2020 CA Special District July-Aug by California Special Districts Association

C ALI FO R N I A

SPECIAL DISTRICTS Vo l um e 15 , I s s u e 4 • Ju l y- A u g u st 2 0 2 0

A Publication of the C alifornia Special D is tr ic ts A s s oc iation

COMMUNITY CONNECTIONS • PAGE 10

GROSSMONT HEALTHCARE DISTRICT GIVES BACK DURING PANDEMIC LESSONS FROM DISASTER RESILIENCE FOR COVID-19 page 18 Money Matters:

Payment for the New Normal PAGE 38

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DISTRICT OF DISTINCTION ACCREDITATION

TAKE YOUR DISTRICT TO THE NEXT LEVEL.

SPECIAL DISTRICT LEADERSHIP FOUNDATION

The District of Distinction Accreditation is designed as a way for districts to highlight their prudent practices important to effectively administer and govern a special district. In a time when proper fiscal management and responsibility in public agencies is paramount, it has become increasingly important to demonstrate that districts have sound fiscal management, transparency, and governance policies/practices in place. Apply today! 1112 I Street, Suite 200, Sacramento, CA 95814 • t: 916.231.2909 • www.sdlf.org Volume 15 • Issue 4

TABLE OF CONTENTS

Managers Corner:

10 Proactive Tools for Working with Your Board of Directors

Community Connections:

Grossmont Healthcare District Gives Back During Pandemic

Lessons from Disaster Resilience for COVID-19

05 CEO’s Message 06 CSDA News 08 Get to Know Your CSDA Board Members 13 You Ask, We Answer: Ongoing Public Records Requests

Legal Brief: Working Through the Pandemic: Safety Considerations for Employees Returning to Work

34 Managing Risk: COVID-19 Update 38 Money Matters: Payment for the New Normal 42

Districts Make the Difference: CSDA Launches 2020 Student Video Contest With a New Incentive for Teachers

26 Solutions & Innovations: Wastewater Could Help 44 What’s So Special: 14 Movers and Shakers Stop the Pandemic Rowland Water 16 Ask the Experts: District’s Innovative 32 Take Action: Start Early to Gain Water Refill Stations Special Districts Support for Your in Schools Reduce Partner for COVID-19 Revenue Increase Toxic Plastic Pollution Relief Funding For editorial inquiries, contact CSDA Communications Specialist Kristin Withrow, at 877.924.2732 or kristinw@csda.net.

For advertising inquiries, contact CSDA at 877.924.2732 or advertising@csda.net.

California Special Districts • July-August 2020

CEO'S MESSAGE

Districts Gaining Traction Nationally The first half of 2020 has certainly brought a widevariety of challenges with the COVID-19 pandemic. We have worked hard to focus on adjusting to the necessary changes as well as focusing on any opportunities that Neil McCormick may exist to best serve CSDA CSDA Chief Executive Officer members. With special districts being left out of COVID-19 relief funding to-date, one of the major opportunities we saw was to initiate a coordinated effort with our National Special Districts Coalition (NSDC) partners to try to better educate decision-makers at the federal level on the essential services that districts throughout the nation provide to communities on a daily basis.

...one of the major opportunities we saw was to initiate a coordinated effort with our National Special Districts Coalition (NSDC) partners to try to better educate decision-makers at the federal level

And…our efforts have started to pay off! Through coordinated virtual educational briefings with key members of the congressional delegation and their staff, we have sparked interest in and much needed support for special districts. In fact, Congressman John Garamendi worked with CSDA and our NSDC partners to introduce H.R. 7073 which would not only provide districts with access to much needed relief funding, but also place into statute, on a national level, a formal definition for special districts. Specifically, H.R. 7073 seeks to: • Allow special districts access to the Coronavirus Relief Fund. Under the bill, states would be required to allocate no less than 5 percent of future Coronavirus Relief Fund disbursements to special districts. • Permit special districts to be considered “eligible issuers” of the Federal Reserve Board’s Municipal Liquidity Facility (MLF). The Federal Reserve established the MLF as a tool to use funds provided in the CARES Act to purchase bonds and revenue anticipation notes to support states and some local governments experiencing financial stress. continued on page 6

CSDA Board and Staff Officers

Staff

JOEL BAUER, CSDM, PRESIDENT, West Side Cemetery District

NEIL MCCORMICK, Chief Executive Officer MEGAN HEMMING, Professional Development Director CASSANDRA STRAWN, Member Services Director KYLE PACKHAM, Advocacy & Public Affairs Director TODD WINSLOW, Publications Director RICK WOOD, Finance & Administration Director JENN JACOBS, Member Services Representative ELEANOR BOLING, Member Services Representative EMILY CHA, Member Services Specialist MARCUS DETWILER, Legislative Analyst DILLON GIBBONS, Senior Legislative Representative COLLEEN HALEY, Public Affairs Field Coordinator JIM HARROLD, Database & Online Communities Coordinator MUSTAFA HESSABI, Legislative Analyst-Attorney CHARLOTTE HOLIFIELD, Public Affairs Field Coordinator COLE KARR, Public Affairs Field Coordinator CHRIS NORDEN, Public Affairs Field Coordinator CHRIS PALMER, Public Affairs Field Coordinator AMBER PHELEN, Executive Assistant RACHAEL POPPINO, Professional Development Assistant ALYSSA SILHI, Legislative Representative JENNIFER SMITH, Professional Development Coordinator ERIC SPENCER, Member Services Specialist ANTHONY TANNEHILL, Legislative Representative DANE WADLÉ, Public Affairs Field Coordinator ROMAN WASKIEWICZ, Legislative Assistant JAMES WILFONG, Senior Designer KRISTIN WITHROW, Communications Specialist

RYAN CLAUSNITZER, CSDM, VICE PRESIDENT, Alameda County Mosquito Abatement District ELAINE MAGNER, SECRETARY, Pleasant Valley Recreation & Park District STANLEY CALDWELL, TREASURER, Mt. View Sanitary District VINCENT FERRANTE, PAST PRESIDENT, Moss Landing Harbor District

Members of the Board DON BARTZ, CSDM, Phelon Pinon Hills Community Services District RALPH EMERSON, Garberville Sanitary District CHAD DAVISSON, CSDM, Ironhouse Sanitary District JERRY L. GILMORE, Truckee Sanitary District PETER KAMPA, CSDM, Groveland & Copper Valley Community Services District JO MACKENZIE, Vista Irrigation District NOELLE MATTOCK, El Dorado Hills Community Services District SANDI MILLER, CSDM, Selma Cemetery District LORENZO RIOS, Clovis Veterans Memorial District KATHERINE STEWART, Vandenburg Village Community Services District FRED RYNESS, Burney Water District ARLENE SCHAFER, Costa Mesa Sanitary District

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

A proud California Special Districts Alliance partner

CSDA NEWS

Marin County Special Districts Form CSDA Chapter

On June 11, 2020 the California Special Districts Association (CSDA) Board of Directors voted formally to affiliate with the Marin County Special Districts Association (MCSDA) and welcomes the MCSDA into the larger CSDA organization. The Marin Chapter will join twenty other chapters throughout the state that have chosen to affiliate with CSDA. The story of the Marin Chapter starts many years before, though. Previous to CSDA developing local chapters, a handful of regions throughout the state took it upon themselves to meet and form a local group. Marin County is one of these areas that met but did not have the structure of a larger affiliated group. In 2003, a group of board members and general managers brought together special districts from around the county to organize a local association. The gathering was spurred by a desire to advocate for the improvement and functioning of special districts throughout Marin County and the State of California to the benefit of the public. The association went on to coordinate with CSDA to provide ethics training for members, host annual dinners and produce educational material for members on local tax allocation. Unfortunately, after a few years the

organization stopped meeting regularly and eventually dissipated. There are still members locally who served in the original chapter and aided in its resurgence. The current chapter formation effort started in 2019 was led by Las Gallinas Valley Sanitary District Board Member and Marin LAFCo Vice Chair and Commissioner Craig Murray. As one of the special district representatives on LAFCo, Craig was keenly aware that there was no special district selection committee in which to choose future representatives, the preferred process for many LAFCos. New Marin County LAFCo Executive Officer Jason Fried was invited and participated in the initial meetings to express this need and benefit of having an organized Marin County Chapter of CSDA that could host this selection and election function for all Marin County Independent Special Districts. Craig and the MCSDA Officers were also aware that counties with chapters are able to more efficiently organize special district representative member selection committees because they are already accustomed to meeting and functioning as a larger group. Therefore, Craig initially contacted CSDA for assistance with Chapter formation resources. CSDA’s Colleen Haley provided technical assistance in coordinating initial meetings, outreach, provided a Chapter Formation Guide, sample bylaws, and extended invitations to all of Marin’s 31 independent and 30 dependent special districts. Marin, like many of California’s other 58 counties, has numerous special districts and provides valued service. During the latter half of 2019 and into 2020, Craig Murray and other special district members met as a formation

committee and met to discuss the establishment of new Marin County Chapter. Several districts, including the Novato Fire Protection District, Las Gallinas Valley Sanitary District, and Tamalpais Community Services District stepped up to host and support these meetings and deserve to be acknowledged. During the course of their meetings, the committee decided there would be several benefits of forming a CSDA chapter. Along with making the LAFCo special district representative member selection more direct, the group saw value in having a forum to discuss local and state issues, network, and provide trainings and resources with fellow members, similar to the first chapter. In early 2020, the formation committee adopted bylaws, elected officers, voted and prepared requisite documents to be an affiliated chapter of CSDA. The formation committee members who did the groundwork are Heather Abrams, Bill Hansell, Shelley Redding, Craig Murray, and Lew Kious. These individuals now hold the titles of chapter president, vice president, secretary, treasurer and at-large executive committee member. Please help congratulate the members of the revised Marin County Special Districts Association for their successful chapter formation efforts! Meeting information will be included in the “Chapters and Networks” section, under the “About CSDA” section of CSDA’s website. All special districts in Marin County are invited to send a representative.

Marin County Special Districts Association

CEO’s Message continued • Define “special district”. Currently, a federal definition for “special district” does not exist. The bill would establish the term as a “political subdivision, formed pursuant to general law or special act of a State, for the purpose of performing one or more governmental or proprietary functions.’’ In addition to the above, we continue to work with other stakeholders to build momentum around recognizing the importance of special districts, what they do, and the critical services they provide. CSDA members have been amazing in starting efforts to connect with their delegation and sending in 6

letters explaining the need to support legislation like H.R. 7073! Thank you! That said, this is just the beginning of longer-term efforts as we expand our NSDC partners and important work in creating awareness. These will only be successful with the ongoing support and engagement of districts of all types throughout California. So…when called upon, please take a few minutes to Take Action and help the collective efforts to get special districts the recognition they deserve! California Special Districts • July-August 2020

Your Community. Your Services. Your District! This campaign is centered on the concept that special districts go beyond providing important services to their communities. They make a difference in the lives of their residents and help our state thrive. The goal is to bridge the gap between special districts and the essential services that millions of Californians value. The first step is to visit DistrictsMaketheDifference.org. The website features a simple-to-use toolkit filled with public awareness videos, web banners, posters, factsheets, and other materials that can be easily downloaded.

