PAGE 32
Interview Command Your Mindset with Dr. Jannell MacAulay
Page 22
Legal Brief
Does Recent Flooding Raise Inverse Condemnation Concerns for Public Agencies?
Page 28
The California Special Districts Alliance is a collaborative partnership between the California Special Districts Association (CSDA), the CSDA Finance Corporation (CSDAFC), and the Special District Risk Management Authority (SDRMA). These three highly respected statewide organizations join forces to help special districts in California better serve their communities.
Officers
ELAINE MAGNER, PRESIDENT, Pleasant Valley Recreation and Park District
PETE KAMPA, VICE PRESIDENT, CSDM, Groveland Community Services District
DON BARTZ, CSDM, SECRETARY, Phelan Pinon Hills Community Service District
LORENZO RIOS, TREASURER, Clovis Veterans Memorial District
RYAN CLAUSNITZER, CSDM, PAST PRESIDENT, Alameda County Mosquito Abatement District
Members of the Board
KIMBERLEE SENEY, Gold Mountain Community Services District
FRED RYNESS, Burney Water District
GREG ORSINI, McKinleyville Community Service District
NOELLE MATTOCK, El Dorado Hills Community Services District
JERRY L. GILMORE, Truckee Sanitary District
CHAD DAVISSON, CSDM, Ironhouse Sanitary District
PATRICK OSTLY, North of River Sanitary District #1
STEVE PEREZ, CSDM, Rosamond Community Services District
DR. HUGH RAFFERTY, Mosquito & Vector Management District of Santa Barbara County
VINCENT FERRANTE, Moss Landing Harbor District
ARLENE SCHAFER, Costa Mesa Sanitary District
JO MACKENZIE, Vista Irrigation District
Staff
NEIL MCCORMICK, Chief Executive Officer
MEGAN HEMMING, Professional Development Director
KYLE PACKHAM, Advocacy & Public Affairs Director
CASSANDRA STRAWN, Member Services & Communications Director
RICK WOOD, Finance & Administration Director
AARON AVERY, Senior 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
MELISSA GREEN, Public Affairs Field Coordinator
COLLEEN HALEY, Public Affairs Field Coordinator
HEIDI HANNAMAN, Legislative Representative
LILIA M. HERNANDEZ, Legislative Assistant
MUSTAFA HESSABI, Deputy General Counsel
CHARLOTTE HOLIFIELD, Public Affairs Field 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
JENNIFER SMITH, Professional Development Coordinator
ERIC SPENCER, Member Services Specialist
SUSAN STAUTS, Member Services Representative
OPHELIA SZIGETI, Legislative Analyst
DANE WADLÉ, Senior Public Affairs Field Coordinator
JAMES WILFONG, Design & Websites Manager
KRISTIN WITHROW, Communications Specialist
Officers
SANDY SEIFERT-RAFFELSON, PRESIDENT, Herlong Public Utility District
ROBERT SWAN, VICE PRESIDENT, Groveland Community Services District
JESSE CLAYPOOL, SECRETARY, Honey Lake Valley Resource Conservation District
Members of the Board
DAVID ARANDA, CSDM, Stallion Springs Community Services District
MIKE SCHEAFER, Costa Mesa Sanitary District
TIM UNRUH, CSDM, Kern County Mosquito & Vector Control District
THOMAS WRIGHT, Clovis Veterans Memorial District
Consultants
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
BRIAN KELLEY, MBA, ARM, Chief Executive Officer
ELLEN DOUGHTY, ARM, Chief Member Services Officer
DEBBIE YOKOTA, AIC, Chief Risk Officer
WENDY TUCKER, Claims Manager
ALANA LITTLE, Health Benefits Manager
ENRIQUETA (HENRI) CASTRO, Risk Control Manager
ROBERTO LOZANO, Claims Manager
ALLISON BATEMAN, PHR, HR/Office Manager
DANNY PENA, Senior Claims Examiner
ERIC LUCERO, Senior Risk Control Specialist
TERESA GUILLEN, Member Services Specialist II
MICHELLE BROWN, Health Benefits Specialist II
CANDICE RICHARDSON, Management Analyst
KEITH IKAMI, Claims Examiner I
Special District Risk Management Authority
1112 I Street, Suite 300 Sacramento, CA 95814 tel: 800.537.7790
www.sdrma.org
Officers
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
PAUL HUGHES, CSDM, South Tahoe Public Utilities District
MATTHEW MCCUE, Coachella Valley Cemetery District
GREG ORSINI, McKinleyville Community Service District
Consultants
RICK BRANDIS, Brandis Tallman, a Division of Oppenheimer & Co. Inc.
JEFF LAND Brandis Tallman, a Division of Oppenheimer & Co. Inc.
DAVID MCMURCHIE, CSDAFC Legal Counsel
WILLIAM MORTON, Municipal Finance Corporation
STEFAN 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
California Special Districts Association
1112 I Street, Suite 200 Sacramento, CA 95814 toll-free: 877.924.2732
www.csda.net
We all experienced a long, active winter in California this year, and I am embracing the transition from record snowfall and droughtbusting rain through spring’s sunshine that allows us to take full advantage of longer days. As we enter summer, we move into conference season, bringing us together to revitalize relationships and encourage each other to expand our networks and strive for new goals.
I am happy to serve as CSDA President in the year when the new Essential Leadership Skills Certificate program is launched by the Special District Leadership Foundation (SDLF). This new certificate rewards the ambition of those who strive to expand their knowledge. With skill building offerings in communication, organizational development, financial management, human resources, leadership, and new laws, those who achieve the certificate demonstrate their commitment to high standards in special district leadership. With so many dedicated professionals participating in educational opportunities, I am excited to see this new certificate recognizing those who have taken the challenge. Who will be among the first to earn the new certificate?
The CSDA conferences offer high quality, tailored content designed for special district professionals. The list includes in-person events for board secretaries and clerks, general managers and leaders, and board members. In addition, there are workshops, webinars, and courses of study that anyone wishing to expand their professional knowledge should consider. If you identify an offering that isn’t in your district’s budget, please don’t be shy about applying for a scholarship at sdlf.org/scholarships.
We hope you are enjoying the updated style of the California Special Districts magazine. This issue includes inspiring content from two of the speakers at the upcoming General Manager Leadership Summit, stories highlighting special districts serving their communities (don’t miss Clovis Veterans Memorial District’s Community Influencers event or the many districts featured for their effort in the Save Our Water state campaign), as well as legal and financial highlights, the ever-popular Movers and Shakers section that shines the spotlight on achievements made by special district professionals, and more. Enjoy!
Join us August 28 – 31 in Monterey for the 2023 CSDA Annual Conference & Exhibitor Showcase. With our musicthemed conference including our Taste of the City Event complete with dueling pianos, this conference is sure to hit all the right notes with attendees and exhibitors. Register on or before Friday, August 5 to take advantage of the early-bird discount.
This year’s keynote presentations include Seth Mattison, CEO and Founder of FutureSight Labs, kicking off the conference with “The Heart of Leadership: The Secret & Science to Influencing & Leading during Transformation.” Leadership has always been about one thing: influence. To effectively manage transformation today, leaders must have the understanding and the skill to not only connect with the rational and logical aspects of people’s brains but also have the capacity to reach their hearts to understand what ultimately drives human behavior at the deepest level.
The SDRMA keynote on Wednesday, August 30 will feature Matthew Luhn, formerly with Pixar, presenting “Storytelling for Business.” Storytelling is the #1 business skill necessary to connect, motivate, and lead people in today’s world. Stories compel us to engage in experiences, learn lessons, and define our values and ourselves within our organization. Matthew Luhn, a 20-year Pixar story veteran, brings his experience creating and developing 10 blockbuster films at Pixar and provides practical strategies that teach and inspire people and teams to connect more effectively with audiences on an emotional level. Matthew uses the power of storytelling to bridge the gap between business and heart, driving your story toward one unforgettable selling point.
To view the full conference schedule, download a printable brochure, or register online visit - conference.csda.net
SDRMA Keynote: Matthew Luhn
Formerly with Pixar, Story Artist, Creativity Expert & Author Storytelling for Business
Opening Keynote: Seth Mattison
CEO and Founder of FutureSight Labs
The Heart of Leadership: The Secret & Science to Influencing & Leading During Transformation
CSDA Board of Directors (Seat C)
Voting Deadline
July 14, 2023
CSDA Conferences
General Manager Leadership Summit
Olympic Valley (Lake Tahoe area), June 25 – 27
CSDA Annual Conference & Exhibitor Showcase
Monterey, August 28 – 31
Early bird registration discount through August 5
Special District Leadership Academy
Santa Rosa, October 22 – 25
Early bird registration discount through September 22
Board Secretary / Clerk Conference
Monterey, November 6 – 8
Early bird registration discount through October 5
Call for 2024 Webinar/Workshop Proposals Deadline
June 30, 2023
Upcoming Workshops
So, You Want to Be a General Manager?
