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USDA [Department of Agriculture]/AmeriCorps - Clinton Library Copies - FY95 National Civilian Conservation Corps [Folder 2] [2]
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348833501
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USDA [Department of Agriculture]/AmeriCorps - Clinton Library Copies - FY95 National Civilian Conservation Corps [Folder 2] [2]
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FOIA Number: 2013-0661-F
(3)
FOIA
MARKER
This is not a textual record. This is used as an
administrative marker by the William J. Clinton
Presidential Library Staff.
Collection/Record Group:
Clinton Presidential Records
Subgroup/Office of Origin:
Americorps
Series/Staff Member:
General Files
Subseries:
OA/ID Number:
24224
FolderID:
Folder Title:
USDA [Department of Agriculture]/AmeriCorps - Clinton Library Copies - FY95 National Civilian
Conservation Corps [Folder 2] [2]
Stack:
Row:
Section:
Shelf:
Position:
S
66
1
3
3
Joel-
Any word on the vehicles for the Northest
Servin Aeadem? Did you get the letal
co.ed you? How can Hatfield help?
No
match
Terry Russel
An Americorps Program
Administered by:
Educational Service District 112
NorthWest Service
2500 NE 65th Avenue
Academy
Vancouver, WA 98661
"Learning civic responsibility by providing service to the community and the environment."
AmeriCorps
National Direct
Grant Application
1996-1997
Jon Stewart
Twyla Barnes Ph.D.
Executive Director
Superintendent
Members Installing Gabions to Stablize a Stream Bank
JOELBERG
NWSA Parent Organization # 95-ADNOR005
1996-97 Grant
AMERICORPS NATIONAL DIRECT 1996 RENEWAL GRANT
Northwest Service Academy
Table of Contents
page #
Parent Organization
Parent Organization Title Page
2
Mt. Adams Center Operating Site Title Page
4
Metro Center Operating Site Title Page
6
Green Lights/BPA Operating Site Title Page
8
Certifications and Assurances
10
Parent Organization Progress Report
11
Financial Summary
21
Parent Organization Year 2/3 Plan
22
Parent Organization Budget Form
27
Parent Organization Budget Narrative
29
Mt. Adams Center
Operating Site Title Page
31
Operating Site Assessment Form
33
Progress Report
34
Operating Site Year 2/3 Plan
60
Operating Site Objectives
63
Operating Site Budget Form
66
Operating Site Budget Narrative
68
Metro Center
Operating Site Title Page
78
Operating Site Assessment Form
80
Progress Report
81
Operating Site Year 2/3 Plan
112
Operating Site Objectives
114
Operating Site Budget Form
118
Operating Site Budget Narrative
120
Green Lights/BPA
Operating Site Title Page
123
Operating Site Assessment Form
125
Progress Report
126
Operating Site Year 2/3 Plan
135
Operating Site Objectives
138
Operating Site Budget Form
141
Operating Site Budget Narrative
143
Letters of Support
147
Page 1
96grant.doc
NWSA Parent Organization # 95-ADNOR005
1996-97 Grant
FOR INTERNAL USE
ONLY
PARENT ORGANIZATION TITLE PAGE
1
LEGAL APPLICANT/
PARENT ORGANIZATION:
Educational Service District 112
Program Name:
Northwest Service Academy
Contact person's name/title:
Susan Gilson, Director of Youth Services
Address:
2500 NE 65th Avenue
City, State, Zip Code:
Vancouver, WA 98661-6812
Phone (Voice, Fax):
(360) 750-7500 Fax: (360) 750-9706
2
EMPLOYER ID NUMBER:
91-0847188
3
PROGRAM DIRECTOR:
Jon Stewart, Academy Director
Organization Name:
Northwest Service Academy
Address:
31520 SE Woodard Road
City, State, Zip Code:
Troutdale, OR 97060
Phone (Voice, Fax):
(503) 695-3739 Fax: (503) 695-2296
4
GRANT TYPE:
Operating
Education Awards Only
5
1995 NATIONAL ISSUE
AREA PRIORITIES:
Education
School Success
Public Safety
Community Policing
Victim Assistance
Human Needs
Early Childhood Development
Environment
Neighborhood/Community Environment
6
1994 NATIONAL ISSUE
AREA PRIORITIES:
Public Safety
Violence Prevention
Crime Control
Education
School Readiness
School Success
Environment
Neighborhood Environ.
Natural Environment
Human Needs
Health
Home
Page 2
96grant.doc
NWSA Parent Organization # 95-ADNOR005
1996-97 Grant
7 PARENT ORGANIZATION
BUDGET:
Corporation Requested Funds: $ $2,105
Total Budget: $ $49,764
8
AGGREGATE OPERATING
SITE BUDGETS:
Corporation Requested Funds:
$
$880,054
Total Budget: $ $1,589,775
9
TOTAL BUDGET
Corporation Funds Requested: $
$2,092,029
Total Budget: $ $3,058,751
10 AMERICORPS MEMBERS
# Full-Time:
129
# Part-Time:
1 year 23 900 hrs.
2 year
450 hrs.
3 year
300 hrs.
11
CERTIFICATION
The applicant certifies to the best of his/her knowledge and belief that the data in
this application are true and correct and that the filing of the application has been
duly authorized by the governing body of the applicant and that the applicant will
comply with the assurances required of applicants if funding is approved.
Name:
Twyla Barnes, Ph.D.
Signature: Twyla S. Barner
Title:
Superintendent
Phone number:
(360) 750-7500
Page 3
NWSA Parent Organization # 95-ADNOR005
1996-97 Grant
FOR INTERNAL USE
ONLY
OPERATING SITE TITLE PAGE
1
LEGAL APPLICANT/
PARENT ORGANIZATION:
Educational Service District 112
Program Name:
Northwest Service Academy/Mt. Adams Center
2
OPERATING SITE
ORGANIZATION:
Northwest Service Academy
Contact person's name/title:
Jon Stewart, Academy Director
Address:
31520 SE Woodard Road
City, State, Zip Code:
Troutdale, OR 97060
Phone (Voice, Fax):
(503) 695-3739 Fax: (503) 695-2292
3
SITE DIRECTOR/TITLE:
Jerry Gabay, Center Director
4
GRANT TYPE:
Operating
Education Awards Only
5
1995 NATIONAL ISSUE
AREA PRIORITIES: Education
School Success
Public Safety
Community Policing
Victim Assistance
Human Needs
Early Childhood Development
Environment
Neighborhood/Community Environment
6
1994 NATIONAL ISSUE
AREA PRIORITIES:
Public Safety
Violence Prevention
Crime Control
Education
School Readiness
School Success
Environment
Neighborhood Environ.
Natural Environment
Human Needs
Health
Home
Page 4
96grant.doc
NWSA Parent Organization # 95-ADNOR005
1996-97 Grant
7
POPULATION TO
BE SERVED:
Urban
Rural
Other
Empowerment Zone
Enterprse Community
Population/Community Served:
Serving rural resource dependent communities in
the Mid-Columbia region stretching from the lower
Yakima Valley to Mt. Hood.
P
Primary Congressional
Districts served:
State of Oregon: 2nd District
State of Washington: 4th District, 5th District
8
SITE BUDGETS:
Corporation Requested Funds:
$697,037
Total Budget: $948,516
9
AMERICORPS MEMBERS
# Full-Time:
40
# Part-Time:
1 year
900 hrs.
2 year
450 hrs.
3 year
300 hrs.
Page 5
96grant.doc
NWSA Parent Organization # 95-ADNOR005
1996-97 Grant
FOR INTERNAL USE
ONLY
OPERATING SITE TITLE PAGE
1
LEGAL APPLICANT/
PARENT ORGANIZATION:
Educational Service District 112
Program Name:
Northwest Service Academy/Metro Center
2
OPERATING SITE
ORGANIZATION:
Northwest Service Academy
Contact person's name/title:
Jon Stewart, Academy Director
Address:
31520 SE Woodard Road
City, State, Zip Code:
Troutdale, OR 97060
Phone (Voice, Fax):
(503) 695-3739 Fax: (503) 695-2296
3
SITE DIRECTOR/TITLE:
Joe Parvankin, Center Director
4
GRANT TYPE:
Operating
Education Awards Only
5
1995 NATIONAL ISSUE
AREA PRIORITIES:
Education
School Success
Public Safety
Community Policing
Victim Assistance
Human Needs
Early Childhood Development
Environment
Neighborhood/Community Environment
6
1994 NATIONAL ISSUE
AREA PRIORITIES:
Public Safety
Violence Prevention
Crime Control
Education
School Readiness
School Success
Environment
Neighborhood Environ.
Natural Environment
Human Needs
Health
Home
Page 6
96grant.doc
NWSA Parent Organization # 95-ADNOR005
1996-97 Grant
7
POPULATION TO
BE SERVED:
Urban
Rural
Other
>
Empowerment Zone
Enterprse Community
Population/Community Served:
Serving rural resource dependent communities and
empowerment zones within the Portland/Vancouver
Metropolitan Area.
P
Primary Congressional
Districts served:
State of Oregon: 1st District, 3rd District
State of Washington: 4th District
8
SITE BUDGETS:
Corporation Requested Funds:
$1,186,840
Total Budget: $1,669,988
9
AMERICORPS MEMBERS
# Full-Time:
86
# Part-Time:
1 year
900 hrs.
2 year
450 hrs.
3 year
300 hrs.
Page 7
96grant.doc
NWSA Parent Organization # 95-ADNOR005
1996-97 Grant
FOR INTERNAL USE
ONLY
OPERATING SITE TITLE PAGE
1
LEGAL APPLICANT/
PARENT ORGANIZATION:
Educational Service District 112
Program Name:
Northwest Service Academy/Green Lights BPA
2
OPERATING SITE
ORGANIZATION:
Northwest Service Academy
Contact person's name/title:
Jon Stewart, Academy Director
Address:
31520 SE Woodard Road
City, State, Zip Code:
Troutdale, OR 97060
Phone (Voice, Fax):
(503) 695-3739 Fax: (503) 695-2296
3
SITE DIRECTOR/TITLE:
Cindy Griffin, Center Director
4
GRANT TYPE:
Operating
Education Awards Only
5
1995 NATIONAL ISSUE
AREA PRIORITIES:
Education
School Success
Public Safety
Community Policing
Victim Assistance
Human Needs
Early Childhood Development
Environment
Neighborhood/Community Environment
6
1994 NATIONAL ISSUE
AREA PRIORITIES:
Public Safety
Violence Prevention
Crime Control
Education
School Readiness
School Success
Environment
Neighborhood Environ.
Natural Environment
Human Needs
Health
Home
Page 8
96grant.doc
NWSA Parent Organization # 95-ADNOR005
1996-97 Grant
7
POPULATION TO
BE SERVED:
Urban
Rural
Other
Both rural and urban - public schools, public buildings, and low
income housing in MT, OR, and WA
Empowerment Zone
Enterprse Community
Population/Community Served:
All communities in the States of Montana, Oregon, and
Washington.
P
Primary Congressional
Districts served:
All districts in Montana, Oregon, and Washington
8
SITE BUDGETS:
Corporation Requested Funds:
$206,048
Total Budget: $387,394
9
AMERICORPS MEMBERS
# Full-Time:
3
# Part-Time:
1 year 23 900 hrs.
2 year
450 hrs.
3 year
300 hrs.
Page 9
96grant.doc
NWSA Parent Organization # 95-ADNOR005
1996-97 Grant
CERTIFICATIONS AND ASSURANCES
CERTIFICATION SIGNATURE
Note: This form must be signed and included in the application.
Before signing the certifications, please read certification
instructions.
Signature:
By signing this certification page, the applicant certifies that it will
agree to perform all actions and support all intentions stated in the
certification sections in Part III of this application. The three
certifications are:
Certification: Debarment, Suspension, and Other Responsibility
Matters
Certification: Drug-Free Workplace
Certification: Lobbying Activities
Legal Applicant:
Educational Service District 112
Program Name:
Northwest Service Academy
Name and Title of
Authorized Representative:
Twyla Barnes
Superintendent
Signature: Barnes Date: 4/18/96
ASSURANCES SIGNATURE
Note: This form must be signed and included in the application.
By signing this assurances page, the applicant certifies that it will
agree to perform all actions and support all intentions stated in the
assurances.
Organization Name:
Educational Services District 112
Program Name:
Northwest Service Academy
Name and Title of
Authorized Representative:
Twyla Barnes
Superintendent
Signature: Twylu G. Barnes Date: 4/18/96
Page 10
NWSA Parent Organization # 95-ADNOR005
1996-97 Grant
Northwest Service Academy
PROGRESS REPORT FOR AMERICORPS*NATIONAL
PARENT ORGANIZATION
1.
Grantee Name: Northwest Service Academy
2.
Grant ID #: 95-ADNOR005
3.
Name of person completing this report: Jon Stewart
4.
Position of person completing this report: Executive Director
5.
Telephone number: (503) 695-3739
6.
Fax number: (503) 695-2296
7.
E-mail address (if available): [email protected]
8.
Mark the reporting period to which this form applies:
X Second Progress Report
(3/1/96-3/31/96)
PART I - AGGREGATE PROGRAMMATIC INFORMATION FROM
YOUR AMERICORPS*NATIONAL OPERATING SITES
9.
Aggregate Members and Service Hours (Sum the answers to question 9 from all
Operating Site Reports)
Member Census Questions
Full-time
Part-time
How many AmeriCorps Members was your program
110
0
granted for this year?
How many AmeriCorps Members were enrolled at the
107
0
beginning of the reporting period?
Page 11
96grant.doc
NWSA Parent Organization # 95-ADNOR005
1996-97 Grant
How many new AmeriCorps Members did you enroll
0
5
during this reporting period?
How many of your AmeriCorps Members were in
104
4
service at the close of this reporting period?
How many of your AmeriCorps Members completed
0
0
their term of service during this reporting period?
Since
In this
beginning of
AmeriCorps Members' Hours of Service
reporting
program year
period
Full-time Members
43,829
113,837
Part-time Members
488
488
10.
(a) Please provide estimates of the following information:
In this
Since
Volunteer Generation
reporting
beginning of
period
program year
How many non-AmeriCorps Member volunteers were
1756
3564
involved in AmeriCorps service activities?
How many hours did non-AmeriCorps Members
18,584
27,377
contribute to AmeriCorps service activities during the
reporting period?
Page 12
96grant.doc
NWSA Parent Organization # 95-ADNOR005
1996-97 Grant
10.
(b) Share with us some examples of the service activities that your non-
AmeriCorps Member volunteers participated in during this reporting period.
1.) Certainly the biggest project involved flood relief efforts throughout the NWSA service area.
Whether it was coordinating the filling of sandbags or operating Red Cross Shelters, community
volunteers were an integral part of NWSA Members meeting the critical needs of their
community. Volunteers, crossing diverse age groups and cultural backgrounds, provided unique
opportunities for member exchange as they worked together, side by side.
2.) With many of Members working on recycling, naturescaping and other environmental
projects in the schools, close ties have been developed between many of the students and
individual Members. Although it was a school holiday, on Martin Luther King Day, a half dozen
students from North Clackamas Junior High Schools joined AmeriCorps Members at the
Community Energy Project where Members and community volunteers weatherproofed low
income homes.
3.) Individual volunteers are identified within the site reports, having provided support and
training to our members. People such as the Torgesons, former Peace Corps volunteers helping
with a Habitat for Humanity Project or Orin Pearson, a plant geneticist helping members in the
field are positive examples of this effort.
11.
To the best of your knowledge, are the Members' and Non-AmeriCorps Member
volunteers' numbers and service hours reported in the operating site progress
reports accurate?
X Yes
No
(If you have checked No, please explain in question 17, "Primary Challenges.")
12.
To the best of your knowledge, do the Members' service hours reported in the
operating site progress reports reflect adequate progress toward completion of
required service hours?
X Yes
No
(If you have checked No, please explain in question 17, "Primary Challenges.")
13.
Summary of Progress this Reporting Period Toward Accomplishing Annual
Objectives: * Please note this Parent Report does not include activities of the
Green Lights Project which is still reported by the E.P.A, their parent organization
for this fiscal year.
(a) Community Service Objectives:
This quarter NWSA AmeriCorps Members
Restored Northwest Streams by:
Re-routing and stabilizing 820 feet of trails obliterated by mud slides;
Page 13
96grant.doc
NWSA Parent Organization # 95-ADNOR005
1996-97 Grant
Constructing and repairing over 50 water bars to keep rainfall from collecting on trails;
Distributing 500 neighborhood flyers warning residents of water contamination;
Constructing 6000 feet of riparian cattle fence;
Re-routing a 500 foot stream section to control soil erosion;
Educating community members about urban streams and watersheds;
Constructing 6 - 30 ft. sediment dams, enabling restoration to the White Salmon River Basin;
Rebuilding a 3/4 mile fence to protect a local water resource;
Cleaning over 2500 fish incubation trays enabling a salmon hatchery to meet sanitation
codes.
Renewed Northwest Forests by:
Documenting rare species occurrence in the Hood River and Bull Run Ranger Districts;
Editing 18 vegetation type maps using aerial photos;
Providing Wilderness Education Outreach to scouts and other recreation groups;
Updating stream maps and watershed lines;
Tracking and monitoring winter wildlife utilizing track plate and camera stations;
Documenting over 70 squirrel nesting areas ensuring safe habitats free from future logging;
Providing maintenance and safety information at public sno-parks;
Surveying 15 winter roads for erosion and water damage;
Making 100 road signs to re-route traffic during flood damage.
Managing and providing winter safety patrols on half a dozen cross country ski trails in the
Mt. Adams basin.
Rebuilt Northwest Communities by:
Educating student and teacher groups on species habitats and naturescaping activities;
Implementing environmental classes and clubs on recycling, ecology and personal
growth for local schools;
Providing well over 2000 hours of flood relief work to NW communities; developing and
managing shelters, managing communications, sandbagging rivers, assessing damage and
performing clean-up;
Assembling 1000's of outreach packets containing safe sex material for a local AIDs Project;
Providing classroom support through tutoring and mentoring children in local schools;
Conducting 4 bike safety classes and a rodeo to five inner city schools;
Assisting over 1200 people in spotting whales and answering questions at two whale watch
sites at the coast;
Working side by side with children and teachers in creating an interpretive trail for children
to use as an outdoor classroom
13.
(b) Community Building/Strengthening Objectives:
The NWSA's three Community Building/Strengthening goals include:
Involving Members And Staff In Service Learning Activities; Collaborating with Local
Communities; and Empowering Young Adults.
Page 14
96grant.doc
NWSA Parent Organization # 95-ADNOR005
1996-97 Grant
The recent NW Flood provided a serious but unique opportunity to draw upon the skill and effort
of each member. The call to action highlighted individual and team leadership and brought
together elements of all three goals. Members worked closely with Red Cross volunteers and
local agencies in setting up all aspects of relief efforts from setting up shelters to helping
households in Vernonia clean-up their homes and businesses. Members selflessly contributed
non-service hours and demonstrated a relentless mission "to get things done."
"BearGrass, A Naturalist Writers Workshop," provides another great example of blending the
three goals. Members planned, organized and carried out all aspects of the event. The economic
boost provided to the community by involving local writers in the workshop and utilizing the
local inns and restaurants affected good community support and collaboration.
13.
(c) AmeriCorps Member Development Objectives:
Because of the residential vs. non-residential nature of our two sites, each center has developed
their own structure in meeting the development needs of its members. Each center engages
various committees to address the varying interests and pursuits of its members. A common
thread is the personal responsibility of members for their own well-being and that of its team or
community. Also common to both sites are the three member development objectives highlighted
below. Significant activities or trainings that took place this quarter are listed beneath each goal.
These activities are explained further in the site reports. Aside from formalized classes and
events, member development objectives are met in the field under the conditions of direct service
projects and are documented elsewhere in individual development plans.
(1) Promoting Civic Responsibility And Environmental Stewardship
Introduction to Salmon Issues - Metro Community Learning Day (CLD).
Environmental Trainings - Project Learning Tree -Metro CLD
Naturescaping and Wildlife Tracking Class - Metro
Project Action Team - On-going committee- Metro
Outreach Committee - On-going committee- metro
Bear Grass Writers Workshop (Member driven - Mt. Adams)
Winter Survival Skills -Mt. Adams CLD
Naturescaping and Project Wild classes - Mt. Adams
(2) Developing Leadership Skills
Disaster Relief Debrief - Metro CLD
Flood Debrief Day - Mt. Adams
Steering Committee - On-going committee - Metro
Feedback and Continuous Improvement Day - Mt. Adams
Project Activism Committee - Mt. Adams
"NWSA On the Road" presentations - Mt. Adams
(3) Focusing Life Skills, Career And Educational Goals
Teacher Training Curriculum Design - Metro CLD
Page 15
96grant.doc
NWSA Parent Organization # 95-ADNOR005
1996-97 Grant
Conflict Resolution Workshop - Metro
Newsletter Committee - On-going Committees- Both sites
Recreation / Wellness - Ongoing Committee- Metro
Voluntary Simplicity Class - Metro
Carpentry Skills Class - Metro
Trout Lake Community School Classes: (Member organized)
Yoga, Sign Language, Investments, Auto Mechanics
Sexual harassment and Self Defense Training class - Mt. Adams
Effective teacher training methods class - Mt. Adams
"Phonguage" a remedial reading program training - Mt. Adams
Residential Affairs Committee - On-going Committee Mt. Adams
14.
Unique Successes Or "Great Stories":
Highlighted success stories are noted this quarter in two arenas providing a "stretch" for the
Academy and a third that exemplifies the AmeriCorps mission of "getting things done." First, as
we broaden the NWSA mission to meet an education strand, we find ample support for this in
our successes. In the North Clackamas School District, a team member has created a Great
Adventures Project that is designed to empower school children to perform community service
and mentoring beyond this service year. Team member, Judy Lawton may have left a legacy
behind in her "Judy Bucks" program, to inspire future AmeriCorps members? Second,
individual placements within the Forest Service and other community agencies are providing rich
learning experiences for our members. At the US Forest Service, Mt. Adams Station, Derek
Scheuerell selected an individual placement where he designed an electronic database to enhance
Spotted Owl site records. This system will help provide a more effective balance between timber
sale mandates and species protection. Third, we report 2209 person hours in providing flood
relief and clean-up efforts in NW communities. Sandbagging, shelter support, damage
assessment and hotline coordination provided ample opportunity for extraordinary efforts. In
several cases, members used their skills and took control, providing leadership for the many
volunteers who gathered to provide support. It was a huge effort in which our members provided
both quick and skilled response.
15.
Strengthening the AmeriCorps National Service Network:
The AmeriCorps National Service Network was expanded in three major ways; at the Member
level, at the staff level and at the parent organization level.
1.) At the Member level, linking other AmeriCorps Members from EnviroCorps with our
Community Energy Project on Martin Luther King Day helped build strong links between
programs. Members from the Mt. Adams Center joined AmeriCorps Members from throughout
Eastern Washington in Yakima for a special Martin Luther King Day event as well. National
training providers have also helped us link our Members and communities with superb technical
support like that provided by Nancy Klenbort on school success for the Mid Columbia Region
through Mt. Adams Center.
2.) At the Staff level, trainings included diversity training for three staff Members in Seattle
through the National MultiCultural Institute. This will include a follow up diversity audit this
Page 16
96grant.doc
NWSA Parent Organization # 95-ADNOR005
1996-97 Grant
term. A staff exchange orchestrated through the Catholic Volunteer Network was also very
successful with Sara Wittenberg from NWSA visiting the City Year San Jose project one week
and Joey Wells visiting Mt. Adams Center the following week. Presentations are scheduled for
Sara to share what she learned with staff. Jerry Gabay, the Center Director from Mt. Adams
Center, attended the Presidio Leadership Center leadership training and made some excellent
contacts there.
3.) At the Parent Organization level, Jon Stewart attended a CNS/NASCC sponsored
environmental program directors conference in San Fransisco. One major issue that grew out of
the conference was the lack of strong Forest Service support for AmeriCorps programs resulting
from the lack of structural (legal) systems to help support these programs. Based on this short
conference, the NWSA is hosting a CNS/USDA Forest Service conference in Portland on April
24th and 25th to deal with these issues. In addition the NWSA hosted three program directors
under the mentorship of Bill Basl, the State Director of the Washington State National Service
Commission, for a follow-up Presidio Leadership School mentor session in Portland in March.
Alan Dietz from the Mental Health Association in Texas, Pam Gerber, from City Year, San Jose,
and Caroline Lewis, from Health Resources and Services Administration in WA DC were all in
attendance. The mentoring session involved visits to both Centers plus a review of our
leadership steps to date.
16.
Changes in Program Organization of Key Staff Positions during this Reporting Period:
One NWSA Leader from Metro Center, Todd Rosenberg, accepted a AmeriCorps staff position
for a program in Wisconsin. The Metro Center developed a team/Member/staff selection
committee and advertised throughout the Academy for a new NWSA leader for the team. After
extensive interviews, Michael Lupro, a Metro Member who actually was a Member of the
affected team, was selected as the new NWSA Leader. Feedback from the Members involved in
this selection process was uniformly positive and they definitely felt empowered by this
experience. It underlines our commitment to creating Member driven institutions to help
empower our Members and help them understand that they are responsible for the results of their
actions. At Mt. Adams Center, NWSA leaders, Tracy Burbee-Dell took leave to deal with the
death of her mother. Other Leaders are covering her duties until her return in mid-April.
17.
Primary Challenges Encountered this Reporting Period:
Meeting our goal of cash match versus meeting the needs of our economically distressed
communities continue to challenge our staff and members. Foregoing critical service projects in
order to meet fee-for-service commitments impacts the entire Academy.
The impact of the IRS interpretation that post service awards be taxed has had a big impact on
our second year members. Some members have been asked to pay over $1000 to cover their
award.
Two serious van accidents, one at each site, has required review and recommendations for
renewed safety practices. Luckily no one was seriously injured.
Page 17
96grant.doc
NWSA Parent Organization # 95-ADNOR005
1996-97 Grant
Weather and the Flood of 96 created significant challenges to our residential center, having
literally been cut off from leaving the center because of road closure. Re-organizing service
activities and member and staff morale during the ësiege' was a challenge. The Center leadership
is commended for its organization of a Flood Debrief Day to reflect on the experience.
18.
Primary Accomplishments this Reporting Period
The release of USFS funds to the ESD-112 was undoubtedly the parent organization's largest
success and provided a huge sigh of relief. The support received from both our state commission
directors, Bill Basl from Washington and Marlis Miller from Oregon was invaluable in this
process. Wendy Evans and David Gross from the Forest Service worked many hours to see the
final contract through once the agreements were made. It now appears that the NWSA will
exceed the match requirements of $525,000 established as a goal in last year's grant.
ESD-112's match grant to education provided incentive to several additional school districts to
start projects. Two schools have initiated or completed naturescaping areas on their school sites.
Castle Rock School District has undertaken what may well turn out to be a year long project.
Three members will work closely with the superintendent and the community to develop a
multiphase community park development plan.
Final negotiations with the SW Washington Medical Center were completed. A Metro team was
assigned to the Health Enrollment Project, which will promote enrollments of Clark County
residents into the state health care plan.
19.
Program Monitoring Activities this Reporting Period:
Regular leadership team meetings composed of Susan Gilson, representing ESD 112, Jon
Stewart, the Executive Director, and Joe Parvankin and Jerry Gabay, the respective Center
Directors, helped bind the program together.
The Executive Director has continue to make monthly visits to Mt. Adams Center and attend
periodic staff meetings and Community Learning Day events at Metro Center. He also attended
the Martin Luther King Day event at Metro Center where he spoke about racism in America and
then followed up the presentation with a video that dealt with racism in Helena, Montana and
Portland, Oregon. The Executive Director also made regular presentations before the Member
Steering Committee at the Metro Site and attended the all Center continuous improvement
feedback session at the Mt. Adams Center where he addressed national and parent organization
issues raised by the Members and staff.
The executive director also hosted an awards luncheon at his home for the Metro Center steering
committee in appreciation for their hard work initiating, implementing and collating an internal
evaluation for Metro Center which is attached to this report.
Page 18
96grant.doc
NWSA Parent Organization # 95-ADNOR005
1996-97 Grant
20.
(a) Training and Technical Assistance Activities this Reporting Period:
1.) Meeting facilities at ESD 112
2.) Training on racism in predominately white communities of the Pacific NW on Martin Luther
King Day.
3.) In-service conference of staff from both Centers to start the strategic planning process.
20.
(b) Training and Technical Assistance Needs/Trends for this Reporting Period:
1.) Report from Alanna Hein who facilitated the in-service underlined the need for more formal
communication procedures and a communication plan. This is being slowly implemented at
each Center.
20.
(c) Review the Training and Technical Assistance Requests Made by Your Operating
Sites:
Staff Training needed: More supervisory training, managing individual placements,
time management, e-mail and computer training.
NWSA Leaders Training needed: Hard technical field skills, managing individual
placements, more supervisory training, and counseling.
NWSA Member Training needed: Transitioning, Drivers safety training, tax and
money management.
All Academy Training needed: Sexual harassment, cultural diversity, and getting the
message out!
21.
Building and Strengthening Private Sector Partnerships:
While we can document some progression, we must recognize this as a priority goal for our
fourth quarter activities. Having focused significant time and effort on the release of Forest
Service funds, our efforts were hampered in reaching out to private sector partners. As we look
forward to a new program year, we must acknowledge a decreased dependence on Forest Service
funds and increased private sector partners. The accomplishments and success of the NWSA
gives us good reason to remain positive. Some successes:
SW Washington Medical Center - Health Enrollment Project
$40,000 to assist Clark
County residents and children in Washington State's Basic Health Plan.
Vancouver Chamber of Commerce - Significant interest in supporting a future
Serve A Thon effort in the community.
White Salmon Chamber of Commerce - Providing outreach support to raise awareness and funds
for NWSA.
Page 19
96grant.doc
NWSA Parent Organization # 95-ADNOR005
1996-97 Grant
22.
Primary Challenges Encountered this Reporting Period:
The primary challenge encountered and overcome was the Forest Service match during this
reporting period. As we noted in the previous quarter's report, the continuing congressional
budget resolution combined with a lack of clear budget communication between the Washington
Office and Regional Offices of the Forest Service was threatening our ability to obtain critical
matching funds. ESD 112's matching debt was growing each day with no respite in sight.
In February, an emergency governance council meeting was held when it became apparent that
there were no USFS $ available to meet this year's match. David Gross and Wendy Evans
represented the Forest Service, Russ Youmans, the Western Rural Development Center plus our
two key State CNS representatives, Bill Basl from Washington and Marlis Miller from Oregon
were also in attendance. The Forest Service representatives outlined the issue, Susan Gilson and
Jon Stewart underlined the high level of concern at ESD 112 and the strong possibility that the
NWSA may have to close down if this unresolved payment issue came before the board. Once
this high level of concern was shared with these key contacts, Hank Altman, with the CNS, and
Joel Berg, from the USDA, worked with the highest level of the Forest Service to get the issue
on the table and resolved. The result was $138,000 payment through March 15, 1996 and
tentative support for the remainder of this year by Region 6 of the USDA Forest Service. The
Forest Service still does not have formal congressional operating appropriations and the situation
is still fluid, but the log jam that prevented any funds from flowing is broken.
A key part of the resolution of this crisis is a meeting hosted by Brian Trelstad from the Presidio
Center for Excellence in the Environment, Jon Stewart from the NWSA, Andrew Moore from
NASSC with over a dozen existing AmeriCorps program managers and the USDA Forest
Service in Portland on April 24, 25, and 26th. The goal find clear legal authority through which
the Forest Service can plan for and support AmeriCorps programs on National Forest lands.
Page 20
96grant.doc
HPR-16-96 TUE 8:40
CUL. GURGE KU
PHA NO. 0952290
UC
FINANCIAL STATUS REPORT
(Short Form)
(Follow instructions on the back)
1. Federal Agency and Organizational Element
2. Federal Grant or Other Identifying Number Assigned
OMB Approval
Page
of
to Which Report is Submitted
By Federal Agency
No.
0348-0039
CORPORATION FOR NATIONALSERVICE
95 ADNOR005
pages
3. Recipient Organization (Name and complete address, including ZIP code)
EDUCATION AL SERVICE DISTRICT # 112
2500 NE 65th AVENUE VANCOUVER. WA 98661
4. Employer Identification Number
5. Recipient Account Number or Identifying Number
6. Final Report
7. Basis
91-0847188
Yes
NO
Cash
Accrual
8. Funding/Grant Period (See Instructions)
9. Perrod Covered by this Report
From: (Month, Day, Year)
To: (Month, Day, Year)
From: (Month, Day, Year)
To: (Month Day. Year)
9/1/95
12/31/96
2/1/96
3/31/96
10. Transactions:
I
II
III
Previously
This
Cumulative
Reported
Period
a
Total outlays
874,782.28
359,432.38
1,234,214.6
b. Recipient share of outlays
159,009.49
98,864.90
257,874.39
C. Federal share of outlays
715,772.79
260,567.48
976,340.27
a Total unliquidated obligations
e. Recipient share 01 unliquidated obligations
1
Federal share of unliquidated obligations
g. Total Federal share (Sum of lines c and f)
976,340.27
n Total Federal funds authorized for this funding period
1,840,359.00
i
Unobligated balance of Federal funds (Line n minus line g)
863918.73
a Type. of Rate (Place "X" in appropriate box)
Provisional
Predeterm
Final
Fixed
11. Indirect
Expense
b. Rate
C. Base
d. Total Amount
e. Federal Share
12. Remarks: Attach any explanations deemed necessary or information required by Federal sponsoring agency in compliance with governing
legislation.
13. Certification: I certify to the bost of my knowledge and belief that this report is correct and complete and that all outlays and
unliquidated obligations are for the purposes sel forth in the award documents.
Typed or Printed Name and Title
Telephone (Area code. number and extension)
Tim MERLINE BUSINESS SERVICES ADMINISTRETOR
(360) 750 - 7500 x-263
Signature of Authorized Certifying Official
Date Report Submitted
J merlmo
4/17/96
NSN 7540-01-218-4387
269.201
Standard Form 269A (REV 4-88)
Prescribed by OMB Circulars A-102 and A-110
AMERICORPS
FINANCIAL STATUS REPORT
(Short Form)
Aggregate
Sub-grantee
Parent Organization
(Follow Instructions on back)
Page
of
Pages
1. Federal Agency or Organization to Which Report is Submitted
2. Federal Grant Number Assigned by Corporation for National Service
Corporation for National and Community Service
94ADFDCO13
3. Recipient Organization (please Include name and complete address and zip code)
ENVIRONMENTAL PROTECTION AGENCY
4. Employer Identification Number
5. Recipient Account Number (or Identifying Number)
6. Final Report
7. Basis
DW89936766-01-0
Yes
No
X
Cash
Accrual
a. Grant Period (See Instructions)
9. Period Covered by this Report
From: (Month. Day, Year)
To: (Month, Day. Year)
From: (Month, Day, Year)
To: (Month. Day. Year)
10 - 01 - 94
09 - 30 - 96
01 -01 - 96
03 - 31 - 96
10. Transactions:
I
II
III
Previously Reported
This Period
Cumulative
a.
Total Outlays
272,551
26,505*
299,056
b. Recipient Share of Outlays
1. Outlays from Section B-G
(see instructions for 10.b. on back)
177,734
24,673
202,407
EPA & BPA
2. Outlays from Section A
1,060
648
1,708
c. Federal Share of Outlays
1. Outlays from Section B-F
(600 instructions for 10.c on back)
44,932
2,513
47,445
CORPORATION
2. Outlays from Section A
99,634
103,305
3.671
Total Unliquidated Obligations
equired
Recipient Sharm Unliduidated Obligations
Federal Share of Unlicuidated Obligations
orpsgrants
g. Total Federal Share (sum of lines c.1. and c.2.)
$150,750
h. Total Federal Funds Authorized For This Grent Period
$363,292
I.
Unobligated Balance of Federal Funds (sum of line h. minus line g.)
$212,542
Notabolicable AmerjOorps granta, hould be included as part of administrative rost
12. Remarks:
Attach any explanations deemed necessary or information required by Federal sponsoring agency in compliance with governing legislation.
* Item 10a collumn II breakdown: EPA = $2,553
BPA = $17,768
CORP = $6,184
13. Certification: / certify to the best of my knowledge and belief that this report is correct and complete and that all outlays and unliquidated
obligations are for the purposes set forth in the eward documents.
Name (typed or printed)
Title (typed or printed)
Telephone Number(please include area code,
Fevrel Pratt
Project Director
number and extension)
(503) 230-5994
Signature of Authorized Certifying Official
Date Report Submitted
Ford Whats
04 - 19 - 96
OMB Approval No. 0348-0039
Standard Form 269A (REV 468)
Prescribed by OMB Ckculars A.102 and A-110
MAR-28-1996 15:25
202 260 9284
93%
P.02
NWSA Parent Organization # 95-ADNOR005
1996-97 Grant
Parent Organization Year Two/Three Plan Narrative:
a. Role of Parent Organization
The mission of the NWSA is "learning civic responsibility by providing service to the
community and the environment." It is and shall continue to be integrated into all phases of
orientation, training, and commencement, a focus of daily personal reflection time, printed atop
all memos and stationary, and is the heart and soul of the NWSA/AmeriCorps project.
b. Based on our proven success addressing critical NW environmental and community
needs, the NWSA will refocus it's service objectives.
In 1995-96 they were:
In 1996-97 they shall be:
Renew native salmon runs
Restore NW watersheds
Restore local ecosystems
Reinforce NW schools
Rebuild local communities
Rebuild NW Communities
The NWSA shall refocus our first two service objectives on restoring NW watersheds
to follow the holistic management approach of our major service partners who are using streams
as key indicators of the health of the whole ecosystem. The NWSA shall expand our
commitment to rebuild NW communities by integrating the existing BPA Green Lights
program into the NWSA. And finally the NWSA shall clearly recognize that reinforcing NW
schools meets the significant unmet needs of our local communities.
Page 22
96grant.doc
NWSA Parent Organization # 95-ADNOR005
1996-97 Grant
Improvements in monitoring, training and technical assistance and evaluation:
Direct face to face monitoring of the operating sites by the Academy Director will occur
at least once a month using guidelines from the CNS continuous improvement plan and other
AmeriCorps program models. NWSA training shall be more specific, with the Members
focusing on targeting skills for service after sharing common training on core AmeriCorps
competencies such as the vision of national service and CPR/First Aid during their first week of
service. Subsequent trainings will be more center/ team specific with technical assistance
provided by key project sponsors and the providers from the CNS. In addition, at least three
times during the service year, all Members will be brought together for common service days,
trainings and/or celebrations as coordinated with the NW state commissions. Evaluations will
consist of Member driven evaluations, open forum continuous improvement sessions, written
feedback from project sponsors, and oral stakeholders.
Plans to improve quality of programs:
The following improvements will be implemented: (1) Management structure will be integrated
to provide mutual support in meeting direct service, community building, and member
development objectives at all three centers. (2) Primary stakeholders will be identified and
clearly linked to mission and goals of NWSA. (3) Increased focus on mobilizing volunteers to
help implement community service projects. (4) Job descriptions, policies and procedures, and
organizational norms will be reviewed to match desired organizational goals. (5) Formal
communication plan will be designed and implemented. (6) Long-term and short-term funding
plan will be reviewed by management and implemented. (7) Continued training and clear
Page 23
96grant.doc
NWSA Parent Organization # 95-ADNOR005
1996-97 Grant
communication to help staff cope with changing organization. (8) Continued education and
action on data that has been compiled.
Building a strong ethic of service: By using healthy well led teams and Member steering
committees the NWSA has empowered Members and reinforced their ethic of service. This
creates high morale reflected in the NWSA's ability to recruit and retain Members. These
attributes will continue and be built upon in our next service year.
Aggregate finances: Since their inception, ESD 112 has played a key role in managing the
finances of the NWSA and the Green Lights Project AmeriCorps Members. ESD 112 provides
clear guidelines, attention to detail, strong human resource support, and a flexible management
structure that allows each site to manage their own funds and build strong successful programs.
By aggregating the grant requests the CNS should also be able to save money on monitoring and
financial oversight of the three Centers.
b. Leadership and Organizational Capacity:
Program staffing and management structure: Overall, the NWSA will be cutting two
staff positions this coming year. Simultaneously, we are planning on increasing the total number
of Members served by 19 with an increase of 11 Members at the Metro Center, five Members at
the Mt. Adams Center and three Members with the Green Lights Project. This change is
accomplished by building team based individual placements with the staff team stewards and
mentors taking on more training responsibilities at Metro Center.
As a transition for the Green Lights Project, the NWSA Executive Director, Jon Stewart,
will be working closely with Feveral Pratt, the Green Lights BPA Project Director. Cindy
Page 24
96grant.doc
NWSA Parent Organization # 95-ADNOR005
1996-97 Grant
Griffin, who started out as an AmeriCorps Member and has overseen operations for this past
year, will become Green Lights Center Director. This transition will result in no increase in staff
costs for the Green Lights Project.
Opportunities for AmeriCorps Members to assume leadership roles: The total number of
NWSA Leaders will decrease to nine. Metro Center will add one leader for a total of six, Mt.
Adams Center will reduce their NWSA leaders from five to three, and the Green Lights project
will maintain three leaders. In addition, internal Member leadership will be continued through
Member driven committee structures which have developed key roles in internal program and
project evaluation, self governance, event planning and implementation. And finally, within
teams, Member leadership will continue to be mobilized so that staff and NWSA Leaders can
meet at their respective Centers during core service days which helps cut NWSA overtime costs.
Increased involvement for community volunteers: The NWSA has proven its ability to reach
out to community volunteers through a variety of Member driven projects. We have found our
individual placements, especially in the schools, have proved extremely successful in mobilizing
both parents and students on projects and plan to continue expanding these opportunities next
year. Metro Center has re-emphasized volunteer recruitment in its community development
objectives.
c. Cost effectiveness and sustainability:
Cost Savings: We have reduced our overall cost per Member to the CNS by at least 10% with
the Metro Center reaching the targeted floor of $13,800. The technical operational costs of the
Green Lights Project plus the added costs of operating the Mt. Adams residential program make
it impossible to reach that target this year. By reducing staffing, increasing our program
Page 25
96grant.doc
NWSA Parent Organization # 95-ADNOR005
1996-97 Grant
operating match to at least 33% and increasing the number of Members served, we can continue
running one of the best AmeriCorps programs in the nation.
Sustainability: The NWSA projects that it will reach its cash match for 1995-96 thanks to a key
grant from the State of Washington that recognizes the services provided by a residential
AmeriCorps Center in economically depressed rural counties. In two weeks we will know the
true extent of this matching grant, but it may mean as much as $65,000 in the 1996-97 program
year. In addition, the marriage with the Green Lights Project will dramatically increase the
visibility of both projects plus creating options for a greater spectrum of grants linked to
watershed restoration projects. By focusing on school success the NWSA moves to center stage
in the tax challenges facing local schools in the NW. Our partnership with ESD 112 serving 22
counties in SE Washington and demonstration projects now in place, places us in a very strong
position to leverage public school dollars.
Detailed plans: NWSA in starting a visitors program this spring, soliciting individual donations,
experimenting with a Member driven serve-a-thon and expanding our service and partner base
with the goal of building a sustainable program. Key partners like the USDA Forest Service are
still critical over the next year in maintaining a viable program, but we are working hard at
creating a broader base of support by targeting every resource from private industry to public
schools. The Executive Director with the close cooperation and advice of the NWSA leadership
team is piloting these efforts. A new emphasis item will be building the community cash match
for the Green Lights Project while increasing the public visibility of AmeriCorps teams.
Page 26
96grant.doc
NWSA Parent Organization # 95-ADNOR005
1996-97 Grant
Please attach the
parent organization budget
narrative to this page.
