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2022-62-Minutes for Meeting January 20,2022 Recorded 2/25/2022Ivi ES C-,o BOAR® OF COMMISSIONERS 1300 NW Wall Street, Bend, Oregon (541) 388-6570 Recorded in Deschutes County CJ2022-62 Steve Dennison, County Clerk Commissioners' ,journal 02/25/2022 10:52:13 AM Es 11 62 1111 In 111111111111111 ""%W10e 2022- FOR RECORDING STAMP ONLY THURSDAY, JANUARY 20, 2022 Five Pines Lodge, Sisters VIRTUAL MEETING PLATFORM Present were Commissioners Patti Adair, Anthony DeBone, and Phil Chang. Also present were Nick I Plank. Cni,nty Administrator; Dave Doyle, County Legal Counsel (via Zoom conference call) and Sharon Keith, Board Executive Assistant (via Zoom conference call). Additional staff present were Deputy County Administrators Whitney Hale and Erik Kropp, and via Zoom conference call Public Information Officer Morgan Emerson and Internal Auditor David Givans This meeting was audio and video recorded and can be accessed at the Deschutes County Meeting Portal website www.deschutes.org/meeLngs. Note: there were technical difficulties with the audio and video system throughout the meeting due to the off -site location. Introduction: The meeting started at 9:10 a.m. and Holly Koeksema, professional development coach and facilitator, and reviewed the outlined of today's meeting. Commissioner Priorities: Commissioner Adair reported on a technical issue experienced during yesterday's BOCC RETREAT JANUARY 20, 2022 PAGE 1 OF 6 meeting and thanked the team for their work and for their responsiveness over the last few years during this tough time with the challenges of the COVID19 pandemic. Commissioner Adair's priorities for the upcoming year include addressing the homeless population concerns in Deschutes County and suggests using the Deer Ridge facility as a location for a psychiatric hospital until a permanent structure could be constructed. She requests an analysis to be done on the 10 acre parcel for a Rogue Retreat Oasis village in an effort to reduce the numbers of homeless and wildfire risk at China Hat. Commissioner Adair hopes a recreation of the veteran's village can be accomplished in La Pine and in Redmond. She spoke on the priorities of Terrebonne sewer system and the Tumalo system. She also commented on the employee shortage at St. Charles Health System, the water needs of the north unit for the farmers, expansion needs of child care for employees, continued fire free program, and her gratitude for the BOCC office staff for staying open during the pandemic. • Commissioner Chang also thanked the staff and community for their efforts during COVID19. Commission Chang recommends the County consider the idea of vaccine incentives for Deschutes County employees. In the realm of homelessness, there are organizations providing services and the County needs to assist them to increase their capacity. Additional priorities for him are enabling services for CPACE, investments from partners for the stabilization center, investments for affordable housing, a feasibility study for the creation of a County campground/park, efforts to reduce carbon in our environment, increasing efforts for defensible space as wildfire prevention, and advocating for the wildlife migration corridor. In addition he noted he is engaged in water resource discussions. • Commissioner DeBone commented on the governing process. His list of priorities includes housing of any kind, advocating for campgrounds, statewide land use and discussions with state legislators, managing the growth of Deschutes County through investments, tax bill, department opportunities and challenges. Commissioner DeBone congratulated Nick as the new County Administrator. The world is changing with COVID and technology. Main goals should be engaging with our partners and department through our goals and objectives and listening to each department and their staffing needs and challenges. Regarding campgrounds he recommended looking to the east side of Redmond. He advocates for campgrounds to address needs for the homeless population. Commissioner DeBone expressed the need for further information on the concept of a joint office for homelessness. Commissioner DeBone reported the La Pine Rural Fire District is requesting a fireworks ban. He commented on the positives of being able to keep Deschutes County's doors open during COVID with video meetings and technology. • County Administrator Lelack thanked staff for their work achieved on the logistics of this meeting today. BOCC RETREAT JANUARY 20, 2022 PAGE 2 OF 6 Recess: At the time of 10:10 a.m., a recess was taken and the meeting reconvened at 10:25 a.m. Group Discussion: Budget Priorities: The goal is for discussion and to address priorities. Mr. Lelack reviewed the list of priorities presented by departments to form the budget process to address challenges anticipated for the upcoming year. Discussion held on transient room tax and community growth. Projects and space needs of the county were discussed. Commissioner Chang commented on the possible long term needs for remote work which would help lessen the increased space needs for departments. Departments requested to present during the afternoon discussion are Health Services for the stabilization center, County Forester and Solid Waste Director regarding defensible space for properties and yard debris collection. Funding needs for capital improvements and available County assets will be a discussion at a future meeting. A discussion regarding goals and investments for housing will be held at a later times as well. Commissioner Adair stressed the importance of adding a psychiatrist position in the Health Services department. Commissioner Chang suggested a discussion with Finance and Community Development Department regarding eligible uses and funding for land development for housing. Mr. Lelack spoke on methods to improve employee retention and the upcoming employee survey. Commissioner Adair reiterated the need for child care options for our employees. Other: Mr. Lelack reported Mike Maier, Budget Committee member, will be moving out of state by May and will create a vacancy on the Budget Committee. The Board expressed support of opening the recruitment for that position. Mr. Maier's current term ends this year December 31, 2022. Recess: At the time of 11:55 a.m., a recess was taken and the meeting reconvened at 12:20 p.m. Working Lunch: BOCC Committee Assignments Discussion: • Commissioner Adair reviewed her appointments and offered her seat on the Audit Committee, Central Oregon Intergovernmental Council, and Sisters Park & Recreation Budget Committee. • Commissioner DeBone reviewed his list of appointments and