VAAC Staff Report June 2021 by Oregon Department of Veterans' Affairs

JUNE 2, 2021

REPORT TO THE ADVISORY COMMITTEE U.S. Air Force Master Sgt. Kyle Techmire, 173rd Fighter Wing, updates a computer data system with vaccine information March 21, 2021 at the Jackson County Fairgrounds in Central Point, Oregon. Oregon Air National Guardsmen from Kingsley Field were one of the many groups of uniformed service members volunteering to support a mass vaccination event in Jackson County, Oregon. (U.S. Air National Guard photo by Senior Master Sgt. Jennifer Shirar)

ADVISORY COMMITTEE June 2, 2021 ADVISORY COMMITTEE John Howard, USN, Chair .................................................................................. Medford Reynold “Reyn” Leno, USMC, Vice Chair ................................................... Grand Ronde Christine Gittins, USA, Secretary...................................................................... Redmond James Gardner, USA ........................................................................................... Eugene Robert “Bob” Van Voorhis, USA ....................................................................... John Day Nell Stamper, USCG………………………………………………………………………………………...Astoria Christina Wood, USAF…………………………………..………………………………………….…..Portland Micah Ashby, USN………………………….......................................................................Bend Mayme Cawvey, USA………………………………….………………................................... Portland ODVA STAFF Kelly Fitzpatrick, USA ......................................................................................... Director Martha-Estela Garcia, USA ........................................... Special Assistant to the Director Sean O’Day, USA ....................................................................................Deputy Director Vacant……..……………………………………………….Executive Assistant to the Deputy Director Jennifer Donovan ...........................................................................Senior Policy Advisor Lisa Durden ................................................................................. Internal Auditor Aaron Nicole Hoeft .......................................................................... Director, Communications Rebecca Cameron ............................................................... Human Resources Manager Sheronne Blasi, USN............................................. Director, Statewide Veteran Services Joseph Glover, USN ............................. Assistant Director, Statewide Veterans Services Martin Ornelas, USCG….……………………………………………………...ODVA Portland Manager Ana Potter ................................................................... Director, Aging Veteran Services Kelly Breshears.…………………………………...…… Assistant Director, Aging Veteran Services Helen Ireland………………………………………………………………………. Conservatorship Manger Aaron Hunter ............................................................................... Chief Financial Officer Cody Cox ........................................................ Veteran’s Home Loan Program Manager John Osborn, USN ................................................. Facilities and Construction Manager Vacant ............................................................................ Information Services Manager

ADVISORY COMMITTEE

Quarterly Meeting Agenda Wednesday, June 2, 2021 | 9:30 AM – 12:00 PM Join by Zoom via Videoconference: You may pre-register for the meeting by clicking on this link: https://us02web.zoom.us/meeting/register/tZIucuipqzwjE9BtgOgPUUAfSn6XmOT-FWet Once pre-registered you will receive a link to the meeting. To prevent background noise, all attendees will be muted upon joining the meeting. To improve bandwidth during the meeting, only members of the Committee and Department staff will appear on video feed. Join by Zoom via Telephone: You may join the meeting by dialing 1 (253) 215-8782. When prompted, enter the meeting ID: 863 5115 7994 # and password/participant ID: 374884# To prevent background noise, all callers will be muted upon joining the meeting. Meeting Materials: Staff reports for individual agenda items, when available, can be found on the Committee’s website by clicking on the following link: https://issuu.com/odva/stacks/38107bb40c054695831edf5634865ca4 I. WELCOME AND ADMINISTRATION – Business Meeting • Call to Order – Chair John Howard • Pledge of Allegiance – Chair Howard • Moment of Silence – Chair John Howard • Meeting Rules – Vice Chair Reynold Leno • Committee Member Introductions II. ODVA DIRECTOR’S REPORT • ODVA Director, Kelly Fitzpatrick III. REPORTS AND PRESENTATIONS • ODVA Suicide Prevention – Ana Potter, Director, Aging Veterans Services Division and Joe Glover, Assistant Director, Statewide Veterans Services Division • Deschutes County Veterans Intervention Strategy – District Attorney John Hummel • Deschutes County Stabilization Center – Holly Harris, M.Ed., LPC Program Manager • ODVA Legislative Update – Jennifer Donovan, Legislative Director IV. OLD BUSINESS ITEMS • Continue to share with veterans that they can apply at any time to be an Advisory Committee member through the ODVA website. Applications remain in the queue for consideration for two years. • Open for Committee Members

V. NEW BUSINESS • Executive Committee elections • Open for Committee Members • Next Advisory Committee Quarterly Meeting: Date: Wednesday, September 8, 2021| Time: 9:30 – Noon Location: TBD VII. BUSINESS MEETING ADJOURNED TOWN HALL (Speakers Limited to 3 Minutes) The town hall time is for individuals to bring up broader veteran community issues. Members of the community may also submit written public comments to the Committee at the following email address: vaac@odva.state.or.us

CONNECT WITH ODVA

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Director’s Message Kelly Fitzpatrick Oregon is at yet another turning point as we head into summer 2021. Although that turn is a positive one with more than 50% of Oregonians now fully vaccinated, the COVID-19 pandemic has fundamentally changed the lives of every Oregonian with unprecedented levels of economic and health impacts. The effects of this global health crisis deeply exacerbate the existing and persisting inequities and barriers to services experienced by veterans and their families across Oregonians, and communities of color. We have made great strides in keeping Oregonians safe and healthy, as we have worked to flatten the COVID-19 curve and protect our honor veterans at the Oregon Veterans’ Homes. However, our state is at a juncture that demands our state government also take proactive and anti-racist measures to build a more equitable Oregon while reflecting the state’s values of accountability, equity, excellence, and integrity. This winter ODVA’s Executive Staff began work on a new five-year strategic plan that is building on the successes of the previous framework and further focusing the agency’s efforts on ensuring all veterans in Oregon have access to their earned benefits and needed resources. I continue to be encouraged about the effort, especially as we have purposely incorporated a Diversity, Equity and Inclusion lens to the development of this strategy. This approach is more important than ever and is being addressed across state government. Within our agency, we want to improve and broaden the environment where veterans’ voices are heard and respected, and allow those voices to move us to action, and to identify and eradicate systemic inequities in ODVA programs. As we continue through this unprecedented time, I share with you my commitment that ODVA will continue to work to fulfill our vision that all veterans and their families thrive in Oregon, regardless of race, ethnicity, or skin color, gender, ability, religious belief, or sexual orientation. By doing so, ODVA will make its own modest contribution to the larger effort to ensure that all Americans live free from institutional injustice, violence and prejudice, and have the opportunity to pursue a life of dignity, free from fear and full of hope. We stand united and strong during a historic moment to put Oregon on a better path forward. I’m proud of the entire ODVA team as they continue to show great resilience and rise to every challenge in order to continue to serve and advocate for Oregon veterans and their families. As we now head into the summer months, I hope that the members of our Veterans Advisory Committee remain safe and well.

ODVA Advisor y Committee: Veteran Suicide Awareness & Prevention Presented by: Joe Glover& Ana Potter June 2021

The loss of any individual to suicide cannot typically be explained by individual factors alone. The problem of suicide reflects a complex interaction of factors placing strain on individuals at the: • international level (e.g. wars, global pandemic), • national level (e.g. economic disparities, health care policies), • community level (e.g. employment rates, access to care), • familial and relational level (e.g. level of support, relationship problems), • and individual level (e.g. health concerns).

Veteran Suicide Risk Factors • Veterans can be at risk for suicide for a variety of reasons: • Challenges with transitioning back to civilian life, and personal relationships • Loss of purpose and/or comradery they had while serving • Effects of aging • Homelessness • Unaddressed chronic health conditions stemming from military service • Underlying mental health conditions or substance use disorders • Effects of PTSD, Military Sexual Trauma, and Traumatic Brain Injury • Other factors

Suicide Data • Nationally, the number of suicide deaths has been rising since the turn of the millennium. • From 2005 to 2018, there was a 47% increase in the number of suicide deaths in the general population, coinciding with an increase in the U.S. adult population. • In each year since 2008, the number of Veteran suicides has exceeded 6,300, despite a decrease in the Veteran population during this time period from 24.5 million to 20.1 million. • In 2018, Veterans accounted for a lower proportion of suicide deaths among U.S. adults than in prior years. Veterans accounted for 13.8% of all deaths by suicide in 2018, compared to 19.2% in 2005 and 14.1% in 2017.. 4

Other Demographic Data • Suicide rate for Veterans is generally 1.5 times the rate for non-Veteran adults, after adjusting for population differences in age and sex. • Female Veterans are 2.2 times more likely to commit suicide than nonVeteran females. • USDVA is now beginning to track racial demographic data on suicides. • In 2018, overall suicide rates and trends of increase were lower among Black Veterans than among White Veterans. • • Firearms accounted for the method of suicide in 70.7% of male Veteran suicide deaths and 43.2% of female Veteran suicide deaths in 2017. 5

Aging Veterans – Specifically • Over 50% of Oregon Veterans are 65 years or older. •

Younger Veterans have the highest rate of suicide among Veterans.

