Irrigation Leader February 2016 by Water Strategies

Volume 7 Issue 2 February 2016

Kindness and Connections: A Reflection on a Life of Leadership Jim Trullâ&#x20AC;&#x201D;In His Own Words

An Effective Leader By Kris Polly

rue leadership, by definition, is effective. Jim Trull was an effective leader. In the nearly 25 years I knew Jim, I do not remember him ever raising his voice, using inappropriate language, or losing his temper. He was always congenial, soft spoken, and even keeled. A highly organized individual, Jim was a planner by nature and took schedules and commitments very seriously. He had served on the National Water Resources Association board of directors since 1984, and during the time I knew Jim, I can only recall one board meeting he did not attend. Jim was always the grown-up in the room, and a few of his thoughtful comments would bring focus back to a conversation or smooth potentially hurt feelings during a heated debate. Jim was so respected that his very presence in a meeting would improve the tone and the outcome. People would do their best to be agreeable and to resolve issues. People wanted him on their side and sought his counsel and guidance in resolving problems. No one ever wanted to disappoint him. Always a humble and self-deprecating man, Jim was not comfortable with attention focused on him and his accomplishments. He declined being on the cover of this

magazine on more than one occasion. He would say, “I appreciate the thought, but you should really think of so and so; they are doing some great work and should be recognized for it.” Our last conversation was about leadership. Jim said to me, “I have three people I manage, but they do all the work. I don’t do anything.” When Jim received the Legacy Award from the Washington State Water Resources Association last December, it was clear that he was moved to receive such recognition and to have his family in attendance. Jim took great care in preparing his remarks. His “Kindness” speech explains a great deal about him as an individual and as a leader. We are very proud to publish Jim’s remarks and to dedicate this issue of Irrigation Leader magazine to his memory and his effective leadership. Kris Polly is editor-in-chief of Irrigation Leader magazine and president of Water Strategies LLC, a government relations firm he began in February 2009 for the purpose of representing and guiding water, power, and agricultural entities in their dealings with Congress, the Bureau of Reclamation, and other federal government agencies. He may be contacted at Kris.Polly@waterstrategies.com.

FEBRUARY 2016

C O N T E N T S 2 An Effective Leader

VOLUME 7

ISSUE 2

Irrigation Leader is published 10 times a year with combined issues for July/August and November/December by Water Strategies LLC 4 E Street, SE Washington, DC 20003 STAFF: Kris Polly, Editor-in-Chief John Crotty, Senior Writer Robin Pursley, Graphic Designer Capital Copyediting LLC, Copyeditor SUBMISSIONS: Irrigation Leader welcomes manuscript, photography, and art submissions. However, the right to edit or deny publishing submissions is reserved. Submissions are returned only upon request. For more information, please contact John Crotty at (202) 698-0690 or john.crotty@waterstrategies.com. ADVERTISING: Irrigation Leader accepts one-quarter, half-page, and full-page ads. For more information on rates and placement, please contact Kris Polly at (703) 517-3962 or Irrigation.Leader@waterstrategies.com. CIRCULATION: Irrigation Leader is distributed to irrigation district managers and boards of directors in the 17 western states, Bureau of Reclamation officials, members of Congress and committee staff, and advertising sponsors. For address corrections or additions, please contact our office at Irrigation.Leader@waterstrategies.com. Copyright © 2016 Water Strategies LLC. Irrigation Leader relies on the excellent contributions of a variety of natural resources professionals who provide content for the magazine. However, the views and opinions expressed by these contributors are solely those of the original contributor and do not necessarily represent or reflect the policies or positions of Irrigation Leader magazine, its editors, or Water Strategies LLC. The acceptance and use of advertisements in Irrigation Leader do not constitute a representation or warranty by Water Strategies LLC or Irrigation Leader magazine regarding the products, services, claims, or companies advertised.

COVER PHOTO: Jim Trull, who served as general manager of the Sunnyside Valley Irrigation District for more than 30 years. Irrigation Leader

By Kris Polly

4 Kindness and Connections:

A Reflection on a Life of Leadership Jim Trull—In His Own Words

10 Testimonials REFLECTIONS ON LEADERSHIP

14 Wayne Halbert 16 Dave Luker 20 Bob Johnson 24 Tom Knutson 26 Sheryl McGrath DISTRICT FOCUS

28 Sunnyside Irrigation District By Lori Brady

THE INNOVATORS

30 A Natural Coating: Castagra’s Ecodur

WATER LAW

34 Colorado’s Water Plan:

A Historic Step Forward By James Eklund

Kindness and Connections: A Reflection on a Life of Leadership Jim Trull— In His Own Words

ast month, the Washington State and national water resources community lost a leader and friend: Jim Trull, general manager of the Sunnyside Valley Irrigation District (SVID). Jim was a native of the Yakima Valley. After earning a degree in agricultural engineering from Washington State University, he started his career at the Quincy-Columbia Basin Irrigation District, working there for six years as an engineer, and then he moved to the Consolidated Irrigation District in the Spokane Valley, where he was a manager for another six years. In 1982, he joined SVID, where he would spend the rest of his career. Jim led SVID to major accomplishments over the course of his career. The district merged with 5 irrigation districts and 10 drainage districts to become the Sunnyside Division. SVID successfully completed 30 years of water rights adjudication. The district formed a board of joint control with the Roza Irrigation District to push forward on water conservation, water quality, and jointly managed safety and information technology programs. Jim led the effort to conserve the district’s resources with the Sunnyside Canal Improvement Program, dedicating $100 million to build 3 reregulation reservoirs, 30 canal check structures, a SCADA system of control, and over 100 miles of lateral piping. Jim was active in local, state, and national organizations. He served as the chairman of the Irrigated Ag Workgroup for the Lower Yakima Valley Groundwater Management Area and chairman of the Water Supply Task Force on the Federal Affairs Committee of the National Water Resources Association (NWRA). He was elected to the board of directors of the State Association of Washington Irrigation Districts in 1977. In 1979, he was elected president and worked to merge that organization with the Washington State Reclamation Association. That effort was successful, and in 1980, he served as the first president of the newly formed Washington State Water Resources Association (WSWRA). He was awarded the Leadership Award by this organization in 1997. In 1984, Jim was elected to the NWRA board of directors. In 1989 and 1990, he served as NWRA president. During 4

Jim’s tenure as president, the NWRA hired an additional government relations specialist, signaling the beginning of an expansion of the NWRA’s influence in Washington, DC. In 2008, the U.S. Bureau of Reclamation presented Jim with the John Keys Partnership Award for his work in building partnerships and strengthening relationships. In 2009, the NWRA awarded him Life Membership status for 25 years of service on the board of directors. In 2011, the NWRA presented him with the John Sayre Leadership Award, and last year he received the President’s Award for service to the national organization. Jim was active in his community as well. He was a member of the Sunnyside Community Hospital board of directors for 22 years, twice serving as its president. In addition, he was a member of the Sunnyside Rotary Club, for which he also served twice as president. He was the proud husband of his wife, Gwyn, father of three sons and a daughter, and grandfather of nine grandchildren. On December 3, 2015, at the WSWRA annual conference, the association presented Jim with the Legacy Award. What follows are his words upon acceptance of the award. Irrigation Leader