noted his interested in taking the COIC board participation. • Commissioner Chang noted his interest in serving on COIC as well. Commissioner Chang felt last year that he ended up with fewer committee assignments and feels he has capacity to take on additional committees. Commissioner Chang is BOCC RETREAT JANUARY 20, 2022 PAGE 3 OF 6 interested in taking the Public Safety Coordinating Council, Area Commission on Transportation, Central Oregon Health Council, and Central Oregon Intergovernmental Council. Commissioner Chang will take the COIC seat for 2022. Recess: At the time of 12:51 p.m., a recess was taken and the meeting reconvened at 1:04 p.m. Department Participation: • Defensible Space / Fire Free Program and Wildfire Prevention Measures (Solid Waste, Natural Resources, and Community Development Department). Commissioner Adair introduced the discussion to address the concerns for defensible space, need for additional dates for the fire free program, and requirements for Senate Bill 762. Present via Zoom conference call were Solid Waste Director Chad Centola, County Forester Ed Keith, and Community Development Department Director Peter Gutowsky. Commissioner Chang inquired on yard debris containers for communities that currently do not have them available. Mr. Centola commented on a proposed expansion of services in the unincorporated areas to include curbside collection that is included in the BOCC agenda for Monday. Commissioner Adair recommended beginning the fire free events in April to give additional opportunities for the community. Mr. Centola noted the dates were later based on weather conditions with snow on the ground but could make the event begin earlier based on low snow levels. Mr. Centola spoke on volumes of materials through the increased community efforts on defensible space and commented on benefits of biomass options. Mr. Keith commented on the potential impacts that will be seen through Senate Bill 762 noting the south portion of the County has the bulk of the fuels in proportion to Deschutes County as a whole. Commissioner Chang asked Mr. Keith to crunch some numbers of fuels reduction levels and variables that will be seen based on the new state requirements. Commissioner Adair inquired on a container for burning yard debris that Black Butte Ranch uses to dispose of fuels reduction materials. Mr. Centola reported on the machine would be difficult to have due to permitting. Mr. Keith noted the work being done on streamlining the permitting through permit DEQ. Discussion held on other options of handling yard debris including wood chip options. Commissioner DeBone recommends additional outreach to the community. Mr. Gutowsky spoke on the Senate Bill 762 and the wildfire hazard ratings that will elevate awareness of Deschutes County's risk of wildfire and expectations of local BOCC RETREAT JANUARY 20, 2022 PAGE 4 OF 6 governments. Commissioner Chang inquired when the state will enforce the requirements. Mr. Keith reported the state fire marshal intends to use their community risk reduction fund to offer incentives by January 2023. Commissioner DeBone commented on home insurance policies that may trigger the priority to accomplish this effort. Recess: At the time of 1:52 p.m., a recess was taken and the meeting reconvened at 2:01 p.m. Stabilization Center: Health Services staff Janice Garceau, Holly Harris, and Chris Weiler and Sheriff's Office staff Captain Michael Shults and Joe Brundage were present via Zoom conference call to discuss funding and services provided at the Stabilization Center. There is a current gap of $1.4 million as $3.4 million is the total cost per year to operate the stabilization center. For the budget planning, staff reported any requests for funding for the stabilization center would be through the County general fund. Housing Discussion: Present via Zoom was Property Manager Kristie Bollinger, Chief Financial Officer Greg Munn, and CDD Director Peter Gutowsky. Mr. Gutowsky commented on state law and county responsibility on housing coordination. Ms. Bollinger reported on Deschutes County properties that may be considered. Mr. Lelack noted the property management department needs additional staff support. Mr. Lelack spoke on land use regulations and opportunities for housing units. Recess: At the time of 3:23 p.m., a recess was taken and the meeting reconvened at 3:41 p.m. Discussion Update County Goals and Objectives: The Board reviewed the current list of goals and objectives in consideration of revisions for the upcoming year. Commissioner DeBone envisions a one page document. The Board offered language changes to the document regarding services provided. Approve Draft Goals and Objectives: Staff will use the results of the discussion to form a draft version for review. Closing Remarks: Commissioner Chang inquired whether the Commissioner suggestions will be taken for further review. Mr. Lelack will present during the budget meetings how the items could be implemented. BOCC RETREAT JANUARY 20, 2022 PAGE 5 OF 6 • Commissioner Adair expressed thanks to staff for all of their work to organize the meeting today. • Commissioner DeBone spoke on managing growth and the positive time of life. • Mr. Lelack thanked the Commissioners for their work for services toward our community and staff. • Commissioner Chang thanked everyone for the discussion today. ADJOURN: Being no further discussion, the meeting was adjourned at 5:00 p.m. DATED this —2Day of ar 2022 for the Deschutes County Board of Commissioners. PATTI ADAI R, CHAIR -4— ANTHONY DEBONE, C06MISSIONER BOCC RETREAT JANUARY 20, 2022 PAGE 6 OF 6 BOARD OF COMMISSIONERS RETREAT January 20, 2022 Five Pines Lodge, Middle Sister Room 9 - 9:15 a.m. Introduction 9:15 - 10:15 a.m. Commissioner Priorities • Commissioner Adair - 9:15-9:35 a.m. • Commissioner Chang - 9:35 - 9:55 a.m. • Commission DeBone - 9:55 - 10:15 a.m. 10:15 a.m. Break Group Discussion: Budget Priorities 10:30 - 12 p.m. BOCC identifies which department heads should attend afternoon session to help define specific budget conversations. 