• However, those 55 and older still represent the largest number of suicides. • The suicide rate for older Veterans is also higher than that of older nonVeterans. • For Veterans age 55 to 74 years old, the rate of suicide is 26 per 100,000, while nationally, the suicide rate in the same age group is 17.4 per 100,000. • Nationally, the rate goes even higher for Veterans over 85 years old. 6

Aging Veterans – cont. • Specific risk factors relating to aging Veterans (65+): • • • • •

Physical illness, disability, and pain Substance use, including prescription medications Depression and other mental health issues (many never diagnosed) Social isolation Loss of friends and family

• Significant concerns regarding how COVID is impacting our aging Veterans.

Oregon Veteran Suicides • According to USDVA data, Oregon Veteran suicides have, for the most part, trended up in recent years. • The Oregon Health Authority reports that Veterans make up 1 in 5 adult suicides. • Exact numbers for Oregon women Veterans are not reported because they are fewer than 10 each year. • Alarmingly, Oregon Veterans have had a higher rate of suicide than the national Veteran average, and the western regional Veteran average.

Oregon Veteran Suicide Rates 2014 - 2018 Oregon Veteran Suicide Rate by Gender 160 140 120 100 80 60 40 20 0

2014

2015 Male Veterans

2016

2017

2018

Female Veterans

*Female veteran suicide numbers are between 1 and 9. 9

Oregon Veteran Suicide Rates 2014 - 2018 Oregon Veteran Suicide Rate by Age 80 70 60 50 40 30 20 10 0

2014 Veterans 18-34

2015

2016

Veterans 35-54

2017 Veterans 55-74

2018 Veterans 75+

Veteran Suicide Awareness & Prevention • National and local priority to end Veteran suicides. • VA research and campaigns • • • •

22 A Day campaign Lines for Life and the Veterans Crisis Line #Be There Gun safety – trigger locks

• Focus on destigmatizing asking for help and seeking treatment.

To anyone out there who’s hurting – it’s not a sign of weakness to ask for help. It’s a sign of strength. Barack Obama

ODVA’s Work on Veteran Suicide Awareness & Prevention

ODVA’s Focused Outreach During COVID • ODVA recognized the increased behavioral health risks due to COVID-related challenges and took action. • Aging Veteran Services (AVS) Volunteer Program had just begun to pick up when COVID-19 started. • Shifted focus to outreach to aging populations most at risk. • Created brochure with information about Veterans’ benefits, and that volunteers are available to answer questions. Was included in Meals on Wheels home deliveries. • AVS Conservator and Rep-Payee staff have reached out to our clients in a number of ways since the start of the pandemic. 14

ODVA’s Partnership with the Veterans Crisis Line • The Veterans Crisis Line provides 24/7 crisis services for all Veterans by phone, text messaging, or online chat. • ODVA provides funding to the Veterans Crisis Line. • Calls, texts and other forms of contact from Veterans seeking help have increased annually since 2016 to the Veterans Crisis Line. Contacts may result in referrals to other services. • Significant increase in contacts between January 2020, and March 2021. • From 1,010 to 1,606 • Call volume is influenced by many factors such as willingness to seek assistance, visibility of the lifeline phone number, or high-profile suicides of celebrities or community members. •

1-800-273-8255 Veterans Crisis Line

ODVA Veteran Service Grants • 2018 and 2020 ODVA Veteran Service grants address factors often contributing to Veteran suicide, thereby helping to prevent Veteran suicide. • Crossroads Communities (Lebanon) – Housing and housing supports, in collaboration with Linn Co. Mental Health and other partners. Focus on mental wellness, life skills training, and marketable job skills. • Camp Divide (Wallowa Co.) – Healing and hope to post-9/11 combatwounded through outdoor recreation. To improve sense of well-being & self-care activities. • Community Counseling Solutions (Eastern OR) – Mental and physical healthcare. • The Tanner Project (Marion Co.) – Transitional housing, peer supports, mental health, and housing stability services for homeless Veterans. 16

ODVA Transportation Grants • USDVA: Veterans who access their VA health care are less likely to attempt suicide. Rural Veterans often lack transportation to health care-related appointments. • USDVA Highly Rural Medical Transportation Grant (HRTG) • Awarded to OR’s 10 highly rural counties/transportation districts • Free rides to VA facilities • Over 1,000,000 miles of rides provided for OR Veterans • Oregon Rural Veteran Medical Transportation Grant (RVMTG) • ODVA and ODOT partnership (Memo of Understanding) • ODOT draws on existing rural provider partnerships • Free rides to VA facilities and other health & behavioral health appointments • ODOT awards and administers grants

ODVA and the Oregon Charitable Checkoff Program • ODVA partners with the Association of Oregon Counties and tribes to distribute Charitable Checkoff funds in support of activities and programs that raise awareness of veteran suicide. • Veterans’ Suicide Prevention – Charitable Checkoff Program • Donations through Oregon Dept. of Motor Vehicles • As of 2020, $341,971 received for veteran suicide awareness and prevention • Since 2018, ODVA has awarded grants to counties and tribes for Veterans’ suicide prevention programing. • Ex. Safety stand downs, mental health fairs, BBQs to promote awareness and support services, Veterans’ Behavioral Health First Aid training, radio and TV ads, etc. • Also helped fund Lines for Life – Veteran Suicide Prevention annual conference.

QUES TIONS

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VETERANS INTERVENTION STRATEGY In November 2020, the Deschutes County District Attorney’s Office, in partnership with the Deschutes County Sheriff’s Office, Central Oregon Vet Center, Deschutes Defenders, Kollie Law Group, and Deschutes County Community Justice launched the Veterans Intervention Strategy (VIS). The VIS provides veterans who are involved in the criminal justice system with an opportunity to improve their criminal justice outcomes by engaging in individualized treatment and services to address their mental health illnesses and/or substance use disorders that have played a role in their criminal activity. The VIS is modeled after traditional veteran treatment court programs, but balances our community’s desire to improve the type and level of support provided to our veterans with the resources and services available within Deschutes County. So, although the VIS has many elements that mirror a veterans treatment court, it is not a court-based program but instead is an inter-agency program managed out of the District Attorney’s Office. This Veterans Intervention Strategy is needed because when some veterans return from service they face monumental challenges, including combat wounds, head injuries/Traumatic Brain Injury (TBI), PostTraumatic Stress Disorder (PTSD), unemployment, homelessness, strained relationships, and significant reintegration issues. When these challenges are not effectively treated and managed, they can lead veterans into the criminal justice system, sometimes on a recurring basis. The VIS will help veterans who are challenged with these injuries and disorders to access the treatment and medical care they need to improve their lives. The VIS takes a veteran-focused, community-based approach to providing services to participating veterans in order to help them address their personal challenges. In a supportive environment that rewards success, but holds participants accountable, while also allowing for participant tracking and program assessment, the VIS aims to: 1. Improve community safety by reducing recidivism among justice involved veterans. 2. Improve veterans’ lives through engagement in a targeted series of veteran programs. 3. Reduce risk and increase victims’ likelihood of receiving restitution by improving a veteran’s stability. 4. Collaboratively work with agencies throughout Deschutes County to provide specialized services to veterans. Veterans must meet a series of eligibility requirements to participate in the VIS, which include an eligible felony or misdemeanor charge within Deschutes County; residence in Deschutes, Jefferson or Crook counties; and a mental health illness, and/or a substance use disorder diagnosis that is related to their service and criminal offense. The VIS is available to approximately 20 veterans per year. Each veteran will accept guilt and agree to program requirements, treatment, incentives, and sanctions that will be unique to them, and based upon their own personal health, criminal history, and current charges. To support the unique needs of each veteran, the program has two tracks. Track I will be for veterans that engaged in lower level crimes, who also have a less severe substance use disorder or mental health illness. Track II will be for veterans who

