SCVTA Final Report by ABD Ventures

What Is Needed to Build a Human-Centered Workplace at Santa Clara Valley Transportation Authority - VTA?

Essential Capacities & Conditions For Healthy Workplace Culture

Report & Primer, August 2024

SomethingSpecial

ByRobinSurmont

Flowersareforaveryspecialday

Sometimesbetterthanwhatonewouldsay

Foreachtypeofflowerthereisameaning

Studyingthemcloseyouʼllthinkyouaredreaming

Theywillcarryyouaway,nottoofar.

Abigpictureofyourlife,whichispar.

Forme,thereisoneabovecreation

Atruepictureoflife,apinkcarnation

Throughthelonggreenstemflowsbloodofliving

Flowingsteadily,nevergiving

Toallthosethingsoflife

Whichcouldbring griefandstrife.

Intheendcomestheflower

Theblossomofliving,externalpower

Issuingascentofhumankind

Sostrong,butgentle,pleasingtothemind

Pulsatingpinkbeyondexpectation

Mylifeʼsbloodinthepinkcarnation!

RobinSurmonthasbeenwithVTAforoverthreedecadesasdriver,dispatcher,andsupervisor. Hebeganwritingpoetryingradeschoolandhasbeencreativeeversince.

TransformingTransit,TransformingOurselves: AJourneyofLeadershipandChangeatVTA

Inthetwilightoftraditionalleadership,abus driver'spoignantverseechoesthroughthehallsof theSantaClaraCountyValleyTransitAuthority: WhereHaveOurGreatLeadersGone?1

ByDavidLawrence

Throughouthistorywehavealwaysbeensavedby GreatleadersdevotedtoRight NowitseemsthatmoneyistheironlyGod Haveallgreatleadersdiedaway? Istherenoonetofilltheirspace? Hasthewellofgreatleadersdriedup andleftnoonetosavethisplace?

TotheNineLivesLostandtheOneinDespair

InsolemnremembranceofthenineVTAemployeeswhoseliveswere tragicallycutshortonMay26,2021,andinacknowledgementofthe profoundanguishthatledthetenthtosuchadevastatingact.

Maytheirmemoryinspireustoforgeaworkplacewhereeveryvoice isheard,everylifeisvalued,andnoonefeelsthatviolencebecomes ananswer.

ThisreportisdedicatedtotransformingVTAintoabeaconofsafety, dignity,andmutualrespect-atestamentthatfromourdarkesthour, wecancreateabrighter,morecompassionatefuture.

Neveragainshallweallowsilencetobreeddesperation. Neveragain shallweoverlookthesignsofdistressamongus.

Together,wecommittobuildingaculturewheresuchtragedyis unthinkable-whereleadershipmeansliftingeachotherup,and whereeveryemployeefeelsseen,heard,andintegraltoashared mission.

Intheirmemory,wemoreforward, Forourfuture,wetransform.

TransformingTransit,TransformingOurselves: AJourneyofLeadershipandChangeatVTA

Ourjourney,initiatedinMarch2023,beganwithafundamental question:HowcanVTAevolvefromcommand-and-control structurestoamodelofadaptive,collaborative,andemotionally intelligentleadership?Thisshiftisn'tarejectionofVTA'spast,but anecessaryevolutioninresponsetoourcomplex,interconnected world. AsweprobedVTA'sorganizationalfabric,weencountered resistanceandskepticism.Ourquestionsoftentouchedrawnerves inasystemunaccustomedtosuchscrutiny.Yet,asPeterSenge noted,"Peopledon'tresistchange.Theyresistbeingchanged." ThisdiscomfortsignalspotentialforgrowthSenge,2010.

We'vebeenhumbledbythededicationofunionleadersandunion members,who,despitereservations,engagedwholeheartedlyin VTAʼsclimateandculturechangeeffort.Theirdiverse perspectives—sometimesharmonious,oftendiscordant-havebeen itslifeblood. Weacknowledgethatunanimityisneitherpossiblenor desirable;trueinnovationisforgedinthecrucibleofdiffering viewpoints.

Thisreportandprimerserveasbothreflectionandcatalyst. Itisan invitationtolearn,grow,challengeassumptions,andreimagine leadershipin21st-centurypublictransit.Itdistillsinsightsfrom15 monthsofintenseengagement.Bypresentingbothanalysisand possibilities,weaimtosparktheconversationsandideasthatwill contributetoshapingVTAʼspathforwardsoitcandevelopabroadly sharedvisionacrossallofitsstakeholders.

Publictransitisaboutmorethanmovingpeople;it'sabout connectingcommunities,drivingeconomicgrowth,andshaping urbanlife.Theleadershiprequiredmustbeasmultifacetedand dynamicasthecommunitiesVTAserves.

Tothebusdriver'spoignantquestion:“No,greatleadershaven't goneaway.They'reherewithinVTA,waitingtobeempowered, nurtured,andunleashed!ˮ

Thejourneyaheaddemandscourage,resilience,andawillingness toembracediscomfortasaprecursortogrowth. Letusembarkon thisjourneytogether,notasmanagersandemployees,consultants andclients,butasco-creatorsofabrighter,moreconnectedfuture forSantaClaraCounty.

Theroadislong,butthedestinationisworththejourney.

Senge,P.M.(2010). The Fifth Discipline: The art and practice of the learning organization: Second edition RandomHouse.

AboutABDVenturesLLC

ABDVENTURESLLCisaboutiquecoachingandconsultingfirmthatspecializesinorganizationdevelopmentandculturechange, leadershipperformance,managementeffectiveness,andmulti-stakeholdercollaboration.Since2011,wehavespearheadedthe design,facilitation,andimplementationofmultipleenterprise-wide,large-scalecomplexchangeinitiatives.

Ourapproachdrawsonnarrativeinquiryandquantitativeresearchmethodsempoweringourclientstocrafttailoredsolutionsthat integratethelivedexperiencesandthemeasurablerealitiesoftheirorganizationallandscapes.Bycombiningsystemsthinkingwith collaborativecapacitybuilding,wesupportleadersnavigatethehumandynamicsneededinordertofosterbridgingdivides betweendiversestakeholderstocultivatecollaborativeandadaptivechange.

ABDVENTURESbringsdistinctexpertiseinlabor-managementrelations,withnuancedinsightintothechallengesand opportunitieswithinunionizedenvironments.Ourteam'sdualbackgroundinmanagementconsultingandlaboradvocacyoffersa uniquevantagepoint,enablingustobuildtrustandfacilitatesubstantivedialogueacrosstraditionalorganizationalboundaries. We'recommittednotonlytoimplementingchange,buttocultivatingourclients'internalcapacityforongoingadaptiveleadership. Ouraimistofosterhuman-centered,resilient,andhigh-performingorganizationsequippedtoflourishintoday'sdynamicbusiness landscape.

I. Introduction

Introduction

Tragedyoftencatalyzesorganizationaltransformation,compellinginstitutionsto confrontdeep-seatedissues.

TheSantaClaraValleyTransportationAuthorityVTA)facesthis imperativeintheaftermathofaworkplacecrisisthatshookits foundations.

Thisreport,"BuildingtheCapacitiesandConditionsforaHealthyWorkplace Culture,"servestwo purposes:

● ChroniclesVTA'sinitialstepstowardtransformation

● Providesaroadmapforthechallengingpathahead

Atitscore,thisdocumentisacalltoaction.Itrecognizesthatmeaningfulchange transcendssuperficialpolicyadjustments,demandingafundamentalreimaginingof thecapacitiesandconditionsshapingorganizationalculture.

Weassertthatworkplacehealthismeasurednotjustbyoperationalmetricsor publicperception,butbythelivedexperiencesofeveryindividualwithinthe ecosystem.

SettingtheStage.

Weopenwithaprefaceonleadership,exploringessentialqualitiesforguiding organizationsthroughchange.Thissectionchallengesconventionalleadership notions,advocatingforamodelbasedonhumility,emotionalintelligence,and collaboration. Thecapacitiesandconditionsnecessaryforcultivatinga healthyworkplaceculture.

Weexaminethecapacitiesandconditionsnecessaryforahealthyworkplace culture.Sustainablechangerequiresdevelopingspecificorganizational‘musclesʼ and‘mindsetsʼlikepsychologicalsafety,systemsthinking,adaptiveleadership, andinclusivedecision-making.Thesecapacitiescreatefertilegroundforpositive culturechange.

BehindtheScenes.

Weshareourexperiencesaschangeconsultantsworkingwithlaborunionsat VTA.Thissectionoffersinsightsintonavigatingthecomplexlandscapeand drivingchangewithinaresistantsystem. Reflect,Reset,Reinvest.

WeprovideacandidassessmentofVTA'schangeefforts.Reflectexaminesinitial shortcomingsandmissedopportunities.Resetproposesstrategicpivotsbased onbestpractices.Reinvestcallsforrenewedcommitmenttotransformation, emphasizingaccountabilityatalllevels.

Whatarethe essential capacitiesneeded tobuildamore human-centered workplaceat VTA?

Culturechangeisnotmerelyaboutimplementingnewpolicies orrestructuringorganizations.

Whiletheseelementsplayaroleinsupportingtransformation, trueculturalshifthingesondevelopingnewcapacitiesand fosteringconditionsconducivetochange.

Atitscore,culturechangeisaboutnurturingcontinuous learning,instillingaccountability,embracingsystemsthinking, andcultivatingsharedvisionandalignment.

Itrequirescreatinganenvironmentofpsychologicalsafety whereinnovativeideascanflourishandcollaborative processescanthrive.

Byfocusingonthesefundamentalcapacitiesandconditions, organizationscancatalyzegenuine,sustainablecultural transformationthatgoesfarbeyondsurface-level adjustments.

TheCapacitiesand ConditionsEssentialfor BuildingHealthy WorkplaceCulture

PsychologicalSafety: TheBedrockofTransformativeInnovation

Inthecrucibleoforganizationalchange,psychologicalsafetyisn'ta luxury—it'stheveryairthatinnovationbreathes.It'stheinvisible forcethattransformstimidwhispersintoboldideas,andhesitant stepsintodaringleaps.

Whenemployeesfeelsafetoexperiment,takerisks,andvoice dissentingopinions,theentireorganizationalecosystemthrives.

Thissafetynetcatchesfailedattemptsandreframesthemas valuablelessons,fosteringaculturewhere'mistakes'become steppingstonestobreakthroughs.

Opencommunicationflowslikelifeblood,nourishing problem-solvingcapabilitiesandfeedingacollectiveappetitefor continuousimprovement.

Inthisenvironment,changeisn'tfeared—it'sembracedasan exhilaratingjourneyofcollectivegrowth.Psychologicalsafety doesn'tjustfacilitatechange;itacceleratesit,turningeveryteam memberintoanagentofinnovationandeverychallengeintoan opportunityfortransformativesuccess.

The

Capacitiesand ConditionsEssentialfor BuildingHealthy WorkplaceCulture

CollaborativeProcesses: TheCatalystofOrganizationalSynergy

Breakingdownsilosisn'tjustbeneficial—it'simperative.True organizationaltransformationthrivesonthealchemyof cross-functionalcollaboration.

Byestablishingshareddecision-makingstructuresandjoint problem-solvingforums,weforgeaneworganizationalparadigm.

Thiscollaborativeapproachdoesn'tmerelyalignstakeholders;it createsaneuralnetworkofdiverseperspectives,eachsynapsing withotherstosparkinnovation.

Astrustbuilds,sodoesthecapacityforgeneratingholistic solutionsthattranscenddepartmentalboundaries.

Inthisecosystemofsharedresponsibilityandcollective intelligence,challengesbecomeopportunitiesforunifiedprogress.

Collaborationisn'tjustaprocess—it'sthelifebloodofadynamic, adaptiveorganization,turningindividualexpertiseintocollective wisdom,andfragmentedeffortsintoasymphonyoforganizational excellence

TheCapacitiesand ConditionsEssentialfor BuildingHealthy WorkplaceCulture

Accountability: TheBackboneofCultureTransformation

Inthecrucibleoforganizationalchange,accountabilityemergesas thelinchpinofsuccess.

