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2021-165-Minutes for Meeting April 07, 2021 Recorded 4/27/2021BOARD OF COMMISSIONERS 1300 NW Wall Street, Bend, Oregon (541) 388-6570 Recorded in Deschutes County CJ2021-165 Nancy Blankenship, County Clerk Commissioners' Journal 04/27/2021 4:18:02 PM 1,11.1110111111iiilolimiti FOR RECORDING STAMP ONLY 9:00 AM W dnesday, , April 7, 2021 BARNES & SAWYER ROOMS VIRTUAL MEETING PLATFORM Present were Commissioners Patti Adair, Anthony DeBone, and Phil Chang. Also present were Tom Anderson, County Administrator; David Doyle, County Counsel; and Sharon Keith, Board Executive Assistant (via Zoom conference call). Attendance was limited due to Governor's Virus Orders. This meeting was audio and video recorded and can be accessed at the Deschutes County Meeting Portal website http://deschutescountyor.igm2.com/Citizens/Default.aspx CALL TO ORDER: Chair DeBone called the meeting to order at 9:00 a.m. PLEDGE OF ALLEGIANCE: CITIZEN INPUT: Commissioner DeBone acknowledged an email received from Gary Estes through the Citizen Input line to request a ban on fireworks. CONSENT AGENDA: Before the Board was Consideration of Approval of the Consent Agenda. ADAIR: Move approval of the Consent Agenda CHANG: Second BOCC MEETING APRIL 7 2021 PAGE 1 OF 5 VOTE: ADAIR: Yes CHANG: Yes DEBONE: Chair votes yes. Motion Carried 1. Consideration of Board Signature of Purchase Agreement, Document No. 2021-209, and Acceptance of Deed of Dedication, Document No. 2021-210, from Michael J. and Regina L. Ricketts for Right of Way for the NE Way and NE 17th Street Improvement Project 2. Consideration of Board Signature to appoint Donna Mills to the Deschutes County Public Safety Coordinating Council 3. Consideration of Board Signature to appoint Jessica Vierra to the Deschutes County Behavioral Health Advisory Board 4. Consideration of Board Signature to appoint Kristin Gyford to the Deschutes County Behavioral Health Advisory Board 5. Approval of Minutes of the March 12, 2021 Legislative Update Meeting 6. Approval of Minutes of the March 26, 2021 Legislative Update Meeting 7. Approval of Minutes of the March 29, 2021 BOCC Meeting B. Approval of Minutes of the March 31, 2021 BOCC Meeting ACTION ITEMS: 9. PRESENTATION: Project Update by Bend Heroes Foundation for the Veterans Village. Erik Tobiason, Bend Heroes Foundation and Property Manager Kristie Bollinger provided a status of the Veterans Village project. The last project update was given in August 2020. Presentation is attached for the record. Mr. Tobiason presented a request for Deschutes County to contribute an additional $100,000 towards ongoing construction costs. Commissioner DeBone explained the request for the need was not communicated prior and only given to the Board with this presentation. Commissioner Adair noted the homeless population is exploding and the need is there to help transition our veterans back and this project allows for the housing of 15 veterans. Commissioner Chang commented on the BOCC MEETING APRIL 7 2021 PAGE 2 OF 5 excellent project for the community and supports Deschutes County making an additional investment. Commissioner DeBone also expressed support. County Administrator Anderson explained there is an existing ground lease that may need to be amended. ADAIR: Amend the agreement with the Bend Heroes Foundation To reflect an additional $100,000 for the Veterans Village Project. CHANG: Second VOTE: ADAIR: Yes CHANG: Yes DEBONE: Chair votes yes. Motion Carried The timeline of the project was reviewed. There are multiple community partners working on this project. The site may be ready for a formal tour in late May. OTHER ITEMS: • County Administrator Anderson reported the quarterly Redmond City Council meeting is tentatively scheduled for May 11. Commissioners offered a few agenda items. The Board suggested possibly meeting at the Fairgrounds or via Zoom conference call. • Commissioner Adair was on the testimony call for HB3308 on Tuesday. • Commissioner Chang is providing testimony in support of SB762 relative to the wildfire bill. • Commissioner DeBone participated in the EOCA legislative call yesterday and the REDI Board meeting this morning. • Commissioner DeBone reported on the community requests for taking a position on the gun bill and recommended the County takes a position from a legislative point. Commissioner Adair reported on a Zoom conference with a group of Moms in the community that address the link of guns and suicide numbers in Deschutes County. This group has identified a need for a public information campaign to highlight the dangers of prescription medication abuse. Commissioner Chang supports the safe storage bill but would take a BOCC MEETING APRIL 7 2021 PAGE 3 OF 5 neutral stance on the legislation for the current gun bill. Commissioner DeBone recommended a deeper conversation during the Legislative Update meeting on Friday. • Commissioner DeBone noted the secure document shredding services as well as disposal of medications at the Sheriff's Office. 10.COVIDI9 Update Chief Financial Officer Greg Munn (via Zoom conference call) presented an update on the pandemic financial assistance. The final CARES Act reimbursement payment was received last week. THE OHA has extended the offer of financial assistance for counties throughout the state of Oregon and will be presented in the form of a grant application. Commissioner DeBone acknowledged this week is National Public Health Week and thanked the Health Services staff for their work. Commissioner Chang commented on prevention oriented work to address the impact of challenges throughout the health community. Commissioner Adair noted the vaccination report shows the excellent work through the community. Health Services staff via Zoom conference call were Nahad Sadr-Azodi, Molly Wells Darling, and Dr. George Conway to present the COVID19 Update. Presentation is attached to the record. RECESS: At the time of 10:47 a.m. the Board went into recess and reconvened the meeting at 1:00 p.m. 11.FY2022 Video Lottery Fund Allocation Communications Director Whitney Hale presented along with (via Zoom conference call) Chief Financial Officer Greg Munn. Ms. Hale presented the fund allocation worksheet with requested funding. Discussions held on various programs and opportunities to improve our community. BOCC MEETING APRIL 7 2021 PAGE 4 OF 5 EXECUTIVE SESSION: None scheduled. ADJOURN Being no further items to come before the Board, the meeting was adjourned at 2:51 p.m. DATED this I Day of Commissioners. TTEST: 4,0 \- -2Y}1- RECORDING SECRET 2021 for the Deschutes County Board of ANTHONY DE ONE, CHAIR PHIL CHANG, VICE CHAIR ATTI ADAIR, C•MMISSIONER BOCC MEETING APRIL 7 2021 PAGE 5 OF 5 TES o 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 9:00 AM, WEDNESDAY, APRIL 7, 2021 Barnes Sawyer Rooms - Deschutes Services Center - 1300 NW Wall Street - Bend This meeting is open to the public, and allows the Board to gather information and give direction to staff. Public comment is not normally accepted. Written minutes are taken for the record 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 MEETING FORMAT In response to the COVID-19 public health emergency, Oregon Governor Kate Brown issued Executive Order 20-16 directing government entities to utilize virtual meetings whenever possible and to take necessary measures to facilitate public participation in these virtual meetings. Beginning on May 4, 2020, meetings and hearings of the Deschutes County Board of Commissioners will be conducted in a virtual format. Attendance/Participation options include: Live Stream Video: Members of the public may still view the BOCC meetings/hearings in real time via the Public Meeting Portal at www.deschutes.org/meetings. Citizen Input: Citizen Input is invited in order to provide the public with an opportunity to comment on any meeting topic that is not on the current agenda. Citizen Input is provided by submitting an email to: citizeninput@deschutes.org or by leaving a voice message at 541-385-1734. Citizen input received before the start of the meeting will be included in the meeting record. Zoom Meeting Information: Staff and citizens that are presenting agenda items to the Board for consideration or who are planning to testify in a scheduled public hearing may participate via Zoom meeting. The Zoom meeting id and password will be included in either the public hearing materials or through a meeting invite once your agenda item has been included on the agenda. Upon entering the Zoom meeting, you will automatically be placed on hold and in the waiting room. Once you are ready to present your agenda item, you will be unmuted and placed in the spotlight for your presentation. If you are Board of Commissioners BOCC Meeting Agenda Wednesday, April 7, 2021 Page 1 of 3 providing testimony during a hearing, you will be placed in the waiting room until the time of testimony, staff will announce your name and unmute your connection to be invited for testimony. Detailed instructions will be included in the public hearing materials and will be announced at the outset of the public hearing. PLEDGE OF ALLEGIANCE CITIZEN INPUT (for items not on this Agenda) [Note: Because COVID-19 restrictions may limit or preclude in person attendance, citizen input comments may be emailed to citizeninput@deschutes.org or you may leave a brief voicemail at 541.385.1734. To be timely, citizen input must be received by 8:OOam on the day of the meeting.] CONSENT AGENDA 1. Consideration of Board Signature of Purchase Agreement, Document No. 2021-209, and Acceptance of Deed of Dedication, Document No. 2021-210, from Michael J. and Regina L. Ricketts for Right of Way for the NE Negus Way and NE 17Th Street Improvement Project 2. Consideration of Board Signature to appoint Donna Mills to the Deschutes County Public Safety Coordinating Council 3. Consideration of Board Signature to appoint Jessica Vierra to the Deschutes County Behavioral Health Advisory Board 4. Consideration of Board Signature to appoint Kristin Gyford to the Deschutes County Behavioral Health Advisory Board 5. Approval of Minutes of the March 12 2021 Legislative Update Meeting 6. Approval of Minutes of the March 26 2021 Legislative Update Meeting 7. Approval of Minutes of the March 29, 2021 BOCC Meeting 8. Approval of Minutes of the March 31, 2021 BOCC Meeting ACTION ITEMS 9. 9:10 AM PRESENTATION: Project Update by Bend Heroes Foundation for the Veterans Village - Kristie Bollinger, Property Manager Board of Commissioners BOCC Meeting Agenda Wednesday, April 7, 2021 Page 2 of 3 10. 10:00 AM COVID19 Update LUNCH RECESS 11. 1:00 PM OTHER ITEMS FY 2022 Video Lottery Fund Allocations - Whitney Hale, Communications Director 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. Executive sessions are closed to the public; however, with few exceptions and under specific guidelines, are open to the media. 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. Deschutes County encourages persons with disabilities to participate in all programs and activities. This event/location is accessible to people with disabilities. If you need accommodations to make participation possible, please call (541) 617-4747. /1\ FUTURE MEETINGS: Additional meeting dates available at www.deschutes.org/meetin,gcalendar (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 7, 2021 Page 3 of 3 Sharon Keith To: citizeninput Subject: FW: Fireworks From: G. E. (Bend, OR) <ge bend@yahoo.com> Sent: Thursday, April 1, 20217:21 PM To: Whitney Hale <Whitney:Halec deschutes.org>; Info <Info@deschutes.org> Subject: Fireworks [EXTERNAL EMAIL] I have no idea who to contact regarding this dangerous issue. In my opinion, and many of my friends, "Fireworks" in Deschutes County has no place. Please consider "banning all recreational fireworks. I/we understand and appreciate the Pilot Butte Fireworks show, but recreational fireworks? There is absolutely no need. Fires are started, people are injured, kids are at risk, property is damaged, pets are traumatized. And, police and fire departments are put to unnecessary uses when they could be doing much more important functions. Neighbors are put in very compromised positions. The easy answer and solution, "ban recreational fireworks in Deschutes County. Thank you. (If this e-mail is addressed to the incorrect department, please forward to the correct/appropriate department. Respectfully, Gay Estes Bend, OR Sent from Yahoo Mail on Android -CES 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 7, 2021 DATE: April 1, 2021 FROM: Kristie Bollinger, Property Management, 541-385-1414 TITLE OF AGENDA ITEM: PRESENTATION: Project Update by Bend Heroes Foundation for the Veterans Village RECOMMENDATION & ACTION REQUESTED: Presentation only BACKGROUND AND POLICY IMPLICATIONS: On March 17, 2021, the Board of County Commissioners executed the final Memorandum of Understanding and Ground Lease, which memorializes the responsibilities and obligations between the County, Bend Heroes Foundation and Central Oregon Veteran's Outreach for the project development and ongoing operation of Veterans Village. Erik Tobiason with Bend Heroes Foundation will be presenting a project update. FISCAL IMPLICATIONS: County's contribution of $150,000 to Bend Heroes Foundation funded by CARES Act; $100,000/annual contribution to Central Oregon Veteran's Outreach for ongoing operations. RECOMMENDATION & ACTION REQUESTED: Presentation only. ATTENDANCE: Kristie Bollinger, Property Manager; Erik Tobiason, Bend Heroes Foundation will be presenting. Architectural Design courtesy Neal Huston & Associates Architects V , (D= CD C D. r-t- D 0 00 N 0 . . . • o n O) 5• rt(ata 0 0 0 fn 0 an r 0 0 33 r)00 - r - n c CD rr ti l 1 C by it 1- *. .4 :1 01 0l. is ©Is EMI ■ fJ Z uIx r ti C7 O 3 3 C Q CD orq 0 oo N N 0 wooa asodandijnw . • (11 0 cn wooalsali . • • • • On- 0� n m ▪ m = O �� 3 w ::,‘ a) ro 3 oll cu m D r+ r.f. 