have committed a more serious crime and/or have more severe mental health illnesses or substance use disorders. Veterans in both tracks will be expected to: 1) create an individualized treatment plan, 2) participate for at least 12 months; 3) work with a mentor; 4) engage in social service programs; 5) attend VIS interagency meetings; 6) comply with drug and alcohol testing requirements; and 7) pay restitution, if appropriate. Veterans in Track II must also secure employment or attend post-secondary education courses, complete a wellness plan, and will be required to meet more frequently with the inter-agency team. Veterans that successful participate in the VIS, will move through the program’s structured phases, which are designed to acknowledge successes with reduced meetings requirements and more opportunities for independence. Veterans struggling in the program will be supported and encouraged to continue to engage. Program requirements will be adjusted to address their personal challenges in order to help them succeed with additional supervision and program requirements. When a veteran meets their graduation requirements they will not only be rewarded with a certificate and coin commemorating their commitment to the program and their ultimate success, but they will also obtain the legal benefits that were agreed upon when they entered the VIS. Those benefits will vary by individual, but may range from reduced jail time, downward departures, or in some circumstances even dismissals. For veterans that are not ready to make the substantial life changes that the VIS requires, and reoffend or continuously fail to achieve program requirements, their case will be returned to the traditional criminal justice system. The veterans will again be in front of a judge and will no longer be eligible for the legal benefits discussed at program entry.

Deschutes County Veterans Intervention Strategy I. SUMMARY The Deschutes County DA’s Office Veterans Intervention Strategy (VIS) is a veteran-focused diversion program designed to improve community safety by providing justice involved veterans with the opportunity to transform their lives through addressing personal life challenges and reducing their involvement in the criminal justice system. VIS balances the community’s desire to improve the type and level of support provided to our veterans in the criminal justice system, while taking into account the resources available and needed to implement a comprehensive veterans program in Deschutes County. II. PUPROSE Veterans returning after deployment face monumental challenges that include combat wounds, head injuries/Traumatic Brain Injury (TBI), Post Traumatic Stress Disorder (PTSD), unemployment, homelessness, strained relationships, and significant reintegration issues. These challenges when not effectively treated and managed, lead some veterans into the criminal justice system, sometimes on a recurring basis. According to the National Council for Behavioral Health, 30% of veterans deployed to Afghanistan and Iraq have mental conditions requiring treatment, but only about 50% have received the treatment they needi. Current research also shows that veterans suffering with PTSD are more likely to engage in criminal activityii. Deschutes County is home to approximately 13,000 veterans, and over 200 individuals in 2019 self-identified as a veteran during a screening while at the Deschutes County jail. Members of our own community are dealing with these issues, and a cohesive inter-agency program, such as VIS can eliminate barriers and provide access to the services and resources these veterans need to improve their lives, reduce recidivism, and ultimately enhance community safety.

III. BACKGROUND In 2019, a local veteran reached out to District Attorney John Hummel; Amanda Juza-Hamrick, Director of the Central Oregon Vet Center; Sheriff Shane Nelson; and Chief Jim Porter about starting a veterans treatment court in Deschutes County. After that initial discussion, partner development meetings were convened to draft a plan and apply for federal funding. During this planning process the development team learned that 1) the Deschutes County Circuit Court had capacity issues and would not be able to provide the required resources for an evidence-based veterans treatment court, and 2) that there had been previous attempts to launch a veterans court locally without success all the way back to 2011. Due to these findings, the grant application was put on hold as the DA’s DeschutesSafe team dove deeper into the history of veterans courts in Deschutes County to determine the best what would be the best approach for moving forward. Updated 11/10/2020

The team learned that in 2014, the DA’s Office had launched a small veterans diversion program called the Veterans Intervention Strategy (VIS). The intent of the original VIS was to identify a solution that would route veterans out of the criminal justice system and into treatment without the involvement of the court. This program involved one DDA and the veteran’s defense attorney and referrals to local service providers. No data was collected on the effort, and when the initiating DDA, Eric Marvin, left the DA’s Office in 2015, the program disappeared into obscurity, as he was the single program champion. The DA’s Office believed then, and now that a holistic criminal justice program for veterans is needed in Deschutes County, but as before, implementing a traditional veterans treatment court is still not feasible. However, a modified program, similar to what was implemented in 2014, but with additional elements that will enhance effectiveness and ensure sustainability can be the answer for our local veterans. IV. VIS 2020 The new VIS program is based on the 2014 concept, but takes a more structured and communitybased approach in order to implement an initiative that will withstand staffing changes, have the ability to track participant progress, and will actively assess the program’s impact. The program will also has a stronger ‘authority figure’ the veteran treatment courts have with a judge, through the Inter-agency team that involves representatives from the partner agencies. This team will collectively make decisions regarding each veterans overall treatment plans and progress through the program. A. GOALS & OBJECTIVES 1. Improve community safety by reducing recidivism among justice involved veterans. 2. Improve veterans’ lives through engagement in a targeted series of veteran programs. 3. Reduce risk and increase victims’ likelihood of receiving restitution by improving a veteran’s stability. 4. Collaboratively work with agencies throughout Deschutes County to provide specialized services to veterans.

B. ELIGIBILITY The veteran must meet the following requirements: 1. Defendant must have served in the military or in the National Guard; 2. Have a pending eligible felony or misdemeanor offense; 3. Be a legal resident or citizen of the United States of America and either a resident of Deschutes County, Oregon or a resident of Jefferson or Crook Counties, who has committed a crime within the jurisdiction of the Deschutes County Circuit Court; 4. Have or be diagnosed with a mental illness or disorder, including post-traumatic stress disorder; traumatic brain injury; depressive, anxiety and psychotic disorders; and/or substance use disorder that is related to the criminal offense; and 5. The defendant must submit to a clinical evaluation to confirm the pending or underlying offense was related to a mental illness or substance abuse. Updated 11/10/2020

6. Probationers and probation violators may be accepted into VIS. 7. The VIS DDA has recommend defendant for inclusion in the VIS program, has established legal incentives with the veterans defense attorney and determined the veterans program track. 8. The defendant must agree to the program terms and sign all required VIS documents. C. EXCLUS IONS A defendant may be excluded from VIS if he or she: 1.

2. 3. 4.

5. 6.

Has a pending charge for: a. Sex crimes; b. Any other crime for which the DA in his/her sole discretion believes is inappropriate for inclusion within the VIS program. Has a prior conviction(s) or deferred adjudication(s) for which the DA in his/ her sole discretion makes the defendant inappropriate for inclusion in the VIS program. Is seriously and persistently mentally ill and cannot participate in the VIS program; or Was previously terminated due to performance deficiencies from the VIS program or who has previously graduated, whether on supervision or not from the VIS program or a similar program / veterans treatment court in another jurisdiction; Is prohibited by Oregon statute or other law from participating in the VIS program. Does not admit guilt to the offense.

