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2020-232-Minutes for Meeting May 20,2020 Recorded 7/10/2020L�0-� E S CMG BOARD OF COMMISSIONERS 1300 NW Wall Street, Bend, Oregon (541) 3 88-65 70 Recorded in Deschutes County C J2020-232 Nancy Blankenship, County Clerk Commissioners' Journal 07/10/2020 10:17:38 AM Fs CoG q 2020-232 FOR RECORDING STAMP ONLY Wednesday, May 20, 2020 BARNES & SAWYER ROOMS Virtual Meeting Platform Present were Commissioners Patti Adair, Anthony DeBone, and Phil Henderson. Also present were Tom Anderson, County Administrator; Erik Kropp, Deputy County Administrator; David Doyle, County Counsel; and Sharon Keith, Board Executive Assistant. No citizens or identified representatives of the media were in attendance. This meeting was audio and video recorded and can be accessed at the Deschutes County Meeting Portal website http://deschutescountyor.igm2.com/Citizens/Default.aspx CALL TO ORDER: Chair Adair called the meeting to order at 10:00 a.m. PLEDGE OF ALLEGIANCE: CITIZEN INPUT: Commissioner Adair commented on public concern specific to COVID-19 cases and stressed the importance for the public to remember to follow public health and safety precautions. CONSENT AGENDA: Before the Board was Consideration of Approval of the Consent Agenda. Commissioner Henderson supports approval of the Consent BOCC MEETING MAY 20, 2020 PAGE 1 OF 11 Agenda Items 1 - 5. Commissioner DeBone asked to pull Consent Agenda Item 2 for discussion. HENDERSON: Move approval of Consent Agenda Items 1, 3, 4, and 5 DEBONE: Second VOTE: HENDERSON: Yes DEBONE: Yes ADAIR: Chair votes yes. Motion Carried ACTION ITEMS: 1. Consideration of Board Signature of Order No. 2020-027, Re -Appointing Pro- Tem Judge Greg Colvin 2. Consideration of Board Signature of Resolution No. 2020-012 to Extend Limited Duration Position in Victims Assistance Program 3. Approval of Minutes of the April 22, 2020 BOCC Meeting 4. Approval of Minutes of the April 24, 2020 BOCC Meeting 5. Approval of Minutes of the April 28, 2020 BOCC Meeting Consent Agenda Item 2 as pulled for discussion: Consideration of Board Signature of Resolution No. 2020-012 to Extend Limited Duration Position in Victims Assistance Program John Hummel, District Attorney presented this item for consideration and explained the need to extend the position until June 30, 2020. DEBONE: Move Approval of Resolution No. 2020-012 HENDERSON: Second VOTE: DEBONE: Yes HENDERSON: Yes ADAIR: Chair votes yes. Motion Carried BOCC MEETING MAY 20, 2020 PAGE 2 OF 11 CONVENE AS THE GOVERNING BODY OF THE DESCHUTES COUNTY 4H EXTENSION SERVICE DISTRICT 6. Consideration of Board Signature of Document No. 2020-308, Updated IGA with OSU Erik Kropp, Deputy County Administrator and Nicole Strong, OSU Extension (present via Zoom conference call) presented the document for consideration. DEBONE: Move Approval of Document No. 2020-308 HENDERSON: Second VOTE: DEBONE: Yes HENDERSON: Yes ADAIR: Chair votes yes. Motion Carried RECONVENE AS THE GOVERNING BODY OF DESCHUTES COUNTY COVID19 UPDATE: General Update: • Dr. George Conway and Beckyjohnson, OSU Cascades (via Zoom conference call) presented the concept of a TRACE project for contact tracing in collaboration with Deschutes County Public Health and OSU Cascades. The Board is generally supportive of the project but wants to review the IGA before authorizing signature. • Nahad Sadr-Azodi and Dr. Richard Fawcett (via Zoom conference call) presented the public health update regarding COVID19 cases. Cares Act Distribution: Chief Financial Officer Greg Munn and Accounting Manager James Wood (present via Zoom conference call) presented information regarding the Coronavirus Aid, Relief, Economic Security Act (CARES) Act Funding. Local BOCC MEETING MAY 20, 2020 PAGE 3 OF 11 governments interested in seeking reimbursement must complete a certification and request form by May 22, 2020. County Administrator Anderson recommended researching the possibility of claiming lottery allocation funds. Finance has been working with departments for input on any COVID-19 related expenses that have been incurred. Request Approval of Grant Application for Coronavirus Emergenc�Supplemental Funding Program: Jennifer Hill, Sheriffs Office (via Zoom conference call) presented the Edward Byrne Justice Assistance Grant opportunity. HENDERSON: Move approval DEBONE: Second VOTE: HENDERSON: Yes DEBONE: Yes ADAIR: Chair votes yes. Motion Carried Consideration of Board Order to Extend the Timeline for Reauirinu Events to Submit Social Distancing Plans: Erik Kropp, Administration presented a list of upcoming event permits and a draft order to extend the Board Order mandating a distancing plan for permitted events. Commissioner DeBone commented on the process of the Phase 1 reopening best practices and stated he is not inclined to extend at this time. Commissioners Adair and Henderson supported the extension through July 31, 2020. Commissioner Adair expressed the importance of promoting social distancing. HENDERSON: Move adoption of Board Order No. 2020-029 DEBONE: Second VOTE: HENDERSON: Yes DEBONE: No ADAIR: Chair votes yes. Motion Carried Commissioner Adair acknowledged the need for signage entering Deschutes County, asking visitors to be mindful when spending time in our county. Communications Director Whitney Hale will present a sign concept at 1:00 p.m. BOCC MEETING MAY 20, 2020 PAGE 4 OF 11 LUNCH RECESS: At the time of 12:00 p.m. the Board went into recess and reconvened the meeting at 1:08 p.m. Commissioner DeBone reported he was scheduled for an interview today at 2:00 p.m. with a Portland TV station regarding tourism in Deschutes County this holiday weekend. Communications Director Whitney Hale presented a concept in response to a request from Commissioner Adair regarding signage reminding visitors to follow public health guidelines precautions when traveling to Deschutes County. Road Department Director Chris Doty (present via conference call) spoke with ODOT regarding sign usage. Ms. Hale also spoke with Goeff Hinds, Fair & Expo regarding the possible use of billboards. Commissioner Henderson also recommends signs that would be visible in communities. Mr. Doty reported on the use of public awareness campaign signs. Ms. Hale will contact COVA for messaging designs. The Board directed staff to proceed with the messaging campaign. 7. Consideration of Board Signature of Resolution No. 2020-020, Approving a Property Tax Exemption for Stillwater Crossing as Authorized by ORS 307.515 to ORS 307.537 County Administrator Anderson presented the resolution formally lending support to the Stillwater project on the south end of Bend and a waiver request of property taxes for a period of twenty years. Mr. Anderson reported the school district and City of Bend have passed resolutions in support, already garnering the required 51 % of taxing districts. Road Department Director Chris Doty and Tyson O'Connell, Wishcamper Developer (present via Zoom conference call) were available for any questions. The request of the developer is for Deschutes County to waive BOCC MEETING MAY 20, 2020 PAGE 5 OF 11 approximately $40,000 per year in property taxes. The Board has received multiple comments from citizens. The Board expressed support of the affordable housing project. Commissioner DeBone acknowledged the property was rezoned in 2007 with the City of Bend and commented on rural verses urban developments. HENDERSON: Move adoption of Resolution No. 2020-020 DEBONE: Second VOTE: HENDERSON: Yes DEBONE: Yes ADAIR: Chair votes yes. Motion Carried 8. Consideration of Board Signature of Resolution No. 2020-021, Greater Redmond Enterprise Zone Communications Director Whitney Hale presented the document for consideration. Caprielle Lewis, EDCO (present via Zoom conference call) introduced the resolution for consideration and reported it has been adopted by City of Sisters and Redmond as cosponsors. DEBONE: Move adoption of Resolution No. 2020-021 HENDERSON: Second VOTE: DEBONE: Yes HENDERSON: Yes ADAIR: Chair votes yes. Motion Carried 9. Consideration of SAMHSA CCBHC Expansion Award and FTE Request Health Services Director Janice Garceau and Business Manager Cheryl Smallman (present via Zoom conference call) presented the grant opportunity and discussed the services that can be provided through the funding. BOCC MEETING MAY 20, 2020 PAGE 6 OF 11 DEBONE: Move approval of grant acceptance HENDERSON: Second VOTE: DEBONE: Yes HENDERSON: Yes ADAIR: Chair votes yes. Motion Carried OTHER: County Administrator Anderson inquired if the Board wanted to proceed with the IGA for the contact tracing program. Commissioner DeBone excused himself for a scheduled interview at 2:10 p.m. Dr. George Conway is waiting for the Board's support of the project prior to proceeding with the marketing campaign. Commissioner Adair expressed concern of going door to door with a testing program. County Counsel Doyle presented a draft IGA for OSU Cascades to provide testing in the community. The Board recommended adding a requirement that those persons performing these testing activities would properly protected. County Counsel Doyle will also add language on having proper identification. Commissioner Henderson recommended a press release. 10.Deliberations and Consideration of First/Second Readings: Ordinance No. 2020-022 Amending Deschutes County Code Titles 18 and 22 Isabella Liu, Community Development Department (present via conference call) presented the deliberations on the proposed text amendments relative to House Bill 2106 and House Bill 3384. HENDERSON: Move first and second readings, by title only of Ordinance No. 2020-022, including emergency clause Second BOCC MEETING MAY 20, 2020 PAGE 7 OF 11 Commissioner Adair read the Ordinance title into the record. VOTE: HENDERSON: Yes DEBONE: Yes ADAIR: Chair votes yes. Motion Carried HENDERSON: Move adoption of Ordinance No. 2020-022 DEBONE: Second VOTE: HENDERSON: Yes DEBONE: Yes ADAIR: Chair votes yes. Motion Carried 11.CDD Annual Report & Draft FY 20-21 Work Plan Community Development Department Director Nick Lelack presented the CDD Annual Report and Draft Work Plan. Present via conference call were CDD staff Peter Gutowsky, Chris Gracia, Angie Havinear, Sherri Pinner, Todd Cleveland, as well as Road Department Director Chris Doty. A public hearing is scheduled for the BOCC meeting of June 10, 2020. Planning Manager Peter Gutowsky reported on the marijuana property inspections and on the non - prime resource lands. The Board commented on the excellent customer service provided by Community Development Department. Mr. Lelack reported he was chosen as a nominee for ae position on the Department of Land Conservation and Development Board. BOCC MEETING MAY 20, 2020 PAGE 8 OF 11 12.FY 2021 Video Lottery Fund Allocation Continuation Communications Director Whitney Hale presented the continued discussion of the video lottery fund for fiscal year 2021. The state has announced a reduction of funds for all counties. Ms. Hale recommends she has a conversation with Chief Financial Officer Greg Munn and delay this allocation to a later meeting. OTHER ITEMS: • Commissioner Henderson inquired on the funding for the relief grant and would like to participate in discussions of allocating money. County Counsel Doyle recommended adding provisions in the IGA to include the recommended language. Mr. Anderson stated a review committee would consider grant applications. Commissioner Henderson offered to participate on the review committee. • Commissioner Henderson inquired on the discussions of the City of Bend urban renewal. County Administrator Anderson will confirm the City will present to the BOCC. • Commissioner Henderson inquired on the presentation on the 911 radio project and what the next steps were. Mr. Anderson explained a report was received and the information was presented to BOCC as the governing board of 911 and then the user board for information. Improved coverage projects will be presented during the budget hearings next week. • Commissioner Adair commented on church gatherings and is anticipating the court decision. • Commissioner DeBone commented on next week's budget hearing process. The set up process was reviewed. The hearings will be held in the Barnes Sawyer rooms with proper 6-foot spacing between committee members. The departments will have the ability to have one person physically present at one time if they chose and their staff will share their presentations BOCC MEETING MAY 20, 2020 PAGE 9 OF 11 remotely via Zoom conference meeting. The budget hearings will be available for the public via the Public Meeting Portal. • County Counsel Doyle presented the revised IGA with OSU Cascade for the testing project. Personnel conducting the testing will wear clothing that clearly identifies them as OSU Cascades and properly outfitted with personal protective equipment. With the recommended language edits, the Board authorizes Dr. Conway as the Health Services Director to sign the agreement. EXECUTIVE SESSION: At the time of 3:23 p.m., the Board went into Executive Session under ORS 192.660 (2) (e) Real Property Negotiations. The Board came out of Executive Session at 3:56 p.m. to direct staff to proceed as discussed. At the time of 3:56 p.m., the Board went into Executive Session under ORS 192.600 (2) (e) Real Property Negotiations. The Board came out of Executive Session at 4:23 p.m. At the time of 4:23 p.m. the Board went into Executive Session under ORS 192.660 (2) (f) information otherwise exempt from law. The Board came out of Executive Session at 4:31 p.m. At the time of 4:32 p.m. the Board went out of Executive Session under ORS 192.660 (2) (i) Employee Evaluation. The Board came out of Executive Session at 4:33 p.m. BOCC MEETING MAY 20, 2020 PAGE 10 OF 11 '►'' fltr,a �� lR' iFj,. Being no further items to come before the Board, the meeting was adjourned at 4:33 p.m. DATED this Day o� Commissioners. x 2020 for the Deschutes County Board of r € N DEBONE, VICE CHAIR BOCC MEETING MAY 20, 2020 PAGE 11 OF 11 Deschutes County Board of Commissioners 1300 NW Wall St, Bend, OR 97703 (541) 388-6570 - www.deschutes.or BOCC MEETING AGENDA DESCHUTES COUNTY BOARD OF COMMISSIONERS 10:00 AM, WEDNESDAY, MAY 20, 2020 Live Streamed Video - 1300 NW Wall Street - - Bend This meeting is open to the public, usually streamed live online and video recorded. To watch it online, visit www. deschutes. org/meetin. 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. Item start times are estimated and subject to change without notice. CALL TO ORDER MEETING FORMAT In response to the COVID-19 public health emergency, Oregon Governor Kate Brown issued Executive Order 20-16 directing government entities to utilize virtual meetings whenever possible and to take necessary measures to facilitate public participation in these virtual meetings. Beginning on May 4, 2020, meetings and hearings of the Deschutes County Board of Commissioners will be conducted in a virtual format. Attendance/Participation options include: Live Stream Video: Members of the public may still view the BOCC meetings/hearings in real time via the Public Meeting Portal at www.deschutes.org/meetines. Citizen Input: Citizen Input is invited in order to provide the public with an opportunity to comment on any meeting topic that is not on the current agenda. Citizen Input is provided by submitting an email to: citizen in putC@deschutes.org or by leaving a voice message at 541-385-1734, Citizen input received before the start of the meeting will be included in the meeting record. Zoom Meeting Information: Staff and citizens that are presenting agenda items to the Board for consideration or who are planning to testify in a scheduled public hearing may participate via Zoom meeting. The Zoom meeting id and password will be included in either the public hearing materials or through a meeting invite once your agenda item has been included on the agenda. Upon entering the Zoom meeting, you will automatically be placed on hold and in the waiting room. Once you are ready to Board of Commissioners BOCC Meeting Agenda Wednesday, May 20, 2020 Page 1 of 4 present your agenda item, you will be unmuted and placed in the spotlight for your presentation. If you are providing testimony during a hearing, you will be placed in the waiting room until the time of testimony, staff will announce your name and unmute your connection to be invited for testimony. Detailed instructions will be included in the public hearing materials and will be announced at the outset of the public hearing. PLEDGE OF ALLEGIANCE CITIZEN INPUT (for items not on this Agenda) [Note: Because COVID-19 restrictions may limit or preclude in person attendance, citizen input comments may be emailed to citizeninput@deschutes.org or you may leave a brief voicemail at 541.385.1734. To be timely, citizen input must be received by 9:00am on the day of the meeting.] CONSENT AGENDA 1. Consideration of Board Signature of Order No. 2020-027, Re -Appointing Pro-Tem Judge Greg Colvin 2. Consideration of Board Signature of Resolution No. 2020-012 to Extend Limited Duration Position in Victims Assitance Program 3. Approval of Minutes of the April 22, 2020 BOCC Meeting 4. Approval of Minutes of the April 24, 2020 BOCC Meeting 5. Approval of Minutes of the April 28, 2020 BOCC Meeting ACTION ITEMS CONVENE AS THE GOVERNING BODY OF THE DESCHUTES COUNTY 4H EXTENSION SERVICE DISTRICT 6. 10:05 AM Consideration of Board Signature of Document No. 2020-308, Updated IGA with OSU - Erik Kropp, Deputy County Administrator RECONVENE AS THE GOVERNING BODY OF DESCHUTES COUNTY 10:15 AM COVID-19 UPDATE Board of Commissioners BOCC Meeting Agenda Wednesday, May 20, 2020 Page 2 of 4 A) General Update B) Cares Act Distribution C) Request Approval of Grant Application for Coronavirus Emergency Supplemental Funding Program - Nathan Garibay, Emergency Manager D) Consideration of Board Order to Extend the Timeline for Requiring Events to Submit Social Distancing Plans - Erik Kropp, Deputy County Administrator LUNCH RECESS 7. 1:00 PM Consideration of Board Signature of Resolution No. 2020-020, Approving a Property Tax Exemption for Stillwater Crossing as Authorized by ORS 307.515 to ORS 307.537 - Tom Anderson, County Administrator 8. 1:20 PM Consideration of Board Signature of Resolution No. 2020-021, Greater Redmond Enterprise Zone - Whitney Hale, Communications Director 9. 1:35 PM Consideration of SAMHSA CCBHC Expansion Award and FTE Request - .Janice Garceau, BH Deputy Director 10. 1:50 PM Deliberations and Consideration of First/Second Readings: Ordinance No. 2020-022 Amending Deschutes County Code Titles 18 and 22 - Isabella Liu, Associate Planner 11. 2:00 PM CDD Annual Report & Draft FY 20-21 Work Plan - Nick Lelack, Community Development Director 12. 2:35 PM FY 2021 Video Lottery Fund Allocation Continuation - Whitney Hale, Communications Director OTHER ITEMS These can be any items not included on the agenda that the Commissioners wish to discuss as part of the meeting, pursuant to ORS 192.640. COMMISSIONER UPDATES Board of Commissioners BOCC Meeting Agenda Wednesday, May 20, 2020 Page 3 of 4 EXECUTIVE SESSION At any time during the meeting, an executive session could be called to address issues relating to ORS 192.660(2)(e), real property negotiations; ORS 192.660(2)(h), litigation, ORS 192.660(2)(d), labor negotiations, ORS 192.660(2)(b), personnel issues; or other executive session categories. Executive sessions are closed to the public, however, with few exceptions and under specific guidelines, are open to the media. Executive Session under ORS 192.660 (2) (e) Real Property and ORS 192.660 (2) (f) to Consider Information Exempt by Law from Public Inspection ADJOURN EliDeschutes County encourages persons with disabilities to participate in all programs and activities. This event/location is accessible to people with disabilities. If you need accommodations to make participation possible, please call (541) 617-474Z FUTURE MEETINGS: Additional meeting dates available at www.deschutes.o glmeetingcolendor Meeting dates and times are subject to change. If you have questions, please call (541) 388-6572. Board of Commissioners BOCC Meeting Agenda Wednesday, May 20, 2020 Page 4 of 4 wo c L w r- XO 2 �0 }u/ Ln MN I 64 rn 0 CD rJ CD (D 0 (D 0 0 (D 0 0 (D 0 W1 (D Wl C) Lr) CD to 14, m (Y) N C-4 — — LU r o o M tt) M M lD to lD rl lD 1� ei L11 rl 00 00 I� Ct Lf) Ln \ >Z N al d' _4 M -1 00 lC rl w M o Cl ') O C r-I Ol � a) N N N lD M I, w lD ri O 0) C 1 I? C-4 r- w LIl Ln Ln M M M N N r-I c-I rl c I rl K ai RP $S •}J O � O O O O � O O \ O O t0 0 0 0 0 0 O 0 0 O O O O O 0 0 0 0 0 0 LL M M r, N I- M Lf1 N ri Ln Cl :. 