Page 142 - VFWD -DOACotB - AMB 03 01 19

Just a couple of things that occurred to me in that. I know in all municipal governments, the Board or
whoever the governing body is, they set the policy. Because there are two different arms you have to
track them and inform them in different ways. I was responsible at RSVD for the delivery. I supported
the GM in delivering the strategic plan. It had lots of different areas of policy recommendations and
outcomes that I wanted to see. We had to have really good back ups and tasks . That had pieces of it
based on budgetary and staffing constraints and what resources we had for time. It informed what our
staffing plan was going to be. It took us a good year to develop that strategic plan. We had to bring it to
the full board and make changes. It was very iterative. One thing that is really important to that is you
have to make it personal and really care.

5. Please describe your experience with electronic filing systems as it pertains to this position.

I'm responsible, have been responsible since I started working at the County of Marin for tracking all
sorts of records. There is a lot of different ways I've seen it done. Right now I have been using OnBase,
which is a keyword search program. I have a lot of SharePoint training that tracks documents. Some of
the older ways people have used to track is through an excel spreadsheet. Any of those ways are very
good. For me the most important thing is to comply with government regulations. So if someone makes
a request you are able meet it within 10 days. Any one of those ways is effective if you can get your
hands on the record in a time that is compliant.

6. Please describe your experience in evaluating technology and operational procedure utilized in an
administrative department and your approach to implementing change, if needed.

I hope this gets to an answer that makes sense for this question. What occurs to me is an example from
RSVD is they had software that was not maintaining their website at the right level. Forecasting that
there were changes that needed to be made meant talking to people from different departments. We
were going to change the website which meant that everyone's workflow would change. We worked
with everyone in a really collaborative process. I managed that process and was able to talk to the
department heads of each department. So by doing that - by getting their concerns and then writing
those concerns into an RFP and finding a vendor - it took a year for us to create a new website. It was
really successful because everyone felt that they had their needs met.

7. Please describe the roles in which you have had a relationship with a board of directors, and what
your role was in those examples. Can you provide an example of when you have had to research a
regulatory item and present your findings to the Board?

I've had close relationships with lots of elected officials. I feel that my role, I tend to be a little more
formal, than I think is always necessary. I have a very clear alignment to the District Manager or General
Manager. My role is really to support the agency executive's relationshiops with them. I will take phone
calls and email. It's really intersting. With CMSA - I remember Jason Dow said to me one time - he said
you can never email a Board member and not BCC me. I've always taken that practice since that day to
my current work. I feel like it creates a little bit of distance and then you don't have any kinds of
problems. It's important to let the Board know that you will always support your manager. I have to
help with poles, expense reimbursement, travel dates, all of those different clerk of the board tasks but
always report back to the DM.

The second part of your question. A regulation - some districts are not aware that there are only so
many meetings per month that you can be reimbursed for. Some have a flat stipend that they get.
RSVD - when I came on board - I discovered that Board members were being asked to come in and sign