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2022-20-Minutes for Meeting December 06,2021 Recorded 1/27/2022v-fES a BOARD OF COMMISSIONERS 1300 NW Wall Street, Bend, Oregon (541) 388-6570 Recorded in Deschutes County CJ2022-20 Steve Dennison, County Clerk Commissioners' Journal 01/27/2022 10:24:53 AM ES co 1111 111111111111 H 111111 IU FOR RECORDING STAMP ONLY BOCC MEETING MINUTES 1:00 PM MONDAY December 6, 2021 Barnes Sawyer Rooms Live Streamed Video Present were Commissioners Patti Adair, Anthony DeBone, and Phil Chang. Also present were Erik Kropp, Deputy County Administrator; David Doyle, County Counsel; and Sharon Keith, BOCC Executive Assistant (via Zoom conference call). This meeting was audio and video recorded and can be accessed at the Deschutes County Meeting Portal website www.deschutes.org/meetings CALL TO ORDER: Chair DeBone called the meeting to order at 12:59 p.m. PLEDGE OF ALLEGIANCE ACTION ITEMS: 1. Public Health Modernization Funding Application Request Public Health Manager Tom Kuhn, Environmental Health Supervisor Eric Mone, and Public Health Director Nahad Sadr-Azodi presented the item via Zoom conference call. Staff requested approval to apply for funding for modernization efforts to provide public health services for Deschutes County that include protecting communities from acute and communicable diseases, BOCC MEETING DECEMBER 6, 2021 PAGE 1 OF 6 strengthening areas of service, protect communities from environmental health threats, and full implementation of modernization. Discussion held on public health programs and goals. Mr. Kuhn reported on the various levels of requests of funding for services provided through this effort. The total request is $2.1 million. The department is requesting additional staffing for the program. Presentation is attached to the record. CHANG: Move approval for staff to submit application for public health modernization funding ADAIR: Second VOTE: CHANG: Yes ADAIR: Yes DEBONE: Chair votes yes. Motion Carried 2. Request Approval to Apply for Measure 110 Behavioral Health Resource Network Grant Funds Behavioral Health Director Janice Garceau presented the item for consideration via Zoom conference call. The application will be submitted in partnership with Best Care. The grant seeks funding of $2,403,156. Commissioner Adair noted the vehicle listed in the request and questioned if this is the same vehicle that was approved in the ARPA funds allocation on Friday. Ms. Garceau stated this vehicle will serve a different population and provide different services. Ms. Garceau stated this service would be providing assistance to the population with substance abuse disorders. ADAIR: Move approval to apply for Measure 110 Behavioral Health Resource Network grant funding CHANG: Second VOTE: ADAIR: Yes CHANG: Yes DEBONE: Chair votes yes. Motion Carried BOCC MEETING DECEMBER 6, 2021 PAGE 2 OF 6 3. Consideration of Request to convert a .5 Peer Support Specialist to a .6 Peer Support Specialist for weekend day shift at the Deschutes County Stabilization Center Holly Harris, Program Manager Crisis Services, presented the request explaining the current issues with staffing at the Stabilization Center. Commissioner Adair inquired whether St. Charles was supportive of a financial investment in the Stabilization Center. Commissioner Chang reported on recent meetings and his assessment that St. Charles is not supportive at this time. The Board expressed support. A formal Resolution will be submitted at a future BOCC meeting. 4. Commercial Property Assessed Clean Energy (CPACE) Deputy County Administrator Erik Kropp presented the item and described CPACE as a funding mechanism to pay for clean energy projects. CFO Greg Munn commented on the process of placing assessments on the property tax bill and the methods of running this type of program County Cni Inte1emu,. ,.,�� and the ,....,...� ... running ......y r.,., .,. r...b..�.... �...�..�� ...,....._. explained the process involved in implementing the program including drafting an Ordinance. He noted that at this time (due to recent resignation of one of the Assistant Legal Counsel) that County Legal is short staffed and he may need to contract this task out to private legal counsel. Commissioner Chang is supportive having an outside contractor complete the work. Commissioner Adair would feel more comfortable having County Legal assess this process. County Counsel Doyle noted there is an administrative and financial aspect involved. The Board supported further review. County Counsel Doyle will review the ordinance adopted by Benton County. A summary will be brought back to the BOCC for a future meeting. 5. Discussion of joint Office on Homelessness - Formal Letter of Interest Deputy County Administrator Erik Kropp presented the item seeking Board direction on a letter of support for a joint houselessness office. BOCC MEETING DECEMBER 6, 2021 PAGE 3 OF 6 Representative Jason Kropf is drafting legislation to fund five pilot city and county coordinated offices. The application for the letter of support for the pilot project is due to be submitted to the Association of Oregon Counties and League of Oregon Cities by Friday, December 10, 2021. The joint office is intended with City of Bend and Deschutes County however the other cities in the county are also interested in participating. Commissioner Adair expressed concern for the community and pointed out the 11+ acres outside of Bend that could be used for the homeless and services could be provided there for them. Commissioner Chang wants to support indoor and outdoor concepts for the homeless population and use the joint office to coordinate the services. Commissioner DeBone is supportive of a letter for the pilot project but noted the draft plan needs revision. Commissioner DeBone supports moving forward and looks for a vision to be included for the future. Commissioner Chang has been participating alone in the discussions with the City of Bend regarding this plan and mentioned that he invited Commissioners Adair and DeBone to the public meetings (but if two Commissioners are present then it may create a quorum issue). Both Commissioners Adair and DeBone had hoped Commissioner Chang would report back after the emergency homeless task force meetings. Commissioner has to the Board. Chang noted that he provided updates u��. Commissioner DeBone proposes the letter include terminology acknowledging the offer of land for a homeless solution. Commissioner DeBone recommended the letter could be reviewed on Wednesday's meeting agenda and offered some language revisions. Commissioner DeBone will contact Mayor Russell regarding the concept of the joint office. Bend City Councilor Anthony Broadman presented comment on the draft letter noting all that needs to be stated is interest and willingness for the City and County to work together on a joint task force. Molly Wells Darling presented via Zoom conference call and commented that the limited purpose of the letter is to express interest in participating in the pilot program. Commissioner Adair acknowledged the need to find a solution and feels that using County land outside of the UGB is a positive move. The pilot program is a legislative concept and the Board will consider a draft letter for continued review on Wednesday, December 8. BOCC MEETING DECEMBER 6, 2021 PAGE 4 OF 6 6. BOCC briefing of grant for Tumalo Community Plan Update; rural trails by Sisters Senior Transportation Planner Peter Russell presented the item for discussion. The Community Development Department has received a grant in the amount of $75,000 for work to update the Tumalo Community Plan transportation element and implementation of rural trails portion of the Sisters County Vision Action Plan. The project is anticipated to start in January. Mr. Russell reported on the community involvement and support on proposed trail plans. The planning process is estimated for 12 -18 month period. EXECUTIVE SESSION: At the time of 3:30 p.m., the Board went into Executive Session under ORS 192.660 (2) (d) Litigation. The Board came out of Executive Session at 3:50 p.m. to direct 4•-aff fr proceed s discussed. used staff i w proceed a. L1I )LU��cu. OTHER ITEMS: Mr. Kropp reported on the American Rescue Plan Assistance press release and letters sent to the City of Bend, Sisters and La Pine. CHANG: Move approval of Board Signature of the letters regarding the ARPA allocation ADAIR: Second VOTE: CHANG: yes ADAIR: Yes DEBONE: Chair votes yes. Motion Carried BOCC MEETING DECEMBER 6, 2021 PAGE 5 OF 6 ADJOURN Being no further items to come before the Board, the meeting was adjourned at 3:52 p.m. DATED this CD Commissioners. Day of,tC 2021 for the Deschutes County Board of RECORDING SECRETARY ANTHONY DEBONE, CHAIR PHIL CHANG, VICE CHAIR PATTI ADAIR, COMMISSIONER BOCC MEETING DECEMBER 6, 2021 PAGE 6 OF 6 \31"ES 0 BOARD OF COMMISSIONERS BOARD OF COUNTY COMMISSIONERS MEETING 1:00 PM, MONDAY, DECEMBER 06, 2021 Barnes Sawyer Rooms - Deschutes Services Bldg - 1300 NW Wall St - Bend (541) 388-6570 I www.deschutes.org AGENDA MEETING FORMAT In response to the COVID-19 public health emergency, Oregon Governor Kate Brown issued Executive Order 20-16 (later enacted as part of HB 4212) directing government entities to utilize virtual meetings whenever possible and to take necessary measures to facilitate public participation in these virtual meetings. Since May 4, 2020, meetings and hearings of the Deschutes County Board of Commissioners have been conducted primarily in a virtual format. Effective June 30, 2021, COVID-based restrictions have been discontinued. Attendance/Participation options include: A) In Person Attendance and B) 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 by 8:00 a.m. 