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2011-11-07 Work Session Minutes
Minutes of Board of Commissioners’ Work Session Monday, November 7, 2011 Page 1 of 9 Pages Deschutes County Board of Commissioners 1300 NW Wall St., Suite 200, Bend, OR 97701-1960 (541) 388-6570 - Fax (541) 385-3202 - www.deschutes.org MINUTES OF WORK SESSION DESCHUTES COUNTY BOARD OF COMMISSIONERS MONDAY, NOVEMBER 7, 2011 ___________________________ Present were Commissioners Tammy Baney, Alan Unger and Anthony DeBone. Also present were Erik Kropp, Deputy County Administrator; Joe Stutler, County Forester; media representative Hillary Borrud of The Bulletin; and seven other citizens. Chair Baney opened the meeting at 1:35 p.m. 1. Update on the U.S. Naval Sea Cadet Corps Program. Johnny Corbin gave an overview of the program. He is a Navy veteran and hopes to help this group start a new cadet program. The Sea Cadets is grade six through twelve, and is similar to Youth Challenge and more. (Information on the program is attached for reference.) They are not asking for funds, but would like the endorsement of the Board. Pilar Davami, who has introduced the program to the area, explained that her children have been enrolled in this program and upon moving to Bend, she was surprised it was not available. The program has been in place since 1962 and its main purpose is not to get children into th e military, but to teach leadership, self-reliance and values, as well as sea skills. It is well funded through the Navy, the Coast Guard and Congress, and is self-sustainable. There are 10,000 participants in the U.S., so the program is well developed. Scholarships are available and the program is open to those in any economic situation. The cadets must drill in a local unit for 18 hours a month. In the summer, they can participate in a two-week boot camp, which then opens up many opportunities for them, including training at naval bases throughout the country and abroad, at very little cost. Minutes of Board of Commissioners’ Work Session Monday, November 7, 2011 Page 2 of 9 Pages Scott Cooper and Mr. Corbin gave some instances of how this program can enhance the lives of young people. Chair Baney asked about the Junior ROTC program, which is being phased out due to a lack of funding from the military. She asked how the costs of uniforms and other things are addressed, and what kind of support is sought. Ms. Davami said the ROTC would be replaced with another program called “The Defenders”. She said there is strong support from the military for the Sea Cadet program. The uniforms can be purchased inexpensively. The training is paid by the Navy or the Coast Guard, depending on which one is involved. Mr. Cooper added that this is one of the few growing nonprofit organizations in the country, due to strong financial support. Mr. Corbin said that those children who are not able to participate otherwise can get scholarships through various options. The program helps to prepare them to go into the real world. Ms. Davami added that the children also learn a lot about community service during the process. Commissioner Unger lauded the concept, and asked if they have picked a school for the various activities. Ms. Davami stated that first, they have to find sponsors, which in this case will be the American Legion in Bend; and then they have to find a place to drill. She is working on this. Then they will arrange for sponsors. They have to have interest from at least five children, and so far, there are twenty-five interested. Ms. Davami is seeking a letter of support for the program, so she can pursue sponsorships and other necessary points. Mr. Corbin said that there might be some interaction from Oregon Youth Challenge if it is appropriate for a certain child. Mr. Cooper added that they need some space to conduct drills; some suggestions were made for them to pursue. They indicated they would provide a draft support letter to the Board for consideration. Minutes of Board of Commissioners’ Work Session Monday, November 7, 2011 Page 3 of 9 Pages 2. Forester Update. Joe Stutler introduced the attendees: John Allen, Forest Supervisor, Deschutes National Forest; Deborah Norton, District Manager, Prineville BLM; George Ponte, District Forester, Oregon Department of Forestry; and Kate Klein, Forest Supervisor, Ochoco National Forest. Debbie Norton said they are working on the Cline Buttes project and the Eagle Crest fuels programs. They ha three or four more years of work on fuels reduction and hopefully a use for the biomass locally. Mr. Stutler added that they got the neighbors involved, started treating common areas and using sweat equity, obtain an ODF grant for biomass, and probably collected 4,000 cubic yards in the past few weeks. Work has begun on the east side of the highway. The homeowners;’ association now has $15,000 a year in their budget to maintain what they started. Ms. Norton said that there were some survey costs, with five people surveying the region. La Pine is a challenging project because property lines are not always where they are supposed to be. They are working at the State park and other areas. Legislation for the La Pine exchange has been passed by the Senate and introduced to the House. If passed, it will be transferred to the community. The cost is yet unknown, but includes an appraisal and survey, mapping and GIS costs. Chair Baney asked if County staff could help with any of this, such as GIS and surveys. Ms. Norton said no, it has to be done through the BLM jurisdictional process. Chair Baney asked if there is an estimated or average cost. This will be a City of La Pine property. Ms. Norton said it depends on the boundaries. Some of the properties were previously ready for disposal and had been surveyed. She will find out approximately what these costs might be. Chair Baney asked if the City of La Pine is aware of all of this activity. Commissioner DeBone does not think any of the parcels have changed hands. Ms. Norton said they added one parcel. Chair Baney wants to make sure the City is aware of the lands being considered for this at the beginning of the process. Commissioner DeBone stated that the Park District intends to pick up some of the costs, along with the City and the sewer district. The process has taken a long time, and it is probably time to clarify the cost portion. Minutes of Board of Commissioners’ Work Session Monday, November 7, 2011 Page 4 of 9 Pages Commissioner Unger stated that County staff has looked at this and he does not think the numbers are very high. There is a way to make these arrangements. He asked if the approval of the House needs to be this year. If not, does it have to start over next year. Ms. Norton feels that if it is not completed this year, it probably has to go back through next year. Ms. Norton said that each piece of legislation has different expec tations. Proposals have to come from another agency or a constituent. Negotiations are handled by the legislative team and at that time, the BLM is able to comment. This has been handled through Senator Wyden’s office for many years. Commissioner DeBone stated that the Park District wanted a specific parcel, but others have been making requests. The contact point would probably be Senator Wyden’s office. Regarding the Deschutes-Whychus wilderness proposal, the BLM does not propose, but responds. The current map in existence is the ONDA map, and they are trying to garner community support. The newest proposal includes more lands in Deschutes County. They need to have someone in the Congressional delegation introduce this and gather community input. The County can choose to support or not. The BLM does not have funding for any of the requested work, should this pass through the legislature. Commissioner Unger stated that what people like about wilderness areas is certainty for its future. He asked how the property is managed now. People complain about the property being ruined because access is too easy. He asked if a wilderness designation makes this different, and whether the master plan addresses this. Ms. Norton replied that population increases cause a lot of these issues. They are trying to delineate trails to keep people off the other land. They try to work with partners on this type of thing. They can put more emphasis on a specific area if there is support and if it is apparent the need is there, but they have budget constraints and need the support of the public on these programs. Minutes of Board of Commissioners’ Work Session Monday, November 7, 2011 Page 5 of 9 Pages This property is partly in the wilderness study area. It is mostly the BLM land along the rivers. The Crooked River Grasslands area is managed under the current plan, which allows OHV’s currently. They have been working on the Steelhead Falls wilderness study area since 1991. This is still awaiting Congressional action. They try to maintain it to be suitable for a possible future wilderness designation. The Wild & Scenic River corridor is in this area. (She referred to an oversized map of the area.) There are designated seasonal roads closed during the winter. Development would be for non-motorized use of trails only. Chair Baney said that the County has not had a presentation from ONDA, although she sat in on a community meeting where they did so. It is not normal for the Board to weigh in unless asked and if they have something to say. George Ponte said there has been lots of research showing the effects of wilderness on certain areas and the population. John Allen stated there is a larger perspective. There are several wilderness areas here. However, funding has gone down 40% in ten years. Willingness to fund is already a problem. Mr. Stutler stated that they need more flexibility for nonspecific, non- designated money. They can draw from other sources if it is not specifically designated. Congress loves to designate lands, but then will not follow through with adequate funding to maintain those lands. Ms. Norton said they got a grant through OHB for another ranger. They try to educate rather than writing tickets. Chair Baney asked about the issue of an alternate exit out of Crooked River Ranch. Ms. Norton replied that the Ranch has never come forward with a proposal. Chair Baney said this should not be linked to the proposed wilderness. Ms. Norton stated that Molly Brown is the contact. There were two roads originally, and the BLM was told to abandon one. Commissioner Unger noted that it appears the Ranch is going to have to step up with a proposal. Minutes of Board of Commissioners’ Work Session Monday, November 7, 2011 Page 6 of 9 Pages Ms. Norton brought a map relating to sage grouse. Commissioner Unger stated that this is of interest to several counties. There are opportunities to protect them, but it needs to be approached on a regional level. They want to work with the landowners on this. Ms. Norton said that the BLM worked with communities to come up with the maps. The only area in Deschutes County is south of the highway in the southeast county. The Crook County area is south down to Hampton. This includes private land. A technical team out of the Oregon Department of Fish & Wildlife in Bend is looking at this in terms of mitigation and banking lands. Mr. Allen thanked Deschutes County for its help in getting its new building at the Pine Nursery. The Century Drive project was funded as well after a number of years. The Mt. Bachelor master plan will be in final draft soon, and the community will see good things in that plan. The City of Bend’s water project is an issue, including the Skyliner Road project. They hope to have their part done early next year, since the water line is to be through USFS land. They are working on an infrastructure project in Crescent, funding a new building for the ranger station there in 2014. The Sunriver/Lava Lands paving project complete and enhances the recreation experience in that area. Natural resources and the forest landscape restoration project are tough topics making some progress. Community wildfire protection plans in Sisters and west Bend will be starting in about a year. The Deschutes National Forest had about 25,000 acres of forest treated last year for hazardous fuels. He expects this to continue at some level. Two appeals have been submitted to the travel plan decision, one on Ochoco and one on Deschutes. They hope to resolve this. Closing cross-country travel on undesignated roads is mostly supported. Some roads are closed on paper but have not been closed physically due to the terrain, or the closures are ignored. The ODF&W and USFS are looking into a mule deer strategy. Many of the deer winter in eastern Oregon, and there is a high mortality rate on the roads. They hope to look at more than the use of underpasses during migration. Minutes of Board of Commissioners’ Work Session Monday, November 7, 2011 Page 7 of 9 Pages This is the second year of having Youth Conservation Corps crews work in the La Pine area. They are hoping to increase this in the future. The Welcome Center infrastructure project will be funded through federal highways. They hope to build in the summer of 2013. They plan to have a tunnel under Century Drive to allow trail connectivity via bicycles or walking. There has been a lot of strategic energy to try to serve the