12 - 1 p.m. Working Lunch: BOCC Committee Assignments Discussion Department Participation • 1 - 1:30 p.m.: 1 - 3 p.m. • 1:30 - 2 p.m.: 2 - 2:30 p.m.: • 2:30 - 3 p.m.: 3 - 3:15 p.m. Break 3:15 - 4:45 p.m. Discussion: Update County Goals & Objectives 4:45 - 5 p.m. Approve Draft Goals & Objectives: Closing Remarks 9-1-1 Deschutes County Department / Office Summaries FY 2023 Anticipated Opportunities and Challenges ff rni n is ai d i ete i io i vi st I i New Back -Up 911 Facility late summer/fall of 2022 Completion of two to three new radio sites, start on a fourth for the Long -Term Radio Enhancement Plan Evaluate, design and implement a new/updated 911 phone system Administration - Support departments and employees (retention and recruitment, office/space _�_ -facility. _�_ ._i, _u_.. _i r� I\ needs, iiiajoi iauu�y pi�ujects, uiigoiflg Pdl WenliC, I tl I IULt VVUI K PUii�y, itliernai L.)Ci) - Joint Office on Houselessness - Wolf Depredation and Compensation Committee & Cannabis Advisory Panel - Maintaining service levels during rapid regional growth and change - Prepare for strategic planning in 2023 Assessor's Office - Keeping current with rapid growth in new construction and market appreciation - Maintaining trained staff - 15-20% of existing staff eligible to retire within the next two years - Impacts of COVID restrictions and mandates - Maintaining and enhancing the use of technology in daily operations Clerk's Office - Space for conducting elections. Completing space study. Likely results: outgrown space for conducting elections (space designated for the board, observers and balloting is insufficient for conducting large elections; and office layout/workflow, storage and parking during elections). - Implementation of a new voter registration system (Oregon Votes). New system will require extensive staff training, data conversion, and updates to operational processes and documentation. New system will improve backend efficiencies and expand voter services, and will be modernized compared to the existing one including enhanced functionality and reporting which will provide great efficiencies. The public facing portal hosted by the SOS will be significantly improved and offer beneficial features to voters. Clerk's Office to have a presence in Redmond Clerk's Office is exploring the option of servicing customers from this new site, including: recording, issuance of marriage licenses; voter registration and ballot pickup/drop off (during election cycles). Community Development Operations - Retention and Recruitment and Staffing o Employees continue to leave CDD to pursue other opportunities o Ongoing training while actively recruiting to fill positions o Continued staff turnover is causing significant training demands by senior - level staff at the expense of providing direct permitting services o Reallocating resources (from long range planning) to meet increasing service demands in current planning results in delayed long range planning projects and lack of resources to support Property Management's projects Technology o Embracing new technology (Accela, drones for building inspections, website development, community involvement, archiving.) which will help our various divisions monitor their workloads, streamline certain processes, and capture data and information that allows for strategic planning, budgeting, and more efficient day-to-day operations. Wildfire Mitigation - Monitor and prepare to implement SB 762 (Wildfire Mitigation) to address defensible space and building standards Wildlife Inventory - Amend Comprehensive Plan and Deschutes County Code to update the mule deer winter range Housing - General o Coordinate with cities on their growth management plans o Efficiently process increased residential building permits in La Pine and Sisters (among other areas) - City of Bend UGB / Zone Change Amendment (HB 4079) o Process amendment to address affordable housing pilot project - SB 391 o Track legislative concept in short session addressing "broken links" o Prepare amendments to be initiated in January 2023 to address the criteria in SB 391, while waiting to incorporate defensible space (due June 2022) and building hardening due (December 2022) standards Comprehensive and Community Planning - Initiate updates to the County Comprehensive Plan, Tumalo Community Plan, Transportation System Plan - Develop a Sisters rural trail plan to implement the Sisters Vision Plan Support processes to locate a new landfill, planning and development of the County -owned 325 acres in the Newberry Neighborhood, and wastewater master planning efforts in Terrebonne and Tumalo Community justice Challenges - Adequate space: Bend main P&P office expansion - construction to start +/- March 2022, completion Fall 2022. Construction will proceed without relocation of staff, so challenges include client interaction and staffing spaces during periods of noise, demolition and construction. - Changes to community justice population numbers and needs: Criminal justice reform, decriminalization of drug possession, impacts of COVID on school and law enforcement practices continue to exert downward pressure on juvenile and parole and probation referral numbers and upward pressure on the basic needs of clients such as housing and treatment quality and quantity. The department needs to articulate changes that are happening, demonstrate ability to adjust to new and enduring circumstances, and manage budgetary pressures that accompany decreasing referrals or client numbers. - Improving engagement with community members and partners impacted by community justice, especially Black, Latinx and Native American community members and others who are disproportionately represented at all levels of juvenile and criminal justice system - Maintaining capacity for rigorous implementation, monitoring and evaluation of the department's many evidence -based practices. This will include acting on final research results from Southern Oregon University on juvenile detention and initial risk assessments, and the adult pretrial program, a collaboration between P&P, DCSO, DA and Circuit Court. - Provide new and emerging public safety efforts for adults in context of prison reform and jail capacity shortage (COVID-related). - Small applicant pools for various positions. Opportunities Participate in statewide efforts to modernize demographic data collection and use to better understand and interrupt where disparities in treatment or outcome is occurring, and support client identity and success -juvenile and P&P Participate in statewide efforts to delineate performance measures by which state of Oregon can describe quantity and quality of work done by community corrections agencies across the state - P&P Engaging with and creating programmatic resources for all members of the community on juvenile or P&P supervision that support their identities, wellness, resilience and success Provide expanded physical space for community and client gathering, meeting and engaging as we look to the end of the pandemic -juvenile and P&P Facilities Priorities: - Current and future office space and parking needs of County Departments o Downtown parking expansion o Space needs assessments o County -wide master planning - Increased capital maintenance requirements due to age of