CSRMA California Sanitation Risk Management …csrma.org/docs/meeting-agendas/Agenda-EB-2017-04-20.pdf2017/04/20 · CSRMA California Sanitation Risk Management Authority c/o ALLIANT

CSRMA California Sanitation Risk Management Authority

c/o ALLIANT INSURANCE SERVICES, INC. Insurance License No.: 0C36861 100 Pine Street, 11th Floor, San Francisco, CA 94111 Tel: 415.403.1400 Fax: 415.402.0773

OFFICERS: PAST PRESIDENTS:Paul Bushee, President Russ Baggerly760.753.0155 2010-2014Greg Baatrup, Vice President Robert Reid707.428.9162 2006-2010

1960 La Costa Avenue, Carlsbad, CA 92009 300 Smith Ranch Road, San Rafael, CA 94903

1010 Chadbourne Road, Fairfield, CA 94585 20111 Shay Road, Victorville, CA 92394

2600 Grant Avenue, San Lorenzo, CA 94580 1301 Andersen Drive, San Rafael, CA 94901

One William Moffett Place, Goleta, CA 93117 5300 Sixth Street, Carpinteria, CA 93013

100 East Sunnyoaks Avenue, Campbell, CA 95008 3480 Buskirk Avenue, Suite 200, Pleasant Hill, CA 94523

1400 Radio Road, Redwood City, CA 94065 1000 South Hills Road, Suite 215, Ventura, CA 93003

Date/Time Thursday, April 20, 2017 Alliant Offices10:00 AM 100 Pine Street, 11th Floor

San Francisco, CA 94111I: Information

A CALL TO ORDER A: ActionS: Separate

B. PUBLIC & BOARD MEMBER COMMENTS H: HandoutV: Verbal

C. CONSENT CALENDAR1. Meeting Minutes - March 14, 2017 A p. 72. Demands as of: February 27 & March 13 and 27, 2017 A p. 113. Reporting and Ratification of Claim Settlements A/V4. Budget to Date Report as of March 31, 2017 I p. 175. Long Range Action Plan - 2016/17 I p. 26

D. CLOSED SESSION TO DISCUSS PENDING CLAIMSAction may be taken per Government Code Section 54956.95See Reverse for Full Listing of Claims that may be Discussed

E. OFFICER/PROGRAM DIRECTORS/COMMITTEE REPORTSNone

F. GENERAL ADMINISTRATION 1. Long Range Action Plan - 2017/18 - DRAFT A p. 40

G. POOLED LIABILITY PROGRAMNone

H. WORKERS' COMPENSATION PROGRAMNone

EXECUTIVE BOARD MEETING AGENDA

Meeting Via Teleconference at the Following Location(s):

1

I. PROPERTY PROGRAMNone

J. PRIMARY INSURANCE PROGRAMNone

K. LOSS CONTROL1. Risk Control Work Plan 2017-2019 p. 50

L. INFORMATION ITEMS1. Poem of the Day I p. 582. Article - CA Supreme Court Sheds Light on How Public Agencies Should Manage e-Communication I p. 593. Article - Feeling Burned Out at Work? Join the Club I p. 624. Article - Seattle plant failure dumps millions of gallons of sewage I p. 645. Article - In California, a Move to Ease the Pressures on Aging Dams - The New York Times I p. 676. CSRMA 2017 Meeting Calendar I p. 727. CSRMA Organizational Chart I p. 738. CSRMA Service Team I p. 74

M. ADJOURNMENT

Per Government Code section 54954.2, persons requesting disability-related modifications or accommodations, including auxiliary aids orservices in order to participate in the meeting, are requested to contact Alliant at (415) 403-1400 twenty-four hours in advance of themeeting. Entrance to the meeting location requires routine provision of identification to building security. However, CSRMA does notrequire any member of the public to register his or her name, or to provide other information, as a condition to attendance at any publicmeeting and will not inquire of building security concerning information so provided. See Government Code section 54953.3.

The next meeting is scheduled for June 8, 2017

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CSRMA - OPEN / ACTIVE REPORTAS OF MARCH 31, 2017

MEMBER DISTRICT CLAIM# CLAIMANTDATE OF

LOSSDATE

REPORTED

CARMEL AREA WASTEWATER DISTRICT 1951140 HUTCHINGS, DAVID Property Damage 003 10/28/2016 10/31/2016CARMEL AREA WASTEWATER DISTRICT 1951140 SEDELMEYER, CHUCK Property Damage 002 10/28/2016 10/31/2016CARMEL AREA WASTEWATER DISTRICT 1951140 WATSON, DAVID Property Damage 001 10/28/2016 10/31/2016CITY OF HALFMOON BAY 1948850 DUDASH, LARRY Property Damage 001 9/17/2016 9/18/2016CITY OF HALFMOON BAY 1957807 HUNT, CLIFFORD Property Damage 001 1/13/2017 1/30/2017DELTA DIABLO 1917576 VOROZILCHAK, DALE Bodily Injury 001 4/8/2015 8/24/2015DUBLIN SAN RAMON SERVICES DISTRICT 1898179 DAVIS, MERLIN Employment 001 12/30/2013 11/24/2014DUBLIN SAN RAMON SERVICES DISTRICT 1936149 O'RORKE, MEGAN Bodily Injury 002 4/29/2016 5/6/2016DUBLIN SAN RAMON SERVICES DISTRICT 1936149 LAWRENCE, MICHAEL Property Damage 001 4/29/2016 5/6/2016DUBLIN SAN RAMON SERVICES DISTRICT 1947863 MURPHY, MARTIN Property Damage 001 6/21/2016 8/31/2016HOMESTEAD VALLEY SANITARY DISTRICT 1954138 LOWRY, ANDREW Property Damage 001 10/1/2016 12/29/2016LAKE ARROWHEAD COMMUNITY SERVICES DISTRICT 1882918 BUTLER, DARLENE Employment 001 5/1/2012 3/24/2014LAKE ARROWHEAD COMMUNITY SERVICES DISTRICT 1917063 BERGSTROM, MR Property Damage 001 8/13/2015 8/14/2015LAKE ARROWHEAD COMMUNITY SERVICES DISTRICT 1917063 CLARK, FELICIA Property Damage 003 8/13/2015 8/14/2015LAKE ARROWHEAD COMMUNITY SERVICES DISTRICT 1917063 HARRIS, JANET Property Damage 002 8/13/2015 8/14/2015LAKE ARROWHEAD COMMUNITY SERVICES DISTRICT 1955358 CARAWAY, CAROL Property Damage 002 1/22/2017 1/23/2017LAKE ARROWHEAD COMMUNITY SERVICES DISTRICT 1955358 TOLIVER, LEROY Property Damage 001 1/22/2017 1/23/2017LAS GALLINAS VALLEY SANITARY DISTRICT 1958484 THOMAS, CARLA Property Damage 001 1/31/2017 3/15/2017MONTARA WATER AND SANITARY DISTRICT 1939238 COCKRELL, JEFFREY B Property Damage 001 6/1/2016 6/27/2016MONTARA WATER AND SANITARY DISTRICT 1940627 BROWN, WENDY Property Damage 001 7/19/2016 7/20/2016MONTARA WATER AND SANITARY DISTRICT 1952686 HOCHE-MONG, RAYMOND Property Damage 001 10/24/2016 12/5/2016MONTARA WATER AND SANITARY DISTRICT 1955766 CARNIGLIA, ALBERT & MARY Property Damage 001 1/22/2017 1/31/2017MONTARA WATER AND SANITARY DISTRICT 1955766 REYES, JULIE Property Damage 002 1/22/2017 1/31/2017MT. VIEW SANITARY DISTRICT 1957105 MUETZ, ANTHONY Property Damage 001 2/20/2017 2/21/2017NOVATO SANITARY DISTRICT 1933997 BURGER HAMILTON, PARTNERSHIP, LP Property Damage 001 3/29/2016 4/1/2016SAN ELIJO JOINT POWERS AUTHORITY 1958596 ALSABROOK, ROGER Property Damage 001 3/18/2017 3/18/2017SANITARY DISTRICT NO. 1 OF MARIN COUNTY 1953930 GIOVANNONI, LAURA Property Damage 001 12/3/2016 12/21/2016SANITARY DISTRICT NO. 1 OF MARIN COUNTY 1958105 THE TOWN OF, SAN ANSELMO Property Damage 001 2/16/2017 3/8/2017SANITARY DISTRICT NO. 5 OF MARIN COUNTY 1940305 WILTON, JOHN Property Damage 001 7/12/2016 7/13/2016SANTA MARGARITA WATER DISTRICT 1564019 KIDD, MICHAEL Property Damage 002 5/17/2011 5/18/2011SANTA MARGARITA WATER DISTRICT 1564019 LENNAR HOMES OF CA., . Property Damage 001 5/17/2011 5/18/2011SANTA MARGARITA WATER DISTRICT 1564019 MERCURY ASO BAIN, . Property Damage 007 5/17/2011 4/12/2013SANTA MARGARITA WATER DISTRICT 1564019 MERCURY ASO FEHER, . Property Damage 012 5/17/2011 11/4/2013SANTA MARGARITA WATER DISTRICT 1564019 MERCURY ASO GRATTEAU, . Property Damage 010 5/17/2011 4/12/2013SANTA MARGARITA WATER DISTRICT 1564019 MERCURY ASO HERNANDE, . Property Damage 017 5/17/2011 4/12/2013SANTA MARGARITA WATER DISTRICT 1564019 MERCURY ASO LAPPIN, . Property Damage 006 5/17/2011 4/12/2013SANTA MARGARITA WATER DISTRICT 1564019 MERCURY ASO LUDWIG, . Property Damage 008 5/17/2011 4/12/2013SANTA MARGARITA WATER DISTRICT 1564019 MERCURY ASO TIBER, . Property Damage 014 5/17/2011 11/4/2013SANTA MARGARITA WATER DISTRICT 1564019 MERCURY ASO TRUJILLO, . Property Damage 018 5/17/2011 4/12/2013SANTA MARGARITA WATER DISTRICT 1564019 MERCURY ASO TSOU, . Property Damage 019 5/17/2011 5/18/2011SANTA MARGARITA WATER DISTRICT 1564019 MERCURY ASO TURNER, . Property Damage 011 5/17/2011 4/12/2013

CLAIM DESCRIPTION

CARL WARREN & COMPANY

CONFIDENTIAL Open Claims 1 of 23

MEMBER DISTRICT CLAIM# CLAIMANTDATE OF

LOSSDATE

REPORTEDCLAIM DESCRIPTION

SANTA MARGARITA WATER DISTRICT 1564019 MERCURY ASO VANDERLO, . Property Damage 016 5/17/2011 5/18/2011SANTA MARGARITA WATER DISTRICT 1564019 MERCURY ASO, MALDONADO Property Damage 013 5/17/2011 11/4/2013SANTA MARGARITA WATER DISTRICT 1564019 MUELLER INDUSTRIES, . Property Damage 015 5/17/2011 11/4/2013SANTA MARGARITA WATER DISTRICT 1564019 TRAVELERS ASO,, ABRAHAMS Property Damage 004 5/17/2011 2/11/2013SANTA MARGARITA WATER DISTRICT 1937800 RESERVE, .THE Property Damage 001 6/3/2016 6/7/2016SANTA MARGARITA WATER DISTRICT 1952601 HOLCOMB, JOHN Property Damage 001 11/9/2016 12/2/2016SAUSALITO-MARIN CITY SANITARY DISTRICT 1957867 HEYMAN, JUDITH Property Damage 001 3/2/2017 3/7/2017SOUTH ORANGE COUNTY WASTEWATER DISTRICT 1958720 EVANS, JANET Bodily Injury 002 3/8/2017 3/8/2017SOUTH ORANGE COUNTY WASTEWATER DISTRICT 1958720 EVANS, WALTER Property Damage 001 3/8/2017 3/8/2017SOUTH TAHOE PUBLIC UTILITY DISTRICT 1953728 BERMAN, IRWIN Property Damage 001 12/17/2016 12/19/2016SOUTH TAHOE PUBLIC UTILITY DISTRICT 1953728 JOHNSON, KEN Property Damage 003 12/17/2016 12/19/2016SOUTH TAHOE PUBLIC UTILITY DISTRICT 1953728 NIEDERMEIER, BOB & CINDY Property Damage 002 12/17/2016 12/19/2016STEGE SANITARY DISTRICT 1932345 DORJE, NYMIA Property Damage 001 3/1/2016 3/3/2016UNION SANITARY DISTRICT 1933421 Bibiano, Maria Del Carmen Bodily Injury 002 3/23/2016 3/23/2016UNION SANITARY DISTRICT 1933421 Trujillo de Loyola, FERNANDO, Bodily Injury 001 3/23/2016 3/23/2016UNION SANITARY DISTRICT 1933421 Mckinney, LASHAUN Property Damage 003 3/23/2016 3/23/2016UNION SANITARY DISTRICT 1949503 MOORMAN, ROBERT Property Damage 001 9/12/2016 9/30/2016UNION SANITARY DISTRICT 1957853 DATUGAN, MICHAEL Property Damage 001 3/7/2017 3/7/2017VALLEJO SANITATION AND FLOOD CONTROL 1918863 Employment 001 9/5/2015 9/9/2015VALLEJO SANITATION AND FLOOD CONTROL 1940753 ROLAND, ERNESTINE Bodily Injury 001 1/20/2016 7/13/2016VALLEJO SANITATION AND FLOOD CONTROL 1950111 SANTOS, SOLITA Property Damage 001 10/7/2016 10/12/2016VALLEJO SANITATION AND FLOOD CONTROL 1954818 BIRINBAUM, LYUBA Property Damage 002 1/10/2017 1/11/2017VALLEJO SANITATION AND FLOOD CONTROL 1954818 MEISLIN, STUART Property Damage 001 1/10/2017 1/11/2017VALLEJO SANITATION AND FLOOD CONTROL 1954818 RUDD, DAVID Property Damage 003 1/10/2017 1/11/2017VALLEJO SANITATION AND FLOOD CONTROL 1957272 PRECIADO, FERNANDO Property Damage 001 12/28/2016 2/22/2017VALLEJO SANITATION AND FLOOD CONTROL 1958858 IBARRA, MIGUEL Property Damage 001 3/20/2017 3/23/2017VALLEJO SANITATION AND FLOOD CONTROL 1958926 UNK, . Property Damage 001 3/22/2017 3/22/2017VENTURA REGIONAL SANITATION DISTRICT 1907537 CORTEZ, RAMONA Bodily Injury 003 4/29/2015 4/30/2015VENTURA REGIONAL SANITATION DISTRICT 1907537 DELGADO, CHRISTINE Bodily Injury 002 4/29/2015 4/30/2015VENTURA REGIONAL SANITATION DISTRICT 1907537 RODRIGUEZ, MARTIN Property Damage 001 4/29/2015 4/30/2015VENTURA REGIONAL SANITATION DISTRICT 1956171 D.A TRUCKING, . Property Damage 001 1/31/2017 2/2/2017VICTOR VALLEY WASTEWATER RECLAMATION AUTHORITY 1911018 PADILLA, DAVID Bodily Injury 001 6/24/2015 6/30/2015VICTOR VALLEY WASTEWATER RECLAMATION AUTHORITY 1925417 VALLES, ANGELA Employment 001 11/3/2015 11/10/2015WEST BAY SANITARY DISTRICT 1948526 PROPERTY SERVICES, CALIFORNIA Property Damage 001 9/7/2016 9/14/2016WEST BAY SANITARY DISTRICT 1948526 SARTORIS, HELEN Property Damage 002 9/7/2016 9/14/2016WEST BAY SANITARY DISTRICT 1949607 ZELAYA, LISSA Property Damage 001 10/2/2016 10/3/2016WEST BAY SANITARY DISTRICT 1957841 MARTIN, EDDY Property Damage 001 3/6/2017 3/6/2017WEST COUNTY WASTEWATER DISTRICT 1954357 TORRES, ADALBERTO Property Damage 001 1/3/2017 1/4/2017WEST VALLEY SANITATION DISTRICT 1950795 JACKSON, EVA Property Damage 001 10/20/2016 10/24/2016WEST VALLEY SANITATION DISTRICT 1952944 KINCAID, SHARON Property Damage 001 12/6/2016 12/8/2016WEST VALLEY SANITATION DISTRICT 1954586 EHLERS, DENISE Property Damage 001 1/1/2017 1/3/2017WEST VALLEY SANITATION DISTRICT 1954638 RAMBO, ROBERT Property Damage 001 1/8/2017 1/11/2017WEST VALLEY SANITATION DISTRICT 1958742 ABBISI, AMY Property Damage 001 3/20/2017 3/21/2017