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CD-P.r0 o @ c o_ O fg mn rD 0- O. : O = c rD VI O LD 0Q n n CD 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 7, 2021 DATE: April 1, 2021 FROM: Whitney Hale, Administrative Services, 541-330-4640 TITLE OF AGENDA ITEM: FY 2022 Video Lottery Fund Allocations RECOMMENDATION & ACTION REQUESTED: Develop expenditure plan for Video Lottery Fund (165) for Fiscal Year 2022. BACKGROUND AND POLICY IMPLICATIONS: Each year, commissioners review anticipated revenue from the County's portion of video lottery proceeds for the upcoming fiscal year and develop an expenditure plan that has historically included funding for economic development activities, various projects, support for other organizations, and grant programs. Staff will provide background information and will guide the Board through a work sheet to develop an expenditure plan for the County's video Lottery Fund (165) for FY 2022. Attached are supporting documents intended to assist with this process. FISCAL IMPLICATIONS: Planned expenditures will be included in the FY 2022 budget. ATTENDANCE: Whitney Hale, Administrative Services Deschutes County 1 FY 2022 Video Lottery Fund Allocation Exercise S 2022 ALLOCATIONS NOTES Assumes no collections in FY21 Q3 and 50% in Q4. FY22 collections assumed at 50% in Q1 and 100% in Qs2-4 Personnel expenses not charged to Video Lottery Fund. In FY2021 - EDCO's request of $264,000 was paid from TRT ' Reserves. Based on current fund balance and expected projects, EDCO expects recapitalization of the fund to be in the range of $90,000 to $110,000. There was not a transfer to Fund 050 in FY 2021. Sunriver Chambers FY21 ask of $40,000 was funded with TRT ' 5310 Local Match Requirement will be funded with STIF revenue in FY 22 and FY 23 No increase requested. No increase requested. No increase requested. $4,000 increase requested due to increased demand for services. No increase requested. $10,000 increase requested to support growing demand for services $10,000 increase requested to support Meal Program $5,000 increase requested No increase requested. No increase requested. No increase requested. No increase requested. No increase requested. *Reflect additional $1,000 added to Comm. Chang balance Optional to allow for unexpected revenue variations. Contingency was estimated at 8.3% of requirements. Mirror what everyone else does. 0 0 0 o N o N rn CO m n $130,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 000'OO I.$ $ 103,000 0 0 0 0 0 0 $9,000 0 0 0 0 0 0 0 0 0 0 0 0 000'0E$ 0 0 0 0 0 0 $ 80,000.00 $ 80,000 $ 957,173 $ 868,179 t REQUESTS 0 o I i. v r- nisi 0 .ri 0 ui.ri.ri0 0 0 0 0 0o 0 0 va 0 0 n'i 0 o 0 06. 0 rS O o 0 00 0 0 ui CD. 0 0 0 00N 0 0 V 00 O 0 01 W K 4 M 64 r M M fA �t IA <- .- OP m t0 64 ID W V rM L9 M fR M 64 '7 W r W N {H M V+ N fA N 44 re) VI 44 0 V. 44 64 {R N !R 4A 44 tR to N O $ (2,500) $ (20,000)1 0 0 0 $ (40,000) 0 0 $ (5,000) $ (30,000) O $ (30,000) O O $ (30,000) $ (30,000) $ (20,000) O $ (288,000)1 O $ (15,000)] $ (20,000) O O $ (80,000)1 $ (504,500) O 0 O 0 O 0 Ill O co O 0 O 0 O 0 O 0 O 0 O 0 O 0 0 M 0 Ili 0 CO Ili 0 0 0 0 1p O ... ... v .4. .. .- ... ..... .N.. W PROGRAM ALL( y{ to {A 44 to 44 +A V+ N fR 4, Vi 4, Vi 44 4, 64 fA +A 84 N fA Estimated Beginning Net Working Capital 1 State Video Lottery Revenue Interest Internal Services 1 EDCO Regional Capacity / Operational Support Local Capacity: Bend Local Capacity: Sunriver/La Pine Local Capacity: Redmond Local Capacity: Sisters Venture Catalyst Program Economic Development Loans (Transfer to Fund 050) Sunriver Chamber of Commerce Shop -with -a -Cop Program Public Transit: Rural Services Fuels Reduction Grant Program One time project fund: BendNEXT Childcare One time project fund: CO Center for the Arts Central Oregon Council on Aging (COCOA) - Meals on Wheels and Congregate Dining MountainStar Family Relief Nursery - Therapuetic Early Childhood Classroom and Safety Net Projects J-Bar-J / Cascade Youth and Family Services Redmond Senior Center - Meals on Wheels & Congregate Meals Project KIDS Center - Child Abuse Medical Evaluation Project Latino Community Association - Healthy Families & Family Empowerment Programs Bethlehem Inn Family Access Network (FAN) - Juniper Elementary FAN Advocate Project Saving Grace- Mary's Place Supervised Visitation & Safe Exchange Center Central Oregon Veterans' Outreach (COVO) - Homeless Outreach Coordinator Court Appointed Special Advocates (CASA) Healthy Beginnings - Preschool Developmental Screening Upper Deschutes Watershed Council Discretionary Grants Fundraising Grants Arts and Culture Grants United Way of Central Oregon: Emergency Food, Clothing and Shelter Grants Contingency CATEGORY 'RESOURCES it 'TOTAL RESOURCES REQUIREMENTS Administration 'Sub -Total (Economic Development 'Sub -Total Other Economic Development Sub -Total 'Project Support 'Sub -Total 'Service Partners (Sub -Total 'Grant Programs f0 'Community Grant Program IO 'TOTAL REQUIREMENTS 'REMAINING BALANCE O O N F .O A N 7 IA Deschutes County Video Lottery Fund (165) Allocation Descriptions RESOURCES Beginning Balance: Anticipated amount left unspent at the end of FY 2021 and carried over into FY 2022. Includes higher than expected video lottery proceeds received and interest earned as well as an estimate of unspent funds from FY 2021. State Video Lottery Revenue: Estimated revenue from video lottery proceeds Interest Revenue: Earnings received on pooled investments REQUIREMENTS Administration: 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. 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. Economic Development Loans - Amount established by the Board of Commissioners to recapitalize the Economic Development Loan program if needed. Sunriver Chamber of Commerce - Funding to support the Sunriver Chamber of Commerce 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 Sheriff's Office. Fuels Reduction Grant - The County Forester operates a fuels reduction grant program. Communities apply for funding and applications are scored using criteria that considers a 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. 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 2022 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. Arts & Culture Grant Program - Funding for a County competitive grant program to support programs that bring arts and culture events and education to residents of Deschutes County. Community Grant Program: United Way of Deschutes County 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. Contingency: Amount determined by the Board of Commissioners to be held in reserve to mitigate unforeseen reductions in video lottery revenue throughout the year. Currently, contingency was estimated at 10% of anticipated revenue. 2 Deschutes County FY 2022 Video Lottery Fund Allocation Exercise NOTES N NNy CL I N V � as •c c 0 0 ufi o ,c, ,- c -o m c M `6 ca N C_ C O ._ Ll1 vi C N O -0 u a) v E o , u N o to c to In C 01 0 Eu 7 0J vi Q 0 Personnel expenses not charged to Video Lottery Fund. In FY2021 - EDCO's request of $264,000 was paid from TRT Reserves. Based on current fund balance and expected projects, EDCO expects recapitalization of the fund to be in the range of $90,000 to $110,000. There was not a transfer to Fund 050 in FY 2021. Sunriver Chamber's FY21 funding request for $40,000 was funded with TRT. 5310 Local Match Requirement will be funded with STIF revenue in FY 22 and FY 23 m 0 n 0 m M 0 100'S L$ O O O O 0 0 0 0 0 0 0 lfl 00 0 0 al 1, t0 tD N .- n a- 0 0 0 0 0 0 O 0 0 O 0 0 0 0 0 0 0 0 0 0 0 O 0 O 00 O t!1 et CY1 M O t!1 t!1 lA O d O •:Y ,et' f''1 O M to ul 41. N ,- M m M V' .- 0o t0 tor w 0 0 2022 REQI l0 W O b4 f� co IA.tR b4 tR !, M dt M - k 000'0 L $ 1 I $5,000 O 0 11111 0 N 44 ACC PROGRAM Estimated Beginning Net Working Capital State Video Lottery Revenue Interest Internal Services 1 EDCO Regional Capacity / Operational Support Local Capacity: Bend Local Capacity: Sunriver/La Pine Local Capacity: Redmond (REDI) Local Capacity: Sisters Venture Catalyst Program Economic Development Loans (Transfer to Fund 050) Sunriver Chamber of Commerce Shop -with -a -Cop Program Public Transit: Rural Services Fuels Reduction Grant Program One time project fund: BendNEXT Childcare 'One time project fund: CO Center for the Arts CATEGORY 'RESOURCES TOTAL RESOURCES 1 'REQUIREMENTS (Administration 44 Economic Development Sub -Total Other Economic Development Sub -Total Project Support Sub -Total 0 17 .o 7 to No increase requested. No increase requested. No increase requested. $4,000 increase requested due to increased demand for services. No increase requested. $10,000 increase requested to support growing demand for services. $10,000 increase requested to support Meal Program $5,000 increase requested. No increase requested. No increase requested. No increase requested. No increase requested. No increase requested. Optional to allow for unexpected revenue variations. Contingency was estimated at 10% of anticipated revenue. o o 0 O tR 0 o 0 00 44 0 0 0 t!1 AR $9,000 $30,0001 0 0 0 O m tR 0 o 0 O' d' 44 0 O 0 lfl W 0 o 0 O N tR $30,000 0 0 o O M b4 0 0 0 O N b4 0 0 0 O N 4 0 0 0 I. r M 0 0 0 O 0 CD 00 W 0 0 0 0 00 N L 5957,173 o 0 0 U1 CD 44 n°� N AD N O o O O [r i t 0 O O 00 44 0 O 0 to Nt O 0 O tf) b4 O 0 0 O M W 0 0 0 0 N 44 0 0 O 0 M Mt O 0 0 O 44 0 0 0 O N Ht O O O 0 CO b4 O 0 O 0 M 44 0 O O 0 N b4 O O O 0 N 44 0 0 O 00 00 4.4 N 0 0 O O l0 64 0 0 O t!1 <- 64 0 0 O O N 44 0 0 O Y1 at k O 0 0 O 00 AR 0 0 O o 00 4? Central Oregon Council on Aging (COCOA) - Meals on Wheels and Congregate Dining MountainStar Family Relief Nursery - Therapeuti Early Childhood Classroom and Safety Net Projects J-Bar J / Cascade Youth and Family Services Redmond Senior Center - Meals on Wheels & Congregate Meals Project KIDS Center - Child Abuse Medical Evaluation Project Latino Community Association - Healthy Families & Family Empowerment Programs Bethlehem Inn Family Access Network (FAN) - Juniper Elementary FAN Advocate Project Saving Grace- Marys Place Supervised Visitation & Safe Exchange Center Central Oregon Veterans' Outreach (COVO) - Homeless Outreach Coordinator Court Appointed Special Advocates (CASA) Healthy Beginnings - Preschool Developmental Screening Upper Deschutes Watershed Council Discretionary Grants Fundraising Grants Arts and Culture Grants United Way of Central Oregon: Emergency Food, Clothing and Shelter Grants C C Ol C C 0 U Service Partners o IT .0 IA Grant Programs jSub-Total Community Grant Program Sub -Total TOTAL REQUIREMENTS (REMAINING BALANCE VIES LTTE Y ALL S CATIO EXE"CISE Economic Development Requests for Funding: E C Sunriver Cha ber of Commerce MOVE START GROW Deschutes County Economic Development Investment Initiative March 18, 2021 2021-22 Fiscal Year Executive Summary With Deschutes County's financial support, EDCO's has been able to weather substantial revenue losses in the current fiscal year (FY20-21). Pre-COVID-19, events were generating approximately 25% of gross income for the organization. We have seen both gross and net income decline in the past year by as much as 60% for our largest events. Additionally, membership attrition, as forecasted has been up given the tumultuous and uncertain year. Not only has funding from Deschutes County helped sustain our operations at full staffing to help do our part to minimize impacts and prepare for a robust recovery, the County has played and is playing a leading role in COVID assistance to impacted businesses and individuals in a variety of ways from virus testing, vaccinations, deploying federal relief funding and general coordination of resources and people with other jurisdictions. EDCO is one among many organizations that is so appreciative of the leadership of Deschutes County over the past 12 months. Despite all the economic damage wrought in the last year, we expect 2021 and 2022 to be solid economic recovery years for the tri-county region. Working with our partner organizations and municipalities, EDCO is hopeful to capitalize on this rebound by working diligently behind the scenes to strengthen and diversify our economy. It may seem paradoxical, but EDCO had its best year ever in 2020 in terms of completed projects — 49 companies moved, started or grew their operations and employment in the region with the organization's help. A record for completed projects was achieved on a quarterly basis (Q4, 2020) as well. Those projects brought hundreds of well -paying new jobs to Deschutes County and the region and hundreds of millions of dollars in new, taxable investments at a time when we most needed them. For decades, Deschutes County has been a key partner in the work of economic development both through its own operations and through contracting with EDCO for business development services and efforts to improve the local business climate. We believe there are three primary reasons driving this ongoing investment by and partnership with Deschutes County from lottery funding allocated for economic development: • As a private non-profit, our personnel and benefit overhead costs are lower than the County; • EDCO leverages private sector funding to stretch limited public dollars further; and • the organization has a proven track record of success, efficiency and effectiveness in fostering job growth, industry diversification and the key elements that pave the way for both. The following proposal is a revised and updated document that closely mirrors the program funded in the current fiscal year by Deschutes County. The matrix and supporting narrative below represent a one-year investment for comprehensive economic development services within Deschutes County, including the operation of programs and offices in all incorporated cities within the County's political borders. 