PARENT ORGANIZATION BUDGET FORM
Legal Applicant
Educational Service District 112
Parent Organization:
Educational Service District 112
Program Name:
Northwest Service Academy
SECTION 1 PARENT ORGANIZATION
ITEM 1: STAFF
Corporation
Grantee Share
Total Program
Share
Salaries
Benefits
Training
(please specify in budget narrative) Other
Subtotal
+
=
ITEM 2: PROGRAM MANAGEMENT
Travel
1,060
1,060
Corporation-sponsored meeting
$2000
2,000
Supplies
Equipment
Other
Subtotal
+
=
ITEM 3: MEMBER RELATED COSTS
Training and Education
(please specify in budget narrative) Other
Subtotal
+
=
ITEM 4: INTERNAL EVALUATION
+
=
ITEM 5: ADMINISTRATION
105
+
49,659
=
49,764
(to arrive at the Corporation's maximum share of 5%, multiple the total of
Items 1-4 in the Corporation Share column by .0526)
ITEM 6: TOTAL PARENT
ORGANIZATION BUDGET
2,105
+
50,719
=
52,824
ITEM 7: TOTAL OPERATING
COSTS
880,054
+
709,721
=
1,589,775
55%
+
45%
=
100%
(max. 67%)
(min. 33%)
ITEM 8: TOTAL BUDGET
2,092,029
+
966,722
=
3,058,751
69%
+
31%
=
100%
Page 27
96grant.doc
NWSA Parent Organization # 95-ADNOR005
1996-97 Grant
SECTION
2 AGGREGATE OPERATING SITE COSTS
Corporation
Grantee Share
Total
Share
ITEM A: MEMBER SUPPORT
1,211,975
257,001
1,468,976
+
=
83%
+
17%
=
100%
(max. 85%)
(min. 15%)
ITEM B: OTHER MEMBER COSTS
44,477
+
44,424
=
88,901
ITEM C: STAFF
545,297
+
274,889
=
820,186
ITEM D: OPERATING COSTS
175,688
+
290,586
=
466,274
ITEM E: INTERNAL EVALUATION
9,856
+
10,392
=
20,248
ITEM F: ADMINISTRATION
102,631
+
38,711
=
141,342
ITEM G: TOTAL ITEMS B-F
877,949
+
659,002
=
1,536,951
ITEM H: AGGREGATE
OPERATING SITE BUDGET
2,089,924
+
916,003
II
3,005,927
Items below are not part of the grantee budget and should not be included in totals that are transferred to the
title page.
Estimated # of
Grantee Share
ITEM I: CHILD CARE
children
(if applicable)
14
Number of
Amount per
Total
ITEM J: EDUCATION AWARDS
Members
Member
Full-Time Members
129
X
$4725
=
$609,525
Part-Time Members
23
x
$2363
=
$54,349
Page 28
96grant.doc
NWSA Parent Organization # 95-ADNOR005
1996-97 Grant
Parent Organization Budget Narrative
This item covers the costs of the NWSA Director. The current director, Jon Stewart, is
working under a two year extension of his original USDA sponsored Interagency Personnel
Agreement in which he was assigned to ESD 112 by the USDA Forest Service. Continuation of
the NWSA is dependent upon obtaining the critical federal matching funds necessary for work on
federal lands in OR and WA to support the project (a challenging proposition given significant
reductions in USDA funding). These costs are in addition to the administration costs requested
in the operating site narratives linked to key administrative support at ESD 112.
CNS
Grantee
Total
Item 1: Staff
Item 2: Program Management
Travel
$1,060
This covers travel between ESD 112 and the Metro and Mt. Adams Centers. Travel
related to the Green Lights Project is included in their staff travel budget.
Corporation-sponsored travel
$2,000
Item 3: Member related costs
Item 4: Evaluation
Page 29
96grant.doc
NWSA Parent Organization # 95-ADNOR005
1996-97 Grant
Item 5: Administration
NWSA Director; Responsible for overall direction of Northwest Service Academy;
specifically for reports and communication with the CNS, ESD 112, State Commissions and
key project partners like the USDA Forest Service, the Bonneville Power Administration and
the Environmental Protection Agency. Direct supervision of three Center Directors and a part
time secretary. A key role is establishing annual fund raising goals and developing NWSA
fundraising systems for building private sector community matches. In addition the NWSA
Director is responsible for internal and external evaluation and the continuous improvement
process. (78% of salary)
$36,507
Benefits
NWSA Director (100% of salary)
$12,512
Training
$640
Admin. On CNS Travel
$105
Item 7: Total Operating Parent
$2,105
$50,719
Page 30
96grant.doc
NWSA Mt. Adams Center #95-ADNOR005-002
1996-97 Grant
FOR INTERNAL USE
ONLY
OPERATING SITE TITLE PAGE
1
LEGAL APPLICANT/
PARENT ORGANIZATION:
Educational Service District 112
Program Name:
Northwest Service Academy/Mt. Adams Center
2
OPERATING SITE
ORGANIZATION:
Northwest Service Academy
Contact person's name/title:
Jon Stewart, Academy Director
Address:
31520 SE Woodard Road
City, State, Zip Code:
Troutdale, OR 97060
Phone (Voice, Fax):
(503) 695-3739 Fax: (503) 695-2292
3
SITE DIRECTOR/TITLE:
Jerry Gabay, Center Director
4
GRANT TYPE:
Operating
Education Awards Only
5
1995 NATIONAL ISSUE
AREA PRIORITIES:
Education
School Success
Public Safety
Community Policing
Victim
Assistance
Human Needs
Early Childhood Development
Environment
Neighborhood/Community Environment
6
1994 NATIONAL ISSUE
AREA PRIORITIES:
Public Safety
Violence Prevention
Crime Control
Education
School Readiness
School Success
Environment
Neighborhood Environ.
Natural
Environment
Human Needs
Health
Home
Page 31
96grant.doc
NWSA Mt. Adams Center #95-ADNOR005-002
1996-97 Grant
SITE ASSESSMENT FORM (renewals)
Parent Organization:
Educational Services District 112
Operating Site:
Northwest Service Academy/Mt. Adams Center
1996-97 Funding level recommended by Parent Organization: $948,516 total: $697,973 CNS
1996-97 Number of 1996-97 Members recommended by Parent Organization:
40
FT
PT (900 hours)
PT (450 hours)
In addition to the attached renewal requested, the below analysis is based upon:
site visits, (how many? at lease twice every quarter);
Progress Reports
Phone Contact, (how frequent? at lease twice weekly)
Other: Leadership Team Meeting, (at least once monthly)
1. Provide evidence that the operating site is meeting its annual objectives. If not, explain.
Operating Site Progress Reports have been reviewed in relation to site annual
objectives. The Mt. Adams Center has met or exceeded all key objectives since its
inception.
2. Provide a clear analysis of this operating site's strengths and accomplishments which support the
Parent Organizations' decision to request 1996-97 renewal funding. Include all reasons supporting
request for renewal funding.
a) Exceptional community development in both Trout Lake and the Mid-Columbia
Region as reflected in independent external evaluation.
b) Strong outcomes from service projects. Project partners are having their needs met.
c) Strong financial support from the State of Washington to help maintain the Center.
3. Provide a clear analysis of the challenges the Parent Organization foresees if the operating site
receives renewal funding.
a) Finding diversified funding for match continues to be a challenge. In the first two
years of operation the Center has been heavily reliant on fee-for-service revenue. That
dependence needs to be eased and funding more secure in the long term.
b) Continuing challenges in working closely with NWSA and other AmeriCorps sites
because of physical distance.
4. Describe the Parent Organization's strategy for assisting the operating site with challenges.
The Academy Director will continue to facilitate coordinated strategies for sustainability. He
will work with site staff to enhance community visibility and community relations. By brining
the BPA in as a key partner, we'll reach new key federal partners like the EPA. As a part of
the NWSA Continuous Improvement Program we have secured an organizational
development consultant to help us manage program changes and growth inherent in a
developing organization. We will review position descriptions, clarify communications and
fine-tune systems.
Page 33
96grant.doc
NWSA Mt. Adams Center #95-ADNOR005-002
1996-97 Grant
7
POPULATION TO
BE SERVED:
Urban
Rural
Other
Empowerment Zone
Enterprse Community
Population/Community Served:
Serving rural resource dependent communities in
the Mid-Columbia region stretching from the lower
Yakima Valley to Mt. Hood.
P
Primary Congressional
Districts served:
State of Oregon: 2nd District
State of Washington: 4th District, 5th District
8
SITE BUDGETS:
Corporation Requested Funds:
$697,037
Total Budget: $948,516
9
AMERICORPS MEMBERS
# Full-Time:
40
# Part-Time:
1 year
900 hrs.
2 year
450 hrs.
3 year
300 hrs.
Page 32
96grant.doc
NWSA Mt. Adams Center #95-ADNOR005-002
1996-97 Grant
PROGRESS REPORT FOR OPERATING SITES OF
AMERICORPS*NATIONAL AND AMERICORPS TRIBES AND
TERRITORIES PROGRAMS
1.
Operating site: Northwest Service Academy
Location: Trout Lake
2.
Operating Site ID #: 95-ADNOR005-002
3.
Corporation Grantee Name: Northwest Service Academy/ESD112
4.
Mark the reporting period to which this form applies:
First Progress Report
X Second Progress Report/Renewal Request
-
(10/1/95-12/31/95)
(1/1/96-3/31/96)
End-of-Term Progress Report
-
(4/1/96 - 9/30/96)
5.
Name of person completing this report: Leigh Hancock and Mt. Adams Center Staff
6.
Position of person completing this report: Program Coordinator
7.
Telephone number: (509)395-3469
8.
Fax number: (509)395-3365
9.
E-mail address (if available): [email protected]
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PART I -- PROGRAMMATIC INFORMATION ABOUT YOUR
AMERICORPS*NATIONAL OPERATING SITE
10.
Members and Service
Member Census Questions
Full-time
Part-time
How many AmeriCorps Members was your site
35
0
granted for this year?
How many AmeriCorps Members were enrolled at
the beginning of the reporting period?
33
0
How many new AmeriCorps Members did you
2
enroll during this reporting period?
How many of your AmeriCorps Members were in
service at the close of this reporting period?
34
0
How many of your AmeriCorps Members
completed their term of service during this
0
0
reporting period?
In this
Since
AmeriCorps Members' Hours of Service
reporting
beginning of
period
program year
Full-time Members
14,372
35,557
Part-time Members
0
0
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11.
(a)Please provide estimates of the following information:
In this
Since beginning
Volunteer Generation
reporting
of program year
period
How many non-AmeriCorps Member volunteers
were involved in AmeriCorps service activities?
171
508
How many hours did non-AmeriCorps Members
contribute to AmeriCorps service activities?
3994
5869.5
11.
(b) Share with us some examples of the service activities that your Non-AmeriCorps
Member volunteers participated in during this reporting period.
While in the Northwest Service Academy Individual placement program, Matt Young and
Dan Hayward spent one morning a week for the months January, February and March with
Orin Pearson a local resident of Trout Lake. Orin holds a doctorate in Plant Genetics and also
has a love for bird identification and bird watching. Orin spent anywhere from 2 to 4 hours a
week with Matt and Dan sharing his knowledge. Orin also joined Matt and Dan several
mornings at the Wind River Canopy Crane studying the Bird life in the canopy of the T.T.
Munger old growth forest.
A team of eight to 10 members of the Northwest Service Academy spent several days working
at the Habitat for Humanity in The Dalles Oregon. While working on one of the homes, the
team had the pleasure of working with Lucille and Jim Torgerson. The Torgersons are retired
school teachers and former Peace Corps volunteers. Both of these individuals shared their
skill with the Members of the Northwest Service Academy. Some of these skills included
carpentry skills, landscaping and organizational skills. Their dedication to Service acted as a
mentoring device for the Academy Members.
Almost all of the Academy has had some opportunity this year to work with the largest
volunteer organization in the United States, The Red Cross. During the most recent flooding
in the Northwest six of our Members and one staff were able to experience first hand the
incredible operation this largely volunteer organization can put together. Composed mostly of
retired volunteers, the addition of AmeriCorps volunteers both from the Northwest Service
Academy and NCCC programs to the Red Cross made for a strong cross-generational
experience that benefited us all. The experience offered many opportunities to explore issues
(see training opportunities this quarter) around ageism and sexism, and many gender and age
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gaps were bridged. We recently received a letter of praise from one of the Red Cross
volunteers we worked with saying this about Member, Emily Gustafson:
"She was always willing to do what was asked of her, she often volunteered to
help other disaster workers when her work was slow. Not once in the three
weeks that we worked together did she complain or cause any problems of any
kind. She conducted herself in a manner which earned her the respect and
support of the AmeriCorps [sic] from all who came in contact with her.
Individual contributions such as hers help make the difference to a successful
response to the needs of the disaster victims and allowed us to complete our
task with minimum cost. She was a delight to work with and is a credit to your
organization...."
12. Summary of Progress this Reporting Period Toward Accomplishing Annual
Objectives:
(a) Community Service Objectives:
(1) Restoring Northwest Streams:
Buck Creek Slide Restoration
Partner: Underwood Conservation District
Dates: January 9-11, 1996
Location: Just north of Northwestern Lake; Husum, Washington
Objective: Members were involved as one of the many cooperators working toward
improving the biological integrity of the White Salmon River basin. Members were to collect
willow, cottonwood, Oregon grape, and red-osier cuttings, bundle them and plant them along
the slope of the slide area, creating a sediment dam.
Results: Members constructed six 30 foot sediment dams, after collecting one ton of plant
material, and transplanted numerous cuttings to the slide restoration area.
Sponsor's Estimated Value: $2,000
Potential Impact: Increased stability of slide area.
Dry Creek Riparian Fence Project
Partner: Oregon Department of Fish and Wildlife
Dates: January 9-11, 1996
Location: Dry Creek, approximately 15 miles SE of The Dalles, Oregon.
Objectives: To repair or replace sections of fence that were destroyed or damaged by severe
flash floods of 1996. The repair of riparian fence is critical to ensure the continued success of
this habitat restoration project.
Results: Members rebuilt 1/2 mile of damaged fence and constructed 1/4 mile of new four
strand bard wire fencing. Members also constructed two new rock cribs to anchor fencing,
repaired one damaged rock crib and a damaged rock jack.
Sponsor's Estimated Value: $6,500 (for all days served on project).
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Potential Impact: Protection of a local water resource and increased anadramous fish
habitat.
Rattlesnake Creek Riparian Restoration
Partner: Underwood Conservation District
Dates: January 17-19, 1996
Location: Appleton, Washington, approximately 15 miles north of White Salmon,
Washington.
Objectives: To build a 6,000 foot riparian cattle enclosure fence on an open-range cattle area
in Appleton, Washington.
Results: Members assisted in construction of 2,00 feet of four strand barb wire fence to
enclose 33 acres.
Sponsor's Estimated Value: $3,400 (for all days served on project)
Potential Impact: Protection of a local water resource and increased water quality.
Spring Creek National Fish Hatchery
Partner: Spring Creek Fish Hatchery
Dates: January 30- February 2, 1996
Location: Cook, Washington
Objectives: To wash and rinse trays used to hold salmon eggs throughout the incubation
process.
Results: Members washed and scrubbed 160 racks (16 trays per rack) of fish incubation
trays, and released approximately 100 salmon that had been left behind in the trays back into
the wild.
Sponsor's Estimated Value: $2,975
Potential Impacts: Enabled hatchery to meet sanitary conditions to minimize the risk of
disease and infection.
(2) Renewing Northwest Forests:
Bunker Hill Trail Maintenance
Partner: USDA Forest Service
Dates: January 16-18, 1996
Location: Wind River Ranger District; Carson, Washington
Objectives: To improve accessibility of Bunker Hill Trail through brushing, maintenance
and repair, bridge repair and maintenance, trail tread repair, logging out trails and removing
any fallen trees or debris.
Results: Members improved 1.2 miles of Bunker Hill Trail and over one mile of the Pacific
Coast Trail.
Sponsor's Estimated Value: $2500
Potential Impact: Increased and safer use of Bunker Hill Trail and the Pacific Coast Trail by
surrounding community members and visiting tourists.
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Western Gray Squirrel Surveys
Partner: Washington Department of Fish and Wildlife
Dates: February 27- March 1, 1996
Location: Surveys took place in various locations both in the Gifford Pinchot National Forest
and the surrounding areas in southwest Washington.
Objectives: To train Members in skills needed to survey for squirrels and then to survey
WDFW land for sightings and nesting habitat signs of the Western Gray Squirrel.
Results: Members found signs of over 70 nesting areas while surveying land and had the rare
privilege of actually seeing one western gray squirrel.
Sponsor's Estimated Value: $1,103
Potential Impact: As a direct result of western gray squirrel sighting and nesting surveys by
the team, logging practices will be managed in confirmed habitat areas.
National Scenic Area Land Use Coordination and Planning
Partner: Columbia River Gorge National Scenic Area
Dates: January 22- April 19, 1996
Location: Hood River, Oregon
Individual Placement: Joby Reiley
Objectives: Joby will assist with implementation of the National Scenic Area Management
Plan by reviewing project applications for impacts to scenic, cultural, natural and recreation
resources. This will include field review of projects, research of application guidelines, and
drafting findings of fact and conclusions of law. Joby will also assist with NEPA
documentation for various projects and review county ordinances for consistency with the
National Scenic Area Management Plan.
Results: Joby assisted with four land use consistency reviews, aided with NEPA
documentation for Klickitat County Rails to Trails, and researched pertinent information for
the development of this documentation from four other National Scenic Areas in the United
States.
Sponsor's Estimated Value to date: $5,580
Potential Impact: Played a key role in developing nationally consistent National Scenic
Area NEPA documentation and consistency review processes affecting over 1,200 land
owners in the area.
Wildlife Management Administrative Support
Partner: US Forest Service
Dates: January 16- March 29, 1996
Individual Placement: Derek Scheuerell
Objectives: Derek will offer assistance in maintenance of the wildlife and spotted owl
sightings database, develop a structured, user-friendly wildlife photo record, and
reorganization of the wildlife program hard files.
Results: Construction of a more efficient data base system for recording and managing
wildlife sightings and information taken from the field, and the reorganization of the wildlife
program hard files stored in a four drawer filing cabinet to an easy to use notebook cross-
referencing file. (See Unique Success Stories)
Sponsor's Estimated Value: $9,000
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Potential Impact: Built a user friendly system for data entry and retrieval of spotted owl
data. Reported history for 65 known spotted owl activity sites in the upper White Salmon
River, Trout Lake Creek and Wind River watersheds. About 845 spotted owl sighting records
since 1977 formed the basis for the report which is being used in the Trout Lake Creek
Watershed Assessment.
Wildlife Surveys
Partner: US Forest Service
Dates: January 16- March 29, 1996
Location: Mt. Adams Ranger District
Individual Placements: Matt Young and Dan Hayward
Objectives: Matt and Dan will survey the following areas in an attempt to document rare
species occurrence throughout the landscape, Steamboat Mountain Research Natural Area,
breeding bird survey stations, carnivore bait stations, over snow tracking transects, wetlands
and timber sale areas.
Results: Facilitated Forest Plan implementation, especially in the arena of providing an
information feedback loop. Their work also strengthened cooperative working relations with
WDFW and local community members. Prepared a comprehensive report on the wildlife
(vertebrates) of the Trout Lake Creek watershed. The report included a narrative, charts, maps
and tables, and incorporated it into the Trout Lake Watershed Analysis.
Sponsor's Estimated Value: $18,000
Potential Impact: The report specifically addressed elk, birds, and carnivores within the
Gifford Pinchot National Forest Plan and it also provides recommendations on resource
management within the forest.
Winter Recreation Patrol
Partner: US Forest Service
Dates: January 16- March 31, 1996
Location: Mt. Adams Ranger District
Individual Placements: Ilka Bailey and Adam McCurdy
Objectives: Ilka and Adam will ensure that Sno-Parks are maintained, winter recreation
information is up to date and available for our visitors, and that the public is being served in
the best possible manner.
Results: Interns were involved with the following-
Sno-Park maintenance tasks: 1) Clearing snow away from the toilets, entrance ways,
steps, bulletin boards and picnic tables. 2) Maintaining bulletin boards. Check for missing
maps or "Facilities" signs, in particular. 3) Maintaining map boxes and ensuring that they are
replenished. 4) Ensuring that toilets are stocked with toilet paper, rubbish is removed from
area/bins and the contractors have been servicing the Port-Potties (note date on sticker inside
& record in log). 5) Empty garbage cans where applicable.
Permit Enforcement/Use Data: Checking vehicles at Sno-Parks for appropriate
permits and recording information on Patrol Log forms. Turning logs in to the Winter
Recreation program manager as they were completed.
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Public Input: Part of the public contact process is to ascertain and evaluate user needs,
desires and conflicts. Interns were responsible for writing down visitors' ideas and concerns,
and if possible getting their names and addresses.
Conditions Updates: Keeping the Winter Recreation program manager and front desk
personnel informed of current road, Sno-Park and trail conditions so they could convey this
information to visitors. A Winter Recreation report is compiled every Wednesday by Forest
Headquarters.
Sponsor's Estimated Value: $6,000
Potential Impact: Visitors to Sno-Parks in this area were provided with friendly, safe, well
maintained recreation areas as well as quality up to date information.
Forest Carnivore Tracking
Partner: US Forest Service
Dates: January 16 - March 22, 1996
Location: Hood River Ranger District - Parkdale
Individual Placements: Nicole Michel and Brome McCreary
Objectives: This project is in support of the Northwest Forest Plan and the ecosystem
management to document rare species occurrence throughout the landscape. These are not
"survey and manage" species however, they are a state sensitive species that relatively little is
known about.
Results: The target species for this project were wolverine, marten and fisher. Nicole and
Brome used bait stations to detect the presence of these species. The stations consisted of a
metal sheet that has been carbonized, called a trackplate, in which the animal will step on
while retrieving the bait and leave a negative impression for the technician to identify. The
individual placements constructed these plates with materials, specifications and equipment
provided by the Forest Service. Placement and daily monitoring of these plates occurred
throughout the individual placement. (See Unique Success Stories)
Sponsor's Estimated Value: $5,557.12
Potential Impact: Information collected by NWSA individual placements will be used by the
Forest Service in determining how to better manage these lands.
Wilderness Education Specialist
Partner: US Forest Service
Dates: January 16- April 5, 1996
Location: Mt. Adams Ranger District
Individual Placement: John Gaddis
Objectives: John will conduct an extensive Wilderness Education Outreach effort within the
local community, Columbia River Gorge and the Portland/Vancouver metro area. Target
audiences include school groups, clubs, Scouts and others. Education is a cornerstone of
Wilderness management.
Results: The "Leave No Trace" Program was updated. Presentations were given to Scout
Leaders and Scout Troops, Horse Clubs, Oregon Nordic Club and the White Salmon Steel
Headers.
Sponsor's Estimated Value: $3,600
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Potential Impact: Presentations presented by John and by future presenters will influence
audience to become more aware of their impact on the Wilderness when recreating in these
areas.
Resource Information Technician
Partner: US Forest Service
Dates: January 16- March 28, 1996
Location: Mt. Adams Ranger District
Individual Placement: Deborah Burr
Objectives: To assist in the interpretation of ortho and aerial photos for improvements to our
resource information for use in GIS mapping.
Results: Stream maps and watershed lines were updated for Trout Lake Creek. A new GIS
layer was created for "water rites".
Sponsor's Estimated Value: $3,000
Potential Impact: US Forest Service employees will have an up to date resource to use when
considering local watersheds.
(3) Rebuilding Northwest Communities:
Mosier I-84 Interchange
Partner: Native Plant Society
Dates: January 16, 1996
Location: Berm/Ramp of the I-84 Interchange at Mosier.
Objectives: To build a barrier to protect recently planted native plants from being run over
by turning vehicles, and to discourage people from parking in the area while recreating.
Members will also spread gravel over areas with non-native grasses to prepare area to be
seeded with a native specie.
Results: A rock wall was constructed to protect native plants from being crushed by vehicles
and gravel was spread over area with non-native grasses.
Sponsor's Estimated Value: $357
Potential Impact: Non-native grasses will be suppressed by gravel and native grasses will be
able to take over area. Native plants will be allowed to flourish and repopulate other areas
through seeding.
Opal Creek Facilities Restoration
Partner: Friends of Opal Creek
Dates: January 22-25, 1996
Location: Willamette National Forest
Objectives: To begin to refurbish the old cookhouse by removing wall boards, putting up
insulation and putting boards back, putting in a stove/cooking area and miscellaneous light
carpentry projects.
Results: Due to winter weather conditions, the NWSA team was only able to stay for two
days in which time they were able to strip about 75% of the wall boards from the 40'x70'
cookhouse
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Sponsor's Estimated Value: $750
Potential Impact: Providing a safe and weatherproof structure for Educational groups,
including school groups and/or teachers, and other community groups, to use while learning
about old growth forests.
Hood River Library Bar-coding Assistance
Partner: City of Hood River Library
Dates: January 22-25 & 29-31
Location: Hood River, Oregon
Objectives: To assist library staff and other volunteers to do needed preparation for the
library to go from a card-catalog system of referencing books to a new updated bar-coding
system.
Results: Members assisted staff and volunteers to assign all books in the present system an
electronic bar-code.
Sponsor's Estimated Value: $1584
Potential Impacts: Users of the Hood River Library System will be able to access
information about books more quickly and gain access to them more efficiently.
Flood Relief in The Dalles, Oregon
Partner: American Red Cross
Dates: February 14 - 23, 1996
Location: The Dalles, Oregon
Objectives: The NWSA sent one seven-person team trained in Disaster Relief to the Red
Cross Oregon Trails Chapter in The Dalles, Oregon on Wednesday, February 7. The team
spent three days and two nights sandbagging and running shelter operations at The National
Guard Armory. The Incident Commander appointed one Member, Sandi Workman, to
coordinate non-AmeriCorps volunteers through central dispatch. In Mosier, they helped save a
foster home for elderly clients and two other residences. Following this effort, a new team of
Members assisted the American Red Cross in providing disaster services to surrounding
community members that were affected by recent flooding in the area.
Results: Team Members performed damage assessment functions and family service
outreach by servicing clients in Wasco and Klickitat Counties.
Sponsor's Estimated Value: While the monetary value is impossible to calculate, the NWSA
Members helped families to better cope with the losses incurred by the flooding, as well as
assess damages and impacts to the area.
Potential Impact: Members contributed over 400 hours of service towards relief operations
in the area. Upon completion of the assignment, all cases were closed by the Red Cross and
further assistance was placed in the hands of FEMA.
Trout Lake and Surrounding Area Flood Relief
Partner: Trout Lake Community
Dates: February 7-9, 1996
Location: Trout Lake, Washington
Objectives: To assist with direct flood relief efforts in the community.
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Results: Members in Trout Lake provided 269 hours of flood prevention, relief and recovery
work from February 7-11th. On Wednesday, Members worked at the Mt. Adams Ranger
Station filling sandbags and taking them to needed locations in the town of Trout Lake, which
was inundated with one-to-three feet of floodwater. Throughout Wednesday and Thursday,
both day and night, Members answered local calls for help in homes and businesses:
supplying sandbags, building snow berms against rising waters, and helping to evacuate
families whose homes were endangered. On Thursday, an NWSA team drove to all residents
on the west side of town to assess needs and offer assistance. Two Members serving
Individual placements in Dufur, Oregon, worked with the Forest Service there to provide
flood relief.
The Northwest Service Academy staffed a flood information line from Wednesday
through Friday, taking requests for help and alerting Academy Members to community needs.
The information center facilitated the delivery of extra sandbags Friday morning and provided
road, weather, and safety updates to staff, Members, and local residents. In addition, the Mt.
Adams Project Coordinator, Sara Wittenberg, contacted fire departments and sheriffs in
Glenwood, Klickitat, White Salmon, The Dalles, and Skamania County to offer support and
disaster relief.
Sponsor's Estimated Value: The monetary value of this project is impossible to calculate.
Over the weekend Members helped clean up Bonnie's Cafe, the Chevron service station, the
general store, the beauty shop, and the Trout Lake Country Inn, enabling the businesses to
reopen within five days of the flooding. Clean up efforts included ripping up carpet, cleaning
interiors, securing personal belongings, and helping people move back into their homes.
These efforts continued through Monday afternoon, with five businesses and over seven
private residences served.
Potential Impact: Due to Academy efforts, businesses were able to open much more quickly
than expected, thus hastening the overall recovery of this valley. The concerted efforts of
Members and Trout Lake residents also enhanced a sense of community and support
throughout the valley.
American Red Cross Disaster Response #854
Partner: American Red Cross
Dates: February 7- March 1, 1996
Location: Portland, Oregon
Objectives: To assist the American Red Cross in disaster relief functions which they have
received prior training for serving local communities affected by recent flooding in the area.
Results: As the NWSA team arrived in Portland the Red Cross was switching management
from the local chapter volunteers to National Red Cross personnel. Members were put to work
at a variety of tasks which included managing the switchboard, supplying rural shelters,
performing custodial functions and guarding blood supplies. On Sunday, these Members
were enlisted to work for various functions under National jurisdiction. Team Members
Jennifer Glowacki and Tessa Robinson served in Communications while Sandi Workman, Ian
Sieren, Emily Gustafson, Shelly Bonas, and John Duff served with Logistics.
Sponsor's Estimated Value and Potential Impact: Again, the estimated value is impossible
to calculate. The NWSA, in partnership with the American Red Cross, assisted families
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attempting to save what they had left, helped individuals deal with a sense of isolation and
helped relief efforts go smoother.
HOSTS (Helping One Student To Succeed)
Partner: Henkle Middle School
Dates: January 31- June 20, 1996
Location: White Salmon, Washington
Objectives: To act as HOSTS mentors on Mondays, Tuesdays and Thursdays, on
Wednesdays and Fridays Members will serve as classroom assistants giving aid to teachers
and students.
Results: Members have been serving in the school, mentoring students of all educational
levels and offering a much-needed avenue of support to the student. The NWSA has been able
to provide teachers with needed assistance in a variety of areas.
Sponsor's Estimated Value to date: $11,840
Potential Impact: Henkle Middle School students will have an improved success rate on
homework assignments and tests, because of individual attention given to them by NWSA
Members.
Mosier Elementary Service Project
Partner: Mosier Elementary School
Dates: March 1- June 7, 1996 (one day/week)
Location: Mosier, Oregon
Objectives: To work in cooperation with Debbie Dobbs, the Child Development Specialist at
Mosier, to enhance and encourage growth of various social skills such as: self-esteem,
conflict resolution, leadership, inclusion, decision-making, safety, service and others in all
students. Members will organize and present weekly lessons from Tribes, Project Wild, and
other available resources.
Results: Members have done self-esteem workshops with grades 1-4. Alternating weeks
were spent with 5th grade students developing their sense of leadership through organizing
and implementing service projects around their local community. Members and students are
preparing a "Plant the Planters Day" in Mosier to be held April 3, 1996. They have assessed
available materials, created donation boxes, and organized a list of needs and solutions. They
are now in the process of implementing them. Members will facilitate the planting and offer
the students service learning opportunities and training in safety while serving.
Sponsor's Estimated Value to date: As the NWSA has served only two days at this school
thus far, we will provide this information as part of the next progress report.
Potential Impact: Students will finish the year with an increased sense of self-esteem and
better understanding for the importance of service and leadership in the community.
Mill A School Interpretive Trail
Partner: Mill A School
Dates: March 5-14 & 26-29, 1996
Location: Mill A, Washington (approximately 10 miles west of White Salmon)
Objectives: To build an interpretive trail in cooperation with the students of Mill A. The
main objective is include students in every aspect of the trail construction. Team Members
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will work with the grades separately, both in the classroom doing Project Wild lessons and
outside building the trail. Members plan to involve the older students in peer mentoring with
younger students both in the trail and the garden.
Results: Working side by side, Members and the students of Mill A cleared and groomed an
interpretive trail for use by students and teachers as an outdoor classroom. Members
performed safety meetings for students and demonstrated proper tool use and important
stretching exercises to prevent injuries. Bird boxes and a wildlife viewing station were
erected, and a teacher's guide, complete with lesson plans, land history, flora and fauna
inventory, and other valuable resources, was created for teachers to use for years to come.
Members also presented Project Wild lessons in the classrooms to reinforce environmental
stewardship and education. Contests were held through out the school to involve students in
the naming of the trail. The name chosen for the trail as well as a poem written by a Mill A
student were put on the trail-head sign.
Sponsor's Estimated Value: $15,000
Potential Impact: Mill A students will walk away from their elementary school experience
with a greater appreciation and understanding of the natural environment they live in and the
living systems they impact on a day to day basis.
Whale Watching Spoken Here
Partner: Oregon Parks and Recreation Department
Dates: March 25-29, 1996
Location: Depoe Bay and Boiler Bay, approximately nine miles north of Newport, Oregon.
Objectives: Members will volunteer as interpretive assistants at advertised Whale-watch sites
along the coast. Their responsibilities will include counting passing whales and offering the
public assistance through spotting whales with binoculars and passing out literature and
answering questions of the visiting public.
Results: Members served at two whale watch sites as interpretive assistants. The team
reached over 1,200 people, offering assistance with spotting and answering questions.
Members observed close to 200 whales passing off the coast of Oregon. These sightings will
be used in the tabulation and research for Oregon State University. Members also offered
needed assistance to Beverly Beach State Park, cleaning up their amphitheater and giving an
interpretative slide show to park guests. (see "Unique Success Stories")
Sponsor's Estimated Value: $480.00
Potential Impact: Gray Whales may be further protected due to enhanced awareness and
education of the public.
Trout Lake School Reading Group Facilitator/Teacher's Assistant
Partner: Trout Lake School
Dates: Jan. 9- Mar 1, 1996
Location: Trout Lake, Washington
Individual Placements: Katie Gorman, Jamie Dillemuth and Christine Gorton
Objectives: Interns will provide assistance with the junior high school student reading
groups in the mornings and provide a variety of functions in the afternoon including: general
classroom responsibilities, tutoring and working on design for the school baseball and softball
backstops.
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Results: Interns tutored students in small groups offering assistance with spelling, reading,
math and science. Interns improved the reading levels of all students tutored.
Sponsor's Estimated Value: $1,200
Potential Impact: Trout Lake School students have shown an improved success rate on
homework assignments and tests because of individual attention given to them by NWSA
Members.
Redesign and Update Recreation Brochures
Partner: US Forest Service
Dates: January 16 - April 5, 1996
Location: Wind River Ranger District; Carson, Washington
Individual Placement: Trina Frei
Objectives: To updating recreation brochures for the Mt. Adams and Wind River Ranger
Districts.
Results: Trina redesigned and updated the "Huckleberry" brochure for the south segment of
the Gifford Pinchot National Forest.
Sponsor's Estimated Value: $2,000
Potential Impact: Visitors to the area and local residents using this Forest Service brochure
will be well informed and reminded of important guidelines to remember when picking
huckleberries.
12.
(b) Community Building/Strengthening Objectives:
Our community building and strengthening objectives are 1) to involve Members and staff in
service learning activities; 2) to collaborate with local communities; and 3) to empower young
adults.
Three Members began planning the Trout Lake Community School in November of 1995.
After surveying community members to find out what classes they would like to have offered,
they compiled a class list and began to recruit instructors. Classes, which included Yoga,
Auto Mechanics, Sign Language, Investments, and Step Aerobics, ran from the third week in
January to the first week in April. Approximately 375 non-Academy volunteer hours was
spent working on this project.
After many months of planning and organization, the Mt. Adams Center hosted Bear Grass: A
Naturalist Writers' Workshop on March 2-3, at the Mt. Adams Ranger Station in Trout Lake.
Eleven naturalist writers, 47 registered attendees, and 18 Academy Members participated in
two days of workshops, panel discussions, and readings that explored the many ways
naturalist writing can serve the environmental and local communities. This was an excellent
service learning opportunity for Arts and Cultural Education Committee Members, who had
been instrumental in this project from conception to implementation (explained in greater
detail in the First Quarterly Report, #12C). In addition, work scholarships allowed 18 NWSA
Members to attend classes with such nationally known naturalist writers as Robert Pyle, Kim
Stafford, Derrick Jensen and Robert Heilman.
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Community support and collaboration for Bear Grass was very strong. Three of the
instructors were residents in Trout Lake, while two others came from nearby communities.
The extremely low registration fee ($50) fostered high participation from our six-county
service area, with approximately half of all attendees coming from the under served Mid-
Columbia. The Workshop strengthened the local community by bringing visitors from all over
Oregon and Washington into the Trout Lake Valley, at an estimated economical influx of
$5000, spent at local inns, restaurants and business establishments. Many attendees had never
been to Trout Lake, so it was an excellent marketing opportunity for tourism in this area.
Post-conference evaluations from attendees and instructors were extremely positive, with a
consistent recommendation to make Bear Grass an annual event, and possibly to lengthen it to
four or five days.
As mentioned in #12a, the Flood of '96 was a time of great community activity and
collaboration for the Center, with Members serving several communities in various capacities
for up to one month. When our Center was finally reunited on March 6th, we spent the day
debriefing our experiences and contributions to Flood Relief. We began by creating an
Academy calendar which reflected each person or team's service contributions for the month
following the flood. Then we heard reports from the various disaster relief teams, as well as
unique stories from individuals. We concluded the day with a brainstormed list of things
which could have been done better. This list will provide a starting point for the Mt. Adams
Community team next year, as they work with community leaders to devise an emergency
plan for the Trout Lake Valley.
That evening, the Mt. Adams Center hosted "Hats Off to Trout Lake," a Community Potluck
and Coffeehouse celebrating the end of the flood. The NWSA supplied the main dish,
beverages, kitchen help and clean up crew, while approximately 75 community members
brought side dishes, salads and desserts. After dinner entertainment, which ranged from a
demonstration of country line dancing to a fourteen-year old violin virtuoso, was provided by
NWSA and community members in a Coffeehouse venue. This evening was a real community
event, which highlighted the strong ties forged in this valley during our recent disaster.
12.
(c) AmeriCorps Member Development Objectives:
Our Member Development objectives include: 1) promoting civic responsibility and
environmental stewardship; 2) developing leadership skills; and 3) focusing life skills, career,
and educational goals.
During the second quarter, Members continued to work toward fulfillment of the Member
Development Plan through organized training, individual placements, volunteer opportunities,
and service learning activities. On January 8, our first day back from the winter break,
Members spent several hours in team building activities with their new teammates (for
explanation of new team structure, see # 17); this involved discussing and defining team
norms, expressing hopes and fears for the coming months, and establishing protocol for team
management and communications. The day also included a Community Meeting and
welcome back celebration.
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We used our second Community Day on January 26th to offer a Winter Survival Skills
training to all Members. US Forest Service trainer Shelly Butler gave Members training in
recognizing and reacting to signs of hypothermia, dressing for the weather, following
emergency procedures, and building snow caves and shelters. These skills enhanced the
winter safety of field individual placements and service team Members. Trainings scheduled
for February were canceled or postponed due to the floods.
On March 4, Members attended a Sexual Harassment and Self Defense training, which began
with a 1-1/2 hour all-Center discussion of power-based relationships and various forms of
harassment. After this, Movements in Change, a Portland based self-defense company, taught
female Members verbal, psychological and physical techniques for enhancing their personal
safety. Concurrently, male Members continued a discussion, led by local consultant Brian
Johnson, on power-based relationships and other sexual harassment issues. Both groups
came together for a short debrief that afternoon, and a longer debrief two days later at the
Community Meeting, during which male and female Members were able to exchange
information about the separate trainings.
On March 25, our first day back from Spring break, Team Steward Andy Curry facilitated a
day-long Feedback and Continuous Improvement discussion, based on written evaluations of
the program completed by the Members in early March. During this day, Members were able
to share both praise and frustration with their first half-year of service. Many of their
comments were taken into consideration in the writing of the 1996-97 grant request; minor
changes and repairs have already been implemented. A Task Force, consisting of seven
Members and two staff, has been formed to discuss changes in policy, calendar,
communication systems, teams, Member Handbook, uniforms, and training for the next
service year.
Individual placements provided 19 Members with great opportunity for service learning and
exploration of future career and educational goals (see # 12a and #17 for more information).
USFS Project Sponsors furnished training and service learning opportunities for their
individual placements, in such topics as Carnivore tracking, GIS mapping, computer training,
and plant and bird identification. Interns shared much of their training and expertise with
other Center Members in the field and through presentations at the Community Day on
March 25.
The Education team received a variety of training to help them in their work in four local
schools. At the Trout Lake School, three Members were trained to implement "phonguage," a
remedial reading program developed by school Superintendent Dr. Lou Gates; this was the
first time this program had ever been used. Three Members attended a one-day training
organized by the Metro Center, during which they were able to attend four workshops
conducted by various experts in the education field. Topics included journaling, creative
movement, classroom techniques, and mentoring. On March 1, five NWSA education team
Members from the Mt. Adams Center joined several Metro Members in Oregon City for
training in the usage of the Project Learning Tree curriculum. This training included a 2-hour
classroom orientation, followed by an observation of curriculum implementation at the
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Hopkins Memorial Tree Farm. The day concluded with role-playing activities and the
distribution of materials.
One of our best trainings was conducted by Marcia Klenbort of the Southern Regional
Council, who visited our Center on March 7-8 to provide training for all nine educational
team Members. On Thursday night local teachers were invited to dinner with Marcia and the
Members; following dinner, Marcia facilitated a 2-1/2 hour open discussion of classroom
techniques, challenges facing teachers, and ways to be an effective teacher/mentor for the
entire group. The next morning Marcia met with the Members to do a more focused, question-
and-answer training session on concerns they expressed after their first two months in the
schools. Enthusiasm in all sessions was very high and Members felt they received an excellent
balance of conceptual information and pragmatic advice to help them in the schools.
During the months of February and March, Members serving on the Mill A Interpretive Trail
Project attended two trainings sponsored by the Oregon Department of Fish and Wildlife.
The Naturescaping training taught Members how to focus on using native plants when
landscaping and how to provide needed shelter, water, food and space in the area to attract
local wildlife. Other areas focused on during the day included bird feeders and nesting boxes,
landscape ecology, re-circulating streams and ponds and butterfly and hummingbird gardens.
The second training prepared them to spend time in the classrooms at Mill A reinforcing the
idea of environmental stewardship to the students. During the Project WILD workshop,
Members saw first-hand how lesson plans in their Project WILD book worked, how easy the
activities were to facilitate and how much fun they could be.
By the end of March eight Members had successfully completed the requirements for team
leadership in the Member Development Plan, and were ready to lead teams out in the field the
first of April. These Members will continue to receive support from their Team Stewards, the
team "czars" (tool, safety, communication and vehicle), and from the NWSA Leaders, but
they will carry ultimate responsibility for their teams when leading them out in the field.
Several Members of the DR 854 Disaster Relief Team in Portland received hands on
experience in various disaster functions: Shelter Operations, Logistics, Communications, and
Courier Services. In addition, Jenny Glowacki received training in Ham Radio usage, while
Sandi Workman, Emily Gustafson, Shelley Bonas and staff member John Duff received
certification in "Serving the Diverse Community." This class, which is a required course for
disaster work, served as a good opportunity to explore diversity issues as they directly relate
to the disaster response setting. These Members felt that this was one of the better Red Cross
trainings attended.
This semester the Residential Affairs Committee (RAC) had to decrease the number of
programs it sponsored due to scheduling conflicts with the Trout Lake Community School
and the disaster relief efforts. The internal newsletter, however, continued, showing increased
Member contributions, with the last effort featuring an array of NWSA Member pieces,
including the first ever Mt. Adams crossword. RAC also hosted several Thursday night
socials -- casual gatherings towards the end of the week to give Members a place to relax and
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catch up while eating bowls of ice-cream. Finally, RAC finally pulled off its cross-country
Ski trip, which began with an all-you-can-eat pancake breakfast at the Center messhall. The
Trout Lake Grocery, in appreciation of NWSA flood relief efforts, donated ski rentals for all
Members and Winter Ski Patrol Interns Ilka Bailey and Adam McCurdy insured everyone's
safety on the cross-country trails.