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Volume 15 â&#x20AC;˘ Issue 4

MAKE THE

DistrictsMaketheDifference.org DistrictsMaketheDifference.org

get to know

YOUR ?

CSDA Board Members

WE ASKED SOME OF OUR CURRENT BOARD MEMBERS TWO QUESTIONS:

1. Why is it important to you to serve on the CSDA Board of Directors? 2. What does CSDA mean to you?

CENTRAL NETWORK

SANDI MILLER, CSDM

JOEL BAUER, CSDM

West Side Cemetery District 1. As a member of the CSDA Board of Directors, I have an opportunity to help with solutions to the many different types of problems that special districts have to face today. 2. I believe that CSDA is a vital part of what all special districts need to properly carry out their various services and duties. CSDA provides educational opportunities, supports lobbyists on behalf of all special districts large or small, and helps the general public understand how important special districts and local government are to their well-being.

LORENZO RIOS

Clovis Veterans Memorial District

1. It is important to me to have the opportunity to share some of the unique challenges associated with memorial districts. The goal for me is to share some of the “best practices” that we have developed while at the same time learn “best practices” from others that I can take back to my district and to my local CSDA chapter. 2. CSDA means a team of professionals dedicated to developing training that enables and empowers fellow public servants to provide the very best service to our citizenry while actively advocating for greater awareness of what special districts provide our respective communities.

Selma Cemetery District 1. I felt that sitting on the board would give cemeteries more of a voice. Getting first-hand information was also very important to me. When the talk about websites first started, I jumped on it and had our site up and running long before the law went into effect. I also felt that serving and being involved in the things that affect our district was very important. You can’t complain if you’re doing nothing to help. 2. CSDA means peace of mind knowing that if I get busy at my district, they have our backs on things that could hurt or damage the operations of our district. Peace of mind that if there is a law coming that needs fighting and our district doesn’t have the funds to fight it, they are there to catch us, help us, stand up for us. It is also a go-to place for knowledge, if you’re feeling overwhelmed and don’t know where to turn, you can call and the great staff at CSDA will help you or find the right person for you to contact.

California Special Districts • July-August 2020

SOUTHERN NETWORK

DON BARTZ, CSDM

JO MACKENZIE

Phelan Pinon Hills Community Services District 1. As a former member of CSDA’s Professional Development and Membership Committees, I understand the value of CSDA and the benefit of outreach to other special districts who aren’t aware of CSDA. Since our district manages water, parks and recreation, street lighting, solid waste, and recycling, I believe I bring a unique perspective to the southern network and am an advocate for our region as I utilize my local legislative relationships for the benefit of CSDA. 2. Our district has utilized CSDA’s robust education and legislative programs to educate both directors and staff in order to establish sound governance and best practices for our services. CSDA is cited in our district’s strategic plan as a strategic partner because we understand the value of CSDA. Our district obtained the District Transparency Certificate of Excellence and is seeking to become a District of Distinction.

Vista Irrigation District 1. As a CSDA Board Member, I have a greater opportunity to network throughout the state and learn what issues impact the different types of special districts. With this knowledge, I have been able to direct them to the educational opportunities that CSDA provides, the scholarships that are available through Special District Leadership Foundation, the ValueAdded Benefits that our Business Affiliates provide, and, more importantly, connect districts with other districts with similar issues. As a board member, I can ensure that today’s programs have a solid basis for the next board to build on. 2. Quality. CSDA is now recognized as a leader in its advocacy, education, and membership benefit programs because of their quality. Today, CSDA provides high quality educational programs designed to make every district its best. These programs came about over time by a dedicated board of directors and staff working together to determine what the needs of districts were and how best to provide it. I am proud to be a part of that process. Districts are kept abreast of the ever changing governance requirements by a dedicated advocacy staff who reviews all bills for their impact on special districts. CSDA is the “go to association” for staff and board members with questions.

ARLENE SCHAFER

Costa Mesa SanitaryDistrict 1. It is important to me to serve on the board as I am in touch with so many people. It helps me to know and to understand what is going on firsthand. 2. As far as what CSDA means to me, I have been with CSDA through rough and good times. I have been there to watch it grow up. I am so proud of what it has achieved. I feel I have been part of CSDA from almost the start – even part of hiring our amazing CEO!

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VISIT CSDA’S SAMPLE DOCUMENT LIBRARY WWW.CSDA.NET - LIBRARY INCLUDES STRATEGIC PLAN EXAMPLES Volume 15 • Issue 4

COMMUNITY CONNECTIONS

Grossmont Healthcare District Gives Back During Pandemic By Barry Jantz, CEO, Grossmont Healthcare District

The Grossmont Healthcare District is protecting the healthcare safety net during the COVID-19 crisis by joining forces with Sharp Grossmont Hospital, local healthcare organizations, and local media partners in support of our most vulnerable residents. 10

California Special Districts â&#x20AC;˘ July-August 2020

As a healthcare district which leases its hospital operations to Sharp HealthCare through a public/private partnership, it has been a shared priority to respond to the immediate health care needs emerging within East San Diego County during this unprecedented public health emergency.

Supporting Our Frontline Hospital Workers

As the pandemic began to overwhelm local hospitals in April, the District Board of Directors voted to provide $5,000 for the Staff Food Pantry at Sharp Grossmont Hospital to support its healthcare workers, which was established by hospital staff for its employees to pick up essential food and supply items. Hospital and district officials both recognize that frontline healthcare workers are unable to go to the store and get items they need for their families, either because the items are gone from the shelves or the employees are exhausted by the end of grueling, long shifts. In late spring, the district also partnered with local grower Good Earth Plants to donate more than 550 indoor/ outdoor plants to frontline hospital staff during a drive-by plant giveaway. This opportunity for appreciation resulted from the coronavirus pandemic’s impact on San Diego County’s wholesale plant greenhouses, which led to tens of thousands of dollars of unsold indoor plants otherwise destined for the landfill.

Helping Nonprofits and Clinics Treat the Underserved

During the same time period, the board of directors also authorized an emergency grant program for COVID-19 relief funding in support of area community clinics. The funding allocation includes up to $25,000 for any non-profit, out-patient, direct care community healthcare provider within

Volume 15 • Issue 4

GHD to be utilized for COVID-19 relief support. Many of the area community clinics engaged with healthcare district officials to express dire need for personal protective equipment, in short supply while the clinic caregivers screen a significantly increased number of area residents during the COVID-19 crisis. In some cases, the clinics utilized the grant funds to expand telehealth capabilities, a

significant need during the pandemic. In addition to emergency funding, the district also partnered with the San Diego County Medical Society Foundation (known as Champions for Health) to create a virtual space via Zoom for more than 30 grantees to meet in late April and discuss the pandemic’s impact on client needs, and share resources with one continued on page 12

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COMMUNITY CONNECTIONS

another to better understand where there are gaps and opportunities for further education or support.

Partnering with Local Media to Share Public Resources

The district has also sponsored a popular local online publication, East County Magazine, to create and maintain a COVID-19 Local Resource Center. This online guide lists helpful resources from local, state and federal government, as well as from private and philanthropic organizations. Help includes grants, loans, stimulus funds, emergency food distributions, rides, seminars for business owners, education resources, activities to do at home, working from home tips, financial relief for renters and homeowners, relief from utility and insurance bills, resources for crime victims, mental health, abuse and addiction services

including virtual meetings, how to file for unemployment and other aid, scams to avoid, volunteer opportunities, emergency alert services, and more. One local reader said of the resource, “One less thing to worry about. I appreciate the information on where there are places for people who need food. Sometimes it comes to making a car payment and not eating or having your car repossessed. These are tough times.”

Increasing Our Health Information Library’s Online Education and Curbside Pickup Services The Grossmont Healthcare District also operates Herrick Community Health Care Library, a public resource which specializes in consumer health information and research assistance onsite and online. Although the library closed due to pandemic restrictions in

mid-March, staff has been available by phone and email to help residents. The team has also launched the library’s first blog, email list, and several other virtual education tools such as “book briefs” in subsequent weeks. The library reopened with curbside pickup service on June 30, more than three months after the library’s closure. Curbside services allow patrons to borrow from the library collection of books, DVDs, magazines, and pamphlets, all of which have a health focus. Library staff curate resources that are designed to help people of all ages and backgrounds gain more understanding of their health, especially since time spent with healthcare providers can be limited. Making the library collection accessible in this way puts health and wellness information, personal stories, and entertainment back in the community’s hands.

Representing California public agencies for over sixty years.

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California Special Districts • July-August 2020

Questions Appear in CSDA Communities

YOU ASK, WE ANSWER

Q&A

Ongoing Public Records Requests Kayla Barker, Board Secretary Mission Hills Community Services District I’m curious to know how other districts handle ongoing Public Records Requests from ratepayers and organizations. For example, we currently have an organization that submitted a Public Records Request asking the district to send them (via e-mail) a copy of our regular board meeting agenda packets each month with no end date. Would they need to file a Public Records Request every month, or am I making the right decision by emailing the packets to them each month? Any help on this would be very helpful. Thank you.

Volume 15 • Issue 4

Cynthia Allen, Administrative Services Manager Vandenberg Village Community Services District Under the Brown Act, board package requests are good for only the calendar year in which it was requested, expiring each December. “Any request for mailed copies of agendas or agenda packets shall be valid for the calendar year in which it is filed and must be renewed following January 1 of each year.” Alexandra Barnhill Jarvis Fay & Gibson, LLP There is a procedure in the Brown Act that allows any person to make a standing request for future agenda packets. See Gov. Code Section 54954.1. It basically says the request is valid for up to a year and they should be given the whole packet at the same time you post it. An important limitation, though, is that such requests are only valid for the calendar year they are made in. To renew it, they need to send a new request each new calendar year. So, at most, the request you have now is valid through the end of 2020. You can charge a fee for this service (actual costs), but I would expect some push back on that since the agenda packet is probably already available online. Also note that if, for some reason, the requester doesn’t get the info, it will not invalidate the action the agency takes in that meeting. I hope this is helpful. As always, this isn’t meant to be privileged legal advice. It is just meant to educate CSDA members on the basic scope of the municipal laws. Angela Bradford, Executive Secretary Alameda County Employee’s Retirement Association We don’t require our members to submit a California Public Records Act Request to receive copies of our public committee and/or board materials. In fact, anyone who requests a copy of our materials will receive them. All anyone needs to do is send us an email or give us a call. We add them to our distribution list to receive an email with a hyperlink to our website where our public Committee and Board materials are located. We will also provide hard copies upon request. We only remove a person from our distribution list upon his/her request or if an email bounces back to us. Hope this information is helpful. Stay healthy and safe. CSDA Disclaimer: This section is not intended to be legal advice. Members should always seek legal counsel. The information contained here is for general reference purposes only.

