Central Oregon Intergovernmental Council BOARD AGENDA

Transcription

1 Central Oregon Intergovernmental Council BOARD AGENDA Central Oregon Intergovernmental Council, Thursday, February 2, 2017, 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 Executive Committee Minutes of December 1, 2016 (A) Attachment A b. Approval of Board Minutes of December 1, 2016 (A) Attachment B c. Financial Report, December 2016 (A) Attachment C d. Staff Report, January 2017 (A) Attachment D e. Cascades East Transit Monthly Management Report and (A) Attachment E Cascades East Ride Center Monthly Management Report, December Election of 2017 COIC Officers 5. Administrative a. Appoint Budget Officer, Budget Calendar and Budget Committee Members (A) Attachment F Karen Friend, Executive Director b. Authorization of Change in Financial Statement Reporting (A) Attachment G Michelle Williams, Fiscal Services Administrator 6. Presentations a. Presentation of FY COIC Audit Stuart Katter, Kerkoch, Katter and Nelson, CPA ***The full audit is posted on the website*** 7. Board Member Orientation & Board Binders 8. Executive Director Report 9. Regional Round Table 10. Other Business/Announcements Attachment H 11. Adjourn 334 NE Hawthorne Ave, Bend, OR (541) Fax: (541) Office Locations: Bend, Klamath Falls, Lakeview, La Pine, Madras, Prineville, Redmond

2 Attachment A Executive Committee of Central Oregon Intergovernmental Council Minutes for December 1, 2016 City of Redmond Public Works Department 243 E. Antler Ave Redmond Executive Committee Members: Mike McCabe, Crook County; Alan Unger, Deschutes County; Wayne Fording, Jefferson County; Jason Carr, City of Prineville. COIC Staff: Jane Foote, Human Resources Manager; Karen Friend, Interim Executive Director. Call to order: Chair Carr called the meeting to order at 4:19pm, stating there is a quorum present. COIC Board Business Ms. Friend explained Lou Capozzi is active on Bend 2030 and interested in serving on the board. She explained his background and potential benefits of having him on the board. His application is on tonight s board meeting agenda for approval. Ms. Friend also summarized other meetings she s held with potential future board members. Executive Director Recruitment Process Update Commissioner Unger explained that executive committee members propose offering Ms. Friend the permanent position of Executive Director, as a means to provide stability for COIC during a time when there will be large Board member turnover and several COIC staff vacancies need to be filled. Commissioner Unger spoke with board members and all are supportive, noting that Ms. Russell suggested a one year contract rather than two. Chair Carr, Commissioner Unger, Commissioner McCabe and Commissioner Fording agreed that Karen should be offered the permanent position of Executive Director and disagreed with Ms Russell s suggestion of a 1 year contract. Ms. Foote supplied the committee with the job description, the contract that the Board has used for the previous Executive Director and salary information collected. Ms. Friend read the bylaw requirements around the hiring of the Executive Director, that state that the Executive Committee recommends to the Board the hiring. The committee can determine the terms of the agreement including effective start dates and salary, then make that recommendation to the Board. They discussed specific salary questions and other details of the agreement. The committee discussed the salary information and salary for open positions at COIC. Judge McCabe moved to make recommendation to the Board that Ms. Friend be offered a 2 year contract as permanent Executive Director with a salary of $120,000, effective July 1, Commissioner Unger seconded. The first review will be December 2017 with possibility of wage increase. Motion carries unanimously. Adjourn As there was no further business, the meeting adjourned at 5:00pm. COIC Executive Committee Minutes December 1, 2016 Page 1 of 1

3 Attachment B Central Oregon Intergovernmental Council Minutes for December 1, 2016 City of Redmond Public Works Department 243 E. Antler Ave Redmond COIC Board Members: Mike McCabe, Crook County; Alan Unger, Deschutes County; Wayne Fording, Jefferson County; Bart Carpenter, City of Culver; Dennis Scott, City of La Pine; Bill Montgomery, City of Madras; John Chavez, City of Metolius; Jason Carr, City of Prineville; Jay Patrick, City of Redmond; Lonny Macy, Confederated Tribes of Warm Springs; Jim Wilson, John McLeod and David Dona, Appointed Members. Guests:, Bill Reynolds, City of Redmond; Lou Capozzi, Bend 2030; Joe Krenowicz, Madras Chamber of Commerce. COIC Staff: Hallie Adams, Community and Economic Development Program Coordinator; Scott Aycock, Community and Economic Development Manager; Kevin Bradley, Youth Programs Manager; Joe Checketts, Staff Accountant; Ann Delach, Adult Programs Manager; Jane Foote, Human Resources Manager; Karen Friend, Interim Executive Director: Shelby Knight, Community and Economic Development Program Assistant; Jackson Lester, Senior Transit Planner; Jim MacKinnon, Loans Program Manager; Judy Watts, Outreach and Engagement Administrator; Introductions Chair Carr called the meeting to order at 5:32pm and introductions were made. Public Comment None. Consent Agenda Mr. Montgomery moved to approve the consent agenda. a. Approval of Executive Committee Minutes of November 3, 2016 b. Approval of Board Minutes of November 3, 2016 c. Financial Report, October 2016 d. Staff Report, November 2016 e. Cascades East Transit Monthly Management Report & Cascades East Ride Center Monthly Management Report, October 2016 Mr. Patrick seconded. Motion carried unanimously. Administrative Executive Director Recruitment Update Chair Carr explained Commissioner Unger sent correspondence to Board members proposing Ms. Friend be offered the permanent position of COIC Executive Director. He explained the Executive Committee agrees this would provide stability for COIC and many incoming board members in 2017, as seats change due to 2016 elections. Commissioner Unger stated that board members responses received were supportive of the proposal. He read aloud a letter from board member Ms. Russell, suggesting a one year contract instead of two, to allow Ms. Friend a year to prove herself to incoming board members. He explained the Executive Committee discussed the suggestion and agreed one year is not sufficient for a new board to familiarize themselves with the organization and build relationships necessary for stability. They held the recommendation to offer Ms. Friend two years as Executive Director. Mr. Patrick stated as a COIC board member for 16 years, he supports the recommendation for a two year contract. Mr. Wilson also agreed, adding that anything less than two years would not provide the desired stability for the Board and COIC. Mr. Reynolds also supports the recommendation, noting Ms. Friend s depth of knowledge regarding all aspects of the organization. Chair Carr stated that given Ms. Friend s overall experience within COIC, her operational and budgetary knowledge, and the upcoming changes in Board leadership, the two year contract is in the best interest of the organization. He added that COIC bylaws direct the Executive Committee to bring a salary recommendation to the Board for approval. After conducting a salary comparison in the region, the Executive Committee recommends a salary of $120,000 per year, effective starting July 1 st, COIC Minutes December 1, 2016 Page 1 of 3

4 Attachment B Mr. Patrick motioned that the Board approve the proposal for appointing Ms. Friend to the position of permanent Executive Director at a salary of $120,000 under a two year contract. Mr. Montgomery seconded. Motion carried unanimously. Chair Carr congratulated Ms. Friend. He added that as of September 2016, Ms. Friend has been with COIC for 20 years. Ms. Friend was recognized for her service and presented with a certificate of appreciation. Approve COIC Board Member Application Lou Capozzi Ms. Friend introduced Lou Capozzi, member of Bend 2030 and COIC Board member applicant. Mr. Capozzi introduced himself and explained his involvement in the community. He provided his background, interest in transportation, and work done as an Executive Committee member of Bend Commissioner Unger added that Mr. Capozzi has an impressive record of experience on large boards and doing work that will help move COIC forward. Mr. Patrick felt it would be beneficial for the Board to have someone with Mr. Capozzi s knowledge and experience. Ms. Friend stated that if approved by the COIC Board, a request letter is then sent to Deschutes County for request to appoint Mr. Capozzi to the COIC Board. Judge McCabe moved to approve Lou Capozzi for consideration by Deschutes County as a new COIC Board Member. Mr. Patrick seconded. Motion carried unanimously. Approve EDA Loan Big Ed s Artisan Bread Mr. MacKinnon presented a request to approve an EDA loan to Big Ed s Artisan Bread, to refinance the acquisition of the business. The loan is for $225,000 total over 10 years, and is low risk. Mr. MacKinnon reported that the loan committee reviewed the loan and recommend it for approval. Commissioner Unger inquired about differences between interest rates at COIC and banks, to which Mr. MacKinnon explained that it depends, but is likely a similar rate. The difference is COIC s fixed rate loan eliminates future rate risks, and COIC can be more flexible than a bank. Commissioner Unger felt that the loan is financially sound and is a nice addition to the portfolio. Commissioner Unger moved to approve the COIC EDA loan for Big Ed s Artisan Bread. Mr. Montgomery seconded. The motion carried unanimously. Program Updates Comprehensive Economic Development Strategy (CEDS) 1. Priority Issues and Strategies Approval Mr. Aycock explained that CEDS will help to inform COIC s work plan for the next five years, will be updated again in three years and can be amended by the board anytime, if needed. He stated that the Board reviewed CEDS priority issues and strategies at length during the November meeting, and the document is roughly the same. Mr. Aycock requested Board adoption of the Regional Priority Issues and Strategies. Commissioner Unger noted COIC is lead on many projects in the document and asked how COIC plans to fund these. Mr. Aycock explained many of those projects are ones COIC is already funded to do. He recognized some are new projects that will require development and pursuit of funding, for which levels of participation will adjust accordingly. He noted COIC is currently pursuing funding and gaining traction for both rural community assets and the development of a Regional Housing Coalition. Mr. Montgomery moved to approve CEDS Priority Issues and Strategies. Commissioner Fording seconded. Motion carried unanimously. 2. Charts and Tables Mr. Aycock presented exhibit B, containing data to elucidate the existing Strategies. He noted that the final version of the CEDS will include this data, and asked for Board member feedback within the next few months prior to that final version. Additionally, Mr. Aycock noted that the final CEDS will also contain an executive summary, process outline, data profile, resiliency section, and regional economic profile that have not yet been developed. These final pieces of the CEDS will be presented to the Board in early 2017 as a proposed amendment. 3. Review draft project list Mr. Aycock described a parallel process in which COIC developed a matrix of draft projects solicited from cities, counties, non-profits, and partners. The solicitation process included a call for community priority economic development projects, specifically related to infrastructure and program development. Mr. Aycock requested that Board members review this draft COIC Minutes December 1, 2016 Page 2 of 3

