Cac packet

Citizen Advisory Committee 7:00 PM, Wednesday, September 13, 2017 – Capitol Region Watershed District 1410 Energy Park Drive, Suite 4, Saint Paul, MN 55108 Agenda

Materials Enclosed

7:00

I)

Welcome, Announcements and Updates – Introductions Claudia Hochstein Resignation

7:05

II)

Public Comment for issues not on the Agenda (3 minutes per person)

7:08

III)

Approval of the Agenda

7:09

IV)

Approval of Minutes A) Approval of the August 9, 2017 Minutes

7:10

V)

District Initiatives for Review, Comment and Recommendations A) Diversity Strategic Plan (Bromelkamp)

7:55

VI)

CAC Initiatives A) Student Learner Upate

8:10

VII)

Project and Program Updates A) Partner Grants-Annual Program Update (Schwantes) B) Snelling Midway Redevelopment Update (Eleria)

8:40

VIII) CAC Observer Update

8:50

IX)

Discussion A) New & Old Issues B) CAC Observer for September 20 and October 4, 2017 Board of Managers Meetings D) Upcoming CRWD Events

9:00

X)

Adjourn

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

W:\05 Citizen Advisory Committee\Agendas\2017\September 13, 2017 CAC Agenda.docx

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

Citizen Advisory Committee Meeting Wednesday, August 9, 2017 – 7:00 p.m.

CAC Members Present: Steve Duerre Kathryn Swanson Gwen Willems Nicole Soderholm David Arbeit Rick Sanders Pat Cavanaugh Mary Lilly Mike MacDonald Claudia Hochstein Bill Barton Bob Simonet Richard Weil

Others Present: Belinda Gardner, CRWD Jessica Bromelkamp, CRWD Mark Doneux, CRWD Joe Collins, Board of Managers

Members absent: Michelle Ulrich w/notice Claudia Hochstein, w/notice David Arbeit, w/notice

Welcome, Announcements, and Updates Ms. Willems opened the meeting at 7:00 p.m. Ms. Willems asked for any announcements or updates.

No announcements or updates Public Comment for issues not on the agenda Mr. Barton made the comment about boulevard ordinances and design flow. Mr. Doneux recommended that we follow up with forestry and ask about standard practices for filling in boulevards. Ms. Lilly asked about private contracting for boulevards.

III. Approval of Agenda CAC 17-022 Motion: To approve the CAC August 9, 2017 agenda.

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Simonet/Duerre Unanimously approved IV. Approval of Minutes A) July 12, 2017 CAC Meeting Minutes CAC 17-023 Motion: To approve the July 12, 2017 minutes.

Duerre/Sanders Unanimously approved V. District Initiatives for Review, Comment, and Recommendations A) 2018 Budget (Doneux) Mr. Doneux provided a review of the 2018 Budget and Levy. Mr. Doneux asked the group to review the projects and then point out any of the projects they would like to discuss. Ms. Soderholm asked about the Greencorp projects. Mr. Doneux replied that the Greencorp member will start this fall and will work to help document rain gardens and updating the system. Mr. Barton Asked about the 595 Aldine monitoring line item. Mr. Doneux replied that the monitoring system will be more interactive and used as an education tool.

Ms. Willems asked Mr. Doneux to discuss the Snelling Midway project. Mr. Doneux replied that the District expects basic engineering and analysis. Ms. Lilly asked how the District adopts projects. Mr. Doneux replied that the District receives the calls from the City of St. Paul. The District has been working with the City for many years. Mr. Barton asked about the Nature Center and the flow. Mr. Doneux replied that there will be an automated system that will help create a constant flow. Mr. Barton asked about clarification on grants. Mr. Barton asked about Clean Water grant. Mr. Barton asked about the risk of not going forward with the TBI. Mr. Doneux stated that the District will monitor the tunnel. There was much discussion about the grant program and TBI. Mr. Collins explained that the levy being raised is compensating for the projects that are coming. Mr. Doneux reviewed the historical and projected expenditures and levy. Mr. Doneux reviewed the property tax breakdown. Mr. Doneux asked for reaction from the CAC. Mr. Collins commented that other jurisdictions must deal with tax levy differently depending on land and taxes generated. Ms. Cavanaugh commented that the Budget reflects success. Ms. Swanson commented that the District is providing value. Mr. Doneux reviewed the next steps. The Public Hearing is August 16. The board will adopt the preliminary budget and levy on September 6th and then adopt final budget and levy on December 20th.

