2004-86-Resolution No. 2004-009 Recorded 1/27/2004RE*IEELEGA
DESCHUTES COUNTY OFFICIAL RECORDS CJ 1404'86
NANCY BLANKENSNIP, COUNTY CLERK
COMMISSIONERS' JOURNAL O1/Z7/Z004 A1'ZO'36 PM
111111111 1 1111111111111111111
For Recording Stamp Only
BEFORE THE BOARD OF COUNTY COMMISSIONERS
OF DESCHUTES COUNTY, OREGON
A Resolution Adopting the Updated
Community Investment Strategy; and,
Where Appropriate, Utilizing the Priorities
Contained within the Strategy as Guidance
in Directing Resources toward Community
and Economic Development Activities
* RESOLUTION NO. 2004-009
A Resolution Adopting Community Investment Strategy
WHEREAS, Crook, Deschutes and Jefferson counties have entered into an
agreement to create the Central Oregon Community Investment Board for the
purpose of preparing a regional investment strategy and rural action strategy and
receiving regional investment funds and rural investment funds; and
WHEREAS, regions that fail to submit a regional investment strategy and rural
investment strategy shall not receive moneys for projects and activities to
implement those strategies from the Oregon Economic and Community
Development Department; and
WHEREAS, the Central Oregon Community Investment Board has updated the
Central Oregon Community Investment Strategy to meet the statutory requirements
for preparation of both the regional investment and rural investment strategies; and
WHEREAS, the Two -Year Implementation Strategy contained within the Central
Oregon Community Investment Strategy will serve as the region's Rural Action
Strategy; and
Resolution No. 2004-009 1/22/2004
Community Investment Strategy Page 1 of 2 Pages
WHEREAS, the Central Oregon Community Investment Strategy will also be
utilized as the Comprehensive Economic Development Strategy for Central Oregon
Intergovernmental Council, a federally recognized economic development district;
NOW, THEREFORE BE IT RESOLVED that the governing body of Deschutes
County hereby adopts the updated Central Oregon Community Investment
Strategy, recommends that it be submitted to the Oregon Economic and
Community Development Commission and the Governor of the State of Oregon for
consideration under the 2003-05 regional investment and rural investment
programs, and commits to utilizing the priorities contained within the Strategy as
guidance in directing resources towards community and economic development
activities where appropriate.
DATED this �& day of January 2004.
BOARD OF COUNTY COMMISSIONERS
OF DESCHUTES COUNTY, OREGON
x/0. 411�1 0 0 4 0/11
MICHAEL M. DAL , Chair
ATTEST: DENNIS R. LUKE, Commissioner
Recording Secretary TOM EWOLF, Commissioner
Resolution No. 2004-009 1/22/2004
Community Investment Strategy Page 2 of 2 Pages
Central Oregon
Community Investment
Strategy
Prepared by the Central Oregon Intergovernmental Council
N
January 7, 2004
Central Oregon Community Investment Strategy
Table of Contents
COCIB and COIC Board Members
3
Regional Vision ----------------------..
--•---•--------------- .--------------------•------.--4
Introduction
4
ExecutiveSummary ..........................................................................................................
5
Part One — Resource Analysis ...........................................................................................
8
Section 1. Economic & Physical Resources____________________________________________________________8
Section 2. Human Resources
19
Section 3. Natural Resources
24
Part Two — Long -Term Implementation Strategy__________________________________________________________31
Section 1. Economic Resource Priorities
32
Section 2. Human Resource Priorities
35
Section 3. Natural Resource Priorities --------------------------------------------------------------------
37
Section 4. Necessary Actions to Implement Strategy _............................................
38
Part Three — Two -Year Implementation Strategy__________________________________________________________40
Part Four — Barriers
42
Part Five — Management Strategy ...................................................................................
44
Section 1. Administrative Agent.............................................................................44
Section 2. Application Process _--......... .... •.... •... •-----------------------------------------------------
45
Section 3. Grants to Private Businesses
46
Section 4. Other Management Policies .___________________________________________________________•......
46
Section 5. Involvement of the Disadvantaged, Minority Groups & Rural Areas...
47
Part Six — Evaluation Strategy .............................................................................. .........
49
Appendix A. COIC Administrative Agreement__ 50
Appendix B. Additional Management Policies of the Central Oregon Community
Investment Board 56
Appendix C. 2001-2003 Performance Measures ............................................................ 59
Central Oregon Intergovernmental Council Page 2
Central Oregon Community Investment Strategy
CENTRAL OREGON COMMUNITY INVESTMENT BOARD
OFFICERS AND MEMBERS 2003 - 2005
Crook County
Jefferson County
Deschutes County
Scott Cooper, Board Chair
Bill Bellamy, Vice Chair
Susan Ross, Vice Chair
Crook County Judge
Jefferson County Commission
Deschutes County
Brenda Comini, Member
Janelle Orcutt, Member
Tom DeWolf, Member
Comm. on Children & Families
Madras Sanitary Service
Deschutes County Commission
Larry Henderson, Member
Jim Wilson, Member
Eric Sande, Member
Les Schwab Tire Centers
Professional Software
Redmond Chamber of Commerce
Bobbi Young, Member
Sal Sahme, Member
Alan Albertini, Member
Bank of the Cascades
Confed. Tribes of Warm Springs
Spring Green Lawn Care
Sally Goodman; Member
John Cumutt, Member
Gary Peters, Member
Prineville Disposal
JBC Management
Bend Chamber of Commerce
Larry Smith, Alternate
Parrish VanWert, Alternate
Ric Nowak, Alternate
Les Schwab Tire Centers
Madras Jefferson Chamber of
Sisters Area Chamber of
Commerce
Commerce
Fred Rodgers, Alternate
Ray Rangila, Alternate
Confed. Tribes of Warm Springs
VACANT
CENTRAL OREGON INTERGOVERNMENTAL COUNCIL
Board Members, 2004
Mike McCabe
Frank Morton
Sharon Miller
Crook County
City of Madras
Under/Unemployed
Tom DeWolf
Susan Binder
Clint Jacks
Deschutes County
City of Metolius
Agriculture/Agribusiness
Bill Bellamy
Brenda Comini
Chris Bellusci
Jefferson County
City of Prineville
Business and Industry
Linda Johnson
Jay Patrick
Vacant
City of Bend
City of Redmond
Timber and Wood Products
Dan Hamden
Judy Trego
Vacant
City of Culver
City of Sisters
Tourism and Recreation
Sal Sahme, Ex -Officio Member
Conf. Tribes of Warm Springs
Central Oregon Intergovernmental Council Page 3
Central Oregon Community Investment Strategy
REGIONAL VISION
The Central Oregon region is known for its quality of life. Our quality of life is focused on our
heritage, on the distinctive nature of our communities, and on our access to the region's natural
resources. The vision supports our quality of life and strengthens our communities. Growth in
our region will reflect cultural diversity and provide opportunities for all residents.
Our goals will provide jobs by supporting development of both our workforce and our industries.
Our workforce will have access to high quality education and training opportunities in both basic
skills and advanced technologies. Our industries will be globally competitive, technologically
aggressive, and environmentally balanced.
Our visionalso supports the growing sense that we are part of a regional and statewide
community. As regions of the world emerge into the year 2004, Central Oregon will be
recognized for shaping its attention and directing its improvement to its abundant human
resources and its historical strengths.
INTRODUCTION
The Central Oregon Community Investment Strategy was created to direct investments in Crook,
Deschutes and Jefferson counties and to drive collaborative efforts among local governments and
the private sector. The Strategy also meets the statutory and administrative requirements of two
external entities that provide grant funding for economic and community development programs
in Central Oregon — the State of Oregon Economic and Community Development Department
and the U. S. Economic Development Administration.
The State of Oregon Economic and Community Development Department provides grant
funding to the Central Oregon region through the Regional Investment and Rural Investment
programs. These programs were created by the Oregon State Legislature and funded through the
Oregon State Lottery with the intent of furthering economic and community development in the
State. Regional and Rural Investment funding is distributed to regional boards across the State.
These boards are charged with preparing a regional investment strategy and rural action strategy;
receiving, distributing and managing regional investment and rural investment funds; and
preparing all required reports for the regional and rural investment programs. In Central
Oregon, the counties of Crook, Deschutes and Jefferson formed the Central Oregon Community
Investment Board on October 6, 1999 to serve this purpose.
The Central Oregon Community Investment Strategy also serves as the Comprehensive
Economic Development Strategy prepared for the U.S. Economic Development Administration.
The Central Oregon Intergovernmental Council receives grant funding from the U.S. Economic
Development Administration for planning activities which lead to economic development within
the Central Oregon Economic Development District, consisting of Crook Deschutes and
Jefferson counties.
Central Oregon Intergovernmental Council Page 4
Central Oregon Community Investment Strategy
The first part of the strategy is a resource analysis of the unique and significant economic and
physical, human and natural resources of the Central Oregon region. Part Two identifies the
region's long-term economic and community development priorities and describes the actions
required by the private sector and local, state and federal governments in order to address these
priorities. The third part details the region's short-term economic and community development
priorities by describing projects and activities for implementation in the next two years.
Part Four analyzes the barriers to implementation of the strategy and explores ways to overcome
those barriers. Part Five of the strategy describes the Management Strategy for the Regional and
Rural Investment programs and details the region's objectives for these programs. This part also
describes the process and criteria that will be used by the Central Oregon Community Investment
Board to distribute Regional Investment and Rural Investment grant funding. The Board's
Strategy for the involvement of disadvantaged and minority groups and rural areas and their
Strategy for participation in the multi region program are also included in Part Five. The final
section of the Strategy identifies regional benchmarks and other performance indicators that will
be used to measure the progress of the region toward achieving its objectives.
EXECUTIVE SUMMARY
Central Oregon has entered the 21St Century with both strong assets and significant challenges.
This Community Investment Strategy capitalizes on the assets of Central Oregon communities
and addresses the challenges we will face in the coming years. From 2004 to 2006, the Central
Oregon Community Investment Board will be investing approximately $520,000 and the Central
Oregon Intergovernmental Council will be investing approximately a .5 FTE of staff time to
implement this strategy. These two entities will also be seeking the support of local, state and
federal partners to leverage their investments.
Two trends dominate the economy within Central Oregon at the conclusion of 2003: rapid
population growth and declining job opportunities. Central Oregon experienced the highest
statewide rates of population increase and job creation from 1990 to 2000. However, since 2000
rapid population growth continued while job losses in the region have mirrored statewide trends.
This has lead to unemployment rates higher than the state average, serious strains on the region's
infrastructure, and a lack of affordable housing in some Central Oregon communities. Growth in
real per capita income has leveled off and is consistently outpaced by growth in per capita
income by the State of Oregon. Economic forecasts predict that Central Oregon's economy will
continue to grow over the next six years; but will see a greater expansion of service-oriented
businesses at the expense of manufacturing industries. These economic changes may impact
wage levels and create a workforce segment that requires assistance in transitioning to the new
economy.
The Community Investment Strategy will seek improvement to the region's economy by
identifying priorities for the development of the region's economic and physical resources,
human resources, and natural resources. These priorities include:
Central Oregon Intergovernmental Council Page 55
Central Oregon Community Investment Strategy
Economic and Physical Resources
• Business Development. To assist Central Oregon communities to achieve business
development throughout the region.
• Workforce Development. To make increased employment opportunities and incomes
available to people living in Central Oregon, while business and industry continues to
prosper and grow; and to increase collaboration among partners (both public and private)
resulting in a responsive, forward thinking system that is able to support and adapt to the
needs of a changing economy.
• Infrastructure. To assist Central Oregon communities provide the water, sewer, street and
storm drainage infrastructure needed to accommodate growth and provide a healthy
environment for existing Central Oregon residents and businesses.
• Transportation To seek improvements to regional highways, local streets, bike paths, and
airports; to develop additional transportation options to ensure a mobile workforce; and to
develop solutions to road maintenance equipment acquisition challenges for areas with
demonstrated need.
• Telecommunications. To accomplish prosperous communities through unified
telecommunications by: securing affordable advanced telecommunications services for every
Central Oregonian; and providing the training and support necessary for Central Oregonians
to effectively utilize telecommunications.
• Emergency Services. To assist rural areas in providing emergency services and to promote
regional cooperation in meeting emergency service needs.
• Public and Non -Profit Facilities and Parks. To support the development of park and
recreation facilities and public and non-profit facilities, particularly in rural areas.
• Housing. To ensure that Central Oregonians have access to housing which meets their needs
and contributes to a healthy community.
Human Resource Priorities
• Social Services. To provide efficient, effective social services to constituents in a nor -
stigmatizing, comprehensive way to build a healthy community.
• Poverty. To alleviate poverty in Central Oregon by addressing its root causes.
• Children and Youth To have strong, nurturing families and caring communities that result in
healthy, thriving children and youth
• Substance Abuse and Crime. To expand substance abuse and crime programs with an
emphasis on prevention, effective treatment and community justice.
• Cultural Assets (arts, history, etc.). To support efforts to develop a regional Strategy for the
preservation, expansion, and utilization of Central Oregon's cultural assets and to implement
projects with unique community value or regional significance.
• Community Involvement/Leadership. To support community involvement and leadership
activities which build community collaboration and increase the capacity of the community
take responsibility for and address its most pressing issues.
• Health To increase access to medical care in rural areas and support efforts which provide
affordable health services to loves and moderate -income populations.
Central Oregon Intergovernmental Council Page 6
Central Oregon Community Investment Strategy
Natural Resource Priorities
• Water Quality & Quantity. To support efforts to develop and implement market-based
solutions to improve instream flows and water quality.
• Air Quality. To support efforts to develop a regional Strategy for the effective maintenance
of air quality in Central Oregon.
• Public Lands Management. To support efforts to develop a regional Strategy for the optimal
use of public lands in Central Oregon.
• Biodiversity. To support efforts to develop a regional Strategy for addressing sensitive,
threatened, and endangered species in the region.
The Central Oregon Intergovernmental Council and the Central Oregon Community Investment
Board will use these priorities to direct their investments in the region. The Central Oregon
Intergovernmental Council will commit staff time to planning activities that lead to economic
development in the region. The Central Oregon Community Investment Board will provide
grants to public, private and non-profit organizations through a competitive application process.
Grants will be managed, monitored and evaluated by the Central Oregon Intergovernmental
Council, which serves as the administrative agent for the Community Investment Board.
Central Oregon Intergovernmental Council Page 7
Central Oregon Community Investment Strategy
PART ONE - RESOURCE ANALYSIS
SECTION 1. Economic and Physical Resources
1.1 Demographics
The combined population of Crook, Deschutes, and Jefferson Counties is an estimated 170,700,
according to the Portland State University Population report, 2002. Deschutes County
contributes 76.4% of the region's population with Crook and Jefferson counties contributing
11.9% and 11.7%, respectively. The three -county region accounts for 4.8% of Oregon's total
population.
From 1990 to 2000, the region grew by 49% - by far the fastest growing region in the state.
Rapid growth continues in the 21St century, with an estimated regional growth rate of 11.2%
since 2000. Deschutes County continues to leads the region in growth, with a 13.1% increase
from 2000 to 2003.
