Board packet

Regular Meeting of the Capitol Region Watershed District (CRWD) Board of Managers, for Wednesday, November 15, 2017 6:00 p.m. at the office of the CRWD, 1410 Energy Park Drive, Suite 4, St. Paul, Minnesota.

REGULAR MEETING AGENDA Materials Enclosed

I.

Call to Order of Regular Meeting (President Joe Collins) A) Attendance B) Review, Amendments, and Approval of the Agenda

II.

Public Comment – For Items not on the Agenda (Please observe a limit of three minutes per person.)

III.

Permit Applications and Program Updates (Permit Process: 1) Staff Review/Recommendation, 2) Applicant Response, 3) Public Comment, and 4) Board Discussion and Action.)

A)

Permit 16-003 St. Paul College Health and Science Alliance – Closure (Hosch)

IV.

Special Reports – 595 Aldine Office Renovation Financing Review, Nick Anhut, Ehlers Inc.

V.

Action Items A) AR: Approve Minutes of the November 1, 2017 Regular Meeting (Sylvander) B) AR: Approve Accounts Payable/Receivable for the Month of October 2017 (Sylvander) C) AR: Appoint 2017 MAWD Annual Meeting Delegates (Doneux) D) AR: Approve 2017 MAWD Resolutions Recommendation (Doneux) E) AR: Approve Selection of Construction Manager at Risk for CRWD Office Renovation Project (Doneux) F) AR: Accept CRWD Diversity Strategic Plan (Doneux)

VI.

Unfinished Business A) History Study Update (Cavanaugh) B) CRWD Website Sitemap (Bromelkamp)

VII.

General Information A) CRWD Watershed Awards Program, January 18, 2018, 6:00 PM Wilder Center

VIII. Next Meetings A) Thursday, November 30th – December 2nd, MAWD Annual Mtg B) Wednesday, December 6, 2017 Board Meeting C) Wednesday, December 13, 2017 CAC Meeting IX.

Adjournment

Our mission is to protect, manage and improve the water resources of Capitol Region Watershed District

November 15, 2017 III. Permit Applications A. Permit Close Out (Hosch)

DATE: TO: FROM: RE:

November 7, 2017 CRWD Board of Managers Elizabeth Hosch Permit Closeout

Background Construction activity is complete for permit #16-003, St. Paul College Health and Science Alliance.

Issues St. Paul College Health and Science Alliance #16-003 This permit was issued for construction of a new building addition at St. Paul College at Marshall/Kellogg in St. Paul. Two underground filtration systems were built to treat site stormwater. The project is complete, the stormwater systems are functional, and the site is stable. No surety was collected for this public project.

Action Requested Approve Certificate of Completion for permit #16-003, St. Paul College Health and Science Alliance.

W:\07 Programs\Permitting\Board Memos\2017-11-15 Permit Closeout Board Memo.docx

Our Mission is to protect, manage and improve the water resources of Capitol Region Watershed District.

November 15, 2017 Board Meeting V. Action Item A) Approve Minutes of November 1, 2017 DRAFT Regular Board Meeting (Sylvander)

Regular Meeting of the Capitol Region Watershed District (CRWD) Board of Managers, for Wednesday, November 1, 2017, 6:00 p.m. at the office of CRWD, 1410 Energy Park Drive, Suite 4, St. Paul, Minnesota.

REGULAR MEETING MINUTES I.

A)

Call to Order of Regular Meeting (President Joe Collins)

Managers Joe Collins Seitu Jones Shirley Reider Rick Sanders Mary Texer

B)

Staff Present Mark Doneux, CRWD Anna Eleria, CRWD Forrest Kelley, CRWD Elizabeth Hosch, CRWD Andrew Novak, CRWD Michelle Sylvander, CRWD Jim Mogen, Ramsey County Attorney

Public Attendees John Jungwirth, resident near Trout Brook

Review, Amendments and Approval of the Agenda

President Collins asked for any additions or changes to the agenda. Administrator Doneux provided additional materials for the 2018 Employee Benefit Program.

Motion 17-231: Approve the Agenda of November 1, 2017.

Reider/Texer Unanimously Approved II.

Public Comment – For Items not on the Agenda

Mr. Jungwirth shared that he continues reaching out to additional government entities to help bring awareness of the Insurance Auto Auction site. Mr. Jungwirth shared his frustrations in not being able to find additional help.

The City of St. Paul didn’t see a problem with the site and stated that they were impressed with the operation. In 2017, 14 vehicles were stolen and driven off the auto auction site. The vehicles at the Auto Auction site are not supposed to be operable. No repairs are supposed to take place on the site. There have been no reports from other residents regarding Auto Auction parking on streets and the grass area. Ms. Hosch shared that her and Ms. Belden have collected samples just after a storm event this summer. The samples were collected near the Maryland bridge and were coming out from under the fence of the Auto Auction site. Mr. Kelley shared that practices could be put in place for the Auto Auction site to treat their own land. Manager Jones addressed Attorney Mogen, he asked if there is a law or action that CRWD can take, Attorney Mogen replied that it is a local issue that the state has assumed responsibility for. Manager Reider suggested that Mr. Jungwirth get the community council involved. Administrator Doneux shared that CRWD is concerned, staff have taken samples Our Mission is to protect, manage and improve the water resources of Capitol Region Watershed District

and will share the results with Mr. Jungwirth. President Collins recommended that Mr. Jungwirth request to be notified when the Auto Auction sites license is due for renewal and attend the meeting to share his concerns.

Mr. Jungwirth liked President Collins suggestion. Manager Jones asked if any media stories have been written about this. Manager Jones suggested Mr. Jungwirth find a college or university to do research and help tell the story. Manager Texer recommended Hamline University. Manager Jones stated that this is a water quality issue and CRWD needs to continue pursuing. Managers encouraged Mr. Jungwirth to continue his efforts. Mr. Jungwirth shared that his main concern is pollution going straight into Trout Brook.

Manager Reider shared some articles regarding a stormwater mural, Central School raingarden planting and a neighborhood network group in Falcon Heights sharing discussions about leaf clean up. Administrator Doneux shared that the City of Roseville allows residents to rake leave to the curbs. The city will come by and vacuum the leaves. Manager Reider shared that a campaign to teach residents about leaf cleanup needs to take place and make it clear how the different cities treat leaf cleanup. Some residents believe that raking leaves into the storm drains is acceptable practice.

III.

Permit Applications and Program Updates A)

Permit #13-022 MSU Parking Ramp - Closure (Hosch)

Ms. Hosch reviewed permit #13-022 MSU Parking Ramp. This permit was issued for construction of a new parking ramp and surface lots at Metropolitan State University east of downtown St. Paul. An underground filtration system was built to treat site stormwater. The project is complete, the stormwater system is functional, and the site is stable. No surety was collected for this public project.

Motion 17-232: Approve Certificate of Completion for #13-022 MSU Parking Ramp.

Reider/Jones Unanimously Approved B) Permit #16-015 Como Transportation II - Closure (Hosch) Ms. Hosch reviewed permit #16-015 Como Transportation. This permit was issued for the construction of new garden area and driveway turnaround at the entrance to Como Zoon and Conservatory in St. Paul. The majority of stormwater treatment was accounted for in the ballfield basins reviewed during Como Transportation I, with 12 new infiltration catch basins within the project area. The work is complete, the site is stable, and stormwater infrastructure is functional. No surety was collected for this public project.

Motion 17-233: Approve Certificate of Completion for permit #16-015, Como Transportation II. Redier/Jones Unanimously Approved C) Permit #16-022 Burke Erosion Control - Closure (Hosch) Ms. Hosch reviewed permit #16-022 Burke Erosion Control - Closure. This permit was issued for construction of a new single family home adjacent to Victoria-B wetland in Roseville. Only erosion control provisions were needed; no stormwater requirement. The project is complete, and the site is stable. $500 surety is available for return.

Our Mission is to protect, manage and improve the water resources of Capitol Region Watershed District

Motion 17-234: Approve $500 surety return and Certificate of Completion for permit #16-022, Burke Erosion Control.

Reider/Jones Unanimously Approved IV.

Special Reports - 2017 Stewardship Grant Program Update (Novak)

Mr. Novak provided the Board of Managers with an update on the 2017 Stewardship Grant Program. The Hamline-Midway Boulevard Raingardens consisted of 10 gardens. Manager Reider inquired about trees being included with designs. Mr. Novak confirmed the CRWD has been working with Forestry. The effective volume and pollution reduction for these sites would treat 550,000 gallons, total phosphorus 2.4 lbs and total sediment 1600 lbs. Mr. Novak shared that in 2017 one contractor was hired to do all 10 raingardens as one project. About 20 contractors were interested in the project.

Mr. Novak reviewed the raingardens being installed at 1410 Energy Park Drive. Three gardens have been installed and no parking spots have been lost in the process.

Mr. Novak shared an update on the Pierce Butler Meadows. Hamline Midway has been trying to improve the site since 2007. Maintenance plantings will take place in 2018. The Hamline Midway Coalition prepped the site with a burn.

CRWD staff, BWSR and the governs staff participated in a raingarden planting at the Governs Residence. Mr. Novak shared how rainwater runoff at the Governor’s Mansion was causing erosion in the back yard. There is interest in additional projects to treat the parking lot area of the mansion.

Managers thanked Mr. Novak for his update.

V.

Action Items A)

AR:

Approve Minutes of the October 18, 2017 Regular Meeting (Sylvander).

Motion 17-235: Approve Minutes of the October 18, 2017 Regular Meeting.

Reider/Jones Unanimously approved B)

AR:

Approve Minutes of the October 18, 2017 Diversity Workshop (Sylvander)

Motion 17-236: Approve Minutes of the October 18, 2017 Diversity Workshop.

Reider/Jones Unanimously approved C)

AR:

Approve 2018 Employee Benefit Program (Doneux)

Administrator Doneux reviewed that the Personnel Committee met on Friday, October 27 th and recommends approval.

Administrator reviewed two changes to the program being offered to staff. The short-term disability (STD) and accidental insurance with Colonial Life. The new STD will allow staff to select their own elimination period to be 7, 14 or 30 days. Accidental insurance will also be available for staff. Both the STD and accidental insurance will be employee paid benefits available for staff.

Our Mission is to protect, manage and improve the water resources of Capitol Region Watershed District

Motion 17-237: Approve the 2018 Employee Benefit Program.

Texer/Jones Unanimously approved D)

AR:

Approve Comment Letter on City of St. Paul Draft Local Water Management Plan

Mr. Kelley reviewed that Metropolitan Cities are required to create Local Surface Water Management Plans to be incorporated into their Comprehensive Plans. Prior to adoption by the cities, these plans must be approved by watershed management organizations. Mr. Kelley reviewed a letter drafted to the City of St. Paul requesting that a meeting be set up so that comprehensive plan be consistent with CRWD. President Collins asked why these items are not already being addressed by the City of St. Paul. Mr. Kelley replied that there may be several reasons such as staff changes or not being aware of plan requirements. Manager Sanders asked if these comments are being shared with other watershed districts. Mr. Kelley replied that they are. Manager Reider noted on the number of comments and thanked Mr. Kelley for his time in composing such a detailed letter.

Motion 17-238: Approve Comment Letter on City of St. Paul’s Draft Local Surface Water Management Plan.

Jones/Texer Unanimously approved E)

AR: Snelling-Midway Stormwater Management Grant (Eleria)

Ms. Eleria reviewed for the Board of Managers that MN United is completing the final design of a comprehensive stormwater management system for the entire 35-acre Snelling-Midway site. The comprehensive stormwater management system includes two cisterns for capturing roof runoff from the soccer stadium roof and future buildings to be constructed in later phases. Tree trenches are also part of the design and will treat runoff from the new street and sidewalk grid. The captured rainwater will be filtered and treated for irrigating a total area of approximately 3.5 acres. MN United is only required to construct a ‘base stormwater management system’ for the 20 acres its redeveloping for their new stadium. The cost for the base stormwater management system is $4.1 million while the cost for a comprehensive system is $5.06 million.

The City of St. Paul is requesting a $416,000 grant from CRWD to help offset the additional cost to build a comprehensive system, which will treat the entire 35-acre site. Sources of revenue for the $416 grant are met Council Stormwater Improvement Grant, CWF East Kittsondale Stormwater Grant, which will cover approximately 75% of the total CRWD grant award, and CRWD’s required matching funds.

