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2015-367-Minutes for Meeting July 06,2015 Recorded 7/31/2015 DESCHUTES BLANKENSHIP, COUNTY CLERK �J L0�5'�p� NANCY COMMISSIONERS' JOURNAL 07/31/2015 09;41;12 AM ijiijiniiuiiiuiiiiiii I III 2 1 -35 G� crEs (>G ©'l Deschutes County Board of Commissioners 1300 NW Wall St., Bend, OR 97701-1960 (541) 388-6570 - Fax (541) 385-3202 -www.deschutes.org MINUTES OF WORK SESSION DESCHUTES COUNTY BOARD OF COMMISSIONERS MONDAY, JULY 6, 2015 Present were Commissioners Anthony DeBone and Alan Unger; Commissioner Tammy Baney was out of the office. Also present were Tom Anderson, County Administrator; Erik Kropp, Deputy County Administrator; David Doyle, County Counsel; and,for a portion of the meeting, Joe Stutler, Senior Advisor - Forestry; Susan Ross and James Lewis, Property & Facilities; Kathleen Coop, District Attorney's Office; Judith Ure, Administration;former Commissioner Mike Daly, and a media representatives of KTVZ-TV Chair DeBone opened the meeting at 1:30 p.m. 1. Approval of Grant Application for DeschutesSafe Program. Kathleen Coop presented backup information, including a revised sheet showing the match amount being lower than shown. The grant would increase her hours from 10 to 20 hours a week for the duration of the grant, and they would bring in someone to manage the data that is going to come in. This would be short-term help only. She said the D.A. and she have met with those who would provide the grant and it appears to be promising. The grant helps them get the program going and then they would be able to handle it from there. They have 24 partners involved in this initiative. Minutes of Board of Commissioners' Work Session Monday, July 6, 2015 Page 1 of 7 Pages Chair DeBone asked about how the police departments fit in. Ms. Coop said that ultimately they hope the data will provide clarity and help to law enforcement and others. This will help to determine if there is any duplication of services, and they are seeking feedback from the public and others as well. Commissioner Unger noted that they do need to be able to measure how effective programs are, and this will help provide this information. They are hoping this will end up being a model for other counties to emulate. He added that the Board would provide a letter of support if appropriate. Baney Anderson confirmed that Commissione r ane y is supportive. UNGER: Move approval of the grant application. DEBONE: Second. VOTE: UNGER: Yes. DEBONE: Chair votes yes. 2. Discussion of Letter to Central Oregon Counties regarding the Cohesive g g g Strategy Initiative. Joe Stutler provided a revised version of the letter to review (a copy of which is attached for reference). There are similar efforts going on throughout the U.S. Most of those selected are successful based on legislative support. He hopes they will leverage all they have regionally and approach it in a different way. The funds follow the program, regardless of the partners. They are already doing the work. They are specifically asking the Board for a letter of support, to start having one voice to pursue this funding. They are attempting to get additional stakeholders to strengthen the plan. Some of these are non-traditional, such as Brooks Resources and the Tribes at Warm Springs; and some from local industries. Commissioner Unger said that they met with Forest Service representatives from various areas. Mr. Stutler stated that the USFS gets a lot of USDA funds for various programs. Commissioner Unger has spoken with Commissioners of other counties already. Minutes of Board of Commissioners' Work Session Monday, July 6, 2015 Page 2 of 7 Pages Mr. Stutler stated that this needs to focus on the federal funding side. Communities need to develop and build for resilience. Everyone who might be impacted needs to know how it is all connected and be part of an overall strategy. A similar letter should be drafted for the Forest Service and other agencies. Commissioner Unger spoke about the draft letter, in particular the last paragraph on the first page. He wanted to add some language to that sentence. Mr. Anderson stated the Board could approve this at their Wednesday morning business meeting. 3. Consideration of Discretionary Grant Requests. Judith Ure presented the year to date revenue and allocation detail. • Arts Central --Fundraising Event— $1,500 This is the major fundraiser for the group. The Commissioners were supportive. • DiamondStone, Inc. dba the Newberry Event— Fundraising Event— $5,000 This relates to raising funds for multiple sclerosis research. They have been advised that this is beyond the funding limit. Commissioner Unger is not supportive because it is not a local fundraiser, and is worried about setting precedence for national groups. They compare this event to the Quilt Show, the Brew Fest and other community events that the Board does not support in this fashion. Mr. Anderson stated that if this is not local, Commissioner Baney is not supportive. • Beulah's Place — Shelter Security Project - $2,450.46 This grant would be to fund security measures for a safe house for homeless teens and others. Commissioner Unger supports this, but wanted to know if this is the right funding mechanism. Chair DeBone is supportive as it is part of the work that the County does. She would have liked to hear from Health regarding the need. Chair DeBone asked if the wall or fencing is appropriate for the neighborhood. Minutes of Board of Commissioners' Work Session Monday, July 6, 2015 Page 3 of 7 Pages Mike Daly stated that the facility is on a busy street and he thinks fencing would be appropriate. This is one of the group's highest priorities. They support older teens that do not fit into the juvenile system but still need help. Mr. Anderson stated that Commissioner Baney suggested a grant of$1,500 and she would grant $500. Commissioners Unger and DeBone granted $1,000 each. Tumalo Business Association—Tumalo Monuments Project— $2,500 Ms. Ure stated that the group is in the process of putting in monuments that are visible for people driving into the community. Commissioner Unger stated that the citizens are raising funds on their own to help get some recognition for Tumalo, which is unincorporated. He said $1,500 would be appropriate. Commissioners Baney and Unger granted $500 each, and Chair DeBone granted $1,000. Opportunity Knocks was added for consideration. Chair DeBone said he met with their representative who said they are reorganizing and trying to help small businesses. Th e Commissioners suggested su ested that this be addressed when complete information is received. Mike Daly spoke about the Buckaroo Breakfast, which is not a nonprofit. He has applied at Wal-Mart and Fred Meyer as well. It would be for pans for cooking. Unger Commissioner Un er feels that this should be something the Fair Association could address, as it is of value to the overall event. Judith Ure stated that this group is not for profit and perhaps can consider this community group. The Board will discuss it on Wednesday morning. 