California Special District

CA SPECIAL

DISTRICT Publication of the California Special Districts Association

Volume 12, Issue 6, Nov - Dec 2017

FEATURE Doing More With Less: A Unique Partnership Opportunity for Special Districts

WHAT’S SO SPECIAL What’s All the Buzz About

For 75 years, Nossaman has partnered with public, private, and governmental agencies to provide a unique perspective on the law.

Nossaman is a full service public agency law firm based in California, proudly serving as CSDA's Bond Counsel, and also providing counsel to special districts in areas such as Public Finance, Public Agency Law, Water, Environmental, Land Use, Infrastructure, Employment, Insurance Recovery, Public Policy, and Eminent Domain.

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Volume 12, Issue 6 • November - December 2017

Contents

20 24 Doing More With Less: A Unique Partnership Opportunity for Special Districts

Community Connections City and District Collaborate to Make Public Park Need a Reality

28

Solutions & Innovations Santa Clara Valley Open Space Authority Publishes Landmark Vision for Coyote Valley

4 President’s Message CSDA 2017: A Year In Review

10 Grassroots Action Update 2017 Legislative Highlights; Take Action

5 Professional Development 2018 Professional Development Catalog Coming Soon; More Opportunities for Board Members in 2018; Upcoming Conferences Save the Dates

12 Ask the Experts A Sustainability Spark in Special Districts

6 CSDA News 2018 Executive Committee; Ethics Training with Membership Renewal; 2018 Labor Law Posters; Annual Confernence & Exhibitor Showcase Sponsors and Award Winners

16 In Brief Regional Recycled Water Program; California Coastal Cleanup Day; Port of Stockton to Receive Cleaner Locomotives; Water Authority’s Demonstration Garden Puts Sustainable Landscape Practices on Display

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Movers and Shakers

40

What’s so Special What’s All the Buzz About

32 Legal Brief Conflict of Interest Under Government Code § 1090: New Rules, New Risks 34 Managing Risk Developing a Safety Culture 38 Money Matters Opportunity Knocks: New Funding Opportunities for Fire Districts in a Post-SRA Fee World

Printed on recycled paper.

California Special District – November-December 2017

CA SPECIAL

DISTRICT © 2017. California Special Districts Association.

All rights reserved.

Officers Vincent Ferrante, President Moss Landing Harbor District

president’s message

Greg Orsini, Vice President McKinleyville Community Services District Arlene Schafer, Secretary Costa Mesa Sanitary District Joel Bauer, SDA, Treasurer West Side Cemetery District William Nelson, Past President Orange County Cemetery District

Members of the Board Stanley Caldwell, Mt. View Sanitary District Ryan Clausnitzer, Alameda County Mosquito Abatement District Ralph Emerson, Garberville Sanitary District Jeff Hodge, Santa Ynez Community Services District Peter Kampa, SDA, Saddle Creek Community Services District Jo MacKenzie, Vista Irrigation District Elaine Magner, Pleasant Valley Recreation & Park District Noelle Mattock, El Dorado Hills Community Services District Sandi Miller, SDA, Selma Cemetery District Ginger Root, Country Club Sanitary District Timothy Ruiz, P.E., East Niles Community Services District Fred Ryness, Burney Water District Robert Silano, Menlo Park Fire Protection District

CSDA 2017: A Year in Review First off, I want to say it has been a pleasure to serve as your CSDA Board President this year and I look forward to continue serving on the board and working with the incoming 2018 CSDA Board President Greg Orsini. CSDA has seen amazing membership growth in 2017, with

CSDA Staff Neil McCormick, Chief Executive Officer Megan Hemming, Professional Development Director Cathrine Lemaire, Member Services Director Kyle Packham, Advocacy & Public Affairs Director Todd Winslow, Publications Director Rick Wood, Finance & Administration Director Emily Cha, Professional Development Coordinator Marcus Detwiler, Legislative Assistant Rylan Gervase, Legislative Representative Dillon Gibbons, Senior Legislative Representative Abi Hague, Member Services Representative Colleen Haley, Public Affairs Field Coordinator Mustafa Hessabi, Legislative Analyst Beth Hummel, Executive Assistant Charlotte Lowe, Editor, Communications Specialist Steven Nascimento, Public Affairs Field Coordinator Anna Palmer, Member Services Specialist Chris Palmer, Public Affairs Field Coordinator Marina Servantez, Professional Development Assistant Tatiana Stewart, Public Affairs Specialist Cassandra Strawn, Senior Member Services Specialist Dane Wadlé, Public Affairs Field Coordinator James Wilfong, Senior Designer For editorial inquiries, contact Todd Winslow at 877.924.2732 or toddw@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 A proud California Special Districts Alliance partner

CSDA has seen amazing membership growth in 2017, with more than 70 NEW members joining the association, bringing the total to over 1,170 members. We had record high retention rates as well this year...

more than 70 NEW members joining the association, bringing the total to 1,170 members. We had record high retention rates as well this year not only for our special district membership, but for our Business Affiliate membership who provides various services and programs to all types of special districts.

New this year was the most recent edition of the CSDA Sample Policy

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Neil McCormick Vince Ferrante

Handbook, which allows districts to purchase and customize for themselves more than 100 essential policies, including policies for board and board meetings, administration and financial management, and personnel.

The purchase includes a subscription to quarterly updates. Also, this past Spring, CSDA released a newly updated guide to understanding and complying with the Brown Act, covering topics such as notice, location, agenda and procedural requirements, rights of the public, closed sessions, and more.

CSDA’s Advocacy & Public Affairs team was also hard at work reviewing nearly 3,000 bills in total!

Of those, staff directly lobbied on 123 bills – supporting 72 and opposing 51. Lobbying efforts paid off considering only 8 of the 51 bills CSDA opposed became law and 37 of the 27 supported bills became law. CSDA’s top priority oppose bill gained quick attention from the Little Hoover Commission (LHC), as it would have forced the dissolution of special districts without due process, eliminated lessexpensive audit alternatives for small districts, and added unnecessary reporting requirements. CSDA secured Continued on page 8

Highlight

2018 Professional Development Catalog Coming Soon Check your mail or check online at csda.net for all of CSDA’s workshops, webinars, and conferences in our 2018 Professional Development Catalog.

You’ll find a variety of offerings for elected/appointed officials and all levels of staff including webinars on prevailing wage, the Brown Act, the California Public Records Act, and more. CSDA also offers live and on-demand webinars on a variety of topics including Ethics AB1234, Harassment Prevention (AB1825 and AB1661), California Public Records Act, Rules of Order, and much more. Many live and on-demand webinars are offered at no cost to Special District Risk Management Authority (SDRMA) members and can even help members to earn valuable credit incentive points.

Save the Date.

The schedule will also include some of our most popular workshops like Supervisory Skills in the Public Sector, HR Boot Camp for Special Districts, and Financial Management for Special Districts in new locations as well as new workshops on important topics like CEQA and funding sources. Visit csda.net for more details and to register online.

More Opportunities for Board Members in 2018 CSDA’s Special District Leadership Academy CSDA’s Special District Leadership Academy (SDLA), the core governance training for elected and appointed officials, will return in 2018 with three date and location options throughout the state: • February 4 – 7, 2018 - La Quinta • April 15 – 18, 2018 - Monterey – First time and advanced attendee tracks.

• July 8 – 11, 2018 - Napa The La Quinta and Napa locations will offer all four modules of CSDA’s Special District Leadership Academy: Governance Foundations, Setting Direction/Community Leadership, Board’s Role in Human Resources, and Board’s Role in Finance & Fiscal Accountability and attendees will earn their certificate of completion at the conclusion of the conference.

The Monterey location will offer the first-time attendee track as well as an advanced track for current certificate holders. This advanced track will enable elected and appointed officials to expand on the skills and concepts gained during their first completion of the SDLA. Visit csda.net for more details and to register online.

California Special District – November-December 2017

more in 2018 is coming...

SDRMA Safety / Claims Education Day March 20, 2018 - Sacramento Special Districts Legislative Days May 22 - 23, 2018 - Sacramento General Manager Leadership Summit June 24 - 26, 2018 - Lake Tahoe CSDA Annual Conference & exhibitor showcase September 24 - 27, 2018 - Indian Wells Special District Board Secretary/Clerk Conference October 21 - 23, 2018 - Lake Tahoe

CSDA NEWS

annual conference

Congratulations to CSDA’s 2018 Executive Committee The following CSDA Board Officers were elected to the 2018 Executive Committee:

2017 CSDA Annual Conference and Exhibitor Showcase

President Greg Orsini, McKinleyville Community Services District

Thank you to these CSDA Annual Conference & Exhibitor Showcase sponsors:

Vice President Joel Bauer, SDA, West Side Cemetery District

Champion Sponsors • California Special Districts Finance Corporation • Special District Leadership Foundation • Special District Risk Management Authority

Secretary Jeff Hodge, Santa Ynez Community Services District Treasurer Ryan Clausnitzer, Alameda County Mosquito Abatement District CSDA Board Officers serve a one-year term and are elected by the CSDA Board of Directors at their board meeting during the CSDA Annual Conference & Exhibitor Showcase.

Advocate Sponsors • Liebert Cassidy Whitmore • McMurchie Law • Meyers Nave

Friend Sponsors • Atkinson, Andelson, Loya, Ruud & Romo • Bank of the West • Best Best & Krieger LLP • BHI Management Consulting Free Ethics Training with Renewal of Membership • BNY Mellon Trust Company, N.A. • Brandis Tallman, LLC Don’t forget! As a thank you to our members, CSDA • Burke, Williams & Sorensen, LLP offers free online access to required Ethics Training for a • CalTRUST limited time. Submit your membership dues by January • CV Strategies 4, 2018 and your district will receive access to on• David Taussig and Associates, Inc. demand AB1234 Ethics Compliance Training through • Granicus March 16, 2018 at no cost. If you are the designated • Jarvis, Fay, Doporto & Gibson, LLP main contact for CSDA, you now have the option to • Kronick, Moskovitz, Tiedemann & Girard renew membership online. Just log on at csda.net to • Nossaman, LLP manage your agency’s account.