6 Program or Deschutes Deschutes Other Community County County Public FY2020-21 Funding for Funding Investment FY 2021-22 (proposed) (current) (proposed) LOCAL ECONOMIC DEVELOPMENT CAPACITY Private Sector Members & Other Earned Revenue (proposed) Total FY2021-22 Program Budget (inside Deschutes County borders) Sunriver-La Pine $35,000 $35,000 $35,000 $18,000 $88,000 Sisters Country $35,000 $35,000 $50,000 $9,000 $95,000 Redmond (REDI) $15,000 $15,000 $124,000 $97,550 $236,550 Bend $15,000 $15,000 $111,000 $75,000 $201,000 SUPPORTING ENTREPRENEURSHIP & EARLY STAGE COMPANIES Venture Catalyst Program $35,000 $40,000* $252,760* $150,000 $462,760 REGIONAL ECONOMIC DEVELOPMENT CAPACITY EDCO Regional Office $129,000 $130,000 $54,500 $668,500 $853,000 TOTAL: $264,000 $270,000 $609, 760 $1,019,050 $1,936,310 * an additional $5,000 request to the City of Bend for the Venture Catalyst Program has also been made for each of the next two fiscal years Funding from Deschutes County leverages more than $6 of outside funding for every $1 spent by the county in the form of private memberships, local and federal government contributions and earned revenue (primarily events) to do economic development within its borders. In this way, public dollars are combined to achieve better results and measurably improve the local, county and regional economy. We believe this partnership has been key to the consistently high rankings in the U.S. for economic performance and job creation from The Milken Institute including #1 rankings for small metros four out of the past five years, consistently high ranking with Forbes, Entrepreneur, and Heartland Forward's Most Dynamic Metropolitans as standout places where Entrepreneur jobs are being created and sustained. MILKEN INSTITUTE 1HEARRWATLAND FORD Forbes This year there are no substantive changes for FY21-222 over FY20-21. We continue to work toward sustainability of the Venture Catalyst program, which in recent years has been underwritten by EDCO net income from events including PubTalk and the Bend Venture Conference (BVC). Revenues from events was particularly hard hit in FY20-21 with BVC net income down nearly 60% over the previous year. EDCO Venture Catalyst Brian Vierra was resourceful as ever - securing technical assistance grant funding from Business Oregon (pass through of federal stimulus spending) to help offset a portion of these losses. Still, we expect some lasting impacts to event revenues so have included an additional $5,000 this coming fiscal year from Deschutes County and the same amount from the City of Bend over the coming biennial period. That request is still working its way through the budgeting process. The only other increase ($1,000) is requested for the regional capacity, which helps support all five offices/programs, including four in Deschutes County. Operational costs are certainly not static (i.e. we had to absorb a more than 20% increase in our health insurance premiums in January 2020), but we are doing our best to hold the line overall given the times and recent severe disruptions to video lottery proceeds that underwrite this request. Strong Local Economic Development Capacity The local -regional model forged by EDCO in Central Oregon over the past 16 years is relatively unique in the Western U.S. and we believe it is a critical contributor to why this region is economically outperforming near all others in the nation. The combination of a strong regional organization with equally capable economic development professional capacity at the local level is producing results —jobs, GDP, wages, taxable investments and critical mass in key industries. EDCO contracts with local governments or organizations to deliver comprehensive local economic development programs that are financially underwritten by the communities and Deschutes County. Local directors are assisted by economic development advisory boards comprised of business, government and non-profit leaders in the community. In Sunriver-La Pine, that group is the SLED (Sunriver-La Pine Economic Development) Advisory Board, an active, currently 11-member volunteer group comprised of city, county (currently represented by Commissioner Tony DeBone) and local business leaders that meets monthly. In Sisters, an 11-member Sisters Country Economic Development Advisory Board with a similar structure (the county is currently represented by Commissioner Patti Adair) also has monthly meetings. Bend's efforts are overseen by an official advisory board of the City Council called BEDAB (Bend Economic Development Advisory Board) that EDCO launched nearly a dozen years ago. BEDAB currently has 10 members and 6 ex- officio members, including the local director. Meanwhile, Redmond efforts are monitored by the REDI (Redmond Economic Development, Inc.) Board of Directors (currently 23 members), a separate non-profit organization that contracts with EDCO, that was established in 1988. These local programs, with help from the regional team, are producing results in the form of completed business development projects, new capital investment for the property tax base, and new, well -paying jobs. Supporting Entrepreneurship & Early Stage Companies Fostering entrepreneurship is an important component of the region's economic development strategy. Deschutes County funding has been critical to allowing time to develop resources necessary to support the promising young companies, which has grown to be a critical business development function within EDCO. The two critical components for establishing Deschutes County as a premier place to start and grow new companies are: 1) a robust mentoring network and 2) access to equity/growth capital. Continued development of these key infrastructure assets will not happen without focused and sustained effort. EDCO's funding priorities for the coming fiscal year are to continue support for important work happening under the Venture Catalyst program. Overseeing this effort is our Venture Catalyst, Brian Vierra, whose leadership continues to set the bar high for both the quality and variety of assets available to young companies and entrepreneurs. On average, Brian meets with and coaches over 200 startups annually and now has a portfolio of 92 promising, scalable young companies with which he works regularly. That portfolio is slightly smaller than before COVID, but still remarkably strong given the great uncertainty of the past year. 8 0,00,1 i Revenue Generated: $37,462,500 Capital Raised: $17,288,290 Jobs Created: 80 New Payroll Added: $3,484,800 Angel Investors Engaged: 47 Startup Companies Assisted: 352 Events for Entrepreneurs Conducted or Supported: 48 Mentors Engaged: 355 In addition to this work, the Venture Catalyst is responsible for the planning and execution of the PubTalk series of events (8-9 annually) and the Bend Venture Conference (BVC), an angel capital conference that connects entrepreneurs looking for equity investors. BVC already is among the largest (and bestl) angel conferences in the U.S., with nearly $13 million in equity capital being deployed to dozens of scalable startups over the past 7 years alone. 2021 will be its 18th consecutive year for the event. Regional Economic Development Capacity Without a strong regional organization at the Bend office, local offices would enjoy little support for their efforts to measurably improve the economy in their respective areas. The regional office provides support in the areas of media relations and PR, marketing, event production, professional mentoring, professional recruitment, incentive administration, website presence, lead generation, and IT services, financial management, and audit services. The request to slightly increase this component is an attempt to keep up with rising costs associated with this work. Additional funding from new memberships will be combined with Deschutes County funding to ensure that the regional effort and team has the capacity and expertise to add value to local offices. 9 EDCO's Strategic Plan Historically, the basis of Deschutes County's investment in outsourced economic development services with EDCO has been the organization's periodic three-year strategic plans. The current plan is due for an update by the middle of the coming fiscal year to cover the 2022-24 period. The current 2019-21 plan outlines three primary goals, 11 objectives and 39 detailed actions to achieve those goals. An unabridged copy of this plan has been attached for your review, however a one -page summary can be found on page 14. The organization and its leadership (staff and board) are committed to achieving results in that all goals have numerical targets for the three-year horizon and specific efforts needed to achieve those deliverables. Both effort and results are tracked quarterly and reported to the EDCO Board of Directors. Summary The 2020-21 fiscal year budget request to Deschutes County includes a 2.2% increase ($6,000) consisting of: • $5,000 increase for the Venture Catalyst program to match what we hope will be increased by the City of Bend to support ongoing work to support and foster entrepreneurship in the midst of an expected temporary decline in internal EDCO revenue that has historically underwritten the effort. • $1,000 increase for regional operations to help marginally cover increased costs. EDCO's board and staff applaud the Commission and the Deschutes County management team for your vision to sustain support for economic development services, particularly in the uncertain times which we have encountered over the past year. We believe this proposal, which follows closely last year's proposal, represents a well -planned and cost-effective strategy that is broadly supported by the communities within Deschutes County and leverages greater investment in economic development at the local level — both private and public. 10 W }f > o 0 t/1 C.9 2019-21 EDCO Strategic Plan About the Plan (o bA CO >. ;A13 0)L a) -0 c.c.i' u I) ..C.,... u 3 a) CL 4-4 3 C O 4,0) N 4.., .0 a) E E E E a 4-- N 0mu ao .0, �c +, +''0 N S .N 4-, U L 0 N C t C = �m., Y 0O O i `a 0 0 v' • '^ 4- 0 0 v' E 'O > 0 0 vYi w OD a) 0) as E c N a"' 'O vi c .L•+ alC a) 13 („) 4-- o L Y a. 4, (n (a a) L L a) E v0, V V Q > 4_, N N C a) 0 0 0 fa O O L E Oin _O O N c0 IA "O C > Y C ' 0)) L C C a) a-,-, _ N O >. V u C N a) c t0 p h Y a) ( E .0 .c a) L O L X 00 ~ y 4'O C C +V) O) c ..0 C C OO "O (0 a) u L O a) '• � ' 0 c '^ -o E .0 +' N L 0 4' L o 0 Y O o a) u Q Y CU > Q v O L N C Y C 4-, .E .L-+ L. 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'O E O O 2 cu 2 o a) 76 _ C -0 �..i L L .0 u_) a) .a, cs 0 y a) L C C p CO C Lu C C 'O y' C` -. o X o f>( o ++ L a) .O c6 ; , L 03 C. a, E -a a) a) E E C 0 C > - a) f° to u . a) ,F (° 15 f° L O. 1n C >; c a c � E E �aa �, n) ro ° 0 '('° ° c ° in a, E "O -° .0 .0 4"' I t 0 u n O U O 4. C '-4 C (° u (° N L (0 +� N L a) �- .0 7a) u O L N E c >, ° j� N o rho ° bp X > c O L O t aJ E a E ate) - =F, v O. O O> O lj L -C >. a) a) C 4_, � v F, co 2 °D f° +to+ fl. 0v p0 fl I O ° aJ° La) 4_ L L 0) = }, tF .0. L.."0 (° :1Q >` .° rV EDCO staff horsing around at the 2018 Bend Venture Conference c EDCO's Results in Past Planning Periods 00 O c U Y C)0 W v03 > 0 4- L C C O L (0 > o. .c to 0 ((00 0 L UI -0 Y c Lo (o � E E N 0 E A v E O c 0 (3) 0 a) 0 Y 0 u " (0 (o O. - E ns c (c0 3 +, 0 a) (0 E 0 0) ? c (0 C O c c o ucu }, � L -0 a) us 0) (12,.. (o 0°n N > c t u - (00 T 0 L 0) � u Vl u 4-' a) C .0 v) (0 ( 00 0. C a, -O .O (0 0 L C c (0 " 40 0) O y) o c 0. L a, u -c (0 N (o 0 00 c 03 CU c O. (0 u c yl (0 a) 'O 0) C 0 3 0 C a) E 0. 0 G) > 0) 'O 1 a, c 0 LL 0) a) a) c a) 00 C 0 E (0 u 0, ..c > 0 C 0 u O, 4, c 3 0 .L 0) .c c 0 C =c c 3 N These metrics are factored into the N 0) L N 3 0 0) -0 0) .0 (0 a) s N (0 N E c a) 0) .0 0 C c 0) H c 0 u 0, N (o 0 110 a, E 0 E 0) 0) .0 vl 0) 00 (0 v 0) D a) a) u x a, 0 ar 00 0) L C CO 0. 4--) N e-41 ) 0 N 0) t 4- 4-4 0 00 3 0) v c (0 t 0) 0 0 .N '5 `) 0) > C a) .c 0) 0. E 0 u 0 a) 0 (0 L 0 a, E O u 0 W C 3 c a) E 0. E 0, O U 0) ti 0 0) (0 as 0, L a) L C co v c +, V) v u (0 O. c 0 (o 0) 00 ns 0) 0 0 0) vi (0 O 00 c a) c 0 C 0) .O v 0. E (0 x a) 0 c a, E 0. E a) OD c 1 0 4- 3 C (0 C}' e-1 O 00 (0 0. 0) 0) C a, (0 c 0 C Y L c 0 v +, E = u _O w- 0. 4-,O v E v -a 0) _ (0 -o (0 O c - cu 00. _ O 00 L (6 C a) _cc >- c o -0 (o a v E E CO a c 0) O -O ut N CD }, 0Oof . ri O " O (00 L O aL- C CU 00 o CD ••c c l07 O N F CO vi c L C (0 -O O O O H 3 ca. ( c (n is a) woo 0 C 0 0) > N a) t V) a) E 00 (0 0) c 0 0) a) 4- 0. 0) t +, a, 0 O 00 (0 v c 3 v .0 (73 C 0 0 0. 0 0 tJ1 0 C LA a vl (� x .c a) +, c c a) c a, a) u v Q. c 3 N L 1- c 0 E 0 a) .c E ri r-1 > 0 0 C (0 C 3 U 0) 3 .0 u a) 0 > (0 t N a0 (0 0 0 0) c 0 c (0 C 0 (o 3 c 0) (0 O O ctl 0) 0 c (11 0) v E E (0 .o_1) N 3 5. C a) CD 00 C 0) 0. 0 O 4r 0 •0 L O l" ( as s >. c a) 3 u of 0, O 0. E a) L 0 U 0, vl a) 3 0 00 0 (0 0) 0 0 c 00 c a, u C a) 0) .Q 0) (0 t 0 0 U a) N "O 0) (0 a 0) 0) > 0) 0) 0 (0 a) c 0 (0 a) 3 0 u a) a, i 0) accelerated timeline. (0 E 0 L O (0 0) O L a E c 0 0) cc .'6 c a) m 0) t s 0 O. N 1p 0) Ol 0) v 0. (0 u a) LO E 0 0 0 ut 0) .c (0 0. E 0 N U 0) 0 0. 0) (0 E N C t (0 3 0 00 O C 0) 0, 0 (0 0 a, u a) 0. x a, v) C v Y (0 s 1- vi c 0 0) 0. 0 0) V) C a, c • (0 N a) 0 c (0 a, C 0) c ai 3 c c O Trend Data for Business Development Deals L 0) 0 V) h 0) c a) E a O a) 0) C 0 U w ro (0 Y CO 00 O 4 v t •h 0) c 0 E C 0) 0) t c a) L 0 a) U a 0) v U m 0) > O a a O 0) L 0) > L() N 13 0 al a 00 C 0 (6 O (6 0 'C E O a) 00 c r6 co .c O 0) a E O vi L a) a O to L (o a) > (0 O d0 N c in CU a c a) (0 te-+ '63 > a, 0 +s-, 3 ° a N O 0 O a) 0) r.4 — .Q 0 'O vi C >; E -o of 0) 0) in v aL) ~ CO .O C L -O ❑- O v c -o v >. o C p O `O (° 0) 3 v- M - 4 O o a) L Q X _o C a) �a E C 0 C C a-+ 73 a) E C L O u a, ..c - a) c N VI L a) 25 (o O +`, (6 0 +' 00 00 a) C a).0 E'� >- .o c L as u _aa) c 0) t a) •to E M ('a N O O -c (n C N O CO o N +, u u C V C H L o 0o a) N L 2 a U e bottom chart. > (0 (00 ° a) (0 C u 0 .0 O O. (6 V) 0) (0 a) a) L 4-, a) u CD 03 added to EDCO's metrics in 2010. c a) > a) (0 -c 0) c 0 0) 00 (o N a) -c 4 O a) 0 a) (0 E a) .0 N al a) U as a) -c -o (6 E a) a) a) a) v- -c a) 00 al .c (0 a E O u a0 c O > a) a) t a) U c 0 a) c O 0 (0 (0 a) v O U 0) U a) O 0. (o Cr) (6 CO 0 0 C 00 c 0) a) a) a) U -c a) as a a) 0) E -. 