Interview with Majd Almalki

Majd Pic

1. You recently received a promotion to be the Director of Gender Balance Statistics at the Institute of Public Administration of Saudi Arabia– Congratulations! Tell us about the Institute and what it seeks to achieve.

First of all, I would like to thank you for this opportunity. It is always a pleasure to share with the MPPA community what happened recently in my career. The Institute of Public Administration (IPA) is one of the leading government agencies in the Kingdom of Saudi Arabia. IPA seeks to increase the efficiency of public employees and to educate them to make them capable of shouldering their responsibilities, use their jurisdiction in a manner that would raise the level of administration, and support the foundation of national economic development.  In addition, the IPA contributes to the administrative organization of government departments, offers consultations on administrative problems referred by government ministries and agencies, undertakes administrative research projects, and enhances cultural ties in the field of public administration.​ Today, IPA is a major strategic partner in achieving the Saudi Vision 2030. It helps the government achieve four main projects, which include the national programs of e-training, administrative leadership development, government innovation, and training programs for Saudi Vision 2030. 

2. Within your agency, what does your role entail and what goals do you hope to achieve in this new position?

My main role in the IPA is as a faculty member in the organizational behavior sector. I, like other colleagues and training staff, provide high quality training programs to government employees. My specialty is the issues of public administration, in general, and organizational behavior, in particular. As for the new position, the journey began when I joined a group of my colleagues at IPA to conduct a study on equal opportunities between women and men in the workplace, where many government agencies participated in the study sample. When we monitored the final study results, we found that there are differences between the women and men at work, especially with regard to assuming leadership positions and meeting differing needs. After that, we decided to present a strategic recommendation to the higher authorities in order to consider establishing a special center that creates gender balance. Fortunately, this proposal was approved, and the center was officially launched on November 9, 2021. I was chosen for the position of Director of Gender Statistics, and a few of my main tasks is the governance and analysis of gender data in the workplace, the creation of data disaggregated by sex in all sectors of the state, and considering the creation of strategic indicators that measure the progress of government agencies in creating gender balance and equal opportunities at work.

3. There are gender issues and inequalities in every country. What are a few issues that are specific to Saudi Arabia, and how does your team tackle those problems throughout the country?

As I mentioned previously, we found gaps in the balanced access to leadership positions between women and men. In addition, many obstacles were monitored, such as the lack of participation of women in decision-making processes, their failure to participate in the formulation of organizational policies or regulations in organizations, and their failure to participate in both the strategic and policy level, internally or externally. There are also some restrictions that limit women’s enjoyment of some powers and authorities at work, and this may be due to the stereotyped image that women suffer from in the workplace. 

We have begun to address these obstacles through the strategic pillars implemented by the Center for Gender Balance, including activating the role of studies and consultations that support gender balance and considering policies and regulatory procedures by coordinating efforts within Saudi Arabia and developing necessary policies in both the public and private sectors. We are also strengthening the role of training and development, providing training programs, and setting development plans to reduce the gender gap in the workplace. Finally, activating qualitative partnerships, building a network of communications with relevant entities that support gender balance, and creating agreements to exchange knowledge and experience in order to achieve common goals and reduce the gender gap.

4. What have you found to be the most difficult problem to tackle, in regard to either your position specifically or your agency generally? 

Spreading awareness that supports the concept of gender balance! It’s really hard work, trying in every way to change the old or general misconceptions about creating equal opportunity for both women and men. So, we desperately need to improve the organizational culture and correct the prevailing societal thinking about the role of women and men at work. We should enhance the importance of involving both women and men together to achieve the main objective and to clarify the benefits of achieving gender balance in increasing the country’s domestic product. 

5. For those in our MPPA community interested in working in the field you are in, could you give us a few tips that helped you during or after your time at CLU to get you to where you are today?

The most important tip I could provide to everyone in our MPPA community is to find passion in every field you work in! The MPPA program emphasizes the importance of considering every problem or gap at the policy level, not just theoretically. I wouldn’t have done what I’m doing today without this program. If I were to give another piece of advice, I would say you should contribute to your community and promote social responsibility, no matter how small or insignificant your contribution is. At CLU, we learn the essential role that the individual plays in improving communities. When I got back home, I began to work on improving and developing all that I saw as shortcomings, even without financial compensation, because I reaped greater profits than money, which is to see what I do being implemented in reality and feel that all my proposals are considered! 

