California Special District: Next Generation Workforce by California Special Districts Association

CA SPECIAL

DISTRICT Publication of the California Special Districts Association

Exploring the world of work: Interview with Nancy Pryor, Foundation for California Community Colleges

Volume 9, Issue 2, Mar - Apr 2014

The future of goverment: Me and my career

This issue will focus on:

Next Generation Workforce

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Volume 9, Issue 2 • Mar - Apr 2014

Contents

Exploring the world of work

Interview with Nancy Pryor, Foundation for California Community Colleges

The future of government: Me and my career

6 CSDA News CSDA unveils website redesign with enhanced features; Record attendance at the 2014 Board Secretary/Clerk Conference 12 In Brief Water agencies address “Silver Tsunami”; Air pollution control district reaches out to schools to protect student health; Airport improves runway safety; Library expands e-book options; Call for salt reduction; RCD finds harbor district not at fault for contamination; Poster contest receives record number of entries

Putting the “Ohh” in OPEBs

22 Solutions & Innovations Engaging employees for success 24 Community Connections Nation’s largest solar boat competition inspires next generation

What’s so special: Activities for all ages Pleasant Hill Recreation and Park District

28 SDLF Special District Leadership Foundation program recognitions 32 Managing Risk Filing a claim with a public entity

26 Legal Brief When Facebook and the first amendment collide: Public entity management of social media

Printed on recycled paper. California Special District – Mar-Apr 2014

Officers Noelle Mattock, President El Dorado Hills Community Services District Steve Perez, Vice President Rosamond Community Services District Vincent Ferrante, Secretary Moss Landing Harbor District William Nelson, Treasurer Orange County Cemetery District

Board President’s message

Preparing the next generation workforce

Stanley Caldwell, Past President Mt. View Sanitary District

Members of the Board Jim Acosta, Saticoy Sanitary District Steve Esselman, North of the River Municipal Water District Elaine Freeman, Rancho Simi Recreation & Park District Jo MacKenzie, Vista Irrigation District Greg Orsini, McKinleyville Community Services District David Pierson, Sacremento Metropolitan Fire District Ginger Root, Country Club Sanitary District Timothy Ruiz, P.E., East Niles Community Services District Phil Schoefer, Western Shasta Resource Conservation District Sherry Sterrett, Pleasant Hill Recreation and Park District Elaine Sullivan, Leucadia Wastewater District Kathy Tiegs, Cucamonga Valley Water District John Woolley, Manila Community Services District

CSDA Staff Neil McCormick, Executive Director Megan Hemming, Professional Development Director Cathrine Lemaire, Member Services Director Kyle Packham, Advocacy & Public Affairs Director Todd Winslow, Publications Director Emily Cha, Staff Assistant Nicole Dunn, Editor Sharon Foster, Professional Development Assistant Monica Greenberg, Business Development Specialist Dorothy Holzem, Legislative Representative Jess Lima, Legislative Assistant Christina Lokke, Legislative Representative Charlotte Lowe, Executive Assistant Jimmy MacDonald, Legislative Analyst Miryam M. Barajas, Public Affairs Specialist James Wilfong, Senior Designer Travis Wills, Member Services Specialist Rick Wood, Finance Manager For editorial inquiries, contact Nicole Dunn at 877.924.2732 or nicoled@csda.net. For advertising inquiries, contact Diana Granger, Granger Marketing Works, at (530) 642-0111 or granger@cwo.com.

1112 I Street, Suite 200 Sacramento, CA 95814 t: 916.442.7887 f: 916.442.7889 toll-free: 877.924.2732 www.csda.net A proud California Special Districts Alliance partner

Noelle Mattock

When

I was first starting out district, El Dorado Hills Community in my career, I was Services District, we have done a few fortunate to have a direct supervisor who things to encourage the growth of our encouraged my development and growth employees. In difficult economic times, as an employee. She would say, “The best when one of the first budget cuts tends compliment for me is if you move up, to be the training budget, we continue move on and succeed.” If I did well, it to invest in our employees, sending was a demonstration of her leadership and them to conferences like the CSDA mentoring abilities. She Annual Conference and provided me with plenty Exhibitor Showcase. We As leaders, we of opportunities for participate in “train the training and development trainer” programs to equip need to be thinking and I took every more of our management strategically about opportunity to educate team to have the the individuals myself, learn new skills professional capabilities coming in to work for and sharpen the ones I to lead and instruct our our agencies and who already had. After some staff internally. When will be managing and years I wound up moving employees have expressed a making decisions 10, onward and upward desire to learn new aspects 20 and 30 years and I am grateful for of the district, we have the encouragement she provided cross-training from now. gave me during my time opportunities. And, over working for her. the last year, the district constructed a performance appraisal plan that is a strategic-plan based, goalsIn special districts, we are facing a oriented professional development tool. time where succession planning and preparing the next generation workforce is imperative. As leaders, we need to be When an agency puts a focus on training, thinking strategically about the individuals it is a win/win situation for the employer coming in to work for our agencies and employee. Your agency will reap and who will be managing and making dividends in the form of a more skilled decisions 10, 20 and 30 years from now. workforce and a team that knows their employer wants them to succeed. I encourage your agency – if it isn’t already The people working for our districts now – to begin considering a succession plan are capable of so much and it is in our and to make skills development for best interest to make sure they are getting employees a priority. the training and learning opportunities they need to grow in their abilities. At my 4

Highlight

Keynote speakers

Assembly Speaker Perez and Legislative Analyst Taylor

dynamic two-day conference, Special Districts Legislative Days (SDLD) provides attendees with the opportunity to hear from and interact with statewide policymakers and legislators, as well as to network and discuss local challenges. SDLD includes keynote addresses from California’s highest office-holders, such as Speaker John A. Pérez and Legislative Analyst Mac Taylor. Through moderated panel discussions, attendees will have the opportunity to ask questions about policy issues impacting special district revenue sources. Attendees will have the opportunity to network in a hosted reception and build relationships with state legislators and district leaders across the state. Register early and sign-up to participate in pre-arranged legislative visits where you can share information with your district’s region legislative representatives and Capitol staff.

May May 1

WEBINAR

R.A.P.I.D Innovation: Converting Ideas into Results

May 13

WEBINAR

Maximize Your CSDA Membership – Cost Savings Programs

May 19

WORKSHOP

Special District Leadership Academy: Setting Direction/ Community Leadership, Sacramento

May 20

CONFERENCE

Special Districts Legislative Days, Sacramento

June 4

WEBINAR

Top Ten Tips for A TroubleFree Construction Project

June 11

WEBINAR

Best Practices in Managing Special District Investments

June 22

CONFERENCE

General Manager Leadership Summit, Lake Tahoe

June

Visit www.csda.net/sdld to register and view updated conference agenda.

Save the Date! November 16-19

Special District Leadership Academy Conference

Make

plans now to attend CSDA’s Special District Leadership Academy Conference, a comprehensive governance conference for elected and appointed directors and trustees, November 16 - 19 at the Embassy Suites San Diego Bay - Downtown. First time attendees at this conference can complete all four modules of the Academy during the course of two and a half days. New this year will be advanced breakout session options for returning attendees. Don’t miss out on this opportunity to participate in high caliber professional development for directors and trustees on core governance issues. Room reservations are currently available by calling 1-800-EMBASSY and asking for the California Special Districts Association rate of $139 plus tax single or double occupancy.

California Special District – Mar-Apr 2014

For complete program descriptions and information about registration and accommodations, visit us online at csda.net or call CSDA at (877) 924-2732.

Bythe

Numb3rs 64% of respondents in a Kaplan study agree or strongly agree that continuing education will play an important role in their career advancement.

CSDA NEWS

CSDA Unveils Website Redesign with Enhanced Features Have you explored CSDA’s newly redesigned website yet? The site has been updated with a fresh, clean look, userfriendly navigation and many exciting features.

Record Attendance at This Year’s Board Secretary/Clerk Conference

One exciting new feature of the site is the personal member profile, where you can see what workshops you’ve attended, on what CSDA committees you serve, the information we have on file for you and your agency and any orders you have placed through the CSDA Bookstore. Log in today at www.csda.net to explore even more features available on the profile.

Congratulations to the over 180 board secretaries and clerks that gathered in Napa on February 27 & 28 for CSDA’s 4th Annual Special District Board Secretary/Clerk Conference. The conference, co-sponsored by the Special District Risk Management Authority (SDRMA), was specifically designed for special districts. It included two full days of education on all major areas related to the many aspects of the board secretary/clerk’s responsibilities. This year’s conference kicked off with an opening keynote “The Ralph M. Brown Act – A Local Government Drama,” featuring a fictional and humorous board meeting of a special agency.

Other features of the website include a robust Member Resource Center, full of materials designed just for special districts, and our new, comprehensive Career Center. Visit the Advocacy section to track important bills, get involved with CSDA advocacy efforts and much more!

Attendees were able to participate in one of two educational tracks- one for first-time attendees and one for returning attendees.

Questions about the new site? Contact the CSDA office anytime at 877-924-2732.

Check out photos from the event on Facebook: Facebook.com/ specialdistrict!

BOARD SECRETARY/CLERK

Attendees enjoyed a hosted reception sponsored by the California Special Districts Alliance that also gave them time to network with their peers. Conference attendees were able to learn about services provided by exhibitors including CPS HR Consulting, ECS Imaging, Incrementum, JCG Technologies, Meyers Nave and the Special District Leadership Foundation. Attendees also received a conference tote bag sponsored by Meyers Nave. At the conclusion of the two day conference, first-time attendees were awarded a certificate of completion and returning attendees were awarded a certificate for participation in “Advanced Coursework.” Get Ready for Next Year! New and returning attendees will be welcome to attend the 5th Annual Special District Board Secretary/ Clerk Conference in Southern California. The dates and location will be announced soon! The certificate program will be offered along with new workshops, important updates and networking opportunities.

California Special Districts Association Districts Stronger Together

A leadership conference for general managers and other management staff in special districts

June 22 − 24, 2014 • Lake Tahoe

NEW CONTENT FOR 2014! REGISTER NOW!

update

Using a CSDA membership survey as guidance, CSDAâ&#x20AC;&#x2122;s Legislative Committee has adopted four longrange policy priorities to direct multi-year advocacy efforts. This article is the first in a series that will focus on the latest issues surrounding one of these top priorities, and share how special districts can take action.