5 Attachment B list and provide feedback, identifying any missing projects or partners before the list is adopted as part of the CEDS in early He requested any additional project submissions be submitted prior to mid January. Commissioner Unger stated he would follow up with the East Cascades Workforce Investment Board (ECWIB) to ensure no projects were missed. Mr. Aycock stated ECWIB work is mainly included in the list of priority issues and strategies under Emerging Workforce. Commissioner Unger suggested reaching out to the Deschutes Board of Control regarding needs identified by the Basin Study Work Group for the Deschutes River and the spotted frog. Mr. Aycock agreed that water and agriculture are major economic development drivers in the region and that related projects would be a good fit for the list. Community Connector Expansion Mr. Lester presented new proposed routes and timing for the community connector system expansion. He explained that expanding the connector will allow for more efficient transfers between Bend and connector routes, and the expansion was motivated by changes made during the Bend fixed route system expansion Ms. Friend added that this expansion not only provides more efficient transfers between communities, but also extends services for La Pine, Redmond, and Prineville and are cost neutral. If approved, changes will be implemented February 1 st, Commissioner Unger agreed that the changes will make the system more rider-friendly. Mr. Wilson asked how often the system is evaluated. Ms. Friend answered that reviews are conducted every two years, although areas with low ridership are evaluated more frequently. Mr. McLeod added that housing affordability and availability will continue to drive people farther out, creating the need for better community connector services. Mr. Patrick agreed these changes to the system are needed. Mr. McLeod moved to approve the new CET Community Connector routes. Mr. Patrick seconded. Motion carried unanimously. Cascades East Transit Recreational Programs 2016 Outcomes Ms. Friend provided an overview of outcomes for 2016 CET recreational routes. In summary, CET expanded the Ride the River service and saw significant increase in ridership. CET also successfully sustained Lava Butte service. Commissioner Unger asked about Mt. Bachelor service, and Ms. Friend explained those outcomes will be reported in the spring since it s a winter route. Mr. McLeod stated that he anticipates growth for the Mt. Bachelor service in the coming season, specifically during weekends. Commissioner Unger asked about potential for service to Century Drive, given the parking challenges in the area. Ms. Friend responded that COIC is in talks about potential services to Tumalo Falls. Also, some CET grant funding is dedicated to planning, which Mr. Lester is utilizing to review potential for summer service to Cascade Lakes Highway. Executive Director Report Ms. Friend reviewed the 2017 Board meeting calendar, noting the Board does not typically meet in January or July. Other Business/Announcements Ms. Friend provided an update on the ORS 190 legislative governance concept work, which is gaining traction and support. Chair Carr added they are working to gain support from local legislators. Recognition of Departing Board Members Service Ms. Friend and Chair Carr recognized departing board members for their various years of service, thanking them and presenting them a plaque. Mayor Mulenex (not in attendance), Mr. Reynolds and Chair Carr were recognized for four years on the board. Commissioner Unger for eight years, Mr. McLeod for ten years, and Judge McCabe for twenty-one years on COIC s board. Adjourn As there was no further business to discuss, Chair Carr adjourned the meeting at 6:47 pm. COIC Minutes December 1, 2016 Page 3 of 3

6 Attachment C CENTRAL OREGON PAGE 1 INTERGOVERNMENTAL COUNCIL Dec-16 FISCAL YEAR GENERAL FUND RESOURCES BOARD APPROVED $ VARIANCE OF PRORATED % VARIANCE OF PRORATED PRORATED YEAR TO DATE REVENUE (Beginning Balance) FY % 12/31/2016 YTD YTD Net Working Capital 1,508,598 1,568,249 59, % Job Training Reserves $280,922 Transportation $910,810 Ec. Dev. Planning $57,288 Ec. Dev. Loans $391,229 Charges for Services EDA Round 1 Fund 15,621 7,811 9,185 1, % EDA Round 2 Fund 31,522 15,761 19,332 3, % EDA Round 3 Fund 41,042 20,521 21, % Local Job Creation Fund 2,818 1,409 1, % Or. Business Development Corp. 236, , ,073 (14,981) 87.31% USDA/Intermediary Relending RLF 67,828 33,914 35,409 1, % Grants/Contracts With Other Agencies State Government DHS 2,762,045 1,381, ,771 (759,251) 45.02% *1 Pacific Source CCO Contract 3,999,911 1,999,956 1,915,771 (84,185) 95.79% OR Department of Transportation 2,697,672 1,348,836 1,423,962 75, % OR Dept of Forestry 7,000 3, (2,608) 25.47% *1 Oregon Youth Conservation Corp 10,200 5,100 0 (5,100) 0.00% *1 Local Government Deschutes County 766, , , , % *11 Jefferson County 185,513 92, ,087 15, % *11 Crook County 175,432 87, ,958 78, % *11 City of Bend 1,802, ,468 1,364, , % *11 Other Local Government 863, , , , % *11 School District Income 1,450, , ,358 (252,642) 65.15% *2 Federal Government EDA 75,000 37,500 18,750 (18,750) 50.00% US Dept of Agriculture 258, , ,422 1, % US Dept of Transportation 2,075,661 1,037, ,018 (161,813) 84.41% *1 ECWIB WIOA - Adult 1B 576, , ,198 (47,052) 83.68% *4 WIOA - Youth 1B 698, , ,240 (47,175) 86.50% *4 WIOA - Dislocated Worker 913, , ,488 (180,384) 60.52% *4 Misc. Foundations/Non-profits 364, ,403 59,834 (122,569) 32.80% Use of Money & Fees Interest on Investments 16,700 8,350 7,852 (498) 94.04% Other Misc. Job Training/Project Income 219, ,937 4,976 (104,961) 4.53% *3 Charges for Services 639, , ,608 (137,230) 57.09% Misc. Transportation 226, , ,751 1, % Bus Fares 861, , , , % Rent Income 191,914 95,957 93,017 (2,941) 96.94% TOTAL RESOURCES 23,742,797 11,871,399 12,259, , %

7 Attachment C CENTRAL OREGON PAGE 2 INTERGOVERNMENTAL COUNCIL GENERAL FUND EXPENDITURES FISCAL YEAR $ VARIANCE BOARD APPROVED PRORATED YEAR TO DATE EXPENDITURES OF PRORATED FY % 12/31/2016 YTD YTD % VARIANCE OF PRORATED Personal Services Executive Director 114,450 57,225 68,652 11, % *5 Senior Management Team Deputy Director 106,626 53,313 0 (53,313) 0.00% *5 Loan Manager 103,968 51,984 53,994 2, % Community & Econ Dev Manager 81,599 40,800 39,861 (938) 97.70% Program Managers - E & T 185,518 92,759 96,340 3, % Fiscal & Administrative Manager 88,269 44,135 9,926 (34,209) 22.49% *10 Human Resources Manager 71,775 35,888 37,469 1, % Program Facilitators Program Administrators - E.D. 109,109 54,555 56,863 2, % Program Administrators - Transportation 364, , ,594 (13,613) 92.53% Loan Officer 79,252 39,626 37,690 (1,936) 95.11% Program Staff Employment Counselors 1,166, , ,200 (19,064) 96.73% Staff Accountant 31,542 15,771 28,424 12, % *12 Senior Accountant 15,902 7,951 (7,951) 0.00% Accounting Coordinator 70,906 35,453 40,596 5, % Human Resource Coordinator 61,752 30,876 32,084 1, % Administrative Assistant 32,317 16,159 9,172 (6,987) 56.76% *6 Executive Assistant 44,724 22,362 22, % Classroom Instructors - Lead 125,007 62,504 57,592 (4,912) 92.14% Adult Records Coordinator 46,476 23,238 11,625 (11,613) 50.03% Classroom Instructors - Lead 356, , ,730 (26,530) 85.12% Classroom Aide 10,000 5,000 2,915 (2,085) 58.30% Senior Transit Planner 55,021 27,511 26,095 (1,416) 94.85% Program Planner - E&T 64,584 32,292 16,031 (16,261) 49.65% CET Operations Manager 60,113 30,057 28,960 (1,096) 96.35% Program Coordinators - E&T 141,824 70,912 30,346 (40,566) 42.79% Program Coordinator - ED 42,153 21,077 16,842 (4,235) 79.91% CET Dispatch Supervisor 45,396 22,698 18,460 (4,238) 81.33% Transit Field Supervisor--Bend 45,396 22,698 23, % CET Policy & Services Administrator 44,587 22,294 10,067 (12,227) 45.16% Outreach and Engagement Coordinator 61,020 30,510 30, % Technical Support Network Administrator 50,338 25,169 33,489 8, % Program Assistants - E&T 169,359 84,680 95,109 10, % Program Assistants - E&T 161,642 80,821 58,253 (22,568) 72.08% Payroll Specialist 40,154 20,077 21,491 1, % Loan Servicing Clerk 25,784 12,892 7,380 (5,512) 57.24% IT Manager 56,660 28,330 31,579 3, % Support Customer Service Reps 830, , ,357 (30,947) 92.55% Drivers 564, , ,139 10, % Vehicle Washers 88,096 44,048 39,402 (4,646) 89.45% Clerical Receptionist E&T 27,870 13,935 24,848 10, % *13 Bus Mechanics 68,027 34,014 37,149 3, % Temporary Summer Crew Leaders 11,772 5,886 13,736 7, % *14 ***SUB-TOTAL*** 5,921,772 2,960,886 2,731,446 (229,440) 92.25% Payroll Expense Medical/Life/Dental Insurance & LTD 2,296,578 1,148, ,716 (174,573) 84.80% Public Employes Retirement 902, , ,394 (70,980) 84.27% F. I. C. A. 437, , ,827 (18,907) 91.36% Workers Compensation 114,936 57,468 45,711 (11,757) 79.54% Unemployment Insurance 127,286 63,643 50,891 (12,752) 79.96% TOTAL PERSONAL SERVICES 9,800,789 4,900,395 4,381,985 (518,409) 89.42%

8 Attachment C CENTRAL OREGON INTERGOVERNMENTAL COUNCIL FISCAL YEAR GENERAL FUND EXPENDITURES PAGE 3 Materials and Services BOARD APPROVED PRORATED YEAR TO DATE EXPENDITURES $ VARIANCE OF PRORATED % VARIANCE OF PRORATED FY % 12/31/2016 YTD YTD Rent 489, , ,617 36, % *15 Telephone 131,766 65,883 67,585 1, % Utilities/Janitorial 256, , ,482 (18,896) 85.28% Supplies/Printing School District/ Crews 4,198 2,099 1,418 (681) 67.58% General Supplies 276, ,147 69,521 (68,626) 50.32% Furnishings & Equipment 161,344 80,672 20,847 (59,825) 25.84% Printing 34,629 17,315 11,186 (6,129) 64.60% Postage 15,279 7,640 6,173 (1,467) 80.80% Subscriptions 3,578 1,789 1,367 (422) 76.44% Fees/Dues 190,528 95, ,447 61, % *16 Advertising 5,027 2,514 5,041 2, % *17 Office Equipment Lease Expense 7,935 3,968 4, % Repair and Maintenance Office Equipment 10,757 5,379 4,992 (387) 92.81% Vehicles 319, , ,461 (40,101) 74.87% Other 31,546 15,773 43,981 28, % *8 Insurance 122,617 61,309 59,627 (1,681) 97.26% Services Legal 20,368 10,184 8,396 (1,788) 82.44% Auditing 36,640 18,320 10,002 (8,318) 54.60% Security Services 48,757 24,379 24, % Consulting Computer Network 62,575 31,288 0 (31,288) 0.00% Telephone Systems 4,897 2,449 7,743 5, % *9 Contracting 4,975,416 2,487,708 2,230,646 (257,062) 89.67% Pass Through 233, ,511 37,981 (78,530) 32.60% Drug Testing 5,032 2,516 1,600 (916) 63.59% Training/Travel Operational 104,678 52,339 46,301 (6,038) 88.46% Staff Training/Education 8,404 4,202 4, % Employee Bus Pass 12,453 6,227 4,439 (1,788) 71.29% Crew Travel 32,701 16,351 7,471 (8,880) 45.69% Fuel Expense - Transportation 368, , ,247 (11,979) 93.50% Cost of Goods Sold Hawthorne Market 84,486 42,243 32,241 (10,002) 76.32% ***SUB-TOTAL*** 8,058,601 4,029,301 3,551,292 (478,009) 88.14% Job Training/Services Client WIOA 521, , ,891 29, % School Districts/Crews 47,200 23,600 10,115 (13,485) 42.86% DHS 76,000 38,000 25,733 (12,267) 67.72% TOTAL MATERIALS AND SERVICES 8,702,980 4,351,490 3,877,031 (474,459) 89.10%

