2020-176-Minutes for Meeting April 22,2020 Recorded 6/4/2020BOARD OF
Q
COMMISSIONERS
1300 NW Wall Street, Bend, Oregon
(541 ) 388-6570
Recorded in Deschutes County CJ2020-176
Nancy Blankenship, County Clerk
Commissioners' Journal 06/04/2020 11:28:47 AM
iiiii,llmnuumimiiiuiii
FOR RECORDING STAMP ONLY
10:00 AM WEDNESDAY, April 22, 2020 BARNES & SAWYER ROOMS
Present were Commissioners Patti Adair, Anthony DeBone, and Phil Henderson (present via conference
call from 10:00 a.m. to 3:00 p.m.). Also present were Tom Anderson, County Administrator; Erik Kropp,
Deputy County Administrator; David Doyle, County Counsel (present via conference call) ; and Sharon
Keith, Board Executive Assistant. No citizens and one identified representative of the media were in
attendance.
This meeting was audio and video recorded and can be accessed at the Deschutes County
Meeting Portal website http://deschutescountyor.iq.m2.com/Citizens/Default,aspx
CALL TO ORDER: Chair Adair called the meeting to order at 10:00 a.m.
PLEDGE OF ALLEGIANCE:
CITIZEN INPUT:
Commissioner DeBone announced the receipt of an award for Public Health
Accreditation.
CONSENT AGENDA: Before the Board was consideration of the Consent
Agenda.
BOCC MEETING APRIL 22, 2020 PAGE 1 OF 6
DEBONE: Move approval of Consent Agenda
HENDERSON: Second
VOTE: DEBONE: Yes
HENDERSON: Yes
ADAIR: Chair votes yes. Motion Carried
1. Consideration of Board Signature of Resolution No. 2020-018, Approving a
Grant Application with the Oregon Department of Revenue.
2. Consideration of Board Signature of Document No. 2020-254, a Bargain and
Sale Deed to Higley -Moore
ACTION ITEMS:
3. Consideration of Second Modification of Loan Repayment Agreement,
Amending Document No. 2019-797 and Document No. 2019-534
Communications Director Whitney Hale presented the agenda item and
Roger Lee of EDCO reported on the request of Sudara for modification of
lottery funded business loan repayment and gave recommendation on
behalf of EDCO. Commissioner Henderson expressed concern with the
continuing delay of payments .
DEBONE: Move approval of the second modification request
ADAIR: Second
VOTE: DEBONE: Yes
HENDERSON: No
ADAIR: Chair votes yes. Motion Carried
4. Consideration of Support for Benevolent Organizations Food Services
Licenses and Inspections
Health Services staff Thomas Kuhn and Eric Mone presented the request to
BOCC MEETING APRIL 22, 2020 PAGE 2 OF 6
subsidize environmental health services to benevolent organizations.
DEBONE: Moved support
HENDERSON: Second
VOTE: DEBONE:
Yes
Yes
Chair votes yes. Motion Carried
5. Consideration of Acceptance of COHC Grant to Expand Telehealth
During COVID19
Janice Garceau, Health Services presented the request to apply for the $5000
grant and reported on services that will be provided with the funding.
HENDERSON: Move approval
DEBONE: Second
VOTE: HENDERSON: Yes
DEBONE: Yes
ADAIR: Chair votes yes. Motion Carried
OTHER: Commissioner DeBone advised that he may need to attend another
meeting at 11:30 if possible and would also like to present consideration of a
Phase 1 Lifting Restrictions.
6. COVID19 Update
Public Health Update:
Justin Siville, CEO and Scott Seros, Lab Manager of Summit/Bend Memorial
Clinic reported on the efforts of testing for COVID19 within the medical
community. Chief Physician Officer, Dr. Russ Massine who was also on the line and
BOCC MEETING APRIL 22, 2020 PAGE 3 OF 6
is available to participate in the COVID19 discussions of future meetings.
Heather Kaisner, Health Services reported on the status of testing supplies.
Nathan Garibay, Emergency Services reported on the work done through the
Emergency Operations Center.
Consideration of Phase 1 Lifting of Restrictions:
Commissioner DeBone shared a concept of Phase 1 lifting of restrictions and
partial opening of the local economy. Commissioner DeBone recommends
that a committee be formed immediately. Commissioner Adair noted she
had directed County Administrator Anderson to begin work on a draft a plan
last Friday. Commissioner DeBone summarized the next phases to create a
structure to focus on our economy. Commissioner Henderson offered to
contact other counties to review other models. The Board supported
scheduling a special meeting for Friday, April 24 in the afternoon.
Morgan Emerson, Health Services continued the discussion on the Public
Health Update regarding communications on the COVID19. Dr. George
Conway reported on the COVID19 statistics in Deschutes County.
Review of Special Events Order:
Deputy County Administrator Erik Kropp reported on upcoming special event
permits. Mr. Kropp recommends a refund of the permit fee to those event
organizers who have cancelled their events. Mr. Kropp spoke on the
PacificCrest Trail event that occurs during the summer in Sunriver.
DEBONE: Move approval of refunding permit fees for events cancelled by
the applicant due to COVID-19 concerns.
HENDERSON: Second
VOTE: DEBONE: Yes
HENDERSON: Yes
ADAIR: Chair votes yes. Motion Carried
Commissioner Henderson acknowledged the upcoming events and is not
presently inclined to cancel events scheduled to occur in June.
Commissioner Adair is also comfortable taking a more wait and see
approach and reviewing this issue again next week when more is known and
BOCC MEETING APRIL 22, 2020 PAGE 4 OF 6
allowing for further input from the Sunriver Owners Association.
Commissioner DeBone also supports and encourages consideration of the
events issue as part of the Phase 1 planning process. He also noted possible
need to review the short-term rental Order.
Deschutes County Employees Working from Home Discussion:
Mr. Kropp provided an overview of the process of monitoring employee
output and performance of employees working from home. Human
Resources has created a Remote Work from Home form that is signed by
both the supervisor and employee. Commissioner Henderson requested the
statistics of the employees working from home in each department.
Commissioner DeBone reported an the AOC conference call (specific to parks)
which begins at 1:00 p.m. today.
LUNCH RECESS: At the time of 12:26 p.m the Board went into recess and
reconvened the meeting at 2:02 p.m.
Commissioner Adair announced that the deadline is next Tuesday to register to
vote.
7e FV2021 Video Lottery Fund Allocations
Whitney Hale, Communications Director presented the continuation of
discussions of allocations of lottery funding. Laura Skundrick, Administrative
Analyst updated the allocations worksheet based on Board direction. County
Administrator Anderson suggested the Commissioners revisit the allocation
for EDCO and to provide funding allocated from non -designated general
fund dollars. The video lottery fund final allocation report will be distributed
for the Board to review.
BOCC MEETING APRIL 22, 2020 PAGE 5 OF 6
OTHER ITEMS:
Commissioner DeBone reported on several future requests for funding from
additional organizations within Deschutes County. County Administrator
Anderson suggested conversations on potential emergency loan programs
for business assistance.
Being no further items to come before the Board, the meeting was adjourned at 3:49 p.m.
DATED this �2—D Day of _ 2020 for the Deschutes County Board of
Commissioners.
P f
TT6 ADAIR, CHAP
ANTHONY B VICE CHAIR
BOCC MEETING APRIL 22, 2020 PAGE 6 OF 6
Deschutes County Board of Commissioners
1300 NW Wall St, Bend, OR 97703
(541) 388-6570 - www.deschutes.org
BOCC MEETING AGENDA
DESCHUTES COUNTY BOARD OF COMMISSIONERS
10:00 AM, WEDNESDAY, APRIL 22, 2020
Barnes Sawyer Rooms - Deschutes Services Center - 1300 NW Wall Street - Bend
This meeting is open to the public, usually streamed live online and video recorded. To watch it online, visit
www.deschutes.org/meetings. Pursuant to ORS 192.640, this agenda includes a list of the main topics that are
anticipated to be considered or discussed. This notice does not limit the Board's ability to address other topics.
Meetings are subject to cancellation without notice.
Item start times are estimated and subject to change without notice.
CALL TO ORDER
PLEDGE OF ALLEGIANCE
CITIZEN INPUT
This is the time provided for individuals wishing to address the Board, at the Board's discretion, regarding issues
that are not already on the agenda. Please complete a sign-up card (provided), and give the card to the
Recording Secretary. Use the microphone and clearly state your name when the Board Chair calls on you to
speak. PLEASE NOTE. Citizen input regarding matters that are or have been the subject of a public hearing not
being conducted as a part of this meeting will NOT be included in the official record of that hearing.
If you offer or display to the Board any written documents, photographs or other printed matter as part of your
testimony during a public hearing, please be advised that staff is required to retain those documents as part of the
permanent record of that hearing.
CONSENT AGENDA
Consideration of Board Signature of Resolution No. 2020-018, Approving a Grant
Application with the Oregon Department of Revenue
Board of Commissioners BOCC Meeting Agenda Wednesday, April 22, 2020 Page 1
of 3
2. Consideration of Board Signature of Document No. 2020-254, a Bargain and Sale
Deed to Higley -Moore
ACTION ITEMS
3. 10:05 AM Consideration of Second Modification of Loan Repayment Agreement,
Amending Document No. 2019-797 and Document No. 2019-534 -
Whitney Hale, Communications Director
4. 10:20 AM Consideration of Support for Benevolent Organizations Food Services
Licenses and Inspections - Thomas Kuhn, Health Services
5. 10:35 AM Consideration of Acceptance of COHC Grant to Expand Telehealth
During COVID-19 -Janice Garceau, BH Deputy Director
10:50 AM COVID19 UPDATE
1. Public Health Update
2. Review of Special Events Order
3. Deschutes County Employees Working from Home Discussion
LUNCH RECESS
6. 1:00 PM FY2021 Video Lottery Fund Allocations - Laura Skundrick, Administrative
Analyst
OTHER ITEMS
These can be any items not included on the agenda that the Commissioners wish to discuss as part of
the meeting, pursuant to ORS 192.640.
EXECUTIVE SESSION
At any time during the 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, ORS 192.660(2)(b), personnel issues, or other executive session categories.
Board of Commissioners BOCC Meeting Agenda Wednesday, April 22, 2020 Page 2
of 3
Executive sessions are closed to the public, however, with few exceptions and under specific guidelines,
are open to the media.
Executive Session under ORS 192.660 (2) (i) Employee Evaluation
ADJOURN
To watch this meeting on line, go to: www.deschutes.org/meetings
Please note that the video will not show up until recording begins. You can also view past
meetings on video by selecting the date shown on the website calendar.
13 ru 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
oil
accommodations to make participation possible, please call (541) 617-4747.
FUTURE MEETINGS:
Additional meeting dates available at www.deschutes.org/meetingcalendar
(Please note: Meeting dates and times are subject to change. All meetings take place 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.)
Board of Commissioners BOCC Meeting Agenda Wednesday, April 22, 2020 Page 3
of 3
I implore you on behalf of everyones' health and well being. ----- please cancel Pacrest!
Regards
Dick Brissenden
Sent From nay Verizon, S
Sent from my Verizon, Samsung Galaxy smartphone
-------- Original message--------
1~rom: Dick Brissenden <ddbrissenden@gmail.com>
Date: 4/15/20 9:31 AM (GMT-08:00)
To: citizeninput@deschutes.org
Cc: Dick Brissenden <ddbrissenden@gmail.com>
Subject: Pacrest event
Board of Commishioners
Please see below a letter I sent to Y Racing, the owner and managing group for Pacrest. I strongly recommend
not allowing this type of gathering in these troubling times. I have also gone on record with James Lewis and
SROA Board.
