2020-66-Minutes for Meeting January 30,2020 Recorded 2/24/2020w
OARD OF
st ,- COMMISSIONERS
1300 NW Wall Street, Bend, Oregon
(541 ) 388-6570
Recorded in Deschutes County CJ2020-66
Nancy Blankenship, County Clerk
Commissioners' Journai 02/24/2020 11:00:26 AM
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" 2020-66
FOR RECORDING STAMP ONLY
On Thursday, January 30, 2020 at 9:00 a.m. the Board of County Commissioners held their
2020 Planning Session in the Metolius Room at Deschutes County 9-1-1, 20355 Poe Sholes
Drive, Bend.
Present were Commissioners Patti Adair, Anthony DeBone, and Philip G. Henderson. Also
present were Communications Director Whitney Hale, Administrative Analyst Laura
Skundrick, County Administrator Tom Anderson, Deputy County Administrator Erik Kropp,
Internal Auditor David Givans, and Board Executive Assistant Sharon Keith
CALL TO ORDER: Chair Adair called the session to order at 9:00 a.m.
AGENDA
1. Introduction / Review of Agenda and Retreat Objectives:
Ms. Hale presented the overiew of today's agenda. Items of discussion today
were reviewed. A site visit to the proposed Veteran's Village near the public
safety campus will be added to the agenda this afternoon. Conversation
held on veteran's housing needs in Central Oregon. Planning for funding
sources for operating the veteran's villages should be reviewed by the
organizations prior to their development considerations. County
BOCC PLANNING SESSION JANUARY 30, 2020 PAGE 1 OF 12
Administrator Anderson shared a draft memorandum of understanding and
items for potential inclusion for the proposed veteran's village. The Board
would be interested in touring the Clackamas County veteran's village.
Commissioner Adair spoke on a proposed veteran's housing project in
Redmond. County Administrator Anderson suggested a veteran's housing
project conversation be included at the next joint meeting with the City of
Redmond. Commissioner DeBone recommended a housing survey with
veterans and he will present the suggestion at the next Central Oregon
Veteran's Outreach meeting. Erik Tobiason of the Bend Heroes Foundation
will be invited to participate in the veterans housing discussion at 4:30 p.m.
today.
2. Commissioner Priorities and Updates on Committee Work:
Commissioner Adair presented the list of Commissioners appointments and
affiliations and asked each Commissioner to report on the committees they
are involved with.
Commissioner DeBone commented on his involvement with the Bend
Metropolitan Planning Organization which includes the City of Bend,
Deschutes County and Oregon Department of Transportation. The Central
Oregon Regional Solutions Advisory Committee reviews the priorities of
Central Oregon. Commissioner Henderson expressed interest to attend a
future meeting. The Central Oregon Visitor's Association brands and
advertises for tourist opportunities in Central Oregon. Commissioner
DeBone recommended an additional conversation with COVA regarding the
intention of promoting tourism and the impacts of tourism give the ever
increasing transient room tax collections in the County. In that context,
County Administrator Anderson offered consideration of lowering the tax
rate and reduce the funding for tourism marketing to decrease negative
effects of tourism to Central Oregon. Deschutes County Historical Society is
focused on Bend and the County owns the building. The Investment
Advisory Committee involves outside wealth management reviewing the
investment portfolio. Public Safety Coordinating Council meets monthly
regarding public safety. East Cascade Works reviews federal funding for
employment reinvestment. Oregon Cybersecurity Advisory Council doesn't
hold regular meetings. Project Wildfire meets monthly and has community
BOCC PLANNING SESSION JANUARY 30, 2020 PAGE 2 OF 12
involvement. State Interoperability Executive Council is implementing new
frequencies for public safety.
Commissioner Henderson reported the Central Oregon Cohesive Strategy
Steering Committee does not hold regular meetings and hasn't progressed
and feels the group should be more involved with the other fire related
committees. The Deschutes Collaborative Forest Project is very active with
restoration projects and hopes for projects where the forest pays for itself.
Commissioner Henderson also is involved with the Economic Development
Committees in La Pine, Sunriver and Redmond, Redmond Airport
Commission, the Central Oregon Area Commission on Transportation and
Central Oregon Intergovernmental Council (COIC). Commissioner Henderson
commented on Housing for All a division with Central Oregon
I ntergoven mental Council.
Commissioner Adair reported she was informed of the need and invitation
for a Commissioner to sit on the Deschutes Basin Water Collaborative
through COIC. Commissioner Henderson in interested in this appointment.
County Administrator Anderson said that the Deschutes Basin Conversency
had also asked if the BOCC would be interested in a presentation which the
Board supported.
Commissioner Henderson would like to be more involved in committees
focusing on transportation.
BREAK: At the time of 10:20 a.m. the Board took a recess and reconvened at
10:30 a.m.
Commissioner Adair reported on the Central Oregon Area Commission on
Transportation and would offer this appointment to Commissioners DeBone
or Henderson due to other commitments on the regular meeting days of
COACT. Commissioner Henderson will take this appointment. She is also on
the Central Oregon Intergovernmental Council and Deschutes County Audit
Committee. Commissioner Adair requested to continue her appointment
and participation on the Central Oregon Health Council and the Deschutes
County Behavioral Health Advisory Committee. She is also serves on the
Economic Development Advisory Committee - Sisters, Economic
Development for Central Oregon, the Hosptial Facility Authority Board, the
BOCC PLANNING SESSION JANUARY 30, 2020 PAGE 3 OF 12
Sisters Vision Implementation Team and the Sisters Park and Recreation
District Budget Committee.
Commissioner Henderson expressed interest in attending the Deschutes
County Public Health Advisory Committee.
Commissioner DeBone commented he would attend the Economic
Development Committee in La Pine/Sunriver if Commissioner Henderson is
unable due to other commitments.
3. Review of Anticipated Department Challenges and Opportunities
Proposed discussion items for the afternoon sessions included:
• Natural Resources/Wildfire Prevention regarding fire free dates and
fire protection for areas outside a fire protection district,
• Behavioral Health regarding the stabilization center,
• Planning for the future regarding a new landfill and courthouse
The Board would support individual conversations regarding the future of
the landfill. The Board would support adding fire free dates but doesn't
necessitate a conversation during this session but would recommend a
discussion on a work session.
Commissioner Henderson would like a conversation today about the project
goals of Fair and Expo.
The Board supports a conversation today with the County Forester about
forest committees and fire protection outside of forest protection districts on
unprotective lands.
County Administrator Anderson mentioned the tentative joint meeting with
the City of Redmond that is penciled in for February 11. The Board
recommended postponing until May.
Commissioner Henderson would also like to have the Road Department
Director report on transportation funding this afternoon.
BOCC PLANNING SESSION JANUARY 30, 2020 PAGE 4 OF 12
Commissioner DeBone would like futher conversations on the Overturf
Tower site and on public safety training opportunities.
The Board also requests a conversation with the County Assessor regarding
new technology to increase efficiencies and property tax. Also,
recommended is a conversation with the IT Director about cybersecurity.
Discussion held on the new stabilization center and hours of service. The
conversation this afternoon with staff will involve estimated costs for the
varying hours of service.
4. Discussion: Goals and Objectives
County Administrator Anderson presented the proposed 2020 Goals and
Objectives for consideration. Language revisions were recommended.
Commissioner Henderson would like a future discussion regarding the
services provided at Community Juvenile Justice. County Administrator
Anderson inquired if the Board would like to revisit touring the County
departments. The Board expressed support. Commissioner DeBone
suggested possibly scheduling the department presentations during a BOCC
meeting at either the department or as a part of the meeting agenda which
will be a better option considering availability with the BOCC meeting
calendars.
The Board will attend the AOC day in Salem on February 10. Commissioner
Adair will be meeting with the Chief Justice at 10:30 a.m. regarding the need
for Deschutes County to have additional circuit courtjudges. Commissioner
DeBone inquired on the County's position on the carbon bill and
Commissioners DeBone and Adair will contact other counties for support of
a vote on the bill.
Commissioner Henderson commented on the need to review legislative
priorities prior to the next agenda item. The identified bill report was
distributed for review as compiled by the County's lobbyist PAC/West. A list
of contacts from the House and Senate Committee was also distributed.
BOCC PLANNING SESSION JANUARY 30, 2020 PAGE 5 OF 12
BREAK: At the time of 12:10 p.m. the Board took a recess and several
attendees conducted a site tour of the proposed veteran's village and
reconvened at 12:29 p.m.
5. Legislative Priorities
Phil Scheuers of PAC/West was present via conference phone to review the
bill list for the 2020 Legislative Session. The list of bills was reviewed and
prioritized. Commissioner Henderson requested a break down and
summary status of the bills.
The kick-off for 2020 legislative conference call is scheduled for Tuesday,
February 4. The calls will be held on Tuesday mornings during the legislative
session from February 4 through March 3 at 7:30 a.m. and the legislators will
be attending via conference call. Ms. Hale reported on the process of the
new Bill Tracker system from PAC West.
BREAK: At the time of 1:41 p.m. the Board took a recess to conduct a site
tour of the proposed veteran's village and reconvened at 2:00 p.m.
6. Department Specific Discussions on Anticipated Projects, Priorities, or
Challenges
Natural Resources/Wildfire Prevention: County Forester Ed Keith was
present and provided a map on fire protection in Deschutes County.
Commissioner Adair inquired how to protect properties in the County that
are not covered under fire districts. Mr. Keith spoke on areas not covered
with fire protection and commented that expanding coverage areas would be
tough for response time for the fire districts. Oregon Department of
Forestry's protection district as well as rangeland protection districts covers
BOCC PLANNING SESSION JANUARY 30, 2020 PAGE 6 OF 12
portions of the County. Landowners have the possibility of contracting with
fire protection districts if their property is outside of the coverage area.
Mr. Keith presented copies of proposed Senate Bill 1536. An introduction of
the bill is scheduled in Salem on Monday, February 3. If SB 1536 passes,
legislation would require lands have to meet a baseline level of fire
protection which will cause an increased need of County staff to cover that
state requirement.
Commissioner Henderson inquired on the Central Oregon Cohesive
Strategies and doesn't see how this fits in with the other fire related
committees. Commissioner Henderson recommends appointing Ed Keith to
the committee to represent Deschutes County. Commissioner Henderson
posed the question of how Deschutes County benefits for the Central Oregor
Cohesive Strategy Coordinator to spend a great deal of time traveling to
conferences, both in and out of state. Conference attendance is
approximately 10% of her time. Regarding other fire related committees, Mr.
Keith noted Project Wildfire works with the community to reduce fire risk and
Deschutes Collaborative Forest Project works on a federal level. Mr. Keith
stated honestly he doesn't have the historical understanding of what the
makeup or purpose of formation was for the Central Oregon Cohesive
Strategy and is unclear on the collective goal of the group. Mr. Keith's only
involvment is to review expenses due to Deschutes County acting as the
contract holder. Commissioner DeBone suggested a Work Session
discussion to review the Central Oregon Cohesive Strategy work plan.
Commissioner Henderson was under the assumption the coordinator was
going to focus on securing grants.
Commissioner Adair stated the Board supports additional fire free events.
The cost to add two more days for the Solid Waste department is $28,000.
Fair & Expo: Fair and Expo Director Geoff Hinds was present to report on
the proposed expansion and challenges for the department. Commissioner
Henderson expressed his priority for fair and expo is to include
transportation and traffic improvements, ensure our facilities are top notch,
and then talk about a convention business. Commissioner Henderson has
not seen any plans for traffic improvement to prepare for this year's fair.
BOCC PLANNING SESSION JANUARY 30, 2020 PAGE 7 OF 12
Commissioner Henderson feels the traffic improvement is priority well
before proposing a new convention center.
Commissioner Adair stated the grounds and buildings also need
improvement for a clean, fresh, and sharp appearance.
Mr. Hinds stated the traffic improvements is a number one priority and will
work on a plan. Commissioner Henderson inquired how many traffic
planning meetings have been held with the community or with the Fair
Board since Mr. Hinds was hired. County Administrator Anderson stated
there haven't been any community meetings scheduled as of yet.
Commissioner DeBone inquired if there was a way to change traffic patterns
even just for the days of the fair, with traffic lights and skilled traffic
personnel. Commissioner Henderson stated the meetings need to be
scheduled.
Improvements also need to be done on the buildings for carpets and
painting. County Administrator Anderson stated an evaluation for
maintenance has been done and a contractor has been selected. BLRB
Architecture has been hired to conduct an improvement analysis at a price of
$51,000. County Administrator Anderson stated there is on -going
maintenance at Fair & Expo provided by in-house staff. Commissioner Adair
inquired on why painting the arena has never been addressed. Mr. Hinds
stated the staff prepare for maintenance before the fair and work on a
priority basis keeping weather in mind. County Administrator Anderson
stated there is an operations manager that oversees the day to day
maintenance. Mr. Hinds stated a building and grounds committee will
review the maintenance needs that need to be addressed. Commissioner
DeBone also supports funding for maintenance to bring the facility and
grounds to an improved state.
Commissioner Henderson requests a list of the meetings and agendas that
are going to be scheduled to address the traffic improvements.
Commissioner Henderson inquired on the last finance update showing the
budgeted revenue for Fair and Expo. Commissioner Adair noted the
sponsorship income was also down. Mr. Hinds reported significant events
that were budgeted did not schedule for this past summer and there was
BOCC PLANNING SESSION JANUARY 30, 2020 PAGE 8 OF 12
one cancellation due to snow. Last year was the 100 year fair which required
more funding.
Commissioner Adair commented on a past event held at fair & expo and had
feedback from attendees that the reputation of the food at the fair has room
for improvement.
Transportation Funding: Road Department Director Chris Doty was
present and reported on evacuation plans in the County. Regarding the fair
traffic, he commented there will be a need for significant law enforcement
involvement that would follow the format of a mass disaster evacuation plan.
Mr. Doty commented on details of a traffic flow plan. Mr. Doty also reported
on a Sunriver evacuation plan.
Commissioner Henderson inquired on the transportation system plan (TSP).
Mr. Doty shared a draft request for proposals for engineering/transportation
planning consultant services. There will be community involvement and an
advisory committee to devise a plan for a 20-year project list. The current
TSP was adopted in 2012. Mr. Doty distributed the current 10-year plan and
stated the new capital improvement plan would set the future of projects.
Commissioner Henderson inquired how issues get factored into the TSP. Mr.
Doty stated the transportation analysis zone is reviewed for impact to the
system.
Assessor's Office and Property Tax: County Assessor Scot Langton
presented the new technology opportunities for appraisers to use in the
field. Mr. Langton commented on areas to find improvements with
efficiencies. The department is conducting a pilot. Yamhill County has
started using this process eight months ago. The equipment will be
interfaced with DIAL. Appraisers will have access to more information in the
field. The pilot will cost $12,000. Implementation costs will be presented at
the budget hearing.
Commissioner Henderson commented on a citizen providing testimony at a
BOCC meeting presenting a request and challenge on the need to tax people
on farm deferral. Mr. Langton is aware of the request and also added upon
investigating the issue of the citizen's suggestion it is not something
BOCC PLANNING SESSION JANUARY 30, 2020 PAGE 9 OF 12
government should enforce. The department already audits farm deferral
property according to state statute.
Stabilization Center: Health Services Director Dr. George Conway and Katie
Pineda presented an update on the stabilization center. According to the
project timeline, they are on time. Dr. Conway presented a budget summary
and reviewed the funding obtained to date. A request has been made to the
City of Bend for $80,000 funding. Dr. Conway reviewed the funding needs of
the project.
Commissioner DeBone inquired if there is value to not be open 24 hours.
The department created a graph showing psychiatric admissions by hour on
Friday, Saturday, and Sunday. Dr. Conway stated 24/7 allows extended
respite. People in crisis are agitated and the hope is to get them assessed
and calmed. Dr. Conway stated the department already does provides a
24/7 crisis team.
Commissioner Adair recommends planting lavendar around the facility.
Cybersecurity: Information Technology Director Joe Sadony reported on the
issue in Tillamook County's recent attack on their technology. With a
population in the county of approximately 25,000 they have a current IT staff
of two people. Mr. Sadony explained the process of the cyber attack. Mr.
Sadony stressed the need for a contingency plan. Cybersecurity is a risk
management effort and a newly developed committee can review best
practices to raise an awareness of cyber protection. Mr. Sadony reported
on Microsoft licensing and an upgrade will be an increased cost.
Veteran's Housing: Erik Tobiason of the Bend Heroes Foundation was
present to participate in the discussion of the proposed veteran's village.
Commissioner Henderson inquired on the plan for the on -going operation
costs. Mr. Tobiason stated plan A is to be similar to the budget of Clackamas
County with a line item in their general fund and also covering all of the
construction costs upon designating funding after declaring a state of
BOCC PLANNING SESSION JANUARY 30, 2020 PAGE 10 OF 12
emergency. Mr. Tobiason stated plan B was for Deschutes County to pay half
of the cost. The Bend Heroes Foundation is not equipped for fundraising.
Mr. Tobiason reported the annual operating cost is approximately $160,000.
At Clackamas, food is donated by the community. The Central Oregon
Veterans Outreach would manage the village.
Commissioner Henderson wonders if a non-profit should also be involved.
The Bend Heros Foundation has approached the City of Bend for
participation of CDBG funds. Commissioner DeBone inquired if the model
could be to get the veteran stabilized, sponsor them for a time frame, help
them get assistance to request military benefits assistance, and then with a
source of income could provide a dollar amount for the housing.
