2024 California Special Districts Magazine November – December

SOLUTIONS & INNOVATIONS

Technology Powers this Irrigation District to the Next Level

PAGE 26

Ask the Experts How AI is Transforming the Recruitment Process Page 15 This

California Special Districts Alliance

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.

CSDA Board and Staff

OFFICERS

ELAINE MAGNER, PRESIDENT, Pleasant Valley Recreation and Park District

PETE KAMPA, CSDM, VICE PRESIDENT, Groveland Community Services District

LORENZO RIOS, SECRETARY, Clovis Veterans Memorial District

DON BARTZ, CSDM, TREASURER,

Phelan Pinon Hills Community Service District

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

MEMBERS OF THE BOARD

VINCENT FERRANTE, Moss Landing Harbor District

JERRY L. GILMORE, Truckee Sanitary District

CURTIS JORRITSMA, Hilmar County Water District

JO MACKENZIE, Vista Irrigation District

ANTONIO MARTINEZ, Contra Costa Water District

NOELLE MATTOCK, El Dorado Hills Community Services District

GREG ORSINI, McKinleyville Community Service District

PATRICK OSTLY, North of River Sanitary District

FRED RYNESS, Burney Water District

ARLENE SCHAFER, Costa Mesa Sanitary District

KIMBERLEE SENEY, Gold Mountain Community Services District

STAFF

NEIL MCCORMICK, Chief Executive Officer

MEGAN HEMMING, Chief Professional Development Officer

MUSTAFA HESSABI, Chief Counsel

KYLE PACKHAM, Chief Advocacy & External Affairs Officer

CASSANDRA STRAWN, Chief Member Services & Communications Officer

RICK WOOD, Chief Finance & Operations Officer

TOMICKO ABELLA, Member Services Representative

AARON AVERY, Director of State Legislative Affairs

ANNA CALLAHAN, Legislative Assistant

EMILY CHA, Database & Online Communities Specialist

MARCUS DETWILER, Legislative Representative

BRENT FARRAR, Design & Websites Manager

AUBREY GOHL, Member Services Representative

VANESSA GONZALES, Communications Specialist

JOSE GUERRERO, Graphic Design/Video Specialist

COLLEEN HALEY, Public Affairs Field Coordinator

CASSIE HASKINS, Member Services Representative

LILIA M. HERNANDEZ, Associate Legislative Analyst

MICHAEL MEYER, Senior Member Services Specialist

CHRIS NORDEN, Public Affairs Field Coordinator

RICHELLE NOROYAN, Public Affairs Field Coordinator

CHRIS PALMER, Senior Public Affairs Field Coordinator

AMBER PHELEN, Management Analyst

RACHAEL POPPINO, Professional Development Coordinator

OLIVIA ROBERTSON, Member Services Specialist

JENNIFER SMITH, Professional Development Coordinator

OPHELIA SZIGETI, Legislative Analyst

ANTHONY TANNEHILL, Legislative Representative

ERASMO VIVEROS, Public Affairs Field Coordinator

DANE WADLÉ, Senior Public Affairs Field Coordinator

KRISTIN WITHROW, Communications Specialist

SDRMA Board and Staff

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

ROBERTY HOUSLEY, Midway City Sanitary 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

DEBBIE YOKOTA, AIC, Chief Risk Officer

MATT CLUTTERBUCK, Chief Financial Officer

WENDY TUCKER, Underwriting/Program Manager

ALANA LITTLE, Health Benefits Manager

ENRIQUETA (HENRI) CASTRO, Risk Control Manager

ROBERTO LOZANO, Liability Claims Manager

ALLISON BATEMAN, PHR, HR/Office Manager

PETR KOVALCHUK, Finance Manager

MARIA WILLIAMS, Member Services Manager

MARGARITO CRUZ, Senior Accountant

DANNY PENA, Workers’ Compensation Manager

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

LISA SANDOVAL, Member Services Specialist I

LILLI VINN, Accounting Technician

MARTHA WARREN, Senior WC Examiner

TAMARA BAKKIE, Senior WC Examiner

JOHN PESHKOFF, Senior WC Examiner

MARIETTA HARRISON, WC Examiner

CHER DARLING, WC Claims Examiner I

Special District Risk Management Authority 1112 I Street, Suite 300 Sacramento, CA 95814 tel: 800.537.7790 www.sdrma.org

CSDAFC Board and Staff

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

JULIE JOHNSON, Rainbow Municipal Water 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

MICHAEL MEYER, Senior Member Services Specialist

AMBER PHELEN, Management Analyst

RICK WOOD, Chief Finance & Operations Officer

CSDA Finance Corporation 1112 I Street, Suite 200, Sacramento, CA 95814 tel: 877.924.2732 www.csdafinance.net

For editorial or advertising inquiries: Phone - 877.924.2732 Email - membership@csda.net.

California Special Districts Association 1112 I Street, Suite 200 Sacramento, CA 95814 toll-free: 877.924.2732 www.csda.net

Reflecting on a Banner Year for CSDA

As we close out another successful year, I am proud to reflect on the remarkable progress we have made across so many areas. In 2024, we achieved significant growth, welcoming many new districts into the CSDA family. We are now nearly 1,400 members strong, a clear testament to the value we continue to build and deliver to special districts across California.

One of the year’s most notable accomplishments has been our continued success in legislative advocacy and representation. CSDA’s influence in both Sacramento and Washington, D.C. has grown significantly, as we champion the needs and interests of special districts. We successfully represented CSDA members on important issues ranging from proposed revenue shifts from districts to bid thresholds, prevailing wage, human resources, public works, and much, much more!

Our expanding membership has allowed us to broaden the professional development opportunities we offer. In response to the needs of our growing network of districts, we launched new leadership programs and specialized training on pressing topics such as cybersecurity, climate resilience, and artificial intelligence. These programs have provided essential tools for district leaders and staff, ensuring that our members are well-prepared to navigate today’s complex and dynamic public service landscape.

This year, we were also excited to launch CSDA’s yearround mobile app, CSDA-The Hub, a new tool that enhances how we connect with and serve our members. The app offers members real-time access to critical updates, educational resources, event information, and exclusive legislative news. With this app, we are making it easier for our members to engage with CSDA and stay up-to-date, no matter where they are.

Neil McCormick, CEO

Another significant achievement this year was our leadership as a key partner in the National Special Districts Coalition (NSDC). CSDA has been at the forefront of national discussions, working alongside special districts across the country to address common challenges and advocate for policies that benefit local communities. Of note is the Special District Grant Accessibility Act, a key piece of legislation sponsored by NSDC. This act would officially place a definition of special district into federal law which ultimately will assist in districts gaining more access to funding opportunities intended for local governments. Our work within the NSDC has ensured that special districts are recognized and prioritized in national legislative and funding decisions, enhancing our ability to secure critical resources for our members.

Looking forward, the future of CSDA is bright. With our growing membership base, stronger legislative presence, and continued commitment to education and innovation, I am confident that we will continue to empower our districts to meet the challenges ahead. I want to thank our dedicated Board of Directors, staff, and members for your unwavering commitment to building stronger, more resilient communities. I look forward to even greater accomplishments in the coming year.

ProDev

Sponsor Thank You’s!

Thank you to the following sponsors for their support of this year’s CSDA Annual Conference & Exhibitor Showcase:

Champion

California CLASS

California Special Districts Alliance

Special District Leadership Foundation

Special District Risk Management Authority

Advocate

Richards Watson Gershon Tri Counties Bank

Friend

AllPaid

Amazon Business

Atkinson, Andelson, Loya, Ruud & Romo

Best Best & Krieger LLP

California Bank of Commerce

CalTRUST

Centrica Business Solutions

Chase Bank

Cole Huber LLP

CPS HR Consulting

Enterprise Mobility

Fechter & Company, Certified Public Accountants

Five Star Bank

Krisch & Company

Liebert Cassidy Whitmore

Nossaman, LLP

Oxnard Harbor District

Schneider Electric North America

SitelogiQ

Southern California Edison Company

Streamline

VC3

CSDA News

California Special Districts Host State Legislative Staffers for Essential Services and Infrastructure Tour

Recently, CSDA was proud to partner with the California Municipal Utilities Association (CMUA) and the Association of California Healthcare Districts (ACHD) to host fourteen State Legislative staffers on a two-day tour of special districts in Northern California. According to survey results, staff knowledge and understanding of special districts grew considerably through the experience.

The goal of the “Essential Services and Infrastructure Tour of California Special Districts” was to bring local service

specialists together with state policymakers in areas where special districts are leading the way in addressing statewide challenges at the local level. The four local agencies highlighted on the tour were:

• Sites Project Authority

• Tehama County Resource Conservation District

• Mayers Memorial Healthcare District

• Shasta Mosquito and Vector Control District

Shasta Mosquito & Vector Control District – The attendees learned how the district works to reduce mosquito populations.

Mayers Memorial Healthcare District – Attendees received a first-hand demonstration on providing CPR.

Tehama County Resource Conservation District – Attendees viewed the “Tinder Smart Tehama” project, which works with local landowners to provide wildfire defensible space.

Sites Project Authority – Future home of the Sites Reservoir, a critical component for California’s long term water supply strategy.

