Recent Financial performance within USRT is exemplary and transparent. USRT has operated on a minimal budget and has completed accruals and budgeting requirements onetime and accurately. Shortly after the current Executive Director was hired in 2010, a formal meting occurred between Bonneville Power Administration management, financial, and contracting officials and USRT to discuss financial irregularities discovered from the original USRT Executive Director and the future financial controls implemented by USRT. Bonneville Power Administration agreed to investigate the legal aspects of the former Executive Directors banking transactions and USRT provided a summary of the controls implemented to assure complete accountability. USRT provided that they hired a Certified Public Accounting firm to officiate payroll, taxes, and QuickBooks accounting system. The firm does not operate independently and the accountant has viewing access to the USRT bank account and regularly contacts USRT with questions regarding transactions. As a second validation we have authorized an additional USRT Commission Member to view USRT bank account online. A $350 daily ATM withdrawal limit is set on the USRT debit card. We have established USRT Management Operations Manual (MOM). For Example, within the MOM we have established a travel policy whereby: a. Traveler completes a detailed authorization (TA) must be reviewed and signed by appropriate individual prior to travel: Executive Directors TA is signed by the USRT Chair and any other TA is signed by Executive Director. Pre-approved and signed TA’s from individual member tribes respective travel departments are also accepted fro USRT related travel. No travel is allowed without a signed authorization but in certain circumstances an email confirmation from the entity is permitted. b. Upon return, a travel reimbursement (TR) claim form is completed and includes the signed TA, meeting agendas, receipts, meals provided, etc. detailing the travel. This and the reimbursement check must be signed by the appropriate entity: Executive Directors TR and checks are signed by the USRT Chair and any other TR and checks are signed by Executive Director. Additionally, a monthly financial report is attached to the monthly progress reports completed by the Executive Director and send to all USRT Commission Members and assigned staff.

USRT has operated on a minimal budget since 2008 and has experienced financial challenges resulting from USRT’s original Executive Director. Payroll services were originally established through Wells Fargo Business Services. This includes direct deposit, payment to state tax, federal tax, and workers’ compensation insurance. In 2009, financial irregularities were uncovered after the departure of USRT’s first Executive Director. USRT ended all services with Wells Fargo, except for our business checking account. It was determined USRT needed to provide additional fiscal policies and procedures to ensure financial accountability. The USRT Commission charged the Interim Executive Director with the task of researching and organizations financial records and to inform the Commission of his findings. Based upon findings of irregularity, the Commission provided direction to implement a number of financial controls (described in previous section) in order to safeguard against similar issues arising in the future. Email corresponded from Bill Maslin (BPA) dated November 27, 2007 outlined the projected the Upper Snake River Tribes (USRT) Foundation’s budget for FY 2007-2010 as follows: • $60,246 for initial contracting through March 2008 (e.g., lease office space, hire an executive director, etc.). • $160,659 for April 2008 through March 2009. • $160,659 for April 2009 through March 2010. This provided full funding for the USRT coordination function until which time it is (reasonably) anticipated that Federal appropriations would be available. With cost share through appropriations, BPA FY10 contribution is expected to be reduced to $80,330 (which would be BPA's contribution for the period of April 2010 through March 2011; subject to change based on ongoing discussion re. program coordination needs). Federal appropriations have not yet been made available to USRT and additional funding was needed to cover the FY 2010-2011 shortfall. To cover the USRT minimal operations shortfall, the Shoshone-Bannock Tribes, Shoshone-Paiute Tribes, and Burns Paiute Tribe each committed to contribute an additional $22,000 of funding (previously allocated to CBFWA) to USRT beginning in March 2011. This $66,000 allowed USRT to maintain capacity and fulfill the minimal contract requirements for the current BPA contract statement of work. Travel has been kept to minimal level and USRT continues to operate with one employee. However, this level of funding is minimal, and in order to fully operate and coordinate four USRT member tribes, additional funding is being requested for FY 2013-2017.

