This document summarizes remarks made at an HRMPO retreat on reforming and transforming the organization. [1] The retreat aims to discuss reform progress so far and consider next steps to reform committee structures and voting procedures while also establishing a vision and role for the MPO to improve regional transportation and competitiveness. [2] The speaker urges the board to think boldly about how the MPO could provide regional leadership on transportation issues rather than focusing solely on near-term reforms. [3] He challenges them to imagine the MPO becoming a top-tier organization that secures public trust and positions the region competitively for future transportation funding.

1. HRMPO Retreat Remarks
February 11, 2009
Our theme for today is reform, transform, transcend or more simply---
be the best you can.
However, there is a deeper question---Can we be a region?
And more specifically, how does the MPO fit and contribute to our
dreams to be a competitive region. Some say the MPO can be key to
Hampton Roads’ competitiveness in the global economy.
If so, how?
Many, many issues have been suggested for the MPO to consider. Here
is one of our visual aids for the day. As you know from the title of your
agenda, we suggest your agenda falls into three categories: reform,
transform and transcend. We see this as a journey of learning and act-
ing---making decisions when they are ready.
Most of your work so far has been concerned with Reform. In a few
minutes we want to talk about the second circle---Transform---and in
particular the idea that our MPO needs a “Vision.” As your facilitators
we think much of your reform business needs to connect the dots of
committee structure, voting, membership and so forth to the Vision you
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2. imagine. We think your structures and the way you work should always
connect to where you want to go.
We have also offered some rough time tables for the three categories of
work as a way to help you be accountable and focused. You can see the
time at the bottom of the visual. This is an attempt to offer you a ma-
naged environment as a template that represents real work and that is the
business of an MPO.
However, we are all reminded of famous journeys and the trails they
take. I am told the Old Testament Exodus took forty years to complete
an eleven day journey. That journey in the desert was noteworthy for
the murmuring and grumbling.
In the course of this day we hope you will keep the concepts and tasks at
high levels and will not get bogged down in the details of specific solu-
tions. This day is primarily to explore your imaginations, your thinking
and even your hearts. We hope you can be open and committed to find-
ing new understandings.
The reform part of this journey started about six months ago with ap-
pointment of a study committee that followed a federal audit that was
published in early 2008. The work of the committee has been comple-
mented by a 65-page report by a national consultant which was received
last month.
The case for fundamental change has been made and is compelling.
The federal audit lists 11 corrective actions
And the consultant report says our MPO ranks last in our peer group of
38 and near the bottom in performance factors with the 350 MPOs in the
nation.
Our own knowledge says we are struggling within the region to meet our
transportation needs.
Today’s retreat has been scheduled to review the reform progress to date
and to come together as an entire Board to consider what lies ahead. Al-
ready several reform improvements have been formally approved and
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3. later today you will discuss other issues that are being prepared for ap-
proval.
As you have worked on the issues for corrective action---it has become
obvious our MPO is at a BIGGER crossroads---and not simply at a junc-
ture of fixing a dozen or so issues.
Respectfully, it is my interpretation that you are facing a whole new fu-
ture. And, hopefully, the future will be your major focus today.
Yes, you need to adopt by laws for the first time after more than 30
years without them. Yes, you need to talk about committee structure,
and voting, and, yes, you need to think about the name of this organiza-
tion and when it meets---but first I hope you will focus on the future of
the MPO and its role.
What are the biggest ideas you can imagine for this MPO? Is this MPO a
critical building block for moving our region? Can our MPO become a
top tier MPO, say, performing at the level of Northern Virginia or Frede-
ricksburg or Greater Dallas or Miami Dade? Is our MPO ready to posi-
tion itself competitively for the new federal transportation authorization
act discussions later this year where it is expected that MPOs will have a
more robust role than in the past?
Within Virginia can our MPO become the central place for transporta-
tion discussions in Hampton Roads? For instance, can we be the PLACE
where state legislators come for ideas for their legislative initiatives ra-
ther than introducing bills each General Assembly session that surprise
you? Can the MPO secure the trust of citizens in the region?
Can we imagine our MPO organized, and staffed, to provide this kind of
leadership?
If an agile and robust MPO becomes part of our vision---can we then or-
ganize our by-laws, our voting and our committees so that they support
the mission and take us to that future?
Each of you are bold leaders within your localities or agencies. This
room is full of local elected official who are not thwarted or intimidated
by excuses in building your cities and counties.
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4. Neither sleet, snow, Dillon Rule, nor state or federal money shortages
kept you from success. Just think of the remarkable stories that are in
this room---new Town and High Street in James City and Williamsburg-
--Yorktown development, Power Plant in Hampton, Newport City Cen-
tre, MacArthur Mall, Town Center, Harbor Center, Victory Crossing,
VMASC---to name a few. The list is long. Then, there is the amazing
port story, light rail and James City/Williamsburg transit. Each has de-
fied the odds. And each has consistently overcome all the excuses that
have been put in your way.
Isn’t it time we succeed in transportation in Hampton Roads the same
way we have in our entrepreneurial localities and agencies?
Can today be another turning point in our MPO story? Can you imagine
a total new beginning, a fresh start, as well as an agenda for reform?
Do the payoffs imagined for the region and for each of your jurisdictions
merit your personal efforts? Can leaders be found among you who are
willing to commit the time and help build the capacity of this organiza-
tion to dig deeper into the issues and restructure for success?
This is clearly collaborative work that goes beyond the boundary lines of
your localities. But it is not voluntary or optional choice work---where
localities can take it or leave it. The MPO is a public body that is a
product of federal law---in fact three sections of the U.S. Code. The use
of federal dollars for transportation requires regional decision making.
The MPO is classified as a public body by the Commonwealth of Vir-
ginia. It must adhere to Virginia Laws, such as the Freedom of Informa-
tion and Public Procurement Acts. For the good of each of your jurisdic-
tions and for the region this is very important work. It is also work re-
quired by law.
In an oversimplified way---one of our goals today is---can we be a group
of US versus a group of ME? Can each of you represent the region as
well as your locality or agency? To do that we suggest there is a litmus
test question as you face each issue today. That question is: Do each of
you have enough understanding of where other Board members stand to
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5. be able to make a decision? The question is not---are you ready---the
question is are WE ready?
We suggest the emphasis is upon understanding others---and the readi-
ness of this group to act in a regional way and to genuinely make region-
based decisions.
Hopefully, we will have your permission to ask that question as we
move along throughout the day.
Jim Collins, author of the best selling book Good To Great opened his
book with the sentence “Good Is The Enemy of Great.” He meant good
organizations tend to rest on their laurels and be satisfied. He also
talked about applying “brutal facts” to good ideas to see if they have the
possibility of becoming great. At your crossroad today, do not be satis-
fied with your good reform work for fear that you may stop too quickly.
And please, please apply “brutal facts” to your thinking as you go for-
ward.
Jim Oliver, Chairman
Hampton Roads Center for Civic Engagement
5200 Hampton Blvd
Norfolk, VA 23508
http://www.HRCCE.org
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