Motion 17-239: Approve a $416,000 grant for the City of St. Paul for the Snelling-Midway Stormwater Management System and authorize the Board President and Administrator to execute a grant agreement with the City of Saint Paul subject to the review and approval of the Ramsey County Attorney.

Reider/Texer Unanimously approved

Our Mission is to protect, manage and improve the water resources of Capitol Region Watershed District

VI.

Unfinished Business A) Building Plan Update (Doneux/Eleria)

Administrator Doneux reviewed design development is nearing completion. A design development cost estimate was provided by MSR in mid-October. The final design phase, construction documents will commence in late November.

Ms. Eleria reviewed the financing. Administrator Doneux and Ms. Eleria have met with financial advisor Ellers.

A bonding schedule has been outlined to include Board action on December 6, 2017 for authorizing the pre-sale of the bonds. The Board would award the bonds on January 17, 2018 with closing and wiring of the funds to CRWD in early to mid-February 2018.

Administrator Doneux reviewed that only two firms submitted proposals for the Construction Manager At Risk.

The design team, staff and President Collins and Manager Texer will review and interview the two firms for recommendation by the November 15th goal.

Information was provided for an update and requested direction from board. Manager Jones left the meeting early. President Collins requested that Manager Jones be in attendance to share his thoughts.

B) Water Reuse Report Update (Doneux) Administrator Doneux reviewed a letter to Environmental Department of Health. The letter was in response to the 2017 Report of the Interagency Workgroup on Water Reuse. Board Managers felt the letter was well written and shared their support.

C) MAWD Resolution Update (Doneux) Managers Texer and Reider serve on the MAWD resolution Committee. Manager Texer shared that Ray Bohn does not perceive the need for legislation discussion on State Watershed Program Coordination and Integration with Local Watershed Implementation. President Collins concludes the resolution needs to be addressed for resolution. Two state programs operating are both operating with Clean Water Legacy money. No action was made, information shared.

At the November 15, 2017 meeting, managers will be voting on MAWD delegates.

VII.

General Information

Administrator Doneux shared that the Master Water Stewards projects were displayed in the hall. Managers were encouraged to review the project displays.

CRWD did not sponsor the Fresh Water Society presentation this year. The Fresh Water Society was able to find other sponsors. Administrator Doneux encouraged the Managers to attend the lecture that will be held on November 14, 2017 at 7:00. The topic will be “The Lake Effect: Protecting water through innovation collaboration�. The speaker will be Kathy Lake, Pollution prevention Manager for the Madison metropolitan Sewerage District.

VIII. A)

Next Meetings

Wednesday, November 8, CAC Meeting, Manager Reider will attend Our Mission is to protect, manage and improve the water resources of Capitol Region Watershed District

B)

Wednesday, November 15, 2017 Board Meeting IX.

Adjournment

Motion 17-240: Adjournment of the November 1, 2017 Regular Board Meeting at 8:06 p.m.

Texer/Redier Unanimously Approved Respectfully submitted, Michelle Sylvander W:\04 Board of Managers\Minutes\2017\November 1, 2017, Board Meeting DRAFT.docx

Our Mission is to protect, manage and improve the water resources of Capitol Region Watershed District

November 15, 2017 Board Meeting V. Action Items – B) Accounts Payable & Budget Update (Sylvander)

DATE: November 8, 2017 TO: CRWD Board of Managers FROM: Michelle Sylvander, Office Manager RE: October 2017 Accounts Payable/Receivable and Administrative/Program Budget Report _________________________________________________________________________________ Background Enclosed are the Accounts Payable/Receivable and the Administrative/Program Budget Reports for the Month of October 2017.

Issues Summary of Accounts Payable/Receivable Report: (Total Expenses)

Accts Payable Accounts Receivable

Summary of Preliminary Budget Report: (October Expenses)

Administrative Budget Program Budget Project Budget Capital Improvement Budget Debt Service TOTAL

$ $ $ $ $ $ $ $

$424,871.64 $ 12,189.40 $ 53,815.58 $123,961.40 $ 21,452.61 $127,876.19 $ 23,828.59 $350,934.37

2017 Operations and CIP Monthly YTD Expenditures to Budget $10,000,000 $9,000,000 $8,000,000 $7,000,000 $6,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 $Jan

Feb

March

Operations Expenditures

April

May

Jun

Operations Budget

July

August

Sept

CIP Expenditures

Oct

Nov

Dec

CIP Budget

Our Mission is to protect, manage and improve the water resources of Capitol Region Watershed District.

Request Action Approve October 2017 Accounts Payable/Receivable and Budget Report, direct Treasurer and Board President to endorse and disperse checks for these payments. enc:

October 2017 Accounts Payable October 2017 Preliminary Budget Report

W:\02 Budget and Finance\Board Memos\Board Memos 2017\BD Memo AP Budget Report 11.15.17.docx

2

Capitol Region Watershed District

Check Register For the Period From November 1, 2017 - November 30, 2017

Date 10/26/17 10/26/17 11/15/17 11/15/17 11/15/17 11/15/17 11/15/17 11/15/17 11/15/17 11/15/17 11/15/17 11/15/17 11/15/17 11/15/17 11/15/17 11/15/17 11/15/17 11/15/17 11/15/17 11/15/17 11/15/17 11/15/17 11/15/17 11/15/17 11/15/17 11/15/17 11/15/17 11/15/17 11/15/17 11/15/17 11/15/17 11/15/17 11/15/17 11/15/17 11/15/17 11/15/17 11/15/17 11/15/17 11/15/17 11/15/17 11/15/17 11/15/17 11/15/17 11/15/17 11/15/17 11/15/17 11/15/17 11/15/17 11/15/17

Payee Inquiry, LLC-VOID Inquiry, LLC - Re-Issue Al's Coffee Applied Ecological Services, Inc. Azon Consulting Barr Engineering Ben Meadows Company Benefit Extras, Inc. C Lanphear Design Cathryn Kennedy Consulting, LTD Christina Kunz Christopher Repinski Comcast Business Comcast Business - VM Cable Comcast Business - VM Cable Computer Revolution Digital River District 6 Planning Council Energy Park Plaza Estate of Shirley Ann Villa Fleet One, LLC Forrest Kelley Fresh Color Press HealthPartners #26427 Inquiry, LLC JeDunn Construction John Mathern Judith Guidarelli Kenneth Damman Lower Phalen Creek Marco - Minolta Menards MetLife MN Pollution Control Agency MSC Industrial Supply MSR Nelson Cheese & Deli Outdoor Lab Peggy Thomas Pioneer Press Prairie Restorations, Inc. Ramsey Conservation District Ramsey County-Attorney Redpath & Company, Ltd. Rondo Community Land Trust SRF Consulting, Inc. St. Paul Regional Water Services Staples Business Advantage Syscon, Inc.

Amount ($1,635.00) 1,635.00 20.00 1,655.75 3,000.00 10,166.68 155.94 84.75 85.00 212.50 200.00 200.00 319.31 262.53 130.63 1,729.50 4,353.00 1,000.00 8,550.07 517.50 186.82 800.00 425.35 18,067.67 32.84 3,860.00 500.00 2,110.45 646.25 13,500.00 710.91 4.29 535.92 23,828.59 53.27 61,441.38 147.36 2,994.50 200.00 1,160.20 21,521.00 20,715.50 7,947.50 3,005.65 17,325.00 7,661.49 90.51 466.07 750.00

Check Total

Check # Description

($1,635.00) 18470V Oral History 1,635.00 18510 Oral History 20.00 18511 Oasis Filter 1,655.75 18512 Professional Services 3,000.00 18513 Final Phase 10,166.68 18514 October Engineering Expense 155.94 18515 Supplies 84.75 18516 Employee Benefits 85.00 18517 Design Work 212.50 18518 Professional Services 200.00 18519 Tuition Reimbursement 200.00 18520 Tuition Reimbursement 319.31 18521 Phone Service 262.53 18522 Business Internet 130.63 18523 Phone & Cable 1,729.50 18524 Manager Services 4,353.00 18525 Adobe Subscription 1,000.00 18526 Native Garden 8,550.07 18527 Office Rent 517.50 18528 Well-Sealing CostShare 186.82 18529 Fuel for Vehicles 800.00 18530 Office Cleaning 425.35 18531 BMP Inspection Postcard 18,067.67 18532 Employee Benefits 32.84 18533 Accessory Kit for Recorder 3,860.00 18534 Joist Cord Samples 500.00 18535 Surety Return 2,110.45 18536 Raingarden Reimbursement 646.25 18537 Well-Sealing CostShare 13,500.00 18538 Grant Reimbursement 710.91 18539 Copier Contract 4.29 18540 Supplies 535.92 18541 Employee Benefits 23,828.59 18542 Clean Water Partnership Loan 53.27 18543 Supplies 61,441.38 18544 Office Design 147.36 18545 Lunches/Workshops 2,994.50 18546 Landscape Maintenance 200.00 18547 Tuition Reimbursement 1,160.20 18548 Legal Notices 21,521.00 18549 Pierce Butler 20,715.50 18550 Design Services 7,947.50 18551 Legal Expense 3,005.65 18552 October Accounting/Payroll 17,325.00 18553 Grant Reimbursement 7,661.49 18554 Feasibility Study 90.51 18555 Water Services 466.07 18556 Office Supplies 750.00 18557 Sage Support

Page 1 of 2

Capitol Region Watershed District

Check Register For the Period From November 1, 2017 - November 30, 2017

Date 11/15/17 11/15/17 11/15/17 11/15/17 11/15/17 11/15/17 11/15/17 11/15/17 11/15/17 11/15/17 11/15/17 11/15/17 11/15/17 11/15/17 11/15/17 11/15/17 11/15/17 11/15/17

Payee Tierney Brothers, Inc. Tyco Simplex Grinnell United Properties Development, LLC Verizon Wireless Viking Industrical Center Wallis Ann Jondal Walters Waste Management Wenck Associates Wilder Square, Inc. Wright Hennepin Coop.

Xcel Energy Xcel Energy Xcel Energy Xcel Energy Xcel Energy Xcel Energy US Bank

October A/P: October Payroll/Benefits OCTOBER TOTAL:

Amount

Check Total

62.40 269.00 55,500.00 312.53 373.98 625.00 31.92 46.98 16,096.53 12,872.67 30.15 36.01 34.86 33.18 475.44 549.00 193.34 5,708.20

62.40 269.00 55,500.00 312.53 373.98 625.00 31.92 46.98 16,096.53 12,872.67 30.15 36.01 34.86 33.18 475.44 549.00 193.34 5,708.20

$336,582.87

$336,582.87

$88,288.77

$88,288.77

$424,871.64

$424,871.64

Check # Description 18558 18559 18560 18561 18562 18563 18564 18565 18566 18567 18568 18569 18570 18571 18572 18573 18574 18575

Posted Printing/Presentation Extinguisher/Exit Light Test Surety Return iPad Wireless Service Supplies/Gas Cylinder Well-Sealing CostShare Recycling Service Trash Service October Engineering Expense Grant Reimbursement Security System Electrical Service Electrical Service Gas Service Gas & Electrical Service Electrical Service Electrical Service Monthly Credit Card

APPROVED FOR PAYMENT:

11/15/2017

OCTOBER, 2017 RECEIPTS Transfer Road Storage Regions Hospital Masterwater Stewards Great River School 4M Fund 4M Fund OCTOBER RECEIPTS:

$2,000.00 500.00 400.00 3,600.00 2,881.13 2,808.27 $12,189.40

Page 2 of 2

Permit Fee Permit Fee Maswerwater Stewards Income Surety - 17013 September Interest October Interest

CAPITOL REGION WATERSHE DISTRICT JOB COST RECAP FOR THE PERIOD OCT 1, 2017 - OCT 31, 2017 2017 ANNUAL BUDGET 670,120.00 0.00 0.00 0.00 0.00 (337,700.00) $332,420.00 222,882.00 7,160.00 308,720.00 503,840.00 574,340.00 425,990.00 40,540.00 79,840.00 35,250.00 31,370.00 $2,229,932.00 114,818.00 8,000.00 258,710.00 94,750.00 224,910.00 24,850.00 149,340.00 $875,378.00 $3,437,730.00 27,240.00 151,730.00 101,600.00 120,690.00 1,006,100.00 85,350.00 620,280.00 969,273.00 5,531,000.00 $8,613,263.00 368,918.00 $368,918.00