1.2 Income and Labor Force
Central Oregon's rate of job growth has declined rapidly since 2000. Central Oregon increased
jobs by 51% from 1990 to 2000. Since 2000, however, Crook and Jefferson Counties have
experienced a net job loss. Crook County has suffered the third highest rate of job loss in the
Central Oregon Intergovernmental Council Page 8
Central Oregon Community Investment Strategy
state during that time period — a 7.55% decrease in jobs. Jefferson County has faired only
slightly better, with a 4.88% decrease in jobs. Meanwhile, Deschutes County's 1.44% increase
in jobs illustrates the dramatic differences between counties, and resulted in a net overall job gain
In the last ten years, inflation-adjusted per capita personal income has experienced a steady
increase equal to that of the overall Oregon economy. After a rapid increase in per capita income
during the 1980's, this increase has been more gradual. Deschutes County enjoys the highest per
capita income in the region, and in 2001 Deschutes County had the 5th highest per capita income
in the state, after ranking within the top five counties with the highest per capita income
Central Oregon Intergovernmental Council Page 9
Central Oregon Community Investment Strategy
throughout the 1990's. Crook and Jefferson Counties have not fared as well. Crook County
dropped from 22nd statewide in 1990 to 28th in 2001, in part due to the decline in the wood
products industry. Jefferson County has remained at or around 33`d statewide from 1990 to
2001. With the national economic downturn, Central Oregon's per capita income rates are in
danger of showing a decline for the first time since the early 1980's. Between 1989 and 1997,
median household income increased at a faster rate in the Central Oregon region compared to the
State of Oregon. However, this trend has reversed with Oregon's median income growing faster
than Central Oregon's since 1998.
Central Oregon's unemployment rate hit a 30 -year low in 2000. However, the economic
slowdown that began in 2001 has resulted in higher unemployment rates. Oregon's rate dropped
from 5.5% in 1990 to 4.9% in 2000, then rose to 7.5% by the end of 2002. Within Central
Oregon, the regional rate increased from 6.5% in 2000 to 8% in 2002. The rates varied by
county, with Crook County experiencing the highest rates. In 2000, Crook's unemployment rate
was at 8.4%. By 2002 the rate had increased to 10.3% - one of the highest rates in the state. By
October of 2003, Crook's rate had dropped again to 8.4%, but still was the highest rate in the
region. Overall, unemployment rates continue to drop around the region in 2003.
As indicated in Table 3, Central Oregon exceeds state averages in service, sales, construction,
and production iobs in 2002.
According to Oregon Employment Department projections, the highest levels of job growth will
occur in retail sales, health care, and services industries. Table 4 reflects employment
projections over the next decade:
Central Oregon Intergovernmental Council Page 10
Occupational Group
2002 Employment
% of Total
Oregon % of Total
Professional and Related
8,203
12.4%
15.5%
Service
12,490
18.8%
15.2%
NJ
7 •;
Office and Administrative Support
10,904
16.4%
16.6%
Construction and Extraction
3,963
6.0%
4.2%
Production
5,862
8.8%°
7.9%
ource: Oregon Employment Department
According to Oregon Employment Department projections, the highest levels of job growth will
occur in retail sales, health care, and services industries. Table 4 reflects employment
projections over the next decade:
Central Oregon Intergovernmental Council Page 10
Central Oregon Community Investment Strategy
1.3 Industry Composition
Due to rapid population growth, construction employment has expanded substantially in the past
decade. The services and retail trade industries will continue to grow at a rapid rate over the next
ten years.
Central Oregon Intergovernmental Council Page 11
Industry
2002
2012
Change
% Change
a " r
65;630
Nondurable Goods Manufacturing
1,080
1,160
80
7.4%
Transportation and Public Utilities
2,510
2,780
270
10.8%
ate Tracie:. o .
i {?
Retail Trade
14 550
17 350
2,800
19.2%
Services
17,590
21,650
4,060
23.1%
r
ource: Oregon Employment Department
Central Oregon Intergovernmental Council Page 11
Central Oregon Community Investment Strategy
Wood products will continue to lose jobs over the next ten years, with a projected growth rate of
-2.8% in total employment. While not losing jobs, local government and special trade
contractors are maior industries that will not Brow as rapidly as other sectors.
Crook County is still heavily dependent on lumber and wood products manufacturing, which
accounted for 24 percent of the nonfarm employment in 2002. In the nonmanufacturing sector,
trade and government employment together make up about 48 percent of nonfarm payroll
employment in the county. Based on numbers of jobs within private sector industries, secondary
wood products leads Crook County, with the distribution and warehouse industry ranking
second.
Crook Count
Total Em to men
2002 Employment
2012 Employment
Change
% Growth
T
424
It
Deschutes Count
Local Government
7,422
8,042
620
8.4%
Secondary Wood Products
1,643
Health Services
5,081
6,446
1,365
26.9%
Jefferson County
b
Primary, Secondary Wood Prod.
S ecial Trade Contractors
3 040
3 290
250
8.2%
M c
12
Source: Central Oregon Area Profile 2003, EDCO
Health Services
5 081
6,446
1,365
26.9%
Business Services
2,995
3,761
766
25.6%
d k •v mme'
Hotels and Lod in Places
2,033
2 621
588
28.9%
nrlts Gro to
1
Furniture and Home Furnishings
657
862
205
31.2%
i'scel#a ':
Hotels and Lod in Places
2033
2 621
588
28.9%
ettt3r�
. •�. •;>
Health Services
5,081
6 446
1 365
26.9%
0 2
ource: Oregon Employment Department
Crook County is still heavily dependent on lumber and wood products manufacturing, which
accounted for 24 percent of the nonfarm employment in 2002. In the nonmanufacturing sector,
trade and government employment together make up about 48 percent of nonfarm payroll
employment in the county. Based on numbers of jobs within private sector industries, secondary
wood products leads Crook County, with the distribution and warehouse industry ranking
second.
Service, retail trade, small manufacturing,
construction, and tourism industries are all well
represented in Deschutes County. Even lumber
and wood products, which has been declining for
over a decade, still makes up about 39 percent of
manufacturing in the county. Based on numbers
of jobs, tourism leads all other private sector
industries by a wide margin.
Lumber and wood products, as well as a growing
transportation equipment industry, make up the
bulk of Jefferson County's manufacturing sector.
Trade and government employment lead the
nonmanufacturing sector, with government
employment being heavily influenced by tribal
employment, which accounts for over 40 percent
V total government employment in the county.
Manufacturing and fabrication are the leading private sector industries based on numbers of jobs.
Central Oregon Intergovernmental Council Page 12
Crook Count
Total Em to men
Distribution & Warehouse
950
""5oci�l"''•
Tourism
424
It
Deschutes Count
Health & Social Service
5 569
Secondary Wood Products
1,643
Recreational Equipment
800
Jefferson County
b
Primary, Secondary Wood Prod.
1,200
a
Agriculture/Forestry/Fishing
371
Source: Central Oregon Area Profile 2003, EDCO
Service, retail trade, small manufacturing,
construction, and tourism industries are all well
represented in Deschutes County. Even lumber
and wood products, which has been declining for
over a decade, still makes up about 39 percent of
manufacturing in the county. Based on numbers
of jobs, tourism leads all other private sector
industries by a wide margin.
Lumber and wood products, as well as a growing
transportation equipment industry, make up the
bulk of Jefferson County's manufacturing sector.
Trade and government employment lead the
nonmanufacturing sector, with government
employment being heavily influenced by tribal
employment, which accounts for over 40 percent
V total government employment in the county.
Manufacturing and fabrication are the leading private sector industries based on numbers of jobs.
Central Oregon Intergovernmental Council Page 12
Central Oregon Community Investment Strategy
Following is a list of the largest private sector employers in the region, based on numbers of
Jobs:
1.4 Housing and Residential Construction
Central Oregon's rapid growth has been a boon for the real estate industry, but a slowing
economy, increasing housing prices (for land and construction), and recent concerns about
infrastructure capacity are influencing the makeup of the housing landscape. Analysts predict that
despite rising prices, the geography and climate of Central Oregon plus the flexibility associated
with technology -oriented jobs (which allow people to live and work from anywhere), will
continue to bring more people to Central Oregon.
Residential Home Prices
Home Prices
$1
2003 Central Oregon Area Profile, EDCO
Central Oregon Intergovernmental Council Page 13
Employer
County
# of Employees
s tii
Bright Wood Corporation
Desch, Jefferson
1,392
iSKY
Deschutes
850
uDO rt
utas
Mt. Bachelor, Inc.
Deschutes
800
Beaver Motor Coaches
Deschutes
575
Glean
Pozzi Window Com an
Deschutes
500
Wal Mart
Deschutes
450
Fred Me er
Deschutes
424
�:entral�Uregon- � ri � `
ute�
E3
American Pine Products
Crook
365
The Lancair Com an
Deschutes
325
,uahMEMEW
.
Kah-Nee-Tah
Jefferson
269
Bend Millwork Com an
Deschutes
232
Seaswid Boats
Jefferson
220
ource: Central Oregon Area Profile 2003, EDCO
1.4 Housing and Residential Construction
Central Oregon's rapid growth has been a boon for the real estate industry, but a slowing
economy, increasing housing prices (for land and construction), and recent concerns about
infrastructure capacity are influencing the makeup of the housing landscape. Analysts predict that
despite rising prices, the geography and climate of Central Oregon plus the flexibility associated
with technology -oriented jobs (which allow people to live and work from anywhere), will
continue to bring more people to Central Oregon.
Residential Home Prices
Home Prices
$1
2003 Central Oregon Area Profile, EDCO
Central Oregon Intergovernmental Council Page 13
Central Oregon Community Investment Strategy
Deschutes County continues to be the most expensive place in the region to purchase a new
house, primarily because of the City of Bend and the upscale communities of Sunriver and
Sisters. The average sales price for a residential house in Bend in 2002 was $225,866, up 13%
from two years ago. Redmond has an average sales price of $147,515, up 16% from 2000. Crook
County has an average price of $104,633. Jefferson County is the only location that has seen
average sales price drop, from $91,108 in 2000 to $90,818 in 2002.
_w ... W ..,......v ;£fro6 1
"1
Home Ownershi Rates 2000
Source: 2000 US Census
Rental Vacancy Rates, 2003 Average
Source: Central Oregon Rental Survey, Central Oregon Regional Housing Authority
Percent of Renters spending more than 30% of their Income on Housing
Percent 22% 30%
27%
291/0
Source: Central Oregon Rental Survey, Central Oregon Regional Housing Authority
Number of Building Permits Issues
19RM
2000 205 2,099
209
N/A
=0:Centerfor Population Research, 2000 Census
Residential housing construction, including single-family, multi family, and manufactured homes,
has fluctuated in volume over the past several years. Crook County experienced a substantial
increase in the number of building permits issued in 2000, after decreasing 13% in the previous
year. In both Jefferson and Deschutes counties, the increase in the number of building permits
issued was strong in 1998 (28% and 9%, respectively) but slowed considerably in 1999 and 2000.
Jefferson County had the second consecutive year of decreases in the number of building permits
issued in 2002.
Central Oregon Intergovernmental Council Page 14
Central Oregon Community Investment Strategy
1.5 Infrastructure — Water and Sewer
Rapid regional growth has impacted water and sewer infrastructures. Several jurisdictions are
working to improve water storage capacity, and to improve the capacity of existing wastewater
anu sewer
Provider
City of Bend Source: Bridge Creek (11.7 mgd.), Six groundwater wells (24.7 mgd.). 22
million qallons of resevoir storaqe capacity.
City of Redmond Source: Groundwater. Five wells (11.5 mgd.). Three resevoirs - 5 million
Terrebonne Water District Source: Groundwater. Three wells - 2,500 gallons per minute capacity. Two
resevoirs - 750.000 qallon capacity.
Deschutes Valley Water District - Service Source: Groundwater (Opal Springs)
area: Madras, Culver, Metolius
Confederated Tribes of W.S. Three supply and distribution systems. Source: Groundwater, Deschutes
River
Water rates for commercial and industrial users in Central Oregon are generally fairly low,
particularly compared to Portland.
The Department of Environmental Quality (DEQ) regulates approximately 19 municipal
wastewater sewage treatment plans in Central Oregon and sets limits on pollutants discharged in
the State of Oregon. With the exception of the City of Prineville and Ochoco West Sanitary
District, none of these plans discharge into streams or rivers. Wastewater systems in the Central
Oregon region cannot handle heavy metals or other users with high levels of suspended solids.
Central Oregon Intergovernmental Council Page 15
Central Oregon Community Investment Strategy
1.6 Infrastructure - Roads and Road Conditions
Looking at the major transportation corridors of the region, Central Oregon is served by five
highways: US Highways 20, 26, 97, and Oregon State Highways 126 and 27. The Oregon
Department of Transportation identifies three factors when determining the "health" or condition
of a maintained road. These factors are pavement condition, congestion, and safet}'.
Traffic congestion can be defined as the level at which transportation system performance is no
longer acceptable due to traffic interference. According to a 1996 Oregon Population Survey
prepared by the Oregon Department of Transportation, traffic congestion is perceived to be as
critical of a problem in Central Oregon as in the Portland area. Based on the way congestion is
measured, all highway segments that are either over capacity (congested) or at capacity (nearing
congestion) are found inside the cities of Bend, Madras, Prineville, and Sisters.
a
�$�Y'.
Perceri a � r�= ' nn . i nr► .� G era sr►� vuri#y� tats iiia
2002 14% 6.98% 54.45% 27.17%
0• � . o �
Source: Crook, Deschutes and Jefferson Counties, COOT
Traffic volumes are projected to continue to gradually increase throughout the region. At the
present rate of growth with no improvements, the existing congested areas will become worse
and the areas currently at capacity will become congested. Safety is projected to remain a
significant issue in the corridor. Improvements would most significantly reduce the number of
high accident locations.
1.7 Infrastructure - Solid Waste
There are three landfills and six transfer stations used for the disposal of solid waste in Central
Oregon. The Crook County Landfill permit will expire in 2007 and it serves all of Jefferson and
Crook County residents. The Knott Pit Landfill, serving Deschutes County, is projected to
remain open until 2029. The remaining. landfill in Central Oregon is on the Warm Springs
Reservation, and they are in the process of developing a new landfill site along with establishing
three sites with bins for solid waste and various recycled materials. All jurisdictions with
hauling services contract privately. Hauling services, with the option to self -haul, are provided
' Source: Interim Corridor Strategy for the Sisters to Ontario Corridor, ODOT. November, 1997.
Central Oregon Intergovernmental Council Page 16
Central Oregon Community Investment Strategy
A recycling program is required by the State for cities with populations over 4,000. In Central
Oregon the cities of Bend, Redmond, Sisters and Prineville offer curbside recycling, whereas
other populated areas offer recycling at unmanned recycling depots or at transfer stations located
in or near their community.
1.8 Infrastructure - Electricity
At an average rate of $0.045-$0.05 per kilowatt hour (kWh), Pacific Power, Midstate Electric
Co -Op, and Central Electric Co -Op provide Central Oregon with low utility rates compared to
larger jurisdictions or cities. In the future there are no foreseeable issues with providing power to
properly zoned Central Oregonians.
1.9 Infrastructure - Natural Gas
Natural gas is widely available throughout the region and is supplied by Cascade Natural Gas
Corporation. Rates are based on therms, which equal 100,000 BTUs, or 100 cubic feet. Rates
are as follows:
Commercial:
$0.75998 per therm
Industrial:
$0.72047 per therms
1.10 Infrastructure - Telecommunications
Central Oregon's telecommunications network has improved dramatically over the past three
years due to improvements to Qwest's network, and increasing numbers of facility based
telecommunications providers now serving the region. Following is a summary of
improvements that to Central Oregon's network since 2000:
Cascade Fiber Optic Ring: Construction of the "Cascade Fiber Optic Ring" was completed in
late November 2002, providing a second Qwest fiber. optic route into and out of the region.
