_______________________________________________________________________________________________55439 29 Palms Hwy., Yucca Valley, Ca 92284-2503 | 760.365.8333 | www.hdwd.com | email: info@hdwd.com

HUMAN RESOURCES COMMITTEEREGULAR COMMITTEE MEETING

AGENDA Tuesday, November 26, 2019

5:00 PM

Action may be taken on any item listed on the agenda.

1. CALL TO ORDER

2. ROLL CALL

3. PUBLIC COMMENTThis is the opportunity for members of the public to address the committee on matters within theCommittee’s jurisdiction. Please limit comments to three (3) minutes or less. State law prohibitsCommittee members from discussing or taking action on items not included on the agenda.

4. DEPARTMENT ITEMS

4.A. LEADERSHIP TRAININGCommittee to discuss staff attendance at the California Special Districts Association (CSDA)Supervisory Skills for the Public Sector in April 2020 and the CSDA General Manager LeadershipSummit in June 2020.Supervisory Skills _ Screen Shot.png2019 GM Leadership Summit.pdf

4.B. DISCUSSION REGARDING DISTRICT STAFFING NEEDSStaff would like to update the Committee on current vacant positions, share ideas, and gaininput and direction on filling vacancies as well as discuss staffing needs that are anticipatedover the next six to eight months.

4.C. COMBINE THE POSITIONS OF GRANT AND LOAN COORDINATOR AND BUSINESS DATAANALYSIS INTO ONE POSITIONStaff is recommending the Committee review and send to the full Board for approval to combinethe positions of Grant and Loan Coordinator and Business Data Analyst into one position andone new job description called Financial Business Analyst.Proposed Combined Job Description for Loan and Grant Coor and Business Data Analyst.pdf

4.D. EXTEND TEMPORARY ASSIGNMENT OF ROBERT HALF OFFICE TEAM CLERICAL EMPLOYEETHROUGH THE END OF JANUARY 2020Staff is recommending the Committee review and send to the full Board for approval theextension of a temporary clerical staffing assignment through Robert Half Office Team throughthe month of January 2020 at a total cost not to exceed $23,835.28

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55439 29 Palms Hwy., Yucca Valley, Ca 92284-2503 | 760.365.8333 | www.hdwd.com | email: info@hdwd.com

4.E. DISCUSSION FOR INFORMATION PURPOSES AND DIRECTION REGARDING THE POSSIBILITY OFIMPLEMENTING A TELEWORK POLICYStaff is looking for input and direction regarding the possibility of implementing a TeleworkPolicy.Work at Home Guidelines for Supervisors.pdf

4.F. AMEND TUITION REIMBURSEMENT POLICYStaff is requesting the Human Resource Committee review and send to the full Board forapproval changing the minimum service from twelve (12) months to six (6) months for eligibilityto participate in the Tuition Reimbursement program.

4.G. CHRISTMAS AND NEW YEAR'S CLOSURESStaff is recommending the Committee review and send to the full Board for approval closing theDistrict (with the exception of the Wastewater Treatment Plant) for business on Thursday,December 26, 2019 and Thursday January 2, 2020.

4.H. REVIEW OF TWO ASSISTANT GENERAL MANAGER JOB DESCRIPTIONSStaff is looking for input and direction regarding two Assistant General Manager jobdescriptions.Assistant General Manager.pdfAGM-CFO FINAL.pdf

4.I. ORGANIZATION CHARTCommittee to review and discuss the current organization chart for the District.November 2019 Org Chart.pdf

5. DIRECTORS' REPORTS/COMMENTSFor information purposes only on subjects not covered by the agenda and no action to be taken.

6. MANAGERS' REPORTS/COMMENTSFor information purposes only on subjects not covered by the agenda and no action to be taken.

7. FUTURE ITEMS FOR DISCUSSION

8. ADJOURNMENT

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55439 29 Palms Hwy., Yucca Valley, Ca 92284-2503 | 760.365.8333 | www.hdwd.com | email: info@hdwd.com

Materials related to any item on this Agenda submitted to the Board of Directors or Committee Membersafter distribution of the agenda packet are available for public inspection in the Hi-Desert Water Districtoffice at 55439 29 Palms Hwy, Yucca Valley, California during normal business hours. All documentssupporting this agenda are available on the District website at subject to staff’s ability to post thedocuments before the meeting.

Reasonable Accommodation: Upon request, this notice will be made available in appropriate alternativeformats to persons with disabilities. Any person with a disability, who requires a modification oraccommodation to view the agenda or to participate in the public comment portion of the Board meeting,should direct such a request to Ed Muzik, Secretary of the Board of Directors, at 760-365-8333 oredm@hdwd.com. Please allow two business days for your request to be processed.

Disruptive Conduct: If any meeting of the District is willfully disrupted by a person or by a group ofpersons so as to render the orderly conduct of the meeting impossible, a meeting may be recessed or theperson or persons willfully disrupting the meeting may be ordered to leave the meeting. Disruptiveconduct includes addressing the Board or Committee without first being recognized, not addressing thesubject before the Board or Committee, repetitively addressing the same subject, failing to relinquish thepodium when requested to do so, or otherwise preventing the Board or Committee from conducting itsmeeting in an orderly manner. Your cooperation is appreciated.

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Agenda Item No: 4.A

Human Resources Committee Staff ReportMeeting Date: November 26, 2019Submitted by: Codi MixPresented by: Ed Muzik, General ManagerAgenda Section:

Subject:LEADERSHIP TRAINING

Recommendation:Committee to discuss staff attendance at the California Special Districts Association (CSDA) Supervisory Skillsfor the Public Sector in April 2020 and the CSDA General Manager Leadership Summit in June 2020.

Fiscal Impact:TBD

Background:California Special Districts Association (CSDA) will be hosting a 2020 Supervisory Skills for the Public Sectoron April 4th in San Bernardino, CA. The course is intended for supervisors to discuss and explore what isexpected of a supervisor and how to coach, mentor, and motivate employees.

CSDA will also be hosting a 2020 General Manager Leadership Summit in Lake Tahoe, CA in June. Theleadership conference will be for networking and professional development opportunities for general managersand other management staff in special districts.

The CSDA 2018 Supervisory Skills course description and 2019 Summit schedule has been attached forinformation, review of subject matter, and cost.

Attachments:Supervisory Skills _ Screen Shot.png

2019 GM Leadership Summit.pdf

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

CSDA’s 2019

California SpecialDistricts AssociationDistricts Stronger Together

GENERALMANAGER

LEA ERSHIP SUMMIT

Newport BeachJune 23-25, 2019

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SDRMA Credit Incentive PointsSpecial District Risk Management Authority (SDRMA) is committed to establishing a strategic partnership with our members to provide maximum protection, help control losses and positively impact the overall cost of property/liability and workers’ compensation coverage through the Credit Incentive Program. Credit incentive points can be earned based on an agency’s attendance at the General Manager Leadership Summit.