9 Attachment C CENTRAL OREGON INTERGOVERNMENTAL COUNCIL FISCAL YEAR GENERAL FUND EXPENDITURES PAGE 4 Capital Outlay BOARD APPROVED PRORATED YEAR TO DATE EXPENDITURES $ VARIANCE OF PRORATED % VARIANCE OF PRORATED FY % 12/31/2016 YTD YTD Equipment Computer 5,500 2,750 5,317 2, % Furnishings & Equipment 81,500 40,750 6,587 (34,163) 16.17% Vehicles 1,635, , ,107 (592,393) 27.54% Leasehold Improve / Real Prop. 1,799, , ,280 89, % Proceeds from Sale of Capital 0-15,875 No Budget No Budget TOTAL CAPITAL OUTLAY 3,521,814 1,760,907 1,210,417 (550,490) 68.74% Debt Service Principal 98,210 49,105 25,920 (23,185) 52.79% Interest 41,714 20,857 21, % TOTAL DEBT SERVICE 139,924 69,962 47,672 (22,290) 68.14% EXPENDITURES BEFORE CONTINGENCY 22,165,507 11,082,754 9,517,105 (1,565,649) 85.87% Transferred to Other Funds Operating Contingency 1,577, ,644 0 (788,644) 0.00% TOTAL TRANSFERS & CONTINGENCY 1,577, ,644 0 (788,644) 0.00% Unappropriated Ending Balance TOTAL GENERAL FUND EXPENDITURES 23,742,794 11,871,397 9,517,105 (2,354,292) 80.17%

10 Attachment C Actual to Budget Variance Notations / Explanations PAGE 5 GENERAL FUND RESOURCES LINE ITEM Notation For the Fiscal Period Ending 12/31/2016 Explanation US Department of Transportation, Oregon Youth Conservation Corp, ODOT, Oregon Department of Forestry, DHS, AGORA *1 Expenses are reimbursed on a monthly or quarterly basis. School District Income *2 Expenses are reimbursed on a monthly basis beginning with the start of the school year. COIC lost Redmond Contract. Misc. Job Training/Project Income *3 Expenses are reimbursed on a project by project basis beginning fall/winter WIOA/ECWIB *4 Expenses are reimbursed on a monthly basis. Wood grain Grant - COIC was not able to use these grant funds for worker training, therefore COIC did not use this expense reimbursement grant. Deputy Director *5 Deputy Director, Karen Friend, is reflected in the Executive Director line item Administrative Assistant *6 Administrative Assistant began employment in September 2016 Capital Outlay *7 Redmond Classroom Remodel Other *8 Bear Creek & Madras Remodel Telephone Systems *9 Fiber Line Installation at CET La Pine Office Fiscal & Administrative Manager *10 This position has been vacant for about six months, has been filled as of 1/3/2017. Deschutes County, Jefferson County, Crook County, City of Bend, Other Local Governments *11 Recognizing deferred revenue to support expansion projects. *12 This position previously worked a lot of overtime, Staff Accountant this position is in the process of being modified and filled. Clerical Receptionist E&T *13 COIC hired another full time staff for the Madras Office. Summer Crew Leaders *14 This program is completed for the fiscal year Rent *15 COIC added a new transportation location in La Pine in the 2nd quarter of the fiscal year. Fees & Dues *16 Network security & assessment done earlier in fiscal year. Advertising *17 Recruitment expense for new positions and filling vacant positions.

11 Attachment C CENTRAL OREGON PAGE 6 INTERGOVERNMENTAL COUNCIL GENERAL FUND EXPENDITURES FOR THE PERIOD ENDING 12/31/2016 BY CATEGORY FISCAL YEAR TOTAL PRORATED CASH CASH CASH CASH EXPENSES EXPENSES EXPENSES EXPENSES FY % 12/31/2016 JOB TRNG. EC.DEV. TRANSIT Personal Services Salaries 5,921,772 2,960,886 2,731,446 1,171, ,513 1,301,089 Fringe Benefits 3,879,017 1,939,509 1,650, , , ,784 TOTAL PERSONAL SERVICES 9,800,789 4,900,395 4,381,985 1,852, ,222 2,137,873 Materials and Services Office Support 1,373, , , ,028 35, ,701 Fees/Advertising 203, , ,487 12,288 7, ,501 Repairs and Maintenance 361, , ,435 19, ,716 Insurance 122,617 61,309 59,627 10,572 1,575 47,481 Professional Services 5,386,707 2,693,354 2,321,035 20,290 83,995 2,216,749 Travel/Training (Bus Fuel) 526, , ,823 45,117 6, ,487 COGS Market 84,486 42,243 32, ,241 Client Services 644, , , , TOTAL MATERIALS AND SERVICES 8,702,980 4,351,490 3,877, , ,843 2,962,876 Capital Outlay Equipment Computer 5,500 2,750 5, ,317 Software Furnishings & Equipment 81,500 40,750 6, ,587 Vehicles 1,635, , , ,107 Leasehold Improve / Real Prop. 1,799, , ,280 36, ,721 Proceeds from Sale of Capital 0 0 (15,875) 0 0 (15,875) TOTAL CAPITAL OUTLAY 3,521,814 1,760,907 1,210,417 36, ,173,858 Debt Service Principal 98,210 49,105 25, Interest 41,714 20,857 21, TOTAL DEBT SERVICE 139,924 69,962 47, Transferred to Other Funds Operating Contingency 1,577, , TOTAL TRANSFERS & CONTINGENCY 1,577, , Unappropriated Ending Balance TOTAL SUMMARY 23,742,794 11,871,397 9,517,105 2,667, ,065 6,274,607

12 Attachment C CENTRAL OREGON PAGE 7 INTERGOVERNMENTAL COUNCIL SUPPLEMENTAL REPORT FISCAL YEAR ECONOMIC DEVELOPMENT ACTIVITIES BOARD APPROVED PRORATED YEAR TO DATE ACUTAL $ VARIANCE OF PRORATED % VARIANCE OF PRORATED ***RESOURCES*** FY % 12/31/2016 YTD YTD Beginning Fund Balance 446, , , % Charges for Services Revolving Loan Funds Program Income EDA Round 1 Fund 15,621 7,811 9,185 1, % EDA Round 2 Fund 31,522 15,761 19,332 3, % EDA Round 3 Fund 41,042 20,521 21, % Local Job Creation Fund 2,818 1,409 1, % OR Business Development Corp. 236, ,054 83,967 (34,087) 71.13% USDA/Intermediary Relending RLF 67,828 33,914 35,409 1, % Contracts with Other Agencies Deschutes County 15,823 7,912 15,245 7, % Jefferson County 27,513 13,757 22,558 8, % Crook County 5,432 2,716 48,142 45, % City of Bend 61,306 30,653 49,501 18, % Other Local Government 14,346 7,173 12,878 5, % Grants from Other Agencies Federal Government EDA 75,000 37,500 18,750 (18,750) 50.00% US Dept of Agriculture 258, ,150 44,195 (84,955) 34.22% State of Oregon Department of Transportation 75,204 37,602 5,788 (31,814) 15.39% *1 Oregon AGORA 22,500 11,250 0 (11,250) 0.00% *1 Oregon Department of Forestry 7,000 3, (2,608) 25.47% *1 Meyer Memorial Trust 178,000 89,000 43,287 (45,713) 48.64% Ford Family Foundation 16,408 8,204 16,547 8, % Misc. 92,528 46,264 98,457 52, % High Desert Food & Farm Allicance 6,760 3,380 0 (3,380) 0.00% *1 Nature Conservancy 10,000 5,000 0 (5,000) 0.00% *1 LLI 1, (555) 0.00% *1 Interest on Investments 3,085 1,543 2, % Deferred Jursisdictional Dues 0 26,497 No Budget No Budget TOTAL CURRENT FISCAL YEAR 1,265, , ,531 (57,096) 90.97% TOTAL RESOURCES 1,711, ,694 1,024, , % ***EXPENDITURES*** Personal Services 882, , ,222 (49,917) 88.68% Materials & Services 379, , ,843 (54,104) 71.52% TOTAL PERSONAL, MATERIALS & SERVICES, CAPITAL OUTLAY 1,262, , ,065 (104,020) 83.52% Operating Contingency 449, ,609 0 (224,609) 0.00% TOTAL EXPENDITURES 1,711, , ,065 (328,629) 61.60%

13 Attachment C CENTRAL OREGON PAGE 8 INTERGOVERNMENTAL COUNCIL SUPPLEMENTAL REPORT FISCAL YEAR TRANSPORTATION ACTIVITIES BOARD $ VARIANCE % VARIANCE OF APPROVED PRORATED YEAR TO OF PRORATED PRORATED DATE ACTUAL ***RESOURCES*** FY % 12/31/2016 YTD YTD Beginning Fund Balance 751, , , % Grants/Contracts with Other Agencies State of Oregon Department of Human Services 1,068, , ,270 (50,877) 90.48% Department of Transportation 2,622,468 1,311, ,950 (445,284) 66.04% *1 County and Local Government Deschutes County 750, , , , % Jefferson County 158,000 79,000 85,530 6, % Crook County 170,000 85, ,816 32, % City of Bend 1,741, ,815 1,315, , % Other Local Government 849, , , , % Federal Government US Dept of Transportation 2,075,661 1,037, ,018 (161,813) 84.41% *1 Central Oregon Council on Aging 60,000 30, ,751 84, % Use of Money & Fees Interest on Investments 11,075 5,538 4,561 (977) 82.36% Pacific Source CCO 3,999,911 1,999,956 1,915,771 (84,185) 95.79% Misc. Transportation 226, ,042 0 (113,042) 0.00% *1 Bus Fares 861, , , , % Charges for Services 639, , , , % TOTAL CURRENT FISCAL YEAR 15,234,092 7,617,046 8,480, , % TOTAL RESOURCES 15,985,613 7,992,807 9,390,939 1,398, % ***EXPENDITURES*** Personal Services 4,818,055 2,409,028 2,137,873 (271,155) 88.74% Materials & Services 6,883,148 3,441,574 2,962,876 (478,698) 86.09% Capital Outlay 3,521,814 1,760,907 1,173,858 (587,049) 66.66% TOTAL PERSONAL, MATERIALS & SERVICES, CAPITAL OUTLAY 15,223,017 7,611,509 6,274,607 (1,336,902) 82.44% Operating Contingency 762, ,298 0 (381,298) 0.00% TOTAL EXPENDITURES 15,985,613 7,992,807 6,274,607 (1,718,200) 78.50%

