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1. Meet regularly; not less than once
per month. The dinner meeting added that everyone should try to
anticipate the needs of all parties; there should be no surprises at
meetings; commissioners who get "blind sided" by questions should
refer them to staff rather than try to "wing it" and possibly give
an erroneous answer; likewise, staff should keep the commission well
informed about subjects, especially background information, since
commissioners do not have the day to day experience. Commissioners
should know how to run a meeting as the chair; rotation recommended
and forces everyone to learn.
2. Make sure that all commissioners are
known adherents and practice it.
3. Don't take partisan (Board or union)
positions on issues; rather decide issues on what is best for the
merit system and the classified service. Keep in mind that part of a
commission's "constituency" is the general public of the district;
that is not the exclusive realm of the Boards.
4. Know your business: attend workshops,
get some training; read your rules; keep up. Know what is in the Ed
Code since it forms the statutory basis for everything that we do.
5. Don't micro manage staff; be able to
recognize policy from staff issues. Encourage your director to
become involved in various district operations; some are resources
at the bargaining table, some are district spokespersons, some are
on cabinet, some have equal status to certificated directors.
Develop trust between commissioners and staff and vice-versa.
6. Encourage small group, ie. dinner,
meetings where commissioners, directors and staff can interact with
other districts, explore issues, ask questions in a non-intimidating
atmosphere, etc.
7. Don't let either the Board or union
overpower the commission; know your boundaries. Represent the
"community" or "public" interest in keeping the classified service
free of outside political pressures; keep in mind that we are
charged with finding the best candidates and having the "cream rise"
in our selection processes; re-examine these processes periodically
to see if there are better ways of doing this. Be open to creative
ideas; be flexible but don't compromise principles.
8. Make sure that you understand the
issues; ask questions.
9. Be a spokesperson; be able to explain
commission functions and actions to others. Exercise your "known
adherency"
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10. Volunteer for regional and State
commissioner organizations; get involved.
11. Know what goes into your budget;
where the money goes. Be cognizant that split-funded directors are
sometimes put into untenable positions of having to serve "two
masters"; recommend that directors be 100% commission funded. Know
the independence that the commission exercises in developing its own
budget; don't let someone else (non-commission staff) do it for you.
Be aware of the budget approval process and time lines.
13. Develop your staff; take an interest in what they do; insist on
inservice training; budget for it.
Investigate other sources of funding
such as district or program overhead revenue offsets.
14. Encourage participation by
administrators and classified staff; improve communications;
--at meetings
--as part of classification studies
--as part of test development
--service awards; working with unions and school boards
--school and site visits
--newsletters
15. The commission should develop a
mission statement; encourage a variety of input; do customer service
surveys; stress constant improvement and service; be sure people get
their questions answered; be sure that walk in customers are
serviced promptly.
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