Sherman County eNews Special Edition G

Sherman County eNews Special Edition G

  1. Fundraising Basics

  2. 53 Ways for Board Members to Raise $500

  3. The Ten Most Important Things You Can Know About Fundraising

  4. Thanking Your Donors

  5. Donor Recognition: News Releases – Print, Radio & Cable – & Newsletters

  6. Why People Give: Tips for Effective Fundraising

  7. Grassroots Fundraising

  8. Book: Guide to Rural Fundraising


1. Fundraising Basics

~ http://www.grassrootsfundraising.org/howto/index.html

  1. Were you recruited to the fundraising committee of your board?
  2. Were you recruited to the board without being told fundraising was your responsibility?
  3. Did you recently add fundraising tasks to your other work?
  4. Do you have a great idea to improve your community but need money to do it?
  5. Do you find that you know less about fundraising than you wish?

Here are the three most important things to know about fundraising right up front:

  1. People give when they are asked, and rarely give when they are not. Even when people are asked, they don’t always give. So, you need to ask for more gifts than the number you need to bring in, and you need to be comfortable with people saying “No.”
  2. Donors are not ATMs. You need to thank them and keep them posted on what your organization is doing with their money if you want them to give more than once.
  3. You can’t raise all the money your group needs by yourself. Spend some time building a team of people to help you.

If you don’t have time to thank donors, you don’t have time to have donors.


2. 53 Ways for Board Members to Raise $500

~ Effective Organizations, Ford Leadership Institute and Rural Development Initiatives, Inc.  Summarized, briefly…

All good fund raising plans have one thing in common: they show a diverse number of sources for their income. The board of directors plays a crucial role in the selection, implementation and evaluation of fundraising strategies. Board members may individually commit to raising and giving a certain amount of money. The basic premise of fundraising – you must ask, you must give. Everything after that involves creativity, imagination and a sense of fun.

  1. Give $500 yourself, the easiest way.
  2. Hand write letters on your own stationery asking all your friends for specific amounts. Include an organizational brochure and return envelope. Phone those who do not respond in two weeks.
  3. Give part of the $500, then ask your friends to join you in giving smaller amounts to match. This is most effective because you are not asking them to do anything you haven’t done.
  4. Set up a challenge campaign, saying you will give $5 for every $25 they give. Challenge gifts can be quite small.
  5. Use all of your organization’s fundraising strategies.. raffle tickets, buying gift memberships, recruiting new members.
  6. Help with a phone-a-thon. Provide names of people you think would like to join or contribute.
  7. Acquire mailing lists for your organization. Set up an exchange with another organization.
  8. Give the organization something needed with a $500 value.
  9. Pledge $20 a month and get one other person to do likewise. Sell $20 worth of raffle tickets.
  10. Teach a seminar on a subject you know. Charge $35-50.
  11. Give some or a lot of things to your organization’s garage sale, total value of $500. Then help sell it all.
  12. With 4 or 5 friends, have a spaghetti dinner and charge $10 a head. Extra for wine or dessert.
  13. Have a fancy dinner in your home or a regular dinner in someone’s home.. serve unusual or gourmet food, special entertainment. Charge $25 for 20 or more guests.
  14. Get three friends help with a progressive dinner… hors d’oeuvres … next house for soup and/or salad … next house for the main course… last for dessert.
  15. Host a wine and cheese party. Do not charge admission, invite as many people as you can. Give a short presentation about your organization and ask everyone to consider a gift of $25, $50, $100…. Pass out envelopes. After the party, contact everyone individually and ask for a major gift or thank those who gave and indicate that you have given, and maybe how much.
  16. Get your gambling friends together for a poker party. Charge $5 entrance fee. Every pot will be split with your organization. Win-win!
  17. Do one fundraising event every other month that nets at least $75. This might look like this: Poker Party $100, Fancy Dinner 8 people x $25 = $200, 50 raffle tickets at $1 = $50.
  18. Solicit small businesses and service clubs for $500. Simple proposal and oral presentation.
  19. Take a part-time or temporary job and give what you earn up to $500.
  20. Ask 5-10 people to save all their change for 3-5 months.
  21. Ask 2-5 friends to help with a book sale, bake sale, garage sale. An excellent way to get people involved in fundraising without asking them for money.
  22. For those who can, give your organization $5,000 as an interest-free loan for a year. They invest it, earn interest and give you your money back at the end of the year.
  23. Sell your organization’s T-shirts, bumper stickers, books, novelties.
  24. The Farming-Out Method. Ask 5 friends to sell 50 raffle tickets each.
  25. Get a famous or popular person to attend a special event. Watch the costs on this one; you could lose money.
  26. Invite people to your birthday party. Ask that, in lieu of gifts, they give money to your organization.
  27. Canvas the neighborhood, taking your fundraising or project literature, and ask for contributions.
  28. Lead or ask someone to lead a nature walk, town walking tour, architectural tour, historic tour, boating trip, rafting trip or horseback ride. Charge $15-25 per person or charge $35 and provide lunch. Advertise well beyond your organization.
  29. Start a 12 x 12 dinner. Invite 12 people and charge $12 each. Get two of those 12 to do the same and two people from each of those two dinners to invite 12 to dinner and so on. Your dinner $12 x 12 = $144; next round $288; and so on!
  30. Collect cans for recycling. Ask all your friends to save their cans and bottles for your organization.
  31. Can you sell your frequent flyer miles or donate them for a raffle? Check airline rules.
  32. If you have access to a weekend cottage, rent it out for a weekend or a week two or three times a year and give the proceeds to your organization.
  33. If you own a valuable dog and breed it, you could donate the proceeds from one or two puppies.
  34. Organize a service raffle. Ask four people to donate a simple but valuable service that many people could use and sell raffle tickets for $3 – $5 each. Keep the price a little high so you don’t have to sell so many and so the buyers have a higher chance to win. Services could include child care for a weekend, a day of house cleaning or yard work or painting,
  35. Offer to do something your friends or family have been nagging you to do anyway, put a price on it and ask your friends to donate that to your organization. Example: quit smoking, stop eating sugar, start exercising on the condition that friends and family members contribute to your group.
  36. Does another organization you belong to have a small discretionary fund?
  37. Research service clubs to see what their giving policies are for small amounts.
  38. Determine what equipment or tools or materials your organization needs and try to get them donated. Great way for people who hate to ask for money to ask for things that cost money. Examples: garden tools, computer, paper, office furniture (second-hand from banks and corporations), calculators, etc.
  39. Ask someone to donate $50 a month for a year. Ask four people to donate $10 a month for a year. Ask nine people to donate $5 a month. Does your organization have the capacity to send reminders? Or send them yourself.
  40. Give the $500 yourself. This is so good it has to be said twice.
  41. Leave the organization a bequest.
  42. Get friends to include your organization in their wills.
  43. Ask friends belonging to other organizations to discuss your organization and pass the hat for donations. A once-a-year sweep of small organizations can yield $100 from each.
  44. Ask your church to pass the collection plate twice, once for the church, once for your organization and your group can give a brief talk about your organization and the importance of this money.
  45. A variation on the collection plate, get as many churches as possible to do this.
  46. If you have a childhood collection stored in the basement, consider selling it. Coins and stamps increased in value over the years. When you donate the income from the sale, you can deduct the amount from your taxes, since you paid little or nothing for these items.
  47. Have a sidewalk or garage sale for your whole neighborhood or work place. Ask them to donate all or half the proceeds.
  48. Artistic? Offer to design greeting cards, flyers, announcements, invitations or certificates for a fee that you can donate to your organization. Create unique Halloween costumes or masks and donate the proceeds.
  49. Create a take-off on the “adopt-a-highway” program by naming budget items that are available for adoption. Develop a flyer that asks for help, $25 a month, for example, for computer maintenance.
  50. Hold an “I’m Not Afraid” auction. Survey a few people and use your own common sense to determine what people need to have done in their homes and offices that they may be afraid of or would rather not do. Examples: window washing too high on the ladder, drain cleaning, rain gutter cleaning, minor roof repairs, cleaning out garages, woodsheds and basements, mowing, sweeping, cleaning, and designing paper goods (greeting cards, flyers, announcements, invitations or certificates).
  51. Hold a “Details Auction” for those whose desks are overflowing, piles are not filed, need addresses updated, envelopes addressed, flyers mailed, have shopping needs.
  52. Find out which of your friends work in corporations or businesses with matching gift programs. Ask them to donate and have their gift matched.
  53. Some local businesses where your organization’s members shop can afford to donate a percentage of profits for a day. Let everyone you know that Joe’s Shop will give 2% of each sale during Valentine’s weekend to your group.

3. The Ten Most Important Things You Can Know About Fundraising

~ www.grassrootsfundraising.org 

[NOTES from the article…] These are not presented in order of importance, although #1 is probably the most important; nor are they in order of difficulty.

  1. IF YOU WANT MONEY, YOU HAVE TO ASK FOR IT

While there are some people who will simply send an organization money or offer money without being asked, there are not enough of them to build a donor base around. Most people will not think to give you money unless you make your needs known. This is not because they are cheap or self-centered; it is because most people have no idea how much it costs to run a nonprofit, or how nonprofits get money. If you don’t ask them, they will simply assume you are getting the money somewhere. They have no reason to think your group needs money unless you tell them, the same way they have no reason to know if you are hungry, or unhappy, or needing advice. Millard Fuller, who founded Habitat for Humanity, says, “I have tried raising money by asking for it, and by not asking for it. I always got more by asking for it.”

  1. THANK BEFORE YOU BANK Once you receive money, you must thank the person who gave it to you. Thank-you notes do not need to be fancy and should not be long. If at all possible, they should include a personal note, even if it is from someone who does not know the donor. You can add something as simple as, “Hope to meet you sometime,” or “Check out our website,” or “Happy holidays,” or even, “Thanks again – your gift really helps.” Late thank-yous are better than no thank you at all, but photo-copied thank-yous are almost the same as no thank you.

The bottom line… if you don’t have time to thank donors, you don’t have time to have donors.

  1. DONORS ARE NOT ATMS

A survey of donors who gave away more than $5,000 a year asked, “What is your relationship with your favorite group?” Several gave similar answers, even though they did not know each other and did not give to the same group. All the answers were on this theme: “I would love to be considered a friend, but I am more of an ATM. They come to me when they need money, they tell me how much, I give it to them, and the next time I hear from them is when they need more.”

This is a terrible indictment of much of what passes as fundraising. How can we make sure our donors don’t feel this way? The answer is very simple, make sure you don’t feel that way about your donors. The majority of donors require practically no attention. They have the resilience of cacti — the slightest care makes them bloom. Thank-you notes, easy-to-understand newsletters, and occasional respectful requests for extra gifts will keep people giving year in and year out. Think of your donors as ambassadors for your group. Design your materials so that donors will be proud to give your newsletter to a friend or recommend your group when their service club or professional organization is looking for an interesting speaker, or forward your e-mails to several of their colleagues. By treating your donors as whole people who have a number of gifts to offer your group, including their financial support, you will have more financial support from existing donors, more fun fundraising, more donors and the peace of mind knowing that you are not treating anyone as an object.

  1. MOST MONEY COMES FROM PEOPLE, AND MOST OF THOSE PEOPLE ARE NOT RICH

There are three sources of funding for all the nonprofits in the United States:

  • earned income (such as products and fees for service),
  • government (public sector),
  • and the private sector, which includes foundations, corporations and individuals.

For the nearly 60 years that records about who gives money away have been kept, at least 80% of this money has been shown to be given by individuals. In 2002, total giving by the private sector was almost $241 billion, and 84.2 percent of that ($202 billion) was given by individuals! These people are all people — there is no significant difference in giving patterns by age, race, or gender. Income is not nearly the variable that one would think: middle-class, working-class and poor people are generous givers and account for a high percentage of the money given away.

In fact, a study by Arthur Blocks of the Maxwell School of Citizenship and Public Affairs at Syracuse University showed that 19% of families living on welfare give away an average of $72 a year! Too often, people think they can’t raise money because they don’t know any wealthy philanthropists. It is a great comfort to find that the people we know, whoever they are, are adequate to the task. Seven out of ten adults give away money. Focus your work on these givers, and help teach young people to become givers.

  1. PEOPLE HAVE THE RIGHT TO SAY NO

No one is obligated to support your group — no matter what you have done for them, no matter how wealthy they are, no matter how much they give to other groups, how close a friend they are of the director, or any other circumstance that makes it seem they would be a likely giver.

People say no for all kinds of reasons: they don’t have extra money right now; they just gave to another group; they don’t give at the door, over the phone, by mail; a serious crisis in their family is consuming all their emotional energy; they are in a bad mood. Rarely does their refusal have anything to do with you or your group. Sometimes people say no because they have other priorities, or they don’t understand what your group does. Sometimes we hear no when the person is just saying, “I need more time to decide,” or “I need more information,” or “I misunderstood something you said.” So, first be clear that the person is saying no, and not something else like, “Not now,” or “I don’t like special events.” Once you are certain that the person has said no, accept it. Go on to your next prospect. If appropriate, write the person a letter and thank them for the attention they gave to your request. Then let it go. If you don’t hear no several times a week, you are not asking enough people

  1. TO BE GOOD AT FUNDRAISING, CULTIVATE THREE TRAITS

A good fundraiser requires three character traits as much as any set of skills. These traits are:

  •  first, a belief in the cause for which you are raising money and the ability to maintain that belief during defeats, tedious tasks, and financial insecurity;
  • second, the ability to have high hopes and low expectations, allowing you to be often pleased but rarely disappointed;
  • and third, faith in the basic goodness of people.

Fundraising is a means to an end, a way to promote a cause, a very necessary skill in achieving goals and fulfilling missions.

  1. FUNDRAISING SHOULD NOT BE CONFUSED WITH FUND CHASING, FUND SQUEEZING, OR FUND HOARDING

Too often, organizations get confused about what fundraising is and is not. To apply for a grant just because the money is available and not because the work will promote your mission is called fund chasing.

Similarly, if your organization seems to be running into a deficit situation, cutting items out of the budget may be necessary but should not be confused with fundraising. When deficits loom, the fund squeezing question is, “How can we cut back on spending?”; the fundraising question is “Where can we get even more money?”