CAC 17-024 Motion: To support the 2018 Budget and Levy Cavanaugh/Swanson Unanimously Approved B) Office Building (Doneux) “Our mission is to protect, manage, and improve the water resources of the Capitol Region Watershed District.�

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Mr. Doneux provided a brief update on the office building. He mentioned that design and development are meeting LEED Certification standards for sustainability.

VI. CAC Initiatives A) Watershed Steward Awards Update (Bromelkamp) The Awards Committee met on May 31, 2017 to discuss developing criteria by which to evaluate Watershed Steward Award nominations and identify winners. Members of the Committee were asked to submit criteria in advance of the meeting for the group’s consideration. The Committee developed the following list of criteria for consideration during the 2017 review process. Ms. Bromelkamp requests the approval of suggested revisions to the CAC Awards Program Guidelines including the list of criteria to evaluate and identify Watershed Steward Award Winners. Ms. Bromelkamp noted the dates for the awards ceremony and asked the CAC to check for conflicts and give us feedback on major conflicts. Ms. Bromelkamp mentioned that the nominations word count was increased to 1000. Ms. Willems commented that the verbiage for the draft 2017 CAC program guidelines efficient use of resources and budget should be modified.

CAC 17-025 Motion: Approve the Awards Committee’s suggested revisions to the CAC Awards Program Guidelines including the list of criteria to evaluate and identify Watershed Steward Award winners.

Sanders/Cavanaugh Unanimously Approved B)

Service Learning Student update

Ms. Swanson commented that Ms. Ebersole was phenomenal student. Ms. Swanson requested for another CAC member to help with the fall program. Ms. Swanson recommends a GPS walking tour project. Ms. Soderholm offered to coordinate the fall student learner program. Ms. Bromelkamp will check with Ms. Schwantes to determine what District projects that the student learner could plug into.

VII. Project and Program Updates A) 25% by 2025 Community Meeting Ms. Bromelkamp reviewed the 25% by 2025 project. RCD and Ramsey Washington Metro Watershed District (RWMWD) are in the process of planning a 25 by 25 community meeting to take place in Roseville in September. Partners are currently working to identify a meeting location for the evening of September 12.

This meeting will be facilitated by Julie Drennen, East Metro Community Coordinator for Conservation Minnesota. Julie is working with RCD and RWMWD to plan the presentation portion of the meeting and has invited CRWD to collaborate. Staff will work with the other partners to include information about CRWD and our efforts into the presentation and would help promote the event.

B) Master Water Stewards Program Update (Bromelkamp) Ms. Bromelkamp reviewed the Master Water Stewards Program recruiting. Reviewed the criteria and the upcoming info sessions on August 14 and September 14.

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

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C) Adopt-a-Drain Program Update Ms. Bromelkamp reviewed the Adopt-a-drain program. With targeted ad placement, the District reached target goals half way through the year. No more door hangers, but the focus will be getting more people involved.

D) Willow Reserve Update Mr. Doneux reviewed the Willow Reserve project and reminded the CAC that an email went out inviting the group to tour Willow Reserve on August 22nd E) History Study (Cavanuagh) Ms. Cavanaugh provided a brief update on the History Study. Mr. Arbeit will be the first interview. Ms. Cavanaugh mentioned that there will be another update in November.