The intent of the proposed VIS criteria is to balance the need for program structure, while providing the DA broad discretion and flexibility. D. STRUCTURE The program is designed to provide up to 20 veterans a year, with current charges, the opportunity to improve their lives by participating in a structured, individualized program that provides active support, but holds participants accountable. Potentially eligible participants will be screened by the Vet Center to determine current veteran status, and if the veteran has any mental health illnesses or substance use disorders, and whether or not those conditions played a role in the veteran’s criminal activity. This information, along with past criminal history, input from the victims, and space within the program will be considered in determining program eligibility. The program design has two Tracks for which each veteran will be assigned to one or the other. Individuals in Track I will follow a program format that requires a three phased intervention. Track II participants will follow a program format that requires a more intensive four phased intervention. A veterans placing in Track I over Track II is determined by the DA’s Office, based on the veteran’s current crime, past criminal history and health history. After the track has been determined, and an agreement Updated 11/10/2020

regarding a legal incentive has been worked out, the eligible VIS veteran will be invited to attend the next scheduled VIS meeting. At the first VIS meeting for each participant, the veteran will meet the Inter-agency team, be provided with an overview of the program requirements, given a VIS Manual that outlines the rules of the program and their Track, as well as a VIS Handbook that will allow them to track their progress through each Track Phase. The Veterans will then spend the next month establishing their individualized treatment plan with the Vet Center, meeting their mentor, and securing veteran services. Based upon each veterans’ Track and Phase, the veteran will meet with the VIS Interagency team periodically to report on their progress. The team will evaluate the progress through feedback from their Vet Center case manager, reports from treatment providers and partner agencies at the pre- Inter-agency bi-weekly meeting. Immediately following that Inter-agency meeting, the veteran VIS meeting will occur. The veterans scheduled for the VIS meeting will provide the Inter-agency team with a personal update. During that interaction the team will have the ability to grant rewards and issue sanctions to the veteran, and the veteran will be able to share successes and discuss challenges. As each veteran completes the requirements for their Track-Phase, they will apply to phase-up, by completing an application that requires signatures from partners and stakeholders. A graduation ceremony will be held for veterans that complete the program, where they will receive their legal benefits determined at program entry, a graduation certificate, and a coin. VIS meetings will be held at the Vet Center, when in-person meetings can be scheduled. Otherwise the VIS meeting will occur via video conference. The Vet Center will provide the veteran with access to a safe room and a computer with internet access to participate in the meeting. The veteran can also join the meetings from his/her attorney’s office, if that is preferred. E. PROGRAM TRACKS As noted above the VIS will use a two track program model to engage and support the breadth of veterans that may be eligible to enter the program. Track I is for individuals that have committed a lower level crime and based upon their assessment, and also have lower needs. Track I includes three phases prior to graduation. Participants will be actively engaging in treatment and care for three months and then will check-in with the Inter-agency team periodically over the course of nine (9) additional months to show that they are still doing well. If a veteran is struggling they can be kept in a phase longer, or if a veteran in Track I commits another crime, s/he can be moved up to Track II. Track I Engagement (Phase 1) • Establish treatment plan Updated 11/10/2020

• Secure required assistance. • Meet mentor. • Begin treatment. • Minimum one (1) month in length. • 1 VIS meeting check-in. Track I Action (Phase 2) • Confirmed engagement in treatment plan. • Minimum of two (2) months length. • Monthly VIS meeting check-ins. • Continued engagement with mentor. Track I Maintenance (Phase 3) • Plan engagement recommended not required. • Minimum of nine (9) months in length. • Three (3) VIS meeting check-ins. Graduation Track II is for veterans that have committed a higher level crime, and/or are higher risk or have higher needs. Track II participants are actively engaged in the program with treatment and meetings with the Inter-agency team for at least 12 months. This phase also has employment and school requirements that are adjusted based upon a veteran’s disability status. Participants in Track II will also have to abstain from alcohol and drugs and will be required to provide UAs, as scheduled by treatment providers. Track II Engagement (Phase 1) • Establish & begin treatment plan. • Secure required assistance. • Meet mentor. • Minimum of one (1) month in length. • Two (2) VIS meeting check-ins. Track II Action (Phase 2) • Complete wellness plan. • Secure housing. • Minimum of three (3) months in length. • Monthly VIS meeting check-ins. • UA tests. • Continued engagement with mentor. Track II Re-Claiming Self (Phase 3) • Secure employment or enroll in school. • Maintain housing. • Begin paying restitution. • Minimum of six (6) months in length. • Monthly VIS meeting check-ins. Updated 11/10/2020

• Continued engagement with mentor. Track II Maintenance (Phase 4) • Final restitution payment. • Maintain employment and housing • Minimum of three (3) months in length. • Every six (6) week VIS meeting check-ins. • Continued engagement with mentor. Graduation

F. TEAM MEMBERS & ROLES 1. DA’s Office –Lead organization in implementing VIS. Make the final determinations on which veterans are eligible for VIS, manage the case files, coordinate the VIS meetings and track the overall success of VIS participants and the program. Specific responsibilities include: a. Review any veteran cases for VIS eligibility. b. Ensure a Victims Advocate is involved in the eligibility screening process. c. Meet regularly with the full DA Office VIS team to discuss potentially eligible cases. d. Ensure any potential VIS cases are screened and appropriate paperwork is received to finalize eligibility. e. Meet bi-weekly with the VIS Interagency team to discuss current and potential veteran cases at the pre-VIS Inter-agency team meeting. f. Oversee program data for evaluation and reporting g. Track VIS cases to ensure documentation and participant requirements are met for phase-ups. h. Work with partners to track cases to determine which cases will be discussed at the bi-weekly VIS Interagency Team meeting and which veterans should be in attendance each meeting. i. Establish a database and develop procedures to accurately track and monitor VIS veterans. j. Develop and maintain program documents – ROI, medical release, participant manual, meeting protocols, MOUs, screening guidelines, and program procedures. 2. Defense Attorney – Represents and advocates for the veteran. Provides the veterans with legal advice and assists in acquiring any required documentation. Specific responsibilities include: a. Obtains key documentation for the DA’s Office for the veterans case file. b. Assists the veteran through the VIS process, explaining key steps, acquiring signatures on participation documentation, reminding participants of program responsibilities c. Participates in bi-weekly VIS Interagency team meetings to discuss current Updated 11/10/2020

and potential veteran cases. 3. Vet Center – Provides treatment programs and oversees the coordination of treatment, screenings and the development of individual treatment plans for JIV participants, and case management. a. Screens all veterans that are identified as potentially eligible to be a VIS participant. b. Acquires and shares medical records for potentially eligible veterans. c. Works with veterans to develop and revise, as appropriate, VIS Individual Treatment Plans for participating veterans. d. Tracks participant progress in treatment programs. e. Refers veterans to outside services, treatment providers and community resources. f. Participate in bi-weekly VIS Interagency team meetings to discuss current and potential veterans cases. g. Notify the DA’s Office if aware of a veteran that might be appropriate for the VIS program. h. Advocate for the veterans. 4. Sheriff’s Department – Identify potential JIVs through citation or arrest. a. Identify veterans at time of offense, and notify the DA’s Office, when possible. b. Participates in bi-weekly VIS Interagency team meetings to discuss current and potential veteran cases. a. Offer insight and law enforcement perspective into participant’s situation and progress. c. Provide a law enforcement presence, if home visits and/or follow-ups are required as part of a participant’s plan. 5. Veterans Affairs Health Administration – Provides a VJO to help veterans eligible for VA benefits connect to appropriate services and navigate the system. a. Assist in identifying eligible veterans for the VIS program. b. Refer and link qualified Veterans to appropriate VA services, including mental health and substance abuse services in a timely manner. c. Serve as a liaison between the VA and the VIS Inter-agency team, and provide expertise on veteran specific criminal justice programs. d. Assist with case management on VA eligible Veterans, when needed. e. Coordinate access to outpatient substance abuse treatment and or medical care for VA eligible Veterans. f. Participate in VIS Inter-agency bi-monthly meetings, when appropriate and available. 6. Parole and Probation – Monitors and provides oversight of high risk VIS Updated 11/10/2020

participants that are actively engaged in Community Justice. a. Provide community support and supervision that helps to positively reinforce program rules and policies. b. Provide risk and needs assessments results for screened participants. c. Attend the VIS Inter-agency bi-monthly meetings when these participants are scheduled to attend the meeting. d. Provide updates on participants’ situations and progress, including UA results. G. DETAILED PROGRAM PLAN In order to provide a fair and structured program the following are the operating procedures. 1. Program Guidelines a. Number of participants i. VIS will be available to approximately 20 veterans each year. This defined number is in response to the: a. Potential number of individuals that are likely ready and willing to engage in a comprehensive and holistic program that requires commitment. b. The capacity of the VIS program partners to actively manage and these more intensive, harm-reduction program based cases. b. Legal Options Since the goal of VIS is to identify the best intervention for each veteran participant, how each individual’s case is managed and processed will vary by individual, history and current charges. Under some cases the veteran will be eligible for dismissal, while other cases may provide the veteran other benefits including, but not limited to a misdemeanor conviction, an agreement to reduce chares upon completion of the program, downward departure, less jail, or supervision. c. Program Length The length of time each participant will engage in the VIS will likely vary. Individuals in Track I will be actively engaged in the VIS program for at least three (3) months, and with nine (9) months of periodic check-ins at the Inter-agency VIS meetings. Individuals that are placed in Track II, will be actively engaged in the program for at least one year. The program is designed to be supportive and understanding that addressing mental health and substance use issues is challenging. Participants that do not meet the criteria in both Tracks to phase up in the program, will be given, under most circumstances, additional time to meet the program goals. Participants may engage in the program for more than a year to finish all the requirements of each phase in order to graduate. Updated 11/10/2020

d. Program Leverage i. Rewards - Participants actively engaged in the program and making notable progress may be reward for their hard work by being allowed to decrease in the number of required treatment programs or meetings with the VIS Interagency team, or being allowed to travel out of state. ii. Sanctions - Participants not remaining actively engaged or struggling to complete their treatment/program requirements, may experience sanctions, that range from writing apology notes, to additional checkins with the VIS Inter-agency team or at treatment meetings, to being terminated from the program. iii. UAs – Participants may be required to engage in UAs. The scheduling, frequency and types of tests will be determined and implemented by the different treatment providers and agencies that require UAs as part of their formal plans. Participants’ UA results will be shared with the Inter-agency team and/or the veteran’s case manager.

iv.