It'snotmerelyaboutassigningtasks;it'saboutweaving responsibilityintotheveryfabricoftheorganization.

Fromtheboardroomtothefrontlines,eachindividualmustgrasp theirroleasanarchitectofchangeandstandanswerablefortheir contributions.

Thisuniversalownershiptransformsabstractplansintotangible progress.Withoutit,eventhemostbrilliantlycraftedstrategies crumble.

Trueaccountabilityignitespersonalinvestment,fuelscollective momentum,andensuresthatculturaltransformationisn'tjustan aspiration,butalivedreality.

Itturnseveryteammemberintoastakeholder,everychallengeinto asharedmission,propellingtheentireorganizationtowardsits reimaginedfuture.

TheCapacitiesand ConditionsEssentialfor BuildingHealthy WorkplaceCulture

ContinuousLearning: TheEngineofCulturalEvolution

Culturerenovationthrivesonperpetualevolution.

Successfultransformationsarefueledbyagrowthmindset,where leadersandemployeesalikeembraceongoinglearningasacore value.

Thisapproachallowsfornimbleadjustmentstoemerging challengesandintegrationofhard-woninsights.

Unlikerigidchangeinitiativesthatoftenfalter,acultureof continuouslearningcreatesanadaptive,resilientorganization capableofturningobstaclesintoopportunities.

It'snotjustaboutacquiringknowledge—it'saboutfosteringan environmentwherecuriositydrivesinnovation,failureinforms progress,andeveryexperiencebecomesasteppingstoneto organizationalexcellence.

TheCapacitiesand ConditionsEssentialfor BuildingHealthy WorkplaceCulture

SharedVisionandAlignment: TheBedrockofCulturalRenovation

Acompelling,widelyembracedvisionisthecornerstoneof effectiveculturetransformation.

Weadopttheterm"culturerenovation"tounderscorethedynamic, ongoingnatureofreshapingVTA'soperationalethos.

Thisrenovationdemandsleadershipthatnotonlyarticulatesaclear visionbutembodiesit,championingdesiredbehaviorsand institutingrobustfeedbackloopsforrelentlessimprovement.

Byframingthisasacontinuousjourney,VTAcanforgesystemic changethatuprootsdysfunction,nurturescollaboration,andbuilds resilience.

Thisapproachdoesn'tjustchangeculture—itevolvesit,creatingan adaptiveorganizationprimedforfuturechallenges.

Effectiveculturetransformationrequiresaclear,compellingvision thatiswidelysharedandembraced.

II.ProjectScope,Objectives,andApproach

Whatwewerecalledontodo

ChartingaNewCourse:ABDVentures'MandateatVTA

Whatwewerecalledontodo:

InthewakeoftheMay26,2021tragedy,VTAfacednotjustoperationalchallenges,butafundamentalneedforcultural transformation.TheVTABoardtookatwo-prongedapproach,engagingaprimary'TransformationConsultant'inAugust 2022whilesimultaneouslydirectingstafftoissueasecondRFPtoretainanotherchangemanagementconsultantwith specializedlabor-managementexperience. Ourtwingoals:

● EnhancecollaborationamongVTAlaborunionsandwithmanagement: Dismantlelongstandingsilosand adversarialrelationships,replacingthemwithacultureofmutualrespectandsharedpurpose.

● BuildunioncapacityforeffectiveengagementinVTA'sculturechangeprocess: Equipunionswiththeskills, knowledge,andconfidencetodrivechangefromwithin,ensuringtransformationgrowsorganicallyfromthe collectivewisdomofVTAʼsworkforce.

Ourmission aimedtocreateasustainablemodeloflabor-managementcollaborationthatwouldpositionVTAasaleader inpublictransitinnovationandorganizationalexcellence.TeamABDworkedwiththeLabor-ExecutiveLeadershipTeam (“ELTʼ) toensurerecommendationsweregroundedintherealitiesofVTA'suniquecontextandchallenges.

ABDVenturesjoinedtheongoingcultureandclimatechangeinitiativetenmonthsaftertheinitialRFPwasissued. Our engagementcommencedwellintothecultureandclimatechangework,presentinguniquechallengesandopportunitiesfor integration.

TheFourPillarsofChange:OurHolisticModel

ABDVentureʼsholisticmodelisbuiltonfourinterconnectedpillars,designedtoaddressthecomplexchallengesfacing VTAandtosupportprogressivelabor-managementrelations:

UnionOutreachandEngagement:

Ourdesignincorporatesamulti-tieredengagementstrategy,rangingfromlarge-scaletownhallstointimatefocusgroups.Wedevelop innovativedigitalplatformsforreal-timefeedbackandideageneration,ensuringeveryvoicecancontributetoshapinganorganizationʼs future.Thisapproachaimstocreateatrulyinclusivetransformationprocess.

IssueIdentificationandResolution:

Ourdiagnosticapproachcombinesquantitativedataanalysiswithqualitativeinsights.Thisincludesemployingorganizationalnetwork analysistomapinfluencestructuresandidentifykeyleveragepointsforchange.Byunderstandingthecomplexwebofrelationships andpowerdynamicswithinanorganization,wecantargetinterventionsmoreeffectively.

LeadershipandSkillsDevelopment:

Ourleadershipprogramsaredesignedtoblendtheoreticalknowledgewithpracticalapplication,focusingonadaptiveleadershipskills crucialfornavigatinguncertainty.Theyincludeimmersivesimulations,peercoachingcircles,andreal-worldprojectchallenges.This comprehensiveapproachaimstoequipleaderswiththetoolstheyneedtodriveandsustainchange.

StrategicSupportforCultureChange:

Weemploycutting-edgeculturemappingtechniquestoidentifycorevalues,beliefs,andbehaviors.Ourstrategyinvolvescreatinga networkof"culturecatalysts"acrossalllevelsoftheorganizationtoinfluencemicro-cultureswithintheirspheresofinfluence.This approachrecognizesthatlastingculturalchangerequiresengagementatalllevelsoftheorganization.

A5PhaseProcessforRenovatingCultureatVTA

Continuousactivitieswereconductedthroughoutthefivephasesincluding:changemanagementandstakeholderengagement,trackingand reportingprogress,coachingandcapacitybuilding,boardeducationandupdates.

InitialPathfinding BuildingCoalitions forSuccess

EstablishanExecutiveLeadership Teamtoalignpurposes,develop norms,andcreatearoadmapfor collectivesuccess.

Outcome(s):

● Clearcollectivepurposes andgoals

● Roadmapandsuccess metrics

● Newgroup decision-making mechanismsandnorms

● Definingsuccessspectrum

● Builtcollaboration infrastructure

Facilitating Conversationsthat Matter Anchoringand AcceleratingChange

Formanengagedcoalition todrivecollaboration,overcome obstacles,andfosterauthentic ownershipofchangeinitiatives. Identifyenergyandcommitment withinthesystemfor improvement

Outcome(s):

● DevelopLearningagenda andinquiryquestionsto informinterviewguide

● Identifytrust-building scaffolding

● Developshared perspectiveoncurrent state

Outcome(s):

● Quantitativeand qualitativedataanalysis

● Draftsummaryand preliminary recommendations

● Presentassessment resultstoExecutive Leadership

● Launchcoachingand learningstrategies

Promoteagenerative, engaged,andresponsive approachtoorganizational change.

Outcome(s):

● EnableELTtomake informeddecisionstomeet collectivegoalsand enhancelearning strategies

● Buildsupportfor co-designedprocess

● Developawarenessof changeapproaches

● Createstrategiclearning agendaforVTA

PathwaysForwardand StrategicDirection

Assessprogressanddetermine ongoingneedsfortransformative change

Outcome(s):

● Identifysuccessful elementstocontinue

● Screenorganizational mechanismsfor congruence

● Developresourceplan fornewinitiatives

● Preparefinalreporton strategicpathways

NavigatingChallenges:ObstaclesandStrategicShiftsAlongtheChangeJourney

UponlearningwewouldnotbeworkingincollaborationwithVTAʼstransformationconsultantandthatourteamʼseffortʼsdespitecontractualapprovalwouldbeworkingin isolationofthebroaderchangeeffort,wemadeaseriesofstrategicpivotstocontinuetodelivervalueinsupportofVTAʼschangeeffort

HowWeAdapted InitialChallenge Pivot

EnhancingUnion Engagementand Capacity

Limitedunionauthorityand restrictedtimefor engagement.

Bridging

CommunicationGaps

Exclusionfromkey decision-makingforums andcommunication channels

● Developedtargetededucationalmaterialsonuniondynamicsand democraticprinciplesinlaborrelations*

● Facilitatedinter-unioncooperationwhereverpossible,particularlyin supportoftheworkoftheunionsattheSB129table

Outcome

Strengthenedunionleadership capacityandfosteredcollaboration withinexistingconstraints.

Refocusingon Strategic Recommendations

Shiftingexpectationsand frequentscoperevisions

● Developedadetailedstakeholdercommunicationmaptoidentify alternativeinfluencerpathways*

● Createda"translateandbridge"approachtoensureunion perspectiveswereintegratedintobroaderdiscussions*

● Establishedinformalnetworkstogatheranddisseminatecrucial information*

Improvedinformationflowand ensureddiverseperspectiveswere consideredinthechangeprocess. Eventuallysucceedinsupporting unionsinputtingtheissueof psychologicalsafetyonthechange map.

● Conductedanindependentculturechangereadinessassessment*

● Developedalivingdocumentofrecommendations,balancing visionarygoalswithactionablesteps*

● Createdachangeimplementationroadmapadaptabletovarious levelsoforganizationalbuy-in*

Note:TableaboveisapartiallistofkeychallengesandpivotsthroughouttheABDVTAEngagement

*Denotesoutofscopeinitiativesandtasksperformedduetostrategicshifts

Providedaclear,strategicdirection forVTA'stransformation,regardless ofourdirectinvolvementin implementation.

NavigatingChallenges:ObstaclesandStrategicShiftsAlongtheChangeJourney

Howweadapted InitialChallenge Pivot

Deepening Organizational UnderstandingInitial Challenge

Limitedaccesstokey stakeholdersand information

● Expandedourresearchmethodology,conducting:

● In-depthanalysisofavailabledocuments,includingboardminutes andpolicypapers*

● Additionalinterviewswithfrontlineemployeestobroadenour perspective*

● Comparativeanalysiswith5transitagenciestobenchmarkbest practices*

Outcome

GainednuancedinsightsintoVTA's challengesandopportunities, despiteinformationconstraints.

Strengthening Labor-Management Relations

ExpandingDiagnostic Approach

Restrictedengagementwith unionsandmanagement.

● Facilitatinginter-unioncooperationtosupporttheworkofthe unionsattheSB129table

● Providingindividualcoachingtolaborleaderstoenhancetheir changeleadershipcapabilities

● Developingeducationalmaterialsonuniondynamicsand democraticprinciplesinlaborrelations*

Laidgroundworkforimproved collaboration,workingwithinexisting structures.

Limitedaccesstokey stakeholdersandrestricted informationflow.

● Conductedextensivedeskresearch,analyzingfiveyearsofboard meetingminutes,collectivebargainingagreements,andstrategic plans*

● Expandedourinterviewpool,conducting22additionalfrontline employeeinterviews*

● Developedadetailedinternalmapofinterconnectedorganizational challenges*

Createdacomprehensive organizationalanalysis,providing insightsthatotherwisemighthave beenmissed

Inresponsetochallenges,ABDVentures persistentlyadvocatedforourassessmentsandrecommendationstokeystakeholders.Wedevelopedalternativestrategiesto gathernecessaryinformationandmaintainedfocusondeliverableswithinourcontrol.Throughouttheprocess,wedocumentedchallengesforfuturelearningandimprovement. Despitethesechallenges,weremainedcommittedtoprovidingvalueandinsightstosupportVTA'stransformationjourney,whileacknowledgingthecomplexrealitiesof implementingorganizationalchangeinaresistantenvironment.