2025 CSDA Board Officers Announced

President

Pete Kampa, CSDM

Groveland Community Services District

Vice-President

Lorenzo Rios, CSDM

Clovis Veterans Memorial District

Secretary Antonio Martinez

Contra Costa Water District

Treasurer

Don Bartz, CSDM

Phelan Pinon Hills Community Services District

Past President

Elaine Magner

Pleasant Valley Recreation and Park District

“Our overall purpose has to be to serve the public. We should remember that’s the ultimate goal.”

-Bette Boatmun

CSDA Remembers Past Hollingsworth Recipient Bette Boatmun

By Vanessa Gonzales, CSDA Communications Specialist

The California Special Districts Association (CSDA) mourns the passing of Bette Boatmun, an extraordinary woman of leadership, a long-time supporter of CSDA and recipient of CSDA’s top honor, the Hollingsworth Award of Excellence.

Bette Jane Boatmun, 87, passed away peacefully at home on September 20, 2024. She will be long remembered as a local and state leader in the water industry, helping bring safer and healthier drinking water to our communities during her 46-years of dedicated service.

Boatmun was a devoted CSDA leader who served as a board member and committee member. She was a key figure in the development of the Special District Leadership Academy, CSDA’s core governance training continuing education program. In 2013, the CSDA Board of Directors honored her with the Hollingsworth Award of Excellence, the most prestigious award bestowed by CSDA. This award celebrates distinguished, ongoing service, and exceptional contributions to special districts and the communities they serve.

“Bette was a true leader at the local and state level. She was driven by a passion to serve and was extremely well respected by so many,” said CSDA CEO Neil McCormick. “A couple of the things I most admired about Bette were both her drive to do the right thing even if it wasn’t the most popular position to take and her leadership style which focused on honesty and integrity. Bette will be greatly missed, but her legacy and impact will continue on at CSDA and throughout the special district world for decades to come.”

Boatmun will be best remembered as a leader in the world of water, serving for over 46 years on the Board of Directors for Contra Costa Water District (CCWD) from 1974 to 2020 – she was Vice President from 1981-1989 and President from 1990-1992. Boatmun was a role model for women in the water industry and in local governance. When she took her position on CCWD’s Board in 1974, she was one of only a few women in a leadership position. While serving on the CCWD Board, it was her goal to provide an essential service to residents of Contra Costa County, including: developing a Lifeline program to help people needing assistance in paying their bills; promoting a water education program for students; encouraging water use efficiency; modernizing water treatment facilities to the highest standards; and investing in significant infrastructure for water conveyance and storage, including Los Vaqueros Reservoir, which improved water quality.

Under her leadership at CCWD, Boatmun supported numerous projects, including the construction and expansion of Los Vaqueros Reservoir and building the Randall-Bold Water Treatment Plant. In 2017, the Contra Costa Board of Supervisors recognized her as the longestserving elected official in the county’s history in an honorary resolution. Her dedication to water efficiency was honored in the naming of the Bette Boatmun Conservation Garden at the CCWD offices on Concord Avenue, which features drought tolerant and butterfly friendly plants.

Boatmun also served the California water industry as the President of the Association of California Water Agencies (ACWA) from 2002 – 2003; and as the chair of the Governing Board of East County Water Management Association; the Sanitation and Water Agencies of Contra Costa County; and the Contra Costa Special Districts Association, a CSDA chapter.

Her community involvement extended far beyond California water. She was a former Executive Director of the YWCA of Contra Costa County and volunteered her time in several community organizations, including the Concord American Association of University Women, League of Women Voters of Diablo Valley, Kennedy King Scholarship Foundation, Sons of Italy, and Soroptomist International.

In addition to receiving CSDA’s 2013 Hollingsworth Award of Excellence, Boatmun was recognized in 2001 as the California State Assembly’s “Woman of the Year” as well as recipient of ACWA’s 2020 Lifetime Achievement Award. These outstanding recognitions show the influence and impact she had in her community and beyond during her remarkable lifetime.

CSDA Communities

How Can the Open Forum Help My Agency Develop or Assess Wellness Programs?

Have you ever asked yourself, “How do other districts do this?” Whether it’s creating new policies, gathering data, exploring programs or exploring options for how to improve just about anything at your agency, the Open Forum is a great starting place. The members-only tool is available to your entire staff and is easily accessed on our website at csda.net.

Recently, Kayleigh Shepard from Citrus Heights Water District was gathering information about Employee Wellness Programs for her district that is interested in developing a proactive program. The district’s General Manager, Hilary Straus, explained, “We offer an Employment Assistance Program (EAP) and employeespecific initiatives, but we are heading in a more proactive, organization-wide direction with regard to employee wellness.”

Several agencies responded to Shepard’s post with attachments including their district policies and even form samples to be considered in program development. Their replies provided a variety of reimbursement options and values.

Las Gallinas Valley Sanitary District Grant Manager and Procurement Specialist Angela Beran noted her district offers a $500 wellness benefit per fiscal year. The district’s reimbursement form indicates the benefit is available for

“a range of programs intended to improve and promote employee health and fitness, including gym memberships, smoking cessation, diabetes management, weight loss programs, and preventative health screenings.”

Visit Greater Palm Springs, the marketing agency formed through a joint powers agreement to promote the Coachella Valley, also has a wellness program. Executive Assistant and Board Administrator Sarah Goslin shared their program, which covers 75% of the actual cost of wellness-related programs and activities up to an annual maximum of $400. The program has an extensive list of included items, from gym memberships to fitness trackers, parks passes and personal enrichment items like art classes and professional development courses and materials.

At West County Wastewater District, Laboratory Manager Geraldine Gonzales chimed in to add that their district’s program is reimbursed under their Labor Union agreement. The variety of responses, from a multitude of agency types and staff roles, shows the power of the Open Forum! We encourage everyone to tap into this resource. You may have the answer or experience someone else needs to hear, you may have a question that can benefit from the wisdom of your peers, or you might just see a question you haven’t thought to ask but that you really want the answer to!

Jim

Roxanne

Ginetta

Craig

In Review

CSDA Annual Conference & Exhibitor Showcase

On September 9-12, nearly 900 special district leaders, staff, and business affiliate organizations came together in Indian Wells to learn the latest on topics important to them in running their agency and better serving their community. Session topics ranged from finance, human resources, and governance to advocacy, communications, and leadership.

1 The Young Professionals group serving up fun at pickleball, even in the heat!

2 3 The annual Chapter Leaders Meeting brings chapters together from around the State.

4 Southern California Edison hosted the pre-conference tour.

5 Congratulations to the SDLF golf tournament winners!

6 7 CSDA’s exhibitor showcase continues to grow and glow in anticipation of the glow golf event!

8 9 CSDA Advocacy Team delivers critical legislative updates to an attentive crowd.

10 Keynote speaker Mike Rayburn engages audience with his musical talents and analogies.

11 SDRMA Keynote speaker Dr. Elizabeth Lombardo inspires the audience with her keynote.

12 13 14 15 Taste of the City casino night and silent auction celebrating the 25th anniversary of the Special Districts Leadership Foundation!

16 17 Breakout sessions had so much useful information it was hard to choose what session to attend.

Dates & Deadlines

CSDA Annual Awards

Award Nomination Deadline

May 1, 2025

DMTD Student

Video Contest

Districts Make the Difference Video Submission Deadline

March 31, 2025

2025 CSDA Conferences

SDRMA Spring Education Day

March 26, 2025, Sacramento

Special District Leadership Academy (South)

April 21 – 24, 2025, La Quinta

Special Districts Legislative Days

May 20 - 21, 2025, Sacramento

General Manager Leadership Summit

June 29 – July 1, 2025, Lake Tahoe Area

To view more details and to register for conferences, events, workshops or webinars go to the CSDA Events Page https://qrco.de/bddc8t

CSDA Annual Conference & Exhibitor Showcase

August 25 - 28, 2025, Monterey

Special Districts Leadership Academy (North)

October 5 - 8, 2025, Redding

Board Secretary/Clerk Conference

October 27 - 29, 2025, Sonoma County

Special Districts Leadership Academy (Coastal)

November 16 – 19, 2025, Monterey Bay Area

Ask the Experts

How AI is Transforming the Recruitment Process

By Melissa Asher, PMP, SPHR, Senior Leader, CPS HR Consulting

In the workplace where change never seems to cease, Artificial Intelligence (AI) revolutionizes how organizations recruit new employees. This technological transformation changes how organizations find and hire talent. AI helps ensure Human Resources (HR) professionals do it more effectively than ever before.

The Rise of AI in Recruitment

AI’s role in recruitment takes on many shapes. Specifically, it involves tasks such as resume screening, candidate sourcing, and initial assessments. These technologies can adapt to handling high-volume tasks. The advantages of leveraging technology include increased efficiency and reduced costs.

AI-Driven Candidate Screening

One of the most impactful applications of AI in recruitment transforms the screening of resumes and candidate profiles. Applicant tracking systems (ATS) can swiftly sift through thousands of applications looking for specific keywords and analyzing data. The increased speed and accuracy help recruiters uncover those prospects

who best match the job criteria. This process not only accelerates the hiring process but also minimizes human bias. An objective approach typically results in a more diverse and inclusive candidate selection pool.