Regards
Dick Brissenden
Sunriver resident
Sent horn nay Verizon. Samsung Galaxy smailphone
0-(ES C
o c Deschutes County Board of Commissioners
1300 NW Wall St, Bend, OR 97703
(541) 388-6570 - Fax (541) 385-3202 - https://www.deschutes.org/
AGENDA REQUEST & STAFF REPORT
For Board of Commissioners BOCC Wednesday Meeting of April 22, 2020
DATE: April 14, 2020
FROM: Whitney Hale, Administrative Services, 541-330-4640
TITLE OF AGENDA ITEM:
Consideration of Second Modification of Loan Repayment Agreement, Amending
Document No. 2019-797 and Document No. 2019-534
BACKGROUND AND POLICY IMPLICATIONS:
EDCO is requesting a second modification of the Sudara loan repayment agreement stemming from the
award from the Deschutes County Economic Development Fund.
On behalf of Sudara, Economic Development for Central Oregon (EDCO) is requesting that the County
provide:
- A pause of 12 months for repayment installments (includes those now past due) until December 1,
2020;
- Extension of the repayment period from December 1, 2022 to December 1, 2023.
- Reduction of interest charges from 8% to 2% on the entire term of the loan.
The County loaned Sudara $34,000 through the Business Development Loan Program to expand operations
and increase employment by a total of 17 newjobs by March 31, 2019 and maintain those jobs through
March 31, 2019.
Sudara did not increase employment during the loan period and, under the loan terms, is required to repay
the full amount of the loan obligation to the County. The County has engaged EDCO to assist in
administering and implementing the repayment plan.
FISCAL IMPLICATIONS: Sudara agreed to repay the balance of the loan, equal to $37,191.73 with 8%
interest to the County. Sudara currently owes $33,024.67 on the loan.
ATTENDANCE: Via Conference Call Roger Lee, Economic Development for Central Oregon
(EDCO)
MOVE
START
EDCOGROW
April 10, 2020
Tom Anderson
Deschutes County Administrator
1300 NW Wall Street
Bend, OR 97702
RE: Amendment of Amended Agreement for Loan Repayment #2019-534 and #2019-797
Tom:
I am writing to request that Deschutes County Administration and/or the Board of Commissioners, as
appropriate, consider amending the once -amended loan repayment agreement for Sudara, Inc., which received
a Deschutes County Economic Development Loan Fund (DCEDF) award.
As you may recall, the company, after creating a number of jobs at its headquarters and primary distribution
facility in Bend, decided to shift operations to India, where the product is made by girls and women being
rescued from the sex trade industry there. Because of that shift, the company was unable to meet and sustain
employment levels established by the DCEDF, which triggered repayment and interest at 8% per annum.
The company had already been struggling to make payments under the loan repayment agreement, and had
fallen behind prior to the COVID-19 pandemic, which has had significant, negative financial and logistical impact
on the business. Sudara still employs several people at its Bend headquarters and remains an active corporate
citizen in Deschutes County.
On behalf of Sudara, EDCO would like to request that the County provide:
• a pause of 12 months for repayment installments (includes those now past due) until December 1, 2020;
• extension of the repayment period from December 1, 2022 to December 1, 2023.
• reduction of interest charges from 8% to 2% on the entire term of the loan.
These are extraordinary times which call for extraordinary measures, and consumer products companies in our
region and across the country are being hit especially hard by COVID-19 activity restrictions. This
accommodation will go a long way to helping support the viability of Sudara, Inc., the important mission that it is
helping to achieve in India and the Central Oregonians it employs.
Thank you in advance for your consideration and please don't hesitate to contact me or Sudara founder
Shannon Keith (shannon@sudara.org, 844-478-3272).
Sincerely,
v
RogerJ.Lee
CEO
Economic Development
for Central Oregon
WWW.edcoinfo.com
EVIEW� EQ
LEGAL COUNSEL
DOCUMENT NO.2019-797
AMENDING DESCHUTES COUNTY AGREEMENT FOR LOAN REPAYMENT NO.2019-534
THAT CERTAIN AGREEMENT, Deschutes County Agreement for Loan Repayment No. 2019-534 dated July 8,
2019, by and between DESCHUTES COUNTY, a political subdivision of the State of Oregon ("County") and
Sudara Inc. ("Company'), is amended, effective upon signing of all parties, as set forth below. Except as
provided herein, all other provisions of the agreement remain the same and in full force.
Company certifies that the representations, warranties and certifications contained in the original Agreement are
true and correct as of the effective date of this Amendment and with the same effect as though made at the time
of this Amendment.
The above listed agreement is amended as follows:
Section 3.3 Loan Repayment
3.3.2 In consideration therefore, Company agrees to repay the balance of the loan, equal to
$37,191.73, with interest of 8% per annum to County in accordance with the amortization
schedule outlined in Exhibit B.
3.3.3 Payments shall be made monthly over a period not to exceed 40 months beginning on the
December 10, 2019 and ending on December 1, 2022 when the loan must be repaid in full. In
the event that Company does not repay the loan during the repayment period and at the
discretion of County, the repayment period may be extended. Any extension of the loan
repayment period must be approved by the Deschutes County Board of Commissioners.
3.3.4 Payments shall be made monthly in the amount of $1,200.00. This amount will be applied first
to accrued interest until such time as the balance of accrued interest reaches $0. Payments will
thereafter be applied to both principle and continuing interest until the loan is repaid in full. If any
monthly installment is more than five (5) days late, the County has the option to declare and
require the entire amount due and payable.
3.3.6 Payments shall be made payable to: Deschutes County, and mailed or delivered on or before
the loth of each month to:
Deschutes County Treasurer
PO Box 6005
Bend, OR 97708-6005
PAGE 1 OF 2 — DOCUMENT NO.2019-797, AMENDING DESCHUTES COUNTY AGREEMENT NO.2019-534
COMPANY: Sudara, Inc.
S�A az�
A tho ized Signature
Dated this _ A of �_, 20-0
COUNTY:
Tom Anderson, County Administrator
Dated this of 20„ LG(
PAGE 2 OF 2 — DOCUMENT NO.2019-797, AMENDING DESCHUTES COUNTY AGREEMENT NO.2019-634
Account: 1107 SUDARA INC
Amortization Schedule - Interest Calculated: EXACT Days Simple Interest
Payments Due: Monthly
Start Date: 11 /01 /2019
Loan Amount: $39,191.73
Payment Amount: $1,200.00
Annual Interest Rate: 8%
Date Pmt #
-----------------------------
11 / 01 / 2019
12 / 01 / 2019 1
2019 Totals
Running Totals
01 / 01 / 2020
02 / 01 / 2020
03 / 01 / 2020
04101 / 2020
05 / 01 / 2020
06 / 01 / 2020
07 / 01 / 2020
08 / 01 / 2020
09 / 01 / 2020
10101 / 2020
11 / 01 / 2020
12/01 /2020
2020 Totals
Running Totals
01 / 01 12021
02 / 01 / 2021
03/01 /2021
04 / 01 / 2021
05 / 01 / 2021
06 / 01 / 2021
07 / 01 / 2021
08 / 01 / 2021
09101 / 2021
10/01 /2021
11 / 01 / 2021
12/01 /2021
2021 Totals
Running Totals
01 / 01 12022
02 / 01 / 2022
03 / 01 / 2022
04 / 01 / 2022
05 / 01 / 2022
06 / 01 / 2022
07 / 01 / 2022
08 / 01 / 2022
09 / 01 / 2022
10 l 01 / 2022
11 / 01 / 2022
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
Payment Principal Interest Days
-------------------- -------------------- ------------ -------- ----------
$1,200.00
--------------
$1,200.00
$1,200.00
$1,200.00
$1,200.00
$1,200.00
$1,200.00
$1,200.00
$1,200.00
$1,200.00
$1,200.00
$1,200.00
$1,200.00
$1,200.00
$1,200.00
$14,400.00
$15,600.00
$1,200.00
$1,200.00
$1,200.00
$1,200.00
$1,200.00
$1,200.00
$1,200.00
$1,200.00
$1,200.00
$1,200.00
$1,200.00
$1,200.00
$14,400.00
$30,000.00
$1,200.00
$1,200.00
$1,200.00
$1,200.00
$1,200.00
$1,200.00
$1,200.00
$1,200.00
$1,200.00
$1,200.00
$1,200.00
$942.30
$942.30
$942.30
$940.11
$946.50
$968.87
$959.52
$973.58
$972.65
$986.38
$985.96
$992.66
$1, 005.87
$1.006.24
$1,019.11
$11,757.45
$12,699.75
$1,020.00
$1, 026.93
$1, 049.98
$1,041.04
$1,053.01
$1,055.27
$1,066.88
$1,069.69
$1,076.96
$1,088.01
$1, 091.67
$1,102.34
$12,741.78
$25,441.53
$1,106.57
$1,114.09
$1,129.24
$1,129.33
$1,139.04
$1,144.75
$1,154.06
$1,160.37
$1,168.25
$1,176.96
$1,184.19
$257.70
$257.70
$257.70
$259.89
$253.50
$231.13
$240.48
$226.42
$227.35
$213.62
$214.04
$207.34
$194.13
$193.76
$180.89
$2,642.55
$2,900.25
$180.00
$173.07
$150.02
$158.96
$146.99
$144.73
$133.12
$130.31
$123.04
$111.99
$108.33
$97.66
$1,658.22
$4,558.47
$93.43
$85.91
$70.76
$70.67
$60.96
$55.25
$45.94
$39.63
$31.75
$23.04
$15.81
0
30
31
31
29
31
30
31
30
31
31
30
31
30
31
31
28
31
30
31
30
31
31
30
31
30
31
31
28
31
30
31
30
31
31
30
31
Page: 1
Balance
----------------- ---
$39,191.73
$38,249.43
$37,309.32
$36,362.82
$35,393.95
$34,434.43
$33,460.85
$32,488.20
$31,501.82
$30,515.86
$29,523.20
$28,517.33
$27,511.09
$26,491.98
$25,471.98
$24,445.05
$23,395.07
$22,354.03
$21,301.02
$20,245.75
$19,178.87
$18,109.18
$17,032.22
$15,944.21
$14,852.54
$13,750.20
$12,643.63
$11,529.54
$10,400.30
$9,270.97
$8,131.93
$6,987.18
$5,833.12
$4,672.75
$3,504.50
$2,327.54
$1,143.35
EXHIBIT B
Account: 1107 SUDARA INC
Amortization Schedule - Interest Calculated: EXACT Days Simple Interest
Payments Due: Monthly
Start Date: 11/01/2019
Loan Amount: $39,191.73
Payment Amount: $1,200.00
Annual Interest Rate: 8%
Date Pmt #
Payment
Principal Interest Days
------------------
-------------------------------------------------
12 / 01 / 2022 37
--------------------
$1,150.87
$1,143.35 $7.52 30
--------------------
2022 Totals
$14,350.87
- -----------------
$13,750.20 $600.67
Running Totals
$44,350.87
$39,191.73 $5,159.14
Grand Totals $44,350.87 $39,191.73 $5,159.14 37 Payments
Page: 2
Balance
$0.00
EXHIBIT B
vi ES CMG
o ` Deschutes County Board of Commissioners
1300 NW Wall St, Bend, OR 97703
(541) 388-6570 - Fax (541) 385-3202 - https://www.deschutes.org/
AGENDA REQUEST & STAFF REPORT
For Board of Commissioners BOCC Wednesday Meeting of April 22, 2020
DATE: April 15, 2020
FROM: Thomas Kuhn, Health Services,
TITLE OF AGENDA ITEM:
Consideration of Support for Benevolent Organizations Food Services Licenses and
Inspections
RECOMMENDATION & ACTION REQUESTED:
Staff request approval of a general fund transfer of $16,723 in FY 2020 and in FY 2021
($33,446 total) to the Environmental Health Program to subsidize food service licensure
administration and two inspections per year for benevolent organizations.