Distinguished Guests, Friends, and Family: I accept this award today with mixed emotions. I am very familiar with all four of our previous recipients: Glen Fiedler, Russ Smith, Van Nutley, and Paul Lemargie. They were truly deserving of the Washington State Water Legacy Award. I am embarrassed that anyone might conclude that I think I can fill the shoes of those four recipients. I looked up to them with respect and admiration and still do. Nevertheless, I accept this award with a level of gratitude and appreciation I cannot begin to express. On May 16 of this year, Gwyn and I attended the graduation ceremonies for our niece at Mills College in Oakland, California. As the young women marched in, it was obvious there was a lot of passion for a number of social justice issues we are facing. Their confidence was stoked when the president of the college stated that this might be the most important time in history for this class to be graduating to solve the world’s problems. I watched all of this with amusement. Wazzu is a pretty good school but I didn’t feel that prepared when I graduated from college! Then Libby Schaaf, the mayor of Oakland, was introduced as the commencement speaker. She presented what I considered the best possible advice for a young college graduate to consider. Her theme—success through kindness and connections—struck a responsive chord in me. She stressed to the graduates that few of us are gifted enough to reach our potential entirely on our own. Recognizing kindness and in turn extending kindness to others is key to maintaining strong connections. Citing a recent study on today’s job market, the mayor said that 7 out of 10 jobs aren’t even advertised: thus, the value of both kindness and connections in our lives and careers. I would like to take a few minutes to explain how kindness and connections have shaped my life. First, let me talk about kindness. I had a grade school teacher who provided me with additional math books to keep me challenged. My high school ag teacher also took special interest in me. He constantly encouraged me to attend WSU [Washington State University]. He found a promotional film on agricultural engineering, which steered me in the right direction. Of course, my parents strongly supported me going to college. But here was a person who actually attended and graduated from college and gave me the courage and the focus to actually make a college education a reality. These were teachers who believed in me and showered me with kindness. Here are some connections: As I was finishing my senior year in college, I ran into Hank Vancik, the manager of the Roza Irrigation District. That’s right, there was a manager before Ron . . . in fact, two of them. He Irrigation Leader

Jim Trull with Congressman Sid Morrison, center, and board member Bob Golob, right.

asked if I had found a job, and when I said no, he told me that Paul House, manager of the Quincy–Columbia Basin Irrigation District, was looking for an engineer. I sent Paul a letter of introduction and attached my resume. Three weeks later, I called and left a message with his secretary asking about my status and if I was going to be scheduled for an interview. Less than a week later, I received a letter from Paul telling me I had been hired and to report to work when I graduated. I graduated on June 11 and reported to work on June 12, 1969. I would like to tell you that I was hired without an interview because my resume was so impressive. Here is the rest of the story. Twenty-two years earlier, Paul House was the manager of the Yakima Tieton Irrigation District (YTID), and my father was a ditch rider working for Paul. YTID was about to assume transfer of O&M [operations and management] responsibilities from Reclamation. Both wanted to remain in federal service, so they transferred elsewhere. So Dad transferred to the Roza Project, where Van Nutley was then the manager. To those of us who knew Van, he 5

Jim Trull with former Congressman Doc Hastings, center, and Washington State Water Resources Association President Tom Myrum, right. 2014 NWRA Federal Water Issues Conference, Washington, DC. Photo credit: AnnaLee Taylor.

always seemed larger than life, and I certainly had that opinion as a young boy growing up. This turned out to be another important connection. Back to my quick hiring at Quincy. In 1969, Reclamation had just transferred operation to the district, and Paul House had just been hired as district manager and was extremely busy. When he saw my resume, he recalled that my dad was a good employee and that I was worth taking a chance on. That was not quite how I would like to tell the story, but through connections I found out about an unadvertised opening and was hired without an interview. Not only was this the start of my professional career, but soon it also introduced me to people would become a couple of life-long friends: Merle Gibbons and Dick Erickson. In 1969, Van Nutley was now the manager of the East Columbia Irrigation District. I was on a joint Columbia Basin tour and ran into Van. He could have remembered me as a boy growing up on the Roza. Instead, he treated me like an equal. Russ Smith was also on that tour, and I can still remember Van introducing me to Russ: two giants treating a kid just out of college with respect and kindness. When I took the job as manager in Spokane, I started attending state association board meetings on a regular basis. Russ, Van, and Paul Lemargie were part of that group. Russ and Van took special interest in me as I was experiencing irrigation management for the first time, and they willingly offered advice when I asked. Their mentorship was valuable in my management development. Incidentally, it was at state association meetings where I first met Glen Fiedler. A strong friendship developed and carried over from his service with the [Washington State] Department of Ecology to working for EES Engineering to doing consulting work on his own. I have had a lot of people show me kindness and provide mentoring to me, but none more so than Glen, who was like a second father to me. In 1980, CH2M Hill wanted to secure some clients and 6

establish an office in Spokane. A man by the name of John Mayo came calling on me. And guess what? His brother-in-law was Van Nutley. This was a special new friendship because it was a connection to Van and to Vanâ&#x20AC;&#x2122;s wife, whom I knew as well. Sometime in 1981, CH2M Hill was doing some engineering for the Sunnyside Division and several of its member districts. John told me that SVID was looking for a change in leadership and wondered if I was interested. He had undoubtedly checked on me through Van.

Jim looking on as Bob Golob spoke at the celebration of the completion of Phase I of the Sunnyside Canal Improvement Project.Â

Irrigation Leader

The job wasn’t advertised, but through these important connections or relationships, I was interviewed, hired, and was privileged to start a long career with a fantastic organization. Again, it is a reminder of the mayor’s message: The keys to success are kindness and connections. I could cite countless other instances of how kindness and connections have impacted my career, but I think it is evident there have been a lot of people who have helped me along the way. I would be remiss if I left the impression that kindness and connections are all about personal advancement. The Jim speaking at the 2014 NWRA Federal Water Issues Conference. Photo credit: U.S. Bureau of Reclamation. state association of which we are all a part is better due to the leadership and connections of Tom Myrum and Mike Schwisow. The connections and their importance in my life, you can rest of us all have contributed to make this organization understand why I feel inadequate to be standing here effective through connections—the relationships we have today. But I am grateful to do so. established with legislators and agency representatives. I want to thank a number of people for their acts of Likewise, through similar connections, we have been very kindness. First and foremost my wife, Gwyn, for giving me effective in promoting our goals and objectives though lots of support, encouragement, and advice—maybe she our membership and participation in the National Water should be getting the award! I want to thank my children Resources Association and other organizations. who are here today. They have had to travel some distance With regard to the NWRA, over the years these to be here today, and I am, frankly, overwhelmed by their connections have made it possible to be on a first name presence. With us today are my son, Jay, and his wife Tara, basis with most of the commissioners of Reclamation, from Eltopia; my daughter, Julie, from Sunnyside; and assistant secretaries of the Interior, and many other people my son, Jeremy, from Shoreline. That they are here today in important positions of leadership. speaks volumes about how they support me. We must also remember that kindness and connections I want to thank Merle Gibbens, Richard Lemargie, are important for developing our own leaders and making and Joe Carroll; the members of the awards committee, this organization strong enough to address the ongoing who orchestrated the nomination behind my back; and the challenges in water resource management. We must leave board of directors for approving the award. a legacy for those who follow us. Finally, I would like to thank the SVID board of So as you have heard me talk about kindness and directors for being so supportive of my involvement in both this and our national organization. Thanks goes to my staff as well for making it possible for me to be so involved. And one final act of kindness— awarding me this Washington State Water Legacy Award. Thank you very much! Receiving federal funds for the Sunnyside Canal Improvement Project. Jim, far right, with former Congressman Doc Hastings, former Reclamation Commissioner John Keys, and the SVID crew.