Another RAC event turned into an unexpected adventure, narrated by NWSA Leader Caroline
Knebelsberger:
With the arrival of our new Member, we thought it would be a good idea to
have some sort of celebration. We agreed on an ice cream social and one of
our leaders volunteered to take a run to the store to pick up supplies. She was
joined by nearly a dozen Members eager to get out of town for a few hours,
having been stuck there for the last couple days because of all the flooding.
The van made it down to Hood River but their return to Trout Lake was barred
by a huge landslide across Highway 141. The mud slide had taken out all
phone and power lines too, so the group had no way to contact the Center to
tell them what had happened. The group decided to seek shelter for the night
in the houses of staff members who lived on the south side of the slide. With a
van full of melting ice cream they headed back down the hill only to find the
road now blocked in the other direction by concerned road workers
anticipating another slide. As always, our Members made the best of the
situation, going from car to car, offering ice cream and cookies to the
frustrated drivers.
The Project Activism Committee (PAC) Members were kept busy this quarter with individual
project planning. Projects planned by Members with minimal staff support included Arbor
Day, Earth Day, and Community Pride Week in White Salmon and Bingen, Washington. A
Castle Rock planning team was formed to begin the initial stages of development for a
project we will be doing in Castle Rock, Washington this summer. This three-Member team
will be living in Castle Rock for the next couple of months working with community
organizations and the project sponsors to find the material and time resources needed to
complete the project. Project description and results will be included in the next quarterly
report. The Community School program in Trout Lake, Washington which was planned and
implemented solely by Members of PAC during the months of January, February and March
was a great success (#12B).
A group of 15 Members and staff traveled to Hood River to attend a lecture by Lois Gibbs,
"the mother of dioxins," and a political and social activist from Love Canal. Lois Gibbs was
an inspiration, not necessarily for what she had to share about the effects of dioxin, but more
for her expertise and encourage in mobilizing people in the democratic process. A dynamic
speaker, she shared her views about how to launch an effective grassroots campaign, and ways
to incorporate science and politics. Members came away from this talk with a rejuvenated
belief in their individual ability to initiate change in their communities. They also came away
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more than a little concerned about the milk they were drinking. The Academy is currently
exploring ways to purchase our paper supplies from unbleached paper sources.
On January 24, Shelly Ohl, Tracy Burbee-Dell, Robbie Robinson and Adrian Villegas
attended a special session of the Hood River City Council dedicated to the subject of the
growing gang influence in Columbia Gorge communities. This was the first in an effort to
coordinate community efforts at heading off this problem. Members shared insights from
their experiences working with youth, and ideas were exchanged on where to go from here.
Members expressed a desire to remain involved in these efforts as they continue to develop.
13.
Other Accomplishments this Reporting Period:
The NWSA has gone out on the road explaining AmeriCorps/NWSA to various
community/civic groups such as Rotarians, Lions Club, Soroptimists, AAUW, Chambers of
Commerce in The Dalles, Hood River, and White Salmon/Bingen, and "after hours" business
clubs affiliated with these groups. Center Director Jerry Gabay, accompanied by staff or
Members, has led most of these presentations, which include explaining NWSA/AmeriCorps,
describing our various projects and goals, brainstorming ways we can assist their
communities, and soliciting help with recruitment, fund-raising, futuring, and training and
technical assistance.
These meetings have yielded a wide range of results and support. A Focus Group of
community leaders, Forest Service Administration, and local business people has been formed
to help advise the Center on future plans and fund-raising. The Mt. Adams Chamber of
Commerce has agreed to put a press release about NWSA in their newsletter, which goes out
to 115 Members. They will also be facilitating and funding a direct mail campaign to raise
funds for the NWSA. In addition they have asked our Center to take the lead in a local
Community Pride Week this spring. Several other potential service projects and future
partnerships have been initiated as a result of our public outreach.
The NWSA has also spent time working with the Wishram Action Team. Wishram is a
economically depressed rural community in Klickitat County, deeply effected by declines in
the timber industry. The Action Team and the NWSA are working together to develop a needs
assessment for the community, as well as to design "Wishram Days." At this time it is
unclear whether the NWSA will be able to assist in implementation of this project due to the
need to complete Forest Service Projects.
After the extraordinary success of the USDA Forest Service individual placements, the
NWSA went to district meetings to request high quality projects for our Members in meeting
un/underfunded needs of the Forest Service. The NWSA has received over 25 project
applications as a result and will be able to meet the number of hours needed to secure USFS
matching funds.
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14.
Unique successes or "great stories":
In January 1996, Members elected a five-person representative group whose responsibilities
include attending four consecutive staff meetings and acting as a representative and liaison
for the Member body. Deb Burr, the first Member to attend these meetings, explains her
position:
Since the beginning I have received nothing but positive feedback from the staff
in attendance and been told that I offer objective opinions and represent the
members well. I too have found the meetings have been very informational and
attending has educated me on the politics that influence Academy decisions.
My responsibilities also include bringing any issues that concern members and
member ideas to the staff so they can be resolved and/or worked on. At the end
of each meeting I type up my notes and post them for members in the dining
hall so they can stay informed. I feel that the member representative position
is the best and most effective way for everyone to function happily.
In our last progress report we reported on a training that Members, Leaders and Program Staff
attended in Newport, Oregon. Coordinated by Oregon Parks and Recreation and Oregon State
University, "Whale Watch Spoken Here" was an exciting two-day learning experience for
everyone who participated. As a result of this training we were able to send a small team of
Members and Leaders to participate in the program's spring migration watch. The team not
only served as interpretive assistants at two public whale watch sites but also, through
coordination efforts on their own, provided a needed service to Beverly Beach State Park by
cleaning up a windblown amphitheater used for park presentations. NWSA also sponsored an
interpretive slide-show for park guests. Following is a write up by one of the Members who
participated in the project:
In March, I participated in Oregon Parks and Recreation's "Whale Watch
Spoken Here" Program at the Oregon Coast. Along with 3 other NWSA
members and leaders, I served as a volunteer naturalist counting migrating
gray whales passing by the coast, and educating visitors about whales and
other aspects of coastal ecology (especially Keiko!). While volunteering, we
camped at Beverly Beach State Park near Depoe Bay, where we worked with
Steve Janiszewski. One of Steve's responsibilities as Guest Services Team
Leader is to offer educational programs at the park, but his hectic schedule
kept him from setting up an interpretive program for the busy spring break
weeks. Since I am familiar with the Oregon Coast and many of the plants and
animals that are found there, I volunteered to give an interpretive program on
tidepools, gray whales, and other sea creatures. In two days, I prepared a 45
minute presentation- "A Journey From the Rocky Seashores to the Ocean's
Depths"- with slides form the park's collection, and a talk drawn from
information I had brought with me for the project. Despite the short notice,
almost 60 park guests attended, and everyone (including myself) seemed to
enjoy it and learn something new.
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Individual placements
For more in-depth description of Individual Placements, please see #17.
Nicole Michels also comments on her experience as an Individual Placement with the US
Forest Service:
From mid-January to mid-March, I served with the US Forest Service working
on the Mt. Hood National Forest Winter Carnivore Tracking Project. Brome
McCreary and myself spent two months traversing the forests east of Mt. Hood
searching for the tracks of 3 Mustelids (weasels): wolverines, fishers, and pine
martens. During the project, we lived in a bunkhouse on the Barlow Ranger
Station in Dufur, Oregon, and worked with Forest Service wildlife biologists.
Brome and myself were primarily responsible for the track plate portion of the
winter tracking survey. We constructed 24 track plate boxes with suited
aluminum plates to collect track impressions from animals that entered the
boxes to retrieve the bait, and 4 camera stations to record animals that took
bait tied to a fishing line trigger. These survey stations we located in four
survey units which were checked 1-2 times per week each by foot, snowshoe, or
cross-country skis, depending on the terrain and snow depth. Although we did
not locate any tracks of our target species, we found tracks of many other
mammals including cougar, bobcat, Short-tailed weasel, coyote, Western gray
squirrel, Douglas squirrel, Snowshoe hare, and mule deer. The data that we
collected will be incorporated into future Forest Service management plans for
forest carnivores. In the course of this project I learned valuable skills, such
as track identification, survey methods, winter driving, and working within the
Forest Service's structure. During this project, I also increased my hawk
identifications skills, as we saw Golden eagles, Bald eagles, Rough-legged
hawks, Red-tailed hawks, Harrier hawks, American kestrels, and Cooper's
hawks almost daily while driving to the field. This individual placement
confirmed for me that I want to pursue a field in wildlife management and
research, and provided me with wonderful experience and a great time.
Derek J. Scheuerell, Mt. Adams Center Member, spent the second quarter serving with the US
Forest Service at the Mt. Adams Ranger Station under Rolando Mendez, Wildlife Biologist,
as an Information Systems Manager. While performing field work on Elk telemetry and
Carnivore bait stations with fellow individual placements (Dan Hayward, Matt Young, and
Deb Burr), Derek spent the greater balance of his time attending to the design, construction,
and direction of an information management tool providing effective and efficient
administration over the District's Spotted Owl site records. This electronic database has
already contributed significantly towards increasing the quality of District's wildlife
management and, consequently, of its timber sales. "With a well structured database
providing current owl activity at the touch of a button, forest managers," says Derek, "can
better evaluate the environmental impact of a timber sale, better protect our Nation's natural
resources, and better manage the Forest." Confident of its adaptability, Derek hopes the
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current database will see years of use by researchers and wildlife managers to properly
balance Congressional timber sale mandates with Spotted Owl protection.
Ilka Bailey and Adam McCurdy assisted the Gifford Pinchot Wilderness Manager with
backcountry patrol. Their duties also included assuming the persona of Smoky Bear:
Through our individual placement Adam and I had a wonderful opportunity to
go all over Klickitat county doing fire prevention events in classrooms of
kindergartners and first graders. Every year the Mt. Adams Forest Service
sends a team out to bring Smokey Bear and his ideas to the many children in
Klickitat County. Adam McCurdy and I got invited to come along and to help
facilitate the discussions and Q/A portion with the students as well as to don
the Smokey Mask. In 3 days we traveled to 12 schools and Smokey impacted
22 classrooms in the area schools. It was amazing to see the students eyes
light up when Smokey walked in the room. It has by far been the highlight of
this year.
John Gaddis also served with the Wilderness Manager, performing valuable outreach to
wilderness users:
I feel very fortunate to have worked with a very progressive individual these
past three months. My sponsor, Wilderness Program Manager, Mary Bean,
created this individual placement to implement one of the most powerful tools
she has as a manger - EDUCATION.
The goal was to contact groups that recreate in Wilderness and let
them know about the special qualities of Wilderness, and how their actions
can help protect this valuable resource. Wilderness is a congressionally
designated area where the land retains its primeval character and the imprint
of man's work is substantially unnoticeable. These areas have outstanding
opportunities for solitude or a primitive and unconfined type of recreation. By
endowing visitors with the skills that allow them to have a minimal impact on
the land, we are preserving the primeval character of the land, and ultimately
the integrity of Wilderness.
Through the course of my service, I met with over 200 members of the
community in giving programs to such diverse groups as the Mid-Columbia
Boy Scout leaders, Mt. Adams Chapter of the Backcountry Horsemen, Oregon
Nordic Club, Hood River Saddle Club, and fellow Academy members, with
programs scheduled for the SW Washington Boy Scout leaders and the Odell
Boy Scouts. Six local college outdoor clubs and recreation centers received
low-impact camping skills information to give students before they go into the
backcountry.
In addition to serving the community and the environment, this position
was a great service to me personal. I have a background in dispersed
recreation management and this individual placement gave me valuable hands
on experience working with the Gifford Pinchot's Wilderness permit system,
social encounter database, and interpretive slide portfolio. I was also
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encouraged and supported by Mary to become involved in the Forest Service's
safety committee, District meetings, and Wilderness issues on the Mt. Hood
National Forest.
The following is an excerpt from a story written by Tessa Robinson, a Member who
participated in the Red Cross Portland Flood relief effort:
Up on the left, we saw a big, white van with an Americorps sign. We stopped
and I jumped out on the search for any familiar face. I walked into a ravaged
house across the street and there, crouched behind the toilet and working away
in what used to be the kitchen, were two women from Metro (our sister center
in Troutdale). They told me about the many things their team was doing
throughout the community, from pulling tile, to handing out food and anything
else Vernonia needed.
As we drove away, the thing that stuck with me most was how these two
fellows of mine were doing extremely unglamorous work with the attitude of
"You expect less? Sorry."
15.
(a) Primary Challenges Encountered this Reporting Period:
The difficulty of meeting our CNS cash match while at the same time providing much needed
service in the economically distressed communities of the Mid-Columbia continues to be a
great challenge for our Center. We have addressed this problem through our USFS Two
Mountain Grant, by charging fee-for-service, by requesting funds from the Washington State
Commission to help meet our match, and by increasing our efforts in public outreach in hopes
of securing private or corporate support.
The requirements of our Two Mountain Grant with the US Forest Service have made it
necessary for us to turn down several community projects that would otherwise fall directly
into our project objectives and desire to fulfill significant unmet needs. While we value our
relationship with the Forest Service and pride ourselves on the good work we have done with
them over the past two years, we increasingly feel that there are pressing needs within our
local communities which deserve our attention. Our Center could implement a wider range of
community projects if USDA funds could be directed to our program through private or state
lands funds, rather than solely through the USFS.
We are still charging fee-for-service when we can, and some educational projects (such as
Mill-A) have been eligible for matching funds from the ESD 112. We have one proposal
requesting funding for a watershed restoration project pending with the Bonneville Power
Authority; if approved, it will fund an NWSA team for a potential 5-year project on a tributary
of the Columbia River. We have recently sent two funding requests to the Washington State
Commission for National and Community Service, one for the current year and one for FY
97, to assist us with our cash match
On a different note, it has been a continual challenge this year to work with AmeriCorps
sponsored T/TA providers. Beginning in September 1995, Program Coordinator Leigh
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Hancock attempted to secure Conflict Resolution Training for Mt. Adams Members through
the National Center for Mediation Training. None of the contacts she was initially given
would agree to do trainings for the Mt. Adams Center; two said they were not set up to do
trainings and one refused to do a training in Washington. The next contact Bill Fergueson sent
us was a trainer we had worked with last year on a poorly conducted and frustrating staff
training; we did not want to use this person again. The final contact we received from NCMT
was Emmanual Parrish, who did not seem competent to do this training and who admitted that
he was relieved not to do it when we decided to provide the training in-house. This whole
experience took five months--in which our Members received no Conflict Resolution
Training; Metro Member Development Coordinator Steve Bean will be providing that training
for our Members next month.
The 1996 Floods caused significant delay and concern for our Center. The community of
Trout Lake was virtually cut off from all surrounding communities and services for a total of
five days; access for the next two weeks was limited, as the main artery connecting our
community to local highways was washed out by a massive landslide. It was a challenge
during these times to fulfill service obligations, to allocate resources to the Red Cross, to
insure safety on campus, to maintain Member and staff morale, and to maintain our schedule
of trainings and public outreach. The challenge was well-met; Member morale and
willingness to go above and beyond the call of duty was inspirational, and our Flood Debrief
Day was an excellent way for all efforts to be understood and appreciated.
One staffing concern this past semester involved Tracy Burbee-Dell, one of our NWSA
leaders, who had to take time off from the program to deal with a death in her family. She has
been placed on extended leave in accordance with our Serious Injury/Illness policy. Tracy
was able to spend some time with her mother before she died and with her family in Texas
during this difficult time. The other NWSA Leaders have pitched in to cover Tracy's duties
until she is able to return. We all look forward to her rejoining us mid-April.
We had one serious vehicle accident over the past semester at the Mt. Adams Center. NWSA
Leader Kelli Wood was traveling on the detour route necessitated by the recent landslide
across Highway 141 when the vehicle she was driving hit black ice and skidded off the road.
The vehicle sustained serious damage but the driver was uninjured. This incident served as
warning to all our drivers, not to become complacent about road conditions and speed. Before
being allowed to drive Academy vehicles, Kelli reviewed our defensive driving materials and
spent a day practicing driving in extreme conditions with Team Steward Andy Curry.
15.
(b) Primary Training and Technical Assistance Needs this Reporting Period:
1.
Managing Individual Placements
2.
Getting out the message
3.
Transitioning AmeriCorps Members After Service
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16.
Strengthening the AmeriCorps National Service Network:
NWSA Service Projects Coordinator Sara Wittenberg conducted an exchange with City Year
San Jose Team Leader Joey Wells. Sara and Joey exchanged ideas on best practices as well as
how to be totally immersed in a different team based program. As a result of this visit, there
will be a Member exchange in May, allowing Members the opportunity for a new and
different experience and creating a feeling of belonging to "something bigger."
Mt. Adams Members coordinated with other AmeriCorps Members from all over central
Washington for a celebration in Yakima on Martin Luther King Day. Members participated in
a march celebrating service and community, followed by a forum about Martin Luther King,
his accomplishments, and how those correlate with the goals of AmeriCorps.
In late January, the NWSA hosted a site visit for two representatives of the Washington
Service Corps. David Broom and Nancy Pringle had the opportunity to meet Members, talk
with them over dinner at our cafeteria, and tour the residential facilities. Both David and
Nancy were very impressed with the program, the Members and the campus.
In March, Staff Member John Duff met with representatives from other Northwest
AmeriCorps programs and Project STAR to develop evaluative pieces that would serve the
needs of the diverse group of programs operating in the Northwest. It was a nice opportunity
to share approaches with other groups struggling to prove in concrete terms the value and
impact of the work we do. This cooperative effort at developing evaluation pieces could form
a new model in collaboration between the various AmeriCorps programs of this region. At the
Mt. Adams Center, we have begun to fine tune our Member Development Plan and to reshape
our Project Evaluation forms using ideas that sprung from this meeting.
Monica Gugel, from the AmeriCorps Recruitment Unit, recently spent a night at the Center,
during which she presented materials on the national recruiting effort and shared information
about other volunteer opportunities with AmeriCorps. This was a nice opportunity for
Members to get a sense of the greater AmeriCorps picture and for our leader Kelli Wood to
reminisce with another NCCC Charleston alumna. Monica took a large amount of Mt. Adams
recruitment materials to share with her other stops in the Northwest.
On March 7th Executive Director Jon Stewart brought three guests to the Mt. Adams Center
as part of a larger Director's tour. Pam Gerber (Director of City Year San Jose), Alan Dietz
(Director of Serve Houston) and Caroline Lewis (Health and Human Services, Maryland)
toured our residential facilities and discussed all aspects of our program with staff and
Members over dinner in our cafeteria. Invaluable information and ideas were shared around
program development, training and education, fund-raising, and preventing attrition.
17. Significant Program Changes this Reporting Period:
This quarter presented a number of changes in the projects and placements of the NWSA
Members. After a series of USDA Forest Service furloughs in early January, ten Members
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were finally able to develop and work on individual placements with the Forest Service and
other project partners. At the same time, an Education Team was formed out of a series of
individual placements, who needed similar training and preparation. These projects
necessitated a fair amount of restructuring at the Center, as our three service teams were
reduced to one "Field team," one individual placement team, and one education team. Team
Steward duties shifted in response to these structures, and one NWSA Leader, Mike
McGlynn, was given an opportunity to lead a team unassisted out in the field.
Because both individual placements and the education team were new endeavors for the
NWSA and they involved many struggles around developing new policies and procedures
while simultaneously developing the projects. All in all, both programs were successful and
will likely be implemented on a much larger scale next year
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NWSA Mt. Adams Center #95-ADNOR005-002
1996-97 Grant
Mt. Adams Center Year Two/Three Plan Narrative
In response to self and external evaluations conducted as part of our continuous
improvement program, and in recognition of the ten-point agreement which is leading to
continued funding for AmeriCorps, the Mt. Adams Center is planning a carefully selected
number of structural and programmatic modifications for our third year:
We are formally entering a second national priority area - education - in response to expressed
needs of Mid-Columbia school districts. We are currently running pilot projects which involve
one-on-one mentoring of economically or linguistically disadvantaged students in two schools, and
training elementary school children on appropriate decision-making in two others. Response has
been highly enthusiastic from principals, teachers, and students. We will continue to perform about
2/3 of our service in the natural and neighborhood environment.
In order to improve our technical competence, focus our service more clearly, and deliver our
service more efficiently, we intend to recruit and train Members for service in three distinct strands:
education, watershed restoration, and community/Forest Service. With the help of our project
partners, we have identified desirable education/experience in each area, and will emphasize this in
our recruiting.
Our training will be more targeted, and less general, than in the past. During the first week,
Members will participate in orientations to AmeriCorps/national service/NWSA, as well as
workshops in core competencies such as First Aid/CPR and HIV/AIDs training. The second week
will be team/strand specific and include technical skills (taught by our service partners as in-kind
contributions), team-building exercises, and introduction to specific projects. Opportunities for in-
service skill acquisition, further core competency, and Member development will occur on bi-
Page 60
96grant.doc
NWSA Mt. Adams Center #95-ADNOR005-002
1996-97 Grant
weekly Team/Community days. Our training and education program will be highly intentional,
designed to produce self-directed teams and individuals in the shortest time possible, consistent
with safety and project quality.
Building on this winter's highly successful internship program, we will offer individual placements
to a maximum of 10 returning or new Members who possess exceptional skills and service
backgrounds. We envision year-long placements with partners who need the specific expertise of
our Members to accomplish service within the partner's mission.
We are gratified that the Corporation appears to recognize the benefits, as well as the costliness,
of operating a residential center in a remote, rural location. We are making significant structural
changes to reduce costs wherever we can:
For the second year in a row, we have reduced our number of line stewards, and will rely more fully
on Members to lead teams. Next year we will have three Stewards, down from six in 1994 and four
in 1995. We have eliminated all overtime for Stewards; they will work four ten-hour days each
week. NWSA Leaders will oversee the teams when Stewards are not on duty.
We are compressing our service year into 45 weeks, down from 49 this year, during which
Members will perform 1711 hours of service. Member sick days and personal leave will be made
up on the Member's own time. Staff will take four weeks unpaid furlough.
Despite the success of our Leaders program, we will reduce the number of NWSA Leaders from
five to three. If we have to take further cuts in funding, we may be forced to eliminate all Leader
positions.
We will no longer pay health insurance deductibles for our Members. Instead, we will deduct an
extra $25 from Members' first four stipends, to be used to meet their deductible in case of illness or
Page 61
96grant.doc
NWSA Mt. Adams Center #95-ADNOR005-002
1996-97 Grant
non-work related injury; this deduction will be refunded in part or whole at the end of the year to
Members who had no deductible costs. We feel this is necessary in order to maintain a safe, healthy
residential and work environment.
This year, for the first time, our grant request reflects the full cost of running our residential
program. Increasing Member residential fees from $65 to $75/week will substantially augment our
cash match, but will still not cover the entire cost of the residential center.
Although we have made some progress towards sustainability, we remain hobbled by restrictions
upon fund-raising. ESD 112 is applying to Washington United Way for funding in FY 97, and will
apply to Oregon United Way during its cycle this winter. Mt. Adams Chamber of Commerce has
offered to write a direct-mail fund-raising letter for us; we are awaiting word from the Skyline
Foundation regarding availability of grant funds to pay printing and postage costs. We have
convened a consortium of watershed management agencies to create a coordinated plan of work and
funding for our watershed restoration projects. We will continue our vigorous public outreach and
aggressive media campaigns to build support not only for the center, but for all AmeriCorps
programs in the NW, and for the concept of national service.
We will continue to partner with a broad range of service organizations and agencies in the Mid-
Columbia including programs such as Kids Kamp (involving local schools and hospitals) and the
Bingen/White Salmon Pride Week (involving two city governments, Rotary, and schools).
We are in compliance with all CNS requirements, including those regarding Internet access, as well
as to prohibited activities. The service ethic of our Members is second to none in the nation, and is
giving the Mid-Columbia region a reason to feel good about itself.
Page 62
96grant.doc
Operating Site Name: NWSA Mt. Adams Center
Parent Organization Name: Educational Service District 112
Mt. Adams Objectives
Activity
Result
Measure
Standard
Number
(one per objective)
(Beneficiaries)
Example
Problem solving
Increased
Pre/post test
Notable increases in
50
exercises and reflection
problem solving skills
problem solving exercises
skills in 80% of Members
Members
Objective 1
Promote an ethic of
Participation in community
Increased community
Number of non required
60% of Members will
40 Members
civic responsibility
activities
involvement
hours volunteered by
involve themselves in a
Members
non required service
project, or attend at least
three community meetings
on their own time during
the year
Objective 2
Develop leadership
Leading service teams
Members will be
Completion of technical
50% of Members will be
40 Members
skills
competent to lead teams in
portion of Member
certified to lead teams in
the field in place of Team
Development Plan
field on service projects
Stewards
Objective 3
Transition from
Developing marketable
Members will be more
Completion of Member
80% of Members will
40 Members
Americorps to school
skills and competencies
competitive in job/school
Development Plan
successfully complete
or workplace
market
Member Development
Plan
MEMBER DEVELOPMENT OBJECTIVES
1996 AMERICORPS DIRECT RENEWAL APPLICATION
Operating Site Name: NWSA Mt. Adams Center
Parent Organization Name: Educational Service District 112
Activity
Result
Measure
Standard
Number
(one per objective)
(Beneficiaries)
Example
Tutoring reading
Increased
Pre/post test
50% of students
30
deficient students
reading skills
administered by teacher
will attain grade level
students
Objective 1
Community
Well-head testing and
Improved awareness of
Number of rural residents
300 residences visited and
1000+ residents
environmental health
education
water health protection
visited, and number of
provided educational
methods
water tests conducted
material; 100 water tests
performed
Objective 2
Watershed restoration
Monitor, evaluate and
Enhanced watershed health
Number of systems
80% of goals set by
Three systems
restore subbasins in and
partially restored
service partners will be
(in part)-50,000
around Bonneville Pool of
met
residents of
Columbia River
Mid-Columbia
Objective 3
Reinforcing schools
Tutoring students who are
Increased reading skill
Pre/post test administered
50% of students will
150 students
economically or
by school
improve one grade level
linguistically
for each semester tutored
disadvantaged
COMMUNITY SERVICE OBJECTIVES
1996 AMERICORPS DIRECT RENEWAL APPLICATION
Operating Site Name: NWSA Mt. Adams Center
Parent Organization Name: Educational Service District 112
Activity
Result
Measure
Standard
Number
(one per objective)
(Beneficiaries)
Example
Recruiting additional
Increased community
Log of additional
900 additional hours of
30
volunteers
participation
volunteer hours
additional volunteer service logged
students
Objective 1
Disaster preparedness
Engaging civic groups to
Community will be better
A developed plan
A minimum of five civic
700 valley
create a disaster
prepared for flood of 1996
groups participate in
residents
preparedness and
type event and response
developing plan
management plan for Trout
Lake
Objective 2
Economic
Hosting environmental
Publicity and economic
Number of participants at
50 attendees with economic
500 community
development
writers workshop
boost for Trout Lake
workshop
impact exceeding $5000 in
residents
single weekend
Objective 3
Educational
Facilitate winter
Self enhancement and
Number of community
Six non Americorps
500 community
Enhancement
community schools
positive interaction of rural
residents teaching courses,
Members teaching classes,
members
program
residents in winter
and number taking courses
and fifty community
Members taking courses
COMMUNITY DEVELOPMENT OBJECTIVES
1996 AMERICORPS DIRECT RENEWAL APPLICATION
NWSA Mt. Adams Center #95-ADNOR005-002
1996-97 Grant
Please attach the
operating site budget
narrative to this page.
OPERATING SITE BUDGET FORM
Legal Applicant/Parent Organization
Educational Service District 112
Program Name:
Northwest Service Academy/Mt. Adams Center
Site Location (City, State, Zip):
Trout Lake, WA 98650
ITEM A: MEMBER SUPPORT COSTS
Number of
Corporation
Grantee Share
Total Program
Members
Share
1 Year FT 1700
40
270,130
61,335
331,465
1 Year PT 900
2 Year PT 450
Subtotal
40
270,130
61,335
331,465
(7.65%) FICA
20,665
4,692
25,357
Workers Compensation
32,518
5738
38,256
Health Care
24,263
4,282
28,545
Subtotal A
347,576
+
76,047
=
423,623
82%
+
18%
=
100%
(max. 85%)
(min. 15%)
ITEM B: OTHER MEMBER COSTS
Training and Education
9005
4435
13,440
(please specify in budget narrative) Other
4878
2402
7280
Subtotal
13,883
+
6837
и
20,720
ITEM C: STAFF
Salaries
178,842
0
178,842
Benefits
55,709
0
55,709
Training
5600
0
5600
(please specify in budget narrative) Other
Subtotal
240,151
+
0
II
240,151
ITEM D: OPERATING COSTS
Travel
3350
1650
5000
Corporation-sponsored meeting
$750
0
750
Supplies
9179
4571
13,750
Transportation
35,560
0
35,560
(no greater than 10% of A-E) Equipment
2000
0
2000
(please specify in budget narrative) Other
4756
149,807
154,563
Subtotal
55,595
+
156,028
=
211,623
ITEM E: INTERNAL EVALUATION
5000
0
5000
Page 66
NWSA Mt. Adams Center #95-ADNOR005-002
1996-97 Grant
ITEM F: ADMINISTRATION
34,832
12,567
47,399
To arrive at the Corporation's maximum share of 5%, multiply
the total of Items A-E in the Corporation Share column by
.0526.
ITEM G: TOTAL PROGRAM
OPERATING COSTS (B-F)
349,461
175,432
524,893
67%
33%
ITEM H: TOTAL OPERATING SITE
BUDGET (A+G)
697,073
251,479
948,516
Items below are not part of the grantee budget and should not be included in totals that are transferred to the
title page.
ITEM I: CHILD CARE
Estimated #
Grantee Share
of Children
(if applicable)
0
ITEM J: EDUCATION AWARDS
Number of
Amount per
Total
Members
Member
Full-Time Members
40
X $4725
=
$189,000
Part-Time Members
0
X $2363
=
0
Page 67
NWSA Mt. Adams Center #95-ADNOR005-002
1996-97 Grant
Mt. Adams Operating Site Budget Narrative 1996-97
CNS
Grantee
Total
Item A: Member Support Costs
1a. Member living allowances:
37 FT Members X $7945/year =
$249,870
$44,095
$293,965
Provides for 40 weeks of service, 2 weeks of
training, and 3 weeks vacation.
1b. NWSA Leaders living allowances:
3 FT Leaders X $12,500/year =
$20,260
$17,240
$37,500
Responsible for leading teams in the field;
facilitating Member leadership committees;
maintaining integrity of NWSA community;
Member health and welfare.
2. FICA Members and Leaders:
40 X .0765 X living allowance =
$20,665
$4,692
$25,357
3. Workers Comp. Members and Leaders
40 X $956.40/year =
$32,518
$5738
$38,256
4. Health Insurance Members & Leaders:
a.
40 X $693/year =
$23,562
$4158
$27,720
Insurance provided under NASCC; NWSA
will no longer pay deductibles for Members.
Page 68
NWSA Mt. Adams Center #95-ADNOR005-002
1996-97 Grant
b. NASCC Membership dues =
$701
$124
$825
Membership required in order to provide
NASCC health insurance to Members.
Subtotal Item A =
$347,576
$76,047
$423,623
82%
18%
100%
Item B: Other Member Support Costs
1. Training and Education:
40 X $336/year =
$9005
$4435
$13,440
Based on actual costs experienced in 1995 to
provide 2 weeks of initial orientation and
training, plus periodic project-specific
training, plus periodic Member development.
Includes training facilities and trainers.
2. Uniforms:
40 X $182/year =
$4878
$2402
$7280
Provides one set grey AmeriCorps package,
plus 1 extra grey T-shirt, plus cold weather
safety gear.
Subtotal Item B
$13,883
$6837
$20,720
Item C: Non-residential Staff
1. Salaries
a. Center Director =
$36,073
0
$36,073
Page 69
NWSA Mt. Adams Center #95-ADNOR005-002
1996-97 Grant
Responsible for overall operation of the
Center, including project performance,
reports and communication with CNS; policy
and sustainability issues; continuous
improvement and evaluation; community
relations; development and management of
budget; publicity; and coordination with
Metro Center.
b. Educ/Training Coordinator =
$27,228
0
$27,228
Responsible for education and training of
staff and Members; service-learning on
projects; special events (MLK Day, summits,
etc.); Member-development; recruitment of
Members; and supervision of Leaders.
c. Service Project Coordinator =
$24,345
0
$24,345
Responsible for project solicitation,
development, and implementation;
supervision of Team Stewards; secondary
supervision and discipline of Members; and
safety in the field.
d. Team Steward - 3 @ $23,662/year =
$70,986
0
$70,986
Responsible for direct supervision and
Page 70
NWSA Mt. Adams Center #95-ADNOR005-002
1996-97 Grant
mentoring of Members and Leaders in the
field; meeting management and facilitation;
and care and maintenance of tools and
vehicles.
e. Secretary =
$20,210
0
$20,210
Responsible for office operations; and
specifically for communications and
documentation with ESD 112;
communications systems and hardware;
computer maintenance; database
management; procurement of uniforms and
supplies; vehicle records and reporting.
Subtotal Non-residential Staff Salaries
$178,842
0
$178,842
2. Benefits =
$55,709
0
$55,709
a. Workers comp @
$0.12434 X hours = $1671
b. Unemployment @
.002 X salary =
$358
c. FICA @
.0765 X salary =
$13,681
d. Retirement @
.0762 X salary =
$13,628
Page 71
NWSA Mt. Adams Center #95-ADNOR005-002
1996-97 Grant
e. Health insurance @
$3767.40 X 7 FTE = $26,371
3. Training @ $800 X 7 FTE =
$5600
0
$5600
Provides for pre-service training, including
facilities and trainers, and for continuing
professional education and peer exchanges
during service year.
Subtotal Item C
$240,151
0
$240,151
Item D: Operating Costs
1. Travel
$3350
$1650
$5000
Provides for travel and lodging for staff and
Members for State Commission meetings;
trainings; recruitment; and for weekly
Leadership and other Academy-wide
meetings.
2. CNS meetings
$750
0
$750
Provides for airfare to up to 2 CNS meetings
per year.
3. Supplies
$9179
$4571
$13,750
a. Office
$6000
$3000
$9000
b. Tools
$667
$333
$1000
Page 72
NWSA Mt. Adams Center #95-ADNOR005-002
1996-97 Grant
c. Safety gear
$972
$478
$1450
d. First aid
$200
$100
$300
e. Printing
$1340
$660
$2000
4. Transportation of Service Teams
$35,560
0
$35,560
a. Vehicle rentals, 5 $14,940
b. Vehicle. miles @
$0.16/mi X 8400 mi= $6,720
c. Insurance @
$2000/vehicle X 5 = $10,000
d. Ins. deductible @
$500/veh X 3 =
$1,500
e. Private. veh. miles @
5000 X 0.30/mi = $1,500
f. Bridge tolls @
$0.75 X 1200 trips = = $900
5. Equipment
$2000
0
$2000
Costs based on estimates to replace computer
parts, cell phones, etc. as they wear out.
6. Other
a. Residential expenses =
0
$140,283
$140,283
Special Use Permit for Facilities
$16,200
$16,200
Fee for exercise room
$2,000
$2,000
Page 73
NWSA Mt. Adams Center #95-ADNOR005-002
1996-97 Grant
Natural gas for dining hall
$1,000
$1,000
Electric heat for dorms
$9,000
$9,000
Snow-plowing
$500
$500
Food
$54,600
$54,600
Cleaning, supplies, and maintenance
$1,035
$1,035
Outside maintenance
$2,500
$2,500
Bedding and laundry
$1,500
$1,500
Food handlers permits for members
$400
$400
Subscriptions to magazines/papers
$250
$250
Enrichment activities
$1,500
$1,500
.62 FTE Cook (salary, benefits, training)
$15,375
$15,375
Res. supervisor (salary, benefits, training)
$34,423
$34,423
Residential expenses based on experienced costs over 2 year period. Food based on
formula:
$6.50/day/person X 40 Members X 42 weeks X 5 days/week = $54,600.
Cook responsible for physical condition of kitchen; menu-planning; food ordering;
and preparation of morning and evening meal 5 days per week.
Residential supervisor responsible for all residential operations including:
operation, cleanliness and safety of dining hall, commons, and dorms and office space;
weekend and evening programming; Center-wide safety and wellness program; and
supervision of cook, residential assistants, and Members on individual placements.
Page 74
NWSA Mt. Adams Center #95-ADNOR005-002
1996-97 Grant
b. Rent
$536
$8,264
$8800
USFS administrative fees =
0
$8000
$8000
Janitorial contract =
$536
$264
$800
Rent based on experienced administrative fee charged by Forest Service to provide office
space, telephone lines and usage, copier services, postage, and power.
c. Utilities =
$1200
0
$1200
Direct telephone for office
$1200
0
$1200
d. Communications =
$2020
$760
$2780
Internet hookups; listserves, etc.
$480
0
$480
Computer consulting
$1340
$660
$2000
Cell phone charges
$200
$100
$300
e. Recruitment
$1000
$500
$1500
Provides for paid advertisements in
magazines and newspapers, outreach to areas
of higher ethnic diversity than Washington
and Oregon, recruitment fair fees, and misc.
expenses.
Subtotal - - Other =
$4756
$149,807
$154,563
Subtotal Item D =
$55,595
$156,028
$211,623
Item E: Internal Evaluation =
$5000
0
$5000
Subtotal Item E =
$5000
0
$5000
Page 75
NWSA Mt. Adams Center #95-ADNOR005-002
1996-97 Grant
Subtotal A through E =
$663,094
$238,023
$901,117
Item F: Administrative fees to ESD
$34,832
$12,567
$47,399
Item G: Total Operating Costs (B-F)
$349,461
$175,432
$524,893
67%
33%
100%
Item H: Total Site Costs
$697,037
$251,479
$948,516
74%
26%
100%
CNS Cost/Member = $697,973/40 = $17,449
Minimum match needed to balance total site costs =
251,479
Sources of cash match:
Member residential fees =
$126,000
Non-federal cash =
$76,047
Cash or in-kind match =
$49,429
Notes to Budget and narrative:
This budget calls for approximately $7,354 more from CNS than did last year's budget,
but results in an average cost per Member of $17,425 or a DECREASE of $2280/Member from
last year, which represents a decrease of 11.4%. If we reverted to 35 Members, the number
authorized in FY 96, we would save $52,953 in Member support, but our cost per Member would
rise.
Please note that in FY 96, we did not list most of our residential costs in our grant
application, nor the residential fees collected from our Members. Inserting those figures into this
application gives a much more accurate picture of the true cost to run a residential center, but
under-represents actual decreases in costs from last service year by $71,335. Therefore, if
residential costs and 5 extra Members were not factored in, we would show a reduction of
Page 76
NWSA Mt. Adams Center #95-ADNOR005-002
1996-97 Grant
$124,288, and have a total budget of $824,228, or over $87,000 less than last year's budget. It
should also be noted that last year's budget called for an actual decrease in CNS allocations to
this site. Please see Year Three Plan for discussion of restructuring for budget reductions.
Residential fees to be collected from Members on formula:
40 Members X $75/week X 42 weeks =
$126,000.
We anticipate raising a large amount of in-kind matching funds in FY 97 = $114,805
A. Staff salaries match =
$45,000
In kind match is calculated for a minimum of 3000 hours at $15/hour of project partner time
spent in direct contact with Members at the project site for technical assistance and quality
control. This is based upon 1813 documented hours in the first 60% of current service year.
B. Tools provided by FS in-kind =
$3000
C. OR State Motor Pool vans at discount from commercial rates =
$7500
D. Provision of residential facilities at reduced rate by Forest Service = $44,905
In kind match based on comparable costs if campus were moved to local community
college, including rent and utilities differential of $9905, plus $8000 value of beds provided, plus
$800 value of other furniture, plus $2200 value of bedding provided in dorms = $20,905 for
dormitories, plus $16,000 annual value of fully equipped dining hall and kitchen (figured on
basis of cost of food plan at community college minus food and cook costs), plus $8000 annual
value of fully equipped commons building = total of $44,905.
E. Provision of office space and services at reduced rate by Forest Service = $14,400
In
kind match based on comparable costs if offices were moved to local community college.
Page 77
NWSA Metro Center # 95-ADNOR005-001
1996-97 Grant
FOR INTERNAL USE
ONLY
OPERATING SITE TITLE PAGE
1
LEGAL APPLICANT/
PARENT ORGANIZATION:
Educational Service District 112
Program Name:
Northwest Service Academy/Metro Center
2
OPERATING SITE
ORGANIZATION:
Northwest Service Academy
Contact person's name/title:
Jon Stewart, Academy Director
Address:
31520 SE Woodard Road
City, State, Zip Code:
Troutdale, OR 97060
Phone (Voice, Fax):
(503) 695-3739 Fax: (503) 695-2296
3
SITE DIRECTOR/TITLE:
Joe Parvankin, Center Director
4
GRANT TYPE:
Operating
Education Awards Only
5
1995 NATIONAL ISSUE
AREA PRIORITIES: Education
>
School Success
Public Safety
Community Policing
Victim Assistance
Human Needs
Early Childhood Development
Environment
Neighborhood/Community Environment
6
1994 NATIONAL ISSUE
AREA PRIORITIES:
Public Safety
Violence Prevention
Crime Control
Education
School Readiness
School Success
Environment
>
Neighborhood Environ.
Natural Environment
Human Needs
Health
Home
Page 78
NWSA Metro Center # 95-ADNOR005-001
1996-97 Grant
7
POPULATION TO
BE SERVED:
Urban
Rural
Other
>
Empowerment Zone
Enterprse Community
Population/Community Served:
Serving rural resource dependent communities and
empowerment zones within the Portland/Vancouver
Metropolitan Area.
P
Primary Congressional
Districts served:
State of Oregon: 1st District, 3rd District
State of Washington: 4th District
8
SITE BUDGETS:
Corporation Requested Funds:
$1,186,840
Total Budget: $1,669,988
9
AMERICORPS MEMBERS
# Full-Time:
86
# Part-Time:
1 year
900 hrs.
2 year
450 hrs.
3 year
300 hrs.
Page 79
NWSA Metro Center # 95-ADNOR005-001
1996-97 Grant
SITE ASSESSMENT FORM (renewals)
Parent Organization:
Educational Services District 112
Operating Site:
Northwest Service Academy/Metro Center
1996-97 Funding level recommended by Parent Organization: $1,451,592 total; $1,186,815 CNS
1996-97 Number of 1996-97 Members recommended by Parent Organization:
86
FT
PT (900 hours)
PT (450 hours)
In addition to the attached renewal requested, the below analysis is based upon:
site visits, (how many? at lease twice every quarter);
Progress Reports
Phone Contact, (how frequent? at lease twice weekly)
Other:
Leadership Team Meeting, (at least once monthly)
1. Provide evidence that the operating site is meeting its annual objectives. If not, explain.
Operating Site Progress Reports have been reviewed in relation to site annual objectives. The
Metro Center has met or exceeded all key objectives since its inception.
2. Provide a clear analysis of this operating site's strengths and accomplishments which support
the Parent Organizations' decision to request 1996-97 renewal funding. Include all reasons
supporting request for renewal funding.
a) Excellent Member Retention, currently enrolling 74 members out of 75 positions.
b) Strong outcomes from service projects. Project partners are having their needs met.
c) Member Development has improved substantially. The Member Committee system in
particular is making Members more invested in project development, community building
as well as in their self governance.
3. Provide a clear analysis of the challenges the Parent Organization foresees if the operating
site receives renewal funding.
a) The Center is young organizationally, staff roles need to be clarified and adjusted.
b) Finding diversified funding for match continues to be a challenge. In the first two years of
operation the Center has been heavily reliant on fee-for-service revenue. That dependence
needs to be eased and funding more secure in the long term.
4. Describe the Parent Organization's strategy for assisting the operating site with challenges.
a) As a part of the NWSA Continuous Improvement Program we have secured an
organizational development consultant to help us manage program changes and growth
inherent in a developing organization. We will review position descriptions, clarify
communications and fine-tune systems.
b) The Academy Director will continue to facilitate coordinated strategies for sustainability.
