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2021-85-Minutes for Meeting February 17,2021 Recorded 3/11/20210-TES CpG BOARD OF COMMISSIONERS 1300 NW wall Street, Bend, Oregon (541) 388-6570 10014161FA1 Recorded in Deschutes County CJ2021-85 Nancy Blankenship, County Clerk Commissioners' ,journal 03/11 /2021 9:14:14 AM � JXL1 t f.5 Co 2021-85 FOR RECORDING STAMP ONLY '17 ill"as 4- r o . Wednesday, February 17, 2021 BARNES & SAWYER ROOMS VIRTUAL MEETING PLATFORM Present were Commissioners Patti Adair, Anthony DeBone, and Phil Chang. Also present were Tom Anderson, County Administrator; David Doyle, County Counsel (via Zoom conference call), and Sharon Keith, Board Executive Assistant (via Zoom conference call). Attendance was limited due to Governor's Virus Orders. 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 DeBone called the meeting to order at 9:00 a.m. PLEDGE OF ALLEGIANCE: CITIZEN INPUT: None presented. Commissioner Adair thanked everyone that sent a postcard to Governor Kate Brown in support of COVID vaccination supplies for Deschutes County. CONSENT AGENDA: Before the Board was consideration of approval of the Consent Agenda. BOCC MEETING FEBRUARY 17, 2021 PAGE 1 OF 10 ADAIR: Move approval of Consent Agenda CHANG: Second VOTE: ADAIR: Yes CHANG: Yes DEBONE: Chair votes yes. Motion Carried 1. Consideration of Approval to Accept VOCA Commercial Sexual Exploitation of Children Sub -award Agreement and Authorizing Signatures from County Administrator and Chief Financial Officer on Document No. 2021-175 2. Consideration of Board Signature of Letter Appointing Ron Osmundson to the Central Oregon Intergovernmental Council Board 3. Approval of Minutes of the January 29 2021 Legislative Update Meeting 4. Approval of Minutes of the February 1 2021 BOCC Meeting 5. Approval of Minutes of the February 3 2021 BOCC Meeting ACTION ITEMS: 6. PRESENTATION: High Desert Stampede Denis Fast chairman of High Desert Stampede reported on the upcoming rodeo event in Deschutes County including an event safety plan in response to the COVID19 pandemic. Tickets are currently on sale. The event will be televised nationally on the Cowboy Channel and is scheduled for March 25, 26, and 27. Chad Morris, High Desert Stampede spoke on the COVID safety plan for fans and contestants during the community event. Commissioner Adair spoke on the positive event for our community and reported on the partner information packet for those that are interested in sponsoring the event. Commissioner DeBone spoke on acknowledging the COVID current environment and also being able to celebrate our traditions. Any questions or interest of support can be sent to Info@highdesertstampede.com 7. Consideration of Board Signature of Document No. 2021-166, Fund Exchange Agreement with Oregon Department of Transportation for BOCC MEETING FEBRUARY 17, 2021 PAGE 2 OF 10 Surface Transportation Block Grant Program Funds County Engineer Cody Smith (via Zoom conference call) presented the item for consideration. The funds are based on an annual allocation and are assigned to a particular project. This year the assigned project has been identified as the paving of Fryrear Road. Discussion held on various road projects. CHANG: Move approval of Document No. 2021-166 ADAIR: Second VOTE: CHANG: Yes ADAIR: Yes DEBONE: Chair votes yes. Motion Carried B. Consideration of Proposal to Add 1.0 Business Systems Support FTE to FY 2021 Budget Chief Financial Officer/Treasurer Greg Munn (via Zoom conference call) presented the item for consideration of adding a staff person to the Finance Department to be dedicated to the MUNIS financial system. Not all County departments were in support of the additional support staff due to several departments needing to use their own financial systems. County Administrator Anderson expressed support for the additional position. The Board expressed support of moving forward with a formal resolution approving the new position. 9. Consideration of Chair Signature of Document No. 2021-134, Amendment #3 to IGA with Oregon Health Authority Supporting HIV Early Intervention and Outreach Services Health Services Supervisor Kathy Christensen and Community Health Specialist Jessie Terpstra (via Zoom conference call) presented the item for consideration. Ms. Christensen reported on the services provided through BOCC MEETING FEBRUARY 17, 2021 PAGE 3 OF 10 the HIV Early Intervention and Outreach. ADAIR: Move approval of Document No. 2021-134 CHANG: Second VOTE: ADAIR: Yes CHANG: Yes DEBONE: Chair votes yes. Motion Carried OTHER ITEMS/COMMISSIONER UPDATES: • Commissioner Chang reported our members of Congress are preparing for the time where community organizations can give input on federal programs that are important to their work and would support a conversation with Department Heads for their key federal programs as well. Commissioner Chang also recommends a conversation with Senator Merkley's office. County Administrator Anderson offered to compile a list of budget line items that have been designated for federal funding for department programs and will present at a future BOCC meeting for a discussion. • Commissioner DeBone reported that next Thursday the Board is presenting via Zoom to the Bend Chamber of Commerce group for Leadership Bend. Commissioner Adair reported she attended the Sisters Economic Development virtual meeting yesterday. Commissioner DeBone reported on yesterday's Project Wildfire virtual meeting and stated Natural Resources Department staff Fire Adapted Communities Coordinator Boone Zimmerlee and County Forester Ed Keith are doing a great job with the program. The presentation by the Natural Resources department included a story map to explain the fire history in Central Oregon. Commissioner Adair commented on the benefits of small updates that members of the community can do to protect their homes from wildfire. BOCC MEETING FEBRUARY 17, 2021 PAGE 4 OF 10 • Commissioner DeBone attended the virtual 911 User Board meeting yesterday. • Commissioner Chang is engaging with the Deschutes Basin Water Collaborative and is looking to locate the appropriate county staff person to attend the working group meetings on his behalf. 10.COVID19 Update Health Services Nahad Sadr-Azodi and Dr. George Conway (via Zoom conference call) presented this week's COVID19 Update. Presentation is attached to the record. Commissioner DeBone commented on the scope and scale of COVID verses the seasonal flu. Commissioner Adair inquired on the numbers of vaccinations for long-term health care facilities. Mr. Sadr- Azodi will verify the numbers. 11.Pandemic Financial Assistance Update Chief Financial Officer/Treasurer Greg Munn (via Zoom conference call) presented the update as the focus on funding is based on the expenses of the vaccine center. Mr. Munn reported 100% of the funding will hopefully be covered by FEMA. Data is being collected for the reimbursement process. 12.FFCRA Leave and Temporary Leave Policy Discussion Human Resources Director Kathleen Hinman (via Zoom conference call) presented the item for consideration. This policy related to the Families First Coronavirus Relief act which did sunset on December 31, 2020. Ms. Hinman reported the current legislation does not allow for the County to be BOCC MEETING FEBRUARY 17, 2021 PAGE 5 OF 10 16. Discussion of joint Board of Commissioners/Planning Commission Agenda Community Development Department Director Nick Lelack presented a draft outline of the joint meeting with the BOCC and Planning Commission. The Planning Commission is interested in providing additional assistance to the Board through input on various issues. The Board would appreciate assistance in land use options for the homeless. Discussion held on the room and meeting format. County Administrator Anderson recommended the remote format through Zoom. Mr. Lelack will present a final agenda to the Board next week. 17.Parole and Probation Facilities Expansion Project Community justice Department Director Ken Hales and Facilities Director Lee Randall presented the item reviewing the history of the project with a request to reinitiate the project in order to move forward with either of two design options. Commissioner Adair inquired on the number of staff still working from home. Mr. Hales noted the department is operating with staffing at a 50% on site and 50% off site based on COVID response levels. Commissioner Chang expressed support of the project. Commissioner DeBone is supportive of option B for a two story design. Commissioner Adair inquired whether the Facility Review Committee has looked at this project. Mr. Kropp was present and explained the committee has not reviewed the project. The latest estimate for the expansion is $5 million. Commissioner DeBone suggested the Facility Review Committee look at the project as a parallel path. Commissioner Chang commented the review group should be used for projects such