June 25
Finding Funding: Grants, Financing, and Initiative Campaigns
June 25
Upcoming Webinars
Performance Management
June 13
How to Build a Better Multi-Year Strategic Plan
July 11
How Financing Gets Priced in the Capital Marketplace
July 18
Special districts in Alameda County and across the state recognized Congressman Ro Khanna as their Legislator of the Year at an event held at the Washington Hospital Healthcare System featuring local special district leaders from throughout the region. At separate events earlier this year, CSDA also honored State Senator John Laird and
former State Assemblymember Ken Cooley as Legislators of the Year. The recognition is awarded annually by CSDA.
Congressman Khana was honored by locally elected special district leaders, the President of the CSDA Board of Directors, Elaine Magner; the President of the Alameda County Special Districts Association and Alameda County Mosquito Abatement District General Manager, Ryan Clausnitzer; and the CEO of the Washington Hospital Healthcare System, Kimberly Hartz.
At the Federal level, Congressman Khanna was one of 31 cosponsors of H.R. 535, the Special Districts Provide Essential Services Act (2021-2022). Rep. Khanna is also the first member in the House of Representatives to champion a formal request to the Library of Congress to produce a Congressional Research Service report on special districts. The report will help define how special districts fit within the federal mold of local government programs.
In January, special districts honored Senator Laird at an event held at the South Bay Community Center in Los Osos and recognized former Assemblymember Cooley at the Fulton-El Camino Recreation and Park District in Sacramento.
Top: Special district leaders honor Congressman Ro Khanna as Legislator of the Year
Left top: Congressman Ro Khanna and CSDA Board President Elaine Magner
Bottom left: Former Assemblymember Ken Cooley and CSDA Senior Public Affairs Field Coordinator, Dane Wadlè
Bottom right: Senator John Laird and CSDA Board President, Elaine Magner.
Educational articles and topic ideas from members are accepted all year long. Send to membership@csda.net for consideration in the California Special Districts magazine, CSDA eNews, the CSDA website, and on social media channels.
For editorial inquiries, contact CSDA Communications Specialist Vanessa Gonzales, at 877.924.2732 or vanessag@csda.net.
For advertising inquiries, contact CSDA at 877.924.2732 or advertising@csda.net.
California Special Districts Association 1112 I Street, Suite 200 Sacramento, CA 95814 toll-free: 877.924.2732
www.csda.net
Where do I find my certificates?
How do I log in?
www.csda.net/support
How do I register for....?
How do I subscribe or unsubscribe for news channels?
www.lcwlegal.com
In 2018, California allocated 57% of its implemented investments as part of the California Climate Investment dollars to disadvantaged communities. One of the very first actions President Biden took after his inauguration was to sign Executive Order 14008, pledging 40 percent of some federal investments for disadvantaged communities. These actions highlight the state and federal government prioritization of environmental justice
(EJ) in local policy and programs and tying more funding opportunities to help the most vulnerable communities. However, the Institute for Local Government (ILG) has found that only a small number of local governments have policies in place and/or understand what EJ is and how to incorporate it into their jurisdiction in mutually beneficial ways. The implementation of EJ poses a challenge for many local governments.
Nonetheless, new grants and funding opportunities are prioritizing it.
So, what can special districts do to be competitive for these funds, take advantage of the funding available and authentically address EJ issues?
The first thing special districts can do is encourage community and government partners to work together
to identify what EJ means for the community, what’s needed to attain EJ, and develop a roadmap to attain it. We cannot emphasize enough how important it is to work with community stakeholders to define the specific EJ issue or need and develop policies related to it. Many funding opportunities require strong partnerships with community-based organizations and letters of support from regional bodies. That’s because EJ and equity cannot be meaningfully achieved without full collaboration on the development of plans and policies alongside the communities who need it most.
Next, identify specific funding sources from the state or federal government to help fund plans or projects that address those EJ needs. For example, the California Strategic Growth Council is helping fund community
partnerships through multiple sources like Regional Climate Collaboratives, Transformative Climate Communities, and other grants. The U.S EPA also has several funding opportunities available to special districts and community groups. Bottom line: if any part of your district’s operating area is under-resourced or polluted, there is likely funding available to address EJ in those areas.
Third, build the district’s staff capacity to better understand EJ, its importance, and the role the agency plays as a public servant. As a start, check out the ILG webinar, Advancing Climate Equity: State Regulations and Strategies for Local Governments. This webinar provides ideas to enable districts to take action. Also, make sure the special district staff understands the communities most impacted by EJ issues. ILG’s website also provides information related to authentic public engagement, which can jumpstart overall outreach efforts.
The term “Environmental Justice” may carry negative connotations in some jurisdictions after years of challenging, divisive discourse, but the narrative is shifting. Every special district has a unique connection and opportunity to advance environmental justice principles to better support its ratepayers and residents -- especially when serving disadvantaged or under-resourced, or underrepresented communities. It may seem daunting, but there are resources available and ILG is poised to help.
Roberto Carlos Torres oversees ILG’s public engagement and equity programs. He can be reached at rtorres@ca-ilg.org
Bottom line: if any part of your district’s operating area is under-resourced or polluted, there is likely funding available to address environmental justice in those areas.
For 100 years, the Nevada Irrigation District (NID) has been reliably delivering high quality water to its customers. What began as an old reservoir and canal system serving gold mines has been transformed into a modern public water system. NID water originates as snowmelt from 70,000 acres of high elevation watershed. The district maintains 29 reservoirs and manages drinking water supplies flowing through hundreds of miles of canals and pipes to reach their six water treatment plants. The district manages 3 billion gallons of drinking water and enough irrigation water for 30,000 acres of agricultural land. When a public agency that is tasked with water stewardship for the public decides to make a change to their operation that will impact the method of water storage and the aesthetics to a neighborhood, they understand the scrutiny that the project will undergo. So, in 2018 when NID made the decision to migrate one of their water storage reservoirs to a storage tank, they took careful steps to bring the public on board with the idea - especially those living near the facility.
The Alta Sierra Reservoir holds 3 million gallons of water tucked inside a hillside that mostly hides it from view of
the nearby residents. The reservoir had a Hypalon rubber liner and a cover of the same material that served its function well for many years. It protected the water from contaminants and evaporation and held its contents until they were needed by the district. While the liner was an affordable selection when the reservoir was established, it had some drawbacks. It required regular maintenance, including pumping water off the top that accumulated from rain or snow. It occasionally attracted local teens who found entertainment from walking on the cover, which posed a hazard to the teens as well as the cover. In addition, the cover deteriorated faster than the bottom liner because of exposure to UV light and debris.
Nevada Irrigation District considered the options when it came time to replace the deteriorating liner and ultimately settled on a conversion to a pre-stressed concrete storage tank that would maintain the same water capacity with less maintenance.
Director of Water Operations Chip Close said, “The tank offers a very low maintenance option. Every few years we will drain, clean and inspect the tank, but for the most part the tank will be non-maintenance.”
A water tank is an entirely different visual element in a neighborhood than a covered reservoir. The district went to work gathering input and acceptance of the idea from those most affected by it – the neighbors.
“Part of the CEQA process was to send out information to the folks living in the general area of the tank,” said Director of Engineering Doug Roderick, referring to the California Environmental Quality Act. “In that, it was decided we would allow the neighbors to be able to select the color of the tank, to help blend that into the surrounding area.” The other component was the berm surrounding the original reservoir, which was maintained with its original groundcover and additional plantings will be added to enhance the area.
NID developed surveys to distribute to those who lived in the area, providing options for color selection and site aesthetics. It was determined the tank would be placed inside the existing reservoir footprint, thereby recessing it into the bluff and minimizing the height. This created a 14-foot visual height instead of exposing the full 30-foot height of the tank. Neighbors voted on color palettes provided by the district and the majority vote ruled.
The new tank will provide low maintenance, secure water storage for the district and its residents and is now operational. The active Winter storms, including above average snowfall and rain in the area, have delayed some of the final touches to the landscape. The district expects
to have the driveway paved and the landscaping installed by the end of the year.
In all, Nevada Irrigation District has made this conversion from lined reservoir to tank storage three times across all their locations. This is the last rubberlined reservoir conversion to be done in the district. They’ve adeptly navigated the process and managed to keep the neighbors happy at the same time!
For more information about Nevada Irrigation District, visit www.nidwater.com.
While energy and infrastructure upgrades reduce overhead costs, limited budgets and conflicting priorities can restrict spending that doesn’t immediately impact frontline services. Centrica Business Solutions deploys flexible contracting options that enable special districts to maintain budget neutrality while implementing needed upgrades.
Download our guide to maximize your energy and infrastructure and accelerate your energy reduction and net zero targets while avoiding three common mistakes: www.centricabusinesssolutions.com/us/CSDA
Uses
Pays
Contact: Dan Mitchell
Email: dan.mitchell@centrica.com
Phone: 949-842-6150
By Kristin Withrow, CSDA Communications Specialist
In-no-vate: (verb) to make changes in something established, especially by introducing new methods, ideas, or products.
Notice that in the definition of innovate, there are no qualifiers. To be innovative, one does not need to add the pressure of “more than others” or “never been done before” or any other such quantitative or qualitative measures. Though California as a state is certainly breaking the mold with its stated 2022 plan to achieve net zero carbon pollution, encompassing a bold set of plans for renewable energy, clean buildings, carbon removal and clean fuels, that sort of audacious ambition should not deter the onestep-at-a-time scoping of initiatives that are more scalable for a special district to achieve.