Human Resources and Personnel Promote policies related to hiring, management, and benefits and retirement that afford flexibility, contain costs, and enhance the ability to recruit and retain highly qualified, career-minded employees to public service. During the recent recession, local government agencies faced tough choices to maintain adequate services as revenues dwindled. For many, these tough choices included changes to public pensions. Even with economic forecasts improving, Governor Jerry Brown and the California Public Employee Retirement System (CalPERS) are using lessons learned to tackle remaining challenges to providing a sustainable benefits system as the largest public employee retirement system in the nation. At CSDA, advocacy efforts are focused to ensure special districts remain a vocal stakeholder in legislative and regulatory proposals so that public agency employers can continue to provide benefits that recruit and retain the best in the workforce.

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Access mobilization tools to advocate on the latest critical issues affecting special districts. New Demographic Assumptions Increase Employer Contribution Rates CalPERS adopted changes in light of to a recent CalPERS demographic study that found that on average, public employees were living 1.5 – two years longer than previously accounted for in actuarial assumptions. Longer life expectancy is a positive sign of a healthy population, but it also requires additional benefits revenue to ensure funding for the duration of an individuals’ post-employment period. As a result, the CalPERS Board approved an increase in employer contribution rates, which could total approximately one – four percent of current contributions depending on the number of safety and miscellaneous employees, and their defined benefit formula. While the change creates additional PERS liability for member agencies, it also stabilizes pension costs over time and creates assurances for pension benefits promised. CSDA represented special districts at CalPERS’ Board hearings and testified in support of local control and flexibility. While many special districts vigilantly work to maintain viable and suitable pension programs, the ability to keep up with rising pension costs is confronting all public agencies. As the economy lumbers out of the recession, CalPERS will continue to seek adjustments to investments, defined contribution plans and health care plans. CSDA strives to ensure the CalPERS’ Board is briefed on how their decisions impact the ability of special districts to provide core local services. CSDA advocacy includes participating in CalPERS’ workshops and public employer interest meetings. Moreover, a recent Sacramento Bee article on CalPERS’ data found a 25 percent local government retirement spike in 2014 compared to 2013, signaling to special districts the need to prepare for the next generation. Many local districts have reported similar trends and predict a swelling wave of retirements in the next ten to fifteen years. Facing a retirement wave, public employee retirement systems are an important component of the total compensation package used to attract and retain highly qualified employees to public service.

California Special District – Mar-Apr 2014

Pension Beliefs Aim to be Model for All Retirement Systems In order to help guide future adjustments and policy decision-making, CalPERS is in the final stages of adopting “Pensions Beliefs” to address risk management, funding and governance. CalPERS’ Pension Beliefs will reflect the goals and values of the retirement system and could serve as a model for other retirement systems. Much of the proposed content reflects language adopted by CSDA’s Public Pension Policy Principles, including the need to promote sustainability, reliability and affordability for both employers and employees. Both CalPERS’ Pension Beliefs and CSDA’s Policy Principles point to the threat that unfunded retirement benefit liability can pose to an organization’s overall economic health. Taking feedback from its Board, plan members, public agency employers—including CSDA—and other key stakeholders, CalPERS anticipates its final Pension Beliefs to be adopted this summer. Here are five actions special districts can use to prepare for upcoming personnel and workforce challenges while planning for the next generation of public agency employees:

Take Action: 1. Take action on CSDA Advocacy Alerts sent right to CSDA members’ inboxes to aid advocacy efforts. 2. Participate in Special Districts Legislative Days (May 20-21) which includes a roundtable session on the latest developments on employee benefits by senior CalPERS’ legislative and actuary staff. In addition, a workforce panel will discuss policies affecting the recruitment, retention and training of a 21st century workforce and how special districts can help prepare the next generation. Register at: www.csda. net/sdld 3. Visit the Grassroots Action Center for the latest developments on human relations/personnel policy issues at www.csda.net/grassroots 4. Prepare the next generation of leaders by taking advantage of professional development opportunities, visit csda.net/professionaldevelopment. 5. Enroll in the Special District Coaching Program, where current special district administrators help prepare the next generation of general managers.Contact Megan Hemming, meganh@csda.net for more information.

Ask theExperts Both the Brown Act and the Public Records Act are implicated when a member of a legislative body seeks to withdraw and/or omit records of a meeting.

If a board member submits written information pertaining to an agenda item discussed at a board meeting, then after the meeting has been held wants that submission to be withdrawn and omitted from the retained records of the meeting, is it illegal to do so? A member of a legislative body serves an essential function for his or her special district whether the member serves on the governing body setting policy direction and guidance or is a member of a standing committee, commission, or other advisory body providing recommendations and advice. The role can be a highly public one requiring the member to deftly balance political, public and personal pressures often while sitting on a dais in front of the public. It should not be a surprise, therefore, that on occasion a member may submit a document or make a statement at a public meeting that he or she wishes to retract, disown or destroy. Do you have a question for any of our CSDA experts? If so, send your question to Nicole Dunn, editor, at nicoled@csda.net.

The State of Californiaâ&#x20AC;&#x2122;s dedication to open government can be found throughout state law but aside from conflicts of interest, perhaps the most recognizable laws governing accountability are the Ralph M. Brown Act and the California Public Records Act. The Brown Act requires meetings of legislative bodies of local public agencies to be open and public and the Public Records Act provides access to information that enables the public to monitor the functioning of their government.

Pursuant to Section 54957.5 of the Brown Act, agendas of public meetings and any other writings, when distributed to all, or a majority of all, of the members of a legislative body in connection with a matter subject to discussion or consideration at an open meeting, are disclosable public records under the Public Records Act unless otherwise subject to an exemption. As a result, many public agencies make their full packets available on the web to assist the public and reduce the costs of copying and printing materials. However, when such writings are prepared by the local agency or a member of the legislative body and distributed at a meeting, the writings must be made available for public inspection immediately upon distribution. (Copies of writings submitted to the board by a member of the public during a meeting may be made available after the meeting). For the purposes of the Brown Act, therefore, when a board member submits written information to the board pertaining to a matter on the agenda, the document is a public record and should generally be treated no differently than if the board member had spoken the information out loud. Unless the information is provided in closed session or is subject to an exemption under the Public Records Act, the public has an equal right of access to the information. Furthermore, the fact the board member disclosed the information in public makes it unlikely that many Public Records Act exemptions would apply. It is axiomatic, therefore, that the subsequent destruction of a document circulated by a board member to his or her fellow members and used by the legislative body in the conduct of its business would constitute the destruction of a public record. David Warner is an attorney in Santa Rosa with the law firm of Meyers Nave and serves as general counsel to the Bodega Bay Public Utility District and Sweetwater Springs Water District.

MOVERS & SHAKERS

movers and shakers Does your district have an individual recently appointed as general manager or a top staff position? Have you recently elected a new board president? Have any district personnel been appointed to other community boards or positions? Email your district’s movers and shakers to Nicole Dunn, communication specialist, at Nicoled@csda.net and we will include them in our next issue!

Central Contra Costa Sanitary District was recognized with the Collection System of the Year award by the California Water Environment Association’s (CWEA) San Francisco Bay Section. The Dante Marchetti and Don Bartlett district’s maintenance supervisor, Dante Marchetti, was recognized as Supervisor of the Year and Maintenance Crew Leader Don Bartlett received the Collection System Worker of the Year recognition. CWEA’s San Diego Section recognized Vallecitos Water District as its Collection System of the Year in the small collection system category.

Livermore Area Recreation and Park District (LARPD) earned two awards from the California Park and Recreation Society. The first award is the C.R.E.A.M. Award of Excellence for Marketing and Communications for LARPD’s Summer 2013 Parks & Play Activity Guide. The second is the Outstanding Nonprofit Organization Partner in Parks and Recreation award, granted by the society’s District 3, for LARPD’s partnership with Mosaic Lodge 218 for child ID kits. Kaweah Delta Health Care District welcomes James Paskert, M.D. as its first chief medical and quality officer. Santa Clara Valley Memorial District has hired Christine West as its first executive director. West will manage the maintenance, repair and remodeling of the district’s Veterans Memorial Building, in addition to marketing the hall to local veterans and the general public.

California Special District – Mar-Apr 2014

Michele McKinney Underwood has been promoted to Western Municipal Water District’s director of community & government affairs position. In that role, McKinney Underwood will oversee the community engagement, customer interaction, outreach, education and legislative functions at the district. Michelle McKinney Underwood

At its January meeting, the Contra Costa Special Districts Association re-elected Bette Boatmun to serve as chair for another two year term. The Bear Valley Community Services District Board of Directors has elected Sara Russ as board president. Alfred Bairos of Oakdale Irrigation District, Larry Byrd of Modesto Irrigation District, and Rob Santos of Turlock Irrigation District have been appointed to a 21-member Water Advisory Board that will work to address Stanislaus County’s groundwater issues.

In Brief Water Agencies Address “Silver Tsunami” The water and wastewater industry has been going through a transition over the past decade with the retirement of senior operators and staff, resulting in a tremendous loss of knowledge, institutional memory and broad based experience. In the past this broad experience was gained through time on the job as smaller agencies grew and the employees had to assume greater duties. According to Vallecitos Water District, many studies show that the water industry will lose 30 percent – 50 percent of supervisors and management over the next five to 10 years. To help fill this gap, former Vallecitos Water District Chair Darrell Gentry, and General Managers Dennis O. Lamb (Vallecitos Water District), Mitch Dion (Calaveras County Water District) and Kevin Hardy (Encina Wastewater Authority) met with California State University San Marcos (CSUSM) staff to develop a water management course that provides a curriculum allowing the needed broad based exposure to areas such as governance, law for utility managers, personnel, management and finance. The intent of the “Survey of Water Management in Southern California” course is to provide a level of education that enhances the existing skills and education of the workforce and ensure an on-going skilled workforce for the water industry. The course is a precursor to a Water Resources Management Certificate Program that will be offered beginning in fall 2014.

Air Pollution Control District Reaches Out to Schools to Protect Student Health The San Joaquin Valley Air Pollution Control District is working to increase awareness and school participation in programs designed to protect the health of area children. District Public Information Officer Janelle Schneider says, “We want to educate the people at school sites to the effects of air pollution so they can make good decisions regarding exposing their students to air quality that’s not good.” She continues, “Respiratory issues, they can cause lung infections, they can bring on asthma attacks. Being exposed to poor air quality over a long period of time can actually inhibit the development of your lungs.” The district reports that currently about 700 out of 1,600 area schools are involved in district programs and they want to get those numbers up. Currently, the district has three programs in place: A flag program wherein a red (unhealthy air), orange (unhealthy for sensitive groups) yellow (moderate quality air) or green (good quality) flag is placed outside participating schools; a Real-time Air Advisory network, which delivers information from localized monitors; and an antiidling campaign, which urges people to turn off their cars when dropping off or picking up students. It is free for schools to participate in these programs.