CONFIDENTIAL Open Claims 2 of 24

Claims Excess Page: 1As Of: 03/31/2017 4/1/2017Loss Dates: 01/01/1900 -03/31/2017 6:15:06 PMC.S.R.M.A. W/C - 3507 Incurred Limits >= $100000Claimant Name Employer Date of Injury

INDEMNITYAcosta, Victor Ventura Regional Sanitation Di 3/11/2014Bakkedahl, Ruth South Orange County Wastewater 8/11/2014Bautista, Alejandro Goleta Sanitary District 11/1/2013Beck, Tim Lake Arrowhead Community Servi 3/19/2015Bitle, Shawn Central Contra Costa Sanitary 9/15/2006Brown, Keith West Bay Sanitary District 11/10/2011Denton, Gregory West County Wastewater Distric 5/8/2013Eastland, Jerry Delta Diablo 5/15/2015Eckert, John Ventura Regional Sanitation Di 4/8/2013Garcia, Francisco Sanitary District No. 1 of Mar 3/4/2014Godinez, Ignacio Ventura Regional Sanitation Di 9/6/2010Greenwood, James Delta Diablo 3/27/2015Heun-davidson, Cornelia Victor Valley Wastewater Distr 7/17/2012Hooks, Michael Carmel Area Wastewater Distric 9/9/2013Inman, Erin Ventura Regional Sanitation Di 3/1/2013Jones, Byron Central Marin Sanitation Agenc 4/18/2012Jones, Lorine Silicon Valley Clean Water 10/5/2005Kupel, Nora West Valley Sanitation Distric 10/21/2013Martinez, David Central Contra Costa Sanitary 10/10/2015Mayor, Joseph Sanitary District No. 1 of Mar 12/8/2013Smith, Lance Napa Sanitation District 9/10/2012Van Horn, James Carmel Area Wastewater Distric 8/4/2011Webb, Ronnie Fairfield/Suisun Sewer Distric 9/7/2016Wilkinson, Edward South Tahoe Public Utility Dis 1/24/2014

FUTURE MEDICALArmstrong, Albert West Valley Sanitation Distric 11/10/1998Ayers, James Vallejo Sanitation & Flood Con 9/11/2002Baker, Jacob Lake Arrowhead Community Servi 1/6/2005Bamber, Gary West Valley Sanitation Distric 6/25/2004Branum, Aaron Lake Arrowhead Community Servi 8/29/2001Brough, Robert Dublin San Ramon Services Dist 4/1/2014Comito, Anthony Montecito Sanitary District 11/16/1995Culbertson, Robert Union Sanitary District 2/24/1999Diaz, Juan Union Sanitary District 4/17/2007Dugan, Jodey Santa Margarita Water District 3/28/2007Dvorak, Josef South Tahoe Public Utility Dis 10/11/2006Flanders, Dolores Central Contra Costa Sanitary 4/16/2009Foged, Larry Novato Sanitary District 8/8/2008Ford Sr., Thomas Central Contra Costa Sanitary 6/22/2009Gerke, Fred Silicon Valley Clean Water 12/5/2001Gonzales, Frank Carpinteria Sanitary District 6/19/2001Grabowski, Mat Union Sanitary District 7/31/2008Grabowski, Mathew Union Sanitary District 10/10/2006GREGORY, LEONARD Union Sanitary District 9/10/1993Griffis, Jim Central Contra Costa Sanitary 6/22/2010Grubka, Steven Central Contra Costa Sanitary 9/18/2007Hernandez, Ralph Delta Diablo 4/17/1997Jenkins, David South East Regional Reclamatio 1/29/2001Jensen, Stanley Ventura Regional Sanitation Di 10/4/2012Johnson, Larry South Tahoe Public Utility Dis 8/1/1999Keeton, Bonnie Central Contra Costa Sanitary 5/17/2014

5

Claims Excess Page: 1As Of: 03/31/2017 4/1/2017Loss Dates: 01/01/1900 -03/31/2017 6:15:06 PMC.S.R.M.A. W/C - 3507 Incurred Limits >= $100000Claimant Name Employer Date of InjuryMarin, James Union Sanitary District 11/1/1990Mendoza, Joey Carpinteria Sanitary District 4/20/2010Mooney, Stephen Oro Loma Sanitary District 12/14/1998Moraida, Christopher South Tahoe Public Utility Dis 4/4/2005Raphael, Zandra Delta Diablo 2/11/2010Rigdon, Bud Union Sanitary District 8/3/1998Roletto, Jeffrey Union Sanitary District 8/24/2011Rutherdale, Jeremy South Tahoe Public Utility Dis 8/5/2008Saenz, Edward Carpinteria Sanitary District 5/18/2012Smith, David Ironhouse SD 4/9/2012Strickland, David South Tahoe Public Utility Dis 8/25/1998Synsteby, Eric Monterey Regional Water Pollut 9/21/2000Szabo, John Sewer Authority Mid-Coastside 4/16/2007Thompson, Franklin Union Sanitary District 10/14/2000Tracy, Jeannette Sewer Authority Mid-Coastside 3/9/2011Vasut, Victor Union Sanitary District 10/6/2011Wilhite, Randy Oro Loma Sanitary District 9/16/2002Wood, Ron Lake Arrowhead Community Servi 5/13/1998Youry, Timothy West County Wastewater Distric 5/21/2001

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G:\Share\CLIENT\jpa\CSRMA\Agenda\_Executive Board\2017\04.20.17\C.1 - Minutes of the EB March 14 2017 - DRAFT_sc.docx

CALIFORNIA SANITATION RISK MANAGEMENT AUTHORITY EXECUTIVE BOARD MEETING TELECONFERENCE

SAN FRANCISCO, CA MARCH 14, 2017

MEMBERS & OFFICERS PRESENT

Mr. Paul Bushee, President, Leucadia Wastewater District Mr. Greg Baatrup, Vice President, Fairfield/Suisun Sewer District Mr. Jason Warner, Treasurer-Auditor, Oro Loma Sanitary District Mr. George Emerson, Secretary, Goleta Sanitary District Mr. Ed Oyama, West Valley Sanitation District Mr. Dan Child, Silicon Valley Clean Water Mr. Mark Williams, Las Gallinas Valley Sanitary District Mr. Jeff Moorhouse, Carpinteria Sanitary District

MEMBERS & OFFICERS ABSENT

Mr. Logan Olds, Victor Valley Wastewater Reclamation Authority Mr. Jason Dow, Central Marin Sanitation Agency

GUESTS & CONSULTANTS

Mr. Craig Murray, Carpinteria Sanitary District Mr. Dennis Mulqueeney, Alliant Insurance Services, Inc. Mr. Seth Cole, Alliant Insurance Services, Inc. Mr. P.J. Skarlanic, Alliant Insurance Services, Inc. Mr. Myron Leavell, Alliant Insurance Services, Inc. Ms. Shadi Jalali, Alliant Insurance Services, Inc. Mr. David Patzer, DKF Solutions Group, Inc. Mr. Byrne Conley, Gibbons & Conley Ms. Wendy Scheller, York Risk Services Ms. Mary Minogue, York Risk Services

A. CALL TO ORDER

The meeting was called to order by President Paul Bushee at 10:00 a.m.

B. PUBLIC & BOARD MEMBER COMMENTS - None

C. CONSENT CALENDAR

C.1. Meeting Minutes – January 18 & February 8, 2017

The minutes of the meeting on January 18 & February 8, 2017 were reviewed.

C.1

7


C.2. Demands as of January 30, 2017 The Executive Board reviewed the demands as of January 30, 2017. C.3. Investment Performance Report 4th Quarter 2016 The Executive Board reviewed the Investment Performance Report prepared by PFM Asset Management for the 4th Quarter 2016. C.4. Reporting and Ratification of Claims Settlements - None A motion was made to approve the Consent Calendar as presented above. MOTION: Ed Oyama SECOND: Dan Child MOTION CARRIED AYES: Baatrup, Bushee, Child, Emerson, Moorhouse, Oyama, Warner, Williams NAYS: None ABSTAIN: None ABSENT: Dow, Olds D. CLOSED SESSION TO DISCUSS PENDING CLAIMS The Board entered Closed Session at 10:01 a.m. pursuant to Government Code Section 54956.95. The Board left Closed Session at 10:17 a.m., at which time it was announced that legal counsel was provided direction concerning the disposition of certain claims, however no final settlements were approved, nor was any action taken. E. GENERAL ADMINISTRATION E.1 CAJPA Conference Registration Seth Cole reviewed the item with the Executive Board. The California Association of Joint Powers Authorities (CAJPA) was formed in 1981 as a nonprofit organization with membership from public entity joint powers authorities which provide risk management services, self-insurance, and insurance programs to their members. The Association currently has over 100 member entities. This year, the CAJPA Conference will be held September 11-14, 2017 in South Lake Tahoe. CSRMA budgets to send representatives to the conference each year and will assist in the registration for those interested. If anyone would like to attend on CSRMA’s behalf, they should contact the Program Administration Team. Seth noted that Logan Olds had expressed interest and the Program Administrators will follow-up with Logan accordingly.

8


E.2 Budget to Date Report as of December 31, 2016 Seth Cole reviewed the Budget to Date Report as of December 31, 2016 and corresponding balance sheet with the Executive Board. A variance report highlighting notable variances in the actual year to date figures versus what was budgeted is included. Seth reported that there are no major concerns about CSRMA’s finances at this writing. F. OFFICER/PROGRAM DIRECTOR/COMMITTEE REPORTS - None G. POOLED LIABILITY PROGRAM G.1 Carl Warren Staffing Update Seth Cole reviewed the item with the Executive Board. Carl Warren and Company integrated Alan Dialon into the CSRMA account in late 2015 as part of their overall succession plan. Alan is an adjuster in their San Bernardino office and has been handling CSRMA claim files over the past year. Alan brings a breadth of liability and property adjusting experience to the table as well as being well-versed in ExactiMate. Carl Warren has begun to transition Julie Gonzales off of the CSRMA account and has replaced her with Alan. Mauri McGuire will continue to handle litigated cases. H. PROPERTY PROGRAM – None I. WORKERS COMPENSATION PROGRAM - None J. PRIMARY INSURANCE PROGRAM – None K. LOSS CONTROL - None L. INFORMATION ITEMS

L.1. Poem of the Day The Executive Board reviewed the Poem of the Day. L.2. CAJPA Legislative Action Day The Executive Board reviewed the information item. L.3. Article – A’s Sonny Gray out of the WBC because of insurance issue The Executive Board reviewed the article. L.4. Article – Dam collapse highlights wider concerns over infrastructure risk

The Executive Board reviewed the article.

9


L.5. Article – Sausage Company Says Insurer Owes in Money-Transfer Scam The Executive Board reviewed the article. L.6 CSRMA 2017 Meeting Calendar The Executive Board reviewed the 2017 Meeting Calendar. L.7. CSRMA Organizational Chart The Executive Board reviewed the CSRMA Organizational Chart. L.8. CSRMA Service Team The Executive Board reviewed the CSRMA Service Team Chart. M. ADJOURNMENT The meeting was adjourned at 10:21 a.m. The next meeting is scheduled for April 20, 2017 via teleconference.

10

CHECK INVOICE INVOICE# DATE VENDOR NUMBER AMOUNT DESCRIPTION

BARRITT GROUP02/02/2017 378 1,000.00 Webinar

Total for BARRITT GROUP $ 1,000.00 BRIAN BIEHLE(916) 453-8827

02/01/2017 96656 400.00 Website MaintTotal for BRIAN BIEHLE $ 400.00

CALIFORNIA ASSOC. OF SANITATION AGENCIES916-446-0388

01/31/201720170118CSRMA 410.00 CASA conference - rooms for ProAudio

Total for CALIFORNIA ASSOC. OF SANITATION AGENCIES $ 410.00 CARL WARREN & CO.(818) 247-2206

01/31/2017 Jan 2017 17,293.66 Monthly Claims Admin & Billings - 1/2017Total for CARL WARREN & CO. $ 17,293.66 GIBBONS & CONLEY925/932-3600

02/08/2017 17-jan-413 8,040.10 General CSRMA Matters: Program/Gen Fees & Exp

Total for GIBBONS & CONLEY $ 8,040.10 HEATHER TRURO925/485-9931

02/27/2017 5536 6,132.29 ConsultingTotal for HEATHER TRURO $ 6,132.29 JAMES MARTA & CO.916-993-9494

02/27/2017 10381 10323 3,750.00 FEE/audit/consultingTotal for JAMES MARTA & CO. $ 3,750.00 LIEBERT CASSIDY WHITMORE310/981-2000

02/27/2017 1434432 1,525.00 FEES /Legal Hotline through 1/17Total for LIEBERT CASSIDY WHITMORE $ 1,525.00 MICHELLE E. MURPHY DBA INNOPRO PERFORMANCE SOLUTIONS415/454-2735

02/07/201721701 & 21702 5,500.00 Strategic Plan Retreat 3/2017

Total for MICHELLE E. MURPHY DBA INNOPRO PERFORMANCE SOLUTIONS $ 5,500.00 OCCUMETRIC, INC.

01/31/2017 1710 4,500.00 training - Dublin/Novato/Central Marin02/15/2017 1711 3,000.00 training - Stege, Castro Valley

Total for OCCUMETRIC, INC. $ 7,500.00 ONLINE RISK SOLUTIONS707.373.9689 cell

01/01/2017 11227 11230 2,166.66 Online Ctr. 12/16 & 1/17Total for ONLINE RISK SOLUTIONS $ 2,166.66 WELLNESS COUNCILS OF AMERICA

01/30/2017 141279 321.48 Well Workplace Newsletter 1/2017Total for WELLNESS COUNCILS OF AMERICA $ 321.48 YORK INSURANCE SERVICES GROUP(916) 783-0100

01/01/2017 500015412 18,727.08 Claims Administration 1/17

Total for YORK INSURANCE SERVICES GROUP $ 18,727.08 TOTAL $ 72,766.27

CALIFORNIA SANITATION RISK MANAGEMENT AUTHORITY CHECK REGISTER GENERAL ACCOUNT NO. 2740026936

DEMANDS AS OF February 27, 2017

C.2

11

I HEREBY CERTIFY THAT THE ABOVE LISTED CHECKS ARE FOR CORRECT AND JUST SERVICES OR MATERIALS RECEIVEDTHAT PAYMENT HAS NOT BEEN PREVIOUSLY MADE, AND THAT FUNDS ARE AVAILABLE TO COVER THESE PAYMENTS.