as this. Mr. Kropp requested a list of clear questions from the Board to present to the Facility Review Committee. Mr. Randall suggested proceeding with a design firm and then have the committee review the structural options. Commissioner Adair expressed her opinion the County needs to move forward wisely and BOCC MEETING FEBRUARY 17, 2021 PAGE 8 OF 10 financially responsible and use the expertise of the Facility Review Committee as they were formed for project review. CHANG: Approve the preparation of construction documents for option B of the Parole and Probation facility expansion project. ADAIR: Second but can't add a maximum price at this point. Discussion: Commissioner DeBone stated the goal is to keep the project cost effective and to not commit to a final number. VOTE: CHANG: Yes ADAI R: Yes DEBONE: Chair votes yes. Motion Carried EXECUTIVE SESSION: At the time of 1:48 p.m., the Board went into Executive Session under ORS 192.660 (2) (e) Real Property. The Board came out of the session at 2:36 p.m. At the time of 2:36 p.m. the Board went into Executive Session under ORS 192.660 (2) (h) Litigation. The Board came out of the session at 2:52 p.m. for the following motion. ADAIR: Move to direct staff to proceed as discussed CHANG: Second VOTE: ADAIR: Yes CHANG: Yes DEBONE: Chair votes yes. Motion Carried At the time of 2:53 p.m. the Board went into Executive Session under ORS 192.660 (2) (h) Litigation however had to go into recess and reconvene at 4:02 p.m. until participant's arrival. The Board came out of Executive Session at 4:38 p.m. to direct staff to proceed as discussed. BOCC MEETING FEBRUARY 17, 2021 PAGE 9 OF 10 Being no further items to come before the Board, the meeting was adjourned at 4:39 p.m. 1119- C® VICEeAAIR BOCC MEETING FEBRUARY 17, 2021 PAGE 10 OF 10 BOCC MEETING AGENDA DESCHUTES COUNTY BOARD OF COMMISSIONERS 9:00 AM, WEDNESDAY, FEBRUARY 17, 2021 Barnes Sawyer Rooms - Deschutes Services Center - 1300 NW Wall Street - Bend This meeting is open to the public, and allows the Board to gather information and give direction to staff. Public comment is not normally accepted. Written minutes are taken for the record Pursuant to ORS 192.640, this agenda includes a list of the main topics that are anticipated to be considered or discussed. This notice does not limit the Board's ability to address other topics. Meetings are subject to cancellation without notice. Item start times are estimated and subject to change without notice. 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/meetings. 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: citizeninput@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 present your agenda item, you will be unmuted and placed in the spotlight for your presentation. If you are Board of Commissioners BOCC Meeting Agenda Wednesday, February 17, 2021 Page 1 of 4 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 8:00am on the day of the meeting.] CONSENT AGENDA 1. Consideration of Approval to Accept VOCA Commercial Sexual Exploitation of Children (CSEQ SubAward Agreement and Authorizing Signatures from County Administrator and Chief Financial Officer on Document No. 2021-175 2. Consideration of Board Signature to thank Randy Brooks of the Deschutes County Behavioral Health Advisory Board Pulled 3. Consideration of Board Signature of Letter Appointing Ron Osmundson to the Central Oregon Intergovernmental Council Board 4. Approval of Minutes of the January 29 2021 Legislative Update Meeting 5. Approval of Minutes of the February 1 2021 BOCC Meeting 6. Approval of Minutes of the February 3 2021 BOCC Meeting ACTION ITEMS 7. PRESENTATION: High Desert Stampede 8. Consideration of Board Signature of Document No. 2021-166, Fund Exchange Agreement with Oregon Department of Transportation for Surface Transportation Block Grant Program Funds - Cody Smith, County Engineer 9. Consideration of Proposal to Add 1.0 Business Systems Support FTE to FY 2021 Budget - Greg Munn, Chief Financial Officer Board of Commissioners BOCC Meeting Agenda Wednesday, February 17, 2021 Page 2 of 4 10.Consideration of Chair Signature of Document No. 2021-134, Amendment #3 to IGA with Oregon Health Authority Supporting HIV Early Intervention and Outreach Services - Kathy Christensen, Program Supervisor 11. 10:00 AM COVID19 Update 12. Pandemic Financial Assistance Update 13. FFCRA Leave and Temporary Leave Policy Discussion - Kathleen Hinman, Human Resources Director 14. County Administrator Recruitment Announcement - Kathleen Hinman, Human Resources Director LUNCH RECESS 15. 1:00 PM PUBLIC HEARING: Road Department Request for Noise Variance for Tumalo Place Night Work and Consideration of Board Signature of Document No. 2021-155 Noise Permit - Peter Russell, Senior Planner 16. Consideration of Board Approval to Apply for Certified Local Government (CLG) Grant - Tanya Saltzman, Senior Planner 17. Discussion of joint Board of Commissioners / Planning Commission Agenda - Nick Lelack, Community Development Director 18. Parole and Probation Facilities Expansion Project - Ken Hales, Community Justice 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. 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. Board of Commissioners BOCC Meeting Agenda Wednesday, February 17, 2021 Page 3 of 4 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 Negotiations and ORS 192.660 (2) (h) Litigation ADJOURN To watch this meeting on line, go to: www.deschutes.org/meetings Please note that the video will not show up until recording begins. You can also view past meetings on video by selecting the date shown on the website calendar. Deschutes 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) 617-4747. FUTURE MEETINGS: Additional meeting dates available at www.deschutes.org/meetingcalendar (Please note: Meeting dates and times are subject to change. All meetings take place in the Board of Commissioners' meeting rooms at 1300 NW Wall St., Bend, unless otherwise indicated. If you have questions regarding a meeting, please call 388-6572.) Board of Commissioners BOCC Meeting Agenda Wednesday, February 17, 2021 Page 4 of 4 AGENDA REQUEST & STAFF REPORT For Board of Commissioners BOCC Wednesday Meeting of February 17, 2021 DATE: February 9, 2021 FROM: Greg Munn, Finance, 541-388-6559 TITLE OF AGENDA ITEM: Consideration of Proposal to Add 1.0 Business Systems Support FTE to FY 2021 Budget RECOMMENDATION & ACTION REQUESTED: Approve the addition of a 1.0 Business Systems Support FTE to the FY 2021 County budget and fund the position using existing available fund balance in the Finance Systems reserve fund 631. If approved, a formal resolution will be presented to the BOCC for approval at an upcoming meeting. Introduction In 2015 the County made a strategic decision to purchase and implement a new Enterprise Resource Planning (ERP) system, replacing and augmenting a legacy general ledger accounting system with a new business process management software platform that integrated, aligned and automated the County's accounting, payroll, budgeting and human resources function within one system. The Tyler Munis ERP system was implemented in 2016/17 and was a significant departure from how we operated under the legacy accounting system, HTE. HTE was non -transparent and completely centralized in Finance. Munis decentralized access to information so that anyone could gain access to details within a few clicks of the mouse and allowed us to move from a centralized limited access paper driven system to a shared access/responsibility system that added workflow, an HR management component and Employee Self Service. We transitioned from a system that was accessible by very few staff to one that is used currently by over 400 staff as part of their daily work. Ongoing post -implementation system support was originally planned to be provided by functional experts located across county departments and in the Finance Department. After several years of experience we have found that this approach is not feasible considering available staff resources and level of system expertise required to meet both current County department needs and future growth expectations. This staff report requests consideration of a proposal that would provide adequate support to all county departments for the Tyler Munis ERP and other business systems. Background During the original Tyler Munis ERP implementation a decision was made to move away from centralized system (in Finance) and distribute the expertise across departments. This decentralized approach hasn't worked well for our system of 400 users. Beyond departmental leads anything technical is referred to Finance and/or IT. This has created a significant increase in workload, primarily on the Accounting Manager, in addition to the position's regular duties. In November 2020 a group of Munis super users representing various county departments met to discuss system support concerns. The super users' group identified the following concerns: 1. Since the original implementation, system users have learned only the basics to get their particular work completed. There is a belief that we don't know/aren't applying Munis' capabilities fully to our day to day work. 2. Lack of training. Easy step guidelines exist but don't take the place of regular and department or job specific training. Not something either IT or Finance is staffed to provide. Need day to day training and training for new managers. 