Enhanced Candidate Matching

Beyond matching skills and experiences, HR departments increasingly use AI in other facets of the business. It can help assess a candidate’s fit within an organization’s culture. A holistic approach evaluates not just technical abilities but also soft skills. Technology can extract personality traits and other factors contributing to a successful long-term hire.

Chatbots in Candidate Engagement

AI-powered chatbots create and build candidate engagement. These tools provide a responsive interface that can answer questions, schedule interviews and guide applicants through recruitment. Chatbots offer a personalized application experience. Candidates can access the platform from anywhere at any time. These channels help cement the relationship through the onboarding process.

Ethical Considerations and Human Oversight

It’s essential to consider the ethical implications of these technologies. Concerns revolve around issues such as data privacy, algorithmic bias, and the potential for AI to make unfettered decisions without accountability. To mitigate these risks, it’s crucial to maintain transparency in AIdriven processes. Human oversight must stay entrenched in processes and procedures. Human recruiters play an indispensable role in interpreting AI recommendations.

Key Takeaways

AI undeniably changes the recruitment landscape. It saves time, reduces costs, and makes more informed hiring decisions. By streamlining administrative tasks, AI technologies give organizations more lateral freedom. They can now focus on what truly matters: finding top talent.

These advancements do raise ethical considerations. Organizations should recognize that AI serves to support human decision-making without replacing it.

The future of recruitment lies in the balance between technology and human insight. AI opens a whole new world, but final decisions rest firmly in the hands of skilled recruiters. In this new era, those organizations that harness the power of AI responsibly will attract and retain the talent they need to grow.

Contact CSDA Endorsed Affiliate CPS HR Consulting for your organization’s recruitment needs. Visit www.cpshr.us/HRMembership/ to learn about the popular HR Membership that CSDA members have special access to.

The Sacramento Chapter of the American Public Works Association selected San Juan Water District (SJWD) as the recipient of a Project of the Year Award. SJWD’s Hinkle Reservoir Floating Cover and Liner Replacement received the honor in the awards program’s Environment–Water category. “We are honored to be the recipient of APWA’s Project of the Year Award,” said Paul Helliker, General Manager of SJWD. “The upgrade and replacement of Hinkle Reservoir’s floating cover and liner was our largest infrastructure project in four decades. Because the Reservoir is essential to our operations, the project had to be completed during a short wintertime window, which our design, construction management, and construction contractors very successfully achieved.”

The Association of Water Agencies of Ventura (AWA) County presented Kristine McCaffrey, General Manager of Calleguas Municipal

Water District, with its annual Water Leadership Award.

“Kristine is a true champion -- a tireless advocate for water resource management in Ventura County, and a leader who consistently goes above and beyond to protect and preserve our water supplies,” noted Ann De Martini, AWA President. “With a career spanning decades, she has consistently demonstrated exceptional expertise and unwavering dedication and is most deserving of this award.”

Desert Water Agency is pleased to announce the appointment of Esther Saenz as its General Manager effective July 2025, following the upcoming retirement of Steve Johnson. Saenz will become the first female General Manager in the Agency’s history, marking a significant milestone for DWA. “Esther has been a key figure in our financial management and strategic planning. Her leadership will ensure a smooth transition and continued stability for Desert Water Agency. I’m confident that she will continue to drive our mission forward with the same dedication and expertise she has shown throughout her career,” Johnson said.

The Truckee Tahoe Airport District’s Aviation and Community Services Department welcomes Kay Ziegenhagen! Kay has worked for the Airport District previously on the airside, as an Operations & Maintenance Technician for two seasons and will be the new Noise and Annoyance and I.T. Technician at the airport. Kay has an impressive aviation industry education and background. She’s earned both a BS and a master’s degree in aviation aeronautics, and also holds a Private Pilot’s license, Instrument Rating and Multi Engine certificate. Kay worked previously as a Flight Service Specialist for the FAA in both Prescott, Arizona and Kenai, Alaska, where she filed flight plans and gave pilot weather briefings.

For the second year in a row, the U.S. Environmental Protection Agency (EPA) has awarded Rancho California Water District (Rancho Water) with the prestigious WaterSense® Partner of the Year Award. This

Kristine McCaffrey

Kay Ziegenhagen

Rancho California Water District

Esther Saenz

San Juan Water District

recognition was announced at the 2024 WaterSmart Innovations (WSI) Conference. Rancho Water was one of only a select few nationwide recipients.

Palmdale Water District (PWD) is pleased to announce that Scott Rogers has been promoted to Assistant General Manager after five years as PWD’s Engineering Manager. Rogers has 31 years of experience in both the private and public sectors of the water industry. A licensed Professional Engineer, he has been instrumental in leading the district’s capital improvement projects, managing engineering programs and successfully obtaining more than $30 million in grants. Most notable is his lead role in Pure Water Antelope Valley, PWD’s upcoming advanced water purification project that will clean recycled water for potable use to ensure future water supply. “The District is very fortunate to have Scott in this vital role,” said PWD General Manager Dennis D. LaMoreaux. “He has successfully managed multiple projects and is dedicated to the customers and staff.”

Rowland Water District was recently awarded the 2024 Occupational Excellence Achievement Award by the National Safety Council, emphasizing its commitment to safeguarding employee safety in the water industry. Congratulations!

Inland Empire Utilities Agency (IEUA) and Metropolitan Water District of Southern California (MWD) Board Member Michael Camacho was appointed by Governor Gavin Newsom to serve as MWD’s Alternate Board Member to the Colorado River Board of California (CRB). “Our region’s history is inextricably tied to the Colorado River. As someone committed to advancing California’s water security, I hope to work collaboratively to address the challenges and opportunities of the Colorado River to uphold the values essential to securing a reliable water future,” stated Board Member Camacho. “I am honored to begin my service on such a prestigious and vital

Board and thank Governor Newsom and my colleagues at IEUA and MWD for their support.”

The Orange County Sanitation District (OC San) recently received the Excellence in Information Technology Practices from the Municipal Information Systems Association of California (MISAC). This is the 17th straight year OC San has won this award. “We are proud of the award as less than five percent of member agencies in California receive this award. It shows our maturity and quality in the operation of the IT Division,” stated Rob Michaels, Information Technology Manager.

Left to right: Brad Hamilton, Information Technical Supervisor; Rob Michaels, Information Technology Manager and Miguel Guardado, MISAC President.

Scott Rogers

Michael Camacho

Rowland Water District

Orange County Sanitation

Interview

Leading a Values-Based Organizational Culture

This article is based on a presentation at the 2024 General Manager Leadership Summit by Sean Barclay, General Manager, Tahoe City Public Utility District

By Kristin Withrow, CSDA Communications Specialist

Culture is the values, beliefs, and behaviors practiced in an organization.

A values-based culture helps define your organization’s identity and purpose, guides your decision-making and behavior, fosters engagement and motivation, enhances teamwork and attracts and retains top talent.

As a leader striving for a high-performance team, as a baseline it is imperative to build an organizational environment where people have an emotional connection to what they do every day. Values-based cultures help people find meaning and fulfillment in their work.

The Tahoe City Public Utility District (TCPUD), which provides water, wastewater collection and parks and recreation services to its community, embarked on an effort in 2014 to define and implement a culture for the district based on a set of core values. While truly implementing this culture throughout the organization took several years, General Manager Sean Barclay says the effort has been instrumental in creating a motivated, collaborative work

environment across the entire district team. The district and its customers now enjoy experienced, long-tenured, highly engaged year-round staff that are passionate about working together to serve the community. In addition, the strong culture has improved seasonal worker return rates, a critical business need for the provision of parks and recreation services.

“The best recruiting technique we have are happy employees who talk about the satisfaction they feel with their work and their organization,” Barclay said in his presentation.

Ultimately, culture is what separates your organization from any another organization. Each organization has a different and unique culture. It’s important to understand that even if the culture hasn’t been formally identified or cultivated, it still exists. As a leader, if you aren’t identifying it and talking about it (and making sure everyone is talking about it the same way), you are leaving it up to individuals to describe it however they want.

In any workforce, people come from diverse backgrounds and experiences that guide their interpretations and

responses to situations. “There is no such thing in an organization as common sense,” said Barclay. “As leaders, we must define the organizational values and desired behaviors to instill common expectations across the group.”

High performance teams have defined values that support peak performance. When an organization defines its values, it is important they are documented and include specific, observable behaviors expected of every member of the team. The values and behaviors are reinforced through consistent discussion and storytelling and through participation in established traditions such as recurring events or recognition programs that bring people together. Everyone within the organization should be included in culture-building and reinforcement. While it is important to gain support from the top through the Board of Directors’ adoption and the General Manager’s commitment to continual cultural reinforcement, the culture should be supported and protected through every layer of the organization. Everyone is responsible for it; everyone is measured by it, participates in it and benefits from it.

Walk the Talk: Define and Live the Core Values. At TCPUD, their defined core values are formalized in writing, but most importantly they are built into the organization’s day-to-day operations. Their values and culture are defined around broad principles:

backgrounds and educational backgrounds. TCPUD felt strongly that to be a unifying force, the observable behaviors had to apply to all TCPUD employees, no matter the job or level in the district. For example, one behavior of their “Service” core value is that employees must take ownership and follow through on all issues to a resolution. This requires no formal training; regardless of who ultimately fulfills the task to resolution, the first person who takes the request is responsible to ensure the item finds a resolution. That sort of follow-through creates an impact on the end customer, because they are assured their need will be addressed.