Case Study: When Rim of the World Recreation and Park District set out to adopt measures to reduce the district’s energy consumption, they were open to suggestions that would be innovative enough for their scope, yet affordable and achievable in scale. Recognizing the size of the
district, budget factors and infrastructure would be factors in the solutions they sought, they weren’t looking to revolutionize the way recreation districts do business. They simply needed to modernize their buildings, find affordable ways to save on energy expenses, and do so without major disruption to their operations.
The district turned to Centrica Business Solutions for recommendations. “We work with clients to cut costs by installing energy efficiency measures, water controls, as well as solar and battery storage solutions and EV chargers,” explained Centrica Sales Leader Dan Mitchell. “We look at all the different measures possible at a site and provide an analysis to the client to let them see how much energy savings to expect. Many times, that savings pays for the upgrades over time.”
Centrica first performed a free preliminary feasibility assessment to develop a proposal for those measures they identify. Goals for “green” facility upgrades include a holistic approach to identify the projects that will achieve the end goal, beginning with an analysis of the energy bills to determine existing expense and consumption
continued on page16...
rates. Then, each potential savings measure is assessed to calculate anticipated lifetime savings.
Once the measures are agreed upon, the project moves through the phases of design, development, construction and completion. “We provided project management for the project from start to finish,” said Mitchell.
Centrica supported the district through the financing application process. In this case, a California Energy Commission (CEC) loan was identified that offered the district a 1% interest rate and a payback of just over 16 years at an estimated energy savings of nearly 59,000 kWh, translating to $9,723 energy savings plus $1,221 system maintenance savings per year.
“The loan process is often the longest part of the process,” said Centrica Project Manager Dustin Schaff. “We supported the district by providing the necessary analysis, data and supporting documentation to help the process go smoothly.”
In the case of Rim of the World Recreation and Park District, there were three measures identified for upgrade: Networkable thermostats, LED lighting, and solar panels.
Networkable thermostats were important due to the remote location of the site. When snow makes it difficult for staff to be on location, it is critically important that the systems be able to be monitored remotely and to activate on a preset schedule.
Exterior and interior lighting was upgraded to LED at three locations, including controls that would activate and deactivate lights with occupancy either on schedule or by motion. One common solution to reducing energy usage is to have lighting installed that can’t be left on for long periods when not in use.
Solar panels on three buildings were the final measure, which at these sites was a bit different than Centrica’s usual solar panel project due to the residential-style construction. The district buildings have steeply pitched roofs to encourage snow to slide off. When accounting for solar panel energy savings in a snow environment, a forecast model takes into account the amount of sunlight available to the panels so the district has a realistic expectation of energy production.
California has been a national leader in innovative thinking, from public policy to environmental changes designed to lessen humankind’s carbon footprint. The federal ambition put into place by the Inflation Reduction Act of 2022 should soon translate to incentives for special districts to continue seeking efficiency projects to meet the nation’s carbon reduction goals and the state’s more aggressive stated goal of net zero carbon pollution by 2045.
To learn more about Centrica Business Solutions, visit centricabusinesssolutions.com.
CSDA encourages our members to also watch your weekly eNews for an aggregated grants update provided by our affiliation with the National Special Districts Coalition (NSDC). The weekly grant update is provided in partnership between NSDC and The Ferguson Group.
CSDA Members that may not have an energy efficiency project coming up can still have their energy bills analyzed for savings by CSDA Endorsed Affiliate Utility Cost Management (UCM). Their process is simple and affordable. For more information, visit utilitycostmanagement.com.
Give yourself a benefits checkup to be sure you’re utilizing all your membership offers!
West Valley Water District is pleased to announce that Director Kelvin Moore, Division 3, has received the 2023 Norris McDonald Living Legacy Award by the Inland Valley news for his dedication to the betterment of his community and the environment. The award is presented to individuals who are dedicated to protecting the environment, enhancing human experience, plant ecologies, and increasing African American participation in the environmental movement.
“I am honored and humbled to have received this award and grateful for the opportunities I have been given to serve my community,” said Director Moore, “I want to provide my heartfelt thanks to Inland Valley News for honoring me in this way and hope to continue my work at the West Valley Water District and other service groups that I am a part of, to the utmost benefit of those we serve.”
Congratulations to West Basin Municipal Water District Water Policy and Resource Analyst Jenyffer Vasquez on being awarded an Emerging Leader Award from the Waternow
Alliance. Jenyffer oversees the district’s grass replacement pilot program that provides landscape design resources, free droughtresistant trees, direct assistance with rebate applications, and translated program materials, in order to support an existing turf replacement program through West Basin. The program prioritizes environmental justice communities through the use of Census data and CalEnviroScreen. Jenyffer also participates in the Transformative Water Leadership Academy and hopes to explore language access in the water sector to find ways to enhance program development to the diverse communities her water utility serves.
The Orange County Sanitation District (OC San) announces that Laura Maravilla has been chosen as the new Director of Human Resources replacing recently retired Celia Chandler. As the new Director of Human Resources, she oversees a staff of 25 human resources and risk management staff. In this role, Ms. Maravilla is responsible for providing human resources management, and ensuring compliance with employment law and regulations. Additionally, she develops and manages programs
designed to attract and retain top talent and ensure the safety of OC San’s workforce. CSDA would like to congratulate Laura Maravilla on her new role, which began the end of March, and send congratulations to Celia Chandler with best wishes for retirement.
The Board of Directors of Westlands Water District (District) named Allison Febbo as the next General Manager. With nearly 25 years of experience in natural resources, hydrology, and water operations, Ms. Febbo will be the first woman to serve the District as General Manager. “Westlands has long been recognized as a leader in California water policy, and I look forward to working collaboratively with staff, water users, and other agencies to explore and implement creative, comprehensive and climateresilient approaches,” said Febbo.
After 35 years of service and over 8 years with Montecito Fire, Chief Kevin Taylor retired on March 31, 2023.
”In my 35 years, serving the community remains at the heart of why I chose this
profession. Your support and gratitude have sustained me through the most difficult moments. None of my professional accomplishments would have been possible without the outstanding people who comprise the Montecito Fire Department, the incredible community we serve, and most of all, my supportive wife and son,” he said.
In retirement, Chief Taylor looks forward to road-tripping across the country with his wife & spending more time with his son Jake, as well as distance running & boating. Congratulations on a distinguished career & well-deserved retirement, Chief Taylor.
The Board of Directors at Peninsula Healthcare District has announced the selection of Ana M. Pulido as their new Chief Executive Officer after past CEO Cheryl Fama announced her retirement. Fama was with PHCSD since 2007.
“Having deep roots in San Mateo County, I am truly honored to have the opportunity to serve as Peninsula Health Care District’s next Chief Executive Officer,” said Ana Maria Pulido, Chief Executive Officer, Peninsula Health Care District. “I would like to thank the Board
of Directors for their trust in my leadership.”
CSDA would like to congratulate CEO Pulido on her new role which began April 10 and send congratulations to Cheryl Fama with best wishes for retirement.
The Orange County Sanitation District (OC San) announced that Wally Ritchie has been selected as the new Director of Finance. Mr. Ritchie will be responsible for providing oversight to OC San’s accounting and treasury, procurement and warehousing, and information technology functions. Prior to his promotion as the Director of Finance, he served as the Controller for four years.
Mr. Ritchie has nearly fifteen years of government finance and administration experience and a bachelor’s and a master’s degrees from Pepperdine University. Prior to joining OC San, he served as the Director of Finance/Assistant City Manager for the City of Ivins in Utah. Additionally, he has worked as a Director of Finance, Controller, and City Manager.
Eastern Municipal Water District Vice President Stephen J. Corona was elected to the Board of Commissioners for the Local Agency Formation Commission (LAFCO) for the western district of Riverside County. Corona joins the seven-member LAFCO Board as a Special District representative. The LAFCO Board includes two Riverside County Supervisors, two City Council representatives, two special district representatives, and a member of the public.
Special District Risk Management Authority (SDRMA) announced the selection of Brian Kelley as their new CEO. Kelly is a lifelong resident of Sacramento, with an undergraduate degree and an MBA from CSU Sacramento. His background includes the position of COO at Public Risk Innovation, Solutions and Management (PRISM) where he was responsible for underwriting, human resources and employee benefits programs. PRISM provides coverage and risk management services to 55 counties, including special districts and special district JPAs. His new role as SDRMA CEO began in March.
Special districts function in a public capacity to serve an intended purpose for the greater good of their constituents. The way a board of directors and the executive team work together is called governance. The most effective boards work together as a unified team, providing guidance designed to facilitate discussion, promote inclusion of the many perspectives that make up the “public” as a mixed group, and ensure operations, finance and district leadership happen with transparency and measured leadership.
The California Special Districts Association’s Board of Directors and Executive team is comprised of seasoned special district leaders of varied backgrounds who are active in a variety of types of special districts. Their experiences working on boards striving for unity of purpose enables them to lend wisdom to those who may be new to public service or who may be experiencing difficult challenges. They provided some thoughts on governance, the public interest, and how to keep both in focus as leaders. We caught up with CSDA Board Members Vince Ferrante from Moss Landing Harbor District, Lorenzo Rios from Clovis
Veterans Memorial District, Patrick Ostly from North of the River Sanitary District, and CSDA Board Secretary Don Bartz from Phelan Pinon Hills Community Services District before the April CSDA Board Meeting to get some tips on leadership and governance.