12

mleavell

Jason Warner & George Emerson


03/13/2017 CAPISTRANO BEACH S.D. PLP Div 2016 -194.00 PLP Div 2016

03/13/2017 CARMEL AREA WASTEWATER DISTRICT PLP Div 2016 -15,720.00 PLP Div 2016

03/13/2017 CARPINTERIA SANITARY DISTRICT PLP Div 2016 -11,899.00 PLP Div 2016

03/13/2017 CENTRAL MARIN SANITARY PLP Div 2016 -18,117.00 PLP Div 2016

03/13/2017 DANA POINT SANITARY DISTRICT PLP Div 2016 -578.00 PLP Div 2016

03/13/2017 DELTA DIABLO SANITATION DISTRICT PLP Div 2016 -24,627.00 PLP Div 2016

03/13/2017 DUBLIN SAN RAMON SERVICES DISTRICT PLP Div 2016 -44,194.00 PLP Div 2016

03/13/2017 EAST BAY DISCHARGERS AUTH. PLP Div 2016 -8,993.00 PLP Div 2016

03/13/2017 EAST PALO ALTO S.D. PLP Div 2016 -436.00 PLP Div 2016

03/13/2017 ENCINA WASTEWATER AUTHORITY PLP Div 2016 -43,055.00 PLP Div 2016

03/13/2017 FAIRFIELD-SUISUN SEWER DISTRICT PLP Div 2016 -25,583.00 PLP Div 2016

03/13/2017 FALLBROOK SANITARY DISTRICT PLP Div 2016 -554.00 PLP Div 2016

03/13/2017 GOLETA SANITARY DISTRICT PLP Div 2016 -26,122.00 PLP Div 2016

03/13/2017 IRONHOUSE SANITARY DISTRICT PLP Div 2016 -23,128.00 PLP Div 2016

03/13/2017 LAKE ARROWHEAD COMMUNITY SERVICES DIST. PLP Div 2016 -44,612.00 PLP Div 2016

03/13/2017 LAS GALLINAS VALLEY SANITARY DISTRICT PLP Div 2016 -19,246.00 PLP Div 2016

03/13/2017 LEUCADIA WASTEWATER DISTRICT PLP Div 2016 -19,789.00 PLP Div 2016

03/13/2017 MONTECITO SANITARY DISTRICT PLP Div 2016 -12,367.00 PLP Div 2016

03/13/2017 MONTEREY REGIONAL W.P.C.A. PLP Div 2016 -42,376.00 PLP Div 2016

03/13/2017 MT. VIEW PLP Div 2016 -6,469.00 PLP Div 2016

03/13/2017 NORTH OF RIVER SANITARY DISTRICT PLP Div 2016 -23,094.00 PLP Div 2016

03/13/2017 NOVATO SANITARY DISTRICT PLP Div 2016 -23,664.00 PLP Div 2016

03/13/2017 OJAI VALLEY SANITARY DISTRICT PLP Div 2016 -18,474.00 PLP Div 2016

03/13/2017 ORO LOMA SANITARY DISTRICT PLP Div 2016 -24,239.00 PLP Div 2016

03/13/2017 SAN ELIJO JPA PLP Div 2016 -1,790.00 PLP Div 2016

03/13/2017 SANITARY DISTRICT #1 PLP Div 2016 -25,034.00 PLP Div 2016

03/13/2017 SANITARY DISTRICT #5 PLP Div 2016 -7,977.00 PLP Div 2016

03/13/2017 SANTA MARGARITA WATER DISTRICT PLP Div 2016 -95,555.00 PLP Div 2016

03/13/2017 SAUSALITO-MARIN CITY SANITARY DISTRICT PLP Div 2016 -8,084.00 PLP Div 2016

03/13/2017 SELMA-KINGSBURG-FOWLER PLP Div 2016 -25,188.00 PLP Div 2016

03/13/2017 SEWER AUTHORITY MID-COASTSIDE PLP Div 2016 -21,516.00 PLP Div 2016

03/13/2017 SEWERAGE AGENCY OF SOUTHERN MARIN PLP Div 2016 -16,429.00 PLP Div 2016


DEMANDS AS OF March 13, 2017

13

03/13/2017 SILICON VALLEY CLEAN WATER PLP Div 2016 -35,517.00 PLP Div 2016

03/13/2017 SOUTH ORANGE PLP Div 2016 -40,990.00 PLP Div 2016

03/13/2017 SOUTH TAHOE PUBLIC UTILITY DISTRICT PLP Div 2016 -79,422.00 PLP Div 2016

03/13/2017 STEGE SANITARY DISTRICT PLP Div 2016 -19,791.00 PLP Div 2016

03/13/2017 TAHOE-TRUCKEE SANITATION AGENCY PLP Div 2016 -15,327.00 PLP Div 2016

03/13/2017 TRIUNFO COUNTY S.D. PLP Div 2016 -9,516.00 PLP Div 2016

03/13/2017 UNION SANITARY DISTRICT PLP Div 2016 -28,221.00 PLP Div 2016

03/13/2017 VALLEJO SANITATION & FLOOD CONTROL PLP Div 2016 -17,976.00 PLP Div 2016

03/13/2017 VENTURA REGIONAL S.D. PLP Div 2016 -41,848.00 PLP Div 2016

03/13/2017 VICTOR VALLEY W.R.A. PLP Div 2016 -31,841.00 PLP Div 2016

03/13/2017 WEST BAY SANITARY DISTRICT PLP Div 2016 -21,470.00 PLP Div 2016

03/13/2017 WEST COUNTY W.D. PLP Div 2016 -25,811.00 PLP Div 2016

03/13/2017 WEST VALLEY S.D. OF SANTA CLARA COUNTY PLP Div 2016 -36,068.00 PLP Div 2016

03/13/2017 WINDSOR WATER DISTRICT PLP Div 2016 -190.00 PLP Div 2016

TOTAL -$ 1,083,091.00


14

mleavell



BRIAN BIEHLE03/01/2017 96657 400.00 Website Maint

Total for BRIAN BIEHLE $ 400.00 CARL WARREN & CO.

02/28/2017 2/2017 14,134.59 Monthly Claims Admin & Billings - 2/2017Total for CARL WARREN & CO. $ 14,134.59 DAVID PATZER DBA RISK MANAGEMENT SOLUTION

03/01/2017 31508 395.00 November training handouts & breakfastTotal for DAVID PATZER DBA RISK MANAGEMENT SOLUTION $ 395.00 DENNIS MULQUEENEY

03/12/201717 03 12 MulQueeny 2,763.80 LRP

Total for DENNIS MULQUEENEY $ 2,763.80 GEORGE EMERSON

03/17/201717 03 17 Emerson 203.31

Total for GEORGE EMERSON $ 203.31 HEATHER TRURO

03/20/2017 05541 05542 7,016.36 ConsultingTotal for HEATHER TRURO $ 7,016.36 LAKE ARROWHEAD C.S.D.

03/01/201717 03 - wellness safe 3,200.00 PLP Dividend 15-16

Total for LAKE ARROWHEAD C.S.D. $ 3,200.00 LEEANN WARCHOL

03/08/2017 2017 Warchol 382.08 Total for LEEANN WARCHOL $ 382.08 LIEBERT CASSIDY WHITMORE

02/28/2017 1436024 450.00 FEES /Legal Hotline through 2/17Total for LIEBERT CASSIDY WHITMORE $ 450.00 NAPA SANITATION DISTRICT

03/01/201717 03 Wellness Safe 1,200.00 Wellness/Safety Program

Total for NAPA SANITATION DISTRICT $ 1,200.00 ONLINE RISK SOLUTIONS

03/01/2017 11232 1,083.33 Online Ctr. 2/17Total for ONLINE RISK SOLUTIONS $ 1,083.33 SETH COLE

03/17/20172017 03 12 S Cole 6,009.12 LRP Facility Expenses

Total for SETH COLE $ 6,009.12 STUART A. MORRISON

03/02/2017 1703-1 1,000.00 prepare & present webinar -- sso drillsTotal for STUART A. MORRISON $ 1,000.00 WELLNESS COUNCILS OF AMERICA

03/01/2017 142062 321.48 Well Workplace Newsletter 3/2017Total for WELLNESS COUNCILS OF AMERICA $ 321.48 YORK INSURANCE SERVICES GROUP

03/01/2017 500015652 18,727.08 Claims Administration 3/17

Total for YORK INSURANCE SERVICES GROUP $ 18,727.08 TOTAL $ 57,286.15


DEMANDS AS OF March 27, 2017

15


16

mleavell


G:\Share\CLIENT\jpa\CSRMA\Agenda\_Executive Board\2017\04.20.17\C.4 - Budget To Date Report @ 03.31.17.doc

Agenda Item No. C.4 Executive Board Meeting

Meeting Date: April 20, 2017

Budget to Date Report as of March 31, 2017 ISSUE: Attached is the budget to date report as of March 31, 2017 and corresponding balance sheet. A variance report highlighting notable variances in the actual year to date figures versus what was budgeted is included. There are no major concerns about CSRMA’s finances at this writing. RECOMMENDATION: None at this time. FISCAL IMPACT: As depicted in the attached document. BACKGROUND: None. ATTACHMENTS: 1. Profit & Loss Budget to Actual 2. Variance Report

3. Balance Sheet

17

California Sanitation Risk Manageme

Income Statement

July 1, 2016 to March 31, 2017

Unaudited & Preliminary

Income

4000 Non-Member Revenue

4100 JPA Charge

4110 Program Directors' Fee

4220 Pooled Deposit

4391 Retro Adjustment

4400 Insurance Premium (Net)

4602 Deductible Recoveries

4620 Interest Income

Total Income

Gross Profit

Expenses

5201 Claims Expense

5300 Risk Control Online

6330 Program Directors' Fee Exp.

6432 Net Insurance Premium

6464 User/Fraud Fund Assessment

6506 Actuarial

6510 Claims Audit

6512 Claims Admin. Annual Fee

6516 Coverage Counsel

6522 Safety Other

6523 Outside Safety Consultant

6650 Program Legal

6652 Program Committee

6660 Program Consulting

6667 CSRMA Provided Seminars

7804 Accounting Consulting

7808 Financial Audit

7822 Board Counsel

8944 Printing/Promotion

8945 Computer Software/Programming

8946 Memberships/Other

8948 Banking Service Charges

8954 Executive/Officers Committee

8956 Board of Directors

8960 JPA Insurance

8990 General Contingency

8999 Operations Other

9120 Dividends

Total Expenses

Net Operating Income

Net Income

* Investment activity excluded from budget to date reports.

