Irrigation Leader January 2017 by Water Strategies

Volume 8 Issue 1

January 2017

Stepping Into the Breach: A Conversation With Kennewick Irrigation District Manager Chuck Freeman

Making Safety a Priority By Kris Polly

very irrigation district manager has a story or two about a canal breaches, vehicle accidents, or personnel injuries. There will always be accidents and events beyond the control of managers, but what can be done to reduce risk and improve responses and repairs? This issue of Irrigation Leader magazine examines the experiences of several managers and the importance of having a plan. Kennewick Irrigation District General Manager Chuck Freeman discusses his district’s experience with a canal breach that took place last June. Thankfully, no one was injured. However, the experience is a cautionary tale for all irrigation districts on the importance of diligent communications with property owners, local authorities, and insurance companies. Mr. Freeman and his staff deserve much credit for their quick response, professionalism, and established emergency plans. Quincy– Columbia Basin Irrigation District Hygiene and Safety Manager Mike Miland discusses his work to update the district’s safety manuals and implement training programs. According to Mr. Miland, “A fresh pair of eyes comes in handy for hazard recognition and identifying opportunities for improvement.” Much of what Mr. Miland talks about, for example, installing handrails, is common sense; however, such things can be overlooked on older and remote structures. Westlands Water District Senior Field Engineer and Safety Officer Kelly Vandergon discusses the Irrigation Leader magazine will sponsor an Irrigation Leader Educational Tour of irrigation and irrigation-related infrastructure in New Zealand. The dates of the tour are February 18–25, 2017. Please note that we will award an additional door prize prize credit (in the form of reimbursement) to be applied to the Irrigation Leader Educational Tour of New Zealand at our annual Operations and Management Workshop at the Crown Plaza Phoenix Airport Hotel, Arizona, on February 1–2, 2017. A valid and up-to-date passport will be required to travel to New Zealand.

30 introductory and ongoing safety training courses contained in the district’s safety handbook. Director of Operations and Maintenance Bill Pierce, Mr. Vandergon’s colleague, describes Westlands’ safety mindset: “Anyone who sees something unsafe can and is encouraged to speak up or ask questions, no matter what level of worker they are. If needed, we will stop work to address a safety problem.” My favorite quote from this issue of the magazine is from Mr. Vandergon, who says, “The most important reason we emphasize safety is not to reduce workers’ compensation costs or save the district money, but rather so that every employee can go home from work every day safe and sound to their families and loved ones. That is what it is all about. This theme is embodied in Westlands’ newly adopted safety slogan: ‘One Company, One Family, One Purpose, Safety First’.” We hope you enjoy this issue of Irrigation Leader and find information and ideas that are helpful to you and your district safety operations. Additionally, we hope you will join us in Phoenix, Arizona, on February 1–2 for our 5th Annual Operations and Management Workshop, the theme of which is Emergency Management Plans. Please see the inside back page of this issue for more information on our workshop. 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 U.S. Bureau of Reclamation, and other federal government agencies. He may be contacted at Kris.Polly@waterstrategies.com.

2017 New Zealand Irrigation Leader Educational Tour

The cost of the tour is $2,000 per person, which includes hotel accommodations, meals, and ground transportation, but not airfare. For more information about the tour, please see our website at www.WaterStrategies.com. Our sponsoring companies include: • Alligare • Rubicon Water If you are interested in receiving information about the tour as a potential participant or if your company is interested in being a sponsor, please e-mail Kris Polly at Kris.Polly@waterstrategies.com, and we will add you to our information list.

JANUARY 2017

C O N T E N T S 2 Making Safety a Priority

VOLUME 8

ISSUE 1

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 Matthew Dermody, 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 ÂŠ 2017 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.

By Kris Polly

4 Stepping Into the Breach: A Conversation With Kennewick Irrigation District Manager Chuck Freeman

10 Getting With the Safety Program at

Quincyâ&#x20AC;&#x201C;Columbia Basin Irrigation District

By Mike Miland

14 Embracing a Culture of Safety First at Westlands Water District

16 The Power of the Uniform at the Desert Water Agency

20 Elephant Butte Dam Turns 100 By Mary Carlson

22 Fighting Terrestrial Weeds Smarter and Harder in the Madera Irrigation District

RECLAMATION PROFILE

26 Dr. Jade Soddell, Acting Chief, Program and Emergency Management Office

MEDIA

30 Enhancing Public Relations for

Irrigation Districts: A Conversation With Keith Yaskin of The Flip Side Communications

PATRIOT

36 The Combat Soldiers Recovery Fund: COVER PHOTO: Flooding caused by a breach in the Highline Feeder canal in a neighborhood on the west side of Kennewick, Washington, June 2016. Irrigation Leader

An Interview With Founder Garland Miller

38 Classified 3

Stepping Into the Breach:

A Conversation With Kennewick Irrigation District Manager Chuck Freeman

hen an emergency strikes, it is important to have a plan and move decisively to implement it in order to safeguard lives and property. Kennewick Irrigation District (KID) Manager Chuck Freeman and his team had to do exactly that when the district’s Highland Feeder canal breached this past June, spilling water into a residential neighborhood. Mr. Freeman sat down with Irrigation Leader’s editor-in-chief, Kris Polly, to talk about the district’s response to the breach, the aftermath, and the lessons learned for the future. Kris Polly: Please recount the events of the breach, how you learned about it, and what steps the district took. Chuck Freeman: The breach occurred on June 6 at about 8:30 p.m. I got a call from my engineering operations manager informing me of the breach. When I arrived onsite, the Kennewick Fire and Police Departments were already there. Our crews went in to start pumping because the breach occurred in a cul-de-sac that sloped downhill, with several homes at the lowest points.. The immediate challenge was pumping the water back up the hill to redirect it into the streets and into a nearby cherry orchard where it could flow into the storm drains. Nineteen homes were affected, but the damage to all but three was quickly mitigated. The foundations on the three homes that suffered the most damage were compromised. All three families were home when the breach occurred. We

put the families up in a hotel that night, and in longterm temporary housing after that. We called our insurance company that night to start the claims process. Kris Polly: Who initially called in to report the breach? Chuck Freeman: Our superintendent is a friend of one of the affected residents, who happened to be in his backyard as water began coming in under his fence. He looked over the fence and saw water coming from under his neighbor’s fence on the opposite side, where it backs up to the canal. He then noticed a hole in the canal and watched it grow from the size of a baseball to a basketball before it completely blew out. We received information in real time, as the homeowner talked to our superintendent, who in turn called it in and went out to the site. We had a construction site about 2 miles away, and the superintendent took a big front-end loader from there and plugged the breach with a bucket load of earth. Six million gallons of water had escaped by that time. The breach was plugged by the time I arrived on the site. Kris Polly: Does KID have an emergency management plan for canal breaches, and if so, how was it executed? Irrigation Leader

Chuck Freeman: We do have an emergency plan, which I authored six years ago, and we ultimately followed it. However, when I arrived on the scene, the city was in charge, so we worked with them. There were a couple of immediate challenges. Our first task was to coordinate with the power company to shut off the local transformer. It was underwater and dangerous to anyone working in the water. In addition, the affected neighborhood does not have city sewer service, so all the homes are serviced by septic tanks. As a result, sewage mixed with the water after it spilled out of the canal. We quickly contacted everyone we needed to inform. Twenty employees were working onsite until midnight, when I started sending people home. The city had a large water mover, so they did the initial pumping from the culdesac and over the hill. We picked up the water about a block and a half away and pumped it into the cherry orchard. In an afteraction review with the city, we discovered that the city had no plan in place to deal with something like this. It is working on one now.

the public, so we have launched a marketing effort, encouraging people to call if they see a burrowing animal on the canals. This information tells us where to send the state trapper to trap California ground squirrels, gophers, rabbits, and skunks, and coyotes. We have 75 miles of open-channel canals, and the trapper is catching animals all over the district. We rely on input from the public to provide us with information on burrowing animal activity, which we use to direct our trapper more efficiently. We had a good trapping plan in place, but because of the scale of the problem, we may have to bring in a second trapper. Our staff is licensed to poison burrowing rodents, while the trapper deals with beavers, rabbits, and the coyotes. Coyotes cause even more damage than the rabbits, because they dig down to get the rabbits out of their dens, which can blow out the canals.

