Consider Becoming A Trustee
Water's essence is life.
You can have 10,000 people without purpose...you can not have 10,000 people without Water.
AWT's board is deeply devoted to the service of LIFE.
Ennobling hydrological cycles is an-going process . This is not an event for you, but a conscious decision to persevere within an unfolding process to make a lasting difference.
Journey of Self Discovery
As a member of the American Water Trust, you can look forward to continuous insights and education into the nature of Water, as well as support for radiant personal health and intracellular hydration.
Let's Get Started
This section describes the legal standards which guide all actions taken by the Board of Trustees in the management and oversight of AWT
2. ROLES & RESPONSIBILITIES
This section describes the fundamental responsibilities providing AWT with sound governance, fiduciary and strategic oversight and direction, for assuring financial integrity and solvency and for establishing procedures to safeguard AWT from fraud and risk.
3. BEST PRACTICES
This section describes AWT's Strategy, Programs and Services, Policies and Procedures and Ethics. These ensure the dynamics for achieving targeted results are in place for broad action programs or specific tribal projects.
This section shows The Board of Trustees for AWT will forge working relationships grounded in mutual respect and supported by clarity of roles, expectations and open communication. The mantra of these relationships is based on:
TRANSPARENCY - STANDARDIZATION FOR RESOLVING ISSUES - MEASUREMENT FOR WHAT IS BEING MANAGED
DUTY OF CARE: Requires Trustees to discharge duties in good faith, and with prudent care. AWT Trustees Board Members are to exercise conscientiousness in all activities related to their role as board members and are commited to participate in the work of the Board.
The DUTY OF CARE is carried out by:
Attending board and committee meetings.
Carefully preparing for meetings in advance.
Reviewing financial reports and other critical information regularly.
Exercising independent judgment.
Requesting information needed for decision-making.
Making sure federal, state and specific industry filing requirements are met.
Acting in good faith when decision-making.
Delegating day to day business duties.
DUTY OF LOYALTY: Requires Trustees to act in the interest of AWT rather than their own personal interests or the interests some other person or organization. The DUTY OF LOYALTY is carried out by:
1. Adhering to the conflict of interest policy.
2. Disclosing all conflicts of interest.
3. Avoiding the use of the organization's opportunities for personal gain.
4. Maintaining confidentiality of information held by AWT.
DUTY OF OBEDIENCE: Requires Trustees to make decisions in accordance with the mission of AWT, to uphold its bylaws, policies, and functions, and to not act in a way that is inconsistent with the central goals of the AWT. DUTY OF OBEDIENCE is carried out by:
Ensuring compliance with all reporting requirements.
Examining all legal and governing documents.
Making decisions within the scope of the mission and the law.
In addition to the Duties of Care, Loyalty and Obedience, which all Board of Trustee members share, certain members have additional duties. As in most organizations, leadership positions are created within the Board of Trustees to assure that responsibilities are fulfilled.
PRESIDENT: The President is responsible for leading the Board in practices of good governance. Not only does this individual set the tone for the rest of the Board, he or she is usually a highly visible representative of AWT within the community. A variety of talents are needed to ensure a strong working relationship with the Executive Director, as well as a role model and motivator for other board members. The President generally appoints board committee and task force / project chairs, presides over board meetings, and often serves as a spokesperson for the AWT.
VICE-PRESIDENT: The Vice-President generally offers support to the President and substitute leadership when needed. Often the Vice-President will take on some special projects such as heading a task force.
SECRETARY: The Secretary is responsible for ensuring that accurate minutes of the Board of Trustee meetings are kept. The Secretary creates the minutes.
TREASURER: The Treasurer is responsible for overseeing the financial operations and assuring that board members have the information they need to be effective fiscal stewards of the AWT. Often this means regularly reviewing financial statements and assisting in preparing and presenting the AWT's budget to the full Board of Trustees.
3. BEST PRACTICES
TO PROVIDE WATER QUALITY METRICS AND SOLUTIONS
throughout the Americas through scalable programs
BASED ON PHILOSOPHICAL AND EXECUTABLE EDUCATION AND IMPLEMENTATION
of PhaseI, II, and III technologies
WITH THE IDEA OF PROVIDING A NEW UNDERSTANDING OF WATER
and its relationships with all living systems
FOR THE ESTABLISHMENT OF HEALTH OF THE PLANET
and economical decentralized growth.
"The water of life, the first medicine of the world, is so precious to every living thing that grows, breathes and lives. The water is the female blood of Mother Earth that brings life. A woman brings children in this world through water of the womb, she then cleans her children with water, cooks and feeds them with water. She plants and waters her gardens. The trees that grow and provide air need water. Water is life and as we say Mni Wiconi - Water of Life! We will continue to stand for the water so that we may live."