Actual Budget over Budget% of

Budget

40,275.00 46,276.00 (6,001.00) 87.03%

521,341.22 686,425.00 (165,083.78) 75.95%

981,087.74 1,328,616.00 (347,528.26) 73.84%

4,334,713.69 5,767,511.00 (1,432,797.31) 75.16%

-630,063.00 -500,000.00 (130,063.00) 126.01%

2,951,639.93 4,138,467.00 (1,186,827.07) 71.32%

98,071.42 400,000.00 (301,928.58) 24.52%

201,059.67 318,028.00 (116,968.33) 63.22%

$ 8,498,125.67 $ 12,185,323.00 (3,687,197.33) 69.74%

$ 8,498,125.67 $ 12,185,323.00 (3,687,197.33) 69.74%

3,064,312.87 4,200,000.00 (1,135,687.13) 72.96%

18,840.00 28,311.00 (9,471.00) 66.55%

982,052.00 1,328,616.00 (346,564.00) 73.92%

2,949,499.97 4,138,467.00 (1,188,967.03) 71.27%

124,869.18 50,555.00 74,314.18 247.00%

29,000.00 66,771.00 (37,771.00) 43.43%

8,200.00 8,200.00 0.00 100.00%

10,200.00 15,300.00 (5,100.00) 66.67%

0.00 5,000.00 (5,000.00) 0.00%

3,286.16 10,500.00 (7,213.84) 31.30%

156,252.46 234,000.00 (77,747.54) 66.77%

16,425.50 48,500.00 (32,074.50) 33.87%

1,073.94 4,000.00 (2,926.06) 26.85%

18,687.55 15,000.00 3,687.55 124.58%

66,735.83 75,000.00 (8,264.17) 88.98%

2,200.00 3,151.00 (951.00) 69.82%

19,100.00 19,100.00 0.00 100.00%

10,068.36 17,251.00 (7,182.64) 58.36%

3,873.23 12,000.00 (8,126.77) 32.28%

26,198.76 17,500.00 8,698.76 149.71%

2,250.00 2,342.00 (92.00) 96.07%

5,659.64 9,222.00 (3,562.36) 61.37%

22,983.28 24,500.00 (1,516.72) 93.81%

2,442.40 5,000.00 (2,557.60) 48.85%

24,339.45 33,036.00 (8,696.55) 73.68%

0.00 10,500.00 (10,500.00) 0.00%

0.00 0.00 0.00

1,083,091.00 1,250,000.00 (166,909.00) 86.65%

$ 8,651,641.58 $ 11,631,822.00 (2,980,180.42) 74.38%

-$ 153,515.91 $ 553,501.00 (707,016.91) -27.74%

-$ 153,515.91 $ 553,501.00 (707,016.91) -27.74%

TOTAL

18

California Sanitation Risk Management Authority

Income Statement

July 1, 2016 to March 31, 2017



BudgetIncome

4000 Non-Member Revenue 2,013.75 2,503.00 (489.25) 80.45%

4100 JPA Charge 26,437.47 36,510.00 (10,072.53) 72.41%

4110 Program Directors' Fee 91,815.88 126,040.00 (34,224.12) 72.85%

4220 Pooled Deposit 0.00

4391 Retro Adjustment 0.00

4400 Insurance Premium (Net) 309,186.68 430,797.00 (121,610.32) 71.77%

4602 Deductible Recoveries 0.00

4620 Interest Income 555.99 1,734.00 (1,178.01) 32.06%

Total Income $ 430,009.77 $ 597,584.00 (167,574.23) 71.96%

Gross Profit $ 430,009.77 $ 597,584.00 (167,574.23) 71.96%

Expenses

5201 Claims Expense 0.00 0.00

5300 Risk Control Online 1,851.50 2,831.00 (979.50) 65.40%

6330 Program Directors' Fee Exp. 92,106.00 126,040.00 (33,934.00) 73.08%

6432 Net Insurance Premium 310,940.41 430,797.00 (119,856.59) 72.18%

6464 User/Fraud Fund Assessment 0.00

6506 Actuarial 0.00

6510 Claims Audit 0.00

6512 Claims Admin. Annual Fee 0.00

6516 Coverage Counsel 0.00

6522 Safety Other 39.50 400.00 (360.50) 9.88%

6523 Outside Safety Consultant 9,750.82 12,000.00 (2,249.18) 81.26%

6650 Program Legal 0.00

6652 Program Committee 0.00

6660 Program Consulting 550.00 1,500.00 (950.00) 36.67%

6667 CSRMA Provided Seminars 4,761.09 7,500.00 (2,738.91) 63.48%

7804 Accounting Consulting 220.00 315.00 (95.00) 69.84%

7808 Financial Audit 1,910.00 1,910.00 0.00 100.00%

7822 Board Counsel 1,006.83 1,725.00 (718.17) 58.37%

8944 Printing/Promotion 258.57 1,000.00 (741.43) 25.86%

8945 Computer Software/Programming 1,320.00 1,750.00 (430.00) 75.43%

8946 Memberships/Other 225.00 234.00 (9.00) 96.15%

8948 Banking Service Charges 565.97 922.00 (356.03) 61.39%

8954 Executive/Officers Committee 2,298.33 2,450.00 (151.67) 93.81%

8956 Board of Directors 244.24 500.00 (255.76) 48.85%

8960 JPA Insurance 2,433.95 3,304.00 (870.05) 73.67%

8990 General Contingency 1,000.00 (1,000.00) 0.00%

8999 Operations Other 0.00 0.00

9120 Dividends 0.00

Total Expenses $ 430,482.21 $ 596,178.00 (165,695.79) 72.21%

Net Operating Income -$ 472.44 $ 1,406.00 (1,878.44) -33.60%

Net Income -$ 472.44 $ 1,406.00 (1,878.44) -33.60%


.021 - PIP

19


Income Statement

July 1, 2016 to March 31, 2017


Income


4100 JPA Charge


4220 Pooled Deposit





Total Income

Gross Profit

Expenses

5201 Claims Expense





6506 Actuarial

6510 Claims Audit



6522 Safety Other


6650 Program Legal






7822 Board Counsel







8960 JPA Insurance



9120 Dividends

Total Expenses


Net Income



Budget

2,013.75 2,503.00 (489.25) 80.45%

27,382.50 36,510.00 (9,127.50) 75.00%

132,061.50 176,082.00 (44,020.50) 75.00%

0.00

0.00

1,246,758.51 1,828,762.00 (582,003.49) 68.18%

0.00

734.71 1,668.00 (933.29) 44.05%

$ 1,408,950.97 $ 2,045,525.00 (636,574.03) 68.88%

$ 1,408,950.97 $ 2,045,525.00 (636,574.03) 68.88%

0.00

1,851.50 2,831.00 (979.50) 65.40%

132,061.50 176,082.00 (44,020.50) 75.00%

1,246,758.51 1,828,762.00 (582,003.49) 68.18%

0.00

0.00

0.00

0.00

0.00

39.50 400.00 (360.50) 9.88%

9,750.82 12,000.00 (2,249.18) 81.26%

0.00

0.00

550.00 1,500.00 (950.00) 36.67%

4,761.09 7,500.00 (2,738.91) 63.48%

220.00 315.00 (95.00) 69.84%

1,910.00 1,910.00 0.00 100.00%

1,006.83 1,725.00 (718.17) 58.37%

258.57 1,000.00 (741.43) 25.86%

1,320.00 1,750.00 (430.00) 75.43%

225.00 234.00 (9.00) 96.15%

565.97 922.00 (356.03) 61.39%

2,298.33 2,450.00 (151.67) 93.81%

244.24 500.00 (255.76) 48.85%

2,433.95 3,304.00 (870.05) 73.67%

1,000.00 (1,000.00) 0.00%

0.00

0.00

$ 1,406,255.81 $ 2,044,185.00 (637,929.19) 68.79%

$ 2,695.16 $ 1,340.00 1,355.16 201.13%

$ 2,695.16 $ 1,340.00 1,355.16 201.13%

.023 - Property

20


Income Statement

July 1, 2016 to March 31, 2017


Income


4100 JPA Charge


4220 Pooled Deposit





Total Income

Gross Profit

Expenses

5201 Claims Expense





6506 Actuarial

6510 Claims Audit



6522 Safety Other


6650 Program Legal






7822 Board Counsel







8960 JPA Insurance



9120 Dividends

Total Expenses


Net Income



Budget

16,110.00 18,699.00 (2,589.00) 86.15%

214,862.00 288,994.00 (74,132.00) 74.35%

458,610.61 628,361.00 (169,750.39) 72.99%

1,480,647.50 2,002,361.00 (521,713.50) 73.95%

-412,107.00 -250,000.00 (162,107.00) 164.84%

1,014,576.90 1,383,737.00 (369,160.10) 73.32%

98,071.42 400,000.00 (301,928.58) 24.52%

84,292.89 154,473.00 (70,180.11) 54.57%

$ 2,955,064.32 $ 4,626,625.00 (1,671,560.68) 63.87%

$ 2,955,064.32 $ 4,626,625.00 (1,671,560.68) 63.87%

965,745.43 1,400,000.00 (434,254.57) 68.98%

8,445.51 12,740.00 (4,294.49) 66.29%

459,284.75 628,361.00 (169,076.25) 73.09%

1,015,077.24 1,383,737.00 (368,659.76) 73.36%

0.00

29,000.00 30,000.00 (1,000.00) 96.67%

0.00

10,200.00 15,300.00 (5,100.00) 66.67%

5,000.00 (5,000.00) 0.00%

177.75 3,700.00 (3,522.25) 4.80%

55,745.29 76,000.00 (20,254.71) 73.35%

15,611.50 46,000.00 (30,388.50) 33.94%

403.09 3,500.00 (3,096.91) 11.52%

15,662.55 6,750.00 8,912.55 232.04%

21,468.62 33,750.00 (12,281.38) 63.61%

990.00 1,418.00 (428.00) 69.82%

8,595.00 8,595.00 0.00 100.00%

4,530.77 7,763.00 (3,232.23) 58.36%

1,163.55 5,000.00 (3,836.45) 23.27%

18,938.76 7,875.00 11,063.76 240.49%

1,012.50 1,054.00 (41.50) 96.06%

2,546.83 4,150.00 (1,603.17) 61.37%

10,342.47 11,025.00 (682.53) 93.81%

1,099.08 2,250.00 (1,150.92) 48.85%

10,952.75 14,866.00 (3,913.25) 73.68%

5,000.00 (5,000.00) 0.00%

0.00

1,083,091.00 1,250,000.00 (166,909.00) 86.65%

$ 3,740,084.44 $ 4,963,834.00 (1,223,749.56) 75.35%

-$ 785,020.12 -$ 337,209.00 (447,811.12) 232.80%

-$ 785,020.12 -$ 337,209.00 (447,811.12) 232.80%

.024 - Liability

21


Income Statement

July 1, 2016 to March 31, 2017


Income


4100 JPA Charge


4220 Pooled Deposit





Total Income

Gross Profit

Expenses

5201 Claims Expense





6506 Actuarial

6510 Claims Audit



6522 Safety Other


6650 Program Legal






7822 Board Counsel







8960 JPA Insurance



9120 Dividends

Total Expenses


Net Income



Budget

20,137.50 22,571.00 (2,433.50) 89.22%

252,659.25 324,411.00 (71,751.75) 77.88%

298,599.75 398,133.00 (99,533.25) 75.00%

2,854,066.19 3,765,150.00 (911,083.81) 75.80%

-217,956.00 -250,000.00 32,044.00 87.18%

381,117.84 495,171.00 (114,053.16) 76.97%

0.00

115,476.08 160,153.00 (44,676.92) 72.10%

$ 3,704,100.61 $ 4,915,589.00 (1,211,488.39) 75.35%

$ 3,704,100.61 $ 4,915,589.00 (1,211,488.39) 75.35%

2,098,567.44 2,800,000.00 (701,432.56) 74.95%

6,691.49 9,909.00 (3,217.51) 67.53%

298,599.75 398,133.00 (99,533.25) 75.00%

376,723.81 495,171.00 (118,447.19) 76.08%

124,869.18 50,555.00 74,314.18 247.00%

36,771.00 (36,771.00) 0.00%

8,200.00 8,200.00 0.00 100.00%

0.00

0.00

3,029.41 6,000.00 (2,970.59) 50.49%

81,005.53 134,000.00 (52,994.47) 60.45%

814.00 2,500.00 (1,686.00) 32.56%

670.85 500.00 170.85 134.17%

1,925.00 5,250.00 (3,325.00) 36.67%

35,745.03 26,250.00 9,495.03 136.17%

770.00 1,103.00 (333.00) 69.81%

6,685.00 6,685.00 0.00 100.00%

3,523.93 6,038.00 (2,514.07) 58.36%

2,192.54 5,000.00 (2,807.46) 43.85%

4,620.00 6,125.00 (1,505.00) 75.43%

787.50 820.00 (32.50) 96.04%

1,980.87 3,228.00 (1,247.13) 61.37%

8,044.15 8,575.00 (530.85) 93.81%

854.84 1,750.00 (895.16) 48.85%

8,518.80 11,562.00 (3,043.20) 73.68%

3,500.00 (3,500.00) 0.00%

0.00

0.00

$ 3,074,819.12 $ 4,027,625.00 (952,805.88) 76.34%

$ 629,281.49 $ 887,964.00 (258,682.51) 70.87%

$ 629,281.49 $ 887,964.00 (258,682.51) 70.87%

.025 - WC

22


Income Statement

July 1, 2016 to March 31, 2017



BudgetIncome

4000 Non-Member Revenue 40,275.00 46,276.00 (6,001.00) 87.03%

4100 JPA Charge 521,341.22 686,425.00 (165,083.78) 75.95% 3 quarter's revenue amortization 4110 Program Directors' Fee 981,087.74 1,328,616.00 (347,528.26) 73.84% 3 quarter's revenue amortization 4220 Pooled Deposit 4,334,713.69 5,767,511.00 (1,432,797.31) 75.16% 3 quarter's revenue amortization 4391 Retro Adjustment -630,063.00 -500,000.00 (130,063.00) 126.01%

4400 Insurance Premium (Net) 2,951,639.93 4,138,467.00 (1,186,827.07) 71.32% 3 quarter's revenue amortization 4602 Deductible Recoveries 98,071.42 400,000.00 (301,928.58) 24.52%

4620 Interest Income 201,059.67 318,028.00 (116,968.33) 63.22% 2 quarter's interest incomeTotal Income $ 8,498,125.67 $ 12,185,323.00 (3,687,197.33) 69.74%

Gross Profit $ 8,498,125.67 $ 12,185,323.00 (3,687,197.33) 69.74%

Expenses

5201 Claims Expense 3,064,312.87 4,200,000.00 (1,135,687.13) 72.96%

5300 Risk Control Online 18,840.00 28,311.00 (9,471.00) 66.55%

6330 Program Directors' Fee Exp. 982,052.00 1,328,616.00 (346,564.00) 73.92% 3 quarter's expense amortization 6432 Net Insurance Premium 2,949,499.97 4,138,467.00 (1,188,967.03) 71.27% 3 quarter's expense amortization 6464 User/Fraud Fund Assessment 124,869.18 50,555.00 74,314.18 247.00% Increase in the State WC Fraud Assessment Calc. 6506 Actuarial 29,000.00 66,771.00 (37,771.00) 43.43%

6510 Claims Audit 8,200.00 8,200.00 0.00 100.00%

6512 Claims Admin. Annual Fee 10,200.00 15,300.00 (5,100.00) 66.67%

6516 Coverage Counsel 0.00 5,000.00 (5,000.00) 0.00%

6522 Safety Other 3,286.16 10,500.00 (7,213.84) 31.30%

6523 Outside Safety Consultant 156,252.46 234,000.00 (77,747.54) 66.77%

6650 Program Legal 16,425.50 48,500.00 (32,074.50) 33.87%

6652 Program Committee 1,073.94 4,000.00 (2,926.06) 26.85%

6660 Program Consulting 18,687.55 15,000.00 3,687.55 124.58% LCW special projects 6667 CSRMA Provided Seminars 66,735.83 75,000.00 (8,264.17) 88.98%

7804 Accounting Consulting 2,200.00 3,151.00 (951.00) 69.82%

7808 Financial Audit 19,100.00 19,100.00 0.00 100.00%

7822 Board Counsel 10,068.36 17,251.00 (7,182.64) 58.36%

8944 Printing/Promotion 3,873.23 12,000.00 (8,126.77) 32.28%

8945 Computer Software/Programming 26,198.76 17,500.00 8,698.76 149.71% Wetip/Harrasment Training License included 8946 Memberships/Other 2,250.00 2,342.00 (92.00) 96.07%

8948 Banking Service Charges 5,659.64 9,222.00 (3,562.36) 61.37%

8954 Executive/Officers Committee 22,983.28 24,500.00 (1,516.72) 93.81%

8956 Board of Directors 2,442.40 5,000.00 (2,557.60) 48.85%

8960 JPA Insurance 24,339.45 33,036.00 (8,696.55) 73.68%

TOTAL

23


Income Statement

July 1, 2016 to March 31, 2017



Budget

TOTAL

8990 General Contingency 0.00 10,500.00 (10,500.00) 0.00%

8999 Operations Other 0.00 0.00 0.00

9120 Dividends 1,083,091.00 1,250,000.00 (166,909.00) 86.65%

Total Expenses $ 8,651,641.58 $ 11,631,822.00 (2,980,180.42) 74.38%

Net Operating Income -$ 153,515.91 $ 553,501.00 (707,016.91) -27.74%

Net Income -$ 153,515.91 $ 553,501.00 (707,016.91) -27.74%


24

California Sanitation Risk Management AuthorityBalance SheetAs of March 31, 2017Preliminary & Unaudited

TotalASSETS

Current Assets

Bank Accounts

1002 LAIF 5,206,425.33

1005 General Checking - UB 451,900.01

1006 WC Trust - UB 5610 150,000.00

1007 Liability Trust - UB 5602 100,000.00

1008 PFM/CA Asset Mgmt Program 21,178,696.77

1009 PFM-CAMP Cash Reserve 958,385.20

Total Bank Accounts $ 28,045,407.31

Accounts Receivable

1100 Accounts Receivable 41,036.49

Total Accounts Receivable $ 41,036.49

Other Current Assets

1200 Interest Receivable 114,318.02

1540 Prepaid Insurance Premium 1,905,275.60

1550 Prepaid Program Directors' Fee 709,648.50

1570 Prepaid License Fee 2,107.63

1575 Prepaid Other 12,000.00

Total Other Current Assets $ 2,743,349.75

Total Current Assets $ 30,829,793.55

Other Assets

1600 Other Asset - Deferred A/R Plan 124,492.00

Total Other Assets $ 124,492.00

TOTAL ASSETS $ 30,954,285.55

LIABILITIES AND EQUITY

Liabilities

Current Liabilities

Accounts Payable

2000 Accounts Payable 382.08

Total Accounts Payable $ 382.08

Other Current Liabilities

2200 Deferred JPA Charge 337,339.45

2210 Deferred Program Directors' Fee 707,293.99

2220 Deferred Pooled Deposits 2,416,054.69

2240 Deferred Insurance Premium 1,881,569.84

Total Other Current Liabilities $ 5,342,257.97

Total Current Liabilities $ 5,342,640.05

Long-Term Liabilities

2300 Claims Reserves 7,610,041.00

2500 Claims IBNR 5,625,142.00

2600 Claims ULAE 929,021.00

Total Long-Term Liabilities $ 14,164,204.00

Total Liabilities $ 19,506,844.05

Equity

3900 Retained Earnings 11,600,957.41

Net Income -153,515.91

Total Equity $ 11,447,441.50

TOTAL LIABILITIES AND EQUITY $ 30,954,285.55

* Investment / banking activity excluded from the budget to date reports.

25


Long-Range Action Plan

2016/17

Alliant Insurance Services, Inc. 100 Pine Street, 11th Floor San Francisco, CA 94111

(415) 403-1400

As of:

April 5, 2017

C.5

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Table of Contents

I. Terrorism Coverage - Pooled Liability Program ..................................................................1

II. Settlement Authority - Pooled Liability Program.................................................................3

III. Settlement Authority - Workers’ Compensation Program ..................................................5

IV. Property Program - Business Interruption Coverage ..........................................................7

V. 2-Year Risk Control Work Plan .............................................................................................9

VI. Physical Demands Assessment Tool .....................................................................................11

27

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I. Terrorism Coverage - Pooled Liability Program Description: The Executive Board directed the Program Administrators to evaluate inclusion of Terrorism coverage into the Pooled Liability Memorandum of Coverage. Objective: To better protect CSRMA and its members in the event of a terrorist act. Action(s):

1. Determine an appropriate level of coverage and wording, and draft an amendment to the MOC.

2. Present to the Pooled Liability Committee for direction 3. Present to the Executive Board for direction 4. Present to the Board of Directors and gain approval 5. Implement as necessary

Responsibility: 1. Alliant Insurance Services and General Counsel 2. Alliant Insurance Services and Pooled Liability Committee 3. Alliant Insurance Services and Executive Board 4. Alliant Insurance Services and Board of Directors 5. Alliant Insurance Services

Deadlines: 1. August 2016 2. September 2016 3. October 2016 4. January 2017 5. January 2017

Fiscal Impact: Unknown at this time. Background: The CSRMA Memorandum of Coverage excludes Terrorism – i.e. a third party liability claim brought against a Covered Party as a result of a terrorist act would not be covered. The reinsurer (providing reinsurance excess of the $500K pooled layer up to $15.5M) Munich Re, also excludes Terrorism. The excess insurer (providing coverage excess of $15.5M up to $25.5M) Ironshore, also excludes terrorism, however they do offer TRIA for an additional premium. If CSRMA did purchase TRIA, coverage would respond if a certified act of terrorism resulted in a third party liability claim against a Covered Party in excess of $15.5M. In response to the terrorist attacks on September 11, 2001 (loss of 3,000 lives, $31 billion in insured losses), congress passed the Terrorism Risk Insurance Act (TRIA) of 2002. In the event of major terrorist attack, it allows the insurance industry and federal government to share losses according to a specific formula (federal backstop). TRIA covers “certified acts of terrorism”, which is an act that is certified by the Secretary of the Treasury, in concurrence with the Secretary of State and the Attorney General of the United States, to be an act of terrorism pursuant to the federal Terrorism Risk Insurance Act.

