SB
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Districts Make the Difference
Nevada County Resource Conservation District Launches Prescribed Burn Association Page 18
Managing Risk
Leveraging Technology to Improve Workplace Safety Page 32
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.
PETE KAMPA, CSDM, PRESIDENT, Groveland Community Services District
LORENZO RIOS, CSDM, VICE PRESIDENT, Clovis Veterans Memorial District
ANTONIO MARTINEZ, SECRETARY, Contra Costa Water District
DON BARTZ, CSDM, TREASURER, Phelan Pinon Hills Community Services District
ELAINE MAGNER, PAST PRESIDENT, Pleasant Valley Recreation and Park District
RYAN CLAUSNITZER, CSDM, Alameda County Mosquito Abatement District
SCOTT DUFFIELD, CSDM, Heritage Ranch Community Services District
VINCENT FERRANTE, Moss Landing Harbor District
JERRY L. GILMORE, Truckee Sanitary District
CURTIS JORRITSMA, Hilmar County Water District
JO MACKENZIE, Vista Irrigation District
NOELLE MATTOCK, El Dorado Hills Community Services District
GREG P. ORSINI, McKinleyville Community Services District
PATRICK OSTLY, North of River Sanitary District #1
FRED RYNESS, Burney Water District
ARLENE SCHAFER, Costa Mesa Sanitary District
KIMBERLEE SENEY, Gold Mountain Community Services District
KATHRYN SLATER-CARTER, San Mateo County Harbor District
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
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
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
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.
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
JASON THORN, Data Achitect
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
GREG ORSINI, TREASURER, McKinleyville Community Service District
SECRETARY - VACANT
MEMBERS OF THE BOARD
GLENN LAZOF, Regional Government Services Authority
ARLENE SCHAFER, Costa Mesa Sanitary District
CONSULTANTS
RICK BRANDIS, Brandis Tallman, a Division of Oppenheimer & Co. Inc.
JEFF LAND Brandis Tallman, a Division of Oppenheimer & Co. Inc.
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
Celebrates Legislative Progress, Transforms into National Special Districts Association
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CalPERS Beats Target in FY’24: Cost Management Strategies in Focus as Payment Volatility Remains
I am honored to have been selected as the president of the CSDA Board of Directors for 2025. My journey on the CSDA Board began in 1998, representing the Sierra Network, and I have since served as Secretary and Vice President. I serve on the CSDA Board to give back, to learn from my peers, and to help ensure that every special district has access to the resources and opportunities they need to thrive.
As the general manager of the Groveland Community Services District (GCSD) in Tuolumne County, I am excited to bring my experience and passion for public service to this leadership role. From the beginning of my career, I have looked to CSDA as the one-stop-shop for all special districts: education, training, legislative advocacy, exclusive programs and services to help a district deliver exceptional services. It has been overwhelmingly fulfilling to be on the governance team of an organization that has grown over 500% in member numbers and impact over the past two decades!
As I step into the role of CSDA President, I carry with me not just the experience of managing multiple districts providing a dozen different services, but also a deep commitment to advancing the work that special districts across California do to improve the lives of our residents. CSDA is an integral part of the success of every district I have managed.
As we look ahead to 2025, I encourage you to consider how CSDA can help you achieve your professional goals. Here are three new year’s resolutions that CSDA can support:
1. Increase Professional Knowledge and Skills. Earn a certificate or a designation from CSDA. Check out the CSDA Professional Development Catalog for the extensive list of 2025 educational opportunities at every stage of your career.
2. Save Money and Improve Operations. Through CSDA’s wide array of benefits and programs, we can help you achieve your district’s financial and operational efficiency goals. At GCSD, we leverage the partnerships that CSDA has established with key service providers, including California CLASS, SDRMA, CalCad and GovDeals. These collaborations have helped us save considerably on costs and improve our operations.
3. Expand Your Network. Networking is a valuable part of professional growth, and CSDA’s Online Communities is an excellent resource to make connections with other CSDA members and to gain insight and solutions from peers. A new community forum for Board Secretaries launches in 2025, providing even more opportunities to exchange insights and solutions with peers.
Together, we can make 2025 a year of growth, progress, and success for our districts and communities. Thank you for your trust in me, and I am excited to see what we will accomplish together.
Happy New Year, and let’s make it a great year for special districts across California!
As the season for new beginnings and fresh starts approaches, we invite you to make your professional development a priority in 2025. Check out our full line of offerings this year, including both live and on-demand webinars, plus virtual and in-person training throughout the state. With education at your fingertips, it’s easy to elevate your skills and expand your knowledge.
Discover courses on community engagement, financial management, leadership training, cybersecurity and AI, legal updates and so much more. Whether you’re looking to update your technical skills or refresh your legal knowledge, there’s something for everyone.
New this year, we are offering opportunities for those of a similar job type to join together with our Leadership Lessons sessions. Once each quarter, you’ll have an opportunity to connect with others in your position – trade stories, expand your network, and learn best practices.
All CSDA webinars (both live and on-demand) are free to members, and scholarships are available through the Special District Leadership Foundation (SDLF), and the application process is simple. Visit sdlf.org for more information.
Deadline: May 1, 2025
Download the CSDA Professional Develpment Catalog: https://www.csda.net/viewdocument/professionaldevelopment-catalog
• Board Member of the Year
• General Manager of the Year
• Staff Member of the Year
• Ralph Heim Exceptional Outreach & Advocacy
• Chapter of the Year
• Innovative Program/Project of the Year (Large and Small District categories)
• Exceptional Public Outreach & Advocacy (Large and Small District categories)
• Excellence in Technology
Learn more and submit online: csda.net/awards
Every year, CSDA helps members get a step ahead by convening leading legal and public policy experts to overview newly enacted laws that will have the most significant impact on the work of special districts and the communities they serve. These New Laws Series articles, originally published in CSDA eNews, are compiled into the New Laws of 2025 publication that also includes other key legislative and legal resources, such as the 2024 Year-End Legislative Report as a one-stop resource for members.
The full range of topics covered includes:
• Official Social Media Accounts and the Lindke v Freed Decision
• Vacant Positions Mandate
• Brown Act Amendments and Clarifications
• Prop 218 Fees and Charges
• Development Related Fee Restrictions and Reporting
• Increasing Bid Thresholds Through CUPCCAA
• Significant New Employment Laws
• Employment Leave Law Rundown
• Retirement Law Refinements
The Ralph M. Brown Act (“Brown Act”) was enacted in 1953 in response to a series of articles in the San Francisco Chronicle detailing the way local agencies at the time conducted secret meetings or caucuses even though state law had long required that local agencies conduct business publicly. The purpose behind the Brown Act, as originally adopted and as it remains today, is to ensure that actions of local public agencies – including their deliberations - are taken in open and public meetings, with posted agendas, and where all persons are permitted to attend and participate.
This manual provides special districts with guidelines and tips for complying with the various meeting agenda, notice, public participation, and public reporting requirements of the Brown Act.
Download the Brown Act Compliance Manual and the New Laws of 2025 from CSDA’s website!
https://www.csda.net/member-resources/knowledgebase/ resources-publications
Questions Appear in CSDA Online Communities
Q: Karen Dean, Director, Cambria Community Services District
In this post-COVID pandemic time, our board and staff are currently discussing whether to continue reading the written public comments aloud, as we did during COVID, since verbal public comments can now be made both in person and Zoom. We would like to know whether other CSDs have ever, or are currently, reading written public comment aloud at their board meetings.