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 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. For Public Hearings, the link to the Zoom meeting will be posted in the Public Hearing Notice as well as posted on the Deschutes County website at https://www.deschutes.org/bcc/page/public- hearing-notices. CALL TO ORDER PLEDGE OF ALLEGIANCE ACTION ITEMS 1. 1:00 PM Public Health Modernization Funding Application Request 2. 1:20 PM Request Approval to Apply for Measure 110 Behavioral Health Resource Network Grant Funds 3. 1:40 PM Consideration of Request to convert a .5 Peer Support Specialist to a .6 Peer Support Specialist for weekend day shift at the Deschutes County Stabilization Center 4. 2:00 PM Commercial Property Assessed Clean Energy (C-PACE) 5. 2:30 PM Discussion of Joint Office on Homelessness - Formal Letter of Interest 6. 3:00 PM BOCC briefing of grant for Tumalo Community Plan Update; rural trails by Sisters 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. Executive sessions are closed to the public; however, with few exceptions and under specific guidelines, are open to the media. ADJOURN 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. December 06, 2021 BOARD OF COUNTY COMMISSIONERS MEETING Page 2 of 2 ‘jl•ES 0 BOARD OF COMMISSIONERS AGENDA REQUEST & STAFF REPORT MEETING DATE: December 6, 2021 SUBJECT: Public Health Modernization Funding Application Request RECOMMENDED MOTION: Move approval of request to apply for funding. BACKGROUND AND POLICY IMPLICATIONS: r\. 44... ')nl)4 ii.....,� 1 �ivinln�iai Qoc+oi�n +ho (lronnn I--Inolth 0114hnrif , b ldriet hill LJUI II ly Li IG LVG 1 VIc VI1 .. JIJIQUVG VGJJIVI 1, 1.11 vla..yvl1 1 la.i (AIU i auuIvy lay vuaw aJ. va w.rn., HB 5024, was passed to include $45 million for the 2022-2023 biennium to bolster public health modernization efforts, which is a significant increase from the $5M in Modernization funding in the 2018-2019 biennium and $15M in 2020-2021 biennium. This funding will largely support the work of local public health authorities, community - based organizations, and tribes to improve health outcomes in the areas of communicable disease control, emergency preparedness and response, health equity, and environmental health. Deschutes County will be applying for approximately $2.1 million for local, regional, and workforce response efforts, depending on a successful grant submission. Current Modernization -funded staff will continue, along with several new local and regional positions that will be requested, pending Commissioner approval. Public Health has identified gaps in services that Modernization funding can fill, including environmental hazard response, data analysis, congregate setting outbreak response and education, as well as improving understanding of environmental threats that have become prevalent in recent years, such as wildfires, wildfire smoke, excessive heat, drought, and vector -borne communicable disease. Strengthened programming in these areas will help our community to better respond and adapt to environmental conditions, which were not as predominant in the past. The table below outlines the awarded funds, funding requested, the existing staff that PH Modernization will continue to support, and the proposed additional FTE that is proposed: Program Element (PE) Requested Amount Existing FTE Additional FTE Requested PE51-01 $707,345 1.0 Management Analyst 1.0 Environmental Health 0.2 Community Health Specialist II Specialist III 1.0 Clinical Info Systems Administrator PE 51-02 $990,227 1.0 Epidemiologist 1.0 C Community Health 1.0 Public Health Nurse II Specialist III 1.0 Public Health Nurse II PE 51-03 (one $375,780 1.0 PIO 1.0 Admin Support Specialist time funding) (Award) BUDGET IMPACTS: In the 2022-2023 biennium, Deschutes County Health Services is requesting approval to apply for and allocate the following: PE 51-01 Local Funds - $707,345, 3.2 FTE (2.0 new, 1.2 existing) PE 51-02 Regional Funds - $990,227, 4.0 FTE (2.0 new, 2.0 existing) PE 51-03 Workforce Funds - $375,780, 2.0 FTE (1.0 new, 1.0 existing) Total: $2,073,352 ATTENDANCE: Nahad Sadr-Azodi, Public Health Director, Nahad.Sadr-Azodi@deschutes.org Tom Kuhn, Community Health Manager, Thomas.kuhn@deschutes.org Eric Mone, Environmental Health Supervisor, Eric.Mone@deschutes.org v-V ES Public Health Modernization Proposed Position Descriptions FY 22-23 Black = Existing position from FY 20-21 continued Green = New position for FY 22-23 PE 51-01 (Deschutes County only positions) Management Analyst Quality Improvement (Alfaro) - The Management Analyst leads the Public Health special projects, data analytics, quality improvement, and performance management programs and efforts throughout the division and organization. Key duties include leading the accreditation process, strategic planning, and support for Public Health Modernization's efforts around leadership, governance, and implementation. This position will contribute to the division's strategic direction around diversity, equity, and inclusion; emergency preparedness; behavior change communications; and data strategy and epidemiology. Additional support will include developing and managing equity - focused department and community data systems and infrastructure, assessments, and planning, and assuring that public health programs, services, policies, and documentation are effective and in compliance with applicable regulatory standards. CHS III Emergency Prep Coordinator (0.2 FTE Heinige) - The Emergency Preparedness Coordinator position is only funded at 0.8 FTE by PE 12. Using Modernization funds to support capacity for Emergency Preparedness work will hP paramount with increasing natural and disease hazards. The position will also insure that a regional all -hazards preparedness plan is developed. EHS II - Vulnerable Population Outbreak Response & Prevention (TBD) — The EHS 11 - Vulnerable Population Outbreak Response & Prevention position will expand capacity for foodborne outbreak investigation and response, as well as addressing other environmental Health hazards in which there is limited capacity. Currently, existing staff must defer their regular inspection duties when outbreaks occur, meaning that there is less time to perform required inspections at food, pool, and lodging facilities. Also, there is no dedicated staff to assist the public with complaints involving hazards such as lead, radon, mold, and blue-green algae blooms. In addition, this position will perform outbreak investigations and foodservice inspections in congregate settings that serve vulnerable populations, including warming centers, homeless shelters, and Long Term Care Facilities. Outreach education performed will include conducting Norovirus prevention trainings in the congregate settings for their staff. There will be close collaboration and integration with Deschutes County Behavioral Health programs and partners to ensure synergistic support to vulnerable populations. Clinical Info Systems Admin (TBD) ® The Clinical Information Systems Administrator position will increase Public Health capacity to best utilize and organize data in our existing data systems. As direct service programs in Public Health such as Communicable Disease, Reproductive Health, Home Visiting, and Family Connects expand, so does the requirement of support. This support includes provider profile and security build, training, workflows, and most time consuming, the customization of the system to adhere to programmatic requirements. Further, he effective use of the Electronic Health Record system (EPIC) by public health providers is paramount in capturing sound data for monitoring and assessing disease, disease risk, prevention, associated Health Inequities, and outcomes. Numerous other systems will be supported through this position, including currently unsupported systems such as the Environmental Hea►th database, HealthSpace, and Orpheus. PE 51-02 (Regional Tri-County positions) Epidemiologist (TBD) —The regional Epidemiologist will conduct regional surveillance on communicable diseases and share timely information with internal staff, health care providers, partners, and the public through multiple channels of communication. Duties will include coordinating monthly regional leadership meetings, developing regional data reports and data communication materials, designing and conducting program evaluations, tracking work plan implementation progress, and prepare progress and evaluation reports. Communicable disease data will be analyzed to determine risk factors and identify populations disproportionately affected by communicable diseases and outbreaks. PHN II - Long Term Care Facilities Outreach (1.0 FTE Robinson & on -call Coe) —The regional Infection Prevention Nurse will provide infection prevention and control technical assistance/training to long term care facilities, which includes developing and providing infection prevention trainings to targeted institutions, providing recommendations on current infection prevention best practices, and providing timely response and coordination of investigations of outbreaks. This position will work with the regional epidemiologist to analyze and evaluate surveillance and outbreak