California Special District: Exceptional Public Outreach by California Special Districts Association

California Volume 8, Issue 5, Sept - Oct 2013

Publication of the California Special Districts Association

In this Issue

Exceptional public outreach

Executive Directorâ&#x20AC;&#x2122;s message [4] What CSDA is watching [8] Ask the experts [10] Movers and shakers [11] Shining a light on transparency: Interview with five special district transparency certificate of excellence recipients [14]

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[Contents]

Volume 8, Issue 5 Sept - Oct 2013

SJVCD

Shining a light on transparency: Interview with five special districts

Why social media?

Printed on recycled paper.

Departments 6

CSDA News CSDA’s Special District Leadership Academy Conference; General managers network at GM Leadership Summit; Local chapters affiliated In Brief Recycled water and bees; Healthcare district awards grants; East Bay Regional Park District buys acres; New headquarters; RPD to open ice skating rink; CSD goes paperless; New park in Napa County; Library offers bedtime math California Special District – Sept-Oct 2013

Solutions & Innovations Connecting through translation Community Connections Educating the public through tours: Sonoma County Water Agency

Legal Brief Let’s be clear: Using plain language

SDLF Taste of the City reception shines in Monterey

Managing Risk Safety First; Safety Claims Education Day; New OSHA safety training requirements

Money Matters Property tax revenue returned to special districts’ core services

What’s So Special Art in an airport

Officers Stanley Caldwell, President Mt. View Sanitary District Pete Kampa, Vice President Tuolumne Utilities District Noelle Mattock, Secretary El Dorado Hills Community Services District Ginger Root, Treasurer Country Club Sanitary District Jo MacKenzie, Past President Vista Irrigation District Neil McCormick CSDA Executive Directdor

Members of the Board Jim Acosta, Saticoy Sanitary District Steve Esselman, North of the River Municipal Water District Vince Ferrante, Moss Landing Harbor District Elaine Freeman, Rancho Simi Recreation & Park District William Nelson, Orange County Cemetery District Greg Orsini, McKinleyville Community Services District Steve Perez, Rosamond Community Services District Timothy Ruiz, P.E., East Niles Community Services District Phil Schoefer, Western Shasta Resource Conservation District Sherry Sterrett, Pleasant Hill Recreation and Park District Elaine Sullivan, Leucadia Wastewater District Kathy Tiegs, Cucamonga Valley Water District

CSDA Staff Neil McCormick, Executive Director Megan Hemming, Professional Development Director Cathrine Lemaire, Member Services Director Kyle Packham, Advocacy & Public Affairs Director Todd Winslow, Publications Director Emily Cha, Receptionist George Cordero, Legislative Intern Nicole Dunn, Editor Sharon Foster, Professional Development Assistant Ralph Heim, Legislative Representative Dorothy Holzem, Legislative Representative Jess Lima, Staff Assistant Christina Lokke, Legislative Representative Charlotte Lowe, Executive Assistant Jimmy MacDonald, Legislative Analyst Jacqueline McEvilly, Member Services Intern Miryam M. Barajas, Public Affairs Specialist James Wilfong, Senior Designer Travis Wills, Member Services Coordinator Rick Wood, Finance Manager For editorial inquiries, contact Nicole Dunn at 877.924.2732 or nicoled@csda.net. For advertising inquiries, contact Diana Granger, Granger Marketing Works, at (530) 642-0111 or granger@cwo.com. 1112 I Street, Suite 200 Sacramento, CA 95814 t: 916.442.7887 f: 916.442.7889 toll-free: 877.924.2732 www.csda.net

executive director’s message

Setting the course for CSDA – serving all districts The CSDA Board of Directors and staff recently held our planning session to review the progress with the current strategic and staffing plan, as well as to develop updates to take us into the future. The review was beneficial and provided great perspective on the significant growth in programs and resources for members that CSDA has experienced in recent years.

From a staff perspective, it was great to see the diverse group of CSDA board members, representing all types and sizes of districts throughout California, come together around what became a common goal and theme: providing the best in representation, resources and value to all special districts. The focus was on continuing to grow, add value and serve our members! So….what were the results of our one and a half days together? I have to say we got a lot accomplished in such a short time together. We have updates to the goals and objectives in our strategic plan, and extended plans for the future staff resources necessary to best serve and represent our members in regions throughout the state. Additionally, the board worked to ensure balance in our six regions as

A proud California Special Districts Alliance partner

CSDA continues to grow, and began development of new responsibilities and expectations that they will take on individually in their respective regions to facilitate even greater outreach and communications to members.

As an organization, our compass is aligned and the course is set! The CSDA Board has set the policy direction and staff is prepared to develop and implement strategies and a work plan to accomplish the established goals and objectives. One thing remained clear throughout the session - going above and beyond in representing and providing value to all CSDA members is paramount and built into everything we do. As an organization, our compass is aligned and the course is set! We appreciate the continued support of all CSDA members!

For complete program descriptions and information about registration and accommodations, visit the Education section of the CSDA website at www.csda.net or call CSDA at (877) 924-2732.

Professional Development Calendar

october S

October Oct

Must Have Communication Protocols for Board and Staff - WEBINAR

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Best Practices in Agenda Preparation and Taking/Recording Minutes - WEBINAR

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Board Secretary/Clerk Foundations, Southern CA

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13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

november

Staying in Compliance: Understanding Fundamental Special District Laws, Southern, CA

Records Retention and Management - WEBINAR

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10 11 12 13 14 15 16 17 18 19 20 21 22 23

November Emergency Preparedness - WEBINAR

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Ethics Compliance Training – AB1234 - WEBINAR

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Special District Leadership Academy Conference, Napa

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CSDA’s Special District Leadership Academy

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Special District Leadership Academy Conference November 17-20, 2013 - Napa Valley Marriott

California Special District – Sept-Oct 2013

CSDA NEWS CSDA’s Special District

Leadership Academy Conference Complete All Special District Leadership Academy Courses in One Location! Participate in the newly formed Special District Leadership Academy Conference and complete all four modules of the Academy during the course of a two and one-half day conference. CSDA’s Special District Leadership Academy Conference will be held November 17 – 20 at the Napa Valley Marriott. Attendees will learn: • To work as a team: the roles of the board and staff in your district. • Attributes and characteristics of highly effective boards. • How culture, norms, values and operating style influence the district. • Specific jobs the board must perform. • How individual values, skills and knowledge help to shape how effective boards operate. • The importance of moving from “I” to “We” as the governance team. • The board’s role in setting direction for the district; establishing and supporting the structure of the district; holding the district accountable on behalf of the community; and serving as community leaders. • The board’s role in finance and fiscal accountability.

District Snapshots

PHOTO: Innovative play structure at Rancho Simi Recreation and Park District’s Mayfair Park.

This conference content is based on CSDA’s Special District Leadership Academy (SDLA) groundbreaking, curriculum-based continuing education program, which recognizes the necessity for the board and general manager to work closely toward a common goal. SDLA provides the knowledge base to perform essential governance responsibilities. Whether you are new to a board of directors or someone who has served for many years. Watch your mailbox for registration information and make your hotel reservations now. Room reservations are available by calling 1-800-228-9290 and requesting the CSDA Special District Leadership Academy rate of $149 single/double plus tax. This room rate is available to conference attendees three days before and three days after the conference based on availability. All reservations must be accompanied by a first night room deposit or guaranteed with a major credit card. Reservations must be received by October 18, 2013; however, room quantities are limited and may sell out before that date. The first night room and tax becomes non-refundable if a reservation is cancelled after the cut-off date.

General Managers Network and Learn at Second Annual General Manager Leadership Summit Over 160 people gathered for the second General Manager Leadership Summit in July at the Hyatt Regency Newport Beach. Summit attendees consisted of special district general managers and other special district staff members from throughout the state. The Summit kicked off with a reception sponsored by Bergman Dacey Goldsmith. California CAD Solutions, Inc. was also on hand to give attendees a firsthand look at CSDA’s Special Districts Mapping Project. This online, interactive map includes the locations for more than 2,000 special districts and allows users to search by district name, type or county. The conference got into full swing the next day with an opening keynote featuring Robert Stevenson and his session “The Leadership Formula – It’s a Process, Not an Event.” Attendees later focused on topics including: effective use of social media for special districts, employee performance, strategic planning, building and maintaining community support, risk management, pension reform, managing ethics in a crisis, GM performance evaluations and the Public Records Act. Event attendees also participated in the following keynote presentations: “Bringing Out the Best in Your Board,” a mid-year legislative update and a closing session from Dr. Frank Benest on “Surviving the Retirement Wave.” Thanks to the participation of the Special District Leadership Foundation (SDLF), fourteen special district leaders were able to attend the GM Leadership

California Special District – Sept-Oct 2013

Summit at no cost for their registration fees. SDLF provided funding for attendees from economically disadvantaged areas through the Access to Excellence Grant, which is funded through the Wells Fargo Foundation. SDLF also provided scholarships to first-time attendees from districts with budgets of under $5 million through their 2013 Education Allowance Fund. One scholarship recipient, Kelly Peterson from Butte County Resource Conservation District, shared these thoughts following the event: “I felt as if this training was intended specifically for me, the topics were very pertinent and the conversations held within and outside of the presentations were specifically useful. I was able to immediately bring many tools and techniques back to my job that very day; in fact I incorporated three

of these topics into our district’s agenda for a meeting the following week after the training.” Thanks to General Manager Leadership Summit sponsors: • Special District Risk Management Authority - Food & Wine Experience Reception Sponsor • Mc Murchie Law and the Special District Leadership Foundation – Breakfast Sponsors • CSDA Finance Corporation – Luncheon Sponsor • California Special Districts Alliance – Closing Session Sponsor • Meyers Nave – Attendee Tote Bag Sponsor. continued on page 20