With voice and data traffic in the area moved onto the self healing Cascade Fiber Optic Ring,
Central Oregon's top phone and internet need has been met. Prior to the completion of the
Cascade Fiber Ring, Central Oregon communities were connected to the rest of the world
through one fiber optic line. That line runs from Portland through Madras, Redmond, Bend and
La Pine — and previously ended near Gilchrist. Qwest extended the line south, then crossed
Highway 58 (Willamette Pass) to connect to Qwest fiber that links Oakridge to Eugene and back
up to Portland. The Cascade Ring uses Synchronous Optical Network (SONET) technology,
which allows all communications to be seamlessly re-routed in the event of a fiber optic cut or
disruption.
Alternate Fiber Providers: Prior to 2000, Qwest provided the only accessible fiber optic route
linking Central Oregon to other parts of the state. Communications customers and competitive
providers relied on Qwest for nearly all connectivity to the Willamette Valley, Internet, and the
rest of the world and were subject to Qwest tariffed rates. With the emergence of Quantum
Communications as a local partner of the Northwest Open Access Network, Central Oregon now
1 Source: Economic Development for Central Oregon
Central Oregon Intergovernmental Council Page 17
Central Oregon Community Investment Strategy
has a second fiber optic based telecommunications provider, resulting in diverse routing and
competitive pricing for services.
Broadband Cable, DSL: Qwest has deployed DSL services within 15 Central Oregon
communities. Qwest competitors also provide DSL services within the region in nearly all
communities. Crestview Cable and Bend Broadband serve most communities, and continue to
expand and improve their networks. Pricing fo r broadband services within Central Oregon is
comparable to other areas of the state.
1.11 Transportation — Public Transportation
With the rapid growth of the region has come increasing traffic for passenger, freight and airport
systems. Significant time and resources are now being spent trying to alleviate or manage this
traffic. In addition to the obvious correlation that more people generally means more cars,
Central Oregon is finding that people are also spending more time in their cars. Alternative
transportation is not widely available.
Intercity passenger transportation is available from a number of private providers including:
CAC, Greyhound, Porter Stage Lines, Valley Retriever, and People Mover. Currently, one or
more of these transportation services make stops in every jurisdiction, with the exception of
Culver and Metolius. There also exists a network of special transportation providers that serve
specific populations, mostly the elderly and disabled. In most cases, the general public does not
have access to these special transportation services. Volunteer services are able to meet some of
the needs not met by paratransit and intercity providers. Examples of special transport providers
are Dial -A -Ride, Opportunity Foundation, and Community Partnership Team. In addition to
current intercity transit services a new Thruway Motorcoach project will connect Central
Oregonians with existing Amtrak stations.
Public transportation is of growing importance to the region because of population growth and
the aging of the population. Slightly less than one-fifth of the population in Central Oregon is 60
years or more, with the highest percentage in Deschutes County. Public mass transit is currently
driven by local choice. However, the City of Bend has become a designated Metropolitan
Statistical Area (MSA), mandating evaluation and possible expansion of the current demand -
response program. Bend's Dial A -Ride program provides rides to the general public as well as
senior and disabled community members. The City of Bend expanded Diala-Ride in January of
2002, opening the existing service to the general public. The first year of general public service,
DialA-Ride transported 88,738 passengers.
1.12 Transportation - Air
Central Oregon has four general aviation airports. These are located in Bend, Madras, Prineville,
and Sunriver. In addition the Sisters Eagle Air Airport is privately owned but open for public
Central Oregon Intergovernmental Council Page 18
Central Oregon Community Investment Strategy
use. The Roberts Field- Redmond Municipal Airport remains the only commercial airport with
regularly scheduled passenger service in Central Oregon. By air, Portland is 40 minutes away,
Seattle only 90 minutes away and daily flights to San Francisco are available. Connecting flights
to all major destinations are available through Portland and Seattle.
Table 16:
Source: Redmond Municipal Airport, 2003
1.13 Transportation - Freight
Highway 97 serves as the major truck route throughout the region and an interstate alternative
for many truck drivers. There are a number of local and regional trucking companies as well as
transport brokers that serve the region. Capabilities include local and long distance hauling for
flatbed service dry bulk, liquid bulk, and general commodities. There are also several carriers
that specialize in Less Than Load (LTL) service. Some of this capability is the result of the
traditional economy of the region, primary wood products, which is a fairly transportation
intensive industry.
1.14 Transportation - Rail
Burlington Northern Santa Fe (BNSF), Union Pacific, and the City of Prineville Railway provide
direct rail connections for shipping to any market in the United States, Canada or Mexico.
Connections are found in Bend, Redmond and Prineville Junction, which is east of Prineville.
1.15 Transportation - Ports
Central Oregon businesses have access to regional ports and international markets along the
Pacific Coast. Primarily, the Port of Portland serves the area.
SECTION 2. Human Resources
2.1 Poverty
An estimated 16,610 persons in Central Oregon lived in poverty in 2000. Of those persons living
in poverty, approximately 6,148, or 37%, were children under the age of eighteen. The
percentage of children under the age of 18 in poverty declined from 1989 to 1995, but has
increased since 1995 in all three counties. The percent of persons in poverty is lower in
Deschutes County than the statewide average while Crook County is slightly above the state
average. Jefferson County has a substantially higher poverty rate than the State and the other
two counties in the Central Oregon region.
Central Oregon Intergovernmental Council Page 19
Central Oregon Community Investment Strategy
2.2 Health Care
For a community its size, Central Oregon is fortunate to have a very high quality of medical care.
Anchored by the presence of St Charles Medical Center (which through its partnership with Air
Life serves many of the critical care needs of the entire Eastern part of the state), Bend Memorial
Clinic and Central Oregon Community Hospital in Redmond, there exists in the region a "critical
mass" of health care professionals. Additional major medical facilities include East Cascades
Women's Group and Central Oregon Pediatrics in Bend, Kingwood Medical Clinic and
Mountain Medical Associates in Redmond, Pioneer Memorial Hospital in Prineville, and
Mountain View District Hospital in Madras. In addition, each of the three counties have local
public health departments which provide a wide range of preventive and educational services.
Health services are also offered through the Department of Human Services and Indian Health
Services at the Confederated Tribes of Warm Springs. La Pine has the federal designation of
being a Medically Underserved Area. This designation includes south Deschutes, north Klamath
and north Lake counties and is thought to cover a permanent service area population of
approximately 25,000.
For many, the primary issue around health care is affordability. Many of the region's jobs do not
come with health benefits or require substantial out-of-pocket costs. Survey data from the
Central Oregon Population Survey (1998-99) sponsored by the Oregon Progress Board indicates
that between 10 and 13% of Central Oregonians are not covered by a health insurance Strategy.
For some, the issue is lack of access to health care due to transportation barriers. Many
residents, particularly those who are elderly or have a disability, are unable to make or keep
appointments.
Central Oregon Intergovernmental Council Page 20
1989
1,466
7,723
2,271
353,222
1995
1,934
10,508
2,819
399,899
1998
2,370
12,526
2,897
400,952
Percent of Population in Poverty
1995
11.5%
10.6%
17.3%
12.5%
1998
13.3%
11.2%
17.2%
12.1%
Children Under 18 in Poverty
1995
632
3 527
1,087
134,378
1998
825
4,429
1,158
141,997
Percent of Children Under 18 in Povert
1995
14.0%
13.9%
21.8%
16.4%
1998
17.5%
15.6%
23.7%
16.9%
overty Statistics Source: 2000 US Census
2.2 Health Care
For a community its size, Central Oregon is fortunate to have a very high quality of medical care.
Anchored by the presence of St Charles Medical Center (which through its partnership with Air
Life serves many of the critical care needs of the entire Eastern part of the state), Bend Memorial
Clinic and Central Oregon Community Hospital in Redmond, there exists in the region a "critical
mass" of health care professionals. Additional major medical facilities include East Cascades
Women's Group and Central Oregon Pediatrics in Bend, Kingwood Medical Clinic and
Mountain Medical Associates in Redmond, Pioneer Memorial Hospital in Prineville, and
Mountain View District Hospital in Madras. In addition, each of the three counties have local
public health departments which provide a wide range of preventive and educational services.
Health services are also offered through the Department of Human Services and Indian Health
Services at the Confederated Tribes of Warm Springs. La Pine has the federal designation of
being a Medically Underserved Area. This designation includes south Deschutes, north Klamath
and north Lake counties and is thought to cover a permanent service area population of
approximately 25,000.
For many, the primary issue around health care is affordability. Many of the region's jobs do not
come with health benefits or require substantial out-of-pocket costs. Survey data from the
Central Oregon Population Survey (1998-99) sponsored by the Oregon Progress Board indicates
that between 10 and 13% of Central Oregonians are not covered by a health insurance Strategy.
For some, the issue is lack of access to health care due to transportation barriers. Many
residents, particularly those who are elderly or have a disability, are unable to make or keep
appointments.
Central Oregon Intergovernmental Council Page 20
Central Oregon Community Investment Strategy
Looking at particular statistics that relate to health, regional rates for teen pregnancy have
dropped dramatically since 1996. Most significantly, Jefferson County's rate dropped from 32.9
per 1,000 females age 10-17 in 1998 to 15.9 in 2002. Crook and Deschutes are below the state
teen pregnancy 3 -year average of 12.5 per 1,000 females. In regard to children abused or
neglected, only Deschutes County is below the state 3 -year average.
Health trends identified in the Confederated Tribes of Warm Springs' Comprehensive Strategy
include the increasing prevalence of diabetes among all age groups, increasing population
growth, an increasing number of individuals choosing substance -free lifestyles, an increase in the
local availability of health service providers on the reservation, and an increase in the prevalence
of tooth decay in children. Decreasing trends identified by the Tribes include lower levels of
tribal fiscal appropriations, an unhealthy dependence on social services, decreasing infant
mortality rates, decreasing numbers of fetal alcohol syndrome births, decreasing birth rates, and
fewer out -of -home placements for children.
2.3 Education
Central Oregon's education system has seen improvement since 2000, from the opening of
Central Oregon Community College's Applied Technology Center in Redmond in the fall of
2000, to the establishment of a branch campus of Oregon State University during the same time,
which provides opportunity to acquire four-year and graduate degrees locally. Most impressive
has been the emphasis on partnering between business, education, and public and private
agencies in meeting work force training needs. However, population growth will continue to
present a challenge for Central Oregon communities as they strive to increase and diversify the
available job opportunities in the region.
Central Oregon Intergovernmental Council Page 21
s.
Teen Pregnancy Rates per 1,000 Females (aged 10 to 17)
1998 17.1
14.5
32.9
2002 7.8
8.8
15.9 12.5 (3 year avg.)
Children Abused or Neglected er 1 000 Persons under 18
;ggOEM
1998 9.8
10.9
17.2
2002 12.6
9.4
N/A 10.5 (3 year avg.)
ource: 2003 County Data Book, Oregon Progress Board
Health trends identified in the Confederated Tribes of Warm Springs' Comprehensive Strategy
include the increasing prevalence of diabetes among all age groups, increasing population
growth, an increasing number of individuals choosing substance -free lifestyles, an increase in the
local availability of health service providers on the reservation, and an increase in the prevalence
of tooth decay in children. Decreasing trends identified by the Tribes include lower levels of
tribal fiscal appropriations, an unhealthy dependence on social services, decreasing infant
mortality rates, decreasing numbers of fetal alcohol syndrome births, decreasing birth rates, and
fewer out -of -home placements for children.
2.3 Education
Central Oregon's education system has seen improvement since 2000, from the opening of
Central Oregon Community College's Applied Technology Center in Redmond in the fall of
2000, to the establishment of a branch campus of Oregon State University during the same time,
which provides opportunity to acquire four-year and graduate degrees locally. Most impressive
has been the emphasis on partnering between business, education, and public and private
agencies in meeting work force training needs. However, population growth will continue to
present a challenge for Central Oregon communities as they strive to increase and diversify the
available job opportunities in the region.
Central Oregon Intergovernmental Council Page 21
Central Oregon Community Investment Strategy
Central Oregon Community College provides a wide variety of services to students and
businesses throughout Central Oregon including courses, certificates and degrees in professional
technical programs leading to family -wage job opportunities, as well as the university transfer
program that provides the complete first two years of a bachelor's degree. In addition, COCC
serves area residents with Adult Basic Education and GED certification; courses specifically
designed for area business and their employees; and community education opportunities in topics
ranging from computer basics to modern dance to educational travel. The college has a main
campus in Bend and an expanding North Campus in Redmond, which is the home of the
Manufacturing and Applied Technology Center. In addition, College Centers provide
opportunities for students residing within other communities to register for most COCC classes
and take part in the College's Open Campus program that brings a series of televised credit
classes to the Centers from the main campus. Overall, COCC serves more than 17,000 area
residents each year.
Oregon State University established a branch campus in partnership with Central Oregon
Community College and seven collaborating higher education institutions, providing the first 4 -
year education institution to locate in Central Oregon. The OSU Cascades Campus offers a wide
range of options to pursue a certificate, undergraduate degree, or advanced degree.
Interdisciplinary programs in liberal arts, business, education, engineering, and the sciences will
be available on-site, or students can study via the Web, video, interactive TV, or through
independent study. The Cascades Campus is currently located on the COCC campus, but funding
has been secured to build a new higher education building in Central Oregon.
Central Oregon Intergovernmental Council Page 22
Central Oregon Community Investment Strategy
are served by Crook County School District. There are ten private schools in the Central Oregon
region.
2.4 Quality of Life
Maintaining a healthy and sustainable quality of life is an important concern to businesses and
residents of Central Oregon. A reasonable cost of living, personal security, a healthy physical
environment, and recreational/cultural/historical amenities are a few of the key concerns when
considering what defines quality of life in our region.
The overall cost of living in Central Oregon is less or equal to other popular relocation areas.
Cost of living data is only available for Bend and Redmond — see Table 15. Other Central
Oregon communities have lower costs of living due to lower housing costs.
Table 21: Cost of Living Bend Redmond Eugene Portland
100= US average
Source: www.homefair.com
A sense of physical security affects both people and businesses. The following table shows
overall reported crimes per 1,000 persons. Total crimes are a sum of crimes against property,
persons, and behavioral crimes. As a region the numbers indicate crime rates are declining from
previous years. In addition, Deschutes and Jefferson County crime rates were lower than the
statewiae average in /-uu/-.
Central Oregon is alive with arts and cultural events. Highlights include the Cascade Festival of
Music, the Central Oregon Symphony, the High Desert Museum, the Museum at Warm Springs
and several community theater groups. The Central Oregon Arts Association, one of thirteen
registered art associations in the state, recently organized a "Central Oregon Arts Resource
Guide" which lists hundreds of festivals, businesses, museums, artists, and organizations
involved with arts and culture in Central Oregon. The fact that Central Oregon is also a popular
tourist destination helps to support a higher level of cultural activity as well as restaurants and
shopping opportunities, which benefit local residents and visitors alike.
