Central Oregon Intergovernmental Council BOARD AGENDA · 2014. 6. 30. · Central Oregon Intergovernmental Council BOARD AGENDA 334 NE Hawthorne Ave, Bend, OR 97701 (541) 548-8163

Central Oregon Intergovernmental Council BOARD AGENDA

334 NE Hawthorne Ave, Bend, OR 97701 (541) 548-8163 – Fax: (541) 923-3416

Office Locations: Bend, Klamath Falls, Lakeview, La Pine, Madras, Prineville, Redmond

Central Oregon Intergovernmental Council, Thursday, July 10, 2014, at 5:30 p.m., City of Redmond Public Works Department

1. Call to Order and Introductions

2. Public Comment

3. Consent Agenda (A)a. Approval of Board Minutes of June 5, 2014 (A) Attachment A b. May 2014 Financials (A) Attachment B c. Community and Economic Development Report - June 2014 (A) Attachment C d. Transportation Report - June 2014 (A) Attachment D e. Employment and Training Report - June 2014 (A) Attachment E

4. Administrativea. Resolution #264 – Approve COIC Volunteer Resolution (A) Attachment F

Andrew Spreadborough, Executive Director

b. CET Route Elimination – Redmond Airport Route (A) Attachment GKaren Friend, Deputy Director/Transportation Manager

c. Capacity Fund Request – CET Outreach and Engagement (A) Attachment H Andrew Spreadborough, Executive DirectorScott Aycock, Community Development Manager

5. Program Updatesa. Local Workforce Investment Area Redistricting Update Attachment I

Andrew Spreadborough, Executive Director

b. COIC Youth Program Overview and Outcomes, 2013-2014 Attachment JKevin Bradley, COIC Youth Program Manager

6. Executive Director Report

7. Union Negotiation Update (Executive Session) Andrew Spreadborough, Executive Director

8. Other Business/Announcements Attachment K

9. Adjourn

Everywhere Central Oregon

Works

Attachment A

COIC Minutes June 5, 2014 Page 1 of 5

Central Oregon Intergovernmental Council Minutes for June 5, 2014

City of Redmond – Public Works Department

243 E. Antler Ave Redmond

COIC Board Members: Jason Carr, City of Prineville; John Hatfield, Jefferson County; Alan Unger, Deschutes County; Lonny Macy, Confederated Tribes of Warm Springs; Ken Mulenex, City of La Pine; Bill Reynolds, City of Metolius; Andy Byrd, City of Culver; David Asson, City of Sisters; Jay Patrick, City of Redmond; Victor Chudowsky, City of Bend; Jim Leach, City of Madras; Jim Wilson, John McLeod, Chris Bellusci and Jim Kirkbride Appointed Members. COIC Staff: Andrew Spreadborough, Executive Director; Kevin Bradley, Youth Programs Manager; Ann Delach, Adult Programs Manager; Karen Friend, Deputy Director/Transportation Manager; Jim MacKinnon Loan Manager; Scott Aycock, Community and Economic Development Manager; Bill Caram, Fiscal and Administrative Services Manager; Joe Checketts, Staff Accountant; Lisa Kyle, Loan Officer and Misty Winner, Executive Assistant. Introductions Jason Carr called the meeting to order at 5:32 pm introductions were made. Andrew Spreadborough introduced COIC’s new Fiscal and Administrative Services Manager, Bill Caram. Consent Agenda Chair Carr stated that attachment G in the board packet is not the correct attachment. Mr. Spreadborough distributed the correct attachment G to the Board and asked that the board take a few moments to review the handout, as attachment G is a consent item. Mr. Carr said that everyone should have had an opportunity to review the consent agenda material, and asked if there were any questions and/or feedback. Mr. Hatfield moved to approve the consent agenda, as it has been amended.

a. Approval of Executive Committee Minutes of May 1, 2014 b. Approval of Board Minutes of May 1, 2014 c. April year-to-date 2014 Financials d. Community and Economic Development Report – May 2014 e. Transportation Report – May 2014 f. Employment and Training Report - April 2014 g. Approval of Fuel Procurement Award h. Approval Maintenance Procurement Recommendations

Mr. Wilson seconded. Motion carried unanimously. Administrative Mr. Spreadborough said that the COIC Budget Committee met twice to review the proposed 2014-2015 agency budget. At their meeting this afternoon the committee recommended that the COIC board approve the proposed budget. Mr. Spreadborough reviewed the budget message: COIC is projecting an overall 5.5% increase in revenues for Program Year (PY) 2014-2015,which breaks down into a $559,311 increase in Employment and Training program funding, a $203,594 increase in Economic Development/Loan

Attachment A


program funding, and a $118,123 increase in Transportation funding. Funding and FTE growth will be achieved in each of the COIC program areas/departments. Mr. Spreadborough stated that the COIC Budget Committee agreed to recommend the approval of the proposed 2014-2015 budget. After explanation and discussion of Resolutions #260-#263 the following motions were made: Resolution #260 – Adopting the budget BE IT RESOLVED, that the Board of Directors of the Central Oregon Intergovernmental Council hereby adopts the annual budget approved by the Budget Committee of the Central Oregon Intergovernmental Council for the fiscal year 2014-2015 in the amount of $16,339,122.00 in general funds and $1,912,581.00 in special funds at the regular meeting of the Board on June 5, 2014. BE IT FINALLY RESOLVED, that the chair of the Board files this Resolution with the Oregon Department of Revenue on or before July 15, 2014. Resolution #261 – Making Appropriations BE IT RESOLVED, that the amounts for the fiscal year beginning July 1, 2014, and for the purposes shown below are hereby appropriated as follows: General Fund Personal Services $7,754,500.00 Materials and Services 7,203,552.00 Capital Outlay 320,468 Operating Contingencies 920,679.00 Debt Service 139,923.00 Fund Total $16,339,122.00 Special Funds EDA Revolving Loan Fund, Round #1 $188,504.00 EDA Revolving Loan Fund, Round #2 258,155.00 EDA Revolving Loan Fund, Round #3 219,215.00 Intermediary Relending Program 1,208,188.00 Local Job Creation 38,519.00 Special Funds Total $1,912,581.00 BE IT FINALLY RESOLVED, that the chair of the Board files this Resolution with the Oregon State Department of Revenue on or before July 15, 2014. Mr. Leach moved to approve Resolutions #260 and #261 as presented. Mr. McLeod seconded. Motion carried unanimously. Resolution #262 – Adopting the Supplemental Budget BE IT RESOLVED, that the Board of Directors of the Central Oregon Intergovernmental Council hereby adopts the supplemental budget proposed by the Budget Officer of Central Oregon Intergovernmental

Attachment A


Council for the fiscal year 2013-2014 in the amount of $15,426,238.00 in general funds and $2,804,960.00 in special funds at the regular meeting of the Board on June 5, 2014.

BE IT FINALLY RESOLVED, that the chair of the Board files this Resolution with the Oregon Department of Revenue on or before July 15, 2014. Resolution #263 – Making Supplemental Appropriations BE IT RESOLVED, that the amounts for the fiscal year beginning July 1, 2013, and for the purposes shown below are hereby appropriated as follows: General Funds Personal Services $7,284,212.00 Materials and Services 6,937,265.00 Capital Outlay 146,824.00 Transfers and Contingency 918,014.00 Debt Service 139,923.00 Fund Total $15,426,238.00 Special Funds EDA Revolving Loan Fund, Round #1 $ 320,808.00 EDA Revolving Loan Fund, Round #2 438,733.00 EDA Revolving Loan Fund, Round #3 409,449.00 Intermediary Relending Program 1,607,540.00 Local Job Creation 28,430.00 Special Funds Total $2,804,960.00 BE IT FINALLY RESOLVED, that the chair of the Board files this Resolution with the Oregon State Department of Revenue on or before July 15, 2014. Mr. Hatfield moved to approve Resolutions #262 and #263 as presented. Mr. Mulenex seconded. Motion carried unanimously. Cowboy Dinner Tree, Inc. Silver Lake, COIC IRP Loan Lisa Kyle requested approval of an IRP loan in the amount for the Cowboy Dinner Tree restaurant in Silver Lake, in the amount of $200,000 for 20 year amortization with a 7.25% fixed rate. Ms. Kyle stated that partial financing is for the acquisition for the Cowboy Dinner Tree restaurant business and property, with the balance of $89,000 expected to be financed by Mid Oregon Credit Union. If Mid Oregon is unable to finance, then COIC’s affiliate Oregon Business Development Corporation will request the approval to finance the balance amount.

Ms. Kyle explained that the Loan Committee recommended the approval of this loan. She noted two remaining steps: the approval of the second loan by Mid Oregon Credit Union or Oregon Business Development Corporation, as well as the receipt of the appraisal on the project property and other property.

Mr. Mulenex moved to approve the Cowboy Dinner Tree, Inc. IRP Loan - as presented. Mr. Chudowsky seconded. Motion carried unanimously.

Attachment A


Approval CET Fare Increase Recommendations Karen Friend said that the process to propose an increase to CET fares began in 2013. In part this was in response to funding-related service cutbacks. We received comments that rather than continue to cut services, an increase to fares would be a better option to keep services in place. When the proposal reached the COIC Board last summer, the Board provided feedback that the fare increase should be incremental. Ms. Friend said that staff has revised the fare proposal through public meetings and the Regional Public Transit Advisory Committee input. The fare increase recommendations presented for action are modest – a $.25 per ride increase on the rural system. She said that there will also be limitations on daily passes, discounted passes and monthly passes. She said the fare increase is projected to increase revenue by at least $15,000. She noted that the RPTAC supports the recommendations. John McLeod asked if any thought was given to the seasonal variances in fares to account for peak demand. Ms. Friend said that had not been analyzed. However, she noted that a number of scenarios had been analyzed. She said fares have not increased since 2008. She said farebox recovery rates are currently 17% for the Bend system, 24% for the community connector shuttles, and just 6% for the rural system. Mr. Spreadborough said that the challenge with establishing a farebox recovery target is balancing affordability, which encourages ridership, with the need to cover costs. It ultimately is a board policy decision. Mr. Patrick moved to approve CET Fare Increase Recommendations - as presented. Mr. Leach seconded. Motion carried unanimously. Program Updates Local Workforce Investment Area Redistricting Update Mr. Spreadborough said that staff continues to track the workforce local area redistricting process. He noted that the proposed redistricting concept gaining the most traction includes formation of a “central corridor” local area which would include workforce regions 9, 10 and 11 (The Dalles down to Klamath Falls). Mr. Spreadborough reported that he will be attending an Association of Oregon Counties meeting next week in which commissioners will be discussing redistricting options and process. More information on the process will be provided at the July COIC Board meeting. CET Funding Strategy Update Scott Aycock said that a key outcome of the CET Funding Committee was recognition that we need to better inform the public and key stakeholders on the value of transit, and to prepare the region to make transportation investments in the future. He summarized work under way to plan for and budget a new outreach and development staff position at COIC. An ODOT grant to support this work has been secured, and additional fundraising efforts are under way. Mr. Spreadborough noted the importance of this funding for adding capacity to the CET team. Chris Bellusci asked how closely staff is working with OSU Cascades Campus in terms of meeting transit needs associated with the new campus project. Mr. Aycock replied that staff is working closely with OSU in a couple ways: participating on a transportation campus advisory committee, and working one-on-one with OSU staff on their site plan application. Mr. Bellusci asked for an update on working toward a transit tax measure. Mr. Spreadborough summarized the status of COIC’s work to establish taxing authority under ORS 190.083. He said that ODOT provided

Attachment A


an attorney general opinion on whether or not the existing ORS 190.083 would allow COIC to establish a property tax to fund transit (subject to voter approval). The AG opinion concluded that as written the statute would not likely support this authority. Mr. Spreadborough said that he and Karen Friend met with a representative of the Oregon Transit Association, who provided feedback on how a legislative clarification of this statute could be accomplished. Mr. Spreadborough noted that staff will be working to gain legislative support for the upcoming state session, and noted that COIC Board support and assistance may be necessary to move this legislative issue forward. Executive Director Report Mr. Spreadborough said that the federal Workforce Investment Act (WIA) appears to be close to reauthorization. He said that the new federal workforce bill may have significant impacts on COIC’s employment and training services, so staff will be tracking the status of the bill and will report to the board at future meetings. Mr. Spreadborough said that the next COIC Board meeting is scheduled for July 10, which is the second Thursday of July. The meeting was moved back a week to avoid conflicting with the 4th of July holiday. He asked board members to mark their calendars. Mr. Spreadborough said that this is the last COIC board meeting for Executive Assistant Misty Winner, as she and her family are relocating to Portland. He thanked Ms. Winner for her contributions to COIC and her work with the Board. Other Business/Announcements As there was no further business, the meeting adjourned at 7:14 pm. COIC Chair