USRT has completed 100% of the deliverables for the contract periods. However, USRT does not have a good record of completing reports in a timely fashion. This is a result of the organization taking some time to become established and in retaining a qualified Executive Director. USRT entered into contract with BPA in 2008 and the hiring process for USRT’s first Executive Director was completed in September 2008. An Executive Director was selected by the USRT Commission to fill the position and USRT maintained timely reporting and invoicing until August 2009 when the Executive Director was terminated by the USRT Commission for cause. In September 2009, the USRT Commission, appointed an interim Executive Director who re-established contact with BPA staff, for administration of the Regional Coordination contract. BPA provide direction for completion of periodic status reports, invoicing for USRT operations and subcontracting. The Commission directed the interim Executive Director to initiate the process for hiring a new Executive Director, and the new and current Executive Director began in July 2010. Because of high turnover, it has been a difficult start but USRT is now on track with a permanent full-time Executive Director and, with additional funding, an Assistant Director will accomplish on-time reporting.

In order to facilitate USRT tribal unity and coordination and improve attendance at Commission meetings, the USRT Commission decided to rotate the location of the Commission Meetings during the Contract Period September 1, 2010 - May 31, 2010. This adaptive management strategy was successful and provided each tribe with new knowledge of each of the four member tribes, opportunity for the Commission to meet members of Tribal Council who are not USRT representatives, provided an opportunity to educate and outreach to tribal youth and community members who attended the meetings, and improved attendance. In 2010, USRT determined a need for a defined team to analyze discuss and developed technical issues for submission to the Commission. The USRT Technical Work Group was established with staff members from each of the four tribes and meets monthly to discuss issues to be presented to the USRT Commission for policy level discussion. The development of this group saves considerable amount of time during Commission meetings and better informs consensus decisions by the Commission. The Data Management Framework work element within USRT September 1, 2009 to August 31, 2010 contract period required USRT to develop a framework to manage data. Individual member Tribes were polled at the meeting to determine how they were providing data to organizations such as CBFWA for the Status of the Resource Report. Each member Tribe was providing information through CBFWA’s Anadromous Fish, Resident Fish and Wildlife Committees but had not observed any consolidated information. USRT emphasized their need to determine how its data framework will complement other regional frameworks, which will require additional direction from regional Fish and Wildlife managers, federal and state agencies and the NPCC. The Commission provided direction to develop an Independent Contractor Agreement, but after further communication with the BPA Contracting Officer’s Technical Representative it was considered unnecessary. This action will require further discussion by regional Fish and Wildlife managers, federal and state agencies and the NPCC.

Through coordination of the following USRT projects: ProjectID ProjectTitle 199701900 Evaluate The Life History of Native Salmonids In The Malheur Basin 198909803 Salmon Supplementation Studies in Idaho- Shoshone-Bannock Tribes 199107100 Snake River Sockeye Salmon Habitat and Limnological Research 199500600 Shoshone-Bannock/Shoshone Paiute Joint Culture Facility 198815600 Implement Fishery Stocking Program Consistent With Native Fish Conservation 199501500 Lake Billy Shaw Operations and Maintenance and Evaluation (O&M, M&E) 200302900 Assess Upper Malheur River Above Beu 200712000 Malheur Subbasin Habitat Restoration and Fish Enhancement 200717100 Malheur River Subbasin Habitat