Recreation is a key attraction throughout Central Oregon. Outdoor recreation includes: cross
country and downhill skiing, mountaineering, golfing, countless mountain bike and hiking trails,
fishing, boating, water-skiing, as well as world class rock climbing. Federal and State agencies
manage over half of the region's land. These areas include: Deschutes and Ochoco National
Forest, Crooked River National Grassland, Mt. Jefferson Wilderness, Mount Washington
Wilderness, Three Sisters Wilderness, Newberry Crater State Park, Mill Creek Wilderness,
Tumalo State Park, and Smith Rock State Park, all of which include scenic and historic points of
interest.
Central Oregon Intergovernmental Council Page 23
Crimes
er 1,000 0 3.
Crook
Deschutes
Jefferson Ore ion
1998
146.3
127.3
144
2002
129.4
120.7
107.4 126.9 3 ear av .
........,
coona
_.
M ...>
Central Oregon is alive with arts and cultural events. Highlights include the Cascade Festival of
Music, the Central Oregon Symphony, the High Desert Museum, the Museum at Warm Springs
and several community theater groups. The Central Oregon Arts Association, one of thirteen
registered art associations in the state, recently organized a "Central Oregon Arts Resource
Guide" which lists hundreds of festivals, businesses, museums, artists, and organizations
involved with arts and culture in Central Oregon. The fact that Central Oregon is also a popular
tourist destination helps to support a higher level of cultural activity as well as restaurants and
shopping opportunities, which benefit local residents and visitors alike.
Recreation is a key attraction throughout Central Oregon. Outdoor recreation includes: cross
country and downhill skiing, mountaineering, golfing, countless mountain bike and hiking trails,
fishing, boating, water-skiing, as well as world class rock climbing. Federal and State agencies
manage over half of the region's land. These areas include: Deschutes and Ochoco National
Forest, Crooked River National Grassland, Mt. Jefferson Wilderness, Mount Washington
Wilderness, Three Sisters Wilderness, Newberry Crater State Park, Mill Creek Wilderness,
Tumalo State Park, and Smith Rock State Park, all of which include scenic and historic points of
interest.
Central Oregon Intergovernmental Council Page 23
Central Oregon Community Investment Strategy
SECTION 3. Natural Resources
Key indicators of a healthy, productive, economically inviting region depend on the current and
future condition of Central Oregon's air, water, forests, grasslands, agricultural lands, and
biodiversity. Biodiversity is defined as the variety of plants and animals found within the region.
Overall, there is a tremendous amount of research and planning activity on local, state and
federal levels regarding environmental and natural resource issues. In order to protect and
maintain the health of the environment, community and economic developers in Central Oregon
should include natural resource managers, including private land holders, when making
development decisions. This section highlights the current situation of each indicator, and
begins to address current concerns as well.
Central Oregon lies in the geographic center of the state. Topographical and climatic features
vary from high desert valley to rugged mountain peaks. Annual precipitation ranges from five to
six inches in the lower elevations to as much as eighty inches on the west side of the Cascade
Range. The soils are primarily of volcanic origin. Over 2.7 million acres of private, state, and
federal lands within the Central Oregon region are considered forest land. This comprises 55%
of the total land within the region. The primary types of cover include: ponderosa pine, western
juniper, douglas fir, lodgepole pine, and true fir. The region has three river drainages: the
Crooked, the Deschutes, and the Metolius, which are encompassed within the Upper and Middle
Deschutes river basin. The region consists of 7.787 sauare miles (4.983.680 acres).
Land
USFS Land as a % of Total
3.1 Air Quality
Both federal and state government establish air quality standards for various pollutants, and may
impose strict and costly control measures for communities that exceed the standards. Because of
successful air pollution prevention programs and public support of them, 100 percent of
Oregonians currently live where the air meets national health standards. That's a dramatic
change from 1980 when only 30 percent of Oregonians lived in clean air areas. However,
population and economic growth present constant challenges to maintaining healthy air in the
state. The air pollutants of greatest concern in Oregon ares:
• ground -level ozone, commonly known as smog
• carbon monoxide (mostly from motor vehicles)
• fine particulate matter (mostly from wood smoke and dust)
• Toxic Air Pollutants
1 Source: Oregon Department of Environmental Quality, website. http://www.deq.state.or.us/aq/aq.htm
Central Oregon Intergovernmental Council Page 24
Central Oregon Community Investment Strategy
Central Oregon is experiencing the same victories and challenges as the rest of the state.
Specific areas of concern are: mobile and fixed sources of pollution, agricultural and slash
burning, winter wood smoke, and development projects. Increased auto and truck traffic in
Central Oregon also contribute to pollution. Wood stove emissions and dust emissions from
roadways are the largest source of particulate air pollution in Central Oregon. Industrial point
sources are also identified as producing air pollutants at a fixed or portable source in a large
operation such as a sawmill or gravel pit. Both carbon monoxide and particulate matter monitors
were set
uD in tsena.
Activities such as wood smoke from fireplaces and cindering the roadways impacts air quality in
the more densely populated regions of Central Oregon. It's a common myth that industry is the
major contributor to air pollution, but the truth is smoke from fireplaces and woodstoves is one
of the largest threats to healthful air in Oregon. Wood smoke is a serious problem in many
Oregon communities. Woodstove smoke contains tiny particles that can become trapped in your
lungs. These small particles (less than ten microns) are referred to as "PM10" pollution. In
addition, cinders from sanding icy roads contribute to PM10 concerns. In Redmond and Bend
the City Public Works and the Department of Transportation are working hard to limit the
amount of cinders placed on roads as well as to promptly sweep them up after use. In less
densely populated areas, particulates from unpaved roads contribute to PM 10 concerns.
The DEQ monitors daily PM10 particulate levels in Bend. The arithmetic mean average for
particulate levels in 1998 was 22.8, 1999 was 25.5, 2000 was 27.4, and 2002 was 21.5. The
general trend has been one of improvement over the past ten years — the average in 1993 was
36.12.
Another activity that occurs in more densely populated areas of Central Oregon is new housing
or industrial developments. When they begin, there is a decrease in air quality at or near the site.
Grading and burning are two of the main causes of residential complaints from these projects3.
3.2 Water Quality and Quantity
The Department of Environmental Quality (DEQ) is the state agency responsible for protecting
Oregon's public water for a wide range of uses. DEQ sets water quality standards to protect
"beneficial uses" including domestic, municipal, irrigation, power development, industrial,
2 Source: Oregon Department of Environmental Quality 1999-2000 Air Quality Annual Report
3 Source: Oregon Department of Environmental Quality, interview. Peter Brewer, Bend.
Central Oregon Intergovernmental Council Page 25
Central Oregon Community Investment Strategy
mining, recreation, wildlife, and fish life uses and pollution abatement. DEQ monitors water
quality with regular sampling of more than 50 rivers and streams in the 18 designated river
basins found in Oregon. There are 5 designated sub -basins in the region. Primary areas of
concern for Central Oregon are riparian restoration, flow of streams and rivers, noxious weed
removal, and water temperature. In addition, water management to minimize nutrients and
ensure they are under the maximum loads as determined by DEQ is important in this region.
DEQ is required by the federal Clean Water Act to maintain a list of stream segments that do not
meet water quality standards. This list is called the 303(d) List because of the section of the
Clean Water Act that makes the requirement. The U.S. Environmental Protection Agency has
approved DEQ's 2000 list. The list for the entire Deschutes Basin is extensive and can be
viewed at: http://deq.state.or.us/
In regard to water quality, one evaluative factor used by the DEQ has been charting aggregate
trends related to overall water quality. The DEQ monitors 133 river and stream sites in Oregon,
and publishes a ranking of monitored sites within the Water Quality Assessment Report.
Following is a tab
le of Deschutes Basin monitoring sites, with their overall designation:
3.3 National Forests and Grasslands
There are two National Forests and one National Grassland in Central Oregon. The Deschutes
National Forest lies mostly in Deschutes County but extends into Jefferson, Klamath and Lake
counties as well. Within the Forest boundary there are over 1.85 million acres, of which 1.6
million acres are National Forest lands. The Ochoco National Forest lies in Crook and Harney
counties and contains 845,498 acres of land. In addition, the Ochoco National Forest administers
the Crooked River National Grasslands, located in Jefferson County. The 173,629 acre Crooked
River National Grasslands is comprised of 111,379 acres administered by the Ochoco National
Forest with the remainder being owned by the Bureau of Land Management, the State of Oregon,
Jefferson County, or by private partiesl.
Demands on the forest include recreation, timber, fuel wood, forage, and wildlife, such as mule
deer for hunting. These demands as well as issues such as bug kill, fuels reduction, and urban
interface, or fire protection and forest management on boundaries between public and private
lands, are setting the direction of forest management practices in Central Oregon.
I Source: Land and Resource Management Strategy, Deschutes National Forest. 1990
Central Oregon Intergovernmental Council Page 26
Monitorin Site
Rankin
Trend
Little Deschutes R. at H 42
Excellent
Insufficient Data
Deschutes R. at Sunriver
Excellent
Increase in Quali
Deschutes R. at Warm Springs
Good
No Change
�
f`h
Crooked R. at Conant Basin Rd.
Poor
Increase in Quality
ource: 2000 Water Quality Assessment, DEQ
3.3 National Forests and Grasslands
There are two National Forests and one National Grassland in Central Oregon. The Deschutes
National Forest lies mostly in Deschutes County but extends into Jefferson, Klamath and Lake
counties as well. Within the Forest boundary there are over 1.85 million acres, of which 1.6
million acres are National Forest lands. The Ochoco National Forest lies in Crook and Harney
counties and contains 845,498 acres of land. In addition, the Ochoco National Forest administers
the Crooked River National Grasslands, located in Jefferson County. The 173,629 acre Crooked
River National Grasslands is comprised of 111,379 acres administered by the Ochoco National
Forest with the remainder being owned by the Bureau of Land Management, the State of Oregon,
Jefferson County, or by private partiesl.
Demands on the forest include recreation, timber, fuel wood, forage, and wildlife, such as mule
deer for hunting. These demands as well as issues such as bug kill, fuels reduction, and urban
interface, or fire protection and forest management on boundaries between public and private
lands, are setting the direction of forest management practices in Central Oregon.
I Source: Land and Resource Management Strategy, Deschutes National Forest. 1990
Central Oregon Intergovernmental Council Page 26
Central Oregon Community Investment Strategy
Ochoco National Forest Deschutes National Forest
2002 1,582.5 2,484.7
ource: US Census of Agriculture
In addition to the public lands managed by the National Forest Service (NFS), the Prineville
District of the Bureau of Land Management controls oyer 1.65 million acres of public lands.
These lands are scattered throughout north central Oregon, south from The Dalles to the high
desert, west to Sisters, and east to the Grant/Harney County line. The Crooked, Deschutes, White
and John Day Rivers make up over 385 miles of wild and scenic river in the District. Currently
the BLM is updating the Brothers/La Pine Regional Management Strategy, that was last
published in 1989. Covered in this Strategy are demands and trends relating to land tenure,
forestlands and woodlands, recreation, wild horses, grazing, riparian and fish habitat, energy, and
minerals.
3.4 Wildfire Risk
Wildfire risk remains a critical issue within Central Oregon, as major fires in 2002 and 2003
burned through nearby forests and destroyed homes. Beginning in the late 1980s and early
1990s, a combination of wildfire fuel accumulation, droughts, and expanding rural development
caused wildfires in Central Oregon to strike more often and with more destructive power than in
decades past. In 2000, officials at the Central Oregon Intergovernmental Council (COIC)
decided that Central Oregon's forest sector industries, which had been shrinking for more than a
decade, should be harnessed to remove small diameter wildfire fuels, restore forests, and retain
valuable jobs for the region's rural, resource -dependent communities. In August of 2001, COIC
received a National Fire Plan grant to develop a strategy for increasing wildfire fuel removals
and utilization in Central Oregon. Beyond simply addressing these issues on a technical basis,
the COIC grant application committed the organization to work with a broad coalition of Central
Oregon stakeholders in order to develop local capacity to implement the strategy.
Central Oregon Partnerships for Wildfire Risk Reduction (COPWRR) is a stakeholder
collaborative aimed at reducing wildfire risk, enhancing ecosystem health, and providing
community jobs and income in Central Oregon. COPWRR, founded in November, 2001, is
guided by a stakeholder Advisory Council and is staffed by the Central Oregon
Intergovernmental Council. The first product of the COPWRR project was the COPWRR
Strategy Framework (Dec. 2002), which outlines 64 recommendations for achieving project
objectives.
Central Oregon Intergovernmental Council Page 27
Central Oregon Community Investment Strategy
Table 27- Wildfire Risk
Wildland-Urban Interface - Number of Acres
t iiftcME
d
ODF-defined area to be ected
rot
200,416
4 %
4. 5
Total
872,068
Ownership in the Wildland-Urban Interface & 1.5 Mile Buffer
Acres
Percent
p '
a
Bureau of Land Mana ement
132 066
15.10%
n ruab'
State Lands
1,555
<1%
c•
suhtntal• All Puhlic Lands
365,341
41.90%
Unknown
458
<1%
Source: COPWWR Strategy Framework 2002
3.5 Agricultural Lands
Approximately 1.8 million acres of Central Oregon's land is utilized for farms. This comprises
37% of the total acreage within the three -county area. About 70% of the farm acreage in the
region is irrigated land. There are 2,155 farms in Crook, Deschutes and Jefferson Counties.
Most of these farms (60%) are small farms of 49 acres or less. The total market value of
agricultural products sold in Central Oregon in 1997 was $96 million. The agricultural industry
provides a significant number of jobs, supports a variety of businesses and maintains open space
in the Central Oregon region. Agricultural land also provides wildlife habitat and food.
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3.6 Biodiversity
The last environmental indicator of a healthy and prospering community reviewed here is
biodiversity. There are numerous public and private organizations working on researching and
maintaining biodiversity in Central Oregon. Two major projects are described here.
The first project is the Oregon Wildlife Diversity Strategy, designed to conserve the diversity of
fish and wildlife species in the state. The Strategy is a blueprint for addressing the needs of
Oregon's native fishes, amphibians, reptiles, bird and mammals, and contains information on all
species and habitats in the state. The Strategy was first adopted in 1986, and was updated in
November 1993 and again in January 1999. This Strategy sets forth the goals, objectives,
strategies, sub -strategies, and program priorities for the Oregon Department of Fish and
Wildlife's Wildlife Diversity (formerly Nongame) Program.
In addition to being a policy document to guide the actions of the Oregon Department of Fish
and Wildlife, the Oregon Wildlife Diversity Strategy' is also a reference document containing:
• biological information on all fish and wildlife species in the state
• habitat information, organized by Oregon's 10 physiographic provinces
• summaries of state and federal laws and programs affecting fish and wildlife and their habitats
• lists of endangered, threatened and sensitive species
• the official Oregon list of Neotropical Migratory Birds
The second project is the Oregon Biodiversity Project, whichexamined biodiversity
conservation needs at a statewide scale. The Oregon Biodiversity Project was a true
collaboration. More than 50 cooperators contributed funding, personnel time, facilities,
equipment, and other resources to the project. Contributors include: Chevron Corporation,
Environmental Protection Agency, National Fish and Wildlife Foundation, Oregon Department
of Fish and Wildlife, The Nature Conservancy of Oregon, and U.S. Fish and Wildlife Service.