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Deschutes County Status • The Finance department has been collecting time, material and service costs since the inception of the pandemic. • Researched all known possible funding sources. • Greg Munn and James Wood have been acting as Finance Chief and Deputy Finance Chief, respectively, for the Emergency Operations Center (EOC). • We've reached out to all departments to solicit all possible additional costs that were not submitted through the EOC. • Eligible costs, based on 04.22.20 CRF guidance (attached), has been summarized on the draft reimbursement form. Once finalized and certified, the request will be submitted by Friday, May 22. Attached Documents Page 1— CARES funding local government reimbursement plan letter from Governor Brown. Page 3 — Federal Funding Certification. Page 5 — Draft reimbursement form. Page 6 — Coronavirus Relief Fund guidance for local governments. K zv i 13 f?C)V',>'N May 18, 2020 Association of Oregon Counties Gina Firman Nikkel, Executive Director 1201 Court St. NE, Suite 300 Salem, OR 97301 Dear Ms. Firman Nikkel, Thank you for your leadership during these challenging times. I value the state's partnership with local government and know that we will only succeed in keeping Oregonians safe and healthy during the COVID-19 pandemic if there is close collaboration among all levels of government. You have a tremendous role to play in the state's success as community leaders, protecting the lives of Oregonians in every corner of our state. With the passage of the federal Coronavirus Aid, Relief, Economic Security Act ("CARES Act"), Oregon received over $1.6 billion through the Coronavirus Relief Fund (CRF). I am working with legislative leaders to strategically utilize these funds in the statewide fight against the virus. Support for local governments is an important component of our effort to address pandemic - related costs. As you know, the federal government already sent $246.8 million directly to jurisdictions with populations over 500,000: Washington County, Multnomah County, and the city of Portland. For cities, counties, and special districts that did not receive CRF funds directly from the federal government, I am committing $400 million of the state's CRF funds: $200 million will be set aside to directly reimburse them for expenses they have incurred related to COVID-19; and $200 million will be used to continue covering costs related to personal protective equipment, testing, contact tracing, and isolation/quarantine. Local Government Reimbursement Plan The first phase of reimbursements will cover costs incurred between March 1 and May 15, 2020 by local governments outside Multnomah and Washington Counties. We will prioritize eligible costs related to medical expenses, public health costs, payroll for employees dedicated to COVID-19, and expenses to facilitate compliance with COVID-19 measures. We assume this first phase will use less than $50 million of the $200 million allocated. After we complete this first phase, the state will issue guidance for a second round of submissions in July. 254 STATE CAPITOL, SALEM OR 97301-4047 (503) 378-3111 FAX (503) 378-8970 WWW. GOVERNOR. OREGON. GOV AOC May 18, 2020 Page 2 Local governments interested in seeking reimbursement must complete the attached Federal Funding Certification and Request Forms by May 22, 2020. Funding requests (both the certification and request form) should be submitted to CoronavirusRelietFundL&Oregon.L'ov. All requests for reimbursement must comply with all federal restrictions for the CRF funds. The U.S. Department of Treasury has provided guidance' to interpret these criteria. In particular, please note that CRF resources are not allowed to replace lost government revenue. I am, however, continuing to push the federal government to provide $1 trillion in direct and flexible relief to states and local governments to help make-up for COVID-19 revenue losses. It is clear that COVID-19 will be at the center of our efforts to serve Oregonians for the foreseeable future, and we must continue working together in all aspects of the recovery effort. Thank you for your continued partnership. Sincerely, kA't 6W__ Governor Kate Brown i Guidance available at httas: uidance-for-State- Territorial-Local-and-Tribal-Governments.pdf (4/22/2020) 2 FEDERAL FUNDING CERTIFICATION I, , am the chief executive of I certify that: and I have the authority and approval from the governing body on behalf of to request direct payment from the State of Oregon from the allocation of the Coronavirus Relief Fund as created in section 5001 of H.R.748, the Coronavirus Aid, Relief, and Economic Security Act ("CARES Act") for reimbursement of the expenditures included on the attached Funding Request Form. 2. I understand that as additional federal guidance becomes available, an additional agreement between the State of Oregon and may become necessary. 3. I understand that the State of Oregon will rely on this certification as a material representation in making a direct payment to 4. I certify is use of the funds provided as direct payment from the Coronavirus Relief Fund were used only to cover those costs that — a. Are necessary expenditures incurred due to the public health emergency with respect to the Coronavirus Disease 2019 (COVID-19) ("necessary expenditures"); b. Were not accounted for in the budget most recently approved as of March 27, 2020; and c. Were incurred during the period that begins on March 1, 2020, and ends on December 30, 2020. 5. I understand funds provided as a direct payment from the State of Oregon pursuant to this certification must adhere to official federal guidance issued or to be issued on what constitutes a necessary expenditure. We have reviewed the guidance established by U.S. Department of the Treasury' and certify costs meet the required guidance. Any funds expended by a political subdivision or its grantee(s) in any manner that does not adhere to official federal guidance shall be returned to the State of Oregon. 6. I understand any local government entity receiving funds pursuant to this certification shall retain documentation of all uses of the funds, including but not limited to invoices and/or sales receipts in a manner consistent with §200.333 Retention requirements for records of 2 CFR Part 200 Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards (Uniform Guidance). Such documentation shall be produced to the State of Oregon upon request and may be subject to audit by the Secretary of State. 7. I understand any funds provided pursuant to this certification cannot be used as a revenue replacement for lower than expected tax or other revenue collections. Footnote: 1 — Guidance available at https://home.treasurv.2ov/system/files/136/Coronavirus-Relief-Fund-Guidance-for-State- Territorial-Local-and-Tribal-Governments.pdf (4/30/2020) 3 8. I understand funds received pursuant to this certification cannot be used for expenditures for which a local government entity has received any other supplemental funding (whether state, federal or private in nature) for that same expense. I certify that I have read the above certification and my statements contained herein are true and correct to the best of my knowledge. Printed Name and Title: Signature: Date: 4 DRAFT 0 Jigible Expenditures I. Medical Expenses A. Public hospitals, clinics, and similar facilities B. Temporary public medical facilities C. COVID-,1,9 testing, including,serological„testi D. Emergency medical response expenses ...:.:.......:................................................................ ................................ .....:............... ... ......... ............ .... ....................... ... E. Telemedicine capabilities II. Public Health Expenses A. Communication and enforcement B. Medical and protective supplies C. Disinfecting public areas and other facilities ........:..::..:.....................::......:::..::....::.:.:.........:................. .:::.::.......:.:......:..:.. D. Technical assistance on COVID-19 threat mil ...:.................::::::::::..::.......... ... ........ .:......... ........... ..::........................ ............ ... .... ............. E. Public safety measures F. Ouarantining individuals III. Payroll expenses for employees dedicated to COVID-19 .... ..........:....:..:::....... ..:.:...::::::..:..:...::.:..:::..:............... .................... .:....::::::::............. :....... ... .::::::..:...::...::::::::................. IV. Expenses to facilitate compliance with COVID-19-meas A. Food delivery to residents .... .... ...::::::...:...:::.::..::........::::..:::........:..::::::...........:.........::.:::::....:,,::::.... :,......:::::........ ::::..::..,:..:.,:::::::,,:.:,...,::::::::.,:.:...::::::::..:..__... B. Distance learning tied to school closings :::.:::::....:.::::::.................::.........::::.:::.......::::..::::......:::..::::::::....................... :::::..::.:::.::.:::::..::::.....::::::::...:.:.:.:::::::::::..:...::::::::::...:....:::::::::.:...:. C. Telework capabilities D. Paid sick and paid family and medical leave .::........:::::..........::.:::..::...:::::.::::.:::....:::.......:::.::....::::::..:::.:::..:::::.::..::::::...::................................. .... .... ..... ..:.:: E. COVID-19-related expenses in count :......:.:.......::...........::::::.........::::::.....::::..::::...........::::.......:.:...::::::::::..:....:::.::::...:.:...::::::::...:...:...:::..:�:. F. Care for homeless populations V. Other Eligible Expenses (Specifica n A. -,-"""C.""" . ........................... . . ............. ....... ::.::...:::....................... :::::....:::..::::..::::.::..:::..:::::::::..::::::::::::................................ ..:.:::..:::...::....................................... D..::.::::...::::......::::..::.......::..::........::.::....::::.:::::::::::.::..::..::....:::....::..::::::........::::::..............................::..::::::::.::::.::::::::::::.................................... ....... ...................... .......... ....... ......................... ....... ............................... .... ....... ... ..... .... ::.:::............................. .... ........ ............... ........ ..... ... .... ............ .. E. Total Current Request for COVID-19 Costs Incurred to Date 1 18,073 74,769 ....................:.::: 53,819 447.691 124,998 59.074 794,345 May 18, 2020 5 Deschutes County 05.22.20_CRF Request Form Coronavirus Relief Fund Guidance for State, Territorial, Local, and Tribal Governments April 22, 2020 The purpose of this document is to provide guidance to recipients of the funding available under section 601(a) of the Social Security Act, as added by section 5001 of the Coronavirus Aid, Relief, and Economic Security Act ("CARES Act"). The CARES Act established the Coronavirus Relief Fund (the "Fund") and appropriated $150 billion to the Fund. Under the CARES Act, the Fund is to be used to make payments for specified uses to States and certain local governments; the District of Columbia and U.S. Territories (consisting of the Commonwealth of Puerto Rico, the United States Virgin Islands, Guam, American Samoa, and the Commonwealth of the Northern Mariana Islands); and Tribal governments. The CARES Act provides that payments from the Fund may only be used to cover costs that — are necessary expenditures incurred due to the public health emergency with respect to the Coronavirus Disease 2019 (COVID-19); 2. were not accounted for in the budget most recently approved as of March 27, 2020 (the date of enactment of the CARES Act) for the State or government; and 3. were incurred during the period that begins on March 1, 2020, and ends on December 30, 2020.' The guidance that follows sets forth the Department of the Treasury's interpretation of these limitations on the permissible use of Fund payments. Necessary expenditures incurred due to the public health emergency The requirement that expenditures be incurred "due to" the public health emergency means that expenditures must be used for actions taken to respond to the public health emergency. These may include expenditures incurred to allow the State, territorial, local, or Tribal government to respond directly to the emergency, such as by addressing medical or public health needs, as well as expenditures incurred to respond to second -order effects of the emergency, such as by providing economic support to those suffering from employment or business interruptions due to COVID- 1 9-related business closures. Funds may not be used to fill shortfalls in government revenue to cover expenditures that would not otherwise qualify under the statute. Although a broad range of uses is allowed, revenue replacement is not a permissible use of Fund payments. The statute also specifies that expenditures using Fund payments must be "necessary." The Department of the Treasury understands this term broadly to mean that the expenditure is reasonably necessary for its intended use in the reasonable judgment of the government officials responsible for spending Fund payments. Costs not accounted for in the budget most recently approved as of March 27, 2020 The CARES Act also requires that payments be used only to cover costs that were not accounted for in the budget most recently approved as of March 27, 2020. A cost meets this requirement if either (a) the cost cannot lawfully be funded using a line item, allotment, or allocation within that budget or (b) the cost I See Section 601(d) of the Social Security Act, as added by section 5001 of the CARES Act. A is for a substantially different use from any expected use of funds in such a line item, allotment, or allocation. The "most recently approved" budget refers to the enacted budget for the relevant fiscal period for the particular government, without taking into account subsequent supplemental appropriations enacted or other budgetary adjustments made by that government in response to the COVID-19 public health emergency. A cost is not considered to have been accounted for in a budget merely because it could be met using a budgetary stabilization fund, rainy day fund, or similar reserve account. Costs incurred during the period that begins on March 1, 2020, and ends on December 30, 2020 A cost is "incurred" when the responsible unit of government has expended funds to cover the cost. Nonexclusive examples of eligible expenditures Eligible expenditures include, but are not limited to, payment for: 1. Medical expenses such as: • COVID- 1 9-related expenses of public hospitals, clinics, and similar facilities. • Expenses of establishing temporary public medical facilities and other measures to increase COVID-19 treatment capacity, including related construction costs. • Costs of providing COVID-19 testing, including serological testing. • Emergency medical response expenses, including emergency medical transportation, related to COVID-19. • Expenses for establishing and operating public telemedicine capabilities for COVID-19- related treatment. 2. Public health expenses such as: • Expenses for communication and enforcement by State, territorial, local, and Tribal governments of public health orders related to COVID-19. • Expenses for acquisition and distribution of medical and protective supplies, including sanitizing products and personal protective equipment, for medical personnel, police officers, social workers, child protection services, and child welfare officers, direct service providers for older adults and individuals with disabilities in community settings, and other public health or safety workers in connection with the COVID-19 public health emergency. • Expenses for disinfection of public areas and other facilities, e.g., nursing homes, in response to the COVID-19 public health emergency. • Expenses for technical assistance to local authorities or other entities on mitigation of COVID- 1 9-related threats to public health and safety. • Expenses for public safety measures undertaken in response to COVID-19. • Expenses for quarantining individuals. 3. Payroll expenses for public safety, public health, health care, human services, and similar employees whose services are substantially dedicated to mitigating or responding to the COVID- 19 public health emergency. 7 4. Expenses of actions to facilitate compliance with COVID-19-related public health measures, such as: • Expenses for food delivery to residents, including, for example, senior citizens and other vulnerable populations, to enable compliance with COVID-19 public health precautions. • Expenses to facilitate distance learning, including technological improvements, in connection with school closings to enable compliance with COVID-19 precautions. • Expenses to improve telework capabilities for public employees to enable compliance with COVID-19 public health precautions. • Expenses of providing paid sick and paid family and medical leave to public employees to enable compliance with COVID-19 public health precautions. • COVID- I 9-related expenses of maintaining state prisons and county jails, including as relates to sanitation and improvement of social distancing measures, to enable compliance with COVID-19 public health precautions. • Expenses for care for homeless populations provided to mitigate COVID-19 effects and enable compliance with COVID-19 public health precautions. 5. Expenses associated with the provision of economic support in connection with the COVID-19 public health emergency, such as: • Expenditures related to the provision of grants to small businesses to reimburse the costs of business interruption caused by required closures. • Expenditures related to a State, territorial, local, or Tribal government payroll support program. • Unemployment insurance costs related to the COVID-19 public health emergency if such costs will not be reimbursed by the federal government pursuant to the CARES Act or otherwise. 6. Any other COVID-19-related expenses reasonably necessary to the function of government that satisfy the Fund's eligibility criteria. Nonexclusive examples of ineligible expenditures The following is a list of examples of costs that would not be eligible expenditures of payments from the Fund. 1. Expenses for the State share of Medicaid.3 2. Damages covered by insurance. 3. Payroll or benefits expenses for employees whose work duties are not substantially dedicated to mitigating or responding to the COVID-19 public health emergency. 2 In addition, pursuant to section 5001(b) of the CARES Act, payments from the Fund may not be expended for an elective abortion or on research in which a human embryo is destroyed, discarded, or knowingly subjected to risk of injury or death. The prohibition on payment for abortions does not apply to an abortion if the pregnancy is the result of an act of rape or incest; or in the case where a woman suffers from a physical disorder, physical injury, or physical illness, including a life -endangering physical condition caused by or arising from the pregnancy itself, that would, as certified by a physician, place the woman in danger of death unless an abortion is performed. Furthermore, no government which receives payments from the Fund may discriminate against a health care entity on the basis that the entity does not provide, pay for, provide coverage of, or refer for abortions. s See 42 C.F.R. § 433.51 and 45 C.F.R. § 75.306. E 4. Expenses that have been or will be reimbursed under any federal program, such as the reimbursement by the federal government pursuant to the CARES Act of contributions by States to State unemployment funds. 5. Reimbursement to donors for donated items or services. 6. Workforce bonuses other than hazard pay or overtime. 7. Severance pay. 8. Legal settlements. \)T ES CC)GZ os� Deschutes County Board of Commissioners 1300 NW Wall St, Bend, OR 97703 (541) 388-6570 - Fax (541) 385-3202 - https://www.deschutes.org/ AGENDA REQUEST & STAFF REPORT For Board of Commissioners BOCC Wednesday Meeting of May 20, 2020 DATE: May 14, 2020 FROM: Janice Garceau, Health Services, TITLE OF AGENDA ITEM: Consideration of SAMHSA CCBHC Expansion Award and FTE Request RECOMMENDATION & ACTION REQUESTED: Staff request the Board of County Commissioners approve acceptance of the Certified Community Behavioral Health Clinic (CCBHC) Expansion Project grant, continuation of 13.0 FTE limited -duration positions, and addition of 6.0 FTE limited duration positions as described below. BACKGROUND AND POLICY IMPLICATIONS: On April 24, 2020, Deschutes County Health Services (DCHS) was notified it was awarded the Substance Abuse and Mental Health Services Administration's CCBHC Expansion Grant, spanning May 1, 2020 - April 30, 2022. A copy of the Notice of Award is attached. The project expands on DCHS's current CCBHC Expansion activities by maintaining increased access to services for individuals with serious mental illness, substance use disorders, co-occurring disorders, and serious emotional disturbance, and by increasing access to mental health and substance use treatment for homeless, incarcerated, non- English speaking and rural participants. The grant will fund 19.0 FTE limited duration positions: 13.0 FTE are continuations from the 18.5 FTE originally supported through the first SAMHSA CCBHC Expansion grant that ends September 29, 2020, and 6.0 FTE are new positions. The 13.0 FTE continued positions through April 30, 2022, consist of. 3.0 FTE Administrative Support Specialists 2.0 FTE Behavioral Health Specialist 2.0 FTE Behavioral Health Specialist 11 • 1.0 FTE Management Analyst • 4.0 FTE Peer Support Specialists • 1.0 FTE Public Health Nurse 11 The 6.0 FTE new positions from June 1, 2020 - April 30, 2022, consist of: • 1.0 FTE Administrative Support Specialist 1.0 FTE Language Access Coordinator • 1.0 FTE Peer Support Specialist • 1.0 FTE Community Health Specialist II 1.0 FTE Behavioral Health Specialist I • 1.0 FTE Behavioral Health Specialist II, Licensed FISCAL IMPLICATIONS: The grant will contribute up to $3,716,952 of direct program costs over two years, and a 10% de-minimus rate to the department's administrative overhead totaling $282,928 over two years. The grant will cover 19.0 limited -duration FTE from June 1, 2020 - April 30, 2022. The department acknowledges a likely start date of July 1, 2020, and, therefore, does not seek a budget adjustment for FY 2020 at this time. The award will also contribute $38,355 in travel and training expenses, $27,700 in various supplies, and $88,114 in contractual expenses covering evaluation, technical assistance, and translation services. ATTENDANCE: Janice Garceau, Director of Behavioral Health; Cheryl Smallman, Business Officer Notice of Award CCBHCOVD Issue Date: 04/24/2020 Department of Health and Human Services �(74 Substance Abuse and Mental Health Services Administration Center for Mental Health Services Grant Number: 1 H79SM083167-01 FAIN: H79SM083167 Program Director: Janice Garceau Project Title: Deschutes County Health Services Certified Community Behavioral Health Expansion Project Organization Name: COUNTY OF DESCHUTES Business Official: George Conway Business Official e-mail address: george.conway@deschutes.org Budget Period: 05/01/2020 — 04/30/2022 Project Period: 05/01/2020 — 04/30/2022 Dear Grantee: The Substance Abuse and Mental Health Services Administration hereby awards a grant in the amount of $4,000,000 (see "Award Calculation" in Section