Thank you for your time on this interview! We look forward to hearing the great changes and work you will accomplish in your new role.

Interview with Leo Casiple

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1. Congratulations on winning the Toastmasters’ Club Level International Speech Contest and participating in the Peacewriter Prize Competition! For those who don’t already know you and all your many interests and accomplishments, could you introduce yourself to the MPPA community?

Thank you. I won the Area 6 Contest in November 2021 and will advance to the Southern Division contest in March 2022. The International Speech Contest is 5-7 minutes long: anything less than 4.5 minutes or over 7.5 minutes results in a disqualification. 

I did not place in the top three essays in the 2021 International Peacewriter Prize Competition, Brussels, but many colleagues have mentioned that I could teach an entire college class with the elements I wrote about.

I was born in Southern Philippines where the dialect is Cebuano – a mixture of Spanish and Malay – not Tagalog (the national language). The Spaniards colonized the islands for over 375 years, and as a result, the Philippines became the only Christian country in Asia. 

My parents came from a very humble background, yet they ultimately became professionals. My father was a lawyer for the government and my mother a public health nurse. We immigrated to the US in the 1980s during the height of martial law. Even though I was always an honor student, unaddressed trauma led to trouble; I never finished high school. I enlisted in the US Army with a GED and a Green Card, where I flourished in the competitive and disciplined environment.

On two occasions, I failed the 21-day Special Forces Assessment and Selection Course– I made it on the third attempt.  Of the 4,000 that apply annually, approximately 3% earn the Green Beret. Incidentally, the Green Beret is the only military headgear that was established by Presidential Decree by John F. Kennedy.

While in the Army, I volunteered to study the Arabic language for 18 months at the Defense Language Institute in Monterey, CA. I maintained a near-native proficiency until I left the Army. After 21 years, I was medically transitioned due to injuries. The ensuing years were physically and psychologically difficult . I could not walk without walkers, crutches, or canes. I could only think in five second increments into the future. The lack of sleep fueled my anxiety. 

Thankfully, with the help of surgeons, I can walk again. With one GI Bill, I earned two graduate degrees: an MBA in Global Management from ASU Thunderbird School of Global Management and an MPPA from California Lutheran University. Additionally, I earned a scholarship at the Academy of Competitive Intelligence in Boston where I learned to recognize threats to business.

I’m married to Cecile who was a rock while I was away on deployments and was a boulder to lean on during my recovery. She is a career nurse with certifications in Med-Surg and Critical Care Nursing. My three boys are all grown, and two are still in college. All of them play music: drums, piano, guitar, and trombone. A few years ago, we rescued Mia, the kindest, best, and most lovable Bichon Frise. She’s the daughter I never had.

2. As you mentioned to me in the past, Toastmasters is a program that helps others develop their public speaking abilities. What motivated you to get involved with the program, and are you able to touch on the topic of your winning speech and why you chose it?

I have always been an introvert and extremely shy. I prefer to be in a library surrounded by books and magazines. However, in the Army, an outward-facing persona is non-negotiable. When I shifted to Special Operations, I had to present to senior US military leaders, Ambassadors, State Department executives, and foreign allies. I quickly found that public speaking and presentation skills were key to relationship-building and long-term global success.

I am grateful for Toastmasters because it is affordable and structured for success. I improve quickly because of the supportive environment. No one is criticized in Toastmasters. We use the Oreo Method/Taco Method. Critiques begin with things that went well, followed by suggestions to improve, and always end with positive comments.

The title of my speech is “The Enduring Quality of Grit.” It’s 6.5 minutes long and is based on my life story. The speech starts out with life as an abused child, bullied teenager, and being held down while others tattooed a green dot on my forehead. I felt worthless. I hated looking at myself for many years. The tattoo is still there today.

The topic then switches to Army life and transformation from oppressed to Green Beret. Halfway through, I take the audience through living with excruciating pain due to injuries: it was a period full of despair. When I could not walk, I felt that bullies would come after me again. The accumulation of anger and sadness tore my family apart. At the end, I speak about the ability to walk again, self-forgiveness, and my family coming back together with more love and respect for one another.

To pay it forward, I buy my wife flowers every single week. I live the best version of myself every single day. Most importantly, I give my healing away to keep it.

3. I have read your Peacewriter Prize essay, and it is both innovative and practical– something all policy solutions strive to be. What is the main point (or two) that you would like your readers to take away from your essay?