Others who would benefit from attending: District Administrators | Department Managers | Office Managers | Supervisors | Finance Officers Business Managers | Legal Counsel | Operations Manager | Other District Management Staff

Credit Incentive Points

Printed on recycled paper.

The General Manager Leadership Summit provides the best networking and professional development opportunities for special district general managers and other management staff from districts of all types and sizes throughout California.

Come together with others facing the same challenges and opportunities, learn from our expert instructors, and return to your district refreshed and reenergized.

Consider sending an emerging leader from your district to this conference also – it could be the first step in preparing our next generation of special district general managers.

The General Manager Leadership Summit qualifies for 16 hours of continuing education toward the Special District Leadership Foundation's Special District Administrator Certification. Learn more about the requirements for taking the SDA examination on page 9.

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SUNDAY, JUNE 23, 2019

8:00 a.m. – 4:00 p.m. So You Want to Be A General Manager? Workshop (separate registration and payment required)

5:30 – 7:00 p.m. Welcome Reception and Registration

MONDAY, JUNE 24, 2019

8:00 a.m. Conference Registration Opens

8:00 – 8:30 a.m. Continental Breakfast with Exhibitors

8:30 – 10:00 a.m. OPENING KEYNOTE: Speed Leading - How to Become a Better Leader, Faster!

10:00 – 10:30 a.m. Break and Networking with the Exhibitors

10:45 a.m. – 12:00 p.m. BREAKOUT OPTIONS: Enhancing Special District Revenues and Current Developments in the Law of District Revenues; Take It From Me; Cyber Sense

12:00 – 1:15 p.m. Networking Lunch with Exhibitors

1:30 – 3:00 p.m. BREAKOUT OPTIONS: A Field Guide to Surviving a Catastrophe; Prevailing Wage Law Compliance & Updates; Managing People and Projects for Leaders

3:00 – 3:30 p.m. Break and Networking with the Exhibitors

3:30 – 5:00 p.m. BREAKOUT OPTIONS: Tell Me About It; Getting to the Point; Employment Law Update for Managers

5:15 – 6:45 p.m. Food & Wine Experience Reception

TUESDAY, JUNE 25, 2019

8:30 – 9:00 a.m. Continental Breakfast with Exhibitors

9:00 – 10:15 a.m. GENERAL SESSION: Creating a "Yes, And" Culture of High-Level Performance & Engagement

10:15 – 10:45 a.m. Break and Networking with the Exhibitors

10:45 a.m. – 12:15 p.m. BREAKOUT OPTIONS: A General Manager's Guide to Bringing Out the Best in Their Boards, Commissions and Elected Officials; Leading Your District Through Pension Challenges

12:15 – 1:30 p.m. LUNCH AND PRESENTATION:State Capitol Insights for District Leaders

1:45 – 2:45 p.m. BREAKOUT OPTIONS: Readying Your District for Climate Change; Financing Options, Trends & Considerations; A Manager's Guide to Emotional Intelligence

3:00 – 4:00 p.m. BREAKOUT OPTIONS: Special District Manager's Guide to Navigating the Markets and Public Funds Investing; The Post-Janus Tug-of-War; Performance Measurement - Continuous Improvement

4:00 p.m. Event Adjourns

SCHEDULEat a glance

2019 General Manager Leadership Summit3

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LOS ANGELES TO NEWPORT BEACH (50 MILES) – Take the 5 or 405 freeways south to the 55 freeway south towards Newport Beach. Take the 55 freeway all the way down

until the freeway ends. Keep going straight ahead on Balboa Blvd. and you’ll reach Balboa Peninsula. Or watch for the signs that lead to Pacific Coast Highway and that will take you to the neighborhoods of Corona Del Mar, Balboa Island and Newport Coast.

SAN DIEGO TO NEWPORT BEACH (85 MILES) – Take the 5 freeway north to the 405 freeway north. Take the 55 freeway south towards Newport Beach until the freeway ends. Keep ahead straight on Balboa Blvd. and you’ll reach Balboa Peninsula.

BRING A GUEST! Guest Fee (cannot be from a district or a company that does business with districts): Includes Welcome Reception, Continental Breakfast on Monday and

Tuesday, and Food & Wine Experience on Monday for only $225 at the early bird rate. See registration page for details.

Not sure if you are a member? Contact the CSDA office at 877-924-2732 to find out if your agency or company is already a member. To learn more about the many benefits of CSDA membership contact Member Services Director Cathrine Lemaire at cathrinel@csda.net.

HYATT REGENCY NEWPORT BEACH1107 Jamboree RoadNewport Beach, CA 92660

Book your room early by using this link: www.hyatt.com/en-US/group-booking/NEWPO/G-CSLD Room Rate: $182 plus tax + $10 resort fee, single or double occupancy. The room reservation cut-off is May 22, 2019, however, space is limited and may sell out before this date.

REGISTRATION FEES

Early Bird (on or before May 24, 2019):Member $625Non-member $940Guest of a CSDA Member* $200Guest of a Non-member* $300

Regular (after May 24, 2019):Member $675Non-member $1015Guest of a CSDA Member* $225Guest of a Non-member* $340

Pre-Conference workshop So You Want to Be A $100General Manager?

Pre-Conference workshop So You Want to Be A $100General Manager?

Newport Beach

location

*Cannot be from a district or company that does business with districts.

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Sunday, June 23, 20198:00 a.m. – 4:00 p.m. Special Pre-Conference Workshop: So You Want to Be a General Manager?Scott Carroll, SDA, Costa Mesa Sanitary DistrictThis is a practical career development workshop for senior executives and emerging leaders in special districts. This action-oriented workshop includes group and panel discussions on the journey, roles, and skill sets of a general manager; identifying general manager opportunities; developing positive relations with the board, staff, and peer agency executives; and leadership best practices.

Separate registration and payment required. Space is limited and on a first-come, first-served basis.

2019 General Manager Leadership Summit5

pre-con

5:30 – 7:00 P.M.

WELCOME RECEPTIONAND REGISTRATION

Time to get your groove on! At our Welcome Reception we’ll be reliving our favorite “Far Out” decade – the 70’s – with fun trivia, funky music, groovy food, and fab costumes. Here’s your chance to chill with your fellow attendees and exhibitors.

70sparty

70sparty

70sparty

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8:00 a.m. Conference Registration Opens

8:00 – 8:30 a.m. Continental Breakfast with Exhibitors

8:30 – 10:00 a.m. OPENING KEYNOTE Speed Leading – How To Become A Better Leader, Faster!Troy Hazard, Entrepreneur

In this session, Troy will explain why the speed of your personal evolution as a leader has a direct impact on the evolution of your district and those you lead. Armed with this information you will quickly become more focused, balanced, aware and effective. Troy’s presentation delivers real life leadership strategies to maximize your impact as a leader, faster. Learn

how to: Become aware of your own leadership evolution; Lead in truth, not fear; Implement the 4 key character traits of a true leader, from a true leader; Hire, inspire, and emotionally engage staff in good, and in tough times; Share and create a culture of conscious collaboration; Manage personal growth with business growth; Lead, with speed.

