scheduled to meet with various county san francisco agencies. i would like to bring them up to walk you through their attachments. we have unattachment on page 9 is the schedule which you have seen before at the last meetings. we are at no. 1 where they will be presenting their draft memo and summarized input from stake holders interviews. as you know this schedule is a tentative schedule and up for review along the process. we have a draft recruitment profile as well. before you, you also have a copy of a few items that the hawkins team will be presenting in the next few minutes. with that i would like to bring up bill hawkins. >> thank you. good morning,

commissioners. thank you for this opportunity to bring this bill before you. i have the president of the hawkins company and i just wanted to first give a lot of credit to staff. they have been extremely helpful in terms of providing us with the information that we need in a timely fashion and kind of walking us through the maze of the city so we understand the city of san francisco. i just want to acknowledge them before you this morning. today we would like to get into the the nuts and boeldz -- bolts of this process. we have been actively engaged and meeting with various stake holders. we have met with all the members of the

personnel committee of the commission and david chiu on the commission and jane kim and with the senior staff of the authority. we've also, today and tomorrow and latter part of this week have 5 other people that we'll be meeting with you on the list and from the puc, maria, from the transbay joint powers authority along with monique miles -- we have still a few people to meet with and they include gill yan jill et. she's on vacation and we'll meet with her next week and we might want to talk to the

mayor's chief of staff and as well as david chiu's aid who is a specialist in transportation issues and the director of public works and mta commission executive director. if there is others that we need to be as to this issue, please provide us with the information and we'll be glad to add to this portion. >> the director and perhaps douglas might be, if you can't get the director, douglas might know a good deal of the relationship with the transportation authority. douglas legg. >> okay. today we would like to show you the input presently

focusing on position. >> thank you. we are joined by commissioner campos at this time too. >> good morning, commissioners, it's nice to see you all this morning. so we are going to talk about the core leadership competency that we were able to develop with the conversations with the commissioners. it's on this powerpoint presentation and in this document that you all have. so, the core competency is something we are going to be evaluating all the candidates so once we go out to recruit we are looking for candidates who have a combination of all the different things that include a technical leader and passionate leader and i will talk about what those things entail. in addition to targeting candidates that

encompasses these, we are going to uncover how they have met these experiences. the first i want to talk about is the technical leader. it's very clear they need technical director in transportation and planning, someone who is smart, thoughtful, an alytical. planning and financing and experience in securing funding for special projects and need to be experience nd getting federal and state funding and understanding those regulations and they need to review

planning and global perspective. it needs to be a big picture thinker and not someone who has tunnel vision. they have to have some technical credibility. as a technical leader those are what we are looking for in the candidates and evaluating them against. the next thing is an external leader. what we mean is also very clear and we've heard this that the person needs to have a lot of attention focused out into the community, out into the transportation community, out dealing with federal and state and regional partners. elected officials, legislators, and to advance the project and also need to be focused on dealing with the community groups. they have to the a proven regional team player and political and know and be politically savvy and know how to deal with the politics of

san francisco and active participant outside of san francisco. so in addition to having meetings here and attended meetings locally, they need to be able to go out into san mateo county and east bay and have a presence outside of san francisco and be able to engage with the committee agency by the transportation authority in order to move the project forward and collaborate and inclusive in the decision making and they also need to inaccurate to and respond to a variety of different stake holders and they need to have great working relationships with partners on all levels city, region, state and commanding respect throughout all levels of the transportation community and they need to be really involved in transportation. the next core competency is a passionate

leader. it's someone who is passionate and also has some compassion. they have to be a visionary and strategist and needs to be an innovator and think outside of the box and have to have a passion for what they do and they need to listen work well with others and be able to connect with all segments of the community and values and champions of social justice and equity of all aspects of t a's business and operations. what we mean by that is we understand there are some disparities that need to be addressed when it comes to transportation and san francisco. this person needs to value and acknowledge that and at least begin to do some work in addressed it and we like to also look add candidates who have had some experiences. i'm sure there are challenges everywhere but at least having

an understanding of this and in addition to that as far as contracting with the mta, we understand there is a need to include more diverse contractors and subcontracting in the business and operation of the ta. so that's what we mean by social justice and equity and really addressing the disparities of doing business with the city and addressed the the needs of the community in san francisco. they also have to have a track record of promoting social equity and we'll be looking at that as we are evaluating competency. the people leader, they have to be people sensitive. they have to have interest relationship skills and be relationship oriented. we understand that there are

succession planning and they have to have mentoring and they have to manage in a collaborative and inclusive manner. this person needs to be able to empower people, motivate them, they need to have people follow them so they truly truly definitely need to be a leader. they need to be able to rely on the professional and technical expertise on the staff. we understand it's a very extremely competent staff and they want to be relied on before their own professional expertise and they need to be able to lead this savvy team. they need to be confident, courageous and inspirational leader and be able to make decisions and focus on consensus building. they need to be a people sensitive leader