Thank you!

First: We must teach acceptance, not just tolerance. Finger-pointing does not solve problems. Open, honest, and frank communications is not only a good start, but also an energy-efficient, sustainable model for communities.

Second: The conventional military approach to peacemaking is an impatient model. The unconventional approach is more enduring, works through the legitimacy of the populace, and empowers communities to become self-sufficient.

4. Being a veteran, you possess a unique perspective and understanding on peace and strategies to establish it. How do you believe that perspective influenced or inspired the strategies you recommended in your essay?

As a child, I witnessed the negative effects of martial law in a one-industry, agrarian ecosystem in Southern Philippines. As a Green Beret, I returned to the same island after the 9/11 attacks to help assess the Philippine national counterterrorism policies, regional objectives, and local implementation of security programs. It was a unique professional opportunity that also clarified long-held beliefs since childhood.

The ideas are a blend of eclectic knowledge from the CLU MPPA, Global MBA, Competitive Business Intelligence, Area and Cultural Studies, Nonprofit leadership, work experience communities weakened by crises, and grassroots insight as a resident of many countries. Also, I am awed at the success of enduring international corporate brands– how they keep customers and clients engaged through feast or famine.

In the military, we built relationships through physical exercise. I have always been concerned for the welfare of the marginalized – the disabled politician, the child who does not yet possess adult strength, or the influential elderly leader who has become frail. They are still key nodes in the community, but cannot participate in conventional team-building exercises (i.e., catching someone who is falling backwards or running with their teammates). Their presence is more influential to the local culture than athletic prowess. Will they always feel marginalized or left out?

I found the answers in Pat Hanlon’s and Clotaire Ropaille’s books, and in Tuckman’s stages of team building. I figured out a way to build strong teams in a classroom setting, in office cubicles, without exercise or injury, that is inclusive of all members of the community. 

Ultimately, I am inspired by the opportunity to build communities that are economically viable and socially responsible.

5. You mentioned that distrust is a major factor that keeps peace from being attainable in Mindanao, and I would venture to apply that same concept for the rest of the world. For those who are interested in becoming public administrators, what would you recommend they do to increase trust in their spheres of influence?

This is a very good question. I want to demystify trust with an analogy about branding with snacks.

My favorite snacks are easy to find, quickly identifiable, always look/taste the same, and have a logo/slogan/jingle that resonates with me. When I take a bite, the flavors are predictable and similar from one package to the next, year after year. If the flavor, logo, price, or slogan changes without warning, I lose trust, and I quickly choose a substitute. I’m okay with change if the company tells me in advance.

The same is true of administrators. To convey trust, one must be predictable in appearance, in action, and in speech. To keep the populace interested, we must schedule regular interactions (e.g., weekly meetings, monthly newsletters, certificates of appreciation, or annual celebrations) to set a tone of normalcy. And, if changes have to be made – with an aura of calm and confidence – administrators must occupy center stage to forewarn the community that the “flavor” of the community is about to shift. 

People like to be surprised with “good” news; they do not appreciate being blindsided with “bad” news. Transparency lessens the subjective shock of a slight shift in policy.

When we empower through transparency, a few things happen: 1) tension is managed amongst all stakeholders; 2) the strategic triangle stays taut which keeps the three nodes uniquely recognizable; and 3) complex and complicated issues never become chaotic.

Thank you for your time in answering these questions! Congratulations again, and on behalf of the rest of the MPPA community, we wish you the best on your upcoming speech competition and projects.

A Student’s Perspective: The Voinovich Challenge

~ Madison Bartula-Henkle

mads iorem

For those of you who I have not met yet, my name is Madison, and I am finishing up my MPPA degree this year. As I am sure most of you know, one great part of this program is the amount of career and skill-building opportunities our professors and advisors share with us. Through this program, I learned about Dr. Khan’s nonprofit organization IOREM. Dr. Khan co-founded the International Organization for Remittances and Migration in 2020. This past spring, IOREM wanted to bring on a student intern, and I jumped at the opportunity to work in the nonprofit sector.

Since being with IOREM, I have been working wherever needed. I even got the opportunity to help plan and facilitate our Summer Workshop, which took place in August. Our biggest win thus far was taking home second place in the Voinovich Challenge for Public Innovation. The challenge is run by the Voinovich School at Ohio University, in collaboration with NASPAA (Network of Schools of Public Policy, Affairs, and Administration). 