Finally, putting money aside for a rainy day, or taking money people have given you for annual operating and program work and being able to put some of it into a savings account is a good idea. Where savings becomes hoarding, however, is when no occasion seems important enough to warrant using the savings.

Fund chasing, fund squeezing, and fund hoarding need to be replaced with an ethic that directs the group to seek the money it needs, spend it wisely, and set some

aside for cash-flow emergencies or future work.

  1. FUNDRAISING IS AN EXCHANGE — PEOPLE PAY YOU TO DO WORK THEY CANNOT DO ALONE

We need to eliminate the idea that fundraising is like begging. Begging is when you ask for something you do not deserve. If you are doing good work, then you deserve to raise the money to do it. What you must do is figure out how to articulate what you are doing so that the person hearing it, if they share your values, will want to exchange their money for your work. They will pay you to do work they cannot do alone.

  1. PEOPLE’S ANXIETIES ABOUT FUNDRAISING STEM FROM THEIR ANXIETIES ABOUT MONEY

We have been taught not to talk about money or to ask for it, except under very limited circumstances. Many of us are taught that money is a private affair. Having too little or too much can be a source of shame and embarrassment, yet money is also a source of status and power. Most people would like to have more money, yet most will also admit that money doesn’t buy happiness.

Our attitudes toward fundraising are a subset of our larger attitudes toward money. The most important change we can make in our attitudes toward fundraising is to remember that success in fundraising is defined by how many people you ask rather than how much money you raise. This is because some people are going to say no, which has got to be all right with you. The more people you ask, the more yes answers you will eventually get.

Finally, if you are anxious about asking for money or would rather not ask, this is normal. But ask yourself if what you believe in is bigger than what you are anxious about. Keep focused on your commitment to the cause and that will propel you past your doubts, fears, and anxieties.

  1. THERE ARE FOUR STEPS TO FUNDRAISING— PLAN, PLAN, PLAN, AND WORK YOUR PLAN

Though humorous, this formula underscores the fact that fundraising is three parts planning for one part doing … an hour of planning can save five hours of work, leaving much more time both to plan and to work. Planning also avoids that awful feeling of “How can I ever get everything done,” and that sense of impending doom. It moves us out of crisis mentality. … The easiest way to plan something is to start by defining the end result you want and when you want it to happen, then work backwards from that point to the present.


4. Thanking Your Donors

~ Also see #3 above: THANK BEFORE YOU BANK!

Thank your donors! Build your donor base!

  1. People need to be appreciated by and connected to your organization.
  2. Your thank-you note is an investment in maintaining your donor base.
  3. The more personal it is the better in cultivating your donors. Instead of Dear Friend make it Dear Betty.
  4. Thank the donor promptly.
  5. Let the donor know that your organization recognizes the importance of the gift.
  6. Be specific in how the money will be used: programs, operations, equipment, etc. “Your contribution allowed us to…”
  7. Enclose a receipt for the contribution to be used for tax deduction purposes.
  8. Provide an update with your thank you note … your organization’s accomplishments, a news clipping, information about the challenges you face, underscoring the importance of your work, statistical reports.
  9. Thankfulness expressed in a thank-you note can also be expressed to the donor AND a potential donor in a news release or your newsletter.

~ http://www.museummarketingtips.com/articles/quick_thankyou.html:

Don’t assume that people know you appreciate them or their help. Tell them. You know yourself how much a thank you means — and how good it makes you feel when someone says it. Take the time to thank people no matter how busy you are. It’s not only good for the soul, it’s also the best public relations booster there is.

Send thank you notes and, whenever possible, hand write them. Send them to donors, to volunteers, to colleagues, and to anyone else who does you a good turn. In this day of form letters, e-mail and printed receipts, handwritten thank you notes are cherished goodwill builders.

Always thank donors. When it comes to fundraising, saying thank you is essential. It’s hard to imagine it not being a priority for some nonprofits, especially since people are giving money that they aren’t required to give. Surprisingly, the number one donor recognition problem is not acknowledging gifts, period. 

When thanking donors, promptness counts. It can even make a difference in how much they’ll contribute in the future. How prompt is prompt? Donors who were called more than 48 hours after their gifts were received thought they were being solicited for another donation. 

Make your donor thank you letters warm and personal. To the recipient, a canned, overly formal thank you can sometimes feel worse than not receiving one at all. But unless you’re one of the lucky ones who has a natural talent for it, writing creative, meaningful thank you letters can be a challenge. You can be creative by leaving the thank you for the end. You might say, We received  your donation and I can’t tell you how important it is. We’re putting it into this program, this is what it’s going to do, here is the time line, and you can expect to hear from us again next October when we’re going to tell you what the money has accomplished. And then say thank you.

Thank-you notes do not need to be fancy and should not be long. If at all possible, they should include a personal note, even if it is from someone who does not know the donor. You can add something as simple as, “Hope to meet you sometime,” or “Check out our website,” or “Happy holidays,” or even, “Thanks again – your gift really helps.” Late thank-yous are better than no thank you at all, but photo-copied thank-yous are almost the same as no thank you.

Consider running a Thank-a-thon. In addition to thanking donors at the time of their actual gift, take thank you one step further by holding a holiday-thank-a-thon. Making holiday calls to those who gave to your organization during the year conveys the message that “We noticed you gave. It mattered. We appreciate you.”

A sincere thank you is one of the mightiest marketing and fundraising tools there is. Use its power often and well.

The bottom line… if you don’t have time to thank donors, you don’t have time to have donors.


5. Donor Recognition: News Releases – Print, Radio & Cable – & Newsletters 

Donors may be recognized in several ways.

  • PRIORITY #1 – Thank-you notes right away!
  • Organizational newsletters sometimes list donors in categories, recognizing their gifts… money, services, materials.
  • Print – newspaper public service announcements
  • Radio – public service announcements – fax or e-mail 16 lines, 16 point type.

6. Why People Give: Tips for Effective Fundraising

Looking at the Big Picture: The 5 Key Ingredients of Effective Fundraising

To fundraise effectively, an organization needs an effective fundraising plan. A concise plan will help an organization reach new donors. Objectives for increasing donors must be clearly outlined and planning needs to incorporate strong volunteer leadership, timelines, communications, and more.

The 5 key ingredients to effective fundraising are:

  1. Knowing what motivates individuals/groups to donate;
  2. Knowing your project;
  3. Being aware of potential sources of funding;
  4. Developing a strategy;
  5. Being familiar with your organization and its resources.

Knowing what motivates individuals/groups to donate.

People give to people!” . . . a well used phrase in fundraising. Statistics indicate that 75 cents of every Canadian dollar donated in a year was given by individuals. Some examples of what motivates individuals/groups to donate include:

  • people like to help others;
  • they may have a personal involvement or commitment to the group and cause;
  • they seek recognition;
  • they enjoy the event;
  • ego gratification;
  • the need to belong to an organization by either donating their time or money;
  • community pride;
  • religious point of view;
  • compassion;
  • community pressure;
  • guilt;
  • just because they were asked to give!

If you don’t understand why people give, then you can’t design a program for them.

People will want to know what it is they are being asked to support. Some things to be aware of include:

  • the costs involved;
  • the benefits to community and organization;
  • exactly how much money you need – not how much money you think you could raise;
  • when are the dollars needed, and
  • the cash flow required to see the project through.

Potential Sources of Funding

There are several different ways your group can choose from to raise money. They include:

  • Special Event/Activity Fundraising;
  • Individual Donations;
  • Private Sector Foundations and Companies;
  • Foundations and other grant making agencies; and
  • Federal and Provincial Government.

Remember that enVision.ca’s Funding and Fundraising section offers an extensive list of funding sources, tips for recruiting corporate donors, and lots of ideas for fundraising activities.  ~  http://www.envision.ca/


7. Grassroots Fundraising

www.grassrootsfundraising.org

Five reasons that volunteers make the best fundraisers:

  • They’re passionate.
  • No financial self-interest.
  • They’re donors, too.
  • They can ask for help.
  • Donors admire their courage.

Because fundraising is about developing and honoring relationships, anyone can do it.

Fundraising Ideas That Work: Grassroots Fundraising Journal

  • “A pledge of $28 per month, which is relatively affordable, in three years adds up to $1,000.”
  • “Does everyone in the organization agree that your group should exist permanently?
  • What will endowment income be used for? … An endowment is like a cathedral… it is never finished.”
  • Total giving in the USA in 2004 is estimated to total $248.52 BILLION. As a percentage, individuals gave 75.6%, bequests totaled 8%, foundations gave 11.6% and corporations provided 4.8%, according to Giving USA: The Annual Report on Philanthropy 2004.
  • More information at American Association of Fundraising Counsel www.aafrc.org
  • www.grassrootsfundraising.org
  • Grassroots Fundraising Journal.

8. Book: Guide to Rural Fundraising

~ http://www.grassrootsfundraising.org/

Guide to Rural Fundraising By Kim Klein, National CASA.

Rural Fundraising: Success Stories for CASA/GAL Programs. The National CASA Association commissioned Kim Klein, the nation’s premiere grassroots fundraising authority, to develop this anthology of successful strategies.

This guide describes successful and easy-to-imitate fundraising strategies. An introductory essay by Kim Klein titled “Raising Money in Rural Communities” describes basic principles of rural fundraising. The second part of the manual contains 15 examples of successful strategies, from direct mail to events to earned income. Each example is described in some detail, and most are accompanied by sample materials. While the majority of the examples are not from CASA/GAL programs, they can easily be easily adapted for your use.


 

Sherman County eNews #307

CONTENTS

  1. SPIRITUAL MATTERS

  2. CLASSIFIEDS

  3. CALENDAR


1. SPIRITUAL MATTERS

church.family1Christ the Greatest Gift

After Mary gave birth to Jesus, wrapped Him in cloths and laid Him in that manger, we read in Luke chapter two that a celebration broke loose in the heavens. Of this we read, “In the same region there were some shepherds staying out in the fields and keeping watch over their flock by night. And an angel of the Lord suddenly stood before them, and the glory of the Lord shone around them; and they were terribly frightened. But the angel said to them, “Do not be afraid; for behold, I bring you good news of great joy which will be for all the people; for today in the city of David there has been born for you a Savior, who is Christ the Lord. This will be a sign for you: you will find a baby wrapped in cloths and lying in a manger.” And suddenly there appeared with the angel a multitude of the heavenly host praising God and saying, “Glory to God in the highest, and on earth peace among men with whom He is pleased.”” (Luke 2:8–14, NASB95)

Babies are amazing, but Christmas is more than the birth of a special baby. The importance of the Christmas message and the heart of the Christian Christ-mas celebration is the coming of the Savior sent by God. “Christ” is not a last name, but a title meaning anointed. Jesus, as the Son of God, was set apart and sent by the Father to be our salvation. As such His birth cannot be separated from His death on the cross or His resurrection. It is because the One born for us came and died for our sins that we have forgiveness. And, it is by His resurrection that we also are given new life and an eternal hope. This is what makes Jesus God’s great gift given for us and the declaration made by the angel on that night so critically important.

Merry Christmas!

Joe Burgess

Pastor, Kent Baptist Church


2. CLASSIFIEDS (new or corrected)  

THANK YOU & CONGRATULATORY NOTES:

CONGRATULATIONS, JANE KIRKPATRICK! “One More River to Cross” made it to the top 25 books of Christian fiction and in the Pacific Northwest, it’s been number 7 for two weeks in a row. This is a story of the Stevens – Murphy – Townsend wagon train stuck two years before the Donner Party in the same part of the Sierra Nevada mountains during a heavy winter. ~Sherry K 

THANK YOU to those of you who kept subscribers informed with your contributions to eNews! THANK YOU for doing your part with news releases, agency and departmental reports, public meeting notices, classified ads, letters to the editor, and Spiritual Matters, (suggested by Pastor Keeney and most recently offered by Pastor Burgess on behalf of the Kent and Grass Valley Baptist congregations). THANK YOU, Mike McArthur, for bringing life-changing Lou Tice’s Pacific Institute training to Sherman County. THANK YOU, Times-Journal crew, for sharing your news reports. It’s been a wonderful, transparent partnership! THANK YOU, subscribers! A rare opportunity to volunteer in this way, it’s been very interesting and sometimes challenging! It’s taken me from actual reporting in the earliest years to posting – lots of copying and pasting – news releases, using spell check and the dictionary, from agendas to Oregon Revised Statute and editorials, from church programs to meeting minutes … an honor and a privilege! Make yours – and that of others – a very Merry Christmas! ~Sincerely, Sherry Kaseberg

THANK YOU! Your notes of appreciation are humbling, overwhelming and heartwarming! I assure you that it’s always been a team effort! I’m grateful for everyone who encouraged this free volunteer project, collaborated in making eNews an interesting and helpful local resource, sent suggestions, good ideas and links to interesting websites, submitted notices, news releases, calendar dates, Spiritual Matters and classified ads, challenged process, opinion and policy, and counseled the editor with journalistic wisdom. Please express your appreciation for eNews by your participation in your county communities and by being an informed participant! ~Sherry Kaseberg, Editor/Publisher, Sherman County eNews

JOYFUL NEWS!

COMMUNITY ORGANIZATION FUND-RAISERS: 

WINTER CORNHOLE FIESTA – GRASS VALLEY PAVILION. January 18 1-9 p.m. 32 team tournament. Age 12 and up. $75/team or $25/individuals.  $10 all you can eat Taco Bar. The Riverside will be there to serve drinks.  Prizes for 1st, 2nd and 3rd Place.  Please contact Keegan Kock at 541-993-9044 for further information or to sign up for the event. LET’S FIESTA!!