COMPLETED

28


TRIA was reauthorized in 2015 for a third time. Terrorism Risk Insurance Program Reauthorization Act of 2015 (TRIPRA), extending the federal backstop program for an additional six years through Dec. 31, 2020. Commercial insurance companies are required to offer TRIA. Reinsurance is excluded from TRIA. Status: As of August 3, 2016, this project is on target.

As of August 3, 2016, this project is on target. The Program Administrators and Legal Counsel have drafted amendments to the MOC to provide a $1,000,000 sublimit for terrorism coverage. The first $500,000 of which would be covered in the Pooled Layer, and the next $500,000 covered by CSRMA’s reinsurer, Munich Re. Munich Re has reviewed the proposed amendments to the MOC, and has agreed in principal to reinsure this coverage should it be adopted. The Program Administrators do not anticipate Munich Re will charge additional premium to reinsure the sublimit. The Pooled Liability Program reviewed the proposed amendments at their last meeting and is recommending approval by the Executive Board and Board of Directors. This will be agendized for presentation to the Executive Board in December. As of November 28, 2016, this project is on target. The draft amendment to the MOC will be presented to the Executive Board for review at their December 5, 2016 meeting. As of January 10, 2017, this project is on target. The Executive Board reviewed the draft amendment to the MOC and is recommending approval by the Board of Directors at their January 18, 2017 meeting. Since the Executive Board meeting, Munich Re has increased their portion of the sublimit offered for terrorism coverage from $500,000 to $1,000,000, bringing the total limit under the MOC to $1,500,000 (the first $500,000 provided by CSRMA and the next $1,000,000 provided by Munich Re). As of March 1, 2017, this project is completed. The Board of Directors approved the amendment to the MOC at their January 18, 2017 meeting.

29


II. Settlement Authority - Pooled Liability Program Description: The Executive Board has directed the Program Administrators to draft an amendment to the Settlement Authority, within the Claims Management Policy & Procedure, to increase the authority level of the Pooled Liability Committee to $200,000. Objective: To provide the Committee with greater settlement authority and allow for the Executive Board to focus on larger claims. Action(s):

1. Draft an amendment to the Settlement Authority, within the Claims Management Policy & Procedure

2. Present to the Pooled Liability Committee for direction 3. Present to the Executive Board for direction 4. Present to the Board of Directors and gain approval 5. Implement as necessary

Responsibility: 1. Alliant Insurance Services and General Counsel 2. Alliant Insurance Services and Pooled Liability Committee 3. Alliant Insurance Services and Executive Board 4. Alliant Insurance Services and Board of Directors 5. Alliant Insurance Services

Deadlines: 1. July 2016 2. September 2016 3. October 2016 4. January 2017 5. January 2017

Fiscal Impact: None. Background: The level at which the Pooled Liability Committee has authority to settle claims was last reviewed in 2003. The Committee requested an increase in their settlement authority, and the Executive Board discussed this at their 2016 Long Range Planning Session. The Pooled Liability Committee discussed this item at their February 2016 meeting, and they came to a consensus that they would be comfortable with having an increase in their settlement authority level. Since the inception of the Program, there have been 50 claims in excess of $125,000, the Committee’s current authority level; and 24 claims in excess of $250,000.

COMPLETED

30


Status: As of August 3, 2016, this project is on target. The Program Administrators have drafted an amendment to the Settlement Authority, within the Claims Management Policy & Procedure for presentation to the Pooled Liability Committee in September.

As of September 30, 2016, this project is on target. The Pooled Liability Committee

reviewed the proposed amendments to the P&P at their last meeting and is recommending approval by the Executive Board and Board of Directors. This is agendized for the Executive Board’s October meeting.

As of November 28, 2016, this project is on target. The Executive Board reviewed the

proposed amendment to the P&P at their last meeting and is recommending approval by the Board of Directors at their January 2017 meeting.

As of January 10, 2017, this project is on target.

As of March 1, 2017, this project is completed. The Board of Directors approved the amendment to the Settlement Authority P&P at their January 18, 2017 meeting.

31


III. Settlement Authority - Workers’ Compensation Program Description: The Executive Board has directed the Program Administrators to draft an amendment to the Settlement Authority Policy & Procedure to increase the authority level of the Workers’ Compensation Committee to $250,000. Objective: To provide the Committee with greater settlement authority and allow for the Executive Board to focus on larger claims. Action(s):

1. Draft an amendment to the Settlement Authority Policy & Procedure 2. Present to the Workers’ Compensation Committee for direction 3. Present to the Executive Board for direction 4. Present to the Board of Directors and gain approval 5. Implement as necessary

Responsibility: 1. Alliant Insurance Services and General Counsel 2. Alliant Insurance Services and Workers’ Compensation Committee 3. Alliant Insurance Services and Executive Board 4. Alliant Insurance Services and Board of Directors 5. Alliant Insurance Services

Deadlines: 1. September 2016 2. October 2016 3. December 2016 4. January 2017 5. January 2017

Fiscal Impact: None. Background: The level at which the Workers’ Compensation Committee has authority to settle claims was last reviewed in 2001. The Committee has requested an increase in their settlement authority. The Workers’ Compensation Committee discussed this item at their February meeting, and they came to a consensus that they would be comfortable with having settlement authority increased from the current level of $100,000 up to a range of $150,000 - $250,000. Since the inception of the Program, there have been 114 claims in excess of $100,000, the Committee’s current authority level; 67 claims in excess of $150,000; and 30 claims in excess of $250,000. Status: As of August 3, 2016, this project is on target.

COMPLETED

32


As of September 30, 2016, this project is on target. The Program Administrators have drafted an amendment to the Settlement Authority Policy & Procedure for presentation to the Workers’ Compensation Committee in October.

As of November 28, 2016, this project is on target. The Workers’ Compensation

Committee reviewed the proposed amendments to the P&P at their last meeting and is recommending approval by the Executive Board and Board of Directors. This is agendized for the Executive Board’s December meeting.

As of January 10, 2017, this project is on target. The Executive Board reviewed the

proposed amendment to the P&P at their last meeting and is recommending approval by the Board of Directors at their January 18, 2017 meeting.

As of March 1, 2017, this project is completed. The Board of Directors approved the amendment to the Settlement Authority P&P at their January 18, 2017 meeting.

33


IV. Property Program - Business Interruption Coverage Description: The Executive Board directed the Program Administrators to educate the membership on their potential business interruption (loss of revenue) exposures and corresponding coverage options. Objective: To ensure the membership understands their potential business interruption exposures, so members can make an informed decision on how to best address the exposure. Action(s):

1. Send a bulletin to the Property Program members on this topic 2. Educate the Board of Directors 3. Update members’ Business Interruption limits, as appropriate 4. Include as part of the 2017 Property Insurance Program request for

renewal information 5. Update members’ Business Interruption limits for the 2017 Property

Insurance Program renewal, as necessary

Responsibility:

1. Alliant Insurance Services 2. Alliant Insurance Services and Board of Directors 3. Alliant Insurance Services and Members 4. Alliant Insurance Services 5. Alliant Insurance Services and Members

Deadlines: 1. August 2016 2. August 2016 3. Ongoing as necessary 4. February 2017 5. March 2017 Fiscal Impact: There are two areas where a member might experience the fiscal impact of this issue; 1) the premium charged for scheduling Business Interruption values, or 2) values are not reported and the $500,000 limit is not sufficient in case of a loss. Background: Business Interruption is a coverage component of the Property Program, providing coverage for loss of business, services or rental income resulting directly from the physical damage of an insured property. Such physical damage must be caused by an insured peril within the Property Program. Only 6 of the 53 members participating in the CSRMA Property Program currently schedule Business Interruption Values. All other members are subject to the $500,000 sublimit. Furthermore, coverage for any power generating facilities is excluded all together unless a specific value is reported. Every year prior to renewal of the Property Program, a request for updated information is sent out to the members, with Business Interruption values being included as part of this process.

COMPLETED

34


The premium charged to a member for scheduling Business Interruption values is calculated at the same rate as Real Property and Business Personal Property. Status: As of August 3, 2016, this project is on target. The Program Administrators have included

a discussion on Business Interruption coverage in the Property Program Post Renewal Report agenda item to review with the Board of Directors at their August 11, 2016 meeting.

As of September 30, 2016, this project is on target. As of November 28, 2016, this project is on target. As of January 10, 2017, this project is on target. As of March 1, 2017, this project is delayed. The Program Administrators will be sending

the request for renewal information to the Property Program members in March and will update members’ Business Interruption limits for the 2017 Property Insurance Program renewal, as necessary.

As of April 5, 2017, this project is completed. The request for renewal information was

sent to the Property Program members. The Program Administrators will update members’ Business Interruption limits for the 2017 Property Insurance Program renewal, as necessary.

35


V. 2-Year Risk Control Work Plan Description: The Executive Board directed the Program Administrators and Risk Control Advisor to develop a 2-year risk control work plan. Objective: Transition the Risk Control Work Plan from a single year plan to a 2-year plan. Action(s):

1. Draft 2-year risk control work plan 2. Present draft to Workers’ Compensation Committee 3. Present draft to Pooled Liability Committee 4. Present to the Executive Board for adoption 5. Implement as necessary

Responsibility: 1. Risk Control Advisor and Risk Control Sub-Committee 2. Risk Control Advisor & Workers’ Compensation Committee Chair 3. Risk Control Advisor & Pooled Liability Committee Chair 4. Risk Control Advisor, Risk Control Sub-Committee and Executive Board 5. Risk Control Advisor

Deadlines:

1. October 2016 2. October 2016 3. November 2016 4. March 2017 5. March 2017

Fiscal Impact: None. Background: The CSRMA Risk Control Work Plan Subcommittee recommended that the Executive Board consider moving from single year work plans to 2-year work plans as a means to:

Reduce work load for the Committees and Executive Board Increase CSRMA’s ability to address long term risk trends Plan risk control projects over a longer budgeting horizon to allow for more complex risk control

activities o Example: The SOP App was funded over two fiscal years as this project required more

work than could be completed in a single year. The work plan is envisioned to be adjusted annually to reflect new or emerging exposures and risk control activities that will reduce exposures. Status: As of August 3, 2016, this project is on target.

ON TARGET

36


As of September 30, 2016, this project is on target. The Risk Control Advisor is in the process of developing a draft 2-year risk control work plan.

As of November 28, 2016, this project is on target. The Risk Control Subcommittee has

reviewed a draft of the 2017-19 Risk Control Work Plan. A follow-up teleconference is scheduled to review a revised Risk Control Work Plan, which will then be presented to both the Pooled Liability and Workers’ Compensation Committees.

As of January 10, 2017, this project is on target. The Risk Control Subcommittee met

again on January 5, 2017 to review a revised draft of the 2017-19 Risk Control Work Plan. The subcommittee’s feedback will be incorporated into an updated draft that will be presented to both the Pooled Liability and Workers’ Compensation Committees in February for recommendation to the Executive Board at the Long Range Planning Session.

As of March 1, 2017, this project is on target. Both Committees has reviewed the draft

Risk Control Work Plan. The Committee’s comments and recommendations have been included for presentation to the Executive Board at the Long Range Planning Session.

As of April 5, 2017, this project is completed. The draft 2-year Risk Control Work Plan

was presented to and approved by the Executive Board at the Long Range Planning Session.

37


VI. Physical Demands Assessment Tool Description: The Executive Board directed the Program Administrators and Risk Control Advisor to obtain a proposal for the development of a web-based Physical Demands Assessment Tool. Objective: To develop a tool for CSRMA members to identify the physical demands associated with their job classifications. Action(s):

1. Obtain a proposal from Occumetric 2. Review proposal with the Workers’ Compensation Committee 3. Review proposal with the Executive Board 4. Include in the 2017/18 Risk Control Work Plan, as necessary

Responsibility:

1. Risk Control Advisor 2. Risk Control Advisor and Workers’ Compensation Committee 3. Risk Control Advisor and Executive Board 4. Risk Control Advisor

Deadlines: 1. July 2016 2. October 2016 3. December 2016 4. March 2017

Fiscal Impact: Unknown at this time. Background: Understanding the physical requirements necessary to perform a job is necessary for accurate job description, hiring decisions and injury prevention. However, employers typically lack a quantitative understanding if the physical demands their employees must meet. Status: As of August 3, 2016, this project is on target. The Program Administrators have obtained

a proposal from Occumetric. As of September 30, 2016, this project is on target. Occumetric’s proposal will be

reviewed with the Workers’ Compensation Committee at their October meeting. As of November 28, 2016, this project is delayed. The Workers’ Compensation Committee

reviewed Occumetric’s proposal at their October meeting. The Committee had several questions regarding development of the software and CSRMA’s contribution. Occumetric is in the process of addressing the Committee’s questions/concerns and will be preparing a revised proposal for the Committee to review at their February 2017 meeting.

As of January 10, 2017, this project has been redirected. The risk control subcommittee

discussed this initiative and the consensus was to move in a different direction. While the physical demands assessment tool has value, the subcommittee and Program

REDIRECTED

38


Administrators believe members would be better off contracting directly with Occumetric to assess the physical requirements necessary to perform jobs specifically at their agency. Based on discussion with the subcommittee, the Program Administrators will work to negotiate a discount for CSRMA member agencies who engage the services of Occumetric.

As of March 1, 2017, this project has been redirected. Discounted rates have been

negotiated and Occumetric is in the process of putting together the “box” the pricing will cover. The Program Administrators recommend members be allowed to combine the two reimbursement programs they are eligible for to pay for the physical demands assessment.

April 5, 2017, this project has been redirected. The Program Administrators will announce

the availability to have physical demand assessments performed by Occumetric to the members within the next two weeks and advise them that they can use the reimbursement programs to offset a portion of the cost.

39

DRAFT


Long-Range Action Plan

2017/18

Alliant Insurance Services, Inc. 100 Pine Street, 11th Floor San Francisco, CA 94111

(415) 403-1400

As of:

April 13, 2017

F.1

40

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Table of Contents

I. Risk Control Online 2.0 – Phase I ..........................................................................................1

II. Recycled Drinking Water ........................................................................................................3

III. JPA Agreement Notice of Withdrawal Provision .................................................................4

IV. Property Program Cost Allocation .........................................................................................5

V. Succession Plan Review ...........................................................................................................7

VI. CSRMA Conference ................................................................................................................8

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I. Risk Control Online 2.0 – Phase I Description: Development of RCO 2.0, a comprehensive learning management system to replace Risk Control Online. Objective: To develop a state-of-the-art web-based platform for CSRMA members to (at a minimum):

Deliver interactive training content, including agencies’ customized content

Schedule and track in-person training and safety events

Manage training records, licenses, and certifications

Archive safety files such as safety programs and sign in sheets Action(s):

PHASE I: FY17/18 1. Identify a team of agency representatives to participate in scope identification and

application user testing (Agencies Team) 2. Conduct listening sessions to gather input from the team, and conduct an online

survey to get input from the general CSRMA membership 3. Develop a requirements document detailing the desired components of the

application and present to the WC and PLP Committees for input 4. Present to Executive Board at the 2018 LRP 5. Proceed to Phase II (development of RCO 2.0), as necessary

PHASE II: FY18/19 1. TBD by the Executive Board

Responsibility:

1. Alliant Insurance Services and Risk Control Advisor 2. Risk Control Advisor and DKF Information Architect 3. DKF Information Architect 4. Alliant Insurance Services and Risk Control Advisor 5. Alliant Insurance Services, Risk Control Advisor and Executive Board

Deadlines:

1. July 2017 2. November 2017 3. February 2018 4. March 2018 5. April 2018

Fiscal Impact: ~$12K – included as part of FY 17/18 Risk Control Work Plan budget.

