2025 California Special Districts Association Magazine: November/December

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

PETER KAMPA, CSDM, PRESIDENT, Groveland Community Services District

LORENZO RIOS, CSDM, VICE PRESIDENT, Clovis Veterans Memorial District

ANTONIO MARTINEZ, SECRETARY, Contra Costa Water District

DON BARTZ, CSDM, TREASURER, Phelan Pinon Hills Community Services District

ELAINE MAGNER, PAST PRESIDENT, Pleasant Valley Recreation and Park District

MEMBERS OF THE BOARD

RYAN CLAUSNITZER, CSDM, Alameda County Mosquito Abatement District

SCOTT DUFFIELD, CSDM, Heritage Ranch Community Services District

VINCENT FERRANTE, Moss Landing Harbor District

JERRY L. GILMORE, Truckee Sanitary District

CURTIS JORRITSMA, Hilmar County Water District

JO MACKENZIE, Vista Irrigation District

NOELLE MATTOCK, El Dorado Hills Community Services District

GREG P. ORSINI, McKinleyville Community Services District

PATRICK OSTLY, North of River Sanitary District #1

FRED RYNESS, Burney Water District

KIM SENEY, Gold Mountain Community Services District

KATHRYN SLATER-CARTER, San Mateo County Harbor 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 C. STAGG, Legislative Assistant

EMILY CHA, Database & Online Communities Specialist

MARCUS DETWILER, Legislative Representative

BRENT FARRAR, Design & Websites Manager

AUBREY GOHL, Member Services Representative

JOSE GUERRERO, Graphic Design/Video Specialist

COLLEEN HALEY, Public Affairs Field Coordinator

CASSIE HASKINS, Member Services Representative

LILIA M. HERNANDEZ, Associate Legislative Analyst

MORGAN LESKODY, Communications Specialist

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

MEMBERS OF THE BOARD

ROBERT HOUSLEY, CSDM, Midway City Sanitary District

MIKE SCHEAFER, Costa Mesa Sanitary District

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

THOMAS WRIGHT, Clovis Veterans Memorial District

CONSULTANTS

MICHAEL KRONBETTER, Public Financial Management

DEREK BURKHALTER, Bickmore Actuarial

MICHAEL BLOSS, River City Bank

CHRIS WIEGMAN, GroupOne

ANN SIPRELLE, Best Best & Krieger, LLP

KARL SNEARER, Apex Insurance Agency

DOUG WOZNIAK, Alliant Insurance Services, Inc.

STAFF

DEBBIE YOKOTA, CPCU, Interim Chief Executive Officer

MATT CLUTTERBUCK, CPA, MBA, Chief Financial Officer

ENRIQUETA CASTRO, CSP, Interim Chief Risk Officer

WENDY TUCKER, AU, Underwriting/Program Manager

ALANA LITTLE, Health Benefits Manager

DANNY PEÑA, SIP, WCCP, Workers’ Compensation Claims Manager

ROBERTO LOZANO, Liability Claims Manager

PETR KOVALCHUK, CPA, Finance Manager

JASON THORN, Data Architect

MARGARITO CRUZ, Senior Accountant

ERIC LUCERO, ARM, Senior Risk Control Specialist

GUILLERMO DE LA TORRE, Senior Risk Control Specialist

TAMARA BAKKIE, SIP, WCCA, Senior Workers’ Compensation

Claims Examiner

JOHN PESHKOFF, SIP, WCCA, Senior Workers’ Compensation

Claims Examiner

MARTHA WARREN, SIP, WCCA, Senior Workers’ Compensation

Claims Examiner

MICHELLE BROWN, Health Benefits Specialist II

TERESA GUILLEN, Program Specialist II

KEITH IKAMI, Liability Claims Examiner II

LISA SANDOVAL, Member Services Specialist I

CANDICE RICHARDSON, Management Analyst

MARIETTA HARRISON, SIP, WCCA, Future Medical Claims Examiner

CHER DARLING, Workers’ Compensation Claims Assistant

LILLI VINN, Accounting Technician

KOJI LO, Liability Claims Examiner I

AMY SUTHERLIN, Underwriting and Program Manager

CAMREN BUTLER, Program Specialist II

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

ELAINE MAGNER, CSDM, SECRETARY,, Pleasant Valley Recreation and Park District

GREG P. ORSINI, TREASURER, McKinleyville Community Services District

MEMBERS OF THE BOARD

RONALD COATS, DIRECTOR, East Valley Water District

GLENN LAZOF, Regional Government Services Authority

CONSULTANTS

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

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

STEFAN MORTON, Municipal Finance Corporation

WILLIAM MORTON, Municipal Finance Corporation

ALBERT REYES, Kutak Rock LLP

DMITRY SEMENOV, Ridgeline Municipal Strategies, Consultant to the Working Capital Financing Program

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

STAFF

NEIL MCCORMICK, Chief Executive Officer

DAVID MCMURCHIE, Legal Counsel

MICHAEL MEYER, Senior Member Services Specialist

AMBER PHELEN, Management Analyst

RICK WOOD, Chief Finance & Operations Officer

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

For editorial or advertising inquiries: Phone - 877.924.2732 Email - membership@csda.net

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

Neil McCormick, CEO

Stronger Together: A Record-Breaking Year

As we reflect on the past year, I am proud to share that the California Special Districts Association (CSDA) has achieved a record-breaking year in service, advocacy, and member engagement. This milestone is a testament to the strength of our community and the dedication of special districts across the state, focused on working together.

A Year of Growth and Learning

CSDA membership has grown to over 1,400 agency and company members, the largest in our history. This growth reflects the trust placed in our association and the value of the services we provide. Our commitment to professional development has also reached new heights, with record attendance at our conferences, workshops, and webinars. Thousands of leaders—from emerging professionals to seasoned executives and Board Members—joined us to expand their skills, share best practices, and strengthen their capacity to serve Californians.

Advocacy that Delivers

In Sacramento, CSDA’s voice has never been stronger. Our legislative and legal advocacy teams worked tirelessly to protect the local control and financial stability of special districts. Together, we secured critical victories on key policy issues, ensuring that our members can continue to provide essential services Californians rely on every day.

Building the Future

This was also a year of innovation. We launched new resources and partnerships that help support special districts for the challenges ahead and add value to their CSDA membership. Additionally, working with the CSDA Board of Directors, an updated 3-year strategic plan was developed to guide CSDA into the future and continue our momentum.

A Shared Achievement

These record-breaking results are not just CSDA’s success—they are the success of our collective membership from throughout the state. Each member district’s participation, leadership, and commitment to excellence has powered our collective impact. As we move forward, CSDA remains committed to advancing the vital role of special districts and ensuring they have the tools, representation, and support needed to thrive.

On behalf of the CSDA Board of Directors and staff, thank you for making this a historic year. Together, we are truly Districts Stronger Together.

CSDA News

CSDA Hosts Successful 2025 Special Districts Tour with Legislative Staff

Another successful Special District Tour is in the books!

The 2025 Central Valley Tour offered State Capitol staff a first-hand look at the vital services special districts deliver every day—large and small, regardless of budget—to communities across the region.

This year’s tour featured six host sites that opened their doors and shared their stories:

• Galt-Arno Cemetery District

• Turlock Irrigation District

• Delhi County Water District

• Merced County Mosquito Abatement District

• Del Puerto Health Care District

• West Stanislaus County Fire Protection District

Participants learned about the wide range of essential services provided by special districts, from clean water and fire protection to health care and community safety. One highlight included a visit to the Turlock Irrigation District, the first special district formed in California—celebrating 138 years of service in 2025!

The annual tour offers a unique opportunity to connect policymakers with the people and programs that keep local communities running.

A special thank you to our partners, the Association of California Healthcare Districts (ACHD) and the California Municipal Utilities Association (CMUA), for helping make this event possible.

ProDev

Sponsor Thank Yous!

Thank you to the following sponsors for their support of this year’s CSDA Annual Conference & Exhibitor Showcase:

�� Champion

California CLASS

California Special Districts Alliance

Special District Leadership Foundation

Special District Risk Management Authority

�� Advocate

Liebert Cassidy Whitmore

Richards Watson Gershon

PEOPLE-ROBBERY Friend

AllPaid

Amazon Business

California Bank of Commerce

CalTRUST

Cole Huber

Contractor Compliance and Monitoring, Inc.

CPS HR Consulting

Enterprise Mobility

Five Star Bank

Jacon Green & Associates

Nossaman, LLP

SitelogIQ

Streamline

Tri Counties Bank

VC3

Jim Markman

Roxanne Diaz

Ginetta Giovinco

Craig Steele

Dave Fleishman

In Review

CSDA Annual Conference & Exhibitor

From August 25–28, more than 1,000 special district leaders, staff, and business affiliates gathered in Monterey to build connections, learn, and explore new ways to serve their communities. Session topics covered timely subjects such as artificial intelligence, finance, key pieces of legislation, governance, human resources, and leadership.

