2024 California Special Districts Magazine May – June

California Special Districts Alliance

The California Special Districts Alliance is a collaborative partnership between the California Special Districts Association (CSDA), the CSDA Finance Corporation (CSDAFC), and the Special District Risk Management Authority (SDRMA). These three highly respected statewide organizations join forces to help special districts in California better serve their communities.

CSDA Board and Staff

OFFICERS

ELAINE MAGNER, PRESIDENT, Pleasant Valley Recreation and Park District

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

LORENZO RIOS, SECRETARY, Clovis Veterans Memorial District

DON BARTZ, CSDM, TREASURER,

Phelan Pinon Hills Community Service District

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

MEMBERS OF THE BOARD

CHAD DAVISSON, CSDM, Ironhouse Sanitary District

VINCENT FERRANTE, Moss Landing Harbor District

JERRY L. GILMORE, Truckee Sanitary District

CURTIS JORRISTMA, Hilmar County Water District

JO MACKENZIE, Vista Irrigation District

ANTONIO MARTINEZ, Contra Costa Water District

NOELLE MATTOCK, El Dorado Hills Community Services District

GREG ORSINI, McKinleyville Community Service District

PATRICK OSTLY, North of River Sanitary District #1

FRED RYNESS, Burney Water District

ARLENE SCHAFER, Costa Mesa Sanitary District

KIMBERLEE SENEY, Gold Mountain Community Services District

STAFF

NEIL MCCORMICK, Chief Executive Officer

MEGAN HEMMING, Chief Professional Development Officer

MUSTAFA HESSABI, Chief Counsel

KYLE PACKHAM, Chief Advocacy & External Affairs Officer

CASSANDRA STRAWN, Chief Member Services & Communications Officer

RICK WOOD, Chief Finance & Operations Officer

TOMICKO ABELLA, Member Services Representative

AARON AVERY, Director of State Legislative Affairs

ANNA CALLAHAN, Legislative Assistant

EMILY CHA, Database & Online Communities Specialist

MARCUS DETWILER, Legislative Representative

BRENT FARRAR, Design & Websites Manager

AUBREY GOHL, Member Services Representative

VANESSA GONZALES, Communications Specialist

JOSE GUERRERO, Graphic Design/Video Specialist

COLLEEN HALEY, Public Affairs Field Coordinator

CASSIE HASKINS, Member Services Representative

LILIA M. HERNANDEZ, Associate Legislative Analyst

MICHAEL MEYER, Senior Member Services Specialist

CHRIS NORDEN, Public Affairs Field Coordinator

RICHELLE NOROYAN, Public Affairs Field Coordinator

CHRIS PALMER, Senior Public Affairs Field Coordinator

AMBER PHELEN, Management Analyst

RACHAEL POPPINO, Professional Development Coordinator

OLIVIA ROBERTSON, Member Services Specialist

JENNIFER SMITH, Professional Development Coordinator

OPHELIA SZIGETI, Legislative Analyst

ANTHONY TANNEHILL, Legislative Representative

ERASMO VIVEROS, Public Affairs Field Coordinator

DANE WADLÉ, Senior Public Affairs Field Coordinator

KRISTIN WITHROW, Communications Specialist

SDRMA Board and Staff

OFFICERS

SANDY SEIFERT-RAFFELSON, PRESIDENT, Herlong Public Utility District

ROBERT SWAN, VICE PRESIDENT, Groveland Community Services District

JESSE CLAYPOOL, SECRETARY,

Honey Lake Valley Resource Conservation District

MIKE SCHEAFER, Costa Mesa Sanitary District

TIM UNRUH, CSDM, Kern County Mosquito & Vector Control District

THOMAS WRIGHT, Clovis Veterans Memorial District

CONSULTANTS

LAUREN BRANT, Public Financial Management

DEREK BURKHALTER, Bickmore Actuarial

CHARICE HUNTLEY, River City Bank

FRANK ONO, iFish Group, Inc.

ANN SIPRELLE, Best Best & Krieger, LLP

KARL SNEARER, Apex Insurance Agency

DOUG WOZNIAK, Alliant Insurance Services, Inc.

STAFF

BRIAN KELLEY, MBA, ARM, Chief Executive Officer

DEBBIE YOKOTA, AIC, Chief Risk Officer

MATT CLUTTERBUCK, Chief Financial Officer

WENDY TUCKER, Underwriting/Program Manager

ALANA LITTLE, Health Benefits Manager

ENRIQUETA (HENRI) CASTRO, Risk Control Manager

ROBERTO LOZANO, Liability Claims Manager

ALLISON BATEMAN, PHR, HR/Office Manager

PETR KOVALCHUK, Finance Manager

MARIA WILLIAMS, Member Services Manager

MARGARITO CRUZ, Senior Accountant

DANNY PENA, Workers’ Compensation Manager

ERIC LUCERO, Senior Risk Control Specialist

TERESA GUILLEN, Member Services Specialist II

MICHELLE BROWN, Health Benefits Specialist II

CANDICE RICHARDSON, Management Analyst

KEITH IKAMI, Claims Examiner I

LISA SANDOVAL, Member Services Specialist I

LILLI VINN, Accounting Technician

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

CSDAFC Board and Staff

OFFICERS

JO MACKENZIE, PRESIDENT, Vista Irrigation District

VINCE FERRANTE, VICE PRESIDENT, Moss Landing Harbor District

ARLENE SCHAFER, SECRETARY, Costa Mesa Sanitary District

GLENN LAZOF, TREASURER, Regional Government Services Authority

MEMBERS OF THE BOARD

JULIE JOHNSON, Rainbow Municipal Water District

MATTHEW MCCUE, Coachella Valley Cemetery District

GREG ORSINI, McKinleyville Community Service District

CONSULTANTS

RICK BRANDIS, Brandis Tallman, a Division of Oppenheimer & Co. Inc.

JEFF LAND Brandis Tallman, a Division of Oppenheimer & Co. Inc.

DAVID MCMURCHIE, CSDAFC Legal Counsel

WILLIAM MORTON, Municipal Finance Corporation

STEFAN MORTON, Municipal Finance Corporation

ALBERT REYES, Kutak Rock LLP

NICOLE TALLMAN, Brandis Tallman, a Division of Oppenheimer & Co. Inc.

STAFF

NEIL MCCORMICK, Chief Executive Officer

CATHRINE LEMAIRE, Coordinator

AMBER PHELEN, Management Analyst

RICK WOOD, Chief Finance & Operations Officer

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

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

It is my pleasure to introduce the May/June issue of California Special Districts. It’s an exciting issue because it kicks off our summer conference season with highlights of the inspiring keynote speakers lined up for the General Manager Leadership Summit. Before the conference, staff are working hard to launch CSDA - The Hub, our brand-new, personalized app designed to bring CSDA’s valuable information and the power of membership right to your fingertips!

This issue is also popular for the added benefit of delivering the latest print edition of the CSDA Buyers Guide. Keep this a convenient resource you can reference at your office all year. It highlights the numerous helpful products and services provided by our Silver, Gold, Platinum, and Diamond Tier Business Affiliate Members. These agencies have firsthand experience working with special districts and can provide a starting point when seeking your next service provider. CSDA also publishes an accompanying online Buyers Guide that is available to members all year and includes all Business Affiliate Members.

California Special Districts magazine is all about finding that entertaining blend of inspirational articles and educational content. Read on for our feature on General Manager Leadership Summit keynote speaker John Spence on the future of leadership and grab some tips from day two keynote Jennifer Edwards on how to build relationships and reduce the divides that can make people feel separated from each other. Share the satisfaction of a job well done with the article on San Lorenzo Fire Protection District’s new program to integrate mental health support in their community, or Palmdale Water District’s 100-year celebration of Littlerock Dam.

There’s something for everyone in this issue! Display it proudly in your district offices or enjoy it while traveling to a CSDA conference this summer. If you see me at a summer conference, be sure to stop and say hello.

Elaine Magner, CSDA President

Student Video Contest Continues to Grow in 2024

The 2024 Districts Make The Difference (DMTD) national student video contest came to a close as our magazine deadline was upon us. Readers will need to visit Districts Make The Difference on our social media platforms to find out who won this year! The contest was more popular than ever with 20% more videos received than in 2023 and a 35% increase from 2021! The contest was advertised primarily on social media across the country, with submissions coming in from 20 states. The state with the most submissions continues to be California, but this year we were excited to receive videos from Alaska and Hawaii for the first time ever.