4. Other Items. Mr. Anderson said that State of the County address is next Wednesday; and a draft of achievements and objectives has been developed. The Board will do a `top ten' and discussed whether to make it Redmond specific. Minutes of Board of Commissioners' Work Session Monday, July 6, 2015 Page 4 of 7 Pages Mr. Anderson reminded the Board of the Wednesday meeting with the La Pine City Council. They will discuss supporting 911 levy efforts and the radio project. The affordable housing discussion should occur in executive session. Susan Ross spoke about the La Pine Water District situation. The District formed in 1999 and a well was drilled that could serve the entire development. They sold the County the well and the rights for municipal purposes. The County loaned $60,000 to La Pine Water District to purchase the well site. It is now owned by the City. There was to be a hookup fee to reimburse the County. There was also an understanding that the County did not want the hookup fees, but instead credit for hooking up County projects. She asked that this be discussed in 2011. She feels the credit has been used, and wants to clear this from the books. Mr. Anderson stated they know which properties have been included using these credits. The City would also like to see this loan off their books as well. He has asked County Counsel to come up a mechanism to finalize this. Chair DeBone stated that the City just went through a rate review for services so are on track. Commissioner Unger and Chair DeBone support the suggestion and feel that this should be closed out. Chair DeBone said there is an economic development meeting this week involving La Pine, Sunriver and south County. Commissioner Unger asked about the transfer of properties from the BLM to the City. Chair DeBone said this would be the lease of the library and the 750 County acres. Mr. Anderson stated that the City might want to pursue annexation first since forest zone uses are very limited. Mr. Anderson stated that there were questions about the rock piles across from City Hall. It is on County property and there is a question as to whether it is too much to store and whether it affects wetlands. Minutes of Board of Commissioners' Work Session Monday, July 6, 2015 Page 5 of 7 Pages Mr. Anderson said that the Road Department wants to begin talking about the City taking over maintenance of the roads within the City limits. Chair DeBone stated that the City of Bend is underfunded for even basic maintenance, so the La Pine City Council will want to know how many roads and what condition they are in; and what it would take to keep them in decent shape. Mr. Anderson advised that the Command Staff in the Sheriff's Office wished to present former Sheriff Blanton with his service weapon as a retirement gift. County Counsel drafted an Order authorizing the transfer. UNGER: Move Order No. 2015-036. DEBONE: Second. VOTE: UNGER: Yes. DEBONE: Chair votes yes. Mr. Anderson spoke again about the upcoming State of the County, Redmond Chamber presentation. They could talk about accomplishments and what is coming up. He asked if there is anything they want to do differently. It was thought they should highlight the Fair & Expo, land swap and food & beverage arrangement. They could also talk about the canceled Fair parade. Commissioner Unger asked about COVA, REDI and EDCO, and economic development in general. They could talk about the County's business loan program as well. Mr. Anderson will provide the template for the presentation to each Commissioner for review. The Board went into executive session several times during the course of the meeting. Being no other items discussed, the meeting was adjourned at 3:20 p.m. Minutes of Board of Commissioners' Work Session Monday, July 6, 2015 Page 6 of 7 Pages DATED this Day of 2015 for the Deschutes County Board of Commissioners. Anthony DeBone, Chair atiexA-t Alan Unger, Vice Chair r ATTEST: Tammy ,aney, Co issioner Recording Secretary Minutes of Board of Commissioners' Work Session Monday, July 6, 2015 Page 7 of 7 Pages 0-1-1 .S Q,tz). <, e. 41.is‘ 0,,,Z4',. * 1... a Or 171, '6, -< Deschutes County Board of Commissioners 1300 NW Wall St., Suite 200, Bend, OR 97701-1960 (541) 388-6570 - Fax (541) 385-3202 - www.deschutes.org WORK SESSION AGENDA DESCHUTES COUNTY BOARD OF COMMISSIONERS 1:30 P.M., MONDAY, JULY 6, 2015 1. Approval of Grant Application for DeschutesSafe Program —Kathleen Coop, D.A. 's Office 2. Discussion of Letter to Central Oregon Counties regarding the Cohesive g g g Strategy Initiative 3. Consideration of Discretionary Grant Requests —Judith Ure • Arts Central — Fundraising Event— $1,500 • DiamondStone, Inc. dba the Newberry Event—Fundraising Event— $1,500 • Beulah's Place — Shelter Security Project - $2,450.46 • Tumalo Business Association— Tumalo Monuments Project— $2,500 4. Other Items PLEASE NOTE:At any time during this meeting,an executive session could be called to address issues relating to ORS 192.660(2)(e),real property negotiations;ORS 192.660(2)(h),litigation;ORS 192.660(2)(d),labor negotiations;or ORS 192.660(2)(h),personnel issues;or other issues under ORS 192.660(2),executive session. Meeting dates,times and discussion items are subject to change. All meetings are conducted in the Board of Commissioners'meeting rooms at 1300 NW Wall St.,Bend,unless otherwise indicated. If you have questions regarding a meeting,please call 388-6572. Deschutes County encourages persons with disabilities to participate in all programs and activities. This event/location is accessible to people with disabilities. If you need accommodations to make participation possible,please call(541)388-6571,or send an e-mail to bonnie.bakcr(a)deschutes.org. DESCHUTES COUNTY DOCUMENT SUMMARY (NOTE:This form is required to be submitted with ALL contracts and other agreements, regardless of whether the document is to be on a Board agenda or can be signed by the County Administrator or Department Director. If the document is to be on a Board agenda,the Agenda Request Form is also required. If this form is not included with the document,the document will be returned to the Department. Please submit documents to the Board Secretary for tracking