Problem Statement: There is a difference of opinion on what is ethical for an RC&D Coordinator to be doing in performance of his or her duties as a NRCS employee. Those who contend that the RC&D Coordinator is nothing more than a technical advisor is contradictory to the current work plans, matrices and standard of performance which are currently being applied to the position. It is a double standard, to hold Coordinators responsible for outcomes of the RC&D Council and also tell them that they can not operate in a manner that it takes to produce those outcomes and make the program truly successful.

Common Ground: Before analyzing this problem, can we all agreed to the following: the laws and working relationship between RC&D Councils and NRCS is totally different than the relationship between Districts and NRCS. The most noteworthy difference is the fact that RC&D is a NRCS program and the manual states that the Coordinator is to serve as staff to the RC&D Council. If we need to draw parallels with existing programs, the RC&D and NRCS relationship more closely resembles the County Committee and Farm Agency relationship or the Rural Development Administration and their committee relationship. It is the interpretation of the author of this document that too much correlation with the District program, has been made. This is understandable since NRCS deals mostly with Districts, but the Coordinators feel it is an incorrect correlation.

The other item that all RC&D Coordinators would like agreement on, is that we are NRCS employees and are very proud of that and the job we do for NRCS.

Another action we would like agreement on, is that when discussing the issue before us, please have state staff refrain from inferring that RC&D Coordinators are unethical. We are not criminals, to the contrary we are very hard working and strive to serve our customers to the highest standards.

The training received by Coordinators, teaches us that we have to look other places for funding. In the training received we were taught that one mechanism of funding was the non-profit 501 © (3), in fact the manual provides sample by-laws. The principles we are employing are nothing more than what is needed to be an effective staff person to implement this training. If we are not allowed to employ these principles, then many RC&D’s need to give up on the idea of finding other funding sources.

The last belief we have that should frame this discussion, is the fact that any RC&D in the Nation that is considered to be accomplishing considerable and being held as an example for others, has a Coordinator operating under the methods we are discussing. If this is truly an ethical problem, then Washington is not alone and the answer must be addressed Nationally. The answers to these questions is so very important, not only from the Coordinators standpoint, but the very existence of the program.

What we would like to accomplish with this process, is to discuss with Lynn each ethical question, it's impacts on the program, alternatives for correcting the problem and the agreed to action.

United States Department of Agriculture
Natural Resources Conservation Service
303 South I
Aberdeen, WA 98520
 

March 4, 1997

Mr. Lynn Brown
State Conservationist
Natural Resources Conservation Service
Rock Point Tower II
W. 316 Boone, Suite 450
Spokane, WA 99201-2348

Dear Lynn:
 

The RC&D Coordinators have been informed that the State Office is looking into the performance of Coordinators and if we are operating in a manner that would be considered unethical for an NRCS employee. At first, I thought there was too much emphasis being place on what I thought was a minor issue. Then I was told that I was putting my job in jeopardy, at that point it no longer seemed minor.

I do not believe that Coordinators have been operating in any manner different than outlined in our Position Description, RC&D Manual and training given to us by NRCS. I have enclosed some pages from the RC&D Manual and my Job Description, highlighting those areas that I feel are pertinent to the ethical question. I have also enclosed a sheet outlining areas of concern that some have with the job that Coordinators are doing, there maybe others that I am not aware of. It is also important to note, that any RC&D accomplishing things in the county is operating in this manner. If there truly is a problem, it is not just a Washington State problem.

I appreciate the fact that you are looking into this, as it is very important to the future effectiveness of the program. The Columbia-Pacific RC&D has built-up enough staff, that I could bury myself and the outcome of the ethical questions would have little affect. The newer RC&D’s with only a Coordinator and Secretary do not have this luxury, and will be greatly impacted by this discussion.

It maybe too simple of an answer, but our Job Description points out in several places that the RC&D Coordinator is responsible for the administrative duties of the council operation. If we would think of Coordinators as administrators, versus technical staff, and provide them with administrative training, everything might be considered proper. The training and responsibilities would be very similar to the State Office Administrative staff. There are some who feel Coordinators are only technical assistance to the Councils and this differs greatly from that interpretation; in fact our job descriptions, standard of performance and RC&D manual.

I feel very positive about the changes and progress made in the RC&D program within the State of Washington. The past couple of years the Columbia-Pacific RC&D has become a major contributor to CO-O1 progress goals. We hope within a couple of years to be able to have a forester in most RC&D Counties, doing forestry for CO-O1. These things are possible because of the growth that the RC&D program has made.

I appreciate all the support you have given me and the RC&D program. I look forward to a positive meeting on this issue and a satisfactory resolution to all the concerns.
 

