has appropriate internal controls
in place.
VTA's Governance Challenges. Our assessment found that VTA's governance
structure has served it well in the past. However, the Board has not consistently
exercised its responsibilities of reasonable care and loyalty, and the Board is facing a
number of operating and financial challenges that need to be addressed to satisfy its
responsibilities.
Board Tttrnoyer and Traimilg. Board members do not fully understand their
responsibilities, partially due to significant Board turnover and lack of Board
training programs. The enabling legislation provides for Directors to serve a two
year term, and states that Directors should have knowledge in transportation
(which could be gained in a number of ways, including orientation, training and
workshops). This requirement, along with term limits associated with their elected
positions, has increased the frequency of VT A Board turnover. In addition, VT A
discontinued Board member orientation due to severe fiscal constraints, and some
Board members do not regularly attend VT A workshops that provide
opportunities for Board training and education. Taken together, turnover and the
lack of orientation/training have created an environment where many Directors
have not been provided with formal orientation/training about their policy role
and fiduciary responsibilities.
March 2007
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l/se Adnsor)' Committees to J'iifonn Board PeelsiollS. While the duties of
each Advisory Conmuttee are described in the Administrative Code, Hay did not
find that the Committees have clearly articulated missions, goals and objectives.
As a result, the Advisory Committees are not well aligned with VT A's mission.
There is also a significant degree of overlap in the Advisory Committees'
activities and work plans.
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Hay found that these Committees do not have an opportunity to consider policies
and plans in the early stages of their development. Early stage participation by
these Committees would enable them to provide meaningful input and could help
facilitate the development of a consensus on issues, so that tme regional solutions
can evolve. More often than not, staff presentations are made to the Advisory
Committees only when a proposal has been fully developed and is planned for
recommendation to the Board in an upcoming meeting. In these cases, the
Advisory Committee action is to report to the Board that the staff report was
accepted. The Advisory Committees have generally not been in a position to
provide meaningful, regionally based policy guidance to the Board based on their
own input, agreements and discussions.
Need to Embrace .Fiduciary Hespo/lsibilities and Obligations. VTA's Board
has a fiduciary responsibility to ensure that VT A remains financially sound and
that its assets are appropriately protected. It is the responsibility of each Board
member to understand the complete financial consequences of policy proposals
for VTA's mission, financial condition, expenditures, and reserves. While the
Board's fiduciary responsibility is clear in principle, VT A has not consistently
taken actions to adhere to this responsibility.
o Making decisions where local interests take priority over VT A and the
region's needs. The Board has approved capital projects and transit service
plans that were political solutions to address the needs of local
jurisdictions a~ the expense of the region's transportation needs. As a
result, VT A has built transportation systems and has transit service plans
that have low ridership and are expensive to operate and maintain.
G Making Decisions Without Adequate Financial Information. The Board
members have reported that they have made significant financial decisions
without being fully informed of their short and long term consequences for
VIA's financial condition, reserves, or expenditures. Board members
repeatedly expressed fmstration that . reports, recommendations, and
information provided by VT A staff have not clearly and concisely
presented the full current and future financial impact of policy proposals
and alternatives. Many Board members have alSo expressed that VT A's
Board package is not designed for ease of use when preparing for
upcoming meetings (this is particularly an issue for Directors who do not
have full time staff support).
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~ Unfunded But Authorized Budget Expenditures. As previously mentioned,
VT A's Measure A Plan includes approximately $2.8 billion in revenue
that has not been definitively secured and may require additional resources
to cover maintenance costs. However, the Measure A Plan still receive9
Board approval, as though it was fully funded.
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~ No Audit Committee. VTA's Board does not have an Audit Committee
with an Independent Auditor General reporting to it. While public sector
agencies are not required to implement Sarbanes-Oxley, most are
modifying their committee stmcture to include an Audit Committee. An
Audit Committee can assist in fulfilling the Board's fiduciary obligations
for safeguarding VTA's financial integrity and ensuring internal controls.
The Auditor General can assist the Board in fulfilling its fiduciary
responsibilities by overseeing risks and controls in financial reporting,
financial integrity, and program activities.
<II Postponing Difficult Decisions. During VT A's history, the Board has
postponed dealing with difficult issues that relate directly to the region's
long-term interests. This appears to reflect a combination of:
misunderstandings about (or lack of focus on) VTA's long-term financial
capabilities; policy-making without complete financial information; and
governance based on consensus through near-term, locally-oriented trade-
offs rather than long-term regional interests. Several examples follow:
./' Measure A Plan: Plan includes $2.8 billion for capital projects and
maintenance that has not been definitively secured.
./' SVRT: VTA has not determined whether SVRT can or will be built.
Federal funding of $750 million has been deferred until the financial
viability of the SVRT project is determined and VT A's financial
practices are strengthened.
./' Need to Enforce Enterprise Caoital Bud~ets: Hay's assessment found
that, although enterprise capital budgeting was performed for internal
VT A projects, these budgets were not adhered to. As a result, allocated
project funds are rapidly shifted between projects as priorities are
changed, causing projects to be delayed or not completed.
./' Insufficient Exoenditure Allocations to Maintain Assets In a State of
Good Reoair: One of the principal considerations in funding a project
is to determine whether adequate resources will be available to keep
the constmcted facility/asset in a state of good repair and able to
operate on a day to day basis. Professional engineers within the
organization are generally assigned to evaluate and determine whether
a pl,'oject has adequate funding to keep assets in such a state. Two
examples for which this has not been adequately addressed are the
SAP system upgrade and Light Rail asset maintenance.
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1. SAP System, Upgrade: Generally, organizations perform computer
software maintenance to keep their financial systems fully
functional and supported by the software manufacturer. VT A has
delayed an upgrade to a major new release of SAP. VTA's current
SAP software version is not completely supported by the
manufacturer. This places VT A at risk if the system software fails.
Recovery of VT A's software may become difficult as SAP no
longer fully supports the version that is in place at VT A.
Moreover, the newer version of SAP provides VT A with additional
modules that would help VTA improve its controls.
2. Li.'~ht Rail Asset Maintenance: As previously indicated, VT A's
light rail vehicles are coming out of warranty. Currently, VT A has
no inventory management plan for this fleet, nor any related
operating and capital budgets to support upcoming maintenance
costs.
C. VTA's Financial Capacity and JFuture are Um:ertain and Unstable
VT A's governance issues, particularly the inconsistent application of fiduciary
responsibilities, have left VT A in a situation where it faces financial resource
constraints that the Board will be compelled to address to ensure long term financial
stability. Absent such governance activity, VTA's financial capacity and future will
remain uncertain and unstable. Sustained financial uncertainty/instability could lead
to further erosion in stakeholder credibility about VTA's governance and operating
capabilities. Over time, this could create a self-fulfilling spiral of financial constraints
that are designed to mitigate taxpayer/stakeholder financial risks, but also impair
VT A's ability to meet the expectations of its stakeholders in the region.
VTA's Financial Statements Do Not Provide Complete Financial Information
for Board Decision Making. VT A's uncertain and unstable financial picture is not
clearly depicted in its financial statements, a fact that was repeatedly reported by
Board members. VTA's financial statement only depicts historical accounting
transactions. The CAFR does not provide an opinion on whether VTA's expenditure
plans, capital plans, and other commitments will be covered on a short and long term
basis by available, authorized funding sourc.es. VTA's balance sheet is not required
by generally accepted accounting principles to report all future obligations committed
to by the Board's policy and project decisions. Furthermore, the CAFR does not
clearly depict identified funding gaps that the Board will be expected to address,
including future pension and retiree program' liability gaps that could exceed $200
million.