Remember Local Needs with Year-end Giving

Remember Local Needs for Year-end Giving | tax-deductible non-profit organizations | Updated 12/2019:

  • ABC Huskies Day Care, Sherman County Child Care Foundation, P.O. Box 424, Wasco, OR 97065
  • Columbia Basin Agricultural Research Center – Sherman Station Foundation, 36656 Lone Rock Road, Moro, OR 97039
  • Columbia Gorge CASA, P.O. Box 663, Hood River, OR 97031
  • Grass Valley Pavilion Renovation & Rejuvenation Project, City of Grass Valley, P.O. Box 191, Grass Valley, OR 97029
  • HAVEN from Domestic and Sexual Violence, P.O. Box 576, The Dalles, OR 9058
  • Little Wheats Day Care Inc., P.O. Box 71, Moro, OR 97039
  • Maryhill Museum of Art, 35 Maryhill Museum Drive, Goldendale, WA 98620
  • Oregon Cultural Trust, Oregon Cultural Trust, 775 Summer Street NE, Ste 200, Salem, OR 97301 – a portion of these funds are allocated to Sherman County Cultural Coalition for distribution, & matched to local cultural non-profit gifts provide a tax credit.
  • OSU Extension 4-H Programs, 36656 Lone Rock Road, Moro, OR 97039
  • Salvation Army, 623 E. 3rd Street, The Dalles, OR 97058
  • Sherman County Ambulance, PO Box 139, Moro, OR 97039
  • Sherman County Athletic Foundation, P.O. Box 191, Moro, OR 97039
  • Sherman County Community Transit
  • Sherman County Cultural Coalition, P.O. Box 23, Moro, OR 97039
  • Sherman County Education Foundation, P.O. Box 68, Moro, OR 97039
  • Sherman County Fair, P.O. Box 45, Wasco, OR 97065
  • Sherman County Food Bank, P.O. Box 14, Moro, OR 97039
  • Sherman County Historical Society & Museum, P.O. Box 173, Moro, OR 97039 –qualifies for Oregon Cultural Trust Tax Credits
  • Sherman County Junior Hoops, c/o Sherman County Athletic Foundation, P.O. Box 191, Moro, OR 97039
  • Sherman County Lions Club, P.O. Box 27, Wasco, OR 97065
  • Sherman Elementary Parent Teacher Organization, 69512 High School Loop, Moro, OR 97039
  • Sherman County Public/School Library, 69512 High School Loop, Moro, OR 97039
  • Sherman County Scholarship Association, 65912 High School Loop, Moro, Oregon 97039
  • Sherman County Senior & Community Center, P.O. Box 352, Moro, OR  97039
  • Sherman Development League, P.O. Box 11, Moro, OR 97039
  • Sherman County Preschool, 69512 High School Loop, Moro, OR 97039
  • Wasco Cemetery Association, Sun Rise Cemetery, P.O. Box 155, Wasco, OR 97065
  • Wasco RR Depot & History Center, City of Wasco, P.O. Box __, Wasco, OR 97065
  • Wasco School Events Center, City of Wasco, P.O. Box __, Wasco, OR 97065
  • Wasco Salmon/Steelhead Tournament, P.O. Box __, Wasco, OR 97065
  • Your church.

Consider gifts to these organizations to honor someone with a shared interest, to recognize someone’s achievement or success, in memory or remembrance, to express your appreciation, or as the perfect gift for someone who has everything. 

VOLUNTEER OPPORTUNITIES: 

EMPLOYMENT:

PROGRAM TECHNICIAN. Farm Service Agency Job Opening – Temporary Position. Busy government office in The Dalles, Oregon has an immediate opening for a temporary office (Program Technician) position. Duties include general office activities supporting FSA programs administered at the field office level.  Successful applicant must be reliable, have professional attitude, and enjoy working with the public.  Individuals interested in applying need to contact Lissa Biehn (office manager) at 41-298-8559 ext. 110, or Lissa.biehn@usda.gov, or apply at Wasco/Hood River Co. FSA at 2325 River Rd, Ste 1. The deadline to apply is December 26, 2019.  FSA is an Equal Opportunity Employer. 12/27

HOUSE CLEANING. Seeking non-employee housekeeper to clean Catholic rectory in Wasco twice a month. Please call Molly Belshe for more information. (541)565-3315. 12/27 

See Classifieds in The Times-Journal.

SERVICES:

SHERMAN COUNTY BUSINESS DIRECTORY https://www.co.sherman.or.us/businesses/

NEWSPAPERS

VISITOR INFORMATION:

FOR SALE:

SURPLUS SHERMAN COUNTY BUILDINGS.  BUILDINGS MUST BE REMOVED FROM CURRENT LOCATION WITHIN 90 DAYS OF SALE. ALL EXPENSES RELATED TO BUILDING REMOVAL ARE TO BE INCURED BY BIDDER. Surplus for sale by Sherman County: 1972 Royal Mobile Home 24’ x 62’ with addition, 3 Bedroom 2 Bath (Possible 4th Bedroom with addition). Sealed bids must be submitted by 5:00pm, Monday, January 13, 2020 to the Sherman County Court, in-person at 500 Court St, Moro, Oregon 97039, or by mail: PO Box 365, Moro, OR 97039. Minimum bid $5,000. To request a viewing appointment, contact the Office of the Sherman County Court at 541-565-3416. Contact the Sherman County Court 541-565-3416 with questions, or to schedule viewing appointments. 12/27

DEHYDRATOR, JERKY MAKER. New, still in the box never opened, Nesco Dehydrator & Jerky Maker FD-60 with 4 trays. asking $45 / best bid. Call 541-442-8572 Nancy 12/27

SHERMAN COUNTY CLASSIFIEDS, FACEBOOK https://www.facebook.com/groups/1680690712181261/

SHOP LOCALLY! SHERMAN COUNTY BUSINESSES https://www.co.sherman.or.us/businesses/

FOR RENT OR LEASE:  

FREE:

A SHERMAN COUNTY LOCAL HISTORY COLLECTION ONLINE.  http://shermancountyoregon.com/ 

LOST OR FOUND:

FOUND:  

WANTED: 

HOUSE CLEANING. Seeking non-employee housekeeper to clean Catholic rectory in Wasco twice a month. Please call Molly Belshe for more information. (541)565-3315. 12/27


3. CALENDAR (new or corrected)

LogoShermanCoSchoolSHERMAN COUNTY SCHOOL DISTRICT EVENTS CALENDAR https://shermancountyschooldistrict.weebly.com/scsd-event-calendar.html

DECEMBER

mittens11-31 Decorate the Mitten Tree at Sherman County Public/School Library

23-31 Sherman County School Christmas Break

24 CHRISTMAS EVE

24 Moro Community Presbyterian Church Candlelight Service 6

24 Wasco United Methodist Church Candlelight Service 5

24 Christmas Eve Mass 5 Grass Valley

24-25 Sherman County Government Holidays

25 CHRISTMAS

27 Sherman County eNews ends 20-year run!

27-31 Oregon Whale Watch Week

28 Holy Family Mass 5 combined Mass, Wasco

31 NEW YEAR’S EVE

31-Jan. 1 Sherman County Government Holidays

compass.roseJANUARY

1 First Day Hike: Deschutes River State Recreation Area 9 Oregon Trail Kiosk

1 First Day Hike: Cottonwood Canyon State Park 10 Experience Center

2 Sherman County Fair Board Meeting 6

6 Grass Valley City Council 7

7 Moro City Council 7

8 Rufus City Council 7

8 Sherman Senior Center Advisory 12:30

10 Community Renewable Energy Association (CREA) Board Meeting 10-1

13 Sherman County School District Board 6

14 Tri-County Mental Health Board 11

14 North Central Public Health District Board 3

15 Sherman County Court 9

18 Winter Cornhole Fiesta Tournament 1-9 p.m. Grass Valley Pavilion

29 Tri-County Court 11

29 Frontier TeleNet Board Meeting 11:30

StarPurpleArtFEBRUARY

3 Grass Valley City Council 7

4 Moro City Council 7

5 Sherman County Court 9

6 Sherman County Fair Board 7

19 Sherman County Court 9


 

Sherman County eNews Special Edition F

Sherman County eNews Special Edition F

  1. Meeting Room Checklist

  2. Conducting Meetings

  3. Meeting Ground Rules – A Parts List – Make Your Own Rules

  4. 26 Steps to Improving Committee Functioning


A board member recruitment process should mirror the processes we are so used to with employees.  First we determine what qualities we are seeking. We create a job description. We advertise the position, use word of mouth, see if there are already good candidates in our midst. We look for a pool of people as applicants, not just accepting the first one who says “yes.” We have them fill out applications. We interview prospects. We check their references. These are all the things we do when hiring employees. These are also the things a good organization does to recruit its board members.


1. Meeting Room Checklist

  • Abundant parking
  • Catering, cafeteria, or restaurant available
  • Appropriate number of chairs and tables for group
  • Chairs and tables that are movable
  • Appropriate room setup for event
  • Registration table
  • Table for coffee, snacks, food, water, cups, napkins
  • Trash cans
  • Telephone in the room
  • Internet access
  • Electrical outlets
  • Projection equipment
  • Microphone
  • Extension cords
  • Dry erase board, markers, & eraser
  • Flip chart & markers
  • TV/VCR
  • Variable lighting capabilities
  • Temperature control
  • Wall space & appropriate tape for posting flip chart paper

2. Conducting Meetings

Following is a much-abridged version of Robert’s Rules as they might be adapted for nonprofit meetings. The goal is to promote a balance of fairness and efficiency. Tailor them to fit your own organization. Meetings should be fair so that people who have a point to make are given an opportunity. Meetings should be efficient so that time is spent on discussion relevant to the matter at hand. ~ American Society of Corporate Secretaries.

Order of business–[per agenda circulated in advance]

  1. Opening of meeting (Chair)
  2. Submission of minutes of previous meeting (Secretary)
  3. Reading of reports, i.e. Treasurer’s, Fund-Raising, Program Committee’s and discussion
  4. Old business
  5. Unfinished business from previous meetings
  6. Motions that were tabled from previous meetings
  7. New business–motions to be made for voting by the board
  8. Meeting closing (on schedule)

Discussion

  • Only members and guests recognized by the Chair may speak. 

Motions and Voting

  • Generally, before any item can be discussed, there should be a motion made and seconded. Once a motion has been seconded, discussion will follow. After discussion, one of four things can happen:
  • There can be a vote on the motion.
  • The motion can be amended (second required). Then there can be discussion on the amendment. The amendment can be voted. If the amendment passes, the motion automatically passes. If the amendment fails, the motion still stands and can be discussed until voted.
  • The motion can be tabled (second required). There can be no discussion on a motion to table–a vote must be taken immediately. If the vote is to table, no further discussion can take place on the motion.
  • There may be no action on the motion–therefore it becomes old business at a future meeting.
  • Motions must be clear and concise. A motion to “improve fund-raising” would be vague and discussions could meander. However, a motion to “sponsor a benefit golf tournament” is specific and could be effectively discussed and acted on. 

Committees

  • Make general board meetings more productive by use of committees and rely on committee reports as a basis for action. Committees can sort through minutiae and come forward with a well-developed proposal for the whole board to consider. Committees can also be a development pool for future board members.

Disagreements

  • The Chair of the meeting is responsible for maintaining order. On procedural questions, the Chair’s ruling will be determinative and final.

Also see: Governance for Nonprofits: From Little Leagues to Universities A Summary of Organizational Governance Principles and Resources for Directors of Nonprofit Organizations By The American Society of Corporate Secretaries and The National Center for Nonprofit Boards.


3. Meeting Ground Rules – A Parts List – Make Your Own Rules

Ground rules are agreements about expected behavior in meetings. The purpose of ground rules is to make explicit the group’s norms about how team members will interact, thus preventing or reducing misunderstandings and disagreements. Ground rules may differ greatly by department, committee or group, but they should always contribute to the group’s ability to work together effectively.

  • List your primary ground rules on each agenda.
  • If you have new attendees/board or committee members who are not used to your meetings, you might review each ground rule.
  • Keep the ground rules posted at all times.

Make your own ground rules!

A parts list:

  • Participate. Speak up!
  • Focus.
  • Maintain momentum.
  • Reach closure.
  • Trust. Good intentions can work through difficult issues.
  • Respect. Respect the rights of others to different points of view.
  • Inquire. Explore feelings, ideas, thinking; listen for new understanding.
  • Share your ideas and thoughts. Be authentic. Seek feedback.
  • Engaged listening. Focus. Refrain from judging & giving advice. Reflect and summarize.
  • Be on time.
  • Listen with interest.
  • Signal respect by your body language & eye contact.
  • Be open minded.
  • Interact with others.
  • Participate in discussions.
  • Be willing to compromise.
  • Listen twice as much as you speak.
  • Listen to yourself.
  • Capture your ideas on your notepad as they happen.
  • Headline first when you speak, then give a brief background.
  • Stay open-minded to new ideas; suspend judgment.
  • Speak only for yourself; let others do the same.
  • Offer ideas or make statements instead of asking questions.
  • Find value in what others say.
  • Assume positive intention.
  • No heat-seeking missiles.
  • Keep the best interest of the organization in mind.
  • Treat everyone in a dignified manner.
  • Support decisions made by consensus.
  • Everyone participates–no one dominates.
  • Listen as an ally, a partner, and work to understand before evaluating.
  • Silence will be interpreted as agreement.
  • We will assume positive intent first when things begin to go wrong.
  • Minimize interruptions and side conversations.
  • Cell phones must be turned off. Leave the room to answer calls.
  • We encourage dialogue, not argument.
  • We do our homework in order to be ready to work.
  • We seek group consensus.
  • In dealing with conflict, listening, giving and receiving feedback, we will not shoot the messenger.
  • We will be honest in our communication.
  • Membership implies commitment, engagement & attendance.
  • Respect one another with voice and body language.
  • Speak only for yourself.
  • Focus on interests.
  • Work together to reach mutually acceptable solutions.
  • Speak up.
  • Ask questions.
  • Listen carefully.

4. 26 Steps to Improving Committee Functioning

~ By Terrie Tempkin, Ph.D., NonProfit Management Solutions, Inc.

Nonprofit Boards and Governance Review
April 3, 2003

Most of the nonprofits with which I work expect their board members to actively participate on at least one committee. The expectation is that it is through committees the work of the organization will occur. However, few see committees as an expedient means of accomplishing their goals. Laurence Peter, author of The Peter Principle, echoes the true feelings of many when he facetiously suggests, “to get something done, a committee should consist of no more than three people, two of them absent.”

Despite their various drawbacks, you can expect to spend a lot of time in committees, especially with the traditional concern in nonprofit organizations for people and process. Minimize your frustration and maximize your productivity by following some simple steps.