ON TARGET

42


Background: CSRMA members need a robust and reliable web-based platform to effectively and efficiently manage their training activities. The current application, Risk Control Online (RCO), is facing intrinsic structural and support issues and needs to be replaced. Status:

43


II. Recycled Drinking Water Description: The Executive Board has directed the Program Administrators to evaluate the Recycled Drinking Water exposure to the pool and consider risk control services and coverage options to address this unique exposure to the wastewater industry. Objective: To determine the extent of this emerging exposure to the pool and how the Authority wishes to address. Action(s):

1. Survey the members on their plans to consider Recycled Drinking Water (including groundwater discharge)

2. Review the Memorandum of Coverage to determine existing level of coverage for this exposure

3. Present findings to the Pooled Liability Committee for direction 4. Present to the Executive Board for direction 5. Take further action as necessary

Responsibility: 1. Alliant Insurance Services and Risk Control Advisor 2. Alliant Insurance Services and General Counsel 3. Alliant Insurance Services, General Counsel and Pooled Liability Committee 4. Alliant Insurance Services, General Counsel and Executive Board 5. Alliant Insurance Services, General Counsel and Risk Control Advisor

Deadlines: 1. August 2017 2. October 2017 3. February 2018 4. March 2018 5. March 2018

Fiscal Impact: Unknown. Background: Recycled drinking water, or “direct potable reuse” (DPR) is an emerging exposure that could impact CSRMA and its members. The State Water Resources Control Board released a report in December 2016 on the feasibility of DPR. The report concluded that it is feasible to develop uniform water recycling criteria for DPR. The next step in the process is the development of the regulations for DPR in a manner that produces safe and reliable drinking water from recycled sewage. The expectation is that many CSRMA members will be keeping a close eye on the regulatory process and consider direct potable reuse for their districts. Status:

ON TARGET

44


III. JPA Agreement Notice of Withdrawal Provision Description: The Joint Exercise of Powers Agreement (JPA Agreement) contains a specific notice of withdrawal provision; however, it does not contain a “reinstatement” provision for members who wish to rescind their notice of withdrawal before the effective date of the withdrawal. Objective: To amend the withdrawal provision in the JPA Agreement to include a reinstatement provision. Action(s):

1. Draft an amendment to the JPA Agreement 2. Present to the Executive Board for direction 3. Present to the Board of Directors and gain approval 4. Implement as necessary

Responsibility: 1. Alliant Insurance Services and General Counsel 2. Alliant Insurance Services, General Counsel and Executive Board 3. Alliant Insurance Services, General Counsel and Board of Directors 4. Alliant Insurance Services

Deadlines: 1. November 2017 2. December 2017 3. January 2018 4. January 2018

Fiscal Impact: None. Background: CSRMA has in the past received notice from a member agency that they intend to explore alternatives to CSRMA for their insurance coverage needs, and historically this particular member has “rescinded” their notice of intent to withdrawal, though there is no formal procedure to do so. Status:

ON TARGET

45


IV. Property Program Cost Allocation Description: After a review of the current process of allocating the Property Premium amongst members of the Property Program, the Executive Board directed the Program Administrators to develop a more formal process for allocating member costs in the Program. Objective: To implement a policy governing the Property Program’s cost allocation process. Action(s):

1. Draft a policy 2. Review with the Executive Board for direction 3. Review with the Board of Directors for approval 4. Implement as necessary

Responsibility:

1. Alliant Insurance Services 2. Alliant Insurance Services and Executive Board 3. Alliant Insurance Services and Board of Directors 4. Alliant Insurance Services

Deadlines: 1. November 2017 2. December 2017 3. January 2018 4. Ongoing Fiscal Impact: Unknown. Background: Currently, and historically, the total cost of the property insurance program has been allocated by the Program via a formula that takes into consideration the values of exposed property, member selected deductible levels and when, in the professional judgment of the Program Administrators, adverse loss activity of one or more members is negatively impacting the overall cost of the Program. Instances of adjusting member costs (or deductibles) due to loss activity have been few and far between, and when necessary, the Program Administrators have sought the professional judgment of Program underwriters to ensure the reasonableness of any solution implemented. The current formula utilized is not particularly complex relative to those used in the Pooled Liability or Workers Compensation Programs as there is no pooling of risk between the members in the program, and has it has been an effective tool for the life of the Program. That said, with the advent of better information and technology, there is room to improve the current formula in a manner that will make it more easily explainable (and transparent) to the membership if the need should ever arise. Status:

ON TARGET

46


V. Succession Plan Review Description: The last comprehensive review of the succession plans for CSRMA’s Program Administrators and key vendors was in 2009. The Executive Board has directed the Program Administrators to update these succession plans. Objective: Update the succession plans for CSRMA’s Program Administrators and Third Party Claims Administrators. Action(s):

1. Update succession plans for Program Administrators and Third Party Claims Administrators

2. Present Carl Warren Succession Plan to the Pooled Liability Committee 3. Present York Succession Plan to the Workers’ Compensation Committee 4. Present to the Executive Board 5. Implement as necessary

Responsibility: 1. Alliant Insurance Services, Carl Warren and York Risk Services 2. Alliant Insurance Services, Carl Warren and Pooled Liability Committee 3. Alliant Insurance Services, York and Workers’ Compensation Committee 4. Alliant Insurance Services 5. Alliant Insurance Services, Carl Warren and York Risk Services

Deadlines:

1. January 2018 2. February 2018 3. February 2018 4. March 2018 5. April 2018

Fiscal Impact: None. Background: As a result of the discussion at the 2008 and 2009 Long Range Planning Sessions, the Executive Board determined that a formal succession plan was warranted for each of the JPA’s key vendors to ensure continuity of service. Key vendors were identified as the Program Administrators’ Primary Account Service Team (Dennis Mulqueeney, Seth Cole and David Patzer), and the third party administrators for the Pooled Liability and Workers’ Compensation Programs: Carl Warren and Company and York Risk Services. Status:

ON TARGET

47


VI. CSRMA Conference Description: The Executive Board directed the Program Administrators and Risk Control Advisor to develop and plan an annual CSRMA Conference. Objective: To develop an annual CSRMA Conference to educate members and their staff on all things CSRMA, from resources available to members to risk control services to coverage programs. Action(s):

1. Determine costs to hold conference 2. Review potential conference locations and timing 3. Develop educational sessions, curriculum and events 4. Review with Executive Board for direction 5. Notify membership and open registration 6. Conference takes place

Responsibility:

1. Alliant Insurance Services and Risk Control Advisor 2. Alliant Insurance Services and Risk Control Advisor 3. Alliant Insurance Services and Risk Control Advisor 4. Alliant Insurance Services, Risk Control Advisor and Executive Board 5. Alliant Insurance Services and Risk Control Advisor 6. Alliant Insurance Services and Risk Control Advisor

Deadlines: 1. July – August 2017 2. July – August 2017 3. September 2017 4. October 2017 5. December 2017 – January 2018 6. March 2018

Fiscal Impact: ~ $35K. This has been included as part of the CSRMA Sponsored Seminars line item in

the FY 17/18 budget. Background: CSRMA and its members are active participants in other conferences within the industry throughout the year. Most notably, the California Association of Sanitation Agencies’ (CASA) conferences and the Be Sewer Smart Summit. CSRMA staff conducts a half-day Risk Management seminar at every CASA conference, which is very well attended by CSRMA members and non-members alike. At the January 2017 CASA conference the training included the following topics; sewer use ordinances as risk management tools, return to work programs, physical fitness for duty, and SSMP compliance & enforcement.

ON TARGET

48


CSRMA is a co-sponsor of the Be Sewer Smart Summit, also conducting and coordinating several of the educational sessions at the Summit. At the 2016 Summit, this entailed four educational “tracks”; Engineering & Management, Operations, Compliance and Safety. In addition to participation in these conferences, CSRMA provides a full calendar of on-site trainings, webinars and other outreach to the membership every year. Status:

49

Agenda Item: K.1 Executive Board Meeting

Meeting Date: April 20, 2017

CSRMA Risk Control Work Plan for 2017/18-18/19 ISSUE: Attached is the Risk Control Work Plan for FY17/18 and 18/19, revised to reflect the discussion at the Long Range Planning Session in March 2017. Specific revisions include:

Item #26: Reduction by $10k/year in the budgeted amount to pay SIPE for RiskControlOnline(RCO)programmingandrelatedsupport.ThereductionreflectstheExecutiveBoard’sdecisiontomoveaheadwithdesignofRCO2.0.

Addition of item #33: $11,550 fee for Phase I of RCO 2.0 – design and scopedevelopmentwithCSRMAmember‐basedlisteninggroup.

Addition of Item #34: $15k fee to overhaul the CSRMA Workers’ CompensationClaimsManagementandReturntoWorkProgram,updaterelatedtutorialvideosandprovidewebinarbasedtrainingontheupdatedprogram.

Correction to the comparison Risk Control Budget for FY 16/17 from budgetedamounttoactualamount(budgetedamountwas$258kandactualwas$193k).

RevisionofFY17/18budgetamountfrom$281kto$297,550,anincreaseof$16,550. RevisionofFY18/19budgetamountfrom$191kto$181k.,adecreaseof$10k.

RECOMMENDATION: Review the attached Risk Control work plan and discuss. FISCAL IMPACT: As depicted on the work plan. BACKGROUND: At the 2011 Long Range Planning Session, the Executive Board thought it would be helpful and more efficient to form a Sub-Committee to review the Work Plan ahead of time. The Chairs of the Workers’ Compensation and Liability Committees form the Risk Control Work Plan Sub-Committee and develop proposed risk control work plan items for the upcoming program year. The recommendations of the Risk Control Work Plan Sub-Committee are then presented to each Committee and their comments incorporated into the draft Risk Control Work Plan which is then presented to the Executive Board for discussion at the annual Long Range Planning meeting in March. Each March, CSRMA Risk Control prepares an outline of the initiatives to be undertaken in the coming year to address ongoing and new exposures.

ATTACHMENTS: FY 17/18 and 18/19 4/7/17 draft CSRMA Risk Control Work Plan

50

2


~ Risk Control Work Plan 2017/18-18/19~ Draft 4/7/17

# Existing Task Proposed New Task

Core, Continuing,

or New

Projected Cost Services Provided

By

Notes

1 Visit 15 members/year and: 1. Update the members’ risk control survey

results2. Provide one training on a topic relevant to

CSRMA’s or the member’s loss historyNote 1: 10 site visits will be selected based on CSRMA Risk Control Survey results with those scoring lowest receiving priority.

5 site visits will be made to members selected by the Executive Board at their August meeting based on consideration of loss history and Risk Control Survey results. These 5 site visits will also include a physical site audit.

Note 2: The CSRMA Risk Control Survey will be administered electronically via RCO to the entire Pool every 2 years beginning FY 2017/18.

No change Core Included in Alliant contract for JPA Admin

Alliant This is more in line with actual practice since implementation of the new risk control survey format and reflects the increase in member requests for on site training.

2 Write and distribute 12 monthly editions of the Did You Know e-newsletter.


Alliant These are used to convey risk control and compliance information and to highlight different features/updates available on Risk Control Online

3 Update & distribute the CSRMA Member Contact Directory


Alliant This is used internally for targeted member communications and is also provided to other 4members for networking and problem-solving purposes.

4 Provide member hotline service via phone & email


Alliant Approximately 3hours/day is spent responding to member emails/phone calls and researching issues assistance is requested.

5 Advertise and implement the CSRMA Risk Control and Wellness Reimbursement Programs


Alliant See usage rates next page.

6 Provide annual workers' compensation and pooled liability loss analysis reports to each Committee and Executive Board


Alliant This reflects actual practice

7 Recommend expenditures from the CSRMA Safety Other budget to the Program


Alliant

51

3


Core, Continuing,

or New


By

Notes

Administrators that will benefit CSRMA's risk control efforts

8 Oversee the annual purchasing & ongoing maintenance of the CSRMA Video Library


Alliant

9 Implement the CSRMA Workers’ Compensation Excellence award program


Alliant

10 Implement the CSRMA Pooled Liability Program Excellence Award program


Alliant

11 Schedule, arrange & provide the following training seminars: a. CASA /CSRMA Risk Management

Seminars 1. Summer 2. Winter b. 3 EPL topic trainings/year, each topic at

a minimum of 2 locations c. 3 Area training/year, each at a minimum

of 2 locations d. A minimum of 6 webinars


Alliant The addition of the EPL training reflects the EB’s decision FY 15/16 to codify 3 EPL training topics per year going forward.

12 Provide up to 6 training workshops at member locations on risk control topics, excluding CalOSHA & CalEPA regulatory compliance, affecting CSRMA


Alliant These workshops are provided to individual members, regionally and by request at CWEA training events. Typically, more than 6 requests are made per year and are provided, based on availability.

13 Oversee the periodic update of the various CSRMA Risk Control manuals & training programs


Alliant

14 Prepare agenda items for the various CSRMA meetings, as needed


Alliant

15 Oversee the distribution of the CSRMA Well Workplace monthly newsletter


Alliant This is a popular monthly mailing encouraging workplace and personal wellness issues. This supports CSRMA’s risk control efforts targeting soft tissue injuries and health risk factors that can contribute to workplace injuries. CSRMA currently distributes ~800 copies per month.

16 Assist CSRMA with the development of risk control programs, initiatives & trainings to address ongoing and new loss exposures as needed or directed. Specific topics, at a minimum to be addressed this FY, include: -Cyber security issues for employees and IT staff


Alliant Topics to be discussed with the Risk Control Subcommittee. Based on the results of the CSRMA Risk Control Survey , the following are recommended for consideration: Cyber security outreach Job descriptions

52

4


Core, Continuing,

or New


By

Notes

Business continuity NFPE 70E Supervisory Skills

17 Oversee the implementation of the CSRMA Workers' Compensation Claims Management Program


Alliant

18 Coordinate with the efforts of the CSRMA Return to Work Consultant


Alliant

19 Provide CSRMA with research/analysis of various risk control topics affecting CSRMA as needed/directed


Alliant

20 Maintain a library of sample risk control materials for distribution to CSRMA as requested


Alliant Members routinely request sample CalOSHA, SWRCB and employment policies to use as the basis for developing their own. Members utilizing this service for the time period Sep-Dec: DSRSD STPUD WVSD RVSD CVSD SKFCSD CAWD LACSD Napa SD

21 Communicate with the CSRMA Program Administrator’s to facilitate the delivery of risk control services


Alliant

22 Prepare an annual 2-year Risk Control Work Plan for presentation to the CSRMA Executive Board at their annual Long Range Planning meeting


Alliant

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5

Proposed Continuing Risk Control Programs for FY17/18-18/19 # Task Justification Core,

Continuing or New Task

FY16/17 Costs

Projected Costs

Services Provided By

Notes

23 Update and refresh 10 online training modules.

CSRMA’s goal is to update and refresh the look and feel of 10 out ~110 CSRMA online training modules each year in order to keep them current and maintain interest of the members and subscribers.

Continuing

$23,000

$25,000/ year = $50,000

Proposed: Online Risk Solutions, SIPE and KBF Services

The increase is due to shifting the the following costs from the Training Budget to this specific line item: Technical

writing/editing of the raw content

Design, stock photo purchases and programming of each module

24 Risk Control Reimbursement Continuation of the incentive program created by the Workers’ Compensation Committee in 2009.

Continuing $44,000

$44,000/ year = $88,000

NA 25 reimbursement requests were processed in FY14/15.

25 Employee Health Promotion Reimbursement

Continuation of the incentive program created by the Workers’ Compensation Committee in 2009.

Continuing $30,000

$30,000/ year = $60,000

NA 23 reimbursement requests were processed in FY14/15.

26 CSRMA’s subscription to SIPE’s web platform and additional programming for CSRMA-developed content in 2015/16.

The subscription fee is an annual fee for CSRMA members to have access to the CSRMA Risk Control web site, which is hosted by SIPE. The additional programming fees are necessary to account for minor programming issues that arise during the year (i.e. programming new reports suggested by members).

Continuing

$40,000

$30,000/ year = $60,000

Paid to: SIPE: subscription Arclight: Programming KBF Services: Design and programming Barrit Group: Database design for the CSRMA Risk Control Survey interface to be housed on RCO

Reduction due to a planned decrease in programming and de-bugging as RCO v2.0 is being developed.