He will work with site staff to enhance community visibility and community relations.
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PROGRESS REPORT FOR OPERATING SITES OF
AMERICORPS* NATIONAL AND AMERICORPS* TRIBES AND
TERRITORIES PROGRAMS
1.
Operating site:
Northwest Service Academy Metro Center
Location: Troutdale, OR
2.
Operating Site ID #: 95-ADNOR005-001
3.
Corporation Grantee Name: Northwest Service Academy/ESD112
4.
Mark the reporting period to which this form applies:
First Progress Report
X Second Progress Report/Renewal Request
-
(10/1/95-12/31/95)
(1/1/96-3/31/96)
End-of-Term Progress Report
-
(4/1/96 - 9/30/96)
5.
Name of person completing this report:
Joseph Parvankin
and Metro Center Staff
6.
Position of person completing this report:
Center Director
7.
Telephone number: 503-695-3739
8.
Fax number: 503-695-2296
9.
E-mail address: Joseph Parvankin: [email protected]
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PART I -- PROGRAMMATIC INFORMATION ABOUT YOUR
AMERICORPS* NATIONAL OPERATING SITE
10.
Members and Service Hours
Member Census Questions
Full-time
Part-time
How many AmeriCorps Members was your site
granted for this year?
75
0
How many AmeriCorps Members were enrolled at
the beginning of the reporting period?
74
0
How many new AmeriCorps Members did you
enroll during this reporting period?
0
4
How many of your AmeriCorps Members were in
service at the close of this reporting period?
70
4
How many of your AmeriCorps Members
completed their term of service during this
0
0
reporting period?
In this
Since
reporting
beginning of
AmeriCorps Members' Hours of Service
period
program year
Full-time Members
29457
78280.5
Part-time Members
488
488
11.
(a): Please provide the following information
In this
Since beginning
Volunteer Generation
reporting
of program year
period
How many non-AmeriCorps Member volunteers
1585
3564
were involved in AmeriCorps service activities?
How many hours did non-AmeriCorps Members
14590
27377
contribute to AmeriCorps service activities?
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11.
(b) Share with us some examples of the service activities that your Non-
AmeriCorps Member volunteers participated in during this reporting
period.
Most of the non-AmeriCorps volunteers and volunteer service hours come from partnership
projects with local schools. NWSA Members encouraged students in grades kindergarten
through high school to become more environmentally aware and responsible by undertaking such
activities as starting school recycling programs, constructing worm composting bins, building
raised garden beds, naturescaping school yards, maintaining arboretums, maintaining and
constructing interpretive nature trails, and restoring and creating habitat for urban wildlife
through removal of non native plant species and plantings of native trees, shrubs, flowers, and
grasses. Students learn about the environment as they perform service learning activities in
coordination with AmeriCorps Members.
Several other non-AmeriCorps volunteers served along side of NWSA Members with local non-
profit organizations; usually these partnerships took place while the Academy was engaged in
service objective #3 activities, "Rebuilding Northwest Communities."
NWSA Members had the opportunity to work with a number of community volunteers during
the Northwest Floods that occurred in February 1996. NWSA Members coordinated many flood
relief activities directing community volunteers as they sandbagged creeks and rivers, set up and
managed shelters, accepted and sorted donations, cleaned up homes and businesses affected by
the flood, and took part in damage assessment with the Red Cross.
12. Summary of Progress this Reporting Period Toward Accomplishing
Annual Objectives:
(a) Community Service Objectives:
(1) Renewing Northwest Streams, (2) Restoring Northwest Forests, (3) Rebuilding Northwest
Communities.
(1) Renewing Northwest Streams:
Cascade Head Nature Trail Restoration
Partner: The Nature Conservancy of Oregon
Dates: March 3 - March 8
Location: Cascade Head Preserve, Oregon
Objective: To reroute a 20 foot section of trail that had been obliterated by a mud slide due to
heavy rains.
Results: Members rerouted damaged trail section, constructed 40 water bars to keep rainfall
from collecting on trail, and maintained 12 existing water bars.
Partner's estimated value: $4800
Potential impact: Well maintained trails lead to safer access for hikers and less sediment runoff
into streams.
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Bull Run Trail Restoration
Partner: USDA Forest Service, Mt. Hood National Forest
Dates: March 12 - March 13
Location: Bull Run Watershed, Clackamas County, OR
Objectives: To stabilize an existing trail that had been damaged by heavy rainfall causing mud
slides.
Results: Members stabilized an 800 foot trail on very steep rocky terrain by hauling boulders to
shore up different slide areas and replanted slide areas with native plant species to further
stabilize slopes.
Partner's estimated value: $800
Potential impact: Bull Run Watershed is the water supply for Portland, the trail enables Water
Bureau and Forest Service personnel to reach a water sampling station to check water quality
Holgate Lake Contamination Awareness
Partner: Portland Bureau of Environmental Services
Dates: March 26
Location: Portland, OR
Objectives: To make neighborhood people around Holgate Lake aware that the lake was
contaminated with sewage and residents should avoid all contact with it.
Results: Distributed 500 flyers warning residents about the contamination of Holgate Lake.
Partner's estimated value: $240
Potential impact: By informing the surrounding communities about this potential health hazard
the negative impacts of the contaminated lake were reduced.
Camassia Natural Area Stream Restoration
Partner: Nature Conservancy of Oregon
Dates: March 11 - March 14
Location: West Linn, OR
Objective: Stream drainage re-channeling to control erosion and removal of non-native invasive
species.
Results: The NWSA team rerouted 500 ft. of stream to prevent runoff from overflowing stream
bank and running into a nearby resident's property. Members removed ivy and Scotch Broom,
invasive plant species, from numerous locations within Camassia.
Partner's estimated value: $3500
Potential impact: The Nature Conservancy of Oregon is a non profit organization dedicated to
conserving natural areas while preserving habitats for plants and animals for the enjoyment and
education of people that visit these areas. By improving the drainage capacity of the area and
removing non native plant species the area will be a healthier more productive ecosystem.
Service performed by Members on their own time ("Make-up Hours"):
Fanno Creek Restoration
Partner: EnviroCorps AmeriCorps Program
Dates: March 9, 1996
Location: Portland, OR
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Objective: To assist in restoration efforts on an urban stream.
Results: A Member assisted AmeriCorps Members from a local program in leading volunteers
during a planting day along Fanno Creek.
Partner's estimated value: $40
Potential impact: Improved water quality and habitat along an urban watershed.
Johnson Creek Watershed Curriculum Workshop
Partner: Leach Botanical Gardens
Dates: February 15, 1996
Location: Portland, OR
Objective: To provide education materials regarding urban watersheds.
Results: A Member attended the workshop and returned to implement the curriculum in his
school project.
Potential impact: Improved understanding of watersheds and water quality in local streams.
WaterWatch of Oregon
Partner: WaterWatch of Oregon
Dates: February 1996
Location: Portland, OR
Objective: To educate community members about the importance of water quality and
conservation.
Results: Members assisted in outreach mailing program.
Partner's estimated value: $25
Potential impact: Improved water quality in the region.
(2) Restoring Northwest Forests:
USDA Forest Service Individual Placements
Partner: U.S. Forest Service
Dates: January 15 - March 14
Location: Mt. Hood National Forest, Supervisors Office, Estacada Ranger District, Zigzag RD.
Objective: Members were assigned to different departments in Forest Service offices.
Members worked doing: road maintenance surveys, surveyed use of Clackamas River by
recreationists, conducted wildlife surveys, tracked winter wildlife carnivores, made land form
maps, mapped vegetation types, input data on location of fires that had occurred in the Columbia
Wilderness area, checked vegetation maps on file for accuracy, assisted with environmental
education program taking place at Parkdale Elementary School, and placed road signs with flood
detour information.
Results: Members surveyed 15 roads looking for water build up and erosion damage and
documented findings and documented recreational use of the Clackamas River by documenting
number of people, number of boat launch and take out sites, and types of crafts being used.
Wildlife carnivore winter tracking was done to determine which sensitive species were present.
Trackers established, built and monitored 10 track plate stations and 20 camera stations in three
areas across the forest covering 10 miles. These stations established the presence of bobcat,
cougar, and three species of weasel in the restricted Bull Run watershed. A Member created land
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form maps for five watersheds, compiled data on rock resources for eighteen watersheds and
filed a complete set of aerial photos. Members edited 18 vegetation type maps using aerial
photos and made 100 road signs indicating where flood damage had occurred requiring rerouting.
Partner's estimated value: $26,676
Potential impact: The data gathered will be used to restore and maintain the Mt. Hood
National Forest and to add to the body of knowledge about this area. When roads are maintained
properly and erosion is controlled, the amount of sediment that runs off into streams is
minimized. By tallying boat permits, the Forest Service is able to better respond to recreational
use levels for enhanced public enjoyment as well as increased environmental protection of those
riparian zones. By learning which types of wildlife are using the area, better management
decisions can be made to allow for their habitat needs. Land form maps are used to get an
overview of a large area for planning purposes by assessing the area better land use and
management decisions can be made. By placing road signs informing the public of mud slides
and road closures, a safer driving environment was created and further erosive activities were
reduced.
Service performed by Members on their own time ("Make-up Hours"):
Friends of Trees
Partner: Friends of Trees
Dates: January 18, 20, 22, 1996
Location: Portland, OR
Objective: To promote the health of the urban forest by planting trees.
Results: Members spent 22 hours planting trees, removing ivy, and educating neighborhood
volunteers about the value of urban tree planting.
Partner's estimated value: $110
Potential impact: Improved health of Portland's air and neighborhood environment.
The Nature Conservancy
Partner: The Nature Conservancy of Oregon
Dates: January 3, 1996
Location: Portland, OR
Objective: To provide volunteer support for restoring native habitats.
Results: Members participated in volunteer nights which focus on educating the public about
the value of biodiversity and providing direct service to preserves in need.
Partner's estimated value: $50
Potential impact: Preservation of native species in urban areas.
Sabin Community Development Corporation
Partner: Sabin Community Development Corporation
Dates: January 13, 1996
Location: Portland, OR
Objective: To provide tree recycling services at Christmas.
Results: A Member assisted community members in a Christmas tree recycling program.
Partner's estimated value: $20
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Potential impact: Less waste developed in land fills and increased awareness of resource
conservation and recycling.
(3) Rebuilding Northwest Communities:
Hoyt Arboretum
Partner: Portland Parks and Recreation
Dates: February 13, March 25 - March 26
Location: Portland, OR
Objectives: 1) To clear a culvert that had filled with sediment due to heavy rains. 2) To rebuild
a retaining wall to control erosion on a nature trail.
Results: Cleared culvert and removed a 30 ft. by 6 ft. retaining wall that had failed to stop a
slide. Excavated around slide area in preparation for installing another retaining wall. Rebuilt
one retaining wall, repaired portions of the trail, and cleared away downed trees on the trail.
Partner's estimated value: $4200
Potential impact: The arboretum attracts many visitors that come to appreciate the natural
beauty of the area, by clearing the trail the public has greater and safer access to the arboretum.
The service will help prevent future erosion.
Kelly Elementary School
Partner: Portland Public Schools
Dates: March 25 - March 27
Location: Kelly Elementary School
Objectives: To educate 3rd and 5th Grade students on the concept of habitat and work with the
students to restore a portion of Johnson Creek.
Results: Members worked with student groups on various aspects of habitats focusing on the
restoration of an area next to Johnson Creek. Work accomplished included construction of a rock
wall along a wetland area, planting a garden designed to benefit butterflies, removal of non-
native blackberries along the creek, mapping of vegetation indicating what plants were currently
in the area, making casts of animal tracks, and assisting students as they gathered information
and photos for research projects that they will be presenting to their classmates.
Partner's estimated value: $3400
Potential impact: Students gained a hands on opportunity to learn about the different needs of
various species. They gained an understanding of whole habitats and what is needed for a healthy
habitat.
Lincoln Park Elementary School
Partner: David Douglas School District
Dates: January 8 - March 13
Location: Lincoln Park Elementary School, Portland, OR
Objectives: To provide in class support to teachers and students and to assist in the
implementation of an enrichment program underway at the school.
Results: Members provided educational support for classes Kindergarten through 6th Grade
focusing on special projects: learning disabled and English as a Second Language (ESL)
students. Members designed and implemented a series of after school clubs for students
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including clubs for basketball, ecology, arts and crafts, and drama. Members were also involved
in health outreach for 6th Grade girls. Several Members designed and implemented
environmental classes in individual classrooms as well as a school wide recycling education
program to reduce amounts of paper thrown away. A Member worked with the district volunteer
coordinator to increase the number of volunteers involved in the school.
Partner's estimated value: $36,000
Potential impact: Lincoln Park is the largest school in the David Douglas School District
serving predominantly students from low income families. There are many students that need
individual attention and many students that have limited or no English, for these students
individual support is crucial and invaluable.
North Clackamas School District
Partner: Clackamas High School and Lewelling Elementary School
Dates: March 25 - March 27
Location: Milwaukie, OR
Objectives: To perform a variety of environmentally related tasks and to provide support for
teachers and students.
Results: Cleared and maintained Clackamas High School Arboretum trail, cleared overgrown
planting beds of blackberries, distributed three dump truck loads of fertilizer for naturescaping
project. At Lewelling Elementary School, Members assisted nine teachers (grades 1st - 6th), in
their classrooms with tutoring, recess supervision, physical education activities, and conflict
resolution. Prepared naturescaping plot for upcoming planting.
Partner's estimated value: $1100
Potential impact: Students gained a greater awareness and appreciation for the natural areas
around their school grounds and benefited from the extra attention individual students received
while Members were serving in the schools.
Tualatin Hills Nature Trail
Partner: Tualatin Hills Park & Recreation Department
Dates: January 8 - March 26 (continuing into next quarter)
Location: Beaverton, OR
Objectives: To construct a trail in an urban nature park.
Results: (to date) Cleared three miles. Obliterated and revegetated one mile of trail,
transplanting native vegetation, and widening trail to eight feet to make it handicap accessible
Partner's estimated value: $65,000
Potential impact: The trail will allow community members to enjoy nature in an urban setting.
The trail will provide an opportunity for recreation and education by trail users including those
with disabilities.
Red Cross Flood Relief Work
Partner: Oregon Trail Chapter, American Red Cross
Dates: February 7- February 11
Location: Salem, Molalla, Milwaukie, Estacada, Scappoose, St. Helens, Barton, Portland,
Oregon
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Objective: To provide emergency support to Red Cross by taking part in various aspects of
flood relief work including sandbagging along rivers, helping out at shelters, and taking part in
flood damage assessment in affected communities.
Results: Members undertook various relief efforts resulting in 1494.5 hours of service by the
NWSA. Members spent 695.5 service hours providing shelter support; setting up shelters,
delivering food, and managing shelters. Members were also trained to identify and report flood
damage sustained in residential areas. NWSA Members spent 268 hours assessing flood damage
in several Oregon communities. Members also spent 383 hours sandbagging along creeks and
rivers. Members filled sandbags for use by community residents distributing over six tons of
gravel through joint efforts with community volunteers. Members helped the Oregon Museum
of Science & Industry move equipment and exhibits from the basement and sandbagged around
the museum to prevent further damage. Metro staff and Members coordinated with volunteers in
the field to keep relief workers updated with information and organized disaster responses.
Metro staff coordinated with over 20 groups in the field working with local government
agencies and the American Red Cross.
Partner's estimated value: $13,952
Potential impact: Many communities in Oregon were affected by flooding, NWSA helped
bring needed services to many impacted areas. In three cases, Scappoose, St. Helens, and
Peninsula Park in North Portland, the NWSA Members were the first relief presence to arrive in
the affected communities. In the Salem area, Members constructed from scratch two large
shelters. By providing free sandbags, the city of Milwaukie and the NWSA were able to save
property and assist elderly and needy residents by loading up filled sandbags and helping with on
site placement. The NWSA was utilized in a variety of capacities and served many communities
throughout Oregon and Washington during this natural disaster.
Town of Vernonia Disaster Relief
Partner: Red Cross, St. Mary's Volunteer Center, Town of Vernonia, OR
Dates: February 14- February 15
Location: Vernonia, OR
Objectives: To provide needed assistance to the severely flood damaged town of Vernonia, OR.
Results: Members worked in dispatching and receiving at St. Mary's shelter, unloaded donated
goods, cleaned up a local restaurant and disposed of contaminated items. Members assisted the
National Guard with Red Cross shelter set up. Members went to seven homes and helped
families clean up the aftermath of the flood: moved furniture and belongings, tore out damaged
flooring, tore down ruined fencing, moved hay, washed walls, coordinated relief efforts by
answering phones, directing public inquiries to proper channels, and sorted clothes and other
supplies.
Partner's estimated value: $4800
Potential impact: Vernonia was one of the hardest hit Oregon towns during the flood of '96.
Vernonia sustained heavy property damage that left half of its residents homeless. NWSA
greatly assisted relief efforts at a time when the community driven relief shelter at St. Mary's
was in the process of transitioning the food service part of their relief duties over to the Red
Cross.
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Portland Rescue Mission
Partner: Portland Rescue Mission
Dates: February 12
Location: Portland, OR
Objectives: To assist Portland Rescue Mission in their efforts to provide food for the homeless.
Results: Members helped in processing incoming donated food. Duties included sorting
produce, organizing canned goods sorting dry goods, and disposing of tainted food.
Partner's estimated value: $500
Potential impact: The Mission performs a vital emergency service by feeding the hungry of
Portland.
Cascade A.I.D.S. Project
Partner: Cascade A.I.D.S. Project
Dates: January 10, February 28
Location:: Portland, OR
Objective: To assemble various outreach packets containing safe sex materials and to assist
with bulk mailings and assorted office tasks.
Results: Members assembled thousands of packets that will be distributed to various groups in
the Portland area including high school youth, gay men, and others at risk for HIV/AIDs. Office
work included placing educational stickers on keychains, labeling envelopes, and tallying survey
results.
Partner's estimated value: $900
Potential impact: Direct contribution to the prevention of the spread of HIV/AIDs.
Depot Park Accessible Nature Trail
Partner: City of Troutdale
Dates: January 9
Location: Depot Park, Troutdale, OR
Objective: To help in constructing a wheelchair accessible trail: Stake out and dig a 6.5'X 6'
path for future paving with bricks.
Results: Members staked and dug out trail, moved soil to areas needing filling to level out trail,
continued to move asphalt from old trail to trailer for dumping, and replanted a dozen native
plants that were in the path of the future trail.
Partner's estimated value: $12,020
Potential impact: When completed, this wheelchair accessible path will wind through the park
and down to an accessible fishing platform at the confluence of Beaver Creek and the Sandy
River.
Human Solutions
Partner: Human Solutions
Dates: January 8, January 30 - February 1
Location: Portland, OR
Objectives: 1) Demolish a two car garage. Recycle wood and haul other waste to dump. 2)
Assist agency in various tasks associated with providing clothing and housing for low income
people.
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Results: 1) Members demolished the garage and loaded all wood into two 20 cubic yard
dumpsters that was hauled to a wood recycler, recycled other wood from two sheds that were
demolished as well as fencing material from around the property, and hauled roof shingles and
other waste to the dump. 2) Members repainted a 2-bedroom apartment, delivered furniture,
assisted with clerical activities, cleaned, sorted, and stocked clothing thrift shop, and received
and processed donated clothing,
Partner's estimated value: $4900
Potential impact: The structures were torn down to make way for a planned 42 unit low income
housing development.
Ibach Park NatureScaping Project
Partner: City of Tualatin Parks & Recreation Department
Dates: March 4 - March 7, March 11 - March 12
Location: Tualatin, OR
Objectives: To conserve a wetland area through removal of non-native species, prepare ground
for revegetation of native plants in the area, and seed area to improve wildlife habitat and for
erosion control purposes.
Results: Members cut and removed vast tracks of blackberry bushes in a one acre area. Steep
slopes were covered with jute matting to prevent further erosion, patches of ground were cleared
and planted with native wildflowers to create butterfly habitat, the flood plain area was seeded
with native wild blue rye grass to speed up restoration of an area that had been damaged by
flooding. Picked up trash in the park area.
Partner's estimated value: $12,000
Potential impact: Native wetlands are important to the health of the overall ecological system.
Wetlands provide wildlife with habitat, people with an opportunity to enjoy and learn from a
nature park, and serve as a place for water storage. Neighborhood residents took part in restoring
this area and gained a greater understanding of what stewardship of the land involves, their
actions led to restoration of the natural landscape in this wetland.
Community Energy Project Senior Home Weatherization
Partner: Community Energy Project
Dates: January 15 (MLK Day All Academy Service Day), January 16
Location: Portland, OR
Objectives: To weatherize the homes of low income or disabled residents to make the homes
more energy efficient, and lower energy bills.
Results: By installing a variety of weatherization measures, such as installing storm windows
door stripping, and insulating pipes and water heaters, the NWSA weatherized twenty homes of
low income seniors.
Partner's estimated value: $5500
Potential impact: The Community Energy Project promotes energy conservation as well as
providing a means for limited income residents to have warmer homes and lower energy bills.
Heat and energy will be conserved.
Pleasant Valley Elementary School
Partner: Centennial School District
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Dates: January 1 - February 29
Location: Pleasant Valley Elementary School, Portland, OR
Objectives: To assist teachers in implementing various educational programs including the
Reading Recovery Program, design environmental curriculum to be presented to teachers and
students, and be positive role models for the students.
Results: Team Members took part in the Reading Recovery Program, working one on one with
students (grades 1-4) who have reading difficulties. Members presented environmental
curriculums dealing with recycling issues and information on the water cycle, and taught students
how to make paper. Members also helped plan and monitor recess activities, constructed raised
garden beds, and worked to clean up and enhance a school nature trail. Members assisted in
classrooms instructing in computer labs, music rooms, and Spanish classes.
Partner's estimated value: $40,300
Potential impact: Students gained hands-on experience leading to a greater appreciation of the
nature around them and greater understanding of how they affect the environment. Students also
received individual tutoring in many different subjects. Students were exposed to positive role
models that were interested in the students succeeding in school.
Mill Park Elementary School
Partner: David Douglas School District
Dates: January 8 - January 10, January 16 - January 18, January 22 - January 25, January 29 -
February 1, February 6, February 12 - February 15, February 28.
Location: Mill Park Elementary School, Portland, Oregon
Objectives: To provide support for teachers through tutoring and mentoring students and raise
environmental awareness by presenting environmental curriculum to teachers and students.
Results: Members served in seventeen classrooms with students from kindergarten through
sixth grade, working one-on-one with students helping them with basic skills development;
spelling, basic grammar rules, math skills, and reading comprehension. Taught classes in
Oregon history, repaired damaged library books, did the groundwork for a publishing center for
student generated literature, created three copies of the Salmon Life Cycle educational game, and
prepared a yearbook for publication.
Partner's estimated value: $27,360
Potential impact: The students received needed additional help and attention making for a more
conducive learning environment. The students also were exposed to positive role models and
informed about their part in maintaining a healthy Northwest environment.
Portland Habitat for Humanity
Partner: Habitat for Humanity
Dates: January 24
Location: Portland, OR
Objectives: To assist in finishing up the renovation of an old office that was becoming the new
Habitat for Humanity Volunteer Corps housing.
Results: Members put up sheetrock on first floor, spackled upstairs bathroom, repaired flooring,
removed tree from site of future home, and did general clean up.
Partner's estimated value: $1100
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Potential impact: Members assisted in helping Habitat for Humanity serve the Portland
community in providing affordable housing.
Blue Lake Regional Park
Partner: Metro Portland Parks and Recreation
Dates: March 27, 1996
Location: Portland, OR
Objectives: To reclaim wetlands by planting native species in the adjacent area currently
dominated by non native grasses and expose school children to the uniqueness of a wetland
ecosystem.
Results: Members planted 210 trees and 300 shrubs with the help of 30 students from Mt. Tabor
Middle School.
Partner's estimated value: $500
Potential impact: Students were able to put their in class knowledge to practical use by doing
hands on activities that reinforced lessons given on plant associations and communities. Students
received extra attention with one Member working with two students during the planting.
Bike to School and Back Program
Partner: Community Cycling Center and NIKE
Dates: Continued from 94-95 service year - June 1, 1996
Location: Portland, OR
Objectives: To promote bike safety and alternative transportation in schools, particularly in NE
Portland.
Results: Members created a Bike to School and Back guidebook for schools describing how to
initiate a program, provided community outreach to five target schools, conducted four bike
safety classes and one bike rodeo, and initiated spring riding program in previously participating
schools.
Partner's estimated value: $7000
Potential impact: This project is a part of Nike's P.L.A.Y. (Participate in the Lives of America's
Youth) initiative to create new opportunities for children to engage in sports and fitness while
promoting bicycles to sustain and build communities especially for low income inner city youth.
Oregon Museum Science and Industry Individual Placements
Partner: Oregon Museum of Science & Industry
Dates: Continued from Fall 95 - August 30, 1996
Location: Portland, Lincoln City, and Warrenton, OR
Objective: To provide students with an understanding of NW ecosystems through hands-on
outdoor environmental education.
Results: Members created four new curricula for study in residential camp program involving
fisheries biology, zoology, coastal biology, and archaeology. Members performed school visits
to all spring students, generated evaluation system to determine educational value of programs,
worked with Boys and Girls Club in after school programs for two weeks, and assisted in
museum with public outreach and in watershed lab.
Partner's estimated value: $10,000
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Potential impact: By providing education programs, the OMSI project assists students in
valuing and understanding the natural environment.
North Clackamas School District Individual Placements
Partner: North Clackamas School District
Dates: Continued project from Fall 95 - August 9, 1996
Location:: Milwaukie, OR
Objective: To provide support to students and staff in the North Clackamas School District
focusing on leadership development and environmental awareness.
Results: Nine Members placed in nine schools promote student self-esteem, success in school,
and opportunities for creative growth. Elementary - Presented recycling and composting lessons
to 300 students each week, generated worm bins for in class recycling, performed school clean-
up collecting 50 lbs of garbage, developed mural project, focused on energy conservation and
audits with 370 students, organized extra curricular activities such as computer club, provided
tutoring support for up to 40 students. Jr. High - Provided peer mediation training for 30
students, developed and implemented Great Adventures program for at-risk students and
received $20,000 grant to continue the program next year, taught leadership development class
for 8 students. Developed recycling program which cut garbage production in half. High
School - Developed programs and curricula for 65 severely at-risk students, provided tutoring
and mentoring support, coordinated Earth Clubs at two schools, developed muraling project,
developed and raised funds to support several acres of habitat restoration on school grounds,
assisted with Odyssey of the Mind project.
Partner's estimated value: $27,000
Potential impact: This project directly supports students and staff, encouraging high school
completion, satisfaction in school, literacy, and greater environmental awareness.
Service performed by Members on their own time ("Make-up Hours"):
Auburn Library
Partner: Auburn Literacy Program
Dates: January 1996
Location: Auburn, CA
Objective: To improve the literacy rate and the public's access to literature in Placer County.
Results: Providing almost 30 hours of service to the program, Members tutored individuals in
the literacy program.
Partner's estimated value: $150
Potential impact: Improving the literacy rate assists in improving the quality of life for
involved individuals.
Special Note: This service took place by a Member on vacation in California.
Bradley Angle House
Partner: Bradley Angle House
Dates: January 5 & 6, February 1-4, 1996.
Location: Portland, OR
Objective: Assist with shelter for battered and abused women and children.
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Results: Members spent 43 hours helping sort donations and sending mailings to supportive
community groups.
Partner's estimated value: $215
Potential impact: This program supports the reduction of domestic abuse in the greater Portland
area.
Bridgeview Community
Partner: Bridgeview Community
Dates: January 1996
Location: Portland, OR
Objective: To provide assistance to residents of this community for mentally ill adults.
Results: Members assisted with cooking, sorting donations, and teaching residents for 20 hours.
Partner's estimated value: $100
Potential impact: By providing mentoring and life skills education to this population it is hoped
they will have a successful transition back into mainstream society.
Cascade AIDS Project
Partner: Cascade AIDS' Project
Dates: January 4, March 2, 1996
Location: Portland, OR
Objective: To provide AIDS education and awareness to the Portland region.
Results: Members provided more than 10 hours of service to CAP, assembling safe sex packets
and working with the speaker's bureau.
Partner's estimated value: $50
Potential impact: This project is designed to educate people about AIDS in the hopes of
minimizing the transmission rate of the disease.
Community Energy Project
Partner: Community Energy Project
Dates: January 3 and February 24, 1996
Location: Portland, OR
Objective: To provide weatherization support and education to low income home owners.
Results: Members provided 57 hours of energy audits and supervision for volunteers
weatherizing low income homes.
Partner's estimated value: $285
Potential impact: This projects educates home owners about energy conservation methods and
implements these methods to help preserve local resources.
David Douglas School District
Partner: Mill Park Elementary & Lincoln Park Elementary
Dates: February 2 & 3, 1996 & January 19 & 20, 1996
Location: Portland, OR
Objective: To provide environmental education and mentors to Portland students.
Results: Members utilized a salmon game created by a team from last year to educate students
in the school about the salmon life cycle. Students were also tutored in reading by Members.
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Partner's estimated value: $130
Potential impact: Students are informed about issues of the Northwest surrounding salmon.
Habitat for Humanity
Partner: Habitat for Humanity
Dates: January 3-6, 1996
Location: Portland, OR & Sacramento, CA
Objective: To provide low income housing for purchase in under served areas.
Results: Members provided almost 30 hours of assistance in the construction of three homes.
Partner's estimated value: $150
Potential impact: Construction of homes leads to new low income home buyers who can begin
to establish their own financial security.
Meals on Wheels
Partner: AIDS Volunteers of Cincinnati
Dates: January 5, 1996
Location: Cincinnati, OH
Objective: To provide meals to AIDS patients living at home
Results: A Member served meals to AIDS patients throughout the Cincinnati area.
Partner's estimated value: $25
Potential impact: Increased comfort for ill patients.
Special Note: This service took place by a Member on vacation in Ohio.
Metro Washington Park Zoo Workshop
Partner: Metro Washington Park Zoo
Dates: January 5 & 6, 1996
Location: Portland, OR
Objective: To provide educators with curricula on NW ecosystems and the scientific method.
Results: A Member attended the workshop and utilized materials during school presentations.
Potential impact: Improved awareness of local habitats and familiarity with scientific
procedures.
Planned Parenthood
Partner: Planned Parenthood (Teen Education and Training Dept.)
Dates: March 1996
Location: Portland, OR
Objective: To assist in educating youth about safe sex practices and birth control.
Results: A Member provided five hours of support to the teen education program.
Partner's estimated value: $25
Potential impact: Lower number of teen pregnancies in the Portland area.
Pleasant Valley Elementary School
Partner: Pleasant Valley Elementary, Centennial School District
Dates: January 1996
Location: Portland, OR
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Objective: To provide environmental education to students.
Results: Members produced a food chain curriculum which was presented to all classrooms at
the school.
Partner's estimated value: $35
Potential impact: Students increased awareness of natural systems will help them invest in
preserving native habitats.
Portland Women's Crisis Line
Partner: Portland Women's Crisis Line
Dates: January and February 1996
Location: Portland, OR
Objective: To provide community outreach regarding women's issues.
Results: Members provided more than 120 hours to assist with counseling and referrals for
women in crisis. Members also provided presentations on date rape to students throughout
Portland.
Partner's estimated value: $600
Potential impact: Improving awareness of these issues and the support groups available will
minimize the tolerance for harassment and assist women in seeking help.
Raphael House
Partner: Raphael House
Dates: March 1996
Location: Portland, OR
Objective: To provide support and shelter to victims of domestic violence.
Results: Members provided 110 hours of service as shift counselors, providing phone referrals
to victims.
Partner's estimated value: $550
Potential impact: Through counseling and support, victims of domestic violence may feel
empowered to leave the unsafe home environment sooner.
Self-Enhancement Inc.
Partner: Self Enhancement Inc.
Dates: January 2-5, 1996
Location: Portland, OR
Objective: To provide programs which encourage self-esteem for inner city youth.
Results: Members provided 32 hours of service supporting the efforts of the organization
through mailings and answering questions by phone.
Partner's estimated value: $160
Potential impact: This is an effort to encourage youth to avoid gang involvement.
(b) Community Building/Strengthening Objectives:
Goals included (1) involving Members and staff in service learning activities; (2)
collaborating with local communities; and (3) empowering young adults.
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As stated in our previous Progress Report, our Community Building activities have been
heavily incorporated in Member development and Community Service. Please refer to section
12 (a) for direct service activities in the community and 12(c) of this report for extensive
reporting on service learning and Center Standing Committee activities.
The Metro Center relationships with community and non-profit agencies continues to be
strong. Our relationships with local school districts is even stronger. This is a result of our
connection with an educational parent organization, our success with educational service
activities, and an expanded education funding crisis in many Oregon school districts brought on
by a Property Tax Limitation.
As listed in the last Progress Report, the Nike\Community Cycling Center (CCC) Bike-
to-School-and-Back project continues. It is now in its fourth quarter of operation. Members
bring together children, parents and school officials in inner NE Portland. The CCC has received
national recognition for the project: In February, the CCC's Executive Director traveled to
Washington, DC to receive a Community Service award from Renew America.
Many Metro Members continue to serve beyond the standard service week. This
reporting period we have tried to better report this service (see 12.a, Service performed by
Members on their own time); however, those reported activities are limited to service which
Members have received Academy "credit." There is still a great deal of undocumented
community service and community building activities. In fact, most of this type of service is not
claimed toward their NWSA/AmeriCorps service obligation.
In several places in this report we have, and will refer to the services delivered by Metro
Center Members in the February Floods. This disaster has had a profound impact on our
program. This event has been synthesis of our three chief community building / strengthening
objectives: (1) involving Members and staff in service learning activities; (2) collaborating with
local communities; and (3) empowering young adults. It was a surprise to many Members when
the local community looked to them for not only disaster relief, but for leadership.
12. (c) AmeriCorps Member Development Objectives:
The Metro Member Development Program (MDP) is organized into the following four
objectives or "threads:" Hard Skills, Leadership, Community Building and Environment. The
Metro MDP is committed to the notion of a "Three-tiered" learning structure. We focus on these
four threads and teach a curriculum of ever-advancing skill levels in each thread. Our program
has committed to visiting each chosen topic in each thread at least three times during the course
of the service year.
Due to the non-residential nature of the Metro program, Member Development
Objectives are met both in the field under the conditions of Direct Service Projects as well as in
more traditional service-learning and educational environments. At Metro, these service-learning
opportunities are created during Community Learning Days (CLD's), Team Learning Days
(TLD's), and All Community Service Days (CSD's).
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Community Learning Days (CLD's):
This quarter, the NWSA Metro Center held five Community Learning Days. At CLD's
where available, an hour to an hour and a half was set aside for Member Standing Committees to
meet as per our Member self-governance structure (a mainstay of our Community Building
objective). Additionally, this time was used to allow those Members not engaged in committee
work to participate in Voluntary Simplicity classes. Below is a list of the CLD's held during the
period covered by this progress report, with a brief description of each:
COMMUNITY LEARNING DAYS JANUARY 1 THROUGH MARCH 31
Thursday, January 11
TEACHER TRAINING/CURRICULUM DESIGN
Based on the high incidence of education-based projects planned for late winter/early
spring, Metro Member Development Coordinator Steve Bean designed this day to better prepare
Members for their service. This extensive training offered a variety of workshops from which
Members could choose: Learning Styles training, a workshop on "How to be a Volunteer in the
Classroom without Getting in the Way," an interactive workshop, focusing on dance, about how
to use art and creativity in the classroom, and a workshop on teaching journaling/creative writing
to elementary and secondary students (taught by NWSA Mt. Adams' Leigh Hancock).
Thursday, February 8
INTRODUCTION TO SALMON ISSUES
Scheduled to take place at Bonneville Dam, this education day was designed to introduce
Members to one of the most significant natural resource controversies in the Northwest: human
impact on the Columbia River and the native salmon runs. This day included a hard-hat tour of
Bonneville, a tour of the nearby fish hatchery, a stream restoration workshop with Dennis
O'Connor, a lecture by Intertribal Fisheries Council speaker Carol Craig, and informative talks
and videos about the biology of Salmon and other anadromous fish. This day was, unfortunately,
postponed as Members were dispatched to help with the State of Emergency caused by statewide
flooding, and will have to be rescheduled.
Friday, March 1
ENVIRONMENTAL TRAININGS
In anticipation of spring projects, this day was devoted to three all-day environmental
training, from which each Member could choose to attend one. The first option was a by Tim
Lichen, regional contractor for teacher training using the extensive Project Learning Tree
environmental curriculum. Twenty-five Metro Members and five Members from the Mt. Adams
center attended.
The second option was a NatureScaping training by Shan Weston and Janice Richardson
from the Oregon Department of Fish and Wildlife. This training began at the NatureScaped
home of Linda Robinson who spoke to the Members about the positive effect of NatureScaping
on regional watersheds. The training then moved to the ODF&W office in Clackamas, OR
where Members were taught NatureScaping techniques hands-on, and helped maintain the
NatureScaped site at that office. A dozen Metro Members and four more from Mt. Adams
attended this training. Both of the centers are currently engaged in NatureScaping projects.
The third option was a wildlife tracking and appreciation day taught at Oxbow Park, by
Deb Scrivens from METRO Regional Parks and Greenspaces. Beginning with a slide show and
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lecture in the classroom, this training quickly moved into the field, where fifteen Metro Members
found tracks and scat from deer, otter, raccoon and various birds.
Friday, March 8
DISASTER RELIEF DEBRIEF
If AmeriCorps is about turning adversity into opportunity, then this was a perfect week.
The flooding that created a State of Emergency in Oregon in weeks prior had flooded the
conference center in Canby, OR where we were to attend the State Commission's All-State
AmeriCorps Member Retreat, and it had to be canceled. The flooding had all put on the back-
burner most of our Member Development Program. This included preparations to repeat a
highly successful event from Program Year '94-'95, the "River Stressed Out" simulation, a joint
Metro/Mt. Adams Member Development event planned for March 8.
So it turned out to be a perfect time to accomplish two goals: debriefing our experiences
doing disaster relief, and turning over the new term for our Member Standing Committees.
During the morning, we convened and shared our experiences helping the people of Oregon
recover from the worst flooding in over 35 years. A pair of "nationals," National Red Cross
Volunteers, came and spoke about the continuing work in hard hit areas like Vernonia. Academy
Director Jon Stewart recapped all the service we had provided during the floods and we told
stories about setting up shelters, filling sandbags, and assessing the damage done to roads and
homes.
In the afternoon, we turned our attentions to the Member Self-Governance program. The
Members formed new committees, canceled some old ones, and elected representatives to take
over the work of their former representatives. For more detailed information on this system,
please refer to the section "Standing Committees," below.
Thursday, March 28
CONFLICT RESOLUTION
On this education day, we returned to the area of conflict resolution to complete the third
tier of our training. Thanks to the services contracted by the Corporation from the National
Center for Community Mediation, our program was able to access twelve hours of training to
complement the six hours we have already conducted. Using four trainers from the Center for
Neighborhood Mediation in NE Portland, we spent the day in an intensive investigation of this
skill area. The morning reviewed and had us practice many of the skills introduced in the
previous two trainings. The afternoon was spent practicing these skills in teams, using examples
of conflict selected by the team for their relevance to the team's own experience. We will return
to complete the final third of the NAFCM grant training on April 18.
Standing Committees
As explained in the previous Progress Report, the Member Standing Committees
establish a significant forum for input from Members to the staff, as well as establishing a basis
for Member self-governance. Standing Committees are considered the heart our program's
training and service-learning in the area of civic responsibility. The dedication of Academy time
for Member concerns hopefully inspires Members to participate in democratic processes outside
the Academy. The Standing Committee program began as an experiment carried over from the
previous program year. At the end of this quarter, our program saw dramatic changes in the
structure of Standing Committees. These changes came about as a result of staff evaluation of
our experiment, as well as significant Member feedback and input. By the beginning of our
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second quarter, staff evaluations (primarily from Member Development Coordinator Steve Bean
and NWSA Leader Chris Christensen) and Member feedback indicated that some changes were
due. It appeared that two things were happening at once: Member interest in helping determine
the future of the program was growing; at the same time Member frustration at the limits
imposed on their involvement at this level was also growing. Members who had sat on Standing
Committees the first term had begun the term with ambitious ideas about what those committees
could do, but those ambitions were quelled by limited time and limited access to computers and
phones.
By contrast, there was one committee that had tremendous success in the first term: our
Steering Committee. This committee had accomplished a great deal. It had conducted and was
now collating an comprehensive evaluation of the program. It had written proposals on a number
of issues, including a review of the attendance policy, new duties for the Member Project Action
Committee, and a request that programming staff spend a minimum of four hours per month
serving in the field with teams. This committee was valued highly by staff for providing
invaluable Member insight and advocacy, and was well respected by the Members.
So what accounted for the success of the Steering Committee this year when last year's
committee had been so ineffectual? The committee's success lay in the fact that we had created a
structure in which Members felt encouraged and empowered to act. This structure involved
simple things like meeting on Academy training time, providing an NWSA Leader to teach
facilitation skills and provide a direct link between the committee and the staff, and access to
computers and phones.
So, on March 8, after having spent two weeks meeting with Members in the field and
discussing proposals, Member Development Coordinator Steve Bean, put a proposal for a new
committee structure up for approval by referendum of the Metro Membership. The following
table explains the new committee structure as adopted by the Membership, with changes in
italics:
Steering Committee: Composed of six Members, each Member representing one team including
our North Clackamas Strand team. Meets every other Tuesday for the full day. Responsible for
acting as liaison between the Membership and the staff. Reviews policies concerning Members
that are not dictated by law or by AmeriCorps guidelines. Presents Member achievement awards
three times yearly. Coordinates Member exchanges with other programs.
Project Action Committee: Composed of five Members, one from each of the field teams.
Meets every other Tuesday for 1/2 day. Responsible for working with the Project Coordinator on
project development, evaluate concerns and outcomes from projects and maintain team résumés.
Outreach Committee: Composed of six Members at large, distributed in such a way as to
minimize service team impact. Meets every other Thursday for the full day. Responsible for
doing a feasibility study on a Member-driven, community project day, and to explore the
possibility of linking this day with efforts to raise community awareness of, and community
support for, the NWSA program. In the event that a feasibility study does not support such an
event, this committee with explore other available avenues for educating the community about
the NWSA program.
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Newsletter Committee: Composed of three Members at large, distributed in such a way as to
minimize service project impact. Meets every other Thursday for 1/2 day. Responsible for
serving as an editorial board to create a Metro Center newsletter.
Recreation and Wellness Committees (AKA "Touchy Feely" Committee): Both composed of
any number of Members at large. Meet at select CLD's for 30-45 min. Responsible for duties as
originally outlined (see Progress Report Oct. 1- Dec. 31)
Environmental Audit and News Watch Committees: Both eliminated by Member referendum,
with two-thirds or more of the Membership voting No-quorum.
NWSA "Chataqua" Class
The highly successful Voluntary Simplicity classes from last term will return to the
program this term in a revised format. Due to the limited number of CLD's available and the
large number of "chapters" in the standard NWEI classes (7 for Voluntary Simplicity, 8 for Deep
Ecology and 9 for Bioregionalism), we have chosen to adapt this format to our own structure.
This class will meet four or five times this term, and will take place in a time slot independent
from committee time at CLD's. The scope of the class has been reduced to an overview of each
of four topics, while the subject matter has been widened to include not only Voluntary
Simplicity, but also chapters on Service Ethic, Service-Learning, the interconnections between
ecology and spirituality, and an exploration of the bioregional notion of "a sense of place." This
class will continue to emphasize topical readings as a path to group discussion and reflection on
environmental and other values issues.