BACKGROUND AND POLICY IMPLICATIONS:
Deschutes County Health Services' Environmental Health team licenses and inspects 20
benevolent organizations annually, waiving licensure fees (see attached list). Inspections
are performed twice a year on these benevolent organizations. Oregon Revised Statute
624.490 allows local jurisdictions to exempt or reduce the licensing fee for food service
facilities operated by benevolent organizations. The practice in Deschutes County has
been to waive the fees entirely.
Environmental Health licenses and inspects these food service organizations at no charge
to assist the organizations in the valuable work they do in our communities. Waiving the
fees to benevolent organizations makes it difficult to balance the Environmental Health
budget given the fee -for -service budget model.
During COVID-19, these organizations have been critical for the community and persons
who have lost their jobs. Environmental Health continues to serve these organizations
through outreach and technical assistance during the crisis.
FISCAL IMPLICATIONS:
Waiving the fees to benevolent organizations makes it difficult to balance the
Environmental Health budget given the fee -for -service budget model. A general fund
transfer in the amount of $16,723 in FY 2020 and in FY 2021 ($33,446 total) will subsidize
the cost of food service licensure administration and two inspections per year.
ATTENDANCE: Present via Conference Line: Eric Mone, Environmental Health
Supervisor; Tom Kuhn, Community Health Manager
2019-20 FEE -EXEMPT BENEVOLENT FOODSERVICE ORGANIZATIONS
NUMBER
FEE
FEE IF NOT
NAME OF FACILITY
OF SEATS
CHARGED
EXEMPT
Agia Sophia Coffeehouse & Bookstore
14
$0.00
$757.00
Back Door Cafe
147
$0.00
$993.00
Bend Elks Lodge No. 1371
110
$0.00
$993.00
Bethlehem Inn
50
$0.00
$829.00
City Center Foursquare Church
25
$0.00
$829.00
Jericho Table
50
$0.00
$829.00
La Pine Community Kitchen
75
$0.00
$993.00
La Pine Event Center
350
$0.00
$1,123.00
La Pine Lions Club (Mobile)
0
$0.00
$476.00
La Pine Lions Club (Commissary)
0
$0.00
$305.00
La Pine Senior Center
140
$0.00
$993.00
Lavendar Thrift - Hope's Nutri Stop
25
$0.00
$829.00
Redmond Council for Senior Citizens
170
$0.00
$1,123.00
Salvation Army
80
$0.00
$993.00
Sheperd's House
50
$0.00
$829.00
Sisters Senior Center
80
$0.00
$993.00
St. Helens Center - Family Kitchen
72
$0.00
$993.00
St. Thomas Parish Center 400 $0.00 $1,123.00
Tag It Forward Coffee (Mobile) 0 $0.00 $476.00
Tag It Forward Coffee (Warehouse) 0 $0.00 $244.00
TOTAL EXEMPT AMOUNT $16,723.00
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Deschutes County Board of Commissioners
1300 NW Wall St, Bend, OR 97703
(541) 388-6570 - Fax (541) 385-3202 - https://www.deschutes.org/
AGENDA REQUEST & STAFF REPORT
For Board of Commissioners BOCC Wednesday Meeting of April 22, 2020
DATE: April 15, 2020
FROM: Janice Garceau, Health Services,
TITLE OF AGENDA ITEM:
Consideration of Acceptance of COHC Grant to Expand Telehealth During COVID-19
RECOMMENDATION & ACTION REQUESTED:
Staff request approval to accept grant funds in the amount of $5,000 from the Central
Oregon Health Council in order to provide cellular telephones and minutes for Behavioral
Health clients.
BACKGROUND AND POLICY IMPLICATIONS:
The grant funding will be used to purchase cellular telephones and cellular minutes for Behavioral
Health clients so that they may participate in telehealth treatment during the course of the COVID-
19 pandemic. Many clients do not have sufficient resources to purchase cellular telephones or
maintain minutes for telephone usage. Providing telephones and/or minutes will enable clients at
risk for decompensation to continue their appointments with their therapists, licensed medical
providers and other treatment team members. Maintaining contact with their treatment team is
important for vulnerable clients as team members are providing critical services such as delivering
food boxes, administering medications and crisis stabilization. Clients who are able to maintain
contact with their behavioral health treatment teams are less likely to need emergency
department intervention, which will help reduce the strain on emergency services that will be felt
during the COVID-19 pandemic.
FISCAL IMPLICATIONS: There are no additional costs related to this grant. Funds in the
amount of $5,000 will be used to purchase supplies (cellular telephones and minutes)
through established fiscal processes. Staff will track and report how many telephones
and telephone minutes were purchased with this funding.
ATTENDANCE: Present via Conference Line:
Elizabeth Renteria Holden, Comprehensive Care for Youth / Families Program Manager;
Janice Garceau, Director of Behavioral Health
KM=@ 0 M., trer,
COVID-19 COFIC
Grant Application
Deschutes County Health
Services
Expansion of Telehealth Services
77
IN "M NMI` 7
Amount �$51000.00
Requested
Organization Elizabeth Renteria Holden
Contact
Contact Email Elizabeth.Holden@deschutes.org
Organization 2577 NE Courtney Dr.
Address Bend, OR 97701
Website http://cohealthcouncii.org/
Note: * indicates required questions
Part One: Project Highlights
Project Name*
Name of COVID-19 Project.
Expansion of Telehealth Services
Amount Requested (Maximum $5,00 )*
Please list the total amount of funds requested from the Central Oregon Health Council for this project.
$5,000.00
Project Duration
Please indicate the number of years you expect this project to span.
Counties or Tribal Area Included in Project;
Which of the following counties and/or tribal area will your project include?
Deschutes
Name of Project Lead
Please provide the first and last name of the project lead for this funding request.
Elizabeth Renteria Holden
Email for Project Lead
Please provide an email address for the project lead.
elizabeth.holden@deschutes.org
Phone Number of Project Lead`'
Please provide the best phone number to reach the project lead.
541 322-7489
�a Ys 1 l,✓ � s ti'�:,- s^ � s � ,t'r � r ss 1, f �r �'s pyc/ytt ��
Bend
Other Towns
If you chose 'other' above, please specify where your agency is located.
Part Two: Checklist
HIP orkrou*
Please select the RHIP priority area that your COVID-19 project is requesting funding from below.
If your COVID-19 project does not align with a RHIP priority area, please select
Behavioral Health: Access and Coordination
RHIP Future StateMetrics*
If your COVID-19 project aligns with a current 2020-2023 RHIP metric, please select that here.
If the project does not align with a RHIP metric, please select
Behavioral Health: Increase Access and Coordination > Improve availability of behavioral health providers in
marginalized areas (La Pine, Madras, Redmond)
Optional: RHIP Future State Metrics
If your project addresses more than one metric within the 2020-2023 RHIP, please select the second
metric from the list below:
Behavioral Health: Increase Access and Coordination > Improve availability of behavioral health providers in
marginalized areas (La Pine, Madras, Redmond)
How the Project Impacts Future StateMetrics*
Please briefly explain how this project directly impacts the RHIP
Phone availability for behavioral health clients will increase their access to both behavioral health and physical
health care and will enhance clinical teams' ability to coordinate care. The phones will enable clients to reduce
their social isolation during the pandemic and will allow clinical teams to monitor client functioning to maintain
stability and wellness. The project will focus on reaching the underserved communities of La Pine and Redmond.
If This COVID-19 Project Does NOT Address a 2020-2023 RHIP Metric*
Please share why the Central Oregon Health Council should fund this COVID-19 project to address
immediate health -related needs among Central Oregonians.
If your COVID-19 project directly addresses a RHIP metric mentioned above, please put
N/A
Part Three: Project Details
Project Description/ verview*
Please describe your project.
The grant funding will be utilized to purchase cellular phones and cellular minutes for clients so that they may
participate in telehealth behavioral and physical health treatment during the course of the COVID-19 pandemic.
Many clients do not have sufficient resources for purchasing cellular phones or maintaining minutes for phone
usage and live in outlying underserved communities. Through the purchase of phones and minutes clients at risk
for decompensation will be able to continue their appointments with their primary care providers, therapists,
licensed medical providers and other team members. Phones will also enable Limited English Proficiency(LEP) and
deaf hard of hearing clients to have ready access to language access and interpretation services. Maintaining
contact with their behavioral health team is important for vulnerable clients as staff members are providing critical
services, such as delivering food boxes, administering medications and crisis stabilization. Clients that are able to
maintain contact with their behavioral health treatment teams and can access crisis hotlines are less likely to need
emergency department intervention, this could assist with reducing the strain on emergency services that will be
felt during the COVID-19 pandemic.
Timeline m Project Start ate*
Please provide on estimated start date for your project.
04/10/2020
Timeline ® Project End Date`
Please provide on estimated end date for your project.
04/09/2021
Equity*
Please share how this project directs resources to and prioritizes those who have historically and
continue to experience inequities in health, services, or income (i.e., Geography, Native -Indigenous,
Black, Latino/Latina, People of Color, LGBTQ+, Diversely-Abled, etc.).
The project will prioritize underserved clients living in outlying areas of La Pine, Redmond and Sisters who lack
phones and minutes to participate in telehealth behavioral and physical health treatment as well LEP and diversely
abled clients.Phones will enable Limited English Proficiency and deaf hard of hearing clients to have access to
need interpretation services.
Part Four: Project Objectives
Objective Description W
What is trying to be accomplished?
Maintain client stability and increase contact during COVID 19 pandemic
SMART Objective #1 (Target/Future State)*
Please include a numerical target whenever possible, and the date that you expect to hit the target (see
example above).
By April 30, 2020, 170 additional underserved behavioral health clients who require phones and phone minute
usage cards to participate in telehealth services will receive phones.
Objective Description #2
What is trying to be accomplished?
SMART Objective #2 (Target/Future State)
Please include a numerical target whenever possible, and the date that you expect to hit the target (see
example above).
Objective Description
What is trying to be accomplished?
SMART Objective #3 (Target/Future State)
Please include a numerical target whenever possible, and the date that you expect to hit the target (see
example above).
Community Support*
Please briefly describe the community support you have received for this project.
Community partners (food banks, shelters, primary care, schools etc.) are requesting assistance in maintaining
connections with behavioral health clients. Partners are supportive of DCBH behavioral health pursuing additional
resources for clients to maintain contact and to coordinate services and care.
Success of the project will be measured by the increase in client engagement with behavioral health teams.
Electronic health record and health claims data will help us track the impact of receiving of a phone has on client
engagement and functioning.
Project Budget*
Please download the Central Oregon Health Council's budget document, found here. After downloading
and completing the budget document, please upload it below.