3. Need for system training and department specific business process consulting and coaching. How do we use the Munis tool (and other technology tools) to improve business processes? 4. We lack a coordinated approach to system -wide updates. A recent service pack release is a good example. There were dozens of changes that impacted everyone across the platform. Each change needs attention and notification to staff of potential impact. Ideal would be to test before pushing to production but we don't have time/resources for that. Fixes come through weekly which need to be tested and communicated. Need adequate infrastructure to manage change control. Proposal and Request This proposal requests to create a new 1.0 FTE in the county budget dedicated to providing county -wide business systems support. The position's work plan would be guided by a steering committee representing a wide variety of county -wide department interests. This request is supported by consensus of the county -wide users group and their department heads. There is a need for additional and dedicated FTE support with business process expertise - a foundation in Munis with a broad umbrella to address business processes utilizing best practices and available tools. There is further support from the county's technology director who confirmed that major new systems like Munis generally come with the addition of at least one new FTE support position. The City of Bend, who also utilizes Munis, has 1.5 support FTE and is considering adding further support. Additionally, last month the county's internal auditor released an internal audit of the Munis accounting system which stated that "...additional resources might be necessary to help Finance and IT maintain support and document systems controls such as roles and workflows and reinforce segregation of duties." Fiscal Implications The Munis implementation was originally funded by a loan from the General Fund to the Finance Reserve Fund. The original agreement with departments was that the loan would be repaid through an ISF charge over a five year period at $260,000 per year. The fund has approximately $250,000 in remaining fund balance and there are approximately two years left of loan repayments and ISF charges. Once repaid, the annual ISF charges to departments would be reduced by $260,000. This fund could be used to fund a new position or the surplus balance could be returned to departments. If used to fund the position, the remaining fund balance of $250,000 would fund up to two years of the new position with no impact on ISF charges. Once the fund balance is exhausted, annual costs would be funded using an ISF charge of approximately $125,000. At that time, when the General Fund loan has been repaid, the net impact on ISF rates would be a reduction of approximately $135,000 ($260,000 loan repayment decrease plus $125,000 position support increase). 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CM CL Cn m Co C, (COD CC>L CD C) 0 C>D< w n N C. mw co 23 > ti 0 - OL W = , 0- w CL to 0- CD 5' X m = CD 1-11 6 ---- A CD cr OHA 3527A (02/02/2021) E S CpG2 o -A 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 February 17, 2021 DATE: February 11, 2021 FROM: Kathleen Hinman, Human Resources, 541-385-3215 TITLE OF AGENDA ITEM: FFCRA Leave and Temporary Leave Policy Discussion RECOMMENDATION & ACTION REQUESTED: Staff seeks direction from the board regarding interest in extending FFCRA leave and updating the Temporary Leave Policy. BACKGROUND AND POLICY IMPLICATIONS: Effective April 1, 2020 the Federal government required employers to provide paid protected leave to employees taking time off for COVID related illness, quarantine, and school and/or childcare closures. The duration of leave and amount of pay varied depending on the type of leave taken. This was known as the Families First Coronavirus Relief Act (FFCRA). This was brought to the BOCC for discussion and consideration and the County amended the Temporary Leave Policy to include this Act. The FFCRA allowed for employers to receive reimbursement for this expense through tax credits, however the County is not eligible for such tax credits given we don't pay those taxes to begin with. The act was set to, and did, sunset December 31, 2021. During this same time the Oregon Family Leave Act (OFLA), Sick Child Leave provision, was permanently amended extending leave protections for school closures, however no paid leave was provided with this amendment. The recently approved relief legislation did not include a requirement for employers to continue to provide this paid leave, however they did make it voluntary for employers to continue the paid leave into 2021 and continue to receive the tax credit (which doesn't apply to the County.) FISCAL IMPLICATIONS: In both my review, and in my conferring with the County's CFO, Greg Munn, we believe the current legislation does not allow for the County to be reimbursed through the CARES Act. Any costs associated with the voluntary extension of this paid leave would need to be paid from County funds; these costs are not currently included in the budget. ATTENDANCE: Kathleen Hinman, HR Director `01Cs CO a .c REVISED: ApfR-March 1, 20282021 TEMPORARY POLICY — RESPONSE TO NOVEL CORONAVIRUS / COVID-19 PURPOSE The purpose of this temporary policy is to recognize that the novel coronavirus, also known as COVID-19, has impacted Deschutes County locally. Our employees are at the forefront of our concern as we work to adapt quickly to this emerging public health threat and navigate new business practices in order to continue to serve our community to the best of our abilities. It is in times like these that our community may need our services the most. AUTHORITY This temporary policy is authorized by Deschutes County Code 2.04.055 (Executive Responsibility - Change of Succession - State of Emergency) and Board Order No. 2020-013, An Order Declaring a State of Emergency (section 5). APPLICATION This temporary policy applies to all County departments, offices, affiliated agencies, the Deschutes County 911 Service District, and elected officials (collectively, the "County"). DEFINITIONS Novel Coronavirus / COVID-19: A respiratory disease caused by a novel (new) coronavirus. The virus has been named "SARS-CoV-2" and the disease it causes has been named "coronavirus disease 2019" (abbreviated "COVID-19"). Curtailed Operations: A change or reduction to the routine services, service levels, activities and functions of any given office, department or division. Household Member: Any other person who resides in the employee's household. Medical Advice: Information or advice received from a medical professional. Social Isolation: Social isolation, self -isolation or Quarantine, separates and restricts the movement of people who were exposed to a contagious disease to see if they become sick. Social Distancing: Measures taken to restrict when, where, and how people gather to stop or slow the spread of infectious diseases. Social distancing measures include limiting large groups of people coming together, closing buildings, canceling events, and maintaining 6 feet of space between people during interactions. See County's Social Distancing and Meetings at Work - COVID-19 for details. Remote Work: A work arrangement in which the employee works outside the normal work site, often working from home. Deschutes County Public Health Department: The regional health authority for public health concerns in Deschutes County. Families First Coronavirus Response Act (FFCRA or Families First Act):J Requires , -- commented [KH1]: Need direction on removing certain employers to provide their employees with Emergency Paid Sick Leave mention of FFCRA all throughout the updated policy, or keep the FFCRA information included (EPSL) or expanded leave under the Family and Medical Leave Act (FMLA) for as it mentions an end date to the provisions, specified reasons related to COVID-19. The Department of Labor's (DOL) Wage December 31, 2020. and Hour Division (WHO) administers and enforces the new law's requirements. These provisions are effective April 1, 2020 and will apply through December 31, 2020. Emergency Responders: For the purposes of employees who may be excluded from paid sick leave or expanded family and medical leave under the FFCRA, an emergency responder is a law enforcement officer, correctional institution