I was both terrified and elated when Dr. Khan asked me to present with him. I still get nervous when it comes to public speaking, and I knew how significant this opportunity was for IOREM. I was so honored that Dr. Khan trusted me enough for the job and the competition. We spent a lot of time fine tuning and practicing our presentation. On October 29th, Dr. Khan and I presented IOREM and our upcoming research project to a panel of esteemed judges, some of whom were former winners of the challenge. After all was said and done, we took home second place! 

Working with IOREM has taught me so much; not only about the industry but about myself. I have been able to build my professional and personal skills thanks to this opportunity. Ultimately, read your emails and take advantage of everything this program can give you! 

How To Series: Internships at the County Government 

~Erin Niemi 

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County of Ventura Internships

As a young person trying to establish a career in public service, one of the highlights of my 2021 was getting to intern at the County of Ventura in their Public Service Internship Program. The Program consisted of various work opportunities within different County agencies and departments (e.g., County Executive Office, Human Services Agency, the Fire Department, etc.) and opportunities to learn more about each field while gaining real-world career experience. 

My internship took place within the County Executive Office in the Human Resources Division on the recruitment team. During my internship, I got to use my former academic background in communication and my current academic background in public policy and administration to learn how the Human Resources department advertises and recruits for open job positions, as well as acquire additional soft skills in the workplace, such as time management, teamwork, and how to become a leader. My favorite part about the internship was being able to hone in on my creative side and work on social media and advertising campaigns for open recruitments in the County, as well as channel my analytical side and assist with larger projects requiring organization and critical thinking. 

Current County Role

I work as an HR Business Partner Assistant within the CEO Office, Human Resources Division. There, I assist with certification, written exam development, social media marketing, and Equal Opportunity Employment recordkeeping and organizational tasks. I enjoy my work because I get to bring my creative side into every project I do while simultaneously interacting with the taxpayers of the County of Ventura in order to help them find a career role they can succeed in. I believe a lot of the skills I learned in my internship carry over into my job today; and because I have a foundation of soft skills, knowledge of the County, and the human resources field, I find my work to be rewarding and relevant in today’s evolving workplace. I especially love the ability to make a positive impact on our constituents’ lives on an individual level, and I am dedicated to serving them with every daily task I complete. 

Recommendations

My recommendation to anyone wanting to join the County or to work either in an internship or in a full-time role is… just go for it! If you have a passion for anything in your career, whether its medicine, construction, environmental science, or public administration, there is a job for it at the County. I also recommend visiting the County HR website at hr.ventura.org to find a job that interests you and to check out our resources to learn more about our application process and organizational values. When you fill out your application, be sure to answer each question as fully as possible and showcase the skills you bring to the table. Details never hurt, and don’t be afraid to be yourself when you answer the questions! I believe careers within the public sector offer you an extremely rewarding career, and I encourage people to seek out careers where they can make a positive impact in their communities while remaining true to themselves and utilizing their talents.

How To Series: Human Resources in Local Government

~Katie Reynolds

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The Public Sector: Government Agencies 

When referring to Public Service ,there can be some confusion about exactly what types of organizations are included. The Institute of Internal Auditor (IIA) clarifies what is meant by the term Public Sector, to provide guidance for their members and to identify specific criteria to appropriately classify organizations around the world as being in the public sector. 

According to IIA, the Public Sector consists of governments and all publicly controlled or publicly funded agencies, enterprises, and other entities that deliver public programs, goods, or services. The Public Sector may exist at any of four levels: 

  • International (multistate entities or partnerships).
  • National (an independent state).
  • Regional (a province/state within a national state). 
  • Local (a municipal-level body such as a city or county) (Duke & Danesco, 2011)

The County of Ventura is a “general law” county, governed by a five-member, elected–by-district Board of Supervisors. The Supervisors appoint a County Executive Officer (CEO) to oversee the County budget, day-to-day operations, as well as to advise, assist and act as an agent for the Board of Supervisors in all matters under the Board’s jurisdiction. 

The services provided by the different agencies and departments include general government administration, elections, public protection, such as law enforcement, fire protection, and watershed protection, public ways and facilities including construction and maintenance of roads, healthcare, environmental health, public assistance, libraries, and recreation and cultural services. In addition, enterprise funds account for the operations of the Ventura County Medical Center, the Santa Paula Hospital, and Ambulatory Clinics, Ventura County Health Care Plan, two airports: Camarillo and Oxnard, Channel Islands Harbor, Waterworks Districts providing sanitation and water services, and Parks. 

