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Mediation

 

Testimonials

 

We have mediated pre-litigation, litigation, and appellate disputes. These matters are often complicated, large scale, high stakes, contentious, on a short timetable, and involve competing technical, factual or legal positions.

Examples: Business, Construction, Employment, Environmental, Real Estate and Workplace. He has mediated and facilitated numerous employment disputes in litigation; several workgroups with internal conflict, department reorganization, several cases with doctors, educators, employees, and attorneys, etc.  

Private references available upon request if client/party grants permission.

The following successful projects speak to our qualifications, experience, approach, and ability to maintain neutrality. ICM has provided situation/conflict assessment, facilitation, mediation, visioning, organizational development, community outreach, press relations, and final reports as noted below. Conflict resolution processes require a clear definition of what constitutes “success.”  Despite best efforts and quality situational/conflict assessments, even the best-designed process has to be adjusted in “real time” once the project is up and running.  There is usually a crisis of confidence during the early stages that needs to be managed promptly and respectfully.  We are particularly adept at solving such crises and charting a new course with the fully informed consent of the sponsors and stakeholders. 
 

Facilitation

 

Testimonials

 

1. Troutdale Masterplan: Port of Portland (2014 – present): The Troutdale Masterplan is a collaboration between the Port of Portland, local businesses, the Troutdale Airport the Troutdale community, and the surrounding local governments. The purpose of the committee is to determine the future development of the Troutdale airport, taking into account: financial impacts, environmental impacts, community planning compatibility, economic benefit to the community, and a number of other factors.

 

2. PDX Community Advisory Committee (2011 – present): The advisory committee is a collaboration between the Port of Portland, the City of Portland, and the City of Vancouver. The purpose of the committee is to raise public awareness about the airport and the way it impacts the community, give an opportunity to the public to have a voice in the decision-making related to the airport, and to support public dialogue with regard to the planning and development of the airport. 

 

3. West Hayden Island Advisory Committee Phase Two (2010 – 2012): The Advisory Committee included residents, businesses, the Port of Portland, BPS, the NW Labor Council, and many others. The Advisory Committee developed an annexation proposal protecting 500 acres for open space and 300 for development.  Its predecessor was disbanded in 2010 due to significant public controversy and political challenges.  ICM was hired to facilitate the second phase due to our reputation, history of success, and our proven ability to withstand influence while guiding groups through difficult conversations. http://www.portlandonline.com/bps/index.cfm?c=49815.  ICM helped the parties achieve a majority recommendation.  For reasons beyond ICM’s control, the Port withdrew the project from City Council consideration. 

 

4. Portland N/NE Quadrant Plan and ODOT I-5 Freeway/Rose Quarter Planning (2010 – 2012): The City of Portland and ODOT were collaborating on combining the Portland Central N/NE Quadrant Plan with the ODOT I-5 Broadway/Weidler Interchange Plan to seek to identify both near-term and long-term land use, urban design, and transportation needs in the area. This unique opportunity will integrate land use and urban design planning with freeway planning and concept-level engineering. ICM facilitated this 29-person advisory committee. References: Steve Iwata, City of Portland, (503) 823-9904, and Andrew Johnson, ODT, (503) 731-8356

 

5.  Multnomah County Homeless Youth System Redesign (2008-2009): Multnomah County initiated a new method of contracting with the Homeless Youth System provider agencies, developed a new service delivery model, along with a new evaluation methodology, and added a fourth provider agency to the system. ICM worked intensively with the County, their youth development consultant, Janus Youth Programs, Native American Youth and Family Center, New Avenues for Youth, and Outside/In to facilitate, manage and implement this extraordinary system redesign. The process resulted in greatly enhanced interagency relationships, clear plans for moving the system forward, and new methods and expectations for reaching homeless youth who have, in the past, been untouched by the system. Despite having facilitated more meetings than originally planned, we were $3,500 under budget. Reference: Mary Li, County Human Services, 421 SW Oak, Suite 620, Portland, OR 97204-1617, (503) 988-3691

 

6.  Oregon Consensus Exempt Groundwater Well Policy Consensus Work Group (2008 - 2009):  The Exempt Groundwater Well Policy Consensus Work Group was convened to discuss stakeholder consensus about whether changes should be made to Oregon's policy on exempt groundwater wells. Legislation modifying the state's exempt groundwater well policy was proposed during the 2007 legislative session. Sam facilitated the process and worked closely with State Representative Jackie Dingfelder and a wide variety of stakeholders on crafting recommendations. Reference: Turner Odell, Natural Resources Program Manager, Program Manager, Oregon Consensus, Hatfield School of Government, Portland State University, (503) 725-8200.