CENTRAL OREGON PAGE 1INTERGOVERNMENTAL COUNCIL GENERAL FUND EXPENDITURES

FISCAL YEAR2013 - 2014 BOARD

APPROVEDBUDGET 5/31/2014 BUDGETFY 13-14 91.67% EXPENDED

Personal Services Executive Director 85,224 87,620.94 102.81 %

Senior Management Team Deputy Director 96,216 93,378.87 97.05 % Loan Manager 93,456 85,430.69 91.41 % Community & Econ Dev Manager 66,648 66,962.15 100.47 % Program Managers - E & T 233,760 221,390.62 94.71 % Fiscal & Administrative Manager 75,012 30,966.51 41.28 % Human Resources Manager 60,996 56,382.20 92.44 %

Program Facilitators Program Administrators - E.D. 97,746 92,099.90 94.22 % Program Administrators - Transportation 291,276 194,426.01 66.75 % Loan Officer 71,508 65,411.49 91.47 % Transportation Planner 64,716 0.00 0.00 %

Program Staff Network Administrator 80,376 71,977.59 89.55 % Employment Counselor 1,054,568 999,174.37 94.75 % Staff Accountant 39,492 28,937.31 Accounting Coordinator 62,184 59,935.50 96.38 % Human Resource Coordinator 52,272 51,336.81 98.21 % Executive Assistant 7,081.74 No Budget % Administrative Assistant 38,016 31,339.37 82.44 % Classroom Instructor - Lead 65,508 61,157.34 93.36 % Classroom Instructor 453,577 408,885.86 90.15 % Program Planner - E&T 56,616 53,510.53 94.51 % Program Coordinators 119,712 160,214.59 133.83 % Trans Operations Assistant 9,371.46 No Budget %

Technical Support IT Support 20,160 24,552.90 121.79 % Program Assistant - E&T 163,558 121,275.90 74.15 % Program Assistant - CED and Transportation 77,893 61,803.30 79.34 % Accounting Clerk 78,984 65,570.06 83.02 % Loan Servicing Clerk 47,940 43,313.02 90.35 %

Support Customer Service Reps 358,555 363,144.91 101.28 % Drivers 439,946 452,608.51 102.88 % Vehicle Washers 45,989 41,679.89 90.63 % Classroom Aide 26,532 22,668.05 85.44 % Clerical Receptionist 12,942 22,375.09 172.89 %

Temporary Summer Crew Leaders 4,888 3,222.01 65.92 % ***SUB-TOTAL*** 4,536,266 4,159,205.49 91.69 %Merit Increases 66,619COLA Increases 0Vacation Buyout/Longevity/O.T. Expense 0

Payroll Expense Medical/Life/Dental Insurance & LTD 1,411,902 1,379,269.15 97.69 % Public Employes Retirement 751,107 561,268.16 74.73 % F. I. C. A. 339,757 306,761.44 90.29 % Workers Compensation 61,959 79,025.84 127.55 % Unemployment Insurance 116,602 104,770.00 89.85 %TOTAL PERSONAL SERVICES 7,284,212 6,590,300.08 90.47 %

Attachment B

PAGE 2CENTRAL OREGON GENERAL FUND EXPENDITURES

INTERGOVERNMENTAL COUNCILFISCAL YEAR2013 - 2014 BOARD YEAR TO DATE

APPROVED EXPENSESBUDGET 5/31/2014 BUDGETFY 13-14 91.67% EXPENDED

Materials and Services

Rent 587,881 525,628.58 89.41 % Telephone 121,612 112,839.52 92.79 % Utilities/Janitorial 225,401 225,260.40 99.94 %

Supplies/Printing School District/ Crews 39,658 33,103.22 83.47 % General Supplies 115,469 119,073.82 103.12 % Furnishings & Equipment 113,418 87,169.80 76.86 % Printing 20,768 12,286.59 59.16 % Postage 9,215 9,321.36 101.15 % Subscriptions 2,110 2,675.80 126.82 % Fees/Dues 230,469 116,804.10 50.68 % Advertising 27,464 3,772.68 13.74 % Office Equipment Lease Expense 3,521 5,914.58 167.98 %

Repair and Maintenance Office Equipment 11,891 10,175.73 85.58 % Vehicles 447,759 298,775.75 66.73 % Other 21,559 19,995.60 92.75 % Insurance 74,103 62,293.57 84.06 % Services Legal 74,840 25,151.63 33.61 % Auditing 25,679 28,830.02 112.27 % Security Services 5,649.00 No Budget

Consulting Computer Networks/Software 24,000 23,967.92 99.87 % Telephone Systems 3,104 2,206.50 71.09 % Contracting 3,491,689 3,025,653.40 86.65 % Other 2,955 2,035.00 68.87 %

Training/Travel Operational 88,198 76,505.00 86.74 % Staff Training/Education 12,190 5,287.75 43.38 % Employee Bus Pass 8,464 9,573.00 113.10 % Crew Travel 26,450 19,747.01 74.66 % Fuel Expense - Transportation 640,620 431,768.59 67.40 % ***SUB-TOTAL*** 6,450,487 5,301,465.92 82.19 %

Job Training/Services Client

Workforce Investment Act 271,972 195,665.34 71.94 % Family Support Act 41,449 18,167.46 43.83 % School Districts/Crews 99,901 53,621.00 53.67 %

Cost of Goods Sold Hawthorne Market 73,456 57,758.21 78.63 %

TOTAL MATERIALS AND SERVICES 6,937,265 5,626,677.93 81.11 %

Attachment B

PAGE 3CENTRAL OREGON GENERAL FUND EXPENDITURES

INTERGOVERNMENTAL COUNCILFISCAL YEAR2013 - 2014 BOARD YEAR TO DATE

APPROVED EXPENSESBUDGET 5/31/2014 BUDGETFY 13-14 91.67% EXPENDED

Capital Outlay

Equipment Furnishings & Equipment 0 0.00 No Budget % Vehicles 112,300 13,300.00 11.84 % Leasehold Improve / Real Prop. 34,524 34,524.33 100.00 % Proceeds from Sale of Capital 0 (300.00) No Budget %

TOTAL CAPITAL OUTLAY 146,824 47,524.33 32.37 %

Debt Service

Principle 79,262 72,614 91.61 % Interest 60,661 55,649 91.74 %

TOTAL DEBT SERVICE 139,923 128,262.75

EXPENDITURES BEFORE CONTINGENCY 14,508,224 12,392,765 85.42 %

Transferred to Other Funds

Operating Contingency 918,014 0.00

TOTAL TRANSFERS & CONTINGENCY 918,014 0.00

Unappropriated Ending Balance

TOTAL GENERAL FUND EXPENDITURES 15,426,238 12,392,765

Attachment B

PAGE 3A

Expenditures Attachment B: Pages 1-3 For the Fiscal Period Ending 5/31/2014

GENERAL FUND EXPENDITURE LINE ITEM Notation

Budget has been adjusted for supplementary items since board approval

Actual to Budget Variance Notations / Explanations

Explanation

Attachment B

CENTRAL OREGON PAGE 4INTERGOVERNMENTAL COUNCIL

FISCAL YEAR GENERAL FUND RESOURCES2013 - 2014

BOARD YEAR TO DATEAPPROVED REVENUE BUDGET

BUDGET 5/31/2014 RECEIVED(Beginning Balance) FY 13-14 91.67% FY 13-14Net Working Capital 850,475 858,245 100.91 % Job Training Reserves $306,207 Transportation $112,761 Ec. Dev. Planning $ 51,122 Ec. Dev. Loans $388,155

Charges for Services EDA Round 1 Fund 22,223 21,169 95.26 % EDA Round 2 Fund 32,046 29,465 91.95 % EDA Round 3 Fund 45,721 45,195 98.85 % Local Job Creation Fund 3,865 3,600 93.15 % Or. Business Development Corp. 228,307 198,642 87.01 % USDA/Intermediary Relending RLF 64,932 63,410 97.66 %

Grants/Contracts With Other Agencies State Government

DHS 3,809,622 3,798,109 99.70 % OR Department of Transportation 1,092,015 867,490 79.44 % Oregon Dept of Land Cons. & Dev. 0 4,602 No Budget % Oregon Youth Conservation Corp 41,500 28,639 69.01 %

Local Government Deschutes County 293,309 248,437 84.70 % Jefferson County 141,436 77,894 55.07 % Crook County 90,116 138,870 154.10 % City of Bend 1,000,807 1,322,199 132.11 % Other Local Government 496,880 357,960 72.04 % School District Income 1,664,444 1,328,746 79.83 %

Federal Government EDA 75,000 26,367 35.16 % US Dept of Agriculture 124,895 27,803 22.26 % US Dept of Transportation 1,149,088 697,538 60.70 % Federal Emergency Management Agency 60,000 29,750 49.58 % National Forest Service 0 82,708 No Budget %

The Oregon Consortium W.I.A. - Adult 1B 803,734 725,570 90.27 % W.I.A. - Youth 1B 837,234 459,442 54.88 % W.I.A. - Dislocated Worker 941,207 731,238 77.69 % NCRC 100,000 59,540 59.54 % Meyer Memorial Trust 120,000 151,588 126.32 % Opportunity Foundation of C.O. 0 0 No Budget % Central Oregon Council on Aging 58,392 91,324 156.40 % COFSF Foundation 13,000 0 0.00 % Partnership to End Poverty 17,650 17,650 100.00 % C.O. Resources for Indep. Living 0 14,387 No Budget %

Use of Money & Fees Interest on Investments 5,245 5,302 101.09 %

Other Misc. Job Training/Project Income 95,626 22,117 23.13 % Misc. Economic Development 365,319 10,337 2.83 % Misc. Transportation 11,325 89,770 792.67 % Bus Fares 566,168 720,073 127.18 % Rent Income 204,657 188,084 91.90 %TOTAL RESOURCES 15,426,238 13,543,262 87.79 %

Attachment B

CENTRAL OREGON PAGE 5INTERGOVERNMENTAL COUNCILGENERAL FUND EXPENDITURES

BY CATEGORYFISCAL YEAR2013 - 2014

TOTALCASH CASH CASH CASH

BUDGET EXPENSES EXPENSES EXPENSES EXPENSESFY 13-14 5/31/2014 JOB TRNG. EC.DEV. TRANSIT

Personal Services

Salaries 4,602,885 4,159,205 2,262,556 437,385 1,459,264 Fringe Benefits 2,681,327 2,431,095 1,269,836 220,172 941,086TOTAL PERSONAL SERVICES 7,284,212 6,590,300 3,532,392 657,557 2,400,351

Materials and Services

Office Support 1,235,532 1,133,274 700,436 99,024 333,813 Fees/Advertising 261,454 120,577 44,513 6,596 69,467 Repairs and Maintenance 481,209 328,947 19,965 1,516 307,466 Insurance 74,103 62,294 15,076 2,769 44,448 Professional Services 3,598,267 3,113,493 36,250 159,060 2,918,184 Travel/Training (Bus Fuel) 775,922 542,881 69,123 9,440 464,318 COGS Market 73,456 57,758 0 0 57,758 Client Services 413,322 267,454 267,454 0 0TOTAL MATERIALS AND SERVICES 6,913,265 5,626,678 1,152,818 278,404 4,195,456

Capital Outlay

Equipment Computer 0 0 0 0 0 Software 0 0 0 0 0 Furnishings & Equipment 0 0 0 0 0 Vehicles 112,300 13,300 13,300 0 0 Leasehold Improve / Real Prop. 34,524 34,524 0 0 34,524 Proceeds from Sale of Capital 0 (300) (300)

TOTAL CAPITAL OUTLAY 146,824 47,524 13,000 0 34,524

Debt Service

Principle 79,262 72,614 Interest 60,661 55,649

TOTAL DEBT SERVICE 139,923 128,263

Transferred to Other Funds

Operating Contingency 918,014 0 0 0 0

TOTAL TRANSFERS & CONTINGENCY 918,014 0 0 0 0

Unappropriated Ending Balance

TOTAL SUMMARY 15,402,238 12,392,765 4,698,210 935,961 6,630,331

5/31/2014FOR THE PERIOD ENDING

Attachment B

CENTRAL OREGON PAGE 6INTERGOVERNMENTAL COUNCIL SUPPLEMENTAL REPORT

FISCAL YEAR2013 - 2014 ECONOMIC DEVELOPMENT ACTIVITIES

YTD BUDGETBUDGET 5/31/2014 YEAR TO

***RESOURCES*** FY 13-14 91.67% DATE %Beginning Fund Balance 432,847 439,277 101.49 %Charges for Services Revolving Loan Funds