data as well as provide back- up on communicable disease investigations for all three counties as needed. When possible, this position will convene meetings with regional partners to share infection prevention best practices and facility transfer protocols across organizations. PHN II - Congregate Settings Outreach TBD — Over the last two Biennium's, Central Oregon Public Health partners have collaborated in providing outreach to Long Term Care Facilities. While we will continue that work, there is a need to reach other facilities and businesses that serve marginalized populations. The proposed PHN II Congregate Settings Outreach position will complement existing work by providing outreach to the following unaddressed settings: Shelters, both high barrier and low barrier (warming shelter); Adult Foster Homes; Intellectual and Developmental Disability Homes; Youth Programs with congregate living; Drug Treatment Programs; and Food Kitchens. Special focus will be given to organizations that serve Behavioral Health clients, which comprises a large portion of the marginalized population. Outreach to these facilities will include outbreak response, Infection Prevention consults, facility and staff education through trainings and toolkits, monthly newsletters with prevention topics, and assessing PPE inventory and usage. While housed in Deschutes County, this position will have a physical presence in all three counties in order to build trust and collaborations with both facilities served, there staff, and Crook and Jefferson Public Health. Similar to the LTCF position, this position will provide back-up on communicable disease investigations to Crook and Jefferson Counties when needed. Also, there will be close collaboration and integration with Central Oregon Behavioral Health programs and partners to ensure synergistic support to vulnerable populations. CHS III — Environmental Hazards Preparedness Coordinator (TBD) — The Environmental Hazards Preparedness Coordinator will lead efforts in Central Oregon in addressing emerging environmental hazards which previously there was little capacity to address effectively. Environmental areas targeted by this work will include Wildfires, Wildfire Smoke, Excessive Heat, Drought and vector -borne communicable disease. Also, this position will implement strategies toward developing a regional environmental hazards adaptation plan, which may be incorporated into the Central Oregon Regional Health Assessment and Plan. Special consideration will be given to vulnerable populations such as the unhoused, who are most impacted by the effects of environmental hazards and natural disasters. This position will be committed to provide county -specific work to support local needs in Crook and Jefferson Counties, even if the work is non -transferable to the other counties. When COVID conditions allow, this position will have a physical presence in all three counties to engage policymakers and partners when needed. Further, in order to expand capacity for Emergency Preparedness, this position will support the work of the existing Emergency Preparedness Coordinator in responding to any environmental disasters, coordinating drills, and assist in developing a regional all -hazards preparedness plan. e •M 00 r 0 N C m 4a 1/1 til 4.1 Ca . . 16. regon can expect basic public NEM for Deschutes/Region for FY 2022-23 T- N a) z u c ._ Lti 0 ental health • — cts 4-; .- •MEM oal 1: Protect communities from acute and communicable 4.1 w c o 75 �••.® � 4J cco IV E i c a) 75 co • .0 •`.® ra 711 (in 46 . E a).ra o o..0 72. E c" 09 • MO ) . e timm ul .. E.. .. . • �� • — • — • III c O . Cultural Responsiveness c 0 •O 4.1 Lama ell ik evelopment O. nity Partners unications (Ni M d' LA egional All -Hazards Preparedness plan egional Environmental Hazards adaptation plan ealth Equity Assessment and Plan Tts 0 onstrate addressing Foundational Capabilities GJ vi ust address required :oals m 0 ,11 L •N O 9 sfl • NM Workforce Funds Regional Funds N Lf1 10 01 O N. 0 lD �-1 — 0 to V N m m 0 00 r\ m O co N N m r\ ko N m 01 N 1-1 0 01 00 O 01 = ` Lf1 d' 0 J •MN FY 22-23 Biennium -(h E w N t0 N 0 N 4.0 .1 uality Improvement (G#3; FC#1, 2, 4, 5) V M UJ imEm 0 115 w Vi GJ 3. QJ 0. GJ GJ GJ LEN M `i; ra • . ISM GJ . aterials and Services, Indirect Costs . .MIII .- . w 4+ 0) Ll9 . M . t, u LL M• 47.1 fa 14,9 0) cri ra 0 L. a) eto LLI Lfl . oti N u•• u_ m N6. r 0 l7 OJ e:ate Settings Infection fa aterials and Services, Indirect Costs • MINN • MIMI WV onth, one-ti o. • Iic Information M rasi • ► M 1* 1 ri- V in CC ESSE • FTE being requested o 0) 0 c 0 O a O r-I O 1-1 O r-i O r-I O c-i O c--I N O O r-i O r-i O ri Management Analyst QI Emergency Prep Coordinator Vulnerable Pop Outbreak Clinical Info Systems Admin PIO (18 month) Admin Support Specialist (18 month) Epidemiologist Long Term Care Facility Nurse Congregate Settings Nures Environmental Hazards Coord Local Positions Regional Positions N d To ission to apply for PH s. . .11 Om CO fa) Ni 4• 75 ra QJ OJ s. (13 Ego 701 . . 47 ma 0 ma 4.1 (11 V s. Csti rkal u. VI a. wa OJ C4si' • .INM N .- BOARD OF COMMISSIONERS AGENDA REQUEST & STAFF REPORT MEETING DATE: December 6, 2021 SUBJECT: Request Approval to Apply for Measure 110 Behavioral Health Resource Network Grant Funds RECOMMENDED MOTION: Move approval to apply for Measure 110 Behavioral Health Resource Network Grant Funds BACKGROUND AND PO UCY !MP ICATInNS: ur��.r�S.cvv.vv r�..v . vim... ..... In partnership with BestCare, Deschutes County Behavioral Health requests approval to apply for Measure 110 Behavioral Health Resource Network (BHRN) grant funds. The purpose of the grant funds are to create regional BHRNs, which will provide services to those in need of treatment and support for substance use concerns, including but not limited to: housing, harm reduction, peer support, supported employment and substance use disorder treatment. There is approximately $270 million for the 2021-2023 biennium (through June 30, 2023). Funds will support at least one BHRN (previously referred to as Addition Recovery Centers) for each county and the 9 federally recognized tribes. Specifically, Deschutes County Behavioral Health will apply funds to: • Provide 24-7 Crisis Support for the BHRN • Increase Youth Substance Use Disorder (SUD) services • Increase Harm Reduction services • Increase Homeless Outreach and Engagement services To achieve this, Deschutes County is seeking $2,403,156 from January 1, 2022 to June 30, 2023. Grant funds will support 12.2 FTE limited duration (6.2 FTE Peer Support Specialists, 3.0 FTE Behavioral Health Specialist 1 Case Managers, 1.0 FTE Community Health Specialist III, 1.0 FTE Health Educator II, and 1.0 FTE Behavioral Health Technician). Additionally, approximately $397,000 in program supplies (e.g., client barrier removals, shelter beds, laptops and cell phones) and a vehicle for the Homeless Outreach and Engagement team. BUDGET IMPACTS: $2,403,156 and 12.2 FTE from January 1, 2022 to June 30, 2023. See the attached fiscal analysis. ATTENDANCE: Janice Garceau, Behavioral Health Director 7 0 %. $. 0 0 / 0 0 l0 1.1 C 0 � GJ Tac Analysis performed on a fiscal year � 0 rsi ( } ‘71- / \ \ e / % � 0 / LL \ / 0 \ \ Cr" / CO ƒ ƒ % / $ / e ƒ CL V) co 0 : L) Contracted Services Total Indirect - Total Costs / \ 0 =@C ® _ - 2 ƒ + ƒ 0 \ u ° \ 0 2 \ a (NM 0 \ 0 > \ \ 0. \ [0.- :ACL2 v) fa 3 a \ CS \ ƒ L.7 \a. 0 _ ± E � \ c E * oz,/ •0 0 % = 7 ¢ L _ \ § 0 Gr,- \ / \ 7 ( 0 m: Ma = \ / k $ .- J \ o / i / u ° / v/ \ \ / 0 0 \ \ \•2& 0 \ \ ® 0 / 0. .5 < BOARD OF COMMISSIONERS AGENDA REQUEST & STAFF REPORT MEETING DATE: December 6, 2021 SUBJECT: Consideration of Request to convert a .5 Peer Support Specialist to a .6 Peer Support Specialist for weekend day shift at the Deschutes County Stabilization Center RECOMMENDED MOTION: None at this time. Discussion only. BACKGROUND AND POLICY IMPLICATIONS: The Deschutes County Stabilization Center (DCSC) serves children and adults who are in need of short-term, mental health crisis assessment and stabilization, but do not require the medical capabilities of an acute care hospital or longer -term residential care. The DCSC welcomes individuals to walk in when they are experiencing a mental health crisis, or they can be referred by local law enforcement and other community partners. Currently, the weekend day shift Peer Support Specialist positon is .5. We are requesting to convert this to a .6 to align with the QMHP and BH technician positions schedule. Due to staffing shortages, it has been difficult to meet minimum staffing requirements due to the gaps in the schedule this difference creates. By aligning the schedules we can ensure minimum staffing and reduce administrative burden in scheduling coverage. In addition, we hope it will enhance our recruitment efforts for this position. BUDGET IMPACTS: Due to the vacancy savings from this year in this position, the additional $3,000 will not cost any additional dollars to increase this FTE for the remainder of FY22. ATTENDANCE: Holly Harris, Crisis Services Program Manager BOARD OF COMMISSIONERS AGENDA REQUEST & STAFF REPORT MEETING DATE: December 6, 2021 SUBJECT: Commercial Property Assessed Clean Energy (C-PACE) RECOMMENDED MOTION: N/A BACKGROUND AND POLICY IMPLICATIONS: At the December 6, 2021 Board meeting, staff will discuss the Commercial Property Assessed Clean Energy (C-PACE) concept. C-PACE Commercial Property Assessed Clean Energy (C-PACE) is a funding mechanism to pay