CURRENT MONTH EXPENDITURES 47,792.48 646.35 306.90 3,402.01 1,667.84 $53,815.58 1,805.40 23,619.08 63,126.36 24,203.48 10,502.66 95.93 146.52 39.15 422.82 $123,961.40 3,145.90 1,437.62 9,270.41 458.31 7,140.37 $21,452.61 $199,229.59 156.61 8,334.83 2,086.41 0.00 307.40 3,437.72 34,740.79 78,812.43 $127,876.19 $23,828.59 $23,828.59

TOTAL ALL FUNDS:

$12,419,911.00

$350,934.37

$6,064,950.32

$6,354,960.68

48.83%

TOTAL FUND BALANCE:

Fund Balance @ 12/31/16 1,912,724.98 3,377,758.66 80,792.59 $5,371,276.23

2017 Fund Transfers $0.00

Year-to-Date Revenue 1,757,888.88 720,749.83 189,297.28 $2,667,935.99

Year-to-Date Expenditures $2,357,970.25 3,353,979.13 353,000.94 $6,064,950.32

Fund Balance @ 10/31/17 1,312,643.61 744,529.36 (82,911.07) 1,974,261.90

JOB COST #/NAME 16970 - General Administration 16 17970 - General Administration 17 17975 - Aldine Operating Expense 17976 - Thomas Operating Expense 17980 - Diversity Plan 17985 - CRWD History Study 00000 - Administration Allocation TOTAL GENERAL ADMINISTRATION: 200 - Administration 201 - Groundwater 207 - Rulemaking/Rule Revisions 208 - Permitting 210 - Stewardship Grants 211 - Monitoring & Data Collection 220 - Education & Outreach 225 - Technical Resources & Information Sharing 228 - Future Trends: Research and Positioning 230 - Geographic Informatin Systems (GIS) 240 - Safety Program TOTAL PROGRAMS: 300 - Administration 301 - Shoreline & Streambank Maintenance 305 - Como Lake Subwatershed 310 - Lake McCarron's Subwatershed 313 - Loeb Lake Subwatershed 315 - Trout Brook Subwatershed 317 - Crosby Lake Subwatershed 325 - Wetland, Stream & Ecosystem Restoration 330 - Mississippi River Subwatershed 370 - Watershed Plan Audit TOTAL PROJECTS: TOTAL OPERATING FUND: 401 - Shoreline & Streambank Restoration 405 - Como Lake BMP's 410 - Lake McCarron's BMP's 413 - Loeb Lake BMP's 415 - Trout Brook BMP's 417 - Crosby Lake BMP's 425 - Wetland, Stream & Ecosystem Restoration 430 - Mississippi River Subwatersheds BMP's 440 - Special Projects & Grants 450 - Future Trents: Implementation TOTAL CAPITAL IMPROVEMENT: 15104 - Debt & Loan Service 15 TOTAL DEBT SERVICES:

FUND BALANCES Operations Capital Improvement Debt Service

YEAR-TO-DATE BALANCE OF BUDGET EXPENDITURES REMAINING 10,664.71 (10,664.71) 537,088.85 133,031.15 46,598.66 (46,598.66) 21,406.38 (21,406.38) 16,868.39 (16,868.39) 3,463.72 (3,463.72) (337,700.00) $636,090.71 ($303,670.71) 222,882.00 5,726.91 1,433.09 323,804.05 (15,084.05) 268,575.91 235,264.09 360,889.01 213,450.99 189,467.03 236,522.97 16,648.48 23,891.52 34,237.18 45,602.82 5,656.26 29,593.74 15,122.70 16,247.30 $1,220,127.53 $1,009,804.47 114,818.00 47.49 7,952.51 239,037.53 19,672.47 16,327.43 78,422.57 92,310.82 132,599.18 70,458.21 (45,608.21) 83,570.53 65,769.47 $501,752.01 $373,625.99 $2,357,970.25 $1,079,759.75 49.16 27,190.84 22,379.80 129,350.20 77,742.07 23,857.93 74,474.56 46,215.44 978,827.43 27,272.57 3,657.80 81,692.20 52,647.79 567,632.21 475,677.74 493,595.26 1,668,522.78 3,862,477.22 $3,353,979.13 $5,259,283.87 $353,000.94 15,917.06 $353,000.94 $15,917.06

% OF BUDGET EXPENDED --80.15% --------0.00% 191.35% 0.00% 79.98% --104.89% 53.31% 62.84% 44.48% 41.07% 42.88% 16.05% 48.21% 54.72% 0.00% 0.59% 92.40% 17.23% --41.04% 283.53% --55.96% --57.32% 68.59% 0.18% 14.75% 76.52% 61.71% 97.29% --4.29% 8.49% 49.08% 30.17% 38.94% 95.69% 95.69%

CAPITOL REGION WATERSHE DISTRICT JOB COST DETAIL FOR THE PERIOD OCT 1, 2017 - OCT 31, 2017 2017 ANNUAL BUDGET 16970 - General Administration 17970 - General Administration 670,120.00 17975 - Aldine Operating Expense 17976 - Thomas Operating Expense 17980 - Diversity Plan 17985 - CRWD History Study 10000 - Administration Allocation (337,700.00) TOTAL GENERAL ADMINISTRATION: $332,420.00 20000 - Administration Allocation 222,882.00 16000 - District Permit Program 17000 - District Permit Program 150,870.00 17101 - Permit Tracking & Database Management 16102 - Construction Inspection 17102 - Construction Inspection 135,900.00 17103 - Permit Closure & Post Construction Inspection/Maintenance 21,950.00 --------- - Permits 17130 - Groundwater Protection - Well Sealing 7,160.00 16143 - Stewardship Grants 17143 - Stewardship Grants 313,830.00 16144 - Partner Grants 17144 - Partner Grants 113,810.00 16145 - Inspiring Communities Program 17145 - Inspiring Communities Program 17,440.00 16146 - RSVP Rain Garden 16 17146 - RSVP Rain Garden Projects 26,130.00 16147 - TWP Blvd. Rain Gardens 17147 - TWP Blvd. Rain Gardens 32,630.00 13200 - Baseline Monitoring & Data Collection 16200 - Baseline Monitoring & Data Collection 17200 - Baseline Monitor & Data Collection 273,240.00 16205 - Lake Monitoring & Data Collection 17205 - Lake Monitoring & Data Collection 66,020.00 16210 - Villa Park Monitoring 16 17210 - Villa Park Monitoring & Data Collection 36,500.00 16215 - Wetland Bio Monitor 0.00 17215 - Wetland Bio-Monitoring 12,900.00 17220 - Long -Term Monitoring Database Development 12,030.00 17221 - Data Analysis & Reporting Tool 74,700.00 17225 - Remote Data Access & Set-Up 18,020.00 16230 - BMP Monitoring 17230 - BMP Monitoring 71,430.00 15231 - AHUG Exfiltration Monitoring 9,500.00 17232 - Midway Office WH Monitoring 16250 - General Ed & Outreach JOB COST #/NAME

CURRENT MONTH EXPENDITURES 47,792.48 646.35 306.90 3,402.01 1,667.84 $53,815.58 6,315.78 3,431.48 13,871.82 1,805.40 48,457.02 13,822.84 421.15 425.35 14,625.36 5,622.20 195.33 1,656.00 443.78 767.68 379.05 514.08 -

YEAR-TO-DATE BALANCE OF EXPENDITURES BUDGET REMAINING 10,664.71 (10,664.71) 537,088.85 133,031.15 46,598.66 (46,598.66) 21,406.38 (21,406.38) 16,868.39 (16,868.39) 3,463.72 (3,463.72) (337,700.00) $636,090.71 ($303,670.71) 222,882.00 5,512.54 (5,512.54) 95,918.28 54,951.72 1,791.42 (1,791.42) 154.50 (154.50) 1,594.59 134,305.41 12,567.72 9,382.28 206,265.00 (206,265.00) 5,726.91 1,433.09 1,325.09 (1,325.09) 224,475.35 89,354.65 549.32 (549.32) 29,250.92 84,559.08 49.16 (49.16) 7,246.74 10,193.26 318.56 (318.56) 1,972.90 24,157.10 3,387.87 (3,387.87) 32,630.00 24,562.42 (24,562.42) 228,145.04 45,094.96 990.16 (990.16) 29,137.20 36,882.80 1,623.52 (1,623.52) 6,189.90 30,310.10 6,348.00 (6,348.00) 3,668.79 9,231.21 8,907.27 3,122.73 6,516.63 68,183.37 2,311.25 15,708.75 2,520.15 (2,520.15) 16,991.10 54,438.90 6,587.56 2,912.44 16,390.02 (16,390.02) 3,668.46 (3,668.46)

% OF BUDGET EXPENDED --80.15% --------0.00% 191.35% 0.00% --63.58% ----1.17% 57.26% --79.98% --71.53% --25.70% --41.55% --7.55% --0.00% ----83.50% --44.13% --16.96% 28.44% 74.04% 8.72% 12.83% --23.79% 69.34% -----

CAPITOL REGION WATERSHE DISTRICT JOB COST DETAIL FOR THE PERIOD OCT 1, 2017 - OCT 31, 2017

JOB COST #/NAME 17250 - General Ed & Outreach 17255 - Clean Streets Outreach 16260 - Municipal Outreach 17260 - Municipal Outreach 17262 - Youth Outreach 17263 - Media Training 16265 - Sponsorship & Partnerships 17265 - Sponsorship & Partnerships 16268 - Adopt A Drain 17268 - Adopt A Drain 16270 - Website & Social Media 17270 - Website & Social Media 16271 - Master Water Stewards 17271 - Master Water Stewards 17274 - TWP Communications 16275 - Events 17275 - Events 17276 - Strategic Communication Plan 16277 - TWP - Adopt a Drain 17277 - TWP - Adopt a Drain 16278 - TWP Leaf & Litter Clean Ups 17278 - TWP Leaf & Litter Clean Ups 17279 - Social Media 16285 - Awards & Recognition Programs 17285 - Awards & Recognition Programs 17300 - Local & Agency Plan Review & Tech Committee 16303 - BMP Database Maintenance/Updates 17303 - BMP Database Maintenance/Updates 16330 - District Research Program 17330 - District Research Program 17333 - Public Art Program 16336 - Climate Change 15370 - GIS Program Development 16370 - GIS Program Development 17370 - GIS Program Development 17375 - Data Acquisition 17390 - Safety Training 16395 - Safety Updates 17395 - Safety Program Update/Audits 16396 - CSE Equipment 17396 - CSE Equipment

2017 ANNUAL BUDGET 79,130.00 19,830.00 21,410.00 15,360.00 13,640.00 23,460.00 21,810.00 74,880.00 53,630.00 39,180.00 23,740.00 8,400.00 12,900.00 7,150.00 11,470.00 19,610.00 20,930.00 54,500.00 25,340.00 0.00 0.00 24,750.00 10,500.00 7,970.00 9,540.00 13,860.00 TOTAL PROGRAMS: $2,229,932.00

CURRENT MONTH EXPENDITURES 4,630.91 135.87 257.12 220.40 365.69 1,239.86 3,045.34 75.00 151.86 135.87 142.56 102.18 95.93 146.52 39.15 48.84 373.98 $123,961.40

YEAR-TO-DATE BALANCE OF EXPENDITURES BUDGET REMAINING 75,997.71 3,132.29 6,413.50 13,416.50 75.00 (75.00) 6,859.75 14,550.25 3,339.78 12,020.22 13,640.00 15,090.01 (15,090.01) 12,224.01 11,235.99 150.01 (150.01) 12,390.02 9,419.98 478.50 (478.50) 6,646.02 68,233.98 30.04 (30.04) 29,676.84 23,953.16 413.75 (413.75) 90.89 (90.89) 8,472.34 30,707.66 23,740.00 718.41 (718.41) 8,400.00 1,562.13 (1,562.13) 12,900.00 1,614.48 5,535.52 1,530.82 (1,530.82) 2,024.56 9,445.44 2,449.07 17,160.93 2,344.75 (2,344.75) 11,854.66 9,075.34 344.76 (344.76) 31,511.38 22,988.62 1,838.37 23,501.63 542.67 (542.67) 117.46 (117.46) 49.16 (49.16) 5,489.64 19,260.36 10,500.00 4,960.35 3,009.65 514.42 (514.42) 6,979.06 2,560.94 159.98 (159.98) 2,508.89 11,351.11 1,220,127.53 $1,009,804.47