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What CSDA is watching In the new year, legislators may re-activate and move forward with “two-year” bills that did not secure passage during the first year of the biennial session. It should be noted that constitutional amendments are exempt from deadlines that apply to regular legislation and may be acted upon at any time. Finally, CSDA anticipates certain legislation, held up in committee or gutted and amended earlier this year, to return in similar form early in 2014. A list of the key bills impacting CSDA policy priorities are provided below. To find a current comprehensive list of every bill CSDA tracks, download Legislative Committee documents, request a meeting with your legislators, and access many other resources, visit www.csda.net and login to the Legislative Access Services page located under Legislative Resources. Two-Year Bills Assembly Bill 194 (Campos): Criticism During Public Comment Period Creates criminal penalties for special district board chairs who limit public comments, including criticisms, threats and derogatory language, during an open meeting. The author’s office agreed to hold the bill and work with stakeholders to find a solution that instead focuses on ensuring that public comment periods are provided for at all open public meetings. CSDA Position: Oppose AB 543 (Campos): CEQA Document Translation Requires a lead agency to translate specified California Environmental Quality Act (CEQA) notices and the summaries of any negative declaration, mitigated negative declaration, or environmental impact report for projects proposed to be located at or near communities with at least 25 percent non-English speakers. CSDA Position: Oppose AB 690 (Campos): Diversion of Property Tax-Increment As amended, renews the diversion of property tax-increment away from core local services provided by special districts and other local agencies. After receiving opposition from CSDA and other organizations, the author committed to not move the bill forward without taking amendments to require the consent of each local governing board prior to diverting tax-increment. The author then pulled the bill from consideration. CSDA Position: Oppose AB 741 (Brown): Reallocation of Local Property Taxes Seeks to shift up to 15 percent of special districts’ and counties’ share of property tax revenue from the Redevelopment Property Tax Trust Fund to cities. CSDA Position: Oppose

AB 953 (Ammiano): “Ballona Wetlands” Reverse CEQA Analysis Requires CEQA analysis of “significant effect on the environment” to take into consideration the effect of locating people near, or attracting people to, a reasonably foreseeable natural hazard or adverse environmental condition. CSDA Position: Oppose Senate Bill 785 (Wolk): Design-Build Enacts uniform provisions authorizing the Department of General Services (DGS), the Department of Corrections and Rehabilitation (CDCR), and local agencies, including specific types of special districts, to utilize the design-build procurement process for specified public works projects. CSDA Position: Support Constitutional Amendments Assembly Constitutional Amendment 8 (Blumenfield): Local Bond Voter Threshold Places a proposition on the 2014 statewide General Election ballot to allow California’s electorate to decide whether special districts and other local agencies may secure local infrastructure bonds with the same 55 percent voter approval threshold that currently applies to schools. CSDA Position: Support Senate Constitutional Amendment 11 (Hancock): 55% Local Revenue Threshold Places a proposition on the 2014 General Election Ballot to allow California’s electorate to decide whether special districts, cities and counties may choose to pursue local special taxes with 55 percent approval from their local voters. Under current law, special taxes require a two-thirds majority vote while general taxes that can be used for any purpose, only require a 50 percent vote. CSDA Position: Support

California Special District â&#x20AC;&#x201C; Sept-Oct 2013

Ask theExperts Is the legal counsel of a special district required to take two hours of ethics training every two years, pursuant to AB 1234?

legal counsel advises the legislative body rather than undertaking responsibilities reserved for the legislative body, such as taking “action” on items within that district’s purview.

AB 1234 was signed into law during 2005 and is codified as Government Code sections 53234 et seq. While seeking to increase government transparency by requiring two hours of ethics training every two years, AB 1234 does not explicitly state whether a special district’s legal counsel must complete this training (nor does any published case decision).

However, some circumstances could exist that would make legal counsel subject to ethics training. For instance, AB 1234 allows a special district to designate employees for completing ethics training, meaning that legal counsel who is an “employee” of a special district - such as an “in house” legal counsel - may be subject to the training requirement. (Government Code section 53234(c)(2).) AB 1234 does not apply the training requirement on “outside” or “contract” lawyers serving as legal counsel that are characterized as “independent contractors.” Whether an “employee” or “independent contractor,” legal counsel could be subject to ethics training for those special districts that have a “special act” or “principal act” created by the Legislature specifically for that district, in which case different definitions or requirements may subject legal counsel to ethics training. As such, the nature of legal counsel’s “employment” or provisions specific to a special district could subject legal counsel to ethics training.

Generally, AB 1234 does not require legal counsel of a special district to take ethics training. To be subject to the training requirement, a person must be a local agency official. A “local agency official” means: “(1) Any member of a local agency legislative body or any elected local agency official who receives any type of compensation, salary, or stipend or reimbursement for actual and necessary expenses incurred in the performance of official duties. (2) Any employee designated by a local agency governing body to receive the training specified under this article.” (Government Code section 53234(c).) Legal counsel typically does not qualify as a “local agency official” under the first provision of Section 53234 for several reasons. First, legal counsel is not a “member of a local agency legislative body;” the legislative body for a special district typically is a board of directors. (Government Code sections 54952, 53234(c)(1), 53232(a).) Second, legal counsel is not an “elected local agency official” because legal counsel is appointed to the position, not elected. Third,

Even if not subject to AB 1234’s requirements (or any other ethics training requirement by special provision or otherwise), the prudent course of action for legal counsel is to complete ethics training voluntarily for at least two reasons - first, to enhance legal counsel’s ability to more effectively advise on this area of law, and, second, to strengthen the district’s confidence in its legal counsel. Wes Miliband Aleshire & Wynder, LLP wmiliband@awattorneys.com; (949) 223-1170 www.awattorneys.com Do you have a question for any of our CSDA “experts”? Send your question to Nicole Dunn, editor, at nicoled@csda.net.

MOVERS & SHAKERS Georgean M. Vonheeder-Leopold, vice president of the Dublin San Ramon Services District, has been elected to the Alameda Local Agency Formation Commission. She will serve as the Alternate Special District Representative for a four-year term ending in May 2017.

movers and shakers Does your district have an individual recently appointed as general manager or a top staff position? Have you recently elected a new board president? Have any district personnel been appointed to other community boards or positions? Email your district’s movers and shakers to Nicole Dunn, communication specialist, at Nicoled@csda.net and we will include them in our next issue!

The Livermore Area Recreation and Park District Foundation welcomed a new member to its board of trustees. Courtney Michels joins the board, bringing years of experience with volunteer fundraising and working with local charities.

Cucamonga Valley Water District and California Special Districts Association Board Member Kathy Tiegs has been appointed to the Business Advisory Council of the 40th District Assembly Member Mike Morrell. On the Courtney Michels counsel Tiegs will have the opportunity to communicate Rev. Todd Bertani has been to the Assembly Member about issues impacting the water appointed to the Suisun-Fairlield-Rockville Cemetery District industry and how statewide legislation may impact the Board of Trustees. Bertani has been pastor at St. Mark’s water industry and the residents of Rancho Cucamonga. Lutheran Church for 13 years and is a chaplain with the Suisun City Police Department. Primo Santini has been appointed to serve on the Placer County Water Agency Board of Directors. Santini will serve the remaining 18 months in the four-year term vacated by former director Alex Ferreira, who retired. Regional Government Services has promoted Jefferson Kise, MBA, to Senior Financial Analyst and Glenn Lazof to Deputy Chief Financial Officer. Western Municipal Water District has received awards from the California Association of Public Information Officers. The district was recognized with the Award of Distinction in the category of marketing and communications outreach for its Water Budget Rate Outreach, as well as in the category of writing, for a news release highlighting the district’s partnership with the Murrieta Mud Run to supply water while cleaning out pipes. East Valley Water District announces Mike Maestas as new assistant general manager. Maestas brings over 37 years of water industry experience to the position. Central Contra Costa Sanitary District’s Purchasing and Materials Services team recently won the National Purchasing Institute’s Annual Achievement of Excellence in Procurement Award for 2012. The award recognizes organizational excellence in procurement, with emphasis on innovation, professionalism, e-procurement, productivity and leadership.

California Special District – Sept-Oct 2013

In Brief Recycled Water and Bees

New Headquarters Open

Napa Sanitation District’s (NSD) Jameson Ranch is used by NSD to beneficially reuse recycled water and biosolids. Under a contract with NSD, local farmers utilize land at Jameson Ranch to grow livestock feed which thrives from the application of these nutrient rich bi-products of wastewater treatment. The flowering plants are also great fodder for the ranch’s long-time residents: hives of bees from Sola Bee Farms. “Beehives are compatible with the district’s land use at Jameson Ranch because they require very little land and don’t interfere with the irrigation, fertilization or harvesting practices,” points out David Martin, the district’s recycled water manager. Sola Bee Farms has been placing hives in Jameson Canyon for over 20 years, and recently began placing anywhere from 100 to 200 hives on Jameson Ranch.

The Calaveras County Water District (CCWD) now has a new building to call home. The 1,400 sq. ft. building just opened, providing the district with a space that fits their needs and fulfills American Disability Act requirements and fire regulations that its previous building did not meet. According to General Manager Mitchell Dion, “Local contractors delivered the project on time and on budget.” The project cost $3.1 million, financed with an inner district transfer loan with low interest. CCWD will be selling other district facilities to offset the cost.

The infamous Colony Collapse Disorder has ravaged honeybee colonies nationwide since 2005. While the cause of this deadly and widespread phenomenon is still under investigation, beekeepers like Sola Bee Farms’ Trevor Tauzer must work tirelessly to find healthy environments for their honeybees.“By teaming up with Napa Sanitation District, Sola Bee Farms’ honeybees and their beekeepers are able to find healthy forage on land that is already dedicated to serving the local community and the environment,” says beekeeper Tauzer. “Beekeepers have to be creative to find agencies like the district that can provide habitat for honeybees and foster the health of these important pollinators.”

Healthcare District Awards Grants for Summer Los Medanos Community Healthcare District awarded 10 grants this summer to 10 local agencies. The grants are offered to programs that accomplish healthrelated goals, including reducing childhood obesity and promoting vitality in the area. The grants work to further the district’s mission of cultivating a community in which good health flourishes for all district residents. According to Chief Executive Officer Bobbi Palmer, “Our community and its residents rely on us (the district) to uphold this mission through diverse programs and resources.” In addition to awarding the grants, the district also offered 10 young adults the opportunity to participate in its summer internship program. Through the program, interns researched companies that were classified as environmental polluters and presented their findings to community groups.

New Park in Napa County Napa County Regional Park and Open Space District opened a new park this summer. Moore Creek Park contains 673 acres of open space and protects three miles of Moore Creek. The creek flows year round into local Lake Hennessey. It has taken years for the district to make the park ready for the public. It currently hosts five miles of trails for hiking, mountain biking and horseback riding. The district plans to expand that over time to over 12 miles of trails.

Sources: Contra Costa Times, East Bay Regional Park District, KHSLTV.com, Mymotherlode.com, Napa Sanitation District, NapaValleyRegister.com, Rossmoor Community Services District, San Jose Mercury News

Got news?

