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1996-09528-Resolution No. 96-029 Recorded 3/14/1996R r 9C-09528 ED I BEFORE THE BOARD OF COUNTY COMMISSIONERS OF DESCHUTES ----- A Resolution Adopting a Rural * 01 P#' + r, r:J P. r -r Action Plan and Recommending The Plan be Submitted to the Oregon Economic Development Commission for Consideration Under the Rural Investment Fund Program. RESOLUTION NO. 96-029 WHEREAS, the Rural Investment Fund Program was established by the Governor and the Legislature to provide a flexible source of funding to help rural areas finance locally -determined economic and community development projects and to provide a vehicle by which regional boards can leverage other funding sources to the maximum extent possible to improve the economies of rural areas; and WHEREAS, the Rural Investment Fund Program requires the regional board to develop an action plan which describes how the regional board will use the Rural Investment Fund to meet the needs of rural areas in the region; and WHEREAS, the regional board has reviewed its membership to ensure adequate representation of rural interests and has made recommendations to the counties of Crook, Deschutes, and Jefferson of any expansions or substitutions needed in membership; and WHEREAS, the counties of Crook, Deschutes, and Jefferson have made appointments or substitutions to the regional board to ensure adequate representation of rural interests; and WHEREAS, the regional board has developed a Rural Action Plan for the Central Oregon Region; and WHEREAS, the Rural Action Plan meets the requirements of the Rural Investment Fund Program; and WHEREAS, the regional board has held a public hearing on the Rural Action Plan in each county in the region; now, therefore, BE IT RESOLVED BY THE BOARD OF COUNTY COMMISSIONERS OF DESCHUTES COUNTY, OREGON, as follows: Section 1. That the Rural Action Plan, attached and marked Exhibit "A," is hereby adopted. 1 - RESOLUTION NO. 96-029 ��1 49-14219 Section 2. That Deschutes County is committed to taking any action necessary to ensure that the objectives set forth in the Rural Action Plan are achieved. DATED this day of 1996. BARD OF COUNTY C MMISSIONERS F DESCHI PMS COU1JTY, OREGON ATT 7-4, Recording Secretary 2 - RESOLUTION NO. 96-029 I BXRTRI SLAUGHTER, Commissioner ROItWRT L. NIPPER, issioner Central Oregon Regional Strategy Board Prepared by COIC CENTRAL OREGON REGIONAL STRATEGY BOARD EXECUTIVE COMMITTEE Chair: Scott Cooper, Executive Director Prineville/Crook County Chamber of Commerce Crook County Sub -Committee Chair Vice -Chair: Stewart Weitzmann, President Weitech, Inc. Deschutes County Sub -Committee Chair Vice -Chair: Mary Krenowicz, Executive Secretary Samuel Johnson Foundation Jefferson County Sub -Committee Chair REGIONAL STRATEGY BOARD MEMBERS Crook County Deschutes County Jefferson County Fred Rodgers Crook County Judge Larry Smith, Manager Les Schwab Tire Centers Larry Henderson, Vice -President Les Schwab Tire Centers Bob Komlofske, Owner Thriftway Paul Capell Alternate, Crook County Sherry Stewart Alternate, Crook County Nancy Pope Schlangen Deschutes County Commissioner Deschutes County Chair Suzanne Johannsen Bend Recycling Team Alana Audette, Executive Director Central Oregon Recreation Association Bill Lindemann, Board Chair Central Oregon Economic Development Council Eric Sande Alternate, Deschutes County STAFF Jodi Eagan Jefferson County Commissioner Rob Fuller, Executive Director Madras/Jefferson County Chamber of Commerce Jim Wilson, Sales & Consulting Professionals' Software Bob Brunoe, Manager Range & Agriculture Department Confederated Tribes of Warm Springs Ray Rangila Alternate, Jefferson County Ric Ingham, Senior Economic Development Planner Ted Viramonte, Economic Development Assistant Kelly Maffioli, Support Staff Central Oregon Intergovernmental Council Central Oregon Rural Action Plan 1995-97 02/05/96 0149-140`2 Table of Contents: Title Page Page i List of Regional Strategy Board Members Page ii Introduction Page 1 Input Procedures Page 2 Issues Facing the Region Page 2 Goals and Objectives for Rural Investment Funds Page 4 Plan for Funding Projects Page 6 Measurements to Meeting Objectives Page 6 Strategy Management and Implementation Plan Page 7 Attachments Page 9 Page iii Central Oregon Rural Action Plan 1995-97 0149-1453 CENTRAL OREGON r - REGIONAL STRATEGY BOARD RURAL ACTION PLAN 1995-96 Prepared by Central Oregon Intergovernmental Council Introduction: In order to more efficiently guide disbursement and administration of Rural Investment Funds, the Central Oregon Regional Strategy Board of Directors has developed this Rural Action Plan in accordance with Oregon Administrative Rules 123-045-0000 through 123-045-0060. Members of this Board do represent rural Central Oregon as evidenced