U.S. High School students have the opportunity to win a scholarship of $2,000 for a first place 60-second video highlighting how districts make a difference in the United States. Early education and outreach to high school students allows DMTD to foster greater awareness of the important role special districts play in providing essential services in every state in the country.

DMTD is the public-reaching campaign sponsored by the National Special Districts Coalition (NSDC). Notably, NSDC’s primary policy priority is to codify in federal law a first-ever formal definition of ‘special district’ through

the bipartisan H.R. 7525, the Special District Grant Accessibility Act.

To watch some of the 2024 student videos, visit the Districts Make the Difference website at districtsmakethedifference.org

Student-submitted videos were received from 20 states, including Alaska and Hawaii in 2024

You Ask We Answer

Questions Appear in CSDA Online Communities

Sick and Vacation Policy

Q: Jennifer Bechtold, Administrative Manager/Board Clerk, Rancho Adobe Fire Protection District

I am curious how other agencies handle employee’s payroll if they have exhausted all accrued sick hours? Do you then deduct additional hours required from vacation time? What if an employee is out of both sick and vacation time - do you deduct the time from their paycheck or allow them to go into arrears? Thank you for your help!

Engage with your peers and ask questions on CSDA’s Open Forum community!

https://www.csda.net/communities-home

A: Lisa Sorvari, HR Director, Greater Vallejo Recreation District

Hi Jennifer, If your employees are represented by a union, I would check the MOU. Otherwise, I believe you need to get their permission to use vacation time when they run out of sick leave because it is considered earned income in CA. We do not let them go into arrears with leave time; they take time without pay if they are non-exempt (hourly). If they are exempt and they work any time during the week, you cannot deduct their pay unless they are on FMLA/CFRA or committed a safety violation. Hope this helps.

A: Tex Ritter, CFO, Nevada-Sierra Connecting Point Public Authority

Leave Without Pay (LWOP) is generally the route you have to take. Be aware that LWOP also resets their CalPERS date and seniority.  For example, if they started work 7-1-2020 and take 5 days LWOP, their seniority and start date (for retirement and reduction of staff matters) is reset to 7-6-2020. This may or may not have a consequence. In a small agency it may not matter much, but they will have to work 10 days more to amass the same retirement amounts.

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.

CSDA News

Unlock Cash Back with the CSDA Commercial Card from Umpqua Bank

Participants of CSDA’s Commercial Card program have received rebates totaling over $150,000, with some agencies receiving more than $4,000 cash back! Especially designed for CSDA members and administered by Umpqua Bank, the CSDA Commercial Card program provides online reporting

Introducing CSDA–The Hub

Our groundbreaking mobile app revolutionizes access to exclusive content, events, news articles, and CSDA Communities. Unveiled in time for the General Manager Leadership Summit, it brings the power of membership to the palm of your hand. Stay connected, informed, and engaged with the CSDA community anytime, anywhere.

The Hub

2024 Buyers Guide

Included with this issue! Unlock opportunities with the CSDA Buyers Guide, your ultimate resource for special district needs. Explore a comprehensive directory of CSDA Business Affiliates, serving as a year-round reference for essential products and services. Plus, delve into our online Buyers Guide at csda.net, featuring additional Bronze level Business Affiliates for expanded options and convenience. Whether in print or online, trust the CSDA Buyers Guide to streamline your purchasing decisions and propel your district forward.

tools, greater security over employee spending and enhanced rebate opportunities. Contact Member Services at 877-924-2732 for more information on how to enhance your business processes with the CSDA Commercial Card from Umpqua Bank.

Building strong communities.

For more than 80 years, we have partnered with public, private and government agencies in California to help their communities thrive.

Meetings & Events

Elections

CSDA Board of Directors (Seat A for 2025-2027 Term)

Voting Deadline: July 26, 2024

2024 CSDA Conferences

General Manager Leadership Summit

Anaheim, June 23 – June 25

CSDA Annual Conference & Exhibitor Showcase

Palm Springs area, September 9 – 12

Board Secretary/Clerk Conference

San Diego, October 21 – 23

Special District Leadership Academy Conference (North)

San Rafael, November 3 – 6

2024 CSDA Workshops

Virtual Workshop: Overview of Special District Laws

June 5 - 6

Passing the Torch: How to Recruit, Engage, & Carry

Your Dream Team Forward

June 23, Anaheim

So, You Want to Be a General Manager?

June 23, Anaheim

Go Beyond Managing Safety: Manage Risk!

July 24, Costa Mesa

2024 CSDA Webinars

Running for Office - How to Get Started

June 4

Using “The Cloud” to Increase Efficiency

June 11

Webinar: Workplace Violence Prevention Plans

June 13

www.csda.net/gmsummit

Get a Hold of Us

We are always on the lookout for articles and topic ideas.

For editorial inquiries, contact CSDA Communications Specialist Vanessa Gonzales, at 877.924.2732 or membership@csda.net.

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

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

Jim Markman

Roxanne Diaz

Ginetta Giovinco

Craig Steele

Dave Fleishman

Special Districts Have Special Needs

For the past 28 years, I have developed a niche market, providing advisory services and customizing investment management strategies for 38 special districts in California. Call me today for a complimentary consultation.

Sandra Hedstrom Wheeler Vice President/Investments

(805) 903-1065 direct (877) 816-1231 toll-free

sandra.wheeler@stifel.com www.sandrahedstromwheeler.com 4460 Broad Street, Suite 210 San Luis Obispo, California 93401

Stifel, Nicolaus & Company, Incorporated | Member SIPC & NYSE | www.stifel.com

Where do I find my certificates?

How do I log in?

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Modernize Record Keeping with CPS

Is your district buried under years of paperwork that you need to keep but don’t have room for? Tired of digging through records and scanning documents to respond to a public records request? If you already have virtual storage, how do you know which files to keep and which you can delete?

Enter CSDA Gold Level Business Affiliate Complete Paperless Solutions (CPS) to the rescue. CPS is laser-focused on facilitating local agencies to balance excellence in service with efficiently operating in a high-demand, recordsintensive environment. They provide Laserfiche services for intelligent content management and business process automation. Add in scanning, custom applications, and data conversion and they’ll have your information game operating at top speed!

Visit their website at www.cps247.com or call 866-661-2425 to learn what solutions are waiting for you!

Ask the Experts

The Great Privilege and Greater Responsibility of Serving the Public

By Emanuela Tala, Associate, Liebert Cassidy Whitmore

We often hear it said that “the customer is always right.” But public agencies do not simply sell customers a particular product. Instead, they are tasked with providing essential services and maintaining order in our civilized society. Unlike private sector employees, public sector employees take an oath to uphold the California and federal Constitutions against all enemies, foreign and domestic. Upon taking their oath and assuming their responsibilities, public employees are also declared to be disaster service workers. How, then, can we ensure that the customer is always right when a public servant is charged with such lofty duties and the customer is not simply a consumer, but rather, a taxpayer, a business owner or patron, a citizen, a tourist, or a visitor?

An important starting point is the understanding that public perception is crucial to public service. In a neverending cycle, public perception informs how individuals interact with and relate to public employees and, in turn, public employees’ conduct informs public perception. Public employees must have an understanding of the laws

requiring a transparent government, such as the California Public Records Act and the Brown Act, the laws prohibiting conflicts of interest, such as Government Code section 1090 and the Political Reform Act, and the laws prohibiting discrimination, harassment, and retaliation, such as the Fair Employment and Housing Act and Title VII of the Civil Rights Act of 1964. An understanding of these laws will permit public servants to engage in meaningful dialogue with the public they serve, be it orally or in writing, in connection with commonly arising concerns.

Public servants are also often called upon to serve as diplomats, mediators, and conciliators in their dialogue and dealings with the public. In that sense, public servants truly do become the face of their agencies or departments to those individuals with whom they interact and must therefore be able to remain respectful and responsive, even in heated and uncomfortable situations. To that end, public employees benefit greatly from acquiring and implementing the skills necessary to engage in difficult continued on page 12...

conversations, including the importance of keeping the content of their communications clear, the tone of their communications neutral, and the phrasing of their communications temperate. Public employees will also benefit greatly from adopting and implementing customer service guidelines that best allow them to respond to the public, including timelines for returning calls and emails, and a framework for answering calls, referring individuals to online resources or other agency members, and composing short but comprehensive voicemail greetings and automated out of office email responses. These simple, but often overlooked, communication tools allow members of the public to feel cared for and heard. The great responsibility of serving the public is not an easy endeavor. However, by understanding the relevant laws and the skills necessary to engage in meaningful communication, public servants can undoubtedly rise to this important challenge.