and all these core competency focus on leadership. these people need to be a strong leader to lead the ta next level of growth and development. anyone have any questions about the core competency that we are going to be looking at? >> thank you. actually, i just noticed that it is leadership skills and be able to look at interacting with different levels of community and government internally within the corporation. i think these are important skills to have. thank you. >> thank you. we've been already engaged and doing preliminary research relative to potential candidates that we want to focus on and daphney has had

some conversations, good morning, daphney has had some conversations with the leaders and she'll come up and give you a brief synopsis of what we are starting to see in that particular regard. >> good morning, commissioners. thank you for having us back. >> good morning. >> daphney, le belong. we have started to informally talk with number of people. the ideal candidates for this position is in my mind somebody who is doing this well someplace else and we want to encourage them to come here and do that. there are a number of people locally as well as throughout the country that have the same skills that you are looking for in the core competency that

have been noted to you. we are looking at talking with leaders in the field, getting their recommendations, finding out exactly what they might recommend or where they might recommend we look as well as places that we've already identified. i have been talking with some individuals with the institute with private planning organizations, transit agencies and such already. and i have started to compile a list of folks that i will circle back to and talk to more specifically about the opportunity as we move along. >> i think we have a question from commissioner campos. >> thank you, i appreciate that and thanks for taking the time to meet with me. i do want to say something about you said that i don't think i agree

with. i hope there is a modified approach. i don't necessarily think the ideal candidate is someone who is doing this somewhere else and doing it well. that excludes internal candidates. i have been very clear from the beginning of this process, that i don't want this process to be simply about finding the best qualified outside candidate. i want to find the best qualified candidate period. but your statement doesn't really include or allow for internal candidates so i do take issue with that because i don't think that's necessarily where i want to go. i think if the best candidate is an outside candidate, then that's the person we hire. but i hope that is not the approach you are take. >> the approach is an inclusive approach and will include

internal candidates as well. >> that's not what you said. you said the ideal candidates is someone who is doing this well somewhere else. they could be doing something well here. >> that's true and i apologize for that. >> thank you. >> i will pull that back and because i want it to be known that it's not just a cursory. it's not just cursory that we are considering in looking at internal candidates. they are as viable. >> absolutely, we have to be careful what message we send to staff that might be interested in applying. i think you should have an exhaustive as much but not excluded people at the agency here as well. >> very well. >> thank you. >> any questions? >> were you finished with the presentation? >> i was pretty much there. i

just wanted to -- since commissioner campos had a concern i wanted to make sure if there was anything else we can get clear. >> commissioner? >> yeah. from everything i have heard it's clear to me that internal candidates are going to be considered and it going to be an exhaustive internal and external search. i interpreted that by simply saying that the net is going to be cast very wide and we won't do a cursory locally and internal to the agency we are not going to do a cursory search for around the country because there are some amazing transit leaders of the bay area who could be very strong candidates. i think with that clarification, that's been my sense all along. >> okay. well, i will finish up by saying is that we understand

what the concerns are that the ta has with regard to where it is and where it's going and i look forward to talking to individuals that i have identified with based on what the needs are as well as identifying others as we go through this process and screening through our rigorous screening process. >> very good. thank you. i would actually in terms of making sure we are casting that wide we are also casting it within san francisco as well. >> we start off locally. >> right. i do want to -- i think it's important to be careful about how we do talk about the ideal candidates. you did say they were elsewhere and i think that somewhat could be interpreted exclusively to outside of san francisco. i know you brought that. >> it's all inclusive. it meant to be all inclusive wherever

they happen to be. >> i do think you need to have the international search as well but pertain to local as well. >> what i would like to do is we've given you the text of the draft borrow borrow brochure. we asked them to put something in front of you this morning so you at least have a visual of the profile which is our key marketing document is going to look like. and so they have done that the help of staff we've been able to produce this so you can take a look at it. we can kind of walk through it. typically the recruitment is going to have 2 aspects to it. there is the highly public

aspect of the recruitment which deals with putting noticed and postings in various professional journals and websites and various list serves and other sources that people generally go to for information, not only in terms of information about the profession but also information about job opportunities and what's going on. so that's the highly public side. usually about 80 percent of all the volume of applications come as a result of that high profile effort and activity. the other 20 percent which really kind of represents the core of the recruitment are people that we have identified internally and externally to the organization who have these core competency. they represent 80 percent of the value and 80 percent of the

