board of directors meeting agenda east multnomah soil and ...€¦ · board of directors meeting...

(January 27, 2020) Board of Directors Meeting Agenda East Multnomah Soil and Water Conservation District

Monday February 3, 2020, 6:00 – 8:30 PM To be held at: 5211 N Williams Ave, Portland, OR 97217

Packet materials referenced above available in hardcopy by request or electronically at: http://emswcd.org/about/board/meetings/

of 4

AGENDA

Item # Time Board Meeting Agenda Item Purpose Presenter Packet * please read; ~ please review

1 6:00 5 min

Welcome and meeting called to order:

Introductions

Review/revise agenda

Review previous action items

Approve board meeting minutes

Information/ Decision

Hensey a) 1/6/2020 Board MeetingMinutes ~

2 6:05 5 min

Time reserved for public comment and introductions1

Information Public N/A

DISTRICT BUSINESS

3 6:10 10 min

Equity Update Information White‐Brainard N/A

4 6:20 5 min

Process for refining Organizational Values

Information/ Discussion

Brown N/A

5 6:25 30 min

FY19‐20 Second Quarter Report Information/ Discussion

Brown/ Shearin/ DiLeone/ Mitten

a) FY19‐20 Q2 Quarterly Progress Report ~

b) SPACE Grant Report ~c) CLIP Grant Report ~

6 6:55 15 min

EMSWCD Policy Revisions:

Policy 1.1.1 EEO, Discrimination andHarassment

Policy 1.1.15 Non‐Pay Benefits

Discussion/ Decision

Brown/ Mitten

a) DRAFT Policy 1.1.1 EEO, Discrimination and Harassment ~

b) DRAFT Policy 1.1.15 Non‐Pay Benefits ~

Overview: Staff will present revisions to two EMSWCD Policies for consideration by the Board. The revision to Policy 1.1.1 EEO, Discrimination and Harassment, is to incorporate required language in response to SB 479 passed into law by the Oregon legislature last year. The revision to Policy 1.1.15 Non‐Pay Benefits, is to include the provision of health insurance benefits to temporary (fixed duration) employees.

FINANCE & OPERATIONS

7 7:10 5 min

FY20‐21 Budget Calendar and Officer Information/ Decision

Mitten a) FY20‐21 Budget Calendar ~

Overview: The Board will be asked to approve the FY20‐21 Budget Calendar, as appoint a Budget Officer to oversee the FY20‐21 budget preparation.

8 7:15 5 min

Financial report Information Mitten a) December 2019 FinancialReport ~

1 Each member of the public who wishes to speak shall be given approximately 3 minutes.

1




of 4

CONSERVATION LEGACY

9 7:20 15 min

Headwaters Program capacity to support immigrant farms participation in HIP

Information/ Discussion

Steele/

Brown N/A

Overview: Staff will provide information to the Board on a proposal to support the participation of two immigrant farms in the Headwaters Incubator Program for the 2020 season, as well as discuss the implications for the direction and outcomes of the HIP program.

RURAL LANDS

10 7:35 10 min

Rural Lands Staff Position Change Discussion Decision

DiLeone/

Brown

a) Rural Lands SeniorConservationist switch to half time employment. ~

Overview: Staff will provide an update on the Rural Lands staff capacity for providing technical assistance to landowners and land managers in the rural area. The Board will be asked to consider a change to a Rural Lands Senior Conservationist position from full time the part time.

BOARD SPECIFIC BUSINESS

11 7:45 5 min

Executive Director Search Update Information Brown N/A

12 7:50 10 min

Columbia Slough Visioning Project SCI Proposal

Information Sanneman a) Slough Vision SCI Request*b) Slough Vision Project Concept~

13 8:00 5 min

OACD Articles of Incorporation Information/ Decision

Brown a) OACD Articles ofIncorporation ‐ Restatement ~

Overview: Following the adoption of revised by‐laws at the OACD Annual Meeting in November 2019, the articles of incorporation for OACD need to be restated for the Oregon Secretary of State. As two Board members did not vote on the OACD Articles of Incorporation at the January meeting, those Board members will have the opportunity to vote on authoring the revised Articles of Incorporation.

14 8:05 10 min

Board Committee Appointments Discussion/ Decision

Hensey N/A

Overview: The Board will consider their representation on the EMSWCD standing committees, including the Budget, Personnel, Land Legacy, Grants, and PIC Review Committees for the 2020 calendar year. At the January meeting the Board requested to revisit the Committee assignments at the February meeting.

15 8:15 10 min

Board Director At‐Large 2 Position Vacancy and Appointment

Decision Board N/A

Overview: Board Director Hensey has indicated that she will resign as Board Director at this February Board meeting. The Board will consider an appointment to fill the vacancy on the Board of Directors. An appointment for the At‐Large 2 position would be for the period until the end of December 2020. The position would be up for election in the November 2020 general election, to complete the remaining two years of the current four‐year term.

CLOSING ITEMS

16 8:25 Announcements and reminders

Action items

Adjourn meeting

Information Hensey N/A

2




of 4

EMSWCD Board Members, Committees and Meeting Dates

EMSWCD Board EMSWCD Committees

Members Positions Officers Budget Land Legacy Personnel Grants PIC

Gabrielle Rossi Director ‐ Zone 1 Treasurer X X

Laura Masterson Director ‐ Zone 2 Vice‐Chair X Co‐Chair X

Mike Guebert Director ‐ Zone 3 X X Chair X

Rick Till Director ‐ At‐Large 1 Secretary X X X X X

Allison Hensey Director ‐ At‐Large 2 Chair X

Dianna Pope Director ‐ Emeritus X

Carrie Sanneman Director ‐ Associate X Co‐Chair X

Upcoming Schedule

FY19‐20

2019

July 8

August 5 5

September 9 30

October 7

November 4 25

December 2

2020

January 6 27 TBD

February 3 26 & 27

March 2 2 30

April 6 6

May 4 4 18

June 1

Internal EMSWCD Teams

Equity Team: Chelsea White‐Brainard (lead), Suzanne Easton, Rowan Steele, Lindsay Nelson, Monica McAllister, Brandi Boersma,Kathy Shearin, Laura Masterson

Climate Change Team: Andrew Brown (lead), Julie DiLeone, Kathy Shearin, Rowan Steele

CLIP Team: Jeremy Baker, Whitney Bailey, Julie DiLeone, Kathy Shearin

Safety Committee: Scot Wood (lead), Jon Wagner, Brandi Boersma, Dan Mitten

EMSWCD Representation on External Committees

4‐County Cooperative Weed Management Area ‐ Lucas Nipp; Chelsea White‐Brainard

Beaver Creek Conservation Partnership – Kathy Shearin; Lucas Nipp

City of Portland Community Watershed Stewardship Program Grant Committee – Suzanne Easton

Columbia Gorge Cooperative Weed Management Area ‐ Lucas Nipp (Co‐Chair)

Columbia Slough Watershed Council ‐ Kathy Shearin (Vice Chair, Executive Committee); Whitney Bailey (CSWC Tech Team)

Equity Grantmakers Network – Suzanne Easton

Johnson Creek Watershed Council – Andrew Brown

Inter‐jurisdictional Committee for Johnson Creek Watershed – Whitney Bailey; Jeremy Baker

Northwest Adult Conservation Education – Kathy Shearin

Oregon Association of Nurseries, Mt. Hood Chapter – Aaron Guffey (Treasurer)

Oregon State University Metro Small Farms Advisory Group – Rowan Steele

Oregon State University Solve Pest Problems Advisory Committee ‐ Kathy Shearin (Steering Committee); Julie DiLeone

Oregon Watershed Enhancement Board Lower Willamette‐East Small Grant Team – Julie DiLeone

Sandy River Ag Water Quality Local Advisory Committee – Dianna Pope when possible

Sandy River Basin Partners – Julie DiLeone (Chair)

Sandy River Basin Watershed Council – Dianna Pope when possible

Western Invasives Network Steering Committee – Lucas Nipp

3




of 4

__________________________________________________________________________________________________

EMSWCD prohibits discrimination in all of its programs and activities on the basis of race, color, national origin, age, disability, sex, marital status, familial status, parental status, religion, sexual orientation, genetic information, political beliefs, reprisals, because all or part of an individual’s income is derived from any public assistance program, or based on any other group or affiliation. EMSWCD will not condone or tolerate prejudicial remarks, actions, slurs, or jokes expressed and directed at or to any person. Any employee who behaves in such a manner while conducting EMSWCD’s business will be subject to disciplinary action including possible termination. EMSWCD is an equal opportunity provider and employer.

The EMSWCD office is ADA accessible, and served by bus lines #44, #72 and #6. Meeting attendees requiring Americans with Disabilities Act accommodations should call (503) 222‐7645 x 100 as soon as possible. To better serve you, five (5) business days prior to the event, is preferred.

4

(January 23, 2020) DRAFT Board of Directors Meeting Minutes East Multnomah Soil and Water Conservation District

Monday January 6, 2020, 4:00 – 8:15 PM Held at: 5211 N Williams Ave, Portland, OR 97217


Page 1 of 5

MINUTES

Item # Time Board Meeting Agenda Item Purpose Presenter Packet * please read; ~ please review

1 4:08

Welcome and meeting called to order:

Introductions

Review/revise agenda

Review previous action items

Approve board meeting minutes

Information/ Decision

Hensey a) 12/2/2019 Annual Meetingand December BoardMeeting Minutes ~

Called to order at 4:08pm

Brown reviewed previous action items.

MOTION: Masterson moved to approve the December 2019 meeting minutes Guebert 2nd

Motion passed unanimously

2 4:12 Time reserved for public comment and introductions1

Information Public N/A

There were no comments made by the public at this time.

1 Each member of the public who wishes to speak shall be given approximately 3 minutes.

Attendees

Board Directors

Allison Hensey, At‐Large 2 Director, Chair Laura Masterson, Zone 2 Director Mike Guebert, Zone 3 Director Gabrielle Rossi, Zone 1 Director, Treasurer (called in at 5:58pm and left at approx. 8:07pm) Dianna Pope, Director Emeritus

Associate Board Directors Carrie Sanneman, Associate Director (arrived at 5:05pm)

Board Members Not attending

Rick Till, At‐Large 1 Director, Secretary

Staff

Andrew Brown, Interim Executive Director & Conservation Legacy Program Supervisor Dan Mitten, Chief of Finance & Operations Julie DiLeone, Rural Lands Program Supervisor Kathy Shearin, Urban Lands Program Supervisor Lindsay Nelson, Office Manager Alex Woolery, Marketing and Media Manager Suzanne Easton, Grants Manager Monica McAllister, Community Connection Liaison

Guests

Kim Galland, NRCS Joseph Wahl, Wahl & Associates Agnes Zach, Nonprofit Professionals Now Jim Morris, Solid Ground Consulting Amy Stork, Solid Ground Consulting

EMSWCD Board Meeting February 2020 - Item 1a

5




Page 2 of 5

CONSERVATION LEGACY

3 4:12 Grants: PIC Review Committee Discussion/ Decision

Easton/ Brown

a) 2020 PIC Review Committee Proposal ~

b) Arango Resume ~ c) Houtman Resume ~ d) Iwai Resume ~

Easton presented the proposed members of the PIC Review Committee for the 2020 PIC grant cycle.

MOTION: Guebert moved to approve the new composition of the PIC Review Committee Masterson 2nd


FINANCE & OPERATIONS

4 4:15

Financial report Information Mitten a) November 2019 Financial Report ~

Mitten briefly presented the financials for November 2019.

DISTRICT BUSINESS

5 4:18 OACD Articles of Incorporation Information/ Decision

Brown a) OACD Articles of Incorporation ‐ Restatement ~

Brown reminded the Board that following the adoption of revised by‐laws at the OACD Annual Meeting in November 2019, the articles of incorporation for OACD need to be restated for the Oregon Secretary of State.

MOTION: Masterson moved to approve the draft Articles of Incorporation for OACD Guebert 2nd


6 4:22 Board Committee appointments Discussion/ Decision

Hensey N/A

Hensey briefly reviewed page three of the Board agenda, which outlines the Board Committee appointments. She asked the Board that were present if they wanted to make any changes to their individual Committee appointments.

Hensey indicated she would no longer be serving on any of the Standing Committees.

There will no longer be a SPACE or CLIP Committee, following the recent delegation of authority to the Executive Director to approve all SPACE and CLIP grants up to $10,000.

A brief discussion was held on the Staff’s involvement on outside community committees.

Masterson suggested that Committee and Officer appointments be placed on hold until the February Board meeting, when more members of the Board are present.

MOTION: Masterson moved to approve the current Committee assignments as they currently exist and will revisit this in February Guebert 2nd


7 4:27 Process for filling Board vacancy Discussion Hensey N/A


6




Page 3 of 5

Brown provided the Board with three potential options to fill the Board of Director, At‐Large 2 position vacancy.

Brown explained that an appointment would be for the period until the end of December 2020. The position would be up for election in the November 2020 general election, to complete the remaining two years of the current four‐year term.

A brief discussion was held on how to move forward with the vacancy.

Masterson requested to table the discussion to the end of the meeting when Sanneman is present and the Board agreed.

A brief discussion was held on the upcoming Board elections in November.

BOARD SPECIFIC BUSINESS

8 4:41 Executive Director search

Preparatory discussion for interviews Discussion

Hensey/

Masterson N/A

Hensey provided a brief overview on the process thus far for selecting the three potential search firms interviewing tonight. o Hensey walked through the interview process explaining that 50 minutes has been scheduled for each of the three search

firms, starting at 5:00pm, for 40‐minute interviews followed by 5‐10 minutes discussion or break between interviews. o Hensey also went through the draft interview questions.

9 5:01 Search firm interview 1 Information/

Discussion Hensey a) Wahl & Associates Proposal*

The Board conducted a 40‐minute interview with Wahl.

10 5:50

Search firm interview 2 Information/

Discussion Hensey

a) Nonprofit Professionals Now proposal*

The Board conducted a 40‐minute interview with Zach.

11 6:41 Search firm interview 3 Information/

Discussion Hensey

a) Solid Ground Consulting proposal*

The Board conducted a 40‐minute interview with Morris and Stork.

12 7:30 Executive Director search firm selection discussion

Discussion/

Decision

Hensey/

Masterson N/A

A long discussion was held on the three search firm candidates outlining each’s strengths and weakness and strategizing how each would contribute to the organization.

MOTION: Guebert moved to hire Nonprofit Professional Now (NPR) to undertake the search process for the new Executive Director Masterson 2nd Motion passed unanimously

The Board followed up on agenda topic # 7 and briefly discussed how to fill the vacant seat of Board Director.

Hensey provided Sanneman with an overview of the options discussed prior to her arrival. MOTION: Masterson moved to appoint Sanneman as the Board Chair after Hensey resigns immediately following the February Board meeting Guebert 2nd Motion passed unanimously

CONSERVATION LEGACY


7




Page 4 of 5

13 8:32

Land Legacy Program

Executive Session held for discussion of real estate negotiations [ORS 192.660(2)(e)].

Decisions related to Executive Session

Discussion/

Decision Brown

a) Resolution No.2020‐01‐01, Disposing of and Acquiring Real Property Interest*

Executive session entered at 8:32pm. Executive session ended at 8:50pm MOTION: Guebert moved to approve Resolution No. 2020‐01‐01 as discussed in Executive Session Masterson 2nd Motion passed unanimously

CLOSING ITEMS

14 8:52 Announcements and reminders

Action items

Adjourn meeting

Information Hensey N/A

Brown confirmed the meeting with the Board and the organizational consultants on January 14th.

o Masterson will work with Brown, Heffernan, and Hall to create the agenda for the meeting on January 14th.

Brown announced that the Equity Team was ready to send their first drafts of parts of the Equity Plan to Community Engagement Liaisons (CELs) for review.

o Brown asked for the Board’s input on the approval process. The Board requested to circulate the documents to the Board with a limited time to offer input and then the Equity Team can send them to CELS.

Brown announced that the Board meeting agenda in February will include a 2020/2021 budget discussion.

Hensey reminded the Board that Sanneman will need to be sworn in as the Board Director at the February meeting.

Meeting adjourned at 8:58pm

No. Date

Generated Action Items Responsible

Parties Due Date

Status

1 5/6/19 Add a discussion on the Associate Director appointment process on a future Board of Directors meeting.

Chair ASAP Pending

2 12/2/19

Research what other comparable organizations policies are regarding unpaid leave benefits for sabbatical leave and bring that information back to the Board at a subsequent meeting.

Brown/Mitten ASAP Pending

3 1/6/20 Reach out to Till and Rossi to see if they are interested in voting on the OACD Articles of Incorporation.

Brown ASAP Completed

4 1/6/20 Add back the list of staff partner and other committee representation to the Board meeting agendas.

Brown/Nelson ASAP Completed

5 1/6/20 Seek guidance from ODA on a proper process for Hensey’s resignation and swearing in Sanneman.

Brown/Nelson ASAP Completed

6 1/6/20 Get clarity on the terms for the board positions and include this in the Board members bios on the website

Mitten/Brown ASAP Completed

7 1/6/20 Send calendar invite to the Board for the meeting on January 14th.