Emanuela Tala is an attorney in LCW’s Los Angeles office, where she specializes in employment law and litigation. She can be reached at etala@lcwlegal.com.

Learn more in person with Emanuela Tala at the General Manager Leadership Summit session “Stellar Public Sector Customer Service” in Anaheim in June!

The Legal Advisor California Special Districts Want

Manager's Corner

Strategic Plan Implementation as a Process of Change

By Ian Prichard, Deputy General Manager, Calleguas Municipal Water District

Strategic plans are everywhere. Some gather dust. Others influence a chief executive’s daily decision making. When done right, they can provide an effective platform for even the most radical organizational change.

At its core, a strategic plan is a statement of policy priorities. These can—and should—change with the times, based on what your organization has learned from dayto-day operations. The policy process is a cycle and each stage—planning, implementation, evaluation— influences the next. Planning establishes a set of hypotheses about the future and how your organization

can best meet it. Implementation tests those hypotheses. Evaluation measures the effects, pointing, in turn, to new hypotheses about how to improve. There is no end state. Even if you could build every project on your CIP, wrap up all those lawsuits, and negotiate a perfect union agreement, your employees will change, your ratepayers will change, the climate, the economy, the political environment—it’s all going to change. And those changes affect what’s possible for your organization to accomplish.

In the case of Calleguas Municipal Water District, following severe water allocations in 2022 that resulted in unprecedented water use restrictions, the Calleguas Board of Directors created a new vision in the 2023

Strategic Plan that will revolutionize operations. From being a wholesale water distributor that essentially wheels water from a larger wholesaler to 19 retail agencies, Calleguas envisions developing local supplies to diversify our supply portfolio; amounting to what is, in our world, a revolutionary transformation.

What A Strategic Plan Is—and What It’s Not

A strategic plan tells the community what’s important to policymakers and how they plan to express it. Front and center in the plan is often the Mission Statement, a distillation of the organization’s core purpose, which is usually perennial. The Vision Statement, describing how the organization conceives of its future form and function, can be tweaked whenever the strategic plan is reopened or overhauled at inflection points in an organization’s trajectory. Then there are the priorities and objectives, some of which can change significantly from plan to plan. The trick is to elaborate these at the right altitude: you want them to be tangible enough for managers to translate into work plans, but you don’t want them to be work plans. Policymakers generally aren’t involved in carrying out the plan. That’s the work of your chief executive, who can keep the board apprised of progress through periodic updates.

Aligning Capacity with Vision

How much of the organization’s vision outlined in the strategic plan you’ll be able to fulfill depends not just on having enough people to do the organization’s work, but the right people. That might seem obvious, but it’s important as part of the strategic

planning process to ask, “Are we capable of doing this?” If not, can you hire the people to do it? The board can only provide the organization chart and salary schedule that are possible within its economic and political constraints. Knowing your constraints on how the organization can grow is critical to planning for what that growth will look like.

As an agency that essentially imported surface water and built the infrastructure necessary to get that water to new development through six decades of growth, Calleguas long prided itself as an organization of exceptional engineers and superhuman operators.

Developing local resources is a different ballgame. It’s going to require that we think differently; influence policymaking at the local, state, and federal levels; and enter the public square via modes of communication that may be new to us. Calleguas needed to build capacity to do that, so we created new departments and increased our workforce to staff them.

From Concept to Concrete

Whether creating new programs, expanding jurisdictional boundaries, or building new infrastructure, implementation—that test of your strategic hypotheses—takes place in the physical world. Depending on your setting, this can present a whole new set of challenges. For Calleguas, this looks like increasing costs and decreasing revenues. Ventura County is nearly build out. Entrenched water use efficiency and statewide conservation mandates mean people are using less water. The climate— hydrologic, climatic, political, regulatory—is changing. All the easy

MANAGER'S CORNER

projects have been done. What’s left is the gathering realization that new alignments of interests are required to build, together, the things we can’t do on our own.

This all takes time, which is the final negotiation in the process.

Executives want to execute. Board members want to be reelected. This isn’t a bug, but a feature; our institutions are structured to deliver results. Some hypotheses are easier to test than others—once a pipeline is in the street, it’s pretty tough to change its diameter—but remembering that the policy process is a cycle that evolves and revolves can help your organization navigate the competing pressures of planning and implementation. Getting to the end is just a chance to go back to the beginning.

Ian Prichard has worked in water policy, planning, and resource development since 2010 and is currently the Deputy General Manager at Calleguas Municipal Water District. A Ventura native, he was educated at the University of Virginia, where he studied 19th and 20th Century American and Russian Literature. He lives with his family and a small menagerie in Los Angeles.

Learn more on the topic at the General Manager Leadership Summit session “Leadership Lessons from Your Peers - Collaboration and Transformation.”

In Review

Legislator of the Year Events on Social Media!

Each year, CSDA presents the Legislator of the Year Award to lawmakers who championed special districts and the communities they serve. This year, CSDA recognized three legislators who stood out for their commitment and support: Assembly Member Gregg Hart, State Senator Marie Alvarado-Gil, and State Senator Anna Caballaro. They were each honored with this award at a constituent district-hosted event in their area: Assembly Member Gregg Hart at the Montecito Fire Protection District, Senator Marie Alvarado-Gil at the El Dorado Irrigation District, and Senator Anna Caballaro at the Clovis Veterans Memorial District. Check out some of the social media activity from Facebook and Twitter on these events!

Senator Marie Alvarado-Gill February 17

What an honor it was to receive the Legislator of the Year Award from the California Special Districts Association. Serving the communities of nearly 300 special districts across Senate District 4 and championing policies that empower local governance is a commitment I will not waver on.

Thank you to California Special Districts Association for this recognition, and to all who work tirelessly in our special districts to improve the lives of Californians every day.

#PublicService #Community #SD4 #TeamAlvaradoGil

#SpecialDistricts #CA #California #Sacramento

California Special Districts Association reposted

Mountain Counties Water Resources Association @MtnCountiesWRA · Feb 16

“We extend our deepest congratulations to @AlvaradoGilSD4 and commend her for her work on behalf of rural, mountainous districts,” said @JustinCap_CA, MCWRA Executive Director. “Many thanks to CSDA for inviting us to be part of the celebration.” #MCWRA #CSDA #EID #caleg

CSDA original post that was reposted California Special Districts Association @CSDAdistricts · Feb 16

Yesterday, we had the honor of presenting CSDA’s Legislator of the Year Award to Senator Marie AlvaradoGil (@AlvaradoGilSD4)! Thank you to our event host El Dorado Irrigation District (@ElDoIrrigation) & all who attended...#CSDAdistricts #DistrictsAdvocate

Senator Anna Caballero is at Clovis Veterans Memorial District.

March 4 · Clovis, CA

I’m honored to be the first two-time recipient of California Special Districts Association Legislator of the Year recognition, first as an Assembly Member and now as a State Senator. This award symbolizes a partnership between our State and the local service specialists on the frontlines providing essential services like water, sanitation, fire protection, healthcare and parks, among many more services to our communities. Thank you!

California Special Districts Association @CSDAdistricts Mar 1

CSDA President Elaine Magner presented CSDA's Legislator of the Year Award to Assemblymember Gregg Hart (@ AsmGreggHart) today in #SantaBarbara. Thank you to our host Montecito Fire (@montecitofire) and to Montecito Fire Chief David Neels and Los Olivia Community Services District President Tom Fayram for sharing comments and honoring Asm. Hart with other #CSDAdistricts and community leaders. #DistrictsAdvocate #CAleg

The Olympic Valley Public Service District announced the appointment of Charley Miller as its new General Manager. Miller brings a wealth of experience in project management, budgeting, personnel management, and civil engineering, making him well-equipped to lead the district into its next phase of growth and development. Miller succeeds Mike Geary, who served the district with dedication for over twelve years and has moved onto the Northstar Community Services District.

Sylvia Ornelas

Elsinore Valley Municipal Water District is thrilled to announce the newest addition to their team, Sylvia Ornelas, their new Community Affairs Supervisor. Ornelas brings over fifteen years of invaluable experience in the water industry to drive impactful communication strategies and community engagement initiatives. She most recently held the position of Senior Strategic Communications Representative at Western Water.

Soquel Creek Water District selected Melanie Mow Schumacher as its general manager, replacing Ron Duncan after he retires in late September.