Note:TableaboveisapartiallistofkeychallengesandpivotsthroughouttheABDVTAEngagement

*Denotesoutofscopeinitiativesandtasksperformedduetostrategicshifts

SummaryandLessonsLearned

OurjourneytofosterorganizationalchangeatVTAfacedsignificantchallenges,fromstructuralimpedimentstoculturalresistance,whichtestedouradaptabilityandresolve,and consequentlyrevealedcrucialinsightsforeffectiveorganizationalchangeatVTA

KeyChallenges:

● CompromisedUnionAuthority:Limitedpower;GMinfluenceunderminedunionindependence.

● HostileConsultantEnvironment:Distrustfromfalseclaims;persistentcritiques.

● SystematicObstruction:Norecourseforblockages;inconsistentpolicyadherence.

● ResourceConstraints:Deniedresources;restrictedaccesstodocumentsandtraining.

● CommunicationBarriers:Unclearroles;managementroadblocksandcontrol.

OutcomesandInsights:

● EnhancedUnderstanding:UnprecedentedinsightsintoVTA'sdynamics.

● CapacityBuilding:Lastingresourcesthroughlearningmaterialsandleadershipprograms.

● CollaborativeFrameworks:Newpathwaysforlabor-managementcooperation.

● ChangeReadiness:Increasedpreparednessthroughbarrieridentificationandsolutionrecommendations.

KeyLessons:

● EmpowerCollaborativeAuthority:Ensurestakeholdershaverealagency.

● AllocateProtectedTime:Dedicatespecifictimeforchangeactivities.

● EnsureComprehensiveParticipation:Createaccountabilityforengagement.

● CommittoLong-TermChange:Developmulti-yearplanswithclearmilestones.

● IntegrateChangeintoOperations:Embedinitiativesintoregularworkprocesses.

● FosteraSupportiveEnvironment:Cultivatetrustandopenness.

● EstablishOversightMechanisms:Implementindependentauthoritiesforcontractissues.

● PrioritizeTransparentCommunication:Ensureclearandconsistentmessaging.

III.ChallengeforInitiativesBornOutofCrisis and their implications

UncoveringtheChallengesinVTAʼsChangeJourney

Intimesofcrisis,organizationsoftenfallintooneoftwotraps:reactinghastilytosymptomsorignoringdeep-seatedissuesaltogether. VTAʼschangeeffortshave,at times,exhibitedelementsofboth,hinderingtruetransformation. Aswereflectonthejourneysofar,it'simportanttoconfrontseveralkeychallenges.Thisfundamentaloversight inproblemframingsetthestageforachangeinitiativethat,despitegoodintentions,wasill-equippedtoaddressthecoreissuesfacingVTAanddrivemeaningful,lasting transformation.

CriticalGapsinVTAʼsChangeInitiative

ProblemFraming&AmbiguousProblemDefinition:Thechangeinitiativelackeda clear,sharedunderstandingofprimaryissues,leadingtofragmentedandunfocused efforts.

DisconnectionfromCassidyReportFindings:Criticalfactorslikesystemic favoritism,lackofpsychologicalsafety,andineffectiveconflictresolutionwerenot explicitlyincorporatedintoobjectives.

Superficialvs.SystemicFocus:Emphasisonquickwinsandsurface-levelchanges divertedattentionfromdeep-rootedculturalandstructuralissues.

MisalignmentwithOrganizationalContext:FailuretofullyconsiderVTA'sunique history,culture,andoperationalrealitiesresultedingeneric,ill-suitedapproaches.

SiloedWorkstreams:Siloedapproachtointerconnectedissuesbyseparating leadership,safety,andcommunicationintodistinctworkstreamsresultedin overlookingtheirintrinsicinterdependencies,leadingtopiecemealsolutionsto systemicproblems.

InsufficientDiagnostics&StakeholderInput:Theproblemframingprocessdidn't adequatelyincorporatediverseperspectivesfromalllevels,leadingtoanarrow understandingofchallenges.

LackofSystemsThinking:Failuretoconsiderhoworganizationalelements interact,resultingininterventionsthatdidn'taccountforunintendedconsequences orleveragepointsforchange.

AbsenceofClearSuccessMetrics:Withoutawell-definedproblem,theinitiative lackedclear,measurableindicatorsofsuccess,hinderingprogressassessment andcourseadjustment.

Governance&Labor-ManagementPartnership:Persistentchallengesresulting fromhistoricaltensionscontinuedtoimpedetrustandcollaboration.While insufficientmechanismsweredevelopedtosupportmeaningfulpracticesofshared governanceonmajorstrategicdecisions.

TheCriticalMisstepinVTAʼsChangeInitiative-WhatProblem[s]

areWeSolvingFor?

"Whatproblem[s] arewetrulytryingtosolve?"-wasneveradequatelyaddressed,leadingtoaseriesofmisalignedandultimatelyineffectiveinterventions.

KeyInsights

Disconnect from CriticalRisk Factors

Neglectof

SystemicIssues

Symptom-Focus

vs.RootCause

Analysis

LackofInclusive Problem Definition

TheinitiativeoverlookedworkplaceviolenceriskfactorshighlightedintheCassidy Report,suchasfavoritism,lackofpsychologicalsafety,andasystemiclackof accountability.Researchshowsthatthesefactorscancontributetoawork environmentconducivetoextremebehaviorHershcovisetal.,2007;LeBlanc& Kelloway,2002.

Fundamentalorganizationalproblemslikepowerimbalancesandineffectiveleadership practiceswerenotaddressed.Thisoversightlimitsthepotentialformeaningful transformationandperpetuatesaculturethatmayinadvertentlycontributeto workplaceviolencerisksSchein,2010;O'Leary-Kellyetal.,1996.

CassidyReport

AninvestigativereportcommissionedbyVTAperformedbythelaw firmofLiebert,Cassidy,& WhitmoreregardingtheMay26,2021 tragedyidentifieseightconditionsdocumentedasemployee misconductasregardstheattacker,SamuelCassidy.Whilethereport statesthatVTAhadnopriornoticeofCassidyʼspotentialforviolence, thechartbelowdemonstrateshowthepersonalissuesidentifiedin theCassidyreportcorrelatepotentiallycorrelatewithbroader systemicissuesatVTA..

PersonalIssuesatVTA SystemicIssuesatVTA

Workloadperception

Thechangeeffortprioritizedvisibleissuesandquickwins,neglectingunderlying systemiccauses.Thisapproachoftenleadstosuperficialchangesthatfailtoaddress coreorganizationaldysfunctionsHeifetzetal.,2009;Andersson&Pearson,1999.

Frontlineemployees'perspectives,especiallyfrommarginalizedgroups,were insufficientlyincorporated.Thistop-downapproachtoproblemdefinitionoftenresults insolutionsmisalignedwithground-levelrealitiesBeerandNohria,2000;Rousseau, 1989.

Perceivedunfair treatment

On-siteworkfrustration

Equipmentcompliance

Interpersonalconflicts

COVID19safety concerns

Paycheckdiscrepancies

Inadequatesupervisionandoversight

Managementfavoritism

Inequitableremoteworkpolicies

Ineffectiveaccountabilityprocedures

Flawedvacationallocationsystem

Inadequatepolicyenforcement

Vulnerablecybersecurity/payroll systems

Balancingsafetyandtrainingneeds

Byoverlookingthesecriticalsystemicissuesintheinitialproblemframing,VTA's changeeffortmissedtheopportunitytoaddressrootcausesofworkplacetoxicityand violence,leadingtoadiagnosticphasethatwasmisalignedwiththeorganization's corechallengesandultimatelyunderminingtheeffectivenessofsubsequent interventions

Hershcovis,M.S.,Reich,T.C.,Parker,S.K.,&Bozeman,J.2012.Therelationshipbetweenworkplaceaggressionandtargetdeviantbehaviour:The moderatingrolesofpowerandtaskinterdependence.Work&Stress,261,120.

LeBlanc,M.M.,&Kelloway,E.K.2002.Predictorsandoutcomesofworkplaceviolenceandaggression.JournalofAppliedPsychology,873,444453. Schein,E.H.2010.OrganizationalcultureandleadershipVol.2.JohnWiley&Sons.

O'Leary-Kelly,A.M.,Griffin,R.W.,&Glew,D.J.1996.Organization-motivatedaggression:Aresearchframework.AcademyofManagementReview, 211,225253.

Misuseof communicationsystems

Paycheckdiscrepancies

Vulnerablecybersecurity/payroll systems

Heifetz,R.,Grashow,A.,&Linsky,M.2009.Thepracticeofadaptiveleadership:Toolsandtacticsforchangingyour organizationandtheworld.HarvardBusinessPress.

Andersson,L.M.,&Pearson,C.M.1999.Titfortat?Thespiralingeffectofincivilityintheworkplace.Academyof ManagementReview,243,452471.

Beer,M.,&Nohria,N.2000.Crackingthecodeofchange.HarvardBusinessReview,783,133141. Rousseau,D.M.1989.Psychologicalandimpliedcontractsinorganizations.EmployeeResponsibilitiesandRights Journal,22,121139.

FlawedSurvey

Methodology

Samplingand Representation

Bias

Absenceof Evidence-Based Hypothesis Testing Accessibility andPracticality

Oversights

LackofDiagnosticRigor:ACriticalFailureinVTAʼsChangeEffort

KeyInsights

Thediagnosticsurveysemployedfundamentallyunsound methodologies,compromisingdataintegrityandinterpretability.Issues includeddouble-barreledquestions,relianceonthird-party perceptions,andoveremphasisondescriptiveratherthancausaldata. Suchflawscanleadtomisleadingorunusableresults,severely hamperingchangeeffortsFowler,2013.

Significantmisrepresentationofworkforceparticipationskewedresults towardsminorityviews.Withonly12%ofthelargestunionATU participating,yetreportedas30%,thedatafailedtocapturethetrue organizationallandscape.Suchsamplingerrorscanleadto fundamentallyflawedunderstandingsoforganizationaldynamics Grovesetal.,2011.

MissedOpportunities

VTA'sdiagnosticphaseoverlookedorganizationalbrightspots,missing chancestoleveragepositivedeviantsandsuccessfulpractices.This limitedtheinitiative'sabilitytobuildonexistingstrengthsandaccelerate positivechange.

Theoriginalsurveyflawsandskewedrepresentationmakeitunsuitable asabenchmarkforfuturesuccessmetrics.Targetedassessments alignedwithkeychangeprioritieswouldbemoreeffective.Forexample, anorganizationalnetworkanalysismightbetterilluminateinformal influencestructuresifpsychologicalsafetyisprioritized.

Thechangeeffortlackedclear,evidence-basedhypothesesabout VTA'sunderlyingchallenges.Withoutthisfoundation,changeinitiatives oftenresultinvagueinsightsandlow-impactinterventions,failingto addresscoreorganizationalissuesBeerandNohria,2000.

Surveydesignandimplementationfailedtoaccountfortherealitiesof VTA'sdiverseworkforce,particularlyoverlookingtheconstraintsof frontlinestaff.

Themostsignificantmissedopportunitywasengagingincollective sensemakingandnarrativeresetting.Collaborativediagnosticscan createasharedunderstandingofrealityandcatalyzeanew organizationalnarrative,aprocessabsentfromVTA'sapproach.VTA mustrecognizediagnosticsasaplatformfordialogue,reflection,and sharedvisioning.Engagingstakeholdersatalllevelsyieldsmore accuratedataandbeginsshiftingmindsetsandbuildingbuy-infor change.

VTA'sdiagnosticphasefailedtoinitiatetheculturalshiftitaimedto achieve.Futureeffortsmustviewdiagnosticsasanintegral,ongoingpart ofthechangeprocessitself.

SiloedSolutions,SystemicFailures: OverlookingCriticalInterdependencies

CommunicationsWorkstream

KeyInsights

Misaligned Initiativesand Goals

The'IdeaDump' Phenomenon

Thechangeeffortfocusedonsurface-levelissues,missing systemicproblemsandhigh-leverageinterventionopportunities. Thismakesitchallengingtorallyorganization-widesupportfor disparateinitiatives.