I and "Terms and Conditions" in Section III) to COUNTY OF DESCHUTES in support of the above referenced project. This award is pursuant to the authority of Authorized under CARES Act,2020; Sec. 501(o) of the PHS Act and is subject to the requirements of this statute and regulation and of other referenced, incorporated or attached terms and conditions. Award recipients may access the SAMHSA website at www.samhsa.gov (click on "Grants" then SAMHSA Grants Management), which provides information relating to the Division of Payment Management System, HHS Division of Cost Allocation and Postaward Administration Requirements. Please use your grant number for reference. Acceptance of this award including the "Terms and Conditions" is acknowledged by the grantee when funds are drawn down or otherwise obtained from the grant payment system. If you have any questions about this award, please contact your Grants Management Specialist and your Government Project Officer listed in your terms and conditions. Sincerely yours, Roger George Grants Management Officer Division of Grants Management See additional information below Page-1 SECTION 1— AWARD DATA —1 H79SM083167-01 Award Calculation (U.S. Dollars) Personnel(non-research) Fringe Benefits Travel Supplies Contractual Other Direct Cost Indirect Cost Approved Budget Federal Share Cumulative Prior Awards for this Budget Period AMOUNT OF THIS ACTION (FEDERAL SHARE) SUMMARY TOTALS FOR ALL YEARS YR AMOUNT 1 $4,000,000 $2,156, 998 $1,353,541 $38,355 $24,750 $82,496 $76,300 $3,732,440 $267,560 $4,000,000 $4,000,000 $0 $4,000,000 *Recommended future year total cost support, subject to the availability of funds and satisfactory progress of the project. Fiscal Information: CFDA Number: EIN: Document Number: Fiscal Year: IC CAN SM C96D300 93.829 1936002292A1 20SM83167AC3 2020 SM Administrative Data: PCC: CCBHCOVD / OC: 4145 Amount $4,000,000 SECTION II — PAYMENT/HOTLINE INFORMATION —1 H79SM083167-01 Payments under this award will be made available through the HHS Payment Management System (PMS). PMS is a centralized grants payment and cash management system, operated by the HHS Program Support Center (PSC), Division of Payment Management (DPM). Inquiries regarding payment should be directed to: The Division of Payment Management System, PO Box 6021, Rockville, MD 20852, Help Desk Support — Telephone Number: 1-877-614-5533. The HHS Inspector General maintains a toll -free hotline for receiving information concerning fraud, waste, or abuse under grants and cooperative agreements. The telephone number is: 1- 800-HHS-TIPS (1-800-447-8477). The mailing address is: Office of Inspector General, Department of Health and Human Services, Attn: HOTLINE, 330 Independence Ave., SW, Washington, DC 20201. Page-2 SECTION III — TERMS AND CONDITIONS —1 H79SM083167-01 This award is based on the application submitted to, and as approved by, SAMHSA on the above -title project and is subject to the terms and conditions incorporated either directly or by reference in the following: a. The grant program legislation and program regulation cited in this Notice of Award. b. The restrictions on the expenditure of federal funds in appropriations acts to the extent those restrictions are pertinent to the award. c. 45 CFR Part 75 as applicable. d. The HHS Grants Policy Statement. e. This award notice, INCLUDING THE TERMS AND CONDITIONS CITED BELOW. Treatment of Program Income: Use of program income — Additive: Recipients will add program income to funds committed to the project to further eligible project objectives. Sub -recipients that are for -profit commercial organizations under the same award must use the deductive alternative and reduce their subaward by the amount of program income earned. In accordance with the regulatory requirements provided at 45 CFR 75.113 and Appendix XII to 45 CFR Part 75, recipients that have currently active Federal grants, cooperative agreements, and procurement contracts with cumulative total value greater than $10,000,000 must report and maintain information in the System for Award Management (SAM) about civil, criminal, and administrative proceedings in connection with the award or performance of a Federal award that reached final disposition within the most recent five-year period. The recipient must also make semiannual disclosures regarding such proceedings. Proceedings information will be made publicly available in the designated integrity and performance system (currently the Federal Awardee Performance and Integrity Information System (FAPIIS)). Full reporting requirements and procedures are found in Appendix XII to 45 CFR Part 75. SECTION IV — SM Special Terms and Conditions —1 H79SM083167-01 REMARKS New Award 1. This Notice of Award (NoA) is issued to inform your organization that the application submitted through the funding opportunity Certified Community Behavioral Health Clinic Expansion Grants (FOA) No. SM-20-012 has been selected for funding. This award reflects conditional approval of the budget submitted March 5, 2020 as part of the application by your organization. 2. Recipients are expected to plan their work to ensure that funds are expended within the 12- month incremental period reflected on this Notice of Award. 3. All responses to award terms and conditions and post award amendment requests must be submitted as .pdf documents in eRA Commons. For more information on how to respond to tracked terms and conditions or how to submit a post award amendment request please refer to https://www samhsa.gov/ rc rants/grants-training-materials under heading Grant Management Reference Materials for Grantees. 4. Register Program Director/Project Director (PD) in eRA Commons: Page-3 If you have not already done so, you must register the PD listed on the HHS Checklist in eRA Commons to assign a Commons ID. Once the PD has received their Commons ID, please send this information to your Grants Management Specialist. You can find additional information about the eRA Commons registration process at https://era.nih.gov/reg_accounts/register_Commons.cfm. 5. Key Staff Key staff (or key staff positions, if staff has not been selected) are listed below: Janice Garceau, Project Director @ 100% level of effort Tyler Nass, Evaluator @ 100% level of effort Organizations receiving Federal Funds may not exceed 100% level of effort for any program staff member (Key Staff or otherwise) across all federally funded sources. Any changes to key staff —including level of effort involving separation from the project for more than three months or a 25 percent reduction in time dedicated to the project —requires prior approval and must be submitted as a post -award amendment in eRA Commons. 6. The purchase of PPE is an allowable cost and can only be provided for staff working directly on the SAMHSA grant. The purchase of PPE for clients is not an allowable cost. 7. The purchase of equipment or supplies (e.g., pre -paid minutes, cell phones, Hot spots, iPad, tablets, etc.) for clients is not an allowable cost. For additional information on how to submit a post -award amendment, please visit the SAMHSA website: https://www.samhsa.gov/grants/grants-management/post-award-changes. Any technical questions regarding the submission process should be directed to the eRA Service Desk: http://grants.nih.gov/support/. SPECIAL TERMS COVID Multi -Year This award reflects multi -year funding for two 12-month incremental periods within the budget period, from 5/1/2020 to 04/30/2022 in the amount of $4,000,000. Multi -Year Grant Award Funding Amounts Funding for each of the 12-month incremental period(s) is restricted and the recipient organization may not expend more than the following: 05/01/2020 - 04/30/2021: $2,000,000 05/01/2021 — 04/30/2022: $2,000,000 Funding Limitations Term The following funding restrictions apply for this program: o No more than 15 percent of the total grant award for each budget period may be used for data collection, performance measurement, and performance assessment, including incentives for participating in the required data collection follow-up. Page-4 o Up to $25,000 of the annual grant award for each budget period may be used to purchase technical assistance (TA). If TA is not needed, the recipient may use those funds for allowable or required activities. Additional Information: Recipients of HHS COVID-19 Emergency Funding Recipients are subject to additional reporting requirements per sections 15010 and 15011 of the Coronavirus Aid, Relief, and Economics Security (CARES) Act (P.L. 116-136). Additional guidance will be disseminated at a later date. Marijuana Term Grant funds may not be used, directly or indirectly, to purchase, prescribe, or provide marijuana or treatment using marijuana. Treatment in this context includes the treatment of opioid use disorder. Grant funds also cannot be provided to any individual who or organization that provides or permits marijuana use for the purposes of treating substance use or mental disorders. See, e.g., 45 C.F.R. § 75.300(a) (requiring HHS to "ensure that Federal funding is expended ... in full accordance with U.S. statutory ... requirements."); 21 U.S.C. §§ 812(c)(10) and 841 (prohibiting the possession, manufacture, sale, purchase or distribution of marijuana). This prohibition does not apply to those providing such treatment in the context of clinical research permitted by the DEA and under an FDA -approved investigational new drug application where the article being evaluated is marijuana or a constituent thereof that is otherwise a banned controlled substance under federal law. Please email any related questions to MJQuestions(cbSAMHSA.HHS.GOV Disparity Impact Statement (DIS) By July 1, 2020, submit via eRA Commons. The DIS should be consistent with information in your application regarding access, *service use and outcomes for the program and include three components as described below. Questions about the DIS should be directed to your GPO. Examples of DIS can be found on the SAMHSA website at: https://www.samhsa.gov/grants/grants-management/disparity-impact- statement *Service use is inclusive of treatment services, prevention services as well as outreach, engagement, training, and/or technical assistance activities. The disparity impact statement consists of three components: 1. Proposed number of individuals to be served and/or reached by subpopulations in the grant implementation area should be provided in a table that covers the entire grant period. The disparate population(s) should be identified in a narrative that includes a description of the population and rationale for how the determination was made. 2. A quality improvement plan for how you will use your program (GPRA) data on access, use and outcomes to monitor and manage program outcomes by race, ethnicity and LGBT status, when possible. The quality improvement plan should include strategies for how processes and/or programmatic adjustments will support efforts to reduce disparities for the identified sub - populations. Page-5 3. The quality improvement plan should include methods for the development and implementation of policies and procedures to ensure adherence to the Enhanced Culturally and Linguistically Appropriate Services (CLAS) Standards and the provision of effective care and services that are responsive to: a. Diverse cultural health beliefs and practices; b. Preferred languages; and c. Health literacy and other communication needs of all sub -populations within the proposed geographic region. All responses to award terms and conditions must be submitted as .pdf documents in eRA Commons. For more information on how to respond to tracked terms and conditions please refer to https://www.samhsa.gov/grants/grants-training-materials under heading How to Respond to Terms and Conditions. SPARS All SAMHSA recipients are required to collect and report certain data so SAMHSA can meet its obligation under the Government Performance Results Act (GPRA) Modernization Act of 2010. These data are gathered using SAMHSA's Performance and Accountability Reporting System (SPARS). CCBHC recipients are required to collect and report data for National Outcomes Measures (NOMs). These data are collected and reported at baseline (i.e., upon entry of each client into the project), every six months after entry of a client into the project; and at discharge. CCBHC recipients are required to do the following: 1. complete SPARS Annual Goals training and enter NOMS annual goals data into SPARS by August 1, 2020; 2. begin entering NOMS baseline interview data into SPARS within 5 days after completion of each intake interview; 3. conduct a NOMs reassessment interview six months following the intake interview and every 6 months thereafter and enter these data into SPARS; 4. conduct a Clinical Discharge NOMS interview at the time of client discharge and enter these data into SPARS. Information about SPARS training and data reporting will be provided upon award. Risk Assessment The Office of Financial Advisory Services (OFAS), SAMHSA may perform an administrative review of your organization's financial management system. If the review discloses material weaknesses or other financial management concerns, grant funding may be restricted in accordance with 45 CFR 75/2 CFR 200, as applicable. The restriction will affect your organization's ability to withdraw funds from the Payment Management System account, until the concerns are addressed. SPECIAL CONDITIONS Participant Protection By June 1. 2020, submit via eRA Commons your response to the following Participant Protection concern raised by SAMHSA's Initial Review Group: Page-6 The Committee reviewed the applicant organization's plans for ensuring confidentiality and SAMHSA participant protection and expressed concerns about the inadequacy of the discussion of the following: - Data collection does not include blood specimens for monitoring of metabolic biomarkers for those on antipsychotic drugs, or Al C for diabetes monitoring for those with SMI (as per FOA requirements). The response needs to be uploaded via eRA Commons (more information can be found at https://www.samhsa.gov/grants/grants-training-materials 'Notice of Award: How to Respond to Terms and Conditions Training'). Please also email, with the grant number in the Subject line, the response to your assigned Government Project Officer and SAMHSA Participant Protection Officer Michelle Bechard; michelle.bechard(a-samhsa.hhs.gov. All grant funds are available for this project except for those funds directly related to Participant Protection issues as outlined in the FOA. Currently, only activities that do not directly involve Participant Protection issues (i.e., are clearly severable and independent from those activities that do involve Participant Protection issues) may be conducted under this award. This restriction of funds will only be lifted if the Participant Protection issue noted above is appropriately addressed by you as the grantee and resolved to the satisfaction of your designated Government Project Officer and Participant Protection Officer. All responses to award terms and conditions must be submitted as .pdf documents in eRA Commons. For more information on how to respond to tracked terms and conditions please refer to https://www.samhsa.gov/grants/grants-training-materials under heading How to Respond to Terms and Conditions. Marijuana Special Condition of Award By no later than June 1, 2020, please submit an attestation statement confirming compliance with the language below. For state grantees, language in attestation should read, I certify that all sub recipients comply with the following language: Grant funds may not be used, directly or indirectly, to purchase, prescribe, or provide marjuana or treatment using marijuana. Treatment in this context includes the treatment of opioid use disorder. Grant funds also cannot be provided to any individual who or organization that provides or permits mar Juana use for the purposes of treating substance use or mental disorders. See, e.g., 45 C.F.R. § 75.300(a) (requiring HHS to "ensure that Federal funding is expended ... in full accordance with U.S. statutory ... requirements."); 21 U.S. C. §§ 812(c)(10) and 841 (prohibiting the possession, manufacture, sale, purchase or distribution of marjuana). This prohibition does not apply to those providing such treatment in the context of clinical research permitted by the DEA and under an FDA -approved investigational new drug application where the article being evaluated is marijuana or a constituent thereof that is otherwise a banned controlled substance under federal law. The attestation statement must be on letterhead and signed by the Authorized Representative or Business Official. Please email any related questions to MJQuestions(@SAMHSA.HHS.GOV All responses to award terms and conditions must be submitted as .pdf documents in Page-7 eRA Commons. For more information on how to respond to tracked terms and conditions please refer to https://www.samhsa.gov/grants/grants4raining-materials under heading How to Respond to Terms and Conditions. All previous terms and conditions remain in effect until specifically approved and removed by the Grants Management Officer. Multi -Year Award Submission 1. Multi -Year Incremental Period Submission By December 1. 2020, for the next incremental period 05/01/2021 to 04/30/2022, you must submit in eRA Commons the following three (3) documents: A. SF-424A - BUDGET INFORMATION - Non -Construction Programs Recipients must identify in Section B — Budget Categories, federal dollars in column 1 and non-federal dollars in column 2 for the next 12-month incremental period. The SF-424A BUDGET INFORMATION - Non -Construction Programs can be found at: https:Happly07.grants.gov/apply/forms/sample/SF424A-Vl.O.pdf Upload the completed .pdf of the SF-424A Budget Page to the "View Terms Tracking Details" page in eRA Commons. B. SAMHSA HHS Checklist (HHS-5161) — Part C Recipients must submit and update, as necessary, the name and contact information for the business official and project director. The SF-5161 HHS Checklist can be found at: https://apply07.grants.gov/apply/forms/sample/HHS—CheckList 2-1-V2.1.pdf Upload the completed .pdf of the HHS Checklist to the "View Terms Tracking Details" page in eRA Commons. C. Detailed Budget or Attestation Letter Recipients must submit a budget narrative and justification if the next 12-month incremental period budget has changed by more than 25% from the previously approved 12-month incremental period budget; or, Recipients must submit an attestation letter on the organization's letterhead, signed and dated by the authorized representative. The letter must include the statement, "The budget has not changed by more than 25% from the previously approved budget." Upload the completed .pdf of the detailed budget or the attestation letter to the "View Terms Tracking Details" page in eRA Commons. All responses to award terms and conditions must be submitted as .pdf documents in eRA Commons. For more information on how to respond to tracked terms and conditions Page-8 please refer to https://www.samhsa.gov/qrants/grants-training-materials under heading How to Respond to Terms and Conditions. Revised Detailed Budget & SF-424A By June 1, 2020, submit via eRA Commons. 1. Personnel — Key personnel (Program Director), Janice Garceau, level of effort (LOE) must be reflected in the budget. The FOA requires a Project Director to be budgeted for a minimum of 1.0 full-time equivalent (FTE). Please provide the LOE for the Program Director. 2. Travel — The airfare for Crisis Intervention Training was not calculated correctly. Please make the necessary correction to the line item and total. 3. Contracts — The FOA requires an Evaluator to be budgeted for a minimum of 1.0 full-time equivalent (FTE). Please clarify whether the evaluation services provided by PSU personnel equate to 1.0 full-time equivalent and include the salary/rate for the evaluation services personnel. 4. Other — a) Field Cellular Phone ($13,000): The amount shown is incorrect —13 phones x $50/month x 12 months equal $7,800. Please revise the budget to reflect the correct amount for field cellular phones. b) Barrier Removals — Phone ($4,000): Please clarify whether the cost shown is for the purchase of phones for clients. Equipment purchase for clients and related data plans and software is NOT an appropriate use of grant funds. 5. Funding Limitations/Restrictions: Your budget must reflect the funding limitations/restrictions specified in Section IV-3 of your Funding Opportunity Announcement (FOA). Identify the line items from the various budget categories that apply to data collection, performance measurement, and performance assessment costs including incentives for participating in the required data collection follow-up to show that the 15% requirement in the FOA will be met. Include a table summarizing these costs in your revised budget. A sample presentation of Data Collection & Performance Measurement funding limitation is included in the FOA to guide you in meeting this requirement. 