tourist industry, with the environment in mind. Chair Baney commended the public process. Commissioner Unger added that the collaborative is a new model on moving forward, but seems to be working. There is a lot of recreation here and a lot of interest in biking. Everyone is learning how to restore the forest and use what we have well and responsibly. Mr. Allen said that for a national forest to treat as much acreage as it does, it is amazing how little opposition there is. They are doing a good job in general. He said that several Rangers are retiring, so they will be short-staff for a while. Judge Grasty of Harney County stepped into the room and said he is meeting on sage grouse in another County conference room. Mr. Ponte said they would have their new office in Sisters next month. It will be a subunit office, and not full service. The old property will be for sale eventually. There was a relatively quiet fire season due to a wet spring, with fire season starting in mid-August. This was the first year in a while that there was no project fire needing multi-jurisdictional help. The Legislature made significant cuts in the private forestry program that helps small forestland owners. Funds were restored in 2011 but they will reduce those by at least 10% now. Doug Decker, the relatively new State Forester, plans to visit leaders during January 9-11 here. He will want to meet with some local representatives. Minutes of Board of Commissioners’ Work Session Monday, November 7, 2011 Page 8 of 9 Pages Commissioner Unger stated that the Governor said they need to start managing cutting better. Mr. Ponte said there are no State-managed forestlands in Deschutes County; the closest is Klamath County. There has been controversy in the Coos Bay and Tillamook areas. The Governor wants to see some areas set aside and have other worked on more intensively. Most of the lands are in northwest Oregon. Many people want to see level of harvesting increased to get more local revenue. Others do not want to see this happen. Chair Baney asked how the County can help with what the agencies are doing. Mr. Ponte replied that the forest patrol taxes can be controversial. This is for fire protection of their land. Some properties that have multiple or undivided interest ownership are an issue. Think they have a temporary work around, but the County would have to upgrade software to make this permanent. He has asked Scot Langton to find out what the cost might be. They would like to avoid some of these issues. Mr. Stutler provided a handout, and said that during the l ast six months, the chair of the western region has gotten a presentation to Phase II and Phase III. They take three regional plans and put together something to drive funding. When outreach was done, there was an overwhelming response from fire safe councils and communities. Agencies did not engage as they should have. State and county agencies did not; but fire chiefs did. He hopes to see this strategy move forward. He continues to get feedback. The attendees were asked what they think of this. Mr. Allen said that what he has heard is basically broad and general. Agency leadership is tentative, so it is more of a "wait and see" than anything. Mr. Ponte stated that they are all participating at some level. Input has been local. They do not want to provide folks with mixed messages. 3. Other Items. None were discussed. 4. Executive Session, under ORS 192.660(2)(h), Pending or Threatened Litigation. ~eing no further discussion, the meeting adjourned at 3:20 p.m., at which time the 'Board went into executive session. ; DATED this 2L:!r Dayof ~2011 for the Deschutes County Board of Commissioners. Anthony DeBone, Vice Chair I ATTEST: Alan Unger, Commissioner ~~ Recording Secretary I Minutes of Board ofConunissioners ' Work Session Monday, November 7, 2011 Page 9 of 9 Pages Deschutes County Board of Commissioners 1300 NW Wall St., Suite 200, Bend, OR 97701-1960 (541) 388-6570 -Fax (541) 385-3202 -www.deschutes.org WORK SESSION AGENDA DESCHUTES COUNTY BOARD OF COMMISSIONERS 1:30 P.M., MONDAY, NOVEMBER 7, 2011 1. Update on the U.S. Naval Sea Cadet Corps Program -Johnny Corbin and Pilar Davami, u.s. Naval Sea Cadets 2. Forester Update -Joe Stutler; with Representatives ofthe BLM, Forest Service and Oregon Department ofFish & Wildlife 3. Other Items 4. Executive Session, under ORS 192.660(2)(h), Pending or Threatened Litigation PLEASE NOTE: At any time during this meeting, an executive session could be called to address issues relating to ORS 192.660(2) (e), real property negotiations; ORS 192.660(2) (h), litigation; ORS 192.660(2)(d), labor negotiations; or ORS 192.660(2) (b), personnel issues. Meeting dates, times and discussion items are subject to change. All meetings are conducted in the Board ojCommissioners' meeting rooms at 1300 NW Wall St.. Bend. unless otherwise indicated. lfyou have questions regarding a meeting, please call 388-6572. Deschutes County meeting locations are wheelchair accessible. Deschutes County provides reasonable accommodations for persons with disabilities. For deaf, hearing impaired or speech disabled, dial 7-1-1 to access the state transfer relay service for TrY. Please call (541) 388-6571 regarding alternative formats or for further information. r--: .... Q) .0 E Q)> ...... 0""" Z~ >. co "'0 C o ::E NAVAL SEA CADET CORPS (NSCC) Who are we? • Federally chartered by Congress in 1962 (Public Law 87-655) • Non-profit youth training and education organization (Ages 11-17) • Supported by the U.S. Navy and Coast Guard, sponsored by the Navy League of the United States Mission: .....through organization and cooperation with the Department of the Navy. to encourage and aid American youth to develop, train them in seagoing skills, and to teach them patriotism, courage, self-reliance and kindred virtues." Purpose: Since 1958 the Naval Sea Cadet Corps has been committed to providing American youth with a drug and alcohol free environment to foster their leadership abilities, broaden their horizons through hands-on training and guide them to becoming mature young adults. • Our program is directed toward development of young American men and women, promoting interest and skill in seamanship and aviation and instills in every Cadet a sense of patriotism, courage, self-reliance, confidence and those qualities which mold strong moral character and self discipline in an anti-drug and gang free environment. • Over 10,500 participants in 387 units across the Nation. Deschutes County would have the newest unit. • Scholarships and assistance are made available, funds permitting, so that no young man or woman is denied access to the program, regardless of their social or economic background. What training do Cadets receive? • Local training, held at the unit's drill site in Deschutes County, includes a variety of activities supervised by qualified Sea Cadet Corps Officers and instructors. • Initial 2 -week "Boot Camp"; follow-on training each summer onboard Navy, Coast Guard and USNSCC ships and ashore training facilities. This past year Cadets trained in 27 career fields: aviation, firefighting and emergency services, legal services, master-at arms, medical, musiC, SEABEE, amphibious, SEALs, ceremonial guard, mine warfare, search and rescue, submarines, seamanship, Coast Guard (Including Barque Eagle). Petty Officer Leadership. sailing, scuba diving, survival, Honor Guards, cooking/steward, military vehicle maintenance. engineering, military photography, mine warfare and EOD. There is also an international exchange program with other countries having Naval Sea Cadet Corps programs. • Cadets complete USN Enlisted Correspondence courses, graded by the Navy. Credit is given to Cadets who enlist in the Navy and Coast Guard. How do Cadets do after leaving the program? • 12% of the US Naval Academy come from NSCC • Approximately 500 Cadets enlist in the Navy and Coast Guard and other Services each year. • All Cadets carry forth learned values of good citizenship and leadership that will benefit our country regardless of whether or not they choose to join the Armed Forces. How do we maintain a drug-free environment for our Cadets? • Provide an active program that is exercised in an environment which provides a peer group that eliminates those pressures to become involved in drugs. • Work closely with the DEA. Field agents are an integral part of our entire training program. • Designated DEA Prevention and Education Resource It is noteworthy that the Navy Sea Cadet Corps is one of a very few non-profit. all volunteer programs that is growing during this economic downturn. We respectfully request the Deschutes County Commissioners endorse this program. Please ask us any questions you may have at this time or in the future. Pilar Davami Commanding Officer 541-420-9424 u.s. Naval Sea Cadet Corps .2010 Annual Report Contents National Chairman's Message ....................... , ......... 2 NSCC Objectives ..................................................... 6 Benefits ..................................................................... 6 Activities ............ : ..................................................... 7 Senior Leadership ..................................................... 7 Training .................................................................... 8 Training Highlights for 2010 ................................... 9 International Exchange Program ............................ ll Naval League Cadet Training ................................. 11 Scholarships .. , ........................................................ 11 Awards .. .................................................................. 12 Individual Awards ................................................... 12 Strength Status ....................................................... 13 Service Accessions ................................................. 14 Finances .......................................... ........................ 15 In Appreciation ....................................................... 16 National Officers/Directors .................................... 16 NSCC National Headquarters Staff ...................... .16 The u.s. NAVAL SEA CADET CORPS Is a federoUy cbar1trtd ,.,alb tralniDa for__Ie ages 11·17 who tnlD wlib !he US . NaY)', Coast Gaanl aad oIher mllliary Oil_lions. Yoar CFC do""lIo.. aIJow Ibe US. Naval Sea Cadet Corps to ..... Oftt 290 units and 10,soo J'OIIII& people Ihroagboat Ibe USA. Our program provides coonsding, Ieodenhlp tralniDa, maritime sIdlIs, .vittio. tralniDa. forol«D acbauges, p~n..... programs, drug & akoboI.buse pre_doD. rdJoIarsbfps ODd FUN1 PI=.,.".,/Ilbu Amnicol]Olllh //lid cW 10185 JOfU CFC40M110./o,..' 11oak,..1 u.a. NAYAL alIA CADI!T COlIN -- ........VA.=-(715)-'....._'*-. ALEXANDRIA Diy, (VA) NSCC manning the rails o/the USS NITZE (DDG) during fleet week. The Naval Sea Cadet Corps (NSCC) is a federally chartered rnm profit civilian youth training organization for young people, ages 13 through 17, sponsored by the Navy League of the United States (NLUS) and supported by both the U.S. Navy and U.S. Coast Guard. Included under the NSCC umbrella is the Navy League Cadet Corps (NLCC), a junior program for youth ages lJ to 13. Goals of both the Cadet programs follow: • To develop an interest and ability in basic seamanship and seago ing skills; • To instill the virtues ofgood citizenship and strong moral principles in each Cadet; • To demonstrate the value of an alcohol-free, drug-free, and gang free lifestyle; • To make each Cadet aware of the prestige of a military career and increase the advancement potential of those who serve. U.s. Naval Sea Cadet Corps CHAIRMAN'S MESSAGE All Ahead Full! The u.s. Naval Sea Cadet Corps continues to be a dynamic and inspirational Youth Program. As the new Chairman and a long-time member of the U.S . Naval Sea Cadet Board of Directors, I continue to be amazed at the steady growth of a most unique youth development program. Each year we report events, personal interest stories and cadet unit achievements that are absolutely awe-inspiring. Our strong supporters in Congress, the Navy, Marine Corps, Coast Guard and Maritime Administration all share our pride of these young cadets' achievements . With dauntless enthusiasm we move forward to meet the challenges in the coming year -ALL AHEAD FULL in 2011! With great pride we report another full year of growth. Our Sea Cadet enrollment has grown every month for the past 26 months! Our goal for 2010 was 10,000 members. We sprinted past that objective, closing the year with 10,549 members! We are "underway, making way" to achieve our 2011 goal of 11,000 members . The U.S. Naval Sea Cadet Corps is one of a few youth development programs run by volunteers that can report con sistent growth -we are also the only International Sea Cadet organization that has grown in membership the past several years. This past fall we hosted the International Sea Cadet Association Conference at Navy League Headquarters in Arlington, Virginia. The annual conference was attended by representatives of 14 countries with whom we have Sea Cadet exchange pro grams. The Association has grown significantly since we last hosted the event in 1999. The attending countries reported operat ing support budgets ranging from very small to very large. Regardless