CASBO School Business Spring 2010

schoolbusiness california

California Association of School Business Officials

Spring 2010

BEYOND THE RECESSION Are better times ahead for public education?

MAKING THE CONNECTION

Social networking: A new communications tool for schools

CULTIVATING COMMITMENT

How to keep top-notch employees

PFM Financial Services full page color

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2 | California School Business

Spring 2010 | 3

4 | California School Business

contents

Volume 75 Number 1 Spring 2010

departments

9

Checking in Entitlement, dysfunction and the greater good Brian Lewis

10

Mail bag

13

Bottom line Presidency rewarding, challenging in unexpected ways Sharon Ketcherside

15

51

In focus CASBO member profile: Patricia Koch

52

Book club Fearless Leadership

53

First person We can do anything if we stay positive Kevin Swartzendruber

58

Last words

cover story

32

Beyond the recession Are better times ahead for public education?

Julie Phillips Randles

interview

17

Philanthropist works to improve public education through better governance, management, competition Eli Broad weighs in on urban school improvement, reforms needed in California Julie Phillips Randles

features

24

Making the connection Social networking: A new communications tool for schools Linda A. Estep

43

Cultivating commitment How to keep top-notch employees Julie Sturgeon

Out & about Photos from CASBO events statewide

15

24

43

Spring 2010 | 5

ABOUT CASBO A private, nonprofit corporation, CASBO was founded in 1928 and is the oldest statewide school administrator’s organization in California. Association members are the voice of the industry and oversee all areas of school business management and operations, including finance, accounting, payroll, human resources, risk management, transportation, school nutrition, maintenance and operations, information technology, purchasing, school safety and school facilities.

CASBO MISSION

The mission of CASBO, the leader in school business management, is to set the standard for best business practices and policies that support public education through high-quality professional development and effective advocacy, communication and collaboration.

publisher editor in chief features editor contributors

Jodi Jackson Julie Phillips Randles Linda A. Estep Molly McGee-Hewitt Dennis Meyers Julie Sturgeon Kevin Swartzendruber

editorial assistant design/layout cartoon advertising art

Kristen Jacoby Sharon Adlis Shawn Turner Lori Mattas

casbo officers president president-elect vice president immediate past president

advertising sales manager

STRATEGIC PLAN In April 2007, the association adopted its new strategic plan that will serve as a road map for the organization’s activities for the next several years in the areas of administration and governance, professional development, advocacy and policy, marketing and communications, and membership and partnerships.

For more details on the strategic plan, visit our Web site at www. casbo.org. The plan can be found under the “organization” link.

Brian Lewis

Sharon Ketcherside Sacramento County Office of Education Renee Hendrick Orange County Department of Education Gary Matsumoto Hacienda La Puente Unified School District Eric D. Smith Santa Barbara School Districts CiCi Trino Association Outsource Services, Inc. 115 Spring Water Way Folsom, CA 95630 916.990.9999

www.casbo.org California School Business (ISSN# 1935-0716) is published quarterly by the California Association of School Business Officials, 1001 K Street, 5th Floor, Sacramento, CA 95814. (916) 447-3783. $2 of CASBO membership dues goes toward the subscription to California School Business magazine. The subscription rate for each CASBO nonmember is $20.

Periodicals postage paid at Sacramento and at additional mailing office. Send address changes to the CASBO membership department at 1001 K Street, 5th Floor, Sacramento, CA 95814.

Articles published in California School Business are edited for style, content and space prior to publication. Views expressed are those of the authors and do not necessarily represent CASBO policies or positions. Endorsement by CASBO of products and services advertised in California School Business is not implied or expressed.

Copyright 2010 CASBO. All rights reserved. The contents of the publication may not be reproduced by any means, in whole or in part, without the prior written consent of the publisher.

Published March 2010

6 | California School Business

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checkingin

Entitlement, dysfunction and the greater good Another day, another news story about dysfunction in government.

This time, U.S. Sen. Evan Bayh, a two-term Indiana Democrat considered to be among the political moderates in Congress, announced his decision to not run for re-election, despite a strong lead in early polling. Why? “For some time, I’ve had a growing conviction that Congress is not operating as it should,” he said.

“There is much too much partisanship and not enough progress, too much narrow ideology and not enough practical problem-solving.” He equally criticized the political right and left. Rightfully so. Partisan gridlock is nothing new in Washington, D.C., or Sacramento, for that matter.

What is new is the growing, diverse chorus of voices, including Bayh’s, telling us that something is very wrong with our system of government at all levels. But how did we get here?

I’ve come to the conclusion that regardless of political philosophy, we in this society possess varying levels of entitlement, and expect to always get what we want and what we think is right. While in our hearts we may know better, we get caught up in the moment and that sense of entitlement rears it unrealistic and ugly head. The truth is, especially these days, for us as individuals and for our country, there are challenges for which we’re not sure we have the answers.

None of which means success is unattainable. But we must grapple with our parochial need to be in control and be right. And when I say right, I mean correct – that sense that if it weren’t for those who think differently than we do, we would all be fine, be better off.

Public polls repeatedly tell us that we all want high quality and affordable transportation, health care, public schools and more, at the local, state and national levels. But we continue to want someone else to pay for it. Not gonna happen. When will we decide what we really want, what we can really achieve and what we are willing to pay for it? And if we can’t figure it out, how can we expect our elected leaders – at whatever level – to do it for us?

As Bayh said, “I love helping our citizens make the most of their lives. But I do not love Congress.”

I’m not affiliated with a political party because the parties make it clear that their priority is achieving what the party wants, not in seeking common ground and compromise for the benefit of all. That’s precisely the issue Bayh is talking about. And it’s why he is leaving Congress.

I long ago concluded that we cannot govern successfully from the left or right – each wants what they want to the exclusion of those who don’t think like them. And the truth is, we will never live in either of their “perfect” worlds at opposite ends of the political/philosophical spectrum.

What will it take for us to step away from our philosophical corners, realize that everyone will never be in total agreement, and work toward compromise solutions that serve the greater good?

There is a growing, diverse chorus of voices telling us that something is very wrong with our system of government at all levels.

Brian Lewis Executive Director

Spring 2010 | 9

mailbag

Letters to the editor The elephant in public education’s living room The cover story, “Don’t Mention It – Sacrosanct Issues Hamper California Schools,” in the winter 2009 issue was a good one, particularly in these times of unrelenting budget pressure. In an era when taxpayers are loathe to pony up the money for good public services, and our politicians separate themselves into warring camps and destroy any idea of moderation and conciliation, every sacred cow should be dragged into the light and carefully examined to see if it still warrants sacred cow status. Even the most sacred cow grows old and ineffective.

Proposition 13 is one such sacred cow, though it wasn’t mentioned even once in this article. That’s a shame, because California’s long decline began with the taxpayer revolt that resulted in Prop. 13. Things in California haven’t been the same since.

Brian Tanguay, Purchasing Coordinator Santa Barbara School Districts I would like to thank CASBO for a refreshingly frank article about some of the unspoken challenges facing our schools. The economic crisis is only one of the issues crippling the schools today.

The other issues that were discussed in the article are equally important when attempting to understand not only what is wrong with the education system in California, but in finding solutions as well. It is too simple to blame lack of funding as the main cause of the schools’ woes. The unions, the self-serving special interests, the refusal of some to change and the inability of some school leaders to make difficult or unpopular decisions all contribute to the overall problem. This was one of the best articles I have ever read in the magazine. It’s about time that we all started talking about what is really wrong with the system and stop pointing fingers across the table. Without discussing these very difficult, but real issues, nothing can ever change.

Jeannie Goobanoff, Retired, Chair of CASBO’s Professional Development Implementation Team California School Business magazine welcomes “Letters to the Editor” on subjects covered in previous issues. Please send your letters to jjackson@casbo.org. All letters are edited for content, space and style considerations.

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Spring 2010 | 11

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bottomline

Presidency rewarding, challenging in unexpected ways

By Sharon Ketcherside CASBO President

Sitting down to write this

ent path to leadership roles within the

column, i realize that my tenure

organization. Additionally, we have now

as casbo president is about to

aligned our section bylaws with our state

come to an end, and i’m not ready

association bylaws and mop. For casbo

to say “goodbye.”

to continue to flourish and be the school

This experience has been rewarding in ways I could not have predicted or imagined. I want to say “thank you” to casbo members for your support and guidance during the past year. I knew entering into my presidency last April that this was sure to be an exciting, enlightening and challenging year for casbo.

Now, looking back, I can honestly say that I am proud of the many accomplishments that we have achieved together over the year. My No. 1 priority was to ensure that we move forward with the rewrite and adoption of a new Manual of Procedures (mop). At its Janu-

business industry leader, we must all be on the same organizational page.

Thank you to all members for your timely and thoughtful input into this most important process over the last 3 ½ years. As we move forward, you are key to the success and implementation of the new bylaws and mop.

The new bylaws and mop afford all members a more efficient, smooth and transparent path to leadership.

ary meeting, the board of directors did just that…unanimously. This will allow casbo to implement our “re-engineered” governance structure as directed in our member-driven strategic plan, including the bylaws that were overwhelmingly passed last year.

You may be asking yourself why this is so crucial to our organization and its members. As we all know, casbo is an outstanding professional organization with a strong member base that encourages and welcomes participation. The new bylaws and mop afford all members a more efficient, smooth and transpar-

Now, I’d like to welcome aboard our

I’ve had the time of my life! I thank

new president, Renee Hendrick, execu-

you for the opportunity to have served as

tive director, business services, for the

your president; I wouldn’t have missed it

Orange County Department of Educa-

for the world.

tion, who will take the reins at the end

My personal thanks and gratitude to

of our upcoming casbo Annual Confer-

our exemplary casbo staff and to Execu-

ence & California School Business Expo

tive Director Brian Lewis – you made it

in Sacramento. We are fortunate to have

all possible.