Coming to work in a culture with strong positive values is more fun and makes people happy. Happy people are more productive and take pride in where they work, and in the work itself.

For core values to be embraced across the organization, they must be part of every employee’s annual appraisal and weighted equally to functional competencies. TCPUD recognized that one of the most important ways to ensure that core values and behaviors would become engrained in the culture was to ensure that everyone, no matter their position in the organization, would be responsible for demonstrating them. By including the core values and their associated behaviors in the annual review process and by weighing them equally with the functional competencies of their jobs, TCPUD clearly communicates that demonstrating these shared values is equally as important as being good at the tasks required for your job.

To be infused throughout the organization, core values must be those an organization is willing to hire and fire on. Values are discussed and used extensively throughout the hiring process to determine cultural fit and are part of all annual employee reviews. If someone on the team is not demonstrating the behaviors that form the foundation of the culture of the TCPUD, even if they are great at the functional tasks of their job, they are likely negatively impacting the whole team. In short, they aren’t fitting into your organization if they don’t participate in and support the culture.

Core values must come with defined behaviors that apply to the entire staff, and those behaviors must be observable and require no formal training. At TCPUD, there are a wide variety of positions, employee

When looking at how to get started with defining your organizational culture, Barclay recommends that leadership start with an examination of the current culture and values and an identification of the culture “leaders” within the organization. “Thinking about the behaviors that you see demonstrated by your best team members and how your organization might be better if everyone exhibited those same behaviors is a great way to start thinking about how to document and describe your organization’s core values,” he explained.

Tahoe City Public Utility District was regionally named Best Place to Work in 2023 by the North Tahoe Community Alliance. Their mission, vision and core values are available on their website at tcpud.org/about.

YOU Can Help a High School Student Win a Scholarship in 2025

The Districts Make The Difference High School Video & Scholarship Contest provides a fun incentive for U.S. high school students to learn about special districts. Each year, we challenge students to create a 60-second video highlighting how districts make the difference. We promote the contest across the country using social media, but we also rely on special districts to help us spread the word. Here is our challenge to you: Follow @LocalDistricts on your agency’s social media platforms and share the contest details to spread the word in your area.

Can you keep California in the Top 3 in 2025?

Here’s a brief history of how California has done in recent years.

• 2022 - Scholarships went to students in Florida, Oregon and Nebraska

• 2023 - Scholarships awarded in California, New York and Florida

• 2024 - Scholarships were awarded to 2 students in California and 1 in Montana

Tech Tips

The use of Artificial Intelligence (AI) has exploded in the past two years, so much that in many cases agency leadership hasn’t had time to develop thoughtful policies on its use. For those agencies who have gotten the greenlight from leadership to explore appropriate use cases, we’ve provided this short list of AI applications to consider.

ChatGPT (OpenAI) jump starts article and script writing to overcome writer’s block and get straight to editing.

Google Bard is useful for text generation and question answering. Bard is designed to assist with tasks like summarization, text generation, and research.

DeepL Translator for language translation offers high-quality translations between multiple languages and is known for its accuracy.

Grammarly Writing provides text enhancement and proofreading. It uses AI to check grammar, punctuation, style, and tone, offering suggestions for improvement.

Geoapify offers route planning with pricing based on complexity and dataset, making it accessible for various fleet needs.

List any equipment or inventory, in any condition

Sell to millions of registered buyers

Higher returns on your surplus

Got Governance?

Thriving Together: Navigating Community Engagement in the Fast Lane

By Ashley Metzger, Communications and Engagement Lead, RGS and Tammy Gordon, Director of Public Affairs, Citrus Heights Water District

Connecting meaningfully with your community matters. Engaging with the public builds trust and support. Successful community engagement is more than just sharing updates; it’s about actively involving the public, seeking diverse perspectives, and ensuring that your decision-makers hear (and value) local voices. By navigating community engagement ‘in the fast lane,’ special districts can foster informed, inclusive, and futureready partnerships with their citizens.

But Why?

If you don’t tell your story, someone else will. Community engagement provides a vital platform for special districts keep a pulse on the public’s evolving needs and concerns. Engagement allows for better decision-making and planning by gaining community feedback. It creates opportunities for building ambassadors—individuals who become advocates and brand loyalists for your agency, spreading your

message far and wide. Engaging the community also helps pave the way for future public leadership, both within your district and beyond, fostering a strong pipeline of informed leaders.

Your Target

The key to getting to your engagement “destination” lies in reaching out to a broad and diverse audience. This includes civic leaders, businesspeople, media, and everyday citizens— individuals who are directly impacted

by district policies. Tap into diverse groups based on geography, careers, hobbies, and involvement in local issues. Engaging a wide range of voices ensures that different perspectives are considered and prevents group-think. But this is not a one-size-fits-all. Taking the extra steps to identify your audiences promotes more meaningful engagement.

Your Roadmap

Having a clear vision is the cornerstone of any engagement strategy. Whether organizing issuebased or broad-based advisory groups, size and responsibilities should be defined early on. Timing also plays a critical role— consider the frequency of meetings, the time of day, and the best days to hold gatherings to ensure high participation. Special districts should also be flexible in choosing locations for meetings, ranging from boardrooms to community centers, and even offer tours to provide firsthand experiences to the public.

Rules of the road

structures, ethics, and responsibilities ensures that all participants know their roles, while providing flexibility to accommodate unforeseen speed bumps.

Don’t Get Stuck on Cruise Control

When a district builds a strategy, a destination is often already established. By truly listening, your roadmap may change, your priorities may shift, or you might need to detour before reaching your final destination. Being flexible is imperative. It’s always best to start small, narrow, and time-bound—testing different

successful engagement process involves welcoming participants warmly, keeping them engaged through consistent communication, and following up after each session. Special districts should also clarify that each member’s role matters, showing appreciation and gratitude regularly.

Start Your Engines

Thriving in the fast lane of community engagement requires districts to think through their objectives, plan thoroughly, and seek counsel where necessary. With clear policies, inclusive practices (plus changing lanes based on feedback), special districts can develop lasting and impactful relationships with their communities, ensuring that everyone has a voice in the district’s road ahead.

While flexibility is important, special districts must operate within a clear framework to ensure legal compliance and effective engagement. Talk to your legal counsel early and as your strategies evolve. Your district must account for Brown Act considerations, Form 700 filing, and training requirements when forming groups. Establishing transparent rules regarding membership, meeting

models, such as focus groups or advisory committees, before scaling up. This will help guide your team to switch lanes or even make a U-turn in your strategy before you get stuck on the interstate. The key is to create a two-way process, where you’re continuously seeking participant, staff, and board member feedback.

Furthermore, inclusivity is critical— avoid confirmation bias by actively seeking out differing opinions. A

Citrus Heights Water District formed a Community Advisory Committee that meets regularly to learn more about the district and public leadership. Members are board-appointed to three-year terms.

Solutions & Innovations

Technology Powers this Irrigation District to the Next Level

By Kristin Withrow, CSDA Communications Specialist

Turlock Irrigation District (TID) is the first publicly owned irrigation district in the state of California and is one of only four today that provides irrigation water and power to residential, commercial, industrial and agricultural customers. The district has historic water rights dating back to the late 1850’s, with most of the water it supplies to growers diverted from the Tuolumne River.

In 1923, TID, along with Modesto Irrigation District, built the first Don Pedro Dam to store irrigation water and generate carbon-free hydroelectric power for customers in the Central Valley of California. It was the construction of the dam that propelled TID to become a public power agency. Currently, the Don Pedro powerhouse has the capacity to provide a total of 203 MW of hydroelectric power.

Excellence Through Technology

Through private, state and federal partnerships, TID has been able to pioneer the use of innovative technologies through its Airborne Snow Observatory (ASO) program and Forecast-Informed Reservoir Operations (FIRO) program, both of which support the enhancement of TID’s water

management operations. The ASO uses Light Detection and Ranging (LiDAR) technology to measure snow depth across vast areas, providing a highly accurate assessment of snowpack and water content affecting the Tuolumne River Watershed. TID integrated these tools into its own in-house hydrologic models. The Hydrocomp Forecasting and Analysis Model (HFAM) is one of the only hourly and physically-based models used for water operations in the state of California.

2023 Water Year Challenges

‘Water Year’ refers to the period between October 1 and September 30 of the following year as the period hydrologists and water managers use to report precipitation and water-related data. 2023 was one of the wettest years on record in California. The state recorded 141% of its average precipitation statewide, with the Sierra Nevada snowpack reaching an abundant 237% of average by April 1.

This spike in water availability required TID’s Hydrology team to be nimble in how they prepared to make flood control releases based on the increasing elevation of the reservoir, current snowpack conditions, and the knowledge

SOLUTIONS & INNOVATIONS

of additional forecasted storms. At the same time, the Power team was facing historical hikes in natural gas prices, which would have undoubtedly impacted the cost to provide power to their electric customers.

