CASBO School Business Winter 2009

schoolbusiness california

California Association of School Business Officials

DON’T MENTION IT SACROSANCT ISSUES HAMPER CALIFORNIA SCHOOLS

Can-Do CASBO

REFLECTING ON FIVE YEARS OF STRATEGIC PROGRESS

Winter 2009

2 | California School Business

Winter 2009 | 3

4 | California School Business

contents

Volume 74 Number 4 Winter 2009

departments

9

Checking in What we all need is more recess Brian Lewis

13

Bottom line Think outside the box and invest in you!

Sharon Ketcherside

15

45

In focus CASBO member profile: Laura Gower

46

Book club The UPside of the Downturn

47

First person The perfect storm Dennis Meyers

50

Last words

cover story

26

Don’t mention it Sacrosanct issues hamper California schools Julie Sturgeon

interview

17

ASBO chief weighs in on value of associations, leadership and change John Musso: Change is inevitable but growth is optional Julie Phillips Randles

feature

34

Can-do CASBO Reflecting on five years of strategic progress Julie Phillips Randles

15

Out & about Photos from CASBO events statewide

17

34

Winter 2009 | 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.

publisher editor in chief features editor contributors

Brian Lewis Jodi Jackson Julie Phillips Randles Linda A. Estep Dennis Meyers Julie Sturgeon Kevin Swartzendruber

editorial assistant design/layout cartoon advertising art

Kristen Jacoby Sharon Adlis Shawn Turner Lori Mattas

casbo officers

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.

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.

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 2009 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 December 2009

6 | California School Business

Winter 2009 | 7

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checkingin

What we all need is more recess “There’s never enough recess.” So said the son of my sister’s good friend after the first few days of kindergarten earlier this fall.

Wiser words have never been spoken.

It seems that when the boy, Elijah, compared his kindergarten experience to that of preschool, he just didn’t think there was enough time for fun and social interaction with his classmates. Clearly, he’s onto something.

Kids do know things that we seem to forget. We may be tempted to think we have things all figured out, but a quote like this tends to snap us back into reality. And it takes effort to stay in that reality because it’s way too easy to slip back into autopilot and into the groove of our hectic lives.

When I heard this story it made me think of CASBO members all over the state. You’re all working harder than ever with fewer resources, trying to ensure that the stage is set for learning. And there’s little time for recess.

But from everything virtually every CASBO member has ever told me, it’s the times when you all get together, whether at the section or state levels, that the opportunity to recharge, re-engage and reinvigorate happens. It’s your recess - your opportunity to connect, network and collaborate on the challenges you share in common.

At a time when school business officials are busier than ever doing the impossible to support student learning, some form of recess is a must.

Recess isn’t just about going out to play or creating down time, though those things in themselves are good for us. Recess is also about experiential learning, sharing time with friends, taking the pulse of what’s going on in your world. Kids call it hanging out. Adults refer to it in more formal terms – mingling, meeting and greeting, socializing.

When we “grow up,” “going out to recess and playing with your friends” can be thought of as “networking with your peers.” No matter what you call it, the benefits are the same.

Studies tell us that smiling and laughing are good for our health. Research also shows that some of kids’ best school memories involve recess. So why do we as adults seem to feel that smiling and laughing while we do the hard work that must be done is a bad thing?

Perhaps a little adult recess will help blur the bad memories of these challenging times, replacing them with pleasant memories of a struggle handled together. A struggle that, like recess for children, taught us to better interact with each other, to create new rules and customs and to relate to each other without the strictness that sometimes seems to be required during the work day.

Listen…I think the recess bell just rang. Meet me on the playground.

Recess is also about experiential learning, sharing time with friends, taking the pulse of what’s going on in your world.

Brian Lewis Executive Director

Winter 2009 | 9

10 | California School Business

Winter 2009 | 11

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bottomline

Think outside the box and invest in you!

By Sharon Ketcherside CASBO President

If ever there was a time to think outside the box, this is it! These are critical times that call for creative solutions.

That’s why your casbo colleagues

from all over the state are working to deliver to you an outstanding 2010 casbo Annual Conference & California School

Business Expo; one that serves you and

your schools like never before. The conference will be upon us in a blink of an eye; April will be here before we know

it. Your attendance and participation at this year’s conference is more important than ever.

with the latest information – and then go

to casbo.org, click on the conference icon, download the conference brochure and

find those workshops that directly relate

to your work. Write a short memo that

outlines how those specific conference offerings relate to your work and how they will help you serve your schools even

better than before. Show how attending these sessions and meeting these people

will help you contribute to your organization’s strategies to address critical issues.

And as for paying for the con-

ference… is your position funded by

ence will provide grass-roots workshops

Don’t let the economic times prevent you from becoming even more valuable to your schools.

to network with your colleagues. As we

facilities bond monies? If so, tap into this

programs. Also, look for scholarship

ing has proven to be invaluable to school

attendance. There’s a full offering of

many offer this type of assistance.

How can we maximize the avail-

able resources in our district or county office with efficiency, while maintaining

effectiveness? This year’s annual conferacross all disciplines, and the opportunity

all know from experience, that networkbusiness officials across this state. I

myself am a product of these opportunities, having advanced from a classified

position to management within a few years of initially attending and actively participating in our organization.

We are all faced with budget cuts,

and we know professional development

is one of the first areas to be reduced.

But if we put our heads together, we can

revenue stream to fund your conference

facilities workshops presented by the best

opportunities in your local sections; It’s time to think out of the box about

of the best in the business. And this is just

how you can be a part of the tremendous

remember that professional development

April’s conference. Invest in yourself

one potential funding source. In addition, is a tax write-off. This is a two-fold

benefit, because you’re investing in your professional future and your tax future at

professional growth opportunities at next and prepare for your future when the economy rebounds.

Don’t let the economic times prevent

the same time! Who couldn’t use a little

you from becoming even more valuable

If you’re working toward your cbo

they need your fine-tuned skills and

extra help at tax time?

to your schools. Now more than ever,

come up with extremely creative ways

certification, this year’s conference offers

conference.

tion renewal. Don’t forget – Districts and

Sharon Ketcherside, of the Sacramento

offer professional development stipends

president.

and means by which to attend this year’s

Think about the areas where your

schools need your expertise – where they

need you to be at the top of your game

18 sessions that qualify for cbo certifica-

county offices throughout California upon completion of professional growth

leadership.

County Office of Education, serves as casbo

Winter 2009 | 13

14 | California School Business

infocus

Laura Gower Innovative thinking key to her success, attraction to CASBO Laura Gower likes the idea of out-of-the-box thinking. Perhaps that’s what attracted her to a career with American Fidelity Assurance Company, named one of Fortune magazine’s “100 Best Companies to Work for,” and to CASBO, an organization she says is appealing due to its current “big and brave thinking.”

Gower, California region vice president for American Fidelity, began with the firm 20 years ago as an account representative, working her way up to manager, then regional manager and on to regional vice president. In her current position, she oversees 90 California employees and orchestrates and manages the day-to-day operations of the four offices in the state. She also spends time at school districts speaking to CBOs, union leaders and employees about American Fidelity’s products and services.

The firm, a CASBO platinum-level associate member, offers the education industry a product portfolio of supplemental insurance programs that include disability income insurance, annuities, cancer insurance, life insurance and Section 125 Plan services.

American Fidelity also provides dependent verification audits under which account reps visit districts at no charge to verify documentation of employees’ dependents for insurance programs. “Districts are looking for every dollar under every rock, and American Fidelity wants to help,” Gower commented.

Gower currently serves on CASBO’s Associate Member Committee (AMC) and last summer was appointed to the Strategic Planning Team. She says she sought out inclusion on the AMC after seeing firsthand her company’s longtime dedication to the association.