Team Learning Days
Team Learning Days continue to form a significant structure for the accomplishment of
Member Development Objectives. TLD's are an opportunity for teams to build skills and be
instructed in a learning environment with an instructor-to-student ratio significantly increased
compared to Community Learning Days. TLD's can also be an opportunity for teams to pursue
service-learning that is customized to meet their particular interests. Team Learning days bring
the "classroom" and the "field" together. During the period covered by this progress report, the
field teams of the Metro Center had varying levels of utilization of discretionary education time
for TLD's. The following is a list and brief description of TLD's conducted in the second
quarter:
CARPENTRY SKILLS
This training combined three elements of woodworking: theoretical knowledge of house-
framing, hand tool and shop tool basic safety, and operation on a hands-on shop project. The
combination of these three elements was made possible by having teams build bird houses
designed to represent scale models of commercial style framed wood homes. Members spent
eight to ten hours learning carpentry skills while they watched their "tilt-up construction" bird
house come together. Two teams completed this training.
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NATIVE AMERICAN HISTORICAL AND CULTURAL AWARENESS
This quarter, our center took advantage of two resources to amplify awareness of Native
American history and culture: the nearby Warm Springs Indian Museum and the "Sacred
Encounters" exhibit at the Oregon Historical Society Museum. The team that was scheduled to
go to Warm Springs had to postpone their trip due to bad weather. However, ten Members
attended the lunch talk of a USDA Forest Service representative and enjoyed a long afternoon
learning about the intersection of Jesuit Missionary culture with Native American culture in the
early days of North American colonization.
WINTER SURVIVAL AND AVALANCHE TRAINING
One team showed particular interest in more specialized training in the area of Winter
Survival Skills. Building on two TLD training's from last quarter, Team 3 took their pursuit of
these skills to an advanced level. Studying with USDA Forest Service trainer Shelly Butler, they
learned how to build emergency snow shelters using limited materials. They also learned how to
recognize the signs of avalanche danger and actually went into the field on snow shoes to cement
this training in observations of avalanche slopes (from a safe distance of course!)
INTRA-TEAM DIVERSITY TRAINING
One team sought specialized training to help cope with the challenges of the diversity
represented within this team. Consultant Valerie White, who conducted our Orientation diversity
workshop, held a consultation with the Team Steward before spending the better part of the day
helping the team safely explore the conflicts arising within the team as a result of different
cultural, religious backgrounds as well as different styles of work and communication amongst
the different Members of the team.
Special Member Development Events
Two other structures for accomplishing Member Development Objectives were
mentioned in the last progress report. These two structures, program exchanges and conferences,
were identified in that report as important foci for fulfilling the goals of the Community Building
thread. Through participation in program exchanges and conferences, our Members develop a
sense of being involved in something greater than our one program. What follows is a list, with
brief descriptions, of the conferences and exchanges our Members were involved in during the
period covered by this report:
BEARGRASS WRITER'S WORKSHOP
This two-day event was planned by the staff and Members of the NWSA's Mt. Adams
Center. Six Members of the Metro Center were able to attend the event, in part because of
scholarships provided by the Member Development Program, as well as a generous match from
the Mt. Adams Center. Metro Members were treated to engaging workshops on creative writing
and journaling taught by regional literary luminaries like Robert Leo Heilman and Kim Stafford.
In addition to these writing workshops and others of a more naturalist bent, Metro Members were
able to experience firsthand, and for the first time, what life is like for the Members of their
residential sister program in the shadow of Mt. Adams.
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MARTIN LUTHER KING JR. DAY: A NATIONAL DAY OF SERVICE
Though the bulk of this All Community Service Day was spent doing weatherization in
the homes of elderly and handicapped residents of NE Portland, the inspiration for the day came
from our Academy Director, Jon Stewart. Jon arranged for a copy of "Not in Our Town," a PBS
production to be shown just prior to our service training with our partner, Community Energy
Project. This thirty-minute program explored the events in the small town of Missoula, Montana,
where citizens stood together and refused to be intimidated by the racially intolerant threats and
vandalism from White Supremacists. The message of this video, aired on Oregon Public
Broadcasting the week prior, in honor of Dr. King's birthday, gave us cause for serious reflection
as we spread out to do our own service in the community.
WATERSHED FAIR
On Saturday, March 2, a "Watershed Fair," designed to raise community awareness about
the importance of clean watersheds was held at Madison High School in NE Portland. This
event was partnered by several local conservation agencies and non-profits. A half dozen NWSA
Metro Members were there to help this event come off as a success. From setting up chairs and
tables to helping a professional clown do face painting, our Members assisted in providing a fun
and educational experience for all ages!
13. Other Accomplishments this Reporting Period:
Leadership Development
The staff of NWSA had some reservations about launching the NWSA Leader program,
but we also saw the tremendous leadership development potential for those Members selected for
the program. We are very proud of all our leaders, but two seemed to shine especially bright this
quarter:
Chris Christensen was selected for this position, in large part, on the basis of her
performance on the Steering Committee last year where her unique talents working with groups
was clear. Nonetheless, like all of us, Chris has some things she's been working to improve.
One area where Chris felt she needed improvement was in leading larger groups. Chris made a
breakthrough on March 8. This was a Community Governance Day, similar to an education day
that we had in September. The Membership was heatedly engaged in a discussion of what
committees were necessary, centering around the role of a new Public Outreach Committee.
While one staff Member was bogged down in trying to manage a string of questions, as well as
trying to get the issue referred to the Member Steering Committee, Chris sat in the second row,
observing. Suddenly she got up and moved to the ChartPac. From there, she relieved our staffer
of the burden of facilitation, so he could effectively answer the Members' questions.
Furthermore, she pushed for the issue to be resolved then and there, and facilitated a resolution.
Though the time had not been meant for a "community meeting," Chris's move was a
good one; it was timely and it went far in investing Members in working through their concerns
with staff to reach a consensus. More importantly, perhaps, Chris "broke through" her
apprehensions about leading a large group in one reflexive move. As she herself said afterwards,
"I never thought I could do something like that, but I saw what needed to be done, and I stepped
up and did it."
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Michael Lupro was a Member last year who returned to our program this year, even
though he was turned down for an NWSA Leader position. Michael received another chance
about midway through this Service Year when his Team Steward, Todd Rosenberg, an NWSA
Leader left our program to take a staff position with an AmeriCorps program in Wisconsin.
Michael was recommended for the position by a hiring committee made up of two staff
members, a representative from his team, Team 5, and a representative from the Member
Steering Committee. His appointment was confirmed by Metro Center Director Joe Parvankin.
We are very proud of Michael, and asked him in his own words to explain his success:
'Disgruntled' would be the word to describe me when I joined
AmeriCorps. 'Government this society that.' With a lot of varied experience
that I couldn't find an avenue for, I expected to be a pioneering leader in this new
movement. As it turned out, I really didn't know a thing about leadership. I was
surprised to find that my peers weren't going to simply follow my lead. My years
in student activism had taught me an ineffective and confrontational style of
leadership. I found out the hard way, through numerous conflicts within my team
and with our staff, over issues big and small, that I had a lot to learn.
By the end of the year, I had incorporated our conflict resolution training
into my daily work and felt that I had reached a new plateau of leadership ability.
I applied for one of the new NWSA Leader positions feeling that I was more than
qualified for the job. Then I didn't get it. I was more than disappointed.
Searching for an outlet or an answer, I asked both my Steward and our Center
Director what more I could have done to make myself a competitive candidate.
They advised me to seek out visible leadership roles, as well as opportunities to
formally share my new skills with other Members.
When the new year started, I began to seek out these opportunities. My
team selected me to be our representative on the Member Steering Committee.
Subsequently, that committee elected me Chair. The Steering Committee this year
has been entrusted with more responsibility and influence than in the previous
year, and we set about mapping this uncharted territory. We created mission
statements for the other committees, proceduralized the new committee structure,
created an exchange program with other AmeriCorps groups, evaluated policy
and addressed Member concerns and complaints. The accomplishment I am most
proud of is the design and implementation of the first ever Member Program
Evaluation.
In February, my Steward left for a position in another AmeriCorps
program, and I decided to apply for his position, even though I felt that I had
never really gotten over the disappointment form last time. While preparing my
application I tried to pinpoint what I had gained since last time. I had outgrown
my confrontational style. I wasn't even trying to "choose my battles wisely;" I
had learned instead to cultivate consensus.
I've been serving as Team Steward for over a month now and am
continuing my exponential growth through new challenges. I know these skills
are going to make me a better citizen, and when I start a new career, a better part
of a team of employees. There is no way I could do what I'm doing now without
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my NWSA training and experience. When I joined AmeriCorps, I'd thought I'd
use the post service award to pay off my student loans. Even though I'd like to be
able to serve another year, I've going to receive my second educational award
and I have to move on. I have decided that rather than pay off my loans and limit
my education, there is more for me to learn in the pursuit of a graduate degree at
Portland State University this fall.
Member Steering Committee \ Continuous Improvement
As stated in 12 (c), the Center Member Steering Committee is developing into a very
important aspect of our program structure. As an example, they are collaborating with staff to
enhance our Continuous Improvement Program. Beginning in this reporting period, continuing
to the end of this service and into next year the committee will work with staff on a continuing
improvement task force. As these Members embody the spirit of national service, they are
dedicated to NWSA's success. Their pro-active approach to issues has been invaluable. They
have facilitated a comprehensive Member Survey (evaluation) on all aspects of the program
(which will be consolidated and sent to our Program Officer).
Fee for Service Revenue Match
The Center has exceeded its targets for fee for service revenue until the end of the service
year. The primary source of this match in our relationship with the USDA Forest Service.
Academy Members and Staff have worked very hard to meet our service obligations with all
partners while gaining this match. This has been difficult, but successful.
14. Unique successes or "great stories":
This quarter, the NWSA Metro Center saw the realization of unique successes in several areas.
As a Center, we are very proud of the Members represented by these stories:
Education
This year has seen the branching out of the NWSA into the AmeriCorps Education
priority area with tremendous success. Our program has recognized a tremendous need in our
communities for increased support of education. The following stories demonstrate to us the
difference we can make:
Rob Lundberg, a Member of the NWSA Metro's Team 5, spent a significant portion of
his time at the Pleasant Valley Elementary School as a reading tutor. Tim is a young student at
Pleasant Valley who has Attention Deficit Disorder (ADD) and had a lot of trouble with his
reading. Rob worked with Tim every day. Late into the project, Tim went home to his Mom.
Tim walked in the door and said: "Mom, today Rob said I was a good reader so I think I'm going
to go upstairs early and read some books." Tim's mother went upstairs a little later, and there he
was, in his room, reading books. Tim's mother wrote to Rob saying that this had never happen
before.
Judy Lawton is a Member of our North Clackamas team, a group of Members placed in
the North Clackamas School District, in what we have come to call our "Education Strand."
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Judy works with 'high risk" students at Rowe Junior High in Milwaukie, Oregon. As a method
of positive reinforcement for her students, Judy created the "Judy Bucks" system. Each of her
students chooses a goal to work on: perfect attendance for one week, not getting suspended,
getting an assignment done on time. The goals are individualized according to the needs of the
student. When the student reaches that goal, or some portion of it, he or she earns "Judy Bucks,"
artificial currency they put towards their "dream goal." This "dream goal" might be a trip with
Judy to go skateboarding at waterfront park, or a similar reward.
But the story doesn't end here. Like many of our Members who work closely with
members of the community, Judy was concerned about what would happen to her students, and
students like hers, when she left. Wanting the same chances for students who might need the
same individual attention, Judy approached the School District. Could they formalize her
program and pay a staff person to continue her mentor work? Working closely with Judy,
administrators at the district were able to find the funds for the project, to be called the Great
Adventures Program, for the following year. Students in Great Adventures will perform
community service and job shadowing, and benefit from mentoring relationships with members
of the Retired Senior Volunteer Program and the Milwaukie Rotary Club, while they earn the
equivalent of "Judy Bucks," redeemable for "dream goals" supported by donations of goods and
services from local businesses. Even after Judy has returned to her career in business, she will
continue to volunteer at Rowe Junior High.
Flood Relief
Time Period: February 7-11, 1996
Red Cross Emergency Shelter Relief
We had gathered for an afternoon of in Emergency Shelter training, expecting that this
would lead to dispatches the next day. Yet, disasters being what they are, we were briefed for
immediate dispatch to four existing Red Cross shelters in Estacada, Molalla, Cedar Mills and
Milwaukie. Staff Member Steve Bean stepped into a position coordinating these dispatches, and
eight NWSA Members were sent out to perform overnight shelter management in the above
locations. Road conditions were poor due to flooding, landslides and traffic tie-ups. In the case
of the first crew to Molalla, it was necessary for that crew to follow a local police and emergency
fire escort through one-and-a-half to two feet of standing water.
In the Salem area Members constructed, from scratch, two large shelters. This region
experienced over 20,000 displaced citizens due to flooding.
By early the next day, relief crews were needed for our people at several shelters. NWSA
Members, coordinating with Steve Bean, organized their own briefings and collected training
materials and check lists for all relief crews. Relief crews were dispatched in three shifts during
the course of the day. By this time, NWSA Members were not only staffing existing shelters, but
opening new shelters as the demand arose. The Milwaukie shelter, staffed by Member Rob
Hendrickson and NWSA Leader Susan Christensen served twenty flood victims; victims who
were visited that evening by U.S. Senator Ron Wyden.
In three cases, Scappoose, St. Helens and Peninsula Park in North Portland, NWSA
Members were the first Red Cross presence to arrive in affected communities. Furthermore, our
Members' pioneering efforts at opening shelters and perseverance at reaching affected regions
despite road hazards, provided the Red Cross with their primary source of reliable information
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and assessments about conditions in these communities. On Friday afternoon and evening, our
crews reached shelters at Molalla, Estacada, Scappoose and St. Helens, via alternate routes,
despite repeated reports of road closures. The presence of these routes, numbers of victims,
descriptions of local conditions and local relief efforts, as well as other vital information were
relayed back to the Red Cross, often utilizing our cellular phone lines for emergency
communication.
NWSA AmeriCorps Metro Center Flood Relief Work February 7 - February 11, 1996
Shelter Support
# of hours
Oregon Trail Red Cross Shelter Support
35.5
Salem Shelter
288
Milwaukie Shelter
56
North Peninsula Shelter
38
Estacada Shelter
46.5
Scappoose Shelter
104
Cedar Mills Shelter
25.5
Molalla Shelter
61
St. Helens Shelter
18
coordination
24
Total Shelter Support Hours:
696.5
Red Cross Damage Assessment
Teams were trained by the Red Cross to identify and report damage. These assessment
teams were the initial on-the-ground presence for the Red Cross relief effort.
Damage Assessment
# of hours
Vancouver
200
Estacada
21
Molalla
11
Barton
11
Vancouver
25
Total Damage Assessment Hours:
268
Other Relief Services
Teams and individuals worked throughout the weekend in a variety of capacity to assist
in the relief effort. Academy Members sandbagged with hundreds of community volunteers on
the Willamette River and its tributaries. In the City of Milwaukie, OR AmeriCorps Members
lead by Anne Goulet coordinated citizens to save local homes and businesses. On Johnson Creek
in east Portland Members stood in the rising waters to help community members fight the creek.
Member Jamila Hart stood in a heavy rain until 3:30 am directing traffic to a Red Cross aid
station.
2)
Sandbagging Efforts
# of hours
Johnson Creek
185
(also facilitated 18 community volunteers)
City of Fairview
24
City of Milwaukie
90
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(30 community volunteers
Oregon Museum of Science & Industry
84
Total Sandbagging Hours:
383
Relief Coordination
The Center set up a Flood Information Hotline which provided Members with up-dated
information about the flood and service opportunities. At Red Cross Headquarters Members
coordinated with volunteers in the field to inform relief workers and organize disaster response.
Metro staff coordinated over 20 groups in the field working with local government
agencies, the Red Cross, and direct dispatches to emergency areas.
Coordination Efforts
# of hours
Red Cross 22.5 Hours, Staff Coordination with Red Cross, OMSI, City of Portland
Emergency Services, City of Vancouver, Clark County, City of Milwaukie, City of Fairview, City of
Troutdale 124.5 Hours
Total Coordination Hours:
147
Metro TOTAL FLOOD RELIEF WORK HOURS:
1494.5
(estimate) Mt. Adams Center
715
Totals
2209.5 person hours
15. (a) Primary Challenges Encountered this Reporting Period:
Member Tax Liability for their year one post-service awards
The program has already voiced its concern over the means by which tax burdens are
falling on Members. This year we have several Members joining us for their second year of
service. They have discovered the full tax impact of paying off student loans with their first post
service awards. The IRS has interpreted these awards as the equivalent of "extra wages";
however, there has been no opportunity for personal withholding from these "extra wages."
Therefore, a Member is asked to pay extra taxes of between $1,000 to $1,300 without the
withholdings to pay for it. For our Members, who receive a stipend of $163 per week the impact
is critically profound and will impact our ability to retain second year Members.
Bull Run Auto Accident
On March 6, 1996, Eric Southworth, a Metro Member, was involved in a single vehicle
accident in a remote restricted area in the Bull Run Watershed on the Mt. Hood National Forest.
We have sent a comprehensive Interagency Report to our Program Officer, Mikki Seligman.
Remarkably, Eric wasn't seriously hurt even though his vehicle went upside into a stream. The
report highlights several recommendations which are in the process of being implemented.
Recommendations include a review safety practices, training, and structural reporting
relationships with service partners.
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Organizational Development
In January, the entire Academy staff held an in-service dedicated to Academy
Organizational Development. The session as facilitated by Alanna Hein, a referral from the
AmeriCorps T/TA process. As a Center and as an Academy, we have stressful organizational
issues which need to be resolved. Alanna described the program as "a classic example of
organizational development for young organizations." We are at the stage of formalizing
procedures and moving to the next level of development. In her report, Alanna listed key
recommendations which the agency has been slow to respond to, but committed to doing so. The
Center specifically is experiencing "growing pains" associated with staff roles and duties and
communication systems. Roles and responsibilities will be rearticulated as we enter next
program year. Center Communication was listed in our last Progress Report as a challenge; a
small committee is working on a new communications plan.
Forest Service Obligations and Fee-For-Service
Listed in section 13 as a success is our revenue from fee for service. While this is indeed
a success it is also a challenge. Dependence upon fee for service impacts our ability to meet
other program goals. As an example, our service schedule is completely filled with fee for
service projects until the end of the service year. We are under so much pressure that we would
be unable to dispatch to another natural disaster should one occur because we could not afford to
miss paid project days. Further we have had to forego critical service projects to meet this
revenue need. All of this impacts our Members and Staff, stakeholders and the community at
large.
15. (b) Primary Training and Technical Assistance Needs this Reporting Period:
Listed in order:
1. Other: Long Range Fund Raising Development Technical Assistance
2. Evaluation (including definition of program goals, objectives, and progress indicators)
3. Managing Individual Placements
16. Strengthening the AmeriCorps National Service Network:
Relationships with State Commissions
We cannot say enough about the support we receive from the Oregon and Washington
state Directors for National Service, Marlis Miller and Bill Basl (as well as their respective
staffs). Thanks to their efforts we enjoy a close and rewarding working relationship. The Metro
Center is particularly involved with the Oregon Commission (as our Mt. Adams Center is with
the Washington Commission). We are not treated as "step children," we are a member of the
state family. This has helped us with media referrals, technical assistance, introductions to
community leaders and business, information access, and important advice.
Media Coverage \ Public Affairs
The Metro Center has been covered by both the largest regional newspaper (The
Oregonian) and several local newspapers during the reporting period. The flood was the
backdrop for media exposure in February and early March. Local papers have covered our
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service in schools in Portland, North Clackamas and Gresham. As Member recruitment will be
in full swing we will should extensive exposure next reporting period.
Several Metro Members attended a City Club of Portland meeting at the invitation of
Secretary of Agriculture Dan Glickman, the keynote speaker. Secretary Glickman introduced the
Members and give a brief explanation of NWSA and AmeriCorps to the standing room only
crowd. City Club meetings are broadcast live throughout region; we have a tape of the event on
hand should the CNS want a copy.
End of Trimester Summit
At last month's summit Members were treated with pizza in celebration of our 1000
hours bench mark.
National Recruitment
The Academy received a visit in March from Monica Gugel from the Corporation for
National Service Recruitment office. Monica spoke with Members and staff about AmeriCorps
options in the future and briefed us national Member outreach. She meet with the Center's
recruitment coordinator as well. The program hopes to increase our National Recruits for next
program year.
17. Significant Program Changes this Reporting Period:
New Leader
As mentioned in section 14, Todd Rosenburg, an NWSA Leader left the program for a
staff position with an AmeriCorps program in the Midwest. Todd was an excellent Leader and
his team misses him. Michael Lupro, a returning Member from last year lead a very competitive
field of applicants to replace Todd. The transition of the team is working well thanks in large
part to Michael's leadership.
New Members
The Center replaced four Members in February. They are serving full time schedules, but
are part time compressed (i.e. they'll complete the program with a minimum of 900 hours). The
new Members have been dispersed onto existing teams. Staff is working with each to complete
as much of the Member Development Plan as is possible, particularly the required National
Priorities.
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Metro Center Year Two/Three Plan Narrative
The second year of operation at the Metro Center has been a successful one. We are still
a young organization, however, with a great deal of room for organizational growth. In order to
be more effective with service delivery to the community and due to budget tightening we plan
on selected changes in our third year of operation. These changes are a result of internal and
external evaluation.
Service Priority:
We will expand into our second national service priority area,
education. We have provided a great deal of service to schools and other educational programs
in our first two years of service. The expanded education service is based on feedback from
education projects partners. There is a growing educational crisis in the region resulting from
decreased state revenue due to a legislated property tax limitation. The Center will continue to
provide the majority of our service in the area of neighbor and community environments.
Member Leadership and Costs: As seen in the budget narrative, the Center has cut
it's CNS cost per Member to the corporation floor of $13,800. This cut represents a second
consecutive year of cost cutting. While slightly expanding the number of Members to 86, we
have cut staff costs by over 15 percent. We will expand our very successful NWSA Leader
program from five to six leaders. The requirement to provide cash match for the entire Leader
living allowances over $6753 has made expanding difficult; however, we strongly believe in the
program. Our Member self governance program has also been a major success. We will
continue the use of Member committees and expand their roles so as to increase Member
leadership at the Center and with the community.
Sustainability and Service Delivery
As a program, NWSA is working to provide
diversified funding sources into the future. As an operating site, the Metro Center will provide
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match in the coming year by enhancing and developing key partnerships with service strands.
Using our success with our North Clackamas School District Strand in year two, we will develop
similar strand partnerships with other local agencies and community groups. Projected
community partners in need for these partnership exceed our capacity to meet them. We will
require local partners to help offset match requirements.
Changes with Key Partners and Collaboration with State Commissions
We
expect our list of partners to grow slightly in the coming service year. Besides increased service
partnerships with local school organizations, the Center will also strengthen its relationship with
key non-profit organizations and local governments.
The Center enjoys a very close working relationship with both the Oregon and
Washington State Commissions. To maintain a high level of collaboration the Directors, Marlis
Miller and Bill Basl, sit on an NWSA Advisory Board. Additionally, NWSA is in frequent
contact with State Commission offices.
Service Ethic, Recruitment, Volunteer Coordination
In year two, we opened our
recruitment up to a national pool. We will continue to recruit nationally and expand our use of
CNS national recruitment systems (NWSA staff have recently met with Monica Gugel of the
CNS recruitment office to help facilitate this). Our Membership could be a model for other
AmeriCorps programs: they are inspirationally hardworking, dedicated and talented. Next
service year, we will better use their energy by having refined community volunteer generation
written into many community partnerships and incorporated into Member development.
Goals and Objectives:
As noted in the objective summaries, the Academy will
fine-tune it's goals and objectives. We have reviewed our goals in light of local needs, in
particular the Oregon Benchmarks: Standards for Measuring Statewide Progress and
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Institutional Performance. The Center's Community Development objectives are more targeted
toward promotion by volunteers in the community. The Member Development Objectives are
similar to those from year two. Trainings will be more targeted, however, and will be more
closely correlated to specific service needs. We will continue with development of service skills
and civic responsibility as major themes in the Member Development Plan. As mentioned
above, the Academy will formally enter into the national priority area of education. This change
is articulated in our community service objectives. Restoring watersheds and rebuilding
communities will continue to be central to the Center.
Compliance with AmeriCorps Guidelines
The Center will continue to be above
reproach with regard to prohibited activities. The Center is on-line in accordance with CNS
Internet regulations. Members will continue to wear AmeriCorps service gear to promote
visibility of national service.
Continuous Improvement and Community Needs
In collaboration with our
Member leadership the Center is revamping its Continuous Improvement Program (CIP). The
entire Center will take part in the "Coffee Talk," part of the revamped CIP. At least six "coffee
talk" sessions will be conducted during the year giving staff and Members a structured, yet
informal forum to address continuous improvement. Also, each service project will be evaluated
by community partners, Members, and staff. Member and staff performance will be evaluated
formally on a regular basis throughout the service year.
Page 114
Operating Site Name: Metro Center, NWSA
Parent Organization Name: Education Service District 112
Metro Center Objectives
Activity
Result
Measure
Standard
Number
(one per objective)
example
Recruiting additional
Increased community
Log of additional
900 additional hours of
150 community
volunteers
participation
volunteer hours
additional volunteer
residents.
service logged
Objective 1
Recruit and develop
increased
Documented
7500
1000 community
Volunteer
community
community
volunteer
volunteer hours of
volunteers
Development
volunteers
involvement
service
service
hours
Objective 2
Promote an ethic of
increased awareness
amount of
coverage in at least
6000
Promotion
service in and
of local and national
coordinated press
3 local newspapers,
households reached
of Service in the
among the local
service
coverage and
at least 6000
local community
community by
community
information
holding special
attendance in
pamphlets
service events
special events
distributed to local
households
Enhance School
Develop plans for
Post Service Plans
Schools will
80% of education
Dependent upon #
Service
potential continued
developed
develop plans in
strand schools will
of School Strands in
Sustainability
school service after
place for
have approved plans
place; at least 10
AmeriCorps/NWSA
continuation of
schools
project is completed
complete or partial
programs for after
AmeriCorps
Members leave
COMMUNITY BUILDING OBJECTIVES
1996 AMERICORPS DIRECT RENEWAL APPLICATION
Operating Site Name: Metro Center, NWSA
Parent Organization Name: Education Service District 112
Activity
Result
Measure
Standard
Number
(one per objective)
example
Tutoring reading
Increased reading skill
Pre/post test
50% of students will
34 students
deficient students
administered by teacher
obtain grade level
Objective 1
Basic skills tutoring
Demonstrated
midterm\post survey
80% of goals set
2000 students
Reinforce
increased skills
forward by partner
Schools
school will be
achieved
Objective 2
Monitor, evaluate
Enhanced
Number of systems
80% of goals set
10 systems
Watershed
and restore sub-
Watershed Health
partially restored
forward by partners
Restoration
basins in and around
will be achieved
the Columbia River
Watershed
Objective 3
Support of existing
Expansion of
Post service reports
80% of goals set
30 Agencies
Rebuild
non-profit
existing agency
forward by partners
NW
organizations and
services to the
will be achieved
Communities
community agencies
community
COMMUNITY SERVICE OBJECTIVES
1996 AMERICORPS DIRECT RENEWAL APPLICATION
Operating Site Name: Metro Center, NWSA
Parent Organization Name: Education Service District 112
Activity
Result
Measure
Standard
Number
(one per objective)
example
Problem solving
Increased problem
pre/post test problem
Notable increase in
50 Members
exercises and reflection
solving skills
solving exercises
skills in 80% of
Members
Objective 1
Participation in
Increase civic \
Pre\Midterm\Post
50% of Members
86 Members
Promote an ethic
Civic Action
community
Member surveys.
will show
of civic
Committees
involvement and
significant increase
responsibility and
Member Self
in community
community
Governance
building skills; 95%
building
will attain
benchmark
Objective 2
Lead NWSA teams
Members will
Completion of
80% of Members
86 Members
Develop
or demonstrate
effectively lead
Member
who complete the
Leadership
leadership in the
service activities
Development Plan
year will mastery
Skills
community
check-off
level; 95% will
attain benchmark
Objective 3
Training and
Competence in
Completion of
80% of Members
86 Members
Develop
development of
required service
Member
who complete the
"Hard Skills"
specific "hard
activities and use of
Development Plan
year will complete
skills"
specific tools and
Check-off
entire check-off;
equipment
95% will attain
benchmark
MEMBER DEVELOPMENT OBJECTIVES
1996 AMERICORPS DIRECT RENEWAL APPLICATION
NWSA Metro Center #95-ADNOR005-001
1996-97 Grant
Please attach the
operating site budget
narrative to this page.
OPERATING SITE BUDGET FORM
Legal Applicant/Parent Organization
Educational Service District 112
Program Name:
Northwest Service Academy/Metro Center
Site Location (City, State, Zip):
Troutdale, OR 97060
ITEM A: MEMBER SUPPORT COSTS
Number of
Corporation
Grantee Share
Total Program
Members
Share
1 Year FT 1700
86
580,780
128,820
710,600
1 Year PT 900
0
2 Year PT 450
0
Subtotal
86
580,780
128,820
710,600
(7.65%) FICA
46207
8154
54361
Workers Compensation
69,913
12,338
82,251
Health Care
46,192
8,150
54,343
Subtotal A
743,092
+
158,463
II
901,555
82%
+
18%
=
100%
(max. 85%)
(min. 15%)
ITEM B: OTHER MEMBER COSTS
Training and Education
17,286
8,514
25,800
(please specify in budget narrative) Other
10,372
5,109
15,481
Subtotal
27,658
+
13,623
II
41,281
ITEM C: STAFF
Salaries
204,438
181,344
385,782
Benefits
52,846
26,029
78,875
Training
4,549
2,241
6,790
(please specify in budget narrative) Other
Subtotal
261,833
+
209,613
=
471,446
ITEM D: OPERATING COSTS
Travel
5,494
2,706
8,200
Corporation-sponsored meeting
$750
0
750
Supplies
19,899
9,801
29,700
Transportation
34,098
35,290
69,388
(no greater than 10% of A-E) Equipment
3,442
9,158
12,600
(please specify in budget narrative) Other
26,410
17,958
44,368
Subtotal
90,093
+
74,913
=
165,006
ITEM E: INTERNAL EVALUATION
4,856
2,392
7,248
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NWSA Metro Center #95-ADNOR005-001
1996-97 Grant
ITEM F: ADMINISTRATION
59,308
24,144
83,452
To arrive at the Corporation's maximum share of 5%, multiply
the total of Items A-E in the Corporation Share column by
.0526.
ITEM G: TOTAL PROGRAM
OPERATING COSTS (B-F)
443,748
324,684
768,432
(66%)
34%
(100%)
ITEM H: TOTAL OPERATING SITE
BUDGET (A+G)
1,186,840
483,148
1,669,988
(75%)
(25%)
(100%)
Items below are not part of the grantee budget and should not be included in totals that are transferred to the
title page.
ITEM I: CHILD CARE
Estimated #
Grantee Share
of Children
(if applicable)
8
0
ITEM J: EDUCATION AWARDS
Number of
Amount per
Total
Members
Member
Full-Time Members
86
X $4725
=
$406,350
Part-Time Members
0
X $2363
=
0
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NWSA Metro Center #95-ADNOR005-001
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Metro Center Budget Narrative
Budget Narrative
CNS
Grantee
Total
Item A: Member Support Costs
1a. Living Allowances: Members
80 Members @ $7945\yr (48-9 weeks). Includes 3
540260
95340
635600
weeks vacation; 2 weeks training; 1720 hours post-
training service.
1b. Living Allowances: NWSA Leaders
6 Leaders X $250/week X 50 weeks = Includes 3
40520
34480
75000
weeks vacation; 1 week staff training; 2 weeks
member training; 1720 hours post-training service.
2. FICA: Members and Leaders (combined)
46207
8154
54361
0.0765 X total Members' Living Allowance
($621,590)
3. Workers Compensation
Members and Leaders (combined)
69913
12338
82251
86 Members x $956.40/year).
4. Health Care:
Members and Leaders (combined) 76 Members X
44768
7900
52668
$693/year. Provides for individual coverage only,
does not include includes $100
deductible/Member. Assumes that 10 Members
will not be covered by plan.
NASCC Membership Dues: required for Member
1424
251
1675-
Health Insurance
Subtotal Item A =
$743,092
$158,463
$901,555
Item B: Other Member Support Costs
1. Training and Education
86 Members X $300/year =
17286
8514
25800
Provides consultants, trainers, and facilities for all
required training, and supplemental service-
learning instruction
2. Uniforms
86 Members X $180/year= $32 for standard
10372
5109
15481
AmeriCorps package, $148 for safety and cold
weather gear and special strand uniforms
Subtotal Item B =
$27,658
$13,623
41281
Item C: Staff
1. Salaries
1a. Center Director
0
39046
39046
1@$39,046/year (all match)=
1b. Service Coordinator, Responsible for
27749
0
27749
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NWSA Metro Center #95-ADNOR005-001
1996-97 Grant
development and execution of all Center service
projects
1@$27,749/year=
1c. Program Coordinator, training and supervision
29497
0
29497
1@$29,212/year =
1d. Secretary
23047
0
23047
1@$23,047/year =
1e. Team Steward\Mentors, line staff
124145
0
124145
5@$24,829/year =
1f. Staff overtime
6012
0
334 X $18/hr =
1g. Site percentage of Academy Development
0
13400
13400
Assistance (all match) @ $13,400
1f. Sponsor training and technical support in the
0
122886
121984
field taken @ $15\hour
Subtotal Staff Salaries =
$204,438
$181,344
385782
2. Benefits
52846
26029
78875
@ 30% of total staff salaries =
3. Training
4549
2241
6790
10 FTE X $679/year Provides consultants,
trainers, and facilities for continuous improvement,
training, and supplemental staff development
Subtotal Item C =
$261,833
209613
471446
Item D: Operating Costs
1. Travel
5494
2706
8200
$82 X 100 =
(Members and Staff)
2. Corporation Meetings (100% CNS)
750
0
750
3. Supplies
19899
9801
29700
Office Supplies & maintenance Total =
durable, including supplies for: field service,
office, staff;
Tool Repair and replacement = $6,795
First Aid/Bee sting kits, etc. = $980
4. Transportation of Service Teams
34098
35290
69388
Total =
in-kind transportation match, calculated at lowest
market bid. This is the price difference that would
be paid if we didn't receive subsidized vans =
16525
4X15-passenger vans@3780/year=15120
3X12-passenger vans@2460/year=7380
Three automobiles @ $4,030/year = $12,090
Ten vehicles @ $.16 mi. X 8400 mi./year =
$13,440
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1996-97 Grant
Private veh. miles @$.30/mi X 9,000 mi.
Insurance for vehicles = $16,550
5. Equipment =
3442
9158
12600
durable includes: computer replacement set-aside;
office equipment associated with moving into new
center offices. Purchases may include: fax,
phones, furniture, photocopier, mail meter. Also
cellular phones & service for field teams, $4000
in-kind.
8. Other totals=
26410
17958
44368
a. Rent and Utilities
21575
15700
37275
b. Member Recruitment
2010
990
3000
c. Internet hook-up
250
0
250
d. Printing =
2575
1268
3843
Subtotal Item D =
$90,093
$74,913
$165,006
Item E: Internal Evaluation
4856
2392
7248
Subtotal Item E =
$4,856
$2,392
7248
A-E Totals =
$1,127,532
$459,004
$1,586,536
Item F: Administration
CNS $ X 0.0526 = $
Grantee $ X 0.0526 = $
Total $ X 0.0526 =
Subtotal Item F =
$59,308
$24,144
$83,452
Item G: Total Program Operating Budget (B-
F)
Subtotal Item G =
$443,748
$324,684
$768,433
Item H: Total Operating Site Budget (A-F)
Subtotal Item H =
$1,186,840
$483,148
$1,669,988
Total CNS Funding Per Members
$13,800
Page 122
NWSA Green Lights # 94ADFDC0130008
1996-97 Grant
FOR INTERNAL USE
ONLY
OPERATING SITE TITLE PAGE
1
LEGAL APPLICANT/
PARENT ORGANIZATION:
Educational Service District 112
Program Name:
Northwest Service Academy/Green Lights BPA
2
OPERATING SITE
ORGANIZATION:
Northwest Service Academy
Contact person's name/title:
Jon Stewart, Academy Director
Address:
31520 SE Woodard Road
City, State, Zip Code:
Troutdale, OR 97060
Phone (Voice, Fax):
(503) 695-3739 Fax: (503) 695-2296
3
SITE DIRECTOR/TITLE:
Cindy Griffin, Center Director
4
GRANT TYPE:
Operating
Education Awards Only
5
1995 NATIONAL ISSUE
AREA PRIORITIES:
Education
School Success
Public Safety
Community Policing
Victim Assistance
Human Needs
Early Childhood Development
Environment
>
Neighborhood/Community Environment
6
1994 NATIONAL ISSUE
AREA PRIORITIES:
Public Safety
Violence Prevention
Crime Control
Education
School Readiness
School Success
Environment
Neighborhood Environ.
Natural Environment
Human Needs
Health
Home
Page 123
NWSA Green Lights # 94ADFDC0130008
1996-97 Grant
7
POPULATION TO
BE SERVED:
>
Urban
>
Rural
Other
Both rural and urban - public schools, public buildings, and low
income housing in MT, OR, and WA
Empowerment Zone
Enterprse Community
Population/Community Served:
All communities in the States of Montana, Oregon, and
Washington.
P
Primary Congressional
Districts served:
All districts in Montana, Oregon. and Washington
8
SITE BUDGETS:
Corporation Requested Funds:
$206,048
Total Budget: $387,394
9
AMERICORPS MEMBERS
# Full-Time:
3
# Part-Time:
1 year 23 900 hrs.
2 year
450 hrs.
3 year
300 hrs.
Page 124
NWSA Green Lights # 94ADFDC0130008
1996-97 Grant
OPERATING SITE ASSESSMENT FORM (renewals)
Parent Organization:
Educational Services District 112
Operating Site:
Northwest Service Academy/Green Lights BPA
1996-97 Funding level recommended by Parent Organization:
Total $387,393/CNS $206,047
1996-97 Number of 1996-97 Members recommended by Parent Organization:
3 FT 23 PT (900 hours)
PT (450 hours)
In addition to the attached renewal requested, the below analysis is based upon:
Site visits (how many?
two );
Progress Reports: On time and well written summaries of accomplishments
Phone Contact (how frequent?) Once every three months over past two years
Other: Meeting of Green Lights Members and Staff at OR and WA State Functions and
conversations with CNS, EPA and BPA program evaluators over past two weeks.
1. Provide evidence that the operating site is meeting its annual objectives. If not, explain.
Progress in quarterly reports meet the objectives outlined for the 1995-96 funding year
Staff is very competent in oral presentations and meeting grant building commitments
2. Provide a clear analysis of this operating site's strengths and accomplishments which support
the Parent Organizations' decision to request 1996-97 renewal funding. Include all reasons
supporting request for renewal funding.
Project is meeting is auditing service objectives and working closely with Members to design
systems to meet its installation objectives.
Project has worked well with parent organization over the past two years in dealing with
Member administrative issues
Project's objectives and goals tie well with service objectives and mission of parent
organization
3. Provide a clear analysis of the challenges the Parent Organization foresees if the operating
sire receives renewal funding
Helping meet recruitment objectives and then retaining highly qualified Members in remote
locations
Travel related to oversight and evaluation of operating sites by NWSA Director
Raising private match for Green Lights program
4. Describe the Parent Organization's strategy for assisting the operating site with these
challenges
Integrating recruitment, selection of Members and program trainings into NWSA program.
Using BPA downtown location as meeting site to raise visibility of AmeriCorps Members.
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PROGRESS REPORT FOR OPERATING SITES OF
AMERICORPS*NATIONAL AND AMERICORPS* TRIBES AND
TERRITORIES PROGRAMS
1.
Operating Site Name: Green Lights Project
Location: OREGON, WASHINGTON, AND MONTANA
2.
Operating Site ID #: 94ADFDC0130008
3.
Corporation Grantee Name: Environmental Protection Agency
4.
Mark the reporting period to which this form applies:
First Progress Report
X
Second Progress Report/Renewal Request
(10/1/95-12/31/95)
(1/1/96-3/31/96)
End-of-Term Progress Report
(4/1/96 - 9/30/96)
5.
Name of person completing this report: 1) Fevrel Pratt
2) Cindy Griffin
6.
Position of person completing this report: 1) Project Director
2) Assistant Project Director
7.
Telephone number 1) (503) 230-5994
2) (541) 465-6884
8.
Fax number: 1) (503) 230-4973
2) (541) 465-6844
9.
E-mail address (if available):
1) [email protected]
2) [email protected]
Page 126
NWSA Green Lights # 94ADFDC0130008
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PART I - PROGRAMMATIC INFORMATION ABOUT YOUR
AMERICORPS*NATIONAL OPERATING SITE
10. Members and Service Hours
Member Census Questions
Full-time
Part-time
How many AmeriCorps Members was your site
3
22
granted for this year?
How many AmeriCorps Members were enrolled at
2
13
the beginning of the reporting period?
How many new AmeriCorps Members did you
2
6
enroll during this reporting period?
How many of your AmeriCorps Members were in
3
13
service at the close of this reporting period?
How many of your AmeriCorps Members
completed their term of service during this
1
6
reporting period?
In this reporting
Since beginning
AmeriCorps Members' Hours of Service
period
of program year
Full-time Members
786.5
1811.5
Part-time Members
1355.5
2583.5
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11. (a) Please provide estimates of the following information:
In this
Since beginning
Volunteer Generation
reporting
of program year
period
How many non-AmeriCorps Member volunteers
5
1
were involved in AmeriCorps service activities?
How many hours did non-AmeriCorps Members
300
425
contribute to AmeriCorps service activities?
(b) Share with us some examples of the service activities that your Non-AmeriCorps
Member volunteers participated in during this reporting period.
The Green Lights Project began the first year of service hours in February 1995 and
recruited the second-year Members to begin in January of 1996. This method provided an
excellent opportunity to make use of the tremendous skills acquired by first-year Members for
training of second-year Members. Five of the first-year Members stayed with us for a little while
longer to not only help train the new recruits, but also, to complete work that evolved from a
lighting survey they had worked on. The "veterans" went into the field with the new team and
taught them the finer points of efficiency and expediency and how to have fun while working.
Their assistance was invaluable and will give the new team a tremendous head start.
Four of the first-year Members had been involved in a lighting survey for the city of
Springfield, Oregon. They encountered an HVAC system in the City Hall building that did not
tolerate electronic ballasts because of harmonic distortion. This fact made it next to impossible
to find lighting technology energy savings that would also be financially feasible for the building
owners. Being the dedicated "energy nerds" that they are, these Members took it upon
themselves to investigate the source of the problem. In conjunction with a class at Lane
Community College, they have begun modeling the building on DOE2, an energy management
computer modeling system. When they complete their project, we will be better able to
recommend energy efficient lighting technology that will be compatible with their newly
designed HVAC system. The dedication shown by these Members will help facilitate the
objectives of the AmeriCorps Green Lights Project.
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12.
Summary of Progress this Reporting Period Toward Accomplishing Annual
Objectives:
(a) Community Service Objectives:
(1)
To conduct lighting surveys in 250 schools in Washington and Oregon during the first
year of the Project and an additional 350 buildings during the second year.
During the first year of service, Members surveyed 356 buildings comprising over 14
million square feet. By the end of March 1996, the Green Lights Project Members have
surveyed an additional 100 buildings totaling approximately 3.7 million square feet. The
breakdown of the buildings surveyed this year, by state, is as follows: 75 in Oregon and 25 in
Washington. The total number of buildings surveyed to date is 440, totaling over 17.5
million square feet. Final reporting has been completed in approximately 65% of the
buildings surveyed. Three building upgrade projects have been totally funded through the
Oregon Department of Energy. There are 18 upgrade projects underway and near completion in
the Salem/Keizer School District and another 20 buildings in the planning stage. The Centralia
school district, in Washington state, expected to implement most of our recommendations;
however, the Great Flood of '96 caused so much damage and expensive repair projects that in
spite of about $100,000 in utility incentives the district will not be going ahead with any retrofits
as of now.