USRT will seek additional funding to work with USRT members and others towards a product that quantify fish and wildlife impacts and losses incurred by FCRPS to help define BPA obligations for mitigation above Hells Canyon Dam. Funding will be needed to complete this work element.The comprehensive assessment of fish and wildlife losses attributable to components of the Federal Columbia River Power System in the Middle and Upper Snake Ecological Provinces of Snake River Basin above Idaho Power Company’s Hells Canyon Dam on the mainstem Snake River as described below. The Columbia River Basin Fish and Wildlife Program developed by the Northwest Power and Conservation Council pursuant to The Northwest Power Act of 1980 calls for “full mitigation” of fish and wildlife impacts of the Federal Columbia River Power System. The Council uses multi-year action plans within subbasin management plans to implement the fish and wildlife mitigation provisions of the Program. To reduce cost and expedite mitigation, the Council encourages fish and wildlife managers and Bonneville to enter into settlement agreements where loss assessments have been completed for projects or for entire subbasins and have been adopted into the Program. Although the 2009 Program proposed to begin a process of updating existing subbasin management plans in the mid-2009, the decision was made to defer updates until long-term action plans were produced or updated. The long-term, multi-year action plans will convert the subbasin management plans from static to “living” documents which can be constantly upgraded as new work is completed, rather than wait for the historical 5-year Program amendment process. The 2009 Fish and Wildlife Program also calls for completing loss assessments. Loss assessments provide the foundation for and, therefore, must be structured to be seamlessly integrated into, long-term multi-year action plans embodied in subbasin plans adopted into the Program. Loss assessments have only been partially completed for federal hydroelectric projects in the Snake River Basin above Hells Canyon Dam since the Act was signed into law in 1980. Loss assessments for the effects of project construction and inundation on habitat for wildlife and on resident native and non-native salmonids have been partially completed for each of the following federal hydroelectric projects in the Snake River basin above the Hells Canyon complex of dams; Minidoka Dam and Lake Walcott (1906); Boise River Diversion Dam and Reservoir (1908); Black Canyon Dam and Reservoir (1924); Deadwood Dam and Reservoir (1931); Anderson Ranch Dam and Reservoir (1950); Palisades Dam and Reservoir (1957). In addition, State and tribal fish and wildlife managers prepared a document to inform settlement of wildlife losses for all federal hydroelectric projects located in the Idaho portion of the Middle and Upper Snake Ecological Provinces (SWIM). However, these loss assessments do not include: • Losses of resident native non-game fish; • Losses of fluvial fish due to blockage or genetic isolation; • Losses of anadromous fish; • Losses of any fish or wildlife due to project operations (except for Deadwood Dam); • Secondary losses of any fish or wildlife. In 2010, USRT completed an outline/framework for a comprehensive assessment of fish and wildlife losses attributable to components of the Federal Columbia River Power System in the Middle and Upper Snake Ecological Provinces of Snake River Basin above Idaho Power Company’s Hells Canyon Dam on the mainstem Snake River. It is structured to also serve as a framework for a multi-year action plan to mitigate for these fish and wildlife losses and/or to inform settlement discussions. It is structured to result in a stand-alone document that will: provide context for and facilitate approvals by decision makers at all levels; demonstrate fealty to Program goals, principles, policies and guidance; expedite funding for and completion of a comprehensive suite of loss assessments and multi-year action plans for the entire Snake River Basin above Hells Canyon Dam. The outline provides a framework to: a] review and as necessary update existing loss assessments; b] guide preparation of outstanding loss assessments; c] facilitate preparation of a comprehensive multi-year upper Snake River Basin [combined Middle Snake and Upper Snake Ecological Provinces] mitigation action plans and/or inform settlement.

N/A

• Data management (storage, management, and reporting) - Coordinating the data management effort for the Upper Snake River in coordination with the Columbia Basin regional Fish and Wildlife managers, federal and state agencies and the NPCC using framework developed within the MERR, the Columbia River Basin Research Plan, and other relevant plans. 10% of the time both regionally and at the subbasin scale • Monitoring and evaluation (framework and approach) - This is on an as needed basis though participation in work groups, review of documents, submission of relevant USRT information, etc. – 6-10% of time both regionally and at the subbasin scale • Review of technical documents and processes - This is on an as needed basis as the activity is described – 6-10% of Budget both regionally and at the subbasin scale • Project proposal review- This is on an as needed basis as the activity is described – 6-10% of time both regionally and at the subbasin scale • Coordination of projects, programs and funding sources within subbasins- This will continue as a large part of USRT activities as described in previous sections with each of the 4 member tribes. With the additional funding, there will also be a focus for the new USRT member tribe, Fort McDermitt Paiute Shoshone Tribe to coordinate and develop projects and funding. At the subbasin scale and with partners at the regional scale. 