building and continued expansion of County owned and managed square footage. Staffing: o Managed growth of department FTE to meet maintenance and cleaning requirements of increased square footage of County facilities and demands of remodel and new construction projects o Planning for retirement of long-term staff members and establishing staffing levels that meet current and future needs o Increased custodial needs due to additional COVID-19 cleaning requirements o Retention of current employees Public Safety Campus o Update and revise Public Safety Campus Master Plan o Completion of final near -term projects: Adult P&P Expansion and parking improvements o Completion of Master Plan update and Schematic Design of DCSO projects Projects: - Adult Parole and Probation Expansion - North County Campus Improvements - Courthouse Expansion - Downtown Parking Fair & Expo Expo Operations - Organization o Changeover in team members; primarily due to retirement. ■ Challenge • Reduced staff due to reductions during Pandemic forced closure, coupled with retirements. ■ Opportunity • Reorganized F&E Department with a more horizontal structure. • Ability to change to address existing and future needs o Staffing Challenges, both full and part time Operations Challenges ■ nnaratnnc anri Fnnrl R, Raxrarmaa Canrirn tan -in c�t«nf,f. rhnllananc r..11-1- I ---- mob.1-11 b� - Financial Viability o Longer than expected return to traditional revenue model ■ Continued COVID impacts on events - Facility Improvements o Buildings & Grounds Committee discussions ■ Continued discussions on best utilization of resources to keep facility in As -New condition ■ Energy Trust Programs o Fund 617 ■ Continues to grow, but still underfunded. Need to continue to grow this fund to a Fund balance in line with current and future facility needs. - Strategic Planning ■ Master Plan of entire Facility/campus • Including to be acquired land Annual Fair - Fair planning o Continued COVID required/responsible modifications o Return of Open Class Livestock and other categories not feasible in 2021 - Financial Viability o Budget planning/understanding of possible COVID impacts ■ 2022 Fair attendance and spending maybe less than 2021 - Traffic Management o Continued evolution of traffic management Plan ■ Focus on both ingress and egress • Egress issues minimal in 2021; but new ingress issues discovered Finance/Tax/Treasurer - Securing funding for the courthouse and other capital projects. - Utilization of room tax revenue. - Long-term General Fund financial forecast. - ARPA - transition from award to funding/reporting. - Board decision support. - TRT strategy for unrestricted/unallocated funds. Health Services Behavioral Health Division - Ensuring 24/7 Stabilization Center operations - Navigating critical staff shortages during a time of expanding behavioral health need in our community Public Health Division - Mainstreaming COVID response and recovery - Mitigating the impact of deferred services (reproductive health, STD diagnostics and treatment, immunization, outreach/ WIC, etc.) - Expanding partnership with school districts (potentially reaching around 18,000 youth through the Healthy Schools initiative) - Addressing health and service disparities with an equity and inclusion lens Administrative Division - Ensuring adequate space for all Health Services operations - Aligning Administrative Services staffing ratios to correspond to growing BH and PH program, clients, and requirements Human Resources - Prioritizing increased clients, and client service requests, with current Human Resources staff resources. Current HR staff levels allow for focus on a triage response to requests and County needs. HR would like to dedicate staff resources to address additional goals, such as a comprehensive review of HR Policies and Rules, revamp the performance evaluation process, and increase internal networking opportunities for staff (ex. establishing a mid -management networking group.) - Support departments and offices in efforts to address staff retention. Commit to looking at feedback from staff surveys and work on addressing individual department needs. - Continue to support employee and supervisory skills training to enhance professional growth, specifically given the turnover in supervisor positions. Focus HR resources on recruiting efforts. With the number of County recruitments nearly doubling this past year (from an average of 165 to 302 recruitments;) HR will need to direct resources to posting the job announcements and increase advertising efforts. Evaluate the effectiveness of the change in management at the Deschutes Onsite Clinic. Justice Court - Holding court and serving the public under COVID. - Impact of change in license suspension rules on compliance. - Maintaining a safe and positive work environment during a time of increased hostility and aggression by the public. - Deceased revenue and increased costs. Legal Counsel - Retaining current tenured attorneys: The increase in remote work options means that lawyers residing in Bend can remote work for law firms and other legal employers in Portland and the Valley. - Hybrid Workplace: Since the pandemic first started, the assistant attorneys have worked remote a majority of the time. Post-COVID I do not foresee a return to the pre -pandemic status quo. Instead, I expect that the assistant attorneys will ask for a hybrid schedule wherein they split time between home and the office. While I am not necessarily a proponent of remote work, I do recognize that it is here to stay (at least to some degree), and that the availability of remote work will be an inducement for recruitment and retention. - Election Year: We anticipate receiving many public records requests from candidates seeking Commissioner seats and from folks and organizations supporting those candidates. - New Landfill: Legal is working with Admin, Solid Waste and other County departments on this complex project. We expect many challenges (both in and out of court). Natural Resources - SB 762 implementation - multiple segments of the 2021 omnibus wildfire bill will be implemented in the coming year, both newly funded initiatives as well as regulations. - FireFree - due to DEQ regulations related to methane venting in the next -24 months it is anticipated there will no longer be space at Knott Landfill to collect or process yard debris for the FireFree spring event. If the event continues an alternate location will need to be located. Property Management Encampments on County -owned property - Determine an economical way to manage and address solid waste generated by active encampments - Determine an economical way to manage and address