2022 CA Special District September - October

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IS YOUR DISTRICT READY TO LEVEL UP?

In a time where proper fiscal management and responsibility in public agencies is paramount and the task of governing these agencies has become even more complex, regulated, and costly, it has become increasingly important to demonstrate to constituents that districts have sound fiscal management policies and practices in place among other areas of importance in district operations.

Complete the District of Distinction application and take the challenge TODAY!

Complete the Districts of Distinction Level

Commitment Form: www.sdlf.org/districts-of-distinction

DISTRICT OF DISTINCTION

Recognizing Talent

In this, my final message as CSDA President, I would like to express my appreciation and good fortune for being surrounded by intelligent and dedicated professionals. First of all, I would like to thank the two “editors” from my district who I always run anything past before sending out to a larger audience: Erika Castillo and Eric Haas-Stapleton. By this point in our careers, we should be aware of our strengths and weaknesses, and I am very fortunate to work with these professionals who correct “dangling modifiers” and “verb-tense agreements” in my writing, among other indispensable attributes they bring to the district.

I would also like to thank CSDA’s Vanessa Gonzales who coordinates the publication of this magazine. You may have seen her speak at the CSDA Annual

CSDA Board and Staff

Officers

Awards, another complex project she handles adeptly, and someone CSDA is privileged to have.

We all have champions, mentors, coaches, family members, friends, teachers, and supportive colleagues throughout our lives who we can thank for seeing something in ourselves that we may not, and who root for our successes. If you are in the position of being a mentor, even if not formally, pay it forward to your staff, colleagues, and community by identifying talent and providing the support they need for success.

CSDA is a resource related to issues such as succession planning through its webinars, working with our partners in the State to ensure we have a fully trained next-generation workforce through apprentice programs, and

encouraging cooperation through its online communities and CSDM coaching. Let’s not forget the District Makes the Difference Video contest that has now gone national. This program

RYAN CLAUSNITZER, CSDM, PRESIDENT, Alameda County Mosquito Abatement District

ELAINE MAGNER, VICE PRESIDENT, Pleasant Valley Recreation & Park District

ARLENE SCHAFER, SECRETARY, Costa Mesa Sanitary District

JERRY L. GILMORE, TREASURER, Truckee Sanitary District

GREG ORSINI, PAST PRESIDENT, McKinleyville Community Services District

Members of the Board

DON BARTZ, CSDM, Phelan Pinon Hills Community Services District

STANLEY CALDWELL, Mt. View Sanitary District

CHAD DAVISSON, CSDM, Ironhouse Sanitary District

VINCENT FERRANTE, Moss Landing Harbor District

PETER KAMPA, CSDM, Groveland Community Services District

JO MACKENZIE, Vista Irrigation District

NOELLE MATTOCK, El Dorado Hills Community Services District

PATRICK OSTLY, North of River Sanitary District #1

STEVE PEREZ, CSDM, Rosamond Community Services District

LORENZO RIOS, Clovis Veterans Memorial District

FRED RYNESS, Burney Water District

KIMBERLEE SENEY, Gold Mountain Community Services District

Staff

NEIL MCCORMICK, Chief Executive Officer

MEGAN HEMMING, Professional Development Director

KYLE PACKHAM, Advocacy & Public Affairs Director

CASSANDRA STRAWN, Member Services Director

RICK WOOD, Finance & Administration Director

AARON AVERY, Legislative Representative

EMILY CHA, Database & Online Communities Specialist

MARCUS DETWILER, Associate Legislative Representative

BRENT FARRAR, Graphic Design/Video Specialist

AUBREY GOHL, Member Services Representative

VANESSA GONZALES, Communications Specialist

COLLEEN HALEY, Public Affairs Field Coordinator

LILIA M. HERNANDEZ, Legislative Assistant

MUSTAFA HESSABI, Deputy General Counsel

CHARLOTTE HOLIFIELD, Public Affairs Field Coordinator

ROSARIO CORTÉS KAPELLER, Senior Legislative Representative

COLE KARR, Cole Karr, Public Affairs Field Coordinator & Federal Advocacy Coordinator

MICHAEL MEYER, Member Services Specialist

CHRIS NORDEN, Public Affairs Field Coordinator

CHRIS PALMER, Senior Public Affairs Field Coordinator

AMBER PHELEN, Executive Assistant

RACHAEL POPPINO, Professional Development Assistant

COLE R. QUERRY, Legislative Analyst

JENNIFER SMITH, Professional Development Coordinator

ERIC SPENCER, Member Services Specialist

SUSAN STAUTS, Member Services Representative

DANE WADLÉ, Senior Public Affairs Field Coordinator

JAMES WILFONG, Design & Websites Manager

KRISTIN WITHROW, Communications Specialist

California

Districts

Ryan Clausnitzer, CSDM CSDA Board President

Last Chance for VIRTUAL Governance Training

Don’t miss your last chance to take part in governance training – VIRTUALLY. CSDA will be offering its cornerstone Governance Foundations module of the Special District Leadership Academy on December 6 & 7 from 9:00 a.m. – 12:00 p.m. Be sure to start any new and returning board members off with this course. This course teaches the foundational knowledge and skills that identify and define the essential building blocks of a successful board, focusing on

the critical elements of governance: effective trustees, board mindset, structure, process and protocols, individual/team standards, and the board’s role and responsibilities.

The module qualifies for six hours of governance training for Special District Leadership Foundation (SDLF) programs. This is CSDA’s LAST planned virtual Special District Leadership Academy module. Register now at csda.net.

2022 CSDA Board of Directors Seat B Election Results

The results are in! Congratulations to our incumbents who have all successfully secured another 3-years on the CSDA Board of Directors. We also welcome one new board member in our Coastal Network.

Northern Network:

Kimberlee Seney, Director Gold Mountain Community Services District

Sierra Network: Jerry Gilmore, Director Truckee Sanitary District

Bay Area Network: Ryan Clausnitzer, CSDM, General Manager Alameda County Mosquito Abatement District

Coastal Network: Hugh Rafferty, Director Santa Maria Public Airport District

Central Network: Lorenzo Rios, Chief Executive Officer Clovis Veterans Memorial District

Southern Network: Don Bartz, CSDM, General Manager Phelan Pinon Hills Community Services District

The 18-member board consists of three directors from six networks in California. If you have any questions on the board election process, please contact Amber Phelen, executive assistant, at (916) 442-7887.

President’s Message continued

promotes special districts by engaging students, and speaking of giving credit where it is due, this program is managed by CSDA’s Kristin Withrow.

Special districts make the difference because you make a difference through your inspirational public service. Often our accomplishments may go unnoticed, but how we treat others does not – from an intern, to the president of the board.

It is truly remarkable how special district members from a state as large, diverse, and complex as California can come together as one organization because of this respect we have for one another. For this reason alone, it has been my pleasure and honor serving CSDA as your president these past two years and I look forward to working with you all in the future.

Take a look at some highlights from this year’s CSDA Annual Conference & Exhibitor Showcase in Palm Desert!

Thank You to Our Sponsors

Champion Sponsors

California CLASS California Special Districts Alliance

CSDA Finance Corporation

Special District Risk Management Authority

Advocate Sponsors

Best Best & Krieger

CalTRUST

Cole Huber, LLP

Liebert Cassidy Whitmore Richards Watson Gershon

Southern California Edison Company

Special District Leadership Foundation Streamline

Umpqua Bank

Friend Sponsors

AllPaid

Atkinson, Andelson, Loya, Ruud & Romo

Bank of the West Black Mountain Software, Inc

California Asset Management Program

Caselle

CPS HR Consulting ENGIE Services U.S. GovDeals, Inc.

MissionSquare Retirement Nossaman, LLP

Oppenheimer & Co

Probolsky Research SitelogiQ Workday

Gasoline Benefits/Stipend

Fernando Maldonado Business Manager, Placentia Library District

Our district would like to provide staff a gasoline benefit. Some of our staff live around the corner while other staff commute a little over 1 hour each day to and from work. We need help in identifying what the most equitable way to compensate for this is. Any feedback from your experience would be helpful.

Does your organization provide its employees any gasoline benefits or stipends? If so, how much? How is the amount determined to ensure equitable distribution? Do full time staff receive more money than part time staff?

Is the amount based on distance from the office? How else might your organization be addressing the high fuel cost relative to employee benefits? Do you have a policy you can share with the district?

Richard Averett

Executive Director, Regional Government Services Authority

You rightly suggest some of the challenges to giving a gas benefit, but it seems hard to justify given all the variables. Perhaps it would be easier to give a temporary across the board commute allowance (maybe scaled to on-site % of the week). At least that would be somewhat neutral toward encouraging more greenhouse gas production.

Jeff Beatty

Finance Manager, Mammoth Community Water District

MCWD does not provide a gasoline stipend, but we do provide a van pool. A significant percentage of our staff lives in the next closest town about 40 miles away. The participants in the pool pay a flat monthly fee plus a share of the actual fuel cost to cover the capital and operating cost of the van. The monthly cost is usually about $100/month for each participant. The pool is cost-neutral for the district and provides a significant savings to the employees.

Engage with your peers and ask questions on CSDA’s Open Forum community!

https://www.csda.net/communities-home

CSDA Disclaimer: This section is not intended to be legal advice. Members should always seek legal counsel. The information contained here is for general reference purposes only.

These Districts Are Taking a ‘Big Table’ Approach to Permits –And it May Benefit Everyone in the Long Run

By Kristin Withrow, CSDA Communications Specialist

California

is the third largest state, covering 163,696 square miles. Within its borders, it holds prairies, woodlands, deserts, mountains, valleys, rivers, streams, wetlands, borders the Pacific Ocean and is home to some of the tallest and oldest trees on the planet. Our geographic diversity and natural beauty position California at the forefront of the effects of climate change.

Special districts throughout the state are assessing the changes anticipated from climate experts and taking proactive measures to enhance, defend and protect California’s land and its people. Many of the projects undertaken involve large swaths of land, multiple regulatory agencies, special districts, and municipalities, plus contractors that must coalesce to complete the needed work.

Identify the Challenges and Provide Recommended Solutions

The large-scale environmental projects needed to move projects from their status quo to an adapted version in preparation for climate change posts a gauntlet of complexity for agencies as they define project scopes that run through multiple jurisdictions. Enter the Little Hoover Commission, created in 1962 with a focus on the California State Government and Economy, and a mission to provide independent state oversight. According to their website, the Little Hoover Commission is tasked with making “recommendations to the Governor and Legislature to

promote economy, efficiency and improved service in state operations.” In its February 2017 report, they tackled the state’s permit processes. It noted layers of complexity between agencies that were effectively derailing or stalling important progress. In the report, the “Big Table” approach noted the wide pool of regulators and the lack of meetings to bring them into alignment on their requirements.