Schumacher, who is a registered civil engineer and holds a master’s degree in public administration from Golden Gate University in San Francisco, began at the district in 1995 as a junior engineer. Schumacher, alongside Duncan, played a key role in the planning, environmental study, funding, design, and now ongoing construction for the Pure Water Soquel project.

Paul Lau

Congratulations to Sacramento Municipal Utilities District (SMUD) CEO and General Manager Paul Lau on being recognized by the Sacramento Business Journal’s Power 100 List as one of Sacramento’s most impactful leaders in local economic development.

Bradford

Jaymie Bradford, the former Executive Vice President and Chief Operating Officer at the San Diego Regional Chamber of Commerce, has joined the San Diego County Water Authority as assistant general manager overseeing the agency’s external affairs. In her new position, Bradford reports to General Manager Dan Denham and plays a key role in shaping the Water Authority’s outreach, education, and advocacy efforts.

Fresno Irrigation District (FID) is proud to recognize Chris Fields, FID Water System Operator, who received the New Farmer Award at the Community Alliance with Family Farmers (CAFF) 2024 California Small Farm Conference!

Selected from hundreds of nominations, Chris was honored for his work on his farm, Fields Family Farm, and his active roles in the CAFF Policy Committee and as a board member of the African American Farmers of California. This recognition highlights his community involvement and commitment to fostering a sustainable world.

Charley Miller

Melanie Mow Schumacher

Jaymie

Chris Fields

Interview

Building Bridges: Navigating Professional Relationships in a Diverse Workspace

How to emphasize understanding, respect, and collaboration when you come from different backgrounds

By Kristin Withrow, CSDA Communications Specialist

Are you fortunate enough to have a career surrounded by colleagues that always agree and work seamlessly together? If so, go grab a lottery ticket because you are one of the lucky ones. The truth is co-workers come from a variety of backgrounds with diverse internal biases and lenses for seeing the world, with a myriad of reactions to the pressures imposed by busy work schedules and deadlines, not to mention the occasional cranky customer or constituent!

People don’t always agree, and sometimes the tension can be reflected in our treatment of each other. But what if we could gain some insight into why we react the way we do? What if we could learn to give some grace to others when the going gets tough? What if we could learn to bridge the gap between us?

Enter Jennifer Edwards, our General Manager Leadership Summit keynote speaker, recognized collaboration and communication expert and successful author of BRIDGE

THE GAP: Breakthrough Communication Tools. CSDA Communications Specialist Kristin Withrow caught up with Edwards to discuss her philosophy on how we can all learn to work together and get along.

Why do you think more people find it challenging today to understand and respect one another?

Our nation has experienced a few rough years. Let’s just say flat out: we all struggle to like, understand and/or respect some people in the workplace and in our lives. Navigating professional relationships is becoming increasingly clunky. Here are four reasons why:

1. Generations of people work together - Boomers, Gen X, Millennials, and Gen Z are converging in one shared workspace. Each has different philosophical forms of management and leadership and different solutions and reactions to challenges.

2. The personal and professional are intermingling in new ways - The rise of social media has already given us a glimpse into people’s personal lives. With the warpspeed pandemic shift toward ‘work-at-home’ in many instances, we’re seeing more of our co-worker’s lives than we could have ever imagined!

3. We are working under the conditions of increasingly polarizing politics, race, culture, and media disinformation - Many people avoid having certain discussions for fear of a “perspective explosion.” This ultimately makes people less curious, communicative, and collaborative.

4. We’re blind that each of us is part of the problem - Sometimes we fail to see how our own preferences, perspectives, lived experiences, and personal agendas affect how we communicate. We are unaware of how we show up, why our perspectives are hard-wired, and the energy we radiate.

What is the role of curiosity in forming professional relationships?

We all have a desire to feel, experience, learn, and know the world around us. Research shows that as we age our perceptual curiosity plummets as we become patterned in our thinking and behaviors. ‘Operationalizing curiosity’- putting it into action - can improve professional relationships because it brings no agenda other than to hear, learn, and connect with others without judgment, bias, or assumptions. It allows for a clean slate, innovation, creativity, and collaboration to emerge because people are more receptive to the talents, strengths, and perspectives of others.

How can we have more curious conversations?

First, curiosity doesn’t start by asking questions. That surprises many people when I say it. A famous study found only 7% of what we say matters, the other 93% is found in how we show up: from our energy, tone, presence, and listening skills. Show up as someone eager to learn and connect, even if you have a long-term relationship already. Invest in understanding your colleagues and their perspective at a different level by being open to what’s top of mind for them.

Have a one-way conversation. Most of us think a curious conversation is a back and forth, like a ping pong game. This can easily turn unconsciously competitive. You say

something. I say something. You respond with words that show how you relate and matter.

Restructure this ‘one-upmanship’ style of conversation into a more substantive dialogue by leading with curiosity and staying curious. Don’t jump in with your own ideas, stories, knowledge, and opinions. Ask open-ended questions and follow their energy level. Listen for words that light them up or shut them down and inquire further so they offer details that help you connect.

Use ‘Tell me about’ as the opening question. People interpret words differently depending on what they are experiencing in the moment. Tell me about is a question that opens up a curious conversation in a safe, unintimidating and non-judgmental way. Tell me about sounds caring, but not sappy or soft. It can sometimes sound precise and analytical, or empathetic and engaged.

What can someone begin doing to ‘Bridge the Gap’ and make work relationships less challenging and more collaborative?

Take responsibility for how you show up in certain relationships where gaps exist. Honestly assess if you’ve been present and listened to learn and understand. Have you labeled negatively or made harmful assumptions? We can’t force others to change, but we can change. We can choose to let go of issues, show up curious, and with a clear intention to bridge the gap.

Jennifer Edwards, a successful author, engaging speaker, and seasoned coach, is passionate about skilling-up leaders, teams and organizations around the world to have critical conversations, to collaborate most effectively, and develop meaningful influence. Recognized as a Fortune 100 collaboration and communication expert, she coauthored BRIDGE THE GAP: Breakthrough Communication Tools.

www.csda.net/gmsummit Listen to Jennifer Edwards at the 2024 General Manager Leadership Summit

SAN

From the Capitol

Assembly Member James Gallagher has served the 3rd Assembly District representing Butte, Glenn, Tehama, Sutter and Placer counties since 2014 and is currently the Assembly Minority Leader. As a resident and representative of northern California, we appreciate Assemblyman Gallagher taking the time to answer our questions and provide a perspective from his Assembly District.

Looking forward to 2024 and your role as Minority Leader in the State Assembly, what are your priorities for this legislative year?

Californians’ quality of life has really declined in the last few years. Our rising cost of living means people don’t have as much disposable income. Crime and homelessness have made our communities feel unsafe. Turning those issues around is at the top of my to-do list so California can be an inspiration for the rest of the country again. We also need to get our fiscal house in order – in the years we were running budget surpluses, the state overcommitted to expensive ongoing programs. Now that we’re facing a massive deficit, we need to address the structural issues that caused these budget problems.

Based on your years as a public servant at the local and state level, what do you believe are the major issues facing special districts in California today?

I’ve encountered a variety of challenges facing special districts, but financial stability is almost always at the top of the list. Many districts rely on fluctuating local taxes and fees, while new mandates from Sacramento add costs and complicate their ability to consistently deliver services. Compounded by stringent regulatory requirements, these financial constraints place a significant burden on special districts, especially smaller ones with fewer resources. The challenge of maintaining and upgrading aging

infrastructure as we deal with increased wildfire risks and water scarcity further complicates the issue.

As someone who represents a large rural area in Northern California, what do you see as some of the biggest challenges facing our rural communities?

For years, I’ve been telling everyone in Sacramento that rural communities face unique hurdles, including limited access to healthcare and educational opportunities. Policies that work in densely populated areas might be totally unfeasible in rural parts of the state. One example is California’s electric school bus mandate – districts can make it work when people are packed closely together, but in rural areas where buses have to travel hundreds of miles, it’s just not feasible. Economic development is also a critical challenge, with many rural areas depending on a narrow range of industries, making them vulnerable to shifts in the economy. We also need to address the lack of reliable, high-speed internet that hinders education, healthcare, and economic development.

What advice would you offer to special districts who want to build stronger relationships with state lawmakers and elevate the voice of their agency and the community it serves?

For anyone looking to develop a strong relationship with state lawmakers, the most important thing I recommend is to take a proactive approach. Regular engagement with legislators, through meetings, updates, and invitations to see your district’s work firsthand, is crucial. Educating lawmakers and their staff about your district’s pivotal role in the community and the specific challenges it faces can foster greater understanding and support. Collaborating on solutions and highlighting successful projects and initiatives can also showcase the value your district provides. Additionally, leveraging associations and coalitions to amplify your voice can significantly impact advocacy efforts at the state level.