Workstreamshavebecomerepositoriesfordisconnectedideas, withelectronicpollingleadingto'popular'butnotnecessarily impactfulinitiatives.ThishasresultedinhundredsofPowerPoint slideswithconstantlyshiftingpriorities.

QuickWinsvs. LastingChange Explanation

Thefocusoneasilyachievabletasksratherthansystemic transformationrisksmistakingactivityforprogress.

Fragmented Understanding andAction Explanation

Criticalinterdependencieswereoverlooked,failingtoleverage systemicinsights.Thelackofacentralpointforintegrating diverseeffortsresultedinpiecemealsolutionsinsteadofcohesive transformation.

VTA'sCurrentApproach:Thefocusonone-wayinformationdisseminationoverlooksthe crucialroleofdialogueandemployeeinput.Thisapproachmissesopportunitiestobuild sharedunderstandingandownershipofthechangeprocess.

WhatanEvidence-BasedApproachLooksLike:

● Implementregulartwo-wayfeedbacksessionsbetweenleadershipand employees

● Createcross-functionalcommunicationchannelstobreakdownsilos

● Trainleadersinactivelisteningandopencommunicationtechniques

SafetyWorkstream

VTA'sCurrentApproach:Bytreatingphysicalandpsychologicalsafetyseparately,VTA overlookstheirinterconnectednessandthesystemicfactorsthatinfluenceoverallsafety culture.

WhatanEvidence-BasedApproachLooksLike

● Integratephysicalandpsychologicalsafetyinitiatives

● Implementa"justculture"frameworkforerrorreportingandlearning

● Conductregularsafetyclimatesurveysandactontheresults

LeadershipWorkstream

VTAʼsCurrentApproach:Thecurrentleadershipinitiativesappeardisconnectedfromthe overallchangeeffortandlackclearmetricsformeasuringleadershipeffectivenessin drivingtransformation.

WhatanEvidence-BasedApproachLooksLike:

● Implement360-degreefeedbackforallleaders

● Providetraininginadaptiveleadershipandchangemanagement

● Createopportunitiesforleaderstopracticenewskillsinreal-worldscenarios

ChallengestoSharedGovernance&Labor-ManagementPartnership

ExplainingKeyAreasofMissedOpportunitiesintheChangeEffort

Insights

Structural Misalignment

Inconsistent Commitmentto Collaboration

CapacityGap inCollaborative Leadership

Cultural Resistanceto Power-Sharing

VTA'sgovernancestructuremaintainedtraditional powerdynamics,contradictingcollaborativegoals. Decision-makingbodiesliketheSB129committee recreatedthesametop-downdecision-making practicesatVTAbygrantingtheGMfinalauthority.

Theorganizationdemonstratedfluctuating dedicationtocollaborativeprocesses,selectively applyingconsensus-baseddecision-making.This inconsistencyerodedtrustandhinderedgenuine labor-managementpartnership.

VTAfailedtoinvestindevelopingthenecessary skillsandmindsetsforeffectivelabor-management collaboration.

Deeplyingrainedorganizationalcultureresistedtrue power-sharing,viewingmeaningfulengagementas optionalratherthanfundamental.Thiscultural barrierpreventedthesustainedpracticeneededto reshapeVTA'sorganizationalDNAtoward meaningfulengagementandchange.

ConsultantʼsReflections

Duringourengagement,weobservedastarkdisconnectbetween VTA'schangeinitiativegoalsandtherealitiesoflabor-management interactions.Evenastheculturechangeeffortprogressed,traditional approachespersistedincriticalareaslikeHRandlegalmatters, underminingtrustintheprocess.

Afteratwo-monthstandoffovertheselectionprocessforunion representationontheworkstreamcommittees,weencouraged reflectiononimprovingsharedgovernance.Instead,management showedlittleinterestinevolvingtheirapproach.Ourproposalfor behavior-shiftingtrainingwasrejectedbytheGMwithoutan alternativeoffered.Thisreluctancetoinvestinnewcollaborative capabilitiesrepresentsasignificantmissedopportunity.

TheseexperienceshighlightVTA'scentralchallenge:bridgingthegap betweenaspirationandactioninsharedgovernance.Real transformationrequiresembracingchangeacrossalldepartments, consistentlyapplyingcollaborativeapproaches,andinvestingin organization-wideskill-building.Withoutthiscomprehensive commitment,VTArisksperpetuatingtheveryissuesitaimsto address.

IV.AMidCourseCorrectionfortheChangeEffort

Essential capacities of building an organization that learns

FromReflectiontoTransformativeAction

ThePivotPoint

As we transition from reflection to action, it's crucial to understand that resetting isn't about starting over. Instead, it's about leveraging our hard-earned insights to catalyze transformativechangeatVTA.

KeyAreasofFocus

OurreflectionontheinitialphaseofVTAʼsculturechangeeffortsrevealcriticalareasthatrequireattentionastheorganizationmovesforward.

BuildingaLearningOrganization

Thisholisticreviewmustgobeyondsuperficialanalysis,delvingintotherootcausesandsystemicissuesthathavebeenoverlookedorunderemphasizedthusfar.Bydoingso, VTAcanbuildafoundationforalearningorganization-aconceptthatmaybeforeigntothecurrentculturebutisessentialforfuturesuccess.

ThePathForward

Aswepivottowardsdecisionandaction,rememberthatthisresetisnotjustaboutcorrectingcourse.It'saboutfundamentallytransforminghowVTAapproacheschange,laying thegroundworkforcontinuousimprovementandadaptabilityinthefaceoffuturechallenges.

WhyVTANeedsSystemsThinking: UncoveringInterconnectedChallenges

WhyManagementTrainingAloneIsn'ttheAnswer:ASystemsViewofanImportantChallengeatVTAAnexample

Byexaminingthesethreeinterconnectedareas,wecanseehowtheyinfluenceeachother.Forinstance,1rigidhierarchicalstructurescanleadto2inconsistentleadership behaviors,whichinturn3fosterlowtrustinmanagement.Thissystemsviewrevealswhyfocusingsolelyonmanagementtrainingwon'tsolveVTA'sdeeperorganizationalissues, justisolatedparts.

StructuresTheFramework]:

● Rigidhierarchieslimitingflexibility

● Siloeddepartmentshinderingcollaboration

● Unclearreportinglinescausingconfusion

● Limitedmechanismsforemployeefeedback

BehaviorsTheActions]:

● Inconsistentleadershipstylesacrossdepartments

● Lackofaccountabilityindecision-making

● Resistancetocross-functionalcollaboration

● Tendencytostickwithfamiliar,outdatedprocesses

Hearts

&MindsTheFeelings]:

● Lowtrustinmanagement'sabilitytoeffectchange

● Frustrationwithineffectivecommunication

● Anxietyaboutrolesandresponsibilities

● Skepticismtowardsnewinitiatives

SystemsThinking: YourGPSforNavigatingOrganizationalComplexity

Systemsthinkinghelpsusseehowdifferentpartsworktogether,likeviewingapuzzleasawholeratherthanfocusingonindividualpieces.VTAneedstoapplysystems thinkinginboththeirdiagnosticreassessmentandrevisedchangeplantoensurecomprehensiveandintegratedsolutions.

HowSystemsThinkingWorksatVTAAddingBusRoutes

asanotherexample

WhyisSystemsThinkingImportant?

1.ConnectstheDots

Revealsinterconnections,forVTA,showinghowdecisionsinone departmentaffectothers.

2.FindsRealSolutions

Addressesrootcauses,insteadofsurfaceproblems

3.AvoidsNewProblems

Understandingconnectionshelpspreventnewissueswhensolving oldones.

4.SparksNewIdeas

Seeingthebigpicturecanleadtocreativesolutionswemightnot havethoughtofbefore.

LookattheWhole forestandNot JusttheTrees

Followthe Ripples

Focuson Patterns,Not SingleEvents

Insteadofjustlookingatwheretoputtheroutes,systemsthinkingconsiders:

● Impactonexistingbusandlightrailschedules

● Needformoredriversandtraining

● Effectsonmaintenanceschedulesandgaragespace

● Necessarychangestotheticketingsystem

Offeringfreeridesforstudents:

● Increasesstudentridershipandpotentialbuscrowding

● Reducescartrafficaroundschools

● Requiresmorefrequentbuscleaning

Analyzingcustomercomplaintsreveals:

● Morelatebuscomplaintsduringrainyseasons

● Overcrowdingoncertainroutesduringbigevents

● Patternsinfareevasionindicatinganeedforbettereducationor easierpaymentoptions FeedbackLoops PositiveLoop:Morereliableservice→Moreriders→Morefunding→Better service

NegativeLoop:Delayedmaintenance→Morebreakdowns→Fewerriders→ Lessmoneyforrepairs

Expect(and preparefor)

theUnexpected:

Introducinganewticketingapp,consider:

● Effectsonboardingtimes

● Potentialtechnicalglitches

● Changestocustomerserviceworkload

Data-DrivenEvaluation: ASystemicApproach

VTA'snextphaseofculturechangedemandsamorenuanced,rigorous,andmulti-facetedapproachtodatacollectionandanalysis.Thefollowingkeyfocusareasareessentialfor adata-drivenapproachthatcantargetevidencebasedinterventions.

FiveCriticalConditionsforEffectiveEvaluation:

TailoredResearchMethodologies-SelectresearchmethodsthatalignwiththespecificgoalsofVTA'snextphaseofculturaltransformation.Thechoiceofmethodologyshouldbe deliberate and purpose-driven, not a one-size-fits-all approach [e.g.organizational network analysis might be ideal for understanding informal power structures, while cultural mappingcouldrevealunderlyingvaluesandassumptions].

Avoiding Misleading Benchmarks - Recognize the flaws in previous survey results and establish new, robust baseline data. This ensures that progress is measured against accurateandrelevantbenchmarks.

Targeted Assessments - Implement focused pulse surveys on key issues like safety, security, and workplace toxicity. These should be board-led, clearly communicated, and designedtominimizeemployeeburdenwhileprovidingcrucialinsights.

Labor'sIndependentRole-Empowerlaborwithitsowntechnicalcapacityforframingdiagnostics.Thisensuresunbiased,substantiveassessmentsandgiveslabor'sconsultant directaccesstofulfilldeliverables.

SystemsThinkingApproach-AdoptaholisticviewthatconsiderstheinterconnectionsbetweendifferentaspectsofVTA'scultureandoperations.Thisenablesidentificationof rootcausesratherthanjustsymptoms.

Evidence-BasedChangeBlueprint: ArchitectingSuccess

Aneffectivechangeplanmustclearlylinkdata-driveninsightstostrategicgoals,specificinitiatives,andmeasurableoutcomes.Thisapproachensuresthatallchange-effortsare purposeful,aligned,andtrackable.

FiveCriticalConditionsforArchitectingEvidence-BasedInterventions

1. Data-DrivenFoundation-Interventionsmustbegroundedinreliable,rigorousdata.Thisensuresthatactionsaretargetedandrelevant,addressingactualissuesrather thanperceivedproblems[e.g.Managementmightattributeincreasedbuswear-and-teartooperatorhandling,whiledatarevealsit'sprimarilyduetodeterioratingroad conditionsonspecificroutes.Thisinsightleadstotargetedinfrastructureadvocacyandrouteoptimizationratherthanunnecessaryoperatorretraining.

2. ClearThrough-Line-Establishadirectconnectionbetweendata-drivengoals,objectives,outcomes,andmetricsthatmatter.Forexample,insafetyinitiatives,metrics should reflect both management and labor perspectives interests [e.g. Management might focus on reducing reported safety incidents, but this could incentivize underreporting]. A better approach would be to track the number of proactively identified and addressed safety concerns, encouraging a culture of openness and continuousimprovement.