The Filrllandal Futmre Is UnceJrtain and Unstable. VTA's uncertain financial future
is evidenced by the following:
Curnmt lIndeifunded Expenditure PIon tmd 1/uldeqllale flmding /Or
Planned Capital Projeels. VTA is ~ginning to recognize that it has over $2.8
billion in unfunded commitments in the thirty year Measure A Plan that provides
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for capital resources and maintenance expenditures. Prioritized decisions have
not been made for achieving a balanced expenditure and financial stability plan,
to include sound policies to ensure that capital projects can be realistically
achieved, taking into account reasonable expectations for current and future
funding. In making regional policy and project choices, VTA has not realistically
considered what resources can reasonably be expected to fund these programs.
The Board has not made the necessary trade-offs to avoid financial uncertainty
and instability.
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wldn:/1I11ded Asset Jlfoliltentlllce. VTA's operational resources must be
adequate to keep its constmcted facilities and other assets in a state of good repair.
The Measure A Plan does not provide for all operational cost increases resulting
from its planned capital projects. The financial impact of these unfunded
maintenance requirements have not been fully determined by VT A. As a result,
further funding could be required - in addition to the $2.8 billion that has not been
secured. Absent secure funding, VT A has neither made the necessary choices to
establish prioritized maintenance plans to live within its means nor invested in
asset maintenance programs designed to reduce future spending on parts and
maintenance not under warranty. In addition to making transportation decisions
that did not maximize regional benefit from a congestion management perspective,
VT A has not adequately provided for the maintenance and operation of its assets.
1lI1dn/fmded Perlsi(J/l and Retiree Plans. VT A has two plans, an Amalgamated
Transit Union Pension Plan and a Retiree Health Benefits Plan. Recent actuarial
valuations for both plans indicate that VT A has an unfunded actuarial liability of
over $200 million for both. These forecasted plan obligations are yet to be funded,
and VT A does not have definitive plans about how it will obtain the funds.
Further, there is no guarantee that the plans will achieve their assumed rates of
return on plan assets in the future, which would cause a further increase in the
unfunded actuarial liability.
Oper-./?eli.mce 011 ./?esen'es to Sl/pport Operations. For three of the last five
years, VT A has budgeted to draw on fund balance reserves, in order to meet its
operating needs. As of June 30, 2006, VT A's audited financial statements
reported that VT A's net operating reserves amounted to $55 million. Another $49
million is restricted for specific purposes, in whole or in part, by legal agreements
or Board policies.
Unless additional financial controls are implemented and stronger governance by
the Board is provided,' this narrow margin for unplanned expenditures could
greatl y limit VT A's financial flexibility to address new transportation needs. To
the extent that VT A continues to expend its resources to build, maintain and
operate systems that do not satisfy its mission or meet its transportation needs, it
will dig itself into a deeper hole and further reduce its financial margin of error.
OJ'er-BeliOllce on VolatIle BeJ'eJllle Sources to SlIpport OperotiollS OIld
Capital ProJects. From 2004 to 2006, recurring revenue as a percentage of total
revenue increased from 27% to 49%. VT A's most significant recurring revenue
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Organizational and Finance Assessment
Executive Report
source is sales tax, which is regarded as a volatile source since it depends on the
economic success of the region. Sales tax revenues are also used to fund VT A's
capital projects. VT A has not developed financial strategies or programs to
diversify revenue sources and lower VTA's reliance on sales tax reven,ues.
Page 12 of 38
UII1lIre21llftstnc JFaIre Bm( Recovery JExIPedaafil[]llI1ls. VTA's fare box recovery ratio
has not exceeded 14%, a level regarded as low performance in the industry. The
current Measure A Plan assumes that fare box revenue will increase 5% every
other year over the thirty year period. VT A has not raised fares to maintain this
annual growth rate. Fare box recovery cannot be realistically improved until
VT A's COA and Service Plans are aligned with ridership demands for service in
congested areas.
It is Hay's finding that a fare box recovery ratio goal of 25% is not realistic. VT A
has not seen an increase in ridership that would drive 'revenue growth. In addition,
since VT A's experience is that increasing fares has a negative impact on ridership
raising fares mayor may not increase revenues.
D. VT A Must Consistently A void Conflids
VTA's Board is obligated to have a regional focus in making policy decisions and
choosing projects to resolve regional congestion. VTA'sempty buses and light rail
cars indicate that service is not being provided where traffic congestion exists. This
may be due to cases where local priorities and requests were placed above regional
interests.
Hay also found that appropriate disclosure controls have not been maintained at the
executive level, to track and manage potential conflicts.
Finally, VT A lacks an Auditor General and an independent Audit Committee. Adding
these to the structure would help mitigate the risk that decisions could be made while
inherit conflicts exist among decision makers.
E. VT A's Organization Reflects a Lack of Focus on the Core Business, Which
Presents Significant Weaknesses Relative to Future Needs
Misalignment at the C-Level
"C-Level" refers to VT A's GM, General Counsel, and executive positions that report
directly to the GM. VT A appears to have opportunities for improving the C-Level
team, from a stmctural and behavioral perspective.
FoclIS of the GiJ'/ Role. Strategic leadership and external communications
management are increasingly critical functions for the GM's role. Yet the GM has
nine direct reports, which creates heavy oversight responsibilities at the expense
of his long term thinking and external relationships. The GM is further stretched
by his role as the de facto SVRT project manager (more on this below). The
current role definition and stmcture does not set the GM up for success.
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Mi.saliglled C~LeJ!el Team. Although VTA executives were circumspect and
professional in describing each other and their respective roles, the Hay team
completed our interviews with a strong and clear impression that the executives
are not well aligned. The GM has yet to develop a collaborative process with his
executives to facilitate policy discussion and decision making. Weekly C-Level
staff meetings are not productive beyond basic information exchange. The lack of
a well aligned leadership team appears to have a cascading effect, resulting in
functional silos in parts of VT A.
Page 13 of38
Tllne JFlUlll1ldlll[]llI1l21ll SltJrlUldlUllre JPIreselI1llts JVblI1lY Ojpjpl[]llr'ltlUllI1lntnes fl[]llr' [mIPrl[]lvemelI1llt
Hay found numerous cases where VT A's functional structure appears to lack focus,
accountability and alignment. Key functional accountabilities are dispersed
throughout VT A, including accountabilities for Transit Services, Planning and
Congestion Management, Engineering and Construction, capital projects, SVRT,
finance, and External Affairs. Following are specific examples of opportunities for
improving the functional structure:
e The current structure has SVRT accountabilities dispersed in several parts of the
organization, leaving the GM to serve as the single point of accountability and de
facto Project Manager for the SVRT.
c Engineering activities are managed in both the Development and Congestion
Management Division and the Construction Division. The Construction Division
manages engineering and construction for rail and facilities projects and
construction of highway projects, while the Development and Construction
Management Division manages highway engineering.
G The Construction Division is involved in accounting and payment processing
relating to contract disbursements for project vendors.
G Transit Services includes inventory and materials management functions.
o Marketing and Public Affairs currently reports to the Development and
Congestion Management Division, while its functional responsibilities relate to all
of VT A - including External Affairs. This group includes a diverse range of
loosely related functions, which may have been clustered together out of
expediency rather than pursuant to sound organization design principles.
G The Fiscal Resources Division has a very mirrowly focused accountability for
monitoring its fiduciary responsibilities. Fiscal Resources focuses on accounting
rather than VTA's business. The lack of CFO involvement in VTA's operations
and strategy has impacted VT A's effectiveness in meeting its fiduciary
obligations.
0> Contracts and Materials Management is part of Fiscal Resources, which lends
itself to potential conflicts (since Fiscal Resources both authorizes and disburses
payments to third party contractors).
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These cases indicate that VT A could use functional realignment to clarify
accountabilities, strengthen internal controls (e.g., through segregation of duties),
focus staff, and consolidate similar functions.
Page 14 of 38
Systemk Wealknesses illll JFfillllalI1llCll21H MalI1l21gement JPIrl[]liCeSSes 2llI1ltdl JPl[]lnfrlCll<eS. Hay
found that financial management processes and policies are lacking or exceptionally
weak. This has kept the Board and C-Level staff from properly exercising their
fiduciary responsibilities. Hay regards this as a major systemic problem requiring
immediate attention.