Program Income EDA Round 1 Fund 22,223 21,169 95.26 % EDA Round 2 Fund 32,046 29,465 91.95 % EDA Round 3 Fund 45,721 45,195 98.85 % Local Job Creation Fund 3,865 3,600 93.15 % OR Business Development Corp. 228,307 198,642 87.01 % USDA/Intermediary Relending RLF 64,932 63,410 97.66 % C.O. Regional Community Investment 0 0 0.00 %

Contracts with Other Agencies Deschutes County 12,970 27,943 215.45 % Jefferson County 18,105 9,269 51.20 % Crook County 28,813 42,619 147.91 % City of Bend 39,103 50,460 129.04 % Other Local Government 30,759 19,368 62.97 %

Grants from Other AgenciesFederal Government

EDA 75,000 26,367 35.16 % US Dept of Agriculture 124,895 27,803 22.26 % Federal Emergency Management Agency 60,000 29,750 49.58 %

State of Oregon The Oregon Consortium:WIA 100,000 59,540 59.54 % Department of Transportation 34,000 23,663 69.60 % Oregon Dept of Land Conservstion & Dev 0 4,602 No Budget %Meyer Memorial Trust 120,000 151,588 126.32 %COFSF Foundation 13,000 0 0.00 %

Use of Money & Fees Interest on Investments 2,750 2,714 98.68 %Misc. Economic Development 978 10,337 No Budget %Local Business 0 0 No Budget %Charges for Services 0 0 No Budget %

TOTAL CURRENT FISCAL YEAR 1,057,467 874,168 82.67 %

TOTAL RESOURCES 1,490,314 1,313,445 88.13 %

***EXPENDITURES***Personal Services 687,488 657,557 95.65 %Materials & Services 367,229 278,404 75.81 %Capital Outlay 0 0 No Budget % TOTAL PERSONAL, MATERIALS & SERVICES, CAPITAL OUTLAY 1,054,717 935,961 88.74 %

Operating Contingency 435,597 0.00 % TOTAL EXPENDITURES 1,490,314 935,961 62.80 %

Attachment B

CENTRAL OREGON PAGE 7INTERGOVERNMENTAL COUNCIL SUPPLEMENTAL REPORT

FISCAL YEAR2013 - 2014 TRANSPORTATION ACTIVITIES

YTD BUDGETBUDGET 5/31/2014 YEAR TO

***RESOURCES*** FY 13-14 91.67% DATE %Beginning Fund Balance 113,456 112,761 0.00 %

Grants/Contracts with Other Agencies

State of Oregon Department of Human Services 2,628,271 2,880,627 109.60 % Department of Transportation 1,058,015 843,827 79.76 %

County and Local Government Deschutes County 280,339 220,493 78.65 % Jefferson County 123,331 68,625 55.64 % Crook County 61,303 96,252 157.01 % City of Bend 961,704 1,271,739 132.24 % Other Local Government 466,121 338,592 72.64 %

Federal Government US Dept of Transportation 1,149,088 697,538 60.70 %

Opportunity Found. Of C.O. 0 0 No Budget %Central Oregon Council on Aging 58,392 91,324 156.40 %Central Oregon Res. for Indep. Liv. 0 14,387 #DIV/0! %Partnership to End Poverty 17,650 0 0.00 %

Use of Money & FeesInterest on Investments 695 697 No Budget %Misc. Transportation 11,325 89,770 792.67 %Bus Fares 566,168 720,073 127.18 %Charges for Services 364,341 17,650 4.84 %

TOTAL CURRENT FISCAL YEAR 7,746,743 7,351,594 94.90 %

TOTAL RESOURCES 7,860,199 7,464,354 94.96 %

***EXPENDITURES***Personal Services 2,615,754 2,400,351 91.77 %Materials & Services 5,095,770 4,195,456 82.33 %Capital Outlay 34,524 34,524 100.00 % TOTAL PERSONAL, MATERIALS & SERVICES, CAPITAL OUTLAY 7,746,048 6,630,331 85.60 %

Operating Contingency 114,151 TOTAL EXPENDITURES 7,860,199 6,630,331 84.35 %

Attachment B

CENTRAL OREGON SUPPLEMENTAL REPORT PAGE 8INTERGOVERNMENTAL COUNCIL

FISCAL YEAR JOB TRAINING ACTIVITIES2013 - 2014

BUDGETRESOURCES BUDGET 5/31/2014 YEAR TO

FY 13-14 91.67% DATE %***RESOURCES***

Beginning Fund Balance 304,867 306,207 100.44 %

Contracts with Other Agencies State Government

DHS 1,181,351 917,482 77.66 % School District Income 1,664,444 1,328,746 79.83 % Oregon Youth & Conservation Corp 41,500 28,639 69.01 %

The Oregon Consortium W.I.A. - Adult 1B 803,734 725,570 90.27 % W.I.A. - Youth 1B 837,234 459,442 54.88 % W.I.A. - Dislocated Worker 941,207 731,238 77.69 %

Use of Money & Fees Interest on Investments 1,800 1,892 105.09 %

Other Program Income Misc. Income/Projects 95,626 78,162 81.74 %

TOTAL CURRENT FISCAL YEAR 5,566,896 4,271,171 76.72 %

TOTAL RESOURCES 5,871,763 4,577,378 77.96 %

***EXPENDITURES***Personal Services 3,980,970 3,532,392 88.73 %Materials & Services 1,471,826 1,152,818 78.33 %Capital Outlay 112,300 13,000 No Budget %

TOTAL PERSONAL, MATERIALS & SERVICES, CAPITAL OUTLAY 5,565,096 4,698,210 84.42 %

Operating Contingency 306,667 0.00 %

TOTAL EXPENDITURES 5,871,763 4,698,210 80.01 %

Attachment B

PAGE 9

SPECIAL REVENUE FUNDS

BOARDAPPROVED YEAR TO YTD

BUDGET DATE BUDGETFY 13-14 5/31/2014 91.67%

Beginning Cash $2,316,681.00 $2,308,919.31

Resources Revolving loan collections 276,778.00 256,169.90 92.55% Principal write-off 0.00 (331,478.88) 0.00% Loan Packaging/Servicing 19,750.00 18,706.85 94.72% Interest on revolving loans 179,226.00 141,814.88 79.13% Interest on investments 12,525.00 6,186.72 49.39%

Total Resources 2,804,960.00 2,400,318.78

Requirements Contract Services 168,787.00 162,840.30 96.48% Project Advances 0.00 0.00 Business loans 981,376.00 932,625.81 95.03% Interest on COIC Loans 14,808.00 13,365.16 90.26% Principal Repayment 94,445.00 94,445.77 100.00% Operating contingency 1,545,544.00 0.00 0.00%

Total Requirements 2,804,960.00 1,203,277.04

Ending Cash $0.00 $1,197,041.74

CENTRAL OREGON INTERGOVERNMENTAL COUNCILFISCAL YEAR2013 - 2014

Attachment B

PAGE 10

Capacity Fund Balance as of

PRIOR YEAR CARRY FORWARD 33,157.67

CURRENT YEAR CONTRIBUTIONS

Deschutes County 12,970.00 Jefferson County 3,355.00 Crook County 2,813.00 City of Culver 338.00 City of Prineville 2,280.00 City of La Pine 412.00 City of Metolius 174.00 City of Sisters 513.00 City of Madras 1,544.00 City of Redmond 6,498.00 City of Bend 19,103.00

TOTAL FY13-14 CONTRIBUTIONS 50,000.00

TOTAL FUNDS AVAILABLE FY13-14 $83,157.67

BOARD MTG

FY13-14 EXPENDITURES NOTES DATE APPRVD

Biomass Market Development Project 9,000.00 Support funding of biomass market development 05/02/2013CET Survey and Outreach 2,500.00 Survey Gapfill funding 07/11/2013CET Funding Committee Staffing 7,500.00 Support staffing for CET Funding Committee. 07/11/2013CET Funding Outreach 10,000.00 Support Implementation of Committee Recomme 12/05/2013Local Food Hub Development Capacity 9,100.00 Support USDA Risk Management Education Gra 02/06/2014COIC Forest Program Policy 10,000.00 Support of Forest Fundraising Work Capacity 02/06/2014CET Survey and Outreach 1,591.00 Survey Gapfill funding 05/01/2014CET Funding Committee Staffing 10,000.00 Support staffing for CET Funding Committee. 05/01/2014

TOTAL FY13-14 EXPENDITURES 59,691.00

FUND BALANCE $23,466.67

FUNDS COMMITTED FY13-14Redmond Hub Improvements 16,275.00 Match funding of CET station/stops. 12/02/2010

TOTAL FUNDS COMMITTED FY13-14 16,275.00

PROJECTED FUND BALANCE AT YEAR END $7,191.67

CAPACITY FUND CONSIDERATIONS OTHER CRITERIA

The proposed project is appropriate for COIC Creates economies of scale

The project falls within the scope of the COIC purpose statements

Leverages additional resources

The project is of regional significance Supports regional coordination

CENTRAL OREGON INTERGOVERNMENTAL COUNCILECONOMIC DEVELOPMENT JURISDICTIONAL DUES ACTIVITY

May 31, 2014

Attachment B

BUILDING FUNDS9920

BOARDAPPROVED

Intermodal Transit BUDGET IntermodalFY 13-14

Beginning Cash $59,736.00 $0.00 $59,736.00 $0.00

ResourcesRental Income 97,200 97,200.00 87,868.00

(131,478.88)

Total Resources 156,936 0 0 156,936.00 (43,610.88)

Debt ServicePrinciple Payments 46,458 46,458.00 42,558.52Interest Expense 15,990 15,990.00 14,685.48Operating Contingency 94,488 94,488.00

Total Debt Service 156,936 0 156,936.00 57,244.00

Ending Cash $0.00 $0.00 $0.00 $0.00 ($100,854.88)

CENTRAL OREGON INTERGOVERNMENTAL COUNCILFISCAL YEAR2013 - 2014

Attachment B

BUILDING FUNDS

Beginning Cash

ResourcesRental Income

Total Resources

Debt ServicePrinciple PaymentsInterest ExpenseOperating Contingency

Total Debt Service

Ending Cash

PAGE 10

9930

YEAR TO YTDTransit DATE BUDGET

5/31/2014 91.67%

$0.00 $0.00

100,215.92 188,083.92 193.50%(200,000.00) (331,478.88)

(99,784.08) (143,394.96)

30,055.15 72,613.67 156.30%40,963.60 55,649.08 348.02%

0.0071,018.75 128,262.75

($170,802.83) ($271,657.71)

Attachment B

Attachment C

Community and Economic Development Report June, 2014

I. CED Administration II. Regional Board Administration and Project Technical Assistance III. Economic Development Activities IV. Natural Resource Activities I. CED Administration No update II. Regional Board Administration and Technical Assistance Central Oregon Area Commission on Transportation The Oregon Transportation Commission (OTC) held their June meeting in Bend on June 19th and 20th. Outcomes will be reported in the July CED Department report. III. Economic Development Activities Local Agriculture Program COIC partnered with the High Desert Food & Farm Alliance to submit an Exploration Grant to WealthWorks NW for $10,000 to support the exploration of the Food Hub value chain. The value chain exploration focuses on the eight forms of community wealth/capital: built, financial, individual, cultural, intellectual, natural, political and social. If received, the grant period will be July‐October 2014 and has the potential to be selected for a second grant to implement an on‐the‐ground capital project that would bring in $640,000 for organizational capital and support, business development, coaching and capacity building, and technical support for the Food Hub. COIC submitted a $97,200 Local Food Promotion Program (LFPP) grant to USDA‐AMS on behalf of the private business, Agricultural Connections. The LFPP is a new grant program that emerged from the 2014 Farm Bill and focuses on development, improvement and/or expansion of local and regional food business enterprises. If funded, the grant would allow Agricultural Connections to expand their current business in Madras and offer a new local food pick‐up location in Prineville. It would also provide funds for coordination with farmers via pre‐season crop planning. COIC would be contracted to provide outreach and evaluation throughout the two‐year grant period. For more on Agricultural Connections business model, visit: www.agriculturalconnections.com IV. Natural Resource Activities COIC worked with Mt. Bachelor to submit a Wood to Energy grant application to the Forest Service. The grant request was for $250,000 to complete engineering and design for two biomass thermal energy systems at the base of the mountain at West Village and Sunrise Village. The regional review team for the Pacific Northwest (Oregon and Washington) ranked the Mt. Bachelor grant application very high and forwarded it to the national competition for likely funding approval. When engineering and design are complete, the two projects should be construction‐ready and Mt. Bachelor will be able to assemble necessary financing for construction. The combined capital cost for the two systems is estimated to be $2.5 million. The projects will consume roughly 2500 green tons of wood chips per year, supporting implementation of local forest thinning projects.

