The URL can be used to link to this page

Home My WebLink Abouta. (Handout) Workshop Presentation by Brent Ives (Handout) Workshop Presentation Workshop March 2,2020 '�� i1BHI• aaaxnc�nu�x coma urx�xa • INTRODUCTION - Brent Ives, BHI Management Consulting • Organizational consultant to Special Districts(20 years) • BHI Management Consulting-Strategic Planning-Supervisor training—Board Dynamics Board/Manager relations-workshops,etc. —many statewide sanitation clients • 25 years Technical Manager In Engineering at LLNL • Served 23 years on Tracy City Council (most recent 8 years as elected Tracy Mayor,termed out 2014), numerous regional Boards/Commissions... IfIL 1 • • , • • Present the results of the most recent Board Self-assessment • Determine where work is needed to optimize, if any... • Review Rosenberg's Rules of Order • Discussion of Board compensation Self-Assessment PROCESS • Last self-assessment was in 2019, that was based on smaller topical assessment in 2016 • In December 2019, started circulating comprehensive self- assessment survey to all Board members and Senior District managers •Will review and discuss the results I'M BHI 4 2 Board • Fifty-eight(58) questions •Assessment categories mixed throughout • Circulated to Board (5) and Exec. Team/Managers (17) (Staff) • Resorted and collated results for each assessment area • Report today on Board results, Staff results, the differences where they exist and lowest score categories and questions Board 12 Self-Assessment Categories— • Board Role Performance • Communications • Board Dynamics • Board to Manager/Staff Interactions • Board/Public Interactions • Board Meetings • Policy Making • Planning • Committees • Mission Focus • Board Training • Staff Support 3 Board 12 Self-Assessment Areas— 2019 Board Results • Board Role Performance................. 91 • Communications ........................... 89% • Board Dynamics ........................... 87% • Board to Manager/Staff Interactions.. 89% • Board/Public Interactions ................ 89% • Board Meetings ............................ 93% • Policy Making ............................... 88% • Planning ...................................... 98% • Committees ................................. 97% • Mission Focus .............................. 98% • Board Training .............................. 89% • Staff Support ................................ 95% Z3 LI Board 12 Self-Assessment Areas— 2019 Board Results • Board Role Performance................. 91 • Communications ........................... 89% • Board Dynamics ........................... 87% • Board to Manager/Staff Interactions.. 89% • Board/Public Interactions ................ 89% OVERALL • Board Meetings ............................ 93% 92% • Policy Making ............................... 88% • Planning ...................................... 98% • Committees ................................. 97% • Mission Focus .............................. 98% • Board Training .............................. 89% • Staff Support ................................ 95% a 4 Board 12 Self-Assessment Areas— 2017 2019 • Board Role Performance................. 90%.............91 • Communications ........................... 92%.............89 • Board Dynamics ........................... 89%...............87 • Board to Manager/Staff Interactions.. 84%...............89 • Board/Public Interactions ................ 92%...............89 • Board Meetings ............................ 88%...............93 • Policy Making ............................... 85%...............88 • Planning ...................................... 93%...............98 • Committees ................................. 93%...............97 • Mission Focus .............................. 96%...............98 • Board Training .............................. 80%...............89 • Staff Support ................................ 91%...............95 Z3 9 Board 12 Self-Assessment Areas— 2019 Board 2019 Staff • Board Role Performance................. 91%............87% • Communications ........................... 89%............77 • Board Dynamics ........................... 87%............90 • Board to Manager/Staff Interactions.. 89%............87 • Board/Public Interactions ................ 89%............83 • Board Meetings ............................ 93%............90 • Policy Making ............................... 88%............82 • Planning ...................................... 98%............88 • Committees ................................. 97%............96 • Mission Focus .............................. 