Library Expands e-Book Options Santa Clara County Library District is encouraging patrons to dive into its e-book collection by simplifying the check-out process and increasing its selection. The district joined ReadersFirst, an international coalition of libraries that aims to improve e-book access and services. Through ReadersFirst, library patrons can search one comprehensive catalog and place holds, renew and checkout items and manage fines in one location. Before the district joined ReadersFirst, patrons would often have to go to third-party websites when checking out an e-book from the library. “We’re trying to bring all of the content and features to our library site,” says Megan Wong, virtual library manager. According to Wong, the investment is a worthy one; use of e-books has increased 75 percent in the last fiscal year alone. Sources: Bay City News Service, Chino Basin Water Conservation District, Kern Golden Empire, Monterey Peninsula Airport District, San Mateo Daily Journal, The PressEnterprise, Vallecitos Water District

Got news?

California Special District wants to hear about newsworthy people, projects, events and accomplishments in your district. To submit a news item for In Brief, contact Nicole Dunn at nicoled@csda.net or (877) 924-2732.

Airport Improves Runway Safety

Call for Voluntary Salt Reduction

Monterey Peninsula Airport District is in the process of improving the safety of its runway area. The district is removing trees and shrubs and installing material that arrests or slows the forward movement of an aircraft unable to stop with normal breaking. The project brings the airport into compliance with a new Federal Aviation Administration regulation, which requires all commercial-use airports in the United States to meet new runway safety standards by the end of 2015.

Elsinore Valley Municipal Water District has launched a campaign requesting customers voluntarily reduce the salt they release into the environment through wastewater. The salt content in the water supply has been a concern for the district. “Over time, the salt levels can cause problems with the environment,” says District Spokesperson Bonnie Woodrome. “If they get higher, water districts are going to have to remove those salts.” Other districts in the area have had to install desalinization plants to extract salt, which is a costly option that could cause district water rates to go up, should a plant be needed. Water softeners used by residents typically use salt to neutralize chemicals and the district is asking residents to use alternative softeners in hopes to avoid – or at least delay – having to build a desalinization plant.

RCD Finds Harbor District Not At Fault for Contamination According to a study conducted by the San Mateo County Resource Conservation District, beach fecal contamination at Pillar Point Harbor is not due to any activity at the harbor. It is, instead, caused by activity upland from the harbor. San Mateo County Harbor District runs the harbor and has worked with the RCD throughout the study. The study hasn’t determined the specific cause of the contamination but ruling out activities at the harbor allows certain theories to be discounted and encourages people living or working upland to be more aware of what they are doing and how it can affect the harbor. The RCD will work to develop suggestions and efforts to mitigate the contamination, including public outreach and education, planting vegetative buffers and water quality monitoring.

California Special District – Mar-Apr 2014

Water Conservation Poster Contest Receives Record Number of Entries Chino Basin Water Conservation District held its annual Water Conservation Poster Contest and received a record breaking number of entries. Over 2,500 area students participated in the contest, with entries coming from 125 classrooms, representing 23 schools in seven different school districts. The winning entries highlighted various water conservation messages, including saving water in landscaping and growing our food, the worth of water to a thirsty man,

and a message to “Save Water: Don’t Be Wild About Water”. Each winning student received a prize of $250. The teachers of each winner’s class also received $1,000 worth of school supplies. In addition to their monetary awards, the students were acknowledged by the district’s board of directors at the February Board meeting and the students’ posters are featured in the district’s wilderness park.

Exploring the world of work

Interview with Nancy Pryor, Foundation for California Community Colleges Does your special district have interns? Have you established relationships with educational institutions in the area? Are you aware of how valuable an internship can be for both the student and the employer? Internships are a great way of preparing the next generation of workers. California Special District interviewed Nancy Pryor, external affairs manager for the Foundation for California Community Colleges to explain the benefits of internships, the importance of work-based learning, and how special districts can get involved with both. How is the Foundation for California Community Colleges addressing the issue of preparing the next generation of workers? Since 1998, we have matched over 3,000 students to internship positions through our Career Pathways program. That program has prepared us to expand our workforce development services in collaboration with the Linked Learning Alliance through a project called LaunchPath, which aligns highly qualified high school and college students with work-based learning experiences.

Nancy Pryor Foundation for California Community Colleges

Broadly, California community colleges are the largest provider of workforce training in the country. We have great data that shows community college certificates and graduation will lead to higher paying jobs. The community college system has a new data tool called Salary Surfer, where you can see students who received community college certificates and the earnings they were making before they began the program and two and five years after. Community colleges train over 70 percent of the nurses in California, 80 percent of fire fighters and EMTs and over 48 percent of the UC Bachelor students who are studying in STEM, science, technology, engineering, and mathematics, fields. We have a well-trained workforce that can meet the challenges of a 21st century economy.

Explain the benefits to special districts of offering internships. Is there a benefit of paid internships over unpaid? Internships offer a great opportunity for employers to engage up-and-coming employees with work place experience. Interns offer a fresh perspective and can assist with special projects that you may not be able to do with your current resources at a very affordable rate. A robust internship program can also be a powerful part of an organization’s community outreach strategy. In terms of addressing whether paid internships are more beneficial than unpaid, we have some research from the National Association of Colleges and Employers (or NACE) that suggests they are. In their annual survey about employers doing internships, they found that paid internships are significantly better at identifying future employees because they are more likely to lead to a paying job. Offering paid internships allows you to source higher quality talent and identify prospective employees.

What is LaunchPath? LaunchPath has two parts. First, it is an employer engagement campaign in which we work with employers to identify skills gaps and offer program design and back-office infrastructure support to establish a robust internship program. Secondly, we’re building an online matching tool that allows students from high school and college to be matched with internship positions, simplifying the recruitment process for employers. These opportunities are available to a wide range of employers. I think that there is a great opportunity for special districts as public entities to be a part of training the students in their local communities who are interested in that career path. So I would encourage special districts to evaluate their labor needs and participate in building their talent pipeline through LaunchPath.

continued on page 16

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California Special District – Mar-Apr 2014

Nancy Pryor [continued] rates, engages students in ways they might not otherwise be, and it’s a very innovative model for student learning. We’d like to have students early on in their education have the opportunity to explore the world of work and be able to identify what excites them and how it might lead to a future job opportunity.

Why is work-based learning so important to a student’s future success in the workforce? We want students to explore the world of work and have an experience that is tied to what they’re learning in the classroom. Any opportunity to engage – whether that is hearing an employer speak to a classroom, participating in job shadowing, or attending a career fair - is a great way for students to participate in the workbased learning continuum.

You have partnered with the Linked Learning Alliance. What does this partnership entail and how does it benefit California employers? How does it benefit students? The Linked Learning Alliance is working to help students be prepared for the world of higher postsecondary education and the world of work. They offer rigorous academics and customized curriculum for careers. Students choose pathways aligned with real-world experiences that increase the relevance of curriculum. We’ve found that this increases graduation

SPECIAL DISTRICTS

One of the benefits for employers is the ability to have a one-stop-shop when looking to partner with educators to benefit students. The fact that we’re partnering with Linked Learning on the high school and community college level makes it easier for employers to choose how they want to engage and allows programs that are offering students work-based learning experiences to be demand driven – to let employers have a voice in the development of those programs.

What is the Career Pathways Program and how can a special district start participating in it? The Foundation’s Career Pathways Program offers backoffice human resources infrastructure in order to reduce the barriers for employers to take on interns. Much like a staffing agency, the Foundation acts as the “employer of record” for paid internships, reducing liability concerns and managing processes like onboarding and timekeeping. Special districts can reach out to us for more information on participating in the program.

How can community colleges and special districts (as local public agency employers) start building relationships to foster job training opportunities? What are the biggest hurdles to overcome? Number one would be to engage in a dialogue with educators to identify the critical 21st century skills. What are the skills gaps? What could we be doing better to train the next generation? And once we’ve identified gaps, offer opportunities for students to experience the workplace and make substantive contributions to special districts. Employers often share that hurdles to hosting internships can include liability concerns and resource constraints to offer soft skills training. LaunchPath offers students matched for work in special districts and services to simplify the onboarding process.

See Nancy Pryor speak as part of CSDA’s Workforce Roadmap Panel at Special Districts Legislative Days, May 20-21 in Sacramento!

What is the most important/effective thing a special district can do to help prepare the next generation workforce? Investing in student work-based learning experiences promotes public service to bright, motivated young people. I would encourage special districts to partner with programs that engage young people in their work.

May 20-21, 2014 Sacramento Convention Center

California Special Districts Association Districts Stronger Together

SPECIAL DISTRICTS

LAYING THE FOUNDATION FOR A STRONGER ECONOMY

California Special District â&#x20AC;&#x201C; Mar-Apr 2014

#sdld2014

The Future of

Government:

Me and My

Career By Patrick Ibarra, The Mejorando Group

aze into your crystal ball and what do you see as the future role for the public sector professional? Is the rapidly evolving role for government imminent? What impact will that have on your career? Do you have a job or a role? What’s your personal brand? How are your organization’s leaders adapting to a changing workplace? These are just a few of the questions being confronted today as the public sector – at all levels – experiences unprecedented transformation. Government is indisputably the protagonist for a better quality of life for citizens, but the issue remains: to what degree will it execute that role? How elastic will it become?

Change has been endless and sometimes volatile in the world of government, but that has always been the situation, hasn’t it? The velocity of change has for generations affected the sometimes hurriedly, while other times incremental, role of public sector, though this time it seems different - substantially different. Over the previous few years and into the probable future, the public sector will endure transformational change. Today’s workplace is inundated with a wealth of trends that include elastic regulations, unsettled public policy, increased public scrutiny, a stronger emphasis on reducing costs including the expanded use of shared services, shifting workforce demographics, emerging technologies, and rising expectations about the need for transparency. The potential impact of these trends can generate massive ambiguity to cause even the most seasoned government veteran from moving forward. Needless to

say, business as usual is over and has been for some time and the business of government will remain volatile as the rate of change continues. Playing it safe is no longer playing it smart! The convergence of the forces for change present the public sector professional another in a series of opportunities to redefine him/ herself. The question is what are the capabilities and competencies that comprise this redefinition? Here is a recommended blueprint for designing and building a recession-proof future. • Strengthen your Personal Brand – Brand is nothing more and nothing less than your reputation. Right now, take out a piece of paper and write in 10 words or less what the attributes and characteristics that accurately describe your brand. Did you capture the conventional types – hard working, a people person, loyal, dedicated – to name a few? All of these are wonderful, but not distinctive. Work from the outside in. In other words, speculate about the emerging needs of what government agencies need from its workforce and then fuse that with the skills and capabilities you should develop. A personal brand must highlight your special strengths, yet at the same time it also must not be too self-promotional, an all-too-common error. It must make you a team player who undeniably adds value to your current employer while simultaneously letting you transition seamlessly into the next one. The focus should be on developing yourself, not promoting you. So be vigilant in strengthening your personal brand and lubricate your mind by participating in focused development and training activities that are designed to enhance your skills and capabilities. Besides attending conferences and webinars, consider specific development tactics like a stretch assignment or engaging peers in a book club. • Convene a Career Board of Directors – Assemble a group of your most trusted advisors to be members of your Career Board of Directors. The people you choose should help you raise your level of self-awareness, so their candor and possibly, bluntness, should be appreciated. Navigating one’s career can be a series of non-linear steps but the key is that an upward trajectory is always achieved. A personal board of directors can be of great benefit to those young and even not-so-young professionals. • Serve as a Change Advisor - Operate from the maxim, “change is a process, not an event,” and become fluent in understanding the finer points of designing and implementing successful change initiatives. All too often, leaders and managers falsely assume the merit of their latest change initiative is the key component to assuring a successful execution. Quite the contrary, organizations of all sizes have a cemetery where many great ideas go to die. Your fluency in change will enable you to navigate the uneven terrain associated with building, and sustaining, a high performing organization.