for clean energy projects. C-PACE programs and application vary based on specific state and local government guidelines. Generally, the mechanics work as follows: a commercial building owner receives long-term financing for capital improvements that reduce energy consumption or generate energy. The building owner repays the cost of eligible improvements through a benefits assessment (similar to a local improvement district assessment). C-PACE PROGRAMS Staff conducted a survey of C-PACE programs throughout the United States (results are attached). The following jurisdictions responded: Hartford, CT; Milwaukee, WI; Omaha, NE; and San Francisco, CA. The survey found that some programs have been deemed successful (Milwaukee) and others have not been due to low project volume (San Francisco). Respondents also answered questions about the administrative work involved (generally at least 0.5 FTE or outsourced), performance metrics, and general advice. In addition, there are C-PACE programs in Clark County, WA and Multnomah County (administered by a non-profit) and potential interest in Benton County, the City of Corvallis, and others. The Clark County C-PACER (Commercial Assessed Clean Energy and Resiliency) program was established by ordinance in October 2021. Clark County has a C-PACER Program Guidebook with the following contents: project application and checklist, assessment agreement, notice of assessment interest and C-PACER lien, assignment of notice of assessment interest and C-PACER lien, lien holder notice and consent, certificate of qualified improvements, certificated of capital provider qualifications, and certificate of C-PACER improvements completion. Attached is a list of questions posed to Clark County staff about C-PACER and their response. Locally, the nonprofit organization 350Deschutes, is advocating implementation of C-PACE. 350Deschutes submitted a letter of support to the Board along with a list of key supporters (both are attached). BACKGROUND INFORMATION AND POLICY DISCUSSION ITEMS Listed below is general background information pertinent to the C-PACE discussion: 1. In most states, C-PACE debt service payments flow through the tax office, but not in Oregon. In Oregon, the program is set up as a benefit assistance lien which is similar to an LID (Local Improvement District) in terms of collection on default. Foreclosure can occur within a year, as compared to up to six years for property taxes. 2. To begin and operate a C-PACE program, local governments must implement or contract out the following tasks: draft and adopt an ordinance, set up program fees, develop the program, market the program, work with lenders, draft contracts, set up the tax assessment process, collect the assessment fee, transfer the fee to the lender, and foreclose on properties if necessary. 3. If a city within Deschutes County wanted to start their own C-PACE program, the County would need to set up the tax assessment process to secure the loan and foreclose on the property if necessary. 4. With C-PACE, the loan is secured by the property tax assessment and the lien holder is junior only to the property tax assessment. 5. Since most large scale commercial developments occur in cities, it is anticipated that very few, if any, C-PACE projects would occur in unincorporated Deschutes County. There is presently no known demand for a C-PACE program loan in the County. 6. If Deschutes County implemented a C-PACE program, should the fees cover the cost or should the general fund pay for all or a portion of the costs? C-PACE OPTIONS The following are options for Board discussion/consideration: 1. Status quo - not move forward with C-PACE. 2. Establish the tax assessment process and allow interested cities to set up C-PACE programs for their jurisdiction. 3. Set up a Deschutes County C-PACE program for projects in the rural county and identified cities. If this option is selected, then decide whether to: a. Find a third -party to operate and manage the program. For example, Multnomah County contracts with Prosper Portland (formerly the Portland Development Commission) to manage its program; or b. Move forward with C-PACE with a mix of using Deschutes County staff and a third -party administrator; or c. Explore the possibility of forming a consortium of Oregon cities/counties to operate and manage the program. CONCLUSION Staff will lead the discussion and seek Board direction on C-PACE. BUDGET IMPACTS: TQn 1 U V ATTENDANCE: Erik Kropp, Deputy County Administrator Property Assessed Clean Energy Program (PACE)/ Commercial Property Assessed Clean Energy (CPACE) Programs Survey Results from Other Jurisdictions Jurisdictions responding to survey • Hartford, CT • Milwaukee, WI • Omaha, NE • San Francisco, CA 1. How long has the program existed at your agency? • Hartford, CT — 6 years, ended at year 7. • Milwaukee, WI — the current CPACE program started in 2013. There were other programs dating back to 2010. • Omaha, NE — since December 2018. • San Francisco, CA — since 2011. 2. Could you please share some metrics (for example, how much has been loaned, how many loans, how many have been paid back, number of defaults, etc.)? • Hartford, CT - 26 properties received CPACE loans, all loans were paid timely. , . $27 5 iii:_ costs million • '1VIl'1WaUkee, WI — 1O projects totaling �� i.� million in construction and $1.8 ii,iioi, in combined annual energy savings. One project has been paid off. • Omaha, NE — o 2018: 6 projects; total project cost of $30 million. o 2019: 7 projects; total project cost of $27 million. o 2020: 6 projects; total project cost of $7 million. • San Francisco, CA — did not respond to this question. 3. Would you consider the program successful? If yes, what metrics support this conclusion? • Hartford, CT — program too burdensome for Hartford; Hartford ended the program for this reason. Connecticut Green Bank took over the program and it has been successful for them. • Milwaukee, WI — Yes, PACE has been a key part of downtown revitalization to redevelop run-down buildings without City funding a just a little staff time. US Department of Energy considers the program a "national implementation model." • Omaha, NE — yes, although prefer to see more projects. Conventional lenders, and seasoned developers, are just now catching on, and are only now becoming comfortable with the program. The metrics are primarily the number of project applications. • San Francisco, CA — no, low project volume and not enough resources were devoted to start the program. 4. Have there been any defaults? If yes, how many and were there any issues with the process? • Hartford, CT — 0 defaults. • Milwaukee, WI — 0 defaults. • Omaha, NE — 1, went through a process of restructuring the project, which went without any issues. • San Francisco, CA — no defaults. 5. What are some lessons learned (both successes and challenges)? • Hartford, CT - enlist an outside agency to do the collecting if you're planning to fund many projects. • Milwaukee, WI — did not respond to this question. • Omaha, NE — annual fee of $500 for processing, but since the assessment collection is primarily collected directly from the developer/owner by the PACE lender, having a hard time invoicing, tracking, and receiving the payments. • San Francisco, CA - At least in California, for some reasons that are hard to explain, C-PACE never felt like it took off or was able to scale. The projects that are getting funded are for well -capitalized CRE owners who are cleverly using PACE as a layer in a capital stack financing strategy, rather than explicitly leveraging the tool to do deep EE/RE retrofits. We tried many things to try to activate the small -to -medium commercial market, including specialized tools, technical support and training for HVAC contractors serving this size of building, but owners never were compelled enough by the proposition to use it. I think the history of PACE in California, going back to the original FHFA objections, left a mark on "all PACE" — including commercial — and reputational damage that was impossible to overcome. Another one has to do with the relationship between PACE finance providers and program administrators, and the local government jurisdiction which authorized a program. There have been issues with contractors using misleading claims about PACE to sell projects to property owners, mischaracterizing the role of the local government (city or county). There needs to be rules and enforcement against such actions. As finance providers, PACE funders solely focused on volume whereas the original goals of maximizing energy and GHG emissions reductions was watered down. Savings -to -investment ratio (SIR) — where the savings ultimately be greater than the investment (including interest) — was one tool that was debated a lot because it introduces questions and friction to the process, but was ultimately not used. 6. How much administrative work is involved to operate the program? • Hartford, CT - too much for a busy tax office. Perhaps if there were fewer projects and the collections were scheduled in between the tax collection busy season, it would have worked out better. • Milwaukee, WI — 0.25 — 0.5 FTE after PACE ordinance passed. Recently outsourced administration to Slipstream, a non-profit focused on clean energy. • Omaha, NE — not unduly burdensome. Adds work for Finance and Legal (they negotiate the final assessment contract document), and there is some burden on building inspectors in evaluating the projects and monitoring the construction compliance. • San Francisco, CA - programs are essentially administered by third -parties, under agreements with sponsor joint powers authority (https://cscda.org/property-assessed-clean-energy- programs/), with zero financial contribution from local government sponsor. 