  • Be clear about the committee’s purpose.  What does it exist to accomplish?
  • Stay away from standing committees wherever possible.  The urgency and importance of the committee’s tasks tend to get diluted when the group meets month after month.  Instead, rely on ad hoc (self-limiting) committees to deal with specific issues.
  • Give considerable thought to who should sit on the committee.  Look outside the board and, perhaps even, the organization.  You will not only increase your chances of finding people with the specific skills you need, you will end up cultivating potential board members for the future.
  • Tell people why they were asked to sit on the committee and what is expected of them. Include likely commitments of time, energy, skills, contacts and money.
  • Spend some time allowing committee members to bond.  People are more willing to participate and take on responsibility when they feel a commitment to the group.
  • As a group, state the problems or issues to be tackled.  This way everyone starts on the same page.
  • Limit committee discussions to topics that fit the organization’s mission, vision, values and priorities.
  • Send out agendas and preparatory materials ahead of meetings so that people can come prepared to work.
  • Meet only when there is something substantial with which to deal.  There is nothing sacred about monthly meetings.
  • Give people sufficient notice of meetings and try to avoid making last minute changes to the schedule.
  • Begin and end your meetings on time.  People are far more likely to come if they feel you respect their calendar.
  • Assign tasks as evenly as possible.  While it may be easier to ask the same handful of people that do everything, it guarantees that you limit participation, leadership development and potential productivity.
  • Solicit then listen to everyone’s input. After all, the value of committees is summed up in the adage “two heads are better than one.”
  • Don’t just accept comments at face value.  Feed back the comments in your own language, applying your interpretation. Ask questions. Probe.  Be sure you understand what is being said, and why it is being said.
  • Assume that even the most off-the-wall ideas make sense to the people who express them.  Instead of rejecting such ideas out of hand, ask for clarification.
  • Don’t fight over ownership of an idea.  The important thing is that the idea is out there to potentially benefit the organization.
  • Speak only for yourself.  Let others provide their own explanations or rationales.
  • Play the devil’s advocate.  Always ask the group to consider the downside of a pending decision.  When people feel they have thoroughly looked at all the potential negatives, they are more confident of any decisions to proceed.
  • Strive for consensus.  While time consuming, it simplifies implementation and ensures commitment.
  • Bring conflict into the open.
  • Don’t assume that silence means agreement in situations where decisions are being made.
  • If you can’t reach consensus, consider:
    a) identifying shared interests and working to build on those;
    b) thinking up ways to make the most promising option better or more palatable;
    c) putting aside the solutions already on the table, restating the mission, vision and goals, and generating a new list of possible solutions that might also/better meet the organization’s needs;
    d) initiating a trial period in which the strongest option is put to the test;
    e) changing the scope of the problem:
    f) agreeing to limit the decision to procedural items rather than substantive.
  • Stay focused on the goals and tasks of the committee.
  • Keep action-oriented minutes
    a) record only resolutions and votes, not “he said,… she said”;
    b) include sections such as supplies to order, ideas to implement, people to call;
    c) Summarize with who will do what, by when.
  • Follow-up after the meeting.
    a) ask committee members if they are comfortable with their decisions;
    b) set up a system to bring those who missed the meeting up to date;
    c) do what you promised to do at the meeting.
  • Prepare a report to the board. Include:
    a) the committee’s recommendations;
    b) the pros and cons of each recommendation;
    c) the rationale for the recommendations made.

Following these 26 steps will ensure that your committees won’t operate like those cited by Milton Berle. The comedian used to say that a committee is a group that keeps minutes and wastes hours.


 

Sherman County eNews #306

CONTENTS

  1. It’s NOT Too Late to Get Your Flu Vaccine

  2. Sherman County Catholic Advent and Christmas Mass Schedule

  3. The Times-Journal: Public Notice

  4. Sherman County Court Approved Minutes Now Online, Dec. 4

  5. Sherman County Court Notes, Dec. 18

  6. Interested in becoming a news blogger?

  7. Motivating Others

  8. Greg Walden Statement on House Vote to Impeach President Trump


Do You Hear What I Hear?

ChristmasHolyFamily1

Said the night wind to the little lamb,

“Do you see what I see?

Way up in the sky, little lamb,

Do you see what I see?

A star, a star, dancing in the night

With a tail as big as a kite,

With a tail as big as a kite.”

Said the little lamb to the shepherd boy,

“Do you hear what I hear?

Ringing through the sky, shepherd boy,

Do you hear what I hear?

A song, a song high above the trees

With a voice as big as the sea,

With a voice as big as the sea.”

Said the shepherd boy to the mighty king,

“Do you know what I know?

In your palace warm, mighty king,

Do you know what I know?

A Child, a Child shivers in the cold–

Let us bring him silver and gold,

Let us bring him silver and gold.”

Said the king to the people everywhere,

“Listen to what I say!

Pray for peace, people, everywhere,

Listen to what I say!

The Child, the Child sleeping in the night

He will bring us goodness and light,

He will bring us goodness and light.”

~lyrics by Noël Regney and music by Gloria Shayne Baker, 1962.


1. It’s NOT Too Late to Get Your Flu Vaccine

hand.wash4In our region, and nationwide, there has been an increase in the number of flu cases.

The most effective way to avoid catching the flu is vaccination, and it’s NOT too late to get it! Please visit your primary care provider or pharmacy today! This will help protect you AND help stop the spread of this contagious illness.

The CDC recommends everyone aged 6 months and older should receive an annual influenza (flu) vaccination. It’s especially important for those with chronic medical conditions, those who are pregnant, those caring for babies six months of age and younger, and those over the age of 65. When you get the flu shot, you help protect those that are most vulnerable by stopping the spread of the disease.

The preventive measures listed below will also help stop the spread of flu, but because people infected with the flu may infect others 1 day before they become sick, vaccination is still the best way to avoid catching and spreading the flu:

 Cover your cough and sneeze.

 Wash your hands often, using soap and warm water.

 Avoid touching your eyes, nose and mouth.

 Limit close contact with those that are sick.

 Stay home when you’re sick. Protect others at school and work by staying home at least 24-hours after a fever (100+ degrees) subsides.

 Clean surfaces. Flu germs can live for hours on hard surfaces. Make sure your home and workspace are wiped down frequently, especially where children are playing.

Flu symptoms include fever, cough, sore throat, body aches, runny or stuffy nose, headache, chills, fatigue, and sometimes nausea (more often in children than adults). Many respiratory viruses have similar symptoms, but influenza tends to be more severe. Having the flu is NO fun and can lead to hospitalization and sometimes death.

The good news is flu vaccine is available at your clinic and pharmacy! There may be a charge for the vaccine, but it’s often covered by insurance. Please contact your primary care provider, clinic, or pharmacy today for more information and to make an appointment. Many accept walk-in clients as well.

North Central Public Health District currently has flu vaccine available only for uninsured/ underinsured adults, and children covered by the Oregon Health Plan or who are uninsured/ underinsured. Vaccinations are available during our walk-in clinic hours of 8:30 a.m. to noon, and 1:00 p.m. to 5 p.m. on Wednesdays, Thursdays, and Fridays.

For more information, guidance and materials please visit: CDC http://www.cdc.gov/flu/consumer/  or  Oregon Health Authority http://public.health.oregon.gov/PreventionWellness/FluPrevention)

For more information, please contact North Central Public Health District at 541-506-2600 or visit us on the web at http://www.ncphd.org or our Facebook Page at https://www.facebook.com/NorthCentralPublicHealth/.


2. Sherman County Catholic Advent and Christmas Mass Schedule

church.family1
Sherman County Catholic Advent & Christmas Schedule:
*Dec. 20, Friday, Penance Service, 6pm, Wasco;
*Dec. 21, Saturday, 4th Sunday of Advent Mass, 4pm Grass Valley, 530pm Wasco;
*Dec. 24, Tuesday, Christmas Eve Mass, 5pm in Grass Valley;
*Dec. 28, Saturday, Holy Family Mass, 5pm combined Mass
in Wasco with Father Ron Maag (No Mass in GV)
*January 4, 11, 18, 25 Saturday, Combined Mass in Wasco at
5pm with Father Ron Maag (No Mass in Grass Valley)

Father Fabian will be on vacation in Nigeria for the month of January. There will be no daily Mass in January.


3. The Times-Journal: Public Notice

arrow.blueswishPUBLIC NOTICE. The newspapers of Oregon make public notices from their printed pages available electronically in a single data base for the benefit of the public. This enhances the legislative intent of public notice – keeping a free and independent public informed about activities of their government and business activities that might affect them. Importantly, Public Notices now are in one place on the web -www.PublicNoticeAds.com  – not scattered among thousands of government web pages. Public Notices published in this newspaper, and 86 others throughout Oregon, can also be found on the website – http://www.PublicNoticeAds.com. We encourage our readers to make use of this one-of-a-kind, easy-to-use resource when looking for public notice information about government activities in Gilliam, Wheeler and Sherman counties, and throughout the state.

Public Notices of importance to readers in Gilliam, Sherman and Wheeler counties will continue to appear in The Times-Journal, the Newspaper of Record for these three counties.

[Editorial Note: The Times-Journal – a weekly serving Wheeler, Gilliam & Sherman counties, P.O. Box 746, Condon, OR 97823 | Ph. 541-384-2421 | Fax 541-384-2411 timesjournal1886@gmail.com $37.50/year; $47.50 for beyond this area.]


4. Sherman County Court Approved Minutes Now Online, Dec. 4

ShermanCoLogoApproved minutes of the December 4, 2019 Regular Session, are now available in the Archive of County Court Meeting Minutes https://www.co.sherman.or.us/county-meeting-minutes-archive/

~Kristi Brown, Sherman County Court, Deputy Clerk/Temporary Administrative Assistant


5. Sherman County Court Notes, Dec. 18

ShermanCoLogoBy Temporary Administrative Assistant Kristi Brown & Tammi Gaskey, Administrative Assistant

NOTE: This is a very brief outline ONLY of topics considered “public interest.” These are NOT OFFICIAL MINUTES. For official minutes and full details, please see the approved minutes posted on the Sherman County website at www.co.sherman.or.us after the next Court session. Thank you. 

The Sherman County Court met in regular session on December 18, 2019, and in conducting the business of the County,

  • Heard from Dan Bubb, Gorge Networks, and Joe Franell, Eastern Oregon Telecomm, discussing a merger involving GorgeNet and Eastern Oregon Telecomm.
  • Heard from Mark Coles, Road Master, requesting the purchase of a 2020 Chevrolet Silverado for the Road Department. Court approved the purchase, in the amount of $43,518.38.
  • Heard from Mark Coles, Road Master, updating the Court on the Finnegan Bridge project. He presented an updated timeline, with a completion date of July 15, 2020.
  • Heard from Amy Asher, Community Outreach, requesting the use of a County-owned building for emergency housing for re-entry and transitional housing. Court denied use of the building, but agreed there is a need for such housing.
  • Approved annual NACo membership dues in the amount of $450.00.
  • Approved budget transfers and payments.
  • Canceled January 1, 2020 County Court, due to holiday.
  • Approved Oregon Liquor Control Commission (OLCC) application for Biggs Petroleum dba TA Express Biggs Junction.
  • Denied Resident Incentive appeal.
  • Set starting bid amount, and removal requirements for the Hoctor mobile home.

Sherman County Court notes are available on the Sherman County Court Facebook page.


6. Editorial. Interested in becoming a news blogger?

pencil.sharpGood advice is posted at Blogging Basics 101: https://www.bloggingbasics101.com/how-can-i-make-money-from-my-blog/.

Perhaps an electronic service could be supported by sponsors/advertisers: individuals, local businesses, local government (county, school district, health district), ag agencies, a few The Dalles businesses that Sherman County folks support … possibly, $100/month each. If someone spent 2.5 hours a day 6 days a week = 15 hours a week, 60 hours a month @ say $15/hour = $900/month; $10,800/year, a decent supplemental income.


7. Motivating Others

Are you in a leadership position and having trouble motivating other people? Let’s figure out why that happens.

Here’s a tip that may help you change your tactics and experience greater success. The first thing you need to do is understand and accept that you can’t motivate someone else. You see, people don’t motivate other people.

There is one thing that can motivate someone, and that is an idea. A book doesn’t motivate, but the ideas in it certainly can. Money doesn’t motivate either. It’s the idea of what you can do with the money that is a motivating force. A single person cannot change a nation, but that person’s ideas of a better, shared future can change a nation.

So, if you want to motivate other people to do certain things, you need to present them with the ideas that will stimulate them to action. And, you’ll want to do it as vividly as possible. Paint a picture for them of the benefits they, not you, will receive from doing what you want. Show them the personal pay value, the “what is in it” for them. Teachers, if you can help your students understand why they need what you are teaching, you won’t be able to drag them away from their studies.

Maybe it is a good feeling that they will receive from the end result. Describe that feeling and tell them why they will love feeling it. Maybe it is a specific accomplishment. Describe how accomplishing it will make their life better. And remember, what seems like a good idea to you may not always ring someone else’s bell.

Find out what matters to them and build it into your idea. Top salespeople know this and use it constantly. They don’t sell products or services, they sell ideas. You can too – and you don’t need to be in a formal “leadership” position to capture another person’s imagination and energy around a good idea. ~The Pacific Institute


8. Greg Walden Statement on House Vote to Impeach President Trump

American flag2WASHINGTON, D.C. — Today, Representative Greg Walden (R-Hood River) released the following statement after he voted no on the House vote to impeach President Donald Trump:

“President Donald Trump is unique in the history of the American presidency.  No one has led as he has.  His success and his style have frustrated his opponents.

“Remember back to the fall of 2016 when pundits and politicians on the left lectured Americans about the historical need to accept the outcome of the election? Then Hillary Clinton lost.  Some began undermining and attacking the President before he had even taken office.  Others called for his impeachment.

“Meanwhile, we now know–as a result of the Horowitz investigation–that some in the FBI engaged in nefarious actions to investigate the Trump campaign. They lied to and misled the FISA court in an incredible abuse of power by a government agency.  Civil libertarians are rightly outraged by what occurred. Laws designed to protect America from foreign terrorists were misused to spy on an American presidential campaign.

“The false narrative of the Trump campaign colluding with the Russians dominated the first two years of the Trump presidency. I supported the appointment of Mr. Mueller and repeatedly stood up for the independence of his investigation. I wanted the facts.