Community and Economic Development Report June, 2014 Page 2

COIC is submitting two grant proposals to support the Ochoco Forest Restoration Collaborative (OFRC) and the Deschutes Collaborative Forest Project (DCFP). The first request for the OFRC was submitted to a new state grant program created by the Governor and the legislature called the Federal Forest Health Collaborative Capacity Assistance program. COIC requested $51,246 to build agreement on where and how restoration should be implemented on the Ochoco National Forest, to increase community awareness and support for restoration work, and to monitor the results of treatments that the OFRC recommended in the Wolf watershed. The second request for the DCFP will be submitted to the Bella Vista Foundation. COIC is requesting $35,000 to support collaborative project planning in mixed conifer forests and on Indian Ford Creek, community outreach and education work, and multi party monitoring trips to the West Bend project.

Attachment C

COIC/Oregon Business Development CorporationLoan Dept Board Report -- July 2014

Project NameParticipting

BankProgram City Project Status

Loan$1,000's

Project$1,000's

Projects Under Review

Malt Processing N/A COIC EDA Bend Purchase equipment Under review TBD TBDMini Storage Lewis & Clark Bank SBA 504 Bend New construction Under review TBD TBDRestaurant/craft brewery People's Bank of Commerce SBA ILP Grants Pass Purcahse building/start-up costs Under review TBD TBDRestaurant N/A COIC IRP Terrebonne Business acquistion Under review TBD TBDAdult foster care N/A COIC IRP Redmond Building purchase Under review TBD TBDVacation Cabins TBD COIC IRP CRR Refinance Under review TBD TBDRetail TBD COIC EDA Bend Purchase building Under review TBD TBD

Projects In Closing

Home Health People's Bank SBA ILP Medford Purchase building Funded in June 900 900Restaurant/cabins Mid-Oregon Credit Union COIC IRP Silver Lake Refinance Pending bank approval 200 400Pharmacy People's Bank SBA 504 Medford Purchase building Under construction 180 430

Other Activities: RMA meetingsCID meetingsCDC portfolio = $23.4 million

Attachment C

CENTRAL OREGON INTERGOVERNMENTAL COUNCIL

FUND TO DATE

JULY 1, 2013 ‐ MAY 31, 2014

PORTFOLIO STATEMENT COIC ROUND #1

7/1/2013 SOURCES USES 5/31/2014

BEGINNING OF FUNDS: OF FUNDS: ENDING

BALANCE 5/31/2014 5/31/2014 BALANCE

CASH AVAILABLE 225,119.99

Prior Year Interest Receivable 613.25

Prior Year Fees Receivable 20.00

Principal Repayment 68,900.89

Repayment Interest 15,157.23

Penalty/Loan Fees Income 2,757.50

Invested Interest Income 917.66

Charges for Services 21,169.04

Notes Transferred From Other Funds

Notes Transferred To Other Funds

Loans Advanced 175,000.00

225,119.99 88,366.53 196,169.04 117,317.48

7/1/2013 5/31/2014

NOTES RECEIVABLE Beginning Principal Principal Principal Ending Interest

Balance Advances Write‐Off Repayment Balance Payments

Electrical Mechanics, Inc. dba Waddell‐EM 17,650.92 7,118.39 10,532.53 1,131.61

LOHA Investments dba Marshall's Auto 42,213.25 4,224.01 37,989.24 2,893.49

Jay T's Hair Parlor 31,102.00 2,532.39 28,569.61 2,297.61

Motherwise Community Birth Center 131,478.88 131,478.88 0.00 0.00 0.00

Primal Cuts Meat Market, LLC 53,208.51 31,000.00 5,964.67 78,243.84 4,335.33

Amy Moll dba Healing Response 49,061.43 49,061.43 0.00 3,154.85

Cascade Rack, LLC 144,000.00 0.00 144,000.00 1,957.59

TOTAL 324,714.99 175,000.00 131,478.88 68,900.89 299,335.22 15,770.48

7/1/2013 5/31/2014

RECEIVABLES Beginning Ending

Balance Increases Decreases Write‐Off Balance

Interest 613.25 613.25 0.00

Late & Loan Fees 20.00 20.00 0.00

TOTAL 633.25 0.00 633.25 0.00 0.00

PORTFOLIO BALANCE 550,468.23 416,652.70

Loans Approved Not Disbursed:

Cascade Rack, LLC 0.00

0.00

Attachment C COIC loan reports 071014 meeting.xlsx

Attachment C


FUND TO DATE

JULY 1, 2013 ‐ MAY 31, 2014


7/1/2013 SOURCES USES 5/31/2014




Prior Year Interest Receivable 1,129.66





Invested Interest Income 1,118.70





369,324.08 57,018.80 238,831.42 187,511.46

7/1/2013 5/31/2014

NOTES RECEIVABLE Beginning Principal Principal Principal Ending Interest Fees/

Balance Advances Write‐Off Repayment Balance Payments Penalties

Barnes dba Gone Fishing 29,013.17 472.91 28,540.26 2,254.09 303.00

Douglas Fine Jewelry Design‐2006 16,643.28 7,768.34 8,874.94 968.90 78.16

Anthony & Trina Baker 37,815.65 2,586.34 35,229.31 2,913.66 0.00

David Herrin dba Redmond Wellness & Chiro 41,942.93 7,492.22 34,450.71 2,938.53 0.00

Sheneman's, LLC 200,000.00 200,000.00 0.00 0.00 0.00 0.00

ILA Grace dba Dana Signs 109,869.04 2,970.13 106,898.91 5,829.87 0.00

Concept Retail ‐ Syncopation, Inc 49,362.28 2,056.09 47,306.19 2,817.33 0.00

Campbell‐Algar Enterprises 102,600.00 1,635.96 100,964.04 5,533.98 1,539.00

7 Peaks Investment Group, LLC 106,766.00 1,410.63 105,355.37 2,729.47 1,601.49

TOTAL 484,646.35 209,366.00 200,000.00 26,392.62 467,619.73 25,985.83 3,521.65

7/1/2013 5/31/2014



Interest 1,129.66 1,129.66 0.00

Late Fees 50.50 50.50 0.00

TOTAL 1,180.16 0.00 1,180.16 0.00 0.00



0.00


Attachment C


FUND TO DATE

JULY 1, 2013 ‐ MAY 31, 2014


7/1/2013 SOURCES USES 5/31/2014




Prior Year Interest Receivable 9,201.39





Invested Interest Income 1,194.35





269,795.08 119,576.05 202,424.90 186,946.23

7/1/2013 5/31/2014

NOTES RECEIVABLE Beginning Principal Principal Ending Interest Fees/

Balance Advances Repayment Balance Payments Penalties

Burns Paiute Tribe 17,551.11 17,551.11 0.00 646.27 0.00

Robert Suderno & Roadrunner Courier 3,060.67 3,060.67 0.00 57.18 0.00

LaPine Bowling Center 83,489.92 9,796.89 73,693.03 5,280.26 0.00

Strictly Organic Coffee Co. 105,484.58 0.00 105,484.58 8,910.00 165.00

RBD Instruments, Inc. 186,044.80 32,778.02 153,266.78 13,452.85 386.86

R.E.G. Properties, LLC 175,000.00 4,997.95 170,002.05 13,692.45 812.60

Shawn Heather Armstrong/Panacea 157,229.81 0.00 157,229.81 3,043.59 3,750.00

TOTAL 570,631.08 157,229.81 68,184.64 659,676.25 45,082.60 5,114.46

7/1/2013 5/31/2014



Interest 9,201.39 9,201.39 0.00

Late Fees 41.25 41.25 0.00

TOTAL 9,242.64 0.00 9,242.64 0.00 0.00



Shawn Heather Armstrong/Panacea 92,770.19

92,770.19


Attachment C


FUND TO DATE

JULY 1, 2013 ‐ MAY 31, 2014

PORTFOLIO STATEMENT INTERMEDIARY RELENDING PROGRAM

7/1/2013 SOURCES USES 5/31/2014BEGINNING OF FUNDS: OF FUNDS: ENDINGBALANCE 5/31/2014 5/31/2014 BALANCE

CASH AVAILABLE 1,416,840.96Prior Year Interest Receivable 2,127.04Prior Year Fees Receivable 137.98Principal Repayment 83,501.32Repayment Interest 62,413.29Penalty/Loan Fees Income 7,404.99Invested Interest Income 2,862.69Charges for Services 63,410.45Rural Development 109,182.00Notes Transferred To Other FundsInterest ExpenseLoans Advanced 391,030.00

TOTAL CASH 1,416,840.96 158,447.31 563,622.45 1,011,665.82

7/1/2013 5/31/2014



Osborn dba All Animal Care 10,128.71 10,128.71 0.00 162.20 0.00RG Remanufacturing/Robt Goss 118,223.34 5,516.92 112,706.42 7,459.98 618.00Iron King. Inc. & Vito Bartolotta 45,273.47 9,742.17 35,531.30 2,706.52 56.59Suttle Lake Resort & Marina 106,543.33 11,505.14 95,038.19 5,921.59 350.28Columella Properties & Tumalo Farms 114,942.36 28,169.84 86,772.52 7,803.92 551.92Syncopation/Concept Retail 167,697.64 10,327.59 157,370.05 10,874.58 0.00Madras Point/Triple L Pizza 227,807.07 6,655.35 221,151.72 15,405.07 100.73Shawn Heather Armstrong /Panacea 250,000.00 0.00 250,000.00 10,193.32 3,750.00Kerry & Sue Fuller 141,030.00 1,455.60 139,574.40 4,013.15 2,115.45

TOTAL 790,615.92 391,030.00 83,501.32 1,098,144.60 64,540.33 7,542.977/1/2013 5/31/2014

Beginning Ending


RECEIVABLESInterest 2,127.04 2,127.04 0.00Late Fees 137.98 137.98 0.00

TOTAL 2,265.02 0.00 2,265.02 0.00 0.00

PAYABLESRural Development Principal 1,480,786.38 94,445.77 1,386,340.61Rural Development Interest 4,642.27 12,187.47 14,736.23 2,093.51

TOTAL 1,485,428.65 12,187.47 109,182.00 0.00 1,388,434.12



0.00


Attachment C


FUND TO DATE

JULY 1, 2013 ‐ MAY 31, 2014

PORTFOLIO STATEMENT COIC LOCAL JOB CREATION

7/1/2013 SOURCES USES 5/31/2014




Prior Year Interest Receivable

Prior Year Fees Receivable


Penalty/Loan Fees Income

Invested Interest Income 93.32



Transfers to IRP


Loans Advanced‐COIC Intermodal Cntr

14,518.13 12,790.73 3,600.30 23,708.56

7/1/2013 5/31/2014



COIC Intermodal Center 99,655.05 9,190.43 90,464.62 3,506.98

TOTAL 99,655.05 0.00 9,190.43 90,464.62 3,506.98 0.00

7/1/2013 5/31/2014



Interest 0.00 0.00 0.00

Late Fees 0.00 0.00 0.00

TOTAL 0.00 0.00 0.00 0.00 0.00

PAYABLES

IRP Commitment 0.00 0.00

TOTAL 0.00 0.00 0.00



Attachment C

NOTES RECEIVABLE:

INTEREST LATE FEES

CURRENT PAID PAID

ORIGINAL PRINCIPAL CONTRACT CONTRACTBORROWER LOAN AMOUNT BALANCE TO DATE TO DATE

ACTIVE LOANS:

DAVID C. ALLEN, LLC, Attorney at Law 17,000.00 6,442.03 5,391.60 622.28

BRICKHOUSE GROUP, LLC 210,000.00 177,377.20 52,446.97 1,402.60

CHARLIE's PIZZA (HOHONSHELT) 45,000.00 24,287.31 15,548.74 84.24

MADRAS JEFFERSON CHAMBER 73,486.20 14,933.16 34,663.02 35.23

MADRAS JEFFERSON CHAMBER 9,900.00 2,225.15 2,880.79 4.88

PRECISION APPLICATIONS, LLC 60,000.00 43,297.53 7,620.55 676.98

THOMAS FORD 108,000.00 104,863.81 882.05 0.00

WOLFE TRUCKING 100,000.00 96,582.74 3,764.68 0.00

PAID LOANS (inactive):