20% of time • Facilitating and participating in focus workgroups on Program issues- This will continue to be a large part of USRT activities and with the increase in funding and the addition of an Assistant Director USRT will be able to more fully participate in these activities. – 20% of time both regionally and at the subbasin scale • Information dissemination (technical, policy, and outreach) - This covers the Outreach and education, dissemination of coordinated policy and technical documents developed by USRT, and a portion of the data management activities 20% of time both regionally and at the subbasin scale These activities are specific to the following ongoing BPA-funded mitigation projects: 200000900 Logan Valley Wildlife Mitigation Project/ O&M 200002700 Malheur Wildlife Mitigation Project 199505700 Southern Idaho Wildlife Mitigation-Upper Snake 199505702 Southern Idaho Wildlife Mitigation Program 199505703 Southern Idaho Wildlife Mitigation Program 200000900 Logan Valley Wildlife Mitigation 200002700 Malheur River Wildlife Mitigation

USRT held 7 official Commission meetings during the contract period from September 1, 2009 to August 31, 2010, 5 meetings during the contract period from September 1, 2010 to May 31, 2011, and 2 meetings in the current contract period June 1, 2011 – present. Since July 2010, between 9 and 14 were in attendance at the meetings. USRT facilitated consensus-based coordination for several issues and contract deliverable affecting the USRT member Tribes, for example: hiring of a new USRT Executive Director; re-defining CBFWA’s role in regional coordination; adoption of a Management Operations Manual; development of a website; definition of USRTs role with Columbia Basin Tribes in the Columbia River management issues; and definition of involvement with Great Basin LCC. USRT’s Interim and the newly hired Executive Director’s, facilitated and coordinated meetings and discussion, which provided the Commission opportunity to present a common voice. In 2009 USRT attended the Columbia Basin Coordinated Anadromous Monitoring Strategy Workshop and worked with staff to ensure any new areas of concern were recognized and included in the review. In 2010, the Executive Director attended the Snake River Recovery Plan Coordination Group Meeting, attended CBFWA MAG and Members meetings, attended NPCC meetings, presented on USRT at the University Water Symposium in Corvallis, OR (>75 in attendance), informally met with the Federal Caucus staff, attended EPA Columbia River toxics reduction working group meetings, visited the USRT Indian Reservations, and attended many other additional relevant meetings. In 2010, USRT Executive Director and member Tribes were given time to present on the April NPCC meeting agenda. The Executive Director presented an overview of USRT goals and objectives with Dan Stone, Fish and Wildlife Policy Analyst for the Shoshone-Bannock Tribes, Buster Gibson, Habitat Enhancement Project Manager for the Shoshone-Paiute Tribes, Jason Kesling, Natural Resources Director for the Burns Paiute Tribe presenting individual Tribal program information. The Tribes were well received and program managers provided important information to the NPCC regarding Tribal management directives. In 2011, the Executive Director attended CBFWA MAG and Members meetings, attended NPCC meetings, presented on USRT at a conference entitled “Responding to the Global Water Crisis” (>25 in attendance), attended Great Basin LCC meetings, meetings with BPA to discuss future funding issues, organized meetings with Idaho Power to discuss relicensing issues, attended American Fisheries Society meetings, attended a Boise River restoration workshop and presented USRT information at small work group (10 in attendance; summary information distributed to >100), presented on USRT at a community lecture on the missing salmon of the Boise River (>60 community members in attendance), and attended many other additional relevant meetings.

Please see previous accomplishments section for details. Facilitation and coordination of USRT assists Council and BPA in achieving Fish and Wildlife Program objectives in a cost effective manner (i.e., planning coordination, project implementation coordination, etc.) consistent with the legal rights of the Tribes. Benefits to fish and wildlife of enhanced coordination activities and values are realized through coordination of USRT Fish and Wildlife Projects and development of unified policy and management decisions whereby reducing redundancy.