personnel, physicians, nurses, public health personnel, emergency medical technicians, paramedics, emergency management personnel, 911 operators, public works personnel, and persons with skills or training in operating specialized equipment or other skills needed to provide aid in a declared emergency as well as individuals who work for such facilities and whose work is necessary to maintain the operation of the facility. This also includes any individual that the Governor determines is an emergency responder necessary for the response to COVID-19. Health Care Providers: For the purposes of employees who may be exempted from paid sick leave or expanded family and medical leave under the FFCRA, a health care provider is an employee working (regularly or temporarily) at any health care center, clinic, local health department or agency, or home health care provider. This also includes any individual that the Governor determines is a health care provider necessary for the response to COVID-19. GENERAL POLICY Deschutes County is following the guidance of the Oregon Health Authority (OHA), Centers for Disease Control (CDC), and Deschutes County Public Health Department. The County is adhering to the recommendations of these agencies regarding preventative measures including social distancing, quarantines, and possible curtailment of non -essential County functions. The County will continue to adjust as the recommendations of these agencies change. Directors and Elected Officials should do their best to support staff in implementing these guidelines to the best of their ability. Deschutes County's priority is to maintain essential services and critical business needs. If an employee's position provides critical business needs and essential services to the community as determined by the Department Director or Elected Official, or designee; the Director or Elected Official, or designee, in consultation with Human Resources and Legal, may deny leave authorized under this temporary policy and direct the employee to perform their job unless the employee is not well enough to perform their job. The decision shall be based upon the determination of the Director or Elected Official, or their designee that the employee meets the definition of "health care provider" or "emergency responder" found in this policy, or the performance of employee's job duties is otherwise deemed essential to the public service for the community and the duties can't be performed otherwise. Beyond those employees who must maintain essential services and critical business needs for the community, this policy applies to all employees, and specifically those who fall into one of the following General Policy categories: 1. An employee or an employee's household member who is under observation, being monitored, or self -quarantined as directed by public health officials; 2. An employee or an employee's household member who has been diagnosed with COVID-19 and is directed by public health officials not to come to work; 3. An employee or a household member with health vulnerabilities who falls into one of the categories identified by the CDC as being at high risk for serious complications from COVID-19 and has been advised by a medical professional or public health authority not to come to work; 4. The school or daycare center of an employee's dependent has closed due to COVID-19, when other childcare options have been exhausted; 5. Supportive services for an employee's dependent (such as medical transportation, in -home care providers, etc.) are unavailable due to COVID- 19 which requires them to care for that dependent; 6. Public or alternative transportation is unavailable due to COVID-19 and an employee is unable to travel to and from work; OR 7. Employees who are sick with symptoms similar to COVID-19 and not allowed to return to work until 72 hours after symptoms resolve (without symptom reducing medication). REMOTE WORK The County retains the sole discretion to determine whether or not an employee is able to work remotely. Remote work, if available, should be considered for employees who fall into one of the General Policy categories above. 1. When an employee is in a position to effectively utilize telecommuting capabilities or complete work remotely at home they may talk with their supervisor to gain approval and make appropriate arrangements for working remotely. Refer to the County's Remote Work Guidelines - COVID-19 for details. 2. A County's Remote Work Agreement form must be completed and signed by the employee and supervisor. 3. Priority will be provided to an employee who meets one of the General Policy categories but is well enough to work. 4. When working remotely, employees must be available via computer or telephone and provide a contact number where they can be easily and readily reached during their regular work day while working remotely. POLICY GUIDELINES 1. Employees who fall into one of the General Policy categories above and cannot perform remote work may qualify for benefits under the federal Families First Corona Response Act (FFCRA or Families First Act). Emergency Responders and Health Care Providers may be exempted from eligibility under the Families First Act, each situation will be reviewed individually. Below is a summary of the provisions of the Families First Act, specific regulatory information may be found under the U.S. Department of Labor's website. Please contact the County's Human Resources Department for detailed administrative guidelines and to answer any specific questions you may have, including the interaction of this new Act with other applicable federal and state regulatory requirements. FFCRA Qualifying Reasons for Leave related to COVID-19: Emergency Paid Sick Leave (EPSL) With the exception of Emergency Responders and Health Care Providers who may be excluded, all employees qualify for Emergency Paid Sick Leave (EPSL)if the employee is unable to work (or unable to remote work) due to a need for leave because the employee: 1. is subject to a Federal, State, or local quarantine or isolation order related to COVID-19; 2. has been advised by a health care provider to self -quarantine related to COVID-19; 3. is experiencing COVID-19 symptoms and is seeking a medical diagnosis; 4. is caring for an individual subject to an order described in (1) or self -quarantine as described in (2); 5. is caring for a child whose school or place of care is closed (or child care provider is unavailable) for reasons related to COVID-19; or 6. is experiencing any other substantially -similar condition specified by the Secretary of Health and Human Services, in consultation with the Secretaries of Labor and Treasury. Expanded Family Medical Leave Act (EFMLA) With the exception of Emergency Responders and Health Care Providers who may be excluded, an employee, who has worked for at least 30 days, qualifies for expanded leave, under the Expanded Family Medical Leave Act (EFMLA) if the employee is caring for a child whose school or place of care is closed (or child care provider is unavailable) for reasons related to COVID-19. Duration of Leave: For reasons (1)44) and (6): A full-time employee is eligible for up to 80 hours of paid leave, and a part-time employee is eligible for the number of hours of paid leave that the employee works on average over a two - week period. Additional unpaid leave may be available in these situations under Family Medical Leave Act (FMLA) provided the employee has not already exhausted their annual leave entitlement under the FMLA for other qualifying reasons. For reason (5): A full-time employee is eligible for up to 12 weeks of paid leave under the FMLA at 40 hours a week, and a part-time employee is eligible for paid leave for the number of hours that the employee is normally scheduled to work over that period, provided the employee has not already exhausted their annual leave entitlement under the Family Medical Leave Act (FMLA) for other qualifying reasons. Intermittent Leave: Work at Regular Worksite: Paid sick leave for qualifying reasons related to COVID-19 must be taken in full -day increments Unless you are working remotely, once you begin taking paid sick leave for one or more of these qualifying reasons, you must continue to take paid sick leave each day until you either (1) use the full amount of paid sick leave or (2) no longer have a qualifying reason for taking paid sick leave. This limit is imposed because if you are sick or possibly sick with COVID-19, or caring for an individual who is sick or possibly sick with COVID-19, the intent of FFCRA is to provide such paid sick leave as necessary to keep you from spreading the virus to others. Remote Work: Employees may use their benefit entitlement under the Families First Act intermittently, provided that you and your Department agree on your requested schedule, based on business needs. Calculation of Pay: For leave reasons (1). (2), or (3): employees taking leave shall receive up to two weeks (up to 80 hours) paid at either their regular rate or the applicable minimum wage, whichever is higher, up to $511 per day and $5,110 in the aggregate (over a 2-week/80-hour period). For leave reasons (4) or (6): employees taking leave shall be paid at 2/3 their regular rate up to two weeks (up to 80 hours), up to $200 per day and $2,000 in the aggregate (over a 2-week period). For leave reason (5): employees taking leave shall be paid at 2/3 their regular rate up to $200 per day and $12,000 in the aggregate (over a 12-week period —two weeks of paid sick leave followed by up to 10 weeks of paid expanded family and medical leave). Employees may utilize their accrued time -off balances to supplement the benefits received under the Families First Act, as needed. Requesting Leave under FFCRA: For reasons (1)44) and (6): complete an Emergency Paid Sick Leave (EPSL) Request Form available on insideDC and ESS. For reason (5): complete an Emergency Family and Medical Leave Expansion Act (EFMLA) Request Form available on insideDC and ESS. Timekeeping Requirements: additional instructions for how to document your timesheets will be provided by Human Resources and/or Payroll upon approval of requested absence(s). 