A non-profit in Kansas City has also developed a tiny home community with a
community services building on -site. Commissioner Adair feels there is a
great need but a development can be done without excess. She also stated
the development needs to be pleasing to the eye for the surrounding
properties.
Mr. Tobiason explained the vision of the development is there would be a
share of the expense with the County, City, and organizations and feels $1
million would be an estimate (approximately $160,000 operations and
approximately $840,000 for the land, site development, and building.) One
option is to also source local suppliers to assist with the building costs.
Mr. Tobiason is working with the City of Bend for the zoning process. There
are 13 cabins available for the property and two of them could be split in
two. Approximate cost per unit is $3,000.
County Administrator Anderson spoke of the draft memorandum of
understanding that was created based on discussion at the BOCC meeting of
Monday, January 27. Commissioner DeBone comments on community input
from property owners in the neighborhood. Commissioner Henderson
expressed the need to include the neighbors with discussions of the vision of
the development. County Administrator Anderson will contact City Manager
Eric King.
BOCC PLANNING SESSION JANUARY 30, 2020 PAGE 11 OF 12
T
Upon no further discussion, the session was adjourned at 5:30 p.m.
DATED this Jq_ Day ofFe," 2020 for the Deschutes County Board of
Commissioners.
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BOCC PLANNING SESSION JANUARY 30, 2020 PAGE 12 OF 12
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Deschutes County Board of Commissioners
1300 NW Wall St, Bend, OR 97703
(541) 388-6570 - www.deschutes.org
BOCC MEETING AGENDA
DESCHUTES COUNTY BOARD OF COMMISSIONERS
9:00 AM, THURSDAY, JANUARY 30, 2020
9-1-1 Metolius Room - 20355 Poe Sholes Drive - - Bend
This meeting is open to the public, and allows the Board to gather information and give direction to staff. Public
comment is not normally accepted. Written minutes are taken for the record
Pursuant to ORS 192.640, this agenda includes a list of the main topics that are anticipated to be considered or
discussed. This notice does not limit the Board's ability to address other topics.
Meetings are subject to cancellation without notice.
Item start times are estimated and subject to change without notice.
AGENDA
1. 2020 Agenda - Whitney Hale, Communications Director
Board of Commissioners BOCC Meeting Agenda Thursday, January 30, 2020 Page 1
of 1
To: Board of Commissioners
From: Whitney Hale, Administration
Date: January 28, 2020
Subject: Board of Commissioners' Retreat
Commissioners,
Attached please find meeting materials for tomorrow's retreat, including:
• Agenda
• Anticipated department challenges and opportunities for FY2021
• Draft list of discussion topics for afternoon (anticipated projects, priorities or challenges)
• Our current Goals & Objectives with department measures
As a reminder, this year's retreat is scheduled to begin a 9 a.m. and will be held at Deschutes 9-1-1 in
the Metolius (smaller) conference room.
The draft list of discussion topics for the afternoon includes suggestions from Commissioner Adair. If
you have other suggestions (or if any of the anticipated issues that departments have identified look like
they merit a conversation in the afternoon) please let us know.
Thank you!
r�
a. eA\i
BOARD OF COMMISSIONERS RETREAT
January 30, 2020
Metolius Room, Deschutes 9-1-
9 - 9:15 a.m.
Introduction / Review of Agenda and Retreat Objectives
9:15 -
10:15 a.m.
Commissioner Priorities and Updates on Committee Work
10:15
- 10:30 a.m.
Break
10:30
- 11:15 a.m.
Review of Anticipated Department Challenges and Opportunities
11:15
- 12:15 p.m.
Discussion: Goals & Objectives
12:15
- 1:45 p.m.
Working Lunch: Legislative Priorities (Phil Scheuers to call in)
1:45 -
2 p.m.
Break
2 - 5 p.m.
• Department -specific discussions on anticipated projects, priorities or challenges.
. Other items
COMMISSIONER
ADAIR
COMMISSIONER
DEBONE
COMMISSIONER
HENDERSON
Central Oregon Area
Bend Metropolitan
Central Oregon Cohesive
Commission on
Planning Organization
Strategy Steering
Transportation
(MPO)
Committee
Central Oregon
Central Oregon Regional
Deschutes Collaborative
Intergovernmental
Solutions Advisory
Forest Project
Council (COIC)
Committee
Economic Development
Central Oregon Health
Central Oregon Visitors'
Committee - La
Council
Association (COVA)
Pine/Sunriver
Deschutes County Audit
Deschutes County
Economic Development
Committee
Historical Society
Inc. - Redmond
Deschutes County
Deschutes County
Redmond Airport
Behavioral Health
Investment Advisory
Commission
Advisory Committee
Committee
Central Oregon Area
Economic Development
Deschutes County Local
Commission on
Advisory Committee -
Public Safety
Transportation and
Sisters
Coordinating Council
Central Oregon
Intergovernmental
Economic Development
East Cascades Works
Council (alternate)
for Central Oregon
(EDCO)
Oregon Cybersecurity
Local Public Safety
Advisory Council
Coordinating Council
Hospital Facility Authority
(alternate)
Board
Project Wildfire
Sisters Vision
State Interoperability
Implementation Team
Executive Council (SEIC)
Sisters Park and
Recreation District
- Budget Committee
DEPARTMENT ISSUES AND OPPORTUNITIES FOR FY2021
This document includes a high-level summary of the issues and opportunities submitted by departments. A
complete version of each department's submissions is attached for reference.
9-1-1
• Address the need for a more robust back-up radio system
• Continue to work with radio system users on needs (including in -building coverage) and system
enhancements that were recommended in the Trott Communications review
• Complete the scheduled radio hardware update in 2020
• Continue to work on a regional planning project that will include 9-1-1 training facilities and a
new back-up 9-1-1 center
ADMINISTRATION
• Work with the Board to support affordable housing options through availability of lands and
appropriate regulation
• Homelessness Issues - Sheltering, transitional housing
• Determine future needs for legislative advocacy
• Internal Audit Capacity
ASSESSOR'S OFFICE
• Implement new technology in the field to increase efficiencies
• Property Tax Reform
CLERK'S OFFICE
• Examine traffic control and alternate parking options during peak periods
• Staff expects a spike in passport applications due to the Real ID act. This increase will likely
necessitate extra help
• Communicate with voters that county and state elections offices are their trusted source for
voting and election information
• Continue collaborating with county, state and federal partners to enhance cyber and physical
security awareness, practices and protocols. Staff is considering a variety of options to enhance
physical security on the DSB campus
COMMUNITY DEVELOPMENT
• Land Use Regulations - Regional flexibility, advocacy
• Managing code enforcement case volumes and new types of cases (i.e. ADA claims)
• Central Oregon is currently experiencing a shortage of experienced commercial contractors
Lack of experience can lead to increased challenges with code compliance and inspection
sequencing. Building safety will provide increased educational opportunities
• Addressing potential septic system failures without replacement opportunities (i.e. Terrebonne)
• Addressing the impacts of the marijuana opt -out vote
• Support affordable, workforce and transitional housing through a variety of opportunities
COMMUNITY JUSTICE
• Maintaining quality of service and balancing inefficiencies while new facilities are constructed
• Collaborate with educational partners to build a culture of restorative justice in schools
• Exploring the addition of a Functional Family Therapist to serve Spanish-speaking families
iISTRICT ATTORNEY's_OFFICE
• Addressing space needs due to department growth
• Working with the BOCC and Budget Committee to understand short and long term staffing
needs
• Working with DCSO and Community justice on an enhanced justice reinvestment project to
identify defendants who can be placed into an enhanced monitoring and supervision program in
lieu of jail or prison
FACILI T IES
• Addressing current and future space and parking needs
• Addressing capital maintenance requirements
• Finalizing long-term planning for the Public Safety Campus
• Developing a master plan for County facilities
FAIR & EXPO
• Maintain, modernize and upgrade 20 + year old facility to assure it maintains best in class status
• Planning for potential expansion as a result of CSL report.
o Exploring lodging options in relation to possible expansion plans
• Continue to expand the annual fair. Focus on tradition, while making efforts to modernize, and
attract a larger, and more diverse attendance
• Continue to monitor and improve organizational financial viability through enhanced
business/marketing plan
FINANCE
• Finalize long-term plan and strategies to minimize impact of PERS costs to County departments
• Develop intermediate term capital improvement funding plan
• Develop long-term County financial forecast
• Develop live financial -data reader boards. This is an opportunity to provide real-time financial
and operating performance information to managers and decision makers
• Examine options to provide a secure drop box location in Redmond for property tax payments
HEALTH SERVICES
• Managing and planning for growth and demand
o The need for adequate staff (including psychiatrists, public health medical officers, RN
practitioner prescribers and other highly -trained and difficult to recruit personnel), work
space, and support resources
• Address needs for adequate space, resources and administrative supports
• Open the Stabilization Center and plan for ongoing sustainable funding
• Inadequate state general funding for behavioral health services
• Improve safety planning and incident response to support staff dealing with high -risk or volatile
individuals/situations
HUMAN RESOURCES
• Employee and labor relations best practices
• Employee benefits, recruitment and selection and leave administration guides
• Begin analysis of HB 2005 (paid family and medical leave insurance) and Oregon Employment
Department's administrative rules and begin drafting a plan for Deschutes County
• Employee recognition program
• Employee development and meeting organizational needs
INFORMATION TECHNOLOGY
IT anticipates requesting additional personnel resources for FY22 to meet the requirements for
success of the Cybersecurity Program.
Addressing changes in the County's Microsoft software licensing
LEGAL - ATTACHED. Note: This document is CONFIDENTIAL.
Collective bargaining (DDA/911)
Facilitate implementation of new labor laws.
NATURAL RESOURCES
• Respond to and implement recommendations from the Governor's wildfire council
recommendations
Sharing potential success stories from the outcomes of the discretionary fuel reduction grants
Continue to spread the model of Firewise communities as a way for neighborhoods to
collectively reduce wildfire risk
PROPERTY MANAGEMENT
• Addressing office space needs due to departmental growth and public demand for services
• Continue completing the last steps in the land exchange with the Department of State Lands
(DSL) for the 140 acre fairground expansion property.
• Addressing parking demands and needed infrastructure at the Downtown Bend Campus.
• Removing the AJ. Tucker (Stone) Building at Greenwood adjacent to the Courthouse - in
preparation for eventual courthouse expansion.
• Facilitating highest and best re -use of the former Redmond Rod and Gun Club site, including a
possible land sale/trade/donation to/with the City of Redmond/Redmond Airport.
RISK MANAGEMENT
• Provide departments additional support to return employees to work sooner after workers'
compensation injuries.
ROAD DEPARTMENT
• Complete the Transportation System Plan update, which sets the course for transportation
system investment and policy for the next 20 years in Deschutes County.
• Continue to examine solutions to mitigate safety, parking and access issues on County roads
that provide access recreational areas and public lands (Cascade Lakes Highway, Smith Rock,
various river crossings)
• Leverage opportunities with ODOT and other partners to address safety and capacity issues
within the transportation system.
• Assist the City of La Pine with identification of system needs, resource requirements, and
development of funding tools to enable a plan for eventual transfer of County roads within city
limits to the City.
SOLID WASTE
• Negus Transfer Station
• Siting a new landfill
Complete a waste characterization study and determine what approach we want to take
regarding recovery of construction waste.
VETERANS' SERVICVES
• Keeping up with service demands.
Anticipated Department Challenges and Opportunities
9-1-1
Address the need for a more robust back-up radio system that can be utilized for an
extended period of time in the event the P25 digital system is down.
Continue to engage with RESTCC (Regional Emergency Services Training and Coordination
Center) planning project which is slated to include facilities for training 9-1-1 staff as well as a
new back-up 9-1-1 center.
• Deployment of new Tyler CAD software in spring of 2020 and ensure its continuous review
for future enhancements.
• Continue to foster and build upon on the user relationship with ODOT Wireless and
successfully complete the scheduled radio hardware update in 2020.
• Continue focused recruitment efforts with a goal to successfully train and implement
additional dispatch staff.
• Continue to review and meet the needs of stakeholders operating on the P25 Radio system
to include In -Building Coverage and system enhancement recommendations based on the
Trott Communications review.
Administration
• Work with the Board to support affordable housing options through availability of lands
and appropriate regulation.
• Seek opportunities to connect residents to resources for homelessness
• Determine future needs for legislative advocacy
• The Board should have a discussion on what they expect from departments for the
budget with regards to performance measures. Many departments do not include any
information on their measures, the movement of those measures over time; or how
they compare to a benchmark.
o A good budgetary measure should help inform the discussion of how services
are being performed and whether additional or less resources are required.
Trends in measurement data can help decision makers assess if changes in
resources are necessary.
o A published measure assists the budget process by providing
transparency/accountability for the performance of the
department/division/program.
o Without information presented on the results of performance measures, it can
be difficult for government to demonstrate accountability and that they
achieved their intended goals/objectives. It is also difficult for policy makers to
assess where best to allocate and direct public funds.
County population and economic growth - where does the County see itself in 20
years? (Vision)
What values does the County want to emphasize/support? (Values)
As for my program (Internal Audit), is there a time when adding another auditor could
be accomplished? There is and continues to be significantly more topics than we have
time to look into. Does the coverage we are getting with one auditor support the
overall needs of management and the Board?
Assessor's Office
Both a challenge and an opportunity is to keep current with all required work with the ever
increasing growth Deschutes County is experiencing by implementing new technology in the
field to increase efficiencies in a cost effective manner to stay in line with our mission of
providing quality customer service through the appraisal and assessment of all taxable
property as mandated by the State of Oregon in a manner that merits the highest degree of
confidence in our integrity, efficiency and fairness.
Clerk's Office
In conjunction with the planning for future visitors and staff parking needs in the downtown
campus area, include planning for routine traffic control and alternative parking options during
peak periods such as:
➢ countywide elections in conjunction with tax payments
➢ rotating Monday 2-week and 4-week jury -orientation
➢ other county/court activities
With the implementation of Real ID Act, new travel restrictions will be in place in
October. Federally recognized identify documents such as driver's licenses and passports will
be required domestically with air travel. As many will not update their Oregon driver's licenses
until they expire, passport books and cards will be sought. A spike in passport applications this
year will lead to needing extra help. This month alone 49% increase (305 to 445 application) is
anticipated.
Every four years the Clerk's office biggest lift is the Presidential General Election. Turnout is in
the mid-80 percentile; misinformation is rampant and altho igh the department plans fnr the
event, the unexpected does occur. Identifying avenues to inform voter's that county and state
election offices are their "trusted source" for election and voting information is an ongoing
challenge, but is highlighted during a Presidential election cycle.
Continue collaborating with county, state and federal partners to enhance cyber and physical
security awareness, practices and protocols. We are considering options to enhance physical
security of the Clerk's office, DSB and campus in general. Some ideas being considered include:
➢ Move drop boxes, newspaper dispensers, garbage cans and USPS box away from
building
➢ Add protection (or consider relocating) power poles between building and north
parking lot
➢ Install supports (rocks/bollards) to protect Electrical Box, in parking lot, east side of
building
Community Development
CHALLENGES:
All Divisions:
1. Maintaining high customer service levels with appropriate staffing levels.
2, (Challenge & Opportunity) Responding to new regulations and laws from the 2020 short
session, such as:
• Homeless shelters regardless of zoning
• Rural ADU's
• Wildfire Hazard Mitigation
• Cannabis
3. Reducing natural hazards risks and preparing for disaster resilience.
4. Preparing for and responding to natural (e.g., wildfire) or man-made disasters (e.g., e-
permitting systems and DIAL are attacked and unavailable) for permitting and inspection
services.
Operations/Coordinated Services Division:
1. (Challenge & Opportunity) Ensuring costs are accounted for and recovered through fees and
other revenue sources, per the adopted budget.
2. Preparing for workforce turnover through succession planning in the Coordinated Services
Division.
Code Enforcement:
1. Managing code enforcement case volumes and new types of cases (e.g., ADA claims).
2. Managing conflict stemming from contentious code enforcement cases.
Building Safety Division:
1. Preparing for workforce turnover through succession planning in the Building Safety
Division.
2. Central Oregon is currently experiencing a shortage of experienced commercial contractors.
Lack of experience causes increased challenges with code compliant fire restrictive
construction, compliance with ADA requirements, inspection sequencing, egress, etc.
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1. Protecting public health and the environment while supporting County residents such as
addressing potential septic system failures without replacement opportunities in Terrebonne
Planning Division:
1. Addressing a growing need for affordable and workforce housing.
2. Addressing a shortage of nursery and day care facilities.
3. Addressing the impacts of the marijuana opt -out vote.
4. Ensuring transportation systems support rapid growth across the County.
5. Accurately designating agricultural and non -resource lands.
6. Managing conflict stemming from land use appeals.
OPPORTUNITIES:
All Divisions:
1. (Challenge & Opportunity) Responding to new regulations and laws from the 2020 short
session, such as:
• Homeless shelters regardless of zoning
• Rural ADU's
• Wildfire Hazard Mitigation
Cannabis
2. Continue to serve in regional and statewide leadership positions to support Deschutes
County and Central Oregon interests.
Operations/Coordinated Services Division:
1. (Challenge & Opportunity) Ensuring costs are accounted for and recovered through fees and
other revenue sources, per the adopted budget.
2. Continue education and outreach regarding services offered and online permit submission.
3. Ensuring financial stability and ongoing operations through establishing a long term financial
plan.
4. Participating in the Pre -Disaster Recovery Plan to ensure CDD's permitting systems are
operable ASAP during or immediately following a natural (e.g., wildfire) or man-made (e.g.,
permitting system is down) disaster
Code Enforcement:
1. Refine property abatement process to cure violations in coordination with the County's Legal
Dept.