3. Behavioral Science-Based Approach - Interventions should be rooted in established behavioral science principles [e.g.Rather than an over reliance on one-way, top-down communication channels, implement regular, structured peer-to-peer learning sessions where operators share best practices and problem-solve together]. Thisfostersengagementandknowledgetransfermoreeffectivelythantraditionalapproaches.

4. StakeholderCo-Creation-Involve a diverse range of stakeholders in developing the change plan. This ensures interventions address systemic challenges like power imbalancesandinequitablepolicies,whilereflectingworkforcerealities[e.g.Whilemanagementandsomelaborrepresentativesmightbelievestakeholderinvolvement has occurred, true co-creation requires sustained engagement throughout the process]. This means including frontline workers in decision-making committees, conductingregularfeedbacksessions,andvisiblyincorporatingdiverseperspectivesintofinalplans].

5. MeasurableOutcomesandEvaluation-Defineclear,measurableobjectivesandestablishkeyperformanceindicatorsKPIstotrackprogressandeffectiveness.This allowsforcontinuousimprovementandaccountability.

PathtoEffective CultureRenovation

HowtheLearningsandLessonsofPhase

OnePresentaRoadmaptoAccelerate Change

Reflect

Togazebackwardandforwardwithpurposeandclarity.For VTA,thismeansexaminingchallenges,celebratingvictories,and recognizingshortcomings.Thisprocessilluminatesaroadmap thatbuildson learnedexperienceandhighlightsorganizational strengthsandweaknesses.

Reset

Astrategicrecalibrationinformedbylearnedexperiences.By acknowledgingwhatdidnʼtwork,weopenthedoortoinnovative strategiesthatrealignmethodswithgoals,positioningVTAfor moreeffectiveandsustainableculturetransformation.

Reinvest

Inculturerenovationandstrengthenemployeeengagement. Ensurethatthisinitiativeisrecognizedasastrategic,iterative approachratherthanastandardmanagementeffort.

Communicateclearlythatthesechangeeffortsareevolving basedoncollectiveinsightsandarecommittedtoachieving long-term,sustainableoutcomes.

NurturingtheRootsofChange: HonoringProgress,Preserving Value

RecognizingDedicationandEngagement

VTAʼs culture change journey, while emerging from challenging circumstances, has been marked by unprecedented levels of commitment from both labor and management. The deep engagement in work streams involving rank-and-file union members alongside management represents a significant shift in VTAʼs approach.

SeedsofInnovation

Over our 15-month engagement, we've witnessed an impressive outpouring of valuableideasfromfrontlinestaff.Theleadersofthefourlaborunionsandtheir membershavedevelopedthoughtfulrecommendations,demonstratingthewealth ofknowledgeandcreativitywithinVTA'sworkforce.

PreservingWhatWorks

As we chart a new path forward, it's crucial that we don't lose sight of the valuable contributions and hard work that have brought VTA to this point. The ideas worth pursuing should be preserved and integrated into future efforts, ensuring that the energy and insights of VTA's workforce continue to drive the changeprocess.

ClarifyingthePathForward

While acknowledging the extensive work done, we must also address the need for a clear, comprehensive change plan. If such a plan exists, we urge its broad dissemination to ensure alignment and transparency across all levels of the organization. This step is vital to protect and build upon the hard work already investedbyVTA'sdedicatedstaffandmanagement.

CultivatingReadiness: CapacitiesandConditionsforTransformativeChange

WhyTheseFourRecommendations?

Asconsultantswerecognizethateffectivechangemuststartfromwherean organizationis,notwhereitideallyshouldbe.

OurrecommendationsaretailoredtoVTAʼscurrentstateandmostpressingneeds. We focusonsystemic-leversthatcandrivethelargestimpact,acknowledgingthat organizationscanonlyabsorbsomuchchangebeforefatigueorresourceconstraints setin.

Theserecommendations,whilecanbefollowedasprescribed,areintendedtoserveas arobustframeworkforchange.

Theydemonstratethecomponentsofacomprehensivechangeinitiative,modeling whatweʼveadvocatedthroughoutthisreport.WhetherVTAchoosestoimplement theseexactrecommendationsorusestheseasastartingpoint,theyprovideaclear roadmapforcreatingthecapacitiesandconditionsnecessaryforamore human-centeredworkplace.

Byfocusingontheseareas,VTAcanleveragekeysystemicleverstodrivemeaningful, lastingchange,settingthestageforatransformativejourneythatgoesbeyondsurface levelfixestoaddresscoreorganizationalneeds.

BuildingKeyCapacitiesAmongExecutiveLeadership

Transformationmustbemodeledanddrivenfromthetop.IfVTA'sleadership cannotembodynecessarychanges,organization-widetransformationbecomes nearlyimpossible[e.gemotionalintelligence,adaptiveleadership,systems thinking].

SpreadCapacityOrganization-Wide

Weadvocateforlearninganddevelopmentapproachesthatgobeyondtraditional "tellandsell"programs.Instead,weproposeimmersive,experientiallearningthat challengesassumptions,buildsnewskillsthroughpractice,andfostersgenuine shiftsinhabitsandbehavior.

PrioritizePsychologicalSafety

Thisisthebedrockuponwhichallotherchangeeffortsdepend.Without psychologicalsafety,VTAcannotaddresstherootcausesofitschallenges, includingthosethatsurfacedintheCassidyReportandcorrelatewithworkplace violenceandtoxicity.

EnhancingCollaborativeGovernancethroughLabor-Management Partnership

Sustainablechangerequiresastrongfoundationofcollaborativegovernanceand truepartnershipbetweenlaborandmanagement.

InvestinginExecutiveLeadershipCapacity

BuildingthecapacitiesoftheExecutiveLeadershipTeam

ELT]todriveandsustain

organizationalchange

ThisrecommendationfocusesontransformingVTAʼsExecutiveLeadershipTeamELT]intotruechangeleaders,recognizingthatsustainableorganizationchangemust startatthetop.ByinvestingintheELT'scapabilitiesformodelingaccountablenewbehaviors,VTAcancreateacascadingeffectofpositivechangethroughoutthe organization.

ExpectedOutcomes

1. Amoreadaptive,collaborativeleadershipteamcapableof drivingsustainablechange

2. Increasedtrustandengagementacrosstheorganizationas employeesseeleadership"walkingthetalk"

3. Acceleratedculturaltransformationthroughconsistentmodeling ofdesiredbehaviorsatthetop

MakingitReal

1. Conductaleadershipcapabilityassessmenttoidentifyspecific developmentneeds

2. DesignandlaunchthecomprehensiveELTdevelopmentprogram within90days

3. Implementthe"LeadershipShadow"initiativewithinthefirstmonth

4. EstablishtheELT-led"LearningLab"andlaunchthefirstexperiment within60days

ComprehensiveLeadershipDevelopmentProgram

● Designatailored,immersiveprogramforELTfocusingonadaptiveleadership,systemsthinking,and collaborativeproblem-solving

● Includereal-worldapplicationthrough‘actionlearningʼprojectsaddressingVTA'scriticalchallenges

● Incorporate360-degreefeedbackandexecutivecoachingtosupportindividualgrowth

ModelingCollaborativeBehaviors

● Implementa"LeadershipShadow"initiativewhereELTmembersregularlyengageinfrontlineoperations

● Createcross-functionalELTtaskforcestotacklesystemicissues,demonstratingcollaborative problem-solving

● EstablishanELT"ChangeChampion"rolerotationtoleadorganization-widetransformationefforts

CultivatingaLearningCulture

● LaunchanELT-led"LearningLab"toexperimentwithnewleadershipapproachesandorganizational practices

● ImplementareversementoringprogrampairingELTmemberswithemergingleaders

● Hostquarterly"FailureForums"whereELTshareslessonslearned,fosteringacultureofpsychological safety

InvestinginExecutiveLeadershipCapacitycontʼd

BuildingthecapacitiesoftheExecutiveLeadershipTeamELT]todriveandsustainorganizationalchange

ExpectedOutcomes

1. Amoreadaptive,collaborativeleadershipteamcapableof drivingsustainablechange

2. Increasedtrustandengagementacrosstheorganizationas employeesseeleadership"walkingthetalk"

3. Acceleratedculturaltransformationthroughconsistentmodeling ofdesiredbehaviorsatthetop

MakingitReal

1. Conductaleadershipcapabilityassessmenttoidentifyspecific developmentneeds

2. DesignandlaunchthecomprehensiveELTdevelopmentprogram within90days

3. Implementthe"LeadershipShadow"initiativewithinthefirstmonth

4. EstablishtheELT-led"LearningLab"andlaunchthefirstexperiment within60days

ExpandingDecision-MakingBoundaries

● RedefineELTrolestoemphasizefacilitativeleadershipratherthantop-downdirection

● Implementadecision-makingframeworkthatpushesauthoritytothelowestappropriatelevel

● Createmechanismsforemployee-driveninnovation,withELTmembersassponsorsandenablers

MetricsandAccountability

● DevelopaleadershipbehaviordashboardtrackingELTprogressonkeytransformationmetrics

● TieaportionofELTcompensationtomeasurableimprovementsinorg.cultureandemployee engagement

● ImplementregularpulsesurveystogatherfeedbackonELT'smodelingofdesiredbehaviors

ExpandInternalChangeCapacityOrganization-Wide

Buildingthecapacitiestosupportacohesivecultureofcontinuouslearningandtransformation

Thisapproachfocusesonaligningandenhancingexistinginitiativesratherthancreatingentirelynewprograms,ensuringamoreintegratedandefficientapproachto buildingVTA'slearningculture.

ExpectedOutcomes

Streamlined,moreeffectiveL&Dstrategyalignedwithtransformationgoals

MakingitReal

1. BeginL&Dauditwithin30days

2. Presentrealignmentstrategytoleadershipwithin60days

3. Pilotfirstenhancedprogramwithin90days

4. FullimplementationofalignedL&Dstrategywithin6months

AssessCurrentL&DInitiatives

● Conductacomprehensiveauditofexistingtrainingprograms

● Evaluatealignmentwithtransformativelearningcriteria

● Identifygapsandopportunitiesforenhancement

RealignLearningPrograms

● Redesigncurriculumtofocusonbehaviorandhabittransformation

● Infusecollaborativeproblem-solving,conflictresolution,andinclusiveleadershipintoall programs

● Integratereal-worldapplicationthrough‘actionlearningʼprojects

EnhanceCross-FunctionalCollaboration

● Develop&revampexistingteamstructurestoencouragecross-departmentalcollaboration

● Expandjobrotationprogramstobuildsystemicunderstanding

● Transformcurrentprojectteamsinto"InnovationLabs"tacklingstrategicissues

AmplifyPeer-to-PeerLearning

● Evolvementoringprogramsintopeercoachingcirclesacrosshierarchicallevels

● Upgradeknowledgemanagementsystemstofacilitatecollaborativeproblem-solving

● Implementa"TeachingWhatWeLearn"programwithinexistingteammeetings

ExpandInternalChangeCapacityOrganization-Wide

Buildingthecapacitiestosupportacohesivecultureofcontinuouslearningandtransformation

Thisapproachfocusesonaligningandenhancingexistinginitiativesratherthancreatingentirelynewprograms,ensuringamoreintegratedandefficientapproachto buildingVTA'slearningculture.

ExpectedOutcomes

Streamlined,moreeffectiveL&Dstrategyalignedwithtransformationgoals

UpgradeProblem-SolvingApproaches

MakingitReal

1. BeginL&Dauditwithin30days

2. Presentrealignmentstrategytoleadershipwithin60days

3. Pilotfirstenhancedprogramwithin90days

4. FullimplementationofalignedL&Dstrategywithin6months

● Retraininternalfacilitatorsinadvancedmethodologies(e.g.,DesignThinking,SystemsThinking)

● Incorporateproblem-solvingsessionsintoregularorganizationalrhythms

● Developa"SolutionsBank"fromexistingimprovementinitiatives

ExpandInclusiveLeadershipFocus

● Extendcurrentleadershipprogramstoemphasizeinclusivebehaviorsatalllevels

● Redesignmentorshipprogramstointentionallypairdiverseemployees

● Incorporateinclusivebehaviormetricsintoexisting360-degreefeedbackprocesses

StrengthenLearningApplication

● Reframeongoingprojectsas"LearninginAction"opportunities

● Integrateaccountabilitypartnershipsintoexistingteamstructures

● Alignrecognitionprogramstocelebratecollaborativebehaviors

EnhanceImpactMeasurement

● RefineexistingKPIstolinklearningprogramstoorganizationalperformance

● Integrateskillsassessmentsintoregularperformancereviews

PsychologicalSafetyasaPrimacyforSystemicTransformation

Establishingpsychologicalsafetyasthefoundationalelementforaddressingworkplaceviolenceriskfactorsandenabling genuineculturaltransformationatVTA.

