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4. Please describe the roles in which you have had a relationship with a board of directors, and what your role was in
those examples. Can you provide an example of when you have had to research a policy, legislative or regulatory item
and present your findings to the Board?

My role with our Board of Directors - 17-members. I actually work for two districts - another district that deals with
local collection. I work with our Board on a variety different of issues over the years. Some specific examples - one of
the efforts I had been engaged in was to evaluate the governance structure of our Board of Directors. In the past it had
only been comprised of county supervisors - as the service area grew - there were questions as to why they were not
having any ability to input into the district's operation. At that time we were annexing additional territory to our district.
As we were annexing that new area in YOLO county it became evident that, "how are we going to deal with the gover-
nance structure?" I was responsible for developing a committee that was comprised of 8 potential board members that
I facilitated over a year and a half - understanding and facilitating dialogue with the cities. During that same time period
we had several cities that had recently incorporated. After about a year of facilitating these meetings to come up with a
governance structure, bringing that back out to the greater City Council - I had to introduce legislation to actually have
that accomplished. Any change had to comply with California statute. Once we had received support from local coun-
ties and cities we had to push it through the legislature. It's setup so that it is based on size - so if it grows they can have
additional members on the Board.

There have been several issues that I have worked with our Board of Directors over the years. Protect the District interest
and protect our issues. Be able to support it and have them at legislative hearings as needed. We discharge into the Del-
ta which is a politically sensitive area. We were heavily involved in those efforts. There is frequent interface and we have
them assist us where needed. They have been very open to working with us on that.

On an annual basis, one of the things we have done to streamline our ability to act and lobby. I bring forth a variety of
policies to outline key issues that could affect us. It highlights the key issues of interest and how the District will advocate
and lobby and Delta related issues, mercury, issues of emerging concern. It allows us to present what our issues are in
general. I can take the position to advocate and lobby. They have been engaged in other policy parameters as well, where
we would have to educate our Board members if interested.

5. Please describe your management experience and your approach to employee development and evaluation? (as a
follow up if needed: Describe the most challenging human resources issue you have faced.)

My management experience - I have over 30 years of experience in policy and technical matters. Throughout that time I
have had staff that report to me. I have had a broad level of staff - overseeing administrative and clerical staff, engineers,
environmental scientists. Supervising when we have people on board. I've had the experience dealing with a broad,
diverse staff. Lead by example - be there on time, do the work, be hands-on - I think it gains the credibility of your staff.
There has to be collaboration, sharing information with staff. No matter what staff level - if they are not aware of the mis-
sion or "why" - I like to share that information with the clerical and technical staff so they can understand how their task
is going to help you in the end of the day. It is important to take feedback, have an open door policy - provide feedback
about why a decision was made. They may not like the answer, but I think that feedback is helpful. I think it is important
to communicate no matter what we do. What I do with my staff is we have annual performance reviews and evaluations.
We sit down with them to understand what skillsets may need to be improved, what career opportunities are they look-
ing for, and what kind of training do they need to do to get there. Keep them up to date. Whether it be in the organiza-
tion or have the ability to work outside the organization. They want to be able to grow and it helps keep them motivated.
Evaluations are just as important - trying to over the successes and celebrating those successes. To also do it an annual
evaluation - there may be opportunities that you can address as well - what can be done over the next year to address
those aspects. They are important in an organization. When you are overseeing a small staff it helps everyone pitch in.