March 2010

Suncoast Chapter ASPA
Pursuing Excellence in Public Service
Vol 3, Issue 1
Happenings!
March 2010
Economic Development:
Preserving Minority & Small Businesses
In Your Community
Dr. Cynthia Johnson, Senior Manager, Pinellas County
Economic Development speaks to chapter members
Dr. Johnson
President Gil Machin
What is the mission of the Pinellas County Economic Development agency?
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Retain existing businesses and encourage their success and expansion.
Attract new high-quality, high wage and diversified employment to Pinellas County.
Cultivate and assist entrepreneurial and small business development.
Serve as a liaison, partner, facilitator, advocate and provider among public agencies, private
companies, business associations and educational institutions, to deliver strong, fast, efficient and effective support to Pinellas County businesses in a “Team Pinellas” format.
⇒ Facilitate availability of a trained and productive workforce, to assure a vital and
diversified Pinellas County economy.
What is economic development?
The effort of a community to improve its local economy by facilitating the creation of well-paying employment opportunities from new and existing wealth creating businesses, thereby improving the community’s financial base, quality of life, and workforce.
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Why are small & minority businesses important?
Employment
Relevant goods & services
Economic impact
Community pride
Entrepreneurship
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Why do small & minority businesses fail?
Poor execution and lack of internal controls
An inadequate business plan
Ineffective marketing and self-promotion
Understanding the competition
Failure to change with the times.
Names & Faces!
Do you know who these faces belong to?
Welcome. We invite you to enter into the dynamic world of information, challenges and people that make ASPA what it is today. When you join the American Society for Public Administration, you become part of the time-tested heart of the world of public service. Since 1939,
we have been the nation's most respected society representing all forums in the public service
arena. We are ASPA! We believe that by embracing new ideas - addressing key public service
issues - and promoting change at both the local and international levels, we can enhance the
quality of lives worldwide.
We are advocates for greater effectiveness in government - agents of goodwill and professionalism - publishers of democratic journalism at its very best - purveyors of progressive theory
and practice and providers of global citizenship.
2
Member Activities!
Dr. Meena Chary, USF MPA
professor, has resigned as incoming president of the Suncoast Chapter due to a sabbatical she will be taking this next
year. The Chapter is searching
for a replacement.
Sam Halter, retiree and
ICMA/FCCMA Range Rider
and his wife, Claire, recently
moved to the Canterbury
Tower on the Bayshore Sam's
new email address . Is now
[email protected].
Don Menzel is teaching a class
on “China Rising” for the USF
Osher Institute for Learning in
Retirement. In April, he will
teach a second class on “China
Today” that will focus on human interest stories and issues
in China such as a young
woman's work experience on
the Yangtze, a young man's
aborted education due to faulty
record keeping, victims of
"human-flesh search engines" (modern day Internet
vigilantes), and growing old in
a booming economy.
Susan Walker, Neighborhood
Services Administrator at the City
of Pinellas Park, reports that her
City just started their annual APPLE Program (A Pinellas Park
Learning Experience). Now in its
sixth year, APPLE is a citizen
education program that teaches
Pinellas Park residents and business leaders about City of Pinellas
Park operations.
APPLE starts with a Saturday
Orientation, which is followed by
nine consecutive Wednesday evening class sessions that start at
6:00pm. Sessions are taught by
the City Administrators and Directors in each of the City's Departments, including: Government Relations, Office of Management and Budget, Community
Development, Library & Recreation Services, Finance, Management & Information Services,
Fire, Human Resources, Police,
Public Works, and Neighborhood
Services.
APPLE culminates with a
Graduation Ceremony held at the
start of a televised City Council
Meeting. The program is limited
to 20 participants and there is no
cost to participants. Through donations received from APPLE
Program graduates, a 5:30pm
meet & greet dinner is provided
to the participants as well as that
night's City Administrators and
Directors. For more information,
call Cara Reed, APPLE Program
Coordinator, at (727) 541-0800.
March is Ethics Awareness Month!