Renee as our incoming president; she will serve casbo members well. I’d like to also

Happy trails! See you around the campfire!

welcome Michael Johnston, assistant superintendent, business services, at Clovis

Sharon Ketcherside, of the Sacramento

Unified School District, who will become

County Office of Education, serves as casbo

vice president.

president.

Spring 2010 | 13

14 | California School Business

infocus

Patricia “Tish” Koch

She’s CASBO’s strategic planning guru, school business sage

Patricia “Tish” Koch’s diversity of educational and professional experience served her well in a 30-year career in school business. That unique background has also benefited CASBO where, with more than 15 years of involvement, Koch has become the association’s authority on strategic planning and best practices.

Koch attended Georgetown University and earned a degree in international affairs as part of her plan for a career in foreign service. She worked at the Library of Congress before returning to school to earn a master’s degree in human learning at the Institute for Behavioral Research. In 1975, she went West and earned a doctorate degree in special education from UCLA. While completing her Ph.D., Koch accepted a contract from the Los Angeles Unified School District to advise the district on special education resource allocation. That three-month contract became a 13-year job focused on assisting the district with financial planning, forecasting and allocating funding. Koch went on to become the assistant superintendent for business at ABC Unified School District and later took the same post at Huntington Beach Union High School District. She retired in 2004.

On behalf of CASBO, Koch has served on the Southern Section Finance R&D Committee, as a member and chair of the Professional Development Committee, and is currently the volunteer facilitator of the strategic plan. She also received the association’s Honorary Life Membership Award in 2009. With her unique combination of education and experience, Koch has in a way become the education community’s, and CASBO’s, sage. “The bridge between the philosophical and the practical is the place where I spend most of my time,” Koch said. That’s also where her dedication to strategic planning comes in to play.

Koch has long been involved in training and leading CASBO in the Cambridge Model of strategic planning. She was introduced to the methodology at her former district, and is now trained to bring it to other education organizations.

“If you line up your activities, focus and plans with a strategic plan you take charge of your future,” Koch described. “We can let things happen or be part of an effort to say ‘this is the future that I and my colleagues have committed to and now we’re going to make it happen.’” Her dedication to public education is equally enthusiastic. She describes it as “the most important activity of a democratic society.”

Koch is passionate, as well, about the benefits of involvement in CASBO. “There’s personal stagnation if you keep doing things the same way. Districts are doing the same or more with less and they need intelligent, educated, creative people who are constantly honing their skills and developing new ones,” she noted. “You just don’t get it by staying in your office.”

Photography by Hope Harris

Spring Spring 2010 2010 || 15 15

16 | California School Business

interview

Philanthropist works to improve public education through better governance, management, competition Eli Broad weighs in on urban school improvement, reforms needed in California

By Julie Phillips Randles

Eli Broad is a renowned business leader who, in a 50-year business career, built two Fortune 500 companies before turning his sights toward full-time philanthropy through The Broad Foundations, which focus on education, science and the arts. To date, he has provided more than $400 million to dramatically improve urban k-12 education nationwide.

Broad, best known as the founder of SunAmerica Inc. and KB Home, is the child of immigrant parents who taught him to value hard work and the importance of education. He attended Detroit Public Schools and Michigan State University, graduating with a degree in accounting and becoming the youngest cpa in the state’s history.

While working for two years as an accountant, Broad saw the success his homebuilding clients were having and decided to collaborate with his wife, Edythe’s, cousin’s husband to build houses.

The two founded Kaufman and Broad – the first homebuilder to be traded on the American and New York stock exchanges.

Realizing that the homebuilding industry was cyclical, Broad wanted to diversify the business and in 1971 Kaufman and Broad acquired a small life insurance company for $52 million that he eventually transformed into a retirement savings empire. With the merger of SunAmerica into aig in 1999 – at a sales price of $18 billion – Broad stepped down as ceo and turned his attention to philanthropy.

Broad and his wife had created a family foundation in the 1960s as a way to support their charitable interests and causes.

But with their financial success from the sale of SunAmerica, the Broads focused their charitable giving on a new style of investing that was more akin to their business acumen: venture philanthropy.

Photos by Lisa Thompson

Today, The Broad Foundations, which include The Eli and Edythe Broad Foundation and The Broad Art Foundation, have assets of $2.1 billion. Their mission is to advance entrepreneurship for the public good in education, science and the arts.

Spring 2010 | 17

Eli Broad

Philathropist works to improve public education through better governance, management, competition

The Eli and Edythe Broad Foundation’s major education

gaps. In scientific and medical research, we want to improve the

initiatives include the $2 million Broad Prize for Urban Educa-

human condition. And in the arts, we want to make art accessible

tion, awarded each year to urban school districts that have made

to the broadest public.

the greatest overall performance and improvement in student

In everything I have done in my life, I have had high ex-

achievement; The Broad Superintendents Academy, a 10-month

pectations. In our philanthropy, we don’t just write checks. We

executive management training program to prepare working

view our grants as investments, and we expect a return in the

ceos and other top executives from business, nonprofit, military,

form of higher student achievement. It’s much harder to invest

government and education backgrounds to lead urban public ed-

philanthropic dollars wisely than it is to earn it. But I can tell you

ucation; and The Broad Residency in Urban Education, a two-year

that I’m working harder now at our foundations than when I was

management development program that trains recent business,

running two Fortune 500 companies. And I’m having infinitely

public policy and law school graduates who have several years

more fun.

of work experience and places them immediately into managerial positions in the central operations of urban school districts.

The Eli and Edythe Broad Foundation also invests in ad-

Finally, nothing would matter without my family. My wife, Edythe, and I just celebrated our 55th wedding anniversary. I consider our marriage my most important merger.

vancing innovative scientific and medical research through its investments in human genomics, stem cell research and inflammatory bowel disease. They have created a number of research

CSB: What is the best advice you have ever given?

Broad: Ideas, not money, are the currency for success.

institutes in partnership with leading universities in California and Massachusetts.

From 2004 to 2009, Broad served as a regent of the Smith-

CSB: What is the last book you read?

Broad: “Too Big to Fail,” by Andrew Ross Sorkin.

sonian Institution by appointment of the u.s. Congress and the president. He is a fellow of the American Academy of Arts and

CSB: What drives you to be active in public education? Overall, what

Sciences, and in 1994 was named chevalier in the National Order

do you want to see happen as a result of your involvement?

of the Legion of Honor by the Republic of France. In fall 2007,

Broad: America’s public schools are in crisis. More than 1 million

Broad received the Carnegie Medal of Philanthropy. He received

students drop out of high school every year. American students

the David Rockefeller Award from the Museum of Modern Art

lag far behind students in other nations – those who American

in March 2009.

children will compete with for jobs. We need to dramatically

The Broads live in Los Angeles and have two adult sons.

improve our public schools through strong academic standards,

Here’s what Broad had to say to casbo about his personal life

professional compensation for teachers – especially math and

and his goal of improving urban k-12 public education through

science teachers and those who teach in the highest-need areas

better governance, management, labor relations and competition.

– more school choice in the form of public charter schools and expanded learning time so our students have a fair chance of

CSB: What three things are essential to your life?

Broad: I have been fortunate to have four “careers” – in accounting,

competing in a global economy.

home building, retirement savings and now philanthropy. I am

CSB: You are one of the most successful people in California. To whom

an entrepreneur by nature, and in each of these careers, I have

or to what can you give credit for influencing your success?

been driven to disrupt the status quo. I always want to create

Broad: I have been influenced by many people, but the three

new things, institutions, programs or improve the ones that

most important influencers have been my parents, who instilled

exist. I want to make a difference in everything I do. Our family

in me the value of hard work, education and a responsibility for

has been blessed with financial success, and we believe that we

giving back; the quality public schools I attended growing up

have a responsibility to give back. I believe in what Andrew

in Detroit and then Michigan State University; and the talented,

Carnegie said, “He who dies with wealth dies in shame.” I want

smart, high-achieving people I have surrounded myself with

to use our resources to make a difference. In home building,

throughout the years.

I wanted to create affordable housing for young families. In retirement savings, I wanted to create financial products that

CSB: You mention that your parents and top-quality public schools

helped baby boomers enjoy a comfortable retirement. And now

were a couple of your key influencers. What would you tell today’s

in philanthropy, our work in public education is driven by the

urban schoolchildren about their ability to succeed?

desire to improve student achievement and reduce achievement 18 | California School Business

continued on page 20

Spring 2010 | 19

Eli Broad

Philathropist works to improve public education through better governance, management, competition continued from page 18

Broad: My parents did not have much, but they believed in the

Broad: More and more school boards and communities are

importance of education. It was always a given that I would

recognizing that while quality teachers are the most important

attend college. The great public schools I attended in Detroit and

lever to improve student learning, strong, effective and

at Michigan State University made it possible for me to succeed.

experienced school district leaders can make an enormous

I am very concerned that far too many American students today

difference in ensuring that taxpayer dollars position teachers

– particularly poor and minority students – are being denied a

and students to achieve. Frankly, we need America’s best and

quality education and their shot at the American dream.

brightest leaders – from all professional backgrounds, including

Children of all backgrounds have the ability to succeed academically. I am tired of hearing excuses for low achievement.

the private sector – to step up and transform troubled school districts into strong public organizations that produce results.

Top-performing urban public schools like the kipp public charter

We are proud that 43 percent of superintendent openings

schools and school districts like Long Beach, one of the most

in large urban school districts nationwide last year were filled

improved school districts in the country over the last decade,

by graduates of The Broad Superintendents Academy. But most

are proving that with smart strategies and high expectations for

importantly, our superintendents who have been in place for

all students, it is possible to lift poor children up by leaps and

three years or more are consistently improving student achieve-

bounds academically. Entire school systems need to learn from

ment in reading and math faster than their peers. They are in-

their success.

stituting financial controls, using data to drive improvements,

CSB: Your Broad Superintendents Academy trains executives from private business, nonprofits, the military and government backgrounds to lead urban school systems. What are some of the benefits of going outside the school industry to recruit and train new leadership?