7. Are certain projects a better fit for the program than others? If, yes, please elaborate. • Hartford, CT — n/a. • Milwaukee, WI — energy efficiency (lighting and HVAC) and solar. • Omaha, NE — hotels work well, in part because they tend to pass the fee on to the guests, as one would do with a lodging tax. • San Francisco, CA — same answer as question #5. 8. If Deschutes County decided to implement a PACE/CPACE program, do you have any other advice for us? • Hartford, CT - clean energy is a great idea. Enlist the services of an outside agency to administer the collections. • Milwaukee, WI — have strong energy performance standards for projects and someone to review them. Developers have a tendency to want to use PACE as gap financing on their projects and most don't have a really strong interest in deep energy efficiency. See the "High Performance" PACE standard on page 10 (11 of the PDF) from the Milwaukee Program Manual as a best practice. • Omaha, NE — require the application and the energy savings/calculations be provided by a licensed, certified engineer hired by the applicants, to establish the SIR (Savings to Investment Ratio) and set the fees moderately high to cover the administrative costs. • San Francisco, CA — did not respond to this question. C-PACER Questions and Answers from Clark County, Washington 1. What is the anticipated staff time for manage the program in terms of FTE? Most organizations we've surveyed have a 0.5 FTE assigned to the program. Answer: We, too, are anticipating 0.5 FTE or less. For now, we are absorbing it all within existing staff capacity and are not planning to hire additional staff for the program. That may change in the future depending on how many projects we start seeing. Washington has a new state law requiring green energy standards for commercial buildings (even existing buildings), so we expect that demand for the C-PACER program may increase as that state law goes into effect. 2. What are the fees associated with the program? Answer: Washington state law allows, and the county's ordinance requires, that the fees established cover the full costs of the program. We are still in the process of determining the exact fee table, but will likely follow other jurisdictions in setting it as a percentage of the loan amount; specifically, 1% of the total cost of the qualified project or $15,000, whichever is less. This mirrors what King County recently adopted. 3. Are any applications or anticipated applications. If so, how many? Answer: We have about 6-7 projects, worth $80-$100M, at some point in the queue. Some are ready for our review and others are just beginning. 4. Which department and position manages the program? Answer: We are housing the program in our Community Development Department. I believe other jurisdictions use CDD, Community Planning, or even the Assessor's Office. Our program is handled primarily by a Program Assistant, who is supervised by our Chief Building Official. Our Chief Building Official reports to our Community Development Director. Hello Chair DeBone, Commissioner Adair, and Commissioner Chang, Thank you for exploring how you can create access to private capital for developers and property owners to finance efficiency, renewable and resiliency projects with C-PACE. In 11 years, C-PACE has grown exponentially to meet industry demand for long-term financing that improves building performance and Net Operating Income. Cross -sector industry collaboration has reduced costs for program adoption and implementation by sharing best practices and standardizing general processes that protect the security interests, rules and operations of local governments. In Deschutes County, we have found widespread industry support for C-PACE. • 16 business and industry leaders have sent letters of support directly to you. • 43 on-line endorsements including o 29 businesses, property owners, commercial brokers and industry stakeholders o 11 commercial property owners o 3 property owners expressed interest in C-PACE availability for pending projects. Key supporters include: Central Oregon Association of Realtors, Bend Chamber of Commerce, Brightwood Corp., Brooks Resources, Neil Kelly, First Interstate Bank, Merete Hotel Management, The Children's Museum of Central Oregon, St. Francis Catholic Church, Sunriver Brewing, LEDG Capital, AMERESCO, and Tesla. (Complete list attached). The graphs below show national C-PACE growth skyrocketing with the hospitality industry investing most in building performance, followed by office, retail, industrial, multi -family and health care. Affordable multi -family housing, agriculture, non -profits and churches are also quickly learning how C- PACE can fill the equity gap. These very industries in our communities need help. You can make C-PACE available now to provide a new business -friendly tool to promote economic recovery and cost savings. Authorizing C-PACE is the first step. Michael Yaki, drafter of several C-PACE program documents, offered to draft the Deschutes County ordinance and documents pro bono. C-PACE lenders (national or local) could administer the early trickle of projects and 350Deschutes could facilitate the transactions. Project fees cover the costs of county legal review and related expenses. Ultimately, we can work with other stakeholders and communities to contract a third -party administrator. Marketing and stakeholder engagement are also essential elements of start-up costs. 350Deschutes has made significant headway in stakeholder engagement, and we are amplifying our scope. We have C- PACE funding for one more year to help market and promote the program. This is a golden opportunity for Deschutes County to stimulate the economy through private market investments that help businesses while creating a public benefit. As our community, businesses, non- profits and working families struggle with economic recovery and public health, C-PACE can provide market solutions now that help prepare for rising electricity costs without government subsidies. Clark County just implemented their C-PACE program using a slightly revised version of documents developed by Michael Yaki. They found fees cover program costs and they didn't need to hire additional staff. Lindsey Hueer, Policy Analyst, is happy to discuss, 564.397.4157. Act now to support our business and industry leaders that want you to authorize C-PACE. Respectfully, Paula Latasa [Enclosures] Cumulative C-PACE Investment, MM 2009-2020) 3000 2075 2750 2625 2500 23'75 2250 2125 2000 1075 1750 1625 1500 '1375 1250 1125 1000 875 750 625 500 375 250 125 2009 2010 2011 2012 2013 2014 2015 2016 2017 2013 2019 2020 C -PACE Investment by building type, MM 200 175 150 125 1 00 75 50 0 IIHhIRUUN C-PACE Stakeholder and Community Supporters L 0 Ta 0 0 u 0 -0 Q c c O 0 a0 c w CU C4 O o f° L })' T' O aci u u u Bend Chamber of Commerce Brooks Resources w U d U v N O a-� N CU 0 0 O E v cc c bA c c N 0 L O c N co c c 0) CO c CU 0 • N a N .L 3 0 T 0 Y 3 b.0 Z03L Merete Hotel Management St. Francis Catholic Church Circular Economy AMERESCO Counterpoint SRE Clean Financing Dividend Finance Greenworks Lending NON-PROFIT HEALTHCARE J W 1- 0 x W u O Electronic C-PACE Endorsement Statement Central Oregon Elected Officials, c a) E C a1 > O bA V (13 W U 0- V bA v W c v U a) N dJ N 4J Q O 0 .0 a) E 0 U 0 0 N .0 0 4-' rcs v 4J a) N 0 0 c a) a) Central Oregon. W L -0 U W O cp Q U L N Q a) 0 d Q- a) by U -C bO 4->s C c c O O a) a) a E v o Fa Q- bA > .E U E r 0 v C r3 - C v aJ a) v v v Q F o O •- -CU N a) cU C v .> • v CU 0 Q L N o U > a) C c W Ti rn 0 - O a) 0 C a) bA 0 cB W C a) N U (Dui as 73- s N Q - as C U N E r 0O b..0 a) Q E c cu — '5 v rb 'U = 4- Q (13 C O - bA v a) - C L L N > N E N ra _0: o c - o b0 0 ° rb O 1:1)-o O c 0 0 > C ro a) a) V N a) b,0 v E N 'U C C O O rb - O U c E Q w 0 . a) ORS223.680 enables local governments to authorize CPACE to: 11 0 bit) c 0 > O 0 U a) 4-1 (a U • c a) v a) bA a, c a) rCS a) U _0 0 i O 0 0 V) assistance to stimulate aJ ra 0 N L- N 0 as 4- Q rB N C c N L C 4 ) N bA -0 C C o ro b0 N �J u O_ uto co c c c .� c a)v v V a) U4_' te rb c a) ra n v bb.O > 0 v >, Cr Q1 i L C 0 v Q 4- O CU i 0-v > bu 0 .0 .0 E CL vs O N c rp V) c v) U a) 0 U = N E co CU s_ a) 4-, a) E C v v O E 4-, 0 0 W0 >aO -c c 0- a) a) U a3 .n E a) i > i a)C 0 O Q 4...1 E -0 E Ora U co 0-0 0 N C +, CU a) 'N N > Q v b. ra 0 C W .0 - rb U rb .4.7, C VS C U N E 0 EINEM C-PACE On-line Endorsements C-PACE Stake C to c >- c E CO C C C O -0 O O L to ° EL)O Q vi LA v cu c >a) no 0) > c ro U Ec w o LE -a a 3 CO C• cn bA O L C C s- 0 (o (a ao 0 c _ w cs C 13 U O cO coU = N COC. c 0) "a ate-+ N -CO O) _ d 2021-02-05 c O CA 0) L O c CO Y L O d U a v a) c E O Eo 0) 0) z L no 0 N O w U d U 0) N 0 U 0 O U 0) 0 Q _O U LE 0) on our Bend building. Makes sense! 