0) C (0 0) U O 0 a) 000 (0 a) E 0 t 3 c a) a) a) E c 0) 00 (6 0 .00 L) 0) L c c O 5 O a) E 0 U (0 a) a) 76 E (6 0) a) 00 00 c 0) 0) 0) (6 -a c O U 0) C 0) a) U a) 0 u_ (0 E (6 0 a) t tab C 7 4L C 0 u a) (Lo L O 119 a) N u a) 0 a 0) 0 E >- 0 v_ (6 a 0 73 O 0 a) (0 C O 00 a) L O Lu (o a) 0 (0 a (0 H C (6 a) 0 0 0 0) (0 U co U m 00 C .N 0 O 00 c U 0) V) 0) .O U -c (0 a) a) O. a) L 00 c u (6 a .E a) 0 H a) (Lo C 0) E 0 o. E a) E no a) 0) -c 00 c -c c a) O a) 0) > (o -c N a) > 0 a E a) U a) t 73 .0 a) > m ab C O -c U ns t6 O (o a) 3 73 v a, C > v t CO t i a, a) Other Noteworthy Milestones During the 2016-18 Planning Period aw 4.0 W 0 (0 *' 0 0 0 �= CO C C 13 C C Q) (0 N "5 t C1A }' v O cw ,n -l0 C 10 N Y 112 E c (0 CO L N t ,4-0 O t° a 0 Y i 0 L N N O H i.) N 0 C c N a o k t E VI 0 O N v CC CU O. > O ++ 0 CO -0C C 0 o U C V) o L O u °) c � ..0 4- +'' 0 C -0 O a) C c a>_) 0 CDi 4.' U (ro moo lig . • • ex (Bend -Redmond MSA) 4-1 E is passenger growth of any airport in the cn 0 E N L 4-0 rrs 0 N O 0. L a) (0 c 0 U 0 t I— • Western U.S. lD r-I 0 N 0 �W/ 0 CO 0) CC N Y U a X -O w 41 G) L L Q% (0 4 CD -0 CS) O en C1. CU ao 4-3 G) L 0) - 10f9 0 4-0 C c 0 I]0 4-0 c) a)00 O (0 m .0 a-+ N � L (0 47- -D a) c 0 to w w 3 °) IY 4-) -o `3 0) ocu I- • • • the U.S. in 2018 (8.1% - 2017 data) c c C L (0 4) 0) 0) L 4-3 N 0) 4-0 L CU t c 3 O L O CU en c 0) v L Q) 0. 0 r-I 0. O H • ( E E O .- 0 (.0 0 (0 C Q O L CIO E (0 L 0 0 ew N v 0 0 m 0 N CU co in 0 0 Iv a) c 0 U) t 4-0 GROSS DOMESTIC PRODUCT GROWTH 4 N x y P h V N M m N 4 0 d09ulabunp1ua3iad Central Oregon reaches record low unemployment rates • • • • • E 0) N ..Co c O 0 f0 0 LI- c0) •CU-CO (0 — L O C i O u t L p t, O C Lid' 0- C Q. L (0 O 0 Q) 4- TS (�13 .0 0 gQJ " C E IZ O 0) = = a) E ..c bO > C C p (0 I.n -O i W :I-U r-1 NJ 3 >.• c o a� 0) `*- C Ili .0 0 o N a E m E o cn in 0c 0 r'I VI a) 4-' CO 00 c E c E (cu (00 _a 2 a.4_ 4_ E 0) N o O 0 O L N L U C 0 O "0 N 0 (0 U c > vco L a L) in c (0 -C 4-1a) N U +-' Li) �0 w �O ((0 ii m C L. CU • • • • .2 c a, N -C V) C C cLi u_ a) -c O -cE a) +w a, C 3 0 N L a) m o ° E o C U M it 0) (0 •C - .E 4- � V a) 0 a) O 4- `O a) O L a) .13 C (0 > C v .n v t .0o Y E co o v m . -a u y c v co E m a) 0, '- E a) a Sifa CUEL) < a'�.. O O n0 uf0 0) a) a) _c•a) `m .Q a) (uo 3 76 C O -O a) a) Y L ' 4-ra CL (0 E n + O C "Da) 0L a Ct ++ a O a) (n }�, s 0 ca v E a, C a-+ O N 1 aH 4- 3 -c'O v c a) V1 (0 9- (0 U (0 U co) L 0) c — • 8a) ra ON 7 s N a) ° ra _O `o c S' v a`) u- a .c (o V) (0 0. Is EDCO Moving the Needle? TABLE 2 Components of the Best -Performing Cities index a) 10-13 t M M CI" C`') CO'_ �C 0) 'y C a) Q O O d O O o O o (L0 O (o p,p v C al '32 C I- Job growth (1=2012) O 0 Wage and salary growth (1=2011) Wage and salary growth (1=2015) High-tech GDP growth (1=2012) High-tech GDP growth (1=2016) High-tech GDP location quotient (2017) Number of high-tech industries with GDP LQ>1 (2017) a) 0 a. *)÷.. C v t C • O in a) 0. +� C C O Y `7 C h0 00 0 C .1 m v o in aJ 1 L1 C 0) 0) 0 O = E (6 cc - a) JOB GROWTH (2012-1 JOB GROWTH i2016 Z • = i I 1•= Fo ('. coy:m on•rr-•• 0 C 0 (0 O_ E 0 U U (0 0) 00 c 00 C (0 L v 0) U c CO 0) U U t O. U (0 x U 0 C U t O N u c U E 0 c 0 cu U U Y a-+ O .Q (0 a) a) t L O O O_ N 0- 0 U C ate+ E E E 0 U (o U Y (0 U 0 0) > U > c O 2 "a 0 -c 0 0 a 0 U "a v Q .E c (0 Y 1 (o U U 0 v 0) N C 0 U % 3 x U u CO 0) L 'O +' (0 ++ C 00 N c c C (0 � L 6 r-1 E p. O H o 0) _0 c O L U U 4- N O O O Y CO CO CU E L CI) a`) C E0 4- 0) U O t0 e-I O N 0 0) CI. U L c N 2 0 E U c U U O a) U O. a (0 -C CO CO t 00 r-I U OD tO c L 0 O0 0 (L0 a) a t 0 O d0 C Y (0 a-1 4t c CO O' N (o Y c6 E 0) CC 0 0. 0- 0 U v 0 a) O. 0) t 0) U t O 00 00 0 E (0 J. (o U t c c (0 s- O 0. f'' _c w= (o '3 4-' C CO (13 0) co a (0 U E v v SI .5 O c O L = 00 a U L U ++ U a U N > += rn ei O N a) L .a 0 N 0 N 0 U •E 0 0 u 0) 0 c U 0 0. E 0 U U 0 • 111 L 00 c U L a) 0) O U c c O u U 00 0) a) c N a) 0 O n U (L0 0) 0) L U c a.+ c U Yc a) H L 0 4- 0 c 0) c 0 a E 0 U (0 u N U L 0 O 0 -c 00 .N c c 0 U c 0) U CO n 0L) 0 4- 0 U 0 r 0 (0 .o E 0 0 U U v C (o (0 E U .0 -C O 0 c O .0 OD Y c (0 L c 0) N N c 0 U (0 t 00 C U 0 U 0 W Fargo, ND-MM Bend -Redmond, OR Bend -Redmond, OR Bend -Redmond, OR U U O. O C 0) 0 CO (0 0L) t O s 00 0 (0 a) U U 00 a) c Bismarck, ND College Station -Bryan, TX St. George, UT St. George, UT N CU C E E 0 U is O (0 Q as co 00 c N a E O u San Rafael, CA Gainesville, GA Gainesville, GA Janesville -Beloit, WI St. George, UT San Rafael, CA Elkhart -Goshen, IN X I- 0 -a 0 1- 0 J Wenatchee, WA Coeur d' Alene, ID 0) O E 0) 0 0) L .3 a) L O 0) t E 4- i U 0) The Villages, FL Auburn -Opelika, AL Elkhart -Goshen, IN San Rafael, CA H CO 00 0 U .O 0• LU (0 v_ t (0 O. 0 U (o U a L Columbus, IN Columbus, IN 0) 4- CC c (0 H 0 c (o (.9 v c CO (.0 O. 0 c Yuba City, CA Medford, OR 0 a) v) 0 0) CO CO 00 c 2 Ob N c N 7 >CU CO > 9- CO L C (0 -cU E .0 > '1 O E :° a v .N N > Q (a Bend -Redmond, OR Grants Pass, OR Bellingham, WA Athens -Clark Co., GA h- c (0 0 v z Columbus, IN 0: 0 n Q i-1 N M t If) lD h 00 01 Auburn -Opelika, AL Gainesville, GA Auburn -Opelika, AL (0 0 Ore. Metropolitan Statistical Area The Bend -Redmond 0) L 0 U 0 0) 0 a) 4-. L VI i N N 'a . ai N S O E .= O 0. a+ L- .a `1 0) O 4- v L +mil '0 i-, (co 0 •` -0 Ya. c CO N 0) i u 0. OD as a mCL O ..0 003 a) 1a •-, s Ita,I— N � O (6 C O ua)c cv o a) 0) .. v 0 0) v a) E U ;1: .4 o v O cc)t �a 0 U N a) CE. O ) 00 o c)., v E 00 2 a O d -O H U (0 0la E a, (0 0 tY a-, C o , _ sco aa)) 0)) 'o .,_, m >. 00 a-, to t 4-4 (0 174 O c L a) C -o (0 u a) E O t 0 a) v C E E O U L 0 0 N .0 c a) 73 .> O n Z'-Q 0. c > 4.1 N �. ((1 Q 7 (0 O a) 3 0S N t c -a •O N O a) C U O v E f6 a) vs 0 a) O - "Co W L Q. = (a -a F- E .0 a) v a vi O Cm a) L • a) O 00 a) 00 ., f C 7 N -O v O O 00 c L a .0 4= O O N >- 0 VI i a) c v O Y (0 N C C E CO CU O a) a a) C m +O' N aCU E Q. c (o , O_ p C O O a 10 M a.) > 3 0) > .� a) -aa 3 a_ F£8RUARY 2017 Regional Performance Over Time ai 0 0 0 Dco CC a)) L 75 o CO z .- o cn 0 tea) as -O C x •O 0 ram+ t 3 C ►+ 042 .c ... N (, +. (4) us 0. -E; a o o' a)av *' ) C C 3 1 H u0 f0 10 4 4.0 a) a, ) 0 1(0 E y o E DCO. The organization tral Oregon, or is Economic Development 0 E bL c V 0) 0 est example of such a based in Bend but has offices in six ocal governme region. The coordination between EDCO and Present & Future: A Picture of Central Oregon in 2022 BROAD ECONO IC EASURES CU Where we expect to be at the end of 2021 E 0 as c LO o LA cy± Q? Co Ltx 4) , t„ ;. 0 , j > VP CP p ,t+w oho L. a 66666 In NI NINO 0 f z Private Sector u) o c C N bA • O C7 m ) Z e� 111 _ .�, .. d0 N 4 aj LID n V O © +w ct M ri pL 1/ , C © m = V} 4A 3 4 Aepoi. a.ie am aJagm 0) to 0 u X O (0 >` a) O) of C L 0) N +_+ E N - .0Li Ia o 3 �, v,= o= aU L OD > `� v Q ma ° o u 0° C a) 0) ++ N W O C t`6 X v O U to E u 0) aX 0-+ .0 01• N N ` 0) O -Q CO OJ co 0. = .0 > C L. 0 O L � CA .0 C -c N "C tn (0 +- 0D >.3 c= 0.0 c o E 3+ c° u t 0 o v •� v o f° o c c v . m 3 ai 'S c HE 3 v °�' N � N in > 0 0) c O o y V O 0 C CO) c v c viin E v m= c= v O t. O L OD O a 0) f0 C +' (0 ` c tn u 3 M o o= E= O c v Q v a, L v v Q ` w O E c C 0 y +' 0) Rs C= C 0) 0u +�+ C Q `J 0 C 70 N O O p O O C t 00 i^ y p v^i C O C C *' r0 ++ C ° L M OL 0) O ±r 0 O M N Oro ` (00 N E O ++ ri cU0 C C N ++ C O O) T �O C T N�D N _Q a L. Q 00 = y 0 Q C= Q ++ a E o c v o u E c O ci) v x' ': O vOi .0 C N ID 3 v cc) o v OD M O 2 !0 � 0 Q N. > = i O) t�ii O C N a- E > C G) fV C C +' O 0 O O a E O 3 0 u Q C 0! y ui c w ` 4C0 u = O f0 +' C Q U) 0 0 y= C .0 y 4-, 'H '- c0 +' v) 4- ` 'Q 0 u "Q N O w c0 01 ate-, ° v O w C C N? CO C O 0.0 ° u 4f O- Cl.) C V N O 0) 0 C 00 O a) �+ .C—C tn O C 0 a) a) °, Nv v o u° v a v 3 'E o`n ° E co o I-- L n f0 ... r-f 0 .0 OD C 0 C +.. C 4- _ +. C .0 0 Housing construction has not kept pace with populatio INDUSTRY DIVERSIFICATION C 0) a) v, -0 O a) CS C " a in C CD as E • � ~ 0 u1• 7 V1 4- 0 -CIC 0 E C L O 0. 0) x to '' c ._ a, c • c VI 0) a E 18 O as u 11...) 3 } O vim) u Ea= as as .c 3 +•' ++ V) (0 L 0) as a) .` L. 0 > H O O 'C � (C6 C u �, `(= o taoC O to au L , fa.'v1 v) E O 0) 0. (0 0 c C N 0) a s a) s t tto OD t a) (0 c a) E A O O. E a) (C 0 (0 E o. (0 OD '47,C c a) a) 0. 0) 0 c 0) 0J u, (0 0 U O W O 0) 0) V) 0 0 c0C L 0) 0 0. E 0) c O Eo 0) O E O 1 t 0 d X a O m 9- c yO O 0. 0. O 0 a) 0. X 0) 0) u c L OO c 0) 0 aD c (0 v! (1) O V (0 v) O • 15 O 0 00 C C >'0 `- L.)�(a aj C Vl • a, c cc (0 (0 V) O. a) a) u c 'y 0 .0 • 0) OD as 0) 4.1 C v) 4-, -0 O C C (0 O .O ++ O 0) (0 v) c O (0 (0 a) 44. (0 .0 OD N aJ O V) v a u C a) L a) 0 X a) 0 O 0. OD c m D C (0 E 5 0 a) a C 4- Y (0 E 00 c O L 0 t a, 0, L c OD 0) .0 C H a) 00 L. 0) .0 a) a) V) .c u 0 0 E O (0 t OD O .0 Y a) L 4-7 '0 a) E > N c 0. (0 u C a.) ar (0 c E O u N 0 4-0 E v c 0) .0 00 0) .0 OD c O E (0 a) (0 L N U 'O 0 0. 0 0 '(a a) O. ut (a c Where we expect to be at the end of 2021 E E E 001 �r- 0 at ili a/ 00 i al p-a N o 3)) 41 loc,j Aepol am am aJaq IC DEVEOPMENT SETTING THE TABLE FOR ECONO U bO v 4, (0 y N Q 00 .0 0) t 0 0 s 73 CU U 0) a) U 0.0 01 N L NI c C v cu O O_ E 0) N E U a) C 11) c a 0) u i VI (0 c a) E O. 0 4) 0) 73 U E 0 c 0 u 0) VI u 0) 0 a Where we expect to be at the end of 2021 to (0 O_ 0) O. 0 0 -a VI N (0 Oa 7.5 co u a) 0) (0 1 N a) u U U E 0 c O U v 9- c O 0) O_ 0) CO U 4, 0 (0 c 0) a) 0) 0) 0 ..Q N O a) (0 0) V 0) c 0 t 0 a`o c 0) E O a E 0) O (0 CO a) .0 OD c .> (0 a 0) ..0 0) L (o 4-1 (0 L c a) E 0) > C a (0 U c (0 c 0 (0 U N > 0 CA E O C 0 U 0) c O .> C t (0 0) -c (0 4- OA c c .a 0) C 0)0) E 0 U 7 O 0) U c 0) c 0) N 0 a O N c 0 47, ro N c 0 0) S 0 Aepol aJ a eM a.lagAA 0) t c_ (o 0 0 u CT 0 LLJ vi 0) 4a O O. 0 u 0) C 0) 17, C 0 O E c (o c 0 U 0) (0 (0 U c (0 o. 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C c •c a) c ` O L co i Fs L) co y-c so d t0 o y .c Li f0 +, m 3 Li) u HEARTLAND FORWARD In December Heartland Forward published its Most Dynamic Metropolitans report comparing economic performance and vibrancy of 375 U.S. MSAs The Bend -Redmond MSA (Deschutes County) came in at an impressive #12 this year, down seven spots from its #5 rank in the inaugural study. The MSA was #7 among peer small metros. In addition to GDP, wage and job growth, this index specifically focuses on the proportion of total jobs coming from young businesses. EDCO's work is specifically called out in the report (page 68). In November, Global Trade Magazine highlighted small markets where there is concentrated critical mass of industry production or expertise — Small Powerhouses — Niche Specialties Make These 20 Communities Stand Out. Bend was featured for its high number and output of craft brewing. USA TODAY An article entitled Career opportunities or retirement? Americans are flocking to these desirable destinations for both also ranked Bend #5 in the nation. Three of the top four remaining spots were taken by places in Florida. Impacts of COVID migrations from larger metros to smaller cities were also cited in this article. IN THE NEWS smart Smart Asset ranked the Top 10 counties in Oregon where property taxpayer dollars are spent most effectively. The Tri-county area took three of the top five spots. Measured in the analysis were effective property tax rates, several home value growth rates and school quality rankings. WalletHub AdvisorSmith WalletHub again ranked Bend in its 2020 Fastest Growing Cities report, placing it at #2 of 515 surveyed, up one spot from last year. The report uses 17 factors of growth and decline over a seven- year period. Also during the quarter, AdvisorSmith ranked Bend as the #5 fastest growing midsize city in the U.S. between 2014-2019. International Business Times AdvisorSmith released its Fastest Growing Mid -Sized Cities in the U.S. report in June where Bend ranked #5 of 200 metros (100,000-250,000 pop.) between 2014-2019. 34 MOVE START GROW Working from Home by Metro .0c 12, Bend 0 g' ® Portland Gtanls Pain o Medford® ®Eugene 0' �5a1em - Albany® s'- .-,�fprvallis • Mn 4 "To Median Meao z=< a o<. 10% 20a, 30 40`<. so, - 6o Potential Work from Home Share State Economist Josh Lehner again highlighted Bend's status as national leader in this "work from home" article as a percentage of employment amidst COVID relocations from more densely populated metros to those less so. AREADEVELOPMENF fastest -Growing Mid -Size Markets In February, this national periodical highlighted Bend in this chart and the advantages mid -sized markets offer employers from cost, talent base and supply chain perspectives. MILKEN INSTITUTE Now in its 215t year, this annual ranking of 201 small metros again recognized the Bend -Redmond MSA as the #1 place where "jobs are created and sustained" in the U.S. Our top ranking was further solidified relative to other metros. No other place has held the top spot for more than two years. # of Traded Sector Companies Moved to Central Oregon 9 17 0 25 2 yr. progress on 3-yr. goal DAYDREAM H MOVE START GROW 2020 MOVE DONE DEALS MUSICAI. PRODUCTS COGNITIVE SURPLUS 1./ VOLANSI MOVE STORIES TO REMEMBE Some projects take time to develop. i3D Manufacturing's gradual relocation from the Columbia Gorge to Redmond provides a great example. REDI Director Jon Stark started working with the company's founders in 2015, only to have a portion of the operation (headquarters) move to available space in Bend. Perseverance and the trust of that relationship paid off as the company recently completed construction of its new manufacturing facility in Redmond that will also consolidate HQ offices that will bring an additional 15 jobs to the region. AND SI1ARE UAV manufacturer and integrator Volansi's expansion to Bend and Prineville made national news, particularly within the industry. EDCO worked on the project over an 18-month period, hosting several site visits and providing research for the company to make an educated location decision. Fresh off a $50 million B- round capital raise, the firm expects to build up to 50 local employees over the next year and grow to as many as 150 . For some businesses, COVID accelerated relocation strategies that were in longer - range plans. That held true for the founders of Smartypits, which moved both HQ and manufacturing of its natural deodorant products from the Southern California to Bend this fall. The company now occupies an 8,000 sf light industrial space and expects to ramp up employment to 22 by next year. Major reasons for the husband -and -wife owners picking Bend included: superior lifestyle, local talent availability, and a newly constructed industrial building. 