MOVERS & SHAKERS

MOVERS& SHAKERS At the Ventura County Special Districts Association annual meeting, Mary Otten, of the Pleasant Valley Recreation and Park District received the General Manager of the Year Award, and Chuck Huff of the Conejo Recreation and Park District received the Board of Director of the Year Award. Mission Springs Water District is pleased to announce that Board President Nancy Wright was re-elected to the Riverside Local Agency Formation Commission (LAFCo) as a special district regular member. In this crucial role, she will continue to represent the mutual interests of Riverside County’s special districts that serve their communities with water, wastewater, sanitary, cemetery, library, vector control, recreation and parks, and other services. President Wright will serve another four year term. David Church, Executive Officer of San Luis Obispo County LAFCo, retired July 24, 2020. He has been with SLO LAFCo for 19 years. The new general manager, Mike Prater, has been with David Church Mike Prater SLO LAFCo for 10 years and is incredibly competent; he really understands the special districts in our county. Over the years, Mr. Church has been so thankful for the great services provided by the special districts in San Luis Obispo County, “these agencies do not get enough recognition for the hard and excellent work they do for their communities.” CEO & Port Director Kristin Decas was named to the Pacific Coast Business Times’ Top 50 Women in Business for the 6th year in a row. Kristin was the first woman to lead both the Port of New Bedford in its more than 50-year history and the Port of Hueneme in its 83-year history. Under Kristin’s Kristin Decas leadership, the Port has achieved record-breaking cargo growth of 23%, handling over 1.6 million metric tons of cargo. 14

The Port of Huenme’s longest serving Commissioner Jess Herrera was named recipient of the 2020 Latino Leadership Award by the Pacific Coast Business Times. Commissioner Herrera has a long and dedicated record of service during the past 54 years at the Port of Hueneme as a Longshoreman. He was first elected as Port Commissioner in 1994 and has been elected Board President 7 times. Jeffrey Kightlinger, Metropolitan’s longest-serving General Manager, announced at the March 10 board meeting that he plans to step down at the end of the year. “It has been an honor and a privilege to serve Jeffrey Kightlinger as Metropolitan’s General Manager,” said Kightlinger, who has served for 14 years. “I consider myself so fortunate to have had the opportunity to work with such a talented workforce.”

Do you have movers and shakers in your districts to highlight? Send to CSDA Communications SpecialistEditor Kristin Withrow at kristinw@csda.net for consideration in this section.

California Special Districts • July-August 2020

The Fresno Metropolitan Flood Control District announces the upcoming retirement of General Manager-Secretary Alan Hofmann. Alan is retiring from the District after 41 years of dedicated public service, including six years as Alan Hofmann General Manager. He was hired as a fulltime engineer straight out of college (CSUF), worked his way up to Operations Engineer, then Design Engineer, Assistant District Engineer, and finally to General Manager. Following an open recruitment beginning in June, Alan plans to train his successor before his October 2020 retirement. The district is fortunate to have the opportunity for such a smooth and complete leadership transition. The board of directors and staff wish Alan much happiness in his hard-earned retirement. Marin Water General Manager Ben Horenstein received a National Environmental Achievement Award for Distinguished Service at the National Association of Clean Water Agencies’ (NACWA) Winter Conference. The National Environmental Achievement Awards program recognizes individuals that have made outstanding contributions to environmental protection, their communities, ratepayers, and the water sector. Horenstein was among three key water industry leaders in the nation to receive the Distinguished Service Award.

The Utica Water and Power Authority (UWPA) Board of Directors is pleased to announce that Joel Metzger has been hired as the new general manager of the UWPA. The board unanimously approved the contract at a board meeting May 26, and his first day on the job was July 13. Metzger Joel Metzger has worked as a manager at the Calaveras County Water District (CCWD) for the past six years, leading various teams, including grants, external affairs, legislative advocacy, customer service, and water use efficiency. James “Jim” Jones, a longtime advocate for safe, clean drinking water and reliable wastewater services in South Lake Tahoe, died on May 7, 2020. Jones served for 39 years on the South Tahoe Public Utility District’s Board of Directors. During his time on the board, Jones put a high priority on replacing old, aging pipes, and would bring rusty pipes to meetings to show as examples. “No one can rival Jim’s dedication to the district, both in length of service and depth of engagement on water and wastewater issues,” said John Thiel, General Manager for STPUD in a release. “Jim’s unwavering commitment to replace aging infrastructure and increase the reliability of our water and sewer systems will benefit our community for decades to come.” A resolution recognizing Director Jim Jones’ 39 years of service was adopted during South Tahoe Public Utility District’s Board Meeting on May 21, 2020.

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ASK THE EXPERTS

Start Early to Gain Support for Your Revenue Increase By Martin Rauch, President, Rauch Communication Consultants

At some point, every agency must go to its customers and ask for more money. Small, inflation-level increases may be relatively easy to pass. But if increases are larger, require votes, involve controversial issues, or occur in a recession, or other challenging circumstances, it may seem impossible to raise revenue. Despite these challenges, an early start can help you win public understanding of and support for your revenue increases. Lay the Groundwork.

Make sure you can stand proudly behind your current efficiency, effectiveness, and policies. If your district has more severe shortcomings that cannot be improved in the near term, acknowledge them and explain how you plan to fix them.

Be ready for public scrutiny. Before doing anything publicly to raise revenue, get your house in order. Are you operating efficiently? Have you trimmed waste? Do you collaborate with neighboring agencies to improve services or lower costs? Make sure you can stand proudly behind your current efficiency, effectiveness, and policies. If your district has more severe shortcomings that cannot be improved in the near term, acknowledge them and explain how you plan to fix them. Start Revenue Outreach Early. Many public agencies hesitate to provide information about proposed revenue increases until they have all the details nailed down. It is much better to start early. Allow the public to learn about the increases incrementally, to engage if they desire, and to have their questions answered. Starting early also allows the district to understand public concerns and questions sooner and respond more effectively. Focus on Risks and Benefits to Your Customers–Not the Money. The financial facts and details are not the starting point for outreach. The starting point is what customers want and need from you and how you are providing it. You may need to develop a more reliable water supply, faster emergency response times, new recreation facilities, or vector control programs for insects that carry new diseases. Make sure your public understands the challenges or problems your district faces and your solution before discussing costs. If people don’t understand the problem, they won’t understand the part of the solution that involves new revenue. Tell Your Story. People are wired to remember stories. What is your revenuerelated story? To be most effective, focus your communication around a narrative with a beginning, middle, and end. Your story must be easy to recite or understand without notes, and it must be true. Facts don’t persuade powerfully on their own. Build your outreach around stories and use your facts to support and fill in the details. This makes your case more memorable and understandable. California Special Districts • July-August 2020

Here is a paraphrase of a storyline that described how one Engage Your Customers. district was upgrading its water system and raising its rates: The district was largely built after WWII and had served Set aside enough time—months the community well for decades, but the water system was at minimum, up to a couple of years worn out and needed major upgrades and replacements. To if your program is complex and move forward the district was: controversial. Seek out public input • completing the most critical repairs immediately and questions as you go, and be • creating a long-term master plan of facility responsive to them, making clear improvement priorities what you did with the input and • developing a financial plan to identify long-term costs what changes were made or not and areas for cost savings made and why. They explained how it would take a year or more to There is, of course, much more complete their studies and set proposed rates. However, it to be considered in successfully was already clear that substantial revenue increases would earning public understanding and eventually be needed. support. The district further promised CSDA to keepJuly/August people informed as 2020 - 1/4 pg. Ad the work unfolded and to provide convenient opportunities to If you have questions, feel free customers to learn more, have their questions answered, and to reach out to Martin Rauch, to provide input. president of Rauch Communication This story and a series of large increase was accepted by Consultants: martin@rauchcc.com. the public and longer and shorter versions were the basis for all their outreach.

Seek out public input and questions as you go, and be responsive to them, making clear what you did with the input and what changes were made or not made and why.

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FEATURE

Lessons from Disaster Resilience for COVID-19 By Pamela Williams, Executive Director, BuildStrong Coalition

In March, the BuildStrong Coalition brought together leaders in Sacramento to discuss tactical actions to promote wildfire mitigation and resilience in our homes, communities, and critical lifeline service systems. We didnâ&#x20AC;&#x2122;t know we were standing at the cusp of the COVID-19 pandemic, a massive national shutdown and quarantine, and about to embark on the most substantial shift to business operations in our history. But, we have learned that disaster resilience is more important now than ever, and the actions, philosophies, and principles we have been promoting relative to wildfires, floods, earthquakes, and other natural disasters have direct and immediate applicability to preparing for and mitigating against the impacts of this and future pandemics.

California Special Districts â&#x20AC;˘ July-August 2020

On March 5, 2020, the BuildStrong Coalition hosted the Sacramento Building Resilient Infrastructure and Communities (BRIC) Forum on Wildfire Mitigation and Resilience, the second of the Coalition’s regional resilience forum series. With the support of CalChamber, a unique, tremendously diverse group of over 120 federal, state and local officials, residential and infrastructure resilience experts and leaders, non-profits, and representatives of the financial sector and critical lifeline utilities came together to: • Dialogue with leadership from the Federal Emergency Management Agency (FEMA) • Learn about investments in mitigation and resilience • Share best practices, creative approaches and solutions, and lessons-learned

• Discuss how to overcome obstacles and incentivize resilient behavior • Strategize how to build capacity for local, state, and regional leaders to drive successful investments in risk-reducing projects and initiatives The common themes that emerged emphasized the importance of partnerships and stakeholder relationships, particularly with non-traditional alliances, as well as the critical need for information sharing and capacity building across organizations and all levels of government to engage meaningfully and tactically in increasing disaster resilience across our communities, our states, and our nation. The Coalition and Forum participants had the opportunity to hear from California Assemblyman

Jim Wood and Assemblyman Al Muratsuchi about the efforts underway across the state to reduce wildfire, flooding, and earthquake risks and help citizens increase their resilience to these hazards. Assemblyman Wood stated how “critical and timely it is that we are having this conversation…we have the right people here to drive resilient investments in our roads, infrastructure, and homes.” As our communities, states, and the nation as a whole continue to respond to COVID-19 and look forward to the physical and economic recovery, the lessons, themes and takeaways from the Sacramento BRIC Forum on Wildfire Mitigation and Resilience seem particularly applicable: continued on page 20

California Special Districts are facing unprecedented challenges. BB&K is prepared to partner with your District in its response and recovery. Let our experienced Labor & Employment and Employee Benefits attorneys help you navigate the complex and ever-changing leave, benefit, remote working and return-toworkplace issues your District is facing. www.BBKlaw.com Offices throughout California and Washington, D.C.