20 | California School Business

utilizing technology to become more efficient, empowering staff, recruiting high-quality teachers and getting resources into the classroom to directly benefit students.

As your readers know, large school districts are entrusted with millions, sometimes billions, of public tax dollars. Busi-

ness leaders can bring the skill and expertise to make sure that

that will free up dollars to hire and keep great teachers and keep

school district resources are properly tracked, accounted for

children in school learning.

and spent in the best way possible to raise student achievement.

Of course, they also need top academic experts on their team.

CSB: The Broad Institute for School Boards is a national training

Joel Klein, a former ceo and u.s. assistant attorney general, has

and support program for urban school district governance teams,

done this well in New York City. Under his leadership, the New

board members and superintendents. The program targets “reform-

York City Department of Education demonstrated some of the

minded” school board-superintendent teams to establish new policies

greatest student performance and improvement nationwide in

and processes. What is your vision for how this program can improve

recent years.

student learning?

But perhaps no other school district has a more compelling

Broad: The question is really how can students benefit when

leadership story right now than my home town of Detroit. Last

their school district is overseen by a strong, strategic governance

year, the governor of Michigan appointed a graduate of the

structure, and what does that look like? If you look at the most

Broad Superintendents Academy, Robert Bobb, a smart former

improved urban school districts in America in the last 10 years,

city manager with great business sense, to be Detroit Public

Broad Prize winners New York, Boston, Long Beach, Garden

Schools’ emergency financial manager. Within months, Bobb

Grove, Calif., Aldine, Texas, and Norfolk, Va., they all have

identified millions of school district dollars that had been squan-

a common element. Their governance structures are stable

dered for years on unbelievable things like unused motorcycles

and strategic. By this I mean their strategy for raising student

and paychecks to the deceased. It took Bobb – a nontraditional,

achievement is either overseen by a strong mayor whom voters

state-appointed leader – to perform the financial audits neces-

can hold accountable for student results, or by a stable school

sary to begin identifying leaks and clean up corruption. Now

board whose members keep district staff and resources focused

Bobb is focused on getting trustworthy financial systems in place

on student achievement.

Spring 2010 | 21

Eli Broad

Philathropist works to improve public education through better governance, management, competition

Unfortunately, far too many urban school boards, although

their schools. Researchers have found that when a mayor is in

well intentioned, are today riddled with finger-pointing, pa-

charge, the federal government and others increase their finan-

tronage and political infighting. The effect is that urban school

cial support of schools. But what’s been most persuasive to me

leaders, resources and staff are often sent reeling in numerous,

is research shows that mayoral leadership in education is clearly

disparate and inconsistent policy directions, while student

related to improved standardized elementary reading and math

achievement fails to improve. Simply put, adult interests are too

achievement, even after controlling for a host of demographic

often put ahead of the well-being of children.

background variables.

With training, some school boards like Gwinnett County, Ga., have shown progress in coming together to commit to a

CSB: What would you say are the key reforms needed to improve

strategic plan that puts students first. But because very few vot-

California’s schools?

ers turn out for most school board elections, I believe the best

Broad: In addition to what we have already discussed, I think

governance solution for students to succeed is for mayors to take

a number of things have to happen before we see real im-

responsibility for their schools.

provements in California’s urban schools.

Far more people vote in mayoral elections, and voters are

At the central office level, managers can free up funds

much more likely to remove the mayor than to remove school

to pay the best teachers the most and to put more resources

board members – or even know their names – if they do not

toward proven reforms like expanding learning time. You

deliver results. Mayors are subject to many more governmen-

may wonder how I can fairly suggest that central offices “free

tal checks and balances at the state and federal level than are

up” funds when so many districts have been forced to make

school boards. Mayors, who have far more stable terms, are best

drastic cuts recently. Yet in the last year, some school districts,

positioned to make education a citywide priority and make sure

like Miami-Dade County Public Schools, have made major

that parents receive accurate information about the quality of

financial gains by identifying untapped efficiencies. Through our Broad Residency program, which places mbas and others with experience helping large organizations operate more efficiently and effectively into school districts, more than 100 Broad Residents have squeezed millions of dollars out of thin air by doing things like renegotiating contracts, reducing interest rates on borrowed capital, increasing vendor competition, eliminating central-office redundancies and benchmarking operations against other districts.

I also think the time is ripe for California to open our doors wide to high-quality, proven public charter school models like Aspire, Green Dot and the Alliance for College Ready Public Schools. Our foundation has invested more than $90 million in high quality public charter school models because we believe they provide the best opportunity for poor and minority students to succeed.

I also hope that reform-minded labor leaders who are interested in participating in the bold transformation of public education will step forward in the near future and help craft district-wide reform strategies that create more professional working conditions, empowering teachers and students to succeed. This would be revolutionary. z z z Julie Phillips Randles is a freelance writer based in Roseville, Calif.

Do you have an opinion or a comment on this article? California School Business magazine welcomes “Letters to the Editor.” Please send your letters to jjackson@casbo.org. All letters are edited for content, space and style considerations.

22 | California School Business

Spring 2010 | 23

24 | California School Business

feature

Making the connection Social networking: A new communications tool for schools

By Linda A. Estep

Embraced by many, scorned by some

about his daily itinerary or announce-

professionals. The conference also offered

and misunderstood or ignored

ments, often with a referring link for the

a workshop on the development of social

by everyone else, electronic social

complete story. Anyone with a computer

media policies.

networking permeates both personal and

or smart phone can access Twitter and

At casbo’s cbo Symposium last fall,

professional cultures, dishing out bite-

become an O’Connell follower by going

attendees listened attentively as Dority

sized pieces of information to a growing

to http://twitter.com/sspijack.*

outlined the possibilities of how social

In his news release last summer

media use can be implemented in educa-

Like it or not, we live in a world of

announcing his accessibility via Twitter,

tion as a supplemental opportunity to

instant connectivity, a digital universe

O’Connell said, “Technology is helping

reach audiences.

propelled by digits of a human kind as

break down the barriers between govern-

thumbs and forefingers dance across a

ment and the people.”

number of faithful followers.

“It used to be (an environnment) where everyone went to a Web site for

keyboard to enlighten someone – anyone

Many school districts and county of-

information. Now there are ways to inter-

– out there. For school business leaders

fices across the country seem to agree and

act, participate and collaborate via social

and their captains of communication,

are examining the opportunities afforded

media and inherently gain more reach,”

it gives new meaning to the ubiquitous

by social media to deliver instantaneous

Dority explained.

query, “What are you doing?”

messages, knowing that a segment of

Dority stressed that this is the era of

Heather Dority, chief executive of-

their targeted audiences are regular users

opportunity where the exploration cen-

ficer of Viaspire and casbo’s technol-

of online social networking sites such as

ters on how to use social media efficiently

ogy consultant, specializes in the use of

Twitter and Facebook. Reaching that seg-

with cost effectiveness and sustainability.

social media and explains the difference

ment opens avenues to other audiences

With Twitter and Facebook, the opportu-

between communication tools commonly

as those short messages or postings are

nity is there for creating awareness and

used 10 years ago.

shared.

providing a community forum for comments and conversation. She recognizes

“We are in a new era of technology, how we use it and how we participate.

We are empowered to do things differ-

A new frontier

that with anything new, keeping it going can be an issue in times where resources

ently and it is available to more and more

In California, the interest in social media

are limited. Someone must maintain and

people. The Social Web allows an ongoing

tools used by school officials is growing,

manage the flow of information.

conversation with more dynamic and

as indicated by the California School

“For some districts, Twitter as a

diverse interactions in real-time.”

Public Relations Association’s November

quick communications tool is ideal be-

State Superintendent of Public Edu-

2009 conference where members heard

cause parents in the district are equipped

cation Jack O’Connell “tweets” regularly

from experts on how to use social media

with Internet-enabled tools: cell phones,

on Twitter, pumping out short messages

tools in their jobs as communications

laptops, computers at home and in the

* Set up an account or log in at http://twitter.com

Spring 2010 | 25

Making the connection workplace. Twitter has become just an-

for a professional exchange between

member, and sees the new social media

other Internet service to subscribe to. But

colleagues.

tools evolving much in the same way as

for other districts where the community is

He said his blog came about after a

e-mail did a generation ago. Although

underprivileged, there is a disadvantage

group discussion on transparency and

Twitter and Facebook are not used at the

because the parents and students are not

the ability to explain to people what you

county office, Clemons said he has seen

equally equipped with the latest technol-

are thinking. “I’m shocked at how many

“some creative uses of Twitter in govern-

ogy. There is a digital divide,” she said.

people pay attention to blogs.” He added

ment.” He agreed that Twitter is a viable

It is a new frontier with eager explor-

that the link to his blog is often provided

tool between schools and parents.

ers in search of yet another route to find

by other administrators who want to

and provide information – and it’s a cost-

share the superintendent’s message.

efficient one to boot.

Miller writes a daily blog on topics rang-

Public and internal uses

Workday distraction?

ing from the lessons of a football game to

While communications directors and

digital textbooks.

technology specialists count the ways

In the Stanislaus County Office of

social media can be used to broaden

In the Riverside Unified School District,

Education, Superintendent and casbo

the reach of districts and county offices,

Superintendent and casbo member

member Tom Changnon uses Twitter as a

human resources administrators grapple

Rick Miller uses a blog on the district’s

means to communicate with employees.

with the impact of social media and

Web site to keep parents and other

Steve Clemons is the chief technol-

personal usage on work time. Even

interested parties informed. While he

ogy officer at the San Diego County Of-

when sites such as Twitter or Facebook

has a Twitter account, its use is primarily

fice of Education, a casbo institutional

are blocked on the workplace network,

26 | California School Business

small personal devices can easily access

In the Huntington Beach Union High

social media and be a distraction during

School District, Trish Landau, director of

the normal workday.

human resources, classified, said there

Just as policies cover use of e-mail for

are no plans to implement Facebook as

personal reasons during work hours, hr

a communication tool for school busi-

administrators recognize that a new level

ness. E-mail and a listserv system are the

of communication is attractive to many

standard means of employee commu-

employees, some of whom will expect its

nication, and an automated phone dial-

use to be extended to legitimate school

ing program for emergency notification

business.

works well for the district.