DOWNING CONSTRUCTION 31,633.00 0.00 10,127.87 739.50

GREAT EARTH FOODS 40,000.00 0.00 13,731.00 280.53

HACKMAN 80,000.00 0.00 28,310.77 0.00

LOGAN INTERNATIONAL 96,000.00 0.00 12,371.72 150.41

MADRAS ENTERPRISES 350,000.00 0.00 89,991.94 1,002.60

MADRAS MOTORS 145,000.00 0.00 36,227.35 332.01

TDH, LLC‐MADRAS MTRS dba MILLER 190,000.00 0.00 38,168.87 606.24OLIVER, D. C. 10,331.01 0.00 2,796.47 26.68

PHIL'S HARDWARE ( P. DALE) 125,000.00 0.00 55,293.62 3,202.49

SIMPSON 50,000.00 0.00 23,444.99 104.55

STAGE STOP CAFÉ, LLC 50,000.00 0.00 16,274.75 1,999.08

STAGE STOP CAFÉ loan w/o ‐26,065.11

TOTALS 1,765,285.10 470,008.93 449,937.75 11,270.30

CASH:

CURRENT CASH BALANCE 348,431.74

LESS: LOANS APPROVED, NOT DISBURSED

BORROWER AMOUNT

TOTAL FUNDS COMMITTED 0.00

CURRENT CASH AVAILABLE FOR LENDING 348,431.74


COUNTY REVOLVING LOAN FUND REPORT

COUNTY: JEFFERSON

AS OF: May 31, 2014


Attachment C

Attachment D

Transportation Report June 2014

I. Cascades East Transit Operations & Activities II. Cascades East Ride Center Operations & Activities I. Cascades East Transit (CET) Transit Operations: Total Operations‐Cascades East Transit (CET) provided 49,239 rides in May 2014. 33,740 rides were provided on Bend fixed route, 4,740 rides were provided on Bend Dial‐a Ride, 4,320 rides were provided on Rural Dial‐a Ride, 6,439 rides were provided on Community Connector routes and Bend Operations‐ Cascades East Transit (CET) provided 38,480 rides within the City of Bend May 2014. Of these rides provided in May, 86% were fixed route rides, and 14% were Dial‐A‐Ride. Rural Operations‐Cascades East Transit (CET) provided 10,759 rides outside of Bend in May 2014. Of the Rural rides provided in May, 59.9% were provided on the Community Connector Shuttles. The remaining rides (40.1%) were provided within communities; with 61.9% of these Dial‐a‐Ride rides being provided in Redmond, 17.5% of these rides being provided in Prineville, 9.7% in Madras, 7.1% in La Pine 10.5% and 0.4% in Sisters. Regional Public Transit Advisory Committee (RPTAC): There was no meeting this month. The committee is recruiting to fill vacancies on the committee. There are vacancies for representation of Bend, Redmond, Culver/Metolius, and Sisters.

Central Oregon Transit Access Project: Purpose The purpose of this project is to make capital improvements to the Redmond Transit Hub and to specific fixed route bus stops in Bend. Status There is no change on the status of this project.

II. Cascades East Ride Center (CERC) Operations (Non‐Emergent Medical Ride Brokerage) CERC Operations: 10,618 calls were received in the month of May. CERC scheduled 7,148 rides for eligible participants to covered medical appointments with contracted providers in May. 4,204 rides originated in Deschutes County, 358 in Crook County, 420 rides in Jefferson County, and 2,098 rides in Baker, Grant, Harney, Malheur, Union, and Wallowa counties. Of the rides scheduled, 1,484 were scheduled with wheelchair providers, 26 were fixed route rides, 31 with stretcher providers, 7 with secured providers and 5,600 with ambulatory providers. Other CERC Activities: COIC staff are working on addressing HIPPA compliance to prepare for an October 1 transition to the Coordinated Care Organization (CCO). COIC will cease providing brokerage services to the 6 counties in Eastern Oregon on July 1.

Cascades East Transit Monthly Management Report May 2014

RidershipDemand Response 9,060 Demand Resp. Rides Fixed Route Rides Comm. Conctr Rides Contracted Providers Rides

Fixed Route 33,740 Bend 4,740 Rt 1 South 3rd St 5,574 Redmond/Bend 2,811 Unspecified 10

Community Connector 6,439 Redmond 2,673 Rt 2 Brookswood 5,097 Prnvll/Redmond 1,397 Baker 293

Contracted Providers 7,148 La Pine 454 Rt 3 Newport 5,651 La Pine/Bend 764 Crook 358

Mtn Service 0 Madras 417 Rt 4 N. 3rd St 6,048 Madras/Redmond 531 Deschutes 4,204

Total Rides 56,387 Prineville 757 Rt 5 Wells Acres 6,469 Sisters/Redmond 335 Grant 148

% Change over last May -6.0% Sisters 19 Rt 6 Bear Creek 3,917 Wrm Spgs/Madras 0 Harney 128

Rt 11 Galveston 984 Clvr/Metlius/Madras 474 Jefferson 420

Elderly/Disabled Rides Total Rides 9,060 Total Rides 33,740 The Airporter 127 Malheur 882

Demand Response 7,008 % Change -24.3% % Change -3.5% Total Rides 6,439 Out of Area 58

Fixed Route 7,658 % Change 1.8% Union 554

Community Connector 2,157 May'13 11,966 May '13 34,964 Wallowa 93

Contracted Providers 7,148 CC May '13 6,324 Total Rides 7,148

Total Rides 23,971 Mtn Service May '13 0 Contr. Prov. May '13 6,738 % Change 6.1%

Service Delivery & Performance Data Dial A Ride Trip Purpose

Bend DAR Rural DAR Fixed Route Comm. Conctr Mtn. Service Total (Redmond, Dec '13)Revenue Hours 1,307.4 1,222 1,691.9 917 0 5,138 Work 40.5%

Revenue Miles 14,917 11,469 22,968 24,715 0 74,069 Medical 9.9%

Rides/Hour 3.6 3.5 19.9 7.0 #DIV/0! 9.6 Other 31.4%

Miles/Ride 3.1 2.7 0.7 3.8 #DIV/0! 1.5 School 8.1%

Shopping 6.2%

Service Days Safety & Security Customer Service Senior/Meal Center 3.9%

Weekdays 21 Incidents 0 Total Calls Received 10,618 Total 100.0%

Saturdays (Bend only) 5 Prev. Accidents 2 CET ADA Denials 0

Sundays (Bend DAR only) 4 Non-Prev Accdnts. 0 Brkrge Ride Denials 73

Maj. Holidays w/ "Sat." Service 0 Injuries 0 Brkrge No Rides Found 58

Maj. Holidays w/ Full Service 0 Brkrge Cancellations 1,729

Maj. Holidays no Service 0

Cumlative Operations Financial Data (July '13 - May '14) Complaints & ComplimentsBend DAR Rural DAR Fixed Route Comm. Conctr Mtn. Service Total CET Service

Fixed Contract Cost (hours) $99,756 $0 $129,092 $0 $0 $228,849 Driver Complaints 21

COIC Admin Cost (hours) $25,818 $118,395 $33,410 $88,845 $34,436 $300,904 Call Center/Dispatch Compl. 19

Driver Cost (hours) $425,422 $407,308 $550,531 $305,648 $68,999 $1,757,908 Program/General Compl. 34

Other Ops Wages & Benefits $129,237 $134,250 $167,243 $100,742 $47,322 $578,795 Total Complaints 74

Fuel Cost (miles) $83,469 $59,647 $128,520 $128,536 $31,597 $431,769 Compliments 4

Vehicle Maint. Cost (miles) $93,941 $31,528 $144,643 $67,940 $11,974 $350,025

Other Cost (hours) $6,907 $54,093 $8,939 $40,592 $15,063 $125,593 Brokerage Service

Total Cost $864,551 $805,220 $1,162,378 $732,302 $209,392 $3,773,843 Contracted Provider Compl. 19

Call Center/Dispatch Compl. 13

Farebox Revenue $64,033 $59,001 $199,369 $191,093 $21,364 $534,860 Program/General Compl. 2

Total Complaints 34

Cost/Ride $17.01 $14.23 $3.26 $10.85 $4.56 $6.54 Compliments 0

% Farebox Recovery 7.4% 7.3% 17.2% 26.1% 10.2% 14.2%

Attachment E

1

Employment and Training Report June, 2014

I. Region 10 Youth Program II. Region 10 Adult Program III. Region 11 Youth Program IV. Region 11 Adult Program

I. Region 10 (Crook, Deschutes and Jefferson ) Youth Employment & Training Report

COIC Schools:

See attachments to board packet for COIC Alternative Education final reports to School Boards.

COIC Summer Program:

COIC in partnership with the USFS was successful in obtaining $70,000 in funding from the 20st Century Service

Corp. (20st CSC) to fund three youth crews for eight weeks of summer employment. These crews will be located in

Bend, Redmond and Prineville, and will employ 18 youth for eight weeks. This is part of our larger summer

partnership with the USFS, Heart of Oregon Corps , BLM & the National Forest Foundation. In all 17 crews (102

youth) will be located throughout Central Oregon (Prineville, Madras, Bend, Redmond, La Pine & Crescent). Crews

will focus on Natural Resource Projects and youth will be able to earn school credits along with earning the

minimum wage. Each youth has the potential to earn up to $2,620.80 over the summer.

II. Region 10 (Crook, Deschutes and Jefferson) Adult Program Employment & Training Report

Layoff Activity:

No new significant layoff activity to report.

T‐Mobile National Emergency Grant (NEG):

We are actively serving customers under the National Emergency Grant (NEG) we’ve received from the

Department of Labor to serve about 120 T‐Mobile displaced workers. Training dollars are being supplied by Trade

Act funding, and our NEG funds are being used as “wrap‐around” funding to fill in gaps that Trade Act is unable to

address. The NEG funds are also available to help displaced T‐Mobile workers with job search‐related needs.

This grant will expire 9/30/14.

Back to Work Oregon (BTWO) On‐the‐Job Training (OJT) Program:

COIC has been assigned to fill 38 OJTs by The Oregon Consortium (TOC) as part of the second round of “Back to

Work Oregon” OJT funding, with all slots to be filled by trainees by December 2014. 24 slots have been filled so

far, with 1 more pending as of this date. Additionally, we must provide an identical number of “match” slots, so

that’s a target to meet of 76 OJTs by year‐end. BTWO candidates must be Oregon residents, at least 18 years old,

unemployed, and must complete the National Career Readiness Certificate (NCRC). We’re working in each town

with our Employment Department partners to identify employers who are seeking skilled workers and who would

be interested in participating in the program. OJTs have proven to be very successful training tools to improve job

seeker skills and to get them back to work.

Attachment E

2

Dislocated Worker Training NEG:

The Department of Labor consolidated its unallocated National Emergency Grant (NEG) funds and issued a

Dislocated Worker Training NEG to states to help mitigate the negative effects of the federal sequestration cuts.

Oregon received the sixth largest amount of all the states, a total of $2,616,342. Of that amount, $171,000 came

to Central Oregon through The Oregon Consortium (TOC), with a directive to serve 17 customers in OJTs and a

minimum of 17 via conventional Training activities. The OJT slots will also serve as “match” slots for the Back‐to‐

Work‐Oregon OJTs. We are screening training candidates through our training scholarship application process.

Employment:

Oregon’s May 6.9% unemployment rate is just about on par with the national 6.3% unemployment rate, and is

almost a full point lower than last May’s 7.9% rate. Central Oregon continues to lag a bit behind the state and

national trend, particularly Crook County, which still has a 10.6 unemployment rate. On June 23rd, the

Employment Department lists 721 jobs open in Central Oregon, just up over last month’s 715 jobs. Summer hiring

for the leisure and hospitality sector is in full swing!

III. Region 11 (Crook, Deschutes and Jefferson) Youth Program Employment & Training Report

Our summer youth program kicked off on Monday June 23rd. We have two youth crews working in Lake County

this summer, with a total of 15 youth participants. One crew will be based out of our Lakeview office and the

additional crew will serve North Lake County in the Silver Lake‐Christmas Valley area. The crews will be working

on a variety of conservation and recreation projects in cooperation with the U.S. Forest Service and the Lakeview

District office of the BLM. Projects include fence construction at the Christmas Valley sand dunes, installing sage

grouse fence diverters, juniper piling, campground painting and repair, boat dock repair, and wilderness trail

cleaning and repair. In Klamath Falls we have placed several of our youth clients in paid work experiences at

various businesses in the community including Cascade Auto, Plantscapes Nursery, and Integral Youth Services.