My Journey With the County of Ventura

I applied to the County because I needed healthcare benefits for my family and had heard they had great plans. Additionally, I was eager to rise in the workplace and understood I could promote within the County without losing coverage. My first appointment in 1992 was as an Office Assistant III for the Ambulatory Care Clinics Operations Manager. After six months, I was promoted to Management Assistant II.  

My career development at the County has been remarkable and very rewarding. I have been promoted repeatedly and today am a Personnel Analyst III working for the County Executive Office in support of departments and agencies throughout the enterprise. I truly am committed to the applicants for each recruitment and the departments and agencies I serve. I believe that in a small way I can contribute to creating the amazing lifestyle available here in Ventura County by supporting the County as it serves its constituents.

Recommendations

Whatever your goals you can probably find a position within the County of Ventura that would be of interest to you. As a Senior Human Resource (HR) Business Partner, I have been asked many times how to find the jobs available at the County. I direct inquiring individuals to the HR web page which has helpful information. It is also a good idea to review the information under the “How to” links to prepare for the different examinations and the selection interview.

It pays to do research. Every public sector enterprise has a rich presence online. You can learn much about each agency and the departments within each agency by spending time linking on links and reading the information posted. If you have questions about job opportunities the Human Resource department is your first contact. I encourage you to take time to investigate opportunities.

I invite you to check out all the public sector opportunities throughout the County, such as cities, school districts, water districts, and special districts. They all offer ways to contribute while fulfilling your professional endeavors. 

If you have questions, please, feel free to contact my email at katiecreynolds@gmail.com.

Barter is Alive and Well in Oaxaca, Mexico

~Sabith Khan, Ph.D.

Oaxaca Woman (2)

Here is a discovery I made, based on one interview in Oaxaca, Mexico. I know that for a scientifically reliable insight, a sample size of one is not considered reliable. However, indulge me as I share one remarkable insight into how artisans and crafts persons are surviving the pandemic in Oaxaca, Mexico.  The secret: through barter.

On a recent visit to one of the pueblos in the vicinity of Oaxaca de Juarez in Oaxaca, I encountered an artisan – a lady who works with red clay – and is someone part of a women’s cooperative formed about 20 years ago.

The potters who form the cooperative are all women who work with clay to form various types of products – plates for food, ornamental objects for decoration, and kitchen utensils, too. This has been a way of life for them for centuries, and though sometimes times are tough, these women have stuck it out. I was interested in learning more about how they are surviving the pandemic. One of the women said, “Well, we are not asking for money anymore. We are ok with barter. If a farmer pays us with onions or tomatoes instead of cash, we are ok with it.” Oaxaca Pottery

“So, barter is what you are doing,” a colleague of mine inquired.

“Yes, we don’t call it that; but yes, an exchange of somewhat equal value.”

The leader of the group, Doña Macarena, was not too happy with this setup. Though she didn’t speak to the is sue of barter directly, she pointed out that people sometimes don’t recognize the value and craft involved in making clay pots. “We are artisans making beautiful products, and sometimes we find people who don’t recognize our talents and work,” she said.

However, as I prepared to leave the workshop, after a lively demonstration during which Doña Macarena made a Comal for us, in no more than 10 minutes, an exquisite plate-like object, she added that this was the very first clay object that she learnt to make from her own mother. “I am happy to be keeping up the tradition and knowledge; that is how we survive,” she added. That, and a little bit of innovation and a little bit of pragmatism seem to be the trick to surviving the pandemic for these artisans.

How To Series: California Natural Resources Agency

~Jacqueline (Jacki) Phelps, MPPA 

CNRA

The California Natural Resources Agency (CNRA) is an executive branch agency within the state that reports to the Office of the Governor. Specifically, CNRA oversees and supports the work of twenty-six state departments, conservancies, and commissions that are charged with managing the diverse natural resources located within the 100-million acres of land that make up the state of California. A comprehensive list of agencies within CNRA can be found here. The mission of CNRA is to “restore, protect and manage the state’s natural, historical and cultural resources for current and future generations using creative approaches and solutions based on science, collaboration, and respect for all the communities and interests involved.”