Program Termination – The goal of VIS is to work with the veterans to help them move toward a more successful life, so individual relapses or failures will not automatically result in being revoked from the program. However, if a participant is no longer interested in engaging with the team, entirely stops attending required programming or is making little to no effort, then termination would be appropriate.

2. Veteran Identification a. Individuals can be identified as potential participants in VIS at multiple points along the criminal justice system continuum including when: i. A law enforcement officer is arresting or citing an individual. ii. An individual is in jail and meets with a screener. iii. A DDA reviewing a case. iv. A defense attorney is working on a case. v. Vet Center or the VA Veterans Justice Outreach Specialist meets with a patient/client and learns that the individual has recently been cited/arrested for an offense. b. Identifying agency representative will inform the DA’s Office about the individual and pending case. This can be done by: i. Contacting the VIS coordinator. ii. Making a note in the police report. iii. Updating the DA’s case management system to indicate an individual is potentially eligible for VIS. 3. Case Screening (in chronological order and by agency) a. DA’s Office i. When an individual has been identified as a potential candidate for VIS, the VIS DDA will evaluate the case and the individual for VIS eligibility. - Evaluates the offense, and criminal history of the individual. - Connects with Victims Advocate. - Contacts the defense attorney to connect with the veteran about the Updated 11/10/2020

ii.

program and to request an ROI. The case will be marked as potentially eligible for VIS.

b. Defense Attorney i. Will contact the veteran to determine interest in participating. ii. Have the veteran sign the VIS ROI and complete the VIS Intake form. iii. Contact the DA’s Office to inform of interest. iv. Contact the Vet Center to schedule the VIS screening. v. Execute a medical records release of information for any additional relevant medical information. vi. Send the request to the appropriate medical providers to be shared with the DA’s Office and the Vet Center. c. Vet Center i. Screens potentially eligible veterans referred by the defense attorney that have signed the ROI to determine veteran eligibility requirements. ii. Provides the DA’s Office with the VA service eligibility information and mental health and substance use disorder diagnoses for final eligibility review. . d. DA’s Office i. Finalize veteran eligibility and program Track assignment. a. Return any medical records if the veteran is not eligible for the program. ii. Establish legal incentive for eligible veteran with the defense attorney to encourage the veteran participation and to provide a reward for successfully completing the program. iii. Invite veteran to next VIS meeting. 4. Eligible Cases a. VIS Interagency Team members Team members: DDA, VIS Coordinator, Vet Center coordinator, defense attorney, Sheriff’s Deputy, and when available, and needed PO & VJO i. Meet bi-weekly (every other week) to review current and pending VIS cases. ii. Assess the veterans Individual Treatment Plans. iii. Meet with veteran as outlined in their requirements for their Track and Phase, or as needed. iv. Draft a short memo re: substance and outcome of the VIS Interagency Team meeting for the participants’ case files. v. Add data points and documentation to case management and/or program tracking database. vi. Evaluate and approve or decline participating veterans phase up requests, based upon the veteran achieving goals outline within Updated 11/10/2020

vii.

his/her Individual Treatment Plan, and the requirements outlined in the current Track phase. Final steps regarding the case such as dismissals, terminations, downward departures will be executed with DDA approval at the veteran’s graduation.

b. Vet Center i. Completes a full assessment on the VIS participant. ii. Works with the participant to develop an Individual Treatment Plan. iii. Offers treatment options and referrals to stakeholder programs, services and resources for veterans that can benefit. iv. Provides active case management for veterans that meet Vet Center’s veteran eligibility requirements. v. Provides oversight case management for veterans that do not meet the Vet Center’s veteran eligibility requirements. vi. Trains and connects VIS veterans to veteran mentors.

f. JIV VIS Participants i.

ii. iii. iv. v. vi. vii. viii. ix. x. xi. xii. xiii.

All participants must complete a VIS Intake form and sign the VIS ROI indicating that they are agreeing to allow the Vet Center to conduct an assessment to help determine program eligibility and to share that information with the partner agencies. Willingly participate in a comprehensive assessment with the Vet Center. Complete a VIS Individual Treatment Plan and revise and update the plan periodically throughout the program timeframe. Attend VIS Inter-agency meetings at pre-scheduled times based upon the Track and Phase requirements or at the request of the VIS Inter-agency team. Follow-through on the agreed upon medical, treatment and care plan that was established. Not reoffend while VIS participant. Submit to UAs as requested by Vet Center, VA Medical Center, PO, and/or drug treatment providers. Meet regularly with a Vet Center mentor. Execute the Individual Treatment Plan that is deemed acceptable by the VIS Interagency Team. Admit guilt in to the charges. Pay restitution, if appropriate. Acquire/maintain stable housing. Obtain employment, enroll in school or if on disability volunteer.

5. Local Stakeholder (Resources/Service Providers) Community Stakeholders will play a critical role in the program providing treatment, support, and access to resources for the VIS veterans. These stakeholders will provide a range of services that will augment and enhance what the Vet Center and VA can provide. In addition, these entities will also play a particularly important role for veterans Updated 11/10/2020

that are eligible to participate in VIS, but may not meet the eligibility criteria to receive traditional services at the VA or Vet Center. Below is a sampling of the strength and breath of services and types of programming available to VIS veterans through participating stakeholders. • • • • • • • • • • • • •

Deschutes County Circuit Courts – cooperation with criminal cases Local Law Enforcement – veteran identification Deschutes County Jail – data and veteran identification Central Oregon Veterans Outreach (COVO) – housing, case management, referrals Batterers Intervention – treatment programs Veterans Ranch – treatment programs VFW – support services Saving Grace – victims voice Deschutes County Behavioral Health Services – treatment services Drug Treatment Service Providers – treatment programs Deschutes County Veterans Services – access to services and referrals Central Oregon Veterans Council (COVC) – connections, veteran expertise and support services DHS child welfare – wrap around support services

6. Program Evolution VIS (2.0) is a new program. Although modeled after veterans treatment courts (VTC), it is not a VTC and will have unique challenges as the program is implemented. The goal and plan is for this program to be flexible. Open communication between partners and stakeholders will allow us to make the changes necessary to provide the best benefit to our veterans, while also ensuring that the program doesn’t become so cumbersome that it isn’t feasible to continue from an agency standpoint.

https://www.thenationalcouncil.org/topics/veterans/

https://onlinelibrary.wiley.com/doi/abs/10.1002/da.22161

Updated 11/10/2020

VIS Case Identification Does LE know the person is a Veteran?

LE Cites Offender

LE notes Vet status in Police Report

Yes

Case is begins VIS Review

Case is referred to VIS team

LE submits police report w/o veteran status listed

Case is assigned to DDA

Case is charged

PD learns client is a vet

PD contacts assigned DDA

VIS Review Case is reviewed by the VIS DDA for legal VIS eligibility. Includes Victims Advocate in review.

Case is marked as VIS potentially eligible.

Does the case appear legally eligible for VIS?

PD contacts Vet about VIS program

DDA refers case to PD

Yes

Case is sent back to originally assigned DDA

Case is sent back to the courts

Case receives final eligibility review by DDA and Track assignment.

Vet Center informs VIS DDA of veteran’s status

Does the Vet meet veteran & medially eligibility for VIS?