“I thought, ‘this is a great organization, and I am sure there are things I can do to help and support it.’” Once active, she found her instincts were on target. “It’s fun contributing your time alongside others who want to make something fantastic,” Gower said. “There’s a lot of heart and soul in CASBO. From my bird’s-eye view, there’s this extreme dedication.”

Another draw, and benefit, to participating in the association is that it makes good business sense. “I’ve been reading a lot lately that if you are in business today and trying to survive hard times, the secret is to have relationships with people who are able to make decisions. Find someone else to do the paperwork; get out and build relationships,” Gower recommended.

She said her dedication to CASBO is in response to the support from AMC members who have been outstanding teachers. “The sky’s the limit on what the AMC can do.

It’s a new day, and CASBO members are really out-of-the-box thinkers right now.

That’s attractive, and that is what’s required to survive these days,” said Gower.

Photography by Hope Harris

Winter 15 Winter 2009 2009 || 15

16 | California School Business

interview

ASBO chief weighs in on value of associations, leadership and change John Musso: Change is inevitable, but growth is optional

By Julie Phillips Randles

John Musso has more than 30 years experience in public education, including roles as a teacher, principal, deputy superintendent and chief financial officer. For the past three years, Musso has worked in the

business of schools at the international level as the executive director of the Association of School Business Officials International (asbo), an association that provides programs and

services to promote the highest standards of school business management practices, professional growth and the effective

use of educational resources. casbo is a state affiliate of asbo

International.

Prior to joining asbo, Musso was the chief financial officer

for the District of Columbia Public Schools, a district with more

than 12,000 employees and 167 schools and learning centers serving 60,000 students. In this position, Musso oversaw a bud-

get of more than $2 billion in annual operating, grant and capital

funds, and was charged with working daily with public officials, including city council members, the mayor and Congress to strengthen the fiscal state of the d.c. Public Schools system.

In his 15 years as a school business official, Musso secured

more than $14 million in competitive grant funds and led the

successful passage of bond issues totaling more than $100 mil-

lion, which resulted in the remodeling of 43 school buildings and the construction of five new schools.

Musso has served in leadership and director capacities

with various nonprofit organizations including Colorado asbo, Colorado Liquid Asset Trust and the Colorado Association of School Executives.

He has earned the designations of Certified Association Ex-

ecutive through the American Society of Association Executives

and Registered School Business Administrator through asbo

International. Musso also holds a bachelor’s degree from the

Photos by Nicole Burkart

University of Southern Colorado, a master’s degree in public

administration from the University of Northern Colorado and a school administrator credential and license from Western State College in Colorado.

Winter 2009 | 17

John Musso

ASBO chief weighs in on value of associations, leadership and change

CSB: What is one of your hidden talents?

Musso: Something most people don’t know about me is that my

CSB: What is the best advice you’ve ever received? From whom?

Musso: The best advice I’ve ever received came from my father

past includes a career in the medical field. At one time, I was a

and mother. My mother made me understand the importance of

with an ambulance crew and as a clinical therapist in a hospital’s

She advised me to go to school rather than becoming a farmer

certified paramedic. I worked in a hospital emergency room, mental health unit working with troubled adolescents. During

my 32 years in education, I have been able to put the skills I learned during my medical career to use, responding to medical

emergencies in schools, and understanding the physical and

forging ahead and giving everything that extra push it needed. like my father, grandfather and great-grandfather. She pushed

me through my bachelor’s program, my master’s program and my school administrator certification. Her advice: Never quit.

My father gave me two important pieces of advice. The first

emotional needs of students.

was to never put my eggs in one basket and the second was to

CSB: What three things are essential to your life?

Musso: Without hesitation, my God and faith, my family and my

background certainly opened up many opportunities in my life

work. I had to learn the hard way that family is what matters as I went through some difficult times in my education career –

difficult times that only my faith and my family helped me get

through. Being a school district cfo is probably one of the most

rewarding jobs anyone could have, but it is also one of the most challenging. After several very difficult community meetings,

not be afraid to take risks. Having a diverse education and career and made me a better educator, so I am glad I followed my father’s advice to “diversify.” With regard to risk-taking, my father reminded me often that if you fall, the farthest you will go is the floor. When faced with a decision, I learned to ask myself, “What is the worst thing that can happen? How far can I really fall?”

CSB: Earlier this year, the American Society of Association Executives

for example, I wanted to go home, sit down in the middle of the

spoke to the new administration and Congress about the power and

got me through so I could make the best possible decisions for

in various industries and often have solutions to the tough issues of the

living room floor, and cry. During those times, faith and family the children in the school system.

value of associations, the idea that these groups represent the best minds

day. In these challenging economic times, what are you telling folks about the importance and value of association membership?

Musso: Everyone needs to belong, to feel a part of something.

CSB: What do you do to manage stress?

Musso: As strange as it may seem, sometimes chaos tends to

We all need to belong to some sort of group where we all share

I know that I have to become as centered as I can in order to deal

association. Associations provide opportunities for us to connect

bring me to focus – I guess because during those stressful times

with whatever issue or issues are presenting themselves. I try to exercise as much as I can during stressful times. I make sure I eat properly and do not go off on the “junk food circuit.” I also try to

smile and laugh a lot. Smiling creates endorphins that help the body deal with various stressors. I also focus on the three most important things that are essential in my life.

CSB: What is the best thing you have ever bought?

Musso: The best thing I ever bought was my wife’s engagement

and wedding rings. For the past 32 years, she has been the backbone of my career, supporting me in whatever direction or

path I decided to take. She has been there to help counsel me and pick up the pieces during difficult times. She never hesitates to

bring me back to focus when I head in the wrong direction. We have the best daughter a father and mother could ever ask for,

a common bond: a church group, a community group or an with each other. I maintain that any success I have had in my

career is because I knew who to call for help – the colleagues I met through my professional association.

Associations also provide opportunities for us to grow

personally and professionally. During tough budget times, professional development is often the first item on the hit list.

Unfortunately, tough economic times are the times when we need professional development most – to help us get through

those rough waters. These are the times we should be networking with each other, finding out what has worked for others and what has not. Your association can provide you with solutions to

your problems that will not only help you do your job, but will also make your school district a better place.

CSB: What are some of the key issues that school business leaders will

and we believe we have raised her to maneuver through life’s

likely have a hand in solving?

life would have taken an entirely different path – one that would

after year, we make rabbits appear out of hats that were once

good times, as well as bad. Had I not purchased those rings, my not have brought me to the point where I am today.

18 | California School Business

Musso: School business officials are magicians. Year after year

continued on page 20

Winter 2009 | 19

John Musso

ASBO chief weighs in on value of associations, leadership and change continued from page 18

thought empty. In the current economic conditions, those

Musso: Associations are not immune to the downward spiral in

rabbits are much more difficult to produce. The present state of

the economy. Looking at how we do business internally and how

challenges, as well as unprecedented opportunities. All of us

for our members becomes paramount. A good association

the economy has created a paradigm shift with unprecedented are thinking about school funding in much different ways and

considering new and, we hope, more innovative ways to fund public education. This is what we call the “new normal.”

we can maximize resources and provide programs and benefits

should be nimble enough to change course quickly to meet the current needs of its members.

No one particular change to governance or operations can

Our challenge is making the right decision today that will

be considered the silver bullet for every association. The key is

“low-hanging fruit” and identified which reductions will have

do business as usual, it must find ways to continue to provide

affect how we do business tomorrow. We’ve already cut the the least impact in the classroom. Instead of looking for ways to make it through the next budget cycle, school business officials

recognizing that while the association may no longer be able to valuable and unique services to its members.

need to look at ways to make these cuts sustainable and generate

CSB: You’ve had the opportunity to participate in some casbo events

of all.

observations about casbo as a nonprofit association?

revenue from other sources. This will be the greatest challenge

and observe the association in recent years. What are some of your

Musso: casbo has been around for more than 80 years, and,

CSB: School districts nationwide, and particularly in California, are

like most of the other asbo affiliates, focuses primarily on

what changes to governance and operations should associations cur-

programs and services its members need. What’s also impressive

facing the toughest times they’ve seen in 30 years. With that in mind, rently be considering?

professional development and does a great job providing the

is the degree to which casbo has taken on growth and change

as an organization through strategic planning. As a result, the

association has accomplished what many other associations only hope to achieve – a growing, thriving organization.