ThetragiceventsthatpromptedVTA'schangeinitiativeunderscorethecriticalneedforpsychologicalsafety.Withoutit,effortstoaddresssystemicissues,includingthose thatcontributetoworkplaceviolence,cannotsucceed.Throughasystemslens,werecognizethatpsychologicalsafetyisnotjustanHRissue,butafundamental conditionthatimpactseveryaspectofVTA'soperationsandculture.

ExpectedOutcomes

1. Reductioninworkplaceviolenceriskfactors

2. Increasedreportingofsafetyconcernsandnear-misses

3. Improvedcross-functionalcollaborationandinnovation

4. Enhancedemployeeengagementandreducedturnover

ComprehensiveAssessmentandBaseline

MakingitReal

1. Launchthecomprehensivepsychologicalsafetyassessmentwithin30 days

2. Beginleadershiptrainingonfosteringpsychologicalsafetywithin60 days

3. Establishthefirst"SpeakUp"forumsand"TrustCircles"within90days

4. Implementtherevisedoperationalprocessesandmeasurement systemswithin6months

● Conductanorganization-widepsychologicalsafetysurvey,linkingvariablestotheCassidyReport findings

● Performasystemsanalysistoidentifyhowlackofpsychologicalsafetycontributestoworkplace violenceriskfactors

● Usefocusgroupsandconfidentialinterviewstogatherqualitativedataonemployeeexperiences

LeadershipDevelopmentforFosteringPsychologicalSafety

● TrainallleadersinAmyEdmondson's"LeaderasCoach"approach

● Implement"FailureForums"whereleadersopenlydiscussmistakesandlessonslearned

● Developa"CuriosityIndex"forleaders,measuringtheirinquiry-to-advocacyratioinmeetings

StructuralSupportforPsychologicalSafety

● Establisha"JustCulture"frameworkforaddressingerrorsandnear-misses

● Implementblamelesspost-mortemsafterprojectfailuresorsafetyincidents

● Createcross-functional"PsychologicalSafetyChampions"tomonitorandpromotesafepractices

PsychologicalSafetyasaPrimacyforSystemicTransformationcontʼd

Establishingpsychologicalsafetyasthefoundationalelementforaddressingworkplaceviolenceriskfactorsandenabling genuineculturaltransformationatVTA.

ExpectedOutcomes

1. Improvedoperationalefficiencyandservicequality

2. Higheremployeeengagementandjobsatisfaction

3. Reducedgrievancesandsmoothercontractnegotiations

4. Enhancedabilitytoadapttoindustrychangesandchallenges

SafeSpacesforDialogueandFeedback

MakingitReal

1. Launchthecomprehensivepsychologicalsafetyassessmentwithin30 days

2. Beginleadershiptrainingonfosteringpsychologicalsafetywithin60 days

3. Establishthefirst"SpeakUp"forumsand"TrustCircles"within90days

4. Implementtherevisedoperationalprocessesandmeasurement systemswithin6months

● Createstructured"SpeakUp"forumswhereemployeescanvoiceconcernswithoutfearof retribution

● Implementananonymousfeedbacksystemwithtransparentfollow-upprocesses

● Establishcross-functional"TrustCircles"tobuildrelationshipsacrosstraditionalsilos

IntegratingPsychologicalSafetyintoOperationalProcesses

● Revisedecision-makingprotocolstoactivelyencouragediverseperspectivesandconstructive dissent

● Modifyreportingstructurestoprotectthosewhospeakupaboutsafetyconcernsorunethical behavior

● Incorporatepsychologicalsafetychecksintoprojectplanningandriskassessmentprocesses

MeasurementandContinuousImprovement

● AdoptEdmondson'sTeamPsychologicalSafetySurveyasaregularassessmenttool

● Developa"PsychologicalSafetyIndex"asakeyorganizationalhealthmetric

● Createapublicdashboardlinkingpsychologicalsafetymetricstooperationaloutcomesand safetyincidents

RebuildSharedGovernancethroughLabor-ManagementPartnership

Creatingagenuine,equitablelabor-managementpartnershipbasedonsuccessfulmodelsintransitandotherworkplacesVTA unionsareengaged.

Thisrecommendationisgroundedinevidence-basedpracticesfromsuccessfullabor-managementpartnerships. Itrecognizesthattruepartnershiprequiresskill development,andafundamentalshiftinorganizationalculture.Byinvestinginthispartnership,VTAcancreateamoreresilient,adaptive,andhigh-performing organizationthatbetterservesitsemployeesandthecommunity.

ExpectedOutcomes

1. Improvedoperationalefficiencyandservicequality

2. Higheremployeeengagementandjobsatisfaction

3. Reducedgrievancesandsmoothercontractnegotiations

4. Enhancedabilitytoadapttoindustrychangesandchallenges

MakingitReal

1. Launchthecomprehensivepsychologicalsafetyassessmentwithin30 days

2. Beginleadershiptrainingonfosteringpsychologicalsafetywithin60 days

3. Establishthefirst"SpeakUp"forumsand"TrustCircles"within90days

4. Implementtherevisedoperationalprocessesandmeasurement systemswithin6months

EstablishaJointLabor-ManagementSteeringCommittee

● ModelafterothersuccessfultransitindustryLaborManagementPartnershipstructures

● Equalrepresentationfromunionleadershipandexecutivemanagement

● Empowercommitteewithrealdecision-makingauthorityonstrategicissues

● Rotatechairpositionbetweenlaborandmanagementtoensurebalancedleadership

ImplementInterest-BasedProblemSolvingIBPS

● AdoptthesuccessfulIBPSmodelusedbytheTorontoTransitCommission

● ProvidecomprehensivetraininginIBPStechniquesforallleadersandkeystakeholders

● UseIBPSincontractnegotiationsandday-to-dayproblem-solving

● CreatejointIBPSfacilitatorroles,staffedequallybyunionandmanagementrepresentatives

DevelopSharedAccountabilityMetrics

● Collaborativelycreateabalancedscorecardlinkingoperational,financial,andculturalmetrics

● Includemetricsonpartnershipeffectiveness,suchasjointproblem-solvingsuccessrates

● Tieexecutiveandunionleadershipcompensationtopartnershipperformance

● Conductannualthird-partyevaluationsofthepartnership'simpactonorganizationaloutcomes

RebuildSharedGovernancethroughLabor-ManagementPartnershipcontʼd

Creatingagenuine,equitablelabor-managementpartnershipbasedonsuccessfulmodelsintransitandotherworkplacesVTA unionsareengaged.

ExpectedOutcomes

1. Reductioninworkplaceviolenceriskfactors

2. Increasedreportingofsafetyconcernsandnear-misses

3. Improvedcross-functionalcollaborationandinnovation

4. Enhancedemployeeengagementandreducedturnover

CreateMulti-LevelPartnershipStructure

MakingitReal

1. Launchthecomprehensivepsychologicalsafetyassessmentwithin30 days

2. Beginleadershiptrainingonfosteringpsychologicalsafetywithin60 days

3. Establishthefirst"SpeakUp"forumsand"TrustCircles"within90days

4. Implementtherevisedoperationalprocessesandmeasurement systemswithin6months

Implementathree-tieredstructuresimilartoothersuccessfullabor-managementpartnerships

● StrategicLevel:JointLabor-ManagementSteeringCommittee

● FunctionalLevel:Cross-functionalimprovementteams

● WorkplaceLevel:Unit-basedteamsfordailyproblem-solving Ensureeachlevelhasdecision-makingauthorityappropriatetoitsscope

InvestinPartnershipCapacityBuilding

EstablishaPartnershipInstituteforongoingtraining

● Developinternalpartnershipconsultantsfrombothlaborandmanagementranks

● Createexchangeprogramswithothersuccessfullabor-managementpartnershipsforlearning

● Allocateprotectedtimeforpartnershipactivities,recognizingitascoreorganizationalwork

EnhanceTransparencyandCommunication

● Implementregularjointlabor-managementtownhallstosharepartnershipprogress

● Createapartnershipdashboardaccessibletoallemployees,showingreal-timemetrics

● Establishajointcommunicationteamtoensureconsistentmessagingacrosstheorganization

● Developapartnershipnewsletterhighlightingsuccessesandlessonslearned

VI.BuildingaCultureofAccountabilityatVTA

starting at the top

TheBoardʼsRoleinBuildingaCultureofAccountabilityatVTAItStartsattheTop

Since the 1990s, leadership studies have undergone a revolution, propelled by rigorous cross-disciplinary research. Governance, however, has largely stagnated. The result? Today's debates on improving organizational governance are often trapped in a time warpoftechnicalfixesandstructuraltinkering.

VTA's governance challenges are not unique. The transition from BoardofSupervisorsinthe1990ssparkedfamiliardiscussionson board composition and member selection. Yet, these conversationscanoftenmisstheforestfromthetrees.

Drawing on over 25 years of experience across diverse sectors, ABD Ventures proposes a paradigm shift in how we conceive governance.

TwocriticalinsightsemergeforVTA

The Board as Culture Architect: Far from mere oversight, the board plays a pivotal role in sculpting an accountable organizational culture. As Peter Drucker famously noted, "Culture eats strategy for breakfast." The board's actions, decisions, and verypresencesetthetonefortheentireorganization.

Governance as Strategic Partnership: Effective governance transcends fiduciary duty. It demands the board serve as a thought partner to management, engaging in strategic and generative thinking. This approach, championed by governance scholars Bill Ryan, Richard Chait, and Kathryn A. Trower, transformstheboardfromareactiveoverseertoaproactiveforce fororganizationalevolution.

TheAccountabilityCrisisatVTA

CurrentstateatVTAThefocusisoncomplianceandactivityratherthanoutcomes,withaprevalenceofblame, shame,andscapegoating,andsilosprotecting"turf"insteadoffosteringcollaboration.

CulturalImpact:Innovationisstifledbyfearoffailure,systemicissuesaremaskedbysurface-levelcompliance, andtrustandemployeeengagementareeroded.

TimelineofInaction:

● Nearly3yearssincetheinitiative began

● Nocomprehensivechangeplan presentedtoorrequestedbythe Board

● Absenceofclearmilestonesor progressmetrics

ConsequencesofAccountabilityVacuum:

● Driftinstrategicfocus:Withoutcleargoals,efforts becomefragmented

● Resourceallocationconcerns:Millionsspent withoutclearreturnoninvestment

● Employeedisengagement:Lackofvisibleprogress erodestrustandcommitment

● Perpetuationofpre-existingculturalissues: Withoutaccountability,oldpatternspersist

MissedOpportunities:

● Failuretoleverageinitialmomentum followingthecrisis

● Potentialsolutionsandemployee insightsleftunexplored

● Lossofcredibilityforfuturechange initiatives

CalltoAction:

TheBoard'sCrucialOversightRole:

● Responsibilitytoreviewandassessa comprehensivechangeplan

● Needforregularprogressupdatesand outcome-basedassessments

● Importanceofholdingexecutiveleadership accountablefortangibleresults

"The Board should act now to reset expectations, define results, and drive accountability throughout VTA. Without this intervention, the culture change effort risks becoming another unfulfilled promise, further eroding trustandconfidence.ˮ

TheCostofAccountabilityGaps:Highvs.LowAccountabilityCultures

Whenweheartheword"accountability,"manyofusinstinctivelyrecoil.Itconjuresimagesofmicromanagingbossesormeddlesomeboarddirectorsscrutinizingourevery move.However,thisvisceralreactionbeliesthetrueessenceandpowerofaccountabilityinitspurestform.