2. Continue to coordinate with other County departments to resolve solid waste code
enforcement cases.
3. Update the Code Enforcement Policies & Procedures Manual and applicable sections of
Deschutes County Code to ensure consistency in implementation and the tools are made
available to resolve cases.
4. Continue education and outreach regarding code enforcement operating procedures.
Building Safety Division
1. Provide educational opportunities, in partnership with our Central Oregon International
Code Council Chapter, to local contractors, designers, and code officials to expand knowledge
regarding building codes.
Planning Division:
1. Update the County's Comprehensive Plan (e.g., implement the DLCD grant), Transportation
System Plan, Community Plans, etc.
2. Balancing the preservation of the high quality of life for rural residents and the growing
needs of the Bend Airport through the Airport Master Plan Update
3. Support affordable, workforce, and transitional housing opportunities, such as:
Implementing HB 4079 Affordable Housing Pilot Project
• Supporting the development of La Pine's Newberry Neighborhood to address the City and
County's housing needs and generating revenues to support groundwater protection in
Southern Deschutes County
• Supporting the creation of Veteran's Village(s)
• Supporting new state laws such as rural ADU's
• Considering changes to state law to allow new types of farm help housing, such as RVs
Community Justice
Easily the greatest challenge for the department relates the parole and probation and
stabilization facility projects and efforts to maintain scope and quality of services in temporary
and sometimes remote locations until new facilities are constructed. The programs building
was constructed as an insurance office with an oversized four car garage to do automobile
estimates. The department used the garage for housing community service materials and
equipment and to assemble community service crews. Until the new shop is sited we are
housing equipment and materials and assembling adult and juvenile community service crews
in two locations. One on the public safety campus adjacent to the juvenile detention center
and the second downtown. We are now housing the adult parole and probation programs
staff and doing the cognitive behavioral treatment groups in a temporary modular unit we
refer to as the annex. There are a set of inefficiencies inherent to this and safety challenges
that we .h 11eve are mul I CCAUle although I I I a droll I of I par oie ai id probatioi I officer
resources. There are a couple of new opportunities we will pursue. One is to collaborate with
our educational partners around building a culture of restorative justice in schools, utilizing our
juvenile Crime Prevention (federal grant funds targeting juvenile crime prevention) diversion
dollars for this. We have been meeting and discussing, if it comes to fruition it will be a great
opportunity to meet some of our Division strategic priorities and invest in true juvenile crime
prevention. We are also exploring a wav to finance an additional Functional Familv Theraov
therapist to service Spanish speaking families.
District Attornev's Office
Addressing office space needs due to department growth. We are bursting at the
seams and have no space left for growth. The cramped quarters has negatively
impacted our work. One example is that we commandeered our conference room for
office cubicles which solved one problem but resulted in us no longer having room to
hold all staff meetings.
Working with the Commissioners and citizen members of the budget committee to
reach agreement on short and long term staffing needs. Unlike other County
departments, our office operations are funded almost exclusively from the general
fund, consequently, as our workload increases (due to population and tourist increases)
we do not receive enhanced revenue from user fees to fund additional staff to handle
the additional work. The agreement between District Attorney Hummel and the Budget
Committee to commission an operations and staffing analysis presents an opportunity
for us to work collaboratively on this issue.
In April we launch an enhanced justice reinvestment project in collaboration with the
Sheriffs Office and Parole and Probation. The project will identify appropriate
defendants for entry into our enhanced monitoring and supervision program, in lieu of
jail or prison. We believe that in addition to freeing up space in jail and prison for
violent offenders, the enhanced supervision will result in defendants receiving the
services and support they need to be successful, which will result in a safer community.
Facilities
• Current and future office space and parking needs of County Departments: needs
assessment and planning for growth
• Increasing capital maintenance requirements due to age of building and continued
expansion of County owned and managed square footage.
• Staffing: planning for retirement of long-term staff members and establishing staffing
levels that meet current and future needs.
• Facility Master Plans: finalizing long-term planning for the Public Safety Campus, and
developing a new master plan for County facilities as a whole,
Fair & Expo
• Strategic and short and long term planning and goal setting
• Maintain, modernize and upgrade 20 + year old facility to assure it maintains best in class
status
• Planning for potential expansion as a result of CSL report.
o Exploring lodging options in relation to possible expansion plans.
• Key staff replacements or organizational adjustments due to retirement. Preparing for
future organizational change and succession planning
• Continue to expand the annual fair as it enters its 2nd century. Focus on tradition, while
making efforts to modernize, and attract a larger, and more diverse attendance
• Continue to monitor and improve organizational financial viability
Finance
1. Finalize long-term plan and strategies to minimize impact of PERS costs to County
departments.
2. Develop intermediate term capital improvement funding plan.
3. Complete evaluation and implementation of County's HR & Finance software system
modules.
4. Embrace a culture of continuous improvement by encouraging examination, confirmation
and/or change of existing processes and work flows.
S. Develop long-term County financial forecast.
6. Continue to find ways to improve collaboration between Finance and County departments
to improve fiscal support, particularly in terms of the budget process.
7. Develop live financial -data reader boards. This is an opportunity to provide real-time
financial and operating performance information to managers and decision makers.
8. Promote environment of continuous learning and improvement.
9. Automate dog licensing renewals to online process.
10. Examine options to provide a secure drop box location in Redmond for property tax
payments.
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These challenges and opportunities are organized around Health Services' B®CC
performance measures: Healthy People and Safe Communities.
Planning and development for our programs:
• Open the Deschutes Crisis Stabilization Center this spring with the most extensive
hours that resources permit. Plan for sustainable, ongoing funding for this new facility
and capabilities.
• Challenges and opportunities related to public health modernization, particularly
continuing to optimize impact of key services.
• Advocacy for change (at state and federal level) for systems to overcome behavioral
health barriers, e.g.:
• Inadequate state general funding for BH services (including archaic Caseload funding
formula)
• Complex, unnecessary and redundant rules which create a compliance burden on
CMHPs, increase costs without focusing on outcomes
• Medicaid reimbursement rules which prevent the delivery of episodic, low barrier, rapid
access behavioral health care
Increase Sustainability:
• Managing and planning for growth and demand: The need for adequate staff (including
psychiatrists, public health medical officers, RN practitioner prescribers and other
highly -trained and difficult to recruit personnel), work space, and support resources to
meet the needs created by our rapid population growth (e.g., to keep up with the short-
, mid-, and long-term growth statistics shared by CDD).
Staff Safety:
• During 2019 (as in 2018), staff safety in light of recurrent threats from clients,
sometimes requiring law enforcement response. In the last six months, Health Services
staff responded to at least six critical incidents that required law enforcement
intervention. As examples, one situation involved a man who entered a Health Services
building and became verbally and physically disruptive: yelling, throwing coffee, cursing,
and injuring himself. This person was forcibly secured by law enforcement. Clients
waiting in the lobby and Health Services employees were quickly evacuated. In another
situation a client possessed a knife, cut himself and traces of blood were on Health
Services walls. The person was unwilling to hand over the knife and law enforcement
cleared the entire building and forcibly secured the person. Need: To improve safety
planning and coordinated critical incident response to support staff dealing with high -
risk or volatile individuals/situations, additional resources and technical support are
needed to assure a higher minimum level of safety relative for our employees.
Human Resources
In light of the County's growth and turnover, HR will support Deschutes County leadership in
complying with employee and labor relations best practices by promoting awareness through
communication, increased education, and program specific guides. Current guides set for
publication in FY21 are Employee Benefits, Recruitment and Selection, and Leave
Administration.
On August 9, 2019, Governor Brown signed House Bill 2005, creating a paid family and medical
leave insurance program in Oregon. While contributions from employers and employees do
not begin until 2022 and paid leave not until 2023, HR staff will begin analysis of HB 2005 and
the Oregon Employment Department's administrative rules to draft a plan for Deschutes
County.
As Deschutes County's workforce, our number one resource, continues to increase and
become more complex, HR will need to be creative in balancing increased client service
requests with current staff resources while maintaining internal service funding.
Supplemental voluntary employee benefit offerings will be evaluated in FY21. It is expected
that HR staff will embark on a project to improve the deferred compensation program available
to employees. This project will include an RFP to modernize and enhance retirement savings
opportunities.
Information Technology
• With the establishment of a Cyber Security Program during fiscal 2020, the IT
Department is anticipating an increase administrative overhead necessary to maintain
the program over the long term. The Department staffing levels will not be adequate to
meet the administrative requirements of the Program once fully established. This
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meet the requirements for success of the Cybersecurity Program.
Microsoft has officially retired its "Select Plus" perpetual software volume licensing
program. Select Plus allowed the County to tailor its Microsoft Software purchasing
practices and maximize the benefit of Microsoft software, while minimizing our
investment. This move by Microsoft is the first in a series of steps to migrate customers
frorn their traditional perpetual licensing, to a subscription licensing model (Office365).
Under subscription model licensing, the County will lose flexibility with how much we
invest annually in Microsoft Office software. Estimates show a cost increase of 2.5
times our current annual investment. A cost increase will be unavoidable. The IT
Department will determine a strategy to ease the County on to Office365, spreading the
fiscal impact on IT internal service fund charges over multiple budget cycles. The goal
being converted over to OffirP-�F,1, hu fiscal ?n?n
Legal - Attached. This document is confidential
Natural Resources
• The Governors wildfire council recommendations will be moving forward during the
upcoming legislative session that include potential requirements to counties, it is too early to
say what items will be the products of legislation at this time but we will need to keep an eye
on that process and possibly provide input to help shape it
• There will be potential success stories we will share in cooperation with participating
communities that will be the outcomes of the discretionary fuel reduction grants as they are
implemented this spring
• We will be continuing to spread the model of Firewise communities as a way for
neighborhoods to collectively reduce wildfire risk, including hosting 2-3 regional community
meetings to enable information sharing between communities.
Property Management
Addressing office space needs due to departmental growth and public demand for services by
reviewing non -County leases in County owned buildings, and other measures such as
purchasing/leasing/constructing new building space. This is especially pertinent in Redmond.
Continue completing the last steps in the land exchange with the Department of State Lands
(DSL) for the 140 acre fairground expansion property. This includes completing the Redmond
Urban Growth Boundary (UGB) adjustment and annexation for County owned property (slated
for completion in Spring 2020), with subsequent appraisals, land partition and formal
exchange of ownership..
• Addressing Parking Demand and Needed Infrastructure at the Downtown Bend Campus.
This is a response to existing need based on current demand, and the eventual need for at
least SO new spaces as required by City of Bend code to support future courthouse expansion.
Removing the A.J. Tucker (Stone) Building at Greenwood adjacent to the Courthouse - in
preparation for eventual courthouse expansion. Includes addressing land use and historic
resource processes.
Facilitating highest and best re -use of the former Redmond Rod and Gun Club site, including
a possible land sale/trade/donation to/with the City of Redmond/Redmond Airport.
Risk Management
• Provide departments additional support to return employees to work sooner after workers'
compensation injuries.
• Work with ITD, Legal, and Administration on cyber security resources.
Road Department
1.Transportation System Plan update:
a. The TSP sets the course for transportation system investment and policy for the next
20 years in Deschutes County. As such, the effort and process is significant (12-18
months) and will require time and resource investments from many participants and
stakeholders.
2.Public access and safety issues within recreational areas:
a. County roads provide access to many recreational areas and public lands. Although
a near -term solution has been implemented at a high profile location (Harper Bridge),
other locations continue to experience similar problems with safety, parking and
access. Each location (Cascade Lakes Highway, Smith Rock, various river crossings, etc)
requires a unique solution and process to mitigate safety problems.
3. Leverage opportunities with ODOT and other partners to address safety and capacity issues
within the transportation system:
a. As traffic volumes at State Highway/County Road intersections continue to increase,
existing safety problems are exacerbated and new problems emerge. Solutions are
very expensive and frequently require multiple funding partners to construct.
4. Maintenance of roads within the La Pine city limits:
a. Deschutes County maintains 19.5 miles of road within the La Pine city limits. Transfer
of maintenance jurisdiction requires mutual consent. The City will not commit to acceptance of
county roads until long term funding sources can be identified for operation and maintenance.
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charges to provide two funding streams to enable consideration of moving forward with
jurisdictional transfer. The Road Department continues to assist the City with identification of
system needs, resource requirements, and development of funding tools to enable a plan for
eventual transfer of jurisdiction to move forward.
Solid Waste
• Consideration of funding mechanisms for the construction of the Negus Transfer
Station. Do we borrow the estimated 6 million needed, should we use existing reserve
funds, should we consider a combination of borrowing, reserves, and tip fee increases.
• As we begin the process for siting a new landfill in the County, one of the first items that
needs to be addressed is zoning and land -use considerations. Discussions with CDD
and legal counsel indicate the need to update our code to more accurately reflect state
language. We need to have a better idea of where we can or cannot site a landfill.
• The zoning issue may also come into play on the Negus project. The current facility
may be considered a nonconforming use. It is unclear what is or is not allowed in the
current zone (Surface Mine) regarding a solid waste facility.
• Depending on the outcome of a waste characterization that we will begin this year, we
expect to begin the process of determining what approach we want to take regarding
recovery of construction waste in FY21. This will include identifying equipment or other
infrastructure needs as well as determining who will own and operate it.
Veterans' Services
We have seen an increase in clients with being open 5 days a week
Have a temp employee working for us to assist in the increased admin load seen with
the increase in clients
With an increase in clients sometimes the goal of maintaining a 10 day or less can be a
challenge
Being open on Fridays has been an asset to numerous clients that were unable to be
seen on being open only 4 days, and with being open 5 days it puts a strain on current
staffing levels
�vTES CO
BOARD OF
COMMISSIONERS
FY 2020 Goals and Objectives
Mission Statement: Enhancing the lives of citizens by delivering quality services in a cost-effective
manner.
Safe Communities: Protect the community through planning, preparedness,
and delivery of coordinated services.
• Provide safe and secure communities through coordinated public safety services.
• Reduce crime and recidivism through prevention, intervention, supervision and enforcement.
• Collaborate with partners to prepare for and respond to emergencies and disasters.
Healthy People: Enhance and protect the health and well-being of
communities and their residents.
Support and advance the health and safety of Deschutes County's residents.
Promote well-being through behavioral health and community support programs.
Help to sustain natural resources in balance with other community needs.
Economic Vitality: Promote policies and actions that sustain and stimulate
economic vitality.
• Support affordable housing options through availability of lands and appropriate regulation.
• Administer land use policies that promote livability.
• Maintain a safe, efficient and economically sustainable transportation system.
• Partner with organizations and manage County assets to attract business development, tourism,
and recreation.
Service Delivery: Provide solution -oriented service that is cost-effective and
efficient.
• Ensure quality service delivery through the use of innovative technology and systems.
• Support and promote Deschutes County Customer Service "Every Time" standards.
• Promote community participation and engagement with County government.
• Preserve and enhance capital assets and strengthen fiscal security.
• Provide collaborative internal support for County operations.
ES, CO
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Enhancing the lives of citizens by delivering quality services in a cost-effective manner.
Protect the community through planning, preparedness and delivery of coordinated services.
• Provide safe and secure communities through coordinated public safety services.
• Reduce crime and recidivism through prevention, intervention, supervision and
enforcement.
• Collaborate with partners to prepare for and respond to emergencies and disasters.
Enhance and protect the health and well-being of communities and their residents.
• Support and advance the health and safety of Deschutes County's residents.
• Promote well-being through behavioral health and community support programs.
• Help to sustain natural resources in balance with other community needs.
Promote policies and actions that sustain and stimulate economic vitality.
• Support affordable housing options through availability of lands and appropriate regulation.
• Administer land use programs that promote livability.
• Maintain a safe, efficient and economically sustainable transportation system.
• Partner with organizations and manage County assets to attract business development,
tourism and recreation.
Provide solution -oriented service that is cost-effective and efficient.
• Ensure quality service delivery through the use of innovative technology and systems.
• Support and promote Deschutes County Customer Service "Every Time" standards.
• Promote community participation and engagement with County government.
• Preserve and enhance capital assets and strengthen fiscal security.
• Provide collaborative internal support for County operations.
The Board of County Commissioners establishes goals and objectives annually to guide department
operations. Departments develop performance measures that align with the priorities established
by the Board and monitor and report progress accordingly. These measures are listed below in
relation to each individual goal and objective. Additional information regarding the performance
measures can be found in the departmental sections of the budget document.
Protect the community through planning, preparedness and de&overt' of
coordinated services.
Measure
Department
Develop and refine operational procedures, practices and training to
enhance interoperability and coordination of response to critical
incidents with partner Police and Fire/EMS agencies.
9 1-1 Service District
Meet the National Emergency Number Association (NENA) standard for
the answering of 911 calls in the busiest hour in less than 10 seconds,
9-1-1 Service District
90% of the time.
Achieve 85% voluntary compliance in code enforcement cases.
Community Development
Resolve 75% of code enforcement cases within 12 months.
Community Development
Ensure 100% of contracted criminal justice offender treatment partners
strive, provide and are reviewed for effective treatment of supervised
Community justice
medium and high risk offenders.
I Percent of victims who report after case closure that they either agree or
strongly agree that the victims' assistance program helped them make
District Attorney's Office
informed decisions about their situations.
Rate of collections on fines 50% or above within 90 days of judgment.
justice Court
Partner with County department stakeholders to further refine the Public
Safety Campus Master plan for presentation to the Board of County
Facilities
Commissioners.