% OF BUDGET EXPENDED 96.04% 32.34% --32.04% 21.74% 0.00% --52.11% --56.81% --8.88% --55.34% ----21.62% 0.00% --0.00% --0.00% 22.58% --17.65% 12.49% --56.64% --57.82% 7.25% ------22.18% 0.00% 62.24% --73.16% --18.10% 54.72%

CAPITOL REGION WATERSHE DISTRICT JOB COST DETAIL FOR THE PERIOD OCT 1, 2017 - OCT 31, 2017

JOB COST #/NAME 30000 - Administration Allocation 17405 - St. Paul Natural Resources Intern Program 15420 - Como Reg Park Stormwater Plan 16420 - Como Reg Park Stormwater Plan 16421 - Como BMP Maintenance & Inspection 16426 - Como Lake, In-Lake Management Assessment 17421 - Como BMP Maintenance & Inspection 17425 - Curtis Pond Opti RTC O & M 16430 - TWP Como Lake Project Development 17430 - TWP Como Lake Project Development 16432 - TWP Como Lake Project Dev. 17435 - North & East Subwatershed Study 15471 - Aquatic Invasive Mgt Plan 15 16471 - Aquatic Invasive Mgt Plan 15 17470 - AIS Management 17475 - Lake McCarron's Internal Loading Assessment 17476 - Upper Villa Maintenance 16477 - TWP - Lake McCarron's Project Development 17477 - TWP - Lake McCarron's Project Development 14552 - TBI Easement Verification & Documentation 16550 - Inspection & Annual Maintenance 17550 - Inspection & Annual Maintenance 15554 - TBI Hydraulic/Hydrolic Model 17554 - TBI Hydraulic/Hydrolic Model Calibration & Update 17570 - NPDES MS4 Stormwater Program 17575 - Illicit Discharge Detection & Elimination Program 17578 - East Branch Subwatershed Study 14625 - Eustis St. Stormwater Improvement 16631 - Highland Ravine Maintenance 17631 - Highland Ravine Maintenance 16620 - Green Line Redevelopment SSGI Design 17621 - Snelling Midway Redevelopment 15622 - Ford Site Planning 17622 - Ford Site Planning 17624 - CCLRT BMP Maintenance 16660 - TWP Grant Admin 16 TOTAL PROJECTS: TOTAL OPERATING FUND:

2017 ANNUAL BUDGET 114,818.00 8,000.00 47,090.00 99,620.00 38,600.00 7,300.00 16,100.00 50,000.00 18,600.00 10,000.00 33,070.00 16,980.00 16,100.00 41,480.00 101,260.00 39,070.00 5,080.00 13,020.00 25,000.00 24,850.00 17,890.00 29,270.00 63,560.00 38,620.00 $875,378.00 $3,437,730.00

CURRENT MONTH EXPENDITURES 1,042.80 1,266.88 24.42 283.26 528.54 795.98 476.67 164.97 1,749.76 3,757.08 3,714.73 48.84 458.31 47.98 785.97 4,039.69 2,266.73 $21,452.61 $199,229.59

YEAR-TO-DATE BALANCE OF EXPENDITURES BUDGET REMAINING 114,818.00 47.49 7,952.51 43.33 (43.33) 45,375.01 1,714.99 98.32 (98.32) 71,760.85 27,859.15 16,460.89 22,139.11 3,804.66 3,495.34 97,115.17 (97,115.17) 16,100.00 3,694.15 (3,694.15) 685.15 49,314.85 9,589.08 9,010.92 294.35 (294.35) 776.00 9,224.00 33,070.00 3,814.68 13,165.32 1,853.32 (1,853.32) 16,100.00 11,995.89 29,484.11 3,663.05 (3,663.05) 40,301.32 60,958.68 8,106.00 (8,106.00) 24,417.05 14,652.95 2,187.79 2,892.21 1,639.72 11,380.28 25,000.00 24.57 (24.57) 250.10 (250.10) 70,208.11 (45,358.11) 8,264.63 9,625.37 29,330.19 (60.19) 2,660.33 (2,660.33) 26,399.86 37,160.14 16,502.17 22,117.83 388.78 (388.78) 501,752.01 $373,625.99 $2,357,970.25 $1,079,759.75

% OF BUDGET EXPENDED 0.00% 0.59% --96.36% --72.03% 42.64% 52.12% --0.00% --1.37% 51.55% --7.76% 0.00% 22.47% --0.00% 28.92% --39.80% --62.50% 43.07% 12.59% 0.00% ----282.53% 46.20% 100.21% --41.54% 42.73% --57.32% 68.59%

CAPITOL REGION WATERSHE DISTRICT JOB COST DETAIL FOR THE PERIOD OCT 1, 2017 - OCT 31, 2017 2017 ANNUAL BUDGET 16681 - Ravine Stablization Projects 17681 - Ravine Stablization Projects 27,240.00 17705 - TWP Como BMP McMurray 151,730.00 16710 - TWP Como BMP McMurray 16715 - TWP Como Sr. High 12751 - Upper Villa Park Stormwater Improvement Project 1,600.00 16752 - TWP - McCarrons BMP - Parkview 17752 - TWP - McCarrons BMP - Parkview 100,000.00 16720 - Willow Reserve Restoration Project 120,690.00 16815 - TBI Repairs - St. 0+00 - 28+49 1,006,100.00 13852 - Tirllium Site Water Resource 0.00 16853 - Victoria Park Water Features 85,350.00 16881 - Green Line Redevelopment BMP's 535,150.00 15882 - East Kittsondale Retrofit Project 16886 - Lauderdale Subwatershed Stormwater Improvement Projectg 85,130.00 16887 - Midway Stadium 16910 - Special Grants 590,890.00 17910 - Special Grants 16912 - Selby Milton Victoria 17912 - Selby Milton Victoria 1,820.00 16914 - Maryland Payne Pocket Neighborhood 14916 - Central High School 376,563.00 15916 - Upper Villa Park Wetland 15917 - Harambee Elementary 15 16917 - Swede Hollow Construction 15918 - Midway Stadium Redevelop.

15919 - Swede Hollow Final Design 15920 - Rondo Education Complex 14922 - Model Cities - Brownstone 17925 - Highland Park Sr. High 17926 - Adams Spanish Immersion 17928 - Jimmy Lee Play Area 17929 - Wilder Square Condo 16950 - New Office Facility 17950 - New Office Facility 5,531,000.00 TOTAL CAPITAL IMPROVEMENT: $8,613,263.00 17001 - Debt & Loan Service 368,918.00 TOTAL DEBT SERVICES: $368,918.00 JOB COST #/NAME

TOTAL ALL FUNDS:

$12,419,911.00

CURRENT MONTH EXPENDITURES 156.61 8,334.83 2,086.41 307.40 3,437.72 3,936.26 17,383.73 548.13 12,872.67 78,812.43 $127,876.19 23,828.59 $23,828.59 $350,934.37

YEAR-TO-DATE BALANCE OF EXPENDITURES BUDGET REMAINING 49.16 (49.16) 27,240.00 151,730.00 75.57 (75.57) 22,304.23 (22,304.23) 51,236.96 (49,636.96) 26,505.11 (26,505.11) 100,000.00 74,474.56 46,215.44 978,827.43 27,272.57 123.16 (123.16) 3,534.64 81,815.36 49.16 535,100.84 75.57 (75.57) 52,028.06 33,101.94 495.00 (495.00) 3,815.93 587,074.07 35,152.69 (35,152.69) 17,538.96 (17,538.96) 1,820.00 28,246.60 (28,246.60) 376,067.37 495.63 116.04 (116.04) 313.20 (313.20) 195.76 (195.76) 94.46 (94.46) 84.01 (84.01) 156.60 (156.60) 350.94 (350.94) 173.45 (173.45) 37.50 (37.50) 113.31 (113.31) 13,220.92 (13,220.92) 1,668,522.78 (1,668,522.78) 5,531,000.00 $3,353,979.13 $5,259,283.87 353,000.94 15,917.06 $353,000.94 $15,917.06 $6,064,950.32

$6,354,960.68

% OF BUDGET EXPENDED --0.00% 0.00% ----3202.31% --0.00% 61.71% 97.29% --4.14% 0.01% --61.12% --0.65% ----0.00% --99.87% ----------------------0.00% 38.94% 95.69% 95.69% 48.83%

CAPITOL REGION WATERSHED DISTRICT PERMITS FOR THE PERIOD OCT 1, 2017 - OCT 31, 2017 PERMIT NUMBER 7008 8003 8005 9003 9009 9010 9027 9030 10002 10015 10023 10027 10029 11011 11013 11016 11017 11019 11029 11030 12004 12017 12019 12023 12028 13005 13010 13012 13022 13025 13030 14003 14005 14012 14017 14018 14022 14023 14025 14026 14027 14029 14031 14033 14035

PERMIT NAME Hubbard-Griggs RSVP Seventh-Bay Rice Street McDonalds Cretin-Goodrich Victoria Street Waldorf School Frogtown Square TH 94 TH 36 & Rice Interchange Wilder Foundation Beacon Bluff Parcel 6 Lafayette Bridge I94 & 280 Obama Elementary Beacon Bluff Parcel 2 Oxford Community Center Hmongtown Market Fed Ex Schmidt Brewery Prior-Goodrich Wheelock Bridge Cayuga Como GC Pond Ford Site Demo Madison-Benson St. Albans Park Ramsey Hill Xcel Gas Line MSU Parking Ramp Vandalia Redevelopment Western U Plaza State Trunk Highway 5 Resurface Hazelden Redevelopment Lower Villa Park Improvement St. Paul Academy Frogtown Farms Victoria Park Stormwater McCarron's Pond E 7th Mississippi Market Pleasant Ridge HealthPartners MOB St Agnes School Seven Corners Iron Workers Union Hall Ford Parkway

PERMIT FEE 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CURRENT MONTH EXPENDITURES 17.64 8.82 435.29 370.80 17.64 61.20 276.86 35.29 59.82 297.26 577.47 -

YEAR-TO-DATE EXPENDITURES 638.40 477.80 86.67 329.00 35.28 70.04 3,182.89 8.82 675.29 17.64 8.82 584.36 8.82 17.64 563.99 17.64 35.17 486.80 1,155.64 449.50 35.29 3,563.78 6.00 3,877.07 480.90 35.29 763.55 123.18 1,016.74 287.29 1,916.16 912.02 35.29 35.29 105.86 3,726.71 3,298.20 17.64 26.30 6,897.03 61.75 17.53 1,602.48 316.90 475.60

BALANCE OF PERMIT REMAINING (638.40) (477.80) (86.67) (329.00) (35.28) (70.04) (3,182.89) (8.82) (675.29) (17.64) (8.82) (584.36) (8.82) (17.64) (563.99) (17.64) (35.17) (486.80) (1,155.64) (449.50) (35.29) (3,563.78) (6.00) (3,877.07) (480.90) (35.29) (763.55) (123.18) (1,016.74) (287.29) (1,916.16) (912.02) (35.29) (35.29) (105.86) (3,726.71) (3,298.20) (17.64) (26.30) (6,897.03) (61.75) (17.53) (1,602.48) (316.90) (475.60)

% OF PERMIT EXPENDED 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

CAPITOL REGION WATERSHED DISTRICT PERMITS FOR THE PERIOD OCT 1, 2017 - OCT 31, 2017 PERMIT NUMBER 14036 14039 14040 14041 15002 15003 15004 15005 15006 15007 15010 15013 15017 15018 15022 15023 15025 15026 15029 15030 15031 15032 15033 15034 15036 15037 15038 15039 15040 15041 16002 16003 16004 16005 16006 16007 16008 16009 16010 16011 16012 16013 16014 16015