LaCK 0/ Internal A IIdit Fllllelion. Through discussions with the CFO and his
direct reports, Hay learned that the CFO had eliminated VTA's Internal Audit
function and substituted a contract compliance function in its place. Even though
they are not required to implement Sarbanes-Oxley, most public sector agencies
today have an Internal Audit function that reports to an Auditor General or
Internal Auditor. This function helps meet the Board's fiduciary responsibilities,
by evaluating risks and controls over financial reporting, financial integrity, and
other assigned areas.
freaK Asset Management. "Build it and the money will appear" is not an
effective fiduciary strategy for managing assets. VTA's weaknesses in the asset
management area have appeared as follows:
o Cash Management Is In Its Infancy. VT A has managed its cash as if it
was a petty cash fund. Requests are made for cash, and cash is disbursed
under existing authorization controls. Rudimentary cash management
tools are used to forecast cash requirements when concerns about covering
project expenditures arise.
Since Constmction processes its invoices and disbursements for various
capital projects, there are internal control weaknesses related to
segregation of duties.
VT A does not budget completely for ffilll1mUm maintenance of
operational and technology assets, causing maintenance expense shortfalls
that also affect VTA's ability to effectively manage its cash requirements.
e Weak Capital Budget Controls. Hay's assessment found that, while
budgeting was performed for VT A capital projects, they were(alway~~
adhered to. As a result, allocated project funds are rapidly and Irirorinally
shifted between projects as priorities change, causmg projects to be
delayed or not completed.
Ql Weak Budget and Expenditure Controls. Hay found deficiencies in VTA's
budgeting processes, as evidenced in the need for clearly documented and
updated assumptions relating to the Measure A Plan and other expenditure
budgets as provided by Fiscal Resources. Basic technology tools have
been used to prepare and update planninglbudget assumptions, which
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limits VT A's capability to compute iterative scenarios or conduct
sensitivity analysis. Changes are made to budgets and forecasts without
updating assumptions or obtaining consensus about the changes. While
Hay recognizes that VTA's budget process is dynamic, its budget
procedures are not designed to control, prioritize, and provide alternative
scenarios for planned expenditures in a rapidly changing environment.
Page 15 of 38
~ Weak Controls. Since the elimination of Internal Audit by the CFO, little
attention has been given to internal controls. For example, the Fiscal
Resources organization presents a control weakness by having
procurement in the same division that issues checks. Similar concerns
arise in Construction, where division staff perform accounts payable
functions on vendor invoices that they approve (and that are generally
processed by Fiscal Resources).
<B Incomplete Financial Analvsis of Policy Decisions and Recommended
Options. In Hay's review of policy decision requests made to the Board
and during our interviews with Board members, we found that VT A's
reports, recommendations, and information have not clearly and fully
presented the cunent and future financial impact of policy proposals and
their alternatives. FLscal Resources has not provided sufficient disclosure
of assumptions and impacts with respect to future capital expenditures or
other program initiatives. In addition, Fiscal Resources has not
established a framework for coordinating VT A financial analysis.
Consequently each Division selects its own manner of presenting fina~.ggl
analysis.
o Short Term Operational and Financial Focus. Fiscal Resources focuses
disproportionately on short term requirements. For example, the biennial
operating budget is balanced without taking into account the total future
impact of capital expenditures (including capital asset operating and
maintenance costs after these assets are placed into service). In fiscal year
2007, forecasted Measure A capital expenditures were materially changed
by approximately $200 million within two months of the adoption of the
plan. Initially, accelerated SVRT capital expenditures were proposed to
the GM without realistic consideration of the impact on VT A's cash flows.
<I Lack of Timelv and Usable Financial Information from Which to Make
Decisions. In Hay's review of VTA's financial information and during
our interviews with Board members, we noted that Board members have
made significant financial decisions without being fully inform~of the
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short and long term consequences on, VT A's financial conditions, reserves
or expenditures.
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Page 16 of 38
OJ[llj[llm"hnlllltnes fl[]lIr J[mjp>Irl[]l'vfiH1lg AiCCl[]lllma21lbfillfity IB21seirll M21II1l21gemeH1lt
Accountability based management encompasses the basics of organizational
leadership. It involves translating an organization's business priorities in'to
specific job accountabilities, establishing performance measures and goals to
track job performance, and holding people accountable for results. VT A has
opportunities for improvement in each aspect of accountability based
management.
Roles HON' Not Bent EfficllPe{y Comfnunicoted. VTA's structure of functional
leadership jobs lacks clarity, focused accountability, and fiscal responsibility. As
discussed earlier in this section, this applies to all major functional areas. Since
role accountabilities have not been clearly defined and communicated, VT A staff
have tended to self-define their roles. This has (inevitably) led to role conflicts
and to a lack of alignment between individual roles, VT A's mission, and the
Board and executives' fiduciary responsibilities.
Pnftrmtmce Meostlres ore Not Outcome Based.' VT A has a wide range of
goals and objectives within its 5 broad goal areas, including 28 agency level
performance measures. Hay determined that the measures associated with the
goals and objectives are largely qualitative. More importantly, VTA's numerous
performance and operational measures are not tightly linked to VTA's overall
goals and objectives. This means that VTA's robust set of measures do not always
provide a clear indication of VTA's actual implementation of its overall mission
and strategy.
Poor Pnftnners are Not Held A ccotl/ltable. Even though VT A has established
performance measures, these measures are not tracked, reported or actively used
to improve divisional or VTA performance. As a result, these performance
measures bring limited value to the organization.
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Page 17 of 38
UJI. TI[]lIP NfilI1l<e R<eiCl[]llI1l1lill<elI1ltdl21tllI[]lII1lS
This section describes nine recommendations that Hay developed, based on our analysis
of issues considered to be essential to VIA's viability and success. Impl'ementing these
recommendations and the associated organizational and governance transformation will
represent a significant effort for VT A, and will require a strong commitment, effective
planning and execution, and appropriate funding. VT A should approach its funding
decisions from a strategic investment perspective, to ensure that the costs associated with
change are worthwhile and more than offset by long term benefits.
Hay is confident that, with effective planning and leadership, pursuing these
recommendations will provide a superior return on investment for VTA. The ultimate
benefit to VT A and the residents of Santa Clara County will be an operationally efficient
and financially viable VT A that can plan, constmct and operate transportation facilities to
relieve congestion, increase mobility and support the economic vitality of the region.
In addition to the top nine recommendations presented below, Hay recommends that VTA
consider the other recommendations set forth in the Technical Memorandum. The
Appendix lists divisional and program specific recommendations from the Technical
Meril.Orandum. Upon adopting any of these recommendations, VTA should assign it to the
relevant staff for planning and execution, with appropriate oversight by the transitional
leadership team.
A. Implement Governance Processes and Practices to Enable Transformation
VT A's Board should implement governance processes and practices that will address
the challenges currently facing VTA, with the objective of improving VIA's
effectiveness as a regional policy board that satisfies its responsibilities.
Adopt the Spirit of Sarbanes-Oxley Practices, Where Applicable. Most public
sector agencies today, while not required to implement Sarbanes-Oxley, are
modifying their practices to incorporate the spirit of this legislation as follows:
Establish an Audit Committee. VTA should establish an Audit Committee as a
Standing Committee of the Board. The Audit Committee can be chartered to:
411 Approve and provide policy oversight for VT A's Audit Program;
G Approve the Independent Auditors;
c Provide oversight for compliance activities and risk management; and
" Establish and provide oversight for a VT A "Whistleblower" Program.
The Audit Committee can also assist in fulfilling the Board's fiduciary obligations
for safeguarding VT A's financial integrity, including its internal controls,
Implement 0J'l Auditor GetJenll F'tlllctioll. VTA should also establish an
Auditor General position that reports directly to the Audit Committee of the
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Board and that has a dotted line responsibility to the GM. The Auditor General
will be responsible for assisting the Board in fulfilling its fiduciary
responsibilities, including overseeing risks and controls in financial reporting,
financial integrity, program activities, and other assigned responsibilities.