“Twitter and Facebook do have a

“Until evidence comes in that says

practical use for school business,” con-

most parents have access to Facebook, we

ceded Michelle Fort-Merrill, executive

would continue to use the phone,” said

director, human resources, San Diego

Landau, a member of casbo’s Strategic Planning Team and former chair of the

TECHNOLOGY IS HELPING BREAK DOWN THE BARRIERS BETWEEN GOVERNMENT AND THE PEOPLE.

state Human Resources r&d Committee and the Eastern Section Human Resources r&d Committee.

Those districts that do utilize newer technology as communication tools use them as a complement to more traditional communication vehicles, often hoping to Twitter, ultra-short messages can act as a “tease” to a bigger story found in the hyperlink following the “tweet.”

for the current strategic plan. “I can re-

With all this talk about Twitter and “tweets,” there are still some of us who don’t know exactly what all the chirping’s about.

Twitter is a free social networking and micro-blogging service that allows users to send and read 140-character messages called “tweets.” These short messages can be viewed by “followers” (friends, family, colleagues or the Web community at large).

The short text messages Twitter users post are designed to answer the question, “What are you doing?”

Users can follow Twitter community members’ posts from the Twitter Web site, by subscribing to a Twitter feed or by having posts sent directly to a mobile device.

attract new audiences. And in the case of

County Office of Education and casbo’s Membership Implementation Team leader

WHAT IS TWITTER?

Enhancing convention

member when we had the same questions

While some districts have jumped on the

about e-mail. I do see new technologies

social networking bandwagon as a way

having business implications. The gen-

to enhance conventional communication

erations we are hiring will expect its use.

methods, others are relying on existing

It is creating efficiencies, hands down, but

systems, anticipating that the wheels

can be intrusive without proper manage-

might just fall off the wagon, or that the

ment with policies and training.”

wagon is a vehicle of duplication.

c a s b o Human Resources r & d

Pat Willett, community liaison officer

Chair Jan Brannen concurs that younger

at the William S. Hart Union High School

employees are more likely to embrace

District in Santa Clarita, Los Angeles

newer social networking, while veteran

County, manages her district’s Twitter

employees are often reticent. “Our new

account and routinely puts out “tweets”

hires are used to using electronic sites.

or short messages relevant to district

It’s natural to them and is their common

business or activities. She sees value in

tool for communication,” said Brannen,

using a non-traditional communication

director of human resources for the San

tool like Twitter to transmit messages and

Diego County Office of Education.

be highly inclusive.

“Twitter uses the concept of information pull,” noted Greg Blount, director, information services, for the Merced City Elementary School District and chair of CASBO’s Technology R&D Committee. “You have to be interested in the topic, trend or person and go get it or subscribe to it to get it. The user initiates it. E-mail is a ‘push’ technology – it shoves things at you even if you don’t want them.”

The short format of Twitter messages are a defining characteristic of the service – the idea being that this form of quick information exchange provides relief from unwanted e-mail and instant messages.

Twitter was created in 2006 and is now ranked as one of the 50 most popular Web sites worldwide.

You can follow CASBO on Twitter at http:// twitter.com/CASBO.

Spring 2010 | 27

Making the connection Launched last summer, she said it

sends automated messages to parents’

ing audiences that more conventional

was particularly helpful when possible

home phones, mobile phones and e-mail

methods of communication missed. Con-

school evacuations were a concern due

accounts to using social networking sites

vention is not being replaced, it is being

to nearby fires. Willett uses Twitter pri-

that have a commercial connotation.

enhanced.

marily as a means to announce upcom-

Knowing your audience is also key,

He sees Twitter as an ideal tool for

ing events or share news that affects the

he noted, acknowledging that districts

crisis communication. “I can be at a scene

seeking to contact high school-age stu-

and manage the message by sending out

dents or alumni might be more open

updates,” he said. Allen added that the

to social networking sites, while k-8

ability to diffuse or refute rumors was a

districts focus on parent contact. “Our re-

distinct advantage during emergencies.

CONVENTION IS NOT BEING REPLACED, IT’S BEING ENHANCED.

sponsibility is communicating to parents, so we have to be careful that we don’t forgo our responsibility to the parents in lieu of the convenience of communicating with kids using Twitter.”

CASBO explores the social networking arena Associations, including casbo, are also

Medd sees social media as “just an-

entering the social networking arena

other method to do exactly what we’re

as another way to help members stay

already doing” by committing to an

informed of the association’s actions and

instant alert system that is only used for

positions, and to develop a network of

significant events. “I’m not so certain that

people who are involved with the same

Facebook is going to do anything better

issues.

than that.”

While a 2009 survey of casbo mem-

The San Juan Unified School District

bers indicated that respondents showed

has launched both Twitter and Facebook

some uncertainty about participating in

district. Messages are often informal and

accounts, although quietly at first in order

social networking sites in general, the as-

upbeat, written within the confines of

to gauge effectiveness. Director of Com-

sociation has begun a soft launch, starting

140 characters, the maximum allowed

munications Trent Allen explained that

with the use of Twitter, and is establishing

on Twitter. Links for more complete in-

his district has a very diverse population

in-house guidelines on the appropriate

formation often are provided.

and that the number of those using social

use of social media by staff.

Willett noted that the account has

media tools is increasing.

Current trends indicate social media

a growing number of followers, includ-

As a result of establishing a Twitter

usage is increasing among the general

ing city agencies, elected officials and

account, Allen noted the district found

population, and especially among the

other school districts nearby. “It’s just one

an audience it would not have reached

younger demographic. It’s this younger

more way to get the word out,” she said.

without it. Recent graduates and alumni

age group that many associations, includ-

The more traditional uses of an automat-

of a district school learned on Twitter

ing casbo, must attract in order to main-

ed phone notification system and mass

about a gymnasium to be dedicated to the

tain membership levels and participation

e-mails are in place as well, but Twitter

memory of a deceased coach and conse-

in the future. Doing this – attracting and

is a quick means of letting interested par-

quently responded to an open invitation

keeping younger members – is an un-

ties stay abreast of what is happening in

to attend the ceremony.

the district.

At the Dry Creek Joint Elementary

“That’s an audience we didn’t know to send an invitation to,” he said.

dergirding element of casbo’s strategic plan. While the current data indicates that there is not a huge demand for social

School District, Gordon Medd, assistant

While Twitter is seen as attractive

networking among responding mem-

superintendent, administrative services,

to a mostly younger generation, Allen

bers, there is overwhelming evidence to

and a member of casbo’s Governance

noted that those following on Facebook

show that a growing number are using

Implementation Team, said the district

are baby boomers, and the numbers are

it (regardless of age) and that association

prefers using an instant alert system that

growing. Either way, the district is reach-

continued on page 30

28 | California School Business

Spring 2010 | 29

Making the connection continued from page 28

members of the future will have an increased likelihood to do so.

You can follow casbo on Twitter at http://twitter.com/casbo .

“Given that networking is a key activity within, and an important benefit of, membership in casbo, we want to make sure we’re embracing new technologies on behalf of our members,” explained casbo President Sharon Ketcherside of the Sacramento County Office of Education.

Dority, casbo’s technology consultant, adds, “Social media presents several compelling opportunities for casbo to take advantage of for the California school business community. Social tools offered, like casbo on Twitter, are being positioned to help members connect in professional learning networks. Social media tools are a natural and highly effective opportunity for casbo to continually explore and leverage in the future.”

30 | California School Business

reach audiences where others have failed or had limited success, the digital natives will find it and use it.

Newbies and natives There is much written about the “needs” of those engaged in social networking, the desire to be connected and sometimes the addiction to such connection, but for many it is simply a way of life, an environment that is not new but native.

Connecting on the Internet or via handheld devices with wireless capability is as natural to them as picking up a telephone was to generations before them.

Readers are beckoned to follow, to become “fans” or “friends” by mer-

Just like e-mail before it, the new social networking technology appears to have a hold on a growing segment of the population, and its use, when applied responsibly, might just revolutionize the way school industry leaders conduct business.

Viaspire’s Dority understands the concerns of department heads still unconvinced there is a place for social media in the workplace. “Explore the potential,” she urged. “The policies and practices will follow.” z z z

chants, elected officials, celebrities,

Linda A. Estep is a freelance writer based in

charities and cruise lines. Education is

Fresno, Calif.

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Spring 2010 | 31

32 | California School Business

cover

Beyond - the Recession Are better times ahead for public education?

By Julie Phillips Randles

I

magine the national economy as a hospital trauma unit patient. At the end of 2009, the patient was in the recovery room and out of imminent danger. The bleeding had stopped, but the patient remained anemic and was listed in serious condition.

Such is the assessment of economic experts who say the patient, known as The Great Recession, is out of the woods and has begun a fragile recovery. The economy is growing (sparsely), layoffs have slowed, wage growth is slight and credit is tight.

But if all agree the patient is improving, when will the patient be on his feet again working hard enough to provide a payday for California’s public school system?

That’s where the prognosis gets iffy. But a look at the national economy, California’s place in the recovery and what’s expected in the coming year begins to yield a clearer picture of the patient’s overall health.

Spring 2010 | 33

Beyond the Recession Evidence of improvement

“It looks to me as if the recovery which begins in 2010 in

The Great Recession officially began in December 2007 and

economic activity suggests that revenue into the state won’t start

was the deepest economic downturn since the recession of

growing until fiscal 2010-11, and that’s making some heroic as-

1981-82, according to Nancy D. Sidhu, chief economist at the

sumptions,” Sidhu said.