Make ethics your personal cause says ICMA Ethics Director Martha Perego in the March 2010
issue of PM: Public Management. She recommends the following to local government administrators:
1. The standard is set at the
top: you can’t lead from
the rear on this issue.
2. Define your core values
and the behaviors that
support those values.
3. Assess the organization’s
culture: wouldn’t some
baseline information
about attitudes and behaviors in the organization be helpful in crafting
your strategy?
4. Select the right who. Recruit the most talented,
ethical employees and
link good conduct with
incentive structures.
5. Challenge bad behavior.
6. Commit to ethics training.
7. Inoculate against the ‘evirus’ by providing advice, counseling, and
whistle-blowing.
8. Promote your values.
Publicly and consistently
communicate the values
that guide you and the
organization in your exchanges with the public,
media, business, and
other stakeholders
“As a member of the International City & County Management Association (ICMA), I
have an ethical standard that I
choose to live by. I even keep a
copy of this code of ethics in a
frame on the wall in my office
that I see every day.”
Leon A. Gaumond, Jr.
Town Administrator
West Bolyston, MA
Ethics Awareness month was an initiative of the financial services industry launched in
the early 1990’s by a group including the American College Center for Ethics in Financial
Services.
Does your city recognize ethics awareness month!
PROCLAMATION
WHEREAS, an awareness of ethical standards and programs helps to promote a strong public
image and maintain a moral course; and
WHEREAS, public officials and employees may earn the trust of their communities by adhering to high standards of ethical and moral conduct; and
WHEREAS, members of our community and leaders in our organization have contributed to
the development of the City of Manhattan’s Code of Ethics, which applies to all City of Manhattan elected and appointed officials, and to all City employees; and
WHEREAS, the International City/County Management Association, the National League of
Cities, the U.S. Conference of Mayors, and numerous other national and state municipal management associations encourage their members to strengthen and abide by certain ethical
standards.
NOW, THEREFORE, I, Bob Strawn, Mayor of the City of Manhattan, Kansas, do hereby proclaim that March 2010 as Ethics Awareness Month in Manhattan and call upon the citizens,
government agencies, and all other public and private institutions in Manhattan to recognize the
importance of ethical conduct in our community, and to commit to increasing awareness and
understanding of the ethical principles that should guide our professional and personal interactions with one another.
IN WITNESS WHEREOF, I have hereunto set my hand and caused the seal of the City of
Manhattan, Kansas, to be affixed this 2nd day of March, 2010.
______________________________
Bob Strawn, Mayor
Meet Clearwater’s new Chief of Police
Anthony “Tony” Holloway
For Holloway, this is a homecoming. He began his career with the Clearwater
Police Department in 1985. Holloway worked his way up through the ranks to the
position of Captain. Throughout his CPD career, Holloway became well-known
for his leadership and vision, as well as his personal connection with the community.
Holloway retired from CPD in 2007 to take a position as Chief of Police in
Somerville, Massachusetts. After two years, he’s returning at the helm of the police department. We asked Chief Holloway a few questions to give you a better
idea of what to expect from Clearwater’s top cop.
Q: Why did you want to come back to Clearwater?
A: Clearwater is my hometown and the city where I came up through the ranks as
a police professional. I have deep roots and family ties here and I always dreamed about running the Clearwater
department someday. Now that dream is a reality.
Q: How did you feel when you were told you got the job?
A: There is one word that captures all the feelings I have – thrilled!
Q: Do you feel that “growing up” in this agency gives you an advantage?
A: Yes and no. Yes, because the citizens and officers knew me in the community. No, because not everyone may
agree with the way I envision community policing. That’s focusing on interacting with citizens and building relationships. Law enforcement and the community must work together to be successful.
Q: What are three goals you would like to accomplish during your tenure?
A: First, I want to continue to make the Clearwater Police Department one of the best police departments in the
nation. I also want to make the department more proactive than reactive. Finally, I want the department to be more
involved with the different neighborhoods to help reduce crime in the city as a whole.
Q: What do you think will be your biggest challenge and how do you plan to overcome it?