I’ve seen firsthand how casbo focuses on its members and

their needs. The board’s leadership, combined with Brian’s leadership and that of the entire staff, have made that strategic focus and growth possible. That’s critical to move any association

forward. It’s easy for an organization rich in history to keep the

status quo. Those organizations often are unable or unwilling to identify those things they need to let go of; things that once had a

place in the organization but have served their purpose and need to be set aside to make room for new and innovative programs

and best practices. I’ve seen casbo make those changes over the

past few years, which signals an organization that’s not only rich in history, but adaptable and responsive to its members.

Yours is an organization that will survive these tough

economic times. One of my favorite quotes is “change is inevi-

table, but growth is optional.” casbo has made a commitment to grow. 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.

20 | California School Business

Winter 2009 | 21

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Winter 2009 | 23

24 | California School Business

Winter 2009 | 25

Don’t mention it

26 | California School Business

cover

SACROSANCT ISSUES HAMPER CALIFORNIA SCHOOLS

By Julie Sturgeon

T

here is a large, long-term guest in the home of public education in California.

This guest sits perched on the living room sofa, taking up tons of space, only visiting with the residents about select issues and generally tying the education family up in knots.

His needs and distraction techniques can make it impossible to address the chal-

lenges in public education, and like a disruptive guest bent on stirring up siblings, this tenant tends to reinforce petty arguments and infighting instead of encouraging the family to face the issues head on.

“It’s almost like there are unwritten rules of decorum that those in education have

agreed to over time – rules that stand in the way of getting down to the issues,” described casbo Executive Director Brian Lewis. “We’re splintered as a community, and

we’re collectively unable to talk about the core issues.”

All of this begs the question – actually quite a few questions – when it comes to the

chance for meaningful dialogue about the future of California’s schools and students.

When will all involved get to the point that they agree that whether the topic is curricu-

lum, policy or finance, the focus should be on students? How many more decades will

drift by as education leaders continue to hover at disparate points on myriad issues?

When will the children come first for all the players?

There’s an elephant in education’s living room. Perhaps it’s time to address

the beast.

Education leaders and experts attempted to do just that in recent interviews – talk

about the unmentionables, face the issues and explain their positions.

Winter 2009 | 27

Don’t mention it Picking the battles

“It has always amazed me that

and policy with casbo and currently

First among the unmentionables is that

education ‘reforms,’ by whatever name,

the chief legislative liaison to the super-

are often seen as self-serving. Add to that

is hardly a recognition of, or serious dis-

Education. “We aren’t interested in shar-

the various groups involved in education

an overall disdain for change, and thus the battle begins.

Consider, for example, the fact that

the Obama administration has dangled financial incentives totaling nearly $500 million for California school districts if

the state can agree to change some of its

often tinker around the edges. And there

cussion about, what is already in place,” commented Lewis. “Once a law passes,

piling on. Issues and programs become

work. “It’s a formula of a high level of

protect it and new programs just keep sacred.”

For those involved in categorical

this case, change with a capital “C.”

were created in the first place by interest

eliminated, it is a survival issue. And they

YOU GET PEOPLE WHO HAVE A PERSONAL EXPERIENCE IN A SPECIFIC SCHOOL OR DISTRICT, THEN GENERALIZE THAT TO THE WHOLE SYSTEM. The idea is not getting much traction

groups within education who felt their

tion. “I think the long arm of the federal

“Emotions are running very high as

government reaching all the way down

to the local school districts is going to

be hard,” said Joe Nunez, cta’s associate executive director of governmental

relations. And he’s been to Washington,

d.c., to meet with Education Secretary Arne Duncan and Rep. George Miller to

It doesn’t help that schools don’t

have a strong history of practice to build a

programs that just saw all of the strings

with the California Teachers Associa-

ing solutions that move us all forward.”

it’s in for good. A constituency forms to

education system’s status quo. What’s

required is change to the system – and in

intendent at Riverside County Office of

programs didn’t receive enough support.

they compete for dollars. Flexibility is ok

consensus around what does and doesn’t

emotion, a high level of perceived interest, and a low level of answers that carry

any strong evidence,” said Campbell.

“No wonder we’ve reached the point we have now.”

Digging your heels in is a good tactic

for individual concerns, as Silberstein

admitted. “I totally get it. But people would rather win than be happy,” she added. “We’re taking our battles, fight-

ing them to the death, and they’re the wrong battles.” Not to mention they create enemies that erode any future rescue.

Leaders who announce they will talk to the other side to find an agreement rather

than pound the other viewpoint into submission “are often seen as traitors to the cause,” she said.

Such demonizing then forces cre-

for the other guy, but one person’s reform

ative thinkers out of the system and into

interest program,” said Davis Campbell,

seen, leaving the education community

or critical need is another person’s special senior fellow for the Center for Applied

Policy in Education at uc Davis and president of the California School Boards

alternative “safe” places, as Campbell has spinning its wheels on logjams like these:

Association Governance Institute.

Proposition 98

tangle up education and support the sta-

self-interests at work, which is glaringly

passed in 1988 was intended to ensure

more raveled, according to Nunez. “Our

try to craft a state budget. “You ask why

say just that.

Instead of unraveling, the issues that

tus quo in California seem to be coming

frustration is you get people who have a personal experience in a specific school

or district, then generalize that to the whole system.”

There’s plenty of frustration to go

around whether the topic is how we got here, the definition of reform or whose interests outweigh another’s.

28 | California School Business

Sound selfish? There’s plenty of

The Proposition 98 funding mechanism

evident each time elected representatives

school districts had a floor on their

you don’t get education reform in the

Legislature. It’s because I’m all about me, my interests and I don’t care what

happens to your program even though it also serves my kids. I just want to go

to Sacramento, get my fair share and go

home,” said Sandra Silberstein, former assistant executive director for advocacy

monies so budgets didn’t bounce wildly.

In a perfect world, it would remove education from being at the mercy of politicians’ whims, said Draza Mrvichin,

a management consultant who has spent 40 years in labor relations in schools.

Most players agree the reasoning was

sound, but the practicality is missing. continued on page 30

Winter 2009 | 29

Don’t mention it continued from page 28

For one thing, it’s tied to state revenues,

Still, focusing on the dollar fight is

you, we would give you the world if we

“Nothing can be done about the world-

union has very smart business agents.

which are too precarious to be a good

a red herring if you ask Nunez at cta.

“No one ever expected an economy

wide recession we’ve found ourselves in

safety net.

like the one we have now. Legislators and the governor say they are protecting

schools as they cut to the ‘guarantee.’

Well the guarantee, with all the manipu-

and the traumatic impact it’s having on all services,” he said. “So we’re certainly right in line with everybody else there.”

In downturns as big as what we’re

lations, isn’t providing enough support

seeing now, you’d expect cuts to schools.

But it is a hard sell within our own com-

tee, it has been too easy to lower funding

to students and needs to be reworked. munity,” Lewis said.