PERMIT NAME Palace Community Center Randolph Avenue Snelling Avenue Higher Ground 2700 University A-Line BRT McDonough 12-Plex Murray Middle School Scel Gas Phase II Ramsey County Building Demo Como Chatsworth Jamestown Homes Kellogg Blvd. Bridge Highland's Assisted Living The Good Acre Villa Park N. Wetland Restoration Stewart Street Victoria Park Apt. Phase II Midway Office Warehouse Farrington Estates Met Council Sanitary Realignment Victoria Park East Trail MacQueen Equipment TH 94 & West 7th Regions Ambulance Canopy MNDot Ped Bridges Highland Mixed Use Permit Sunrise Banks Office Building Luther Seminary Raymond Ave. Phase 3 Triangle Lot St. Paul College Health/Science Xcel Pipeline 2016 Como-Chatsworth Phase II Larpenteur Avenue Trail Community School of Excellence Keg & Case Market Jackson Street Wheelock Parkway McMurray Field St. Paul Police Facility Maryland Bridge 35E Landscaping Como Transportation II

PERMIT FEE 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CURRENT MONTH EXPENDITURES 215.50 322.51 606.46 35.29 8.82 35.29 52.92 561.38 322.35 70.58 35.29 119.53 20.39 322.51 35.29 367.59 17.64 17.64

YEAR-TO-DATE EXPENDITURES 52.93 1,258.23 630.18 1,175.43 35.07 43.33 52.96 773.13 52.92 3,373.56 410.47 9,014.77 35.07 518.20 105.42 6.00 35.12 702.21 52.82 639.51 61.59 2,252.86 324.51 6,849.94 2,450.46 61.59 6,726.76 3,109.20 35.29 2,501.26 32.58 6,093.64 2,049.06 320.00 764.39 2,823.42 2,561.85 8,690.71 864.55 2,777.94 7,184.10 105.06 24.46 1,062.37

BALANCE OF PERMIT REMAINING (52.93) (1,258.23) (630.18) (1,175.43) (35.07) (43.33) (52.96) (773.13) (52.92) (3,373.56) (410.47) (9,014.77) (35.07) (518.20) (105.42) (6.00) (35.12) (702.21) (52.82) (639.51) (61.59) (2,252.86) (324.51) (6,849.94) (2,450.46) (61.59) (6,726.76) (3,109.20) (35.29) (2,501.26) (32.58) (6,093.64) (2,049.06) (320.00) (764.39) (2,823.42) (2,561.85) (8,690.71) (864.55) (2,777.94) (7,184.10) (105.06) (24.46) (1,062.37)

% OF PERMIT EXPENDED 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

CAPITOL REGION WATERSHED DISTRICT PERMITS FOR THE PERIOD OCT 1, 2017 - OCT 31, 2017 PERMIT NUMBER 16016 16017 16018 16019 16020 16021 16022 16023 16024 16025 16026 16027 16028 16029 16030 16031 16032 16033 16099 17001 17002 17003 17004 17005 17006 17007 17008 17009 17010 17011 17012 17013 17014 17015 17016 17017 17018 17019 17020 17021 17022

PERMIT NAME

PERMIT FEE

Willow Reserve Habitat of Hum. Rivoli Redevelopment 601 Prior Demo Roselawn Cemetary Dorothy Day Place 2300 Territorial Apartments 901 Burke Avenue Linwood Lower School Hmong Academy Expansion Snelling Midway St. Anthony Park Elementary River East School Adams School Boaters Outlet Willow Reserve No-Loss Como Avenue 2017 SPJCC Addition Campus Expansion Permitting SOP Horace Mann Elementary Highland Park Elementary Como Park Sr. High School St. Thomas Stadium & Field Ford Parkway Bridge Erosion Snelling Multi-Familyh Joy of the People Field Improvement SPA Expansion Jackson Street Reconstruction Swede Hollow BNSF Kittson St. Drainage Nova Academy School Great River Schools Residence Inn Grand Avenue Wheelock Dale Victoria Smith Avenue Bridge Dickerman Park Exchange Street Apartments MN United Stadium Hauling Transfer Road Storage Macalaster Theater Building Regions Birth Center TOTAL PERMITS:

CURRENT MONTH EXPENDITURES

YEAR-TO-DATE EXPENDITURES

BALANCE OF PERMIT REMAINING

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

8.82 636.78 40.83 28.53 32.67 20.39 68.87 2,483.37 36.74 65.35 28.53 715.97 40.81 703.36 36.74 926.94 44.83 36.74 35.29 20.39 48.97 28.58 20.39 28.53 61.22 69.30 738.21 12.89 285.60 61.20 1,179.91

2,079.69 7,247.58 52.95 1,051.02 1,352.71 231.84 123.54 181.92 1,342.64 12,831.67 796.15 2,565.53 2,570.58 2,145.69 130.00 610.44 2,330.13 2,664.16 520.00 9,039.66 3,032.87 4,262.57 4,216.49 1,127.23 1,048.16 815.86 1,785.30 755.09 1,572.98 570.20 797.55 1,692.53 2,214.70 2,784.71 1,775.98 3,034.98 4,323.86 98.64 1,547.61 580.90 1,179.91

(2,079.69) (7,247.58) (52.95) (1,051.02) (1,352.71) (231.84) (123.54) (181.92) (1,342.64) (12,831.67) (796.15) (2,565.53) (2,570.58) (2,145.69) (130.00) (610.44) (2,330.13) (2,664.16) (520.00) (9,039.66) (3,032.87) (4,262.57) (4,216.49) (1,127.23) (1,048.16) (815.86) (1,785.30) (755.09) (1,572.98) (570.20) (797.55) (1,692.53) (2,214.70) (2,784.71) (1,775.98) (3,034.98) (4,323.86) (98.64) (1,547.61) (580.90) (1,179.91)

$0.00

13,871.82

206,265.00

($204,627.81)

% OF PERMIT EXPENDED 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

November 15, 2017 V. Action Items C. Appoint Delegates for the MAWD Annual Meeting (Doneux)

DATE: TO: FROM: RE:

November 9, 2017 CRWD Board of Managers Mark Doneux, Administrator Appoint Delegates for the MAWD Annual Meeting

Background Each year watershed districts are asked to appoint and certify two delegates and one alternate for the Minnesota Association of Watershed District (MAWD) annual meeting. A mailing was sent recently to all Board Members for the Annual Meeting and Trade Show and is enclosed with this memo.

Issues Two Board Members must be appointed delegates and one alternate for the Annual Meeting Action Requested Appoint two Managers and alternate as delegates to the MAWD Annual Meeting. enc:

Minnesota Association of Watershed Districts, Inc. Annual Meeting Packet

W:\08 Orgs-Cities-Agencies\MAWD\MAWD 2017 Annual Conference\Bd Memo Appoint MAWD Delegates 11-9-17.docx

Our Mission is to protect, manage and improve the water resources of Capitol Region Watershed District.

Minnesota Association

of Watershed Districts Land andWater Shall be Presemed

540 Dfflev Road St. Paul, MN55123

Phone: 651-452-8506 Fax: 651-686-8679

www. mnwatershed. org E-mail : raybohnmga@ao1.com

Minnesota Association of Watershed Districts 2017 ANNUAL MEETING & TRADE SHOW Nov. 30-Dec2,2017 Arrowwood Conference Center

Alexandria, MN Watershed District Member Material This packet of information is being sent to each watershed district office. Please distribute appropriate copies to your munagers. If you have any questions, please contact Ray Bohn at 651-452-8506. Electronic versions of this notice will also be sent out to all watershed district offices.

This packet includes:

* Legal notice of the Annual Meeting * Preliminary Meeting Agenda with proposed resolution with from the MAWD Resolutions Committee Recommendations and proposed bylaws amendment with recommendations from the MAWD Bylaws Committee * Certificate of Membership; Voting Delegates {< Minutes of the 2016 Annual Meeting and June 2l,2Ol7 Special Meeting Please complete all necessary forms and return them to the Minnesota Association of Watershed Districts. 540 Diffley Road. St. Paul" MN 55123 b), November 21. 2017.

Thank you!

Minnesota Association

of Watershed Districts Land andWater Shall be Presemed

540 Dffley Road

St. Paul, MN55123

Phone: 651-452-8506 Fax: 651-686-4679

www. mnwatershed. org E-mail : raybohnmga@aol.com

Oct 30,2017

Minnesota Association of Watershed Districts, Inc. Notice of Annual Meeting of Members Nov.30 *Dec2,2017 NOTICE lS HEREBY GIVEN that the 201-7 Annual Meeting of the Minnesota Association of Watershed Districts, lnc. will be held at the Arrowwood Conference Center, Alexandria, MN, beginning at 9:00 a.m. on Friday, December L,2077 for the following purposes:

t.

2.

3.

4.

5.

6.

To receive and accept the reports of the President, Secretary, and Treasurer regarding the business of the Association of the past year; To receive the report of the auditor; To elect three directors from each region for terms ending in 2O2O, and one director from Region I with term ending in 2018, and one director from Region lll with term ending in 2019.

To consider and act upon proposed resolutions.

To consider and act upon proposed bylaws.

To take action upon any other business that may properly come before the meeting.

The business meeting of the Association will begin at 9:00 a.m., Friday, December 'J,,2017. A preliminary agenda for the meeting is enclosed.

Sincerely,

Barb Haake Secretary

Minnesota Association of Watershed Districts, lnc.

20L7 Certificate of Membership & Delegate Appointment Form

Watershed District hereby certifies that it a watershed district duly established and in good standing pursuant to Minnesota Statutes 103D, and that it is a regular

member of the Minnesota Association of Watershed Districts, lnc. for the year 20L7.

Watershed District herby further certifies that the names of its two official delegates to the Association are and

and the name of the alternate delegate is all of whom are managers in good standing of the

Watershed District.

Dated:

Watershed District By:

Minnesota Association

of Watershed Districts Land antl Wuter Shall be Preserved

540 Dffiev Road St. Paul, MN55123

Phone: 651-452-85Ot) Fax: 651-686-8679

www. mnwatershed. org E-mail : raybohnmga@ao1.com

Act.30,2OL7

tffiTilt:".hair, MAWD Byraws co^^ittee($ MAWD Bylaws amendments as proposed by Prior Lakes Spring Lake Watershed District and the Lower Minnesota River Watershed District for membership action at the 2017 MAWD Annual Meeting & Trade Show as listed below ln addition, the two districts also proposed an amendment to the MAWD Manual of Policy & Procedures (MOPP). Because any amendments to the MOPP must be considered by the Board of Directors, that proposed amendment, entitled "MAWD's Dues Structure" was forwarded to the MAWD Board for their consideration.

These proposed bylaw amendments have been reviewed by the MAWD Bylaws Committee and provided recommendations on the proposed bylaw amendment to the MAWD Board and membership as outlined in this document. The MAWD Board will review these proposed bylaw amendments and Bylaws Committee recommendations at the Board meeting on Thursday, Nov 30th at its regularly scheduled meeting and may or may not make further Board recommendations as well.

7, Bylaws change: MAWD Boord Composition Based Upon Dues

Article lV. Board of Directors 4.2) Directors to be Elected bv Resions. For the purpose of the Board of Directors, the State of Minnesota is divided into three regions; th+ee-thg_ngnbglAf Directors-shall be elected from each region with staggered three-year terms, and the numbers of Directors elected shall be based upon the proportion of dues the Region pavs to MAWD.-Members from each region shall elect one director for a three-year term at the Annual Meeting of the Association. No Watershed District shall have more than one Manager elected to be a Director on the Board of Directors of the Corporation. Regional caucuses shall elect a chairman and Recording Secretary from its delegates for the purpose of its election procedure and report the election results to the Convention at a designated time.

Committee Recommendation: All watershed districts and regions should be treated equally regardless of the total amount of their dues to MAWD. lt is imperative that all watershed districts have had an equal and fair hearing in the development of statewide water management policy. lf they do not, it will quickly lead to the

Page 2

disintegration of MAWD as a statewide organization. Committee recommends this bylaw be discussed by full membership and further recommends that the proposed amendment not be accepted by our members for the reasons stated above.

2. Bylaws change: Term Limits for MAWD Boord Members

Article lV. Board of Directors 4.4) Number, Qualification and Term of Office. The number of directors constituting the board shall be nine. Each director elected at the annual meeting shall be elected for a three-year term, and mav, upon re-election. succeed himself/herself for two successive terms. Directors shall be on the board of a watershed member in good standing of this corporation.