A: Without a doubt, it will be the budget and there is no simple solution. I plan to work with sworn and non-sworn
personnel and get insight from our citizens about ways to make the department more efficient without doing more
with less.
Q: What is your philosophy as the new Police Chief?
A: To become part of the community and lead the department in addressing issues and concerns for both crimes
and quality of life issues in the city. I want Clearwater to be a safe place to live, work, visit, and play.
Holloway was sworn in on February 18, 2010.
You are Invited to Suncoast ASPA Chapter
Spring Social
March 24th, 6 p.m.
Gallery Bistro
International Mall
Tampa
For more information, please
contact Meagan Decker,
[email protected]
or 813-276-8137
Chapter web site: http://www.aspaonline.org/suncoast/ Listserv: [email protected]
Webmaster: [email protected]
Financial Prosperity and Success in Government
in good and bad times: Internal Controls
by
Robin I. Gomez
City of Clearwater
City Auditor & Hispanic-Latino Liaison
What are they?
Why are they important?
Excellent question. Any action taken by a board of directors or management to
provide reasonable assurance
that objectives and goals are
met. More specifically,
those actions include, but are
not limited to: policies, procedures, checks and balances, segregation of duties,
regulations, laws, 2 signatures on a check, multiple
quotes on purchases, requiring employees take vacation,
quality control reviews,
codes of ethics, not sharing
passwords, employee background checks, resetting
passwords every 90 days,
firewalls, encryption, etc.
They help ensure we are doing
what we are supposed to do,
more specifically: that an organization, (1) operates efficiently and effectively, (2) provides/reports reliable financial
information, and (3) complies
with established laws and regulations. They also help reduce
the likelihood of fraud, abuse,
and waste, both domestic
(inside the organization) and
foreign (vendors, hackers, customers, the general public). In
other words, they help organizations comply with their mission while at the same time
avoid loss, theft, or other operational disturbance that in government tends to end up as a
negative story in the press.
What is our role/
responsibility?
To help ensure controls
exist, that they are followed, and periodically
reviewed for validity and
effectiveness. By the way,
this is every employee's
role and responsibility in
any organization. Everyone should report concerns,
problems, opportunities for
enhancements, or other
policy violations or illegal
actions. Organizations that
do not support or have a
method to handle this
should strongly consider
enacting such a method.
Finally:
Estimates place the loss
due to weak/poor internal
controls at anywhere from
1-6% of an organization's
gross revenues. I would
prefer to be at zero, but realistically, as close to zero
as possible, certainly under
the 1% figure rather than
towards 6% or higher. So,
here's wishing you good
financial health via INTERNAL CONTROLS.
Enact them if you don't
have them, always periodically review them.
Lady Lake commissioners plan for future town manager
By Christine Show, Orlando Sentinel, 3/2
LADY LAKE — Town officials moved a step forward Monday afternoon in search of a
new town manager as they reviewed the contract for the position. The commission made
adjustments to the contract, which will tentatively include a two-month severance pay, a
vehicle allowance, vacation and sick time and medical benefits. Town leaders also discussed
the
position's starting salary, which commissioners agreed they favor a range of about $90,000.
The town could begin accepting applications for the position beginning as early as late
March, said interim town manager Kris Kollgaard.
This week the commission will develop a group of questions that they would like to ask interested candidates during the interview process. They are scheduled to review these questions on March 10 with retired city and county managers through a "Range Rider" program
organized by the International City/County Management Association and the Florida City
and County Management Association. This will help ensure the commission that they are
asking the appropriate questions when interviewing potential candidates, Kollgaard said.
Kollgaard was appointed the interim manager since October.
Florida unemployment ties record high
By Jeff Harrington, St. Petersburg Times, 3/10
Florida's unemployment rate reached 11.9 percent in January, tying a state record set nearly 35
years ago. The jobless rate released Wednesday morning, which was up from a revised 11.7
percent in December, was fueled by a loss of 6,100 jobs during the month and 303,200 jobs
over the past year. The numbers for the Tampa Bay area were even more harsh, with unemployment hitting 13.1 percent, up from 12.4 percent a month earlier.