of the degree of support each country provided, it was clear those who participate in cadet exchanges with the United States consider our program to be the very best. Equally clear was that the cadets we send to other countries are considered to be the "best of the best" -every year we receive numerous accolades regarding our cadets' training and professionalism. Training in 2010 surpassed other years in courses available, cadet attendance, and qualifications achieved. This happened in spite of having fewer funds to spend per cadet. Our program initiated efficiency improvements but still provided high quality training for our cadets . A review of the training highlights enclosed in the report will reflect we had "the right stuff" in 2010. Our training curriculum expanded efforts to improve the cadets' knowledge of traditional maritime subject matter as well as the Naval and Coast Guard academies and Science, Technology, Engineering, and Math (STEM) courses. Additionally, we had our largest Christmas training period ever. This was only possible because of our committed adult volunteers and the strong support by our Sea Services leadership. We also significantly expanded local unit training due to the major funding assistance of an anonymous donor. We anticipate continued growth in 2011 for local training as a result of these contributions. Local training significantly adds to unit recruiting and retention efforts. Bottom line -2010 was an outstanding year for our Sea Cadet program because of the incredibly generous contributions, both in time and money, of many committed people. We look forward to 2011 being another outstanding year. We will measure progress carefully by assessing the quality of each program delivered and will adjust in real-time if improvements can be made. The U.S. Naval Sea Cadet Corps volunteers and staff will continue to provide strong oversight to derive the maximum benefit from every dollar spent. We will strive to grow the program by working closely with Congress and our Sea Services Leadership to allow more youth the opportunity to participate in a positive, character-building experience as a United States Naval Sea Cadet. All the best, R. W. Hollstein National Chainnan U.S. Naval Sea Cadet Corps u.s .Naval Sea Cadet Corps 2 THE SECRETARY OF THE NAVY February 15, 2011 GREETINGS TO THE NAVAL SEA CADET CORPS On behalf of the Department of the Navy, I want to thank the U. S. Naval Sea Cadet Corps for your ,strong support of both the Navy and Marine Corps and our mission of protecting freedom and democracy around the world. Your work with high school students across the Country has helped develop civic responsibility and prepare the next generation for public service, whether in the military or as citizens. You have filled this vital role since 1958, and during that time thousands of Sea Cadet alumni have served our Country overseas, in Vietnam, during Desert Storm, and now today in Afghanistan and Iraq. As a partner, you've built upon and enriched the 235 year legacy of the Sea Services. Since 1958, you've instilled our Core Values of honor, courage and commitment in thousands of young Americans. It is through these principles that we wi11 remain the most formidable expeditionary fighting force in tne world. Congratulations on another year of service. I salute you and I salute 52 years of partnership Godspeed. . u.s.Naval Sea -c.dI!t Cocps I 3 C I::UE F OF NAVAL OPERATIONS AMESSAGEFROMTHECHlEFOFN'AVALOPERATlONS On behalf of the men IUld women o£the United Sta t Navy. pi a.ccept my sincere co ngratul at ions as the Naval Sea Cadcc Corp prepares for Ulodler year preparin g abe future leaders of our Navy nnd N ion. Year after year. th e Naval Sea Cadet Corps program continues to provide vario us educational opportunities for our fu ture le ad er . For more th an 50 years you have d e loped and trai ned our ., utb an d ins lnlcle them in the mean mg of character. courage. an d patriotism. The Naval Sea Cade l Corps' in.~lrUnlelual in uidi n our yo uog men and women for future succes§. \Vith the till.. they acquire from myriad training opportunities many Cadets are pre pare d to meet the future head*On. lam pleased to kftow that the Na val Sea Cadet Co rp s will continue to uphold its deserved reputation a positive influence to Ihe future of our Nation. Best 'wishe . the Naval Sea Cadet C~begins another outstanding year. Admiral , U.S. N v y 4 THE COMMANDANT OF THE UNITED STATES COAST GUARD WASHINGTON, D.C. 20593-0001 FEB 2 22011 Dear Friends, Together with all of my Shipmates in the U .S. Coast Guard, I would like to pass on heartfelt congratulations for yet another year of valuable contributions by the U.S. Naval Sea Cadet Corps (NSCC) to our Nation. At a time when virtually all other youth volunteer programs are shrinking, it is impressive that NSCC has experienced unprecedented growth. I note with pride that your organization has recently achieved 10,000 cadets enrolled. I have had the opportunity to meet with many Sea Cadets as I toured U .S. Coast Guard facilities -and without exception I have been impressed with their professionalism, commitment to service and esprit de corps. Sea Cadets are a welcome and valuable component of the Coast Guard Family. For over 50 years the NSCC has provided valuable educational opportunities, exposure to the Armed Services and has served to improve the quality of persons joining the Military. The work achieved by the NSCC contributes greatly to the Coast Guard's quest to recruit and retain the best and brightest that our Nation has to offer. Within the Coast Guard's Reserve, Enlisted, Officer and Auxiliary cadre are found many former Sea Cadets. They are standing the watch proudly and capably, thanks in part to a great start in the NSCC. As the 24th Commandant of the Coast Guard, I look forward to continuing to strengthen our long-standing partnership. Thank you for your patriotism and dedication. You can take pride in knowing that your contributions help keep our country strong! Semper Paratus! -~ s Officers ofIntel7Ullional Sea Cadet Association place wreath at The Tomb ofthe Unknown Soldiers. At the request of th e Department of the Nal'y, the Navy League of the United States established the Naval Sea Cadet Corps in 1958 to 'create afavorable image of the Na vy on the part of American youth.' On September 10, 1962, the U.S. Congress federally chartered the Naval Sea Cadet Corps under Public Law 87-655 as a non-profit civiliwl youth training organization for young people, ages 13 through 17. A National Board of Directors, w hose Chainnan may also serve as the National Vice Presidelll of the Na vy League for Youth Progrwns, establis hes NSCC policy and managemenl guidance for operation and administration. A Vice-Cha innan of the Board serves also as the Corps' Na tional President. A full-time Executive Director and sma ll staffin A rlington, VA, adm inisters NSCC's day-to-day operations. Th ese professionals work with volunteer Regional Directo rs, unit commanding office rs, a nd local sponsors. They also collabo rate with Navy League councils and other civic, or patriotic organiza/ions, and with local school systems. NSCC Objectives • Develop an interest and skill in seamanship and seagoing subjects. • Develop an appreciation for our Navy's history, customs, traditions, and its significant role in national defense. • Develop positive qualities of patriotism, courage, self-reliance, con fidence, pride in our nation and other attributes which contribute to development of strong moral character, good citizenship traits and a drug-free, alcohol-free and gang-free lifestyle. • Present the advantages and prestige of a military career. Under the Cadet Corps' umbrella is the Navy League Cadet Corps (NLCC), a youth program for children ages 11 through 13 . While it is not part of the federal charter provided by Congress, the NLCC is sponsored by the Navy League of the United States. The NLCC was established " ... to give young people mental, moral, and physical training through the medium of naval and other instruction, with the objective of developing principles of patriotism and good citizenship, instilling in them a sense of duty, discipline, self-respect, self-confidence , and a respect for others." Benelits Naval Sea Cadets experience a unique opportunity for personal growth, development of self-esteem and self-confidence. Their partici pation in a variety of activities within a safe, alcohol-free, drug-free, and gang-free environment provides a positive alternative to other less favorable temptations. The Cadet Corps introduces young people to nautical skills, to maritime services, and to a military life style. The program provides the young Cadet the opportunity to experience self reliance early on, while introducing this Cadet to discipline without any obligation to join a branch of the Anned Forces. The young Cadet realizes the commitment required and routinely excels within the Navy and Coast Guard environments. Naval Sea Cadets receive first -hand knowledge of what life in the Navy or Coast Guard is like. This realization ensures the likelihood of success in military service. For example, Cadets may experience lim ited travel abroad and in Canada, as well as the opportunity to board Navy and Coast Guard ships, craft and aircraft. These young people may also participate in shore activities ranging from training as a stu dent at a Navy hospital to learning the fundamentals of aviation main tenance at a Naval Air Station. The opportunity to compete for college scholarships is particularly significant. Since 1975,244 Cadets have received financial assistance in continuing their education in a chosen career field at college. In thi s regard, over 12% of the Naval Academy midshipmen are former Sea Cadets. These Cadets are not included in the group getting a. financial scholarship. U.S. Naval Sea Cadet Corps 6 Activities Naval Sea Cadets pursue a variety of activities including classroom, practical and hands-on training as well as field trips, orientation vis its to military installations, and cruises on Navy and Coast Guard ships and small craft. They also participate in a variety of communi ty and civic events . The majority of Sea Cadet training and activities occur year round at a local training or "drill" site . Often this may be a military installation or base, a military operational support center, a local school, civic hall, or sponsor-provided building. During the summer, activities move from the local training site and involve recruit train ing (boot camp), and "advanced" training of choice, which includes a variety of training opportunities depending on the Cadet's previous experience and desires. Senior Leadership Volunteer Naval Sea Cadet Corps officers and instructors furnish senior leadership for the program. They willingly contribute their time and effort to serve America's youth. The Cadet Corps programs succeed because of their dedicated, active participation and commit ment to the principles upon which the Corps was founded. Cadet Corps officers are appointed from the civilian sector or from active, reserve or retired military status. AIJ are required to take orientation, intermediate, and advanced Officer Professional Development courses to increase their management and youth lead ership skills. Appointment as an officer in the Sea Cadet Corps does not, in itself, confer any official military rank. However, a Navy style uniform, bearing NSCC insignia, is authorized and worn. Cadet Corps officers receive no pay and only minimal allowances to attend development courses. In conjunction with carrying out training duty orders, they also derive some benefits from limited use of military facilities and space available travel arrangements. Sea Cadet 'cooling off' at the Master at Arms Academy a1 NAS Oceana VA. ADM. Michael G. Mullen, Chairman of the Joint Chief ofStaff. joins Cadets ofthe BEN MOREElL Bal/alion. POri Hueneme CA. for the 7th AnnuaJ San Fenwndo Veteran's Day Parade. U.S. Naval Sea Cadet Corps 7 Training Local Training Local training, /:leld at the unit's drill site, includes a variety of activi ties supervised by qualified Sea Cadet Corps Officers and instructors, as well as Navy, Coast Guard, Marine and other service member instructors. Cadets receive classroom and hands on practical instruction in basic military requirements, military drill, water and small boat safe ty, personal core values, social amenities, drug/alcohol avoidance, cultural relations, Naval history, Naval customs and traditions, and nautical skills. Training may be held onboard ships, small boats or aircraft, depending upon platform availability, as well as on board mil itary bases and stations. In their training, Cadets also learn about and are exposed to a wide variety of civilian and military career opportu nities through field trips and educational tours. Special presentations by military and civilian officials, as well as attendance at special briefings and events throughout the local area, augment the local training. Cadets are also encouraged, and sched uled, to participate in civic activities and events to include parades, social work, and community projects -all part of the "whole person" training concept. For all Naval Sea Cadets the training during the first several months is at their local training site, and focuses on general orienta tion to, and familiarization with, the entire Naval Sea Cadet program. It also prepares them for their first major away-from-home training event, the two-weeks recruit training, which all Sea Cadets must suc cessfully complete. The Nayy League Cadet Corps training program teaches younger Cadets the virtues of personal neatness, loyalty, obedience, courtesy, dependability and a sense of responsibility for shipmates . In accor dance with a Navy-orientated syllabus, this education prepares them for the higher level of training they will receive as Naval Sea Cadets. Summer Training. After enrolling, all sea cadets must first attend a two week recruit training taught at the Navy's Recruit Training Command, at other . Naval Bases or stations, and at regional recruit training sites using other military host resources. Instructed by Navy or NSCC Recruit Division Commanders, cadets train to a condensed version of the basic course that Navy enlistees receive. The curriculum is provided by the Navy, and taught at all training sites. In 2010 there were 24 recruit training classes, including 3 classes conducted over the winter holiday and spring school break. At least twenty nationwide regional sites are required annually to accommodate the steady demand for quotas and also to keep cadet and adult travel costs to a minimum. 