California Special District – Mar-Apr 2014

• Heighten your Political Acumen – Possess a thorough understanding of the interpersonal and political dynamics that organizational structures create and know how to make things happen within this context. Thus, the critical skill necessary for leading today’s collaborative teams is that of influencing others or political acumen. These skills include understanding political power in an organization, being able to frame and sell ideas, influence others, negotiate, persuade, build networks, initiate and manage change and effectively manage organizational crises. • Become an Innovation Architect –We are way past the time to discard the “we’ve always done it that way” practice so prevalent in government, and replace it with a “let’s try it and see” approach. Public sector professionals should be on the forefront as the igniters for actively chasing innovation within their organization helping transition from best practices onto “next practices.” Innovators recognize that “doing things different and doing different things” is a prerequisite for innovating and creating a climate that can permeate the traditional risk-averse culture that limits the progressive continued on page 20

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The future of government [continued from page 19]

thinking desperately needed today. Outside-the-box thinking is not even an option because there is no box! Read my article “Running Government Like a Start-Up” for a set of fresh ideas that are practical, tactical and impactful in accelerating government’s entrepreneurial approach to improved services and better social outcomes. • Work as a Leadership Farmer – Live the following - “Leadership has little to do with titles, and everything to do with behaviors.” Create an effective leadership profile comprised of the specific actions and behaviors you have observed of the successful leaders you have observed, your own insights, and information you have read or heard from speakers.

Now, use this as a framework to guide your growth and development. Leadership capital is fundamental to influencing positive outcomes, which regardless if you are an extrovert or introvert, is the true measure of a high performing leader. Consequently, accrue leadership capital by demonstrating those behaviors outlined in your Success Profile. Finally, refrain from the “leadership by best seller” trap that so many people fall into; searching for the ever-elusive silver bullet. Remember, many of the authors of those best sellers, offer helpful ideas on how to improve your leadership performance and that of your organization, but their books are not a cook book, merely the ingredients, so utilize these sources wisely. • Deepen Your Subject Matter Expertise – Increase your body of knowledge about those areas becoming increasingly important to public sector organizations – financial analytics (translate the numbers into a compelling story), sustainability measures (and not just for the green movement), social marketing (everything social media related to building more engaged citizenry), and strategic planning (as a management tool, not simply a forecasting device). While expanding your knowledge base, also recognize that as you promote into higher level positions, the criticality of your subject matter knowledge lessens as your ability to coordinate and ensure timely, desired results increases.

Seeking Public Sector Professionals in Human Resources and Finance

$60 to $100 hourly depending on experience, qualifications, and job assignment. Regional Government Services seeks Public Sector Professional positions at a variety of professional and technical levels, from analyst to director, for our service partners (other public agencies). We offer flexibility and independence! Assignments vary and are throughout California. Work is mixed between home-based and service partners’ offices. Must be willing to travel between several areas and work with multiple agencies. Guaranteed compensation of 20 hours per week with the possibility of up to 40 hours of work per week on extended assignments. Candidates must have STRONG public sector experience. Requires at least a BA in HR, Business, Finance, Accounting, public policy or related (Master’s preferred) and 5 years of progressively more responsible professional-level public-sector managerial experience. For more detailed information and to apply, go to CalOpps at http://www.calopps.org. Click Member Agencies, then Regional Government Services, then Public Sector Professional. Only applications filed through CalOpps will be reviewed on an Open Until Filled basis. Contact roppenheim@rgs.ca.gov for questions.

• Be a Talent Manager – Recognize and leverage the rapidly emerging trends occurring in the workplace about shifting workforce demographics, notably that candidates of all ages seeking a mission-centric organization where their primary purpose is to have a positive impact and the enormous power social media is having on attracting qualified applicants. Your organization has an Employer Brand and it either helps or hinders its ability to hire and retain top performers. The role of the public sector professional is at a precarious moment: try to hang on to the past and risk becoming marginalized, or embrace a new and different future that requires different capabilities. There is a clear

and unambiguous imperative confronting your future: rethink and refresh your role to adapt to changing circumstances and add value to today’s, and tomorrow’s organizations or suffer the consequences. The future has arrived and with it, an emerging role for you. Increased scrutiny, higher expectations and a shifting political landscape add up to a valuable opportunity for you to activate change, drive innovation and successfully lead your career towards a better future. Growth and comfort don’t co-exist. Are you ready? Patrick Ibarra, a former city manager, owns and operates an organizational effectiveness consulting practice, The Mejorando Group (www.gettingbetterallthetime.com), and is one of the country’s leading experts on optimizing the performance of public sector organizations. Mejorando is Spanish for “getting better all the time,” and Ibarra’s firm brings fresh thinking, innovation, and new ideas to help governmental organizations succeed in the 21st century. Ibarra is a noted author, speaker, blogger and educator who translates the headwinds leaders are facing into a tailwind with practical, impactful and sustainable results. For those seeking additional information, Ibarra can be reached, either by phone at (925) 518-0187, e-mail at patrick@gettingbetterallthetime.com or Facebook.

Be sure to catch Patrick Ibarra in action as he presents two sessions at this year’s General Manager Leadership Summit, June 22 -24 at the Resort at Squaw Creek: “Your Leadership Playbook” and “The Future of Government: Me and My Career.”

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[Solutions & Innovations]

Engaging Employees for Success Dr. Frank Benest, Senior Advisor, International City/County Management Association (ICMA), and Co-Chair, Cal-ICMA Coaching Program

Research by the Gallup Organization shows that fully 70 percent of all American employees across private, public, and nonprofit sectors are unengaged or actively disengaged. Across all organizations, the percentages for the three groups (as a percent of all employees) are as follows:

First, a leader cannot “motivate” anyone. Only the employee can motivate oneself. The leader can only support one’s motivation. As a supervisor, you want to provide resources, remove obstacles, support the efforts of staff, and recognize good work and achievement.

• Actively Engaged—21-30 percent of all employees • Not Engaged—45-52 percent • Actively Disengaged—17-38 percent

How do you turn a bored employee into a superstar? Most employees are simply not actively engaged at work. The Gallup Organization has surveyed millions of employees in thousands of organizations. Through its research, Gallup has identified three groups of employees. 1. Actively Engaged These highly motivated individuals are outcome-focused, committed to productivity and quality, drive innovation, move the unit and organization forward, and are accountable. They exhibit a passion for the work and a profound connection to the enterprise. 2. The Unengaged The non-engaged are just average performers, taskfocused, see the work as merely a job, show little initiative, and are not committed to the success of the organization. They have “tell me what to do” and “it’s only a job” mindsets. The can hardly wait for lunch. 3. The Actively Disengaged The actively disengaged are “checked out.” Still worse, they are negative, often display anger and mistrust, and undermine their group and organization. These employees are destructive. They are often called “ROAD” (“Retired On Active Duty”) Warriors or “CAVE” (“Consistently Against Virtually Everything”) Dwellers.

Second, everyone in the organization can contribute to creating robust employee engagement, including the chief executive, department directors, managers, supervisors, and employees The Impacts of Engagement themselves. However, the direct While many might feel that employee supervisor has the most influence in engagement is a “squishy” concern, actively supporting highly engaged there is much hard data underscoring employees. As pointed out in First, the importance of engaging employees. Break All the Rules (based on the Gallup research), an employee joins an When employees are engaged, the organization because of opportunity, Gallup research shows that these compensation, and the reputation of measurable results are achieved: the enterprise. Once the employee • Performance and productivity go way up joins the organization, he or she • Customer satisfaction increases most often leaves because of a poor • Discretionary effort jumps relationship with the supervisor. The • Problem-solving, innovation, and supervisor is the key leverage point in adaptability improve terms of employee engagement. • Political support by the public increases as residents, business people, and others interact with energized and committed employees.

In the private sector, revenue, profitability, and stock prices significantly improve. When employees are unengaged or actively disengaged, the research also indicates that all these costs sky-rocket: • • • • •

Absenteeism, including sick time Workers compensation claims Liability claims Mistakes and errors Turnover

The Approach To address the lack of engagement, you need to understand three precepts. 22

Third, a supervisor does not have to move all the actively disengaged employees to the actively engaged group. Rather, significantly better performance, productivity, and attitudes result from moving employees one level. In other words, you as a supervisor will have great success if you can help move several actively disengaged into the non-engaged category and some nonengaged employees into the actively engaged group. Of course, for those actively disengaged employees who do not respond to your support, you need to do everything in your power to help them find a new enterprise where they

Share your Solutions & Innovations Do you have a new program, process or facility that increases efficiency, reduces costs, improves service or otherwise helps make your community a better place to live? California Special District wants to know about it! Contact Nicole Dunn at nicoled@csda.net or (877) 924-2732.

can contribute. You can’t tolerate actively disengaged employees who undermine everyone and everything.