County-by-county unemployment rates
Region ... Jan. 2010 ... Dec. 2009 ... Jan. 2009
Citrus ... 14.6 percent ...13.6 percent ... 11.6 percent
Hernando ... 15.7 percent ... 14.9 percent ... 12.1 percent
Hillsborough ... 12.7 percent ... 12.1 percent ... 9 percent
Pasco ... 14.3 percent ... 13.3 percent ... 10.5 percent
Pinellas ... 12.7 percent ... 12 percent ... 9.4 percent
CLINICAL DIRECTOR
Children’s Services Department
Hillsborough County
Hillsborough County’s Children’s Services Department is seeking a qualified professional to manage,
coordinate and direct staff and activities in the Clinical Services Division. This position provides clinical
consultation to staff working directly with clients, as well as supervising staff. This position will also be
responsible for directing nursing services and psychiatric services, including referral process and
contract and supervising and conducting psychological assessments, which lead to the diagnosing and
treatment of mental and emotional disorders. In addition, they will aid in the formulation of treatment
protocols and the use of various psychological interventions and provide guidance to the Residential
Treatment Manager and staff regarding clinical issues. They also will direct and supervise psychologist
and treatment staff in the development and implementation of treatment plans. The Clinical Services
Director co-chairs the Department’s Quality Assurance and Multi-Disciplinary Team Meetings and is
responsible for the implementation and development of Medicaid and other private insurance programs.
Position reports directly to the Children’s Services Director and has direct supervision of three (3)
employees and 24 employees indirectly Recommended minimum qualifications include a Doctorate Degree
in Psychology and be a State of Florida Licensed Psychologist or able to obtain licensure within the probationary period. Four (4) years post doctorial experience is required and must be knowledgeable of Medicaid
policies, practices and billing requirements.
Salary range is $80,496.00 - $120,785.60 with exceptional benefits. Qualified applicants should submit
a letter of interest, resume, salary history, and contact information for five work references to:
Human Resources, Executive Recruitment
P. O. Box 1110
Tampa, FL 33601
E-mail: [email protected]
or Fax (813) 272-7142
EOE/Drug Free Work Place
Human Resources Specialist
City of Dade City
The City of Dade City is accepting applications for a Human Resources Specialist.
Requires minimum of an Associate’s Degree in an associated field, plus (3) years experience in Human
Resources. Should possess Certification in Human Resources upon hire or obtain Certification within
reasonable time.
Salary: $32,635.20 - $48,963.20 Paid Health & Life insurance
EOE Drug Free Workplace 401 match 4%
See detailed description at www.dadecityfl.com
Send cover letter and resume to: [email protected]
Or: City of Dade City Personnel, PO Box 1355, Dade City, FL 33526-1355
Spring 2009 Graduates
Crystal Brotski, Rugina Castillo, Linda Davis, Diane Haynes,
Jennifer Huff, Charles Jackson, Sarah Murray, James "Brannon"
Sheely, Cynthia Wolf
Summer 2009 Graduate
Maryann Kershaw
Fall 2009 Graduates
Yuri Beam, Tory Bombard-City of Lakeland, Mario Cabana-South
Florida Water Management, Chad Campbell-Relocated and working
for a nonprofit in Minnesota, Damien Drayton-USF Sarasota
Manatee, Jennifer Funkhouser-State of Florida DOH, Jay Johnson, Pamela Korzep-Teacher for Hillsborough County, John
McMillon-Progress Energy, Michelle Melinn, Holly Naylor,
Vicki Wheeler-State of Florida DEP,
Schwing named Cape’s city manager
Awarded one-year contract to expire Feb. 28, 2011
By DREW WINCHESTER, Cape Coral Daily Breeze, 3/3
Carl Schwing is now Cape Coral's official city manager. City Council voted Monday night to
accept the terms of the contract negotiated by Schwing and Councilmember Bill Deile.