Natural resource policy in Oregon has been driven by single -species management issues in
recent years. First it was the spotted owl, then the marbled murrelet, followed by salmon and
steelhead, and more recently, bull trout. All are emblematic of broader problems that jeopardize
the health of our natural systems and the human communities that depend on them.
The best way to avoid future endangered species listings is to address conservation needs before
they reach the crisis stage — while populations still retain some of their natural resiliency, and
land managers still have some flexibility in responding to habitat conservation needs. Local
government should play a key role in the development of management plans for current and
future endangered or threatened species. Without local government involvement in the process,
local issues and concerns cannot be adequately addressed.
Three vegetation types in Central Oregon stand out as conservation priorities based on an
assessment of historic changes and current management status. Ponderosa pine woodlands have
declined by at least two-thirds, according to a comparison of current and historic vegetation
maps. Few unharvested areas of old growth remain. Decades of timber harvest, livestock
grazing, and fire suppression have caused a shift in many areas from ponderosa pine forests and
1 Source: Oregon Department of Fish and Wildlife, website.: www.dfw.state.or.us
2 Source: Defenders of Wildlife. 1998.
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Central Oregon Community Investment Strategy
woodlands to mixed conifer forests made up of denser stands of smaller trees, more vulnerable to
attack by insects and disease. Loss of mature and old growth forests has led to declines among a
number of species dependent on these habitats, including small forest carnivores, and more than
20 species of birds.
Most of the ecoregion's at -risk species are associated with wetland and riparian habitats. They
include the gray wolf, lynx, wolverine and several water bird species. Dams, diversion
structures, and reduction of streamside vegetation have degraded streams with impacts to fish
and aquatic invertebrates. Several at -risk plants occur throughout the ecoregion, from low -
elevation riparian areas to alpine habitats.
Summary
The economic and physical, human and natural resources identified in Part One of the
Community Investment Strategy are the foundation for the formulation of the long-term
priorities and short-term projects identified by the Community Investment Board in Part Two
and Part Three of the Strategy.
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Central Oregon Community Investment Strategy
PART TWO - LONG-TERM IMPLEMENTATION STRATEGY
The Central Oregon Community Investment Strategy is the result of a comprehensive regional
planning process for identifying and addressing critical regional and community issues. The
intent of this planning process is to build collaboration between government and non-profit
organizations that address economic and community development issues in Central Oregon by
integrating each entity's unique planning process into a single regional Strategy. The Strategy
addresses the interrelated issues of economic and community development, workforce
development, transportation, housing and the environment. This Strategy is intended to support,
not replace, local planning efforts.
The Central Oregon Community Investment Strategy officially integrates the Regional
Investment Strategy and Rural Investment Strategy required by the Oregon Economic and
Community Development Department and the Comprehensive Economic Development Strategy
required by the Economic Development Administration.
The Community Investment Strategy is a work in progress. Many of the issue areas identified in
the Strategy have not yet been fully developed with specific long-term priorities due to
constraints of time and funding. The Central Oregon Intergovernmental Council is working on
the ongoing regional planning process with a steering committee representing the Central Oregon
Community Investment Board, housing, environment, workforce, the Community Solutions
Team, economic development, transportation, the Central Oregon Partnership, cities, counties
and the Confederated Tribes of Warm Springs. The steering committee has focused on setting
benchmarks and indicators as a tool to evaluate community investments and to aid in setting
direction for future planning processes.
The long-term priorities identified in the Community Investment Strategy have been formulated
through inclusion and adoption of .the priorities of existing regional organizations. These
priorities were adopted in order to reduce duplication in planning efforts and encourage
collaboration and resource sharing. The Community Investment Strategy incorporates the
priorities identified in the following regional plans:
• The Local Unified Workforce Strategy for Region 10 Workforce Investment Board (2000-2005)
• The Central Oregon Telecommunications Task Force Regional Strategic Strategy (2000)
• The Central Oregon Community Action Agency Network's Five Year Goals & Objectives for Addressing
Homelessness (2001-2003)
• The Central Oregon Partnership Phase I Strategic Strategy (2001)
• Restoring Oregon's Deschutes River: Developing Partnerships and Economic Incentives to Improve Water
Quality and Instream Flows (1995)
• Crook County Comprehensive Strategy for Children and Families, Vision 2010.
• Deschutes County Community Strategy, Our Vision 2010.
• A Comprehensive Strategy for Jefferson County's Children and Families Phase II.
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Additionally, focus groups were convened in 1999 to develop priorities in the following issue
areas which were not adequately addressed in existing regional plans: infrastructure,
transportation, public facilities and parks, emergency services, and economic development. City
managers, county administrators, tribal representatives, economic development professionals,
mayors and planners attended these meetings and provided invaluable input on regional priorities
in these issue areas. The priorities identified in these sessions were updated using the responses
from the 2002 Needs and Issues survey conducted by the Central Oregon Intergovernmental
Council in 2001. Also in response to the 2002 Needs and Issues survey, a new issue area was
addressed relating to "Housing" as an economic resource and the previous "Affordable Housing
and Poverty" issue area was split into "Social Services" and "Poverty".
The long-term priorities identified in Sections 1 through 3 below will be utilized by the
Community Investment Board to distribute grant funding in the Central Oregon region.
Additional information on the Community Investment Board's funding process is found in Part
Five of the Community Investment Strategy. The long-term priorities identified here will also
drive strategic decision-making by the Central Oregon Intergovernmental Council, which serves
as the Economic Development District for the region.
Section 1. Economic and Physical Resource Priorities
1.1. Business Development. To assist Central Oregon communities to achieve business
development throughout the region.
• Assist start-up businesses and existing businesses in Central Oregon through the expansion of
current business assistance programs and the support of new and innovative business
assistance initiatives such as business incubators, regional marketing efforts, and the
development of a more effective business capital system.
• Assist communities to attract and recruit businesses that create primary jobs in the Central
Oregon region through the support of cooperative marketing and public-private collaboration
to enhance economic development opportunities.
• Support the development of industrial parks and the protection of prime industrial land in the
region through regional strategic planning, the development of industrial park master plans,
the funding of infrastructure in pubic and private industrial parks, and the pursuit of the
transfer of state and federal land to local use and local control.
• Support public and private investments that lead to downtown capital enhancements such as
enhanced pedestrian facilities, additional landscaping, parking improvements, and storefront
rehabilitation.
• Assist communities to attract tourists by supporting tourism events and services, particularly
those that bring in tourists during the industry's shoulder season.
1.2 Workforce Development. To make increased employment opportunities and incomes
available to people living in Central Oregon, while business and industry continues to prosper
and grow; and to increase collaboration among partners (both public and private) resulting in a
responsive, forward thinking system that is able to support and adapt to the needs of a changing
economy.
• Support efforts to increase responsiveness to employers' and employees' training needs.
• Support efforts to reconnect welfare recipients and dislocated workers to the workforce.
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• Support efforts to develop services to address the needs of all interested members of the
workforce.
• Support efforts that promote collaboration between public and private economic development
entities to develop a workforce suited to attracting new businesses that offer family wage
jobs.
• Support efforts to expand flexible, non -degree training programs.
• Assist workers in obtaining transferable skills to be employed in quality jobs.
• Support efforts to provide the skills necessary to obtain and maintain employment.
• Support efforts to increase job retention and income of Central Oregon workers.
• Support efforts to reduce dependency on public assistance and increase self-sufficiency.
• Support education reform that reflects the goals and objectives of the Local Unified
Workforce Strategy.
• Support efforts to create better connections between school and work.
• Support efforts to decrease the overall high school dropout rate.
• Support efforts to prepare youth to transition from the classroom to careers.
• Support efforts to increase academic achievement skills to support lifelong learning.
• Support efforts to facilitate availability of training and education for the current workforce.
• Assist business to be competitive by supporting a flexible skilled workforce.
• Support efforts to provide personalized service to employers based upon knowledge of the
job setting.
• Encourage and give priority to economic development activities for those employers that
provide family wage jobs.
1.3. Infrastructure. To assist Central Oregon communities provide the water, sewer, street and
storm drainage infrastructure needed to accommodate growth and provide a healthy
environment for existing Central Oregon residents and businesses.
• Assist in the identification of infrastructure deficiencies and capacity needs and the
development of financing and implementation strategies for infrastructure construction on
both a community and a regional level.
• Assist in the construction of new infrastructure facilities in high-density areas and the
extension of infrastructure to areas within urban growth boundaries, particularly providing
affordable sewer services to those areas on failing sewer or septic systems that have a high
percentage of low to moderate income households.
• Support the development of additional water resources through the acquisition of water rights
and encourage the efficient use of existing water resources through education and
conservation efforts.
• Increase awareness of and assist communities to Strategy for new Federal storm drain
regulations through the support of educational efforts, the inventory of existing sites, and the
development of strategies to comply with or be exempted from the new regulations.
• Work with state and federal funding agencies to streamline the process for receiving loan and
grant funding for infrastructure improvements and to consider alternative forms of financing
such as State income tax revenue sharing.
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1.4. Transportation. To seek improvements to regional highways, local streets, bike paths, and
airports; to develop additional transportation options to ensure a mobile workforce; and to
develop solutions to road maintenance equipment acquisition challenges for areas with
demonstrated need.
• Seek improvements to regional highways and alternate routes by encouraging the Oregon
Department of Transportation to seek advance acquisition of right-of-ways, working with the
Department of Land Conservation and Development to designate highway bypasses outside
urban growth boundaries, and pursuing the completion of a regional transportation Strategy.
• Seek improvements to local streets and bike paths, particularly those that enhance the
connectivity of the entire street system and reduce traffic on congested highways and
arterials.
• Support efforts to develop pilot projects for inter- and intra -city mass transit systems, identify
better ways to utilize existing systems, involve employers in seeking transportation solutions,
and encourage telecommuting, flex -time, and non-polluting modes of transportation.
• Support the development of airport infrastructure and facilities at municipal and regional
airports.
• Assist Central Oregon communities with demonstrated need to secure road maintenance
equipment by seeking state and federal surplus equipment grants and by encouraging
collaboration and equipment sharing between communities.
1.5. Telecommunications. To accomplish prosperous communities through unified
telecommunications by: securing affordable advanced telecommunications services for every
Central Oregonian; and providing the training and support necessary for Central Oregonians to
effectively utilize telecommunications.
• Support efforts to increase the quality of voice, data, and video telecommunications
infrastructure, including facilitation of regional access to a second provider of broadband
services, to provide: improved services for Internet Service Providers and other
telecommunications providers by providing new sources of bandwidth to accommodate
increased customer demand, improved access to high-speed data circuits for government,
health care, education, nonprofits, and the business sector as they integrate the Internet into
routine business operations, increased competition leading to lower prices and increased
advanced services, and affordable broadband services available to all Central Oregonians.
• Support efforts to expand access to lifelong education and training opportunities so that
Central Oregon's citizens and workforce can compete in the emerging information society.
• Support efforts to increase the quality of local healthcare available in all areas of Central
Oregon through telecommunications and telemedicine.
• Support efforts to enhance government efficiency and expand citizen access to government
services and information through telecommunications.
• Support efforts to enhance the private sector's ability to compete in a global economy
through telecommunications.
• Support efforts to enhance community -building and civic life through telecommunications.
1.6. Emergency Services. To assist rural areas in providing emergency services and to promote
regional cooperation in meeting emergency service needs.
• Assist in the construction of rural community service centers that serve multiple functions
(e.g. a fire station that also serves as a community center and an emergency shelter).
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• Encourage emergency service providers to cooperate regionally to achieve increased service
levels or reduced costs.
• Expand and stabilize funding for county rural public health services such as mobile health
clinics.
1.7. Public and Non -Profit Facilities and Parks. To support the development ofpark and
recreation facilities and public and non-profit facilities particularly in rural areas.
• Assist in the development or improvement of park and recreation facilities, programs and
agencies.
• Assist public and non-profit organizations to construct and improve facilities that serve a
compelling public interest and cannot be completed within the budgeted resources of the
organization.
• Seek stable sources of funding to provide technical assistance to smaller communities to
secure grant funding for facilities.
1.8. Housing. To ensure that Central Oregonians have access to housing_ that meets their needs
and contributes to a healthy community.
• Support efforts to develop a regional affordable housing Strategy and to maintain statistical
information to assess housing needs.
• Support efforts to increase, maintain, and preserve the region's stock of decent, safe and
sanitary affordable housing through new development, rehabilitation, and preservation of
current affordability.
• Support efforts to increase the range of housing options available to meet the needs of
Central Oregonians, including special populations such as the elderly and low and moderate -
income individuals and families.
• Support efforts to develop funding and planning tools and techniques to increase the
availability of affordable housing and preserve land affordability.
• Support the creation of healthy mixed income neighborhoods and the revitalization of
targeted neighborhoods.
Section 2. Human Resource Priorities
2.1. Social Services. To provide efficient, effective social services to constituents in a non -
stigmatizing, comprehensive way to build healthy communities.
• Support efforts to secure stable funding and community support to provide resources for
social services.
• Support efforts to provide comprehensive, coordinated, and consistent information about the
availability of and access to social service programs targeted to different populations.
• To provide safe and supervised shelter for homeless people and to prevent homelessness by
increasing the availability of rental assistance to very- low income households and by
developing homeless intervention programs.
• To provide housing and a continuum of support services for people who are coming out of
emergency shelters or who are ready to transition to self-sufficiency.
• To develop housing and establish links to support services for populations with special needs
i.e., youth, chemically dependent, mentally ill, etc.
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• To develop a regional Strategy for senior services including a comprehensive needs
assessment.
2.2. Poverty. To alleviate poverty in Central Oregon by addressing its root causes
• To find effective means to break the cycle of poverty where there is an established family
history of poverty.
• To provide effective, sustained pathways out of poverty for those living in chronic poverty
because they lack the economic or social capacity to help themselves - people in poverty due
to disability or addiction and the elderly.
• To provide economic opportunity for those who are currently unable to secure employment
that provides a livable wage through creation of living wage jobs and to provide affordable
housing in the proximity of available jobs and/or provide transportation options that mitigate
the economic cost (vs. social cost) of current commuting patterns in the region.
• Need to increase scope of and accessibility of educational and training opportunities in order
to attract new industry to the region and prepare people for jobs that provide adequate
economic opportunity to sustain themselves and provide for their families.
• To reduce or eliminate racial/cultural isolation and discrimination that are barriers to
economic opportunity for many.
• To build educational programs and support systems within our communities that strengthen
weak family structures.
• To identify ways to strengthen weak traditions of civic engagement and build greater social
capital especially in communities, neighborhoods and population segments with high rates of
poverty.
• To increase community/regional awareness of (and increase interest in) poverty.
2.3. Children and Youth. To have strong, nurturing families and caring communities that result
in healthy, thriving children and youth.
• To support strong, nurturing families by ensuring that their basic needs of food, shelter,
clothing, and employment are met; by providing effective and affordable alcohol, tobacco,
and drug treatment and recovery support services; by preventing family violence; and by
ensuring access to the preventive and primary health, mental health, dental and emergency
services they need.
• To support strong, nurturing families by meeting the needs of children and families more
efficiently and effectively through collaborative service integration and the provision of
services sensitive to the diversity of the population.
• To foster caring communities by increasing volunteer opportunities to build positive personal
relationships for children, youth and families; by ensuring that agencies and programs make
maximum and effective use of volunteers as integral parts of their services; and by assisting
community members in developing their potentials and capacities from early childhood_
through lifelong learning.