Volume 15 • Issue 4

significant opportunity in decades to 1. Increasing disaster focus on investing year-in and yearresilience requires that we out on mitigation measures that will understand our risk and reduce losses from future events.” The address it on multiple fronts: BRIC program represents significant, infrastructure, residences, and reliable, consistent funding for our surroundings. mitigation and will: As our keynote • Encourage and speakers set “Where do we enable innovation the stage, they • Promote asked several key need to be as partnerships questions. “Where a country in • Enable large do we need to be terms of disaster infrastructure as a country in resilience?” “Who projects focused on terms of disaster lifeline infrastructure resilience?” need to be at the • Support communities “Who needs to table to leverage through investments be at the table to efforts and in residential leverage efforts investments to resilience and investments to FEMA offered address?” “What address?” “What trainings on BRIC in do we mean by do we mean by advance of applications resilience?” FEMA resilience?” opening in September Acting Deputy 2020. Administrator for Resilience Carlos 3. California is Driving Castillo describes resilience as the Innovations and Actions. ability to “take the punch.” Roy The BuildStrong Regional Wright, president and CEO of the Resilience Forums bring together Insurance Institute for Business and success stories, best practices, and Home Safety, explains that we must lessons learned to put real, tactical ensure that people understand their tools in the hands of state and local risk to overcome the “this will never governments to invest in resilience. happen to me” mentality. California proved an excellent stage Deputy Secretary for the California to highlight innovative resilience Natural Resources Agency Jessica initiatives. Morse shared with us her multiThere was much discussion faceted approach to increase about Governor Newsom’s proposed wildfire resilience across the State investments to promote resiliency, of California. She works closely with including a $5.5 billion climate communities and non-governmental resilience bond, which should be organizations, creating new in front of California voters this partnerships and building creative November. This bond issue represents alliances, to create defensible space, an opportunity to drive disaster harden homes and infrastructure, and mitigation projects and to underscore build strategic fuel breaks. the importance of leveraging multiple lines of government and private sector 2. Federal resources investments to transform the risk are available to invest in profile of the region. infrastructure and residential Glenn Pomeroy, from the California resilience. Earthquake Authority, announced FEMA recognizes that the Disaster that California’s Brace and Bolt Recovery Reform Act is “the most 20

program has now helped retrofit 10,000 homes through grants to individual homeowners and plans to tackle over 4,000 more in 2020. Glenn highlighted the cross-industry opportunity presented by the need to increase disaster resilience. The Nature Conservancy and TransRe are actively engaged with communities across the globe and in California on creative solutions and funding opportunities. They are taking lessons learned from the highly impactful National Coastal Resilience Fund and leveraging those successes against wildfire risk. We heard about the amazing work Dan Efseaff, the manager for the Paradise Recreation and Park District, is doing with the private sector partners to create community assets and resources that also serve as critical mitigation projects to protect their community. These were perfect examples of how new partners and creative solutions can lead to transformative resilience projects in communities. 4. The time to identify resilience projects is NOW and everyone has a role to play. We are at a critical point in the disaster resilience conversation and we can only succeed if we increase the ties between government, private sector interests, and non-profits. As FEMA Deputy Administrator Carlos Castillo explained, “emergency management and resilience are a shared responsibility of the whole community, the whole of society.” There are many challenges, and everyone’s help is needed to: • Help people make the right choices through the sharing of best practices, the creation of incentives, and access to forcemultiplying funding and financing • Continue to help the topic of disaster resilience resonate at the local and individual level • Overcome political inertia California Special Districts • July-August 2020

• Leverage the successes in other communities, regions and states • Educate and share information about risk and investments to reduce that risk Chief Bob Roper of the International Association of Fire Chiefs raised the challenge of getting the public and policy makers more involved. Certainly, information sharing is key. Government, the private sector and non-profits must share data and information so that we are aware of risks, better projections and forecasts can be made, and we understand the return on

investment for mitigation and resilience strategies. Further, particularly industry and the private sector must help identify the avoided costs for the wise investment decisions that increase resilience. We must continue to identify, qualify, and quantify the value of mitigation. These themes, principles, and ideals are truly applicable to all hazards. As we try to increase our resilience to the known and the unknown, we must work together to identify risks, share information and educate, and devise the creative solutions to truly

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Pamela Williams most recently served as Counsel for the U.S. House Transportation and Infrastructure Subcommittee on Economic Development, Public Buildings and Emergency Management and has more than 15 years of federal agency and congressional experience. In the U.S. House of Representatives, she advised the Committee and Congressional leadership on Emergency Management, FEMA, the Stafford Act, and disasterrelated matters.

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LEGAL BRIEF

WORKING THROUGH THE PANDEMIC:

Safety Considerations for Employees Returning to Work By Nate Kowalski and Eric Riss, Atkinson, Andelson, Loya, Ruud & Romo they regularly review state and local public health orders relating to COVID-19, as public health authorities regularly issue, update, or rescind these orders. Workplace Safety Policies One common workplace safety concern is whether to screen employees entering the physical workplace after several months’ absence for symptoms of COVID-19. The CDC formally recommends that all employers implement a variety of workplace safety protocols, which may include temperature screening.

Check out our COVID-19 Community on csda.net for more crucial webinar content like this to support you during this pandemic. This is available and free to members and non-members alike. Don’t miss out!

On May 4, 2020, the Governor issued Executive Order No. N-60-20, and formally began the process of permitting employers to “reopen” their operations despite the ongoing Coronavirus disease 2019 (“COVID-19”) pandemic. Following this directive from Sacramento, cities, counties, housing authorities, transit agencies, water districts, and other special districts (“public agencies”) have begun to plan for their employees to return to the physical workplace. This article will explore several common workplace safety concerns relating to COVID-19, and propose guidelines for mitigating these risks. Along the way, the authors will pose and answer some of the most common questions that public agencies have been asking. Guiding Principles Public agencies should prepare a “return to work” plan to mitigate anticipated safety concerns. This plan should include written policies or protocols, in order to provide uniform standards, place employees and supervisors on notice about the agency’s expectations, and help an agency avoid bias or inequitable treatment. Public agencies should also ensure that 22

If a public agency decides to implement a temperature screening policy, should it be done internally or by outside parties? Public agencies should consider their operational needs and risk tolerance in evaluating whether to conduct screening with internal staff or through outside vendors. Several factors should be considered during this assessment. Many employers have not previously used staff to conduct medical examinations, such as temperature screening. Consequently, employees will require training in order to safely and accurately conduct temperature screening. In contrast, third party medical examiners may be unavailable in the present climate, with many employers seeking to begin screening immediately. Further, agencies may have difficulty verifying the level of training provided by outside parties to screeners. Public agencies may also be required to adopt a face covering policy, in conjunction with mandatory social distancing obligations. Local public health orders vary in terms of the circumstances in which employees may be required to wear face coverings in public, including in the physical workplace. California Special Districts • July-August 2020

Regardless of differing legal requirements, should public agencies require employees to wear face coverings in some or all cases? A mandatory face covering policy lowers the overall level of risk for agencies. For instance, if employees work in a congested office with narrow hallways and/or low-walled cubicles, the agency can increase the level of safety by requiring that all employees wear face coverings at all times. However, mandatory face covering policies may also pose morale issues, for example, if employees are required to wear masks out in the field during high temperature summer months. A situational face covering policy may involve a greater measure of risk, while

boosting employee morale. For instance, employees may be permitted to forgo a mask while they are sitting alone in their office with the door closed, or working out in the field with no one nearby. Public agencies should outline the specific circumstances in which an employee is permitted to forgo wearing face coverings. Enforcement Issues If a public agency decides to adopt a face covering policy, it may face implementation challenges. The agency will need to ensure that it trains supervisors and managers on the policy to ensure that it is consistently applied, that employee concerns are handled appropriately, and that disciplinary consequences (if any) are clear and neutrally enforced. If the agency assigns employees to work in the field, or in large office facilities, supervisors may have

difficulty ensuring that employees comply with face covering and social distancing requirements. Accommodation Issues The ongoing pandemic also affects how employers accommodate employees who have returned to the workplace. The EEOC has published detailed guidance on COVID-19-related issues, including how the pandemic impacts the interactive process. Public agencies should generally adhere to several guidelines on the interactive process. Agencies should advise employees with preexisting disabilities that they may request accommodations upon their return to work. If the employee indicates that his/her underlying condition places them at a higher risk for severe illness continued on page 24

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What should a public agency do if an employee responds to a directive to return to work by requesting to continue working from home?

due to COVID-19, the agency should ask the employee for more information and/ or request medical documentation. The agency should also consider whether the accommodation request poses an “undue hardship”, or significant difficulty created by present circumstances. How can a public agency accommodate an employee with job duties that can only be done in the workplace, if the employee has a preexisting disability placing him/her at higher risk due to COVID-19? Public agencies can offer temporary and/or low cost accommodations to an employee, such as the use of Plexiglas to reduce contact with or exposure to others. Agencies should

also consider flexible alternatives, such as temporary transfers, modified work schedules, or temporary use of closed-door offices, to enable a disabled employee to safely perform work duties. As with any ordinary interactive process, agencies should explore options with the employee, request medical documentation if needed, and discuss how a requested accommodation would enable him/her to perform work safely.

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Remote work could constitute a “reasonable” accommodation if an employee has a legally-qualifying disability under federal or state law. Further, agencies may have more difficulty arguing that remote work poses an “undue hardship” at present, if it has required staff to do so during the current pandemic. Absent a disability or other legallyprotected reason, employees are not entitled to continue working remotely as a matter of course.