Nelson ASAP Completed


8




Page 5 of 5

EMSWCD Board Members, Committees and Meeting Dates EMSWCD Board EMSWCD Committees

Members Positions Officers Budget Land Legacy Personnel Grants PIC

Gabrielle Rossi Director ‐ Zone 1 Treasurer X X Laura Masterson Director ‐ Zone 2 Vice‐Chair X Co‐Chair X Mike Guebert Director ‐ Zone 3 X X Chair X Rick Till Director ‐ At‐Large 1 Secretary X X X X X Allison Hensey Director ‐ At‐Large 2 Chair Dianna Pope Director ‐ Emeritus X Carrie Sanneman Director ‐ Associate X Co‐Chair X

Upcoming Schedule FY19‐20

2019

July 8 August 5 5

September 9 30 October 7

November 4 25 December 2

2020

January 6 27 February 3 TBD March 2 2 30 April 6 6 May 4 4 18 June 1

EMSWCD prohibits discrimination in all of its programs and activities on the basis of race, color, national origin, age, disability, sex, marital status, familial status, parental status, religion, sexual orientation, genetic information, political beliefs, reprisals, because all or part of an individual’s income is derived from any public assistance program, or based on any other group or affiliation. EMSWCD will not condone or tolerate prejudicial remarks, actions, slurs, or jokes expressed and directed at or to any person. Any employee who behaves in such a manner while conducting EMSWCD’s business will be subject to disciplinary action including possible termination. EMSWCD is an equal opportunity provider and employer. The EMSWCD office is ADA accessible, and served by bus lines #44, #72 and #6. Meeting attendees requiring Americans with Disabilities Act accommodations should call (503) 222‐7645 x 100 as soon as possible. To better serve you, five (5) business days prior to the event, is preferred.

8 1/6/20 Work with Mary and Kay to develop an agenda for the work session on January 14th.

Masterson/Brown ASAP Completed

9 1/6/20 Contact NPN to start the engagement and contracting process.

Brown ASAP Completed


9

Quarterly Progress Report – FY19‐20 Q2, October to December East Multnomah Soil and Water Conservation District 1/24/2020

Page 1 of 27

EMSWCD2ndQuarterProgressReportforFY2019-20This report describes progress made on the EMSWCD FY2019‐20 Annual Work Plan and budget through the second quarter of the financial year (October through December 2019).

For this report, substantive progress is measured and described against the activities identified in the “annual project activities and deliverables” tables given in the FY2019‐20 Annual Work Plan. For reporting purposes, each of the identified activities was given a status indicator, as of the end of the third quarter, as follows:

Completed;

In progress;

Planned for the reporting period, but no progress made during the reporting period because it has not been started or progress wasmade previously but no additional progress was made during the current reporting period; or

Not planned for the reporting period and no progress made during the reporting period.

A summary of the status of the activities for the District‐wide strategic initiatives and for each of EMSWCD’s programmatic areas at the end of the second quarter is given in the table and chart below. The details regarding progress are given in the tables on the subsequent pages. In total:

194 activities were planned to be undertaken within the second quarter of the fiscal year. Of these, 180 (93%) have either been completed or are in progress as planned. 14 (7%) have not been undertaken as planned.

Significant accomplishments this quarter include: Successful completion of FY18‐19 Audit. Drafted supplemental budget, submitted to and adopted by Board. Complete repainting of the Williams Ave office. Hosted Annual Meeting in December. Awarded Employee of the Year. Completed organizational development sessions with Management Team, Staff, and Board. Held grantee convening on urban farms and gardening programs with 10 local grantees/stakeholders. Received 25 applications for 2020 PIC, for a total of $967,544 in requested funding. Secured Land Legacy Committee approval to pursue a conservation easement donation Made grant to Native American Youth and Family Center Secured compelling purchase offer for Gordon Creek property Managed logistics and invitations for the second Farm Succession Planning Workshop series HIP accepted a diverse class of new program participants. The equipment shed construction concluded.


10


Page 2 of 27

A partnership with the Portland Farmers Market began that allowed five HIP farms cycling through vending at the Beginning Farmers booth at the PSU farmers market.

HIP partnered with the Oregon Department of Agriculture to offer a Readiness Review; a mock inspection of Headwaters Farm to educate farmers on the Produce Safety Rule.

Successfully hosted 2 separate bilingual (Spanish/English) planting installation workshops with Voz, Master Gardeners, and People‐Places‐Things at June Key Delta garden.

Created & uploaded ethnobotanical and pollinator content for all plant species for Plant Sale webpage

Two rural projects were planned and cost share applications were submitted. Both were funded. A possible option for term easements on graduated StreamCare sites was presented to the Land Legacy Committee in September.

Significant activities that were not accomplished this quarter include: Front step and landing replacement at Williams Ave. office was postponed until Spring due to contractor’s availability and competing

projects at the office. Conference room technology upgrade not completed and moved to 3rd and 4th quarter due to limited resource availability. Evaluation of new website hosting platforms and/or content management systems postponed due to competing priorities and limited

resource availability. DEI survey of past grantees, which is on hold pending further progress on organization‐wide Equity Plan. No progress was made on three key documents: the Headwaters Farm Plan, the HIP Food Safety Plan, and the Guide to Good Farming. Only six applications were received for HIP in 2020. Grant Butte land‐use planning partnership is still on hold.

FY19‐20 Q2 SUMMARY

Program Area No. of

Activities Completed In progress

No progress, but planned

Not planned during period, no progress

Finance & Operations 46 5 (11%) 33 (72%) 5(11%) 3 (7%)

Urban Lands 38 1 (3%) 35 (92%) 1 (3%) 1 (3%)

Rural Lands 41 3 (7%) 30 (73%) 1(2%) 7 (17%)

Conservation Legacy 102 14 (14%) 59 (58%) 7 (7%) 22 (22%)

EMSWCD Total 227 23 (10%) 157 (69%) 14 (6%) 33 (15%)


11


Page 3 of 27


12


Page 4 of 27

Budget: Expenditures for FY19‐20 to date are shown in the table directly below. After the second quarter, a total of 19.4% of the operational budget has been expended. Urban Lands is at 47.1% after the second quarter, Finance & Operations is next closest at 45.3%, then Conservation Legacy at 44.7%. Rural Lands (41.8%) and Headwaters Farm (41.6%) complete the list of program budget expenditure percentages. The figures below include the supplemental budget adopted by the EMSWCD Board at the December 2, 2019 Board Meeting.

Category Purpose FY 2019‐20

Total Annual Budget Actual through Q2 % of Budget Expended

Operations

Finance & Operations Staffing, facilities, and operations $1,007,471 $456,493 45.3%

Rural Lands Staffing, contracting, and operations $1,186,644 $496,511 41.8%

Urban Lands Staffing, contracting and operations $828,593 $390,354 47.1%

Conservation Legacy Staffing and operations $544,177 $243,277 44.7%

Headwaters Farm Farm‐specific staff and operations $534,058 $222,213 41.6%

Sub‐total Operations $4,100,943 $1,808,848 44.1%

Cap

ital, G

rants,

& Contingency/

Unap

propriated

Land Conservation Fund Acquisitions $7,434,631 $500,000 6.7%

Grants External grants $1,472,362 $601,874 40.9%

Partner Grants Mgt. Pass through funds $25,000 $0.00 0%

Contingency Funds Unanticipated costs $227,827 $0.00 0%

Unappropriated Funds Funds held in reserve $1,723,742 $0.00 0%

Sub‐total Grants, Funds and Reserves $10,883,562 $1,101,874 10.1%

Total EMSWCD Budget $14,984,505 $2,910,722 19.4%

Progress made against the activities identified in the “annual project activities and deliverables” tables given in the FY2019‐20 Annual Work Plan,

follows below.


13


Page 5 of 27

District-WideStrategicInitiatives1

DIVERSITY EQUITY AND INCLUSION

Annual Activities and Deliverables Timeframe

2nd QUARTER COMMENTS Q1 Q2 Q3 Q4

Continuing Education: Facilitate small discussion groups among board and staff on DEI related issues.

In Progress

In Progress

X X

Groups met in October to discuss housing equity. The November session was set aside as a work session for the Equity Plan. Took December off.

Continuing Education: Provide opportunity for DEI onboarding of new staff/board members and additional training for current staff as needed.

In Progress

In Progress

X X Training opportunities circulated among staff as they arose.

Engage staff, board and community in development of organization‐wide DEI plan.

In Progress

In Progress

X

Worked with staff in small groups to develop strategies for the Action Plan. Held a half‐day work session with the Board, the Equity Team, and the Management Team to go over the Equity Plan draft and do a training around equitable hiring practices.

Complete organization‐wide DEI plan. In

Progress In

Progress x X

Developed new drafts of the Equity Action Plan. Planning Team met 7 times for a total of 14 hours throughout the quarter to edit the plan and coordinate staff involvement.

Identify and collect priority demographic and other baseline data.

In Progress

In Progress

X X Started conversations with program teams about their demographic data needs.

Research and plan historical/cultural displays for the EMSWCD office.

Not Planned

Not Planned

X X Planned for later in the year.

1 An “X” in the activity tables denotes that the activity is planned to be undertaken or worked on in that quarter.


14


Page 6 of 27

UrbanLands

URBAN LANDS Strategic Goals:

1. Protect and improve water quality and quantity. 2. Protect and improve soil quality and quantity. 3. Protect and improve natural habitats. Program Goals:

1. Decrease urban stormwater runoff by reducing impervious surfaces and retaining stormwater on‐sites. 2. Reduce the use of synthetic landscaping chemicals and pesticides. 3. Reduce the area of lawn and other high‐water‐use ornamental plants. 4. Increase the use of urban landscape water conservation methods and tools. 5. Increase the number of native plants, and area of green infrastructure within the urban growth boundary. 6. Increase public understanding of water quality, water quantity and natural habitat conservation concerns and inspire action to address those concerns.



Outreach and Education

Outreach

Recruit education and outreach intern. Complete Complete

Intern started end of May 2019. This appointment was brought forward to create some overlap with the Outreach Specialist that is on sabbatical for most of FY19‐20.

Update Urban Lands web content. In

Progress In

Progress

Updated Local Sources of Native Plants, Native Plant Database, and Wholesale sources. Created & uploaded ethnobotanical and pollinator content for all species for Plant Sale webpage. Updated Plant Sale volunteer page, registration, and ADA language. Reviewed general Plant Sale webpage.

Coordinate with partners to develop workshops and outreach materials that engage diverse audiences

In Progress

In Progress

X X

Created a plan for priority materials to be translated and into additional languages (Spanish, Vietnamese, Russian, etc.) and met with various community partners to discuss potential collaborations (NECN, Leach Botanical Garden, Trash for Peace).

Investigate ways to address the impacts of climate change. In

Progress In

Progress X X

Have begun incorporating discussions of climate resilience into technical assistance responses.

Design and produce educational and promotional materials. In

Progress In

Progress

Worked with Rural Lands staff to create a template for new educational materials. Updated Plant Sale educational and promotional materials.

Engage 12 new and existing community leaders/groups/organizations in priority areas each quarter. Q1=4, Q2=2, Q3=2, Q4=4.

In Progress

In Progress

X X 1st quarter: 12 Partner Specific Meetings and 10 Partnership Building Events attended.


15


Page 7 of 27

2nd quarter: 7 Partner‐specific Meetings and 5 Partnership Building Events attended.

Table at community events with literature about EMSWCD programs and events.

In Progress

In Progress

X X

1st quarter: Tabled at 10 community events, engaged in 594 conversations. 2nd quarter: Tabled at 5 community events, engaged in 145 conversations.

Attend 6 community meetings to promote EMSWCD workshops and introduce the public to the benefits of sustainable landscaping and/or green infrastructure practices.

In Progress

In Progress

X X

1st quarter: Attended monthly Humboldt Neighborhood Association and Northeast Coalition of Neighborhood meetings; East Portland Parks Coalition, Jade Greening Quarterly Partner Meeting, Rosewood Initiative Community meeting. 2nd quarter: Attended monthly Humboldt Neighborhood Association and Northeast Coalition of Neighborhood meetings; Jade Greening Quarterly Partner Meeting, Rosewood Initiative Community meeting.

Workshops 48/year; 1,250 participants

1‐hour presentations: Sustainable Landscaping/Green Infrastructure. 10/year; 200 participants

In Progress

In Progress

X X

1st quarter: 1 Intro to NSB presentation, 33 attendees. 2nd quarter: Provided 1 hr rain garden presentation for Portland Nursery on Division, 25 attendees.

2.5‐hour workshops: Native Plants. 5/year; 150 participants

In Progress

In Progress

X X

1st quarter: 4 workshops scheduled, 1 workshop held, 28 attendees. 2nd quarter: 3 workshops held, 69 attendees.

Urban Weeds. 5/year; 150 participants In

Progress In

Progress X X

1st quarter: 5 workshops scheduled, 1 workshop, 23 attendees. 2nd quarter: 4 workshops held, 54 attendees.

Pollinators. 6/year; 150 participants In

Progress In

Progress X X

1st quarter: 4 workshops scheduled, 1 was cancelled 2nd quarter: 3 workshops held, 42 attendees.

Beneficial Insects. 6/year; 150 participants In

Progress In

Progress X X

1st quarter: 4 workshops scheduled, 2 workshops held, 21 attendees. 2nd quarter: 2 workshops held, 29 attendees.

Landscaping with Edibles. 6/year; 150 participants In

Progress In

Progress X X

1st quarter: 6 workshops scheduled, 2 workshops held, 32 attendees. 2nd quarter: 4 workshops held, 72 attendees.

4‐hour workshops: Naturescaping Basics. 5/year; 150 participants

In Progress

In Progress

X X

1st quarter: 4 workshops scheduled, 1 workshop held, 30 attendees. 2nd quarter: 3 workshops held, 53 attendees.

Rain Gardens. 5/year; 150 participants In

Progress In

Progress X X

1st quarter: 3 Workshops scheduled, none held. 2nd quarter: 3 workshops held, 57 attendees.


16


Page 8 of 27

Events 2/year; 1,300 participants

Host Native Plant Sale to provide a diverse selection of affordable native plants to constituents. 800 participants/ customers; 10,000+ bare‐root trees and shrubs sold.

In Progress

In Progress

X Plant Sale planning meetings, t‐shirt design, outreach, volunteer recruitment, website design and testing

Organize Naturescaped Yards Tour to demonstrate and encourage naturescaping and green infrastructure principles; 500 attendees.

Not planned

Not planned

X X Planning will begin in 3rd quarter.

Technical and Financial Assistance

Provide technical consultations and site visits to residential, commercial, and industrial landowners. 80/year, 20/quarter.

In Progress

In Progress

X X 1st quarter: Responded to 53 technical assistance requests. 2nd quarter: Responded to 23 technical assistance requests.

Provide technical consultations and site visits to grants program applicants and/or projects. 20 consults/year.

In Progress

In Progress

X X

1st quarter: Provided technical assistance to 3 SPACE applicants & projects. 2nd quarter: Provided TA to 3 PIC/SPACE projects

Work with local jurisdictions to address barriers to the adoption and implementation of green infrastructure.

In Progress

In Progress

X X Serve as a resource to assist constituents open to the possibility of going beyond the minimum legal expectations

Connect with 3 large land managers to build relationships, encourage sustainable land management practices, and promote EMSWCD services.

In Progress

In Progress

X X

Contacts/relationship building with FolkTime Garden, MCDD, Tucker Maxon School, Dharma Rain Zen Center, NAYA, Creston School, Dragon Palace restaurant, and Blue Heron Shores HOA.

Cooperative Landowner Incentive Program

Provide cost‐share assistance for rain gardens and other practices. 5 projects/year

In Progress

In Progress

X X

3 new CLIP inquiries; 3 non‐CLIP rain garden inquiries; 2 projects approved for CLIP funding (only 1 signed though); ongoing management of 1 CLIP (Blue Heron Shores)

Partnerships and Regional Campaigns

Participate in the development of OSU web tools (Solve Pest Problems, Oregon Flora Garden portal)

In Progress

In Progress

X X Participated in Solve Pest Problems Steering and Advisory committees.

Utilize and promote community organizations and non‐profit services to increase wildlife and pollinator habitat.

In Progress

In Progress

X X

Successfully hosted 2 separate bilingual (Spanish/English) planting installation workshops with Voz, Master Gardeners, People, Places, and Things at June Key Delta garden.

Work with and support other water conservation groups and initiatives.

In Progress

In Progress

X X Have recommended greenroofthinktank, Greywater Action, ARCSA, Harvest H20, and other orgs for TA inquiries.

Participate in the Grant Butte and other land use planning groups.

No Progress

No Progress

X X Grant Butte project is on hold.

Collaborate with Watershed Councils within EMSWCD boundaries.

In Progress

In Progress

X X

Serve as Vice Chair on CSWC board, attend Executive Committee meetings, JCWC IJC Committee meetings and CSWC Tech Team meetings. Collaborated on


17


Page 9 of 27

demonstration projects, technical assistance, and outreach, as appropriate.

Demonstration Projects

Implement the Conservation Corner outreach plan to enhance the visibility and educational value of the site.

In Progress

In Progress

X X Conducted outreach to invite community environmental organizations for tours of Conservation Corner.

Oversee maintenance and improvements to Conservation Corner landscape, green infrastructure (pervious pavement, roofs, walls, etc.), and Green Streets.

In Progress

In Progress

X X

Coordinated estimates for tie‐off points and improvements for office green roof; investigated pervious parking lot maintenance options; added enhancements to green panels on bike shed; coordinated search for new landscaping company.