98%............95 • Board Training .............................. 89%............90 • Staff Support ................................ 95%............90 io 5 Board Significance?- - Board Self-rating up from 2017 — 92%, too close to be significant, but up! -No rating below 80%on any of 58 questions - Only one #1 rating - Comments on occasional crossing the policy/operational line • Overall — Board 92%.....Staff 88% (Gaps lower) • Largest difference in communications — 12% - Comments centered increased on communications for large projects - Question to clarity which Board decisions go to committee, or Z3 L full Board. 11 Rosenberg's Rules of Order - an Overview 6 Rosenberg's Rules • CCCSD — Policy BP-023, B.1a • Chair has responsibility to keep meetings "on-track" • Reasonably manage • Members honor Chair's role • If disagreement....Rosenberg's Rules are used and cited Rosenberg's Rules • Author of these rules — David Rosenberg, Superior Court judge (Yolo Co.) — Yolo Co. Board of Supervisors — Mayor of Davis, CA — Parliamentarianism Professor — Various judicial, state and local appointments, commissions, etc. 7 Rosenberg's Rules • Why these rules? — Most use Robert's but those were intended for parliamentary times and use, not small local decision bodies...book — Rosenbergs are simplified for use at local level • Practical • Logical • Simple • Easy... Rosenberg's Rules • Fours Basic Pillars — Establish Order — Clarity — User Friendly — Enforce the will of the majority 8 Rosenberg's Rules • Establish a quorum — The minimum number of members required to conduct legal business...one more than half — CCCSD policy can require super-majority — Without policy...one more than half Rosenberg's Rules • Role of the Chair — Know and apply the rules — Generally (courtesy), but not required to play less in discussion and more in process. — Has full right to participate as any other — Should strive to be last to speak — Keeper of the open process and ensuring all have participated 9 Rosenberg's Rules • General Agenda layout — Chair Announce the agendized item and announce format for the item — Invite reports — Invite Member questions for clarity — Invite public participation...clarify limitations — Invite a motion — Invite/require (??) second — Clarify motion ... All understand motion — Invite discussion — Take vote — Announce results Rosenberg's Rules • Motions — Usually required and seconded for discussion of action items, "A motion at this time would be in order." — "I move that we..." — Chair can suggest a motion, "a motion would be in order to require..." — If no motion Chair can "move" the item 10 Rosenberg's Rules • Motions (continued) — Three substantive motions — Basic motion, "Motion to create a committee of five members of the public..." — Motion to amend, "I propose an amended motion to require ten members of the public for the committee..."( Changes the original motion.) — Substitute motion, "I move a substitute motion that we do away with the whole committee idea." — The Chair can define which is which Rosenberg's Rules • Multiple motions — Only three motions can be on the floor at once. — Chair may need help from clerk to keep motions straight. — Process last motion first...proceed back through to original motion — If substitute motion passes, other moot and so forth 11 Rosenbergs Rules • Debate • Chair can and should discuss debate limitations, if any, upon more than one motion • Exceptions exist on limiting debate • Motion to adjourn. Must be processed • Motion to recess. Must be processed • Motion to Fix the Adjournment Time • Motion to table, can contain specific timetable for reconsideration • Motion to limit debate..."I move the question..."Question", Chair asks for second...requires 2/3...limit debate motive? • Motion to "object to consideration" Rosenbergs Rules • Majority/Super-majority — 3of5 — Policy exceptions — Call of Question or Object to consideration could be seen as attempts to limit full and open debate 12 Rosenberg's Rules Topical The Board and Employees • Where can roles and messages be mixed and/or misunderstood? -from the dais at meetings - in committees -one on one's • Mutual respect during meetings • Second guessing staff •This is a balancing act ... there can be residual effects of imbalance iIABH1z6 13 Topical The : •aRole • • - • The difference in END's and MEAN's • ENDs get worked out in strategic planning sessions(these are Board END's sessions) • District staff is tasked with MEAN's though MEANs "CAN"get discussed in committee (these are some "MEANs') • Optimizing the a public agency Understanding Rohn (soman, team requires mutual responsibility to understand the roles of direction and implementation ten`• learn • Policies describe the interface between the two $ITactfm Tacttu inchnlpusn Matlgda Adminlseratlon AWNS and Statllook gki.1 Brit 27 Self-Assessment Summary — The Board scored itself at ' 89.4%! — You specifically called out some areas for role reminder — Work on commitments ��iI�BHI• — Questions/thoughts?? .