14 Attachment C CENTRAL OREGON SUPPLEMENTAL REPORT PAGE 9 INTERGOVERNMENTAL COUNCIL FISCAL YEAR JOB TRAINING ACTIVITIES RESOURCES % VARIANCE OF PRORATED $ VARIANCE BOARD APPROVED PRORATED YEAR TO DATE ACTUAL OF PRORATED FY % 12/31/2016 YTD YTD ***RESOURCES*** Beginning Fund Balance 310, ,922 (102,021) 67.19% Contracts with Other Agencies State Government DHS 1,671, , ,501 (697,124) 16.57% *1 School District Income 1,450, , ,358 (252,642) 65.15% *2 Oregon Youth & Conservation Corp 10,200 5,100 0 (5,100) 0.00% *1 ECWIB WIOA - Adult 1B 576, , ,198 (47,052) 83.68% *4 WIOA - Youth 1B 698, , ,240 (47,175) 86.50% *4 WIOA - Dislocated Worker 913, , ,488 (180,384) 60.52% *4 Use of Money & Fees Interest on Investments 2,540 1,270 1,046 (224) 82.37% Other Program Income Misc. Income/Projects 219, ,937 91,203 (18,734) 82.96% TOTAL CURRENT FISCAL YEAR 5,542,939 2,771,470 1,523,033 (1,248,437) 54.95% TOTAL RESOURCES 5,853,882 2,926,941 1,731,955 (1,194,986) 59.17% ***EXPENDITURES*** Personal Services 4,100,460 2,050,230 1,852,890 (197,340) 90.37% Materials & Services 1,439, , ,312 58, % Capital Outlay ,559 No Budget No Budget *7 Debt Service % TOTAL PERSONAL, MATERIALS & SERVICES, CAPITAL OUTLAY 5,540,399 2,770,200 2,667,761 (102,438) 96.30% Operating Contingency 313, ,742 0 (156,742) 0.00% TOTAL EXPENDITURES 5,853,882 2,926,941 2,667,761 (259,180) 91.15%

15 Attachment C CENTRAL OREGON INTERGOVERNMENTAL COUNCIL FISCAL YEAR Appendix C PAGE 10 SPECIAL REVENUE FUNDS BOARD APPROVED PRORATED YEAR TO DATE $ VARIANCE OF PRORATED % VARIANCE OF PRORATED FY % 12/31/2016 YTD YTD Beginning Cash 1,176, ,176, % Resources Revolving loan collections 194, , , , % Principal write-off No Budget No Budget Loan Packaging/Servicing 9, , , (2,737) 44.38% Interest on revolving loans 207, , , (16,709) 83.86% Interest on investments 5, , , , % Total Resources 1,593, , ,390, , % Requirements Contract Services 158, , , , % Project Advances No Budget No Budget Business loans 538, , , (166,500) 38.10% Interest on COIC Loans 11, , , % Principal Repayment 97, , (48,650) 0.00% Operating contingency 787, , (393,631) 0.00% Total Requirements 1,593, , , (601,535) 24.49% Ending Cash $0.00 $0.00 $1,195, No Budget No Budget

16 Attachment C CENTRAL OREGON INTERGOVERNMENTAL COUNCIL ECONOMIC DEVELOPMENT JURISDICTIONAL DUES ACTIVITY Capacity Fund Balance as of December 31, 2016 Page 11 PRIOR YEAR CARRY FORWARD 6, CURRENT YEAR CONTRIBUTIONS Deschutes County 13, Jefferson County 3, Crook County 2, City of Culver City of Prineville 2, City of La Pine City of Metolius City of Sisters City of Madras 1, City of Redmond 6, City of Bend 19, TOTAL FY16-17 CONTRIBUTIONS 50, TOTAL FUNDS AVAILABLE FY , BOARD MTG FY EXPENDITURES NOTES DATE APPRVD FoodCorps Program $3, /04/2016 Lobbying Services for ORS 190 $5, /04/2016 Political Consultant Support $2, /01/2016 City/County Needs $10, /06/2016 Staff Activities Legislative Session $5, /03/2016 TOTAL FY16-17 EXPENDITURES 25, PROJECTED FUND BALANCE AT 31, YEAR END CAPACITY FUND CONSIDERATIONS The proposed project is appropriate for COIC The project falls within the scope of the COIC purpose statements The project is of regional significance OTHER CRITERIA Creates economies of scale Leverages additional resources Supports regional coordination

17 Attachment C CENTRAL OREGON INTERGOVERNMENTAL COUNCIL FISCAL YEAR PAGE 12 BUILDING FUNDS % BOARD APPROVED PRORATED YEAR TO DATE $ VARIANCE OF PRORATED VARIANCE OF PRORATED FY % 12/31/2016 YTD YTD Beginning Cash $315, $167, (147,391) 53.25% Resources Rental Income 185, , , % Total Resources 501, , , , % Debt Service Principal Payments 98, , , (2,733) 94.43% Interest Expense 41, , , % Operating Contingency 361, , (180,632) 0.00% Total Debt Service 501, , , (182,470) 27.18% Ending Cash $0.00 $0.00 $192, No Budget No Budget

18 CENTRAL OREGON INTERGOVERNMENTAL COUNCIL FUND TO DATE JULY 1, 2016 DECEMBER 31, 2016 Attachment C PORTFOLIO STATEMENT COIC ROUND #1 7/1/2016 SOURCES USES 12/31/2016 BEGINNING OF FUNDS: OF FUNDS: ENDING BALANCE 12/31/ /31/2016 BALANCE. CASH AVAILABLE 179, Prior Year Interest Receivable Prior Year Fees Receivable 0.00 Principal Repayment 18, Repayment Interest 8, Penalty/Loan Fees Income 1, Invested Interest Income Charges for Services 9, Notes Transferred From Other Funds Notes Transferred To Other Funds Loans Advanced 102, , , , , /1/ /31/2016 NOTES RECEIVABLE Beginning Principal Principal Ending Interest Fees/ Balance Advances Repayment Balance Payments Penalties LOHA Investments dba Marshall's Auto 16, , Jay T's Hair Parlor 22, , , Primal Cuts Meat Market, LLC 40, , , , Cascade Rack, LLC 121, , , , Vintage Cottage 28, , , , Stringham Investments, LLC 102, , , TOTAL 230, , , , , , /1/ /31/2016 RECEIVABLES Beginning Ending Balance Increases Decreases Write Off Balance Interest Late & Loan Fees TOTAL PORTFOLIO BALANCE 410, , Loans Approved Not Disbursed: 0.00 Attachment C - Loan Portfolios Board meeting.xlsx

19 CENTRAL OREGON INTERGOVERNMENTAL COUNCIL FUND TO DATE JULY 1, 2016 DECEMBER 31, 2016 Attachment C PORTFOLIO STATEMENT COIC ROUND #2 7/1/2016 SOURCES USES 12/31/2016 BEGINNING OF FUNDS: OF FUNDS: ENDING BALANCE 12/31/ /31/2016 BALANCE CASH AVAILABLE 43, Prior Year Interest Receivable 2, Prior Year Fees Receivable 0.00 Principal Repayment 47, Repayment Interest 18, Penalty/Loan Fees Income Invested Interest Income Charges for Services 19, Notes Transferred From Other Funds Notes Transferred To Other Funds Loans Advanced 43, , , , /1/ /31/2016 NOTES RECEIVABLE Beginning Principal Principal Ending Interest Fees/ Balance Advances Repayment Balance Payments Penalties Barnes dba Gone Fishing 22, , , Anthony & Trina Baker 28, , ILA Grace dba Dana Signs 99, , , , Concept Retail Syncopation, Inc 42, , , , Campbell Algar Enterprises 93, , , , Peaks Investment Group, LLC 100, , , , Birdie's Café, LLC 52, , , , David Flier 193, , , , TOTAL 632, , , , /1/ /31/2016 RECEIVABLES Beginning Ending Balance Increases Decreases Write Off Balance Interest 2, , Late Fees TOTAL 2, , PORTFOLIO BALANCE 679, , Loans Approved Not Disbursed: 0.00 Attachment C - Loan Portfolios Board meeting.xlsx

20 CENTRAL OREGON INTERGOVERNMENTAL COUNCIL FUND TO DATE JULY 1, 2016 DECEMBER 31, 2016 Attachment C PORTFOLIO STATEMENT COIC ROUND #3 7/1/2016 SOURCES USES 12/31/2016 BEGINNING OF FUNDS: OF FUNDS: ENDING BALANCE 12/31/ /31/2016 BALANCE CASH AVAILABLE 197, Prior Year Interest Receivable 2, Prior Year Fees Receivable Principal Repayment 16, Repayment Interest 21, Penalty/Loan Fees Income Invested Interest Income Charges for Services 21, Notes Transferred From Other Funds Notes Transferred To Other Funds Loans Advanced 197, , , , /1/ /31/2016 NOTES RECEIVABLE Beginning Principal Principal Ending Interest Fees/ Balance Advances Repayment Balance Payments Penalties Strictly Organic Coffee Co. 99, , , R.E.G. Properties, LLC 154, , , , Shawn Heather Armstrong/Panacea 240, , , , Primal Cuts Meat Market II 37, , , , The Meat Locker 145, , , , TOTAL 676, , , , /1/ /31/2016 RECEIVABLES Beginning Ending Balance Increases Decreases Write Off Balance Interest 2, , Late Fees TOTAL 2, , PORTFOLIO BALANCE 876, , Loans Approved Not Disbursed: 0.00 Attachment C - Loan Portfolios Board meeting.xlsx

21 CENTRAL OREGON INTERGOVERNMENTAL COUNCIL FUND TO DATE JULY 1, 2016 DECEMBER 31, 2016 Attachment C PORTFOLIO STATEMENT INTERMEDIARY RELENDING PROGRAM 7/1/2016 SOURCES USES 12/31/2016 BEGINNING OF FUNDS: OF FUNDS: ENDING BALANCE 12/31/ /31/2016 BALANCE CASH AVAILABLE 695, Prior Year Interest Receivable 4, Prior Year Fees Receivable Principal Repayment 33, Repayment Interest 36, Penalty/Loan Fees Income Invested Interest Income 1, Charges for Services 35, Rural Development Notes Transferred To Other Funds Interest Expense Loans Advanced TOTAL CASH 695, , , , /1/ /31/2016 NOTES RECEIVABLE Beginning Principal Principal Ending Interest Fees/ Balance Advances Repayment Balance Payments Penalties RG Remanufacturing/Robt Goss 94, , , , Iron King. Inc. & Vito Bartolotta 10, , , Suttle Lake Resort & Marina 87, , Syncopation/Concept Retail 132, , , , Madras Point/Triple L Pizza 204, , , , Shawn Heather Armstrong /Panacea 239, , , , Kerry & Sue Fuller 132, , , , Jamie & Angel Roscoe Cowboy Dinner Tre 190, , , , Sean S & Onya K Remer 46, , , Asla Auto Parts, Inc 99, , , , TOTAL 1,238, , ,204, , /1/ /31/2016 Beginning Ending Balance Increases Decreases Write Off Balance RECEIVABLES Interest 4, , Late Fees TOTAL 4, , PAYABLES Rural Development Principal 1,194, ,194, Rural Development Interest 3, , , TOTAL 1,198, , ,204, PORTFOLIO BALANCE 739, , Loans Approved Not Disbursed: 0.00 Attachment C - Loan Portfolios Board meeting.xlsx