Provide group tours of the EMSWCD office facilities to demonstrate naturescaping and green infrastructure principles in practice. 4 tours/year; 100 attendees.

In Progress

In Progress

X X 1st quarter: No tours in 1st quarter. 2nd quarter: 1 tour, 25 attendees; scheduled tour for 1/23.

Participate in outreach team for the MHCC retrofit project. In

Progress In

Progress X X

Working with MHCC to design interpretive signage for MHCC retrofit project.

Participate in steering committee for the MHCC retrofit Project.

In Progress

In Progress

X X Attend bi‐weekly meetings with steering committee.

Work with partners to implement top priority projects identified in the MHCC assessment.

In Progress

In Progress

X X

Completed construction of Phase 1b – stormwater control features in parking lots G&H. Initiated plans for Phase 2 projects in NE corner of campus.

Engage with community organizations, jurisdictions and non‐profits to identify and explore potential eligible large‐scale demonstration projects.

In Progress

In Progress

X X Engaged with VOZ, APANO, Rosewood Initiative

Monitoring and Evaluation

Meet with partners, review partner monitoring reports, studies, and findings.

In Progress

In Progress

X

Attended JCWC Science Symposium, Clean Rivers Coalition call, and Pollinator Habitat Restoration Strategies Workshop, Beavercreek Partnership, and Behavioral Insights PDX behavior change brainstorm

Identify relevant monitoring and evaluation efforts as they pertain to Urban Lands programmatic goals.

Not Planned

In Progress

X X Developing surveys and investigating other tools to track progress towards programmatic goals.

Explore potential new program monitoring and evaluation metrics.

In Progress

In Progress

X X

finished developing UL Tech Assist survey for distribution in 3rd quarter. Investigating surveys and other evaluation techniques for Urban Lands workshops and services


18


Page 10 of 27

RuralLands

RURAL LANDS Strategic Goals:

1. Protect and improve water quality and quantity. 2. Protect and improve soil quality and quantity. 3. Protect and improve natural habitats. 5. Increase the sustainability of agriculture

Program Goals: 1. Decrease erosion from working lands in the rural part of the district to prevent sediment and bacteria from entering waterways. 2. Improve the efficiency of irrigation on working lands. 3. Increase stream shading to protect water temperature and improve riparian habitat in priority watersheds. 4. Understand water quality baseline levels in priority watersheds and trends over time. 5. Reduce the impacts of ecosystem altering weeds species on natural habitats in the rural part of the district, focusing on protecting high value native forest and

riparian areas. 6. Limit invasive species pressure on natural regeneration of native forest in areas burnt by the 2017 Eagle Creek fire. 7. Increase awareness among landowners and managers about protecting and improving water quality, water quantity, soil health, riparian health, natural habitats,

and reducing populations of invasive weeds.



Technical and Financial Assistance

Landowners Consultations

Conduct 20 site visits including first‐time site visits with 5 landowners.

In Progress

In Progress

X X Eight site visits during the 2nd quarter.

Develop 5 technical recommendations and/or conservation plans that include recommendations to address erosion and/or water quality.

In Progress

In Progress

X X Two technical recommendations; one for a heavy use area and the other for reducing run off.

Assist 4 landowners with cost share applications. In

Progress In

Progress X X

Worked with two landowners to apply for cost share. Both were approved for funding. The first was for the heavy use area and the second to improve farm roads at a nursery.

Partner with NRCS to promote and deliver cost share assistance.

In Progress

In Progress

X X Meeting monthly with NRCS. One potential joint project at a livestock property.

Erosion Solutions

Network within the nursery industry. In

Progress In

Progress X X

Attended the Oregon Association of Nursery’s Mt. Hood Chapter meetings and the annual OAN convention.

Work with cooperators to design and implement erosion prevention practices.

In Progress

In Progress

X X Cost share was approved to improve roads on a nursery to reduce the potential for sediment to leave the site.

StreamCare

Site restoration and maintenance


19


Page 11 of 27

The existing, planted StreamCare areas on 345 acres along 12 miles of stream will be maintained to ensure good rates of plant survival.

In Progress

In Progress

X X No additional maintenance was conducted during the second quarter.

Another 15 acres planted in FY19‐20. Not

Planned Not

Planned X Planting is planned for 3rd quarter.

Coordinate contracted labor crews for site preparation, weed control, and planting.

In Progress

In Progress

X X Another round of site preparation to reduce weed pressure on 8 acres.

Manage wholesale plant orders, delivery, and storage. In

Progress Not

Planned X Plant orders were placed 1st quarter.

StreamCare sites that reach the five‐year mark will be evaluated to determine if the site is ready to graduate or if the landowner agreement should be extended.

In Progress

In Progress

X X A total of 40 acres along 2.4 miles of stream will graduate.

For landowners that are graduating from StreamCare, offer a site visit. Approximately 58 acres along 3 stream miles are scheduled to graduate during FY19‐20.

In Progress

In Progress

X Sent a survey to recent graduates. So far 2 of 11 have responded.

Program development

Develop options for long term protection of graduated StreamCare sites.

In Progress

In Progress

X A possible option for term easements on graduated sites was presented to the Land Legacy Committee in September.

Estimate based on graduations when a new watershed can be added.

Not Planned

In Progress

X Potential new watersheds were assessed and prioritized.

Monitoring and evaluation

Maintain GPS and GIS data; maintain StreamCare “database” to track and compile deliverables.

In Progress

In Progress

X X Ongoing

Seek outside assistance to complete shade modelling of Johnson Creek.

In Progress

In Progress

X Thanks to assistance from The Freshwater Trust, modelling was completed. Next step will be to interpret results.

Outreach

Use mailings, advertisements, web and social media to promote conservation, outreach events and program offerings.

In Progress

In Progress

X X Sent a mailing to 1,297 to promote a native plant workshop.

Coordinate four workshops to provide conservation education and program information.

In Progress

In Progress

X X

A native plant workshop was promoted; will be held 3rd quarter. Partnering to plan for the 4 County Cooperative Weed Management Agency’s annual Pull Together event.

Develop video content for website and social media. In

Progress In

Progress X

Partner with other SWCDs to fund, develop and staff a booth at the Far West Show. Table at two partner events.

In Progress

In Progress

X

Use equity lens to evaluate outreach methods and materials to identify needed changes.

Not Planned

Not Planned

X X Planned for 3rd and 4th quarters.

Water Quality Monitoring


20


Page 12 of 27

Collect monthly samples in upper Beaver and Johnson Creeks. This will include on‐site measurement of pH, conductivity, and turbidity as well as laboratory analysis for fecal bacteria, total suspended solids, total phosphorous, and nitrate.

In Progress

In Progress

X X Monthly samples were collected and submitted to the laboratory.

Install continuous temperature loggers in multiple locations in Beaver, Johnson, Big, and Smith creeks each April. Remove temperature loggers in the fall.

In Progress

Not Planned

X

Analyze and report on water quality data in collaboration with other partners’ monitoring efforts.

In Progress

In Progress

X X Ongoing.

Weeds

Early detection and rapid response

Verify, assess, and perform necessary control for all reports of species from the Early Detection & Rapid Response list.

In Progress

In Progress

X X No EDRR weeds were reported during the 2nd quarter.

Control priority weeds

Control all known riparian knotweed infestations every two years (85 properties total, 42 for FY19‐20)

Complete Complete

Checked for knotweed across 27 acres on 42 properties and controlled ~ 0.19 acres of knotweed total. In addition, surveyed a new area of 11 acres and found knotweed on 0.25 acres.

Survey and control all non‐riparian knotweed locations every two years (91 properties total, 45 for FY19‐20).

Complete Complete Visited all 45 sites; found and controlled a small amount.

Annually control all accessible false brome infestations (acreage unknown due to Eagle Creek fire) to prevent establishment in the rural areas of the district.

In Progress

In Progress

Survey for new false brome populations along plausible vectors.

Complete Complete Surveyed 8 acres where the spread of false brome was suspected, but none was found.

Control 20% of known infested acreage (~200 acres) of spurge laurel where access has been granted by the landowner.

No Progress

No Progress

Delayed until next quarter.

Control at least ~550 acres of English ivy and old man’s beard in current projects areas (~2800 total acres).

No Progress

In Progress

X X Surveyed 2 acres for ivy; found and controlled a small amount.

Monitor half (~1400 acres) of the current project acreage (~2800 total acres) of English ivy and old man’s beard.

No Progress

In Progress

X X Surveyed 16 acres where ivy was previously treated; found and controlled a small amount.

Annually control all known infestations (241 properties) of garlic mustard outside the containment zone a minimum of 2 times.

Not Planned

Not Planned

X

Survey plausible vectors and outlying areas for spread of garlic mustard.

Not Planned

Not Planned

X


21


Page 13 of 27

Eagle Creek Fire response

Monitor post fire recovery and identify areas of weed pressure in collaboration with USFS, OR State Parks and other organizations.

In Progress

In Progress

X X Last pass on trails undertaken before they were re‐opened to the public.

In collaboration with partners, undertake weed control in priority areas.

In Progress

In Progress

X X Weed control across 87.25 acres in the burn area during the 2nd quarter.

Regional coordination

Provide technical assistance with weed identification and control methods.

In Progress

In Progress

X X Ongoing

Participate in both the 4‐county and Columbia Gorge Cooperative Weed Management Areas.

In Progress

In Progress

X X Ongoing

Monitoring and evaluation

Maintain special location information in GIS, including abundance information for the target species.

In Progress

In Progress

X X Ongoing

Evaluate the feasibility of reducing the garlic mustard containment area and identify priority areas to target.

Not Planned

Not Planned

X X Planned for 3rd and 4th quarters.

Undertake an analysis to determine the current coverage for false brome, English ivy, Old man’s beard and spurge laurel.

No Progress

In Progress

X X Reviewing data and developing a format.


22


Page 14 of 27

ConservationLegacy

HEADWATERS Strategic Goals:

1. Protect and improve water quality and quantity. 2. Protect and improve soil quality and quantity. 3. Protect and improve natural habitats. 4. Protect agricultural lands. 5. Increase the sustainability of Agriculture.

Program Goals: 1. Maintain and improve the natural resources at Headwaters Farm to support sustainable agriculture. 2. Facilitate the establishment of viable new farm businesses, that are good stewards of land. 3. Increase the visibility of conservation farming practices. 4. Headwaters Farm facilities, infrastructure and equipment supports the HIP program and EMSWCD’s mission.



Natural Resources Management

Plan, implement and monitor a suite of practices that promote good stewardship, including: organic practices, cover cropping, nutrient management, integrated pest management, reduced and appropriately timed tillage, drip irrigation, compaction alleviation, among others.

In Progress

In Progress

X X

The farmland has all been managed organically; cover crop was established in fallowed fields; HIP farmers are implementing nutrient management, IPM, utilizing proper irrigation practices, and often employing reduced tillage practices.

Soil Health Improvements

Cover crop or silage tarp (for weed suppression) all farmable areas of Headwaters Farm while not in production ‐ approximately 34 acres possible.

In Progress

In Progress

X X All fallowed fields were cover cropped over the summer and as well as areas not in winter production.

Soil samples taken for all fields in October, both in production or not, to help determine fertility needs and document change over time.

Not Planned

Complete X Soil samples were taken in early October.

Manage invasive weeds. In

Progress In

Progress X

A combination of cover crops, silage tarps, and incentives for farmers helped manage invasive weeds over the summer.

Apply compost on fallowed fields. In

Progress In

Progress X

Several applications of compost were placed in fallowed farm fields. More will be applied in the spring.

Erosion and Stormwater Management

Incorporate legacy nursery stock piles into the fields and begin to remediate them with cover crops.

Complete Complete All three legacy nursery piles were spread into fallowed fields and then cover cropped.

Irrigation efficiency

Work with incubator farmers to encourage appropriate irrigation amounts and methods, and work toward developing Irrigation Water Management Plans.

In Progress

In Progress

X

HIP farmers tracked their irrigation use during the summer and will be supported in the creation of Irrigation Water Management strategies.


23


Page 15 of 27

Natural Habitat

Establish a minimum additional 4,000ft2 of pollinator habitat along the main driveway near Orient Drive (could be as much as 5,600ft2 if neighboring properties agree to allow EMSWCD to manage with native plants).

Not Planned

Not Planned

X

This project will be contingent on working with a neighbor and might be delayed in favor of trialing an organic herbicide that could be effective on nut sedge.

Remove blackberries from the frontage along Orient Drive In

Progress In

Progress X

Blackberries were cut down and then treated with herbicide. A second round of management will be needed in the spring.

Maintain existing pollinator habitat, hedgerows, and beetle bank.

In Progress

In Progress

X All habitats were weeded and managed through summer. The beetle bank may be relocated in the spring.

Headwaters Incubator Program (HIP)

Complete Headwaters 5‐year plan Not

Planned No

Progress X This is behind schedule.

Complete the Headwaters Farm Food Safety Plan In

Progress In

Progress

The Food Safety Plan has a rough draft and will receive more attention soon.

Create a Guide to Good Farming that outlines best practices for starting a farm business.

Not Planned

No Progress

X This is behind schedule and won’t be ready for the 2020 farming season.

Partner with Portland Farmers Market to offer a pilot rotating stall dedicated to Headwaters Farm.

In Progress

In Progress

X X

The partnership between EMSWCD and Portland Farmers Market has been occurring since November. The initial results are good and there is hope of making this an ongoing opportunity for HIP farmers.

HIP Farmer recruitment and retention

Obtain at least 10 HIP applicants for the 2019 growing season.

Not Planned

No Progress

Only six applications were received. They were all of quality and we made offered space in HIP to each.

Two‐to‐five new farms recruited in FY19‐20. Not

Planned Complete X Four to six new farm businesses will be brought on in 2020.

Host at least 12 incubator farmers. In

Progress Complete X X HIP will host 13 to 15 farm businesses in 2020.

HIP Farmer Support and Training

Tractor safety and operation training. Not

Planned Not

Planned X This training will occur in the spring.

Record keeping cohort, participation in farm business record keeping training.

In Progress

In Progress

X X

There is a current record keeping cohort that will be meeting to conclude the season in December. A new cohort will begin in the spring.

BCS farmer operation trainings. Not

Planned Not

Planned X X This training will occur in the spring.

New farmer orientation. Not

Planned Not

Planned X Orientation will occur early in the new year.

Nutrient management training. Not

Planned Not

Planned X This training will occur in the summer.

Irrigation management training. Not

Planned Not

Planned X This training will occur in the summer.


24


Page 16 of 27

Offer training on vending at a farmers market. Not

Planned Complete

The Market Manager at the PSU Famers Market has been providing one‐on‐one vending support to participating HIP farmers.

HIP Graduate Support

Work with graduating farmers to identify best landing options for their farm businesses.

In Progress

In Progress

All six of the graduating HIP farmers have landing spots secured.

Maintain ongoing relationship with HIP graduates and connect them to various support services.

In Progress

In Progress

X X

HIP graduates have been invited to trainings, including the Readiness Review. Several have participated in the fall cover crop bulk purchase. HIP facilities are still being made available to some of the grads.

Conduct survey of HIP graduates. Not

Planned In

Progress X This survey will occur over the winter.

Outreach and Education

Highlight and promote key conservation efforts by keeping an active social media presence and updating the HIP page on the EMSWCD website regularly.

In Progress

In Progress

X X Numerous posts were put on Facebook and other social media platforms.

Release two videos outlining the “why” and “how” HIP creates opportunities for new farmers.

Complete Complete

The two videos were completed and shared on various social media platforms, including a Facebook at that reached 19,000 viewers with over 4,000 watch‐throughs.

Partner with the Oregon Department of Agriculture to conduct a Food Safety Modernization Act Readiness Review of Headwaters Farm that is open to the farming public and other public agencies.

In Progress

Complete

The Readiness Review occurred on November 13th. ODA made a video to highlight the process. The event was attended by 17 HIP farmers and their employees, two HIP staff, several grads, and one Board Member.

Lead tours at Headwaters Farm for prospective farmers, program partners, and the general public.

In Progress

In Progress

X X Tours were offered to Metro Councilor Craddick and the Ag Finance Conference.

Tabling, presentations, events, and other outreach opportunities as they arise.

In Progress

In Progress

X X Materials were offered at Small Farm School.

Work with OSU Extension on pollinator research if grant funds become available.

Not Planned

Not Planned

X

It is unknown at this point if the grant funds were received. If so, this project is slated to begin during the growing season of 2020.

Explore partnerships to pursue programming and/or services that utilizes Headwaters Farm resources to create farming opportunities for underserved groups.

In Progress

In Progress

X X HIP is engaged with Outgrowing Hunger to provide hands‐on support for New American HIP farmers.

Facilities, Infrastructure and Equipment

Construction of an equipment shed and build‐out shop for staff operations.

In Progress

In Progress

X The structure will be completed in early January. Build out will occur in the 3rd quarter.

Install PV solar system on the barn and equipment shed to offset the Farm’s electrical use and reduce the carbon footprint of farm operations.

Not Planned

Not Planned

X X

The PV installation will occur after the equipment shed is constructed. EMSWCD is in contract with Elemental Solar for the solar project installation.


25


Page 17 of 27

Install a frontage sign and address marker at the main driveway along Orient Drive.

Not Planned

In Progress

X

An initial assessment has been made of the design and materials needed to complete. Construction may be pushed into next fiscal based on staff capacity to navigate the permitting process.