•MANAOE➢MMCCONSULTING 14 Rosenberg's Rules of Order — an Overview •CCCSD uses Rosenberg's by policy, • Each have a small packet on the subject Number:BP 023 131—ETHICS—CCRDt1CT Page 2 of 7 1. Actin the Public Interest:Recognizing that stewardship of the public interest must ba their primary concern.Board Members will work for the on goad of the people and not for any private or personal interest. They will assure fair and equal treatment of all persons.claims and hans.Ctions Coming before the Board of Direct.- 2. Decisions Based an Mi l:Board Members shall base their decisions on the merits and substance,of the matter at hand,rather than on unrelated considerations or personal interests. Board Members shall listen to and consider all evidence and information presented on a matter and rare from reaching any final conclusion until the completion of the hearing or the discussion of the matter. 3. conflict of Interest Boats Members shall avoid con6lcls or interest, Board Members shall comply with the District's Conflict of Interest Code, the P—W.—of the Fair Political Practices Commission Regulations and other applicable I- 4. Gifts and Fevers: BOeM Members shell not take any spe0isl advantage o!opportunities far personal gain by virtue of their Boats membership_ They shall refrain from accepting gifts or benefits which are inconsistent with Fair Political Practices Commission Regulations, 5, Useof Public Resources:Board Members shall not use vublic resources far private gain or far personal burp....nor authorized by law. 6. Advocacy:Board Members shall represent the official polices or positions of the Board of Directors W the best of Ihelr ability when designated as delegates for this purpose.When presenting their individual opinions and positions.Board Members shall explicitly state they do not represent the Board of Directors or the District,nor will they allow Me inference that they do. 7. Open and Public Meetings:Board Members shall adhereto the rules estdcling Board decision making to property noticed public meetings sistent with the provisions of the Ralph M_Brown Act found at section 54950 and following of the California Govemmenl Code. 8. Confidentiality: Board Members shall not disclose to unauthorized persons any information that legally qualifies as confidential without aoval of the Board of Directors,This induces information that(1)has been received for,or during,a closed session of the Spill(2)is protected from disclosure under the aftmey-client or other evidentiary privilege;or(3)is not disclosable under the Public Records Act.Matters that legally qualify as confidential are to be prolected by Boats Members ;1:I' unless made public bythe entire Board BHI 30 March 1,2g166padal6oartl Meeliig Rgarde Packet-Pepa7o122 DRAFT(6eH-��el W/S) 15 Number:BP 023 lu—ETI .---u- Page 3 e11 In the event of a breach of the duty of confidentiality,Board Members should make a confidential inquiry or—Plant red the the eras 1 MaRaaeFred Dii Counsel,Should the Board Member be unable to resolve the issue an this level,he or she may—Wel the Contra Costa County DisInd Agarney or gland jury canceming a perceived violation of the law.Such inquides or COmplaim8 may include dismosing facts to the Dislricl Counsel,District Attorney or grand jury necessary to establish the alleges illegality or a District a di—Prior to disclosing confidential information,however,a Beard Member must first bring the metter b the aw attention of the full Board,in a lful and appropriate manner.This gravidas an opportunity for the Beard to address the alleged vielat'wn of the law. B. Board Conduct Guidelines The Beard Coodud Guidelines are designed to describe the manner in which Board Members should treat one another.Dlatrid all constituents.and others they come Into contact with while nepresenling the Diaviet. 