In July 2010, a review of the previous fiscal years attendance records at Commission meeting revealed that there was a need for better attendance by some member tribes. The commission realized that new organizations need time to develop a routine that fits the needs of all constituents but that a strategy be developed to improve attendance. Several options were discussed and it was decided to rotate the location of the USRT Commission meetings during the Contract Period September 1, 2010 - May 31, 2010. This could accomplish several goals; facilitate USRT tribal unity, educate everyone on all four member tribes, and improve attendance at Commission meetings. This adaptive management strategy was successful and provided; a more efficient means of achieving consensus policy decisions, each tribe with new knowledge of each of the four member tribes, an opportunity for the Commission to meet members of Tribal Council who are not USRT representatives, an opportunity to educate and outreach to tribal youth and community members who attended the meetings, and improved attendance records. In August 2011, the USRT Commission Chairman completed a performance evaluation for the new Executive Directors first year of employment. As the only employee of USRT, these factors were evaluated as they directly applied to fulfilling the USRT BPA contract requirements and is a good indicator of the effectiveness of and impact of work accomplished at USRT. This was based on the following job descriptors: 1. Provide liaison and professional USRT technical representation and services at local, regional and national resource related forums including Columbia Basin Fish and Wildlife Authority, Northwest Power and Conservation Council’s Fish and Wildlife Program, Columbia River Treaty 2. Provide liaison with state and federal resource agencies, natural resources interest groups, and other tribes 3. Provide liaison with the USRT member tribes through individual visitations, phone conference, periodic meetings and monthly administrative/financial reports. 4. Facilitate disputes resolution among USRTF member tribes 5. Develop and implement a Foundation Management System and policies required for records, property, finance, contracts and personnel functions 6. Manage administrative and fiscal affairs of the Foundation; provide for all contract/program(s) administration including: planning, coordination, implementation, evaluation and supervision 7. Prepare statements of work, reports, and budgets for program(s) to ensure contract compliance 8. Supervise, direct, monitor, and evaluate subordinate administrative, volunteer and contracted staff, to maintain acceptable quality standards 9. Coordinate and facilitate the USRT Commission and Board Members meetings; and, provide review and recommendations for informed Commission and Board decision making and policy implementation 10. Seek additional funding to enhance USRT capacity The following detailed categories were further evaluated for the Executive Director 1. ADMINISTRATION 1a. PLANNING: Develops short and long range plans and goals to meet department objectives consistent with established priorities; sets appropriate priorities of needs and resulting services to be provided; anticipates and prepares for future requirements and devises contingencies; devises realistic plans 1b. BUDGETING AND ECONOMIC MANAGEMENT: Prepares an appropriate budget and subsequently adheres to it; utilizes finances, budgets, facilities, equipment, materials and products to minimize costs; actively practices cost containment. 1c. UPPER SNAKE RIVER TRIBES FOUNDATION OF WORK: Structures work in order to avoid crisis, promotes productivity, attains cost effectiveness, and delivers work on time. Involved in this process are the tasks of allocating work, delineating responsibilities, scheduling activities, and adequately preparing for meetings and presentations. 1d. COMPLIANCE: Complies with established policies, procedures and directives; conducts department functions in accordance with applicable laws, statutes, and regulations. 1e. PROBLEM SOLVING AND DECISION-MAKING: Identifies problem and acts to rectify them by employing analytical thinking and sound judgment. 1f. EVALUATION AND CONTROL: Practices regular and systematic review of department operations to evaluate progress towards established goals; evaluates strategies employed in seeking those goals; implements remedial measures when necessary. 1g. RISK (LIABILITY) MANAGEMENT: Ensures that liability risk exposures are identified and treated when proposing new programs and services; evaluates and monitors established programs and services to identify areas which need revision due to changes in operation, legislation, policies and procedures; implements changes where needed to facilitate favorable loss experience; manages employee safety program, including appropriate training and corrective action when necessary. 2. INTERPERSONAL 2a. ORAL COMMUNICATION: Effectively communicates orally with individuals and groups, including public presentations; presents ideas in an organized, clear and concise manner, employs tact and discretion; listens well; offers appropriate feedback. 2b. WRITTEN COMMUNICATION: Prepares organized, clear, concise, accurate and informative letters, memos, reports and other documents which effectively fulfill content and timeliness requirements. 2c. COORDINATION/COLLABORATION: Works well with others at various levels; keeps information flowing to the appropriate parties vertically (down as well as up) and horizontally; facilitates communication and problems solving among parties when necessary. 