Design, print, and mount protocol signs at the wash stations, propagation houses, and curing shed.

In Progress

In Progress

X Several signs are in draft form and expected to be printed and mounted in the 3rd quarter.

Source an electric utility vehicle for Headwaters staff. In

Progress Complete

The electric Gator is at Headwaters Farm and is being uses for many tasks.

Source a compost spreader for HIP farmers and staff to apply organic matter to fields.

Not Planned

In Progress

X EMSWCD is comparing models and will place an order in the early part of the 3rd quarter.

Build out the hardening‐off table area. In

Progress In

Progress X

The site for the added hardening off tables has been created but still needs pea gravel. Additional tables will be constructed in February.

Trench and install pipe to drain standing water on the west end of Hoophouse #4.

Complete Complete This project was completed in September and has resolved the issue.

Ongoing maintenance of farm vehicles and equipment. In

Progress In

Progress X X

Maintenance was conducted as needed. A larger servicing will happen in February or March.

Conduct facilities, road and path safety inspections and address issues that arise.

In Progress

In Progress

X X Regular facility and roadway inspections were made and documented.

Additional substantive activities undertaken in the 2nd quarter not included in the FY19‐20 annual plan:

Staff conducted a lengthy hiring process to identify the next Headwaters Farm Operations Assistant.


26


Page 18 of 27

LAND LEGACY Strategic Goals:

1. Protect and improve water quality and quantity. 2. Protect and improve soil quality and quantity. 3. Protect and improve natural habitats. 4. Protect agricultural lands. 5. Increase the sustainability of Agriculture. 6. Provide equitable access to nature.

Program Goals: 1. Protect agricultural land east of the Urban Growth Boundary, excluding the urban reserve. 2. Help partners protect one to two urban farms and community gardens projects through financial and technical assistance. 3. Protect priority habitats in the district by helping partners protect areas identified in conservation‐related plans. 4. Assist partners establish new parks and natural areas in underserved communities.



LLP Program

Effective records management needs for all property interests.

In Progress

In Progress

X X Progressing well.

Potentially refine approach to transaction review and approval.

No Progress

No Progress

X X Not urgent, no capacity. On hold to be revisited if and when capacity allows.

Apply equity lens to LLP activities In

Progress In

Progress X X

Highlights included dialogue with Oregon Food Bank. And, exploration of specific farmland access opportunities with an indigenous farmer and Mudbone Grown Farm. Also, making of grant to Native American Youth and Family Center.

Working Farmland Protection

Apply agricultural property prioritization to the whole agricultural area, including the non‐focal area agricultural properties east of the Sandy River.

Not Planned

Not Planned

X Planned for later in the fiscal year if capacity allows.

Refine agricultural property prioritization with detailed water rights information, as time allows.

Not Planned

Not Planned

X X Planned for later in the fiscal year if capacity allows.

Continue development and implementation of an outreach program for the Ag community. Provide at least one distinct opportunity for the 75 highest priority landowners to learn about the working lands easement program.

In Progress

In Progress

X X Multiple channel / incidence outreach to ~125 landowners on Farm Succession Planning Workshop opportunity.

Pursue and close on disposition of Gordon Creek Farm property.

In Progress

In Progress

X X Compelling offer developed and prepared for Board approval (approved at Jan. 6th Board meeting)

Close on easement acquisition for Gordon Creek farm property.

Not Planned

In Progress

X X Full easement document drafted

Decision on exercise, deferral or extension of two conservation easement options.

In Progress

In Progress

X X Appraiser engaged to value 1 option


27


Page 19 of 27

Opportunities rapidly and creatively responded to; four or more ag properties will be brought before the EMSWCD board to consider for protection.

In Progress

In Progress

X X

Easement donation opportunity approved by LLC. 2 potential farmland transactions were developed and shared with the LLC.

Close on or substantively advance at least one other farmland transaction.

In Progress

In Progress

X X

Easement donation advancing. Development of materials for retention of easement on Gordon Creek property advanced.

Continue to advance and enhance organizational partnerships that assist in EMSWCD’s agricultural land protection and stewardship work.

In Progress

In Progress

X X

Continued to advance dialogue with Portland Water Bureau and Ducks Unlimited. Convened discussion around easement valuation challenges. Toured Ag Finance Conference attendees around Mainstem Farm.

Work to identify a path forward for farmland access for historically disadvantaged groups.

In Progress

In Progress

X X Continued dialogue with Mudbone Grown, conversation with indigenous farmer.

Inform and participate in efforts that could help support EMSWCD agricultural land protection efforts, including the Metro Open Space Bond, the Oregon Ag Heritage Program and the new Oregon Agricultural Trust.

In Progress

In Progress

X X Substantive progress in dialogue with Metro, including tours.

Farm succession resources offered, including workshop and website resources, if time permits.

In Progress

In Progress

X X Managed logistics for workshop, circulated invitations to.

Agricultural Land Stewardship

Fee management guidelines adopted and implemented for current EMSWCD holdings.

Not Planned

No Progress

X X No capacity to pursue.

Working farmland easement interests monitored and managed.

In Progress

In Progress

X X Managed resolution of easement monitoring findings.

Agricultural management plans monitored and managed. In

Progress In

Progress X X

Monitored Oxbow and Mainstem; managed resolution of Oxbow issues identified.

Lease interests monitored and managed. In

Progress In

Progress X X

Mainstem lease amendments executed for additional acreage.

Complete septic system replacement at Mainstem Farm. In

Progress Complete Installed.

Natural Resource Lands Protection

Support partner protection efforts financially with partner entity in the lead, as opportunities arise.

In Progress

In Progress

X X No new opportunities advanced by partners during the quarter.

Continue to advance and enhance organizational partnerships that assist in EMSWCD’s natural resources land protection work.

In Progress

In Progress

X X Advanced relationship with Ducks Unlimited. Serving on Land Trust Alliance Rally host committee.

Assist in development and implementation of Metro Open Space Bond, and work to identify most appropriate role for EMSWCD post‐bond if approved by voters.

In Progress

In Progress

X X Participated in celebratory event.


28


Page 20 of 27

Natural Area Stewardship / DPNA

Undertake weed control and plant maintenance, in‐fill planting where required, in the DPNA.

In Progress

In Progress

X X Dead and dying trees in the DPNA that posed a hazard identified were taken down.

Conduct regular wildlife surveys in DPNA, install and analyze wildlife camera footage.

In Progress

In Progress

X X Wildlife surveys occurred.

Design and install signage denoting DPNA. Not

Planned No

Progress X

This effort has been postponed until FY 20/21 to allow for coordination with Headwaters Farm signs.

Plan and conduct open house/tour of DPNA for neighbors of DPNA and Headwaters Farm.

Not Planned

In Progress

X X

Outreach to all easement holders with residences occurred. Planning for event to begin in 3rd quarter, event planned for fourth quarter.

Weed control and plant maintenance, in‐fill planting at Oxbow where required.

In Progress

In Progress

X X Summer/Fall Maintenance completed in previous quarter

Maintain Oxbow pollinator hedgerows as needed, in‐fill planting where required.

In Progress

In Progress

X X Western hedgerow removed due to safety concerns. Summer/Fall Maintenance completed in previous quarter.

Access to Nature

Support partner protection efforts financially with partner entity in the lead, especially those targeted to park deficient and/or under‐served communities.

In Progress

In Progress X X Closed out NAYA grant.

Continue to advance and enhance organizational partnerships that assist in EMSWCD’s land protection work.

In Progress

In Progress X X

Advanced relationship with Ducks Unlimited. Serving on Land Trust Alliance Rally host committee.

Assist in development and implementation of Metro Open Space Bond, and work to identify most appropriate role for EMSWCD post‐bond if the bond is approved by voters.

In Progress

In Progress

X X


Staff serving on Land Trust Alliance Rally host committee


29


Page 21 of 27

GRANTS Strategic Goals:

1. Protect and improve water quality and quantity. 2. Protect and improve soil quality and quantity. 3. Protect and improve natural habitats. 4. Protect agricultural lands. 5. Increase the sustainability of Agriculture. 6. Provide equitable access to nature.

Program Goals: 1. Complement other EMSWCD program efforts in water quality, soil health, habitat restoration and sustainable agriculture. 2. Increase environmental literacy of EMSWCD residents. 3. Increase capacity and strengthen organizational structures needed to advance equitable conservation outcomes. 4. Establish and support sustainable school and community gardens throughout the urban areas of the EMSWCD service area. 5. Increase conservation benefits for communities and populations experiencing disparities in environmental health, environmental education, and natural

amenities.



Outreach, Engagement and Evaluation

Conduct survey of past grantees and applicants to gain information on DEI outcomes and opinions on future program direction.

No Progress

No Progress

Holding off on this grant survey until we are farther along in DEI organization plan.

Gather key baseline and demographic information through organization‐wide DEI efforts that will inform the Grant Program.

In Progress

In Progress

X X

Gave presentation to EMSWCD staff about important considerations regarding collecting and using demographic information. Completed and distributed questionnaire and template for program areas to identify needs and priorities. Will continue development through the fiscal year.

Evaluate equity outcomes in prior 2‐3 years of PIC and SPACE grants based on reported metrics and final reports.

In Progress

In Progress

Began in 1st quarter, continuing work in 2nd quarter.

PIC Grants

PIC Grant administration

Update PIC grant application and supporting materials, receive applications.

Not Planned

Complete Successful update of all application materials and guidelines, received 26 PIC applications in Dec. of 2nd quarter.

Conduct due diligence, prepare for and host Review Committee meeting, make recommendations to the Board for PIC grant awards.

Not Planned

Not Planned

X X PIC grant evaluation and awards made in 3rd quarter.

Contract with grantees for 20 PIC awards Complete Not

Planned X Not planned for 2nd quarter.

Compliment other EMSWCD Program Efforts

Fund at least three restoration or monitoring projects. Not

Planned Not

Planned X PIC grant evaluation and awards made in 3rd quarter.

Fund at least three projects that address stormwater runoff, water quality/ conservation, and/or soil erosion.

Not Planned

Not Planned

X PIC grant evaluation and awards made in 3rd quarter.


30


Page 22 of 27

Fund at least one project that promotes sustainable agriculture.

Not Planned

Not Planned


Environmental Literacy

Fund at least three mission‐specific environmental and/or garden education projects for youth.

Not Planned

Not Planned


Fund at least five projects that contain an educational component: hands‐on involvement of students or volunteers; work skills training (restoration, gardening, sustainable agriculture); and/or demonstration/interpretive element.

Not Planned

Not Planned


Sustainable School and Community Gardens

Re‐convene PIC grantees and other key stakeholders involved in school and community gardens to check in on respective roles, current issues and area to consider for PIC 2019.

Not Planned

Complete

Meeting of urban agriculture and garden grantees was held in the 2nd quarter. Ten in attendance plus staff. Reporting from each group and discussion to identify strategic issues and opportunities for collaboration.

Fund the development of at least two new community or school garden spaces.

Not Planned

Not Planned


Fund the upgrade and/or maintenance of at least three community or school gardens.

Not Planned

Not Planned


Urban Tree Canopy

Participate in meetings of Urban Forestry partnership and assist in planning for PIC or other grant application.

In Progress

Complete

Consulted and met with members of the partnership to discuss strategies and projects for PIC applications. Resulted in two applications submitted 2nd quarter.

Fund at least two projects that increase the urban tree canopy in underserved areas of the District.

Not Planned

Not planned


Equitable conservation outcomes and benefits

Support, through grants and/or facilitation, at least two partnerships that cross traditional sector lines and help to build alliances between conservation groups and culturally specific community organizations.

Not Planned

Not planned


Fund projects of at least two culturally specific organizations to help build organizational and technical capacity for conservation work.

Not Planned

Not planned


Participate in the Equity Grant Makers group, EMSWCD’s Equity Team, and training opportunities to address barriers to greater equity in grantmaking and conservation funding.

In Progress

In Progress

X X Continued to dedicate significant time to DEI work, both internally and through external networks.

SPACE Grants


31


Page 23 of 27

Manage the transition to new fiscal year and new deadline of SPACE in ZoomGrants online platform.

Complete Complete 2020 SPACE took effect July 1; new monthly deadline was shifted to first of the month from 15th of the month.

Fund projects that address restoration of urban habitat, stormwater management, water quality, and other on‐the‐ground conservation needs.

In Progress

In Progress

X X

Funded one project at the Siletz Tribe’s Portland office to establish naturescaping in walkways and a courtyard, managing stormwater with the help of Depave.

Fund projects that upgrade and/or maintain community and school gardens.

In Progress

In Progress

X X

Funded one project that supported day laborers from Voz Workers Rights to gain skill while upgrading an urban food garden at a local community center.

Fund projects that contain an educational component: hands‐on involvement of students or volunteers; work skills training (restoration, gardening, sustainable agriculture); and/or demonstration/interpretive elements.

In Progress

In Progress

X X

In addition to the Voz project above, funded two other projects, one that provided culturally relevant garden education at an elementary school, and another that improves web‐based education on the Willamette River through upgrades and translations.

Fund educational community events focused on conservation and/or agricultural issues that reach significant numbers of EMSWCD residents.

In Progress

In Progress

X X

The project with Siletz Tribe engages volunteers, Tribal members and students in depaving and planting events, with over 50 participants.

SPA Grants

Attend SPA meetings and maintain familiarity with the contracts and projects.

In Progress

In Progress

X X

Attended Board Meeting where Watershed Councils presented updates on their projects to date. Answered questions regarding implementation of projects.

Administer individual agreements: reimbursements, reporting and electronic files.

In Progress

In Progress

X X Completed payments/reimbursements, reminded about and received/read reports and maintained files.


Consultation with other funders about joint funding of 1) research/evaluation of specific common funding areas, and 2) support for increasing access to grant funds through collaborative technical assistance.


32


Page 24 of 27

FinanceandOperations

FINANCE & OPERATIONS Program Goals:

1. Promote equity and embrace the diversity of humanity of our workplace. 2. Recruit, develop and retain a professional, diverse and responsive workforce. 3. Increase the percentage of residents who know about EMSWCD. 4. Increase the percentage of residents who understand what EMSWCD does. 5. Ensure that residents know how to access EMSWCD services. 6. Ensure that residents have a positive perception of EMSWCD.



Budget and Finance

Complete FY18‐19 budget audit. In

Progress Complete Successfully completed. No issues to report.

Track FY19‐20 budget and produce budget to actual reports.

In Progress

In Progress X X Completed for the 1st & 2nd quarters. Continuous.

Develop FY20‐21 budget. Not

Planned Not

Planned X X Planned for 3rd and 4th quarters.

Review Fiscal Policies and recommend changes as needed. In

Progress In

Progress X Currently in progress. No issues to report. Will provide recommendations by 4th quarter.

Review Contracting Policies and recommend changes as needed.

In Progress

In Progress X X

Completed public procurement and contracting training in July and August. Will progress to contract policies & procedure review and recommendation as planned.

Review and monitor EMSWCD contractual agreements. In

Progress In

Progress X X Review as needed. No issues to report.

Review and update Public Records and Retention Schedule Policies as needed.

Complete Complete Completed in 1st quarter. Approved by Board at October Meeting.

Board and Committee Management

Schedule, notice, prepare logistics, distribute materials for, and host 12 Board of Directors meetings.

In Progress

In Progress X X

8 Board of Director meetings, 1 Annual Meeting, and 1 Land Legacy meeting held in 2nd quarter.

Take and prepare minutes and maintain all records for 12 Board of Directors meetings.

In Progress

In Progress X X


Schedule, notice, prepare logistics, distribute materials for, and help organize approximately 16 committee meetings.

In Progress

In Progress X X


Take and prepare minutes, and maintain all records for, approximately 16 committee meetings.

In Progress

In Progress X X Progressing smoothly.


33


Page 25 of 27

Human Resources

Review health and other insurance benefits to determine if changes or enhancements are needed for upcoming fiscal year.

Not Planned

Not Planned X X Planned for later in the fiscal year.

Review and update Employee Handbook/Personnel Policies.

In Progress

In Progress X X

3 policies were reviewed in 1st quarter and approved until 2nd quarter. Two other policies were reviewed and in process of being updated in 2nd quarter.

Compile and provide an overview of EMSWCD’s HR policies and benefits in comparison to other agencies.

Not Planned

Not Planned X X Planned for later in the fiscal year.

Research personnel‐related issues re: BOLI information/changes that might affect EMSWCD.

In Progress

In Progress X X In progress and continuous.

Research HR wellness and commute incentives. In

Progress In

Progress X X

This is a continuous process that may or may not produce new incentives to add to current benefit package. There have been a few discussions and ideas, but nothing presented yet.

Maintain confidential personnel files. In

Progress In

Progress X X Progressing, and ongoing.

Facilities, Fleet and Equipment

Facilities

Staff kitchen re‐design and remodel at Williams Ave. Headquarters.

Not Planned

In progress

X X Planned for later in the fiscal year. We have begun the planning stage of the remodel.

General maintenance of building and facilities at Williams Ave. Headquarters.

In Progress

In progress

X X Progressing as planned.

Complete front step and landing replacement at Williams Ave. Headquarters.

No Progress

No Progress x

Procurement completed, but delayed project until spring because of contractor availability, and other priority projects at the office.

Caulk, repair, and paint Williams Ave. Headquarters. In

Progress Complete Painting completed in October 2019.