1. Board Members'Conduct with Each Other In Public Meetings.Board Members are often Individuals with a wide variety of backgrounds, personaliliea,values.opinions and goals.Despite this diversity,all have chosen tt serve the public in order to preserve and potted public health and the environment.In all cases,this common goal should be professionaIII now ackledged and respettetl even though individuals may not agree on every Issue_ e. Respect fhe Role of the Band F—di in A.lemlatem it Order It is the responsibility 0 the Board President 0 keep the comments d Board Members on trackduring public meetings.Board Members should aspect efled. by the President to few.di—saien on current agenda items and reasonably mbe anage the discussion process.n there is disagreement about the agenda or the President's aditus,those objections should pl voiced politely end with reason.fdlmxing procedures outlined re gra adopted Rasanbarg's Rules of Order parllamerdary procedure. b. Poil Clvifify end Daurorum fn Distlrssfdns end Debate Difficult questions,tough challenges to a pardcular point of v—,and criticism of Meas and information are legdimate elements of debake by e free democracy in Scion.Free debate does not require,nor justify,public r officals making bel l lgerent,personal,Imperllne d,abusive,ar disparaging 1•I�LH1�1 AOLcomments.B.cm Members should be respecgul nN ether BteN :I� Marsh 1.201880adal Biel Maallg Agcrldir POCket-Page 80f 22 URAFT(Sah liO-8) Number:6P 023 EPARIDETN ICs M—NPUCT Page 4 of 7 embers'right to promote diNering positions.MagewaheHegegy-Qaelgy by-gae-entire-Basil c Demenstraw Efleo-PmbfamSelving Approaches Board Members have a public stage and have the responsibility to show how individuals with disparate points d view can find common ground and teak a uw premise that benefits the community as a whale,Board Members shall Preparethemselves for meetings,listen attentively to all public discussbns,and fecua—A he business at hand.Beard Members should be mindful of the time taken In making their Comments and accept that each Board Member should be afforded adequate time for comments. d Es parte Communications and Members shall publicly announce b the Board any ex parte communications which may have occurred that meterm;to matters underes-ideratian at that Board meeting or at future meetings.En parte communlcnnions a rc nations made outside the Board setting where not all the Board Mem bars or the public receive the iniermatien provided.Beard Members shall also anneune6 iP ere full Board when they have made public statements cr presentations outside of a Board meeting concerning matters of Distinct business. When presenting their individual opinions and Positionspublicly.Board Members shall evil state they de net represent the Board of Directors or the District,nor wilLshould any such irderence be all to be drawn. 2. Beard Members'Conduct with the Public in Public Meetings a. Public Attendance at Maeh'ngs Making the public feel welcome is an important part of the democratic pr0ere8.The Board President has the respenslbillty to ensure that the public is treated appropriately and consislently In meetings.No signs of partiality,prejudice ar disrespect should be evident on the part el intllWtluaI Beall Members Io—an Individual participating 1n a nubile forum.Every effort should be made to be fair and impartial in listening to publictealimany.Asking for clarifft ttn is aplmpril but Board Members should avoid debate and argumentsvith the public.tike-Beard ilABH1�Z March 1.201001redel 0oard—iN Anima Packet.papa g of 22 DRAFT(Svtf-Fal WI 16 ape e Number:BP 023 BOARD ETXICs AND CONDUCT Page 5 of 7 It. Aveidence of Diswlmmi Speech ar Actions Board Members shall avoid statements or comments that suggest any intent to di fe renkale or discriminate in District actions or policy between persons or classes of he public on the basis of on race,religion,nab,, creed,age,mai status,national origin.ancestry,gen der,sexual onantetion.medical condition or disability or other protected classes. 3. BoardStaff:The CoConductwith StThe District's success In ccampfishing its mission can best be accomplished as a result of the Board regularly pmviding direction and management stag carrying out that direction. e_ Boaakar erel Manager Relafiomahip The Board sats policy and the General Manage,Is responsible for outran of that Polity.The Board,as a whole,provides Policy direction and instmchons to the General Managar on matters within the authority of the Board only by majority vote of the Board during duly convened Board meetings.These instruclionsand dlreclionindudethegoals and objectives eultinad in the Strategic Plan as,,all—the Genenet Manager's annual performance goals. b. Requests for in£ermetiow Adm SfeB Most requests for information from cr direction b staff should came from the Beard ar a Board Committee.There are times when