California Special District wants to hear about newsworthy people, projects, events and accomplishments in your district. To submit a news item for In Brief, contact Nicole Dunn at nicoled@csda.net or (877) 924-2732.

East Bay Regional Park District Purchases 1,885 Acres

Library Offers Bedtime Math

The East Bay Regional Park District Board of Directors has authorized the acquisition of 1,885 acres of open space known as “Roddy Ranch” in Eastern Contra Costa County. The purchase is a key piece in the district’s plan for the development of a new regional park in Deer Valley. “This acquisition is extremely important to the creation of Deer Valley Regional Park. Today is a great day for East County residents who will get a future regional park in their backyard,” said Robert Doyle, general manager the day the purchase was authorized. The property is home to threatened and endangered species, including the tiger salamander and California red-legged frog. The East Contra Costa County Habitat Conservancy has designated the majority of the property as a high priority for acquisition and protection due to its significant habitat for protected species. Up to 90 percent of the purchase price of the acreage will be funded in partnership by the East Contra Costa County Habitat Conservancy with grants from the California Wildlife Conservation Board and a private foundation. East Bay Regional Park District Measure WW land acquisition and capital funding, approved by voters in 2008, will pay for the balance. Because of the site’s important biological resources the park district plans to place the new acreage into land bank status until a Land Use Plan can be completed for Deer Valley Regional Park.

Every library in the Santa Clara County Library District offers a program called Bedtime Math. The program, developed by an astrophysicist, aims to promote early math literacy in children ages three through nine. As part of the program, families sign up to receive a math problem each night by email, the Bedtime Math website or its Facebook page. They then solve the problem together with their child. Families can chart their child’s progress using a “Summer of Numbers” bedtime calendar, which is available at the district’s Saratoga Library. “This is a fabulous way to get kids interested,” says Librarian Gayathri Kanth. “If you make math fun at a younger age, I think kids can catch on. They really get interested in math.” To kick off the program, the district held a Party in Your PJs event, where kids could show up in their pajamas and play in a variety of math games and activities. Eighty kids attended the event. “From a library’s point of view, it’s another way to engage the community,” according to Kanth. “I always maintain that our value to this community is being relevant. Supporting kids through their education is the best way to be relevant to the community.”

RPD To Open Ice Skating Rink Paradise Recreation and Park District is in the process of building an ice skating rink. The project, two years in the making, will cost about $160,000. Half of the money is a one-time expense for the district and will purchase permanent power transformers. The rest of the money will be funded from scholarships and donations - $40,000 has already been raised – and money from admission and concessions. Says Manager Mike Trinca, “We’re thinking (the skate rink) is going to affect businesses real well. We think this will make Paradise a destination point and people will hopefully visit our restaurants and visit our hotels and spend a little Paradise money.” The rink will be open from November to January.

California Special District – Sept-Oct 2013

Rossmoor Community Services District Board Goes Paperless The Rossmoor Community Services District Board of Directors utilized a paperless agenda program for the first time this summer. Board members and staff attended a workshop prior in order to prepare for the transition. At the end of the workshop, directors and staff reviewed and signed the district’s Paperless Agenda Policy. Thanks to the preparation, the board was fully able to navigate the district’s agenda on the device and access district website, policies, calendar and more tools simultaneously. According to a cost analysis by the district, use of the iPad to go paperless will result in an estimated cost savings of almost $5,000 a year. “The entire board is pleased with the transition from paper agendas to the iPad,” says Board President Michael Maynard. Adds 1st Vice President Bill Kahlert, “I am proud to be a part of a progressive district and a green community. This is an exemplary environmental message to be demonstrating for our children.”

Shining a light on transparency

Interview with five District Transparency Certificate of Excellence recipients Over the last couple of years, the abuses that have come to light in various public agencies have brought increased scrutiny as it relates to transparency. Many agencies have already made commendable efforts to be transparent to the public through use of their websites and public outreach. Even more agencies continue to work and improve on making themselves readily transparent to the media and those whom they serve. This year, the Special District Leadership Foundation (SDLF) developed a certificate to acknowledge and showcase special districts that have demonstrated an outstanding commitment to transparency: the District Transparency Certificate of Excellence. California Special District interviewed five districts â&#x20AC;&#x201C; of all sizes, budgets and service types â&#x20AC;&#x201C; that have received the certificate to find out why they feel it is worth earning and how it has helped them in their public outreach efforts.

SJVCD

Chico Area Recreation and Park District

Olivenhain Municipal Water District

Nipomo Community Services District

San Jacinto Valley Cemetery District

Pine Cove Water District

District Size: 225 square miles

District Size: 48 square miles

District Size: 4,300 connections

District Size: Population 127,285

District Size: 1,093 connections

Budget: $6,500,000

Budget: $64,800,000

Budget: $8,000,000

Budget: $766,545

Budget: $760,000

“Every district should be complying with these reasonable measures to bolster trust from their constituents.” – Mike Grace, Fulton-El Camino Recreation and Park District, District Transparency Certificate of Excellence recipient

Why did your district decide to pursue the Special District Leadership Foundation District Transparency Certificate of Excellence? Olivenhain Municipal Water District (OMWD) originally learned about the Transparency Certificate program as we began our most recent re-accreditation as a District of Distinction. Though achievement of the certificate required us to take several steps to complement our existing transparency efforts, OMWD has always committed itself to openness and transparency, and we were excited to see the Special District Leadership Foundation develop a program through which we have been better able to demonstrate this commitment to our customers. We wanted to renew our District of Distinction certification and this was a new requirement. We pursued the certificate as a means of reviewing our practices against a standard of excellence. This certificate provides the public with an understanding of the necessity of an open door approach to SJVCD policies and procedures. SJVCD

The district has felt for many years that we have been very transparent through our website, blog and meetings. We believe this was an excellent way to show proof of that.

What has your district gained by achieving this certificate? Were there any unexpected benefits? Primarily, the certificate helps us to continue to build credibility with our customers. It is one thing to say, “We’re the water experts, so trust us,” but another to have established that we are an open, trustworthy organization so we don’t have to ask for that trust. It demonstrates that we have nothing to hide and that we stand behind the work that we do. Additionally, even though we felt good about our transparency efforts before applying for the certificate, the program gave us the chance to comprehensively review all of the initiatives we’ve taken to maintain openness and to renew our support of these efforts. After several years of posting our budget document to our website, for example, continuing to do so can become a routine rather than a meaningful step to build confidence in our customers. Achievement of the certificate has helped to restore perspective in some of these steps. Our board and the public recognize that we strive to be open and be forthcoming with our financial records. The bar has been raised by gaining the Transparency Certificate of Excellence. We have received positive comments from the public about our efforts to be transparent. We improved our level of transparency with our customers, thereby broadening and improving our customers’ understanding of district functions. continued on page 16

Delivering Property Tax Insight to Special Districts Property Tax Services

Revenue Forecasting

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Analytical Reports

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Successor Agency Residual Revenue

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Web Based Property Tax Data

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Property Tax Audits

Visit our booth at the CSDA Conference. 888.861.0220

California Special District – Sept-Oct 2013

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info@hdlccpropertytax.com

www.hdlcompanies.com

District interviews [continued] SJVCD

This Certificate of Transparency has allowed our district to understand the importance of providing better information and services to the public. The unexpected benefit was that we realized our need to update, clarify and expand some of our resolutions - and by utilizing the special districts recognition it was very easy to do.

customers with a more comprehensive understanding of the district and is thus valuable in supporting our relationship. Since we achieved the certificate, we have continued our efforts to try and better engage customers, shifting from static, one-way media like newsletters to social media that provide us with a better opportunity to receive and respond to customer feedback.

Earning the certificate demonstrates a commitment to engaging the public and creating greater awareness of your district’s activities. How has gaining this certificate affected your public outreach efforts? Going through the application process for the Transparency Certificate helped us to recognize where additional steps could be taken on our website to improve customer access to information. For example, we had not previously featured links to any information about how to be considered as a candidate for the board of directors. But including this information helps to provide our

We have always tried to be progressive in our outreach activities. The certificate has encouraged us to continue those pursuits. We have improved those efforts and our performance is more highly regarded by our board and customers. We proudly display our certificate at office and boardroom entry points. Assertions by opponents and critics of district projects and policies that the district is not forthcoming and/or transparent have been undermined and muted.

Requirements: three main subject areas*

District Transparency Certificate of Excellence Special District Leadership Foundation Why should your district earn the District Transparency Certificate of Excellence? 1. The certificate covers all general, website, and outreach best practices and requirements regarding transparency for special districts. 2. Earning the certificate is a tangible acknowledgement of your transparency efforts. 3. Demonstrate to your constituents and other stakeholders your district’s commitment to being open and accessible to them. 4. Earning the certificate demonstrates a commitment to engaging the public and creating greater awareness of your district’s activities.

Basic Transparency Requirements Some requirements include: Proof of current ethics training for all board members, timely filing of State Controller’s Special Districts Financial Transactions and Compensation Report.

Website Requirements Some requirements include: display of names of board members and their terms of office, board meeting schedules, the district’s mission statement.

Outreach requirements Some requirements include: an example of a regular district newsletter or communication, an example of a community notification through press release to local media outlet announcing upcoming filing deadline for election and process for seeking a position on the district board. *These are a sampling of all the requirements needed to complete the transparency certificate. What the district receives • Certificate for display (covering two years) • Window cling to showcase your achievement • Press release template • Recognition on the SDLF website • Letter to legislators within the district’s boundaries announcing the achievement • Recognition in California Special District magazine and the CSDA e-News

For more in-depth information on the District Transparency Certificate of Excellence, visit www.sdlf.org or call 916.231.2939.

SJVCD

Our district is able to provide access to the public by providing our audits and operations through website updates. Nothing has changed. We still have our website and publicized meetings. If anything, it has strengthened our desire to continue reaching out to our customers.