Special district leaders are called upon to make decisions that affect services the public relies on. Essentially, a board member or general manager of a district is making decisions about a service or space that a member of the public views as “theirs” – a park, a public pool, a recreation program, the water they drink, etc. District operations are personal to each member of the public and can be interpreted and valued differently based on each person’s perspective.
Inevitably, decisions will be made that do not please everyone. This is why governance constructs are so critical: the Brown Act encourages open meetings to include public perspectives; principles of transparency allow the public to understand operations and develop trust in fiscal responsibility; district policies provide guidelines for behavior and planned response to circumstances that arise.
When dealing with an upset constituent, Don Bartz advised, “When someone is unruly, if they come to you angry, upset or emotional, they are often looking for a reaction. It is important to be measured in your response to take the emotion down a level.”
Patrick Ostly added, “You have to develop the skill to speak to them personally, relate to them as people
themselves. When we reconvened, the room was calmer, and we were able to continue with a productive meeting.” The rules that are in place for public meetings should be looked at not as restrictions, but as guides. Taking the viewpoint that the structures for public inclusion are not limitations, but rather facilitations, helps leaders avoid situations that cause problems.
“When we act in our official capacity, we are not acting as individuals. The community is with us, and the public wants to know how to participate. Any time we are tempted to have a sidebar conversation, or make decisions without keeping the discourse public, we are at risk of creating an echo chamber and open ourselves to errors of judgement from a lack of diverse opinions,” advised Lorenzo Rios.
so they feel heard. If you react emotionally, you’ll lose in that situation.”
Vince Ferrante recalled a situation at a board meeting over which he presided, “At my district, Moss Landing Harbor, we had a man who was upset and making it difficult to move forward in a meeting. I decided to call a break for refreshment, have everyone take a pause for 15 minutes to collect
All agree the Brown Act reinforces the idea that special district leaders serve the public, providing guidelines that keep public discourse open to encourage the expression of viewpoints and allow special district leaders to better represent their community. Although it can be tempting to push through decisions in the name of progress, it is more important to act with faithful representation of the broad public interest with inclusion and transparency to be effective stewards of the public.
Unity of purpose helps team members transcend their individual differences to fulfill a greater purpose: service to the mission of the district or agency they represent. Noting that ‘unity’ does not mean ‘uniformity’ or forced agreement, but rather a shared commitment to work together to serve the public.
Stress
What is your stress response? Do you push it away, tamp it down and ignore it? Do you rev up, move faster, check off the To-Do list in rapid fire order? Do you shut down, paralyzed by the enormity of the tasks at hand, unable to determine an order of operations to begin?
Dr. Jannell MacAulay
Stress is a physiological response recognized by all organisms. The response is a physical manifestation designed to elicit an action for self-preservation. Survival of any species requires response to stressors, from predators, to hunger, to all things in between. The human condition is not immune to physiological responses to stress. The heart rate increases, breathing becomes rapid and shallow, we may break out in a sweat, muscles become tense, our focus narrows to address the perceived threat.
This stress response in the workplace, or in most instances people encounter in their personal lives, is disproportionate to the type of stress modern humans
is actually a perceived emotion. We have the power to shift a threat to a challenge or opportunity in a highpressure moment, if we practice mindful breathing skills.
encounter. An interaction with a frustrated customer, an unreasonable teenager, or an uncollaborative coworker do not require the heightened fight or flight response evolution has hardwired in the human brain. But how can we decode it?
Our day one keynote speaker for the CSDA General Manager Leadership Summit has keys to help us unlock the code. Dr. Jannell MacAulay is a combat veteran who served 20 years in the U.S. Air Force as a pilot, commander, special operations consultant, international diplomat, and professionalism instructor. She currently serves as a leadership and human performance consultant for the Department of Defense, government sector, and corporate America. She is the co-founder of Warrior’s Edge, a highperformance mindset training program she developed with Pete Carroll of the Seattle Seahawks, and high-performance sports psychologist Dr. Michael Gervais.
According to Dr. MacAulay’s website, she “takes leaders and teams on a transformational journey of self-reflection, leaving you with actionable skills to master your internal environment, command your mindset, and elevate your performance.”
“Most of us spend a lot of our day not clearly paying attention. That can lead to poor decision-making from misreading situations, a lack of communication, or not clearly being aware of your employees’ or coworkers’ struggles and frustrations,” explained MacAulay.
Her emphasis on training awareness by doing what she calls “mental pushups,” enables people to pre-load a better response to stress. Importantly, this work also makes people more aware of the situations, circumstances, and people around them, so they are better prepared in their actions and responses.
One aspect of the mental training involves finding oneminute moments, every day, to practice mindfulness. At a stoplight, instead of reaching for the cell phone, take a minute for some long slow breaths. While stuck in line at a store, waiting for an appointment, during a TV commercial break, these are moments the brain can be trained for calmness. Literally breathing calm into the body will train the brain to access the calm response in times of stress. “Stress is actually a perceived emotion. We have the power to shift a threat to a challenge or opportunity in a
high-pressure moment, if we practice mindful breathing skills. That’s why it’s difficult to just tell someone with an untrained mind to ‘take a deep breath and calm down’ because they don’t know how to access that response in that environment,” said MacAulay. Furthermore, and perhaps most importantly for our purposes, when leadership learns a new skill, it can in turn be infused into the operation to result in an overall operational improvement. Dr. MacAulay noted sometimes audiences find it counterintuitive to build time into the day for mindfulness, but in the long run it garners efficiency and productivity.
“In the Air Force special operations world, we have a motto: ‘slow is smooth, smooth is fast,’” she noted. Building the psychological skillset she teaches will empower staff to operate with calm efficiency that is coordinated and collaborative. The result can be enhanced cohesion as a team, reduced instances of mistakes caused by taking action without enough forethought, increased customer satisfaction and ultimately improved overall efficiency.
The CSDA General Manager Leadership Summit is the premier conference for special district leaders to come together to learn about emerging trends, best practices, new laws, human resources, budgeting, risk management, and more. But first, attendees will come together, with Dr. Jannell MacAulay, in a space to learn to be present in the moment, with a calm mind that is ready to absorb information and inspiration for the betterment of their district.
Dr. MacAulay’s website offers a free downloadable leadership guide as well as an inspiration video explaining her outlook and teachings. She can also be followed on LinkedIn, Facebook, Instagram and Twitter.
Owl Labs camera technology is a smart device ecosystem for fully immersive hybrid meetings. These smart cameras capture every angle, participant, and sound for naturally dynamic discussions. It provides AI-powered engagement for every participant.
Leucadia Wastewater District Director of Finance & Administration Ryan Green shared, “It is a cost-effective way to host live online virtual meetings for small or medium size meetings.” The district bought two Owl cameras, noting that it was easy to download the app and set-up the camera. Once linked together, the camera functions well with Zoom. The Owl camera replaced their outdated technology, which was a stationery camera in the front of the room that did not show attendees seated in the back of the room.
This technology has been especially beneficial for this small district in their mid-sized training center. With a full session including up to 20 people, the district now has microphones in various locations and the Owl camera offers a panoramic view of all participants in one shot. Functionality includes a spotlight on the speaker offering optimal coverage for virtual or hybrid meetings. Leucadia Wastewater District uses the set-up for their board meetings and are considering recording their in-person meetings with this feature in the future.
Likewise, the Special District Risk Management Authority (SDRMA) started using the Owl Labs camera technology to conduct their board of directors’ meetings during the
COVID-19 pandemic. They found it to be the easiest and most economical solution to conduct virtual meetings quickly, without having any interruption to their regular board meeting schedule. Although virtual meetings are not needed as much as before, having the Owl has enabled their governing body, consultants, and employees to participate in meetings when unable to attend in person.
“I can’t imagine not having the Owl to rely on for those times when a special board meeting or unofficial meeting is scheduled at the last minute,” said SDRMA Chief Member Services Officer Ellen Doughty. “It has helped us stay connected with our valued partners, governing body members, and staff that may or may not be in the office.”
More information about how Owl Labs can make your meetings more effective is available at owllabs.com
You don’t have to be a scientist to recognize that California’s climate is changing – you can just look outside. This winter has been one of California’s wettest ever on the heels of three of the driest years in California history. Recent downpours brought rarely-seen snow to the low foothills of the Bay Area and toppled over 1,000 trees in Sacramento. Small communities and farmlands in the Central Valley that were grappling with the worst impacts of drought just months ago are now submerged under floodwaters.
Recent weather must be placed in the broader context of California’s climate transformation. Weather whiplash –increasingly intense drought punctuated by increasingly intense wet periods – has become our new climate normal. The recent rain and snow don’t change the fact that our state is becoming steadily hotter and drier over time. Historical data and models have become less reliable as conditions
change. Our water infrastructure, mostly built during and for the 20th century, requires significant investment to adapt to 21st century weather. To prepare for the next prolonged dry period and to build climate resiliency, we must make conservation a way of life in California.