22 CENTRAL OREGON INTERGOVERNMENTAL COUNCIL FUND TO DATE JULY 1, 2016 DECEMBER 31, 2016 Attachment C PORTFOLIO STATEMENT COIC LOCAL JOB CREATION 7/1/2016 SOURCES USES 12/31/2016 BEGINNING OF FUNDS: OF FUNDS: ENDING BALANCE 12/31/ /31/2016 BALANCE CASH AVAILABLE 45, Prior Year Interest Receivable Prior Year Fees Receivable Principal Repayment 5, Repayment Interest 1, Penalty/Loan Fees Income Invested Interest Income Charges for Services 1, Transfers to IRP Notes Transferred To Other Funds Loans Advanced COIC Intermodal Cntr 45, , , , /1/ /31/2016 NOTES RECEIVABLE Beginning Principal Principal Ending Interest Fees/ Balance Advances Repayment Balance Payments Penalties COIC Intermodal Center 68, , , , TOTAL 68, , , , /1/ /31/2016 RECEIVABLES Beginning Ending Balance Increases Decreases Write Off Balance Interest Late Fees TOTAL PAYABLES IRP Commitment TOTAL PORTFOLIO BALANCE 114, , Attachment C - Loan Portfolios Board meeting.xlsx

23 Attachment C CENTRAL OREGON INTERGOVERNMENTAL COUNCIL COUNTY REVOLVING LOAN FUND REPORT COUNTY: JEFFERSON AS OF: DECEMBER 31, 2016 NOTES RECEIVABLE: INTEREST LATE FEES CURRENT PAID PAID ORIGINAL PRINCIPAL CONTRACT CONTRACT BORROWER LOAN AMOUNT BALANCE TO DATE TO DATE ACTIVE LOANS: BRICKHOUSE GROUP, LLC 210, , , , CHARLIE's PIZZA (HOHONSHELT) 45, , , OTIS VENTURES 60, , , PRECISION APPLICATIONS, LLC 60, , , THOMAS FORD 108, , , WOLFE TRUCKING 100, , , PAID LOANS (inactive): DAVID C. ALLEN, LLC, Attorney at Law 17, , DOWNING CONSTRUCTION 31, , GREAT EARTH FOODS 40, , HACKMAN 80, , LOGAN INTERNATIONAL 96, , MADRAS ENTERPRISES 350, , , MADRAS JEFFERSON CHAMBER 73, , MADRAS JEFFERSON CHAMBER 9, , MADRAS MOTORS 145, , TDH, LLC MADRAS MTRS dba MILLER 190, , OLIVER, D. C. 10, , PHIL'S HARDWARE ( P. DALE) 125, , , SIMPSON 50, , STAGE STOP CAFÉ, LLC 50, , , STAGE STOP CAFÉ loan w/o 26, TOTALS 1,825, , , , CASH: CURRENT CASH BALANCE 444, LESS: LOANS APPROVED, NOT DISBURSED BORROWER AMOUNT TOTAL FUNDS COMMITTED 0.00 CURRENT CASH AVAILABLE FOR LENDING 444, Attachment C - Loan Portfolios Board meeting.xlsx

24 Attachment D Staff Report January 2017 I. Administration II. Community and Economic Development III. Employment and Training IV. Transportation I. Administration Hiring Transportation Manager recruitment is currently in progress. II. Community and Economic Development/Loans CED is adjusting our activities to allow for the transition of transit outreach and engagement efforts to the Transportation Department. Therefore, starting in March, Judy Watts will be moving from CED to Transportation. Central Oregon Advisory Committee on Transportation (COACT) The COACT Executive Committee met on December 1, 2016 to provide Area Commission feedback to the Oregon Department of Aviation regarding the region s 13 applications into the Critical Airport Relief Program grant program. This program was developed from 2015 legislation that authorized increases in aviation fuels taxes, and is available for airport improvements related to the FAA Airport Improvement Program, safety and seismic improvements, and business development or economic development-related activities. The statewide Aviation Review Committee will meet Feb. 2, 2017 to make funding recommendations to the Aviation Board, which will make final decisions on March 7. The full COACT Board met January 12, The meeting included the appointment of Commissioner Wayne Fording as the new COACT Chair, a review of the Region 4 Active Transportation Needs Inventory, an update on the ODOT Freight Plan process, a discussion of the 2017 Transportation Investment Strategy (led by Deschutes County Commissioner and Oregon Transportation Commission Chair Tammy Baney), and a roundtable discussion. Coordinated Human Services Transportation Plans COIC first helped the region s counties and the Confederated Tribes of Warm Springs prepare their required Coordinated Human Services Transportation Plans in 2007, and updated them in In 2016 COIC is coordinating a full rewrite of the plans into one regional plan. The purpose of the plans is to identify human services needs in relation to public transportation and to prioritize projects to meet the needs. Projects funded by State Special Transportation Funds (STF) or federal FTA 5310 (Elderly and Disabled Transportation) funding must be consistent with Coordination Plan priorities. COIC staff convened the Regional Steering Committee for its third meeting in early January and organized a public meeting in Crook County. Additional public meetings in Jefferson, Deschutes, and Warm Springs are scheduled for February. Comprehensive Economic Development Strategy (CEDS) The COIC Board adopted the Priority Regional Issues and Strategies section of the overall CEDS at the December 1, 2016 COIC Board meeting. This section serves as something of a 5-year action plan for COIC and many of our partners, and is the most critical component of the CEDS. The Board also reviewed the economic development draft project list submitted by the region s cities and counties and other partners. CED staff will be bringing the remaining sections of the CEDS to be adopted as amendments at the March 2, 2017 COIC Board meeting, including the following sections: Regional Economic Profile, Regional Resilience Plan, Final CEDS Project List, and some additional minor chapters. 1

25 Attachment D Redmond Hub Outreach CET staff have coordinated several meetings with the City of Redmond to speak with stakeholders about the design and concept for the new Redmond transit hub. Between December and January, CET staff have given presentations or communicated with Redmond City Council, Redmond Downtown Urban Renewal Agency, Redmond Committee for Arts in Public Spaces, Regional Solutions, Oregon Community Foundation, Mosaic Medical, Central Oregon Coalition for Access, and Commute Options. CET is in the process of collecting feedback on the concept of the Redmond hub to incorporate into the final design before construction begins later this spring. Food Hub and Food Systems COIC maintains a key role in the development of the regional food system. The food system is defined as all processes and infrastructure involved in feeding a population: growing, harvesting, processing, packaging, transporting, marketing, consumption, and disposal of food and food-related items. It also includes the inputs needed and outputs generated at each of these steps. COIC s role is primarily that of a central convener and coordinator of activities among a variety of partners, including the High Desert Food and Farm Alliance, OSU Extension, the Oregon Department of Agriculture, (EDCO-sponsored) Food industry cluster, small farms, and entities wishing to procure local food (e.g. restaurants, grocers, schools, hospitals, etc.). These groups have requested that COIC continue serving as a regional go-to for food system activities, and our efforts have been highlighted as a model by statewide groups such as the OR Community Food Systems network and national groups such as the National Association of Regional Councils. As part of our role, COIC continues to plan for the development of a food hub. A food hub in Central Oregon would likely start as a virtual hub (online food brokering and planning), and evolve into a physical structure where food (fresh and processed) is aggregated, stored (dry, cold and freezer), minimally processed (cleaned and bagged, not a commercial kitchen) and staff that would manage a balance of supply and demand and provide technical support. This would include moving food within the region and support the export of Central Oregon crafted and grown products to other regions in the state, nation or internationally. In order to support the food hub, COIC is developing various a variety of critical information, including: the economic impact of farm and ranch products on the agricultural sector; determining the supply and demand for fresh and processed foods; and understanding the existing assets within the supply chain (defined as the processes involved in the production and distribution of products) such as farmer s capacity to grow, current processed food volume, existing distributors, storage capacity, transportation options, etc. COIC anticipates finalizing the food hub business plan by Summer Above is a model of the current food system. The color yellow represents the sectors in which COIC is working within the food system; blue represents areas where partners are focusing their work. A food hub is identified at the bottom of the pie. The Ochoco Forest Restoration Collaborative (OFRC) The Ochoco Forest Restoration Collaborative (OFRC) has completed a review of its Strategic Plan and drafted a list of accomplishments in 2015 and Highlights of the many accomplishments include: Completion of aspen recommendations that were used to support timely NEPA planning in the Gap project area 2

26 Attachment D Continuing to build trust among collaborative members by undertaking pre-implementation monitoring in the Wolf project area Engaging with socioeconomic issues by contracting with Ecosystem Workforce Program to identify opportunities for increasing local capture of fuels reduction contracts released by the Ochoco National Forest. The Deschutes Collaborative Forest Project (DCFP) The DCFP Restoration Planning Subcommittee completed development of a new tool to address wildlife habitat fragmentation and has forwarded it to the Steering Committee for approval. This tool integrates a map of core habitat and special features with data generated from Wildhab (a modeling tool) with the goal of supporting meaningful conversation between DCFP and the FS during the development of forest restoration treatments designed to enhance functional and structural wildlife habitat. The DCFP has also convened a Smoke Management and Prescribed Fire Subcommittee that is exploring opportunities for DCFP to engage on this complexm politically charged issue that is foundational to the long-term success of forest restoration efforts. This Subcommittee has identified a list of potential actions for DCFP to take to support the Forest Service in increasing the amount of prescribed fire that can be implemented on the ground. These actions will be shared at the Steering Committee s next meeting. Wild Horse Working Group The Wild Horse Working Group s leadership committee has developed a draft set of recommendations related to preparation for and responses to emergency situations in which wild horses are known to be suffering or in peril. These recommendations outline preventative measures as well as actions to take in the event of a crisis. The Working Group is discussing these recommendations with the Forest Service and identifying opportunities to pilot some of them in the event of winter-related crises this year. Loans Recent Activity Recently, the board of directors of Oregon Business Development Corporation (COIC's SBA Certified Development Company) approved a financing package for a new luxury hotel in downtown McMinnville. The Atticus Hotel will be a 36-room boutique hotel and will include a restaurant, bar, conference room, exercise facility, business center, and private dining space. The hotel will offer a variety of studio and one-bedroom suites, as well as a two-bedroom penthouse, with rates starting at $300/night. The owners expect the hotel to generate more than $200,000/year in local lodging taxes, inject about $2 million into the local economy, and create 50 new jobs. Citizens Bank will provide permanent financing of $4.1 million and Oregon Business Development Corporation (OBDC) will provide $2.9 million through the SBA 504 loan program. Construction continues on two other OBDC projects. Viper Northwest, a precision machining and fabrication company in Albany, is finishing the renovation of its expanded facility. The $4.9 million project is being financed with a $2.4 million loan from Bank of America and a $2.0 million loan from OBDC. The project is expected to create 26 new jobs. Construction is well under way on the 68-unit Happy Valley Senior Village project southeast of Portland. The $10.4 million project is being financed with a $5.2 million loan from Northwest Bank and a $3.2 million loan from OBDC. The project is expected to create 50 new jobs. Loan department staff is also looking at potential new projects in Bend, Salem, Eugene, and Ontario in cooperation with Washington Federal Bank, Bank of the Cascades, Wells Fargo SBA Lending, Citizens Bank, Willamette Valley Bank, and Summit Bank. III. Employment and Training Layoff Activity COIC and other WorkSource staff conducted Rapid Response Information Sessions for Gateway Communications and for McGrath s Seafood Restaurant staff over the past few weeks. We will also present sessions on February 1 st for the Security Industry Specialists, Inc. (SIS) staff who have provided security under a contract with Facebook at their Prineville data center. Another company, G4S, has won the most recent bid for that work, and is currently recruiting. They have already hired 57 of the 85 SIS workers whose jobs will be eliminated on January 31 st and they are still recruiting for additional open positions, so hopefully most of the SIS contracted staff will have new jobs with G4S. 3