• To promote healthy, thriving children by providing quality health and child development
services; by providing parent education and family skills training; by ensuring the
affordability, quality, stability and availability of child care, and by promoting quality
childhood education programs.
• To promote healthy, thriving youth by ensuring that they all have opportunities to be
academically successful to their full potential; by providing a contextual learning
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Central Oregon Community Investment Strategy
environment that fosters independent living and work skills; and by developing a juvenile
community justice system where all youth are valued, where community members take
responsibility for creating inclusive and effective crime prevention efforts, and where
offenders are held accountable to victims, communities and themselves.
2.4. Substance Abuse and Crime. To expand substance abuse and crime programs with an
emphasis on prevention, effective treatment and community justice.
• Support efforts to expand drug and alcohol abuse prevention programs, outpatient treatment
services, and inpatient/residential services.
• Support efforts to increase jail space.
• Support efforts to expand services for adults needing protective services and for family
violence intervention and treatment.
• Support efforts to pursue community justice through offender accountability, support for
victims, mediation and creating community conditions conducive to crime reduction.
2.5. Cultural Assets (arts, history, etc.). To support efforts to develop a regional Strategy for the
preservation, expansion, and utilization of Central Oregon's cultural assets and to implement
projects with unique community value or regional significance.
2.6. Community Involvement/Leadership. To support community involvement and leadership
activities that build community collaboration and increase the capacity of the community take
responsibility for and address its most pressing issues.
2.7. Health. To increase access to medical care in rural areas and support efforts that provide
affordable health services to low- and moderate -income populations.
Section 3. Natural Resource Priorities
3.1. Water quality & Ouantity. To support efforts to develop and implement market-based
solutions to improve instream flows and water quality.
• Support efforts to reduce instream flow depletion through economically efficient methods
such as water conservation, leasing and transfers.
• Support cost-effective efforts to improve water quality such as controlling non -point sources
of pollution and developing a system of tradable discharge permits.
• Support efforts to further develop a regional Strategy for the efficient management of Central
Oregon water resources.
3.2._Air Quality. To support efforts to develop a regional Strategy for the effective maintenance
ofair quality in Central Oregon.
3.3. Public Lands Manac ement. To support efforts to develop a regional Strategy for the
optimal use ofpublic lands in Central Oreton.
3.4. Biodiversity. To support efforts to develop a rezional Strategy for addressing sensitive,
threatened, and endangered species in the region.
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Central Oregon Community Investment Strategy
Section 4. Necessary Actions to Implement Strategy
The Community Investment Strategy priorities identified above are complex because they
encompass such a wide range of issues. Neither the Central Oregon Community Investment
Board nor the Central Oregon Intergovernmental Council have the resources or expertise to
implement the Strategy. Rather, these entities hope to serve as a catalyst for regional discussion
and action by private, local, state, and federal partners to address the most pressing economic and
community development issues in Central Oregon. Collaboration among the private sector, local
government, state government, and federal government is essential to effectively implement the
Central Oregon Community Investment Strategy.
On the local level, the most efficient investments of resources in economic and community
development will result if both private and public sector organizations agree on and work off of
the same planning document. In particular, additional effort needs to be expended to identify
regional priorities for cultural assets (arts, history, etc.), community involvement and leadership,
health, air quality, public lands management, and biodiversity. The region will also benefit from
exploring the cross -disciplinary impacts of economic and community development issues.
Finally, the collaboration of the private and public sector in the region will be more effective if
these entities can express a common regional agenda to state and federal legislators and funding
agencies.
State and federal recognition of Central Oregon's priorities as expressed in this Strategy is also
essential to effective implementation. The Central Oregon region needs state and federal
agencies to make their funding resources available in an easily -accessible and timely manner.
Lending and granting decision processes need to be streamlined so that resources are more easily
acquired and managed by local jurisdictions. Also, state and federal agencies need to make sure
that adequate resources are devoted to managing loan and grant programs so that administrative
details such as contracting or monitoring do not become a barrier to effective local and regional
development. Finally, the Central Oregon region believes that its citizens would be best served
if state and federal agencies shifted resources and decision-making to.local governments and
communities based on measurable outcomes.
In addition to these general comments on state and federal cooperation needed to implement the
Central Oregon Community Investment Strategy, there are some specific issues identified in the
Strategy where state and federal assistance is essential. The Central Oregon region is looking to
its state and federal partners for assistance in identifying a stable funding source for fostering
human resource capacity in small towns. With minimal staffing levels, the small towns of
Central Oregon find it difficult to compete for state and federal resources that are very needed to
make their communities healthy and productive. The Central Oregon region would also like to
invite state and federal agencies to consider making grants of surplus road maintenance
equipment to local jurisdictions with demonstrate need.
The Central Oregon region is also seeking state and federal cooperation in a number of land -use
issues. These issues include transferring state and federal lands to local use and control for the
purpose of furthering economic and community development in certain areas. The region would
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Central Oregon Community Investment Strategy
like state and federal partners to recognize the importance of municipal needs for additional
water rights to accommodate growth and the need to consider highway bypasses outside of urban
growth boundaries. Finally, the Central Oregon region would like to encourage the Oregon
Department of Transportation to consider advance acquisition of rights-of-way for future
highway development in order to avoid high property acquisition costs and to minimize the
disruption of the community.
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Central Oregon Community Investment Strategy
PART THREE - TWO-YEAR IMPLEMENTATION STRATEGY
The Central Oregon Community Investment Board intends to implement its Community
Investment Strategy in the next two years through funding projects that address the Board's
short-term priorities for 2003-2005. These priorities are:
l: Job Creation in Crook, Deschutes and Jefferson Counties.
2. Job Retention in Crook, Deschutes and Jefferson Counties.
3. Maximizing local, state and federal funds leveraged for job creation and retention
projects.
The Community Investment Board has adopted a two-pronged approach that will effectively
utilize Regional and Rural Investment dollars to address the above priorities. First, the Board
will grant half of its Regional and Rural Fund allocations to Economic Development for Central
Oregon (EDCO) to fund private sector job creation through the "Business Development
Opportunity Fund" project. Secondly, the Board will utilize remaining Regional and Rural
funds, less administrative expenses, to provide "Immediate Opportunity" grants to cities,
counties and the Confederated Tribes of Warm Springs for the purpose of funding job creation
and retention projects. Following are detailed descriptions of these initiatives:
Business Development Opportunity Fund: The Community Investment Board made a pilot
investment in 2001-2003 with Economic Development for Central Oregon (EDCO) that focused
on private -sector job creation through business recruitment and retention activities. The
Community Investment Board chose to grant funds to EDCO for the following reasons:
• EDCO has a highly visible public, web and community presence and often serves as a
"gateway" for new businesses seeking to enter Central Oregon.
• EDCO's board of directors is representative of all Central Oregon communities.
• EDCO has an experienced economic development staff that is well networked with other
Oregon Economic Development professionals and well respected in the region.
• Due to the presence of a "retention specialist" on its staff, EDCO can often respond to the
needs of businesses struggling to stay in the region.
• Because EDCO is a private non-profit entity, it has the ability to act rapidly and to
respond to immediate job creation and retention opportunities.
• EDCO is well networked with the Chambers of Commerce in the region, which provides
an alternative "gateway" to the region for new businesses seeking to the region and those
businesses struggling to stay in the region.
This 2001-2003 investment proved successful in exceeding all job creation and retention targets.
To build on the success of this pilot project, the Central Oregon Community Investment Board
will grant to EDCO half of its 2003-2005 Regional and Rural Investment fund allocation to be
used to provide incentives for business recruitment and retention. EDCO will utilize
Regional/Rural Investment funds to create and/or retain jobs reportable to the Oregon Economic
and Development Commission by June 30, 2006. The fundamental components of this project
are as follows:
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• The Community Investment Board and EDCO will establish contractual targets for job
creation, retention, and funds leveraged. These targets will be based on the Community
Investment Board's performance measurement targets.
• EDCO will provide grants to businesses for the purpose of job creation and retention.
These grants will be structured such that job creation, retention and leveraging targets can
be met.
• EDCO and the Community Investment Board will agree to the ratio of funds targeted
toward recruitment projects versus retention projects. EDCO will invest no
Regional/Rural Investment Funds in retention projects without first ascertaining that all
other opportunities for loan and grant capital have been exhausted.
• Throughout the term of the contract, EDCO will regularly canvass the Central Oregon
Chambers of Commerce, Central Oregon Intergovernmental Council, Oregon Economic
and Community Development Department, Central Oregon Visitors Association and
other entities involved in regional economic development to identify businesses that may
be candidates for Regional/Rural Investment Funds.
• In making investment decisions, EDCO will attempt to distribute investment among
communities and counties located in Crook, Deschutes and Jefferson Counties. EDCO
will give priority to 1) communities where investments of 2003-05 biennial Regional and
Rural Investment funds have not yet been made; and 2) the most rural and distressed
communities of the region as indicated by the Oregon Economic and Community
Development Department Rural and Distressed Community index.
• EDCO will report quarterly to the Community Investment Board regarding investments
and outcomes.
Immediate Opportunity Fund: In lieu of a one-time call for projects with a competitive
application process, the Community Investment Board will make available the remainder of
Regional and Rural Investment funds on an Immediate Opportunity basis, to fund job creation
and retention projects and activities proposed by Central Oregon cities, counties and the
Confederated Tribes of Warm Springs. Following are components of this fund:
• The Community Investment Board will accept project applications from cities and
counties at any time throughout the biennium, until such time that all Regional and Rural
Investment funds are committed.
• The Community Investment Board will fund projects that address the overall regional
long-term priorities, as identified in the Central Oregon Community Investment Strategy.
• The Community Investment Board will make funding decisions on a quarterly basis.
• Projects will be required to create or retain jobs, and to leverage local, state, and/or
federal dollars. Required levels of job creation/retention and leverage will be
commensurate with the Community Investment Board's performance measures.
The Two -Year Implementation Strategy will serve as the region's Rural Action Strategy.
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PART FOUR — BARRIERS
The three principal barriers to implementation of the Central Oregon Community Investment
Strategy described in Parts Two and Three are 1) limited financial resources; 2) the broad scope
of the issues addressed in the Strategy; and 3) the Board's limited ability to implement noir
funding related priorities.
The Central Oregon Community Investment Board anticipates receiving approximately $520,000
in lottery funds from the Oregon Economic and Community Development Department between
July 1, 2003 and June 30, 2005 to implement the Central Oregon Community Investment
Strategy. This is a reduction in funding by over 50% from previous biennia. This decrease in
funding has occurred at a time when the need for this resource is at its highest, as unemployment
rates remain high, and job creation is stagnant or in decline.
Because the Board has limited resources, it will need to focus on leveraging other private, local,
state and federal resources to the maximum extent possible, encouraging collaboration to make
the most efficient use of resources, and fostering creativity in addressing priority issues. The
Central Oregon Community Investment Board intends to work closely with the Oregon
Community and Economic Development Department (OECDD) with the expectation of
providing the gap financing necessary to complete priority community projects and leverage the
maximum level of state and federal resources. The Board also plans to encourage collaboration
among local organizations in the public and private sector to leverage local resources and
encourage the most efficient use of resources. Finally, the Board would like to foster regional
cooperation and creativity by participating in regional forums seeking cost-effective solutions to
the regional priorities identified in this Strategy.
A second challenge to the implementation of this Community Investment Strategy is the broad
scope of the issues addressed in the Strategy. Especially with limited resources, the Central
Oregon Community Investment Board has very little ability to address all the regional priorities
identified in the Strategy on its own. However, by adopting existing plans prepared by other
Central Oregon organizations, the Board has already engaged additional human and financial
resources from the organizations that will be working towards the same priorities. The
Community Investment Board hopes to facilitate the efforts of these organizations where
possible by again providing the gap financing that will allow appropriate projects to be
implemented.
Finally, the third major barrier to the implementation of the Central Oregon Community
Investment Strategy is that the primary resources that the Central Oregon Community Investment
Board can provide are financial resources. Yet some of the goals identified in the Strategy are
not funding -related. For example, one of the priorities in the infrastructure category is to work
with state and federal funding agencies to streamline the process for receiving loan and grant
funding for infrastructure improvements and to consider alternative forms of financing.
Fortunately, because the Central Oregon Community Investment Strategy is also the Strategy
that will be adopted by the Central Oregon Intergovernmental Council Board as the
Comprehensive Economic Development Strategy for the region, there will be at least some level
Central Oregon Intergovernmental Council Page 42
Central Oregon Community Investment Strategy
of staffmg funded through an Economic Development Administration Planning grant that can be
targeted towards working on the non -funding related goals identified in this planning document.
The implementation of the Central Oregon Community Investment Strategy will be a challenge.
However, the Central Oregon Community Investment Board has positioned itself to leverage
financial resources, encourage collaboration, and work with other entities in the region to address
the economic and community development priorities of the region.
Central Oregon Intergovernmental Council Page 43
Central Oregon Community Investment Strategy
PART FIVE - MANAGEMENT STRATEGY
Section 1. Administrative Agent
Crook, Deschutes and Jefferson counties have entered into an agreement with the Central Oregon
Intergovernmental Council for the fiscal and administrative management of the Central Oregon
Regional Investment and Rural Investment Fund programs.
The Central Oregon Intergovernmental Council (COIL) is a government entity organized under
ORS 190. COIC is a state -sanctioned Council of Governments, and since 1972 has been one of
the few organizations in the region that involves all three counties and seven cities in policy-
making, program planning and service delivery. COIC is governed by a 15 -member Board, with
representatives from each of the member governments: the counties of Crook, Deschutes and
Jefferson, and the cities of Bend, Culver, Madras, Metolius, Prineville, Redmond and Sisters.
Five members representing the interests of business, tourism, agriculture, wood products, and the
unemployed/underemployed are also on the COIC Board.
From 1993 to 2003, COIC was the fiscal and administrative agent for the Central Oregon
Regional Strategies Board and the Central Oregon Community Investment Board. In the
upcoming biennium, as was the case this past biennium, the majority of the staffing services
provided to the Central Oregon Community Investment Board by COIC will be undertaken by
the Program Administrator for Economic Development and the Program Assistant for Economic
Development.
The following COIC staff will also provide some level of services to the Central Oregon
Community Investment Board: Executive Director, Fiscal/Administrative Manager, Staff
Accountant, Accounting Clerk, Community Relations Coordinator, Computer Technician, and
additional administrative staff as needed.
The intergovernmental agreement for the administration of the Regional Investment and Rural
Investment Fund programs is attached to this Strategy as Appendix A. The agreement is
attached for informational purposes. The Central Oregon Community Investment Board reserves
the right to amend the agreement as needed for the effective administration of the Regional
Investment and Rural Investment Fund programs.
Central Oregon Intergovernmental Council Page 44
Central Oregon Community Investment Strategy
Section 2. Application Process
The Central Oregon Community Investment Board will address Strategy priorities through a
two-pronged approach, as outlined in Part Three, Two -Year Investment Strategy. The
application process for these two approaches is as follows:
Business Development Opportunity Fund: The Central Oregon Community Investment Board
will contract with Economic Development for Central Oregon (EDCO) to identify business
recruitment and retention projects that lead to job creation and/or retention. Throughout the term
of the Business Development Opportunity Fund contract, EDCO will regularly canvass the
Central Oregon Chambers of Commerce, Central Oregon Intergovernmental Council, Oregon
Economic and Community Development Department, Central Oregon Visitors Association and
other entities involved in regional economic development to identify businesses that may be
candidates for Regional/Rural Investment Funds. EDCO will develop and utilize a specialized
project application form.
