COIC ANNUAL REPORT

2016

Central Oregon Intergovernmental Council334 NE Hawthorne Avenue, Bend, OR 97701

COIC BOARD OF DIRECTORS

MIKE MCCABE CROOK COUNTYALAN UNGER DESCHUTES COUNTYWAYNE FORDING JEFFERSON COUNTYSALLY RUSSELL CITY OF BENDANDY BYRD/BART CARPENTER CITY OF CULVERKEN MULENEX CITY OF LA PINEBILL MONTGOMERY CITY OF MADRASBILL REYNOLDS/JOHN CHAVEZ CITY OF METOLIUSJASON CARR CITY OF PRINEVILLEJAY PATRICK CITY OF REDMONDDAVID ASSON CITY OF SISTERSLONNY MACY CONFEDERATED TRIBES OF WARM SPRINGSCHRIS BELLUSCI GEOENGINEERS, DESCHUTES CO APPOINTMENT - PRIVATE SECTORKATIE CONDIT BETTER TOGETHER, DESCHUTES CO APPOINTMENT - WORKFORCE DEV GROUPDAVID DONA CENTRAL OREGON COMMUNITY COLLEGE, DESCHUTES CO APPOINTMENT - POST-SECONDARY EDUCATIONJOHN MCLEOD MT. BACHELOR, DESCHUTES CO APPOINTMENT - PRIVATE SECTOR JIM KIRKBRIDE ST. CHARLES HEALTH SYSTEM, DESCHUTES CO APPOINTMENT - PRIVATE SECTORJIM WILSON PRIVATE SECTOR, DESCHUTES CO APPOINTMENT - PRIVATE SECTOR

Mission Statement

The Central Oregon Intergovernmental Council serves the local governments of Central Oregon, providing regional collaboration, efficiencies and service delivery for a stronger local economy and quality of life.

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COIC in 2016

Letter from Jason Carr, Board Chair

Comprehensive Economic Development Strategy

Farm to School / Funding Local Business

Removing Barriers for Job Seekers

Retraining Leads to Success

Cascades East Transit Building for Tomorrow

Strengthening Our Emerging Workforce

Supporting Success for Local Students

Providing Access to Health Care

Financial Information

Contents

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2016 SETTING THE PACE

Like the decades preceding, 2016 brought the dedica-tion and commitment of COIC’s team to our unique and cherished region. The committed leadership of Board members and our dedicated hardworking staff have led to amazing outcomes. As you flip through the pages of our annual report, you will notice COIC is involved in various programs including workforce development, edu-cation, economic development, transportation, and small business loans. We are not alone in our endeavors, and our partnerships with Central Oregon organizations con-tribute to a healthy, livable place that we proudly call home.

As 2016 drew to a close, we bid goodbye to some of our Board Members who have provided leadership to COIC for several years. I would like to acknowledge Alan Unger and Judge Mike McCabe for their years of service to COIC, as well as John McLeod, Jason Carr, and Ken Mulenex for their exceptional leadership. Without the guidance of our Board, COIC would not be the valued organization that it is today in the region.

Whether it’s a teen attending our alternative high school, a mother acquiring job skills to land a dream job, a busi-ness man using public transit to commute to work, or a farmer receiving support to distribute his crops – Central Oregon Intergovernmental Council exists to support lo-cal governments – the backbone of Central Oregon. Our efforts fulfill our mission by providing needed services like resume building or public transit operations, and at other times, COIC collaborates with stakeholders to craft solutions for our region’s growing needs. For instance, recently COIC wrapped up a 14-month process that

culminated in updating the Comprehensive Eco-nomic Develop Strategy or CEDS.

The CEDS is a multi-purpose document that ar-ticulates the region’s priority community and economic development needs, identifies strate-gies, and communicates those priorities to state, federal, and private funding and policy partners. The CEDS plan will guide COIC’s work for years to come and will ensure a resilient region that pros-pers despite any challenges headed our way.