Engage with your peers and ask questions on CSDA’s Open Forum community!
https://www.csda.net/ communities-home
We read aloud any public comments during COVID as well. We now employ the following policy for written public comments and include it on our agenda: The public may also comment by sending an e-mail to publiccomment@ stopwaste.org. Written public comment will be accepted until 3:00 p.m. on the day prior to the scheduled meeting. Copies of all written comments submitted by the deadline above will be provided to each board member and will be added to the official record. Comments will not be read into the record.
A: Yesenia Parra, Administrative Services Office, Santa Cruz County Regional Transportation Commission
We receive written public comments, they are noted on a list we call “correspondence log” then we link the actual comments to the log. This is an item noted on each agenda and the correspondence log is uploaded to the meeting web page. It is available to all. We do not read comments out loud. https://www.sccrtc.org/wp-content/uploads/2024/08/2024-09-05-RTC-agendapacket.pdf
A: Adam Cox, General Manager, Indian Valley Community Services District
Although there’s no legal requirement to read submitted public comments, we used to make an effort to do so, particularly during the height of COVID. I know of some agencies that still use Zoom for their meetings and only allow staff or parties directly involved with agenda items to comment. In our case, we’ve transitioned to using CivAssist agenda and minute software, which allows the public to comment directly on specific agenda items. Staff receive alerts when new comments are made, and these comments are available for the public to view at any time, both before and after the meeting.
CSDA Disclaimer: This section is not intended to be legal advice. Members should always seek legal counsel. The information contained here is for general reference purposes only.
Roxanne
Ginetta
Craig
In October, CSDA had a record number of attendees who experienced the energizing Board Secretary/Clerk Conference in San Diego! Like-minded board secretaries/ clerks from around the state enjoyed valuable networking opportunities and learned the latest topics to take back to their agencies with new tools and knowledge to better serve their boards and communities.
1 CSDA’s Megan Hemming and Kristin Withrow can’t contain their excitement over this year’s conference.
2 3 Attendees and business affiliate exhibitors enjoy networking.
4 5 6 Board secretaries/clerks are prepared and ready to learn!
7 8 9 Attendees show off their certificates at the conclusion of the Board Secretary/Clerk Conference.
SDRMA Spring Education Day
March 26, 2025, Sacramento
Special District Leadership Academy (South)
April 21 – 24, 2025, La Quinta (Palm Springs Area)
Special Districts Legislative Days
May 20 - 21, 2025, Sacramento
General Manager Leadership Summit
June 29 – July 1, 2025, Olympic Valley (Lake Tahoe Area)
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, Seaside (Monterey Area)
Virtual Workshop: SDLA Module 1 Governance Foundations
February 19 & 20
Leadership Lessons with Board Members
February 21
Virtual Workshop: Budget Preparations for Special Districts
February 26 & 27
Virtual Workshop: Introduction to Project Management
March 12 & 13
SDRMA Spring Education Day Workshop: SDLA Governance Foundations
March 26, Sacramento
To view more details and to register for conferences, events, workshops or webinars go to the CSDA Events
Page https://qrco.de/bddc8t
Ethics AB 1234 Compliance Training
February 4
Sexual Harassment Prevention Training for Supervisors
February 6
Sexual Harassment Prevention Training for Non-Supervisors
February 11
Exploring Financial Strategies: Funding Options for Special Districts
February 18
Maximize Your Membership Series: Resources for Board Members/Trustees
February 24
Board Member and District Liability Issues 2025
February 25
California Public Records Act Update 2025
March 4
AI in 2025: Legal Landscape & Strategic Imperatives
March 11
Grant Funding Readiness (including FEMA PA) and Continuity Planning for Maintaining Essential Services
March 18
Award Nomination Deadline
May 1, 2025
Districts Make the Difference Video Submission Deadline
March 31, 2025
By Kristin Withrow, CSDA Communications Specialist
Does your district or agency have a new board member this year? If so, it’s imperative to get them started on the right foot, right away.
“Many directors have shared that it took them as much as a year or two before they were able to be fully productive on their board,” reported Martin Rauch, Owner of Rauch Communication Consultants and frequent instructor at California Special Districts Association Special District Leadership Academy conferences.
Rauch noted that there is a wide range of ways that districts orient new directors. What is most important is to have a thoughtful process and review and update it with the staff, board, and legal counsel over time.
• Both directors and managers should take an interest in onboarding. The manager is naturally interested in building a relationship with a new boss.
But directors should also take an active interest as well since the new director is joining the board team.
• There should be a welcoming email with some basic resources and contact information to help them immediately start to become familiar with the district, its services, etc.
• A digital or paper onboarding packet of information. This should include a thorough and wellorganized overview of the agency, the staff, and its role in the fabric of government. Typical topics include, for example, what is a special district; the role of the director and staff; mission, vision, and values; organizational chart; budget, audit, reserve levels, financial plans; enabling act, LAFCO Municipal Service Review, a summary of services, department descriptions, current challenges, and opportunities; board policies, etc.
• Review the role of the board, committees, meeting attendance and preparation, compensation, board guidelines and procedures, agenda distribution, how to put an item on the agenda, and board communication. continued ......>
• Review legal issues such as fiduciary responsibility, mandatory ethics, and sexual harassment training, conflict of interest requirements, and the Brown Act.
• Tour the facilities to help the new director see and learn about the infrastructure, service area and operations, and meet some of the staff.
• Encourage them to attend any meetings before they officially take their seat so they can feel more prepared on their first day.
Include a list of training opportunities and recommendations. Staff should help them sign up for conferences and training. A great place to start is the CSDA website’s Board Member Resources page.
Board members have limited opportunities to learn about each other and the agency they serve. It’s important to maximize communication opportunities within Brown Act limitations.
Managers can meet with directors, open a channel for calls and questions, plan workshops to provide opportunities for in-depth discussions, or join board members at training opportunities and conferences to get to know each other better.
Being elected or appointed to a special district board is an honor that comes with much responsibility. When district leaders come together to make the transition and orientation efficient, new members can get up to speed quickly to begin performing their roles and contributing effectively.
The East Bay Regional Park District Board (EBRPD) General Manager Sabrina Landreth announced the hiring of Allyson Cook as Deputy General Manager. Cook has been with EBRPD since early 2021 serving as Assistant General Manager of Human Resources overseeing the recruitment, benefits, employee labor relations, and training units as well as the Risk department.
“I am honored to have been selected to serve as Deputy General Manager,” Cook said. “This appointment allows me to grow professionally while also staying committed to the Park District’s mission, its staff, and the various projects I have been working on for nearly four years. I look forward to continuing to advance the priorities of the Park District, some of which include preserving natural and cultural resources and working toward equitable access to open space, parks and trails, all of which make the East Bay home.”
The Inland Empire Utilities Agency (IEUA/Agency) is pleased to announce the appointment of Kevin Alexander to serve as the Agency’s
next Deputy General Manager upon the retirement of Christiana Daisy.
As Deputy General Manager, Mr. Alexander will lead and direct the Technical Resources programs at IEUA including Engineering, Operations & Maintenance, Planning & Resources, and the Chino Basin Program. He will also be responsible for the operations of the Chino I Desalter and the Inland Empire Regional Composting Facility.
“To join an agency like IEUA that has such a positive reputation in the water and wastewater communities is truly an honor,” said Alexander. “IEUA is a known leader in advancing essential projects to support public health and local water supply reliability. I am looking forward to providing my insight and guidance on the many complex and challenging projects the Agency will be embarking on.”
Castro Valley Sanitary District’s General Manager, Roland P. Williams, was recently appointed to serve on the East Bay Regional Parks District (EBRPD) Parks Advisory Committee (PAC). This will be his fourth consecutive two-year term.
The PAC is a 21-member community advisory group appointed by the EBRPD Board of Directors. Candidates
are nominated by individual Board members and a variety of other public entities, such as the Mayors’ Conference, Board of Supervisors, and Special District Chapters of Alameda and Contra Costa Counties. The role of the PAC is to provide community perspectives and advice to staff and the Board on the issues, projects, and policies of EBRPD.