Commission chair Pedro Nava is quoted in the report, summing up the lack of coordination and communication between agencies.

“When I read through your material one of the things that jumped out at me, and I’m not sure everybody appreciates this, is that not only do you have regional authorities, but you also have state authorities and federal, who all have permitting requirements. So it isn’t that you just have three. You have within each of those entities different branches of departments that are going to have permitting requirements. And I’m assuming within those different branches, there are deadlines that impact when things are supposed to be done.”

The Commission noted “no formal process or routine expectations” of agencies coming together in regular meetings to coordinate efficiency into the cross-agency permit process. In the report, the Commission made four recommendations that can be summed up:

1. Formalize a big table approach to bring agencies together

2. State permitting agencies should provide a “cookbook” with expectations and requirements upfront

3. Formalize a dispute resolution process

4. Allow some flexibility in endowments to finance climate mitigation land projects

East Bay Recreational and Park District’s Experience

The East Bay Regional Park District (EBRPD) is the largest landowner in the east bay with 125 acres, including 55 miles of shoreline along the San Francisco Bay. Among their many projects and responsibilities, they’ve encountered significant permit challenges with their Wetland Mitigation project and their Vegetation Management Program. The wetland mitigation project involves the restoration of habitat along the bay to create a natural “horizontal levee” of habitat. EBRPD deputy general manager Dr. Ana Alvarez noted, “the restored habitat can resolve issues of rising bay waters, attenuate king tides and mitigate flooding” along the bay. The benefit of the restoration will be enjoyed by the public with access to the bay trail, but also provide protection to agencies such as the Bay

Area Regional Transit (BART) with a station in the flood zone, as well as a water utility agency that could incur damage in rising floodwater.

EBRPD is one of the only agencies to successfully complete the permit gauntlet, after more than a decade of effort and millions of dollars, to reduce wildfire fuel vegetation in the region. Dr. Alvarez pointed out, “the CalVTP (California Vegetation Treatment Program) has not only reduced wildfire fuel vegetation, it has also improved habitat and made our open spaces better by letting in sunlight.” The University of California Berkeley, City of Oakland, and East Bay Municipal Utility District (EBMUD) have all sought similar permits that were denied; yet will all benefit in the case of a wildfire that is slower and less intense and therefore more able to be extinguished. As a result of the vegetation program and the growing concern of intense fires, EBMUD and others in the area have come to the table to contract for satellite imagery that will allow EBRPD to leverage their permit to benefit the entire region.

Despite the cost, slow pace and challenge of bringing agencies together, Dr. Ana Alvarez credits recent progress to Governor Newsom for his leadership and orders directing the government to clearly, and with urgency, move forward to place nature-based solutions at the forefront of its climate adaptation efforts. This signal resulted in the California Natural Resources Agency’s “Cutting the Green Tape” initiative to “increase the pace and scale of ecological restoration and stewardship by amending and streamlining various government processes.” In short, the state has shifted away from individual permits for each agency involved in a project and toward a more streamlined process of rendering one permit based on a biological opinion inclusive of the natural resource the project is based upon.

Valley Water’s Experience

Santa Clara Valley Water District (“Valley Water”) is in the midst of a 10-year project necessitating multiple phases across agencies that will stretch the limits of urgency. The Anderson Dam Seismic Retrofit project that began as a dam expansion in 2012 evolved into a full replacement project in 2016 when a fault line was discovered directly beneath the dam. A large earthquake had the potential to cause a failure which would result in flooding of a large section of the community downstream. The situation was made more intricate with the 2017 Oroville spillway failure and subsequent standards adjustment by the state. Valley Water district manager John Bourgeois put the project into perspective, “We have 10 reservoirs in our jurisdiction and 9 of them could fit inside the

on page 12

Anderson Reservoir.” The reservoir was drained for the complete removal of the original dam built in 1950. While under construction, the removal of the dam means the downstream inhabitants (both human and animal) are at risk of flooding in the rainy season. Valley Water is managing the permit process for the interim flood control mechanisms while also juggling the permit process for the larger dam project. Bourgeois stated, “The project necessitated the big table approach with monthly working group meetings of regulators and partners, meetings with state executives, and ad hoc meetings of subcommittees to keep everyone together toward the end goal.”

Projects of this scope can’t be expected to move swiftly; however, one thing Bourgeois from Valley Water and Alvarez from EBRPD agree on is the need for increased staffing at the permit processing agencies. Both districts provide funding for staff at regulatory agencies to ensure their climate resilience

projects receive dedicated attention in the permit process. In line with the Little Hoover Commission recommendations, as well as the “Cutting the Green Tape” initiative, flexibility in process to allow special district proposed climate adaptation and mitigation projects to have a different “lane” than residential or commercial projects intent on an endgame of profit would be largely beneficial to the public.

One thing is clear: The historical buildup of layers of regulation and agency complexities is impinging the needed climate adaptation momentum. Special district leaders in the state are driving needed change through inclusivity. Bringing everyone to the table; big and little districts, municipalities, contractors, regulatory agencies, and state executives, to break down barriers and build California’s climate resilience will ensure we all continue to live in a state filled with biological diversity and beauty.

Website Best Practices & Legal Requirements

By Mac Clemmens, Maria Lara, and Annelise Spargo, Streamline

InCalifornia, being a special district means having a website. SB 929 — The Special Districts Transparency Act — was enacted in January 2020. True to its name, SB 929 established website maintenance and posting requirements to ensure all independent special districts are transparent and accountable to the communities they serve.

The origins of transparency requirements date back 22 years. In May 2000, the Little Hoover Commission investigated special districts and released a report titled Special Districts: Relics of the Past or Resources for the Future? The report offered many recommendations, including requiring website and financial transparency:

Through this review, the commission has come to understand that thousands of special districts provide valuable services to millions of Californians. But it also found reason to be concerned that the government closest to the people is not always visible or accountable to the people.

The commission turned its attention back to special districts in 2018, releasing a report that offered many suggestions for additional oversight, including that all districts maintain a website with specific posting requirements to encourage transparency. We have CSDA to thank for ensuring the outcome of the report was only five requirements in SB 929, not fifteen as originally suggested.

Special district websites must also comply with WCAG 2.0 AA, which outlines the requirements for website accessibility enforced by the Americans with Disabilities Act (Section

508/ADA). This is often the most challenging part for special districts - it’s a bunch of pretty technical requirements. Noncompliance isn’t an option, however, because lawsuits over inaccessible websites are on the rise and can be very expensive to settle.

In a nutshell, to comply with all California requirements, special districts need to:

1. Establish and maintain a website that is accessible to visitors with disabilities by January 2020.

2. Post contact information for the district on the website.

3. Post agendas to the website at least 72 hours in advance of each regular meeting, in a format that is searchable, indexable, and platform-independent. A direct link to the most recent agenda on the home page is also required under AB 2257.

4. Post a link to the State Controller’s PublicPay website (or include the district’s most recent Compensation Report on the site).

5. Post a link to the State Controller’s ByTheNumbers website (or include the district’s most recent Financial Transaction Report on the site).

6. Post a link to the district’s Enterprise System Catalog in a “prominent location” on the website as required by SB 272.

7. Healthcare Districts must also include their annual budget, a list of their current board members, recipients of grant funding, and the district’s policy for providing grants, audits, financial reports, and municipal service reviews or LAFCO studies, if any.

And districts must have this content on a website that is ADA-compliant and complies with AB 434:

1. Scanning your site for conformance with WCAG 2.0 AA (free scanner and instructions at getstreamline.com/ accessibility)

2. Ensuring closed captioning on videos

3. Ensuring accessible PDF attachments

Streamline has been providing affordable, compliant websites to special districts in California since 2015. We’ve also created a free tool to help local government agencies comply with SB 272, the Enterprise System Catalog requirement (which must be done even if you don’t have a site).

Regardless of what platform you use to maintain your district website, we want to help you stay on top of state mandates. Our SB 929 resource page is a great place to start, or you can always email info@ getstreamline.com for help.

Special Districts Have Special Needs

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Public Officials May Not Selectively Block Constituents from Government Social Media Accounts

By Sose Abraamyan1

Public officials violated their constituents’ First Amendment rights by selectively blocking them from commenting on or reacting to the officials’ posts on government social media accounts.

In Garnier v. O’Connor Ratcliff, the U.S. Ninth Circuit Court of Appeals determined that two school board members’

1 Sose Abraamyan was a summer associate at Richards, Watson & Gershon in 2022 and is a rising 3L student at Loyola Law School. This article is not intended to be used as legal advice.

Facebook and Twitter pages were a public forum. The court highlighted the fact that the accounts were used as a tool for governance and outreach. Among other things, both school board members listed their official title and email address on their social media pages, posted content about official activities such as board meetings, and solicited input from the public on policy issues. The lawsuit was filed by constituents who had been blocked from the social media pages after repeatedly leaving long criticisms of the two school board members and the school board itself.

If a government official purports to act in performance of their official duties, their individual action can be considered to have been action approved or carried out by the government. In this case, the school board members were “clothed with the authority of state law” because they used their authority as government officials to block constituents from freely using the government accounts. The court did not require that the accounts be authorized by the government to be considered a government account. The use and presentation of the accounts as official was sufficient.

To determine whether blocking constituents on a government social media account violated the First Amendment, the court examined whether the constituents were engaging in protected speech, and whether the government’s blocking of some commenters’ protected speech was unreasonable.

The court ruled that the constituents had First Amendment free speech rights on the school board members’ social media pages because the accounts were open to the public for comment. Selectively blocking the constituents from accessing those accounts imposed an unreasonable restriction on protected speech because a lesser measure, such as posting etiquette rules or turning off all comments, would have been sufficient.

Selectively blocking the constituents from accessing those accounts imposed an unreasonable restriction on protected speech because a lesser measure, such as posting etiquette rules or turning off all comments, would have been sufficient.

Public officials who frame their social media accounts as “official” pages where they post content about their agency should be aware that they are acting under color of state law. Selectively blocking some constituents from commenting or “reacting” may be actionable as a violation of First Amendment rights.

Finally, prior legislation also affects how public officials may use social media. In 2021, Assembly Bill 992 (“AB 992”) took effect, to regulate how members of a legislative body may interact with others on social media. Under the Brown Act,

meetings of legislative bodies must be open and public, and properly noticed unless a specific exception applies. AB 992 amended the Brown Act to limit the extent to which members of a legislative body may interact on social media with other members or with non-members. A member of a legislative body may engage in separate conversations or communications with non-members on an internet-based social media platform to answer questions, provide information to the public, or to solicit information from the public regarding a matter that is within the subject matter jurisdiction of the legislative body. However, AB 992 provided that there shall be no social media interaction at all between members of a legislative body on matters within the subject matter jurisdiction of the legislative body. This includes any material made, posted, or shared by any other member of the legislative body.