Transit is important to our regional economy providing ac-cess to jobs and education, while meeting basic mobility needs and reducing congestion. A “CET Funding Commit-tee” composed of 20 regional leaders drafted a strategy to strengthen CET including a strategy to secure voter-approved local funding within 3-5 years. The strategy stresses better ways of communicating CET’s value to the public and building stronger partnerships with communi-ties and stakeholders. With the COIC board’s approval in 2014, the strategy has guided our efforts to better meet regional mobility needs. The strategy identified a goal of developing partnerships to expand transit service, which COIC accomplished in 2015. Another goal was to pursue legislative changes to ORS 190. This could allow COIC to levy voter-approved taxes when appropriate to grow ser-vice while assuring local control and maintaining regional governance of the transit system. COIC, with the help of member jurisdictions, developed a legislative concept to be introduced in 2017 that was supported by all member Cities and Counties.

While we look ahead to new challenges, we also remem-ber to build upon our strengths, including a COIC culture based on collaboration and action. We have been a “go to” organization for many years; when regional action is needed, leaders often look to COIC to get it done. We must continue to excel at delivering transportation, work-force, and community development services, maintain-ing openness and accountability in our financial systems, and continue to develop our skilled professional staff. This is the base on which our future success will be built. Karen Friend, COIC Executive Director

COIC board members and community partners,

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As the old saying goes, “The only constant in life is change.” That’s certainly been the case for COIC over the past four years since I joined the board of directors in early 2013. Election results and retire-ment mean big changes

for the board of directors in 2017. Mayor Ken Mulenex from La Pine and Judge Mike McCabe from Crook County are hanging up their hats. We are thankful for their many years of service to COIC.

The Board was also eager to elevate interim director Karen Friend to Executive Director. Karen has dedicated her time and efforts to COIC for 20 years and has held several lead-ership roles in finance, transportation, and organizational leadership. Ms. Friend brings a wealth of knowledge and experience to the Executive Director role, and we look for-ward to her leadership of the organization.

COIC plays an important role in Central Oregon by serv-ing the economic and community development needs of Crook, Deschutes and Jefferson counties and their cities. Our work covers many areas: employment and training, alternative high school education, business loans, trans-portation, and community and economic development. There’s always an extensive number of projects and goals to meet each year. Let me share with you one accomplish-ment from 2016 and a significant effort underway for 2017.

In December, the COIC board adopted the Community & Economic Development Strategy (CEDS), which is a long-range plan for dealing with growth and development in Central Oregon. This document was a collaborative effort of all the cities and counties in the region who helped pri-oritize regional issues. The CEDS document will allow our leaders to prioritize these important needs and help pay for necessary upgrades.

Looking ahead, the board’s number one goal for 2017 is a legislative change to ORS 190. COIC is governed by this state statute but it limits our ability to manage the tran-sit system to the best extent possible. COIC will be asking our local legislators to amend ORS 190 so we have more local control over transit management and how we fund improvements and expansion at the local level. We are ex-cited that we have support from every county and city in the region for this effort.

As you can see, COIC is a dynamic organization that serves a variety of economic and community interests in the re-gion. Our mission is always about service. It has been a pleasure to be a part of COIC these past four years and three of those years as board chair. Central Oregon is a special place and COIC is committed to keeping it that way.

Jason Carr, COIC Board Chair

The 2015 COIC strategic plan includes a new mission and vision, along with three high-level goals: 1. Collaborative regional leadership2. Visible organization3. Stable sustainable funding

Strategic Plan Goals

LETTER FROM JASON CARR, COIC BOARD CHAIR

In 2016, COIC began organizing city / county administrator meetings to provide an opportunity for city / county staff to voice their needs and priorities to COIC and each other. These meetings help identify opportunities for collaboration and economies of scale.

COIC also prepared a change to legislation that could help com-munities fund a stable transit system.