Second, the action puts handcuffs

on California’s policy leaders. “To say

you will always give X number of dollars to schools, I don’t care if there was a

big earthquake, I don’t care what’s happening on the health and welfare side or

criminal justice. I get my fair share,” Silberstein said. “I have always questioned

broader conversation about what schools

need in order to do the job expected of

them by the state and the children we serve, and then a funding commitment

needs to follow; that’s where a re-envisioned Proposition 98 comes in.”

every time money becomes a topic, the

underpaid in the system. Silberstein

“I don’t think in a diverse state that

needs to come together in the middle and find ‘yes’ answers to complex problems that a simplistic formula like this is wise,”

Silberstein said. “Another price you pay for this protection is that it builds a wall

between you and potential collaboratives.”

highest paid teachers in the nation with the 50th percentile in funding.”

It’s also patently unfair, in his view,

lows them to stack the deck, as it were,

No doubt about it, collective bargaining

it – or are greedy.

more money, and now you have the third

to the guarantee,” Lewis said. “We need a

fallout is that voters think they’ve taken

assumption is that schools have wasted

districts where they could afford to give

because teachers can vote at the polls

whether Proposition 98 is good public

care of schools with this stroke and now

They [union representatives] showed the

“But beyond suspension of the guaran-

Collective bargaining & merit pay

policy.” That’s because one common

could afford it,” he explained. “And the

brought fair pay to jobs that were definitely puts teachers in that category.

for school board members, which alfrom the private citizen side, too. “If the

United Auto Workers could control the

board of directors at Ford, they’d have even better contracts than they have now, I would imagine,” he said.

But things really reached a deadlock,

said Mrvichin, because the Legislature has left a state code in place when it comes

to wages, hours and working conditions in education; language that dictates to the

school district what percentage of their budget has to be spent on teachers, how sick leave is to be used, and so forth. “So

management is at the bargaining table

WE’RE TAKING OUR BATTLES, FIGHTING THEM TO THE DEATH, AND THEY’RE THE WRONG BATTLES.

And then there’s the fear factor.

But the process of negotiation in Cal-

with one arm tied behind their backs

munity would likely say Proposition 98 is

to leave behind good feelings. At the

requirements, only above,” he said.

While a large part of the education comnot working well, the idea of not having a constitutional guarantee is scarier still.

Therefore, the passion for Proposi-

tion 98 is reaching theological levels in Campbell’s observation. “It’s perceived as

a firewall protection; the only thing stand-

ifornia, insiders say, is too adversarial end of the wrangling, teachers and

because they can never go below code “It’s almost as if school is about

administrators have squared off, called

adults and not children,” he summed

cares enough about kids. A year later, the

ment and not so much an educational

each other cheats, and questioned who rebellion repeats.

School district management egged

up. “It’s turned into a place of employinstitution.”

Lewis pointed to a personal experi-

ing in the way of dismantling the school

on this attitude, Mrvichin believes, by not

ence to illustrate Mrvichin’s point. Sever-

tend to rally around the notion this is the

place. “They [management] historically

a point-blank comment that literally took

finance system,” said Campbell. “People last stand against [deeper] cuts.”

30 | California School Business

understanding how to bargain in the first

came at this from a position that we love

al years ago an education lobbyist made Lewis aback. The lobbyist told Lewis that

will be, about children. It’s a fundamental

IT’S ALMOST AS IF SCHOOL IS ABOUT ADULTS AND NOT CHILDREN. IT’S TURNED INTO A PLACE OF EMPLOYMENT AND NOT SO MUCH AN EDUCATIONAL INSTITUTION.

humans and professionals to serve what

state standards to base teachers pay,

in Sacramento. But the problem of Cali-

Nunez said he doesn’t understand

complement of valid, reliable matrices

people in the Capitol are stubborn, most

it was her job to look out for the adults

whom she represented; that her life’s work was about supporting the schools as effective local employers of adults.

“It was the first time I had heard

it said with such frankness,” recalled

Lewis. “My only thought was ‘that’s

where we differ.’ Schools are, and always

place from which we need to operate as should be our only constituency.”

the uproar over collective bargaining.

As he reads the code, bargaining law provides a way for local districts to hammer out pay for performance in terms of

extra pay for extra work. He also says cta

we have a problem. But let’s have a full

on which to do that evaluation, have our

locals bargain that, and we’re good to go,” he contends.

isn’t automatically opposed to merit pay.

California’s Legislature

developed to test children once a year on

the shoulders of elected representatives

“To the extent we use a test that was

Sure, a chunk of the blame also falls on

fornia’s ungovernablility isn’t that the insiders agree. Silberstein instead points the finger at term limits.

She’s preaching to the choir with

Nunez. He says cta spent nearly 12 years to create and deliver perfomance standards for the classroom. But after

aligning the materials and posting positive increases on the grading matrix,

Winter 2009 | 31

Don’t mention it

staunch Democrat or Republican dis-

REFORM SAYS YOU ARE BROKEN. REDESIGN SAYS THE STRUCTURE AND SYSTEM NO LONGER WORKS AND THE PEOPLE IN IT ARE PART OF THE SOLUTION, NOT THE PROBLEM.

They force politicians to constantly run

proach these questions with a perspective

what moves people to wanting a more

people every few years to start over

or wrong,” he said. That translates to

While there is little agreement on

term limits meant the original politicians were replaced with representatives who were now using data from Adequate

Yearly Progress and others to judge progress.

Redistricting is the other bugaboo.

Voting lines have been dissected to

the point that families live in either a trict, and never the twain shall meet. for re-election, and bring in uninformed

without background notes, partnerships or mentors. “Imagine in your own

business if you cleaned out and hired new people every six years,” Silberstein

that does not assume good or bad, right

dropping the term “sacred cows” for

exactly what needs to be done to oust

“redesign.”

attempting to come up with solutions for

“elephants” and replacing “reform” with

“Reform says you are broken. Re-

illustrated.

design says the structure and system no

and it is in the middle that people find

of the solution, not the problem,” Camp-

“We don’t elect moderates anymore,

workable compromises,” she explained.

“They are the ones that say, ‘You have a point and you have a point and here’s common ground.’”

There may be hope for improvement

moving forward due to the passage of

latest entities to step up with ideas to

working with a program at uc Davis to

bring the best thinkers on the practical redesign concept to meet with small groups of superintendents.

Meanwhile, Silberstein selects mod-

look for somebody who agrees with

the governor with bipartisan support from legislators on both sides of the aisle.

Where’s the leadership?

What do these stand-offs say about edu-

cation’s leadership? “I’m not impressed,” Mrvichin commented bluntly.

But those looking for a knight in

shining armor to ride in and save the day are looking in the wrong direction,

Campbell contends. The answer begins

government. Also at it is the Bay Area Council, a group pursuing the idea of a

Constitutional Convention to address the state’s governance issues.

Perhaps one of these groups will find

me, I want somebody who can think on

idea of “redesign.”

his or her feet, who’s smart, brave and politically savvy enough to do it,” she

described. Also in the action column, she encourages Riverside County school

officials to take a problem-solving role

and direct leaders toward Campbell’s Not convinced? Perhaps then it’s

time to head to the kitchen to make our

pachyderm pal a snack while we wait. z z z Julie Sturgeon is a freelance writer based in

with legislators, offering suggestions on

Indianapolis, Ind.

the “don’t cut our funding, cut the other

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.

ways to help the district as opposed to guy’s” message.

“I don’t think we’ll ever be holding

hands and singing Kumbaya on everything,” she said. “But we can be flexible.”