Eastern Municipal Water District (EMWD) presented its Water Champion Award to longtime Board Member Randy Record in honor of his nearly quarter-century of leadership on local, state, and western United States water issues. Record received the honor during his final EMWD Board Meeting and is the first EMWD Board Member to receive this recognition.
“One of the greatest professional honors of my life has been representing the residents of the San Jacinto Valley on EMWD’s Board of Directors,” Record said. “The industryleading work we have accomplished during my time at EMWD will benefit our customers for generations.
Joe Grindstaff, a Hemet resident who has decades of local and statewide water policy leadership experience, was sworn in as the newest member of Eastern Municipal Water District’s (EMWD) Board of Directors. Grindstaff was elected in the November 2024 election to represent Division 3, which includes the cities of Hemet and San Jacinto, and surrounding unincorporated areas.
“I am grateful for the opportunity to represent the residents of the San Jacinto Valley and continue the industry-leading work that EMWD has done in providing reliability and affordability for its customers,” Grindstaff said.
Grindstaff was elected to the seat previously held by Randy Record, who was one of the state’s most wellrespected water leaders. Record served on EMWD’s Board of Directors for 24 years before retiring at the end of 2024.
Kim Hales was sworn in as the newest member of Padre Dam Municipal Water District’s Board of Directors on December 9, 2024. Director Suzanne Till was also sworn in at the same time for her second term on the District’s Board of Directors. Hales and Till were elected by their constituents during the November 2024 general election to serve for a four-year term on the Board. Director Till will represent Division 2. Director Hales will represent Division 4.
“I welcome Director Hales and returning Director Till to serving these newly elected terms on the Padre Dam Board of Directors. They will each contribute their own perspectives to the Board as representatives of our community while the Board continues to successfully serve and meet the mission of the district for customers,” shared Board President Bill Pommering.
Palmdale Water District (PWD) Board Directors Kathy Mac Laren-Gomez, Scott Kellerman and Cynthia Sanchez started new four-year terms after taking their oaths of office in December 2024. They were individually sworn in by attorney Pam Lee of Aleshire & Wynder, PWD’s legal counsel.
By Kristin Withrow, CSDA Communications Specialist
Much like special districts were created to provide essential services in their communities, the vast State of California has a regional government structure developed to help tackle broad challenges that impact multiple jurisdictions. One segment of regional government is the Council of Governments (COG) which is often comprised of city and county representatives. The Orange County Council of Governments (OCCOG) has expanded their representation to include special districts.
Marnie Primmer, Executive Director of the Orange County Council of Governments, gave her perspective on the relevance of special districts’ inclusion at OCCOG.
CSDA: How could a special district leader get involved in the COG process enough to ensure the people on the COG know what their agency’s needs, limitations, and resources are?
Marnie Primmer: In the case of Orange County, we’re unique in that we have the Independent Special Districts of Orange County (ISDOC – which is a CSDA-affiliated chapter) as a voting member of the Orange County Council of Governments (OCCOG) Board of Directors. We see the
value in having everyone have a seat at the table, including our special districts.
There are three takeaways from my perspective:
1. Independent special districts have voting representation on our board.
2. To act as a conduit both for us to understand what is important to our special districts, but also for them to report back to the special district membership of ISDOC and let them know what our COG is handling, and decide if it would be a good time to speak up on behalf of their district.
3. We host an annual conference where we invite our stakeholders, including elected officials as well as staff at our member agencies (and we think of our special districts as member agencies, just as we think of our cities and the county as members), and we invite them together. We have panel discussions and keynote speakers that we hope are providing actionable, relevant information to our member agencies. And then in turn, we’re always seeking input from them on what should
be the topics covered at that annual conference. So, it’s really sort of an ecosystem of how government agencies and the private sector can work together to promote housing development in our sphere of influence.
CSDA: What would it be like to make the recommendations you make and not have districts at the table? What would you miss?
Marnie Primmer: It’s better when we’re all growing in the same direction. Orange County is often a little bit of an outlier in Southern California in terms of our policy perspectives. Being a bit beholden to the larger Los Angeles metropolitan area, it behooves Orange County to have all our key players on the same page about things. That’s really the benefit that I see to having our special districts at the table, particularly on regional topics and policy issues that have implications beyond Orange County’s borders. If we have our policy makers working together, our voice is amplified, and we are stronger together. From the standpoint of leverage, or unity, we’re able to take a larger role in regional leadership opportunities when our policy makers are confident that their colleagues have their back and they’re able to speak for our region. It’s
more compelling when we’re able to articulate our policy positions in a way that can exert influence, maybe beyond our little corner of heaven over here in Orange County.
CSDA: If you were to give advice to your COG counterparts who don’t currently include special districts in their operations, what would you tell them?
Marnie Primmer: I would tell them they’re missing out. Special districts have a unique perspective that brings a holistic approach to regional policy making. Having them have a seat at the table helps inform your policymaking in a way that is better for the region as a whole.
The Nevada County Resource Conservation District (NVRCD) in Grass Valley has launched the first countywide Prescribed Burn Association (PBA) in Nevada County. Prescribed Burn Associations are comprised of community members that work together facilitating prescribed burns on the ground.
According to their website, “For centuries, and to this day in some places, ranchers throughout the United States have helped their neighbors conduct beneficial burns to improve and maintain good forage for livestock.”
According to the U.S. Forest Service website, more than 130 prescribed burn associations exist throughout 22 states. In California, prescribed burn events are often hosted by resource conservation districts whose charters include the preservation of natural resources on public and private lands.
In 2023, NVRCD received funding from the U.S. Forest Service grant through the United States Department of Agriculture to launch a prescribed burn education program.
Since then, the district has held 20 courses and workshops for more than 200 community members learning how to conduct safe, legal, responsible and beneficial burns on their property.
For thousands of years, indigenous people worked together with members of their tribe to apply prescribed fire in carefully planned ways. Fire was an essential tool for many purposes including cultivating food supplies, tending medicinal plants, and improving the quality of basket making materials, amongst other purposes. Today, prescribed fire is considered an excellent tool to improve and maintain defensible space, increase forest resilience and health, and enhance native plants and habitat.
Formalizing the Prescribed Burn Association will improve the district’s competitiveness for future grant funding. The PBA will support the development of neighborhood burn groups, provide ongoing education and training opportunities and support capacity building for ranchers and other community groups to burn larger areas.
Artificial Intelligence (AI) offers transformative opportunities for local governments, including special districts, to enhance constituent services. Interactive automated customer assistance and AI assisted tailored messaging can improve communication efficiency and engagement. AI predictive modeling aids in infrastructure management by optimizing resource allocation and anticipating maintenance needs. AI can assist with cost control through things like energy usage in public buildings, and with streamlining routine tasks using automated systems.
However, AI implementation carries risks. Governments must adopt policies with specific attention to best practices that: ensure transparency and compliance with the Public Records Act and SB 272; define permissible AI applications and prohibit misuse; safeguard personal information; and assign accountability for monitoring systems and ensuring objectives from the use of AI are met. Regular training for employees and a strong grasp of AI’s technical aspects are essential to its success.
Author David Ritchie, a municipal attorney with Cole Huber LLP, holds an LLM in U.S. Intellectual Property from Santa Clara University School of Law.
By Jeff W. Frey, Attorney; Atkinson, Andelson, Loya, Ruud & Romo
Many public entities use real estate agents and, per the industry’s standard, agents are paid a commission representing a percentage of the final sales price. Can this regular transaction create problems for special districts? Below, we discuss Government Code Section 1090 (“Section 1090”), a broad and harsh law governing public contracts.