Why is public outreach important to your district? At a fundamental level, special districts are representative government agencies. While the public can simply open a newspaper to see what transpires at the state and local level, it is not always as easy to stay in tune with representation at the local level. We owe it to our constituents to keep them apprised of the guidance provided by the individuals that have earned their votes. Outreach is specifically important to OMWD because as long as water comes out of the tap, many people don’t think about their water district but for when they receive their bill. If a Prop 218 notice is among the only points of communication

that we have with our customers, they’re not likely to see value in the service we provide and are more likely to voice concerns. It is far more effective for us to proactively address potential concerns by describing throughout the course of the year our cost-management efforts, in-depth budgetary processes, clean audits, and capital improvement projects. This creates awareness of all the work that our employees do to provide a reliable and high-quality source of water, and establishes that a credible and competent organization is firing on all cylinders on customers’ behalf. If we’re seen as credible, we will ideally be able to motivate certain behaviors, like reducing our per capita water use during the next drought simply by asking our customers to cut back. But even more basic is having an open channel of communication through which to make the request. Maintaining a relationship with our customers is the basis for positive perception and positive action.

continued on page 18

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California Special District – Sept-Oct 2013

District interviews [continued] The more the public is aware of what we are doing, the more they will be engaged with our activities. We recently did a survey with the public to find out their perspective about Chico Area Recreation and Park District and what we do. We received very favorable comments about our organization. People are very supportive of our commitment to parks and recreation in Chico. It makes carrying out our mission more efficient. Having a robust website with well-organized, current and complete information minimizes response time to public records requests. It also gives customers and media members a clear indication of the district’s openness in conducting its customers’ business, which reduces and mitigates baseless assertions of secrecy - which can cause serious distraction to the task(s) at hand and require significant staff resources in response and clarification. SJVCD

SJVCD feels it is important that the public understands we are here to provide a cost-effective and safe environment for its community, families and friends.

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Through our outreach, they understand our operations and district costs a little better, and by doing so, they believe in us and they trust us.

A major component of receiving the certificate is having certain information available on your website. How important is a district’s website in public outreach? Our website is a fundamentally important tool in communicating with our customers. Our bill payment feature alone drives thousands of our customers to the website every month, making it perhaps the most effective method by which to convey messages to our core audience at this point. Likewise, it provides our customers with a variety of self-service opportunities, not only including simple account-specific tasks like viewing an account balance or starting new water service, but also more interactive tasks like making a records request, viewing staff reports prior to board meetings, or contacting specific departments or the board of directors. The website serves as a hub for our social media presence which provides additional interactivity opportunities. Our website is really the information mainstay of our district. People can go there and get information about us without making a trip to our main office. The public appreciates being able to register for classes online, view board agendas and minutes, examine our audited financial statements and review our budget online. As outlined above, the district website is very important, and is becoming more so each day as site traffic continues to increase. We expect to add web-based account management in coming years.

SJVCD

The district’s website helps the public understand the services we provide and shows that we have sound fiscal management, policies and practices. It is very important in this day and age. It is a tool that we have used for several years to reach our customers and keep them current on district business. We can reach a greater number of customers with less effort and cost to the district.

What advice do you have for districts pursuing the certificate? Always remember that we are public servants, and thus all of the criteria established by the transparency certificate should be viewed as fulfilling our responsibility to our customers. While we might think of an audit or a report to the state controller as checking a box, they are also building blocks of a trusting relationship with our customers. Remember who you’re working for, and cherish a program that helps you communicate more effectively with that audience.

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California Special District – Sept-Oct 2013

Staff and board should work together to accomplish this task. It takes time to get everything placed on the website, so be patient! Make it a priority – the time invested will be recouped in a matter of weeks or months.

SJVCD

This certificate has allowed our district to continue its high standards of providing excellent services to our constituents, while also demonstrating our fiscal responsibility. Do not procrastinate. Update your website, your resolutions - your customers will appreciate that you are open, honest and informative.

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CSDA news [continued from page 7] Districts Stronger Together: More Local Chapters Affiliated

gm summit continued

Thanks to our exhibitors: • Bank of the West • BHI Management Consulting • California CAD Solutions, Inc. • CalTRUST • Contractor Compliance and Monitoring, Inc. • Incrementum • Liebert Cassidy Whitmore • PARS • Nossaman, LLP • Sunkay Associates • U.S. Communities • Utility Cost Management CSDA is busy securing a Northern California location for 2014 based on attendee and exhibitor feedback.

District Snapshots

PHOTOS: Community members attend Mt. View Sanitary District’s bird and wildlife watching tour. The district’s biologists provide attendees with tours of the district’s McNabney and Moorhen Marshes, introducing them to the diversity of birds found in and around the Contra Costa wetlands.

CSDA’s Board of Directors recently ratified the affiliation of another local chapter: Ventura County Special Districts Association submitted their signed affiliation agreement in June after their members voted for approval. Other affiliated chapters include associations in Alameda, Contra Costa, Orange, San Diego and Santa Clara Counties. Also affiliated is the Gold Country Regional Chapter, comprised of special districts from Amador, Calaveras, El Dorado, Nevada, Placer, Sierra and Tuolumne Counties. Local special district groups play a key role in the communication, advocacy and education efforts throughout California. CSDA is proud to offer support and technical assistance to the affiliated chapters working in their communities.

California Special Districts Association Districts Stronger Together

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Why Social Media? By Linda Hunter, Partner, HunterSquared

Social media. Those two words conjure up a lot of reactions, including confusion, frustration, questions and sometimes an audible groan. In the not too distant future, social media will simply be â&#x20AC;&#x153;a given.â&#x20AC;? A done deal. But why not now?

In a lot of ways it is a generational thing. The younger generation understands the use of social media as much as they seem to be able to instantly know how to use the latest cell phones when they come out. So, as they grow older and develop careers of their own, social media will simply be a part of it - as it has always been a part of their lives - a given. If you are a general manager of a special district, you are most likely from a generation that did not grow up on iPhones and social media. On a personal level you may be wondering why your kids and grandkids are constantly pushing you to get your own Facebook page. So when it comes to the district you manage, the idea of using social media to communicate with constituents comes with more questions than answers. The first being question being “why?” Other questions being, “who is going to manage it?”, “what’s it going to cost?”, “and what’s in it for the district?” What is the district’s return on this investment? In reality, social media makes sense to most of us from a personal standpoint. Most of us are on Facebook. We keep track of our kids, and their kids, and our friends’ kids who are graduating, having a baby, or getting married. And birthdays - I am especially appreciative of the birthday reminder because I would’ve missed a few that would have gotten me into trouble. For whatever reason you use it, keeping up with our own personal community makes sense. It makes sense for companies that are selling a product – CocaCola for example. Their audience is the seven billion people on the planet. It makes sense they would want to be where the people are. Over one billion - yes billion - people are on Facebook alone. Add to that the 500 million on Twitter and the one billion YouTube users and it’s all just another avenue to get their product out into the marketplace. It’s not the only way, but it is certainly one avenue - one that is growing every day. But why would a water district, fire district, irrigation district or park district need to be on social media? And why would your constituents and customers follow you, “like” you, “friend” you or tweet you. And what would you say to them if they did?

Instant Communication More than ever, people are using Twitter, Facebook and other social media sources to learn about what is happening in the world as traditional news outlets become increasingly less relevant to the younger, digital generation. People want their news instantly and to get that they turn to social media sites. No waiting until the 11:00 news or the morning paper. The American forces raid on Osama Bid Laden, the Hudson River plane landing, and Edward Snowden are just a few of many major news stories that broke on Twitter first. Professional journalists use Twitter all the time to break news before writing full articles.

California Special District – Sept-Oct 2013

Thirty-seven percent of people under 30 get all of their news from online social media sites. It’s a growing trend that isn’t going away and, in fact, is increasing every day. In 2011, San Diego County suffered a massive blackout. 1.4 million people were affected, as were businesses and public services. With no landlines or electricity to turn on the TV to watch the news, and no use of laptops or desktops for the Internet, the community turned to their cell phones and social media sites. The San Diego County Water Authority took to Facebook and Twitter to let their customers know that not only was it safe to use their water, that they should continue using their water. If not, the water authority’s reserves would have broken capacity. For everyday news, social media is becoming a powerhouse. For emergencies, it is almost a necessity.

Proactive Communication The primary point of social media is to build and maintain relationships. To communicate effectively, it should be collaborative. Utilizing social media as a communication tool to continued on page 24

Why social media [continued from page 23] reach your customers and constituents allows them to give feedback, and it’s a much more engaging way to reach them. There probably aren’t many special districts that haven’t felt the angry backlash of a community at one point or another. You raised their rates, closed a park, or are building a new district office building and they want to know where the money is coming from. Social media allows you to keep in constant communication throughout the year, which allows you to build a positive image in the community. So when something does come up that they want to criticize, they are more apt to cut you some slack. Let them know when you have been awarded a grant that helps fund the upgrade of a wastewater treatment plant, win an award for water conservation, or have an elementary school day at the local fire station. And when you are having a rate study conducted, let them know. If rates have to be

raised, let them know why. Information is always a good tool for staving off criticism - and so is a positive image. When the San Diego County Water Authority was asked what their goals for utilizing social media were, here was their answer: • Maintain the water authority’s leadership position as a trusted source of information on San Diego County water supply issues, conservation and related programs. • Enhance the water authority’s level of public transparency. • Build and maintain positive relationships with key stakeholders to enhance public support for water supply diversification efforts and help establish public understanding of water issues in the region. • Maximize public access to Water Authority programs and information; implement tools that improve efficiency and speed of public communications.

Can’t Stop Progress Social media is here and it’s here to stay - and it is only getting more relevant.

Social media is here to stay.

Who Should Manage Your Social Media Program While there are a lot of firms providing services to manage social media programs, are they the way to go? Yes and no. The services you can find most helpful from an outside consultant are in the development stages. They can assist you and your public affairs staff with developing a social media plan, as part of your overall communications plan; create continued on page 26

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Why social media [continued from page 25] the sites; assist in getting you the followers, friends and connections your sites will need to reach the maximum amount of your target audience; and help you in the maintenance and updating of such sites. However, public affairs and communications staff are in the day-to-day trenches and once guidelines have been set about what to post and tweet, they should be the ones posting on a consistent basis. The Rancho Santa Fe Fire Protection District designated their public affairs coordinator as the go-to social media person. With direction from the chief, she is the one who chooses what to post and when. She is in the trenches, literally, when there is a fire or other major event and carries her smart phone with her so she can tweet and post the latest updates to fires, road closures and other relevant things, instantaneously.

Do Websites and Newsletters Still Matter? No one has said, nor should they, that social media sites should be your only source of reaching out to your customers and constituents. Websites for special districts are still the first place people go to find out information they need to pay their bill or find the person or department they need to talk to. Websites are still relevant and necessary as they have most of the static information regarding your district that people need. And that is also where customers and constituents can link up to your social media sites.