This year’s conference featured jam-packed rooms filled with enthusiastic participants eager to hear from keynote speaker and NFL legend Joe Theismann, as well as breakout sessions full of insightful questions and actionable takeaways.

1 Attendees enjoyed the Mix and Mingle reception, where they won prizes, connected with other attendees, and explored the exhibit hall.

2 Taste of the City Sail Away Soirée and silent auction benefiting the Special District Leadership Foundation was full of good energy, good people, and good music by The Alison Sharino Band.

3 The CSDA Member Services & Communications Team takes a quick team photo at the Taste of the City event.

Showcase

4 State Controller, Malia M. Cohen shares her perspective on why the work of special districts is so important.

5 Keynote Speaker Brad Montgomery works his magic on the crowd.

6 SDLF is awarded a check from the CSDA San Diego Chapter.

7 Keynote Speaker Joe Theismann wowed audiences with his storytelling and audience engagement.

8 SDLF Essential Leadership Skills Certificate recipients received certificates from CSDA and SDLF staff. From left to right; Brian Macy, Tamara Alaniz, Maria Ayala, Melissa Baum-Haley, Ashley Davies, Justin Hopkins, Sandy Seifert-Raffelson, and Neil McCormick.

9 Attendees closed out the conference with an insightful ‘Connect and Collaborate’ session where attendees shared their highlights from the conference, what they learned, and the connections they have built.

10 Olivenhain Municipal Water District General Manager Kimberly Thorner and Safety and Risk Compliance Officer Tim Schuette receive the SDRMA Safety Award from SDRMA Board President Sandy Seifert-Raffelson and Interim Chief Risk Officer Enriqueta Castro, CSP.

11 Pre-Conference activities took participants out on the water with Kayaking in Monterey Bay, and a tour of Moss Landing Harbor District!

Dates & Deadlines

2026 CSDA Conferences

SDRMA Spring Education Day

March 18, 2026, Sacramento

Special Districts Legislative Days

April 7-8, 2026, Sacramento

Special District Leadership Academy (South)

May 11 – 14, 2026, San Diego

General Manager Leadership Summit

June 28-30, 2026, Newport Beach

Special District Leadership Academy (North)

July 19 – 22, 2026, San Rafael

CSDA Annual Conference & Exhibitor Showcase

August 24 - 27, 2026, Palm Desert

Special District Leadership Academy (Coastal)

September 13 – 16, 2026, San Luis Obispo

Board Secretary/Clerk Conference

November 3 – 5, 2026, Santa Barbara

2026 CSDA Awards

Award Nomination Deadline

May 1, 2026

CSDA Request for Proposals

We are currently accepting speaking proposals for the General Manager Leadership Summit, the Annual Conference & Exhibitor Showcase, and the Board Secretary/Clerk Conference.

Deadline for Submissions

December 15, 2025

To view more details and to register for conferences, events, workshops or webinars go to the CSDA Events Page https://qrco.de/bddc8t

SHARE YOUR SHARE YOUR

DISTRICT

STORIES STORIES & PHOTOS & PHOTOS

CSDA launched a portal for members to submit your success stories, press releases, news, and more for consideration in our digital and print publications. Have some eye-catching photos you’d like to share? We’d love those, too!

Ask the Experts

Disability Discrimination and the Limits of the McDonnell-Douglas Framework: Lessons from Miller v. CDCR

By Jennifer M. Rosner, Partner, and Lucy Goodnough, Associate, Liebert Cassidy Whitmore

When it comes to employment discrimination cases, the McDonnell-Douglas burden-shifting framework is often the default tool for analyzing motive. But in disability discrimination cases, courts have held that this framework is usually not applicable. A 2024 decision, Miller v. Department of Corrections & Rehabilitation1 (CDCR), highlights why courts must look beyond this traditional structure when evaluating disability-related claims under the Fair Employment and Housing Act (FEHA) or the Americans with Disabilities Act (ADA).

Why McDonnell-Douglas Isn’t Applicable in Disability Discrimination Cases

The McDonnell-Douglas framework2 is designed for cases where an employer’s motive must be proven through circumstantial evidence. The plaintiff must first make a prima facie case suggesting discriminatory motive. The employer then presents legitimate, non-discriminatory

reasons for the action, and the burden shifts back to the plaintiff to prove those reasons are pretextual, or to present other evidence of bias.3 This series of narrowing steps allows intent to be inferred when there is no direct evidence.

Disability claims under FEHA and the ADA are unique because liability only arises if the employee is a qualified individual—that is, someone able to perform the essential functions of the job, with or without reasonable accommodation.4  Until that threshold is met, there is no wrongful conduct to infer or explain.5 In many of these cases, direct evidence links the adverse employment action to the disability, bypassing the need for burden-shifting. That’s why courts often begin with a more fundamental question: Was the employee able to perform the essential functions of their job, with or without reasonable accommodation?

continued >

If the answer is no, the McDonnell-Douglas framework is not applicable. Instead, the employer can prevail by showing that the employee was not qualified under the law; i.e., unable to perform their essential duties, with or without accommodation.

What Miller v. CDCR Clarifies

In Miller, a correctional officer alleged disability discrimination based on both physical injuries from a slipand-fall and a mental health condition related to job stress. CDCR conceded it placed her on unpaid leave due to her mental health limitations, but it also demonstrated that:

• She represented she could not return to work while in treatment; and

• Her treating psychologist prohibited her from being present in CDCR workplaces.

These facts made it clear that no accommodation could have enabled her return at that time. Consequently, CDCR prevailed on summary judgment by showing the absence of a necessary element of her claim: qualification.

The court also rejected the argument that the employer should have offered a disability retirement as a form of reasonable accommodation. Such retirement, the court noted, is a separation, not an accommodation designed to facilitate a return to work.

On the physical side, Plaintiff’s permanent restrictions (e.g., inability to climb stairs, stoop, or push) made her unable to perform essential functions of a correctional officer’s job. CDCR had previously offered accommodations for her physical limitations, but the interactive process revealed no reasonable accommodation for her mental health limitations.

1 Miller v. Department of Corrections & Rehabilitation (2024) 105 Cal.App.5th 261.

2 McDonnell-Douglas Corp. v. Green (1973) 411 U.S. 792

3 Guz v. Bechtel National, Inc. (2000) 24 Cal.4th 317, 354.

4 Gov. Code § 12940(a)(1)-(2), 12 U.S.C. §§ 12111(8), 12112(a).

5 Green v. State of California (2007) 42 Cal.4th 254, 265.

Key Takeaways for Employers

Miller provides a valuable roadmap for employers defending disability discrimination claims—and a reminder that some defenses are rooted not in motive, but in an employee’s ability to perform the job, with or without reasonable accommodation. Even so, employers must remember:

• Failure to accommodate and failure to engage in the interactive process are independent violations, even if discrimination is not established.

• CDCR avoided liability on these claims by showing it offered reasonable accommodations for plaintiff’s physical limitations and that no accommodation existed for plaintiff’s mental health condition.

To reduce risk and promote fair treatment, employers should consistently:

• Define essential job functions clearly in job descriptions and communications.

• Engage in a good-faith interactive process with the employee.

• Document all efforts to explore and implement reasonable accommodations.

• Evaluate the impact of accommodations on workplace safety and operational hardship.

Conclusion

Miller v. CDCR reinforces that disability discrimination cases are generally not about intent. The central question isn’t whether the employer acted with bias, but whether the employee could perform the essential job functions with a reasonable accommodation. That distinction shapes the legal analysis from the start—and provides employers with practical, defensible steps to comply with the law.

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After a remarkable 50-year career with the Imperial Irrigation District, Merlon Kidwell has announced his retirement. Joining IID in 1975, Kidwell spent decades ensuring reliable water delivery across the Imperial Valley—supporting nearly half a million acres of farmland. As one of only six Watermasters since 1940, his leadership modernized water operations, improved scheduling systems, and advanced conservation efforts. IID extends its gratitude for his decades of service and dedication.

The Palmdale Water District (PWD) Board of Directors has appointed Debbie Dino to represent Division 5, filling the seat previously held by her late husband, Vincent Dino. A longtime Palmdale resident and active community leader, Director Dino serves as Director on the Antelope Valley Fair Board and with Kids Feeding Kids Through Agriculture, and previously as a Hearing Officer for the City of Palmdale.

“I’m truly grateful for the opportunity to carry on Vincent’s legacy,” she said. “It’s bittersweet to sit in the seat he once occupied, but I’m excited to join the Board and an organization doing important work for our community.”

The Desert Recreation District (DRD) has named Dr. Gabriel Martin as its new General Manager, effective September 15, 2025. With extensive public sector experience and a deep dedication to community service, Martin is eager to strengthen partnerships with local agencies and cities while advancing DRD’s mission to provide exceptional parks and recreation opportunities across the Coachella Valley.