Section 1090 prohibits “public officials, officers, and employees” from being financially interested in contracts made by them in their official capacity. The consequences for violating Section 1090 can include fines, imprisonment, and a permanent disqualification from holding office in California. (Gov. Code § 1097.)
So how do real estate agents come into play? Over the years, the terms “public officials” and “public employees” have been interpreted to include independent contractors/
consultants with advisory powers or the ability to perform duties otherwise performed by public officials or employees. (Schaefer v. Berinstein (1956) 140 Cal. App. 2d 278, 291 [“A person merely in an advisory position … is affected by the conflicts of interest rule”]; Hub City Solid Waste Services, Inc. v. City of Compton (2010) 186 Cal. App.4th 1114, 1124-1125.) This rule regarding consultants has also been extended to corporate consultants, not just individuals. (Davis v. Fresno Unified School Dist., (2015) 237 Cal. App. 4th 261.) Real estate agents are hired to advise and assist special districts with the sale or acquisition of real property by providing expert advice on the fair market value of the property. It is this contract between the special district and the agent that likely makes the agent a “public employee” under Section 1090 (“First Contract”).
Next, ask yourself two questions. Does the employee/ consultant “make” a contract in his/her official capacity
Real estate agents are hired to advise and assist special districts with the sale or acquisition of real property by providing expert advice on the fair market value of the property. It is this contract between the special district and the agent that likely makes
the
agent a
“public
employee” under Section 1090 (“First Contract”).
(i.e., a “Second Contract”)? Is the employee/consultant financially interested in the Second Contract?
Section 1090 does not define when a consultant “makes” a contract. Case law fills that void by broadly defining the word “made” to include preliminary discussions, negotiations, compromises, reasoning, and planning. (Millbrae Assn. for Residential Survival v. City of Millbrae (1968) 262 Cal.App.2d 222, 237.) A consultant even “makes” a contract “if it is established that he had the opportunity to, and did, influence [the contract’s] execution directly or indirectly to promote his personal interests.” (People v. Sobel (1974) 40 Cal.App.3d 1046, 1052; emphasis added.)
Section 1090 also fails to define when a public employee is “financially interested” in a contract. Case law holds, however, that “the term financially interested in section 1090 cannot be interpreted in a restricted and technical manner.” (Lexin v. Superior Court (2010) 47 Cal. 4th 1050, 1075; internal quotations and citations omitted.)
Given the above, once a real estate agent executes the First Contract, he/she is likely a “public employee” under Section 1090. Then, by advising the special district on the fair market value of a property, the agent makes/influences the ultimate sales/purchase agreement between the special district and the property buyer/seller (i.e., the “Second Contract”). Finally, the real estate agent (acting as a “public employee”) will be paid from the proceeds of the Second
Contract, meaning the agent is financially interested in a contract he/she “made.” In essence, Section 1090 worries that the agent would be in a position to influence the purchase price paid with public funds to his/her benefit due to the percentage fee structure. (See California Attorney General Opinion, 66 Ops.Cal.Atty.Gen. 376 (1983) [a consultant compensated via a percentage of an increase in assessed value of property, where that consultant was also involved in contracts increasing the assessed value of those properties, violated Section 1090].)
At first glance, it appears that only the real estate agent can be liable for violating Section 1090. Special districts should care, however, because there are also potential fines, imprisonment, and disqualification from public office for any individual who “willfully aids or abets” a Section 1090 violation.
So, what to do? Despite the inevitable pushback a special district will receive, one method to potentially avoid a conflict is to pay the agent a fixed fee for his/her services under the First Contract. The agent should get paid whether or not the agent sells the property. In that example, the agent would still “make” the sales/purchase agreement (the Second Contract), but he/she would not be financially interested in that contract.
Please work with legal counsel to ensure compliance with Section 1090.
By Michael Moore, P. E., General Manager/CEO, East Valley Water District
Everyone has heard of design-build, but how is it truly different from the way construction projects have traditionally been delivered? The stories and fables of bad design-build projects make a lot of public agencies avoid considering a new project delivery method like design-build. Additionally, many agencies were unsure if they are even allowed to use design-build or the modified progressive design-build delivery method for their project.
The Public Contracting Code governs the construction delivery of most California special districts. Over the past two decades amendments were passed to allow a specific category of projects for certain special districts to use design-build. However, many of those enabling laws were restrictive and even included sunset clauses, meaning they would eventually expire unless renewed by state legislation.
Meanwhile, in the private sector and university systems, project managers were expanding the use of progressive design-build to deliver innovative and collaborative projects in record time. That’s when a handful of public agencies partnered with the Design Build Institute of America Western Pacific Region to sponsor SB 707, a new piece of
legislation to enable cities, counties, and special districts to utilize design-build and progressive design-build.
Successfully passing in 2023, SB 706 expanded the use of design-build and progressive design-build for public projects until 2030. This bill marked a major change, as it allows special districts to consider and use both delivery methods. With many special districts successfully utilizing the design-build and progressive design-build approach, the future looks bright for these methods of project delivery.
East Valley Water District (District) recently completed the Sterling Natural Resource Center (SNRC), a wastewater treatment facility capable of treating up to 8 million gallons of wastewater per day, using the progressive design-build approach. The District’s vision for the SNRC focused on integrating advanced wastewater treatment technologies, new community green spaces, and facility aesthetics that enhance the neighborhood. The facility exemplifies the principle of resource optimization for wastewater treatment infrastructure and redefines wastewater treatment plants as integral, visible parts of the communities they serve.
The SNRC integrates advanced Membrane Bioreactor (MBR) and Ultraviolet (UV) disinfection technologies, significantly improving groundwater replenishment quality. The combination of leading technology is the first application in California. MBR technology combines biological treatment with membrane filtration, effectively removing a wide range of contaminants more efficiently than traditional methods. Its compact design reduces physical footprint by merging treatment steps and omitting large settling tanks. UV disinfection complements MBR by using ultraviolet light to inactivate pathogens, including those resistant to chlorine, without chemicals. This environmentally friendly method ensures treated water is safe and free from chemical residues.
Although construction began before the passage of SB 706, this delivery method allowed the District to incorporate co-generator technology, after the start of construction, to offset the facility’s electrical usage. The on-site energy generation produces 3 megawatts of renewable energy through the co-digestion of wastewater sludge with regionally sourced food waste. This innovative approach facilitates dual objectives of managing solid waste and enhancing renewable energy production. By diverting high-grade food waste from landfills, the District aids in reducing carbon emissions and minimizing waste, aligning with broader environmental sustainability goals.
As a result, the facility achieved net-zero energy consumption and can even return power to the electrical grid. Incorporating this scale of a project modification would not have been possible with traditional project delivery methods and was one notable benefit in utilizing this approach.
For decades, wastewater treatment facilities have been designed to remain hidden from the communities they serve. The District built the SNRC to provide benefits that go beyond the typical commitment of public utilities. This project delivery method proved to be successful at East Valley Water District and should be considered for projects needing innovation, flexibility, and cost-effective delivery. SB 706 now allows special districts to take advantage of these project delivery methods for upcoming projects and can provide a path to project completion.
Serving a community of 108,000 residents within the City of Highland and portions of the City and County of San Bernardino.
30.1 16.5 8
East Valley Water District recently completed construction of a new wastewater treatment facility, the Sterling Natural Resource Center (SNRC). The SNRC is a 20-acre state-of-the-art facility located in San Bernardino, California, that replenishes the local groundwater basin with up to 8 millions gallons of recycled water per day while also creating new community park space.