Jim

Roxanne Diaz

Ginetta Giovinco

Craig Steele

Dave Fleishman

Representing

THE

RECOGNIZES

Delta Mosquito and Vector Control District

The Special District Leadership Foundation (SDLF) recognizes the Delta Mosquito and Vector Control District (District) as one of the ten 2021 SDLF Transparency Challenge winners! The district shares their insight about the process and the benefits of this transparency recognition.

Share your experience completing the Transparency Challenge

Our Delta Mosquito & Vector Control District (DMVCD) already had most of the appropriate documents, and needed only to add some policies and ensured all documents were posted on the DMVCD’s website. Going through the comprehensive list gave us a better understanding of where various documents are kept at the DMVCD and encouraged us to take a closer look at the number of our policies. This experience was invaluable and definitely made us more aware of all of the steps and requirements resulting in us taking the time to further educate ourselves and staff about some of the additional rules and regulations pertaining to special districts. Overall, the SDLF Transparency Challenge application process was not difficult but quite educational and rewarding.

Why was completing the challenge important to your district?

As an independent special district who seldom has members of the public attend board meetings, it can feel like we don’t need to change or update what we are currently doing. Working towards a goal such as the Transparency Challenge helped highlight how improvement is always needed and how important it is to continue to conduct important transparency activities of our district. Additionally, it made all of us more confident in our actions by increasing our special district transparency and becoming more responsive to all members of the public and their concerns. Now that you have earned your SDLF Transparency Certificate, how will you use the recognition to highlight your district’s

accomplishment to your customers, constituents, and/or other stakeholders?

As a district, we look forward to continuing to update our documents and make sure all of them are available, transparent, current, and up-to-date. Our members of the DMVCD Board of Trustees are aware of our district transparency, and we are always ready to direct all members of the district if they have any questions to our district transparency page on our DMVCD website. We always aspire to be transparent and hope that this will make all the members of our district feel more confident in our activities, services, and be more willing to engage with Delta Mosquito and Vector Control District.

About Delta Mosquito and Vector Control District

Delta Mosquito and Vector Control District, founded in 1922, is a special district charged with protecting the public from mosquito-borne diseases and mosquito nuisances. They protect northern Tulare County including Visalia, Dinuba, Exeter, Farmersville, Woodlake, Cutler, Orosi, and Ivanhoe. Their team is committed to protecting public health through mosquito control activities and mosquito-borne disease surveillance. For more information, visit deltamvcd.org.

It is now more important than ever for local governments (including special districts) to be open and accessible to the public. The Special District Leadership Foundation’s Transparency Challenge showcases the many steps districts take to show they are available and transparent to their constituents and customers.

Learn more at https://www.sdlf.org/home.

THE SPECIAL DISTRICT LEADERSHIP FOUNDATION RECOGNIZES

Santa Margarita Water District

The Special District Leadership Foundation (SDLF) recognizes the Santa Margarita Water District as one of the ten 2021 SDLF Transparency Challenge winners! Santa Margarita Water District’s Stacey Bruno shares insight about the process and the benefits of this transparency recognition.

Share your experience completing the Transparency Challenge.

Santa Margarita Water District takes pride in the organization’s transparency and all the requirements were implemented prior to the application process, making the Transparency Challenge easy and uncomplicated. It’s worthwhile to spend the time to complete the submission to show our board of directors and customers that transparency is important.

Why was completing the challenge important to your district?

The culture of Santa Margarita Water District is one of transparency, and it is important for us to be able to foster trust and open communication with our customers.

Now that you have earned your SDLF Transparency Certificate, how will you use the recognition to highlight your district’s accomplishment to your customers, constituents, and/or other stakeholders?

Santa Margarita Water District is very proud to earn this certificate and will proudly display at the district and on social media. The district hopes to win many more awards for its transparency.

About Santa Margarita Water District

Providing high-quality services since 1964, Santa Margarita Water District provides safe, reliable drinking water, recycled water and wastewater services to over 200,000 residents in nine unique communities: Mission Viejo, Rancho Santa Margarita, San Juan Capistrano, and the communities of Coto de Caza, Las Flores, Ladera Ranch, Village of Sendero and Esencia, and Talega in San Clemente. The district is the second

largest retail water agency in Orange County, by area, and third largest by customers served.

Nearly all the district’s drinking water supply is imported from hundreds of miles away. Santa Margarita Water District is committed to reducing its dependence on imported water by investing in local, reliable, sustainable, and cost-effective water supplies for today and generations to come.

Strategic Goals:

• Recycle 100% of the district’s wastewater by the end of 2019

• 30% of drinking water supply from local sources by 2030

• 6 months of drinking water storage by 2030

Mission Statement

The Santa Margarita Water District provides our customers with quality water and wastewater service – maximizing human, environmental, and financial resources – to help guide South Orange County’s water and wastewater needs into the next century.

For more information, visit https://www.smwd.com/

About SDLF

In 1999, the Special District Leadership Foundation (SDLF), a 501(c) (3) organization, was formed to provide recognition and certification opportunities to special district officials and employees to enhance service to the public. It is dedicated to excellence in local government. The mission of SDLF is to promote and recognize excellence in the governance and management of special districts. The vision of SDLF is that every special district in California has well trained, knowledgeable decision-makers and engages the public through a transparent process. To date, SDLF has designed and implemented the following programs: Certified Special District Manager (CSDM); Certificate in Special District Governance; District of Distinction Accreditation; and District Transparency Certificate of Excellence. To learn more, visit sdlf.org

Former Fire District Chief Brian Helmick Brentwood Citizen of Year

The Brentwood Chamber of Commerce has named Brian Helmick its Brentwood Citizen of the Year. Helmick is the former chief of the East Contra Costa Fire Protection District, which merged earlier this year with the Contra Costa County Fire Protection District to better serve the community with the best emergency services possible. Helmick is a former director of the Fire Districts Association of California, a group that supports hundreds of fire districts throughout the state. He also serves as president of the California Fire Chiefs Association and is on the California Special Districts Association’s legislative committee.

CSDA congratulates Contra Costa County Fire Protection District Deputy Chief Brian Helmick on winning Brentwood’s Citizen of the Year honor. Brian is also a graduate of the Special District Leadership Foundation Academy and has earned his certificate in special district governance. CSDA CEO Neil McCormick reacted to the news, stating “I’d like to thank Brian for his service to his district and community and for his service on our legislative committee.”

“This recognition is humbling,” Helmick said. “It’s only fair that I should share it first with my family and second with the Fire Board and all those that shared my vision and also all of my staff.”

Helix Water District Names Brian Olney New General Manager

The Helix Water District Board of Directors announced that Brian Olney will be the organization’s new general manager, effective September 1, 2022. Olney was appointed to Helix’s Director of Water Quality and System Operations position in 2016 and to the assistant general manager position in 2021. He has 28 years of experience in the water industry.

“I am honored to be the next general manager of Helix Water District,” said Olney. “We provide an essential service to hardworking people, who expect us to do our jobs correctly and efficiently, and provide clean, safe water at a reasonable price. I agree with that, and we meet and exceed those expectations every day.”

Yorba Linda Water District Puts the General in General Manager

Retired Major General R. Mark Toy, P.E., USACE, Ret. has been selected as the general manager for the Yorba Linda Water District. Major General Toy served 35 years in the U.S. Army Corps of Engineers (USACE) and has managed some of the largest water infrastructure projects in the nation. He is a registered professional engineer with a master’s degree in environmental engineering.

“I was impressed with the fiscal responsibility of YLWD and the leadership that the district showed operating the nation’s largest PFAS plant,” said Toy. “I look forward to amplifying the board’s vision of strong fiscal stewardship and management of our water resources.”

IEUA Recognized with Prestigious Financial Reporting Award for 24th Consecutive Year

The Inland Empire Utilities Agency (IEUA) recently received the Certificate of Achievement for Excellence in Financial Reporting by the Government Finance Officers Association . Certification was received for its fiscal year 2020/2021 annual comprehensive financial report, celebrating the 24th successive year IEUA staff have satisfied the high standards of this program.

“IEUA has worked hard to build a reputation as a trustworthy and effective public agency that the community and our customer agencies can reliably count on. We will continue to demonstrate

Brian Olney

Brian Helmick

Mark Toy

that commitment through our ongoing adherence to fiscal responsibility and financial transparency,” stated IEUA Board President Steve Elie. “We greatly appreciate and are honored to receive the recognition from the GFOA for the 24th consecutive year, as we pride ourselves on being exceptional stewards”

EMWD Recognized for Excellence in Landscapes for Living Program

Information Officials (CAPIO) for outstanding work with its Landscapes for Living program. EMWD was recognized with an Excellence in Public Information and Communications (EPIC) Award for its Landscapes for Living microsite, earning top honors in the category. EMWD also received an Award of Distinction in the “Communications and Marking Plan – Consultant Supported” category.

Do you have movers and shakers in your district to highlight?

Eastern Municipal Water District (EMWD) was recognized by the California Association of Public

“EMWD is honored to be recognized by CAPIO for our Landscapes for Living program,” EMWD Board President Phil Paule said. “This innovative program has assisted our customers in doing their part to become more water efficient during this unprecedented drought, and we are proud to be recognized for those efforts.”

Send to CSDA Communications Specialist Vanessa Gonzales at vanessag@csda.net for consideration in this section and in CSDA eNews

SDRMA’s Medical Benefits Program offers plan options through Kaiser, Blue Shield and Anthem-Blue Cross, including optional coverage for retirees and public officials. Rates are based on region, not on age.

Our Ancillary Coverages Program offers a wide variety of plan options through Delta Dental, VSP Vision, MHN Employee Assistance Program, Voya Financial Life and AD&D, Short Term Disability and Long Term Disability.

Agencies can pick and choose what programs and plan options they want to participate in. To learn more about SDRMA’s Health Benefits Program, contact us at: healthbenefits@sdrma.org or 800.537.7790.

Problem Solving for the Modern Leader: Creative vs. Critical Thinking

By Stephanie Smith, Director of Election Services, Best Best & Krieger Attorneys at Law

Problem solving is the act of defining a problem; determining the cause of the problem; identifying, prioritizing, and selecting alternatives for a solution; and implementing a solution. On the surface, it appears to be a very straightforward, almost scientific task. Perfect for critical thinkers.