by their affiliation' and place of residence2. The purpose of the Rural Investment Fund is to provide a flexible source to help finance locally - determined economic and community development projects within rural areas with the greatest economic challenges. The Rural Investment Fund is intended to leverage other funding sources to the maximum extent possible. During the drafting of this plan, a variety of input was solicited from divergent sources. Factors affecting Central Oregon concerns include explosive growth, a decline in monies available from the federal level and the need to equitably distribute lottery dollars to viable projects. Central Oregon has experienced phenomenal growth this decade. Between 1990 and 1994, the region nearly tripled the state in growth, 17.3% to 6.66%. In most cases, the rates of growth within the incorporated areas were higher than within the counties. This growth rate is anticipated to continue through the end of the century. At the same time, overall unemployment rates rose between 1990 and 1995, although there was an anomalous downward blip in 1992-93. The region's most populated county, Deschutes, had a rate which rose the most, from 5.5% to 7%. Although to a lesser extent, Crook and Jefferson counties also experienced a rise in unemployment. With these factors in mind, it is important to prudently dedicate the $683,990 in Rural Action Fund monies in Central Oregon. I Page ii 2Exhibit A I 02/0- /9 6 Rural Action Plan COIL Ar 0149-14u4 Input Procedures: In gathering input for the Rural Action Plan, staff utilized data collected during the State Community Economic Revitalization Team (SCERT) process and sent letters to over 100 entities, including cities, counties and special districts. The letter invited written input, as well as notification of a public hearing to receive additional data held November 7, 1995. At the public hearing, the Regional Strategy Board indicated to staff additional outreach would be permitted. Subsequent calls to the local representatives of Adult and Family Services, Job Training Partnership Act provider and regional housing authority produced still more input. Further outreach resulted in comments from the Confederated Tribes of Warm Springs. Elements of Central Oregon's Overall Economic Development Plan (OEDP) documents were included in this Rural Action Plan. The initial draft of this document was made available to the Central Oregon Regional Workforce Quality Council for its review. The draft was also made available for public perusal and comment in each of the three counties prior to final issue. Issues facing Central Oregon: The issues discussed in this document have been divided into three basic groups: Community Development, Economic Development and Socio-economic. Community Development: Central Oregon is experiencing unprecedented growth, almost triple that of the state as a whole. Most of this growth can be attributed to in -migration, with Deschutes County's in -migration accounting for over 85% of that county's total growth. Deschutes County led the state in growth this past year. The Jefferson County percentage rate of growth has been projected by Portland State University as likely to be the fastest growing county in the state over the next decade, while a national real estate firm has ranked Jefferson County third nationally for recreational growth potential. Such growth has had an adverse effect on local communities to maintain adequate infrastructure capacity needed for residential and commercial construction; maintain roads; initiate and complete water and wastewater projects to insure water quality; and provide for industrial park expansion. Rapid growth also inhibits the ability of local governments to allow growth to be economically,socially and practically planned, impinging upon quality of life issues which give Central Oregon its unique character. The median income for Jefferson County has been at or near the bottom when compared to the rest of the state due to market forces artificially keeping wages lower. The number of service industry and retail/wholesale jobs in Deschutes County has now reached a figure of over 50%. At the same time, the number of traditionally higher paying jobs in the forest products industry has declined significantly. This has combined with an extremely tight housing market throughout the region to drive rental prices to the point where substantial numbers of residents cannot find adequate, affordable housing and/or transitional housing. When people are not required to spend the majority of their income on housing, they can use resources to improve the quality of their lives. A regional transportation system would allow more out -of -work, low-income citizens to expand their access to employment within the region. Also