By Erik Sanjurjo, Associate Communications Officer, Santa Clara County Library District
As part of its vision to work to create a world in which access to knowledge, resources and opportunities is guaranteed to all, the Santa Clara County Library District (SCCLD) partnered with the Santa Clara County Probation Department and Santa Clara County Office of Education in October 2022 to provide library services to residents at the two Santa Clara County Juvenile Justice facilities.
Each year, hundreds of local youth pass through these facilities, with some as young as 12 through those in their mid-20s. This is a crucial time in these individuals’ lives and County officials have established services and resources to help guide them to positive paths. Establishing dedicated libraries with staffing and formal programs, a diverse collection of current and classic titles that appeal to the youth, and on-site professional librarians was required to meet their reading needs.
Santa Clara County offers two Juvenile Justice facilities. The first is Juvenile Hall and the second is William H. James Ranch, a stepdown facility where youth stay for six to eight months as they prepare to re-enter society. SCCLD has
recently replaced the 580 sq. ft. library at the Ranch with a newly transformed 2,400 sq. ft. space that is a one-of-akind youth center library in a correctional facility.
The space is shared between recreational opportunities, including a pool table, yoga equipment, foosball, and table tennis. All of this is complemented by a fully stocked library featuring titles curated by professional librarians to appeal to justice-involved youth, and comfortable lounging areas. Manga, urban fiction, romance, and comics are popular. Youth in the facility visit this renovated space for 30-45 minutes a week and can select up to five books to enjoy until their next visit.
When it is time for youth to leave James Ranch, SCCLD librarians give them a public library card and re-entry bag with useful items to help them during their transition, including personally selected books. With some youth going to foster care or back to difficult living situations at home, these thoughtful resources can help the youth make a successful transition.
The County Office of Education is striving to further improve the youth center space, working with the
Probation Department to convert the 580 sq. ft. room that served as the original library into a music room where youth will be able to play instruments.
Located in San José in the center of Santa Clara County, Juvenile Hall is a housing facility for youth awaiting adjudication or disposition from the Juvenile Courts, along with some youth fulfilling longer sentences. The 70-80 residents who live there are nearly all teens, with a small number over 18 years of age. Approximately 90% of the residents are male.
The library is one of the most inviting spaces within Juvenile Hall, which looks more like a traditional detention facility. There, youth and facility employees can visit for 45-50 minutes a week and interact with librarians, earn prizes for reading 5 books and submitting reviews, participate in library programs and make suggestions for purchases. There are games and a large selection of reading materials, book talks, STEM learning, and art projects for the teens to participate in.
Youth have described the library as a comfort zone that has encouraged reading and provided interest and confidence in their ability to read. It was also said “the library is an escape from the unit and ourselves.” Librarians invite visitors to listen to music, check out a board game, work on puzzles and make book recommendations. Some youth also keep a journal to keep track of what they’ve read and their reactions.
Research conducted by the American Library Association and U.S. Department of Education suggests that having
access to libraries helps detention facility residents during and after their incarceration to transition back to regular life. For many individuals, this is their first time visiting a library or reading an entire book. The goal is that through their positive experience, they will continue to read, learn, and utilize library services in the future.
Data from the County’s Probation Department shows that a large majority of youth in the juvenile justice system experience issues with depression, anxiety and other emotional factors. Representatives from the County’s Behavioral Health Department have observed that youth who engage in reading have fewer behavioral issues and display better mental health.
In Fiscal Year 2023-24, an average of 100 youth regularly visited the libraries, along with Probation staff and Office of Education faculty who work at the facilities. More than 6,300 books were circulated. 713 programs were held, with 5,515 participants. This included book talks, college class visits, art projects, and lessons around STEM (Science, Technology, Engineering, and Math) learning.
Libraries are a welcoming place where everyone is invited to explore and relax. They are particularly crucial for younger people, who are still discovering themselves and trying to find their place in the world. For those individuals living in detention facilities, libraries play an even bigger role, offering opportunities for educational advancement, career training and an escape from life’s challenges.
Providing a positive space that encourages personal growth and enrichment to this vulnerable group has the potential to improve individuals’ short term mental health and possibly also their future outcomes, including lower recidivism rates.
By: Michelina Hassell, Associate, Best Best & Krieger LLP
In September, Governor Newsom signed Senate Bill 1243 (“SB 1243”), which will update the State’s “pay to play” campaign contribution law commonly known as the “Levine Act” starting on January 1, 2025.
The Levine Act (“Act”) currently prohibits agency officers from accepting, soliciting or directing a contribution of more than $250 from a party or participant (or their agents): (1) while a proceeding involving a license, permit, or other entitlement for use, including most contracts, is pending before the agency and (2) for 12 months after a decision. The law also contains disclosure, recusal, and other requirements applicable to an officer who has received such contributions, and similar requirements applicable to parties, participants, and their agents.
SB 1243 will make the following changes to the Levine Act in 2025:
• Raise the threshold for covered contributions to officers from $250 to $500;
• Extend from 14 days to 30 days the period during which an officer can return and “cure” a contribution in excess of the $500 dollar threshold that the officer accepted, solicited, or received during the 12 months following a final decision on a license, permit or entitlement;
• Establish that the term “participant” excludes individuals whose only financial interest results from a change in membership dues;
• Codify that the term “pending,” as it relates to the officer, is when:
» The item involving the license, permit, or other entitlement for use is placed on the agenda; or
» The officer knows such license, permit, or other entitlement for use is within the jurisdiction of the officer’s agency, and it is reasonably foreseeable that the decision will come before the officer for a decision.
• Exclude the following contracts from the definition of “licenses, permits, or other entitlements for use” for the purposes of the Act:
» Contracts under $50,000;
» Contracts between two or more government agencies;
» Contracts where no party receives financial compensation; and
» Periodic review or renewal of development agreements or competitively bid contracts with non-material modifications.
The above exclusions are in addition to existing exclusions for labor agreements, personal employment agreements, and competitively bid contracts.
Additionally, SB 1243 exempts a city attorney or county counsel from the definition of “officer” covered by the Act if the attorney’s role in the decision is solely to provide legal advice and the attorney has no authority to make a final decision in the proceeding.
The current provisions of the Levine Act, including the $250 contribution amount, remain in effect through 2024,
and certain prohibitions or requirements arising from existing law may continue for up to 12 months after the law is updated as of January 1, 2025. As it did with the major update to the Levine Act in 2023, the Fair Political Practices Commission will likely need to provide guidance on certain timing issues for 2025 contributions that may relate to 2024 proceedings.
In preparation for these changes, special districts should consider:
• Reviewing and amending any current policies or forms they have adopted based on the Act;
• Providing training to their officers and staff to ensure compliance with the new thresholds, definitions, and exemptions; and
• Monitoring Fair Political Practices Commission regulations and proceedings for guidance on changes under SB 1243, particularly related to the transitional period for contributions made in 2025 that relate to 2024 proceedings.
By Elena Burgé, Community Relations Coordinator, Cordova Recreation & Park District
Golf can be more than just a sport. For many, it’s a way to build confidence, foster friendships and enjoy the outdoors. At Cordova Recreation & Park District (CRPD), the “Life Without Limits Through Golf” (LWLTG) program is redefining what the game can offer by opening it up to people who may never have thought the sport was accessible to them. Launched in early 2023, this innovative program provides children and adults with developmental disabilities and their families a chance to experience golf in an inclusive, welcoming environment. In partnership with United Cerebral Palsy of Sacramento and Northern California (UCP), CRPD is creating a space at Cordova Golf Course where everyone can experience the joy of learning, playing and connecting on the green.