Kris Polly: What was the cause of the breach? Chuck Freeman: KID had already been working with a trapper to deal with rodents that burrow into canal walls and weaken them, so we brought him in to assess the situation. He determined that it was a gopher that had caused the breach. The owner of the most severely damaged house recently spoke at a board meeting, reporting in frustration, â&#x20AC;&#x153;We have gophers in our yard every summer. Itâ&#x20AC;&#x2122;s a huge battle.â&#x20AC;? Unfortunately, that information about the gophers adjacent to the canal was never relayed to us at the district. We have had a lot of meetings and some articles about California ground squirrels and other burrowing animals, but nobody called about this particular area. We need to do a better job of getting our story to

Irrigation Leader

Kris Polly: What is the long-term fix to the breached section of canal? Chuck Freeman: That section of canal will be lined this winter. We completed a risk assessment as part of our sixyear capital improvement plan. We had planned to line the area where the breach occurred, but determined it to be relatively low risk compared to other areas, and thus, a lower priority for lining. Now it is the top priority. We will line about 1,800Â feet of the canal this winter with highdensity polyethylene. Kris Polly: Were there any lessons you took away from this breach that you will use as a basis to implement changes going forward? Chuck Freeman: A big lesson is about managing our insurance company. We learned that we have to be on top of them and actively manage them to get good results on our claims. The company was late showing up to the site, and when I called the broker two days after the breach to ask where they were, I was told they were on a company retreat. After they showed up, the important thing was making sure we were communicating with them very regularly. We already had monthly update calls, but since the breach, we have been talking several times per week. Some of the claims, however, are still not settled. I communicate directly with the residents to keep them updated on what is happening and do not rely on the insurance company to do so. I have also had to emphatically demand certain things from the insurance company on several occasions to get any results.

The biggest lessons are to keep everyone well informed, especially affected residents and the board of directors, and to keep pressure on the insurance company, understanding that their interests arenâ&#x20AC;&#x2122;t the same as yours. The affected customers look at the insurance company as the district. To them, there is no difference. As managers, we need to manage the insurance company closely because, like it or not, it represents the district. When the insurance company makes a mistake or isnâ&#x20AC;&#x2122;t timely in responding to your affected customers, you will hear about it on Facebook, in the local media, and during the public comment period of board meetings Kris Polly: What should every district manager know about handling an emergency like this one? Chuck Freeman: They need to have a plan in place and know it so well that they will instinctively know what to do when something happens. They need to keep their board well informed of their plans and procedures, get the insurance companies involved early on, and not make any promises to residents about what can be done for them. It is also important for districts to prevent their staff from talking to the media. We have a media plan, and staff can only speak to the media with my permission. I gave several interviews after this breach because the media would show up when I was on the streets talking to residents. Remember, it is very important to control your messaging. For more information about the breach of the Highline Feeder canal and KID's response, please contact Mr. Freeman at (509) 586-9111.

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Getting With the Safety Program at Quincy–Columbia Basin Irrigation District By Mike Miland

he Quincy–Columbia Basin Irrigation District (QCBID) delivers water to 250,380 acres in the Columbia River basin. Managing that much water infrastructure over such a vast area poses numerous potential safety hazards. QCBID has made it a top priority to improve its safety programs and procedures.

The Programs

The district has had safety programs underway for some years. Many of our laterals and ditches are considered confined spaces under today’s standards, so much of QCBID’s emphasis is on confined-space entry. QCBID has conducted extensive trenching and excavation projects and has focused on standards regarding proper slope and depth. When I came on board as safety manager, I updated our safety manual, which encompasses all our safety programs, including confined-space entry, trenching, excavation, and respiratory protection programs. I updated and revised them to comply with the Washington Administrative Code and Occupational Safety and Health Administration regulations. We are now in the process of going through the manual with each of our employees to ensure everyone is trained on all our programs. QCBID also has a confined-space rescue team and a fully equipped rescue trailer onsite. Our rescue team consists of members from each of our water master and tech services sections. Our team goes through an annual refresher training, which consists of a simulated rescue. We are also in the process of getting more confined-space and rescue equipment, to ensure that there are sufficient rescue supplies across the district.

Training

Every district should have a baseline safety manual as well as a training program that covers how to properly enter a confined space, how to properly slope back a trench, and the importance of being aware of hazards. A proper safety analysis helps get to the bottom of why people get hurt on the job. If workers have more knowledge of the hazards they are working with, they can help reduce or eliminate those hazards and ensure a safer workplace for everyone. QCBID conducts much of its training during the late fall and winter. As we work through the safety manual with everyone, we cover trenching and

Scenes from a confined space training session at Quincy– Columbia Basin Irrigation District.

excavation, the emergency action plan, and hazard communication and GHS [Globally Harmonized System of Classification and Labelling of Chemicals] programs. During the winter months, I also assist the supervisors from each section of the district with any safetyrelated questions or concerns. With so many changes in the regulations and revisions to our safety manual, there are a lot of questions. So we learn together and progress is made. Irrigation Leader

Hazard Assessment

Hazard assessment is a vital part of an effective safety program. Since I had never worked in the irrigation industry before, I was able to identify a lot of hazards in the district that had gone unseen. A fresh pair of eyes comes in handy for hazard recognition and identifying opportunities for improvement. For example, I found that our walk decks and check structures generally did not have handrails on them. Workers were walking out over a ditch with nothing to keep them from falling into the water and risking significant injury. We are now in the process of installing handrails and getting them up to code to eliminate that hazard.

Emergency Plans

Emergency action plans are another important part of a comprehensive safety system. Responding to active shooters is a big topic right now, and it was missing from QCBID’s program until recently. Phillip Ball, a safety and emergency management trainer, came to QCBID and gave a presentation on the subject. Prior to Mr. Ball’s presentation, we did not have a plan for active shooters. Now, QCBID has begun implementing training and procedures for that situation, including increasing security with cameras and gate locking systems. Our emergency plans also address cases of evacuation, fire, inclement weather, or other situations. QCBID has also developed protocols for the safety of ditch riders and others who are out on their own in remote areas of the district. Our employees all have radios in their trucks in addition to work-issued cell phones. We are also testing out cell boosters in some of more remote areas. If our employees are involved in an emergency situation on their own, we now have protocol in place that includes calling 911 and their

Irrigation Leader

supervisor, identifying their location, and getting themselves to a safe place. The district also allows its employees to carry a .22 long rifle in their trucks for varmint control. This tool could make the difference between an employee being hurt and making it out of a bad situation.