6. Submit a Revised Detailed Budget with narrative justification and SF-424A incorporating the revisions requested above, you may reallocate funds elsewhere in your budget for reasonable, allowable, and necessary grant costs/activities equal to but not exceeding the maximum grant amount of $2,000,000 per year. All responses to award terms and conditions must be submitted as .pdf documents in eRA Commons. For more information on how to respond to tracked terms and conditions please refer to https://www.samhsa.gov/grants/grants-training-materials under heading How to Respond to Terms and Conditions. STANDARD TERMS AND CONDITIONS CCBHCOVD Programmatic Progress Reports The Programmatic Report is required at the midpoint of the grant period and at the end of the grant period. The Report must be submitted as a .pdf to the View Terms Tracking Details page in the eRA Commons System. Your organization is required to submit progress reports for this grant funding. Programmatic report submit via eRA Commons (View Terms Tracking) will be due by the Page-9 following dates: o November 30, 2020 (for the period May 1, 2020 through October 31, 2020) o May 31, 2021 (for the period May 1, 2020 through April 30, 2021) o October 31, 2021 (for the period May 1, 2020 through September 30, 2021) Final Programmatic Report submit via eRA Commons (Closeout Module) will be due: o July 31, 2022 (for the period May 1, 2020 through April 30, 2022) o Submit the final report via the eRA Closeout Module (https://www.samhsa.gov/grants/grants-management/grant-closeout) Each Programmatic Report must, at a minimum, include the following information: o A summary of key program accomplishments to -date. o Description of any difficulties and/or problems encountered in achieving planned goals and objectives including barriers to accomplishing program objectives, and actions to overcome barriers or difficulties. o Detailed summary of progress for performance measures as reflected in your application regarding goals and evaluation of activities Note: Recipients must also comply with the GPRA requirements that include the collection and periodic reporting of performance data as specified in the FOA or by the Grant Program Official (GPO). This information is needed in order to comply with PL 102-62, which requires that Substance Abuse and Mental Health Services Administration (SAMHSA) report evaluation data to ensure the effectiveness and efficiency of its programs. The response to this term must be submitted as .pdf documents in eRA Commons. Please contact your Government Program Official (GPO) for program specific submission information. For more information on how to respond to tracked terms and conditions please refer to https://www.samhsa.gov/grants/grants-training-materials under heading How to Respond to Terms and Conditions. Additional information on reporting requirements is available at https://www samhsa.qov/grants/grants-management/rep_orting-requirements. CCBHCOVD Federal Financial Report (FFR or SF-425) The Federal Financial Report (FFR or SF-425) is required at the midpoint of the grant period and at the end of the grant period and should reflect only cumulative actual Federal funds authorized and disbursed, any non -Federal matching funds (if identified in the Funding Opportunity Announcement (FOA)), unliquidated obligations incurred, the unobligated balance of the Federal funds for the award, as well as program income generated during the timeframe covered by the report. Additional guidance to complete the FFR can be found at http://www.samhsa.,qov/grants/grants- manaaement/reportinq-requirements. Your organization is required to submit the following FFRs for this grant funding: Page-10 o FFR should be submitted through eRA by the following dates: • November 30, 2020 (for the period May 1, 2020 through October 31, 2020) • May 31, 2021 (for the period May 1, 2020 through April 30, 2021) • October 31, 2021 (for the period May 1, 2020 through September 30, 2021) o FINAL - FFR should be submitted through eRA no later than July 31, 2022 (for the period May 1, 2020 thru April 30, 2020) FFR reporting must be entered directly into the eRA Commons system. Instructions on how to submit a FFR via the eRA Commons is available at https://www.samhsa.gov/sites/default/files/samhsa-grantee-submit-ffr-10-22-17.pptx. Closeout Refer to the following SAMHSA for Closeout Standard Terms and Conditions for awards issued in Fiscal Year 2020 https://www.samhsa.gov/grants/grants-managemenVnotice-award- noa/standard-terms-conditions. Additional information on closeout is available at https://www.samhsa.gov/grants/grants- management/grant-closeout. Standard Terms for Awards Your organization must comply with the Standard Terms and Conditions for the Fiscal Year in which your grant was awarded. The Fiscal Year for your award is identified on Page 2 of your Notice of Award. SAMHSA's Terms and Conditions Webpage is located at: httpss://www samhsa gov/grants/grants-management/notice-award-noa/standard-terms- conditions. Compliance with Award Terms and Conditions FAILURE TO COMPLY WITH THE ABOVE STATED TERMS AND CONDITIONS MAY RESULT IN ACTIONS IN ACCORDANCE WITH 45 CFR 75.3 71, REMEDIES FOR NOW COMPLIANCE AND 45 CFR 75.372 TERMINATION. THIS MAY INCLUDE WITHHOLDING PAYMENT, DISALLOWANCE OF COSTS, SUSPENSION AND DEBARMENT, TERMINATION OF THIS AWARD, OR DENIAL OF FUTURE FUNDING. All previous terms and conditions remain in effect until specifically approved and removed by the Grants Management Officer. Staff Contacts: Mary Blake, Program Official Phone: (240) 276-1747 Email: mary.blake@samhsa.hhs.gov Fax: (240) 276-1970 Anna Pham, Grants Specialist Phone: 240-276-0551 Email: Anna.Pham@samhsa.hhs.gov Page-11 � p V \ c v O , c c N co x W N u 00 •C C u t m yL+ N d N = O V N O 14 N m o L N m Ln La i u _N V LL• d m v JA 4- m c O d E d N y z m c a N in n 00 o0 Ln Mro 0 -1 O 00 Ln ,* Ln ll M N 00 Ln 00 N OM1 LT N M N F V} v} v} v} v} M vl of v1 iA iJ} VT Vl m a ' rn ' v N N '. in C1 O LO O aa* '•1 t/t u! V> +/r of of Vr yr ut yr L1 n 0o0 M ' On a) ' O o SO Cn OcA M N Lm0 LLII 0000 w N} e N u* v} +n of of vt yr v} yr v> n O m N Lo M n in Ln � N v> in u* vt v} v* v). 1-1 v). +n G1 N ccO c c w> ar 2 Cy _ d t U �„ U c E?0 O G 0 m V y m 3 h c u y a cr � •o c w v 0 . a LL c Al F al w -tio H L L Ln w- O m� >O O c y Y w n > N Ln c Y N fn 0 3 ° 00 m U Na d = M L% C N O O N w E N _ n Q O E NO p C U N La s N 3 —T CJ N c 1 O f0 c Y r 01c a w ' v F E N L~L L Y N 2N N C~ C O O al N pp a+ C N f0 N N O O` N N fm O 00 m UD 7 N W ate+ O C Y YO � d a1 L y O ,Yn LU u .E IN co L c M O V d N U A X 'O oo tm m c aj 'OD al 7 O 3 .°0 m N Vl N o c 3 g (u Y o u �N O E C Y ° ` 00 °.N n N 00 w ° N o— m 3 ;c w m a E c u Q Ln aJ a) � O1 c O L a! a) O gg u d -c Z u � ry `m � y ,m NO O O M >• N 'B > c v c} c c s m a o w c o c °1 o u o n a) Cal 3 YO a+ n C V Y N N U .0- 4.6 L/i a�)°c ° 3 N o 0 o N v a O Q c v r O N tw C tG c N m w tw L .c O n C a S LL Q Ln •h0 O 0 w \)I ES (- o " Deschutes County Board of Commissioners 1300 NW Wall St, Bend, OR 97703 (541) 388-6570 — Fax (541) 385-3202 — https://www.deschutes.org/ AGENDA REQUEST & STAFF REPORT For Board of Commissioners BOCC Wednesday Meeting of May 20, 2020 DATE: May 13, 2020 FROM: Nick Lelack, Community Development, 541-385-1708 TITLE OF AGENDA ITEM: CDD Annual Report & Draft FY 20-21 Work Plan BACKGROUND AND POLICY IMPLICATIONS: The Board of County Commissioners (Board) will hold a public hearing on the Community Development Department's (CDD) Annual Report and Work Plan on Wednesday, June 10. The purpose of this work session is to prepare the Board for that hearing. Each spring, CDD prepares an annual work plan describing proposed projects for the coming fiscal year. A review of the draft work plan provides the Planning Commission, Historic Landmarks Commission, customers and partner agencies, residents, and the Board the opportunity to provide input, including additions, modifications and possible re -prioritization. The work plan describes the most important objectives and proposed projects in each CDD division based on: 1. Board annual goals and policies; 2. Carry-over projects from current or prior years; 3. Changes in state law; 4. Grants/funding sources; and 5. Public comments. It also serves as the context within which new projects that arise during the course of the year are prioritized and undertaken. The Work Plan addresses current and potential COVID-19 impacts. FISCAL IMPLICATIONS: None. ATTENDANCE: Nick Lelack, CDD Director, in person, CDD Managers remotely via Zoom 117 NW Lafayette Avenue Building Safety P.O. Box 6005 Code Enforcement Bend, OR 97703 Coordinated Services www.deschutes.org/cd Environmental Soils (541) 388-6575 Planning |Ot[O�U[�OO .._ _....---~_,-^-^^'---'-^^^'-''--^--------^^'-~^^- '� , -...',-,'`. '_- ` ` � Code Enforcement ..................................,................................................................ ................................ LU ................. 20 .. 20 21 LJ , 24 r 24 7 7 The Community Development Department (CDD) facilitates orderly growth and development in the Deschutes County community through coordinated programs of Environmental Soils, Building Safety, Code Enforcement, Coordinated Services, Planning and education and service to the public. The 2020-21 Work Plan and 2019 Annual Report highlight the department's accomplishments, goals and objectives and are developed to: ✓ Report on achievements and performance; ✓ Implement the Board of County Commissioners (BOCC) goals and objectives; ✓ Implement the Deschutes County Customer Service "Every Time" Standards; ✓ Effectively and efficiently manage organizational assets, capabilities and finances, ✓ Fulfill the department's regulatory compliance requirements; ✓ Enhance the County as a safe, sustainable and highly desirable place to live, work, learn, recreate, visit and more; and ✓ Address changes in state law. The BOCC adopted this report on (TBD) after considering public, stakeholder and partner organization input and Planning Commission and Historic Landmarks Commission recommendations. The Work Plan often includes more projects than there are resources available. CDD coordinates with the BOCC throughout the year to prioritize and initiate projects. Projects not initiated are often carried over to future years. 4 CDD Work Plan 2020-21 / 2019 Annual Report Patti Adair, Chair Anthony DeBone, Vice Chair Phillip G. Henderson, Commissioner Torn Anderson, County Administrator I Erik Kropp, Deputy County Administrator Les Hudson— At Large ( Chair) Maggie Kirby— Bend Area (Vice Chair) Jim Beeger— Bend Area Dale Crawford — At Large Jessica Kieras— Redmond Area Hugh Palcic—South County Steve Swisher —Sisters Area Chris Horting-Jones, Chair-- Unincorporated Sharon Leighty, Vice Chair— Unincorporated Kelly Madden—Ex-Officio Bill Olsen— Pioneer Association Dennis Schmidling, Secretary— City of Sisters Rachel Stemach— Unincorporated GregoryJ. Frank I Stephanie Hicks I Will Van Vactor Dave Thomson, Chair Christopher Cassard, Vice Chair Katie Hammer Sam Handelrnan Wendy Holzman Katrina Langenderf Ann Marland Scott Morgan Rick Root David Roth Mark Smith 5 CDD Work Plan 2020-21 / 2019 Annual Report COMMUNITY . DEVELOPMENT Budget if4<, Fiscal Issues: • Establishing a financial contingency plan detailing the department's course of action as it relates to reserve fund reduction and resource allocation decision -making strategies in response to unknown economic and development activity conditions. • Ensuring financial stability and ongoing operations while navigating the uncertainty of COVID-19. • Ensuring costs are accounted for and recovered through fees and other revenue sources, per the adopted budget. Operational Challenges: • Maintaining high customer service levels with appropriate staffing levels while practicing social distancing, among other safety measures to protect everyone and expanding training for CDD's online services and public meeting technologies. • Adjusting departmental operations based on Oregon's state of emergency declaration and recommended practices, including, but not limited to, ongoing in -person front counter services in Bend and at satellite offices, building and septic inspections, and code enforcement investigations. • Developing and implementing new public hearing and overall citizen engagement strategies for meaningful public involvement in planning projects as social distancing and similar measures will likely be necessary for at least part of the fiscal year. • Responding to new regulations and laws as an outcome of 2020/21 legislative sessions. • Processing complex and controversial land use applications and decisions and code enforcement cases. • Addressing affordable housing. • Improving the department's website and keeping it up-to-date as utilization will significantly increase during and beyond the pandemic. Development statistics, dashboards, and other reports to keep staff and customers informed of development activity, and current and upcoming major projects. 6 CDD Work Plan 2020-21 / 2019 Annual Report vl l S C COMMUNITY DEVELOPMENT Total FTE's 45.00 52.00 55.00 58.00 58.00 CDD Work Plan 2020-21 / 2019 Annual Report Population Growth This graph provides a snapshot of the County's growth since 1960 and the preliminary 50-year Portland State University, Oregon Population Forecast Program, through 2068. *AAGR: Average Annual Growth Rate 8 CDD Work Plan 2020-21 / 2019 Annual Report m • Board of County Commissioners low 141 A r) FY 2020-21 Goals & Objectives Enhancing the lives of citizens by delivering quality services in o cost-effective manner COMMUNITIES (SC) �,o 1 Cc " 111"i e C-0 "I ( i I V 0 C-00 1fi C� �(jl cc] C V Oj,� h 'OU" (" 01 ()�Qc/ OCl/V 1, HEALTHY PEOPLE (HP) P! o,',) )o�,e ri N( WIS W ?0 ilt Of I)s 00 MUNEXISKaff, e 9 CDD Work Plan 2020-21 / 2019 Annual Report � �U C ES COMMUNITY DEVELOPMENT CDD is committed to a comprehensive approach to managing performance. The department achieves its goals and objectives by strategically establishing and monitoring performance measures and by adjusting operations based on results. The performance measures: ✓ Address service delivery expectations from the perspectives of CII customers; ✓ Ensure the department fulfills its regulatory compliance requirements; ✓ Efficiently and effectively manages the organization's assets, capacities and finances; and ✓ Preserve and enhance the County as a safe, sustainable and desirable place to live, visit, work, learn and recreate. CII 2020-21 performance measures align the department's operations and work plan with BOCC annual goals and objectives and the County's Customer Service "Every Time" Standards. https:// intranet.deschutes.org/Pages/Customer-Service-Standards.aspx . The following three tables and pages 1 1 to 13 summarize CII performance measures in Year 2019. Performance2019 Customer Perspective Meeting Target Within Range 0 Not Meeting Target PlanningDivision Lower Limit Target Upper Limit Number of Days To Process score Days To Process Administrative Determination Applications Without Prior Notice 14 Days 21 Days 35 Days 14.3 Days To Process Administrative Determination Applications With Prior Notice 30 Days 45 Days 60 Days 56.8 Building Division Lower Li Target Upper Limit Number of Days To Process Some Residential Plan Review Turnaround Time - Number of Days 2 Days 5 Days 8 Days 15.29 Building Division Loowear Target u oor Limit %CompletedLim Time $ Inspection Request Completed By Inspector On Day Requested By Customer 90% 95% 100% 98.3% Environmental Solis Division Lower limit Target Upper Limit %Completed On Time $core Pre -Cover Inspection Request Completed By Inspector On Day Requested By Customer 90% 95% 100 % 96.7% 10 CDD Work Plan 2020-21 / 2019 Annual Report Performance2019 r Internal Organizational Assets Meeting Target Within Range Not Meeting Target Coordinated Services Lower Limit Target upper Limit %APp, For At Permit Counter score Percentage of Permits Applied For At The Permit Counter 60% 40% 20% 68.4% Building Division m�r Target tlPmdr For %ApOnline S000 Percentage of Permits Applied For Electronically 20% 40% _!!I 31.6% Building Division Liimit Target unit aoconkally scorn Percentage of Building Division Inspections Scheduled Electronically 50% 65% 80% 72.6% Environmental Soils Division Lower LimitPercentage Target Upmr %Apepakod For score of Environmental Soils Division Permits Applied For Electronically t 5% 35% 50% 16.2% Environmental Soils Division L�� target Upper Eleci onically Score Percentage of Environmental Soils Division Inspections Scheduled Electronically 35% 50% 65% 74.8% Meeting Target Within Range Not Meeting Target Code Enforcement Lov" Lund Taigel upper Lind compr om Rate score Achieving Voluntary Compliance 75% 85% 100% 91.0 Resolving Cases within 12 Months 75% 85% 100% 88.3 Building Division LLimit Target Limed Avg. Day Scorn Residential Building Inspections - Number of Stops Per Day 6 i Day 61 Day t0 i Day 6.33 Building Division ��a Target uip` Pin " smre Residential Plan Review - Average Number of Plan Reviews Per Examiner Per Day 21 Day 3 i Day 41 Day 2.6 Environmental Soils Division LLimit Target Liimd` Issue emit score New System Permit Process Control - Turn Around Time in Days 5 Days 10 Days 15 Days 10.3 11 CDD Work Plan 2020-21 / 2019 Annual Report Improved process to decrease the number of days for permit issuance by streamlining permit technician and planner review by updating workflow efficiencies between Planning and Coordinated Services; Creation of a farm crop processing Permit Sign Off (PS), excluding cannabis, to implement HB 2844 standards eliminating the need for Site Plan review if the processing facility meets certain standards; ® Created a plans examiner call line to distribute calls evenly among staff; and ® Code Enforcement territories were re -aligned improving efficiency for site visits. ® Removing the number of plan reviews performed per day, which did not accurately reflect the changing nature of many permit reviews. 12 CDD Work Plan 2020-21 / 2019 Annual Report • Achieve 6-10 inspection stops per day to provide quality service. (BOCC Goal & Objective SD-1) • Achieve an average turnaround time on building plan reviews of 8-10 days to meet or exceed state requirements. (BOCC Goal & Objective SD-1) • Achieve 50-80% of inspections scheduled online. (BOCC Goal & Objective SD-1) • Achieve 90-100% of inspections completed the same day as requested. (BOCC Goal & Objective SD-1) • Provide community training opportunities for online application submission to obtain a goal of 30% of application submittals conducted online. (BOCC Goal & Objective SD-1) �.. Improve voluntary compliance in Code Enforcement cases from 85% to 90%. (BOCC Goal & Objective SC-1) • Improve the resolution of Code Enforcement cases within 12 months from 75% to 85%. (BOCC Goal & Objective SC-1) • Achieve a customer feedback rating of 2.7 (out of 3.0) or better. (BOCC Goal & Objective SD-2) • Provide community training opportunities for online application submission to obtain a goal of 30% of application submittals conducted on line. (BOCC Goal & Objective SD-1) • Achieve structural permit ready -to -issue turnaround time for Coordinated Services of 4-5 days. (BOCC Goal & Objective SD-1) 13 CDD Work Plan 2020-21 / 2019 Annual Report 2020-21 Performance Measures by Divisior ® Achieve compliance with the ATT (Alternative Treatment Technology Septic System) Operation and Maintenance (O&M) reporting requirements of 95% to protect groundwater. (BOCC Goal & Objective H P-3) • Improve the issuance of onsite septic system permits from within 15 days of completed appli- cation to within 12 days of completed applica- tion. (BOCC Goal & Objective SD-1) • Provide community training opportunities for online application submission to obtain a goal of 15-50% of application submittals conducted online. (BOCC Goal & objective SD-1) • Achieve 30% of inspections scheduled online. (BOCC Goal & Objective SD-1) • Achieve 90-100% of Pre -cover inspections com- pleted the same day as requested. (BOCC Goal & Objective SD-1) • Sustain the issuance of land use administrative decisions with notice within 45 days and without notice within 21 days of completed application. (BOCC Goal & Objective SD-1) • City of Bend and Redmond Affordable Housing: Amend the City of Bend Urban Growth Boundary to implement HB 4-079, a pilot project to increase the supply of affordable housing units. (BOCC Goal & Objectives EV 1, EV 2, EV 3, EV 4 and HP 1) Amend the City of Redmond Urban Growth Boundary to implement HB 2336, a pilot project to increase the supply of affordable housing units. (BOCC Goal & Objectives EV 1, EV 2, EV 3, EV 4 and HP 1) Complete DLCD Grants with public involvement to develop and consider recommendations to address wildfire hazard mitigation and Goal 5 wildlife habitat inventories to inform the 2021 Comprehensive Plan Update. (BOCC Goal & Objectives SC 3, HP 3, and EV 2) • Complete rural vacant residential lands analysis and develop a County housing strategy to inform the 2021 Comprehensive Plan Update. (BOCC Goal & Objectives HP 3, EV 1 and EV 2) 14 CDD Work Plan 2020-21 / 2019 Annual Report AWN I 0 Administrative Services consists of the Community Development Director, Senior Management Analyst, two Systems Analysts and one Administrative Assistant. The Administrative Services Division provides oversight for all departmental operations and facilities, human resources, budget, customer services, technology and performance measures. Systems Analyst staff are responsible for the integration of technology across all CDD divisions and coordinates with the cities as well as providing direct service to the public via application training and support, web -based mapping, reporting services and data distribution. ✓ Completed installation of parking lot and lobby security cameras to improve safety, - installed lobby monitor screen to welcome and educate customers regarding services offered, - Initiated an equipment replacement schedule which is part of CDD's Information Technology (IT) strategic plan during the FY20 budget process; ✓ Published a weekly web -based Land Use Activity Summary to communicate land use decisions and weekly customer and permit activity; ✓ Published a monthly web -based Development Summary Report to communicate department news, development statistics and performance measures; ✓ Implemented a new customer queue management software for tracking CDD customer wait times, purpose of visit and performance metrics; ✓ Completed Continuity of Operations Plan (COOP) which details department's plan to continue operation in the event of a disaster; ✓ Participated in a County led effort to create a county -wide plan for Pre -disaster Preparedness Plan; ✓ Updated CDD website, including division and project webpages; ✓ Participated in an Active Shooter Training in conjunction with the Sheriff's Office and Risk Management at the main office in Bend, - Participated in an international Accela permitting software