The partnership began with a trial golf clinic, designed to test the adaptability of traditional golf instruction for participants with developmental and physical disabilities. This pilot program highlighted the unique potential for inclusion at Cordova Golf Course, showing that, with thoughtful planning, golf can be accessible and enjoyable for individuals of all abilities. LWLTG is now a yearlong introductory golf program, with monthly two-hour clinics led by Class A Professional Golfers’ Association professionals. These clinics are designed to be both welcoming and engaging, providing instruction on the fundamentals of golf through fun and interactive on and off course activities. Each session also incorporates essential elements like exercise, warm-ups, “family time” continued >
and socialization, all contributing to a holistic experience that promotes self-confidence, camaraderie and an active lifestyle.
UCP, originally founded by a group of parents seeking resources and support for children with cerebral palsy, has expanded its mission over the past 60 years. Today, it serves individuals with a range of developmental disabilities, including autism, intellectual disabilities, Down syndrome and epilepsy. By partnering with UCP, CRPD is bridging the gap between recreational opportunities and specialized support.
Funding was one of the main hurdles in bringing the LWLTG program to life. Adapting golf instruction to meet the needs of individuals with disabilities requires not only specialized equipment but also extensive training for staff. To make this program accessible, CRPD applied for the Northern California Golf Association Foundation’s Reach Grant, a grant aimed at promoting inclusivity and accessibility in the game of golf. The awarded $25,000 grant enabled Cordova Golf Course to purchase adaptive equipment and teaching supplies for LWLTG and to offset registration costs for families who may not otherwise be able to afford the program. This financial support has been instrumental in CRPD’s ability to provide a welcoming, cost-effective program, ensuring that no one is prevented from participating due to financial constraints.
Since its inception, LWLTG has seen significant demand and participation. The initial trial clinic welcomed 20 UCP participants from the Greater Sacramento area, and since then, more than 80 individuals have participated, with each session reaching maximum capacity and generating waitlists. This positive response highlights the community’s interest in inclusive recreational opportunities and underscores the importance of expanding such programs.
Looking to the future, CRPD is committed to broadening the scope of its inclusive programming. CRPD hopes to adapt other recreational offerings, from sports to arts, to ensure individuals with developmental and physical disabilities can enjoy the full range of CRPD’s resources. By creating spaces that are accessible to everyone, CRPD is working to build a community where each person, regardless of ability, can participate and thrive.
The LWLTG program stands as a testament to CRPD’s dedication to inclusivity, wellness and community engagement. Through this program, CRPD and UCP are helping participants achieve greater independence, develop new friendships and boost their self-confidence, all while discovering the joy of golf. For CRPD staff and instructors, the reward lies in the impact they have on their participants’ lives, with the smiles, progress and excitement at each clinic being the program’s truest measure of success.
By Eric Lucero, Senior Risk Control Specialist, Special District Risk Management Authority
In an era where technology permeates every facet of our life, its potential to enhance workplace safety is becoming increasingly clear. This article will provide a brief overview of technological advancements that could help your special district improve workplace safety, many of which your employees may appreciate and not just tolerate.
Although not new, advancements in workplace safety management software (aka safety apps) can streamline your safety processes. These apps allow agencies to create dashboards based on custom metrics to track incidents, manage compliance, and analyze data from safety inspections, safety audits, accident investigations, and employee reported hazards.
Now, imagine conducting an accident investigation where the data can be gathered to identify ongoing root causes, or non-urgent hazards are identified through a safety inspection and work orders can be issued on the spot reducing the time of exposure to employees. As the dataset grows from recurring inspections, the software will analyze the data to identify trends and areas of concern in the workplace, often using color coding or a numerical value to easily convey the level of risk.
Smart PPE combines traditional personal protective equipment with a variety of sensors that capture and analyze biometric and environmental data. Smart PPE can detect if an employee is experiencing heat illness, has fallen, or if their vital signs are showing signs of distress. Smart vests have audible alarms to warn the user as they approach heavy equipment or machinery. Depending on the scenario, the smart vest can go as far as shutting down the equipment or machinery altogether.
Fire districts could benefit from certain types of smart armbands that monitor biometrics during training exercises and service calls. The armband could alert the employee (and supervisor) in real-time if it detects the
employee is at an elevated risk for a soft tissue injury, heat illness, extreme exertion, or if it detects a hazardous atmosphere.
Special districts operating in remote areas can use smart PPE to ensure lone workers at remote worksites are safe and accounted for. Smart PPE could detect if a lone worker falls, experiences heat stress, or if they are exhibiting other health symptoms that warrant assistance. Employees can then easily ask for help using their smart PPE’s push-totalk messaging feature to send an audio message to their supervisor. The audio message is also transcribed and sent via email.
When considering smart PPE, make sure to consult with your employment practices liability attorney regarding privacy issues from the data gleamed from these types of devices. That said, manufacturers are very cognizant of this risk and have implemented risk controls. Also, unless specified smart PPE’s atmospheric sensors are for “awareness-level” only and are not substitutes for multigas detectors used during confined space entry.
Training plays a key role in workplace safety, and technology has made it more effective than ever. Virtual reality (VR) simulations can create immersive training experiences that allow employees to practice safety protocols in a controlled environment. Currently, VR training is not budget friendly, but stay-tuned. In time, VR training will play a pivotal role in the modern workforce at a price point special districts can afford.
The future of workplace safety lies partly in technology, and special districts must be positioned to harness technology’s potential. It is also important to be weary of anything that sounds too good to be true, especially since these products are new and have yet to withstand the test of time. However, by embracing innovative solutions, special districts can better protect their staff while making safety easier for day-to-day users.
By Chantal Unfug, National Public Affairs, Outreach & Engagement Director, National Special Districts Association
The National Special Districts Coalition (NSDC), in which CSDA is a founding member, celebrated a remarkable year of progress and growth in 2024. As we reflect upon our growth – from federal legislative progress, to expanded coalition members, to participation in grant funding opportunities, we also look forward to continued progress in 2025.
The National Special Districts Coalition has become the National Special Districts Association (NSDA) to cultivate broader participation across the nation. With a mission focused on advocacy, education and resources, NSDA will amplify the voices of special districts across the country and magnify the voices to reinforce our vision of Districts Stronger Together federally. CSDA members receive full access and benefits to NSDA through membership in CSDA.
In 2025, NSDA will expand its membership base while remaining focused on the advancement of the Special District Grant Accessibility Act, policies to strengthen and enhance infrastructure and cybersecurity resilience, advocacy for improved disaster preparedness, and greater access to federal funds for special districts.
As NSDC, we made significant progress in advancing policies that support special districts at the federal level. Our primary objective, the Special District Grant Accessibility Act, passed through the House and was introduced in the Senate in 2024. The legislation embodies our longstanding objective of codifying in federal law a first-ever, formal definition of special district.
Additionally, we supported several critical initiatives, including;
• Fix Our Forests Act
• OSHA Emergency Response Rules
• Financial Data Transparency Act
• Water Systems PFAS Liability Protection Act
• Disaster Management Costs Modernization Act
Our Grant Program and services available to help find federal resources for special district priorities experienced an increase in participation from California special districts in 2024. This program provides curated advice and counsel to districts on available funding. Inquiries on grants highlighted in CSDA’s weekly eNews for projects related to emergency services, fire suppression, water supply and wastewater resulted in increased funding. Corresponding Federal Emergency Management Agency funding announcements included the Assistance to Firefighter Grants and Bureau of Reclamation’s WaterSMART grant programs which awarded millions of dollars to California special districts.
California special district leaders can follow our progress by subscribing to CSDA weekly eNews and Advocacy News NSDA is active on Twitter, LinkedIn and Facebook at NSDAdistricts. Our website is nationalspecialdistricts.org.
We express our deepest appreciation to every member, partner and supporter, and look forward to your continued engagement. Together, we will continue advancing the interests of the communities served by special districts across the nation.