Then again, there’s something to be

without alienating the parties who have

much worse, it is going to blow up,”

32 | California School Business

fix what ails the state’s current state of

a way to disrupt the political apple cart

said for a nuclear option – say, a state

such a deep commitment to them? Ap-

motes government reform, is one of the

“people that want to get to ‘yes.’ I don’t

with something as innocuous as language. “How do we address these issues

California Forward, a bipartisan,

bell explained. For his part, Campbell’s

of legislative districts in the hands of a

politicians. The measure was backed by

improving how California governs itself.

foundation-supported group that pro-

erates when she’s in the voting booth,

citizens’ commission, rather than with

the elephant, various organizations are

longer works and the people in it are part

Proposition 11, a measure approved two years ago that puts reapportionment

productive debate.”

bankruptcy – as well. “If this thing gets

Silberstein warned. “And that may be

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Winter 2009 | 33

34 | California School Business

feature

CAN-DO CASBO Reflecting on five years of strategic progress

By Julie Phillips Randles Ever-changing budget numbers, out-of-control mandates, constantly modified business practices; with all of the constant

activity in the business of schools, today’s deadlines and tomorrow’s to-do list leave little time for reflection.

Between day jobs and volunteerism as association members,

most casbo members are so busy moving forward full speed ahead that little time is spent looking back.

But reflecting is exactly what’s in order periodically, accord-

and earning a prestigious national publishing award for this quarterly magazine, California School Business.

A more in-depth examination of the five-year track record

of the association nets additional strategic successes, along with the acknowledgement of a few bumps in the road.

Strategic progress

ing to Patricia Koch, casbo’s volunteer strategic plan facilitator

casbo’s long-term commitment to strategic planning, combined

to a member-driven association that is guided by an active stra-

in association governance and leadership, has poised the

and a retired member. That’s especially the case when it comes tegic plan.

“We need to occasionally stop and reflect on what we have

accomplished, both to acknowledge our successes and to inspire

with a commitment to a growing body of best practices association to accomplish a remarkable slate of achievements in a relatively short period of time.

Such is the nature of strategic planning. By creating a plan

us for the tasks ahead,” noted Koch. “Otherwise we tend to think

approximately every five years which spells out the course of

have done. Sometimes we surprise ourselves when we realize

implemented. casbo has seen strategic progress in the follow-

only about all that we have yet to do, and we lose sight of all we

the organization, member-driven goals are established and

we have achieved so much.”

ing key areas:

the association has much to celebrate.

strategic planning

casbo can boast about a trio of recent successes – advancing

the driving force behind the initiatives that are addressed on

purchasing office space in a key Sacramento redevelopment area

its attention and dedication to the process, ensuring that the

Such is the case at casbo, where a backward glance shows Despite the most challenging economic times in 30 years,

strategically as a nonprofit while other organizations struggle,

Strategic planning is a cornerstone of casbo’s philosophy, and

behalf of members. In the last half-decade, casbo has increased

Winter 2009 | 35

CAN-DO CASBO member-driven and professionally staffed system creates a strong vision for the future of casbo.

casbo President Sharon Ketcherside of the Sacramento

and electronic delivery; and the renaming and positioning of the casbo Annual Conference & California School Business Expo.

County Office of Education says that strategic planning is be-

association governance

the association for the future. “It pushes us to perform better, to

area of governance practices. The association has seen significant

hind the host of successes, while at the same time positioning

Noteworthy progress has also been made in recent years in the

think on a broader scale and to set aside individual agendas and

governance change driven by the strategic plan that sought

consider what’s best for casbo.”

legislative advocacy In 2005, casbo ’s first in-house advocacy program was established (as directed by the previous strategic plan), resulting in a highly recognized advocacy effort that gave the association

its own voice in all things political and legislative. Recognizing

the need to establish direct e-mail communication with members

on legislative issues, the then-new executive director, Brian Lewis, envisioned the

casbo

Newsbreak and the organization

brought it to life. Today members rank it among the association’s strongest benefits.

According to Gary Pickavet, assistant superintendent,

administrative services as the Santa Barbara County Office of

Education and chair of casbo’s Legislative Committee, one of

the association’s biggest successes in the past five years has been “putting casbo on the map as far as the Legislature goes.”

While in the past casbo had single inroads with legislators

to align casbo’s governance with both strategic goals and

association best practices. This includes the “re-engineering” of the association’s bylaws which were passed by a vote of 85 percent of voting members in March 2009, and the current rewrite of the Manual of Procedures.

We need to stop and reflect on what we have accomplished, both to acknowledge our successes and to inspire us for the tasks ahead.

through individual member’s relationships, bringing legisla-

membership

focus in its advocacy efforts. “It became casbo’s opinion only

ority five years ago. This goal triggered a review of the associa-

unique position to evaluate not only the pros and cons of a bill,

dues structure by the board of directors in spring 2007.

tive advocacy in-house provided the association with a singular

influenced by casbo members,” said Pickavet. “casbo is in a

but the fiscal impact, and lots of legislators like to implement

bills without consideration of how it gets paid for. The motiva-

tion when casbo takes a position on a bill is what’s best for school sites and school districts.”

communications & marketing Communications and marketing were a key priority of casbo’s

Increasing casbo’s membership numbers was also a high pri-

tion’s membership offerings and the eventual adoption of a new

The new structure was adopted after a review by the board

determined that while casbo had grown in depth, breadth and

scope, the existing dues structure was not keeping pace with

the services the association was providing. With this in mind,

the board sought to establish a new dues structure that was fair, equitable to all members and timeless in its application.

To meet these goals, the board created a dues structure that

strategic plan in 2004-05, and Lewis was charged with leading

is more reflective of the type and size of association casbo is,

Successes in this area include: the creation of a branding

equitable dues system; and built in incremental increases to al-

the efforts to revitalize the association’s communication efforts.

platform for the association with a new marketplace position, logo and federally trademarked tagline; a complete redesign of

the former casbo Journal into the national award-winning Califor-

and the association casbo is going to be; implemented a more low the dues structure to get to where it needed to be over time, avoiding a huge one-time increase.

With the July 2007 implementation of the new structure,

nia School Business magazine; the creation of a user-friendly and

new member numbers increased by 10 percent in less than one

association’s bi-weekly newsletter to include editorial content

continued on page 38

constantly evolving Web site; the renaming and redesign of the

36 | California School Business

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CAN-DO CASBO continued from page 36

office acquisition In another acclaimed achievement, casbo closed escrow on a

single floor of office condominium space at 10th and K streets in downtown Sacramento in October 2008. The fifth-floor space

in the K Street West office building at 1001 K Street is located in a key revitalization area in the city’s downtown area, and near

association in both the near and long terms. And, due to several

years of conservative fiscal management, the association was

positioned to put a down payment on the space while maintain-

ing a meaningful reserve.

casbo moved into the improved space in February 2009.

the Capitol and sister education associations.

fiscal oversight & revenue generation

in buildings owned by the California Lottery in the 700 block of

also been a key initiative for the association.

While the association had expected to maintain its offices

The creation of sound reserves and effective fiscal oversight has

North 10th Street until 2010, the lottery decided in January 2008

In a three-year period, the association’s reserves increased

that it would be demolishing the buildings at the site, forcing casbo out of its leased space.

An Office Space Task Force composed of casbo members

was established to determine where, when and how to relocate casbo’s offices. After exploring all the options for leasing and

purchasing office space in a variety of Sacramento-area locations,

170 percent to in excess of $1.4 million in mid-2008. The exis-

tence of those reserves made it possible for the board of directors to authorize the purchase of the new casbo office space.

Not without controversy

the task force recommended the purchase of the K Street space.

While casbo has committed to embracing change and has

board of directors, to be the most sound fiscal decision for the

those changes has not been without controversy.

Purchasing space was found by the task force, and later the

38 | California School Business

shown itself to be more nimble than many associations, facing

Such was the case with a strategic plan component that

called for the re-engineering of the association’s governance

structure. In the end, that re-engineering will lead to changes in the make-up of the association’s board, and its bylaws and operational policies.

The changes to the make-up of the board of directors

has caused somewhat of a split, according to Michael Dodge,

regional director for associate member company California Financial Services, former chair of the Professional Development

Committee and a past strategic plan action team member. “We

don’t know yet if it’s good or bad; I know a lot of people are concerned. They are trusting in the process.”