abandoned/burned out encampments - Balancing challenges associated with the utilization of property for those experiencing houselessness and the greater public's desire to access the same property for recreation Houselessness - Supporting joint -office - Supporting efforts related to 10-acres in East Redmond - Other similar projects as identified Operational capacity challenges - Capacity to implement County priorities, respond to resident/developer/prospective buyer inquiries, etc. - Real property - asset and foreclosures o Evaluation/proactive management o Sales/purchases, tax foreclosure deeds/auctions, donations, transfers o Easements, partitions, consolidations, entitlements o Legal access research/determination o Responding to significant inquiries and requests from general public and internal/external customers including agencies/partners o South County ■ Wetland determinations/delineations ■ Consolidations Projects and other - Real property inventory o Develop property inventory database o New State requirement to report "surplus" property - Asset management plan for rural properties - RFPs for multiple projects (Simpson, Newberry Neighborhood, etc.) - Space needs for many departments - CORE3 coordination Road In FY 23 construction will commence on significant ODOT partnership projects in Terrebonne and Tumalo which will impact and inconvenience these communities in the short term for significant transportation system benefit in the long term. In FY 23 the updated Transportation System Plan and Capital Improvement Plan will be implemented, ushering in updated priorities for transportation system improvements and investments within the County. Once implemented, the County's Transportation System Development Charge (SDC) methodology will be updated to assist in funding growth's portion of capacity improvements in accordance with state statute. - Given the amount of capital construction within the Department and growth within the County, the Engineering Division will be requesting additional staff resources in FY 23 to deliver program goals and sustain levels of service. - With construction of significant infrastructure improvements proposed and contemplated within the unincorporated communities of Terrebonne and T umaio, the Department envisions a transition to a quasi -urban service level in these communities. - The recent federal Infrastructure Investment and jobs Act (IIJA) will allocate funding to various state and federal grant programs and we are expected to see increases in STBG-Fund Exchange (direct allocation to counties), Bridge Program, and new Resiliency and Carbon Reduction programs. The Road Department will have an opportunity to scope projects to compete for grant funds in these new and existing programs. Solid Waste - Landfill Siting: Over the next 12-14 months, the existing list of potential landfill sites will be narrowed down to three candidate sites. The Landfill Siting Group will continue to be involved in the project and the Solid Waste Advisory Committee is being reconvened as an important component of the effort. As public outreach will be an integral part of the process, a list of stakeholders is being be developed with the goal of keeping interested community members informed as the screening process proceeds. - Landfill Gas Utilization: Realizing a beneficial use for the methane gas generated at Knott Landfill has been a long-term goal for the Solid Waste Department. However, proven technologies have been mostly limited to larger landfills, effectively excluding Knott Landfill from consideration. The market for Renewable Natural Gas (RNG), which includes landfill -generated methane, is becoming more attractive to energy project developers as State and Federal greenhouse gas initiatives gain momentum, making a project on the scale of Knott Landfill more attractive. A solicitation to engage a developer to utilize methane gas from Knott Landfill for electricity or RNG production was issued in late November, 2021 and proposals are due February 9, 2022. Division 239 Rules: In 2021, as part of the State of Oregon's greenhouse gas reduction initiatives, the Governor directed the Department of Environmental Quality (DEQ) to develop rules regulating the emission of methane from landfills. The rules include substantial changes to monitoring programs as well as expanded requirements for landfill gas collection and management. There are certain aspects of the rules that pose significant and potentially unachievable compliance challenges specific to the design of Knott Landfill. There has been no follow-up response from DEQ. As a side note, the Landfill Gas Utilization Project will play a major role in achieving compliance for certain aspects of Division 239. Negus Transfer Station Improvements: Design work on the Redmond Transfer Station is well underway. It is anticipated the project will be out for bid in May 2022. Recycling: Periodically, the DEQ conducts a statewide waste characterization study to quantify waste disposal and the impacts of recycling in Oregon. Knott Landfill has been one of the DEQ's sampling sites since the program began and in 2022, Solid Waste will be partnering with the DEQ to conduct an expanded waste characterization study at Knott Landfill to better quantify Deschutes County's waste stream. This information is critical to identifying where to focus efforts and resources for expansion of recycling opportunities in the County. This, coupled with the pending rulemaking for the State's Plastic Pollution and Recycling Modernization Act will help define the pathway for recycling in Deschutes County in the coming years. Veterans' Services Challenges Conducting outreach during pandemic restrictions Holding veterans benefits events (Benefit expo) Opportunities: - Continuing outreach to COCC at this point once a month and will be re-evaluated as service needs are determined - Conduct advertisement thru all medial sources - When restrictions are reduced conduct outreach to the community to provide information about our services. - Conduct in person interviews with clients to provide the best advocacy possible for benefits they may be entitled to. COUNTY BOARD OF Association of Oregon Counties - Legislative Committee, District 2 Delegate • Central Oregon Health Council • Central Oregon Area Commission on Transportation - Chair a Central Oregon Intergovernmental Council (COIC) • Central Oregon Regional Solutions Advisory Committee • Central Oregon Visitors' Association (COVA) Y Deschutes County Audit Committee • Deschutes County Behavioral Health Advisory Committee liaison • Deschutes County Fair Association • Economic Development Advisory Committee - Sisters • Hospital