Elevating Leadership Excellence –Unveiling the 7 C’s of Leadership with John Spence

By Kristin Withrow, CSDA Communications Specialist

This year’s General Manager Leadership Summit opening keynote speaker is leadership expert and author John Spence sharing his insights on what it takes to be The Leader of the Future.

Spence’s impressive career includes more than 30 years spent leading companies, working side-by-side with some of the world’s best leaders. He has amassed thousands of hours of research, and tens of thousands of surveys to distill vast quantities of data into observations with data driven, actionable advice that can be implemented at all levels of leadership.

His inspiring keynote address The Leader of the Future will have our General Manager Leadership Summit attendees taking notes, self-reflecting, and returning to their districts with new ideas and philosophies to enhance the work environment and pull the best out of every member of their team.

One of Spence’s core topics is a theoretical breakdown of the essential, non-negotiable ingredients of an effective leader. They are the 7 C’s of leadership, and every leader should reflect on their current grasp of these

characteristics with an eye toward mindful implementation of each C in the bunch.

CHARACTER

Leaders of strong character bring humble confidence and absolute integrity to their role. They are unfailingly honest with those they lead, which builds trust and respect. “A leader’s honesty is the cornerstone of their credibility and the foundation of trust,” says Spence.

COURAGE

According to Spence, seasoned leaders realize they don’t know everything and have the courage to be vulnerable. In his work with highly effective leaders around the world, he has observed them to universally be excellent at asking for input, advice, and suggestions. “Leadership demands the courage to make tough decisions, and the humility to seek guidance,” he says.

COMPETENCE

A leader doesn’t need to be a master of all roles to excel in their role as the leader. One key element to leadership is a commitment to lifelong learning and dedication to

excellence. Their pursuit of personal and professional development motivates others around them to do the same.

COMMUNICATION

It takes strong communication skills to effectively express vision, set direction, and teach. While giving direction and being expressive is key, it is balanced by the other side of the communication process: Listening. Leaders excel at asking the right questions and actively listening to answers.

COLLABORATION

“Leaders adept at collaboration attract top talent and inspire them to work towards common goals with enthusiasm and commitment,” advises Spence. Their commitment to working shoulder-to-shoulder within the team, to treating everyone as a peer, provides the space needed for the team to respond well when inevitable moments arise where the leader must assert authority.

COMPASSION

Leaders must be empathetic and understanding. They must see their employees wholly. Taking the time to know your employees ensures fairness, promotes work-life balance and acknowledgement of the value of each member of the team.

CONTRIBUTION

Strong leaders are strategic thinkers who have an eye on the horizon to make decisions that affect the organization in the long-term. They value each member’s contribution and recognize the need to build new leaders for the future and take steps to act for the good of the organization, not just themselves.

Leadership Trends in a Modern World

Spence notes, “Virtual work has had a huge impact on teams and leadership. It’s hard to create culture at a distance.” Leaders are challenged to find ways to bring people together, even virtually, to build rapport and trust in the group. The virtual divide is eased in work environments that are hybrid and still bring people physically together;

however, even fully remote teams must find ways to feel connected to be successful.

In addition, as has always been the case, generations exhibit different responses to leadership styles. Today, the younger generation has a different view of work. “Workers change companies more often because they are seeking work that is purpose driven and fulfilling,” he says. The pendulum used to be on command and control, then swung to leadership by spreadsheet. Now, it’s somewhere closer to servant leadership that embraces diversity, is networkoriented and has a leadership that earns respect and admiration from employees who feel seen and valued.

Spence’s keynote address will guide attendees through a thought-leadership journey that encourages self-reflection and goal setting. He advises leaders to raise their emotional quotient (EQ), sometimes called emotional intelligence, to set a vision for themselves. Once someone can define what type of leader they want to be, they can begin to use daily awareness to practice the behaviors necessary to hone their own 7 C’s and embody the leadership style they most want to attain.

John has been the owner or CEO of four companies and currently serves as a board member or adviser to several organizations. As a consultant and coach to organizations worldwide, from startups to the Fortune 10, John is dedicated to helping people and businesses be more successful by “Making the Very Complex… Awesomely Simple.”

Come Listen to John Speak at the 2024

Community Connections

Putting Mental Health First: SRVFPD’s Firefighter Response Program

By Kristin Withrow, CSDA Communications Specialist

San Ramon Valley Fire Protection District (SRVFPD) has implemented a Behavioral Health Response Program that puts firefighters first in line to respond to calls involving mental health where it has been determined there is no immediate danger to the patient or others. The program is called Firefighter First Response. It marks a departure from the traditional response of police first with firefighter response as backup when warranted.

“Our Behavioral Health Firefighter First Response Program is intended to dial down the temperature of the situation. By taking a less authoritative, less controlling, less confrontational approach, you actually will have more control by giving the patient a sense they are in control,” stated SRVFPD Chief Paige Meyer.

The program began as an exploration of the response system and mental health response training that included de-escalation tactics for over 200 staff members at SRVFPD and the San Ramon Police Department. Once training was complete, phase two of the program involved routing specific types of calls to the Contra Costa Crisis Center. The Contra Costa Crisis Center receives calls directly from the Dispatch Center providing these patients with mental health support. The Contra Costa Crisis Center is the 988-crisis hotline established by Assembly Bill 988 (BauerKahan) that was signed by Governor Newsom in 2022.

According to the National Alliance on Mental Illness (NAMI) website, “988 will connect callers with around-theclock intervention, including mobile crisis support teams staffed by mental health professionals and trained peers.

COMMUNITY CONNECTIONS

“We have developed a truly groundbreaking approach to providing the right care at the right time to those experiencing a mental health crisis with a rapid response within 7 minutes of receiving a call.”

Chief Paige Meyer

Mental health crisis services and alternatives to calling 911 can be an effective alternative to a law enforcement response, provide an opportunity to effectively co-respond with mental health-law enforcement teams, and divert people with mental illness away from criminal justice system involvement.”

The third phase of the program went into effect on October 2, 2023, and establishes a Firefighter First Response with San Ramon Police staged nearby. Calls that do not involve life threatening emergencies or threats to public safety are transferred seamlessly to the 988 Contra Costa Crisis Center for telephonic intervention-suicide prevention and, when warranted, referral to in-person services. When a Firefighter First Response is dispatched, fire district personnel initiate first contact with the patient quickly. “We have developed a truly groundbreaking approach to providing the right care at the right time to those

experiencing a mental health crisis with a rapid response within 7 minutes of receiving a call,” stated Chief Meyer.

SRVFPD is confident that the implementation of the Behavioral Health Firefighter First Response Program has improved the outcomes for behavioral health incidents in the region; including patient experience and referral to 988 crisis assistance when appropriate, patient outcomes, and system-wide efficiency. In its first four months, between October 2023 and February 2024, the fire district utilized the Firefighter First Program 16 times and transferred 6 calls directly to 988. This accounted for 24% of all behavioral calls the fire district received during that time.

Chief Meyer noted, “Our ultimate goal is to educate our residents about alternative mental health resources in an effort to reduce and divert them to find the best solution for their individual needs.  We believe this innovative program will result in the best possible outcome for the patient, their families, and our first responders.”

What's So Special

Celebrating Littlerock Dam’s 100th Anniversary

By Judy Shay, Palmdale Water District Public Affairs Director

For the past century, the Littlerock Dam and Reservoir has played an important role in the growth and success of Palmdale, Littlerock, and other communities in the southern Antelope Valley. It was built on Little Rock Creek to store water for agricultural use and provide some flood control. Now, as it marks 100 years, it continues to serve similar purposes and remains a vital water source for Palmdale Water District (PWD) and Littlerock Creek Irrigation District (LCID) customers.

Construction of the Littlerock Dam began in 1922 and was completed on June 1, 1924. Plans for the dam began six years earlier in 1918 when the Palmdale Water Company (which later became Palmdale Irrigation District then Palmdale Water District) and LCID hired engineer John S. Eastwood to design a 182-foot-tall, multi-arch dam on Little Rock Creek with a capacity to hold 7,460 acre-feet of water. It would be the tallest multi-arch dam in the country.

Eastwood, who had designed nine dams in the U.S. and Canada and was known internationally for his skills, reduced the height of the dam to 145 feet after state officials expressed concerns about its strength.