Nancy Axelrod, a governance consultant and founding

president of BoardSource, assures that controversy over changes to governance is typical. “Often the greater the proposed

change, the greater the resistance from members. Members are

often quite wedded to the status quo,” she said. “Too many

organizations that need to make governance changes wait until the pain of inaction exceeds the uncertainty of making the change. It takes courage and it takes clarity, and it should be

done in response to what’s best for members, not in response to a crisis.”

Another “sore topic,” Dodge suggested, is the purchase of

the office condominium to house the association. “At the time it

was a good idea, but given where the economy has gone, it could

It pushes us to perform better, to think on a broader scale and to set aside individual agendas and consider what’s best for CASBO.

be a struggle for us now,” said Dodge.

at every area, even what we think we are doing well, to see if it

the purchase to the board of directors when the association was

way it’s been for 50 years.”

Damon Smith, chair of the task force that recommended

given its walking papers by the state lottery, said that while

“there is a lot of dust and the picture isn’t as clear or as comfortable as many would like with regard to the building purchase,

if we take a moment to clear the air, I believe the visage casbo

members will see is one to be proud of.”

Smith, assistant superintendent, business services, for the

can be improved upon. A lot of people are comfortable with the “The bumpy road has been minimal compared to our

achievements,” noted Ketcherside, adding, “other organizations have come to us and asked us how we do it.”

What’s behind the progress?

Imperial County Office of Education, noted that the association

With a host of achievements to tout, some might wonder how

decision to purchase a building were not made because the

stagnated. The answer can be found in members’ dedication to

would have been paying substantially higher rent even if the

lottery lease was at a below-market rate. “When the task force

evaluated that incremental difference between renting a new

casbo has managed to evolve while other associations have the association.

Brett McFadden has served on casbo’s strategic planning

place and owning a new place – the decision was unanimous.

team for the last two summers, is a school board member and the

too, was decisive. The board understood the long-term benefits

School Administrators. He has a 10-year history of collaborating

When the casbo board likewise reviewed those facts, its action, and ramifications of ownership.”

In the same vein, the entire idea of strategic planning was

controversial when introduced some 15 years ago, Pickavet recalled. “The strategic plan challenges the association to look

director of management services for the Association of California

with casbo and says today’s casbo is more focused and more

organized than the association of the past.

“It’s got more sense of mission and purpose. It’s much more

courageous now and much more willing to have difficult con-

Winter 2009 | 39

CAN-DO CASBO versations, and through those conversations is willing to lift up

rocks and say ‘we’ve been doing it this way for a while – how it is working?’”

McFadden noted that casbo’s members have a tendency

to look for silver linings; a trait that bodes well for the group.

“There’s a saying that a crisis is a terrible thing to waste, and

that’s what the strategic planning process has given casbo; the mechanism to say ‘our world is changing rapidly and how can casbo best support members?’”

Another piece of the success puzzle – “You’ve had coura-

geous leaders willing to ask ‘why are we doing this?’ and Brian has a set of skills that encompasses the full range of what an

executive director needs to have. The board has been willing to take courageous steps, and Brian has been willing to push it where it needed to be pushed,” McFadden said.

Larry Wonder, a past chair of the Associate Member Com-

mittee and vice president of sales with Virco Inc., a platinum-

level associate member company, noted that casbo has long had

innovative and professional elected leadership and said that the current staff is equally talented.

“Since Brian Lewis joined the team, the face of casbo has

dramatically changed. I’m involved with many national associations, state associations and their publications, and what

Brian has done with casbo and the look and content of its

publications is outstanding,” Wonder said. “There is also more

professionalism in the day-to-day management which, in the long run, will enhance casbo overall and influence people joining casbo.”

Also key, consultant Axelrod noted, is the ability of an as-

sociation to be nimble. “It’s hard to keep pace with the pace

outside of the organization. It moves faster than most organizations are able to be adaptable. Associations have to navigate the

faster pace of change by harnessing the collective power of their boards. Effective boards shape direction and allocate time to

what matters most to the organization and hone the organiza-

Too many organizations that need to make governance changes wait until the pain of inaction exceeds the uncertainty of making the change.

In recent years the leadership has moved the organization to

creating a robust relationship with membership – a connection that has moved the association forward, said Murai.

Adds Dodge, “Our strength is that our own peers in the

trenches are telling us how to do it.”

Pragmatism vs. prestige

tion’s direction.”

It is casbo’s practical nature, as opposed to an association that

ing to Ketcherside. “In school business if you are not flexible, you

according to J. Clarke Price, immediate past-president of the

That nimble nature is ingrained in casbo members, accord-

are no longer in school business.”

An additional indicator in casbo’s progress is its member

orientation, said Susan Murai, a retired member and former

trades purely on reputation, that also sets it up for future success, American Society of Association Executives and president and ceo of the Ohio Society of cpas.

Associations that provide tangible value, not just prestige

casbo president. She called the group’s member orientation

in membership, will thrive in today’s challenging times and in

can get lost in the nitty-gritty of an association and one thing

has the association moved the needle on the issues that are

“its greatest success in the past couple of years,” adding, “you

that stands out is the importance of maintaining contact with membership.”

40 | California School Business

years to come, Price contends. “Members ask themselves ‘how important?’ When members can look back and say ‘I did get

continued on page 42

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CAN-DO CASBO continued from page 40

training, I did get answers, it did help me get another job, I read the magazine, I had my interests represented, I used the Web site’ – if members do that kind of evaluation and say, ‘this is a

good dues payment I’m making,’ that’s when an association has a sustainable future.”

Pickavet described casbo’s pragmatic personality this way:

“When you look at other associations, you subscribe to them.

You’re a member because it furthers your cause. You belong because it moves forward not necessarily the industry, but your

group. casbo represents our group, but its purpose is to help us

in what we do every day. It’s there to take the collective knowl-

edge of a statewide group of people and funnel it into a product that helps everyone.” 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.

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44 | California School Business

out & about

Busy at work during the annual Strategic Planning Team meeting in Sacramento are (l-r) CASBO President Sharon Ketcherside, Sacramento County Office of Education; Strategic Planning Facilitator Tish Koch; and Lora Duzyk, assistant superintendent business services, San Diego County Office of Education and past CASBO president.

Eastern Section organizers of the Southern/Eastern Section Vendor Show in October include (l-r) Mary Jane Andersen, program manager, purchasing/contracts, San Bernardino County Superintendent of Schools; Jamie Lightsey, contract specialist, San Bernardino County Superintendent of Schools; Adrienne Becerril, office specialist, San Bernardino County Superintendent of Schools; Carolyn Burleson, purchasing/contracts supervisor, San Bernardino County Superintendent of Schools; and Barbra Newlin, manager, purchasing services, Yucaipa-Calimesa Joint Unified School District.

Taking a break between sessions at CBO Boot Camp in Sacramento in October are (l-r) Ralph Alba, program manager, San Bernardino County Superintendent of Schools, and Martin Lonza, principal, Wasco Union High School District.

Southern Section CASBO volunteers at the Southern/Eastern Section Vendor Show include (l-r) Martha Alvarado, buyer, Palm Springs Unified School District; Deborah Harris, procurement services manager, Los Angeles County Office of Education; Joshie Cox, director, purchasing/risk management, ABC Unified School District; and Diana Field, director, purchasing, Palm Springs Unified School District.

Pictured at CBO Boot Camp in Sacramento in October are (l-r) Charlene Essigand and Cathleen Serna, both accountants at Gateway Unified School District in Redding.

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.