Irrigation Leader

TESTIMONIALS I

magine coming to work every day where you were appreciated and respected no matter what your job function was. You felt like you were a valuable cog in a well-oiled machine. That is how you felt if you worked for Jim. Jim took an interest in you and your family. He wanted all his employees to succeed and gave them a great work environment to accomplish that very goal. Our successes were his successes, and he loved watching his employees succeed. The job was important, but it was the people who did the job that really mattered to Jim. It was obvious he cared about you as a person, and you wanted more than anything to do your best work for him. Putting people ahead of the job only made you want to work harder at your job. A hand-written note with words of encouragement or an “atta-boy” only reaffirmed how he felt about you. I watched in amazement at the random acts of kindness I would see Jim perform. It came in all forms and always impressed me. It came so easy for him. Kindness was what Jim stood for. Jim had a way of entering a room, and he did not have to say a word, but his presence spoke volumes. It was a calming feeling that things were all under control. His quiet presence and our 26-year friendship is what I will miss the most. We lost a family member from the SVID family, and we will feel that loss for years to come. Lori Brady, Assistant Manager of Administration Sunnyside Valley Irrigation District

im Trull was the ideal board member. He was well spoken on a wide range of subjects, had a high level of technical knowledge on water issues, and was always respectful of other people’s viewpoints. Jim was able to carry on a debate without being offensive to the other participants and had the unique ability to communicate to the board the best path to a solution. Jim Trull’s wisdom and leadership will be greatly missed on the NWRA board. Dave Koland, President National Water Resources Association

im Trull will be sorely missed by Reclamation at all levels. A true gentleman, he was kind and courteous to everyone regardless of their position. Most discussions would end with an inquiry about the well being of family members or an invitation to come see the district. Always true to his word, he carried out commitments without fanfare. These qualities resulted in people wanting to do 10

good work for the Sunnyside Valley Irrigation District. By understanding other parties’ interests, whether government, fisheries, or irrigators, Jim was able to use his forward thinking to understand that when all parties benefited, the entire basin benefited, including SVID. He was good at his job and good with people. The water community, and specifically the Pacific Northwest Region, has not only lost an outstanding leader but a friend! Lorri J. Lee, Regional Director Bureau of Reclamation

im Trull was an exceptional man, a true professional, a leader, and an invaluable statesman for the West and its water. He deeply cared about and was devoted to his family and friends, constantly putting the needs of others first in many ways throughout his life. He served the Sunnyside Valley Irrigation District, the Yakima River basin, Washington State Water Resources Association, and the National Water Resources Association with distinction and honor. But more importantly, he accomplished all of this in his usual quiet and humble way. He always understated his own importance while building up others around him with support and praise. While many of Jim’s accomplishments in his life and his work will continue to live on, he will be sorely missed by the many people, including myself, whose lives he so deeply touched. Mark Limbaugh, President The Ferguson Group

im Trull was the embodiment of leadership. Jim wasn’t one to take a passive interest in issues. If he was in the room, he was there to help. He recognized that his opinion wasn’t the only opinion that mattered. He sought to understand the essence of an issue before suggesting a course of action. Jim’s ability to identify a solution and convince others naturally cast him as a leader. I had the good fortune to work with Jim over the past 20 years in my capacity as executive director of Washington State Water Resources Association and as an NWRA board member. Jim was one to involve himself deeply in issues. He often volunteered for key projects, and he never failed to follow through with his commitments. I often wondered where he found the time. He helped me immensely with many projects, and it is through the numerous interactions on countless projects that we became close. Jim became a friend while still being my boss. He was one to offer Irrigation Leader

encouragement, well-meaning humor without too deep of a bite, and often an invitation to dinner, that crucial time for relationship building. Jim knew that relationship building was as important to success as expertise in his craft. Jim’s passing will leave a void in the meetings he will no longer attend. We will, out of necessity, move on, but we won’t quickly forget his larger-than-life presence. His legacy will most deeply be found in the relationships he built while constructing the more tangible projects that will endure for the benefit of generations to come. Tom Myrum, Executive Director Washington State Water Resources Association

im was a very thoughtful and considerate person. He thoroughly understood the need for effective working relationships to get things done. He was very kind to me personally when I first started working in water resources nearly 10 years ago. He was very active in both our state water resources association and our local Yakima basin organization. We were able to work on very complicated water issues with competing interests without rancor, and while the discussions were often quite lively, they never carried over to other issues. Scott Revell, General Manager Roza Irrigation District

was a member of the board of directors that hired Jim back in 1984. He came into a very old district that had very little maintenance. He inherited a district that had maintenance districts, drainage districts, and a number of small irrigation districts—each with different water assessments and rights. Over the course of his tenure, he blended them together under the Sunnyside Valley Irrigation District. It was no small feat. Through his leadership and guidance, he was able to convince water users of the benefit of all working together. We went from being an antiquated district to, in the words of a Reclamation official who spoke to me after Jim received the Washington State Water Resources Association Legacy Award, “the showpiece of the Yakima valley.” It is a well-run district. We have equalizing reservoirs, radial gates, and telemetry, and we are in the process of enclosing our laterals. There was almost as much change in the district during his tenure than there was when we first went online. Jim brought us into the 21st century. I just can’t say enough about Jim. Not only was he a good manager, but he was also a good friend, a good teacher, and a very generous man. There are not enough accolades that I can think of to do him justice. Doug Simpson, President of the Board of Directors Sunnyside Valley Irrigation District Irrigation Leader

good man passed away this winter unexpectedly. His name was Jim Trull. He was my friend. He managed the Sunnyside Valley Irrigation District and led that organization for over 30 years with incredible professionalism and skill that I, and many others, saw; and not just as the manager of an irrigation district, but as a community and national leader in the water resources profession that I and others aspire to be like. My interactions with Jim started in the early 2000s, after EPA approved the water quality improvement report for the Granger Drain. This was the first large-scale effort to improve water quality in the Lower Yakima River by addressing large fecal coliform and sediment runoff. The process to develop and implement the plan was challenging and something new to farmers in the district. Jim engaged this challenge like many others—with honesty and the recognition of changing times, and more importantly, he saw and led the effort as the right thing to do. As my responsibilities grew within [the Washington Department of ] Ecology over the past decade and a half, I interacted with Jim regularly on a variety of issues, ranging from maintenance of irrigation drainage ditches, groundwater nitrate contamination, and emerging state and federal legislation to developing a drought response strategy and seeking state funding to assist the districts as recently as last year. Jim was always friendly and willing to consider other perspectives while advocating for his district. We would often have a cup of coffee together in the morning to discuss these matters, but what Jim really wanted to know was how I was doing and if he could help me be successful, too. Our conversations often turned to our families, and Jim, always proud of his, would express an interest and sense of pride in mine. Managing water resources in the West, and particularly in the Yakima River basin, is a challenging and difficult job; but Jim brought a unique and special personality that drew people to him. He was a quiet but respected leader. Jim worked with and genuinely liked most people, even during times that the conversations may have been heated or the passion was high. Jim never lost his temper, and he never disrespected anyone, even during the most trying of circumstances. So with his sudden departure and much more work to do, I find myself missing his advice, his counsel, and his words of encouragement. . . . But most importantly, I just miss Jim. G. Thomas Tebb, Director, Office of the Columbia River Washington State Department of Ecology

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REFLECTIONS ON LEADERSHIP Wayne Halbert

ayne Halbert was the general manager of the Harlingen Irrigation District and the Adams Gardens Irrigation District in south Texas from 1989 to December 2015. Mr. Halbert was an active member in the Texas water community, having served as president of the Texas Water Conservation Association, legislative director of the Texas Irrigation Council, governor’s appointee on the Rio Grande Regional Water Authority, chairman of the Rio Grande Watermaster Advisory Committee, and president of the Lower Rio Grande Valley Water District Manager’s Association. Mr. Halbert brought a real knowledge of farming to his work as general manager, having farmed 3,000 acres of sugarcane, grains, and cotton. He now rents his land to a local farmer in Cameron County, Texas. Irrigation Leader’s senior writer, John Crotty, spoke with Mr. Halbert about leadership, empowering employees, and serving the farming community. John Crotty: What are you most proud of in your time as general manager? Wayne Halbert: I am most proud of having the opportunity to continue the district’s aggressive effort to improve water deliveries to the farmers. Prior to my tenure, the district had been very progressive. We have been able to continue that progressive activity. I really believe that the board and the employees have made the Harlingen Irrigation District a jewel of a district in terms of what it can do for the farmers. I am very happy with that. John Crotty: How did your experience as a farmer shape your perspective as a district manager? Wayne Halbert: So many people in management don’t come with a shovel in hand from out there in the field. They don’t really know what it takes to make a crop or what irrigation really means to them. I had farmed all my life. So I had a different perspective; I focused on what we could do to help the farmers. I knew when there was a problem how urgent that problem was. It was much easier for me to understand their problems and concerns. John Crotty: What was the biggest challenge over your career?

Wayne Halbert speaking at his retirement party in December 2015.