In addition to this overarching mission, each agency within CNRA has a specific mission and role in managing the state’s resources. The California Coastal Commission (Commission) is a CNRA agency with a mission to protect and enhance California’s coast and ocean for present and future generations. This is done in partnership with local governments by regulating development activities along the state’s approximately 1,200-mile shoreline in order to protect resources such as sensitive habitats, water quality, public access, and recreation. 

While completing my undergraduate degree at UC Santa Cruz and searching for potential internship opportunities, I became familiar with the Commission and was immediately drawn to its strong mission. The Commission has six offices located along the coast, including in Santa Cruz and Ventura. Although there weren’t any internships posted online, I contacted the district director in the Santa Cruz office, conveyed my interest in the agency, interviewed, and was offered an internship opportunity. I knew immediately that the Commission was a great fit for me and while still working to complete my degree, successfully passed the examination process that is required to be eligible for a paid position. After graduating I applied for and was offered an analyst job in the Commission’s Ventura office. Currently I hold the position of district supervisor and have been working in the Ventura office for nearly ten years. 

Applying for a job with the state can seem daunting, as there are often several steps that need to be taken prior to becoming eligible for employment. Most often, an interested candidate must successfully complete an examination for the specific job classification that they are interested in, and then they are able to participate in the application process. The CNRA website provides helpful information on this process. Additionally, most agencies have a “Jobs” tab on their website with additional information on the hiring process and the positions available. For example, the Commission website has links to the appropriate application forms, examination announcements, as well as a list of available paid and volunteer positions. If there is a specific agency that you are interested in, I encourage you to try and connect with employees of that agency to gain insight on the work of the agency, as well as the skills that would help to make you a successful candidate. Additionally, the human resources or recruitment office of that particular agency can offer guidance to ensure that you are completing the appropriate steps to become eligible for employment. 

In the Environmental Policy and Planning course that I teach, we take an in depth look into the functions of many CNRA agencies, as well as the laws that they implement. Employees of local agencies and organizations also join us to not only share their work but also their path to obtaining their current position. Additionally, course assignments give students the opportunity to conduct in-depth research on an environmental policy topic of their choosing. This allows for research into specific agencies, like those within CNRA, as well as existing laws and policy frameworks. In class this summer, students examined several interesting and pertinent topics including wildfire, coastal public access, and temperature increase as a result of climate change, and they were able to share their findings and analysis with the class.  

This winter term I will also be leading a capstone project in partnership with the County of Ventura Resources Management Agency to research and analyze existing laws and policies relating to environmental justice in order to propose recommendations for the El Rio/Del Norte Area Plan Update. This capstone is a great opportunity to gain insight into policy creation through the lens of environmental justice.

Please feel free to get in touch with me at jphelps@callutheran.edu or connect with me on LinkedIn if you have any questions about the course or if you are interested in learning more about a career in the environmental field!

Interview With the 2021 Theses Writers

Theses Writers: Hope Ramos and Maya Hoholick

Interviewer: Patricia Palao Da Costa

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  1. I read through the major parts of your thesis, and I learned a substantial amount of information on the Sustainable Groundwater Management Act (SGMA) of 2014. For readers who aren’t familiar with this water policy, how would you explain it to them?

Hope:

SGMA is California’s first official groundwater regulation policy that calls for the formation of local groundwater sustainability agencies (GSAs) in areas of high and medium priority basins throughout the state. These GSAs must also develop and implement groundwater sustainability plans (GSPs). GSPs seek to halt the overdrawing of groundwater in basins, and for these basins to maintain balanced groundwater levels for recharging.

Maya:

The Sustainable Groundwater Management Act (SGMA) is a state act that sets a framework for groundwater preservation for the next 20 years. Local entities must form their own Groundwater Sustainability Agencies (GSAs). Those GSAs must then form Groundwater Sustainability Plans (GSPs), which informs the State of California of their groundwater protection goals, pumping restrictions, and actionable projects. 

  1. Although both 2021 theses were written on the SGMA, both took very different approaches. What was the focus of your study, and what inspired you to choose this topic? 

Hope:

For my thesis, I wanted to focus on the perspective of the farmers in Northern California. I come from a family of farmers, and during the 2011-2017 drought, they had to purchase a new well to draw out groundwater because their old well had dried up. SGMA was implemented in the thick of this drought, and many other farmers went through the same circumstances as my family, so I wanted to see how farmers felt about groundwater being regulated for the first time in California’s history. 