2021-03-11 c a) m liz@derink.com C w 0 N Construrtion 2021-05-21 0 v1 01 0 O1 bA E O .5 -D o - O Birght Wood 0 U Property Owner - Yes cc O C O bA v L O c 0) Property Owner - Yes cc 0 c 0 bA v L O C 0) m mcapell@cmitsol utions.com 2021-03-13 O 2021-04-26 . CO L O 0) U ro david@ledgcapit co 0 ro 0) J 2021-05-26 O bA N L O 0) m I support CPACE 2021-06-22 O ton 0) L 0 0) CO E ro (0 E E O O U 0) . v — V/ Fa O E bA c L 0) E c O L 0) E a) U v a co U c O a J 0 a CL O (o -a E 0 E 0 1- N J >- CO P--1 > (0 0 0) 0 0) v d The Childrena€TMs Museum of Central Oregon is a nonprofit organization whose mission is to inspire curiosity and creativity in children through hands-on STEAM experiences. We will be looking to build or renovate a physical location in the next 2-5 years, and we would appreciate having access to this CPACE financing tool. Not only would this tool help us finance the cost building or renovating our building, but it would also help us ensure this building is making use of the most energy -efficient systems and materials and include things like solar panels in our design. Additionally, these clean energy and energy efficiency systems would help us keep our operating costs low, therefore enabling us to provide more experiences for the children of our community. I manage Tesla's real estate in the Western United States and Canada. Tesla's mission is to accelerate the world's transition to sustainable energy. Oregon is part of the Multi State Zero Emissions vehicle (ZEV) Task Force, with a goal of having over 3 million zero -emission vehicles on the road by 2025. As a resident of Bend, I would love to see the Central Oregon governing bodies enact the CPACE program and help join Tesla in our mission. CPACE is an effective and proven program that is one of those few win/win initiatives. The planet wins, the local business owners win and the community wins. Innovative and progressive way to get more businesses to go solar. % / 7 q \ @ N\ W \ / � N \ e N 6 2021-03-19 11:44:25 EST co \ � N 2021-03-04 22:41:54 EST \ 5 / 0 Oregon Oregon Oregon CO CO CO 'Bend CO E / 8 / \ k E 2 2 2 g S 2 k ° / 3 E k \ / 2 0 \ [ D / stacie.fritz@fib.c / 00 ƒ + 0 \ E 0 % 0 0 / O / ƒ 2 \ t o > u - \ First lnterstate Sunlight Solar ; } i ° $ Petersen Fritz 2 sn — , c : y \ )v.,%E/ ) / = 2 ` ) / > / 0) ( � / \ 'Stacie / & I work in the solar industry and we have seen policies like this have a positive impact on commercial businesses and their communities in other States. I think this could have a positive results here as well. Ameresco supports the efforts of 350Deschutes to bring CPACE legislation to Central Oregon governments. Ameresco has been a long-time supporter of state and local governments adopting CPACE as a viable path to making infrastructure and energy efficiency improvements more feasible for commercial real estate and non-profit owned buildings: office, retail, industrial, agricultural, multi- family, and more. We have also submitted a letter to the Deschutes County Board of Commissioners endorsing the adoption of CPACE legislation in Deschutes County. Please bring CPACE to Deschutes county. It can help improve the community for all. This program will serve to create many clean energy jobs and help to mitigate global warming. Commercial Property Owner Commercial Property Owner Commercial Property Owner O lI 1 O rl O N IL,6N O O co N IA W Lfl rl O in . -I N O cn N c-t v~) W 2021-03-02 18:26:08 FST 2021-03-29 2021-03-15 17:27:39 2021-09-02 12:16:34 EST 2021-10-24 00 c-I N O N 2021-02-02 20:14:22 EST 2021-03-15I 17:28:23 FST 2021-04-26 I20210430 C 0 b.0 N O C OA 4J O Oregon O rego n Oregon Oregon Oregon Oregon Oregon Oregon C 0 ta.0 0)) 0 Eregon -C C 0J CO ..6 C CO i O d Sisters Bend -O C a) CO 'O C 0J CO "a C aJ m -0 C 0) m - C 01 m Sisters Bend Bend joe.mazzarella@s unlightsolar.com E co LI N C U_ C 3 0 aJ U Y O U co av robert.hamerly@ greensavers.com perr.brooks@gm karen@perennial building.com jgerman744@gm ail.com lewismc4l@gmai Sinnamon1955@ 1 platasa18@gmail E o ashleybice03@g mail.com gracayy@gmail.c lernagon1@yaho Sunlight Solar s U L s '^ U U U C .— C6 O i-+ c6 c% U Green Savers Perrenial Building Basque Beginnings Perrenial Building Ledg Capital Ledg Capital 1 as CDro 1 co N 3 (6 N U v C CO Hamerly Brooks b.0 German -o c L CO UCO Hauser Latasa U Baek J [J ` o o Robert a Karen 4- - L0 .3 _J Sinnamon Paula 0) t a Grace .-. CO 2 N I -I 0 r2.1f1j N 0 N I endorse the authorization of Commercial Property Assessed Clean Energy (CPACE) by the City of Bend and other local governments in Central Oregon. Across the Leta€TMs incentivize our businesses to do the right thing and help lower their costs! 2021-05-181 2021-03-20 2021-08-24 2021-03-25 N (�1 O N O N r N 00 r1 2021-10-02 14:50:05 EST 2021-10-20 10:06:38 EST 2021-02-19 16:13:36 EST 2021-02-19 2021-02-03 2021-02-03 Ql `—I N O N 0 N 2021-03-18 14:16:03 EST 12021-03-30 2021-09-21 17:59:29 EST C 0 00 (1) 0 New York Oregon Oregon Oregon Oregon Oregon Oregon Oregon Oregon Oregon Oregon Oregon Oregon Oregon Oregon -O C v CO Latham -O C v CO 73 C v CO -0 C v m -O C v CO -D C Iv CO -0 c v CO 73 C CO Bend Bend Redmon Bend C v m !Bend "O c v CO danst_germain@ cmitchell@ccrea L) E 00 �dj d v _c N carolynclontzl4 anhurleyl7@gm Iindabonotto@g mail.com emagen@bendbr oadband.com flossieolive@gma il.com d.morman@ben dbroadband.com ..._...__. Islchitti@gmail.co Ilharrer@350desc = tt0 to E o (0 s 40 N cod' 0 v teresas62@yaho o.com toriautum@gmai co bA 0 O v = O0 L-rMLE V11-LII IC CI IUUIJCIIICIILJ !Dan 'St Germain Mitchell Heck NJ C O U Vick Bonotto Marlinghaus i j -a Morman U +-. t U IHarrer C 0 Lli L O (0 2 KAY Schader Guest i N 7 CO O U !Zechariah C O2 co U Amber c0 -a c N — E w v -C> u 7 • t6 (O Laurie Chloe REBECCA co v) 0) N . H _ Tori ,_ N >- 1— December 6, 2021 Dear Commissioners: Thank you for the research and staff report on C-PACE. The report demonstrates the rapidly growing success of C-PACE created by collaborative national and regional experts will support our effort to design and implement a successful C-PACE program for Deschutes County. We appreciate the Commissioners bringing C-PACE to a work session. On behalf of 350Deschutes, please consider the following supplemental information in response to additional endorsements, the staff C-PACE report and questions from Commissioners. Additional Endorsements/Supporters: Letters of Support: LaPine Chamber of Commerce Endorsements: Deschutes Brewery Washington Trust Bank Sungrounded Farm Counterpointe SRE Four Stakeholder Editorials: Todd Gray: ivierete Hotel Group Tom Kelly: Neil Kelly Peter Baer: Pinnacle Architecture Supplemental Information to Staff C-PACE Report: 1. The report did not include the pro-bono work available to significantly reduce county workload for the implementation of C-PACE. a. Michael Yaki a C-PACE Attorney for Petros has offered to draft the C-PACE Ordinance, closing documents and program guidelines for free. Michael drafted the Clark County Documents which is proving to be a successful model. 2. In addition to energy reduction and creation, C-PACE financing is also an effective tool for financing resiliency. 3. The financing comes from private market lenders, unless the county chooses to do bonds (Very few jurisdictions do bonds). 4. The response from Clark County demonstrates: a. There is program demand (7 pending projects in only a few months) b. The program more than covers it costs ($80,000.00-100,000.00 pending fees) c. Currently handling program and applications with existing staff i. Only expect to add .SFTE if program demand significantly increases 5. Implementation of a full or pilot program can be very streamlined with little county effort: a. Finalize the ordinance and documents b. Set up the Fee Structure c. Follow the Clark County program for project approval d. Add a line Item to the Tax Bill for C-PACE, just like a sewer, school, or fire district e. Assign responsibility for collection, billing and foreclosure process to C-PACE lenders f. Allow C-PACE lenders to administer program (if desired administration can be later assigned to a third party, but many localities are finding this is not necessary). g. The Energy Trust and their counter -parts can do the energy engineering verifications 6. The County should make this a county wide program so commercial property owners and farms / ranchers outside city limits can utilize this financing tool for water and energy improvements. 7. There is high stakeholder demand countywide. 