Wayne Halbert: I think the biggest challenge is always working with your personnel and making sure that they have the best interest of the farmers at heart when they are doing their jobs so that it is not a time-clock issue or a feel-good issue. The farmers were actually their bosses, not me. The world is made up of problem solvers and folks who look for reasons not to solve a problem. Some people would rather sweep things under the rug or make excuses. Along those lines, you have to make personnel understand that they are there to help and find solutions for anyone who went through our door. Many times, farmers would come to us with a problem, and it was not a district problem. But, if we knew how to solve it, I wanted our people to do that. Irrigation Leader

John Crotty: What advice do you have for managers with respect to building good relationships with employees?

John Crotty: As a manager with a lot on his plate, what is value in taking the time to participate in different associations?

Wayne Halbert: The best thing is to pick good leaders throughout your organization. Whether it is a good leader in bookkeeping or fixing valves or projects themselves, you have to find people who are good leaders and good listeners. You have to be able to turn that job over to them instead of micromanaging. That was a big plus in what I was able to do: I was able to find good people and turn them loose with whatever job I put out there in front of them. It worked out really well. Sometimes it worked so well that we lost some people to management positions in other districts, but really I am proud of that, too.

Wayne Halbert: It exposes you to everyone else’s problems and concerns, which prepares you to be able to respond to those problems in a more educated way. Somebody else’s issue today is probably going to be yours tomorrow. It is important to share with the water community at association meetings. Another value in gathering like-minded people together is to work on political issues or issues that will come before a legislature or a state or federal agency. It is important to have and participate in those organizations to express the needs of a larger group of people. Participation helps you to be alert for what is coming down the road. Again, it helps you prepare. One of the most important activities you can do as a manager is to be part of an association—I was able to be involved with people of different walks of life who affected my management decisions and positions.

John Crotty: What value do you see in training, and how important is it to the success of the organization? Wayne Halbert: Managers have to provide training, but you can do that in a variety of ways. You can provide training by meeting with other managers throughout the country, learning things from them, and bringing that message back to your people. We ran a vigorous training program at the district in subjects like safety and machine operation. It made our employees more cognizant of what was around them. We tried to do that on a regular basis. We ran a 10-year irrigation method demonstration project. With that, we built a training facility where irrigators, managers, and employees from Texas and out of state could learn about dealing with all the types of systems that we put in place. We really focused on handson training with the technologies available to us for efficient delivery and use.

John Crotty: What is the one key piece of advice you would share to a young manager? Wayne Halbert: Service is the key. We are not the bosses of anyone. We are the servants of the community. That sense needs to be true in what you say and how you feel.

John Crotty: Looking back on your career, when did you feel comfortable in the manager position? Wayne Halbert: I don’t think you should ever feel that way. If you do, you are probably way off. It is a challenge always to try and better yourself. It is important to be aggressive. When we realize that we don’t ever know it all, we are in a position to learn and eventually make the situation better for others. Preparation makes all of the difference. You want to be prepared enough to anticipate the problems and concerns. As a manager, you have to look at both sides of every issue. That is the way you work through issues and accomplish things. If we don’t prepare ahead and look at both sides of an issue, you can make costly mistakes. Irrigation Leader

REFLECTIONS ON LEADERSHIP Dave Luker

ave Luker spent 40 years working in the water business; 30 of those years were in a supervisory position. He was the general manager of the Desert Water Agency (DWA) in Palm Springs, California, for more than 20 years, overseeing the work of a staff of 75. Mr. Luker was at the forefront of water conservation and groundwater management in Coachella Valley, leading DWA to adopt groundwater replenishment, water recycling, and solar energy use. Irrigation Leader’s editor-in-chief, Kris Polly, spoke with Mr. Luker about his leadership philosophy and the value of common sense. Kris Polly: What is your leadership philosophy?

Dave Luker: To be good leader is to make sure that the people who really do the work—the people you manage—believe that you know what you are doing. You have to have a record of success and figure out a way to get 100 percent of your employee’s best efforts every day. Kris Polly: What is management by walking around?

Dave Luker: I found that by parking my car in the right spot, I would have to walk through the entire operation to get to my office. It was a great tool. Many people wonder why I did it. Some were uncomfortable with seeing me that much every day, but that told me I needed to do it. I would walk through to see the mechanics, the technicians, the electricians, and customer service representatives and really know what was going on. It also showed people I cared. Kris Polly: What are some basics of leading employees? Dave Luker: You have to be where the work is being done: on the jobsite, in the accounting and engineering areas, at customer service. You have to show up. You have to show an interest in what your employees are doing. They have to know that you care and that what they are doing is very important. One of the things that I have learned is that they appreciate your knowing their name. When you walk by them, you can exchange pleasantries, but in the first person. Employees also appreciate that you know what is going on with them outside work. People appreciate if you give a darn about their families and their life at home.

Newly retired Desert Water Agency General Manager Dave Luker walks through the district’s water reclamation facility, which is run entirely on solar power.

Irrigation Leader

Kris Polly: Why did you institute a dress code at the agency?

Kris Polly: What is your view on communications with your board and staff?

Dave Luker: The definition of uniform is everyone is the same. That is what it means. We expected everyone to wear a uniform and to wear it in the right way. Having those kinds of standards becomes a way of life and becomes easy. They reflect how you represent your organization. Your customers appreciate it. I’ll never forget when the city manager of Palm Springs said to me, “Whenever you go by a DWA worksite, everybody is in uniform and looking good. The trucks are clean and the equipment is in good working order. How do you do that?” I told him that we do not accept anything less. That is it.

Dave Luker: You treat every board member and every staff member the same. Don’t hold anything back. Don’t hide the ball. Tell them the truth. It never fails.

Kris Polly: How do you delegate authority? Dave Luker: You can’t micromanage as an executive of a corporation. You have to let other people do some of the management work. You can only expect what you inspect. When you delegate, you have to follow up and make sure that it has happened. If it doesn’t happen, then you have delegated to the wrong person. When you delegate, and the person succeeds, you have to tell them they succeeded. You have to reward them. And that is probably the best part of being a manager: the ability to reward success. Whether it was a bonus or time off, it always made me feel good to reward success.

Kris Polly: How should a manager handle stress? Dave Luker: Stress is common in any management position. Any time you have to deal with a lot of people, there are going to be problems. You have to have a release—a good family life, someone you can talk to—and I have had that. You have to have something that takes your mind off the job. I love sports—golf, baseball, football. I belong to the Palm Springs Club, which has been a great place to hang out with my buddies and joke around. It was a big stress relief. Kris Polly: What is your advice to someone starting off in management? Dave Luker: Keep your eyes and ears open, and tell the truth to yourself and to those you work with. In a nutshell, Kris, never try to outsmart your common sense. Common sense won’t let you down.

Kris Polly: As a manager, what do you have to do everyday to be effective? Dave Luker: First, the most important thing every day is to be on time. Next, you have to have a political ear: You have to take care of your board members and keep them focused on what is important for the organization. That is not always easy, but nevertheless, it is essential. Board management is a key component in success. Kris Polly: How did you go about improving your own management skills? Dave Luker: One thing I did was participate in Toastmasters for several years. Having to go out and talk about different topics, including the water that California relies on, helped me to understand my own job better. I had a lot of fun, and it helped me become more comfortable talking to people. It was a rewarding process. Irrigation Leader

REFLECTIONS ON LEADERSHIP Bob Johnson

ormer U.S. Bureau of Reclamation Commissioner Robert “Bob” Johnson spent more than 30 years in the agency, many of which were dedicated to leading others. Prior to serving as commissioner, Mr. Johnson served as chief of the water, land, and power operations division, deputy regional director, and regional director of Reclamation’s Lower Colorado Region. As Reclamation’s 20th commissioner, he implemented the Managing for Excellence program, which focused on improved customer collaboration, accountability, and efficiency; he developed the Water for America program to address water-related problems associated with drought and climate change; and he implemented new guidelines for operating the Colorado River. Still an advocate for sound water delivery operations and storage development, Mr. Johnson currently serves as the executive director of the National Water Resources Association. Over the years, three principles guided Mr. Johnson in his management at senior levels: vision and goals, politics, and hiring good people. Irrigation Leader’s senior writer, John Crotty, spoke with Mr. Johnson about those principles. John Crotty: Let’s start with principle number 1, vision and goals. Did you instill that principle in your staff? Bob Johnson: You have to know where you are going with an organization. Establishing vision and detailed goals is the first step. When I became the regional director in Reclamation’s Lower Colorado Region in 1995—and this carried over to when I was commissioner—we needed to implement changes in how we managed the Colorado River. The river was overallocated, and we had reached the limits of entitlements in the lower basin. We were soon going to be faced with restricting water use, and the legal framework didn’t provide the flexibility to do that in a smart way. Our overarching goal was to change the framework for managing the Colorado River to allow voluntary water transfers and establish guidelines for sharing shortages and surpluses. It took us over a decade to complete the process. At times it wasn’t pretty, but in the end, we put a pretty good framework in place. Having an overarching goal helped us stay focused. Of course there are details with subgoals, work plans, and interim accomplishments to guide the process along, but having something in mind to guide you is important. 20