Immediate Opportunity Fund: The Central Oregon Community Investment Board will
advertise the availability of Regional and Rural Investment funds through the Immediate
Opportunity Fund project by issuing news releases, and through direct mailings to cities,
counties, tribes, special districts, and nonprofit organizations related to economic development.
The Board will make Immediate Opportunity Grants only to city or county sponsored projects,
and will accept project applications at any time throughout the biennium, until such time that all
Regional and Rural Investment funds are committed. The Community Investment Board will
make Immediate Opportunity funding decisions on a quarterly basis.
The Board intends to use a single application for both the Regional Investment and Rural
Investment Fund programs. Applicants will be asked to address the overall regional priorities
identified in the Central Oregon Community Investment Strategy, and to identify levels of job
creation, retention, and funds leveraged. The Board will determine whether to fund successful
applications out of the Regional Investment or Rural Investment Fund based upon the extent to
which the projects meet the objectives of each program.
Applications will be reviewed by COIC for completeness, accuracy, and compliance with the
minimum program requirements related to job creation and funds leveraged. Any applicants that
do not succeed in passing this review will be notified and given an opportunity to correct the
application. All applications that pass final staff review will be forwarded to the Central Oregon
Community Investment Board. Applicants that do not pass final staff review may appeal the
staff decision to the Executive Committee of the Central Oregon Community Investment Board.
The decision of the Executive Committee on the appeal is final.
The Board will evaluate the applications based upon the criteria established below:
Overall Criteria for Both the Regional Investment and Rural Investment Fund
The following criteria will be considered by the Board when making Regional Investment and
Rural Investment Fund grant awards:
• Extent to which the project addresses the regional priorities established by the Board in the Central Oregon
Community Investment Strategy
• Extent to which the project creates jobs
Central Oregon Intergovernmental Council Page 45
Central Oregon Community Investment Strategy
• Extent to which the project is ready -to -proceed
• Extent to which the project will leverage additional matching funds
• Extent to which the project is feasible in the short- and long -run
• Extent to which the project cannot secure funding from other financing sources
• Extent to which the outcome of the project can be measured
• Track record of applicant
• Grant funds cannot be used for:
- debt retirement
- reimbursement of expenses incurred prior to grant award
- the relocation of a facility from one labor market area within the state to another, if not accompanied by an
expansion of the applicant's business or employment
Based upon the Board's evaluation, applications will be selected that best meet the overall
criteria listed above. The Board will then apply the following additional specific criteria to
determine whether the Regional Investment Fund or the Rural Investment Fund is the most
appropriate funding source for the project.
Criteria Specific to the Regional Investment Fund
• Extent to which the project addresses at least one of the following objectives of the Regional Investment Fund:
- (a) the support of communities and populations that have been left out of Oregon's economic expansion
and diversification;
- (b) the assistance of companies that are starting up or already in business in Oregon to compete globally;
- (c) the reinforcement of Oregon's long-term economic prosperity and livability; and
- (d) the coordination of regional efforts for economic and community development, education, workforce
development, natural resource management, and other civic activities
Criteria Specific to the Rural Investment Fund
• Extent to which the project addresses at least one of the following objectives of the Rural Investment Fund:
- (a) addresses the priorities of rural areas that have the greatest economic challenges;
- (b) fills a gap in financing for programs and projects;
- (c) leverages other resources by bringing in public or private partnerships;
- (d) establishes measurable economic outcomes and specific performance measurements
• Rural Investment Funds cannot be used for:
- local government expenditures for Existing or Continuing Public Services
Section 3. Grants to Private Businesses
The Central Oregon Community Investment Board does not intend to make grant directly to
private businesses, since this function will be accomplished through the Business Development
Opportunity Fund project contract. However, the Board acknowledges that circumstances could
arise in which grants to private businesses may be necessary. If the Board does provide grants
directly to private businesses, it will be in partnership with public lending programs that operate
in Central Oregon. Grant funds will be targeted toward viable business projects that would be
eligible for public lending programs except for a deficiency of equity. The grant funds would be
used to strengthen the equity position of the business allowing the project to be financed where it
would not otherwise be eligible for public loan funds or gap funding. Regional and Rural
Investment Funds will not be used to make loans.
The Board will utilize the administrative proposal developed during the 1999 — 2001 program
year as a guideline in which this grant program will operate. COIC loan staff will identify loan
applicants that meet the criteria of the Board and would benefit from the grant funding. Staff
Central Oregon Intergovernmental Council Page 46
Central Oregon Community Investment Strategy
will bring these applications to the Central Oregon Community Investment Board for final
approval. Individual private businesses receiving a grant of $50,000 or more must enter into a
First Source Hiring Agreement.
Section 4. Other Management Policies
The Central Oregon Community Investment Board has adopted a number of additional
management policies to ensure accountability for the expenditure and proper use of grant funds.
A summary of the Board's current policies are included in Appendix B. These policies are
provided for informational purposes. The Central Oregon Community Investment Board
reserves the right to amend the management policies as needed for the effective administration of
the Regional Investment and Rural Investment Fund programs.
Section 5. Involvement of the Disadvantaged, Minority Groups, and Rural Areas
The Central Oregon Community Investment Board will involve the disadvantaged, minority
groups, and rural areas in all stages of Strategy development and implementation. Public
hearings will be held in each county prior to the adoption of the Community Investment Strategy.
When the Central Oregon Community Investment Board initiates the implementation of its
regional Strategy by advertising for applications, it will again notify the same group of cities,
counties, tribes, special districts, and non-profit organizations related to economic and
community development through a direct mailing.
Following is a list of organizations contacted directly as representatives of the following groups
Central Oregon Intergovernmental Council Page 47
The Disadvantaged
Alliance for the Mentally Ill of Central Oregon
The Alyce Hatch Center
Bend Area Habitat for Humanity
Boys and Girls Aid Society
Boys and Girls Clubs of Central Oregon
CASA
Cascade Community Development
Central Oregon Battering and Rape Alliance
Central Oregon Community Action Agency Network
Central Oregon Council on Aging
Central Oregon Crisis Pregnancy Center
Central Oregon Intergovernmental Council
Central Oregon Regional Housing Authority
Central Oregon Resources for Independent Living
Central Oregon Family Resource Center
Children's Learning Center
Crook County Family Resource Center
Crooked River Ranch Senior Group
Deschutes County Healthy Beginnings
Deschutes Housing Solutions
Early Intervention & Building Blocks Preschool
Grandma's House of Central Oregon
Haven House
Healthy Start
Minority Groups.
Confederated Tribes of Warm Springs
HAABLA
Rural Areas.
All Cities
All Counties
All Special Districts
Central Oregon Community Investment Strategy
Housing Opportunities, Inc.
J Bar J Youth Services
Jefferson County Habitat for Humanity
KIDS Center
La Pine Community Campus
La Pine Senior Citizens
Larsons Leaming Center
Lutheran Community Services
Meadowlark Manor
Newberry Habitat for Humanity
Opportunity Foundation of Central Oregon
Redmond Council for Senior Citizens
Redmond Habitat for Humanity
Residential Housing Inc.
Rimrock Trails
Senior Citizens of Jefferson County
Sisters Senior Council
Sisters Habitat for Humanity
Sisters Organization for Activities & Recreation
Society of St. Vincent de Paul
Soroptomist International of Prineville
South Central Oregon Domestic Violence Coalition
The Salvation Army
United Senior Citizens of Bend
Victims Assistance Foundation
Winning Over Anger & Violence
Human Dignity Coalition
Indian Nations Cultural & Sports Exchange Fndation
Confederated Tribes of Warm Springs
Economic & Community Development Non -Profit
The Board will also issue news releases announcing the availability of grant funds. These news
releases will be sent to the following media organizations: The Bulletin, The Madras Pioneer,
The Central Oregonian, The Redmond Spokesman, The Nugget Newspaper, Cascade Business
News, Frontier Advertising, The Spilyay Tymoo, KICE, KBND, KTWS, KLRR, KNLR, KRCO,
KIJK, KWEG, KQAK, KSJJ, KXIX, KWSO and KXUX
Central Oregon Intergovernmental Council Page 48
Central Oregon Community Investment Strategy
PART SIX - EVALUATION STRATEGY
For the 2001-2003 Biennium, the Central Oregon Community Investment Board developed
performance measurements in accordance with guidelines established by the Oregon Economic
and Community Development Department and adopted by the Oregon Economic and
Community Development Commission. These performance measurements identified high level
outcomes and intermediate outcomes that the Board utilized as a means to monitor the success of
the investments it made in the Central Oregon region. The 2001-2003 performance measures
can be found in Appendix C.
The Central Oregon Community Investment Board recognizes that the economic climate in
Central Oregon is dramatically different than in 2001, and therefore has identified a new set of
benchmarks and indicators. Following are the Central Oregon Community Investment Board's
adopted 2003-2005 performance measures:
1. Job Growth
11. Real Average Wage Per
Job
A. Number of Jobs Created or
Retained
A. Number of Jobs Created or
Retained Above County
Average W
105 Jobs Created or Retained
53 Jobs Created or Retained
Above County Average Wage
III. Funds Leveraged with A. Amount of Private and $2,604,565 in non-OECDD
Short- and Long -Tenn Public Funds Leveraged funds leveraged through
Investments through Investments Investments
While the Central Oregon Community Investment Board will focus on job creation and retention
during the 2003-2005 biennium, the Board recognizes that the performance measures established
for the 2001-2003 biennium remain an accurate reflection of the Board's intent, and an effective
tool to measure the success of the Board's performance. Rather than eliminating these outcomes
and indicators entirely, the Board will retain them for corsideration next Biennium.
Central Oregon Intergovernmental Council Page 49
REVIEWED
LEGAL COUNSEL
Appendix B: Additional Management Policies
For Recording Stamp Only
CENTRAL OREGON COMMUNITY INVESTMENT BOARD
INTERGOVERNMENTAL AGREEMENT
Central Oregon Intergovernmental Council
Crook County
Deschutes County
Jefferson County
Administration Services
Regional Investment and Rural Investment Programs
This Agreement, effective July 1, 2003, is made and entered into under the authority of ORS 190.010 by and
between the counties of Crook, Deschutes, and Jefferson (hereinafter "Region") and the Central Oregon
Intergovernmental Council (hereinafter "Council").
1. Purpose
It is the purpose of this Agreement to designate the Council as the fiscal and administrative entity that will act as
staff for the Central Oregon Community Investment Board (hereinafter "Board") which was created by an
Intergovernmental Agreement dated October 6, 1999 and modified by Modification #1 dated July 1, 2001.
2. Term of Agreement
This Agreement shall begin on the date as set out above and shall terminate on June 30, 2006; or when all three
of the following conditions are met: 1) the Regional Investment and Rural Investment funds received by the
Council between July 1, 2003 and June 30, 2005 are expended or returned to the State of Oregon, and 2) all
contracts utilizing these funds are closed, and 3) all required reports to the State of Oregon accounting for these
funds are submitted, whichever is earlier.
3. Powers and Responsibilities
A. The Council shall have the following powers and responsibilities:
1. To update the Community and Economic Assessment of the Region, which at a minimum shall
include:
(a) an analysis of the current economic status of the Region;
(b) an overview of the current housing, transportation, and social characteristics of the Region; and
an analysis of the unique or significant resources that provide the foundation for the
regional investment strategy.
Central Oregon Intergovernmental Council Page 50
2. To update the Trend Analysis of the community and economic indicators in the Region, which at a
minimum shall include:
(a) a forecast of future economic activity in the Region;
(b) a forecast of future housing, transportation, and social trends.
To update the Regional Investment Strategy, which at a minimum shall include:
(a) a strategy identifying short-term and long-term regional economic and community development
needs;
(b) a long-term strategy to implement the regional investment strategy including necessary actions
by local governments, the private sector, State government, and Federal government;
(c) an analysis of the barriers to the implementation of the regional investment strategy and an
identification of the means to overcome those barriers;
(d) a two-year investment strategy that describes projects and activities to be undertaken or funded
by the State through lottery proceeds and other sources;
(e) a strategy for involvement of disadvantaged and minority groups in the region;
(f) an evaluation strategy for measuring and monitoring regional investment strategy performance;
(g) an overall strategy management and project implementation plan that demonstrates the Region's
capacity to allocate resources and insures that such resources are effectively used; and
(h) any other elements required by the State to be incorporated into a regional investment strategy.
To update the Rural Investment Strategy, which at a minimum shall include:
(a) a description of how the Board will use the Rural Investment Fund to meet the needs of rural
areas consistent with the objectives of the Rural Investment Fund and in cooperation with local
development and planning efforts;
(b) an identification of the objectives the Board will use Rural Investment Funds to further;
(c) a description of the process the Board will employ to solicit input and participation of rural
areas;
(d) a strategy for how the Board will select economic and community development projects to be
funded based on criteria identified in OAR 123-045-0040;
(e) an explanation of how the Board will measure progress toward meeting its objectives; and
(f) any other elements required by the State to be incorporated into a rural action strategy.
5. To draft and make revisions to any of these planning documents and reports as requested by the
Board or required by the State.
To receive all Regional Investment and Rural Investment funds and to maintain discrete accounting
records for expenditures and cash balances as required by the State.
Central Oregon Intergovernmental Council Page 51
7. To hire necessary employees and purchase necessary equipment and supplies to undertake the
activities described in this Agreement.
8. To arrange facilities, provide appropriate notice under the Public Meetings Law, prepare agendas
and other supplemental meeting materials, and record the minutes of all public meetings.
9. To file, retain, dispose of, or allow inspection of public records as required by State of Oregon Public
Records Law.
10. To obtain and at all times during the duration of this Agreement keep in effect comprehensive
liability insurance and property damage insurance covering the contracted activities. Said insurance
shall, at a minimum, provide for:
a) $50,000 to any claimant for any number of claims for damage to or destruction of property,
including consequential damages, arising out of a single accident or occurrence.
b) $100,000 to any claimant as general and special damages for all other claims arising out of a single
accident or occurrence, unless those damages exceed $100,000, in which case the claimant may
recover additional special damages, but in no event shall the total award of special damages exceed
$100,000.
c) $500,000 for any number of claims arising out of a single accident or occurrence.
11. To provide Certificates of Insurance to the Board naming the Board and its participating member
counties as additional insureds for all activities performed under this Agreement upon request. These
Certificates shall contain a provision that coverages afforded under the policies cannot be canceled
and restrictive modifications cannot be made until at least thirty (30) days prior written notice has
been given to the Board.
12. To indemnify, defend and hold harmless the Board and its participating member counties, their
officers, employees and agents from and against any and all claims, suits, actions, damages, costs,
losses and expenses asserted by any person or entity, arising from or caused by reason of any and or
all of the activities or services performed under this Agreement.
13. To secure legal counsel regarding any legal issues or legal proceedings taken against the Council or
any employees of the Council relating to their activities pursuant to the performance of this
Agreement.
14. To comply with all Regional Investment and Rural Investment Fund administrative rules, all terms
and conditions established in grant award contracts with the Oregon Economic and Community
Development Department, and all applicable Oregon law.
15. To advertise and/or issue news releases announcing the availability of grant funds.
16. To serve as the primary contact for information regarding the Regional Investment and Rural
Investment programs and to market the programs in the Region.