Bythe

Numb3rs

And while people want their news instantaneously these days, there is still room for the tried and true newsletter. Newsletters can give more information than a Facebook post and, even though it seems like it, not everyone is on social media. In the more rural counties, which California has quite a few of, access to apps on smart phones and the Internet can be a little more difficult. Social media should be a part of your overall communication plan - not the plan entirely. Your district should continue using the avenues of reaching your audience that you currently use, even if you integrate a social media program.

Pitfalls Along with change, comes more change. New social media sites crop up every day. It would be easy for staff to get caught up in trying the latest and greatest. In this article, I’ve mostly talked about Facebook and Twitter, because at this point they are the go-to sites. That could change, but for now I would recommend that this is where you start. Allow your designated staff to investigate the use of new and promising sites, but that shouldn’t take up much of their time.

How Do I Know What Will Work For My District? Conduct a little research. Get online. If you are a fire district, look to see what other fire districts are doing on social media. Check out their Facebook, Twitter and YouTube sites. Talk to your public affairs and communication staff. Find out their thoughts on what they suggest using social media sites for. They are your eyes and ears to the community, so their insight would prove valuable. A few ways special districts can utilize social media are: Water District:

Chance of survival if an individual experiences cardiac arrest outside a hospital setting in the San Ramon Valley Protection District’s service area - more than double the national average.

• Provide information on grants won for new projects. • Explain why water rates will be rising. • Provide water quality or water supply information and alerts. • Give project updates on new and ongoing projects. • Provide information on water conservation programs, contests and awards. Fire District:

• Provide community residents with current information regarding its response to a natural disaster.

• Provide instructions on evacuation and shelter options. • Provide fire prevention information. • Explain to voters why a tax levy is necessary to continue its level of service. • Generate good community relations by sharing photos and/or videos of elementary school children visiting the fire station. Mosquito and Vector Control Districts

• Provide information on how to minimize mosquitos in your yard. • Alert residents to any reported West Nile Virus outbreaks. • Give information on spraying or fogging in the area. • Provide information on mosquito abatement services.

California Special District – Sept-Oct 2013

Conclusion So, why social media? It’s the avenue in which more and more people are getting their news and learning about crisis situations. It’s a great way to interactively communicate with your constituents and customers all year long, allowing the district to build a positive image in the community it serves. Who should manage it? The district should. If you use outside assistance in the development of a social media program, it should be in coordination with the general manager and the public affairs and communication staff. And the district should designate a go-to person for the day to day management of the social media sites. What is it going to cost? One of the best things about social media is that it is free. There are no printing or advertising costs. It

takes time. But if you design the program correctly, time can be used effectively and efficiently. What is the return on the investment (ROI) for the district? The ROI includes having a good public image in the community, gaining an ability to communicate interactively, knowing the pulse of the community, and being the leader in your community for what your service is. Be the go-to for your community. HunterSquared provides public outreach, communications, marketing and social media programs for public and private entities. Linda Hunter can be reached at lhunter@huntersquared.com and you can visit us at www.huntersquared.com.

[Solutions & Innovations]

Connecting through translation By Laura Kujubu, VP of Customer Relations, AvantPage

that single message. What looks like a simple document can have a larger impact, such as engaging people in managing their health, making sure they understand their voting materials, informing them about the quality of their water, involving them in the education of their kids ... it’s all about reaching out to people in their own language.”

Alameda Alliance for Health

We’ve

all seen the recent statistics: Over 40 percent of Californians speak a language other than English at home. By 2016, the Latino/Hispanic population will make up 16 percent of the entire United States workforce; by 2050, the Latino/Hispanic group will make up 30 percent of the US population; and those of Asian background will comprise nine percent of the population. With these numbers in mind, reaching out to Limited English Proficient (LEP) populations in California in their own language is more important than ever before. Cultural and linguistic competency makes good business sense by helping to reduce costs in possible litigation through miscommunications, as well as increase market share and customer satisfaction. In addition, translating vital information for LEP customers and potential customers enables better quality of service, safety and care. Translation agencies, such as Davis, California-based Avantpage, work to connect organizations with their LEP audiences. “Our job is to deliver a message in a way that is clear, accurate and culturally appropriate,” said Vera Hooijdonk, Operations Manager at Avantpage. “However, the effect translations have goes beyond

An organization in the healthcare field that seeks to build these communication bridges through translation is Alameda Alliance for Health, a nonprofit managed care plan. Alameda Alliance provides healthcare services to lower-income individuals of Alameda County. The plan understands the importance of effectively communicating with its LEP audiences and takes critical measures to ensure their member materials and information are accurately translated. One of its member materials is their annual Evidence of Coverage (EOC) document. The EOC, a legal document that details the healthcare benefits covered in the plan, must be accurate, high-quality and easily read and understood by the LEP plan members as well as potential members. Working closely with Avantpage, the health plan translated their EOC booklet into both Spanish and Chinese. In addition to the EOC, Alameda Alliance translates documents such as member letters, flyers, booklets and other communication materials. Based on all of Avantpage’s prior work with them, the translation agency created a Translation Memory (TM) database of all previous translations specifically for Alameda Alliance and this project. The TM database for Alameda Alliance greatly enhanced Avantpage’s ability to complete the EOC project efficiently, and with accuracy and quality. The usage of a TM, along with the TEP (translation, editing, proofing) process, increased the quality of the translated document and assured stylistic consistency across all documents for the client. As a result, Alameda Alliance for Health was able to deliver to its Spanish- and Chinese-speaking members a culturally sensitive and accurate EOC, enabling full understanding of their plan’s benefits and rights.

Share your Solutions & Innovations Do you have a new program, process or facility that increases efficiency, reduces costs, improves service or otherwise helps make your community a better place to live? California Special District wants to know about it! Contact Nicole Dunn at nicoled@csda.net or (877) 924-2732.

California Department of Education The California Department of Education (CDE) oversees the state’s public school system, which is responsible for the education of more than seven million children and young adults in more than 9,000 schools. Effective communication with parents, including LEP parents, is crucial in ensuring the students receive support and education services. Avantpage worked on numerous translation projects with the CDE, including student/parent forms, notices and handbooks. Among these projects was a parent survey, “A School Climate Survey for Parents and Guardians.” This outreach tool is used by the CDE to determine how parents feel about a particular school and its education process. The CDE asked that Avantpage translate a portion of the survey into 25 different languages –– 11 “core” languages (languages usually required by the CDE) and 14 others including Japanese, Farsi, Somali, Punjabi, Urdu, Hebrew, Portuguese Brazilian, Continental Portuguese and Samoan. “This project was challenging in terms of the quick turnaround and sheer number of languages involved. To maintain quality and keep on top of the project’s daily progress, everyone involved in this project –– the Avantpage team, the translators and the CDE’s point person –– had to fully commit to working together every step of the way,” said Avantpage’s Hooijdonk.

California Special District – Sept-Oct 2013

The CDE’s translation efforts ensure schools are able to communicate effectively with parents who are not fluent in English, giving them a voice and involving them fully in the education process. Research has shown that parent involvement in education improves student achievement across the board. Students with the most to gain from parental involvement are children from low-income and culturally and racially diverse families — and these families may need documents translated into their first language to fully participate in their children’s education process.

effectively communicating with LEP audiences. And when choosing to lower language access barriers and communicate with LEP populations or members, your organization is choosing to progress and adapt to the future of our state.

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[Community Connections]

Educating the public through tours: Sonoma County Water Agency

is common knowledge that water is vital to everyone’s survival. Throughout California, water is a known precious resource – at times in limited supply. And yet the majority of us simply have to turn on our taps to bring it into our homes. Many Californians don’t even know where that water is coming from – what is the source of the water? Who is providing it? Treating it? Managing it? How is the money paid for water bill charges used? This lack of information isn’t just limited to water districts. Families use community parks every day not knowing who is keeping the parks clean or maintaining them. Free resources are used at community libraries without knowing how these services are funded or overseen. Special districts provide core services to millions in California and yet many who value those services don’t know where their district is located, how their tax dollars or fees are being put to use, or even what a special district is. What better way to give the public an idea of what your district is doing – and its importance than inviting them to come and have a look? This year, the Sonoma County Water Agency (SCWA) did just that. The agency began by sending an announcement to its community and the media notifying them of upcoming site tours scheduled throughout the year. Three tours were offered from which to choose: a tour of the agency’s Russian River water supply system, 30

sanitation treatment tours and a Carbon Free Water by 2015 tour. These options allowed the community to choose a date and time that worked for them sometime in 2013, and to view the aspect of the water agency about which they were most curious. The tours were free and open to anyone interested. “I encourage our community to attend a water agency public tour,” said Sonoma County Supervisor and Water Agency Chairman David Rabbit in the announcement. “This series of tours is part of the water agency’s ongoing community outreach program. Take advantage of these opportunities to speak with the knowledgeable, technical experts on staff at the water agency on issues such as sanitation treatment, renewable resources and water quality.” CSDA had the opportunity to attend SCWA’s Russian River water supply system tour. The tour allowed participants to visit facilities that divert, pump and treat the water that is managed and maintained, then provided to nine cities and special districts, which in turn deliver drinking water to more than 600,000 residents in portions of Sonoma and Marin counties. Attendees had the opportunity to view the agency’s rubber dam, fish ladders, infiltration ponds and water collector six – one of the largest water collectors of its kind in the world.

Share your community connections Is your district interacting with the community in a new and original way? California Special District wants to know about it! Contact Nicole Dunn at nicoled@csda.net or (877) 924-2732.

The Tour Upon arriving to the district’s administration office, attendees were given a folder containing information about the district, including its mission, its services and its most recent Annual Report. At that time, the tour’s leaders provided an overview of the district. SCWA was formed in 1949 initially to provide flood protection and water supply services. It currently wholesales water to cities serving a total of about 600,000 people. The district employs 200 staff. In addition to its responsibilities as a water provider, SCWA is also responsible for habitat restoration. Three endangered species of fish find habitat in the agency’s water sources – the Chinook and Coho Salmon and the Steelhead Trout - and the agency is responsible for monitoring fish populations. After the brief introduction, one resident commented, “I’m very interested in what you are doing. I am so glad you are doing this tour.”

Endangered Species As one of the first parts of the tour, attendees were driven to the Russian River, where biologists were in the process of sorting fish gathered in the river by species, measuring their lengths and weights and implanting tiny transmitters (about the size of a grain of rice) into the young Coho. This monitoring allows the district to monitor the growth rates of the fish and estimate the number of young salmon migrating out to sea. At this location, district staff also gave attendees in-depth information on the Russian River water supply, including its use of a rubber dam.