Page 18 of 38
Establish Boord Trolillilg on .(Jldies olld Respollsibtlities. The Board should
develop and require attendance at a Director Orientation Program that acquaints
Directors with the Board's policy role, governance stmcture, and decision making
process. In addition, training should be provided to Directors to provide them
with a full understanding of their fiduciary responsibilities. VT A should also
develop and require attendance at ongoing programs and workshops designed to
educate Directors on relevant planning and development, constmction, transit and
transportation issues, as needed to inform the Board's policy discussions.
Focus the Boord on its Fidlldory Responsibilities. The GM should work with
the Board to improve its focus on its fiduciary responsibilities for ensuring that
VT A remains financially sound and that its assets are appropriately protected.
Each Board member should be trained to review the complete financial
consequences of policy alternatives on VTA's financial condition, expenditures,
and reserves.
Conduct A/Uluol Boord Se(j' Epoluoti{J/ls. The Board should annually assess its
performance against VTA's mission and the Board's responsibilities in relation to
VT A's charter. This self assessment should also encompass the effectiveness of
Board meetings and of Board relationships with VT A staff and external
stakeholders. The GM and Board Chair should study the results, identify areas
that need improvement, and plan and implement resolutions.
Make the Board Structure Function Effectively. Hay recommends that VT A adopt
the following recommendations to improve the functioning of its Board:
Make the OM 0 Boord Member. The Board should appoint the GM as an ex-
officio, non voting member of the Board. This model, which has proven very
effective in not-for-profit organizations and in private industry, will elevate and
empower the GM as he works with regional stakeholders to represent VT A's
interests and VT A's Board. Given the organizational and financial challenges
facing VT A, this recommendation, together with the balance of the
recommendations in this report, is essential to VT A's transformation into a
mature and financially sustainable organization.
LJepelol' on Ann/lol Boord fYorK Ploll. The GM should develop a work plan for
the Board Chair, to focus the Board on its policy role and fiduciary
responsibilities. Given VT A's current financial challenges and the need to make
meaningful changes to its service plans and capital program priorities, the Board
should:
Cl Review and approve VTA's Vision, Mission and Goals;
March 20()7
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Page 19 of 38
(j) Review and adopt business policy at VT A (near term policy issues include
the Transit Sustainability Policy, COA, Financial Policy to assure
sustainability, Policy for Measure A Revenue/Expenditure Planning and
Project Prioritization, and the Commercial Development Program);
<0 Review and approve changes to the Administrative Code to reflect
changes in governance structure such as appointment of the GM to the
Board, changes in Standing and Advisory Committees, changes in oath of
office, etc.; and
<0 Provide oversight of VTA's financial management, policies, controls,
practices, and financial statement disclosures.
.Revalidate the Board:s .Role in VTA Policy JP.fa/ailg. It is imperative that the
Board engage its Standing and Advisory Committees to provide input into policy
decisions for the benefit of regional stakeholders. The Board should remain
focused on establishing general policies and charge the GM with responsibilities
for developing initiatives and actions consistent with Board policy. The Board, in
turn, will be aqle to evaluate whether the organization's programs are consistent
with Board policy and whether the desired outcomes were achieved.
Rensitthe Board Standlilg Committee Stnlclure til 2(}(}tf. As previously noted,
Hay believes that the Standing Committee structure could be effective under good
governance practices. However, we recommend that the Board revisit the
Standing Committees' effectiveness during fiscal year 2008 as part of the annual
Board self evaluation, and make any adjustments deemed necessary.
Redllce the NlImber 0/ Advisory Committees. VTA' should develop and
evaluate a plan to incorporate the duties of the Technical Advisory Committee
into the mission and responsibilities of the Policy Advisory Committee. VT A
should also consider revising the membership so that elected officials would
continue to serve as Committee members but designate the alternate position to be
filled by the senior professional in the jurisdiction (City Manager). This approach
would help ensure that the Policy Advisory Committee members have the benefit
of business and/or technical analysis conducted by professional staff in their
jurisdiction for the policy matters that they consider.
Change the Oath 0/ Office to Re'l"ire a Regional FoclIs. The GM and Board
Chair should reach out to appointing authorities to educate them about the
requirements of enabling legislation for their respective appointments to the
Board. To serve the region and the jurisdiction effectively, VT A should consider
changing its Oath of Office for the Board to include commitments to: (1) avoid
the appearance of conflict; and (2) take a regional perspective when making
policy decisions.
Conducl 0/ Board alld Committee lP-:{eeltilgs. VT A's Board meetings need to
be conducted in a collegial and professional manner, with a focus on pre-
established agenda items set forth in Committee work plans that are mutually
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developed by the Board and Committee Chairs. Items for Board action should
first be reviewed and recommended by the appropriate Advisory Committee and
then by the appropriate Standing Conunittee. The practice' of having all items
reviewed by all committees should be discontinued. Items that are recommended
for approval to the Board by a Standing Committee should be reported out and a
motion made by the Chair of the Standing Committee. The item should not be
presented at the Board meeting. The Board should continue to use the Consent
Agenda for appropriate items. Board members should be able to request that
individual items be removed from the Consent Agenda and considered by the
Board. Hems on the Consent Agenda should not be presented at the Board
meeting.
Page 20 of 38
][mIPrl[]lve Hlle QIUl21Hty of ][lIllformatRolI1l tllnat the B021Irtdl Receives. VT A staff should
revise the structure and content of the Board Package of materials. Staff should also
develop a format' and a review process that ensures meaningful, actionable policy
recommendations and clear, concise supporting information, including short and long
term impacts on VTA's financial condition, expenditures, and reserves. The Board
package should be designed to serve the needs of all Board members, including those
Board members who do not have full time staff support.
B. Operate VTA Like a BlUlsiness
VT A needs to operate more like a for profit business with a focus on financial
viability and stability, while fulfilling its non profit regional transportation mission.
In this way, VT A will enhance its ability to deliver the quantity and quality of
regional transportation services in the most financially effective manner.
Establish Goals, Objectives and Performance Management Processes for the
Executive Management Team. VT A should update the accountabilities for C-Level
staff, taking special care to clearly define accountabilities for core leadership
processes such as strategic planning, capital budgeting, and operations budgeting. In
addition, interdependencies between the GM's role and the C-Level roles should be
clearly defined. The GM and executive management team need to develop a new
strategic business plan for the Agency. This new strategic business plan should be
accompanied by goals that can be quantified and measured while at the same time
tied to VT A's mission. Once the p'erformance measures are established, a system
should be developed which will allow for the integration of the organization's
activities with the measures used to gauge their performance. These activities need to
be managed to drive the results to the highest levels of performance.
VT A should ensure that it updates its executive performance management program to
include communicating about performance, providing feedback, and holding
executives accountable for their individual and collective impact. Performance
metrics should consider measures that engage the interrelationships between VT A's
strategy and its business/operational component.
Delle gate AJPlJPlIroJPlIrnate A1ll\UllOidty, alflldl Acco1ll\lflltalbilHy. Hay recommends that VT A
make substantial changes to its organizational structure to support the revised mission
March 2007
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and vision. VT A executive leadership must provide more clarity, focused
accountability, and fiduciary responsibility for VT A's lines of business and key
functions, including transit services, planning and congestion management,
engineering and construction, and capital project management.
Page 21 of 38
ReqpUlfiIre Tlln21t ARll lDedsfil[]llI1ls Be M21lllle Wn[llnnlI1l JFfilI1l21lI1ld21n Cl[]llI1lstJr21nllll[s. VT A needs
to ensure that all decisions with financial implications are properly evaluated.
XlI1lnQn21te A ]PIrl[]lgJr21m [I[]l Melllltnfy :mtdl limjplR<emelI1lt Reqj1UlnJretdl CI[]lII1l[Jrl[]llls. VT A's
program should use technology based approaches to implement controls, analysis and
reporting.