Committee Recommendation: Regardless of the number of years served on the MAWD BOD, board members are "limited" by their region's vote at MAWD's Annual Meeting. Regional members can already limit MAWD board member's term when the term is up for election at the Annual Meeting. MAWD has experienced some difficulty filling the Region | & ll director positions over the years. Committee recommends forwarding to the full membership for discussion and action at2077 MAWD Annual Meeting.

3. Bylaws change: MAWD Board Composition to lnclude Administrotors

Article lV. Board of Directors 4.4) Number, Qualification and Term of Office. The number of directors constituting the board shall be nine. Each director elected at the annual meeting shall be elected for a three-year term.

Directors shall be District Administrators or on the board of a watershed member in good standing of this corporation. (Note: MAWD's Articles of lncorporation mav need to be changed to support this bylaw amendment).

Committee Recommendation: Administrators are "employees" of their respective watershed districts. We believe employees should not serve on the MAWD Board. Only the policy decision makers, appointed watershed district managers should serve and vote on policy that the MAWD Board deals with on an ongoing basis. Administrators through their ADA/MAWA president has been invited to attend and participate in the board meetings for over a decade on an ad hoc basis. They have regularly reported on activities administrators were involved in and any other concerns in their report to the board, and have been allowed to express any opinion they may have about any subject during the course of the meetings. The MAWD Board has always welcomed their input. Administrators have their own organization (ADA/MAWA) and we see no need to change the present structure. Committee recommends that this proposed bylaw be discuss by the full membership and further recommends that the proposed amendment not be accepted by our members for the reasons stated above.

Bylaw Amendment #l

2017

MAWD Bylaws Changes Background Information

ProposingDistrict:PriorLake.SpringLakeWatershedDistrict@ Contact Name: Diane Lynch Phone Number:

(da$ 9s2-440-a067 Email Address : dlynch@plslwd.org Resolution Title: MAWD Board Composition Based Upon Dues

Factual points which provide background to, or a basis for, the issue addressed by Resolution:

l. MAIVD's Bylarys. Article lV, 4.3 Direclors to be, Eleqted bv Reeions,

states:

For the purpose of election of the Board of Directors, the State of Minnesota is divided into three

regions; three Directors shall be elected from each region, with staggered three-year terms.

Members from each region shall elect one director for a three-year term at the Annual Meeting of

the Association.

No Watershed District shall have more than one Manager elected to be a director on the Board

of

Directors of the Corporation. Regional caucuses shall elect a Chairman and Recording Secretary from its delegates for the purpose of its election procedure and repo* the election results to the Convention at a designated time.

to MAWD's spreadsheet detailing the dues for 20L8, Region lll will pay approximately 46% ot the dues; Region Il will pay approximately 31% of the dues and Region I will pay 23% of the dues; however, given the current Bylaws, no matter what the financial contribution is, each Region has the same number of members on the Board of Directors.

2. According

Based upon the above facts, what is the proposed solution to the problem discussed above: The number of Board directors should be based upon the Region's financial contribution to MAWD's dues, so if a Region pays approximately 50% if the dues, that Region should be able to appoint Yz of the number of Board Members. Given the curent composition of 9 members, that would mean 4-5 members would represent that Region.

Likely Reaction by the Publie or Other Governmental Units?

We would expect some regions to support it, while others would oppose it.

Manager

introduced the following resolution and moved its adoption: RESOLUTION 17-06

RESOLUTION SUPPORTING MINNESOTA ASSOCIATION OF WATERSHED DISTRICTS (MAWD) BOARD COMPOSITION BASED UPON DUES WHEREAS, the Lower Minnesota River Watershed District (LMRWD) is a special purpose unit of government, established in accordance with Minnesota Statute 1013D; and WHEREAS, the LMRWD is a member of MAWD; and WHEREAS, the current MAWD bylaws indicate that the Board should be comprised of up to three (3) directors from each of the three (3) regions; and WHEREAS, according to MAWD's 2018 spreadsheet, the Metro Region (Region 3) will pay nearly Fifty Percent (50%) of the MAWD dues.

NOW, THEREFORE BE IT RESOLVED, thAt thc LMRWD BOATd Of MANAgETS SUPPOTTS A change in the MAWD Board for representation based upon the percentage of dues calculates annuilly: Region I (z3%)would have2 representatives; Region ll (31%) would have 2-3 representatives and Region lll (46%) would have 4-5 representatives'.

Adopted by the Board of Managers of the LMRWD this 20th day of September,2017

Yvonne Shirk, President ATTEST:

Jesse Hartmann, Vice President

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MAWD Board Composition Based Upon Dues Resolution L7-3Lg

the Prior Lake-Spring Lal<e Watershed District (PLSLWD) is a watershed management organization and political subdivision of the State of Minnesota and is a member of MAWD and WHEREAS,

the current MAWD bylaws indicate that the Board should be comprised up three directors from each region and

WHEREAS,

WHEREAS, according

to MAWD's 2018 spreadsheet, the Metro Region lll will pay nearly 5A% of

the dues

lT RESOLVED that the PLSLWD Board of Managers supports a change in the MAWD Board for representation based upon the percentage of dues calculated annually: Region I (23%) would have 2 representatives; Region ll (31%) would have 2-3 representatives and Region lll (46%\ would have 4-5 representatives.

THEREFORE, BE

The question was on the adoption of the Resolution ancl there follows: Yea

BREITBACH CORRIGAN HENNES SPITZMUELLER

HOWLEY

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N_ay

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Absent

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Upon vote, the chair declared the resolLttion adopted.

Dated: Charlie Howl

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Bylaw Amendm ent #2

2017 MAWD Bylaws Changes Background Information ProposingDistrict:PriorLake-SpringLakeWatershedDishict Contact Name: Diane Lynch Phone Number: (day) 952-440-0067

Email Address: dlynch@plslwd.org Resolution Title: Term Limits for

MA\ilD Board Members

Factual points which provide background to, or a basis for, the issue addressed by Resolution:

L. MAWD's Bylaws, Arliqle lV, 4.4, Number, Qualification and Term of Office, states:

The number of directors constituting the board shall be nine. Each director elected at the annual meeting shall be elected for a three-year term. Directors shall be on the board of a watershed member in good standing of this corporation.

This language is silent on term limits.

Based upon the above facts, what is the proposed solution to the problem discussed above: Board Officers have term limits, but Board Members do not. We suggest staggered terms for Board members and retirement from the Board on a date certain (3, 3-year terms).

Likely Reaction by the Public or Other Governmental Units?

We would expect some regions to support it, while others would oppose it.

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MAWD Board Term Limits Resolution L7-320 the Prior Lal<e-Spring Lal<e Watershed District (PLSLWD) is a'watershed management organization and political subdivision of the State of Minnesota and is a member of MAWD and

WHEREAS,

the current MAWD bylaws indicate that the Boa.rd should ber comprised up three directors from each region and

WHEREAS,

WHEREAS, according

to MAWD's bylaws, members of the Board of Directors do not llave term

Iimits and WHERAS, according

to MAWD's bylaws, Board Officers have term limits

lT RESOLVED that the PLSLWD Board of Managers supports a change irr the MAWD Board that establishes a limit of three consecutive terms for members on the MAWD Board of Directors to ensure there will be new perspectives and fresh ideas to move the organization forward.

THEREFORE, BE

The question was on the adoption of the Resolution and there follows: Yea

Sjv

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y"as and Lin"Yu

Absent.

BREITBACH CORRIGAN H EN

NES

SPITZMUELLER HOWLEY

Upon vote, the chair declared the resolut-ion adopted.

tl tn Dated: '-l 't* Charlie Howley,

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Manager

introduced the following resolution and moved its adoption: RESOLUTION 17-07 RESOLUTION SUPPORTING MINNESOTA ASSOCIATION OF WATERSHED DISTRICTS (MAWD) BOARD TERM LIMITS

WHEREAS, the Lower Minnesota River Watershed District (LMRWD) is a special purpose unit of government, established in accordance with Minnesota Statute 1013D; and WHEREAS, the LMRWD is a member of MAWD; and WHEREAS, the current MAWD bylaws indicate that the Board should be comprised of up to three (3) directors from each of the three (3) regions; and WHEREAS, according to MAWD's bylaws, members of the Board of Directors do not have terms limits.

NOW, THEREFORE BE lT RESOLVED, that the LMRWD Board of Managers supports a change in the MAWD bylaws that establishes a limit of three consecutive terms for members on the MAWD Board of Directors to ensure there will be a new perspectives and fresh ideas to move the organization forward.

Adopted by the Board of Managers of the LMRWD this 20th day of September,2017

Yvonne Shirk, President ATTEST:

Jesse Hartmann, Vice President

Bylaw Amendment #3

2017

MAWD Bylaws Changes Background Information

Proposing District: Prior Lake-Spring Lake Watershed District & Upper Minnesota River WD.

Contact Name: Diane Lynch Phone Number: (day) 952-440-A067

Email Address : dlynch@pl slwd.org Resolution Title: MAWD Board Composition to Include Administrators Factual points which provide background to, or a basis for, the issue addressed by Resolution:

1. MAWD's Bvlaws, Article lV, 4.4, Number, Qualification and Term of Office, states:

The number of directors constituting the board shall be nine. Each director elected at the annual meeting

shall be elected for a three-year term. Directors shall be on the board of a watershed member in good standing of this corporation.

The Board does not include District Administrators.

Based upon the above facts, what is the proposed solution to the problem discussed above:

District Administrators and Board Managers should both be on the MAWD Board to accurately reflect the joint decision-making that occurs in the daily operations of a watershed district. The Administrators and Board Managers could be selected by each Region at the MAWD Annual Regional Meetings. lt would be up to each Region to select up to 1 Administrator and 2 Board Managers or 3 Board Managers.

Likely Reaction by the Public or Other Governmental Units?

We would expect some regions to support it, while others would oppose it.

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MAWD Bylaws Change to lnclude Administrators on the Board Resolution 17-322

the Prior Lake-Sprirrg Lake Water.shecl District (PLSLWD) is a watershed management organization and politicalsubdivisiotr of the State of Mirrnesota and is a nrember of MAWD and

WHEREAS,

WHERIAS, the current MAWD bylaws only allow managers to be on the MAWD Board and WHEREAS, District Administrators are experienced in all aspects of watershed administration and can provide insight on what they need from MAWD

the PLSLWD Board of Managers supports a change in the MAWD Boarclto accurately reflect the joint decision-making that occurs in the daily operations of a watershed district

WHEREAS,

that the PLSLWD Uoard of Managers recommends a change in the bylaws that allows Ltp to 1 Administrator and 2 Board Managers to be selected by each region and the MAWD Annual Regional Meetings.

THEREFORE, BE lT RESOLVED

yeas and The question was on the adoption of the Resolutiorr ancl there wer"e -follows: Yea ". *^-,./ BREITB,ACH

CORRIGAN HENNES SPITZM UELL[R HOWLEY

NBy

Absent

lry , :''::.' ',:',,

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Dated:

owley,

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Upon vole, the chair declared the reso

Charlie

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Manager

introduced the following resolution and moved its adoption: RESOLUTION 17.09

RESOLUTION SUPPORTING MAWD BYLAWS CHANGES TO INCLUDE WATERSHED DISTRICT ADMINISTRATORS ON THE MINNESOTA ASSOCIATION OF WATERSHED DtsTRtcTS (MAWD) BOARD OF DTRECTORS WHEREAS, the Lower Minnesota River Watershed District (LMRWD) is a special purpose unit of government, established in accordance with Minnesota Statute 1013D; and WHEREAS, the LMRWD is a member of MAWD; and WHEREAS, the current MAWD bylaws only allows managers to be on the MAWD Board of Directors; and WHEREAS, Watershed District Administrators are experienced in all aspects of watershed administration and can provide valuable knowledge and a different perspective to the MAWD Board of Directors; and WHEREAS, having watershed district administrators on the MAWD Board of Directors would more accurately reflect the joint decision making that occurs in the daily operation of a watershed district.

NOW, THEREFORE BE lT RESOLVED, that the LMRWD Board of Managers supports a change in the MAWD bylaws that allows up to 1 watershed district administrator elected from each region to the MAWD Board of Directors.