Facility Authority Board • Project Wildfire • Sisters Vision Implementation Team • Sisters Park & Recreation District - Budget Committee • Sunriver Chamber of Commerce • 9-1-1 User Board • Central Oregon Cohesive Strategy Steering Committee • Deschutes County Historical Society • Deschutes County Public Safety Coordinating Council • East Cascades Works • Sunriver - La Pine Economic Development Committee • Redmond Airport Commission • Redmond Economic Development Inc. • Oregon Cybersecurity Advisory Council - representing AOC • State Interoperability Executive Council (SEIC) - Governor's appointment Bend Metropolitan Planning Organization (MPO) Deschutes Basin Water Collaborative Deschutes County Investment Advisory Committee Deschutes Collaborative Forest Project Deschutes County Public Health Advisory Committee liaison Economic Development for Central Oregon (EDCO) Steering Committee of the Deschutes Trails Coalition Oregon Community Renewable Energy Program Advisory Committee Commissioner Chang is an alternate for the following committees: Deschutes County Public Safety Coordinating Council Central Oregon Area Commission on Transportation Central Oregon Health Council Central Oregon Intergovernmental Council (COIC) Central Oregon Regional Solutions Advisory Committee Sunriver - La Pine Economic Development Committee wT ES C,()G a �, A �BOARD OF COMMISSIONERS r • 7n77 Vr%nic and obje1- 4-hine Mission Statement: Enhancing the lives of citizens by delivering quality services in a cost-effective manner. Safe Communities: Protect the community through planning, preparedness, and delivery of coordinated services. Provide safe and secure communities through coordinated public safety and crisis management Jl f V III�J. Reduce crime and recidivism through prevention, intervention, supervision and enforcement. Collaborate with partners to prepare for and respond to emergencies, natural hazards and disasters. Healthy People: Enhance and protect the health and well-being of communities and their residents. • Support and advance the health and safety of Deschutes County's residents. • Promote well-being through behavioral health and community support programs. • Help to sustain natural resources and air and water quality in balance with other community needs. • Continue to support COVID-19 pandemic crisis response and community health recovery. Economic Vitality: Promote policies and actions that sustain and stimulate economic vitality. • Support affordable and transitional housing options for vulnerable populations through availability of lands, project planning, and appropriate regulation. • Administer land use policies that promote livability and economic opportunity. • Maintain a safe, efficient and economically sustainable transportation system. • Partner with organizations and manage County assets to attract business development, tourism, and recreation. • Support regional economic recovery from the COVID pandemic. Service Delivery: Provide solution -oriented service that is cost-effective and efficient. Ensure quality service delivery through the use of innovative technology and systems. Support and promote Deschutes County Customer Service "Every Time" standards. Promote community participation and engagement with County government. • Preserve, expand and enhance capital assets, to ensure sufficient space for operational needs. • Maintain strong fiscal practices to support short and long term county needs. • Provide collaborative internal support for County operations. 9-1-1 Deschutes County Department / Office Summaries FY 2023 Anticipated Opportunities and Challenges Hiring and retention of staff New Back -Up 911 Facility late summer/fall of 2022 Completion of two to three new radio sites, start on a fourth for the Long -Term Radio Enhancement Plan Evaluate, design and implement a new/updated 911 phone system Administration - Support departments and employees (retention and recruitment, office/space needs, major facility projects, ongoing pandemic, remote work policy, internal DEI) - joint Office on Houselessness - Wolf Depredation and Compensation Committee & Cannabis Advisory Panel - Maintaining service levels during rapid regional growth and change - Prepare for strategic planning in 2023 Assessor's Office Vr,r, ;l rl Irr f IA/Itk rn] ;rl (Trn V./ti'1 in n0\A/ rnnCtrl Irtlnn onrl rnnril Ot 9nnrnri7tinn 1\CCill1 Ib %-UI 1 CI R VV I%.I I 1 UAHIl bl vvvu III 11I- -11J 1 IA11- Iul lu lul 1\\.,L Ut./'.JI \. l.1u LIVI I - Maintaining trained staff - 15-20% of existing staff eligible to retire within the next two years - Impacts of COVID restrictions and mandates - Maintaining and enhancing the use of technology in daily operations Clerk's Office Space for conducting elections. Completing space study. Likely results: outgrown space for conducting elections (space designated for the board, observers and balloting is insufficient for conducting large elections; and office layout/workflow, storage and parking during elections). Implementation of a new voter registration system (Oregon Votes). New system will require extensive staff training, data conversion, and updates to operational processes and documentation. New system will improve backend efficiencies and expand voter services, and will be modernized compared to the existing one including enhanced functionality and reporting which will provide great efficiencies. The public facing portal hosted by the SOS will be significantly improved and offer beneficial features to voters. Clerk's Office to have a presence in Redmond Clerk's Office is exploring the option of servicing customers from this new site, including: recording, issuance of marriage licenses; voter registration and ballot pickup/drop off (during election cycles). Community Development Operations - Retention and Recruitment and Staffing o Employees continue to leave CDD to pursue other opportunities o Ongoing training while actively recruiting to fill positions o Continued staff turnover is causing significant training demands by senior - level staff at the expense of providing direct permitting services o Reallocating resources (from long range planning) to meet increasing service demands in current planning results in delayed long range planning projects and lack of resources to support Property Management's projects Technology o Embracing new technology (Accela, drones for building inspections, website development, community involvement, archiving.) which will help our, various divisions monitor their workloads, streamline certain processes, and capture data and information that allows for strategic planning, budgeting, and more efficient day-to-day operations. Wildfire Mitigation - Monitor and prepare to implement SB 762 (Wildfire Mitigation) to address defensible space and building standards Wildlife Inventory - Amend Comprehensive Plan and Deschutes County Code to update the mule deer winter range Housing - General o Coordinate with cities on their growth management plans o Efficiently process increased residential building permits in La Pine and Sisters (among other areas) City of Bend UGB / Zone Change Amendment (HB 4079) o Process amendment to address affordable housing pilot project - SB 391 o Track legislative concept in short session addressing "broken links" o Prepare amendments to be initiated in January 2023 to address the criteria in SB 391, while waiting to incorporate defensible space (due June 2022) and building hardening due (December 2022) standards Comprehensive and Community Planning - Initiate updates to the County Comprehensive Plan, Tumalo Community Plan, Transportation System Plan - Develop a Sisters rural trail plan to implement the Sisters Vision Plan - Support processes to locate a new landfill, planning and development of the County -owned 325 acres in the Newberry Neighborhood, and wastewater master planning efforts in Terrebonne and Tumalo Community Justice Challenges - Adequate space: Bend main P&P office expansion - construction to start +/- March 2022, completion Fall 2022. Construction will proceed without relocation of staff, so challenges include client interaction and staffing spaces during periods of noise, demolition and construction. - Changes to community justice population numbers and needs: Criminal justice reform, decriminalization of drug possession, impacts of COVID on school and law enforcement practices continue to exert downward pressure on juvenile and parole and probation referral numbers and upward pressure on the basic needs of clients such as housing and treatment quality and quantity. The department needs to articulate changes that are happening, demonstrate ability to adjust to new and enduring circumstances, and manage budgetary pressures that accompany decreasing referrals or client numbers. - Improving engagement with community members and partners impacted by community justice, especially Black, Latinx and Native American community members and others who are disproportionately represented at all levels of juvenile and criminal justice system - Maintaining capacity for rigorous implementation, monitoring and evaluation of the department's many evidence -based practices. This will include acting on final research results from Southern Oregon University on juvenile detention and initial risk assessments, and the adult pretrial program, a collaboration between P&P, DCSO, DA and Circuit Court. - Provide new and emerging public safety efforts for adults in context of prison reform and jail capacity shortage (COVID-related). - Small applicant pools for various positions. Opportunities Participate in statewide efforts to modernize demographic data collection and use to better understand and interrupt where disparities in treatment or outcome is occurring, and support client identity and success -juvenile and P&P Participate in statewide efforts to delineate performance measures by which state of Oregon can describe quantity and quality of work done by community corrections agencies across the state - P&P Engaging with and creating programmatic resources for all members of the community on juvenile or P&P supervision that support their identities, wellness, resilience and success Provide expanded physical space for community and client gathering, meeting and engaging as we look to the end of the pandemic -juvenile and P&P Facilities Priorities: Current and future office space and parking needs of County Departments o Downtown parking expansion o Space needs assessments o County -wide master planning Increased capital maintenance requirements due to age of building and continued expansion of County owned and managed square footage. Staffing: o Managed growth of department rTE to meet maintenance and cleaning requirements of increased square footage of County facilities and demands of remodel and new construction projects o Planning for retirement of long-term staff members and establishing staffing levels that meet current and future needs o Increased custodial needs due to additional COVID-19 cleaning requirements o Retention of current employees Public Safety Campus o Update and revise Public Safety Campus Master Plan o Completion of final near -term projects: Adult P&P Expansion and parking improvements o Completion of Master Plan update and Schematic Design of DCSO projects Projects: - Adult Parole and Probation Expansion - North County Campus Improvements - Courthouse Expansion - Downtown Parking Fair & Expo Expo Operations - Organization o Changeover in team members; primarily due to retirement. ■ Challenge • Reduced staff due to reductions during Pandemic forced closure, coupled with retirements. ■ Opportunity • Reorganized F&E Department with a more horizontal structure. • Ability to change to address existing and future needs o Staffing Challenges, both full and part time ■ Operations Challenges ■ Operations and Food & Beverage Service temp staff challenges - Financial Viability o Longer than expected return to traditional revenue model ■ Continued COVID impacts on events - Facility Improvements o Buildings & Grounds Committee discussions ■ Continued discussions on best utilization of resources to keep facility in As -New condition ■ Energy Trust Programs o Fund 617 ■ Continues to grow, but still underfunded. Need to continue to grow this fund to a Fund balance in line with current and future facility needs. - Strategic Planning ■ Master Plan of entire Facility/campus • Including to be acquired land Annual Fair - Fair planning o Continued COVID required/responsible modifications o Return of Open Class Livestock and other categories not feasible in 2021 - Financial Viability o Budget planning/understanding of possible COVID impacts ■ 2022 Fair attendance and spending may be less than 2021 - Traffic Management o Continued evolution of traffic management Plan ■ Focus on both ingress and egress • Egress issues minimal in 2021; but new ingress issues discovered Finance/Tax/Treasure r - Securing funding for the courthouse and other capital projects. - Utilization of room tax revenue. - Long-term General Fund financial forecast. - ARPA - transition from award to funding/reporting. - Board decision support. - TRT strategy for unrestricted/unallocated funds. Health Services Behavioral Health Division - Ensuring 24/7 Stabilization Center operations - Navigating critical staff shortages during a time of expanding behavioral