YES

Does the Vet sign the ROI for further VIS review?

YES

Go to VIS Track I

Track I

Is the Vet eligible for VIS?

Case is referred to Vet Center for Veteran and Medical eligibility review.

Is the Vet Track I or Track II?

YES

Go to VIS Track II

Track II

VIS TRACK I VIS TA invites vet to next VIS Inter-agency Mtg

Case marked as VIS Track I

Does the Vet attend first VIS Interagency Mtg?

YES

Does the Vet agree to all program requirements?

Case is sent back to the courts.

YES

Was the Vet eventually successful in Phase 1?

Vet remains in phase 1 to complete requirements.

Go to VIS Track II

Vet advances to Phase 2

YES

Is the Vet a candidate for Track II?

YES

Did the Vet complete Phase 1 requirements?

Vet advances to Phase 1

YES

Was the Vet eventually successful in Phase 2?

Vet remains in phase 2 to complete requirements.

YES

Was the Vet eventually successful in Phase 3?

Yes

Did the Vet complete Phase 2 requirements?

Vet remains in phase 3 to complete requirements.

Vet advances to Phase 3

Yes

Did the Vet complete Phase 3 requirements?

Vet Gradates Yes

VIS TRACK II Case marked as VIS Track II

VIS TA invites Vet to next VIS Inter-agency Mtg

Does the Vet attend first VIS Interagency Mtg?

YES

Does the Vet agree to all program requirements?

Did the Vet complete Phase 1 requirements?

Vet advances to Phase 2

YES

NO YES

Case is sent back to the courts

Vet remains in phase 1 to complete requirements.

Was the Vet eventually successful in Phase 1?

YES

Vet advances to Phase 4

YES

Was the Vet eventually successful in Phase 3?

Did the Vet complete Phase 4 requirements? NO

YES

Was the Vet eventually successful in Phase 2?

Vet remains in phase 2 to complete requirements.

Yes Vet remains in phase 3 to complete requirements.

Vet remains in phase 4 to complete requirements.

Was the Vet eventually successful in Phase 4?

YES

Vet Gradates

Did the Vet complete Phase 2 requirements?

YES

Vet advances to Phase 3 NO

Vet advances to Phase 2

Did the Vet complete Phase 3 requirements?

DESCHUTES COUNTY STABILIZATION CENTER

Holly Harris, M.Ed., LPC Program Manager

GOALS: To reduce the number of individuals with Serious Mental Illness who end up in the criminal justice system. To reduce the number of individuals going to the Emergency Department for mental health crisis. To help people experiencing a mental health crisis stabilize in their community and become connected to resources so they engage in mental health treatment to regain a better quality of life. To provide a place for Law Enforcement to quickly bring someone in a mental health crisis so LE can get back to their duties.

TIMELINE June

July – August

September

October

Soft Opening Monday – Friday 7am to 5pm

Expanded hours to 9pm Monday - Friday

Expanded hours to include weekends

Expanded hours to 24/7

SERVICES • Crisis Walk-in • Case Management • Peer Support • Psychiatric Nurse Practitioner

23-HOUR RESPITE A voluntary 5 recliner short-term respite unit for adults experiencing a mental health crisis. Provides a quiet and peaceful environment for individuals to stabilize and get connected to appropriate community resources.

DATA Progress Report Review

STABILIZATION CENTER Progress Report OPENED JUNE 1 2020 24/7 OPERATIONS BEGAN 10/19/2020

DEMOGRAPHICS Child 10%

54% are Male 45% are Female 1% Other/Did Not Disclose

Adult 90%

100

92% 2% Other 2% Sisters

5% LaPine

16% Redmond

62% Bend 25

4% 0

Deschutes

28%

Crook

1% Jefferson

3% Other

of DCSC clients experience homelessness

STATISTICS The Stabilization Center averages

8.7

visits per day

2,453 individuals since opening

1,290 The number of crisis evaluations

20% of clients have utilized respite.

Reductions and Cost Savings

4.7 is the average number of minutes Law Enforcement spends at DCSC per drop off

258 Brought in by Law Enforcement

27% Have a psychotic disorder

8% reduction in Emergency Department (ED) visits from Law Enforcement to St. Charles Medical Center since opening. DCSC averages 30 ED diversions/month. Saving approx. $431,280-$815,040 per year.

20% of people served self-reported they would have gone to the ED if not for the Stabilization Center. 32% reported they didn't know where they would go. 2% reported they would have taken their life.

24/7 STATISTICS 10/19/2020 - 4/19/2021

881

Crisis evaluations since being open 24/7.

When are clients arriving to DCSC? 10%

7AM-2:59PM

47%

3PM-11:59PM

12AM-6:55AM

THE AVERAGE LENGTH OF STAY IN RESPITE IS 9 1/2 HOURS.

43%

LEGISLATIVE AFFAIRS Jennifer Donovan, Director The 2021 Legislative Session is just three and a half weeks from Constitutional Sine Die on June 27, 2021. Friday, May 28th was the last day for bills to be voted out of policy committees. This means that bills that were not moved to the chamber floor cannot become law this session. The exceptions to this are bills that are in Rules, Revenue, Ways & Means, or a joint committee. We are fortunate in that all of ODVA’s proposed bills this session are currently in Ways and Means or, in the case of HB 2140 – our technical fix to the Oregon Veteran Loan Program, signed by the Governor. ODVA began this session closely tracking approximately forty bills narrowly related to veterans’ issues. That pool of bills was reduced to fifteen after the first chamber deadline. Most of those fifteen bills made their way through committees or into Ways and Means for budget implication consideration. The bills we have seen pass range from providing families of POW/MIA service members with a path to requesting a roadside memorial honoring their loved one (HB 2700), to the Oregon Housing Authority requesting permission to create a definition of veteran in housing programs by rule instead of referring to state statute (HB 2094), and an initiative to waive the fee for medical marijuana cards for veterans with a 50% disability rating (SB 307). As you are aware, ODVA introduced three bills this session: HB 2139, HB 2140 and HB 2141. As mentioned above, HB 2140 has passed through the legislature and has been signed by the Governor. HB 2139, which would codify our Rural Veterans’ Healthcare Transportation grant program, has a funding component in our Governor’s Recommended Budget and will be considered alongside our final budget in Ways and Means. HB 2141, which would have extended the sunset on the Veterans’ Emergency Bridge Grant program from January 2, 2022, to January 2, 2024, was amended by the House Veterans’ and Emergency Management committee (now HB 2141A) to remove the sunset of the program. With this amendment the bill is no longer considered a Governor’s bill – agency bills are technically brought by the Governor. This change in the authority changes ODVA’s position to neutral. As we enter the home stretch of session, all eyes are focused on the Joint Committee on Ways & Means. It is the function of this joint committee to construct the state budget. All state agency budgets move through the Joint Committee on Ways & Means, and one of its subcommittees. Most veteran related bills go through the Transportation and Economic Development Joint Sub-Committee on Ways & Means, including the Oregon Department of Veterans’ Affairs budget. ODVA provided this joint sub-committee with a presentation on our budget on February 8th and 9th, 2021, and has continued to engage with the committee cochairs throughout the session to ensure our priorities are clear. The release of the state Revenue Forecast on May 19, 2021, brought mostly good, and very surprising news of a much sunnier General Fund revenue forecast. The Veterans’ Services Fund (Measure 96 Lottery Fund)

LEGISLATIVE AFFAIRS Jennifer Donovan, Director forecast saw a small uptick, which would allow for current funding levels to be maintained and reserves in the account to be retained. By the time this report is produced again, ODVA will have a final budget and a scope of work for the coming biennium. Unprecedented and historic, this session has required much flexibility, a high learning curve, and a vast amount of ingenuity, and I am very proud to have applied my best of each in my first long session as ODVA’s legislative director.