purposes,and not directly to Legal Counsel,the County Administrator or the Commissioners. In addition to submitting this form with your documents,please submit this form electronically to the Board Secretary.) Please complete all sections above the Official Review line. Date: 7/1/2015 Department: DAI Contractor/Supplier/Consultant Name: Oregon Community Foundation Contractor Contact: Cheryl Puddy Contractor Phone #: 541-382- 1170 Type of Document: Grant Goods and/or Services: Grant funding to support the DeschutesSafe Initiative. The funding being requested will support staff time, public meetings, data collection consultant and meeting facilitation consultants. Background & History: Grant application attached. Agreement Starting Date: November 2015 Ending Date: Oct 2016 Annual Value or Total Payment: $50,000 ❑ Insurance Certificate Received check box) Insurance Expiration Date: Check all that apply: ® RFP, Solicitation or Bid Process ❑ Informal quotes (<$150K) ❑ Exempt from RFP, Solicitation or Bid Process (specify-- see DCC §2.37) Funding Source: (Included in current budget? ® Yes ❑ No If No, has budget amendment been submitted? ❑ Yes ❑ No Is this a Grant Agreement providing revenue to the County? ® Yes ❑ No Special conditions attached to this grant: Deadlines for reporting to the grantor: Applications due July 15, 2015 If a new FTE will be hired with grant funds, confirm that Personnel has been notified that it is a grant-funded position so that this will be noted in the offer letter: ❑ Yes ❑ No 7/2/2015 Contact information for the person responsible for grant compliance: Name: Kathleen Meehan Coop Phone #: 317-31751 Departmental Contact and Title: John Hummel Phone #: 541- 388-5520 1 Department Director Approval: S%*nature n ate Distribution of Document: The fin rgrant application will be mailed to the Oregon Community Foundation by Kathleen Meehan Coop by no later than July 14, 2015, Official Review: County Signature Required (check one): CI BOCC Air Department Director (if <$25K) O Administrator (if >$25K but <$150K; if>$150K, BOCC Order No. Legal Review n1.-/ Date (77( Document Number 7/'2'2015 L THE OREGON COMMUNITY Grant Narrative FOUNDATION Community Grant Program Due by 5pm January 15 or July 15 Please keep form to no more than four pages, using 11-point font.This narrative is a starting point for OCF in determining eligibility and competitiveness, so please do not try to include everything about the project—only the essentials. More information can be provided at a site visit if the project is competitive. Your Organization's Name: Deschutes County District Attorney's Office Tell us about your organization. What are your mission and track record?Highlight two or three key facts and accomplishments that best define you. The Deschutes County District Attorney's office is home to 20 attorneys and 30 support staff committed to keeping our community safe.The office serves and enhances the lives of 170,000 Deschutes County citizens that reside within the cities of Bend, La Pine, Redmond, and Sisters and their surrounding communities, by working to reduce crime, and protect innocent victims.The public safety services are achieved through evidence based crime prevention programs; representing the State in juvenile matters and mental health proceedings; acting as forfeiture counsel; assisting with criminal and certain civil proceedings; and managing multi-disciplinary teams handling abuse and assault issues. Over the years the DA's office has been instrumental in multiple collaborate community programs.The DA's Office has led the Safe Schools Alliance, a successful community partnership consisting of law enforcement agencies,school district leaders, non- public schools,the County mental health agency and additional partners in Crook,Jefferson and Deschutes Counties in Oregon to address common interests and concerns related to ensuring students can succeed in school.The network advises member agencies on the adoption of policy and explores curriculum and programs to reduce crime,and works to prevent bullying and cyber bullying in regional schools.Additionally the DA's office has led the development of Y g Y Y g g Y p the Domestic Violence MDT, a collaborative council of community and agency representatives that work to address domestic violence and promote safe family relationships.Through the efforts of the council a three year external grant was secured in 2013 to support a Saving Grace advocate, and a bi-lingual Latino facilitator for Mary's Place and for training for judges and staff. Is the project for which you are seeking a grant intended to benefit the general public or is it intended to reach a specific population group? You may consider ethnicity, geography, income, education, age, gender, or any other defining characteristic. Under the leadership of District Attorney John Hummel, Deschutes County takes a pro-active role in reducing the overall incidences of crime throughout our county, as this is the first and can be the most critical point in creating a safe environment for a community.To achieve this goal the DA has initiated DeschutesSafe, for which we are seeking additional support for through an OCF grant. DeschutesSafe will benefit both the whole community and at-risk populations. It will support the community through 1)an improved understanding of our crime issues and how our current crime prevention programs are addressing those issues, 2)enhanced communication and coordination between all the resources and programs handling crime related issues,and 3)the use of an evidence- based approach to allocate resources. At-risk populations will benefit, as evidence-based recommendations for preventing crime will be targeted to the identified at-risk populations.Too often counties implement programs to solve problems Form Revised Nov 2014 Page 1 as it is assumed that every community is dealing with the same issues and a one size fits all approach is the answer.The reality; however, is that socioeconomic, ethnicity,geography and education are often unique to each community,even within a single county, and the approaches that are needed to solve those problems must address the underlying factors and/or causes specific to that community. DeschutesSafe will solve this issue by developing and implementing a data-driven process and an evidence-based strategy that will objectively look at these issues and take steps to reduce crime, save money and improve community safety within each individual community. What need does your project address? What critical community problem needs to be addressed or what organizational capacity are you hoping