These youth will earn minimum wage while learning valuable work skills as well as work readiness and ethics, and

employer expectations.

III. Region 11 (Crook, Deschutes and Jefferson) Adult Program Employment & Training Report

Hiring finally picked up in May after a sluggish start to 2014. Klamath County gained 560 jobs in May, significantly

more than the expected gain of 450 for this time of year. Lake County gained 70 jobs in May which is normal for

this time of year. The strong monthly hiring in Klamath County was primarily due to large gains in the leisure and

hospitality industries which gained over 200 jobs during the month. The majority of the gains in Lake County were

in government, particularly federal government as the Forest Service and BLM tend to ramp up employment for

the summer. Klamath County’s seasonally adjusted unemployment rate in May was 9.8% while Lake County was

at 10.1%. Oregon’s rate for May was 6.9%. COIC continues to work closely with Employment Department staff in

Region 11 to market two on‐the‐job‐training programs in Region 11. We have had great success coupling our

OJT’s with the employment department’s customized recruitment program. We are also working with Klamath

Community College as they are preparing to submit a grant proposal for the fourth round of a statewide Trade Act

grant. The goal will be to provide more training opportunities to dislocated workers in high wage/high demand

occupations.

Attachment F

RESOLUTION #264

Volunteer Resolution for Policy Year 2014-2015

A Resolution Extending Central Oregon Intergovernmental Council’s (COIC) Workers’ Compensation Coverage to Volunteers of COIC

Effective Date: ______________

WHEREAS, the Central Oregon Intergovernmental Council (COIC) elects the following:

Pursuant to ORS 656.031, workers’ compensation coverage will be provided to the classes of volunteers listed in this resolution, noted on CIS payroll schedule and verified at audit

1. All non-public safety volunteers will track their hours and Oregon minimum wage will serve as assumed wage for both premium and benefits calculations. CIS will assign the appropriate classification code according to the type of volunteer work being performed.

2. A roster of active volunteers will be kept monthly for reporting purposes. It is acknowledged that City/County Insurance Services may request copies of these rosters during year-end audit; and

3. Unanticipated volunteer projects or exposure not addressed herein will be added onto COIC’s coverage agreement (1) by endorsement, (2) with advance notice to CIS, and (3) allowing two weeks for processing. It is hereby acknowledged that coverage of this type cannot be backdated; and

4. COIC agrees to maintain verifiable rosters for all volunteers including volunteer name, date of service and hours of service and make them available at the time of a claim or audit to verify coverage.

NOW, THEREFORE, BE IT RESOLVED by the Board of Directors of the Central Oregon Intergovernmental Council to provide for workers’ compensation insurance coverage as indicated above. This resolution will be updated annually.

APPROVED AND ADOPTED by the Central Oregon Intergovernmental Council, on this 10th day of July 2014.

Jason Carr Chair

Attachment G

1

Central Oregon Intergovernmental Council 334 NE Hawthorne Ave. Bend, OR 97701 541-548-8163 www.coic.org Staff Report

To: COIC Board,

From: Karen Friend, Deputy Director/Transportation Manager

Date: June 26, 2014

Re: Elimination of Route 12-Redmond Airporter

Report in Brief: Eliminate Route 12-Redmond Airporter effective July 1, 2014. Background: CET began a fixed route in Redmond in April 2013 named Route 12-Airporter. Partnership to End Poverty and COCC partnered with CET to fund the service. CET reduced dial-a-ride service in Redmond to fund half the cost of the Route 12-Airporter. Discussion: The concept of a fixed route system in Redmond makes sense, but implementing a single route within a system otherwise designed as a demand-response system does not work. The result of implanting this single fixed route within the demand-response system was that the fixed route actually made the trip to COCC or the airport for Redmond residents more difficult than before, because Redmond residents who were previously booked on a dial-a-ride bus directly to those locations now were having to make a transfer to the fixed route. In addition a cost/benefit analysis of the system did not support requesting a continuation of funding from partners, such as COCC. The total annual ridership was 1,790 rides. The annual cost of this route was $67,000. The cost per ride was $37.43. After analyzing the data, the best benefit to the community of Redmond would be better realized by restoring the dial-a-ride service eliminated. Adding service hours will result in higher ride totals, which will help restore funding to the system. Partner Consultation: COIC staff consulted with COCC and Partnership to End Poverty staff regarding the proposed elimination of the Redmond Airporter route, with an offer to review options for retaining this service. Neither organization has objected to the elimination of this route. Fiscal Impact: Half of the funding provided for this pilot was one year only and came from Partnership to End Poverty and COCC. The remaining funds will be utilized to restore dial-a-ride service in Redmond Approximately 50 hours per month of dial-a ride service will be added in Redmond as a result of eliminating this route. Recommendation/Suggested Motion: “I recognize that the Route 12-Redmond Airporter pilot project period has ended on June 30th, and that because the cost/benefit analysis did not warrant the continuation of the project, and funding for the project has ended, I move approval of the elimination of Route 12-Airporter route.”

Attachment H COIC Capacity Fund Project Proposal

1

Cascades East Transit Outreach and Engagement Capacity Background The COIC Board approved the CET Funding Strategy at the February 6, 2014 board meeting. The strategy was based on the recommendations provided by the CET Local Funding Committee, which completed its work in January, 2014. Included within the Funding Strategy are both short and long‐term strategy elements. In the short term our focus will be on “outreach and engagement.” A lack of marketing and outreach/engagement was identified as a key weakness for Cascades East Transit’s ability to develop public support for transit and partnerships. We need to significantly bolster COIC/CET’s outreach/engagement and marketing capacity to raise community awareness of transit, engage key partners, leverage resources, and build support for transit service and funding. Additionally, we need to build a strong, diverse coalition of transit supporters with a coordinated message.

CET Funding Strategy Phase One (short term) elements:

Develop agreements with cities and counties to define needed service levels and short‐term funding methods that are tied to the actual cost of providing a base level of service in each community and across the region.

Build COIC’s outreach and engagement capacity to increase public awareness of and support for the CET system.

Where base service is made available, COIC will focus on adding value through “focused partnerships” with partner organizations and agencies.

Request The CED Department is requesting COIC Capacity Funds in the amount of $20,000 to be included within a funding package that will allow us to move forward with hiring an Outreach and Engagement Program Administrator, who will be tasked with taking the lead on advancing the Funding Strategy Phase One elements. Other secured funding includes:

CET budget: ~$20,000 ODOT Public Transit Division – Outreach/Marketing Grant: $35,000

Pending funding: ODOT Public Transit Division – Planning Grant: $25,000

Targeted funding/future funding applications: Meyer Memorial Trust: ~$150,000 ‐ $200,000 Oregon Community Foundation ~$150,000 ‐ $200,000

Outreach and Engagement Scope of Work The Outreach and Engagement Program Administrator will help COIC promote a “vision” of transit service for the region – helping leaders, stakeholders, and the general public understand the role that transit already serves ‐ and can better serve in the future – in meeting needs and priorities of Central Oregon communities. These efforts will be aimed at increasing the potential for dedicated local public funding (i.e. a transit property tax or other tool) as well as partner funding for transit. The position will also assist COIC in developing partnerships with local governments to collectively develop local funding to achieve a sustainable base level of service throughout the region. Specific position functions will include:

Provide leadership in developing and implementing a strategic outreach and engagement initiative for the CET system, with the goal of developing transit support among the public, local governments, and stakeholder institutions.

Attachment H COIC Capacity Fund Project Proposal

2

Support the Executive Director, Transportation Manager and Community and Economic Development manager in their efforts to develop CET partnerships with institutions and local governments.

Work directly with key partners and local government stakeholders, and attend high‐level strategy meetings.

Serve as point of contact for partnership development activities and community outreach.

Prepare materials and reports on CET funding, outcomes and goals, as well as developing new funding sources to support outreach and engagement work.

Benefits of the Project This project will benefit the region by creating a stable, sustainable transit system that can in turn be relied upon by regional social service agencies and clients; businesses and employees; key sectors such as tourism, health care, and education; and the general public. By adding outreach and engagement capacity to the team, we will be able to advance short and long term Funding Strategy elements.

Attachment I

1


To: COIC Board From: Andrew Spreadborough Date: June 30, 2014 Re: Local Workforce Investment Area Redistricting Update

Background: Governor Kitzhaber issued Executive Order 13-08 in July of 2013, which clarified expectations of Local Workforce Investment Boards (LWIBs). A LWIB re-chartering process was established to ensure LWIBs meet state and federal rules and expectations. The EO and re-chartering processes have prompted Oregon LWIBs to consider structure, functions and geographic coverage. Crook/Deschutes/Jefferson counties (Workforce Region 10) and Klamath/Lake counties (Workforce Region 11) are members of The Oregon Consortium (TOC) and Oregon Workforce Alliance (OWA). TOCOWA is a 24-county LWIB composed of Oregon’s rural counties. TOC counties have been working actively on a process to re-district into smaller local areas, which the Governor’s office and commissioners believe will better position the LWIBs to meet the Governor’s “system building” expectations. Re-Districting Proposal (see attached map):

North Coast: Columbia, Clatsop, Tillamook South Coast: Douglas, Coos, Curry Central: Crook, Deschutes, Gilliam, Hood River, Jefferson, Klamath, Lake, Sherman, Wasco,

Wheeler Eastern: Baker, Grant, Harney, Malheur, Morrow, Umatilla, Union, Wallowa

Local Workforce Investment Area Formation Process: 1. Oregon Workforce Investment Board (OWIB) Approval

Central and Eastern Areas scheduled for 7/11/14

2. Counties submit passed resolutions supporting new boundaries to Gov’s Office Central and Eastern Areas by 7/31/14

3. Oregon Department of Community Colleges and Workforce Development (CCWD) submits boundary change request to US Department of Labor by 10/1/14 4. US Department of Labor approval by 12/31 Local Workforce Investment Board (LWIB) Formation Process: The LWIB development process can begin once OWIB approves the new boundaries.

1. County Commissioners will:

decide who will coordinate & lead the effort create agreements about how to manage their responsibilities and goals

Attachment I

2

Identify and appoint board members to LWIB 2. Once an LWIB is formed, members will:

establish an organizational structure (501c3, ORS 190, etc.) enter into agreements with counties hire a director

3. OWIB approves charter by 6/30/15 Structural Approach – Counties and LWIB:

15

county consortium (one rep from each county

staffed by LWIB)

- approves LWIB budget- reviews board performance- reviews LWIB audits- determines the distribution

of board member appointments among counties

- determine county representation on the board

- determine resource allocation among counties

Send representatives to

serve as LWIB members

LWIB

- receives funding- creates strategic plan- contracts for services- staffs local initiatives- convenes private public

partnerships- oversees WorkSource- clarifies labor market

needs- creates partnerships to

solve local workforce problems

$$$$

Slide provided by Agnes Balassa, Governor’s Workforce Policy Advisor, presentation to Association of Oregon Counties, June 10, 2014

NorthCoastLWIB

EasternLWIB

WorksystemsInc.

CentralLWIB

Workforce InvestmentCouncil of

Clackamas CountyJobGrowers

Inc.

LinnBentonLincoln

LaneWorkforce

Partnership

SouthCoastLWIB

RogueWorkforceParnership

New Local Workforce Investment Areas (10)Proposed

31

Attachment J

1


To: COIC Board, From: Kevin Bradley, Youth Program Manager Date: June 30, 2014 Re: School Board Reports

Background: The attachment J documents following this memo are reports prepared for the Bend-La Pine, Prineville and Redmond school boards. These reports summarize COIC 2013-2014 school year goals, progress toward goals, and educational outcomes. The COIC Alternative Education Program focuses on high school credit recovery for graduation, GED attainment, and/or work readiness. We operate classrooms in Bend, La Pine, Prineville, Redmond, Lakeview and at the Deschutes County Juvenile Community Justice Center (DCJCJ). Average enrollment is 300 students and nearly 800 students were referred to the school in 2013. Students are referred to the program from Central Oregon high schools. Additionally, Youth Employment Counselors are on site in each location and provide an array of services including, but are not limited to: paid and unpaid work experiences both in a “crew setting” and/or in private or public settings, support services, assistance with job search, mentoring, and employment follow-up services. Attachment J-1 Bend, La Pine and Deschutes County Juvenile Center Classrooms Attachment J-2 Prineville Classroom Attachment J-3 Redmond Classroom COIC Youth Program Staff will be providing a presentation on our alternative high school program at the July 10 COIC Board meeting. The presentation will summarize youth program challenges, current program, outcomes and how COIC’s youth programs support state and federal education and workforce development goals.