35 Barcelona -based software firm Algofy is in the marketing and data business, so it's only fitting that its hunt for a U.S. headquarters involved an extensive research project. Seven regions across the country made the short list, which led to site visits and then a six-month recruitment process by EDCO. In the end, Algofy founders were impressed by the friendly and collaborative business culture in our region, as well as the opportunity to grow the company in a dynamic regional economy. Inside the region, Redmond is the frontrunner for its offices. 2020 START Metolius A I\ N i t A UI I�I I WKF% •�' KRAHismanaus OAMPLION 0iL .vor J)O I A�t Cj TRfNS ONE DEALS 01 SOUS/EN BLADERUNNER MOVE START GROW PUFFQN Rupie Revenue Generated: jjj $37,462,500 Jobs Created: 80 Capital Raised: $17,288,290 New Payroll Added: $ 3,484,800 Angel Investors Engaged: 47 Companies Assisted in Portfolio: 352 Events for Entrepreneurs ji3ii. Conducted or Supported: 48 36— Mentors Engaged: 355 Entrepreneur. MOVE START GROW NATION L PRESS ON ENT EPRENEURSH1P (helping to secure/validate Top 10 ranking in the U.S.) In February, Entrepreneur highlighted research assembled by CloudKitchens, a startup with investment from ex-Uber CEO that named Bend as the #2 "most entrepreneurial" city in the U.S. Data on the concentration of business owners as a percentage of total employment was taken from the U.S. Census Bureau. AdvisorSmith Research group AdvisorSmith published an article titled "Top Cities Where Americans Start the Most Businesses", where Bend was ranked in the Top 10 (#5) for mid -sized cities. Bend also ranked #7 among cities of all sizes. The study results were based on the number of businesses formed on a per capita basis in 353 U.S. cities across all states and focused on businesses that employ at least one paid employee, which excludes entities like financial or real estate holding companies. sUAS News the business of drones THE ROBOTREPORT1 A combined recruitment effort by EDCO involving our Prineville and Bend offices and our local public partners was successful in landing the Bay Area UAV startup Volansi. The location decision announcement created considerable media coverage including GeekWire, sUAS News and a host of other UAV industry periodicals. Volansi just raised a $50 million B-Round in September to help grow its fleet and deliver drone services to a host of private and public customers. eekiArire TechCrunch crunchbase In Q3 of 2019, we featured in this dashboard a TechCrunch article about Bend -based startup Dutchie. At that time, the co-founder brothers had raised $15 million from a set of high -profile investors. This quarter, Geekwire highlighted Dutchie's successful raise of a subsequent $35 million with participation from former Starbucks chairman, Howard Schultz. Just three years old, the company now employs more than 100 people and its software processes more than 10% of all legal cannabis sales worldwide and has raised a total of $53 million to date. This ability to raise capital from across the country on this scale is getting the region on the map as a place entrepreneurs can start and scale companies successfully —and capital -efficiently with world -class human talent. TechCrunch Forbes Market tch Sisters -based healthy foods company Laird Superfood made history by being the first Central Oregon company in 20 years to go public, and with it, "rang the bell" on the NYSE. The offering picked up press across a broad range of media including numerous interviews with owner/co-founder and big wave surfer celebrity Laird Hamilton and CEO/co-founder Paul Hodge. The IPO raised $58 million in addition to $42 million it had already raised from private investors in the preceding three years — all in a town of less than 3,000 residents. Y rtt ses FAST@MPANY `OGE E Bend startup Lora DiCarlo received a huge splash of national and international media attention (Fast Company, Rolling Stone, Vogue, DailyMail, Cosmopolitan, and many others) when it announced its partnership with English actress Cara Delevingne. The company is looking to disrupt the SexTech category with its advanced robotics that helped it win a coveted Consumer Electronics Show (CES) award for innovation in 2019. According to Forbes, tRJ company now has $7.5 million in sales and a new funding round of $3 million led by Republic Labs and including new and existing investors Romulus Capital, VU fund, River Bend Capital, Gaingels, and Cara Delevingne. Company Outreach 400 200 0E RI92 201.8 2019.2020 to Q1 in Q2 Q3 1„ Q4 2020 GROW DONE DEALS IIt10y"�i ibvi} lNv$t on to Iriistc:chnologkas BREEWING C9 WAR TRIBE MOVI STAR1 GROV OWERED EV =)1DURA Newel poL_TEx F�erciugG,�i„� Lonza i f Five Talent g N Bair -us Direct • ion mamma IN GROW STORIES TO REMEMBER AND SHARE Some business development projects span decades. Back in 2006, Brian's Cabinets owner Todd Hakala looked to Redmond for expansion and worked actively at the time with both the EDCO Bend office and REDI. The Great Recession upset those plans as the company's orders contracted dramatically when construction activity came to a halt. But by 2018, the company had again outgrown its space. Ultimately, mostly with the help of builder - developer Kevin Spencer and secondarily from EDCO and Bend Business Advocate Ben Hemson, a new 40,000 sf building was completed and occupied in the fourth quarter of 2020. For a more complete story, see this CBN article. UAV manufacturer and integrator Volansi's expansion to Bend and Prineville made national news, particularly within the industry. EDCO worked on the project over an 18-month period, hosting several site visits and providing research for the company to make an educated location decision. Fresh off a $50 million B- round capital raise, the firm expects to build up to 50 local employees over the next year and grow to as many as 150 . For some businesses, COVID accelerated relocation strategies that were in longer - range plans. That held true for the founders of Smartypits, which moved both HQ and manufacturing of its natural deodorant products from the Southern California to Bend this fall. The company now occupies an 8,000 sf light industrial space and expects to ramp up employment to 22 by next year. Major reasons for the husband -and -wife owners picking Bend included: superior lifestyle, local tattnt availability, and a newly constructed industrial building. Barcelona -based software firm Algofy is in the marketing and data business, so it's only fitting that its hunt for a U.S. headquarters involved an extensive research project. Seven regions across the country made the short list, which led to site visits and then a six-month recruitment process by EDCO. In the end, Algofy founders were impressed by the friendly and collaborative business culture in our region, as well as the opportunity to grow the company in a dynamic regional economy. Inside the region, Redmond is the frontrunner for its offices. NDUSTRY DEVELOPMENT IN CENTRAL OREGON WHERE WE STARTED (2018) WHERE WE ARE 19 companies \ / 1,591jobs � 89 companies zit 1,674jobs 28 companies ►I .579 jobs 11 O sal 21 companies 1,035jobs 48 companies 2,.456 jobs 39 com )anies 88'7 jobs 60 companies 666 jobs 48 companies 529 jobs 34 companies 359 jobs 85 conar 1,753 2021 GOALS Source: EDCO CRM database (Executive Pulse) only for companies with more than 1 employee NEW COMPANIES PUFFQN moo,/ GROWING COMPANIE # of Traded Sector Companies Moved to Central Oregon 9 17 25 400 200 0 Company Outreach tig 2018 2019 2020 39 Q1 Q2 Q3 M Q4 MOVE START GROW Together, here's what we accomplished over the past quarter: Dogs love to get treats when they've done something good, and dog owners want to train their dogs to be well-behaved. But the market problem Mark Shenfield set out to solve was to create a treat that did not leave owners pockets lined with crumbs and smelling like dog food. He's pioneered Pawket Treats, an all -natural dog treat using some the of the same technology and equipment used in pill production. These are definitely not your mom's dog treats, resembling fine coinage, not a greasy morsel. Mark worked with EDCO Director Caprielle Lewis to get the company started in Sisters, but a newly -constructed light industrial complex in Bend lured him to set up a state-of-the-art manufacturing facility to help meet exploding demand. Since that decision was made, he's worked with Venture Catalyst Brian Vierra and Don Myll on a variety of issues including enterprise zone tax incentives and early -stage capital. Some projects take time to develop. i3D Manufacturing's gradual relocation from the Columbia Gorge to Redmond provides a great example. REDI Director Jon Stark started working with the company's founders in 2015, only to have a portion of the operation (headquarters) move to available space in Bend. Perseverance and the trust of that relationship paid off as the company recently completed construction of its new manufacturing facility in Redmond that will also consolidate HQ offices that will bring an additional 15 jobs to the region. Ir While i3D's story above is not atypical for the "sales horizon" in economic development, sometimes projects span decades. Back in 2006, Brian's Cabinets owner Todd Hakala looked to Redmond for expansion and worked actively at the time with both the Bend EDCO office and REDI. The Great Recession upset those plans as the company's orders contracted dramatically when construction activity came to a halt. By 2018, the company had again outgrown its building. Ultimately, mostly with the help of builder -developer Kevin Spencer and secondarily from EDCO and Bend Business Advocate Ben Hemson, a new 40,000 sf building was completed and occupied this quarter. "We could not have realized this dream without EDCO's help along the way," noted Hakala. For a more complete story, see this CBN article. A year ago, Tim Schelhaas was a busy mechanical engineer for an industrial vacuum company supplying the semiconductor industry. Today, he and his wife are founder -owners of Top Dog Fabrication in Prineville. COVID significantly changed how work happened in his previous career so he took the opportunity to make his own "next job". Top Dog provides full -service manufacturing using metal (steel, aluminum, etc.), fiberglass, wood, glass, composites, and plastics. Additionally, the startup also has industrial powder coating capabilities and specializes in plasma cutting. The founders were referred to EDCO by a developer for incentive information and as a resource for everything community or business -related. Prineville/Crook County Director Kelsey Lucas helped them access enterprise zone incentives and got them c`nected to local media as well as other local businesses in the region. Cha er of Commerce MEMORANDUM March 3, 2021 TO: Deschutes County Board of Commissioners FROM: Sunriver Area Chamber of Commerce Finance Committee RE: Fiscal Year 2021-22 Budget Request The Deschutes County Board of Commissioners' financial support for the Sunriver Area Chamber of Commerce is vital to our ongoing operations and to achieving economic recovery from the COVID-19 pandemic. Now more than ever, we view our positive relationship with Deschutes County as a partnership that can provide invaluable support to our local businesses, while creating and maintaining jobs for our local citizens. Earlier this year, the Chamber's Board of Directors approved an updated Strategic Plan designed to directly address the challenges our businesses have faced due to the restrictions placed on them because of the COVID-19 pandemic. Our focus will continue on our highly successful "Buy Local" campaign, which is utilizing a creative and effective marketing strategy to generate support for our local businesses. This can only be achieved, however, with continued financial support from Deschutes County. At the same time, we have strategies in place to expand the support that we receive from our Chamber members. We are confident we can build on our existing membership by offering the services our local businesses need. This includes the "Buy Local" promotions that are driving customers to our businesses, as well as business -development efforts that create jobs and investment in Sunriver; educational and training programs that directly help businesses operate more successfully; and advocating for programs, like local transit services that connect Sunriver with other communities. With these goals in mind, the Chamber's Finance Committee has carefully developed a budget request for Deschutes County. This request is in the amount of $64,000 for fiscal year 2021-22 — allowing us to both maintain our basic operations, while continuing the "Buy Local" Campaign that we initiated last fall and continues into the first half of 2021. 