to build? Many crime prevention programs exist due to good-will and public support, or due to the belief that a heavy-handed approach to crime is always the best solution.There is often little evidence that either approach is meeting its stated goals or meeting the community's real needs.This problem is compounded when resources are limited because effective programs may not be receiving the resources they need to have an even greater impact,while other programs,which may not be as effective and/or are duplicating services, draw upon resources that could be used more effectively. DeschutesSafe is a capacity-building program that brings together community input, current data,and crime-related experts to develop a holistic crime prevention plan to reduce crime in Deschutes County. DeschutesSafe's evidence-based approach will allow us to develop a comprehensive picture of our current crime and crime prevention efforts. Using that information DeschutesSafe will gain the knowledge needed to: 1)allocate resources that will enhance effective crime prevention programs, 2) identify and address gaps in program offerings, and 3)eliminate,when appropriate, program and service duplications. Ultimately through these efforts DeschutesSafe will reduce crime, improve safety, and reduce costs associated with prosecution and incarceration. In addition,we anticipate that DeschutesSafe also will serve as a model program for other Oregon counties. What do you propose to do about it? What is your plan for addressing this need? What is your goal?Please be concrete. DeschutesSafe is an ongoing initiative, supported by the DA's office,which began in June 2015 with the convening of a Community Advisory Group(CAG).The CAG is made up of a diverse group of 25 community partners(http://tinv.cc/partners-deschutessafe)that includes law enforcement, community justice,youth, drug/alcohol/mental health professionals, education experts, poverty professionals, data specialists,faith-based organizations,the business community, neighborhood associations, and government officials. The CAG will: 1)create a database of crime and crime prevention efforts within the county, 2)develop a living map of crime and crime prevention efforts,and 3) implement an evidence-based crime prevention plan that will allocate resources to programs that have shown to have the greatest impact and use best practices. How will you do it?When and with whom? What are the specific activities to be supported?How long will they take? If your project involves partnerships with other organizations, have the proposed partners agreed to participate? During the grant period (November 2015-October 2016) DeschutesSafe will: 1)Complete the data collection, mapping and first stage analysis; 2) Educate the public on the results of the initial analysis, and solicit public feedback;3)Synthesize and re-analyze the initial data with public input and identify best practices and prioritizes first tier crime prevention needs and solutions;4)Authorize Form Revised Nov 2014 Page 2 recommendations for improved crime prevention efforts;and 5) Inform the community of and advocate for the DeschutesSafe's first year recommendations and crime prevention plans. November 2015-February 2016--A working subset of the CAG that has already begun to meet biweekly and will continue to actively collect,compare and map of our community's current crime statistics and crime related programs.The mapping and analysis focuses on two-five year old data on three levels — traditional crime data(by county,economic,ethnic,gender, age, etc.),drivers of crime(unemployment, adverse childhood experiences (ACEs), high school graduation, reading levels, etc.),and crime prevention programs(school-based, domestic violence prevention, court/jails, early childhood programs, etc.).The data will be shared with the CAG through an online collaboration work site, email and bi-monthly meetings. During the analysis phase, a facilitator will be brought in to the CAG meetings to help with the process. In addition to our partners with this expertise in this area,a part-time data consultant will also be brought on to assist with this effort. March—May2016-After the base-line data are synthesized the DeschutesSafe team,will present the information to the public.At least six(6)facilitated public meetings will be held in various locations around the county to educate the public on current crime and crime prevention efforts. In addition, since public meetings don't always engage everyone,community members representing the population of the county will be invited to participate in facilitated focus groups.Social media and web-based resources(Facebook,Twitter,online social forums, live webinars and online surveys)will also be used to inform and garner additional feedback from the public. June-August 2016- Following public comment,the CAG will re-analyze and synthesize the data. During this facilitated process the effectiveness and best practices of current programs will be evaluated; programming gaps will be identified; programs with duplicate services will be connected; and programs that need additional study to determine impact will be identified. CAG will then prioritize the most critical issues to be addressed during the first year of the initiative and will determine the best crime prevention solutions to focus on for that particular issue and community. DeschutesSafe will then make recommendations for allocating current funding to support the recommendations and will establish an approach to promote and advocate the plan. The team will also develop a plan to implement a longitudinal study to track the program's impact. September—October 2016-Then through additional community meetings,visits to Salem, news sources, and social media channels, DeschutesSafe will inform the public and advocate to our elected officials the program's first year recommendations and crime prevention plans. Who is responsible for your project? Briefly describe your project leaders and the role that each will play in the project. How do these leaders reflect the population or community that you serve? Deschutes County District Attorney John Hummel took office in January of 2015. Hummel has 20 years of legal, policy and conflict resolution professional experience. Prior to his service as DA,John was the State and Federal Policy Director for the Oregon Primary Care Association (OPCA),a non-profit membership organization that provides care primarily to Oregonians with low incomes. Previously John served as Director of the Oregon Consensus Program at Portland State University. He also served as the Liberia,Africa