C. AHglI1l VT A's Mnssnl[]llI1l Wnth Us Ojpl<eIr21tnlI1lg ]PIr21dkes
VT A's regional focus on transportation solutions that help manage congestion and
improve mobility should be the benchmark used to evaluate programs, processes and
operating practices within VT A, as follows:
Revise VTA's Missiollll to Focus Ollll TJr2lnsjpll[]lrtatnollll as a Core Business. VTA's
vision and mission are very broad and seemingly expensive to achieve. Hay
recommends that the Board gain a thorough understanding of the current and
projected financial constraints and challenges facing VT A, and develop and adopt a
new Vision and Mission that is more focused and financially achievable. The COA
effort that is underway provides an opportunity for VT A to reinvent itself as a transit
service provider. An updated vision and mission will also provide a framework
within which VT A can establish and implement a transformational strategy that
moves the organization towards sustainability.
Develop a Comprehensive Transformational Strategy and Plan. The "business
transformation" strategy and transitional organizational structure must be put in place
to support VT A in making the transition to a mature and sustainable business. This
transformation strategy should encompass decisions about appointments or contracts
for the three key transition officers (Chief Transformation Officer, Chief Financial
Officer, and Chief Administrative Officer). Specific recommendations for cash
management, budgeting, financial controls and changes to key financial management
positions need to be implemented. A change management program that pro actively
provides training and assistance to the staff at VT A to help them make the transition
to the new organization needs to be procured and implemented. As VT A begins its
business transformation, it should have a clear idea of the end-game organizational
structure that it is evolving towards.
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Page 22 of 38
D. AftfiglI1l tllne OIrgalI1lll:f:21HI[]lII1l StIr1l11dllUf 2l1I1l<<:ll JExeclUltfive 1"e21m wfitftn tllne N<ew SQf21tegy
Hay recommends that VT A make substantial changes to its organization stnlcture to
support VT A's new direction. The most important and overarching requirement of the
new stnlcture is that it must enable VT A exec uti ve leadership to work with the Board
to establish and implement an appropriate forward looking mission, vision and
strategy. The structure must also:
,. Support VT A's ability to address the increasing criticality of strategic
leadership, external communications and external relationship management;
(ll Provide more clarity, focused accountability, and fiduciary responsibility for
VT A's lines of business and key functions, including transit services, planning
and congestion management, engineering and constnlction, and capital project
management (including SVRT); and
.. Help put VT A management and staff in a position to address the many issues
identified throughout the Technical Memorandum.
Hay developed two recommended organization stmctures, which are shown on fhe
following pages:
e Longer Term Structure: As VT A begins its business transformation, it should
have a clear idea of the end-game organizational stnlcture toward which it is
evolving. The Long Term Stnlcture depicts this longer term vision.
o Transitional Structure: In line with our recommendation that VT A move quickly
to define and initiate a strategic business transformation, we developed a
recommended transitional structure that VT A can implement in the near term to
support rapid change.
March 2007
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Page 23 of 38
Ml[]ltdlell ]Ll[]llI1lg<er T<erm SltriUldnue
...
...
... .
...
...
...
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Ml[]ltdl<e~ TIr21lI1lsfitfil[]llI1l21~ S QnJld1lliIre
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Following are key near term steps VT A should take to implement the transitional
structure and align the executive team with VTA's strategic business transformation.
co GM DefnlI1le ~md COmmnmlllC21te tllne Vfisfimll 2lmJl Ne21Ir Term StmlCtnJlJr21R Clln21lI1lges.
Hay believes that our structural recommendations reflect a correct framework for
organizational change at VT A. That said, the GM is clearly the ultimate arbiter of
specific structural changes (and other strategic and organizational changes). The
GM will need to define and communicate the new structure, as part of his effort to
convey his ownership of the overall change agenda to the organization.
~ AIPIPl[]lfilI1lt I[]lIr JHIuIre 21 Chfief Tnllm;fI[]lJrm21tfil[]llI1l OfficeIr, The GM should select a
Chief Transformation Officer who would be accountable for providing daily
leadership in transforming the organization, its culture, and business processes.
<II CJre21te the Office of ExterllllaR AffaiIrs. Hay recommends that VT A implement
an Office of External Affairs with a single overall manager, to consolidate
external communications to stakeholders and facilitate clear and consistent
messages to external parties.
e Select 2llllld Appoint the New Executive Management Team. Create a true
execiJtive team to support the GM's decision making and establish the team's
direction, structure, composition, norms, support and development requirements.
E. Improve VTA's Financial Condition and Stability
VT A must focus on improving its financial condition and stability through the
implementation of proper financial planning, budgeting and controls. Hay
recommends the following actions:
Balance VTA's 30 Year Revenue and Expenditure Plans. VTA must face its
financial challenges early, by Fund, in order to have the lead time necessary to plan
for and resolve these challenges. This includes balancing VTA's 30 Year Revenue
and Expenditure Plans for Measl1re A and Enterprise Funds. VT A should identify
short term and long term strategies to operate and build transportation systems within
VT A's financial constraints. Recognizing that balancing and managing a 30 Year
Revenue and Expenditure Plan is dynamic, VT A needs to perform its financial
projections, planning, and operations in a realistic manner.
In a controlled financial environment, the CFO and the Fiscal Resources Division
should proactively manage and oversee VTA's 30 Year Revenue and Expenditure
Plan. The CFO should be engaged in the operational aspects of the organization and
act and communicate concerns to the GM, the Board, and division managers to
protect VT A's assets.
.~
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Page 26 of 38
JOlevelll[]lIP alI1l lElflfedave Assd M21lI1lageIl1I1l<elI1la Sys1em. Hay provides the following
recommendations with regard to effec.tive asset management:
Cash. VT A must enhance its controls over cash and establish cash flow
budgeting, cash flow expenditures and actual vs. budget reporting. VT A should
review the investment returns on its fiduciary cash and investment accounts.
Real Estate. VTA needs to implement processes to properly identify and
inventory its real estate holdings. Upon completion of the inventory, VT A should
develop strategies to maximize its financial returns on its real estate, where
appropriate.
Capital Prt!!ecl Planning and Maintenance. VT A should establish a long term
capital asset planning process, which should include adequately planning for
maintenance programs, future replacement, or renovation of assets. VT A should
also actively manage funding related to enterprise information technology project
commitments.
Strellllgtlhellll Financial ReporHlIllg for VT A Decision Making. VT A's financial
stability projections, models, and financial reporting capabilities should be
strengthened to provide a capability for stress testing and contingency scenarios.
VTA's financial reporting should be straight forward and provide the Board with a
clear picture of its financial condition on a short and long term basis.
Frop/de the True Ficture 0/ VTA -s Fina/lcial CO/ldition
tl/ld Liqmdily. VT A must present a tme picture of financial performance, which
can only be displayed and understood by short term, medium term and long term
budgeting. VT A also needs to separate, analyze and manage cash flows and
budgets for its various Funds, to isolate and manage the finances for different
parts of VTA's operations and capital asset additions. VTA's financial statements
should depict the VTA's tme performance, financial condition, and ability by
Fund, to meet its mission, goals and objectives. This would enable the Board to
identify and understand stmctural deficits, face financial challenges and shortfalls,
and facilitate timely and appropriate action.
hlstitutiO/l/z/i.<:e Adl.Disc/oSlIre abollt the Short a71d LONg Term Fi/lallcial
CO/lsequences 0/ Froposals. The CFO should establish a format, training agenda,
and communications forum with the GM, the Board, and division managers, to
provide meaningful financial analysis.