This is just one—although a very important one— of the many goals that we had during my time as a senior manager at Reclamation. I found that the way to accomplish goals is to communicate with and get buy-in from employees. You ask them to be involved in establishing the goals and in developing the work plans to achieve them. You do it every day in everything you do. When I was regional director and commissioner, I made it a regular thing to go around and talk to all of the employees in the various offices. I wanted all the employees to understand the bigger picture. The janitor that maintains the building should understand that he is part of the vision. His mission was not to clean the bathrooms, but to help Reclamation deliver water and power. In addition, I held weekly staff meetings where we shared information about what was going on, and I insisted in turn that those senior managers do the same Irrigation Leader

with their staff on down the line. That helped all the employees understand the bigger picture. People have their eyes on you. Everybody is watching the leader. The leader sets the tone of the organization. It took me a number of years to recognize that. When you walk into the office and say “Hi” to everyone, you are setting the tone. If the boss is in a good mood, then the employees will be in a good mood, too. It creates an atmosphere of security for the employees. All of that goes toward getting your employees on board with the vision. John Crotty: Did you ever get any pushback? How did you did you deal with it? Bob Johnson: By and large, if you communicate in an effective way, people want to do well and will support the program. But on occasion, when it became clear that someone was being insubordinate, it was necessary to make some changes. You also have to communicate to people outside the organization. John Crotty: That gets to your second principle: politics. Bob Johnson: When I say politics, I mean people and organizations that are outside of your control. For me it meant water and power users, the organizations that Reclamation serves and their staff, and representatives of the states. Politics also meant my own superiors in the U.S. Department of the Interior, other federal agencies, and Congress. The communication up is as important as the communication down. External public communication is also important, dealing with everyone from Congress to local elected officials. I took advantage of giving presentations everywhere I was invited. I reached thousands of people in the water industry by going to conferences and being an ambassador for Reclamation. I told the Reclamation story and talked about what we were doing and where we were headed. It was part of getting external buy-in to our vision and goals. I also dealt with organizations and people that we didn’t see eye to eye with. I always tried to tell them what I told everybody else. When they advocated for positions I couldn’t buy into, I addressed that up front. When I could accommodate them, I did. I didn’t ignore them. That goes a long way toward building relationships and creating trust. So when you do have difficult times or a serious disagreement, you have established a relationship from which to work. You have to put money in the bank to withdraw it and establishing relationships is putting money in the bank. Irrigation Leader

Former Reclamation Commissioner Bob Johnson and former Secretary of the Interior Dirk Kempthorne at the groundbreaking of the Drop 2 Storage Reservoir Project in Imperial County, California, October 21, 2008. Photo credit: U.S. Bureau of Reclamation.

John Crotty: So we’ve covered internal communications and external communications. And now the third principle—hiring good people. Bob Johnson: The third principle is hiring good people. You can have a strong vision and be a great communicator but still be unable to implement the vision without a good staff. I was very lucky to get good people working for me. But, when you are at the senior management level, you can get the cream of the crop. Southwest Airlines provides a good example. Before you get a job with Southwest, you go through an extensive process. Their employees are so upbeat and clued into customer service; much of it has to do with who they hire. That is followed up with creating a culture that reinforces that attitude. But if you bring in grumpy people, even if you have a positive culture, you will have grumpy people working for you. 21

NWRA Executive Director Bob Johnson in conversation with Craig Simpson, seated, general manager of the East Columbia Basin Irrigation District, and Ian Lyle, right, director of federal affairs at the NWRA. NWRA 2014 Federal Water Issues Conference, Washington, DC.

The most important decision a manager can make is who you hire. In a big organization, those decisions are made by first-line supervisors. I made it a priority to ensure that our first-line supervisors were trained in how to hire. From my own experience, if I would have been more astute in my hiring decisions as a young supervisor, and if I had had some training, I would not have made some of the mistakes I did early on. John Crotty: Speaking of early managerial experiences, what was a key lesson you learned early on as a manager? Bob Johnson: The best way to manage is to get everyone involved in solving the problem. You can’t just make a decision and tell people what to do. I think I learned that early on in a couple of instances. People have to buy in to the decisions that are made in order for them to support them. You have to create a process, both internally and externally, in which people buy in. When you go through some organizational change, you have to know what you want to achieve but you have to bring your employees along and make them a part of 22

the process. It is a real challenge to communicate to your employees what you want and get them to help you do that. John Crotty: How does managing a large organization differ from managing a smaller outfit? Bob Johnson: The management principles are the same but the level of detail is different. Senior managers can’t get bogged down in the details. That is what your staff is for. You have to focus on the big picture and trust your staff. John Crotty: What is the one piece of advice you have for a newly minted senior manager? Bob Johnson: If you sell the farm, don’t sell it cheap (laughs). Every manager ought to be grooming a replacement. I did that, and I am proud to say that there are still some people in senior positions at Reclamation whom I helped. I should say they helped me. I always hired people who were smarter than me. They made me look good. Irrigation Leader

REFLECTIONS ON LEADERSHIP Tom Knutson

or nearly 30 years, Tom Knutson served as general manager for two irrigation districts and one reclamation district in central Nebraska: Farwell Irrigation District and Sargent Irrigation District, and the Loup Basin Reclamation District. Mr. Knutson helped facilitate the implementation of innovative administrative and operational projects during his tenure, from the transfer of title of district reservoirs and dams to the development of a water conservation program to the creation of an independent health insurance program. Irrigation Leader’s senior writer, John Crotty, spoke with Mr. Knutson about leadership and management. John Crotty: Looking back to when you were a young manager, what was an early management challenge that shaped your career? Tom Knutson: When I came to Farwell, I didn’t know a soul. I had come from another state. I didn’t know personnel; I didn’t know board members; I didn’t know anybody. I worked for three boards, and each one had power over me. So, I did not make any changes the first six months. It was the Norwegian rule. I needed to figure out how the districts worked. I wasn’t saying much those first six months. After that, I dug in to make some changes. For example, we had a bookkeeping system covering all three districts that paid one account that we called an operating authority. We used that to operate and bill all three districts, but each district had its own powers to actually collect its monies and hire people. In addition, all three districts used one budget. I didn’t like the setup, but there were some key board members that were big supporters of the way things were. At the board meeting where we addressed this issue, the chairman of the board got so mad that he got up and walked out. Despite that, we made the changes. John Crotty: How do you go about building a positive relationship with your board and developing trust? Tom Knutson: One way I did that, especially early on, was to use my humor—and that is something my grandfather taught me. Life is short. If you can’t laugh at yourself and with others, you are not going to do well in life. I would tell Norwegian jokes before board meetings to

Tom Knutson addressing NWRA members at the 2015 Annual Conference in Denver, Colorado.

loosen people up. I wasn’t afraid to talk about times when I had screwed up. It was easy for me to pick on myself. But, while I helped create a dialog with a sense of humor, I would also share with them the political knowledge that they needed to make good decisions. My message over the years was that we as a district could not allow the state and federal government to basically run our lives. We need to be a part of that process. John Crotty: What is the value of humor in connecting with your board and staff? Tom Knutson: It is a good life, but it is not an easy one. So you have to be able to laugh at yourself, especially because you have some real tough issues, including loss of life. You have to be able to relate to people and understand their personal stories and issues. There are a lot of oneon-one and personal situations you have to deal with as a manager that the general public doesn’t know about. You have to be able to handle those situations but also understand that life—and work—goes on. John Crotty: What were you most proud of as a manager and a leader?