Ten Tips As indicated by the review of motivation studies conducted by Dan Pink (see his book Drive), people are not motivated by compensation once basic needs are addressed by employers. Employees desire meaning and purpose, some measure of autonomy, and the opportunity to master their work and craft. To be more intentional and focused on employee engagement, consider these ten simple tips for direct supervisors and front-line managers. 1. Serve as a meaning “translator” People thirst for meaning. Yet, oftentimes, they do not perceive the connection between their work and the organization’s mission and goals. As a supervisor, you must specifically discuss how the work of the accounting group is tied to achieving the big goals of the organization. Recognizing that stories and personal experiences are the most powerful way to communicate, you might ask “customers,” including internal and external service recipients, to share in an e-mail, or better yet attend one of your staff meetings, in order to highlight how the work of the accounting team helps them achieve success. 2. Specify what is expected, engage employees in goal-setting, and provide feedback Clarify expectations, roles, and responsibilities for the group and individuals. Employees need to know what is expected of them. Encourage employees to participate in goal-setting California Special District – Mar-Apr 2014

and performance metrics. Most employees want to be partners in the enterprise. Through ongoing discussions, review and modify expectations and hold people accountable. Immediately correct performance and behaviors that are inconsistent with organizational values or goals. 3. Discuss what employees need in order to do a good job Start some conversations individually or as a group or institute a quick survey identifying any equipment, technology, or other resources that staff need in order to do a better job. Ask what non-value rules or procedures are getting in the way or have become outdated. Then do something about it. Often it is inexpensive. For instance, an HR Department group identified that projectors and easels for training workshops were broken, which hindered the training workshops conducted by the department. Once a few new projectors and easels were purchased, engagement scores significantly improved.

4. Be modest, ask questions, listen, request help Don’t try to have all the answers just because you are formally in charge. Don’t give detailed instructions. Ask questions. Identify problems and ask for help in identifying the solutions. Promote “FIO” (“Figure It Out”) skills. Listen intently, write down notes, and summarize what you heard. Then tie your decisions and actions to what you heard. People want to see that their opinions count. Share mistakes as well as successes. Vulnerability is powerful. To solve problems, especially those that matter to employees, create time-limited works teams and ask them to report their recommendations at a specific upcoming meeting and then help implement the changes. As suggested by Rosabeth Moss Kanter, you can provide your team members with “opportunities for positive impact.” continued on page 42

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[Community Connections]

Nation’s Largest Solar-Boat Competition Inspires Next Generation “While in high school, I thought about studying something in math and science in college,” said Argueta. “The problem is that math and science are very broad fields: chemistry, medical school, biology, physics, engineering, etc. The Solar Cup, along with my mentor Mr. Glenn Yamasaki, helped me understand the difference between theoretical work and practical work, such as theoretical physics versus applied physics (engineering).”

Perris Union High School District Team. Photo by Metropolitan Water District

By engaging high school students in a solar-powered boat competition sponsored by the Metropolitan Water District of Southern California (Metropolitan) and its member agencies, the Solar Cup race has inspired students to attend college and pursue careers in engineering, science, environmental sustainability and communication. Now in its twelfth year, the nation’s largest solar-powered boat competition, the Solar Cup, is a team-based educational competition that allows students to apply their skills in math, physics, engineering and communications, while learning about Southern California’s water sources, resource management, conservation and alternative energy development.

Arby Argueta, former Solar Cup participant.

Arby Argueta is a former student who participated in the Solar Cup competition. A graduate from Warren High School in Downey, CA, Argueta grew up in a single-parent household and moved around frequently throughout his youth. The idea of learning about solar panels and building a unique solar boat in a team environment is what motivated Argueta to be part of the Solar Cup race. The experience encouraged him to go to college and further pursue his interest in engineering.

After the competition, Argueta went on to study at California State Polytechnic-Pomona where he earned a degree in Electrical Engineering and a Masters in Electrical Engineering from UCLA. Today, Argueta is an electrical engineer at Jet Propulsion Laboratory, where he supports NASA’s Deep Space Network, working on high rate telemetry receivers used to receive science data from all the space-crafts that NASA has in the solar system. The Solar Cup has even motivated elementary students. “I first heard about the Solar Cup when I was in sixth grade,” said Justin McCalling. “My sister heard about it by her science teacher, who gave her a website to look up more information. When we got home that day we looked it up together and I instantly wanted to be part of it.” However, it was not until his sophomore year that he was able to compete, when his highschool teacher, Mr. Mathews, started a team. McCalling had the

Share your community connections

May 16 - 18, 2014

Solar Cup is a seven-month program that begins in the fall, in which high school teams totaling about 800 students build and race solar-powered boats at Lake Skinner, in Temecula Valley, learning about conservation of natural resources, electrical and mechanical engineering, problem solving and much more.

Is your district interacting with the community in a new and original way? California Special District wants to know about it! Contact Nicole Dunn at nicoled@csda.net or (877) 924-2732.

at California State University Northridge, studying electrical engineering.

opportunity to participate two years in a row, reinforcing his engineering skills and his motivation to pursue an engineering degree. During his first year in the Solar Cup competition, his team built a red and silver pinstripe boat made almost entirely out of wood. From this building experience he learned a fatal design flaw, “when it was all put together, the alignment was off from the motor to the drive train, resulting in the chain between the two to come off, due to how hard it was to adjust the parts without sacrificing the structural integrity of the wood” said McCalling. Learning from this experience, the second boat, artfully designed in black with an underwater theme that included a giant squid, featured an all-aluminum motor mount and steering attachment. The aluminum allowed for adjustment because it was attached on hinges and had support beams with grooves on them so that the angle could be

adjusted with the least amount of friction, therefore resulting in the least amount of energy lost in the transfer. Now a student at Northern Arizona University studying Mechanical Engineering, McCalling is a member of the American Society of Mechanical Engineers, where he was given a project leadership role, which he credits to his experience in the Solar Cup. The Solar Cup gives students thirsty for science a sophisticated hands-on experience. “Throughout high school it was very difficult for me to find opportunities that fulfilled my interests” said Salvador Perez. “After having met the right people who were willing to support my interest, I was part of the Solar Cup competition with my high school.” Perez’s team built a boat designed with black and gold colors with a panther painted on both sides, representing the school’s colors and mascot. His team’s boat transmission system was designed for both sprint and endurance, where the gear ratios could be swapped for more performance enhancement or for less energy consumption. The motor mount was made from aluminum material to conserve weight, and the transmission used a motorcycle chain, unlike most other team boats that use bicycle chains, to ensure the chain will not snap during competition.

Canyon High doing the sprint race. Photo by Metropolitan Water District

California Special District – Mar-Apr 2014

Perez’s team ranked second place in the rookie division on the 200 meter sprint race. Perez is now a student

Each year, special districts sponsor one to four high school teams from their service areas to participate in the Solar Cup, supporting the teams in their planning and preparation for the contest. The sponsoring districts provide funds for all basic boat materials to their teams, while Metropolitan provides each team with a kit that includes an identical 16-foot-long marine-grade plywood boat, in addition to providing technical assistance to the students to ensure they create and operate a safe, solar-powered boat. Each team has eight months to equip their boat with solar panels, batteries, steering mechanisms and motors. In addition, student teams must attend technical workshops, submit technical reports and produce a conservation brochure or 30-second public service announcement. Held at Lake Skinner in Temecula, the race is conducted in the month of May, where the event brings students from 48 high schools throughout Southern California to race their solar-powered boats across the lake. In 2002, when the Solar Cup began, it consisted of eight teams and 80 students. This year, over 700 students will participate as part of 40 Solar Cup teams. Metropolitan considers the Solar Cup as one of the district’s most successful education and outreach programs.

Legal Brief When Facebook and the First Amendment Collide: Public Entity Management of Social Media By Cynthia M. Germano, Best Best & Krieger LLP

that right. Such rights, however, are not absolute and must be balanced against a public employer’s legitimate interest in ensuring its efficient operation. There are a myriad of legal cases discussing when speech will be on a matter of public concern, but the basic distinction is whether the speech is personal to the employee’s situation or whether it addresses more general governmental interests. For example, a Facebook post by a public employee railing against his supervisor for proposing discipline because of attendance issues would not be a matter of public concern, while a post about the supervisor’s alleged diversion of public funds would be.

The way people communicate has undergone a significant change in recent years, with the younger generation dodging actual conversations for texting on their phones, posting daily status updates to their “friends” on Facebook and tweeting short bursts of news to their “tweeps” on Twitter. While a private-sector employer has the benefit of rulings from the National Labor Relations Board to guide it on social media policies and discipline of employees for any such violations, a public employer has to grapple with the First Amendment and the relatively unchartered territory as to how free speech rights affect social media usage both by public employees and by the public entity itself. The rights of public employees to speak as private citizens on matters of “public concern” have long been recognized by the courts. The First Amendment not only protects freedom of speech, but also protects a public employee from retaliation for the exercise of

If a public employee can establish that his social media “speech” was made as a private citizen about a matter of public concern, he cannot be disciplined for the speech unless the employer can establish that the speech actually impaired the efficiency of the workplace. To make such a determination the public employer should consider a number of factors about the public employee’s speech: - Did it impair the ability of supervisors to maintain discipline? - Did it impair harmony among co-workers or damage close personal relationships? - Did it impede the performance of or conflict with the public employee’s duties? - Did it interfere with the operation of the public entity or undermine its mission? - Was it communicated to the public or to co-workers in private? - Did it abuse the authority and public accountability that the employee’s role entailed?

Protected Speech in the Electronic Era The more interesting and less addressed issue is what exactly constitutes speech in this electronic era. In a case that was decided just last year, a federal appellate court was faced with the issue of whether “liking” a Facebook page constituted protected speech. The case was filed by former employees of the Sherriff’s Office in Hampton County, Virginia. Sheriff B.J. Roberts

Where public entities once sent a notice about a new project in a customer’s bill, several agencies these days are instead creating social media pages on Facebook and Twitter to increase public awareness and understanding of their projects.

had just run for and won reelection. The employees claimed, in part, that their First Amendment rights were violated when the sheriff refused to reappoint them because they used their private Facebook pages to “like” the Facebook page of Sheriff Roberts’ opponent. The lower court granted summary judgment in favor of the sheriff, concluding that merely “liking” a Facebook page does not constitute constitutionally protected speech. The appellate court, however, disagreed and held that clicking on the “like” button is a substantive statement. The court explained that such conduct not only constitutes pure speech but also expressive conduct since the “like” button is represented by a thumbs-up icon. The court also noted that “liking” a political candidate’s Facebook page is the Internet equivalent of displaying a political sign in one’s front yard. Thus, while public employers may impose certain restrictions on their employees’ speech and should have social media policies, the employer should conduct a thorough analysis of the nature and purpose of the speech before taking action against an employee for a post or a tweet.

Creating Social Media Pages In addition to dealing with the human resource management of public employees using social media, public entities increasingly have their own social media pages that need to be minded. Where public entities once sent a notice about a new project in a customer’s bill, several agencies these days are instead creating social media pages on Facebook and Twitter to increase public awareness and understanding of their projects.