COHC-Project-Budget-DCBH COVID.xlsx
Applicant File Uploads
• COHC-Project-Budget-DCBH COVID.xlsx
R.• • ® $ 5,000.00
Personnel Position (FTE
rncty NnmP dMiratPd to this Salary Benefits Total Cost Amount Requested
N/A
0
0
0
0
Sub -Total: Personnel
,$
1 $ -
nnntariaic s Total Cost Amount Reauested
170 Cellular phones @ $27.00
$4,590
4,500.00
100 Minute Cards @ $50.00
$500
500
Sub -Total: Materials & Supplies
$ 5,090.00
$ 5,000.00
Travel
A
Total Cost Amount Requested
Sub -Total: Travel Expensesl $ - 1$ - I
Consultants & Contracted Services Total Cost Amount Requested
N/A
Sub -Total: Consultants & Contracted Services $ 1 $ -
Meeting Expenses Total Cost Amount Requested
N/A
Sub -Total: Meeting Expensesl $ - 15 -
Professional Training and Development Total Cost Amount Requested
N/A
Sub -Total: Professional Training and Development $ - $ -
Other Budget Items Total Cost Amount Requested
N/A
Sub -Total: Other Budget Itemsl $ - Is - I
Total Project Budgetl $ 5,090.00 1 $ 5,000.00
Phase 1 Lifting of Restrictions
Draft 22 April 2020
1— Gating Criteria
- Declining Number of Symptoms
- Declining number of Cases
- Hospital Capacity
2 —Core Preparedness
- Robust Testing and Contract Tracing
- Healthcare System Capacity including PPE and Surge Capacity
- Plans for Health and Safety
3 — Phase 1 of Opening the Economy
Define what this means
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Oregon Exec. Order No. 20-12 23 March 2020
Page 4 "Closure of Certain Businesses"
Pursuant to .... effective 12:01 am on March 24, 2020, 1 prohibit the
operation of the following businesses, for which close personal contact is
difficult or impossible to avoid:
• amusement Parks
• aquariums
• arcades
• art galleries
• barber shops
• hair salons
• bowling alleys
• cosmetic stores
• dance studios
• esthetician practices
• fraternal organization facilities
• furniture stores
• gyms
• fitness studios (including climbing gyms)
• hookah bars
• indoor and outdoor malls
• indoor party places
• jewelry shops and boutiques
• medical spas
• facial spas
• day spas
• non -medical massage therapy services
• museums
• nail and tanning salons
• non -tribal card rooms
• skating, rinks
senior activity centers
i ski resorts
• social and private clubs
• tattoo/piercing parlors
• tennis clubs
• theaters
• yoga studios
• youth clubs
7)� � 16,01L,
oAI�k .
• STAY HOME to reduce e'.
• Do not gather in groups
more; use social distanci
• Reduce pressure on the
system, call your providE
any visit
• Consider n
of daily bu',
public safe
*For the purpose'
any enclosed faci
Disclaimer: This graphic is intended to illustrate the Governor's Executive Order 2020-12 issued on 4-6-2020. The Executive Orders related to the COVID-19
pandemic are available at covid.sd.gov.
April 6, 2020
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o Deschutes County Board of Commissioners
1300 NW Wall St, Bend, OR 97703
(541) 388-6570 - Fax (541) 385-3202 - https://www.deschutes.org/
AGENDA REQUEST & STAFF REPORT
For Board of Commissioners BOCC Wednesday Meeting of April 22, 2020
DATE: April 16, 2020
FROM: Laura Skundrick, Administrative Services, 541-330-4627
TITLE OF AGENDA ITEM:
FY2021 Video Lottery Fund Allocations
RECOMMENDATION & ACTION REQUESTED:
Develop expenditure plan for Video Lottery Fund (165) in fiscal year 2021.
BACKGROUND AND POLICY IMPLICATIONS:
Each year, the Board of Commissioners reviews anticipated revenue from the County's
portion of video lottery proceeds for the upcoming fiscal year and develops an
expenditure plan that has historically included funding for economic development
activities, various projects, support for other organizations, and Board grant programs.
Based on the current situation and future unknown impacts of COVID-19, staff predicts
that state lottery funding will decrease due to restaurant and bar closures, while the
demand for funding and support from those dollars will increase due to community
response to COVID-19 related needs.
During the meeting, staff will provide background information concerning the video
lottery fund, past allocations, and recipient organizations and will assist the Board in
developing an expenditure plan for the County's video Lottery Fund (165) in FY 2021.
Attached are supporting documents intended to assist with this process.
ATTENDANCE: Laura Skundrick, Administrative Services
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Deschutes County Video Lottery Fund (165) Allocation Descriptions
Resources
Beginning Balance
Anticipated amount left unspent at the end of FY 2020 and carried over into FY 2021. Includes
expected video lottery proceeds received and interest earned as well as an estimate of unspent funds
from FY 2020.
General Fund Transfer (EDCO)
Amount transferred from the General Fund into the Video Lottery Fund in FY 2016 to support increase
in payments to Economic Development of Central Oregon. Not required in fiscal year FY 2017, 2018,
2019, or 2020.
State Video Lottery Revenue
Statewide revenue from video lottery proceeds is expected to decrease due to impacts from COVID-19.
Retailers of video lottery machines such as restaurants and bars were either closed or are providing
take-out only service, so the amount of video lottery games played will be significantly decreased in
March and April, if not longer.
Interest Revenue
Earnings received on pooled investments predicted to be slightly lower than FY 2020.
Requirements
Administration
Personnel - Personnel costs are not charged to Fund 165.
Internal Service Charges - Charges in support of the Board of County Commissioners,
Administration, Finance, and the Finance/Human Resources software replacement project as
established by the budget office.
Contingency
Amount determined by the Board of Commissioners to be held in reserve to mitigate unforeseen
reductions in video lottery revenue throughout the year.
Economic Development
Funding determined by the Board of Commissioners to support economic development activities.
Economic Development for Central Oregon - Includes unrestricted operational support as well
as resources for staffing in Bend, La Pine, Redmond, and Sisters and the Venture Catalyst
Program.
Business Loan Recapitalization - Amount established by the Board of Commissioners to
recapitalize the Economic Development Loan Fund (105) if needed.
Project Support
Includes support determined by the Board of Commissioners for projects not otherwise categorized
and also provides an opportunity to address economic development and other community issues
which may be of a topical nature.
Shop -with -a -Cop Program: Contribution to the annual program operated by the Sheriffs Office.
Public Transit: Two-year commitment historically made by the Board of Commissioners for
matching funds to secure a federal grant for public transit services in the La Pine community.
Arts & Culture: Funding for a County competitive grant program to support programs that bring
arts and culture events and education to residents of Deschutes County.
Fuels Reduction Grant: In FY2020, The Board supported and contributed to this grant program,
the first that recognizes and incentivizes Firewise community efforts in Deschutes County.
Childcare Accelerator Initiative: First time request from BencINEXT/Bend Chamber to support a
Central Oregon Child Care Accelerator position to help create additional childcare spots.
Service Partners
Service Partners are organizations that 1) Provide a mandated or sole source service to residents of
Deschutes County; 2) Were initiated, led, or created by the County; and/or 3) Perform services that the
County would otherwise be obligated to provide. Additional information has been provided by each
Service Partner in advance of the FY 2020 video lottery discussion showing the impact of these
investments.
Discretionary Grant Program
Funds made available to local non-profit organizations in the form of small grants for projects and
initiatives. Each Board member has traditionally been assigned a set dollar amount to be awarded
throughout the year. An additional amount has also been set aside for grants that leverage County
support for fundraising activities.
Community Grant Program
In past years, the County offered a Community Grant Program which provided moderate amounts of
funding annually to local non-profit organizations through a competitive grant process. Since 2015-16,
this program was outsourced to United Way of Deschutes County which coordinates County funding
with an annual federal grant program to support local non -profits which furnish emergency food,
clothing, and shelter to Deschutes County residents in need.
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Deschutes County Service Partner Criteria
The Deschutes County Board of Commissioners has identified certain community groups and
non-profit organizations as Deschutes County Service Partners. The Service Partners are
annually allocated resources from the Video Lottery Fund to operate programs and conduct
activities that contribute to the economic health of the region by addressing the root causes
of poverty and/or protecting community assets. In addition, organizations must meet at least
one of the following criteria, as defined by the Board of Commissioners, to be included in the
Service Partner program:
Mandated or Sole Source
Operates a program or service that the County 1) would otherwise be statutorily obligated to
perform, such as the Court -Appointed Special Advocates (CASA) and Central Oregon Council
on Aging (COCOA; and/or 2) is essential to the community and not offered by another entity,
such as the Latino Community Association (LCA) and Family Access Network (FAN).
County Initiative
The County led or was actively involved in the creation or development of the organization
based on an identified need or a gap in the safety net service delivery system, such as the
MountainStar Family Relief Nursery, KIDS Center, and Upper Deschutes Watershed Council.
Count�Impact
Termination of the organization, program, or service would require the County to assume
additional responsibilities, resulting in a significant and negative impact to departmental
operations, such as Central Oregon Veterans' Outreach (COVO) and Marys Place.
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To: Deschutes County Board of County Commissioners
From: Ed Keith, County Forester
Date: April 6, 2020
Subject: Fuels Reduction Discretionary Grants Report
Amount applied for: $102,520 in 21 community applications
Amount awarded: $40,000 for 18 communities
Amount of match identified in successful applications: $237,107
The application period for communities to apply for fuel reduction grants opened in
November 2019 and closed in December 2019. A committee reviewed the applications and
applied a scoring criteria considering the community's Firewise status, match amount, scope,
size and focus of the fuel reduction work, estimated costs, how the community would involve
residents in the project, and risk of wildfire to the community. Awards were announced in
January. Grant awards ranged from $4,000 to $1,000. Projects are slated to be completed
this spring in advance of wildfire season with accomplishment reports due upon completion.
While it is too early to report the total acres or properties treated it is likely that several
hundred residents across the 18 communities will participate in and benefit from the
identified fuel reduction projects. In addition, although the funding was not exclusively for
Firewise Communities, this is the first grant program that recognized and offered an incentive
for Firewise Community efforts in Deschutes County. The benefits of Firewise Communities
are communities that have a plan and are organized around reducing their risks from wildfire.
We currently have 35 recognized communities, ten more than this time last year, with several
more in the process of gaining recognition. Based on the amount of applications and
demand for the funding this program would be well received if there were another
opportunity for communities to request funds in the next fiscal year.
Cultivating Growth
Through Community
Community Need:
BenclNEXT/Bend Chamber — Child Care Accelerator Initiative
March 15, 2020
Amount Requested: $10,000
501c3: 93-1224982
Overview:
Central Oregon is a recognized child care desert. One in three children in
our region is in need of a child care spot. This has had a drastic impact on
children, families and employers. A new study just released by The Center
for American Progress ranks Oregon the highest in parents experiencing
job disruptions as a result of child care issues at over 14 percent.
Regionally, we are in need of thousands of spots.
11,550 Children
0-5 years
Available
Slots
V, Unmet
demand/
Missing
Slots
Action to Date, Going Forward:
Supply
62 total child care providers - Including Certified Child
Care Centers, Certified and Registered Family Child
Care, and Exempt Child Care. Excluding Preschool,
Head Start and School -aged programs.
3,045 desired child capacity/available slots
(Child Care Resource & Referral Noccrroware - September 2018)
Demand
6,930 children 0-2 years
4,620 children 3-5 years
(OSU Early Care & Education Profiles using PSU Center for Population
Research-August2018)
To help address this need, a cross -sector group including The Bend Chamber, Governor Brown's
Regional Solutions team, Better Together, The Early Learning Hub, Neighbor Impact, Central Oregon
Health Council, TRACES, OSU-C and COCC created a Central Oregon Child Care Accelerator position to
work with employers, providers, brokers and more to create additional spots. BendNEXT, the 501c3 arm
of the Bend Chamber of Commerce stepped up to host and administer this initiative and accelerator
position.
The overall goal of this initiative in the short term is to break down barriers to developing more high
quality and affordable child care options in the region, with an eye toward increasing available child care
openings by 1,000 in the next two years. In order to achieve this goal, various solutions will be required
to help providers and employers add more spots. Some identified strategies include:
- Create a low-interest/grant program to assist providers/development of facilities; involve banks
and other institutions to offer low interest loans
- Establish a capital campaign to create a child care "fund"
Create a regional building inspector to streamline facilities
RFI out to COAR and COBA for pro-bono work/reduced costs for child care facility
construction/rehab
- Continue to work and support local governments on improving policies and reducing barriers to
create more child care spots
- Work with COCC and OSU-Cascades to explore child care facilities co -located with our higher
learning institutions
- Create and fund positions to help providers, employers and property owners navigate state and
local requirements
The Central Oregon Child Care Accelerator position has been partially funded thanks to public, private
and non-profit entities. We have raised over $100,000 to cover the position to date.