Schwing will make $150,000 for the terms of the contract, which is one year, from March 1,
2010, to February 28, 2011. Schwing also receives $550 a month for car allowance, full insurance premiums for himself and his wife, travel expenses and a hand-held communication device
such as a Blackberry. Should Schwing be terminated without cause, he receives six months severance pay, totaling $75,000,plus COBRA insurance benefits. Should Schwing be fired with
cause, he receives nothing. Another stipulation lets Schwing return to his former position as assistant city manager if council hires someone else to fill the city manager position permanently.
Though the contract was eventually accepted with a 4-3 vote, the decision was nearly tabled for
another two weeks so the contract could be re-examined. Councilmember Marty McClain said
the decision needed to be made now, especially with Lee County Days looming.
Lee County Days sees officials from around the county gain audience with legislators in Tallahassee to plead their individual needs. Without the official title of city manager, McClain said,
Schwing nor the city would carry as much weight when called upon. "We have some serious
issues coming up," McClain said. Councilmember Chris Chulakes-Leetz said he had issues with
the contract's price tag, especially since he plans on asking some employees to take a pay cut
when budget talks start. Chulakes-Leetz also said previously he might look to eliminate the assistant city manager position altogether. Schwing made $142,000 as the assistant. "I do not believe that increasing the pay is the right thing to do," he said. Schwing said if the council asks
employees to make cutbacks in their salary, he'd be the first to do so. "I will step up," Schwing
said. "I will be first in line to take this cut."
“The proof of sincerity and seriousness of a management is uncompromising emphasis
on integrity of character . . . If an organization is great in spirit, it is because the spirit
of its top people is great. If it decays, it does so because the top rots.”
—Peter Drucker
2010 US Census – It’s in Our Hands
The foundation of our American democracy is dependent on fair and equitable representation in Congress. To achieve an accurate assessment of the number and location
of the people living within the nation’s borders, the U.S. Constitution mandates a census of the population every 10 years. The census population totals determine which
states gain or lose representation in Congress. 2010 Census data will directly affect
how more than $4 trillion is allocated to local, state and tribal governments over the
next 10 years. In order for this funding allocation to be accomplished fairly and accurately, the goal of the decennial census is to count everybody, count them only once,
and count them in the right place. The facts gathered in the census also help shape
decisions for the rest of the decade about public health, neighborhood improvements,
transportation, education, senior services and much more.
The goal of the 2010 Census is to count all residents living in the United States on
April 1, 2010. The U.S. Census Bureau does not ask about the legal status of respondents in any of its surveys and census programs. To help ensure the nation’s increasingly diverse population can answer the questionnaire accurately and completely,
about 13 million bilingual Spanish/English forms will be mailed to housing units in
neighborhoods identified as requiring high levels of Spanish assistance.
You will receive your questionnaire in March 2010 either by U.S. mail or hand delivery. Some people in remote areas will be counted in person. Households should complete and mail back their questionnaires upon receipt. With only 10 questions, the
2010 Census questionnaire takes approximately 10 minutes to complete. Households
are asked to provide key demographic information, including: whether a housing unit
is rented or owned; the address of the residence; and the names, genders, ages and
races of others living in the household. By law, the Census Bureau cannot share an
individual’s responses with anyone, including other federal agencies and law enforcement entities. Households that do not respond may receive a replacement questionnaire in early April. Census takers will visit households that do not return questionnaires to take a count in person.
So please remember to complete and return your 2010 Census form and help us spread
the word about this extremely important part of our country. It’s our Future and it’s in
our Hands. For additional information visit the 2010 US Census internet
site: www.census.gov/2010.
In the News
Will cutting middle managers save taxpayer money?
By GARY PINNELL, Highlands Today, 3/2
SEBRING Streamlining her office of middle managers can save $8-10 million a year, Florida CFO Alex
Sink said last week. She encouraged other agencies to adopt her reforms. Not in Highlands County, local government managers are contending. "We're kinda flat," County Administrator Mike Wright said. "Our work
charts show that." Six people are on Wright's executive team. One is Road & Bridge supervisor Kyle Green.
"And there are six people who report to Kyle," Wright said. Under those six are crew leaders and
foremen, but Wright doesn't define crew leaders and foremen as middle management.