27 Attachment D R10 - Woodgrain Millwork National Emergency Grant (NEG)/Trade Act Certification The two-year Woodgrain NEG wrapped up on December 31 st. Over the course of the past two years, we helped dozens of former Woodgrain employees find work, and supported 15 occupational training plans and 2 OJTs. R10/R11 Job Driven NEG The State has approved an extension to the JD NEG an additional quarter, which will allow us to continue to enroll eligible customers and sponsor occupational training and OJT contracts through March Thus far, 24 Occupational Trainings and 14 OJT s have been completed. A few JD NEG participants were moved out of this grant into the Dislocated Worker Training Grant when COIC was awarded additional unspent funding from another region toward the end of the last program year. This enabled us to free up additional JD NEG funding. Back-to-Work Oregon III This on-the-job training money will sunset on 6/30/17. The OJTs must be matched with OJTs from another funding source, so our total goal is 64 OJTs 32 through BTWO funding, and 32 through our other funding sources. Contracts must be in place by 3/15/17. OJTs are very popular with employers, and this third round of funding has been eagerly received. Thus far, 32 BTWO III OJTs and 31 match OJTs have been filled. SNAP (Supplemental Nutrition Assistance Program) 50/50 Program Regions 10 and 11 are participating in an education process to better understand the relatively new DHS SNAP 50/50 training program for food stamp recipients who are referred out to community providers for short-term training opportunities. The provider organization is then reimbursed 50% of the training expenses. The provider must use non-federal funds to sponsor the participant s training, and this would be a challenge for COIC, which obtains the vast majority of its education and training dollars from federal sources. COIC has been participating in regular SNAP 50/50 meetings in Klamath Falls. Though COIC does not have a Snap 50/50 grant, we are able to offer services to SNAP 50/50 participants when they have completed their programs and are ready to pursue training. All agencies involved are creating a process for soft handoffs between agencies. This will provide a seamless service to the customer. Employment Outlook Oregon s December 4.6% unemployment rate was slightly below the national 4.7% rate. Crook County s unemployment rate continues to be among the highest in the state, at 7.0%. According to the latest figures from the Oregon Employment Department, Crook County s seasonally adjusted December unemployment rate was 7.0%, Jefferson County was at 6.6%, and Deschutes County s rate was 4.5%. In our South Sub-region, Klamath County s unemployment rate for December was 6.8% and Lake County was 6.5%. As of January 23rd, WorkSource Klamath had 210 open jobs posted and the COIC office in Lakeview was recruiting for 9 open positions listed with their office. The Employment Department lists 1,027 open positions in Central Oregon, only down about 3.5% from November. (Our OJT programs remain particularly appealing to employers who are right now struggling to fill openings, and who are willing to consider hiring someone less skilled, knowing that half of the trainee s wages will be reimbursed for the agreed-upon training period!) COIC Classrooms Weather has been a huge issue in terms of revenue for this school year. In terms of missed days this school year we currently sit at 24. We have been informed that both Redmond & Bend/LaPine will both be adding back 5 days respectfully for a total of 10 days recovered. We have not heard any plans yet from Lakeview or Crook County who combined have 7 school closures. We cannot predict accurately yet what this will mean to revenue other than to say we will likely be short on our forecast. We currently have a responded to an RFP from the Oregon Dept. of Education for GED Wrap-around services. This is a 150k grant which would run retroactively from Oct to June 30 th This infusion of funds would certainly go a long way to mitigating our lost revenue. We are told the grant recipients will be informed by the first part of Feb, COIC Work/Education We are experiencing the same issues with our work crews in terms of revenue loss. Every school closure day means a loss of a crew day. Of course the inclement weather has not allowed us to reach any of the projects we currently are working on regardless of school closures. Each day lost is $ dollars per crew. 4

28 Attachment D We currently have submitted a grant to the National Forest Foundation to perform riparian work on the Ochoco National forest for 24k. We are also looking at a Ford Family Foundation Grant for transition services to rural youth graduating HS and moving directly into the workforce. This is a 2 year grant for 50k. We are doing everything possible to try and replace lost funds including reducing staff by another full fte making the total reduction in personnel from last year 5.5 fte. IV. Transportation In December, 2016, CERC brokered 8,431 rides, which is 7.7 % more than the previous month. CERC processed travel reimbursements for an additional 3,675 rides, a decrease of 14 % from November, Although CERC strives to provide travel reimbursements where possible, it is probable that fewer clients drove themselves in December than November because of winter driving conditions. CERC had.4% of rides denied for capacity reasons with 29 of the 34 denied rides being requested less than 48 hours from the requested ride. 19.4% of the rides were provided by volunteers and 11.5% of the rides were shared. 284 of the rides were provided with bus passes and total utilization by eligible individuals was 2.37%, a slight decrease from November, In December, 2016, volunteers provided 1,529 rides, 1,393 rides for the Medicaid program and 136 rides for the RideMatch program. CET s December, 2016 ridership decreased 4.1 % from December, 2015, with a 3.9% decrease in Bend Fixed Route Ridership. This may have been caused by the winter weather that on some days required Bend Fixed Routes to operate on snow schedule. Ridership on the Community Connector service increased 2.1% between December, 2015 and December, CET closed on the property for the Redmond transit hub on December 12 th and has been working internally and through a community outreach process in Redmond to refine the design of the site. CET hopes to open the property for service before January, CET will implement its new timings on the Community Connector system on Monday, February 6 th. These new timings will be implemented in conjunction with additional stops in North Bend on route 24 (Bend-Redmond), and new stops in South Bend and in the center of LaPine on Route 30 (Bend-LaPine). Route 29 will be added which provides service between Bend and Sisters, and 2 new stops will begin to serve both Prineville and Sisters. CET will no longer serve the stops in Sisters and Prineville that were previously described as those communities park and rides due to operational difficulty and low use. Additionally with the retiming Routes 24 and 26 (Redmond-Prineville) will be interlined, which will allow riders to travel between Bend and Prineville without changing buses. CET is scoping the best use of the Federal Lands Access Program (FLAP) grant to provide increased service to and from Mt. Bachelor for the remainder of this ski season and intends to provide increased service through the end of the ski season upon implementation. CET s 5310 (elderly and disabled) and Special Transportation Funds for Crook, Deschutes, and Jefferson Counties expire at the end of the current fiscal year on June 30 th, CET is working to renew that funding for the forthcoming fiscal year. 5

29 Attachment E Cascades East Transit Monthly Management Report December 2016 Ridership Demand Response 8,207 Demand Response Rides Fixed Route Rides Comm. Conctr Rides Recreation Service Rides Bend Fixed Route 26,265 Bend 3,291 Rt 1 South 3rd St 5,235 Redmond/Bend 2,225 Mountain Service 9,429 Community Connector 6,676 Redmond 3,159 Rt 2 Brookswood 2,548 Prnvll/Redmond 1,031 Lava Butte 0 Recreation Service 9,429 La Pine 466 Rt 3 Newport 2,646 La Pine/Bend 466 Ride the River 0 Deviated Service 423 Madras 548 Rt 4 N. 3rd St 5,387 Madras/Redmond 1,294 Total Rides 9,429 Total Rides 51,000 Prineville 719 Rt 5 Wells Acres 2,437 Sisters/Redmond 489 % Change -19.0% % Change over last December -4.1% Sisters 24 Rt 6 Bear Creek 2,195 Wrm Spgs/Madras 943 December-15 11,641 Total Rides 8,207 RT 7 Greenwood 3,829 Clvr/Metlius/Madras 228 % Change -3.9% RT 10 Colorado 770 Total Rides 6,676 Dial A Ride Trip Purpose Elderly/Disabled Rides Rt 11 Galveston 829 % Change 2.1% (Redmond, December '16) Demand Response 6,415 December-15 8,544 RT 12 COCC/OSU 389 Work 49.7% Bend Fixed Route 9,972 Total Rides 26,265 December-15 6,538 Medical 22.7% Community Connector 2,785 Deviated Service Rides % Change -0.8% Other 12.0% Recreation Service 0 Madras 211 School 2.3% Deviated Service 321 Warm Springs 212 December-15 26,469 Shopping 9.9% Total Rides 19,493 Total Rides 423 Senior/Meal Center 3.4% Service Delivery & Performance Data Total 100% Bend DAR Rural DAR Fixed Route Comm. Conctr Deviated Service Mountain Service Lava Butte Total Revenue Hours , , ,369 Revenue Miles 13,429 13,906 36,006 24,671 2,496 11, ,121 Rides/Hour Miles/Ride N/A 2.0 Service Days Safety & Security Customer Service Complaints & Compliments (Nov '16) Weekdays 22 Incidents 1 Fire on bus 7765 CET Calls Received 6,957 Driver Complaints 21 Saturdays (Bend only) 5 Non-Prev Accdnts. 0 CET ADA Denials 0 Call Center/Dispatch 3 Sundays (Bend DAR only) 3 Prev. Accidents 0 2 Program/General Compl. Maj. Holidays w/ "Sat." Service 0 Injuries 0 Total Complaints 26 Maj. Holidays w/ Full Service 1 Total Compliments 6 Maj. Holidays no Service 0 Other Comments 9 Cumulative Operations Financial Data (December '16 Fiscal YTD ) Bend DAR Rural DAR Fixed Route Comm. Conctr Mtn. Service Ride the River Lava Butte Warm Springs Total Fixed Contract Cost (hours) $35,439 $0 $86,387 $0 $0 $0 $0 $0 $121,826 COIC Admin Cost (hours) $14,760 $66,350 $35,980 $45,790 $5,026 $253 $3,638 $6,874 $178,670 Driver Cost (hours) $220,967 $242,255 $538,631 $167,186 $15,594 $16,453 $11,649 $37,797 $1,250,531 Other Ops Wages & Benefits $110,204 $190,298 $268,634 $131,329 $12,010 $2,609 $4,522 $5,521 $725,126 Fuel Cost (miles) $24,086 $23,037 $67,268 $40,135 $3,528 $1,875 $1,809 $5,000 $166,738 Vehicle Maint. Cost (miles) $42,784 $21,719 $119,487 $37,837 $1,041 $5,195 $3,998 $830 $232,890 Outreach & Marketing $0 $4,621 $23,777 $3,189 $0 $0 $0 $2,057 $33,645 Other Cost (hours) $30,534 $70,888 $74,429 $48,921 $22,898 $2,363 $5,256 $1,255 $256,544 Total Cost $478,773 $619,168 $1,214,593 $474,387 $60,096 $28,748 $30,871 $59,334 $2,965,970 Farebox Revenue $31,972 $41,520 $94,889 $119,482 $10,854 $107,301 $38,987 $2,238 $447,243 Operating Cost/Ride $23.06 $19.92 $6.75 $10.83 $6.37 $1.02 $0.94 $8.15 $8.38 Outreach Cost/Ride $0.00 $0.15 $0.13 $0.07 $0.00 $0.00 $0.00 $0.29 $0.10 Operating Cost/Revenue Hour $66.90 $88.69 $68.26 $98.54 $91.19 $57.04 $80.60 $43.54 $74.68 Outreach Cost/Revenue Hour $0.00 $0.67 $1.36 $0.67 $0.00 $0.00 $0.00 $1.56 $0.86 % Farebox Recovery (ops) 6.7% 6.8% 8.0% 25.4% 18.1% 373.2% 126.3% 3.9% 15.3%