Respond to or initiate 80,000 patrol community contacts.
Sheriffs Office
IMeasure I Department
Successfully implement Contingency Management research project with
Oregon Social Learning Center (6 CJO's testing whether juvenile probation
officers (CJO's) can positively intervene with youth with Substance Use Community justice
Disorders)
Complete criminogenic risk assessments of supervised adult offenders Community justice
within 10 days of intake.
Via our Goldilocks program, achieve a 20 percent drug recidivism rate
District Attorney's
reduction.
Office
Driving under the influence of intoxicants trial conviction rate.
District Attorney's
Office
Average elapsed time to final disposition (in days) for adult misdemeanor
District Attorney's
cases.
Office
Achieve minimum 50 percent positive Deputy District Attorney survey
responses (total of "very good" and "good" responses) to the following
questions:
District Attorney's
• Ability to call and/or meet with victims in a timely manner: from 25 percent
Office
to 50 percent.
• Adequately Prepare for Trial: from 19 percent to 50 percent.
• Ability to work on case follow-up tasks: from 20 percent to 50 percent.
Ensure that 20% of individuals served by the Forensic Diversion Program will
Health Services
experience a reduction in recidivism.
Measure
Department
Coordinate with 9-1-1 and DCSO to increase the number of web -registered
Administration
Deschutes Alerts subscribers by ten percent.
Maintain or increase public participation in Fire Free events as measured by
Natural Resources
yard debris collected.
Improve the structural resilience of County buildings through improvements
to seismic restraints and by completing structural engineering reviews at
Facilities
targeted facilities.
Participate in multi -agency coordination activities (meetings, plans, and
Sheriffs Office
trainings.)
Hold six emergency preparedness activities.
Sheriffs Office
Coordinate in advance with select county departments regarding likely legal
Legal
issues surrounding emergency and disaster response
Maintain 24/7 channels of communication in order to provide real time legal
Legal
support during emergency operations
Enhance and protect the health and well-being of communities and their
residents.
Measure
Department
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disease investigations within 10 days, as defined by the Oregon Health
Health Services
Authority.
Reduce outbreaks and foodborne illness by inspecting a minimum of 95% of
licensed facilities (e.g. restaurants, pools/spas/hotels, etc.) per state
Health Services
requirements.
Ensure 90% of women served in the DCHS clinic and at risk for unintended
pregnancy use effective methods of contraception after receiving services.
Health Services
Ensure 80% or more of two -year -olds served by the nCHS Imm� lni�atinn C (inir
receive CDC Advisory Committee on Immunization Practices (ACIP)
Health Services
recommended childhood immunizations.
Ensure 80% of pregnant women being served by DCHS receive prenatal care
beginning in the first trimester.
Health Services
Complete 4,400 sick call visits.
Sheriffs Office
Complete 775 14-day assessments.
Sheriffs Office
Ensure safe access to County facilities and services through annual inspection
of 80% of sidewalk inventory and complete repairs as needed.
f QLiIIIICJ
Maintain or increase the number of communities participating in the Firewise
USA TM Program.
Natural Resources
Process City of Bend and City of Redmond UGB amendments related to
implementation of Affordable Housing Pilot Project(s) and amend our
Community
comprehensive plan
Development
I Measure I Department
See Behavioral Health Oregon Health Plan clients within state timelines as
specified in the following categories: 1) Emergent/Urgent: within 24-48 Health Services
I hours; and 2) Routine: within 2 weeks. I I
Offer a behavioral health appointment that falls within the seven (7) day
Health Services
period post -discharge to 82.7% of individuals discharged from a hospital.
Measure
Department
Respond to 100% of water quality alerts & violations (E.coli, Nitrates, boil
Health Services
water alerts, etc.).
Achieve compliance with the ATT Operation and Maintenance (O&M)
Community Development
reporting requirements of 95%.
Efficient use of the Knott Landfill resource means maximizing the
available space through proper compaction of the waste received. In
FY19-20 we want to meet or exceed the general industry compaction
Solid Waste
standard of 1,200 Ib/cy.
Complete a Waste Characterization Study in FY19-20 to identify possible
Solid Waste
areas for increased diversion of recyclables from the landfill.
Increase the diversion rate by working with solid waste service providers
Solid Waste
to increase the collection of recyclables to 44,425 tons per year.
Promote policies and actions that sustain and stimulate economic vitality.
Measure
Department
Work with non-profit agencies to increase the supply of affordable
Administration
housing.
Identify asset or foreclosure properties that may be appropriate for
housing and/or social services and assist the developer in bringing
Administration
projects to fruition.
Seek opportunities to partner with other jurisdictions to stimulate
Administration
affordable housing projects.
Measure
Department
Amend zoning code to comply with federal RLUIPA and sign code laws.
Community
Development
Measure
Department
Secure state and federal funds to support local public transit services in
partnership with local providers.
Administration
Sustain the Pavement Condition Index at 81/82.
Road Department
Provide a maintenance treatment or resurface 14.0% of County roads.
Road Department
Arhinvo rn0/ ef hrirlaoc rnfor4 —Anh,ttr l-1, ,G ...........
1 -,.— +.b— .-5— "cLLcl JUpCJll ULLUC,r�
al lu
Road Department
Substructure Ratings all above 7 on a 0 to 9 rating scale).
Achieve 96% of roads rated good or better (Pavement Condition Index above
70).
Road Department
Measure
Department
Leverage funds for job creation and business recruitment, support and
diversification through County economic development loan program.
Administration
Coordinate with the City of Redmond to entitle large lot industrial sites.
Community
Development
Achieve $47 million in economic impact generated from Fair & Expo events
and facilities. This measure uses economic multipliers established by Travel
Fair k Fxpn
Oregon and updated with Travel Industries of America travel index. I
Have more than 300,000 visitors attend this year's Fair.
Fair & Expo
Provide solution -oriented service that is cost-effective and efficient.
V:
Measure I Department
Successfully complete the build and testing of our new Computer Aided
Dispatch software and follow the process with appropriate internal staff and 9-1-1 Service District
external partner agency training and deployment.
Meet the Emergency Medical Dispatch call taking standards established by the
If ILUI I Ia tonal hcauennes vl Emergency Dispatch by processing 90% or more of 9-1-1 Service District
all reviewed medical calls with a Compliant or Highly Compliant Quality
Assurance score.
Meet the Emergency Fire Dispatch call taking standards established by the
International Academies of Emergency Dispatch by processing 90% or more of
9-1-1 Service District
all reviewed fire calls with a Compliant or Highly Compliant Quality Assurance
score.
Accounts managed per FTE compared to other Oregon counties.
Assessor's Office
Written approval by the Department of Revenue for the Assessor's Certified
Assessor's Office
Ratio Study.
Percentage of tax statements mailed by Oct. 25.
Assessor's Office
Written certification from the Department of Revenue approving the County
Assessor's Office
Assessment Function Assistance (CAFFA) program.
Compares recording staff FTE to the number of pages recorded
Clerk's Office
Compares election staff FTE to voter registration
Clerk's Office
Community
Achieve 6-10 inspection stops per day.
Development
Issue onsite septic system permits within 15 days of completed application.
Community
Development
Achieve an average turnaround time on building plan reviews of 8-10 days.
Community
Development
Issue land use administrative decisions with notice within 45 days and without
Community
notice within 21 days of completed application.
Development
Utilize performance measures dashboard metrics for supervisory CJO and PO
Community Justice
performance review.
Complete the implementation of room tax automation and online customer tax
Finance / Tax
payment portal by August 31, 2019.
Document internal controls to ensure controls are functioning appropriately in
Finance / Tax
the new Tyler MUNIS financials stem.
Assist departments with the development of data extraction and analysis
features of the new financial system including Power BI, Cubes and SSRS
Finance / Tax
reports to enhance decision maker's access to relevant, current financial data.
Complete integration of onboarding functions into Employee Self Service (new
Human Resources
HR system).
Partner with stakeholders to complete migration of new HR system. Currently
Human Resources
85%complete.
Complete integration of Onboarding functions into Employee Self Service (new
Human Resources
HR system). Current) 0% complete.
Complete migration of new HR system.
Human Resources
Complete seventy-five percent of phone system upgrade.
Information
Technology
90% resolution of small claim cases before trial
Justice Court
Measure
Department
Achieve 90% customer satisfaction (or greater).
Clerk's Office
Percentage of customers rating levels of service as very good to excellent.
Clerk's Office
Election personnel cost comparison per 1,000 ballots tallied for countywide
elections.
Clerk's Office
Over the last five years, the number of passport applications has significantly
trended upward.
Clerk's Office
Maintain a less than 10 day wait time for scheduled appointments
Veterans' Services
Achieve 90 percent customer satisfaction or greater
� I
Fair & Expo
I
Measure
Department
Replace 5 existing HVAC units in the older section of the jail
Sheriffs Department
Develop and implement the facility asset management and replacement plan
Facilities
Manage health insurance claim cost per employee. Maintains claims increase at
or below market trend
Human Resources
r
Measure
Department
Achieve 95% survey rating of overall quality of internal audit reports.
Administration
Number of workplace accidents that require days away from work, or
1.,� ,, 1 —A— �
ii ai ioicr rcu vVvl Hers pel 1 vv Cllili 1UYt Z kV/1K I Kate).
Administration
Support training on HR policies/procedures and leadership programs. Increase
percentage of supervisors and managers completing the program by 5%.
Hi Iman Racni lrrac
Develop Cybersecurity Program "to —be" profile depicting program five-year
Information
goals. Prioritize goals and make necessary budget requests for Fiscal 2021.
Technology
Upgrade the County primary internet connection to address congestion issues
and provide for future growth.
Information
Technology
Maintain 24/7 channels of communication (phone & email) with all department
heads and key department staff, recognizing that many situations requiring
Legal
legal assistance occur outside of the standard 8-5, M-F workday
Percentage of county -wide light fleet out of life -cycle. (Long term target is 0%,
Road Department
annual goal is a downward trend).
Measure Department
Launch new electronic newsletter to connect residents with County services Administration
Bill Name Priority
Custom Report
Report Date: January 30, 2020
Deschutes County
Position Next Hearing
SB 1536 1 Neutral 1:OOPM 02/03/2020
Senate Committee
Wildfire Reduction and Recovery
Informational Meeting
HR B
Requires electric company to operate in compliance with risk -based wildfire protection plan acknowledged by Public Utility
Commission.
1/29/2020 - Ed Keith (Natural Resources) - Defer to Board of Commissioners on position but this bill should be treated as a top
priority regardless of position. This bill has multiple provision areas that include requirements for utilities, land use, insurance,
requirements for defensible space, including mandating inspection and reporting to local governments, building codes, health
effects of wildfire smoke, creation of a fuels treatment program, mandating that Counties are responsible for ensuring all lands
within a County have fire protection among others. Many of the bill provisions have mandates for Counties, with a possibility of
associated funding. It will be important to watch this bill as it moves through committees, is possibly amended, and how much
funding the legislature provides to each provision if it passes.
Bill Name Priority Position Next Hearing
HB 4045 2 Oppose
Includes within definition of "public works" project for constructing, reconstructing or performing major renovation of privately
owned road, highway, building, structure or improvement that is located in certain economic development zones or for which
qualified business firm received or will receive exemption from ad valorem property taxation and has total project cost estimated
as equaling or exceeding $25 million.
1/29/2020 - Lee Randall (Facilities) - As I understand it, this bill would expand prevailing wage law which could have unintended
consequences and increase costs in an already difficult construction market.
HB 4085 2 Oppose unless 3:OOPM 02/06/2020
amended House Committee
Veterans and Emergency Preparedness
Public Hearing
H-170
Decreases biennial appropriation from General Fund to Department of Veterans' Affairs.
1/29/2020 - Keith MacNamara (Veterans Office) - Without there being definitive numbers of the decrease and how this will affect
the distribution of funding to the counties I would not support this bill.
I fully support long term care ombudsman and the services that would be provided but without knowing the definitive impact on
County veterans services offices I cannot support the bill.
HB 4095 2 Support
Authorizes Department of Land Conservation and Development to approve local governments' plans for urban growth boundary
expansion areas that will accommodate affordable housing.
1/29/2020 - Nick Lelack (Community Development) - Reps Zika & Helt bill to support UGB amendments for affordable housing.
HB 4145 2 Support
Creates crime of unlawfully threatening a school or place of worship.
1/29/2020 - John Hummel (DA's Office) - Senator Knopp has worked with DA Hummel for a few sessions on the topic of threats
to schools. Rep. Helt has also worked on this issue.
SIB 1509 2 Support
Explicitly authorizes county clerk and personnel employed by county clerk to remove contents from return identification and
secrecy envelopes of ballots delivered to county clerk.
1/29/2020 - Nancy Blankenship (Clerk's Office) - This is the Oregon Association of County Clerk's bill.
113012020 - Page: 1
Bill Name Priority
Custom Report
Report Date: January 30, 2020
Deschutes County
Position Next Hearing
SB 1552 2 Support
Directs Oregon Health Authority to evaluate specified issues related to certified community behavioral health clinics and report
findings and analysis to interim committees of Legislative Assembly by December 1, 2020.
1/29/2020 - Janice Garceau (Health Services) - This bill will help maintain focus on support for Behavioral Health Clinics.
SB 1559 2 Support
Prohibits distributing, selling or allowing to be sold flavored inhalant delivery system products.
1/29/2020 - Tom Kuhn (Health Services) - Prohibits distributing, selling or allowing to be sold flavored inhalant delivery system
products. Requesting permission to provide letters of support, and written and oral testimony.
SB 1577 2 Support
Prohibits distributing, selling or allowing to be sold flavored inhalant delivery system products.
1/29/2020 - Tom Kuhn (Health Services) - Prohibits distributing, selling or allowing to be sold flavored inhalant delivery system
products. Recommending supporting through letters of support to legislators, and written and oral testimony.
SJM 202 2 Support
Urges Congress to enact legislation that addresses medical care and disability compensation for veterans exposed to burn pits
while serving overseas.
1/29/2020 - Keith MacNamara (Veterans Office) - Highly support this bill as it pertain to hundreds of local veterans and I have
seen the results of such exposures.
113012020 - Page: 2
2020 House Committees
Agriculture and Land Use Committee
Education Committee
Brian Clem, Chair
Margaret Doherty, Chair
Susan McLain, Vice -Chair
Teresa Alonso Leon, Vice -Chair
Bill Post, Vice -Chair
Cheri Helt, Vice -Chair
Shelly Boshart Davis
Daniel Bonham
Ken Helm
Diego Hernandez
David Brock Smith
Courtney Neron
Anna Williams
Jeff Reardon
Janeen Sollman
Behavioral Health Committee
Kim Wallan
Mitch Greenlick, Chair
Cedric Hayden, Vice -Chair
Energy and Environment Committee
Tiffiny Mitchell, Vice -Chair
Karin Power, Chair
John Lively
Daniel Bonham, Vice -Chair
Raquel Moore -Green
Janeen Sollman, Vice -Chair
Ron Noble
Ken Helm
Andrea Salinas
E. Werner Reschke
Andrea Salinas
Business and Labor Committee
Sheri Schouten
Jeff Barker, Chair
David Brock Smith
Greg Barreto, Vice -Chair
Marty Wilde
Janelle Bynum, Vice -Chair
Daniel Bonham
Health Care Committee
Shelly Boshart Davis
Andrea Salinas, Chair
Vikki Breese -Iverson
Cedric Hayden, Vice -Chair
Brian Clem
Rob Nosse, Vice -Chair
Margaret Doherty
Teresa Alonso Leon
Paul Evans
Leader Christine Drazan
Julie Fahey
Mitch Greenlick
Paul Holvey
Alissa Keny-Guyer
Raquel Moore -Green
Economic Development Committee
Ron Noble
John Lively, Chair
Rachel Prusak
Julie Fahey, Vice -Chair
Sheri Schouten
Carl Wilson, Vice -Chair
Greg Barreto
Human Services and Housing Committee
Daniel Bonham
Alissa Keny-Guyer, Chair
Ken Helm
Ron Noble, Vice -Chair
Pam Marsh
Anna Williams, Vice -Chair
Caddy McKeown
Cheri Helt
Susan McLain
Mark Meek
Kim Wallan
Tiffiny Mitchell
Brad Witt
Tawna Sanchez
Sheri Schouten
Jack Zika
Page 1 of 7
2020 House Committees
Judiciary Committee
Veterans and Emergency Preparedness
Tawna Sanchez, Chair
Committee
Janelle Bynum, Vice -Chair
Paul Evans, Chair
Sherrie Sprenger, Vice -Chair
Rick Lewis, Vice -Chair
Jeff Barker
Mark Meek, Vice -Chair
Mitch Greenlick
Courtney Neron
Akasha Lawrence Spence
Bill Post
Rick Lewis
Kim Wallan
Raquel Moore -Green
Marty Wilde
Carla Piluso
Jack Zika
Karin Power
Duane Stark
Water Committee
Ken Helm, Chair
Natural Resources Committee
Gary Leif, Vice -Chair
Brad Witt, Chair
Jeff Reardon, Vice -Chair
Chris Gorsek, Vice -Chair
Vikki Breese -Iverson
Sherrie Sprenger, Vice -Chair
Mark Owens
Greg Barreto
Karin Power
John Lively
E. Werner Reschke
Jeff Reardon
Marty Wilde
David Brock Smith
Revenue Committee
Nancy Nathanson, Chair
Pam Marsh, Vice -Chair
E. Werner Reschke, Vice -Chair
Diego Hernandez
Alissa Keny-Guyer
Mark Owens
Greg Smith
Rules Committee
Paul Holvey, Chair
Christine Drazan, Vice -Chair
Barbara Smith Warner, Vice -Chair
Julie Fahey
Rob Nosse
Sherrie Sprenger
Jack Zika
Page 2 of 7
2020 Senate Committees
Education Committee Human Services Committee
Rob Wagner, Chair Sara Gelser, Chair
Chuck Thomsen, Vice -Chair Dallas Heard, Vice -Chair
Sara Gelser Lee Beyer
Mark Hass Jeff Golden
Dallas Heard Dennis Linthicum
Environment and Natural Resources
Judiciary Committee
Committee
Floyd Prozanski, Chair
Michael Dembrow, Chair
Kim Thatcher, Vice -Chair
Alan Olsen, Vice -Chair
Michael Dembrow
Lynn Findley
Sara Gelser
Floyd Prozanski
Dennis Linthicum
Arnie Roblan
James Manning Jr.