Critical thinkers tend to:

• Distinguish between fact and opinion;

• Ask questions such as who, what, when, where, why, and how?

• Make detailed observations

• Uncover assumptions and define their terms; and

• Make assertions based on sound logic and solid evidence

But what happens when science fails to find a viable solution? What happens when the person responsible for the solution looks at things less critically and more creatively? While we often think of creativity as an inherent trait, anyone—whether they’re an undiscovered artist or by-the-book government professional—can learn how to be more creative.

But is this necessary? According to Albert Einstein, apparently so.

“The definition of insanity is doing the same thing over and over again expecting a different result.”

Does this sound familiar?

Funny story about that.

Einstein never said it. In fact, there is no credible evidence he ever spoke on the subject of insanity at all. What he did say, was, “we cannot solve today’s problems with the same level of thinking that created them.”

In other words, the methods, processes, policies, procedures, and ideas we’ve been using for decades have contributed to the problems we’re facing today, and we cannot

solve those problems using the very level of thinking that created them.

The way we’ve always done it isn’t going to fix it. And that means it’s time to get creative. But how, many ask. They think creativity is about the arts, such as painting or music, or creative writing, or crafting, or some such thing. They bemoan their lack of creativity. They comment that they’re left brained. They refuse to believe creative problem solving is possible for them. True creativity, however, is so much more than the arts.

In fact, creative thinking isn’t about “making” anything at all. It’s about looking at a set of circumstances and seeing outcomes that aren’t obvious. Einstein also said, “creativity is seeing what others see and thinking what no one else has ever thought.” Let that sink in. It doesn’t sound like “the way we’ve always done it” does it?

Creative thinking is the ability to:

• Think “outside the box” (just because it’s outrageous doesn’t mean it won’t work)

• Think in a non-linear fashion (it’s okay to not know the whole solution when you commit to beginning)

• Not be constrained by the status quo (forget those tried and failed policies and procedures)

• “See” things that are not visible (trust your instincts)

• Allow thoughts and ideas to flow freely and open ended (let others have a part in finding solutions)

Can Creativity be Learned?

The answer to that is a resounding YES! Think of humans in the biological sense. At the cellular level, every one of us is a creative being, constantly rejuvenating and creating new cells. Practice can improve anyone’s creative problem-solving skills. Some techniques for building your creative muscles include:

• Reframing (realize situations are often created by our interpretation of events rather than the events themselves – ask yourself how the situation would be different if you

viewed it a different way)

• Mind Mapping (allows you to think non-linearly and see relationships between ideas that aren’t obvious when you go from A to B to C)

• Insight (you never know when brilliance will show up; watch for sparks of genius and give yourself a break from the task at hand to allow your subconscious to work)

• Creative flow (make mental notes of what sparks your creative flow, i.e. smells, time of day, sounds, setting, places, people, rituals, etc., and focus on problem solving when you can access these tools)

Still struggling? Try these 6 Tips to Get Inspired in Under 15 Minutes:

1. Set constraints – it might seem counter-intuitive but putting a time limit on a work project can sometimes get you to the solution faster.

2. Destress – meditation and focused breathing can clear your mind of the “facts”, creating space for new ideas.

3. Get bored – stop thinking about the project and find a mindless activity to spark a creative brainstorm.

4. Confront existing beliefs – Get outside your comfort zone and try thinking about the situation from a new perspective.

5. Seek criticism – Ask people you don’t normally work with

for their thoughts on a particular problem to help you see the project in a new light.

6. Be positive – Positive thinking breeds confidence and when we’re confident, we’re more willing to try an experiment or take risks.

Lastly, what you see can also spark your creativity. When working on a difficult task or team problem, make sure to surround yourself with new sights and sounds. Try a team meeting outside under a shade tree, or while strolling along a body of water. Most importantly, let go of any limiting beliefs you have around problem solving techniques. There is no right or wrong way to solve a problem. Whether through a creative or critical thinking process, where or who the solution comes from doesn’t matter. The important thing is that a problem that has been plaguing your organization or team has at last been solved.

Sharpen Your Skills

BB&K is pleased to offer a full slate of webinars and trainings on topics that are crucial to special districts, such as voting rights, liabilities, filing officer duties, ethics and more. CLE credits available.

Visit bbk.law/webinar to register today!

Learn more on this topic at the 2022 CSDA Board Secretary/Clerk Conference pre-conference workshop on Monday, November 7 in Monterey. Register today at csda.net! LEARN MORE

Congratulations to all of the 2022 CSDA Annual Award Recipients!

Individuals and districts both received awards acknowledging their achievements in various areas including exceptional public outreach, leadership, and innovation! The awards were presented at this year’s CSDA Annual Conference & Exhibitor Showcase held August 22 – 25, 2022 in Palm Desert. Winning submissions from each category are as follows:

2022 CSDA Exceptional Public Outreach & Advocacy Award (Large District Category)

Southgate Recreation & Park District for its Southgate Recreation & Park District: Southgate Chronicles

2022 CSDA Innovative Project of the Year Award (Large District Category)

Rainbow Municipal Water District for its Rapid Aerial Water Supply (RAWS)

2022 CSDA Exceptional Public Outreach & Advocacy Award (Small District Category)

Innovative Program of the Year Award (Small District Category)

Districts

Isla Vista Community Services District for its Isla Vista Mobility Plan

Auburn Area Recreation and Park District for its Auburn Bike Park

Pictured left to right: Southgate RPD Board Member Manuel Mejia, Administration Manager Paula Hansen, CSDM, General Manager Ward Winchell, CSDA Communications Specialist Vanessa Gonzales, and CSDA CEO Neil McCormick

Pictured left to right: Rainbow MWD Director Michael Mack, CSDA Communications Specialist Vanessa Gonzales, RMWD Board President Hayden Hamilton, RMWD Finance Manager Tracy Largent, General Manager Tom Kennedy, CSDM, RMWD Director Miguel Gasca, and CSDA CEO Neil McCormick

Pictured left to right: CSDA Communications Specialist Vanessa Gonzales, Isla Vista CSD Community Engagement Director Sydney Casler, and CSDA CEO Neil McCormick

Pictured left to right: CSDA CEO Neil McCormick, Auburn Area RPD Landscape Architect and Auburn Bike Park Project Manager Mike Scheele, and CSDA Communications Specialist Vanessa Gonzales

Chapter of the Year Award

Contra Costa Special Districts Association

Staff Member of the Year Award

Board Member of the Year Award Mike Scheafer, Costa Mesa Sanitary District

General Manager of the Year Award

Cecilia Goff, Ironhouse Sanitary District

Scott Carroll, CSDM, Costa Mesa Sanitary District

Pictured left to right: CCSDA Chapter President and Ironhouse Sanitary District General Manager Chad Davisson, CSDM, and CSDA CEO Neil McCormick

Pictured left to right: CSDA Professional Development Committee Chair and Ironhouse Sanitary District General Manager Chad Davisson, CSDM, Ironhouse Sanitary District Secretary & District Administrator Cecilia Goff, and CSDA CEO Neil McCormick

Pictured left to right: CSDA Professional Development Director Megan Hemming, Costa Mesa Sanitary District Board Member Mike Scheafer, and CSDA CEO Neil McCormick

Pictured left to right: CSDA Professional Development Director Megan Hemming, Costa Mesa Sanitary District General Manager Scott Carroll, CSDM, and CSDA CEO Neil McCormick

Ralph Heim Public Outreach & Advocacy Award

Stephanie Thisius-Sanders, North of the River Recreation and Park District

Beacon Award for Innovation in Clean Energy Alameda-Contra Costa Transit District (AC Transit) for its Zero Emissions Bus Program

Pictured left to right: Institute for Local Government CEO & Executive Director Erica Manuel, AC Transit Board President Elsa Ortiz, and CSDA CEO Neil McCormick

Pictured left to right: CSDA CEO Neil McCormick, CSDA Legislative Committee Chair and El Dorado Hills Community Services District Director Noelle Mattock, North of the River RPD Planning & Construction Director Stephanie ThisiusSanders, and CSDA Federal Advocacy Coordinator Cole Karr

Excellence in Technology Award

Midpeninsula Regional Open Space District for its Equal Representation: Midpen’s Ward Boundary Redistricting Project

CSDA Endorsed

and

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For questions about the CSDA awards program, contact CSDA Communications Specialist Vanessa Gonzales at (877) 9242732 or at awards@csda.net. Thank you to all those who participated and submitted nominations this year!

Representatives from Southgate RPD, Isla Vista CSD, and Auburn Area RPD display their districts’ awards after accepting them at the 2022 CSDA Annual Conference & Exhibitor Showcase in Palm Desert.

Pictured left to right: Midpen’s District Clerk Jen Woodworth, GIS Program Administrator Jamie Hawk, and Senior Technologist Nathan Greig (photo credit: Loana Lumina)

Bill Morton Accepts CSDA’s Most Prestigious Award: 2022 William Hollingsworth Award of Excellence

CSDA is pleased to honor William (Bill) Morton with the most prestigious honor bestowed by CSDA, the William Hollingsworth Award of Excellence. This award celebrates distinguished, ongoing service, and exceptional contributions to special districts and the communities they serve. The criterion for this award includes a demonstration of significant leadership for, or in partnership with, special districts regionally and statewide. Morton embodies all of these characteristics and so much more.

Morton is the president and founder of the Municipal Finance Corporation, which has served the CSDA Finance Corporation for more than 20 years. Prior to forming the Municipal Finance Corporation in 1999, Morton served as vice president of a California public finance firm for twelve years. He also formed and operated a municipal securities broker/firm from 1988 to 1994. During his career in public finance, Morton has arranged project financings for all types of public agencies including cities, counties, special districts, school districts, higher education, and health care agencies. He received his B.A. in International Relations from the University of Southern California and an MBA from the University of Texas.

Morton specializes in structuring, documentation, and the administration of tax-exempt financing for district’s capital improvements, large or small, and efficiently arranges competitively priced project financings. He goes the extra mile to find the best financing to meet the needs of the district, which can yield significant savings. He has a straightforward

approach and an ability to clearly lay out the financing process for each district.

The CSDA Finance Corporation Board of Directors approves each financing and, as a consultant to the CSDA Finance Corporation, Morton explains in detail the nuances of each financing and keeps the Board up-to-date on the status of each of his prospects. He regularly contributes funds to support the activities of the CSDA Finance Corporation.

Continuing to show leadership and support for special districts, Morton has generously donated to the Special District Leadership Foundation (SDLF) and supports CSDA by exhibiting through the Alliance and CSDA Finance Corporation at the Annual Conference and Exhibitor Showcase.