Serving more than 432,000 residents, DRD oversees 49 parks and facilities that foster health, connection, and recreation for all.

The Western Canal Water District Board has appointed Jenny Scheer as its next general manager, effective December 2025.

Scheer brings extensive experience in agricultural water management, most recently serving as an Ag Water Specialist with Water & Land Solutions, LLC, where she worked on groundwater recharge, Sustainable Groundwater Management Act implementation, and infrastructure projects. She previously led the Santa Clara Farm Bureau and consulted on domestic and international agriculture initiatives.

Scheer holds degrees in Agricultural Business from CSU Chico and Agricultural & Resource Economics from UC Davis. Board President Corrie Nichols-Davis praised Scheer’s collaborative leadership and deep understanding of water policy and infrastructure.

Matthew Dickens, Celebrates 18 Years, Groveland Community Services District. Matt plays a vital role in keeping operations running smoothly, servicing and repairing district vehicles, trailers, and equipment while diagnosing and fixing engines, hydraulic, and electrical systems. He also maintains pumps, motors, compressors, and lift stations to ensure reliable water and wastewater service for the community.

In addition to his work across the district, Matt supports the GCSD Fire Department by inspecting and maintaining fire engines, pumps, and pressure systems to keep them ready for emergency response.

The Groveland Community Services District proudly recognized Matt Dickens for 18 years of dedicated service to the district.

Dr. Gabriel Martin

Matthew Dickens

Jenny Scheer

Merlon Kidwell

Debbie Dino

Tech Tips

Sharing GIS Data the Right Way

By CSDA Endorsed Affiliate CALCAD

Sharing data between agencies is a great way to reduce costs and foster a teamwork environment. It is also one of the most common questions CSDA Business Affiliate CALCAD gets from districts and agencies.

Accuracy Matters

When sharing mapping or geographic data, accuracy matters. To keep both visual and spatial information intact, Shape files are often the best option. They work with most mapping software, including free programs like QGIS, without requiring paid ESRI tools.

Be Specific

WHEN REQUESTING DATA:

If you are requesting data, be specific about what you need, such as rim and invert elevations, pipe diameter, or material type.

WHEN SHARING DATA:

If you are sharing data, double-check that field headers are not truncated and that you are not including any proprietary information.

Clear communication and attention to detail ensure your GIS data stays useful and secure for everyone involved. If you have any GIS data questions, call CALCAD at 800-6174GIS free of charge to CSDA members.

Got Governance?

Go Ahead, Toot Your Own Horn: How Going for Awards Builds Stronger Districts

By Kristin Withrow, Communications Specialist, CSDA

As we put the polishing finish on a good year and look forward to 2026, we wanted to highlight a 2025 conference session that put the spotlight on, well, seeking the spotlight. Awards and recognition programs for special districts may be a topic that district leaders overlook, but these programs can bring profound benefits to your district. In our conference session, several top awardwinning leaders from two districts urged their peers to actively pursue industry awards—not for the prestige alone, but for the transformative benefits the awards process brings to daily operations and organizational culture. And for the security they may bring to your district generally. Presented by Coachella Valley Public Cemetery District (CVCPD) General Manager Joshua Bonner and Board Member Marcos Coronel, along with Desert Recreation District Public Information Officer Scott Sear, the core message was simple: submitting your district for recognition programs and awards is more than just recognition; it is a strategic tool for internal growth and

excellence. Emphasizing how the recognition criteria act like a voluntary audit that reveals gaps, updates outdated policies, uncovers training needs, and strengthens documentation, the group encouraged special districts to set sights on achieving these important milestones.

This self-scrutiny ultimately leads to more efficient, transparent, and accountable operations.

“Whether your district is small or large, the value isn’t just the award at the end. It’s the structure and discipline the awards submission process creates to make your organization better,” said Sear. He emphasized, “Awards and recognition isn’t about ‘showing off,’ it’s about a mindset shift of continuous improvement and operational maturity.”

More Than a Plaque on the Wall

Beyond internal improvements, winning awards and completing recognition programs offers practical

advantages in external relations. Award-winning districts receive formal recognition not only from industry bodies such as the CSDA, the Special District Leadership Foundation and other industry-specific bodies, but also from elected officials across the political spectrum.

Sear pointed out, “If you put the Board, the community members and your team on that podium with you, you’re going to see amazing things happen. Take the time to build those relationships and make sure everyone in your community is part of that celebration.”

This recognition creates credibility and public trust that can shield districts during challenges like political scrutiny or proposed structural changes.

One story from CVPCD illustrated this perfectly: After earning several awards and high-profile commendations, the district successfully countered an attempt to consolidate their operations when the idea was floated from a local LAFCO representative.

“You have to be intentional and strategic and patient. If it takes five or ten years to reach those standards, that’s okay. The key is to not lower the standard, but elevate the team to meet it,” Coronel encouraged.

Importantly, the financial investment required to pursue awards is relatively modest. Many districts, even those with limited budgets, have succeeded by aligning efforts internally and leveraging existing resources.

“You don’t need a big budget, just intentional focus and follow-through,” said Bonner. “Every small step forward is a win.”

Another valuable takeaway was the lasting utility of award submissions beyond the awards themselves.

The results speak for themselves. The awards process builds better habits, stronger teams, and more

transparent systems. It is a powerful mechanism for organizational growth and resilience that any district—regardless of size or starting point—can pursue with confidence.

“When people publicly questioned us, we were able to point to these awards and proclamations as proof of the quality and transparency of our work. It made a real difference in standing our ground,” explained Bonner. “And several local elected leaders spoke up, confident about the job we do because we told the story and shared the win with them when we earned our District of Distinction and other awards.”

Leaders emphasized the importance of being intentional and strategic about the awards journey. Setting clear goals, committing board members, and patiently building the district’s capacity were cited as essential steps.

The comprehensive documentation prepared for these applications can be repurposed as educational tools for community outreach, legislative advocacy, or grant applications— multiplying the return on invested effort.

The results speak for themselves. The awards process builds better habits, stronger teams, and more transparent systems.

It is a powerful mechanism for organizational growth and resilience that any district—regardless of size or starting point—can pursue with confidence.

Their advice: “Pick one award and bring the value proposition to your Board. If you don’t have your SDLF Transparency Award, it’s a great place to start,” advised Bonner. “It’s the core foundation award. It’ll address a lot of the basics of government, and it is a great audit.”

Bonner put it succinctly, “It’s not about the trophy. It’s about the journey that makes you stronger.”

www.districtsmakethedifference.org/video-contest

Honoring a Lifetime of Service: Arlene Schafer Retires After Nearly 50 Years in Public Service

After nearly five decades of public service, Arlene Schafer, longtime Board Member and Vice Secretary of the Costa Mesa Sanitary District (CMSD), announced her retirement effective August 1, 2025. Schafer’s decision marks the close of an extraordinary career dedicated to advancing her community and elevating the role of special districts statewide.

Schafer began her public service career in 1978 with her election to the Costa Mesa City Council, where she served for eight years, including a two-year term as Mayor from 1980 to 1982. She was first elected to the CMSD Board of Directors in 1994, serving until 2010, then returning in 2013 to fill a board vacancy. She went on to win three consecutive terms through 2026 and served twice as CMSD Board President.

Throughout her tenure, Schafer helped lead transformative initiatives, including the transition from manual to automated curbside collection, launching Southern California’s first curbside organics recycling program

converting food scraps and green waste into renewable natural gas, establishing door-to-door household hazardous waste collection, and ensuring emergency power redundancy at all 20 wastewater pump stations. She also oversaw the construction of Rob Hamers Yard, Costa Mesa’s first LEED-certified facility, and the renovation of CMSD’s headquarters with solar panels and drought-tolerant landscaping.

Beyond CMSD, Schafer represented local interests through her leadership with OC LAFCO, the Independent Special Districts of Orange County, and the California Special Districts Association (CSDA), where she served on the Board of Directors from 2000 to 2025, including as President from 2008 to 2009.

“She has been instrumental in amplifying the voice of special districts in Sacramento, helping grow our membership from a few hundred in 2000 to nearly 1,400 today. Special districts have a stronger voice thanks to Arlene,” said CSDA CEO Neil McCormick.

From the Capitol

Assembly Member David Tangipa, Assembly District 8

David Tangipa was elected to the State Assembly in 2024 to advocate for Calaveras, Fresno, Inyo, Madera, Mariposa, Mono, and Tuolumne counties. Prior to being elected to the legislature, the San Joaquin Valley native worked in real estate and with Fresno County. A proud, first-generation American and son of a veteran, Tangipa was born and raised in Sacramento and has lived his entire adult life in Fresno. He attended Fresno State and played tight end for the Bulldogs where he learned the importance of discipline, hard work, and spirit of the Central Valley.

CSDA: As a first-term Assembly Member, what have you learned about the State Legislature and legislative process that has surprised you? Any lessons that would be good for special district leaders to know?

