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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?

Background Employee recognition programs and ceremonies acknowledge and celebrate employees' achievements and demonstrate an agency’s appreciation for staff. Employees can receive recognition for key milestones, a promotion, exemplary performance or specific work they have done. When implementing recognition programs within your agency, it is important to remember to offer sincere, consistent and value-driven rewards. State Initiative and Resources Following California’s Civil Service Improvement Initiative, the Government Operations Agency (GovOps) and the California Department of Human Resources (CalHR) created the CalHR Employee Recognition Policy Toolkit in 2015 to help agencies develop their own employee recognition policies. This toolkit notes that it is important to begin with executive support, but your program should be managed by all levels of the agency. This allows employees of all levels to be involved in maintaining an evenly distributed recognition system. As listed in the CalHR Toolkit, “formal” recognition can be: Service Excellence Awards - Employees submit nominations of their peers, supervisors or managers for exemplary performance or teamwork. The team managing the awards reviews the nominations and relays their recommendations to the executive team. The final decision is made by executives for a ceremony. For example, the City of San Diego Benefits Program offers a City’s Employee of the Quarter (EOQ) and an Employee of the Year (EOY) program. Eligible employees who have gone above and beyond receive extra time off, cash rewards and gift cards. Director/Executive Annual Recognition Program: Managers and supervisors may nominate employees who have gone above and beyond in the prior fiscal year. Those eligible may be nominated for multiple awards. Retirement or Long-standing Employment Awards: These awards are given out to retiring or long-standing employees to celebrate the years they dedicated to your agency. This can be given in the form of a plaque or gift card. For example, the South Placer Municipal Utility District established a Retirement Service Award policy in 2020, making full-time employees eligible for a district-funded service award in accordance with the year in which they retire. “Informal” recognition examples, include: Appreciation Breakfasts/Luncheons - Annual/monthly breakfast or lunch hosted by the management team to express appreciation for staff and encourage camaraderie. As previously mentioned, The City of San Diego recognizes their employees throughout the year, formally and informally. For example, the City designates October as their Employee Appreciation Month, offering awards, activities and events to celebrate their employees Holiday Open House - Events hosted by the management team to show recognition of staff's hard work and dedication during the holiday season. Star Awards - Peers may recognize one another by giving “star” certificates and thank you notes on each other’s workspaces. The City of Los Angeles facilitates their recognition efforts by utilizing recognition certificates through Google Workspace, allowing staff to quickly recognize their peers on a daily basis. Implementing Programs and Practices In implementing your employee recognition program, consider the needs and preferences of your staff and take the time to understand what kind of recognition they would value most. In a 2018 Employee Engagement survey conducted by the County of Mendocino, their staff felt that they would benefit from an employee recognition program. Overall, your employee recognition should: Foster employee engagement and support retention. Employees who feel that their efforts are recognized and valued are less likely to leave their agency or transfer to a different team. Recognizing employees makes them feel needed and encourages employees to stay motivated at work. Improve agency culture. When employees feel appreciated for their contributions, they are more connected to their agency and team. This encourages a productive and harmonious work environment. Cultivate job satisfaction. Employees who are motivated, encouraged by their peers, and are pleased with their agency culture are more likely to be satisfied with their job. Formal Examples County of Santa Cruz City of Pasadena University of California City Clerks Association of California Informal Examples San Diego School District LA Bureau of Street Services Glendale Community College Yuba City Unified School District