California Special District – Mar-Apr 2014

Government-sponsored social media pages, however, create a public forum for speech under the First Amendment. By launching a Facebook page to serve as a platform to disseminate information and spark discussion by the public about a specific project, a public entity has created a limited public forum that would allow the agency to engage in some content-based discrimination based on a defined range of subject and to preserve those limitations. In other words, the public entity would have a right to delete comments posted on its Facebook page regarding a conservation project that are not on topic or constitute spam. The catch is that the public entity cannot use its authority to only delete comments that express a certain view, so if there are off-topic pro and con comments about a particular issue, then all comments as opposed to just the “pro” comments would have to be deleted. What if a public entity diligently crafts a social media policy and rules that appear

on its page that expressly create a narrow public forum and include explicit definitions of comments that will be subject to deletion as allowed by law, but social media users still find a way to post profane or abusive comments? Having created this forum, can the public entity simply decide to “close” its page? The answer, fortunately, is yes. Government has the right to close a forum as long as it is acting reasonable and being viewpoint-neutral. Since a total closure of a social media site would affect all commentators equally, closure or deletion of a public entity social media site remains a viable, albeit final management option. Cynthia M. Germano is a partner at Best Best & Krieger LLP where she focuses on labor and employment law. Based in the firm’s Riverside office, she regularly advises public employers on all aspects of employee management, including discipline and termination, complaints of harassment, employee leave issues, including requests for accommodations, claims regarding wages, and drafting and updating social media policies and other employment policies. She also represents employers at grievance and administrative hearings. She can be reached at cynthia.germano@bbklaw.com.

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Program Recognitions The Special District Leadership Foundation (SDLF) would like to recognize the following agencies and individuals who have recently completed an SDLF program: District of Distinction This accreditation is designed as a way for districts to highlight their prudent fiscal practices along with other areas important to effectively operate and govern a special district. • Cucamonga Valley Water District reaccreditation • Vista Irrigation District reaccreditation • Otay Water District accreditation • Orange County Cemetery District Accreditation • Kern County Cemetery District Reaccreditation • El Toro Water District reaccreditation Transparency Certificate of Excellence This program was created in an effort to promote transparency in the operations and governance of special districts to the public and to provide special districts with an opportunity to showcase their efforts in transparency. • Cucamonga Valley Water District • Chino Valley Independent Fire District • El Dorado Hills Community Services District • Las Virgenes Municipal Water District • Indian Wells Valley Water District • Castaic Lake Water Agency • Otay Water District – September 2013 • Central Contra Costa Sanitary District • Orange County Cemetery District • Rancho California Water District • McKinleyville Community Services District • Nevada Irrigation District • Bighorn-Desert View Water Agency • Rincon del Diablo Municipal Water District • Heritage Ranch Community Services District • Mt. View Sanitary District • Kern County Cemetery District • Butte County Mosquito & Vector Control District

CSDA Appointees

Stanley Caldwell, Mt. View Sanitary District Jo MacKenzie, Vista Irrigation District Sherry Sterrett, Pleasant Hill Recreation & Park District

SDRMA Appointees Special District Leadership Foundation 1112 I Street, Suite 200 Sacramento, CA 95814 www.sdlf.org

Staff

Special District Administrator (SDA) This certification helps document and recognize a candidate’s knowledge, skills and capabilities as a special district administrator. • Michael Houlemard, Fort Ord Reuse Authority • William Rodriguez, Burney Water District Recognition in Special District Governance The Recognition in Special District Governance was designed to honor special district board members and trustees, and is comprised of two distinct parts: the completion of the Special District Leadership Academy and 10 hours of continuing education. • Leucadia Wastewater District, Gold Recognition • Peter Le, Marina Coast Water District • Judy Corl-Lorono, Bighorn-Desert View Water Agency • Terry Burkhart, Bighorn-Desert View Water Agency • Joe Gibson, Conejo Recreation & Park District • Dona Shores, Visalia Public Cemetery District • Kevin Graves, Town of Discovery Bay CSD • Lizette Guerrero, Rosamond CSD • Richard Howard, Town of Discovery Bay CSD • Gary Melton, Yorba Linda Water District • Steve Perez, Rosamond CSD • William Rodriguez, Burney Water District • Chris Steele, Town of Discovery Bay CSD • Marianne Wiesmen, Town of Discovery Bay CSD Want to be added to the list? Find out about all of the SDLF programs at www.sdlf.org.

Neil McCormick, Administrator Megan Hemming, Program Manager Charlotte Lowe, Program Assistant Rick Wood, Finance Manager

David Aranda, SDA, North of the River Municipal Water District Sandy Raffelson, Herlong Public Utility District Jean Bracy, SDA, Mojave Desert Air Quality Management District

Public Member Appointees

Katie Kolitsos, Chief Consultant, Assembly Local Government Committee April Manatt, April Manatt Consulting Geoffrey Neill, California State Association of Counties

Special District Leadership Foundation Programs promoting good governance.

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District Transparency Certificate of Excellence

The District Transparency Certificate of Excellence is a standalone program of SDLF and made available to districts that apply and meet certain requirements. It is also a required component of the District of Distinction Accreditation. This program was created in an effort to promote transparency in the operations and governance of specials districts to the public and to provide special districts with an opportunity to showcase their efforts in transparency.

For more information and an application, visit www.sdlf.org or call 916.231.2939.

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The Special District Leadership Foundation (SDLF) is a an independent, non-profit organization formed to promote good governance and best practices among Californiaâ&#x20AC;&#x2122;s special districts through certification, accreditation and other recognition programs.The SDLF and its activities are supported through the California Special Districts Association and Special District Risk Management Authority.

District Snapshots Tuolumne Utilities District

PHOTOS: Tuolumne Utilities District worked to expand its quartz reserve pool. With the expansion, the district can utilize approximately 200 acre-feet of additional reclaimed water storage each year.

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anaging Risk

Filing a claim with a public entity Facts of Case On April 4, 2006, Hope DiCampli-Mintz underwent surgery by two doctors at Valley Medical Center (“VMC”), which is owned and operated by the County of Santa Clara (“the County”). After the surgery, Ms. DiCampli-Mintz complained of pain in her left leg. She was returned to surgery and ultimately discharged. Later that year, Ms. DiCampli-Mintz went to the emergency department of VMC. An emergency room physician informed her that another procedure was required because her blood vessels had been damaged in the first surgery.

Hope DiCampli-Mintz v. County of Santa Clara, et al. California Supreme Court (December 6, 2012)

Government Code section 915(a) establishes the manner of delivery of a claim against the government. It requires that a claim be presented to a local public entity by “[d]elivering it to the clerk, secretary, or auditor” or by “[m]ailing it to the clerk, secretary, auditor, or to the governing body at its principal office.” If the claim is not presented in the foregoing manner, Government Code section 915(e) provides that a claim “shall be deemed to have been presented in compliance” if the claim is “actually received by the clerk, secretary, auditor or board of the local public entity.” This case addresses to whom a claim must be presented in order to comply with the foregoing provisions. Here, the Court of Appeal held that “a claim may substantially comply with the act, notwithstanding failure to deliver or mail it to one of the specified recipients, if it is given to a person or department whose functions include the management or defense of claims against the defendant entity.” The California Supreme Court rejected this judicial expansion of the statutory requirements and affirm that a claim must satisfy the express delivery provisions language of the statute.

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Ms. DiCampli-Mintz retained counsel who prepared a letter to VMC and the two doctors who operated on Ms. DiCampli-Mintz, providing notice that “Hope DiCampli-Mintz will file suit against you for damages resulting from the personal injury of Hope DiCampliMintz” pursuant to Code of Civil Procedure section 364, which requires that a plaintiff give notice of intent to sue a health care provider 90 days before filing a complaint for negligence. The letter stated that the defendants negligently performed surgery, interrupted blood flow to Ms. DiCampli-Mintz’s leg, and then failed to repair the problem. On April 3, 2007, counsel for Ms. DiCampliMintz personally delivered copies of the letter to an employee of the medical staffing office in the hospital’s administration building. The letters were addressed to the Risk Management Department at VMC and the doctors. The letter included a request that it be forwarded to the recipient’s insurance carrier, but did not request that it be forwarded to any of the statutorily designated individuals in Government Code section 915. On April 6, 2007, the Santa Clara County Risk Management Department received the letter. On April 23, 2007, a representative of the County’s Risk Management Department spoke with counsel

Officers

David Aranda, President, North of the River Municipal Water District Muril Clift, Vice President, Cambria Community Services District Jean Bracy, Secretary, Mojave Desert Air Quality Management District Special District Risk Management Authority 1112 I Street, Suite 300 Sacramento, CA 95814 tel: 800.537.7790 www.sdrma.org

Members of the Board

Terry Burkhart, Bighorn-Desert View Water Agency Ed Gray, Chino Valley Independent Fire District Sandy Raffleson, Herlong Public Utility District Michael Scheafer, Costa Mesa Sanitary District

for Ms. DiCampli-Mintz. The representative, among other things, acknowledged receipt of the letter, orally opined that service on VMC required a tort claim which was late, questioned whether a tort claim was required as to the doctors, provided the name of the attorney handling the County’s defense, but did not mention that the letter failed to satisfy Government Code section 915’s delivery requirements. Ms. DiCampli-Mintz never received written notice that her claim was untimely or presented to the wrong party. On July 2, 2007, Ms. DiCampliMintz filed a complaint naming the two doctors and VMC as defendants. In the complaint, she acknowledged that she was required to comply with government claims statutes but asserted that she was excused because defendants failed to provide notice and therefore waived any defenses they may have had to the sufficiency of her claim. On August 29, 2007, the County filed an answer denying Ms. DiCampli-Mintz’s allegations and asserting affirmative defenses, including that she failed to comply with provisions of the California Government Claims Act. The County filed a motion for summary judgment alleging that Ms. DiCampli-Mintz failed to comply with the Government Claims Act because her claim was never presented to or received by a statutorily designated recipient as required by section 915. Ms.

California Special District – Mar-Apr 2014

Consultants

Lauren Brant, Public Financial Management Ann Siprelle, Best Best & Krieger, LLP David McMurchie, McMurchie Law John Alltop, Bickmore Risk Services & Consulting Charice Huntley, River City Bank James Marta, CPA, Auditor Karl Snearer, Apex Insurance Agency Doug Wozniak, Alliant Insurance Services, Inc.