30 Attachment E Total Calls Received 7,554 Ride Policy Denials-Total 22 Number Calls Abandoned 435 Percent Abandoned 5.8% TR Policy Denials - Total 28 Total Outgoing Calls 7,648 Not Eligible** 23 Average Incoming Calls Per Day Unable to Verify Appt 1 Average Outgoing Calls Per Day Untimely Reimbursement Request 3 Average Wait Time (minutes) :41 Other 1 Total Medicaid Rides Provided 8,431 Capacity Denials -Total by Area 34 Other Ambulatory 5,790 Deschutes Co 22 Volunteer Ambulatory-Cent OR 1,393 Crook Co 4 Total Ambulatory Rides 7,183 Jefferson Co 4 Wheelchair 934 North Klamath 4 Stretcher Secured 25 5 Capacity Denials -Total by Reason 34 Fixed Route Bus 284 Under 48 Hour Ride Request*** 29 Travel Reimbursement Ride Payments 3,675 Other (all other reasons) 5 % of Ambulatory Rides Provided by Vols 19.4% Medicaid Rides by County Crook County 1205 Shared Rides 969 Deschutes County 6384 After Hours Rides 584 Jefferson County 718 Cancellations 2,775 North Klamath 118 No-Shows 250 Out of Area 6 Total Trips Scheduled 12,937 Total 8,431 Substantiated Provider Complaints 40 Substantiated CERC Staff Complaints 6 Other Programs RideMatch Rides 136 Unsubstantiated/Inconclusive/Incomplete Complaints Program Complaints included in Unsubstantiated Total Cascades East Ride Center Your Transportation Specialist Compliments 8 Eligible Clients 56,604 Unduplicated Clients Served - Ride Req't 1,343 % of All Eligible Using NEMT Services 2.37% December 2016 Monthly Management Report 22 Veterans Program Rides n/a 2 DHS Special Pay Rides 2 **Includes Non-covered service, not medicaid elig, not elig reimb, not closest provider. *** Includes same day and under 48 hour requests

31 Attachment F DRAFT COIC CALENDAR (FY '17 - '18) EVENTS DATE TIME 1. Approve COIC Budget Calendar February 2 2. Appoint Budget Officer / Budget Committee February 2 3. Publish Notice of Budget Committee Meeting * May Publish Notice of Budget Hearing ** May Prepare Proposed Budget (Budget Officer) May Budget Committee Meeting June 1 3:30 pm Proposed Budget and Budget Message Work Session / Public Comment Budget Approval (if completed) 6. Budget Hearing (COIC BOARD) June 1 5:30 pm (if completed and approved by Budget Committee) Public Comment Adopt Budget and Make Appropriations 7. Publish Notice of Budget Committee Meeting * June 2-8 Publish Notice of Budget Hearing ** (if needed) June Budget Committee Meeting (if needed) June 16 3:30 pm Work Session / Public Comment Budget Approval 9. Budget Hearing (if needed) June 16 5:30 pm Special Board Meeting (COIC BOARD) Public Comment Adopt Budget and Make Appropriations 10. File Budget with Oregon Department of Revenue July 15 * Publish not less than 8 nor more than 14 days prior to scheduled Budget Committee Meeting date. ** Publish not less than 8 nor more than 14 days prior to scheduled Budget Hearing date.

32 Attachment F CENTRAL OREGON INTERGOVERNMENTAL COUNCIL COMMITTEE Council Members: Wayne Fording Crook County Commissioner Deschutes County Commissioner Non-Council Members: Expiration Dates Representation Joe Krenowicz - 3 year term 12/17 Business Mike Daly 3 year term 12/18 Employment & Training John Boylen 3 year term 12/19 Loans Budget Officer: Michelle Williams, Fiscal Services Administrator mwilliams@coic.org

33 Attachment G Central Oregon Intergovernmental Council 334 NE Hawthorne Ave. Bend, OR Staff Report To: COIC Board From: COIC Management Date: 2/2/17 Re: Authorization of Change in Financial Statement Reporting To provide more transparent financial reporting, COIC proposes modifying the financial statements as follows through the adoption of a change in accounting policy: 1. Transportation will be reported separately for the financial statements as of 7/1/15, and going forward. 2. EDA Loan Funds (EDA Title IX Round One Three) will be rolled into one fund as of 7/1/16, through a residual equity transfer. Background: In previous years reporting, the transportation program has always been grouped with the Economic Development program. As the transportation program has grown throughout the years, the combining of these two different programs has inhibited the financial statement users to fully understand the complexity and financial health of these two programs individually. By adopting a change in accounting policy to separately identify the transportation program from the economic development program, financial statement users will be able to specifically identify each program s revenue, expenditures and change in net assets, which results in more transparent reporting for both programs. In previous years reporting, the EDA Title IX funds have been separately reported. With this separate reporting of loan funds, it has allowed users of the financial statements to easily track the changes in each loan funding round from the EDA; however, it has made some lending and loan tracking difficult for the COIC loan department. When COIC s loan department lends funds to local businesses, these loans reduce the amount of funds that are remaining lendable for each fund. When lendable funds of each fund are low, it makes it difficult for COIC to loan the remaining funds to one business without making three separate loans for tracking purposes. An example of this situation would be as follows: Round One has $10,000 lendable funds remaining, Round Two has $20,000 lendable funds remaining, and Round Three has $5,000 lendable funds remaining. If a business needs a loan of $35,000, COIC would have 3 separate loans for financial statement reporting purposes which does not work for the consumer. By adopting a change in accounting policy through a residual equity transfer as of 7/1/16, this would allow COIC to combine these funds into one fund, and lend any remaining funds by creating one loan, not three. This would enable COIC to maximize lending while decreasing the administrative costs of servicing and financial reporting for these loans. Financial reporting for COIC has always been segregated by activities or programs that make up our organization. In years previous transportation and economic development were lumped together for financial reporting purposes due to their size and impact on the community, however, throughout the 1

34 Attachment G years both programs have grown in size and the impact they have on the community and financial statements. By combining these two programs together for financial reporting purposes, it has inhibited the users of the financial statements to have the transparency needed to identify the growth and changes that have occurred for each program individually. To improve COIC s financial reporting and transparency to the public, COIC s management recommends the board adopt a change in accounting policy as of 7/1/15 to enable financial statement users the ability to better understand COIC and our programs going forward. Originally when COIC received funding from the Economic Development Administration in the 80 s these three rounds of funding were to be used for different counties, but granted through the same award. However, as the years have passed and the rules for each fund have been amended, these three funds have become lendable for all six counties that COIC makes loans in. Per COIC correspondence with Frank Wessbecher of EDA, there is no longer a need for COIC to keeps these funding rounds in separate funds, due to them being the same award, and being able to use them for lending in the same geographic area. Therefore, the separating, and separately reporting of these funds has no longer become necessary. In order to make lending easier and COIC s financial statements more reflective of the true loan operating fund activity, COIC s management recommends that the board adopt a change in accounting policy as of 7/1/16 by rolling all three funds into one fund through a residual equity transfer. Staff Recommendation: COIC staff recommend that the Board authorize transportation activities to be reported separately for the financial statements as of 7/1/15, and going forward. COIC staff recommend that the Board authorize EDA Loan Funds (EDA Title IX Round One Three) to be rolled into one fund as of 7/1/16, through a residual equity transfer 2

35 Attachment H General Information: COIC Board Application Form Candidate Name: Katy Brooks Mailing Address:_777 NW Wall Street City:_Bend Zip: State:_OR Contact Phone: katy@bendchamber.org Current Position/Employer:_Bend Chamber of Commerce Please list prior experience serving as a Board Member for other public or non-profit organizations: I have served on the boards of the Greater Vancouver Chamber of Commerce, Washington Business Association, Regional Arts and Culture Council, Cascade Sierra Solutions, a national nonprofit dedicated to decreasing emissions from freight trucks, was a member of the National Academy of Sciences Transportation Research Board and served on statewide transportation committees. Please indicate your area(s) of interest related to COIC Board functions and/or COIC program areas: CET Transit X_ Budget/Finance _X Local Agriculture Technology Strategic Planning X Business Lending Alt. Education Workforce Development _X Economic Development X

36 Attachment H Regional Priority Setting _X Natural Resources & the Environment Public Policy Advocacy & Development X What other volunteer commitments do you currently have? I am currently on the MoveBend committee of Bend New to my job so as yet have no other board or committee commitments. Why are you interested in serving as a Board member for COIC? I believe in regional solutions and collaboration. I also see a growing need for transit service within Bend and all of Central Oregon. The Bend Chamber is also focused on workforce development issues for our members as well as the general economic health and connectivity of our region. Please share any other information you feel important for consideration of your application to serve as a COIC Board Member: I have spent a career working with Metro (Portland), public ports, ODOT, and regional transportation planning organizations. I fell I can lend some experience and energy in a positive way. I also believe it is in the interest of the chamber s membership to be active in COIC decisions. For Board Use: Nominee has had a personal meeting with either the Executive Director, Board Chair, other Board Member Nominee reviewed by the Executive Committee Nominee proposed to the COIC Board Date: Date: Date: Board action Elected Rejected Date:

