Transit California sat down with Norman K. Tuitavuki, COO at Monterey-Salinas Transit District (MST), the Association’s new Operations Committee Chair. In addition to his service at the helm of the Operations Committee, Tuitavuki serves on several other key Association committees.
Transit California: In spring 2024, Executive Committee Chair Sharon Cooney named you Chair of the Association’s Operations Committee, a committee you have participated on for several terms. What are the committee’s priorities for the 2024-25 term? Are there particular priorities you are pursuing through the committee as the Chair?
As always, Safety is our number one, and our highest priority. I’m actively engaging the Committee members to find ways the Association, through this committee, can help improve the overall safety of our employees, customers, and the communities we serve. We’re in the process of boiling down many of the safety-related topics and ideas we recently discussed at our Committee kick-off meeting. I’ll work with our members to bring forth a short list of specific items that we believe will have the greatest impact on our members and public transit, in general.
The Committee has been pushing the California Department of Motor Vehicles (DMV) to streamline and improve its Employer Testing Program (ETP) which allows transit agencies to administer the drive test portion of the DMV’s commercial driver license requirements. With many transit agencies in dire need of hiring coach operators, the ETP is especially important because it dramatically reduces the total time it takes to put a new coach operator behind the wheel of a bus and in revenue service. We’ve made some headway on this issue in recent years, but more work and collaboration are required – we’ll continue pushing.
Finally, ensuring that our members are informed. There are so many rules and regulations that directly affect our ability to properly manage our Operations. As the Chair of this Committee, I want to identify these items early so that I can inform our members and start developing solutions or responses to critical issues. Keeping our members fully informed and arming them with a menu of solutions will enable them to better manage their Operations.
Transit California: You have served as a member of the Association’s Zero-Emission Bus (ZEB) Task Force since 2019, which is charged with steering the Association’s advocacy and education programs in support of the implementation of the California Air Resources Board’s (CARB) Innovative Clean Transit (ICT) regulation and various other zero-emission vehicle regulations. Can you talk about the areas of progress this committee has made during your service?
First and foremost, the task force has played a pivotal role in shaping the policies and regulations that have helped to shape and guide ZEB deployment in California,
The task force has been instrumental in improving ZEB knowledge and sharing best practices across the transit community nationwide – not just in California. By helping to organize educational programs, workshops, and forums, we have tried to provide transit agencies with the information and resources they need to successfully navigate the complexities of ZEB adoption.
With the support and guidance of the Association, and through the task force, we’ve developed a mutually respectful and positive relationship with CARB. This relationship has enabled the task force to provide direct input and feedback on many of the programs that CARB has implemented or is considering implementing. Our input has resulted in real changes at the state level. We had direct input when the ICT was created. Not all of our recommendations were implemented but our efforts along with the Association’s Executive Committee, helped shape the regulation. Today, CARB consistently seeks feedback and recommendations from this task force, which is a huge win for our members.
The task force helped prevent Cummins from leaving the transit bus industry in California a few years ago. Instead of adapting to the regulatory landscape in California, Cummins initially informed its California-based customers of its intention to withdraw from the public transit bus sector in California due to their concerns. The task force immediately assembled and created a menu of solutions that eventually garnered acceptance from both CARB and Cummins. As a result, Cummins continues to serve its public transit customers here in California.
Finally, our task force has been actively engaged in guiding, shaping, and re-shaping the funding and financial incentives and purchasing tools available to our members that support the transition to ZEBs while aligning with the ICT regulation. We’ve worked hard in trying to bridge the funding gap between the cost of internal combustion engine buses and ZEBs. The task force will continue pushing our need for increased funding, identifying ZEB-related issues, and providing solutions to the complex transition to ZEBs.
Transit California: You also serve on the Association’s Maintenance Committee, which facilitates a forum for the exchange of information on issues related to vehicles and equipment and provides recommendations to the Executive Committee on maintenance-related items requiring Association action. How does your experience as the COO of a small operator agency inform your service on this committee?