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California Special Districts • July-August 2020

DISTRICT TRANSPARENCY CERTIFICATE OF EXCELLENCE

SHOW YOUR DISTRICT’S COMMITMENT TO BEING OPEN AND ACCESSIBLE. SPECIAL DISTRICT LEADERSHIP FOUNDATION

The District Transparency Certificate of Excellence was created to promote transparency in the operations and governance of special districts. There are no fees for this certificate and districts will be recognized for two full years. Earning the certificate is a tangible acknowledgement of transparency efforts. Demonstrate to your constituents and other stakeholders your district’s commitment to being open and accessible to them. 1112 I Street, Suite 200, Sacramento, CA 95814 Volume 15 • Issue 4

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SOLUTIONS AND INNOVATIONS

WASTEWATER COULD HELP STOP THE PANDEMIC EBMUD working on pilot effort of testing sewage to monitor for infection

By Eileen White, Director of Wastewater, East Bay Municipal Utility District

The East Bay Municipal Utility District (EBMUD) is a not-for-profit public agency established in 1923 under the Municipal Utility District Act. EBMUD has a proud history of providing high-quality drinking water for 1.4 million customers in Alameda and Contra Costa counties in the San Francisco Bay Area. EBMUDâ&#x20AC;&#x2122;s wastewater treatment serves 685,000 customers and protects the San Francisco Bay. 26

Wastewater is a potentially useful resource for cost effectively monitoring the COVID-19 outbreak. The coronavirus is shed in stool and can be detected in wastewater. Researchers around the world are launching various investigations to sample and analyze wastewater for SARS-CoV-2, the novel coronavirus responsible for COVID-19. Individuals infected with COVID-19, both asymptomatic and symptomatic, shed the virus in bodily excretions that make their way to the sewage system where the genetic material can be extracted and measured. It is not clear whether the virus contained in stool is infectious or not; however, it can be quantified and used to understand the prevalence of the disease in the community. The testing of wastewater to ascertain the presence of items in the community, like microbes or drugs, is called Wastewater-Based Epidemiology. By testing raw (influent) wastewater, we can monitor trends in real-time, evaluate community infection rates, prioritize focus areas, and theoretically observe the impacts of shelter-in-place orders. Monitoring SARSCoV-2 in wastewater can provide public health and medical professionals with a leading indicator of anticipated infection dynamics versus the lagging indicator of case counts (i.e., negative tests, positive tests, hospitalizations, or mortality). It can also assist in targeting early population testing and inform public health measures to ensure efficient regional and state responses, such as quarantining and overall supply and resource distribution for items such as face masks and medical supplies. The unfortunate reality is that no vaccine is currently available to protect against COVID-19 and there are not enough tests to assess the precise prevalence of COVID-19 in the community. Wastewater surveillance offers a promising approach for monitoring and predicting this public health crisis. By taking California Special Districts â&#x20AC;˘ July-August 2020

just one draw of raw wastewater, we can understand the prevalence of COVID-19 among tens of thousands of people in EBMUDâ&#x20AC;&#x2122;s service area. We know that the virus is present in wastewater where there are infected people, and we have the analytical tools to find and quantify the virus. However, there is still work to be done to develop robust methods that provide reliable, reproducible data. We need to be cautious and first confirm that the numbers reported by the labs are representative of the actual amount of virus present in the sampled wastewater. Next, we need to better understand virus shedding rates and the variable characteristics of wastewater to establish the correlation between the virus concentration and the number of infected individuals in the population. Even if we are not able to determine the precise community prevalence, this tool can still be utilized to monitor the change within a certain collection point. To further this monitoring effort, EBMUD has been collecting wastewater samples along with neighboring San Francisco Bay Area utilities and collaborating with several universities to develop analytical methods. Specifically, EBMUD is partnering with University of California at Berkeley, Stanford University, and other universities to develop a regional monitoring program. EBMUD has contributed weekly samples since mid-March and will continue to work closely with partners as the study expands to include agencies in other parts of California and the United States. The district is also providing wastewater influent samples to the University of South Carolina, which is collaborating with the Centers for Disease Control and Prevention to study exposure of wastewater workers, which may help inform EBMUD practices. To increase testing capability, EBMUD will begin testing wastewater for SARS-CoV-2 at our Main Wastewater Treatment Plant laboratory. The presence of coronavirus Volume 15 â&#x20AC;˘ Issue 4

TO INCREASE TESTING CAPABILITY, EBMUD WILL BEGIN TESTING WASTEWATER FOR SARS-COV-2 AT OUR MAIN WASTEWATER TREATMENT PLANT LABORATORY. in wastewater presents a remarkable opportunity to track the spread of the virus throughout the community over time and across different geography. Taking one sample of wastewater before it enters the treatment plant can provide information about a population of 685,000. EBMUD is currently sampling from flow into the MWWTP. Additional sampling could be conducted further upstream in the collection system to better understand the variability in virus concentration geographically. EBMUD may increase sampling within its service area, including parts of Oakland, Berkeley, Albany, Alameda or other cities, to evaluate the presence of COVID-19 within the community. Through this regional collaboration with wastewater utilities, public health

officials, and academic researchers, we hope to create a model for other regions, the state, and the nation. There is a critical need for funding and federal coordination in order to effectively implement WastewaterBased Epidemiology throughout the country. A coordinated effort is essential to establishing standard testing methods, increasing lab capacity, and implementing consistency in interpreting lab results and providing timely notifications. Wastewater-Based Epidemiology is a valuable tool to inform community, state, and federal policies that mitigate impacts from COVID-19 and support medical efforts to protect public health.

MANAGERS CORNER

10 Proactive Tools for Working with Your Board of Directors By Brent H. Ives, Principal, BHI Management Consulting

A SUBSTANTIAL PART OF A GENERAL MANAGER’S JOB IS WORKING WITH THE POLICY-MAKING BOARD OF DIRECTORS. WE ALL KNOW THIS AND RECOGNIZE IT AS A SPECIAL PART OF THE PUBLIC SECTOR EXECUTIVE, PLUS THERE IS NO GETTING AROUND THE CONTRACTUAL RELATIONSHIP. WE ALSO KNOW THAT, AT TIMES, THE BINARY RESPONSIBILITIES OF THE GENERAL MANAGER TO BOTH THE BOARD AND STAFF CAN BE QUITE CHALLENGING. The multitude of elements of working with your organization/staff is fully another article, but working with your board demands one certain thing: sincere attention and care for the relationship. It demands attention to each

person, to their level of teamwork, to their individual styles, personalities, concerns and challenges, attention to their access to information, and to their need for a solid professional in that executive position. Far too many managers underestimate the challenges of working with an elected or appointed board. Working for your board, and simultaneously with your staff of professionals at a level that provides balance, clarity and professionalism, is a unique challenge. This requires a general manager to be open and flexible, transparent and communicative, open to new ideas, approaches, diplomatically stern and professionally sure. Sometimes a wildcard in the mix is that boards have their own team personality, they, they have their individuals likes and dislikes, interests and personality, and they have a culture of doing business that could be old, new, or in transition. Your board could be seasoned or new, or it could significantly change with each election. Of course, the board plays a major role in the direction, culture, and policies of the agency, and quite simply, your employment. Deliberate, proactive, and sincere attention and engagement on

California Special Districts • July-August 2020

your part is certainly called for. Below are ten areas for a general manager to proactively assist the board to perform its best. √√ COMMUNICATE – This seems so basic, but as a consultant for twenty years to hundreds of special districts in California, lack of clarity in communications is a number one culprit to organizational dysfunction. Key points of communications may include: what is going on, what is upcoming, why is this crucial or just nice to have, or why things cost what they do. Work with your board to clarify your communication plan and the dual expectations with them, and then stick to it! This is a great opportunity for discussion at a workshop for that purpose, or an annual performance discussion. While the board president

may meet with you more frequently, share information evenly with all board members, communications is a crucial aspect of any job, but the public executive has a dual expectation to the team as well as the board. Communications is an obviously a crucial aspect of any job, but as the figure shows, the public executive has the double opportunity and expectation. You and the agency are best served when you perfect the task in both directions. √√ POLICIES - Assure that very clear and useful policies exist and can be relied upon for you to take certain actions and know your limits. These should be readily available, clearly written and up-to-date. It’s quite a project, but nothing protects and covers you, your board, and your agency like well done policies.

√√ KNOW YOUR BOARD - As mentioned earlier, each board member has a personality, yet the assembled decision team while together has a personality as well. You should be the one who knows this well and how it best fits with the work the district must accomplish each week, month and year. Spend out-of-the-office time with your Board members, but very evenly. √√ BE PROFESSIONAL - Be the most thoroughly prepared professional in the room. As a 23-year decision maker myself, I always need an unvarnished, professional opinion of options that I am choosing between, and your board members do as well. Never have a staff meeting that counts votes. Instead, always offer your collective professional opinion, and then let the continued on page 30

“Organizational Health for Special Districts” STRATEGIC PLANNING

BOARD WORKSHOPS

ORGANIZATIONAL LEADERSHIP

SUPERVISORY TRAINING

BOARD POLICY

MANAGER EVALUATION

SELECTIVE EXECUTIVE SEARCH

ONLINE TRAINING

BRENT H. IVES, PRINCIPAL brent@bhiconsulting.com • 209.740.6779 • www.bhiconsulting.com Volume 15 • Issue 4

board apply their values to that advice. Your opinion is an offering, not a demand. You propose the option you believe best; but, at the final bell, they decide among all options, hopeful with the best outcome for the mission each time. You represent the profession of public administration, water, parks/ recreation, library, etc. They represent the values of the public that put them in office. Your objective professional perspective to each decision is critical to good public decision-making. √√ STAY CLOSE TO YOUR BOARD’S COLLECTIVE EXPECTATIONS – Work with your board to refine and perfect your performance review process. In many ways, a good process is as much for you as it is for them. It presumes that they, as a collective board, have results and achievements they can clearly expect of you within an evaluation period. This is a big step for some boards, and I often find this step is unclear to them as a group. They must make those expectations clear to you, being sure to drill down to the level of clarity needed. √√PLAN THE FUTURE Articulate the values of a strategic plan. If you have a great board,

document what they know and what they “see.” If you have a board that needs direction, or gets too far into the weeds, give them policy and direction tasks. Again, in my years of experience, nothing quite “pulls it together” like a well constructed, inclusive, forward looking 5-10 year plan. The process is as important to the product as time. Don’t march down the wrong path with planning, it’s difficult to ever start that march again. f you want them stay “big picture,” give them “big picture” things to do (vision direction, strategy, values, public interaction, policy, etc.). √√ KEEP YOUR BOARD ON POINT - Know your Board well enough to know when they are wandering, stuck or out of their lane while on the dais. Notice and assist them through those times of struggle with decisions or direction. Always make sure the schedule for getting things done is clear, what will come next, from who and when. √√ MAKE THE CASE FOR BOARD TRAINING - Be open and proactive with proposing training to your board. There are many online resources aimed specifically at improving board performance. The

Providing Special Districts with Focused Legal Strategies We counsel clients throughout California in sectors including Water, Public Finance, Public Agency, Environment, Infrastructure, Employment, Data Protection, Government Relations and Eminent Domain. What solutions are you seeking?

more your board knows about good governance and their role, the easier your job becomes. CSDA is a good start, and other options exist to keep your board well trained, like you. The better they know their role and lane, the easier it is for you to be effective You cannot expect them to pick up good governance automatically. √√ HELP YOUR NEW BOARD MEMBERS - Insist on a strong and useful new board member orientation. This is the opportunity to make sure your board members start with the clearly constructed facts of operations, finances, budgeting and policy. Do this right and it will always pay dividends. √√ BE A STRONG DISTRICT CHAMPION IN AND WITH THE COMMUNITY - Stand in the gap for your board. Be the interface, fixer and closer with public complaints and issues outside of meetings so they, and you, have a clear and concise customer relations plan. Working with a board of directors isn’t always easy, but when done well, it is the clear example of great government.