Winter 2009 | 45

CASBO book club

The UPside of the Downturn

BASIC DESIGN

CHILD RESTRAINT

10 management strategies to prevail in the recession and thrive in the aftermath

STUDENT SAFETY SEAT C.E. White’s renowned Child Restraint Seat is available as an integral part of the new 3-point Student Safety Seat™. This double-duty design gives you safety and versatility.

• For children 20 to 60 lb. • Exceeds all Federal, State and Canadian safety standards • Standard school bus vinyl and colors, or Kevlar, Prevaill™ or ProForm™ fireblock. � �������������������������������������

Author Geoff Colvin, a business journalist, claims that even the most terrifying recession can have an upside – the opportunity to emerge from the downturn stronger and more dominant than before the lag.

™

In his book he urges readers

C.E. White’s Basic Design Student Safety Seat™ is comfortable, durable and features an integrated 3-point lap and shoulder harness that is easy to use.

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the current

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a crisis and tells us that recession is a turning point into a new economic world. He asserts that some businesses – and some people – will emerge from this downturn better off than when it started. Others will weaken and fade. It all depends on the critical choices they make right now.

In interviews with dozens of top-performing leaders, Colvin found that real leaders see the recession as an opportunity to reinvent their organizations and prepare for future growth. The best managers are taking smart, practical steps to stay strong today and keep them ahead of the game in years to come.

In this book, Colvin shares 10 strategies he says will increase an organization’s competitiveness and build long-term value.

The key tip: even during difficult times, keep an eye on the long term, trimming the fat but not the muscle and spending where it makes sense.

Join your CASBO colleagues in reading this book and find out what critical choices you should be making right now in preparation for the better times ahead.

46 | California School Business

firstperson

The

perfect storm Dennis Meyers CASBO Assistant Executive Director, Advocacy & Policy

We’ve all heard references to “the perfect storm,” where two or three

separate weather patterns converge to create a once-in-a-lifetime superstorm. In

non-weather terms, Webster’s Dictionary describes a perfect storm as “a critical or

disastrous situation created by a powerful concurrence of factors.”

It’s a lot like what we’re witnessing

here in California where the fiscal crisis is

crashing head-on with a seriously polarized Legislature.

The perfect storm. California style.

The Legislature’s inability to address

the deficit with anything more than shortterm baling wire and chewing gum fixes,

was and still is, one proof that we are in the midst of the perfect storm in state governance.

Currently, applications are being ac-

the June 2010 ballot; sca 4, authored by

reapportioning legislative districts. The

proved by the Legislature as part of the

cepted for a citizens’ panel to work on panel, adopted as part of Proposition 11

in 2008, will replace the Legislature as the primary body drawing legislative

district boundaries. The last time the Legislature worked on reapportionment, it created safe districts that resulted in

conservative districts becoming more

conservative and liberal districts becoming more liberal. Since then, there has been little movement toward the center

Republican Sen. Abel Maldonado. ApFebruary budget deal, this constitutional amendment proposes an open primary

system where voters will be able to vote

for any candidate in a primary without

regard to party registration. If this passes and withstands legal challenges from the

two main political parties, it has the great-

est potential for changing the political landscape of California.

Why are these two changes so impor-

on any major issue facing the state, espe-

tant? They will force movement toward

result of Proposition 11.

change. They will also lessen the chances

cially the budget. That will change as a

One more positive move toward a

more moderate Legislature will be on

the center. Positive change. Climate

that the perfect storm will hit this great state again.

Proposals to address the perfect

storm are many. California Forward has

proposed a series of changes, includ-

ing performance-based and multiyear budgeting. The Bay Area Council has

proposed a Constitutional Convention to address the governance gridlock. The

governor created a special commission Even the Legislature has gotten into the

act by discussing bipartisanship and

strengthening the integrity of the legislative process. All of the proposals could be

summarized by the oft-heard question: “Can’t we all just get along?”

We can all get along. There are

changes coming that will result in a more

responsive Legislature; one where its

members are more politically centered rather than miles apart at opposite poles.

We will see one of the more dramatic

sudoku

to look at restructuring the tax system.

8 9 9 3 2 8 7 8 6 5 1 8 1 6 5 9 7

2

6 8 4 6 9 4 3 7 9 6 5 2 4 1 4 5 answers on page 49

changes in time for the 2012 elections.

Winter 2009 | 47

advertiserindex 403b Investment Advisors

Eye Care

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

VSP (800) 852-7600 www.vsp.com Please see our ad on page . . . . . . . . . . . . . . . . . . . . . . . . . . 42

Accounting, Auditing & Financial Services

Financial and Human Resource Software

Vavrinek, Trine, Day & Co LLP (909) 466-4410 www.vtdcpa.com Please see our ad on page . . . . . . . . . . . . . . . . . . . . . . . . . . 22

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

Vicenti, Lloyd + Stutzman LLP (626) 857-7300 www.vlsllp.com Please see our ad on page . . . . . . . . . . . . . . . . . . . . . . 19 & 21

Smartetools (760) 242-8890 www.smartetools.com Please see our ad on page . . . . . . . . . . . . . . . . . . . . . . . . . . 20

Architects

Financial Consulting Services

WLC Architects (909) 987-0909 www.wlc-architects.com Please see our ad on page . . . . . . . . . . . . . . . . . . . . . . . . . . 44

PFM Financial Services (800) 891-7910 www.casbo.org Please see our ad on page . . . . . . . . . . . . . . . . . . . . . . . . . . 51

Bond Counsel

Financial Services

Miller Brown & Dannis (562) 366-8500 www.mbdlaw.com Please see our ad on page . . . . . . . . . . . . . . . . . . . . . . . . . . 24

Jones Hall (415) 391-5780 www.joneshall.com Please see our ad on page . . . . . . . . . . . . . . . . . . . . . . . . . . 24

Piper Jaffray & Co. (800) 876-1854 www.PJC.com Please see our ad on page . . . . . . . . . . . . . . . . . . . . . . . . . . 14

Orrick, Herrington & Sutcliffe, LLP (413) 773-5494 www.orrick.com Please see our ad on page . . . . . . . . . . . . . . . . . . . . . . . . . . 37

Construction Management

RBC Capital Markets (213) 362-4138 www.rbccapitalmarkets.com Please see our ad on page . . . . . . . . . . . . . . . . . . . . . . . . . . 37

SGI Construction Management (626) 395-7474 www.sgicm.com Please see our ad on page . . . . . . . . . . . . . . . . . . . . . . . . . . 31

Consulting / Advocacy School Innovations & Advocacy (800) 487-9234 www.sia-us.com Please see our ad on page . . . . . . . . . . . . . . . . . . . . . . . . . . 25

Consulting Services GASB 45 Solutions (916) 371-4691 www.csba.org Please see our ad on page . . . . . . . . . . . . . . . . . . . . . . . . . . 33 Vicenti, Lloyd + Stutzman LLP (626) 857-7300 www.vlsllp.com Please see our ad on page . . . . . . . . . . . . . . . . . . . . . . 19 & 21

Contractors / Construction Management Bernards (818) 838-7923 www.bernards.com Please see our ad on page . . . . . . . . . . . . . . . . . . . . . . . . . . 38

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

Emergency 24 Hour Services American Technologies, Inc. (800) 400-9353 www.amer-tech.com Please see our ad on page . . . . . . . . . . . . . . . . . . . . . . . . . . 29

Stone & Youngberg LLC (800) 447-8663 www.syllc.com Please see our ad on page . . . . . . . . . . . . . . . . . . . . . . . . . . 12 Willdan (800) 424-9144 www.wildan.com Please see our ad on page . . . . . . . . . . . . . . . . . . . . . . . . . . 44

Fire & Water Damage Restoration American Technologies, Inc. (800) 400-9353 www.amer-tech.com Please see our ad on page . . . . . . . . . . . . . . . . . . . . . . . . . . 29

Furniture Virco Manufacturing Corp.