Although the first two years were dry years, the reservoir soon filled up. As the population of Palmdale grew in the 1940s and 1950s from the aerospace industry, water needs in the area moved from rural irrigation to domestic use. In 1966, the California Division of Safety of Dams concluded that the Littlerock Dam would not be able to withstand a large earthquake on the San Andreas Fault, which is less than two miles away. It ordered that the amount of water stored at the dam be restricted.

In 1987, PWD and LCID agreed to rehabilitate the dam and increase its capacity to meet the growing population. The $19 million improvement consisted mainly of a large rollercompacted concrete buttress covering the original dam.

continued on page 30...

The new appearance resembled a large stairway. Approximately 110,000 cubic yards of roller-compacted concrete were used on the downstream face of the dam. The spillway was raised 12 feet, which doubled the water storage capacity of the reservoir to about 3,500 acre-feet, or 1.1 billion gallons of water.

New recreational facilities were constructed in the area, including a boat launching facility, picnic area and a walkin campground. A dedication ceremony was held in 1995 to commemorate the reinforced dam and celebrate the new public recreational area.

Today, PWD and LCID are celebrating the foresight of its predecessors who had the vision to build a monumental structure that still serves its original purpose of storing water and controlling floods. The Littlerock Dam is one of PWD’s three sources of water for its 127,000 people who depend on clean, affordable water daily. The rain and runoff that it collects from the San Gabriel Mountains is stored at the reservoir before it is moved to Lake Palmdale and treated at the Leslie O. Carter Water Treatment Plant. In 2023, PWD used nearly 5,000 acre-feet of water from the Littlerock Reservoir. The district’s two other sources are the State Water Project and groundwater wells.

Keeping the Littlerock Dam in operating condition is an ongoing task. Due to sediment buildup, the reservoir’s capacity has been reduced to about 2,800 acre-feet. PWD removed sediment in 2021 and will continue to do so for the next decade to bring the capacity back to what it was in 1995 when it was expanded to 3,500 acre-feet. The sediment removal project was delayed for 30 years due to the discovery of the federally endangered arroyo toad.

For the past 100 years, transporting water from the reservoir has been made possible by the Palmdale Ditch. With $22.58 million in grants from the state Department of Water Resources (DWR) and the U.S. Bureau of Reclamation, PWD will be converting the ditch to a covered pipeline to reduce water loss and save on maintenance costs.

The Littlerock Dam will continue to be an important part of PWD. It also is a place that the community has fond memories of and hopes to see reopen for recreation. It was eight years ago when the U.S. Forest Service closed it due to health and safety concerns.

PWD and LCID will be holding a celebratory event on June 1, 2024, at the Littlerock Dam to commemorate its centennial. Elected officials and other dignitaries will be invited to mark the anniversary.

“The district is proud to be celebrating this momentous occasion,” said PWD General Manager Dennis D. LaMoreaux. “The Littlerock Dam is an integral part of the Antelope Valley and plays a vital role in providing the water supply for its residents.”

Legal Brief

Clarifying Workplace Violence Prevention Guidelines Key Insights from Cal/OSHA

By Jonathan S. Vick, Partner at Atkinson, Andelson, Loya Ruud & Romo

The March - April edition of this magazine included an article entitled “SB 553-New Workplace Violence Prevention Requirements for California Employers.” The article discussed the requirements of SB 553 and elements of the mandated Workplace Violence Prevention Plan (“WVPP”). Since the article was published there have been several notable events. First, Cal/OSHA published its “Model Written Workplace Violence Prevention Plan for General Industry” which is available on the Department of Industrial relations (DIR) website. Also, on April 2, 2024, Cal/OSHA published a “Frequently Asked Questions about Workplace Violence Prevention in General Industry” (“FAQ”) document on its website. The following are some of the highlights from the FAQ.

• SB 553 requires the “active involvement of employees and authorized representatives in developing and implementing the plan.” The statute is clear that it applies to a unionized workforce, but what about nonunionized workplace? The FAQ clarifies that the new law applies to both union and non-union worksites.

• Does each workplace site need a dedicated plan, or can an organization use a corporate plan for all sites? Cal/

OSHA does not specifically answer, but rather states that “[e]mployers are required to ensure that their written WVPP is specific to the hazards and corrective measures for each work area and operation.” It may be possible to have a general plan which is customized for each location depending on the worksites and hazards at each location.

• Employers do not need to develop a specific workplace violence reporting system. The employer should already have a system for communicating on matters relating to occupational safety and health, and this system should be utilized for workplace violence reporting as well.

• The workplace violence prevention postings should be posted in a “conspicuous place where employees report each day, like common areas, and have easy access to them.” For outdoor locations they can be posted where other required notices are posted.

• How employers make the WVPP available will vary based on the worksite. Examples include having the plan available in common areas in a binder or posting it on the district’s website. However, it must be available and easily accessible to employees, authorized representatives, and Cal/OSHA at all times.

• Employers do not have to use the Cal/OSHA model written WVPP, but they must include all the elements listed in Labor Code Section 6401.9 (d)(2).

• If employees do not feel comfortable reporting workplace violence to their employer, then they are directed to report incidents to local law enforcement or the local Cal/OSHA enforcement office.

• The WVPP and the required training must be completed by July 1, 2024. There is no grace period for developing the WVPP and then providing training after July 1, 2024.

If your district has not already started developing a WVPP then the time to start is NOW! It will take some time to properly develop a plan which includes the active involvement of employees. Also, depending on the size of your workforce, you will need to allow time for training, which must include an opportunity for “interactive questions and answers with a person knowledgeable about the employer’s plan.” This could be a daunting task. AALRR has experienced attorneys who can assist you in navigating the requirements of SB 553. AALRR has also developed a Toolkit document which can assist you in developing your WVPP.

Expand Your Knowledge With Our Suggested Reading List!

Learning doesn’t stop when the conference concludes. Check out some of CSDA’s favorite books. Order copies at csda.net/books.

Protected From the Unexpected

As trusted risk management advisor, SDRMA makes it easy for you to proceed with confidence. Our team is like one of your own, delivering service and expertise you won’t find anywhere else. For everything from Workers’ Compensation and Property/Liability coverages to Health Benefits options available throughout California, we are here to help. For more information, visit sdrma.org

Managing Risk

Covert Surveillance – Combatting Workers’ Compensation Fraud Abuse

By Tim Muraki, Chief Operating Officer, SIU Consultant Group, LLC

Workers’ compensation insurance fraud poses a significant threat to the integrity of insurance systems and the financial stability of businesses. This article delves into the pervasive issue of workers’ compensation insurance fraud and explores how covert surveillance serves as a crucial tool in combatting fraudulent activities within this domain.

Understanding Workers’ Compensation Insurance Fraud

Workers’ compensation insurance is designed to provide essential coverage for employees who sustain work-related injuries or illnesses. However, some individuals exploit this system through various fraudulent activities, including exaggerating injuries, fabricating claims, or engaging in malingering to prolong benefits. Such fraudulent behavior not only results in financial losses for insurers and businesses but also contributes to higher premiums and strains on the overall insurance system.

The Role of Covert Surveillance

Covert surveillance plays a pivotal role in detecting and preventing workers’ compensation insurance fraud. By employing discreet investigative techniques, surveillance specialists gather evidence to verify or debunk the legitimacy of injury claims. Surveillance methods may include monitoring claimants’ daily activities, documenting their physical abilities, and identifying inconsistencies between reported injuries and observed behaviors.

Benefits of Covert Surveillance

Covert surveillance offers several advantages in the fight against workers’ compensation insurance fraud. Firstly, it provides insurers and businesses with objective evidence to accurately assess the validity of injury claims. Through continuous monitoring, surveillance helps uncover discrepancies or exaggerations in reported continued on page 35...

MANAGING RISK

injuries, strengthening the case against fraudulent claims. Additionally, the mere knowledge of being under surveillance acts as a deterrent, dissuading potential fraudsters from engaging in fraudulent behavior.

Challenges and Ethical Considerations

While covert surveillance is an effective tool in combatting workers’ compensation insurance fraud, it also presents challenges and ethical dilemmas. Privacy concerns may arise as surveillance involves monitoring individuals’ activities without their knowledge. Therefore, it is crucial to adhere to legal and ethical guidelines, ensuring that surveillance activities are conducted lawfully and respectfully. Transparency and accountability are essential in maintaining the integrity of surveillance practices and protecting individuals’ rights.