By Kristin Withrow, CSDA Communications Specialist
“I pay your salary with my taxes!” This dreaded sentiment (or one like it) is no stranger to public sector customer service professionals. It’s lobbed across the service counter or (more commonly) through the telephone from an overwhelmed, frustrated, anxious customer expressing complex emotions through a megaphone of anger.
Whereas “don’t let it get to you” is as inane a recommendation as telling someone to “please calm down,” we need to explore this interaction and come up with an understanding of the situation, including the factors guiding the behavior and some strategies to have at the ready to deal with it.
There is one fundamental truth to remember: as a customer service professional, you do not own the customer’s emotions and must not take possession of
them. Anger is incredibly contagious, so it is important to develop strategies to delineate which parts of the interaction to own and which to leave unclaimed.
The number one rule in high conflict behavior situations is to maintain your emotional independence to guard against taking on the emotions of others.
Anger is an emotion that is outward facing and often expressed in an effort to gain power in a situation. Under its surface are far messier complex emotions – repeated frustration, disappointment, fear, powerlessness. High conflict behavior, like anger, arises in people who may not be aware that the behavior is exacerbating the situation, or who have learned over time that expressed anger results in
them getting their way. In all cases, the problem is not with you, the customer service professional. As such, you don’t own that part of the interaction.
You can own your response to the situation. It is also your role to find solutions within the parameters of policies you must follow, and to navigate the customer toward that resolution. You may not be able to give them everything they want. You will likely be unable to skirt a policy on process times, wait times, identification requirements or paperwork. But you can be the professional who understands the capabilities and limitations of your district and can guide the situation.
1. Observe the situation without evaluating or judging. Maintain your emotional independence and gather data.
2. Identify the feelings the individual is coming to the situation with and dig deeper than labeling it simply as anger. Anger is a surface emotion, not a root. What’s behind the façade they’re coming in with? Fear, anxiety, worry and disappointment are often at the root.
3. Validate their emotions by acknowledging them. Examples might be saying something like, “this must be very frustrating for you to deal with. Let’s see what we can do to find a solution.” Acknowledgement allows their emotional stance to begin to diffuse so they can partner with you in thinking of a solution.
4. Ask them “what is the most important thing you want to accomplish?” This gets them thinking rather than feeling and allows you to identify the goal.
5. Form a request of the customer if there is anything they can do or provide that will help accomplish the task, such as completing a form or verifying identification. Giving them some ownership, or a task, also elicits their participation in the solution and gives them back some control.
In the past several decades, with the aid of technology, customer service has evolved and allowed customers to expect immediate resolution, complete satisfaction and instant results – often without ever having to interact with other people. Self-service check out, meals left on doorsteps, electronic orders that result in products delivered the same day – it’s no wonder that customers feel entitled to anything and everything they want!
Public sector customer service remains firmly rooted to policy, public funds, legislation and processes meant to ensure equitable, responsible stewardship of essential services for all. This equitable distribution requires policies to ensure each member of the public follows the same processes and limited resources are protected and distributed with care.
While the public sector doesn’t aim to beat the competition or strive for ever-higher profits, that doesn’t mean customers can be taken for granted. The public must be cared for in a manner that ensures their needs are met and the agency operates transparently. Learning tools to overcome high conflict behavior and challenging situations will help you excel as a customer service professional in the public sector.
For a deeper dive into customer service excellence, visit csda.net and search Customer Service Excellence in the Public Sector to watch Gil Morales with CPS HR Consulting explore the three dimensions of service in this 2-hour on-demand webinar. All webinars are free for CSDA Members.
By Kristin Withrow, CSDA Communications Specialist
When Irvine Ranch Water District (IRWD) first created their popular Shed Show on YouTube to provide customers with an entertaining education program that encouraged water efficiency in outdoor landscaping, they had no way of knowing how important the show would become. The first episode, “Pollinator Gardens” opened in 2022 highlighting the use of drought-friendly native plants that attract “bees, birds, and bugs that help plants reproduce while delivering bursts of color to your garden.”
By June, the state issued a level 2 drought emergency and the need for urgent water savings became the district’s primary objective. Post-pandemic attitudes underscored the value of digital communications to consumers who had become accustomed to new sources of information. Episode 2, “Small Space Transformations” showed customers that removing turf and replacing it with “drought-proof curb appeal” could have a big impact.
With the drought declaration in place, the district ratcheted up an important tactic: social media. By repurposing the longer videos into several 1-minute ‘bite size’ videos, they were able to distribute the content to more platforms and broaden their reach.
So far, the Shed Show includes four episodes. Episode 3, “Watering Tips for a Gorgeous Yard” was composed of seven one-minute ‘shorts’ broken into key messages: Check for Leaks; Regulate Pressure; Get in the Spin; Go Drip, Drip, Drip; Get Smart; and Ditch Your Turf. The latest episode, released Oct. 1, 2024, inspires customers to transform their backyards into beautiful outdoor living and entertainment spaces.
All the Shed Show episodes can be found on IRWD’s website at IRWD.com/shedshow, with links to resources to help customers create their own gorgeous, water-efficient landscapes.
The show’s host is IRWD Senior Water Efficiency Specialist Juan Garcia whose upbeat presentation skills mix with fun video effects and music to keep the viewer entertained and inspired. From Juan’s head as a sprinkler to garden gnomes joining in the fun, the Shed Show is fun for all - they even have translations to Korean and Chinese for the short-form videos of episode 3.
The Shed Show contributed to big results for the district’s primary water efficiency goals, with participation in turfreplacement and spray-to-drip irrigation conversions increasing by more than 300% and customer water use declining by as much as 24.3%.
Viewership data shows an average of more than 2 million impressions and 500,000 video completions per episode. The cost per completed view that resulted from their paid media placement was about 6 cents, showing they beat the industry average with their effort.
Not every size district will be able to take on this level of production values — which can cost more than $100,000 per episode for scripting, filming, effects, and editing.
But with modern video tools, it is possible to broadcast messages to customers over social media in a fun, inspiring way that captures attention and allows the community to develop positive associations and attitudes toward your district and its mission.
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By Mike Meyer, Vice President, NHA Advisors
This article is a brief excerpt. The full article can be found at https://nhaadvisors.com/calpers-beats-target/.
In July 2024, CalPERS announced preliminary investment returns of 9.3% for the fiscal year ending June 30, 2024. Despite this most recent year’s returns outpacing the discount rate of 6.8%, the 20-year annualized average return dropped from 7.0% to 6.2% and the 10-year annualized average return from 7.1% to 6.7%.
Pension Bond Issuance Skews Overall Funding Status - the overall funded status for the CalPERS Public Employees’ Retirement Fund (PERF) rose to 75% from 72%. Notably, this aggregate figure has been slightly elevated by over $4 billion in recent Pension Obligation Bond/UAL Restructuring bond issuances during 2020-2022, with most of those pension bond issuers now experiencing funding ratios above 85-90%. Non-pension bond issuers may see their funding ratios rise to 68-71% on average.
Section 115’s Perform Extremely Well - FY 2023-24 saw strong returns for many of the 115 portfolios – including >10% for many moderate-risk style portfolios (≈50% Equity
/ 50% Fixed Income) and 13-19% for portfolios with a higher equity ratio (60%-90%).
No Change to Discount Rate - While the outsized returns of 9.3% did technically trigger a Funding Risk Mitigation Event, CalPERS decided to make no changes to the Discount Rate at their Board Meeting on September 17, 2024.
UAL Balance & Payment Impacts – Many public agencies will see a UAL reduction between 5-12%, with pension bond issuers on the higher end of that range given the higher funding ratios and sensitivity to returns. UAL payment reductions will be slowly ramped in starting in FY 2026-27, with the overall annual payment reduction
around 4-8% once they are fully ramped in by FY 203031. However, many agencies are still projected to see an increase of over 30% through the end of the decade, and for many, this is double the amount paid just a few years ago in 2020.