Morton exemplifies what the Hollingsworth Award of Excellence represents. His creativity and innovation in meeting the capital financing needs of special districts is a service that some lenders just don’t offer! Morton has handled over 1,300 closed financings totaling over $2.5 Billion.

His contributions and commitment to CSDA, the CSDA Finance Corporation, and special districts statewide over many years exemplifies CSDA’s mission and core values in serving our members.

It was our pleasure to present the 2022 William Hollingsworth Award of Excellence to William (Bill) Morton at the CSDA Annual Conference and Exhibitor Showcase in Palm Desert this year.

Pictured left to right: Municipal Finance Corporation President and Founder Bill Morton, CSDA CEO Neil McCormick, and CSDA President Ryan Clausnitzer, CSDM

By Robert Gutierrez, Rainbow Municipal Water District Operations Manager

RainbowMunicipal Water District in Fallbrook, California received the 2022 CSDA Innovative Project of the Year Award in the large district category for its Rapid Aerial Water Supply (RAWS) Project – also known as a Heli-Hydrant. The criterion for this award includes originality of the program or project, tangible and positive results produced, and a documented decrease in district costs or a demonstrated improvement in the district’s quality of service without significantly increasing costs.

Over the past twenty years, San Diego County has experienced a growing number of wildland urban interface fires. Rainbow Municipal Water District (RWMD) has had four significant fires burn through its service area, including the Gavilan, Rice, Lilac, and Mesa Fires. Since January 1, 2021, there have been nearly ten other fires of less than two acres. RMWD General Manager Tom said the area has seen too many wildfires.

The Rice Fire was one of the largest in 2007, burning over 9,000 acres and destroying 248 structures. In December of 2017, the Lilac Fire was supercharged by Santa Ana conditions conflated with the driest fall the region

had experienced since 1929. The fire seriously injured 2 people, destroyed 114 houses and damaged 55 others, and killed more than 45 horses. The firefighting effort was deployed in such magnitude that the fire was contained within 12 hours. The locally available firefighting aircraft attributed greatly to the swift containment. The heli-hydrant sits in the middle of the Rice Fire footprint. “Every homeowner we spoke to welcomed the heli-hydrant,” stated Kennedy.

WINNER

To increase the response time efficiency for water drops, RMWD, North County Fire Protection District (NCFPD), and CAL FIRE installed a Rapid Aerial Water Supply (RAWS) on RMWD property which is fed from a potable water source. The objective was to provide a constant water source for aerial firefighting during day or night operations. “This is critically important,” said North County Fire Protection District Chief Keith McReynolds. “It’s going to be incredibly beneficial for

not only the Fallbrook, Bonsall, and Rainbow area, but the entire region.”

RMWD, in cooperation with CAL FIRE and NCFPD, installed the fivethousand-gallon open-top steel tank heli-hydrant to enable firefighting helicopters to lower their snorkel into the water for rapid extraction to be dropped on wildland urban interface fires. The tank is fed from a larger five-million-gallon tank with the ability to automatically refill via a float valve system. RAWS provides a source of water that is not subject to drought, or issues like overgrown trees and obstacles, which may hinder the extraction of water from more traditional sources. Once the water level drops low enough, the float valve triggers the inlet valve to open and refill the tank. Essentially, as the helicopter begins to withdraw water, the tank automatically starts to refill so the tank is never empty.

During an eight-month period, RMWD, NCFPD, and CAL FIRE worked together to locate the ideal location for the heli-hydrant tank that met both CAL FIRE requirements for air operations and RMWD requirements for providing adequate water supply. While aircrews prefer sites that are on top of hills with 360-degree views, water

district staff found providing water in adequate pressure on top of a hill to be a challenge. It is easier to provide adequate water pressure at lower elevations; thus, finding the appropriate site was difficult. The heli-hydrant required a laundry list of tasks and equipment, including the installation of several hundred feet of water pipe,

locations in order to control equipment and conditions. The electronic activation from the helicopter eliminated the need for ground crews at the heli-hydrant.

The Rainbow Municipal Water District Board of Directors approved an overall budget of $150,000.00 to procure and install RAWS. This cost was offset by contributions from NCFPD, CALFIRE, and a CAL OES grant of $30,000. The partnerships established between RMWD, NCFPD, and CALFIRE demonstrated each agency’s commitment to interagency cooperation before and during wildland interface fires.

Tony Mechum Cal Fire Chief

electrical power, an illuminated windsock for night operations, an electronic inlet valve, drain valve and a float valve. Importantly, the inlet and drain valves can be opened or closed from an in-bound helicopter via radio control. The entire system is backed up by battery and solar systems. RMWD’s supervisory control and data acquisition (SCADA) team is in the process of integrating the operation of the valves and tank level into SCADA matrix which gathers data in real time from remote

RAWS is the first of its kind in San Diego County, and has elevated water districts requirements to provide water via fire hydrants for helicopters. As a result of this innovation, there is reduced flight time when searching for water sources and an enhanced capability of fighting fires at nighttime. The San Diego County Board of Supervisors has taken notice of this innovation and is exploring its options to fund more RAWS throughout San Diego County. Cal Fire Chief Tony Mechum said, “This is the first heli-hydrant in San Diego County, but we’d like to see dozens more.” Rainbow Municipal Water District General Manager Tom Kennedy and North County Fire Protection District Chief Keith McReynolds said, “It would be great to get state funding for the helihydrant program.”

Watch this video describing the project on the CSDA YouTube channel.

This is the first heli-hydrant in San Diego County, but we’d like to see dozens more.

Award-Winning Bike Park Soars with Community Involvement

By Kahl Muscott, Auburn Area Recreation and Park District Administrator

Auburn,

California is home to two of the oldest and most prestigious endurance events in the world: the Tevis Cup 100-Miles in One Day Equestrian Endurance Ride and the Western States 100-Mile Endurance Run. These historic and challenging events have earned the town the moniker Endurance Capital of the World.

It’s no surprise that the town exudes an ‘outdoorsy’ culture complete with parks, canyon trails and recreation opportunities. It is in this setting that the Auburn Area Recreation and Park District (ARD) maintains a wide variety of parks, pools, sports facilities, events and classes for residents of all ages. After years of planning, the district opened its award-winning Auburn Bike Park amid pandemic conditions, much to the relief of its decidedly outdoorsy community who were beleaguered from the social distancing policies of 2020.

Like all special districts, ARD’s mission is to provide essential services to their community. When residents approached ARD in 2012 to request

the creation of a bike park, the district immediately began exploring options to fulfill the request. Working with the community, ARD explored site locations for years but found challenges from land slated for other use to neighborhood concerns.

forward with fundraising, permitting, and environmental review.

When the Bureau approved the project in the summer of 2018, the ARD and ATA had amassed tens of thousands of donations, a devoted community volunteer named Diana Boyer, and renown professional mountain bike competitor Randy Spangler to design the courses.

ARD’s Canyon View Community Center is a keystone event space in the district, overlooking the expansive American River Canyon. The district contacted the U.S. Bureau of Reclamation inquiring about the Bureau’s vacant land adjacent to the Community Center. The district formed a partnership with the nonprofit group, the Auburn Trails Alliance in 2014. Together, the partnership moved

Phase I of the park’s construction began in the fall of 2019 with a pump track, strider course for tots, flow trail, dual slalom trail and other amenities. While COVID-19 caused park attendance to surge as the community sought safe activities outdoors, ARD decided it was an opportune time to move forward with the grand opening of the Auburn Bike Park.

The community response was tremendous. The 5-acre park was visited by bikers of all ages and abilities. ARD has rules in place designed to respect the neighborhood, including a note on their website requesting riders access the park only through the main road and resist the urge to shortcut through quieter

2022 CSDA INNOVATIVE PROJECT OF THE YEAR (SMALL DISTRICT) AWARD WINNER

neighborhood streets. The outpouring of support was so high, ARD began Phase II in the fall of 2021 with plans that expanded the park to 9-acres and added a multi-level jump course.

To date, ARD has received $147,464 in donations and in-kind labor towards the overall cost of $706,287 for the Auburn Bike Park. These donations do not reflect the more than $30,000 in free dirt and delivery they’ve received from PG&E through the spoils program. This spoils program delivers dirt that has been screened down to 2” and has been tested for contaminants like arsenic and diesel fuel.

This is truly a community-led project that is benefitting families, kids, adults, and everyone that experiences this new local gem.

Auburn Area Recreation and Park District received the 2022 CSDA Innovative Program of the Year Award in the small district category for its Auburn Bike Park. The criterion for this award includes originality of program/project, tangible and positive results produced, and a documented decrease in district costs or a demonstrated improvement in the district’s quality of service without significantly increasing costs.

“ARD is very grateful to CSDA for their recognition of the hard-work by the community to make this world-class facility a reality,” said ARD District Administrator Kahl Muscott. “The district could not have done this alone, and the kids, their parents and their grandparents will enjoy the benefits of the Auburn Bike Park for decades to come.”

Watch this video describing the project on the CSDA YouTube channel.

https://bit.ly/3qV4IBY

The Southgate Chronicles: The History, People, Places, Growth and Significant Accomplishments of Southgate Recreation & Park District 1956 to Today

By Paula Hansen, CSDM, Southgate Recreation & Park District Administration Manager

Southgate

Recreation and Park District in Sacramento, California received the 2022 CSDA Exceptional Public Outreach and Advocacy Award in the large district category for its Southgate Recreation and Park District project, Southgate Chronicles. This recognition from the California Special Districts Association is bestowed upon special districts that demonstrate extraordinary commitment and engagement to the people they serve.

Southgate Recreation & Park District’s creative Southgate Chronicles project promotes district planning, facilities, staff, and programs from the inception of the district to the present day. Through review of archived documents including newsletters, activity guides, and correspondence as well as interviews with former and current board members and management, we created a concise historical summary telling the story of the district in words, timelines, charts, and photos. The timeline communicates district growth and expansion, and unique efforts made by staff to best support a growing and diverse region of South Sacramento.

The Southgate Chronicles is an innovative way to present the accomplishments and changes in the district to the public. Southgate Recreation & Park District can now better advocate for their goal of promoting groundbreaking recreation programs and facilities to its constituents. The district takes a forward thinking and people-centered approach to the changing recreational needs of our community. We promote the parks and facilities that have served our residents well, specifically highlighting ones that have had award-winning impacts on improving the community’s health and wellbeing.

The district is intentional in providing unique services to parks spread across different neighborhoods including BBQ spaces to socialize, playgrounds with modern features that meet current safety standards, dog parks, and lighted sports fields. No one should be left out of recreation and the access to parks and open spaces, and our advocacy throughout the years reflects that.