Aging Veterans Services Division Ana Potter, Director Protecting Vulnerable Veterans – Conservatorship and Outreach Programs The Conservatorship Program is ODVA’s second oldest program and was created in 1964. Since that date more than 55 years ago, ODVA has continuously served veterans, their dependents, and survivors with all their financial management needs. Since the inception of the conservatorship program, ODVA has been appointed by the court to serve as the conservator for 1,687 veterans and their dependents. Some veterans have been served by the program almost their entire adult lives with the most tenured veteran having been served by the program since 1969 at the age of 22. The Conservatorship program currently has an active caseload of approximately 130 cases and manages 40 real properties and approximately $30 million in assets being handled by 3 trust officers and two assistants. Both the trust officers and their assistants are certified National Guardians through the Center for Guardianship for Certification. The role of conservator involves having extensive knowledge of and participation in our client’s lives. As conservator we manage all financial aspects of the veteran’s life. This includes setting up their budget, paying all bills, managing real property (including the purchase/sale real property), managing all assets, assisting our clients with housing needs, addressing billing issues for medical, arrange vacations, etc. In addition, occasionally ODVA is required to set up either an income cap trust or a special needs trust, through the court, in order for our clients to qualify for a public assistance program. The work this program does protects the most vulnerable population of veterans in the state. ODVA is often the most constant presence in these veterans’ lives, and the first one they call when a need arises. One example of this is the case of Joe Smith (not the veteran’s real name). In November 2020, the ODVA was appointed Conservator for Mr. Smith. This case was referred to the ODVA by Adult Protective Services. Mr. Smith was extremely vulnerable and had let people “squat” in his home and garage. All his money had been taken by the “squatters.” The police had responded to numerous calls regarding this veteran’s residence. His home was uninhabitable due to spoiled food, feces, and garbage. The home was uninsured and the utilities were behind in payment, some having already been shut off. Adult Protective Services sent out home health to visit Mr. Smith and found him soaked in his urine, covered in flies and unable to care for himself. A Petition for the appointment of a guardian and conservator was filed with the court. In the Order appointing a conservator, the

Aging Veterans Services Division Ana Potter, Director Court also ordered the eviction of the “squatters” from the veteran’s home. After being appointed as conservator for Mr. Smith, we learned he was also the victim in a criminal case involving fraud. We informed the District Attorney’s office of our involvement. The Trust Officer immediately began working with the guardian to discuss the appropriate care facility for the veteran. Finding placement was made more difficult due to COVID 19. The Trust Officer made contacts with family members and state and federal agencies. During this time, the veteran was transported to the hospital. Due to the veteran not being able to care for himself and the living conditions in his home, the veteran was discharged from the hospital to a memory care facility. The squatters were evicted from the home. However, after Mr. Smith left his residence, the squatters continued to break into the home. Numerous contacts with the police were made to request a drive-by to monitor the home. As conservator, the Trust Officer worked with the utilities companies to bring the utilities to the home up to date. The Property Manager for ODVA took over securing the veteran’s home upon appointment and arranged for and met with a contractor to assess the property. The Property Manager also spent considerable time securing personal and family items for the veteran and had the home cleaned out. After the clean out, a restoration cleaner was hired due to bio-hazards in the home. Even though the home was cleaned out and was technically livable, it was still in serious need of repairs. In February 2021, the conservator found a buyer to purchase the property “as is” and was able to negotiate a sales price that was within the initial estimate given by the realtor. Additionally, Mr. Smith was not receiving Social Security benefits or Medicare benefits because he had not applied for them. The Trust Officer worked with Social Security to get monthly benefits started as well as Medicare benefits and was also able to get a retroactive payment for Mr. Smith from Social Security. This was a difficult case, especially due to finding proper placement during COVID. Within two months from the date of our appointment, the veteran was in a safe environment being cared for and within four months of our appointment as conservator, Mr. Smith’s home was sold and funds placed in ODVA’s care as conservator for ongoing care needs. When ODVA is appointed as conservator for a veteran, Lacey C., as the Aging Veteran[FK1] Outreach Specialist also reviews their file for potential new claims. The Aging Veteran Outreach Specialist is a newer position within ODVA and was established to help coordinate services for aging veterans, ensure the highest quality of representation for claims, collaborate with other agencies regarding outreach efforts to aging veterans and review conservatorship case files for potential benefit claims.

Aging Veterans Services Division Ana Potter, Director

Lacey has been working with AVS Conservatorship staff to review all clients currently being represented by this unit. Since starting with ODVA, she has provided in-depth file review for potential claims and special benefits for those served in the ODVA Conservatorship Program as well as advocacy and claims assistance to the ODVA Veteran Volunteer Program, Program Directors of the OVHs, County and Tribal Veteran Service Officers, community partners and more. She has filed over 85 claims, including appeals. In April of 2020, Lacey filed a claim on behalf of a veteran served by our Conservatorship Program for an increase in service-connected disability compensation. She also pointed out an error made by the VA in 1970. Prior to filing this claim, the veteran received $4,852.09 in monthly compensation from VA. As a result of this claim being filed, the VA awarded a higher rating of Special Monthly Compensation and also recognized the error they had made dating back to 1970. In December 2020 the veteran was granted this benefit which resulted in his compensation payment increasing to $9,004.64 monthly. The veteran also received a retroactive payment of almost $70,000 for benefits due to the VA’s error . In addition to her claims work, Lacey continues to be a key member of the AVS team in other ways. She has graciously offered to help cover the Lebanon Veterans’ Home during the recruitment for the Program Director position which is currently vacant. Lacey is also part of the AVS team that worked on the first ever education session video which shared valuable information about the Federal VA Family Caregiver Program. Lacey is piloting a referral program between the Aging and Disability Resource Connection Program of Northwest Senior and Disability Services and County and Tribal Veteran Service Officers, to help veterans get connected to the appropriate agency for services.

FINANCIAL SERVICES DIVISION

Aaron Hunter, Chief Financial Officer

Finance and Accounting: Budget The Oregon Department of Veterans’ Affairs (ODVA) presented the 2021-23 Governor’s Budget to the Joint Committee on Ways and Means Subcommittee on Transportation and Economic Development on February 8, 2021. Since that time, ODVA’s budget has been “on-the-shelf” as the Legislature waits for the State Economic Forecast that is scheduled to be released on May 19, 2021. The projected levels of revenue for the State’s general fund and lottery fund could have a significant impact on funding levels of certain programs within ODVA’s budget. ODVA’s 2021-23 Legislatively Adopted Budget is anticipated to be finalized in June 2021. Payroll Transition Effective April 1, 2021, ODVA transitioned payroll servicing to the Department of Administrative Services (DAS) Shared Payroll Services. While ODVA’s Payroll Coordinator had been very successful in processing payroll and working with employees, the payroll duties were in addition to her previously assigned duties. As payroll laws and rules became more complex, and an upcoming migration to a new statewide payroll system, the decision was made to transition payroll services to DAS. The benefits of the transition for ODVA include access to a team of professionals that are dedicated solely to payroll. Facilities: The ODVA Facilities team has applied on behalf of both Veterans’ Homes for two grants with the USDVA State Home Construction Program. Monies were made available from CARES Act funding and may only be used for the prevention, preparation, or response to the coronavirus. Identified projects at the Veterans’ Homes include redesign of HVAC ductwork in certain areas, installation of bipolar ionization units in air handlers, purchase of HEPA filter air scrubbers, additional clothes washer and dryers for neighborhoods and housekeeping, replacement bather tubs for residents, and replacement of drinking fountains with touchless water bottle fillers. The total amount of the grant applications is $442,117 and would require no State matching funds. Home Loans: The past couple of months for ODVA have been a reversal from the servicing portfolio runoff and low loan production experienced during calendar year 2020. With an uptick in mortgage rates in the private sector, loan payoffs in ODVA’s portfolio slowed. Concurrently, ODVA’s rates have become more favorable in the marketplace, resulting in nearly $12 million in the loan origination pipeline. For the past quarter, ODVA was able to assist 12 Oregon veterans finance the purchase of their new home. Additionally, 124 Veteran Eligibility letters were issued, which is generally the first step veterans take to determine eligibility for an ODVA home loan. Lastly, ODVA continues to experience very few loan delinquencies, with less than 1% of the portfolio being 30 or more days delinquent.

COMMUNICATIONS AND INFORMATION SERVICES Nicole Hoeft, Director Communications Statewide Virtual Memorial Day 2021: As the state continues efforts to mitigate the community spread of COVID-19, ODVA hosted a virtual Memorial Day Celebration with participation from Gov. Kate Brown, Oregon’s Congressional delegation, state legislators, and other special guests on May 31. The event can be viewed on ODVA’s Facebook and YouTube pages.