8. Merete Hotel Group has 2 pending projects for C-PACE financing 9. I am not aware of any opposition to C-PACE adoption. Response to Commissioner Adair's question about Multnomah County vs Clark County: The Multnomah program had challenges because of how it was set-up. The program didn't follow the true rules of a Benefit Assessment Lien and operated more like a loan. The PACE industry recently helped Property Fit resolve the issues. The fees were also too high and the program was overly cumbersome. Clark County is using a streamlined model based on industry best practices. They have demonstrated that they didn't need to hire additional staff and program fees. There are 6 pending projects with the potential to generate $80-100K. They anticipate program demand will increase in the coming years and then they will have to hire .5 FTE. Program fees will more than cover the costs for this widely popular financing tool. Conclusion: With 18 letters of written support and more than 40 business endorsements. A C-PACE program is the will of the people and the commercial property owners in the county. Delaying this program would deny a widely supported private market solution for private property owners. Deschutes County should move C-PACE forward and adopt a C-PACE Ordinance and program. Thank you, Paula Latasa 350Deschutes Michael Yaki Fri, Dec 3, 11:33 AM (3 days ago) to Rachel, me, Todd Here's the answer on SF (and as a former member of the San Francisco Board of Supervisors, I have some credibility on this one) Volume in San Francisco is not low, at least not by relative standards. As discussed with the Deschutes governmental group, the number of success applications a year per jurisdiction would be fortunate to be in the mid- to high single digit numbers. Petros alone had 3 successful financings in San Francisco last year. All, of course, met the criteria for the state statute — compliance with Title 24, the Energy Efficiency Code of California, which is updated every 3 years. The idea that "deep" retrofits were not performed is not supported by the statute, since Title 24 is widely seen as the most aggressive energy efficiency program in the country, and almost all retrofits trigger the requirement to meet a code requirement that is light years above what currently exists at a property. San Francisco tried to create its own program that sought to require the type of benchmarks discussed in their response. Moreover, they had an entire bureaucracy created for this program, mainly for residential, and that of course succeeded and failed spectacularly. In the end, San Francisco decided to allow the state-wide Joint Powers Authority governments to offer PACE in their jurisdiction to relieve them of that burden. It is also noteworthy that the California statute does NOT require lender consent, like Oregon. Thus, expectations were much higher but companies like Petros and others, which have their own lender consent standards in the absence of state law, still dominate the market, so that provides a self -limiter on the number and size of projects that can be financed. Many thanks, Michael MICHAEL YAKI SVP and Sr. Counsel, Policy & Programs M: 415.601.4008 BOARD OF COMMISSIONERS AGENDA REQUEST & STAFF REPORT MEETING DATE: December 6, 2021 SUBJECT: Discussion of Joint Office on Homelessness - Formal Letter of Interest RECOMMENDED MOTION: N/A BACKGROUND AND POLICY IMPLICATIONS: Working with Representative Jason Kropf, Deschutes County and the City of Bend have been in discussions about creating a Joint Homelessness Office. Representative Jason Kropf is drafting legislation to fund five pilot city/county coordinated offices with $1 million for two -years for each community (see attached document: "City/County Homeless Coordination Pilot"). In order to narrow down the local jurisdictions that are ready and able to fully commit to the draft pilot concept, interested communities are required to submit a formal letter of interest to the Association of Oregon Counties and League of Oregon Cities no later than December 10, 2021 (see attached letter from AOC/LOC). The letter should include the following: confirmation of interest and short and long-term commitment; confirmation that the partners will seek out or provide funding after the first two years of state funding; commitment to the draft framework of the bill (see attached document "City/County Homeless Coordination Pilot"); and a description of current coordination efforts and how a coordinated office would strengthen these efforts. Staff will seek Board direction on submitting a formal letter of interest. BUDGET IMPACTS: TBD ATTENDANCE: Erik Kropp, Deputy County Administrator Molly Wells Darling, Health Services Program Manager CITY/COUNTY HOMELESS COORDINATION PILOT WHERAS Oregon's lack of available housing, high rents and high home prices are driving rapid increases in housing instability and homelessness. Oregon has experienced a significant increase in the number of people experiencing homelessness and unsheltered homelessness. Oregon's funding, resources, and services to address homelessness are not scaled to meet this need and Oregon's lack of housing affordability and availability will not be addressed without cross -jurisdictional collaboration. Communities require coordinated leadership and governance to identify local needs and centralize communication, policy, and services to end homelessness. 5 Pilot Communities - $5M one-time funding for 2-year pilot • $1 million per piiot to fund over two years: o Coordinated office director and support staff Stipends for people with current or lived experience of homelessness to support policy development and community outreach 0 Communications and public engagement c� Technical assistance and capacity support Each coordinated office will include 1 county and specified cities to: • Enter into an intergovernmental agreement or MOU covering specific roles and responsibilities • Create a governance structure/advisory board with a minimum representation from county/city governing bodies • Develop a 5-year strategic plan that will: • Create a funding plan to support coordinated office after 2 year pilot • Streamline and increase federal, state, and local resources and services for people at risk of or experiencing homelessness across the county and participating cities relying on national best practices for ending homelessness • Decrease homelessness across the county and eliminate racial disparities within homeless services; • Support state, regional, and local partners in planning and developing housing affordable to local populations experiencing or at risk of homelessness. • Create a coordinated communication strategy and centralized point of contact • Coordinate with local Continuum of Care • Invite/consult with local tribes • Develop and strengthen partnerships with key regional stakeholders including but not limited to: culturally specific community organizations, Continuum of Care, Community Action Agency, local behavioral health providers, county public and behavioral health, Coordinated Care Organization, other healthcare providers, law enforcement, school district/McKinney-Vento liaison, local DHS office, faith community, business/employers, courts, shelter and homeless service providers • Reporting • 2 annual reports to legislature • Populations served, progress on specific projects in strategic plan, partners involved Draft 11/10/21 Contact: Ariel Nelson, LOC at anelsonPorcities.org or Lizzy Atwood -Wills, AOC at latwoodwills@oregoncounties.org • Identify challenges/successes to: i. Help inform state model for future local/regional coordination ii. Inform future TA support/needs for OHCS program development iii. Inform best practices for engaging and serving populations that are overrepresented in local homeless data, including Black, Indigenous, and People of Color, foster youth, Additional details (not necessarily in text of bill) Success looks like: • A local coordinated homeless response system • 5-year strategic plan with specific deliverables • Long term funding identified to support coordinated office • Contribute to a state template/model for additional communities to do this work Implementation: • Grants would go through DAS directly to city or county • OHCS will have informal technical advisory role, pilots will be expected to coordinate with current/existing OHCS policy and program work • Draft 11/10/21 Contact: Ariel Nelson, LOC at anelson@orcities.org or Lizzy Atwood -Wills, AOC at latwoodwills@oregoncounties.org AOC ASSOCIATION OF OREGON COUNTIES November 16, 2021 Dear City and County Leaders, Thanks to those of you who have expressed interest in participating in a legislative concept to pilot city/county homelessness response coordination. Unsurprisingly, there is strong local need for and interest in this concept. LOC and AOC have received more initial responses than there are pilots or funding planned in the bill. We are following up today with additional details and a draft bill framework to give communities a better understanding of the intent for the pilot and expectations for jurisdictions that wish to be considered for participation. The draft pilot framework would fund 5 pilot city/county coordinated offices with $1 million for 2 years. Each pilot would be expected to meet a basic framework, including requirements to enter into an intergovernmental agreement or MOU to ensure mutual responsibility for the success of the office, create a governance structure/advisory board with a minimum representation from each city/counties' governing bodies, and develop a 5-year strategic plan with specific program deliverables. Importantly, pilots would receive 2 years of one-time state funding, after which time local jurisdictions would need to identify a long-term funding plan to sustain their coordinated office. In order to narrow down those local jurisdictions that are ready and able to fully commit to the draft pilot concept, interested communities are asked to submit a formal letter of interest from the regional jurisdictions (a city, or cities, and a county) you would like to include in your pilot. Your letter should include the following: • Confirmation that your elected bodies have indicated majority interest in this pilot concept and understand the details of the short and long-term commitment. Include all City/County partners that will be included, and the status of the agreement to move forward. • Confirmation that there is mutual agreement among the partners to seek out or provide funding after the first two years of state funding. • Confirmation you have reviewed the draft framework of the bill as proposed, and that there is general agreement to abide by the policy as it is laid out (suggestions are welcome to inform the final bill draft). • A description of any recent or current local coordination on homelessness response