The Southgate Chronicles highlights significant moments within the district that have set a strong precedent for best practices for special districts. The district was formed by residents of Parkway Estates who wanted to ensure quality park and recreation services and amenities for their new subdivision that was, at the time, quite a distance from the incorporated City of Sacramento. Parkway Estates was an innovative master planned suburban community south of Florin Road and west of Highway 99 that was part of the post-World War II housing boom. The district is honored to have received over 48 awards since its inception, highlighted in Section 7 of the Southgate Chronicles: Awards and Recognitions. Two important honors that highlight how the district centers transparency to the public in our work include:

Special District Leadership Foundation Awards

District of Distinction Accreditation - 2012 to Present

• 1 of 39 districts out of 2160 independent districts in California, 10th longest continuous accreditation in California

• Maintained the District Transparency Certificate of Excellence since 2012

2022 CSDA EXCEPTIONAL PUBLIC OUTREACH & ADVOCACY (LARGE DISTRICT)

AWARD WINNER

• 1 of 2 park districts in California; 1 of 76 park districts in United States

• 1 of 53 special districts in California

• 1 of 289 special districts in the United States

The district prides itself on being a leader and innovator for the region and looks forward to the expansion of numerous new parks and facilities in the coming years. They continually adjust to considerable changes in income and ethnicity within the district, as Section 2 of the Chronicles highlights. In 1990, the district was 54% White, 18% Hispanic, 15% Asian/Pacific Islander, 13% Black/African American and 1% American Indian/Eskimo. Thirty years later, in 2020 the district now is 34% Asian/Pacific Islander, 30% Hispanic, 18% White, 12% Black/African American, 5% Two or More Races, and 1% Other. The Southgate Chronicles documents and promotes their unique and innovative solutions to our residents of diverse backgrounds through new grants, community surveys and outreach, accessible public information and outreach on social media, our website, and our newsletter.

The Southgate Chronicles is organized into sections that highlight various important public information topics as follows:

• Introduction

• Section 1: History of District Growth

• Section 2: District Residents’ Ethnicity and Income

• Section 3: Graphical Timeline of Significant Events in Southgate’s History

• Section 4: Parks, Trails, and Facilities by Decade

• Section 5: Parks, Trails, Open Space, Facilities, and Landscape Corridors

• Section 6: History of Board Members and General Managers

• Section 7: Historical Awards and Recognitions

• Afterword

Southgate Recreation & Park District utilizes this document as an outreach tool to communicate our expansion of facilities, our changes in leadership, our accomplishments and growth as a district, and other significant changes within the district.

As they promote unique facility constructions, rebuilds, renovations, and leadership in the Southgate Chronicles, they can look boldly at future district projects that maximize service capacity and promote sustainability in our community. The district received significant grants to promote accessible programs such as its Walk with Ease program, which received funding from the National Recreation and Park Association in 2017 for its inclusivity and benefit to community health. This grant was also featured in the September/October 2021 issue of California Special District Association’s California Special Districts magazine publication for its community impact. Funding partners at Sacramento Metropolitan Air Quality Management District, CALeVIP, Hybrid Vehicle Incentive Program, and Sacramento Municipal Utility District Commercial Electric Vehicle Program allow the district to provide electric vehicle charging stations, LED lighting and more sustainable and cost-friendly options.

The district plans to utilize this outreach tool as a significant and evolving site for public information and history. Distinct features of our facilities, a timeline of the district’s highlights, and a history of our programs and awards published on the district’s website demonstrate a level of accessibility and transparency the district has with the public it serves. Board member Manuel Mejia said, “Our district is honored to be recognized for this project. We are happy to share how we developed this project and help other districts.”

The Southgate Chronicles encourages the community to reflect on Southgate Recreation & Park District as a living history project: a district who, throughout the years, has taken risks in public innovation, grown significantly in funds and resources to match the increasing demands of a booming population, and put the residents first when making park and recreation decisions.

Watch this video to learn more about the Southgate Chronicles on the CSDA YouTube channel.

Government Finance Officers Association - Fiscal Years ended June 30, 2006, to Present Certificate of Achievement for Excellence in Financial Reporting (2018 results)

New Grant Funds First-Ever Isla Vista

Mobility Plan

By Sydney Casler, Isla Vista Community Services District Community Engagement Director

TTheIsla Vista Community Services District (IVCSD) is Isla Vista’s local government. Isla Vista overwhelmingly passed Measure E in 2016, which founded the district and granted it a broad mandate to serve the needs of the city’s more than 15,000 residents. IVCSD received a competitive Sustainable Transportation Equity Project (STEP) grant of $182,158 from the State of California Air Resources Board. The funds enabled the district to create the first equity-based, Community Mobility Plan for Isla Vista. IVCSD’s goal is to create an equitable transportation system where residents of all ages and abilities can move through, to, and from the community safely, efficiently, and enjoyably – all by using a wide range of accessible and affordable clean mobility options.

The Isla Vista Community Mobility Plan is part of California Climate Investments, a statewide initiative that puts billions of Cap-and-Trade dollars to work reducing greenhouse gas emissions, strengthening the economy, and improving public health and the environment. With this grant, the district focused on proposing transportation and mobility improvements to help people get around, including crosswalks, additional bus lines, and expanded bike lanes.

Sub applicants on the STEP grant included the Isla Vista Youth Project, Santa Barbara Metropolitan Transportation District, and the County of Santa Barbara. Community Partners included the Independent Living Resource Center, SBBIKE+COAST, UC Santa Barbara Office of Sustainability, Cool Block/Empowerment Institute, Community Environmental Council, Santa Barbara County Association of Governments, Housing Authority of the County of Santa Barbara, and Isla Vista Food Cooperative.

The planning effort for the project included community collaboration to empower Isla Vista residents to identify gaps in their mobility ecosystem, experiment with solutions, and develop a list of priority projects to increase access to equitable, affordable, sustainable, and safe multimodal transportation systems. The planning includes a mobility needs assessment, extensive community outreach, pop-ups stations in the community to garner feedback, demonstration projects, and the creation of a plan containing a list of projects prioritized by community residents for funding and implementation.

In November 2021, IVCSD hosted a virtual Transportation Town Hall to kick off the planning phase. To ensure maximum community access, Spanish interpretation, ASL interpretation, and closed captioning were available throughout the meeting. The district provided information about the project’s purpose, stages, timeline, and ways the residents could participate.

Over 50 attendees participated in the meeting and IVCSD listened to residents’ transportation and mobility experiences, needs, and suggestions. The meeting was open for public comment surrounding these questions:

• What is your experience/issues with Isla Vista’s current transportation and mobility services?

• What transportation and mobility services do you wish Isla Vista had?

• How would you like to participate in and be engaged in the Isla Vista Mobility Plan process?

IVCSD heard a great deal of feedback and innovative ideas for the future of transportation and mobility in Isla Vista.

2022 CSDA EXCEPTIONAL PUBLIC OUTREACH & ADVOCACY (SMALL DISTRICT) AWARD WINNER

ISLA VISTA COMMUNITY SERVICES DISTRICT

DISTRICT SIZE: 5 SQUARE MILES

POPULATION: 15,733

LOCATION: ISLA VISTA, CA AREA

YEAR EST.: 2017

Throughout the Spring of 2022, the district hosted events to draw out community feedback, including a walk to assess lighting needs to create safely lit nighttime spaces for pedestrians and bicyclists. A comprehensive mobility survey available in multiple languages sought feedback from residents who were unable to attend project meetings. IVCSD staff, interns and volunteers went door-to-door gathering feedback and spreading information. A focus group was formed to assess future needs and continue to garner ongoing feedback.

The final step of the project is presenting the final draft of the Isla Vista Mobility Plan in 2023 and obtaining another grant for implementation.

Jonathan Abboud, IVCSD’s General Manager, shared “The Isla Vista Mobility Plan project is one of the biggest IVCSD has taken on, and by going through it we are building capacity in the district and the community on many topics and skills.”

Isla Vista Community Services District received the 2022 CSDA Exceptional Public Outreach & Advocacy Award in the small district category for its Isla Vista Mobility Plan. This recognition from the California Special Districts Association is bestowed upon special districts that demonstrate extraordinary commitment and engagement to the people they serve.

“On behalf of the IVCSD, we want to thank the California Special Districts Association for recognizing this work, and to our incredible community partners, we are grateful to bring even more awareness to this project,” shared Sydney Casler, IVCSD’s Community Engagement Director.

Watch this video on the CSDA YouTube channel to learn more about the Isla Vista Mobility Plan project, its efforts, and its goals for the future.

Isla Vista residents and community members attend the Isla Vista Mobility Plan Workshop to discuss transportation and mobility plan improvements.

VCSD staff on UCSB’s campus to inform students why it’s important to make their voices heard in the Isla Vista Mobility Plan Survey.

IVCSD’s Mobility Plan Coordinator talks with residents to inform them about the Mobility Plan and gathers feedback.

IVCSD meets with members of St. George Youth Center to hear what transportation and mobility plan improvements they would benefit from.

TAKE ACTION

if the third party is providing the notification of breach to impacted parties. Such an amendment would have allowed recipients to understand the significance of the communication from the third party and take appropriate action without expending public resources in connection with agency website mandates.

AB 1776 (Gallagher) Resource Conservation Districts: California Prompt Payment Act – SUPPORT

This bill would include resource conservation districts within the list of entities entitled to a certain late payment penalty pursuant to contracts with the state, as specified, and with specified exceptions.

The 2021-2022 California Legislative Session concluded August 31, leaving Governor Gavin Newsom until the end of September to sign or veto the hundreds of bills that reached his desk in the final weeks of the session.

The following measures, as of publication, passed the State Legislature and await action by Governor Gavin Newsom. The Governor may sign these bills into law or return them to the Legislature without his signature (veto) by September 30. Unless otherwise stipulated within the legislation, signed bills will take effect January 1, 2023.

AB 1711 (Seyarto) Website Posting Mandate – OPPOSE

Requires a public agency to post a link on its website, if one is maintained, to a notice of security breach, as specified, provided by a person or business operating a system on behalf of an agency (e.g., a vendor), when that third party is required to disclose a breach of that system potentially involving personal information. This bill will require the agency to also disclose that breach by conspicuously posting for a minimum of 30 days on the agency’s website, if one is maintained, the notice provided by the third party. This is satisfied through posting a link to the notice on the homepage or first significant page, according to font and text placement standards, as specified, that call attention to the link.

CSDA and its coalition partners were successful in gaining an amendment providing that the disclosure shall be posted in the most expedient time possible and without unreasonable delay, consistent with the legitimate needs of law enforcement, as provided for elsewhere in specified law, or any measures necessary to determine the scope of the breach and restore the reasonable integrity of the data system.