Attachment J-1

1


COIC Bend and La Pine Centers

May 2014

The COIC Bend and La Pine Centers are two of three COIC contract schools for the Bend – La Pine School District that provide alternative education services for Bend – La Pine high school students.

Student Profile: The COIC Bend and La Pine centers serve high school students who are not succeeding in the regular school system. They are considered to be “at-risk” because they are behind in classes and credits, they have either dropped out of school or have attendance problems, or they are unable to complete school assignments at the pace and to the expectation level of the high school. In addition, some students have been expelled from district schools and COIC provides an alternative setting for these students. At COIC students earn credits toward their high school diploma or study for their GED in order to get back on track. Pages 9 – 12 show frequency distributions of the referring schools, the grade at referral, the breakdown of GED / Diploma referrals by grade, and TABE and Pre-GED scores at student intake. Curriculum: Because of the student’s at risk status, both the Bend and La Pine Centers use a Differentiated Instruction model to provide small group instruction. Upon referral, the Test of Adult Basic Education (TABE) is administered to all students to identify grade level of basic skills. When deficiencies are noted, the curriculum is modified to address the basic skills needs of the students in terms of their uniqueness and diversity as learners. In addition to the class work, the COIC Bend Center offers a well-developed work study program which students can attend for nine weeks, receiving classroom credits. The Center has continued to change its instructional style to include more classes offered through direct instruction in a Block Schedule. The staff believes that they can help the students achieve more success in their courses, while still modifying and adapting to individual student needs, by using direct instruction. At the COIC La Pine Center, most of the student work is done independently with students working through developed packets of curriculum and with staff monitoring their progress. On Monday’s and Friday’s the instructor group teaches Math, Writing, and Reading focusing on OAKS standards for one hour per day. Even though the students work at their own pace, the staff keeps them focused and motivated toward achieving their student plan.

Attachment J-1

2

BEND CENTER Goals for the 2014-2015 School Year- Bend Center

GED Preparation

Use student data and experience with 2014 GED to strengthen our GED program in effort to help students meet the increased rigor of the new test

Staffing

Hire additional highly qualified staff

Curriculum Development

Update core curriculum with new purchased texts

Progress on Goals for the 2013-2014 School Year- Bend Center

1. COIC will create a purpose statement based upon the mission statement that is focused on education.

Completed for 2013-2014 school year.

COIC Mission and Purpose

The Central Oregon Intergovernmental Council (COIC) Alternative Education Program is a

student centered option that supports and embraces the diverse needs of students by providing

an alternative method of delivering instruction and monitoring academic success for high

school students who cannot remain in a traditional school setting. The Alternative Program

provides a diverse educational program, combined with a staff of dedicated administrators and

teachers who are committed to helping students achieve their goals. We strive to empower our

students to reclaim responsibility and become an active participant in their educational

experience.

Our purpose is to meet struggling students where they are, help them identify

their own unique path, and prepare them for what lies ahead. COIC is committed

to each student’s success.

We believe:

Students are our highest priority and are entitled to equal educational opportunities.

Each student has his/her own unique learning style, capabilities and unique history.

Attachment J-1

3

A competent and dedicated staff is the primary resource for successfully educating

students.

A safe environment is conducive to learning.

Successful education is a partnership and shared responsibility of students, educators,

parents/guardians, and community.

2. COIC will develop and display rules in facility so that staff can talk in a common language about

behavior with all students.

Completed for 2013-2014 school year. COIC Rules Personal Electronic Devices:

Turn off and put phones away during class Music devices are not allowed during taught classes such as English and Science Music may be allowed in independent study classes (Note: this privilege may be revoked

if counterproductive to student focus) Refrain from watching videos, shows, movies, and playing video games in any class

Classroom and break time etiquette: Break room is available before school, during breaks and at lunch Use appropriate language at school Always ask permission before leaving class

Please refrain from leaving class at inopportune moments (Example: during lecture) and limit leaving to once per block

Do not leave class during the first 20 minutes of a block Sign key out for bathroom break

Daily attendance is expected: Each unexcused block = 1 lunch detention 6 lunch detentions = 1 day suspension Skipped lunch detention = 2 lunch detentions 3 tardies = lunch detention 10+ minutes late = lunch detention Excused absences must be reported by a parent/guardian within 24 hours to be excused.

3. COIC will explore the possibility of obtaining meal service for eligible free/reduced COIC students.

Completed for 2013-2014 school year. Nutrition Services delivers breakfast and lunch daily to students at COIC.

Attachment J-1

4

4. COIC will explore the possibility of partnering with the Volunteer Grandparent Program to obtain senior volunteers for the program.

We explored this program and determined that it is not a viable option for us at this time. Yearly Accomplishments – Bend Center

Students participated in an intensive multi-session (10) writing workshop though Nature of Words - showcased their work at an open mic held at Barnes and Noble

Facilitated the development of relationships with the following organizations by bringing in speakers/conducting workshops: Bend Film Festival, Bob Shaw (local news station), Saving Grace, Central Oregonians Against Human Trafficking, Nature of Words, Temple Beth Tikvah and Crystal Peaks Youth Ranch

Hosted a multi-session Girl's Group targeting/developing protective factors for ten high risk teens Implemented a variety of differentiated project based activities that speak to the common core

standards while simultaneously preparing students to excel on their OAKS tests Expanded the COIC library, making more options for differentiation/cross-curricular lessons

possible Partnership with Bend/LaPine Nutrition Services provides all students with twice daily meal

access

Attachment J-1

5

LAPINE CENTER Goals for the 2014-2015 School Year – LaPine Center GED prep/completion

Increase the number of students on dual (GED and credit recovery) plans. Recommend that any student who is at least 2 trimester behind his/her cohort group enroll in a dual track plan to record both GED completion and credit recovery based upon CCSS.

WIA Enrollment Increase the number of students enrolled in Workforce Investment Act (WIA) youth services. In 13-14 we had one student enrolled from La Pine Skills Lab. In 14-15 I would like to see that number increase from 3 to 5 students. Increase youth employment counselor visits to promote and evaluate eligibility.

Curriculum Development Leadership Class. The youth we serve tend to look out for each other. They are a closed group that sees any disciplinary action on one as an attack on them all and something they all need to defend, even to the point of being destructive to those students experiencing success. I would like to see development of a youth leadership council. Since La Pine is a small program, I think three members would be sufficient. The council would be elected by their peers but would need to meet set criteria. The council would meet as necessary, probably once per week, to address classroom concerns (not individual behaviors). It should be an honor to serve on the council so some perks should be provided: leadership credit for a predetermined amount of time served, lunches provided at meeting and invited guests to mentor student council. The goal of the student council would be to: 1. Improve school climate and reduce behavior issues that interfere with learning time 2. Increase student attendance and participation by creating an environment more suitable to their

needs 3. Develop leadership skills corresponding to Career Related Learning Strands

Progress on Goals for the 2013-2014 School Year – La Pine Center

1. Collaborate with LPHS and ensure students who are more than 1 year behind their cohort on credits have the opportunity to study for the GED while continuing to earn school credits in core curriculum. The GED test is changing to align with National Standards beginning in Jan. 2014. The test will be more rigorous and require more study time for successful completion.

Our GED numbers have remained similar to years past but all GED students have remained on dual credit recovery paths and earned 9 credits to date while preparing for their GED. 8 students

have earned their GED.

Attachment J-1

6

2. Improve school attendance. Possibly survey the students to see what would motivate them to come to school. This year’s incentive plan did not work. A combination of accountability and improved school atmosphere is the goal.

While attendance rates have actually dropped this year, the following adjustments were made:

Remodeled student break room with a couch and coffee station.

Used outside food rewards for attendance and participation with partnerships with Taco Bell and Figaro’s.

Students surveyed suggested that if they finish their work they could leave, similar to being paid a salary. This motivated most students for a short time and only some for longer.

3. Implement Focus Group. I am working with Kim Downing at LPHS to create a removing barriers curriculum. The plan is to identify students with barriers (attendance, behavior etc.) and institute an elective class where students/staff could focus specific time each week on positive behavior models.

Elements of removing barriers curriculum was integrated in to Careers course including: goal setting, future plans, building character and stress management. Approximately 25% of referrals

have taken careers course.

Attachment J-1

7


COIC Juvenile Detention Center

April 2014 This third branch of the COIC contract schools is housed at the Deschutes County Juvenile Justice Center. Students reside in the juvenile justice center.

Student Profile: This alternative education program serves the youth who are incarcerated within the facility. During the 2013-14 school year, 94 percent of the students in detention were residents of the tri-county service area. Six percent resided in other counties or outside of the state. These students are categorically at risk of dropping out. Curriculum: The primary purpose of the detention education program is to ensure that students do not fall behind in academics while incarcerated and receive remedial instruction and credit recovery curriculum as needed. Physical fitness activities are provided daily. There are also a broad range of other educational opportunities provided. A combination of teachers, facility staff, and community volunteers facilitate programs in anger management, drug and alcohol prevention, sex education, music, art, decision making strategies and citizenship. Individual counseling by county mental health staff and community work service are additional options available. Goals for the 2014-2015 school year – Juvenile Center

1. Complete implementation of new GED student study materials.

2. Teachers will seek and complete professional development classes.

3. Obtain and train substitutes to expand list of teachers qualified and ready to teach in the unique environment of the detention center.

4. Teachers will learn to administer smarter balanced state testing and administer tests.

Progress on Goals for the 2013-14 School Year – Juvenile Center

1. Teachers will be trained and proficient in using the new state-adopted Edupoint/ Synergy student tracking software to be implemented July 1, 2013.

Teachers have learned to operate Edupoint/Synergy student tracking software to input data and

extract data as procedures have become available. Updates and new procedures become available on an on-going basis.

2. Explore and evaluate the Florida Virtual School (FLVS) and National Repository of Online

Courses (NROC) curriculums being offered to JDEP/YCEP facilities to determine if they may be useful in the classroom. Teachers have explored and evaluated the (FLVS) and (NROC) and feel that its current setup and

model are not a good fit logistically for the current classroom arrangement.

Attachment J-1

8

3. Continue to expand and evaluate daily writing assignments for all students to improve mechanics

and fluidity

Students continue to complete daily writing assignments that are evaluated for grammar and sentence completeness. We are still in the process of expanding the variety of writing

assignments.

4. Update CPR/First Aid certification of teachers as needed.

Both teachers completed CPR/First Aid certification in April 2014 and are up-to-date. Yearly Accomplishments- Juvenile Center

Collaborated with facility staff in the development of changes in the accountability system for students.

Received training and implemented new basic skills testing for students. We changed from Measures of Academic Progress (MAPS) testing to LetsGoLearn testing.