Kyser Center for Economic Research and a frequent speaker

The state’s non-partisan Legislative Analyst’s Office has

at casbo’s cbo Symposium. “It looks for the moment that

said the state was down $6.3 billion in 2009 and predicted a

the economy has stopped falling. We’re still near the bottom

$14.4 billion budget gap in fiscal 2010-11. Translation – the

in terms of the level of activity, but we’re moving in the right

state will be strapped for several years, even after the economy

direction,” Sidhu said.

recovers.

What’s not clear is whether this will be anything more than a

On paper, Gov. Arnold Schwarzenegger’s budget plan

slow recovery “largely because there won’t be money to borrow,

released in January funds schools at about the same level this

and that could take some time,” she added.

year and the following year. However, the proposal includes

Sidhu is also keeping her eye on consumer spending, especially such key products as vehicles, furniture, appliances and building materials, all of which have been in decline in the past year. Having said that, u.s. data shows retails sales were at their worst at the end of 2008, were flat until the summer of 2009 and have since been slowly rising. “So that’s promising,” said Sidhu.

Richard C. O’Sullivan, principal at Change Management Solutions in Maryland and a speaker at asbo International’s 2008 economic summit, agrees that the economy is in recovery mode

Revenue into the state won’t start growing until fiscal 2010-11, and that’s making some heroic assumptions.

and said “the evidence of that is the turnaround in employment and household savings.”

$1.7 billion in cuts to revenue limits, about $283 per ada and a

As to the show-me indicators: “My rejoinder to those who

$45 million cut to county offices of education. The governor also

say ‘look at indicators we’ve always looked at – those haven’t

plans to delay about $100 million in payments owed to schools

turned yet’ I say you’ve missed the point. This recovery is going

in 2010-11. Previous areas of flexibility granted last year will

to be different.

continue through 2012-13.

“The national economy today is in transition from an

Dennis Meyers, principal economist at the California De-

economy driven by short-term consumer demand to (one driven

partment of Finance, predicted a drawn-out recovery in the state.

by) long-term investment both by retiring baby boomers and

“For schools, in the next two years, we’re looking forward to a

businesses,” O’Sullivan summed up.

modest recovery and getting back to what you might call ‘nor-

Overall, the experts say the country’s in for modest eco-

mal growth’ in mid to late 2011-12. For California, you have the

nomic growth in 2010. Sidhu referred to the current economy as

unemployment rate being somewhat elevated through 2012. It’s

“freshly off the bottom,” adding “there are always glimmers of

going to be a while before we get back to what we were seeing

hope, but that’s about all there are.”

four or five years ago. It’s not going to be a quick turnaround like 2001-02.”

The case in California

Joel Montero, chief executive officer for the Fiscal Crisis & Management Assistance Team (fcmat), points to the lao report

A report from the Pew Center on the States, an independent

which predicts “positive movement” for the state’s economy in

nonprofit group that identifies and advances state policy solutions,

the third quarter of 2010. “Watch the sales and use tax as an indi-

calls California “a case study in financial mismanagement.”

cator for the state. When it gets positive, that’s an indication that

Quotes like that – and the added assessment by Pew that that

people are putting money back in the economy,” Montero noted.

state is on the path to virtual insolvency – begs the question, where does California stand in the case for recovery?

O’Sullivan says California is “pretty far behind” the rest of the nation in terms of feeling an economic uptick.

34 | California School Business

But with talk of a recovery underway, some question whether schools’ stakeholders understand the depth of recent cuts and the lag that’s inherent in improved funding to schools. continued on page 36

Spring 2010 | 35

Beyond the Recession continued from page 34

“My concern is that the general public doesn’t realize how bad it is,” explained Renee Hendrick, director, business services, for the Orange County Department of Education and presidentelect of casbo. “Education was cut 20 percent in one year and because we tried to keep it away from the classroom, I don’t think parents noticed.”

Fueling the recovery

Our concern is that even if the economy is better, we’re not going to see the effects fast enough.

While experts are on the same page, most predicting a sluggish recovery, they offer various indicators that prove a recovery is underway.

O’Sullivan couches his evidence for improvement in terms of economic drivers. “This isn’t the type of recession where you

Sidhu refers to her “two-minute drill” of indicators for proof

were knocked down and you stand up and dust yourself off.

that the freefall has stopped and recovery is at hand. The stock

There’s been a shift in the fundamental drivers of the economy,”

market thinks the recovery is at hand, and the market always

O’Sullivan said.

leads an upturn. Segments of the housing market have also

He indicated that the drivers that have been in place – retail

turned up, Sidhu noted, but those improvements “could stop

sales, housing and financial services – slowed faster than the

on a dime.” Sales of existing homes have been pretty strong for

new drivers could ramp up. The new drivers – which he identi-

nearly a year and the supply of foreclosed homes entering the

fies as health care, green technologies and adult education – are

marketplace appears to have slowed. Median home prices are

more capital intensive and less labor intensive, but they are

edging up and consumer spending is beginning a slow ascent.

driving a recovery nonetheless. While they create fewer jobs

36 | California School Business

Experts predict when schools will benefit from current recovery than the sectors that are laying off, the jobs that are created are higher paying.

Proof positive that the economy is getting better, according

CASBO asked a number of experts in education funding to weigh in on when the apparent national economic recovery would begin to benefit public school funding in California. Here are their predictions:

to O’Sullivan, will be an increase in business investment, growth from exports and government spending.

Prediction: 2012-13 Ken Hall, founder, School Services of California, executive

Silver linings Finding a silver lining in an economy that decimated school district budgets may be a long shot, but our experts gave it a try, identifying a few ways that the school industry may have benefited – at least a little – from the recession.

Sidhu likened the crisis to a good rain shower that leaves the streets clean and washes away the grunge, but conceded there is not much of an upside for schools.

“On the purchasing side there are some opportunities because vendors are struggling and might be willing to cut prices,” Sidhu said. And competition for the handful of school construction projects planned might also benefit districts by way of tight bidding. “This is a period in the cycle when they can do a little judicious spending and prices will be lower.”

in residence at the University of Southern California

“California is beginning to turn around. I think economically we have encountered the bottom, but unfortunately, we have a long way to go before it impacts public education. There are a couple of indicators educators can look for. One is housing starts and housing prices. That indicator, if it begins to turn around more substantially, means more property tax revenues – so watch for property tax assessment increases. If you see a substantive increase, you can figure education increases are around the corner. The 2010 budget hopefully will be a constant to the current dollar levels and 2011 would have a slight growth to it. It will be the 2012-13 budget before it’s to the pre-recession levels.”

Prediction: 2012-13 Joel Montero, chief executive officer, Fiscal Crisis & Management Assistance Team (FCMAT)

“If the state as a whole were to improve starting today, the translation to education will lag by 12 to 18 months. Watch sales and use tax as an indicator. When it gets positive, that’s indication that people are putting money back in the economy. The earliest we would ever see a funded COLA would be 2011-12, more likely is 2012-13, and even then it will be small and will not cover the loss that will have occurred in the previous two or three years.”

Prediction: 2014-15 John Mockler, president, John B. Mockler and Associates, a consulting firm specializing in education policy and finance

“The only thing that will hold us up will be the Maintenance of Effort (MOE). In general, revenue is a problem when we lower taxes the year after next. We have reduced the percent of our income that we pay in taxes each of the last four years. Recall that in order to get the budget passed one year, they reduced business taxes, and that kicks in next year. There are a lot of time bombs that kick in.”

Prediction: 2012-13 Don Zimring, superintendent, Las Virgenes Unified School District

“I think the economic recovery has clearly begun and we’ll start seeing some additional revenues to the state. The state will be under incredible pressure to give something back; to start rebuilding what they have dismantled. We’ll start to see some basic payback in three years.”

– J.P.R.

Spring 2010 | 37

Beyond the Recession Montero noted the difficulty in finding an upside due to the fact that in an 18-month period, nearly $1,700 per student was lost.

The potential bright spots he has heard suggested are that “education fared better than other industries,” and that the funding crisis forced efficiencies.

“The angle I’ve heard is that one of the things this has done is

School leaders certainly have their work – make that more work – cut out for them.

created the requirement for every single district to look at every single expenditure and operate more efficiently,” Montero said.

the past,” noted Hendrick, adding that some unions are coming

“You could argue that 50 percent (of districts) aren’t in trouble in

to the table seeking multiyear agreements, in some cases with

that they prepared themselves better or made themselves more

no salary increase.

efficient, and you could argue that’s a collateral advantage.” casbo’s Hendrick addressed the silver lining concept by noting that the national recession and California’s ongoing bud-

When will schools benefit?

get crisis may have pushed the state’s education system closer

So just when will the alleged uptick trickle down to schools in

to reform. “There is talk about redoing the finance formulas for

the way of improved funding?

schools to make it more stable. I know there’s been talk about it

“I’m suggesting that if money from property taxes is going

for years, but maybe now is the time to really talk about that,”

to be down and stay down for a long time, given the low level of

Hendrick said.

household formations that drives housing, we aren’t going to see

A sense of “unified concern” also has emerged among groups that are often at odds, even those who meet at the bargaining table. “The unions are being more cooperative than in

38 | California School Business

a return to pre-2008 housing levels for five years nationwide,” O’Sullivan said. continued on page 40

Spring 2010 | 39

Beyond the Recession continued from page 38

By that time, baby boomers will have begun retiring in larger numbers, which causes O’Sullivan to question whether the 40 percent funding level inherent in Proposition 98 can be supported.

were one-time fixes to also disappear, and the lag in improved funding is extended.

“Our concern is that even if the economy is better, we’re not going to see the effects fast enough,” Hendrick said.

“If I were in California schools I would say, ‘Is that number defensible and where else are we going to get the money?’ I would say that would be public-private partnerships and school business officials becoming more entrepreneurial.”

In the meantime Given the expected slow pace of the economic uptick,

Sidhu relies on basic economic principles to make her pre-

improvements to the economy won’t translate into improved

diction for improved funding for schools. “Until banks get fixed

school funding any time soon, meaning school leaders certainly

and homes start selling and are filled again, it will not get better

have their work – make that more work – cut out for them.

for school districts,” Sidhu said.