Irrigation Leader

Tom Knutson: I would say title transfer. I feel most proud of having been able to convince my boards, all elected officials, to go down the path we needed to go. I had board members who said we really didn’t need that liability. In fact, one of my board members came into my office after I proposed the idea and shared some choice words about the Norwegian idea. But that very same board member turned out to be one of the biggest supporters. I would stop by his house, have coffee, and keep lobbying until he came around to the idea. It finally hit home when I asked him to reflect back to when I arrived at the district, a time when we faced three lawsuits regarding high groundwater levels. We asked the Bureau of Reclamation to be a friend of the court on our behalf, and the Bureau turned us down, saying it was our fault because of the way we operated the district. I asked that board member where he thought the Bureau would be if our dam went out. He knew that they would ask us to do a study, send us the bill for doing the study, and tell us to go to Washington to get the funding to get it fixed. John Crotty: As you transitioned out of your position as general manager, you were able to train your replacement, Matt Lukasiewicz. How did that process work? Tom Knutson: I brought the idea to my boards. I recognized that my board does not blink an eye when investing $100,000 in equipment, whatever it might be. They had to look to the future and to ensuring some continuity. So I recommended that they invest in the next manager of the district by allowing me to train my replacement. And then, once he was in place as manager, he could make up his own mind about how to run the district. We went through the training process for a year and a half. Matt was able to see me at board meetings, testifying in front of the state legislature, and interacting with different associations in the state—the Nebraska Irrigation Association, the Nebraska Water Resources Association, the Nebraska Association of Natural Resources Districts. It worked—he stayed. John Crotty: What was the last bit of advice you passed on to Matt? Tom Knutson: Well, I may not have passed this on to Matt on his last day, but we had talked about the value of patience and thinking things through and keeping a good sense of humor.

Qualities of a Good Manager By Tom Knutson • Have a good staff, good hiring policies, good salaries and benefits, safe working conditions, and an open-door policy to allow employee input to continue improvement in those areas. • Interact with employees, board members, government officials, water users, and the general public in a professional manner. • Be familiar with rules, regulations, water laws, water rights, and stakeholder involvement in those processes. • Be prepared to provide advice on all rules, regulations, policies, and legislative efforts at the local, state, and national levels. • Be prepared to testify before local boards, state bodies, and federal bodies when needed. • Be familiar with budgets, taxing authorities, and budget-related public hearings and public processes. • Be familiar with the process for purchasing equipment and supplies, and be familiar with all vendors. • Have patience, think things through, and analyze all alternatives. • Keep a good sense of humor.

Irrigation Leader

REFLECTIONS ON LEADERSHIP Sheryl McGrath

or nearly 40 years, the Washington State AgForestry Leadership Program has provided its participants with the skills and opportunities to lead in the natural resource industries. Its graduates serve in a variety of capacities—as legislators, commissioners, board members, and advisors. The program is dedicated to continually shaping generations of leaders in the agriculture, forestry, and fishing industries to address changing economic and policy landscapes. Sheryl McGrath is the program’s president. Although new to her current position, she has spent more than 20 years in nonprofit social service leadership positions and municipal government. Ms. McGrath has a unique connection to Washington State agriculture: She owned a restaurant that featured Washington-grown ingredients, from the flour in its fresh-baked bread to the hops of its beer. Irrigation Leader’s senior writer, John Crotty, spoke with Ms. McGrath about developing leadership skills, meeting needs in a global marketplace, and serving others. John Crotty: What is the reason for the creation of the Washington State AgForestry Leadership Program? Sheryl McGrath: Back in 1976, Stu Bledsoe was the director of agriculture for Washington State and managed the Farmer’s Home Administration Rural Rehabilitation Trust funds. When the Farmers Home Administration discontinued the sale of insured loans, unused funds could be used to fund priority projects in each state. In investigating potential projects, Mr. Bledsoe went to California with a small group and talked to a number of leaders in the state. He asked them what their biggest needs were, and they told him it was leadership in natural resources. So Mr. Bledsoe proposed the AgForestry Leadership program in Washington. The U.S. Department of Agriculture approved it, and the Kellogg Foundation gave us some additional seed money. From there, the program was born. John Crotty: So at the time of the program’s founding, was there a gap between the old generation and the new generation of leadership? Sheryl McGrath: Yes. The forestry, agriculture, and fishing industries had similar issues and the same types of questions. They hadn’t coalesced into a unified voice to address the public policy needs that would be coming forward. 26

John Crotty: Today, what is the role that the AgForestry program plays in the development of leadership in natural resources in Washington State? Sheryl McGrath: We are a leadership development organization. We equip existing and up-and-coming leaders with the skills necessary to increase awareness and demand for natural resources and agricultural commodities, to drive industry growth and economic vitality. That is very important because in Washington State, there is this general assumption that the two biggest economic drivers are Boeing and Microsoft. In all honesty, it is as easy as ABC: agriculture, forestry, and fishing, which has a $95 billion economic impact in the state; Boeing at $70 billion; and computers at $37 billion. So not having sufficient leadership in the natural resource industries would pose a huge problem, not only for the state’s economy but also for our international trade partners. John Crotty: How does the program develop its leaders? Sheryl McGrath: Over the course of 18 months, we hold 12 leadership development seminars across the state, one in Washington, DC, and one international. The seminars include topics revolving around state government, economics, international trade, social services, crime and corrections, forestry and agricultural issues, working with the media, group dynamics and public speaking, the Irrigation Leader

Columbia River system, transportation, and more. Our participants learn about state government in Olympia and then move on to federal issues in Washington, DC. During the program, they launch their own public policy projects to affect positive change. This provides a hands-on experience for class members to apply what they learn. They also travel to a foreign country to learn about natural resource use and development abroad. We always select a country that is a trade partner of Washington State. The goal is to show how our state’s natural resource industries have fingers across the world. With the skills learned in the program, they can make an impact at the local level on a school board all the way up to the international level on trade policy.

was just appointed to the Chelan County Planning Commission. Dan Miller from class 35 was recently elected to the board of the Royal City School District. Their accomplishments span from the federal to the local grassroots level. Every person in this state and across the country is affected by natural resources. Without strong leadership, we don’t have solid decisionmaking and planning. John Crotty: What are your hopes for the program as it moves forward?

Sheryl McGrath: I think a successful leader is someone who communicates skillfully; can collaborate on really tough issues; can find common-sense solutions to the issues at hand; understands public policy development; can work directly and effectively with local, state, and federal government representatives; is aware of environmental issues that affect our communities; and has a dynamic network of fellow leaders who help him or her come to those commonsense solutions.

Sheryl McGrath: I would like to see us continually refreshing our curriculum to adapt to the newest technology. The world has become our marketplace, and technology has made it that way. I want to be absolutely certain that after every seminar, we are getting accurate and in-depth evaluations from our participants, as well as our speakers and presenters, on program content. We need to be training our leaders to be conversant in technology. For example, I was having a conversation with a couple in Spokane who own a company that translates contracts from English into other languages for companies worldwide. That is kind of service that could be of direct benefit to our farmers and foresters, who are negotiating with multiple countries worldwide. We need to stay on the cutting edge and provide our leaders with the type of information that will be beneficial for continued success and sustainability.

John Crotty: Who are some of the program graduates that you think truly embody those core qualities?

John Crotty: What is the most important lesson a young leader can learn?

Sheryl McGrath: Right off the top of my head, I think of Congressman Dan Newhouse, who was a class 4 graduate of the program. He recently received the Hero of Main Street award from the National Retail Association. Jordan McDevitt, who is currently enrolled in class 38,

Sheryl McGrath: Whoever wants to be a leader must first be a servant. Leaders have power, but power is only safe in the hands of those who humble themselves to serve. In those leadership roles, we have to be willing to serve the community around us.