webinar and written case study regarding Deschutes County's migration to cloud technology optimizing agency productivity. https:// 15 CDD Work Plan 2020-21 / 2019 Annual Report Reconfigure Accela to improve code enforcement case management and enable fines and fees to be recorded. ® Revise daily cash balancing procedures to improve internal controls. • Participate in a County led effort to create a county -wide Pre - disaster Preparedness Plan. • Explore expanding the Planning Division's webpage to provide more information about land use public hearings and opportunities for the public to submit comments on pending applications. • Expand CDD Information Technology strategic plan to include a five year vision. • Complete videos of each division to inform online customers and County College students about CDD's purpose, programs and services. • Update COOP, if necessary, based on lessons learned from COVID-19 Nick Lelack, AICP Community Development Director (541) 385-1708 Tim Berg Applications System Analyst III (541) 330-4648 Ines Curland Application System Analyst 1 (541) 317-3193 Tracy Griffin Administrative Assistant (541) 388-6573 Sherri Pinner Senior Management Analyst (541) 385-1712 Nick.Lelack@deschutes.org Tim.Berg@deschutes.org Ines.Curland@deschutes.org Tracy.Griffin@deschutes.org Sherri.Pinner@deschutes.org 16 CDD Work Plan 2020-21 / 2019 Annual Report COMMUNITY DEVELOPMENT Building Safety Building Safety consists of one Building Safety Director, one Assistant Building Safety Official and sixteen Building Safety Inspectors.. The Building Safety Division administers and implements the state and federal building codes through a process of education and a clear and consistent application of the specialty codes. The division provides construction plan reviews, consultation and inspection services throughout the rural county and the cities of La Pine and Sisters. The division also provides services to Lake, Jefferson, Klamath and Crook counties, the cities of Bend and Redmond, and the State of Oregon Building Codes Division on an as -needed basis. ✓ Issued 568 new single-family dwelling permits in 2019. The distribution of these new homes for Deschutes County's building jurisdiction included: — Rural/unincorporated areas: 440 — City of La Pine: 53 — City of Sisters: 75 17 CDD Work Plan 2020-21 / 2019 Annual Report COMMUNITY tpp�p� DEVELOPMENT ✓ Participated in public, community and customer -specific education and outreach efforts such as: — Construction Contractors Board at Sisters Library on the County's building program, services and technologies; — High school students interested in the trades at a local jobs fair; ✓ Coordinated with State and County staff to promote and educate customers on how to apply for online permits and inspections, - Continued succession planning, cross -training and technology investments to maintain and improve efficiencies; ✓ Continued to serve in regional and statewide leadership positions to support Deschutes County and Central Oregon interests. ® Implement succession planning for the retirement of two long-term inspectors. ® Provide certification cross -training, for all new hires to maintain the division's goal of having fully certified residential inspection staff. a. Research ways to reduce the carbon footprint associated with field inspection duties such as: b. Alternative fuel options; c. Charging stations for electric vehicles, each station has charging capabilities for 1-2 vehicles; ® Work with the Road Department to research viability of All Wheel Drive electric vehicles. ® Work with Oregon e-Permitting to help test the new app for inspections prior to the roll out. ® Investigate the use of drones and other technologies to accomplish high risk inspections such as: a. Roof diaphragm nailing b. Chimney construction c. High lift CMU grouting ® Continue participation in the Planning Division led Wildfire Mitigation Advisory Committee process to consider adopting a new Wildfire Hazard Zone map, a local ordinance implementing additional construction standards to reduce hazards presented by wildfire (Oregon Residential Specialty Code R327.4), and/or new defensible space requirements into Deschutes County Code. ® Produce new informational brochures as required by Oregon Administrative Rule (OAR) 918-020-0090 to help customers navigate code changes such as Energy Code and Daycare Facility updates. ® Hosting two or three Chemeketa Community College Building Inspection Technology students this summer for their Cooperative Work Experience which provides us an opportunity to demonstrate the county's customer friendly, service oriented approach as a regulatory agency. 18 CDD Work Plan 2020-21 / 2019 Annual Report COMMUNITY DEVELOPMENT Randy Scheid Building Safety Director (541) 317-3137 Chris Gracia Assistant Building Official (541) 388-6578 Krista Appleby Building Inspector 111 (541) 385-1701 Keri Blackburn Plans Examiner / Bldg. Insp (541) 388-6577 Rainer Doerge Building Inspector ill x1638 Scott Farm Building Inspector III x1639 David Farrin Building Inspector III (541) 385-1702 Owen Gilstrap Building Inspector III x1640 Brandon Jolley Building inspector III x1625 John Kelley Building Inspector III X1642 Michael Liskh Building Inspector III x1627 Brian Moore Building Inspector III (541) 385-1705 Russell Robertson Building Inspector III x1643 Todd Russell Building Inspector III x1644 Laurie Wilson Building Inspector III (541) 383-6711 Richard Wright Building Inspector III x1626 Randy.Scheid@deschutes.org Chris.Gracia@deschutes.org Krista.Appleby@deschutes.org Keri.Blackburn@deschutes.org Rainer.Doerge@deschutes.org Scott.Farm@deschutes.org David.Farrin@deschutes.org Owen.GiIstrap@deschutes.org Brandon.Jolley@deschutes.org John.Kelley@deschutes.org Michael.Liskh@deschutes.org Brian.Moore@deschutes.org Russell.Robbertson@deschutes.org Todd.RusselI@deschutes.org Laurie.Wilson@deschutes.org Richard.Wright@deschutes.org +11% zoh •1% 2012 2013 2014 2015 2016 2017 2018 2019 AWN 19 CDD Work Plan 2020-21 / 2019 Annual Report c..yLN ` UG2 COMMUNITY DEVELOPMENT Code Enforcement consists of three Code Enforcement Specialists and one volunteer. The program is managed by the Coordinated Services Administrative Manager and is supported by a law enforcement technician from the Sheriffs Department and operating divisions. The Code Enforcement Division is responsible for investigating code violation complaints to ensure compliance with land use, onsite wastewater disposal, building and solid waste codes (by contract with the Solid Waste Department), and provides direct service on contract to the City of La Pine for solid waste violations. The program's overriding goal is to achieve voluntary compliance. If necessary, citations are issued for prosecution in Circuit Court or before a Code Enforcement Hearings Officer. The program continues to adapt to the County's challenges of growth and diversification, incorporating new measures to ensure timely code compliance. While voluntary compliance is the primary objective, an ever-growing number of cases require further code enforcement action because of delayed correction or non-compliance. Through the continuing development and refinement of departmental procedures for administrative civil penalty, Code Enforcement is obtaining compliance from citations rather than court adjudication resulting in greater cost recovery. A disconcerting trend is the need for County abatement in some cases. In abatement, the County corrects the violations with the priority on compliance. Abatement action is reserved for matters of chronic nuisance and public health and safety. In response to this trend, Code Enforcement is closely coordinating with other County departments in the development and enactment of abatement plans. ✓ During 2019, 1,002 new cases were received and 539 cases were resolved. This is a 12% increase in cases from the previous year. ✓ Provided community education through regular presentations to local real estate groups and title companies. Additionally, staff presented as guest speaker at the 2019 Department of Environmental Quality Summit, focusing on options regarding general compliance with local and state agencies. ✓ Partnered with the Solid Waste Department to implement the use of a voucher system offering financial assistance to customers meeting eligibility criteria in order to facilitate timely compliance. ✓ Continued to partner with departments within the County to resolve difficult cases. Coordination between departments ensures efficiency of operations and avoids overlapping efforts, thus allowing staff to conduct a thorough investigation on behalf of community members. ✓ Created a dashboard for code enforcement rnetrics such as "cases opened and closed by year", "current active cases" and "current assigned cases by staff member", allowing an assessment of live data and the opportunity to adjust cases and staff as necessary. ✓ Coordinate with Planning, Building Safety and Environmental Soils division to redefine the County's process for decommissioning unlawful second dwellings. ✓ John Griley earned the Code Enforcement Professional Award at the Oregon Code Enforcement Association. 20 CDD Work Plan 2020-21 / 2019 Annual Report C\h\)I ES Cet COMMUN ITY DEVELOPMENT Evaluate and update the Code Enforcement Policy and Procedures Manual to: a. Implement BOCC direction on Marijuana complaints and procedures which were not previously included,- b. Align and implement the land use planning procedures with Deschutes County Code 22.20.015-1 c. Update based on other jurisdiction's best practices-, and d. Clearly describe proactive enforcement actions such as tracking temporary use permits, replacement dwellings and unpermitted second dwellings. 21 CDD Work Plan 2020-21 2019 Annual Report ' COMMUNITY DEVELOPMENT Update Deschutes County Code sections 1.16 and 1.17 to: a. Create an abatement code to use as another tool to gain compliance; b. Align the code with the Deschutes County Code; c. Implement updates to the Code Enforcement Policy & Procedures Manual that are necessary. • Conduct public outreach to real estate professionals and organizations, homeowners associations, etc., to share information regarding the code enforcement program and current issues. ® Automate the process for medical hardship notification and out -of -compliance O&M contracts performed by code enforcement volunteers. ® Modify procedures as necessary during and temporarily following the COVID-19 pandemic.. Christopher Beem Code Enforcement Specialist (541) 385-1745 Christopher.Beem@deschutes.org John Griley Code Enforcement Specialist (541) 617-4708 John.Griley@deschutes.org Dan Smith Code Enforcement Specialist (541) 385-1710 Dan.Smith@deschutes.org 22 CDD Work Plan 2020-21 / 2019 Annual Report COMMUNITY DEVELOPMENT Coordinated Services consists of an Administrative Manager, ten Permit Technicians and an Administrative Support Technician. The Coordinated Services Division provides permitting and "front line" direct services to customers at the main office in Bend as well as in the La Pine and Sisters City Halls. Staff work to ensure minimal wait times, provide accurate information to the public and ensure the efficient operation of the front counter and coordination among all division. Staff also perform basic building plan reviews. ✓ Permit Technicians continued to provide exceptional customer service to customers. Lead Technician, Judy Hackett, was awarded the 2019 Oregon Permit Technician Association's 3 " Annual Bonnie Lanz Outstanding Permit Technician of the Year Award from the State of Oregon. ✓ Staff served approximately 9,400 counter customers during 2019. ✓ Cross -trained Permit Technicians to manage satellite offices. ✓ Reconfigured the City of Sisters permitting process to include implementation of tools within the Accela permitting software. Utilizing Accela in this manner allows all communication between organizations to occur electronically for documentation regarding Planning approvals and approvals to issue a Certificate Of Occupancy. ✓ Reconfigured the Driveway Access permitting process within Accela to include approvals from the Road Department allowing for all communication to occur electronically. ✓ Increased electronic permit submittals through public education and outreach to licensed professionals. During 2019, CDD received 28.6% of applications on line in comparison to 25.8% in 2018. ✓ Created an application in partnership with i IT staff to display alert messages when online permits have been submitted, payments have been applied or documents have been uploaded, resulting in increased processing efficiencies. ✓ Continued succession planning for the retirement of two long term staff with the hiring of two limited duration Permit Technicians. Cross -training staff allows the division to maintain high customer service standards during this transition. ✓ As Accela continues to evolve and new tools become available, Deschutes County continues to be a statewide leader in offering training opportunities to customers and regional agency partners. Coordinated Services has hosted in-house, one-on-one training opportunities to facilitate a streamlined permitting process. With local contractors. ✓ Implemented a Master Electrical Permit Program with the Building Safety Division establishing a more efficient procedure for handling repair, alteration and replacement of existing electrical products in qualified facilities. 23 CDD Work Plan 2020-21 / 2019 Annual Report o COMMUNITY | DEVELOPMENT | �~��~~` '~�'~' r - ° Create atraining manual ofStandard Operating Procedures asan additional resource for Permit Technicians for consistency and succession planning. ° Create a"CustornerProperty Report" toprovide asnapshot o[key property details 8Satool to {0rnbi0e and consolidate data for efficient research. ° Increase customer, contractor and public education ofAcce|aand online permit applicationstO8UeviaLe|0bbvvv8itU[nes8Vdin[re3Se permit issuance times. ° Create atraining program for new hires to improve training efficiencies. K&amQ�ce-�}7NyYL��y�zeAvenue8endO� �77O3 L8p, �-.�O-"651,/y-h5��r�O� �773 S "s t eace 7759 Tuesday�I}Oarm-��03pm Angie Havniear Katie Borden Tara Campbell -Alvarez AmiDougkerty Robert Graham Administrative Manager Permit Technician , Permit Technician Permit Technician `permit Technician Judy Hackett Permit Technician [heneUeHale '' � '�� ^� Permit Technician Lindsey Holloway Permit Technician Terese]anis Permit Technician Jennifer Lawrence Permit Technician Lisa Petersen Permit Technician (541)317-3122 Anoela.Havniear@deschutesorg (541)385-1741 Kate.Borden@deschutesorg (541)385-3217 Ami.Doueherty@deschutesnrg '(541)383-6710 ^ �. Robert.Graham@deschutesorg (541)385'1713 ]udxHackett@deschutesurg (541)330~4681 [hepeUe.Ha|e@dpsdhutesorg (541)388'6596 UndseyHoUoway@deschutesorg �(541)383~4435 Tensejarvis@deschutes.org (541)385'1405 ]ennifer.LLavvrence@deschutes.orQ (541)317'3188 Lisa.Petersen@deschutesurg Mahkmllbnni Administrative Support Technician (541)385-1409 K4ankm.||UVn/@descnutesorg MAW 24 CDD Work Plan 2020-21 2019 Annual Report COMMUNITY DEVELOPMENT Environmental Soils Environmental Soils consists of one Environmental Health Supervisor, one Environmental Health Specialist II, two Environmental Health Specialist I trainees, one On -call Inspector and one Permit Technician. The Environmental Soils Division regulates on -site wastewater treatment systems (septic) to assure compliance with state codes, and monitors environmental factors for public health and resource protection. They provide site evaluations, design review, permitting, inspection, education and coordination with the Oregon Department of Environmental Quality (DEQ) for onsite wastewater treatment and dispersal systems. Staff inspects sewage pumper trucks, reports on the condition of existing wastewater systems, maintains an Operations and Maintenance tracking system, provides the public with information on wastewater treatment systems and regulations and investigates sewage hazards. Priority is given to addressing sewage health hazards and protecting public health and the environment. Staff are also engaged in the proactive pursuit of protecting the groundwater in Deschutes County and continue to work with DEQ on permitting protective onsite wastewater systems in South Deschutes County. ✓ Assessed 320 sites for onsite wastewater treatment and dispersal systems, an increase of 14% from 2018, and issued 1,670 permits and authorizations for new and existing onsite treatment and dispersal systems, an increase of 7% from 2018. Assessed sites included several new subdivisions, including the Westside Transect. Applications are becoming more complex and technical. ✓ Continued coordination with the Neighbor Impact Loan Partnership program that provides financial assistance to South County property owners when a nitrogen reducing ATT system is required to repair a failing onsite system and the owner does not qualify for a conventional loan. ✓ Provided to property owners in South County seven rebates of $3,750 per property for upgrading conventional onsite systems to nitrogen -reducing pollution reduction systems. ✓ Regularly coordinated with the Department of Environmental Quality (DEQ) to determine the circumstances in South County requiring protective onsite wastewater systems. Staff continued to support and work with DEQ staff on South Deschutes/ Northern Klamath Groundwater Protection Steering Committee recommendations. ✓ Coordinated with the City of Bend staff to assess sites eligible for onsite wastewater treatment and dispersal systems due to their distances from a sewer collection facility. ✓ Increased electronic permit submittal and inspection scheduling through outreach and education of customers, particularly licensed professionals. During 2019, the division received 21.6% of applications online compared to 15.7% in 2018. ✓ Continued working with DEQ on permitting protective onsite wastewater systems in South Deschutes County. Revisited current policies with DEQ staff including a hydrologist, and determined best protective policies moving forward. ✓ Participated as a member of the Technical Review Committee for the DEQ onsite wastewater treatment system program and provided advice on rulemaking proposals, particularly ATT systems that will have impacts to environmentally sensitive areas of Deschutes County. 25 CDD Work Plan 2020-21 / 2019 Annual Report ��A�p�N|�K�� ~_��vv,,vv~�n�. . , | DEVELOPMENT | �^^_~�^_��" m.�.�, • Continued coordination with the City ofBend and DEQ regarding the southeast sewer interceptor and sewer expansion, and the impact on homeowners with onsite wastewater systems. / Participated in the Upper Deschutes Agricultural Water Quality Management Area Local Advisory Committee. / Increased staff involvement in a broader variety of Environmental Health related conferences. seminars and workshops tVprovide new learning opportunities and encourage professional development and new connections beyond the onSite program. / Developed and published aweb-based quarterly newsletter for Installers. / Participated in the City UfBend 5t0[Dl Water Public Advisory Gr0Up. / Facilitated process resulting |nBD[[ adoption of Resolution 2O19-O4Oamending the Pollution Reduction Credits part 0fthe Transferable Development Credit Program. 