DiCampli-Mintz argued that she “substantially complied” with the Government Claims Act by delivering the letter of intent to the Risk Management Department at the VMC and that the letter was also received by the County Risk Management Department. The trial court granted the County’s motion for summary judgment, holding that the County made a sufficient showing of noncompliance and that Ms. DiCampli-Mintz failed to “raise a reasonable inference that her claim was actually received by the clerk, secretary, auditor or board of the local public entity within the time prescribed for presentation thereof.” The Court of Appeal reversed and found that Ms. DiCampli-Mintz “substantially complied” with the claim presentation requirements. This appeal to the Supreme Court followed. The Supreme Court rejected the Court of Appeal’s “judicial expansion of the statutory requirements”, stating that “[t]he Court of Appeal erred by failing to adhere to the plain language of section 915” and that “[t]he proper construction of section 915 is dispositive.” The Supreme Court then pointed to the legislative history of the Government Claims Act, highlighting that Section 915(a) (1) reflected the Legislature’s intent to precisely identify those who may receive claims on behalf of a local public entity and Section 915(e) (1), reflected the Legislature’s intent that a misdirected claim will satisfy the presentation requirement if the claim is “actually received” by a statutorily designated recipient. As such a “straightforward construction honors the statutory language and is consistent with the purpose of the claims statutes.” The DiCampli-Mintz decision confirms that courts should adhere strictly to the language of the claim presentation provisions when interpreting them. Additionally, the Supreme Court affirms that a claim must satisfy the express delivery provisions of the Government Claims Act. Failure to deliver a claim to the individuals identified in Government Code Section 915 will result in noncompliance with the statutory claim presentation requirements.

SDRMA Staff

Gregory S. Hall, ARM, Chief Executive Officer C. Paul Frydendal, CPA, Chief Financial Officer Dennis Timoney, ARM, Chief Risk Officer Nicole Rushing, Finance Manager Ellen Doughty, Manager of Member Services Karen Lafferty, AIC, Senior Claims Examiner Shawn Vang, Accounting Technician Wendy Tucker, Member Services Specialist II Alana Batzianis, Health Benefits Specialist II Rachel Saldana, Administrative Assistant

The key issue here for local public agencies is to document how the claim has been presented to your agency. Was the Notice of Claim specifically addressed to the Board, clerk, or Board Secretary?

The key issue here for local public agencies is to document how the claim has been presented to your agency. Was the Notice of Claim specifically addressed to the Board, clerk, or Board Secretary? For further information please contact SDRMA Chief Risk Officer Dennis Timoney at dtimoney@sdrma.org or call Dennis at 800.537.7790

Money Matters Putting the “Ohh” in OPEBs By Amy Brown & Dora Noegel, The Public Retirement Journal & The Public Agency Coalition Alert

paid public employee retiring with a pension amounting to more than the individual earned as an active employee. And the State Teachers’ Retirement System (STRS) has been intentionally underfunded for years. It’s now reaching a critical point. As the Legislature begins grappling with this ticking time bomb, the public will stay focused on the effect public employee pensions bring to bear on government finances.

Over the past few years, Governor Brown and the State Legislature attempted to conquer increased pension costs (and public opinion) with the passage of comprehensive pension reform in 2012. Despite that effort, there’s still a lot of negative press associated with public employee benefits, because many local governments, especially cities, are financially struggling.

OPEBs, Are They Next? But beyond the very hot topic of pension benefits, almost all public agencies offer health benefit coverage for active employees, and many provide other postemployment benefits (aka OPEBs). OPEBs most often refer to retiree health coverage but also include any other benefit paid outside a pension system, such as dental, vision or life insurance. Retiree health coverage, in particular, may be an important element of compensation for employees motivated by retirement security. It doesn’t take long to realize that health care costs can be wildly unpredictable and expensive, especially if you’ve ever been uninsured.

The pension reform package known by most wonky retirement analysts as the PEPRA is making little dent since it primarily affects benefits provided to new workers, and unrelenting pension contribution increases are stemming from other funding issues (at least for employers in PERS). San Jose Mayor Chuck Reed wants to eliminate the vested rights of current workers, allowing governments to change the pension deal going forward, and is pursuing a ballot initiative to gain that right. Municipal bankruptcies also threaten to undermine the promise of pension benefits for current workers and retirees. Public opinion is repeatedly inflamed with new accounts of a highly

With limited public attention, there’s been little talk of OPEBs of late. But that wasn’t always the case. Before Governor Brown’s 12-point pension reform plan, Governor Schwarzenegger had his Public Employee PostEmployment Benefits Commission (the PEBC). When the PEBC completed its report in 2007, it concluded that pension benefits aren’t the pressing problem – it’s OPEB prefunding that really warrants attention. (Just goes to show how quickly policy imperatives shift in Sacramento.) Is OPEB prefunding any less desirable today? Certainly not; prefunding is hands-down the most fiscally prudent means of providing OPEB benefits. Is that realistic in today’s environment? With many local governments

CSDA F C

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Officers

James Acosta, President, Saticoy Sanitary District Jo MacKenzie, Vice President, Vista Irrigation District Scott Dowell, Secretary, Chico Area Recreation and Park District Paul Hughes, Treasurer, South Tahoe Public Utilities District

CSDA F C

CSDA Finance Corporation 1112 I Street, Suite 200 Sacramento, CA 95814 tel: 877.924.CSDA www.csdafinance.net

Consultants

David McMurchie, McMurchie Law Josephine Libunao, BNY Mellon Trust Co., NA William Morton, Municipal Finance Corporation Saul Rosenbaum, Prager & Co., LLC Jeff Stava, Nossaman, LLP

CSDAFC Staff

Neil McCormick, Administrator Cathrine Lemaire, Program Manager Charlotte Lowe, Executive Assistant Rick Wood, Finance Manager

Members of the Board

Leslie Keane, Orange County Cemetery District John Martin, Tehachapi-Cummings County Water District Steve Perez, Rosamond Community Services District

facing financial hardship and scrambling to make legally obligated pension payments, for many it boils down to a matter of reality, legal obligations, and limited resources. There will be a price for this however, with health care costs escalating unabated and most governments continuing to pay-as-you-go for retiree health care promises. Are OPEBs next on the table for reform? There have been many court decisions in the past year or two further defining the scope of an employee’s vested rights to retiree health benefits. With local governments having some latitude in amending this benefit, there seems to be less of a cry to find a statewide “solution” to this benefit obligation. This too may change. Beginning with your FY 2014/15 financial statements, the Government Accounting Standards Board (GASB) is requiring you to report your pension obligations differently than you currently do. For many agencies, this will result in a much larger pension obligation – not in terms of what you actually must contribute, but in terms of liabilities that must be posted to your financial statements. While nothing is actually changing, this will give the appearance of further erosions of local governments’ financial stability with pension and other OPEB obligations being pointed to as the culprits. This GASB reporting requirement is a confusing issue, and it would be naïve to expect

there won’t be fallout in the media stemming from financial reporting changes that will be really difficult for governments to explain to folks who don’t study this stuff everyday. Meanwhile, though OPEBs haven’t directly been on the table, there has been a subtle shift. Once upon a time, the PERS Board vehemently opposed any effort to undo the requirement in its laws that retirees receive the same employer health benefit contribution as active employees (the so-called equal contribution rule). Over the past five years, however, there have been numerous bills to create exceptions to this rule, and PERS has not interfered with a single attempt. There hasn’t yet been a proposed change to loosen contribution requirements for all participating agencies, but in our opinion, it may only be a matter of time before PEMHCA (the law governing the PERS health program) gives employers greater flexibility to negotiate retiree health coverage that makes sense for them. Health Plan Pricing Premiums The PERS Board continues to look at new ways to split up the state and map out regional prices local agency health plan premiums. Each health plan, like Kaiser for example, is priced differently for the same package of benefits based on where those services are provided. If you’re located in Los Angeles, for example, you pay continued on page 40

California Special District – Mar-Apr 2014

CSDA Finance Corporation Finances Finishing Touches for Pleasant Hill RPD Projects

2013, Pleasant Hill Recreation & Park District completed construction of their new Teen and Senior Centers. The buildings were built with a bond measure that could be used only for construction. Furnishing and equipping each of these beautiful new buildings was beyond the scope of the original bond. While the furniture fundraising campaign had been successful, some of the larger pledges were to be paid to the district over a five year period and the district needed new furniture immediately. In response, Pleasant Hill RPD launched a $1.8 million capital campaign to purchase the furnishings and equipment necessary to enhance the district’s multitude of programs and events for many years and the district turned to the CSDA Finance Corporation for help purchasing the furnishings.

Mark Blair, accounting supervisor at the district, said “I found CSDA Finance Corporation to be both professional and efficient. We were able to obtain the quote and close the desired loan at competitive rates well within the timeframes to fill the need for the loan. I would recommend CSDA Finance Corporation to others.” CSDA Finance Corporation specializes in municipal financing and its financial consultants are uniquely qualified to help special districts. The finance consulting team has facilitated the financing of nearly $1 billion in capital improvement programs for special districts throughout California. For more information, contact CSDA Finance Corporation at 877.924.2732 or visit www.csdafinance.net. Read more about Pleasant Hill RPD in this issue’s What’s so Special interview on page 36.

[What’s so special]

Activities for all ages

Pleasant Hill Recreation and Park District Pleasant Hill Recreation and Park District (PHRPD) has done an amazing job of reaching out to community members of all ages. It has a brand new community center that hosts programs for children, teenagers and adults and a thriving Senior Center. Over the years, PHRPD has been exceptionally successful in engaging with their senior community. Seniors can often times find themselves living alone and limited in their ability to get around. PHRPD has developed numerous programs to encourage seniors to be involved with their community, stay active and even see the world. California Special District asked PHRPD to explain how it engages the seniors in its community and to tell us about the “Crown Jewel of Pleasant Hill” – its new community center. Your district has done an outstanding job with developing programs for the seniors in the community. Explain some of the most popular programs you have for your seniors. We have seen an increase in the participation in fitness classes, mainly our Zumba Gold and Gentle Pilates class. There has also been great success in art classes, specifically a watercolor course. The travel program continues to be successful and one of the more popular programs. From day trips to weekend trips to trips across the country, there is something for pretty much everyone.

Why has this been a focus for the district? The senior population has continued to grow in our community. The seniors are not moving out or “leaving town” and they are active! Seniors don’t just do Bingo, they are participating in programs that emphasize health and fitness, including softball teams, hiking groups, bocce teams, travel and exercise classes. This adult population is supportive and they let you know what they want!

Pleasant Hill Recreation and Park District Established: Size:

1951 Nine square miles, District maintains 269 acres including 13 park sites, Senior Center, Two Community Centers, Aquatic Center, Teen Center, One Historical site, and shared school facilities.

Population: Budget: Location: Website:

40,000 $6.1 million Pleasant Hill, East Bay www.pleasanthillrec.com

Through your district, seniors can take trips to places around the world. Why did the district decide to offer this service? The travel program has grown immensely in the past years to where it’s at today. It started with just a day trip here and there and now provides up to six trips a month, which sometimes includes three to four air and sea trips a year. It’s nice to be able to provide this service since many seniors no longer have their spouse or family to travel with and don’t want to travel alone. Many seniors don’t drive either which can inhibit their travel. We provide all transportation, including to the airport for our air and sea trips. It’s a full service, which the seniors appreciate and it creates less stress on them.