John Crotty: The program has a strong focus on skill transfer to develop leadership. What kinds of qualities do you think are necessary to be a successful leader in natural resources?

Sheryl McGrath with class 38 at KHQ television station in Spokane, Washington.

Irrigation Leader

District Focus

Sunnyside Valley Irrigation District

Aerial view of the Sunnyside Diversion Dam, Parker, Washington. The Sunnyside Canal fish screen can also be seen downstream. Photo credit: U.S. Bureau of Reclamation.

By Lori Brady

rrigation has transformed Washington’s Yakima valley into one the county’s most productive agricultural regions. The valley has been well served by the Sunnyside Valley Irrigation District (SVID), which delivers water to 86,000 irrigated acres of orchards, vineyards, hops, row crops, and pasture. SVID operates and maintains the 60-mile Sunnyside Canal, 44 miles of subcanals, 329 miles of laterals, and 170 miles of district drains, as well as 80 miles of drains shared with Roza Irrigation District. Irrigation season runs from early April 1 through October 20. For operation and maintenance purposes, SVID is divided into an upper and a lower division. The upper division extends from the diversion dam to the town of Sunnyside, and the lower division reaches from east of Sunnyside to northwest of Benton City. SVID employees are not in the spotlight, but their work is. SVID employs a staff of more than 70 people in the areas of management, maintenance, clerical work, engineering, and water quality. It is a group of people who respect each other and want the best for the district.

History

SVID dates back to 1890, when the Northern Pacific Railroad began construction of the Sunnyside Canal. In 1905, the U.S. Reclamation Service purchased the Sunnyside Canal; the Sunnyside Water Users’ Association formed in 1906 to provide an entity to contract with the Reclamation Service. SVID then organized on January 22, 1917, to replace the water users’ association. The Reclamation Service completed the project in 1923 and the U.S. Bureau of Reclamation operated SVID until 1945. Since

then, SVID has operated and maintained its facilities as well as the joint-use facilities of the Sunnyside division.

Adjudication and Conservation

In 1977, the Washington State Department of Ecology filed an adjudication of the Yakima River basin to determine all existing surface water rights and their respective priority dates within the basin. There were 40,000 claimants, including the United States. Over a decades-long process, the Superior Court of Yakima County has issued conditional final orders (CFO) that confirm surface water rights in the Yakima basin. In 2003, the Sunnyside Division Board of Control, of which SVID is the operating entity; Washington State Department of Ecology; Reclamation; and the Yakama Nation reached a settlement over water rights in the Yakima River basin. The CFO that came out of the settlement preserved 95 percent of its claimed quantities and SVID’s claimed priority dates from 1878 to 1905. SVID committed to the Yakima River Basin Water Enhancement Project and embarked on an ambitious water conservation program. Sunnyside Canal Improvement Project. The first phase of the program involved outfitting the canal with automated check structures and control gates. The SVID office installed SCADA software and hardware. SVID can now access data from any remote site with Internet access, including its field offices in Granger and Grandview. SVID finished the first phase in 2013. Enclosed Lateral Improvement Project. Toward the end of phase 1 in 2009, we started phase 2 of the water conservation program: the lateral improvement project. The purpose of the project is Irrigation Leader

SVID conservation efforts include a new check structure and the enclosure of a lateral.

to convert open irrigation ditches, pipes, and weir boxes to enclosed laterals and in-line flow meters in order to reduce SVID’s diversion by 17,000 acre-feet for the total Enclosed Lateral Improvement Project. The project covers 47,350 acres, including 1,000 acres enclosed to mitigate operational expenses required to manage the lower end of the Sunnyside Canal. Gravity pressure will enable landowners to eliminate pumps or reduce pump horsepower requirements, ultimately helping to put 50 percent of the district under a low-head system. Funding projects and finding the time to complete them are two of the district’s biggest challenges. SVID has funded the first phase of the lateral improvement project with money through the American Recovery and Reinvestment Act, Washington State, and matching district funds. The rest of the project is funded through Yakima River Basin Water Enhancement Project costshare funds. SVID sold a one-third block of water conserved from the Sunnyside Canal Improvement Project to fund its 17.5 percent cost share. Our board and our landowners have been incredibly supportive throughout this process. Every time we start a new project, we have a landowner meeting in the summer. All the landowners who are touched by a project during construction season receive a letter. Feedback has generally been quite positive. We hope there will be many more phases. A few years into the current phase of the lateral improvement project, we will start negotiating with Reclamation on the next phase. We still have a lot of miles of open laterals, so we will continue to plug away. Irrigation Leader

A Testament to Jim Trull

The conservation program was due to Jim’s foresight. He was very impressive; he jumped in after the adjudication and put together a blueprint for us to follow. His relationship with Reclamation led to its continued, positive support of the conservation program. He not only prepared his staff but also the board and landowners. He thought of everything. Lori Brady is the assistant manager of administration at the Sunnyside Valley Irrigation District. She has been with the district for 27 years. You can reach Ms. Brady at (509) 837‑6980 or Bradyl@svid.org. 29

The Innovators

A Natural Coating: Castagra’s Ecodur

eter Roosen knows coatings. He has worked in industrial coatings for 30 years. He founded Castagra in 2009 to apply his knowledge and use of vegetable byproducts to a variety of coatings for steel and concrete surfaces. Castagra has done a lot of work on big food plants and freezer rooms, providing coatings for companies like General Mills for a variety of applications: liquid storage, industrial flooring, freezer units, and dry good storage areas. Castagra entered the oil and gas industry in 2010, but recent instability in the oil and gas business prompted the company to focus on municipal water and wastewater systems. It is now moving into the irrigation and agricultural sector.

A Natural Resource

Castagra’s products differ from epoxies and polyurea coatings in that they are made from vegetable oil and gypsum. They are VOC-free and BPA-free. Castagra’s Ecodur-201 is NSF 61-certified for use in drinking water tanks and water pipes. It has no odor, so according to Mr. Roosen, for indoor, confined space applications, it is far less of a hazard for the people doing the installation.

Installation

Ecodur can be applied in cold weather, down to 0 degrees Fahrenheit. For winter projects, the coating will cure in low temperatures. Coating cure times will vary dramatically depending on how much of the company’s special accelerator is mixed into the coating. The curing agent can be added in the factory or at the time of coating to speed up the process. That agent enables applicators to walk on the treated surface within an hour of spraying. Cure times can range from one minute up to a couple of days. Generally, the application of Ecodur at room temperature without the curing agent takes 24 hours to cure; however, on cold days near freezing, it could be up to 36 hours. Castagra has conducted lab research and fieldwork on the effects of the freeze-thaw cycle on its products over the years. According to Mr. Roosen, “In terms of performance, the coating does what it needs to do. We do require that before installation, the surface be clean, dry, and tight; there be no loose debris and no moisture underneath the coating; and joints and cracks be filled.”

Preparing the storage water tank for the application of Ecodur in Clifton Water District, Colorado.

Irrigation Leader

Lake Mead Marina in Boulder City, Nevada.

Coatings for Water Districts

Castagra has been focusing on water storage and delivery. The Clifton Water District in western Colorado needed a coating for a 3 million gallon water storage tank that was safe for irrigation water. Clifton was seeking a VOC-free, long-lasting coating that could withstand extended periods in contact with water. The district was also concerned with abrasion because of the significant amount of suspended solids in its water. For Castagra, the job required an above-normal coating thickness of 50 millimeters. The Ecodur coating was applied in the fall 2015 during a cold weather stretch. Mr. Roosen stated, “It was tack

dry in 30 minutes and fully cured at the 24-hour mark at which point, following a final inspection, the tank was deemed fit for return to service.”

Marine Solutions

Castagra started off as an architectural molding company and was headquartered near a shipyard. The company started working on boats and ships in parallel to manufacturing architectural moldings. One of the company’s products has been customized to limit the growth of marine life on surfaces. Upon application of the coating, you can pressure wash the marine life off the surface.

After months submerged in Lake Mead, the growth of marine life is extensive. The sample on the left was treated with the addition of Castagra's top coating and sprayed down; the sample on the right was not treated.

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Quagga mussels at different stages on ABS pipe.