My tenure as the Chief Operating Officer (COO) of a small operator agency undoubtedly enriches my contributions to the Association's Maintenance Committee.
Leading the Operation of an agency of my size requires a detailed approach to maintenance management, where resource optimization and efficiency are paramount. My experience in providing executive oversight for the maintenance operations of our agency has afforded me firsthand insights into the challenges unique to maintaining a diverse fleet of vehicles and equipment with limited resources. This experience lends depth and relevance to my contributions to the Maintenance Committee. I may not turn a wrench, but I can confidently speak about the operational intricacies and resource constraints that smaller agencies are dealing with.
Transit California: Additionally, you serve on the Program & Conference Committee, which is responsible for the development and guidance of the Association’s Fall Conference. What originally inspired your interest in providing planning and input into the Association’s events? How do you incorporate feedback from attendees into your planning process?
I’ve always wanted to join and play an active role on an Association committee. This committee was sort of a “jumping off point” for me. This committee helped me understand how to interact with my peers and how important it is to speak up and ask questions.
This committee is comprised of members from the private and public sectors. We collaborate to ensure feedback from both sectors is heard and incorporated into the educational sessions for our members. We balance both sides so our members don’t feel like they’re being sold a product while at the same time, our private sector partners can provide support and suggestions for the issues that affect us daily.
Transit California: What would you say to those who are interested in serving on an Association committee, but don’t know where to start or what to expect? Do you have any recommendations for how those who are interested in learning more can get involved before officially serving on a committee?
I’m heading into my 18th year working in the public transit industry. I’d tell anyone interested in serving on a Committee to find their voice and join the Committee that aligns with their expertise or field of work. By selecting a committee that resonates with their work, individuals can leverage their existing knowledge and contribute meaningfully to discussions and initiatives. The Association’s committees are especially powerful. The work done at the committee level almost always translates to changes and improvements in the transit industry.
Having navigated the public transit landscape for nearly two decades, I understand the fear that often accompanies speaking up in unfamiliar settings. However, I've learned that overcoming this fear is essential for both personal and professional growth. While concerns about perception are natural, it's a fear that we have to overcome as individuals to prioritize contribution over our self-doubt. Your colleagues value and appreciate the insights and perspectives you bring to the table, regardless of how you look or sound.
I highly encourage those interested in committee service to seize the opportunity to contribute their talents and perspectives. By overcoming apprehensions, embracing collaboration, and actively participating in committee activities, individuals can expand their professional horizons and make meaningful contributions to the transit community. Actively serving on a committee will increase your professional knowledge and sharpen your skills as a leader.
Transit California: What courses of action would you suggest to Association members who have recently joined a committee for the first time and may wish to extend their service long-term?
Contribute, engage, and stay informed! Familiarize yourself with the committee’s purpose, goals, and responsibilities. You have to know and understand these things to effectively contribute. Engage actively and do your best to attend all meetings. By attending all meetings and actively engaging, you’ll demonstrate your commitment to the committee, you’ll enhance your presence on the committee, and you’ll increase your professional knowledge in your field of expertise. Build relationships – take time to connect with your peers and colleagues. I’ve been able to exponentially expand my network of contacts by connecting with my fellow committee members. I’m extremely grateful that I can pick up the phone and troubleshoot an issue with any of my committee members and colleagues. This is how and why I’ve chosen to continue serving on committees.
Transit California: You serve as the Chief Operating Officer of Monterey-Salinas Transit (MST), a geographically large and economically wide-ranging operating region on the Central Coast which extends from Watsonville and Gilroy down to Paso Robles. Before that, you served for over a decade in several leadership positions at the San Joaquin Regional Transit District (RTD) in the Central Valley. What are some of the challenges facing your current and previous agency and other agencies like yours, and what are some of the ways you are addressing or have addressed those challenges?