26 CDD Work Plan 2020-21 2019 Annual Report COMMUNITY DEVELOPMENT ® Re -visit current policies with DEQ staff including a hydrologist, and determine best protective policies moving forward, potentially creating criteria for variance processes and further identifying high risk areas. ® Continue coordination with the City of Bend and DEQ regarding the septic to sewer program, and the impact on homeowners with onsite wastewater systems. ® Provide the Terrebonne Sewer Feasibility Study selected consultant with Environmental Soils staff assistance and information regarding onsite wastewater treatment systems in Terrebonne. ® Participate in the Upper Deschutes Agricultural Water Quality Management Area Local Advisory Committee. ® Provide financial assistance opportunities to. South County property owners who do not qualify for conventional loans to upgrade onsite systems to nitrogen reducing pollution reduction systems (Nitrogen Reducing System Rebates and the Neighborimpact Non -conforming Loan Partnership). ® Continue to participate in the City of Bend Storm Water Public Advisory Group. ® Update the DEQ contract for the Onsite Wastewater Treatment System Program to be more consistent vnrith current rules and requirements (the current contract dates from 1981). ® Amend Deschutes County Code Chapter 11.12, Transferable Development Credit Program to implement changes from BOCC Resolution 2019-04-0 Todd Cleveland Environmental Health Supervisor (541) 617-4714 Kevin Hesson Environmental Health Specialist 1 (541) 322-7181 Larry Howard Environmental Health Specialist II (541) 330-4666 Todd.Cleveland@deschutes.org Kevin.Hesson@deschutes.org Larry.Howard@deschutes.org Kiley Rucker-Clamons Environmental Health Specialist 1 (541) 383-6709 Kiley.Rucker-Clamons@deschutes.org Martha Shields Permit Technician (541) 385-1706 Martha.Shields@deschutes.org 27 CDD Work Plan 2020-21 / 2019 Annual Report 1W COMMUNITY I �01 DEVELOPMENT J Planning consists of one Planning Director, one Planning Manager, two Senior Planners, one Senior Transportation Planner, seven Associate Planners, two Assistant Planners and one Administrative Assistant. The Planning Division consists of two operational areas: Current Planning and Long Range Planning, Current Planning processes individual land use applications and provides information to the public on all land use related issues. Long Range Planning addresses the future needs of the County through updates to the comprehensive plan, changes to the County Code and other special projects.. Responsible for reviewing land use applications for compliance with Deschutes County Code (DCC) and state law, including zoning, subdivision and development regulations, and facilitating public hearings with Hearings Officers and the BOCC. Staff is also responsible for verifying compliance with land use rules for building permit applications and septic permits; coordinating with Code Enforcement to respond to complaints and monitor conditions of approval for land use permits, performing road naming duties; providing assistance at the public information counter, over the telephone and via email; and addressing in the rural County and City of Redmond, under contract. Responsible for planning for the future of Deschutes County, including developing and implementing land use policy with the BOCC, Planning Commission, community and partner organizations. It is in charge of updating the County Comprehensive Plan and zoning regulations, coordinating with cities and agencies on various planning projects taking place in the region, including population forecasts with Portland State University and cities. Staff also monitors and participates in annual legislative sessions, and serves on numerous local, regional and statewide committees primarily focusing on transportation, natural resources, growth management and economic development. Provides comments and expertise on land use applications, calculates System Development Charges (SDC's) as part of land use application review process or upon request-, provides comments to the County's Risk Management Department regarding traffic issues for permitted events; participates in the annual County Capital Improvement Plan (CIP) process with the Road Department; applies for grants for enhanced bicycle and pedestrian facilities in coordination with the Bicycle and Pedestrian Advisory Committee (BPAC); participates in Oregon Department of Transportation (ODOT) funded refinement planning; coordinates road issues with Bureau of Land Management (BLM) and the United States Forest Service (USES) for urban interface plans-, and serves on several local and regional transportation committees, most notably BPAC, the Bend Metropolitan Planning Organization Technical Advisory Committee, and Central Oregon Area Commission on Transportation Technical Advisory Committee (TAC). Responsible for providing comments and expertise on land use applications, code enforcement, and general property inquiries that require development, fill, or removal in mapped floodplain and wetland areas. Staff maintains certification as an Association of State Floodplain Managers (ASFPM) Certified Floodplain Manager to provide customers with up-to-date and accurate information regarding FEMA regulations, surveying requirements, and construction requirements. Coordination is frequently required with external agencies including FEMA, US Army Corps of Engineers, Oregon Department of State Lands, Oregon Department of Fish and Wildlife, and the US Forest Service. P, 28 CDD Work Plan 2020-21 / 2019 Annual Report COMMUNITY DEVELOPMENT ✓ Counter coverage averaged 365 customer visits a month (Excludes email inquiries and pre -application meetings). ✓ Received 891 land use applications icompared to 901 in 2018. ✓ The Planning Division received 23 non -farm dwelling applications compared with 33 for 2018. ✓ 19 final plats were recorded in 2019 or are in the process of being recorded, creating a total of 64 residential lots. ✓ The BOCC adopted a staff -initiated amendments: ✓ Clarifying access requirements for subdivisions. ✓ Allowing child care in the Sunriver Business Park. ✓ Allowing historic accessory dwelling units. ✓ One recognizing a 2014 model flood plain code and the other involving piped irrigation canals and laterals in November and December. ✓ Ensuring equal treatment of religious institutions per the Religious Land Use and Institutionalized Person Act (first and second readings were in ]anuary 2020) . 900 800 700 600 500 400 300 200 100 0 2012 2013 2014 2015 2016 2017 2018 2019 29 CDD Work Plan 2020-21 / 2019 Annual Report COMMUNITY DEVELOPMENT 2=. ✓ The BOCC adopted a modified applicant -initiated ODOT Transportation System Plan amendment for a improvements in Terrebonne. ✓ The BOCC considered staff -initiated amendments to: ✓ The Comprehensive Plan to establish eligibility criteria for six specific areas currently designated Exclusive Farm Use or Forest Use to Nonprime Resource (NPR) Lands. ✓ Deschutes County's Marijuana regulations. Ultimately, the BOCC adopted an opt -out ordinance, referring the prohibition of marijuana production and processing to the voters for the November 2020 General Election. ✓ One marijuana application relating to processing received approval in 2019. The, BOCC heard five appeals pertaining to marijuana production, processing and retail. ✓ CDD received 45 annual reports and conducted inspections for marijuana production, processing and retail operators approved by the County. ✓ Received an 18-month S11,500 Certified Local Government (CLG) Grant in 2019 from the State Historic Preservation Office to assist Deschutes County with its historic preservation programs. Received an 18-month $25,000 Technical Assistance (TA) Grant from DLCD. ✓ Met twelve times, commenting on regional the Transportation System Plan (TSP) updates, Pilot Butte Master Plan and ODOT projects, among others. ✓ Participated in Terrebonne Refinement Plan Technical Advisory Committee (TAC), Parkway Refinement Plan TAC, Wickiup jct. Refinement Plan (with City of La Pine); Bend US 97 North Corridor Planning; US 20/ Cook Ave. roundabout project; chaired Governor's Advisory Committee on Motorcycle Safety. ✓ Participated in the Deschutes Basin Habitat Conservation Plan (HCP) as a cooperating agency starting in March. The BOCC also convened a panel of experts in November and provided official comments on the draft HCP and draft Environmental Impact Statement later that month. ✓ The BOCC appointed the WMAC in September that \n/as staff facilitated to review and provide recommendations on a Deschutes County Wildfire Hazard Zone / Map, Oregon Revised Specialty Code R327.4 Wildfire Hazard Mitigation, and land use regulations. 30 CDD Work Plan 2020-21 / 2019 Annual Report COMMUNITY DEVELOPMENT Planning ✓ Coordinated with City staff on: ✓ HB 4079, affordable housing pilot project and forthcoming UGB amendment application. ✓ Bend Airport Master Plan. ✓ City of Bend/Bend Metropolitan Planning Organizations on update of Bend TSP. ✓ Veterans Village concept for homeless veterans ✓ Supported the process to amend the Pollution Reduction Credit parts of the TDC Program required for developing the La Pine New Neighborhood, adopted by BOCC Resolution 2019-040. ✓ Participated in Wickiup Junction Refinement Plan. ✓ Coordinated with the City staff regarding: ✓ A site owned by the Oregon Department of State Lands (DSL) adjoining its UGB as a location for a regional large -lot industrial campus. ✓ A site owned by DSL adjoining its UGB as a location for Fairground expansion and Oregon Military Department training site. ✓ Updates to their TSP and potential Quarry Road interchange an extension of 19th Street. ✓ An application by County Property and Facilities adjusting the Redmond UGB. ✓ HB 2336, affordable housing pilot project and forthcoming UGB amendment application. ✓ Coordinated with the City staff regarding: ✓ Finalizing the Sisters Country Vision Plan. ✓ TSP uluclates. 31 CDD Work Plan 2020-21 / 2019 Annual Report COMMUNITY DEVELOPMENT ® Complete a plan amendment that corrects mapping errors for 6 legacy rural residential developments; • if adopted and acknowledged, initiate legislative amendment for a NPR-10 zone that applies solely to the six areas. To inform the Deschutes County Comprehensive Plan Update, DLCD funded two initiatives: • Natural Hazards. Initiate a community involvement plan to engage the public in a process to understand, evaluate, and provide informed input on the Wildfire Mitigation Advisory Committee's recommendations to: — Update the County's Wildfire Hazard Map; — Develop land use regulations to mitigate wildfire hazards; and — Consider adopting the State Building Codes Division's wildfire hazard mitigation standards in the Oregon Residential Specialty Code (R327.4) in coordination with the County's Building Safety Division. ® Wildlife Inventories. Evaluate new Goal 5 wildlife habitat inventories from the Oregon Department of Fish and Wildlife with the assistance of a biologist; develop wildlife protection scenarios and options; and engage the public in a community conversation to understand, evaluate, and provide informed input on the inventories and protection scenarios and options. ® Develop rural housing strategies for Deschutes County to inform the Comprehensive Plan Update; • Support the County's transitional housing initiative with the Bend Heroes Foundation, and similar efforts. • Develop a scope, schedule, and budget, and explore hiring a consultant team to initiate a multi- year process to update the Comprehensive Plan; • Engage Tumalo, Terrebonne, and/or Newberry Country residents to determine if community plans (chapters of the 2030 Comprehensive Plan) meet the current and future needs of each area, and whether there is an interest and readiness for a community plan update as part of the Comprehensive Plan Update process or as stand- alone separate processes; • Initiate the Comprehensive Plan Update by Fall 2021. 32 CDD Work Plan 2020-21 / 2019 Annual Report COMMUNITY DEVELOPMENT Planning • Continue participating in the implementation in the City of Redmond Comprehensive Plan Update ® Continue participating in the implementation of the Sisters Country Vision Plan; ® Participate in the City of Sisters Comprehensive Plan update. ® Participate in the City of La Pine process to update and amend the County -owned New Neighborhood comprehensive plan designations, master plan and implementing regulation, if initiated by the city. ® Support the Environmental Soils Division to amend DCC 11.12 TDC Program. ® Coordinate with the City of Bend to update and adopt the BAMP and amend the County's Comprehensive plan and Development Code to incorporate the updated BAMP and implementation measures to allow new airport -related businesses through a streamlined permitting process. ® Amend the City of Bend UGB to implement HB 4079, affordable housing project; Amend the City of Redmond UGB to implement HB 2336, affordable housing project. ® Coordinate with the City of Bend to update the UGB to meet the City's 20-year growth projections, and/ or establishing a URA to protect rural lands for future urbanization and facilitate future UGB expansions. 33 CDD Work Plan 2020-21 / 2019 Annual Report ��D�N�UU��U�� ~��^�""�"~�"�" " " | DEVELOPMENT | �°"—"'-^-��° '°"^-'=" ��=�� ~� 0mm * Initiate Comprehensive Plan and/or Zoning Text amendments to comply with and implement new or revised state laws. ° Participate in legislative or ru|ennaNngwork groups to shape state laws to benefit Deschutes County w Complete Highway 2Oroundabout /Plan Amendment; n Complete U,S. 97 Bend to Redmond SafeLy Project; South Century to U.S. Forest Service Property,- * Coordinate the County TSP Update with Road Department and Oregon Department of Transportation. 0 Modify procedures as necessary during and temporarily following the COVID-1 9 pandernic. Peter Gutowsky Planning Manager (541)385_1708 Peter.Gutowsky@deschutes.org Kyle Collins ' Associate Planner 541)383~4427 KWe.[oUins@deschutes.org William Groves Senior Planner (541)388_6518 VViUiem.Broves@deschutes.org Zechariah Heck Associate Planner (541)385'1704 Zechariah.Heck@deschutcsorg ` |zzeUu ` Associate Planner (541)388-6554 |sabeUa.Uu@deschutesurg Matt Martin Associate Planner (541)330-4620 Matt.Marbn@Weschutes.nrg Nathaniel Miller Assistant Planner (541)317'5164 NathanieiK4iUer@deschutes.org AothVnyHaguine ` Senior Planner (541)617-4739 Anthony.Raguine@deschutes.org `TarikRaw|ings Associate Planner (541)317'3148 Tarik.Rawl ings@deschutesorg Cynthia Smidt Associate Planner (541)317'3150 [ynthia.Smidt@dcschutes.org ` HetherVVard. ' Assistant Planner (541)388'6504 Hether.VVard@deschutes.org Ashley Williams` Administrative Assistant (541)617_4707 Ash|ey.VViUiams@dcschutes.nrg Peter Russell Senior Transportation Planner (541)383-6718 Peter.Russe||@deschutesorg ' Tanya Saltzman Associate Planner (541)388'6528 Tanya.Sa|tzman@deschutes.org COMMUNITY DEVELOPMENT Statewide Planning Goal 1, Citizen Involvement, requires cities and counties to create a citizen involvement program that provides opportunities for community participation in land use planning processes and decisions. Land use legislation, policies and implementation measures made by Oregonians nearly 50 years ago helped shape Oregon's urban and rural environments. Likewise, choices made today will ultimately shape these areas in the future. Successful land use planning occurs through an open and public process that provides room for information gathering, analysis and vigorous debate. Deschutes County's Community Involvement program is defined in Section 1.2 of the Comprehensive Plan. This chapter identifies the County Planning Commission as the committee for citizen involvement. It also contains the County's Community Involvement goal and corresponding five policies that comply with Goal 1.This report briefly discusses the noteworthy community involvement actions undertaken by the Planning Division in 2019. The report is intended to provide county residents and stakeholders with a tool to assess its effectiveness and offer additional suggestions the County can utilize to ensure that its diverse communities remain actively involved in land use planning discussions. Convened 22 times in 2019 to consider — Destination Resort Overnight Lodging Unit Tracking — Flood Plain Amendments — Religious Land Use and Institutionalized Persons Act Amendments — Sunriver Business Park Child Care Text Amendment — Sunriver Business Park Employee Housing Text Amendments — US 97 / Terrebonne Refinement Plan / TSP Amendment Convened four times in 2019 to consider: — Bull Creek Bridge Alteration Certified Local Government Grant — Certified Local Government Grant 35 CDD Work Plan 2020-21 / 2019 Annual Report C,i� UCi :ram COMMUNITY DEVELOPMENT Not Appealed: — Extension for Resolution of Intent to Rezone — Fairgrounds / Oregon Military Department UGB Amendment — Noise Variance — Non -resource Plan Amendment / Zone Change (EFU to MUA-10) — Outdoor Mass Gathering Permits (2 applications) -- UGB Adjustment Appealed: — Lower Bridge Planned Unit Development — Marijuana Production (3 applications) — Marijuana Production and Processing — Marijuana Production Reconsideration — Marijuana Retail — Thornburgh Resort Tentative Plat and Site Plan (LUBA Remand) — Lot of Record Dwelling — Marijuana Production (subsequently withdrawn for reconsideration) — Marijuana Retail Dispensary — Marijuana Production — Thornburgh Destination Resort Tentative Plat / Site Plan (LUBA Remand) — Tumalo Irrigation District Plan Amendment / Zone Change 36 CDD Work Plan 2020-21 / 2019 Annual Report COMMUNITY DEVELOPMENT — Campground — Guest Ranch — Goal 11 Exception — Hillman Consolidation — Non -farm Dwelling — Non -irrigated Partition — Lot of Record Dwelling — Lower ♦;ridge Planned Unit Development — Partition Template Dwelling — Tentative Subdivision Plat - Thornburgh Tentative Plant / Site Plan (LUBA Remand) UGB Adjustment (2 applications) Westside Transect Master Plan and Tentative Plat 37 CDD Work Plan 2020-21 / 2019 Annual Report C'� MEMORANDUM TO: Deschutes County Board of Commissioners FROM: Nick Lelack, AICP, Director DATE: May 20, 2020 SUBJECT: CDD Draft Work Plan for Fiscal Year (FY) 2020-21 / Work Session The Board of County Commissioners (Board) will hold a public hearing on the Community Development Department's (CDD) Annual Report and Work Plan on Wednesday, June 10. The purpose of this work session is to prepare the Board for that hearing. Nick Lelack, CDD Director, will attend the work session and provide an overview of the document. Other CDD management team members will be available remotely using Zoom to answer questions. I. BACKGROUND Each spring, the Community Development Department (CDD) prepares an annual work plan describing proposed projects for the coming fiscal year. A review of the draft work plan provides the Planning Commission, Historic Landmarks Commission, customers and partner agencies, residents, and the Board the opportunity to provide input, including additions, modifications and possible re -prioritization. The work plan describes the most important objectives and proposed projects in each CDD division based on: 1. Board annual goals and policies; 2. Carry-over projects from current or prior years; 3. Changes in state law; 4. Grants/funding sources; and 5. Public comments. It also serves as the context within which new projects that arise during the course of the year are prioritized and undertaken. II. DRAFT FY 2020-21 WORK PLAN CDD drafted the Work Plan in preparation for the Planning Commission's review beginning in late March. However, when the COVID-19 pandemic struck in the middle of the month and Planning Commission meetings were suspended until April 23, CDD revised the draft Work Plan to prepare for and respond to COVID-19 impacts. Specifically, the draft Work Plan addresses fiscal issues, operational challenges, and modifying procedures as necessary during and temporarily following the pandemic. Fiscal Issues: • Establishing a financial contingency plan detailing CDD's course of action as it relates to reserve fund reduction and resource allocation decision -making strategies in response to unknown economic and development activity conditions. • Ensuring financial stability and ongoing operations while navigating the uncertainty of COVID-19. Operational Challenges: • Maintaining high customer service levels with appropriate staffing levels while practicing social distancing, among other safety measures to protect everyone and expanding training for CDD's online services and public meeting technologies. • Adjusting CDD's operations based on Oregon's state of emergency declaration and recommended practices, including, but not limited to, ongoing in -person front counter services in Bend and at satellite offices, building and septic inspections, and code enforcement investigations. • Developing and implementing new public hearing and overall citizen engagement strategies for meaningful public involvement in planning projects as social distancing and similar measures will likely be necessary for at least part of the fiscal year. In addition, the Planning Division recommends initiating the Comprehensive Plan Update in FY 2021-22 (late fall 2021) rather than in FY 2020-21 (winter/early spring) due to unknown economic impacts, available financial resources, and public involvement opportunities. III. PLANNING COMMISSION & HISTORIC LANDMARKS COMMISSION (HLC) RECOMMENDATIONS On April 23, 2020 the Planning Commission conducted a work session on the Annual Report and FY 20-21 Work Plan. The Commission will conduct a public hearing on May 14 (after this staff memorandum is/was submitted to the Board for the meeting packet). On May 4, the HLC recommended approval of the draft Work Plan as proposed. IV. PLANNING DIVISION DRAFT FY 2020-21 WORK PLAN The Planning Division draft Work Plan consistently generates public interest. The Planning Commission requested at their work session the following matrix to better understand the County's role and resources required for each project. Table 1 identifies projects proposed in the Planning Division's FY 20-21 Work Plan as well as annual reporting responsibilities, committee participation, and COVID-19 responsibilities.' It also specifies whether Deschutes County is taking a lead or coordinating role. Lastly, Table 1 recognizes staffing resource requirements for each project. They range from "minor" to "significant" as noted below: 1 Annual reporting responsibilities include tracking destination resort overnight lodging requirements, population forecasting by Portland State University, and marijuana inspections. Table 1 does not list ongoing responsibilities involving regional and statewide transportation committees. -2- • A "minor" rating equates to 2 to 6 months to complete and 0.25-0.75 full time equivalent (FTE) of long range planning staff. • A "moderate" rating equates to 4 to 8 months to complete and 0.5 to 1.0 FTE or more. • A "significant" rating spans 6 to 12 months or longer and requires 1.0 to 2.0 FTE with possible consultants. Table 1— FY 2020-21 Proposed Planning Projects Projects Overview County Role & Resources Coordinate with the City of Bend to: o Implement affordable housing pilot project (HB 4079 ); o Update the UGB to meet the City's 20-year growth projections, and/or establishing a URA to City of Bend protect rural lands for future urbanization and *Coordinating Role Coordination facilitate future UGB expansions; and * Moderate o Update and adopt the Bend Airport Master Plan (RAMP) and amend the County's Comprehensive plan and Development Code to incorporate the updated BAMP and implementation measures to allow new airport -related businesses through a streamlined permitting process. Participate with the City of La Pine process to: o Update and amend the County -owned New Neighborhood comprehensive plan designations, * Coordinating Role City of La Pine master plan and implementing regulation, if Coordination initiated by the city. * Minor to Moderate o Support the Environmental Soils Division to amend DCC 11.12 TDC Program. Coordinate with the City of Redmond to: o Implement affordable housing pilot projects (HB * Coordinating Role City of Redmond 4079); and Coordination o Continue participating in the development of their * Minor to Moderate Comprehensive Plan Update. Continue participating in the implementation of: o Sisters Country Vision Plan, including potentially * Coordinating Role City of Sisters applying for a Transportation and Growth Coordination Management Grant to implement trails strategies; * Minor to Moderate and o City of Sisters Comprehensive Plan update. -3- Projects Overview County Role & Resources Modify procedures as necessary during and * Lead Role