What's a middle manager?
Webster says middle managers are between operational supervisors and policymakers. Middle managers have
at least one management level below and one management level above, so they get reports from managers, then
they report to other managers. Using that definition, in law enforcement, patrolmen report to corporals, corporals report to sergeants, sergeants report to lieutenants, lieutenants report to captains, captains report to majors,
and the majors report to the sheriff or the police chief. Therefore, corporals are lower management and majors
are upper management. Sergeants, lieutenants and captains are middle managers. Sheriff's office
Sheriff Susan Benton disagrees: "I really think you need to look at law enforcement a little differently." The
sheriff's office operates three shifts a day, 365 days a year. Two departments - patrol and detention -have a lieutenant on each shift, with 15 to 16 deputies. One sergeant supervises patrol deputies at the north end of the
county, the other is at the south end. At the jail, one sergeant controls bookings, the other is responsible for security posts. Instead of flattening middle management, Benton has done without one executive - the undersheriff.
"I have continued to try to do without this position to save money," she said. "What I have done instead is to
appoint one of the majors as undersheriff every other month in the event that I am out of the office; they have
my authority for signature and command." Some systems get bloated with middle management because they
evolve over time. Middle managers are inserted or promoted to handle a specific problem, and don't leave after
the problem is solved.
Benton said her organization was designed, and it's reviewed at least annually during the strategic
planning session and the budget process. "We have made some changes since the first design, all of which were
to provide more accountability and efficiency," the sheriff said. "I do not feel our agency is middle management
heavy, specifically in comparison to other law enforcement agencies our size. "We constantly assess the organizational process," Benton said. "We have reduced the budget over the past three years and organizational efficiencies are the primary reason."
Avon Park
Interim City Manager Maria Sutherland questions the wisdom of eliminating middle managers. "If those individuals perform specific tasks that no one else in an organization performs," she said. "The unions have a very
large say on how middle managers jobs' are retained," she said. "Middle management are mostly non-union
positions. If you eliminate a middle-manager, then either the top dog gets the additional work, or a new union
position opens up."
Over the years, the job descriptions of middle managers have been restructured, she said." You can't do
this so easily with a union position." For instance, during the construction boom, cities needed full-time planning and zoning managers. "This is not the case currently," she said. "Had the P&Z position been held by a
Will cutting middle managers save taxpayer money? Continued . . .
union employee, then we would have had to restructure that person's job, or that person could take another union job within the organization with a lower pay grade and oust someone else." "Overall, the
city of AP has a very streamlined work force," Sutherland said. "One project manager, with no one below that position." A project manager may be a middle manager, Sutherland conceded, "but then, there
is nobody else to perform the functions of the project manager job."
Sebring
Like other top managers, Scott Noethlich is unsure exactly how to solve the management riddle. Marty
Roepstorff is the city of Sebring utilities director, for instance. A solid waste manager and a water department manager report to Roepstorff. Then there are crew chiefs, who run the crews in the field. "Does
that make us middle management heavy?" Noethlich asked. Not necessarily. Sink hopes to achieve a 7:1
employee to manager ratio. "We are satisfied with the system we have," Noethlich said. "We run a pretty
thrifty ship here at the city." Sebring and Lake Placid didn't lay off workers or managers last year, even
though the budget was slashed.
This year, more budget cuts seem certain, but Noetlich isn't sure about layoffs. "I can't rule it out. There
may come a day when we may have to shed a few people, whether it's on the front line or middle management. I don't know yet."
The Hillsborough County Section 8 Housing Choice Voucher Program has recently received a "High
Performer" rating by the U.S. Department of Housing and Urban Development (HUD). HUD awards
this rating based on how a Section 8 agency performs on its Section Eight Management and Assessment Program (SEMAP). This rating system was created by HUD to objectively measure key performance areas, identify management capabilities/ deficiencies, improve HUD risk assessment of each
problem identification, and provide a self-assessment for public housing agencies. In order to achieve
high SEMAP ratings, the Hillsborough County Section 8 program implemented a reorganization plan
for greater accountability, efficient compliance procedures of HUD policies, a comprehensive staff
training program, a new software designed to better meet the program eligibility and reporting requirements of HUD, obtained internet resource tools for listing and locating properties, routinely conducted
landlord training workshops, and improved the property inspections process.