Special districts are at the forefront of that effort, and during California’s historic drought special districts led the way on water conservation and climate resiliency. Thanks to the hard work of special districts and water agencies statewide, California has seen historic conservation gains over the last year in every region and nearly every county. In August 2022, Governor Newsom released California’s Water Supply Strategy For A Hotter & Drier California, outlining actions needed now to invest in new sources and transform water management. Here again, special districts are setting the standard statewide with investments in new
storage, recycling, groundwater, and other infrastructure projects reinforcing California’s long term climate resiliency. These are just three of many more impressive efforts from special districts up and down the state.
In Southern California, the Metropolitan Water District (MWD) is expanding local water supplies through their Pure Water Southern California (PWSC) project. This project will take cleaned wastewater and further purify it into a sustainable source of high-quality water for 15 million people – making it one of the largest water reuse programs in the world. Its innovative three-step purification process makes its water safe for groundwater basins and for drinking. At full scale, the plant will treat 150 million gallons daily, which would create water reliability for 500,000 homes across MWD’s service area.
In Kern County, California, the Rosamond Community Services District (RCSD) has invested $15 million in its new Rosamond Water Reclamation Plant. This plant repurposes deteriorating wastewater evaporation ponds into a site where wastewater is purified to percolate into and replenish the aquifers below. By using this plant, RCSD has become a statewide leader in water reuse –returning 100% of the water that it is allocated back
into the Antelope Valley Groundwater Basin’s aquifers. For communities like Rosamond that are dependent on groundwater, it takes much longer to recover from drought and rebuild storage, making this project especially critical for this region.
In the Central Valley, South San Joaquin Irrigation District (SSJID)’s new Water = Food = Life Campaign is working with local residents to save water. The campaign cuts through noise with its simple, straightforward message: that water, and its responsible management, is the foundation for life in California. The campaign utilizes billboards and trucks to promote the message to residents, and water districts across the state have embarked on similar campaigns to promote conservation among residents.
We know that saving water is the easiest, cheapest way to support California’s water supply.
At the state level, the Save Our Water campaign is working with California water agencies to make conservation a way of life with targeted advertising, local outreach events, and free online resources for water agencies to use and share. Thanks to the regular and consistent actions of Californians in response to local and statewide calls for conservation, average residential water use per person per day has dropped to the lowest number since data has been collected. Statewide water use is down by double-digit percentage points compared to 2020 in almost every region of the state, and many local water agencies are seeing their lowest water usage on record.
While recent rain and snow have brought much needed relief to the state, we know that the next prolonged dry period is coming to California. The more water we can conserve and store today, the more prepared we’ll be for next time.
The recent storm events in California led to excessive quantities of rainfall and, by extension, flooding. This flooding raises the question of whether or not public agencies could face inverse condemnation liability from any flooding related damages. In California, the basic elements of an inverse condemnation claim include the substantial participation in a public project that results in the taking or damaging of real property. The burden of establishing these elements is on the plaintiff in an inverse condemnation action. The causation element is the source of much of the controversy when it comes to inverse condemnation liability for public agencies and is often the element most difficult for a plaintiff to prove.
Traditionally, California inverse condemnation law imposed a strict liability standard for damage proximately caused by a public improvement as deliberately designed and constructed. This resulted in the imposition of inverse condemnation liability even when the direct cause may be an unprecedented event such as flooding or wildfires. However, in 2019, this strict liability standard was modified by the California Supreme Court. Now, in order for a claim of inverse condemnation to succeed, the property owner must show more than just a causal link between
the existence of a public improvement and damage to private property – it must demonstrate that “the property damage was the probable result or necessary effect of an inherent risk associated with the design, construction, or maintenance of the relevant public improvement.” (City of Oroville v. Superior Court (2019) 7 Cal.5th 1091.) This California Supreme Court recognized the burden that would be placed on public agencies if strict liability was the ongoing standard, so instead it raised the bar by undertaking a more rigorous analysis focused on the reasonableness of the public agency’s actions and the potential responsibility of the private property owner as a result of its acts or omissions that may have played a role in the damages.
In Oroville, the property owners failed to install a backwater valve that was legally required under the municipal code, and which could have prevented or substantially diminished the property damage. As such, the Court considered the reasonableness of both the public agency’s actions and the potential responsibility of the property owner. Therefore, if a property owner’s actions, or lack of action, also play a role in the damages, that may impact a finding of inverse condemnation liability.
Inverse condemnation liability in flooding cases has historically been held to a different standard. The general
rule of strict liability had been previously modified in favor of a rule of reasonableness in cases involving flood control projects. (Belair v. Riverside County Flood Control Dist. (1988) 47 Cal.3d 440.) To determine reasonableness in this context, courts look to (1) the overall public purpose being served by the improvement project, (2) the degree to which the plaintiff’s loss is offset by reciprocal benefits, (3) the availability to the public entity of feasible alternatives with lower risks, (4) the severity of the plaintiff’s damage in relation to risk-bearing capabilities, (5) the extent to which damage of the kind the plaintiff sustained is generally considered as a normal risk of land ownership, and (6) the degree to which similar damage is distributed at large over other beneficiaries of the project or is peculiar only to plaintiffs. (Locklin v. City of Lafayette (1994) 7 Cal.4th 327, 368-369.) This rule of reasonableness only applied in cases where flood improvements fail and the damaged property is one that had been historically subject to flooding, not cases where improvements functioned as intended and designed and property was not historically subject to flooding. Therefore, the standard of reasonableness has not been universally applied to all flooding cases.
Oroville provided an affirmation of the reasonableness standard and broadened it to include flooding cases which were previously excluded. Thus, property owners face an uphill battle if they seek to hold public agencies liable based on a theory of inverse condemnation, in flooding situations and other contexts. First, plaintiffs have the burden of establishing all of the elements of an inverse condemnation claim. Second, on the causation element, the rule of reasonableness prevails over strict liability. Courts will look more carefully at the reasonableness of a public agency’s actions and at the behavior of property owners. For example, there may be various legal requirements that property owners are required to undertake in the development or maintenance of their property, such as specific capacity requirements for drainage, maintenance requirements for pipes, setbacks from water conveyance systems, building standards or materials that limit water intrusion, and so forth. If properly implemented, such requirements may have a role in limiting damage caused by water intrusion. But, in California, known for its droughts and limited rainfall, such requirements may not have been strictly followed. Now, in periods of excessive rainfall and flooding, the actions of property owners (or the absence of action) may
create a situation where a property owner contributed to the property damage. For public agencies, they may point to such evidence and argue that the court should consider the reasonableness of the actions of both the public agency and property owners. This standard could also serve to encourage property owners to ensure they are in compliance with all property requirements to help prevent or mitigate future damage.
Therefore, while recent flooding could result in an increase in inverse condemnation cases against public agencies, the reasonableness standard applied to flooding cases, affirmed and expanded in the Oroville case, is likely to provide some insulation for public agencies against the finding of inverse condemnation liability. Nonetheless, public agencies need to act reasonably and consider the risks of flood impacts, especially now that California is facing more systematic flood events.
Building strong communities.
For more than 80 years, we have partnered with public, private and government agencies in California to help their communities thrive.
In 1999, CSDA leaders formed the Special District Leadership Foundation (SDLF), a 501(c)(3) organization, 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. To date, SDLF has designed and implemented the following programs: Certificate in Special District Governance, Essential Leadership Skills Certificate, Certified Special District Manager (CSDM), District Transparency Certificate of Excellence, and the District of Distinction Accreditation.
The Level-Up Challenge ran in 2022 and was created to encourage districts to earn the District of Distinction Accreditation for the first time or to achieve a higher level. This accreditation is designed as a
way for districts to highlight their prudent fiscal practices along with other areas important to effectively operate and govern a special district. To achieve the District of Distinction Accreditation, special districts are required to submit their financial audits; policies and procedures; and proof of various trainings taken by the district’s directors and executive staff, as well as have a completed SDLF District Transparency Certificate of Excellence.
The different levels of accreditation are as follows:
• District of Distinction
• District of Distinction SILVER –requires special district governance training for most of the district’s board of directors.
• District of Distinction GOLD –requires special district governance training for the district’s full board
and general manager.
• District of Distinction PLATINUMrequires special district governance training for the district’s full board and general manager, as well as the general manager earning their Certified Special District Manager designation. This is SDLF’s highest level of recognition for a district.
Aromas Water District, Herlong Public Utility District, and Dublin San Ramon Services District were selected by SDLF as the 2022 transparency challenge winners for earning their District of Distinction Accreditation or “leveling-up” and achieving the next District of Distinction Accreditation level!
Aromas Water District serves 965 connections served by several deepwater wells and operates with a small staff. The district had already achieved
their Transparency Certificate of Excellence when SDLF launched the Level Up Challenge. In response to achieving the coveted District of Distinction, General Manager Robert Johnson explained, “Once we found out how close we were to completing the District of Distinction level, our Board made the choice to have our little district make it happen to show it can be done!” Knowing that this accreditation showcases the districts’ commitment to transparency and fiscal management, Johnson concluded, “As the District moves forward with new projects that will secure our water supply reliability and sustainability, we can use the District of Distinction accreditation as an indicator of our commitment to working through the challenges until a solution is achieved.”