That’s where O’Sullivan’s suggestion for entrepreneurship

Montero’s estimate for improvement is 2012-13, after an

and partnering comes in. “Money will not come from local tax

even tougher 2010-11 budget year due to the loss of federal

sources but from state, federal or private sector economic devel-

stabilization money.

opment,” he predicts.

casbo’s Hendrick noted that the state’s schools won’t ben-

Schools should consider tapping new funding sources by

efit from the recovery until months after it’s in full swing – likely

watching the direction in which the economy is moving and

18 to 24 months after the significant improvement anticipated

beginning to serve those needs. “What we’re talking about is

for late 2010.

public education going back to its roots,” he said. That includes

Add to that the impending end of a temporary sales tax increase set to expire this spring and the potential for deferrals that

40 | California School Business

getting businesses more engaged and ensuring that schools are responsive to business needs.

Schools should consider tapping new funding sources by watching the direction in which the economy is moving and beginning to serve those needs.

which would essentially mean either asking taxpayers to carry a larger part of the burden or convincing corporations to do so.

But O’Sullivan contends there are opportunities. “It might be 5 percent of your budget now, but in the short run, it may be 100 percent of your growth,” he noted. z z z Julie Phillips Randles is a freelance writer based in Roseville, Calif.

Do you have an opinion or a comment on this article? California School Business magazine welcomes “Letters to the Editor.” Please send your letters to jjackson@casbo.org. All letters are edited for content, space and style considerations.

This type of partnering – essentially schools being responsive to the labor market – might emerge as a key, yet currently untapped, new funding source for schools.

Other opportunities some districts have begun to consider, according to Montero, are additional general obligation bonds to fund facilities locally and, on the program side, studies of parcel taxes.

He questions the real capacity for local communities and businesses to make up the shortfalls schools are experiencing,

Spring 2010 | 41

42 | California School Business

feature

Cultivating commitment How to keep top-notch employees

By Julie Sturgeon

Recent research shows that a majority of private companies fear losing highperforming employees in a recession-induced talent war. In better times, such might also be the case in the school industry, but a lack of job openings and increased responsibilities instead have school business leaders wondering how to keep the talent they have on hand motivated, productive, and, frivolous as it might sound, happy.

A mass exodus of talented employees isn’t what concerns Gary Matsumoto today. As the associate superintendent of business services for Hacienda La Puente Unified School District in the San Gabriel Valley, he sees industry in his area hurting, and surrounding school districts laying off employees. He received more than 300 applications for a custodial position. “Our employees

Spring 2010 | 43

Cultivating commitment

tend to stick around, but where would they go anyway?” asked Matsumoto, who serves as vice president of casbo.

Ditto for Donald Zimring’s experience as superintendent at Las Virgenes Unified School District in Calabasas. “The sticking around part isn’t the critical issue,” said Zimring, a past chair of casbo’s Professional Certification Committee and a member of the association’s Professional Development Committee. “The critical issue is how do you keep them happy, keep them committed to serving kids?”

That’s precisely the question Anne Bruce, a speaker at casbo’s new Guest Lecture Series Luncheons at the upcoming annual conference and author of “Discover True North” and “Be Your Own Mentor,” said employers should always ask, but it took a recession to call attention to this shift. “In the past, we concentrated on how to keep good employees from going to the competitor - and as a result, we lost good people. Employees do not leave companies, they leave bosses and leadership. So going into 2010, successful organizations do not focus on people retention,” she said, “because adults are going to do exactly what they want to do. But focus on developing people, and the byproduct is that they stay.”

Bruce labels it a paradigm shift, and it’s a particularly powerful concept for schools to grasp.

Indeed, a few years ago turnover at Hacienda La Puente was fairly high because neighboring districts paid more, Matsumoto admitted. Even he left for greener financial pastures. Today, many of those “former” employees are back in the fold. “It wasn’t about the money. It was also that they liked working here because they felt appreciated,” he noted.

First steps The foundation of Bruce’s recommended approach is to stop expecting everyone to hit the same bar,

Employees do not leave companies, they leave bosses and leadership.

and instead use tools that motivate individuals to a higher level of performance. And how do you discover this secret for thousands of people on the payroll? Ask them. She even has a worksheet with 20 common drivers listed for a multiple-choice response: respect, a chance to grow, being part of a team, getting along with people, clear expectations, praise, promotions, empowerment, responsibility – and, yes, money.

“And once in a blue moon, out of thousands of people, I will have someone select that,” said Bruce. “But rarely is compensation the reason we get out of bed and spend 10 hours on the job giving the best of ourselves.”

After determining what motivates individual employees, make sure immediate supervisors have this information for their team, and let the relationship building begin. It looks like this: Say an employee wants to purchase a new product she believes could make her job easier.

The manager’s natural response is “that’s not in the budget.” Yet instead of repeating the expected dialogue, address the employee’s motivation points. For instance, if creativity is her push button, challenge her to find ways to bring that same strategy into the workplace, even on a shoestring or non-existent budget. If she is money driven, challenge her to come up with the money by saving somewhere else in the budget.

The idea is not telling, but rather guiding the employee. “You don’t learn anything when you’re being told,” said Bruce.

For the past 26 years, every new hire at Las Virgenes steps on a school bus with the superintendent as part of their orientation and tours the district. “We talk about where the students come continued on page 46

44 | California School Business

Spring 2010 | 45

Cultivating commitment continued from page 44

from, show them the schools they attend, because we don’t want employees to think they work at a place,” said Zimring. “They serve children and we want to show that tie whenever we can.”

Generational divide

After determining what motivates individual employees, make sure immediate supervisors have this information for their team.

The recession is peeling back the façade to reveal a second layer to this challenge of keeping employees happy – they arrive to work unhappy. “They’re distracted with gloom and doom scenarios,” said Jason Ryan Dorsey, also a casbo Guest Lecture Luncheon Series speaker and a generational expert and best-selling author of “50 Ways to Improve Schools for Under $50.”

The generations are commonly classified by birth years, which sometimes vary widely, and each is saddled with colorful descriptions of their alleged negative and positive attributes. These traits often come into play as managers struggle to determine what motivates the various groups.

Gen Y, according to Dorsey, is made up 79.8 million people born in the United States from 1977 to 1995. Gen Xers were born between 1965 and 1977, according to Dorsey’s research, and baby boomers, arriving during the biggest population boom in history, were born between 1946 and 1964.

• Generation Y: A large percentage of the Gen Y employees in school districts who talk to Dorsey admit they haven’t fully committed to a lifelong career in education. It’s a great place at the moment, but they’re certainly open to the idea of other career fits, too, in their futures.

“Gen Y doesn’t have a history in the education workplace to know how good times were before. So what they see is what they get, and they’re evaluating: Is this permanent? Can I live with this?” he pointed out.

Add to this the fact they are low person on the tenure totem pole when layoffs start, and the stress meter jumps again. “The economy is definitely affecting Gen Y. We’ve never been through this before, so we’ve never come out the other side,” Dorsey said. That makes leadership’s pep talks vital. “Convey the message that it’s going to be ok. It may not be easy, it certainly won’t be fun, but after looking at our smartphone news alert that the sky is falling, Gen Y needs to hear a voice of sanity saying, ‘We’re going to make it through,’” he explained.

• Gen X: Welcome to the skeptics in the crowd. Where the Gen Yers were told not to follow the money, but to do what makes you happy, the previous generation grew up verifying that their mothers love them. “I always say to Gen Yers who report to Gen Xers, ‘It’s not that your boss doesn’t like you, it’s that he doesn’t believe you,’” Dorsey explained.

So nix the inspirational quotes of the day if you want to keep them around in favor of sharing the district’s plans and how you arrived at this decision. For a bonus, clue them in on what you’ll do if Plan A doesn’t work out.

“At the same time, Gen X wants to see you keep commitments,” Dorsey added. “If you pass this test, these employees aren’t loyal to organizations, but they’ll follow a great boss anywhere.”

• Baby boomers: Baby boomers measure work ethic in hours per week, and don’t believe in short cuts. They are very team-driven, so in contrast to the Gen Y group, they don’t want to be singled out individually for recognition. In fact, they aren’t as keen on praise as their counterparts at all.

“A boomer once told me that if he is doing something right, the last thing he wants is for the boss to stop, look in the office, interrupt him and tell him he’s doing something right,” said Dorsey.

“Gen Y thinks they’re doing something wrong if people aren’t talking to them. Booms think they’re doing something wrong if they are constantly called into the office.” continued on page 48

46 | California School Business

Driving resources to the classroom

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Contact us today and let us develop one for you!

Retirement Incentives CSBA GASB 45 Solutions Program Alternatives to Social Security

800.540.6369 ext 127 www.pars.org Š 2008 Public Agency Retirement Services (PARS). All rights reserved

Spring 2010 | 47

Cultivating commitment continued from page 46

Focus on developing people, and the byproduct is that they stay.

The recession caught this group just before their retirement years, so they’re working longer than anticipated, living for delayed dreams. For them, the routine coupled with stress translates to a dull acceptance. Las Virgenes’ name badge policy could help in this situation; the id allows every employee free admission at any performance, athletic event or other activity in the school district.

Relationships maintain and motivate In other words, pull out all the stops when it comes to motivating and maintaining talent in these challenging times. Recent research by the Conference Board, a global independent membership organization that studies business management and the marketplace, showed that job satisfaction for all workers is at a 22-year low, with only 45 percent of workers satisfied in their jobs. The net result, employee engagement and productivity is at its worst, precisely when organizations need it to be at its best to face the current challenges.

Bruce had a singular final suggestion on keeping talent during the downturn. “It doesn’t take a lot of effort to keep employees – it’s simply building relationships,” she summed up. z z z Julie Sturgeon is a freelance writer based in Indianapolis, Ind.