(2)
To reduce emissions of CO2, SOx, and NOx, from energy production by 9.9 million lbs.
of CO2, 68,000 lbs. of NOx, and 109,000 lbs. of SOx, as a result of saving 99 million kilowatt
hours of electricity from being used.
The Project has exceeded the target for reduction of air pollutants which will result from
the recommendations for lighting upgrades that will be made in the building survey reports.
Over 33,000,000 kWh of electricity will be saved resulting in approximately $1,400,000 savings
of taxpayer's dollars on electric bills if the lighting upgrade recommendations in the survey
reports are implemented by the school districts and community colleges served up to the end of
the first quarter. This will result in over 1.75 million lbs. of CO2, 10,500 lbs. of NOx, and over
17,500 lbs. of SO2 kept from entering the local airsheds when the recommended lighting
upgrades are implemented.
(b)
Community Building/Strengthening Objectives
(1)
To form an effective federal, state, and local partnership for the reduction of energy use in
schools and the associated air pollution from energy production, as evidenced by active
involvement by the partners in the effort.
In addition to 22 active partners in Oregon and Washington, we are in the process of
building a partnership of federal, state, and local partners in the state of Montana. Our primary
contacts have been Mary Blake, Executive Director of the Montana Commission for National and
Community Service, Lou Moore and Kathi Montgomery, Montana DEQ, and Marla McCombie,
BPA. Montana Power has also shown interest in the Green Lights Project.
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NWSA Green Lights # 94ADFDC0130008
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(2) To develop an understanding by public officials of the importance of energy conservation
and its relationship to pollution prevention.
In addition to 388 schools and 62 public buildings, we are hoping to attract even more
Partners as the Project moves into the public building arena. We continue to look ahead by
making contacts in Montana for the Project expansion during the second year and by working
with public officials to make them aware of the services we offer and the environmental and
financial benefits of increasing lighting efficiency in their buildings.
Project marketing and implementation will continue to involve cooperation among
Project Partners to get the word out. Our experience working with electric utilities SO far this
year has been very positive. All utilities not already working with us will be invited to be active
supporters of the Project by promoting surveys to their school and public building customers;
providing technical assistance to AmeriCorps Member Green Lights Project surveyors by serving
as one of the technical reviewers for the AmeriCorps Member Green Lights Project surveyors'
draft reports, and/or by serving as a mentor to one or more AmeriCorps Member Green Lights
Project surveyors.
We have developed a portable booth that can be taken to conferences and to college
campuses when we are recruiting. It contains pictures of Members at work and play, and written
information about the AmeriCorps Green Lights Project. The first experience taught us to be
better prepared for the Northwest's "liquid sunshine". We plan to take the display to Montana
for training of new recruits in May of this year to help give them the same sense of family we
have developed in Oregon and Washington.
(3) To build lasting program capacity in the area of energy conservation and pollution
prevention.
There are three school buildings that have 100% financing available to complete projects
with construction to begin during the summer of 1996. In addition. There are 18 upgrade
projects underway and near completion in the Salem/Keizer School District and another 20
buildings in the planning stage. As proposed by Green Lights Members, the total Salem/Keizer
project involving 52 buildings, was to cost slightly more than one half million dollars and the
local utility would provide $400,000 of the cost in rebates. The school district opted to install
complete projects in the buildings that were most cost effective and netted the greatest dollar
savings. They estimated 38 of the buildings were viable projects and have put the other 14 on
hold for at least 3 years. Each kWh saved by these upgrades will result in offsetting the need for
more electricity generation and its associated adverse environmental impacts.
We continue to monitor the progress of school districts surveyed in our first year and are
taking a more active approach by trying to involve community members in the upgrade projects.
We will further discuss this aspect of the project under #14 in this progress report. It is our
intention to garner enough monetary support from public and private sources to continue the
Green Lights Project with or without the federal dollars that have been thus far available. We are
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1996-97 Grant
looking into a "fee for service" plan in order to meet our match requirement for living allowances
and to supplement the short fall in our travel budget. We have found the main road block to be
the tremendous cutbacks in already tight school budgets. On the other hand, we have run up
against the misplaced belief that you get what you pay for; therefore, sometimes people assume if
we do not charge for our services, they must be worthless. Somewhat of a "Catch-22" for us.
(c)
AmeriCorps Member Development Objectives
(1) To instill an energy resource conservation ethic in participants and develop their understanding
of the relationship between energy production and environmental protection.
Eight first-year Members are now working at "real jobs", within the Energy
Management Field, utilizing learned and enhanced skills from the Green Lights Project.
Our Members are very committed to energy conservation and pollution prevention and are
making every effort to ensure lasting program capacity in these areas. Six of the eight continue
to be involved with the Project.
Members indicate that the project has not changed their attitudes toward energy
conservation because they were already totally committed to a very strong ethic of conservation.
Members say that this project gives them an opportunity to feel that they are contributing to the
greater good of their communities. Our Members are self proclaimed "energy nerds", and they
wear that label proudly. We avidly protect the environment by recycling, reducing, reusing, and
reinventing the wheel when necessary as evidenced by our enthusiasm and eagerness to find
ways to have our recommended lighting efficiency measures implemented.
Three first-year Members have re-enlisted for another year of service and a fourth
is considering remaining with the project when he completes his term of service next
month.
(2) To provide the participants with demonstrable skills and experience that will enhance their
opportunities for employment.
We traveled to Seattle in early February to spend six days of intensive training for new
Members. Bill Basl. from the Washington State CNCS introduced the Members to AmeriCorps
and we were joined for a day by Scott Bowles from the EPA. Members were quickly brought up
to speed on current lighting technology and working with electricity, survey procedures and
scheduling maneuvers, Excel spreadsheets, first aid, CPR. and conflict resolution. They were
issued new Sharp laptop computers that are e-mail capable for ease of communication from the
field. They are armed with electronic distance meters and sonic light meters to ensure accurate
field data collection. We have promised to go to Montana in May and duplicate the experience
for four new Members.
Our Members continue to increase their skills in lighting surveys and have become more
efficient than we had imagined. Some Members enter the data they collect in the laptop
computers while they are in the field rather than waiting until a later date. This shows their
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1996-97 Grant
increased proficiency in using our computer software and has cut down on chances for error. As
reported above, eight first-year Members are now working at "real jobs", within the Energy
Management Field, utilizing learned and enhanced skills from the Green Lights Project.
13.
Other Accomplishments this Reporting Period:
Staff members for the Green Lights Project have been diligently working on streamlining,
creating, and organizing new record keeping procedures. We now have the budget on a "push
button" Excel spreadsheet for "finger-tip" access to current balances in all categories. New
electronic forms have been created for Members to record and claim travel expenses. Duties
have been reassigned to the person with the most expertise, in any given area, in an effort to
become a more lean, efficient team.
We have been negotiating with the Northwest Service Academy for a possible merge of
projects for the 1996-1997 fiscal year. We are also working with North American Energy
Services, who already provide us with technical assistance.
Staff members solicited writings from each Member in late December and compiled them
to create our first newsletter format project update. This was a project done for the fun of it and
as you will see. the Members really got into the spirit having fun with this. Please see the
enclosed newsletter update entitled "LIGHTS OUT".
14.
Unique successes or "great stories":
The AmeriCorps Green Lights Project is one of the recipients of the U.S. Department of
Energy 1995 National Awards Program for Energy Efficiency and Renewable Energy. On
October 31, 1995, the Project Director accepted this award from the Secretary of Energy, on behalf
of the Project Members. sponsors, staff, and our partners in the public and private sector who made
this possible.
During the late summer of 1995, Members surveyed five buildings in Vernonia, Oregon.
Final reports were being readied for delivery when the "Great Flood of 1996", lessened our load.
The raging waters and giant mud slides took possession of Vernonia High School. Fortunately,
no one was injured and it is anticipated that with rebuilding will come new lighting technology.
This is the sort of upgrade that we prefer not to see in the future.
It has come to our attention that many of the school districts we serve do not have
the man power or the know how to go forward with our proposals so we are initiating a
new aspect of our program.
*
Members are currently contacting previous clients in order to learn why they have not
installed the recommended energy efficient measures and then taking appropriate steps
to help the client overcome the hurdles.
*
We are becoming active in a "hand holding" effort to walk those clients through the
necessary steps to complete the projects.
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NWSA Green Lights # 94ADFDC0130008
1996-97 Grant
*
Members will be creating a fact sheet for future clients that will detail solutions to
difficult road blocks that other districts have encountered.
*
Members will be addressing local Parent Teacher Associations looking for active
involvement and donated time on the part of the community members.
*
Current lists for contractors and suppliers are being developed to provide the clients
with the information needed to make critical financial decisions.
*
Members are creating more exciting graphic presentations to present the energy saving
proposals in a more dramatic and revealing manner.
Members are checking into the possibility of school districts obtaining state lottery
funds to complete the upgrades.
15.(a) Primary Challenges Encountered this Reporting Period
Keeping Members in the Project when the living allowance does not give them enough to
live on has continued to be an issue. Some Members went to school and worked at another part
time job in order to meet their AmeriCorps commitment, yet have enough to live on. We lost
one Member, this quarter, due to financial and time constraints.
Due to the tremendous talent and computer savvy of some first year Members, we have
successfully worked out the bugs in our spreadsheet that we use as an analytical tool and have
overcome our challenges to the point that we are looking for more. We are going to venture into
the world of electrical contractors and investment allies to help our clients manage the project
proposals made by Team Members in an effort to have our upgrade proposals implemented.
The 22 staff members have continued to scramble to stay afloat after the change of
management. We have reorganized and seem to have found our "sea legs". We have decided if
we survive this progress report and the next year proposal process, we can survive anything!
15.(b) Primary Training and Technical Assistance Needs this Reporting Period:
1-
Connecting to Others (Partnership development, community involvement)
2-
Team Building (including diversity training, conflict mediation)
3-
Getting out the message
16.
Strengthening the AmeriCorps National Service Network:
As reported above, we traveled to Seattle in early February to spend six days of intensive
training for new Members. Bill Basl, from the Washington CNCS introduced the Members to
AmeriCorps and we were joined for a day by Scott Bowles from the EPA. Members were
quickly brought up to speed on current lighting technology and working with electricity, survey
procedures and scheduling maneuvers, Excel spreadsheets, first aid, CPR, and conflict resolution.
They were issued new Sharp laptop computers that are e-mail capable for ease of communication
Page 133
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1996-97 Grant
from the field. They are armed with electronic distance meters and sonic light meters to ensure
accurate field data collection.
As mentioned above, the AmeriCorps Green Lights Project is one of the awardees of a
national U.S. Department of Energy award. Three Washington Green Lights Members
were active in events in the Seattle area supporting Martin Luther King Day celebrations
17. Significant Program Changes this Reporting Period
Fevrel Pratt has been chosen to be the new Project Director. Fev has been with BPA
for seventeen years. His background is in Engineering and he has worked in conservation
programs since 1981. We are looking forward to "getting things done" with his leadership and
assistance. He protects the environment by bicycling to work. Through rain, snow, wind, even
sleet & ice, Fev peddles his way to work.
As reported above:
1) We are looking into a "fee for service" plan in order to meet our match requirement
for living allowances and to supplement the short fall in our travel budget.
2) Eight first-year Members are now working at "real jobs", within the Energy
Management Field, utilizing learned and enhanced skills from the Green Lights Project.
Our Members are very committed to energy conservation and pollution prevention and
are making every effort to ensure lasting program capacity in these areas. Six of the eight
continue to be involved with the Project.
3) We lost one Member, this quarter. due to financial and time constraints.
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Green Lights Year Two/Three Plan
1. PROGRAM DESIGN:
In fiscal year 1997, the Green Lights Project proposes to join forces with the Northwest
Service Academy AmeriCorps program who shares our objectives of restore NW water sheds,
reinforce NW schools, and rebuild NW communities. The Green Lights Project would become
an additional operating site under the Northwest Service Academy with Vancouver, Washington
Educational Service District #112 as the parent organization. This merger allows new
opportunities for coordination between several successful AmeriCorps programs and modifies
the organizational structure of the Green Lights Project to meet new federal guidelines for parent
organizations.
The Green Lights project will expand our community service objective to provide
lighting surveys of public buildings other than public schools and provide audits of low income
structures. We will continue in our efforts to focus on implementation of energy saving
measures that we started in 1996.
Members have successfully created an Excel spreadsheet which has been well received by
our clients, and can be modified to give varied pertinent information as requested on a per project
basis. Members demonstrate the cost effectiveness and environmental benefits of the upgrades
and they can give information about financing programs. And yet, even when financing is
available, clients often fail to implement recommendations. For this reason, we are
implementing an aggressive "hand-holding" campaign to discover the stumbling blocks to
implementation and find ways to overcome those obstacles (please refer to the Progress report in
this package). We plan to continue and expand those efforts in 1997.
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NWSA Green Lights # 94ADFDC0130008
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Twenty-three part-time Members will be recruited from undergraduate programs to serve
as AmeriCorps Member Green Lights Project surveyors in FY 1997. They will receive a living
allowance of $4050 and an Educational Award of $2363 for 900 hours of service. In addition,
three full-time Members with Bachelor's or Associate degrees will be recruited to serve as
AmeriCorps Member Green Lights Project Leaders. They will receive a living allowance of
$9350 and an Educational Award of $4725. Each will oversee part-time Members in Oregon,
Washington, and Montana. Two and two-tenths staff person will be sufficient to manage the
Project, a reduction of .8 FTE.
We have developed a portable booth containing pictures and information that can be
taken to conferences and to college campuses when we are recruiting
2. CAPACITY, SUSTAINABILITY, AND COST EFFECTIVENESS
The Project will continue to be consistent with and in support of the President's "Climate
Change Action Plan" which includes the expansion of EPA's Green Lights Program.
The Project is also consistent with AmeriCorps' neighborhood and community
environmental priority. It also focuses on a mission of the NWSA which is "learning civic
responsibility through service to the community and environment" -- specifically, the need to
reduce the deterioration of the local environment and natural resources base caused by the
generation of electricity.
Fund raising efforts will expand next year as the Project hits its stride and gains a higher
profile with the help of the NWSA. We will approach corporations such as Nike, Boeing, and
others which are already Green Lights Program partners as well as assessing and approaching
other good prospects. Project staff are busy "surfing the net" looking for possible future private
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match funds through people and companies who have a real interest in the service we offer. We
are also asking school districts and the local electric utilities to assist us with travel costs when
possible. Project budgets are tracked on a monthly basis by Project staff.
This Project will incorporate services to post offices and low income housing units. This
will be accomplished in conjunction with the goals of the BPA and the EPA. Possible directions
in the low income housing units will take into account issues that comply with the EPA's Energy
Star Building Program. Members will be trained to perform complete energy audits.
3. PROGRAM GUIDELINES
When possible, Project Members make personal presentations of survey results to
encourage the school districts to become participants in EPA's Green Lights Program; to provide
the managers with information about incentive and/or loan programs available to assist in
implementing the recommended lighting upgrades; and to emphasize the linkage between
cutting electricity usage and reducing the environmental impacts caused by the generation
of electricity.
The AmeriCorps Green Lights Project, in general, requires more training and technical
capability from its Members than many other AmeriCorps projects. In light of this, it is difficult
to have Members recruit volunteers to help with the service activities we are involved in. We are
instead, recruiting community members to help with the implementation of our proposals. We
are actively looking for community businesses willing to provide their service at a reduced cost
in order to help reinforce NW school districts and rebuild community spirit by upgrading
inefficient lighting systems and providing their students with safer, healthier environments.
Page 137
Operating Site Name: Green Lights/BPA, NWSA
Parent Organization Name: Education Service District 112
Green Lights Objectives
Activity
Result
Measure
Standard
Number
(one per objective)
example
Recruiting additional
Increased community
Additional buildings
900 additional hours of
150 community
volunteers
participation
upgraded
volunteer service
residents.
Objective 1
Recruit and develop
Increased
Number of
Service hours
100 buildings
Volunteer
community
community
buildings
building that meet
Development
volunteers to
involvement.
state energy codes.
implement energy
efficiency measures.
Objective 2
Promote an ethic of
Increased awareness
Amount of
Coverage in at least
350 clients reached
Promotion of
service in and
of local and national
coordinated press
three local
Service in the
among the local
service.
coverage and
newspaper; at least
Local Community
community by
community
1,400 information
holding special
attendance in
pamphlets
service events.
special events
distributed to
various clients.
Objective 3
To form an
The Project Director
Partner agencies
The quality of the
75% of the Project
26 Project Members
effective federal,
will build
will contribute their
partnerships formed
Partners contribute
and those who work
state, & local
partnerships with
time, experience,
will be gauged by
staff time, cash, or
in the 350 buildings
partnership for the
the three states'
facilities, and/or
continued
in-kind services.
surveyed.
reduction of
departments of
cash to ensure a
participation
energy use in
education, local
successful Project.
through the project
buildings and of
school boards, local
period and the
air pollution
utilities, and others
effectiveness of the
resulting from
to ensure a
Project.
energy production
successful Project.
COMMUNITY BUILDING OBJECTIVES
1996 AMERICORPS DIRECT RENEWAL APPLICATION
Operating Site Name: Green Lights/BPA, NWSA
Parent Organization :Education Service District 112
Activity
Result
Measure
Standard
Number
example
Tutoring reading
Increased reading skill
Pre/post test
50% of students will
34 students
deficient students
administered by teacher
obtain grade level
Objective 1
Conduct lighting
Reduce cost of
*
Number of
* Survey/audit
250 schools
Reinforce Schools
surveys in schools
school operations
survey/audits
reports meet client
in OR, WA, & MT.
completed.
needs.
*
Number of
* AmeriCorps
facilities that install
actions cause clients
measures.
to install measures
Objective 2
Conduct lighting
Lighting measures
*
Reduced
* Survey/audit
15,000,000 kWh of
Watershed
surveys in schools,
are installed in
emissions of CO2,
reports meet client
hydropower
Restoration
other public
schools and energy
NOx, SOx.
needs.
savings.
buildings or energy
savings measures
*
Reduced use of
* AmeriCorps
audits in low
installed in low
hydropower
actions cause clients
income housing
income housing.
facilitating
to install measures
streamflows to
support anadromous
fish populations.
Objective 3
Conduct lighting
Lighting measures
*
Reduced
* Survey/audit
100 structures
Renew
surveys in schools,
are installed in
emissions of CO2,
reports meet client
Communities
other public
schools and energy
NOx, SOx.
needs.
buildings or energy
savings measures
* AmeriCorps
audits in low
installed in low
actions cause clients
income housing
income housing.
to install measures
COMMUNITY SERVICE OBJECTIVES
1996 AMERICORPS DIRECT RENEWAL APPLICATION
Operating Site Name: Green Lights/BPA, NWSA
Parent Organization Name:Education Service District 112
Activity
Result
Measure
Standard
Number
example
Problem solving
Increased problem
pre/post test problem
Notable increase in
50 Members
exercises and reflection
solving skills
solving exercises
skills in 80% of
Members
Objective 1
Participation in
Increased
Number of
At least 50% of
Promote an ethic
community
community
community groups
Members will
13 Members
of civic
activities
involvement
addressed by
address community
responsibility
Members
groups
Objective 2
Demonstrate
Members will
Completion of
80% of Members
Develop
leadership in the
effectively report
technical portion of
will complete at the
26 Members
Leadership Skills
community
results to a site
Member
mastery level; 95%
service partner
Development Plan
at the benchmark.
Objective 3
Students will be
Members will know
* Members will be
90% of the
To provide
provided with
how to conduct
evaluated at the
Members will have
AmeriCorps
Members with
Green Lights
lighting surveys and
beginning and end
demonstrated
Members and any
demonstrable
surveying training;
develop lighting
of the year to gauge
lighting survey
volunteers.
skills and
Each Member will
upgrade options that
the progress in skill
skills and be able to
experiences that
conduct
meet energy
development and
effectively present
will enhance their
approximately 16
conserving "Green
experience.
the results of these
opportunities for
lighting surveys and
Lights" standards.
*
The quality of the
surveys.
employment
develop
They will develop
surveys and the
presentation skills
good presentation
recommendation
to effectively
skills and
produced.
convey the merits of
demonstrate
* Feedback from
the energy
conscientious work
clients by
conservation
habits.
questionnaires an
measures to facility
phone follow-up.
managers and
administrators.
MEMBER DEVELOPMENT OBJECTIVES
1996 AMERICORPS DIRECT RENEWAL APPLICATION
Page 140
NWSA Green Lights #94ADFDC0130008
1996-97 Grant
Please attach the
operating site budget
narrative to this page.
OPERATING SITE BUDGET FORM
Legal Applicant/Parent Organization
Educational Service District 112
Program Name:
Northwest Service Academy/Green Lights BPA
Site Location (City, State, Zip):
Troutdale, OR 97060
ITEM A: MEMBER SUPPORT COSTS
Number of
Corporation
Grantee Share
Total Program
Members
Share
1 Year FT 1700
3
82,225
10,925
93,150
1 Year PT 900
23
20,259
7,821
28,080
2 Year PT 450
Subtotal
26
102,484
18,746
121,230
(7.65%) FICA
7881
1391
9272
Workers Compensation
8242
1454
9696
Health Care
2700
900
3600
Subtotal A
121,307
+
22,492
II
143,798
+
=
100%
(max. 85%)
(min. 15%)
ITEM B: OTHER MEMBER COSTS
Training and Education
2000
21,000
23,000
(please specify in budget narrative) Other
936
2964
3900
Subtotal
2936
+
23,964
=
26,900
ITEM C: STAFF
Salaries
34,700
18,781
53,481
Benefits
8613
8613
17,226
Training
32,382
32,382
(please specify in budget narrative) Other
5,500
5,500
Subtotal
43,313
+
65,276
=
108,589
ITEM D: OPERATING COSTS
Travel
29,250
8,000
37,250
Corporation-sponsored meeting
750
0
750
Supplies
13,225
13,225
Transportation
10,000
10,000
(no greater than 10% of A-E) Equipment
22,120
22,120
(please specify in budget narrative) Other
6300
6300
Subtotal
30,000
+
59,645
=
89,645
ITEM E: INTERNAL EVALUATION
8,000
8,000
Page 141
NWSA Green Lights #94ADFDC0130008
1996-97 Grant
ITEM F: ADMINISTRATION
8491
2,000
10,491
To arrive at the Corporation's maximum share of 5%, multiply
the total of Items A-E in the Corporation Share column by
.0526.
ITEM G: TOTAL PROGRAM
OPERATING COSTS (B-F)
84,740
158,854
243,594
(66%)
34%
(100%)
ITEM H: TOTAL OPERATING SITE
BUDGET (A+G)
206,047
181,376
387,423
(75%)
(25%)
(100%)
Items below are not part of the grantee budget and should not be included in totals that are transferred to the
title page.
ITEM I: CHILD CARE
Estimated #
Grantee Share
of Children
(if applicable)
4
ITEM J: EDUCATION AWARDS
Number of
Amount per
Total
Members
Member
Full-Time Members
3
X $4725
=
14,175
Part-Time Members
23
X $2363
=
54,349
Page 142
NWSA Green Lights #94ADFDC0130008
1996-97 Grant
Green Lights Operating Site Combined Budget and Narrative - - 1996-1997
Item A: Member Support Costs
CNS
EPA
PMF
BPA
TOTAL
1. Member Living Allowances:
23 PT Members X $4050/year =
$82,225
$10,925
$93,150
3 FT Members X $9350/year =
$20,259
$7,821
$28,050
2.
FICAMembers:
26 X 0765 X living allowance =
$7,881
$1,391
$9,272
3. Workers Comp. Members:
26 X .08 X living allowance =
$8,242
$1,454
$9,696
4. Health Insurance Members:
3 X $1,200 =
$2,700
$900
$3,600
Subtotal Item A =
$121,307
$22,49
$143,768
85%
15%
100%
Item B: Other Member Support Costs
CNS
EPA
PMF
BPA
TOTAL
1. Mbr. Training and Techn. Assistance: 2,000
$21,000
$23,000
This represents the cost to provide non-technical training according to the Corporation's
guidelines (i.e., CPR, HIV awareness, conflict resolution, team building, etc.) and the cost to
provide the following training: 1. Fundamentals of Lighting, Computer Data Analysis, Field
Survey Techniques, Report Generation, including the cost for trainers; 2. One-on-one field support
to ensure surveys are performed properly and recommendations are useful. We need to quickly
get the Members up to speed on the physics of lighting, field data collection techniques, computer
analysis techniques, and to develop in them a sense for what is practical and cost effective to
recommend to the building managers we are serving. This includes understanding what lighting
Page 143
NWSA Green Lights #94ADFDC0130008
1996-97 Grant
levels are appropriate for different activities which occur in the buildings and the wide variety of
lighting technologies available in the marketplace today which are continually changing. In
service training and field support for Members during their service is important to the high degree
of success and efficiency we expect from this Project. Training Members on how to safely work
with lights and around electricity is also an important focus of training.
2. Uniforms:
$936
2,964
$3,900
Provides one set grey AmeriCorps package, plus 1 extra T-shirt, plus cold weather safety equipment.
Subtotal Item B =
$2,936
2,964
$21,000
$26,900
Item C: Staff
CNS
EPA
PMF
BPA
TOTAL
1. Salaries:
$34,700
$15,600
$3,181
$53,481
CNS - Represents .1 FTE of Bonneville Liaison, .1 FTE ESD liaison and .65 Center Director
($10,000 + $19,500+$5200)
BPA & EPA- Represents .35 FTE of Center Director
2. Benefits:
$8,613
$8,613
$17,226
Represents benefits at 45% of salary for Project Director
3. Training - trainer
$16,191
$16,191
$32,382
4. Travel
$5,500
$5,500
Represents cost for Assistant Director to travel to administer Project.
Subtotal Item C =
$43,313
$37,291
$27,985
$108,589
Page 144
NWSA Green Lights #94ADFDC0130008
1996-97 Grant
Item D: Operating Costs
CNS
EPA
Comm. BPA
TOTAL
Share
1.
Member Travel & Transportation
$30,000
$8,000
$38,000
CNS - Represents the cost for AmeriCorps Members to travel to conduct surveys and for team
leads to travel to work with Members in field and attend planning and evaluation meetings plus
Corporation and State Commission meetings.
Community Share - Contribution of overnight accommodations, mileage reimbursement, and other
travel costs by utility and/or building managers for AmeriCorps Members to conduct surveys of
their facilities.
2.
Other Travel & Transportation
$5,000
$5,000
$10,000
Represents the costs Project staff and Project Partners will incur in traveling to Project meetings,
the travel associated with training, and travel for on site monitoring of AmeriCorps Member Green
Lights Project surveyors.
3.
Office Space & Supplies
$625
$12,600
$13,225
Cost of office space, clerical supplies, etc. for surveyor/team leads and support staff.
4. Desktop Computers
$6,300
$6,300
Four BPA cubicle desktop computers for staff and team leads.
5.
Equipment
$2,120
$2,800
$17,200
$22,120
$5,000
Cost to replace, repair, and maintain equipment. Light meters, distance
meters and computers have become expensive to maintain.
$11,700
Cost for E-mail & Internet access, assistance for 26 laptop computers.
$500
Cost for compatible word processing and spreadsheet software to
produce survey reports.
$2,120
Cost of equipment needed by AmeriCorps Member Green Lights Project
surveyors to perform the lighting surveys.
$2,800
Computer for Montana surveyor/team lead.
Subtotal Item D =
$30,000
$7,745
$10,800
$41,100
$89,645
Page 145
NWSA Green Lights #94ADFDC0130008
1996-97 Grant
Item E: Internal Evaluation &
$4,000
$4,000
$8,000
Monitoring
Represents EPA and Bonneville staff time to monitor and evaluate Project.
Item F: Administration
$8,491
$2,000
$10,491
Represents the cost to operate and manage the Project including administering living allowance
and other Member benefits.
CNS
EPA
PMF
Comm.
BPA
TOTAL
Share
Item G: Total
$84,740
$54,000
$10,800
$94,084
$243,624
Operating Costs
(B-F)
Item H: Total Site
$206,047
$54,000
$22,461
$10,800
$94,085
$387,393
Costs (A+G)
CNS
TOTAL
Item I: Child Care
$18,048
$18,048
Represents 4 children at a cost of $376 per month or $4,512 a year X 4 = $18,048
(average cost from calling several child care providers in the Portland area)
Item J: Education Awards
$68,524
$68,524
23 PT Members X $2,363/year = $54,349
3 FT Members X $4,725/year = $14,175
Page 146
OREGON
1859
OREGON COMMISSION FOR NATIONAL AND COMMUNITY SERVICE
April 10, 1996
Jon Stewart, Director
Northwest Service Academy
31520 SE Woodard Road
Troutdale, OR 97060
Dear Jon:
It is with a great deal of pleasure that I endorse and support the renewal application for the
Northwest Service Academy (NWSA) program, with sites in Oregon and Washington, on behalf
of the Oregon Commission. The Academy is providing opportunities, meeting needs, and
making a difference in the lives of community members throughout the two states.
The service provided by these AmeriCorps Members, from both the Troutdale and Trout Lake
sites, is creating opportunities for excellence and responsible citizenship for numerous
communities. The Academy has created key partnerships with community and political leaders,
and it is meeting a wide range of goals, including developing leaders in environmental service,
educating students and other citizens, and providing critical field work on public lands.
The achievements of the various Academy teams are numerous, varied, and critical. The
AmeriCorps Members have been extremely successful in restoring streams, renewing forests,
rebuilding communities, and promoting civic responsibility and environmental stewardship in
the Northwest. During the recent flood, Academy Members were instrumental in helping
hundreds of Oregonians and numerous communities battle the approaching floodwaters and aid
in the subsequent cleanup. The leadership, skill, and support provided by these AmeriCorps
Members was well documented in the media.
The ethic of service is alive and well in Northwest Service Academy. Your Members help meet
the goals for Oregon outlined in the State Plan. The service provided by your Members is
helping to achieve Oregon Benchmark #174, which states that "by the year 2010, every
Oregonian will contribute 50 hours of service to the community." The Northwest Service
Academy is an integral piece of the service plan in Oregon. The Oregon Commission for
National and Community Service strongly supports this program and encourages its funding to
be renewed. If you have any questions or need additional information, please do not hesitate to
contact me at (503) 725-8037.
Sincerely,
MARLIS R. MILLER
Executive Director
PSU
369 NEUBERGER HALL
P.O. BOX 751
PORTLAND, OR 97207-0751
(TELEPHONE) 503-725-5903
(FAX) 503-725-8335
(TOLL FREE) 800-826-4865
THE
STATE
OF
OF
WASHING
1889
STATE OF WASHINGTON
WASHINGTON COMMISSION FOR NATIONAL AND COMMUNITY SERVICE
Post Office Box 43113
Olympia, Washington 98504-3113
(360) 586-8292
FAX (360) 586-8380
April 10, 1996
copy to Jans.
Ms. Diana Rodriguez Algra, Director
AmeriCorps*National/State
Corporation for National Service
1201 New York Avenue, NW
Washington, DC 20525
Dear Diana:
I am writing to support the grant renewal application of the Northwest Service Academy, a
national direct AmeriCorps grant renewal application. I have worked with the Academy since
the beginning of the development of the initial concept and program design.
More importantly, the staff of the Academy have been of tremendous support in strengthening
the network of all AmeriCorps programs operating in the state, both state commission funded
and other national direct programs. Academy staff have attended each of our state commission
sponsored grantee workshops and have been eager to share information and resources which
helps support our overall focus on continual quality program improvement.
The Mt. Adams Center residential program is located in a very rural timber distressed
community plagued by exceedingly high unemployment rates. AmeriCorps has helped
strengthen this community especially during the recent disaster. Members helped residents
during and after the flooding and were recognized by community leaders for their outstanding
work. This experience and many others also helps demonstrate how national service can
function even in some of the most economically distressed regions of the country.
Please feel free to contact me at (360) 753-1814 if I can provide you with additional information
regarding this outstanding AmeriCorps effort.
Sincerely,
Bill
William C. Basl
Executive Director
NorthWest Service
Academy
An Americorps Program
"Learning civic responsibility by providing service to the community and the environment."
Diana Rodriguez Algra
April 18, 1996
Box ACDR
Corporation of National Service
1201 New York Avenue NW
Washington, DC, 20525
Dear Ms Algra,
We apologize for the length (and weight) of this 1997 grant submission package
for the Northwest Service Academy. Because we included quarterly reports from
three operating sites it grew to a much larger document than we imagined. We
hope that, by providing a table of contents and leaving out supplementary
materials that we traditionally attach to our quarterly reports, to make it
manageable for your staff to review.
We shall, in a separate mailing, provide our program officer, Mikki Seligman, with
supplementary documentation such as recent newspaper articles and recent
community evaluations that underline our success in creating and managing a
successful AmeriCorps project.
In addition the NWSA is absorbing the Green Lights AmeriCorps project as
another Center. This is with the concurrence and support of its present parent
organization, the Environmental Protection Agency.
We recognize the amount of work before you and your review team. It is our
hope that we have presented adequate information in this submission package
to answer any questions you may have, but if you wish further details please feel
free to call me at (503) 695-3739.
Sincerely,
Jon Jon NWSA Stewart Director Seware
Metro Center:
Mt. Adams Center:
31520 SE Woodard Road
Trout Lake, Washington 98650
Troutdale, Oregon 97060
(509) 395-3469
(503) 695-3739
FAX (509) 395-3365
FAX (503) 695-2296
NorthWest Service
Academy
An Amencorps Program
"Learning civic responsibility by providing service to the community and the environment."
Opinion
October 13, 1994 — P.4
Trout Lake's good citizens
On Sept. 12, the AmeriCorps community
of a fence to help protect Trout Lake's water
service program celebrated its genesis with
supply; rebuilding Hope's Place, a domestic
rallies in Seattle and Portland. Created by
violence shelter in White Salmon; and, just over
Congress and signed into law by President Bill
the border in Skamania County, setting up
Clinton in 1993, AmeriCorps is designed to help
study plots to find ways to protect the Sawtooth
revitalize communities with projects that will
Huckleberry Fields. These are extremely worthy
serve the health, education, environmental and
causes.
public safety needs of citizens.
Jerry Gabay, director of the Mt. Adams
Participants in the program - - there are about
Center of the NSA, has the right idea. He talks
1,100 in Washington and Oregon - are not
about the eyes of the people he oversees, how
paid; rather they receive educational vouchers
they light up when they learn something new or
to the tune of $4,725 for a year of service
see one of their projects take shape. He talks
(approximately 1,700 hours), which can be
about how NSA participants are likely to
used to pay for schooling at virtually any
become community leaders in the next few
accredited institution. Participants also receive
years. And because of all these positive
a weekly stipend to cover living expenses.
outcomes, he talks about how good he feels
Up the road in Trout Lake, a group of
about what the NSA is accomplishing.
individuals of all ages are at, work trying to do
Gabay sees cause for concern, however, in
what they can to rebuild the infrastructure of
the fact that AmeriCorps has been funded for
rural communities in this area while earning
only one year. Since AmeriCorps and its
their scholarships.
network of local organizations are partially
Known in the region as the Northwest Service
funded through the federal government, Gabay
Academy (NSA), the team has begun to tackle
sees a very real threat that the federal govern-
a previously neglected list of environmentally-
ment could withhold funding in the future. It's
supportive and community-oriented projects.
conceivable that the noble concept could die
There are 31 people, 18 men and 13 women,
after just one year.
headquartered in Trout Lake. Most of them are
That would be a travesty.
living in old Forest Service crew dorms at the
meriCorps project appears to have the
Mt. Adams Ranger District. They come from all
potential to create a whirlwind of positive
over the area, and have a lot of different ideas
results, not only in the lives of the people
about what they want to do with their lives. But
making the investment in their futures, but also
most have a common dream: they want to
for countless communities.
further their education and expand their oppor-
The hope here is that AmeriCorps and the
tunities while serving the region in which they
NSA will receive the recognition it deserves,
live.
and in the process win some champions in
Projects currently on tap include construction
Congress.
JB
Met
Center:
31520 SE Woodard Road
Trout Lake, Washington 98650
Troutdale, Oregon 97060
(509 395-2501
(503) 695-2276
FAX (50F 395-2260
FAX (503) 695-2296
NORTHWEST SERVICE
ACADEMY
(File) Ademy
Learning CMC responsibility by providing service to the community and the environment
THE PURPOSE of the Northwest Service
THE REWARDS focus on a commitment
Academy (NWSA) is to engage AmeriCorps
to service. Academy members receive a
members in hands-on service projects that
weekly stipend of $156, health insurance
meet critical environmental needs.
and some child care support, Upon
successfully completing 11 months of
AMERICORPS is a combination of three
service, NWSA AmeriCorps members will
successful and time tested programs. It
gain a post-service educational award of
echoes the Civilian Conservation Corps of
$4,725. The post-service award, for a period
the 1930's that dealt with critical
of seven years, can be used for college.
enviromental issues. It builds upon the
graduate school, approved training
success of the G.I. Bill that educated a
programs, or paying off existing student
whole generation of Americans in the
loans.
1940's and 50's. And it reflects the
enthusiam and vision of the 1960's where
THE SERVICE AREA is in two states.
the Peace Corps involved young and old
The nonresidential site near Portland,
Americans in hands-on service.
Oregon is headquarters for 60 members. It
focuses service activities in a four-county,
THE ACADEMY consists of 90
bi-state regional urban service area. Thirty
AmeriCorps members, 17 and older,
members operate from the residential site in
working together to build a community
Trout Lake, Washington. The service area
focused on environmental service. It is
is a six county rural bi-state region.
located at two sites, one residential and one
non residential, designed to meet the needs
THE FOCUS and design of the Academy is
of the local communities.
unique. Though three other national
programs have a bi-state involvement, the
NWSA is the only national and community
service program to include:
A residential component,
The urban and rural environment
service program
College work study credit plus
GED training for those seeking help.
Availability to all adults, 17 and
above, regardless of income.
Structure
NWSA Service Area
Education, focused on resource based adult
learning, integrates a curriculm of hands-on
service with both formal and informal
educational resources in the bi-state regions.
Utilizing partnership opportunities the
Academy links resources from the local high
Corporation for National and Community
schools, community colleges, universities,
Service.
public agencies and private industry.
AUTHORITY exists in the National and
Service Projects conducted through the
Community Service Trust Act of 1993. The
Academy brings clear and demonstrable
NWSA is one of 14 demonstration models
benefits to local communities and their
for voluntary national service. Specific
surrounding environment. Academy
funding flows through the Western Rural
members work with local communities to
Development Center at Oregon State
plan and manage projects that address real
University. The Center contracts for
environmental needs.
personnel services with Educational Service
District #112 in Clark County, Washington.
Recruitment demonstrates the Northwest
The evaluation component is being designed
Service Academy's commitment to
and implemented independently by the
assemble a diverse corps of adults.
University of Oregon. The operation will be
Members represent the various geographic.
managed in partnership with the U.S. Forest
ethnic, educational and economic groups in
Service.
the nation.
Geography: Eligible participants
Corporation for National and Community Service
are primarily residents of either
Washington or Oregon, from one of
the following counties:
NWSA Governance Council
Clark, Skamania,
Western Rural Development Center - OSU
Klickitat and Yakima in
Washington
Evaluation Team
Clackamas, Hood River,
Multnomah, Sherman,
Ed. Serv. Dist. 112
USFS Reg. Office (R-6)
Wasco and Washington
Clark County, WA
Mt. Hood NF, OR
in Oregon.
Gifford Pinchot NF, WA
Gender:
Fifty percent of the
NWSA members are female and fifty
percent are male.
Academy Service-
Environmental Project
Ethnicity:
Twenty four percent
Learning Program
and Program Facilities
of the Academy's member are from
minority populations.
Age:
17 - 72
FOR MORE INFORMATION
PLEASE CONTACT:
Income and Education:
A
diverse population was targeted for
recruitment. This included poor,
The Northwest Service Academy
middle class and wealthy, school
at the Columbia Gorge Ranger
District
dropouts, high school and college
31520 SW Woodard RD
graduates (45% have either attended
Troutdale OR 97060
or completed college).
(503) 695-2292
Funding
The goal of the Academy is to raise
$230,000 in local, state and private funds.
Every dollar raised will be matched with
over $6 in Federal funds through the
First Quarter AmeriCorps Report
A.) Number of Members enrolled at end of quarter vs number who enrolled at the
time of launch.
89/95
B.) Total numbers of direct service hours performed by Members and total number
of hours Members were in training.
37,197/12,063
C.) Any major staff or structural changes you have made.
All major staff positions are now linked with our third party
partner-Educational Service District 112-rather than the Forest Service because
of the barriers imposed by Forest Service personnel hiring authorities in
building a viable AmeriCorps program in a timely manner. However, about one
half of the staff has had previous experience working for the Forest Service.
D.) Progress towards meeting community service objectives.
Cascade Streamwatch; The objective was to maintain 2 miles of
interpretivetrail and harden 6 riverside sites while providing on-site
education to 300 students. The Members maintained 3 miles of trail,
constructed another quarter mile of trail, hardened 8 sites and provided
on-site education to over 300 students.
Road restoration; The objective was to seed, fertilize and mulch 9 miles of
abandoned roads and skid trails. All objectives were met.
Wildlife cutting: The objective was to collect 30,000 willow and cottonwood
cuttings for wildlife plantings this coming spring. All objectives were met.
Huckleberry field restoration: The objective was to restore 82 acres of
sacred tribal huckleberry fields on National Forest Lands for the Warm Springs
and Yakama Tribal nations. 12 acres of huckleberry fields were burned and
another 70 acres of conifer trees were hand girdled and pruned.
Snag Surveys: The objective was to survey 1,200 acres of snag habitat to
determine critical habitat needs for a variety endangered species including the
Northern Spotted Owl. 200 acres were completed before the winter snows forced
the teams out.
Roadbank restoration: The objective was hang erosion control netting on 300
feet of steep Forest Service road cutbanks. All the objectives were met by
Members.
Elk forage enhancement: The objective was to restore 40 acres of critical
elk habitat. Members helped burn 40 acres for forage enhancement.
Fisheries projects: 1.) The objective was to build salmon smolt rearing
channels along 1/4 mile of the Clackamas river and install 9 fish protective
structures in the channel. Members met all objectives.
Markum Trail: The objective was to construct 1 1/2 miles of hiking trail
for a Community Association linked to Forest Park, the largest metropolitan
park in the nation. 1 3/8 miles were completed before the winter rains closed
down the project.
Community Gardens: The objective was to build 3 waist high handicapped
accesable beds and 9 very large raised beds for a community garden in NE
Portland. This would restore a community park serving 3,000 residents and
short circuit the drug trade that was dominating the park. All objectives were
met.
Woman's Shelters: 1.) Hope's Place: A shelter for battered woman that
served 18 woman and children on a daily basis from a ten county rural area had
been severely damaged by fire. The goal was to tear it down and recycle as
much of the material as possible for reconstruction this spring. The members
accomplished all the project objectives.
2.) Bradley Angle House: The objective was to completely rehabilitate an
existing home as a shelter for battered woman in the metro area scheduled for
an opening on January 1, 1995. Members helped accomplish over $20,000 worth of
work in landscaping, painting, carpentry, and plastering and, at this time, it
appears the opening date will be met.
Metro Greenspace Eco-tripping guide: A four way partnership with Metro
Greenspace, OMSI (the Oregon Museum of Science and Industry), the John Inskeep
Environmental Learning Center and the NWSA has the objective of first,
identifying and habitat mapping over 5,000 acres in metropolitan greenspaces
and second, using this information as a basis for an Eco tripping curriculum
guide for K-12 teachers to utilize for school based environmental education.
To date over 1,200 acres have been identified. Site specific curriculum is
now being written by Members for teachers to use in the identified metro
greenspace sites.
Oxbow Park: The objective was to clean up 10 acres of picnic and
campgrounds damaged by an early winter storm. Members met all objectives.