Asm. Tangipa: My first year in the legislature has reminded me of playing football. It feels like running into everything head first and having to figure out the procedure on the fly. This was an abnormal year, with the largest economic disaster in the palisades fire happening on the first week. The biggest thing special district leaders should be paying attention to is fiscal responsibility, as the state will have to address their rolling deficits for years to come.

CSDA: You are a member of both the Assembly Housing and Community Development Committee and the Water, Parks, and Wildlife Committee. How can state and local governments work together to ensure housing and essential services are affordable, while also finding funding for the critical infrastructure projects that are essential to growing communities?

Asm. Tangipa: We’ve got to focus on local control and removing barriers that have restricted development and made everything more expensive. It’s time to tackle the cost of government regulations at every level.

CSDA: Whether it is water, fire protection, healthcare, resource conservation, mosquito abatement, or veterans memorial services, special districts play a major role in the essential services of your constituents. What do you see as the strengths of special districts as well as the key public policy issues they may be facing in the coming years?

Asm. Tangipa: As we know the state will be facing large deficits. It is important the special districts become more self-sufficient. I believe this is their strength, as special districts are often community driven and can survive through adapting quicker than state run programs.

CSDA: What unique challenges do communities in the Central Valley face that might not be encountered in other parts of the state?

Asm. Tangipa: The Central Valley is often seen as both urban and rural at the same time, and it is sometimes hard to balance state mandates designed for LA and the Bay, that are almost impossible to implement in our rural/urban interfaces.

CSDA: Is there anything else you’d like to share with special district leaders across the state?

Asm. Tangipa: As my district is 7 counties, and almost 26,000 square miles, I have a lot of special districts. I continue to make their needs a priority and look forward to working with any special district that provides services in the Sierras and Valley.

Solutions & Innovations

How to Combat AI-Driven Misinformation

By Kristin Withrow, Communications Specialist, CSDA

The rise of advanced artificial intelligence (AI) technology is being used to dramatically increase efficiency, reduce research time, automate processes, and enhance workflows. It can also create highly convincing fake videos, voiceovers, and imagery that could be used to manipulate public opinion and influence local elections.

Mac Clemmens, CEO of Streamline and an endorsed business affiliate of the California Special Districts Association, addressed this double-edged technological sword at the CSDA Annual Conference & Exhibitor Showcase this year, explaining how misinformation spreads and what special district leaders can do to effectively push factual, authoritative information to the forefront.

The New Frontier: AI and the Election Information Environment

AI tools now make it easier and cheaper to generate fake audio and video content—a phenomenon sometimes referred to as “deepfakes” and “cheapfakes.” By the time

this election cycle begins, synthetic voice clones and face-swapped videos can be produced at scale and used to spread confusion or falsehoods about local candidates or ballot measures. Meanwhile, coordinated efforts by bots or fake online personas amplify rumors rapidly, making simply “ignoring” misinformation no longer an option for local districts.

Compounding the problem, misinformation often spreads without malicious intent from constituents who share content based on headlines or snippets seen in search engines or social media feeds. Clemmens cited a study that showed 70% of Facebook users only read the headline of science stories before commenting. Thus, inflammatory headlines frequently spread faster. Clemmens described how generative search engines and social media algorithms prioritize “engaging” content—which often means content that provokes strong emotions or controversy—regardless of whether it’s factual. As a result, false or misleading narratives sometimes rank higher online than verified

continued >

information, creating a digital environment where “alternative facts” gain prominence before actual facts get discovered.

Understanding How Misinformation Goes Viral

Misinformation’s viral nature stems from a mixture of human behavior and algorithmic preference. Most people interact impulsively with headlines and posts that resonate or shock them, often without fully reading or verifying content. This leads to misinterpretations and fast circulation of half-truths or outright fabrications. Moreover, platforms like Facebook and Twitter use algorithms to prioritize “relevant” content in personal feeds based on what a user is likely to engage with. Posts sparking disagreement or emotional reactions are more likely to get likes, comments, and shares, which boosts their distribution. This system inadvertently encourages misinformation that is easy to summarize, emotionally charged, or controversial—and that could include fake local election materials created by AI tools or false stories about a special district’s operations or leaders.

Why Special District Leaders Must Lead the Response

Special district leaders cannot rely on chance or hope misinformation self-corrects. Instead, they must learn to understand and actively shape the digital narrative by leveraging effective Generative Engine Optimization (GEO) strategies. GEO is what search engine optimization used to be. Now, when someone searches a topic on the internet, they receive GEO results that provide a synthesized answer to the query - essentially a summary of information across multiple websites. To combat the false or misleading information available, districts must intentionally create credible, keyword-rich content and strategically manage their website to “out-rank” false narratives in search and social media results.

Proven Tactics to Combat Misinformation with Content Strategy

Publish a Source of Truth: Maintain an official web page that clearly dispels rumors and verifies facts related to elections or district activities. Link this page prominently

SOLUTIONS & INNOVATIONS

on the district’s website footer and social media profiles to serve as the authoritative reference point.

Use Keyword-Rich, Visitor-Centered Content: Write webpages and posts that address questions or issues constituents are searching for—using simple language and anticipating keyword phrases people might use. For example, pages with URLs and titles like “Understanding Water Rates in [District]” or “Facts About Public Records Requests” can capture relevant searches and promote accurate information.

Create “Fact vs. Fiction” Tables: Presenting key information side-by-side with common rumors can help generative search engines easily extract and summarize truthful content. This structured presentation enhances the chance that search engines will prioritize factual snippets in search results, helping guide public understanding.

Build Inbound Links and Social Sharing: Encourage partners such as local media and community organizations with high web credibility to link to your official pages. Share timely updates regularly on social channels, fostering a community of advocates who amplify your message.

Train Staff and Board on Detection and Response: Educate your team to recognize AI-generated media and establish internal policies to quickly address misinformation.

Special districts cannot stand on the digital sidelines. District leaders must control the narrative environment by investing in strong digital content strategies, search engine optimization tactics, and proactive rumor management. By understanding the generative search and social media algorithms, districts can ensure that constituents find accurate, trustworthy information quickly, thereby protecting electoral integrity and community trust.

Streamline provides helpful resources, including SEO checklists and social media policy templates, at getstreamline.com/seo to equip local governments for these new challenges.

Community Connections

Truckee Donner PUD Supports its Community Through Youth Programs

By Alex Spychalsky, Communications Program Manager, Truckee Donner Public Utility District

As with many special districts, community engagement is a big focus for Truckee Donner Public Utility District (TDPUD). In recent years, the Northern Sierra electric and water utility has chosen to focus on youth engagement and outreach, building a program they call “Charging Futures Forward.”

The Charging Futures Forward initiative focuses on supporting students in TDPUD’s service territory. The agency participates in programs at every age level of its local school district, starting with elementary school field trips to its headquarters, all the way up to providing scholarships to local students interested in pursuing college, trade school or vocational certifications.

Over the past few years, TDPUD has been revamping its communications and outreach with its customers. As part of this larger effort, they saw an opportunity to take on more interaction with kids in the community. They organically built on the events they were already participating in. TDPUD has long participated in the town’s annual “Big Truck Day,” offering bucket truck rides for kids and rebate information for parents. In the past three years, they’ve doubled their presence at the event. They built water system-themed carnival games and created a photo booth where kids can dress up like a lineworker and

scale a real power pole. The awareness and recognition in the community they gained from this event led to more invitations to participate in youth-focused events and school programs, and the chance to create an initiative that validated the importance and benefit of these interactions.

“The more things we try, the more we see it resonate in the community,” said Jillian Steward, TDPUD’s HR & Risk Director. “All it takes is one small idea, and the right team with the right motivation can take that momentum and continue to build it into something bigger.”

While running these programs is undeniably fun, TDPUD has seen that there are also benefits that come from engaging local youth that go beyond making kids happy. They’ve found that teaching young students about what TDPUD does goes a long way to reaching the adults in their household as well.

“It’s important to TDPUD that our customers understand the benefit we bring to the community as a public utility,” said Alex Spychalsky, TDPUD’s Communications Program Manager. “A parent hearing from their excited first grader about what a lineman does or how a public meeting works after they get home from their TDPUD field trip day is going to give them more of a reason to be interested in our agency and understanding what we do.”

COMMUNITY CONNECTIONS

They’ve also been using it as a recruitment tool for their future workforce. TDPUD strives to support a “grow your own” mentality when it comes to staffing. Situated in the snowy Sierra Nevada mountains, living in Truckee comes with its struggles and isn’t for everyone. Not only does TDPUD want to give good job opportunities to nearby residents but hiring staff that is already familiar with and enjoy their mountainous environment and harsh weather helps with retention. TDPUD also launched a scholarship program this year that awards funds to talented students pursuing either college or vocational fields after high school.

“We want local kids to know that this could be an option for them in the future, if they want to stay and grow their career in their hometown,” said Steward. “And we want to give them the tools to get there, with our newly launched scholarship program. We’re helping local kids attend lineman college or get an engineering degree in the hopes that down the line they may want to come back and work here.”