HighAccountability

➔ CleargoalsandexpectationsFocuson outcomesandimpact

➔ Continuouslearningandimprovement Collaborativeproblem-solvingInnovation andcalculatedrisk-taking

Low Accountability

➔ Vagueorconstantlyshiftingtargets

➔ Emphasisonactivitiesoverresults

➔ Blame-shiftingandscapegoating

➔ Siloedworkandturfprotection

➔ RiskAversionandstagnation

Inorganizationswhereaccountabilityispoorlyimplemented,atoxiccultureoftenemerges.Asorganizational psychologistEdgarScheinobserves,“Cultureisapatternofsharedbasicassumptionslearnedbyagroupas itsolvesitsproblemsofexternaladaptationandinternalintegration.ˮ

Whenaccountabilityfocusessolelyoncomplianceratherthanoutcomes,itshapesaculturewhere:

1. Employeesprioritizeself-preservationovercollectivesuccess

2. Innovationisstifledduetofearoffailure

3. Systemicissuesaremaskedbysurface-levelcompliance

AtVTA,we'veobservedmanifestationsoflowaccountability,including:

● Deflectingresponsibilityforsafetyincidentstoindividuals,ratherthanexaminingsystemicfactors

● Departmentalsiloshinderingcross-functionalproblem-solving

● Acultureofpresenteeismvaluingvisibilityoverproductivity

TheneedfortrueaccountabilityisparticularlycriticalinVTA'scultureandclimatechangework.Abandoning transformationeffortsmidwaynotonlywastesresourcesbutalsoreinforcescynicismaboutfuturechange initiativesKotter,1995.

Kotter,J.P.1995.Leadingchange:Whytransformationeffortsfail.HarvardBusinessReview,732,5967.

TheBoardʼsRoadmaptoInstillingTrueAccountability

Accountability Starts at the Top: The Board’s Role in CreatingAccountable Culture

TheRoleoftheBoardinGoverning

● Createclearexpectationsfortheboard

● Collectfeedbackontheboardʼsperformance

● Createclearexpectationsforthechiefexecutive

● Structuremeetingstodirectboardʼsattentiontomattersofpolicyandstrategy

CreateclearexpectationsfortheChiefExecutive:

● Theboardʼsleadershipmustconveytothechiefexecutiveandallboardmembersitsintentiontodevotethegreaterportionoftheboardʼstimeandenergytomattersof strategicorsymbolicimporttotheorganization.

● Board should expect some annual memo dealing with strategy, discussion questions, executive summaries for action items, and a list of institutional performance indicators.

● Chiefexecutiveevaluationshouldbebasedonhercapacitytoframesignificantquestionsandcomplexproblemsinwaysthatfacilitatetheboardʼsaction. Meetings characterizedbyadministrativereportsandoperationsandshowandtellsessions,resultinpoorperformancereview.

● ExemplifyandexecutevaluesandDEIandworkervoiceatalltimes

TheRoleoftheChiefExecutive:

Chief executives who demonstrate they value their boardʼs views create cultureʼs of inquiry. A chief executive who sees the board as an ‘asset and partnerʼ rather than a ‘necessarynuisanceʼaremorelikelytopromoteacultureofinquiry.

BoardsThatGovernMoreandManageLess:

● Frameproblemsincollaborationwithexecutivesandmakesenseofambiguoussituations-whichinturnshapetheorganizationʼsplans,anddecisions

● Shouldbeaskedtoweighinonissueswhentheyarestillambiguous,attheheadwatersofdecisionmakingratherthandownste,aftertheproblemoropportunityhas beenframedandsuggestionsmade.

● Whenthisismostsalient:

○ Anobvioussolutionisnotapparent-thesituationisstillmurkyorintheearlystages

○ Saliency-theissueisveryimportant

○ Contentionordisagreement

○ Irreversibility

○ Prioritizingvaluesareanissue

Basedonmaterialsfrom“GovernMoreManageLessˮbyKathyA.Trower

TheBoardʼsRoadmaptoInstillingTrueAccountability

Accountability Starts at the Top: The Board’s Role in CreatingAccountable Culture

BoardAccountabilityinDrivingTransformation

The ultimate responsibility for the success of VTA's transformation lies with the board. They must model the accountability that is sorely needed throughout the organization. This accountability encompasses setting clear expectations for change outcomes, regularly monitoring progress, providing necessary resources and support, and holding leadership–includingthemselves–responsibleforresults.

Tomakethisaccountabilitytangible,theboardshould:

● Establishclearmetricsforchangeprogressthatgobeyondfinancialindicatorstoincludeculturalandoperationalmeasures.

● Tieexecutivecompensationtotransformationoutcomes,ensuringalignmentbetweenleadershipincentivesandorganizationalgoals.

● Implementregularboardreviewsofchangeinitiatives,usingthethreemodesofgovernancetoassessprogresscomprehensively.

● Createtransparentreportingmechanismsforallstakeholders,fosteringtrustandengagementthroughouttheorganization.

● By taking an active role in driving accountability, the board can break the cycle of failed change initiatives and set VTA on a path to genuine transformation. Their leadership in this area will be the ultimate determinant of whether this change effort succeeds where others have failed, and whether VTA can truly become the organizationitaspirestobe.

This comprehensive approach to accountability, driven from the top and encompassing all three modes of governance, is what distinguishes successful organizational transformationsfromthosethatfalter.It'stheboard'sresponsibilitytoensurethatthistime,thingswillbedifferent–notjustinintention,butinsustained,meaningfulaction.

VII.TranslatingVision intoAction:

KPIsandPerformanceMetricsforVTA

Leadership

PerformanceMetricsandDashboards:ToolsforAccountabilityand Progress

Performancemetrics

arequantifiablemeasuresusedtoassesstheeffectivenessofleadersandorganizationsin achieving their goals. In the context of VTA's change effort, these metrics should be directly linked to key objectives of the transformation, such as improving psychological safety,enhancingcross-functionalcollaboration,orincreasingemployeeengagement.

Dashboards

are visual representations of these metrics, providing at-a-glance views of organizational performance.TheyallowtheBoardandleadershiptoquicklyidentifytrends,spotareasof concern,andtrackprogressovertime.Effectivedashboardsshouldbe:

● Concise,focusingonthemostcriticalmetrics

● Regularlyupdatedwithreal-timeornear-real-timedata

● Accessibletorelevantstakeholders

● Designedtopromptactionanddecision-making

By implementing well-designed performance metrics and dashboards, VTA's Board can maintainoversightofthechangeeffort,holdleadershipaccountable,andmakedata-driven decisionstoguidetheorganization'stransformation.

PerformanceMetricsforExecutiveLeadersandtheExecutiveLeadershipTeam

Labor-ManagementCollaborationMetrics

● Frequency and quality of labor-management meetings

● Number of joint problem-solving initiatives undertaken

● Percentage of employees reporting improved labor-management relations

● Percentage of union representatives satisfied with their involvement in the change effort

OrganizationalCultureTransformation

● Prevalence of desired behaviors and habits (e.g., collaboration, open communication, accountability)

● Reduction in incidents of bullying, favoritism, and other problematic workplace dynamics

● Alignment between espoused organizational values and lived experiences

EmployeeSentimentandEngagement

● Results from quarterly pulse surveys, including:

● Overall employee confidence in the change effort

● Perceptions of psychological safety and inclusion

● Satisfaction with communication and transparency

● Employee turnover and absenteeism rates

PerformanceMetricsforExecutiveLeadersandtheExecutiveLeadershipTeam

Encourageemployeestovoiceconcerns,ideas,andfeedbackwithoutfearofretaliationornegativeconsequences

● Respond to employee input in a timely and constructive manner, showing that their perspectives are valued

● Empower employees to take reasonable risks and learn from mistakes as part of the change process

EnableCollaborationandCross-FunctionalEngagement

● Break down silos and promote cooperation between departments and employee groups

● Facilitate regular touchpoints and joint problem-solving sessions between labor and management representatives

● Ensure that the change effort is inclusive of frontline employee perspectives and experiences

● Monthly/Quarterly ProgressTracking

● Change Effort Key Performance Indicators (KPIs)

● Percentage of change initiatives on track or completed

● Number of employee ideas or suggestions implemented

● Percentage of employees reporting increased trust in leadership

● Reduction in grievances, complaints, or disciplinary actions

BoardofDirectorsDashboardRecommendations

PerformanceMetricsforExecutiveLeadersandtheExecutiveLeadershipTeam

DemonstrateAccountabilityandFollow-Through

● Establish clear ownership and timelines for change initiatives, with regular progress updates

● Hold themselves and their teams accountable for delivering on commitments and milestones

● Address any barriers or resistance to change in a timely and transparent manner.

MeasureandRespondtoEmployeeSentiment

● Conduct quarterly pulse surveys to gauge employee confidence, trust, and satisfaction with the change effort

● Analyze survey results and other feedback data to identify areas for improvement and adjust the change strategy accordingly

● Communicate survey findings and corresponding action plans transparently to the workforce

QuarterlyPulseSurveyRecommendations

● Conduct anonymous, confidential surveys to gauge employee sentiment and perceptions

● Leverage a mix of quantitative (rating scales) and qualitative (open-ended) questions to gather comprehensive feedback

● Focus on key areas such as change effort progress, labor-management dynamics, psychological safety, and culture

● Communicate survey results and corresponding action plans to all employees, demonstrating transparency and responsiveness

● Use pulse survey data to inform adjustments to the change strategy and initiatives, ensuring the organization remains agile and responsive to employee needs

Appendix

Methodology

Research

FromMarch23,2023June24,2024[tk]laborleadersparticipatedinweeklymeetingsaspartoftheworkwithABDVentures.

● Thisreportisbasedonthefollowingresearchwiththeselocalunionleaders,referredtoastheExecutiveLeadershipTeam[ELT]:

● InterviewsconductedbyABDVentures

● WorkshopsoncapacitiesforsystemschangeduringaDecember2023WorkshopBeyondtheQuickFix

● Gatherings of executive leadership meetings with 3 of the 4 local unions who volunteered to share more detailed stories and lessons learned on capacities for leadingchangethroughthefollowingactivities:

○ Afull-daysessioninJuly2023

○ Follow-upconversationsandfeedbackfromJanuarytoJune2024

○ 2Membershipmeetingswithlocalunions

○ 2Meetingswithexecutiveofficersoflocalunions

● Unlessotherwiseidentified,thequotessharedinthisreportarefromthelocalunionmembers.

● In addition to union responses, we drew on reports from the change effort and ABD Ventures prior research and work with trauma impacted clients and client systems.

● Wealsoconductedaliteraturereviewonworkplaceviolence,reportsoftheVTAtragedy,andpriorinvestigativereports.Acomprehensivelistisincludedbelow.

● The findings from the resources were consistent with what was shared by the [tk] local union leaders and their members. This, along with our extended research, allowedustoconfidentlysynthesizethefindingsacrossvarioussources.

Methodology

Research

Continued

Ourresearchincludedathoroughdeskreviewofnearly200documents,butnotlimitedto[tk].

● VTABoardandSub-CommitteeMeetingsandMeetingMinutes

● VTAVTPReports

● VTAAnnualReportsandBudgets

● VTAUnionContracts

● VTAComprehensiveAnnualFinancialReports

● NewspaperArticles

● 20032004 Santa Clara County Civil Grand Jury Inquiry Into The Board StructureAndFinancialManagementOfTheValleyTransportationAuthority

● Hay Group Santa Clara Valley Transportation Authority Organizational And FinancialAssessmentExecutiveReport

● State Auditor July 2008 Report 2007129  It Has Made Several ImprovementsInRecentYears,ButChangesAreStillNeeded

● VtaTransitSustainabilityPolicy

● 20082009SantaClaraCountyCivilGrandJuryReport-TakingThePublic ForARide

● Assessing Transit Service Performance - Recommended Standards for SCVTA2010

● 2017 Transit Asset Management Plan 20182019 Civil Grand Jury Of Santa Clara County - Inquiry Into Governance Of The Valley Transportation Authority

● City of Palo Alto City Council Staff Report - Approval of Response to the 20182019 Civil Grand Jury of Santa Clara County Report, Entitled, “Inquiry intoGovernanceoftheValleyTransportationAuthorityˮ

● City of San Jose Response to the Santa Clara County Grand Jury Report Entitles“InquiryintoGovernanceoftheValleyTransportationAuthority.

