For months, the university administration and student body have been mired in debate over the Purple Line, a metro line that could ultimately shape the transportation system both on the campus and throughout the Washington area. One of the most controversial and closely watched debates surrounding this topic involves the route the line will ultimately take through the campus.
On one side are university President Dan Mote and administrators, who now advocate a Preinkert Drive route after initially advocating a Stadium Drive route. On the other side are the Maryland Transit Administration officials and their chief spokesman and engineering consultant, Joel Oppenheimer, who advocate a Campus Drive alignment. Besides being the frontman for the MTA, Oppenheimer is also a motivational speaker and the vice president of STV Inc. The Diamondback spoke to Oppenheimer to find out more about his experiences in dealing with the Purple Line, his motivational speaking and how they have worked together in his career.
The Diamondback: Can you talk a little about your educational background and how it helped you get where you are today?
Joel Oppenheimer: My degree is civil and urban engineering from the University of Pennsylvania. … I studied quite a bit to get very good grades. Then when I graduated, I worked for five years; then I went back for a master’s in engineering administration at George Washington University. I had night class for three-and-a-half years while I was still working, but really my management experience gave me the comfort of getting in front of people and talking. Over time, I had seminars in a variety of things that drew me to read a lot and listen to a lot of books on tape, and the more I listened, the more I enjoyed learning and sharing that information.
DBK: Can you discuss how you got involved in time management seminars?
Oppenheimer: Through practical experience, I knew that I didn’t manage my time as well as I should, and I never had enough time for everything. It was an interest of mine, and I read some materials on it, and I listened to some audio books, and the story has it that, back in 2002, I was on a committee at my company to organize the management retreat. It was a two-day retreat, and I boldly said that we should get someone to speak about time management. The president of the company, after getting the minutes of the meeting, made an agenda for the retreat. Next to the time management seminar, he listed my name.
It was a surprise to me. I didn’t want to teach it; I wanted to learn it. But I used it as an opportunity. … At the end of the presentation, I felt it went really well. The person in charge of training said, “You should do it for the younger staff.” I started doing it for other groups, and I realized it was something I loved to do.
DBK: How has your motivational speaking helped you in your time as an engineer and in your time as the MTA consultant for the Purple Line?
Oppenheimer: Long before I was doing training talks, I took a love to public involvement for projects. Delaware was doing a study in 1985; I had six years of experience, and I found I loved going out and talking one-on-one with the public, and when it was a subject I really understood, I really loved doing it.
DBK: How does it feel to be the frontman for one of the most controversial topics both on the campus and throughout the region?
Oppenheimer: The thing I love most about planning is trying to guide people to make a good decision, something that, in the long run, will be valuable to future generations. When I think I see something good, it is fun to be a part of the strategy of getting from planning to seeing it on paper, then to the actual tracks.
DBK: Crime is a serious issue on the campus and in the surrounding community. How do you think having a Metro station running through the center of the campus will effect this situation?
Oppenheimer: I don’t believe the Purple Line will introduce any additional crime than is already introduced through the current bus system. We are only replacing those buses and creating a better and cleaner system.
DBK: One concern some officials have with the Campus Drive route for the Purple Line is that it may divide up the campus. How do you think the Purple Line will impact the walk around the campus?
Oppenheimer: The whole concept of a Campus Drive alignment is coordinated with the Master Plan of the university, which is to take all automobiles off Campus Drive, and I think we would be doing a great service to the university, helping them achieve the Master Plan sooner and, if anything, taking 70 percent of the cars off [of Campus Drive].
DBK: What is the one most important piece of advice to improve your life?
Oppenheimer: Knowledge. Learn everything you can. Read, listen to everything you can. Constantly suck in information, because the more information you have, the more valuable you are in the world.
DBK: Someone following the evolving Purple Line process may view you as an outsider representing outside interests, while they may view the administration as having a future stake in the project. How would you address these concerns?
Oppenheimer: As a planner, I put myself in the position of all the stakeholders. The University of Maryland is a primary stakeholder – the administrations the students, all of that has to be weighed. Then, I have to take my years of experience and training to say in my vision, this would serve all stakeholders the best. Whether it’s Preinkert or Campus Drive, Campus Drive serves the stakeholders very well; Preinkert will also serve the stakeholders fairly well and certainly better than Stadium Drive. We have moved a long ways toward solutions that ultimately solve how to get the Purple Line through the campus in a cost-effective manner.
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