As the program grows, none of it would be possible without the support and enthusiasm of its dedicated staff.

Truckee Elementary second graders come to Truckee Donner PUD every fall for an educational field trip to learn about where their water comes from and how TDPUD delivers power to their homes.

Photo Credit: Alex Spychalsky/Truckee Donner Public Utility District

TDPUD introduced an internal Community Committee to brainstorm and plan outreach events with members from across all departments.

Beyond the official committee, this work creates opportunities for many TDPUD staff to contribute. While much of TDPUD’s outreach with kids highlights its electric and water utility crews, the district also introduces students to the wide range of careers available. The IT department partners with other local agencies to host an eight-week program for tech-minded high schoolers. The head of the conservation program was a guest on a local sixth-grade class’s climate change podcast. The Strategic Affairs Director lent his expertise to high school seniors developing projects on the legislative process. And new this fall, TDPUD’s district clerks will join the first-grade field trip program, leading a mock board meeting where students will vote on whether to paint the power poles pink and fill the pipelines with chocolate milk.

As the requests to collaborate keep rolling in, TDPUD is searching for the next fun way to engage the youngest members of their community.

Learn more at tdpud.org/students.

Feature Paradise Irrigation District’s Hard-Earned Lessons from the 2018 Camp Fire Disaster

By Kristin Withrow, Communications Specialist, CSDA

In November 2018, the Camp Fire devastated the Town of Paradise, spreading as fast as 80 football fields per minute and destroying 90% of the town’s homes along with critical infrastructure. The Paradise Irrigation District (PID), a special district formed in 1916 and governed by a locally elected board, faced unprecedented challenges. With 95% of its revenue wiped out and its water delivery system severely compromised, the district confronted a complex environmental and communication crisis. PID Assistant District Manager Mickey Rich and District Manager Kevin Phillips shared critical lessons learned from their experience in managing this disaster’s aftermath.

The Extreme Nature of the Camp Fire and Its Impact

The Camp Fire caused immense loss: 85 lives, nearly 19,000 structures destroyed, and 1,200 businesses closed or lost. Besides human and economic tolls, PID’s water infrastructure suffered catastrophic damage. While the district’s water treatment plant survived, delivery pipelines were either destroyed or contaminated by backflow. The district quickly faced the challenge of ensuring the community had access to safe water under severely disrupted conditions.

Emergency Communication Toolkit: A Must-Have

Rich recounted how, in the fire’s immediate aftermath, conventional communication channels collapsed. With no internet, cell service, or postal services available in Paradise for months, staff had to rely on personal devices and improvised methods such as mobile apps (e.g., Canva for messaging visuals) for emergency communication. The district’s servers survived, but local backups underscored the critical need for cloud-based data storage and remote access.

“During the time, the communication lines were shut down, and it was the last thing to come back up,” recalled Rich. “I found myself doing a ‘Boil Water’ notice from a blow-up mattress on my friend’s living room floor. It’s critical to make sure you have your stuff, like policies and procedures and press contacts somewhere that you can get to it in an emergency - because you may find yourself with only your phone to use in the moment.”

Lessons learned include preparing an emergency communication toolkit that covers:

• Backup access to social media accounts and mass email distribution tools.

• Pre-established press contacts and local media relationships.

• Communication methods for no-internet scenarios, including physical messaging like door hangers.

• Building local connections with neighboring districts and agencies before disaster strikes to ensure smoother coordination during emergencies.

Prioritizing Messaging: Water Access and Quality

Phillips emphasized that water quality was paramount to the community’s concerns. Early messaging focused on issuing a boil water notice after tanks emptied overnight for safety. However, the discovery of potential volatile organic compound (VOC) contamination forced a swift shift to a “do not use” advisory. The district used every available channel — press releases, social media, door-todoor flyers, community meetings, and a dedicated website with daily updates — to keep residents informed.

Key takeaways for messaging included:

• Planning key message scenarios in advance for primary concerns.

• Being transparent about what is known and unknown, which builds trust.

to homes, flyers and fact sheets were produced, in-person community meetings were held to be accessible for public questions and to provide first-hand information. The district posted to their social media accounts frequently, and they ensured diverse communication channels were utilized for the community members who did not have access to digital resources.

Additional Operational and Coordination Lessons

• Maintain up-to-date customer contact information, including cell numbers and emails ahead of disasters.

• Foster active relationships with cellular providers and emergency agencies to expedite recovery.

• Coordinate closely with other local Public Information Officers (PIOs) and agencies for unified messaging.

“Communication is the number one key item - after public safety - in a disaster. It is by far the most important thing you can do, and it’s also the hardest thing to do. Because everyone communicates differently.”

Kevin Phillips District Manager, Paradise Irrigation District

• Embrace expertise from emergency support organizations like CalWARN.

• Delivering consistent, date-stamped updates to ensure clarity over time.

Building and Maintaining Public Trust

The district’s approach to honesty and openness paid off. Despite the ongoing uncertainty and disruption, residents eventually reported higher trust in PID’s tap water than average. This trust was nurtured through regular community engagement at public meetings and press events, providing resources such as refill stations and bottled water, and continually explaining water testing procedures and the progress of recovery.

Practical Communication Strategies for All Customers

Recognizing that not all residents had access to the internet or cellular service, PID employed multiple communication formats. Door hangers were distributed

Paradise Irrigation District’s experience after the Camp Fire provides critical, practical lessons for other districts preparing for disaster recovery. Developing thoughtful emergency communication tools, prioritizing transparent messaging about service impacts (especially primary service interruptions) and maintaining diverse outreach methods ensure communities remain informed and supported through devastating events.

“Collaboration is a key point in disaster recovery, with all the other agencies within your region. We cannot mitigate in a silo,” explained Phillips. “Communication, plus preparation, plus collaboration equals mitigation.”

“Paradise today is a wonderful place to be and a wonderful place to work. We are now getting a lot of building permits each month, our customer service does double the customer support than before the fire, and we have more staff than before to support the rebuild,” said Rich. “We have great infrastructure now, like fast internet and underground utilities. And our demographics have changed to more families who want to be part of what’s happening in Paradise now.”

Building Power Through People: How Ralph Heim Awardee Scott Sear Turns Passion into Public Service

By Morgan Leskody, Communications Specialist, CSDA

When you ask Scott Sear what makes advocacy work, he doesn’t reach for jargon or a strategy deck. He talks about people. Showing up, listening first, and turning handshakes into working relationships that help communities. It’s a people-first philosophy that echoes the spirit of the late CSDA legislative advocate Ralph Heim, whose career helped shape CSDA’s modern advocacy program. It’s this approach that earned him the 2025 Ralph Heim Exceptional Outreach & Advocacy Award.

Sear’s path to special districts wasn’t linear. He started in radio in 1999, where ratings rise and fall on trust. You earn an audience by showing up consistently and speaking plainly. He later served as a board member at Valley Sanitary District before stepping into his current role as Public Information Officer and Legislative Affairs representative for Desert Recreation District (DRD). That dual experience shapes his leadership today.

Engagement as a Daily Habit

For Sear, community isn’t a talking point, it’s a practice. He treats driving past a district like passing his grandmother’s house: of course he stops in to say hello. He credits CSDA conferences for opening doors but insists the real work starts after the nametags come off. “Do we just gather the business cards, say we had a great time and forget it in about a week? Or do we shoot those emails, see how we could still connect and kind of grow?” he reflected. “For me, it was about growing, building my own network. CSDA was the platform that allowed me to do just that.”

Sear practices “old-school outreach.” When passing a district or elected office, he stops in, sometimes only to greet staff. No ask. No agenda. Just presence. That steady cadence of reintroduction means when DRD does need something, legislators already understand the district’s mission.

Sear treats community like a renewable resource, continually reinvesting in relationships with genuine care. As trust grows, he keeps offices informed on “the positives and the challenges,” invites them to ribbon cuttings and community events, and looks for two-way wins, like helping legislators better share district resources with constituents.

Community at the Center

Sear’s outreach is inseparable from community impact. In the past year, he has coordinated resource fairs, town halls, and elected roundtables with congressional and state offices across the Coachella Valley. He helped lead communications around the Cathedral City annexation effort, revitalized DRD’s Annual Stewardship Report, and launched a “Projects in Development” brochure to make progress visible.

This is where Sear’s radio roots show: he’s fluent in turning complex initiatives into stories people can see themselves

in. “Advocacy isn’t a campaign,” his nomination notes. “It’s a daily mindset grounded in being present, showing up, and offering support whenever and wherever it’s needed.”

Mentorship: Relational, Not Transactional

Ask Sear about mentorship and you’ll hear humility and reciprocity. He learns from both veteran leaders with deep institutional knowledge and new board members bringing fresh perspectives. He reminds us that curiosity is key.