Integration Into District Operations and Culture

It is important for district managers and supervisors to lead by example when it comes to safety by supporting safety programs. If management buys in to the program, engages employees on all levels, makes changes as things evolve, and adopts new equipment and techniques as needed, it goes a long way. Safety needs to be taken seriously and should rank equally with production in terms of a district’s priorities. That is easier said than done and is a difficult task to accomplish, but if we are not progressing in safety, then we are not changing or improving the culture. Changing the standards and the mindset, holding people accountable, and training employees mitigates the need to micromanage them. Training allows managers to trust their people and the decisions they make, enabling those employees to progress and evolve to become our future leaders. Mike Miland is the Quincy–Columbia Basin Irrigation District’s industrial hygiene and safety manager. You can reach him at mmiland@qcbid.org.

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Westlands Director of Operations and Maintenance Bill Pierce (left) and Senior Field Engineer and Safety Officer Kelly Vandergon (right).

Embracing a Culture of Safety First at Westlands Water District

estlands Water District has a long tradition of ensuring the safety of its employees. The district’s first safety handbook was adopted nearly 30 years ago and has been continually updated ever since. The program has been so effective that Westlands has never experienced a work-related fatality. Westlands’ safety program begins with its comprehensive and adaptable safety handbook. Senior Field Engineer and Safety Officer Kelly Vandergon noted that Westlands’ safety handbook was first adopted in 1989. The handbook contains the district’s injury and illness prevention plan and highlights all the various responsibilities, training, and policies. Mr. Vandergon said that as technology, laws, and regulations change, Westlands constantly reevaluates its policies and procedures to make sure they meet those new standards and enacts changes with appropriate new training if necessary. “We subscribe to newsletters identifying new statutes or rules that are forthcoming, and we also coordinate with our workers’ compensation carrier to obtain regular updates. Updating the full safety handbook can be a lengthy process, so in the meantime, we publish a memo alerting employees to the change, which is addressed at the safety committee meetings. Committee members will then go back to their respective departments to inform them of the change. We do not wait until the handbook is fully updated to put an improved process into place.”

Training

Another essential component of Westlands’ safety program is training on the handbook material. Mr. Vandergon explained, “[The program] consists of around 30 overall safety training courses, 14 of which are introductory instruction covering things like ladders, personal protective equipment, welding, and office safety. Then we have 16 recurring training sessions that take place every one to four years. This advanced training addresses some of our higher-risk issues, including asbestos, confined spaces, driving machinery, first aid, CPR, and respiratory protection.” Director of Operations and Maintenance Bill Pierce noted that training courses are taught both by senior Westlands employees and outside experts, such as representatives of the California Highway Patrol, who provided a training course on vehicle safety and distracted driving after the district experienced a series of vehicle crashes. Mr. Pierce said that Westlands has invested a total of 1,300 man-hours in training and safety courses in 2015, calling it a “significant investment, and a sign of our commitment to proper safety.”

Meetings and Communication

Proper feedback and communication have also helped maintain and improve Westlands’ safety record. Mr. Pierce noted that each department holds 15-minute bimonthly “tailgate meetings” in which all members of the department Irrigation Leader

gather to discuss relevant safety issues. Those issues may be brought up for discussion by managers or other supervisors, or the meetings can be tailored to address specific problems, such as any recent accidents. In addition, Westlands uses a tailgate briefing sheet for jobs that require workers from more than one department. As Mr. Pierce explained, “The person responsible for the work order for that job is also responsible to ensure that every employee on the job, no matter if they are onsite all day or for one hour, has reviewed the briefing sheet, which covers all hazards associated with that particular job.” Westlands Safety Committee, which is made up of one employee from each department, meets every month. The committee discusses upcoming items, training, and accidents from the previous month. Both committee meetings and tailgate meetings focus on preventing near misses and recognizing people who are working safely. Committee members are responsible for briefing their respective work groups and driving home accountability and the expectation of safety.

Developing a Culture of Safety

Those meetings are one component of an effort to make everyone at Westlands prioritize safety and become part of the solution. For Mr. Vandergon, “the real key to a good program is employee buy-in. They have to really take ownership of it and realize how important it is to work safely. We can have all the rules and procedures we want, but without employee buy-in, it will not be successful.” Mr. Pierce agreed, adding that a critical step toward a safer workplace is changing the culture. “The culture used to be centered on the idea of getting the job done at all costs, but since we implemented the safety manual in 1989, we have started to change that mindset. Now the culture is such that anyone who sees something unsafe can and is encouraged to speak up or ask questions, no matter what level of worker they are. If needed, we will stop work to address a safety problem.” Mr. Vandergon believes that feedback from employees has been one of the most effective aspects of the district’s safety program. He said that constructive input from employees has helped ensure that the district’s procedures and policies are up to date and relevant to the actual work being done in the field. “We have a formal safety submission form that is available in every office, as well as forms in the safety manual itself. But we stress that the form is not the only way to submit suggestions and that employees need to bring forward any issues or concerns they see, particularly if they are on really important issues.” He also stressed that every Westlands employee is empowered to stop work if the employee believes an action is unsafe or an issue has not been properly addressed.

Irrigation Leader

Cal Fire in conjunction with the Fresno County Fire Department conducted a confined rescue training exercise for Westlands Water District employees. In the above picture, Cal Fire practiced retrieving an "injured" worker with Westlands employees assisting with the rescue.

Safety Starts at the Top

Mr. Pierce and Mr. Vandergon agree that management has an equally important role to play in a safety program. Mr. Pierce said the one key aspect of a manager’s role is thorough knowledge of the safety handbook. He explained that one of the primary functions for each department head is to know and teach the safety manual to their employees. Mr. Vandergon argued that managers and leaders also need to be flexible and receptive to change. He said, “Leaders need to understand that employees play a vital role in safety and ensure that employee feedback is properly valued. There can be a tendency for managers to just dictate what the rules are, but they are often not the ones out in the field doing the actual work on a daily basis, so being open to employee feedback is critical to understanding whether the training being provided is actually working.”

The Real Bottom Line

While Westlands’ sterling safety record has undeniably helped the district’s bottom line, that fact is not the underlying impetus for improving employee safety. Safe work environments promote employee morale, incentivize employees to continue working for Westlands, and allow employees to remain healthy and happy while doing so. Mr. Vandergon summarizes the district’s philosophy: “The most important reason we emphasize safety is not to reduce workers’ compensation costs or save the district money, but rather so that every employee can go home from work every day safe and sound to their families and loved ones. That is what it is all about. This theme is embodied in Westlands’ newly adopted safety slogan: ‘One Company, One Family, One Purpose, Safety First’.” 15

The Power of the Uniform at the Desert Water Agency

xpanding the old witticism to a contemporary setting, it is quite right to say, “There’s something about a man or a woman in uniform!” Indeed! That would be true of the men and women of the Desert Water Agency (DWA). But, it’s more—much more—than meets the eye. According to Mark Krause, DWA’s general manger, “We have always had uniforms here at DWA.” Mr. Krause has been responsible for writing the contracts for the uniforms and lining up uniform vendors. Over the years, DWA spruced up and changed the uniforms.