TID’s incredibly accurate data enabled operators to make the decision to make pre-flood releases when their reservoir was only at a level of 700 feet, nowhere near flood control level of 801 feet. Without the use of technology, such action would have been highly questioned in the past. The reliable forecasting and modeling showed that there would be more precipitation coming to the area, and that the quality of the snowpack would enable early releases while still finishing the year with a full reservoir.

“The use of new technologies and data increases drought resilience, improves flood protection for our communities, and proved invaluable when operating the Don Pedro Dam and Powerhouse during the 2023 water year. Without TID’s historic investment in modeling and incorporation of technology and data in partnership with private, state and federal entities, it would have been very difficult for the TID Board to make such a consequential decision to release water before runoff was behind Don Pedro Dam,” stated TID General Manager Brad Koehn.

Early releases were critical to evacuate water consistently to provide room for flood control, and to maximize the use of that water as free fuel for hydrogeneration. The resulting hydropower generated created a nearly $20 million offset

of natural gas purchases typically required to run the district’s natural gas power plants. Additionally, early releases meant the district’s actions were not compounding the impact of neighboring agency releases later in the season.

Turlock Irrigation District’s operational excellence is the result of proactive leadership and long-range planning. Taking advantage of technological advancements, securing funding to develop customized forecasting tools, and putting in place the infrastructure to provide reliable, cost-efficient service to their customers enabled them to ride the 2023 wave of water in a manner that validates the impact of years of proactive management.

In recognition of the years of effort that culminated in a successful water management outcome in an extraordinary year, Turlock Irrigation District is the recipient of CSDA’s 2024 Excellence in Technology Award.

“TID is proud to be an industry leader in reservoir and watershed management operations through our use of technology, and we are honored to be recognized by CSDA. We appreciate the unique challenges facing special districts and the opportunity to both support our CSDA peers and learn from their experiences,” stated Koehn.

Building the Workforce of Tomorrow

By Kristin Withrow, CSDA Communications Specialist

When you graduated from high school, did you have a career path in mind? And are you on that path to this day? For most people, the answer will be no. Perhaps even a resounding ‘No Way!’ There is an enormous variety of career potential in special districts, yet when younger employees start a job at a district, it’s often something they stumble upon by happenstance. With districts placing emphasis on succession planning and adapting to technological innovation, it is imperative that the younger generation is included in outreach efforts.

At Contra Costa Water District (CCWD), General Manager Rachel Murphy has several lines of outreach they’ve developed to set the stage for a workforce pipeline for students to learn about career opportunities in the water industry.

“We have programs focused on reaching students in community colleges as well as students that are in four-

year or advanced degree programs with the intent to get students excited at an earlier age about the water industry and thinking about careers in water,” she explained.

One of their newer programs just completed its second summer, with high school interns through Biotech Partners (BP) participating in a six-week program spanning all aspects of employment roles at CCWD. Locally, BP is collaborating with the City of Antioch and Antioch High School to provide students with academic, personal and professional development opportunities. CCWD is one of BP’s industry partners providing hands-on experience for students by working closely with CCWD staff to learn about everything from administrative through technical and field roles.

“The key to creating a lasting program is supporting the connections between employees and the students which fosters a very positive experience for all involved,” she said.

Students from the 2024 Summer Internship program at Contra Costa Water District

Elsinore Valley Municipal Water District (EVMWD) Director of Human Resources Rebecca Christopher is overseeing similar efforts with their partnership with Elsinore Unified School District to provide insight into careers in water for current high school students in the area. Their program also includes hands-on learning from each department in the district. In addition, they’ve developed career pathways that include position descriptions, lists of qualifications such as certifications and technical training, and even include information about where students can attain those qualifications.

“We consider the program a community business partnership program with a job placement component,” explained Christopher.

“The last week of the program will include a class on how to perform well in a job interview.”

Pursuing a different path of elevating workers withing the district, EVMWD recently received a grant for $150,000 for a two-year academy focused on advancing opportunities for women in the water and energy industry. The district’s full staff is comprised of a mix of 67% male workers to 33% female overall; however, when they break the data out across departments, they see women drastically underrepresented in the water and wastewater field staff at just 4%.

“It’s also my hope that individuals in the group will be encouraged to apply for promotions, to have confidence to go for the training they need to climb to their next level,” said Christopher.

One of their first opportunities as a group was to attend the Association of Women in Water, Energy and Environment (AWWEE) conference in San Diego in September. The association is focused on providing mentoring, networking, education and professional development specifically for women in the traditionally male-dominated fields.

“We consider the program a community business partnership program with a job placement component. The last week of the program will include a class on how to perform well in a job interview.”

Rebecca Christopher Director of Human Resources, Elsinore Valley Municipal Water District

According to a report by the California Legislative Analyst’s Office, public sector retirements are accelerating, with some departments already facing difficulties filling key positions. Many public sector leadership roles are filled by employees of the baby boom generation (born 1946-1964). As the remainder of that wave retires, public agencies must begin now to backfill future openings with the next generation of the workforce.

Their new Women in Water Academy seeks to bring more balance to the district by providing opportunity for women to build confidence by learning within a cohort of 12 women already working for the district in various capacities. From learning about each other’s experiences, being supported and building skills and confidence, the district anticipates the investment will pay off in employee retention and growth in leadership.

Agencies that develop partnerships with their local school districts and colleges to raise awareness and understanding of the variety of careers available, the stability of public sector work as a career and the satisfaction and fulfillment that comes with providing essential services to their community, will be prepared to handle the coming retirement wave. Additionally, by expanding their outreach now, the present-day intern will become a future worker who benefits from the mentorship and knowledge transfer provided by interacting with those workers who have devoted years to their careers in public service.

Legal Brief

Stone v. Alameda Health System: A Landmark Ruling Shaping Public Employer Wage and Hour Obligations in California

By Lisa S. Charbonneau, Partner, Liebert Cassidy Whitmore and Julia Chang, Associate, Liebert Cassidy Whitmore

On August 15, 2024, the California Supreme Court issued a decision in Stone v. Alameda Health System, which clarified wage and hour obligations for public agency employers in California, including special districts and hospital authorities. In Stone, the Court found that public agencies are not only exempt from California Labor Code sections 226.7 and 512 – California’s meal and rest break laws, but they are also exempt from the penalties available to aggrieved employees under the “Private Attorneys General Act” (PAGA). The decision also clarified the definition of “municipal corporation” for purposes of determining what public entities are exempt from certain wage payment laws under the Labor Code.

Background

Alameda Health System (AHS) is a public agency created by Alameda County to provide healthcare services. In March 2021, two AHS employees filed a class action lawsuit on behalf of themselves and others alleging numerous wage and hour violations under California law, including failure to provide off-duty meal and rest periods and

related claims. After prevailing in the trial court, the court of appeal found for the plaintiffs. AHS filed a petition for review of the appellate court decision with the California Supreme Court, which was granted.

California Supreme Court Decision

On August 15, 2024, the California Supreme Court reversed the Court of Appeal’s decision, clarifying three key points:

1. MEAL AND REST PERIOD LAWS DON’T APPLY TO PUBLIC AGENCIES

The Stone decision clarified that California’s meal and rest period laws, found in Labor Code section 226.7 and 512, do not apply to public agencies unless the law explicitly states otherwise. These laws require employers to provide a thirty-minute unpaid off-duty meal period and two tenminute paid rest periods per a standard-length workday. The Court wrote that if the legislature intended meal and rest break laws to apply to government employers, it would have expressly stated so in the statute, as it has for other provisions that apply to public agencies.

The court also examined language in the California Wage Orders that states, except for a handful of sections, “the provisions of this order shall not apply to any employees directly employed by the State or any political subdivision thereof, including any city, county or special district.” (See Wage Order 5, subd. 1(C); but note identical provisions are included in most other wage orders, including Wage Order 4, which applies to most public employees, at subd. 1(B).) The Stone decision clarified that the legislature intended the definition of “political subdivision” in the Wage Orders to be broad. As such, public agencies such as special districts are also included in this definition and are therefore exempt from most Wage Order provisions. We note the Stone decision does not address whether public employers must provide meal and rest breaks to certain health care employees as required under California Labor Code 512.1.

2. PAGA PENALTIES DO NOT APPLY TO PUBLIC AGENCIES

A PAGA representative action is a type of lawsuit in California that authorizes an “aggrieved employee” to initiate an action for Labor Code violations against their employer on behalf of themselves or other current or former employees. If successful, an “aggrieved employee” can act as an “agent or proxy” of the state to obtain civil penalties on behalf of numerous employees. In a significant holding, the Stone court concluded that PAGA civil penalties may not be pursued against public employers. The court went on to ground its decision in legislative history and public policy, writing that PAGA penalties are analogous to punitive damages and that the “potentially quite large” costs public entities could incur if subject to PAGA suits would be an unjustified “drain on public funds.”

3. BROADER INTERPRETATION OF “MUNICIPAL CORPORATION”

Labor Code Section 220(b) exempts local government employers from the requirements of some wage payment laws. Section 220(b) states: “Sections 200 to 211, inclusive,

and Sections 215 to 219, inclusive, do not apply to the payment of wages of employees directly employed by any county, incorporated city, or town or other municipal corporation.” The Stone Court clarified, holding that section 220(b) should be read broadly to encompass all government employers (except the State, which is covered by section 220(a)), including AHS, within the definition of a “municipal corporation.”