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In 2016, COIC led a collaborative effort with over 25 cities, counties, and organizations to identify economic development priorities for the region. As a federally-designated Economic Development District, COIC is responsible for preparing a Comprehensive Economic Development Strategy (CEDS) every 5 years. The CEDS is a multi-purpose document that articulates the region’s priority community and economic develop-ment needs, identifies strategies, and communicates those priorities to state, federal, and private funding and policy partners. Additionally, the CEDS process allows COIC to meet its mission to “serve the local govern-ments of Central Oregon, providing regional collaboration, efficiencies and service delivery for a stronger local economy and quality of life”. The CEDS process involved multiple stakeholder, strategy committee, focus group, and one-on-one meetings over a span of 14 months. In Decem-ber of 2016, the COIC Board passed the 2017-2022 CEDS Regional Prior-ity Issues and Strategies.

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Heirloom tomato spaghetti and meatballs with a side of apple and baked winter squash may not sound like a typical school lunch, but that’s exactly what was on the monthly harvest menu at Sisters Elementary School this fall. Produce for the dish was grown and harvested by students as part of the Seed to Table program, which is an integral partner with COIC’s Farm to School project.

In collaboration with the Crook County, Redmond, and Sisters School Districts, OSU Extension in Warm Springs, and Seed to Table, COIC is working on a two-year USDA grant-funded Farm to School project, which aims to increase student access to and knowledge about Oregon-grown food, as well as improve garden and nutrition education. By working with administrators and nutrition staff, COIC facilitated the first farmer-ven-dor agreement which includes the purchasing of 1,400 pounds of locally-grown potatoes by Redmond and Sisters School Districts for the 2016-17 school year.

COIC is also host to Central Oregon’s first FoodCorps Service member, Shaili Parekh, who is working directly with students, parents, teachers, and nutrition staff at Sisters School District and with OSU Extension at Warm Springs to improve nutrition and garden education, increase participation in school lunch, and implement new recipes that include Oregon-grown foods. The FoodCorps Service Member provides a monthly Farm to School newslet-ter, new recipe development, local food tasting events, and classroom nutrition education at each of the three schools in the Sisters School District.

COIC will continue to work with Central Oregon school districts to increase student access to and knowledge of Oregon-grown food through increased local food procurement, nutrition and garden education, kitchen and gar-den supply purchases, and nutrition staff support and professional development opportunities.

Farm To School

FUNDING LOCAL BUSINESS

When Casey and Tiffanie Berman wanted to open The Meat Locker, a specialty meat market, they sought COIC’s loan servic-es dedicated to supporting local startups and small companies.

The loan provided by COIC helped fund tenant improvements and closing costs, as well as purchase equipment, furniture and inventory for the shop. The Meat Locker opened its doors in ear-ly 2016 for a successful first year, creating four local jobs.

The COIC revolving loan fund program has loaned approximately $427,000 to Central Oregon small businesses in 2016. With a current loan portfolio totaling $3.8 million, COIC has approximately $1.0 million still available to lend. From in-ception, the COIC revolving loan fund program has made 171 loans totaling more than $17.7 million, which supported the creation or retention of approximately 1,200 jobs. The COIC SBA 504 real estate loan program approved loans for approximately $8.0 million in 2016. The current balance of outstanding loans (including approved loans in the closing process) is approximately $26 million. Since inception, COIC has made SBA 504 loans totaling $62 million, which sup-ported the creation or retention of approximately 1,100 jobs.

The Meat Locker, Bend

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REMOVING BARRIERS FOR LOCAL JOB SEEKERS

As a WorkSource Oregon partner, COIC provides career services and access to education and training to help un-employed and under-employed job seekers meet their employment goals, and to help businesses find qualified workers. COIC provides services through WorkSource of-fice locations in Crook, Deschutes, Jefferson, Klamath and Lake Counties.

In 2016 COIC again met or exceeded all federal perfor-mance standards for job placement, job retention and earnings of those who went to work. COIC helped over 14,000 job seekers find employment.

Lack of a qualified workforce is a significant problem in Central Oregon, and businesses struggle to find job ready workers. For job seekers who lack skills or an employ-ment history, work experience placements are often the most effective tool. COIC has partnered with businesses to place hundreds of job seekers in short term, job-based training opportunities. These are unpaid placements, al-though in many cases businesses hire successful trainees. Over 600 WorkSource customers were placed in work ex-perience trainings in 2016.