However, CSDA remains opposed to this bill because it has not been amended to remove the agency website posting requirement and, instead, simply require the third party to list the agency it was contracting with at the time of the breach

AB 1817 (Ting) Perfluoroalkyl and Polyfluoroalkyl Substances (PFAS) Products – SUPPORT

This bill would prohibit the manufacturing, distribution, or selling in the state of any new, not previously used, textile articles that contain regulated per- and polyfluoroalkyl substances (PFAS) after January 1, 2025. This bill would specifically exempt outdoor apparel for severe wet conditions from this prohibition until January 1, 2027. Additionally, the bill would require, commencing January 1, 2025, outdoor apparel for severe wet conditions that contain regulated PFAS must be sold with a legible and easily discernable disclosure with the statement “Made with PFAS chemicals.”

When these garments are washed, the chemicals are released into wastewater systems and will impact the watershed and potentially may end up in groundwater. Managing PFAS contamination is important for special districts. Remediation and treatment are difficult and costly, and source control is critical to deal with PFAS on the front end.

AB 2142 (Gabriel) Income taxes: Turf Replacement Water Conservation Program – SUPPORT

This bill, for state income tax purposes, would provide an exclusion from gross income for any amount received as a rebate, voucher, or other financial incentive issued by a public water system, as defined, local government, or state agency for participation in a turf replacement water conservation program. Sunsets January 1, 2027.

AB 2247 (Bloom) Perfluoroalkyl and Polyfluoroalkyl Substances (PFAS) Data – SUPPORT

This bill would require the Department of Toxic Substances Control (DTSC) to work with the Interstate Chemicals Clearinghouse to establish on or before July 1, 2026, a publicly accessible reporting platform to collect information about per- and polyfluoroalkyl substances (PFAS) and

products or product components containing intentionally added PFAS being sold, offered for sale, distributed, offered for promotional purposes, or imported into the state. Additionally, this bill requires a manufacturer of PFAS of a product or product component containing intentionally added PFAS to register the product in the registry.

AB 2771 (Friedman) Cosmetic Products: Safety – SUPPORT

This bill would prohibit, beginning January 1, 2025, the manufacture, sale, delivery, holding, or offering for sale in commerce, cosmetic products containing intentionally added PFAS, as defined. PFAS contamination is of great concern to many water districts, which have had to take steps to address this contaminant in water supply -- often incurring significant cost to do so.

SB 931 (Leyva) Deterring union membership: violations –OPPOSE

Permits an employee organization (union) subject to the jurisdiction of the Public Employment Relations Board (PERB) to bring a claim before PERB alleging a violation of existing law prohibiting a public employer from deterring or discouraging union membership and related activities. Upon a finding by PERB that the public employer violated the law, the employer will be subject to a civil penalty of up to $1,000 per each affected employee, not to exceed one hundred thousand dollars $100,000 in total, payable to the state General Fund.

CSDA and its coalition partners have succeeded in gaining significant amendments, including the requirement that assessed penalties be paid to the state General Fund instead of to PERB, and that, in assessing the penalty, PERB shall consider the public employer’s annual budget; the severity of the violation; and, any prior history of violations by the public employer. However, CSDA remains opposed to this bill because it has not been amended to provide for reciprocal prevailing party attorneys’ fees and costs awards, and instead only allows such awards to the union as prevailing party, and the bill has not been amended to require a notice to the employer relating to the PERB action.

SB 1127 (Atkins) Workers’ compensation: liability presumptions

– OPPOSE

Alters rules and timeframes for determining eligibility for workers’ compensation claims and cuts the amount of time that California employers have to investigate whether certain claimed workplace injuries subject to existing presumptions are related to work by reducing the investigation period from 90 days to 75 days. However, the bill does not address other workers’ compensation procedural requirements which do not allow claims investigations to be completed within 75

days. This is especially concerning because the bill expands penalties on employers when liability has been unreasonably rejected for claims of injury or illness covered by certain legal presumptions, as specified. The amount of the penalty will be five times the amount of the benefits unreasonably delayed due to the rejection of liability, capped at $50,000. This provision is applied retroactively.

Seasons of Advocacy: FALL

• Host your legislators, and candidates seeking legislative office, for tours of your district facilities while the Legislature is on final recess September through November.

• Attend your legislators’, and legislative candidates’, community events and invite them to yours.

• Respond to CSDA “Calls to Action” at csda.net/take-action

Managing Driver Risk

By Enriqueta Castro, CSP, Special District Risk Management Authority Risk Control Manager

Do you have employees who drive district vehicles or personal vehicles on the district’s behalf? If so, read on to discover best practices that can help reduce the district’s liability while protecting employees and vehicle assets, while improving public safety.

Please note, the outlined best practices focus on non-DOT driver operations. Consult with your legal counsel before implementing these practices.

DRIVER ELIGIBILITY

Develop driver eligibility procedures to ensure consistency throughout the district. Consider the following:

• Ensure vehicle operation requirements are identified on employment applications and job descriptions.

• Make certain employees possess a valid driver’s license to operate the class of vehicle(s) they drive for the district.

• Obtain Motor Vehicle Reports (MVRs) for employees who drive district-owned vehicles and personally owned vehicles while on district business.

• Establish criteria for acceptable driving records.

• Require proof of auto liability insurance for employees who are authorized to drive a personally owned vehicle on district business and establish an ongoing process to ensure coverage is current.

• Conduct driver observation for new employees.

• Conduct defensive driver training for all applicable employees.

MVRS & ESTABLISHING DRIVER CRITERIA

Obtaining MVRs for employees who drive district-owned vehicles and personally owned vehicles for district business is recommended as a best practice. Consider participating in the DMV Employer Pull Notice Program (EPN). This program monitors employee driving records so the district can ensure each driver has a valid driver’s license, recognize problem drivers or driving behavior, improve public safety, and reduce liability.

The California DMV has developed a set of criteria called the Negligent Operator Treatment System (NOTS). The system is based on DMV points assigned to a conviction, such as one point for speeding or two points for a DUI. DMV recommends intervention levels at the 6 points in 12 months, 8 points in 24 months, and 10 points in 36 months.

The district can use this information to develop intervention levels and procedures to address unacceptable driving records. Procedures may include:

• Additional defensive driver training focusing on problem areas

• Driver observation and coaching

• Shifting employee to a non-driving position

• Possible termination

DEFENSIVE DRIVER TRAINING

All employees who drive on behalf of the district, whether in a district-owned vehicle or a personally owned vehicle, should receive regular defensive driver training. Ideally the training should cover problem areas the district may have. For example, your claims may show a trend in backing incidents that you want to address. It’s also a good idea to conduct periodic driver observation and coaching.

PERSONALLY OWNED VEHICLES

If the district allows employees to drive their personally owned vehicles while conducting district business, consider the following:

• Obtain MVR driving records for the authorized employees.

• Establish an approval process that includes the conditions where personal use is acceptable and whether a district vehicle is available.

• Verify the driver has current personal auto liability/ property damage insurance coverage. California’s minimum requirements are $15,000/$30,000 bodily injury and $5,000 property damage.

• Communicate expectations for employees to maintain their vehicle in a reliably safe mechanical condition.

• Consider adding these statements to your vehicle use policy:

• “In the event of an accident/ incident the employee’s personal auto policy will apply first. Insurance follows the vehicle, not the driver”;

• “If the district’s driver is at fault, the district’s GL policy will be considered secondary/excess coverage for any third-party claims”;

• “The district’s policy does not cover the employee’s vehicle damage”.

DISTRICT OWNED VEHICLES

• Define and implement personal use requirements for employees who drive district vehicles.

• Develop a pre-use inspection process.

• Develop procedures that include regularly scheduled vehicle inspections and maintenance.

Officers

• Train employees on both the preuse and maintenance schedule requirements and ensure they know who to contact in the event of a vehicle concern or malfunction.

VEHICLE ACCIDENTS/INCIDENTS

When an accident or incident occurs, it’s important to train employees on

how to respond on the scene as well as what information to gather. Provide employees with a guide they can keep in their vehicles to have at the accident scene.

MIKE SCHEAFER, PRESIDENT Costa Mesa Sanitary District

SANDY SEIFERT-RAFFELSON, VICE PRESIDENT, Herlong Public Utility District

ROBERT SWAN, SECRETARY, Groveland Community Services District

Members of the Board

DAVID ARANDA, CSDM, Stallion Springs Community Services District

TIM UNRUH, CSDM, Kern County Mosquito & Vector Control District

JESSE CLAYPOOL, Honey Lake Valley Resource Conservation District

THOMAS WRIGHT, Clovis Veterans Memorial District Consultants

JAMES MARTA, CPA, James Marta & Company, LLP

LAUREN BRANT, Public Financial Management

DEREK BURKHALTER, Bickmore Actuarial

CHARICE HUNTLEY, River City Bank

FRANK ONO, ifish Group, Inc.

ANN SIPRELLE, Best Best & Krieger, LLP

KARL SNEARER, Apex Insurance Agency

DOUG WOZNIAK, Alliant Insurance Services, Inc.