What This Means for Public Employers

This decision reinforces the principle that public entities are not subject to Labor Code provisions unless the Labor Code provisions expressly state so, such as the meal and rest break provisions at Labor Code Sections 512 and 226.7. And notably, the decision clearly holds that public employers, including special districts, are not subject to liability for civil penalties in a case brought under PAGA. The case is Stone, et al v. Alameda Health System, California Supreme Court No. S279137.

Lisa S. Charbonneau Partner

Chang Associate Attorney

Julia

What's So Special

Saving Lives in Rural California: How Mark Twain

Healthcare

District’s AEDs for Life Program is Improving Health Outcomes

By Kristin Withrow, CSDA Communications Specialist

Rural Californians enjoy wide open spaces, the quiet of country living and the tranquility of nature, even as they choose country life over city conveniences like the ability to pick up a grocery item at a store on the corner. What they may not realize is that they also can be at greater risk of death due to delayed access to emergency healthcare facilities.

Mark Twain Health Care District in Calaveras County is in San Andreas, a city whose population was recorded as just under 3,000 people in the 2010 census. The county is 1,000 square miles with a total population of about 45,000 people.

Serving a primarily rural geography, in a population with nearly 30% of its residents over the age of 65, the district has taken steps to ensure mobile access to life saving medical equipment with its program AEDs for Life.

The district’s Chief Executive Officer is Randy Smart, an internal medicine doctor with 35 years of experience. When it was discovered, there was a lack of life-saving equipment available to firefighters who are often first on scene in emergent medical situations, the district created the program to provide automated external defibrillators (AEDs) to rural fire personnel throughout the county.

Copperopolis Fire Protection District

AEDs are critical to successful outcomes in patients experiencing a heart attack. To understand the significance of these portable machines, it’s important to know what ‘heart attack’ means. Dr. Smart explained it in layman’s terms: People have plaques in their coronary arteries that usually are not a problem; however, they can crack and break open. When this occurs, the plaques can quickly block the artery to some degree. This triggers electrical activity in the heart that results in a chaotic heartbeat called fibrillation. A person experiencing this is going to die unless the electrical rhythm can be restored, and the heart can begin to squeeze and circulate blood in the body. An AED provides an electric shock to restore the rhythm. Time is of the essence in these situations: The probability of survival decreases by 7%-10% for every minute that a victim stays in this life-threatening arrhythmia state. Once the heartbeat is restored, the patient can be moved to a hospital to perform the appropriate procedures to open the blockage and stabilize proper circulation to the heart.

“The district has been able to provide 20 AED so far, and we anticipate another 20 in the 2024-2025 budget cycle, then another 20 the following cycle, and so on,” explained Dr. Smart. “The units cost about $1,800 and we work with applicants whose budgets are often able to provide some degree of matching funds.”

The program has been divided into phases based on need: first responders were identified as most impactful and thus received the first units. Eventually, the district anticipates opening the application process to organizations that provide services to higher risk populations, such as senior centers and sports centers.

Modern AEDs require little training for personnel adept at medical first response, so the district did not need to develop training protocols in the initial phases. Later phases that place AEDs in areas where non-medical personnel may need access to the devices will likely require the district to develop community-based education and training programs.

Lastly, the district is working to develop an inventory system for the devices so they can be monitored for battery life and maintenance requirements. Additionally, a geo-location style monitoring system that can show AED locations on a smartphone would provide optimal, readily available information to enable anyone responding to a heart attack situation to locate and access a nearby device and, hopefully, result in a positive outcome for a patient in need.

“Life is full of cool experiences, maybe its education or love or marriage. All these cool things can happen. To be able to save someone from a heart attack by making these devices available, to give someone a second chance at life – it is so rewarding to see that happen,” Dr. Smart said.

Murphys Fire Protection District

Mokelumne Rural Fire Protection District

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Managing Risk

Employment Practice Liability Claims: Mitigating the Risk

By Roberto Lozano, SDRMA Liability Claims Manager

Employment practice liability claims are ever increasing in number and potential financial exposure across all organizations. The California Civil Rights Department (CRD) is responsible for enforcing California’s civil rights laws, including employment. CRD 2022 data reveals their receipt of 25,961 new intake forms, an increase of 8% from the prior year. The US Equal Opportunity Commission (EEOC) enforces employment laws and released more current 2023 data showing 81,055 new charge receipts, representing a 10.3% increase. There is also ever abundant evidence of larger verdicts in California and the US, which are exemplified daily in ever increasing nuclear verdicts.

The most common employment practice claims are discrimination, harassment, and retaliation, which can often be mitigated by establishing organizational best practices. An organization’s focus on best practices will help mitigate the potential for new employment cases and/ or help prepare a defense to those that may arise. Key Best Practices include:

• Clear policies and procedures

• Document performance reviews and performance issues

• Train employees - workplace discrimination and harassment

• Respond to complaints

• Timely reporting of new employment claims

Keeping clear policies and procedures not only includes assuring accurate job descriptions but also work procedures that are clear to employees for expectations/requirements. Work guidelines or procedures communicated to employees eliminate workplace situations of ambiguity in roles and responsibilities. Also, an appropriate job description and/or guidelines may help as evidence in defending an employment claim by demonstrating responsibilities not fulfilled by an employee.

Thoroughly documenting performance is more than just a performance review, which should not shy away from pointing out opportunities for growth or improvement. Document situations where there is a clear performance issue and communicate it to the employee. For purposes of defending employment claims, a timely email with the

time and date of the issue is often sufficient to evidence the issue, which helps in defending the claim. Employee training is critical to help prevent potential discrimination or harassment claims. Training can be in the form of hiring outside professional vendors or using website/online training programs. Helping employees understand potential consequences of their coworkers’ interactions can help mitigate potential employee issues and prevent employment claims.

Promptly addressing employee complaints can also help control the development of any employment actions. Addressing employee claims by carefully listening to the complainant and then confidentially investigating the matter can help stop or lessen the exacerbation of potential claims. Finding solutions with human resources, general counsel, or an outside employment practice attorney is preferable to the organization’s best interests. If your organization is made aware of an employment claim being filed with either the California Civil Rights Division

or the Equal Opportunities Commission, it is important to notify your insurer or pool claims team immediately. They will be able to review how your employment practice liability coverage applies and possibly provide resources in the form of defense counsel to begin the investigation and evaluation of the claim. Early notice to your insurer or pool claim team is also important to not jeopardize coverage by not reporting in a timely manner. As employment practice lawsuits also include a financial exposure for plaintiff attorney fees, which can reach $250,000 up to trial, early case evaluation is critical to determine if the matter is defensible or worthwhile to explore early settlement to mitigate exposure.

The average cost to defend an employment practice case up to trial is $100,000 and may take up to 300 days. Defending through trial averages another $100,000. Examining and adhering to your organization’s best practices, along with timely reporting of new employment claims, is critical in mitigating employment practice claim exposure.

NSDC

Special District Grant Accessibility Act

By Chantal Unfug, National Public Affairs, Outreach & Engagement Director, National Special Districts Coalition

We hope you are curious, have been thinking about H.R. 7525/S. 4673, and have signed on to our coalition. We are excited to tell you that over three-dozen state and national organizations representing thousands of special districts and partners are supporting our collective efforts and more join daily. Our goal is to represent all of the nation’s more than 35,000 special districts, so please sign-on today!

CSDA is a founding member of the National Special Districts Coalition (NSDC) and all members of CSDA receive updates and full benefits of NSDC. California special districts and partners can sign-on to our Special District Grant Accessibility Act coalition and find a Digital Toolkit to share your support publicly at csda.net/ GrantAccessibility

The Latest Status

The bipartisan Special District Grant Accessibility Act (SDGAA; H.R. 7525) was introduced by Representatives Pat Fallon (R-TX) and Brittany Pettersen (D-CO) on March 5 and passed by the full House of Representatives on an overwhelming 352-27 vote. On July 11, Senators Kyrsten Sinema (I-AZ) and John Cornyn (R-TX) introduced an identical companion bill, S. 4673.

The Senate Homeland Security and Governmental Affairs Committee approved H.R. 7525 on a 10-1 vote in late July.

The SDGAA (H.R. 7525) is currently awaiting consideration by the full Senate. Our Senate champions – Senators Sinema and Cornyn - are working to ensure that the legislation will receive a vote during the post-election, “lame-duck” session of Congress.

If you are new to this issue, or need speaking points for your outreach, the SDGAA will do the following:

• Establish a first-ever, formal definition of “special district” in federal law; and,

• Require the White House Office of Management and Budget (OMB) to issue guidance to federal agencies requiring special districts to be recognized as local governments for the purpose of federal financial assistance determinations. Federal agencies would have one year to implement OMB’s guidance.

The primary impetus for H.R. 7525 was the exclusion of special districts in COVID-19 pandemic-era legislation that provided direct federal financial assistance to local governments for coronavirus relief activities (i.e., CARES Act funding and American Rescue Plan Act (ARPA) Fiscal Recovery Fund dollars). Special districts were

essentially left out from these bills despite the fact that districts provided essential public services throughout the COVID-19 pandemic – including ambulance/EMS, fire protection, utilities, parks, childcare, and open space services.