Those who access WorkSource services tend to have more barriers to employment and need more support and training to achieve success. In this environment, ef-fective workforce development strategies address barriers through short term work based training, basic skills train-ing, vocational training and other support services. COIC helped support 62 individuals complete short-term occu-pational training leading to careers in industries ranging from long-haul trucking to the medical field.

For more skilled or experienced job seekers, on-the- job training (OJT) placements have proven successful in getting job seekers skilled up and employed. The OJT program provides incentives for businesses to hire a job seeker who may lack the specific qualifications desired by the employer. A wage subsidy offsets training costs. COIC provided over 45 successful OJT training placements at businesses in 2016.

Removing barriers to employment is often the best strat-

egy. COIC resources pay for fuel, child care, equipment, or even rent payments to support family stability during the job search or training period. More broadly, COIC recog-nizes the importance of affordable housing, quality child care options, and robust transit services as workforce de-velopment tools. COIC will continue striving to increase the effectiveness of training programs to better meet business workforce needs in 2017.

COIC helps job seekers of all ages and experience levels with a variety of job-seeking services, including education and training.

Job Seeker Services• One-on-one career counseling• Mock interviews• Computers, printers, fax, copiers for job search

and training• Career assessments and workshops

Workshops and Training Programs• Resume building• Interviewing techniques• Computer, Word, and Excel skills

On-the-Job Training• Placement based on match of employer/em-

ployee skillset• Terms of contract vary. Potential for permanent

employment

Employment & Training

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Brittany had previously worked in the healthcare field until 2008 when her license lapsed due to financial hardship. She was referred to COIC’s training services by the manager of a care facility she applied to. At COIC, she found out she was eligible for assistance and received services to help her find a self-supportive career.

Brittany was able to access funds for an 8-week CNA training, as well as support for travel expenses and her final state exam. She completed her training program and exam, then achieved her goal of obtaining a full-time job in the healthcare industry. Brittany explained, “Without this program, I wouldn’t be working.”

Brittany now works 35 hours per week at Ochoco Care Center and says she would absolutely recommend this program to others.

Brittany

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Darrin was laid off after working 2 years as an agriculture equipment operator. Looking to secure full-time year round employment, Darrin was able to utilize COIC’s job seeker services at WorkSource Prineville.

Darrin was able to access COIC resources, which funded training and travel to a 4-week Commercial Drivers License (CDL) training program. At the conclusion of the program and a successful exam, Darrin earned his CDL. Now working for a local trucking company 40 hours per week, he highly recommends COIC’s WorkSource services to those who find themselves unemployed.

Darrin

Retraining Leads to Success

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CET LOOKS AHEAD TO FUTURE IMPROVEMENTSCET had a ground breaking year of garnering partner sup-port and securing grant funding for future transit projects. The Redmond Transit Hub was ranked as the top public transit project by the Oregon Transportation Commis-sion in the ConnectOR VI grant review process and subse-quently received over 1 million dollars from state lottery bonds. Additionally, Regional Solutions championed the need for a regional hub by providing grant funding along with the Redmond Downtown Urban Renewal Agency, Oregon Community Foundation, and COIC. The Redmond hub will feature a new design element which has buses park in a dedicated spot with a platform between buses for bus riders to easily find and make a transfer. The Red-mond transit hub will break ground in spring of 2017 and will be open in late 2017. In 2016 Cascades East Transit built on the successes of the previous year and continued implementation of the Bend Transit Expansion. CET collaborated with the City of Bend, St. Charles Health System, Central Oregon Community Col-lege, and OSU Cascades to increase transit service in Bend in late 2015. As a result of the service expansion, sched-ules were reworked, new buses were purchased, and an impressive 52 bus stop pads were constructed. The new ADA-compliant bus stops were prioritized with the help of a steering committee of bus riders, self advocates, and City of Bend staff. The bus pads were constructed over the summer of 2016 and were completed in late September.