A total of 12 state tests have been met or exceeded so far this school year at the juvenile facility. Students have earned 51.75 high school credits between July 1, 2013 and April 30, 2014

Attachment J-1

9

Student Profiles – Bend Classroom Schools:

Grades:

Attachment J-1

10

GED / Diploma Goal Distribution:

TABE Scores:

Attachment J-1

11

Pre GED Scores:

Attachment J-1

12

Attachment J‐2

1 of 9

Central Oregon Intergovernmental Council Prineville Center

2013-14 The COIC Prineville Center is the COIC contract school for the Crook County School District and provides alternative education services for Crook County High School students. Student Profile The Prineville Center serves high school students who are not succeeding in regular school. They are considered to be “at-risk” because not only are they behind in credits, they have either dropped out of school or have attendance problems and are unable to complete school assignments to the expectation level of the high school. Some COIC students have been expelled and this is an alternative setting for them. Nearly half the students enrolled at COIC are currently connected or have been connected to the Juvenile Justice System. At COIC they work toward credit recovery or their GED in order to get back on track. Because of the student’s at risk status, the Prineville Center uses a Differentiated Instruction model to provide small group instruction. Upon referral, the Test of Adult Basic Education (TABE) is administered to all students to identify grade level of basic skills. This test is a requirement for the Workforce Investment Act (WIA) under which COIC operates; because COIC has such experience with the test, it is a useful first tool in assessing students’ academic abilities. Per the Federal WIA guidelines, 62% scored below 9th grade for reading and 63% for math. Page 4 has charts showing how these are distributed at student intake. The reader will note the cluster of scores at the 5th grade level. OAKS scores are also evaluated at student intake to further determine appropriate class assignments or remediation. These reading, math and writing scores are shown on pages 5 and 6. More than half the students did not pass OAKS reading; 85% did not pass OAKS math; 81% did not pass OAKS writing. These students are diverse leaners with unique life-situations and the curriculum has to be adapted to address the basic skills needs. In addition to the class work, the COIC Prineville Center offers a well-developed work-study program, which students can attend for nine weeks, receiving classroom credits leading to a high school diploma or preparation for the new GED. Most of the student work is done independently with students working through developed packets of curriculum and with staff monitoring their progress. Increasingly, COIC students use Odysseyware™ and PLATO™ learning tools because each has a well-developed placement diagnostic that, if necessary, customizes a Common Core aligned curriculum to the individual student. Additionally, the COIC Prineville Center has focused on Students Basic Skill scores for the purpose of helping students and the Crook County School District achieve annual yearly progress and the Oregon high school graduation requirements. One feasible option to meet the Essential Skills Requirements for next year is to identify referred seniors who have not passed OAKS and quickly set them up to prepare Work Samples. Another is working with CCHS Administrators to proctor the National Career Readiness Certificate NCRC) to juniors and seniors in the next school year. Portions of the NCRC test (Mathematics & Reading) meet the requirements for Essential Skills. COIC staff meets every Tuesday with the District Care Team throughout the school year to discuss referrals and evaluate student progress.

Attachment J‐2

2 of 9

Curriculum The new GED, GED 2014, poses a challenge. It has been completely re-worked to correspond to the Common Core Standards, and initial results indicate that the new test will be more difficult to pass than OAKS! It appears that new GED passing score in math and reading is around OAKS 240 in each area. Preliminary data shows that of the 20 COIC students who have passed the GED 2014, only 4 scored below 236 in OAKS Reading. A chart on page 9 compares the OAKS Reading scores of students who passed the GED 2002 with those of students who passed GED 2014. Early results suggest that passing the GED 2002 corresponds to a near pass of OAKS while the GED 2014 corresponds more closely to a solid OAKS passing score. However, because the vast majority of students referred for GED have not passed OAKS, even more remediation will be required for them to pass the GED 2014.

COIC has adopted two new curricula to partially address this, AZTEC™ software and Scoreboost™, and adapted the current curricula of Odysseyware™. However, because of the test’s increased rigor and length, COIC staff strive to emphasize the importance of persistence in achieving the new GED. Currently, an appropriate target student pass rate is unclear. Because so many of the GED pool passed the old exam before the December 31 deadline, fewer students with high pre-test scores enrolled after the deadline. Consequently, although we met our annual goal by means of the 31 students who passed the old exam, we will not know until next year what will be an appropriate percentage of test passers. The distribution of Pre-Scores for the old GED test is shown on pages 7 and 8.

The Smarter Balanced Assessments next year will introduce another challenge – meeting the rigor of the Common Core Standards. The primary COIC curriculum, Odysseyware™, has been aligned to the Common Core since the beginning and COIC staff are comfortable with its rigor. However, as the district adjusts, we also expect to see a reduction in the core credits earned.

COIC Work/ED Crews:

This year 22 students participated in the Prineville COIC Work/Education Crew. Students earned over $ 11,000.00 in incentives based on evaluation criteria including school work. In all, crew students earned 33 credits and completed more than 2000 hrs. of service learning projects on both private & public lands. Three students were placed in paid work experiences with local business and six students will participate in eight weeks of summer employment (2 COIC students & 4 CCHS students).

Goals for 2013-2014 school year:

1. Develop Strategies for better parent participation; 2. Design smaller group instruction time to group students with academic cohort; 3. Increase GEDs attained.

The first two goals essentially developed strategies to increase the number of GEDs. We found that persistent phone calls and increased individual attention increased student engagement which led to the increase in GEDs. The following table shows that we met and exceeded our goals.

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Comparison of Students Served and Outcomes for the School Years ’12-’13 and ’13-‘14

2012-2013 2013 - 2014 Referrals:

Grade 9 2 2 Grade 10 11 12 Grade 11 27 30 Grade 12 26 37 Grade 13 16 25

Total 82 106

Referral Breakdown: GED 54 69

Diploma 28 37 Work Studya 20a 22a

SPEDa 19a 20a

End of Year Enrollment:

Diploma 14 32 GED 17 14

Work Studya 6a 6a

Outcomes

GEDs Earned 11 30 Credits Earned 61 63

Graduates 3 2 OAKS Participation 100% 100%

aWork Study and SPED students are included in the GED and Diploma referrals and End of Year Enrollments.

Goals for 2014 – 2015 school year:

1. Achieve 100% student participation in SBAC testing; 2. Establish and achieve an appropriate pass rate for GED 2014; 3. Establish and achieve an appropriate credits earned rate; 4. Maintain the number of work Experience and Natural Resources credits; 5. Identify seniors early who need to meet the Essential Skills by means of work samples.

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TABE Math and Reading Distribution

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OAKS Math, Reading and Writing Distribution

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PRE GED Distribution / GED Ready Distribution

These are the pre-scores of students who took the pre-test for the GED exam that expired at the end of December, 2013.

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OAKS Language Arts Scores for students who passed the GED 2014 compared with students who passed GED 2002.

Average OAKS Reading for GED 2002 passers: 234 Average OAKS Reading for GED 2014 passers: 241 An independent-samples t-test was conducted to compare OAKS reading scores for GED 2002 and 2014 test passers in the 2013-2014 school year. There was a significant difference in the OAKS scores for GED 2002 (M=233.86, SD=9.11) and GED 2014 (M=241.42, SD=10.62) conditions; t (38)=2.43, p = .020. These results suggest that students who pass the GED 2014 had higher OAKS scores than those who passed GED 2002.

Attachment J‐3

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COIC Redmond Skill Center

April 22, 2014

The COIC Redmond Skills Center is one of the contract schools for the Redmond

School District that provides alternative education services for Redmond High School

students. For the 2012-2013 school-year, 74 COIC students received RHS diplomas – 19

were enrolled full-time at COIC and 55 part-time. Comparable outcomes are expected for

this school year, 2013-2014.

Student Profile

The COIC Redmond Skills Center serves high school students who are not

succeeding in the regular school system. This year, like last year, the main focus has been

on 12th and 11th graders at risk for graduation because of missing required and elective

credits. In addition, a few students had been expelled from district schools and this was

an alternative setting for them. At COIC they worked for credit recovery or for their GED

in order to get back on track. As of April 19, 2013, two hundred forty seven Redmond

students (179 from RHS and 68 from RV) were referred to COIC of whom 181 were full

time and 66 were shared; 86 of the full-time were for GED. Current enrollments are as

follows: 47 full time diploma, 23 full time GED, and 6 full-time Work Study. This year

there were 60 fewer shared student referrals and 3 more full time referrals than last year.

Students needing only a few credits, either requiring direct assistance or schedule

accommodation, are referred for afternoon class during the RHS 4th or 5th period (11:59

am – 2:30 pm) Currently, there are 22 part time students. Credit deficient students who

have no free period in the afternoon are referred for after school service which consists of

COIC classroom from 2:30 pm until 3:30 or at-home, on-line under COIC monitoring

and supervision. There are 11 after-school students. Those with no hope of recovering

enough credits within a one to three year period depending on the student’s age are

referred for GED preparation and this occurs from 7:30 until 11:30 am. Currently, there

are 23 GED students. One student who earned the GED continued and earned her RHS

Attachment J‐3

2

Diploma. These data are summarized at the end of this document in a table labeled

Comparison of Students Served and Outcomes for the School Years ’12-’13 and ’13-’14.

In addition to the class work, the COIC Redmond Skill Center offers a well-

developed work-study program, which students can attend for eight to sixteen weeks,

receiving classroom credits in work experience and Natural Resources. Here, they learn

work ethic, persistence and reliability as well as hands-on skill training. Paid work

experiences are offered to those who best demonstrate increased work ethic.

Curriculum

Because of the focus on credit recovery for graduation, students are referred for

specific classes whose curriculum, by definition must be aligned to state standards.

At COIC there is a wide range of student abilities and credit needs; the 86 students

currently enrolled are taking 74 different classes ranging from basic math and language

arts to Algebra 2, Economics, Biology and Government. COIC staff manages this by

means of endorsements in all areas and the Odyssey curriculum which also serves as an

electronic tracking system. The pedagogical method is a hybrid of online, tutorial, and

direct instruction.

Additionally, COIC has two years of experience aligning the Common Core

expectations and is working closely with the counseling staff at RHS and Ridgeview to

prepare for the transition to SBAC next year. Consistent with the Common Core

expectations, the Odyssey curriculum has writing embedded in math, science and social

sciences.

The new GED, GED 2014 poses a challenge. Initial results indicate that the new test

will be more difficult to pass than OAKS! It appears that new GED passing score in math

and reading is around OAKS 240 in each area. COIC has adopted two new curricula to

partially address this, AZTEC™ software and Scoreboost™, and adapted the current

curricula of Odysseyware™. However, because of the test’s increased rigor and length,

COIC staff strive to emphasize the importance of persistence in achieving the new GED.

Currently, an appropriate target student pass rate is unclear. Because so many of the GED

pool passed the old exam before the December 31 deadline, fewer students with high pre-

test scores enrolled after the deadline. Consequently, although we met our annual goal by

Attachment J‐3

3

means of the 41 students who passed the old exam, we will not know until next year what

will be an appropriate percentage of test passers.

The COIC classroom is now located in the office complex on Glacier place, directly

across from the RHS campus, and is made up of three classrooms, an administrative

office and an office for the natural resources – work studies program

Goals for the 2013-14 School Year – Redmond Skill Center

The following table summarizes the goals established last year for the program. Note

that the projected outcomes are consistent with those of last year and that the time

interval between April 20 and the end of the school year is when much of the recovery

occurs for seniors about to graduate.

COIC Goals Established in 2011-2012

Goal Actual Outcome April 22, 2014

Projected Outcome June 10, 2014

100% participation for OAKS testing in Math, Reading, and Writing

95% (On Track to Achieve)

100%

OAKS and Essential Skills All COIC seniors on track to graduate met the essential skills either by OAKS or work sample.

GED pass rate (# of GEDs / # GED referrals) consistent with prior years.

42/86 = 49%(On Track to Achieve) 41 / 93 = 44% (’12-’13) 35/79 = 44% (’11-’12) 40/76 = 52% (’10-’11)

45/90 = 50%

Work Experience and Natural Resources credits. Project 34+ credits.

18.3 30

160 senior credits recovered 148 (On Track to Achieve)

175

40 junior credits recovered.

73 (Exceeded) 80

60 diplomas recovered 6 Full Time 2 Part Time (On Track to Achieve)

16 Full Time 45 Part Time

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Goals for the 2014-15 school year – Redmond Skill Center

1.) Achieve 100% student participation in SBAC testing.

2.) All seniors on track to graduate pass essential skills requirements.

3.) Establish and achieve an appropriate pass rate for GED 2014.

4.) Maintain the number of Work Experience and Natural Resource credits.

5.) Maintain the credits recovered for seniors and juniors to assist district graduation

rate.

Comparison of Students Served and Outcomes for the School Years ’12-’13 and ’13-‘14

2012-2013(final) Sep ‘12 – Apr ‘13 Sep ‘13 – Apr ‘14 Referrals:

Grade 9 0 0 2 Grade 10 31 31 35 Grade 11 91 87 73 Grade 12 151 143 110 Grade 13 31 29 27

Total 304 290 247

Referral Breakdown: Full Time (GED) 103 93 86

Full Time (Diploma) 91 85 95 Full Time (Work Study)

Total Full Time 194 178 181 Shared (Part Time) 110 112 66

SPED (Shared and Full Time) 52 52 33

End of April Enrollment: Full Time (Diploma) a 42 47

Full time (GED) a 12 23 Full Time (Work Study) a 6 6

Shared a 47 33

Outcomes GEDs Earned 55 41 43

Credits Earned 316 197.4 249 Graduates (Full Time) 19 3 6

Graduates (Shared) 55 7 2 OAKS Participation 100% 100% 100%

a Does not apply.

Attachment K

Documents

Central Oregon Intergovernmental Council BOARD AGENDA · 2014. 6. 30. · Central Oregon Intergovernmental Council BOARD AGENDA 334 NE Hawthorne Ave, Bend, OR 97701 (541) 548-8163