candidates. our strongest emphasis is also on direct relationships and value the candidates that are brought to our attention through our own research or referrals or through our knowledge and direction from the commission as well. so typically the brochure is going to have information about the community. people know san francisco but we put information about it also. we put a flavor here with the assistance of staff. that gave people a feel for the city of san francisco, it's diversity, but also some of it's transit uniquenesses which is something that really speaks highly of the city of san francisco in terms of it's ranking in the country and in the world in terms of being a transit for enterprise which is the message to candidates if you

are not interested in working for an organization that is really pushing the envelope relative to transit, then this is probably not going to be the greatest place for you to come. it's not to run a transit operation or company minor projects but big ethics -- things are going to take place and are taking place in the city of san francisco. the information on the city and community address that. then we think that individuals need to know about the make-up of the authority. how did it come into existence, what's it's mission, it's charge. we quantify that by giving it data of it's size and layout the mission statement that come from our documents and also a look at what this organizational chart looks like and then what the agency is responsible for doing in those 4 core funding

strengths and that gives people a really good source of information. we'll probably add notation in the brochure that for additional information regarding the authority or the city, visit these websites. we'll direct them to a website and they want to be able to drill down. then we look at some top priorities. and the priorities obviously can change but we wanted priorities that can talk about the division and playing this leadership role in developing the city's over all transportation system including advocating for san francisco's priorities within the region. it really talks to the external role that the executive director will play in terms of being a real catalyst

throughout transportation programs and projects that are funded by prop k. and then we talked about some specific projects that immediate to be addressed in the near future. and then we talk about the work around transportation studies. we can spend a lot of time looking at discussing things that should be happening instead that are under way, but those who are the users of the transportation systems here, unless they are feeling that and seeing that, then a lot of times it's used facilitating discussions, but this talks about getting things done. one of the priorities, one of the key competencies is getting things done. it's important that at the end of the day that things are getting done and that there is this perception that things are

getting done as part of the leadership role. so we had about 7 top priorities but we narrowed it down to 4. these are not the only ones but we thought these were key ones and then we talk about the role of the director, what they are responsible for and what their duties are and those are pretty standard for a leadership role. some are very specific to the authority and the authorities make-up. but we wanted to make sure that providing leadership is the critical element and not only leadership within the transit community, but leadership within the city, leadership within the region and leadership within the actual authority itself. making sure that it is a culture of excellence and excellence continues to be at the fore front of what we do and put in

the 3rd responsibility to show justice equity and access and that's important to show disparities are addressed. we moved up that on the list of responsibilities and those are the kinds of things that we heard as part of the core competencies and we want the candidates to see. if we have taken the bullet like that and put it down maybe bullet 15, people think it's not that important because it's at the bottom. we want to prioritize the bullets. >> i'm happy that you have it here at eye level. >> thank you. and then the candidates for educational background. the educational background is pretty standard. we expect them to have some

formal education. we expect them to be technically competent. in this arena, the lack of some technical knowledge will not serve them well. they need to understand transportation issues, transportation policies. they need to also have had experience managing projects, people and programs. and so, we are not asking that they have 20 years of experience or 30 years of experience. we are saying 10 years of experience do well. we'll find it. people will range anywhere from 10-30 years of experience. we don't want to shut people out because they have 11 years of experience or even 9 years of experience. we want to look at them on an individual basis. we put them here as preferences and we list some of the ideal characteristics that the candidates should possess. and some of those is team building. we heard a lot during our

discussions about the ability to be a good team player, to be a good team leader but also to deal with adversity in a positive and comprehensive manner. but we spent a lot of the flavor of the write ups focus on the ability to collaborate and work with others. being a great orchestra leader is really a significant characteristic for the next executive director of the cta because they have got a lot of moving parts their dealing with. some they are in the lead position on, others they are not going to be in a lead position. so they have to understand how to lead from the rear and from the front and they have to be a good member of the team and good bench player but also a good star player. they have to be able to put all those roles and that's something that bret spoke do

to about one of those core competencies. and this person has got to have some humiliation to them. they can talk and interact and they have to really care about transit, transportation, optimizing mobility and all the core values that we share here in san francisco. we loaded up on a lot of that terminology. it may seem at times redundant. we want them to hear words over again as they look at this brochure. and then we talk about the application process to be considered. we did not include compensation here. we are going to put in an insertion about the compensation. we won't put the

salary range in the profile but we will put the compensation will be open depending upon qualifications and we'll list some of the core benefits that are part of the compensation package because the actual agreement between the commission and the candidate is negotiable. the application process, we did not put a closing date in there yet after our stakeholder engagement and after reviewing the preliminary diligence, we felt our timeline might have been too quick with a closed date in 3 weeks. we think it's a little bit too short of a window. we want to expand it by an additional 3 weeks. we would like approval to add