2128 cadets attended recruit training in 2010, supported by approxi mately 281 adult volunteers. This training was almost 300 more cadets than trained in 2009. This increase in Recruit training is con sidered to be attributable to the wide variety and opportunity retained in the basic training program itself, complemented by 2010's modest ly increased funding support of $286,000 that allowed three times the support to locally arranged training by units over that available in 2009. In 2009, locally arranged training evolutions totaled 20, where as in 2910, over 60 were accomplished to the benefit of over 2600 cadets and another 500 adult leaders. With that modest increase in funding in 2010, the NSCC was also able to maintain cadet deposit fees at the 2008 level, avoiding additional fin.ancial burden to cadets and parents. Once cadets have successfully completed recruit training, they may choose from the wide variety of advanced training opportunities available to them. The Naval Sea Cadet Corps continues to be very proud of the quality and diversity of training opportunities offered to its' Cadet Corps. For 2010, slightly better than prior years, approxi mately 8,300 training opportunities were formally advertised for both cadets and adults. Representative advanced training opportunities for 2010 once again included: Sea Cadet trains to operate heavy crane under guidance of USN Sea Bee in Bainbridge, OH. U.S. Naval Sea Cadet Corps 8 Training Classes and Locations ,Basic and/or Advanced Ainnan Training FL, VA, CA, WA, TX, (12 classes) Aviation Ground SchO()I (FAA) CA, GA, OH (4 classes) Air Traffic Control FL (l class) Amphibious Operations Training VA, OH (2 classes) Basic and/or Advanced Seabee CA, IL, NY, OH, NM, FL (6 c1asses) Ceremonial Honor Guard GU, FL, OH (3 classes) Culinary Arts FL, IL, TN, NY (5 classes) Fiel9 Training CA, GA, SC, MN (5 classes) HI History Heritage, the Pacific Theater , HI (1 class) Homeland Security, Fire Fighting, Search and Rescue MI OH, AR, GA, FL, CA (5 classes) Jag Legal Training Rl, (1 class) Life Guard lA (1 class) P.O . Leadership Academy NY, Rl, LA, CA, FL,lA, MI, VA, TN, MN, GA, OH, NJ, MA, NM, IL, MD (26 classes) Master at ArmslPolice Science, Maritime Interdiction VA, WA, Ml Rl, NJ, NY, GA, TN, CA, OH (12 classes) Maritime Interdictionand Law Enforcement OR (1 class) Marksmanship Training AZ, Ml, MN (3 classes) Marine Mammal CA (1 class) Medical IL, FL, CA, OH, NY (7 classes) Port Operations OH, (1 class) Photo Journalism CA, GA, NY (5 classes) Naval Intelligence CA, VA (2 classes) Navy Shipboard Engineering IL (1 class)' . Navy Operations Specialist IL, OH (2 classes) Naval Electronics IL (1 class) Naval Gunners Mate IL (1 class) Sailing School CA, lA (5 classes) SEAL & SWCC FL (2 classes) SCUBA Training, Underwater Research CA, Ml, OH (8 classes) EODIMDSU Hard Hat Diving VA (1 class) Seamanship MA, Ml, IL, CA, VA (9 classes) Advanced Seamanship at Mass Maritime MA (2 classes) Shipboard East and West Coast as locally arranged Submarine Seminars GA (1 class) Military Vehicle Maintenance Ml (1 class) As mentioned earlier, another 2600 opportunities presented them selves through the dedication, resourcefulness and initiative of the adult volunteer officers who locally arranged additional training opportunities for cadets onboard bases and stations. This locally arranged training is some of the best that the NSCC has to offer and includes the consistently outstanding training offered by the U.S. Coast Guard. The total cadet and adult opportunity for 2010 again was over 8,300 quotas, including all recruit, orientation, and advanced training. Over 7,000 NSCC members, with well over 6000 being cadets, stepped forward and requested orders to take advantage of these training opportunities. Cadets faced a myriad of challenging and rewarding training experiences designed to instill leadership and develop self-reliance. It also enabled them to become familiar with the full spectrum of Navy and Coast Guard career fields. Every cadet who desired to participate in scheduled NSCC trairung had ample opportunity to do so, and close to 100% did. This steady and continuing participation again reflects the popu larity of the NSCC and the positive results of federal funding from 2001 through 2010. The NSCC still continues to experience an aver age increased recruit and advanced training attendance of almost over 3000 cadets per year above those years in which federal funding was not available. Notew.orthy to mention again, NSCC enrollment has been steadily increasing since late 2008, and cadet participation in U.S. Naval Sea Cadet Corps Cadets ofGUNFIGlfTER Squadron and Training Ship TOPGUN aboard USCGC HADDOCK (WPB-87347) for Coast Guard training .. training has been steadily on the rise over the last two years. The 2010 grant increase of $286,000 markedly helped recruiting, reten tion, and training as the statistics reflect. While recruit training acquaints cadets with Navy life and Navy style discipline, advanced training focuses on military and general career fields and opportunities , and also affords the cadets many entertaining, drug free, disciplined yet fun activities over the entire year. NSCC continues to have approximately 450 cadets per year fur ther c.onfirm the program's popularity by performing multiple two week trainings, taking maximum advantage of the opportunities pre sented. The NSCC also stands very proud in that the US Naval Academy brigade of midshipmen enjoys having over 12% of its' members (over 500 midshipmen) having been former Sea Cadets. 132 midshipmen inducted in the Class of 2014 were former sea cadets. Training highlights for 2010 Opportunity for each and every cadet to perform Recruit and or Advanced Training as always was again the focus in 2010. To that end emphasis was placed on maintaining all traditional and new train ing opportunities developed since federal funding was approved for the NSCC. Highlights included: 9 international Exchange Cadets from 9 countries at the Today Show with host Meredith Vieira during a visit to New York City. • Maintained national recruit training opportunity for every cadet wanting to participate with 24 recruit training evolutions in 2010, 3 of which were over the winter school break. • Sponsored the largest ever winter training program with 13 evolu tions completed for 799 cadets, with 134 adult volunteer escorts assisting. • For the second year in a row, participated in the Naval Academy's exp;;wded Science, Technology, Engineering and Math (STEM) program. There was one class in 2009 whereas in 2010 3 classes were sponsored. 88 cadets applied and 28 were accepted. • For the first time ever, participated in the USCG Academy's 2 day Leadership Seminar, open to all qualified 8th, 9th, and 10th graders. Approximately 50% of the class were Sea Cadets, with 1 cadet traveling from as far away as Hawaii. • Increased again NSCCs' adult volunteer attendance in Professional Development Programs. With three different weekend courses tailored to improving volunteer knowledge and leadership skills, approximately 755 adult volunteers attended these classes in 2010 (171 more than 2009). • In direct support of NSCC Units, we dramatically increased the funding support for locally arranged training which directly enhances both recruiting and retention. With only 20 evolutions supported in 2009, increased funding support for 2010 allowed 61 evolutions to be supported to the benefit of over 2600 cadets and 500 adult escorts attending this training. NSCC attributes its' continuing monthly increases in cadet enrollments to the improved funding support in 2010, which allowed this increase in training support. • Again in 2010 placed cadets onboard USCG Barque Eagle for a summer underway orientation training cruise. This continues to prove itself to be the chance of a lifetime for NSCC cadets, with many electing USCG as their career choice after this training. • Maintained NSCC's underway seamanship training on the Great Lakes with 4 underway cruises onboard 2 NSCC YP's and the NSCC torpedo retriever "Grayfox". These were complimented with three additional cruises having training focus on SCUBA training in the underwater archeological historic area of Lake Michigan. • Continued again in 2010, cadet opportunity to train with the Navy at its Marine Mammal Training Facility in San Diego, CA where 4 cadets participated side by side with their USN counterparts in caring for and training their charges. • For the first time, piloted a program where NSCC cadets part nered with Navy's Drug Education For Youth (DEFY) program. Cadets participated as leaders and mentors to non-NSCC participants in this program with great success and promise for expanded partici pation in the future. • With outstanding support from the USCG, continued to place cadets aboard USCG stations, cutters, and tenders for what proves to be among the best of the individual training opportunities offered in the NSCC. The USCG was particularly helpful with its promulgation of ALCOAST 102110 soliciting cadet training opp·ortunities from all across USCG commands. • Continued placing cadets onboard USN ships under local orders as operating schedules and opportunity permitted. • Continued offering tuition offsets to cadets accepted into either USCG or USNA academies summer orientation programs for high school juniors (NASS or AIM). 2009 participation was 35 cadets, 2010 participation increased to 57 cadets . • Again, as in prior years, enjoyed particularly outstanding support from members of the United States Navy Reserve, the Anny, and National Guard, whose help and leadership remains essential for surn-. mer training. u.s. Naval Sea Cadet Corps 10 International Exchange Program (IEP} In 2010 the US NSCC hosted the International Sea Cadet Associations annual Conference in Arlington, VA. Approximately 14 member nation representatives participated for continued improve ment of this program where each nation places cadets annually into other member nations for 2 weeks of sumioer training. For 2010 the NSCC again continued this highly competitive, merit based, and very low cost to the cadet, exchange program. Cadets were placed in Australia, United Kingdom, Sweden, the Netherlands, Scotland, Russia, and Bermuda to train with fellow cadets in these host nations. The NSCC and Canada maintained their traditional exchanges with NSCC cadets training in Nova Scotia and in Quadra, British Columbia. In turn the NSCC hosted visiting international cadets in Newport, RI for two weeks of NSCC sponsored training. Navy League Cadet Training In 2010, 1324 Navy League cadets accompanied by their escorts attended Navy League Orientation and Advanced Training nation wide. TIlis was 288 more cadets than participated in 2009. This increasing participation rate for Navy League cadets is also attributa ble to the increased funding support in 2010 and to the continued improvement in training variety and opportunity being afforded these younger cadets by our adult NLCC escort volunteers. Each and every League Cadet who wished to attend, got to attend Orientation training and/or advanced training where cadets learn about small boats and small boat safety using the U.S. Coast Guard's safe boating curricu lum. Other advanced Navy League training sites emphasize leader ship training and NLCC one week classes in aviation, sailing, sur vival, leadership, medical and adventure training . These expanded training opportunities serve the program well in preparing League cadets for further training in the Naval Sea Cadet Corps, and particu larly for their first NSCC recruit training. Cadets anending Culinary Specialist work in the food lab at NS Great lAkes IL, learning garnishes. u.s. Naval Sea Cadet Corps Cadets receive instructicn in selfdefense at Master at Anns training at NAS Oceana, VA. 2010 Training Summary Numbers: NSCC Recruit Training ...... ..... . .....................2128 NLCC .. . .................................. . .........1324 Shipboard. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 71 Schools .............. ... ........... . ... . . . ........... 991 USCG Shore ............ . ..... :.......... .... ........ 43 Navy Shore ................................ .......... . 1068 Foreign Exchange .......... .. . . .............. .. . ..... . 34 Officer Professional Course .... . .. . ................ . . . ... 755 Escort officers . ... ............................. .. ..... 926 Total ...•..................•.....•.•••.•••.•.........7340 (,07-6632), ('08-6837), ('09-7056) The Cadet Corps 2010 training programs only succeeded because of the experienced leadership from dedicated and committed volunteers and assigned military personnel who, in many cases, sacrificed and readily gave up summer or holiday vacations and free time to serve as escort officers for the various training activities . Each of them deserves, and has earned 00.; most sincere appreciation fora job "Well Done." Scholarships The Naval Sea Cadet Corps Scholarship program \Vas established to provide financial assistance to deserving Cadets who wished to fur ther their education at the college level. Established in 1975, the scholarship program consists of a family of funds: the NSCC Scholarship Fund; the Navy League Stockholm Scholarship; and the NSCC "named scholarsbip" program, designed to recognize an indi vidual, corporation, organization or foundation . Since the inception of the scholarship program, 259 scholarships have been awarded to 244 Cadets (includes some renewals) totaling over $421,000. The 2010 award recipients, amounts received, and NSCC units are listed below. 11 CPO Cody Roberts receives the DSR as Sea Cadet ofthe Year from BUCM Norton, USN (Ret.) during the 2010 Flagship competition. NSCC SCHOLARSlDPS Selected Amount Joy W. Brewer $2,000 Gianna G. Luchetti 1,500 (Funding from LCDR Gary Young) Unit Daytona Div Whitman Div Location FL MA Navy League's Stockholm Scholarsh Matthew A. Morris $ 3,000 ip (Renewal) Lone Star Squad TX NSCC Named Scholarships: Morgan & Helen Fitch Scholarship A.J. Bornholdt (4th) $5,000 Cody M. Roberts 5,000 Missouri Div Airpac Squad MO CA Harry & Rose Howell Scholarship chris c. Affannato $3,000 Anthony J. Christie 3,000 Richard E. Leong 3,000 Constitution Div Chosin Div EI Tom Bat MA M1 CT LCDR H. E. Moobery Scholarship Craig N. Johnson (3nd) $2,500 Trident Patrol SquadCA Raquel Falk (2nd) 2,500 J . F. Kennedy Div IT.. Andrew R. Falahee 2,500 Paul Revere Div CA LCDR John Camp Scholarship Tempry C. Goff $2,000 Roanoke Div VA NSCC Board of Directors Scholarship Lesleigh G. Rodrigo $\,500 Liberty Bell Squad PA (Funding from Nicholas Ricco in honor of Anna Ricco) Andrew S . Thrner 1,500 Sullivans Div NY USS John A. Bole (OD755) (In Honor of LT William G. Faris) Breanna D. Logerwell $2,000 Wyoming Batt · WY CAPT Nicholas Brango Scholarship funded by Brango Family Aaron D. Passmore . $1,000 Charlotte Div NC San Diego Gas and Electric Scholarship Shane I. Arendse $1,000 EI Toro Batt CA The caliber of these young people and their superb scholastic and Naval Sea Cadet Corps records reflect the success achieved in attain ing educational goals as well as the competence and expertise of the senior leadership . Awards The Naval Sea Cadet awards program recognizes personal and unit excellence on a continuing basis. Personal and unit ribbon awards are awarded throughout the year to recognize meritorious perfonnance. Congratulations to the follow ing major, national award winners for 2010. Individual Awards The Nicholas Brango Award, Officer of the Year To LCDR Yancey J. Black, NSCC, for inspirational leadership while serving as Commanding Officer, Tennessee (BB43) Division, NSCC, sponsored by Memphis Council, NLUS, TN. The Judge R. T.S. Colby Award, NSCC Instructor of the Year To Instructor Raymond 1. Griffith, NSCC, for inspirational service, dedi cation, and devotion to duty while serving as the Division Officer, Bataan Battalion, NM, NSCC, sponsored by Bataan Military Academy, NM. The WUlis E. Reed Award, NSCC Cadet of the Year To Cadet CPO Cody M. Roberts, NSCC, for excellence and achieve ment in all phases of the Naval Sea Cadet Corps training and academ ic achievement in high school studies, while serving in AIRPAC Squadron, NSCC, Santa Barbara Council, NLUS, CA. Capt. Rannells, USN (Ret.) presents the Keith T. Weaver Award to LC6 Gareth Moorefor 2010 Navy League Cadet ofthe Year. U.S. Naval Sea Cadet COipS 12 NSCC Chainnan Larry Lynon and NLUS National Presidem Dan Branch presem to LCDR Yancey Black the Nicholas Brongo Award for NSCC Officer ofthe Year. The Keith T. Weaver Award, NLCC Cadet of the Year To LCI Gareth C. Moore, NLCC, for excellence {IJld achievernent in all phases of the Navy League Cadet Corps training, and in academic achievements while serving in Training Ship Bora Bora, NLCC, spon sored by Coronado Council , NLUS , CA. The NSCC Hall of Fame Award: Awarded to a founder or volunteer who provided noteworthy national leadership and service for 15 years or more. For his major contributions over the years, the seventh awardee since implementation of the award in 1999 , was Timothy O. Fanning awarded for 2010. The Fred D. Carl Regional Director of Year Award To LCDR Scott D . Oram, NSCC, for superior performance as Regional Director of Region 11-3, San Diego, CA. The Bruce B. Smith Regional Director's Recruiter ofthe Year Award to LCDR AJan Starr, Region 6-5, NSCC, for superior recruit ing and growth in southern Florida. The Chairman's Medal for sustained superior performance while serving in senior leadership roles in support of the Nayal Sea Cadet Corps' national program: LCDR Denis Thiede, NSCC LCDR Michael Campbell, NSCC (2nd Award) CDR Duncan Rowles, USN (Ret) LCDR Bryan Koebler, NSCC. Unit Awards John J . Bergen Trophy to Lone Star Squadron, commanded by LT Patricia Fields, NSCC, sponsored by the Fort Worth Council, NLUS, TX. The Bergen Trophy recognizes the most outstanding NSCC unit in the nation . Morgan L Filch Trophy to the Training Ship Radford, commanded by LCDR Allen Starr, NSCC, Fort Lauderdale Council, NLUS, FL. The Morgan L. Fitch Trophy recognizes the most outstanding Navy League Cadet Corps training ship in the nation . George S. Halas Trophy to Lone Star Squadron, and Training Ship Lone Star, commanded by LT Patricia Fields, NSCC, sponsored by Fort Worth Council, NLUS, TX. The Halas Trophy is awarded to the outstanding combined NSCC unitINLCC training ship in the nation . U.S. Naval Sea Cadet COil'S . Navy League of Canada ChaUenge Trophy to Yankee Squadron, commanded by LTJG Arnold Tooma, NSCC, sponsored by the New York Naval Militia. The Canadian Challenge Trophy is awarded for the most improved NSCC unit finishing in the top ten NSCC units in the nation . Anthony H. Murray, Sr., Seaman Award to Coronado BattaIion, commanded by LTJG Joeseph Kaspar, NSCC, sponsored by the Coronado Council, NLUS, CA. T-he Murray Seam!lIl Award is award ed to the Naval Sea Cadet unit effecting the most advancements to NSCC E-3 . Promotion to Chief Petty Officer and Petty Officer First Class There were 90 Naval Sea Cadets advanced to the Corps' highest rate of Cadet Chief Petty Officer. This is above the normal yearly advancement rate to CPO. These fine young men and women from units across the country completed an average of 65 days of funda mental and advanced training with Navy and Coast Guard units nationwide. Additionally, each passed the same Non-Resident Career Course required of active duty Sailors competing for advancement. This real world experience makes these future leaders uncommonly prepared for the challenges of military service or the civilian market place. Cadet Chief Petty Officers are shining examples of the Navy, Coast Guard, and NSCC core values. All have attended a NSCC Petty Officer Leadership Academy that provides a standard leadership cur riculum . We have also advanced to Petty Officer First Class 132 Cadets who will be eligible for promotion to CPO in 2011. These Cadets average 48 days of training duty for their promotion . The large number of Cadets advanced to Petty Officer First bodes well for the NSCC as it is a bench mark in gauging retention of older Cadets. Strength Status End of year registered member enrollment was 10,549. There are 290 Sea Cadet and 86 Navy League Cadet units in full operation. We surpassed our goal of 7% (achieved 11.5%) growth for the program by the end of 2010. This was our highest number of members on board in six years! Activity by region follows: NSCC NLCC REGION UNITS UNITS STATES ONE 20 4 CT,MA,~, NH,Rl THREE 16 5 NY FOUR 25 3 DE, NJ, OH, PA FIVE 30 8 DC, GA, KY, MD, NC, SC,VA, WVA SIX 33 5 AL, FL, GA, TN, GBC* SEVEN 9 lA, KS , MO, NE EIGHT 26 7 AR, OK, TX, LA, MS, FL NlNE 37 12 IL, IN, MI , MN, ND, WI TEN 5 PR ELEVEN 30 17 CA,NV TWELVE 26 13 CA,NV THIRTEEN 18 2 AK, ID, MT, OR, WA FOURTEEN 3 2 GU,HI FIFTEEN 12 7 AZ, CO, NM, VT, WY TOTALS 290 86 * Guantanamo Bay Cuba GRAND TOTAL 376 Service Accessions The Naval Sea Cadet Corps was formed at the request of the Department of the Navy as a means to "enhance the Navy image in 13 Chief ofNaval Operalions ADM Gary Roughead, USN meets with Officers, Sea and League Cadets from the CORSAIRS Sqadron (MD) NSCC. the minds of American youth." To accomplish this, ongoing training illustrates to Naval Sea Cadets the advantages and benefits of careers in the armed services, and in particular, the sea services. Annually, the NSCC conducts a survey to determine the approxi mate number of Cadets making tills career decision. TIlls survey is conducted during the annual inspections of the units, wlllch occur dur ing the period January through March. The reported accessions to the services are only those known to the unit. There are many accessions that go unreported, wlllch occur 2-5 years after Cadets leave their units. With about 81 % of the units reporting, the survey indicates that 669 known Cadets entered the Armed Forces during the reporting year ending 31 December 2009. TIlls was an increase over the previous year's reported accessions. Each Cadet entering the Armed Forces is a disciplined, well-trained individual who progresses much better than those with no experience. Attritions of former Cadets prior to their completion of obligated service is very low compared to others who join the military. U.S. Naval Academy (2010) .... ... ... . ................. ..132 U.S. Military Academy ...... . . . ... . .. .... .. .. .. . . . ........3 U.S. Coast Guard Academy .. . ..... . ... ... . ...... ..........5 U. S. Air Force Academy .. .. .. .............. ..... ..........5 U. S . Merchant Marine Academy . ................... .........9 NRarC ...................... ...................... .... 6 DCS Navy ........ . . ... . .... . . .... . . ............. . .....10 DCS Army ........ .. ......... ... . . ..... ................16 DCS Air Force .. .. .. .... . ..... . ....... . .. . .. ..... . .. .....1 DCS Marine Corps ............. . ....... ... . .. ...... ..... .4 USNA Prep School .. ....... .......... ........... ... .......2 Navy-Enlisted . . .......... ... ... .. ......... . . . . . . .. . ....249 U.S. Coast Guard-Enlisted .... . ........................ . ...28 Marine Corps-Enlisted .. . .. . . .. ...... .. . .. . .. .. . . .........79 Army-Enlisted . . ...... . .. .. ....... .... . . . .. .. ... . ..... . . 53 Air Force-Enlisted . . . . . . .... . ....... ...... ...............10 National Guard-Enlisted ............. . . ....... ........... . 17 Total ................................................ .669 14 Cadets panicipate in the Marine Corps Reserve-"Tuys For Tots" Christmas drive. U.S. Naval Sea Cadet Corps Flnanc•• McGladrey &Pullen Certified Public Acw.rnm Talhe_olOi_ u.s. N"'" See Cadet Cc<ps MingIon. Vi~ We haYe IIIdIedIhe ICCOI!1paf1yIng balarce sheetollhe u.s. Naval Sea Codel Cc<ps (NSCC) as 01 Oecerme< 31 , 2009. ontlhe'-__01-'blcIionaIe_""" cash _ b Ihe yarrlhen ended . These _.-nonts iIIIlhe ~01 NSCC's --",. Our ~Is 10 oxpress an opirion 00 Ihese _ ~based 00 ow au<ll Tho prior ye..... ",mma_ ~_i1formaIion has been derived from Ihe NSCC's 2008 IilancIaIllUllemenIs ont , il oor roporI dll1l!d AId 8,2009. we expressed an lfIquaified opinion 00 _.--. W. CClI1IfuI;ted oor audit in_wiIh aucfiling _sgonof8IIy accepted in Ihe lkll1ed Stales 01_ ontlhe -.~"financialaL.<lils oonIaIned in G~AudbJg $1_.issued by Ihe Comc>o'oIe' General 0I1ht Uned Stales. Those _.raqure thai we plan and pertorm Ihe IIUCillo_1n ........... BSStmlCO obI.t _Ihe filllW1Cial __... free of'--miQl8IemenI. An ~includes ._ng.00 a lost basis, 8'lidenca supporting Ihe MlOUT1ts and disclosures In 1he financial statements . An IIUCil also ilcIJdes assessing lie IICtOOOIing ~used and sigrOflc<n eslimetes made by "*IIgemen~ as wei as ..-ng Ihe-..I __I presentBIion . W. believe 1IIaI0Uf1U<fit ~a"-basis bour ......,. In our opinion, the 2009 _ statemon1s _"___fairly . il aI_mpec!s. 1he iniI1CIaI poobJn 01 NSCC as 01 Deeember 31 . 2009. and !he char1ges In its nel_ and iIs caoh _lor Ihe yetJllhen ended.in arilmI!y wiIh ~pMdples generaIy accepted In Ihe Uniled Stales of America In I<XXlI1fance with Grwemmenl Ac.ctmg 51_.we h.... aiso issued a !1>pOrt dated I\prtl 'II. 2010. 