Pronounced “Trough/Peak” for POB Issuers – as discussed more comprehensively in the full article, many recent pension bond issuers will see a notably different UAL repayment shape than non-pension bond issuers. Given the serendipitous timing of the FY 2020-21 CalPERS returns (21.3%) around the same time as UAL restructuring bonds were issued, many agencies have been experiencing a large dip (“trough”) in payments after they became close to or above fully funded. However, the impact of the poor FY 2021-22 returns year (-7.5%) is now beginning to impact these agencies and could lead to a more magnified increase in payments. Several cost management strategies that leverage the savings from the pension bond, including fresh starts, targeted ADPs and 115 trust smoothing are available and potentially opportune for these agencies. Considerations for Managing Rising Pension Costs - it is highly recommended that agencies re-assess and re-calibrate their pension funding strategies given the
evolving nature of the pension challenge. Consistent stakeholder education, annual review of pension funding policies, and continued refinement of cost management strategies are also encouraged.
For more information on potential approaches to manage pension liabilities, please feel free to contact the NHA Advisors team at Pension@NHAadvisors.com or Mike Meyer at Mike@NHAadvisors.com.
MONEY MATTERS by CSDA Finance Corporation
2024 was another successful year for the CSDA Finance Corporation, with consultants assisting in the facilitation of over $100M in transactions. Over 20 separate financings were secured for districts throughout the state, ranging from a $65,000 vehicle purchase to a $25,000,000 infrastructure project.
OTHER EXAMPLES OF RECENTLY CLOSED FINANCINGS
$3,600,000 Solar Canopy System
$1,590,000 Electrical Panel
$1,500,000 Land Purchase
$1,000,000 Cemetery Expansion
$340,000 Employee Housing
$110,000 Equipment Purchase
Could your district benefit from the expertise of our consultants? Visit csdafinance.net or call 877.924.2732 for more information or a free, no-obligation quote.
Assemblymember Steve Bennett was elected to the Assembly in November 2020 and represents the 38th district that includes the western part of Ventura County. He currently serves as Chair of Budget Subcommittee 4: Climate Crisis, Resources, Energy, and Transportation, and the Chair of the Select Committee on Building a Zero-Carbon Hydrogen Economy.
How would you advise special districts who want to build relationships with legislators and staff to best advocate for their district and community?
First, there is real value in connecting with the legislator’s staff member who has responsibility for your particular special district. There are many times throughout the year that staff needs to digest and summarize a situation, bill, or problem for a legislator. They will do that more accurately if they understand your district and know who to contact if they have questions. Second, the more your legislator believes you are advocating for good public policies that positively impact communities and not just narrow interests, the more credibility you will have when requesting help, suggesting legislation or advocating. I genuinely admire people who help their community by service through a special district. There are so many district services taken for granted. We need to count on leadership that performs well in spite of being off the radar screen most of the time.
How do you see your background as a former city councilmember and county supervisor informing your role as a member of your respective committee assignments?
Having served as an elected official for 24 years at both the city and county level, I have interacted with more special districts than other legislators – many of whom do not have a local government background. When I am familiar with the special districts that will be affected, I can understand the issue more quickly and see the implications of legislation more clearly. It also gives me a greater appreciation of the challenges of the special
district. Finally, knowing the personalities involved in the governance of the special district helps me evaluate and understand the decision-making process employed. As the Chair of the Budget Subcommittee #4 dealing with Energy, Natural Resources, Transportation and Climate Change, there are many special districts that are impacted by our budget recommendations and decisions. The more my staff and I understand, the more likely we will make appropriate decisions about the budget priorities of the State Agencies that interact with these districts.
What are your current long-term policy priorities particularly as they relate to the governance and operations of special districts and other local governments?
Primarily, I want to advocate for good government policies at all levels of government. At all levels, I want transparency and that is often a challenge for special districts that do not generate local press. I want quality leadership that focuses on the public good. I have a particular focus on special districts that deal with groundwater pumping, fire prevention, the transition to renewable energy and sustainable use of our resources. We are failing our children if we fail to make a rational transition to an energy future that avoids worsening our climate change crisis.
What specific challenges exist for communities in the central coast that might not exist in other parts of the state?
In the Central Coast, we have particular challenges with sea level rise, salt-water intrusion to our aquifers, and Santa Ana winds that fuel frequent wildfires. In addition, our beautiful coastline attracts many people with substantial resources who want to live here. That fuels a bigger affordable housing crisis than most places in the state and that leads to an imbalance in population mix. We have an aging population of existing homeowners, but significant challenges for our younger workforce to find housing. The benefits of living in the Central Coast region are many. The challenges are all easy to let fester. The solutions require proactive, unselfish, wise leadership focused on practical policies that will have to overcome political inertia and resistance to be implemented.
Actuarial Retirement Consulting, LLC www.awenarc.com
AllPaid www.AllPaid.com
California CAD Solutions (CALCAD) www.calcad.com
California CLASS www.californiaclass.com
CPS HR Consulting www.cpshr.us
CSDA Finance Corporation www.csdafinance.net
Atkinson, Andelson, Loya, Ruud & Romo www.aalrr.com
Best Best & Krieger www.bbklaw.com
California Bank of Commerce www.californiabankofcommerce.com/
Enterprise Mobility www.enterprisemobility.com
GovDeals www.govdeals.com
Special District Risk Management Authority www.sdrma.org
Streamline www.getstreamline.com
Umpqua Bank www.umpquabank.com
Utility Cost Management, LLC www.utilitycostmanagement.com
Five Star Bank www.fivestarbank.com
Liebert Cassidy Whitmore www.lcwlegal.com
Richards Watson Gershon www.rwglaw.com
“When we started our journey of trying to save money and build up reserves, we had very little money,” recalled Town of Discovery Bay Community Services District General Manager Dina Breitstein. “At the time, the county was our treasurer, and we figured out we were paying more to them for administrative fees than we were getting in returns.”
Then Breitstein attended a CSDA conference and listened to a presentation from California CLASS. The California Cooperative Liquid Assets Securities System is a joint powers authority investment pool that provides public agencies the opportunity to invest funds on a cooperative basis in rated pools that are managed in accordance with state law with the primary objectives of offering participants safety, daily and next-day liquidity, and optimized returns.
“I walked in, and I liked everything I heard and from that moment on; I was like, this is what we need to do,” said Breitstein.
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
National Demographics Corportaion (NDC) www.ndcresearch.com
NBS www.nbsgov.com
Nossaman, LLP www.nossaman.com
Redwood Public Law, LLP www.redwoodpubliclaw.com
SiteLogiq www.sitelogiq.com
Slovak Baron Empey Murphy & Pinkney LLP www.sbemp.com
Stifel Investment Services www.sandrahedstromwheeler.com
Tyler Technologies, Inc. www.tylertech.com
The district’s Finance Manager, Margaret Moggia was instrumental in getting the town’s reserves moved into the fund, a process that Breitstein said was seamless and quick.
That turned out to be a good move.
“In one year of earning that interest on our money for our public, we have earned just under $1 million that we can now utilize for capital improvement plans,” reported Breitstein.
The fund has provided the small town with an investment tool that doesn’t require management with broker dealers or investment managers. The interest earned will allow the district to continue necessary wastewater projects as well as a widespread conversion to drought tolerant landscaping to aid in their water efficiency efforts.
“This investment has allowed our smaller community to get closer to achieving projects that have been long overdue,” said Breitstein.
Districts interested in learning more can visit californiaclass.com
For the past 28 years, I
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