Hillsborough County Section 8 serves more than 2,000 Hillsborough County residents annually with an
ever-increasing wait list that presently stands at approximately 6,000 households in need of the rental
assistance for this jurisdiction.
How do I join ASPA?
You can become a member of the American Society for Public Administration (ASPA) by
completing a membership application form. There are several ways of getting the application:
JOIN ASPA TODAY!
Click here to download a member application (in PDF format).
Email: Susan Walker, Neighborhood Services Administrator, City of
Pinellas Park, Pinellas Park, FL 33781 [email protected] or
Call ASPA Headquarters at 202-393-7878, FAX 202-638-4952 or write
to: ASPA, 1120 G Street NW, Suite 700
Washington, DC 20005-3885
Every ASPA member automatically becomes a member of the nearest chapter unless you
specifically request to be an at-large member. ASPA Sections have additional fees and
benefits. You can join as many sections as you want.
ASPA 2010 Conference Update
“Do you know the way to San Jose?”
The 2010 ASPA Conference, Invigorating Public Service for Change, is April 9-13 in San Jose,
CA. This is the Public Service Conference of the year!
Highlights include the Opening Plenary Session with John Berry, Director of OPM, and the Elliot Richardson Lecture featuring Paul Volcker, Chairman of the U.S. Economic Recovery Advisory Board and former Chairman of the Federal Reserve. Norman Mineta, former Secretary of
Transportation, is the honorary conference chair.
In addition to over 100 educational offerings, we will have four SuperSessions, the Student and
New Professionals Summit, a fantastic welcome reception at the Tech Museum of Innovation
and much more. There will be something for everyone.
16
ASPA Professional Development Webinars
Four-Day Work Weeks:
Current Research and Implications for Practice
Date: March 17, 2010
Time: 1:00 P.M. - 2:00 P.M. ET
Description: On June 26, 2008, Utah Governor John Huntsman announced that
starting August 4, 2008 the state of Utah would close state offices on Fridays and
employees would work four ten-hour days each week. With this announcement, alternative work schedules have been thrust into the light. This presentation will address
three four-day work week issues: a discussion of Utah’s experience, research findings from the experience of several municipalities, and lessons learned for successful
implementation.
Cost:
Member - $45.00
Non-member - $90.00
New member (includes full membership and webinar) - $125.00
(Deadline to Register – March 16, 2010)
Performance Measurement, Accountability, and Transparency
Date: April 27, 2010
Time: 1:00 P.M. - 2:00 P.M. ET
Description: Most citizens believe financial reports are difficult to understand. This
webinar will demonstrate how to create a performance report and the process that
can be adopted when managing performance. Additionally, a customer/citizen approach will be discussed and how to apply it to setting and attaining goals, reporting
challenges individuals face, and improved strategies and efforts.
Cost:
Member - $45.00
Non-member - $90.00
New member (includes full membership and webinar) - $125.00
(Deadline to Register – April 21, 2010)
See next page for instructions on how to register for Webinars and/or go to
www.aspanet.org.
Webinar Payment/Registration Instructions
Attendees must complete two steps to join a webinar. Step 1 includes paying for the webinar. Step 2 includes registering for the webinar. Each individual must pay prior to registering for the session.
STEP 1: Pay for the Webinar
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Find the webinar you are interested in attending and click on the link provided. Please
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Follow the instructions on the registration page.
Make your payment.
STEP 2: Register for the Webinar
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Once you have paid for the webinar, you will receive an email invitation to register 48
hours prior to the webinar.
Click the link available in the email and complete the required information.
Once completed, click the “Register Now” button.
Once submitted, a final confirmation will be sent to you via email.
Save this confirmation email. You will use the link provided in the email to join the
webinar.
If you need assistance with registering, contact Patricia Yearwood at 202-585-4309.
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