IlIlldnulle FUll1lmlldaJl Policy as a Prominent Part of Board. Fiduciary Du1y. In the
Director Orientation Program, the Board should include appropriate training about
fiduciary responsibilities to protect VTA's assets, which includes an appropriate
internal control stmcture. This training should also provide the Board with the tools
necessary for analyzing future policy decisions and conducting well informed policy
deliberations. This will facilitate the exchange of information and enable the Board
to make difficult decisions about regional transit policies while avoiding decisions
that are in conflict with VT A's mission.
March 2007
HayGrnup";
Organizational and Finance Assessment
Executive Report
litdlelllltl:fijfy 2llI1ltdl JPIrI[]l][]l1l.I[]ltl:e JFfilI1l21lI1llCll21ll Stl:r21tl:egfies WUQllnUIlll VT A. The CFO should be a
proactive leader in developing financial strategies to address VI A's fiscal challenges.
Hay recommends that these issues be given priority attention.
Page 27 of 38
Explore /ifeasures to Reduce &tfitJ'lded Pnlsitm alld Retli-ee Heal/heare
Obliga/iolls. VT A should develop alternatives to mitigate the impacts of
increasing levels of unfunded obligations, including the restructuring of pension
and healthcare benefits under existing labor agreements. In addition, the CFO and
Fiscal Resources organization should take an active role in monitoring investment
strategies and performance to increase the yield of pension and retiree healthcare
plan assets. Moreover, the actuarial assumptions of each plan should be
challenged in light of current economic circumstances to ensure that a realistic
picture of VT A's unfunded actuarial liability is understood and appropriately
incorporated into its 30 Year Revenue and Expenditure Plan.
Create New Repenue Sources for VTA. The CFO should drive VTA's
development of alternative revenue sources and implementation of action plans
that pursue additional funding. This should include consideration of the full range
of potential sources (state or federal, additional grants, endowments by private
sector individuals or organizations, public debt, etc.). VTA should consider
forming partnerships with other government agencies, not-for-profits and private
companies to promote VTA's financial stability. VTA's Administration and
Finance Committee should approve and monitor the CFO's progress in achieving
its new revenue sources.
Close the Gnp .Betwenl Capital Prqject LJemands mid Fttnding. VT A needs to
make difficult choices in order to live within its existing financial constraints, and
in making these choices it needs to ensure adequate funding for maintenance and
operations. VT A will need to close the gap by prioritizing its capital project
demands to align with financial funding commitments that have been obtained.
This prioritization will remain dynamic given that project requirements and
funding availability will change. VT A should prepare and present several realistic
short and long term funding and capital project scenarios, and provide them to the
Board for their consideration and action, These analyses will help inform the
Board as it establishes capital project priorities that benefit the region.
.Reduce Relinl'lCe OIl Operating Reserpes. VTA has continued to draw on its
operating reserves to fund its financial shortfalls. VT A needs to manage its
finances conservatively to build up its reserves, so that the reserve can serve as a
cushion for emergencies (as originally designed).
F. BUJlilld Commitment to the Commercial Development Program
The revenue potential for VT A through its Commercial Development Program is
extremely high, as indicated by its first solicitation (which could garner as much as
$22 million for the West San Carlos site). Consummating the deals is difficult at best,
as evidenced by VT A's recent experiences with the previously mentioned transaction
as well as the Capital LRT joint development project. For VT A's Commercial
iUarch 2007
T,T }-1'\:Jf"'\ '~'~Ollf1{).~:
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., ..1-.
Organizational and Finance Assessment
Executive Report
Development Program to succeed, VT A leadership needs to understand basic
development principles, commit to the program's goals and objectives, and adhere to
the policies and procedures set forth by VT A's development experts. This
commitment should include establishing an account for the revenue generated by the
Commercial :!?~vel~pment Program, and developing a philosophy about how program
revenues will be used~-WithouUhes~ initiatives, the program will not succeed.
Page 28 of 38
G. Make VT A 21 IBdter P~a<ce tl[]l W I[]lIrIk \
./" '
/VT A should'-i-mplement--the-lollowing recommendations to Improve its work
environment.
Est21IbHsh Norms [I[]lr tllne Cl[]llI1ldlUld of BlUlsfiness. VT A should review its 1995 Code
of Conduct. Among other things, this review should encompass whether it is current,
given some of the momentous events that have taken place in the last 12 years
(internet proliferation in the work environment, Sarbanes-Oxley and the related focus
on fiduciary responsibilities, physical safety threats and concerns, etc.).
CommulIllicate the Need for and PIUlIrpose of VTA's New Mission, Strategy, 311lld
Strudure. Effective, interactive internal communications methods and strategies are
the responsibility of the entire organization, starting at the top. While marketing and
communications staff should be charged with facilitating and managing the process,
every executive and manager in the organization has the responsibility to
communicate effectively with staff. This concept is crucial to the successful
implementation of VTA's new mission, strategy, and stnlcture and the other
recommended changes contained in this report. Creating a work culture where staff
know what is happening and have access to feedback mechanisms will greatly
enhance employee morale and create a healthier organizational climate.
Establish and Communicate Roles and Responsibilities on a Broad Basis. VT A
should update the accountabilities for all positions within the Agency, taking special
care to clearly define accountabilities and interdependencies for core business
processes. These expectations should be communicated with individual personnel on
a consistent basis to promote successful implementation of new responsibilities and
performance and behavioral expectations.
Establish and Implement a Performance Management System. The current
methods used to evaluate employee performance do not appear to be consistently
applied, well understood, or effectively utilized. We recommend a comprehensive
review of VTA's performance management system to ensure that it is aligned to
support the business transition and can be effectively communicated and applied, to
enable sound personnel planning, recruitment, and retention decisions.
CIreate 3ll1ld Implement allll Organizational Development. Phm. VT A should
implement an Organizational Development Plan to build organizational capacity
throughout the Agency. Human Resources should lead the development and
assessment of core competencies required to achieve organizational priorities at all
levels. VT A should assess its current capabilities relative to these core competencies
March 2007
HayGroUI)"%
Organizational and Finance Assessment
Executi ve Report
and design recmiting/selection, development, performance management, promotional
and compensation approaches that support their development.
Page 29 of 38
MaKe .Tralillflg a Priority. An important aspect of VTA's organizational
development is ensuring that sufficient financial and staff resources are allocated
to training opportunities that reinforce competencies, skills and behaviors (as
identified by the Organizational Development Plan). This investment in training
will payoff in the form of skilled workers that are knowledgeable about VTA and
able to perform their assigned responsibilities effectively during and after the
business transformation.
JHI. UIPgIratdle tllne SAJP System
VT A needs to immediately initiate a project for the implementation of the latest
upgrades available for its SAP software, to avoid future unsupported maintenance
problems. VTA made a $40 million investment in this technology platform, which
supports many of VTA's core business activities. The upgrade, which was originally
planned for the 2005 to 2006 timeframe and subsequently delayed until 2007 to 2008,
is required to keep this infrastructure investment in a state of good repair. VT A also
needs to consider implementing new modules that support VT A's operational and
financial transformation initiatives.
I. Develop a Labor Negotiation Strategy that is Aligned with VTA's Financial
Capabilities
VT A should develop a labor contract negotiation strategy that reflects the context of
its existing expenditure constraints. This strategy should encompass changes in pay,
the benefits structure, and retirement provisions. The Chief Administrative Officer
should research recent labor contract negotiating results for model approaches to
addressing similar issues. VT A should extend its labor - management partnership to
contract negotiations.
J. Recap of Top Nine Recommendations
The table on the following pages provides a recap of the nine top level
recommendations and their major subcomponents (where applicable).