Special districts are sometimes rendered ineligible for – or experience undue barriers to accessing – federal grant programs because the U.S. Census Bureau does not recognize special districts as geographic units of government due to the absence of a formal statutory definition. Not having population-based figures precludes special districts from receiving certain formula-driven programs.

A formal definition of “special district” will foster consistency and enhance special districts’ access to federal programs, including those that provide resources for constructing and protecting critical infrastructure. Moreover, having a formal definition of special districts codified in law would help facilitate the inclusion of special districts in future legislative efforts, particularly those that are designed to reauthorize or create new grant programs. Examples of program ineligibility/barriers to access include:

• Transportation Alternatives/Rails-to-Trails. Many local park districts are not able to access the U.S. Department of Transportation’s (USDOT) Transportation Alternatives (TA) program, as special districts are not Metropolitan Planning Organizations and do not meet USDOT’s TA eligibility criteria.

• USDOT’s Reconnecting Communities Program. Special districts are not listed in the program guidance as eligible entities. However, DOT staff have advised that special districts could qualify as a unit of local government or a non-profit organization depending upon how the district is structured.

• U.S. Department of Agriculture (USDA) Rural Housing Preservation Grants. Similar to the aforementioned example, USDA staff have expressed uncertainty regarding special district eligibility for this grant program.

• U.S. Environmental Protection Agency’s (EPA) CleanHeavy Duty Vehicles Program. Special districts are not explicitly listed as eligible entities in the program guidance, and it remains unclear if districts qualify under the program’s “municipality” umbrella.

• The Public Service Loan Forgiveness Program through the U.S. Department of Education. Employees of certain special districts have been unable to access program benefits, which are intended for individuals who work for government agencies.

Join me in thanking the 14 Representatives from the California Congressional Delegation for Cosponsoring H.R. 7525 and continuing our efforts to push this historic legislation out of the Senate and across the President’s desk.

NSDC has quickly grown from five founding state associations, including California, Colorado, Florida, Oregon, and Utah. It now includes Wyoming and South Carolina, with associate membership in Arizona, Texas, and Washington, plus more on the way. Just as California special districts are stronger together in Sacramento, all special districts are growing stronger together in Washinton D.C. through the National Special Districts Coalition.

Follow your CSDA eNews for weekly NSDC Federal Advocacy Updates and, if you have any questions, don’t hesitate to contact Chantal Unfug, chantalu@nationalspecialdistricts.org.

Industry Insights

Balancing Transparency and Compliance: What California Special Districts Can Learn from Accessibility Trends

By Mac Clemmens and Maria Lara, Streamline

With new accessibility laws on the horizon, California’s special districts face tough decisions about balancing transparency with compliance. This issue first surfaced in 2019 when AB 434 required state agencies to meet strict accessibility standards, leading some—like CalFire—to remove critical information, such as fire maps, from their websites. The resulting loss of public access was a harsh reminder of the tension between compliance and transparency, which some advocates compared to digital book burning

Now, with the DOJ’s new regulations (DOJ 28 CFR Part 35) and California’s AB 1757 extending accessibility mandates to public records, there’s renewed concern that agencies may once again remove information to avoid

non-compliance. Special districts, many of which operate with fewer resources than larger agencies, face a pressing challenge: how to remain both transparent and accessible without sacrificing one for the other.

For special districts, the prospect of overhauling their digital presence can feel overwhelming. But it doesn’t have to mean losing access to valuable public records.

Transparency Shouldn’t Come at the Cost of Accessibility

We’ve worked with hundreds of government agencies and special districts, and we’ve seen firsthand how difficult balancing accessibility with transparency can be. However, removing content altogether is not the answer.

Thankfully, there are ways to meet these dual objectives. The DOJ and other regulatory bodies, like California’s Office of Information Technology, offer new provisions for archived content. These rules provide a way for districts to retain important records while working towards full accessibility compliance. For example, documents that pre-date the compliance cutoff can be archived and remain available, provided they include a notice that allows users to request an accessible version if needed. This approach allows districts to maintain public access to vital information while still working to meet the demands of new laws like AB 1757. It’s also a strategy that many special districts have successfully implemented in other states, such as Colorado.

Lessons from Colorado: Compliance and Collaboration

Looking to Colorado’s special districts offers valuable lessons. In 2021, Colorado passed HB 21-1110, a law requiring public entities to meet similar WCAG 2.1 AA standards that took effect this July. While some districts considered pulling down public records to avoid potential

fines of up to $3,500, many others leveraged the new archived content provision to keep old content online and available while focusing on making future content accessible.

Achieving an Accessible and Transparent Future

California’s special districts have a unique opportunity to lead by example. Yes, compliance is challenging, but it’s possible to create an accessible digital experience for everyone without sacrificing transparency. By adopting thoughtful strategies—like archiving older documents, remediating high-priority content, and working collaboratively—districts can balance these two essential goals.

As new laws take effect, now is the time to assess your district’s digital presence. Reach out to resources like Streamline, the California Special Districts Association, and tools like checkmydistrict.org for support. Together, we can ensure that California’s special districts not only comply with accessibility laws but also continue to serve the public transparently.

Community Connections

A Home for Everyone: The Miracle League Field Project at Friendship Field

By Vanessa Gonzales, CSDA Communications Specialist

Imagine a community baseball field where EVERYONE can play. This vision is the reality at Friendship Field at Freedom Park in Camarillo, California. Led by the Miracle League of the 805, in partnership with the Pleasant Valley Recreation and Park District, the project began to take shape in 2020. Miracle League is an organization founded in 1998 on the dream of creating dedicated spaces where individuals with disabilities could enjoy the game of baseball just like their peers. Pleasant Valley Recreation and Park District’s participation, and commitment of property to the project, ignited a wave of community support and fundraising efforts that would last for two and a half years, culminating in a project that raised an astonishing $1.3 million. This achievement was a direct result of the unwavering dedication and passion of the Miracle League of the 805 and its supporters.

The original Miracle League baseball program began in Georgia when the Rockdale Youth Baseball Association invited children with unique abilities to play on a typical baseball field. That first season, on a grass and dirt field, 140 players came out to play baseball, and by the second

season, a new type of field was developed just for Miracle League athletes. It’s a custom-designed field with a cushioned, rubberized surface. It makes it a little bit easier for special needs players to get from base to base.

A Collaborative Vision

The partnership between the Pleasant Valley Recreation and Park District (District) and the Miracle League of the 805 exemplifies the power of public-private collaboration in creating facilities that cater to the diverse needs of the community. From the outset, the project team demonstrated a steadfast commitment to quality, versatility, and accessibility, ensuring that the design and planning of the field would meet the highest standards. The deeper goal, even beyond the creation of the field, was to emphasize the commitment to creating an environment where individuals of all abilities could gather to play. Community engagement was paramount throughout this project, as evidenced by its wildly successful fundraising. The efforts of the Miracle League of the 805 to rally support and funding showcased the deep-rooted passion for

inclusivity in the Camarillo community. Local businesses, families, and individual donors stepped up, demonstrating that the desire for a space where everyone could participate in sports transcends barriers. This collective spirit of giving and support ensured the financial viability of the project.

A Celebrated Opening Day

March 9, 2024, marked a historic day for the Camarillo community as it celebrated the opening of Miracle League play at Friendship Field at Freedom Park. This momentous occasion was the culmination of years of hard work, determination, and a steadfast belief in the power of inclusivity. For countless individuals and families, this was not just the opening of a baseball field; it was the realization of a dream where children and adults with disabilities could take to the field and experience the joy of

COMMUNITY CONNECTIONS

playing baseball in a dedicated space.

The opening day festivities encapsulated the spirit of the project, bringing together a diverse array of community members, from athletes and coaches to families and local leaders. The joy on the faces of the participants spoke volumes about the impact this field would have on their lives and the broader community.

The Friendship Field at Freedom Park is a baseball field that symbolizes what can be achieved when a community comes together with a shared vision. The field sets a new standard for park facilities, proving that inclusive design is both achievable and vital. As the Miracle League of the 805 thrives at Friendship Field, its legacy will continue to inspire similar efforts for years to come.

Money Matters

The Power of Partnerships: Desert Recreation Shares Secrets to their Success

By Kristin Withrow, CSDA Communications Specialist

Desert Recreation was formed in 1950 and is geographically the largest recreation and park district in California, spanning 1,865 square miles. The district has worked hard to develop deep roots of community and collaboration in its organization and culture. District officials presented an overview of their successful efforts and focus on building partnerships to share resources and secure revenue at the CSDA Annual Conference and Exhibitor Showcase in September. They’ve found success in developing partnerships with city and county offices, non-profits and local businesses to leverage shared resources to maximize the use of revenue and fill community needs. For example, when the community expressed a need for swim lessons and programs requiring a pool, the district attained a partnership with the local school district to use their pool and provide the needed programming.

Desert Recreation General Manager Kevin Kalman stressed one important factor in relationship building: “Don’t wait until you need something to create a relationship,” he advised.