10:00 – 10:30 a.m.Break and Networking with the Exhibitors

Monday, June 24, 2019

A well organized conference with excellent keynote speakers combined with engaging and relevant breakout session focused

on General Manager wrapped with a beautiful location."JEFFERY KINGSTON, SAUSALITO-MARIN CITY SANITARY DISTRICT

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10:45 a.m. – 12:00 p.m. BREAKOUT SESSION OPTIONSEnhancing Special District Revenues and Current Developments in the Law of District RevenuesTim Seufert, NBS and Michael G. Colantuono, Colantuono,Highsmith & Whatley, PC This will be a discussion of how to proactively manage existing special district revenue streams and explore options for additional revenues. Specifically, this course will review relevant rates, fees and charges, as well as Community Facilities Districts/CFDs, Benefit Assessments, and other available tools. The panel will provide an overview of pertinent California revenue laws and an update on recent court decisions and legislative developments affecting special district funding.

Take It from Me - Employee Recruitment and Retention Strategies That Workmoderated by Melissa Asher, CPS HR ConsultingEmployee recruitment and retention strategies are more important than ever. With overall shortages of talent and the ease of which top talent can be lured away, public sector organizations have a lot to gain by focusing on ways to retain their talent. Come and hear from a panel of your special district peers about strategies you can use to boost recruitment as well as retention in your district.

Cyber Sense: Legal and Strategic Insights on How to Protect Sensitive and Confidential Information Amid Increased Security ThreatsCatherine Groves, Hansen Bridgett, LLPWith new opportunities to use cloud technology local agencies are collecting more data – from smart meters/AMI to mobile payment apps to various cloud software. Data collection carries with it both benefits and risks. This session will discuss the evolving legal landscape around data ownership and collection, how to mitigate risks related to the collection of data and responding to a data breach. The presentation will include tools for protecting sensitive and confidential information while promoting innovation focused projects.

12:00 – 1:15 p.m. Networking Lunch with Exhibitors

monday

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3:30 – 5:00 p.m. BREAKOUT SESSION OPTIONSTell Me About It! Leading Your District's Outreach Effortsmoderated by Sloane Dell'Orto, StreamlineLeading your districts outreach efforts – in addition to your myriad other responsibilities - may seem like just one more item on your very long to-do list. Hear from other special district leaders how they creatively and strategically implemented award-winning public outreach programs targeting their key audiences with a variety of external and internal resources.

Getting-to-the-Point! How You Can Help Your District Set Goals and Priorities in a Way that Is Lively, Interesting, and ProductiveMartin Rauch, Rauch Communication ConsultantsEveryone is busy. This session provides get-to-the-point guidance that is proven to work. How to engage the Board, staff and public productively in the strategic planning process. How to get planning done quickly and effectively. Setting clear direction in plain English. Providing oversight, measuring results and more. There will be opportunities for questions, answers and engagement among the participants and the seminar leader.

Employment Law Update for ManagersDennis Timoney, SDRMAThis session we will identify new trends in employment liability exposures. While sexual harassment and hostile work environment litigation has taken up the headlines there are new legal tactics being employed by plaintiffs. What and who can be a “Whistleblower” in your organization? Can you terminate a poor performing employee anymore? Learn what public agencies can do to protect themselves going forward in 2019.

Sponsored by5:15 - 6:45 P.M. FOOD & WINE EXPERIENCE RECEPTION

Join your fellow attendees and exhibitors for more networking while enjoying food, wine, and beer sampling.

2019 General Manager Leadership Summit7

1:30 – 3:00 p.m. BREAKOUT SESSION OPTIONSA Field Guide to Surviving a Catastrophemoderated by Linda Hunter, Rincon Consultants, Inc. With fires, floods, and other natural and man-made disasters dominating the headlines – it’s critical for you and your district to be prepared. Join us for a lively and informative panel discussion including a district general manager from Paradise, CA, a public law attorney discussing the importance of pre-positioned contracts, and a T3 instructor for CERT (Community Emergency Response Team) programs regarding emergency preparedness for your local community.

Prevailing Wage Law Compliance & Updates for ManagersKevin Wang and Michael Maurer, Best Best & KriegerThis presentation will address the complex world of prevailing wage law in California including recently adopted prevailing wage legislation and provide practical advice for compliance by local agencies.

Managing People and Projects for LeadersMichael Grabow, CPS HR ConsultingAs the business world grows and resources become more competitive within organizations, you will discover the necessity of managing multiple projects and people to achieve buy-in and commitment starts with how well you work with people within the context of projects. Define project management fundamentals and terms; Explore the distinction between managing people and projects; Discuss how to develop a high performing project team with defined roles; and Identify the three-phase approach for managing a project by using key documents to create clarity for project and team success.

3:00 – 3:30 p.m. Break and Networking with Exhibitors

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Leading Your District Through Pension Challenges: CalPERS Updates & DevelopmentsMarcie Frost, CalPERS CEOUpdate on CalPERS policies, fund performance, and upcoming decisions of note to special districts. Special attention will be given to developments that could change the cost of pension or health care benefits for agencies, their employees, or their retirees.

12:15 – 1:30 p.m. LUNCH AND PRESENTATIONState Capitol Insights for District LeadersKyle Packham, CSDA Advocacy and Public Affairs Director A mid-year, executive-level update on the most significant advocacy and public affairs issues facing special districts in and around the State Capitol. Learn about the challenges facing special districts, including the opportunities ahead and the threats lurking from behind.

1:45 – 2:45 p.m. BREAKOUT SESSION OPTIONSReadying Your District for Climate ChangeKaralee Browne, Institute for Local GovernmentFrom dire climate reports to devastating wildfires, the effects of climate change are real. Learn how this will impact Special Districts and what resources are available to help your district adapt.

Financing Options, Trends & Considerations: What ManagersNeed to KnowCSDA Finance CorporationObtaining financing for capital projects includes consideration of the available options as well as the current financial environment. While low interest rates have many special districts looking for attractive financing options, regulatory changes have added new dynamics. Join the CSDA Finance Corporation consultants for a panel discussion including an overview of financing programs and how they are secured, how to position your district for the most cost-effective financing, and how to navigate recent trends in disclosure and transparency.

A Manager's Guide to Emotional IntelligenceWendy Farrell, CPS HR ConsultingEmotional Intelligence (EI) competencies are at the heart of effective workplace relationships and productivity. They provide an integrated set of skills that support highly effective, fast-reacting and innovative organizations. This seminar emphasizes the practical application of EI concepts. Achieve greater personal awareness, connect with others, manage stress, engage in healthy conflict and collaboration, and be more optimistic and resilient using these tools..

8:30 – 9:00 a.m. Continental Breakfast with Exhibitors

9:00 - 10:15 a.m. GENERAL SESSION KEYNOTECreating a "Yes, And" Culture of High-Level Performance & EngagementGalen Emanuele, InternationalKeynote Speaker

Sponsored by Special District Leadership

Foundation (SDLF)

Galen’s dynamic session will profoundly impact the way you communicate, show up, and lead your team. Through simple, skill-building activities, Galen will teach you how to create a cohesive “Yes, And” culture to skyrocket team performance and engagement. You will laugh and learn, coming away with new, powerful tools to enhance your leadership abilities, self-awareness, emotional intelligence, and capacity to drive exceptional culture within your organization.