March 2()07
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Organizational and Finance Assessment
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Page 30 of 38
lR.eCol[p of 'fo[p NUlI1le lRecommelJ1l((ilaJ~uoll1ls
lRecommemjlal~ioi1 IElemei1~s !Described] UIll Sec~uoi1 IV
ImpmmentGovernance .. Adopt the Spirit of Sarbanes-Oxley Practices, where applicable
Processes and Practices ./ Establish an Audit Committee
to Enable Transformation
./ Implement an Auditor General function
./ Establish Board training on duties and responsibilities
./ Focus the Board on its fiduciary responsibilities
./ Conduct annual Board self evaluations
.. Make the Board Structure Function Effectively
./ Make the GM a Board member
./ Develop an annual Board Work Plan
./ Revalidate the Board's role in VTA policy making
./ Revisit the Board Standing Committee structure in 2008
./ Reduce the number of Advisory Committees
./ Change the Oath of Office to require a regional focus
./ Improve the conduct of Board and Committee meetings
. Improve the quality of information that the Board receives
Operate VTA Like a . Establish goals, objectives and performance management processes for the
Business executive management team
. Delegate appropriate authority and accountability
. Require that all decisions be made within financial constraints
. Initiate a program to identify and implement required controls
Align VTA's Mission With . Revise VTA's mission to focus on transportation as a core business
Its Operating Practices Develop a comprehensive transformational strategy and plan
.
Align the Organization . GM define and communicate the vision and near term structural changes
Structure and Executive Appoint or hire a Chief Transformation Officer
Team with the New .
Strategy . Create the Office of External Affairs
. Select and appoint the new executive management team
March 2007
Ha:r(jroup''';
Organizational and Finance Assessment
Executive Report
Page 31 of 38
RecommemJlaaooD1l
Improve VTA '5 Financial
Condition and Stability
lRe<czl[p off T OIP Nill1le lRe<C(Q)mmell1ltdJaJ~ircms
lE~emeD1las [Described! UD1I SecauoD1l ~V
~ Balance VT A's 30 Year Revenue and Expenditure Plan
~ Develop an effective asset management system
./ Cash
./ Real estate
./ Capital project planning and maintenance
~ Strengthen financial reporting for VT A decision making
./ Provide the true picture of VTA's Financial Condition
and Liquidity
./ Institutionalize full disclosure about the short and long term financial
consequences of proposals
. Include financial policy as a prominent part of Board fiduciary duty
. Identify and promote financial strategies within VT A
./ Explore measures to reduce unfunded pension and retiree health care obligations
./ Develop new revenue sources for VTA
./ Close the gap between capital project demands and funding
./ Reduce reliance on operating reserves
Commit to the Commercial Development Program's goals and objectives
Adhere to the policies and procedures set forth by VTA's development experts
Establish an account for the revenues generated by the Program, and develop a
philosophy about how these revenues will be used
Establish norms for the conduct of business
Communicate the need for and purpose of VTA's new mission, strategy, and
structure
Establish and communicate roles and responsibilities on a broad basis
Establish and implement a performance management system
Create and implement an Organizational Development Plan, making training a
priority
Immediately initiate a project for implementing the latest upgrades for the SAP
software
Consider implementing new modules that support VTA's operational and financial
transformation initiatives
Develop a labor contract negotiation strategy that reflects the context of tile existing
expenditure constraints
Extend VT A's labor - management partnership to contract negotiations
March 2007
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Organizational and Finance Assessment
Executive Report
Page 32 of 38
liV. limIPllemelI1lt21tlll[]llI1l Cl[]llI1lsfitdleIr2lltnl[]llI1ls
The timetable depicts the effort that will be required to complete the key
recommendations outlined in this Report:
Days
Transformation
Plannin
Transformation
Governance Financials Pro ram
Organization
90
30
60
120
180
360
Hay's conclusion is that VT A does not have sufficient resources of experienced
personnel to effectively address all of the nine key recommendations in a one year
timeframe, as requested by the General Manager. Implementing these
recommendations in one year is an ambitious objective, yet critical to VTA's success.
Hay recommends that a Transition Plan be developed in the next thirty (30) days
which will include Board members and management staff as participants in the
process. A Transition Team of experienced external professionals should be
considered, to establish and complete a detailed action plans with VT A staff
participation. This will enable knowledge transfer to VT A staff during the
transformation and retention of Agency processes upon completion.
lWarch 2007
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Page 33 of 38
Appcendbx: SlUlmml6lwy of
Divisionl6l~ and Pwogwl6lm Spcecmc Rec(Q)mmendl6lti(Q)ns
. Summary of Divisional Recommendations
o Summary of Program Specific Recommendations
March 20()7
HayGroUI)it
Organizational and Finance Assessment
Executive RepOlt
Page 34 of 38
Refference
Secftoon
TM Part 11.1 .. Refocus on transit as a core business function at VTA and reexamine staffing levels.
.. Move materials management functions out of Operations and consolidate O/A and
warranty functions in the Maintenance Engineering group.
.. Continue to monitor and analyze key performance indicators for service reliability.
.. Consolidate operations planning functions under one department and elevate the
level of responsibility.
.. Consider operating smaller trains and/or increasing the number of single cars
operating during off peak periods.
.. Review the role and functionality of the Operations Manager position.
.. Absenteeism:
Division
Operations
Construction TM Part 11.11
AIP[Pelrudlo~: SIUIIJ'IJ'\llJ'lJ'\lalll'Y off
DOVOSOiOllruali all11ldllPmgjralm S[Pedffoc lReciOllJ'lJ'\lmel11ldlSl~iiOlm;
Summary of Divisiona! Recommendations
(from Technica! Memorandum Part II)
Recommendlaftnons
.
,/' Analyze the current A TU attendance program in preparation for the next
negotiations.
,/' Consider revising the points based system to include missed work days instead of
occurrences. Revise program definitions of lateness and remove these incidents
from the occurrence definition.
Service Planning:
,/' While the TSP and COA efforts continue, consolidate the service planning
functions under one department and revitalize and elevate the service planning
function.
,/' While the COA process is underway, service planning should produce regular
updates regarding the Service Management Plan, to coincide with the quarterly
Transit Operations Performance Reports.
,/' Set productivity standards for ligot rail service and include these performance
measures, by line, in the quarterly reports.
,/' Consider adjusting service standards less frequently.
Consolidate all Engineering and Construction functions into a new Engineering and
Construction Division. This Division should be responsible for all engineering and
construction activities (except SVRT), beginning with preliminary engineering through
construction to turnover of the facility to VT A Operations, City or State Agencies.
Create a SVRT Project Office reporting directly to the GM. This Office should have
complete responsibility for delivery of the SVRT Project, and should also be
responsible for working with federal, state and local officials to satisfy requirements to
secure approvals and a full funding grant for the project.
Transfer all construction accounting activities to Fiscal Resources.
Formalize, document and implement a Project Delivery Model that requires
collaboration between the Development and Congestion Management, Construction,
Operations, Fiscal and Administration divisions.
Update the Construction Division Administration manual to include current
organization structure, roles, responsibilities, policies and procedures.
.
..
e
..
..
l"'1!an::h 2()07
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Page 35 of 38
AlPlPre['i}d1bc Sll.IImmallr'jf off
lDuv~SUO['i}@~ .,mdllPmg)lralm SlPredfic ReiCommell1ldl@~~o['i}s
Summary of Divisional Recommendations
(from Technical Memorandum Part I!)
Divisllon
ReffeU'elllce
Sectnon
Recommendlatuons
Development TM Part II.IV
& Congestion
Management
TM Part 11.111 ~ Reconfigure the Human Resources functions to support VTA's core organizational
requirements.
~ Develop a labor contract renegotiation strategy in the context of expenditure constraints.
~ Strengthen recruitment and retention processes to respond to organizational needs in an
effective and timely manner.
.. Lead processes for assessing and developing core competencies required to achieve
VTA's organizational priorities at all levels. Review the Executive Management
Succession Planning Program to determine its match with competency requirements at
the executive level.
.. Institute workforce planning processes that reflect current and projected workforce needs
at all levels of the organization.
. Develop an integrated performance management and compensation strategy linked to
the VT A's core business goals.
. Review policies and procedures to ensure that they are current.
. Attain Board commitment to the Commercial Development Program.
Administrative
Services
a Delineate Congestion Management Agency (CMA) functions and consolidate into a
single, identifiable department.
.. Create a Public Information Officer position.