required is affordable, employment-related childcare and dental care. z 02/05/90 Rwal Action Plan COIC 0149-1455 More and more, economic development is becoming tied to telecommunications and the ability to access information and customers electronically. Telectommunications also expands the markets of Central Oregon products. Areas not technologically up to date will find themselves at a disadvantage when it comes to economic development. Additionally, such capacity is needed for workforce development as more businesses depend on computers, software and telecommunications to remain competitive. Computer education and telecommunications are critical to provide business with a workforce it can use. Central Oregon educators believe telecommunications for educational purposes is an investment in the region's children and dislocated worker population. The ability to telecommunicate is important not only for governments, but for business and business advocates as well. A connected network of Chambers of Commerce is needed for coordinated development of the region's economy and to nurture and maintain partnerships. However, it is equally important for small local governments who have a problem accessing or purchasing such capability to better serve their residents and businesses. Such capabilities would allow entities the technical assistance needed to develop long range, comprehensive public facilities plans, maintain up-to-date, computer-based filing systems, network with other governments and agencies, provide community mapping systems for growth and infrastructure planning, access information available through college and federal data banks, upgrade delivery of services, and bio the technical assistance necessary to garner shrinking sources of grants and other funding. Economic Development: Economic development is the life blood of any region hoping to remain vibrant. It affects, and is affected by, both community development and socio-economic issues, as well as a host of other concerns not necessarily within the control of any particular entity. Unemployment rates for the region continue to rise. Underemployment and/or seasonal employment point to a lack of a diversified employment base within the region as well. Economic development geared toward creating jobs for this population during the off-season is needed. With the decline of timber -related jobs, there is a critical need for more occupationally specific, short-term class rooms to assist in providing a viable workforce as well as help alleviate poverty. Additionally, workforce development needs to be combined with economic development, and the educational community would like to be involved in that process. Also of concern in Central Oregon is space for new or in -migrating businesses to operate while construction proceeds on their permanent sites, and funding for those projects which need a little extra financial assistance to put them over the top or to fund more innovative and/or non-traditional ventures. Socio-economic: Teen mental, physical and emotional health is a concern. At least two of the counties in the region have very high negative statistics related to teen pregnancy, school dropouts and poverty. There tends to be few opportunities for youth who do not succeed in traditional educational programs. Early childhood programs are scarce and daycare is not readily available, which can exacerbate problems for teen parents, as well as other parents in the workforce. Very few recreational opportunities are available to youth in the more rural communities. There is a need to address rural health care needs, with an emphasis on delivery of health care systems to schools. Within the region is a need to assist in funding projects to help fill in the decline of social service dollars in an area with few financial resources and fewer positive activity resources. Such community development endeavors as Boys and Girls Club or YMCA -type facilities are needed, substance abuse 3 02/05/96 Rural Action Plan colc 0149-1456 programs warranted, as well as funding for services for dysfunctional families, i.e., parenting classes, pre -natal education, and parental counseling. The cycle of poverty frequently begins in single -parent households. Many women have recently left partners because of abuse, or are unable to leave an abusive partner because of economic dependence. This may be caused by a lack of child care or lack of skills needed to explore and enter the workforce. Economic and community development aimed at providing skills training and child care via the shelter network can have a positive effect on reducing poverty within the region. Native Americans and other minorities believe cultural diversity presents challenges due to outside perceptions and their increasing individual