 

7.  Human Health-Related Scope of Practice Process Advisory Group (2008-2009):  The Human Health-Related Scope of Practice Process Advisory Group (PAG) was a joint effort between over 50 human health-related stakeholders, including legislators, lobbyists, insurance companies, healthcare providers, and other interested parties. These stakeholders were convened to collaboratively address the problem of expanding or narrowing health care scopes of practice in Oregon, which define services licensed professionals may legally provide. Because Oregon had no clear process for evaluating these requests, the Oregon Legislative Health Care Committees, requested that Oregon Consensus conduct an assessment and convene the PAG to recommend improvements to the process. The PAG achieved consensus in recommending a legislatively funded pilot for processing scope of practice change requests using recommended parameters. These comprehensive recommendations, consisting of 37 criteria, addressed the public health benefit, the impact on health care access, delivery, and costs, evidence-based review, patient safety risk-benefit analyses, availability of education, testing, and regulation, and advantages and disadvantages of overlapping scopes of practice. In addition, these recommendations required that all scope requests utilize a template that uniformly articulates issues for consideration. In order to insure the quality of these recommendations several scope requests were selected based on proposed criteria and utilized in an impartial process to bring stakeholders together to complete templates and report to the legislator. Reference: Laurel Singer, Human Services Project Manager, Oregon Consensus, Hatfield School of Government, Portland State University, (503) 725-8224, laurels@pdx.edu.

 

8.  Sidney Lezak Project (2007-2009):  The Lezak Project honors the life and humanistic legacy of Sidney Lezak by promoting public policies that create a more just and equitable society through fellowships, mentoring, educational programs, and actions that eliminate systemic disparity. Sam facilitates the Lezak Project Board of Directors in their visioning and strategic planning. The Lezak Project has ongoing programs and activities, all directed toward the enhancement of social justice in our community. Reference: Linda Clingan, Executive Director, 200 SW Market St, Suite 1692, Portland, Oregon, 97201, 503-227-8925.

 

9.  Mercury Rule Fiscal Impact Advisory Committee (2006): The DEQ was implementing EPA regulations to control mercury and other pollutants in a traditional rule making process with no Advisory Committee since May 2006. The initial rule opposed by the "left" was internally re-tooled in June. In July, the new proposal met with opposition from the "right." In August, AOI formally invoked the provisions of the 2005 legislative session's HB 3238 requesting that DEQ form a Fiscal Impact Advisory Committee. (See, ORD 183.310 et. seq.) The Report was approved unanimously by the members present at the end of the meeting. There are numerous assumptions noted for accuracy, caveats that the Committee did not independently review the underlying data, and a least tacit recognition that the numbers presentd by DEQ and PGE likely frame the fiscal impacts. In some cases, the Committee provided agreed-upon recommendations surrounding impacts, or lack thereof.  DEQ considered the Committee's Report and amended the Fiscal Impact Statement. Considered a successs, both internally and externally. Reference: Uri Papish, (503) 229-6480, Air Quality Program Operations Manager, Department of Environmental Quality, 811 SW 6th Ave. Portland, OR 97204.

 

10.  Governor’s Vehicle Emissions Workgroup (2005):  ICM successfully facilitated a diverse group of citizen, environmental, and business interests (eleven) appointed by Oregon's Governor to consider the adoption of California motor vehicle emission standards. The Workgroup was specifically charged with providing information on the costs, benefits, and impacts of the California emission requirements and with identifying the pros and cons of various implementation features associated with the California program. This process did not require a consensus. Instead, it was used "to produce a guidance document" based upon "a rich deep discusion of the issues." References: David Van’t Hof, 503.986.6534, Governor’s Office, Sustainability Office, Public Service Building, 255 Capitol St NE, Room 126, Salem, OR 97301; David Collier, 503.229.5177, Oregon DEQ Air Quality Division, 811 SW 6th Ave., Portland, OR 97204.

 

11.  Hawthorne Boulevard Business Association Summit (2006):  The Hawthorne Boulevard Business Association (HBBA) used a facilitation planning process designed to explore Hawthorne’s future and economic viability, while preserving its unique character. Hawthorne business and property owners, discussed where the Boulevard has been, where it is, where they want it to be, and how to get there in an action packed session. The umbrella topics were 1) Marketing/ Promotion/ Events Committee, 2) Lobbying, Land Use/ Transportation/ Outreach/ City-wide Issues, 3) Crime Prevention/ Safety Committee, 4) Beautification/ Ecology/ Historic Committee, and 5) Administrative/ By-Laws/ Membership/ Staff Committee. Reference: Current President: Karin Edwards, 3528 SE 26th Ave, Portland OR 97202,; 503-230-0087

 

12.  Portland’s Veterans Affairs Medical Center (2004-2005): ICM completed a time sensitive and financially restrained budget reduction process involving department heads, doctors, administrators and support staff. The Committee developed and recommended a budget evaluation process for this fiscal year and future budget cycles, along with specific budget reduction strategies that met the PVAMC Mission and Vision.  Reference: Judy McConnachie, 503.220.8262 ext. 54541, Portland VA Medical Center, 3710 SW US Veterans Hospital Rd., Portland, OR 97239.