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Inflatable Rubber Dam SCWA operates an inflatable dam on the Russian River to help increase production capacity during peak demand months. Operation of the inflatable dam increases production capacity in two ways: first, surface water immediately behind the dam can be diverted to a series of infiltration ponds that are constructed adjacent to three collector wells. Fish screening facilities ensure the safety of the fish in the river. Second, infiltration to the underlying aquifer behind the dam is significantly improved by increasing the recharge area from the river. Permanent fish ladders provide fish passage when the dam is raised. Commented one attendee, a resident of the area: “This is fascinating. I had no idea where this was.” “That’s why you do a tour,” responded a staff member.

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continued on page 36

California Special District – Sept-Oct 2013

Legal Brief Let’s Be Clear: Using Plain Language By Donald M. Davis, Esq., Partner, Burke, Williams & Sorensen, LLP

California has laws such as the Public Records Act that promote government transparency through access to agency documents. Yet, surprisingly, there are no state laws that address what may be the most critical aspect of document transparency; namely, whether the reader can understand the writing. At the federal level, Congress has enacted the Plain Writing Act of 2010. The law requires that federal agencies use “clear Government communication that the public can understand and use.” In a nutshell, plain language is communication that readers can understand the first time they read it. The language is understandable - not because it is “dumbed down,” but because it is stripped of the jargon, the archaic and superfluous words and phrases, and the garbled syntax all too common in government writing. By using plain language to communicate more effectively, particularly with your primary audience (i.e., those subject to the district’s regulations), your district can improve customer service, reduce time spent explaining, enhance compliance, and hopefully even avoid litigation over ambiguous regulations. Your district doesn’t need to wait for the California Legislature to adopt a law similar to the federal Plain Writing

Act in order to obtain these plain language benefits. You can start today by following some of the basic principles outlined in this article.

Use Common, Everyday Words If you don’t use the word or phrase in everyday speech, then don’t write it. Avoid jargon, Latin terms, and most of all, don’t try to sound like a lawyer by using legalese. Replace antiquated terms or verbose phrases with simple, clear substitutes. Some words and phrases should be avoided altogether because they add nothing to the meaning of the sentence (e.g., whereas and hereby). DON’T SAY: as used herein pursuant to the Clean Water Act section 1500 et seq. Applications for said permit the board hereby approves the new rate

SAY: as used in this section under the Clean Water Act section 1500 and following Applications for the permit the board approves the new rate

Don’t Use “Shall” Shall is perhaps the most misused of terms. While everyone has seen references in documents to the effect that “shall is mandatory,” it generally takes on multiple senses, which results in ambiguity. Consider the following sentence: The permit holder shall notify the district of the date it shall commence the approved work. The first “shall” reflects an obligation to act, but the second “shall” represents a future condition best expressed by will. To avoid confusion and because shall is not used in everyday speech (unless you are quoting the Bible or Shakespeare), use the following terms instead of shall: USE THE FOLLOWING TERMS INSTEAD OF SHALL must for an obligation; is required to for a discretionary action; is permitted may to; has a right to should for a recommendation will for a future contingency DON’T SAY: The customer shall apply for a permit before connecting to the system. Each customer shall have the right to select either a 64-gallon or 96-gallon bin. If the drought continues, the district shall reduce service by 25 percent.

SAY: The customer must apply for a permit … Each customer may select ... If the drought continues, the district will reduce service….

Use Active Voice

Use Present Tense

The active voice focuses on the subject of the sentence and makes it clear who is supposed to do what. Example: The district collects recyclable materials every week. The passive voice reverses this natural order and focuses on the object of the action. Example: Recyclable materials are collected by district every week. Use of the passive voice results in longer sentences where the actor is often unknown or unclear. This is not good a thing if you are trying to tell the audience who is responsible to do what in a regulation. The tell-tale signs of passive voice are (1) a form of the verb “to be” and (2) a past participle (generally with “ed” on the end). Next time you spot the passive voice in a sentence, make it active and transform the sentence into a model of clear, concise and direct writing.

One of the odder bureaucratese conventions is writing in the future tense. Take a typical ordinance definition provision: “Premises” shall [read will] mean any lot, parcel or building. By enacting the ordinance, the definition applies now, not some indefinite time in the future. The sentence should say: “Premises” means any lot, parcel or building. The present tense is simpler, stronger and more direct. Of course, other tenses will be needed depending on the context, but for a Zen-master government writer, there’s nothing like the present.

PASSIVE VOICE:

ACTIVE VOICE:

The following information must be included in the annual compliance report for each business:

You must include the following information in your annual report:

A grease interceptor shall be provided by the owner.

The owner must provide a grease interceptor.

DON’T SAY: The penalty for the first violation will be $100. We will be issuing a quarterly report.

SAY: The penalty for the first violation is $100. We issue a quarterly report.

continued on page 46

Special Districts They all may be called Special Districts, but your specific needs are as diverse as California itself. With nearly 80 years of experience providing responsive and cost-effective legal services, Burke, Williams and Sorensen, LLP is dedicated to supporting the unique needs of your Special District.

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California Special District – Sept-Oct 2013

SDLF Taste of the City reception shines in Monterey Attendees at this year’s 2013 CSDA Annual Conference and Exhibitor Showcase are able to participate in the Second Annual Taste of the City Reception, wine raffle and silent auction. Sample food and wine inspired by the Monterey region while listening to musician Michael Culver. Culver creates exquisite, delightful music from and for the heart with his Mexican Jalisco harp. He brings passion to traditional Mexican, Spanish and South American music, as well as contemporary selections. His repertoire covers the gamut from classic romantic ballads, calypsos and rhumbas to fiery flamenco dance. Attendees will also have the opportunity to participate in a raffle to win a fully stocked wine refrigerator with

Congratulations to those who completed the following SDLF programs:

• Costa Mesa Sanitary District – June 2013 • El Camino Healthcare District – July 2013 • Fulton-El Camino Recreation & Park District – July 2013 • Vista Irrigation District – July 2013 • Eastern Municipal Water District – July 2013 • Las Gallinas Valley Sanitary District – July 2013 • Rancho Murieta Community Services District – July 2013 • Santa Clara Valley Water District – July 2013 • Antelope Valley Air Quality Management District – August 2013 • Mesa Water District – August 2013 • Mojave Desert Air Quality Management District – August 2013 • Palm Springs Cemetery District – August 2013 • Sacramento Suburban Water District – August 2013 • Spalding Community Services District – August 2013

• Palm Springs Cemetery District – August 2013 Special District Administrator Certification (SDA)

• Scott Carroll, Costa Mesa Sanitary District – July 2013 Recognition in Special District Governance

• Muril Clift, Cambria Community Services District – June 2013 • Cindy Wheeler, Herlong Public Utility District – July 2013

Stanley Caldwell, Mt. View Sanitary District Jo MacKenzie, Vista Irrigation District Sherry Sterrett, Pleasant Hill Recreation & Park District

SDRMA Appointees Special District Leadership Foundation 1112 I Street, Suite 200 Sacramento, CA 95814 www.sdlf.org

Most importantly, all of this fun is for a good cause: funds raised at the SDLF Taste of the City Reception will be used to provide new scholarship opportunities for board members /trustees and staff of special districts to participate in Special District Leadership Academy training modules. You can also make personal donations directly to SDLF (tax ID#68-0428040). Your donation may be tax deductible. Consult your tax professional for details.

District Transparency Certificate of Excellence

District of Distinction

CSDA Appointees

35 bottles of wine. Buy tickets during the conference at the Special District Leadership Foundation (SDLF) booth for your chance to win. Tickets are one for $5 and five for $20. Thank you to SDLF, CSDA and Special District Risk Management Authority (SDRMA) board members for their generous wine donations.

Staff

Neil McCormick, Administrator Megan Hemming, Program Manager Charlotte Lowe, Program Assistant Rick Wood, Finance Manager

David Aranda, SDA, North of the River Municipal Water District Muril Clift, Cambria Community Services District Jean Bracy, SDA, Mojave Desert Air Quality Management District

Public Member Appointees

Katie Kolitsos, Chief Consultant, Assembly Local Government Committee April Manatt, April Manatt Consulting Geoffrey Neill, California State Association of Counties

Special District Leadership Foundation Programs promoting good governance.

SHOWCASE YOUR DISTRICTâ&#x20AC;&#x2122;S COMMITMENT TO TRANSPARENCY

District Transparency Certificate of Excellence

The District Transparency Certificate of Excellence is a standalone program of SDLF and made available to districts that apply and meet certain requirements. It is also a required component of the District of Distinction Accreditation. This program was created in an effort to promote transparency in the operations and governance of specials districts to the public and to provide special districts with an opportunity to showcase their efforts in transparency.

For more information and an application, visit www.sdlf.org or call 916.231.2939.

Get your district certificate today!

Are you up for the Challenge? Prove your commitment to transparency

SDLF is supported by

The Special District Leadership Foundation (SDLF) is a an independent, non-profit organization formed to promote good governance and best practices among Californiaâ&#x20AC;&#x2122;s special districts through certification, accreditation and other recognition programs.The SDLF and its activities are supported through the California Special Districts Association and Special District Risk Management Authority.

Sonoma County Water Agency [continued from page 31] tasks the agency is responsible for handling that the public may not otherwise be aware of – such as fish monitoring.

Collector Six The next stop on the tour was water collector six. Completed in 2006, the collector is the newest of the district’s wells. SCWA has constructed six collector wells adjacent to the Russian River. Construction of the newest collector well, collector six, has been a major accomplishment for the agency. Groundwater is extracted by each collector well from the alluvial aquifer adjacent to and beneath the Russian River. During low demands in winter, collector six alone can meet almost all of the water demands for the population. The tour finished with staff allowing attendees the opportunity to walk around the inside of the collector, seeing all of its massive parts and asking questions to better understand how the process works. This was an excellent opportunity for tour attendees who live in the area to see the kinds of projects their own money helps to fund.

Education In 2006, SCWA’s customers used 85 million gallons of water. By the summer of 2012, that number had decreased to 70 million. The agency’s efforts to educate on the

importance of water conservation made this possible. And the agency’s efforts in providing these tours helps SCWA to inform ratepayers where their water comes from, how it is treated and the myriad of

Education is key to helping the public understand what an agency is, its mission and how it is serving them. Public tours help to educate and inform the public and helps the agency to learn about its residents as well – what their concerns are, questions they have, and how well they feel the agency is meeting their needs. Set up a special district tour and let the public see first-hand how you are providing the core services in their lives.