— Ta Mak'a Wast'e Win
Her Good Earth Woman, LaDonna Brave Bull Allard
With the mission of AWT in mind, the Board of Trustees establishes broad policies and strategic direction to facilitate AWT in fulfilling its purpose. This work is the foundation from which all other decisions flow: goals, staffing and board composition among others. The AWT strategy will be visited periodically and thoughtfully as part of the strategic planning process since the needs of the AWT and its beneficiaries change based on economic, tribal, social and regulatory environment. The board ensures that the goals and objectives are established, balanced and results are tracked to inform future plans.
OUR PROGRAMS AND SERVICES
The Board of Trustees ensures that programs are consistent with AWT's mission, that services provided are according to best practices, and that they are regularly evaluated, monitored and measured.
AWT Trustees recognize that some tribes will find acceptable broad action programs that resonate across tribal boundaries. Other tribes will want to go it alone and see specific project that focused at very special needs. Either approach is acceptable. AWT Trustees will have the talent to scope and scale programs and projects regardless of approach.
AWT defines effectiveness as the Board of Trustee's management responsibility for doing the right things!
AWT defines efficiency as AWT's Executive leadership responsibility for doing the right things, well!
Advisory services sustainability management
OUR LEGAL AND ETHICAL PRACTICES
The AWT Board of Trustees monitor's AWT adherence to all laws and regulations. The board adopts policies and procedures to create a culture of legal and ethical standards that guide every aspect of AWT's bylaws and policies for effective governance and fiscal oversight. The board strives for transparency in making information available in order to be held accountable to various parties.
AWT subscribes to the following definition of "Ethics":
Ethics is two things. First, ethics refers to well-founded standards of right and wrong that prescribe what humans ought to do, usually in terms of rights, obligations, benefits to society, fairness, or specific virtues. Ethics, for example, refers to those standards that impose the reasonable obligations to refrain from rape, stealing, murder, assault, slander, and fraud. Ethical standards also include those that enjoin virtues of honesty, compassion, and loyalty. And, ethical standards include standards relating to rights, such as the right to life, the right to freedom from injury, and the right to privacy. Such standards are adequate standards of ethics because they are supported by consistent and well-founded reasons.
OUR FISCAL SOUNDNESS AND ACCOUNTABILITY
The AWT Board of Trustees provides strong financial oversight to safeguard AWT's accountability to its investors. Toward this end, the AWT Board of Directors will engage in:
Formal budget planning.
Ensuring that financial controls are in place.
Monitoring and evaluating the financial success of all programs, projects and fund-raising activities.
Routinely conduct reviews of key financial statements.
Following a documented process of identified IRS forms.
Supporting the Executive Director in obtaining adequate funding for programs, projects and special tasks.
Monitoring all financial assets to ensure prudent management, safekeeping and protection.
Potential risks to the AWT and its programs, projects and special tasks are carefully identified by the board.
The board initiates thoughtful plans and programs to mitigate risk.
The board creates contingency plans to ensure the uninterrupted delivery of services.
BOARD DEVELOPMENT AND SUCCESSION
The board creates comprehensive written policies and process for the ongoing identification and recruitment of board members whose skills, abilities and experience match the identified needs and properties of the board.
It is the board's responsibilities to develop a comprehensive orientation process in order to train and engage the new board member.
Board Trustees are elected for a three year term that is renewable provided that the trustee remains interested and suitable for board membership.
The board regularly assesses its own performance in fulfilling its responsibilities to the AWT and develops plans for board enhancement.
CHIEF EXECUTIVE SELECTION
A key task of the board is to train, support and evaluate the Executive Director.
The board establishes a process to identify the leadership needs of the AWT.
The board conducts a thorough and profession search the Executive Director.
The board approves the job description for the Executive Director.
The board approves the process for appointing/hiring the final candidate.
The board adds a professional to the structure to keep the AWT running smoothly.
Board members should expect to provide guidance and support to the Executive Director.
The board must assess the Executive Director's performance annually.
The board offers direction to the Executive Director to increase productivity and obtaining key resources.
The board is responsible for establishing the compensation packaged for the Executive Director.
When the need arises, the board will terminate the Executive Director following a careful process.
The board ensures that the AWT has sufficient resources to implement the programs, projects and special tasks outline in its strategy to achieve its mission.
The board takes responsibility for determining a development plan to raise the funds needed to run the AWT.
Networking, fundraising events, private donors, tribal infusion are all good tactics to help raise money.
The board will retain resources that can scope and scale mission critical Initiatives.
The board manages the AWT's "brand" and public trust. The board enhances the perception of the AWT and maintains effective relations with the communities it serves. The board actively promotes the AWT, its services and its impact throughout the regions it operates. Board members act as ambassadors for the AWT by:
Advising lawmakers about issues that affect the AWT.