17. To draft and make revisions to application materials and processes as requested by the Board.
18. To receive applications and review them against the criteria established by the Board and
recommend to the Board those applications that meet the minimum qualifying criteria.
Central Oregon Intergovernmental Council Page 52
19. To enter into grant award contracts as appropriate to evidence awards from the Regional Investment
and Rural Investment programs and to ensure compliance with the terms and conditions of the
Regional Investment and Rural Investment programs as established by the Oregon Economic and
Community Development Department and the Board.
20. To establish guidelines for the disbursement of Regional Investment and Rural Investment grant
awards and to process requests for disbursements under those guidelines.
21. To take action or recommend action on contract modification requests, as determined in the policies
and procedures approved by the Board.
22. To monitor grant award contracts for compliance and recommend action to the Board in the event of
contract default.
23. To secure legal counsel and pursue legal remedies for contract defaults. However, the total amount
expended by the Council for legal expenses shall not exceed $5,000 per biennium.
B. The Board shall have the following powers and responsibilities:
1. To approve all planning documents required by the Oregon Economic and Community Development
Department including but not limited to the Regional Investment Plan and the Rural Action Plan.
2. To hold all required public hearings prior to adopting the planning documents identified in 4(A)1.
3. To review and make modifications to the planning documents identified in 4(A)l as required by the
Oregon Economic and Community Development Department.
4. To obligate funds apart from the compensation described in Section 5 and Exhibit A to cover the
expenses incurred by Board operations including but not limited to: Board member expenses
associated with attendance of conferences and training programs, Board member travel expenses,
facilities rentals for meetings and hearings, conference call expenses for meetings and hearings, and
Board member recognition expenses.
5. To ensure that Board members are listed as additional insureds on the public liability and property
damage insurance policies issued by their respective counties.
6. To secure legal counsel from Crook, Deschutes, or Jefferson County or the State of Oregon Attorney
General's Office regarding any legal issues or legal proceedings taken against the Board or any
individual Board members relating to their activities pursuant to the performance of this Agreement.
7. To comply with all Regional Investment Fund and Rural Investment Fund administrative rules, all
terms and conditions established in grant award contracts with the Oregon Economic and Community
Development Department, and all applicable Oregon law.
8. To establish all policies and procedures for the Regional Investment and Rural Investment Fund
application processes.
To establish and apply criteria for evaluating Regional Investment and Rural Investment Fund
applications.
10. To make grant awards from the Regional Investment and Rural Investment Funds.
11. To establish policies and procedures for entering into and amending grant award contracts.
Central Oregon Intergovernmental Council Page 53
12. To determine what remedies to seek in the event of a contract default, in accordance with established
grant awards.
13. To secure legal counsel and pursue legal remedies for contract defaults as directed by the Board
should the Council reach it $5,000 expenditure limit on legal expenses.
4. Compensation
A. These administration services are funded in part with a grant from the Oregon State Lottery through the
Regional Investment Fund and the Rural Investment Fund administered by the Oregon Economic and
Community Development Department. The Council shall enter into a contract with the Oregon Economic
and Community Development Department to receive Regional Investment Funds and Rural Investment
Funds on behalf of the Board.
B. The Council shall be compensated for the administration of the 2003-2005 Regional Investment and Rural
Investment Programs a total of $70,000. The terms of the compensation are as follows:
The Council shall not incur any expenses under this Agreement until authorized to expend 2003-
2005 Regional Investment and Rural Investment funds by the Oregon Economic and Community
Development Department.
The amount of compensation shall be pro -rated and drawn in advance on July 1 and January 1 of
every year. The date on which the compensation shall begin to be drawn shall be July 1, 2003, or the
date on which the Council is authorized to expend 2003-2005 Regional Investment and Rural
Investment funds by the Oregon Economic and Community Development Department, whichever is
later.
5. Termination
A. This Agreement may be terminated by written mutual consent of all parties. If this Agreement is terminated
prior to the end of the Agreement period, the Council shall be reimbursed on a pro -rated basis for each
month of services provided.
B. This Agreement may be terminated by the Region or by the Council with 30 days written notice to all
parties in the event that the Oregon Economic and Community Development Department fails to provide
funding for the Regional Investment and Rural Investment Fund programs. If this Agreement is so
terminated, the Council shall be reimbursed on a pro -rated basis for each month of services provided.
C. If one party is suspected to be in violation of this Agreement, one of the non -violating parties shall notify all
parties in writing of the circumstances leading to this conclusion. The party alleged to be in violation shall
have 60 days to remedy the violation. If the violation is not remedied within the 60 days, the Agreement
shall be terminated.
6. Dispute Resolution
A. Unless otherwise provided in this Agreement, all claims, counterclaims, disputes and other matters in
question between the Region and the Council arising out of, or relating to this Agreement or the breach of it
will be decided, if the parties mutually agree, by arbitration or mediation, or other alternative dispute
resolution mechanism.
B. The prevailing party in any dispute arising from this Agreement shall be entitled to recover from the other
its reasonable attorney's fees at trial and on appeal.
Central Oregon Intergovernmental Council Page 54
7. Amendments
This Agreement may not be waived, altered, modified, supplemented, or amended in any manner except by
written instrument signed by the parties. Such written modification will be made a part of this Agreement and
subject to all other provisions of this Agreement.
8. Severability
If any provisions of this Agreement shall be held invalid or unenforceable by any court of competent
jurisdiction, such holding shall not invalidate or render unenforceable any other provision hereof.
9. Entire Agreement
This Agreement constitutes the entire agreement between the parties. There are no understandings, agreements,
or representations, oral or written, not specified herein regarding this Agreement.
We, the below signed, are authorized by our respective organizations and the laws of the State of Oregon to enter
into this Agreement on behalf of our respective organizations. We do so freely, and in good faith, and fully
acknowledge all conditions, assurances, and warranties contained within and referenced by this Agreement.
CROOK COUNTY
LIM
Scott Cooper, Judge
County Court
Date
DESCHUTES COUNTY
Michael M. Daly, Chair
Board of County Commissioners
Date
JEFFERSON COUNTY
Walt Ponsford, Chair
Board of County Commissioners
Date
CENTRAL OREGON
INTERGOVERNMENTAL COUNCIL
Lo
Tom Moore
Executive Director
Date
Central Oregon Intergovernmental Council Page 55
Appendix B: Additional Management Policies
Additional Management Policies:
Following are some additional management policies currently effective for projects funded by
the Central Oregon Community Investment Board:
Protecting Investments: Prior to the draw down of grant funds, individual private business and
noxi -profit grant recipients must sign and deliver to COIC instruments securing any real property,
inventory, equipment, machinery, tools, furniture or fixtures purchased or improved with
Regional Investment or Rural Investment dollars.
90 Day Contracting Period: All projects funded from either the Regional Investment or Rural
Investment Fund programs, must sign a contract no later than 90 calendar days from the date of
final project approval by the Central Oregon Community Investment Board. If the project fails
to sign a contract within that period, the project will no longer be eligible for funding, unless re-
authorized by the Board.
Post -Grant Award Meeting: All grant recipients will be required to attend a meeting with COIC
staff prior to contracting to review program requirements and contracting processes, unless the
requirement is waived by COIC in writing.
Meal and Travel Reimbursements: Unless otherwise specified in the project application, mileage
and meals will be reimbursed and/or counted as match based on the COIC approved rate.
Receipts or other acceptable documentation must be provided for meal expenses.
Match Reporting Requirements: Ten percent of the total grant award shall be held back pending
the final reporting of all match by the grant recipient. The funds held back shall be released no
later than 14 calendar days after the date that the final match report is processed.
Default Policy: For defaults because Recipient defaults in the performance or observance of any
of its covenants or agreements contained in the contract or its exhibits:
Action Upon identification of a compliance issue, Recipient shall be immediately notified
and given 30 days to comply. If Recipient fails to comply by the deadline, Recipient shall
be warned of potential default and given an additional 30 days to comply. If Recipient
again fails to comply, the issue will be placed on the Central Oregon Community
Investment Board agenda for consideration of a declaration of default.
For defaults due to any representations made by the Recipient in any of the documents or reports
relied upon by COIC to measure progress on the Project and performance by the Recipient which
are untrue in any material respect:
Action: Upon identification of a misrepresentation issue, Recipient shall be immediately
notified and given a 15 day deadline to submit a response to the charge of
misrepresentation. If the response is not sufficient to resolve the misrepresentation issue;
the issue will be placed on the Central Oregon Community Investment Board agenda for
consideration of a declaration of default.
Central Oregon Intergovernmental Council Page 56
Appendix B: Additional Management Policies
For defaults because the Recipient (i) applies for or consents to the appointment of, or the taking
of possession by, a receiver, custodian, trustee, or liquidator of itself or of all of its property, (ii)
admits in writing its inability, or is generally unable, to pay its debts as they become due, (iii)
makes a general assignment for the benefit of its creditors, (iv) is adjudicated as bankrupt or
insolvent, (v) commences a voluntary case under the Federal Bankruptcy Code (as now or
hereafter in effect), (vi) files a petition seeking to take advantage of any other law relating to
bankruptcy, insolvency, reorganization, winding -up, or composition or adjustment of debts, or
(vii) fails to controvert in a timely and appropriate manner, or acquiesces in writing to, any
petition filed against it in an involuntary case under the Bankruptcy Code; or (d) A proceeding or
case is commenced, without the application or consent of Recipient, in any court of competent
jurisdiction, seeking (i) the liquidation, dissolution or winding -up, or the composition or
readjustment of debts, of Recipient, (ii) the appointment of a trustee, receiver, custodian,
liquidator, or the like of Recipient or of all or any substantial part of its assets, or (iii) similar
relief in respect to Recipient under any law relating to bankruptcy, insolvency, reorganization,
winding -up, or composition or adjustment of debts, and such proceeding or case continues
undismissed, or an order, judgment, or decree approving or ordering any of the foregoing is
entered and continues unstayed and in effect for a period of sixty (60) consecutive days, or an
order for relief against Recipient is entered in an involuntary case under the Federal Bankruptcy
Code (as now or hereafter in effect).
Action: Upon identification of bankruptcy issue, Recipient shall be immediately notified
and given 15 days to respond. If the response is not sufficient to resolve the bankruptcy
issue, the issue will be placed on the Central Oregon Community Investment Board agenda
for consideration of a declaration of default.
For defaults because Recipient sells or leases any assets which it purchased with Regional
Investment or Rural Investment Fund grant proceeds before the requirements of the contract are
met or because the Recipient closes, sells, or leases its business or relocates its business outside
of Crook, Deschutes, and Jefferson Counties before the requirements of the contract are met:
Action: Upon identification of wrongful closing, sale or lease issue, Recipient shall be
immediately notified and given 15 days to respond. If the response is not sufficient to resolve
the issue, it will be placed on the Central Oregon Community Investment Board agenda for
consideration of a declaration of default.
Private Business Grant Terms and Conditions: The Central Oregon Community Investment
Board will apply the following basic terms and conditions when providing grants to private
businesses.
Organizational Eligibility— To be eligible to receive grants from the Central Oregon Community
Investment Board, businesses must be duly organized, validly existing, and in good standing
under the laws of Oregon, and must be located within Crook, Deschutes, and/or Jefferson
Counties.
Central Oregon Intergovernmental Council Page 57
Appendix B: Additional Management Policies
Grant Requirements — Private business applicants must meet the following criteria:
• The maximum grant level in any project will not exceed 17% of the total project cost. Cash
match must be demonstrated prior to grant award.
• Attach a business Strategy. This information will be considered confidential.
• Submit a Statement of Personal History which will be used to perform a credit and criminal
background check. This information will be considered confidential
• Grant funds cannot replace existing funding.
• Create or retain at least one job per $5,000 in grant funds invested.
• Project must address at least one regional priority to be eligible for grant funding.
Eligible Activities — Activities eligible to receive grant funds include: acquisition of fixed assets
(land, plant, equipment or other tangible asset that has a useful life lasting longer than twelve
months, and is normally subject to depreciation for income tax purposes), training, and
marketing. Grant funds will be used to strengthen the equity position of the business allowing the
project to be financed where it would not otherwise be eligible for loan funds or gap financing.
Ineligible Activities — Grant funds cannot be used for the following:
• Assistance in excess of what is needed to accomplish the purpose of the project.
• Distribution or payment to the owner, shareholders, or beneficiaries or members of their
families when such persons will retain any portion of equity in the project or business.
• The transfer of ownership unless the grant will keep the business from closing, or prevent the
loss of employment opportunities in the area, or provide expanded job opportunities.
• For the purpose of refinancing or restructuring existing debt.
Priorities — The following criteria will be considered when determining grant recipients:
• Degree to which the project addresses regional priorities.
• Number of full time jobs that will be created or retained through the project.
• Dollars invested per job created or retained.
• Funds leveraged.
• Project readiness.
If selected as a finalist for grant funding, private business applicants will also be requested to
provide additional information as requested by COIC such as: personal financial statements,
personal income tax returns, a resume, business tax returns for the subject business and all
affiliate businesses, and income statements, cash flow statements and balance sheets for the
subject business. This information will be considered confidential and will be used to perform a
financial analysis. The financial analysis must show that the company is viable but cannot
reasonably assume more debt.
Please note that COIC will take a security interest in all fixed assets including real property
purchased by private or noirprofit organizations with grant funds. Also, individual private
businesses receiving a grant of $50,000 or more must enter into a First Source Hiring
Agreement.
Central Oregon Intergovernmental Council Page 58
Appendix C: 2001-2003 Performance Measures
Table 29: Central Oreaon Hiah Level and Intermediate Outenmec
Hight6vel Ou coiries
.. `Intermediate Outcome:,-
:. . :
>:.Intermediate Otatcome Tar eta:
1 Ratio of job growth to populatior
A. Number of jobs created or retained.
35 jobs created or retained.
growth.
II. Real average wage perjob.
B. Number of jobs created or retained
20 jobs created or retained above county
above county average wage.
average wage.
III. Per capita personal income.
C. Number of persons trained who earn
20 individuals who earn higher wages after
higher wages after training.
training.
IV. Unfunded infrastructure and
D. Number of public facility and
Five public facilities or infrastructure projects
public facilitV needs.
infrastructure probects com leted.
completed.
V. Percent of public pavement in
oor condition.
E. Miles of road improved or developed.
Five miles of roads improved or developed.
F. Number of new users of alternative
20 new users of alternative transportation
trans ortation modes.
modes.
VI. Access to advanced
G. Number of communities with improved
Three communities with improved broadband
telecommunication services.
broadband availability.
services.
VII. Fire, police and emergency
H. Number of improvements to
emergency/public facilities or health
Three emergency/public facilities or health
medical response time.
services improvement projects completed.
services.
VIII. Percent of persons in
1. Number of low-income or
disadvantaged individuals having access
Ten low-income or disadvantaged individuals
poverty.
to su ort service ro rams.
gaining access to support service programs.
IX. Travel/Tourism expenditures.
J. Number of improvements to cultural or
Completion of one new or expanded cultural or
recreational facilities.
recreational facility.
K. Number of persons trained who
Ten individuals involved with leadership
X. Level of civic engagement.
undertake a new leadership role in the
community,
training.
L. Number of stream water monitoring
XI. Water quality health.
sites with improved water quality
Completion of one or more riparian
readings.
enhancement projects.
Central Oregon Intergovernmental Council Page 59