2. Employees who fall into one of the General Policy categories above; cannot perform remote work; who have exhausted all, or are not eligible for, benefits under the Families First Act; and experience absences due to COVID-19 will not have those absences count as unscheduled absences as outlined in County's Leave Policy HR-14. Employees who fall into one of the categories listed in the General Policy section above; cannot perform remote work; who have exhausted all, or are not eligible for, benefits under the Families First Act; and experience absences due to COVID-19 must utilize their accrued leave per the County's existing leave polices, Personnel Rules, and Collective Bargaining Agreements for related absences. Employees will be allowed to use any existing leave they may have available, including accrued leave remaining in sick banks and/or sick vaults. Employees who fall into one of the General Policy categories above; cannot perform remote work; who have exhausted all, or are not eligible for, benefits under the Families First Act; and have exhausted all eligible leave accruals will be allowed to incur: A negative TML, Vacation, or Sick leave balance up to the combined maximum equivalent of 2 weeks scheduled work;-. Employees who leave County employment prior to paying back the borrowed leave will be responsible for repayment of the remaining balance. • 30 days unpaid leave without the requirement to pay a pro -rated portion of their Health Insurance premium as outlined in the County's Leave Policy HR-14. EXCEPTIONS Exceptions to this temporary policy may only be granted by the County Administrator or designee. GOVERNANCE Any situation or circumstance not covered in this temporary policy shall be governed by existing County Personnel Rules, Policies, and Collective Bargaining Agreements. Federal and/or State regulations will govern should discrepancies exist with any summaries provided herein. IMPLEMENTATION Department Directors and Elected Officials, or designee, are responsible for implementing this policy within their respective departments/offices. Observance of this policy is mandatory for all employees and violation may result in disciplinary action (up to and including termination). REVIEW This temporary policy shall be reviewed by the County Administrator at least every 14 days and updated or revoked as necessary. This temporary policy is only in effect during the time period covered by the COVID-19 Emergency Declaration issued by Deschutes County and/or the State of Oregon. Revised policy approved the Deschutes Co ty Board of Commissioners on (April 1,1j commented [KH2]: Enter new date of approval. 2020. Tom Anderson County Administrator RESOURCES _ 1. �QVID-19 Employee Resources Area on InsideDd __ ___ _ _ _., --- Commented [KH3]: Point to one resource center i-Pe;�ser�eseU,=ee iodide^��I^� which houses all the resources listed here. AffS ers 9, 2. Interoffice memorandum Date: February 11, 2021 To: Board of County Commissioners From: Kathleen Hinman, HR Director Re: FFCRA and Temporary Leave Policy Update Attached is the Deschutes County Administrative Policy: Temporary Policy — Response to Novel Coronavirus / COVID-19. HR staff have suggested a few edits to the policy to reflect clarity around the repayment process for any employee borrowing future leave accruals, streamline the active links in the resources section, and an update to the mention of the Families First Coronavirus Response Act (FFCRA.) Families First Coronavirus Response Act (FFCRA) • Expired on December 31, 2020 • Provided protected paid leave to employees taking time off for COVID related illness, quarantine, and school and/or childcare closures. • Only —10% of current employees utilized one or more aspects of FFCRA Proposed Federal Legislation to Reinstate FFCRA: Summary — Remains pending • No indication if this would be retroactive • Expand Paid Sick Leave and Family Medical Leave (FMLA) to 14 weeks o Same reasons as FFCRA o Includes time -off for Vaccine • Provide a maximum paid leave benefit of $1,400 per -week for eligible workers. o Previous FFCRA paid up to $511 a day for employees who were sick/ quarantined, but limited it to two weeks, and 2/3 employees pay up to $200 a day for family caregiving leave. • Reimburse state and local governments for the cost of the leave. • Previous FFCRA legislation did not provide for tax credits to local governments. • Extend until September 30, 2021. Oregon's COVID-19 Temporary Paid Leave Program Employees can currently apply directly to the State if they need to quarantine and are not getting paid or have ran out of paid leave through their employer. "The Oregon Legislature's Emergency Board established the COVID-19 Temporary Paid Leave Program to help bridge the gap left by the Families First Coronavirus Relief Act. This $30 million program was established with money received from the federal government to help Oregon respond to the COVID-19 1300 NW Wall Street, Suite201 Bend, Oregon 97703 (541 ) 3 8 8 - 6 5 5 3 hr@deschutes.org www.deschutes.org pandemic. Note: Because there are limited funds available, this program is limited to only those quarantine periods that were in place during or after the effective date of Sept. 16, 2020. The permanent rule extends authority for the Department of Consumer and Business Services to administer the program beyond the temporary rule's expiration date of March 13, 2021. " Recommendation: • Await for the Federal legislation to be approved • Continue with Remote Work/Flexible Schedules o Departments have been, continue to be, and will need to be into the future, very flexible with their staff in approving leave, alternative work schedules, and remote work options to provide solutions for the school and childcare closures as well as the need for quarantine. Consideration: Continue FFCRA voluntarily until legislation is approved. PROS CONS Employee Morale Financial Loss — no tax credit/reimbursement Workplace & Public health — paid leave Administrative overhead incentivizes employees to stay home, slows the spread 1300 NW Wall Street, Suite 201 Bend, Oregon 97703 (541) 3 8 8 - 6 5 5 3 hr@deschutes.org www.deschutes.or'g ES CO 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 February 17, 2021 DATE: February 11, 2021 FROM: Tanya Saltzman, Community Development, TITLE OF AGENDA ITEM: Consideration of Board Approval to Apply for Certified Local Government (CLG) Grant Staff requests approval to apply for a $10,000 State Historic Preservation Office (SHPO) Certified Local Government (CLG) Grant for its 2021-2022 grant cycle. MEMORANDUM DATE: February 11, 2021 TO: Deschutes County Board of Commissioners FROM: Tanya Saltzman, AICP, Senior Planner RE: Certified Local Government Grant Application - Permission to Proceed REQUEST This memorandum provides an overview of the Certified Local Government (CLG) program and requests support to apply for a 2021-2022 CLG grant.' The grant application deadline is February 26, 2021. If approved by the State Historic Preservation Office (SHPO), grant funds will be distributed in April. All CLG funded projects must be completed by August 31, 2022. OVERVIEW Every twenty-four months, SHPO offers matching grants to jurisdictions that have been "certified" as historic preservation partners with both state and federal governments. Since 1986 Deschutes County has been a CLG and is therefore eligible for grant funding. Over several grant cycles, our historic preservation program identified historic resources, offset costs associated with staffing the Historic Landmarks Commission (HLC), educated the public, and preserved historic structures. The CLG grant is non-competitive, which assures that all CLGs throughout the state benefit. The maximum award for this grant cycle is $10,000 and requires at least a 1:1 match of local funds or donated services/supplies. State and federal requirements regulate the CLG grant, including project budget, timeline, inspections and audits, reports, billings, and consultant standards. As mentioned above, Deschutes County has been a recipient of CLG funds for decades. CDD staff relies on the professional input and direction of the HLC, an appointed body that provides technical expertise on historic and cultural resource issues for the rural county and the City of Sisters. This year, the City of Sisters took an active role in providing potential projects for the grant, and the projects that will be submitted are reflective of that participation. In addition, the ongoing uncertainty with respect to the COVID-19 pandemic has shifted the emphasis away from in -person projects such as commissioner training, tours, etc. and into other avenues. ' As prescribed in County Policy GA-20. 