Country Representative for the Carter Center, and has experience as a criminal law defense attorney, professor, and Bend City Councilor. Kathleen Meehan Coop, Management Analyst will serve as the project manager. Prior to joining the DA's office, Meehan Coop served as the Vice President of Education for Challenger Center an international informal STEM education program. Kathleen has master's degrees in business and education,extensive experience managing collaborative programs, and has overseen numerous grant-funded initiatives. Kathleen currently devotes 10 hours per week to DeschutesSafe and will increase that commitment to Form Revised Nov 2014 Page 3 20 hours if grant funding is received. Kathleen will coordinate the CAG and working group,the public meetings, and will oversee the collection, analysis and dissemination of the data. ...................................................................................... . .......................................... How will you measure results? What will success look like?How will you measure or document project success or impact?Please outline your evaluation plan. Success will be measured at multiple stages and levels throughout the initiative by outputs and outcomes. Outputs-1)The creation of a database that accurately tracks current crime prevention programs and correlates those programs to the crime prevention needs of the community,2)A clear evidence-based understanding of what the crime prevention needs are within Deschutes County,3) Engagement of the public on the issues through education efforts and public comment,4) Evidence- based plan for budgeting and advocating for support of critical programs that demonstrate best practices,and 5) Development of a plan to implement a longitudinal study to track program outcomes. Outcomes—1) Improved public safety, 2) Reduction in overall crime, 3)Cost savings related to decreased prosecutions and incarcerations,4) Decrease in recidivism, and 5) Decline in the victimization of at-risk populations. How much will the project cost? Please note: Project revenues and expenses described here should correlate to project activities and match your attached project budget. Also, if OCF or other funders cannot provide all of the support requested, what is your plan? The DeschutesSafe initiative will cost$293,908.The County and our partners are providing a cost-share of$243,914, and we are requesting$49,994.The majority of project expenses fall under personnel to increase the project manager's time and professional services to bring in additional expertise to assist with meeting facilitation, and data management and analysis. This project will not generate revenue, although we do anticipate it generating future cost savings. DeschutesSafe will continue even if OCF is unable to provide full funding.The project plan and timeline will be revised to reflect less staff time, how often a meeting facilitator is used, and the data consultant position may be eliminated. How will you sustain the proposed activities or build on what you achieved? Please describe your plan for securing the financial, human and in-kind resources needed to sustain or build on project achievements. The very essence of this project is about sustainability,as it will be developing a living database that will require continued input, and the fact that crime related issues are complex and require time and a long term commitment to solve. DeschutesSafe will not be able to address all the issues within this first year, and plans to continue address county needs as new data, priorities,and resources change. This commitment is shown through the permanent part-time staff person supported by the DA's office to maintain the database, support the CAG meetings, and to keep the public informed. Conclusion Why do you think this project fits the objectives of the OCF Community Grant Program? Why is it important to the community you serve? DeschutesSafe is important to our community because it actively engages the community in addressing the challenges associated with reducing crime in an evidence-based manner, which has not be done. This approach will enable us to understand how best to manage these challenges so we can improve the quality of life for the entire community, but also specifically improve the lives of at-risk populations that are often more vulnerable to being victimized within the community and within the criminal justice system. DeschutesSafe ensures that we will use our limited resources for crime prevention efforts in a manner that improves the lives of all of our citizens reducing crime and the costs associated with criminal activity. Form Revised Nov 2014 Page 4 II 1 ii HI n � QQ O C '9 N 8 W n 8 po Illi! O p .'i Ii .1''':iy'''. I I, O O p L,I-N a, . ..� co 1 o o n pIII ), j N N N hi- a D 0 N N mN N.•. 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C7 a On Deschutes County letterhead Date Good day Crook, Jefferson and Klamath County Commissioners, Deschutes County has recently embarked on a collaborative journey with a variety of stakeholders including those who are greatly concerned about the impact of wildland fire in.Central Oregon. This group has come together under the umbrella of the Central Oregon Cohesive Strategy Initiative to collaborate and cooperate across jurisdictional boundaries to achieve meaningful progress towards three goals: 1. Restoring resilient landscapes, 2. Creating and maintaining fire-adapted communities, and. 3. A safe and effective wildfire response. These are the three goals of the Cohesive Wildland Fire Management Strategy that have been embraced by the initial steering committee of stakeholders. (For more on the Cohesive Strategy effort, visit www.forestsandrangelands.gov). The conceptual boundary of the Central Oregon Cohesive Strategy Initiative includes all of Crook, Jefferson and Deschutes Counties and the northern part of Klamath County that is bordered and surrounded by the Deschutes National Forest. In Central Oregon, fire and land managers at the federal and state levels, cities, counties, non- governmental organizations and private citizens have a rich history of identifying shared goals and cooperating to accomplish shared outcomes. This strategic alignment and collaborative engagement has existed for decades and continues to build. As neighboring counties, we share similar threats to communities, infrastrneture, economies and the environment from wildland fire. The challenges of an isolated, geographic location, limited budgets and diverse interests have helped steer us to work together to achieve far more than one agency or organization alone. As