Tips from Sonoma County Water Agency on Holding A Successful Tour

2) 3) 4)

5) 6) 7)

1) Preparation. Develop a team of staff to organize and conduct your tours. Provide this team with a tour guide that includes suggested talking points, tour route and facility fact sheets. Safety first. Work with your department’s safety officer to ensure all safety procedures are followed during a tour. Get the word out. Advertise your tour in the local media and ask your local elected officials to share the tour schedule with their constituents. Schedule several tours. Providing a menu of tour date options helps the public schedule ahead to attend a tour. Offer online and over the phone registration options. Keep a waiting list if tours become full; just in case attendees drop out at the last minute you can quickly fill their spot. Keep your tours small. Depending on your staffing level, keep the amount of tour attendees manageable so you can offer a more personal experience and answer all questions. Look for the “Wow!” factor: Show your tour attendees behind-thescenes facilities that will leave them saying, “Wow!” This will help increase referrals to their friends to attend your next tour. Have fun! Tours offer you the rare opportunity to have a face-to-face discussion with your community. Utilize this opportunity to gain a new supporter and friend to your department!

California Special Districts Alliance Bringing the best in resources, products and services to all special districts.

Services & Benefits

Coverage protection

Financing

• Advocacy

• Property/Liability

• Infrastructure Improvements

• Education

• Workers’ Compensation

• Buildings, Land & Equipment

• Cost Saving Programs

• Health Benefits

• Refinancing

877.924.2732

800.537.7790

877.924.2732

www.csda.net

www.sdrma.org

www.csdafinance.net

anaging Risk

Safety First

SDRMA Fall Safety/Claims Education Day

In conjunction with the CSDA Annual Conference, SDRMA will sponsor its Fall Safety/Claims Education Day on Wednesday, September 18 in Monterey. SDRMA will sponsor a full plated breakfast for all attendees with the presentation of SDRMA Annual Safety Awards and a special keynote speaker – Charles Marshall, “The Character Question – How Character Impacts Business and Community.” SDRMA is currently changing our Credit Incentive Point (CIP) process to further benefit our members. When an SDRMA member employee attends the CSDA Annual Conference, we are now giving them CIP points under the Administration Track in two categories: SDRMA Safety/Claims Education Day and CSDA Annual Conference Workshop. When an SDRMA member’s governing body representative attends the CSDA Annual Conference, they will earn CIP points under the Governance Track in two categories as well: SDRMA Safety/Claims Education Day and CSDA Annual Conference Workshop. We look forward to seeing you in Monterey!

A proud California Special Districts Alliance partner.

New OSHA Safety Training Requirements The Occupational Safety and Health Administration (OSHA) revised its Hazard Communication Standard (HCS) to align with the United Nations’ Globally Harmonized System of Classification and Labeling of Chemicals (GHS) and published it in the Federal Register in March 2012 (77 FR 17574). Two significant changes contained in the revised standard require the use of new labeling elements and a standardized format for Safety Data Sheets (SDSs), formerly known as, Material Safety Data Sheets (MSDSs). The new label elements and SDS requirements will improve worker understanding of the hazards associated with the chemicals in their workplace. To help companies comply with the revised standard, OSHA is phasing in the specific requirements over several years (December 1, 2013 to June 1, 2016).

The first compliance date of the revised HCS is December 1, 2013. By that time employers must have trained their workers on the new label elements and the SDS format. This training is needed early in the transition process since workers are already beginning to see the new labels and SDSs on the chemicals in their workplace. To ensure employees have the information they need to better protect themselves from chemical hazards in the workplace during the transition period, it is critical that employees understand the new label and SDS formats. The list below contains the minimum required topics for the training that must be completed by December 1, 2013. Training on label elements must include information on: • Type of information the employee would expect to see on the new labels, including the: Product identifier: how the hazardous chemical

is identified. This can be (but is not limited to) the chemical name, code number or batch number. The manufacturer, importer or distributor can decide the appropriate product identifier. The same product identifier must be both on the label and in Section 1 of the SDS (Identification).

Officers

David Aranda, President, North of the River Municipal Water District Jerry Ledbetter, Vice President, Alameda County Water District Muril Clift, Secretary, Cambria Community Services District Special District Risk Management Authority 1112 I Street, Suite 300 Sacramento, CA 95814 tel: 800.537.7790 www.sdrma.org

Members of the Board

Jean Bracy, Mojave Desert Air Quality Management District Terry Burkhart, Bighorn-Desert View Water Agency Ed Gray, Chino Valley Independent Fire District Sandy Raffleson, Herlong Public Utility District

Consultants

Lauren Brant, Public Financial Management Ann Siprelle, Best Best & Krieger, LLP David McMurchie, McMurchie Law John Alltop, Bickmore Risk Services & Consulting Charice Huntley, River City Bank James Marta, CPA, Auditor Karl Snearer, Apex Insurance Agency Doug Wozniak, Alliant Insurance Services, Inc.

SDRMA Staff

Gregory S. Hall, ARM, Chief Executive Officer C. Paul Frydendal, CPA, Chief Financial Officer Dennis Timoney, ARM, Chief Risk Officer Barbara Tyler, CCLA, Claims/Loss Prevention Manager Nicole Rushing, Finance Manager Ellen Doughty, Manager of Member Services Karen Lafferty, AIC, Senior Claims Examiner Shawn Vang, Accounting Technician Wendy Tucker, Member Services Specialist II Alana Batzianis, Health Benefits Specialist II Rachel Saldana, Administrative Assistant

Signal word: used to indicate the relative level of severity of hazard and alert the reader to a potential hazard on the label. There are only two signal words, “Danger” and “Warning.” Within a specific hazard class, “Danger” is used for the more severe hazards and “Warning” is used for the less severe hazards. There will only be one signal word on the label no matter how many hazards a chemical may have. If one of the hazards warrants a “Danger” signal word and another warrants the signal word “Warning,” then only “Danger” should appear on the label.

o General understanding of how the elements work together on a label. o Explain that where a chemical has multiple hazards, different pictograms are used to identify the various hazards. The employee should expect to see the appropriate pictogram for the corresponding hazard class. o Explain that when there are similar precautionary statements, the one providing the most protective information will be included on the label.

Pictogram: OSHA’s required pictograms must be in the shape of a square set at a point and include a black hazard symbol on a white background with a red frame sufficiently wide enough to be clearly visible. A square red frame set at a point without a hazard symbol is not a pictogram and is not permitted on the label. OSHA has designated eight pictograms under this standard for application to a hazard category.

• Training on the format of the SDS must include information on: o Standardized 16-section format, including the type of information found in the various sections the employee should be instructed that with the new format, Section 8 (Exposure Controls/Personal Protection) will always contain information about exposure limits, engineering controls and ways to protect yourself, including personal protective equipment. o How the information on the label is related to the SDS.

Hazard statement(s): describe the nature of the hazard(s) of a chemical, including, where appropriate, the degree of hazard. For example: “Causes damage to kidneys through prolonged or repeated exposure when absorbed through the skin.” All of the applicable hazard statements must appear on the label. Hazard statements may be combined where appropriate to reduce redundancies and improve readability. The hazard statements are specific to the hazard classification categories, and chemical users should always see the same statement for the same hazards, no matter what the chemical is or who produces it. Precautionary statement(s): means a phrase that

describes recommended measures that should be taken to minimize or prevent adverse effects resulting from exposure to a hazardous chemical or improper storage or handling.

• Name, address and phone number of the chemical manufacturer, distributor, or importer: o How an employee might use the labels in the workplace. o Explain how information on the label can be used to ensure proper storage of hazardous chemicals. o Explain how the information on the label might be used to quickly locate information on first aid when needed by employees or emergency personnel.

California Special District – Sept-Oct 2013

As referenced in Dr. Michaels’ OSHA Training Standards Policy Statement (April 28, 2010) – with all training, OSHA requires employers to present information in a manner and language that their employees can understand. If employers customarily need to communicate work instructions or other workplace information to employees in a language other than English, they will also need to provide safety and health training to employees in the same manner. Similarly, if the employee’s vocabulary is limited, the training must account for that limitation. By the same token, if employees are not literate, telling them to read training materials will not satisfy the employer’s training obligation. OSHA’s Hazard Communication website: (http:// www.osha.gov/dsg/hazcom/index.html) has the following QuickCards and OSHA Briefs to assist employers with the required training. • Label QuickCard (English/Spanish) • Safety Data Sheet OSHA Brief • Pictogram QuickCard (English/Spanish) • Label/Pictogram OSHA Brief (to come) • Safety Data Sheet QuickCard (English) (Spanish) For further information email Dennis at dtimoney@sdrma.org or call 800.537.7790

Money Matters Property tax revenue returned to special districts’ core services state to borrow local revenue funds as long as they were repaid in three years and with interest.

After decades of revenue shifts, borrowing and diversions, special districts and other local agencies are finally seeing a return of the local property taxes that fuel the infrastructure and core local services they provide. Beginning with FY 2011-2012, special districts, schools, cities and counties began to receive a portion of local property tax revenue previously diverted to redevelopment agencies (RDAs). This June, locals received funds borrowed by the state in 2009 pursuant to the terms of Proposition 1A of 2004. How and where these returned revenues should be put to use is now an important question for every special district to ask. In June of this year, the state returned $1.9 billion of the funds it borrowed in FY 2009-10 from special districts and other local agencies. This repayment was required due to Prop 1A. CSDA supported Prop 1A and worked toward its passage because of the protection it offered special districts from outright raids of local government revenue similar to the Educational Revenue Augmentation Fund, or “ERAF,” shifts that have diverted over $9 billion dollars from special districts since 1992. Prop 1A authorized the

CSDA F C

A proud California Special Districts Alliance partner.