Explain your senior meal program. The Senior Nutrition Program, or CC Café as we call it, is offered Monday through Friday and is served at noon in our new dining room. It is a county program that we host and manage in our center. Seniors over sixty can give a $2 suggested donation and guests under the age of 60 pay $5. The program provides seniors with a hot lunch as well as a great social experience. The program averages 65 participants a day. Along with the senior meal program is the Meals on Wheels program where volunteers deliver approximately 50 meals a day to seniors throughout the community.

You have a very successful volunteer program with your seniors. Explain the program. How have you made it so successful? The volunteer program is overseen by the program supervisor and the volunteer chair, who is a volunteer on the Senior Club Board of Directors. Someone

interested in becoming a volunteer fills out an interest form on the back of the information brochure. This form is passed on to the Volunteer Chair who then calls the interested senior to ask some questions about what they like to do, what they think they may want to volunteer in, past volunteer experience, and special skills. This helps us place them in the best position we have available. When the volunteer chair comes up with some ideas for potential placement, the interested senior’s information is passed along to the activity coordinator (volunteer) for further questioning/scheduling/training. We also hold New Volunteer Orientation meetings about once a quarter for those who are not current volunteers, but want to find out about the possibility of volunteering here. At this meeting, the program supervisor, volunteer chair, vice president and a representative from the Trip Office attend to discuss the volunteer program and available opportunities. This meeting is very casual in order to make them feel comfortable so they will ask questions and get to know us as well as the volunteer program.

We believe the reason our volunteer program is successful is because everyone is working toward the common goal of making the Senior Center the best it can be for everyone. The volunteer program also provides much needed social stimulation, which is very important when one lives alone or care gives for a loved one. While they are “working,” the senior volunteers feel like they are just spending time with their friends and it becomes their social outing for the day/ week/month. Another important aspect to retaining quality volunteers is respect and the ability to listen. District staff that oversees the volunteer program needs to understand that the volunteers have a life too. They get sick, have appointments, go on vacation and get worn out. Never should anyone get mad with a volunteer that has “life happen.” If you show the volunteers respect, they will in return respect you and help create a successful program that is dependable and enjoyable to be a part of. For the FY 2012/13 we had 213 volunteers with 25,932 hours.

continued on page 41

California Special District – Mar-Apr 2014

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California Special District – Mar-Apr 2014

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Money matters [continued from page 35] less than your counterparts in Sacramento. When PERS first implemented regional pricing back in 2005, it carved out regions based on characteristics that made sense at the time. But changes to enrollee numbers, risk pool members, and other new factors impacting healthcare has PERS taking another look at those regions. And as with any shift along these lines, there are definitely winners and losers.

This is all happening at the same time that PERS is working on proposals for a statewide change to start in 2015. Participating employers will be a part of four new regions: Northern, Central Coast, Southern, or Southern Coast. A fifth region composed of those living out-of- state, will continue to be priced separately. Local agencies will have to wait until at least May to find out what these new regions will really mean for health plan premium prices. Initial estimates give Central coast, south Central Valley, and Inyo agencies the steepest increases while certain northern Bay Area and northern Valley agencies will have lower premiums.

Right now the PERS Board is looking at shifting just two regions, Sacramento and the Bay Area, moving some contiguous counties in or out of either region. The decision was punted at the last PERS Board meeting and after hearing from vocal local agency employers and union reps, the PERS Board asked to see some hard numbers about bottom line impacts to health plan member agencies. Action may be taken at the April PERS board meeting or they could defer once again.

Long Term Care Program PERS is officially accepting new applications for those wishing to enroll in its Long-Term Care Program, which provides coverage for nursing home, assisted living, and other long-term health care services. PERS says it has “fresh, modern options” for new participants. This is the first time the program has been open to new enrollees since 2008 when PERS stopped accepting applicants for its beleaguered insurance program. And unlike previous years when there was a specified period for submitting applications, applications will now be accepted on a continuous basis, year-round, like other private insurers. You might be surprised how many Californians are eligible to apply for PERS’ Long Term Care Insurance Program. Any California public employee or retiree may participate regardless of whether their employer participates in PERS – including teachers and judicial, county, and university employees. In addition, the parents, parentsin-law, adult children and adult siblings between the ages of 18 and 79 of any of those public employees are also eligible to apply. If you’re interested in keeping abreast of these issues, you can find us at the Public Retirement Journal on Facebook at publicretirement or on Twitter at @Cali_PRJ.

SPECIAL DISTRICTS See Amy Brown speak as part of CSDA’s Workforce Roadmap Panel at Special Districts Legislative Days, May 20-21 in Sacramento!

What’s so special [continued from page 37] We hold an annual Volunteer Recognition Party for our volunteers. They get sent an invite in the mail. We serve them a meal and have some type of gift, typically a calendar for the next year to record when they volunteer. We also gather a bunch of raffle prizes and give the volunteers raffle tickets to choose which prize they would like to win. The party is always a fun, Halloween-themed highlight of the year that allows the staff to show our appreciation for our volunteers.

The membership of your senior program skyrocketed recently. To what do you attribute that? The new community center building definitely brought a great amount of exposure to the Senior Program in Pleasant Hill. With the new building being almost three times larger than the old building we have been able to offer a large number of new classes, programs, events and services. This has allowed us to serve our 50+ community in ways we weren’t able to before and therefore drawing participation from a whole new interest group.

Tell us about the new community center. “The Crown Jewel of Pleasant Hill” • 21,800 square ft. grand multi use facility in beautiful park setting • Perera Pavilion (seats up to 380) • McHale Room (seats up to 100)

• Six Large Multi-Purpose Rooms • Dance Studio • Private Event Entrance • Catering Kitchen • Preschool Wing

Did you poll the community to see what services/programs they wanted when planning the new community center? The district conducted surveys online, through newspaper articles and personal surveys to our residents. We also surveyed the participants of the old Community Center, which included program participants, instructors, caterers, community partners, clubs and organizations.

What does the district have coming up in the future? The ribbon cutting and grand opening of Pleasant Oaks Park will be held on March 2, 2014. This new park consists of athletic fields that will be utilized by the baseball and soccer programs of our community. Pleasant Oaks Park is an 11.5 acre park with five baseball/softball fields, two soccer fields, picnic areas, playground and new parking areas. We are very excited to announce the completion of our four Bond Projects that included the new Teen Center, Senior Center, Community Center and Pleasant Oaks Park.

CSDA’s Business Affiliates CSDA gratefully relies on the generous support of all Business Affiliates

Gold level

CSDA Finance Corporation www.csdafinance.net Meyers Nave www.meyersnave.com Special District Risk Management Authority www.sdrma.org

Atkinson, Andelson, Loya, Ruud & Romo www.aalrr.com Burke, Williams & Sorensen, LLP www.bwslaw.com California CAD Solutions, Inc. www.calcad.com

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California Special District – Mar-Apr 2014

A special thank you to:

CPS HR Consulting www.cps.ca.gov Hanson Bridgett LLP www.hansonbridgett.com HdL Coren & Cone www.hdlcompanies.com MCE Corporation www.mce-corp.com PARS www.pars.org

Engaging Employees [continued from page 23] New Special District Coaching Program CSDA and the Special District Leadership Foundation (SDLF) are partnering to bring senior managers from all kinds of special districts together with emerging leaders in a new coaching program facilitated by the Preparing the Next Generation Committee (PNG) and Cal-ICMA. Current Special District Administrators have been invited to serve as coaches. Coaches volunteer to have one-time, periodic, or ongoing relationship with an emerging leader who is motivated to develop a robust career and advance in local government. Special District Coaches will begin their training at a special session prior to the General Manager Leadership Summit this June. Coaches will have the opportunity to meet with emerging leaders at a special pre-conference workshop at the CSDA Annual Conference & Exhibitor Showcase in Palm Springs on Monday, September 30. For more information about the Special District Coaching Program, please email Megan Hemming at meganh@csda.net.

5. Focus on strengths One of the secrets to success for a supervisor is matching individual employees to the right job or task. Don’t focus on weakness but rather on strengths. It is your responsibility to uncover and strengthen employee talents and align them with the right assignments. 6. Conduct “stay” interviews By conducting a “stay” interview over coffee with an employee, you can acknowledge the value provided by the individual and ask: • What’s working for you? • What’s not working? • What makes a great day at work for you? • What are your aspirations? • How can I support your personal and professional goals? • What distresses you and how can I help? • What is something new that you’d like to learn in the coming year? • What kind of recognition do you appreciate?

These one-on-one chats give you valuable information on how you can support the motivation of your employee and allow you to show that you care. Of course, you must follow up on these discussions in meaningful ways demonstrating that these conversations count. 7. Provide learning and growth opportunities People do not want to stagnate in their jobs and positions. Employees of all ages are motivated

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by learning and challenge. Especially in tough times, learning, training and growth opportunities are “cheap” and demonstrate your interest. In terms of engagement, you can also get a “twofer” by using talented employees to train others and share their knowledge. 8. Talk about progress As suggested by Teresa Ambile in The Progress Principle, people need to see progress to maintain their motivation. Therefore, your job as an effective supervisor is to provide feedback and especially highlight steady progress in meeting milestones in pursuit of larger goals. 9. Recognize good work Use multiple methods to recognize individual and team achievement. Bring coffee and bagels to a staff meeting in order to celebrate a team milestone. Put on each staff meeting agenda an item called “Team Accomplishments” and encourage everyone to acknowledge the assistance or achievement of someone else. Let managers and the department head and chief executive know of the good work by your group. Share stories and other feedback from internal and external “customers.” 10. Promote employee wellness and balance Where possible, provide telecommuting, flex-time, and other alternative work schedules. Encourage the use of leave balances, especially vacation time. Have individual “walking” meetings and encourage some off-site meetings and social time.

A Culture of Engagement The supervisor-employee relationship is the most important relationship in the organization. A supervisor striving for better performance, organizational commitment, and just a more enjoyable work environment needs to slowly and consistently build a culture of engagement. Over time, many of your employees may adopt a “Thank God, it’s Monday” mindset.

Maximizing Protection. Minimizing Risk. As California’s trusted risk management advisor, SDRMA brings together a unique combination of world-class risk management consulting and technical experts that make our Member Programs superior to everything else on the market. Our goal is to serve as an extension of your staff so our service is seamless to you and your agency. Visit our website at www.sdrma.org or call us at 800.537.7790 for more information about our Workers’ Compensation, Property/Liability or Health Benefits Programs. We look forward to serving you!

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