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Was a little lost on this question?

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?

I'm sure you would be aware of the pharmaceutical take back programs. My City charged me with working with a legis-
lator at the time that was a representative for Santa Clara, including Santa Cruz. I had to research our options and work
with GOE and GOT. I was one of 32 people across the country that drafted a letter for them to allow us to continue to
collect pharmaceuticals to prevent them from ending up in the wastewater system. An efficient way of collecting these
pharmaceuticals was a continuous program vs. specific take back days. We started out by having kiosks designed for
disposal of those compounds - we had the kiosks when the research was done and approved on a pilot basis. It allowed
us to gather data and submit data and that was the premise under which continuous pharmaceutical collection started. A
number of pharmacies signed on and it proved clear to everybody. The rest of the County joined in 2008.

Has been a part of the Board or interacted with a Board since 2001 continuously since CWEA.

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.)

In general I prefer flatter horizontal organizations. Trust is an important part of the success of larger organizations. I don't
know how the staffing of CASA is, but I imagine the groups will be peers, to that extent you would have a flat organiza-
tion.

With the City of Santa Cruz - when I joined them there were four of them. We decided to split the City into four grids and
became specialists in those areas and each person felt more fulfilled at their job than they would have felt before. It was
clear to me that the one person who dominated the program didn't like it and he moved on.

In my world view - I like to engage people, I like them to become specialists in their own areas because they are invest-
ed in it. Of course in terms of resources- they all get training to be more specialized. I have a strong budget for training
which I commandeered.

6. Please describe your experience in coordinating, tracking and reporting out on the implementation of organizational
goals, objectives, policies and procedures.

The two that I farm out - because I am part of a larger organization - the administrative elements are sub contracted out
to our public works organization - they write the administrative elements. As far as environmental compliance there is an
internet based program that allows all staff to report. I have a dashboard that updates on issues - we have mandates to
report in a rather large format to both the EPA and the State on environmental programs. Those are bound to be accu-
rate and can be verified as we go along. The other element of reporting which I don’t farm out is financial reporting. In
my City there is a large program done on Eden - to track and develop our budget to move money around in transparent
ways. That's a continuously updated program. I write an updated budget every year.