27 Update, manage and provide support for the CSRMA Risk Control Online, including instructional webinars.

This service requires update, member training and oversight to remain useful to the membership.

Continuing

$13,000 $14,000/ year = $28,000

Proposed: Online Risk Solutions

Fee increase due to additional articles addressing regulatory changes, of best practices/risk control items

Total Projected Cost for Continuing Items: $150,000 $286,000 (143,000/

year)

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6

Proposed New Initiatives for FY17/18-18/19

# Task Justification Core, Continuing

or New Task

Projected Cost

Services Provided

By

Notes

28 Develop 10 web based training modules/year designed for group delivery. Topics envisioned target areas of CSRMA’s highest loss frequency and/or greatest risk.

CSRMA has several members and RCO subscribers (i.e. Non members who pay CSRMA to access RCO) who use the online training modules to train groups and then anyone who missed the group training takes the module individually. This is a great idea, but, as members and subscribers have pointed out, the modules aren’t set up for that type of delivery and is awkward for the supervisors who try and use the modules in this manner. CSRMA can develop interactive online modules that are designed to be delivered to groups. This would address the wishes of some members and would increase the value of RCO to subscribers…an interesting side note – online training vendors are having a difficult time keeping municipal clients because their public works and utilities staff don’t have ready access to computers. We have an opportunity to fill that niche and increase subscription to RCO and increase the value/flexibility of the training resources provided to members.

New $38,000/ year = $76,000

DKF Solutions Group

The intent is to convert over several years CSRMA training modules to this format in order to allow for greater flexibility in the member’s and subscriber’s use of the online training modules.

29 Develop new online training modules to support the Collections Worker Job Competencies Builder. These will address fundamentals such as: Vacuuming Jet Rodding Mechanical Rodding CCTV Underground Utility

Locating Spot Repairs Lateral Maintenance Backhoe Operation Skid Steer Operation Bypass Pumping Plugging USA

Develop new online training modules to support the Collections Worker Job Competencies Builder CSRMA does not yet have training materials and are not readily available elsewhere.

New $72,000 (FY 17/18)

DKF Solutions Group

Subject matter experts for the content of each module will be drawn primarily from retired CSRMA member employees (i.e. Andy Morrison (USD), Dante Marchetti (CCCSD), Paul Louis (CCCSD), Steve Laren (DDSD), Zoeanne Tafolla (VSFCD), etc)

55

7

Proposed New Initiatives for FY17/18-18/19

# Task Justification Core, Continuing

or New Task

Projected Cost

Services Provided

By

Notes

30 Risk Control Surveys – Development of a Risk Control Score Card to ID systems and practices at the top of CSRMA’s list of best recommended risk control practices

CSRMA currently has over 600 questions on the Risk Control Survey (~75% are regulatory compliance questions). CSRMA doesn’t have an “official” way of prioritizing them for members. The Score Card approach is something a few other Pools use to help dial in on those items that are considered basic risk control systems the Pool considers critical. It’s purpose is to help prioritize recommendations to the member from the Pool’s perspective. These become the items CSRMA tracks and regularly follows up on with the member and reports back to the Committees

New $8,000 DKF Solutions Group

Expected to be a one time expense in FY 17/18.

31 Savvy Health Solutions Savvy Health Solutions offers 3 divisions of service: Return to Work/Rehab: Presentation to

be made to WC Committee Back Safety/Injury Prevention: Educate

members on the service and the availability of the 2 reimbursement programs to offset costs

Wellness Programs: Educate members on the service and the availability of the 2 reimbursement programs to offset costs

New None at this time

Savvy Health Solutions

32 Cyber Security Consulting Services

Develop internal cyber security best management practices (BMPs) for wastewater utilities for management to provide their IT staff, provide assistance with development of questions/support for inclusion on the CSRMA Risk Control Practices questionnaire and provide up to 3 training opportunities on the completed BMPs.

New $10,000 Unknown at this time – possibly Progent


33 RCO V2.0 – Phase I: Design and Scope

Design and scope RCO V2.0 with CSRMA members for presentation to the EB March 2018.

New $11,550 DKF Solutions Group


34 Update the CSRMA WC Claims Mgt & Return to Work Program

Program updates are needed to reflect regulatory changes and increase usability for members.

New $15,000 Heather Truro


Total Projected Cost for Proposed New Initiatives: $192,550

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8

Total Proposed FY 2017/18-18/19: $478,550 Total Proposed by Year (17/18 and 18/19) $297,550 $181,000

TOTAL FOR 2016/17: $193,000 $193,000 PERCENT CHANGE FROM 2016/17 to 2017/18 & 18/19: 54.2% -6.2%

Fiscal history: -FY 08/09 Outside Safety Consultant Budget: $225,000 -FY 09/10 Outside Safety Consultant Budget: $222,000 -FY 10/11 Outside Safety Consultant Budget: $205,000 -FY 11/12 Outside Safety Consultant Budget: $174,000 -FY 12/13 Outside Safety Consultant Budget: $188,600 -FY 13/14 Outside Safety Consultant Budget: $203,000 -FY 14/15 Outside Safety Consultant Budget: $177,500 -FY 15/16 Outside Safety Consultant Budget: $196,500 -FY 16/17 Outside Safety Consultant Budget: $193,000 Note: CSRMA typically realizes ~$20-$25k/year in revenue from non-member subscriptions to Risk Control Online.

57

https://www.poetryfoundation.org/poetrymagazine/poems/detail/92680

Page 1 of 1 Apr 13, 2017 03:12:23PM MDT

Borrowed Bio by Ange MlinkoBy Ange Mlinko poetryfoundation.org

Where we’d recently lain,exchanging a kiss,stork consorted with crane,limpkin with ibis.Was this as much weddingas there would ever be,the fowls’ foot-webbing,the identificatory

ring around a throat?Exchange of earth and air:not a vow but a voteof confidence a feather

might tip by a single scale ...That one’s a raconteur,so much salt in his tale;this one’s a countertenor,

lilting above the feast.The archon of his hectare— spotted — spotted least.Here’s a little heckler ...

penciled seagull in the margin.Following line by linethe path you took, I imagineno print so fine.Source: Poetry (April 2017)

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https://www.poetryfoundation.org/poetrymagazine/poems/detail/92680

IN THE PUBLIC INTEREST, No. 6

California Supreme Court Sheds Light on How Public Agencies Should Manage E-Communications Consistent with the California Public Records Act

On Thursday, the California Supreme Court issued its decision in City of San Jose v. Superior Court, holding that writings that concern public business may be subject to the California Public Records Act (CPRA) even if they are sent and received using private accounts.

Recommended Best Practices

The Court highlighted how public agencies, employees, elected representatives, and other officials can manage their communications to comply with its holding while protecting privacy rights. Consistent with the decision, we recommend that agencies:

• Adopt e-communications policies that directagency personnel to use their governmentaccounts for the conduct of public business;

• Conduct trainings regarding what constitutes a“public business” and, by extension, a publicrecord;

• Discourage the use of private accounts—including email, text, and social media—forthe conduct of public business;

• Adopt internal policies and procedures forresponding to CPRA requests; and

• Review records retention policies to ensurethat they include procedures to manage e-communications on public and, if applicable,private accounts.

In the Public Interest is Shute, Mihaly & Weinberger LLP's regular e-newsletter of fresh, relevant, and useful legal information for public agencies.

Learn more:

About SMW

Practice Areas

SMW News

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Agencies that take these steps should be well prepared to meet their CPRA obligations going forward. In doing so, agency officials can avoid “email problems” that have gained national media attention in recent years.

Guideposts to Differentiate Between Public Records and Private Communications

The petitioner in the City of San Jose case requested documents pursuant to the CPRA—including emails and texts sent or received on private devices used by the mayor, two city council members, and their staffs—that related to a downtown redevelopment project.

The Court emphasized that the CPRA applies to communications that “relate in some substantive way” to public business, but not to “primarily personal” communications. To guide future, fact-specific inquiries of what qualifies as a “public record,” the Court identified several relevant factors:

1. the content of the communication;2. the context in, or purpose for which, it was

written;3. the audience to whom it was directed; and4. whether the author was acting or purporting

to act within the scope of public employment.

Thus, using the Court’s example, an email to a spouse complaining “my coworker is an idiot” is unlikely to constitute a public record. On the other hand, an email to a superior regarding the same colleague’s handling of an agency project might well be a public record. Officials should thus be mindful of whether they are communicating in a public or private capacity and of the potential reach of the PRA.

Going forward, agencies should take the opportunity to review both communications and record retention policies in light of the Court’s decision and in anticipation of future CPRA requests.

For more information, contact SMW attorneys Sarah Sigman ( [email protected]) or Catherine Engberg ( [email protected]).

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3/27/2017 Feeling Burned Out at Work? Join the Club

http://news.morningstar.com/all/printNews.aspx?article=/DJ/TDJNDN201702286617_univ.xml 1/2

Feeling Burned Out at Work? Join the Club

22817 8:14 AM EST

Return to: Previous Page

By Rachel Feintzeig

Workers who used to take the lead on projects grow taciturn during meetings. Top performersstart coming in late, leaving early and watch their careers stall. Others struggle to get out ofbed in the morning, feeling that they just can't do one more thing.

Burnout is claiming victims at work, and companies aren't ready to cope, say psychology andhumanresources experts. An alwayson work culture, combined with feelings of job insecurityand directives to do more with less even when business is booming has driven workers tothe breaking point, they say. And the problem appears to be worsening, resulting in steepturnover and health costs.

Stress and anxiety are cited in 70% of the calls placed to phonecounseling lines at WorkplaceOptions, a provider of employeeassistance programs; in 2014, 50% of callers complained ofthose feelings. Total calls to those counseling lines reached 42,500 last month, an 18%increase from 2016's average.

Gallup's most recent largescale survey about burnout in the U.S., conducted in 2012, foundthat more than 40% of workers were so stressed at work they felt burned out. A more recentsurvey of German workers, conducted in 2015, found that nearly a quarter felt burned out.

During the financial crisis, companies held back on hiring plans and asked existing staff to domore while times were tough. Nearly a decade on, the lack of certainty and stability appears tohave become a permanent fixture of the workplace, said Alan King, Workplace Options'president and chief operating officer.

Workers aren't "assertive about their boundaries because they fear for their jobs," said AldenCass, a Manhattanbased clinical psychologist who treats patients with highstress jobs.Burnout begins when a worker feels overwhelmed for a sustained period of time, thenapathetic and ultimately numb, he said.

Those feelings historically more common in professions such as medical resident andlitigator, jobs known for roundtheclock schedules and high pressure are growingwidespread. "Everyone's job is now an extreme job," said Jeanne Meister, a consultant whoadvises Microsoft Corp. and Cisco Systems Inc. on workplace issues.

Executives who largely shrugged off burnout complaints five years ago are starting toacknowledge the toll that stress is taking on their businesses in part because they'resuffering from it, too, said Mr. King.

Healthcare costs related to work stress range from an estimated $125 billion to $190 billionannually, according to a 2016 paper from researchers at Harvard Business School andStanford University's Graduate School of Business.

Long hours and heavy work loads are fueling turnover, too. In a survey conducted lastNovember by software company Kronos Inc. and Future Workplace LLC, nearly half of HRprofessionals said burnout was driving up to 50% of annual turnover; for a smaller number,burnout was responsible for more than 50% of employee exits.

"Folks are thinking, 'Well, if I could just go somewhere else; maybe this feeling, this burnoutfeeling, is going to go away,' " said Kim Davis, an executive vice president at insurance broker

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3/27/2017 Feeling Burned Out at Work? Join the Club

http://news.morningstar.com/all/printNews.aspx?article=/DJ/TDJNDN201702286617_univ.xml 2/2

and consultant NFP Corp., which advises companies on burnout.

A rising demand for American whiskey forced workers at the Clermont, Ky., Beam SuntoryInc. distillery to log mandatory overtime, sometimes enduring 12hour shifts for as much as aweek at a time, said Janelle Mudd, president of the local union.

Some employees chose to sleep in their cars rather than go home for the break betweenshifts, said Ms. Mudd. Coworkers felt tired and hopeless, unable to really focus, she said. Thebourbon business was "doing great, but we were suffering the whole time," she said.

After a worker strike last October, the company agreed to hire more fulltime employees andlimit mandatory overtime. Ms. Mudd and a company executive said things have improved.

"We've put in place a new leadership team at [two] plants and hired 23 new fulltimeemployees," David Hunter, Beam Suntory's chief supplychain officer, said in a statement."Productivity is up, overtime is down, and the culture continues to improve at these facilities."

Bringing workers back from the burnout zone takes effort. Companies must first figure outwhy workers are overwhelmed, said Christina Maslach, a professor emerita at University ofCalifornia, Berkeley who researches burnout.

Most companies remain resistant to even talking about burnout, Dr. Maslach said, fearing itwill be "wildly expensive" to fix, requiring expensive programs or new hires. Some firms addyoga or mindfulness to calm frazzled nerves, efforts Dr. Maslach called window dressing. "Thisis not a solution for the stress problems we're having on the job."

Write to Rachel Feintzeig at [email protected]

(END) Dow Jones Newswires

February 28, 2017 08:14 ET (13:14 GMT)

Copyright (c) 2017 Dow Jones & Company, Inc. Return to: Previous Page

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http://finance.yahoo.com/news/seattle-plant-failure-dumps-millions-135608582.html

Page 1 of 3 Mar 27, 2017 12:01:37PM MDT

<img alt="" class="StretchedBox W(100%) H(100%) ie-7_H(a)"src="http://l.yimg.com/ny/api/res/1.2/MhrZve0yMO.HHyDpssl2zg--/YXBwaWQ9aGlnaGxhbmRlcjtzbT0xO3c9ODAwO2lsPXBsYW5l/http://media.zenfs.com/en_us/News/ap_webfeeds/4084475814ef4d6993a8235dd2aa2a0f.jpg"/>

AssociatedPress

Seattle plant failure dumps millions of gallons of sewage yahoo.com

This March 16, 2017 photo shows thesewage pump room at the West PointTreatment Plant in Seattle. The plant isstill recovering from a massive equipmentfailure that crippled operations andcaused millions of gallons of raw sewageand untreated runoff to pour into theUnited States' second largest estuary. (APPhoto/Ted S. Warren)

SEATTLE (AP) — Millions of gallons ofraw sewage and untreated runoff havepoured into the United States'second-largest estuary since a massive

sewage treatment plant experienced equipment failures that forced it to stop fully treating Seattle's waste.

The county-run facility has been hobbling along at about half-capacity since the Feb. 9 electrical failureresulted in catastrophic flooding that damaged an underground network of pumps, motors, electric panelsand other gear.

The sewage treatment plant — Washington state's largest — is only partially treating dirty water that goesdown Seattle toilets and washes off roofs and roads before discharging it into Puget Sound. It's likely toface fines for violating federal clean-water laws.

"It has been a disaster, and we're not out of it yet. We still don't know really what went wrong," said JeanneKohl-Welles, a King County councilwoman whose district includes the 32-acre West Point Treatment Plant,on the shores of Puget Sound next to Seattle's largest public park.

"We've got to get a handle on it. I'm very concerned about the environment, the effects on marine life in thesound, public health," she added.

County officials say crews have been working around the clock to repair about $25 million in flood-relateddamages and bring the plant to full operations by the end of April. They note that raw sewage has notflowed from the plant since Feb. 16.

In the meantime, Kohl-Welles and other council members have launched an independent probe. They saythey want to know what led to the breakdown and make sure this type of disaster doesn't happen again.

The sewage spill is a potential black eye for a region that prides itself on its environmental consciousness.Years of work have gone into trying to clean up the nation's second-largest estuary, a vast inlet wherewater from the Pacific Ocean mixes with water draining from thousands of streams and rivers. One recenteffort banned boats from dumping raw or partially treated sewage.