General maintenance of buildings, equipment and facilities at Headwaters Farm.

In Progress

In Progress X X Progressing smoothly.

Assist in other capital projects and planning as needed at Headwaters Farm.

In Progress

In Progress X X

Facilities Manager assisted with equipment shed design and procurement. The Equipment Shed has been designed and built. The electrical and concrete are in progress.

Fleet and Equipment

Assist in installation of EV charging stations and leasing of two new electric vehicles.

Complete Complete Two charging stations have been installed, and two Chevy Bolt electric vehicles were purchased in the 1st quarter.

General maintenance of two remaining state vehicles and two additional leased EVs.

In Progress

In Progress

X X Progressing smoothly.


34


Page 26 of 27

Information Technology

IT support to ensure properly functioning equipment and timely troubleshooting of technology problems.

In Progress

In Progress X X

In progress, proceeding as planned. Worked with contracted IT company to maintain office network and stations, troubleshoot and resolve computer, software, email and other issues.

Upgrade conference room technologies for presentations, webinars, conferences, board meetings, and gatherings.

Not Planned

No Progress X X No progress, moved to 3rd or 4th quarter.

Investigate wireless technologies to increase network bandwidth, stability and speed.

Not Planned

In Progress

In progress, evaluated network speed, bandwidth, replaced network switch to increase speed. Upgraded firewall firmware.

Purchase and set‐up scheduled replacement computers for staff as needed.

In Progress

In Progress X X

In progress, proceeding as planned. Purchased and set up two new laptops, cycled other stations through to replace older stations, purchased peripheral equipment and replacements in 1st quarter. Additional laptop set up & trouble shooting in 2nd quarter.

Investigate subscription‐based solutions for the office software, and if deemed cost effective, purchase and implement, including but not limited to cloud‐based storage.

Not Planned

No Progress X No progress made. Moved because of competing priorities.

Marketing and Media

Review, revise, and propose updated formal and grassroots Marketing Plan.

Not Planned

No Progress X No progress this quarter.

Evaluate use of billboards, public transportation, radio, local community newspapers and newsletters.

In Progress

In Progress X X

In progress, proceeding as planned. Received, evaluated and researched options for advertisements, passed along offers to program staff.

Develop, revise, maintain and add content to the website. In

Progress In

Progress X X

In progress, proceeding as planned. Edited and published several new posts, revised pages, updated and cleaned up Organizational Resources sections and content, further revisions to Land Conservation, Grants and Headwaters program sections, updated Native Plant Sale content. Archived content and removed old pages and files.

Develop and integrate social media to drive traffic to website, encourage event participation and promote conservation practices.

In Progress

In Progress X X

In progress, proceeding as planned. Posted frequently to social media platforms, helped promote our content and partners’ conservation‐related events and offerings, posted updates, events, videos and more.

Coordinate and conduct press outreach. In

Progress In

Progress X X

In progress, proceeding as planned. Sent out press releases for Board and Committee meetings and for special events, coordinated with staff to plan press outreach and messaging for campaigns and news.


35


Page 27 of 27

Identify and implement advertising opportunities. In

Progress In

Progress X X

In progress, proceeding as planned. Researched opportunities and costs, evaluated offers and spoke to advertising reps, looked into a potential NextDoor campaign.

Develop and produce program displays and other outreach material.

In Progress

In Progress X X

In progress, proceeding as planned. Developed outreach materials such as postcards for Native Plant Sale and farm succession events, new signage for Headwaters Farm.

Coordinate translations of various materials as requested and needed.

In Progress

In Progress X X

In progress, proceeding as planned. Helped check a Spanish translation of Grant materials, assisted with coordination for other upcoming translations.

Evaluate new website hosting platforms and/or content management systems and user interface for main site.

Not Planned

No Progress X X No progress due to competing priorities.

Office Administration

General office support and public reception. In

Progress In

Progress X X Ongoing. Progressing smoothly, no issue to report.

Current records management in accordance with Oregon public records law.

In Progress

In Progress X X

Ongoing. Progressing smoothly. Public records policy was updated this quarter.

Research and/or develop needed policies and procedures. In

Progress In

Progress X X Ongoing.

Establish and maintain public access to Board and Committee information.

In Progress

In Progress X X Ongoing, and progressing smoothly.

Improve internal management of and access to Board and Committee information.

Not Planned

In Progress X X Ongoing, and in progress. No issues to report.

Setup CPR Recertification Training for all staff In

Progress Complete

Certification set up completed in 1st quarter. Certification training completed in 2nd quarter

Coordinate meeting dates/times and materials for meetings and other activities of the organization.

In Progress

In Progress X X Ongoing. Currently in progress. No issues to report.


36

FY19‐20 SPACE Grant Applications and Awards: 1st and 2nd Quarter Reports, 3rd Quarter to date East Multnomah Soil and Water Conservation District 1/23/2020

Page 1 of 3

SPACEGrantApplicationsforFY19‐20

1stQuarter

Application Number

Organization/Project Name Project Description Request Amount

Decision Award Amount

SPACE‐20‐001 Pollinator Parkways PP will convert 2,000 square feet of parking strips into pollinator habitat that beautifies neighborhoods and educates about the importance of pollinators.

$2,000 Approved $2,000

SPACE‐20‐002 Vanport Placemarking Project

The project creates a 12'x7' fabric banner depicting before and after photos of the Vanport flood and provides outreach materials to inform the public of the Vanport Placemarking Project.

$1,995 Approved $1,995

SPACE‐20‐003 FolkTime Inc., Neighborhood Bliss Garden

The Bliss Garden provides sustainable, organic, and local produce while also providing a space for those with mental health barriers, community members, and neighbors to relax, reflect, heal, and gain knowledge of urban farming.

$2,000 Approved $2,000

SPACE 20‐004 Urban Greenspaces Institute, Regional Oak Naturescaping Workshops

UGI will lead native oak naturescaping workshops for the Portland metropolitan region, focused on landscape and environmental professionals who work with private landowners.

$2,000 Cancelled $0

SPACE‐20‐005 Oregon State University, Winter Vegetable Sagra & Fill Your Pantry

The Sagra/Fill Your Pantry strives to support local sustainable farmers by creating a market for winter vegetables and other products. It is both a one‐day sale and a celebration and marketing event, held on 12/8/2019.

$2,000 Approved $2,000

SPACE‐20‐006 Lent School PTA, Irrigation Project This project will install drip irrigation in the pollinator, rain, and native plant shade gardens and connect it to an irrigation controller so that all areas are watered efficiently.

$481 Approved $481

TOTAL $10,476 $8,476

SPACE Budget for FY19‐20: $62,000; 6 grants approved for funding in 1st quarter; allocation: $10,476, 17% of budget.

EMSWCD Board Meeting February 2020 - Item 5b

37


Page 2 of 3

2ndQuarterApplication Number



SPACE‐20‐007 Beach Elementary School

Ongoing funding to support school’s garden coordinator to implement garden lessons for all grade levels and maintain the garden. Note: Declined because we do not fund permanent staff positions through SPACE.

$1,930 Declined $0

SPACE‐20‐008 Human Access Project Current website developed seven years ago, need for upgrade, including Spanish and Russian translation and expanded educational information.

$1,995 Approved $1,995

SPACE‐20‐009 Mercy Corps Comm. Investment Trust

The project will add green infrastructure to Plaza 122, a property owned by community members. It will prevent runoff pollution, beautify space, and minimize maintenance costs for neighbor‐investors. Note: Cancelled due to inability of Mercy Corps to accept funds on behalf of LLC.

$2,000 Cancelled $0

SPACE‐20‐010 Voz Workers' Rights Education Project

Project creates paid opportunities for Voz day laborers to improve the June Key Delta Community Center garden with native planting, winter bed preparation, and mulching paths.

$1,991 Approved $1,991

SPACE‐20‐011 Grow Portland Program serves all students in partner schools, including Special Education students. Funding will support staff training and development to better serve SPED students.

$2,000 Approved $2,000

SPACE‐20‐012 Urban Greenspaces Institute – for Siletz Tribe

PSU Indigenous Nations Studies will work with students, Siletz Tribe staff, youth, elders, and Depave to re‐nature the Siletz Tribes Portland office with cultural learning, healing, and native plants.

$1,760 Approved $1,760

SPACE‐20‐013 Metropolitan Family Services

Parklane SUN Environmental Education Class will provide environmental education for 1st‐6th graders and help restore and maintain the community garden at Parklane Elementary School. Note: Declined because we do not fund permanent staff positions through SPACE.

$2,000 Declined $0

TOTAL $13,676 $7,746

SPACE Budget for FY19‐20: $62,000; 5 grants approved for funding in 2nd quarter (one cancelled); total annual allocation: $16,222, 26% of budget.


38


Page 3 of 3

3rdQuartertoDateApplication Number



SPACE‐20‐014 Access Academy

Project will provide environmental education to middle school students while also conducting a habitat improvement project, which includes pollinator plants, increased accessibility and community building.

$1,000 Undecided – awaiting more info

SPACE‐20‐015 Beach Elementary

Community guest teachers with a diversity of intersectional identities will be invited and paid to lead culturally relevant outdoor/garden education lessons with support from the Garden Coordinator.

$1,930 Approved $1,930

SPACE‐20‐016 Lloyd Ecodistrict

Peace Memorial Park will serve as a beautiful and educational waterfront open space to reflect on the meaning of peace, to learn about pollinators, and to discover the connection to climate change for both.

$2,000 Approved $2,000

SPACE‐20‐017 Oregon State University – Integrated Plan Protection Center

A hands‐on conference presenting conservation practices that farmers currently use, how and why they implement them, and the benefits associated with them. This is a follow‐up to the 2017 conference.

$1,000 Approved $1,000

SPACE‐20‐018 Save First Financial, Catholic Charities

Save First will build a community garden for the residents of Multnomah Manor, providing organic produce and creating a foundation for curriculum about a healthy, sustainable, and budget friendly life.

$1,820 Approved $1,820

SPACE‐20‐019 Woodland Elementary

Woodland students have been learning about how to transform their playground into 3 habitats by removing blackberry and planting native flowers, shrubs, and grasses, and wish to continue the project. Note: Declined due to alternative funding from CSWC.

$750 Declined $0


39

FY19‐20 CLIP Grant Applications and Awards: 1st and 2nd Quarters East Multnomah Soil and Water Conservation District 1/23/2020

Page 1 of 1

CLIPGrantApplicationsforFY19‐20

Application Number

Project location Project Description Request Amount


CLIP‐20‐001 Columbia Grange Demonstration pollinator hedgerow $2,934 Awarded $2,934

CLIP‐20‐002 Dragon Palace restaurant Engineering design phase for a stormwater infiltration facility.

$6,300 Awarded $6,300

CLIP‐20‐003 Kern property Install practices to reduce mud and keep runoff clean $7,710 Awarded $7,710

CLIP‐20‐004 Holmqvist property Rain garden installation. $406 Awarded $406

CLIP‐20‐005 Verna Jean Nursery Repair of a farm road near Johnson Creek to reduce erosion and runoff.

$5,879 Awarded $5,879

TOTAL $23,229 $23,229

CLIP Budget for FY19‐20: $100,000; one grant approved for funding in 1st quarter and four in 2nd quarter.

Total allocated: $23,229, 23% of budget.

EMSWCD Board Meeting February 2020 - Item 5c

40

Policy 1.1.1: EEO, Discrimination, and Harassment January 28, 2020 East Multnomah Soil & Water Conservation District

Page 1 of 7

Policy originally approved by EMSWCD Board of Directors on: 10/02/17

Policy revised and approved by EMSWCD Board of Directors on: N/A

In this Policy 1.0 Equal Employment Opportunities ........................................................................................................... 1

2.0 Purpose – Statement Prohibiting Workplace Harassment ..................................................................... 2

3.0 Discrimination and Harassment .............................................................................................................. 2

3.1 Americans with Disabilities Act ........................................................................................................... 3

3.2 Harassment Prevention ...................................................................................................................... 3

3.3 Workplace Bullying ............................................................................................................................. 4

4.0 Reporting Incidents of Discrimination, Harassment, Retaliation, and Bullying ...................................... 5

4.1 Complaint Procedure .......................................................................................................................... 5

4.2 Reporting Civil Rights Violations ......................................................................................................... 6

4.3 Reporting Other Issues ........................................................................................................................ 7

5.0 Appeal Process ........................................................................................................................................ 7

6.0 Employment Agreements ....................................................................................................................... 7

7.0 Additional Employee Support Services ................................................................................................... 7

1.0 Equal Employment Opportunities EMSWCD is committed to equal employment opportunity (EEO), fair employment practices, and nondiscrimination, including pay equity for all employees. EMSWCD recognizes the benefits that come from a diverse workforce, and strives to be consistent with federal, state, and municipal EEO laws. Appointments, promotions, assignments, training, and performance evaluations will be based on individual qualifications and merit, and shall be equally available to all qualified applicants and employees. EMSWCD will determine wages or screen applicants based on their current or past compensation. Each employee is responsible for helping EMSWCD maintain a climate that provides equal opportunity for all. EMSWCD employs measures to ensure EEO, fair employment practices, nondiscrimination, and pay equity in all aspects of employment and the work environment. Policies and actions of nondiscrimination will prevail throughout every aspect of the employment relationship, including recruitment, selection, compensation, promotion, transfer, layoff and recall, termination, training, and dispute resolution.

In keeping with EMSWCD’s philosophy and applicable laws, advertising and recruiting materials will contain the following statement to encourage qualified applicants to apply: “Equal Opportunity Employer.” EMSWCD’s policy as an equal opportunity employer is to employ those legally entitled to work in the United States without regard to citizenship, ethnic background, or place of national origin.


41


Page 2 of 7

However, in conformity with the relevant immigration statutes and regulations, EMSWCD’s policy is to hire only those who are eligible to work in the United States. Verification documentation is required of all new hires.

2.0 Purpose – Statement Prohibiting Workplace Harassment EMSWCD is committed to providing a work environment in which all individuals are treated respectfully. All employees of EMSWCD should have the expectation that they work in a professional environment and that EMSWCD promotes equal employment opportunities and prohibits unlawful discriminatory practices, including harassment and retaliation. EMSWCD expects that all relationships among persons will be respectful and professional, free of bias, prejudice and harassment in the workplace, at work related events, or any activity coordinated by or through the organization.

3.0 Discrimination and Harassment This policy applies to all employees, board or committee members, volunteers, interns and any other person acting on behalf of the organizations in the course of accomplishing its work. Discrimination, harassment and retaliation are not acceptable. EMSWCD does not condone and prohibits workplace discrimination, retaliation, and harassment in all of its programs and activities on the basis of:

Age;

All or part of an individual’s income is derived from any public assistance program;

Color;

Disability;

Familial status;

Gender identity or expression;

Genetic information;

Marital status;

National origin;

On‐the‐job injury;

Parental status;

Political beliefs;

Race;

Religion;

Reprisals;

Sex;

Sexual orientation;

Veteran status; or

Any other status protected by applicable law.


42


Page 3 of 7

EMSWCD will not condone or tolerate prejudicial remarks, actions, slurs, or jokes expressed and directed at or to any person for any reason. EMSWCD further prohibits retaliation against employees for making complaints of discrimination and harassment (or of any other kind), or for cooperating in an investigation or legal proceeding regarding such complaints. Each EMSWCD employee has a responsibility to maintain a workplace free of any form of discrimination,

harassment, and retaliation. This policy covers employee conduct in the workplace, at social functions

when attending on behalf of EMSWCD (e.g., holiday dinners, picnics, sporting events), at business

functions (e.g., conferences, trainings), and conduct outside the workplace that has an impact on the

workplace. Any employee who violates this policy while conducting EMSWCD business will be subject to

disciplinary action, including possible termination.

3.1 Americans with Disabilities Act The Americans with Disabilities Act (ADA), amended by the ADA Amendments Act of 2008, is a comprehensive federal civil rights law that specifically protects qualified individuals with disabilities from discrimination in the workplace. The ADA also prohibits discrimination on the basis of an individual's relationship to someone (parent, sibling, child, spouse, friend, etc.) with a disability. It is EMSWCD's policy not to discriminate against qualified individuals with disabilities in regard to application procedures, hiring, advancement, discharge, compensation, training, or other terms, conditions, and privileges of employment. Additionally, the ADA and Oregon disability law require employers to reasonably accommodate qualified individuals with disabilities. It is the policy of EMSWCD to comply with all federal, state, and local laws concerning the employment of persons with disabilities. EMSWCD will reasonably accommodate qualified individuals with a disability so that they can perform the essential functions of the job in question as long as doing so does not create an undue hardship for EMSWCD. An individual who can be reasonably accommodated for the job in question, without undue hardship, will be given the same consideration for that position as any other employee or applicant. Employees/applicants with a disability who believe they need a reasonable accommodation to perform the essential functions of their job or the job for which they are applying should contact the direct supervisor of the position.

3.2 Harassment Prevention EMSWCD does not tolerate harassment of any kind. No employee shall be subjected to harassment.

3.2.1 Sexual Harassment: Sexual harassment constitutes discrimination and is illegal under federal and state laws. For the purposes of this policy, “sexual harassment” is defined as unwelcome sexual advances, requests for sexual favors and other verbal or physical conduct of a sexual nature (verbal, physical or visual) that is offensive, hostile or intimidating when, for example: a) submission to such conduct is made either explicitly or implicitly a term or condition of an individual’s employment, b) submission to or rejection of


43


Page 4 of 7

such conduct by an individual is used as the basis for employment decisions affecting such individual, or c) such conduct has the purpose or effect of unreasonably interfering with an individual’s work performance or creating an intimidating, hostile or offensive working environment.