Uniforms Protect Employees

The uniforms serve several purposes, one of which is to protect the employee. For example, DWA’s uniforms have long sleeves and are made from lightweight fabric that will tear away if it gets caught in machinery. Uniforms also protect employees from the sun. Some of DWA’s employees wear special uniforms to protect them from arc flash. Workers who go into and open electrical panels should not be wearing a polyester shirt because if it starts to burn, the fabric will melt and stick to the body. Men and women working in situations in which clothing could catch fire wear fire-retardant uniforms that will not burn and melt. These uniforms have to be specially cleaned. Mr. Krause explains, “There are a lot of concerns. We want to make sure our employees are safe, and the only way to do that is to make sure that the uniform company maintains those uniforms and launders them. Every week, the uniform company is washing those uniforms and repairing them in case they get a little tear in them. They will stitch up the tears, and when the uniform gets worn out they will replace it so it doesn’t look shabby.” The uniform service company also takes care of utility patches and makes sure they are sewn on. DWA recognizes that its people are working out in the desert sun and takes care of employees by having the service provider care for the uniform. Mr. Krause says, “Employees are tired at the end of the day. It’s our way of ensuring that their uniforms are in great shape and that repairs are made in a timely manner.”

Uniforms Can Instill Customer Confidence

DWA understands that how the uniforms are projected to the public is important, too. The uniform can play a big role in the confidence of the customers in the utility itself. DWA wants employees to look professional and for people to feel that if the employees are taking care of their uniforms and the way they look, then they are taking care of the system. Mr. Krause explains, “People have to have confidence in the water they drink. If they see beat up uniforms and trucks, DWA will look like a rag-tag crew. Customers won’t have confidence in what we are doing.”

Irrigation Leader

DWA understands that the biggest concern of its customers is whether the water they get out of their tap is safe and reliable. That’s why DWA tries to project a professional image with everything that it does, including traffic control, their trucks, their people, and their uniforms. In short, Mr. Krause beams, “DWA takes special care of every little thing that we put out there for the public to see. “

DWA Provides the Uniforms and Their Upkeep

DWA pays for the full cost of the uniforms and their upkeep. Employees have on hand two full weeks of uniforms. The uniform company comes in on Friday and picks up a week’s worth of uniforms and drops off the next set. This two-week supply means there is a backup system. Each pair of pants and each shirt are especially tailored for the individual wearing the uniform. DWA employees are all measured for their uniforms; it is not a one-size-fits-all model, and neither is DWA. Mr. Krause says, “I would advocate for the uniform program. It’s been great for DWA and it’s well worth the money. Our employees are happy with it, too. We provide them with something that looks good and protects them. And, it’s a great way for our customers to identify our employees and see their utility brand out in the community. It’s also an important part of our outreach and communications program. We are there for our employees and our customers, and the uniform signals the effort and pride in what we do.”

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Elephant Butte Dam turned 100 years old in 2016. This photo was taken from the downstream side of the dam, where the Reclamation Office and Powerplant are located. Photo courtesy of the U.S. Bureau of Reclamation.

Elephant Butte Dam Turns 100 By Mary Carlson

n 1916, New Mexico newspapers described the completion and dedication of Elephant Butte Dam as an event of “world-wide importance in the irrigation field.” One hundred years later, the effect the dam has had on southern New Mexico, west Texas, and Mexico continues to be an accomplishment to be celebrated. The Bureau of Reclamation was joined by the Elephant Butte Irrigation District and El Paso County Water Improvement District No. 1 to host a ceremony on October 19, 2016, marking the centennial of Elephant Butte Dam. Standing 301 feet high and 1,674 feet long and containing 618,785 cubic yards of concrete, it was touted as the largest dam in the United States and the second largest in the world at the time of its completion. “Looking at the photo displays around the area today, I can’t help but recognize the enormous achievement of the people who built this dam,” Bureau of Reclamation Deputy Commissioner David Palumbo said during the ceremony. “And I wonder if they had any inkling of an idea of the tremendous resource their work would provide to this area 100 years later.” Before the dam could be constructed, 12 miles of railroad tracks had to be constructed to connect the dam site area to the Santa Fe Railroad. This allowed for the delivery of supplies and ultimately visitors to the construction site. A 1914 issue of the Rio Grande Republican reported that 20 miles of roadway, 21 miles of telephone line, and 7.5 miles of power and light line also were built for the project. A small town to house and feed the hundreds of workers who built the dam also had

A view of the Rio Grande, November 1913. Photo courtesy of the U.S. Bureau of Reclamation.

to be constructed. Towers on both sides of the dam were constructed to support cable lines capable of carrying a tremendous amount of weight to aid crews in the construction process. Deputy Commissioner Palumbo recognized the contribution of the water supply and flood protection provided by Elephant Butte Dam to the robust agricultural economies of southern New Mexico and west Texas. Palumbo and a representative from the International Boundary and Water Commission emphasized the important role Elephant Butte has played in supporting a treaty with Mexico. The 1906 convention between the United States and Mexico stated that after the completion of the proposed storage dam near Engle, New Mexico, the United States would provide 60,000 acre-feet of water to Mexico, Irrigation Leader

Bureau of Reclamation Deputy Commissioner David Palumbo speaks during the Elephant Butte Centennial Celebration on October 19, 2016. This date was chosen because the dam's original dedication ceremony was held on October 19, 1916. Photo courtesy of the U.S. Bureau of Reclamation.

thus making Elephant Butte Dam central to solving an international dispute. The Rio Grande Project extends from the top of Elephant Butte Reservoir to 40 miles southeast of El Paso, Texas. It includes Elephant Butte and Caballo Dams, 6 diversion dams, 141 miles of canals, 462 miles of laterals, 457 miles of drains, and a 27,945-kilowatt hydroelectric power plant. The power plant only produces power during the irrigation season when water is being released for irrigation. Elephant Butte Irrigation District board member Robert Faubion shared an advertisement, which was one of a series that ran nationally in the early 1900s. It was also one of the factors that led his grandparents to move from central to west Texas, and then ultimately to southern New Mexico. Wanted: Desirable men and women with farm experience and funds to settle and develop the lands in the valleys under the Rio Grande Irrigation Project from below Fabens, Texas to Elephant Butte Dam, north of Las Cruces, New Mexico. Faubion, who now primarily farms alfalfa north of Las Cruces, says the effect the construction of this dam had on southern New Mexico and west Texas is practically “incalculable.” Some 20,000 to 40,000 acres were irrigated through various ditch companies in southern New Mexico before Elephant Butte Dam was built. Today, the Elephant Butte Irrigation District comprises more than 90,000 acres of irrigable lands. Irrigation Leader