In the presentation, the Desert Recreation team explained the importance of preparation. First, agencies must know the community closely; the decision-makers, the naysayers, the influencers and advocates, and those who have the power to provide funding. Building relationships with these players will allow an agency to be prepared when opportunity comes along.

To make their needs known, the district created a printed flyer detailing the projects in development that staff can share with key stakeholders. When visiting partners, seeking funding, or meeting people who may be able to contribute to some component of a project, they leave behind their projects flyer to ensure their needs stay on the minds of those who may be able to contribute to the project’s success.

Public Information Officer Scott Sear added, “Engaging with stakeholders creates opportunities for partners to enhance our services. We recognize that we can’t do it alone, and we need these partnerships to achieve that shared success.”

Remember Two Key Groups: Media and Elected Officials

Build a relationship with local media by providing regular updates, press releases, and being responsive to interview requests. Desert Recreation invites the media to every public event to ensure the district is a continual source of the feel-good stories the media craves.

Relationships with offices of elected officials matter because they serve as the voice of the community. By having strong connections, officials come to understand the role the district plays in engaging with their constituents. The relationships build trust with officials and enable the district to advocate for policies and initiatives that align with the needs of the community.

It’s also important to position the district as a resource to their office. By prioritizing face-to-face interactions whenever possible, elected officials are kept informed of district programs and how they are fulfilling community needs. In addition, making facilities available for community meetings, workshops and opportunities for officials to engage with their constituents fosters goodwill.

“Continue to reach out, provide updates on your programs and invite them to all your events, big and small,” advised Sear. “This keeps them informed about your services, reinforces that your district is key to their work, and it makes your district an asset to the residents they serve.”

Over the past 36 years, hundreds of special districts have turned to the CSDA Finance Corporation for streamlined processes, competitive interest rates, and access to a team of consultants who understand the nuances of special district financing. With decades of experience in structuring and executing financings for districts of all types and sizes, our team is ready to assist you in every step of the way.

Recently, our consultants presented to nearly 100 individuals at CSDA’s 2024 Annual Conference & Exhibitor Showcase. The session, “Setting the Stage for Success: How to Prepare and Process Capital Improvement Financing,” detailed the preparation process, financing team members, available methods of sale, and current rates and trends.

Couldn’t attend? Don’t worry! You can reach out to the CSDA Finance Corporation to discuss your district’s unique needs or receive a no-obligation quote at csdafinance.net , or by calling 877.924.2732.

Take Action

Legislative Relationships are Key, Regardless of District Type

By Kristin Withrow, CSDA Communications Specialist

Special districts get their charters from the community they serve, and there is great variety of services offered among the many types of special districts in the U.S. One thing that unites them is the imperative to operate with limited resources while serving the public. Thus, it is of critical importance to establish relationships with officials from all levels that have sway with decisions impacting funding and resources. We reached out to a variety of district types to learn about the unique challenges they face, and what unites them.

PLACENTIA LIBRARY DISTRICT GENERAL MANAGER JEANETTE CONTRERAS

The library district faces challenges stemming from book banning, intellectual freedom and censorship, net neutrality, and employee protections, among other things. The district’s Board approves legislative outreach, including during National Library Workers Day and National Library Week. “I think it’s important to be consistently reminding legislators we’re here and we’ll continue to serve our collective constituents,” said Contreras.

RECLAMATION DISTRICT 1000 (RD1000) GENERAL MANGER KEVIN KING

Reclamation Districts can take a back seat to funding for water supply and water rights issues. Commonly, funding awards are filtered through cities and counties and trickle down to special districts. Keeping up with proposed legislative changes from the state capitol and getting funding for capital investments can be challenging. For district types with unpopulated land, they are often impacted by homelessness issues or trash and debris (unlawful dumping).

At the intersection of inspiration, innovation and imagination, Placentia Library District was pleased to receive a visit from Assembly Member Chen to celebrate funding for a new outdoor space.

"I think it’s important to be consistently reminding legislators we’re here and we’ll continue to serve our collective constituents."

Jeanette Contreras General Manager, Placentia Library District

ALAMEDA COUNTY MOSQUITO AND VECTOR CONTROL DISTRICT GENERAL MANAGER

RYAN CLAUSNITZER

Mosquito and vector control districts have the challenge of making elected officials aware of their activities that support public health and prevent disease. Whereas there is a tendency for legislative bodies to be reactive to situations that arise, these districts uphold the task of preventing outbreaks of mosquito borne illness from occurring in the first place. Because it is less obvious to prove the results of measures taken that resulted in the absence of an event, it can be challenging to convince funding entities of the importance of continuing funding.

“We have to remind them (Legislators) that without this consistent and reliable source of funding, mosquitoes grow logarithmically.” In a nod to his further point that sometimes such districts, which are chock-full of scientists prone to jargon and big words, he simplified, “they keep growing and growing without our control measures.”

CENTRAL CALIFORNIA IRRIGATION DISTRICT (CCID)

GENERAL MANAGER JARRETT MARTIN

The federal administration appoints management for the Central Valley Project (CVP), which is the source of water for CCID which serves the robust agriculture industry in the region, while the legislative body is responsible for the regulations regarding water management. The uncertainty that comes with changing water rights priority and water allocation makes it difficult for district’s receiving CVP water, and their constituents, to plan their cropping pattern. Reliability is key to making sound farming decisions early in the year.

Practical Advice from Special District Leaders

Despite the variety of challenges these districts face, one thing is clear: Relationships with legislators are integral to success. The goal of service to constituents binds districts and legislators together. It is imperative for districts to keep elected officials informed of the services they offer, the solutions they provide, and the challenges they face.

King (RD1000) noted the importance of local connections in legislative progress. Include city councils, applicable Boards of Supervisors, and other influential locals in your efforts. Even initiatives that may not pass on a statewide level can garner enough attention and support locally to result in local ordinances that can provide solutions to challenges.

Make it a priority to maintain contact by sharing program information, impactful stories, sending support or opposition letters, and inviting officials to district events. Be available to participate in meetings or hearings if your voice can impact the situational knowledge of legislators who need to be aware of the effects of their decisions.

Lastly, and importantly, recognize that CSDA’s legislative advocacy work includes the full spectrum of initiatives affecting special districts. Subscribing to our Advocacy News digests (daily or weekly) can fill your knowledge gaps so you are aware of activity that impacts your core role (water, for example) but also district operations, including employment law or public contract laws. In addition, CSDA makes it simple to develop position resolutions with sample documents, or to join the association in positions. Our Advocacy and Public Affairs team works hard to achieve our goal of Districts Stronger Together

DIAMOND LEVEL

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

PLATINUM LEVEL

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

Best Best & Krieger www.bbklaw.com

California Bank of Commerce www.californiabankofcommerce.com/

Enterprise Mobility www.enterprisemobility.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

SiteLogiq www.sitelogiq.com

Five Star Bank www.fivestarbank.com

Liebert Cassidy Whitmore www.lcwlegal.com

Richards Watson Gershon www.rwglaw.com

Mendocino Coast Recreation & Park District Found Financial Security with California Bank of Commerce

When Mendocino Coast Recreation & Park District Manager Kylie Felicich came to her leadership role, she took stock of district operations and immediately recommended a change in the district’s banking structure. At the time, the district was with a small regional bank that had some limitations and Felicich determined the district needed a better fit. The Board readily agreed with the assessment and a search began for the solution.

“We had a great need for banking security and to be with a bank that understood special districts,” recalled Felicich.

As she contemplated the district’s options, the California Bank of Commerce (CBC) came to her attention as a Platinum Level Business Affiliate of the California Special Districts Association. As an incoming District Manager,

GOLD LEVEL

Brown Armstrong Accountancy Corporation www.bacpas.com

CalTRUST

www.caltrust.org

Centrica Business Solutions

www.centricabusinesssolutions.com

Cole Huber LLP www.colehuber.com

Complete Paperless Solutions

www.cps247.com

Eide Bailly CPAs www.eidebailly.com

Kosmont Financial Services

www.KosmontFinancial.com

Laserfiche

www.laserfiche.com

www.ndcresearch.com

NBS www.nbsgov.com

Nossaman, LLP www.nossaman.com

Redwood Public Law, LLP www.redwoodpubliclaw.com

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

Stifel Investment Services www.sandrahedstromwheeler.com

Tyler Technologies, Inc. www.tylertech.com

Felicich said she was concerned the process would be stressful, as is often the case with large operational shifts. The decision was made to shift their banking to CBC for their ability to cater to special districts and their customized banking options. Their primary banking contact was Rachel Robbins, California Bank of Commerce Vice President, Senior Banking Services Officer.

“Rachel made the process easy,” said Felicich. “Their customer service is out of this world; they absolutely held our hands throughout and were directly accessible whenever we had questions.”

Felicich expressed her satisfaction and is relieved to have a bank she feels the district’s transactions are secure with, and the comfort of knowing that when questions arise, they can pick up the phone and receive immediate service.

For

Sandra Hedstrom Wheeler Vice President/Investments

(805) 903-1065 | (877) 816-1231 sandra.wheeler@stifel.com www.sandrahedstromwheeler.com

Stifel, Nicolaus & Company, Incorporated Member SIPC & NYSE