10:15 – 10:45 a.m. Break and Networking with Exhibitors

10:45 a.m. – 12:15 p.m. BREAKOUT SESSION OPTIONSA General Manager’s Guide to Bringing out the Best in their Boards, Commissions and Elected Officialsmoderated by Liebert Cassidy WhitmoreStaff, Boards and General Managers each have important roles to play in making your District successful. When they work in concert, everyone benefits. This interactive panel discussion, including experienced general managers and special district consultants, provides guidelines and practical tips that will help general managers advance the district’s goals and ensure that everyone is speaking the same language.

Tuesday, June 25, 2019

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tuesday

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3:00 – 4:00 p.m. BREAKOUT SESSION OPTIONSSpecial District Managers Guide to Navigating the Marketsand Public Funds InvestingRick Wood, CSDA and Eric Marino, BlackrockRates has risen. Volatility has returned. Uncertainty abounds. The current market presents both challenges and opportunities for special districts and investing. This session will do a deep dive discussion into the current markets and our projected outlook for the economy to try and help special districts navigate the investment landscape. Working with special district expert, Rick Wood, we will also discuss some of the nuances of special district investing under the California State code and investment policy best practices.

The Post-Janus Tug-of-War: What’s Changed withPublic Unions and BargainingNate Kowalski, Atkinson, Andelson, Loya, Ruud & RomoWith its much-anticipated decision in Janus v. AFSCME issued in July 2018, the United States Supreme Court radically changed the landscape of labor relations in the public sector. As employees can no longer be compelled to pay union dues, both unions and the California legislature have taken aggressive steps designed to protect union membership. Join us for a discussion of the developing labor relations trends that face public employers in 2019 as they navigate their new obligations to both unions and individual employees in a post-Janus world.

Performance Measurement - Continuous ImprovementScott Carroll, SDA, Costa Mesa Sanitary District Public demand for local government service has been rising steadily for the past decade along with the insistence that services be provided efficiently and effectively. In addition, the public is demanding that local government programs produce their intended results, but how do you know when a local government is operating efficiently, effectively and producing the intended results? Local governments that are in pursuit of service quality, efficiency and intended results have been using performance measurement as a useful tool that confirms their success and alerts to programs in need of greater scrutiny.

4:00 p.m. - Event Adjourns

BECOME A CERTIFIEDLEADER INSPECIAL DISTRICTS

SPECIAL DISTRICTLEADERSHIP FOUNDATION

GENERAL MANAGERS AND OTHER MANAGEMENT STAFF

The Special District Administrator (SDA) Certification is a voluntary designation sought by individuals who strive to be the best in their field. Administrators with various academic and professional backgrounds can be candidates for the program.

Developed through the participation of over 100 volunteer subject matter experts who know about special district administration. Guided by the SDLF Board, Certification and Audit Advisory Committee and under direction by a professional examination development firm, this certification gives successful candidates recognition unmatched by any other program.

The two-hour exam covers all key aspects of special district administration including: governance, legal requirements, ethics in public service, strategic planning, and more. To find out the requirements for taking the Special District Administrator examination visit www.sdlf.org or call 916.231.2939.

2019 General Manager Leadership Summit9

Unerringly presents information I need to know as a GM."

LISA OHLUND, EAST ORANGE COUNTY WATER DISTRICT

THE GENERAL MANAGER LEADERSHIP SUMMIT QUALIFIES FOR 25 HOURS OF

CONTINUING EDUCATION TOWARD THE SDA CERTIFICATION.

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Name: Title:

District:

Address:

City: State: Zip:

Phone: Email:

Member Non-member Vegetarian/Any Special Needs:

Emergency Contact - Name & Phone:

REGISTRATION FEES

EARLY BIRD (ON OR BEFORE MAY 24) CSDA Member $625 Non-member $940 Guest of a CSDA Member $200 Guest of a Non-member $300 So You Want to Be a GM? Workshop $100

REGULAR (AFTER MAY 24) CSDA Member $675 Non-member $1015 Guest of a CSDA Member $225 Guest of a Non-member $340 So You Want to Be a GM? Workshop $100

PAYMENT

Check Visa MasterCard Discover American Express

Acct. Name: Acct. Number:

Expiration Date: Authorized Signature:

SPECIAL NEEDS - INCLUDING DIETARY

Vegetarian Other:

Cancellations/Substitution Policy: Cancellations must be in writing and received by CSDA no later than June 7, 2019. All cancellations received by this date will be refunded less a $75 processing fee. There will be no refunds for cancellations made after June 7, 2019. Substitutions are acceptable and must be done in writing no later June 14, 2019. Please submit any cancellation notice or substitution request to meganh@csda.net or fax to 916.520.2465.

Our Anti-Discrimination and Harassment Policy can be found under “CSDA Transparency” at www.csda.net/about-csda/who-we-are.

Subtotal

Amount Due

$

Three Ways to Register• ONLINE by visiting the General Manager Leadership Summit at gmsummit.csda.net.• FAX: 916-520-2465, all faxed registration forms must include credit card payment.• MAIL: CSDA, 1112 I Street, Suite 200, Sacramento, CA 95814. Include registration form and payment. Check should be made payable to:

California Special Districts Association.

I highly recommend the GM Leadership Summit to all General Managers and senior agency staff. The summit covers a broad

spectrum of relevant, useful and interesting topics."JIM WAGONER, BUTTE COUNTY AIR QUALITY MANAGEMENT DISTRICT

2019 General Manager Leadership Summitone form per person

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sign up

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Name: Title:

District:

Address:

City: State: Zip:

Phone: Email:

Member Non-member Vegetarian/Any Special Needs:

Emergency Contact - Name & Phone:

REGISTRATION FEES

EARLY BIRD (ON OR BEFORE MAY 24) CSDA Member $625 Non-member $940 Guest of a CSDA Member $200 Guest of a Non-member $300 So You Want to Be a GM? Workshop $100

REGULAR (AFTER MAY 24) CSDA Member $675 Non-member $1015 Guest of a CSDA Member $225 Guest of a Non-member $340 So You Want to Be a GM? Workshop $100

PAYMENT

Check Visa MasterCard Discover American Express

Acct. Name: Acct. Number:

Expiration Date: Authorized Signature:

SPECIAL NEEDS - INCLUDING DIETARY

Vegetarian Other:

Cancellations/Substitution Policy: Cancellations must be in writing and received by CSDA no later than June 7, 2019. All cancellations received by this date will be refunded less a $75 processing fee. There will be no refunds for cancellations made after June 7, 2019. Substitutions are acceptable and must be done in writing no later June 14, 2019. Please submit any cancellation notice or substitution request to meganh@csda.net or fax to 916.520.2465.