Alan Olsen
Finance and Revenue Committee
Mark Hass, Chair
Labor and Business Committee
Lynn Findley, Vice -Chair
Kathleen Taylor, Chair
Tim Knopp
Tim Knopp, Vice -Chair
Chuck Riley
Bill Hansell
Kathleen Taylor
Mark Hass
Laurie Monnes Anderson
General Government and Emergency
Preparedness Committee
Mental Health Committee
Chuck Riley, Chair
Arnie Roblan, Chair
Fred Girod, Vice -Chair
Denyc Boles, Vice -Chair
Brian Boquist
Sara Gelser
Jeff Golden
Dallas Heard
Laurie Monnes Anderson
Laurie Monnes Anderson
Health Care Committee
Rules Committee
Laurie Monnes Anderson, Chair
Ginny Burdick, Chair
Dennis Linthicum, Vice -Chair
Herman Baertschiger Jr., Vice -Chair
Lee Beyer
Brian Boquist
Shemia Fagan
Michael Dembrow
Tim Knopp
Arnie Roblan
Housing and Development Committee Veterans Committee
Shemia Fagan, Chair Alan Olsen, Chair
Dallas Heard, Vice -Chair Laurie Monnes Anderson, Vice -Chair
Denyc Boles James Manning Jr.
Jeff Golden
Rob Wagner
Page 3 of 7
2020 Senate Committees
Wildfire Reduction and Recovery
Committee
Jeff Golden, Chair
Herman Baertschiger Jr., Vice -Chair
Lew Frederick
Floyd Prozanski
Kim Thatcher
Page 4 of 7
2020 Joint Committees
Emergency Board Committee (pursuant to
ORS 291.332, activities suspended during
2020 Session)
Senator Peter Courtney, Co -Chair
Representative Tina Kotek, Co -Chair
Senate Min. Leader Herman Baertschiger. jr.
Senator Lynn Findley
Senator Lew Frederick
Senator Bill Hansell
Senator Betsy Johnson
SenatorJames Manning Jr.
Senator Arnie Roblan
Senator Elizabeth Steiner Hayward
Senator Kathleen Taylor
Senator Chuck Thomsen
House Republican Leader Christine Drazan
Representative David Gomberg
Representative Paul Holvey
Representative Susan McLain
Representative Rob Nosse
Representative Dan Rayfield
Representative Greg Smith
Representative Duane Stark
Information Management and Technology
Committee
Senator Chuck Riley, Co -Chair
Representative Nancy Nathanson, Co -Chair
Senator Betsy Johnson
Senator Dennis Linthicum
Representative Pam Marsh
Representative Mike Nearman
Legislative Administration Committee
Senator Peter Courtney, Co -Chair
Representative Tina Kotek, Co -Chair
Senate Min. Leader Herman Baertschiger jr
Senate Majority Leader Ginny Burdick
Senator Bill Hansell
Representative Greg Barreto
House Republican Leader Christine Drazan
Representative Paul Holvey
Representative Greg Smith
House Dem. Leader Barbara Smith Warner
Senator Lee Beyer
Representative Nancy Nathanson
Legislative Audits Committee
Senator Betsy Johnson, Co -Chair
Representative Dan Rayfield, Co -Chair
Senator Elizabeth Steiner Hayward
Senator Kim Thatcher
Representative Nancy Nathanson
Representative Greg Smith
Legislative Counsel Committee
Senator Peter Courtney, Co -Chair
Representative Tina Kotek, Co -Chair
Senate Min. Leader Herman Baertschiger. jr.
Senate Majority Leader Ginny Burdick
Senator Floyd Prozanski
Senator Kim Thatcher
House Republican Leader Christine Drazan
Representative Karin Power
Representative Kim Wallan
Representative Marty Wilde
Legislative Counsel - Public Records
Subcommittee
Senator Floyd Prozanski, Co -Chair
Senator Kim Thatcher
Legislative Policy and Research
Senator Peter Courtney, Co -Chair
Representative Tina Kotek, Co -Chair
Senator Michael Dembrow
Senator Tim Knopp
Senator Kim Thatcher
Representative David Gomberg
Representative Karin Power
Representative Sherrie Sprenger
Representative Duane Stark
Representative Carl Wilson
Representative Mitch Greenlick
Page 5 of 7
2020 Joint Committees
Transportation
Senator Lee Beyer, Co -Chair
Representative Caddy McKeown, Co -Chair
Senator Brian Boquist, Co -Vice Chair
Representative Ron Noble, Co -Vice Chair
Senator Lynn Findley
Senator Lew Frederick
Senator Sara Geiser
Representative Shelly Boshart Davis
Representative Paul Evans
Representative Rick Lewis
Representative Susan McLain
Representative Brad Witt
Ways and Means
Senator Betsy Johnson, Co -Chair
Senator Elizabeth Steiner Hayward, Co -Chair
Representative Dan Rayfield, Co -Chair
Senator Fred Girod, Co -Vice Chair
Representative David Gomberg, Co -Vice Chair
Representative Greg Smith, Co -Vice Chair
Senator Lee Beyer
Senator Denyc Boles
Senator Lew Frederick
Senator Bill Hansell
Senator Dallas Heard
Senator Laurie Monnes Anderson
Senator Arnie Roblan
Senator Chuck Thomsen
Senator Rob Wagner
House Republican Leader Christine Drazan
Representative Paul Holvey
Representative Susan McLain
Representative Rob Nosse
Representative Carla Piluso
Representative Duane Stark
Ways and Means - Capital Construction
Subcommittee
Senator Fred Girod, Co -Chair
Representative Paul Holvey, Co -Chair
Senator Peter Courtney
Senator Betsy Johnson
Senator Elizabeth Steiner Hayward
Senator Chuck Thomsen
House Republican Leader Christine Drazan
Representative Tina Kotek
Representative Nancy Nathanson
Representative Greg Smith
Ways and Means - Education
Subcommittee
Senator Lew Frederick, Co -Chair
Representative Susan McLain, Co -Chair
Senator Arnie Roblan
Senator Chuck Thomsen
Representative Teresa Alonso Leon
Representative Mark Meek
Representative Mike Nearman
Representative Carl Wilson
Ways and Means - General Government
Subcommittee
Senator Rob Wagner, Co -Chair
Representative Greg Smith, Co -Chair
Senator Dallas Heard
Senator Chuck Riley
Representative Daniel Bonham
Representative David Gomberg
Representative Pam Marsh
Representative Mike Nearman
Ways and Means - Human Services
Subcommittee
Senator Lee Beyer Co -Chair
Representative Rob Nosse, Co -Chair
Senator Bill Hansell
Senator Rob Wagner
Representative Cedric Hayden
Representative Andrea Salinas
Representative Sheri Schouten
Representative Duane Stark
Page 6 of 7
2020 Joint Committees
Ways and Means - Natural Resources
Subcommittee
Senator Kathleen Taylor, Co -Chair
Representative Jeff Reardon, Co -Chair
Senator Lew Frederick
Senator Fred Girod
Representative Vikki Breese -Iverson
Representative Cedric Hayden
Representative Paul Holvey
Representative Courtney Neron
Ways and Means - Public Safety
Subcommittee
Senator James Manning Jr., Co -Chair
Representative Carla Piluso, Co -Chair
Senator Denyc Boles
Senator Lew Frederick
Representative Janelle Bynum
Representative Akasha Lawrence Spence
Representative Gary Leif
Representative Duane Stark
Ways and Means - Transportation and
Economic Development Subcommittee
Senator Arnie Roblan, Co -Chair
Representative David Gomberg, Co -Chair
Senator Bill Hansell
Senator James Manning Jr.
Representative Paul Evans
Representative Gary Leif
Representative Bill Post
Representative Rachel Prusak
Page 7 of 7
80th OREGON LEGISLATIVE ASSEMBLY--2020 Regular Session
Senate Bill 1536
Printed pursuant to Senate Interim Rule 213.28 by order of the President of the Senate in conformance with pre -
session filing rules, indicating neither advocacy nor opposition on the part of the President (at the request
of Governor Kate Brown for Office of the Governor)
SUMMARY
The following summary is not prepared by the sponsors of the measure and is not a part of the body thereof subject
to consideration by the Legislative Assembly. It is an editor's brief statement of the essential features of the
measure as introduced.
Requires electric company to operate in compliance with risk -based wildfire protection plan ac-
knowledged by Public Utility Commission. Requires periodic submission of new plan. Specifies min-
imum required contents for plan. Requires submission of initial plan no later than December 31,
2020.
Makes reasonable and prudent investment that electric company incurs to develop, implement
or operate wildfire protection plan or to mitigate risk, severity or extent of wildfire recoverable as
rates charged by company.
Requires consumer -owned utility to operate in compliance with risk -based wildfire mitigation
plan approved by governing body of utility. Requires periodic submission of new plan. Requires
submission of initial plan no later than December 31, 2021.
Requires consumer -owned utility to conduct wildfire risk assessment of utility facilities. Re-
quires review and revision of assessment as required by governing body of utility.
Requires consumer -owned utility to construct, maintain and operate electrical lines and equip-
ment in manner designed to reduce likelihood of wildfire.
Requires Public Utility Commission workshops to develop and share information for best prac-
tices regarding wildfire.
Requires Department of Land Conservation and Development to oversee and coordinate devel-
opment and maintenance of comprehensive statewide map of wildfire risk. Requires department to
establish minimum standards and provide consultation to cities and counties to implement and
maintain wildfire risk planning and zoning and to develop wildfire risk mitigation standards. Re-
quires Insurance Commissioner to order insurers to identify and provide incentives for policyholder
actions to reduce wildfire risk.
Requires State Fire Marshal to establish minimum defensible space requirements. Requires local
government to administer and enforce applicable State Fire Marshal defensible space requirements.
Allows local government to adopt local defensible space requirements in excess of State Fire Mar-
shal requirements.
Requires local government to periodically report to State Fire Marshal regarding compliance
with defensible space requirements. Requires State Fire Marshal to maintain map of defensible space
requirements and compliance.
Requires State Fire Marshal to administer and enforce program to provide assistance to local
governments for administration and enforcement of defensible space requirements. Establishes
Wildfire Defensible Space Fund. Establishes creation of defensible space on lands of certain under -
served populations as priority use of financial assistance.
Requires Department of Land Conservation and Development to establish program to assist
counties and cities to adopt local building code provisions and local wildfire safety requirements
that exceed state requirements. Creates Local Wildfire Response Fund.
Requires Oregon Health Authority to establish standards for residential smoke filtration sys-
tems. Requires authority to establish program to increase availability of systems among vulnerable
persons residing in areas susceptible to wildfire smoke. Authorizes authority to issue grants to in-
crease availability of systems. Creates Wildfire Smoke Abatement Fund.
Establishes task force to identify barriers to installation of smoke filtration systems in areas
susceptible to wildfire smoke. Requires task force report no later than September 15, 2021. Sunsets
task force December 31, 2021.
Requires State Forestry Department to establish program for reducing fuel load on forestlands.
Establishes Forestland Treatment Fund.
Requires State Forester to establish baseline level of wildfire protection for lands susceptible
to wildfire.
Requires county to assist landowners and jurisdictions to form, expand or change boundaries
of jurisdiction that provides wildfire protection. Requires county to assist jurisdiction in developing
adequate wildfire protection facilities, equipment, training and other resources. Requires that county
ensure lands susceptible to wildfire are provided with wildfire protection meeting or exceeding
baseline level no later than January 1, 2025.
Requires State Forestry Department to contract for services of private consultant to evaluate
and make recommendations on specified issues regarding wildfires. Requires consultant to report to
NOTE: Matter in boldfaced type in an amended section is new; matter [italic and bracketed] is existing law to be omitted.
New sections are in boldfaced type.
LC 83
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SB 1536
Governor and legislative committee no later than September 15, 2022.
Allows Governor to authorize joint state -federal partnerships to direct wildfire strategy based
on recommendations of Governor's Council on Wildfire Response.
Declares emergency, effective on passage.
A BILL FOR AN ACT
Relating to wildfires; and declaring an emergency.
Be It Enacted by the People of the State of Oregon:
UTILITIES
SECTION 1. Sections 2 to 5 of this 2020 Act are added to and made a part of ORS chapter
757.
SECTION 2. (1) As used in this section, "electric company" has the meaning given that
term in ORS 757.600.
(2) An electric company must have and operate in compliance with a risk -based wildfire
protection plan acknowledged by the Public Utility Commission.
(3) An electric company shall submit a risk -based wildfire protection plan to the com-
mission every three years. The plan must, at a minimum:
(a) Identify areas within the service territory of the electric company that are subject
to a heightened risk of wildfire.
(b) Identify a means for mitigating wildfire risk that is cost effective and reflects a rea-
sonable balancing of mitigation costs with the resulting reduction of wildfire risk.
(c) Identify preventative actions and programs that the electric company will carry out
to minimize the risk of electric company facilities causing a wildfire.
(d) Identify a protocol for the deenergizing of power lines and adjusting power system
operations to mitigate wildfires, promote the safety of the public and first responders and
preserve health and communication infrastructure.
(e) Describe the procedures, standards and time frames that the electric company will
use to inspect company infrastructure in areas that the company identifies under paragraph
(a) of this subsection.
(f) Describe the procedures, standards and time frames that the electric company will
use to carry out vegetation management in areas that the company identifies under para-
graph (a) of this subsection.
(g) Identify the development, implementation and administration costs for the plan.
(h) Identify the community outreach and public awareness efforts that the electric com-
pany will use before, during and after a wildfire season.
(4) The commission, in consultation with the State Forestry Department and local
emergency services agencies, shall review a wildfire protection plan that an electric company
submits under this section. The commission shall:
(a) Acknowledge the submitted plan; or
(b) Disapprove the submitted plan and inform the electric company of the modifications
necessary to obtain approval.
(5) The commission shall adopt rules for the submission, review, acknowledgment or
disapproval of electric company wildfire protection plans.
SECTION 3. (1) Reasonable and prudent investments and expenditures by an electric
company, including but not limited to the cost of capital, that are incurred to develop, im-
[21
SB 1536
1 plement or operate a wildfire protection plan under section 2 of this 2020 Act are recoverable
2 in the rates charged by the company. Reasonable and prudent investments and expenditures
3 by an electric company, including but not limited to the cost of capital, that are incurred to
4 mitigate the risk, severity or extent of wildfires are recoverable in the rates charged by the
5 company.
6 (2) The Public Utility Commission shall establish processes and mechanisms to ensure
7 timely cost recovery for costs associated with subsection (1) of this section. The commission
8 shall establish the processes and mechanisms to address situations in which compliance with
9 sections 2 to 5 of this 2020 Act results in the electric companies incurring costs for which
10 cost recovery mechanisms otherwise authorized by law are not adequate.
11 SECTION 4. (1) As used in this section, "consumer -owned utility" and "governing body"
12 have the meanings given those terms in ORS 757.600.
13 (2) A consumer -owned utility must have, and operate in compliance with, a risk -based
14 wildfire mitigation plan approved by the governing body of the utility. The utility shall submit
15 a risk -based wildfire mitigation plan to the governing body of the utility every three years.
16 (3) A consumer -owned utility shall conduct a wildfire risk assessment of utility facilities
17 to determine the extent to which the facilities contribute to the direct causation of wildfires.
18 The utility shall review and revise the assessment on a schedule the governing body deems
19 consistent with prudent utility practices.
20 (4) A consumer -owned utility shall submit a copy of the risk -based wildfire mitigation
21 plan approved by the utility governing body to the Public Utility Commission and the State
22 Department of Energy to facilitate commission and department functions regarding state-
23 wide wildfire mitigation planning and wildfire preparedness.
24 (5) A consumer -owned utility shall construct, maintain and operate the electrical lines
25 and equipment of the utility in a manner designed to reduce the likelihood of wildfire. The
26 construction, maintenance and operation must include provision for vegetation removal that
27 meets or exceeds National Electrical Safety Code standards for vegetation removal.
28 SECTION 5. The Public Utility Commission shall periodically convene workshops for the
29 purpose of helping electric companies, consumer -owned utilities and operators of electrical
30 distribution systems to develop and share information for the identification, adoption and
31 carrying out of best practices regarding wildfires, including, but not limited to, risk -based
32 wildfire protection and risk -based wildfire mitigation procedures and standards.
33 SECTION 6. An electric company shall submit the first risk -based wildfire protection plan
34 required of the company under section 2 of this 2020 Act no later than December 31, 2020.
35 SECTION 7. A consumer -owned utility shall submit the first risk -based wildfire miti-
36 gation plan required under section 4 of this 2020 Act to the utility governing body no later
37 than December 31, 2021.
