LINK

Response from Los Olivos Community Services District via CSDA listserv: Below are two sections of the Los Olivos Community Services District bylaws that address "required" trainings for Board Members. 3.4.2 AB 1234 (2005) Ethics Training Pursuant to Assembly Bill 1234 (2005), Directors shall take ethics training every two years, with a requirement that they take their first training no later than a year after they start their first day of service with the District. If a Director becomes non-compliant with this requirement, the Director cannot serve on any Board committee or subcommittee until compliant. Directors shall provide proof of AB 1234 Ethics Training to the General Manager. 3.4.3 AB 1661 (2016) Sexual Harassment Prevention Training Pursuant to Assembly Bill 1661 (2016), Directors shall take sexual harassment prevention training every two years, with a requirement that they take their first training no later than six months after they start their first day of service with the District. If a Director becomes non-compliant with this requirement, the Director cannot serve on any Board committee or subcommittee until compliant. Directors shall provide proof of AB 1661 Sexual Harassment Prevention Training to the General Manager.

Response from Carpinteria Valley Water District via CSDA listserv: Everyone that completes the Form 700 within the Carpinteria Valley Water District also completes the Ethics & Harassment training.

Response from Transparent Gov Regional Government Services Authority via CSDA listserv: Anyone filling out the Form 700 as required in the agency's Conflict of Interest Code must also complete the AB 1234 training.

Response from Healthy Petaluma District and Foundation via CSDA listserv: For the Healthy Petaluma District and Foundation, the Board of Directors and CEO must complete Ethics and Harassment Prevention trainings every two years as well as submitting their Form 700 by April 1 each year.

Can any agency share their procedures for AB1234 training? Do all staff need to complete 700 forms annually?

Response from Los Olivos Community Services District via CSDA listserv: If an Ad Hoc Committee has sufficient Board members on the committee to create a quorum, it is a Brown Act meeting. Also, there is a difference between an Ad Hoc Committee (limited term and specific scope) and a Regular Committee (longer term and broader scope). If the committee is shorter-term or has no authority to make decisions, the Los Olivos Community Services District does not recommend having the public fill out Form 700s. However, all agencies should have a "rule" that anyone serving on a committee must take anti-harassment training.

From the Mammoth Community Water District via CSDA listserv: Mammoth Community Water District is in a resort community with similar housing challenges. The least expensive housing alternatives are condominiums that are priced at about six times the average annual income for our staff, and then have monthly HOA fees that are typically $600 - $800. The market rent for a 2-bedroom condo is about 50% of pay for our average employee. Over the years the District has purchased condos that are available for employee rental. We have 44 full time positions and 10 condos. One condo is set aside for new employees as a temporary place to live while they look for long-term housing. The District also has an employee home purchase assistance program with a few different structured loan options that lower the barrier to home-ownership. Many employees live in the next town down the hill about 45 miles away. The cost of housing is significantly lower and the employees vanpool to reduce the cost of transportation.

Does any agency have a RFP for a Speed Study Engineer?

Looking to the update lease terms for cell towers on city property. Can any agencies share their average monthly lease amounts?

Do any agencies have recommendations for a consultant to assist with scheduling meetings at ICSC and creating marketing/demographic packet? Looking to identify retailers for vacant spaces and developers for opportunity sites.

Background Agencies use agenda management systems to make creating and organizing meeting agendas more efficient. Agenda management systems streamline agenda uploading and tracking processes through customizable templates, tracking meeting votes and recording meeting minutes. These systems also help agencies maintain compliance standards regarding agenda accessibility. Legal Requirements Agenda management software must comply with the Brown Act, which ensures the public's right to attend and participate in agency meetings and also requires agencies to post agendas online. In 2016, the California State Legislature enacted AB 2257 to ensure the public has quick and easy access to an agency’s agenda online. Agencies are required to ensure the agendas are free of charge, easily downloadable, searchable, machine-readable and platform-independent. To comply with AB 2257, agencies can either directly link the agenda on the agency’s website homepage or by providing a link to an integrated agenda management platform. Implementing the Software When evaluating different softwares, your agency should outline the needs and goals desired for an agenda management system. Consider the following question when evaluating different systems: is the system easily accessible allowing users to easily search, find and review meeting videos, agendas and minutes? Once your agency has selected a management system, run through test scenarios and training sessions with necessary staff prior to launching it to the public. It is important to share information about the new system to residents through your agency’s website, social media and other public communication channels. Once implemented, it is important to monitor the system and schedule routine checks to ensure the software is working properly. Financial Considerations Agencies can choose to issue Requests for Proposals (RFPs) for an agenda management system or choose to directly purchase the software. The top agenda management systems utilized by California agencies include Granicus, CivicPlus Select and OneMeeting. When considering costs of each software, agencies should evaluate setup costs, customization expenses, maintenance and the costs of training. Contract Agreements City of Lake Elsinore - Contract Agreement with Prime Government Solutions City of Orange - Contract Agreement with Prime Government Solutions City of Banning - Contract Agreement with Granicus RFP Examples City of Foster City - RFP for Agenda Management System Replacement Project City of Santa Clara - RFP for Agenda Management System City of Carson - RFP for Agenda Management System Replacement City of Grand Terrace - RFP for Agenda Management System Replacement