1 1 7 NW Lafayette Avenue, Bend, Oregon 97703 1 P.O. Box 6005, Bend, OR 97708-6005 k� (541) 388-6575 @ cdd@deschutes.org @ www.deschutes.org/cd On February 1, 2021, the HLC identified the following projects that could be completed by August 31, 2022, listed in tentative priority order. These projects are a mix of direct costs (such as consultants) and in -kind staff time that would satisfy the grant's match requirements. • Update the County Historic Landmarks Commission Policy & Procedures Manual • Sisters: update to historical information tour (new brochure, map, self -guided tour resources) • Update the County's Historic Preservation Strategic Plan • Sisters StoryMap for online, interactive outreach/education on properties on its 2018 reconnaissance level survey (RLS) • Sisters public education/awareness items, including social media outreach, a paid insert in the Nugget newspaper, other promotional materials • County public education/awareness, including topics that may previously have been incorporated into Preservation Month • Create historic landmarks calendar • Commissioner and staff training In addition, the CLG grant can offset staffing the HLC. If the Board supports pursuing a CLG grant, staff will coordinate with the HLC to finalize the application by the February 26, 2021 deadline. Attachment: Grant Application Request Page 2 of 2 Grant Application Request Date: 1. Name of Grant: Certified Local Government (CLG) Grant 2. Deschutes County contact: Tanya Saltzman, Senior Planner 3. Funding Agency: State Historic Preservation Office (SHPO) 4. Grant Amount: $10,000 5. Does the grant require matching funds? ❑✓ Yes [:]No If yes, how much are the required matching funds and what funds does the department plan to use for matching funds? This grant requires a 1:1 match; CDD will provide $10,000 in matching funds --primarily comprised of staff time --from its long range advanced planning fees. 6. Grant duration: April 2021 - August 31, 2022 7. Grant application deadline: February 26, 2021 8. Grant description: This grant provides funds for projects related to historic preservation. 9. Requested budget (please provide additional line item details under the broad categories listed below): Amount Requested Personnel Services Materials and Services Capital Total please see below 10. If the grant request includes FTEs, please fill out the table below. Position Title Limited duration or regularposition? FTEs Notes n/a 11.Other information: This grant application will offer a number of projects (listed below) to be performed with grant funds and the match from CDD. These projects are a mix of direct costs (such as consultants) and in -kind staff time that will satisfy the grant's match requirements. It is anticipated that the bulk of the matching funds will be provided through staff time. Projects are as follows: • Update the County Historic Landmarks Commission Policy & Procedures Manual • Sisters: update to historical information tour (new brochure, map, self -guided tour resources) • Update the County's Historic Preservation Strategic Plan • Sisters StoryMap for online interactive outreach/education on properties on its 2018 reconnaissance level survey (RLS) • Sisters public education/awareness items, including social media outreach, a paid insert in the Nugget newspaper, other promotional materials • County public education/awareness, including topics that may previously have been incorporated into Preservation Month • Create historic landmarks calendar • Commissioner and staff training L�\)I ES CMG � 2 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 February 17, 2021 DATE: February 11, 2021 FROM: Nick Lelack, Community Development, 541-385-1708 TITLE OF AGENDA ITEM: Discussion of joint Board of Commissioners / Planning Commission Agenda DATE: February 10, 2021 TO: Deschutes County Board of Commissioners FROM: Nick Lelack, AICP, Director Peter Gutowsky, AICP, Planning Manager RE: Draft Joint Board of Commissioners / Planning Commission Work Session Agenda The Board of County Commissioners (Board) will conduct a joint work session with the Planning Commission (Commission) on February 25, 2021 at 5:30 p.m. at the Deschutes Service Center, 1300 Wall Street, Barnes and Sawyer rooms. Staff has prepared a draft agenda for the Board's consideration. The Planning Commission is particularly interested in discussing its role and coordination opportunities with the Board. For example, as the County's Citizen Involvement Advisory Committee (CIAC), might the Board assign planning projects to the Commission to study (including staff analysis) and gain public input to inform Board decisions on whether and how to initiate new or amended land use policies or regulations. In addition, the Commission is interested in discussing next steps with the wildfire mitigation measures with the Board either under the Board 2021 Goals or CDD 2021-22 Major Projects. Draft Agenda The meeting is proposed to be conducted electronically and by phone. Tony Debone, Board Chair; Les Hudson, Planning Commissioner Chair; Tom Anderson, County Administrator; Nick Lelack, Community Development Department (CDD) Director; and administrative staff could attend in -person. Everyone else would be encouraged to participate remotely. The following list of topics are proposed for the joint work session. A. Welcome, Introductions, Public Comments B. Board 2021 Goals C. CDD Draft FY 2021-22 Work Plan, Major Projects, Public Hearing & Adoption Schedule D. Planning Commission Role / Coordination Opportunities E. Closing Remarks F. Adjourn Based on the Board's direction, staff will prepare a joint work session packet. C.�101 E S 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 February 17, 2021 DATE: February 11, 2021 FROM: Ken Hales, juvenile Community Justice, 541-317-3115 TITLE OF AGENDA ITEM: Parole and Probation Facilities Expansion Project RECOMMENDATION & ACTION REQUESTED: Move to approve preparation of construction documents and the Guaranteed Maximum Price by the Construction Manager/General Contractor for the Option B parole and probation office expansion design. BACKGROUND AND POLICY IMPLICATIONS: Expansion of the Adult Parole & Probation building was identified as part of the Public Safety Campus Master Plan. In 2019 the Board of County Commissioners (BOCC) approved a design contract and a Construction Manager/General Contractor contract for the project. Working together, the project team developed two separate construction concepts. In April of 2020 staff presented expansion Option B to the Board of County Commissioners and then went on to explore other possible space solutions at Board direction. The results of that analysis are outlined in the accompanying memo. At this time, staff are presenting expansion Option B for additional review. See attached memo for more detail. Fiscal Implications Contracts are already in place for project design and pre -construction services by the Construction Manager/General Contractor. The County will not incur any new obligations as a result of this action. Funding for the design and pre -construction phase of the project has been appropriated in Campus Improvements Fund 463 for FY 2021. Attendance: Community Justice Director Ken Hales and Facilities Director Lee Randall 'i Deschutes County Community Justice Department J. Kenneth Hales, Director Date: February 10, 2021 To: Chair Tony Debo e, Vice -chair Phil Chang, Commissioner Patti Adair From: J. Kenneth Hales Re: Adult Parole and bation Expansion Project Status Report In 2018 the Deschutes County public safety campus masterplan stakeholder's team identified four near term objectives. One was later withdrawn. The three remaining were to remodel and expand the adult parole and probation office in Bend and consolidate all division personnel and operations in Bend to one