41 For our baseline operations, we are requesting $40,000, which is the same level of support we received in the 2020-21 fiscal year. This will allow us to continue to offer the services mentioned earlier, including business development, education and training, and advocacy. We can also continue to offer those traditional services that our local businesses, visitors, and our community have come to expect from our Chamber, such as business referrals, and providing promotional information about Sunriver's special amenities, recreational opportunities, and events and activities. The additional $24,000 would allow the Chamber to continue the "Buy Local" Campaign that we initiated in November of 2020 with support from a grant from the Coronavirus Relief Fund. Through the use of both social and traditional media, and other strategies, we have been able to create effective marketing programs directed at both residents and visitors that provide direct support to our local businesses. This additional funding from Deschutes County will allow us to continue this work at a time that is critical to business recovery from the shut -downs and restrictions placed on our shops and restaurants because of COVID-19. In summary, the Sunriver Area Chamber of Commerce total budget request is as follows: Continued Baseline Support: "Buy Local" Campaign: $40,000 $24,000 TOTAL REQUEST: $64.000 Concerning the source of funding for the Chamber request for Fiscal Year 2021-22, we will leave that up to the discretion of the county, recognizing that this year's allocation came from the Lottery Fund, but there may be other appropriate sources, such as the Transient Room Tax Fund, for the upcoming fiscal year. Thank you for considering this request. We are available anytime to discuss this proposal in more detail and to answer any questions you might have. Our Chamber office number is: 541-593-8149. Sunriver Area Chamber of Commerce Board of Directors Finance Committee: Dan Youmans, Government Relations Consultant, Chamber Board President Aaron Schofield, Branch Manager, First Interstate Bank, Chamber Board Treasurer Keith Kessaris, Assistant General Manager, Sunriver Owners Association, Chamber Board Secretary Thomas Samwel, Area Director of Finance, Sunriver Resort Limited Partnership, Chamber Board Member 42 VI E TIE Y ALL CAT! Project Support Requests for Funding: 9 Sho ith-a-Cop Progra Fuels eduction rant Progra rn N EXPOSE VI * E 0 TE Y ALLOCATI EXERCISE Service Partner Requests for Funding: Central re on Council on Aging ountain Star Fa ily Relief Nursery ar J ® Cascade Youth and Fa ily Services Redmond Senior Center KQ S Center Latino Co unity Association ethlehem Inn Fa ily Access , ork (FA ) Saving Grace Central Oregon veterans' utreach (COVO) Court Appointed Special Advocates (CASA) ealthy a innings U per Deschutes atershd Council 2020-21 Award $40,000 (4% of project funding) Amount Requested 2021-22 $40,000 "Wowza! The food coming out of the COA kitchen gets better and better. Some angels are planning and executing some tasty, tasty eats. I for one am blown away by the food blessings. It's been way many years since I've eaten such a good healthy diet. THANK YOU!" - Teresa G., our client, via a thank -you note, January 11, 2021 Community Need • Older adults in Central Oregon continue to need nutrition and other support from the Council on Aging. Even with vaccines, many are still isolated and at home. • We are still adding every Meals on Wheels client who requests support immediately to our routes. We are providing every client with shelf -stable foods as emergency backup, as well. Our Meals on Wheels client numbers have grown by over 10% since last year. • We continue to offer our community dining (previously sit-down lunches) via drive -through hot lunch service in Bend, Sisters and La Pine three times per week (tripling our services in Bend and Sisters). In Redmond, volunteers are delivering additional meals to community dining clients who do not qualify via the federal standards for Meals on Wheels. • Our food provision has increased and so have uncertainties related to our food supply. In response, with the help of the City of Bend, we have added a part-time internal cook to make hot food for Bend and Sisters so far. We have been able to serve better, more nutritious hot food as a result, but we would like to be able to cook more hot food. • We respectfully request $40,000 to help us hire a second cook so that we can continue to expand our food provision with more days and more meals. A single cook even supported by volunteers is struggling to meet the nutrition needs of local seniors, and we would like to expand to offer more days of community dining each week. Impact of Current Investment Provide .7 FTE (of 3.2 FTE) to support nutrition programs (Meals on Wheels and grab and go lunches) and recruit, train, and coordinate volunteers. • In the period of July 1, 2020 to March 1, 2021, coordinated more than 14,474 volunteer hours, already exceeding annual goals. Additionally served/delivered more than 76,490 meals to over 1,059 unique clients and to 100% of clients on the wait list. Comments Your investment in helping expand our in-house cooking will allow us to feed hot, nutritious, and delicious meals to more deserving seniors who look to us for nutrition and connection. 45 2020-21 Award $18,000 (3% of project funding) Amount Requested 2021-22 $18,000 "Our Relief Nursery services have been helping vulnerable babies and toddlers stay safe and keeping their development on -track in Deschutes County for the last 20 years. We are seeing how the COVID- 19 pandemic has dramatically increased family stress, especially for the working poor, and how it has highlighted structural inequities facing parents and their children. It is more important than ever that we are here to 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. • In 2019, there were 15.9 (per 1,000) children who were victims of abuse and neglect compared to 11 (per 1,000) in 2015 (Our Children Oregon). 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 0.42 FTE (of 1.0 FTE Interventionist) to support Relief Nursery Therapeutic Early Childhood in Bend. • In the period of July 1, 2020 to March 1, 2021 provided therapeutic early childhood classes, home visiting, parent support, and transportation for 66 children ages 0-4, already exceeding annual goals. Respite services, basic needs support, and remote social connection activities for 59 families. Safety Net services (crisis intervention, home visits and basic needs support) for 66 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 2019-20, 98% of the children served remained free from confirmed cases of abuse and neglect. MountainStar offers services in Bend, Redmond, and La Pine. 46 2020-21 Award $15,000 (6% of project funding) Amount Requested 2021-22 $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, Executive Director Community Need The total number of homeless in Central Oregon has increased by 63% since 2015 (Point in Time Count data: 594 — 2015; 969 — 2020). The number of homeless children and youth has also increased. The following are data for children and youth (up to 24): • Homeless increased by 49% (184 — 2015; 274— 2020) • Unaccompanied children & youth remained nearly the same (55 — 2015; 54 — 2020) It is estimated that 30-40% of homeless youth are not identified. 2020 service totals include: • Shelter — 5,124 nights for 81 youth (all programs emergency and transitional youth) • 24-Hour Crisis Response — 6,500+ hotline calls; 162 Total youth served • Street Outreach Youth Contacts (basic needs) — 561 youth/2,000 hours (duplicated) Shelter space was limited during 2020 due to COVID-19 and required social distancing. CYFC has had to maintain mandated staffing ratios, despite many ill and COVID+ staff. Impact of Current Investment Provide support for .17 (of 2.95 FTE) Case Manager to support the Runaway and Homeless Youth Emergency Shelter. • 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 • In the period of July 1, 2020 to March 1, 2021 more than 487 nights of emergency shelter, crisis intervention and family mediation provided to more than 35 youth ages 12-20 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 2020, 74 human trafficking victims (69 sex/7 labor/2 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. 47 2020-21 Award $5,000 (7% of project funding) Amount Requested 2021-22 $9,000 "1 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 and Request for Increased Funding Many seniors lost access to health and social services with the onset of Covid-19. We moved quickly to provide essential services, delivering nutritious meals along with providing safe social interaction. Over 31,000 meals have been delivered since March 2020, and we expect the demand for our home services will continue to grow. Over 23% of the population are 50 or older, and by 2025, the number of seniors is expected to double. We are on our way to having an older adult population that is disproportional to the general population. Redmond Senior Center delivers over 120 meals a day, but there are still many seniors in need of our services. We need to develop new ways to reach the homebound seniors. We must forge partnerships with health and social service providers who can help connect vulnerable seniors with our programming. Lastly, with no funding from a tax base, we must find ways to address the growing food, supplies and labor cost We are requesting an increase in funding to: • Increase the number of clients receiving daily meals from 120 to 200 by September 2021 • Cover cost of administrative time developing channels of communication and partnerships to access homebound seniors needing our services • Pay for rising food cost and additional staff time with expected increase in client services Impact of Current Investment Support 7% of the $75,840 annual food cost for Meals on Wheels and home food delivery service for seniors. Comments Funding from the BOCC has sent a clear message to our seniors that they are not forgotten and that they are a valuable part of this community. 48 2020-21 Award $30,000 (15% of project funding) Amount Requested 2021-22 $30,000 "During the past year as our COVID-19 rates continued to classify Deschutes County as an Extreme Risk area, KIDS Center provided the full spectrum of services to a steady stream of children and families in need. Despite the large decrease in reports to the statewide child abuse hotline during the pandemic, our community safety net has continued to function as designed by identifying children who may have experienced abuse, providing intervention and treatment services, and following through to ensure offenders are brought to justice. Although the pandemic has posed significant challenges, these critical services continue to be delivered." - Gil Levy, Executive Director Community Need KIDS Center serves children (birth to 18) for physical abuse, sexual abuse, neglect, witness to domestic violence, and drug endangerment. KIDS Center is the Designated Medical Provider of medical evaluations, as well as forensic interviews, family advocacy and therapy for children referred by law enforcement, DHS Child Welfare, therapists, and medical professionals. • In 2020, KIDS Center served 1,719 unduplicated children, youth, and families, conducting 285 evaluations, a 34.5% decrease from 2019 due to the pandemic. Medical providers fielded 24 medical consult calls from providers in Deschutes County resulting in recommendations, referrals to investigative agencies, and direct referrals for an evaluation at KIDS Center. Impact of Current Investment Grant supports .15 FTE (of 1 FTE) medical examiner to conduct consultations and medical evaluations of suspected victims of child abuse. In the period of July 1, 2020, to March 1, 2021: • Performed medical assessments on 100% of children referred (131, already exceeding annual goals). • 100% of child abuse assessments cross reported to DHS and Law Enforcement (149 law enforcement investigations). • 100% of the cases referred to the DA's Office for prosecution (63 cases accepted) • Every child (and their family) served with a medical evaluation received additional services including family advocacy and a therapy referral (as appropriate). Comments: As referral numbers are returning to the pre -pandemic level and evaluations are on a trajectory to increase through 2021, it is vital that KIDS Center's operations remain at full capacity and able to serve the increasing Central Oregon population. No family who comes through KIDS Center ever receives a bill for services rendered. Continued support from the BOCC is critical in ensuring all services are accessible to every Deschutes County family. 49 2020-21 Award $20,000 (7% of project budget) Amount Requested 2021-22 $30,000 "Deschutes County funding support is absolutely critical to sustain our services to our underserved immigrant families and to demonstrate the County's commitment to equity, which lends credibility to our mission and leverages over $300,000 and 200 volunteers." — Brad Porterfield, Executive Director Community Need and Request for Increased Funding 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 for Deschutes County Latinos include: • Fastest growing segment (increased by 9,900 since 2000) with the ... • Lowest median age at 26 (compared to 47) and 36% of under 18 year -olds; 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 coverage. 