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should any issues arise. A rate of$1oo per session2, with a maximum of two sessions per incident, is (.~-) suggested. . In the current system, ~cilitated conversations have been used as an alternative resolution option more frequently than mediations. Anticipating that this trend will continue, it was suggested that the . pool of mediators be utilized for facilitated conversations and paid at the same rate for those sessions. . An. annual bUdget of. $2000 would be adequate to compensate mediators for both these . services (in the past, there have been fewer than ten total mediations and facilitated conversations per year). ' Several other model programs that contract for mediation services require applicants to carry professional liability and workers compensation insurance. MATT was concerned that the financial burden posed by. such an insurance requirement might preclude experienced, volunteer mediators from participating in the prdgram. In consultation with City Risk Services staff, it was suggested that as pa~ of the service contract, mediators provide th'e City with defense and'indemnification. Worker's compensation coverage would be required if the contract was awarded to a mediation service with several employees. Additionally, a waiver of liability against ~II partiCipants could be added to the "Agreement to Mediate" form as an extra measure of protection. .:. Pr~gram Manag~ment Roles and Responsibilities MAlT's scope of work included a discussion of roles and responsibilities to implement and manage the redesigned mediation program. As noted earlier, it was recommended that the Human Rights Program's responsibility for coordinating and assigning mediators transition to another organization. While MATT assumed that the, Auditor's Office was the most likely entity to manage the mediation program, program initiation, on-going case management, and program administration. responsibilities could be shared among other entities. Instead of making a definitive recommendation in this regard, MATT presented a series ofprogram management options for consideration, as follows: 1) The Auditor's Office may be SOlely responsible, with input fro~ stakeholder groups, for all aspects of program management. 2) The City may contract with an outside ~ntity to perform many of the program management responsibiliti~ and coordinate with the Auditor's Office as necessary. 3) Program management roles may be divided among the Auditors Office and an outside entity (through contractual agreement). 4) A service contract may be issued for a consultant to assist the City/Auditor's Office with implementing the new program, such as recruiting, selection a'nd training of mediators, procedural and form development, etc. Once up and running, the on-going responsibilities can be turned over to the Auditor's Office. MATT did not identify a preferred option as there are numerous unresolved issues around program management, including who will . make the decision regarding role definition. Instead, it identified some issues associated with the roles and responsibilities for program management that should be considered when reviewing the program management options: 2 Portland Independent Police Review pays its mediators $50/hour. It is assumed that mediators will spend about 3 hours per session when preparation and debriefmg is included, so $100 a session would provide an approximate fee of$30/hour. Paae B