Herlong Public Utility District achieved the Transparency Certificate of Excellence in 2021. General Manager Sandy Raffelson explained, “The District has undergone several changes with Staff and Board
Members and wanted to assure the community and the state that Herlong PUD is moving forward with positive board reinforcement and general manager experience.” Receiving these achievements helped the District receive grants to replace infrastructure in the community. “Thanks to CSDA, Herlong PUD was one of the two districts that received COVID money in Lassen County,” said Raffelson, “the District has had 17 years of clean audits.”
Dublin San Ramon Services District, “Going through the process for the Transparency Certificate of Excellence really shined a light on how robust our online resources are for our customers and the public at-large. It was gratifying to see how well our internal standards measured up to SDLF’s certification requirements,” expressed Executive Services Supervisor & District Secretary Nicole Genzale. “One of DSRSD’s long-held Strategic Plan Core Values is Be Open and Transparent. The Board and staff work daily to uphold this
value by conducting its business in an open and transparent manner, whether it’s through board meetings, website and media information, or daily interactions with our customers and community. DSRSD earned and has maintained SDLF’s Transparency Certification of Excellence since 2014. Working towards the District of Distinction Accreditation was the next natural step to demonstrate our continual commitment to sound governance and transparency.”
One thing each district agreed on: They intend to make the accomplishment known to the public through their websites, social media outlets, in their district offices and in communications to their customers.
Did you know that special districts that currently have the SDLF District Transparency Certificate of Excellence are already 75% of the way to this next designation? Take YOUR district to the next level and take the steps to achieve your District of Distinction Accreditation! Learn more at sdlf.org.
The 118th Congress finally organized and fully seated its committees in early February – a notable delay – due to a myriad of political considerations that prevented legislative business from moving forward in “normal” fashion. As focus turned to early legislative work for the Congress, a trend emerged of bills introduced to address the increasing threat of wildfire in communities across California and the nation.
Wildfire is directly and indirectly consequential to special districts of all types in different geographies. Many special districts provide essential services in communities prone to wildland fires, operating in the wildland-urban interface (WUI) and in rural areas. Further, water and irrigation districts sourcing water from fire-impacted watersheds are impacted due to contaminants and soil erosion these events create – a general concern for resource conservation.
Understanding this, the National Special Districts Coalition (NSDC) is focused on advancing policies that provide federal land management agencies the tools necessary for disaster mitigation and response. The Coalition also generally supports legislation to advance the ability for
fire protection districts and other firefighting agencies to protect the communities they serve. Despite a plentiful winter, it is important to keep these priorities at the forefront as catastrophic, year-round wildfire risk remains a worrying phenomenon resulting from a range of climate impacts, forest management issues, and utility infrastructure failures.
Matching Congress’ focus on this hot topic, NSDC has taken support positions on three early legislative initiatives and encourages special districts’ advocacy on these measures – including one which would solidify the ability for fire protection agencies to continue using fire retardant to combat wildfires.
First, and of imminent note – the bipartisan Forest Protection and Wildland Firefighter Safety Act of 2023 would codify a Clean Water Act permit exemption for “the discharge of fire retardant in connection with fire suppression, control, or prevention activities” during wildfire. Currently, the exemption is assumed based on Environmental Protection Agency (EPA) communication dating back to 1993. The exemption would apply to federal land management agencies, state governments, political subdivisions of a state, or tribal governments.
Congressman Doug LaMalfa, R-Calif., and Senator Cynthia Lummis, R-Wyo., introduced companion bills – H.R. 1586 and S. 796, respectively – in late March amidst the concern that a federal judge could issue an injunction on the use of fire retardant as a result from a pending lawsuit in a Montana court, citing the continued use of the retardant without a National Pollutant Discharge Elimination System permit would be violating the landmark federal water quality law. Should an injunction take effect, fire retardants would not be allowed for use in fighting wildland fires.
NSDC supports the Forest Protection and Wildland Firefighter Safety Act as it aims to protect public firefighting agencies’ ability to fight wildfire from the air – an effective use of resources to protect life and property. Continued, unhindered use of fire retardant for wildfire suppression when public health and safety is threatened is vital for community protection against wildfire. Considering the EPA’s clearance for its use and the U.S. Forest Services’ phase out of previously used chemicals, fire retardant is also an essential tool to defend critical facilities and structures as an element of environmental mitigation against deeper impacts to water quality and watersheds. Special districts provide various types of essential services in communities that are at risk of wildfire. Those, and other supporting districts, are invited to engage in NSDC’s advocacy on this legislation.
Of further note, Senator Dianne Feinstein, D-Calif., introduced in late January the bipartisan Community Wildfire Protection Act to expand eligibility for fire mitigation programs. Numbered S. 21, the legislation would re-define “at-risk community,” as defined in the Healthy Forests Restoration Act of 2003, to remove the requirement that a community be located within or adjacent to federal land in order to be eligible for hazardous fuels reduction funding. Many special districts stand to benefit from the definition’s amendment, as many provide services in rural, forested locations from coast to coast that tend to be more at-risk of wildfire. NSDC supports this legislation as a much-needed policy shift to adequately reflect the pervasiveness of special districts serving high fire-risk communities regardless of proximity to federal land. Also earning NSDC support is Congressman Joe Neguse, D-Colo., the Western Wildfire Support Act. The bill numbered H.R. 482 would expedite the U.S. Departments of Agriculture (USDA) and Interior (DOI) deployment of wildfire detection equipment that is essential for rapid response and readiness for at-risk communities. The bill examines local and federal approaches to bolster fire response, authorizing a program to train community members to provide support roles for wildfire response while also requiring the U.S. Forest Service to establish spatial fire management plans by September 30, 2026. Further, the U.S. Department of the Treasury would establish accounts for each USDA and DOI to use only for related fire expenditures. Special districts predominately in the Western U.S. near federal forests, national parks, national monuments, or federal recreation areas would benefit from these policy changes.
CSDA Members interested in tracking federal issues impacting special districts are invited to stay tuned to CSDA’s Advocacy News Blog and weekly e-News for more news and information on how to get involved. Please contact Cole Arreola-Karr, NSDC Federal Advocacy Director, for more information at colek@nationalspecialdistricts.org.
Municipalities and special districts are key targets for cyberattacks, making it critical for agencies to understand their vulnerabilities and assess their networks to reduce the likelihood of a cyberattack. The complexity of knowledge required to stay one step ahead of bad actors is ever evolving. Corey Kaufman, General Manager of Accent Computer Solutions, a VC3 Company, provided attendees at the Special District Risk Management Authority (SDRMA) Spring Education Day 2023 event education and resources on this important topic. In 2022 the DOJ Crime report cited $10.3B in losses, and receives approximately 651,800 complaints annually. Municipalities and special districts are the largest target, with 44% of attacks taking place in municipalities. Of these, 70% are phishing for login credentials and 90% originate in email systems.
Technology changes rapidly. Public agencies adapt slowly to the heightened actions required to prepare for cyberattacks, and to create response and recovery plans. In 2005, the landscape for cybersecurity was simple. Back then, if an agency implemented a password protocol, a firewall, basic antivirus software, and backed up their data it was generally considered sufficient to cover the threat level.
Today, that list has expanded to include a many vulnerabilities and corresponding protections. “These steps don’t necessarily mean you will never have an attack,” cautioned Kaufman. “What it means is that you’ll be prepared.”
Agencies have threat exposure from their activities, as well as from their employees’ personal activities. Each person with an online presence, including email, social media, profiles for smart homes, banking, etc., poses a risk. Employee online presence opens the workplace
Adapted from the SDRMA Spring Education Day session Cybersecurity Checklist by VC3to vulnerability they unknowingly bring to work. The internet and social connectivity aren’t going away, and an employer cannot ask an employee to live life offline. To combat the inherent risk posed by engaging in the digital world, agencies must proactively plan for threat detection.
Prevention: Public agencies work with strained budgets, and while some cybersecurity practices can be costly and require a full budget process to implement, there are low cost best practices that public agencies can take immediately. One necessary component is training employees to identify email phishing. More broadly, building a culture of cyber awareness will result in a wide spectrum of watchfulness, thus increasing the likelihood of identifying and repelling attacks. Networked email systems such as Microsoft Office or Gmail should be checked by the network administrator to ensure the function “allow auto forwarding” is disabled. These systems should also have multifactor authentication activated. In both instances, the IT administrator has access to the fields to simply uncheck the default settings; thus, enabling both of these cyber protections to cover the agency’s entire networked environment.
Regularly installing software updates is also critical to agency cyber protection. Municipalities have been known to be as many as ten years behind in software versions! This leads networks that are vulnerable to attack. There are two general
types of updates to be aware of: Desktop and server updates require a manager, or a team, to make sure they are being pushed regularly for existing applications; and the Server Operating Systems require upgrades as they approach their end of life. For example, Server 2012 is going ‘end of life’ in October 2023. The server upgrade expense needs to be budgeted for well in advance; without the update, the agency risks being exposed to significant vulnerabilities. Notably, employees using personal devices can also pose a risk to the agency. Mobile smart phones and laptops need to be considered for threat detection. It is recommended that employees not be allowed to use personal devices for work, thus keeping employee activity in the networked environment and under the control and security umbrella of the IT administrator.