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. Two years ago, we moved to a slightly larger, more welcoming office in Bend to serve additional families and we hired a Development Manager to strengthen our chances of maintaining stable revenue 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 we need to offer these services in-house to be more effective and efficient. We have hired a Workforce Navigator and Youth Development Manager and they will need space to work when pandemic restrictions relax. We need Deschutes County's support to make this happen. Impact of Current Investment Support 7% of Healthy Families & Family Empowerment program costs. • Health insurance application assistance for a minimum of 100 clients • Low-cost dental services for 30 clients • Coordinate information & referrals for a minimum of 250 clients • Provide minimum 75 free legal consultations • Provide citizenship assistance for a minimum of 25 clients Comments Our budget exploded in 2020 due to the pandemic and a reliance on LCA to help address the inequities revealed and the culturally -specific communication needed to keep families safe —and we delivered. But we anticipate a post -pandemic period of fiscal austerity precisely when the challenges and opportunities immigrant families face are growing. 50 2020-21 Award $30,000 (15% of project funding) Amount Requested 2021-22 $40,000 "The ongoing partnership between the Inn and Deschutes County improves the overall health of our community. This collaboration will be all the more imperative in the upcoming year as the Inn plans its expansion of shelter services into Redmond to address the rapidly growing, urgent needs of families and adults experiencing homelessness." - Kim Fischbach, Dir. of Philanthropy Community Need and Request for Increased Funding We respectfully request BOCC grant funding to help support the service delivery of nutritious meals as part of our Meal Program. This is especially critical as the Inn plans for its second shelter location in Redmond later this spring. As the region's leading emergency shelter provider, the Inn serves as a critical safety net in our region. Without access to services uniquely provided by the Inn, economically disadvantaged adults and families are at greater risk of chronic poverty with limited alternatives as the region slowly recovers from the devastating impact of the pandemic. In the upcoming year, 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. It will be essential for the Inn to address extreme hunger and nutrition -related health conditions to mitigate reduction in cognitive abilities, which make it even more difficult for homeless individuals to find and hold jobs. In March 2020, the Inn had to reduce its resident capacity by 55% to comply with CDC guidelines. That guideline continues today; however, a projected return to 100% capacity is expected by the end of 2021 assuming the continuation of the positive impact of vaccinations. 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 FY 21/22 to support our Meal Program in Bend and Redmond, which will serve a projected 80,000 nutritious meals to an estimated 800 children and adults next year. Funding will help support fixed staffing costs regardless of resident count: 1 FTE Kitchen Mgr, 2-FTE Kitchen Staff. Matching funds will help support 2 FTE Kitchen Staff, 2-.50 FTE Kitchen Staff and 1- .25 FTE facility assistant to support food inventory and facility needs. Impact of Current Investment Provide support for .63 (of 1 FTE) kitchen manager and .17 (of 1 FTE) kitchen steward to prepare and serve meals as part of the Meal Program. • 100% of residents provided three nutritious meals daily • In the period of July 1, 2020 to February 28, 2021, 143 residents and 29,127 meals served. Comments Total meals served to date reflect the 45% resident capacity requirement to comply with the CDC guidelines. Deschutes County BOCC grant funding is directed to the fixed kitchen staffing costs that are incurred regardless of resident count and due to the suspension of the Inn's robust volunteer program during the pandemic. 51 2020-21 Award $10,000 (38% of one school project funding) Amount Requested 2021-22 $15,000 "Deschutes County's partnership with FAN over the last 25 years has allowed us to help more than 150,000 children and family members navigate the often -confusing web of social services, offering assistance, possibility, and hope to local families in need." Julie N. Lyche, FAN Executive Director Community Need and Request for Increased Funding 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 over 8,000 children and family members each year, connecting them to a diverse array of assistance in one place. Although the essentials FAN provides (connections to food, clothing, school supplies, healthcare, safe shelter, and more) are always urgently needed, COVID-19 increased some needs more than others, requiring flexibility from our advocates. For instance, when learning moved to virtual platforms, FAN ensured that children had uninterrupted access to education by supplying internet "hot -spots" to those without reliable Wi-Fi. In a different year, advocates might provide more "standard" school supplies, but even as we adapted to this dynamic situation, our mission remained consistent: help children experiencing homelessness and poverty succeed in school and life. The additional funds requested from Deschutes County will help us meet intensified needs of those disproportionately affected by the pandemic. With the eviction moratorium set to expire in June 2021, FAN expects increased needs well into the 2021-22 school year. In addition, the new Caldera High School in Bend (opening Sept. 2021) will require the hiring of a new FAN advocate to support students at the school. FAN is committed to long-term fiscal sustainability. Your additional support will benefit local low-income and homeless families that will continue to be affected by current economic circumstances long into the future. Impact of Current Investment Grant supports .23 FTE (of .47 FTE) FAN advocate at Juniper Elementary School to connect children and family members to basic -need resources. • In the period of July 1, 2020 to March 1, 2021 connected 251 children and family members to basic -need resources, already exceeding annual goals. • During the fall client survey, 97% of families reported that FAN improved their situation Comments Deschutes County has long been a key partner in our work to support local families, helping children thrive in school and life. We could not do this work without you! 52 2020-21 Award $20,000 (3% of project funding) Amount Requested 2021-22 $20,000 "Over the past 5 months, I have thought at least once a day, I don't know how I would be doing all this without Mary's Place. They make my kids feel safe for every visit." — Mary's Place client. "The BOCCService Partner grant is critical to our mission of protecting families impacted by domestic violence from further harm by providing trauma -informed services of supervised visitation and safe exchange." Gail Bartley — Mary's Place Program Manager Community Need During FY2019-20, victims of domestic violence, sexual assault and/or stalking in the County received 12,900 vital safety services from Saving Grace (SG) including shelter, 24-hr hotline, group and individual counseling, and legal assistance. Of victims receiving these SG services, 61 were referred by law enforcement after screening in as high lethality cases. In Deschutes County Court, in calendar year 2020, 624 restraining orders were filed by victims seeking safety. The majority of the 50 families served by Mary's Place (MP) between 7/1/20 and 3/1/2021 were referred for services in connection with restraining orders granted to protect the adult victim and children from further harm from an abusive parent/partner. • Demand for MP has continued throughout the pandemic. The program provided 920 visits and exchanges from 7/1/20-3/1/21 and supported families with numerous challenges of COVID-19, from technology issues to groceries and gas. • MP remains the sole provider of free domestic violence -specific supervised visits and exchanges including case management east of the Cascades. • 69% of all children who received services at MP were aged 0-6, a highly vulnerable age for trauma and injury related to living with domestic violence. Impact of Current Investment Provide .25 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. • In the period of July 1, 2020 to March 1, 2021 served 50 families, already exceeding annual goals. Facilitated more than 500 supervised visits (on average 1.5 hours per visit/family/week) and more than 400 safe exchanges (multiple times week to several times/month) for families that have experienced domestic violence, sexual assault, stalking, or child sexual abuse. Comments Navigating virtual visits and the increased safety risks during in -person exchanges due to COVID-19 has placed significant stress on the MP staff and families receiving services. Overall, families referred have had higher levels of violence and risks for lethality. As COVID- 19 restrictions ease, we expect demands for services to increase. We anticipate a gradual transition back to in -person visits in FY 21-22 with ongoing challenges as COVID-19 remains a threat with its end -date unresolved. 53 2020-21 Award $30,000 (25% of project funding) Amount Requested 2021-22 $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 a lifesaving connection to some of the hardest to reach and hardest to serve members of our community." - JW Terry, Executive Director Community Need Even with the limits on service provision due to safety and the impact of COVID-19 on our organization, Central Oregon Veterans Outreach (COVO) saw an increase in the number of people served in 2020 as compared to 2019. Total number of client contacts rose from 5,917 to 6,248. Walk-ins at COVO went from 4,093 to 3,840 due to COVID, yet the number served by the camp outreach teams rose from 1,824 to 1,936, and the number of veterans that are homeless or at -risk was 178, even after COVO helped house 29 Veterans in 2020. 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 a key partner in the Homeless Leadership Coalition, and in the Coordinated Entry System (CES) with the Central Oregon Continuum of Care (CoC). COVO is a leader in the effort to increase shelter and housing options for homeless Veterans and a community -wide system for expediting the housing process for these Veterans. The outreach manager and outreach team is key to both of these county -wide projects. In 2021-22, 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 1.5 FTE) outreach manager. • In the period of July 1, 2020 to March 1, 2021, made more than 3,100 contacts with homeless and low income people visiting the center and more than 1,300 contacts with homeless people in camps, already exceeding annual goals. Services provided to 60 veterans not currently served by COVO, also exceeding annual goals. • Coordinated more than 2,400 volunteer hours assisting services and outreach to homeless and/or low income people. Comments COVO continually seeks viable solutions to better address homelessness in Deschutes County, for both Veterans and non -Veterans. We do this in partnership with our network of community partners, believing in strength in collaboration. COVO fills a unique niche in services for those experiencing homelessness, providing affordable housing, and for Veterans of all eras. 54 2020-21 Award $30,000 (5% of project funding) Amount Requested 2021-22 $30,000 "The ability and gift of having a CASA volunteer in a child's life is immeasurable. These are moments in time that are indelible for a child and undeniably the building blocks of their journey through life. I have not known a single instance where a CASA volunteer brought anything but love and compassion to a child's life."— Donna Mills, Executive Director of the Central Oregon Health Council and CASA Board Member Community Need Deschutes County has seen a consistent increase in the number of children entering foster care. In 2013, 228 children spent time in foster care. In 2020, 296 children spent time in care. The increase in the number of children who were removed from their homes due to profound abuse and neglect remains a consistent problem in our community. CASA volunteers are essential to ensuring that each child's unique and special needs are not lost in an overburdened system. In 2020, CASA of Central Oregon had the capacity to recruit, train, and support volunteer advocates for 88% of children in foster care in Deschutes County. CASA respectfully requests $30,000 for FY 21-22 to fund .51 FTE of a Program Coordinator position. This calculation reflects wages and benefits for an experienced, college educated Program Coordinator earning $21.00/hr. In 2020, 45 new volunteers completed training and were sworn -in as CASA volunteers, nearly twice as many new CASA volunteers as were sworn -in in 2019. National CASA standards require that we have 1 staff to support 30 volunteers. A continuation in funding will allow CASA to afford the staff hours to support these additional volunteers and serve even more children in foster care. Impact of Current Investment Provide .51 (of 6.625 FTE) program staff to train/support CASA volunteers for children birth through age 18. • In the period July 1, 2020 to March 1, 2021 there are 261 unduplicated Deschutes County children in foster care. During the same period an average of 219 of children referred by the court have an assigned CASA. We estimate that there will be approximately 285 children in foster care from July 1, 2020-June 30, 2021. 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 even though 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 during their time in foster care: 1) they transition into a safe, permanent home more quickly than children without a CASA's advocacy; 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. 55 2020-21 Award $20,000 (30% of project funding) Amount Requested 2021-22 $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. 