Brent Ives is principal of BHI Management Consulting, a California firm dedicated to organizational health for California Special Districts. BHI helps district with board performance, governance, organizational assessment, policy, strategic planning and selective recruiting services. Brent is the former Mayor of Tracy CA, a 23-year City Council member there. He is the author of 52 Ways to be a Better Board, aimed at good Board work and the training service, www.goodboardwork.com.

California Special Districts • July-August 2020

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TAKE ACTION

CSDA PARTNERS WITH NATIONAL SPECIAL DISTRICTS TO SECURE ACCESS TO FUTURE COVID-19 RELIEF FUNDING FOR LOCAL GOVERNMENTS

The COVID-19 pandemic has taken its toll on all levels of government across the country. Special districts are no exception to the impacts, yet state and federal lawmakers overlooked districts in recent COVID-19 relief legislation. CSDA has been working to find solutions to this issue in collaboration with state and federal leaders. 32

In late March, the federal Coronavirus Aid, Relief, and Economic Security (CARES) Act appropriated $150 billion for state and municipal governments serving more than 500,000 people. The State of California, as well as eligible cities and counties, directly received a total of $15.3 billion from the established Coronavirus Relief Fund. The state government received $9.5 billion of the allocation, with the law’s intention for states to share a portion of the reserved funds with local governments serving fewer than 500,000 people. Unfortunately, special districts reaped little to no benefit of what little the state released. CSDA has partnered with national special districts partners to secure special districts’ access to future COVID-19 relief funding for local governments. CSDA worked closely with Congressman John Garamendi to introduce H.R. 7073, the Special Districts Provide Essential Services Act, which would – for the first time – define special districts in federal statute, ensure access to future coronavirus relief funding and allow special districts to take advantage of Federal Reserve tools. The bill was introduced June 1. Since then, more than 30 members of California Special Districts • July-August 2020

Congress from across the nation have cosponsored the bill, including more than 20 members of the California Congressional Delegation.

Take Action brochure Designed to equip district leaders for grassroots advocacy and public outreach. Request copies from the CSDA office or when speaking with your public affairs field coordinator.

Further, Senators John Cornyn, R-Texas, and Kyrsten Sinema, D-Ariz., introduced on July 21 a companion bill in the U.S. Senate that builds on H.R. 7073 to provide greater flexibility for states with fewer special districts. States with excess funds meant for special

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districts may apply for a federal waiver after a 60-day distribution period is complete. The bill also sets forward how districts may apply to their states for relief. CSDA and the national partners’ objective is to secure this bill’s placement in the COVID-19 relief package the Senate may introduce in August.

Volume 15 • Issue 4

Special districts’ advocacy has been the centerpiece of these efforts. More than 275 letters of support have been sent from districts to their federal representatives. As these federal efforts continue, CSDA will remain engaged with the State of California to underscore the needs of special districts and press for a sound method of disbursing potential future funds to special districts serving millions across the state.

MANAGING RISK

COVID-19 UPDATE By Dennis Timoney, ARM, Chief Risk Officer, Special Districts Risk Management Authority (SDRMA)

On May 6, 2020, Governor Newsom signed Executive Order N-6220, which provides that under certain circumstances it is presumed that workers who contract a COVID-19-related illness between March 19 and July 5, 2020 have done so at work and are thus eligible for workers’ compensation benefits. This document provides guidance related to the implementation of the order. The Order will apply to all workers’ compensation insurance carriers writing policies that provide coverage in California, self-insured employers, and any other employer carrying its own risk, including the State of California. Nothing in this order shall be construed to limit the existing authority of insurance carriers to adjust the costs of their policies. In a report published in late May, WCIRB estimated the cost of COVID-19 claims filed by workers subject to the May 6 Executive Order N-62-20 issued by Gov. Gavin Newsom, putting it in the range of $0.6 billion to $2.0 billion, with a mid-range estimate of $1.2 billion. The WCIRB has evaluated the potential workers’ compensation claims cost arising from COVID-19 claims under the order. While some of the workers who are directed to work outside

their home during this period have filed or would file a compensable workers’ compensation claim in the absence of a rebuttable presumption, we had no basis to estimate this proportion and, as a result, made no estimate of the incremental impact of the order. Also, since an actual positive test or diagnosis of COVID-19 is required for the order to apply, our cost estimates exclude any potential costs for workers who are quarantined, but have not been diagnosed with COVID-19. Finally, our estimates reflect the potential cost impact arising from COVID-19 diagnoses during the time the order applies and do not reflect costs for potential extensions of the order or future legislation. Here are some Frequently Asked Questions regarding the Governor’s order.

California Special Districts • July-August 2020

1. What does Executive Order N-62-20 do?

4. Executive Order N-62-20 requires that my doctor’s diagnosis be confirmed by a test. What kind of test is acceptable?

Governor Newsom’s Executive Order N-62-20 provides that all California employees who work at a jobsite outside their The Centers for Disease Control and Prevention (CDC) home at the direction of their employer between March 19, 2020 advise that there are generally two kinds of tests available for and July 5, 2020 and who test positive for COVID-19 within 14 COVID-19: viral tests and antibody tests. days of working at their jobsite are presumed to have contracted • A viral test tells you if you have a current infection. any COVID-19-related illness at work for the purposes of • An antibody test tells you if you had a previous awarding workers’ compensation benefits. infection. Additional tests are in development. For your records, you will want to keep copies of all medical records, including 2. What are the requirements for qualifying for the presumption records related to your test. under Executive Order N-62-20? To qualify for the presumption, all of the following conditions must be met: 5. Does Executive Order N-62-20 impact a claim for a COVID-19• You must test positive for or be diagnosed with related illness that was accepted prior to May 6, 2020? COVID-19 within 14 days after a day you worked at No. The executive order does not apply to COVID-19your employer’s jobsite at its direction. related claims, regardless of date of injury, that were accepted • The day you worked at your employer’s jobsite was on by the claims administrator as compensable prior to May or after March 19, 2020. 6th. Those claims should be handled in the same manner as • The employer’s jobsite is not your home or residence. other accepted claims would be absent the executive order. • If you are diagnosed with COVID-19, the diagnosis was For claims that were denied prior to May 6th, see question done by a medical doctor and confirmed by a positive test number 6 below. for COVID-19 within 30 days of the date of the diagnosis.

3. Executive Order N-62-20 provides that the presumption of a work-related illness “is disputable and may be controverted by other evidence.” What does that mean? This means that even when an employee is presumed to have become ill from COVID-19 at work, an employer may dispute that conclusion. In such a case, however, the employer bears the burden of proving that the injury or illness did not occur at work.

6. I filed a workers’ compensation claim for a COVID-19related illness that my employer denied before the issuance of Executive Order N-62-20. Does the executive order automatically reverse my employer’s decision? No. Where the denial occurred before the executive order, the employer may reconsider and accept the claim based upon continued on page 36

SDRMA Board and Staff Officers

Staff

MIKE SCHEAFER, PRESIDENT Costa Mesa Sanitary District

LAURA S. GILL, ICMA-CM, ARM, ARM-P, CSDM, Chief Executive Officer C. PAUL FRYDENDAL, CPA, Chief Operating Officer DENNIS TIMONEY, ARM, Chief Risk Officer ELLEN DOUGHTY, ARM, Chief Member Services Officer DEBBIE YOKOTA, AIC, Claims Manager WENDY TUCKER, Member Services Manager ALANA LITTLE, Health Benefits Manager DANNY PENA, Senior Claims Examiner JENNIFER CHILTON, CPA, ARM, Acting Finance Manager ALEXANDRA SANTOS, Health Benefits Specialist II PHILLIP BOTTOMS, Member Services Specialist II JACK BUCHANAN, Accounting Technician HEIDI SINGER, Claims Examiner II TERESA GUILLEN, Member Services Specialist I ASHLEY FLORES, Management Analyst/Board Clerk

SANDY SEIFERT-RAFFELSON, VICE PRESIDENT, Herlong Public Utility District ROBERT SWAN, SECRETARY, Groveland Community Services District

Members of the Board DAVID ARANDA, CSDM, Stallion Springs Community Services District JEAN BRACY, CSDM, Mojave Desert Air Quality Management District TIM UNRUH, CSDM, Kern County Cemetery District No. 1 JESSE CLAYPOOL, Honey Lake Valley Resource Conservation District

Consultants DAVID BECKER, CPA, James Marta & Company, LLP LAUREN BRANT, Public Financial Management DEREK BURKHALTER, Bickmore Actuarial CHARICE HUNTLEY, River City Bank FRANK ONO, ifish Group, Inc. ANN SIPRELLE, Best Best & Krieger, LLP KARL SNEARER, Apex Insurance Agency DOUG WOZNIAK, Alliant Insurance Services, Inc.

Volume 15 • Issue 4

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

the order or stand by the denial. However, if your employer does not reverse its decision and you believe that you are entitled to benefits under this executive order, you may file for a hearing at your closest DWC district office. You may seek assistance from an attorney or speak with one of the division’s information and assistance officers to help you.

7. If the presumption is not applicable to me, does that mean I’m unable to file a workers’ compensation claim for a COVID-19-related illness?

If your employer is providing you paid sick leave specifically available in response to COVID-19 (such as under the Families First Coronavirus Response Act or Executive Order N-51-20), then you must use that sick leave before you receive temporary disability benefits.

No. If you are an employee and suffer a jobrelated injury or illness, you are entitled to file for workers’ compensation benefits. You should tell your employer that you would like to file a workers’ compensation claim. They are then required to provide you with a claim form. DWC’s website has detailed information on how to file a claim. If you don’t qualify for the presumption under the executive order, you may still be eligible to receive workers’ compensation benefits if you contracted COVID-19 at work. You will need to meet certain threshold requirements, including proving that your injury or illness arose out of your employment.

8. I was diagnosed with COVID-19 and have been using my own sick leave while I have been unable to work. Under Executive Order N-62-20, if my illness is deemed related to my work, is my employer required to give me my sick leave back? As explained below, it depends upon the type of sick leave benefits you are using. • If your employer is providing you paid sick leave specifically available in response to COVID-19 (such as under the Families First Coronavirus Response Act or Executive Order N-5120), then you must use that sick leave before you receive temporary disability benefits. • If you do not have any supplemental paid sick leave specifically available in response to COVID-19, temporary disability benefits or benefits paid under Labor Code section 4850 should have been paid by your employer from the time you became disabled. This means that, if you took paid leave (sick leave, vacation time, personal time off)

through your employer’s plan, that leave should be restored back to you. If you have any questions about this or to address your specific situation, please speak with your employer.

