Talent Sharing Between Transit Agencies AWS
Talent Sharing Between Transit Agencies PSTA/HART Executive Committee December 4, 2017 Deborah C. Leous CFO, PSTA Pinellas Suncoast Transit Authority (PSTA) St. Petersburg, Florida
Overview
• Introduction • Opportunity • Benefits • Challenges • Q&A
1
PSTA and HART Working Together • PSTA and HART work together both at the staff and governance levels • PSTA and HART already collaborate on multiple initiatives – Regional bus service between counties – Bus Consortium – Joint procurements – Regional Fare Collection System
2
Continued Commitment • Commitment to facilitating regional connectivity • Collaboration to increase efficiency • Researching areas for further collaboration • Regional smartphone app • Already Identified two functional areas for combination • Procurement • Risk Management
3
Life has a way…. • PSTA’s Procurement Director position became vacant • Opportunity knocked • We listened… – The CFOs smiled
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Sharing Procurement Talent • • • • • •
Procurement is process driven HART has a seasoned procurement staff and Director PSTA has a young less experienced staff Mentoring Best practices Much of what PSTA and HART purchase is the same – Efficiencies and volume savings • Unique Job Opportunity to “grow in place” • Savings on salary and benefits for PSTA • Cost Reimbursement for HART 5
Sharing Risk Management Talent • PSTA has a seasoned Risk staff and Manager • HART had been without Risk leadership since end of 2016 • Specialized field and qualified talent is hard to find • Mentoring • Best practices • Unique Job Opportunity to “grow in place” • Savings on salary and benefits for HART • Cost Reimbursement for PSTA
6
Summary of Benefits • • • • •
Cost savings Best practices Mentoring Unique Job Opportunity Collaboration – – Bridges the gap between The Transit agencies across the Bay
7
Challenge -Where Have They Gone To? • We miss that instant gratification of walking down the hall to get an answer • We miss our leaders – coworkers – friends • Even a seasoned staff needs mentoring and knowing their boss is not far away
8
Working Two Jobs • • • •
Provides an opportunity for staff to step up Opportunity for growth for the shared talent The talent is working two jobs and work piles up Procurement is process driven – Efficiencies are easier • Risk is not as process driven – makes for a challenge • May lead to not giving the best to either agency
9
Practical Issues • The commute – Utilize the time to communicate • Longer hours – Provides opportunity for staff development
• Inability to be in two places at one time – Conflicting “must go to” meetings – Being flexible has made this work
10
Conclusion • Would we do it again? – YES • Would we make some adjustments in implementation? – YES • Why? – The benefits outweigh the challenges
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Overview
• Introduction • Opportunity • Benefits • Challenges • Q&A
1
PSTA and HART Working Together • PSTA and HART work together both at the staff and governance levels • PSTA and HART already collaborate on multiple initiatives – Regional bus service between counties – Bus Consortium – Joint procurements – Regional Fare Collection System
2
Continued Commitment • Commitment to facilitating regional connectivity • Collaboration to increase efficiency • Researching areas for further collaboration • Regional smartphone app • Already Identified two functional areas for combination • Procurement • Risk Management
3
Life has a way…. • PSTA’s Procurement Director position became vacant • Opportunity knocked • We listened… – The CFOs smiled
4
Sharing Procurement Talent • • • • • •
Procurement is process driven HART has a seasoned procurement staff and Director PSTA has a young less experienced staff Mentoring Best practices Much of what PSTA and HART purchase is the same – Efficiencies and volume savings • Unique Job Opportunity to “grow in place” • Savings on salary and benefits for PSTA • Cost Reimbursement for HART 5
Sharing Risk Management Talent • PSTA has a seasoned Risk staff and Manager • HART had been without Risk leadership since end of 2016 • Specialized field and qualified talent is hard to find • Mentoring • Best practices • Unique Job Opportunity to “grow in place” • Savings on salary and benefits for HART • Cost Reimbursement for PSTA
6
Summary of Benefits • • • • •
Cost savings Best practices Mentoring Unique Job Opportunity Collaboration – – Bridges the gap between The Transit agencies across the Bay
7
Challenge -Where Have They Gone To? • We miss that instant gratification of walking down the hall to get an answer • We miss our leaders – coworkers – friends • Even a seasoned staff needs mentoring and knowing their boss is not far away
8
Working Two Jobs • • • •
Provides an opportunity for staff to step up Opportunity for growth for the shared talent The talent is working two jobs and work piles up Procurement is process driven – Efficiencies are easier • Risk is not as process driven – makes for a challenge • May lead to not giving the best to either agency
9
Practical Issues • The commute – Utilize the time to communicate • Longer hours – Provides opportunity for staff development
• Inability to be in two places at one time – Conflicting “must go to” meetings – Being flexible has made this work
10
Conclusion • Would we do it again? – YES • Would we make some adjustments in implementation? – YES • Why? – The benefits outweigh the challenges
11
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