Staff

LAURA S. GILL, ARM, ARM-P, CSDM, Chief Executive Officer

ELLEN DOUGHTY, ARM, Chief Member Services Officer

DEBBIE YOKOTA, AIC, ARM, Chief Risk Officer

JENNIFER CHILTON, CPA, ARM, Chief Financial Officer

WENDY TUCKER, AU, Claims Manager

ALANA LITTLE, Health Benefits Manager

HENRI CASTRO, CSP, Risk Control Manager

DANNY PENA, Senior Claims Examiner

ERIC LUCERO, Senior Risk Control Specialist

TERESA GUILLEN, Member Services Specialist II

ASHLEY FLORES, CMC, Management Analyst & Clerk of the Board

MARGARITO CRUZ, Accountant

HEIDI SINGER, Accountant

MICHELLE BROWN, Health Benefits Specialist II

CANDICE RICHARDSON, Member Services Specialist I

KEITH IKAMI, Claim Examiner I

1112 I Street, Suite 300, Sacramento, CA 95814 tel: 800.537.7790 • www.sdrma.org

Business Affiliate Special Acknowledgements

PLATINUM LEVEL

California CLASS www.californiaclass.com

CSDA Finance Corporation www.csdafinance.net

Special District Risk Management Authority www.sdrma.org

Atkinson, Andelson, Loya, Ruud & Romo www.aalrr.com

Best Best & Krieger www.bbklaw.com

Liebert Cassidy Whitmore www.lcwlegal.com

Richards Watson Gershon www.rwglaw.com

Umpqua Bank www.umpquabank.com

Actuarial Retirement Consulting, LLC www.awenarc.com

Aleshire & Wynder, LLP www.awattorneys.com

AllPaid, Inc dba GovPayNet www.allpaid.com

Brown Armstrong Accountancy Corp. www.bacpas.com

Burke, Williams & Sorensen, LLP www.bwslaw.com

California CAD Solutions, Inc. www.calcad.com

CalTRUST www.caltrust.org

Centrica Business Solutions www.centricabusinesssolutions.com

Chase Bank www.chase.com

Climatec www.climatec.com

Cole Huber, LLP www.colehuber.com

Complete Paperless Solutions www.cps247.com

Cooperative Strategies www.coopstrategies.com

CPS HR Consulting www.cpshr.us

Davis Demographics www.davisdemographics.com

Eide Bailly CPAs www.eidebailly.com

Enterprise Automation www.eaintegrator.com

Five Star Bank www.fivestarbank.com

Granicus www.granicus.com

Kosmont Financial Services www.kosmontfinancial.com

Kutak Rock, LLP www.kutakrock.com

Laserfiche www.laserfiche.com

Mann, Urrutia, Nelson CPAs & Associates www.muncpas.com

National Demographics Corporation (NDC) www.ndcresearch.com

NBS www.nbsgov.com

Nigro & Nigro, PC www.nncpas.com

Nossaman, LLP www.nossaman.com

Redistricting Partners www.redistrictingpartners.com

SitelogiQ www.sitelogiq.com

Slovak Baron Empey Murphy & Pinkney LLP www.sbemp.com

Streamline www.getstreamline.com

Townsend Public Affairs www.townsendpa.com

Tripepi Smith www.tripepismith.com

Tyler Technologies, Inc. www.tylertech.com

Vasquez & Company LLP www.vasquez.cpa

Witt O’Brien’s www.wittobriens.com

A proud partner of the California Special Districts Association, California CLASS provides public agencies with a convenient method for investing in high-quality, short- to medium-term securities carefully chosen to provide for safety and liquidity while still maximizing interest earnings. California CLASS provide public agencies with a comprehensive, professionally managed approach to investing, a dedicated client service team, and a user-friendly and secure online transaction portal.

Leak Detection Program Saves

Customers Water and Money

While everyone is looking for ways to conserve water amidst the current historic drought, the Municipal Water District of Orange County (MWDOC) Leak Detection Program has helped plug nearly a thousand hidden leaks throughout Orange County (OC).

MWDOC began offering leak detection services to OC water providers in 2019. To date, MWDOC has partnered with 18 different OC water retailers to detect leaks on their water distribution mains, meter connections, and other fixtures. The acoustic leak detection equipment being used by MWDOC technicians can locate leaks before they surface, shortening their runtime, avoiding collateral property damage, and saving hundreds of acre-feet (AF) of water per year.

MWDOC has surveyed 2,379 miles of water mains, located 764 leaks, and saved 508.3 AF a year, or roughly enough water to serve 1,500 OC households. Local water retailers have repaired these leaks, increasing the efficiency of their system and strengthening water supply resiliency. Stopping these leaks has also saved the agencies $398,767 annually in imported water purchases and local groundwater production costs.

“MWDOC has conducted leak detection on 289 miles of Yorba Linda Water District’s water mains over the last three years. This has helped us save over 35 AF of water per

year,” said Yorba Linda Water District President J. Wayne Miller, Ph.D. “We look forward to continuing our partnership with MWDOC to find leaks and reduce water loss for our customers.”

The program has also located 190 leaks on customer property, helping OC residents and businesses save approximately 43 AF a year and $59,765 annually. “MWDOC has surveyed nearly 200 miles of Mesa Water’s service area, helping save more than 33 AF of water per year and almost $30,000 in avoided water costs per year,” said Mesa Water District General Manager Paul Shoenberger. “Our customers have also benefitted from the program, saving nearly $17,000 on their water bills after repairing leaks found by MWDOC. Mesa Water is a proud early adopter of this program and plans to continue to utilize MWDOC’s leak detection services to provide safe, reliable, and affordable drinking water as efficiently as possible.”

The Distribution System Leak Detection Program began its 4th year of surveys in July and will complete over 1,300 miles this year for ten different OC water retailers, the program’s biggest year yet. The program not only saves water, but it also saves water retailers and customers money. Additionally, the program helps OC agencies comply with upcoming water loss control regulations currently being developed by the State Water Resources Control Board.

Avoid NOFO FOMO: Gain an Edge in Securing Federal Funding for Your Next Project

By Kristin Withrow, CSDA Communications Specialist

California Special Districts caught up with Emily Brock, director of the Government Finance Officers Association’s Federal Liaison Center, to discuss upcoming federal funding opportunities for special districts and gather some tips and advice to help gain an edge in the funding process.

The Government Finance Officers Association (GFOA) was created in 1906 with a mission to pursue excellence in government finance and support thriving communities. Recently, they’ve seen an increase in the popularity of their best practices materials specific to capital planning, uses and maintenance of debt, and budgeting. They also provide insight into treasury and investment management pensions.

Brock is focused on federal government initiatives that could impact localities, including special districts. “This administration crafted and passed a bipartisan infrastructure law including $550 billion in traditional infrastructure grants as well as atypical grants,” she said. “The traditional front includes water, transportation and even broadband has become accepted as traditional. The added A-traditional aspects will be another key to securing a grant from this package.”

The grant packages will roll out in an ongoing function, and GFOA will post them as a Notice of Funding (NOFO). Brock said, “99% of special districts will be eligible for a NOFO, but securing funds will be partially based on how they will need to define their project.” Brock joked, “districts should avoid FOMO (fear of missing out) by keeping up with our NOFO process.”

What Are The ‘A-Traditional’ Points Districts Need To Consider?

The A-traditional aspects are going to be central to winning funds. The first of these is planning for diversity, equity and inclusion (DEI) in infrastructure plans. “Equity is so important in these NOFO’s,” said Brock. “There is a current bridge NOFO that is being seen as not only an actual bridge, but also a metaphorical bridge between communities.” Brock added, “streamlining the equity element through the project is going to be key.”

Another A-traditional aspect is sustainability in infrastructure. Brock advised, “You will always see a reference to sustainability in these NOFOs.” Start incorporating sustainability planning into your project outlines now to be able to highlight these aspects when applying for a grant. “Pay close attention to how you will define sustainability and how you will deliver sustainability in the project,” noted Brock.

Other Controls to Consider

Build America By America (BABA) is a sourcing requirement for the infrastructure plan project eligibility. This may pose a particular problem for water systems that have componentry unavailable domestically. Brock said the GFOA “has key information on where to find the waivers for BABA.”

There is also a “Justice40” requirement for the grants. “Essentially, 40% of the grant must include a benefit for disadvantaged communities,” said Brock. The challenge for finance officials is how to measure and define “disadvantaged” and “benefit,” which are the main components of Justice40 yet are not defined in the bill. The GFOA is working on providing guidance on including these aspects in infrastructure planning in a way that will pass the Justice40 requirement. “There is

such a tight relationship between the special districts and the state departments and governor’s office that we only see in California. The overarching best practice is to work closely with your state advocates - so if you are eligible for a grant try every way to apply but also use your advocates,” said Brock.

For special districts with shovel-ready or nearly ready projects, Brock advises districts to look at them through the lens of these controls and eligibility factors to adjust them now to be ready when the applicable NOFO arrives. Some of these will have a fairly short window, despite the fact that the money will not begin flowing until 12-18 months after the legislation passed, in this case that would be March of 2023 for dollars to arrive.

Over $87MM in Special District Financing

The GFOA has a NOFO tracker on their website that Brock recommends special districts bookmark to check frequently. For more information, including the NOFO Tracker, visit the GFOA website at gfoa.org. Look for the Advocacy and Awards programs, IIJA Implementation Resources and scroll down to view the current programs in the NOFO Tracker. The funds will be categorized by type and are searchable.

Key Tips

1. Check the NOFO Tracker Daily

2. Focus on Eligibility Factors: Sustainability; Diversity, Equity & Inclusion

3. Consider how to define Justice40 for your project

CSDAFC Board and Staff

Officers

So far in 2022, CSDA Finance Corporation has facilitated over $87 million in financings large and small for special districts throughout the state. Projects have included pipeline replacements and system improvements, property acquisitions, facility construction projects, solar installations, and equipment purchases. In addition, several fire protection districts turned to CSDAFC for assistance in the restructuring of their unfunded pension liabilities. Contact CSDA Finance Corporation at 877.924.2732 or visit www.csdafinance.net

RECENTLY CLOSED FINANCINGS

Goleta West Sanitary District Wastewater system improvements $13,859,000

Big Bear Airport Terminal building construction $7,920,000

Kensington Fire Protection District Building renovation $2,160,000

Groveland Community Services District Park improvements $350,000

Port San Luis Harbor District Boom truck purchase $197,300

JO MACKENZIE, PRESIDENT, Vista Irrigation District

VINCE FERRANTE, VICE PRESIDENT, Moss Landing Harbor District

ARLENE SCHAFER, SECRETARY, Costa Mesa Sanitary District

GLENN LAZOF, TREASURER, Regional Government Services Authority

Members of the Board

GEORGE EMERSON, Goleta Sanitary District

PAUL HUGHES, CSDM, South Tahoe Public Utilities District

MATTHEW MCCUE, Coachella Valley Cemetery District

Consultants

RICK BRANDIS, Brandis Tallman, a Division of Oppenheimer & Co. Inc.

WILLIAM MORTON, Municipal Finance Corporation

ALBERT REYES, Kutak Rock LLP

NICOLE TALLMAN, Brandis Tallman, a Division of Oppenheimer & Co. Inc.

Staff

NEIL MCCORMICK, Chief Executive Officer

CATHRINE LEMAIRE, Coordinator

AMBER PHELEN, Executive Assistant

RICK WOOD, Finance & Administrative Director

CSDA Finance Corporation 1112 I Street, Suite 200, Sacramento, CA 95814 tel: 877.924.2732

www.csdafinance.net

Special districts go beyond providing important services to their communities. They make a difference in the lives of their residents and help our states thrive. Our goal is to shine a light on special districts and the essential services they provide to millions of people across the country.

Steady as you go.

When your team and ours all pull together, you get the sure-footed stability you need to proceed with confidence. As an extension of your staff, we are always at the sidelines delivering service and expertise. For everything from Workers’ Compensation and Property/Liability coverages to Health Benefits options available throughout California, we are here to keep you going strong. For more information, visit sdrma.org.

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