9. I am not sure if I am an essential worker, but I have been working for my employer outside of my home since March 19th and have tested positive for COVID-19. Will this presumption apply to me? Yes. This presumption applies to all employees who were working at their employer’s direction outside of their homes or residence between March 19 and July 5, 2020, regardless of whether they were working in “essential” industries or providing “essential” services.

10. My doctor diagnosed me with a COVID-19related illness after March 19th, but she didn’t give me a test. What do I need to do to qualify for the presumption? If, within 14 days of a day that you reported to work, you were diagnosed with COVID-19 by a physician who has a physician and surgeon license issued by the California Medical Board, you will need to confirm the diagnosis with a positive test within 30 days of the initial diagnosis.

11. I was working after March 19th and then got sick and tested positive for COVID-19. Do I qualify for benefits under Executive Order N-62-20? Maybe. If you meet the executive order’s requirements, you will be presumed eligible for benefits. However, that presumption is rebuttable, which means that your employer can dispute your claim and present evidence that you did not contract COVID-19 at work or are otherwise ineligible for the presumption. If your employer disputes your claim, you have the right to have the issue heard and decided by a workers’ compensation judge.

12. How long does my employer have to decide whether it will accept or deny my claim? If you meet the criteria for this presumption, your employer will have up to 30 days to investigate and make a decision whether to accept or deny your claim. If your employer fails to reject your claim within 30 days, your injury or illness is presumed compensable, and your employer can then rebut that presumption only California Special Districts • July-August 2020

with evidence it discovered after the 30-day period. Until your employer makes that decision, you will be eligible for up to $10,000 in medical treatment for your COVID-19-related illness. During that time, you may be eligible to receive federal, state, or local COVID19-specific paid sick leave benefits, so you should speak to your employer about those benefits. If such benefits are not available, you may be eligible for benefits from the Employment Development Department.

13. What benefits may I be entitled to as a result of Executive Order N-62-20? Workers’ compensation insurance provides five basic benefits: • Medical care: Reasonable and necessary medical treatment paid for by your employer to help you recover from an injury or illness caused by work. • Temporary disability benefits: Payments if you lose wages because your injury prevents you from doing your usual job while recovering. • Permanent disability benefits: Payments if you don’t recover completely. • Supplemental job displacement benefits: Vouchers to help pay for retraining or skill enhancement if you don’t recover completely and don’t return to work for your employer. • Death benefits: Payments to your spouse, children, or other dependents if you die from a job injury or illness.

14. I filed a claim for a COVID-19-related illness. What notification is my employer required to give advising me of the status of my claim? Regardless of whether an employee files a claim before or after the issuance of the Executive Order, the employer is Volume 15 • Issue 4

required to notify you of acceptance or denial of your claim by letter, as they must do under current law.

16. Can my own personal physician provide the required certification for temporary disability benefits during the 45day period following my diagnosis?

15. I was diagnosed with a COVID-19related illness before the issuance of Executive Order N-62-20, and unable to work. What do I need to get from my doctor in order to be eligible for temporary disability benefits under the executive order?

Maybe. Under the executive order, only a physician who holds a physician and surgeon license issued by the California Medical Board may certify a person for temporary disability benefits. A physician meeting this requirement can be a member of your group health plan or your employer’s Medical Provider Network or Health Care Organization, or a medical doctor you predesignated as your treating physician in the event you suffer a workrelated injury or illness. If you don’t have access to one of these physicians, you may be certified by another physician of your choice who holds a physician and surgeon license. If you have questions about whether your physician holds a physician and surgeon license, please check the California Medical Board’s website.

If you tested positive or were diagnosed with a COVID-19-relatedillness before May 6, 2020, you will need to get documentation or a statement from your physician by May 21st setting forth the period that you were temporarily disabled and unable to work. Please see Question # 16 below to see the type of doctor who can provide this documentation or statement. You must continue to be recertified for temporary disability benefits by your physician every 15 days thereafter, for the first 45 days following your diagnosis.

For additional information or to answer your questions contact SDRMA Chief Risk Officer Dennis Timoney at dtimoney@sdrma.org.

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MONEY MATTERS

Payment for the New Normal By Peter Ohser, President, AllPaid, Inc.

Everything has changed. Businesses, schools, and every government agency have had to scramble the past few months, adjusting their operations in response to COVID-19 shelter-in-place mandates. The result has been a major shift in consumer behavior, creating a “new normal.” Suddenly, the old models no longer work for everyone, including how people want to pay and how their services are delivered. Long before COVID-19, consumer payments trends had been shifting steadily towards more digital, mobile-based services and that trend has rapidly accelerated in 2020. According to a 2019 report from the Federal Reserve Bank of San Francisco, card-based payments accounted for more than 70% of all in-person transactions over $50.00, and the cash and checks usage is decreasing by 2-3% per year. In the aftermath of COVID-19, payment experts are predicting the use of cash and checks will drop even faster as customers flock to contactless payments at an accelerated rate. Recent data is indicating those predictions will prove correct. In April, Mastercard announced their contactless payments grew by 40% in Q1 2020 as consumers look for a quick way to get in and out of stores without 38

exchanging cash, touching terminals or anything else. Furthermore, ecommerce payments accounted for 50% of all Mastercard transactions, up from 40% one year earlier. It’s clear that consumers are embracing ecommerce and digital channels as they are attracted to the convenience and safety of remote payments, while gaining more comfort with their fears of payment and identity fraud. The impact of this shift is being felt by government agencies as the weaknesses in their digital payment and other technology capabilities are exposed. Some agencies have seen increased transaction costs, missing data, poor reporting, and bad user experiences that have increased friction and frustration for agencies.Additionally, many services are still not available online due to manual back-end processes, small IT budgets, outdated software and other challenges. IT’S TIME TO RETHINK YOUR PAYMENT SERVICES As you come out of the crisis, it’s time to revisit your payment capabilities to ensure you are positioned for the new world and the shifting consumer behavior. Here are the critical factors you should assess when choosing your payment service providers. Payment Services Suite: Your community is diverse, and you need a payment provider that can support all touchpoints; on-premise, mobile, online, and voice payments. You also want key features like recurring payments, mobile optimized flows, and custom data capture. Reporting and Data: Make sure you can get the data you need in the format and timing you need. Your agency likely requires very specific data and your payment provider should be able to help you deliver the right data connected to each payment. This is where the magic happens and can be a large budget saver by ensuring your data is what you need and you how you need it. California Special Districts • July-August 2020

Security: Cybersecurity risks continue to rise so make sure your provider is a leader in protecting your data, your systems, and your reputation. Best in class providers should provide proof of PCI Certification, a rigorous security certification from Visa and Mastercard. Cloudbased solutions that avoid loading third-party software on your desktop systems is also preferred. Total Cost: When assessing your costs, you must first choose which model you want to use. The two primary models are 1) Absorbed Fee Model is when

the agency pays all payments costs and the service is free to the Payor. And, 2) the Service Fee Model charges a small fee for each transaction to each user and results in no cost to the agency. There are pros and cons to each model but the general trend in government is towards Service Fees as it allows agencies to limit their payment expenses. Chargebacks: When someone “chargebacks” a payment transaction it can become very expensive for an agency because they must either accept the payment loss or attempt to collect the amount from the payor. The most effective way to manage this is to seek a payment provider that will manage your chargebacks and guarantee your card payments. Service and Support: Make sure your payment partner has the right infrastructure to support you and your citizens. 24/7 customer support, bilingual service, email and social media assistance should all be standard. Payment Specialty: There are many different payment providers that can process card payments. Make sure you are

working with a company that specializes in government payments. Avoid generic solutions from your bank or other processors that also service other types of businesses like restaurants and hair salons. Specialists understand your unique needs and should have readymade solutions that are a better fit for your agency. Now is the time to reboot and retool your payment capabilities for the new normal. Your citizens are expecting new delivery methods, new ways to interact and convenient ways to pay.

CSDAFC Board and Staff Officers JO MACKENZIE, PRESIDENT, Vista Irrigation District PAUL HUGHES, VICE PRESIDENT, CSDM, South Tahoe Public Utilities District MATTHEW MCCUE, SECRETARY, Mission Springs Water District

Members of the Board GEORGE EMERSON, Goleta Sanitary District VINCE FERRANTE, Moss Landing Harbor District GLENN LAZOF, Regional Government Services Authority ARLENE SCHAFER, Costa Mesa Sanitary District

Consultants RICK BRANDIS, Brandis Tallman, LLC STEFAN MORTON, Municipal Finance Corporation WILLIAM MORTON, Municipal Finance Corporation ALBERT REYES, Kutak Rock LLP SAUL ROSENBAUM, Prager & Co., LLC NICOLE TALLMAN, Brandis Tallman, LLC

Staff NEIL MCCORMICK, Chief Executive Officer AMBER PHELEN, Executive Assistant RICK WOOD, Finance & Administrative Director CATHRINE LEMAIRE, Coordinator

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

Recent Financings The CSDA Finance Corporation offers a variety of financing solutions to meet your agency’s needs, including a new program to assist districts that are experiencing a loss or delay in revenues due to the COVID-19 pandemic. The CSDA Finance Corporation facilitates financings for a wide variety of projects and purchases. Recent financings include: Heritage Ranch Community Services District Solar Financing Copper Valley Community Services District Road Construction/Renovation Del Paso Manor Water District Refinancing

Whether your financing need is large or small, make CSDA Finance Corporation your first call. Get a free, no obligation quote online at www.csdafinance.net or call 877.924.2732.