• Prager & Co., LLC • Problosky Research • Richards Watson & Gershon Order Your 2018 Labor Law Posters Now • Umpqua Bank • U.S. Communities The CSDA Bookstore is now selling laminated 2018 • Wells Fargo Bank California & Federal Employment Notices posters at • Zions Bank the very affordable member price of $25 (plus shipping and tax). In addition, if any other mandatory updates become effective during the year, CSDA will email you the updated section. Your agency could be fined for not posting the most up-to-date state and federal employment notices in an area that is frequented by employees. Place your order online today at csda.net.

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Congratulations to the 2017 CSDA Annual Award Winners!

1. Exceptional Public Outreach & Advocacy (large district), Modesto Irrigation District and Turlock Irrigation District, “Worth Your Fight” Campaign

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2. Ralph Heim Exceptional Public Outreach & Advocacy, Jennifer Poland, Hi-Desert Water District

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3. Staff Member of the Year, Louis Solana, Ironhouse Sanitary District 4. Board Member of the Year, Gary Bales, Monterey Regional Waste Management District

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4 5. General Manager of the Year, Jon Newby, West Valley Sanitation District of Santa Clara County

5

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7. Innovative Project of the Year (small district), Feather River Park & Recreation District, “Riverbend Park: PHASE 1” Project 8. Chapter of the Year, Contra Costa Special Districts Association

6. Innovative Program of the Year (large district), Desert Recreation District, “Adaptive/Therapeutic Recreation” Program

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California Special District – November-December 2017

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CSDA President’s Message [continued] amendments that made the bill supportable and helped assure its enactment.

After an intense, year-long process in which CSDA led the way in outreach and communication, the LHC’s 20 recommendations were reasonable and largely supportable. In fact, CSDA has already supported the completion of four recommendations.

When it comes to public engagement on special districts, CSDA added two tours to the annual Special Districts Tour Program which provided 46

legislative staff and other state officials with an up-close look at 13 special districts across four tours. CSDA’s public outreach campaign, Districts Make the Difference, now has 17 professionally produced videos online (districtsmakethedifference.org) about various types of special districts and the services they provide.

CSDA’s Professional Development continued to see growth in both our attendance and number of offerings.

Our on-demand webinar system is being constantly updated and currently has 40 webinar titles – including some are offered at no cost and some are offered at no cost to SDRMA members.

Professional Development also saw 39 scheduled workshops – including two in all six of our District Networks – a board member training in each network

the first half of the year and a Brown Act training in each of the six District Networks in the second half of the year.

The Professional Development line-up also featured eight conferences and 38 scheduled live webinars.

Thank you to everyone for your support of CSDA this last year! Continue to peek at our website where we list professional development offerings, bill tracking, and member resources all year long. It has been my absolute pleasure to serve as your CSDA Board President in 2017!

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California Special District – November-December 2017

update

!

September 15 marked the end of the 2017 legislative session and hundreds of bills were sent to Governor Jerry Brown to either sign or veto by the October 15 action deadline.

In total, 2,980 legislative measures were introduced in the California State Capitol and CSDA was hard at work analyzing and monitoring many of those bills. CSDA actively tracked 854 bills and directly lobbied on 123 of those measures. Of the 51 bills opposed by CSDA, only eight became law.

The other 43 were killed or amended to remove CSDA’s concerns. Of the 72 bills supported by CSDA, more than half (37) became law.

Thank you to our members who answered our calls to action, sent in support or opposition letters, met with their legislative representatives, and were overall active participants in our grassroots advocacy. We could not have had such a successful year without you. Thank you!

BILL

DESCRIPTION

STATUS

POSITION

AB 979 (Lackey)

Simplifies the process for special districts to gain representation on local agency formation commissions (LAFCOs), while maintaining local control.

Signed into law by Governor Brown on Sept. 1.

CSDA-Sponsored Bill.

SB 448 (Witkowski)

Establishes definition for “inactive districts” and creates an expedited process for dissolution of inactive districts while providing special districts, and California residents, the opportunity for due process.

Signed into law by Governor Brown on Sept. 27.

CSDA opposed the original version, but in the end CSDA was able to support the amended bill.

AB 1479 (Bonta)

Requires public agencies to identify custodians of records at their agencies who will process CPRA requests.

Additionally, the bill adds a civil penalty for agencies that knowingly and willfully violate the CPRA.

Vetoed by Governor Brown on October 13.

CSDA opposed the original version of the bill, but moved to a neutral position given amendments to the bill language.

Enhanced Infrastructure Financing District (EIFD) Financing for Climate Change.

Signed into law by Governor Brown on October 11.

Support.

Two-year bill.

CSDA was opposed to the original bill, but was able to move to a neutral position with amendments.

AB 733 (Berman)

SB 224 (Jackson)

Directs the Office of Planning and Research (OPR) to develop proposed CEQA Guidelines changes related to a lead agency’s determination of the baseline conditions for the purposes of CEQA review in certain circumstances.

Of the 51 bills CSDA opposed in 2017, only eight became law.

Take Action Seasons of Advocacy: Winter With the end of the legislative session, now is the perfect time for special districts to keep legislative relationships warm during the cold winter months.

• Set up a ‘meet-and-greet’ with newly-elected local officials.

• Subscribe to your local representatives’ e-Newsletters and social media channels. Don’t forget to Like and Follow them!

• Attend local holiday parties and/or seasonal festivities in your community.

• Save the date for the 2018 Special Districts Legislative Days in Sacramento, May 22 – May 23.

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Please email the Advocacy and Public Affairs Director, Kyle Packham, at kylep@csda.net to join our Grassroots Advocacy efforts in 2018.

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Ask theExperts A Sustainability Spark in Special Districts

By Karalee Browne, Sustainability Program Manager, Institute for Local Government

the County of San Luis Obispo, Pacific Gas and Electric Company (PG&E), Southern California Gas Company, and participating special districts and cities. They say the experience they have gained working with special districts during their 11-month fellowship has been eye opening. “I learned that each special district has its own political personality, and most are extremely busy and understaffed,� said Payne.

Do you have a question for any of our CSDA experts?

If so, send your question to Todd Winslow, publications director, at toddw@csda.net.

This article is not intended to serve as legal advice. If you have further questions about these matters, you should consult with an attorney.

Special districts throughout the state are working hard to increase sustainability and climate resilience efforts. While lack of staff and financial resources continue to pose a challenge, many districts are finding assistance through collaborations and the help of recent college graduates.

Kristyn Payne and Serena Desai are former Civic Spark Fellows, two of the more than 70 college graduates who participate annually in the Governor’s Civic Spark AmeriCorps Program, a program dedicated to building capacity for local governments to address climate change and water management issues in California. Payne and Desai were part of the 2016-2017 cohort, and were assigned to the San Luis Obispo Energy Watch Program (SLO Energy Watch Program), a partnership between

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Payne and Desai spent their service term gathering, compiling and presenting data that illustrates energy and monetary savings opportunities for special districts in the San Luis Obispo County region. For some of these special districts, the information has been available for several years but they just did not have the time, staff or resources to do anything with it.

The initial information came from a 2015 report.

In that year, the SLO Energy Watch Partnership engaged PG&E and KW Engineering to offer the Large Integrated Audit (LIA) program to nine special districts in the county. LIA is a free, comprehensive energy assessment service normally limited to very large industrial or commercial customers to help identify energy efficiency, generation, load management, and demand response opportunities that save energy, reduce costs, and improve operations.

LOOK!

The data obtained in this audit was vital to understanding the cost/benefit in implementing specific energy efficiency projects, but for years, the special districts did not have the capacity to

“The collaboration we had with special districts allowed the local governments the ability to prioritize something that they would otherwise not have the capacity to do,” said Desai.

distill the findings, and chart a path forward. The capacity that Payne and Desai added helped update the information and facilitate the important conversations that have now led to the implementation of several money-saving projects.

“Although the projects identified in the original audit, were all viable, good projects, sometimes it just takes the right time and the right people to get things going,” said, Kelly Dodd, San Miguel Community Services District Utility Supervisor.

San Miguel Community Service District (SMCSD) is now working with the Energy Watch Partnership to implement a new aeration system and headworks at their wastewater treatment plant. SMCSD is utilizing the partnership’s engineering and technical support funds, combined with On Bill Financing to fund the project.

The 2016-2017 Civic Spark Cohort is now complete, and a new group of recent college graduates will be starting their fellowships to assist local governments. Desai says, even though her time was short, she believes the work will have lasting impact.

“The collaboration we had with special districts allowed the local governments the ability to prioritize something that they would otherwise not have the capacity to do,” said Desai. “It set the stage for meaningful change going forward.”

Check out our feature article on page 20 to learn more about CivicSpark!

To learn more about how your special district can benefit from the Civic Spark Program visit, civicspark.lgc.org.

To learn more about what special districts are doing to promote energy efficiency and sustainability, visit the Institute for Local Government’s Special District’s Sustainability Best Practice Framework at ca-ilg.org/pod/ sustainability-framework-special-districts-0.

On Bill Financing allows agencies to fund energy-efficient retrofit projects with no upfront costs by obtaining interest-free loans from the utility that are repaid through the savings their monthly energy bills.

Los Osos Community Service District (LOCSD) will be implementing a pipe diameter retrofit and a pump impeller shave down for one of their well pump tanks. This will not only be more energy efficient, but will also reduce noise, which will allow LOCSD to run the pumps at night and realize additional financial savings.