COVID-19 temporarily following the COVID-19 pandemic. Minor to Moderate Achieve performance measures to issue land use decisions within 21 days (without prior notice) or 45 days (with prior notice); Conduct pre -application meetings and respond to customer inquiries (counter, phones, emails); Verify compliance with land use rules for building permit applications and septic permits; *Lead Role Current Planning Coordinate with Code Enforcement to respond to * Significant complaints and monitor conditions of approval; Provide comments and expertise on floodplain and wetland issues on land use applications, code enforcement, and general property inquiries; and Facilitate Hearings Officer and Board proceedings involving quasi-judicial matters. Develop a scope, schedule, and budget, and explore hiring a consultant team to initiate a multi -year process to update the Comprehensive Plan; Engage Tumalo, Terrebonne, and/or Newberry Country Deschutes County residents to determine if community plans (chapters of * Lead Role Comprehensive Plan the Comprehensive Plan) meet the current and future 2040 Update needs of each area, and whether there is interest and * Significant readiness for a community plan update as part of the Comprehensive Plan Update process or as stand-alone separate processes; and Initiate the Comprehensive Plan Update by Fall 2021. Destination Resort Review annual reports by Caldera Springs, Eagle Crest, * Lead Role Overnight Lodging pronghorn and Tetherow Destination Resorts documenting individually -owned units counting toward Minor Unit Reporting overnight lodging requirements. -a- Projects Overview County Role & Resources DLCD funded two initiatives: o Natural Hazards. Initiate a community involvement plan to engage the public in a process to understand, evaluate, and provide informed input on the Wildfire Mitigation Advisory Committee's recommendations to update the County's Wildfire Hazard Map; develop land use regulations to mitigate wildfire hazards; and consider adopting the State Building Codes Division's wildfire hazard mitigation * Lead Role DLCD Technical standards in the Oregon Residential Specialty Assistance Grant Code (R327.4) in coordination with the County's * Significant Building Safety Division. o Wildlife Inventories. Evaluate new Goal 5 wildlife habitat inventories from the Oregon Department of Fish and Wildlife with the assistance of a biologist; develop wildlife protection scenarios and options; and engage the public in a community conversation to understand, evaluate, and provide informed input on the inventories and protection scenarios and options. Coordinate and/or participate on Deschutes County Bicycle and Pedestrian Committee (BPAC), Project Growth Wildfire, and Deschutes County Mitigation and * Coordinating & Lead Role Management Enhancement Committee. Involve BPAC in the Committees County's Transportation System (TSP) Plan Update, and * Minor to Moderate Sisters Country Vision Plan implementation of trails strategies. Administer the 2019-2020 CLG Grant from the State Historic Preservation Office. Expires in August 2020; Apply for the 2021-2022 CLG Grant, including Historic coordinating with the Historic Landmarks Commission * Lead Role Preservation and the City of Sisters on priority projects to include in (Certified Local the grant proposal; * Minor to Moderate Government Grant) Develop policy and procedures manual for the Historic Landmarks Commission; and Staff the Historic Landmarks Commission. Develop rural housing strategies for Deschutes County to inform the Comprehensive Plan Update; and *Lead Role Housing Strategies Support the County's transitional housing initiative * Moderate to Significant with the Bend Heroes Foundation, and similar efforts. -5- Projects Overview County Role & Resources Address: o Day care, nurseries, and childcare facilities from a conditional use permit to a use permitted outright (subject to site plan review); o Minor variance 10% lot area rule for farm and forest zoned properties; Legislative o Nonfarm dwelling code to be consistent with * Lead Role Amendments to State law; County Code o Re -platting; * Minor to Moderate o Housekeeping amendments to comply with County Code and State law; o Sign code to become consistent with federal law; and o Outdoor Mass Gatherings to be addressed more thoroughly in County Code. Initiate Comprehensive Plan and/or Zoning Text amendments to comply with and implement new or revised state laws. If rural ADU's are allowed in state * Coordinating & Lead Role Legislative Sessions law, implementation will become a major work plan (2020-2021) project, causing delays in some projects; and * Minor to Significant Participate in legislative or rulemaking work groups to shape state laws to benefit Deschutes County. Conduct inspections during Summer 2020 of entitled * Lead Role Marijuana marijuana production and processing operations to Inspections ensure conditions of approval are being met. * Minor Complete a Comprehensive Plan amendment to correct mapping errors for 6 legacy rural residential developments; and *Lead Role Non -Resource Lands If adopted and acknowledged, initiate legislative * Minor to Moderate amendment for a NPR-10 zone that applies solely to the six areas. Coordinate with Portland State University, Population * Coordinating Role Population Research Center to complete their annual population Forecasting survey. * Minor Prepare a grant application to: Transportation o Update Tumalo Community Plan, which includes a * TBD based on Board Growth component updating the bike/ped portion; and direction Management Grant o Develop a trails plan based on the Sisters Country Vision. -6- Projects Overview County Role & Resources Complete ODOT's Transportation o Highway 20 roundabout / Plan Amendment; and * Coordinating &Lead Role System (TSP) Plan o U.S. 97 Bend to Redmond Safety Project and Update & South Century to U.S. Forest Service Property; and * Moderate Amendments Coordinate the County Transportation System Plan update with Road Department and ODOT. Attachment Draft CDD FY 2020/2021 Work Plan and 2019 Annual Report MEMORANDUM TO: Deschutes County Board of Commissioners FROM: Nick Lelack, AICP, Director DATE: May 20, 2020 SUBJECT: Supplemental Memorandum: CDD Draft Work Plan Fiscal Year (FY) 2020-21 / Work Session The memorandum submitted for this agenda pre -dated the Planning Commission public hearing and recommendation, which was held on Thursday, May 14. Please find below a summary of the Planning Commission's public hearing and recommendations: The Planning Commission unanimously recommended approval of the Planning Division's FY 20-21 Work Plan with the following additions: 1. Add a special acknowledgement that the department remained open for business during the COVID-19 pandemic (on page 4, Introduction). 2. In the Planning Division section, add a new work plan project to track the economic recovery by establishing indicators to determine whether the county is improving or worsening. Staff notes that CDD does not track economic indicators. Rather, the County supports and relies on economic organizations, such as Economic Development for Central Oregon (EDCO), Business Oregon, the Central Oregon Visitors Association (COVA), the Chambers of Commerce, the Oregon Employment Department, and similar organizations for such information. 3. In the Planning Division section, add a new work plan project to: "Initiate Legislative Code Amendment to require review and use of reasonable standards and conditions for establishing "short term rental" (STR) units in the Rural Residential Zone — RR —10. STR units are those dwellings being rented out for less than 30 consecutive days. Consider regional variation in the standards, such as Sisters Country establishing similar standards to the City of Sisters." A member of the public proposed this new project, and the Planning Commission both supported it and added additional language to consider the regional variations in the standards. While not in the Planning Commission's purview, the Commission also recommended the Board of County Commissioners amend its FY 2020-21 Goals & Objectives to include a new Objective under the Economic Vitality Goal "to address reopening and re-establishing the County's economy." The Board's Goals are summarized on page 9 in the document. The Commission was highly complimentary of the overall document, including accolades for staff in their motion to recommend approval of the Work Plan as amended. Separately, on Wednesday, May 20, Communications Director Whitney Hale, in coordination with CDD, will issue a press release announcing the Board's public hearing on the Draft CDD FY 2020-21 Work Plan scheduled for Wednesday, June 10 and inviting public comments. Work Plan highlights in the press release include: • Maintaining high customer service levels with appropriate staffing while practicing social distancing, among other safety measures to protect everyone, and expanding training for CDD's online services • Ensuring the department's financial stability and implementing financial contingency measures if economic conditions warrant such action • Adjust public involvement strategies due to the COVID-19 pandemic to maximize participation • Supporting opportunities to provide affordable housing, including developing a comprehensive Deschutes County housing strategy • Conducting community conversations to consider wildfire mitigation hazard map and development code amendments • Coordinating with and supporting our four cities in their efforts to update their comprehensive, growth management, affordable housing, and transportation plans • Evaluating new state wildlife habitat inventories, and conducting community conversations regarding new or updated protection measures • Preparing to initiate the County's Comprehensive Plan Update beginning in late 2021 • Implementing a potential new state law to allow accessory dwelling units on rural residential lands • Participating in processes to update County transportation plans -2- �6 E S CpG2 o w Deschutes County Board of Commissioners 1300 NW Wall St, Bend, OR 97703 (541) 388-6570 - Fax (541) 385-3202 - https://www.deschutes.org/ AGENDA REQUEST & STAFF REPORT For Board of Commissioners BOCC Wednesday Meeting of May 20, 2020 DATE: May 14, 2020 FROM: Whitney Hale, Administrative Services, 541-330-4640 TITLE OF AGENDA ITEM: FY 2021 Video Lottery Fund Allocation Continuation RECOMMENDATION & ACTION REQUESTED: Discuss remaining items to develop expenditure plan for Video Lottery Fund (165) in fiscal year 2021. SUMMARY: Each year, the Board of Commissioners reviews anticipated revenue from the County's portion of video lottery proceeds for the upcoming fiscal year and develops an expenditure plan that has historically included funding for economic development activities, various projects, support for other organizations, and Board grant programs. Based on the current situation and future unknown impacts of COVID-19, staff predicts that state lottery funding will decrease due to restaurant and bar closures, while the demand for funding and support from those dollars will increase due to emergency response to community needs. On April 22nd, the Board began allocating those video lottery funds. Since then, Deschutes County received the final FY20 quarterly payment, which now reflects as a reduction to the FY21 beginning balance. During the meeting, the Board will discuss how to address the decrease and several follow-up items from the April 22nd discussion. Attached are supporting documents intended to assist with this process. ATTENDANCE: Whitney Hale, Communications Director DES C- ADMIIN�ISTRATIIIVE SERVICES To: Deschutes County Board of Commissioners From: Laura Skundrick, Administrative Analyst Date: May 20, 2020 RE: Continuation of Video Lottery Fund discussion Commissioners, At the Board meeting on April 22, 2020, the Board began the process of allocating FY21 projected video lottery funds. On May 6th, Finance received the final quarterly payment for FY20 of $116,970, a 50% reduction from FY20 quarterly payments. This reduction was even larger than projected, creating a reduced FY21 beginning balance than was discussed on April 22" d. The explanation received from the Oregon Department of Administrative Services (DAS) provided that 50% of revenues are being withheld in order to cover debt service payments on lottery revenue bonds. DAS has estimated that the next quarterly payment (FY21 Q1) will be reduced even greater. Staff is seeking direction on how the Board would like to proceed given the reduction in FY21 beginning balance, as well as several remaining items from the April 22nd discussion, as outlined below. Economic Development of Central Oregon (EDCO) The Board allocated $223,200 of video lottery funds to EDCO, then discussed supplementing with additional funds to either meet the FY20 allocation of $248,000 or the FY21 request of $290,000. BendNEXT Childcare request The Board requested more information, attached. Affordable Housing The Board asked whether the $20,000 allocated for a potential affordable housing project support in FY20 was spent. Staff confirmed it was not spent in FY20, however it was reflected in FY21 beginning balance. 1-30p NW Wall Street Bel -id, (), es�on 9W_> (541) M 61565 acin n a c esc lone org vvvvvd. ie c {it.;r s.or - Service Partners The Board noted potentially increasing the FY21 allocation if funds were available. o Saving Grace / Marys Place o Central Oregon Veteran's Outreach - United Way 2-1-1 The Board requested more information on the 2-1-1 program. 2-1-1's response to that request is attached. - Upper Deschutes Watershed Council The Board requested a presentation from UDWC. Executive Director Kris Knight is scheduled to present to the Board on June 29tn - Potential Discretionary Grant QS The Board requested information from service partners and previous grant recipients about fundraisers cancelled and increased service demand due to COVID- 19. Those responses have been collected and are being provided to the Board. Additional responses to Board questions from the April 22n' discussion are below. ❑ Family Access Network statistics Chair Adair inquired about the number of children reported as homeless in FAN's Service Partner report. Julie Lyche, FAN Executive Director, provided an explanation, summarized here: The Federal McKinney Vento laws through the Department of Education defines homelessness differently than HUD, and the "Point in Time Count" McKinney Vento counts families that are doubled/tripled up in one apartment or home or that are living in trailers with no hook ups (water/sewer), while HUD does not count those, therefore these numbers are always higher. Julie is available to follow up with Commissioners to discuss further. ❑ Special Transportation Fund (STF) local match Commissioner Henderson asked whether the $2,500 allocated for STF local match with La Pine rural transportation services could be designated in the future as a Statewide Transportation Improvement Fund (STIF) project. Cascades East Transit confirmed that it can be, and staff will pursue this during project discussions for the next biennium. 1300 NW W,311 St!ce't Bend, Oiegon 1'770, 1541) b3 C5G5 af]nii i(�des li,iics. rg vwdw.dcsca�iatrs.org Deschutes County Dr%dit 5/20/2020 FY2021Video Lottery Fund Allocations (craft 5/20/2020 Projected Amount Available: 643,500 CATEGORY PROGRAM FY 2020 FY 2021 _ BALANCE NOTES RESOURCES Estimated Beginning Net Working Capital General Fund Transfer State Video Lottery Revenue Interest Revenue Contingency Internal Services Undesignated Development EDCO Regional Capacity / Operational Support Local Capacity: Bend Local Capacity: La Pine Local Capacity: Redmond Local Capacity: Sisters Venture Catalyst Program FoundersPad Business Loan Fund Recapitalization (Fund 105) Other Economic Development Sunriver Chamber of Commerce Shop -with -a -Cop Program Public Transit. Rural Services Arts & Culture Fuels Reduction Grant One time project fund: BendNEXT Childcare One time project fund: CO Center for the Arts One time project fund: affordable housing Other: Video lottery payment for Q3 received May 6, after April 22 Board allocation exercise. Revenues were reduced by 50%, $ 90,578 $ 215,200 $ 215,200 a larger reduction than projected. Board estimated this amount during 4/22 discussion. Given the recent reduction in the Q3 payment, this number may change. Finance is working to get more information on if the reduction was a one-time event or will be permanent. Contingency was estimated at 10%of anticipated revenue Personnel expenses not charged to Video Lottery Fund. Optional to allow for unexpected revenue variations. Request: $130,000, increase of $2,000. Request: $15,000, increase of $5,000. No increase requested. No increase requested. No increase requested. Request: $60,000, increase of $35,000 Option to increase total to meet FY20 allocation of $248,000 (+$24,800) or the FY21 request of $290,000 (+$66,800) with potential transfer of non -designated General Fund Reserve or unallocated TRT Board funded $40,000 with TRT No increase requested. Second year of biennial commitment. N/A $ (5,000) $ 397,127 Board requested more information, attached. N/A $ (5 000) '$ 392,127Onetime request: $1,000, $5,000, $10,000 or $25,000 Staff confirmed this was not spent in FY20, however it was reflected in FY21 beginning balance. Partners Central Oregon Council on Aging (COCOA) $ (40,000) $ (40,000) '$ 352,127r Request: $75,000, increase of $25,000. Mountain5tar Family Relief Nursery $ (18,000) $ (18,000) $ 334,127' No increase requested. j-Bar J / Cascade Youth and Family Services $ (15,000) $ (15,000) $ 319,127 No increase requested. Redmond Senior Center $ j(4,000) S (5,000) -$ 314,127 Request: $8,000, increase of $4,000. KIDS Center $ (30,000) S (30,000) $ 284,127: Request: $60,000, increase of $30,000. Latino Community Association $ (20,000) $ (20,000) $ 264,127(.Request $25,000, increase of$5,000. Bethlehem Inn $ (32.000) $ (30,000) $ 284,127 Request: $40,000, increase of $8,000. Family Access Network (FAN) $ (15,000) S (10,000) $ 224,127 No increase requested. Request: $25,000, increase of $8,000, During 4/22 discussion, Board discussed increasing FY21 amount if Saving Grace / Mary's Place $ (17,000) $ (20,000) $ 204,127 funds were available. Request: $30,000, increase of $10,000. During 4/22 discussion, Board discussed increasing FY21 amount if Central Oregon Veterans' Outreach (COVO) $ (20,000) $ (20,000) $ 184,127 funds were available. Court Appointed Special Advocates (CASA) $ (30,000) $ (30,000) $ 154,127/ No increase requested. Healthy Beginnings $ (20,000) $ (20A00) $ 134127. No increase requested. No increase requested. During 422 discussion, Commissioners requested more information and 211 Central Oregon 2-1-1 $ (10,000) $ - $ 134,127 responded to that request, attached. Upper Deschutes Watershed Council $ (20,000) $ (20,000) $ 114,127 Board requested presentation. Scheduled forjune 29th. tal $ (291,000) $ (278,000) $ 114,127< onary Grant Program Discretionary Grants $ (60,000) $ (60,000) $ 54,127i Fundraising Grants $ (15,000) $ (15,000) $ 39,127' Potential Q5 $ (20,000) Board allocated during 4/22 discussion. tal $ (9$,000) $ (75,000) $ 39127C inity Grant Program Emergency Food, Clothing and Shelter $ (80,000) $ I (80,000) $ (40,873). REQUIREMENTS SING BALANCE Cultivating Growth Thraugh Community. Community Need: BendNEXT/Bend Chamber — Child Care Accelerator Initiative March 15, 2020 Amount Requested: $10,000 501c3: 93-1224982 Overview: Central Oregon is a recognized child care desert. One in three children in our region is in need of a child care spot. This has had a drastic impact on children, families and employers. A new study just released by The Center for American Progress ranks Oregon the highest in parents experiencing job disruptions as a result of child care issues at over 14 percent. Regionally, we are in need of thousands of spots. 11,550 Children 0-5 years Available Slots Unmet demand/ Missing Slots Action to Date, Going Forward: Supply 62 total child care providers - Including Certified Child Care Centers, Certified and Registered Family Child Care, and Exempt Child Care. Excluding Preschool, Head Start and School -aged programs. 3,045 desired child capacity/available slots (Child Care Resource & Referral Noccrraware - September 2018) Demand 6,930 children 0-2 years 4,620 children 3-5 years (OSU Early Care & Education Profiles using PSU Center for Population Research-August2018) To help address this need, a cross -sector group including The Bend Chamber, Governor Brown's Regional Solutions team, Better Together, The Early Learning Hub, Neighbor Impact, Central Oregon Health Council, TRACES, OSU-C and COCC created a Central Oregon Child Care Accelerator position to work with employers, providers, brokers and more to create additional spots. BendNEXT, the 501c3 arm of the Bend Chamber of Commerce stepped up to host and administer this initiative and accelerator position. The overall goal of this initiative in the short term is to break down barriers to developing more high quality and affordable child care options in the region, with an eye toward increasing available child care openings by 1,000 in the next two years. In order to achieve this goal, various solutions will be required to help providers and employers add more spots. Some identified strategies include: - Create a low-interest/grant program to assist providers/development of facilities; involve banks and other institutions to offer low interest loans Establish a capital campaign to create a child care "fund" Create a regional building inspector to streamline facilities RFI out to COAR and COBA for pro-bono work/reduced costs for child care facility construction/rehab - Continue to work and support local governments on improving policies and reducing barriers to create more child care spots - Work with COCC and OSU-Cascades to explore child care facilities co -located with our higher learning institutions - Create and fund positions to help providers, employers and property owners navigate state and local requirements The Central Oregon Child Care Accelerator position has been partially funded thanks to public, private and non-profit entities. We have raised over $100,000 to cover the position to date. We are requesting support to fill the remaining gap for the Central Oregon Child Care Accelerator position. Current needs are roughly $30,000 to fundraise to help cover expenses related to website, collateral material development and salary for year one ending in November of 2020. La u ra, 2-1-1 has two primary responsibilities: 1) daily connecting people (via phone, website, email and text) to needed services utilizing its omnibus database of services 2) service as the primary provider of information for the public during disasters, in support of government emergency management departments. I believe you have already received information about role #1... the number of assistance requests from Deschutes County that 2-1-1 handles, an average of 131/month. While that is critically important to those people who need help finding and connecting with needed services, it is role #2 that I believe is most valuable to communities like Deschutes County during disasters and other times of crisis ... like right now during the COVID-19 pandemic. 