We are requesting support to fill the remaining gap for the Central Oregon Child Care Accelerator
position. Current needs are roughly $30,000 to fundraise to help cover expenses related to website,
collateral material development and salary for year one ending in November of 2020.
ZT AL OUGON
ENTER, FOP, TI iE ARTS
I
April 14, 2020
Deschutes Board of Commissioners
Deschutes Country Administration
1300 NW Wall Street
Bend, Oregon 97703
To: Board of Commissioners,
Thank you for considering this request for funds. The Central Oregon Center for the Arts, a
501(c)(3) nonprofit organization, will be a comprehensive, inclusive, performing- and visual -arts
venue designed to serve the diverse cultural needs of Central Oregon through stage, music, fine -arts,
and education in the Tri-County region to support and develop arts and culture. It will rely upon
collaboration and partnerships. The COCA Board of Directors is raising funds to facilitate a
feasibility study that will point the way forward and help determine COCA's size, location,
amenities, and more. The amount required could run to more than $80,000.
The following is a condensed overview of COCA.
• The personal -finance website WalletHub reported in 2019 that the Bend -Redmond
metropolitan area is the third fastest growing area in America, and second overall in small-
cily growth.
• The Source, a weekly publication in Bend, reported in 2019 that local and regional artists of
all kinds experience significant challenges tWng to find performance, rehearsal, work and
display space.
• The deficit of performance and rehearsal space limits the scope of local artists' concerts and
productions. This also severely restricts the type and size of concerts, shows/exhibitions,
acts and artists that can appear here.
• Area residents travel to Portland and other cities to see major concerts and/or national
touring companies. According to a study done by Portland, in 2013 those residents spent
approximately $6 million annually. COCA will provide a venue for local audiences and will
keep some of that money in Central Oregon.
• COCA will work in cooperation with existing venues such as the Tower Theatre and the Les
Schwab Amphitheater for the betterment of the arts in Central Oregon.
• In addition to performance and display space, COCA's planning includes classrooms,
rehearsal halls, art studios, costume and prop shops, storage, and dining options.
• Building COCA would provide a seven -day -a -week gathering place for artists and teachers to
share their knowledge, vision and voice.
• Funding for COCA's construction and operation will come from a capital campaign, public
funding, grants, and eventual revenue from COCA's operations.
• Construction likely will take up to three years.
• It is the intent of the COCA Board to have the facility open for business by 2026.
I am including a page that lists our levels of sponsorship. I hope that this letter, and the sponsorship
list, will answer your questions. But please do feel free to contact me with any questions that arise, or
for any additional information that might be helpful as you consider this request.
Thanks very much for taking the time to consider helping with this very important project.
Sincerely,
Laura Thompson
Board President
Central Oregon Center for the Arts
laura¢raloregoncenterforthearts. org
(818) 516-5329 (cell)
X .,_,,E'Q�N�TkAL
, OREGON
i�\ �_ENTM FOP, TI 11 ARTS
�f I�
SPONSORSHIP OPPORTUNITIES
❑ Diamond Sponsor - $25,000
• "Founder" recognition throughout project development
• Logo and name recognition as Diamond Sponsor on all Feasibility Study presentation materials
• Name recognition in all press releases related to the presentation of the Feasibility Study
• Invitation to the private event for the presentation of the Feasibility Study to Government, City Officials,
Community Leaders and Art's Organizations
• Name recognition at Feasibility Study presentation event
• Logo or name recognition on Central Oregon Center for the Arts website
❑ Platinum Sponsor - $10,000
• Name recognition as Platinum Sponsor on all Feasibility Study presentation materials
• Name recognition in all press releases related to the presentation of the Feasibility Study
• Invitation to the private event for the presentation of the Feasibility Study to Government, City Officials,
Community Leaders and Art's Organizations
• Name recognition at Feasibility Study presentation event
• Name recognition on Central Oregon Center for the Arts website
❑ Gold Sponsor - $5,000
Name recognition as Gold Sponsor on all Feasibility Study presentation materials
• Invitation to the private event for the presentation of the Feasibility Study to Government, City Officials,
Community Leaders and Art's Organizations
• Name recognition at Feasibility Study presentation event
• Name recognition on Central Oregon Center for the Arts website
❑ Silver Sponsor - $1,000
• Name recognition as Silver Sponsor on all Feasibility Study presentation materials
• Invitation to the private event for the presentation of the Feasibility Study to Government, City Officials,
Community Leaders and Art's Organizations.l
Name recognition on Central Oregon Center for the Arts website
Yes, I would like to be a Central Oregon Center for the Arts Sponsor
Enclosed is my check, payable to the Central Oregon Center for the Arts, in the amount of $
Please Bill my: ❑ MC ❑ Visa ❑ AmEx Card #
Signature Expiration Date CVC#
Business Name
Contact N
Address
Phone
E-mail Address
City State Zip
Please mail to: Central Oregon Center for the Arts • PO Box 8520 • Bend, Oregon 97708
Phone:818-516-5329 • infoQcentraloregoncenterforthearts.org
. �.= I T AL EGO
NI�KI TER FOR.TI ie ARTS
Feasibility Study Deliverables Summary
Timing Goal: To begin Study in 2001 and take 9-12 months to complete
Project Overview:
o Market Analysis
o Community Engagement and Needs Assessment
o Programming ad Operational Models
o Physical Facility Analysis
o Capital Campaign Planning
o Economic Impact
Phase 1: Project Planning and Initial Assessment (Months 1-2)
o Information Gathering
o Task Force Planning Meeting
Phase 2: On -Site Needs Assessment and Stakeholder Engagement (Months 2-3)
o Physical site visits in Central Oregon
o Stakeholder Interviews
o Three large Focus Groups or Town Hall Meetings
Phase 3: Market Analysis and Facility Needs Report
o Community Engagement Survey
o Benchmarking Report
o Demographic Trends Report
o Programming Plan and Facility Needs Report
o Task Force Meeting #2
Cost of Phases 1— 3 to be $40,000
Phase 4: Analyses and Operational Modeling
o Comparative Site Analysis
o Physical Construction Analysis
o Operational Model
o Economic Impact Assessment
(Months 3-4)
(Months 5-6)
Phase 5: Facility Plan Written Assessment and Recommendations (Month 7)
o Task Force Meeting #3
o Draft Facility Planning Report
o Final Facility Planning Report
• Cost of Phases 4 — 5 to be $20 000
Phase 6: Campaign Planning Committee and Preliminary Case Statement (Month 8)
o Establish a Campaign Planning Committee
o Draft a Preliminary Campaign Case Statement
Phase 7: Campaign Prospect Research and Leadership Interviews (Months 9-10)
o Leadership Gift Research
o Leadership Gift Interview
Cost of Phases 6 - 7 to be $30,000
Phase 8: Campaign Leadership Recommendation and Planning Report (Months 11-12)
o Campaign Planning Report
Cost of Phase 8 to be $5,000
%�EJ�:ENTEP, R FORHGOI�I
WHO WE ARE
We are a coalition of professional and business people, educators, musicians,
and patrons of the arts who believe that it is time for a modern, multi -use
performing arts center in Central Oregon. Our goal is a world -class facility
designed to serve the cultural needs of Central Oregon.
Such a center would provide a gathering place for artists and teachers to
share their knowledge, vision and voice via music, theater, dance, photography,
sculpture, exhibitions, installations, lectures, workshops, and all other
manners of creative expression.
We are a non-profit 501(c)(3) organization. The Central Oregon Center
for the Arts is organized as a corporate entity under Oregon state law.
lIrlt�a� ► i,
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ventral Oregon Center for the Arts will enrich and enliven the cultural
Central Oregon by creating a comfortable and welcoming campus
�rtainment and education for artists of all disciplines and for those
ppreciate and patronize the arts.
l serve as a permanent home for local ensembles of all kinds, it will
jobs, and it will contribute to the area's cultural life and financial
)eing."
— Michael Gesme, conductor,
Central Oregon Symphony and the Cascade Winds
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WHAT WE ENVISION
• A fully equipped state-of-the-art theater of up to 1,200 seats,
large enough to host touring Broadway companies
• A smaller theater of up to 600 seats for concerts and productions
that don't require a larger space
• A "black box" space of up to 400 seats for small productions
and presentations
• A green room, dressing rooms and backstage restrooms
• Space for readings, presentations, and workshops
• Rehearsal spaces
• Instrument -storage spaces
• Space to support an arts education program to help engage
the community
• An anchor restaurant/brew pub that would be open during
regular business hours
• Retail shops and community areas that will provide broad returns
on investment and new creative opportunities
• Adequate and easily accessible parking
WHAT IMPACT CAN WE EXPECT?
By providing comprehensive access to arts, theater, music and
dance to residents and visitors, the Central Oregon Center for
the Arts will make significant cultural and economic contributions
to the vitality of Bend, Deschutes County and Central Oregon.
WHAT ARE THE NUMBERS?
® The building's size will be approximately 92,000 square feet
® The entire facility, including parking, likely will cover from
5 to 10 acres
HOW WILL COCA BE FUNDED?
Its estimated cost will be up to $80 million, or more. COCA will
be paid for through a comprehensive fundraising strategy that
includes state and federal grants, a capital campaign, special
events, e-marketing, and more.
WANT TO LEARN MORE?
Ask us at info@centraloregoncenterforthearts.org
"The Central Oregon Center fo►- the Arts would provide our
community with a deeper connection with the performing
arts to help enrich our cultural world, especially our youth.
"Such creativity has proven to be the most important step
to human development."
— James Knox,
Professor of Music, Central Oregon Community College;
Founder/Director Bend Children's Choir
— Clyde Thompson,
Founder and Director Emeritus, Central Oregon Mastersingers
VIMa
Arts and Economic Prosperity 5: The Economic Impact
of Nonprofit Arts and Cultural Organizations and their
Audiences in the Central Oregon Region, a study
conducted by Americans for the Arts, repor
® Total arts and cultural annual
expenditures in the region
represented $34.66 million
® Event -related spending totaled
$24.7 million, excluding the cost
of event admission
® Nearly 1,000 full -time -equivalent
jobs were supported by arts and culture
® $18.52 million in household income
paid to residents
Central Oregon has continued to experien<
wake of that study. It seems clear that the a
grown, making COCA even more viable ar
centra.Ioregoncenterforthearts.org
Deschutes County
Draft FY 2021 Video Lottery Fund Allocations Draft
Projected Amount Available: $1,003,300
CATEGORY PROGRAM FY2020 FY2021 BALANCENOTES
REMAINING
RESOURCES
Beginning Net Working Capital
General Fund Transfer
State Video Lottery Revenue
Interest Revenue
RESOURCES
CEMENTS
Services
ISub-Total
Economic Development
EDCO Regional Capacity / Operational Support
Local Capacity: Bend
Local Capacity: La Pine
Local Capacity: Redmond
Local Capacity: Sisters
Venture Catalyst Pro ram
FoundersPad
Business Loan Fund Recapitalization (Fund 105)
Sub -Total
Other Economic Development
Sunriver Chamber of Commerce
Central Oregon Intergovernmental Council
Sub -Total
-
Project Support
Shop -with -a -Cop Program
Public Transit: Rural Services
Arts & Culture
Fuels Reduction Grant
One time project fund: BendNEXT Childcare
One time project fund: CO Center for the Arts
One time project fund: affordable housing
Other:
Sub -Total
Service Partners
Central Oregon Council on Aging (COCOA)
MountainStar Family Relief Nursery
J-Bar J / Cascade Youth and Family Services
Redmond Senior Center
KIDS Center
Latino Community Association
Bethlehem Inn
Family Access Network (FAN)
Saving Grace / Mary's Place
Central Oregon Veterans' Outreach (COVO)
Court Appointed Special Advocates (CASA)
Healthy Beginnings
Central Oregon 2-1-1
Upper Deschutes Watershed Council
Other:
Other:
Sub -Total
Discretionary Grant Program
Discretionary Grants
Fundraising Grants
Other:
Sub -Total
Community Grant Program
Emergency Food, Clothing and Shelter
Sub -Total
Personnel expenses not charged to Video Lottery Fund.