00 our c:cnsIdefaIion of NSCC"s """"'"' cnntroI_ frenciallepc>Iing and oor I8SIS 'of lis aJI11)Iiaooe wiIh cer1iOn prOVisions 01 lows. ~. COI'IIr1IClS and granllIg10emenIS and OCher mailers . The purpose of thallTIpOf1ls ID_Ihe ""'!JO of ...1osIilg of ImemoI conIroI_ fin;n:ial ~and ~arxJ Ihe ....... 0I1IaI "'Sling . and no( ill pnlYkIe ....,m;on 00 !f1e K1temal conInlI ""'" inanc:ial reporting IJ( c:oo¢n:e. Tha11T1pOf1 is an '11egr.O pall of '" aud'~ parIormod In """""...... with G""""""'" Auditing _Mis and.houId be coos_ il .~Ihe _Its of our 1I.diI. VIenna. V'V'<1ia A¢J 27. 2010 ~'~u.PII ...."dR9lol~• .....,GI ..... ......,..,~_ McGladrey &Pullen Certified PU*c Acaxr1tants ~AudIIor'I Report On Compliance WIllI Roqul_ Applicable Ta EKh Major Prognm And IntemoI Control OVer Co"iInce I. _ ..... fth OWl Ctreut" ...·133 Ta Ihe _ 01 Di1!dm U.s. No'IOI Sea Cadet Cc<ps Ar1ingI>n, VIrginia ~ We have audiled !f1e~of U.s. NoM! Sea CadIt Cc<ps (NSCC) with iIw typos 01 ~raqliloments _ il iIw U.s. 0Ir1Ce d ~and Budget (0t0IIl) CiraW A·133. Compliance SUpjlIetnant IIIaIn 8pIliic8IIIe 10 its major _ pmgram lor I>e yarr ended Oooomber 31. 2009 . NSCC'. major tedetaI program • IdenIiIed in iIw """"'"Y 01._. results -.0I1he ar:x:ompanying ~0I1indings and questionod costs. ~ianca with !he ~n1s of lows, ~,oonIracII Md g_applicable" lis major Iodalill pItlgI1III is Ihe responoI>iflly 01 NSCC's nwoagernonI . Our responsibily is to """'""" .... OIlDon on NSCC's compIIonc:e based 00 l>lao.dl We ~00' aud~ 01 canpianc:e in IIOCORIonce with auditing _.goneroIIy ao:epted In Ihe UriIod Slates 01_:l>estandarttsappicable to IinanclalllUdils contained il Gooetrrna'II AudbJg -._ bylhe Crxrc*t>Ior General 01 the UrIIlld Stales: and OMB G.irtUar ...·I33._ofStates. LocaI~IltIdIm Proff CitgIrIizsIions. Those _Md OMS Circular "-133 raquira IhIII we 111M and petIonn IhaIU<fit k>_.......-IISSIRICO abouI_~"'"with .... typos of CCf1'ClW<:e req_refened" abo¥e 1IIaI t<dd '-a _ and ..--efIocI 00 • major Ieder.-program ocamd. An aJdII_ examining. on a tost basis,.-aI><Q NSCC's ~with _ raquiromen\S and ~su:h OCher proc:edIes as we ~~In !f1e~. We_,,·l\a!oorBldlp!!Mdes. ~baslslorl>l......,. 0iJ' IIUdit does not provide a tegaI __on NSCC's COII'(lIion:a with ...... raqlirOments . ",,,,,,opinion. NSCC oompled. in aIImaIeriaI ~with Ihe requ __" abo¥elhlll ... appIiI:abIe 10 lis major Ieder.-_lor ... year ended Deeember 31. 2009. !n!emal ConIJp/ Onr ComDlltnce The managemenl It NSCC Is ~ible for.-.ng and maintaining effective InIemaI COOIroI a .... ~ with ... raqui"emenls of lews, AIIIulations. contIII:IS and glWllS 8p!lIIcabIe "1odera1 prognrrIS-In pt.vW1g Md perfonmg oor audit. we considaned NSCC·,.,_ oontroI ..... CIJI1lIlIanco wiIh raqui.........m tt.II co~'-. _ Md mlll8rial eIIac1 00 a major 1odera1 progzam il ~10 dell!fmine our auditi1g ~11IS b Ihe pu!1)OOO 01 .xpressilg our opinion on compllon:e. but nollor Iha purpooo 01 expms;ng '"opirion 00 !he ._01 _ control ..., ~"" Aa:onIingly.we do no( 0J<!lI8SS an opinion on 1h8 -....01 NSCC"slnlemal conIJoI ..., compliarm. ... doflcIoncy in '" inIemaI <XlIIIroI 1M!< """1JI8noo exists wilen Ihe dnlgn IJ( operatioo of • control does not allow managemonIlJ(~. illhe normal ...... It pe<lormirg Ihelr.w.nod fIn:tions. to pmant IJ( detocf ~wI\h a!ypO of oompltn:e reqtjremanI 01 a ledeflll program 00 a timely basis. ... .-__ Is. slIirificanl deficiency, or combInllliOn 01 significanl deiciencles.1IIaI_il mrxa!han a"""",,,_1IIaI -noncornpIIMce with alype d ~raq"_ of • tedetaI program will no( be ~ad IJ( deIedad by Ihe entt(1_ control Our _01_oontroI"""'"",""""",wssb!he _ pwpooa _In !he Iist~of 1his sedbn Md would noIlIIIOOSSaIty Identify iii! doftdencIos in inltmal_1hIII might be ""_.1IIgnlbv1Ide_Ofmola!iol __We did no(ldenIty"",""_lnlnllmal conlJol ...... oompine 1hII ... consider 10 be _ -...s. as ""fined_. ScI!"M, Of Expond1!urg Of Fodm! AWJ!!b We h ..... _!he basic fnardaI.-of NSCC as 01 and lor .... ye... erIIod Deoembe< 31, 2009 Md ' Issued our roporI!f1ereon da!od April 27, 2010 . Our audh.. po<1onnedb!he purpose Itbmilg an op;'" 00 Ihe basic """""11aI..-laJ<an as a whole . The ~y;ng ~0I-"<!1IIe$ 0I-.1_1s pmented "" Ihe purpooe of addillonal .....rysis as raqLired by OMS Clrcua ...·133. and Is ",,18 re<Pred pa1 0I1he basic frlIIICiaI _IS. Sldllnformatloo has been BLiljocIed "1he auditing procedures awfied In Ihe aud. of Ihe basic __IS and. inoor opirion,ls falrty o1BIad . In an malarIaI~. il_"Ihe basic _ stBIemenIs taken as a whole. V......VOVinIa AId 27. 2010 u.s. Naval Sea CIdel Corps . In Appreciation The U~ited States Naval Sea Cadet Corps -officers, staff, volunteers and Cadets -wish to express their appreciation for the generous support of the' corporate, memorial, individual and special friend contributors listed on this page. We are grateful for your support of our programs. Foundation Contributions: Naval Sea Cadet Foundation, Inc . IndividuaJ Contributors: Estate of June Howell Estate of Rosina F. Campbell Family of Nicholas Brango Morgan & Helen Fitch Timothy O. Fanning Jeffery L. Marsh Bruce Overson Michael L. and Rie Campbell Paul E. Poirier USS J. A. Bole JO Wardroom 1961-65 Combined Federal Campaign donors Members of Navy League of the U .S. Members of the Naval Sea Cadet Corps NSCC/NLCC Unit Sponsors Judge Robert T. S. Colby Nicholas D. and Anna Ricco Gary Young John W. Alger Kenneth E. Wood NSCC Board of Directors Corporate Contributors: Navy League of the United States National Capital Council, NLUS Northern VA Council, NLUS u. S. Naval Sea Cadet Corps extends a heartfelt ''thank you" to these special friends..•• United States Navy! United States Navy Reserve United States Coast GuardlUnited States Coast Guard Reserve United States Marine Corps/U.S. Marine Corps Reserve United States Army/U.S . AnDy Reserve United States Air Force National Guard/Air National Guard Noble Odyssey Foundation National otficers/Directors NSCC Headquarters Staff Personnel Chairman Randy W. Hollstein Executive Director CAPT Michael D. Ford, USN (Ret) President Warren H. Savage, Jr. Deputy Director CAPT Henry J. Nyland , USN (Ret) Vice Presidents John D. Stegman Trainingllnspections/Data Base John W. Alger ISG Stephen K. Bunting, USA (Ret) Office AdministratorlFinance Directors Charles T. Alaimo Thomas O. Klomps Evelyn V. Tadle Al J . Benard Keith A. Larson AdministrationlUniforms! Accident & Liability Insurance W. L. "Babe" Crouch James S . Lukasiewicz . LCDR Vinson Nash, NSCC Joseph S. Donnell Richard C. Macke RegistrationlReports Patricia Du Mont Peter J . Soler Veronica Morales Timothy Flatley John G. Sutter AdministrationlUnit Records Lorraine D. Hughey John T. Tozzi Barbara J. Donnelly ArthUr JUdson, II Kenneth E. Wood NSCC NHQ Liaison Richard H. Kennedy CAPT Robert C. Hurd, USN (Ret) Financial Consultant Director Emeritus Alexander "Sandy" Gaston Fai Blakley, CPA Gerald H. Moeller Nicholas D. Ricco NHQ Representatives Stanley E . Ellexson CAPT E. S. Sobieray, USN (Ret) CAPT R. B. Baker, USN (Ret) CAPT w. P. Parsons, USN (Ret) Judge Advocate Judge R. T. S. Colby CAPT D.A. Rannells, USN (Ret) CAPT Charles A. Farrell, USN (Ret) NSCC; Advisory Council CAPT Stan J . Mack, USN (Ret) Lawrence P. Lynott, Chairman James H. Erlinger Harold W. Learson James R. Ward Raymond R. Couture Timothy O. Fanning, Jr. Anthony J. Murray, Jr. U.S . Naval Sea Cadet Corps 16 United States Naval Sea Cadet Corps 2300 Wilson Blvd., Ste 200 , Arlington, VA 22201-5435 ° Office : (703) 243-6910 -FAX: (703) 243-3985 E-mail: mford@navyleague.org Web site: www.seacadets .org Road Department 61150 SE 27th St. • Bend. Oregon 97702 (541) 388-6581' FAX (541) 388-2719 Board of County Commissioners / Forester Update Monday, November 7, 2011 1 :30 p.m., Deschutes Services Building 1. Cohesive Strategy Update 2. Fuels Accomplishments the past few months in several neighborhoods 3. Plans for the spring FireFree events 4. Community Fire Plan updates, and plans for the winter 5. Ready, Set, Go Conference with the International Association of Fire Chiefs that we are sponsoring on November 18,2011 6. Other Items Cline Buttes Area Fuels Treatments, FY11 -FY 13 Began implementation in October, 2011 under the Cline Buttes Recreation Area Plan and Environmental Assessment. Currently have treated 1,318 acres Uuniper thinning) adjacent to the Eagle Crest Resort and will hand pile 217 of those acres along the property line. We will salvage larger trees for firewood using both commercial and public firewood cutters. Based on current funding level we estimate completing initial treatments within 5 to 10 years, but maintenance treatments will follow. Primary Objectives: • Support healthy, productive and diverse populations of communities of native plants and animals • Maintain, promote, and restore the health and integrity of old growth juniper woodlands • Restore and maintain ecosystems consistent with land uses and historic fire regimes. • Manage vegetation in the wildland urban interface (WUI) so wildland fire conditions allow firefighter safety and successful fire suppression FY 11 Accomplishments -1515 total acres, total cost = $310,500 ($119,400 Planning, $191,100 Implementation. $205 average cost per acre for planning and implementation combined). Projects are being accomplished with FY11 obligated dollars using a service contract and force account labor. • Juniper thinning -1318 Acres (900 Acres completed to date) • Ha nd piling -217 Acres FY 12 Planned Projects -2918 total acres, estimated cost = $270,800 ($75,800 Planning, 135,000 Cadastral Surveys, $60,000 Implementation. $93 average cost per acre). Projects will be accomplished using a combination of service contracts and force account labor. • Juniper thinning -500 Acres • Bio-mass utilization -1000 Acres • Rx hand pile, jackpot burning -1318 Acres • Hand piling -100 Acres FY 13 Planned Projects -1700 total acres, estimated cost= $235,000 ($75,000 Planning, $100,000 Cadastral Surveys, $60,000 Implementation. $138 average cost per acre). Projects will be accomplished using a combination of service contracts and force account labor. • Juniper thinning -500 Acres • Bio-mass utilization -500 Acres • Rx hand pile, jackpot burning -500 Acres • Hand piling -100 Acres *More implementation acres maybe accomplished each fiscal year if more funding is available. I La Pine Area Fuels Treatments, FY11 -FY 13 Began implementation in 2007 under The Greater La Pine Community Wildland Urban Interface Hazardous Fuels Reduction Project. Currently, have completed approximately 60% of the 19,200 acres of treatments planned under this project. Based on current funding level we estimate completing initial treatments within 4 to 5 years, but maintenance treatments will follow. Primary Objectives: • Reduce crown fire risk by reducing surface fuel loading, ladder fuels and crown density • Provide for an increase in defensible space in the wildland urban interface FY 11 Accomplishments -3386 total acres, total cost =$413,000 ($122.00 average cost per acre for planning and implementation combined). Projects were accomplished with a combination of service contracts, stewardship contacts and force account labor. • Commercial thinning & bio-mass utilization -1011 Acres • Rx pile burning -850 Acres • Pre-commercial thinning -850 Acres • Hand piling -350 Acres • Machine piling -325 Acres FY 12 Accomplishments & Planned Projects -2,180 total acres, estimated cost =$261,000 ($78,000 for Cadastral Surveys). Projects will be accomplished with a combination of service contracts; timber sale and force account labor. • Commercial thinning & bio-mass utilization -85 Acres • Rx pile burning -945 Acres • Pre-commercial thinning -575 Acres (150 acres accomplished to date) • Hand piling -575 Acres (150 acres accomplished to date) FY 13 Planned Projects (there is a large treatment planned to begin in FY 13 that will take multiple years to fund and complete the acres below are project totals). • Commercial thinning & bio-mass utilization -3,000 to 4,000 Acres • Rx pile burning -500 to 800 Acres • Pre-commercial thinning -100 Acres • Mastication (slash buster) -200 Acres • Hand piling -200 Acres EXECUTIVE SUMMARY The National Cohesive Wildland Fire Management Strategy (Cohesive Strategy) is a collaborative effort to identify, define, and address wildland fire problems and opportunities across the country and in the three regions of the United States: the Northeast, the Southeast, and the West. Addressing wildland fire problems requires a multi-jurisdictional approach with cooperation and effective communication among all stakeholders. Phase II of the Cohesive Strategy has brought together representatives of federal, state, local, and tribal govemments, non-governmental organizations and others to describe the unique problems experienced in each region . These stakeholders have collaboratively identified successful actions that are being taken now and next steps than can be taken to restore resilient landscapes, reduce the risk of fire to communities, and to improve wildland fire response. This national report summarizes and builds on these regional ideas to conclude Phase II and set the stage for Phase III of the Cohesive Strategy. Clarifying the roles and responsibilities of those engaged in wildland fire management brings a renewed and strengthened approach to addressing our nation's wildland fire problems, and may lessen tensions experienced in some locations. Building partnerships and enhancing opportunities to collaborate among organizations are critical to successful wildland fire management. Cities, counties, states, tribes, and other public and private landowners have expressed an interest in collaborating with each other to meet the three goals of the Cohesive Strategy: • Restore and Maintain Landscapes: Landscapes across all jurisdictions are resilient to fire-related disturbances in accordance with management objectives. • Fire Adapted Communities: Human populations and infrastructure can withstand a wildfire without loss of life and property. • Vllildfire Response: All jurisdictions participate in making and implementing safe, effective, efficient risk-based wildfire management decisions. The Wildland Fire Leadership Council (WFLC) has adopted this vision for this century : "To safely and effectively extinguish fire when needed; use fire where allowable; manage our natural resources; and as a nation, to live with wildland fire." The fundamental role of the WFLC is to provide guidance to the regions through efficiency improvements, to fully utilize existing authorities to accomplish the three national goals, and to provide the necessary resources and investments to implement identified current successful regional actions. Prescribed bum, 2008. Credit: West Region Nlar !.h 10 . 