Information Services M365 Email Migration: The agency has begun a 14-week project in coordination with Enterprise Information Services to migrate ODVA’s email services to Microsoft 365. As part of a statewide Enterprise IT project to align with the Governor’s technology modernization initiative, the agency will migrate on June 25. This initiative will improve agency project coordination and workflows, and better support remote work and increase efficiencies in virtual work spaces. Cyber Security Assessment: As part of an on-going statewide initiative to modernize the state’s technology, the agency is participating in a Cyber Security Assessment by the states Cyber Security Services Division under Enterprise Information Services. This engagement will assess our agency’s technology securities and practices in place to protect information. Following the engagement, ODVA will continue to work in partnership with CSS to implement any best practices and technology needed to continue to improve the overall security of the State of Oregon’s technology. Modernization Projects: IS continues to provide project management coordination and business solution work to support modernization efforts to the Home Loans origination system and the Conservatorship application.

Records and Information Management Services Records and Information Services continues to support the agency’s records functions and mandates including the management of more than 100,000 military service discharge records for Oregon veterans. Requests for records can be made online or by calling ODVA.

STATEWIDE VETERAN SERVICES Sheronne Blasi, Director

SVS PROGRAMS Incarcerated Veterans Program: Since July 2020, the Incarcerated Veterans team has had limited access to veterans housed within Oregon Department of Corrections (ODOC) facilities. Face-to-face access with veterans is dependent upon current COVID-19 restriction levels. In consideration of this barrier, ODOC staff have assisted program coordinators, by collecting veteran’s written questionnaires, which allow ongoing evaluation of benefit eligibility and determination of the services needed by veterans in custody. ODOC staff have also begun facilitating telephone meetings with veterans, which allows program coordinators to provide services even during the most severe restrictions. This extended ability to communicate with veterans has allowed the program coordinators to expand services to more veterans, including working more cases for veterans with complex issues being considered by the USDVA. ODVA recently developed and distributed the Incarcerated Veteran Resource Guide, which is a pocket-sized resource of information on basic veteran benefits, and the impact of incarceration on those benefits. The guide also includes information on valuable assistance to veterans during incarceration, as well as information on resources to aid in transition back to their communities. The resource guide includes the contact information for all County and Tribal Veteran Service Offices, VA Medical Centers and Vet Centers, and key ODVA and USDVA program coordinators. ODVA also published business cards with a list of the USDVA phone numbers, for which ODOC provides free access from within its facilities. Included in this list of key phone numbers is the Veteran Crisis Line, which allows any adult in custody to call the lifelines for free and confidential support. ODOC has also agreed to not record calls to these Lifelines. Success story: A County VSO and community peer advocate contacted ODVA to help an incarcerated veteran with a significant overpayment issue. After corresponding with the veteran several times in writing and by phone, many calls the Debt Management Center, and reviewing USDVA documents, it was determined the overpayment issue was due to several errors made on the veteran’s payment record. Due to the complexity of the errors, it’s extremely unlikely the veteran would have been able to resolve the issues without some assistance from a trained veteran advocate. The incarcerated veteran coordinators submitted a request for a thorough audit that included a 4-year breakdown of the numerous issues on the veteran’s payment record. The results of the audit are still pending, but the combined work of several advocates has relieved a great deal of anxiety for the veteran, allowing him to focus his efforts on other things critical to his re-entry success when he is released later this summer.

STATEWIDE VETERAN SERVICES Sheronne Blasi, Director

SVS Portland Claims and Appeals: The SVS Portland Claims and Appeals team processed 7,927 claims documents to the federal Veterans’ Affairs (USDVA), that were submitted to us by County and Tribal Veteran Service Officers during Quarter 3. The team processed and inputted the return of $8,806,123 in retroactive money throughout the state to veterans and their families for the quarter. These claims also resulted in an additional $1,332,092.86 dollars per month being paid to the veterans and families within the state. The ODVA SVS Portland office is also responsible for conducting hearings for veterans and eligible claimants against the Board of Veterans Appeals (BVA). During this quarter, the Portland SVS team conducted 143 BVA hearings. These hearings were all conducted safely and remotely via a USDVA program known as the Virtual Tele-Hearing (VTH). The VTH is similar to a Zoom meeting but utilizes the USDVA’s secure hearing system. The VTH model has shown a 15% increase in attendance by Oregon veterans over the previous in-person model. During this quarter, SVS Portland worked aggressively to fill the hearings slots allocated to Oregon from the BVA. Working with the County and Tribal Veteran Service Officers, the Portland team submitted 400 names in January to the BVA for VTH hearings. This will allow the BVA to have enough names to fill the Portland Regional Office dockets until the end of the VA’s fiscal year and beyond into Fiscal year 2022. All of these efforts have led to a result of lowering the backlog of hearings for claimants having to wait for their hearing from 48-60 months to 2436 months. Success Story: A Douglas County veteran originally filed a claim in 2011 for service connection for various conditions based on Agent Orange exposure in Thailand during the Vietnam war. The claim had been denied multiple times through the years, and the veteran was very frustrated with the USDVA for not acknowledging the same type of presumptive service connection disabilities for veterans, based on Thailand service as in Vietnam. A Portland ODVA Veterans Service Officer (VSO) worked with the Douglas County VSO to find, and pull together maps of the base the veteran served on during deployment. The two also worked with the veteran to also obtain statements from other veterans he served with, regarding the Agent Orange defoliant that was around the base. ODVA also obtained photographs of flooding that took place on the base just prior to the veteran being stationed in there. The ODVA VSO than argued that based up on the flooding, barrels of the Agent Orange defoliant would have moved throughout the base, and affected all those stationed there. Between this new information, the testimony, and the argument presented, the VBA judge ruled in favor of the veteran by conceding exposure to the defoliant, and awarded the veteran, 2

STATEWIDE VETERAN SERVICES Sheronne Blasi, Director

service connection for prostate cancer with residuals. The veteran was extremely happy with the results, and felt he was finally awarded appropriately, validating benefits. The result of this ruling was a retroactive payment of $143,124 and 100% service connection going forward. SVS Grants (Veteran Services Grants & Campus Resource Center Grants): Grantees for both grants have reported that COVID has been the biggest hinderance in moving their respective work forward, as quickly as was intended. However, grantees have until December 31, 2021 to expend, or create purchase orders for funds. Campus Veteran Resource Center Grants The COVID pandemic has challenged the individual schools to find new methods to reach student veterans, and provide the assistance needed to succeed in college and then transition to the workforce and community. Some of the methods employed include communication plans that use success specialists, outreach coordinators, and multiple online platforms. Programs, with an added focus on building resilience, provide support to the student veteran, while providing training to faculty and staff to better understand the veteran students’ unique learning and mental health needs. Updated webpage platforms and use of social media work, together act as a landing space for student veterans, increase student involvement, along with providing easy access to information and connection with other veteran students. Grants have provided resources such as tutoring, food pantry, and peer support, along with promoting student veteran mental health. Five of the 14 colleges have a new and/or interim Student Veteran Coordinator, who must hit the ground running getting to know the school’s current program(s), develop relationships with students (in a COVID environment), and work to set-up programs that will meet the needs of the veteran students. Coordinators also work closely with ODVA’s Campus Veteran Coordinator. Veteran Services Grants As with other grant, these grant recipients have needed to be more innovative during COVID. Additionally, the grant organizations have either equity work identified specifically for this grant work or there is equity “baked” into the organization’s core values. This includes how the work will serve veterans of color, LGBTQ, women, disabled, and homeless veterans. Some organizations are using a DEI (Diversity, Equity and Inclusion) lens for new board members, finding transportation options to reduce barriers in order to provide service, using multiple languages (including ASL) in communications, providing fulfilling experience for disabled veterans as well as those suffering with emotional debilitation (e.g. PTSD, MST, homelessness), and working collaboratively with other organizations, agencies, to provide continuum of care. This meaningful work is measured via tracking logs, tallies of number of veterans served, the number of hours worked with specific clients, or the number (amount) of resources provided to veterans and families, and feedback and thankyous from the veterans.

STATEWIDE VETERAN SERVICES Sheronne Blasi, Director

We also have two Tribes that were awarded grants this round. One TVSO is focusing on connecting with all of the known veterans, to introduce them to the Tribal Veterans Service Office. The other is providing transportation and additional outreach to tribal veterans.