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surveys, I access those surveys. If we don't have surveys, I develop those surveys. We need information to
know people are acting efficiently. With NCTD I sat down with everyone and they presented to me what
policies they are responsible for. A lot of stuff in those policies and procedures they didn't do anymore. They
were all in these silos their own accounts payable silo we went through all policies and procedures. It was
pretty rough because we brown bagged it not everyone was comfortable presenting but everyone did. We
went through that process and then I started working with my colleagues. I am not a micromanager I will
leave you alone if you are doing okay but I am hands on.
5. Describe your experience in proactively managing the financial programs of an agency to ensure fiscal
transparency, stability, and efficiency, and to protect the agency’s financial resources.
When I went the San Francisco County Transportation Authority my boss called me up to tell me the agency
was going to be in the newspaper we found that we were about $12m behind in paying the other agencies
for doing work. I wound up going in there and actually having to tear down the complete chart, account,
ledger system and just tearing it apart so that we could have some transparency on what was going on. I
wound up going to all of the agencies and asking what they want us to do. We ended up redoing our chart of
accounts so that were able to streamline grants, pay them, cash flow them so that there were expectations for
when they would get money. That level of transparency, getting to the core of what they want, is what was
necessary for regaining credibility. I have a very nice thing from the Board of Supervisors, it was something
that honored me when I left.
6. What is your assessment regarding current public budgeting/funding issues that the City may be facing
and how do you think the City could best respond to these challenges?
Frankly - there is only so much money - you can only spend what you get in reality - and I think we have an
awfully good economy for a long time and I like every financial person out there believes in cycles. The
significant issues for public agencies especially for cities like San Jose is the Pension problems and OPLEB
problems. If I remember correctly it was there legislation that changed the pension. I think that is the pressing
thing. There is a huge amount of deferred maintenance everywhere. People have been remarkably negligent
in keeping the assets that they have in good repair. You have to be able to fund your core services and core
infrastructure - you have to fund succession planning - that's a budgeting issue as well. Your budget is a
reflection of your strategic plan.
Communication, Collaboration, and Personnel Management
7. In terms of communication, what is your approach to working with different levels of stakeholders such
as management, staff, and your direct reports.
I am fair I don't treat everyone equally I treat everyone fairly. My perspective is that I am going to work
with you around communication. If I see you getting into trouble, I am going to be in your office. The Only way
you communicate with people is to find out what works for them.
8. Please describe a situation in which you had influence on increasing the effectiveness of a team of people
or a department. What measures did you take to contribute to employee motivation and staff
development?
I think my spearheading of the enterprise resource planning upgrade really helped the agency bring itself
together at the core of it you have a shared information system. How do I name an asset how do I name a
bus some say bus skyline manufactured. You have to agree on what you're going to call assets you have to