Bend bus stops are just the beginning of the positive out-comes of the Bend Transit Expansion had on the Cascades East Transit system. Along with a team of consultants

from Kittleson and Associates and Nelson Nygaard, CET began the development of proposed changes to improve the regional Community Connector shuttles that connect Central Oregon communities. Identified changes include new schedules to sync with the Bend fixed-routes, inter-lining buses to facilitate an easier transfer from Prineville to Bend, a better connection from Metolius and Culver to Redmond, and a new direct Sisters to Bend route. The proposed schedules and changes were accepted and ap-proved by the COIC Board of Directors at their December board meeting and will be implemented in February 2017.

An additional outcome of meeting with stakeholders on vetting the Community Connector retimings is iden-tifying future priorities and improvements, such as in-creased mid-day service and weekend service, to the regional system when additional resources are available.

As CET prepares itself for immediate changes, we are look-ing ahead to improve CET in larger ways. In 2017, CET will have a presence in Salem as it works with the legislature on changing a state statute which allows COIC a needed governance structure change. If approved, CET would gain a much needed tool to assist cities in obtaining dedicated funding to improve transit service for their community members.

Additionally, Central Oregon leaders identified Regional Transportation as a priority issue with the Comprehensive Economic Development Strategy. (See CEDS info on page 6.) CET RIDES IN FY 2015 - 2016: 673,339

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CET AT A GLANCE

Recreational Transit

In addition to warm weather temperatures and increased tourists to our region, the summer of 2016 brought an in-crease in recreational transit usage. In the summer months, CET operates two distinct and popular routes – the Ride the River shuttle and the Lava Butte shuttle. Each route serves a specific purpose to give visitors access to a specific site, or in the case of Ride the River, a convenient way to float the river and return to one’s vehicle. The Lava Butte shuttle allows visitors to access the summit of Lava Butte at Lava Lands from the Visitor Center. These are in addition to the popular winter Mt. Bachelor shuttle for snow sports.

In 2015, CET was asked to expand Ride the River operations to seven days a week. Previously, CET operated weekends, and Sun Country Tours operated the remaining days of the week. This sharing of operations was not ideal or efficient, and CET partnered with Sun Country Tours and the Bend Parks and Recreation District to formalize a partnership to share any unmet operating funds. In the first summer of ex-panded operation, the Ride the River shuttle proved to be wildly successful. In the 2016 season, despite unseasonably mild summer weather, the shuttle increased its ridership to 29,964 rides which was an increase of 43 percent from the previous summer.

The Lava Butte shuttle was piloted in 2015 when the US Forest Service implemented a program to restrict access to

vehicles on the road up to Lava Butte. The pilot was neces-sary due to the congestion of vehicles on the road, and the visitor experience which required long wait times. In its first summer of operation, CET provided 45,494 rides. Despite the 2016 summer season having few operating hours, CET provided 44,838 rides. CET splits the net revenue over oper-ating costs with Discover Your Forest with funding that goes toward the Lava Lands monument restoration.

Karen Friend pre-sented Rika Nelson, Discover Your Forest Executive Director with a check. CET split the net prof-its from the Lava Butte shuttle with Discover Your Forest to help with monu-ment restoration.

CET RIDES IN FY 2015 - 2016: 673,339

CET Rides July 2015 - June 2016 Overall CET ridership grew by 13.2% over last year

594,607 FY 15

673,339 FY 16

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STRENGTHENING OUR EMERGING WORKFORCE

Economic development professionals, businesses, and post-secondary institutions across the region have docu-mented deficiencies in the readiness of high school gradu-ates and other young adults for work and post-secondary education or training. Additionally, most Central Oregon communities identified “preparing the emerging work-force” as a priority issue within the Comprehensive Eco-nomic Development Strategy (See CEDS info on page 6).

Fortunately, Central Oregon has a number of existing as-sets in place to better prepare young adults for work. COIC specifically addresses the region’s need for job-ready work-ers by focusing on youth employment skills and education credentials.

COIC Youth Programs focus on preparing at-risk and out of school youth for employment through training and educa-tion services. In partnership with area school districts, COIC provides credit recovery, GED and/or diploma outcomes. COIC also provides work experience placements – either within COIC work crews or through direct placements with local businesses. COIC’s purpose is to meet struggling students where they are, help them identify their unique path, and prepare them for what lies ahead.