“The Mueller investigation spent years and millions of taxpayer dollars and came up empty.  That report produced nothing impeachable, or the articles of impeachment would include the findings of that report.

“For me, overturning the outcome of an election demands two things:  A bipartisan and fair process to determine wrong doing, and a criminal offense worthy of overturning the outcome of the voters’ will.  Neither threshold has been met in this case.

“With a clear conscience, I will vote against both articles of impeachment.

“Read the articles of impeachment.  “Abuse of power” and “obstruction of Congress,” are the charges.  Neither of these are criminal violations.  This isn’t perjury or burglary.

“Every administration—Democratic and Republican- pushes back against Congress’ request for witnesses and information. The Constitution enshrines this separate-branch conflict.  Congress doesn’t like being told no. At times we’ve sued over it. It’s the tension our founders designed into the competing branches of government.  Work it out, or go to the courts.  But in this case, they truncated the timeline to exclude a judicial review. They announced the outcome before the investigation was completed.

“I voted to hold President Obama’s Attorney General in contempt of Congress for refusing to turn over documents related to the “fast and furious” fiasco.  Congress sued and won this case. But Republicans never seriously thought about impeaching the President.

“I threatened to subpoena President Trump’s Attorney General Jeff Sessions to his face in the East Room of the White House during our investigation of the opioid crisis.  We eventually worked it out and got to review the data we sought. Not once did I think about impeaching the President over this matter.

“The anti-Trump crowd has weaponized impeachment and converted it into a partisan tool, something one of America’s founding fathers–Alexander Hamilton–warned against. The American people elected President Trump to shake things up in Washington, D.C.  And that’s precisely what he’s done.

“Lower taxes and less oppressive regulations would not have happened under a Clinton Administration.  Hillary Clinton would not have stood up to China as President Trump has.  She would not have demanded and gotten a new and better trade deal with our friends to the north and south.  As for the Russians, she’s the one who led the “reset” with Russia that offended our European allies and played into Putin’s hand.

“We’ve never had a better economy or lower unemployment in the modern era.  We’re the envy of the world.  America is standing up to our competitors and enemies.  We’re getting new and better trade agreements and bringing more jobs back to America.

“We’ve never had a President lean in more to get lower drug prices or make our allies keep their promises to help pay for their national security.

“President Trump is doing exactly what he promised, and that includes violating the political norms of the Washington, D.C. swamp.  And for that, the left wants to send him packing.

“If facts matter, we should not impeach this president, but instead get back to work solving the problems facing American families.”

###

WALDEN.HOUSE.GOV


 

Sherman County eNews Special Edition E

Sherman County eNews Special Edition E

  1. Shared State and County Services Serve the Same Oregonians!

  2. Oregon Public Meetings Law

  3. County Court/Board of Commissioners

  4. Sherman County Court

  5. Justice of the Peace

  6. Clerk

  7. Public Records

  8. Legal Notices

  9. Sheriff

  10. Treasurer

  11. Courthouse Operation


Participate in the process of your community and country.

One person can make a difference.

Take a stand.

Do something about it.

Look hard at your larger community

–it may need your specific participation.

–Mary Anne Radmacher-Hershey


What’s best for the organization I work for?

What’s the right thing to do?

Does this benefit everyone?

How can I help?


Speculate less.

Ask more.


1. Shared State and County Services Serve the Same Oregonians

The State:

—general administrator

—state property manager

—state courts, patrol, prison

—child protection

—mental health hospital

—housing

—highways

—state parks.

Services Shared by County and State:

—administration

—assessment and taxation

—PERS/Public Employees Retirement System

—elections

—county jails

—community corrections

—court security

—district attorney

—9-1-1

—juvenile services

—aging services

—alcohol/drug programs

—children and families

—developmental disabilities

—mental health services

—veterans’ services

—public health

—environmental health

—planning

—economic/community development

—engineering

—roads

—housing

—Oregon Plan

—public forests

—federal land policy

—telecommunications

—county fair

—water-master.

Counties:

—administration

—property management

—records

—county law library

—sheriff patrol

—medical examiner

—animal control

—solid waste

—surveying

—capital projects

—county forests, parks

—libraries.


2. Oregon Public Meetings Law – selected sections

~ www.leg.state.or.us

192.610 Definitions for ORS 192.610 to 192.690. As used in ORS 192.610 to 192.690:

(1) “Decision” means any determination, action, vote or final disposition upon a motion, proposal, resolution, order, ordinance or measure on which a vote of a governing body is required, at any meeting at which a quorum is present.

(2) “Executive session” means any meeting or part of a meeting of a governing body which is closed to certain persons for deliberation on certain matters.

(3) “Governing body” means the members of any public body which consists of two or more members, with the authority to make decisions for or recommendations to a public body on policy or administration.

(4) “Public body” means the state, any regional council, county, city or district, or any municipal or public corporation, or any board, department, commission, council, bureau, committee or subcommittee or advisory group or any other agency thereof.

(5) “Meeting” means the convening of a governing body of a public body for which a quorum is required in order to make a decision or to deliberate toward a decision on any matter. “Meeting” does not include any on-site inspection of any project or program. “Meeting” does not include the attendance of members of a governing body at any national, regional or state association to which the public body or the members belong. [1973 c.172 §2; 1979 c.644 §1]

192.620 Policy. The Oregon form of government requires an informed public aware of the deliberations and decisions of governing bodies and the information upon which such decisions were made. It is the intent of ORS 192.610 to 192.690 that decisions of governing bodies be arrived at openly. [1973 c.172 §1]

192.630 Meetings of governing body to be open to public; location of meetings; disabled access; interpreters. (1) All meetings of the governing body of a public body shall be open to the public and all persons shall be permitted to attend any meeting except as otherwise provided by ORS 192.610 to 192.690.

(2) No quorum of a governing body shall meet in private for the purpose of deciding on or deliberating toward a decision on any matter except as otherwise provided by ORS 192.610 to 192.690.

(3) A governing body shall not hold a meeting at any place where discrimination on the basis of race, creed, color, sex, age, national origin or disability is practiced. However, the fact that organizations with restricted membership hold meetings at the place shall not restrict its use by a public body if use of the place by a restricted membership organization is not the primary purpose of the place or its predominate use.

(4) Meetings of the governing body of a public body shall be held within the geographic boundaries over which the public body has jurisdiction, or at the administrative headquarters of the public body or at the other nearest practical location. Training sessions may be held outside the jurisdiction so long as no deliberations toward a decision are involved. A joint meeting of two or more governing bodies or of one or more governing bodies and the elected officials of one or more federally recognized Oregon Indian tribes shall be held within the geographic boundaries over which one of the participating public bodies or one of the Oregon Indian tribes has jurisdiction or at the nearest practical location. Meetings may be held in locations other than those described in this subsection in the event of an actual emergency necessitating immediate action. This subsection does not apply to the Oregon State Bar until December 31, 1980.

(5)(a) It shall be considered discrimination on the basis of disability for a governing body of a public body to meet in a place inaccessible to the disabled, or, upon request of a hearing impaired person, to fail to make a good faith effort to have an interpreter for hearing impaired persons provided at a regularly scheduled meeting. The sole remedy for discrimination on the basis of disability shall be as provided in ORS 192.680.

(b) The person requesting the interpreter shall give the governing body at least 48 hours’ notice of the request for an interpreter, shall provide the name of the requester, sign language preference and any other relevant information the governing body may request.

(c) If a meeting is held upon less than 48 hours’ notice, reasonable effort shall be made to have an interpreter present, but the requirement for an interpreter does not apply to emergency meetings.

(d) If certification of interpreters occurs under state or federal law, the Oregon Disabilities Commission or other state or local agency shall try to refer only certified interpreters to governing bodies for purposes of this subsection.

(e) As used in this subsection, “good faith effort” includes, but is not limited to, contacting the Oregon Disabilities Commission or other state or local agency that maintains a list of qualified interpreters and arranging for the referral of one or more such persons to provide interpreter services. [1973 c.172 §3; 1979 c.644 §2; 1989 c.1019 §1; 1995 c.626 §1]

192.640 Public notice required; special notice for executive sessions, special or emergency meetings. (1) The governing body of a public body shall provide for and give public notice, reasonably calculated to give actual notice to interested persons including news media which have requested notice, of the time and place for holding regular meetings. The notice shall also include a list of the principal subjects anticipated to be considered at the meeting, but this requirement shall not limit the ability of a governing body to consider additional subjects.

(2) If an executive session only will be held, the notice shall be given to the members of the governing body, to the general public and to news media which have requested notice, stating the specific provision of law authorizing the executive session.

(3) No special meeting shall be held without at least 24 hours’ notice to the members of the governing body, the news media which have requested notice and the general public. In case of an actual emergency, a meeting may be held upon such notice as is appropriate to the circumstances, but the minutes for such a meeting shall describe the emergency justifying less than 24 hours’ notice. [1973 c.172 §4; 1979 c.644 §3; 1981 c.182 §1]

192.650 Written minutes required; content; content of minutes for executive sessions. (1) The governing body of a public body shall provide for the taking of written minutes of all its meetings. Neither a full transcript nor a recording of the meeting is required, except as otherwise provided by law, but the written minutes must give a true reflection of the matters discussed at the meeting and the views of the participants. All minutes shall be available to the public within a reasonable time after the meeting, and shall include at least the following information:

(a) All members of the governing body present;

(b) All motions, proposals, resolutions, orders, ordinances and measures proposed and their disposition;

(c) The results of all votes and, except for public bodies consisting of more than 25 members unless requested by a member of that body, the vote of each member by name;

(d) The substance of any discussion on any matter; and

(e) Subject to ORS 192.410 to 192.505 relating to public records, a reference to any document discussed at the meeting but such reference shall not affect the status of the document under ORS 192.410 to 192.505.

(2) Minutes of executive sessions shall be kept in accordance with subsection (1) of this section. However, the minutes of a hearing held under ORS 332.061 shall contain only the material not excluded under ORS 332.061 (2). Instead of written minutes, a record of any executive session may be kept in the form of a sound tape recording, which need not be transcribed unless otherwise provided by law. If the disclosure of certain material is inconsistent with the purpose for which a meeting under ORS 192.660 is authorized to be held, that material may be excluded from disclosure. However, excluded materials are authorized to be examined privately by a court in any legal action and the court shall determine their admissibility. [1973 c.172 §5; 1975 c.664 §1; 1979 c.644 §4; 1999 c.59 §44]

192.660 Executive sessions permitted on certain matters; procedures; news media representatives’ attendance; limits. (1) Nothing contained in ORS 192.610 to 192.690 shall be construed to prevent the governing body of a public body from holding executive session during a regular, special or emergency meeting, after the presiding officer has identified the authorization under ORS 192.610 to 192.690 for the holding of such executive session. Executive session may be held:

(a) To consider the employment of a public officer, employee, staff member or individual agent. The exception contained in this paragraph does not apply to:

(A) The filling of a vacancy in an elective office.

(B) The filling of a vacancy on any public committee, commission or other advisory group.

(C) The consideration of general employment policies.

(D) The employment of the chief executive officer, other public officers, employees and staff members of any public body unless the vacancy in that office has been advertised, regularized procedures for hiring have been adopted by the public body and there has been opportunity for public input into the employment of such an officer. However, the standards, criteria and policy directives to be used in hiring chief executive officers shall be adopted by the governing body in meetings open to the public in which there has been opportunity for public comment.

(b) To consider the dismissal or disciplining of, or to hear complaints or charges brought against, a public officer, employee, staff member or individual agent, unless such public officer, employee, staff member or individual agent requests an open hearing.

(c) To consider matters pertaining to the function of the medical staff of a public hospital licensed pursuant to ORS 441.015 to 441.063, 441.085, 441.087 and 441.990 (3) including, but not limited to, all clinical committees, executive, credentials, utilization review, peer review committees and all other matters relating to medical competency in the hospital.

(d) To conduct deliberations with persons designated by the governing body to carry on labor negotiations.

(e) To conduct deliberations with persons designated by the governing body to negotiate real property transactions.

(f) To consider records that are exempt by law from public inspection.

(g) To consider preliminary negotiations involving matters of trade or commerce in which the governing body is in competition with governing bodies in other states or nations.

(h) To consult with counsel concerning the legal rights and duties of a public body with regard to current litigation or litigation likely to be filed.

(i) To review and evaluate, pursuant to standards, criteria and policy directives adopted by the governing body, the employment-related performance of the chief executive officer of any public body, a public officer, employee or staff member unless the person whose performance is being reviewed and evaluated requests an open hearing. The standards, criteria and policy directives to be used in evaluating chief executive officers shall be adopted by the governing body in meetings open to the public in which there has been opportunity for public comment. An executive session for purposes of evaluating a chief executive officer or other officer, employee or staff member shall not include a general evaluation of an agency goal, objective or operation or any directive to personnel concerning agency goals, objectives, operations or programs.

(j) To carry on negotiations under ORS chapter 293 with private persons or businesses regarding proposed acquisition, exchange or liquidation of public investments.

(k) By a health professional regulatory board to consider information obtained as part of an investigation of licensee or applicant conduct.

(L) By the State Landscape Architect Board, or an advisory committee to the board, to consider information obtained as part of an investigation of registrant or applicant conduct.

(2) Labor negotiations shall be conducted in open meetings unless both sides of the negotiators request that negotiations be conducted in executive session. Labor negotiations conducted in executive session are not subject to the notification requirements of ORS 192.640.

(3) Representatives of the news media shall be allowed to attend executive sessions other than those held under subsection (1)(d) of this section relating to labor negotiations or executive session held pursuant to ORS 332.061 (2) but the governing body may require that specified information subject of the executive session be undisclosed.

(4) When a governing body convenes an executive session under subsection (1)(h) of this section relating to conferring with counsel on current litigation or litigation likely to be filed, the governing body shall bar any member of the news media from attending the executive session if the member of the news media is a party to the litigation or is an employee, agent or contractor of a news media organization that is a party to the litigation.

(5) No executive session may be held for the purpose of taking any final action or making any final decision.

192.670 Meetings by means of telephonic or electronic communication. (1) Any meeting, including an executive session, of a governing body of a public body which is held through the use of telephone or other electronic communication shall be conducted in accordance with ORS 192.610 to 192.690.