California Special District – November-December 2017

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MOVERS & SHAKERS The Fort Ord Reuse Authority was recognized by the American Planning Association with the Silver 2017 National Planning Achievement Award for a Best Practice for the Historic Fort Ord Regional Urban Design Guidelines.

The South San Joaquin Irrigation District’s Board of Directors are pleased to announce that they have selected local area attorney Mia Brown to serve as District Counsel.

At its meeting earlier this year, the Governing Board of Sweetwater Authority appointed Tish Berge to the role of general manager. Berge brings more than 25 years of experience in the water industry, including as Director of Finance and Administration for Rincon del Diablo Water District and Assistant General Manager for San Elijo Joint Powers Authority.

After hearing opening statements and answers to questions from three candidates, the Mission Springs Water District’s Board of Directors voted unanimously to appoint Ivan Sewell to fill the seat of the late Mission Springs Water District Director, John H. Furbee who passed away in July of this year.

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 Todd Winslow, publications director, at toddw@csda.net and we could include them in our next issue!

Mesa Water District welcomes Marice H. DePasquale to its Board of Directors representing Division III of the District’s service area. In addition, longtime Mesa Water District board member Jim Atkinson was elected to fill the role of board president through next year.

The El Camino Health Care District’s Board of Directors agreed to appoint a former county lawyer with deep legal experience in the world of health care to a seat on the board. Board members voted 4-0 to appoint Neysa Fligor, a Los Altos resident, to the health care district’s board, filling the vacancy left by former board member Dennis Chiu.

The Cordova Recreation and Park District announced hired Jill Nunes as the Recreation Superintendent. Nunes brings to the district more than 20 years of public service and recreation experience.

Matt Lorenzo was recently awarded the California Library Association’s 2017 Young Adult Services Award.

According to the Santa Clara County Library District, Lorenzo was recognized for his ability to create “appealing and original programs that keep teens and preteens engaged” at the Cupertino Library.

Steve Sentes, a leader in watershed management and restoration, was recently appointed as the new executive director of the Chino Basin Water Conservation District. Prior to this role, Sentes was most recently managing programs to protect Florida’s Northern Everglades while balancing the needs of agricultural and urban users.

Richard “Rick” Seal, who’s been with the San Jose Fire Department for 25 years, has been named the new fire chief of the East Bay Regional Park District.

The Inland Empire Utilities Agency’s (IEUA) Board of Directors announced today that Halla Razak will join IEUA as the Agency’s 17th general manager, beginning December 1. Ms. Razak brings more than 30 years of knowledge and experience to this very important next role in her career.

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In Brief Port of Stockton to Receive Cleaner Locomotives

Southern California Districts Launch New Regional Recycled Water Program The Metropolitan Water District of Southern California and the Sanitation Districts of Los Angeles County inaugurated a water recycling program that could help refill groundwater basins across Southern California and provide water to hundreds of thousands of homes. The agencies broke ground on a demonstration advanced purification facility that would generate information needed for the potential future construction of a full-scale recycled water plant. The Sanitation Districts’ Joint Water Pollution Control Plant in Carson currently treats and cleans wastewater discharged from homes and businesses. Under this potential new recycled water program, Metropolitan would purify treated wastewater through various advanced processes to produce a safe, high-quality water source that could help replenish groundwater basins in Los Angeles and Orange counties. The endeavor marks Metropolitan’s latest

large-scale investment to diversify the region’s water supplies and meet the challenges presented by climate change, ecological demands and Southern California’s growing economy. The 500,000-gallon-per-day, $17 million demonstration facility will take about a year to build and then operate for at least a year to produce data for a potential fullscale plant. While the facility’s treatment processes are proven, Metropolitan also will test the innovative use of membrane bioreactors to significantly increase efficiency in water recycling. The demonstration plant will help refine the treatment process and assist in securing regulatory approval for a full-scale plant.

Under a full-scale program, the purified water would be pumped from Carson through a new pipeline network to four groundwater basins in Los Angeles and Orange counties, allowing for additional percolation into the ground and aquifer storage. Those basins, which provide water for 7.2 million people, are currently recharged with imported water, rain and, in some cases, recycled water.

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A grant of $1,812,500 is being made by the San Joaquin Valley Air Pollution Control District to the Port of Stockton to help pay for new, clean-burning locomotives.

The funding provided by the Air District will help pay for replacing two old locomotives with the newer Tier 4 engines that are 90 percent cleaner and will reduce an estimated 218 tons of emissions.

The Valley Air District says it was also able to secure an additional $3,067,657 from a number of partners including $392,657 from the city of Stockton’s Terminal and Eastern Tax and Metro Ports Use Tax revenues. Locomotives help move a lot of tonnage in the Port of Stockton, which is the state’s fifth largest in terms of annual tonnage. “Improving the health and quality of life in disadvantaged communities such as around the Port of Stockton is important,” says Stockton City Councilmember and Valley Air District Governing Board Member Christina Fugazi. “This project is a major step in our efforts throughout the Valley to improve public health through financial incentives to reduce pollution.”

“This is a common-sense approach to reducing air pollution while also helping the community retain jobs and build the economy without imposing draconian regulations,” says San Joaquin County Supervisor and Valley Air District Governing Board Member Bob Elliott.

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 Todd Winslow, publications director at toddw@csda.net or (877) 924-2732.

Water Authority’s New Demonstration Garden Puts Sustainable Landscape Practices on Display

California Coastal Cleanup Day More than 510,000 pounds of trash was plucked from the state’s beaches, ocean, rivers, parks, lakes and other areas as part of the recent 33rd annual California Coastal Cleanup Day. An additional 31,912 pounds of recyclables was collected by nearly 1,000 volunteer sites in 55 counties, the largest number of sites in the cleanup’s history. Around the state, 54,532 volunteers helped with the cleanup, said Eben Schwartz, the California Coastal Commission’s Marine Debris Program Manager. California’s event is part of the International Coastal Cleanup organized by the Ocean Conservancy. It’s dubbed the “world’s biggest volunteer effort to protect the ocean,” with an estimated halfmillion people around the world participating. In the history of the annual three-hour cleanup, over 1.4 million volunteers have removed more than 23 million pounds of trash throughout the state. “The harm that we are causing to marine wildlife through our careless overuse of disposable plastic is truly staggering,” said Schwartz. “Coastal Cleanup Day is our opportunity each year to ask everyone in California to help us get rid of all this trash before it has a chance to wash out to the ocean. We can make our state even more beautiful and save wildlife at the same time.” Special districts throughout the state participated in cleanup events.

California Special District – November-December 2017

The San Diego County Water Authority unveiled a new demonstration garden at its Kearny Mesa headquarters designed to show visitors how they can increase water efficiency and boost the environmental benefits of outdoor spaces through sustainable landscaping practices. In addition to employing well-known waterefficient practices such as using climate-appropriate plants and highefficiency irrigation, the new Sustainable Landscaping Demonstration Garden has features designed to further enhance water efficiency and achieve additional environmental benefits such as reduced storm water runoff. These features include the application of organic soil amendments and the use of rainwater capture elements. The approximately 3,000-square-foot garden provides a tangible example of the recommendations of the San Diego Sustainable Landscapes Program, or SLP. The SLP is a public-private partnership among the Water Authority and the City of San Diego, County of San Diego, Association of Compost Producers, Surfrider Foundation, and California American Water.

Funded by a state Department of Water Resources grant, the program partners collaborated to produce the “San Diego Sustainable Landscape Guidelines,” a comprehensive, 71-page color guidebook with photos, diagrams and checklists to help homeowners understand how to implement a landscape transformation that follows SLP recommendations. An online version of the guidebook is available at sustainablelandscapessd.org/guidelines. “For sustainable landscaping practices to become more widely accepted, it’s important for the public to experience them and understand that sustainable landscapes are both beautiful and environmentally beneficial,” said Principal Water Resources Specialist Carlos Michelon. “We invite the public to view our demonstration garden as it continues to mature, and to take advantage of our water-use efficiency resources to help residents complete similar projects at home.” For more information about SLP resources, including education and training opportunities, how to receive technical assistance, and how to get an SLP-guided project started go to sustainablelandscapessd.org. To learn about the Water Authority’s entire suite of water-use efficiency resources, go to watersmartsd.org.

Sources: Business Wire, The Orange County Register, St. Helena Star, Central Valley Business Times, San Diego County Water Authority.

CSDA Membership Delivers More.

CSDA is proud of our ability to provide strong, respected representation of special districts at the state capitol.

We’re happy to bring quality education programs to your board members and staff. And we’re delighted to be the association you trust to get timely, valuable information.

But did you know your membership in CSDA can deliver even more to keep your agency running efficiently and effectively? We are constantly on the lookout to identify and partner with businesses that have a reputation for top-quality services, products and customer support.

These businesses have agreed to offer their services tailored to CSDA members. CSDA’s Value-Added Benefits deliver cost-effective solutions to meet your agency’s needs now and in the future.

It’s just one more way CSDA membership delivers more.

Call Member Services at 877.924.2732 for information on any of these services:

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U.S. Communities -– Discounted purchasing forum for office supplies, technology products and more.

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CSDA members have access to exclusive programs delivered by our California Special Districts Alliance Partners: • CSDA Finance Corporation – visit www.csdafinance.net for tax-exempt municipal financing • Special District Risk Management Authority (SDRMA) – visit www.sdrma.org for cost-effective Workers’ Compensation, Property & Liability and Health Coverages

18

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California Special District – November-December 2017

A proud California Special Districts Alliance partner.

Doing More with Less: A Unique Partnership Opportunity for Special Districts

By Kif Scheuer, Climate Change Program Director, Local Government Commission

Special districts, especially smaller districts, often face the challenge of having limited resources, which can limit their ability to focus on emerging issues such as climate change.