COIC operates six accredited alternative high school class-rooms – in Bend, La Pine, Lakeview, Prineville, Redmond and at the Deschutes County Juvenile Corrections facility. Students are typically referred from high schools, though

students come to COIC through a variety of referral ave-nues. COIC leverages a variety of funding sources to sup-port these blended services – including federal Workforce Innovation and Opportunity Act funding, school district funding, and contracted “project” funding through the US Forest Service, Bureau of Land Management, and other partners. During the 2015-2016 program year, 827 youth were served by COIC within our five-county service area (Crook, Deschutes, Jefferson, Klamath and Lake). 1567 high school credits were earned, 140 GEDs achieved, and 61 high school diplomas were earned. 117 youth participated in a work experience training, which provides exposure to work environments and reinforces the importance of “soft skills” such as attendance, punctuality, initiative, team work and work ethic.

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Anthony was homeless and living at the mission, with very little work experience. He came to COIC intending to obtain his GED and find a job. A COIC Youth Employment Counselor (YEC) worked with Antho-ny, placing him in a Work Experience (WEX) with the Klamath Falls Gems Baseball team. There, he was given the opportunity to work in several areas including ticket sales, concessions, and the pro shop.

He learned valuable skills in customer service, sales, cashiering and food handling. During his WEX, Anthony also studied and completed his GED with COIC. This experience has not only boosted Anthony’s resume, but also his self-confidence for his job search.

Additionally, with the money Anthony earned, he was able to pur-chase a bike as a means to travel for his job search and to attend interviews.

Anthony is currently working part-time as a security guard and has secured housing. His top priority is to find a permanent job, and his YEC has helped with preparing his resume, highlighting his recent job experience. His YEC is also helping him apply for assistance programs so he can achieve his goal of attending local community college for computer software design.

Anthony

COIC works with school districts to offer classes in Bend, La Pine, Prin-eville, Redmond and Lakeview.

COIC gives high school students the opportunity to graduate on time and with their class. At COIC, you can:

• Make up missing credits.• Attend classes at COIC during the school day or after school.• Return to your regular school after completing your studies at

COIC.• Stay on track for graduation.• Receive individual attention because of our small class size.

Get job experience through Work-EducationWork-Education provides students the opportunity to combine class-room studies and outdoor work experience. Work crews of up to five students work together on community service and natural resources projects. Feature projects include:

• Riparian fence construction, Deschutes National Forest• Landscape Maintenance, USFS • Fuels Reduction, Ochoco National Forest• New Fence Construction for private ranchers in Crook County

SUPPORTING SUCCESS FOR LOCAL STUDENTS

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PROVIDING ACCESS TO HEALTH CARE

COIC Program AreasEmployment and Training • Job search assistance - Skills assessments - Computer classes - Job search workshops • Vocational training resources • Work-based training • Basic skills training • Alternative education for youth - High School diploma - GED - Credit recovery • Public Assistance Recipient

Employment Programs

Community and Economic Develop-ment • Business loans • Regional planning - Comprehensive Economic

Development Strategy • Regional Collaboration - COACT staffing/support - Regional Large Lot Industrial

Program - Deschutes-Ochoco Resource Advisory Committee • Local Food System Development • Project Development &

Technical Assistance - Grant writing - Prevailing Wage Monitoring - Natural Resources

Transportation • Cascades East Transit Operations

and Planning • Cascades East Ride Center

(CERC) Medical Ride Brokerage • Volunteer Ride Program• Cascades East Transit Outreach

and Partner Engagement

Cascades East Ride Center (CERC) provides information about local transportation options available, and sched-ules rides for several kinds of local transportation, in-cluding Cascades East Transit. CERC also authorizes travel reimbursement for OHP clients who have transportation available but need assistance for gas.