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 FY19-20, Healthy Beginnings screened 259 children in Deschutes County through the preschool screening program. The program identified concerns in 74 children, providing referrals and personal follow up to connect them with services in development, hearing, and vision. The number of screenings were significantly reduced due to the COVID-19 lockdown, which began in the spring of 2020. Over the summer/fall of 2020, COVID-safe protocols were developed and now in place, allowing Healthy Beginnings to ramp up screening efforts. Impact of Current Investment Grant supports .4 FTE (of 1.1 FTE) to coordinate a minimum of one preschool screening event per month. • In the period of July 1, 2020 to March 1, 2021, provided 266 evidence -based screenings in development, behavior, hearing, and vision at preschool sites, already exceeding annual goals. • Screening results sent to the medical provider, family, and shared with the preschool teacher to ensure closed loop communication between family, medical home & school. Since July 1, 58 referrals have been made. 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. 56 March 1, 2021 RE: Request to Deschutes County Commissioners for Service Partner Grant Funding for Upper Deschutes Watershed Council for FY22 Dear Deschutes County Commissioners: Thank you for the recent opportunity to present to the Board of County Commissioners on February 22, 2021. During FY21, the Upper Deschutes Watershed Council (UDWC) is scheduled to receive $20,000 as part of Deschutes County's Service Partner Grant Program. UDWC is requesting this same level of funding again for FY22 (July 1, 2021 — June 30, 2022. Annual funding from Deschutes County in FY21 and in previous years has been extremely important to UDWC and has enabled UDWC to leverage state, federal and private funding. Together, this allows UDWC to fund restoration projects, our monitoring program, support our general operations and to accomplish valuable education and outreach for K-12 students, community members, and landowners about the importance of watershed health and restoration. Recent highlights from FY21 include: • UDWC informs the community about stream restoration, watershed monitoring, and community stewardship opportunities with the outcome of keeping the community informed and engaged in the protection of natural resources. As an example in FY21, UDWC held its annual Deschutes River Clean-up on July 25, 2020. It looked different this year because of COVID as we limited participants to 20 people per site but we spread the effort across 7 different clean-up sites, engaging approximately 80 volunteers. An article about the event can be found here: https://www.bendbulletin.com/localstate/cleanup-event-pulls-weeds-trash-from- deschutes-river/article fa12f43e-ce8c-Ilea-be55-a3234648a6e2.htm1 • UDWC has completed over 50 on -the -ground restoration projects in the past 15 years. Over 30 stream miles have been protected or restored on Tumalo Creek, the Deschutes River, the Metolius River, and Whychus Creek for the benefit of fish and wildlife and improved water quality conditions. In FY21, two restoration projects were postponed (one because of COVID and a second because of tragic fires that shut down work on U.S. Forest Service lands). A third project went forward with support from UDWC on Lake Creek, a tributary of the Metolius River. Three restoration projects are scheduled for 2021: the removal of the last dam and fish passage barrier on Whychus Creek, a restoration project at Rimrock Ranch on Whychus Creek and a third project called Willow Springs along Whychus Creek. Two urban projects are being planned and designed for 2022, one with the Bend Park and Recreation District in Bend and a second project at Creekside Park with the City of Sisters. 57 • In a typical year, UDWC's youth education program creates place -based education activities for approximately 3,000 kids per year throughout Central Oregon. This past year has not been a typical year, of course, but our education program has adapted to benefit students. This past year we have created more than 15 videos to share with teachers and parents that kids can do at home or elsewhere and can be found on our website. We have also provided remote, real-time lessons to students and offered some outdoor education opportunities for small groups of students. For example, currently we are helping to offer a "nature club" for students from Ponderosa Elementary School at Pine Nursery Park in Bend. While it has been a challenging and difficult year for many, we have worked to continue to provide education and outreach opportunities for students and citizens. • UDWC coordinates a continuous watershed monitoring program to monitor stream temperatures and water quality at various locations in in Central Oregon, and this continued in FY21. These two decades worth of monitoring data were used to inform the recent completion of a Habitat Conservation Plan in Central Oregon. We also conduct monitoring activities to ensure that UDWC restoration activities are providing meaningful benefits to streams and river in Central Oregon. In addition to planned restoration work in 2021, we plan to continue similar work related to education and monitoring in FY22. We are planning 3 summer camps for 2021 and we are hopeful that students from Central Oregon we be able to participate in field trips and outdoor lessons at our restoration projects by the Fall of 2021. Funding from the Service Partner Grant from Deschutes County helps leverage funding for all of this work, and provides important funding to help pay our 5 staff at UDWC. In winter of 2022, we also hope to start a new program targeted for adults wishing to learn more about their watershed. This program would be modeled after a former program called "Watershed Keepers" in Snohomish County, Washington, where 20-30 adults are selected to go through a program to learn about their local watershed. We would plan to offer this first year of the program in the community of Sisters in early 2022 because of anticipated funding specific to Whychus Creek and the Metolius River. After this introductory year, the program could rotate around Central Oregon to other communities. We greatly appreciate the financial support from the Deschutes County Service Partner Program and we hope for continued support in FY22 and in future years. Sincerely, Kris Knight Executive Director Upper Deschutes Watershed Council 58 Overview The COVID-19 pandemic has affected Service Partner activities in a variety of ways. Some Service Partners responded to increased demand for services, while others had to operate in a more limited capacity. This document seeks to summarize how the pandemic's corresponding health and safety impacts and restrictions have influenced the activities, outputs and outcomes of Service Partners and their associated contracted deliverables for the FY20/21 Service Partner Grant Program. Summary Services partners addressing food insecurity, housing instability, employment, education, crime & violence experienced an increased demand for services. At the same time, in -person activities were impacted due to COVID-19 restrictions for physical distancing. Many Service Partners were able to provide modified or remote services, while others experienced limited operating capacity and closures. Physical distancing guidelines were a particular barrier for Service Partners addressing housing instability. Additionally, Service Partners relying on volunteer programs were under-resourced due to restrictions. Please refer to the table on the following page for specific impacts by organization. Despite a challenging year, both for the community members Service Partners serve and the unique operating challenges caused by the pandemic, Service Partners continued to support and advance the health and safety of Deschutes County residents, as well as reduce crime and recidivism. The Service Partner Grant Program continues to advance the regional work of addressing the social determinants of health. As noted in the Regional Health Improvement Plan, social determinants of health are conditions in the environment in which people are born, live, work, play, and age that affect a wide range of health, functioning and quality -of -life outcomes and risks. Recommendation It is recommended that the BOCC at least sustains funding levels for two reasons: 1) Grant funding is often associated with fixed costs (e.g., percentage of FTE position) incurred by Service Partners regardless of outputs. 2) Service Partners expect activities and operations to resume to pre -pandemic levels once COVID-19 restrictions are lifted. Additionally, several Service Partners anticipate increased demand for services due to the pandemic's ongoing impact on employment, food insecurity, housing instability, poverty, education, crime & health, and health outcomes. 59 Organization Program Progress Toward Outputs* Notes Bethlehem Inn Volunteer Coordination of Emergency Meals Program Barriers Inn sheltering at half capacity to comply with physical distancing guidelines. Volunteer program suspended due to restrictions CASA Court Appointment Special Advocates of Central Oregon On -Track Delivering volunteer training and child advocacy services remotely. Experiencing increase in the number of children entering foster care. Council on Aging Volunteer Coordination of Home Delivered Meals and Congregate Dining Exceeding Meeting increased demand for Meals on Wheels and Grab & Go lunches due to COVID-19 imposed social isolation. Have served 100% of people on wait list. COVO Homeless Outreach Coordinator Exceeding Unable to conduct new volunteer trainings due to restrictions. Utilizing existing staff & volunteers to meet increased demand for basic need resources at outreach center. Increase in number of contacts with homeless people in camps. Family Access Network Juniper Elementary School Exceeding Onsite FAN advocate providing services to families referred for basic -needs resources remotely. Partners are referring at a high -rate. Healthy Beginnings 4 b4 5 Preschool Screenings Exceeding After setbacks in Q1 due to COVID-19 restrictions, have ramped up efforts to meet outcomes, and are currently exceeding number of screenings delivered. J BarJ Runaway & Homeless Youth Emergency Shelter Barriers Bed space at The LOFT limited to comply with physical distancing guidelines. Staffing levels affected due to quarantining guidelines KIDS Center Medical Evaluations Exceeding Experiencing an increase in partner referrals. All children from Deschutes County with concerns for any form of abuse are referred to KIDS Center for a medical assessment. Latino Community Association Healthy Families & Family Empowerment On -Track Meeting the demand for services. In addition, have used other funding to provide direct pandemic support (e.g., direct financial assistance, COVID-19 testing, vaccine clinics). MountainStar Relief Nursery Services Exceeding After classroom closures in Q1 due to COVID-19 restrictions, meeting increased demand for in -person therapeutic classroom services and providing services virtually. Meeting increased demand for basic needs resources. Redmond Senior Center Meals on Wheels and Home Food Delivery Service On Track Funding used to support direct food costs. Responding to an increased demand for services. Saving Grace Mary's Place Exceeding Meeting increased demand for court referred supervised visits and exchanges. Continue to provide supervised visits remotely and modified in -person exchanges. *Progress toward outputs: Barriers to meeting outcomes on -track with contracted deliverables, or exceeding contracted deliverables 60 servi . Grant Partner 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 ;..-:„. -'.'--: • Bethlehem Inn • Central Oregon Veterans Outreach • Council on Aging • CASA • Cascade Youth & Family Center (J Bar J) • Family Access Network • Healthy Beginnings • KIDS Center • Latino Community Association • MountainStar • Redmond Senior Center • Saving Grace (Mary's Place) Grant Leveraged 0 Leveraged Resources 1M 2M 3M $(ranteL $268,000 to 12 Service Providers, For every $1 grantee, Service Providers leveraged nearly $13.24 for a total of over $3,500,000 Service Highlights 128,000 Meals 16,800 Volunteer Hours 4,400 Contacts w/Homeless 900 Safe Visits / Exchanges 480 Shelter Nights 500 Youth w/ACES 4,900 Referrals 2,500 Residents Directly Served Deschutes County Service Partner Funding History 2021 O O O O tR O o co 00 tR O O tll b4 0 0 O LIl I 000'0E$ O o 0 O N tR O O 0 O m= tR O O 0 o 64 O O 0 0 N b? O O 0 0 m {f} O o 0 O m {�} O o O O N O O O O N b4 0 0 0 • 00 N {/} 2020 O O O 0 d- tPr O O O 00 tR O O O Lfl = 69- O O O d' t4 O O o O m tf} O O O O N tR O O O N m O O 0 Lr1 tR O 0 0 I� 64 O 0 O o N 64 O 0 O O m kR O 0 O O N— {f} O O O O tPr 00010Z$ 0 0 0 r a% N V► a1 O NV) N O O O 005. O O O v-- O O O Ln O O 0 m tfl- O O 0 o m - O O 0 O N 000'0E$ O O O Ln '—'- t O O O Ln vl- 000,0Z$ O O O o m trl- O O O 0 N tsl 000'0 L$ O O O 0 N - 0 0 0 Le N inr CO N O O 0 O m 000'8 L $ O 0 O LA-n r- O o O 4.4 O O 0 Lf) N _ O O 0 = - O O 0 Lfl N O O 0 Lfl 4,9- O 0 0 Lfl - O 0 0 O N o 0 0 O m O 0 0 o N O 0 O O v- O O 0 o N 61 0 0 0 rYj ‘a N AA - 2017 CD O 0 O m tf} 0 0 0 Lfl tft 0 0 O Lfl -64 0 0 .- N V} 0 0 0 O N b4 $15,000 0 0 0 O N b4 000'S L$ 0 0 0 Lfl . 0 0 0 Ln r- !R 0 0 0 Ln N 0 0 0 Li-) bR 0 0 0 o tR 000'0Z$ 0 0 a- N m ly d4 2016 O 0 Lnl 00 N 69- O 0 O N v- yf} 0 0 O m v- {,4 O o O (-Ni -bfr 0 0 O O.- N.-.-'—' b4 O 0 o 4.4 0 0 0 LIl _ 0 0 0 O _ 0 0 0 o 4.4 0 0 0 0 _ 0 O O o N tR 0 0 0 O c- tPr 0 0 o O = 61- 0 0 0 o N } 0 O I l r a1 r {R /4 i GJ 57. Mandated/Sole Source County Initiative Mandated/Sole Source & County Impact Mandated/Sole Source County Initiative Mandated/Sole Source County Impact Mandated/Sole Source County Initiative County Impact Mandated/Sole Source Mandated/Sole Source County Initiative County Initiative Service Partner Central Oregon Council on Aging (COCOA) MountainStar Family Relief Nursery j-Barj/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 Total VIDE L TERY ALL Grant Programs: CA I • Discretionary Grants 40 Fundraising Grants • Arts and Culture Grants • Community Grant Program • EXE CISE