Bull Run Watershed monitoring: The objective was to open all roads to
critical water monitoring sites after an early winter snowstorm. Members
helped clear 15 miles of road that were critical in maintaining consistant
records stretching back over half a century.
Community Energy Project: The objective is to construct and reconstruct 12
energy efficient homes in the metro area. Members painted 3 apartments and
homes to date.
Multnomah County Outdoor School: The objective is to help 1,800 6th grade
students attend Outdoor School. 300 students were taught by Members in this
quarter.
Kelly Creek Restoration: The objective was to restore a 16 acre suburban
park. Members not only completely restored the site, but involved local school
children in the restoration, created a brochure that was distributed to 1,200
homes and helped build a neighborhood association to support the park.
White Pine Blister Rust Control: The objective was to prune 20 acres of
plantation. Members completed 22 acres of pruning.
Plantation enhancement: The objective was to prune 80 acres of Douglas Fir
plantations to enhance the final quality of timber produced. Members completed
80 acres.
Mt. Hood Meadows: Members met the objective of revegetating one acre of
severely eroded alpine habitat by transplanting 180 different alpine species.
Glacier Springs: The objective was to construct 2,800 feet of fence around
Glacier Springs, Trout Lake's municipal watershed. Members completed 1,000
feet before the winter snows.
Kids Kamp-Mid Columbia Medical Center: The objective was to target 800
youth in the Mid Columbia in safety training. Members helped train 825 youth,
Wells Island: The objective was to clear 5 acres of brush and noxious weeds
to improve wildlife habitat for Canadian geese, herons and bald eagles.
Members met all objectives.
Rho Ridge, Buck Creek and Whistle Punk trails: The objective was to
complete 5.6 miles of trails, 1.2 miles of which was designed for the
physically challenged trail. Members met all objectives.
In Lieu Fishing Site Restoration: The goal was to restore two bathroom
facilities at two In Lieu fishing sites for the Yakima tribe on the Columbia
River. The project which included plumbing repair, installationa of showers,
basic carpentry plus trail construction and site improvement will be completed
this quarter.
Columbia Gorge Community College: The objective was to construct a 130
foot long retaining wall to stop erosion.
Overall, given the wide variety of projects, the work progressed
exceptionally well. Reports and comments from project managers were very
positive. They praised the output of the teams and their commitment to getting
the work done in a timely manner. As winter snows have pushed the crews out
off Forest Service lands, a variety of education and community service projects
in local communities have increased the visibility of the crews. It has taken
more work than we expected to find meaningful environmental projects in the
urban core. Participants themselves have helped reach out for projects and
have been intimately involved in the selection progress. Overall we are
meeting and in many cases exceeding the objectives of the grant.
E.) Primary accomplishments.
All the Members attended a two and half week orientation in which the
AmeriCorps mission, national identity and ethic of service was communicated.
In addition First Aid/CPR, diversity and sexual harassment, drug free
workplace, tool and work safety, program rules, camp logistics, and a fire
guard school training was provided. This was integrated into team building and
concluded with the national kickoff ceremonies where Governor Roberts of Oregon
swore in 94 NW Service Academy Members in the park blocks of Portland, Oregon
on September 12th.
Shortly after the swearing in and for a period of a month and a half, 20 NWSA
Members joined Forest Service regular crews in restoration and rehabilitation
projects on the Tyee Fire Complex in northern Washington state. This, the
largest fire in Washington State history, burned on very steep terrain
surrounding populous valleys in the Northern Cascades. NWSA teams received
glowing commendations for their hard work in building thousands of log
terraces, hay bale check dams and other erosion control structures.
Projects that particularly excited the Members were those that linked their
environmental service with school age children. Based upon our success with
Cascade Streamwatch and Multnomah County Outdoor School this fall, teams are
now working in three middle schools on environmental curriculums in the
Portland/Vancouver area for the winter.
Biweekly forums and summits that brought the nine teams together were also
very successful. They helped outline career goals for Members while creating
strong links with local colleges. The Academy is now protyping a journal based
curriculum at the residential center that will provide 9 transferable college
credits for their experiences in the program.
A major project kickoff linking the National Forest Foundation and
Chevy-Geo with the AmeriCorps also went very well. Attendees ranged from Tom
Tuchman, from the Office of Economic Development in the Pacific Northwest, to
Andy Fisher, Director of the National Forest Foundation. The program has
received extensive media coverage, both in the print and television media.
F.) Primary challenges
A major challenge has been finding highly visible projects to attract media
attention. Projects on National Forest lands are often too far from the metro
center to attract attention and like the proverbial story of the tree falling
in the woods, if nobody is around to listen, nobody hears the tree fall. We
are working hard this winter to increase our visibility. First we are trying
to relocate our assembly area to Lloyd Center-a major shopping mall near
downtown Portland. Second, each van is equipped with AmeriCorps banners. And
third, every member is receiving a NWSA jacket. Hopefully this will raise our
visibility
We have lost 6 Members, or about 6% of our original Membership. We
overenrolled counting on attrition and are now recruiting Members to fill in as
part time participants for the last half of the year. They will start the last
week in January and complete the program with the other members in July.
In addition we have terminated one staff person for cause and are now
recruiting one additional team steward for the Metro Center.
The recent direction provided by the Forest Service and it's links through
the USDA to AmeriCorps has helped clarify much of innuendo and rumors that have
permeated our National Direct links to AmeriCorps and the programs in the
states of Oregon and Washington. By creating a program that started in August
so as to be up and running for the national kickoff ceremonies, we have been
about a month ahead of the curve in design and implementation. We have often
had to backpedal and change direction because of new directions from the
Corporation. A good example is the system we utilized for fire dispatch. We
utilized the existing AD system which worked wonderfully and definately
increased the morale of our Members while building a strong relationship with
Forest Service fire crews. Sharing the new direction on fire dispatches brought
a moan of discontent from NWSA members because they were already dismayed by
the economic problems they are experiencing due to their below-the-minimum wage
taxable stipends.
Another major issue is the taxable post service award. It appears that the
dollars for this award will go directly to the educational institution, but
they will have to raise the taxable match in the year it used. They are very
concerned about this due to the economic problems they are experiencing this
year (in the Metro program over half the Members have a second job).
G.) Primary training and technical assistance need
This year the Academy had to bear over half the expense of fire training.
Since we started in August and this was at the end of fire season, there were
no Regional resources available for this training. Fortunately the Mt. Adams
District fire management organization helped out and a retired Forest Service
training officer helped out. With programs starting in September-at the end of
fire season, there is little incentive for the Forest Service to support fire
training initiatives.
H. Media Coverage
We will forward a dozen magazine and newspaper stories plus a video tape on
the NWSA with Joel Berg on his visit later this week.
I.) Other Creative Documentation
Each team constructed displays of the work they accomplished this past fall
and shared it with other teams at our Fall summit. They included photographs,
art work and summaries of their accomplishment. These are now being shared
with the municipalities, project managers and organizations that sponsored the
teams to increase the level of support. They will later be used for
recruitment.
By March 1st, a video valued at $25,000 of in kind match, will be developed
by Members through Multnomah Community Television. This will also be used as a
recruitment, education, PR tool for the Academy.
In addition a documentry video was produced on the Academy by AmeriCorps to
show what a national environmental program "looks like." It should be ready in
February.
MARK O. HATFIELD
MARK O. HATFIELD
SPECIAL DISTRICTS CENTER
ONE WORLD TRADE CENTER
727 CENTER STREET N.E., SUITE 305
121 S.W. SALMON STREET, SUITE 1420
SALEM, OR 97301
PORTLAND, OR 97204
United States Senate
WASHINGTON, DC 20510-3701
June 23, 1994
Dear Friend:
The National Community Service Act of 1993 has provided the
foundation upon which the Administration and Congress created a
"domestic peace corps" called AmeriCorps. In this program, young
Americans will receive educational grants in exchange for their
national service work.
As part of this program, the newly formed Northwest Service
Academy has received support to sponsor ninety individuals
eighteen years and older to work on projects which will focus on
unmet needs in the Pacific Northwest. In addition to completing
worthwhile projects, Academy participants will learn civic
responsibility by serving their communities.
At the end of ten months of service, each participant will
receive a post-service benefit of $4,725 toward college tuition,
or if they have graduated, to repay a college loan. Communities
will be mobilized to address their unique needs by assistance
from the federal government, which will provide $6.00 for every
$1.00 raised from the private sector.
I believe this model holds tremendous potential for new public-
private partnerships and I urge your support for the Northwest
Service Academy, an Oregon/Washington program. Your
participation will ensure continued education for participants
and completion of important projects in our Northwest
communities.
With best regards.
Sincerely,
Impred
MOH:aw
PRINTED ON RECYCLED PAPER
NorthWest Service
Academy
An Americorps Program
"Learning civic responsibility by providing service to the community and the environment."
AmeriCorps USA
Corporation Grantee Quarterly Report
September 1, 1994 to December 31, 1994
Metro Center:
Mt. Adams Center:
31520 SE Woodard Road
Trout Lake, Washington 98650
Troutdale, Oregon 97060
(509) 395-2501
(503) 695-2276
FAX (509) 395-2260
FAX (503) 695-2296
AmeriCorps*USA
Corporation Grantee Quarterly Report
Date this report was completed:
1/30/95
CONTACT INFORMATION:
Name of person completing this report: Jon Stewart
Position of person completing this report: Academy Director
Telephone number:
(503) 695-2292
Fax number:
(503) 695-2296
e-mail address (if available):
NorthWest Service
Academy
An Amencorps Program
"Learning civic responsibility by providing service to the community and the environment."
Operating Site ID # 93NMSTR0R007
Corporation Grantee Quarterly Report
Section #
Description
Page #
Part I
1-7
Aggregate Date from Corporation Grantee Quarterly Reports
1
8
Outstanding Accomplishments
2
9
Unique Success Stories
3
10
Progress Towards Annual Objectives
3
11
National Identity Activities
3
12
Changes in Program
4
13
Continuous Improvement Efforts
4
14
Primary Challenges
4
15
Training and Technical Assistance Activities
5
Part II
16-19
Financial Data
6
Mt. Adams Operating Center Quarterly Report
8
1-7
Aggregate Data for Mt. Adams Center
9
Primary Accomplishments
10
Unique Success Stories
11
Progress Towards Annual Objectives
12
Direct Service
12
Member Development
13
Community Building
14
Challenges Encountered
14
National Identity
15
Changes in Program Organization
15
Metro Operating Center Quarterly Report
17
1-7
Aggregate Data for Mt. Adams Center
18
Primary Accomplishments
19
Unique Success Stories
19
Progress Towards Annual Objectives
20
Direct Service
20
Member Development
22
Community Building
23
Challenges Encountered
23
National Identity
23
Changes in Program Organization
24
Draft Quarterly Budget
25
Quarterly report for NWSA, quarter ending 12-31-94
d:jon\corps\report94.doc
Corporation for National Service
Corporation Grantee Quarterly Report
Part I-Aggregate Data from Operating Site Quarterly Reports
1. Corporation Grantee name: Western Rural Development Center
2. Corporation grantee ID number:
93NMSTROR007
3. Mark the reporting quarter to which this form applies:
X
First Quarter
Second Quarter
Third Quarter
Fourth Quarter
(10/1-12/31)
(1/1-3/31)
(4/1-6/30)
(7/1-9/30)
4. In the table below indicate (a) the number of full and part-time AmeriCorps Members that were
enrolled in all of your AmeriCorps operating sites as of the last day of the reporting quarter and (b) the
total cumulative service hours completed by these AmeriCorps Members as of the last day of the
reporting quarter.
Number of
Total Cumulative
AmeriCorps Members
Hours or Required Service
Full-time
85
48918
Part-time
1
342
5. To the best of your knowledge, are the service hours reported in the operating site quarterly reports
accurate?
X
Yes
No
(If you have checked No, please explain in question 14, "Primary Challenges.")
6. To the best of your knowledge, do the service hours reported in the operating site quarterly reports
reflect adequate progress toward completion of required service hours?
Yes
No
(If you have checked No, please explain in question 14, "Primary Challenges.")
7. Please provide estimates of the following:
(a) Total number of non-AmeriCorps Member volunteers
who were involved in AmeriCorps service activities:
2,223
(b) Total hours of AmeriCorps service activities completed
by non-AmeriCorps Member volunteers:
29,518
Operating Site ID # 93NMSTR0R007
Northwest Service Academy
Corporation Grantee Quarterly Report
September 1, 1994 to December 31, 1994
Prepared on January 27, 1995
by: Jon Stewart, Tricia Long, Joseph Parvankin, Leigh Hancock
8. Outstanding Accomplishments this Quarter: In detail, summarize the efforts of your operating sites this
quarter. Include key activities, important milestones, and most important "things gotten done" this quarter. Not
individual site reports to which Corporation staff should pay particular attention.
Key Activities: Orientation and training started in August 1994 and was clearly focused on the
AmeriCorps kickoff ceremonies on September 6th. Northwest Service Academy members participated
in ceremonies in both Portland, Oregon and Seattle, Washington. Sara Wittenberg, our AmeriCorps
Leader at the Mt. Adams Center was a keynote speaker at the Seattle ceremony. Ninety four new
Northwest Service Academy members joined Oregon Governor Barbara Roberts on the podium in
Oregon to provide personal testimonials and songs celebrating their commitment to national service.
Community projects blossomed from that first day of service. They ranged from constructing an ADA
accessible raised bed vegetable garden to recapture a drug infested community park to rebuilding two
shelters for domestic violence. Over the next three months nine Academy teams based at two sites
worked on a total of 35 major projects, completing 32 of them before the winter snow arrived.
AmeriCorps members addressed critical environmental issues in both rural and urban communities
while gaining accolades from the local press. For unique projects please read "most important
accomplishments" under both Mt. Adams and Metro's primary accomplishments for this quarter.
Members shared their hands-on service learning opportunities by meeting for semi-monthly forums and
summits. The Northwest Service Academy hosted the Enviro- Corps and the Vancouver Department of
Transportation AmeriCorps at a summit in November where teams created displays ranging from
eatable trails (a cake) to drinkable water monitoring.
The NWSA was also the focus of a Kickoff event with the National Forest Foundation and Chevy Geo in
late October at the base of Mt Hood. Tom Tuchman, from the Office of Economic Development in the
Pacific Northwest joined Andy Fisher, Director of the National Forest Foundation, in ceremonies that
focused on partnerships for ecosystem restoration.
Important Milestones; AmeriCorps ceremonies (4 major events), projects (35) and positive media
attention (4 evening news briefs, half a dozen feature stories and one editorial) were big milestones, but
the daily praise from our growing cadre of project sponsors about Service Academy members is even
more rewarding. Over the past few months a number of local communities, ranging from Gresham, a
suburb of Portland, to Cook's Landing, a Yakama tribal village, have heaped praise on the program and
volunteered to share that praise with their congressional representatives.
"Things Gotten Done" this quarter; The Service Academy targeted a wide range of community and
environmental projects-35 in all this quarter. Outstanding projects for the Metro site included the Kelly
Creek restoration project, where members were able to mobilize the neighborhood to help build a
community park, Clackamas Ranger District, where teams restored over 9 miles of logging roads by
hand seeding and spreading straw bales on National Forest lands, Cascade Streamwatch where over
300 youth joined AmeriCorps members for hands-on salmon habitat restoration, and the Oregon
Museum of Science and Industry eco-guide that will impact thousands of students over the next decade.
For the Mt. Adams Center restoration of the tribal fishing sites on the Columbia River and the wildlife
enhancement work on Wells Island stands out among a dozen excellent projects.
Quarterly report for NWSA, quarter ending 12-31-94
2
d.jon\corps\report94.doc
Operating Site ID # 93NMSTR0R007
9. Unique successes or "great stories": Note from among your operating site quarterly reports those unique
and/or exceptional successes, program highlights, or "great stories" about AmeriCorps people, programs projects or
partnerships to which Corporation staff should pay particular attention.
AmeriCorps People; "Mac" Neely, our oldest AmeriCorps member at 73 years of age is an outstanding
example of service. Not only did she help find projects and coordinate a newsletter for Academy
members, but she taught team photographers and linked teams to other volunteer activities. Because of
her experiences as a part time member with the Academy, she traveled to Colorado during Christmas
break and found a full time position as an AmeriCorps rural development specialist. It is our loss, but
AmeriCorps gain! Kristi Merganthaler, a self proclaimed welfare mother who worked her way through
college is another success story. With a degree in natural resources she is finding a creative niche
developing a K through 12 field based curriculum for the Oregon Museum of Science and Industry. She
hopes to expand her experiences into a graduate thesis when she uses her post service award next year.
Program projects or Partnerships: Certainly our partnership with the National Forest Foundation bodes
well for future program support. We hope to link AmeriCorps strongly with the foundation through
support of their youth initiatives on National Forest lands. We also were able to have Nike Corporation
provide boots for our members at the kickoff and have their officers meet with Corporation officials in
Washington, D.C., but since then our connections have deteriorated. On the positive side the Oregon
Community Foundation provided $25,000 in financial support to the Northwest Service Academy and
we have raised almost $130,000 through fee for service work.
10. Summary of Progress this Quarter Toward Accomplishing Annual Objectives: In light of your
monitoring activates and the quarterly operating site reports, note any exceptional situations in your operating
sites regarding progress toward annual objectives. Highlight sites that appear to be making insufficient progress
or that may not be taking sufficient steps to monitor their progress. Also highlight sites that appear to be
exceeding their annual goals or that have made unusually extensive efforts to monitor their progress.
(a.) Direct Service Objectives; Both Mt. Adams and Metro Center has provided a broad spectrum of
projects that closely tie to their three core direct service objectives. You are encouraged to read each
Center report to see the close linkages between our annual objectives and the direct service the
Northwest Service Academy is performing on the ground.
(b) AmeriCorps Member Development Objectives: Both Centers, by having one educational coordinator to
help develop and coordinate curriculum, has a coordinated approach to membership development.
This ranges from project by project service learning to setting individualized career development goals..
Again please read the individual site reports for details on how this is being accomplished through such
creative ideas such as individual scholarships and college accredited in service education.
(c) Community Building /Strengthening Objectives; Over the past three months the number of project
partners has grown dramatically. They range from rural municipalities like the village of Trout Lake,
Washington to cities Portland, Oregon. They range from schools like Floyd Light Middle School to
regional institutions like the Oregon Museum of Science and Industry. They range from agencies like
the Bonneville Power Commission to the Yakama Tribal Nation. And they range from non profit
environmental organizations like Wolf Tree Inc. to community non profits like Bradley Angle House.
11. National Identity Activities this Quarter: Highlight operating site activities this quarter that fostered the
national identity of AmeriCorps.
Obviously the kickoff celebrations in Oregon and Washington in which the Northwest Service Academy
played a central role helped foster a national identity. The December summit where other local
AmeriCorps programs came together with the Academy helped our members realize they were part of
a larger vision. The uniforms, jackets T-shirts, work shirts, patches, caps, and banners that all focus on
AmeriCorps has helped build that identity as well. And finally, pulling dynamic public speakers like
Joel Berg from the USDA, Dave Blodgett from the Yakima Tribal Nation and Tom Tuchman from the
Office for Economic Development for the Pacific Northwest, has been a special blessing for our
program.
Quarterly report for NWSA, quarter ending 12-31-94
3
d.jon\corps\report94.doc
Operating Site ID # 93NMSTR0R007
12. Changes in Program Organization or Key Staff Positions during this Quarter: Note any operating sites
that have experienced organizational or staff changes that could impair their capacity to perform or that could
significantly increase their potential for success.
Both sites have had organizational changes due to a variety of reasons. Any staff changes have a major
impact on "getting things done" and this program is no exception.
A major impact at Mt Adams was the lack of a project coordinator in the first six weeks of this past
quarter. This meant that the Center Director had to take on the responsibility of soliciting projects while
trying to get a program up and operating. This added to the burdens on his Senior Team Facilitator and
impacted the morale at the whole center.
At Metro Center one team steward left in December that had an impact on his team. Fortunately we
were moving into the Christmas Season and there were a number of individual projects that members
could work on, but the time and energy that is spent on rehiring has an impact on other priorities.
And finally there has been a loss of members. We started with 94 members in August, 93 full time and
one part time. By the end of December we were down to 86 members-85 full time and one part time.
Members left for a variety of reasons. We are planning to replace the full time members who left as part
time members starting in January and early February.
And finally discussion of some major staff and program changes at Mt. Adams to more efficiently utilize
the existing staff and time staff meetings so everyone can attend had some negative impacts on staff
morale at the Center.
13. Continuous Improvement Efforts: Summarize any exceptional continuous improvement successes or
insufficiencies among your operating sites. Examples could include sites that had received very positive
satisfaction ratings, or in contrast, site that were taking по steps to conduct continuous improvement.
Both sites have developed systems to internally monitor the program. Both centers have member driven
steering committees for developing and reviewing policy plus addressing critical member issues. At
Metro Center a project committee takes a lead in reviewing and selecting projects that meet critical
unmet environmental needs. Each center has project evaluation forms that are requested from both the
project sponsor and the team leaders at the conclusion of each project. On a weekly basis the staff at
each center has staff meetings where current issues are shared. In addition a team log is filled out on a
daily basis to track project completion and member issues. Efforts are constantly underway to engage
members in self management, project solicitation and community issues with the payoff often being
very creative team driven solutions to vexing problems.
14. Primary Challenges Encountered this Quarter: Report on problems resolved and unresolved, obstacles to
achieving program objectives, significant sources of delay, program elements not meeting expectations, and events
or incidents that caused concern.
Problems resolved and unresolved: Coordination between the two centers is a constant issue because of the
distance (an hour and a half drive) and the perceived differences between a residential and non-
residential center. Weekly leadership team meetings between the Academy director, the two Center
directors and the educational coordinator plus an internal e-mail system and regular telephone
communication helps address these issues. Quarterly Academy wide summits plus joint staff training
sessions are helping resolve those issues.
Obstacles to achieving program objectives: For both center inclement weather in the winter does have a
major impact on achieving program objectives. A couple of projects have been snowed out, while icy
roads and cold winds have affected everything from crew morale to crew safety.
Quarterly report for NWSA, quarter ending 12-31-94
4
d.jon\corps\report94.doc
Operating Site ID # 93NMSTR0R007
The recent decision by Eli Segal to NOT allow AmeriCorps members to receive standard firefighter
compensation when responding to national emergencies limits our ability to respond to such
emergencies. NWSA members, because of their training and experiences are not keen to risk their lives
for such low pay-especially when prison inmates fighting the same fire are entitled up to five times what
they are receiving. It also creates an Academy issue in that we do not have the financial flexibility to
send our members on a fire assignment because of the extremely high workman compensation rates
inherent in a fire situation. Therefore the initial success that Northwest Service Academy members had
on the Tyee Complex in northern Washington this past fall may not be able to be repeated.
Significant sources of delay: The delays in getting AmeriCorps sweat shirts has had an impact on our
public image. We believe every effort should be made to develop a national standard uniform policy so
on coherent message is being shared with the nation. After waiting for three months we finally ordered
lined jackets that are far better than sweatshirts in the wet, cold Pacific Northwest.
Program elements not meeting expectations: We avoided using the national child care system because of
problems inherent in getting such a system up and functioning, but even internally have had trouble
making timely payments. Another issue is the diversity of living allowances between various programs
throughout the nation and the low stipend we are paying non-residential members. Over half of our
Metro members have a second job to make ends meet while our Mt. Adams residential members have
no problem with the living allowance.
Events or incidents that caused concern: For two years a dozen members of the governance council
attended every monthly meeting and were instrumental in writing the initial grant proposal and hiring
the core staff. Now that the program is perceived as a local success, only a core administrative group
still attends these meetings. The governance council is dealing with this by trying to refocus their efforts
on outside fundraising and building a board that supports these initiatives in the year ahead.
15. (a) Training and Technical Assistance Activities this Quarter: Summarize technical assistance activities
you sponsored this quarter in support of your programs. If known, note the results of those activities. Indicate any
steps you plan to take to provide follow-up assistance.
Accomplished AmeriCorps & NWSA Pre-Service Orientation & Training activities:
AmeriCorps and Northwest Service Academy Orientation: Communicated mission and
program ethics and guidelines, i.e., rules, personnel policies, emergency procedures, program
objectives, schedules, reports, safety, benefits, policies and procedures;
Effective Communications: All members are expected to articulate and demonstrate to the
public their service experiences, the AmeriCorps message and ethic, and describe their work to
the community as to how they are connected to the national effort; i.e., Fall Summit Service
Fair, etc.
8 hour First Aid and CPR Certification training;
Teambuilding: Members participated in problem-solving initiatives to build and enhance
an esprit de corps, cooperation and respect;
Training Workshops included: 4 hour Diversity and Harassment Training, and 4 hour Conflict
Resolution training.
NWSA Program Skill Areas:
Hazardous Materials Awareness Training (2 hour)
Tool Safety, Handling and Maintenance (3 hour)
Drug Free Workplace Education hour)
Columbia River Basin Watershed Education and Field Trip (8 hour)
Residential Living (Mt Adams) Counseling resources, on-campus governance, etc.
In-Service Workshops at Semi-Monthly Forums and Quarterly Summit:
Local and National Disaster Relief Orientation (3 hours)
Facilitation and Meeting Skills (2 hours)
Goalsetting and action planning (1 hour)
Introduction to Life planning, Career and Education planning
Quarterly report for NWSA, quarter ending 12-31-94
d.jon\corps\report94.doc
5
Operating Site ID # 93NMSTR0R007
GED tutoring workshops
Optional NWSA Skill Areas:
32 hour Fire Guard School (48 certified)
8 hour Defensive Driving (22 certified)
16 hour Chainsaw Operation Certification (4 certified)
8 credit Cooperative Education (20 enrolled)
In-service Project Training:
Basic Trail construction and maintenance
Carpentry and Construction
Planting
Surveying
Grantwriting
(b.) T/TA needs/trends for the reporting quarter: Please describe the overall T/TA needs among your programs
and operating sites: especially significant needs that have emerged; any general trends you have observed in needs;
strengths and weaknesses observed in delivery of T/TA; what you think the most important T/TA needs will be in
the upcoming quarter.
We operated two cycles of pre-service orientation and training sequences. Resources and curriculum
for the common AmeriCorps skill areas were not available for our start-up phase but we managed at
both Centers to design, prepare and deliver a comprehensive experiential program. In addition to the
"basic" AmeriCorps and NWSA Skill training areas, the Mt Adams Center needed further staff and
member training and support in residential living and evening enrichment programming.
The challenge has been to employ and maintain two parallel yet distinctive education and training
systems and programs for two diverse centers with a dedicated staff of one full-time professional and
one less than part-time para-professional. Secondly, to develop two infrastructures with the same goal -
"empowerment" - to build the capacity for members and team S to be more responsible for their
learning and its direction and development. Metro with the larger member population, wants more
choices which demand more time, skills and resources to plan, coordinate and prepare for these
requests. Mt Adams also has a diverse population in member motivation, commitment and learning
styles along with the added need for evening enrichment. In the upcoming quarter, the following
changes are planned: change the semi-monthly Forums at Mt Adams to monthly, and add an All-
Academy Forum per quarter. At Metro, teams will be empowered to develop and coordinate their own
Forum called a" Team Exploration Day". In the Spring quarter, Metro and Mt. Adams Forum planning
will be facilitated with the members who will make proposals and assist in coordinating their Forums.
Upcoming Quarter needs will be to offer more in-depth or advanced and elective training workshops,
i.e., communications, diversity and conflict resolution skills. In addition, we will offer STD and AIDS
education workshops at our Spring Summit in March.
(c) Review and forwarding of T/TA Requests Made by Operating Sites:
Requests are attached in Appendices, they include a request for Technical Assistance in Fundraising
and Recruitment to assist the program administrators in program sustainability and the development of
sustainable marketing and recruitment plans.
Part II Financial Data on National Direct AmeriCorps Programs
16. How much non-Corporation matching funds were raised by your AmeriCorps program(s) over the course of the
reporting quarter?
$
47,285
17. How much non-Corporation matching funds did your AmeriCorps program(s) have on hand as of the final day
of the reporting quarter? $
27,088
Quarterly report for NWSA, quarter ending 12-31-94
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Operating Site ID # 93NMSTR0R007
18. How much non-Corporation matching funds have been firmly committed to your AmeriCorps program(s) for
the upcoming quarter?
$_115,857
19. Please describe your fund-raising plans for the upcoming quarter. Highlight any programs that have been
particularly successful at fundraising, describe any efforts you plan to take to assist those who have not.
Private Sector support: We have a list of forest industries that we spoke to this quarter and hope to target
for contributions in the upcoming quarter. We are also targeting specific corporate donors by asking
them to speak at upcoming forum called "River Stressed Out" where they can present their corporate
views on the plight of the salmon and it's affect on their industries. This will give them an opportunity
to meet the members and understand AmeriCorps before we request the fiscal support for specific
projects.
One primary donor provided one $25,000 award through the Oregon Community Foundation. We are
planning to have a team join him for breakfast and then invite him to join them on one of their service
projects.
Fee for Service: We still have about $67,000 to raise to meet our minimum cash match requirement for
this year. As our list of partners expands and word spreads about the excellent work of the Northwest
Service Academy fee for service projects are coming quicker and easier. For next year we have worked
with the USDA Forest Service to target $320,000 in project dollars to meet the administrative part of next
year's match. A program review by Lou Woltering from the USDA Forest Service and Joel Berg from
USDA in November and December underlined the strength of our program and garnered the interest
necessary to raise those funds. We will be writing our grant renewal on the basis of utilizing those
dollars as a potential match.
20. Financial Status Report Form (SF269A): This form will be forwarded to you by Oregon State
University which is overseeing the Northwest Service Academy grant. Russ Youmans, Director of the
Western Rural Development Center, at (503) 737-3621 has primary oversight on our grant application.
Quarterly report for NWSA, quarter ending 12-31-94
7
d.jon\corps\report94.doc
AmeriCorps*USA
NWSA Mt. Adams
Operating Site Quarterly Report
Date this report was completed:
1/30/95
CONTACT INFORMATION:
Name of person completing this report: Jon Stewart/Tricia Long
Position of person completing this report: Academy Director/Education Coordinator
Operating Site ID # (Please refer to attached list): 93NMSTROR007 - Mt. Adams
Telephone number: (503) 695-2292
Fax number:
(503) 695-2296
e-mail address (if available):
-DRAFT- -
Operating Site ID #: 93NMSTROR007 - Mt. Adams
Corporation for National Service
Operating Site Quarterly Report
1. Operating site name:
Mt. Adams Center
2. Program name:
Northwest Service Academy
3. Corporation grantee name:
Western Rural Development Center
4. Mark the reporting quarter to which this form applies:
X
First Quarter
Second Quarter
Third Quarter
Fourth Quarter
(10/1-12/31)
(1/1-3/31)
(4/1-6/30)
(7/1-9/30)
5. On what date did your AmeriCorps Members begin service or training? August 31, 1994
6. In the table below indicate (a) the number of full and part-time AmeriCorps Members that were
enrolled as of the last day of the reporting quarter and (b) the total cumulative service hours completed
by the AmeriCorps Members as of the last day of the reporting quarter.
Number of
Total Cumulative
AmeriCorps Members
Hours or Required Service
Full-time
27
16,256 hours
Part-time
0
0
7. Please provide estimates of the following:
(a) Total number of non-AmeriCorps Member volunteers
who were involved in AmeriCorps service activities:
997
(b) Total hours of AmeriCorps service activities completed
by non-AmeriCorps Member volunteers:
7,146
-DRAFT-
Operating Site ID # 93NMSTR0R007
Mt. Adams Operating Site Quarterly Report
September 1, 1994 to December 31, 1994
Prepared on January 25, 1995
by Jon Stewart and Leigh Hancock
Primary Accomplishments this Quarter. (In detail, describe your central activities, project milestones,
and most important "things gotten done" this quarter.)
A. Central Activities
In the first quarter, Mt Adams AmeriCorps teams completed 12 service projects in the Columbia Gorge
area. Six of these projects were contracted with the USDA Forest Service and fulfilled or exceeded our
partner's expectations by:
-building 5.6 miles of trail
-pruning over 22 acres of white pine for disease control and timber enhancement
-revegetating one acre of severely eroded alpine habitat using over 100 native alpine species
-setting up and hand weeding an 80 acre huckleberry field test site for the Yakama Indian
Nation
-clearing 5 acres of noxious weeds and brush to enhance wildlife and waterfowl habitat
In response to critical community needs, we provided the following local service;
-the entire deconstruction of a local battered women's shelter which burned last spring
-self esteem training for 979 5th graders from Columbia Gorge schools
-construction of a 130 foot long retaining wall to halt erosion at a local community college
-construction of 2000 feet of fence around a municipal watershed with 800 feet left to complete
when the snow melts in the spring
-assembly of playground equipment for another local battered women's shelter
B. Project Milestones
All of our completed projects met or exceeded project goals and expectations. As a result, our
partnerships with state and local agencies are strong. Community awareness of our program has been
greatly enhanced by the good work we've performed throughout the Columbia Gorge.
C. "Most Important" Accomplishments
The restoration of two Yakama tribal fishing sites on the Columbia River is an outstanding example of
direct, highly visible benefit to both the community and to the environment. At Cooks Landing one
remaining cold water tap in a vandalized public rest room served 26 year round residents whose only
on-site sanitation was a port-a-potty. A Northwest Service Academy team, working with a Yakama
nation tribal member, completely rebuilt the public rest room, restoring two flush toilets, two hot and
cold water taps, two sinks and adding two community showers. This gave half a dozen children living
at the site their first taste of a hot shower.
Mt. Adams Center also led in the deconstruction of Hope's Place, a shelter for domestic violence that
was severely damaged in an arson fire. In the spring teams will help reconstruct this shelter that serves
rural families in a 10 county area. And finally members worked on a wide spectrum of environmental
projects, ranging from restoring tribal huckleberry fields to enhancing native trout runs through hands
on streamside revegetation.
Central to these project accomplishments was the blessings of a planning grant that made it possible to
start a residential center for 30 AmeriCorps members in time to take a lead in the National Launch both
in Oregon and Washington. To meet the September 6th kickoff date, orientation started August 3rd
Quarterly report for NWSA, quarter ending 12-31-94
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Operating Site ID # 93NMSTR0R007
with training starting on August 17th. All Members attended a two and one half week training session
in which the AmeriCorps mission, national identity and ethic of service were communicated. In
addition first aid/CPR, diversity and sexual harassment, team building, drug free workplace, tool and
work safety, program rules and a complete wildland fire suppression training was provided. The result
was the NWSA's ability to send highly motivated Members to ceremonies in both Seattle and Portland.
In Portland, after a swearing in by the governor, Members created a metropolitan media feeding frenzy
by working on outstanding community projects throughout the day.
For a month and half 20 Service Academy teams joined Forest Service regular crews in restoration and
rehabilitation projects on the Tyee Fire Complex in northern Washington State. This, the largest fire in
Washington State history, burned on very steep terrain surrounding populous valleys in the Northern
Cascades. NWSA teams received glowing commendations for their hard work building thousands of
log terraces, hay bale check dams and other erosion control structures.
Semi-monthly forums and summits held at local colleges brought the 90 NWSA Corps members
together with other local AmeriCorps members and helped reinforce the spirit of national service. The
Mt. Adam Center is now prototyping a journal based cooperative undergraduate education curriculum
that provides 8 transferable college credits for members' AmeriCorps experience.
Unique successes or "great stories": (Briefly describe unique and/or exceptional successes, program
highlights or "great stories" about AmeriCorps people, projects or partnerships that occurred this quarter.
The great stories for the Northwest Service Academy were written by the newspapers in the Columbia
River Gorge. As the enclosed clippings show, they ranged from front page photos with feature articles
to enthusiastic editorials. But they don't tell the whole story, for many of our projects captured the
magic of AmeriCorps, service learning through hands-on community service in the first few months.
The first of these, the Mt. Hood Meadows Revegetation project, offered Academy members a chance to
learn about native plants, land-use planning and revegetation techniques while providing invaluable
service to the natural community. Prior to initiation of work, the project sponsor spent an evening with
team members, illustrating through interactive role playing the controversial history of Mt. Hood
Meadows, a major ski resort on the slopes of Mt. Hood. This two hour training inspired our team to
give 110% to this work.
Hope's Place, a shelter for domestic violence, continues to be a project that inspires members to do more
than they ever thought possible. The project sponsor has taken great pains to educate members on the
necessity of domestic violence shelters, as well as to express her appreciation of their work through
several community gatherings and lunches. Members received extensive on the job training from the
project sponsor, who is an expert in the deconstruction and recycling of dilapidated structures. The
Academy is looking forward to helping reconstruct an energy efficient solar heated shelter in the spring.
The tribal In Lieu fishing sites that were provided to the Yakama nation after the construction of
Bonneville Dam is a key example of the neglect and escalation of disadvantage that accompanies loss of
ownership and trust. Many of our members were shocked and amazed to see the third world living
conditions that exist at the site, and they were proud to be a part in improving the life for the residents
of Cook's Landing. The Yakama Nation showed their appreciation in many ways; the project sponsor
provided extensive on-site service learning in the form of traditional stories and an "insiders"
explanation of why things are the way they are. The last day of the project the entire team was invited
to a chili feed in their honor, hosted by members of the Yakama tribe.
Several of our members have shown exemplary growth and development since their enrollment. They
range from Tony Schroeder who escaped a gang infested Portland neighborhood to Tracy Burbee-Dell, a
rural mom, who joined the Academy to further her goal building a strong ethic of personal and civic
responsibility. Both have volunteered for additional service well beyond their already full service days
with the Academy.
Quarterly report for NWSA, quarter ending 12-31-94
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Operating Site ID # 93NMSTR0R007
In addition Mt Adams Center is distinguished by the presence of Sara Wittenberg, an AmeriCorps
Leader and former Peace Corps volunteer in Belize. Members and staff alike were thrilled when
President Clinton mentioned Sara's commitment to service in a speech he made during the AmeriCorps
kickoff on September 6th.
Summary of Progress this Reporting Quarter Toward Accomplishing Annual
Objectives. (Briefly describe how accomplishments this quarter relate to achieving each of your three sets of
annual outcome objectives: (1) Direct Service Objectives. (2) AmeriCorps Member Development Objectives, and
(3) Community Building/Strengthening Objectives. Where available, describe evaluation data that indicate
progress during the past quarter toward achieving your annual outcomes. Summarize activities related to
establishing an evaluation system or conducting your local evaluation (e.g. instruments developed, data collection
plans established, etc.).
Direct Service Objectives:
Our direct service goals included engaging members in (1) Columbia River watershed habitat
restoration; (2) enhancing household, neighborhood and community areas; and (30 conserving and
restoring local forest and range land resources.
(1) NWSA members directly and positively impacted the Columbia River watershed by clearing noxious
weeds and brush from Wells Island, a wildlife habitat for Canadian geese, heron and bald eagle in the
Columbia River. Project objectives and accomplishments linked to this initiative include:
Wells Island: The objective was to clear 5 acres of brush and noxious weeks to improve wildlife
habitat for Canadian geese, great blue herons and bald eagles. Members met all objectives plus
tearing down two abandoned structures and removing half a dozen boatloads of refuse.
Mountain Laurel Riparian Project: The objective was to restore 1/4 mile of Trout Creek as a
demonstration project on a private dairy farm in cooperation with the Soil Conservation Service.
Members met all objectives by cutting and planting over 5,000 shoots of mountain laurel, native
cottonwood and willow.
(2) The NWSA fulfilled its objective of enhancing household, neighborhood and community areas
through the following projects: deconstruction (and eventual reconstruction) of Hope's Place plus
playset construction for Holly House, two shelters for domestic violence, restoration work at the
Yakama Nation's In Lieu sites, construction of a retaining wall at Columbia Gorge Community College,
constructing a stock fences around Glacier Springs, the municipal water supply for the town of Trout
Lake; and self esteem training for 5th graders throughout the mid-Columbia region.
Kids Kamp: a partnership with Mid Columbia Medical Centers: The objective was to train 800 mid
Columbia youth in the essentials of self esteem and personal preventive safety. Members worked
with local physicians, counselors, psychologists and nurses to train 979 youth.
Hopes Place: A shelter for battered women that served 18 women and children on a daily basis
from a 10 county rural area had been severely damaged by an arson fire. The goal was to tear down
and recycle as much of the materials as possible. Members accomplished all the project objectives
with accolades from the partner and press.
Holly House: The objective was to build a play structure for children staying at shelter for domestic
violence. The structure was completed by members in three days.
In Lieu tribal fishing sites: The goal was to restore two bathroom facilities at two In Lieu fishing
sites for the Yakama Nation on the Columbia River. The project which included plumbing repair,
installation of new showers, carpentry, masonry and painting was completed ahead of schedule.
Glacier Springs: The objective was to construct 2,800 feet of stock fenced around a community
water source. Members completed 2,000 feet of fence, most on very steep slopes, before the winter
snows limited access to the site.
Quarterly report for NWSA, quarter ending 12-31-94
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Operating Site ID # 93NMSTR0R007
Columbia Gorge Community College: The objective was to construct a 130 foot retaining wall to
stop erosion. Members completed the project well ahead of schedule.
(3)The Mt. Adams Center fulfilled its objectives of conserving and restoring local forest and range land
resources through the following projects; pruning to control white pine blister rust, preparing a study
area in the Sawtooth Huckleberry fields, building trails in 3 separate areas (one is handicapped
accessible), implementing a revegetation program at Mt. Hood Meadow, the most popular ski resort in
the region, and working with the Yakama Nation to restore sacred huckleberry fields.
Mt. Hood Meadows: Members met the objective of revegetating one acre of severely eroded alpine
habitat at a high use ski resort by transplanting 180 different alpine species.
Rho Ridge, Buck Creek, and Whistle Punk trails: The objective was to complete 5.6 miles of trail,
1.2 miles of which was designed for the physically challenged. All objectives were met.
White Pine Blister Rust Control: The objective was to save 20 acres of disease ridden immature
white pine from blister rust by pruning all limbs 16 feet above the ground. Members completed 22
acres of pruning.
Sawtooth Huckleberry Fields: The objective was to set up a study of encroachment control over an
80 acres test site which have cultural significance to the Yakama Indian Nation. Members defined
the boundaries of the study area but failed to complete the hand weeding and girdling of the test
site before winter snows closed in.
Tyee Complex: Twenty members joined Forest Service wildland fire fighting crews to first stop and
then restore lands damaged by the largest fire in Washington State history. AmeriCorps members
built over 2000 log terraces, and installed hundreds of hay bale check dams and other erosion
structures.
Our 3 primary objectives for member development are to (1) promote civic responsibility and
environmental stewardship; (2) develop leadership skills; and (3) focus participants' life skills and
educational goals.
(1) Several of our service projects, such as Hope's Place and the in lieu fishing sites, greatly enhanced
members' understanding of active civic responsibility. In addition to these on the job experiences,
members have attended county commissioner's hearings on land use proposals, participated on
governance boards for local human services agencies and resuscitated the idea of a community school at
Trout Lake.
Environmental stewardship has been illustrated and enacted through the work projects, as well as
through the training and education members have received through partnerships formed with the
Forest Service, Fish and Wildlife and the Washington State Department of Natural Resource. Through
active service learning, many have come to realize the complexity and depth of many of the
environmental problems facing our counter today.
(2) Living in a residential center has greatly enhanced and encouraged leadership skills among Academy
members. Members oversee most of the day to day operation of the residential center through a council
known as MADCOG. MADCOG representatives and other interested community members have
received training in facilitation, communication skills, and conflict resolution, all of which has enabled
them to be more effective community leaders. Participation in various forums and workshops has
further enhanced leadership skills.
(3) Members have begun to focus career and educational plans through educational forums offered on
alternate Fridays. At Columbia Gorge Community College they researched various college offerings
and experimented with computer programs designed to aid students in career and college choices.