37 Attachment I CENTRAL OREGON INTERGOVERNMENTAL COUNCIL The Central Oregon Intergovernmental Council serves the local governments of Central Oregon, providing regional collaboration, efficiencies and service delivery for a strong local economy and quality of life. RECRUITMENT FOR TRANSPORTATION MANAGER COIC is seeking a highly experienced, result driven, professional who is a proven leader in Transit, Medicaid Brokerage and other transportation programs. The ideal candidate will have a broad-based and detailed knowledge of transportation and transit service development principles and practices. Requires a working knowledge of transit operations, project management, budgeting practices, labor relations, strategic planning and employee development and supervision. Professional interpersonal and communication skills are essential for this position, and require integrity, dependability, and effective use of time management and organization skills. Location COIC is located in beautiful Bend, OR, nestled beside Deschutes National Forest in the eastern foothills of the Cascade Mountains. Bend is a dream-come-true for lovers of the outdoors, and is a community where you can live, work and play! We are approximately 160 miles from Portland and 3 hours from the Oregon coast and just minutes away from mountain biking, hiking, fishing, skiing and many other recreational activities. Bend has community theatres and hosts numerous musical and art events throughout most of year. Central Oregon is known for its breweries, but also home to wineries and distilleries. History COIC is a regional Council of Governments formed under Oregon Revised Statutes, with a Board of Directors of 11 elected officials from the city and county governments of Central Oregon, along with Tribal representation and other appointed private sector representatives. COIC was created in the early 1970 s as a venue for regional planning, collaboration, priority-setting and service delivery. The Transportation Department at COIC administers and manages transportation planning and operations throughout the region, including Cascades East Ride Center (CERC), and Cascades East Transit (CET). CERC, formed in 2004 and through contracts with volunteers, local cab companies and specialized medical transportation providers, brokers and oversees rides to medical appointments to individuals covered by OHP. CERC brokers approximately 144,000 annually. CET, formed in 2008, is public transit for Central Oregon. CET provides fixed route and ADA complimentary paratransit services in Bend, beyond ADA dial-a-ride services in Bend, and public dial-a-ride in La Pine, Madras, Prineville, Redmond, and Sisters. CET also provides inter-city services known as Community Connectors between Madras, Metolius, Culver, Terrebonne and Redmond, Warm Springs and Madras, Redmond and Bend, Prineville, Powell Butte and Redmond, La Pine, Deschutes River Woods and Bend, Sisters and Redmond, and Sisters and Bend. CET provides deviated fixed route in Warm Springs and Madras. CET also provides seasonal recreational services including service to Mt Bachelor, Ride the River in Bend and service at Lava Butte. Cascades East Transit provides approximately 763,000 annually. CET is working on developing a new transit hub in Redmond, after receiving funding from Connect VI, Regional Solutions, and other local partners. The COIC Transportation Department has a budget of $16M, employs 75 FTE, and manages several contracts for services provided by the private sector. The Position Responsible for all aspects of management of COIC transportation programs including Cascades East Transit (CET) and Cascades East Ride Center (CERC). Supervises overall Transportation Department planning, operations, development, budgeting and staffing. Oversees development of department budget and ensures operational effectiveness and efficiency. Provides regional leadership on transportation issues, and develops partnerships and support for the CET and CERC programs.

38 Typical duties include, but are not limited to: CET and CERC Operations Management Develop and implement management policies and practices for efficient and cost-effective CET and CERC operations. Direct and oversee the work of CET and CERC Supervisors/Managers. Participate in Union contract negotiations; ensure productive interaction with union representatives. Manage department contracts and sub contracts. Ensure efficient and effective staff management and staff development. Manage planning, data and technology functions. Budget and System Planning Attachment I Oversee the development of program and transportation departmental budgets. Oversee the annual program and department budgets and assure programs operate within budget. Oversee grant writing and grant management activities. Develop appropriate short and long term plans for the build-out and financing of the CET and CERC systems. Ensure CET and CERC financial systems and procedures meet funder requirements and are consistent with applicable OMB Circulars and other statutory requirements. Outreach and Partnership Development; Develop and Maintain Regional Support for COIC Transportation Programs Ensure an active and engaged regional Public Transit Advisory Committee is in place to provide feedback on CET services and policies. Develop and maintain relationships with local governments; communicate to local/regional leadership the value of the CET and CERC systems, and solicit/secure local funding allocations to support the CET budget. Develop and maintain relationships with regional partners, including organizations representing transit dependent populations, transit and mobility options advocacy organizations, businesses, and city/county planning departments. Develop and maintain relationships with key funding agencies, including ODOT Public Transit Division, ODOT Region 4, Coordinated Care Organizations, and Department of Human Services. Ensure organizational responsiveness. Ensure regular, ongoing communication with transit stakeholders and the public. Statewide Activities Engage with state-level discussions and committees/work groups that impact transit funding and policies. Professional Qualifications Bachelor's degree plus five years of progressively responsible supervisory or managerial service, preferably within a public transportation or transit setting, or an equivalent combination of education and experience sufficient to successfully perform the essential duties of the job such as those listed above. Competencies Broad-based and detailed knowledge of transportation and transit service development principles and practices. Ability to manage a large and complex operations system. Working knowledge of transit operations, project management, budgeting practices, labor relations, strategic planning and employee development and supervision. Ability to identify, develop, and maintain strategic relationships/contacts with local, regional, and national public agency, non-profit and private industry managers. Work independently and effectively without close supervision Communicate effectively, both in writing and verbally Establish and maintain cooperative working relationships and work as a team

39 Demonstrated public speaking and presentation skills Exhibit courtesy and professionalism to represent COIC in a manner that will maintain and promote the positive reputation of the organization Work effectively under pressure Exercise discretion in confidential matters Must be proficient in use of Excel, Word and MS Office Suite Attachment I Compensation and Benefits The starting salary range for this position is $75,040 to $89,601 per year, depending on experience and qualifications. Low deductible Health Insurance includes dental and vision coverage for employee and dependents. Full time employees pay 10% of the total monthly premium. Life, Personal Accident and Long Term Disability Insurance 100% employer paid Deschutes On-Site Medical Clinic and Pharmacy (free and discounted services to employees and dependents). Flexible Spending Account Plan PERS retirement - In addition to the COIC employer contribution, COIC also makes the employee member contribution of 6% of salary. For complete PERS program details, log on to the PERS deferred compensation plans available Aflac supplemental insurance various plans are available Vacation leave 8 hours per month to start, with increasing accruals over time Sick leave 8 hours per month 9 paid holidays CET transit pass Application Process The final filing date is Friday, February 17, To be considered, please submit a completed COIC employment application, a cover letter with current salary, and resume including a list of six professional references to: employment@coic.org. If you are unable to scan and your application packet, you can also fax to (541) COIC s employment application and full job description for this position are available at Your application, cover letter and resume must be received in the Hawthorne Station Administration Building NE Hawthorne Avenue, Bend OR no later than February 17, COIC is an Equal Opportunity Employer. Auxiliary aids and services are available upon request for individuals with disabilities.

40 Attachment I CENTRAL OREGON INTERGOVERNMENTAL COUNCIL JOB DESCRIPTION Job Title: Transportation Manager Supervisor: Yes Grade Level: 11 No (Complete New Job Description Grading sheet HR-0030) Department: Transportation Department Manager: Effective Date: 1/1/17 Revised Date: Status: Exempt Non-Exempt FTE P-T ( %) Temporary Union Work Location: Bear Creek - Bend Reports to: Executive Director Safety-Sensitive Position: Yes No Subject to Drug/Alcohol Testing: Yes No POSITION SUMMARY: Responsible for all aspects of management of COIC transportation programs including Cascades East Transit (CET) and Cascades East Ride Center (CERC). Supervises overall Transportation Department planning, operations, development, budgeting and staffing. Oversees development of department budget and ensures operational effectiveness and efficiency. Provides regional leadership on transportation issues, and develops partnerships and support for the CET and CERC programs. ESSENTIAL JOB FUNCTIONS CET and CERC Operations Management Develop and implement management policies and practices for efficient and cost-effective CET and CERC operations. Direct and oversee the work of CET and CERC Supervisors/Managers. Participate in Union contract negotiations; ensure productive interaction with union representatives. Manage department contracts and sub contracts. Ensure efficient and effective staff management and staff development. Manage planning, data and technology functions. Budget and System Planning Oversee the development of program and transportation departmental budgets. Oversee the annual program and department budgets and assure programs operate within budget. Oversee grant writing and grant management activities. Develop appropriate short and long term plans for the build-out and financing of the CET and CERC systems. Ensure CET and CERC financial systems and procedures meet funder requirements and are consistent with applicable OMB Circulars and other statutory requirements. Outreach and Partnership Development; Develop and Maintain Regional Support for COIC Transportation Programs Ensure an active and engaged regional Public Transit Advisory Committee is in place to provide feedback on CET services and policies. Develop and maintain relationships with local governments; communicate to local/regional leadership the value of the CET and CERC systems, and solicit/secure local funding allocations to support the CET budget. Develop and maintain relationships with regional partners, including organizations representing transit dependent populations, transit and mobility options advocacy organizations, businesses, and city/county planning departments.

41 Attachment I Develop and maintain relationships with key funding agencies, including ODOT Public Transit Division, ODOT Region 4, Coordinated Care Organizations, and Department of Human Services. Ensure organizational responsiveness. Ensure regular, ongoing communication with transit stakeholders and the public. Statewide Activities Engage with state-level discussions and committees/work groups that impact transit funding and policies MINIMUM EDUCATION & SKILLS REQUIRED Educational/Experience Requirements: Bachelor's degree plus five years of progressively responsible supervisory or managerial service, preferably within a public transportation or transit setting, or an equivalent combination of education and experience to sufficiently perform the essential duties of the job such as those listed above. Essential Knowledge, Skills and Abilities Broad-based and detailed knowledge of transportation and transit service development principles and practices. Ability to manage a large and complex operations system. Working knowledge of transit operations, project management, budgeting practices, labor relations, strategic planning and employee development and supervision. Ability to identify, develop, and maintain strategic relationships/contacts with local, regional, and national public agency, non-profit and private industry managers. Work independently and effectively without close supervision Communicate effectively, both in writing and verbally Establish and maintain cooperative working relationships and work as a team Demonstrated public speaking and presentation skills Exhibit courtesy and professionalism to represent COIC in a manner that will maintain and promote the positive reputation of the organization Work effectively under pressure Exercise discretion in confidential matters Must be proficient in use of Excel, Word and MS Office Suite Basic Job Requirements Ability to work with complex information, goals, and partner dynamics. Ability to effectively instruct and direct staff by assigning, reviewing, and checking work Ability to identify overall work objectives and priorities, and plan and carry out projects based on such Must maintain client and agency confidentiality Must have the ability to work independently and effectively without close supervision as well as within a team environment Utilize effective time management and organizational skills Mobility to work in a typical office setting and use standard office equipment Must be bondable Must pass a criminal background and driving background check Valid driver s license and access to private vehicle or equivalent means of transportation

42 Physical Requirements: Light duty work in office setting. Some walking, standing, stooping and occasional carrying / lifting of items under 20 pounds. May be required to drive a motor vehicle to travel to various work sites Reasonable accommodation may be made for some of these physical demands for otherwise qualified individuals who require and request such accommodation. Work Environment: Office with some in-region travel to meetings. Exposure to Confidential Information: HIPAA: Yes No Payroll: Yes No Attachment I This job description is Not all inclusive and is subject to change. Additional duties and tasks may be assigned, as necessary. Employment remains AT-WILL at all times. Employee Signature: H.R. Manager Signature: Supervisor Signature: Date: Date: Date:

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