Adopted by the Board of Managers of the LMRWD this 20th day of September,2OlT

Yvonne Shirk, President ATTEST:

Jesse Hartmann, Vice President

November 15, 2017 Board Meeting V. Action Item - D) Approve 2016 MAWD Resolutions Recommendations (Doneux) DATE: TO: FROM: RE:

November 9, 2017 CRWD Board of Managers Mark Doneux, Administrator Approve 2016 MAWD Resolutions Recommendation

Background As part of the annual meeting of the Minnesota Association of Watershed District (MAWD), delegates are asked to consider and take action resolutions submitted to the membership. This year several resolutions are being considered at the annual meeting.

Issues Attached are the recommendations of the MAWD Resolutions/Policy Committee to MAWD membership for the 2017 MAWD Annual Meeting.

The MAWD Resolution committee will meet again at the Annual Meeting on Friday, December 1st at 7:30 am to entertain any questions regarding their recommendations from the proposing watershed district or other member districts and review any Board of Director's Resolutions. The location of this meeting will be posted on the Annual Meeting program.

The Board of Managers should provide direction and recommendations to the CRWD delegates for this years slate of resolutions.

Requested Action Provide recommendations for CRWD Delegates regarding MAWD Annual meeting resolutions. enc:

2017 MAWD Resolution packet

W:\08 Orgs-Cities-Agencies\MAWD\MAWD 2017 Annual Conference\Bd Memo MAWD Resolutions 11-9-17.docx

Our Mission is to protect, manage and improve the water resources of Capitol Region Watershed District.

November 15, 2017 V. Action Items E) Approve Selection of Construction Manager at Risk for CRWD Office Renovation Project (Doneux)

DATE: TO: FROM: RE:

November 9, 2017 Board of Managers Mark Doneux, Administrator Approve Selection of Construction Manager at Risk for CRWD Office Renovation Project

Background At the September 6, 2017 Board meeting, staff reviewed and recommended proceeding with the Construction Manager – At Risk approach for project delivery for the Capitol Region Watershed District (CRWD) office renovation project. CRWD solicited construction manager services for the renovation of our property at 595 Aldine Street for use as the CRWD office building. CRWD intends to select a qualified party as the Construction Manager (“CM”) and enter a construction manager at risk agreement for the Project.

Issues For the CM at Risk solicitation process staff posted the Request for Proposals (RFP) on the Quest CDN website which is the industry standard and allowed 4 weeks for firms to submit proposals. Six construction management firms recommended by our architect as having specific qualifications and experience in adaptive reuse projects were also notified via email about the RFP. The RFP was also published using our standard public notice process in the official paper of the District. I also emailed the notice to a contact I have at the St. Paul Building and Trades group and asked that it be distributed to qualified and interested firms. We received two proposals, one from the construction division of Wenck Associates, and the other from JE Dunn. Both firms were interviewed by the Building Committee of Mary Texer and Joe Collins as well as the Design Team.

The interview panel recommends JE Dunn as our Construction Manager. Both firms exhibited the experience and skill to complete the project, however JE Dunn had a greater level of experience with adaptive reuse building projects, provided a detailed project approach, and had a lower fee. The CM will provide services in accordance with this RFP and the selected responder’s proposal, and the terms and conditions of Agreement using AIA A133 SP, including AIA A201 – 2009 SP. Action Requested Authorize Administrator to enter into an agreement with JE Dunn for Construction Manager at Risk Services for the CRWD Office Renovation Project, subject to the review and approval of the Ramsey County Attorney.

W:\01 Administration\Facility Management\595 Aldine\Building Program\MSR Design\Project Delivery\Board Memo Recommendation 10-9-17.docx

Construction Manager

Our Mission is to protect, manage and improve the water resources of Capitol Region Watershed District.

November 15, 2017 V. Action Items F) Accept CRWD Diversity Strategic Plan (Doneux) DATE: TO: FROM: RE:

November 9, 2017 CRWD Board of Managers Mark Doneux, Administrator Diversity Strategic Plan

Background In 2016, the Board discussed the need and benefit of developing a Diversity Plan for the District. Val Jensen of Azon Consulting was hired in January 2017 to develop a Diversity Plan. As part of this process, Azon Consulting conducted interviews of key Board, CAC and staff to establish a baseline of knowledge and level of cultural competency. Azon also reviewed reports, assessments and the 2010 Watershed Management Plan to better understand CRWD’s mission, vision and values and how they relate to diversity and inclusion efforts.

Issues The Diversity Committee reviewed and provided comments on the draft CRWD Summary & Findings and Diversity Strategic Plan in September 2017. Next, Azon presented both documents to the CAC and Board of Managers for comments. Ms. Jensen incorporated the Committee, CAC’s and Board comments into the draft provided for the board. A staff presentation was also conducted on October 26th. All comments have been incorporated into the final draft for the board to review and accept. Moving forward I would propose the following process: 1.

Staff would begin assembling recommendations and options for implementation. The options and recommendations would focus initially on changes or adjustments to existing District programs and activities. These recommendations would be forwarded to the Diversity Committee for consideration; 2.

The Diversity Committee would meet to review those recommendations and develop an implementation plan to submit to the Board for action; and 3.

The Board would review and act on the Diversity Committee’s recommended implementation plan.

Action Requested Accept the Diversity Strategic Plan and direct staff and the Diversity Committee to prepare an implementation plan for future action. enc: Final Draft Diversity Strategic Plan (electronic version only) W:\04 Board of Managers\Diversity Plan\Board Memo - Accept Diversity Strategic Plan 11-9-17.docx

Our mission is to protect, manage and improve the water resources of Capitol Region Watershed District.

To:

Capitol Region Watershed District Administrator, Board and Staff

RE: Draft Diversity Strategic Plan Overview, Interview Findings, Analysis and Recommendations Date: April 14th, 2017 – May 14th, 2017

The Capitol Region Watershed District engaged Azon Consulting to assist in developing its first Diversity Strategic Plan. The engagement was requested to enhance an already solid organization and plan for a more diverse organization in the future.

CRWD has the right people and the healthy attitude to get this done.

Timeline: September 2016 -Azon Consulting submitted the proposal, statement of qualifications, biographies and initial plan for implementation.

October/November 2016 – Azon Consulting was invited for an interview with the Diversity Committee. It was subsequently invited back to meet with the Diversity Committee to clarify approach and to discuss what implementation would look like.

December 2016 – Once Azon was selected we met on several occasions to clarify scope of the work and Azon submitted the contract with proper documentation.

January of 2017 - The final contract was signed.

February and March - There were interviews with internal constituents, The Board of Managers and several community members of the CAC. Val Jensen also attended a regularly scheduled Board meeting to observe and better understand how the organization and the Board of Managers work together. In April, there were some follow-up interviews and the beginning of compiling interview data, reviewing documents.

May/June and July– Review draft plan and report by Administrator, Staff and Board, make changes based on feedback.

1

08/17

August and September – Submit to Diversity Committee for review and then to CAC at their September meeting.

October – Present workshop introducing the report and the plan to Board of Managers. Provide training with an introduction to unconscious bias and the impact it can have on the workplace.

The goals and objectives of the contract were as follows based on a meeting of the Diversity Committee; The group identified five draft elements or goals of the District’s Diversity Plan. Those were as follows: 1) The CRWD staff, Board, Citizen Advisory Committee, and consultants should reflect the racial, gender and cultural demographics of the watershed and City of St. Paul.

2) Understand and incorporate cultural perspectives on water and government.

3) Create opportunities for people of color in the environmental/water resources profession through training and recruitment.

4) Consider equity and equality as a means to achieve diversity.

5) Use water management as a tool to help address local and community concerns.

As part of the process Azon Consulting engaged, staff, Board and several CAC members in a series of interviews. Prior to these interviews the different constituencies were asked to take the Implicit Associations Test (IAT) on race and gender. The purpose of this phase of the process was to assess the overall culture and goals of the organization as it relates to Diversity and Inclusion efforts. Overall, Board, staff and community members were open to the process and honest in their feedback.

We began the official interviews in February 2017 with a standard set of questions to assess overall attitudes and awareness as it relates to Diversity and culture. A majority of the interviews were done in focus group settings, however, some were conducted one-on-one to accommodate schedules.

Azon also reviewed reports, assessments and the 2010 Watershed Management Plan to better determine overall mission, vision and values of CRWD and how they relate to Diversity and Inclusion efforts.

What follows is a summary of the interviews, findings and preliminary recommendations.

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Summary Azon Consulting engaged CRWD staff, Board and CAC members in a series of interviews and focus groups. Each group was asked the same questions or variations of the same questions.

What words would you use to describe the personality of this organization?

What are you most proud of organizationally and professionally?

What makes this organization feel different or unique from other Watershed Districts?

What key values, if followed, would help this organization thrive in an environment that is increasingly more diverse?

What words do you think others would use to describe your organization? The community? Other watersheds?

We interviewed 11 of 16 staff, all five of the Board of Managers and four of 14 CAC members. The staff members consisted of division managers, outreach staff, technical and administrative staff and the administrator. Throughout the interviews there were several consistent responses to the questions above.

The following words were used to describe the personality of the CRWD (amongst others): Innovative, Principled, Passionate, Collaborative, Open, and Progressive These words were used to describe the overall work of the organization and serve as the basis for the values in the Diversity Work Plan. Overall, there is great respect for the work the organization does at all levels of the organization. Staff and Board believe the leadership team is open and passionate about wanting the do the work to make the organization reflect the racial, gender and cultural demographics of the watershed and the City of St. Paul. The Board trusts the staff and the staff trusts the Board. The CAC believes in its mission and was very open about the challenges it faces when it comes to attracting more diverse community members to its committee and getting the word out to diverse communities about what the CRWD does. All parties expressed the desire to be more Diverse and Inclusive in its own ranks. The overall attitudes of the those I interviewed were very much in line and supported with the issues outlined in the Diversity Committee Plan Draft Goals. This plan was not intended to add or replace current staffing. The plan is designed to leverage and enhance the work and the culture of organization and to equip the organization with tools to meet the challenges ahead as their region becomes more and more Diverse.

The Cities in which CRWD covers and the surrounding communities have the following diversity.

St. Paul - 60-65% White/less than 10% are over the age of 65/Global Communities are much younger.

Roseville, Falcon Heights, Lauderdale and Maplewood - 80-85% White/13- 21% over the age of 65.

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Overall communities of color in CRWD are much younger and more global while surrounding suburbs are older and Whiter.

(Minnesota State Demography Study https://mn.gov/admin/demography/data-bytopic/age-race- ethnicity/https://mn.gov/admin/assets/the-economic-status-ofminnesotans-chartbook-msdc-jan2016-post_tcm36-219454.pdf) Following are the findings based on the interviews, focus groups, reports and materials provided at the beginning of the project. For the purposes of this summary we are looking not only at race and ethnic diversity, we are also looking at religion, gender, sexual orientation, disability and class. These categories will ensure the broadest cross section of the community.

Findings and Analysis: CRWD staff and leadership are very similar in their make-up; the majority of staff and leadership interviewed came from a middle-class western European heritage and grew up, if not in Minnesota, in the region. While some have moved into Minnesota from other regions, they have been in Minnesota a long time. This impacts views and exposure to more diverse populations. Increased Diversity both racially, ethnically and religiously is relatively new to Minnesota. And even with increased growth in Diverse populations, Minnesota is still very homogenous.

The groups also had very similar hobbies outside of work; such as camping, hiking, outdoor activities, these activities, while getting more diverse, are typically more prevalent in the majority or dominant culture.

While there is age diversity within the staff and leadership, the Board is overwhelmingly more senior than the populations they represent. The CAC now has some age diversity but increasing diversity in all categories listed above should be a focus of future member recruitment. Unless disclosed, religion and disability were not apparent. Most of the staff and leadership are highly educated, which is required in most positions and have a deep love for the environment and the outdoors. This is true across all groups.

This is not news to anyone within the organization. However, it poses unique challenges when looking to recruit and retain talent and work with community members. Most diverse communities want to see someone who looks likes them, or has some other aspect of their diversity to which they can have an affinity.

Why does the Culture of CRWD organization matter?

In trying to assess the issues or challenges facing an organization with regards to diversity and inclusion, we need to be begin with determining its culture. Culture is defined as the characteristics and knowledge of a particular group of people, defined by everything from language, religion, cuisine, social habits, music and arts. Most people who believe they understand culture actually are describing values etc.