This is where the CivicSpark program comes in. CivicSpark places AmeriCorps Fellows with local agencies around the state to assist the agency in getting out in front of climate change and water management issues by conducting research, planning, and implementation activities over an extended period of time. For special districts who do not have the means to devote to these actions, this type of assistance can make a huge difference. CivicSpark Fellows are that extra set of ears, eyes, and hands to take the agency even further.

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Launched in 2014, CivicSpark is a Governor’s Initiative AmeriCorps program that assists local governments in California to build their climate response and water management capacity. The program recruits 70 Fellows each year to work directly with local staff and community members on targeted projects.

What is CivicSpark?

Launched in 2014, CivicSpark is a Governor’s Initiative AmeriCorps program that assists local governments in California to build their climate response and water management capacity.

The program recruits 70 Fellows each year to work directly with local staff and community members on targeted projects. The program is managed by the Local Government Commission (LGC) in partnership with the Governor’s Office of Planning and Research.

CivicSpark delivers capacity building support to agencies through four core activities: 1. Gap Assessments – Fellows interview staff and review key documents to determine current needs. In turn, they use this information to finalize project goals and scope.

2. Service Projects – Fellows implement specific research, planning, or implementation project(s) that meet the defined needs.

3. Volunteer Engagement – Fellows support increased community volunteerism in conjunction with their project(s).

4. Transitioning Expertise – Fellows sustain progress by sharing results with key stakeholders through trainings and reports.

LGC manages all aspects of the program – from recruiting and training to ensuring that performance goals are met – in order to make local government participation easy and straightforward.

CivicSpark Impacts Over the past three years, CivicSpark Fellows provided over 230,000 hours of service to over 150 public agencies throughout California. Project outcomes include 14 climate or energy actions plans; over 200 assessment or inventory reports; 70 climate action policies; and over 100 community workshops. In the course of this work, Fellows have connected with over 15,000 community members through events and meetings, and recruited over 5,000 volunteers who have contributed thousands of hours of additional support to communities across California.

More specifically, Fellows in Los Angeles developed a WaterConservation Cost-Benefit Tool that helped identify and prioritize potential water saving opportunities at county facilities. By utilizing this tool, Fellows identified annual savings of 195-200 gallons of water and $1.7 million in avoided costs for the County. Also in Southern California, CivicSpark Fellows developed the Energy Assessment Screening for Your Home (EASY) program, which helps residents identify ways to make their homes more energy efficient.

Fellows completed 70 of these assessments in 17 cities, organized 25 formal trainings, and reached a total of 1,700 customers.

Shelley Jiang, Climate Change Coordinator for the Sacramento Metropolitan Air Quality Management District (SMAQMD) highlights the impact of participating in the CivicSpark program: “SMAQMD has been delighted to support the CivicSpark program over its four years. We love providing these talented young people with an introduction to careers in local government, sustainability, and climate change, and in return they provide us valuable capacity to explore new initiatives and complete Continued on page 21

California Special District – November-December 2017

Doing More with Less [continued]

important projects. Now more than ever, California needs young people to work in climate change and sustainability, and CivicSpark is instrumental in helping to achieve that goal. Emma and Skylar brought so much dedication, passion, and enthusiasm to their projects to help market a low-income home energy efficiency program, research model Climate Action Plan strategies for small and rural cities, and expand food waste diversion in local schools and businesses.

Over the year, they have made a tangible difference as they helped to improve the safety and comfort of elderly and lowincome families, educate children on food waste, air pollution, and sustainability, and assist small businesses in learning more about the importance of diverting food waste. We couldn’t have done this without them, and were excited to see they could both leverage their CivicSpark experience into rewarding and fulfilling jobs.”

These sentiments were echoed by Vince Kirkhuff, Air Quality Specialist for the San Luis Obispo Air Pollution Control District (SLOAPCD). “As an Air Pollution Control District, strictly speaking, we do not have any climate action implementation projects of our own; rather, our role is one of facilitating collaboration between our local jurisdictions and assisting them in climate planning on the local and regional level. To that end, CivicSpark has been an essential partner in our office and in our county, providing fellows

who are highly capable, intelligent, serious, and committed to their projects.

The quality of work we have received from the CivicSpark Fellows has been consistently outstanding – on par with most of our full-time employees. More than once we have heard from our local jurisdictions that if CivicSpark was not there to facilitate CAP implementation, it would simply not get done. By adding capacity to implement local climate action plans with a minimal investment of local funds, CivicSpark has been a tremendous benefit to our local governments and the community at large.”

Who are the Fellows?

CivicSpark AmeriCorps Fellows are selected through a highly competitive national application process. Fellows have, at minimum, a college degree in a relevant field, and typically have workplace and community service experience. During their 11-month service term, they implement a wide range of water resource management and climate change mitigation and adaptation projects throughout the state. Fellows gain valuable work experience, build professional skills, and develop a strong network while having a lasting impact in local communities.

By opening the door to talented young professionals, CivicSpark is creating a pipeline of capable and motivated individuals who understand and appreciate public agencies.

22

Skylar Johnson, a 2016-17 Fellow, stated “I was drawn to CivicSpark because of the program’s opportunity to make real, long-lasting change and engage with local government policies and processes.

I believe that climate change is one of the biggest threats to humans and our planet.

CivicSpark gave me the opportunities to better the planet, but also develop my own personal and professional skills.”

Over the 11-month course, Johnson collaborated with SMAQMD on four projects, including the expansion of food waste recycling across Sacramento County businesses. “I engaged with local government, business, and community members in meaningful ways that will help Sacramento mitigate and become more resilient to the effects of climate change.

I participated in government decision making processes and began to understand how policies lead to actions.”

Emma Bennett worked alongside Johnson at SMAQMD. “Coming from another state, I did not know that there were local agencies with jurisdiction over air quality in California, but I had also never seen smog. With the wildfire smoke and high temperatures this Summer, I better understand how important the SMAQMD’s work is. I learned specifically that air quality is not something many people consider, but that it’s very important, especially for those with asthma or other lung sensitivities, to check air quality forecasts before exercising outdoors,” stated Bennett.

Ryan Silber, another 2016-17 Fellow, was placed with SLOAPCD and worked on a “Net Zero Homes Greenhouse Gas Protocol and

Ryan did a tremendous job in delivering white papers, as well as a new draft RFP for developing a protocol that assists future projects in applying for and obtaining GHG credits.

– Rubi Rajbanshi - Manager, Planning and Outreach, SLOAPCD

Countywide Climate Adaptation Planning” project. Ryan stated, “As an individual with aspirations to work on environmental policy and climate action, CivicSpark provided an unrivaled experience to break out in those fields. I was provided continuous education of cutting edge practices addressing climate change while being allotted responsibility to shape my own projects and work with interagency groups. Working at the SLOAPCD gave me a first-hand experience shaping environmental policy on a regional level and insights to the

inner-workings of local government. I feel excellently positioned to continue my career in the environmental sector.”

Participating public agencies need to demonstrate a “capacity need,” in order to be eligible for support.

How Can Special Districts Get Involved?

The Climate track measures “capacity need” by the absence of one or more of the following criteria: • A full-time dedicated sustainability staff.

• A formally adopted Climate Action Plan.

• Robust mechanisms to track climate change action progress.

While CivicSpark is full for the 2017-18 service year, the program will begin recruiting new partners for the 2018-19 service year in early 2018. Interested partners can get in touch with LGC staff (see below for contact information) or sign up on the program website, CivicSpark.LGC.org, for notices. Special districts that want to partner with LGC will start the process by submitting an application online, then contract directly with LGC for Fellow support in the Climate track or the Water track.

Fellows from 2016-17 service year who worked with CSDA Members: Anna Garcia Eastern Municipal Water District Water Efficient Landscape

Steven Kerns Inland Empire Utilities Agency Integrated Water Resources Plan

Abbey Pizel Eastern Municipal Water District Water Academy

Ana Patricia Lopez Inland Empire Utilities Agency Integrated Water Resources Plan

Emma Bennett Sacramento Metropolitan Air Quality Management District Organic Waste to Fuel and Home Energy Conservation Program

Ryan Silber San Luis Obispo Air Pollution Control District Net Zero Homes GHG Protocol and Countywide Climate Adaptation Planning

Skylar Johnson Sacramento Metropolitan Air Quality Management District Organic Waste to Fuel and Home Energy Conservation Program

Cameron Tattle Central Contra Costa Solid Waste Authority RecycleSmart Initiatives

California Special District – November-December 2017

The Water track measures “capacity need,” by the absence of one or more of the following criteria: • Dedicated staff responsible solely for cross-sector and interjurisdictional collaboration, or coordinating water and land use.

• Actively participating as a member of an Integrated Regional Water Management Plan (IRWMP).

• Actively participating in Groundwater Sustainability Agency (GSA) formation or Groundwater Sustainability Plan (GSP) formation.

• Currently equipped to meet all data, research, planning, engagement, and coordination needs.

For more information on the CivicSpark program, visit civicspark.lgc.org or contact Kristen Wraith at kwraith@lgc.org.

[Community Connections]

City and District Collaborate to Make Public Park Need a Reality

By Jeff Crider, Crider Public Relations Inc. In light of the bankruptcy filing, the California Department of Parks and Recreation had originally denied providing Proposition 84 grant funds to build the park. But with encouragement from SBVMWD and an outside consultant, San Bernardino organized five community meetings and solicited the involvement of both parents and children who shared their ideas on what they would like to see in a new park.

San Bernardino’s Bryce E. Hanes Park and Jon Cole Skate Park opened amid great fanfare on May 13 with a grand opening ceremony that included several hundred local residents as well as city and state officials.