Case Studies

Numerous real-life case studies illustrate the effectiveness of covert surveillance in uncovering workers’ compensation insurance fraud. In one instance, a claimant reported

debilitating back pain that allegedly prevented them from working. However, covert surveillance revealed the claimant engaging in strenuous activities such as heavy lifting and gardening, contradicting their reported limitations. Such evidence proved invaluable in refuting the fraudulent claim and mitigating financial losses for the insurer.

Workers’ compensation insurance fraud poses a significant threat to insurers, businesses, and the overall economy. Covert surveillance emerges as a vital tool in detecting and combatting fraudulent activities within this domain. By providing objective evidence and deterring potential fraudsters, covert surveillance plays a crucial role in preserving the integrity of the workers’ compensation insurance system. However, it is imperative to balance the effectiveness of surveillance with ethical considerations to ensure fairness and respect for individuals’ rights. Through vigilant monitoring and adherence to ethical guidelines, covert surveillance can continue to serve as a valuable ally in the fight against workers’ compensation insurance fraud.

Send Your Breaking News to Us

Send articles or ideas to membership@csda.net for consideration in the California Special Districts magazine, CSDA eNews, the CSDA website, or on our social media channels.

BBK’s 2024 Under One Roof housing webinar series provides guidance on the laws and regulations affecting housing development in California.

Solutions & Innovations

The PFAS Challenge How Two California Water Agencies Are Responding

By Matt Stone, General Manager, SCV Water; Patrick Versluis, Director of Water Quality, Orange County Water District; and Christine Carson, Partner, Aleshire & Wynder, LLP

PFAS (per and poly fluoroalkyl substances) are man-made chemicals used for decades to make many products ranging from Teflon® to fire-fighting foam. They are now found widely in the environment, including many groundwater sources. As state and federal agencies establish new drinking water standards for PFAS, local agencies are taking wells out of service and adding treatment systems to remove PFAS.

On April 10, 2024, the United States Environmental Protection Agency (EPA) issued a final National Primary Drinking Water Regulation (NPDWR) for six PFAS Chemicals. The limit will be 4 parts per trillion (ppt) for PFOA (perfluorooctanoic acid) and PFOS (perfluorooctanesulfonic acid), two of the most regulated PFAS. The EPA will also issue final regulations designating PFOA and PFOS as hazardous chemicals under the Comprehensive Environmental Response, Compensation & Liability Act (CERCLA). Given that water systems do not manufacture PFAS, they have asked Congress to pass the Water Systems PFAS Liability Protection Act, which would uphold CERCLA’s polluter-pays principle and exempt systems that passively receive PFAS from liability.

California Notification Levels are currently set at 5.1 ppt for PFOA; 6.5 ppt for PFOS; 500 ppt for Perfluorobutane sulfonic acid (PFBS); and 3 ppt for Perfluorohexane sulfonic acid (PFHxS). Response Levels are currently 10 ppt for PFOA; 40 ppt for PFOS; 5000 ppt for PFBS; and 20 ppt for PFHxS.

Considering these developments, this article provides examples of how two agencies are addressing PFAS.

The Orange County Water District (OCWD) manages the Orange County Groundwater Basin underlying north and central Orange County. The basin currently provides up to 85% of the drinking water supply for 19 cities and retail districts serving 2.5 million residents. More than 100 out of the 200 retail agencies’ wells are expected to require treatment. This loss of wells imposes a significant financial burden on water agencies. Local groundwater is about half the cost of imported water. OCWD and its retailers expect to spend approximately $1.8 billion on capital and operating costs and interim replacement water over the next 30 years addressing PFAS.

Despite playing no role in releasing PFAS, OCWD is working with its impacted retailers to remove it from local supplies.

The district’s PFAS treatment policy commits OCWD to funding 100% of the capital expenses for PFAS treatment systems. Upon completion of construction, ownership is transferred to the retail agencies with an operational commitment, with operations and maintenance (O&M) costs split equally between the retailer and OCWD. OCWD is also advocating to legislators for more funding, holding polluters accountable, and gaining an exemption from liability for PFAS clean-up. OCWD is prepared to address additional wells to be impacted by EPA’s adoption of a NPDWR for PFAS, which will trigger a three-year compliance period for most suppliers.

Santa Clarita Valley Water Agency (SCV Water), serves 300,000 customers in the Santa Clarita Valley and is working to restore PFAS-impacted wells by installing ion exchange resin-based treatment. Groundwater makes up about half of the community’s water supply. Based on the current Response Levels, more than 20 wells have been taken offline. Treatment systems will also need to meet pending Federal standards finalized in 2024. SCV Water estimates it could spend up to $200 million in capital costs and annual operating costs estimated at $10+ million to treat PFAS.

SCV Water formed a strike team of staff from operations, engineering, water quality, water resources, environmental planning, public information, and finance, for a comprehensive strategy addressing PFAS.

Initial steps included an assessment of PFAS levels in wells and bench scale testing of treatment media. The team also evaluated the relative ease or difficulty of sighting, permitting, and constructing treatment systems at various locations. This led to a triaged, prioritized response plan, and a list of treatment projects, interconnections, and system modifications. SCV Water invested in laboratory equipment and certification, enabling the in-house analysis of water samples for PFAS. This has reduced sample costs and the time from collection to analysis of results.

Two projects are operational. A third is nearing completion, and the contract for a fourth will be awarded shortly. In total, these projects will bring nine wells, providing up to 20,800 acre-feet of water supply back online while removing PFAS chemicals. Additional projects are in the design or planning stages.

OCWD joined a lawsuit against manufacturers of PFAS, and SCV Water joined PFAS class action lawsuits, the settlements of which could cover a portion of costs. SCV Water has also obtained some project funding through State or Federal grants. However, without an increase in

grant funding, the bulk of capital and operating costs will impact ratepayers.

To learn more from these authors on this subject, access CSDA webinars “A Legislative, Legal & Local Response to PFAS 2024” available from CSDA’s On-Demand Webinar library at https://members.csda.net/ondemand

Money Matters

Heighten Your Commitment to Financial Excellence How to Attain the Government Finance Officers Association of the United States and Canada’s Triple Crown Award

By Scott Carroll, CSDM, General Manager, Costa Mesa Sanitary District

It’s clear that in an era of enhanced public and media scrutiny of local government agencies, prudent and sound fiscal management practices demonstrate accountability and transparency. Such policies and protections instill public trust by demonstrating responsible stewardship of taxpayer dollars. For special districts, which often operate in a lesser profile than city and county governments, it is paramount that effective fiscal management safeguards are in place to establish and preserve public confidence. The District of Distinction Accreditation from the Special District Leadership Foundation is a phenomenal statewide recognition program that demonstrates a district has sound fiscal management policies and practices in place.

That said, districts should strongly consider taking accomplishments to the next level by being recognized nationally.

The Government Finance Officers Association (GFOA) of the United States and Canada is a professional organization consisting of more than 20,0000 federal, state, and local finance officials who are committed to advancing excellence in public finance. The Triple Crown is an honor bestowed upon government entities that demonstrate a commitment to financial transparency, accountability, and sound fiscal practices. Listed below are some of the benefits bestowed upon a district for being a Triple Crown winner from the GFOA:

1. Enhanced Financial Management Practices

One of the primary benefits of attaining Triple Crown status is the validation of superior financial management practices. GFOA’s Triple Crown Award requires recipients to meet rigorous standards in three key areas: the Certificate of Achievement for Excellence in Financial Reporting (ACFR), the Distinguished Budget Presentation Award, and the Popular Annual Financial Reporting (PAFR) Award.

Achieving excellence in all three areas underscores an organization’s commitment to maintaining the highest standards of financial management.

2. Increased Transparency and Accountability Transparency and accountability are foundational principles in public finance. Winning the Triple Crown enables a government entity to signal to its constituents that it not only meets, but exceeds, the benchmarks for financial reporting. This achievement fosters trust among citizens, investors, and stakeholders, as they can rely on the accuracy and completeness of financial information.

3. Elevated Reputation and Credibility

The GFOA Triple Crown is a symbol of excellence in the eyes of the public finance community. Entities that achieve this distinction gain a heightened reputation and increased credibility. This recognition can attract top talent, encourage collaboration with other special

districts, and enhance the entity’s overall standing in the financial sector.

4. Professional Development and Recognition for Staff

Achieving the Triple Crown is a collective effort that involves the dedication and hard work of finance professionals within the government entity. The award serves as a testament to the skills and expertise of the staff involved in financial reporting, budgeting, and communication. This recognition can boost morale, contribute to professional development, and inspire continuous improvement.