location; remodel and repurpose the adult parole and probation "programs" building for use as a stabilization center; and relocate the Community Justice Department community service shop displaced when the programs building was repurposed for use as a stabilization center. The stabilization center was completed in January of 2020. The community service shop is on track for completion in the fall of 2021. Remaining is the adult parole and probation office expansion project. The preparatory planning, needs assessment, architectural design work, and contracting for construction management and general contracting is complete. In June of 2019 the Deschutes County Board of County Commissioners approved Findings of Fact for use of Construction Manager/General Contractor (CM/GC) for the adult parole and probation division's expansion and remodel project. Also, in June of 2019 the Board approved a design contract with Ascent/PIVOT Architecture team for design of the division's remodel and expansion project. The architectural design team developed two options that met department needs. A summary of the two design options and the advantages and disadvantages accompanies this memo. In December of 2019 the Board approved notice of intent to award CM/GC contract to Skanska USA Building to prepare construction documents, developed a guaranteed project cost and oversee the construction. The County has yet to initiate the work Skanska USA Building is under contract to perform. In April of 2020 Directors Randall and Hales presented both design options to the Board with a recommendation to proceed with option B with an estimated project cost of $6m. The Board did not approve the request to initiate the next stage of work with Skanska Building USA and instructed staff to examine all others options to address adult parole and probation space needs. In September of 2020 Property Manager Kristie Ballinger, County Administrator Tom Anderson, Assistant Administrator Erik Kropp, Community Justice Director Ken Hales, Facilities Director Lee Randall, and Project Manager Dan Hopper met with Commissioner Phil Henderson to review the options considered, including: 1. Purchase, lease, or construct space off the campus for all or some division operations; 2. Co -locating an adjunct office with the courthouse expansion project; 3. Co -locating an adjunct office with or within the Juvenile Community Justice Building; 4. Repurposing a juvenile detention facility living unit to use as an adjunct office; or 5. Continuing to use the temporary modular facility as an adjunct office. Juvenile Community Justice 63360 NW Britta Street, Building 1 Bend, OR 97701(541) 388-6671 Adult Parole and Probation 63360 NW Britta Street, Building 2 Bend, OR 97701 (541) 385-3246 After thorough none of the alternative solutions identified above were considered operationally and or fiscally viable by the team and no additional alternative were discovered. See attached memo dated October 16, 2020 for a through discussion of the alternative options. Therefore I again bring before the Board request to proceed with the adult parole and probation project and engage with BLRB (previously Ascent/PIVOT) Architects and Skanska Building USA to prepare construction documents and the Guaranteed Maximum Price by the Construction Manager/General Contractor for the Option B parole and probation office expansion design. 2 Summary of Adult Parole and Probation Division Design Option Advantages and Disadvantages Design Option A is the second floor expansion design. This design extends the division's office space on the second floor to the east out and over the Sheriff s Office work center and part of the part of the yard. It includes remodeling the existing 7,838 square feet and adding 6,703 square feet, to a total of 14,541 square feet. Design Option A Advantages & Disadvantages: ✓ The entire expansion is over space currently used by the Sheriff s Office thereby it requires no horizontal land space. ✓ It displaces no existing parking. ✓ It allows for all operations to be on one level. ✓ Provides better adjacency of POS, providing more security and nearby back up ✓ All arrest areas in the same area and near the same egress. ✓ All UA restrooms are in the same area. ✓ Provides a bigger breakroom. ✓ Provides better adjacency of program staff to program spaces. ➢ Requires major remodeling of all the existing space, increasing cost. ➢ Requires extra cost to reinforce the lower level to support changes to the second floor. ➢ Requires considerable phasing resulting longer construction, phasing expense, and operational disruption. Design Option B is the two story addition design. It involves constructing a two story structure adjacent to the front of and to the south or the current building. The lower level is a stand-alone meetings, programs, and conference area and the second level is integrated with the existing parole and probation division offices. Thereby extending division office space to the west. This design involves remodeling some but not all of the existing 7,838 square feet on the second, adding 3,796 square feet to the second floor, and providing 3,796 of newly constructed space on the lower level to a total of 15,425 square feet. Design Option B Two Story Addition Advantages & Disadvantages: ✓ Saves expense by remodeling of only a part of the existing 7,838 square feet of space. ✓ Saves expense by not requiring installation of special support for the second floor. ✓ Provides better campus wide access to meeting rooms. ✓ Eliminates phasing the construction and therefore reduces expense derived from a longer period of construction, the complexity of construction required, and cost of temporary space for displaced staff during construction. ✓ Reduces operational disruption due to phased construction. . ➢ Consumes additional land area. ➢ Displaces some existing parking. ➢ Provides a smaller breakroom and a less useful lobby. ➢ Group meeting spaces, conference rooms, training space not as assessable to department staff. ➢ Provides less adjacency for POs, arrest areas and UA restrooms are more spread out. Deschutes County Community Justice Department J. Kenneth Hales, Director Memorandum Date: October 16, 2020 To: Tom Anderson, County Administrator From: J. Kenneth lialesTv Re: Satellite Options r Adult Parole and Probation On September 8, 2020 we met with Commissioner Phil Henderson, Manager Kristine Bollinger, and Director Lee Randall to discuss options for resolving the adult parole and probation division's space needs. Among other ideas a satellite office was discussed. The discussion included maintaining a satellite office on the public safety campus or purchasing, leasing, or constructing a satellite office someplace or off the public safety campus; co -locating a satellite office with the courthouse expansion project; co -locating a satellite office with the Juvenile Community Justice Building; and repurposing a juvenile detention facility living unit as a satellite office. The kind of satellite office was not discussed. Any possible satellite office would, with some variation of course, take one of two forms. A full service satellite office akin to what transpired in the programs building prior to the stabilization center, or a partial service satellite office akin to how the temporary modular facility is currently being utilized. Full Service Satellite Office Program design is needed to identify the functionality and amount of space needed for a full service satellite office. However, my best guess is it would require offices for one supervisor and seven to nine parole and probation officers, a reception area and work space for an administrative specialist, waiting room, staff restrooms, public restrooms, UA restrooms, one large training room, one to two small meeting rooms, plus the other customary spaces. Total space needed to be around 5,000 square feet'. Using the cost comparisons provided in the Deschutes County Parole and Probation Option B Minor Renovation and Building Addition report dated May 13, 2020 a full service satellite office may cost $2.1m to construct. The benefit of a full service satellite office is the additional space for staff plus rooms for staff meetings, staff training, and group programs. Another potential benefit considered if located off the public safety campus was increased access by the population served. However, the population centers in Deschutes County merit full service offices in Bend and Redmond only and population of the City of Bend is far too small to warrant a second full service office. The disadvantages of a second full service office include, most notably, re-establishing the inefficiencies, and the need for redundant functions and staff, and diminished safety as was experienced when the adult division operated the programs building as a full service satellite ' Based on current not future space needs and assumes