sensitivity. The Confederated Tribes of Warm Springs seek to enhance and protect Tribal interests and sovereignty; increase and maintain self sufficiency; enhance and protect the well-being of Tribal members; and supports a strong sense of identity for Tribal members. The strength of a region is outlined by how well it can provide outreach to its most disadvantaged citizens. Rural Investment Fund dollars could be used to assist in the alleviation of misery within Central Oregon. f Objectives established by the Central Oregon Regional Strategy Board for use of the Rural Investment Funds: The objectives for use of Rural Investment Funds should be those which further the economic and community development of the region and assist in the removal of barriers to solve issues outlined above. The Board realizes funds are minimal and cannot solve every issue by themselves. Such funds, then, need to be used to leverage other funding sources or provide gap funding for specific projects which the Board believes advances the region. Examples of such projects are outlined below, categorized as the issues above. Such projects are by no means the only ones the Board would consider funding, but only serve as examples. Community Development: • Projects which assist communities to keep pace with needed infrastructure for residential and commercial construction. • Upgrade of community sewer and water systems; enhance community water quality. • Provide for industrial park expansion. • Provide for planned, systematic growth. • Projects which advance telecommunications within the region, or promote telecommunication and/or computer educational services within the region. • Promotes regional transportation. Economic Development: • Advancement of workforce development or retraining; increases skill training opportunities. • Provide temporary sites for new/in-migrating businesses • Creation of family wage jobs. • Assist new and/or unconventional economic endeavors within Central Oregon. Socio-economic: • Projects which expand the employment base of the region and provide year-round employment. • Creates affordable rental housing. • Promotes educational, employment and/or recreational opportunities for rural youth. • Promotes cultural acceptance, diversity and identity_ a 02/05/90 Rural Action Plan COIC Y 44 0145-1 01 Assists in the elimination of dysfunctional families. • Promotes regional transportation. Goals and Actions: The Central Oregon Regional Strategy Board has identified the following Goals and Actions as the greatest effect on the economic and social vitality of the region: Goal 1: Invest in infrastructure (planning, design, land, utilities, road, housing, buildings, etc.) needed to support safe and healthy communities, economic development, as well as growth and expansion of business. Action IA: Support expansion of industrial parks in order to make reasonably -priced industrial and commercial land available. Action 1B: Support expansion of area water and sewer capacity to support industrial, commercial and residential development. Action 1C: Support expansion of transportation system capacity and improved road conditions, which would include correction of substandard and dangerous roads as well as street enhancement projects. Goal 2: Address land use and growth management issues affecting "Quality of Life" in the Region. Action 2A: Support for growth management strategic planning. Action 2B: Development and expansion of Geographical Information Systems. Goal 3: Assist in the diversification of local economies. Action 3A: Foster development and expansion of non-traditional industries such as aerospace, environmental services, and alternative fiber utilization. Action 3B: Reinforce key -industry components of the Central Oregon Regional Strategy two-year plan. Action 3C: Assist in forging partnerships among education, job training and job creation entities to develop a quality regional workforce. Goal 4: Support expansion of telecommunications infrastructure. Action 4A: Assist rural communities to assess and implement telecommunications systems needed to enhance education, communication, information collections and planning activities. Action 4B: Foster projects which enable local toll-free Internet access and/or expand the number of regional and local Internet providers. Action 4C: Support local chambers and public entities for telecommunications development, upgrades and improvements. 