The more-certain supply of water and the protection of a dam from severe flooding were likely very appealing to farmers who ultimately settled in the area, according to Faubion and Jesus Reyes, manager of the El Paso County Water Improvement District No. 1. “The El Paso area was a farming area going back to the 1600s. During that time, of course, there was no dam, and during the spring runoff, the river water would rush down and flood some of the farming area and cause problems for those trying to cultivate crops,” Reyes said. “Control of the Rio Grande and controlled releases assured people that we would have water throughout the irrigation season, instead of just when the snowmelt would come,” Reyes said. Reyes also is a third-generation farmer. He runs a small pecan orchard in the upper El Paso Valley. Reyes says the El Paso area has become well known for its production of pima cotton in recent years, and it is seeing increasingly more acreage going to pecan farming. The El Paso County Water Improvement District No. 1 now accounts for delivery of water to approximately 69,010 acres of land. During the irrigation season, the Rio Grande Project also provides 50 percent of the potable water used by the citizens of El Paso County. New Mexico Governor Susana Martinez was also among those who celebrated Elephant Butte Dam’s centennial, touting the economic effect that the dam has had on agriculture in southern New Mexico. She explained that Doña Ana County in southern New Mexico leads the nation in pecan production and is the home to one of the largest pecan orchards in the world. She also recognized the recreational benefit Elephant Butte Reservoir has provided to New Mexico and Texas over the years. Elephant Butte Lake State Park is the largest state park in New Mexico and often sees more than 100,000 visitors during holiday weekends. Deputy Commissioner Palumbo concluded the event by addressing the effects of Elephant Butte Dam on the ongoing drought. “Through almost a decade of extreme drought, it [Elephant Butte Dam] has supplied water to New Mexico, Texas, and Mexico,” the deputy commissioner said. “We have seen highs and lows at Elephant Butte during its 100-year history: from the record lows of the 1950s to a full and spilling reservoir in the 1980s. It has met its mission well during these past 100 years, and I’m confident it will continue providing a stable water supply for the Rincon, Mesilla, and El Paso Valleys well into the future.” Mary Carlson is in the public affairs office at the U.S. Bureau of Reclamation’s Albuquerque Area Office. You can reach her at mcarlson@usbr.gov. 21

Fighting Terrestrial Weeds Smarter and Harder

in the Madera Irrigation District

adera Irrigation District is made up of 139,665 total acres, including approximately 300 miles of open canals and 150 miles of pipelines. One of the challenges to maintaining these facilities is the growth of annual broadleaf aquatic weeds and grasses in the district’s canals during the part of the year they are dewatered. In the spring, when Madera returns water to its irrigation system, these annual weeds can clog or block canals and pipelines, preventing water from reaching the fields where it is needed. Effectively eliminating these weeds has been a priority for General Manager Charles Contreras since he began working for Madera over a year ago. Mr. Contreras said the district has focused on establishing a residual weed control program for the off-season when there is no water running through the canals. “During that time, we apply a series of herbicides that control the weeds in the canals, as well as the outside banks and roadways. The goal is to control the weeds when their seeds are still in the soil, thus preventing them from growing into mature weeds above ground. This is much more effective than trying to mechanically or chemically remove the weeds after they have grown and are blocking the passage of water through the canals,” he said. One company making innovative weed control products is Alligare. Tony Marlow, Alligare’s regional irrigation specialist, said there had been a long-standing business relationship between the company and the district, but that their relationship expanded when Madera became involved in efforts to help Alligare support a special-localneed registration for the herbicide Payload, which has the active ingredient Flumioxazin, so it could be labeled for use in dewatered canals. Mr. Marlow said that Madera participated in some of the initial testing and provided critical efficacy data to show that Payload could work

effectively in dewatered canals, and that testing helped Alligare get the permit for the labeling requirements in California. He also noted that Payload is one the very few herbicides currently labeled for this specific dewatered canal use. Madera uses a combination of herbicide products to treat weeds on the canal banks and roadways, including Payload, and a tank mix of Gallery and Dimension (with active ingredients Isoxaben and Dithiopyr). Mr. Contreras noted that the district prefers these products because they are safer for crops and other nonweed vegetation than other alternatives. “Each area has different types vegetation and soil compositions, and we have to adjust which herbicides we use accordingly. We vary the chemicals by the vegetation of specific areas across the district. In sensitive areas, we use Dimension and Gallery together, but in less-sensitive areas, such as in roadways, we can use Dimension and Milestone,” he said. Qualified applicators apply the herbicides with two spray trucks, and they spend every day of the irrigation off-season treating canals and canal access roads across the district. One of the limitations of this approach is that the right amount of rainfall is need after the chemicals are applied to help them soak into the soil and take full effect. Mr. Contreras explained that the compounds will not work as effectively without enough rain afterward, so it is a constant struggle to properly time the application of the herbicides. “It is important to have rain after the preemergence chemicals are applied; otherwise, the herbicides will literally blow away in the wind after some time without enough water in the soil. We wait until we believe we are about to receive rainfall, and then we will apply some combination of Dimension, Gallery, and Payload. While this does force us to schedule our herbicide

A road and ditch before treatment with Payload (left) remained weed free approximately 90 days after treatment (right). Note: Photos are of same stretch of ditch take n from opposite directions.

Irrigation Leader

application around Mother Nature, it is still the most effective means we have of killing the weeds,” he said. When Mr. Contreras joined Madera, he sat down with Alligare to discuss what kinds of herbicide applications would work best for the district. From that discussion came a plan not only to modify the how much herbicide was applied, but also to monitor and track our progress over the coming year to have the maximum effect on the weeds. For example, in the past Madera had used approximately 16 ounces per acre of Isoxaben, but, as Mr. Contreras said, “We found that it was not killing some of the species of weeds we wanted to eliminate. So we increased our concentration to 24 ounces per acre for this year, and we are going to track how effective this change will be.” Madera is now using a geographic information system map to plot out which products are used on different parts of the canal system throughout the district. This will allow Madera to track how well the chemicals have worked, particularly in the areas where the district used Dimension and Gallery together or any other chemicals. Mr. Contreras said the goal is to “monitor how successful we were in killing and preventing growth of weeds, and judge how effective increasing our concentration has been. We have never done this kind of mapping and tracking before, but it will give us a better grip on the greater picture of how the products have been working. The operators of our spray trucks anecdotally believe that using Dimension, Gallery, and Payload in recent years has been generally successful, but the mapping and tracking will help us to more accurately determine what is working and what is not.”

Madera spray applicator truck used for treating canals and roads.

Mr. Contreras indicated that this year will be a big test for Madera, and the results of the monitoring and tracking at the end of the year will speak for themselves. “If we find good results, we will continue with the same application plan, but if not, we will adjust accordingly. Our monitoring and tracking plan will also allow us to better understand how the various soil and vegetation combinations across our district respond to specific herbicide treatments so we can vary the chemicals used to achieve the best results. This approach will help us to effectively eliminate the weeds, provide proper protection of sensitive areas, and ensure we are getting a good value for our herbicide dollars,” he said. Mr. Contreras indicated that Madera is optimistic about the direction of its weed control program. He said that the district’s coordination with Alligare, the adaptive use of the company’s products to suit specific area needs, and Madera’s new monitoring and tracking program should ensure cleaner pipelines and canals that are more free of weeds while maintaining safety and efficiency for the district and its water users. Mr. Contreras said that as time goes on, “we hope to continue to achieve this goal by fighting the weeds smarter as well as harder.”

Two sections of the same Madera ditch 98 days after Payload application. The section on the left was treated and the section on the right was not.

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R E C L A M A T I O N

P R O F I L E:

Dr. Jade Soddell, Acting Chief, Program and Emergency Management Office

he Bureau of Reclamation has been at the forefront of emergency preparedness, and Dr. Jade Soddell helps dam operators and irrigation districts prepare for the worst. With her PhD in meteorology in hand, Dr. Soddell moved to the United States from Australia in 2004. She was a local emergency manager in Hood River County, Oregon, and an emergency exercise consultant, before joining Reclamation in March 2010. She has been in Reclamation’s Program and Emergency Management Office since March 2013. Dr. Soddell recently sat down with Irrigation Leader’s senior writer, John Crotty, to discuss how Reclamation established emergency action plans (EAPs) for dam emergencies; how the agency coordinates with federal, state, local, and irrigation district stakeholders; and the importance of coordination and preparing for an emergency ahead of time.