Located on the northwest corner of 9th and E Streets in San Bernardino, the $5 million park, funded with Proposition 84 grant funds, features a soccer practice field, basketball courts, climbing structures, and a splash pad that recycles water to irrigate more than 30 different types of water efficient trees and plants. The park also includes shaded picnic and play areas as well as fitness stations for adults.

But what makes this park truly unique is that it came about solely as a result of a successful, multi-year collaboration between the City of San Bernardino and the San Bernardino Valley Municipal Water District (SBVMWD) – a collaboration that became even stronger after the city filed for bankruptcy protection on August 1, 2012.

24

Through these meetings, officials learned that local children wanted a skateboard park, a splash pad, and an open area for soccer and other field games as well as basketball courts.

They also learned that parents wanted a shady picnic area and not only a play area for young children, but a place where parents could do various exercises using outdoor equipment while also being able to keep an eye on their children. The conceptual design for the park incorporated all of these ideas.

The approach worked. While the state received more than 500 grant applications, San Bernardino’s request was included among the roughly 60 grants that were approved because of the great community need for additional park facilities combined with the high level of community involvement in the proposed park design.

Faced with the potential loss of the grant funds due to the city’s bankruptcy filing, officials from SBVMWD and San Bernardino came up with an innovative solution: The water district and the city would modify an existing joint powers authority to administer the grant funds and build and maintain the park until the city was in a financial position to assume responsibility for ongoing park maintenance.

The state Department of Parks and Recreation approved this approach and awarded the grant funds after reviewing the joint powers agreement and other documents that formalized the transfer of the project to the San Bernardino Regional Water Resources Authority.

SBVMWD officials looked upon the park as an opportunity to create a demonstration garden to showcase water efficient trees and plants that are both drought tolerant and require little maintenance

SBVMWD officials looked upon the park as an opportunity to create a demonstration garden to showcase water efficient trees and plants that are both drought tolerant and require little maintenance.

“If people enjoy climate appropriate landscaping in a park setting, they will be more likely to consider replacing their thirstiest plants with water efficient varieties, and that helps further our efforts to promote the efficient use of our precious water resources,” said SBVMWD Vice President Gil Navarro.

San Bernardino and SBVMWD continued to solicit additional community input and provide updates to local residents throughout the construction process. With community input, the park was named the Bryce E. Hanes Park in honor of a beloved husband, father, and award winning San Bernardino Police Officer who was killed on duty in 2015 at the age of 39 when his patrol car was struck by a drunken motorist.

A dedicated family man, Bryce insisted on working the graveyard shift so that he could spend as many daylight hours as possible with his wife, Alice, and children, Abby, Katie and Ben. His friends and fellow police officers affectionately called him “Bear Paw.” “People would call him a gentle giant,” said his brother, Scott Hanes. “He was a big guy with bearlike hands, but he had a soft cuddly heart. He was always trying to help people as best he could.”

Bryce was a hero to his community, receiving a Sheriff’s Medal for Meritorious Service and recognition from Senator Barbara Boxer for rescuing a runaway teen in 2004. He later received a commendation for his help evacuating an area of San Bernardino when a freight train with hazardous chemicals derailed near Macy and Foothill Boulevard on April 4, 2005. He also received awards Continued on page 26

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California Special District – November-December 2017

Community Connections [continued] “This is a community park in the truest sense of the word,” San Bernardino Mayor R. Carey Davis said at the Bryce E. Hanes Park grand opening.

The park also symbolizes the successful partnership between the city and SBVMWD to build and manage a park that could not have been built without their collaboration.

and commendations for his help recovering several stolen vehicles.

The new 2.8-acre park also includes the Jon Cole Skate Park, which is named after a 21-yearold skater who died in 2011 while trying to save his mother and step

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father from fallen power lines.

After Cole’s death, community members gathered more than 1,000 signatures urging the city to name the skate park in his honor — more than 10 times the number of required signatures for this kind of recognition.

“We see the completion of this park as a testament to the willingness of the City of San Bernardino and SBVMWD to work together as good neighbors to complete a much-needed park that will greatly benefit this local community,” said SBVMWD President Susan Longville.

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The California Special Districts Alliance is a collaborative partnership between the California Special Districts Association (CSDA), CSDA Finance Corporation and Special District Risk Management Authority (SDRMA). These three highly respected statewide organizations join forces to help special districts in California better serve their communities.

The California Special Districts Alliance provides current and prospective CSDA members with a premier resource for information, products, and services including advocacy, educational opportunities, financing services, risk management, and much more! For information call CSDA at 877.924.2732.

California Special District – November-December 2017

[Solutions & Innovations]

Santa Clara Valley Open Space Authority Publishes Landmark Vision for Coyote Valley

By Santa Clara Valley Open Space Authority

Once

you set your eyes on the fertile 7,400-acre Coyote Valley just outside bustling San Jose, it’s immediately clear there is something special at play. As the vital connection between the Santa Cruz and Diablo Range Mountains, long valued for its rich agriculture and wide diversity of plant and animal life, Coyote Valley has been the subject of many studies proving its unique value.

Scientists, conservationists, and planners alike agree that Coyote Valley’s protection is imperative. The Santa Clara Valley Open Space Authority sought to combine that knowledge with a solid preservation plan informed by science.

Now, the landmark Coyote Valley Landscape Linkage report pronounces a clear, science-based vision that will 28

guide the protection and restoration of the Valley to ensure ecological connectivity, health, and resilience to climate change.

Discoveries in the Valley Development has resulted in loss and fragmentation of Coyote Valley’s tapestry of wetlands, oak woodlands, and grasslands, but determined animals still depend upon this passageway for movement, breeding, and food. There are approximately 1.13 million acres of core habitat within the Santa Cruz and Diablo ranges – but the Valley is the essential corridor between them.

Through field observation, the science team identified Fisher Creek and its floodplain as a critical pathway for mammal movement, and Laguna Seca, which was once one of the largest freshwater wetlands in the Bay Area, as habitat for rare species.

Development has resulted in loss and fragmentation of Coyote Valley’s tapestry of wetlands, oak woodlands, and grasslands, but determined animals still depend upon this passageway for movement, breeding, and food.

The Valley has high traffic areas for far-ranging wildlife such as badgers and mountain lions – and is home to a number of threatened plants and animals such as the Bay checkerspot butterfly and Western burrowing owl. Black-tailed deer, coyote, and many other mammals have been documented moving through this linkage using a series of culverts and streams. A sizeable herd of Tule elk, which once ranged the Santa Cruz Mountains, lives adjacent to the Valley.

Most recently, since May 2017, scientists are using radio collars

to track the movement and specific road crossing of bobcats to further understand their determined travel through many man-made obstacles, including roads, highways, and fencing.

Almost 250 bird species have been documented in Coyote Valley. Some, such as the Western burrowing owl, depend upon restoring and protecting the low elevations of the Valley for breeding – without that space it is likely they will disappear from the region.

Key sections of the Valley – a “last chance landscape” – are increasingly important as plants and animals adapt to a changing climate. Protection of this linkage between mountain ranges is critical to species’ genetic diversity and long-term survival.

Ambitions and Pathways to the Future The Coyote Valley Landscape Linkage report defines a vision for working with nature to preserve the Valley’s most precious resources. Prevention of further fragmentation, thoughtful connection and expansion of habitat patches, as well as integrating wildlife conservation with other land uses when possible, are just a few of the specific goals set in the report.

The report also calls for calculated planning of safe and effective Continued on page 30

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California Special District – November-December 2017

Solutions & Innovations [continued] infrastructure will be an important conservation action that requires evaluation by key stakeholders.

wildlife crossings. Underpasses, overpasses, and strategic fencing have been shown to effectively increase safety of animals near roadways. Researchers used a critical eye to map out the best potential zones for crossings using data of focal species.

There are several existing culverts and underpasses where animals are successfully crossing Highway 101 and the four-lane Monterey Highway. Modification to existing culverts and creation of new wildlife passage

30

Looking to the ecological history of the region, the report details habitat restoration goals that not only benefit plant and animal life, but residents in nearby cities. Healthy wetlands and waterways are an important component of a resilient corridor.

Flood risk is reduced downstream when storm water is allowed to spread in open spaces while also replenishing the groundwater basins that supply more than half of the Santa Clara Valley’s drinking water.

The wildlife linkage design also supports regional flood risk reduction efforts and long-term water supplies. The report declares Coyote Valley as a unique opportunity to restore hundreds of acres of rare wetland habitats that are disappearing, including the historic Laguna Seca wetland complex and Fisher Creek’s floodplain. Protection and regrowth of these areas means California tiger salamander, warm water fishes, and bird and mammal species will expand their

habitat. Other wildlife species are especially attracted to wetlands during times of severe drought, making it an important part of a regional climate change adaptation strategy.

Complementing protection of existing habitat, the Coyote Valley Landscape Linkage report encourages wildlife-friendly agriculture as further protection for the region.

Walnut groves and hay crops can provide valuable cover for wildlife movement or habitat for bird species. Stewardship and careful planning offer an opportunity to provide support for wildlife while maintaining Santa Clara Valley’s rich agricultural history.

Collaboration is Key

Valley deserves an “all hands-on deck” approach.

The outlook for Coyote Valley and its inhabitants depends upon multiple agencies and municipalities coming together with a unified vision, including the Santa Clara Valley Open Space Authority, Peninsula Open Space Trust, Santa Clara County Parks, Santa Clara Valley Water District, Valley Transportation Authority, Valley Habitat Agency, City of San José, Caltrans, High Speed Rail Authority, private landowners, farmers and ranchers, and the multitude of conservation non-profits focused in the area.

Planning public outreach, education opportunities, and expanding wildlife-friendly recreation will be cornerstones to the vision of a thriving landscape linkage.