In addition to the Prop 1A repayment, special districts located within the boundaries of an RDA are beginning to see the return of local property tax revenue as a result of the ongoing dissolution of RDAs. RDAs’ share of statewide property tax, diverted away from the core local services provided by special districts, schools, cities and counties, grew exponentially from two percent in 1978 to 10.5 percent or nearly $6 billion by 2011. A report published in July by the California Department of Finance (DOF) outlined over $300 million in returned residual payments to special districts out of the nearly $4 billion restored to local agencies since June 2011. The revenue returned to each local agency is proportional to those funds diverted away from the agency each year by the RDA. When contemplating all of the options for making the most of these returned revenues, careful consideration of local priority needs and long-term service goals should be given. Specifically, CSDA recommends special districts consider the following factors: • Volatility of revenue stream due to litigation, legislation and newness of the RDA dissolution process. • Legislative and gubernatorial intent to enhance funding of core local services. • Opportunity to promote economic development and job creation through core infrastructure. Given such considerations, special districts may wish to focus on funding areas that will free up long-term budget capacity, grow the local tax base, and/or promote accountability. Some examples include: • Addressing the cause of recent increases in operations costs, such as paying down pension

Officers

Jo MacKenzie, President, Vista Irrigation District James Acosta, Vice President, Saticoy Sanitary District Scott Dowell, Secretary, Chico Area Recreation and Park District

CSDA F C

CSDA Finance Corporation 1112 I Street, Suite 200 Sacramento, CA 95814 tel: 877.924.CSDA www.csdafinance.net

Members of the Board

Consultants

David McMurchie, McMurchie Law Josephine Libunao, BNY Mellon Trust Co., NA William Morton, Municipal Finance Corporation Saul Rosenbaum, Prager & Co., LLC Jeff Stava, Nossaman, LLP

CSDAFC Staff

Neil McCormick, Administrator Cathrine Lemaire, Program Manager Charlotte Lowe, Executive Assistant Rick Wood, Finance Manager

Scott Dowell, Chico Area Recreation and Park District Paul Hughes, South Tahoe Public Utilities District Leslie Keane, Orange County Cemetery District John Martin, Tehachapi-Cummings County Water District

side-funds and other high-interest debts, or improving efficiency through technology and automation. • Investing in energy and water conservation measures and shifting to more renewable resources. • Ending deferrals of maintenance, starting with infrastructure carrying the biggest cost/threat of failure. • Delivering immediate, recognizable value to the community through one-time capital infrastructure investments, important job creation, and the needs of the local or regional economy and prioritizing projects that leverage additional funds and/or promote collaboration with other agencies.

Public Awareness In assessing how to prudently expend this returned revenue, it is advisable to also consider how to effectively inform the public of its benefit. Keeping the public informed about the use of restored funds will demonstrate accountability to tax- and ratepayers and keep the public aware of and engaged in the decisionmaking process.

Advocacy For more information and additional resources regarding RDA dissolution, visit www.csda.net and access the Grassroots Action Center. In addition, CSDA members can download a free copy of CSDA’s Special District Reserve Guidelines, Second Edition online. Local revenue protection continues to be a top legislative priority for CSDA. Please contact CSDA with your questions, and please share how your local special district is utilizing returned property taxes prudently by emailing Public Affairs Specialist Miryam Mora-Barajas at miryamb@csda.net or calling 916-442-7887.

California Special District – Sept-Oct 2013

CSDA Finance Corporation Recently Closed Financings Desert Recreation District Counterparty - $2,215,000 Rosedale-Rio Bravo Water Storage District Counterparty - $29,610,000 Yuima Municipal Water District Pump Station - $900,000

No Better Time Than Now The time to finance a capital improvement project or refinance a prior loan is right now! Interest rates have been at historic lows, but not even the experts know how long that will last. As economic conditions improve, rates are expected to increase - which means your best bet for getting the lowest rates is to act now. So far this year the CSDA Finance Corporation has closed over $37 million in financings for special districts taking advantage of the low interest rates. Whether you are planning a systems upgrade, construction project, technology purchase or equipment acquisition, call the CSDA Finance Corporation for a no-cost, no-obligation quote. Call 877.924.2732 or visit www.csdafinance.net today.

[What’s so special]

Art in an airport

Monterey Peninsula Airport District Traveling can at times be a stressful undertaking. Worrying about making a flight, what to pack and getting through security are just a few things going through a traveler’s mind on any given trip. Monterey Peninsula Airport District, located in the art-centric Monterey, California recognized this and was inspired to install art exhibits in their terminal to help soothe the weary traveler. The district wanted to make its terminal a welcoming area for those coming and going and was able to do that by displaying the works of area artists – including a gallery featuring young artists. Though travel is a business of coming and going, for the little while people are in the airport, they can stop and appreciate some beauty and even some history. California Special District asked Monterey Peninsula Airport District to explain their mission, why art is used in the airport and how art benefits the district’s community. What core services does your district provide to the public (i.e. what is your mission)? The mission of the Monterey Peninsula Airport District is to provide the region convenient commercial and general aviation access to the national air transportation system, to operate the airport in a safe, efficient and fiscally responsible manner, and to develop the airport to meet future needs. Tom Greer General Manager

The district was created on March 22, 1941, by the passage of State Senate Bill 1300, which authorized an independent public airport district that would qualify for federal funds. The district is governed by five directors elected by voters at large residing in a district composed of: Monterey, Pacific Grove, Del Monte Forest, Pebble Beach, Carmel-by-the-Sea,

Monterey Peninsula Airport District Established: 1941 Size: 500 acres Population: Over 43,000

Budget: $7,600,000 Capital: $15.7 million (most from AIP and PFC programs) Website: www.montereyairport.com

greater Carmel, the west end of Carmel Valley, Del Rey Oaks, Sand City, Seaside and a small portion of unincorporated Monterey County.

matter come from the consultant’s professional contacts, from individuals, organizations and business people. Decisions are based on themes that serve to interest a wide range of ages and interests. The shows aim to entertain, awaken memories of the past, feature individual talents, highlight local history and reflect the spirit of the Monterey Peninsula and surrounding communities.

The airport itself is located near the Monterey Bay and is surrounded by the cities of Monterey, Seaside and Del Rey Oaks. The airport is served by five commercial airlines: Alaska, American Eagle, United Express and US Airways Express, providing nonstop service to five gateway hubs: Denver, Los Angeles, Phoenix, San Diego and San Francisco. Allegiant operates non-stop service two days a week to Las Vegas. The District is structured as an enterprise fund. Costs are recovered through airport rents from tenants, landing and fuel fees, and other charges. Capital improvements are funded from three sources: (1) Federal grants from the Federal Aviation Administration’s (FAA) Airport Improvement Program (AIP) derived from a 10 percent user fee on the airline tickets, (2) Passenger Facility Charges (PFC) collected for each enplaned passenger at the point of origin and (3) district funds. Capital assets are capitalized and depreciated, except land, over their useful lives.

Why does the district display art in the terminal? Art in an airport terminal tends to soften the surroundings for the

California Special District – Sept-Oct 2013

often harried traveler. It gives them an opportunity to momentarily get their mind off the hassle of traveling, even if it is subconsciously. We use terminal space as a welcoming site for showcasing the work of local artists, young people, museums, local historical and arts organizations as well as collections of private individuals.

Where does the art come from? The artwork comes from central California’s coastal community arts organizations, individual artists, art galleries, educational and historical associations and local private collectors.

There is a youth gallery at the airport. Where does this art come from? Why is it important to feature works from the younger members of the community? The Youth Gallery offers the opportunity for schools and youth organizations of the region to present their artwork in a professional manner and in a highly visible space for the enjoyment of hundreds of airport visitors each year. The program seeks to evidence and thus reinforce the importance of art education for young people in every school curriculum.

Does your district decide on the themes of the artwork? If so, how? Exhibition subjects are recommended by the airport’s art consultant, Ilene Tuttle, and approved by the airport’s administrative staff. Suggestions for subject

What benefit does the art bring to the community? In the broad sense, exposure to all art forms through arts institutions and cultural events is considered an important part of community life. The Monterey Peninsula area is particularly rich in cultural activities focusing on art, music and history. The airport’s exhibitions program offers both local visitors and travelers another opportunity to partake of the cultural spirit and fabric of this community.

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California Special District – Sept-Oct 2013

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Legal brief [continued from page 33] Omit Unnecessary Words

Use Short Sentences and Paragraphs

Don’t use wordy phrases when the same meaning can be conveyed with one or two words. Unnecessary words make documents denser and less appealing visually, and waste the reader’s time.

Following the plain language principles noted above should significantly reduce the number of unnecessary words in district documents, but sentences and paragraphs themselves still need to be short to help move the reader through the material. Limit each sentence to one subject and try to aim for 20 words or fewer. For paragraphs, try to include only one topic. In each case, the goal is to break complex ideas into smaller bites of information that will be easier for the reader to digest.

DON’T SAY: For the period of In the event of On a monthly basis

SAY: for if monthly

Avoid Word Pairs Don’t string words together that have the same effect or where the meaning of one includes the other. In other words, never use two words when one will do. Examples to avoid: any and all; cease and desist; each and every; means and includes; authorize and direct; find and declare; null and void. In each of these pairs, the first word alone will suffice.

Use Action Verbs Verbs power our sentences but when they are converted to hidden verbs or “nominals” –nouns with verbs inside– the sentence becomes longer and less effective. DON’T SAY: make an application give consideration to make the payment

SAY: apply consider pay

Use Headings and Other Easy to Read Design Features Don’t underestimate the importance of document design. You may have great content but if all the reader sees are blocks of text, you will lose your audience. Headings, tables, lists and formatting that creates plenty of “white space” will engage the reader and make it easier to both find and understand the material.

Learn More about Plain Language at the Annual Conference These are just a few of the techniques that can transform your district’s documents into plain language. To learn more, come to the plain language session at the CSDA Annual Conference and Exhibitor Showcase, and look for future CSDA-sponsored training opportunities. What have you got to lose – other than some unnecessary words?

CSDA’s Business Affiliates CSDA gratefully relies on the generous support of all Business Affiliates

A special thank you to:

Gold level

CSDA Finance Corporation www.csdafinance.net Meyers Nave www.meyersnave.com Special District Risk Management Authority www.sdrma.org

Burke, Williams & Sorensen, LLP www.bwslaw.com California CAD Solutions, Inc. www.calcad.com CPS HR Consulting www.cps.ca.gov HdL Coren & Cone www.hdlcompanies.com MCE Corporation www.mce-corp.com PARS www.pars.org

Diamond level

For more information about all CSDA Business Affiliates, see the Buyer’s Guide at www.csda.net. To learn more about becoming a CSDA Business Affiliate or participating at a higher level, contact our office at 877.924.2732.

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One Stop Shop Quality coverage protection and comprehensive risk management services tailored to meet the complex needs of California public agencies.

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www.sdrma.org

Special District Risk Management Authority

PRSRT STD U.S. Postage PAID Permit No. 2472 Sacramento, CA

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