Detection: What happens when a “bad actor” gets into your networked environment? While many believe the system will alert them to the trespasser’s presence; in reality, such invaders often “dwell” in the environment for weeks before being detected, scanning for data to determine which information will be most lucrative. To avoid this, threat detection measures are critical to deploy.
“Agencies must realize that the prolific nature of the ongoing threat of cyberattack should equates to a ‘not if, when’ mentality toward protection,” said Kaufman.
Threat detection can include scanning the network internally for vulnerable data or access once a trespasser is inside, and external scanning to understand the systems’ visibility. Dark web monitors can detect data being sold on the digital black market. Passwords and data sets are always on sale on the dark web!
Kaufman advised, “To reduce the likelihood of a password breach, employees should not be saving passwords on browsers, and should use approved password protocols such as longer, more complex passwords.”
Response / Recovery: It is critical that the network has a separated data backup that is regularly monitored, updated and tested. To ensure it is not included in a breach, the data backup must not be connected to the network. Agencies should have a written response plan for cyberattacks to identify the first responders, critical steps, and timeline of response to isolate the breach from the rest of the system.
Cyber insurance is an important tool that may provide subject matter experts for response to a cyberattack, including some policies that provide forensic teams that may offset the cost of an attack and soften the financial impact. SDRMA’s Cyber Risk Advisory division advises anyone who believes they’ve been the victim of a cyberattack, data breach or ransomware demand to immediately report it to your insurance carrier as well as the Federal Bureau of Investigation Internet Crime Complaint Center at www.ic3.gov.
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.
The Clovis Veterans Memorial District (CVMD) is one of 27 such districts in California. Of the 25 active districts, it is one of the few that resist specialization in a particular avenue of community service. Whereas some may focus on veterans of foreign wars, memorials, or current service personnel, CVMD defines its mission as serving as a permanent living memorial honoring US Military and Veterans, providing facilities and support programs promoting a legacy of service. They strive to highlight the connection between a life of service and its impact to the local community and the nation.
In March, CVMD hosted the second annual Central Valley Influencers Conference designed to empower educational influencers with knowledge of the educational opportunities available to high school students upon graduation. Bringing together counselors, teachers, school support staff, and academic leaders, the Influencers Conference provided access to subject matter experts so educators can inform and support students about postgraduation opportunities.
“The district aims to increase access to educational pathways for local students, empowering them to achieve academic and professional success. This objective also involves raising awareness of the value veterans bring to the community by showcasing their achievements while fostering a more informed and engaged student body prepared to make informed decisions about their future,” said CVMD Chief Executive Officer Lorenzo Rios.
Presenters included Fresno County Superintendent of Schools Dr. Michelle Copher, whose office sponsored the event. “Educators are deeply committed to helping students reach their full potential and to assist and mentor our youth interested in considering military service,” Dr. Copher said. In a region known for economic adversity, she noted, “Education is the most reliable steppingstone out of poverty.”
The Influencers Conference focused on the opportunity for high school students seeking attendance at a military academy after high school. Attendees had an
opportunity to interact with representatives from the U.S. Naval Academy, Air Force, and Space Force, Coast Guard Academy, and a member of Representative Tom McClintock’s 5th Congressional District staff. Less than 1% of Americans currently serve in the military, with over 1.4 million on active duty and another 857,000 in reserves. Only 1 in 4 people between the ages of 17-23 are qualified for military service or academy acceptance. Some eligibility requirements include being an unmarried U.S. citizen, not legally responsible for any children, with above average grades and strong ACT or SAT scores. Academy applicants must pass a medical exam and a fitness assessment.
Where academy acceptance is sought by students who are academically oriented or have a strong vision for what they want to do after high school, enlistment is more suited to students who may prefer hands-on training or skillbuilding aligned with a trade school.
The presentation included information on the Reserve Officers Training Corps (ROTC), Army ROTC, Marine and Naval ROTC, and Air Force ROTC programs. Clovis Veterans Memorial District is excelling in its mission to provide a living memorial honoring military service. Their focus on honoring past, present, and future service members is a model for the state that CSDA is proud to feature in this issue.
California Special Districts Association is the only statewide association representing all types of independent special districts. Our mission is to be the voice for all special districts and provide members with the resources necessary to best serve their communities.
One of the best ways to help us help you is to become involved in CSDA’s advocacy efforts.
Our Take Action Toolkit Helps Districts Become Advocates
Get the Most Out of a Meeting with your Elected Representative:
1. Arrive armed with knowledge
2. Be mindful of the Legislator’s time
3. Be respectful of the Legislator’s staff
4. Be ready with specific requests and get to the point
5. Leave contact information
Take a Position: When and How
The purpose for approving a position of “support” or “oppose” on a legislative measure is to ensure the perspective and interests of your constituents are represented and taken into account before a new law is enacted that will impact the community you serve. Adopting a position provides a unified voice for your Board of Directors and clear direction to your staff with regard to legislative activities. CSDA’s Take Action webpage provides sample policy language, sample bill position letters and a position letter checklist to ensure the district’s viewpoint is effectively communicated.
Consider letters to the editor of local publications as a megaphone to broadcast the district’s viewpoint. Control the narrative when the district undertakes projects that
will cause service interruptions, or when legislation will impact operations, and that impact will have a corresponding impact to the services provided to the community. CSDA includes several sample letters as well as tips and checklists to help districts submit effective letters.
While many special district leaders have a relationship with at least one of their elected representatives, nobody has relationships with all of them. Districts must work together to ensure their needs are understood, their challenges are identified, and to communicate the collective impact of legislation on special districts and the millions of Californians they serve. By working with CSDA individual voices are magnified. This helps the Legislature take informed positions that include the special district experience.
View the Take Action Toolkit
https://www.csda.net/advocate/take-action/ta-toolkit
• Ensure your district has adopted a policy governing the process for adopting positions on legislation (download a sample policy at csda.net/take-action).
• Attend Special Districts Legislative Days in Sacramento in May.
The Sacramento Metropolitan Fire District created their popular FIRE CAMP as a community outreach program. The camp is the “Metro Fire” signature youth outreach effort of the year, striving to teach teamwork while offering a glimpse into the profession of firefighting.
“Teamwork is an essential component in the Fire Service, as it is in life. FIRE CAMP is our opportunity to have a positive effect on the individual camper ultimately impacting the community in which they live.” Dan Haverty, Interim Fire Chief of the Sacramento Metropolitan Fire District.
Each year, 80 local children ages 11-13, are grouped into “strike teams” of 8 campers, mentored and supervised by professional firefighters. As the week progresses, the teams take on a character of their own as they learn about the job of a firefighter and experience such activities as putting out a flammable liquid fire with a fire extinguisher, climbing a 105’ aerial ladder truck, developing the traditional skills of a bucket brigade and hand pumper crew, and learning life skills such as Hands Only CPR.
The program began in 1997 with Interim Fire Chief Dan Haverty’s creative vision to develop a program to improve outcomes for youth and their families. FIRE CAMP provides a unique hands-on way to experience today’s fire service while instilling self-confidence, teaching safety skills and lifesaving skills, and providing a basic understanding of the profession of firefighting – all done in a fun and exciting atmosphere.
Now in its second decade, FIRE CAMP has provided this unique experience to over 1500 campers. Success stories have validated the effort, including camp attendees who have provided life-saving CPR in times of need and those who have gone on to become firefighters.
Captain Matt Sammons, began his fire service career in 2011. He attended FIRE CAMP as a camper and says the experience changed his life. “I always knew I wanted to be in the fire service but my passion was ignited after
attending FIRE CAMP in 2003. The best part is, now that I work for Metro Fire, I get to be a FIRE CAMP counselor, giving back to the program that sparked my interest while allowing me the opportunity to be a role model for the youth in our community.”
Sacramento Metropolitan Fire District FIRE CAMP 2023 will be held July 11-14 at the fire academy training ground located in Citrus Heights.
Community banking experts from Five Star Bank share insights and guidance that benefit special districts.
1. Work with a TOP-RATED Community Bank!
The current banking climate reminds us it is critical to work with a bank that is a top performer in the industry. Review your bank’s ratings and rankings as they are indicators of the institution’s financial strength.
2. Expect Your Banking Partner to Know Your Organization:
You should have direct access to your banker and a meaningful partnership with someone who will provide product advisory expertise. Your banker should be proficient in your special districts’ needs, goals, and objectives.
3. Monthly Statement Review:
Confirm you are billed only for products and services you utilize. Through reconciliation, verify there are no unauthorized checks, ACH debits, or wires clearing your account.
4. Break the Mold! Look at New Products & Services to Improve Efficiency!
It is human nature for some organizations to become comfortable with existing processes. However, technology has come a long way. For example, you can efficiently and cost-effectively pay employees and vendors via ACH or a purchasing credit card program.
5. Who are the signers on your bank accounts and are they current?
Has there been turnover in your district? Keep the list of authorized signers current so you can get checks signed and banking done when you need to.
6. Test the Waters!
Receive the best value for your banking expense by obtaining quotes and pricing every few years. Your district is responsible for public funds and being a good fiduciary means ensuring you receive the best value for each dollar deposited. Work with the right banking partner who understands public funds, which will take time, money, and effort.
continued on page 42...