in or among your jurisdictions and local provider partners and how a coordinated office would align with or strengthen current efforts. Priority will be given to jurisdictions who can successfully meet all framework requirements. While all pilot proposals from a county and city will be considered, preference will be given to pilot proposals that include a county and multiple cities, as the concept is intended as a regional approach. Please email your letter by no later than December 10, 2021 at 5pm to anelsonaorcities.org and Iatwoodwills(oreooncounties.orq. Thank you again for your interest and your leadership. Please feel free to reach out with additional questions. Sincerely, Ariel Nelson, League of Oregon Cities (LOC) anelsonAorcities.orq Lizzy Atwood -Wills, Association of Oregon Counties (AOC) latwoodwills(aoreaoncounties.ora BUILDING A JOINT OFFICE ON HOMELESSNESS ore than 65 service .providers and community groups offer. ongoing support to people experiencing homelessness and housing instability in.Deschutes Coun-ty. eople e �perien—o homely region are homeless for first time, Hornlessness l as increased in each of the' last 6 years.: 9.92 people were:counted as experiencing homelessness iri Deschutes County on 1/20/2021. timated funding for homeless 'services in Deschutes. County and the City'of Bend in 2020 PROPOSED CORE FUNCTIONS Supporting Partnerships Developing Strategy Leading Systems Improvement _k O. o.. Coordinating Funding _. jp1M111114111111111111111111k x OM OM OW IMO Supporting Partnerships • Provide community partners with additional capacity as well as guidance and partnership in pursuing the community's shared priorities • Streamline regional and local efforts to prevent and end homelessness by de -duplicating information sharing, roles, and responsibilities Leading Systems Improvement • Manage and update the region's strategic plan, monitor progress, analyze trends and changes Lead the community in strengthening its homeless response system by establishing shared priorities based on data and input from service providers, advocates, and people with lived experience of homelessness and housing instability Developing Strategy • Identify opportunities and challenges to improve the region's response to homelessness and develop and refine solutions in partnership with the HLC, service providers, municipal leaders, and people ie homelessness e s � �.11e experiencing rroicrG��icSo • Coordinate implementation and continuous quality improvement across the homeless response system Coordinating Funding • Identify unmet service and infrastructure needs, project funding gaps, and identify potential funding sources • Build sustainability and streamline efforts by planning and coordinating City and County investments and funding for homeless services BOARD OF COMMISSIONERS AGENDA REQUEST & STAFF REPORT MEETING DATE: December 6, 2021 SUBJECT: BOCC briefing of grant for Tumalo Community Plan Update; rural trails by Sisters RECOMMENDED MOTION: N/A. BACKGROUND AND POLICY IMPLICATIONS: The Planning Division received a $75,000 grant from the ODOT/DLCD Transportation Growth Management (TGM) Program. The 18-month grant will 1) Update the Tumalo Community Plan (TCP) transportation element and 2) implement the rural trails portion of the Sisters Country Vision Action Plan. The project will result in proposed amendments to the Deschutes County Transportation System Plan (TSP). Staff, the consultant, and ODOT Region 4 staff have agreed upon a tentative Scope of Work (SOW) and timeline. The SOW and timeline are currently being reviewed by TGM staff in Salem. Staff anticipates the project beginning in January. BUDGET IMPACTS: None; Deschutes County is using in -kind services to meet the approximately 12% local match requirement of the TGM grant. ATTENDANCE: Peter Russell, Senior Transportation Planner, CDD TES COMMUNITY DEVELOPMENT MEMORANDUM DATE: November 30, 2021 TO: Board of County Commissioners FROM: Peter Russell, Senior Transportation Planner RE: December 6 update on Transportation Growth Management (TGM) grant for 1) Tumalo Community Plan update; 2) rural trails for Sisters Country The TGM Program is a joint planning grant program run by the Oregon Department of Transportation (ODOT) and Department of Land Conservation and Development (DLCD). Deschutes County in summer 2020 applied for a grant to 1) Update the Tumalo Community Plan (TCP) and 2) implement the rural trails portion of the Sisters Country Vision Action Plan (SCVAP). TGM awarded the TGM grant to Deschutes County in September 2020; staff is providing an update on progress towards a Notice to Proceed. I. BACKGROUND ODOT Region 4 (which covers Central Oregon from the Columbia River to the California border) reviewed the County's proposed Scope of Work (SOW) for the project. The SOW describes the tasks, project deliverables, and proposed timeline. After a series of reviews and comments between Region 4, DLCD, and the TGM program staff in Salem, the County and ODOT agreed on a SOW. In the next step of the TGM process, ODOT then identified a potential consultant from the TGM program's pool of pre -approved firms. The County agreed with the firm selected. That firm in turn reviewed the SOW and proposed changes. ODOT Region 4 and the County have agreed to the modifications proposed by the consultant. The consultant -revised SOW is now under review in Salem. Region 4 staff and the County are hoping for a Notice to Proceed in order for the project to begin in January 2022. In anticipation of that event, staff has begun collecting basic Census data for Tumalo as well as land use information regarding zoning and vacant parcels. For the Sisters trails, staff has contacted the Sisters Ranger District of the Deschutes National Forest as that entity has worked extensively on a recreational trails plan for this same area. 1 1 7 NW Lafayette Avenue, Bend, Oregon 97703 I P.O. Box 6005, Bend, OR 97708-6005 (541) 388-6575 cdd@deschutes.org 6; www.deschutes.org/cd The projects are expected to take 12-18 months and will be done in parallel, rather than sequentially. II. OBJECTIVES OF THE TGM GRANT The TGM has two broad objectives: 1) Update the 2010-2030 Tumalo Community Plan (TCP) and 2) implement the rural trails portion of the Sisters Country Vision Action Plan Tumalo Community Plan Update The grant will focus specifically on amendments to bicycle, pedestrian, and transit components of the Tumalo Community Plan. This may also trigger amendments to portions of the Bike/Pedestrian (Section 5.5) of the Deschutes County TSP. The amendments will potentially include changes to plan text, goals and policies, and/or mapping. The amendments will specify goals and policies intended to benefit bicyclists, pedestrians, and transit riders. Implementation of the Livable Strategy 4 (Expanded Trail System) of the Sisters Country Vision Action Plan Sisters Country is an area defined by the attendance boundary of the Sisters School District. Deschutes County was a participant in the Sisters Country Visioning and the resulting implementation plan. This portion of the TGM grant will focus on the rural areas outside of Sisters and identify general corridors for trails to connect Sisters Country and the City of Sisters. The intent is to map generalized corridors while recognizing that any locations on Deschutes National Forest lands are beyond County jurisdiction and likely will require further environmental work. This project will not complete any environmental work. III. COMMON ELEMENTS TO BOTH TASKS The TCP Update and the Sisters Country rural trails will both have advisory committees; feature online open houses; project webpages; technical memos; list of prioritized projects; and proposed amendments to the TSP, which will either be incorporated into the current TSP Update or be amended into the TSP if the update concludes prior to the TGM process. IV. CONCLUSION Staff is prepared to answer any questions. Attachment: Generalized schedule of tasks after Notice to Proceed (NTP) Page 2 of 4 SCHEDULE TASK Number General Description ` Time to Complete Tasks after Notice to Proceed Task 1 Project Start 60 Days to Complete Task 1 Subtasks Except as Noted 1.1 Refine Project Schedule 1.2 6 PMT Calls Calls spread over life of project 1.3 Advisory Committees Committee meetings occur over life of project 1.4 Establish web page Web page monitored over life of project Task 2 Project Foundation 90 Days to Complete Task 2 Subtasks 2.1 Review background docs 2.2 Agency outreach 2.3 Draft Tech Memo #1 2.4 Finalize Tech Memo #1 2.5 Draft Public Involvement Plan 2.6 Final Public Involvement Plan Task 3 Tumalo Community Plan 300 Days to Complete Task 3 Subtasks 3.1 TCP Mtg #1 3.2a Public Event #1, walking tour 3.2b Public Event #1, online open hnuice 3.3 TCP Mtg #2 3.4 TCP Draft Concept 3.5 TCP Mtg #3 3.6 TCP Refined Concept 3.7 TCP Public Event #2 3.8 TCP Final Concept 3.9 TCP Mtg #4 Task 4 Sisters Country Rural Trails 300 Days to Complete Task 4 Subtasks 4.1 Trails Mtg #1 4.2 Trails Public Outreach #1 4.3 Trails Mtg #2 4.4 Trails Draft Concept 4.5 Trails Mtg #3 4.6 Trails Final Concept Page 3 of 4 TASK Number General Description Time to Complete Tasks after Notice to Proceed Task 5 Adoption 360 Days to Complete Task 5 Subtasks 5.1 TCP/TSP Amendments 5.2 Implementation Measures 5.3 DLCD 35-Day notice 5.4 Adoption package 5.5 Planning Commission hearing 5.6 BOCC hearing 5.7 DLCD 20-Day Notice 5.8 Title VI Report 5.9 Project Info Sheet Page 4 of 4