PSTA CEO Brad Miller's Evaluation by PSTA Board Member Ben Diamond

St. Petersburg, Fl

Opinion by: E. Eugene Webb PhD
Coauthor of: So You Want Blog .

Each year PSTA Board Members are asked to complete a formal evaluation of the PSTA CEO Brad Miller. 

This Series gives the detailed evaluation by each PSTA Board Member.

Comment Text is taken from Documents obtained from formal Public Records Request.

Instructions (To Board Members)

Please take a few minutes to provide a numerical score in the following 10 general performance areas. You may also provide narrative comments as needed. A narrative providing some further explanation of each performance area is provided to help guide you in developing your overall score.

Reviewer:  Ben Diamond Citizen Board Member

1. Organizational Leadership

Rating for this category on a scale of 1 (worse) to 5 (best).   SCORE:  2

COMMENTS:  I think the CEO needs to take more time in reporting to the Board on steps that he has taken to hold the organization accountable and to correct issues or mistakes. I think this increased communication and reporting will be important to provide more accountability and transparency in the operations of PSTA.

2. Future Opportunities & Investments

Rating for this category on a scale of 1 (worse) to 5 (best).   SCORE:  3

COMMENTS:  The CEO has done a good job in framing for the Board of Directors the difficult policy decisions that the agency confronts to bring sustainable service to the County in the years to come. I also commend him for his efforts to obtain more state and federal resources to support PSTA’s needs, and for his efforts to build stronger relationships with our MPO and with HART.

3. Policy Development & Strategy

Rating for this category on a scale of 1 (worse) to 5 (best).   SCORE: 5

COMMENTS:  One of our CEO’s strengths is his technical expertise about “best practices” used by other transit systems. His background and involvement in national transit organizations has been an asset to PSTA.

4. Policy Implementation

Rating for this category on a scale of 1 (worse) to 5 (best).   SCORE:  2

COMMENTS: I think the CEO could provide greater communication to the Board on emerging issues and problems. The weekly summary of issues to the Board by email was helpful, but these need to be sent consistently. The weekly updates should thoroughly identify pending issues so that the Board is updated and informed on a prompt basis.

5. Working Relationship with the PSTA Board (As a Governing Body)

Rating for this category on a scale of 1 (worse) to 5 (best).   SCORE:  2

COMMENTS:  I think the CEO needs to spend more time working with the Board to provide information and follow‐up on a timely basis and to make sure Board member questions are answered and addressed.

6. Working Relationship with Individual PSTA Board Members

Rating for this category on a scale of 1 (worse) to 5 (best).   SCORE: 2

COMMENTS:  The CEO needs to keep individual Board members better informed on key and emerging issues.

7. Financial Resource Management

Rating for this category on a scale of 1 (worse) to 5 (best).   SCORE: 3

COMMENTS:  The CEO needs to keep individual Board members better informed on key and emerging issues.

8. Human Resource Management

Rating for this category on a scale of 1 (worse) to 5 (best).   SCORE: 3

COMMENTS: None

9. Community Leadership & Relations

Rating for this category on a scale of 1 (worse) to 5 (best).   SCORE: 4

COMMENTS:  The CEO has made strong efforts to meet with and listen to community leaders, elected leaders and PSTA riders to find ways to improve and expand our public transportation system.

10. Project Management

Rating for this category on a scale of 1 (worse) to 5 (best).   SCORE: 3

COMMENTS: None

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Disclosures:
Contributor: Waterfront Charter Amendment (Vote on The Pier), Carly Fiorina for President