2U11 PROPOSED COHESIVE STRATEGY PHASE II AND IIf PRO-CE-SS J.-....-..-_> D ~WIZARO KNOWLEDGE REPOSITORY y u ..[J.. ---~ ·CRAFT: Comparative Risk Assessment Framework and Tools (http://www.forestthreats.org!current-projects/project-summaries/CRAFT) r.... \,src..:i l 10 , 20 J 1 PROPOSED COHESIVE STRATEGY PHASES WITH INTENDED DEllVERABlES PHASE I PHASE II PHASE III Intent: Intent: Intent: (1) Create a strategy that leads to (1) Complete CRAFT* Goals, Objectives (1) Complete a multi-level National Risk solving America's wildland fire and Portfolio of Activities and Actions for Tradeoff Analysis which could include problems. each region/subregion. regional and finer level analysis. (2) Design for a highly inclusive (2) Complete Phase II report providing: (2) Facilitate understanding, acceptance process Involving stakeholders that (I) analyses of a) goals and objectives and support of strategic tradeoffs among considers aU lands and focuses on and b) portfolios of actions and activities stakeholders. the three components of the for regions/sub-regions: and Cohesive Strategy: (Ii) process and guidance for Phase III (3) Complete Phase III report detailing a) Restore and maintain resilient National Tradeoff Analysis the National Risk Tradeoff Analysis. landscapes, b) Fire adapted communities, and c) Response to fire -------------------~--~---.-- 9/.30/09 +--Phase I 9/30/10 +--Phase 1\ 9/30/11 +--Phase III ~ 9/30/12 *CRAFT: Comparative Risk Assessment Framework and Tools (http://www,forestthreats,org/current-projects/project-summaries/CRAFT) Cohesive Wildland Fire Management Strategy -Phase II Western Regional Strategy Committee Update Purpose : The National Cohesive Wildland Fire Management Strategy (Cohesive Strategy) and Report to Congress: The Federal Land Assistance, Management and Enhancement Act of2009 chart a critical new path forward in wildland fire management, one that represents the needs of all cooperators. Phase II of the Cohesive Strategy engages stakeholders in three regions (West, Northeast, and Southeast) to develop assessments outlining wildland fire management goals, objectives, actions, and activities. The regional assessments will be used to complete a National Risk-Tradeoff AnalYSis (Phase III), which will illustrate the benefits and costs, monetary or otherwise, of various management strategies. National goals and performance measures developed in Phase I of the Cohesive Strategy form the foundation of each of the regional assessments. In Phase II, stakeholder engagement facilitated by the Western Regional Strategy Committee will produce a set of goals, objectives, and actions that support achievement of the national goals in a way that respects and responds to unique conditions in the West. 1. Restore and Maintain Landscapes GOAL: Landscapes across all jurisdictions are resilient to fire-related disturbances in accordance with management objectives. Outcome-based Performance Measure: Risk to landscapes is diminished. 2. Fire Adapted Communities GOAL: Human populations and infrastructure can withstand a wildfire without loss of life and property. Outcome-based Performance Measures: • Risk of wildfire impacts to communities is diminished. • Individuals and communities accept and act upon their responsibility to prepare their properties for wildfire. • Jurisdictions assess level of risk and establish roles and responsibilities for mitigating both the threat and the consequences of wildfire. • Effectiveness of mitigation activities is monitored, collected and shared. 3. Wildfire Response GOAL: All jurisdictions partiCipate in making and implementing safe, effective, efficient risk-based wildfire management decisions. Outcome-based Performance Measures: • Injuries and loss of life to the public and firefighters are diminished. • Response to shared-jurisdiction wildfire is efficient and effective. • Pre-fire multi-jurisdictional planning occurs. Cohesive Strategy Regions : West, Northeast, and Southeast Cohesive Strategy -Western Regiona l Strategy Committee Update -July 5, 2011 Page 1 Tlmeline : 2010: To complete Phase I of the Cohesive Strategy, 14 forums were held nationwide, where more than 400 participants shared their feedback on wildfire management related issues . July 2011: The Western Regional Strategy Committee conducts stakeholder focus groups, evaluates State Forest Resource Assessments and Strategies, Fire Risk Assessments, Eco-regional Assessments, and other sources to develop the western regional assessment (Phase II). Beginning July 7, your written comments are welcome online at http:U sltes.nema c.org!westcohes ivefire! August 2011: The western regional assessment is completed and brought together with the other regional assessments (Northeast and Southeast) to begin the National Risk-Tradeoff Analysis (Phase III). Roles and Responsibilities: The Western Regional Strategy Committee and the Working Group that supports it represent the agencies and organizations responsible for wildland fire management throughout the geographic area . Taking a collaborative, all-lands approach throughout the assessment process is a top priority. Only then will the recommendations made towards the completion of the National Cohesive Wildland Fire Management Strategy be robust and broadly accepted. Much of the everyday wildland fire work occurs at the local community level. It is important that local community needs are represented in this strategy and every effort is being taken to solicit input through focus groups and other means . This is an exciting time for our wildland fire management community, and working together we can meet the many challenges we face. We look forward to the opportunities this journey will present and your involvement in this endeavor. Points of Contact: Western Regional Strategy Committee Lead Western Working Group Lead Joe Stutler Joe Freeland Deschutes County Forester BLM -Management and Program Analyst joest @c o.deschutes.or.us jf r eela nd@blm.gov (541) 322-7117 (208) 387-5163 For More Information: For more information on the Cohesive Strategy, please visit http://www.forestsandrangelands .gov! For more information on the Western Regional Strategy Committee and opportunities to provide input, please visit: http://si tes .nema c.org!westco hesivefire! Cohesive Strategy -Western Regional Strategy Committee Update -July 5, 2011 Page 2 C!ohesive Wildland Fire Management Strategy -Phase II Western Regional Strategy Committee (WRSC) Update -10/06/11 National Relevance : Cohesive Strategy efforts are taking a turn toward the national as Phase II draws to a close and Phase III begins. The Cohesive Strategy Sub-Committee and the Wildland Fire Executive Council are busy reviewing the Phase II National Report, which summarizes and synthesizes outcomes of each of the regional assessments and strategies. Your voices were heard; your ideas have been incorporated into the Western Regional Assessment and Strategy, and will remain a critical part of the national discussion. Please remain engaged and gear up for action on all of the immediate opportunities that have come out of Phase II here in the West. One of these immediate opportunities is to continue and enhance effective collaboration around land and wildland fire management objectives. Enhancing Collaboration: In the course of doing outreach for the Western Regional Assessment and Strategy, we heard many comments about the need to improve or extend collaboration. Many who are familiar with the community processes active throughout the West believe that increased collaborative efforts will improve on-the-ground results. Local collaboratives such as the Applegate Portner ship (OR), Greater Flagstaff Forest Partnership (AZ), Northeast Washington Forestry Coalition (WA), Wallowa Resources (OR), and others have been able to transcend political and regulatory gridlock to successfully complete fuels reduction and landscape restoration projects on the ground. Follow this link for more information and helpful hints on collaboration to meet the goals of the Cohesive Strategy: http://sites.nemac.org!westcohesivefire! Points of Contact: Western Regional Strategy Committee (WRSC) Lead Western Working Group (WWG) Lead Joe Stutler Joe Freeland Deschutes County Forester BLM -Management and Program Analyst joest@co .desc hutes.o r.us jfree l and@blm.gov (5.41) 322-7117 (208) 387-5163 For More Information: !. ;~.. ~r"",.~.~; . . • ' .", i I ( ,J ,: I \ _I.. .., .... .On the Cohesive Strategy, please visit -, - _. ''-: i http://www.forestsandra ngelands.gov! -. ~ .... I'e . ~·~.,'f .On the Western Regional Strategy Committee, please visit: http://sites.ne mac .o rglwestcohesivefi re! Cohesive Strategy -Western Regiona l Strategy Committee Update -October 6, 2011 Page 1 Cohesive Wildland Fire Management Strategy -Phase II Western Regional Strategy Committee (WRSC) Update -11/04/11 Your voices continue to be heard! In order to make a difference in the large task of creating and maintaining resilient landscapes, we will need to make better use of and look beyond the traditional resources of public agencies to accomplish this task and the other shared national goals of the Cohesive Strategy, creating fire-adapted communities and improving wildland fire response. Fully Utilizing Existing Authorities There are various laws and policies that can appear to be barriers to implementing projects on the ground. Often, however, it is the implementation of those laws, authorities, and policies that have delayed or stopped projects. Pursuing constructive reinterpretation of authorities may help streamline agency and collaborative processes. Specific laws, programs, and policies explored by the Western Regional Strategy Committee include the Healthy Forests Restoration Act (HFRA), working with the Council on Environmental Quality (CEQ), National Environmental Protection Act (NEPA), Endangered Species Act (ESA), and Stewardship End Result Contracting. Using Economic Principles to Achieve Ecosystem Objectives Western stakeholders expressed the need to maximize return on investment and use economic principles to achieve environmental objectives. Both ideas are central to achieving the restoration and fuels treatments needed to support resilient landscapes, fire-adapted communities, and effective wildfire response. There are two basic ways to maximize return on investment -reduce the cost of the investment and/or increase the returns. Sometimes those returns will come partially from sale of products or from exchanges of products for services. What can we do now, right here to get a start? Follow this link for more information on these and other ideas shared during western stakeholder outreach to support the Cohesive Strategy: http://sltes.n emac.org/w estco hesivefire/ Points of Contact : Western Regional Strategy Committee (WRSC) Lead Western Working Group (WWG) Lead Joe Stutler Joe Freeland Deschutes County Forester BLM -Management and Program Analyst joest@co.desch utes.or.us jfree land @b lm.gov (541) 322-7117 (208) 387-5163 For More Information: On the Cohesive Strategy, please visit http://www.for estsan drangelands.govl On the Western Regional Strategy Committee, please visit: http ://si tes.nemac.org!westcohesivefire/ Cohesive Strategy -Western Regional Strategy Committee Update -October 21, 2011 Page 1 Cohesive Wildland Fire Management Strategy -Phase II Western Regional Strategy Committee (WRSC) Update -10/21/11 Your voices continue to be heard! Two more ideas that have been incorporated into the Western Regional Assessment and Strategy and remain a critical part of the national discussion are introduced below. Please remain engaged and gear up for action on all of the immediate opportunities that have come out of Phase II here in the West. Home and Homeland Tribal and other stakeholders expressed concern during the outreach effort that current management emphasis on the wildland-urban interface (WUI) creates an artificial distinction between "home" and "homeland" that often results in a lower priority for active management of the larger landscape. 