Mr. Roosen explained, “We have been working on figuring out how the coating works and what we can do with it. Epoxies are far too brittle; they crack and peel. Polyureas don’t stick to things very well. We seem to have overcome those issues.” Castagra has also been working on lakes contaminated with quagga mussels, including Lake Mead. In consultation with the U.S. Bureau of Reclamation’s Denver Technical Center, the company has been investigating the efficacy of coal tar work as a coating that limits growth of marine life. Mr. Roosen notes, “Our coating lasts 20 or 30 years on ships. It has properties similar to coal tar enamel, but our product has castor oils that have the ability to resist attack and protect whatever it coats.” Quagga grow and hang on for dear life, so Castagra has been applying a top coat that works in conjunction with later finishes. The mussels come off easily with a pressure washer and seem to attach less easily. Castagra did an experiment at Lake Mead, one with a top coat and one without. Thus far, according to Mr. Roosen, mussel growth on top-coated application is one-third less than the application without the top coat. “We are getting some good results so far. But these are long‑term tests, and we need more knowledge and experience under our belts. We have been looking for answers for about 25 years.”

Finding Value in Natural Solutions

Mr. Roosen says that the price of Ecodur is comparable to polyurea coatings. In applications in the oil and gas industry, that amounts to roughly $55 per gallon of coating. For different water and wastewater applications, it is a little bit less than that. For Peter Roosen, “While better, faster, and cheaper is the core of our business, we want people to know that there is big sustainability aspect to our products and what we do.” For more information about Castagra and its coatings, please e-mail info@castagra.com.

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Water Law

Colorado’s Water Plan:

A Historic Step Forward By James Eklund

Wheat harvest at the Agricultural Research Service Central Great Plains Research Station in Akron, Colorado. USDA photo by Scott Bauer.

n spring 2013, Governor John Hickenlooper directed the Colorado Water Conservation Board to develop Colorado’s Water Plan, a roadmap that would put the state and its eight major river basins on a more collaborative and cooperative path to managing water in the face of constrained supplies and growing population. Thirty months, eight basin implementation plans, and three draft plans later, the first final version of Colorado’s Water Plan was presented to the governor on November 19, 2015. The plan reflects grassroots discussions spanning a decade, beginning with a formal process of conversations within and between river basins in 2005, as well as thousands of public comments throughout those years and 30,000 more public comments geared specifically to Colorado’s Water Plan since 2013. One of the driving reasons behind developing a water plan is that if Colorado continues along its current path, as much as 20 percent of the state’s irrigated agriculture and 35 percent of acres in the South Platte River basin, Colorado’s most productive agricultural region, could dry up. Colorado’s Water Plan grapples directly with the challenges facing our state and reflects agreement from water interests statewide on broad, near-term actions needed to secure our water future. These efforts include conserving and storing water, increasing the reuse and recycling of water, and providing more options to agriculture to avoid the permanent dry up of our invaluable farm and ranch operations. The final version of the plan, building on comments across interests and geography, includes a set of measurable objectives that help us move forward together and provides goals Colorado must meet regarding water for farms, for the environment, and for cities and industries. Those goals include the following: • setting numerical benchmarks of 400,000 acre-feet for both urban conservation and new storage by 2050 • identifying 50,000 acre-feet of agricultural water for voluntary alternative transfers that do not result in permanent dry up of farmland

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• having 75 percent of the state’s population reside within communities that have incorporated water saving options by 2025 • extending management plans to cover 80 percent of locally prioritized streams and watersheds by 2030 To support agriculture, Colorado’s Water Plan sets as an objective that agricultural economic productivity will keep pace with growing state, national, and global needs, even if some acres go out of production. To achieve this objective, Colorado’s Water Plan supports ongoing agricultural viability, multipurpose storage, and more options for alternative transfer methods. As part of this work, the state will work closely with the agricultural community, in the same collaborative manner that has produced agricultural transfer pilot projects, to share at least 50,000 acre-feet of agricultural water using voluntary alternative transfer methods by 2030. To accomplish this objective, Colorado’s Water Plan has several actions that support additional options for agricultural producers and municipalities so that they may better share agricultural water and make these transactions at least as easy, if not easier, than the traditional form of changing an agricultural water right to a municipal one. The plan honors and respects Colorado water law and will continue to rely on the doctrine of prior appropriation, an approach that has guided

water use in our state since its earliest days. The plan safeguards Colorado’s water by vigilantly protecting our interstate compacts and decrees. These provide certainty to Colorado—and our neighbors—on allocation of supplies. At the same time, Colorado’s Water Plan represents the next great step in our long history with water. Over the last decade, we have moved away from the adversarial approaches that have dominated the past. Instead, through basin roundtables, the Interbasin Compact Committee, productive conversations between the Western Slope and Front Range, and collaborative projects between oncecompeting water districts, we are shifting to a Colorado Way of collaboration and cooperation on water that benefits all partners. Our water challenges demand our united focus. Colorado’s Water Plan, a product of people and organizations throughout our state, provides a framework for creating a sustainable water future that will benefit generations to come. As implementation begins, the plan will continue to be a living document that will adapt to ever-changing circumstances. James Eklund is the director of the Colorado Water Conservation Board, which provides policy direction on water issues for the state of Colorado. For more information about Colorado’s Water Plan, visit coloradowaterplan.com.

Aerial views of drought-affected Colorado farm lands near Wiggins, Colorado. USDA photo by Lance Cheung.

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2016 Federal Water Issues Conference April 10 – 13, 2016 • Washington Court Hotel • Washington, DC Mail completed form to 4 E Street SE, Washington, DC 20003 or FAX to: (202) 698-0694 (Questions e-mail: ataylor@nwra.org) REGISTRATION FORM

(Please use separate form for each registrant) NAME:_______________________________________________TITLE: _______________________________________ AFFILIATION: ADDRESS: CITY/STATE/ZIP: PHONE:

$595

E-MAIL:

$695

Early Registration (by March 10)

Includes Open House (4/10), Breakfast and Reception (4/11 and 4/12), Coffee/Pastries (4/13), and all sessions

Non-Member Registration (By March 10)

Includes Open House (4/10), Breakfast and Reception (4/11 and 4/12), Coffee/Pastries (4/13), and all sessions

$695/$795 Late/Onsite Registration (after March 10)

Includes Open House (4/10), Breakfast and Reception (4/11 and 4/12), Coffee/Pastries (4/13), and all sessions

$300 LIFE MEMBER REGISTRATION

Includes Open House (4/10), Breakfast and Reception (4/11 and 4/12), Coffee/Pastries (4/13), and all sessions

ADDITIONS AND OPTIONAL EVENTS $50 Additional Reception Ticket (4/11) $50 Additional Reception Ticket (4/12)

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Free Nationals Baseball Ticket (Nationals v. Braves) (4/13) How many FREE tickets ___________ _________________TOTAL [Registration(s), additions and optional events} PLEASE NOTE ALL REGISTERED ATTENDEES ARE INVITED TO ATTEND THE BREAKFASTS HOSTED BY THE MUNICIPAL AND IRRIGATION CAUCUSES. THE TICKET IS INCLUDEDIN YOUR REGISTRATION. METHOD OF PAYMENT (Please check applicable box) Enclosed is a check made payable to NWRA Please charge my credit card (circle one) American Express

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2016 CALENDAR February 3–4 February 10–12 February 18–19 February 23–25 March 12–16 March 14–16 April 11–14 May 3–6 June 13–14

Texas Water Conservation Association, Texas Water Day, Washington, DC Montana Water Resources Association, 2016 Annual Conference, Fairmont, MT Family Farm Alliance, Annual Conference, Las Vegas, NV Association of California Water Agencies, 2016 DC Conference, Washington, DC Nebraska Natural Resources Districts, DC Meeting, Washington, DC Utah Water Users Association, Utah Water Users Workshop, St. George, UT National Water Resources Association, Federal Water Issues Conference, Washington, DC Association of California Water Agencies, Spring Conference and Exhibition, Monterey, CA Idaho Water Users Association, Summer Water Law and Resource Issues Seminar, Sun Valley, ID

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