Everyone in the region can play a role in this investment. The Coyote Valley Landscape Linkage report examines those potential partnerships. From planning wildlife crossings to integrating landscape linkages into public policy or working toward restoration of sustainable water resources, the Coyote

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Implementing plans to achieve the goals set forth in this landmark report will determine the long-term ecological health of the immediate region and the fate of millions of acres of surrounding land and numerous species. Coupled with sustainability of water supplies and flood reduction, the proposed landscape linkage design is an innovative and unparalleled conservation opportunity for the Bay Area and California.

For more information or to download a copy of the report, please visit openspaceauthority.org/ landscapelinkage.

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Legal Brief

Conflict of Interest Under Government Code § 1090: New Rules, New Risks

By Kenneth White, Partner, Brown White & Osborn LLP Prudent officers and employees of California’s special districts already know about Government Code § 1090, which imposes criminal penalties on public officials for prohibited conflicts of interest. But even seasoned and well-trained districts may not be familiar with recent developments that broaden the already-expansive statute and its risks.

Let’s start with a brief review of the statute and why it’s already so dangerous and a minefield to the careless and uninformed public official. Section 1090 provides, in part, that “[m]embers of the Legislature, state, county, district, judicial district, and city officers or employees shall not be financially interested in any contract made by them in their official capacity, or by any body or board of which they are members.” Put simply, if you work for the government, you can not be involved in creating government contracts that will bring profit to you personally. Though the statute sounds straightforward and intuitive, California courts have

32

interpreted every element of it so broadly that it has become a hazard for the unwary.

First, California courts have interpreted “making a contract” expansively. It means not only creating or voting upon a government contract in which the government official has an official interest – that would be easy enough to avoid. Instead, courts have construed “making a contract” to refer to nearly any activity related to the contract, including preliminary discussions, negotiation, advising, planning, or creating specifications. Moreover, members of a public board – including the board of a special district – are automatically treated as having “made” a contract voted upon by the board, even if the member with the financial interest abstained.

Second, California courts have defined “financial interest” equally aggressively and broadly. Courts have identified direct and indirect interests, and both chance of profits and risk of loss, as triggering the prohibition.

The financial interest can be indirect through a spouse or even through an employer. If a member of a special district board has a job with a company that contracts

with the special district, that relationship creates a financial interest even if the contract in question doesn’t have any influence on the member’s salary. Though there are statutory exceptions to the definition of “financial interest,” they are convoluted, confusingly drafted, and not clearly construed by the courts.

Third, even though Section 1090 carries criminal penalties, it does not require knowledge of wrongdoing or bad intent.

Under Section 1097 – the criminal provision of the statute – the prosecution need only prove that a defendant acted “knowingly” and “willfully,” which in this context only requires that the defendant knew that they “made” the contract and knew that they had the financial interest.

Sincere good-faith belief that a particular contract is not prohibited under Section 1090 is no defense, nor is the fact that the public entity approved of the contract.

In fact, it’s not even a defense that the government entity’s legal counsel reviewed the transaction and informed the defendant that it was legal and not a conflict of interest! California prosecutors pursue Section 1090 charges vigorously, and I have personally defended multiple defendants who were charged even though counsel for their public entities and their boards specifically approved the transactions at issue as not violating Section 1090.

Two recent developments increase the scope of Section 1090 and the risk it imposes on special district officials.

The first development expands the zone of danger from the public official with the conflict of interest to anyone who assists them in making the contract. In 2014, in response to an unpublished Court of Appeal case, the Legislature amended Section 1090 to add a prohibition on “aiding and abetting” a violation of the statute. “Aiding and abetting,” in criminal law parlance, is helping, promoting, encouraging, or facilitating a crime. Under this development, the public official with the conflict of interest is no longer the only one at risk – anyone who knew of the

California Special District – November-December 2017

conflict and assisted the official in “making” the contract is a potential defendant. That could include other members of a special district’s board, administrative employees, or even legal counsel. Traditionally aiding and abetting requires proof that the aider and abettor knows that they are assisting a crime and intends to do so. However, given the California courts’ expansive interpretation of every other part of Section 1090 and its refusal to require any bad intent on the part of primary violators, it is not yet clear what intent requirement will be imposed upon this provision.

The second development expands the zone of danger to independent contractors and consultants of public entities. Section 1090, by its terms, only applies to members, officers, and employees of public entities.

But in June 2017, in People v. Superior Court (Sahlolbei), the Supreme Court of California construed Section 1090 broadly yet again, this time to rule that some independent contractors and consultants were covered by the term “employee.” Specifically, the Court ruled that independent contractors of public entities fall under the statute to the extent they have duties to “engage in or

advise on public contracting” by the entity.

Many California special districts now use independent contractors to staff positions traditionally filled by public employees.

Under the Supreme Court’s new rule, they fall squarely under Section 1090 if they have any role in the public entity’s public contracting.

Section 1090 has been a hazard for public officials and employees for decades. These recent developments broaden the risk.

Special districts should take pains to train their members and employees about the scope of the statute and seek reliable and informed advice when in doubt.

Ken White is a partner at Brown White & Osborn LLP in Los Angeles, where his practice includes criminal defense, civil litigation, and First Amendment matters. He has litigated multiple Section 1090 cases across California in trial and appellate courts.

Check out more on this topic through CSDA’s Government Code 1090: California’s Dangerously Broad Conflict of Interest Law, and How to Avoid It webinar on January 30, 2018. Register online at csda.net.

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Mitch barker at mbarker@pars.org Dennis Yu at dyu@pars.org 800.540.6369 ext 127 or visit us online at: www.pars.org © 2017 Public Agency Retirement Services (PARS). All rights reserved.

anaging Risk

Developing a Safety Culture 1. There is visible leadership commitment at all levels of the organization.

Leadership commitment (or lack thereof) to safety will always show. What your organization’s leader’s value is typically what gets done. In great safety cultures, leadership proves their commitment to safety through their actions and how they empower others throughout the organization to win with their safety initiatives.

Keynote Speaker Manley Feinberg interacts with an attendee at the 2017 CSDA Annual Conference and Exhibitor Showcase.

On

behalf of the Board of Directors of SDRMA we would like to thank everyone who attended SDRMA’s Annual Safety Awards Breakfast at the CSDA Annual Conference in Monterey. The Board would also like to thank our Keynote Speaker Manley Feinberg and his presentation on “Reaching Your Next Summit: 9 Vertical Lessons to Lead with More Impact”:

• Courage is Contagious; • Declare Your Current Climb; • Get on Belay; • Start Challenging Beliefs • Right Questions, Right Results; • Anchor Your Actions; • Celebrate the Summits; • What Legacy Will You Leave; • How Will You Reach Your Next Summit?

Developing A Safety Culture In Your Organization According to OSHA, “Safety cultures consist of shared beliefs, practices, and attitudes that exist at an establishment.

Culture is the atmosphere created by those beliefs, attitudes, etc., which shape our behavior.” By definition, safety culture is difficult to measure. How do you measure values, attitudes and beliefs? Following are 25 ways to tell whether or not you have an awesome safety culture. If you can answer yes to most of these, you’re doing great. Keep it up! If not, you have some work to do. Don’t be discouraged, culture change takes time and perseverance.

A proud California Special Districts Alliance partner.

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2. All employees throughout the organization exhibit a working knowledge of health and safety topics.

When you value something, it’s worth the time and energy it takes you to excel at it. In great safety cultures, all employees throughout the organization have invested in a working knowledge of health and safety topics. In order words — they’re competent in safety. They know their roles and responsibilities. They know their stuff.

3. There is a clear definition of the desired culture the organization wishes to achieve.

How do you create movement toward the safety culture your organization wishes to achieve? You set a goal.

You write it down. You measure where you’re at. You develop a plan to make it happen. It’s a simple strategy, yes, but not simplistic. Make sure you develop a plan that includes a clear definition of what your desired safety culture looks and feels like.

4. There is a lack of competing priorities – safety comes in first every time!

Who wins the showdown between production and safety at your organization? Does safety win every time or only when it’s the easy and convenient option? Safety needs to win every time or you’ve developed a toxic culture. It’s that simple.

5. There is visible evidence of a financial investment in health and safety.

Safety slogans are great, but creating a winning safety culture requires resources. Improvements need to be made.

Problems need to be solved. If funding a safety project is a constant battle and there is no evidence of a financial investment in safety, you may have a safety culture issue.

Officers

Jean Bracy, SDA, President, Mojave Desert Air Quality Management District Ed Gray, Vice President, Chino Valley Independent Fire District Sandy Raffelson, Secretary, Herlong Public Utility 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

David Aranda, SDA, Stallion Springs Community Services District Mike Scheafer, Costa Mesa Sanitary District Robert Swan, Groveland Community Services District Tim Unruh, Kern County Cemetery District No. 1

6. Opportunities for improvement are identified and resolved before a problem occurs.

Proactive organizations identify issues before they become costly problems and injuries.

Are you passively reacting to every injury?

Or are you proactively finding risk factors and putting control measures in place? Safety leaders that are ahead of the curve identify and resolve issues before a more serious problem occurs down the road.

7. There is regular, facility-wide communication on health and safety topics.

Communication, communication, communication. An internal safety communication process increases awareness of safety topics and transfers knowledge to empower your people to be successful.

8. A fair and just discipline system is in place for all employees.

We live in a sowing and reaping world.

There are your actions and there are the consequences. Instituting a fair and just discipline system for safety behaviors is a necessary step to follow through on your claim that safety is important to you.

9. There is meaningful involvement in health and safety from everyone in the organization.

Safety is everyone’s job, and everyone needs to do their job well. From the facility manager to the safety manager to the supervisor to the worker on the floor, it takes a team effort to win at safety. Everyone needs to play a meaningful role in the safety process.