part of our strategy to engage elected officials in support of the Central Oregon Cohesive Strategy Initiative, we invite you to participate as stakeholders with a high interest in supporting the above goals. Our collective voice as elected officials is critical to the success of this endeavor. Attached are two documents for your review—the Central Oregon Cohesive Strategy Initiative concept document and the Political Leveraging Strategy for moving forward. We ask that you formally recognize the Initiative with a letter of support and your agreement to participate as stakeholders in this cross jurisdictional effort. We hope to receive your letters of support before the end of July as we are planning a "Legislative Day" in late August to publicly reveal the Initiative and give all our elected officials a chance to hear more about the goals and anticipated outcomes of this collaborative effort. We will notify you soon with the date of this scheduled event. We hope you can join us! If you have any questions or wish to receive a more formal presentation about the Central Oregon Cohesive Strategy Initiative,please contact Alan Unger at(541) 388-6570. Sincerely, Tony DeBone Chair Deschutes County Board of Commissioners Alan Unger Commissioner at Large Deschutes County Board of Commissioners Tammy Baney Commissioner at Large Deschutes County Board of Commissioners 2 Central Oregon Cohesive Strategy Initiative 5-6-15 National Cohesive Wildland Fire Management Strategy the Federal Land Assistance, Management, and Enhancement (FLAME) 2009, Congress passed g ( ) Act. In it, Congress directed the U.S. Department of Agriculture (USDA) and th e Department of the Interior(DOI) to develop a national cohesive wildland fire management strategy. In 2014, development of this Cohesive Strategy culminated with the release of The National Strategy: The Final Phase of the Development of the National Cohesive Wildland Fire Management Strategy (National Strategy) and The National Cohesive Wildland Fire Management Strategy: National Action Plan (National Action Plan). Developed collaboratively by and for stakeholders, as a proactive, collaborative approach to P Y Y P Western Regional implementing the Cohesive Strategy, these national documents along with the � �, imP g gY� g - Action Plan, now provide a framework for implementation across landscapes,jurisdictions and communities. The vision of the Cohesive Strategy is: To safely and effectively extinguish fire, when needed; use fire where allowable; manage our natural resources; and as a Nation, live with wildland fire. The three primary goals necessary to achieving the vision are: Restore and maintain resilient landscapes: Landscapes across all jurisdictions are resilient to fire-related disturbances in accordance with management objectives. Create fire-adapted communities: Human populations and infrastructure can withstand a wildfire without loss of life and property. Safe & Effective wildfire response: All jurisdictions participate in making and implementing safe, effective, efficient, risk-based wildfire management decisions. In addition,three components, intended to be conducted concurrently, are necessary for implementation of the Cohesive Strategy: • Strategic alignment, where all parties agree to the same goals, principles, and strategic course of action; • Collaborative engagement, which includes governance, shared information and resources, communications, and monitoring and accountability; and 1 • Programmatic alignment, where individual agency or organization objectives are explicitly supportive of the national Cohesive Strategy goals. The ultimate success of the Cohesive Strategy effort depends on how strategic direction and national priorities can be translated into the on-the-ground, local actions of agencies, organizations, governments, and individuals with meaningful, cumulative effects. The Central Oregon Story In Central Oregon, fire and land managers, cities, counties, non-governmental organizations and private citizens have a long and rich history of identifying shared goals and cooperating to accomplish shared outcomes. Here, a culture of strategic alignment, collaborative engagement and programmatic alignment has existed for decades and continues to build. The challenges of an isolated, geographic location, limited budgets and diverse interests helped steer stakeholders to work together under the concept that groups that cooperate and coordinate efforts can achieve far more than one agency or organization alone. When the Cohesive Strategy was framed in the West, it was quickly recognized as an evolution of collaborative strategies and behaviors that already exist and are enjoyed in Central Oregon. With this positive foundation in place, stakeholders in Central Oregon have witnessed much success through current collaborative efforts: • Increased hazardous fuels and restoration treatments on public lands in the WUI through the Deschutes Collaborative Forest Project; • Establishment of a Fire Adapted Communities Learning Network Hub through Project Wildfire; • BLM is working with NRCS on creating resilient landscapes across jurisdictional lines; • Comprehensive Community Wildfire Protection.Plans across Deschutes, Jefferson and Crook Counties; • Integrated wildland fire response including mutual aid and cooperating agency agreements; • Local agreements between federal land managers and private landowners to treat lands regardless of ownership; • Consistent engagement and support by local elected officials, County Emergency Management and law enforcement; • Central Oregon Joint Information System for emergency information; • Agreement between Upper Deschutes Coalition and Deschutes National Forest for treatment both on private and public lands to create resilient landscapes and maintain. fire-adapted communities; 2 • Natural Resources Conservation Service is working collaboratively with other federal and state agencies to create resilient landscapes on private, non-industrial forests near communities. • Private land owners with critical sage-grouse habitat have completed Candidate Conservation Agreements with Assurances (CCAAs) and are working with federal agencies to complete Candidate Conservation Agreements (CCAs) to protect greater sage-grouse while maintaining viable economies and grazing operations. • Project Wildfire through a collaborative steering committee, established by county ordinance, continues to facilitate and lead hazardous fuels treatments to create and maintain fire adapted communities, treating over 1 10,000 acres of private lands with the cooperation and participation of private