38
39 LAND USE
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41 SECTION 8. The Department of Land Conservation and Development shall oversee and
42 coordinate the development and maintenance of a comprehensive statewide map of wildfire
43 risk. The map shall be sufficiently detailed to allow the assessment of wildfire risk at the
44 property -ownership level. The department shall collaborate with the State Forestry Depart-
45 ment, the State Fire Marshal, other state and local governments and officials, other public
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1 bodies, insurance companies and any other information sources that the Department of Land
2 Conservation and Development deems appropriate to develop and maintain the map. The de-
3 partment shall make the map described in this subsection accessible in electronic form to
4 the public without charge.
5 SECTION 9. (1) The Department of Land Conservation and Development, in consultation
6 with organizations representing cities and counties, shall adopt rules consistent with state-
7 wide planning goals and guidelines regarding areas subject to natural hazards to establish
8 minimum standards for city and county wildfire risk reduction planning and zoning and
9 wildfire risk reduction.
10 (2) The department, the State Forestry Department and the State Fire Marshal shall
11 provide technical assistance and resources to cities and counties to facilitate the implemen-
12 tation and maintenance of wildfire risk planning and zoning and the development of wildfire
13 risk mitigation standards.
14 SECTION 10. The Insurance Commissioner shall order companies that issue property
15 insurance policies providing fire damage coverage for private property to identify and provide
16 incentives for policyholders to undertake wildfire risk reduction measures.
17
18 DEFENSIBLE SPACE
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20 SECTION 11. (1) The State Fire Marshal shall establish minimum defensible space re-
21 quirements for wildfire risk reduction on lands in areas susceptible to wildfire. The State
22 Fire Marshal may establish different minimum defensible space requirements for homes and
23 infrastructure on different types of land. Subject to additional local requirements, a mini-
24 mum defensible space requirement that the State Fire Marshal establishes for a type of land
25 shall apply statewide for all lands of that type that are in areas susceptible to wildfire. The
26 State Fire Marshal shall select the minimum defensible space requirements from the stan-
27 dards set forth in the International Wildland-Urban Interface Code (2012 Edition).
28 (2) Except as provided in subsection (3) of this section, a local government shall admin-
29 ister and enforce the minimum defensible space requirements established by the State Fire
30 Marshal under subsection (1) of this section that are applicable to the lands within the ju-
31 risdiction of the local government.
32 (3) A local government may adopt minimum defensible space as local requirements for
33 defensible space on lands that have requirements that are greater than the minimum
34 defensible space requirements established by the State Fire Marshal. The local government
35 shall select any local minimum defensible space requirements from the standards set forth
36 in International Wildland-Urban Interface Code (2012 Edition).
37 (4) A local government described in this section shall inspect properties within the ju-
38 risdiction for compliance with the minimum defensible space requirements established by the
39 State Fire Marshal that apply to the lands or with any applicable local minimum defensible
40 space requirements. If construction or other activities occur to change land to a type that
41 is subject to different minimum defensible space requirements, the local jurisdiction shall
42 inspect to determine whether the land continues to meet minimum defensible space re-
43 quirements.
44 (5) The local jurisdiction shall periodically report to the State Fire Marshal regarding
45 whether lands within the jurisdiction of the local government are in compliance with the
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1 applicable minimum defensible space requirements. The reports shall state the extent of
2 compliance for each property, the change in degree of compliance since the previous report
3 and any other information required by the State Fire Marshal by rule. In addition to re-
4 quiring periodic reports, the State Fire Marshal may at any time require a local jurisdiction
5 to report the defensible space conditions for any lands within the jurisdiction of the local
6 government.
7 (6) The State Fire Marshal shall oversee and coordinate the development and mainte-
8 nance of a comprehensive statewide map of minimum defensible space requirements for
9 lands susceptible to wildfire and the degree of compliance on those lands. The State Fire
10 Marshal shall base the map on the local government reports described in subsection (5) of
11 this section.
12 (7) The State Fire Marshal shall administer and enforce a program to provide financial,
13 administrative, technical or other assistance to a local government to facilitate the admin-
14 istration and enforcement of minimum defensible space requirements within the jurisdiction
15 of the local government. A local government provided with financial assistance as described
16 in this subsection shall give priority to the creation of defensible space on lands owned by
17 communities of color, indigenous communities, persons with limited proficiency in English
18 and persons of lower income as defined in ORS 456.055.
19 SECTION 12. The Wildfire Defensible Space Fund is established in the State Treasury,
20 separate and distinct from the General Fund. Interest earned by the Wildfire Defensible
21 Space Fund shall be credited to the fund. Moneys in the fund are continuously appropriated
22 to the State Fire Marshal for the purpose of carrying out the local government financial
23 assistance program described in section 11 of this 2020 Act.
24
25 BUILDING CODE
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27 SECTION 13. (1) The Department of Land Conservation and Development shall establish
28 a program to:
29 (a) Assist counties and cities to adopt, administer and enforce local building code pro-
30 visions that address local conditions that increase wildfire risk; and
31 (b) Assist local governments to adopt, administer and enforce local fire safety require-
32 ments that address local conditions that increase wildfire risk.
33 (2) The department, in consultation with counties, cities and the Department of Con-
34 sumer and Business Services shall identify local conditions related to wildfire risk that merit
35 the adoption of special building code requirements within a county or city that reduce that
36 local risk. The Department of Land Conservation and Development shall assist counties and
37 cities to develop local building code requirements that, based on local risk conditions, provide
38 greater wildfire protection than the requirements imposed by the state building code.
39 (3) Notwithstanding ORS 455.030 and 455.040, a county or city that has a local condition
40 described in subsection (2) of this section may adopt, administer and enforce a local building
41 code requirement developed in consultation with the department under subsection (2) of this
42 section.
43 (4) The department, in consultation with local governments as defined in ORS 174.116 and
44 the State Fire Marshal shall identify local conditions related to wildfire risk that merit the
45 adoption of special fire safety requirements within a county or city. The department shall
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assist counties and cities to develop local wildfire safety requirements that, based on local
risk conditions, provide greater wildfire protection than the requirements imposed by the
state fire code.
(5) A local government that has a condition described in subsection (4) of this section
may adopt, administer and enforce special fire safety requirements developed in consultation
with the department under subsection (4) of this section.
SECTION 14. The Local Wildfire Risk Response Fund is established in the State Treas-
ury, separate and distinct from the General Fund. Interest earned by the Local Wildfire Risk
Response Fund shall be credited to the fund. Moneys in the fund are continuously appropri-
ated to the Department of Land Conservation and Development for the purpose of carrying
out the program described in section 13 of this 2020 Act, including but not limited to, the
issuing of grants to facilitate the adoption, administration and enforcement of county or city
building code and wildfire safety requirements under section 13 of this 2020 Act.
HEALTH EFFECTS
SECTION 15. (1) As used in this section, "smoke filtration system" means a residential
air filtration system capable of removing particulates and other harmful components of
wildfire smoke.
(2) The Oregon Health Authority shall adopt rules establishing standards for smoke
filtration systems, including but not limited to, minimum acceptable efficiency for the re-
moval of particulates and other harmful substances generated by wildfires.
(3) The authority shall establish a program to increase the availability of smoke filtration
systems among persons vulnerable to the health effects of wildfire smoke who reside in areas
susceptible to wildfire smoke. The authority may issue grants for the installation of smoke
filtration systems in residential buildings in areas susceptible to wildfire smoke. The au-
thority shall give grant priority to installations in residential properties occupied by persons
of lower income as defined in ORS 456.055 who are vulnerable to the health effects of wildfire
smoke.
SECTION 16. The Wildfire Smoke Abatement Fund is established in the State Treasury,
separate and distinct from the General Fund. Interest earned by the Wildfire Smoke Abate-
ment Fund shall be credited to the fund. Moneys in the fund are continuously appropriated
to the Oregon Health Authority for the purpose of carrying out the program required under
section 15 of this 2020 Act.
SECTION 17. (1) The Task Force on Wildfire Smoke Health Effects is established.
(2) The task force consists of seven members appointed by the Director of the Oregon
Health Authority and having such qualifications as the director deems appropriate.
(3) The task force shall identify and consult with stakeholders to:
(a) Identify barriers to the installation of smoke filtration systems in areas susceptible
to wildfire smoke, and potential solutions to identified barriers; and
(b) Determine the extent to which renters are able to take advantage of smoke filtration
systems.
(4) A majority of the members of the task force constitutes a quorum for the transaction
of business.
(5) Official action by the task force requires the approval of a majority of the members
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of the task force.
(6) The task force shall elect one of its members to serve as chairperson.
(7) If there is a vacancy for any cause, the director shall make an appointment to become
immediately effective.
(8) The task force shall meet at times and places specified by the call of the chairperson
or of a majority of the members of the task force.
(9) The task force may adopt rules necessary for the operation of the task force.
(10) The task force shall submit a report in the manner provided in ORS 192.245, and may
include recommendations for legislation, to the Governor, the director and a legislative
committee related to natural resources no later than September 15, 2021.
(11) The Oregon Health Authority shall provide staff support to the task force.
(12) Members of the task force are not entitled to compensation or reimbursement for
expenses and serve as volunteers on the task force.
SECTION 18. Section 17 of this 2020 Act is repealed on December 31, 2021.
EMERGENCY MANAGEMENT
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18 SECTION 19. The Office of Emergency Management shall establish six positions within
19 the office whose responsibilities include, but need not be limited to, administering the office
20 response to wildfire emergencies within an assigned region of the state.
21
22 TREATMENT PROGRAM
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24 SECTION 20. The State Forestry Department shall oversee a program to reduce fuel load
25 levels on forestlands within this state. The program shall be designed to treat 300,000 acres
26 of forestland annually. The department shall work in cooperation with units of federal, state
27 and local government, nonprofit organizations, private parties and other interested
28 stakeholders to identify and leverage available funding, identify priority sites for treatment
29 and coordinate treatment efforts to maximize the amount of fuel load reduction obtained.
30 SECTION 21. The program required under section 20 of this 2020 Act must:
31 (1) Include, but not be limited to, field work, providing adequate forester staffing to ex-
32 ecute treatment projects conducted pursuant to Good Neighbor Authority agreements and
33 providing adequate staffing for treatment procurement and contract administration.
34 (2) To the extent practicable, be linked to a stable funding stream derived from multiple
35 sources, including but not limited to, federal and state investments, timber, revenue from
36 benefited stakeholders and other revenues.
37 (3) Provide for the leveraging of state investments to maximized federal investments.
38 (4) Be maintained for a period of not less than 19 years, with a treatment goal of not less
39 than 5.6 million acres of forestland.
40 (5) Emphasize the treatment of forestlands that are in the three highest relative impor-
41 tance categories identified in the United States Forest Service report titled "Pacific North-
42 west Quantitative Wildfire Risk Assessment: Methods and Results" and dated April 9, 2018,
43 or on which treatment would provide a substantial benefit to the state.
44 (6) For federal lands, prioritize forestland treatment that has received approval under the
45 National Environmental Policy Act.
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(7) For private lands, prioritize treatment work on forestlands of willing landowners.
(8) Focus publicly funded projects on the treatment of forestlands that have insufficient
commercial timber resources to offset the treatment costs.
SECTION 22. The Forestland Treatment Fund is established in the State Treasury, sep-
arate and distinct from the General Fund. Interest earned by the Forestland Treatment
Fund shall be credited to the fund. Moneys in the fund are continuously appropriated to the
State Forestry Department for the purpose of carrying out oversight and forestland treat-
ment under the program described in section 20 of this 2020 Act.
PROTECTION OF LAND
SECTION 23. (1) The State Forester, in collaboration with the State Fire Marshal, state
agencies and local governments as defined in ORS 174.116, shall adopt rules establishing a
baseline level of wildfire protection for lands that are located in areas susceptible to wildfire.
A county shall ensure that all lands within the county that are susceptible to wildfire are
provided with wildfire protection services at the baseline level or a higher level.
(2) A county shall:
(a) Assist landowners with forming jurisdictions to provide wildfire protection or with
obtaining changes to boundaries or facility locations of jurisdictions that provide wildfire
protection;
(b) Assist jurisdictions to expand or adjust jurisdiction service boundaries to ensure ad-
equate wildfire protection for lands; and
(c) Assist jurisdictions in developing wildfire protection facilities, equipment, training and
other resources adequate to ensure that the jurisdiction provides timely and effective
wildfire protection at the baseline level or higher throughout the jurisdiction.
(3) The State Forester may provide financial assistance to counties for carrying out
county duties under subsection (2) of this section from any funds made available to the State
Forester and designated for that purpose.
SECTION 24. A county shall ensure no later than January 1, 2025, that all lands within
the county that are susceptible to wildfire have baseline level or higher wildfire protection
as described in section 23 of this 2020 Act.
FUNDING STUDY
SECTION 25. (1) The State Forestry Department shall contract for the services of a pri-
vate consultant to evaluate and make findings regarding:
(a) Wildfire protection and suppression information, including but not limited to, the
availability, accuracy and utility of the information;
(b) The relative value delivered to public and private sectors from state -funded wildfire
suppression services, including but not limited to, social, ecological and economic benefits;
(c) Costs of Oregon wildfire protection and wildfire protection in similarly situated states,
adjusted to common bases suitable for comparison; and
(d) Economic aspects of wildfire protection and suppression that vary within regions of
the state.
(2) The consultant shall develop recommendations that include but need not be limited
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(a) Possible means for producing wildfire protection and suppression information in a
manner that maximizes the value of the information without undue burdens on information
suppliers; and
(b) Possible methods for allocating wildfire protection and suppression costs to achieve
equity in the distribution of costs and benefits.
(3) The consultant shall report the findings and recommendations described in this sec-
tion to the Governor and an interim committee of the Legislative Assembly relating to na-
tural resources in the manner provided by ORS 192.245 no later than September 15, 2022.
JOINT PARTNERSHIPS
SECTION 26. The Governor may, as the Governor deems appropriate, authorize joint
partnerships between state and federal agencies to administer and enforce a wildfire strategy
program based on the recommendations contained in the "Governor's Council on Wildfire
Response, November 2019: Report and Recommendations."
COUNCIL
SECTION 27. The Governor may assign duties to the Governor's Council on Wildfire
Response as the Governor deems appropriate to assist state and local agencies and officials
to oversee and assist in the implementation of sections 2 to 26 of this 2020 Act. The council's
duties may include, but need not be limited to, providing advice, suggesting priorities, re-
commending future actions and providing coordination with federal agencies.
SECTION 28. Section 27 of this 2020 Act is repealed on January 2, 2022.
CAPTIONS
SECTION 29. The unit captions used in this 2020 Act are provided only for the conven-
ience of the reader and do not become part of the statutory law of this state or express any
legislative intent in the enactment of this 2020 Act.
EMERGENCY
SECTION 30. This 2020 Act being necessary for the immediate preservation of the public
peace, health and safety, an emergency is declared to exist, and this 2020 Act takes effect
on its passage.
[91
REQUEST FOR PROPOSALS
ENGINEERING/TRANSPORTATION PLANNING
CONSULTANT SERVICES
Deschutes County TSP Update
2040 Horizon Year
PROPOSALS DUE: Date, 2020 2:00 PM PST
61150 SE 27TH STREET
BEND, OREGON 97702
PHONE: (541) 388-6581
FAX: (541) 388-2719
WEB: www.deschutes.org/road
SECTION 1: STATEMENT OF PROJECT
Introduction
Deschutes County is currently operating under a Transportation System Plan that was approved by
Ordinance 2012-005 on August 6, 2012. The existing TSP, which was internally created by Deschutes
County staff, has provided a thorough framework to guide the County's transportation related decision
making from the end of a recession, in which little funding was available for capital projects, through the
current, post HB 2017 environment, in which the County has developed a robust capital improvement
program.
A link to the existing TSP is as follows:
https:Hweblink.deschutes.org/public/Browse.aspx?dbid=0&startid=6052&row=1 &cr=1 &cc=1
Deschutes County seeks the services of a qualified Engineering/Transportation Planning firm to provide a
simplified update (versus an entire re -write) to the existing TSP. The updated TSP, with a 2040 horizon
year, will provide the following deliverables utilizing the following processes:
Deliverables:
A new Capital Improvement Plan with a proposed project hierarchy (High, Medium, Low) and
associated planning level cost estimates.
a. The CIP will include capacity adding projects deemed necessary through a capacity
analysis for a 2040 horizon year.
i. The method of analysis (transportation modelling, etc) will be proposed by the
consultant.
b. The CIP will include modernization projects (improving substandard roads to County
standard) which identify facilities to be improved based upon an established criterion.
c. The CIP will include safety projects as identified in the analysis, via incorporation of other
safety studies (TSAP, etc), or otherwise identified through the TSP process (public input,
staff consultation, etc).
d. The CIP will include bike and pedestrian elements, with focus on projects serving_ the
County's unincorporated communities.
e. The CIP will include bridge replacement, modernization, and major maintenance projects
deemed necessary through the horizon period.
f. The CIP will include a fiscal analysis and threshold whereby projects can be identified as
fiscally constrained based on the availability of anticipated funding.
g. The CIP will include a special category of projects eligible for Federal Lands Access Project
funding (https://flh.fhwa.dot.gov/programs/flap/)
An updated TSP document which references and incorporates all known transportation planning
documents and studies within the County, including but not limited to the following:
a. All municipal TSPs
b. Deschutes County Transportation Safety Action Plan, 2019
c. ODOT special studies or refinement plans (Terrebonne, Tumalo, Wickiup Junction, etc.)
d. Other studies available for reference and incorporation.