In 2015, the role of CERC as a transportation brokerage for Central Oregon changed. The responsibility for trans-portation of Medicaid populations shifted to the Coordi-nated Care Organizations (CCO). A CCO is a network of all types of health care providers who work together to serve people who receive health care coverage under the Or-egon Health Plan (Medicaid). The coordinated care model is focused on improving health outcomes including pre-vention and helping people manage chronic conditions to reduce unnecessary emergency room visits. With the development of Coordinated Care Organizations, the role of transportation as a solution to reducing costs and im-proving outcomes was elevated. COIC worked with local cab companies, specialized medical transportation provid-ers and developed a volunteer program to ensure that the desired level of transportation services was available.

COIC’s Cascades East Ride Center (CERC) provides non-emergent transportation services to OHP members. Non-emergent transportation services are generally defined as any non-emergency mode of transportation to access

medical services. Non-emergent transportation servic-es are vital for many Central Oregonians accessing fol-low up doctor’s appointments and maintaining personal health, especially for our senior population and persons with disabilities who struggle with getting to and from medical appointments. CERC manages non-emergent transportation services via a brokerage model to match clients with the best type of transportation that is effi-cient, affordable, and meets the individual needs of the patient. Scheduled rides for OHP members can be any-thing from a taxi, Dial-A-Ride, public bus, or stretcher vehicle service, to the Volunteer Ride Match program.

The goals of the partnership are to positively influence health outcomes in Central Oregon by increasing aware-ness of the non-emergent transportation services benefit, making these services more accessible to people with lim-ited English proficiency, increasing the availability of low-cost transportation options available to OHP members, coordinating transportation services in rural areas, and improving transportation access to urgent and after-hours services.

CERC provides non-emergent transportation services to Deschutes, Jefferson, Crook and northern Klamath Coun-ties and provided 142,857 rides in fiscal year 2015 – 2016. For more information about CERC visit www.coic2.org/transportation/cascade-east-ride-center/

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FINANCIAL INFORMATIONJULY 1, 2015 - JUNE 30, 2016

The Government Finance Officers Association (GFOA) awarded a Certificate of Achievement for Excellence in Financial Reporting to Central Oregon Intergovernmental Council for its comprehensive annual financial report for the fiscal year ended June 30, 2015. This was the fifteenth consecutive year that COIC has achieved this prestigious award. In order to be awarded a Certificate of Achievement, COIC must publish an easily readable and efficiently organized comprehensive annual financial report. This report must satisfy both generally accepted accounting principles (GAAP) and applicable legal requirements.

Federal Grants - 10%

State Grants and Contracts - 46%

Local Government - 21%

Bus Fares - 4%

Special Fund Transfers - 2%

Foundation & Non-Profit Grants & Contracts - 14%

Contract Income - 5%

Transportation - 65%

Education and Training - 30%

Community and Economic Development - 3%

Loans - 2%

TOTAL EXPENSES: $19,331,651

TOTAL REVENUE: $19,336,719

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334 NE Hawthorne Avenue Bend, OR 97701www.coic2.org

COIC OFFICESCOIC Administration334 NE Hawthorne Avenue Bend, OR 97701541-548-8163

Bend WorkSource1645 NE Forbes Road, Suite 101Bend, OR 97701541-388-6070

Redmond Classroom 2326 SW Glacier PlaceRedmond, OR 97756541-706-1458

CERC & CET Call Centers and Dispatch Redmond Operations & Maintenance Center 343 East Antler AvenueRedmond, OR 97756541-385-8680

Redmond Worksource2158 SE College Loop, Suite B Redmond, OR 97756541-548-8196

CET & CERC Administration Bend Operations & Maintenance Center1250 NE Bear Creek Road Bend, OR 97701541-322-5872

Madras WorkSource281 SW 3rd Street Madras, OR 97741541-475-7118

Prineville WorkSource2321 NE 3rd Prineville, OR 97754541-447-3119

La Pine WorkSource16493 Bluewood Place, Suite 3La Pine, OR 97739541-536-5380 Lakeview WorkSource103 N. G StreetLakeview, OR 97630541-947-5702

Klamath Falls WorkSource801 Oak AvenueKlamath Falls, OR 97601541-883-5630 Juvenile Corrections Classroom63360 Britta Street, Building 1Bend, OR 97701 541-322-7676

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