Commissioner Accountability
Our county functioned under a unique system called Commissioner Courtesy. Simply, issues affecting zoning were up to that District's Commissioner. The others generally followed, knowing that he or she did what was in the best interest of their own district. This gave true accountability for each elected official. This way constituents knew at all times how their Commissioner voted on local issues. Very clear.
They Had the Vision
In 2000 Kevin asked me to accept a volunteer position on the Gwinnett Transit Advisory Board. I said, “Kevin, I don't know anything about transportation.” He said, “Okay, maybe so, and you are also one of the smartest people and experienced leaders in my district.” How could I say no after that? I accepted and he appointed me. The fastest growing county in the Atlanta area 30 miles away did not have any other way for county residents to get to work and to shop in Atlanta but by cars. It was decided by the county commissioners to set-up a bus system and HOV lanes. The estimated cost for the first 14 busses and operation was nearly $80 million.
The First Meeting
It was chaired by Brian, the county director of transportation, a respected, long-service manager. He was responsible for all forms of transit. This was a new challenge for him and his excellent staff. He explained the responsibilities of our board and asked the five of us — the appointees of each commissioner — to introduce ourselves and to vote to select a chairman of the board. Each person had an interesting background and only one, Lloyd, age 75, had extensive transportation engineering experience. Well to my deep surprise, they elected me. I said, “I will accept with these conditions. First, I will help each of you serve your district commissioner and your needs. If I fail, you can overthrow me by majority rule. Okay?” The others were surprised and not used to it in their government and business experience, but approved anyway. “Second, I do not want us to work with Robert's Rules of Order.” One City Councilman and also an engineer asked, “How could we function?” I said, “Better and faster and we will all hear each other and make swift decisions. Willing to try?” “Absolutely,” he said. The others welcomed it also!
So I said, “Okay then, let's go. The stage is set. Brian what's number one priority for you?” Brian told us that external design of the bus would be most helpful now. I knew that this was his test for us. So I said, “Please have the design consultants here next week to present design and logo options to us. Okay?” Then we adjourned.
The Challenge
They presented three designs for our decision. I said, “Which one are you fine designers most impressed with?” The president said, “It's your choice!” I said, “Not yet. First I want you to come up with a complete design that you will be proud to offer for awards at an American bus design competition and any of your trade shows. It must be an award-winning work. Then we'll decide on what we all think is best. Okay?”
My board and the DOT staff said, “Wouldn't that cost more and take longer for them to do?” I turned to the designers and said, “I believe that you all would welcome the opportunity to do a superb bus design and it would not cost us more or take long. Am I right?” They looked at each other and said, “We've been in business a long time and no one has ever given us this excellent type of guidance.” I asked, “Can you do it?” They said, “Will next week be too long, Doc?” “Fine with me. You all?” I went around the room. Everyone agreed - with some members shaking their heads incredulously.
High Standards for All
So now we had a real winner ... a compressed natural gas bus that minimized pollution, with overhead racks, space for coffee cups, beautiful inside, very comfortable seats and a 35-passenger capacity. We worked together on routes, frequent schedules into and out of Atlanta and re-fueling stations. We minimized our contribution to Atlanta's air pollution. We also developed a para-transit system for the handicapped.
I kept all meetings to 90 minutes and there was progress to be proud of each week before the system-wide launch. We all had fun. Enthusiasm, excitement and non-stop action prevailed.
There were some conflicts - I am sure I caused these conflicts to get the best out of the system and out of all of us. I was accountable to the Board of Commissioners (BOC). So was Brian. They set up the Gwinnett Transit Advisory Board (GTAB) to be sure that all potential problems were covered. So when Lloyd reviewed some of the engineering drawings and came to me to say, “Richard, these axles could crack on a sharp turn in the city. People could get killed.” I said, “We must talk to Brian who did not have an engineer on his staff of Lloyd's caliber.” I knew we had a problem that needed to be resolved quickly with the builders of the buses. Brian and I did not agree. However, I thought it was my duty to assure the Board of Commissioners and to protect all citizens from an accident and I insisted, and got, a review with Lloyd supervising. It was cleared up to all our satisfaction. Although Brian was out-of-joint, he also agreed that we protected him and everyone else. In the end he was grateful. I gave him a Lazar Character Academy Award and he gave me a beautiful plaque for my leadership on the full project.
The Launch in 2002
The launch included free trial rides on the bus and a bus rodeo where I was asked to drive one. What a thrill. Finally, after awhile, the then governor and all elected officials celebrated. Everyone got recognized. Everyone patted themselves on the back. We made it on schedule in a very short time, within budget and with super quality AND people were more proud than anything they've done in their careers. Then when I suggested to my board, and with their agreement, we asked the BOC to give us a mission to study rail alternatives up through the northeast, they gave it to us.
Awards
We all received plaques, dinners, parties ... and then with mixed feelings I had to leave. In 2002, my wife and I moved to Fayetteville, to be near her mother. Shortly afterward the bus was awarded four special design and functional awards. The ridership increased dramatically and that meant less traffic and less pollution. The entire system was a model that many communities still seek-especially our way of managing to get there. We were all just ordinary men who cared, expected and achieved the best. We were amply awarded with joy and great memories.
Lessons
Go for the best - shoot for the stars. It's easier than mediocrity and more memorable. Ask others for their best-the young and the old. It's Never Too Late ... for ordinary people to rise up and do their best together.
“The Right Way to Be Wrong”
Richard G. Lazar, PhD, PrimeLife Magazine, November 2005
Only if we live long enough can we see how wrong we were back then.
It takes gaining years of life to learn whether our beliefs about the future actually did happen - good or bad, right or wrong, or for better or worse. Then it's never too late to correct course and