A draft SDC methodology and rate to be utilized by staff in updating the County's SDC. It is
anticipated this draft will be a simple update to the County's existing SDC methodology established
via Resolution 2008-059 and 2013-020.
a. The TSP will include an estimate of new PM peak hour trips added to the County system
from development within the unincorporated areas of the County.
b. The CIP will estimate the percentage of each project category attributable to growth (similar
to the existing CIP and SDC methodology):
c. County staff will conduct a separate SDC approval process and it is not anticipated that
significant consultant effort will be required aside from the above calculations.
Page 2 of 7
4. The TSP will provide a new Chapter/Section to discuss the history and provide a recommendation
regarding the County's moratorium associated with the acceptance of new County maintained
roads (Resolution 2009-118).
Process Components:
5. The TSP will require use of an Advisory Committee comprised of stakeholders that will be approved
by the Board of County Commissioners.
6. The TSP process will require a robust public education and input component, with a combination
of localized public meetings and web based education and input opportunities.
7. The TSP process will require a consultant lead (with staff assistance) approval component via the
County's Planning Commission and Board of County Commissioners.
The consultant team will provide a proposal which delivers an updated TSP while providing the deliverables
and utilizing the processes noted. The finished TSP must meet the requirements of State, while adequately
guiding transportation policy and decision making into the 20-year horizon period.
Page 3 of 7
SEG 1 01-4 2: PROPOSAL PR -PA
RAI IV1k
, SCHI-DU LE, CRITERIA AND RMEVIEW
There will be no mandatory pre -proposal meeting. All questions shall be made in writing via email to Chris
Doty, Road Department Director (chris.doty(a_deschutes.org) by 2:00 p.m. (PST) DATE. Faxed requests
for information will not be accepted. Responses to questions will be made in writing as soon as practical,
and no later than DATE, 2020.
Consultants intending to submit a proposal must register on-line when retrieving the RFP packet for this
project at: https://www.deschutes.ora/rfDs.
Proposals must be received by the Deschutes County Road Department office no later than 2:00 pm (PST),
DATE. Proposals received after the deadline will not be considered.
The County anticipates the following schedule for the project:
RFP Advertisement:
DATE
Proposal Due Date:
DATE
RFP Review completed:
DATE
County Commission approval of contract:
DATE
Notice to proceed:
DATE
The Proposal will be judged on the completeness and quality of content. Only those consultants who supply
complete information as required in the Evaluation Criteria below will be considered for evaluation.
Deschutes County reserves the right to reject any or all proposals. It is understood that all statements will
become part of the public file on this matter, without obligation to Deschutes County. The County is not
liable for any cost incurred by the consultant in the preparation or presentation of their proposal.
Evaluation Criteria:
The Proposal submitted shall respond to the following criteria in the order as listed below:
ITEM
MAXIMUM PAGE
SCORE
ALLOWANCE
A
Introductory Letter
1
0
B
Project Team
3
35
C
Firm's Capabilities
1
15
D
Project Understanding and Approach (Scope)
4
40
E
Communication and Availability
1
5
F
Supportive information (references, resumes,
6
5
licenses, etc.)
Criteria Explanation:
A. Introductory Letter: A statement in the introductory letter shall specifically stipulate that all terms and
conditions contained in the RFP are accepted by the consultant. The letter shall also name the person(s)
authorized to represent the consultant in any negotiations and sign any contract which may result.
Page 4 of 7
B. Project Team: This criterion relates to the project principal, the project manager, key staff and sub
consultants. The basic issue is how well the team's qualifications and experience relate to this specific
project. Elements to be considered:
• Extent of principal's involvement
• Key member experience on similar projects
• Team experience on similar projects
• Unique qualifications of key members
• Qualifications and relevant individual experience
• Qualifications and relevant sub -consultant experience
• Comprehensive team expertise to cover all phases of the project
• Project manager's expertise with similar projects and with interdisciplinary teams
• Approximate number of people to be assigned to the project
• Organizational Chart (Project Team) may be included under supportive information
• Familiarity with appropriate state, federal, and local laws and. regulations
• Project Manager or Principal must be a licensed Professional Engineer in Oregon or a certified
planner by the American Institute of Certified Planners.
C. Firm Capabilities: This criterion relates to the firm's capabilities and resources in relation to the project.
Elements to be considered:
• Resources available to perform the work for the duration of the project (Include Capacity Chart, i.e.,
Can the firm accommodate the work?)
• Other on -going projects
• Similar projects (by type and location) performed within the last five years that best characterize
work quality and cost control
• Similar projects completed for other government agencies (references will be contacted by
Deschutes County)
• The firm's experience with Deschutes County
• Internal procedures and/or policies associated or related to work quality and cost control
• Management and organization capabilities
D. Project Understanding and Approach: This criterion relates to the basic or preliminary understanding
of the project, and the methodology and course of action used to meet the goals and objectives of the
project. The basic issue is whether the firm has a clear and concise understanding of the project (based on
existing information) and the major issues to address and whether a project approach has been formulated.
Elements to be considered:
• The firm's basic understanding of the project as demonstrated within their proposal.
• The firm's basic understanding of the Transportation Planning Rule, especially OAR 660-012-0016,
0020, 0035, 0040, 0065, and 0070.
• Provision of a clear and concise explanation of work required.
• A typical project schedule that shows major tasks and approvals required to complete the job on
schedule.
• A draft, line item scope of work for consultant services (not including hourly or cost estimates within
the body of the proposal) should be included.
• Deschutes County's not -to -exceed budget for the TSP Update is $250,000. The consultant
will comment on the adequacy of this budget to achieve the desired results of the Project.
• The consultant may propose an alternative approach to Phase One in its entirety or elements
therein.
E. Communication and Availability: This criterion relates to the consultant's accessibility, availability, and
interaction with the Deschutes County staff. Elements to be considered:
Ability to establish and maintain functional and productive working relationships.
Page 5 of 7
• Accessibility for interaction with Deschutes County staff.
• Effectiveness of presentation skills.
• Community engagement skills.
F. Supportive Information: Supportive material may include graphs, charts, photographs, resumes,
references, etc., and is totally discretionary, but, as outlined in the Evaluation Criteria, it will be scored.
Elements to be considered:
Quality and relevancy of material provided
NOTE: All proposals submitted in response to this RFP shall become the property of Deschutes County
and maybe utilized in any manner and for any purpose by Deschutes County. Be advised that proposals
and all documents submitted in response to this RFP are subject to public disclosure as required
by applicable state and/or federal lawns. If you intend to submit any information with your proposal which
you believe is confidential, proprietary or otherwise protected from public_ disclosure (trade secret, etc.), you
must separately bind and clearly identify all such material The cover page of the separate binding must
be red, and the header or footer for each page must provide as follows: "Not Subject to Public Disclosure."
Where authorized by law, and at its sole discretion, Deschutes County will endeavor to resist disclosure of
properly identified portions of the proposals.
SECTION 3: EVALUATION
A RFP evaluation committee will be appointed to evaluate the submitted proposals. Consultants will be
evaluated on their response to the evaluation criteria.
SECTION 4: SELECTION
The proposals will require up to 21 calendar days for evaluation. The top ranked firms may, at the County's
discretion, be required to make a presentation in support of their proposal to the evaluation committee. The
interview will serve to assist the County in selecting the successful firm and will serve as a tool to refine
Srnrinn of thin RFP to nrnrli iro n final rnnlrinn (`nn+ran+ nnnn+io+innc .,ill fnllo �i the selection of the topp fi....
---....� _.......... .., p.....,....,., ,....................may. .�......u.......y....ua.v.w ��....v�wrr �, JIJIGVIIVII vi u�c wN niii1.
An initial scope and fee proposal will be required to be submitted within 14 calendar days of notification.
The consultant selection process will be carried out under Oregon Revised Statutes, Chapter 279C.110.
SECTION 5: CONTRACT REQUIREMENTS AND ADMINISTRATION
The successful consultant will be required to enter into a County Services Contract (see attached) with
Deschutes County. The successful consultant must also submit documents addressing tax law,
professional liability insurance, workers compensation, and overhead expanse as part of the contract, as
P, .
well as an Oregon tax account number.
If the County and the top ranked consultant are not able to negotiate a contract, the County will initiate
negotiation with the second place consultant, and so on.
Any reference or general condition of employment of consultant that seeks to have State of Oregon
indemnify and hold harmless the consultant, its sub -consultants, agents and employees from and against
all claims, damages, losses and expenses, direct and indirect, or consequential damages arising out of, or
resulting from the performance of work by consultant, or the work of others, is limited to the extent permitted
by Oregon Constitution, Article XI, Section 7, and the Oregon Tort Claims Act ORS 30.300 inclusive.
SECTION 6: SUBMISSION
Page 6 of 7
Submit the Proposal in pdf format (10 MB maximum file size) as an email attachment to
chris.doty(cr�deschutes.org no later than 2:00 pm, DATE. Enter "RFP: Deschutes County TSP Update,
2040" as the email subject line.
Direct all other questions or inquiries to:
Chris Doty, Public Works Director
541.322.7105
chris.doty@deschutes.org
Attachments:
Resolution 2009-118 (Road Moratorium)
Resolutions 2008-059 and 2013-020 (System Development Charge)
Page 7 of 7
DESCHUTES COUNTY ROAD DEPARTMENT
_ 10-YEAR CAPITAL IMPROVEMENT PLAN
FY 2020 - FY 2029
UPDATED: 02/05/2019
PROGRAM
PROJECT
CROOKED RIVER RANCH ALTERNATIVE ACCESS ROAD
SDC%
0%
FY2019 (ax—)
$ 100,000.00
FY2020
$
FY2021
$
FY 2022
$ -
FY2023
$ -
FY2024
$ -
FY2025
S
FY2026
$ -
FY2027
S -
FY2028
$
FY2029
$
PROJECT TOTALS
$ 100,OGO.00
3RD STAND HUNTINGTON RD DRAINAGE EXTENSION
0%
$ 112,654.92
$
$
$ -
$
$ -
$ -
$ -
$ -
$ 112,654.92
BURGESS RD/ DAY RD INTERSECTION
S00%
$ 647,999.69
$ -
$
$ -
$ -
$ -
$ -
$
$ -
$ -
$ 647,999.69
DESCHUTES MARKET RD/DALE RD INTERSECTION IMPROVEMENT
0%
$ 1,263,865.36
$ -
$ -
$
$ -
$
$
$ -
S -
$ -
$ 1,263,865,36
S CANAL BLVD/HELMHOLTZ WAY INTERSECTION IMPROVEMENT
18%
$ 292,830.01
$ 800,000.00
$ -
$ -
$ -
$ -
$ -
S
$ -
$ -
$ 1,092,830.01
S CANAL BLVD/615T ST/QUARRY RD INTERSECTION IMPROVEMENT
18%
$ 951,528.43
$ 900,000.00
$
$ -
$ -
$ -
$ -
$
$ -
$ -
$ 1,851,528.43
OLD BEND REDMOND HWY/TUMALO RD INTERSECTION IMPROVEMENT
100%
$ 115,035.62
$ 625,641.70
$ 1,800,000.00
$ -
$
$ -
$ -
$ -
$ -
S -
$ 2,540,677.32
TUMALO RD/TUMALO PL INTERSECTION IMPROVEMENT
0%
$ 137,263.17
$ 769,520.60
$ 1,900,000.00
$ -
$ -
$ -
$ -
$
-
$
$ 2,806,783.77
C AVENUE: HWY 97 TO 6TH ST IMPROVEMENT
0%
$ 168,241.00
$ 300,000.00
$
$ -
$ -
$
$ -
$
$ -
$ 468,241.GO
NE 17TH ST AND NE NEGUS WAY IMPROVEMENT
18%
$ 85,000.00
$ 1,025,472.00
$ 1,315,000.00
$ -
$ -
$ -
$ -
$
$ -
$ 2,425,472.00
US20: COOK AVE/O.B. RILEY RD (TUMALO)
2.7%
$ 1,100,000.OD
$ 300,000.00
$ 6,400,000.00
$ -
$ -
$ -
$
$
$ -
$ 7,800,000.00
US97: BEND NORTH CORRIDOR
0%
$
$ 5,000,000.00
$
$ -
$ -
S -
$ -
S
RE
5,000,000.00
TUMALO RESERVOIR RD: O.B. RILEY RD TO BAILEY RD
18%
$
$ 247,342.00
$ 336,710.00
$ -
$ -
$
$ -
$ -
$ -
$ 584,052,00
HUNNEL ROAD: COOLEY RD TO RODGERS RD
100%
$
$ 75,000.00
$ 225,000.00
$ 500,000.00
$
$
$ -
$
$ -
$
$ 800,000.00
HUNNEL ROAD: RODGERS RD TO TUMALO RD
18%
$
$ 200,000.00
$ 50,000,00
$ 600,000.00
$ 1,800,00000
$ -
$
$ -
$
S -
$ 2,650,000.00
US 20: WARD ftD/HAMBV RD
2.7%
$ -
$ SOO,OOD.00
$ -
$ -
$ -
$ -
$ -
$ -
$
5 -
S 500,000.00
RICKARD RD: GROFF RD TO US 20
18%
$
S
$ 150,000.00
$ 550,000.00
$ 1,200,000.00
$
$ -
$
$ -
$ -
$
$ 1,900,000.00
TERREBONNE REFINEMENT PLAN/PROJECT
0%