Optional to allow for unexpected revenue variations.
Request: $130,000, increase of $2,000.
Request: $15,000, increase of $5,000.
No increase requested.
No increase requested.
No increase requested.
Request: $60,000, increase of $35,000
No increase requested.
Second year of biennial commitment.
One time request: $10,000
One time request: $1,000, $5,000, $10,000 or $25,000
Request: $75,000, increase of $25,000.
No increase requested.
No increase requested.
;Request: $8,000,increase of $4,000.
Request: $60,000, increase of $30,000.
No increase requested.
Request: $40,000, increase of $8,000.
No increase requested.
Request: $25,000, increase of $8,000.
Request: $30,000, increase of $10,000.
No increase requested.
No increase requested.
No increase requested.
No increase requested.
Service
PartnerGrant Program
Service Partners are organizations that 1) Provide a
mandated or sole source service to residents of
Deschutes County; 2) Were initiated, led, or created
by the County; and/or 3) Perform services that the
County would otherwise be obligated to provide
Leverage
Grant
Leverage
$0 IM 2M 3M
Granted $291,000 to 15 Service
Providers. For every $1 granted,
Service Providers leveraged nearly
$12.28 for a total of over $3,500,000
=-a-- -MH-
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0 kyl FTI M
•
1,300 Emergency 600 Child/Youth 3,800 Referral a
Shelter Nights WACES
Screens
Invasive We
Removed
M
E S COG
& Z
o' ° A BETHLEHEM INN
Volunteer Coordination of Emergency Meals
2019-20 Award $32,000 (5% of project funding)
Amount Requested 2020-21 $40,000
"The Inn's partnership with Deschutes County will be more critical than ever during the upcoming year.
The need for collaboration as we all address the rapidly growing, urgent food needs (37% increase) of
families and adults experiencing homelessness will be essential. COVID-19 will have a significant economic
impact on our region resulting in a critical need for Inn services." Kim Fischbach, Dir. of Philanthropy
Community Need We respectfully request BOCC grant funding to help support the ever increasing
demand for emergency shelter services and the projected record level of people served next year
as a result of COVID-19. As the region's only shelter providing our level of emergency shelter, the
Inn serves as a critical safety net in our region. Without access to the services uniquely provided
by the Inn, economically disadvantaged adults and families are at greater risk of chronic poverty
and certainly will have no other place to go as the region recovers from the devastating impact of
the virus.
The Deschutes County unemployment rate of 3.7% in Dec. 2019 is projected to sky rocket in
Central Oregon i.e. week ending March 21 saw 880% increase in unemployment claims. Hundreds
of adults/families who have lost their income may no longer have a safe place to live and will be
seeking support from the Inn. The impact this will have on the Inn's fundraising revenue
projections and on our Meal Program is significant. It will be essential for the Inn to seek
emergency funding support along with traditional grant funding to address the extreme hunger
and nutrition -related health conditions to mitigate the reduction in cognitive abilities, which make
it even more difficult for homeless individuals to find and hold jobs.
As of May 2019 the Inn began serving 30% more single adults (112 total beds) daily; August 2018
family services increased by 100% (38 total beds) daily; resulting in a nightly projection of 150
people. While the demand for meals was great before COVID-19, it is projected to be even more
significant as we transition into the post virus months.
Bethlehem Inn respectfully requests $40,000 for FY20121 to support our EMP, which will serve a
projected 127,000 nutritious meals (4% increase) to over 1,300 children and adults next year.
Funding will help support 1 FTE volunteer coor.; 1 FTE Kitchen Mgr to oversee the Meal Program
which includes over 1,400 meal volunteers. Matching funds will help support 1 FTE Kitchen
Steward and 1- .25 FTE facility assistant to support food inventory management and facility needs.
Impact of Current Provide support for .06 (of .33FTE) volunteer/outreach staff, .5 (of 1 FTE)
kitchen manager, .34 (of 1 FTE) kitchen steward to coordinate the EMP.
• Staff recruit/train/schedule volunteers to provide a minimum of 6,500 hours
• Volunteers serve up to 150 residents daily, providing a minimum of 108,000 meals
A
h'nr�ht'�y 1'ec�f�l�; ��u���artr�r�c�<ra��artr° !.hefieulr.h crr��'sc�jety nf�1:}c�,r_hratca Ccrurry s ��t°s�C�r;ts
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-A
2019-20 Award
COURT APPOINTED SPECIAL ADVOCATES OF CENTRAL OREGON
CASA
Amount Requested 2020-21
$30,000 (5% of project funding)
$30,000
"I've seen some extraordinary success stories, and in nearly every situation where we find a positive,
long-term, safe home for a child, a CASA volunteer has been involved. They provide a gentle
reminder, and sometimes a forceful push, to make sure we're always working to do what's best for
the children." Jason Kropf, Deschutes County Deputy District Attorney & CASA Board Member
Community Need Over the past six years, the County's CASA caseload has grown by 40%. In
2018, 315 children in Deschutes County were wards of the court and under legal custody of
the Department of Human Services, up from 288 children in 2015, 248 children in 2014, and
228 in 2013. In 2019, CASA had the capacity to recruit, train and support volunteer advocates
for 87.5% of children in foster care in Deschutes County.
CASA respectfully requests $30,000 for FY 20-21 to fund .54 FTE of a Program Coordinator
position. This calculation reflects wages and benefits for an experienced, college educated
Program Coordinator earning $20.00/hr. National CASA standards for a Program Coordinator
caseload is 1 FTE: 45 cases/30 volunteers. In the last fiscal year, the County funded CASA at
$30,000, and as a direct result the average Deschutes County caseload for 1 FTE dropped
from 78 cases/38 volunteers to 73 cases/36 volunteers per 1.0 FTE. A continuation in funding
will allow CASA to afford the staff hours to continue to improve program capacity and serve
more children.
Impact of Current Investment Provide .54 (of 6 FTE) program staff to train/support CASA
volunteers for children birth through age 18.
• In the period July 1, 2019 to March 20, 2020 there are 251 unduplicated Deschutes
County children in foster care. During the same period an average of 212 of children
referred by the court have an assigned CASA. We estimate that there will be
approximately 320 children in foster care from July 1, 2019-June 30, 2020.
Comments Every time a child enters foster care in Deschutes County, CASA of Central Oregon
is appointed by the judge to represent that child's best interests in all court proceedings.
Despite the increase in need, and despite the fact that CASA programs are mandated by state
law, the CASA program in Deschutes County received from the state general fund just 10% of
the funding needed to serve all children in foster care in the FY 19-21 biennium. Children with
CASAs tend to do better over time: 1) they transition into a safe, permanent home faster than
children without a CASA's help; 2) they do better in school; 3) have fewer disciplinary problems,
and; 4) receive more services. County support is essential for CASA of Central Oregon to have
the staff to support enough volunteers to keep pace with the growth in Deschutes County.
Heolthy Peop,e: Support and odv«t,ce 0`)e health and so'
ety 0' C esctlures Gcu+ 2°y s rcsicaenfs
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W,COUNCIL ON AGING OF CENTRAL OREGON
Volunteer Coordination of Meals on Wheels & Congregate Dining
2019-20 Award $30,000 direct service (4% of nutrition project funding)
$10,000*add'I support (33% of equipment purchase)
Amount Requested 2020-21 $75,000 in direct service support for food and labor
"I appreciate what you're doing for us old folks. I am 91 years old, 1 don't drive and I don't cook.
My closest family member is in Metolius and I am alone most of the time. I'm so thankful that
you're doing what you're doing during this crisis." - Jean M., our client, on March 26, 2020
Community Need
• Our older adult clients are in crisis. Because of their vulnerability to COVID-19, they are
seeking our services at an explosive rate. During the first two weeks of the Governor's 'stay
home' order, we added 15 clients to our Meals on Wheels routes in Deschutes County.
• As well as daily deliveries and wellness checks, we are ensuring that each Meals on Wheels
client receives and maintains a shelf -stable pack of five meals from us in case of any
services interruption. Every day we field requests for additional services, and we are adding
every client as quickly as we can qualify them and fit them into a route.
• We have also transformed our community dining to drive -through hot lunch service in
Bend, Sisters and LaPine three times per week (tripling our services in Bend and Sisters).
We are providing box lunches as well as take-home frozen lunches for later. We have
expanded community partnerships and are working with the Bend LaPine School District,
Bend Food, Riff Coffee, the Giving Plate and many others. We are also using staff and
volunteers to provide regularly phone check -ins for all clients to reduce isolation.
• We respectfully and urgently request a significant increase in the Service Partner Grant to
help us continue to meet the rapidly growing and ongoing demand for nutrition programs —
Meals on Wheels and Congregate/Drive Through Dining — throughout Deschutes County.
We are also requesting funds to help us hire a volunteer manager. Our total request is for
$75,000: 25% of salary and benefits for a volunteer coordinator @ $15,000, additional food
@$50,000,and increased volunteer mileage @$10,000.
Impact of Current Investment Provide .6 FTE (of 3.2 FTE) to support nutrition programs.
Serve over 2,000 unique clients.
• Volunteers provide 11,000 hours to serve /or deliver a minimum of 76,000 meals
• Support 33% of projected kitchen equipment purchase/repair and maintenance.
Comments
Your investment in services in these times of uncertainty will have a dramatic and lasting
impact on our ability to serve our most vulnerable community members. Thank you!
Heahhy Pf,'oP(e: 511Ppor1 on(l' odvc-rice the healih and safety of Descho es County's residents
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Q emu. CENTRAL OREGON VETERANS AND COMMUNITY OUTREACH
Homeless Outreach Coordinator
2019-20 Award $20,000 (21% of project funding)
Amount Requested 2020-21 $30,000
"Since 2005 COVO has provided support and housing solutions for Deschutes County's homeless
and disadvantaged Veterans and their families, helping hundreds on their way to building a
stable life. Our outreach program provides lifesaving support to some of the hardest to reach
and hardest to serve members of our community." JW Terry, Executive Director
Community Need Central Oregon Veterans Outreach (COVO) had a significant increase in the
number of people served in 2019 as compared to 2018. Total number of clients rose from 5,032
to 5,917 (18% increase), walk-ins at COVO rose from 3,368 to 4,093 (22% increase), the number
served by the outreach teams rose from 1,664 to 1,824 (10% increase) and the number of
veterans that are homeless or at risk rose from 122 to 174 (42% increase). Although COVO has
made a concerted effort to combat homelessness, including strong partnerships with other
service providers in Deschutes County, the numbers continue to rise in Deschutes County.
COVO respectfully requests $30,000 to continue funding a portion of the outreach manager to
oversee camp and street outreach efforts, and to train and support outreach volunteers. The
manager works with community partners to enhance collaborative efforts for best addressing
service to the homeless in Deschutes County.
COVO is actively engaged in the Coordinated Entry System (CES) with the Central Oregon
Continuum of Care (CoC), a collaborative effort to expedite the process for getting homeless
persons into housing. COVO is leading the effort for maintaining a community -wide system
specifically for expediting the housing process for homeless Veterans. The outreach manager is
key to both these county -wide projects. In 2020-21, three priorities for outreach are identifying
more isolated areas of Deschutes County with camps, connecting with the growing population
of street camping in populated areas and reaching more homeless women Veterans.
Impact of Current Investment Provide .5 FTE (of 1 FTE) outreach manager.