Maya:

The focus of my study was the Fox Canyon Groundwater Trading Pilot, which is a water market established through the active citizenry of local Ventura County farmers. I was inspired to choose the topic due to my past professional scientific experience centered around environmental and water resources. It was important for me to dive deep into the intersection between public policy, environmental resources, and Ventura County stakeholders to create positive change for Ventura County residents after graduation.

  1. Before you began your research, what were your hypotheses or assumptions of what you would discover? For those who haven’t read your research (yet), what were your actual findings? 

Hope:

My hypothesis from the very beginning was that farmers would be against SGMA or at least hold some sort of negative feelings towards the legislation. I came to this hypothesis based on how my family talks about government and politicians, and then I generalized that most farmers would have similar attitudes based on being in the same geographical location. My actual findings were pretty similar to my hypothesis: farmers did tend to have a more negative outlook on government interference with their agriculture and groundwater. But an anomaly that I found in my findings was that there were a good number of farmers who had some sort of hope or optimistic feelings about the future of SGMA. Overall, the majority of feelings were negative.

Maya:

Before I began my research, I set out to make a quantitative measure of which basin (the Las Posas, Pleasant Valley, and Oxnard Basin) would best support a water market. Overtime, the thesis evolved into a case study of the pilot and a workable template for California counties who aim to establish their own market. I formulated my thesis to recommend local entities best resource management practices, effective stakeholder engagement, and proactive strategies.

  1. In your work, you mentioned several stakeholders involved with the SGMA. Taking the factors of influencing policy into account, who do you believe has the greatest influence in the construction of water policies like SGMA? Are there others that you believe deserve greater influence?

Hope:

The primary stakeholder that had the greatest influence and power would have to be the water agencies, as they are the ones who were creating the GSAs that will be regulating the groundwater of their specific area. Of course, I think that farmers should have a greater say in the creation of these groundwater agencies, to make sure that they are adhering to the needs of those who use that resource most frequently. There have been conversations and delegations between water agencies and farmers, but I think there could be more dialogue and compromise between the two. 

Maya:

The 1976 court case City of Los Angeles v. San Fernando inspired the state’s 2014 Sustainable Groundwater Management Act. Court cases, like these, adjudicate basins and sometimes result in policy creation. In 2014, Governor Jerry Brown took action in the midst of a six-year long drought. California stakeholders relied heavily on groundwater due to lack of  precipitation. The state initiated the California Water Action Plan after determining the large amount of water used and the actual water resources left in the basins. 

I believe a decentralized system works better for water resources management, with a centralized power ensuring local plans and projects are initiated. In the case of SGMA, the state’s new regulation initiated local action for groundwater sustainability. Many farmers agree that these urgent and strict regulations are necessary for preserving the groundwater basins, even if there is a shift in historic groundwater management. 

Local agencies and actors have the best knowledge of their resources and stakeholders, and therefore can set effective plans to incentivize conservation. Local agencies must apply these SGMA regulations to their specific basins. The plans are based on their stakeholders’ needs, economy, climate, and geography. The state’s regulatory action was effective in spurring local agencies to assess and activate plans to preserve their resources.

  1. From all you read, researched, and wrote about the SGMA, what is the main point that you want everyone to take away from reading your thesis?

Hope:

I think one of the main takeaways from reading my thesis is that SGMA is just one step forward in creating a better system for groundwater distribution and recharge in California. California struggles greatly with maintaining a healthy level of water, so seeing the implementation of SGMA will be an interesting step to see if it will work in the long run. Another main takeaway is the focus on cooperation and collaboration between stakeholders. SGMA is a policy that implements a new concept for everyone using groundwater, so it should be created and heavily endorsed by those who it will affect the most. Not everyone is going to like it, shown from my results, but the state should be open to constructive criticism and make changes if SGMA gains more negative emotions further along in its implementation. 

Maya:

Water resources are scarce in California, especially in Southern California. It’s crucial that local governments set plans to conserve water resources, but also develop additional water sources. With climate change, the periods of drought extend while the periods of heavy rainfall events from atmospheric rivers extend, pushing our fresh water straight to the ocean. Water policy developed on the local level is more effective; that way, local policy matches the needs of water-reliant stakeholders, agricultural businesses, economy, geology, groundwater dependent ecosystems, and habitats. It is crucial that local governments establish plans to secure future water resources and adequately support future residents and businesses. 