10. Managers spend an adequate amount of time out on the shop floor, where the people are.

Great safety leaders spend time out where the people are. It’s where the real work gets done — the shop floor. That’s where you

California Special District – November-December 2017

Consultants

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

can find problems. It’s where you can talk to operators and get their feedback. It’s where you’ll be seen (and respected) as the safety leader. You have administrative duties, yes. But the great ones get out there and get their hands dirty.

11. Participation rates are at an all-time high, indicating that employees are highly motivated and your marketing of health and safety initiatives is effective.

Safety success tends to breed more success.

Safety culture is the vehicle that drives this phenomenon. When participation rates are at an all-time high, you’ve been able to build buzz and positive momentum for your future efforts. Keep it going.

At LCW we are not solely lawyers. For nearly 40 years, we have been your trusted partners, helping public employers avoid legal problems and navigate challenging situations.

Special Districts serve others, and we are honored to serve them in all areas of law, including: • Employment Law • Litigation • Labor Relations • Negotiations • Business & Construction • Retirement • Wage & Hour • Preventative Training

SDRMA Staff

Gregory S. Hall, ARM, Chief Executive Officer C. Paul Frydendal, CPA, Chief Operating Officer Dennis Timoney, ARM, Chief Risk Officer Ellen Doughty, ARM, Chief Member Services Officer Heather Thomson, CPA, Chief Financial Officer Debbie Yokota, AIC, Claims Manager Wendy Tucker, Member Services Manager Susan Swanson, CPA, Finance Manager Alana Little, HR/Health Benefits Manager Danny Pena, Senior Claims Examiner Alexandra Santos, HR/Health Benefits Specialist II Heidi Singer, Claims Examiner I Michelle Halverson, Accountant Kayla Kuhns, Member Services Specialist I Teresa Guillen, Member Services Specialist I

12. Employees are actively engaged in health and safety initiatives, producing tangible results for your company.

Are your employees engaged in health and safety initiatives? Or are they dismissive, leaving you wondering if you’re getting through at all?

Engaged employees are more productive, giving you tangible results and feedback.

13. Your employees report high job satisfaction due to the company’s commitment to their health and well-being.

Employee retention and engagement is a focus point for organizations around the world, and rightfully so. With the skills and talent gap growing wider and wider as Baby Boomers retire, engaging your workforce through Continued on page 36

“To work for the common good is the greatest creed.”

Albert Schweitzer You serve others and LCW is honored to serve you. www.LCWLEGAL.com

Managing Risk [continued] excellence in health and safety builds culture. Do this right and you’ll find yourself with highly satisfied employees and the safety culture you were striving toward.

14. Safety is the first item on the agenda of every meeting.

Is safety at the top of your agenda sheet? I hope so. If not, I bet I can guess what the safety culture is like at your organization. Either put safety first or send a loud and clear message to everyone at the meeting that you don’t truly care.

15. Employees feel comfortable reporting safety issues to their supervisors.

Do your employees feel comfortable reporting a safety issue to supervisors? Or do they feel like they will be ignored or (even worse) punished for coming forward? This is a huge indication of the culture you’re molding. Employees should feel encouraged and met with praise when they report safety issues.

16. Regular, detailed audits of the company’s health and safety program are conducted by an external auditor.

Great safety leaders are confident enough to be audited by an external auditor. It’s one thing to do an internal audit (and pat yourself on the back). It’s another thing to bring in an outsider to do an external audit (and meet the challenge head on).

17. Rewards and recognition of good behaviors are regularly given and serve to motivate continued health and safety performance.

Positive safety behaviors should be awarded and these awards should motivate continued health and safety performance.

You know what employees value but don’t get nearly enough? Recognition of a job well done. Recognize and reward positive behaviors. The word will get out.

18. Safety is a condition of employment.

Can you really afford an employee who thinks they are above the rules when it comes to safety? Lives are on the line. Safety should be a condition of employment. If your organization values safety above all else, you make safety a fundamental value. Any employee who doesn’t share this value should be asked to leave and go work somewhere else.

19. Managers and supervisors respond positively to safety issues that are raised.

Good managers and supervisors understand that when employees raise a safety issue, it’s another opportunity for improvement. This opportunity mindset allows them to respond positively to the employee that raised the issue and escalate the issue far enough to get a solution put in place.

Special District General & Special Counsel Representation I Eminent Domain | Employee Benefits | Environmental Law Government Policy & Public Integrity | Government Relations | Labor & Employment | Local Agency Formation Commissions Public Contracts & Construction | Telecommunications | Transportation | Water

www.BBKlaw.com Offices throughout California and in Washington, D.C.

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20. Safety is viewed as an investment, not a cost.

Companies that perform well in safety also perform well in business. Knowing the true value of safety, organizations with a great safety culture view safety as an investment, not a costly and dreaded expenditure.

21. A high standard exists for accurate and detailed reporting of injuries and illnesses – nothing is swept under the rug!

This is a big one. Nothing should be swept under the rug. In great safety cultures, transparency and integrity is the only way to conduct business.

This is about living in reality and confronting the challenges that exist in your workplace.

22. There is a concrete definition of what success looks like for your health and safety program.

How will you know when you’ve achieved your goals? You’ll know because you have set measurable goals and you know exactly what success looks like.

23. The organization has the willpower to make major changes when necessary.

Quick fixes and easy solutions are great. But your organization’s willpower will be tested when you need to make a major move. In great safety cultures, good intentions are backed by the willpower to endure major changes, expensive investments and hard decisions.

24. Safety issues are dealt with in a timely and efficient manner.

A functioning safety process deals with issues in a timely and efficient manner. Hazards are identified and controls are put in place within a reasonable time period. Knowing injury risks exist and not doing anything about them is a sure sign the organization has become complacent and culture is rapidly deteriorating.

25. All employees throughout the organization are empowered with the necessary resources and authority to find and fix problems as they see them.

Your safety process should have clearly defined roles and responsibilities. In order for the people throughout your organization to successfully accomplish their role in the process, they will need resources and authority to make decisions. ©Mark Middlesworth, Ergonomics Plus For more information, please contact Dennis Timoney, SDRMA Chief Risk Officer at dtimoney@sdrma.org or call 800.537.7790.

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California Special District – November-December 2017

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Money Matters Opportunity Knocks: New Funding Opportunities for Fire Districts in a Post-SRA Fee World

By Maria Garcia-Adarve, Valerie Flores and John Bliss, SCI Consulting Group

Opportunity Knocks Opportunity is knocking once again for California’s cash-strapped fire districts. In addition to a historically damaging fire season which has brought much-needed added attention to vital fire prevention and suppression services, the state’s fee on properties in the SRA has been eliminated. With effective messaging, local fire districts should be able to persuade residents to invest the revenue previously paid to the State into improved local fire district services.

Background Over the years, due to various factors, wildland fires in California have become more frequent, more severe, and more costly to fight. As a result, in June of 2011 the California State Legislature passed Assembly Bill X1 29 establishing the Fire Prevention Fee (“FPF,” also commonly known as the “SRA Fee”). The FPF was an approximately $150 annual fee on habitable structures within the State Responsibility Area (“SRA”) (with about $115 for properties which received a credit for being in a local fire district).

In July of 2017, the California State Legislature passed Assembly Bill 398 to extend the State’s cap and trade program. At the same time, it suspended the Fire Prevention Fee, and as a result, the FPF will not be charged to property owners in the SRA beginning in fiscal year 2017-18. The FPF was collected for six billing years, 2011-12 through 2016-17, providing approximately $80 million of funding each year.

Californians living within the SRA are undoubtedly pleased that they will no longer be subjected to the SRA fee, but some may remain angry about the fee itself. Many rural Californians feel the fee was illegally implemented by the state, or at the very least it was

CSDA F C

A proud California Special Districts Alliance partner.

38

unfair, and that they have paid approximately $700, spread over six years. Opponents of the fee filed a class action lawsuit that may ultimately be resolved with a refund to some or all FPF payers. As a result, it remains a touchy subject for many rural Californians.

Nonetheless, the wildland fire services provided by CAL FIRE, and CAL FIRE itself, remain relatively popular.

Remember that the FPF was instituted by the State legislature, not by CAL FIRE.

Local Control of Fire Prevention Services Local fire districts should consider engaging their communities to encourage the local investment of the money saved from the cancellation of the SRA fee into their districts.

This communication needs to be delicate and well thought out.

For example, fire district staff should continue to communicate with local residents, emphasizing the continued need for wellfunded fire protection, and that the revenue previously spent on the FPF will provide much more direct value if furnished to their local fire district.

Some examples of outreach messaging may include: • “Now that the state is no longer collecting the SRA fee, the proposed tax/assessment measure gives local residents the opportunity to invest the same amount of money locally, with a lot more bang for the buck.”

• “This proposed local tax/assessment measure rate is less than the cancelled SRA fee, and would provide direct resources for our local fire district to support improved local fire protection services.”

• “CAL FIRE provides regional wildland fire protection while our local fire district provides not only fire protection, but also emergency medical services. The SRA fee has been

Officers

Jo MacKenzie, President, Vista Irrigation District Paul Hughes, Secretary, South Tahoe Public Utilities District Matthew McCue, Treasurer, Mission Springs Water 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

Alex Brandon, Phelan Pinon Hills Community Services District Glenn Lazof, Regional Government Services Authority Vince Ferrante, Moss Landing Harbor District

cancelled, but this tax/assessment measure is a local investment.”

• “Our local fire district is controlled by a locally elected Board of Directors, not the County or State.”

And remember, Californians, and especially rural Californians, strongly prefer local governmental services over those provided by regional, state or federal agencies.