VIII. CAC Observer Update Ms. Cavaunaugh attended on August 2, 2017. She mentioned the Mccarrons AIS update was interesting and asked Mr. Sanders to provide an update. Mr. Sanders mentioned that the AIS meeting created good interest.

Ms. Cavanugh asked Mr. Doneux to provide more information on the Ground Water Project. Mr. Doneux provided a brief update on the research and effort to document the changes and condition of the groundwater.

IX. Discussion a. b. c. d.

New & Old Issues CAC observer for August 16, 2017 and September 6, 2017 Board of Managers Meeting 2017 CAC Agenda Planner Upcoming CRWD Events

A) New & Old issues None B) CAC Observer for the Board of Managers Meetings August 16, 2017 and September 6, 2017 C) Upcoming CRWD events Frog-a-Rimba Hmong Market Place- August 26, 2017 Macgroveland Festival-September 9, 2017 Jazz festival-September 9, 2017 X. Adjourn CAC 17-026 Motion: To adjourn the August 9, 2017 CAC Meeting.

Sanders/Duerre Unanimously approved The meeting was adjourned at 9:00 PM. Respectfully submitted, Belinda Gardner “Our mission is to protect, manage, and improve the water resources of the Capitol Region Watershed District.�

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September 13, 2017 V. District Initiatives A) Diversity Strategic Plan (Bromelkamp)

DATE: TO: FROM: RE:

September 7, 2017 Citizen Advisory Committee Jessica Bromelkamp Diversity Strategic Plan

Background The Board of Managers developed the following diversity statement in 2010, “The Capitol Region Watershed District embraces and values diversity and seeks to recruit, promote and retain employees that reflect the community we serve. We believe that a diverse mix of employees enrich the workplace and enhance the quality of our service. The Capitol Region Watershed District encourages all qualified to apply for open positions.” In 2016, the Board discussed the need and benefit of developing a Diversity Plan for the District. The Board directed staff to begin developing a Diversity Plan and to initiate a request for qualifications to hire a consultant to guide CRWD through this process. The following list of goals was developed by the Diversity Committee, comprised of Joe Collins, Seitu Jones, Pat Cavanaugh, and Mark Doneux, to guide plan development. Jessica Bromelkamp joined the Committee in 2017.

1) The CRWD staff, Board, Citizen Advisory Committee, 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.

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 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 In September 2017, the Diversity Committee reviewed and commented on the draft CRWD Summary & Findings and Diversity Strategic Plan. Next, Azon Consulting will present both documents to the CAC, Board and staff for comments. Those comments will be incorporated into the final documents and staff will begin identifying milestones and indicators of success to guide CRWD’s work over the next 2-3 years.

Action Requested Review and comment on the draft CRWD Summary & Findings and the draft Diversity Strategic Plan.

Enc: Draft CRWD Summary & Findings Our mission is to protect, manage and improve the water resources of Capitol Region Watershed District.

Draft Diversity Strategic Plan W:\04 Board of Managers\Diversity Plan\CAC Memo – Summary & Findings and Diversity Strategic Plan

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To:

Capitol Region Watershed District Administrator, Board and Staff

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

th

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 the future.

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 – 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.

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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.

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

2. What are you most proud of organizationally and professionally?

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

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

5. 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 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 Progressive These words were used to describe the overall work of the organization and serves 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 3

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Inclusive in its own ranks. The overall attitudes of the those I interviewed were very much in line with the issues outlined in the Diversity Committee Plan Draft Goals.

The Cities in which CRWD covers and the surrounding communities have the following diversity (According to Minnesota State Demography Study https://mn.gov/admin/demography/data-by-topic/age-raceethnicity/https://mn.gov/admin/assets/the-economic-status-ofminnesotans-chartbook-msdc-jan2016-post_tcm36-219454.pdf): - 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/1321% over the age of 65.

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

Following are the findings based on the above. 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 people interviewed had very similar backgrounds both within the work setting and outside of work. 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?