landowners. With all these successful efforts, the risk of loss to lives, our natural resources, economies, habitat, and communities is still extreme and there is much work before us. This begs the question: Can stakeholders in Central Oregon continue to use this successful history of coordination and collaboration to achieve greater restoration and reductions of risk on a landscape level, increase the community's understanding and acceptance of risk, and improve the safety and effectiveness of wildfire response, and successfully implement the Cohesive Strategy? The answer is YES. Central Oregon Cohesive Strategy Initiative The Cohesive Strategy provides a solid framework for making meaningful progress towards three goals--Restoring Resilient Landscapes, Fire Adapted Communities and Safe & Effective Wildfire Response. What is the method to achieve that progress? Collaboration... to manage vegetation and fuels; protect homes, communities, and other values at risk; manage human-caused ignitions; and fl safely, effectively, and efficiently responding to wildfire. Stakeholders in Central Oregon now appreciate a solid platform from which to advance current collaborative philosophies and efforts and integrate them under one umbrella for increased success (the notion of"bigger, better, safer and faster") across jurisdictions. The collective ambition is to bring federal, state, tribal and local agency stakeholders together with interested non-governmental organizations and private landowners across three counties - Deschutes, Jefferson and Crook—to embark on a collaborative journey to identify shared values and goals, and implement prioritized actions to achieve them, leading to meaningful progress towards resilient landscapes, fire adapted communities and a safe and effective wildfire response using the National Strategy, National and Regional Action Plans as guidance to continue successful implementation. More than just successfully implementation of the Cohesive Strategy, this coordinated, collaborative multi-county project aims for recognition as a"regional learning laboratory" for 3 others to either replicate and/or utilize valuable lessons learned to create similar successful environments throughout the western United States. This level of integration, coordination and collaboration will require the following: • Share and implement the purpose of our efforts: o To collaboratively implement the Cohesive Strategy through an"all-hands, all- lands"approach across three counties, and o Provide the "regional learning laboratory" for success for the Pacific Northwest and other areas in the west; • Prioritized landscape treatments across jurisdictions; • Increased, collective investments for these projects; • Continue to identify and leverage resources among all stakeholders. Stakeholders to-date include: Deschutes National Forest Central Oregon Intergovernmental Council Ochoco Forest Home/Property Owner Organizations Prineville BLM CWPP groups in each county Confederated Tribes of Warm Springs Soil and Water Conservation Districts Oregon Department of Forestry Oregon Department of Fish and Wildlife Mike Hollern and Romy Mortensen,Brooks All local fire districts and departments, RFPAs Resources Corporation, West Bend Property Project Wildfire Company and The Tree Farm Fire Learning Network Fire Adapted Communities Learning Network Ron White and Mike Tennant, Tennant County Planning Departments Developments, West Bend Property Company and The Tree Farm Deschutes Collaborative Forest Project Elected officials from all counties,cities Charley Miller and Connie Marshall, Miller Lumber Central Oregon Prescribed Fire Council Company and The Tree Farm Environmental Community OSU Cooperative Extension NW Fire Science Consortium County Sheriffs Natural Resources Conservation Service Deschutes Land Trust Forest and Ranchland Owners Walker Range Fire Protection Association Next Steps: • Create a Steering Committee consisting of senior agency and local government leaders, private land stakeholders and non-governmental leaders. • The Steering Committee with the support and contributions of all stakeholders, will 4 ensure strategic alignment, collaborative engagement and programmatic alignment as the Cohesive Strategy Initiative is implemented. • The Steering Committee will develop a coordinated approach to the three goals of the Cohesive Strategy. • Develop and implement a robust, inclusive communications strategy to strengthen internal and external support for the collaborative efforts of the Initiative. • Strengthen capacity to collect, analyze, interpret and integrate all types of data and information, including recognized data gaps, to inform decision-making. (Relying on scientific data and analyses, on the part of all stakeholders provides the best opportunity to restore and maintain landscapes, protect communities from wildfire, and effectively respond to wildfires when they occur. Using science and data analysis to support implementation planning and decision-making must continue). • Utilize performance measures and monitoring information to assess effectiveness and accountability. • Develop capacity and support training and utilization of support tools to better inform decision-making and trade-off analyses at all levels of fire❑and land management. • Document successes and determine common themes of successful projects. Maintain knowledge and information resources that are easily accessible to stakeholders. • Create incentives for all stakeholders to participate and embrace the principles of the Cohesive Strategy. • Continue to foster Cohesive Strategy behaviors to change behaviors and attitudes, and ultimately change cultures. • Continue to identify and engage all stakeholders. • Identify political education and leveraging opportunities. • Identify all current investments/programs/achievement and their value to truly understand values to be protected and measures of achievement. • Develop concept of this Regional Learning Lab and how others might take advantage of the learning opportunities here. The path forward Success in Central Oregon depends on the collective commitment by all stakeholders at all levels to take action toward meaningful reductions in risk in the short- and long-term. Looking ahead, this will require: • Prioritized investment and use of resources. Reducing risk significantly will require that existing resources, including budgetary resources, are used more efficiently. 