Under Oregon Law sexual assault is defined as unwanted conduct of a sexual nature that is inflicted upon a person or compelled through the use of physical force, manipulation, threat, or intimidation. Sexual harassment may also include conduct that is not sexual in nature, but is gender‐related. Sexual harassment can be instigated from someone of any gender and directed toward someone of any gender. This includes any type of sexual harassment by anyone connected to EMSWCD – a vendor, partner, client, or any person doing business or involved with EMSWCD in any way.

3.2.2 Harassment: Harassment based on any other protected class is also strictly prohibited. For this policy, harassment is verbal, written or physical conduct that denigrates or shows hostility or aversion toward an individual because of his or her race, color, religion, sex, sexual orientation, gender identity or expression, national origin, age, disability, marital status, citizenship, genetic information, or any other characteristic protected by law, or that of his or her relatives, friends or associates, and that: a) has the purpose or effect of creating an intimidating, hostile or offensive work environment, b) has the purpose or effect of unreasonably interfering with an individual’s work performance, or c) otherwise adversely affects an individual’s employment opportunities. Examples of harassment include, but not limited to, offensive slurs, remarks, jokes, graphic images, gestures, verbal or written material, and physical conduct.

3.3 Workplace Bullying EMSWCD focuses on customer service, productivity, and the ability for each employee to flourish. This makes it essential that employees treat each other, and those with whom they come into contact, with courtesy, respect, and professionalism. Further, employees must work cooperatively and constructively in resolving issues or problems on the job to foster satisfactory working relationships. In that light, bullying and other similar disruptive behavior is prohibited by EMSWCD in or related to the EMSWCD workplace. Bullying includes repeated or one‐time inappropriate behavior, either direct or indirect, whether verbal, non‐verbal, or physical, conducted by one or more persons against another or others, at the place of work and/or in the course of employment. Bullying may be intentional or unintentional. Verbal bullying can include, but is not limited to: slandering, ridiculing, or maligning a person; name calling that is hurtful, insulting, or humiliating; using a person as a butt of jokes; or abusive and offensive remarks. Physical bullying can include, but is not limited to touching, pushing, shoving, or making a threat of physical assault, as well as damage to a person’s work area, personal possessions, or property. Other examples of emotional bullying include threatening gestures or glances, which can convey the same message, and excluding someone socially at work.

Additional examples of bullying include:

• Making false, defamatory, or discriminatory comments on Facebook, texting, misuse of other forms of social media;

• Public humiliation in any form;


44


Page 5 of 7

• Criticism on matters unrelated or minimally related to the person’s job performance or description;

• Spreading rumors and gossip regarding individuals; • Interfering with the ability of someone to do their job duties, or assigning menial tasks not

central to the job; and • Taking credit for another person’s ideas.

Bullying, whether exhibited between co‐workers, management and staff, board members, vendors/customers or other outside parties, or members of the public, violates EMSWCD’s policy. This policy also applies to off‐site behavior exhibited by employees that negatively impacts working relationship. EMSWCD’s goal is to create and maintain a worker friendly environment. EMSWCD will take the actions necessary to ensure that employees are treated with respect and regard.

4.0 Reporting Incidents of Discrimination, Harassment, Retaliation, and Bullying EMSWCD provides and supports a dispute resolution procedure for receiving and resolving complaints alleging discrimination, harassment, retaliation, and/or bullying. Employees of EMSWCD have the right and responsibility to immediately report any actions or words by a board member, supervisor, co‐worker, vendor, or other individual that the employee believes to be discriminatory, harassing, retaliatory, or bullying. EMSWCD further prohibits retaliation against employees for making complaints of discrimination, harassment, retaliation, and bullying or for cooperating in an investigation or legal proceeding regarding such complaints.

4.1 Complaint Procedure Any EMSWCD employee who feels he or she has experienced or witnessed discrimination, harassment, retaliation, and/or bullying should immediately report (verbally or in writing) the incident to a supervisor, the Executive Director, the Personnel Committee or committee member, or a Board Director. The employee experiencing and/or reporting the issue may choose who to report the incident to based on that employee’s level of comfort in reporting the incident to the receiving person. We encourage employees to document the event(s), associated date(s), and potential witnesses. EMSWCD encourages the prompt reporting of complaints or concerns so that action can be taken quickly. Early reporting and intervention are very often the most effective method of resolving actual or perceived incidents of harassment. However, complaints and concerns may be brought forward within four years of the alleged violation. EMSWCD will promptly and thoroughly investigate all complaints without prejudice or retaliation. The investigation will be conducted promptly, but no specific timeframe can be guaranteed because each situation is likely to be different, and individuals may have varying schedules. When an allegation is made, the intent of the alleged offender will be considered. However, the effect of the behavior upon


45


Page 6 of 7

the targeted individual will often be given primary weight. To the extent practicable, legally required, and appropriate under the circumstances, discretion will be used during the investigation in order to maintain as much confidentiality as possible while effectively completing the investigation. In all cases, employees reporting such issues will be generally advised of the outcome. Any employee who has been found to discriminate, harass, retaliate, or bully another individual while conducting EMSWCD’s business will be subject to disciplinary action, including possible termination. Following receipt of a complaint or concern management will follow‐up every three months for one year to ensure no further concerns or retaliation are experienced. However, employees should not wait for the follow‐up to share related experiences. If an employee would like to discontinue the follow‐up process a request must be submitted in writing to the EMSWCD representative who was assigned to follow‐up with the individual. False and malicious complaints of harassment, discrimination or retaliation, as opposed to complaints that, even if erroneous, are made in good faith, may be the subject of appropriate disciplinary action. Employees are encouraged to bring their concerns and complaints to the organization. However, EMSWCD understands that, at times, this may not be the choice of the employee. Below is a list of the external complaint options. Please reach out to the preferred choice to determine the appropriate timelines for their processes.

Oregon Bureau of Labor and Industries at the following web address: https://www.oregon.gov/boli/CRD/Pages/C_Crcompl.aspx

The federal Equal Employment Opportunity Commission (EEOC)

Civil or Criminal Action. In these circumstances, a Notice of Claim must be provided to us in accordance with ORS 30.275.

4.2 Reporting Civil Rights Violations Alleged discrimination may also be reported to the Oregon Civil Rights Commission and the Federal Equal Opportunity Employment Commission. Hiring processes must comply with the Civil Rights Clause of the Cooperative Working Agreement, which states:

“The parties will be in compliance with the nondiscrimination provisions contained in Titles VI and VII of the Civil Rights Act of 1964, as amended. The Civil Rights Restoration Act of 1987 (Public Law 100‐259) and other nondiscrimination statutes, namely, Section 504 of the Rehabilitation Act of 1973, Title IX of the Education Amendments of 1972, the Age Discrimination Act of 1975, Americans with Disabilities Act of 1990, and in accordance with regulations of the Secretary of Agriculture (7CFR‐15, Subparts A & B) which provide that no person in the United States shall, on the grounds of race, color, national origin, age, sex, religion, marital status, or disability be excluded from participation, be denied the benefits of, or be otherwise subjected to discrimination under any program or activity receiving federal financial assistance from the Department of Agriculture or any agency thereof.”


46


Page 7 of 7

4.3 Reporting Other Issues Complaints of discrimination, harassment, retaliation, and bullying should be reported as described above. Any other questions or concerns employees may have (which may not neatly fit the situations described above) should also be discussed with immediate supervisors, the Executive Director, Personnel Committee, or individual board members.

5.0 Appeal Process A formal Personnel Committee review is permitted in cases where employees believe a decision regarding a complaint demonstrates that EMSWCD policy has been inappropriately applied or that the employee has been unfairly treated or unjustly disciplined. The Executive Director will review the issue with the Personnel Committee and a conclusion will be drawn regarding the appropriateness of the original determination. If the employee remains unsatisfied with the decision, at the discretion of the Chair of Board of Directors, the issue may be presented to the full EMSWCD Board of Directors for review and settlement. The decision of the Board will be final. All cases will be reviewed on an individual basis.

6.0 Employment Agreements No employee will be required or invited to sign an agreement requiring the non‐disclosure of information related to discrimination or sexual assault as a condition of employment, continued employment, promotion, compensation or the receipt of benefits. An employee may request this type of agreement and, upon request, will be provided at least seven (7) days to change their mind.

7.0 Additional Employee Support Services Employees may choose to use other support services throughout and following instances related to concerns and complaints. The organization provides the following for additional assistance:

Counseling and Support Services and/or Employee Assistance Services available through the EMSWCD health insurance coverage.

Access to legal resources, counseling or other support services may be made available to employees on a case by case basis with the approval of the Executive Director, the Personnel Committee or the Board of Directors.


47

Policy 1.1.15: Non‐Pay Benefits January 7, 2019 East Multnomah Soil & Water Conservation District

Page 1 of 4

Policy originally approved by EMSWCD Board of Directors on: 01/07/2019

Policy revised and approved by EMSWCD Board of Directors on: N/A

In this Policy 1.0 Introduction ............................................................................................................................................ 1

2.0 Health and Disability Insurance .............................................................................................................. 1

2.1 Short‐Term Disability Insurance .......................................................................................................... 2

2.2 Long‐Term Disability Insurance ........................................................................................................... 2

3.0 Flexible Spending Account for Healthcare and Dependent Care ............................................................ 2

4.0 Life Insurance .......................................................................................................................................... 3

5.0 Retirement Investment Plan ................................................................................................................... 3

6.0 Employee Wellness ................................................................................................................................. 3

7.0 Commuting and Transportation ............................................................................................................. 4

1.0 Introduction For the purposes of this policy, “non‐pay benefits” include those benefits provided by EMSWCD other than pay and time off. On the first of the month following the date of hire, the following non‐pay benefits1 are offered to full time employees, and part‐time employees who normally work a minimum of 20 hours per week and will work at least 120 days in a calendar year. Continued availability of these and other benefits are contingent on availability of funding and subject to change by the EMSWCD Board of Directors. Employees who work less than 20 hours per week, in addition to seasonal employees regardless of the hours worked, are not eligible for non‐pay benefits (other than wellness leave, see Policy 1.1.8). Specific exceptions, if they exist, in terms of non‐pay benefits that apply to regular status employees who work less than 20 hours per week, in addition to temporary and seasonable employees, are identified below.

2.0 Health and Disability Insurance Health insurance (including medical, dental, and vision) is provided for full‐time employees and part‐time employees (who normally work at least 20 hours per week) at no cost. Employees must be scheduled to work for EMSWCD for more than 120 days in a calendar year to be eligible for health insurance coverage. Seasonal employees are not eligible for health insurance coverage. Employees eligible for health insurance coverage may purchase health insurance for family members at 10% of cost, as provided in EMSWCD’s agreement with the insurance carrier. Medical benefits will begin on the first day of the month following the employee’s first day at work.

1 For benefits and other work‐related purposes, EMSWCD recognizes domestic partners, consistent with the law.


48


Page 2 of 4

Costs related to health insurance for family members are the responsibility of the employee and may be deducted from the employee’s paycheck if requested. Family members eligible for this coverage include spouses, children, domestic partners (regardless of gender), and the children of a domestic partner. If required by the insurance provider, an affidavit will be required in order to enroll a non‐married partner in the EMSWCD’s Medical Insurance Plan. Enrollment materials, affidavit forms, and information regarding coverage are available from EMSWCD’s Office Manager. Continued availability of these and other benefits are contingent on availability of funding and subject to change by the EMSWCD Board of Directors. Employees may purchase supplemental health insurance through the EMSWCD’s provider. If an employee elects to purchase supplemental insurance through the EMSWCD’s provider, the EMSWCD will contribute 50 percent of the cost of that insurance, up to $50 per month. The remainder will be at the employee’s own expense. Changes to supplemental insurance must be requested in writing no less than 10 days before the end of the pay period to be effective at the start of the following pay period.

In the event that an employee has exhausted all paid leaves for “wellness” purposes, the EMSWCD will continue to provide insurance benefits so long as unpaid leave is approved. If an employee is approved for short‐term disability coverage by the EMSWCD’s carrier, the EMSWCD will continue to provide insurance benefits so long as the employee remains on short‐term disability. Short‐term disability pays up to 60% of weekly wages with a $200 weekly cap; the EMSWCD pays an additional $100 per week through self‐insurance. If the employee remains unable to work once short‐term disability benefits are exhausted, the EMSWCD will discontinue benefits and employee will be offered COBRA.

2.1 Short‐Term Disability Insurance Short‐term disability insurance is provided for all employees (regular, temporary and seasonal) at no cost. Short‐term disability insurance is not available for family members. Short‐term disability pays up to 60% of weekly wages with a $200 weekly cap. EMSWCD pays an additional $100 per week through self‐insurance.

EMSWCD will pay for benefits when an employee is on approved short‐term disability. If the employee is not on short‐term disability, EMSWCD will limit the time benefits that will be covered up to 160 hours. Following 160 hours, the Executive Director may decide to extend benefits or make the employee eligible for COBRA.

2.2 Long‐Term Disability Insurance Long‐term disability insurance is provided for regular status employees at no cost. Long‐term disability insurance is not available for family members.

3.0 Flexible Spending Account for Healthcare and Dependent Care EMSWCD will provide employees eligible for health insurance the opportunity to contribute to a Flexible Spending Account/ Dependent Care Account on an annual basis. Under the program, employees can set aside pre‐tax dollars to pay for healthcare and dependent care‐related expenses. Total family limits (for example, if both spouses have separate FSA accounts) apply, but employees may experience no tax savings if a family’s combined contributions reach the maximum. For details, employees are encouraged to seek information directly from the program provider.


49


Page 3 of 4

4.0 Life Insurance EMSWCD provides $50,000 of life insurance to regular status employees who normally work at least 20 hours per week at no cost to employees. Life insurance is not available for family members. Employees may purchase supplemental life insurance through the EMSWCD’s provider. If an employee elects to purchase supplemental insurance through the EMSWCD’s provider, the EMSWCD will contribute 50 percent of the cost of that insurance, up to $50 per month. The remainder will be at the employee’s own expense. Changes to supplemental insurance must be requested in writing no less than 10 days before the end of the pay period to be effective at the start of the following pay period.

5.0 Retirement Investment Plan EMSWCD offers a retirement/deferred compensation plan to regular status employees. The provisions of the retirement plan are as follows:

Employees are not required to make contributions, but may do so voluntarily.

EMSWCD will match the employee’s contribution up to 6 percent of salary/wages. o EMSWCD will not contribute if the employee does not contribute. o Employees may contribute more than 6 percent of their salary/wages, up to the limit

defined by federal tax law.

Investment decisions for both employer and employee contributions into a given employee’s account are made by the employee. Requests for changes in the investment allocations are made directly with the plan administrator.

Employees may request changes in the percentage or dollar amount of their voluntary payroll contributions as often as they wish. Change requests should be submitted in writing to the staff person responsible for EMSWCD payroll. The EMSWCD match will be changed accordingly.

There is no waiting period. Employer and employee contributions may be made from the date of hire.

Employee and employer contributions are 100 percent vested from the date of hire.

All regular status full‐time and part‐time employees are eligible to participate in the retirement plan and have employer contributions made to their accounts. There is no minimum “hours per week” requirement. Temporary and seasonal employees are not eligible.

When an employee leaves the EMSWCD, the employer contribution remains in the employee’s account.

Additional information and enrollment materials for both the retirement/deferred compensation plan are available from the Office Manager.

6.0 Employee Wellness EMSWCD supports and promotes employee and Board member efforts to create and maintain a healthy balance between work life and home life. In addition, whether at work or home, EMSWCD encourages all employees and Board members to care for their own physical, mental, and spiritual health in manners that best suit them as individuals. To this end, EMSWCD provides qualifying employees with quality health care insurance options that include access to numerous resources and programs, including:

Libraries of health‐related publications and articles, videos, and podcasts;


50


Page 4 of 4

Health symptom checker, calculators, quizzes, and risk assessment tools;

Healthy living guidance on a range of topics, including, fitness, mental health, nutrition, smoking cessation, stress management, and weight management;

Specific health‐related guidance for children, men, women, and older adults;

Classes on topics such as cancer, childbirth, smoking cessation, Pilates, and yoga;

Access to the Active&Fit Direct Program, LifeBalance Program, and ChooseHealthy Program that provide discounts on recreational and cultural activities, gym memberships, acupuncture, massage therapy, and wellness products; and

Access to the “Fit Together” program that provides classes, events, nutritional guidance, care management, and health coaching. 2

In addition to the above benefits, EMSWCD will continue to research how other entities incentivize their employees and Board members to maintain and improve their physical, mental, and spiritual health. Employee wellness benefits may be expanded after the additional research, employee consultation, and Personnel Committee deliberation and agreement are achieved.