no co-occurring remodeling and or expansion of the current main office. Juvenile Community Justice 63360 NW Britta Street, Building 1 Bend, OR 97701(541) 388-6671 Adult Parole and Probation 63360 NW Britta Street, Building 2 Bend, OR 97701(541) 385-3246 office. One of the two primary objectives of the parole and probation expansion project as conceived in 2017 was to eliminate the second office, i.e. the programs building as a full service satellite office. Having two offices in Bend diminishes the number of available officers to make an arrest. In the year prior to the programs building's repurposing in 2019, parole and probation officers in the programs building experienced several use of force incidents which required several officers to subdue a fighting offender. The more certified staff available the quicker the use of force event can be quelled and decreases the likelihood anyone will suffer injury. Having a second office doubles the number of staff assigned as the daily duty officer. A parole and probation officer is unable to perform their primary duties while assigned as the daily duty officer. It is analogous to being off post for a correctional officer. When an officer is assigned as the daily duty officer their time is consumed doing things other than case management, skill building, and field checks and investigations of persons on their caseload. Additionally, a second office reduces supervisory coverage to one supervisor at each location. When one supervisor is off or out of the office one location is without a supervisor. Apart from customary staff supervision several tasks occur daily requiring supervisory review. Having all the certified staff in one location as we do now has, as anticipated, improved supervisory coverage and reduced the need for lead officer assignments. Lastly, having all certified staff in one location enables greater consistency in how policy and practice is applied. Partial Service Satellite Office: Program design is needed to identify the functionality and amount of space needed for a partial service satellite office. That said I think it is reasonable to assume a partial service satellite office would require office spaces for one supervisor, four programs and assessment team specialists, probably one parole and probation officer, plus one preferably two medium sized meeting rooms for cognitive behavioral therapy group meetings and, one large room for general staff meetings and staff training, plus the other customary spaces. My guess is, very roughly, 4,000 square feet would be needed'. Using the cost comparisons provided in the Deschutes County Parole and Probation Option B Minor Renovation and Building Addition report dated May 13, 2020 a partial service satellite office may cost $1.7m. The benefit of a partial service satellite office is having space for programs and assessment staff, cognitive behavioral therapy group meetings, and general staff meetings and staff training. The disadvantages of a partial service satellite office are, most notably, the lack of proximity and integration of the programs and assessment staff with the main office and security. Because of offender access and security needs its preferable for the programs and assessment staff to do electronic monitoring hook ups and removals in the adult division's main office. Likewise it's preferable the programs and assessment staff to do new intake risk assessments in the main office. Security for a partial service satellite office is a special concern. Security in the main office is provided by the multiple certified officers onsite. No certified officers are stationed in a partial service satellite. We could station a certified officer within the partial service satellite office to 2 Based on current not future space needs and assumes no co-occurring remodeling and or expansion of the current main office. 2 provide security. However, a single officer is not robust security and stationing an officer at the satellite office removes them from their customary duty site and their customary duties to take on a duty officer role at the partial service satellite office. At hest six staff are present at any one time and only one would be a certified officer. Frequently there would be more offenders than staff onsite. Co -locate Satellite Office with Courthouse Expansion Project: There are two possible advantages to co -locating a full or partial service satellite office with the courthouse expansion project. One, it provides newly sentenced probationers quick and convenient access to parole and probation to do or schedule intake immediately following sentencing. As it applies to ongoing supervision proximity to the courthouse has no benefit. Additionally, almost half of those coming onto supervision are on post -prison supervision. These persons come to intake upon release from incarceration not court sentencing. The second possible benefit is for parole and probation officers to be close to the courthouse for probation violation hearings. That too is of limited value. First because half of those on supervision are on post -prison supervision and therefore would not be subject to probation violation hearings before a judge. Second, excluding Family Drug Court, most parole and probation officers participate in court hearings over the phone or virtually. Co -locate Satellite Office with Juvenile Community Justice Building: There are four spaces on the lower level of the Juvenile Community Justice Building accessed from the south. The court school classroom which is approximately 600 square feet; the 240 square feet court school computer lab; the old Kemple clinic which is approximately 300 square feet; and the juvenile shelter area of about 2,500 square feet. Although not used for their intended purposes these spaces are being utilized. Prior to the pandemic the court school classroom was used routinely once or twice each week by the County Wellness Committee for county employees to participate in exercise programs and occasionally by County employees to use individually. Prior to the pandemic the court school computer lab was used routinely as the meeting place for the Moving On cognitive behavioral therapy (CBT) group for female adult offenders on adult division supervision and twice a week CBT groups for juveniles. The old Kimpel clinic is used daily as the juvenile detention center supervisors shared office. A smaller 110 square foot office within the juvenile shelter is used daily as the juvenile detention manager's office. The day room area of the juvenile shelter is used routinely but not daily as the juvenile detention center's staff meeting and training room. Occasionally this space is used for other meetings, County College for example. There is insufficient space, as well as parking and access to use the space described above as a full service satellite office for adult parole and probation. Repurposing these space as a partial use satellite office would be a hardship because it would displace the detention manager and supervisors and deprive the detention staff of their staff meeting and training room. Repurposing a Juvenile Detention Facility Living Unit: Repurposing a juvenile detention facility living unit to use as a full or partial service satellite office presents a host of complex challenges that are too much to attempt to relate in this memo. 3 So for now let's set aside the impact on the J Bar J residential treatment programs operating from within the detention facility and the operational logistics of co -locating an adult correctional function within a juvenile detention facility living unit. The best 1 can do at this point is to describe what the facility is like. Each living unit has approximately 3,150 square feet of floor space for the day room area, a shower, six cells, pantry, janitor's closet, staff restroom, laundry room, and a small interview room. A 600 square foot classroom is attached. The upper level provides approximately 600 square feet for six cells and a shower. All rooms except the interview room have hot and cold running water. All but a few doors are correctional grade and electronically controlled. Each of the twelve cells have a stainless steel toilet and wash basin and a 25.31 cubic foot' concrete slab or cube affixed to the floor. A handful of times over my career my team and I have been asked to convert a correctional facility to some other use and it has always turned out to be more expensive than new construction. I have confirmed this with Director Randall and Project Manager Hooper. They note that demo of the existing secure walls, doors, hardware, and ceilings is very high cost compared to normal demo. Also, creating additional open space for offices, may require taking out or converting structural supporting walls for the second floor necessitating installation of structural steel columns or beams for support. 3 Dimensions 6`9"x2'Yxl'8' 4