  1. As you could attest, writing a thesis takes a significant amount of dedication, knowledge, and time. What are a few insights to anyone interested or curious about the thesis process, the resources available to them, and any other wisdom you wish to impart to our MPPA community?

Hope:

Writing a thesis is hard and takes a lot of time, so if you are thinking about writing one, then I suggest narrowing your topic down right now and collaborating with Dr. Khan, Dr. Carson, or any professor so that you have a good foundation. When you are thinking about a topic, make sure that you are picking one that you are passionate about because you will be focusing on that for the next year or however long it takes you. In terms of resources, Cal Lutheran provides everything right at your fingertips, and all you have to do is reach out and ask for help from professors and respective faculty. All of the professors and faculty that I reached out to were more than happy to help, and it made the thesis process a lot less scary when you have people helping you with this huge task. Good luck to everyone who is thinking about doing a thesis, it really is a rewarding feeling being able to hold the physical copy of your thesis and being able to say that you did it. And good luck to everyone in the MPPA program; I loved my time in the program and learned so many incredible things that will help me in the next step in my journey.

Maya:  

I encourage everyone in the MPPA community to write a thesis. I advise that students enroll in Research Methods early on in their graduate career and begin brainstorming topics of interest. Every class in my degree aided my thesis with the implementation of different teachings, topics, and assignments.

Additionally, I had immense guidance from CLU professors. Dr. Sabith Khan introduced me to Dr. Matthew Fienup when I asked for thesis advice. Dr. Matthew Fienup helped create the Fox Canyon Groundwater Trading Pilot and guided me through the thesis research, interviews, formulation, and editing. I suggest every student engage with their professors on feasible topics for potential research– even just throwing around ideas may provide some good direction. 

Writing is one of the most important skills to possess as a policy professional. Embarking on a thesis increased my confidence as a writer and professional. My thesis has also allowed me to speak at conferences nationally and internationally. Moreover, it has acted as a great writing sample for job interviews!

 

To receive a copy of Hope and/or Maya’s theses, email sabkhan@callutheran.edu or ppalaoda@callutheran.edu.

Summer 2021 Capstone: Ventura County Planning Division

Analysis of Sea Level Rise Survey Distributed by Ventura County Planning

County of Ventura water rise image (1)

~Matthew Burdette, Leo Casiple, Deborah Gow

Faculty Advisor: Dr. Loredana Carson

“Sea level rise as the result of “climate change is one of the most complex issues (,) … involves many dimensions – science, economics, society, politics and moral and ethical questions” (NASA, 2020).  Uncoordinated actions can negatively affect the trajectory of communities along the Ventura County coastline, alter the fiscal sustainability of the state of California, complicate the US defense strategy, and disturb the rhythm of the global economy. [From the opening remarks of the Capstone narrative.]

This team was assigned to a project brought to the department by the Ventura County Planning Division as part of their Ventura County Resilient Coastal Adaptation Project that is an ongoing effort to prepare the county for issues pertaining to sea level rise predicted to impact the county over the next century. Although some of the predictions may not occur until the end of the century, others may take place by or before the year 2030. Therefore, the county is actively working on planning that would mitigate the impact of rising waters on coastal communities throughout the county.

As part of the process, the county distributed a survey in December 2020 with the intent to gather information about community preferences pertaining to sea level rise planning activities and adaptation strategies designed to mitigate the impact of sea level rise. The 10-question survey asked respondents to detail their beach usage, as well as their preferences and opinions of various planning strategies currently under consideration.

The Capstone team was asked to prepare an analysis of the date, which included both qualitative and quantitative responses and to summarize the data in both a narrative and a graphic format for ease of sharing the analysis.

The objectives of the project were as follows:

  1. Organize the date, combining digital and paper responses and translating the Spanish versions to English. To ensure that all the data was entered into a single database for processing.
  2. Use Excel to analyze the quantitative responses and prepare visual charts and graphs to illustrate the responses to these questions utilizing descriptive statistics.
  3. Examine all qualitative responses to open-ended questions and code responses into thematic elements to present the findings in a meaningful synthesis of the responses.
  4. Provide conclusions and recommendations based on the analyzed data.
  5. Prepare a narrative report of the findings suitable for use by Ventura County Planning.
  6. Design a PowerPoint presentation slide deck to share with the Ventura County Planning Division at a department meeting. The same presentation can be modified to share with the MPPA and Cal Lutheran communities.

The Capstone team was able to complete all the goals set out for them and looks forward to sharing the results in the near future.