2d. SUPERVISORY CONTROL: Effectively hires, assigns, directs, controls, evaluates performance, counsels and disciplines all other functions necessary or incidental to supervision; practices compliance with employment law guidelines and mandates. 2e. LEADERSHIP: Promotes cooperation and team work among employees; establishes high standards of conduct and job performance for subordinates; maintains open communication channels; delegates work; leads by example. 2f. STAFF APPRAISAL AND DEVELOPMENT: Provides good record of subordinate performance; reviews appraisal information with subordinates; aides subordinates in improving performance on current job; helps subordinates in setting up and implementing development plans and objectives; cross-trains employees; encourages subordinates to participate in training. 3. INDIVIDUAL 3a. EFFORT AND INITIATIVE: Requires little work direction; exhibits persistence an initiative; puts forth a consistent, energetic effort; assumes full and complete responsibility for accomplishment of department functions. 3b. PROFESSIONAL/TECHNICAL COMPETENCE: Realistic knowledge and competence of the field and applies up-to-date technical/professional principles, practices, and standards appropriate to the functions of the department; acts as a resource person upon whom others can draw; professional demeanor maintained on a consistent basis. 3c. INNOVATION: Displays original and novel thought in creative efforts to improve on the status quo. 3d. OBJECTIVITY: Assesses issues, problems and decision situations based on the merits of the case presented; personal loyalties, biases, etc., does not influence department decisions; personnel decisions made on the basis of equal opportunity and objective job-related criteria. 3e. CREDIBILITY: Through successful performance, instills the feeling of trust and dependability. 3f. FLEXIBILITY: Adapts well to change, both internally and externally. 4. LEADERSHIP 4a. COACHING: Communicates a positive attitude; serves as a catalyst for action and encourages employees to try new things and to take calculated risks; provides honest feedback; minimizes tension and defensiveness; creates an environment for success; teaches and guides employees rather than controls. 4b. EMPOWERING: Creates an awareness in others of their powers and self worth; involves others and shares powers in planning and decision-making; fosters leadership in others; challenges others to assume leadership roles and provides support by allowing them to risk, fail and learn; creates an environment in which others feel ownership for results and feel comfortable to take action to achieve desired results. 4c. MODELING: Believes in public service; treats all with respect and dignity and creates an atmosphere of mutual respect and trust. Serves as a catalyst for action and is a team player, believes in oneself and looks at problem as opportunities; uses powers in a positive way; keeps one's work: accepts responsibility for mistakes; insists on excellence (not perfection); communicates and reinforces by what they do - not what they say; adapts to changes as conditions and situations warrant. 4d. TEAM BUILDING: Builds group cohesiveness and pride; encourages cooperation; fosters and practices good communication, recognizes and rewards individuals and team accomplishments and contributions; shares success and rewards; manages conflict, which is inevitable. 4e. VISIONING: Establishes and articulates a vision of what could be; looks to and plans for the future; accepts new challenges, keeps an open mind. 4f. SELF-DEVELOPMENT: Is not static; prepares for the future; has the courage to identify and address shortcomings; is committed to self-improvement manages personal stress in positive ways. The Executive Director was also generally evaluated in the areas of work quality, dependability, initiative, flexibility, skill building, job knowledge, and punctuality. Using the rating scale described below the Executive Director received an overall rating of SIGNIFICANTLY EXCEEDS EXPECTATIONS indicating a high level of satisfaction by the USRT Commission. OUTSTANDING - Performance at this level is clearly unique and far in excess of established expectations. The employee consistently exceeds expectations in the outcomes achieved in work quality, quantity and timeliness. The employee exhibits leadership among peers in all dimensions of the field of work performed. SIGNIFICANTLY EXCEEDS EXPECTATIONS - Performance at this level often exceeds established expectations and standards for work quality, quantity and timeliness. The employee exhibits mastery of most dimensions of the field of work performed. FULLY CAPABLE - Performance at this level is satisfactory on the established expectations and standards for work quality, quantity and timeliness. The employee competently achieves the requirements of the position. NEEDS IMPROVEMENT - Performance at this level is minimally capable and below the level expected employee. Improvement is required in significant dimensions of the job in order to meet the expectations and standards for work quality, quantity and timeliness. The employee performing at this level may be denied merit increases until fully capable performance is demonstrated. UNSATISFACTORY - Performance at this level is unacceptable. The employee often fails to achieve basic requirements of the position and has exhibited little or no improvement in job performance. The employee performing at this level should not be continued in this position; or where extenuating circumstances exist, should be retained only upon significant improvements within a fixed period of time to be defined by the Employer.