Background Agencies utilize appointment scheduling software to manage appointments across different departments and for specific services, including inspections, development plan reviews and drop-offs or pick-ups. Appointment software helps streamline the schedule management and appointment process, reduces administrative time and ensures compliance regulations. Legal Requirements Agencies are required to make sure that any appointment scheduling software complies with the California Consumer Privacy Act (CCPA) and Americans with Disabilities Act (ADA). These regulations ensure the appointment software protects individual’s private data and provides accessibility features for individuals with disabilities. Steps for Implementation Assessment and Planning Assess your agency's current appointment scheduling processes and note any issues and necessary improvements. Following the completion of the assessment, identify your agency's specific needs and requirements for appointment services. Consider the following questions when evaluating your agencies needs: What are the desired features for your agency's appointment software? What is the current budget and what is the allotted budget for a new software? Who will become the in-house appointment scheduling software expert? Who needs to be trained on the software before launch? What should the booking templates look like? What are branding needs? Research Research appointment scheduling software options, evaluating the software’s various features, functionality and compatibility with your agency's existing systems. When researching, consider the softwares security features, compliance with data privacy and compliance regulations. Vendor Selection and Implementation Select a software that best meets the requirements of your agency. Once selected, work with the vendor to customize the appointment scheduling software to meet the specific needs of your agency. Ensure that the selected software is compatible with existing systems and databases. Testing and Training Once the system is set up, test the system to ensure the system works efficiently and matches all branding styles. Run through test scenarios with staff before launching the system. Organize training sessions for staff members using the appointment software, and consider developing guides or tutorials to help users navigate the system. Launching the System Once the system is launched, promote the new system to residents through your agency’s website, social media and other public communication channels. Consider adding FAQs on your agency’s website to assist residents using the scheduling software. Monitoring After launch, it is important to monitor the performance and usage of the appointment software. Schedule routine checks to ensure the software is working properly. Financial Considerations Agencies can choose to directly purchase the appointment scheduling software or issue Requests for Proposals (RFPs) for the new software. Whether purchasing the software directly or issuing an RFP, it is important to compare the costs of various software services. These costs may include setup costs, customization expenses, hardware requirements, maintenance and the costs of training. Appointment Software Examples QLess City of Walnut Creek City of Menlo Park City of Berkeley Acuity Scheduling City of San Leandro City of Santa Barbara City of Diamond Bar Microsoft 365 - Online Bookings and Appointment Scheduling City of San Diego Town of Danville Waitwhile City of Costa Mesa Engageware County of San Diego

Background Style guides (aka brand guidelines) dictate how cities present themselves to the community and beyond by outlining the proper use of logos, colors, fonts, etc. They promote consistency across all areas of communications and outreach efforts and can help build trust and engagement within the community. Style guides are the core of a City's visual presentation and voice, allowing a City to identify its unique character and reach its strategic goals. Municipal logos, websites, social media pages, community education, visitor information and business development materials should all be recognizable within the community and build awareness outside your agency’s boundaries. A brand style guide is an invaluable resource in moving toward agency consistency. Components of a brand style guide A style guide reflects what your brand is about and provides direction on how to maintain a cohesive brand across all departments. Style guides can range from simple to comprehensive depending on your standard communication practices. However, guidelines typically include the following: Logos: Your agency should have copies of your logos in various formats and colors, such as your main focused colored logo, a white logo and a black logo. Being prepared with logos to fit all design formats is best. Color palette: Your agency’s colors are likely implemented within your primary logo and may include a family of additional colors. Typography: This will allow you to set specific fonts that will be used beyond just your logo. In order to keep options open but also keep branding consistent, using primary and secondary fonts are highly recommended, and identifying usable fonts both for design and office applications. Style guides may also include: Overview and use of templates and other brand assets Editorial guide/tone of voice: This determines how you will use your tone of voice within the content you share (i.e informative, kind, formal, humorous). This will ensure consistency across all channels Photography guidance Guidance for department logos, sub-logos and partner logos Application on apparel and/or swag Examples RFPs West Covina City Of La Habra City Of Rio Vista City Of Menifee Style Guides City Of Oakland City Of Long Beach City Of San Diego