'WUI treated separately from the rest of the landscape violates the Idea of integrated fire ecology on the landscape ... A key point of the Cohesive Strategy is to get beyond WUI mentality -it's about managing the land. Not just about protecting structures." Community Protection Many stakeholder comments focused on encouraging and assisting communities to accept the risks of and take responsibility for being prepared for wildfires. There are over 70,000 communities at risk from wildfire across the United States . Community preparedness and action are critical to reducing and eliminating devastating losses. Each community has to define its own acceptable level of risk and protection based on the fire environment in which they live . Every community should strive to meet the goal of withstanding a wildfire that threatens life, property, infrastructure, and other values. Follow this link for more information and helpful hints: http://sites.nemac.org/westcohes ivefire/ Points of Contact: Western Regional Strategy Committee (WRSC) Lead Western Working Group (WWG) Lead Joe Stutler Joe Freeland Deschutes County Forester BlM -Management and Program Analyst joe st@co.d eschutes.or.us jfreel and@blm .gov (541) 322-7117 (208) 387-5163 for More Information: On the Cohesive Strategy, please visit http://www.forestsandrang e la nds.gov / On the Western Regional Strategy Committee, please visit: http://sites.nemac.org/ westcohesivefire/ Cohesive Strategy -Western Regional Strategy Committee Update -October 21, 2011 Page 1 National Cohesive Wildland Fire Management Strategy Western Regional Strategy Committee Outreach -Boise, June, 29, 2011 Reafonal StrateIY Committee Membership a Cantact information West Name Title/Organization Email Phone Cope, Robert lemhi County, ID -NACo Cowdoc75@hotmall .com Ensley, Pam FWS Pam Enslell@fws.gov 503-231-6174 (0) Foster, Sam Station Director, FS gfoster@fs.fed.us 970-498-1353 Harrington, Bob MT State Forester, NASF rharrington@mt.gov 406-542-4301 Harwood, Tony Confederated Salish and Kootenai tonllh@cskt.org Tribes 406-676-3755 (0) Warren C. Day USGS wdall@usgS.gov 303-202-4303 (0) Newman, Corbin Regional Forester, FS Cnewman02@fs.fed.us 505-842-3300 Philbin, John BIA John.[lhilbin@bia.gov 602-379-6798 (0) Seidlitz, Aden BlM Aseidlitz (ii)blm.llov 208-384-3391 (0) Stutler, Joe Deschutes County, OR -IAFC joest@co.deschutes .or.us 541-322-7117 (0) 541-408-6132 © Taylor-Goodrich, Karen NPS Ktall lorGoodrich@n[ls.gov 559-565-3101 (0) Walker, Ann WGA awalker@westgov.org 720-897-4539 (0) Carol Daly (Alternate) Flathead Economic Policy cd al ll1@centuDltel .net 406-892-8155 (0) Dick Bahr (Alternate) NPS Dick Bahr@n[ls.gov Joe Freeland (Alternate) BlM jfreeland@blm .gov 208-387-5163(0) leon Ben (Alternate) BIA leon.ben@bia.gov Will May (Alternate) IAFC wgmall@me.com 352-495-8035 Rick Cables FS rc ables@fs .fed .us Working Group Joe Stutler Deschutes Co. / IAFC joest@co.deschutes.or.us (541)322-7117 Alan Quan Forest Service aquan@fsJed.us 928-713-1314 Corbin Newman Forest Service Cnewman02@fs.fed .us 505-842-3300 Jesse Duhnkrack Park Service Jesse Duhnkrack@nps.gov 303-969-2678 Eric Knapp Forest Service eknapp@fsJed .us 530-226-2555 Bill Tripp Karuk Tribe/ ITC btripp@karuk.us 530-627-3446 Joe Freeland Bureau of land Management jfreeland@blm.gov 208-921-8223 Pam Ensley Fish and Wildlife Service Pam Ensley@fws.gov 503-231-6174 (OJ Sue Stewart Forest Service sastewart@fsJed .Us 801-625-5513 Matt Wolcott Montana Department of Natural Wolcott.matt@yahoo.com 406-471-8718 Resources Conservation/ Firesafe Craig Glazier Idaho Department of lands/ cglazier@idl.idaho.gov 208-666-8646 Forest Service Andy Kirsch Park Service Andy.kirsch@nps.gov 208-387-5202 Travis Medema Oregon Department of Forestry tmedema@odf.state.or.us 503-945-7271 Bill Avey Forest Service wavey@fsJed.us 406-329-3296 Shari Shetler Office of Wildland Fire Coordination Shari .shetler@ios.doi.gov 208-334 -1552 National Cohesive Wildland Fire Management Strategy Western Regional Strategy Committee Outreach -Boise, June, 29, 2011 Kevin Ryan Forest Service kryan@fs.fed .us 406-329-4807 Mark Fitch Park Service Mark.fitch@nps.gov 208-387-5230 Dick Bahr Dick Bahr@nps.gov Park Service 208-387-5217 Gene Lonning gene.lonning@bia .gov Bureau of Indian Affairs 503-231-2175 David Seesholtz Forest Service dseesholtz@fs.fed.us 208 -373-4170 Carol Day Western Governor's Association/ cdaly1@centurytel.net 406-892-8155 (0) F=HAC" Dana Coelho dcoelho@fs.fed.us 303-445-4364 0Forest Service 303-817-6484 c Tony Harwood tonyh@cskt.org 406-676-3755 Tribes Confederated Salish and Kootanai Working Group(s) Working Group{s) Working Group(s) National Science and Analysis Team Organization The Wildland Fire Leadership Council (WFlC) oversees the entire Cohesive Strategy effort. In Phase I the Leadership Council appointed the Wildland Fire E)(ecutive Committee (WFEC) to support Phases II and III. The E)(ecutive Committee has membership reflecting that of the Leadership Council, and is chartered by the Federal Advisory Committee Act (FACA). Regional Strategy Committees (RSCs) are sub chartered groups of the E)(ecutive Committee, and report to the E)(ecutive Committee throughout Phase II. The Working Group supports development of the Regional Strategy Committee's regional goals, objectives and portfolios of actions and activities, which you are here today to help develop. A National Science and Analysis Team will support the RSCs during the trade-off and science analyses that comprise Phase III of the effort. To comment on the Western Regional Strategy please visit http://sites.nem ac .org}westcohesi vefi r e/comment-form / And for information, updated regularly, on the Western Strategy effort, please see http://sites.nemac.org/westcohesivefire/ Military Department-Oregon Office of Emergency Management John A, Kitzhaber, MD, Covernor PO Box 14370 Salem, OR 97309-5062 Phone: (503) 378-2911 Fax: (503) 373-7833 October 28, 2011 1llV: (503)373-7857 Ms. Tammy Baney Deschutes County Commissioner Board of County Commissioners 1300 NW Wall Street, Suite 200 Bend, OR 97701 RE: Pre-Disaster Mitigation Grant Program, PDMC-PJ-10-OR-2007-004 Subgrantee: Deschutes County, Attn. Joe Stutler Deschutes & Crook Counties Wildfire Mitigation Projects Dear Commissioner Baney: The purpose of this letter is to advise you of the Federal Emergency Management Agency (FEMA) Region 10 determination related to the referenced sub-grant and project work activities. Please understand that FEMA's determination is their decision after considering options offered by both the State and Deschutes County to reconcile the sub-grant scope-of-work matter in light of the significant accomplishments you have made to reduce the wildfire hazard in Deschutes County. FEMA's decision is based on their authority as the Federal granting agency for implementing the Environmental -Historic Preservation assessment requirements consistent with the National Environmental Policy Act (NEPA). Essentially, they have determined as ineligible for reimbursement any contracted work activities accomplished outside of the "Finding of No Significant Impact" FONSI-approved project footprint. FEMA has offered alternatives to modify your current scope of work to include additional, new work activities consistent with the process they have described. No new work or reimbursement for past work that was completed can be authorized by the grantee at this time; this is strictly a FEMA "forward" review and approval process. Although FEMA does not mention "recoupment." this is the solution strategy for work completed outside of the FONSI-approved project footprint that has already been reimbursed by the state, FEMA has also chosen not to consider pending matters with the (funded) PDM FY2008 sub-grant and (not funded) PDM FY2010 sub-application (nearly $3M Federal share) until matters involving the FY2007 sub-grant are resolved. http://oem-oregoll.IJ/ogspot.com-tl'ww.t'tvittel'.com/OregOiIOEM Physicnl Locatitm: 3225 Stnte Street, Room 115, 511[CIII. Oregon 9-1-1 SAVES . .. October 28, 2011: Page Two RE: Pre-Disaster Mitigation Grant Program, PDMC-PJ-10-0R-2007-004 This is not the outcome we had expected knowing Deschutes County's commitment to wildfire mitigation planning and projects. As we move forward to reconcile the issues with this sub-grant and the PDM FY2008 sUb-grant, we will work very closely with FEMA and Deschutes County to ensure the Environmental Assessment for the "pending" PDM FY2010 sub-application is determined and communicated with no ambiguities whatsoever. Oregon Emergency Management will be required to commence the recoupment process once it is initiated by FEMA Region 10. Therefore, it is important that you reply to this letter and present a path forward by December 1, 2011 so we can fulfill our respective compliance responsibility as the grantee and Deschutes County's responsibility as the subgrantee. Sincerely, ~;f4~ David A. Stuckey Deputy Director DAS/crc Attachment: FEMA Region 10 Letter dated 9/1212011 u.s. Department of Homeland Security RcgionX 130 228th Street, SW Bothell, WA 98021-9796 FEMA September 12, 2011 RECEIVED SEP 28 2011Brigadier General J. Michael aIdwell Deputy Director, Oregon llitary Department Oreaon Ema!iency Manaaam8111 Interim Director, Offi of Emergency Management P.O. Box 14370 Salem, Oregon 7309-5062 Re: Pre-Disaster Mitigation Program (PDM) Project Scope of Work Issue: PDMC-PJ-IO-OR-2007-004 Deschutes & Crook Counties Wildfire Mitigation Project Dear Mr. Caldwell: On August 10, 2011 we received copies of a memo from Deschutes County as well as a letter from Oregon Emergency Management (OEM) outlining two different proposals intended to address the current "out of scope" status with regard to the two wildfire mitigation sub grants in Deschutes and Crook Counties. (PDMC-PJ-IO-OR-2007-004 and PDMC-PJ-IO-OR-2008-005) This memo and letter was in response to FEMA's issuance of a letter on May 16, 2011 which outlined how we could allow the subgrantee to move forward with a formal Scope of Work (SOW) change. This May letter only made reference to the 2007 subgrant with the idea that we would work with OEM and the subgrantee to first address the issues with that sub grant and then move on to the 2008 subgrant. We will continue in that direction with this letter as well. We have reviewed extensively both suggestions for resolution by the subgrantee and OEM. Neither proposal addresses the requested solution strategy proposed in our letter of May 26th • Although we can appreciate the financial burden the subgrantee may now face as a result of exceeding the approved SOW, neither scenario is viable because, among other reasons, both options would require FEMA, and hence the federal taxpayer, to shoulder the financial burden for work that was not approved. We continue to be open to addressing a formal Scope of Work change as outlined in our May 16th letter. This SOW change could potentially allow the subgrantee to do work that would be eligible for reimbursement by this subgrant. As you prepare this SOW change please be aware of the following points: 1. Work that took place within the boundaries defined by the "action areas" shown in Figure 2 the parcels shown in Figure 3 in the Environmental Assessment (EA) can be reimbursed. This work has previously been defined as Category 1 work. Such work should be explicitly documented in detail to satisfy any possible future audit. www.fema_gov · , Mr. Caldwell May 16,2011 Page 2 2. "Sweat Equity" work from any location, that made use of the debris collection areas established within the EA boundaries defined above, can be reimbursed. 3. Any work that was performed meeting the description in 1 or 2 above that is beyond the 1200 acres already approved needs to be subsequently approved by FEMA program staff prior to reimbursement. This action involves using the standard SOW change request process. 4. With regard to new Category 1 work, since it is our understanding that the subgrantee has already exceeded the 1200 acres initially approved, any further actions will need to have FEMA approval prior to the subgrantee implementing them. This action also involves using the standard SOW change request process. 5. New work proposed outside the EA boundaries will only be considered for reimbursement once a supplemental EA has been completed by FEMA. This was previously defined as Category 2 work. This action also involves using the standard SOW change request process. 6. Any work that has already taken place outside of the EA boundaries cannot be reimbursed; even with a SOW change request. The EAs from other federal agencies that were provided by the subgrantee previously cannot be applied to this work since they only cover specific federal lands and not the lands in question here. You should refer to our letter of May 16th for more detail. At this point OEM has the choice to pursue a Scope of Work change or withdraw this subgrant and return any funding not spent on approved SOW activities. Thank you for your cooperation. For further assistance, please contact Jeff Markham at (425) 487 4798. Mark Carey, Director Mitigation Division Enclosure; EA Figures 1 - 3 from EA cc: Mark Eberlein, REO, Region 10 cc: Rob Little, Assistance Officer, GPO, Region 10 JM:bb