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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, 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 actuality 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 a study conducted by a Professor at Ohio state on the economic disparities between Whites and Africans Americans in Minnesota, they found that an African American male with a college degree is less likely to be hired in Minnesota than a White male with a felony record. The regression analysis they did factored in all the things they thought could affect the outcomes, however, the findings of the study showed that the differences in treatment were based on unconscious bias and negative views of people of color.

It is important to understand that equality does not mean equity. Equality makes an assumption that everyone is starting from the same point on the 5

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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.

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

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Independent Styles would look like this -

Independent circles, sometimes touching but uniqueness is valued.

Interdependent styles would look like this –

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 7

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With this in mind, the majority of diverse cultures in the community fall into the second style Interdependent. Decisions are typically made with the entire extended family or community in mind. And the importance of building relationships and understanding each other first; takes priority over getting things done right away without really getting to know and understand each other. 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 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 there is a great desire to do outreach and engage communities around stormwater management, in this report 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).

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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 a well respected and innovative Watershed District for those who understand its work and/or work within the organization. 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 long-term goals of the organization.

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.

Deepen relationships with Diverse Communities within the CRWD. In order for the CRWD to deepen relationships with the community there must be an intentional focus on creating meaningful connections in communities where the CRWD believes they should be. In order 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 lense. 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

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timelines and expectations to ensure the best possible outcome.

This plan could be implemented over the next three.

II.

Align staff, Board and community based organizations with Diversity and Inclusion efforts.

In order for CRWD to improve CRWD’s ability to attract and recruit diverse talent, Board and CAC members there should be an increase in recruitment of Diverse candidates for the staff, Board of Managers and CAC. 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 pipleline into STEM and environmental sciences. Further, where partnerships may already exists and are focused on and in the communities determined above; there is the opportunity for more 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.

III. Expand CRWD’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 the some of the same 10

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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: a. Institutionalize regular (bi-monthly or quarterly) reviews of the strategies and training needed to accomplish the goals and strategies in the work plan. b. Create opportunities for staff to participate in community based events that will push them outside their comfort zone and give them insights to people or communities that are not like them. 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. c. 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 11

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retain diverse talent and improve participation among and across Diverse Communities.

These efforts 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.

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 ofWatershed 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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CRWD 2017-2020 Diversity Strategic Plan 8-17-17 Vision: Capitol Region Watershed District achieves cleaner waters through Strategic initiatives and partnerships that values Diversity and Inclusion at every level.

Results: Capitol Region Watershed District will increase opportunities for engagement across communities, within its hiring and recruitment by building strong community relationships.

Values/Beliefs

Innovation We will be innovative in our approaches to Diverse Communities

Goals/Priorities

Strategies

Collaboration We will continue to collaborate across differences

Open We will be open to the challenges our community presents as it relates to Diversity and Inclusion

Principled We will approach our Diversity efforts with the principles that have been a hallmark of this organization

Action Steps

Increase outreach to Diverse Communities in a strategic way

1.) Identify which communities to target 2.) Create outreach plan which includes community engagement focused on building long term, sustainable relationships 3.) Create Communication plan which includes marketing materials and announcements that are culturally appropriate

Align staff, Board and Community based Organizations with Diversity and Inclusion efforts

Increase recruitment of Diverse Candidates for staff, CAC and Board of Managers

1) Outline recruitment efforts that target diverse communities 2) Create long term plan to increase pipeline into STEM and environmental sciences 3) Determine metrics around

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

Create Opportunities to showcase CRWD’s efforts around Diversity and Inclusion

1) Create a leadership forum focused on D & I for other Watershed Districts 2) Partner with other state and local entities on D & I efforts

Expand CRWD’s internal Awareness of the opportunities and challenges related to creating a more Diversity and Inclusive environment

Increase opportunities for staff, CAC and Board of Managers to get training and actual interactions with more diverse cultures

Deepen relationships with Diverse Communities within the CRWD

1) Create safe spaces and opportunities for staff to explore and understand their own unconscious bias and increase cultural competency.