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

Insurance Benefits and Services American Fidelity Assurance Co. (866) 523-1857 www.afadvantage.com Please see our ad on page . . . . . . . . . . . . . . . . . . . . . . . . . . 49 ASCIP (562) 403-4640 www.ascip.org Please see our ad on page . . . . . . . . . . . . . . . . . . . . . . . . . . 29 Keenan & Associates (310) 212-0363 www.keenanassoc.com Please see our ad on page . . . . . . . . . . . . . . . . . . . . . . . . . . 21 Schools Excess Liability Fund (SELF) (916) 321-5300 www.selfjpa.org Please see our ad on page . . . . . . . . . . . . . . . . . . . . . . . . . . 44

48 | California School Business

Self Insured Schools of CA (SISC) (800) 972-1727 www.sisc.kern.org Please see our ad on page . . . . . . . . . . . . . . . . . . . . . . . . . . 24 Standard Insurance Company (800) 522-0406 www.standard.com Please see our ad on page . . . . . . . . . . . . . . . . . . . . . . . . . . 22

Legal Services Atkinson, Andelson, Loya, Ruud & Romo (562) 653-3200 www.aalrr.com Please see our ad on page . . . . . . . . . . . . . . . . . . . . . . . . . . 46 Jones Hall (415) 391-5780 www.joneshall.com Please see our ad on page . . . . . . . . . . . . . . . . . . . . . . . . . . 24

Mandate Reimbursment School Innovations & Advocacy (800) 487-9234 www.sia-us.com Please see our ad on page . . . . . . . . . . . . . . . . . . . . . . . . . . 25

Program Management Capital Program Management (916) 553-4400 www.capitalpm.com Please see our ad on page . . . . . . . . . . . . . . . . . . . . . . . . . . 42

Program/Construction Management Seville Construction Services (626) 204-0800 www.sevillecs.com Please see our ad on page . . . . . . . . . . . . . . . . . . . . . . . . . . 33

Public Finance RBC Capital Markets (213) 362-4138 www.rbccapitalmarkets.com Please see our ad on page . . . . . . . . . . . . . . . . . . . . . . . . . . 37

Public Finance Stone & Youngberg LLC (800) 447-8663 www.syllc.com Please see our ad on page . . . . . . . . . . . . . . . . . . . . . . . . . . 12

Rentals of Modular Buildings Mobile Modular (925) 606-9000 www.mobilemodularrents.com Please see our ad on page . . . . . . . . . . . . . . . . . . . . . . . . . . 37

Retirement Benefits Public Agency Retirement Service (800) 540-6369 #127 www.pars.org Please see our ad on page . . . . . . . . . . . . . . . . . . . . . . . . . . 42

advertiserindex Risk Management Services

Student Information Services

AD PAGE INDEX

Schools Excess Liability Fund (SELF) (916) 321-5300 www.selfjpa.org Please see our ad on page . . . . . . . . . . . . . . . . . . . . . . . . . . 44

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

American Fidelity Assurance Co. . . . . . . . . . . . . . . . . . . . . . . 49

School Bus Sales Service & Parts

Student Safety Seats

Bernards . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38

Creative Bus Sales (800) 326-2877 www.creativebussales.com Please see our ad on page . . . . . . . . . . . . . . . . . . . . . . . . . . 19

C.E. White Company (239) 218-7078 www.cewhite.com Please see our ad on page . . . . . . . . . . . . . . . . . . . . . . . . . . 46

C.E. White Company . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46 Creative Bus Sales . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19

School Construction

Transportation

Northern California Carpenter’s Regional Council (510) 568-4788 www.nccrc.org Please see our ad on page . . . . . . . . . . . . . . . . . . . . . . . . . . 16

Tyler Technologies (800) 433-5530 www.tylertech.com Please see our ad on page . . . . . . . . . . . . . . . . . . . . . . . . . . 25

Educational Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2

Services/Utilities

Wheelchair & Occupant Securement Systems

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

Q’straint (954) 986-6665 www.qstraint.com Please see our ad on page . . . . . . . . . . . . . . . . . . . . . . . . . . 10

Software Educational Resources (800) 852-8266 www.edresources.com Please see our ad on page . . . . . . . . . . . . . . . . . . . . . . . . . . . 2

American Technologies, Inc. . . . . . . . . . . . . . . . . . . . . . . . . . 29 ASCIP . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29 Atkinson, Andelson, Loya, Ruud & Romo . . . . . . . . . . . . . . . . 46

Capital Program Management . . . . . . . . . . . . . . . . . . . . . . . 42 Eagle Software . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 GASB 45 Solutions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33 Jones Hall . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24 Keenan & Associates . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21 Miller Brown & Dannis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24 Mobile Modular . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37 Northern California Carpenter’s Regional Council . . . . . . . . . . 16 Orrick, Herrington & Sutcliffe, LLP . . . . . . . . . . . . . . . . . . . . . 37 PFM Financial Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51 Piper Jaffray & Co. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14 Public Agency Retirement Service . . . . . . . . . . . . . . . . . . . . . 42 Q’straint . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 RBC Capital Markets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37 School Innovations & Advocacy . . . . . . . . . . . . . . . . . . . . . . 25 Schools Excess Liability Fund (SELF) . . . . . . . . . . . . . . . . . . . 44 Self Insured Schools of CA (SISC) . . . . . . . . . . . . . . . . . . . . . 24 Seville Construction Services . . . . . . . . . . . . . . . . . . . . . . . . 33 SGI Construction Management . . . . . . . . . . . . . . . . . . . . . . . 31 Smartetools . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20 Standard Insurance Company . . . . . . . . . . . . . . . . . . . . . . . . 22 Stone & Youngberg LLC . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 The Cooperative Purchasing Network . . . . . . . . . . . . . . . . . . . 4 The Southern California Gas Company . . . . . . . . . . . . . . . . . 11 Tyler Technologies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25 U.S. Communities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 Vavrinek, Trine, Day & Co LLP . . . . . . . . . . . . . . . . . . . . . . . . 22 Vicenti, Lloyd + Stutzman LLP . . . . . . . . . . . . . . . . . . . 19 & 21 Virco Manufacturing Corp. . . . . . . . . . . . . . . . . . . . Back Cover VSP . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42 Willdan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44 Windsor Management Group . . . . . . . . . . . . . . . . . . . . . . . . . 7 WLC Architects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44 ZUK Financial Group . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

sudoku 4 9 2 7 3 5 8 6 1

8 3 1 6 4 2 7 5 9

5 6 7 8 9 1 4 2 3

9 5 8 2 6 4 1 3 7

from page 47

3 7 4 5 1 8 6 9 2

2 1 6 9 7 3 5 8 4

1 2 5 4 8 9 3 7 6

6 8 3 1 2 7 9 4 5

7 4 9 3 5 6 2 1 8

Winter 2009 | 49

lastwords

By nearly every measure, our public schools continue to struggle to serve our most vulnerable children well. ~ Education Trust-West

94%

In the annual CASBO membership survey, 94 percent of respondents said they were “satisfied” or “very satisfied” with CASBO.

65vs.35%

In the annual CASBO membership survey, 65 percent of the respondents were female and 35 percent were male.

Source: CASBO membership survey, October 2009

Sometimes I lie awake at night, and I ask, “Where have I gone wrong?” Then a voice says to me, “This is going to take more than one night.” ~ Charles M. Schulz

Source: CASBO membership survey, October 2009

It’s never too late to be who you might have been. ~ George Herbert

$1.3 MILLION Association members gave an average of 71,255 volunteer hours in 2005 – or more than $1.3 million in service.

Source: American Society of Association Executives

© CASBO 2009

50 | California School Business

Offered through PFM Financial Services LLC CO-SPONSORED BY CASBO AND ACSA

Winter 2009 | 51

52 | California School Business