• Train a minimum of 15 volunteers to provide 2,000 hours assisting outreach to homeless
and/or low income people (distribute basic needs goods, refer to services/resources)
• Minimum 3,000 contacts with homeless and low income people visiting the center
• Minimum 1,200 contacts with homeless people in camps
Comments COVO continually seeks viable solutions to better address homelessness in Deschutes
County, for both Veterans and non -Veterans. We do this by building our network of community
partners, believing in strength in collaboration. COVO fills a unique niche in services for those
experiencing homelessness, affordable housing and Veterans of all eras.
Healthy People: Support and advance the health and safety of Deschutes County's residents
-� E s co
r t G
FAMILY ACCESS NETWORK
Elton Gregory Middle School FAN Advocate Project
2019-20 Award $15,000 (43% of one school project funding)
Amount Requested 2020-21 $15,000
"Long term supportfrom Deschutes County has allowed FAN to serve the most vulnerable children in
our community, those living in poverty or experiencing homelessness who struggle each and every
day."Julie N. Lyche, FAN Executive Director
Community Need A child that is well-fed, well -rested, and healthy is more likely to attend
and stay in school, paving the way for success in school and later life. The direct placement of
FAN advocates within the schools allows FAN to combat problems like this head-on. With the
help of our 100+ community partners, FAN advocates serve nearly 8,000 children and family
members each year, connecting them to a diverse array of assistance in one place.
Local need
• Over 1,050 children are homeless in Deschutes County
• Nearly 45% of students in Deschutes County are eligible for free/reduced meals
• One in four children will go to bed hungry on any given night
• Over 25% of FAN clients are Latino, more than triple the County demographic
These are the families that FAN serves
Children who are living in poverty, belong to a minority, or live in rural areas do not receive
the same opportunities as their peers. As highlighted in the book, Our Kids: The American
Dream in Crisis, author Robert Putnam found that disparities are widening not shrinking.
Additionally, many of the rural communities that FAN serves have higher percentages of
children in poverty than that of the urban settings served through FAN.
Impact of Current Investment Grant supports .47 FTE (of .94 FTE) FAN advocate at Elton
Gregory Middle School to connect children and family members to basic -need resources.
• Connect a minimum of 225 children and family members to basic -need resources
• During the fall client survey, 100% of families reported that FAN improved their situation
Comments Deschutes County is a key partner in our work to support local families, helping
children thrive in school and life. We couldn't do it without you!
I-1vol by People. suppori oml advow (,' the he(_-�Iih aria` q� lety of D _.(,:hutes ,'oun!)I s residents
1 E S COG
q " HEALTHY BEGINNINGS
4 M 5 Preschool Developmental Screening Project
2019-20 Award $20,000 (30 % of project funding)
Amount Requested 2020-21 $20,000
"Studies have shown that children who receive early assessment and intervention for
developmental disorders are more likely to graduate from high school, to hold jobs as adults,
and are less likely to commit criminal acts than those who do not receive early intervention."
Dr. James J Heckman, Nobel Prize winner, founder of the Heckman Institute
Community Need
Oregon estimates that nearly 38% (4 out of 10) of children enter kindergarten with barriers
to their success. Healthy Beginnings' goal is to reach more of the 13,133 children in the
county ages 0-6 that miss receiving a developmental screening (estimated at nearly 7,000
children).
With increased demands on working families in Central Oregon, preschool screenings are an
innovative solution to provide comprehensive developmental screenings for children in the
preschool environment. In FY18-19, Healthy Beginnings screened 427 children Deschutes
County through the preschool screening program. The program identified concerns in 186
children, providing referrals and follow up to connect them with services in development,
hearing, and vision.
Impact of Current Investment Grant supports .4 FTE (of 1.1 FTE) to coordinate a minimum
of one preschool screening event per month.
• 300 children ages 0-6 receive an evidence based screening in development, behavior,
hearing, and vision at preschool sites.
• Follow up texts and email, and efaxing of all screening results to parents of all children
assessed. Families who receive a referral receive text and email at 6 weeks to determine
outcomes of the referral and help parents navigate any challenges they have.
• Screening results sent to the medical provider, family, and shared with the preschool
teacher to ensure closed loop communication between family, medical home & school.
Comments Healthy Beginnings is a sole source provider of evidence -based preschool
screenings in the region. Our program continues to create strong partnerships with other
local service providers such as Deschutes County WIC, Healthy Families of the High Desert,
United Way, Mosaic Medical, and MountainStar Family Relief Nursery in order to wrap
around families in a collaborative way to identify concerns and risk factors as early as
possible.
t-feohhy People:.Support and odvonce the hclohh orici safety f�f Deschut(,,s c:ounty's residents
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q �F� JBARJ CASCADE YOUTH &FAMILY CENTER
Runaway &Homeless Youth Emergency Shelter Project
2019-20 Award $15,000 (6% of project funding)
Amount Requested 2020-21 $15,000
"Cascade Youth & Family Center (CYFC) is the sole provider of a comprehensive spectrum of
prevention and intervention services targeting runaway, homeless and street youth, including victims
of human trafficking, in Deschutes County and the greater region." Stephanie Alvstad, ED
Community Need The total number of homeless in Central Oregon has increased by 48%
since 2015 (Point in Time Count data: 594 — 2015; 880 — 2019). The number of homeless
children and youth has also increased — especially for those who are also unaccompanied and
unsheltered. The following is data for children (under 18) and youth (18-24):
• Homeless increased by 21% (184 — 2015; 223— 2019)
• Unaccompanied homeless increased by 31% (55 — 2015; 72 — 2019)
• Unaccompanied & unsheltered increased by 55% (29 — 2015; 45 — 2019)
It is estimated that 30-40% of homeless youth are not identified. 2019 service totals include:
• Shelter — 5,592 nights (emergency and transitional) for 114 youth (20% transgender)
• 24-Hour Crisis Response - 8,000+ hotline calls
• Street Outreach Youth Contacts (basic needs: food, clothing) - 1,033 (85-90/month)
Impact of Current Investment Grant supports .18 (of 2.95 FTE) Case Manager to provide
emergency shelter and crisis intervention/family mediation.
• 1,300 nights of emergency shelter, crisis intervention and family mediation for a
minimum of 60 youth
• 90% of youth who have accessed shelter and received crisis intervention and/or
mediation, will be reconnected with family or transition to other safe and stable living
environments when leaving the program
Comments CYFC's goal is to shelter the most vulnerable youth to reduce risk and end chronic
homelessness. Youth access shelter directly off the street. In 2019, 37 human trafficking
victims (33 sex/4 labor/1 both) were identified and served. Homeless youth are at higher risk
for physical and sexual exploitation, mental health and substance abuse - even death. It is
estimated that 5,000 homeless youth die each year as a result of assault, illness, or suicide.
RHY services are largely funded through federal and state grants and donations. However,
grant funds require that 10-25% of the project cost be provided through matching funds.
Deschutes County grant funds continue to be crucial match funds for this project.
Healthy (' oplc>: `>uppori and advonce the hc:oh-h rnc].>ajety nj(?e >chulc.s noun y's esio'c'nis
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Child Abuse Medical Evaluation Project
2019-20 Award $30,000 (15% of project funding)
Amount Requested 2020-21 $30,000
"Support from the Board of County Commissioners helps ensure KIDS Center is able to provide
medical evaluation services to Deschutes County's most vulnerable citizens: children who have
experienced abuse. Support from the BOCC is more crucial than ever. As our population grows and
more people experience societal stressors, sadly the incidences of child abuse rises as well. Continued
support from the BOCC will ensure that children and families who have experienced abuse will receive
compassionate and comprehensive professional services to heal from the trauma of abuse."- Gil Levy,
Executive Director
Community Need KIDS Center serves children (birth to 18) referred for all forms of abuse (sexual,
physical, emotional, witness to violence, and drug endangerment). KIDS Center is the sole provider of
medical evaluations, family support, and therapy for children referred by law enforcement, DHS/Child
Welfare, licensed therapists, and medical professionals.
In 2018, Deschutes County had 3,496 child abuse reports to DHS/ Child Welfare, compared to
2,997 in 2017, a 14% increase.
In 2019, KIDS Center served 2,156 unduplicated children, youth and families, conducting 435
evaluations total, a 26% increase over 2018. Additionally, medical providers fielded 26
medical consult calls from providers in Deschutes County. Calls resulted in work -up
recommendations, referrals to investigative agencies and direct referrals for a child to be seen
at KIDS Center.
Impact of Current Investment Grant supports .15 FTE (of 1 FTE) lead medical examiner to conduct
medical evaluations and consults on suspected victims of child abuse and/or neglect ages 0-18 years.
All numbers are July 1 to December 31, 2019.
• Perform medical assessments on 100% of children referred (92)
• 100% of child abuse assessments will be cross reported to DHS and Law Enforcement (124
law enforcement investigations)
• 100% of the cases referred to the DA's Office for prosecution (59 cases accepted)
• Every child (and their families) served with a medical evaluation received additional services
including family support and a referral to therapy (as appropriate)
Comments KIDS Center employees three therapists who can provide immediate crisis intervention at
the time of evaluation to help parents and family members de-escalate and remain present for their
child during what can be a very challenging time.
:,
CrC?)E. C017tfl'iClrlll'!('s: lip,<itic C_' (.l"IYY)e atit'>' ffi(.ldIV1Sl'Yi ("f"!YCJl1L,ih prevent ion, IY7iG't"vE'nU0j1, SL/j_7('Y1!/�,tC7l't Cll"lt7
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KIDS CENTER
Child Abuse Medical Evaluation Project
One-time amount requested 2020-21: $30,000
Project: Medical Equipment Upgrade
Community Need
KIDS Center seeks to provide the highest quality of medical evaluation services to children who have
experienced abuse. In order to achieve this for our region's children, we hope to utilize a one-time grant
from the Deschutes County Board of County Commissioners to purchase specialized cameras (Cortexflo
Forensic Medical Cameras) to improve the photo documentation of injuries.
The Cortexflo camera system would replace the aging colposcopes which are used to assess anogenital
injuries. KIDS Center has employed these devices for over 13 years, and they no longer represent the
highest possible quality of technology or care. On multiple occasions, the quality of the images and
video captured has been so poor that experts have been unable to opine on the findings, creating
complications for treatment and the investigative process. This is a disservice to our patients and
community which could be effectively remedied through optimized technology. The cameras would also
drastically improve the quality of physical abuse photos. Photos are a required element of carrying out
Karly's Law requirements, and crucial to physical abuse investigations.
Improved technology would have far-reaching impacts for the children & community we serve including;
• Decrease the likelihood of physical findings being deemed unable to determine for abuse. This
decreases the likelihood of possible re-examination of children who have experienced abuse.
• Photo documentation of injuries and expert testimonials are often used in criminal court cases.
Improved technology would impact the outcome of this process, strengthening criminal cases
and increasing public safety.
Impact of Investment
Child abuse is a public health and public safety issue. The outcomes from a KIDS Center evaluation range
from a child's ability to heal from the trauma of abuse, to investigative agencies (Law Enforcement, DHS-
Child Welfare and Prosecution) being able to carry out their duties with the most information and
evidence as possible. With the addition of these cameras, KIDS Center would be able to provide state of
the art care to the region's most vulnerable children.
Comments
KIDS Center is the Designated Medical Professional (DMP) for Deschutes, Crook and Jefferson counties,
meaning we are tasked with seeing all child abuse cases from those counties. KIDS center employs four
specially trained Medical Providers and has capability of seeing multiple children a day for services.
Vendor quotes and information about Cortexflo Forensic Medical Camera available upon request.