2) Focus specifically on unconscious bias, micro-aggressions and generational bias 3) Institutionalize regular reviews of strategies and the training needed to accomplish the goals and strategies in the work plan

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September 13, 2017 VII. Project and Program Updates A. Partner Grant Annual Program Update (Schwantes)

DATE: TO: FROM: RE:

September 7, 2017 CRWD CAC Lindsay Schwantes 2018 Partner Grant Program

Background Partner Grants support organizations who share in the District’s mission to protect, manage and improve our water resources. Eligible costs include both personnel and materials. Any organization or community group serving residents within CRWD’s boundaries is eligible to apply. Projects funded in 2018 must be completed with a final report submitted by December 31, 2018. Grants are funded on a reimbursement basis and liability insurance is required for all grantees. Partner Grants are given to organizations, schools, businesses and other entities for clean water education and outreach projects. Grant awards range from $2,000-$20,000. The 2018 budget for Partner Grants is $75,000.

Issues On September 6, the Board authorized staff to promote the 2018 Partner Grant program and solicit applications. The Board has identified Managers Jones and Reider to serve on the Partner Grant Review Committee with Managers Collins and Texer to serve as alternates.

2018 Partner Grants Timeline: Task Date Board authorized RFP for 2018 Partner Grants and identifies two September 6, 2017 representatives for Partner Grant Committee September 7, 2017 September 13, 2017 October 27, 2017 November 2017 December 6, 2017 December 7-29, 2017

RFP for 2018 Partner Grants proposals distributed CAC identifies two representatives for Partner Grant Committee Proposals due Joint-committee makes funding recommendations for Board approval Board approves joint-committee recommendations for winners 2018 grant recipients notified

Staff request that the CAC identify two members to serve on the review committee. The committee will meet to review applications and select grant recipients the week of November 13-17. Jessica will be managing the program in my absence October-December.

Request Action Identify two CAC members to serve on the 2018 Partner Grant Review Committee.

W:\07 Programs\Stewardship Grant Program\Partner Grants\2018 Grants\CAC Memo 2018 Partner Grant RFP.docx

September 13, 2017 CAC Meeting Snelling-Midway Stormwater Management (Eleria)

DATE: TO: FROM: RE:

September 7, 2017 Citizen Advisory Committee Anna Eleria Snelling-Midway Redevelopment Site – Stormwater Management Update

Background For the past year and half, the City of Saint Paul and CRWD staff have been involved in stormwater management planning for the 35-acre Snelling-Midway Redevelopment site. The first phase of redevelopment includes construction of the MN United FC soccer stadium and associated infrastructure and open space over an 18-acre area. The remainder of the site will be redeveloped in future phases based on market interest. The City and CRWD have sought design of a site-wide, innovative stormwater management system that would be built as part of soccer stadium project.

This past spring, CRWD approved a permit to MN United FC for a base stormwater management plan, and issued an erosion control permit (soccer site only) so the team could begin construction while the design of a comprehensive (site-wide) system could be prepared and evaluated.

Issues MN United FC started project construction in late spring and final design of the stormwater management system is nearing completion. The soccer team has designed a comprehensive stormwater management system that includes two cisterns for capturing roof runoff from the entire 35-acre site including the soccer stadium roof and tree trenches for treating runoff from the new street and sidewalk grid. The captured rainwater will be filtered and treated with UV light for irrigating the Great Lawn north of the stadium and other greenspaces. The attached stormwater plan includes the reuse tanks, tree trenches, temporary surface basins and underground sand filters.

Staff have reviewed numerous iterations of the stormwater management plans as the comprehensive approach has evolved and additional details have been provided. The proposed plan would result in an estimated annual volume reduction from stormwater reuse of 45,000 cubic feet, in addition to 28,000 cubic feet of filtration and infiltration from traditional stormwater BMPs. Recommendation None, for discussion only. enc:

MN United Soccer Stadium Stormwater Management Stormwater Plan Sheet

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