Sear pays it forward as a CAPIO mentor, emphasizing listening first: “Where are you in your life? What might be useful for you right now?” It’s a communications lesson disguised as leadership development.

Calling the Next Generation In

Sear believes the next decade will be defined by how well special districts “call people in,” especially younger Californians. He argues advocacy should start early, even before college. Middle and high school students should see and tour the essential services districts provide: recreation, vector control, wastewater, engineering, cemetery stewardship. His message is simple: there’s a place for everyone in special districts, bring your skills and curiosity.

Takeaways: What We Can Learn from Scott Sear

• Treat community-building as a practice. Conferences and training are sparks, but they fade unless you follow up and stay engaged.

• Engage before you need anything. Start with introductions, tours, and simple check-ins. Make presence your baseline.

• Build stories communities can rally around, not just press releases.

• Mentor both ways and stay curious. Pair institutional wisdom with new energy.

Asked what the award means, Sear points to the team behind the plaque: colleagues who return calls, CSDA staff who make connections, legislators who open doors, and community members who show up because parks and programs matter. That’s the heart of this work, passion sustained by engagement in service of community. It’s how advocacy becomes impact, and how a district’s mission becomes a resident’s lived experience.

What's So Special

Elk Grove’s CORE, a Community-Centered Model for Wellness

By Morgan Leskody, Communications Specialist, CSDA

On July 26, 2025, thousands of residents gathered for the opening of CORE, Cosumnes Community Services District’s new recreation and fitness hub in Elk Grove. The turnout made the point. CORE is more than a gym. It is a civic place built to make movement, health, and connection part of daily life.

Situated inside Morse Community Park, the two-story, 59,000-square-foot center blends fitness amenities with flexible community spaces. Inside, visitors will find a full fitness floor, boutique studios, two multi-use gymnasiums configured for basketball, volleyball, and pickleball, and an indoor walking and jogging track. Outside, an amphitheater, functional turf, and playful features extend activity into the park. Private shower and changing rooms improve comfort and inclusion.

Access was designed into the details. Because CORE sits within an active neighborhood park, walking, biking, and rolling are realistic ways to get there. Early morning weekday hours help students, shift workers, and caregivers fit movement into real schedules. During planning, the district expanded the building’s footprint to match clear demand for classes, court time, and drop-in activity, which reduces bottlenecks and broadens who can participate.

Families will notice the difference. The COREkids model offers structured sessions for children ages 4 to 12, including time in the interactive playground, giving parents a reliable window to work out. Teens have affordable membership options that bridge the gap between youth programs and adult fitness, encouraging lifelong habits. Multiple studios, dual gyms, and reservable

rooms let youth classes, adult group fitness, and open gym run in parallel without constant tradeoffs.

Community voice shaped the project from concept to name. “CORE” nods to Cosumnes and recreation, and the opening day felt like a neighborhood celebration, with tours, open play, and activities inside and out. The launch aligned with Cosumnes CSD’s 40th year of service, a timely reminder that long-term public stewardship can produce welcoming, durable spaces that residents will use every day.

Practical takeaways for special districts:

• Expanded during design from 34,500 to 59,000 square feet to increase programming capacity and meet community demand, the facility avoided near-term capacity ceilings and delivered a building scaled to real demand.

• Programming that reduces barriers. Indoor tracks, private changing areas, child watch through COREkids,

The early takeaway is simple. When a district listens first and builds for how people actually live, the result is a facility that residents quickly claim as their own.

and teen memberships address practical reasons people skip fitness.

• Park integration. Co-location with a popular park turns a recreation center into a daily destination for families, older adults, and casual users who may start with a walk and stay for a class.

The early takeaway is simple. When a district listens first and builds for how people actually live, the result is a facility that residents quickly claim as their own. At CORE, that looks like early laps on the indoor track, lunchtime pickleball leagues, after school teen workouts, and weekend classes. It also looks like neighbors arriving on foot or by bike, meeting friends in the lobby, and leaving with the sense that health is not an appointment but a habit.

That is what is so special about CORE. It translates community voice into brick-and-mortar inclusion and shows how a special district can make wellness feel local, affordable, and welcoming every single day.

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By doing what we do best, you can focus on what you do best: providing essential services to our local communities

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Staying Ahead of Driver Risks

By Enriqueta Castro, CSP, SDRMA Interim Chief Risk Officer

Do your employees operate district-owned or personal vehicles for district business? If so, implementing effective driver safety practices can help minimize liability, protect employees, preserve vehicle assets, and promote public safety.

Note: These recommendations focus on general Class C non-DOT drivers. These best practices are intended as general guidance. Districts should seek legal review to confirm their applicability and appropriateness within the context of existing contracts, employment laws, and liability considerations before implementation.

Driver Eligibility

Create clear and consistent driver eligibility procedures across the district, such as:

• Clearly listing vehicle operation requirements in job applications and descriptions.

• Ensuring employees hold a valid license for the class of vehicle they will operate.

• Obtaining Motor Vehicle Reports (MVRs) for employees who drive on district business.

• Defining criteria for acceptable driving records.

• Requiring proof of current auto liability insurance for personal vehicle use.

• Conducting driver observations for new employees.

• Providing defensive driver training to all applicable staff.

MVRs & Establishing Driver Criteria

Obtaining MVRs for employees who drive district-owned vehicles and personally owned vehicles for district business is recommended as a best practice. Consider participating in the DMV Employer Pull Notice Program (EPN). This program monitors employee driving records so the district can ensure each driver has a valid driver’s license, recognize problem drivers or driving behavior, improve public safety, and reduce liability.

MANAGING RISK

The California DMV has developed a set of criteria called the Negligent Operator Treatment System (NOTS). The system is based on DMV points assigned to a conviction; such as one point for speeding or two points for a DUI. DMV recommends intervention levels at the 6 points in 12 months, 8 points in 24 months, and 10 points in 36 months.

District response strategies may include:

• Targeted defensive driver training

• Driver observation and coaching

• Reassignment to a non-driving role

• Potential disciplinary action or termination

Defensive Driver Training

All employees who drive for the district, regardless of vehicle ownership, should undergo regular defensive driver training. Tailor content to real claims data (e.g., common issues like backing accidents). Incorporate periodic driver observations and coaching as part of your ongoing risk management plan.

If your district has access to the Vector Solutions Driver Assessment and Training Program, consider incorporating this program into your driver training. The platform assists with evaluating your drivers’ competencies and creates a personalized training program. Please note all SDRMA members have access to this program.

Personally Owned Vehicles

If employees are authorized to use personal vehicles for district business, in addition to the MVRs consider the following:

1. Implementing an approval process that includes the conditions where personal use is acceptable.

2. Requiring drivers to provide proof of current insurance that meets the California minimum requirements of $30,000/$60,000 bodily injury and $15,000 property damage.

3. Communicating expectations for employees to maintain their vehicle in a reliably safe mechanical condition.

Adding key liability statements to the vehicle use policy, such as:

• “In the event of an accident/incident the employee’s personal auto policy will apply first. Insurance follows the vehicle, not the driver.”

• “If the district’s driver is at fault, the district’s GL policy will be considered secondary/excess coverage for any third-party claims.”

• “The district’s policy does not cover the employee’s vehicle damage.”

District-Owned Vehicles

Establish clear guidelines for district vehicle use, including:

• Personal use policies (if allowed)

• Pre-use vehicle inspection protocols

• Regular maintenance schedules and inspection logs

• Staff training on inspections, reporting issues, and maintenance expectations

Accident/Incident Response

Provide a printed accident response guide in each vehicle for a quick reference and train employees on what to do after an accident or incident:

1. How to respond at the scene

2. What information to gather

3. Whom to notify

We hope these considerations serve as a valuable tool to help districts aiming to establish or enhance their driver safety protocols for non-DOT drivers. Adopting these best practices can help minimize risk while safeguarding both employees and the communities they serve.

The Power of Local: Special Districts Unite for National Impact

As the sun sets on a transformational year, the National Special Districts Association (NSDA) is proud to celebrate the momentum, unity, and purpose that defined 2024–2025. From flood recovery in Texas to legislative breakthroughs in Washington, NSDA and its growing membership representing over 10,000 districts have demonstrated what’s possible when local leaders come together to solve big challenges.

This year marked a historic shift: what began as a coalition of visionary leaders officially became the National Special Districts Association. NSDA now connects with tens of thousands of local public agencies—fire protection districts, water utilities, parks, libraries, hospitals, transit authorities, and more—that form the backbone of American communities. Special districts don’t often make headlines, but their work touches every part of our lives.

“We are proud to lead this new Association into the future for all communities across our great country,” said Ann Terry, NSDA Chair and CEO of the Special District Association of Colorado. “From clean water to emergency response, special districts provide critical services with dedication and integrity.”