One of the primary challenges facing agencies like MST and RTD is the need to optimize service delivery in geographically expansive regions while serving diverse communities, with various economic demographics. Balancing the demand for comprehensive coverage with limited resources is always a big challenge. To address this, MST has implemented data-driven route optimization strategies and collaborated with our Board and local stakeholders to identify high-priority service areas, ensuring that our services meet the evolving needs of our communities. Increasing service to the communities with the highest ridership is something I was a part of at RTD and something I was a part of again here, at MST.
The most critical challenge revolves around the transition to zero-emission vehicle (ZEV) technologies. With increasing regulatory pressures, all California transit agencies have embarked on ambitious initiatives to fully transition their fleets to battery electric and hydrogen fuel cell technologies. Leveraging grants and partnerships have helped MST procure electric buses and charging infrastructure that is helping us pave the way towards full compliance, but it’s absolutely difficult and extremely challenging. The Association has helped me better understand the ZEB landscape – but the landscape is constantly evolving and changing. As the COO, I have to ensure that my team and I are fully informed, ready, and able to do the necessary work for transitioning to ZEVs.
Furthermore, new mobility technologies continue to spur innovation within the public transit industry. As leaders, we are challenged with understanding and evaluating a vast number of technologies – all of which are supposed to improve our ability to serve our customers; however, that’s not always the case. We don’t want to be the guinea pig for new technologies, but at the same time, we don’t want to let a ground-breaking technology pass us by. MST has done a good job of carefully evaluating and selecting the right technologies. For example, during the pandemic, MST installed contactless fare payment devices in our buses, implemented fare capping, and rolled out a new fare structure. It wasn’t easy but it was very rewarding. We have improved the way that our customers can access and ride our system.
By fostering a culture of innovation, collaboration, and adaptability, MST and similar-sized agencies are tackling the challenges that transit agencies are facing in today's dynamic landscape. Through strategic investments, community engagement, and a relentless commitment to excellence, we are poised to overcome obstacles and chart a course toward a better future for the communities we serve.
Transit California: Early in your career, you worked in the transportation sector in private industry, including overseeing routing and deliveries to retailers throughout Northern California. How did your work in the private sector prepare you and inform your current service in the public sector?
Early in my career, I gained invaluable experience in the transportation sector within the private industry, where I managed and oversaw the routing and deliveries to customers throughout Northern California and portions of Oregon and Nevada. Additionally, I oversaw the container drayage operation for overseas customers in Hawaii and other Pacific islands. This background has profoundly shaped my approach to service in the public sector. In both public transportation and the distribution industry, you have to have the ability to quickly solve problems in real-time while managing many other important responsibilities. Resolving unplanned operational issues daily is a necessary skill set when managing frontline employees. Working for a private company in the logistics industry helped me develop strategic thinking, problem-solving, and communication skills.
More importantly, the private industry taught me how to manage and respond to problems during stressful situations. Additionally, the private industry taught me the importance of customer service and how treating customers can make or break a business deal. Anyone can solve problems, but solving complex problems in real time, while under tremendous stress, is extremely difficult. My experience in the private transportation sector has undeniably enriched my ability to navigate the challenges inherent in public transit.
Transit California: You earned a Master of Science focused on Transportation Management from San Jose State University. How did this degree enhance your knowledge of transit and shape your career?
The Master's degree program at San Jose State University is top-notch! The degree is offered through the Mineta Transportation Institute and is taught by industry professionals with real-life experience. The program provided deep and extensive views into all areas of public transportation – from Policy to Marketing and everything in between. I'm more informed and aware of the work of my colleagues in other departments. I’ve improved the way I approach issues and the program has improved my communication skills, specifically my writing skills.
In essence, the Master's degree program at San Jose State University has not only deepened my understanding of transit management but has also equipped me with the tools and competencies essential for navigating the complexities of the public transit landscape and driving impactful change within my organization – and the industry as a whole.