In some fire districts, local residents may have expressed direct resistance to voting for a new funding measure because they were financially burdened by the FPF. In such cases, the district should consider messaging that now that the FPF has been eliminated, there is no longer reason for local residents not to support a local fire tax or assessment. If the class action lawsuit is resolved to include a refund, then residents should be encouraged to use these revenues to support a new local fire tax or assessment.

Combine with Well Proven Outreach and Messaging Many fire districts, like many other public agencies, assume their residents are familiar with the local agencies that provide their local services. Sadly, many residents are not aware of which specific fire district protects their homes and lives. Local fire districts should address this shortcoming and get closer to their local community. Direct, visible engagements such as pancake breakfasts, presence at County Fairs, etc. should be continued and expanded. A website that is easy to navigate, and that contains all the district’s basic information such as contact listings, board meeting dates/locations, financial information and budgets, as well as fire stations, equipment, and personnel is essential. Fire districts should conduct traditional outreach messaging that highlights such services as maintaining rapid response, providing fire protection, ensuring emergency medical response, assisting with brush clearing, etc. Voters today demand straightforward, authentic, clear, face-to-face communication based upon rigorous analysis and planning. E-mails and Facebook posts from known residents are also very effective. Expensive-looking and slick mailers and signs are only marginally effective today.

Once the residents know and trust their local fire district they will be more likely to support it and help it financially.

Revenue Mechanisms Both special taxes and benefit assessments remain viable funding mechanisms for fire districts, and both should be considered.

Also, in areas with an active auxiliary or union, a special tax

California Special District – November-December 2017

Consultants

Rick Brandis, Brandis Tallman, LLC David McMurchie, McMurchie Law William Morton, Municipal Finance Corporation Albert Reyes, Nossaman, LLP Saul Rosenbaum, Prager & Co., LLC Deborah Scherer, BNY Mellon Trust Co., NA Nicole Tallman, Brandis Tallman, LLC

CSDAFC Staff

Neil McCormick, CEO Cathrine Lemaire, Program Manager Beth Hummel, Executive Assistant Rick Wood, Finance & Administrative Director

based upon the recent CCC vs. City of Upland decision (which indicated that special taxes can be approved with only 50% approval) should be thoroughly researched and considered.

A robust, scientific survey is always recommended prior to going out with any revenue measure. A well drafted public opinion survey that provides enough information about the fire district, describes the area served, the services provided to the community, the budget and financial challenges, and that is easy to understand, will give the constituents great information to respond with extremely valuable responses and opinions.

Conclusively, direct, authentic and well-executed communication of a well-researched and well-planned financial approach should be supported by your community.

Recently Closed Financings

Nail down financing needs This year, CSDA Finance Corporation facilitated financings for numerous special district construction projects, including: Truckee Tahoe Airport District - $7,800,000 Consolidated Mosquito Abatement District - $4,500,000 Kings Mosquito Abatement District - $3,000,000 McFarland Recreation & Park District - $500,000 Shasta Mosquito & Vector Control District - $200,000 Make the CSDA Finance Corporation your first contact for the financing of construction projects or other capital improvements.

Get a free quote online at csdafinance.net or call 877.924.2732.

[What’s so special]

What’s All the Buzz About?

Eastern Municipal Water District

of Agriculture’s Agricultural Research Service and the Natural Agriculture Statistics Service of more than 23,000 beekeeping operations showed that the number of hives diminished by eightpercent in 2015.

A look in to Eastern Municipal Water District’s (EMWD) honeybee relocation program and their commitment to protecting natural resources.

Riverside County’s largest water agency, EMWD, has adopted and implemented a new policy that is protecting nature’s pollinators while ensuring safety within our communities through the protection and relocation of live bees that are found at EMWD facilities or within customers’ water meter boxes.

As the weather heats up in the spring and summer, bees begin coming out of hibernation and become more active. This includes making new hives, which can host thousands of bees. By safely removing and relocating bees whenever possible, EMWD is being an environmentally responsible partner by protecting the honeybee population, which has been steadily declining worldwide.

In 2016, seven species of bees were added to the Endangered Species List by the United States Fish and Wildlife Service – the first-time bees had been placed on the list. A 2016 survey by the United States Department 40

“The decline of bees is a serious problem and has a direct correlation on our environment and local agriculture,” EMWD President David Slawson said. “EMWD wants to ensure it is doing its part in protecting the bees by safely relocating them while also helping to protect the safety of our communities.”

Bees are responsible for the pollination of about $15 billion worth of crops each year in the United States, including about 130 fruits and vegetables. A healthy bee population ensures more abundant crops and many high-value crops rely on commercial beekeeping operations.

Should an active hive be discovered on EMWD property or in a water meter box, a vendor is contacted and typically responds within 24-hours.

The bees are vacuumed into a secure storage area and the honeycomb removed and safely transported. Should the bees be found in a water meter box, steps are taken to prevent future swarms from returning to the same location, including spray painting or replacing the bottom of the meter box lid to mask the scent of the bees. More than 80 percent of the bees will be safely transported off-site and used for beekeeping purposes.

Since September, 2016, when EMWD contracted with a live bee removal service vendor, bees have been safely relocated from EMWD facilities and meter boxes 76 times. The bees are used for educational purposes and sold for pollinating crops. EMWD has responded to more than 200 bee removal requests since 2014.

Eastern Municipal Water District Established: 1950 Population: 804,000 Location: Riverside County

Size: Website: Budget:

EMWD is also incorporating its bee program into its education program’s annual “Write Off” contest. Each year, middle school students write and illustrate a water-themed book that is incorporated into age-appropriate curriculum programs for elementary school students.

The bee removal program is just one part of EMWD’s multi-faceted portfolio that is geared toward creating a sustainable environment. That vision is clearly defined in EMWD’s board-adopted Strategic Plan and carried out through investments across EMWD’s 555-square mile service area that provides water, wastewater and recycled water service to a customer base of more than 800,000 people.

EMWD has partnered with local organizations and schools to install bottled water fill stations

In 2017, EMWD took another major step forward in reducing its carbon footprint through an expedited meter replacement program. More than 1,000 manual-read water meters are being replaced each month and by mid-2019, every water service account in EMWD’s service area will be on automated metering technology.

By transitioning to automated meters, EMWD is avoiding driving nearly 170,000 miles per year to read meters manually. It will significantly reduce fuel costs and reduces the need for fleet vehicles dedicated solely toward meterreading crews. EMWD is also upgrading its fleet to electric vehicles when possible.

EMWD’s Perris-based headquarters was its first facility to have on-site solar panels and the facility is now grid-neutral with its energy usage, when the solar panels are combined with on-site microturbines.

In 2016, EMWD added five 1-megawatt solar generation systems to help provide power at its four regional water reclamation facilities and its groundwater desalination campus. Each of those facilities provide an average of 30-percent of the total energy consumed during the respective treatment processes. EMWD also has biogas fuel cells at two of its wastewater treatment plants.

California Special District – November-December 2017

555 square miles www.emwd.org $259 million

“Our commitment is to be a responsible partner to the environment,” Slawson said. “We have an obligation to provide service to our customers and protect our natural resources – and those two things can be accomplished in concert with one another.

“We are proud of the work we have already accomplished and the costsavings it has provided to our customers.

EMWD continues to look for new and sustainable ways to lessen our environmental footprint for the good of our community.”

As part of its ongoing commitment to promote tap water and reduce waste from disposable water bottles, EMWD has partnered with local organizations and schools to install bottled water fill stations.

The water bottle fill stations are similar to drinking fountains but include an overhead filling system to easily fill reusable water bottles. EMWD actively promotes the use of refillable bottles as part of its commitment toward both conveying the value of tap water and environmental stewardship.

Each fill station has a small counter that tracks the number of bottles avoided being placed in landfills and includes information about EMWD’s tap water – which continually meets and is superior to all state and federal drinking water standards. EMWD conducts nearly 45,000 water quality tests each year to ensure it is continually delivering high quality water supplies to its communities.

Several dozen fill stations have already been installed at various community venues, including schools, parks, community centers, shopping centers and recreation facilities. In 2017, EMWD expanded the program to include all middle and high schools in its service area and will eventually offer the program to elementary schools.

District Snapshots The San Bernardino Valley Water Conservation District (SBVWCD) serves an area totaling 50,000 acres within unincorporated San Bernardino County as well as portions of the cities of San Bernardino, Loma Linda, Redlands, and Highland.

The water recharged by the SBVWCD serves 227,580 people in the district who use well water through partner water agencies. In addition, cities and agriculture in Riverside County pump and use water recharged by the district. SBVWCD recharges native river, creek, and State Project water on behalf of its customers and water partners.

Bythe

Numb3rs 326 – billion of gallons of water that the SBVWCD has conserved since 1912, by diverting the natural flow of the Santa Ana River and Mill Creek into 71 percolation basins that allow the water to collect and seep naturally into the ground, where it can be pumped out for future use.

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16 – billion of gallons of water recharged underground for future use by the SBVWCD from the 2016-17 water year, reflecting the highest streamflow recharge levels in five years and the 16th highest recharge amounts since the district started recording measurements 105 years ago.

Your Community. Your Services. Your District!

We are happy to announce the launch of our new public outreach campaign, Districts Make the Difference.

This campaign is centered on the concept that special districts go beyond providing important services to their communities. They make a difference in the lives of their residents and help our state thrive. The goal is to bridge the gap between special districts and the essential services that millions of Californians value.

The first step is to visit DistrictsMaketheDifference.org. This new website features a simple-to-use toolkit filled with public awareness videos, web banners, posters, factsheets, and other materials that can be easily downloaded.

Follow, like, subscribe, share!

MAKE THE

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PRSRT STD U.S. Postage PAID Permit No. 316 Sacramento, CA

CW_112_071717_CSDA_people_ad_1020_dAf.pdf

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10/20/17

4:01 PM

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