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Home My WebLink About05.a.2) (Handout) Report on District Training ProgramsDistrict Education & Training Programs Taught by Outside Consultants Thursday, July 3, 2014 �c= sD Central Contra Costa Sanitary District Protecting Public Health and the Environment SECRETARY OF THE DISTRICT: AB1234 Ethics Training Required for Board Members and senior staff on laws relating to personal financial gain, government transparency laws, Brown Act, gift of public funds, mass mailing restrictions, etc. Taught at CCCSD Meyers -Nave. • Required every two years • Can be taken on -line • At summer CASA Conference Brown Act Training For District staff regarding open meetings law requirements, communications with Board Members, serial meetings, laws governing agenda requirements. • Taught by Meyers -Nave and Elaine Boehme SAFETY /RISK MANAGEMENT Safety and Risk Management conduct various trainings (tailgates) such as Safe Driving Practices, Ergonomics, Confined Space Entry, Blood Borne Pathogens, etc. Risk Management conducts training on several Emergency Management components on topics related to Disaster Response and Recovery. HUMAN RESOURCES Avoiding Sexual Harassment Training Mandated by AB1825, training is given to all District employees every two years. Our Labor Counsel, Hanson Bridgett, conducts the training and educates employees on the legal definitions of legal harassment and other discriminatory behaviors. Norcal Consortium The District is a part of the Norcal Consortium which is sponsored by the employment law firm of Liebert, Cassidy, and Whitmore. The Consortium offers all day seminars once a month on HR related topics such as performance management, conflict resolution, labor relations, implementing lawful disciplinary actions, etc. COMMUNICATION SERVICES Customer Service Training for New Employees Facilitator John Ford Two four -hour sessions. Areas covered include: i. Customer Service philosophy and skills ii. listening Skills iii. Conflict Resolution iv. Emotional Intelligence Customer Service Refresher Facilitator John Ford Four -hour training exploring new ways to reach consensus and implement decisions, as well as embracing a renewed vision for exceptional customer service. • Management Team completed this training. • Supervisors began same training in mid -June • All other staff to follow Management Academy Facilitator Larry Bienati, PhD Designed to help managers and supervisors improve their overall management effectiveness and opportunities for personal career development. The program will be led by Dr. Larry Bienati, who will lead five faculty and industry practitioners who will share best practices in leading people and organizations. The program will take place over an eight -month period, starting in September 2014 and ending in April 2015. The program is open to District Managers and Supervisors. Supervisors Academy Similar in structure to the Management Academy for staff who have the potential and desire to assume important leadership roles in the future. The purpose is to create a culture of leadership, personal responsibility, and exceptional customer service with a long -term vision of the District. The program is still being designed and is expected to launch by January 2015. Module #1: Modeling Successful Management- Leadership • Session key outcomes (rot e". 3'5tue). — Program overview, expectations, benefits, results — D+ stinguihleadershipfrommanagementandunderstandthefundamentalsof management- leadership in daily execution of ro lesi n a successful utility — Review ofLP1360survey results and implications — Learnfrom360rev! ewsand begin developing appropriate action plans and development focus areasfor strengthening various management- leadership core competencies — LeadershvpEQ — Overview of strategic issues and challengesfac ngthe industry — Executive interview from a respected industry leader — Understandthemanagement- Seaders role in shaping vtsiorr modeling the organizations core valuesandexecuting strategy — Following sE( f assessments, framea leadership development plan for course and ensuing classes — Identify Team Action Learning Project, estab?shteams and outcomes Q_......__. Module #2:lnspiring a Shared Vision Session key outcomes (not exhaustive): — Reflections and applications from moduleone (purpose to story) — Understand the management - leaders role in shaping vision and modeling the organizations core values — Understand the management-leaders role in creating a strategic plan, aligning the troops to the plan and ensuring proper systems for accountability and driving execution — Learn the art and science of leading change, aligning resources, inspiring innovation and driving execution — Executive interview from industry leader — Learn motivation &various strength based situational leadership styles, strength finders indexand other leadership traits — Leadership laboratoryto discuss current issues being faced by program participants; refer to various toolkitsand resources provided via ctmleadercom learning system — Discuss Team Action Learning Project Module #3: Enable the Team to Act Session Key Outcomes (not exhaustive): — Learn the art of talent management through successful human resource practices: hiring smart, coaching, performance management, managing conflict and effective communications — Emulate the characteristics found in "Great Workplaces" and legacy organizations required to attract and retain a the best talent possible within the context of challenges inherent in a utility operation — Learn best practices in team development, cross functional collaboration and other opportunities to improve relationships across the organization — Executive interview — Learn best practices in customer relationship management and the 5% factor that distinguishes Organization's from the pack — Commit and share a relational leadership development plan focused on identifying opportunities to strengthen the above noted core relationship areas: people, teams and customers 5 Module #4: Encourage the Heart Session Key Outcomes (not exhaustive): — Effective communication practices in various settings: one to one, interpersonal, group meetings, across the various generations at the workplace — Managing situational conflict — Effective decision making strategies — Understanding interest based communication and negotiation strategies — Creating a culture of respect and inclusion — Executive interview — Laboratory: dealing with real world communication and topical issues participants are dealing with in various roles — Learn best practices in departmental cross functional collaboration and other opportunities to improve relationships across the organization — Case studies — Action learning projects continue Module #5: Communication and Influence Session Key Outcomes (not exhaustive): — Effective communication practices in various settings: one to one, interpersonal, group, across the various generations at the workplace — Managing situational conflict — Facilitating crucial conversations — Understanding interest based communication and negotiation strategies — Creating a culture of respect and inclusion — Executive Interview — Learn best practices in departmental cross functional collaboration and other opportunities to improve relationships across the organization 0 Module #6: Performance Management • Session Key Outcomes: (not exhaustive) — Legal update and coaching from labor attorney as applied to topical issues affecting the utility industry — Performance standards: setting, giving, dealing with challenging performers — Achieving Focus: time management, evolving priorities, execution, resource shifting, accountability — Management Review: delegation, planning and continuous quality improvement best practices — Financial Acumen and top line of important financial metrics affecting the utility industry — Other operational topics TBD — Central San sponsor: HR Leader for District 0--,— Module #7: Capstone (4 -6 hour session) • Review of all concepts, principles and content shared in the program; open laboratory of topical issues and discussions • Discovery, application and lessons learned • Action plan debrief: Each participant finalizes their leadership action plan they plan to discuss with their supervisor and implement in the six months following program completion; this is a group debrief • Executive interview and keynote speaker • Teams present action learning projects to senior management • Graduation; celebration; certificates awarded 7 QUESTIONS