The Government Finance Officers Association’s Triple Crown Award is a prestigious acknowledgement of excellence in financial management within the public sector. Beyond the immediate recognition, the benefits extend to enhanced financial practices, increased transparency, elevated reputation, and recognition of staff. Special districts that strive for and achieve Triple Crown status not only demonstrate their commitment to fiscal responsibility but also position themselves as leaders in the field of government finance.

The Costa Mesa Sanitary District is proud to be recognized as the 2021 and 2022 GFOA Triple Crown Winner. To learn more about GFOA’s Triple Crown recognition, visit www.gfoa.org.

over 35 years, CSDA Finance Corporation has been providing California’s special districts with low-cost, competitively priced financing solutions.

Does your district have a financing need? Our consultants and staff are here to help. Visit www.csdafinance.net to submit a quote request online or call 877.924.2732 for more information.

NSDC

CSDA Members Automatically Members of the National Special Districts Coalition (NSDC)

Did you know…As a member in good standing of the California Special Districts Association (CSDA), your district is automatically part of the growing National Special Districts Coalition (NSDC)?

This ‘dual membership’ not only strengthens the collective voice of special districts but has also opened doors to enhanced advocacy and collaboration on a national scale. Additionally, CSDA members have gained exclusive access to discounted grants resources and services provided by The Ferguson Group, further bolstering opportunities and capacity for districts to secure funding for critical projects.

Empowering Collaboration and Advocacy

The integration of CSDA members into the NSDC signifies a united front for special districts across California and the nation. By joining forces with counterparts from several other states, CSDA and its members are able to amplify advocacy efforts, share best practices, and address common challenges facing the special district community. This collaboration enhances the ability to influence policy decisions at the federal level, ensuring the interests of special districts are effectively represented and advanced on a broader stage.

Unlocking Discounted Grants Resources

In addition to all CSDA membership benefits, members also have access to discounted grants resources and services as a result of the NSDC partnership with The Ferguson Group (TFG). As a leading government relations and grants consulting firm specializing in securing federal funding, TFG offers invaluable expertise and support to help special districts navigate the complex grants landscape. From identifying funding opportunities to developing competitive grant proposals, CSDA members can leverage these resources and access services at a significantly reduced rate to enhance their capacity to secure vital funding for infrastructure, public services, and community development projects.

Watch the CSDA eNews for regular federal legislative and grant updates. Additionally, CSDA members can contact the Member Services Department for more information on how to connect with NSDC at membership@csda.net or 877-924-2732

Got Governance?

Building Strong Foundations: The Pillars of Financial Excellence for Special Districts

By Rick Wood, CSDA Chief Finance & Operations Officer

In the realm of cash and investment management for special districts in California, establishing comprehensive financial practices is foundational. Comparable to a sturdy three-legged stool, these practices provide stability for effectively utilizing public funds. The key components of this framework are the annual budget, investment policy, and reserve policy, all of which must align harmoniously with the district’s long-term strategic objectives.

The annual budget serves as the initial pillar, often the most rigorously structured financial guide within districts across the state. The budget not only informs the management of operational funds, but also enhances public transparency when made accessible on the district’s website. By ensuring public access to budgetary allocations, districts can mitigate extensive public records requests, thereby fostering trust and understanding among constituents.

Equally critical is the investment policy, recommended by California government code §53600 for all special districts. Beyond mere compliance, this policy should be a ‘living, breathing’ document subject to annual review and board approval. Crafting a flexible investment strategy allows districts to maximize revenue streams while demonstrating prudent financial stewardship. It is imperative to draft a policy broad enough to adapt to fluctuating market conditions, thereby avoiding undue constraints on investment decisions. To assist districts in this endeavor, CSDA offers an investment policy template within its Sample Policy Handbook, available to members at csda.net.

Complementing these pillars is the reserve policy, which necessitates a forward-thinking approach. Adequate financial reserves are indispensable for ensuring both short and long-term operational stability. By establishing reserve policies that account for economic uncertainties and facilitate strategic planning, districts can mitigate fiscal risks and facilitate prudent resource allocation.

In evaluating financial management practices, special districts must also scrutinize their banking relationships. Given the unique nature of holding public funds, districts must prioritize banking institutions that offer low fees and high-quality service. Districts should explore diverse banking options, even those that are not local, to optimize the management of public funds effectively.

Furthermore, transparency serves as a cornerstone of ethical governance and public engagement. Attaining third-party recognition, such as the Special Districts Leadership Foundation’s District Transparency Certificate of Excellence, can allow districts to demonstrate their commitment to accountable governance. This free program offers a structured checklist for districts to evaluate their transparency and showcase their efforts to foster public trust and confidence.

By adhering to these principles of sound financial management, California special districts can fortify their fiscal foundations and uphold their commitment to effective governance and public service.

DIAMOND LEVEL

Actuarial Retirement Consulting, LLC www.awenarc.com

AllPaid www.AllPaid.com

California CAD Solutions (CALCAD) www.calcad.com

California CLASS www.californiaclass.com

CPS HR Consulting www.cpshr.us

CSDA Finance Corporation www.csdafinance.net

Enterprise Mobility www.enterprisemobility.com

GovDeals www.govdeals.com

Special Districts Risk Management Authority www.sdrma.org

Streamline www.getstreamline.com

Umpqua Bank www.umpquabank.com

Utility Cost Management, LLC www.utilitycostmanagement.com

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

Best Best & Krieger www.bbklaw.com

California Bank of Commerce www.californiabankofcommerce.com/

www.vc3.com SiteLogiq www.sitelogiq.com

Five Star Bank www.fivestarbank.com

Liebert Cassidy Whitmore www.lcwlegal.com

Richards Watson Gershon www.rwglaw.com

Corning Healthcare District Strengthens Cybersecurity with VC3

By Kristin Withrow, CSDA Communications Specialist

Corning Healthcare District embarked on a journey to fortify its cybersecurity infrastructure after district manager Tina Hale first learned of the extent of her district’s cybersecurity risks from a session presented by VC3 General Manager Corey Kaufman at a CSDA conference in 2023. Despite being a small district, they realized the critical importance of robust cybersecurity measures, especially after witnessing a neighboring county agency fall victim to a ransomware attack.

“The biggest reason we decided to partner with VC3 was the realization of our vulnerability to cyber threats,” remarked Hale. “A nearby county agency recently experienced a ransomware attack, highlighting the very real dangers we faced.”

Hale praised the seamless support provided by VC3 throughout the implementation process. “It was a little like assembling a piece furniture from Ikea,” she said. “Change is change, but they supported us through the process and have consistently been available whenever we’ve needed advice.”

GOLD LEVEL

Brown Armstrong Accountancy Corporation

www.bacpas.com

CalTRUST

www.caltrust.org

Centrica Business Solutions

www.centricabusinesssolutions.com

Cole Huber LLP www.colehuber.com

Complete Paperless Solutions www.cps247.com

Eide Bailly CPAs www.eidebailly.com

Kosmont Financial Services www.KosmontFinancial.com

National Demographics Corportaion www.ndcresearch.com

NBS www.nbsgov.com

Nossaman, LLP www.nossaman.com

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

Stifel Investment Services www.sandrahedstromwheeler.com

Tyler Technologies, Inc. www.tylertech.com

Vasquez & Company LLP www.vasquez.cpa

The district is satisfied with the cost structure of the protections VC3 recommended. Hale noted, “once the necessary integration and protections were in place, the actual cost was lower than the quote they originally gave us.”

Moreover, Hale emphasized the significance of CSDA’s endorsement in their decision-making process. “Our board often relies on CSDA’s expertise when exploring new programs,” she explained. “They value CSDA’s opinion, so the endorsement of VC3 added to our confidence in their services.”

For VC3, the commendation from Corning Healthcare District serves as a testament to their commitment to providing top-tier cybersecurity solutions backed by unparalleled support and expertise.

Districts interested in VC3’s exclusive CSDA-member services to manage, protect and enhance IT efficiency can learn more at csda.net/join/value-benefits.

Special programs or discounts offered by CSDA’s Endorsed Affiliates – tailored just for CSDA members!

• Commercial Card

• Digital Mapping Solutions

• Financing

• GASB Reporting Compliance

• Human Resources

• IT Solutions

• Investments

• Merchant Services

Learn more online at csda.net/value-benefits

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Sandra Hedstrom Wheeler Vice President/Investments (805) 903-1065 | (877) 816-1231 sandra.wheeler@stifel.com www.sandrahedstromwheeler.com