Our Anti-Discrimination and Harassment Policy can be found under “CSDA Transparency” at www.csda.net/about-csda/who-we-are.

Trusted Risk Management ✷ 800.537.7790 ✷ www.sdrma.org

SPECIAL DISTRICT RISK MANAGEMENT AUTHORITY

Guiding the way to a more secure future. Guiding the way to a more secure future.

SDRMA has been helping California public agencies navigate liability and manage risk for over 30 years. In fact, our experienced risk management staff and technical experts work exclusively with public agencies. All your coverage and risk management needs are met by a single resource that functions as an extension of your team. Public agencies can best proceed with confidence when they have a guiding star.

Learn more about our Workers’ Compensation, Property/Liability and Health Benefits Programs at www.sdrma.org or 800.537.7790.

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California Special Districts Association1112 I Street, Suite 200Sacramento, CA 95814

PRSRT STDU.S. Postage

PAIDPermit No. 316

Sacramento, CAA proud California Special Districts Alliance partner.

CSDA’s 2019

GENERALMANAGER

LEA ERSHIP SUMMITNewport Beach

June 23-25, 2019

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Agenda Item No: 4.B

Human Resources Committee Staff ReportMeeting Date: November 26, 2019Submitted by: Lani BrownPresented by: Lani Brown, Human Resource and Risk ManagerAgenda Section:

Subject:DISCUSSION REGARDING DISTRICT STAFFING NEEDS

Recommendation:Staff would like to update the Committee on current vacant positions, share ideas, and gain input and directionon filling vacancies as well as discuss staffing needs that are anticipated over the next six to eight months.

Fiscal Impact:N/A

Background:Currently, the District has four budgeted vacant positions and anticipates realigning staff and developing a newjob in the Water Construction and Maintenance Department:

Administrative Assistant II – this position has been unfilled since October 2018 – Staff is recommending postingand filling this position.

Administrative and Technology Analyst – this position has been unfilled since August 2019 - The position ofAdministrative and Technology Analyst is a hybrid position, part complex administrative project-oriented work,and part Information Technology expert. The former incumbent in the position happened to excel in both areas. It would be difficult to find a replacement who would possess the same or similar skill set.

Staff is considering alternatives such as having a person from the Information Technology company the Districtcontracts with spend one day per week in our offices to handle issues that are not able to be handled remotely. In this case, we would still need to have someone in the District be responsible for coordinating IT services,developing annual budgets, evaluating the quality of the services provided by the IT service provider, managingthe phone, and sound systems, etc.

Staff is also mindful the board has requested that District IT Contract services to be put out for bid in the nearfuture and will begin to develop a Request for Proposal in the coming weeks.

Grant and Loan Coordinator – this position has been unfilled since October 2019 – staff is recommendingeliminating this position and absorbing the duties into a new position of Financial Business Analyst.

Wastewater Treatment Plant Operator – this position is budgeted to be filled in about June of 2020. At least onecurrent staff member has expressed interest in this position, and our past recruiting efforts have developed twointerested external candidates with strong experience. 18

Mechanic – Due to the Sewer construction project, one full-time employee has been assigned to locating duties(locating and marking HDWD infrastructure). Once the first phase of the project concludes there will not be aneed for a full-time locator technician. Locating duties can be shared among the Construction and Maintenancestaff members. At the first of the year, staff would like to develop a job description for the position of Mechanic. The Mechanic would be responsible for repairs and maintenance of District vehicles and equipment saving stafftime and saving money that might otherwise be spent on outside repair services.

Attachments:

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Agenda Item No: 4.C

Human Resources Committee Staff ReportMeeting Date: November 26, 2019Submitted by: Lani BrownPresented by: Lani Brown, Human Resource and Risk ManagerAgenda Section:

Subject:COMBINE THE POSITIONS OF GRANT AND LOAN COORDINATOR AND BUSINESS DATA ANALYSIS INTOONE POSITION

Recommendation:Staff is recommending the Committee review and send to the full Board for approval to combine the positions ofGrant and Loan Coordinator and Business Data Analyst into one position and one new job description calledFinancial Business Analyst.

Fiscal Impact:To be determined

Background:In mid-October the person who filled the position of Grant and Loan Coordinator tendered his resignation. Aftermuch conversation and debate among District management staff, it is the Staff’s opinion two professional levelpositions are not required to complete the essential job responsibilities of these positions. Staff has workedtogether to develop a job description that encompasses the essential duties and responsibilities of bothpositions. As more and more property owners begin connecting to the sewer system, and perhaps when thenext Assessment District is adopted, it is anticipated there may be periods of time when temporary clericalassistance will be required to assist with the more routine parts of the proposed newly developed job.

It is proposed the new job title for this combined position be Financial Business Analyst and the job grade beseven (7) which is the same grade as the position of Grant and Loan Coordinator and one grade higher than theposition of Business Data Analyst. A copy of the proposed new job description is attached for your review.

Attachments:Proposed Combined Job Description for Loan and Grant Coor and Business Data Analyst.pdf

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Agenda Item No: 4.D

Human Resources Committee Staff ReportMeeting Date: November 26, 2019Submitted by: Lani BrownPresented by: Lani Brown, Human Resource and Risk ManagerAgenda Section:

Subject:EXTEND TEMPORARY ASSIGNMENT OF ROBERT HALF OFFICE TEAM CLERICAL EMPLOYEETHROUGH THE END OF JANUARY 2020

Recommendation:Staff is recommending the Committee review and send to the full Board for approval the extension of atemporary clerical staffing assignment through Robert Half Office Team through the month of January 2020 at atotal cost not to exceed $23,835.28

Fiscal Impact:As of November 8, 2019, expenses for this temporary position have been $10,654.48 extending the assignmentthrough the end of January will add $13,180.80 bringing the total expense for the temporary assignment to$23,835.28.

Background:In October 2018, the District Administrative Assistant whose job it was to provide clerical support to all staffmembers retired. Then in August of 2019, the Administrative and Technology Analyst, whose job was, in part,was to perform a variety of complex, project-based activities such as completing research and preparingreports and documents in support of various District functions resigned. In addition, the Construction ProjectCoordinator was out of the office on an extended leave of absence in the late Spring through early Fall. All ofthis occurred during a very busy time around the District and as a result many tasks have gone undone or arebehind schedule. A temporary employee was hired through Robert Half Office Team in early September withan estimated term of assignment to be four to six weeks. In October the temporary term of assignment wasextended to the end of November. A partial list of tasks completed during the assignment thus far includes:

• Catching District employees up on scanning and filing work• Organizing Easement Files and creating an easy reference spreadsheet summarizing the key specificsfor each easement• Organizing hundreds of Certificates of Insurance coverage for District vendors/contractors and creatinga spreadsheet summarizing historical insurance coverage information• Working on notification documents regarding sewer connections• Going through old files and documents and preparing them for destruction in accordance with Districtretention procedures• Assisting with redacting thousands of pages of documents for a Public Information Request• Assisting with developing a uniform filing system for the thousands of documents the District mustretain in electronic format

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As the new year approaches sewer connection notices will continue and there will be a lot of clerical workrelated to rate increases in addition to the routine clerical work. The person filling the temporary assignment isfamiliar with the day to day duties and will be able to function in an efficient manner.