John Crotty: Do inundation maps reflect the possibility of different levels of flooding?

John Crotty: When did Reclamation begin developing EAPs for the region and area offices and why?

John Crotty: Is it the responsibility of the area offices for each dam or site under their jurisdiction to prepare those plans?

Jade Soddell: Before we had emergency action plans, they were called emergency preparedness plans. We started developing them after the executive order that was issued after the Teton Dam failure in 1976 and the passage of the Reclamation Safety of Dams Act in 1978. There was a high level of importance instilled upon everyone within Reclamation about the need to do emergency preparation. Although we started developing emergency preparedness plans back in 1979, it wasn’t until 1995 that Reclamation actually developed policy and its EAP requirements, which included specific information and training requirements. The planning around that time involved Reclamation stakeholders, including the public safety agencies—the ones responsible for the warning and evacuation—and operating partners, for example, irrigation districts. John Crotty: What are the main components of an EAP? Jade Soddell: While each EAP is site specific, it must include elements from the FEMA 64, Federal Guidelines for Dam Safety: Emergency Action Planning for Dam Owners. It must have a response process: steps that must be taken to ensure that all hazard types are addressed in the interest of protecting the dams and notifying populations at risk. It must include a notification process, which, if you have an incident at a dam, identifies who to contact and in what order to make sure the information gets out as quickly as possible to the right people. EAPs address the responsibility of the individuals involved with an EAP activation. They also include things like preparedness activities, inundation maps, and other reference materials and specific information related to the specific dam. 26

Jade Soddell: Current inundation mapping is typically risk based and depends on the potential failure modes relating to the dam; depending on these modes, multiple scenarios may be developed. In terms of emergency management needs, inundation maps relate to “sunny-day failures,” dam failure when there is a full reservoir, or the potential development of maximum spillway or operational releases.

Jade Soddell: It can be different depending on the Reclamation region. We have some regional EAP coordinators that actually write and update all the EAPs within their region, but they always include individuals from the area offices, the irrigation district, and the emergency management agencies in that process. Other regions have an EAP coordinator in the area office that is responsible for writing and updating the plan. John Crotty: What is the typical employee planning and training regimen under an EAP for an area office each year? Jade Soddell: We have requirements for annual training. We expect everyone to do an annual EAP orientation seminar, which should include the stakeholders and those with roles and responsibilities in the EAP, to review and update the plans. The seminar should also cover the most important components of the EAP. There is also an annual communications drill to test equipment and make sure personnel are able to communicate with the right people in an emergency. We also offer Dam Operator Training, which is required every four years, and EAP tabletop and functional exercises that are required at least once every four years on an alternating basis. John Crotty: What happens during an exercise? Jade Soddell: It depends on how complex it is. During a tabletop exercise, all exercise play occurs at one location, and all discussion occurs around a common scenario. This format generates effective discussion-based lessons learned, which are captured in an after-action report. Functional exercises are Irrigation Leader

more complex and often include actual communications to remote locations, for example, an employee’s duty location. Those may test the system in a real-world environment to see how it responds to operational conditions. Both exercise types are effective at testing EAP capabilities. John Crotty: What are some examples of successful responses to emergencies attributable to the development of Reclamation’s emergency management program? Jade Soddell: One would be the Choke Canyon Dam, which is near Corpus Christi, Texas. They had several surcharge incidents during the 2000s. These incidents were not a problem with the dam itself, but rather an issue of passing high flows. The EAP was activated by the area office during each incident, and it proved to be an effective tool. The notification charts were used for communicating between several agencies. Additionally, the EAP response level system provided a framework for ensuring that notifications were being made in a timely and consistent manner. The expected action tables were effective and beneficial in providing a consistent response. The inundation maps were also extremely valuable to the downstream agencies for warning and evacuation purposes. John Crotty: Do the EAPs require some sort of afteraction analysis to see what went right and what went wrong during an exercise or actual emergency? Jade Soddell: Yes; in fact, we require it for both exercises and actual incidents. There is a briefing after the incident that is attended by those who had some significant responsibility during the EAP activation. Everyone is debriefed on what happened, and then an after-action report is written to identify what went right, what went wrong, and what we learned from it and to make recommendations for future incidents. John Crotty: How has Reclamation worked with irrigation districts to facilitate the development of EAPs at the district level? Jade Soddell: That process actually involves more than just the irrigation districts. Public safety agencies and emergency management agencies are also involved in those efforts. But Reclamation conducts an annual review of standing operating procedures as well as an EAP review. The agencies work with Reclamation during those times to identify things in the standard operating procedures or the EAP that need to be updated. Districts also have the opportunity to participate in dam operator training as well. This helps districts ask questions to understand what their role is. Irrigation Leader

An emergency action plan tabletop exercise for the lower Colorado River in Bullhead City, Arizona, in 2014. Photo courtesy of Alex Stephens, U.S. Bureau of Reclamation.

John Crotty: What should every irrigation district manager know about emergency preparation? Jade Soddell: Understanding their roles and responsibilities under the EAP is very important. If they do not know what the expectations are, I would encourage them to reach out and start asking questions of us at Reclamation. They should also be aware of the role and authority of Reclamation versus those of the district and local emergency agencies; there are differing jurisdictional and contractual authorities regarding dam safety–related decisions and warning and evacuation responsibilities. We cannot step beyond our authority, and neither can the irrigation districts. Unless on federal land, the only people with authority to order an evacuation are the local jurisdictions. Districts also need an internal protocol for the management of, and collaboration between, personnel and resources under the district’s control. John Crotty: Is there anything else you would like our readers to know about emergency preparation and coordination? Jade Soddell: One important point is that coordination and thorough planning between districts, local authorities, and Reclamation needs to happen and be taken seriously during preparatory times, so that everyone can function effectively during an emergency. During the middle of a situation is not the time to realize there is no effective plan, or that the plan has severe flaws. Typically, preparedness is not at the forefront of our minds unless something has happened in recent history. In emergency management, however, it is our desire to plan ahead and be prepared to save lives and protect our infrastructure. Stakeholders coming together ahead of time is very important. Our annual planning activities provide that opportunity, and that is why they are so critical. 27

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Media

Enhancing Public Relations for Irrigation Districts:

A Conversation With Keith Yaskin of The Flip Side Communications

ne of the many challenges faced by water and irrigation organizations is dealing with the media and the public. Many in the industry have a difficult time explaining the complex dynamic of irrigated water to members of the media and the public, thus putting themselves at a disadvantage. One man who is working to change that is Keith Yaskin. Mr. Yaskin is the president of The Flip Side Communications LLC, which provides video production, public relations, employee communications, and media training. Mr. Yaskin spent 17 years as a television reporter, mostly as an investigative journalist, winning three Emmys and three first place Associated Press Awards, and he was once named Arizona’s television reporter of the year. Irrigation Leader’s editor-in-chief, Kris Polly, spoke with Mr. Yaskin about how his company came to be, the challenges water organizations face when dealing with the media, and how his company is helping water entities tell their stories more effectively. Kris Polly: Please tell our readers about your company. Keith Yaskin: The company is called The Flip Side Communications. The principals are myself and my business partner and wife, Loren Yaskin. Our company offers video production, public relations including social media, employee communications, and media training. Our story is that Loren by chance happened to see me on television one night when I was a television reporter. She recognized me as someone she knew from college; we attended the same school, Northwestern University, right outside of Chicago. We had lunch, got married, had children, and eventually both left our corporate jobs to start our own company. Kris Polly: How did your experience in journalism and your wife’s in communications help shape your company?