Looking intentionally at language or social habits or even tastes in music impacts how a person views the organization from the outside looking in. These assessments, 4Â 08/17Â

according to Malcolm Gladwell, in his book “Blink”, happen instantly and a person often times makes a decision, conscious or not, on whether this place is somewhere they will want to work. Most individuals will actually assess this rather quickly and then will decide whether an opportunity is worth pursuing.

The different cultures that make up the CRWD external communities diverge in communication styles and expectations from the staff and administration of the CRWD. The homogenous nature of the CRWD workplace does not provide the opportunities for staff to truly build the cultural competency needed to deal with the communities in their district and thus could impede growth and impact across diverse communities.

Minnesota has a strong middle-class European American culture based on hard work, nuclear families and progressive politics. The language and communication styles used within the organization and with the community during training and outreach is very much based on the dominant culture here in Minnesota. Specifically, Minnesotans have a certain cultural blindness, where individuals often try to ignore differences and claim they treat everyone the same.

For example, many Minnesotans claim they are color blind, gender blind etc. And because of this they treat everyone equally; when in studies show that Minnesota has some of the greatest disparities in educational outcomes, health outcomes and job opportunities between Whites and non-White Minnesotans. Further, in recent studies conducted throughout the country, the economic disparities between Whites and Africans Americans in Minnesota is some of the worst in the nation.

These recent studies also found that an African American male with a college degree is less likely to be hired throughout the country than a White male with a felony record. The regression analysis done in the social science studies factored in all the factors they thought could affect the outcomes; region, race, class, religion, education level and the outcomes were uniform; differences in treatment was based on negative views of people of color. In most cases, outside of Asians, who have almost closed the economic gap, for Blacks, Hispanics and Native Americans the disparities continue to grow, particularly in Minnesota.

Equity vs Equality It is important to understand that equality does not mean equity. Equality assumes everyone is starting from the same point on the playing field; equity, however, factors in that not everyone is starting from the same the point, so being equitable means meeting people where they are at and providing them with the right tools or opportunities to be equal. Everyone may have good intentions but good intentions are not enough in a community which is increasingly diverse.

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In the book “Clash: 8 cultural conflicts that make us who we are” the authors discuss all aspects of the cultural clashes that exist in a globally connected world. In the introduction of the book there is a great description of the two dominant types of cultures operating in the world which are important in understanding the differences here; Independent and Interdependent.

Independent (American) Interdependent (Community) Individual Unique Influencing Free Equal (yet great)

Relational Similar Adjusting Rooted Ranked.

Independent Styles would look like this -

Independent circles, sometimes touching but uniqueness is valued.

Interdependent styles would look like this –

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The majority of American Cultures fall into the first style. CRWD, since it is based in the Midwest, has aspects of both; but the majority of the culture at CRWD falls within the dominant culture of America; Independent. Minnesota with its German and Northern European cultural influence definitely impacts how welcome people feel. In a documentary by MPR, in a series on “The Outsiders,” people share stories with people who are not from Minnesota.

Minnesota prides itself on being nice; but people who did not grow up here or are immigrants and/or people of color explain why the culture is nice but not warm and it is very hard to break to into. https://www.google.com/url?sa=t&rct=j&q=&esrc=s&source=web&cd=3&ca d=rja&uact=8&ved=0ahUKEwi6otGR2InVAhVK6IMKHVDCANEQFgg1MAI&url =http%3A%2F%2Fminnesota.publicradio.org%2Fprojects%2F2012%2F03% 2Foutsiders%2F&usg=AFQjCNGADCiInehiyLDwEJPmybQTmT9t4Q Considering most diverse cultures in the CRWD community fall into the second style: Interdependent. Decisions are typically made with the entire extended family or community in mind. For example, if you have a meeting in the Hmong community, decisions about actions or impacts must be made with community in mind. Thus, the community begins the discussion with the elders, and then it is brought to the community where they will have open discussions about how this will impact the community as a whole. A Hmong individual begins by going to his/her elders, community and family; then decides what to do as an individual. If the community is not on board, most things will not move forward. Individualism in not favored or encouraged, in fact it is discouraged. If you approach the community with an American mindset, and talk to the individuals without considering the collective, it can be considered rude and inappropriate. Understanding cultural expectations and making your approach to that community based on those expectations builds connections, not barriers.

In most cultures outside the US the importance of building relationships and understanding each other first; takes priority over getting things done right away.

This can make understanding each other and communication a challenge, but not impossible.

In reviewing the study done by the U of M presented in 2016, “Community Capacity For Stormwater Management – A Social Science Assessment in Three Twin Cities 7

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Metro Area Watersheds” there was an assessment focusing on the following four questions: 

What are drivers of and constraints to community capacity to engage in stormwater management in the watersheds?



What are the community member values, beliefs and norms associated with water and water resource management?



What are community members perceptions of existing water programs?



What water programming is most likely to influence future conservation behavior among community members? (See appendix A)

While this assessment was focused on external community members it had several findings that are relevant to developing the Diversity Strategic Plan. There were strategies identified in this report that were echoed by CRWD staff and CAC members throughout the interviews and conversations we had during this process. (See appendix A).

While the report notes there is a great desire to reach out to and engage Diverse communities around stormwater management, the community participants talked about language barriers, graphics and connecting with community leaders within, for example, the Hmong Community. One community participant was concerned that their community does not even understand the symbols used by CRWD and the challenges because many of the documents were not translated or easily understood so it was very hard to relate to for new immigrant communities. p. 23 There was also a report done in 2012 “Communication Assessment and Recommendations which held insights into what resources and changes needed to take place to build trust and connections. (See Appendix B).

While this report was focused on resolving conflict between organizations and we are not dealing with conflict per se, one of the key methods in the study was understanding and valuing the concept that “[p]erception is reality” and being able to “[s]ay it – let’s be honest or it’s a waste of time” are important in this context.

Throughout the interviews people were reluctant to say “it” and while they warmed up on several occasions it was still difficult to address the elephant in the room; race, privilege, etc. We must address these issues on several fronts if the organization is to move the process from awareness to action.

CRWD is well respected and innovative. CRWD, within Watershed districts, is highly thought of and is looked to for leadership. However, most people outside in the community know little about what the organization does and it needs to be explained in their terms. This desire for innovation as it relates to Diversity and Inclusion and community engagement, can and will serve as a model for other Watersheds, State and local entities. The Diversity Strategic Plan must address the short and the longterm goals of the organization.

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Recommendations The recommendations below are based on my review of organizational materials and reports; the interviews with staff, Board and CAC; observations at the Board meeting; research on D&I as it relates to the St. Paul community and 20 years of working on D & I efforts locally, regionally and nationally. The recommendations are as follows: I.

Expand CRWDâ&#x20AC;&#x2122;s internal awareness of the opportunities and challenges related to creating a more Diverse and Inclusive environment.

One of the most important steps in creating an inclusive environment for CRWD is to create opportunities for staff, CAC and Board of Managers to get training and actual interactions with more diverse cultures.

CRWD should create safe spaces and opportunities for everyone to explore their own unconscious bias and increase cultural competency. The training should be, for example, in areas of 1) Unconscious Bias 2) Micro-behaviors and 3) Gender Bias.

This training is a key part of understanding both institutional biases and individual biases and how they impact both the workplace and external communities. It also is an opportunity for the organization to bring in experts in these areas who have different backgrounds bringing in different perspectives on some of the same problems. Of course, biases exist in all areas of Diversity and are not just related to race. They can entail gender, sexual orientation, generational, religious, disability and class biases.

Creating a forum where Board of Managers and staff can come together to have conversations around difficult issues will improve the ability of the organization to recruit and retain diverse staff.

The forum may be as simple as a designated diversity committee meeting or an added agenda item to regularly scheduled Board or CAC meetings. The discussion topics may be a recent topic in the news around D & I, or something the outreach workers have seen or heard in the community. Part of the process will be to develop individuals within the organization who become diversity and inclusion champions.

These forums can also provide an opportunity for outside speakers or community members to lead a dialogue on their cultures or issues they are concerned about in the environment. While the topics may not be directly related to what CRWD does it would be a great opportunity to build relationships.

Lastly, this builds cultural competency within the organization and within the community; it will increase the chances that interactions will become a two-way street. Eventually staff and community leaders will be willing and able to work together on common issues and opportunities. Some examples of the work to be done in this area are below: 1. Institutionalize regular (bi-monthly or quarterly) reviews of the strategies and 9Â 08/17Â

training needed to accomplish the goals and strategies in the work plan.

2. Create opportunities for staff to participate in community based events that will push them outside their comfort zone and give them insights into people or communities who are not like them.

3. Create meaningful opportunities with strategic partnerships to earn relational capital. It is critical to move from transactional (typical way business is done) and educational to relational; which requires meeting the community partners where they are at and not expecting them to only come to you in your world.

4. Provide the Board of Managers and the Administrator with resources to increase understanding of unconscious bias, micro-behaviors and communication styles which impact the workplace and outreach.

All of these resources will help the organization develop long term skills to recruit, hire and retain diverse talent and improve participation among and across Diverse Communities. Education may include readings, facilitated conversations, theater, the arts and leadership training that addresses the new attributes of leadership required to lead in a more Diverse community.

II.

Deepen relationships with Diverse Communities within the CRWD.

For CRWD to deepen relationships with Diverse communities there must be an intentional focus on creating meaningful connections in communities where the CRWD believes they should be; to do this, there must be an increase in outreach to Diverse communities in a strategic way.

This does not mean creating new programs or initiatives but looking at current projects and initiatives through a different lens. This will require identifying which communities to target; creating an outreach plan that is focused on building long term, sustainable relationships with those communities and putting together communications designed to be culturally appropriate.

Once the Diversity Strategic Plan with specific strategies and outcomes is approved, the document should serve as the road map to putting these thoughts into action.

There should be reasonable timelines and expectations to ensure the best possible outcome. This plan could be implemented over the next three years.

III.

Along with the strategies in recommendation II, it will be critical to align the staff, Board and community based organizations with CRWD’s overall Diversity and Inclusion efforts.

CRWD’s ability to attract and recruit diverse talent, Board and CAC members, must also include an increase in recruitment of Diverse candidates for the staff, Board of Managers and CAC where possible. For example, when there is a new opening, it will be necessary to commit to having a diverse slate of candidates. While this does not mean you are required to hire a diverse candidate, it will increase the likelihood you 10

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will find Diverse candidates and also increase knowledge in Diverse communities of CRWD opportunities.

The way to begin this process is to outline recruiting efforts that target diverse communities and create a long-term plan focused on increasing the pipeline into STEM and environmental sciences. Further, where partnerships may already exist and are focused on and in underserved communities, there is the opportunity for real sustainable outcomes.

Ultimately, over time there will be metrics determined that make sense to measure success both quantitatively and qualitatively. For example, to truly create a pipeline into STEM and environmental sciences it will take time. It is critical to not to bite off more than you can chew. This is a new process and way of looking at the work the CRWD is doing, so setting realistic measures of success does not mean you are not moving ahead, it just means you are moving in an intentional way.

IV.

Expand CRWD’s Influence as an Innovative Diversity and Inclusion Leader

Create Opportunities to showcase CRWD’s efforts around Diversity and Inclusion at the state and local level by assembling a leadership forum focused on D& I and how it relates to the work of Watershed Districts. This forum may include getting all Administrators together to present what CRWD did and is working on and then brainstorming on a process or outcomes that may be opportunities for collaboration.

The discussion could even be facilitated by the staff of CRWD who have been working on these initiatives. Or presented with CRWD staff and community members who have worked together on programs.

Within this report there are recommended readings and suggested outreach opportunities. (See Appendix C) The recommendations are memorialized in the Goals and Priorities section of the Diversity Strategic Plan. The plan format is designed to make it easier to implement and follow the plan. It is important to note that timelines and milestones, as well as, indicators of success will continue to be refined as the organization learns and changes. It is also important to note that this is a journey. Since CRWD is the first to tackle these issues and concerns in systematic and open way, it will be the first to both succeed and have some setbacks. It takes time to put all this together and make it work both individually and organizationally. And this work is designed to enhance the amazing work the CRWD already does in this District.

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