.. Integrate Operations staff more fully into the COA.
D Appoint a Deputy Director of Planning.
II Move Real Estate functions to Financial Resources.
.. Investigate Ways to Create a Profit Center within the DCMD.
.. Reposition Marketing & Public Relations:
./ Merge policy & Community Relations functions with Government Affairs
./ Pursue technology based customer service support mechanisms
./ Assess Call Center staffing structure and needs
./ Embrace internal organizational communications strategies and methods
./ Decentralize Budget Authority
March 2007
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Page 36 of 38
DuvosioU1l
lRefference
Section
Fiscal
Resources
TM Part II.V
AlPlPeU1ldliJc Sll.nmmalll"Y off
IDO'\lOSiOU1lal~ alU1ldllPwog]mm SlPredffi<e lReiCommeB1ldlaltooU1ls
Summary of Divisional Recommendations
(from redmka! Memorandum Part II)
lRecommem:lilltoons
" Fiscal Resources, and the CFO in particular, should become more integrated into VTA's
governance and operations and become more influential throughout the organization, to
ensure that VT A decisions are informed by appropriate financial information/advice and
that projects and programs are fiscally sound.
" Improve the functional policies and related processes and systems:
.( Establish strong budgeting, planning and cash management controls.
.( Use the budget process to proactively identify financial stability issues.
.( Establish a framework for coordinating financial analysis for projects/initiatives,
using a standard methodology and uniform set of assumptions; simplify and
standardize methods for presenting the financial impact of initiatives.
.( Improve the technology/tools that thee Division uses, e.g., for managing controls
and financial reporting.
" Reorganize/realign the Division's leadership and functional structure:
.( Restructure the CFO and Controller roles, requirements and desired capabilities,
and ensure that Division leadership can fulfill its role in VT A's strategic
transformation.
.( Move the following out of Fiscal Resources: procurement and pension benefits
functions (Administrative Services); and contracts compliance (to the Auditor
General).
.( Move the following into Fiscal Resources: Construction's contract accounting and
payment processing functions; Congestion Management's real estate function; and
Administrative Services' Risk Management and Safety functions.
.,.,.~~
lvllarch 2007
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Organizational and Finance Assessment
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Page 37 of 38
lopnc
Refferen1ce
Sec~ion1
Employee
Benefits
TM Part
IV.A
Workers'
Compen-
sation
TM Part
IV.B
ATU
Pension
Plan
TM Part
IV.C
AlPlPSlJ'1lcdlbc SIUImmallr1l' off
DO'\l'OSOmHll~ allJ'1lcdllPmglralm SlPsdffoc IRscommslJ'1lcdlaltoolJ'1ls
Summary of Program Specific Recommendarlions
(from Technical Memorandum Part IV)
Recommen1d1a1~ion1S
~ To enhance benefits, consider (1) providing a death benefit plan that is based on a multiple
of salary; andlor (2) revising dental coverage to the most common coverage (100/80/50).
~ Consider the following to reduce costs:
./ Increase the employee contribution for medical coverage.
./ Focus on the needs of chronically ill employees in the work force, through disease
management programs aimed at increasing self care efforts.
./ Research a consumer driven medical coverage option.
./ Continue to be vigilant in monitoring increases in health care costs and keep
deductibles, co-payments and out of pocket allowances competitive with market practice
on an ongoing basis.
.. Continue to focus loss control initiatives on employees as the primary parties responsible for
risk control. Continue the loss control initiatives that are currently in place, including weekly
tailgate sessions, monthly facilities inspections, monthly Joint Safety Committees with
unions and management, and monthly operations meetings to review claims and identify
areas for improvement.
D Continue to require management to stay in frequent contact with their injured workers.
D Continue the transitional work program and the use of a medical provider network.
D Design a cost allocation system to motivate participation in risk control programs. Revive the
back injury prevention training program. Pursue a wellness program for bus drivers.
D Keep interest earned on workers' compensation funds in the funds, instead of letting it revert
to the general fund. Move the funds associated with the workers' compensation program to
the Risk Management Department, which is responsible for the program. Evaluate and
reorganize the Department's cost center codes to ensure that they will be more effective
going forward.
D Ensure the accuracy of statements in future CAFRs regarding VTA's retentions for workers'
compensation program. Ensure accurate completion of future Self Insurer's Annual Reports.
Vendor Use, Selection and Management
D Test the market for excess insurance to determine if the cost is currently worth the risk
transfer.
D Work with an outside consultant to retool the vendor hiring process and requirements for
claim administration, actuary and medical management.
D Direct the claim administrator to implement changes recommended in the claim
administration audit report.
D Direct the current actuary to revise the actuarial report to correct the problems outlined in
Hay's full report. Pending that, VT A should consider using the limited loss estimates
provided in Hay's full report to revise its budget for fiscal '07.
.. Pursue appropriate reductions in the cost of claim administration services. Remedy
overcharging for medical management services, retroactively and going forward.
.. Assign the functionality for administration of the plan to Human Resources.
.. Renegotiate the plan's benefit programs when the A TU collective bargaining agreement is
brought up.
.. Examine investment alternatives, including the mix of timeframes.
OJ Examine and assess risks and controls within a comprehensive framework.
March. 2007
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Page 38 of 38
Topuc Re~elrerlce lAecommemllal~icms
Sec~ioU1
Paratransit TM Part (I Develop a general plan for improving the information flow and working relationship
IV.D between VTA and OUTREACH (VTA's paratransit contractor).
(I Audit financial records and databases to ensure that resources are being used
efficiently, as allowed by the Agreement between VTA and OUTREACH. VTA does
not appear to have conducted such an audit since 2002.
(I Work with OUTREACH to ensure that OUTREACH's current reporting and invoicing
processes are providing VTA with the information it needs when it needs it.
(I Revisit the Paratransit Business Practice Improvement Plan to identify opportunities
for further expense reductions.
Contracted TM Part . Perform a comprehensive review of all contracted services and assess the impact of
Services IV.E these agreements on internal staff, funding and daily operations.
. Review negotiating procedures and set goals/standards for similar contracts. EnslJre
that appropriate contractual obligations for data collection, reporting, meeting
attendance etc. are in place and being monitored and fulfilled.
Security TM Part . Fill the Chief of Protective Services position.
IV.F Move responsibility for grant application and grant management out of the protective
.
services department.
. Revisit security contracts with ~anta Clara County Sheriff's and Securitas, and revisit
protective services staffing and deployment.
Procurement TH Part . Review and modify evaluation processes, to assure that the numerical scoring system
IV.G results in sound business decisions.
. Create cross functional teams for complex purchases.
. Implement vendor scorecards to help staff monitor suppliers and communicate issues
to suppliers.
Information TM Part . Upgrade the current SAP application and migrate to Public Sector Solution.
Technology IV.H For IT governance, assign separate TWG and TSC leadership, and combine the TSC
0
and CPOC. Revisit the evaluation criteria used to approve projects to limit the number
of projects that are approved each fiscal year. Prioritize internal IT projects and
ensure that they are aligned with major capital projects.
. Study resource allocation to align existing resources with ongoing projects and to
acquire additional resources where necessary. Hire candidates with experience in the
Agency's key operational applications, such as Trapeze, SCADA, or train existing
staff on those applications.
. Design a career progression path for technology professionals and establish
succession path for key employees. Design incentives to.retain SAP professionals.
Conduct cross functional training for SAP professionals to support regular application
in case of absences or emergency.
fl IT should conduct a cross functional session with client departments to develop SLAs,
and develop key performance indicators and metrics in line with departmental goals
and objectives.
A[PIP)(ell1l\dIOJe SQ.llmmallry off
DO'\lDsooll1lal~ alll1ldllPlJ'itj)\9jlJ'alm S[pedffic Recommell1ldlal~aoll1ls
Summary of Progr.am Specific Recommendations
(from Technical Memorandum Part IV)
March 2007
P..ay(irorq{