Advocating with funding sources.
Communicating with others about the AWT's interests.
Promoting opportunities with other agencies.
Engaging in public relations activities.
Our highly effective board forges a meaningful and successful partnership with the Executive Director. The foundation for the partnership is established by creating a working relationship grounded in mutual respect and supported by clarity of roles, expectations, and transparent communications. The following chart identifies which functions are performed by the AWT board, by the Executive Director, and which are shared.
MISSION, VISION AND POLICY DEVELOPMENT
Board Governance Committee develops board governance policies and brings to full board for input and approval.
Develops resource operational policies. Participates on Governance Committee and provides administrative support for policy deployment.
Together work on mission and vision (board has final approval). Ensure all policies are in keeping with current law. All adhere to policies and support mission and vision.
MISSION, VISION AND POLICY DEVELOPMENT
Board holds the ultimate responsibility for integrity of finances, and for approving budget and major funding decisions. Conducts audit.
Develops budget with staff and presents to Finance Committee, which then presents to the full board. Managed to the board approved budget. Provides info and support.
Regularly reviews all financials.
MISSION, VISION AND POLICY DEVELOPMENT
President and committee chairs instrumental in meeting preparation.
Identifies key issues. Ensures board members have needed materials.
Strategize on best use of board time and meeting flow.
MISSION, VISION AND POLICY DEVELOPMENT
Leads and facilitates board meetings.
Committee chair leads and facilitates. Committee members participate.
Provides support, materials and administrative support. Participates as appropriate.
Works to ensure committee has focus, goals and charter.
Governance Committee leads recruitment and orientation. All board members participate in recruitment and board development.
Provides information, support, and can make referrals.
Work together to recruit and orient new board members.
Governance Committee leads process, full board participates.
Provides resources and support.
Establishes process and leads board engagement.
Provides resources, support and data.
Engage in strategic planning as partners.
Establishes and approves fundraising plan and actively supports development activities.
Provides tools, supports fundraising, writes grants, and is engaged with donor development.
Participates in donor stewardship, special events, and other development activities.
Oversees hiring and evaluation of Executive Director.
Oversees hiring, supervision, and evaluation of all resources.
Ensures decisions are within approved budget.
4. BOARD-EXECUTIVE PARTNERSHIP
Meet The Team
Isabel is an international water advocate, speaker, activist and educator.
She's been studying water for 13 years from scientific, spiritual, biological and eco-political perspectives. Since then, she has taught in 7 countries, had the honor of working with some of the most brilliant Water scientists alive, and has become a Water ambassador, helping people shift their relationship with the Source of Life, which is utterly life-changing.
Her mission is to create a comprehensive Water academy that spans the practical insights of health, hydration and biology, to empowering tactics for Watershed guardianship and ecological activism, to the esoteric and subtle insights of ancient indigenous Water wisdom, to the heady scientific discoveries of cutting edge Water research.
Jonathan is a consummate professional with knowledge skills and abilities steeped in business process management, design engineering, strategic planning and fluid mechanics.
Jon continues to focus on process engineering, machine prototyping, agricultural continuous process improvement and water revitalization.
All combine to support his role as vice-president of the Board of Trustees of the American Water Trust.
Jon's experience as CEO Natural Actions Technologies Inc, a board member of the Nevada Industrial Hemp Fiber Cooperative, Business Owner of Triple9 LLC, board advisor ACT RX Foundation and board advisor to American Hemp Corporation has sharpened his managerial talent to ensuring that the right dynamics are in place that achieve desired mission-oriented goals and objectives.
Bob is a strong generalist with executive management experience in commercial Profit & Loss, Operations Management, Total Life Cycle Management, R&D Innovation Excellence, Supply Chain Management (SCM) and Lean Six Sigma (L6S) Continuous Process Improvement.
He has a track record of driving cost-effective process change and top-line growth in competitive environments. As a results-driven leader, he has helped streamline supply chains and customer chains to strengthen customer loyalty, operational excellence and product life cycle management.
Bob is a two-time recipient of the Association Supply Chain Management (ASCM) Global Supply Chain Award for Operations Excellence and the winner of the Department of the Army FY18 Lean Six Sigma Excellence Award. As an entrepreneur, Bob was one of the founding members of the largest consortium in the world, the Supply Chain Council enabling the Fortune 1000 to harness the power of Supply Chain Management as a business strategy.
Bob is a U.S. Army Airborne Ranger, a Lean Six Sigma Master Black Belt, a SCOR Master Instructor for ASCM and is certified by MIT in Blockchain Technology Business Innovation and Application. Bob lives in the Lake Tahoe region and enjoys gardening and fishing.