5 • Acceptance of increased short-term risk. Significantly reducing fuels across broad landscapes will require expanded use of wildland fire to achieve management objectives. Using fire as a tool carries inherent risks that must be considered in the short-term to achieve the longer-term benefits. • Achieve greater collective investment. Even with greater efficiency and acceptance of short- term risk, current levels of investment may be inadequate to achieve the levels of risk reduction desired. All who have a stake in the outcome, from individual property owners to the federal, state, tribal, and local governments, must share the costs and level of effort necessary to redeem responsibilities for reducing risks posed by wildfire. 6 I I I G D'.'' I' c •oI o N c 0 .- W'. w1c!,_' I 11 11-10 0 CI)) I C 7 C Li17,W.E I1 7 Z' G Y d Z o m - m E • C .0 0 4 0 to I- ....-d O C t9 CI I,I u1 ap C U3 0 r LL, 1. 0'I ti' CI W Q -0 o O � I CO uS b! Q'I U) aI _._.__.L....._ . c 0 N O O o• dI1 4 ro cII h 11 ml, 1 0. a isi <11 a 7 o CII O O All �I p,,40 c CI roI U)in L_... . 0 D 1!,0 0 Q 0 O oII I0'0 0I0 N cr Q u) 0 10 d u7'.ROIL • �'I U'.N usiN u) '1ta';6.1 69 69 • '• T. a Q a Q d NNN N ix 1.... n n n I d I C 7 U. III, II I I li 1 I I o m cll m! �p o 0 N iV 11 OI'I (I v 1II S m 0II1 C.Q11 ''I� C T •0 Ccc E m o m E 0 0 1:cO01 00 w'I 2 E E a m Q,co d1H 1 to E o o 0 g 2 0 6 6 0 0 0 % a) q q. k . . < ba 2 / k es I. / es / C q v, / LA - E o - ® m cr o e N d d d d R CC 0 0 0 0 0 0 0 00 0 0 0 0 0 6 6 0 6 0 0 o 0 E § M co to 0 0 a C 3. 4a 0 c §IN op C 2 0 E / co v ƒ C C \ .- • p L. 16, E CU rsi g Cf q 3 3 1- CC V) 0 o o o o$ o 0 0 0 0 0 6 0 • O 0 0 § � / ✓ - vs- ra fil CU V .- c 8 _C _ 2 c 2 # co cu E / 2 a c q (A : / w hi m k B U U O d 1- cc 0 0 0 8 8 CD $q $ ° \. 0. 0\o: 0 t: wi tp ^ =�\\ «y , : . & . ii ' \ \ a d���\\II !\� ') rw OPPORTUNITY KNOCKS Describe the applicant organization: We are Opportunity Knocks (OK), we provide peer-based training and problem-solving for entrepreneurs and business leaders throughout Central Oregon. We do this by assembling and facilitating teams of 10 to 12 entrepreneurs and business owners and, in the process, creating an environment for them to grow and succeed. Founded in 1996, we now have 150 members, 16 teams, and 32 facilitators. All of the facilitators are volunteers, we will have one paid Executive Director and are currently hiring for this position. We will have a volunteer Board of 19 when we are finished recruiting members, our Board Chair is Jim Schell, OK's original founder. Board members include representatives from EDCO, Bend's Chamber of Commerce and the SBDC. The 16 teams of entrepreneurs and business owners meet once a month for three hours at various donated meeting rooms around Bend and Redmond. Two volunteer co-facilitators administrate and facilitate the monthly meetings following a time-tested format. Members sign Confidentiality Agreements upon joining, they also commit to attending at least ten meetings every year. A key element of the Restructuring we are currently undergoing is the adoption of the Entrepreneurial Team Board of Director's model. This model dictates that the OK board will be include four entrepreneurial teams of four members each; those teams will be entrepreneurial in that they make the decisions within their area of expertise. (The Board Chair can veto their decisions if he deems them to threaten the financial stability of OK.) The four four-person teams include 1) Fundraising/Sponsors, 2) Facilitators, Programs, 3) Marketing/Branding, and 4) Membership. The Board also includes a two-person Finance Committee and a one-person Legal Committee, in addition to the Board Chair. Opportunity Knocks believes that, by helping small businesses and their owners/managers succeed we do the following for our community: 1) We create new jobs 2) We enhance existing jobs Proposed project or activity: The "proposed" project is not exactly "proposed", rather it is currently in process. OK is in the process of restructuring; a restructuring that will include its leadership, management, mission and messaging. OK has been in existence for 19 years, many of its processes and procedures need revisiting and updating. Thus the entire organization is being changed, beginning with the makeup and function of the Board of Directors, down to the template of the monthly meetings. OK's cash position is not strong, this grant request is being made to provide financial assistance to the organization as we work through our restructuring project. Once our Executive Director is hired (interviews are being conducted as this is written) and our first Board meeting is held, we will begin several new fundraising and sponsor programs. Our first meeting of the restructured Board will be July 21 and we expect to have our new E.D. in place by that time. From that point forward our new leadership and management team will effectively be in place. Timeline for the Restructuring Project: We expect the restructuring infrastructure to be in place by August 1, that date that will also kick off whatever other new programs the Board develops. Our strongest membership renewal months begin in October and run through April, thus once we reach October, 2015, our cash flow will turn around. The results of our new management and procedures are expected to begin increasing membership from the current 150 members by October 1. We are forecasted to reach cash-flow-neutral or better by November 1. How the proposed project will positively impact the community: As explained earlier in this grant request, our goals are, by helping our businesses grow and succeed, we will 1) enhance the jobs of our member-business's current employees and 2) create jobs for new employees. Identify specific communities or groups that will benefit. OK currently has teams in Bend in Redmond, thus our services will immediately help the business owners and their employees within those communities. We have, from time to time, attempted to establish teams in other Central Oregon communities but to date those efforts have failed. How grant funds will be used and what are the matching funds or in-kind contributions Grant funds will be used to provide operating monies during the restructuring period from approximately August 1 and November 1, until the results kick in. In addition to this grant, OK is reaching out to its stable of corporate partners, including such firms as Bendbroadband, Bank of the Cascades, U.S. Bank and a half dozen others. OK also receives in-kind support from Combined Communications and Cascade Business News. How OK will be funded in the future OK has been financially sustainable for 19 years, our financial projections show that, as a result of the restructuring, our financial sustainability (positive cash flow) will return by January 1, 2016.