 

13.  South Corridor and Delta Park-Lombard Workforce Diversity Discussion Group (2003-2005): ICM facilitated a 20-person group in a turbo-charged, highly political environment and assisted them in developing a consensus report, which was accepted by Portland’s City Council. The group’s mission was “to identify public and private partnerships within the Portland metro area to promote the jobs that will be created by public transportation projects and to foster the development of career opportunities for women, minorities, and a low-income workforce that reflects the diversity of people within the community.”  References: Kate Deane, 503.823.3313, Now at PDC;  Bruce Watts, 503.962.2217, Tri-Met, 710 NE Holladay St., Portland, OR 9723; and Steve Iwata, 503.823.7734, Portland Office of Transportation, 1120 SW 5 th Ave., Rm. 800, Portland, OR 97204.

 

14.  Air Quality Strategy – Columbia River Gorge (2003-2007):  Forest Service, EPA, Gorge Commission, Tribes, Oregon and Washington state governments, several counties, numerous special interests, and the public were involved. This was a highly political and budget constrained, technical/scientific project with underlying political issues. Mr. Imperati facilitated the redesign process of the technical study in the shadow of competing politics, priorities, perceptions and turf issues, while simultaneously keeping stakeholders and the public informed. Currently working with the sponsoring agencies to develop the Bi-State portion of this project’s collaborative strategy development process and design the public outreach meetings leading up to the fall 2007 Gorge Commission presentation of the sponsoring agencies air quality recommendation(s). Also working with the air agencies on their policy and technical presentations. Please see, http://www.deq.state.or.us/aq/gorgeair. Reference: Bob Elliott, 360.574.3058, Southwest Clean Air Agency, 1308 NE 134th Street, Vancouver, WA 98685.

 

15.  Bi-State Governors’ I-5 Task Force (2001-2002): The I-5 Partnership brought together Washington and Oregon citizens. Governors Locke and Kitzhaber appointed a 28-person, bi-state Task Force of community, business and elected representatives to develop a multi-modal, “Recommended Strategic Plan for the I-5 Corridor” between I-84 in Oregon and I-205 in Washington. The recommended “I-5 Bi-State Coordination Accord,” delivered on schedule, was labeled “historic” by the Task Force Chairs and the committee, as a whole. The process was engineering-intense, policy-conflicted, and political in nature. It involved several technical sub-committees, numerous technical consultants, and required the facilitation/mediation of communications between governmental agencies whose interests were not always neatly aligned. ICM also assisted with public involvement. “WTS Project of the Year.” This project is a highlighted case study of the Policy Consensus Initiative (PCI). Information can be found at: http://www.policyconsensus.org/casestudies/docs/WA_OR_stratplan.pdfReference: Kate Deane, 503.823.3313, Now at PDC.

 

16.  Portland Public Schools – District, Unions, City, County and Portland Business Alliance (2003): The participants met over the course of five months to produce a consensus report, on schedule, with findings and recommendations for the creation of a balanced and competitive compensation package for teachers. It involved detailed benefit and salary analysis, and was conducted in the aftermath of a near-strike labor negotiation and in the shadow of a pending Unfair Labor Practice claim. Elected officials were at the table. Mr. Imperati also served as press point of contact, and ICM provided the bulk of the process support. This joint-venture facilitation used a WBE as the lead contracting firm.  References: Carol Turner, Formerly of Portland Mayor Katz’s Office, 503.287.2265, 3860 NE Alameda St., Portland, OR 97212.

 

17.  Additional Matters 

  • Charter Schools
  • City-County-School District-Teacher’s Union Compensation
  • Columbia River Highway Process
  • Environmental Permitting of Large Power Plant
  • Environmental Remediations
  • Exempt Use Well Water Consensus Process
  • Human Health Scope of Practice Legislative Pilot Program
  • Inter-agency Dispute
  • Land Use Dispute with Measure 37 Backdrop
  • Landslide-Construction Dispute
  • Memorial Siting
  • Public Event Sponsorship Dispute
  • Public Hospital Budget Reduction Process
  • Regional ESA Streamlining
  • Reorganization of City Transportation Department
  • Tribal Grant Program
  • Village Revitalization Project
  • Workforce Diversity in the Public Sector

 



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