48 | California School Business

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Spring 2010 | 49

50 | California School Business

out & about

Pictured at the Central Section holiday lunch in December are representatives from CASBO associate member Office Depot (l-r) Paula Job, Marc Williamson and Jeanne Gordon.

Magnificent 7 Award Recipients pictured at the CASBO Northern Section Holiday luncheon (front row l-r) Kim McNeely, Facilities Award; Victoria Coronado, Purchasing Award; Janet Felice, Child Nutrition Award; Rebecca Polychronis, Human Resources Award; Nicole Kugler, Accounting Award; and Bennie Howard, Northern Section past president. (back row l-r) Peggy Pappain, Accounting Award; Martha Larson, Metro Ed, Technology Award; David Johnston, General Services Award; Sharon Ketcherside, CASBO president, and Wendy Richard, Northern Section president. Award recipients not pictured: Helen Bellonzi, Financial Services Award; and Kristy Urbina, Transportation Award.

(l-r) Ronald Pierce, operations manager, Elk Grove Unified School District, and Nadene Haynes, director, child nutrition, Yuba City Unified School District, catch up during the Sacramento Section holiday lunch in December.

(l-r) Alvaro Meza, assistant superintendent, business services, Santa Cruz City School District, and Enrique Palacios, deputy superintendent, Gilroy Unified School District, take a break between sessions at the CBO Symposium in Monterey in November.

All smiles at the CBO Symposium are (l-r) Jennifer Goodner, account technician-payroll, Fortuna Union High School District and CBO Mentor Project participant; Susan Grinsell, assistant superintendent, business services, Humboldt County Office of Education and CBO Mentor Project mentor; and Megan Curtis, chief financial officer, Anderson Union High School District and CBO Mentor Project participant.

Please send in your Out & About photos from CASBO events along with the names of the people in the photos and the event where the photo was taken. Digital photos may be sent to jjackson@casbo.org.

Spring 2010 | 51

CASBO book club

Book selection gives keys to transforming any organization Join your CASBO colleagues this spring in reading this quarter’s Book Club selection, “Fearless Leadership: How to Overcome Behavioral Blind Spots and Transform Your Organization,” by Loretta Malandro.

BASIC DESIGN

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Malandro, a world-renowned communication and behavioral expert, gives readers seeking to move their organization in a new direction the tools she says are needed to successfully drive change, overcome obstacles and align employees to work together effectively.

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• A single frame seat back design features a twostep “Controlled Collapse” for safety of compartmentalization • Meets all current FMVSS and Canadian standards for school buses • Standard school bus vinyl and colors, or Kevlar, Prevaill™ or ProForm™ fireblock.

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52 | California School Business

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Using what she calls “behavior-based methodology,” Malandro says she has been able to train top-performing leaders, and create high-performance organizations and build high performance teams. She subscribes to a simple concept explained in the book: In order to change your organization, you must be willing to alter your behavior and help others make the choice to change their behavior. She develops leaders who lead by example.

“Fearless Leadership” takes readers through a step-by-step process to raise behavioral standards in the workplace. Malandro describes fearless leadership as the courage to take a bold stand, act decisively and engage with others in an extraordinary way. The book also includes the secrets behind confronting blind spots that sabotage success, overcoming the “need to be right,” building committed partnerships, talking straight and confronting difficult situations and building a culture of 100 percent accountability.

Read along with other CASBO members and learn how leaders who act courageously when faced with uncertainty or fear, take bold stands and engage with people in real ways are able to generate long-lasting improvements to their workplace.

firstperson

We can do anything if we stay positive

By Kevin Swartzendruber CASBO Director of Memberships & Partnerships

When i was a boy, I thought I would

thinking. Even in the most challenging

the word about the great things casbo

become a professional skateboarder. I

of times, when we didn’t think we could

offers. Thank you to all our members who

didn’t just dream about it, I truly felt it

accomplish all the goals before us, Tish

sing the praises of casbo at every oppor-

would happen.

constantly told us to “trust the process.”

tunity; those who tell people they have to

It’s almost as if she knew we would be

attend the annual conference, those who

successful.

take our Newsbreaks to their school boards

Even though that dream faded as I got older and my interests went elsewhere, I have always felt that you can

Now, you’re probably thinking,

and those who talk about the value of

accomplish anything if you truly believe

“We’re all struggling because of this

casbo membership. casbo couldn’t be

you can do it, but if you don’t believe it,

economy and here’s this guy writing

successful without your efforts!

you’re already behind.

about thinking positive!” But, I think it’s

We will get through these economic

One of my favorite quotes comes

now more important than ever! We will

times eventually. Thank you to all loyal

from Henry Ford, who said, “If you think

get through this, together, and we need

casbo supporters for hanging in there

you can, or if you think you can’t, you

help from volunteers more than ever.

through these difficult times.

are right.”

One of the powerful things about

Volunteerism in our organization is

Even if you don’t have time to vol-

second to none! I’m positive about that!

unteer, I encourage you to help us spread

casbo is that our members have always believed we’re the go-to organization for school business information and professional development. They never said, “I don’t know if this is possible but let’s

1 5

try;” they knew it could happen and made it happen.

When I started working at casbo four years ago, I was told I would experience a level of volunteerism that I had “Yeah, sure,” I said, “like I haven’t heard other organizations tell me how wonderful their volunteers are.” But, I quickly became a believer in the volunteer spirit here at casbo and I feel casbo is very unique in that regard. Every time I travel to a casbo section event or attend a section board meeting, I’m amazed and proud of our members.

Volunteers like Tish Koch, our strategic planning facilitator, make me proud to be associated with a group that is so passionate about its success. Tish is a

sudoku

not experienced in any association before.

6 8 3 4 9 7

7

2 7

3

9 8

5

8 1 5

5

1 5

4

3 6

6

3 4 1 2 5 9 4 3

answers on page 57

prime example of the power of positive Spring 2010 | 53

54 | California School Business

The California School Boards Association, in association with Piper Jaffray & Co., has partnered with the California Association of School Business Officials, and enhanced the Certificates of Participation program.

û Fixed and variable interest rate options û Flexible prepayment provisions û Capitalized interest û Flexible repayment schedules û Low cost of issuance û Education Code 17406 financings

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Spring 2010 | 55

advertiserindex 403b Investment Advisors

Emergency 24 Hour Services

ZUK Financial Group (888) 488-8480 www.zukfinancial.com Please see our ad on page . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

American Technologies, Inc. (800) 400-9353 www.amer-tech.com Please see our ad on page . . . . . . . . . . . . . . . . . . . . . . . . . . 26

Accounting, Auditing & Financial Services

Eye Care

Vavrinek, Trine, Day & Co LLP (909) 466-4410 www.vtdcpa.com Please see our ad on page . . . . . . . . . . . . . . . . . . . . . . . . . . 29

VSP (800) 852-7600 www.vsp.com Please see our ad on page . . . . . . . . . . . . . . . . . . . . . . . . . . 49

Vicenti, Lloyd + Stutzman LLP (626) 857-7300 www.vlsllp.com Please see our ad on page . . . . . . . . . . . . . . . . . . . . . . . . . . 20

Financial and Human Resource Software

Architects

Infinite Visions/ Windsor Management (888) 654-3293 www.infinitevisions.com Please see our ad on page . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

Schools Excess Liability Fund (SELF) (916) 321-5300 www.selfjpa.org Please see our ad on page . . . . . . . . . . . . . . . . . . . . . . . . . . 50 Self Insured Schools of CA (SISC) (800) 972-1727 www.sisc.kern.org Please see our ad on page . . . . . . . . . . . . . . . . . . . . . . . . . . 37 Standard Insurance Company (800) 522-0406 www.standard.com Please see our ad on page . . . . . . . . . . . . . . . . . . . . . . . . . . 38

Legal Services/Law Firm Atkinson, Andelson, Loya, Ruud & Romo (562) 653-3200 www.aalrr.com Please see our ad on page . . . . . . . . . . . . . . . . . . . . . . . . . . 52

WLC Architects (909) 987-0909 www.wlc-architects.com Please see our ad on page . . . . . . . . . . . . . . . . . . . . . . . . . . 54

Smartetools (760) 242-8890 www.smartetools.com Please see our ad on page . . . . . . . . . . . . . . . . . . . . . . . . . . 42

Bond Counsel

Financial Consulting Services

Dannis Woliver Kelley (562) 366-8500 www.dwkesq.com Please see our ad on page . . . . . . . . . . . . . . . . . . . . . . . . . . 41

Jones Hall (415) 391-5780 www.joneshall.com Please see our ad on page . . . . . . . . . . . . . . . . . . . . . . . . . . 42

PFM Financial Services (800) 891-7910 www.casbo.org Please see our ad on page . . . . . . . . . . . . . . . . . . . . . . . . . . . 2

Fulbright & Jaworski LLP (213) 892-9323 www.fulbright.com Please see our ad on page . . . . . . . . . . . . . . . . . . . . . . . . . . 42

Construction Management

Financial Services

Roebbelen (916) 939-4000 www.roebbelen.com Please see our ad on page . . . . . . . . . . . . . . . . . . . . . . . . . . 36

Piper Jaffray & Co. (800) 876-1854 www.PJC.com Please see our ad on page . . . . . . . . . . . . . . . . . . . . . . . . . . 35

Jones Hall (415) 391-5780 www.joneshall.com Please see our ad on page . . . . . . . . . . . . . . . . . . . . . . . . . . 42

SGI Construction Management (626) 395-7474 www.sgicm.com Please see our ad on page . . . . . . . . . . . . . . . . . . . . . . . . . . 50

Stone & Youngberg LLC (800) 447-8663 www.syllc.com Please see our ad on page . . . . . . . . . . . . . . . . . . . . . . . . . . 19

Consulting / Advocacy

Fire & Water Damage Restoration

School Innovations & Advocacy (800) 487-9234 www.sia-us.com Please see our ad on page . . . . . . . . . . . . . . . . . . . . . . . . . . 31

American Technologies, Inc. (800) 400-9353 www.amer-tech.com Please see our ad on page . . . . . . . . . . . . . . . . . . . . . . . . . . 26

Consulting Services

Furniture

GASB 45 Solutions (916) 371-4691 www.csba.org Please see our ad on page . . . . . . . . . . . . . . . . . . . . . . . . . . 10

Virco Manufacturing Corp.