Sincerely,

James K. Walls
RC&D Coordinator

enclosures
cc: Shiraz Vira
Jan Carlson
Tim King
Dave Myra
Ron Shavlik

PROBLEM	IMPACTS	ALTERNATIVES	ACTION
RC&D Coordinators talking to funders.	1) Funders want to meet staff, they do not give to volunteer organizations. 2) They often ask for resumes of staff. 3) Funders like the board to sign grant applications, this shows the staff is not out doing things on their own, but they want to meet the staff who is in the office day after day making sure what they funded is getting accomplished. 4) State, federal and foundation staff work with staff. They do not work with boards, with few exceptions.	1. Seek Congressional clarification 2. Have Attorney General review the situation 3. Forbid such representation, meaning RC&D's will loose considerable funding. 4. No action, appropriate operation
Coordinators handling Funds	Improper	1. Do not allow, never
Coordinator reviewing bills and monthly checking statements.	Auditors requested this action, since the Coordinator does not have access to funds or payment of bills. Is this improper?	1. Seek Congressional clarification 2. Have Attorney General review the situation 3. No action, appropriate operation
Coordinator overseeing Council projects.	Funders generally will not fund projects being conducted by volunteers, they want a staff person in charge. Council members have full-time jobs and can not give the time necessary to oversee the complex jobs being carried out in RC&D;'s. This is a staff to staff relationship. Staff of funders do not like to work with Board members. They want to call the RC&D office and talk to someone at that moment, not wait until a board members comes in and can call back.	1. Seek Congressional clarification 2. Have Attorney General review the situation 3. Forbid Coordinator from this action, and remove responsibility from Standard of Performance. 4. No action, appropriate operation
Coordinators filling out vouchers and signing them (SF-270,ect.)	Columbia-Pacific reported over $40,000 in cash flow each month, vouchers must be processed in two days to keep the operation and cash flow going.	1. Seek Congressional clarification 2. Have Attorney General review the situation 3. Forbid such action, which most RC&D's think is possible. 4. No action, appropriate operation
Coordinators supervising RC&D employees, not the firing and hiring	RC&D Councils do not have the funding to hire personnel with the qualifications and training to be a supervisor. RC&D Manual states that the RC&D Coordinator is, "the principal staff of the RC&D Council."	Is this unethical?
RC&D title & duties: technical advisor versus Program Administrator, Director or Executive Director	1) Funders, newspapers, professionals and most citizens can not related to the title RC&D Coordinator. Funders and others must feel comfortable with the person and title. RC&D Manual and Position Description states that, "the RC&D Coordinator in principal staff to the RC&D Council. Position description and Manual also states, that the Coordinator assists the council by "directing staff assistance to the RC&D Council."	1. Seek Congressional clarification 2. Have Attorney General review the situation 3. Select another title that everyone is comfortable with and understands. 4. Train Coordinators as Administrators and give them appropriate authority and title. 5. No action, appropriate operation

 
 
 

PROBLEM	JUSTIFICATION
RC&D Coordinators soliciting funds from foundations, state and federal programs.     Impact: No help fund raising for Watershed Conference, No funds for business plan at Grays Harbor Paper, Significantly less funds for Friends Landing, No Habitat Restoration program, etc.	Receiving funds from a foundation is more often than not based upon a relationship that is built over a period of time, board members are not usually in office long enough to accomplish this and staff build the relationships. Funders like the board to sign grant applications, this shows the staff is not out doing things on their own, but they want to meet the staff who is in the office day after day making sure what they funded is getting accomplished. State, federal and foundation staff work with staff. They do not work with boards, with few exceptions. Funders want to meet staff, they seldom give to completely volunteer organizations. Funders often ask for resumes of staff.
Coordinator overseeing Council projects and making sure the project gets done.     Impact: No Friends Landing, No Hybrid Poplar, No Habitat Restoration, No fund raising campaign to reopen Grays Harbor Paper, etc.	Funders generally will not fund projects being conducted by volunteers, they want a staff person in charge. Council members have full-time jobs and can not give the time necessary to oversee the complex jobs being carried out in RC&D;'s. This is a staff to staff relationship. Staff of funders do not like to work with Board members. They want to call the RC&D office and talk to someone at that moment, not wait until a board members comes in and can call back.
Coordinators filling out vouchers and signing them (SF-270,ect.)     Impact: Delay of meeting payroll and getting bills paid on time.	Columbia-Pacific reported over $40,000 in cash flow each month, vouchers must be processed in two days to keep the operation and cash flow going.
Coordinators supervising on a day to day bases RC&D employees, not the firing and hiring Impact: Reduce efficiency	RC&D Councils do not have the funding to hire personnel with the qualifications and training to be a supervisor. RC&D Manual states that the RC&D Coordinator is, "the principal staff of the RC&D Council."
RC&D title: RC&D Coordinator versus Program Administrator, Director or Executive Director Impact: Lack of general public understanding of the job.	1) Funders, newspapers, professionals and most citizens can not related to the title RC&D Coordinator. Funders and others must feel comfortable with the person and title. RC&D Manual and Position Description states that, "the RC&D Coordinator in principal staff to the RC&D Council. Position description and Manual also states, that the Coordinator assists the council by "directing staff assistance to the RC&D Council."