The Flip Side shoots video of a customer's backyard for the Roosevelt Water Conservation District in Gilbert, Arizona.

Keith Yaskin: Well, my background is mostly in broadcast journalism. I was a television reporter for roughly 17 years. The majority of that time, I worked on investigative stories or projects that had a longer format when we could go more in-depth into issues on television and tackle stories with more substance. My wife’s background is in public relations and employee communications. She worked at Edelman Public Relations, one of if not the largest public relations firms in the world. She also worked at Vanguard and was an employee communications manager at the corporate headquarters of PetSmart here in Phoenix. That’s one of the main reasons we came up with our company name, The Flip Side, because on one hand I have the experience in journalism sharing stories through video and media, and she has a lot of experience on the flip side with employee communications and helping tell those same stories from the inside of an organization out toward the public. Kris Polly: What is your experience working with irrigation districts and the water industry? Keith Yaskin: We have put together several videos for an irrigation district. That particular district felt that one of its challenges was the fact that its district was quickly Irrigation Leader

company and its competitors. It can also help districts grab some of the attention that they feel water issues need in our society today. I think a lot of organizations, especially in the water industry, don’t understand how interesting their story is and how important a role they can play in educating the public. Many people in the industry assume that water isn’t sexy to the media, but on a regular basis, we see both national and local media discuss the importance of water resources. Unfortunately, we see a lot of districts and organizations miss opportunities to step forward with an expert opinion that can contribute some fresh new angle that the public hasn’t thought about to help the public better understand the present and future situation of water. A lot of organizations have an opportunity that they are missing at this time.

Loren and Keith Yaskin.

urbanizing, and they had a significant amount of customers who did not fully understand irrigated water. So the district decided to make an investment in putting together, shooting, and editing several videos so customers can go to the district’s website and immediately get a quick understanding of irrigated water and what it is all about. We have also provided media training for districts that were interested in sharing their knowledge and stories with the public more frequently or who wanted to be better prepared for handling difficult questions when dealing with the media. We gave them tips and techniques on how to effectively share their key messages with customers, media, legislators, community leaders, and even their own board of directors. We would put them through simulated interviews and then play back those interviews on a monitor so they could learn from them. Finally, we have spoken on four occasions at water-related conferences in Flagstaff, Phoenix, and Milwaukee, in which we discussed everything from effectively telling your story through video, to public relations, to how to properly prepare for a crisis when one comes knocking on your district’s door. Kris Polly: What kind of benefits can public relations services provide for irrigation districts? Keith Yaskin: It can be very wide-ranging, and part of that answer depends on the goals you’re trying to achieve. But, in general terms, we believe that it builds an organization’s creditability and visibility. It puts them in a position where they can share their expertise not only with the media, but with the public in general. But because so few organizations, especially in the water industry, do public relations or don’t do it very well, it is an easy and effective way to begin helping create that separation between a Irrigation Leader

Kris Polly: What are the biggest mistakes organizations make when handling media attention in a crisis? Keith Yaskin: The biggest mistake organizations make when it comes to handling a crisis is not preparing for a crisis ahead of time. We unfortunately see many organizations either contact us or attempt to prepare for a crisis when that crisis is already at their front door, when that reporter is already holding on the phone or is at the front door in the lobby waiting to talk to somebody. It’s the equivalent of a head football coach going to a game with no strategy or game plan prior to kickoff. You have to prepare now for potential problems in the future. Kris Polly: You will be attending our operations and management workshop in Phoenix on February 1-2. What are your plans for the program? Keith Yaskin: This is going to be the most interactive presentation that we’ve done yet. It’s going to be less of a PowerPoint presentation and more of a hands-on activity where everyone will be involved. We’re going to select a couple of volunteers from the audience, place them in front of a professional video camera under professional lighting wearing the microphone, and we’re going to do simulated interviews and ask them some difficult questions they may face now or some time in the future about water and their industry. The point of this is not to belittle anyone or make fun of anyone, but to better learn how to answer these questions and to turn a crisis into an educational opportunity. After we conduct these simulated interviews, we’re going to watch them on a big screen, see what went well and what improvements can be made. The audience members and those on stage are going to be able to learn from each other. We will also show some videos showing both good and bad examples of how people handle the media. 31

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Patriot

The Combat Soldiers Recovery Fund: An Interview With Founder Garland Miller

arland Miller is the president of Schoolfield & Associates, a bookkeeping service, in Chevy Chase, Maryland. She also runs a nonprofit organization she created called the Combat Soldiers Recovery Fund. Founded in 2006, the fund gives 100 percent of the donations it collects to wounded soldiers—no money is used for overhead. The purpose is to provide financial aid to American soldiers, sailors, and marines recovering from severe wounds received in the service of our nation and to let them know they are thought of and cared for. For more information on the Combat Soldiers Recovery Fund, or to find out how to support this cause, please go to www.combatsoldiersrecoveryfund.org. Kris Polly: Please tell us about the Combat Soldiers Recovery Fund. When it was started and what its purpose is? Garland Miller: It was started in 2006. The purpose is a pretty simple one, Kris: to give $300 to anybody who has been wounded. Kris Polly: What caused you to create this fund? Garland Miller: Back when September 11, 2001, happened, I gave money to the Red Cross. Then I found out that all the money was going to overhead. So I swore I would never give any more money unless I knew it was going directly to the individual. Then, in 2004 a friend of mine was working at the Red Cross, and I asked her if I could give $500 to somebody who was wounded. She said, “No, give $100 to 5 people.” I said, “$100 isn’t very much.” She replied, “But it is. I’ll give you the names if you write the checks.” So I started writing checks to individuals in need, and I received these wonderful letters thanking me for $100. And since

I have a bookkeeping service, I knew how to keep the books for nonprofits. So I thought, “Why don’t I start a nonprofit?” and see what happens—maybe I can give $25,000. To date, we’ve given close to $800,000 to the wounded. Kris Polly: And all that money has been given out in $300 increments? Garland Miller: Yes. We can’t give more than $350—the military service doesn’t allow it—but I believe I am the only one in the United States who gives wounded warriors money. Everyone else gives them things they need or builds them a house or something like that. But I am the one who gives out money so they can do whatever they want to do with it. I wanted to make it easy. I wanted to empower them, and it had to be easy for me since I do the bookkeeping. This is the easy way to go, and they are just thrilled to get $300. Some of them have used it to bring a loved one on an airplane to come and visit them at Walter Reed and go out to dinner, but most of the time, it’s used to pay bills. Kris Polly: Well, what a great thing. And what a tremendous amount of money you’ve raised. Garland Miller: Yes, this has all been a grassroots operation, and every person who has helped me has done it through volunteering. I went to one of my clients who is a graphic designer, and she developed the logo for free. And I went to a lawyer and asked him to do the 501(c)(3) status, and he did that for free. And he did such a good job, we did the 501(c)(3) status in three or four weeks. Kris Polly: That’s very impressive. And of course you have a website.