individual8eard Members seek additional information from staff.Good management requires that the General Manager monitors and directs ale work of staff rather Than individual Board Members.N a request comes from an individual Board Member,the request should generally start with the General Manager The Geneml Managar should be able to obtain the answers or Involve the right person in the discussion as needed. Requests from individual Board Members far intorma[bn,such as studies menta That inquire more than a minimal amount of staff time, shall be plaided on a Board agenda for approval by a majority of the Board m , If the request is made during a Board eeting.the Board President shall ask the General Managar for an assessment of the staff time..--W to support the request and the full Board shall indicate it it wish as to proceed with obtaining the requested infomlation, The Secretary of the District is often able to assist Board Members with obtaining District records and otherscheduling or administrative type matters. Ne SDffp Mtirn o Ro f cel Suppwf linin 5tafl ABHI lvrao-33 Mardi 1,2018 Spacial Board Maetlrg ApeMd PddKt-Papa to N22 DiWT(Sen{vaavc3) Papa s al9 Number,Bi+023 al—U ICSANDCONDUCT Page 6 of 7 Elected officials should notsolicit any type of politica[support from staff. Stall may as private citizens support political candidates of their choice, but all such activities sh.i be done away from the Distn tworkplace during non-work home. d Positive Work Einant enf Board Mambers shell support the maintenance ot e positive and nstmctive work place emoyees nvironment for Oi—epland hell s recognize their special role in dealings with employees to avoid the perception of inappropriate direGion to slaff_ 6. Board Members Serving as Committee Members:Board Members rving as Commidee Members shall fol law the conduct guidelines set forth above,and all all adhere to Board Policy No.SP 013–Standing Committee Protocols.Guidelines.mo'Chants. S. Board Self-Evaluation:The Board shall conduct a public self—luation wurksheP annually,with even years being full evaluations vitbf.—in,an broad topical perbnnance questrans end otltl years focusing an specitic topics identfied In even-year evaluations. 6. Violation of Policy:A perceived violation ot this policy by a Board Member should be referred to the Board President herevaluation and nsidemhon of any appropriate action warranted.In the ease of a perceived violation by the Board President,the matter should be referred to the President Pro Tem.Typically.reports,complaints or cancemsot parceived violations should be shared by the Board President or President Pm Tem with the entire Board_The Board President or Presideni Pro Tem shall seat the assistance of this General Manager and District Counsel mth regard to the precess for addressing a report or complaint of a perceived violation. A violation of this policy may be addressed by remedies available In law. including but at limited to, a. Inbnnal discussion with the So..President or President Pro Tem', b. Professional wunselingfcoaching fur the individual Beard Member, upon mcommendabon of a majority of the Board; c. An expression of admonition or disapproval of the conduct and/or of the Board Member.This could take place in accordance wansthire followino path_ �I 1SBHI�4 Mandl 1,2016 apodal Bowra Meetlnp ApXda Po[kat-Papa 11 of 22 DRPFTf6e1l-Fuel cors) 17 P.O.9 Of 9 Number-BP 023 lOARa ETXICS AXb....ue, page 7 of 7 (1) An verbal admonitlan(not a written eol on)ca ried out by the Board President or President Pra Tem In a public meagng mlh approvalota m2jontyof the Baartl Members',and (2) A formal censure in the form of a resolution,which may include anions up to and including removal from all commlhee ossignmeMs and any outsno ide faof representation of the istri�; d. tnJunctive relief.or e- Referral of the violation to the Comm Costa county District Attorney andror grand jury for investlgaM1on. Na lhingherein,however,she 11 free h,toprohibita Boa rd Members,his the!, her First Amendment right to kea speech,nor the Board's right to BspresS their opnecuve disapproval, Formal Board actions to address violaliort¢¢hall be taken in Mre public pokion of a properly natiaed Board meeting. lortarr•r reradraaarme saaerary orma gr¢rm/ <IIMBHI3s Nara)t,2018�padal Boats Neating AgaMa Padler-Page t2 cl22 OMFr ItielFEvaIWBI Board of Director Compensation •Concerns of who gets what when and what for? •Comparisons available •What's legal?What's right? •What are the intent of stipends? -allowance-fee rag tuity-pension-salary-wage IfI�' �IIMBHI�6 18