That message is reaching more people than ever before. NSDA’s “Districts Make the Difference” campaign hit 6.6 million impressions in 2024, and social media engagement soared by over 2,300%. A national student video contest sparked civic interest among youth in 20 states, showing that the next generation is already paying attention. On the federal front, NSDA’s advocacy took a major leap forward. The introduction of the bipartisan Special District Fairness and Accessibility Act (H.R. 2766 and S. 2014) would, for the first time, formally define “special districts” in federal law—unlocking funding opportunities and removing longstanding barriers to inclusion. This is

more than legislation; it’s a recognition that local service providers deserve a seat at the table.

Working hard to provide needed resources, over 250 districts across the US joined our first ever 6-part webinar series on critical topics such as Disaster Recovery & Fire Services grants, AI & Cyber security, and Advocacy.

In Texas, NSDA launched its 8th statewide coalition and hosted its inaugural Leadership Forum, drawing over 40 attendees for a day of learning, leadership, and connection. From emergency services to technology solutions, the conversations underscored the spirit of collaboration that powers NSDA’s work. October saw the second Leadership Forum in Naperville, Illinois with stalwart partners – Streamline, PTMA, iamGIS, GovDeals, and Applied Leadership.

In Florida, Oregon, and California the NSDA Board of Directors joined over 1000 districts at the annual conferences, building bridges and celebrating shared wins, like our increase in state membership. Meanwhile, on the grants front, NSDA partners helped districts secure millions in federal funding for fire suppression, water supply, and disaster resilience.

The road ahead is ambitious. In 2025-2026, NSDA will continue fighting for passage of its marquee legislation, expand its state coalitions, and advocate for stronger infrastructure, cybersecurity, and emergency preparedness. Most importantly, NSDA will remain steadfast in its mission: to champion the local and amplify the national.

In the words of Democracy in America author Alexis de Tocqueville, “Americans of all ages, all conditions, and all dispositions constantly form associations… they make great and sincere sacrifices for the common good.” Special districts live out that vision every day—and thanks to NSDA, their collective voice has never been stronger.

CSDA Communities

Hexchange ideas, and access relevant information on key issues facing special districts. Members can share updates, post resources, and gain feedback from others who have faced similar challenges. You get out of the communities what you put into them—so start posting, sharing, and engaging. Together, we can co-create stronger, more connected communities!

special district professionals.

How It Works

Each time you contribute by asking thoughtful questions, completing your profile, offering advice, or networking with peers, you have the opportunity to unlock achievement badges that highlight your engagement.

Earn Recognition with Badges in 2026

Badges showcase your milestones and give you a way to celebrate your involvement in the community. Examples include:

• Profile Starter: Complete at least 50% of your profile

• Profile Master: Complete at least 75% of your profile

Level up your engagement in the new year! We’re keeping the momentum going with chances to win prizes throughout the year. Watch your inbox and community announcements for the opportunities to earn new badges and prizes!

• Snapshot Starter: Upload a profile photo

• Networker: Make 5 connections

• Super Networker: Make 25 connections

• Master Network: Make 50 connections

• Discussion Participant: Join a conversation thread

• Conversation Starter: Begin 5 threads

• Conversation Leader: Begin 20 threads

Why Participate?

The more you engage, the more recognition you’ll earn and the more you’ll help shape conversations that support your peers across California’s special districts.

Reminder: Stay engaged in CSDA Communities for more opportunities to win prizes.

Log in to CSDA Communities today to explore your badges, join the conversation, and continue building connections with other members csda.net/communities.

CSDA Communities Spotlight

Our online community is stronger because of members like Amie Crowder, Miriam Rosales, and Pete Kampa, who make CSDA Communities a thriving hub of collaboration and connection.

Amie Crowder, Administration Supervisor at Running Springs Water District, consistently shares her expertise and insights, earning six community badges for her helpful contributions.

Miriam Rosales, Administrative General Manager and Secretary of the Board for Seeley County Water District, has sparked valuable discussions—starting five threads and responding to several more this year.

Pete Kampa, General Manager at Groveland Community Services District, is a longtime active participant whose leadership and practical guidance continue to inspire others across the platform.

Thank you, Amie, Miriam, and Pete, for helping make CSDA Communities a place where special district professionals can connect, share, and grow together.

Legal Brief

To Purge or Not to Purge: Emails, Teams Chats, Texts,

and The California Public Records Act

By Christine Wood, Partner, and Jennifer Ransom, Paralegal, Best Best & Krieger LLP

Introduction and Background

The California Public Records Act (CPRA) is one of two “Sunshine Laws” in California that promote government transparency and accountability. Enacted in 1968 and recodified in 2021 for clarity, the CPRA supports the public’s fundamental right to access information about the conduct of the people’s business.1 It applies broadly to all state and local agencies in California,2 and defines public records broadly to include any writing,3 regardless of physical form, prepared, owned, used, or retained by an agency.4 In a digital environment, this definition extends far beyond paper documents to include email and text messages and collaboration tools.5

In 2017, the California Supreme Court’s decision in City of San Jose v. Superior Court set a new standard. Essentially, the Court held that the content of the communication controls its status as a public record and not where the communication is stored. If a message concerns the public’s business, it is a public record even when an official uses a personal device or account. Agencies must assess

the content and context of these communications to determine whether they should disclose or not. This single ruling decidedly clarified the scope of the CPRA and forced agencies to reconsider how electronic communications are managed.

Beyond Words – Metadata, Hybrid Content, and Disclosure Boundaries

Agencies face growing pressure to manage digital communications, including emails, chats, text messages, and other digital exchanges, under the same standards as traditional records. These tools generate both content and metadata that document how public business is conducted. The challenge lies in capturing, retaining, and disclosing this information in a way that is compliant with the CPRA without exposing personal or confidential data. Beyond the words, messages also carry metadata such as sender, recipient, timestamps, and system identifiers. In records management, metadata functions as the “data about data,” the technical and contextual information that describes the content, structure, and use of a record. Metadata is

often described as a key control element that gives records authenticity, reliability, integrity, and usability over time. Without it, an agency cannot prove when a record was created, who handled it, or whether it has been altered.6 Metadata can show how and when decisions were made and must be retained to complete the record. Although there is no explicit decision from the California courts that definitively states that all metadata must be produced, analysts and best practices often treat metadata as within the scope when it pertains to the public’s business.

Mitigating the challenges associated with metadata and hybrid content is not a straightforward path and agencies should adopt systems and policies that automatically retain records from approved platforms and apply consistent classification rules across message types. Treat content by function and prohibit the use of personal accounts or ephemeral messaging apps for agency work. Regular training helps employees understand the CPRA’s reach and how an email, chat, or text message can become a public record if it concerns official business.

The Weight of Retention

no longer exist, but courts will examine whether deletion followed an approved retention schedule. A lawful and documented process for deletion demonstrates that the agency acted responsibly and in good faith.

Regular training helps employees understand the CPRA’s reach and how an email, chat, or text message can become a public record if it concerns official business.

The CPRA is based on the principle that transparency fosters trust. It also relies on the discipline of officials to manage information responsibly. In the digital era, agencies must treat email, chats, and texts as public records when they document public business. A records and information management program rooted in function, not form, provides agencies with the structure to preserve what matters and confidently discard what does not. Balancing openness and control defines responsible information governance.

Agencies that generate content through approved systems, apply clear retention rules, and document each step of disposition demonstrate accountability, reduce risk, and fulfill their obligations under the CPRA.

1 Gov. Code, § 7920.005 “CPRA Recodification Act of 2021”; Gov. Code, §§ 7920.100-7920.120

2 Gov. Code, § 7920.540

3 Gov. Code, § 7920.545

Disclosure challenges sit next to retention challenges. In California, local agencies follow similar laws, and the principles of accountability, consistency, and documented retention apply to all. These retention laws are directly tied to the CPRA. An agency cannot produce records that

4 Gov. Code, § 7920.545

5 City of San Jose v. Superior Court (2017) 2 Cal. 5th 608, 618-619

6 ARMA International. (2013). Best Practices for Managing Electronic Messages TR 23-2013. ARMA International. International Council on Archives (2016). Managing Metadata to Protect the Integrity of Records. International Records Management Trust.

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Industry Insights

The Evolution of LAFCO and the Role of Special Districts

By Kristin Withrow, Communications Specialist, CSDA

Local Agency Formation Commissions, or LAFCOs, play a pivotal role in overseeing and coordinating the organization and boundaries of local governmental agencies, including special districts, within California’s 58 counties. The partnership between special districts and LAFCOs is essential to ensure districts operate cohesively and efficiently within their respective oversight areas. LAFCOs have a multitude of inclusion criteria based on the services needed in their area of representation, but they are primarily composed of county supervisors, incorporated municipality representatives, public members, and importantly, special district members. Since the state allowed special districts to join LAFCOs as voting members, these districts have had a direct seat at the table to influence decisions that affect their operations and boundaries. This inclusion is not complete across all LAFCOs, but when special districts are included, it ensures that decisions about district boundaries, spheres

of influence, and municipal service reviews are made with relevant input from those who understand the unique functions and needs of special districts.