Attachments:

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Agenda Item No: 4.E

Human Resources Committee Staff ReportMeeting Date: November 26, 2019Submitted by: Lani BrownPresented by: Lani Brown, Human Resource and Risk ManagerAgenda Section:

Subject:DISCUSSION FOR INFORMATION PURPOSES AND DIRECTION REGARDING THE POSSIBILITY OFIMPLEMENTING A TELEWORK POLICY

Recommendation:Staff is looking for input and direction regarding the possibility of implementing a Telework Policy.

Fiscal Impact:N/A

Background:At a recent Board meeting Director Hough requested staff to investigate the possibility of implementing aTelework Policy. Teleworking is working at an alternative location other than a central office. Many jobs are notconducive to telework but for those jobs that are, it may be worth considering a pilot program.

Some specific benefits of teleworking include:

Flexible work options increase productivity

Both anecdotal and scientific research support the notion that people who are granted work flexibility see aboost in productivity. Statistics compiled by Global Workplace Analytics, JD Edwards teleworkers were shownto be 20-25 percent more productive than their office colleagues. American Express employees who workedfrom home were 43 percent more productive than workers in the office. Sixty percent of respondents to aMicrosoft Telework survey conducted among 3,600 employees in 36 cities nationwide said they were moreproductive when working remotely.

Flexible work options reduce turnover

Recruiting and training new employees is expensive. A willingness to recruit remote workers expands thepotential talent pool. Statistics also show that flex or teleworkers are more satisfied, and less likely to leavetheir jobs. Furthermore, employers that offer flexibility generate good word of mouth, both internally andexternally which can help with recruitment and retention.

Flexible work options improve morale

Workers who can telecommute occasionally or otherwise participate in flexible work plans tend to be healthier,both physically and emotionally. According to The Sloan Center on Aging and Work at Boston College, a study 28

of more than 19,000 employees at nine different companies showed that stress and burnout were lower amongworkers who had workplace flexibility.

Flexible work options improve trust among employees

Accepting this type of working arrangement improves an employer’s ability to give employees freedom withoutreserve. Consequently, the workers will feel trusted and will do their best to avoid breaking trust.

Flexible work options are cost effective

As mentioned, flexibility leads to improvements in employee recruitment and retention. Organizations thatsupport telework may also save money on office space, furniture, utilities and the like.

Factors important to a successful Telework arrangement

While there are many benefits that may be achieved by supporting Telework, it is important to note not all jobsor departments are well suited to teleworking. In, addition, some employees and some supervisors may notpossess the personality characteristics and traits to be successful in a Telework situation.

A strong policy that takes into account the following issues is essential to the success of a Teleworkarrangement:

• An understanding that Teleworking is not an entitlement, nor is it a District-wide benefit, and it in no waychanges the terms and conditions of employment.• Any Teleworking arrangement would, in the beginning, be made on a trial basis with daily interactionbetween the employee and supervisor, as well as a minimum number of face to face interactions to discusswork progress and problems.• That employee compensation, benefits, work status and work responsibilities will not change due toparticipation in a Teleworking program.• A Teleworking employee must designate a specific workspace and maintain it in safe condition. Theworkspace must also provide security to District assets and proprietary information.• A Teleworking arrangement is not designed to be a replacement for appropriate childcare.• A Teleworking arrangement may never be allowed to continue uninterrupted if it is a detriment to workquality, customer service, the work unit, or the District.

Attached, you will find a document entitled Work at Home Guidelines for Supervisors. It outlines guidelines thatshould be considered whenever a supervisor is reviewing a potential Telework situation for a position or anemployee.

If the Human Resource Committee deems implementing a Telework policy as issue worth furtherconsideration, a next step would be to develop a draft policy for their consideration.

Attachments:Work at Home Guidelines for Supervisors.pdf

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Work at Home Guidelines for Supervisors Supervisors should consider the following guidelines as they review the work-at-home alternative for a position or employee.

About the employee:

• Is the employee self-motivated, results-oriented and comfortable setting priorities and deadlines?

• Is the employee able to work independently with minimal supervision?

• Has the employee been successful in their current position?

• Are they familiar with the organization's procedures?

• Are they an effective communicator who takes initiative?

• Are they adaptable to change?

• Do they have strong time management and organizational skills?

• Do they have strong computer skills?

• Do they have a home situation conducive to work-at-home?

• Are they a person who has a strong need to be visible in the organization and needs frequent social interaction?

About the job and the department:

• Does this arrangement better serve our customers?

• How does this affect the interaction with co-workers and other College employees?

• Is this job well suited for such an arrangement?

• Is there budget money for the additional equipment and work-at-home costs?

• Will the employee working at home be easily accessible to the LC community? 1. Supervisors who consider this arrangement should ensure that their department is adequately covered, and customer service is fully functioning for the entire regular business day.

2. Departments entering into this arrangement must maintain or increase service levels to their constituents.

3. Employees entering into this agreement must maintain or increase personal productivity levels. The supervisor should set clear and measurable objectives and judge the employee's performance based on the results and not the time spent accomplishing the results.

4. Work-at-home arrangements should be customized based on the College's and the department's needs, the employee's "customers" needs and the employee's need for flexibility. It is imperative to carefully consider who the customer is. Arrangements could be 1 day per week or every day of the week (except for department meetings and other on-campus events) or anything in between.

5. Interdependence of tasks within a department and with other departments must be considered.

• This arrangement is a privilege (not a right). 30

• Each work-at-home arrangement should be implemented on a trial basis, with a clearly defined communication plan and measurable expectations and goals so that results can be measured.

• Human Resources is available to consult with supervisors who are considering an employee's proposal for a flexible schedule.

• The work-at-home arrangement must be spelled out in a written agreement. The agreement should be prepared with the Director of Human Resources.

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Agenda Item No: 4.F

Human Resources Committee Staff ReportMeeting Date: November 26, 2019Submitted by: Lani BrownPresented by: Lani Brown, Human Resource and Risk ManagerAgenda Section:

Subject:AMEND TUITION REIMBURSEMENT POLICY

Recommendation:Staff is requesting the Human Resource Committee review and send to the full Board for approval changing theminimum service from twelve (12) months to six (6) months for eligibility to participate in the TuitionReimbursement program.

Fiscal Impact:N/A

Background:Currently the District Tuition Reimbursement Policy requires twelve (12) months of completed service to beeligible for participation in the program. The District wishes to encourage all employees to take an active role intheir own career development. Reducing the service time will open up educational opportunities for moreemployees without increasing the cost of the program to the District.

Attachments:

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Agenda Item No: 4.G

Human Resources Committee Staff ReportMeeting Date: November 26, 2019Submitted by: Lani BrownPresented by: Lani Brown, Human Resource and Risk ManagerAgenda Section:

Subject:CHRISTMAS AND NEW YEAR'S CLOSURES

Recommendation:Staff is recommending the Committee review and send to the full Board for approval closing the District (withthe exception of the Wastewater Treatment Plant) for business on Thursday, December 26, 2019 andThursday January 2, 2020.