In all, about 30 million gallons of raw sewage have poured into Puget Sound — during the initial breakdownand on two other occasions.

"That's a big deal," said Heather Bartlett, water quality manager for the state Department of Ecology.64

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Page 2 of 3 Mar 27, 2017 12:01:37PM MDT

"That's a big deal," said Heather Bartlett, water quality manager for the state Department of Ecology.

There hasn't been a treatment-plant spill of this magnitude in recent memory. The county is in violation ofits clean-water permit until the facility is fully operational.

"The longer it goes on, the greater the probability of an environmental effect," she added.

Untreated sewage and storm water can be harmful to people and aquatic life because they releasechemicals and disease-causing germs. People also can get sick eating shellfish contaminated withbacteria from waste; however, most Seattle beaches are closed to shellfish harvesting, and the spill has sofar led to no widespread restrictions.

"Anytime pollution goes into the sound, it's a concern," said Sheida Sahandy, who directs the Puget SoundPartnership, the state agency in charge of cleaning up the sound.

But water-quality monitoring is in place, repairs are underway and an independent investigation willdetermine what happened, she said.

Wastewater moving through the plant is getting primary treatment. Dirty water is screened to remove trashand debris, with some solids settling out, before it's disinfected, de-chlorinated and released through a300-foot-deep emergency pipe designed to diffuse the waste into rapid currents.

Since Feb. 9, there has been no secondary treatment, a process that relies on beneficial organisms toclean the waste and is required by federal clean-water laws.

Beaches that closed because of the initial spill reopened Feb. 21. County officials have been samplingweekly since the spill. Tests of fecal bacteria, dissolved oxygen and nutrients have been normal.

"So far, we have not seen anything that looks out of the realm of normal," said Kimberle Stark, whomanages King County's marine monitoring program.

She doesn't expect to see other effects to wildlife because the spill was short and the flow is now beingsent through deep-water pipe.

Linda Peters, who lives near the plant, said she runs in the area twice a week and can still smell thesewage.

"The idea that sewage is in the water is just terrible," Peters said. "The fact that it could happen and that itwasn't anticipated — it's disturbing."

Events unfolded quickly in the early hours of Feb. 9. Power went out to two sets of pumps that dischargetreated wastewater into Puget Sound. Float switches designed to detect high water levels inside the tanksalso failed, allowing water to top over and flood surrounding areas. Crews worked fast to divert the flows tobypass the plant and go directly into the sound, but the flooding damage was done.

While rain did not cause the electrical failure that set problems in motion, it certainly exacerbated it, saidRobert Waddle, plant operations manager. The facility typically handles about 90 million gallons a day, butit was near peak with 440 million gallons because of heavy rain.

In the meantime, crews have been working hard to get the plant up and running, replacing motors, lights,pumps and other equipment.

As the plant puts things back together, Waddle said they're making changes and adding redundant65



Page 3 of 3 Mar 27, 2017 12:01:37PM MDT

As the plant puts things back together, Waddle said they're making changes and adding redundantsystems in some cases.

"My job is to make sure it doesn't happen again," Waddle said.

66


3/27/2017 In California, a Move to Ease the Pressures on Aging Dams The New York Times

https://www.nytimes.com/2017/02/28/science/californiaagingdams.html?_r=0 1/5

https://nyti.ms/2m1P4o5

CLIMATE

In California, a Move to Ease thePressures on Aging DamsBy HENRY FOUNTAIN FEB. 28, 2017

WALNUT GROVE, Calif. — Until a few weeks ago, the McCormackWilliamson Tractin the California Delta was an island of lowlying farmland, more than two squaremiles protected from the surrounding rivers and sloughs by earthen levees.

Today the tract is an immense lake, up to 15 feet deep, with fish prowling thewater and ducks skimming the surface. The adjacent Mokelumne River, swollen bythe intense storms that have drenched the state this winter, caused a levee to break,allowing the water to rush in.

Those same storms led to the recent near disaster at the Oroville Dam 100 milesnorth of here, which cast an uncomfortable light on the elaborate and aging networkof reservoirs, aqueducts, levees and pumps that funnel water to the state’s 39 millionpeople and its $50 billion agricultural industry.

The flooding at McCormackWilliamson was unintentional, but scientists andenvironmental groups say deliberately creating similar areas — floodplains to allowthe state’s rivers to overflow more naturally and benignly — is a way to help ease thestrain on this water infrastructure, especially as climate change poses newchallenges.

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http://www.nytimes.com/

https://nyti.ms/2m1P4o5

https://www.nytimes.com/section/climate

https://www.nytimes.com/by/henry-fountain

https://www.nytimes.com/2017/02/14/us/oroville-dam-climate-change-california.html?_r=0

https://ww2.kqed.org/science/2016/02/09/california-is-likely-to-be-stormier-with-climate-change/



“Nature has been dealing with the vicissitudes of water changes in California formillennia,” said Brian Stranko, director of the state water program for the NatureConservancy, which bought the tract here, south of Sacramento, in 1999, and haslong had plans to restore it. “There are certain things that nature can do that wecan’t do as well.”

Moving some of the state’s 13,000 miles of levees back from rivers to makefloodplains would allow dam operators to release more water without endangeringpopulation centers. Water percolating down through the flooded land would alsohelp recharge aquifers, which, having been severely depleted by pumping foragriculture, are subject to a new state groundwater law requiring that theyeventually be made sustainable. And the flooding could restore some of the fish andwildlife habitat that existed in California’s interior valleys before intensive farmingbegan a century ago.

But as with everything else involving water in California, the subject ofaugmenting the state’s socalled gray infrastructure of concrete dams, aqueducts andother structures with floodplains and other “green” infrastructure, including bettermanaged watershed forests, is one of intense debate. There are concerns that newfloodplains would take farmland out of production and that allowing benign floodingwould reduce the amount of reservoir water available for agriculture and other uses.

“California water is complicated,” said Joshua Viers, a professor at theUniversity of California, Merced, who was at the flooded tract last week with a teamof researchers using watersampling equipment and other instruments to monitorthe changes taking place. “But I think we’re finding that there are softer paths.”

At Oroville, which was completed half a century ago during the heyday of thepush to build gray infrastructure, the immediate danger is past. Trucks last weekrumbled up the winding roads to the 770foothigh dam, carrying rocks and othermaterials as crews continued to shore up an eroded spillway.

The reservoir level was well below maximum, operators having drawn it downusing another spillway that is also extensively damaged. The more than 180,000people downstream who were evacuated in response to fears of a flash flood are backhome.

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But the episode was a reminder of the pressures on the major dams among the1,400 dams of various sizes in the state, where water levels are actively managed tocontrol floods, make electricity, provide water for drinking, irrigation and recreation,and keep the dams and the people below them safe.

After five years of severe drought in the state, in which water all but vanishedfrom some reservoirs, this year is on pace to be one of the wettest on record. Damoperators follow specific rules on releasing water, set by state and federal regulators,which require leaving room for anticipated storms. This year that balancing act hasbeen more delicate than usual.

The rush of runoff that affected Oroville when a warm storm hit the Sierra Nevada,bringing more rain and less snow, exposed the need for proper maintenancethroughout the water system, and the potentially high cost when things go wrong.Repairs at Oroville alone could run in the hundreds of millions of dollars.

The pressure on dams and other parts of the system is expected to rise as globalwarming continues. Computer models suggest that climate change will exacerbate atrend toward extremes — very dry or very wet years. By producing more rain andless snow in the mountains, atmospheric warming will also alter the amounts andtiming of the runoff that fills the reservoirs behind dams like Oroville. Operatorsmay have to release more water earlier in the year.

But critics say the system is not flexible enough. At dams, like Oroville, thatgenerate electricity, the rules on water releases are set for several decades as part oflicensing requirements of the Federal Energy Regulatory Commission, known asFERC. Even nonhydropower dams have rules that are based on more staticconditions.

“California’s dams must be adapted to address new risks from a changingclimate,” Jeffrey Mount, a senior fellow at the Public Policy Institute of California,wrote in a blog post after the Oroville crisis. But, he added, “when it comes tochanging course on dams, institutional inertia is a powerful countervailing force.”

A spokeswoman for FERC pointed out that the commission had the authority toreopen a hydropower license, and that the agency’s dam safety program reviewed

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http://www.ppic.org/main/bio.asp?i=356

http://www.ppic.org/main/blog_detail.asp?i=2228



rainfall and storm data every five years.

But Dr. Viers and others say climate change has not been factored in. In 2009,for example, FERC rejected climate change studies in relicensing severalhydropower projects in Northern California.

John Andrew, the deputy director of the California Department of WaterResources responsible for climate change issues, said the state had been studying theimpact of warming for years.

“We’re already looking at a changed hydrology,” he said. “And that’s going tocontinue to change. So how we operate dams as well as other water infrastructure isgoing to have to change.”

Mr. Andrew said a mix of conventional infrastructure like dams and alternativeapproaches — including floodplains but also technologies like desalination andwastewater recycling — should be used to manage the state’s water.

“The bottom line is we would like to see a diverse set of strategies, implementedat a local and regional level,” he said.

At the McCormackWilliamson Tract, after the levee was breached two weeksago the Nature Conservancy made a cut at the opposite end to allow the river watersto flow through. When the wet season ends, the tract should drain and dry out,although there still may be occasional flooding in parts of it.

A more deliberate experiment is taking place about a halfdozen miles to theeast, at another conservancy plot on the Cosumnes River.

Dr. Viers refers to the Cosumnes as the state’s “ugly duckling” river — it has never fitinto watermanagement plans. As a result, unlike all the other significant rivers onthe western slope of the Sierra, the Cosumnes is essentially undammed and floodingis largely uncontrolled. Farmers in the area have adapted, growing crops or raisingorchards that can tolerate winter inundations.

The flooding can be a nuisance nonetheless. For days at a time over the lastmonth, Michael Eaton, a former official with the Nature Conservancy who has a

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small farm at his home in Galt, has had to leave his car on one side of a floodeddriveway and paddle a canoe a couple of hundred feet to reach the property.

“It gets a little tiresome,” said Mr. Eaton, who is thinking of having the roadraised.

At times, Mr. Eaton said, he can see and hear air bubbles popping up throughthe water as it infiltrates the soil. “It’s groundwater recharge in real time,” he said.

The undammed nature of the Cosumnes also makes it a useful laboratory, bothfor studying how stream flows and flooding are changing under more naturalconditions and for assessing the impact of green infrastructure. Not far from Mr.Eaton’s home, the conservancy bought a 500acre plot along the river, called OnetoDenier; punched a hole in a levee to turn it into a floodplain; and planted nativevegetation as part of the restoration effort.

Dr. Viers and others have been studying the plot, and so far the results areencouraging. Among other things, they have measured a significant amount of waterreturning to aquifers.

“This little ugly duckling is now showing us the way in which we can bettermanage rivers downstream,” Dr. Viers said.

Follow Henry Fountain on Twitter: @henryfountain

Like the Science Times page on Facebook. | Sign up for the Science Times newsletter.

A version of this article appears in print on March 1, 2017, on Page A11 of the New York edition with theheadline: Easing the Pressures on California’s Aging Dams.

© 2017 The New York Times Company

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CSRMA MEETING CALENDAR 2017JANUARY FEBRUARY MARCH APRIL

CSRMA EB - WED - 18 CSRMA LIAB (TC) - WED - 1 CSRMA LRP - SUN - TUE - 12, 13, 14 CSRMA EB (TC) - THUR - 20CSRMA BD - WED - 18 CSRMA WC - WED - 8 CSRMA OC - THUR - 30 CSRMA FIN - MON - 24

CASA January 18-20 Palm Springs CASA Feb 27-March 1 Washington DC

MAY JUNE JULY AUGUSTCSRMA LIAB - THUR - 11 CSRMA EB - THUR - 8 CSRMA OC - TUES - 18 CSRMA EB - WED - 23CSRMA OC - TUES - 16 CSRMA BD - THUR - 24CSRMA WC - WED - 24

CASA August 22-24 San Diego

SEPTEMBER OCTOBER NOVEMBER DECEMBERCSRMA OC - FRI - 22 CSRMA EB - FRI - 6 CSRMA FIN - MON - 6 CSRMA EB - MON - 4CSRMA LIAB - WED - 20 CSRMA WC - WED - 18 CSRMA LIAB - WED - 8 CSRMA OC - THUR - 14

CSRMA OC - FRI - 10

CAJPA September 12-15South Lake Tahoe

G:\Share\CLIENT\jpa\CSRMA\Agenda\Admin\Calendars\Meeting Calendar2017.xls72

L.6

CSRMA Board of Directors

60 Members

Executive Board Paul Bushee, Leucadia Wastewater District (President)

Greg Baatrup, Fairfield-Suisun SD (Vice President)

Ed Oyama, West Valley Sanitation District

Dan Child, Silicon Valley Clean Water

Mark Williams, Las Gallinas Valley SD

Logan Olds, Victor Valley WRA

Jason Dow, Central Marin Sanitation Agency

Jeff Moorhouse, Carpinteria SD (Alternate)

Officers Committee

Paul Bushee

Greg Baatrup

Secretary

George Emerson

Finance Committee

Jason Warner, Chair

Richard Duffey

Helen Gaumann

OPEN

Treasurer-Auditor

Jason Warner

Program Management Alliant Insurance Services, Inc.

JPA Administration & Insurance

Dennis Mulqueeney

Seth Cole

Myron Leavell

Marilyn Schley

P.J. Skarlanic

Thary Ou

Tevea Him

Phuntsok Gaphel

Shadi Jalali

Loss Control Services

David Patzer, Risk Management Solutions CSRMA Risk Control Advisor

Heather Truro, HT Consulting Return to Work Consultant

Accounting

Tami Giovanni

Legal Counsel

Byrne Conley, Esq. Gibbons & Conley

Coverage Counsel

Alan Swerdlow, Esq. Boornazian, Jensen &

Garthe

Claims

Mauri McGuire Carl Warren & Co.

Financial Auditor

David Becker James Marta & Company

Claims

Melissa Ryan York Insurance Services, Inc.

Pooled Liability Program Committee

Jason Dow, Central Marin Sanitation Agency, Chair

Betty Burnett, SOCWA

Michelle Gallardo, Dublin-San Ramon SD

Jeff Palmer, Ojai Valley SD

Jon Newby, West Valley SD

OPEN (Alternate)

Workers’ Compensation Program Committee

Dan Child, Silicon Valley Clean Water, Chair

Sandeep Karkal, Novato SD

Rex Delizo, Stege SD

Roland Williams, Castro Valley SD

Barbara Buikema, Carmel Area WD

LeeAnn Warchol, Encina WA (Alternate)

Financial Advisor

Monique Spyke PFM Asset Management

LLC

73

L.7

CSRMA California Sanitation Risk Management Authority

Service Team

Dennis Mulqueeney Senior Vice President

JPA Manager (415) 403-1421

[email protected]

Seth Cole Senior Vice President

Assistant JPA Manager (415) 403-1419

[email protected]

Tami Giovanni Accounting

(925) 963-0951 [email protected]

Thary Ou Asst. Account Manager

Account Support Services (415) 403-1433 [email protected]

Myron Leavell Account Executive JPA / Insurance Administration (415) 403-1404

[email protected]

Marilyn Schley Account Manager

Insurance Administration (415) 403-1432

[email protected]

David Patzer Risk Control Advisor

Risk Control Consulting Services

(707) 373-9709 [email protected]

Tevea Him Account Manager

Administrative Support Services (415) 403-1416

[email protected]

P.J. Skarlanic Vice President

JPA / Insurance Administration (415) 403-1455

[email protected]

Phuntsok Gaphel Account Manager

Accounting Support Services (415) 403-1447

[email protected]

Shadi Jalali Account Manager

Account Support Services (415) 403-1497

[email protected]

74

L.8

Documents

CSRMA California Sanitation Risk Management …csrma.org/docs/meeting-agendas/Agenda-EB-2017-04-20.pdf2017/04/20 · CSRMA California Sanitation Risk Management Authority c/o ALLIANT