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Garland Miller: I do: www.combatsoldiersrecoveryfund. org or www.csrf.us. It gives you a history of everything we’ve done, pictures of the wounded we’ve given money to, and our purpose. Kris Polly: How many veterans have you helped? Garland Miller: Probably 2,550. But the thing is, Kris, there were 50,000 wounded just in the Afghan and Iraq war. So I haven’t even touched on all the people I could help. Kris Polly: Were all the people that you helped in Walter Reed hospital? Garland Miller: They were in Walter Reed, and some of them are in Fort Belvoir. Some of them get my name through the website, or they have seen ads that have been run by Comcast on television, and they get my name that way. Kris Polly: Yes, I’ve seen the ad on television during the Nationals’ baseball game. Garland Miller: And that is all for free. Comcast has done that all for free.

Kris Polly: Hopefully many others will see this interview and the ad and will not only contribute funds, but also consider running the ad in their respective publications as well. Garland Miller: That would be great. Kris Polly: What would you like everyone to know about your foundation? Garland Miller: Sometimes the wounded feel like they’re forgotten. I want the wounded to know they are not forgotten. They go back to their homes, and they are mangled—they might even be a triple amputee, and nobody seems to care. I want them to know that we still care. That’s really important to me. Kris Polly: That is a great message. Garland Miller: Thank you, Kris, I appreciate everything you’ve done. Kris Polly: You bet, Garland, thank you.

Kris Polly: Well, that’s very impressive. Garland Miller: F.H. Furr Heating & Air Conditioning has held some fundraisers for us, and Urban Country furniture store fundraises for us; everybody in the community seems to want to help. That is why Comcast got involved. Kris Polly: So everyone involved is a volunteer, and every dollar goes to help the wounded? Garland Miller: Yes. I pay for any newsletters, mailings, any out-of-pocket expenses, and since I have a bookkeeping service, we have all the things we need here. If we want to do a newsletter, a friend of mine will write the newsletter and then I’ll take it over to be printed and pay for that myself.

WHEN JOEY RETURNED FROM SERVICE IN AFGHANISTAN AND IRAQ, IT WAS OUR TURN TO SERVE HIM. The Combat Soldiers Recovery Fund gives 100% of every donation it receives to service families like Joey’s and to many more heroes that have served our country. Every dollar makes a difference; will you help thank those who have answered the call?

Kris Polly: We are very happy to advertise for you about your very worthy cause. Garland Miller: You’ve been great. We’re at a catch-22 in terms of getting exposure. No overhead is good because it all goes to the wounded, but I can’t get our name out as easily without an advertising department. The only way I can is through people like you who will put the ad in the magazine and let me tell people about this little foundation. Irrigation Leader

THEY GAVE 100% so WE GIVE 100% combatsoldiersrecoveryfund.org

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FARMERS IRRIGATION DISTRICT

has an opening for a Division Supervisor position with a crew of 6. Seeking qualified applicant with experience in canal & lateral irrigation operation and maintenance, water measurements, construction & pipeline installation, record keeping, heavy equipment operation, communication, motivational and delegation skills. Must have a clean driving record and pass a drug test. Must live in Bayard, Western Nebraska area, a community with a population of about 1300, and is approximately 20 miles from the twin cities of Scottsbluff/Gering Nebraska. Generous benefit package, salary commensurate with experience. Farmers Irrigation is a district servicing approximately 55,000 acres along a 75 mile canal system with three divisions, each with a shop location, supervisor, and 5-7 employees, with headquarters in Scottsbluff. Submit letter and resume to Farmers Irrigation District 1505 2nd Avenue Scottsbluff, NE 69361 fax to 308-632-5085 or email to farmersid@embarqmail.com For further information, please call 308-632-4921 Application deadline Jan. 31, 2017.

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5TH ANNUAL IRRIGATION LEADER OPERATIONS AND MANAGEMENT WORKSHOP Sponsored by Irrigation Leader Magazine

February 1–2, 2017 • Phoenix, Arizona IRRIGATION LEADER magazine is sponsoring the 5th annual Operations and Management Workshop with a theme of Emergency Management Plans. The purpose of the workshop is to provide an opportunity for general managers and directors of irrigation districts and water agencies to discuss ideas and exchange information on a variety of district operational and management-related issues, to build out-of-state working relationships, and to learn from their peers. The issues and topics have been selected by general managers and board directors and pertain directly to the management and improvement of irrigation districts and water agencies.

WEDNESDAY, FEBRUARY 1 8:00 a.m. 8:30 a.m. 10:00 a.m. 10:30 a.m. 12:00 p.m. 1:00 p.m. 2:00 p.m. 3:00 p.m. 3:30 p.m. 4:30 p.m. 5:30 p.m.

Physical Training by Quincy Columbia Basin Irrigation District Creating Emergency Management Plans for Irrigation Districts and Water Agencies Networking Break Using Social Media in Emergencies Lunch on Your Own How to Verbally De-escalate Situations Identifying and Resolving Staff Problems Ice Cream Sundae Break Board Members’ Role in Emergencies Innovative Managers Reception

THURSDAY, FEBRUARY 2 8:00 a.m. 8:30 a.m. 10:00 a.m. 10:30 a.m. 12:00 p.m. 1:30 p.m. 3:00 p.m. 3:30 p.m. 4:30 p.m. 5:30 p.m.

Physical Training by Quincy Columbia Basin Irrigation District Saving Lives and Money With Safety Programs Networking Break Planning for a Canal Break: Lessons Learned Sponsored Lunch Australia Irrigation Education Tour and Exchange Program Networking Break Innovative Technologies Open Forum Reception New Zealand Irrigation Education Tour (February 18–25, 2017) Door Prize Sponsored by Irrigation Leader Magazine

ONLINE REGISTRATION: You can register for the Operations and Management Workshop at www.WaterStrategies.com. Please complete and submit the online form as soon as possible, as space will be limited. Should you have a particular topic you would like discussed during the open forum at the meeting, please add it to the registration form in the space provided. Should you have other ideas for the workshop, please share those as well. Updates to the agenda will be provided as registrations are received.

HOTEL RESERVATIONS: We have reserved a block of rooms at the Crowne Plaza Phoenix Airport Hotel, located at 4300 East

Washington Street, Phoenix, Arizona 85034. The rate is $139.00 single or double occupancy per night plus tax. Your reservation includes a complimentary full express breakfast, complimentary 24-hour airport shuttle service, complimentary wireless Internet service, and complimentary valet parking for registered guests with in-and-out privileges. To make or confirm your reservations at the special Irrigation Leader rate, please call (855) 586-8475 or 1-888-233-9527 and identify yourself with the Irrigation Leader group no later than Friday, January 6, 2017.

COMPLIMENTARY AIRPORT SHUTTLE. To request the hotel’s complimentary airport shuttle, please call 1-855-586-8475 as soon as you have retrieved your luggage. Reservations for your return to the airport can be made at the Front Desk.

QUESTIONS: Please contact Kris Polly at (703) 517-3962 or Kris.Polly@waterstrategies.com.

Thank you for your time. We hope to see you in Phoenix.

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