Fiscal Impact:N/A

Background:Staff conducted a survey, and pending board approval, a majority of employees requested the District be closedon Thursday, December 26th and Thursday, January 2nd. Employees would be required to use 20 hours ofFloating Holiday or Paid Time Off (10 hours for each day), resulting in no additional expense to the District. In2013 the Christmas and New Year's holidays fell in the same manner as this year and the Board approvedclosing the District with the same stipulation regarding use of Floating Holiday or Paid Time Off.

As always, there will be stand-by crews on call for emergencies.

Attachments:

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Agenda Item No: 4.H

Human Resources Committee Staff ReportMeeting Date: November 26, 2019Submitted by: Lani BrownPresented by: Ed Muzik, General ManagerAgenda Section:

Subject:REVIEW OF TWO ASSISTANT GENERAL MANAGER JOB DESCRIPTIONS

Recommendation:Staff is looking for input and direction regarding two Assistant General Manager job descriptions.

Fiscal Impact:N/A

Background:As a part of succession planning, the two job descriptions for the position of Assistant General Manager andAssistant General Manager - CFO are to be reviewed.

Attachments:Assistant General Manager.pdf

AGM-CFO FINAL.pdf

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Assistant General Manager August 7, 2017

Page 1 of 4

Hi-Desert Water District Classification Specification

Job Title: Assistant General Manager (AGM)

Job Grade: 13

FLSA Status: Exempt

Date: February 6, 2013

JOB SUMMARY Organizes, manages, and directs the operations and engineering functions of the District in support of the water and wastewater enterprises. Responsible for the operation and maintenance of the District’s water distribution and treatment facilities in accordance with State, Federal and District rules, regulations, standards, policies and goals. Manages the District’s native groundwater resources though strategic planning of water production, and supervision of the District’s imported water acquisition and delivery. Coordinates, plans and provides complex project management to District projects, including contract administration, construction oversight, and public outreach. Acts as the District’s liaison to professional consultants, and State, Federal and local agencies. The AGM is an integral part of the General Manager’s senior management team and must work effectively with the General Manager, management team, and District staff. ESSENTIAL FUNCTIONS (include but are not limited to the following) Class specifications are only intended to present a description summary of the range of duties and responsibilities associated with specified positions. Therefore, specifications may not include all duties performed by individuals within a classification. In addition, specifications are intended to outline the minimum qualifications necessary for entry into the class and do not necessarily convey the qualifications of the incumbents within the class.

• Oversees the District’s water distribution and treatment operations including the operation, maintenance, and construction of all District facilities in a safe, responsible, and proficient manner consistent with District mission and strategic goals.

• Serves as CDPH qualified, certified District Chief Operator. • Communicates, plans, and ensures delivery of information as required to state and federal

regulatory and oversight agencies regarding the extraction, recharge, distribution, treatment and operation of the district’s water supply.

• Performs field spot inspections to ascertain proper use of District assets, and compliance with safety best practices.

• Prepares and monitors capital, consulting, project and engineering budgets and projections. • Supervises consultant preparation of designs, specifications, plans, estimates, and reports for the

development and modification of District capital projects and various facilities and appurtenances, including adherence to District operations and engineering standards.

• Manages the bid process providing general guidance to consultants on submission of bids and contracts; evaluates proposals; recommends project award; administers contract after award.

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Assistant General Manager August 7, 2017

Page 2 of 4

• Assists in the management of the District’s Wastewater Reclamation Project, including design, bidding and construction; assists in managing District interaction with project-related agencies, consultants and contractors.

• Coordinates the District’s Development and Planning Services activities relating to residential and commercial development.

• Assists in the development of the Water Rate Study and Wastewater Rate Study. • Assists in creation of long-range plans including, but not limited to, the Urban Water Management

Plan, Integrated Wastewater Management Plan, Water Master Plan, Sewer Master Plan, Capital Improvement Plan, Facility Master Plan, and Watermaster Plan.

• Monitors changes in laws, regulations, and technology that may affect the water and wastewater enterprises.

• Confers with and provides information to property owners, developers, architects, and the public regarding conformance to standards, plans, specifications and codes; explains codes, requirements and procedures and evaluate alternatives; responds to customer inquiries and complaints regarding water and wastewater system operations.

• Supervises senior level operations staff, directs organization of operations department, provides input on all operations employee training, evaluations, and discipline; supervises engineering staff as needed.

• Prepares or directs the preparation of a wide variety of information and background materials for the Board of Directors; attends and may present at Board and Committee meetings.

• Acts as the District’s liaison to a variety of committees, commissions, and boards; provides support to the General Manager in creating presentations for the District’s Board of Directors and the public; represents the General Manager at meetings and conferences as directed.

• Attend workshops, seminars, and conventions to advance knowledge of water and wastewater systems, water quality control, and senior level management skills.

JOB SPECIFICATIONS Knowledge of: • Strong working knowledge of water distribution and wastewater facilities. • Strong working knowledge of water/wastewater system operations and techniques of water

treatment. • Principles and practices of public administration, including administrative analysis, fiscal planning, ad

control, and policy and program development. • Laws, rules, ordinances, and legislative processes controlling district functions, programs, and

operations. • Organization, operations and problems of special districts. • Research and evaluation methods. • Budgeting principles and practices. • Cost estimating and contract administration. • Principles and practices of personnel administration. • District policies, rules, regulations and procedures. Skills and Abilities: • Anticipate and solve problems. • Translate organizational goals into effective operations policies and procedures. • Plan, organize, coordinate, and direct multiple field operations.

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Assistant General Manager August 7, 2017

Page 3 of 4

• Listen and effectively and courteously interface with customers. • Provide leadership and guidance to District employees. • Skillfully and safely operate a motor vehicle when required in the course of performing work duties. • Exercise independent judgment and initiative within established guidelines. • Interpret local, State and Federal laws and regulations. • Operate a computer workstation using typical office software at an intermediate level. PHYSICAL, MENTAL AND ENVIRONMENTAL WORKING CONDITIONS The essential functions of this position may require the employee to perform the following physical activities. Some of these requirements may be accommodated for otherwise qualified individuals requiring and requesting such accommodations. Physical Demands • Travels frequently by airplane and automobile in conducting District business. • Work at a desk for an extended period of time. • Work in an office environment, lift and move objects up to 15 pounds such as large binders, books,

and small office equipment. • Regularly uses a telephone and mobile radio for communication. • Uses office equipment such as computer terminals, copiers, and FAX machines. • Hearing and vision within normal ranges with or without correction. • Walks, stands and crouches on narrow, slippery, or erratically moving surfaces, or uneven terrain. • Works in an environment with exposure to dust, dirt, and significant temperature changes

between cold and heat. • Communicates orally with District staff in face-to-face, one-to-one, and group settings. • Stands and walks for extended time periods. • Sits for extended time periods. • Read and interpret complex data, information and documents; analyze and solve complex problems;

use math/mathematical reasoning; perform highly detailed work under changing, intensive deadlines, on multiple concurrent tasks; work with constant interruptions, and interact with all levels of District management, board members, other elected and appointed government officials, media representatives, business and community leaders, employees, financial institutions, consultants, vendors, the public and others encountered in the course of work.