Visits to college fairs provided members with an opportunity to talk directly with regional
representatives and participation in a cooperative venture between Mt. Hood Community College Coop
Quarterly report for NWSA, quarter ending 12-31-94
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Operating Site ID # 93NMSTR0R007
and the Academy allows members to receive up to 8 college credits for service learning accomplished
this year.
In addition to these team-based activities, many members have secured internships with Forest Service
employees, received chain saw certification, defensive driving certification and training in basic first aid
and CPR. Over half of our members are certified to respond to forest fires, a viable seasonal career
option in the Pacific Northwest.
Our three primary community building objectives are to (1) involve members in service learning
that honors diversity; (2) identify and help allocate resources to local community weaknesses; and (3)
empower young people with leadership skills.
(1) All of our projects are designed to incorporate a strong service learning component. In addition,
members have been exposed to diverse segments of the local population through activities which
included: an all day visit to the Yakama Cultural Center; exposure to domestic violence prevention
programs; restoration of the In-Lieu fishing sites; participation on the transitional housing governance
board in White Salmon; participation on the NWSA governance board, internships and volunteer
service at the youth center and community library; and facilitation of self-esteem training through Kids
Kamp, a 9 day outdoor camp program targeted to all 5th graders in the mid Columbia region.
(2) Members have assessed and answered unmet community needs in Trout Lake by revitalizing the
long defunct Trout Lake Community School and by fencing in the municipal water source. Our project
coordinator has collaborated extensively with officials in all surrounding communities to assess needs
and we hope to involve more members in these efforts in the second quarter.
(3) Our voter registration drive, spear headed by AmeriCorps Leader Sara Wittenberg, was extremely
successful. Roughly 80% of NWSA members registered to vote in the November 1994 elections. Several
members currently serve on local governance boards and we hope to encourage more local participation
in the second quarter.
Primary Challenges Encountered this Quarter: (Report on problems resolved and unresolved,
obstacles to achieving program objectives, significant sources of delay, program elements not meeting expectations,
events or incidents that caused concern).
In addition to the growing pains natural to any new program, the Mt. Adams Center faced three
primary challenges during this first quarter. These centered around the challenges of running a
residential center for a highly diverse group of people; coping with extreme weather conditions in the
Mt. Adams area; and suffering from a lack of awareness and public education on the national level.
The residential center at Mt. Adams has been difficult to regulate, in part because one of our goals is to
empower members to govern themselves. As a staff we have experimented with various mixes of
responsibility and freedom for the residents, in an effort to simulate the balance of a well functioning
community. Over the months participants have begun to take more ownership of facilities and dorm
life, and many residential problems have been solved. We still find, however, that there never seems to
be enough time to develop the quality evening enrichment program we had envisioned. We have
applied for an intern form Evergreen College to serve as residential life coordinator, in the interim, we
are also shifting the focus of our Senior Team Facilitator to the evening program. As we look ahead to
next year, designating a residential life staff position (possibly to be filled by a graduating member) may
offer yet another creative solution.
Inclement weather has proven one of our greatest challenges, which affects operation and effectiveness
at every level. Several projects have been snowed out, either for days or in some cases for the season.
Even when work is possible, travel to some areas can pose an unacceptable danger. We have addressed
this challenge this quarter by trading in one of our vans for a 4-wheel drive Suburban, which has
Quarterly report for NWSA, quarter ending 12-31-94
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Operating Site ID # 93NMSTR0R007
increased mobility and safety. We may want to look at a larger fleet of such vehicles for next year. We
have expanded our focus to include the human environment (i.e. community based projects) and tried
to schedule projects at lower elevations or indoors whenever possible during the winter.
The third problem facing our Center is a lack of public awareness and education about who we are and
what our program is striving to do. Although we have had excellent news coverage in local papers and
magazines, there is still a lack of public awareness that makes project procurement, recruitment, fund
raising and community involvement more difficult than it needs to be. Visits from the AmeriCorps
senior staff and other governmental supporters, more direct communication with AmeriCorps and the
Corporation for National Service, and increased inclusion in national press releases and coverage would
increase our visibility, build morale and enhance our already growing reputation in this rural area.
National Identity Activities this Quarter: (Report on activities this quarter that foster the national
identity of AmeriCorps. Examples could include new uniforms, signage, or publicity materials; projects with other
AmeriCorps programs; training members in national skill areas (communication/conflict resolution or CPR/first
aid); participation in national service projects (HIV/AIDS awareness training, environmental audits, or
citizenship education); graduations or swearing-in ceremonies, use of national recruitment, use of AmeriCorps
Member Handbook.)
Our AmeriCorps uniforms have helped stimulate local curiosity and questions and our members have
become adept spokespersons for the program. We also use magnetic door badges and AmeriCorps
banners on all Mt. Adams vehicles as a mean of program identity.
Our participation in the Portland and Seattle kick off ceremonies in September, all of which was covered
by local and national press, enhanced not only public recognition of our program, but also member
awareness of the tremendous scope and potential impact of national service. In general, our cooperative
ventures with the Metro Center have been excellent for building morale and a sense of community.
We furthered awareness and appreciation of AmeriCorps by sending several well-trained and highly
motivated teams out to do fire rehabilitation in the Tyee Valley this fall. These teams were our first and
one of our best advertisements that AmeriCorps members "get things done" and their work ethic was
positively commented on by the Forest Service.
In the Mid Columbia region we have received extensive coverage from the local newspapers, magazines
and newsletters, all of which enhances not only recognition of our Center, but awareness that we are a
part of a program of national service. We are at the point where expansion is necessary and we hope to
garner coverage on a much larger scale in the months ahead.
Changes in Program Organization or Key Staff Positions during this Quarter: (Report
staff turnover in management or supervisory positions, changes in partner/sponsor relationships, changes in board
membership, etc.)
One of the most pleasant additions to our staff this quarter was our AmeriCorps Leader, Sara
Wittenberg, who joined us in late August after finishing the two week AmeriCorps training in
Washington, D.C. Sara has brought a great deal to our program in the way of educational expertise,
excellent interpersonal skills and unfailing enthusiasm and good humor. She is also our strongest
personal link to the AmeriCorps national office, and will provide invaluable service organizing and
leading our recruitment drive which begins this month.
At the start of the program, our project coordinator was provided by the Forest Service. In August, he
resigned for personal reasons and for the first 6 weeks Mt. Adams Center did not have project
coordinator. We were able to hire our current coordinator on a Forest Service detail and later in
December as a full time staff person. While hiring mid quarter certainly presented some logistical
problems, overall our program has benefited by an infusion of new energy and insights.
Quarterly report for NWSA, quarter ending 12-31-94
15
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Operating Site ID # 93NMSTR0R007
Our governance council suffered a serious loss in mid December with the death of Andy Jack, who was
the Superintendent of the Yakama Indian Agency for the BIA. Andy was an excellent project partner, as
well as a good friend to the Academy and we already miss him greatly.
Quarterly report for NWSA, quarter ending 12-31-94
16
d:jon\corps\report94.doc
AmeriCorps*USA
NWSA Metro
Operating Site Quarterly Report
Date this report was completed:
1/30/95
CONTACT INFORMATION:
Name of person completing this report:
Jon Stewart/Tricia Long
Position of person completing this report: Academy Director/Education Coordinator
Operating Site ID # (Please refer to attached list): 93NMSTRORO07 - Metro
Telephone number:
(503) 695-2292
Fax number:
(503) 695-2296
e-mail address (if available):
-DRAFT- -
Operating Site ID #:
93NMSTROROO7 - Metro
Corporation for National Service
Operating Site Quarterly Report
1. Operating site name:
Metro Center
2. Program name:
Northwest Service Academy
3. Corporation grantee name:
Western Rural Development Center
4. Mark the reporting quarter to which this form applies:
First Quarter
Second Quarter
Third Quarter
Fourth Quarter
(10/1-12/31)
(1/1-3/31)
(4/1-6/30)
(7/1-9/30)
5. On what date did your AmeriCorps Members begin service or training? August 17, 1994
6. In the table below indicate (a) the number of full and part-time AmeriCorps Members that were
enrolled as of the last day of the reporting quarter and (b) the total cumulative service hours completed
by the AmeriCorps Members as of the last day of the reporting quarter.
Number of
Total Cumulative
AmeriCorps Members
Hours or Required Service
Full-time
58
32,662
Part-time
1
342
7. Please provide estimates of the following:
(a) Total number of non-AmeriCorps Member volunteers
who were involved in AmeriCorps service activities:
1,226
(b) Total hours of AmeriCorps service activities completed
by non-AmeriCorps Member volunteers:
22,372
-DRAFT-
Operating Site ID # 93NMSTR0R007
Metro Operating Site Quarterly Report
September 1, 1994-December 31, 1994
Prepared on January 26, 1994
By: Tricia Long, Jay Trowbridge and Joseph Parvankin
Primary Accomplishments this Quarter: (In detail, describe your central activities, project milestones,
and most important "things gotten done" this quarter.)
A. Central Activity
NWSA AmeriCorps teams from the Metro Center have engaged in 23 service projects. The very
energetic group has hit the Portland Metropolitan area by storm. The Metro Center fielded 6 teams with
10 members each which worked on environmental and community problems described later in this
document. Each team has worked in the local urban area as well as on adjacent National Forest Lands.
Each team and the Center as a whole has developed a very positive Espirit de Corps which focuses on
meeting needs in the community.
Members have been very dedicated to service from the beginning to the current time, from the national
kickoff ceremonies where Governor Barbara Roberts of Oregon swore in 94 Northwest Service Academy
Members in the park blocks of Portland, Oregon on September 12th, 1994.
B. Project Milestones
Metro members have met or exceeded all project expectation of quality and quantity of service. The
productive capacity of teams surprised many project sponsors. A significant milestone for the Metro
Center is that we have become widely recognized as an agency of service in the region. We are
particularly well know in environmental education circles, local schools, non-profit organizations and
with public agencies. Our members and staff are have created a culture of service which continues to
grow. Almost every Metro Corps member has put in significant hours in service to the community
outside of our regular service schedule.
C. Most Important Accomplishments
As the list below states, Metro teams have worked on a great variety of service projects. Among the
highlights are restoration projects associated with salmon recovery. In addition to the extensive hours
of direct restoration work more than half of our Corps members have in addition taught environmental
education to local students.
NWSA is making a positive name for itself in neighborhood environmental work with such projects as
building a handicapped accessible community garden for the City of Portland, helping to build a
woman's crisis shelter, and service to local parks and greenspaces.
For six weeks, 20 NWSA members joined Forest Service regular crews in restoration and rehabilitation
projects on the Tyee Fire Complex in northern Washington State. This fire, the largest in Washington
State history, burned on very steep terrain surrounding populous valleys in the Northern Cascades.
NWSA teams received glowing commendations for their hard work n building thousands of log
terraces, hay bale check dams, and other erosion control structures.
Unique Successes or "great stories":
Fall Summit Service Fair: Each team designed and constructed displays of their team's work and shared
it with other teams and community guests at the Summit.
Quarterly report for NWSA, quarter ending 12-31-94
19
d.jon\corps\report94.doc
Operating Site ID # 93NMSTR0R007
Cascade Stream Watch: Sponsor Bill Adler commented, "Probably the important "fruits of their labor"
are 500 well-informed, inspired and motivated Portland Middle School and High School students for
whom they instructed on the Salmon River banks." One teacher commented, "...with the AmeriCorps
crew on your staff you were even better than last year."
Kelly Creek Team Restoration Project: Parks Planner and sponsor Ms. Price remarked in her interview
with the Oregonian Newspaper, "we are really happy to see this kind of partnership in our backyards
the restoration project will be a model for the city the school kids and the Academy have shown how
the community can be effective stewards of this area."
Chevy-Geo Kick-Off: A major project kickoff linked the National Forest Foundation and Chevy-Geo
with the AmeriCorps. Attendees ranged from Tom Tuchman, from the Office of Economic
Development in the Pacific Northwest, to Andy Fisher, Director of the National Forest Foundation. The
program has received extensive media coverage, both in print and in the television media.
An example of a team-directed projects was Cascade AIDS Project: Sponsor Howard Dana had this to
say about one of our Teams led by Team Steward Sherrie Jackson, "There is no doubt in my mind the
hours spent packaging these materials will result in lives saved."
Summary of Progress this Reporting Quarter Toward Accomplishing Annual
Objectives. (Briefly describe how accomplishments this quarter relate to achieving each of your three sets of
annual outcome objectives: (1) Direct Service Objectives. (2) AmeriCorps Member Development Objectives, and
(3) Community Building/Strengthening Objectives. Where available, describe evaluation data that indicate
progress during the past quarter toward achieving your annual outcomes. Summarize activities related to
establishing an evaluation system or conducting your local evaluation (e.g. instruments developed, data collection
plans established, etc.).
Direct Service Objectives:
Our direct service goals included engaging members in (1) Columbia River watershed habitat
restoration; (2) enhancing household, neighborhood and community areas; and (30 conserving and
restoring local forest and range land resources.
(1) NWSA members directly and positively impacted the Columbia River watershed by working on the
following projects:
Cascade Streamwatch Education. The objective was to maintain two miles of interpretive trail and
harden six riverside sites, while providing on-site education to 500 students. The Members
maintained three miles of trail, constructed another quarter mile of trail, hardened eight sites and
provided training to over 500 students, both on-site and in the field. All objectives were met or
exceeded.
Wildlife Cuttings. The objective was to collect 30,000 willow and cottonwood cuttings for wildlife
plantings this coming spring. All objectives were met.
Snag Surveys. The objective was to survey 1,200 acres of snag habitat to determine critical habitat
needs for a variety of endangered species, including the Northern Spotted Owl. 200 acres were
completed before the winter snows forced the team out.
Elk forage Enhancement. The objective was to restore 40 acres of critical elk habitat. Members
helped burn 40 acres for forage enhancement. All objectives were met.
Fisheries Restoration. The objective was to build salmon smolt rearing channels along 1/4 mile of
the Clackamas river and install nine fish protective structures in the channel. Members met all
objectives.
Kelly Creek Restoration. The objective was to restore a 16 acre suburban park. Members not only
completely restored the site, but involved local school children in the restoration, created a brochure
Quarterly report for NWSA, quarter ending 12-31-94
20
d.jon\corps\report94.doc
Operating Site ID # 93NMSTR0R007
that was distributed to 1,200 homes and helped build a neighborhood association to support the
park. All objectives were met or exceeded.
2) The NWSA fulfilled its objective of enhancing household, neighborhood and community areas
through the following projects:
The Imagination Station Play Structure. The objective was to build the largest children's play
structure in the state of Oregon. During our initial training phase the entire Metro Center, staff and
members, teamed up with hundreds of volunteers to construct a play structure. The structure was
designed by school children. The project was completed in less than a week. NWSA contributed
over 600 person hours of service.
Marquam Trail Construction. The objective was to construct 1 1/2 miles of hiking trail for a
Community Association linked to Forest Park, the largest metropolitan park in the nation. 3/8
miles were completed before the winter rains closed down the project.
Build ADA (Americans with Disabilities Act) Accessible Community Gardens. The objective was
to build three waist-high handicapped accessible and nine very large raised beds for a community
garden in NE Portland. This would restore a community park serving 3,000 residents and short
circuit the drug trading that was dominating the park. All objectives were met.
Urban Women's Shelter Rehabilitation at Bradley-Angle House: The objective was to completely
rehabilitate an existing home as a shelter for battered women in the metro area scheduled for an
opening on January 1, 1995. Members helped accomplish over $20,000 worth of work in
landscaping, painting, carpentry, and plastering. At this time, it appears that the opening date will
be met. An additional project at the shelter was to create a mural for the children of battered
women. Approximately 200 hours were put in on the mural.
Metro Greenspace Eco Curriculum Guide. A four-way partnership with Metro Greenspace, OMSI
(Oregon Museum of Science and Industry), the John Inskeep Environmental Learning Center and
the NWSA has the objective of, first, identifying and habitat mapping over 5,000 acres in
metropolitan greenspaces. Second, using this information as a basis for an Eco curriculum guide for
K-12 teachers to utilize for school-based environmental education. To date, over 1,200 acres have
been identified. Site-specific curriculum is now being written by Members for teachers to use in the
identified Metro Greenspace sites.
Erosion Control at Oxbow Park. The objective was to clean up 10 acres of picnic and campgrounds
damaged by an early winter storm, as well as half a mile of equestrian trail. Members met all
objectives.
Community Energy Project. The objective is to construct and reconstruct 12 energy-efficient homes
in the metro area. Members have painted three apartments and homes to date.
Multnomah County ESD Outdoor School. The objective is to help 1,800 6th grade students attend
Outdoor School. 300 students were taught by Members in this quarter.
Restoration of Urban Shelter at Human Solutions. The objective is to keep shelters for the abused
in good, livable condition. Members completed all assigned tasks, including the painting of 6
apartments.
Tree Planting at Friends of Trees. The objective was to help inform the public by passing out 1,200
pamphlets. Members also planted 160 trees. All objectives were met by the Academy.
Floyd Light Middle School. The object was to coordinate with middle school students to construct
1/4 mile of interpretive trail. Members eradicated graffiti, removed 4 pick-up truck loads of
garbage, planted 200 plants, obliterated 1/4 mile of old trail, and put up wildlife boxes of various
kinds. All objectives were met or exceeded.
3)The Metro Center fulfilled its objectives of conserving and restoring local forest and range land
resources through the following projects:
Road Restoration. The objective was to seed, fertilize, and mulch nine miles of abandoned roads
and skid trails. All objectives were met by the Academy.
Quarterly report for NWSA, quarter ending 12-31-94
21
d.jon\corps\report94.doc
Operating Site ID # 93NMSTR0R007
Huckleberry Field Restoration. The objective was to restore 12 acres of sacred tribal huckleberry
fields on National Forest Lands for the Warm Springs nation. 12 acres of huckleberry fields were
burned. Members met these objectives.
Roadbank Restoration. The objective was to hang erosion control netting on 300 feet of steep Forest
Service road cutbanks. All objectives were met by Members.
Bull Run Watershed Monitoring. The objective was to open all roads to critical water monitoring
sites after an early winter snowstorm. Members helped clear 15 miles of road that were critical in
maintaining consistent records stretching back over half a century. All objectives were met by
Academy Members.
Timber Stand Improvement. The objective was to prune 80 acres of Douglas Fir plantations to
enhance the final quality of timber produced. Members completed 80 acres, accomplishing their
objective.
Forest Park Trail Development and Erosion Control. The objective was to construct 2 miles of trail
to correct drainage problems, line 1/4 mile trail with gravel, fabric, and stabilized soil, and remove
invasive ivy from the trees. The interpretive trail in still under construction, all other objectives met
by Members.
Our 3 primary objectives for member development are to (1) promote civic responsibility and
environmental stewardship; (2) develop leadership skills; and (3) focus participants' life skills and
educational goals.
1). Through Semi-weekly forums and other activities members are exposed to opportunities for
community involvement in the communities. As an example the center has informally adopted
homeless shelter in a local church. Oregon State Representative Frank Shields who operates the shelter
made a short presentation a Metro Forum. Representative Shields invited interested members to call
him; the response was so overwhelming that he had to set-up additional training's. Similar interest has
been displayed with members attending public hearings on environmental issues affecting the region.
In our training sequence, 61 members attended a three day orientation focused on the three AmeriCorps
outcomes: "Getting things Done - A Day of Service", "Strengthening Communities- Establishing an
Esprit de Corps", and "Member Development" all of which the AmeriCorps mission, national identity
and ethic of service were communicated. Our "Serve" training week, thematically was designed to
develop national AmeriCorps and Academy skills and education in First Aid/CPR, diversity and sexual
harassment, drug free workplace, tool and work safety, team building, problem-solving
communications, program rules, logistics, and evaluation systems. The second week of training a fire
guard school was provided where 48 members were certified to fight forest fires nationally. Our two
week training series concluded with the national kickoff ceremonies where Governor Barbara Roberts of
Oregon swore in 94 Northwest Service Academy Members in the park blocks of Portland, Oregon on
September 12th, 1994.
2). Leadership development is an important element in each member's quarterly performance review.
As stated elsewhere in this document members are charged with responsibility of helping administrate
the center. On their respective teams each individual takes her/his turn with the management of the
team.
3). Semi-monthly Forums focused on workshops and meetings in career and education planning,
environmental field trips, community awareness and Academy governance highlighted these Forums.
The Fall Summit brought all nine teams together at Mt Hood Community College where the members
facilitated a Service Fair and informed invited guests including other AmeriCorps programs,
community sponsors and families of their Fall accomplishments. This was a very successful service
learning capstone and culminated in a Member to Member Reflective Dialogue facilitated by Jon Stewart
and Tricia Long which strengthened trust and opened communications. In addition, the education
Quarterly report for NWSA, quarter ending 12-31-94
d:jon\corps\report94.doc
22
Operating Site ID # 93NMSTR0R007
program piloted a "scholarship" program for Metro members to allow members self-direction in their
continuing education needs within established perimeters of the Academy.
In addition to these team-based activities, many members have secured internships with Forest Service
employees, defensive driving certification and training in basic first aid and CPR. Over half of our
members are certified to respond to forest fires, a viable seasonal career option in the Pacific Northwest.
Our three primary community building objectives are to (1) involve members in service learning
that honors diversity; (2) identify and help allocate resources to local community weaknesses; and (3)
empower young people with leadership skills.
1). Project selection and development incorporates team-driven service learning early in the project. In
most cases team members play a significant role in the planning and coordination of services provided.
2). Member representation on the NWSA Governance Council, Project Selection Committee, and the
Center Stirring Committee provide direct investment by the members in service activities. Members are
very vocal advocates of community needs and concerns. The local communities are also represented by
the Governance Council.
3). Members are very active in their communities, they sit on local neighborhood associations, work
with local non-profit organizations outside their AmeriCorps roles as well as take an active role in the
administration of the Center.
Primary Challenges Encountered this Quarter: (Report on problems resolved and unresolved,
obstacles to achieving program objectives, significant sources of delay, program elements not meeting expectations,
events or incidents that caused concern).
A major challenge has been the lack of visibility operating from a commuter staging area at ODOT
(Oregon Department of Transportation). Secondly, projects on National Forest Lands are often too far
from the metro center and require an increase in travel time versus more metropolitan based projects.
Project visibility on some projects has been of concern especially in forested areas with low public traffic.
Creating a program that started in August so as to be up and running for the national kickoff
ceremonies, we have been about a month ahead of the curve in design and implementation. We have
often had to backpedal and change direction because of new directions from the Corporation. A good
example is the system we utilized for fire dispatch. We used the existing AD system which worked
wonderfully and definitely increased the morale of our Members while building a strong relationship
with Forest Service fire crews. Sharing the new direction on fire dispatch mandated by Eli Segal
brought a moan of discontent from NWSA Members, already dismayed by the economic problems they
are experiencing due to below-the-minimum wage taxable stipends.
Another major issue is the taxable post service award. It appears that the dollars for this award will go
directly to the educational institution, but Members will have to raise the taxable match in the year it is
used. They are very concerned about this due to economic problems they face this year (in the Metro
program, over half the members have a second job).
National Identity Activities this Quarter
Correspondence: Academy and AmeriCorps logos are on letterhead, envelopes, and business cards.
Uniforms: All members were supplied with short sleeved AmeriCorps and NWSA T-shirts, long sleeve
shirts, baseball caps, and winter jackets
Vehicles: All have NWSA and AmeriCorps signage.
Quarterly report for NWSA, quarter ending 12-31-94
23
d.jon\corps\report94.doc
Operating Site ID # 93NMSTR0R007
AmeriCorps collaborative education and service events.
Presentations made by members at Portland Community College with the Oregon State Commission,
and Oregon State University Minority Career Fair.
National Service Training: American Red Cross First Aid and CPR, Disaster Training, communications,
team building, hazardous materials training and voter registration and voter education.
Media Relations: NWSA has been covered by all Portland's major television stations. The Academy has
been featured in three different stories on KGW-NBC, as well as KPTV-FOX, KOIN-CBS, KATU-ABC,
and MCTV, which is a local cable access station. (Please note: A copy of these segments are mixed on a
tape attached for you to review.) NWSA stories have appeared in a number of local and regional
newspapers: The Oregonian (Portland, OR), The Outlook (Gresham, OR), The Columbian (Vancouver,
WA). We previously forwarded a dozen magazine and newspaper stories, plus a video tape on the
NWSA, with Joel Berg on his visit December 12.
Video and documentary Production: Members participated as community television producers in the
planning of an in-kind video project of $25,000 and will be available in March of 1995 from Multnomah
Community Television. This will also be used as a recruitment, education, and public relations tool for
the Academy. In addition, a documentary video is being produced on the Academy by AmeriCorps to
show what national environmental program 'looks like'. It should be ready in February.
Changes in Program Organization or Key Staff Positions during the Quarter:
We adjusted the Team Steward II into a "service project coordinator" to focus directly on service project
recruitment and development. In mid-December on of our six Team Stewards left the program. We
will fill this position in January.
Quarterly report for NWSA, quarter ending 12-31-94
d.jon\corps\report94.doc
24
Financial Report
Quarter ending December 31, 1994
National & Community Service Projects Budget
Northwest Service Academy
Grant No. 93NMSTOR
Combined Report, two years, total $2,936,620
Planning & Development Phase, 9/1/93 - - 6/30/94 $336,000
First Operating Year, 9/1/94 - 7/31/95 : $2,600,62 *
JAN-27-1995 14:53 FROM W.R.D.C.
Category
Budget
Exp. to date
Accrued*
Balance
Participants
$1,368,800
$232,294
$96,888
$1,039,618
PRESERVATION
Training
$797,820
$310,227
$43,057
$444,536
PHOTOCOPY
Evaluation
$51,000
$8,078
$0
$42,922
Other Program
$579,200
$266,407
$30,280
$282,513
Administration
$139,800
$45,995
$4,613
$89,192
CORVALLIS
Total
$2,936,620
$863,001
$174,838
$1,898,781
Fax #
Dept.
Note: Accruals are for subcontracts with ESD 112 for December invoice
*Notice has been received that the budget for the first operating year has been
Co. "Jon Stewart
reduced to $2,442,120. This will be reflected in the next quarterly report.
prepared by Marge Stevens, WRDC
January 27, 1995
Post-It™ brand fax transmittal memo 7671
Phone #
c\nwsa\frpt.wq1
Fax # 503 737 1579
TOTAL P.01
503 737 1582
Co. WRBC
From Marge Stevens
TO 3 695 2296 9594831
# of pages
P.01
-
PHOTOCOPY
PRESERVATION
NorthWest Service
Academy
An Americarps Program
"Learning civic responsibility by providing service to the community and the environment.
First quarter report for the Northwest Service Academy
An AmeriCorps program targeting communities in the Pacific Northwest
Sponsored by the Western Rural Development Center at Oregon State University
90 AmeriCorps members, 18 years and older, from all incomes, races and education levels
use the Northwest Service Academy to target community projects along the Columbia
River in Oregon and Washington. Thirty members from rural communities are based at a
residential site in Trout Lake, Washington while another 60 members meet daily in the
Portland-Vancouver metropolitan area.
Emphasis is placed on-hands on stream restoration projects, but AmeriCorps members
meet other critical local needs as well. Almost 50,000 hours of AmeriCorps service
supported 35 different community and natural resource initiatives since September 1994.
A few of the community based projects in Oregon include:
--Imagination Station Play Structure: Sixty AmeriCorps members teamed up with
hundreds of Troutdale community volunteers by leading in the construction of the largest
children's play structure in the State of Oregon.
-Metro Greenspace Eco Curriculum Guide: A four way partnership with Metro
Greenspace, OMSI, the John Inskeep Environmental Learning Center and AmeriCorps
identified and habitat mapped over 5,000 acres of metropolitan greenspaces. This
information is the basis for a site specific curriculum guide developed by AmeriCorps
members for K-12 teachers to use for school based environmental education. It will save
local schools thousands of dollars in transportation costs by bringing teachers and
students to their local greenspaces for science based learning activities.
--ADA Accessible Community Gardens: Members constructed three waist high
handicapped accessible beds plus nine additional raised beds for a community garden in
NE Portland. This restored a community park serving 3,000 low income residents by
short circuiting the drug trade that dominated the park.
-Women's Shelter Rehabilitation at Bradley-Angle House: Members completely
rehabilitated an existing home as a shelter for battered women in the metro area that
opened in January 1995. Over $20,000 worth of work in landscaping, painting,
carpentry and plastering plus creating a colorful mural in the basement was
accomplished working with community volunteers.
Metro Center:
Mt. Adams Center:
31520 SE Woodard Road
Trout Lake, Washington 98650
Troutdale, Oregon 97060
(509) 395-2501
(503) 695-2276
FAX (509) 395-2260
FAX (503) 695-2796
--Kelly Creek Restoration: AmeriCorps members completely restored a 16 acres
suburban park in Gresham, Oregon by involving local school children in the restoration,
created a brochure that was distributed to 1,200 homes and helped build a neighborhood
association to support the park. Gresham Parks Planner Laura Price remarked in an
Oregonian feature story "we are really happy to see this kind of partnership in our
backyards. the restoration project will be a model for the city. the school kids and the
Academy have shown how the community can be effective stewards of this area."
--Cascade Streamwatch Education: Members maintained three miles of interpretive
salmon trails and hardened six riverside sites, while, as the project sponsor Bill Adler of
Wolf Tree, Inc. said: "Probably the important 'fruits of their labor' are 500 well-
informed, inspired and motivated Portland Middle School and High School students for
whom they instructed on the Salmon River banks."
--Community Energy Project: Teams are helping reconstruct 12 energy-efficient homes
for low income families in SE Portland.
-Restoration of Human Solutions Urban Shelter: Members helped keep shelters for
the abused in good livable condition which included completely painting 6 apartments.
--Floyd Light Middle School; AmeriCorps members eradicated graffiti, removed 4 pick
up loads of garbage, planted 200 shrubs, constructed 1/4 mile of interpretive trail and
put up wildlife boxes while founding a school based ecology club to manage and oversee
the four acre community park
--AmeriCorps People; Community based projects create special opportunities for
members to use their skills in very creative ways. One example is Kristi Merganthaler, a
28 year old single mother who worked her way through college. With a degree in natural
resources she is finding a creative niche developing Kindergarten through 12th grade field
based curriculum for the Oregon Museum Science and Industry. She hopes to expand her
experiences into a graduate thesis when she uses her post service award next year.
--Funding: The federal government is investing $2.4 million in the Northwest Service
Academy. The economic impact in the Pacific Northwest is expected to exceed
$6,000,000 with $250,000 coming from local communities to support the AmeriCorps
members through local fee-for-service projects and community donations.
NORTHWEST SERVICE
ACADEMY
Learning civic responsibility by providing service to the community and the environment
THE PURPOSE of the NWSA is to involve residents
THE GOAL for each of these service sites is to make
in the heart of the Pacific Northwest with hands-on
national service a community-based learning
service projects that meet critical environmental needs.
experience of leadership and cooperation. Teams of
Through active involvement participants will have an
10 volunteers, led by a Team Steward, will operate
opportunity to develop the necessary leadership skills
from these sites. Team functions will be self-directed.
to help transform their lives and to build community
Learning will also be self-directed and tailored to meet
commitment.
individual needs and goals.
THE VISION establishes an Academy of 100
THE FOCUS and design of the Academy is unique.
volunteers, 18 and older, working together to build
Though three other national programs have a bi-state
community in an enhanced environment. This group
involvement, the NWSA is the only national and
will be diverse in gender, ethnicity and
community service program to include:
socio-economic origin. Academy volunteers will
A residential component,
receive a weekly stipend of $150. Upon successfully
The urban and rural environment as the
completing 11 months of service, NWSA volunteers
primary context for community service,
will gain a post-service educational award of $4,725.
An ongoing link with a Federal natural
The post-service award is to be used for college,
resources agency, i.e., the USDA Forest Service,
graduate school, approved training programs, or
Possible college, GED, or high school credit,
paying off existing student loans.
Availability to all adults, 18 and above,
THE SERVICE AREA is in two states. The
regardless of income,
nonresidential site in Springdale, Oregon will be head
It is the first national service program in the
quarters for 60 volunteers. It will make up a
Pacific Northwest to be funded.
four-county, bi-state regional service area. Forty
volunteers will operate from the residential site in
STRUCTURE
Trout Lake, Washington. The service area of this
Education, focusing on experiential adult learning,
rural site is a six-county, bi-state region.
integrates a curriculum of hands-on service with both
formal and informal educational resources in the
bi-state regions. Utilizing partnership opportunities
will link resources from the local high schools,
community college, universities, public agencies and
private industry.
Service Projects conducted through the Academy will
bring clear and demonstrable benefits to local
communities and their environments. Academy
volunteers will cooperate with local communities to
plan and manage projects that address real
NWSA Service Area
environmental needs.
Northwest Service Academy
Recruitment will demonstrate the Northwest Service
AUTHORITY exists in the National and
Academy's commitment to assemble a diverse corps of
Community Service Trust Act of 1993. The
young adults. Volunteers will represent all the various
NWSA is one of 14 demonstration models for
geographic, ethnic, educational and economic groups
voluntary national service. Specific funding flows
from which they are drawn. Child care vouchers will
through the Western Rural Development Center at
be offered to parents to further expand the limits of
Oregon State University. The Center will contract
diversity.
for personnel services with Educational Service
District 112 in Clark County, Washington. The
Geography: Eligible participants must be
evaluation component is being designed and
state residents of either Washington or
implemented independently by the University of
Oregon, and, when applying, be from one of
Oregon. The operation will be managed in
the following counties:
partnership with the U.S. Forest Service.
Clark, Skamania, Klickitat, and
Yakima - in Washington,
Clackamas, Hood River, Multnomah,
CORPORATION FOR NATIONAL & COMMUNITY SERVICE
Sherman, Wasco and Washington - in Oregon.
-Gender: Fifty percent of the NWSA
volunteers will be female and fifty percent
will be male.
NWSA Governance Council
Ethnicity: Thirty five percent of the
Western Rural Development Council OSU
Academy's staff and participants will be from
Evaluation Team
minority populations. The proposed goals,
which exceed the national average of ethnic
Ed. Serv. Dist. 112
USFS Reg. Office (R-6)
diversity, are:
Mt. Hood NF, OR
Clark County, WA
Gifford Pinchot NF, WA
15% African American
10% Hispanic
5% Native American
5% Asian
5% Physical and mentally
Academy
challenged.
Environmental Pr oject
Service-Learning
& Program Facilities
Program
Age: 18 and older.
Income and Education: A diverse population
will be targeted for recruitment. This may
include poor, middle class and wealthy,
FOR MORE INFORMATION PLEASE
school dropouts, high school and college
CONTACT:
graduates.
FUNDING
The goal of the Academy is to raise $250,000
The Northwest Service Academy
at the Columbia Gorge Ranger District
in local, state and private funds. Every dollar
31520 SE Woodard Road
raised will be matched with over $6 in
Federal funds through the Corporation For
Troutdale, Oregon 97060
(503) 695-2276
National Community Service.
2
CASCADE STREAMWATCH
"Scientists for the day, stewards for life"
December 12, 1994
Northwest Service Academy: Metro Center
Jay Trowbridge, Service Projects Coordinator
31520 SE Woodard Rd.
Troutdale, Oregon 97060
Dear Jay:
I write today to express my gratitude and support of the Northwest Service Academy.
As you know I had a ten person crew working on Cascade Stream Watch for the fall months. In all honesty
I can say that the tremendous successes we experienced during our Fall Field Study Season were largely due to
the NWSA's efforts.
The team I received were ten intelligent, dedicated, motivated and inspiring people who truly breathed new life
into Cascade Stream Watch. They were constantly thrown into challenging situations. Each time they worked
well as a team to adapt and succeed with ease.
The following is a modest list of what they did for ourprogram:
Successful Salmon habitat restoration
Stream Bank hardening to prevent erosion, and Riparian Revegetation
Education access trails including the construction of the Wetland Float
Education Visuals and Teaching in our Classroom Preparation visits
Probably the important 'fruits of their labor' are 500 well-informed, inspired and motivated Portland Middle
School and High School students for whom they instructed on the Salmon River banks.
One Madison High School teacher put it best when asked to evaluate the NWSA crew, " ...very positive.
With the Americorps crew on your staff you were even better than last year. An excellent job. I'm
not sure that I should expect the same amount of support next year, but let's hope so!"
Michael Rowell, 8th grade Science teacher from inner-city Ockley Green MS said, " unprecedented role
models for my students. The Americorps' NSWA illustrates what my students can aspire to be..."
A job well done Northwest Service Academy! I fully endorse your efforts, and look forward to future crews
Sincerely,
ReAch
Bill Adler
Education Director
621 SW Alder St. Suite #605 Portland, OR 97205
(503)225-0061 fax (503)225-0154
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Echoes
The Northwest Service Academy Metro Journal
Vol. 1 No 3
December, 1994
Thoughts on our Summit
On December 9, 1994 the Northwest Service Academy experienced something that it had not, till that day,
experienced. All of its participants got together for the first time. The NWSA is new, Americorps is new, and there
had never been a Summit" before. Basically, this was something new. A new, new sort of untested new thing. It was
new. We had all the right ingredients and would put them together in a way that we sensed was conducive to mingling,
sharing and fun. Some of those three things were present in some amount on that Friday.
There are two people who I personally feel deserve the most thanks for the Summit's success. Tricia Long and
Jon Stewart. Tricia would say that she "facilitated" the event. Capacity building is over and I hate speaking in correct
terms. Tricia lead the way, PERIOD! She pushed the project and she pulled the project and any area where the
Summit fell short was due to Tricia's vision being brough to fruition by several well intentioned novices who couldn't
possibly hope to be in Tricia's head and/or operating at her level of competence. Jon Stewart displayed many of his
personal strong points as he served as Academy speaker during different events at the Summit. I was pretty caught up
in the planning of the day but when John spoke at the beginning of the day, I forgot my worries and started to relax. I
felt like I had simply show up to an event that someone else had planned and that I had nothing to worry about. Jon
helped e, and hopefully others, see that our efforts are already paying off. We see the day to day bumps, set backs, slow
downs and learning by mistake as we "Service Learn" our way to smoother operation. From the outside the picture is
different and I appreciate Jon for helping me see that. Jon's cool. That's all I have to say about that.
The Fair was fairly successful. The displays and the information presented were great. The art show was
quite and eyeful. Boy did I love my photos and the other stuff too. Let's face the facts. The Summit has room for
improvement and we'll have to do other things next time. The things we do the same will need improvement. The
Academy Dialogue was probably a one shot deal. It was not the bitch session everyone feared and it should have great
value for the Academy as was intended. The pace wasn't quite right and something else or other avenues will be used
to accomplish the same goals next time. One major change for next summit may b e less emphasis on intermingling
between the two centers. If you don't want to do it by now, maybe we should just let it rest.
As long as we're being so honest though, let's face some other facts. We could have had the greatest event ever
planned and some people wouldn't have liked it. Some people will not get into some things and it's just too bad.
People didn't seem to realize that there was not scheduled lunch time even though we passed around copies of the
agenda several times prior to the actual event and made a point of telling people that it was designed that way. If we'd
scheduled a lunch it would have eaten up too much time with stragglers and coordination problems. Everyone was left
to fend for themselves and define their own lunch time. Academy problem THEME #1 -- too much freedom!
If people had paid closer attention to the directions for the Academy Dialogue it might have run on time. I
specifically said, loudly as I am wont to do, do not be afraid to repeat stuff, it will count more anyway. Almost every-
one subsequent to that said "This has already been said but. " or WORSE "Let's see if I can find something that hasn't
been said yet." Furthermore (he said as he turned to face the jury) everything that was written was collected to be read
later so people could have attenuated themselves more and reported more succinctly. In conclusion (he said with a
confident smirk as he addressed his final comments to the judge) I, and I will specially go into my way and speak for
the other summit reps (as I have not done up till this point), are perfectly open to hearing your views of how the
Summit went. Tell us what you liked and what improvements you'd like to make and it'll help build our capacity.
Although I am personally sore from capacity building, I would definitely act as Summit rep again.
Before I go, I want to thank the other major players behind the scenes at the Summit who do deserve your
money, her, thanks rather: Jenny Holmes (who works in the office with Tricia), Steve Rubinstein, Seh-Ah-Dom, Eric,
Erin, Oliver, Dana (from Sherrie's team), and Mt. Adams people Brent, Skyler and Tanya. Thanks to everyone for
their efforts too. The fair excellently reflected the high quality of the Academy teams and participants and was prob-
ably worth the price of admission alone. NWSA is a special thing with special people. Please don't lose sight of that.
Love and Kisses, XXXXXXX00000000 Steven Glickman
(File )
Northwest
service Academy
What is the NWSA purpose?
"I believe this model holds
To accomplish unmet environmental
tremendous potential for new
needs
public-private partnerships
To help communities accomplish civic
projects
and I urge your support for the
To develop civic and leadership
Northwest Service Academy."
capabilities in participants
Senator Mark O. Hatfield
To further educational development in
participants
"Struggling communities will
North West
benefit greatly from this
program, but the participants
Service
themselves may gain more."
Congresswoman Jolene Unsoeld
"Service brings the individual
Academy
into their community by
creating a personal vested
interest in its well-being."
An AmeriCorps
Corps Member
Program
Metro Center:
Mt. Adams Center:
31250 SE Woodard Road
Trout Lake
Troutdale, Oregon 97060
Washington 98650
North
(503) 695-2276
(509) 395-2501
WEST
FAX (503) 695-2296
FAX (509) 395-2260
For further information, please contact:
Jon Stewart, Director
(503) 695-2276
heademy
I
n 1993, the Administration and
Administered jointly by educators,
Funding
Congress created a "domestic peace
foresters, and scientists from Oregon and
corps" called AmeriCorps. Corps
Washington, NWSA will help urban and
This program needs financial support
programs involve young adults from all
rural communities solve critical unmet
from our local communities.
backgrounds in service projects across
environmental needs in the Columbia
In 1994, the federal government will
America.
Gorge area and provide financial support
invest $2.6 million in NWSA. The
for future education for the participants.
economic impact in the Pacific
Corps members receive educational grants
Northwest is $6,000,000.This is a
in exchange for a year of national service in
Corps members will operate in urban and
rural environments in the Columbia
federal investment of $6.00 for every
education, public safety, health, aid to the
$1.00 raised from the local area and
homeless, and the environment.
Gorge area of Oregon and Washington to
will continue only if the local area
work on projects that restore and protect
In the Pacific Northwest, the AmeriCorps
the environment. Four senior citizens
provides support.
projects will be implemented by the newly
(mentors) will help identify projects and
The NWSA must raise $250,000 in
formed North West Service Academy
be involved with the local community.
matching funds from the local area.
(NWSA), one of the 14 national pilot
Two types of sponsorship are
AmeriCorps programs.
The projects to be accomplished include:
available.
Watershed-level conservation and
Individual sponsorship: $2,500
restoration projects in salmon habitats
supports one corps member for one
along the Columbia and Willamette
Rivers.
year of national service PLUS provides
a $4,725 post-service educational
Building and maintaining trails in urban
award.
parks.
Team sponsorship: $25,000 supports a
Planting native trees and plants for wild-
team of ten corps members for one year
life enhancement and economic benefit
of national service PLUS provides a
of communities.
$4,725 post-service educational award
for each team member.
Corps members include 90 adults, 18
Benefits of $25,000 investment:
years and older, from all income, race, and
education levels, who are residents of
Tangible and needed services to the
Clark, Skamania, Klickitat, or Yakima
community.
counties in Washington, or residents of
Goodwill in the local community.
Clackamas, Hood River, Multnomah,
High profile media attention.
Sherman, Wasco, and Washington counties
Recognition in all promotional
in Oregon.
materials.
Recognition on team uniforms.
At the end of 11 months of service, each
participant will receive a post-service
Involve employees in community
service.
benefit of $4,725 toward college tuition,
or if they have graduated, toward repay-
Reports to your organization about
ment of a college loan or other approved
team progress and community ser-
training. Half of this benefit is paid by the
vice results.
federal government; the rest is from local
Contributions to the NWSA
contributions.
are deductible for income tax purposes.