Background Economic development strategy plans guide measurable, sustainable economic growth and help improve the overall prosperity within communities. Efficient economic development plans can generate wealth and enhance the quality of life for all residents. Economic development plans lay out specific programs to achieve desired outcomes, generally covering a three to five-year period. While agency objectives to attain growth vary, guiding principles such as sustainable development, equitability and inclusivity and regional collaboration are important in creating a holistic economic development plan. Economic development plans coordinate a concentrated effort toward common goals with key stakeholders. A successful plan establishes a set of strategies to help focus on policies and resources that benefit the community and address its priorities. Steps for Implementation To gather data on current economic trends and assess the needs of your community, you should conduct surveys and market research. Your agency should refer to these insights and leverage existing assets/partnerships to identify key areas of potential investment. Set goals Your agency should determine a set of overarching goals to create a general vision for your economic development plan. These goals can be topics your Council, staff or residents have identified as items of interest. Relevant goals included in the City of Fairfield’s plan are to: Create new job opportunities Encourage entrepreneurship and innovation Enhance fiscal sustainability Invest in catalyst development areas Increase private investment throughout the City Issue an RFP to find a consultant Your agency may choose to issue an RFP for consulting services to develop the economic development plan. A consultant can provide your agency with specialized knowledge and economic development expertise, as well as an objective outside perspective to assist in identifying opportunities and details not considered by internal staff. Areas to Include Economic development strategy plans should highlight specific, measurable objectives, relevant tactics and time-bound milestones. Common aspects to include are: Overview of economic status/landscape Vision Goals to achieve vision Objectives, actionable items for each goal Implementation timeline Estimated budget How to measure success Your economic development plan should address opportunities your agency currently participates in and suggest other opportunities to expand and support your community. Community Outreach Throughout the process, your agency should inform and gather feedback from residents by holding community meetings, producing flyers, sharing social media updates and more. When the City of San Luis Obispo began the initial discovery phase of their plan to gather data for an economic analysis, they created a community survey and held public workshops to gather feedback from residents. The City of San Diego implemented a survey and community workshops where residents could share their perspectives and discuss actionable tactics to meet the City’s goals and objectives. Community outreach will help residents develop a feeling of ownership and investment in the results of the economic development plan. This increases public sentiment and support as your agency moves forward with actionable items of your plan. Consultants Used by Cities Listed below are examples of California public agencies that have previously assisted in developing economic development strategy plans: Chabin Concepts – Chabin Concepts is an economic development and marketing firm serving local agencies with specialties in corporate location assessment, strategic roadmaps, marketing tools and stakeholder consensus building. In 2020, the City of Fairfield engaged Chabin Concepts to develop their Economic Development Strategic Plan. Guidehouse, Inc. – Guidehouse uses digital and technology services to build resilient solutions and operate programs for their clients. They specialize in serving defense and security, financial services, energy, sustainability and infrastructure, health and state and local government clients. In 2023, the City of San Diego engaged Guidehouse to create their Economic Development Strategy. Kosmont Companies – Kosmont Companies has been providing consulting services since 1986 mainly focusing on economic development and real estate advisory. The City of Norwalk engaged Kosmont Companies in 2018 to prepare their Economic Development Strategy Plan. Natelson Dale Group – The Natelson Dale Group is an economic and financial consulting firm that provides services to both public and private clients. Their team specializes in economic development and revitalization, fiscal and economic impact analysis, real estate economics, public-private partnerships, parks and open space economics and strategic planning alternatives. The City of Pinole tapped Natelson Dale Group to create their 2023-2027 Economic Development Strategy. Sunstone Management, Inc. – Sunstone Management is an Irvine-based company that invests in early-stage technology companies to deliver opportunities for economic growth across government, education and private sectors. The City of Lakewood engaged Sunstone Management in 2024 to create an Economic Development Plan. Tip Strategies – Tip Strategies is a Texas-based consulting firm that specializes in strategic planning for economic development, talent strategies, organizational development, resiliency planning and equity initiatives. The City of San Luis Obispo engaged Tip Strategies to update their Economic Development Strategic Plan in 2023. Financial Considerations Engaging a consultant will be the main cost to create your agency’s plan. Funding for the consultant may come from your General Fund or through other available funding such as taxable bond proceeds. In 2018, the City of Norwalk entered an agreement with Kosmont Companies to allocate $30,000 with an allowance for up to $50,000 for preparation of an economic development plan. The City of Costa Mesa engaged Tech Coast Consulting Group LLC to develop the City’s first economic development strategic plan in 2022 for an amount not to exceed $200,000. Also in 2022, the City of Ventura entered an agreement with PFM Group Consulting LLC with an amount not to exceed $126,000. Examples Economic Development Strategy Plans City of Camarillo 2018-2023 City of Carlsbad 2023 City of Fairfield 2021-2025 City of Goleta 2023-2028 City of Hayward 2014-2018 City of Pinole 2023-2027 City of San Diego 2023-2026 City of San Luis Obispo 2023 RFPs City of Costa Mesa City of Folsom City of Moorpark City of Pinole City of Ventura

Question from County of Charleston SC via ICMA listserv: Have any agencies included the usage of electric vehicle charging stations for rental vehicles as an allowable expense in their procurement card policies? If so, can you share your policy?