● 2019 VTA Response to Inquiry into the Governance of the Valley TransportationAuthority

● Oct2019RSMBoardGovernanceAssessmentProjectStatusReportAdHoc BoardEnhancementCommitteeBECMeeting

● Oct2019RSMPhaseIDeliverableandProjectStatusReportAdHocBoard EnhancementCommitteeBECMeeting

● Nov2019RSMProjectOverviewandStatusBoardofDirectorsMeeting

● Nov 2019 RSM Project Status Report Ad Hoc Board Enhancement CommitteeBECMeeting

● Nov2019RSMProjectOverviewandStatusCommunityandPublicMeeting, November20,2019

● Dec 2019 Board Governance Assessment Deliverable Report Analysis, ObservationsandRecommendations

Methodology

Research

Continued

● 2019TransitResearchAnalysisCommitteeLetterReport:

● 20192020CivilGrandJuryofSantaClaraCountyContinuityReport

● VTAForward

● 2020 TCRP Research Report 218 Characteristics and Elements of NonpunitiveEmployeeSafetyReportingSystemsforPublicTransportation

● 2021 Assembly Committee On Local Government AB 1091 Bill Santa Clara ValleyTransportationAuthority:BoardofDirectors.

● TraumaCounselingMentalHealthServicesBrief

● 2021RFPS21342OrganizationalChange&ClimateTransformation

● 2021 HFG Research And Policy In Brief Mass Shootings Causes And Prevention

● StrategicPlan-ValleyTransportationAuthority20172022

● SVP 2022 A Primary Guidance Document For The County Of Santa Clara OfficeOfEmergencyManagement

● 2022 Enabling DoD's Test Ranges and Infrastructure to Meet Threats and OperationalNeedsinthe21stCentury:UnclassifiedSummary

● 2022 Santa Clara Valley Transportation Authority/Samuel Cassidy InvestigativeFindingsClient-Matter:SA480/012

● 2022VTAAuditRequestfromAssemblymemberBerman

● 2023101AuditScopeAndObjectives

● 2023VTACulture&ClimateTransformationProgramOverview

● 2015 Labor Management Partnerships for Public Transportation, Volume 1 Toolkit

● 2015TCRPReport174ImprovingSafetyCultureinPublicTransportation

● 2018 TCRP Report 194 Pre-publication Draft: Knowledge Management ResourcetoSupportStrategicWorkforceDevelopmentforTransitAgencies

● Critical Issues in Transportation 2019  National Academies of Sciences, Engineering, and Medicine; Transportation Research Board; Executive Committee;ExecutiveOffice;PolicyStudies

● 2019 TCRP Synthesis 142 Implementing the U.S. DOT Reasonable ModificationRule

● 2019HomelandSecurityArchivesTheMissingLink:HowDoGapsInMental HealthcareContributeToTheActiveShooterEpidemic?

● 2020 TCRP Research Report 215 Minutes Matter: A Bus Transit Service ReliabilityGuidebook

● 2022TCRPLRD158PolicingandPublicTransportation

● 2024 TCRP Research Report 242 Homelessness: A Guide for Public Transportation

GlossaryofTerms

Memberengagement:Active participation and emotional investment of employees in their work and organization, fostering a sense of ownership and commitment to collective success.

Stakeholders All individuals or groups affected by or capable of influencing an organization's actions, including employees, unions, management, customers, and community members.

EmployeeVoice:Theabilityandopportunityforworkerstomeaningfullycontributetodecision-makingprocessesthataffecttheirworklivesandorganizationaldirection.

Accountability:Acultureofmutualresponsibilitywhereindividualsatalllevelsareanswerablefortheiractionsanddecisions,fosteringtrustandcontinuousimprovementrather thanblame.

PerformanceManagement:Acollaborative,ongoingprocessofsettingexpectations,providingfeedback,andsupportingemployeegrowth,focusingondevelopmentratherthan punitivemeasures.

Labor-Management:partnershipAcollaborativeapproachwhereunionsandmanagementworktogetherasequalpartnerstoaddressorganizationalchallengesandopportunities.

GlossaryofTerms

Governance:Thesystembywhichanorganizationisdirectedandcontrolled,ideallyinvolvingshareddecision-makingprocessesthatincludediverseperspectives.

Micro-governance:Day-to-daydecision-makingprocessesthatimpactimmediateoperationsandemployeeexperiences.

Macro-governance:High-levelstrategicdecision-makingthatshapestheorganization'slong-termdirectionandculture.

GenerativeApproach:Togovernancethatfocusesonframingissues,identifyingquestions,andcreatingnewpossibilitiesratherthansimplychoosingbetweenpredetermined options.

Shared Governance: A model where decision-making power is distributed across different levels and groups within an organization, fostering collective ownership and responsibility.

Interest Based Decision-Making: A problem-solving approach that focuses on understanding and addressing the underlying interests of all parties rather than their stated positions.

AdaptiveLeadership:Aleadershipapproachthatempowersindividualstotacklecomplexchallengesbyfosteringlearning,creativity,andresilienceinthefaceofuncertainty.

Technicalfixes:Solutionsthataddressimmediate,well-definedproblemsbutmaynotaddressunderlyingsystemicissuesorcomplexadaptivechallenges.

MaterialsandPresentations

LeadershipforCultureChangeWebsite

AresourcehubformembersoftheExecutiveLeadershipTeamatSantaClaraValleyTransportationAuthorityVTA.Itactsacentralizedhubprovidingquickaccesstointernal resources and materials for ELT members. It also serves as a public hosting website for leadership and development training documentation, research and reports, and additionalinformationregardingABDVentures.

Learning,Lessons,andLeveragingLeadershipthroughGovernance

TeamABDpresentedtotheVTABoardonJune6,2024.ThepresentationprovidedanoverviewofthepersistentissuesatVTA,highlightedtheshortcomingsofthecurrentchange initiative,andemphasizeditsrelevancetoboardmembers.Itproposedpathwaystoinstillaccountabilityandoutlinedmethodstoassessculturechangeinitiatives,ensuringalignment withtheoverarchinggoals.

TeamABDʼsReportBacktoEmployeeGroups

TeamABDreportedbacktoemployeegroupsontheirculturechangeassessmentatVTA.Theyidentifiedissueslikeunrepresentativedataandaninadequatediagnosticphase.Their suggested improvements include revisiting the diagnostic phase, fostering collaboration, aligning workstreams with a common vision, and adjusting resource allocation for a more effectiveculturechangeeffort.

SB129&TeamMeeting

ThepresentationclarifiesVTA'sRFPobjectives,updatesprogress,andsharesframeworks,emphasizinga"human-centeredworkplace"and"justculture."Itfocusesoncollaboration withlocalunionsforculturalchange,notopposition.Keyphasesincludepathfinding,preparation,facilitation,andanchoringchange,involvingleadership,accountability,compliance, andcommunication.Itstressessharedgovernance,collaborativereflection,andpartnershiptobuildtrustandresources,advocatingsystemicthinkingandeffectiveleadershipfora transformativeculturalshift.

MaterialsandPresentations

AssessmentReport

The primary objective of this report is to delve into the historical and current systemic factors contributing to tensions and ruptures between VTA employee groups and management.ThereportnotonlyidentifiesunderlyingproblemsaffectingtheworkingenvironmentatVTAbutalsoservesasaroadmapforaddressingtheseissues,drivenby theneedtosurfaceandunderstandconvergencesanddivergencesbetweenEmployeeOrganizationsandVTAManagement

FromChecklistCulturetoSafetyCulture

The report's intent is to encourage a data-driven and diagnostic approach to safety culture transformation and to emphasize the importance of a well-defined purpose, while also addressingconcernsrelatedtopsychologicalsafetyandunionrepresentation.ThereportevaluatesVTA'ssafetyculture,highlightingtheabsenceofdiagnosticevaluation,theneed foraclearpurposestatement,andconcernsaboutpsychologicalsafetyandunionrepresentation.

SCVTA Final Report

Essential Capacities & Conditions For Healthy Workplace Culture

SomethingSpecial

TransformingTransit,TransformingOurselves: AJourneyofLeadershipandChangeatVTA

TotheNineLivesLostandtheOneinDespair

TransformingTransit,TransformingOurselves: AJourneyofLeadershipandChangeatVTA

AboutABDVenturesLLC

I. Introduction

TableofContents

Introduction

SettingtheStage.

BehindtheScenes.

TheCapacitiesand ConditionsEssentialfor BuildingHealthy WorkplaceCulture

PsychologicalSafety: TheBedrockofTransformativeInnovation

Capacitiesand ConditionsEssentialfor BuildingHealthy WorkplaceCulture

CollaborativeProcesses: TheCatalystofOrganizationalSynergy

Accountability: TheBackboneofCultureTransformation

ContinuousLearning: TheEngineofCulturalEvolution

SharedVisionandAlignment: TheBedrockofCulturalRenovation

II.ProjectScope,Objectives,andApproach

ChartingaNewCourse:ABDVentures'MandateatVTA

Whatwewerecalledontodo:

TheFourPillarsofChange:OurHolisticModel

UnionOutreachandEngagement:

IssueIdentificationandResolution:

LeadershipandSkillsDevelopment:

StrategicSupportforCultureChange:

A5PhaseProcessforRenovatingCultureatVTA

InitialPathfinding BuildingCoalitions forSuccess

Facilitating Conversationsthat Matter Anchoringand AcceleratingChange

NavigatingChallenges:ObstaclesandStrategicShiftsAlongtheChangeJourney

HowWeAdapted InitialChallenge Pivot

Outcome

NavigatingChallenges:ObstaclesandStrategicShiftsAlongtheChangeJourney

Howweadapted InitialChallenge Pivot

Outcome

SummaryandLessonsLearned

III.ChallengeforInitiativesBornOutofCrisis and their implications

TableofContents

PathtoEffective CultureRenovation

Reflect

Reset

Reinvest

UncoveringtheChallengesinVTAʼsChangeJourney

CriticalGapsinVTAʼsChangeInitiative

TheCriticalMisstepinVTAʼsChangeInitiative-WhatProblem[s]

areWeSolvingFor?

KeyInsights

SystemicIssues

CassidyReport

PersonalIssuesatVTA SystemicIssuesatVTA

LackofDiagnosticRigor:ACriticalFailureinVTAʼsChangeEffort

KeyInsights

MissedOpportunities

SiloedSolutions,SystemicFailures: OverlookingCriticalInterdependencies

CommunicationsWorkstream

KeyInsights

SafetyWorkstream

LeadershipWorkstream

ChallengestoSharedGovernance&Labor-ManagementPartnership

ExplainingKeyAreasofMissedOpportunitiesintheChangeEffort

Insights

ConsultantʼsReflections

IV.AMidCourseCorrectionfortheChangeEffort

TableofContents

PathtoEffective CultureRenovation

HowtheLessonsandLearningsfromPhase

OnePresentaRoadmaptoAccelerateChange

Reflect

Reset

Reinvest

FromReflectiontoTransformativeAction

ThePivotPoint

KeyAreasofFocus

BuildingaLearningOrganization

ThePathForward

WhyVTANeedsSystemsThinking: UncoveringInterconnectedChallenges

WhyManagementTrainingAloneIsn'ttheAnswer:ASystemsViewofanImportantChallengeatVTAAnexample

&MindsTheFeelings]:

SystemsThinking: YourGPSforNavigatingOrganizationalComplexity