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It's a little difficult to know perspective with out getting my hands dirty with the organizaiton.
Historically it is establishing clear and standard protocols, and expecting staff to adhere to the
protocols. Looking to be transparent and communicate that. Give the jobs, the skillset, be able to
have a management structure in place, through some mechanism to make it work. Role modelling
as a leader. They see their leaders and their supervisors, making sure that in development in all of
this being able to address all of the issues. Being adaptive enough to be able to address issues as
they arise.

6. 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'd say the most relevant and recent example was some work I was doing as a consultant.
We were hiring some staff in the D.C. are and we ended up settling on implementing
formalize scheduling. As part of that we set up a series of benchmarks. It gave us a
measure to show improvements over time, rather than just relying on anecdotal
information. We set up inputs with a lot of protocols from staff and actually had them
start working on this new program. It was a little rocky at first, as change can be difficult.
After about 9 months when the change was implemented we saw a measurable increase
in the staff in terms of their productivity.

What we did is, apart of the uniqueness, we had staff embed themselves and actually be
the change manger. I was the program manager and I was physically working with the
guys every day onsite to document these protocols and measure performance over time. I
was working side by side with them on a daily basis.

7. What is your experience working with mayors, elected officials, and their staffs? What insights
do you have about interacting with elected officials and working in a political environment?
When I worked with SF I didn't regularly attend Board meetings, we did get a chance to interact.
Really the bulk of my experience directly, has been my work here at the Aqueduct. Literally having
one on one customers with them during public board meetings and in workshops. The biggest
challenge is recognizing, and a lot of times, Board officials have a tendency to not have a very
technical background. Taking technical discussions down to a level that is understandable. Right
now we are working on a project to build a reverse osmosis facility. We talk about the funding and
how the funding is going to effect rates, in terms of overall cost of the projects summarize it and
give it in a forma that the Board can understand and give them enough information to move
forward.

The keys are an interesting place, there are about 75,000 residents but about 1 million visitors.
Because it is such a tight knit community we have what we call the "bubble" system, everyone is
related and they know everyone else with the understanding that they will get help in return.
Working in that political environment has been interesting and very enlightening. It requires being
a public face 24/7. There is limited anonymity. San Francisco was totally different- so many
different political beliefs. The best approach that I have used in my own experience, is as much as