(2) When telephone or other electronic means of communication is used and the meeting is not an executive session, the governing body of the public body shall make available to the public at least one place where the public can listen to the communication at the time it occurs by means of speakers or other devices. The place provided may be a place where no member of the governing body of the public body is present. [1973 c.172 §7; 1979 c.361 §1]


3. COUNTY COURT – Board of Commissioners

~ http://www.leg.state.or.us/ors/202.html 

Oregon Revised Statutes 202.010 “County court” defined. As used in this chapter, unless the context requires otherwise, the term “county court” includes board of county commissioners.

203.035 Power of county governing body or electors over matters of county concern.

(1) Subject to subsection (3) of this section, the governing body or the electors of a county may by ordinance exercise authority within the county over matters of county concern, to the fullest extent allowed by Constitutions and laws of the United States and of this state, as fully as if each particular power comprised in that general authority were specifically listed in ORS 203.030 to 203.075. [http://landru.leg.state.or.us/orcons/orconst.html for the Constitution of the State of Oregon]

(2) The power granted by this section is in addition to other grants of power to counties, shall not be construed to limit or qualify any such grant and shall be liberally construed, to the end that counties have all powers over matters of county concern that it is possible for them to have under the Constitutions and laws of the United States and of this state.

203.111 County governing body; legislative authority; quorum. Unless otherwise provided by county charter, a county court shall be the governing body and shall exercise general legislative authority over all matters of county concern and shall consist of the county judge and two county commissioners and a majority of those persons shall constitute a quorum. [1981 c.140 s.3 (enacted in lieu of 203.110)]

203.240 Organization, powers and duties of board.

(1) A board of county commissioners shall:
(a) Have the powers and duties and be otherwise subject to the laws applicable to county courts sitting for the transaction of county business.
(b) Unless provided otherwise by county charter or ordinance, consist of three county commissioners. A majority of the board is required to transact county business.

204.010 Terms of office of county officers. (1) Except as provided in subsection (2) of this section, the term of office of each officer mentioned in ORS 204.005 is four years.

204.020 When terms of office commence; filing certificate of election, oath and undertaking. (1) The term of office of each officer mentioned in ORS 204.005 shall commence on the first Monday of January next following election to office.

204.601 Number and appointment of deputies and other employees.

(1) The county court or board of county commissioners of each county shall fix the number of deputies and employees of county officers whose compensation is to be paid from county funds.
(2) All such deputies and employees shall be appointed by such county officer, and shall hold office during the pleasure of the appointing officer. [1953 c.306 s.9]

5.020 Juvenile court jurisdiction in certain counties. The county court of counties from which no transfer of jurisdiction is made under ORS 3.260 or 3.265 or other provisions of law shall have all juvenile court jurisdiction, authority, powers, functions and duties.


4. Sherman County Court – Board of Commissioners [reprinted from an earlier eNews]

QUESTION: “What is accomplished by our County Judge and Commissioners attending out-of-county meetings?”

ANSWER: Regional coalitions, formed by contracts between two or more counties or counties and the state, centralize and economize the receiving and administering of state- and federally-funded programs that are shared between the counties — including Sherman County. Commissioners at these meetings determine policy, direction, program priorities and outcomes.

A good example is the Mid-Columbia Center for Living / Tri-County Mental Health Board. This Board employs administrators and mental health professionals to provide services for Sherman, Hood River and Wasco Counties from offices in The Dalles, Hood River & Moro with state and federal funding for the three counties. State and federal funding streams are not distributed to single counties of our size, but to groups of counties by the efficient use of one administrative office and joint staff.

The same is true for other boards where county commissioners exercise leadership and opinions on behalf of Sherman County citizens and their interests. In some cases, this representation involves legislative action, visits to legislators and editors of major newspapers, prioritizing regional interests and making sure that Sherman County receives its share of services. Regional and statewide views are important to all of us — the bigger picture that affects us in a multitude of ways.

Our Commissioners and County Judge influence policies, budgets, personnel and programs of REGIONAL boards, including these:

  • Mid-Columbia Economic Development District
  • Mid-Columbia Community Action Council
  • Tri-County Corrections
  • Tri-County Communications
  • Tri-County Mental Health – Center for Living
  • North Central Public Health District
  • Northern Oregon Regional Corrections / NORCOR (regional jail)
  • Lower John Day Regional Partnership
  • Lower John Day Area Commission on Transportation
  • Association of Oregon Counties
  • Frontier TeleNet
  • Frontier Regional 911

… in addition to local boards:

  • Sherman County Weed District
  • Sherman County Fair
  • Sherman County Public/School Library
  • Senior & Community Center Advisory Committee
  • Local Public Safety Coordinating Council.

5. JUSTICES OF THE PEACE

ORS 51.210 Each district to elect one justice. Each justice of the peace district shall elect one justice of the peace, who shall hold office for six years and until a successor is elected and qualified.

51.240 Qualifications for office; principal office.

(1) A person shall not be eligible to the office of justice of the peace unless the person is a citizen of the United States and a resident of this state.
(2) Each justice of the peace shall be a resident of or have a principal office in the justice of the peace district in which the justice court is located. For purposes of this subsection, a “principal office” shall be the primary location from which a person conducts the person’s business or profession.
(3) The residence within this state required by subsection (1) of this section shall have been maintained for at least three years, and the residence or principal office required by subsection (2) of this section shall have been maintained for at least one year, immediately prior to appointment or becoming a candidate for election to the office of justice of the peace. [1991 c.458 s.10; 1993 c.493 s.88]
51.245 Continuing education.

(1) Each justice of the peace who is not a member of the Oregon State Bar shall attend or participate in a minimum of 30 hours of educational programs every two calendar years. The programs shall be those conducted and supervised or approved by the Chief Justice of the Supreme Court or designee.
(2) Each justice of the peace who is not a member of the Oregon State Bar shall submit a written annual report of the hours of educational programs referred to in subsection (1) of this section that are attended or participated in by the justice during each calendar year to the Oregon Justices of the Peace Association and shall submit a copy of that report to the governing body of the county in which the justice has been elected or appointed. The report and copy shall be submitted not later than March 1 of the year following the calendar year for which the report is applicable. [1989 c.1005 s.1; 1993 c.742 s.39] 


6. CLERK

Oregon Revised Statutes 205.110 General powers and duties of county clerk.

(1) The county clerk in each county shall keep and maintain the records of the county governing body.

(2) The county clerk of any county in which the county court has judicial functions shall, for the county court:

(a) Keep the seal of the court, and affix it in all cases required by law.

(b) Record the proceedings of the court.

(c) Keep the records, files, books and papers pertaining to the court.

(d) File all papers delivered to the clerk for that purpose in any action or proceeding in the court.

(e) Attend the terms of the court, administer oaths and receive the verdict of a jury in any action or proceeding therein, in the presence and under the direction of the court.

(f) Under the direction of the court enter its orders and judgments.

(g) Authenticate, by certificate or transcript, as may be required, the records, files or proceedings of the court, or any paper pertaining thereto, and filed with the clerk.

(h) Exercise the powers and perform the duties conferred upon the clerk by statute.

(i) In the performance of duties pertaining to the court, conform to the direction of the court.

(3) The county clerk may take and certify the proof and acknowledgment of a conveyance of real property or any other written instrument authorized or required to be proved or acknowledged. [1977 c.594 s.2; 1981 s.s. c.3 s.39; 1983 c.327 s.5; 1985 c.540 s.40; 1991 c.230 s.11]


7. PUBLIC RECORDS

192.420 Right to inspect public records. (1) Every person has a right to inspect any public record of a public body in this state, except as otherwise expressly provided by ORS 192.501 to 192.505.

192.430 Functions of custodian of public records.

(1) The custodian of any public records, including public records maintained in machine readable or electronic form, unless otherwise expressly provided by statute, shall furnish proper and reasonable opportunities for inspection and examination of the records in the office of the custodian and reasonable facilities for making memoranda or abstracts therefrom, during the usual business hours, to all persons having occasion to make examination of them. If the public record is maintained in machine readable or electronic form, the custodian shall furnish proper and reasonable opportunity to assure access.
(2) The custodian of the records may adopt reasonable rules necessary for the protection of the records and to prevent interference with the regular discharge of duties of the custodian. [1973 c.794 s.4; 1989 c.546 s.1]

192.496 Public records exempt from disclosure because of age; student records. The following public records are exempt from disclosure:

(1) Records less than 75 years old which contain information about the physical or mental health or psychiatric care or treatment of a living individual, if the public disclosure thereof would constitute an unreasonable invasion of privacy. The party seeking disclosure shall have the burden of showing by clear and convincing evidence that the public interest requires disclosure in the particular instance and that public disclosure would not constitute an unreasonable invasion of privacy.

(2) Records less than 75 years old which were sealed in compliance with statute or by court order. Such records may be disclosed upon order of a court of competent jurisdiction or as otherwise provided by law.

(3) Records of a person who is or has been in the custody or under the lawful supervision of a state agency, a court or a unit of local government, are exempt from disclosure for a period of 25 years after termination of such custody or supervision to the extent that disclosure thereof would interfere with the rehabilitation of the person if the public interest in confidentiality clearly outweighs the public interest in disclosure. Nothing in this subsection, however, shall be construed as prohibiting disclosure of the fact that a person is in custody.

(4) Student records required by state or federal law to be exempt from disclosure.


8. LEGAL NOTICES

193.020 Newspaper in which public notice may be published. (1) Any public notice of any description, the publication of which is now or hereafter required by law, shall be published in any newspaper, as defined in ORS 193.010, which is published within the county, city of which any part lies within that county, city, district or other jurisdiction where the action, suit or other proceeding is pending, or is to be commenced or had, or in which the legal publication is required to be given.

(2) If publication in only one newspaper is required by law, and if more than one newspaper fulfills the requirements of subsection (1) of this section, the public notice shall be published in that newspaper which the moving party considers best suited to give actual notice. However, nothing in this subsection prohibits the publication in more than one newspaper if desired by the moving party.

(3) If no newspaper is published within the county, city, district or jurisdiction where the action, suit or other proceeding is pending, or is to be commenced or had, or in which the legal publication is required to be given, public notice shall be published in:

(a) The newspaper published nearest to such county, city, district or jurisdiction; or

(b) Any publication that is published in such county, city, district or jurisdiction and that satisfies all the requirements for being a newspaper except that it is published less than once a week but not less than once a month.

(4) If more than one newspaper or publication fulfills the requirements of subsection (3) of this section, the public notice shall be published in that newspaper or publication which the moving party considers most effective for providing actual notice. [Amended by 1963 c.432 §1; 1979 c.760 §2; 1983 c.831 §1]


9. DUTIES OF SHERIFF

     206.010 General duties of sheriff. The sheriff is the chief executive officer and conservator of the peace of the county. In the execution of the office of sheriff, it is the sheriff’s duty to:

(1) Arrest and commit to prison all persons who break the peace, or attempt to break it, and all persons guilty of public offenses.

(2) Defend the county against those who, by riot or otherwise, endanger the public peace or safety.

(3) Execute the process and orders of the courts of justice or of judicial officers, when delivered to the sheriff for that purpose, according to law.

(4) Execute all warrants delivered to the sheriff for that purpose by other public officers, according to law.

(5) Attend, upon call, the Supreme Court, Court of Appeals, Oregon Tax Court, circuit court, justice court or county court held within the county, and to obey its lawful orders or directions. [Amended by 1985 c.339 §1]

     206.015 Qualifications of sheriff; certification as police officer; determination of eligibility to be candidate for election to office of sheriff. (1) A person is not eligible to be a candidate for election or appointment to the office of sheriff unless:

(a) The person is 21 years of age or older;

(b) The person has at least four years’ experience as a full-time law enforcement officer or at least two years’ experience as a full-time law enforcement officer with at least two years’ post-high-school education; and

(c) The person has not been convicted of a felony or of any other crime that would prevent the person from being certified as a police officer under ORS 181.610 to 181.712.

(2) As used in subsection (1) of this section, “two years’ post-high-school education” means four semesters or six quarters of classroom education in a formal course of study undertaken after graduation from high school in any accredited college or university. The term does not include apprenticeship or on-the-job training.

(3) If the person is not certified as a police officer by the Department of Public Safety Standards and Training at the time of accepting appointment or filing as a candidate, a person elected or appointed to the office of sheriff must obtain the certification not later than one year after taking office. A copy of the certification shall be filed with the county clerk or the county official in charge of elections. The county governing body shall declare the office of sheriff vacant when the person serving as sheriff is not certified as a police officer within one year after taking office.

(4) The Department of Public Safety Standards and Training, in consultation with the Board on Public Safety Standards and Training, shall establish a procedure for determining whether an individual is eligible under subsection (1) of this section to be a candidate for election to the office of sheriff. A copy of the department’s determination of an individual’s eligibility to be a candidate for election to the office of sheriff shall be filed with the county clerk or county official in charge of elections not later than the 61st day before the date of the election. If the department determines that the individual is not eligible to be a candidate for election to the office of sheriff, the county clerk or county official in charge of elections shall not place the name of the individual on the ballot at the election. [1971 c.299 §1; 1981 c.808 §5; 1987 c.484 §1; 1993 c.493 §87; 1997 c.853 §35]

     206.020 Keeping records of and disposition of fees. (1) Every sheriff shall keep in the sheriff’s office a fee book or a system of receipts which shall be a public record, and in which shall be entered promptly all items of services performed and fees collected, with the name of the person for whom such services were performed, and the amount collected.

(2) The sheriff shall deposit each month with the county treasurer all such sums collected by the sheriff during the month next preceding, except the sums received for the care or preservation of property, and shall take the treasurer’s duplicate receipts therefore, which receipts shall specify the kind of service performed, for whom performed, and the amount received for such service.