7.0 Commuting and Transportation As a means to reduce EMSWCD’s collective carbon footprint and reduce local traffic, EMSWCD encourages employees and Board members to use public transportation, car‐pooling, and non‐carbon power generated transportation (i.e., walking, cycling, electric vehicles) to and from work and in their personal lives as well. Portland and the immediate region has an extensive public transportation system (TriMet3) that is available to all employees and Board members. Additionally, when appropriate and with supervisor’s permission, employees may consider occasionally working from home to eliminate their contribution to traffic all together (see Policy 1.1.6). EMSWCD will continue to research how other entities incentivize their employees and Board members to seek alternative transportation options. Employee commuting and transportation benefits may be expanded after the additional research, employee consultation, and Personnel Committee deliberation and agreement are achieved.

2 As of May 30, 2018, these benefits can be accessed at:

https://oregon.providence.org/

https://healthplans.providence.org/members/tools‐for‐health/ 3 See: https://trimet.org/


51

Budget Calendar Fiscal Year 2020-2021 East Multnomah Soil and Water Conservation District 1/27/2020

Page 1 of 2

Contact: Dan Mitten, Chief of Finance & Operations; Phone: 503-935-5353; Email: [email protected]

Actions 2020

Formal Action Required Jan Feb Mar Apr May Jun

1 Draft budget calendar is sent to TSCC 17

There is no requirement for the governing body to formally approve the budget calendar…. Budget Manual for Local Gov’ts. in Multnomah Co., p. 9.

2 Regular District Board meeting, 6:00 PM at 5211 N Williams Ave. 3 1. Board appoints budget

officer.2. Budget calendar is adopted.

3 Budget officer with staff prepares draft budget and budget message for Budget Committee review. 4-> <-1

4

Legal notice is published of Budget Committee’s first meeting. Notice is also posted on website to meet notification guidelines. Includes notice that public testimony will be taken at the second meeting but not the first one and other required information listed in Budget Manual for Local Gov’ts in Multnomah Co., p. 42-43.

12

5

First meeting of the Budget Committee at 4:00 PM at 5211 N Williams Ave – Immediately prior to Regular District Board Meeting No public comment will be taken at this meeting. Copies of proposed budget will be made available to public at the meeting and thereafter in the District office.

2

4:00-6:00 PM

1. Appoint the presiding officer2. Receive the budget message

and draft budget.3. Establish procedures for

receiving public testimony.4. Review proposed budgetand request changes.

6 Budget officer works with staff to revise the budget. 3-> <-31

7 Legal notice is published of the Budget Committee’s second meeting. Notice is also posted on website to meet notification guidelines. 18

8

Second meeting of the Budget Committee at 4:00 PM at 5211 N Williams Ave. – Immediately prior to Regular District Board Meeting Copies of revised budget will be made available to public at the meeting and thereafter in the District office.

6

4:00-6:00 PM

1. Public questions andcomments will be taken atthis meeting.

2. Review revised budget andrequest any additional revisions.

9 Budget officer works with staff to prepare final budget for Budget Committee approval.

7-> <-3

10 Legal notice is published of the Budget Committee’s third meeting. Notice is also posted on website to meet notification guidelines (notice of the TSCC hearing on May 19th will also be published at this time on the website).

15


52

Budget Calendar Fiscal Year 2020-2021 East Multnomah Soil and Water Conservation District 1/27/2020

Page 2 of 2

Actions 2019

Formal Action Required Jan Feb Mar Apr May Jun

11

Final meeting of the Budget Committee at 5:00 PM at 5211 N Williams Ave. – immediately prior to Regular District Board Meeting Copies of latest revised budget will be made available to public at the meeting and thereafter in the District office. Public comment will not be taken at this meeting.

4

5:00-6:00 PM

1. Review final changes to budget. 2. Resolution to approve budget. 3. Resolution setting maximum tax

levy.

12 Budget officer will submit approved budget to TSCC. Include all documents outlined in Budget Manual for Local Gov’ts. in Multnomah Co., p. 48.

5

13 Publish legal notice one time announcing the TSCC public hearing and including the budget summary in The Oregonian. Must include the required information listed in Budget Manual for Local Gov’ts. in Multnomah Co., p. 51.

6

14 TSCC budget hearing at 3:30pm – 5211 N Williams Ave 19

1. The District presents an overview of the budget and responds to questions from the Commissioners and the public.

2. The Commission receives testimony from any persons present.

15 TSCC will send certification letter and any concerns to District Board. 20-31

16 Regular District Board meeting 6:00 PM at 5211 N Williams Ave.

1 *

1. Consider public testimony given at the TSCC hearing.

2. Respond to TSCC certification letter.

3. Adopt the budget. 4. Make appropriations. 5. Declare and categorize taxes. 6. Approve BC#3 meeting minutes. * Deadline for Board to adopt the budget is June 30.

17 Adopted budget is sent to TSCC within 30 days of adoption. Adopted budget is sent to Shelly Shelton &/or Larry Steele at Multnomah County Tax Assessor’s office.

2-30


53

12:41 PM 01/22/20 Accrual Basis

EMSWCD

Balance Sheet Prev Year Comparison As of December 31, 2019

Dec 31, 19 Dec 31, 18 $ Change % Change

ASSETS

Current Assets

Checking/Savings

1000 · Beneficial checking 108,298.61 8,751.91 99,546.70 1,137.43%

1010 · LGIP savings acct #1 12,087,087.00 10,802,070.49 1,285,016.51 11.9%

Total Checking/Savings 12,195,385.61 10,810,822.40 1,384,563.21 12.81%

Accounts Receivable

1200 · Accounts Receivable

1205 · Property Taxes Receiveable 147,952.26 257,510.88 -109,558.62 -42.55%

1200 · Accounts Receivable - Other 4,546.34 1,419.48 3,126.86 220.28%

Total 1200 · Accounts Receivable 152,498.60 258,930.36 -106,431.76 -41.1%

Total Accounts Receivable 152,498.60 258,930.36 -106,431.76 -41.1%

Other Current Assets

1300 · Prepaid Expense 1,157.68 1,014.89 142.79 14.07%

Total Other Current Assets 1,157.68 1,014.89 142.79 14.07%

Total Current Assets 12,349,041.89 11,070,767.65 1,278,274.24 11.55%

Fixed Assets

1500 · Fixed Assets

1501 · Fixed Assets Cost 236,365.60 223,722.60 12,643.00 5.65%

1502 · Accumulated Depreciation -188,564.89 -148,804.18 -39,760.71 -26.72%

Total 1500 · Fixed Assets 47,800.71 74,918.42 -27,117.71 -36.2%

1600 · Building

1601 · Building Cost 494,516.42 494,516.42 0.00 0.0%

1602 · Accum Depreciation Building -192,005.43 -175,521.55 -16,483.88 -9.39%

1605 · Building/Capital Improvements 1,067,658.95 983,409.42 84,249.53 8.57%

1606 · Accum Depreciation Improvements -204,770.62 -171,707.08 -33,063.54 -19.26%

Total 1600 · Building 1,165,399.32 1,130,697.21 34,702.11 3.07%

1700 · Land 4,564,541.99 4,356,745.00 207,796.99 4.77%

Total Fixed Assets 5,777,742.02 5,562,360.63 215,381.39 3.87%

TOTAL ASSETS 18,126,783.91 16,633,128.28 1,493,655.63 8.98%

Page 1 of 5


54


EMSWCD

Balance Sheet Prev Year Comparison As of December 31, 2019

Dec 31, 19 Dec 31, 18 $ Change % Change

LIABILITIES & EQUITY

Liabilities

Current Liabilities

Accounts Payable

2000 · Accounts Payable 40,688.38 28,346.50 12,341.88 43.54%

Total Accounts Payable 40,688.38 28,346.50 12,341.88 43.54%

Other Current Liabilities

2105 · FSA Liabilities 1,141.63 0.00 1,141.63 100.0%

2400 · Security Deposits Returnable 2,700.00 2,700.00 0.00 0.0%

2100 · Payroll Liabilities -3,411.07 -908.50 -2,502.57 -275.46%

2110 · Direct Deposit Liabilities 64.16 -48.00 112.16 233.67%

2150 · Accrued Compensated Absences 99,287.23 82,973.67 16,313.56 19.66%

Total Other Current Liabilities 99,781.95 84,717.17 15,064.78 17.78%

Total Current Liabilities 140,470.33 113,063.67 27,406.66 24.24%

Total Liabilities 140,470.33 113,063.67 27,406.66 24.24%

Equity

3900 · Retained Earnings-Unrestricted 8,074,796.60 7,370,978.74 703,817.86 9.55%

3950 · Board Designated Restrictions

3951 · Land Conservation Fund 6,864,195.81 6,275,739.81 588,456.00 9.38%

3952 · Projects & Cost Share 1,073,510.32 1,160,839.32 -87,329.00 -7.52%

Total 3950 · Board Designated Restrictions 7,937,706.13 7,436,579.13 501,127.00 6.74%

Net Income 1,973,810.85 1,712,506.74 261,304.11 15.26%

Total Equity 17,986,313.58 16,520,064.61 1,466,248.97 8.88%

TOTAL LIABILITIES & EQUITY 18,126,783.91 16,633,128.28 1,493,655.63 8.98%

Page 2 of 5


55


EMSWCD

Profit & Loss Budget Performance July through December 2019

Jul - Dec 19 YTD Budget $ Over Budget% of

Budget Annual Budget

Income4000 · Income

4100 · EMSWCD prop'ty tax 4,672,506.65 4,597,000.00 75,506.65 101.64% 4,951,238.00

4500 · Interest 124,672.51 86,002.00 38,670.51 144.97% 172,000.00

4600 · Grants

4620 · State 54,154.75 54,155.00 -0.25 100.0% 83,315.00

4660 · Other 0.00 25,000.00 -25,000.00 0.0% 25,000.00

Total 4600 · Grants 54,154.75 79,155.00 -25,000.25 68.42% 108,315.00

4800 · Rental Income 25,302.38 26,958.00 -1,655.62 93.86% 47,300.00

4900 · Misc Income

4910 · Refunds/Rebates/Reimbsmnts 7,896.30 26,500.02 -18,603.72 29.8% 29,000.00

Total 4900 · Misc Income 7,896.30 26,500.02 -18,603.72 29.8% 29,000.00

Total 4000 · Income 4,884,532.59 4,815,615.02 68,917.57 101.43% 5,352,853.00

Total Income 4,884,532.59 4,815,615.02 68,917.57 101.43% 5,352,853.00

Gross Profit 4,884,532.59 4,815,615.02 68,917.57 101.43% 5,352,853.00Expense

5000 · Payroll Expenses

5100 · Salaries & Wages 809,941.53 826,733.02 -16,791.49 97.97% 1,658,964.00

5200 · Payroll Taxes 74,235.33 78,175.93 -3,940.60 94.96% 156,352.00

5300 · Wkrs Comp Insurance 17,805.61 18,625.00 -819.39 95.6% 18,625.00

5400 · Emp Benefits 173,734.15 205,463.04 -31,728.89 84.56% 410,926.00

Total 5000 · Payroll Expenses 1,075,716.62 1,128,996.99 -53,280.37 95.28% 2,244,867.00

6000 · Professional Services

6005 · Contracted Bkkpr/Acctant 10,500.00 10,500.00 0.00 100.0% 21,000.00

6010 · Contracted Audit Services 5,350.00 5,100.00 250.00 104.9% 5,100.00

6020 · Contracted Attorney 4,698.30 88,752.00 -84,053.70 5.29% 177,500.00

6050 · Contracted Services 385,329.35 514,901.98 -129,572.63 74.84% 900,190.00

6065 · Contracted IT Support 7,686.25 10,500.00 -2,813.75 73.2% 21,000.00

Total 6000 · Professional Services 413,563.90 629,753.98 -216,190.08 65.67% 1,124,790.00

6100 · Admin

6110 · Audit Filing Fee 250.00 250.00 0.00 100.0% 250.00

6120 · Bank Charges 95.61 225.02 -129.41 42.49% 450.00

6130 · Bulk Mail Permit Renewal 235.00 250.00

6140 · Payroll Svcs 238.00 0.00 238.00 100.0% 0.00

6150 · Licenses & Fees 2,724.63 2,175.00 549.63 125.27% 5,350.00

6160 · Taxes 5,903.28 6,007.00 -103.72 98.27% 6,007.00

Total 6100 · Admin 9,446.52 9,907.04 -460.52 95.35% 14,807.00

7100 · Occupancy

7110 · Utilities 12,433.24 13,712.98 -1,279.74 90.67% 26,008.00

7120 · Telecommunications 10,435.10 11,353.98 -918.88 91.91% 22,704.00

7130 · Repairs/Maintenance 6,540.99 10,098.02 -3,557.03 64.78% 22,910.00

Total 7100 · Occupancy 29,409.33 35,164.98 -5,755.65 83.63% 71,622.00

7500 · Insurance

Page 3 of 5


56


EMSWCD

Profit & Loss Budget Performance July through December 2019

Jul - Dec 19 YTD Budget $ Over Budget% of

Budget Annual Budget

7540 · Vehicle insurance 149.00 0.00 149.00 100.0% 2,000.00

Total 7500 · Insurance 149.00 0.00 149.00 100.0% 16,000.00

8100 · Office Expenses

8110 · Office Supplies 1,456.88 3,818.00 -2,361.12 38.16% 7,550.00

8115 · Postage, Delivery 1,550.95 3,251.98 -1,701.03 47.69% 5,650.00

8120 · Printing, Copying 18,768.64 23,050.00 -4,281.36 81.43% 32,100.00

8130 · Furnishings & Equipment 4,488.06 20,556.00 -16,067.94 21.83% 33,200.00

Total 8100 · Office Expenses 26,264.53 50,675.98 -24,411.45 51.83% 78,500.00

8200 · Production

8210 · Advertising 291.57 4,425.00 -4,133.43 6.59% 8,400.00

8230 · Signage, Banners, Displays 483.50 4,547.98 -4,064.48 10.63% 9,100.00

8250 · Public Relations Promo 9,221.22 11,249.98 -2,028.76 81.97% 22,500.00

Total 8200 · Production 9,996.29 20,222.96 -10,226.67 49.43% 40,000.00

8500 · Programs & Projects

8505 · Dues 6,884.31 5,524.98 1,359.33 124.6% 10,425.00

8506 · Subscriptions 13,007.59 16,677.04 -3,669.45 78.0% 29,898.00

8510 · Contracts w/ Partners/Lndownrs 10,104.66 60,500.02 -50,395.36 16.7% 121,000.00

8520 · Grants to Others 1,091,769.17 700,681.00 391,088.17 155.82% 1,376,362.00

8530 · Program Supplies 24,199.16 37,248.00 -13,048.84 64.97% 86,359.00

8540 · Plants & Materials 2,370.00 0.00 2,370.00 100.0% 20,000.00

8560 · Space Rental 1,189.17 2,364.02 -1,174.85 50.3% 5,098.00

8570 · Equip Rental 300.62 2,024.98 -1,724.36 14.85% 9,150.00

8580 · Vehicles Rent/Lease 5,184.66 11,415.98 -6,231.32 45.42% 22,832.00

Total 8500 · Programs & Projects 1,155,009.34 836,436.02 318,573.32 138.09% 1,681,124.008600 · Training

8610 · Training/Development Staff 6,834.30 7,424.02 -589.72 92.06% 19,250.00

Total 8600 · Training 6,834.30 10,924.04 -4,089.74 62.56% 26,250.00

8700 · Travel

8730 · Out of Town Travel- Staff 2,702.84 4,905.04 -2,202.20 55.1% 11,860.00

8740 · Out of Town Travel - Board 500.00 2,000.02 -1,500.02 25.0% 4,000.00

8750 · Local Mlg, Pkg, Bus - Staff 3,036.97 5,372.96 -2,335.99 56.52% 11,000.00

Total 8700 · Travel 6,239.81 12,528.00 -6,288.19 49.81% 27,360.00

8800 · Volunteers

8810 · Volunteer Recog 1,110.33 4,352.02 -3,241.69 25.51% 10,925.00

8820 · Vol Refreshments 2,709.10 5,960.00 -3,250.90 45.46% 13,020.00

Total 8800 · Volunteers 3,819.43 10,312.02 -6,492.59 37.04% 23,945.00

9000 · Capital Outlay

9010 · Office/Field Equipment 12,041.87 11,500.00 541.87 104.71% 18,500.00

9020 · Vehicles 57,050.30 57,500.00 -449.70 99.22% 57,500.00

9030 · Improvements On Real Property 105,180.50 128,165.02 -22,984.52 82.07% 323,040.00

Total 9000 · Capital Outlay 174,272.67 3,197,165.02 -3,022,892.35 5.45% 7,683,671.00

Total Expense 2,910,721.74 5,942,087.03 -3,031,365.29 48.99% 13,032,936.00

Net Ordinary Income 1,973,810.85 -1,126,472.01 3,100,282.86 -175.22% -7,680,083.00

Net Income 1,973,810.85 -1,126,472.01 3,100,282.86 -175.22% -7,680,083.00

Page 4 of 5


57


EMSWCD

Profit & Loss by Class July through December 2019

Finance & Operations Rural Lands

Urban Lands

Conservation Legacy HIP Grants Fund

Land Conservation

Fund TOTAL

Ordinary Income/Expense

Income

4000 · Income 4,763,936.33 29,160.00 0.00 14,558.00 13,057.38 10,242.79 53,578.09 4,884,532.59

Total Income 4,763,936.33 29,160.00 0.00 14,558.00 13,057.38 10,242.79 53,578.09 4,884,532.59