5 01/05/96 Rural Action Plan COIC 0149-1458 Goal 5: Support activities which address rural poverty within the region. Action 5A: Increase the per capita income within the region. Action 5B: Reduce barriers to employment. Action SC: Support prevention and intervention strategies intended to modify behaviors which perpetuate the cycle of poverty. Note: The criteria for the RIF projects must include priorities of rural areas with the greatest economic challenges; filling gaps in funding that cannot be found from other sources; leveraging other public and private resources; show the degree to which applicants have established measurable economic outcomes. Plan to select which projects will be funded: The Central Oregon Regional Strategy Board believes it is important to judiciously administer its time and resources. To this end, the Board will dealt with the Rural Investment Fund over a three-month period beginning in January of 1996. By January 16, 1996, staff had posted notifications for RIF applications as well as sent application packets to each Special District within the Region. The applications were due back February 9. After February 9, county sub -committees met with those Special Districts submitting applications to discuss project proposals. The sub -committees then made recommendations to the full Board at its March 7 meeting as to which projects to fund and at what financial levels. The Board then discussed and determined funding amounts for specific projects at that meeting. How progress toward meeting the objectives will be measured: Progress and outcomes regarding funded projects will be derived from goals and actions to be established by the Regional Strategy Board. 1) Goal 1: Invest in infrastructure (planning, design land utilities, road, Measurement IA: Increase in the amount of funds provided for planning and/or design assistance; increase in the number of new employees added to existing businesses; increase in the number of new businesses within the region; increase in the availability of business sites. Measurement 1B: Increase in the number of new businesses within the region; increase in the available housing; increase in the number of business sites. Measurement 1C: Increase in the amount of funds available for planning and/or design assistance; increase in capacity planners; increase in available housing. 2) Goal 2: Address land use and growth management issues affecting the quality of life in the region. 02/05/96 Rural Action Plan MIC 0149-14579 Measurement 2A: Amount of funds invested in strategic planning for growth management. Measurement 2B: Increase in the layers of square miles mapped by Geographical Information Systems. 3) Goal 3: Assist in diversification of local economies. Measurement 3A: Increase in the number of new employees within non-traditional industries within the region. Measurement 3B: Increase in the number of employees within the region's key industries. Measurement 3C: Increase in the number of participants enrolled in educational and/or job training programs. 4) Goal 4: Invest in telecommunications infrastructure. Measurement 4A, 4B, 4C: Increase in the number of sites accessing educational-, business -,medical-, economic-, or industry -related electronic information. 5) Goal 5: Address rural poverty by increasing incomes, reducing barriers to employment and supporting prevention and intervention strategies intended to modify behaviors and/or environments which perpetuate the cycle of poverty. Measurement 5A: Reduction of employment barriers within the Central Oregon Region; increase in the per capita income level in Central Oregon. Measurement 5B, 5C, 5D: Increase in the number of participants in child care resources, substance abuse prevention and recovery; youth and family recreation and wellness programs within the Central Oregon Region. Measurement 5C: Increase in the per capita income level in Central Oregon. Strategy Management and Implementation Plan: Strategy management and implementation will be under the supervision of the Central Oregon Intergovernmental Council (COIC) and the Regional Strategy Board. COIC is organized under ORS (Oregon Revised Statutes) 190, with the ability "to enter into contracts and/or agreements with the Unites States of America, the State of Oregon or any subdivision or agency of either or any municipal corporation" and "to enter into contractual relationships with private agencies or firms." Additionally, COIC functions as an Economic Development District to process a variety of funds and grants from the EDA (Economic Development Administration). As such, COIC has the experience, processes, and staff to perform all management and implementation for the Rural Action Plan and Rural Investment Funds in Central Oregon. COIC has vast experience in tracking multiple -source -grants. The Regional Strategy Board will use "Funding Criteria" as the primary basis for its review. The funding criteria will be established in consultation with OEDD, taking into account statutory requirements and benchmarks. 7 02/05/96 Rural Action Plan COIL 0149-1460 2 bb b b b -2"2"2 -2 bbbbb b cn 0 co 0 0 0 0 0 0 0 0 0 0 0 0 0000 O 0 0 CIS m Y y 0 o ,� ;