(3) The sheriff shall immediately file one of the receipts with the county accountant and, if there is no county accountant, with the county clerk. [Amended by 1983 c.310 §1]

     206.030 Duty to execute process and make return; taking concealed personal property; use of force. An officer to whom any process, order or paper is delivered shall execute or serve it according to its command or direction, or as required by law, and must make a written return of the execution or service thereof. If a sheriff is directed by a court to take personal property into custody at a specific premises, and the property is concealed in a building or enclosure, the sheriff shall demand its delivery. If delivery is not made, the sheriff shall use such reasonable force as is necessary to enter into the building or enclosure and take the property into possession. [Amended by 2003 c.304 §1]

     206.040 Execution of process and service of papers. When any process, order or paper is delivered to an officer, to be executed or served, the officer shall deliver to the person delivering it, if required, on payment of the fee, a written memorandum, specifying the names of the parties in the process, order or paper, the general nature thereof and the day on which it was received. The officer shall also, when required by law, or upon the request of the party served, without fee, deliver to the party a copy thereof.

     206.050 Commanding assistance in process serving. (1) When an officer finds, or has reason to apprehend, that resistance will be made to the execution or service of any process, order or paper delivered to the officer for execution or service, and authorized by law, the officer may command as many male inhabitants of the county of the officer as the officer may think proper and necessary to assist the officer in overcoming the resistance, and if necessary, in seizing, arresting and confining the resisters and their aiders and abettors, to be punished according to law.

(2) National guard members are exempt from any service commanded under subsection (1) of this section while they continue to be active members. [Amended by 1961 c.454 §209]

     206.060 When sheriff justified in executing process. A sheriff is justified in the execution of process regular on its face, and appearing to have been issued by competent authority, whatever may be the defect in the proceedings in which it was issued.

     206.070 Excusing liability of sheriff in execution of process. No direction or authority by a party or the attorney of the party to a sheriff or the officer of the sheriff, in respect to the execution of process or the return thereof, or to any act or omission relating thereto, can be shown to discharge or excuse the sheriff from a liability for neglect or misconduct, unless it is contained in a writing signed by the party to be charged or affected thereby or the attorney of the party.

     206.080 Certificate of election or appointment to new sheriff; service on former sheriff. When a new sheriff is elected or appointed, and has qualified, the county clerk shall give the new sheriff a certificate of that fact, under the seal of office of the county clerk. Whenever thereafter the new sheriff is authorized by statute to enter upon the duties of the office, the new sheriff shall serve such certificate upon the former sheriff, from which time the powers of the former sheriff cease, except when otherwise specially provided.

     206.090 Delivery of jail, process and prisoners to new sheriff. Within one day after the service of the certificate referred to in ORS 206.080 upon the former sheriff, the former sheriff shall deliver to the successor:

(1) The jail of the county, with its appurtenances and the property of the county therein.

(2) The prisoners then confined in the county jail.

(3) The process or other papers in the custody of the former sheriff, authorizing or relating to the confinement of the prisoners, or if they have been returned, a written memorandum of them and the time and place of their return.

(4) All process for the arrest of a party, and all papers relating to the summoning of jurors which have not been fully executed.

(5) All executions and final process, except those which the former sheriff has executed, or has begun to execute, by the collection of money or a levy on property.

(6) All process or other papers for the enforcement of a provisional remedy not fully executed.

     206.100 Written assignment of items delivered. The former sheriff shall also at the time referred to in ORS 206.090 deliver to the new sheriff a written assignment of the property, process, papers and prisoners delivered. The new sheriff shall thereupon acknowledge in writing, upon the assignment, the receipt of the property, process, papers and prisoners therein specified, furnish the former sheriff a certified copy thereof and file the original in the county clerk’s office.

     206.110 Return of process by former sheriff; completion of execution of process by successor; duty of successor as to defective or lost deeds. (1) The former sheriff shall return all process, whether before or after judgment, which the former sheriff has fully executed, and the new sheriff and the successor in office shall complete the execution of all final process which the predecessor commenced and did not complete.

(2) In all cases where real property is sold under execution by any sheriff, and the sheriff fails or neglects during the term of office of the sheriff, by virtue of the expiration thereof, or otherwise, to make or execute a proper sheriff’s deed conveying the property to the purchaser, or if through mistake in its execution, or otherwise, any sheriff’s deed is inoperative, or if by reason of the loss of an unrecorded sheriff’s deed, the purchaser, the heirs or assigns or successors in interest of the purchaser desire the execution of another sheriff’s deed, the sheriff in office at any time after the purchaser is entitled to a deed shall execute such conveyance. When executed to cure or replace a defective or lost deed such conveyance shall be to the grantee in the defective or lost deed, but shall relate back and be deemed to take effect as of the date of the execution of the defective or lost deed so as to inure to the benefit of the heirs and assigns, or other successors in interest, of the grantee named therein. Such conveyance so executed by the sheriff in office shall have the same force and effect as if executed by the sheriff who made the sale. [Amended by 2003 c.576 §395]


10. COUNTY TREASURERS 

208.010 Receipt and disbursement of funds. The county treasurer shall receive all moneys due and accruing to the county, and disburse the same on the proper orders, issued and attested by the county clerk.

     208.020 Payment, nonpayment and interest on county orders. The county treasurer shall pay all orders of the county clerk when presented, if there is money in the treasury for that purpose, and write on the face of such orders the date of redemption and the signature of the county treasurer. If there are no funds to pay an order when presented, the county treasurer shall indorse thereon “Not paid for want of funds,” and the date of presentment, over the signature of the county treasurer, which shall entitle such order thenceforth to draw legal interest; provided, the county court of any county, sitting for the transaction of county business, may, at any regular term thereof, by order duly made and entered of record, prescribe a rate of interest less than the legal rate, and after a rate of interest less than the legal rate is so prescribed, all orders of the county clerk issued while such orders remain unrevoked shall show upon their face the rate of interest so fixed by the court, which rate they shall bear. Such interest shall cease from the date of notice by publication in some newspaper circulated in the county, to be given by the county treasurer, when the county treasurer has as much as $15,000 belonging to the county fund, that there are funds to redeem the outstanding orders.

     208.030 Redemption of county orders. County orders shall be redeemed by the treasurer according to the priority of the time of presentment. Such orders, payable out of the county revenue, shall be received in payment of county taxes without any regard to priority of presentment or number, but the treasurer shall not pay any balance thereon over and above such tax when there are outstanding orders unpaid for want of funds.

     208.040 Notation of amount of interest paid. When the county treasurer redeems any order on which interest is due, the county treasurer shall note on such order the amount of interest paid thereon, and shall enter on the account the amount of such interest, distinct from the principal.

     208.050 Deposit of redeemed county orders with clerk. The treasurer shall, on the first Monday of each month, deposit with the county clerk all county orders redeemed. The county clerk shall receipt therefore.

     208.060 Cancellation of warrants received for obligations due county. The county treasurer of any county may, upon order of the county court, cancel any county warrant which the county treasurer has been compelled to receive in payment of or as an offset to obligations due the county.

     208.070 Manner of keeping books. The county treasurer shall so arrange and keep the books of the county treasurer that the amount received and paid out, on account of separate and distinct funds, or specific appropriations, shall be exhibited in separate accounts, as well as the whole receipts and expenditures by one general account.

     208.080 Inspection of books by county court; exhibit of moneys. The county treasurer shall at all times keep the books and office of the county treasurer subject to the inspection and examination of the county court. The county treasurer shall exhibit the money in the office of the county treasurer to such court at least once a year.

     208.090 Monthly financial statement. The county treasurer of each county shall, on or before the 10th day of each calendar month, file with the county court a statement in writing showing, as of the first of the then calendar month:

(1) The amount of cash on hand in the custody of the county treasurer as county treasurer;

(2) The banks in which such funds are deposited, with the amounts so deposited in each bank;

(3) The security furnished the county by each bank to cover such deposits, and the interest rates paid on such deposits; and

(4) A statement of the amount of outstanding warrant indebtedness of the county and the date up to which the county’s warrant indebtedness has been redeemed.

     208.100 [Repealed by 1981 c.48 §8]

     208.110 Crediting of moneys to proper funds; payment from funds. In all counties having a population of 100,000 or more, the county treasurer shall:

(1) Credit all fees, moneys received in trust for litigants or other persons and all other public moneys, except tax moneys, to the proper funds.

(2) Keep a trust fund for each public officer receiving money in trust for litigants or other persons.

(3) Pay out money from any such trust fund to the persons entitled to the same upon the order of any such officer.

(4) Receive checks, drafts and money orders for any such officer for collection only.

(5) In case any such check, draft or money order is returned to the treasurer unpaid, then the treasurer shall charge the same to the account of such officer. [Amended by 1981 c.48 §5]

     208.120 [Repealed by 1981 c.48 §8]

     208.130 [Repealed by 1981 c.48 §8]

     208.140 Annual settlement with county court. The county treasurer shall annually make complete settlement with the county court at the regular January term thereof.


11. OPERATION OF COURTHOUSES

     1.185 County to provide courtrooms, offices and jury rooms. (1) The county in which a circuit court is located or holds court shall:

(a) Provide suitable and sufficient courtrooms, offices and jury rooms for the court, the judges, other officers and employees of the court and juries in attendance upon the court, and provide maintenance and utilities for those courtrooms, offices and jury rooms.

(b) Pay expenses of the court in the county other than those expenses required by law to be paid by the state.

(2) Except as provided in subsection (1) of this section, all supplies, materials, equipment and other property necessary for the operation of the circuit courts shall be provided by the state under ORS 1.187. [Formerly 1.165]

     1.187 State to provide supplies and personal property for courts. Except as provided in ORS 1.185 (1) and subject to applicable provisions of a plan established by the Chief Justice of the Supreme Court, the state shall provide the supplies, materials, equipment and other personal property necessary for the operation of the circuit courts. The cost of property provided by the state shall be paid by the state from funds available for the purpose. [Formerly 1.167]

     1.190 Court Facilities Account. (1) There is established in the General Fund of the State Treasury the Court Facilities Account. The account shall consist of moneys deposited to the account under ORS 137.295 and such other moneys as may be appropriated to the account by law. Moneys in the account are continuously appropriated to the Oregon Department of Administrative Services, and may be used only for the purpose of assisting counties in paying the costs incurred by the counties in complying with the requirements of ORS 1.185 (1), including but not limited to maintaining, improving, replacing or expanding court facilities. The department shall divide and distribute the moneys in the account among the counties of this state in the manner provided by subsection (2) of this section.

(2) At least once every three months, the Oregon Department of Administrative Services shall allocate to each judicial district established under ORS 3.012 a proportion of the moneys in the Court Facilities Account that is equal to the proportion of circuit court judges specified for the judicial district under ORS 3.012 as compared to all circuit court judge positions established under ORS 3.012. If the judicial district consists of only one county, the moneys so allocated to the district shall be distributed to that county. If the judicial district consists of more than one county, the moneys so allocated to the district shall be divided among the counties based on the populations of those counties. [1999 c.1064 §3]

     Note: 1.190 becomes operative July 1, 2007. See section 5, chapter 1064, Oregon Laws 1999, as amended by section 1, chapter 394, Oregon Laws 2003.

     1.192 Local Court Facilities Accounts. Each county shall establish a Local Court Facilities Account within the general fund of the county. All amounts in the account shall be dedicated to, and expended for, the funding of maintenance, improvement, replacement or expansion of court facilities in the county. The account shall consist of moneys deposited by the counties, moneys appropriated by the Legislative Assembly to the counties for court facilities and all moneys distributed to the counties from the Court Facilities Account established under ORS 1.190. Expenditures from the Local Court Facilities Account may only be made with the joint approval of the county governing body and the presiding judge of the circuit court for the county in which the court facilities are located. [1999 c.1064 §4]

     Note: 1.192 becomes operative July 1, 2007. See section 5, chapter 1064, Oregon Laws 1999, as amended by section 1, chapter 394, Oregon Laws 2003.


 

Sherman County eNews #305

CONTENTS

  1. Wasco Methodist Church Candlelight Service, Dec. 24

  2. Sherman County Needs Census Takers: Apply Online

  3. New Oregon School Board Members & Officers Take Office, Jan. 1

  4. Goals Don’t Need a Magic Wand

  5. Lou Tice & The Pacific Institute


 

I heard the bells on Christmas day

Their old familiar carols play,

And wild and sweet the words repeat

Of peace on earth, good will to men.

I thought how, as the day had come,

The belfries of all Christendom

Had rolled along th’ unbroken song

Of peace on earth, good will to men.

And in despair I bowed my head

“There is no peace on earth,” I said,

“For hate is strong and mocks the song

Of peace on earth, good will to men.”

Then pealed the bells more loud and deep:

“God is not dead, nor doth He sleep;

The wrong shall fail, the right prevail

With peace on earth, good will to men.”

Till ringing, singing on its way

The world revolved from night to day,

A voice, a chime, a chant sublime

Of peace on earth, good will to men.

~Henry Wadsworth Longfellow


1. Wasco Methodist Church Candlelight Service, Dec. 24

church.family1The Wasco Methodist Church will be holding a Candlelight Service on Christmas Eve, December 24, beginning at 5pm.  Please come join us in worshipping our newborn King.

 


2. Sherman County Needs Census Takers: Apply Online

Sherman County

Apply online 2020census.gov/jobs

Must be 18 years old by April 2020

Great pay | Flexible hours | Paid training | Weekly pay.

$16 per hour

$.58 per mile

Training begins in January; work begins in April.

Questions? 1-855-JOB-2020.


3. New Oregon School Board Members & Officers Office, Jan. 1

The New Year will bring changes to the leadership of the Oregon School Boards Association (OSBA) and add two new faces on the Board of Directors. Effective Jan. 1, the OSBA Board will be led by President Kevin Cassidy (Baker SD). Rounding out the officers are President-elect Maureen Wolf (Tigard-Tualatin SD), Vice President Liz Hartman (Lake Oswego SD) and Secretary-treasurer Scott Rogers (Athena-Weston SD). Tass Morrison (North Santiam SD) will become past president. Newly elected to the Board are Linda Hamilton (Lane ESD) for the Lane Region, position 6 seat, and Chris Cronin (John Day SD) in the Eastern Region, position 1. OSBA is a member services agency for more than 200 locally elected boards serving school districts, education service districts and community colleges.


 4. Goals Don’t Need a Magic Wand

How is a goal different from a wish or hope? First of all, let’s look at how they are similar. Each one is a good thing to have, and each concern something we would like to see happen in the future.