QUALIFICATIONS Education, Training and/or Previous Work Experience Any combination of education and experience that would provide the necessary knowledge and abilities is qualifying. A typical way to obtain the knowledge and abilities would be: • High school diploma or equivalent. Bachelors degree in Engineering, Public or Business

Administration, Environmental Science or related field is preferred. • A minimum of ten (10) years progressive experience in the operation and maintenance of water

distribution and supply systems, and a minimum of three (3) years supervision or management experience.

• Minimum three (3) years of project management experience on infrastructure and/or engineering projects.

• Experience working with a special district, public works and a Board of Directors.

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Assistant General Manager August 7, 2017

Page 4 of 4

License / Certificate: • Possession of an appropriate California Driver’s license, with and satisfactory driving record free

from multiple or serious traffic violations or accidents for a period of at least two (2) years.

• Possession of a California State Water Resources Control Board Grade 2 Water Treatment Operator certificate.

• Possession of a California State Water Resources Control Board Grade 4 Water Distribution Operator certificate.

Other requirements:

• Completion of and satisfactory results of pre-employment drug and alcohol test; physical examination (including x-ray) indicating fitness for duty; DMV record review; and background investigation.

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Hi-Desert Water District Classification Description

Job Title: Assistant General Manager/Chief Financial Officer Job Grade: 13 FLSA Status: Exempt Date: June 15, 2011 JOB SUMMARY

The position of Assistant General Manager/Chief Financial Officer (“AGM/CFO”) supervises and directs the efficient and cost-effective operation of the District’s administrative and financial systems, and participates in the engineering, operational, and public outreach affairs of the District. The AGM/CFO reports to the General Manager, and acts on behalf of the General Manager in that person’s absence

PRINCIPAL DUTIES – GENERAL MANAGEMENT

1. Participates in formulating the policies, procedures, projects, and schedules necessary for the orderly and lawful operation of the District

2. Attends and participates in all Board of Directors and Committee meetings as required

3. Represents the District by attending and participating in meetings with State, Federal, and local agencies; responds to public inquiries regarding the District

4. Participates in the District’s Strategic Planning process 5. Conducts a variety of studies and surveys to determine the effectiveness of

District programs 6. Compiles and analyzes data for creating and delivering reports and

presentations 7. Reviews legislation; provides advice and consultation regarding such

legislation to the District and Board

8. Ensures resolution of customer complaints; communicates with customers in a courteous and professional manner

9. Provides operational input on interdepartmental projects 10. Communicates with all employees to advance the District’s mission, goals,

and strategic plan 11. Functions as Acting General Manager in the absence of the General

Manager.

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PRINCIPAL DUTIES – FINANCE 1. Evaluates, plans, organizes, and directs the District’s financial, accounting,

outside audit and investment activities. 2. Prepares and presents financial reports, financial statements, and the

District’s annual budget. 3. Provides for procedures and information systems that provide adequate

internal accounting and financial controls, and maintain proper records, budget projections, and forecasts.

4. Provides direction and supervision for the Accounting, Customer Service, IT, and Purchasing departments

5. Recommends and implements strategies for long-range financial planning and debt financing

6. Oversees procurement and implementation of hardware and software for information systems.

7. Interfaces with District customers, state and local government agencies, financial institutions, consultants and vendors.

8. Prepares RFP’s and specifications for banking, auditing, legal, and other related services

9. Oversees and manages all District grant writing and grant acquisition activity JOB SPECIFICATIONS Knowledge The position of AGM/CFO requires knowledge of the following:

Principles and practices of public administration, including administrative analysis, fiscal planning and control, and policy and program development

Laws, rules, ordinances, and legislative processes controlling District functions, programs, and operations

Generally Accepted Accounting Principles (GAAP), Government Accounting Principles, and the Government Accounting Standard Board’s requirements

Local, State and Federal financial and business regulations and requirements

Organization, operations, and problems of special districts

Cost estimating and contract administration

Information, billing, and accounting systems

Principles of supervision, training, and organizational management

Public personnel administration and employer-employee relations

Risk management and insurance

Computer operations as related to internal controls, financial and billing systems

Principles and practices of grant writing and grant acquisition

Skills and Abilities The position of AGM/CFO requires the skills and abilities to:

Exercise leadership, authority, and supervision tactfully and effectively.

Evaluate and make recommendations on improvements to existing District operations, programs, and services.

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Provide advice and consultation to the Board of Directors on the development of ordinances, regulations, programs, and policies.

Plan, organize, coordinate, and direct the work of staff to achieve efficient operations and meet program goals.

Provide leadership and guidance to District employees

Prepare and administer a District budgeting and fiscal control process.

Prepare concise and comprehensive reports.

Create and deliver sophisticated public presentations.

Organize, analyze, and evaluate complex data and financial reports

Translate organizational goals into effective financial and administrative programs

Plan, organize, coordinate, and direct the financial and budgeting functions of the District

Provide leadership and guidance to District employees

Interpret and implement State and Federal laws and regulations

Maintain and operate financial and accounting systems and procedures

Expert level Microsoft Excel hands-on operation

Advanced knowledge of Microsoft Word, Outlook, and PowerPoint Other Requirements Possession of a valid Class C drivers’ license issued by the California Department of Motor Vehicles, with an acceptable driving record. Satisfactory pre-employment background check.

Physical Requirements The position of AGM/CFO requires the following physical activities:

Travels frequently by airplane and automobile in conducting District business.

Work at a desk for an extended period of time.

Work in an office environment, lift and move objects up to 15 pounds such as large binders, books, and small office equipment.

Sufficient finger/hand coordination and dexterity to operate and adjust office equipment.

Regularly uses a telephone for communication.

Use office equipment such as computers, copiers, and FAX machines.

Sits for extended time periods.

Hearing and vision within normal ranges with or without correction. Education & Previous Work Experience A Bachelors degree in Accounting, Public Information, Business Administration, or related field; at least five years managerial or supervisory experience, preferably in a public agency. a Master’s degree and/or CPA certification are preferred.

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Agenda Item No: 4.I

Human Resources Committee Staff ReportMeeting Date: November 26, 2019Submitted by: Codi MixPresented by: Ed Muzik, General ManagerAgenda Section:

Subject:ORGANIZATION CHART

Recommendation:Committee to review and discuss the current organization chart for the District.

Fiscal Impact:N/A

Background:The District's organizational chart exists as a visual employee directory to show work responsibilities andreporting relationships; allow leadership to more effectively to manage growth or change; allow employees tobetter understand how their work fits into the District's overall scheme; and improve lines of communication.

Attachments:November 2019 Org Chart.pdf

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