Safe Cori inn nitrr s: Reduce cfir w and recrdnnsrn through prey rrtion, ir,tenl ration, supenlision an,
Calfn1`ceinera
E S Cp�Z
LATINO COMMUNITY ASSOCIATION
Healthy Families & Family Empowerment Programs
2019-20 Award $20,000 (7% of project budget)
Amount Requested 2020-21 $25,000
"Deschutes County funding support is absolutely critical to the sustainability of our services to
vulnerable immigrant families, and it represents a reliable foundation of funding that helps us
leverage over $240,000 and 200 volunteers." Brad Porterfield, Executive Director
Community Need Requesting an increased funding level to support growing demand for our
uniquely -tailored services, advocacy and consulting role. Immigrant Latino families in our
communities are one of our most vulnerable and underserved populations. Key data
indicators include:
• Fastest growing segment (20% since 2000) with the
• Lowest median age at 26, the
• Highest rate of labor force participation (78%), yet also with the
• Lowest average per capita income ($17,267) and the
• Highest rate of uninsured (20.3%) referring to health insurance
Immigrant Latino families face unique barriers such as English proficiency and they are
currently under heightened stress due to the federal administration's portrayal of
immigrants -of -color as less than. Last year, we moved to a slightly larger, more welcoming
office in Send to serve additional families and we hired a Development Manager to
strengthen our chances at maintaining stable revenues to support our growth. This move
increased our annual facility costs by $15,000 and we already need more space. We partner
with churches and schools to utilize class space for our English and Citizenship classes, but to
be more efficient and effective, we need to bring most of these services in-house. We
anticipate hiring a Workforce Navigator this spring and we need Deschutes County's support
to make this happen.
Impact of Current Investment Provide 0.42 FTE (of 3.8 FTE) to operate Healthy Families and
Family Empowerment programs
• Enroll minimum of 750 clients in health insurance
• Low-cost dental services for a minimum of 50 clients
• Coordinate information & referrals for minimum of 250 clients
• Provide minimum 75 free legal consultations
• Provide citizenship assistance for 35 clients
Comments On a budget of $594,000, LCA services impacted the lives of 10,000 family members
last year. Many of LCA's immigrant families are now living in fear and with great uncertainty,
which is increasing the urgency and demand for our services. LCA's role as a resource hub,
cultural consultant and facilitator of community conversations has never been more needed.
Healthy People: Support and advance the health and safety of Deschutes County's residents
C N�3 E S C0G
2
nw ` MOUNTAINSTAR FAMILY RELIEF NURSERY
Therapeutic Early Childhood Classroom and Safety Net Projects
2019-20 Award $18,000 (3% of project funding)
Amount Requested 2020-21 $18,000
"According to a recent analysis by DHS/Child Welfare, 9 years after exiting an Oregon Relief
Nursery program, 90% of children remained free of foster care. Our new center in Redmond
will help more young children in Deschutes County get help." Tim Rusk, Executive Director
Community Need
Deschutes County Data:
• There has been a dramatic increase in the number of children in DHS/Child Welfare.
• 21% increase in the number of children in foster care from 2015 to 2019: 231 children in
foster care in 2015 to 280 children in 2019 (Children First For Oregon County Data Book)
• 99% increase in incidents of abuse and neglect from 2015 to 2019: 345 children in 2015 to
688 children in 2019 (Children First For Oregon County Data Book)
MountainStar Data:
• Average of 13 family "risk factors" (such as mental health or substance abuse issues) for
child abuse and neglect
• Parents have an average Adverse Childhood Experience (ACE) score of 6 (ACE score scale
is 0-10). An ACE score of 4 or more predicts adverse long-term health outcomes including
a two- to five -fold increase in chronic disease state, six- to 12- fold increase in mental
illness and addiction disorders in addition to an increase in learning disabilities and
behavioral disorders. In Central Oregon, there are over 5,000 children ages 0-3
considered at -risk. MountainStar currently serves just 6% of this population.
• 98% of our client families live in poverty and 100% meet the OR state definition of at -risk.
Impact of Current Investment Grant supports .27 FTE (of 1.0 FTE Program Manager) to
support Relief Nursery Therapeutic Early Childhood and Outreach Programs in Bend.
• Therapeutic early childhood classes, home visiting, parent support, and transportation for
:afety
minimum of 80 children ages 0-4
• Net services (crisis intervention, home visits and basic needs support) for a
minimum of 125 children and their families
Comments MountainStar raises $1.2 in private investment for every $1 of government funding.
PSU documented a 4:1 return on investment (ROI) for the Salem Relief Nursery. Nationally,
investments in early childhood are documented at a 12:1 ROI which exceeds most other
economic development projects. MountainStar Bend's early childhood classes are rated 5-stars
by the State. In FY 2018-19, 98% of the children served remained free from confirmed cases of
abuse and neglect. MountainStar offers services in Bend, Redmond, and La Pine.
hc,odthy People: Support and odvonce the health and sujety Q) D61SChutes County's residents
REDMOND SENIOR CENTER
Food for Meals on Wheels & Congregate Meals Project
2019-20 Award $4,000 (6% of project funding)
Amount Requested 2020-21 $8,000
"I cannot shop for myself and look forward to getting my daily meal and visiting with my Meals on
Wheels driver every day. God Bless you all." Grateful Meals -on -Wheels Client
Community Need The Redmond Senior Center has been serving older adults for over 70 years
with little to no direct tax funding. We are the only resource focused solely on senior citizens
in this area, serving Redmond, Crooked River Ranch, Eagle Crest, Terrebonne, Powell Butte,
Alfalfa, and all areas in between. Currently, over 23% of the Redmond area population is 50 or
older according to the last census. By 2025, the number of seniors is expected to double. With
the high cost of housing, rising food and prescription drug costs, and lack of public transit,
many older citizens are finding it harder to afford nutritious meals and activities they can
afford.
Currently, the Center delivers over 100 meals, Monday -Friday through our Meals on Wheels
Program, and those numbers are increasing every day due to the Coronavirus outbreak. Our
Congregate Meal Program has changed from dining in the Center, to having those meals
delivered as well (30 per day, adding additional clients every day). We have the capacity to
serve 250 meals for seniors each day and are confident we will reach that number.
Requesting an increase in funding to keep pace with:
• Increase in numbers of unduplicated clients for Meals on Wheels and Home Food
Delivery Service due to the Coronavirus pandemic
• Demand for more services while funding remains flat
• Substantially higher food and staffing costs
Impact of Current Investment Support 6% of the$68,000 annual food cost for Meals on
Wheels and congregate meals.
Comments The Center served 41,000+ meals last fiscal year. We are on track to increase that
number by 50-100% this fiscal year. Although we are subsidized by funds through the Council
on Aging, our cost analysis indicates we will lose $2.78 per meal served.
fealty i'eoule: Support orrd advance the health and ofctyr(Oeschutes Coun yIs r ;idenis
A SAVING GRACE
Mary's Place Supervised Visitation & Safe Exchange Center
2019-20 Award $17,000 (3% of project funding)
Amount Requested 2020-21 $25,000
"Without Mary's Place I'd be under constant attack from the other parent with no way to protect
myself. You have been my children's voice and so helpful." Mary's Place client. "The BOCC Service
Partner Grant is critical to our ability to provide safe, trauma -informed visits and exchanges for
County families impacted by domestic violence." Gail Bartley, Mary's Place Program Manager
Community Need During FY2018-19 in the County, 4,125 individual victims of domestic
violence, sexual assault and/or stalking received 13,265 vital safety services from Saving
Grace including shelter, 24-hr hotline, group and individual counseling, and legal assistance, a
14% increase is services over FY 2017-18.
• Demand for Mary's Place (MP) services increased significantly in FY 2019-20. From
July 2018 — February 2019 MP provided 768 visits and exchanges. However, from July
2019 — February 2020, MP provided 1,119 visits and exchanges, a 46% increase. An
increase in funding will support supervision of staff who provide these direct services.
• A key strategy for survivors and their children seeking increased protection from an
abusive partner is a restraining order. During FY 2018-19, of 418 restraining orders
granted in Deschutes County Court (more than one per day) 172 involved children. 55
of these families were referred to MP due to serious safety concerns.
• Mary's Place is the sole provider of free domestic violence -specific supervised visit
and exchange including case management in Oregon.
• 66% of all children who received services at Mary's Place were aged 0-6, a highly
vulnerable age for trauma and injury related to living with domestic violence.
Impact of Current Investment Provide .22 FTE (of 1 FTE) to supervise staff who facilitate
supervised visits and safe exchanges for families that have experienced domestic violence,
sexual assault, stalking and/or child abuse.
• Serve an average of 40 families each month
• Facilitate a minimum of 1,200 supervised visits (on average 2.5 hours per
visit/family/week) and safe exchanges (multiple times week to several times/month) for
families that have experienced domestic violence
Comments Following the pattern of other natural disasters, it is anticipated that the
incidence of domestic violence within families will significantly increase due to COVID 19
which has made leaving unsafe homes impossible for survivors and their children. In FY 20-21
Mary's Place anticipates a surge in demand for supervised visitation and safe exchange.
Sofe C,rrrmnu pities: lzrduce curve un d iccidnrisl-n through preverilion, sul"l.Ivi ion anu
erif )iceirierr
To: Deschutes County Board of Commissioners
From: Laura Skundrick, Administrative Analyst
Date: April 6, 2020
Subject: Deschutes County Service Partner Program Results: UDWC & 2-1-1
Each year, the Deschutes County Board of Commissioners reviews and determines allocations
to be made from the Video Lottery Fund, including those made to the Service Partner Program.
The majority of the Service Partners provide human services that are somewhat related to
other contractual agreements with the County. As a result, their efforts are monitored by staff
in the Health Services Department for efficiency. However, two Service Partners, the Upper
Deschutes Watershed Council (UDWC) and Central Oregon 2-1-1 (211), do not operate under
agreements outside the Service Partner Program and are monitored by staff in the
Department of Administrative Services. This memorandum addresses the results of those two
entities.
Upper Deschutes Watershed Council
In FY 2020, the Upper Deschutes Watershed Council received $20,000 as a Deschutes County
Service Partner. Annual funding from Deschutes County has enabled the UDWC to maximize
and leverage project specific funding and accomplish valuable outreach to keep community
members, landowners, and civic leaders engaged and informed about the importance of
watershed restoration and long-term protection. Recent significant accomplishments include:
Annual Deschutes River Clean-up was held in July and nearly 300 volunteers removed 1,360
pounds of garbage and invasive weeds from in and along the river.
Four restoration projects are being designed and planned for implementation in 2020 and
2021: a BPRD project at Riverbend Park; a Creekside Park project with City of Sisters; a
project to remove the last fish passage barrier in Whychus Creek in partnership with Three
Sister Irrigation Disrict, the U.S. Forest Service, and private landowners; and a project on
Whychus Creek with Deschutes Land Trust.
• The Youth Education Program creates place -based education activities for approximately
3,000 kids per year in Central Oregon, connecting students in local school districts to the
natural world through art, writing, science and watershed education. Changes have been
made due to COVID-19 to deliver remote education opportunities that teachers and
students can use while at home.
• Coordination of continuous watershed monitoring program to monitor stream
temperatures and water quality at various locations in Central Oregon, and ensuring that
UDWC restoration activities are beneficial and effective ways to protect and restore local
rivers and streams.
Central Oregon 2-1-1
2-1-1 is a non-profit organization funded by state and municipal contracts, foundations, United
Ways, donations and community partners in Oregon and Southwest Washington. The purpose
of the program is to empower Oregon and Southwest Washington communities by helping
people identify, navigate and connect with the local resources they need.
In FY 2020, Central Oregon 2-1-1 received $10,000 as a Deschutes County Service Partner.
Between July 2019 and February 2020, the service made 1,784 contacts with Deschutes County
residents seeking information and referrals, including:
• 884 2-1-1 phone calls
• 41 2-1-1 emails
• 105 text messages
• 754 Web searches
• Mobile application generated messages data not available at this time
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