A wish or hope is something we long for, like children wishing on a star or a birthday wish when we blow out the candles on a cake. But it is not likely to be something we think about very much. And, if it should happen to come true, we may think of it as a bit of a miracle, something we might need a “fairy godmother” to grant – possibly with a magic wand.

Goals, however, are much different. Goals cause us to focus our energies, very much like a goal in hockey or football. They are very specific, achievable and measurable. A clearly stated goal helps us to tune into our environment. We become very sensitive to things we may not have noticed before that can help us do what we want to do, and get to where we want to be.

Here is the most important part: goals are much more likely to happen than wishes or hopes, because they are so specific and because we think about them so much. We write them down, develop action strategies to help us make them happen, and we take them very seriously. And, ultimately, we are in charge of making them into realities.

Do you have any wishes or hopes that you would really like to see come true? If so, why not turn them into goals and take accountability for accomplishing them? You will be surprised at how your life will change once you do. There is an incredible sense of satisfaction when a goal is achieved, as well as the knowledge that you have the energy and creativity to do it again, and again, and again. ~The Pacific Institute


5. Lou Tice & The Pacific Institute

classifieds.boyhttps://thepacificinstitute.com/lou-tice/

Also see

At a gathering of associates, just a few weeks before his passing, Lou charged the group with carrying on the work of The Pacific Institute. With his own voice failing him, Lou told the group, “You must be my voice now. It is you who will carry on the legacy.”

As dear as his family and friends were to Lou, he wanted to make sure that the path he and Diane had chosen over 40 years ago would continue, far beyond the next 40 years.

Born in the middle of the Great Depression and growing up during WWII, Louis Earl Tice was an unlikely candidate for international renown. With three brothers and a sister, the family struggled when Lou’s father died; Lou was about 13. While the family got by on welfare, Lou spent summers working on relatives’ ranches in Eastern Washington. He learned resiliency and persistence from the plainspoken cowboys, and a lifelong love of horses and the American West.

Lou met Diane Bailey at age 16, and they were married after graduating from high school. Lou needed permission from his mother, as he was not yet 18. While they both attended Seattle University, with the goal of becoming school teachers, they raised Lou’s three younger brothers. After college graduation, Diane became an art teacher, while Lou fulfilled his dream of becoming a high school football coach. “We lived the high life, with two teachers’ incomes. I drove an MG and we drank good wine.” Then came the first of what eventually would be six adopted children. “We went from fast cars and good wine, to old beaters with the doors wired shut!” as Lou used to tell his in-person seminar participants.

He would relate, “I went from running around like someone with a funnel in his mouth, waiting for others to fill me, to realizing that I needed to do my own filling.” While studying for his masters in mental health education at the University of Washington, he came upon a course being offered by a visiting professor. It was about the then-breakthrough science of cognitive psychology, and Lou found a connection that would define the rest of his life.

Translating results from pure research and putting them into practical, easy-to-understand and even easier to use concepts and principles became the hallmark of Lou’s education. Trying them out on his high school football team to great success (“Little did they know they were my lab animals,” Lou would relate), he graduated to presenting the materials to their parents’ companies. Eventually, Lou quit teaching high school and expanded his classroom to the world. In 1971, he and Diane formed The Pacific Institute. Realizing that doing one seminar at a time was not going to get the education to very many people, Lou became one of the first to put this type of education on video, while Diane codified the education and created the manuals.

By 1980, the Institute had grown beyond the United States and Canada, and began its march into the international arena. Today, the education of The Pacific Institute has been presented in over 60 countries, on six continents, and translated into over 20 languages. “We didn’t know anybody,” Lou used to say. “We’d just set the goal and find the people we needed.” The first 40 years of The Pacific Institute saw presidents of companies and countries become his students. From generals to privates, airmen, and able-bodied seamen; from students to teachers to administrators; from sports figures to moms and dads – all benefited from the education that Lou created and presented for over 40 years.

Each of the millions of people who learned from Lou over the years would take the information he delivered, and then translate it into their own lives and experiences. Once, while he and Diane were touring a SmithKlineBeecham (now GlaxoSmithKline) production plant in the UK, Lou noticed a group of women wrapping surgical bandages. When asked what they were doing, one responded with, “We’re relieving suffering.” Each had made a greater connection with the job they did to the ultimate purpose – not only of the bandages they were wrapping, but with their own lives. It was a theme that would be repeated over and over, all around the world.

Often presented with, “Lou, you saved my life,” Lou would typically reply, “Actually, you saved your own life. I just gave you the tools to use.” People found confidence in themselves and their own abilities because of the education Lou taught, as well as his rock-solid belief in them.

At the same time, he wasn’t afraid to ask the hard questions. In 1989, while in Northern Ireland to tape a special program, Lou was asked to speak to the citizens of Derry (or Londonderry as it is sometimes known). The opposing forces of “the troubles” agreed to not bomb the Rialto Theatre while Lou spoke, and Lou agreed to no speaking fee. He made a deal with his audience: if they liked what he had to say, then the only payment he wanted was for them to sing “Danny Boy” to him.

Earlier in the day, Lou and Diane had been given a tour of the bombed-out city. “They weren’t even bothering to clean up, because they knew buildings would just be bombed again,” he would relate later. So that night, at the Rialto Theatre, Lou described what he had seen that day. And then he, famously, asked, “Is this the kind of Derry that you want?” The silence was deafening. Nobody had ever asked that question before. “I finished up my speech and wasn’t sure if I would need to be hustled from the stage,” as Lou would tell the story. “But it must have been OK, because they stood up sang me the most beautiful rendition of ‘Danny Boy’ I had ever heard.”

Lou’s official Pacific Institute biography has often called him a “catalyst for change.” Perhaps it was not Lou himself that acted as a catalyst, but the education he and Diane created so long ago that has allowed individuals and organizations to free themselves from self-imposed restrictions and move forward to achieve goals never before thought possible. “It’s ‘freedom for’ rather than ‘freedom from’,” Lou would often say, and the results achieved around the world, in millions of lives, would agree.


 

Sherman County eNews Special Edition D

Sherman County eNews Special Edition D

  1. The Costs of Community Conflict

  2. Leadership

  3. Twelve Tips for Effective Networking

  4. The Four Agreements

  5. Ego vs. Self-Esteem

  6. Good Negotiators


Be impeccable with your words.

Don’t take anything personally.

Don’t make assumptions.

Always do your best.


1. The Cost of Conflict – A Check List 

~ From Small Cities and Rural Areas Flash Report by Paul Koch

Here are some of the costs of community conflict:

  • Time is wasted
  •  Bad decisions are made
  • Lost employees [good employees go where they can be effective and positive]
  • Unnecessary restructuring
  • Sabotage, theft and damage
  • Low motivation
  • Health costs
  • Loss of credibility

It is very important to keep your citizens’ best interests in front of you at all times.  Be very sensitive to the development of relationships, encourage everyone to come and talk together and spend time strategizing to avoid conflicts.

Remember, conflicts divert you from what you are elected and hired to do.  Step back and away when conflict occurs and think about what you want and how to get it.  Always accentuate the positive and ignore the negative

No new jobs were developed in a jurisdictional conflict!  The local economy was not strengthened in the middle of a jurisdictional battle!

PREVENTIVE MEDIATION:  Getting to the point where you must hire attorneys to fight your battle?   Going to court can be counterproductive to where you want or need to go.  It can also cost you the trust and faith of your constituents, employees and others.

Here are some tips to help you avoid negative conflicts in your community:

  • Do not walk away
  • Don’t “power play”
  • Take the risks
  • Don’t exploit others’ risks
  • Do not let people use inflammatory personal insults (show disapproval immediately)
  • Ask questions! Do not let people remain passive
  • Do not let people “gang-up” on anyone.
  • Attack problems and not people or organizations
  • Encourage different points of view
  • Focus on what can be done, (not on what cannot be done)
  • Forget about the past

“Advocacy is more than simply being the squeaky wheel, more than merely whining.  To be effective, rural advocates must build relationships with political leaders at all levels.  Just as important, however, as showing the needs, is showing leaders the solutions.  Knowing how to fix something and having the tools or the permission to do it are two very different things.”

~  David Beasley, former Governor of South Carolina and Chair of the National Advisory Committee on Rural Health and Human Services.


2. LEADERSHIP

L Leave a legacy you are proud of, an accurate measure of your contribution to the team.

E Examine your leadership skills regularly. Keep your pride in perspective.

A Accept the responsibilities that go with your position. They are the reason you are there.

D Dive into the issues you encounter with zeal and commit yourself to resolving them.

E Entertain creativity. Keep an open mind to fresh ideas and new ways to alter the status quo.

R Reach out to your team with compassion and humanity.

S Serve the needs of others, and show a healthy respect for the privilege of leadership.

H Hindsight is 20/20. Learn the lessons of the past, apply them today, and carry them forward into the future.

I Instill performance and accountability as fundamental values in your organization.

P Prepare your team for increased responsibility. Everyone will benefit exponentially.

~Ronnie Mills, Atmel Corporation, Colorado


3. Twelve Tips for Effective Networking

By Hilda Klinkenberg

The existing system is the game of business… anyone who wants to join the game must subscribe to the standard rules of play. ~Betty Lehan Harragan

  1. Know who will be there and what business they represent.
  2. Decide what you want to gain from this event and go for it.
  3. Decide the number of contacts you want to make. Go for quality of contacts rather than numbers.
  4. Prepare a 14-second commercial about what you do. People will remember you better.
  5. Place your nametag on the right shoulder. As you shake hands, the eye automatically goes there.
  6. Enter the room with confidence, observe the climate, and find someone you want to meet.
  7. When you arrive, smile. It’s the one signal understood by everyone.
  8. Never think male or female. Think professional.
  9. Never park yourself at the bar or at the food table. Get what you want, then circulate.
  10. Never offer a cold, wet handshake. Keep your drink in your left hand.
  11. If grazing, keep the napkin between the ring and little fingers, the plate between the index and middle fingers and the bottom or stem of the glass between the index finger and thumb, using them to stabilize the plate. After you take a sip or blot your lips, return the item to the left hand so the right hand is free to shake with the next person.
  12. Be discriminating in handing out your business cards.

Source: Etiquette International
254 East 68th St., Suite 18A, New York, NY 10021
Phone: (212) 628-7209 – Fax: (212) 628-7290
http://www.etiquetteintl.com


4. The Four Agreements

~ By Don Miguel Ruiz http://www.miguelruiz.com/

The Four Agreements
A Practical Guide to Personal Freedom
The Four Agreements are tools to help us in the process of personal transformation. This transformation requires an inventory of our beliefs, which are based on agreements we have made with life. We can transform our beliefs and break our old, self-limiting agreements by practicing the Four Agreements.

THE FOUR AGREEMENTS ARE:

  • Be Impeccable With Your Word

Say only what you mean. The word is the most powerful tool we have as humans. Depending upon how it is used, the word can help us to become free or to enslave us. By practicing impeccability we can clear up communication problems, heal relationships, and create enough personal power to break our old limiting agreements.

  • Don’t Take Things Personally

Each of us lives in our own personal dream, and what we say, what we do, and the opinions we give come from the agreements that we have in our own minds – they have nothing to do with anyone else. By the same token, others’ opinions have nothing to do with us, so there is nothing to take personally. When we make the assumption that whatever happens is because of us, we continue to hurt each other and brood about what we call injustice. A huge amount of freedom is gained when we take nothing personally.

  • Don’t Make Assumptions

We make assumptions when we think we know what others mean, or when we think they know what we mean. The problem with making all those assumptions is that we believe them as the truth, and we blame others for the assumptions that we make. We must have the courage to ask what another means, and the courage to say what we really mean. The day we stop making assumptions, we communicate cleanly and clearly, free of emotional poison.

  • Always Do Your Best

This agreement makes the other three possible. When we simply do our best — not more and not less — we avoid self-condemnation and we have no regrets. Although our best is always changing, we continually strive to do our best.


5. Ego vs. Self-Esteem

~ Lou Tice, The Pacific Institute
www.thepacificinstitute.com

Is it possible to have high self-esteem and humility at the same time? For
over 30 years, I have been teaching people from all walks of life to raise
their self-esteem and their self-efficacy. Every now and then, someone will
ask me, rather nervously, if raising their self-esteem is going to make them
into conceited, egotistical or selfish people.

Now, it is true that people with high self-esteem value their worth as human
beings and as individuals. They enjoy their own company, and have confidence
in their ability to overcome obstacles and to achieve the goals they have
set for themselves.

However, it is important that you don’t confuse high self-esteem with
egotism, because the two don’t go together at all. High self-esteem people
know that all people are, by their very nature, valuable – and they behave
accordingly. In addition, they realize that no one gets very far in life
entirely on their own, so they feel indebted and extremely grateful.

In fact, high self-esteem people almost always have a strong sense of
wanting to give back and to help others as they have been helped. Over the
years, I have met thousands of men and women who clearly value themselves as
people. And, you know, I almost always notice that those with warranted high
self-esteem hold others in high esteem, as well. They expect the best for
themselves, and they also give their best to others.

So don’t worry about building your self-esteem at the expense of humility,
because these two qualities go hand in hand.


6. Good Negotiators

Are you a good negotiator? Do you know what the qualities of a good negotiator are?

Today, I have some tips for you on how to become a better negotiator. These come from a book, “Negotiating Rationally,” by Drs. Max Bazerman and Margaret Neale of Northwestern University.

First, it’s important to recognize that everyone negotiates – probably a lot more than you think. It’s pretty obvious when you’re buying a car or putting together a business deal. You’re also negotiating when you want to go out to dinner and your spouse wants to stay home, or when your neighbor wants to put in a chain link fence and you’d prefer a hedge of shrubs.

The first thing that can help your negotiating skills is getting rid of the urge to win at all costs and the false idea that if one person wins, it means the other has to lose. The best solution is one in which each side gives a little and gets something, too. Good negotiators know how to paint a vivid picture of how their proposed solution will benefit both sides, and they focus on gains rather than losses.

They also know that building trust and sharing information are critical for negotiating in any long-term relationship. Finally, good negotiators have the ability to really put themselves in the other person’s shoes, evaluate alternatives, and think creatively. Can you see yourself negotiating to settle differences in a way that makes everyone a winner? I bet you can!

~ Lou Tice, The Pacific Institute  www.thepacificinstitute.com