CSDA F C

Volume 15 • Issue 4

2019 BOARD SECRETARY/CLERK CONFERENCE SPEAKER

Business Affiliate Special Acknowledgements BUSINESS AFFILIATE

DIAMOND LEVEL

BUSINESS AFFILIATE

PLATINUM LEVEL

CSDA Finance Corporation www.csdafinance.net

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

Richards Watson Gershon www.rwglaw.com

Special District Risk Management Authority www.sdrma.org

Best Best & Krieger www.bbklaw.com

Umpqua Bank www.umpquabank.com

Liebert Cassidy Whitmore www.lcwlegal.com BUSINESS AFFILIATE

GOLD LEVEL

Aleshire & Wynder, LLP www.awattorneys.com

Granicus www.granicus.com

PARS www.pars.org

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Hanson Bridgett, LLP www.hansonbridgett.com

Burke, Williams & Sorensen, LLP www.bwslaw.com

Kutak Rock, LLP www.kutakrock.com

Redistricting Partners www.redistrictingpartners.com Centrica Business Solutions www.centricabusinesssolutions.com

California CAD Solutions, Inc. www.calcad.com

Laserfiche www.laserfiche.com

SoCalGas www.socalgas.com

CPS HR Consulting www.cpshr.us

National Demographics Corp. (NDC) www.ndcresearch.com

Streamline www.getstreamline.com

Five Star Bank www.fivestarbank.com

Nossaman, LLP www.nossaman.com

Tyler Technologies www.tylertech.com

ForeFront Power www.forefrontpowercom

California Special Districts Alliance The California Special Districts Alliance is a collaborative partnership between the California Special Districts Association (CSDA), CSDA Finance Corporation, and Special District Risk Management Authority (SDRMA). These three highly respected statewide organizations join forces to help special districts in California better serve their communities. The California Special Districts Alliance provides current and prospective CSDA members with premier resources for information, products, and services including advocacy, professional development, financing services, risk management, and more. For more information contact membership@csda.net 877.924.2732 40

California Special Districts • July-August 2020

2021 General Manager Leadership Summit Announcement

The 2021 General Manager Leadership Summit will be held at the Resort at Squaw Creek in Lake Tahoe, June 27–29, 2021. Keynote speakers include Bruce Tulgan founder of RainmakerThinking, Inc. presenting the session “It’s Okay to Be the Boss” and graduate of the U.S. Naval Academy with a PHD in economics, Mary Kelly speaking regarding “Master Your World: 10 Leadership Strategies to Improve Productivity and Communication.”

CSDA’s 2021

GENERAL MANAGER LEA ERSHIP SUMMIT Resort at Squaw Creek June 27-29, 2021

DISTRICTS MAKE THE DIFFERENCE

CSDA Launches 2020 Student Video Contest With a New Incentive for Teachers

t s e t n 00 o c in 2,0

This year’s *new and improved* Student Video Contest has officially begun. How do you improve on a competition that already encourages students to engage with their communities in exchange for scholarship funds? Reward the teachers who support those students!

The COVID-19 pandemic has drastically changed life for everyone, including California’s youth. In response, teachers and schools are diligently doing everything in their power to ensure that students are still able to receive their education through distance learning. As a way to say ‘thank you’ for their efforts in facing these unprecedented challenges, CSDA will also award $500 to each winning student’s teacher. The Student Video Contest is a great way for high school and college students to demonstrate their skill and creativity while learning more about the

Did You Know? Districts Make the Difference has a Facebook and Twitter account and we are always looking for interesting articles and events to feature. Make sure to follow Districts Make the Difference at www.facebook.com/yourCAdistricts and www.twitter.com/yourCAdistricts so we can see what your district is doing.

California Special Districts • July-August 2020

special districts that serve their community. This year’s contest is also unique to previous years because of the extenuating circumstances brought on by the COVID-19 pandemic. Students can not only highlight the essential services regularly provided by special districts, but also how those districts are confronting COVID-19 to support the unique needs of their constituency. The Student Video Contest is part of the Districts Make the Difference (DMTD) public outreach campaign established by CSDA to increase public awareness and understanding of special districts. After the submission period closes on

September 30, CSDA officials will score each video based on four criteria: accuracy and effectiveness, creativity and originality, production quality, and entertainment value. In November, the five highest scoring videos will be featured on the DMTD website for public vote. The top three vote-winners will receive scholarship prizes, along with $500 each for their teacher. • First Place: $2,000 • Second Place: $1,000 • Third Place: $500

The winning video could highlight the people and services provided by your special district, so encourage your local students to participate in this fun and educational contest. Students can learn more and submit their videos by visiting the DMTD website. All entries must be submitted by September 30.

DMTD has put together a Contest Toolkit to help you promote the contest on your website, social media, or in your community. Start spreading the word today with these resources: • Sample Newsletter Article • Sample Press Release • Flyer/Poster • Contest Scholarships Graphic • Contest Scholarships Banner • Steps to Enter Graphic • Statewide Voting Graphic • Social Media Icon • Contest hashtags

Become a Part of Public Engagement CSDA created the campaign with you in mind and we encourage you to utilize Districts Make the Difference as a tool to help with your public outreach and engagement. On the campaign website, you will find valuable tools, and free marketing materials designed to help you connect with your communities. It is through such outreach that we hope you will be able to actively engage the general public in our collective efforts to further create a positive environment for special districts.

A public outreach campaign supported by the California Special Districts Association to provide information about special districts, descriptions on how they serve communities, and compelling content. Visit us at districtsmakethedifference.org.

Volume 15 • Issue 4

MAKE THE

WHAT'S SO SPECIAL

ROWLAND WATER DISTRICT’S INNOVATIVE WATER REFILL STATIONS IN SCHOOLS REDUCE TOXIC PLASTIC POLLUTION Rowland Water District developed the “What’s in Your Bottle?” campaign. This campaign is aimed at raising awareness in local schools about the overwhelming amount of plastic that is wasted every day. California Special Districts asked Rowland Water District to explain how this campaign came about and the importance of this effort. Established in 1953, Rowland Water District provides potable and recycled water for residential, commercial and light industrial customers in portions of Rowland Heights, Hacienda Heights, La Puente and the cities of Industry and West Covina. The district is bound by the core values of Accountability, Communication and Teamwork, and is committed to providing the highest level of service to customers. In carrying out its mission, the district places special emphasis on delivering a high-quality water supply.

What inspired the “What’s in Your Bottle?” campaign? Because plastic waste is so prevalent and harmful to the environment, we wanted to start a conversation with our youngest customers to make them aware of the positive impact they can have on their communities and beyond by choosing to use refillable water bottles. The campaign is aimed at raising awareness in our local schools about the overwhelming amount of plastic

California Special Districts • July-August 2020

ROWLAND WATER DISTRICT DISTRICT SIZE: 17.2 mi2 POPULATION: 58,000

LOCATION: LOS ANGELES COUNTY WEBSITE: ROWLANDWATER.COM

that is wasted every day, which ends up on beaches and in the ocean where it is ingested by marine life and sea birds. If each person opted for a reusable water bottle instead of a single-use container, it would save an average of 156 plastic bottles per person each year!

Tell us more about this innovative hazardous plastic waste program. This creative program is aimed at reaching students at a place they know well: the drinking fountain. “What’s in Your Bottle?” features retrofitted filling stations at elementary schools in our service area that offer chilled, tap water. Each station is outfitted with a special ticker that shows how many plastic bottles have been saved by filling up there. The stations are mounted above existing water fountains, so they are visible and easy to use. Branded posters above the stations explain the process of “Ready, Set, Refill.” We hope the concept will help students quickly learn the importance of reducing their dependence on plastic water bottles and will translate to other single-use plastics such as straws, plastic shopping bags and excessive food packaging. The program aligns with our ‘What’s Your Water Footprint?’ campaign, which helps customers to understand the changes they can make in their own homes to achieve conservation goals. Yourwaterfootprint.org is an interactive website that features an online water footprint calculator to determine total household water use and to identify exactly where consumers have opportunities to Volume 15 • Issue 4

BUDGET: $27,700,000

reduce water use. There is also a kidfriendly section where students can learn more about their water usage, and an interactive educational picture to further explore the places where they can reduce their water footprint.

The filling station concept mirrors a larger sustainability trend across the United States, where stores, universities, airports, hotels and amusement parks now offer free water for refillable bottles.

What kind of partners were involved and how did this evolve?

How does this fit with Rowland Water District’s mission?

We partnered with officials at Rowland and Blandford elementary schools and the Rowland Unified School District to get the project started.

The retrofitting work at both schools was done by plumber Gary Garcia, Jr., President of The Plumbers Connection, Inc. in Montclair. Each student, teacher and administrative staff at both Rowland and Blandford Elementary School also received a reusable bottle.

What has the community response and results been? The program has been incredibly popular among school children and well-received by parents, schools and the community. We will be adding eco-friendly filling stations at other schools next year. Schools that want to participate will enter a lottery system, with the goal to switch over most of the older drinking fountains.

We are dedicated to protecting natural resources and providing clean, safe, high-quality drinking water for our customers. The water stations help us fulfill both of those goals. While the campaign helps protect natural resources, it also provides the opportunity to educate students about tap water, sources of supply, conservation and sustainability.

Do you have any recommendations for other districts that want to launch a similar program? • Start by discussing the program with local school officials to secure their buy-in. • Contact other schools in your area that have installed filling stations and get recommendations for plumbers. • Research grant opportunities to cover the cost of the work. • Use the filling stations as a jumping-off point for educational programs that teach about plastic pollution, quality of tap water vs. bottled water, where your water comes from and environmental protection.

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Special District Leadership Foundation

Best Best & Krieger LLP provides California’s special districts with legal counsel on: Environmental and construction law; labor and employment and employee benefits; the Public Records Act; public finance, rates and fees and more!

B EST B EST & K RIEGER A T T O R N E Y S AT L AW

LLP

BUSINESS DIRECTORY

CHOOSE WITH CONFIDENCE.

Get Recognized. www.sdlf.org

www.BBKlaw.com Offices throughout California and in Washington, D.C.

CHOOSE WITH CONFIDENCE.

Your ad here. For advertising inquiries, contact CSDA at 877.924.2732 or advertising@csda.net.

FINANCING • Infrastructure Improvements • Buildings, Land & Equipment • Refinancing 877.924.2732 csdafinance.net

Best Defense for Special Districts

PORTER SCOTT

P S

Saving is Believing. SDRMA, one-source for quality coverage protection programs and risk management services. More Savings, Value and Service. Tollfree 800.537.7790

PROBLEM SOLVED www.

P O R T E R S C O T T . com

Health | Property & Liability | Workers’ Compensation

Ralph Andersen & Associates

Providing practical legal solutions tailored to the unique needs of California public agencies. LOS ANGELES | SAN FRANCISCO | ORANGE COUNTY TEMECULA | CENTRAL COAST

888.479.4529

Since 1954

rwglaw.com

A Nationwide Leader in Executive Search & Human Resources Consulting www.ralphandersen.com California Special Districts • July-August 2020

SPECIAL DISTRICT RISK MANAGEMENT AUTHORITY

Navigate the unexpected with a constellation of expertise. For over 30 years, SDRMA has been helping California public agencies manage risk and navigate liability with confidence. In fact, our experienced consultants and technical experts work exclusively with public agencies. All your coverage and risk management needs are met by a single resource that functions as an extension of your team. We vigilantly monitor the conditions ahead so you can focus on what you do best. Learn more about our Workers’ Compensation, Property/Liability and Health Benefits Programs at www.sdrma.org or 800.537.7790.

Volume 15 • Issue 1

Trusted Risk Management

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800.537.7790

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www.sdrma.org

California Special Districts Association 1112 I Street, Suite 200 Sacramento, CA 95814

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