(800) 813-4150 www.virco.com Please see our ad on page . . . . . . . . . . . . . . . . . . . Back Cover

Vavrinek, Trine, Day & Co LLP (909) 466-4410 www.vtdcpa.com Please see our ad on page . . . . . . . . . . . . . . . . . . . . . . . . . . 30

Healthcare Services/Insurance

Vicenti, Lloyd + Stutzman LLP (626) 857-7300 www.vlsllp.com Please see our ad on page . . . . . . . . . . . . . . . . . . . . . . . . . . 21

Contractors / Construction Management Bernards (818) 336-3536 www.bernards.com Please see our ad on page . . . . . . . . . . . . . . . . . . . . . . . . . . 54

Cooperative Purchasing The Cooperative Purchasing Network (713) 744-8133 www.tcpn.org Please see our ad on page . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

56 | California School Business

California’s Valued Trust (559) 437-2960 www.cvtrust.org Please see our ad on page . . . . . . . . . . . . . . . . . . . . . . . . . . 59

Insurance Services/Benefits American Fidelity Assurance Co. (866) 523-1857 www.afadvantage.com Please see our ad on page . . . . . . . . . . . . . . . . . . . . . . . . . . 10 ASCIP (562) 403-4640 www.ascip.org Please see our ad on page . . . . . . . . . . . . . . . . . . . . . . . . . . 40 Keenan & Associates (310) 212-0363 www.keenanassoc.com Please see our ad on page . . . . . . . . . . . . . . . . . . . . . . . . . . 23

Orbach, Huff & Suarez, LLP (310) 788-9200 www.Ohslegal.com Please see our ad on page . . . . . . . . . . . . . . . . . . . . . . . . . . 54 Orrick, Herrington & Sutcliffe, LLP (413) 773-5494 www.orrick.com Please see our ad on page . . . . . . . . . . . . . . . . . . . . . . . . . . 22

Mandate Reimbursment School Innovations & Advocacy (800) 487-9234 www.sia-us.com Please see our ad on page . . . . . . . . . . . . . . . . . . . . . . . . . . 31

Network Solutions & Servers & PC Solutions Sehi Computer Products, Inc. (800) 346-6315 www.sehi.com Please see our ad on page . . . . . . . . . . . . . . . . . . . . . . . . . . 49

Program Management Capital Program Management (916) 553-4400 www.capitalpm.com Please see our ad on page . . . . . . . . . . . . . . . . . . . . . . . . . . 47

Program/Construction Management Seville Construction Services (626) 204-0800 www.sevillecs.com Please see our ad on page . . . . . . . . . . . . . . . . . . . . . . . . . . 48

Public Finance Stone & Youngberg LLC (800) 447-8663 www.syllc.com Please see our ad on page . . . . . . . . . . . . . . . . . . . . . . . . . . 19

advertiserindex AD PAGE INDEX

Rentals of Modular Buildings

School/Student Insurance Plans

Mobile Modular (925) 606-9000 www.mobilemodularrents.com Please see our ad on page . . . . . . . . . . . . . . . . . . . . . . . . . . 49

UnitedHealthcare StudentResources (888) 282-5957 www.k12studentinsurance.com Please see our ad on page . . . . . . . . . . . . . . . . . . . . . . . . . . 47

Retirement Benefits

Services/Utilities

Atkinson, Andelson, Loya, Ruud & Romo . . . . . . . . . . . . . . . . 52

ING (909) 980-5512 www.ingretirementplans.com Please see our ad on page . . . . . . . . . . . . . . . . . . . . . . . . . . 39

The Southern California Gas Company (800) 427-6584 www.socalgas.com/business/rebates/onBillFinancing.html Please see our ad on page . . . . . . . . . . . . . . . . . . . . . . . . . . 11

Bernards . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54

Public Agency Retirement Service (800) 540-6369 #127 www.pars.org Please see our ad on page . . . . . . . . . . . . . . . . . . . . . . . . . . 47

Student Information Services

Capital Program Management . . . . . . . . . . . . . . . . . . . . . . . 47

American Fidelity Assurance Co. . . . . . . . . . . . . . . . . . . . . . . 10 American Technologies, Inc. . . . . . . . . . . . . . . . . . . . . . . . . . 26 ASCIP . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40

C.E. White Company . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52 California’s Valued Trust . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59

Eagle Software (888) 487-7555 www.aeries.com Please see our ad on page . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

Creative Bus Sales . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23

Schools Excess Liability Fund (SELF) (916) 321-5300 www.selfjpa.org Please see our ad on page . . . . . . . . . . . . . . . . . . . . . . . . . . 50

Edupoint Educational Systems (800) 338-7646 www.edupoint.com Please see our ad on page . . . . . . . . . . . . . . . . . . . . . . . . . . 16

Edupoint Educational Systems . . . . . . . . . . . . . . . . . . . . . . . 16

School Bus Sales Service & Parts

Student Safety Seats

Creative Bus Sales (800) 326-2877 www.creativebussales.com Please see our ad on page . . . . . . . . . . . . . . . . . . . . . . . . . . 23

C.E. White Company (239) 218-7078 www.cewhite.com Please see our ad on page . . . . . . . . . . . . . . . . . . . . . . . . . . 52

School Construction

Transportation

Northern California Carpenter’s Regional Council (510) 568-4788 www.nccrc.org Please see our ad on page . . . . . . . . . . . . . . . . . . . . . . . . . . 14

Tyler Technologies (800) 433-5530 www.tylertech.com Please see our ad on page . . . . . . . . . . . . . . . . . . . . . . . . . . 29

Risk Management Services

Dannis Woliver Kelley . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41 Eagle Software . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 Fulbright & Jaworski LLP . . . . . . . . . . . . . . . . . . . . . . . . . . . 42 GASB 45 Solutions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 Infinite Visions/ Windsor Management . . . . . . . . . . . . . . . . . . 7 ING . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39 Jones Hall . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42 Keenan & Associates . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 Mobile Modular . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49 Northern California Carpenter’s Regional Council . . . . . . . . . . 14 Orbach, Huff & Suarez, LLP . . . . . . . . . . . . . . . . . . . . . . . . . 54 Orrick, Herrington & Sutcliffe, LLP . . . . . . . . . . . . . . . . . . . . . 22 PFM Financial Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2

Wheelchair & Occupant Securement Systems

Piper Jaffray & Co. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35

Q’straint (954) 986-6665 www.qstraint.com Please see our ad on page . . . . . . . . . . . . . . . . . . . . . . . . . . 12

Public Agency Retirement Service . . . . . . . . . . . . . . . . . . . . . 47 Q’straint . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 Roebbelen . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36 School Innovations & Advocacy . . . . . . . . . . . . . . . . . . . . . . 31 Schools Excess Liability Fund (SELF) . . . . . . . . . . . . . . . . . . . 50 Sehi Computer Products, Inc. . . . . . . . . . . . . . . . . . . . . . . . . 49 Self Insured Schools of CA (SISC) . . . . . . . . . . . . . . . . . . . . . 37 Seville Construction Services . . . . . . . . . . . . . . . . . . . . . . . . 48 SGI Construction Management . . . . . . . . . . . . . . . . . . . . . . . 50 Smartetools . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42 Standard Insurance Company . . . . . . . . . . . . . . . . . . . . . . . . 38 Stone & Youngberg LLC . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19 The Cooperative Purchasing Network . . . . . . . . . . . . . . . . . . . 4

sudoku 1 2 4 5 6 7 8 3 9

5 9 6 8 2 3 4 1 7

8 7 3 1 4 9 6 5 2

2 4 7 3 8 6 1 9 5

The Southern California Gas Company . . . . . . . . . . . . . . . . . 11 Tyler Technologies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29

from page 53

6 3 5 9 1 2 7 4 8

9 1 8 7 5 4 3 2 6

7 5 9 4 3 8 2 6 1

UnitedHealthcare StudentResources . . . . . . . . . . . . . . . . . . . 47

3 6 1 2 7 5 9 8 4

4 8 2 6 9 1 5 7 3

U.S. Communities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45 Vavrinek, Trine, Day & Co LLP (Accounting, Auditing & Financial Services) . . . . . . . . . . . . . . 29 Vavrinek, Trine, Day & Co LLP (Consulting) . . . . . . . . . . . . . . 30 Vicenti, Lloyd + Stutzman LLP (Accounting, Auditing & Financial Services) . . . . . . . . . . . . . . 20 Vicenti, Lloyd + Stutzman LLP (Consulting) . . . . . . . . . . . . . . 21 Virco Manufacturing Corp. . . . . . . . . . . . . . . . . . . . Back Cover VSP . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49 WLC Architects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54 ZUK Financial Group . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

Spring 2010 | 57

lastwords

My problem lies in reconciling my gross habits with my net income. ~ Errol Flynn

37,000 The number of housing permits issued in California in 2009 slid to 37,000 units, compared with a high of 212,960 units permitted in 2004.

10% California’s unemployment rate won’t fall below 10 percent until 2012.

Source: UCLA senior economist Jerry Nickelsburg.

Achievement seems to be connected with action. Successful men and women keep moving. They make mistakes, but they don’t quit. ~ Conrad Hilton

Source: Kyser Center for Economic Research

Budget: a mathematical confirmation of your suspicions. ~ A.A. Latimer

1,928% Twitter grew a massive 1,928 percent in the U.S. from June 2008 to June 2009, now reaching a total of 21 million monthly unique visitors. Facebook leads all social networks with 87.3 million unique visitors in June 2009.

Source: Nielson Online © CASBO 2010

58 | California School Business

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Spring 2010 | 59

60 | California School Business