2-1-1 is the recognized and broadly advertised place for members of the public to turn for COVID related information including virus testing, stimulus payments, unemployment and where to find childcare, food, shelter, rent/mortgage assistance & utility assistance, etc.. During the period of the pandemic and Oregon's stay at home order, statewide calls to 2-1-1 increased several hundred percent from an average of 7,000 calls per week to a high of 41,000 calls per week in late March/early April. United Way of Deschutes County has always evaluated programs and services for efficiency and effectiveness, and continues to do that today. Based on current circumstances, including anticipating diminishing revenues, we are adjusting our priorities and investments. While 2-1-1 is a valuable service to our community, especially during these extraordinary times, we believe that Deschutes County's continued investment in 2-1-1 may no longer be necessary for the continuation of those services to the citizens of Deschutes County. We respectfully request that 2-1-1 be removed from consideration for funding this year. Please feel free to follow up with me regarding this request. Respectfully, Ken Wilhelm Ken Wilhelm Executive Director United Way of Deschutes County ken@deschutesunitedway.org 541-389-6507 1130 NW Harriman St. PO Box 5969, Bend, OR 97708 On April 22, 2020, the Board of Commissioners requested information from current service partners and previous grant recipients about fundraisers cancelled and increased service demand due to COVID-19. Those responses have been collected below and are referenced in Board meeting materials for May 20. Fundraiser(s) affected Boys & Girls Clubs of Bend - Cancelled annual luncheon (April 16). Projected $40,000 loss in revenue that provide scholarships for members to attend summer and after school programs - One more event will likely be cancelled this year. Brightside Animal Center *Awarded Deschutes County Q4 discretionary grant $3,000 for COVID-19 Relief - Postponed annual Spay-ghetti fundraising dinner (March 14), until October tentatively. Projected $18,000 revenue from this event. - Rescheduled the Dog Gone Run walk/fun run (June) until September. Projected at least $5,500 revenue from this event. Exploring option of larger event (if allowed at that time) with music, food and vendors in order to raise more money. A similar event we held in 2015 netted about $15,000. - Postponed. Bow Wow Bingo (most of March and all of April) weekly event that will not resume until bars reopen. Typically raises $1,400 per month. Namaspa Foundation Cancelled several fundraising dinners (April and May). Each estimated to net $500. Redmond Rod & Gun Club - Cancelled Discipline Specific fundraising events: Sporting Clays, Cowboy Action, Women's Safety Instruction Programs, Rim Fire Challenge. Estimated revenue loss $7,500-$12,500. Sisters Outdoor Quilt Show - Cancelled the Sisters Outdoor Quilt Show and surrounding events. Estimated revenue loss $120,00, around 50% of operating budget. Currently working on a virtually reimagined show to help recoup some of these fundraising losses. Three Sisters Historical Society - Cancelled Fireside Evening event (April 26) and March event saw about half attendance. Major fundraiser held 3x/year. Waterston Desert Writing Prize - Postponed Annual Awards Ceremony/Fundraiser Qune) to September. If able to keep the September date, the organization is not negatively impacted. If not, the Board will decide to either hold a virtual event or postpone further. We ramped up donation solicitation, separate from the event, in anticipation of a modified event and decrease in donations. Increased. Service nemanrl Bend Chamber of Commerce / BencINEXT - New and needed demand on resources to provide rapid and relevant information to bush iesses and their employees through our weekly impact Series webinars and our partnership with the City of Bend, City of Redmond and OSU Cascades to determine what local businesses will need to open - and provide the resources they need to safely and successfully open their doors. Central Oregon Council on Aging (Service Partner) *Awarded Deschutes County Q4 discretionary grant $2,500 for COVID-19 Shelf Stable Meal Support Program -Dramatic increase. Meals on Wheels throughout Deschutes County has increased by 31.5% and congregate meal services by 108%. Overall, our meal services have increased by 51.6%. To accommodate the growing demand for food services, congregate dining has increased from one to three times per week as well as staff reaching out to senior centers to serve more community members. Habitat of La Pine Sunriver - Launched an emergency fund to help homeowners requesting assistance to meet mortgage obligations. Many were employed by Sunriver Resort, food, or property management companies that have reduced or suspended operations. Pet Evacuation Team - PET has received 2-3 calls per week for various services, including a need for a new outreach program which provides pet food to those in need during this difficult time. We have assisted two food banks and assisted in four individual cases. Sisters Science Club - Expectation that K-12 students may need special supplies or more scholarship support next Year as public support for schools may be cut. ruiiCai"diSei"i.5j d eUeU UrIU Increased service demand Assistance League of Bend - Cancelled Kitchen Kaleidoscope fundraiser event (June). Estimated lost revenue $30,000- $40,000. - Service demand is anticipated to greatly increase due to families facing unemployment/reduced wages. The population served by ALB are those hit hardest by COVID-19, Deschutes County's poorest children and adults. Bethlehem inn (Service Partner) u �ci v - Annual fundraising dinner (May 19) is now a virtual event. Had projected approximately $300,000 (18% of annual revenue). However, the Inn's 2020 sponsors have elected to maintain their support of this virtual event. Deschutes County is one of our compassionate partners, who has chosen to sponsor the Inn's annual Spotlight on Homelessness virtual event scheduled for May 19. We have received $2,500 from the County in support of this effort for which we are grateful. Service demand is anticipated in the upcoming year to have a dramatic increase for services provided by the Inn, given the significant economic impact projected for our region and beyond. While it is too soon to understand the gravity and the precise impact, the Inn's leadership team is working to prepare for a surge in demand and a decline in community donations. CLEAR Alliance - Cancelled Tobacco, Marijuana & E-Cigarettes Course (TMEC) training (March 18th) and subsequently, revenue was lost. - Virtual training held on May 6th 2020, offered online which incurred additional technical costs and staff time to restructure our curriculum to an online format. - Unknown status of the CLEAR Alliance Oregon Drug Education Conference at Eagle Crest Resort (October 1 & 2). Deposits have been paid and speaker contracts are underway so naturally this is also a cause for concern if the conference cannot go on as planned. - Service demand has increased due to many educators and representatives from other organizations requesting access to our TMEC curriculum and educational support materials in an online format, which includes both instructor trainings and classroom instruction for students online. We are moving towards creating this online version as fast as possible but again, this incurs many costs. Court Appointed Special Advocates (CASA) of Central Oregon (Service Partner) - Postponed or potentially cancelled signature gala fundraising event (May 30). Projected to raise $160,000, a quarter of annual organizational budget, accounting for 75% of unrestricted dollars toward general operations. - Service demand is projected at a 25% increase expected once stay home restrictions are lifted, approximately 264 unduplicated children needing CASA services up from 211. Currently children are not coming into contact with mandatory reporters, but prior to the pandemic impacts being felt in Oregon, Deschutes County set a new record for children entering foster care due to abuse or neglect. Given that, and the increase in family stressors and child abuse predictive factors, the number of children at risk for abuse has increased over recent months, and will see more demand for our services in the coming months. - Existing work has continued in remote ways, and due to the expected surge, a distance learning training class is running now for new CASA volunteers for the next eight weeks, training a new cohort of volunteers ready by mid -June. DAWNS House - Cancelled annual fundraising event (May 9). Estimated revenue loss of $15,000 to $20,000. Sponsors were reimbursed. - Service demand has increased greatly in service requests, the organization is running at full operations and capacity. Increase is likely due to other shelters not performing intakes due to quarantine, and the expected closure of Juniper Ridge. Family Access Network (Service Partner) Cancelled annual wine event (May). Estimated revenue loss of $20,000-$25,000 per year which supports FAN services in local schools. - Service demand has increased due to advocates helping families access school lunches and groceries, providing support for those that are unemployed, and helping families navigate the current support systems available. Education Foundation for Bend La Pine Schools - Postponed 15th annual Trivia Night at the Tower Theater (April) to September. Primary fundraiser estimated $45,000 to_be_raised for programs. - Service demand is expected to increase in the fall for financial support from the populations we support. Family Kitchen *Awarded Deschutes County Q4 discretionary grant $2,400 for free meal program support Cancelled benefit concert (April 19) Estimated $2,600 lost revenue Cancelled bingo events. Estimated $800 lost revenue ServiService rlmmnnrl inrremce is ct—ting to he c as F..,......., l - ...-..t...... -.a -L,-. - rni ce .. �....na.-.11 .a ".. Ln 5lv V seen in pall ICW VVCCIIJ, CJLIIIIa U=U aUUUL J70 increase. Friends of the Children *Awarded Deschutes County Q4 discretionary grant $2,000 for COVID-19 Youth and Family Resources - Cancelled 2nd Annual Pickleball Tournament (May 7). Estimated $25,000 revenue lost. - Service demand has increased due to a change in our mission, which has expanded to directly support the entire family in order to keep youth safe and fed, rather than just 1:1 youth mentoring I to wi delivering food basic „ lie „d educational rn _i_ Total s�u�" "��""b ��•� delivering vasiC supplies, and cuuCativilal material,. Total population now served is 3.6x increase from originally intended service population. The Giving Plate - Cancelled Red Carpet Gala (March 12) Sold -out event, a ten-year celebration and help us bring funding in to cover the growth we were experiencing prior to COVID. - Service demand has seen a huge increase in need for food compared to 2019, at about a 46%-50% increase based on last year's numbers at this time, and in Kids Korner a 99% increase from last year at this time. I Bari (Service Partner) - Status unknown of annual fundraiser Oregon High Desert Classics Horseshow scheduled for last 2 weeks in July. If the event does take place, we anticipate significant changes will be made to allow for social distancing. And anticipate this affecting total revenue from the event. Revenue from the OHDC is over $200,000 annually. These funds support all programs and services. - Additionally, J Bar J Youth Services is the parent organization for Big Brothers Big Sisters of Central Oregon (BBBSCO). BBBSCO had to cancel their annual fundraiser Bowl for Kid's Sake, Ir I .,: �n I-Sti _bar revenue as a result ul Cuvlu- 17. r_ I I Ialed I evef lue loss Is $30,000, which Is a substantial part of the BBBSCO budget and may significantly impact the program. - Service demand has increased in services for homeless youth - especially for those living on the streets or in the community. Most requests are for basic needs items (food, diapers (parenting youth), clothing, cleaning supplies). Street based youth have also expressed feeling isolated and alone. J Bar J's Street Outreach Staff have increased hours on the streets as a result of Covid-19. Street based staff are continuing outreach (and providing basic needs supplies) for those living on the streets. Jericho Road *Awarded Deschutes County Q4 discretionary grant $2,000 for COVID-19 Emergency Assistance in Redmond -Cancelled Empty Bowls in partnership with Redmond High Schools (April) -Unknown status of: 5th Annual golf tournament in partnership with Habitat for Humanity scheduled for August. Total financial impact of losing both of these events would be $18,000- $20,000 and extremely difficult to replace. - Service demand has increased for our meal site and backpack program. We are now producing meals that are delivered to Ridgeview High School to be picked up as well as deliveries to Tumalo, Crooked River and Terrebonne. Additional increases in demand is expected as unemployed families or individuals need continual support and as forgiveness programs run out. KIDS Center (Service Partner) - Virtual event for Annual Healing Hearts Luncheon which created a $50,000 shortfall. - Unknown status of the Cork & Barrel fundraising event, a 3-day food and wine event series in July with approximately 500 guests per night, will not be able to take place as designed. If cancelled, expecting a revenue shortfall of at least $250,000 in unrestricted funds, critical to supporting KIDS Center general operating costs and direct services including child abuse prevention, evaluation and treatment. - Service Demand is anticipated to increase for specialized child abuse evaluation services similar to what we experienced due to the recession in 2008. The risk for child abuse is at an unprecedented high due to isolation and lack of contact with mandatory reporters. There was an initial decline in referrals due to social distancing and stay home mandates making it difficult for mandated reporters to identify children at risk. Referrals are slowly starting to begin coming in. La Pine Senior Center *Awarded Deschutes County Q4 discretionary grant $1,500 for COVID-Senior Center Meal Support - Cancelled Spring events: Annual Fun and Sportsman Show, Automotive Swap Meet and High Lakes Car Show, La Pine High School Grad Night Dinner and Auction, and the main fundraiser, The Rhubarb Festival scheduled in June. Mother's Day events such as Paint Night, a Craft Night and a Spring Seafood Dinner night. All events are open to the community and rely heavily on community based support and business donations. The Center received funds through the rental space for vendor tables, admission fees for certain events and through our kitchen provided food sales during these events. - Service demand for food services has certainly increased. Prior to this pandemic, we averaged serving 750-800 per month and are now serving 995 this month. In addition to that, the Center is averaging 50 meals/day delivered to homebound seniors. Latino Community Association (Service Partner) - Cancelled Gala dr Oro fundraiser (April 4). Estimated revenue loss at minimum of $52,000 to support continued expansion of our workforce education and youth development services. Also lost the opportunity to attract new donors and educate those interested in learning about our work. Working to replace this loss of revenue through emergency grants. V Service demand has increased, and front line service coordinators are working long hours and tirelessly. On March 30 we launched a Relief Effort and have raised $135,000 to date. Staff received 150 applications for and are working to provide equitable access to these funds. Checks and grocery cards are being disbursed. Neighborlmpact - Cancelled the Foodie Crawl fundraising event. Approximately $46,000 in net profit lost and absorbed $9,387 in out-of-pocket costs. Refunded ticket purchases and sponsorships. Proceeds from the fundraiser support Neighborimpact and our Food Bank. - Service demand has increased for the Food Program. The amount of food bought and distributed weekly has doubled (to 80,000 pounds). Some emergency food sites that receive the food report increases ranging from 35%-65% in food distributed and persons served. Dictrihi itinn cvctamc hava haan renr nni7or) c AAt`hir,n from ha"•.,.. le t-,r d line to - .. • — gu , 1 lb 1will 1 hull is penplc Jtal lu i1 i line lV having people place pre -packed food boxes in cars. Additional, the 51 emergency food sites have struggled to remain fully staffed due to volunteers and personnel staying home with children or being over the age of 60 and at greater risk of contracting the disease. Neighborimpact has helped by sending staff and volunteers to assist. - Service demand has increased for assistance to the homeless. Since the warming shelter has closed, we continue to supply motel vouchers and have arranged for volunteers from Mosaic Medical, along with independent volunteers, to deliver boxes of food to persons in motel rooms. r,PrvirP namAnri Fine inrroncpH fnr Wnl lcinrt Assistance r.t-.I ., .J h.. -• •- -• -- • • ••+•• •.• •.-.-• •..• ,..,w.'�.0 •vvuon lb r�JJlJtal lll., rental Of lu I IVI I ICUw er assistance. Preparing for likely rise in evictions and foreclosures, along with demand for rental and mortgage payment assistance during the next 90 to 120 days. As they do every day, Neighborlmpact's Housing Stabilization and HomeSource staff continue to work with renters and their landlords, and with homeowners and their mortgage companies, to prevent and forestall evictions and foreclosures. Redmond Chamber of Commerce - Postponed Leadership Redmond program (March) hopefully not completely cancelled. Leadership Redmond / Redmond Chamber of Commerce received a $1,000 grant to sponsor Day 7 - County Services of the Leadership Redmond program. t_ - Service demand has inrPas;�el_ the Chamhar is hi Iciar than aver raarhinc nl it to tho community and our members. We have created a comprehensive website listing all the available resources and attend countless conference calls, with local, state and federal agency to manage COVID -19. Saving Grace / Mary's Place (Service Partner) *Awarded Deschutes County Q4 discretionary grant $1,750 for COVID-19 Relief - March 5t" fundraiser attendance was 30% lower than anticipated. - Canrollorl ell ro1U,ininn „ .,t.- f01, th.. , n-I - [ -_. _c.__- • �� 1111A ull 1 l plan nl lb cvci ICJ Ivl a Ic year aI Iu I IuI I Iles UU. ) Jpnl lJnf J nave lol II if reed donations will be delayed. - Service demand for Marys Place Supervised Visitation and Safe Exchange Program anticipating that the stress of this pandemic on families experiencing domestic violence will result in a significant surge in demand for our services once restrictions are lifted. Service Demand for Saving Grace is anticipated to increase in needs for months to come. While the amount of calls decreased, the level of severity increased. One-on-one counseling has been made available remotely but not every client feels safe or comfortable with that format. So the waiting list has decreased but that is by no means a positive turn caused by the pandemic. Lastly, which thousands of Central Oregonians suddenly unemployed, it is only a matter of time before stress and financial anxiety in homes spill over into our social services industry, including needs for emergency shelter, housing, legal advocacy and more. Shepherds House *Awarded Deschutes County Q4 discretionary grant $3,834 for COVID-19 Emergency Food & Supply Boxes - Cancelled concert fundraiser for Winter Shelters (April 26). Estimated $5,000 lost revenue. - Status unknown for concert planned for late August for Winter Shelters. Estimating $5,000 potential revenue. - Status unknown for larger fundraiser planned for November. If cancelled, estimate $45,000 in lost revenue which helped to support day to day operation of emergency and program services. - Service demand has seen a massive increase over the past 6 weeks. Homeless meal capacity has increased by more than 2X (from 60-90 meals/day to over 200 meals/day. Since starting efforts on March 19, over 18,000 meals have been served, an increase of 4x our normal output. Upper Deschutes Watershed Council (Service Partner) - Cancelled Upstream Event fundraiser (May 8). Fundraiser for education program that raises funds for both salaries for our education staff and our education program costs. - Service demand for our programs has remained or possibly increased, and there has been more interest in creative ideas to deliver our curriculum to students remotely, and our efforts to do that has been appreciated by local teachers.