$
$ -
$ 5,000,00000
$ -
$ -
$ -
$ -
S -
$
$ -
$ -
$ 5,000,000.00
DESCHUTES MARKET RD/HAMEHOOK RD ROUNDABOUT
100%
$ -
$ -
$ 300,000.00
$ 985,000.00
$ 1,500,000.00
$ -
$ -
$ -
$ -
$ -
$ -
$ 2,785,000.00
TRANSPORTATION SYSTEM
BUCKHORN RD: LOWER BRIDGE WAYTO HWY 126
18%
$
$
$
$ 400,000.00
$ 1,650,000.00
$ 4,300,000.00
$ -
$
$ -
$ -
$ -
$ 6,350,000.00
POWELL BUTTE HWY/BUTLER MARKET ROUNDABOUT
100%
$
$
$ -
$ 200,000.00
$ 732,000.00
$ 1,300,000.00
$
$ -
$
$ -
$ -
$ 2,232,000.00
BAKER RD/CINDER BUTTE RD ROUNDABOUT
100%
$ -
$ -
$ -
$ -
$ 200,000.00
$ 840,000.00
$ 1,200,000.00
$ -
$ -
$ -
$ -
$ 2,240,000.00
NW LOWER BRIDGE WAY: 43RD ST TO HOLMES RD
18%
$
$
$
$
$ -
$ 200,000.00
$ 800,000.00
$ 2,000,000.00
S -
$
$ -
$ 3,000,000.00
TUMALO PEDESTRIAN IMPROVEMENTS
0%
$
$
$
$ -
$ -
$ -
S -
$ 150,000.00
$
$
$ -
$ 150,000.00
S CENTURY DRIVE/ SPRING RIVER RD ROUNDABOUT
100%
$ -
$ -
$ -
S -
S -
$ -
S
$ 200,000.00
$ 800,000.00
$ 1,500,000.00
$ -
$ 2,500,000.00
S CENTURY DR/ HUNTINGTON RD ROUNDABOUT
100%
$
$ -
$ -
$
S -
$
$
$ 200,000.00
$ 800,000.00
$ 1,500,000.00
$ -
$ 2,500,000-00
OR 126: SW HELMHOLTZ WAY INTERSECTION IMPROVEMENT
2.7%
$
$
$
S
$ -
$
$ -
$ 200,000.00
$ 950,000.00
$ 1,850,000.00
$
$ 3,000,000.00
SW HELMHOLTZ WAY: OR 126 TO ANTLER
18%
$
$
$
$ -
$ -
$ -
$
$ 200,000.00
$ 700,000.00
$ 1,600,000.00
$ -
$ 2,500,000.00
TERREBONNE PEDESTRIAN IMPROVEMENTS
0%
$
$
$
$
$ -
$ -
$ -
$ -
$ 250,000,00
$ -
$ -
$ 250,000.00
US 97: PERSHALL WAY -ONEIL HWY
2.7%
$
$
$
$
$ -
$
$ -
$ 500,000.00
$ -
$ 1,500,000.00
$ -
$ 2,000,000.00
N CANAL BLVD:REDMOND CITY LIMITS TO HWY 97
18%
$
$
$
$
$ -
$ -
$
$ 50,000.00
S 250,000.00
$ 300,000.00
S -
$ 600,000.GO
FOSTER RD: S CENTURY DR TO LA PINE STATE REC RD
18%
$
$
$
$ -
$ -
$ -
$ -
$ -
$ 225,000.00
$ 1,000,000.00
$ 1,900,000.00
$ 3,125,000.00
BURGESS RD: HUNTINGTON RD TO DAY RD
18%
$
S
S
$
$ -
$
$ -
$
$ -
$ 200,000.00
$ 275,000.00
$ 475,000.00
BURGESS RD/ DAY RD INTERSECTION IMPROVEMENT- PHASE 2
100%
$
$
$
$
S
$
$ -
$ -
$ -
$ 25,000.00
$ 150,000.00
$ 175,000.00
COYNER RD/NORTHWEST WAY INTERSECTION IMPROVEMENT
100%
$ -
$ -
$ -
$
$
$ -
S -
$ -
$
$ 85,000.00
$ 250,000.00
$ 335,000.00
SW CANAL BLVD: 6IST/QUARRYTOSW HELMHOLTZ
18%
Is -
$ -
S -
$ -
$ -
S
S
$ -
$ -
$ -
$ 200,000.00
$ 200,000.00
US 20: POWELL BUTTE HWY INTERSECTION IMPROVEMENT
2.7%
$
S
$
$ -
$ -
$ -
$ -
$ -
$ -
$ -
$ 4,750,000.00
$ 4,750,000.00
TRANSPORTATION SYSTEM PLAN (TSP) UPDATE
0%
$
S 2S0,000.00
$ -
$
$ -
$ -
S -
$ -
$ -
$ -
$ -
$ 250,000.00
ERICKSON RD: US20 TO DICKEY RD
0%
$ 468,083.64
$
$ -
$ -
$ -
$
$ -
$
$ -
$ -
$ 468,083.64
KNOTT RD: SE 15TH ST TO RICKARD RD
0%
$ 440,930.00
$
$
$
$
S -
$ -
$ -
$
$ -
$ -
$ 440,930-00
KNOTT RD: U5 97 TO CHINA HAT RD
0%
$ 579,356.00
$
$
$
$ -
$ -
$ -
S
$ -
$ -
$ -
$ 579,356.00
WARD RD US 20 TO STEVENS RD
0%
$ 250,000.00
$ 139,810.00
$
$
$
$ -
$ -
S -
$ -
$ -
$
$ 389,810.00
FRYREAR RD: US 20 TO OR 126
0%
$
$ 300,000.00
$ 701,181.00
$
$
$ -
$
$ -
$
$ -
$ -
$ 1,001,181.00
ALFALFA MKT RD: POWELL BUTTE HWY TO MP 4
0%
$
$ 300,000,00
$ 713,280.64
$
$ -
$
$ -
$
$
$
$
$ 1,013,280.64
POWELL BUTTE HWY: COUNTY LINE TO MCGRATH RD
0%
$
$
$ 757,640.00
$ 1,000,000.00
$ -
$
$ -
$
$
$
$
$ 1,757,640.GO
YEOMAN RD: OLD DESCHUTES RD TO DESCHUTES MKT RD
0%
$
$
$
$ 124,439.00
$ -
$
$ -
$
$ -
$ -
$ -
$ 124,439.00
DESCHUTES MKT RD: HAMEHOOK RD TO YEOMAN RD
0%
$
$
$ -
$ 236,825.00
$ -
$
$ -
$ -
$ -
$
$ -
$ 236,825.00
PAVEMENT PRESERVATION
ALFALFA MKT RD: MP 4 TO DODDS RD
BUTLER MKT RD: HAMBY RD TO HAMEHOOK RD
0%
0%
$ -
$
$ -
$
$ -
$
$ 224,642.00
$ -
S 1,000,000.00
$ 135,000.00
$ -
$
$ -
$ -
$ -
$ -
S -
$ -
$ -
$
$ -
$
$ 1,224,642.00
$ 135,000.00
NW HELMHOLTZ WAY: W ANTLERAVETONW WALNUTAVE
0%
$
$
$
$
$ 235,000.00
$ -
$ -
$
$ -
$
$
$ 235,000.00
THREE CREEKS RD: SISTERS CITY LIMITS TO FS BOUNDARY
0%
$
$
$
$
$ 135,000.00
$ -
$ -
$
$
$ -
S -
$ 135,000.00
S CENTURY DR: ABBOTT RD TO SPRING RIVER RD
0%
$
$
$ -
$
$ 13S,001.00
$ 100,000.00
$
$ -
$ -
$ -
$ -
$ 235,001.00
ARTERIAL/COLLECTOR ROADS (FY2024 - FY 2029)
0%
$ -
$ -
$ -
S
$
$ 4,000,000.00
$ 4,000,000.00
S 4,000,000.00
$ 4,000,0GO.00
$ 4,000,000.00
$ 4,000,000.00
$ 24,000,000.00
BEND DISTRICT LOCAL ROADS
0%
S 100,000.00
$ 458,459.00
$
$ -
$ 500,000.00
$ -
$
$ -
$ 500,000.00
$ -
$ -
$ 1,558,459.00
LA PINE DISTRICT LOCAL ROADS
0%
$ 500,000.00
$
$ -
$ -
$
$ 500,000.00
$ -
S -
$
$ 500,000.00
$ 500,000.00
$ 2,000,000.00
CITY OF LA PINE LOCAL ROADS
0%
$
$ 500,000.00
$
$
S -
$ 500,000.00
$
$ -
$
$ 500,000.00
$ -
$ 1,S00,000.00
REDMOND DISTRICT LOCAL ROADS
0%
$
$
S 500,000.00
$
$ -
$
$ 500,000.00
$ -
$ -
$ -
$
$ 1,000,ODO.00
SISTERS DISTRICT LOCAL ROADS
0%
$
$
$
$ 500,000.00
$ -
$
$ -
$ 500,000.00
$ -
$
$
$ 1,000,000.00
ALL ROADS TRANSPORTATION SAFETY (ARTS) IMPROVEMENTS
0%
$
$ 180,746.00
$ -
$
$ -
$ -
$
$
$ -
$ -
$ -
$ 180,746.00
SIGNAGE IMPROVEMENTS
0%
$ 100,000.00
$ 100,000.00
$ 50,000.00
$ 50,000.00
$ 50,000.00
$ 50,000.00
$ 50,000.00
$ 50,000.00
S 50,000.00
$ 50,000.00
$ 50,000.00
$ 650,000.00
TRAFFIC SAFETY
GUARDRAIL IMPROVEMENTS
0%
$ 100,000.00
$ 100,000.00
$ 100,000.00
$ 100,000.00
S 100,000.00
$ 100,000.00
$ 100,000.00
$ 100,000.00
$ 100,000.00
$ 500,000.00
$ 300,000.00
$ 1,100,000.00
SIDEWALK RAMP IMPROVEMENTS
0%
$
$
$ 150,000.00
$ -
$ -
$ -
$ -
$ -
$ -
$
$ -
$ 150,000.00
SOLAR DR BRIDGE #1712540 FOUNDATION REPAIR
0%
$ 75,000.00
$
$ -
$
$ -
$ -
$ -
$
$ -
$
$ -
$ 75,000.00
SISEMORE BRIDGE #17CO2 REHABILITATION (ODOT LBP/SFLP)
18%
$ 120,000.00
$ 632,174.00
$ 683,10S.00
$ -
$
$ -
$
$ -
$ -
S -
$ -
$ 1,435,279.00
GRIBBLING RD BRIDGE#17C30 REPLACEMENT(ODOT LBP/SFLP)
18%
$ -
$ 60,000.00
$ 192,000.00
$ 400,000.00
$ -
$ -
$
$ -
$ -
$
$ -
$ 652,000.00
SMITH ROCK WAY BRIDGE#15452 REPLACEMENT
0%
$
$
$ 85,000.00
$ 300,000.00
$ 400,000.00
$ -
$ -
$ -
$ -
$ -
$ -
$ 785,000.00
SPRING RIVER RD (HARPER) BRIDGE #17923 REHABILITATION
0%
$
$
S 57,000.00
$ 57,000.00
$ 212,000.00
$ -
$
$ -
$ -
$ -
$ -
$ 326,000.00
BRIDGE CONSTRUCTION
WILCOX AVE BRIDGE#2171-03 REPLACEMENT
18%
$
$
$ -
$ -
$ SO,000.00
$ 150,000.00
$ 250,000.00
S -
$
$ -
$ -
$ 450,000.00
WILCOX AVE BRIDGE #2171-04 REPLACEMENT
0%
$
$
$ -
$ -
$ S0,000.00
$ 150,000.00
$ 2SO,000.00
5 -
$ -
$ -
$ -
$ 450,000.00
OLD DESCHUTES RD BRIDGE #3294 REPLACEMENT
0%
$
$
$ -
$ -
$ -
$ 50,000.00
$ 230,000.00
1 S 400,000.00
$
$
$
$ 680,000.00
S CENTURY DR BRIDGE N16181 REPLACEMENT
0%
$
$
$
$
$ -
$
$ 300,000.00
1 $ 900,000.00
$ 1,500,000.00
$
$
$ 2,700,000.00
COTTONWOOD RD BRIDGE#17C550 REPLACEMENT
18%
$
Is
S
$
$ -
$ -
$ -
$
$ 300,000.00
5 780,000.00
$ 1,300,000.00
$ 2,180,000.00
BURGESS RD BRIDGE#09C783 REPLACEMENT
0%
$
$
5
S
1 $ 1
$ - Is
100,000.00 1
$ 500,000.00 1
$ 600,000.00
CASH FLOW ESTIMATES
FY2019
FY2020
FY2021
FY2021
FY2023
FY2024
FY2025
FY2026
FY2027
FY2028
FY2029
CIP TOTAL
FY TOTAL CIP PROJECT COST
$
7,707,787.84 $
23,764,165.30 $
21,465,916.64 $
6,227,906.00 $
10,094,001.00 $
12,240,000.00 $
7,680,000.00 $
9,450,000.00 $
10,425,000.00 $
15,590,000.00 $
13,775,ODO.00 $
128,409,776.78
FY TOTAL- TRANSPORTATION SYSTEM
$
4,974,418.20 $
10,992,976.30 $
17,476,710.00 $
3,235,000.00 $
7,082,000.00 $
6,640,000.00 $
2,000,000.00 $
3,500,000.00 $
3,975,000.00 $
9,560,000.00 $
7,525,000.00 $
76,961,104.50
FY TOTAL- PAVEMENT PRESERVATION
$
2,338,369.64 $
1,698,269.00 $
2,672,101.64 $
2,095,906.00 $
2,140,001.00 $
5,100,000.00 $
4,500,000.00 $
4,500,000.00 $
4,500,000.00 $
5,000,000.00 $
4,500,000.00 $
39,034,647.28
FY TOTAL -TRAFFIC SAFETY
$
200,000.00 $
380,746.00 $
300,000.00 $
150,000.00 $
1S0,000.00 $
150,000.00 $
150,000.00 $
150,000.00 $
150,000.00 $
150,000.00 $
150,000.00 $
2,080,746.00
FY TOTAL- BRIDGE CONSTRUCTION
$
195,000.00 $
692,174.00 $
1,017,105.00 $
757,000.00 $
712,000.00 $
350,000.00 $
1,030,000.00 $
1,300,000.00 $
1,800,000.00 $
880,000.00 $
1,600,000.00 $
10,333,279.00
FY SDC ELIGIBLE COST
$
1,053,619.83 $
1,417,939.54 $
2,988,626.70 $
2,036,000,00 $
3,278,000.00 $
2,977,000.00 $
1,389,000.00 $
823,900.00 $
1,891,150.00 $
3,898,850.00 $
1,153,750.00 $
22,907,836.07
CIP FUND 465 BEGIN BALANCE
$
9,5B8,82T03 $
15,551,814.02 $
11,632,436.26 $
979,368.62 $
5,436,512.62 $
6,195,534.82 $
5,241,862.65 $
8,976,372.40 $
10,677,373.46 $
11,475,993.16 5
6,989,562.12
TRANSFER FROM ROAD FUND 325
$
12,464,308.00 $
8,400,000.00 $
9,286,000.00 $
-:9,158,2D0 00 $
9,316,172.20 $ ..
10,259,475 83 $
30,387;65675 $
' 10,300,247.07 $
10,196,764.70 $
10,076,712.96 $ :.
9,739,580.12
TRANSFER FROM SDC FUND 336
$
1,053,619.83 $
1,417,939.54 $
1,500,000.00 $
1,500,000.00 $
1,500,000.00 $
1,000,000.00 $
1,000,000.00 $
823,900.00 $
1,000,000.00 $
1,000,000.00 $
1,000,000.00
INTEREST/OTHER REVENUE
$.:
226,000.00 $
100,000.00 $
100,D00.00 $
100,000.00 '.$
100,000.00 $.
100,000,00 $
100,000.00 $
100,000.00 $
100,000.00.:$
:100,000.00 $.
100,00000
CIP FUND 465 PROJECTS EXPENSE
$
(7,707,787.84) $
(13,764,165.30) 5
(21,465,916.64) $
(6,227,906.00) $
(10,084,001.001 $
(12,240,000.00) $
17,680,000.00) $
(9,450,000.00) $
(10,425,000.00) $
(15,590,00000) $
(13,775,000.00)
CIP FUND465 INTERNAL SERVIES EXPENSE
$.'.
(73,153,00) $
(73,152,00) $
(73,151.00) $
;. (73,15000);$
(73,149.00) $;
(73,148,00) $
(73,147.00) $
(73,146.00) $
: (73,145.00)::$
(73,144.00) $.:
(73,143.00)
CIP FUND465 END BALANCE
$
15,551,814.02 $
11,632,436.26 $
979,368.62 $
5,436,512.62 $
6,19S,534.82 $
5,241,862.65 $
8,976,37140 $
10,677,373.46 $
11,475,993.16 $
6,989,S62.12 $
3,980,999.24
SDC FUND 336 BEGIN BALANCE
$
2,941,010.90 S
2,927,491.07 $
2,549,551.53 $
2,089,551.53 $
1,629,551,53 $
1,169,551.53 $
1,209,551.53 $
1,249,551.53 $
1,465,651.53 $
1,505,651.53 $
1,545,651.53
SDC CHARGES
$..:
1,100,000.00 $
1,000,000.00 $
1,000,000.00 $
1,000,00000 $
1,000,000.00 $:.
1,000,00000 $
1,000,000.00 $
: 1,000,000,00 $
1,000,000.00 $
1,000,00000 $
1,000,00000
INTEREST/OTHER REVENUE
$::
40,100,00 $
40,000.00 $
40,000.00 $
40,000,00 $
40,000,00 $',
40,000.00 $
40,000.00 $
40,000.00 $
40,000.00 $
40,000.DO $
40,000.00..
SDC FUND 336 EXPENSE
$ ':
(1,053,619.83) $
(1,417,939.54) $
(1,500,000.00) $
(1,500,00000):$
(1,500,000.00) $
(1100%000.00) $
(1,000,000.00) S
(823,900,00) $
'.(1,000,000.00) $
(1,000,000.00) $;
(1,000,000.00)
SDC FUND 336 END BALANCE
$
2,927,491.07 $
2,549,551.53 $
2,089,SS1.53 $
1,629,551.53 $
1,169,551.53 $
1,209,551.53 $
1,249,551.53 $
1,46S,6SS.S3 $
1,50S,651.53 $
1,545,651.53 $
1,585,651.S3
Deschutes County Stabilization Center
January 2020 1 Project Fundin
Funding Obtained To -date (Capital & Other):
• $504,606 — Pacific Source Strategic Investment Dollars (Capital)
• $510,428 - WEBCO Dissolution Payment (Capital)
• $70,000 - Bend Police Department (Verbal Commitment)
• $570,000 -Sheriff's Office (includes in -kind contributions)
Grants Awarded:
•-SAMHSA (2018) CCBHC Expansion Grant
2 yrs., includes $350K for furniture & equipment
• Bureau Of Justice Assistance Grant
3 yrs., $700K
• COHC
■ Substance Abuse and Mental Health Identification & Awareness Workgroup
1 year, $84K
■ COHC Board
1 year, $500K - provides funding to expand the hours to 2417
Unknown Funding & Upcoming Opportunities
• SAMHSA CCBHC Expansion Grant
o $300K (of a larger 2 million dollar grant) proposed for DCSC
Will allow us to further expand our operating hours
• IMPACTS grant (Criminal Justice Commission Grant) —expected Summer 2020
o Likely to be 2 years 1 10 Million total — unknown # of awards or amount
GCS will he applying for additional finds to operate 2417
Extended Operating Hours Funding
• An additional $80K would allow us to operate Monday -Friday lam to 9pm, Saturday
and Sunday 10am to 9pm starting in spring 2020.
o Registration/intake reception area support
o Operational Expenses
o Additional Security Costs
Goal: Sustainability
• Today — May 2021: 470K
• After April 2021 (when COHC funding ends): 1.1 Million
o IMPACTS grant may cover this for two years
o Long term sustainability plan needed
Unmet Needs:
After April 2021
Operating Hours: 24/7 (ongoing)
Continuation Funding Needed: $1.1M per year
# of Clients Admitted
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Veteran's Village
Memorandum of understanding
Items for Potential Inclusion
Note: items with * requires discussion of who provides the staffing resources to complete, and who pays
• MOU Signatories?
o Deschutes County
o Heroes Foundation
o Central Oregon Veterans Outreach
o City of Bend
o Others
• MOU term/timelines
• Engineering*
o Utility Locates
o Easement Identification
o Property access analysis
o Required parcel grading
o Construction elements
■ Modular/design
■ Utility connections
• Land Use*
o Zoning/Comp Plan Compatibility
o Site Plan?
o City application(s)
■ Pre-app meeting(s)
■ Document preparation
• Signatory
■ Advocacy
• Construction permits*
o Utility fees/SDCs
• Construction*
o Site preparation
o Modular Unit installation
o Utility connections
o Parking
o Landscaping
o Signage
o Fencing
o Off -site improvements (e.g., secondary access)?
• Project Management*
o Coordination of all efforts
• Operations and Maintenance*
o On site management
o Operational costs
■ Staffing
■ Food & supplies
■ Utilities
® Services
• Other
• Public Outreach/Advocacy*
• External fundraising/private, public (all levels)*
• County programming assistance
o Veteran's Services
o Behavioral Health
• Contingencies
o 'What ifs' — loss of partners, funding gaps, etc.
• Lease terms
o Ten years/five year extension
• Post Lease Plan
o Alternative site planning
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