Background Similar to community engagement or communications policies, a public outreach policy identifies primary forms of public outreach across an agency. Some agencies choose to combine a public outreach policy with a social media policy as a quick reference for how to share information, which outlets are approved by the agency and how they should be utilized. These plans can also be used as a resource for employees to learn or stay updated on how their agency executes outreach and plans for community meetings, public hearings, etc. and the accompanying outreach materials needed. On the other hand, agencies may also have a communications plan to provide a high-level overview of an agency’s communication channels and standard practices. This often explains the agency’s audiences, available resources and tools, branding, goals and actions, strategic priorities and how to measure success in communications. Public outreach and similar policies are typically a result of an agency’s communications plan and help the agency execute work according to the communications plan’s guidance. Implementation Considerations A public outreach policy should standardize your agency’s communication methods and timing. Possible topics to address include: Content guidelines – These guidelines may address website and social media content creation, management and processes for responding to resident questions and comments. Approved platforms – Your agency should establish a robust set of outreach platforms and may consider using Facebook, Instagram, Twitter, Nextdoor, YouTube, digital signage, City email/text alerts, every door direct mail, media releases, newsletters and/or print/electronic advertisements. You should select outlets that reach residents most effectively and can be managed by your dedicated or assigned communications staff members. Community meetings – You may consider including guidance on when community meetings are appropriate and what outreach activities are required to promote the meeting. The City of East Palo Alto’s Community Outreach Policy shares approved times and locations for community meetings. They also outline what should be included in a notification packet: meeting flyer, meeting agenda, etc. Public hearings – Public hearings are required for certain projects. Your agency should determine appropriate publication outlets to share about upcoming hearings. This may include newspaper publications, mailed notices, social media posts and posting on your agency’s website. The City of Avalon has a Social Media Use and Public Outreach Policy. This policy is meant for all City employees, officers and designated contractors who are authorized to speak on behalf of the City and establishes guidelines to ensure social media, print media and website updates on behalf of Avalon are consistent with the City’s mission, vision and values. Community Development Departments often establish public outreach plans to guide their work. The City of Santa Clara’s Community Development Department created a Public Outreach Policy for Planning Applications to outline city practices and requirements for informing the public about land use development within the City. The policy is intended to encourage residents to engage in the public process. In 2018, the City of Santa Cruz’s Community Development Department established a Planning Department Community Outreach Policy to guide projects of all sizes. The policy encourages staff to notify the public in the early stages of the project, include sign postings at the project site and provide regular updates to them during project phases. In addition, staff must plan and provide notice for community meetings and send ongoing information and notices as needed. These guidelines keep the department unified and effective when sharing information with the public. The City of Culver City’s Planning Division established Community Outreach Guidelines for the project review process. The Guidelines require up to three community meetings and provide a schedule and detailed description of each meeting’s purpose, who should host/facilitate the meeting, location, notification requirements and the meeting structure. Examples Public/Community Outreach Policies City of Avalon City of Benicia City of East Palo Alto Community Development Examples City of Berkeley City of Culver City City of Santa Clara City of Santa Cruz City of Vacaville

Can any agencies provide a recommendation for software/consultant that will conduct a 360 Evaluation? More specifically, a recommendation that is not a subscription or membership to a suite of HR products.

Do any agencies have existing guidelines for Ad Hoc Committees? More specifically, Ad Hoc Committees in which citizens are members of the committee? If so, are these citizen members required to complete Form 700, and the Ethics and Harassment Prevention Training?

From the Goleta Sanitary District via CSDA listserv: Do any agencies offer hiring bonuses or offer housing incentives for new staff? If so, for how long, and how much?

From the Government Finance Officers Association Chicago IL via ICMA listserv: ICMA and GFOA have developed resources and tools as part of their Rethinking Budgeting research initiative www.gfoa.org/rethinking-budgeting. The "Budget Officer as Decision Architect" and "Power, Politics, and Budgeting (gfoa.org): Don't hate the players, don't hate the game, change the game" are particularly useful.

Can any agencies share any plans or ideas you have employed for successful budget planning sessions?

From the Vandenberg Village Community Services District via CSDA listserv: The Vandenberg Village Community Services District performed a compensation study last year and included a section on how our cost of living is determined as well as comparable salaries in our area. A copy can be found on our website at 2023 Compensation Study. Also, in compliance with our PERS contract (2 CCR § 570.5), salary schedules are posted on the District's website at Publications.

Do any agencies have salary schedules they are willing to share? Also, how does your agency determine the cost of living increases for 2024?

From the Santa Cruz Port Distric via CSDA listserv: See the attached section from the Santa Cruz Port District handbook. The District does not have a cap, but employee's are requested to use their vacation in the year it is accrued and only 80 hours are allowed to carry over to the following year. The District allows staff to cash out up to 1/2 of their accrued vacation. Personnel Policy Handbook