“If your county has a CSDA chapter, make sure you understand who is serving on your LAFCO board and how your chapter is interacting with them,” advises Executive Officer for Marin LAFCO Jason Fried. “If your county doesn’t have a chapter, I strongly suggest you work to create one.”

The primary responsibilities of LAFCOs include reviewing and approving boundary changes, establishing and updating spheres of influence, and conducting Municipal Service Reviews (MSRs). MSRs evaluate the efficiency, effectiveness, and governance of local agencies, with the ability to recommend consolidations, mergers, or dissolutions when necessary to improve service delivery and reduce duplication of efforts.

“MSRs are meant to tell a story, where the agency has been (why was it created), where it is today (what are their current level of services), and where it may be in the future (any future boundary changes),” explains Santa Cruz LAFCO Executive Officer Joe Serrano. Through this process, LAFCOs support special districts in aligning their service areas and governance structures with evolving community needs and financial realities.

Benefits of the Special District/LAFCO Relationship

First, developing a relationship with LAFCO ensures that special districts have a proactive voice in boundary and organizational decisions rather than being subject to changes without their input. This collaboration helps prevent conflicts and promotes smoother transitions if annexations or consolidations occur. In one example, the Scotts Valley Water District’s partnership with Santa Cruz LAFCO enabled an efficient “blanket annexation” of 177 parcels without a single petition of opposition from the public, saving time and resources through coordinated communication and streamlined processes.

Second, the collaborative process around MSRs provides special districts with constructive feedback and futurefocused recommendations to improve service provision and fiscal sustainability. In some cases, LAFCO’s detailed studies have helped agencies identify emerging financial challenges and operational improvements before substantive problems arise. This level of oversight acts as a safeguard for both agencies and the communities they serve, ensuring long-term viability.

“These reports aren’t meant to be a grade that sits on the shelf for five years,” says Serrano. “That defeats the purpose. I want to have a relationship with the agencies and use these reports as a resource for improvement, including providing

guidance to assist your agency to be successful.”

Third, some LAFCOs extend their role beyond mere boundary oversight by providing educational workshops and professional resources tailored specifically to the needs of special districts. These workshops, often offered at no cost to district board members and staff, build capacity and improve governance practices. Such initiatives strengthen local agencies’ ability to serve their constituents effectively and comply with state regulations like the Brown Act.

The value of these relationships is further underscored by the fact that most special districts fall within LAFCO’s jurisdiction and benefit from its coordination efforts, even if they do not have voting representation.

For special districts, maintaining an active, working relationship with their LAFCO offers an opportunity to influence decisions that impact operational boundaries and governance structures, access tailored support and oversight, and participate in long-term planning efforts aligned with regional growth and change. For LAFCOs, special district cooperation enriches commission insight, supports informed decision-making, and enhances interagency coordination.

“A common myth is that LAFCOs are out to get special districts, but the truth is, LAFCOs want special districts to succeed…we just have a funny way of showing it,” noted Serrano at this year’s CSDA Annual Conference.

In the complex local government environment, the effectiveness of both special districts and LAFCOs depends significantly on the quality of their partnership. By working collaboratively, these agencies can proactively address service delivery challenges, streamline governance, foster financial stability, and ultimately serve their communities with greater transparency and efficiency. If your agency is not collaborating with your LAFCO, it’s time to begin!

Money Matters

Turning Savings into Impact: Mendocino Coast RPD’s CA CLASS Success

By Morgan Leskody, Communications Specialist, CSDA

For small special districts, every dollar counts. At Mendocino Coast Recreation and Park District (MCRPD), the ability to earn meaningful interest income for the first time has transformed not only their financial outlook but also the services they deliver to their rural community.

A New Approach to Investing

Until recently, MCRPD did not have an investment policy or a way to grow reserve funds. Cash was held in basic

accounts that generated no return. That changed when the district connected with CSDA and learned about California CLASS (CA CLASS), an investment pool created for government agencies.

CA CLASS allows participating districts to deposit or withdraw funds at any time, making it an attractive option for agencies that need both liquidity and security.

From Zero to $24,000 in Interest

In 2023, MCRPD invested roughly $450,000 into CA CLASS. With an annual operating revenue of about $400,000, this represented a bold but necessary shift for the small district responsible for 77 miles of Northern California coastline.

The results were immediate. In the last fiscal year, MCRPD earned $24,000 in interest income—an unprecedented boost for a district of its size. “That interest was huge for

“

They’re making a huge mistake. The only way to grow your money is to invest it safely, and CA CLASS is the easiest way to do it.”

Kylie

Felicich, General

Manager

Mendocino Coast Recreation and Park District

us,” said General Manager Kylie Felicich. “To make $24,000 in interest alone was really exciting.”

Real-World Benefits

Unlike abstract investment gains, the benefits quickly translated into improvements. The district had long needed a new vehicle to support its programs and operations. Thanks to the steady interest income, Felicich said leadership felt confident moving forward. The earnings also served as valuable collateral, showing local banks that the district had restricted funds earmarked for the purchase. Beyond vehicles, CA CLASS helps MCRPD earmark reserves for future priorities, including aquatics programming. This

visibility builds public trust, showing residents how reserve dollars are allocated and how they continue to grow.

A Lesson for Other Districts

For districts still leaving money in non-interest-bearing accounts, the message is clear: it’s time to act. “They’re making a huge mistake,” said Felicich. “The only way to grow your money is to invest it safely, and CA CLASS is the easiest way to do it.”

For Mendocino Coast RPD, that safe investment has already paid dividends—in the form of a new district vehicle and in the confidence to keep serving their community with resilience and creativity.

With extensive expertise in public sector financing, CSDA Finance Corporation’s consultants specialize in structuring and procuring public loans tailored to your project’s unique needs.

Our team recently recorded one of our smallest financings to date at just $4,900, once again demonstrating CSDAFC’s dedication to supporting all special districts regardless of project scale or district size.

BUSINESS AFFILIATE

AllPaid www.AllPaid.com

DIAMOND LEVEL

Actuarial Retirement Consulting, LLC www.awenarc.com

Amazon Business www.csda.net/amazon-business

California CAD Solutions (CALCAD) www.calcad.com

California CLASS www.californiaclass.com

Columbia Bank www.columbiabank.com

Utility Cost Management, LLC www.utilitycostmanagement.com

CPS HR Consulting www.cpshr.us

CSDA Finance Corporation www.csdafinance.net

Enterprise Mobility www.enterprisemobility.com

GovDeals www.govdeals.com

Special District Risk Management Authority www.sdrma.org

PLATINUM LEVEL

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

Best Best & Krieger www.bbklaw.com

California Bank of Commerce www.californiabankofcommerce.com

Streamline www.getstreamline.com

VC3 www.vc3.com

Tri Counties Bank www.tcbk.com

Five Star Bank www.fivestarbank.com

Liebert Cassidy Whitmore www.lcwlegal.com

Richards Watson Gershon www.rwglaw.com

Small District, Big Relief: How Pauma Valley CSD Found IT Freedom

With the Pauma Valley Community Services District (PVCSD) juggling wastewater, storm-water, life-safety assistance and exceptional customer care, General Manager Eric Steinlicht admitted they needed help. “As General Manager, I ended up doing most of the IT work even when I didn’t have time for it. It felt suffocating,” he said recently.

With hiring a full-time technician financially unfeasible, the district partnered with VC3, an endorsed affiliate of the California Special Districts Association. The move brought a dedicated help-desk and ticketing system, remote and onsite support, and the relief of offloading day-to-day IT burdens.

“Now our staff has a place to resolve IT issues—and they no longer need to call me,” Steinlicht added. “I can focus on more important areas of my role instead of trying to connect a computer to a printer.”

Beyond tickets and support, VC3 identified foundational gaps during onboarding, brought the district up to IT-best-practice standards for government agencies, and schedules regular check-ins. The result: PVCSD operates with greater efficiency, more robust cybersecurity, and peace of mind. For small special districts under budget and resource constraints, it’s a vivid example of how the right IT partner can make all the difference.

GOLD LEVEL

Brown Armstrong Accountancy Corporation

www.bacpas.com

CalTRUST

www.caltrust.org

Centric Business Solutions

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Cole Huber LLP

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Complete Paperless Solutions

www.cps247.com

Easeworks

www.easeworks.com

Energy Systems Group

www.energysystemsgroup.com

Harshwal & Company LLP

www.harshwal.com

Kosmont Financial Services

www.KosmontFinancial.com

National Demographics Corporation (NDC) www.ndcresearch.com

NBS www.nbsgov.com

Nossaman, LLP www.nossaman.com

Redwood Public Law, LLP www.redwoodpubliclaw.com

River City Bank www.rivercitybank.com

SiteLogiq www.sitelogiq.com

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

Tyler Technologies, Inc. www.tylertech.com

Witt O’Brien’s www.wittobriens.com