Gross Profit 4,763,936.33 29,160.00 0.00 14,558.00 13,057.38 10,242.79 53,578.09 4,884,532.59

Expense

5000 · Payroll Expenses 248,844.65 349,092.59 198,809.74 182,369.25 96,600.39 0.00 0.00 1,075,716.62

6000 · Professional Services 94,180.42 126,353.39 159,602.59 26,968.00 6,459.50 0.00 0.00 413,563.90

6100 · Admin 2,600.43 0.00 0.00 5,560.04 1,286.05 0.00 0.00 9,446.52

7100 · Occupancy 9,880.87 2,289.66 1,142.76 784.70 15,311.34 0.00 0.00 29,409.33

7500 · Insurance 149.00 0.00 0.00 0.00 0.00 0.00 0.00 149.00

8100 · Office Expenses 3,689.23 4,249.14 16,665.97 1,660.19 0.00 0.00 0.00 26,264.53

8200 · Production 995.98 0.00 8,172.75 192.00 635.56 0.00 0.00 9,996.29

8500 · Programs & Projects 10,207.18 10,932.05 3,938.74 9,363.04 18,694.50 601,873.83 500,000.00 1,155,009.34

8600 · Training 2,680.09 1,830.44 1,317.00 681.00 325.77 0.00 0.00 6,834.30

8700 · Travel 1,121.33 1,733.47 704.35 423.21 2,257.45 0.00 0.00 6,239.81

8800 · Volunteers 3,493.16 30.35 0.00 45.35 250.57 0.00 0.00 3,819.43

9000 · Capital Outlay 78,650.30 0.00 0.00 15,230.50 80,391.87 0.00 0.00 174,272.67

Total Expense 456,492.64 496,511.09 390,353.90 243,277.28 222,213.00 601,873.83 500,000.00 2,910,721.74

Net Ordinary Income 4,307,443.69 -467,351.09 -390,353.90 -228,719.28 -209,155.62 -591,631.04 -446,421.91 1,973,810.85

Net Income 4,307,443.69 -467,351.09 -390,353.90 -228,719.28 -209,155.62 -591,631.04 -446,421.91 1,973,810.85

Amount Appropriated by Program 1,007,471 1,186,644 828,593 544,177 534,058 1,472,362 7,434,631

Percent of Fiscal Year Passed 50% 50% 50% 50% 50% 50% 50%

45.3% 41.8% 47.1% 44.7% 41.6% 40.9% 6.7%

Budget by Program (as of 12/31/19) 502,033 571,937 508,934 273,656 249,347 736,181 3,075,000

90.9% 86.8% 76.7% 88.9% 89.1% 81.8% 16.3%

Special FundsGeneral Fund

Percentage of Appropriation Spent

Percentage of Appropriation Spent (12/31/19)

Page 5 of 5


58

Aaron Guffey switch to half time employment East Multnomah Soil and Water Conservation District 1/27/2020

Page 1 of 2

Rural Lands Senior Conservation Specialist Switch to Half Time Employment

Introduction Aaron Guffey was on parental leave from September 2018 through August 2019, during which time he was working half time (20 hours a week). In July of 2019, Aaron requested that his employment status with EMSWCD be changed permanently to half time.

After discussion internally and with the Board, the decision was made to delay making this determination regarding the possible half time status of the position, pending an assessment of the capacity requirements of the Rural Lands Program and the cost and other implications to EMSWCD of accommodating Aaron’s request.

In the meantime, Aaron was approved for additional supplemental parental leave, unpaid, at 20 hours a week for six months, from September 1, 2019 until March 1, 2020. Aaron’s employment status with EMSWCD remains as a regular full‐time employee.

This analysis is intended to provide information to the Board about the impact of a permanent change to half time. The assumption is that the decision on half time is separate from the decision on what to do with the other 0.5 FTE. Rural Lands does not assume that the funding for the other 0.5 FTE remains in the program, or that it will be used for personnel. The recommendation is that the issue of what to do with the 0.5 FTE be part of a broader discussion of the needs of the organization as part of a future planning and budgeting process.

Impacts to the Rural Lands Program Aaron began working at EMSWCD in 2006. During his tenure, he has had many different roles including mapping garlic mustard, presenting workshops, leading StreamCare in Johnson Creek and Big Creek, technical assistance to landowners, the culvert replacement at Headwaters, and cost share project implementation. Currently, his focus is on working with nurseries to reduce erosion. He has invested significant time to develop both relationships with nursery owners/managers and a better understanding of the opportunities to change practices. The investment of time and effort is paying off in that EMSWCD is doing more projects with more nurseries than ever before.

During the 2018‐19 fiscal year, Aaron used paternity leave in the form of working 20 hours per week and taking 20 hours of leave without pay per week. This year of work at half time demonstrates the likely pace and productivity of future work if the permanent change is approved. In order to allow him to focus on the work with nurseries, his time spent on other work and partnerships was assigned to other staff, and these staff have the capacity to continue this work if Aaron remains half time. While working half time, Aaron’s work with nurseries included the successful installation of a complex project to manage run off on a site adjacent to Johnson Creek as well as two other cost share projects, one of which was implemented during FY18‐19 and the other in July 2019.

Demand for technical/financial assistance from the nursery industry has increased over the past couple of years but is still relatively low. There is an ongoing need for continued relationship building with individual nurseries and with the industry as a whole. Aaron was able to do both and meet the demand for assistance while working half time. One potential cost of keeping the position half time is that he would not be able to accommodate any future increase in demand. Other Rural Lands staff could potentially shift from other work to meet the demand, or a waiting list would need to be developed.


59

Aaron Guffey switch to half time employment East Multnomah Soil and Water Conservation District 1/27/2020

Page 2 of 2

Given that EMSWCD staff have tried many different methods of increasing demand from the agricultural sector over the years, it is unlikely that a sudden increase would occur. If it does happen, overall it would be a positive problem and something the organization could adapt to as necessary.

Another cost to EMSWCD relates to medical, dental, and life insurance. Per EMSWCD policy half time staff that work a minimum of 20 hours a week are eligible for full coverage. Currently, the monthly and annual cost to EMSWCD are as follows:

Employee/month Emp+Family/month Emp Annual E+F Annual

Medical $ 600.85 $ 1,601.25* $ 7,210.20 $ 19,215.00*

Dental $ 52.15 $ 173.25 $ 625.80 $ 2,079.00

Life Ins $ 12.50 $ 12.50 $ 150.00 $ 150.00

Annual Cost to EMSWCD $ 7,986.00 $ 21,444.00

* This does not include the employee contribution to the cost of family coverage.

Subject to the determination of future needs of the organization, if the EMSWCD Board decides to use the 0.5 FTE to hire additional staff at a minimum of 20 hours per week, the annual benefits costs above would apply to both half time positions. The actual amount would depend on whether the coverage was only for the employee or for the employee plus family. In addition, there is the cost in staff time of providing supervision and administrative support for two half time employees versus one full time.

There is also a cost to EMSWCD and the Rural Lands Program if the change to half time is not approved and Aaron decides to terminate his employment. EMSWCD has invested in training for Aaron as well as a significant amount of time to develop relationships with nurseries. In addition, he came to EMSWCD with a background in engineering and hydrology that has helped EMSWCD take on complex projects and has proved to increase his credibility with nursery owners/managers. This may be a difficult skill set to replace. The loss of his experience, expertise, and connections in the nursery industry could slow down the work with nurseries to the degree that momentum is lost.

Recommendation: Given the current moderate level of demand for technical and cost share assistance from the nursery industry, as well as the significant effort Aaron has put into building relationships with the nursery stakeholders in the EMSWCD service area, staff recommends changing Aaron’s employment with EMSWCD to half time at 20 hours per week.

The staffing needs in the Rural Lands Program and across the organization can be re‐evaluated should levels of demand for technical assistance change or as other priorities for EMSWCD are determined.


60

Funding Request: Columbia Slough Visioning

Board Request: Board approval for Interim ED to transfer $15,000 through an IGA, or alternate appropriate legal

mechanism, to Multnomah County Drainage District (MCDD) for the purpose of developing a Columbia Slough

Vision.

‐‐‐

Project Purpose: To develop a long‐range vision for environmental quality in the Columbia Slough through a

collaborative and inclusive stakeholder process.

Project Description: Multnomah County Drainage District will engage a consultant to support design and

facilitation of a process to engage stakeholders from the Columbia Slough to develop a shared vision for what

the waterway could be in the next 50 years.

Funds would be used to support some combination of a) participant stipends and costs associated with hosting

inclusive meetings (e.g., translation services, child care); and b) consulting services for process design, process

facilitation, and product development. For a detailed project description, see the full project concept.

The project is estimated to cost MCDD approximately $50,000‐ $60,000, of which $38,200 is secured. Secured

funding includes $15,000 from the Port of Portland, $13,200 from MCDD, and an additional $10,000 in

estimated MCDD staff time.

Need for Project Activities: Over the next 4‐5 years, MCDD will be transformed into an entirely new special

district with new authority and responsibilities related to flood safety, flood emergencies, environmental

quality, equity, and social justice. An initial board of directors will be appointed to develop that new district in

the spring of 2020. MCDD staff would like to see that board’s deliberations informed by a) a collective vision for

the Columbia Slough; b) an understanding of the roles and resources that jurisdictions and partner organizations

currently play; and c) an understanding of the resources and leadership that stakeholders would like to see the

new district bring to achieving the shared vision.

Connection to EMSWCD Mission: The Columbia Slough is a unique and valuable ecological, recreational, and

cultural resource for District residents. It has also been greatly impacted by over a hundred years of alteration

and industry, including disconnection from the Columbia River through the levee system managed by MCDD. In

recent decades, environmental protection, infrastructure investments, and significant action from the Columbia

Slough Watershed Council and numerous local organizations have begun the healing process. But there is much

more work to be done. An inclusive process and shared vision can a) optimize the impact of MCDD’s new district

toward community priorities for land and water; and b) align otherwise disconnected efforts toward greater

shared impact, including reduced exposure to toxic substances and greater improvements in water quality,

recreation opportunity, and wildlife habitat.

Budget Implications: Funds would be drawn from the existing EMSWCD budget at the discretion of the Interim

Executive Director and Chief of Finance. In the past, “Strategic Conservation Investments” (or SCI) grants, were

drawn from the general fund contingency line item. Under that scenario, the “cost” would come in replenishing

the contingency with the next budget cycle.


61

Project Concept: Columbia River Slough Shared Vision

MCDD has an interest in supporting the development of a vision for the Columbia River Slough that a) can guide

the development of the new Urban Flood Safety & Water Quality District and b) brings together the values and

perspectives of our many partners doing environmental, resource management, restoration, or related work in

this watershed. This memo was developed to articulate what it might look like to do that and get feedback from

some of the potential participants and stakeholders for it. It should be considered a draft.

Part I. What and Why?

I. Objectives‐ Develop a shared idea of what the Columbia River Slough could look like in ~50 years

‐ Inform the Initial Board for the new ‘urban water quality and flood control district’ from SB431

(hereafter, “new district”) as they make decisions shaping the form, priorities, and funding

structure of that new district.

‐ Identify opportunities to coordinate near term investments from multiple parties to complete

larger and/or more broadly beneficial environmental projects.

II. Desired Outcomes and ProductsDesired Outcome Likely Products

Participation in the process develops and/or reinforces trusting relationships between organizations working in the Slough

Process design centering inclusive process and best practices for advancing equity

The initial board of directors for the new district has information that they can use to determine the role of that new entity by clarifying what our partners are doing, where MCDD can add value, how to deliver environmental uplift that the community and our partners agree on

Written “vision” document and visualcontent that defines what we are aimingat as a community

Summary of local funding and technicalassistance resources that contribute toachieving the vision ‐ which munis andagencies are doing what and towardwhich objectives.

White paper on participantrecommendations related environmentalrole of new district

Summary of short‐term projectopportunities (mitigation and voluntary)

Municipal and philanthropic funders align funding priorities with the shared vision

Small investments are adding up to larger, more holistic projects


62

III. Scope We anticipate the vision will describe desired outcomes related to topics below, while recognizing

that in any collaborative process, the scope may change to meet the needs of the participants.

‐ Environmental justice

‐ Public health, as it relates to

environmental quality and outdoor

access

‐ Water quality

‐ Wildlife habitat

‐ Recovery for sensitive species

‐ Recreation access

We do not anticipate the vision will be driven by outcomes related to economic development,

transportation planning, or levee certification, though they are likely to be part of the discussion.

IV. Participants & Stakeholders Additional suggestions are welcome to expand this list, though we will eventually want to

differentiate those who are interested and able to participate from those who want to stay

informed but can’t commit time.

‐ Cities of Gresham, Fairview,

Troutdale, Wood Village, Portland

‐ Multnomah County Drainage District

‐ East Multnomah Soil and Water

Conservation District

‐ NAYA

‐ Wisdom of the Elders

‐ Verde

‐ Portland Audubon Society

‐ Intertwine Alliance

‐ Oregon Public Health Institute and/or

Oregon Healthy and Outdoor

Initiative

‐ Vanport Mosaic

‐ Port of Portland

‐ The Nature Conservancy

‐ Oregon DEQ

‐ Oregon ODFW

‐ New District Initial Board

‐ Oregon Watershed Enhancement Board

‐ Coalition of Communities of Color

‐ Columbia Slough Watershed Council

‐ Columbia Riverkeeper

‐ Neighborhood associations

‐ Metro

‐ Opal Environmental Justice

‐ US EPA

V. Total Budget We anticipate a total budget of approximately $60,000 will be required for the facilitation and

support of this process, including the development of the vision document and other shared

products. A more detailed budget estimate will be available after a consultant is identified to

support MCDD staff.

Line Item Budget

Multnomah County Drainage District Staff (~200 hours) $10,000

Consulting ‐ Facilitation and process support $40,000

Meeting support and participant stipends $10,000

TOTAL $60,000

VI. Fundraising Status Funds from MCDD, Levee Ready Columbia partnership, and the Port of Portland are secured. Funds

will be requested from EMSWCD and the City of Portland, Bureau of Environmental Services.


63

Funder Value Status

MCDD (staff time) $10,000 Confirmed

MCDD (contractor funds) $8,200

Levee Ready Columbia $5,000

Port of Portland $15,000

City of Portland, BES $15,000 Requested

EMSWCD $15,000

TOTAL $38,200 confirmed/ $68,200 Requested

VII. Related Efforts ‐ Columbia Slough Watershed Council is going to be doing strategic planning in 2020 with an

OWEB grant. This process will include some community engagement. The watershed council is

interested in coordinating with MCDD to leverage those outreach efforts toward both initiatives

where possible

‐ Levee Ready Columbia will be hosting workshops to scope environmental, cultural, and

recreation‐based enhancements to the levee improvement projects identified for levee

certification. These workshops may be a good way to reach and invite partners for the Slough

vision process.

VIII. Current Status MCDD staff have coordinated with the Columbia Slough Watershed Council and Portland BES on this

project to date. Staff are in the early stages developing an RFQ for consultant services to support

process design, process facilitation, and the development of products. The RFQ will prioritize

experience in developing inclusive process and facilitating conversations related to environmental

justice and equity. When the contractor is brought on, the process will be design in more detail, and

to align with the available budget.


64

DRAFT ARTICLES OF INCORPORATION (Restatement)

These restated articles of incorporation were approved by the membership __________ ___, 2020, having secured the required two-thirds (2/3rds) votes.

Article I – Name

The name of the association shall be the Oregon Association of Conservation Districts, hereinafter referred to as “OACD” or “the association.” OACD is a non-profit corporation filed under Chapter 65 of the Oregon Revised Statutes.

Article II – Registered Office and Agent

The address of the registered office of OACD is 338 Hawthorne Avenue N.E., Salem, Oregon 97301. The name and location of the registered agent shall be filed annually by the association.

Article III – Purpose

The association represents and promotes the interests of the Oregon member soil and water conservation districts (hereafter referred to as conservation districts), local governments formed under Oregon Revised Statutes Chapter 568, and associate members as described under Article IV.

Article IV – Members

Section 1. Voting Members The voting members of OACD shall include one assigned delegate from each member conservation district in good standing.

Section 2. Non-Voting Associate Members Associate membership shall be open to individuals, businesses, associations, or corporations who desire to support and promote OACD’s purposes. Associate members have no vote and must make a required financial contribution.

Article V – Board of Directors and Officers

The board of directors shall consist of nine (9) directors elected by the membership or as appointed by the board as described in the bylaws.

The officers of OACD shall consist of president, vice president, secretary, and treasurer and be appointed by the board. Other positions may be appointed by the board as necessary.

Article VI – Indemnification

OACD shall indemnify its officers and board members as required under ORS 65.394 and 65.401 and for its employees or agents of the corporation as described in ORS 65.387 to 65.411 or subsequent statutory provisions.


65

Article VII – Dissolution

In the event the operation of the association is terminated as described under the bylaws and the existence of the corporation is discontinued, all remaining assets of the association shall be transferred to a 501(c) nonprofit corporation supporting conservation as determined by OACD’s board of directors. Incorporators

We, the undersigned representatives of the association, declare under penalties of perjury, that we have examined the foregoing and to the best of our knowledge and belief, these statements are true, correct, and complete. Officers of the corporation: President: Vice-President: Treasurer: Secretary: Dated this ___day of_______, 2020.


66

board of directors meeting agenda east multnomah soil and ...€¦ · board of directors meeting...

Documents