7. Eliminate Accepting Cash as Much as Possible Cash presents many problems, and most importantly, creates liability. For example, cash needs to be counted, secured properly, and transported. There are also safety concerns for employees who carry cash, as well as time wasted with long lines and wait times. Further, most banks charge fees for accepting cash. Try to limit cash payments by accepting checks, bill pay and credit cards whenever possible. Credit card fees can usually be passed to customers as a convenience fee.
8. Ask for Help!
Contact your banking partner for assistance or training whenever needed. New and recently promoted employees often need training in online banking or setting-up an ACH batch file. Your banker should always be available to provide training and guidance.
9.
Expect your bank to partner with your district as a community advocate and champion. Banks should sponsor events and promote your district through marketing outreach efforts. Further, your banker should be nimble
and able to offer guidance when market conditions change, such as during COVID-19. You are more than “just a number” and having a relationship with a trusted banker is often the most important asset a special district can have.
10. Prevent Fraud!
Always work with a financial institution that puts the safety of your information first. Tools that prevent fraud include Positive Pay for checks and ACH Positive Pay. Limit the authority of those who can send outgoing wire transfers and ensure protocols are in place for wire transfer verification.
ONE MORE! Work with a Bank that Supports CSDA! Banks that support the California Special Districts Association are in-tune with the needs, challenges, and goals of special districts. Work with banks who know you and support the important work you do every day.
Five Star Bank is a CSDA Platinum Member that recently earned the #1 ranking on the S&P Global Market Intelligence annual rankings of 2022’s best-performing community banks in the nation with assets between $3 billion and $10 billion.
Even with interest rates on the rise, California’s special districts are finding low-cost, competitively-priced financing solutions through CSDA Finance Corporation. In the first quarter of 2023, CSDAFC facilitated nearly $32 million in transactions, large and small.
EXAMPLES OF RECENTLY CLOSED
Let us help you with your next financing need. Visit www.csdafinance.net to submit a quote request online or call 877.924.2732 for more information.www.csdafinance.net for more information or to request a free, no-obligation rate quote.
Actuarial Retirement Consulting, LLC www.awenarc.com
AllPaid www.AllPaid.com
California CAD Solutions (CALCAD) www.calcad.com
California CLASS www.californiaclass.com
CPS HR Consulting www.cpshr.us
CSDA Finance Corporation www.csdafinance.net
Atkinson, Andelson, Loya, Ruud & Romo www.aalrr.com
Best Best & Krieger www.bbklaw.com
Five Star Bank www.fivestarbank.com
Enterprise Holdings www.enterpriseholdings.com
GovDeals www.govdeals.com
Special Districts Risk Management Authority www.sdrma.org
Streamline www.getstreamline.com
Umpqua Bank www.umpquabank.com
Utility Cost Management, LLC www.utilitycostmanagement.com
Liebert Cassidy Whitmore www.lcwlegal.com
Richards Watson Gershon www.rwglaw.com
Kirkwood Meadows Public Utility District is a small, remotely located district that was uniquely fortunate to have a staff member qualified to fill a dual role of accountant and human resources manager for many years; however, when she left the position, the district was unable to find someone qualified to fill the niche.
Looking for a solution that was both affordable and available as a long-term fix, they turned to the CSDA Human Resources Membership package. The package is fulfilled by human resources subject matter experts
CPS HR. It allowed the district to obtain the services of a Human Resources Administrator at a fraction of the cost compared to hiring someone for the role. The package includes an onboarding session, and 14 hours of HR consulting with additional blocks that can be added as needed. It includes their HR Basics Kit with compliance and best practice checklists to allow small districts like Kirkwood Meadows PUD to have confidence in their human resource practices.
General Manager Erik Christeson said, “It’s good value for the benefit. If I were to hire someone, that would be
$60,000 plus benefits, but with CPS HR I can get them for under $10,000 a year.”
Additionally, Christeson noted the membership includes annual legal updates from CPS HR that enables him to update their employee handbook with verified accuracy to ensure they are complying with any changes that arise year to year.
“I really appreciate the CPS HR Annual Update, I was able to go to my employee handbook and review section by section of things that had changed, update them and send it to our CPS HR representative to make sure I captured it right,” Christeson said.
The HR Membership is a value-added benefit offered by CSDA to all members. For more information, please contact membership@csda.net or scan the QR code.
Brown Armstrong Accountancy Corporation www.bacpas.com
CalTRUST www.caltrust.org
Centrica Business Solutions www.centricabusinesssolutions.com
Chase Bank www.chase.com
Cole Huber LLP www.colehuber.com
Complete Paperless Solutions www.cps247.com
Cooperative Strategies www.coopstrategies.com
Eide Bailly CPAs www.eidebailly.com
Enterprise Automation www.eaintegrator.com
Kosmont Financial Services www.KosmontFinancial.com
National Demographics Corporation (NDC) www.ndcresearch.com
NBS www.nbsgov.com
Nextdoor, Inc. www.nextdoor.com
Nossaman, LLP www.nossaman.com
SitelogiQ www.sitelogiq.com
Slovak Baron Empey Murphy & Pinkney LLP www.sbemp.com
Vasquez & Company LLP www.vasquez.cpa
VC3 www.vc3.com
Witt O'Brien's www.wittobriens.com
By Pete Blank,
According to the Gallup Organization, employee engagement continues to drop in this postpandemic era. After trending up in recent years, the percent of engaged employees dropped from 36% in 2020 to 32% in 2022, while active disengagement has also risen by four percent since 2020. Different studies show multiple reasons for this decline, including poor leadership, lack of communication, and balance issues, just to name a few.
During my 13 years with The Walt Disney Company and over 16 years in local government, I have learned that it is difficult for leaders to motivate employees. I am a big believer in intrinsic motivation and that can only come from within oneself. However, that does not give the manager / supervisor / leader the option to just throw up their hands and say, “Well, I can’t do anything to assist. You all are on your own.”
Quite the opposite. I feel that leaders must create an engaging environment for their employees that allows them to find their inner purpose and meaning, which helps them find that intrinsic motivation. While there are many options, I find focusing on the three “T’s” is a great place to start: Training, Team Building, and Thank You’s.
Training and Development (some organizations have migrated the term over to “Learning and Development) is not a “nice to have” in 2023 – it’s a “need to have.” Today’s employees have more choices than ever: remote work,
hybrid work, three part-time gigs, etc. It’s been said that employee retention is your best talent acquisition strategy, and I could not agree more. In local government, we need to spend less time filling vacancies and acquiring new staff and more time investing in keeping the ones we have engaged and motivated.
One simple way to do this is by offering all kinds of training: leadership, supervision, orientation and onboarding, professional development, communication skills, and more. Offering this type of learning can be a true differentiator for your city or agency. In the past, when times were tough and money got tight, employee development and HR programs were always the first things to be cut. Today, I would argue that it is the most important thing to be keeping and even expanding. Career development opportunities like training and upskilling are listed at the top of most employee expectation lists in 2023.
While conferences are still viewed as the main way to learn, those can be expensive if you have a large team. If your city/agency has an internal training staff, make sure you allow your employees to attend as many of their classes as possible. Beyond in-person training, you can always find a way to allow employees to learn at their own pace while on the clock. Providing them 1-2 hours per week with any of the following options is sure to add value:
• Watch a Ted Talk or YouTube training video
• Create a book club on a leadership / technical skills book
• Hold a mastermind group
• Provide Lunch-n-Learn opportunities where staff members lead these sessions to assist each other (How
to use Canva, Zoom Tips and Tricks, Gardening Tips for the Summer)
Providing learning opportunities like these is a great way to create an engaged culture.
While this sounds similar to training, it does have its own niche. Team-Building is a catch-all phrase that includes everything from icebreakers before meetings to lunch gettogethers to full-scale off-site events. The more remote / hybrid employees you have, the more important it is to get this one right.
Team building is more than just a fun few moments together. It can do the following:
• Allow team members to understand the personalities of others
• Create more effective communication processes
• Prevent misunderstandings between different team members
• Provide opportunities for empathy and understanding
For some organizations, team building works best when you DON’T call it “team-building.” Many employees hear that phrase and immediately think of dangerous ropes courses, silly “trust falls,” and other exercises that make even the most extroverted employee blush. Instead, just introduce them as “something different today” or “a new activity” or even “try some new communication strategies I read about.”
It does not matter what you call it…what matters is that you do it!
This one is simple, easy, low-cost, and may have the most value when trying to turn employees from disengaged to engaged.
These can be delivered peer-to-peer, manager to employee, or even employee to manager. They can be verbal or written. They can be public or private.
The only thing they cannot be is insincere.
Thank-You’s should be specific and timely. Telling a coworker “Thanks for your help” is not as valuable as “Thank you for jumping in and assisting with that line of citizens today. I know your time is valuable, and I truly appreciate you coming out from your office to help us with the volume.”
As you make plans for the remainder of 2023, be sure to add “enhancing employee engagement” to your list. When you provide training, allow for team-building, and share thank-you’s, you increase your chances of creating an engaged staff, department, and culture.
Pete Blank is presenting Employee Engagement: Lessons from the Mouse House as the general session keynote speaker at the CSDA General Manager Leadership Summit on June 27, 2023. He is a leadership expert, author, and national speaker. His 13+ years at Disney and 13+ years in local government provides over 25 years of experience in leadership development and organizational culture.