health need in our community Public Health Division - Mainstreaming COVID response and recovery - Mitigating the impact of deferred services (reproductive health, STD diagnostics and treatment, immunization, outreach/ WIC, etc.) - Expanding partnership with school districts (potentially reaching around 18,000 youth through the Healthy Schools initiative) - Addressing health and service disparities with an equity and inclusion lens Administrative Division - Ensuring adequate space for all Health Services operations - Aligning Administrative Services staffing ratios to correspond to growing BH and PH program, clients, and requirements Human Resources - Prioritizing increased clients, and client service requests, with current Human Resources staff resources. Current HR staff levels allow for focus on a triage response to requests and County needs. HR would like to dedicate staff resources to address additional goals, such as a comprehensive review of HR Policies and Rules, revamp the performance evaluation process, and increase internal networking opportunities for staff (ex. establishing a mid -management networking group.) - Support departments and offices in efforts to address staff retention. Commit to looking at feedback from staff surveys and work on addressing individual department needs. Continue to support employee and supervisory skills training to enhance professional growth, specifically given the turnover in supervisor positions. Focus HR resources on recruiting efforts. With the number of County recruitments nearly doubling this past year (from an average of 165 to 302 recruitments;) HR will need to direct resources to posting the job announcements and increase advertising efforts. Evaluate the effectiveness of the change in management at the Deschutes Onsite Clinic. Justice Court - Holding court and serving the public under COVID. - Impact of change in license suspension rules on compliance. - Maintaining a safe and positive work environment during a time of increased hostility and aggression by the public. - Deceased revenue and increased costs. Legal Counsel - Retaining current tenured attorneys: The increase in remote work options means that lawyers residing in Bend can remote work for law firms and other legal employers in Portland and the Valley. - Hybrid Workplace: Since the pandemic first started, the assistant attorneys have worked remote a majority of the time. Post-COVID I do not foresee a return to the nrP-nanriPmir state is ni in. Instead. I Pxnert that the assistant attornevs will ask for a hybrid schedule wherein they split time between home and the office. While I am not necessarily a proponent of remote work, I do recognize that it is here to stay (at least to some degree), and that the availability of remote work will be an inducement for recruitment and retention. - Election Year: We anticipate receiving many public records requests from candidates seeking Commissioner seats and from folks and organizations supporting those candidates. - New Landfill: Legal is working with Admin, Solid Waste and other County departments on this complex project. We expect many challenges (both in and out of court). Natural Resources SB 762 implementation - multiple segments of the 2021 omnibus wildfire bill will be implemented in the coming year, both newly funded initiatives as well as regulations. - FireFree - due to DEQ regulations related to methane venting in the next ~24 months it is anticipated there will no longer be space at Knott Landfill to collect or process yard debris for the FireFree spring event. If the event continues an alternate location will need to be located. Property Management Encampments on County -owned property - Determine an economical way to manage and address solid waste generated by active encampments - Determine an economical way to manage and address abandoned/burned out encampments - Balancing challenges associated with the utilization of property for those experiencing houselessness and the greater public's desire to access the same property for recreation Houselessness - Supporting joint -office - Supporting efforts related to 10-acres in East Redmond - Other similar projects as identified Operational capacity challenges - Capacity to implement County priorities, respond to resident/developer/prospective buyer inquiries, etc. Real property - asset and foreclosures o Evaluation/proactive management o Sales/purchases, tax foreclosure deeds/auctions, donations, transfers o Easements, partitions, consolidations, entitlements o Legal access research/determination o Responding to significant inquiries and requests from general public and internal/external customers including agencies/partners o South County ■ Wetland determinations/delineations ■ Consolidations Projects and other - Real property inventory o Develop property inventory database o New State requirement to report "surplus" property - Asset management plan for rural properties - RFPs for multiple projects (Simpson, Newberry Neighborhood, etc.) - Space needs for many departments - CORE3 coordination Road In FY 23 construction will commence on significant ODOT partnership projects in Terrebonne and Tumalo which will impact and inconvenience these communities in the short term for significant transportation system benefit in the long term. In FY 23 the updated Transportation System Plan and Capital Improvement Plan will be implemented, ushering in updated priorities for transportation system improvements and investments within the County. Once implemented, the County's Transportation System Development Charge (SDC) methodology will be updated to assist in funding growth's portion of capacity improvements in accordance with state statute. Given the amount of capital construction within the Department and growth within the County, the Engineering Division will be requesting additional staff resources in FY 23 to deliver program goals and sustain levels of service. - With construction of significant infrastructure improvements proposed and contemplated within the unincorporated communities of Terrebonne and Tumalo, the Department envisions a transition to a quasi -urban service level in these communities. - The recent federal Infrastructure Investment and jobs Act (IUA) will allocate funding to various state and federal grant programs and we are expected to see increases in STBG-Fund Exchange (direct allocation to counties), Bridge Program, and new Resiliency and Carbon Reduction programs. The Road Department will have an onnnrtunity to scone proiects to compete for grant funds in these new and existing I-[- - . _ _. _J _ _ _ _ _ 1 _ - 1 _ _ _ J programs. Solid Waste Landfill Siting: Over the next 12-14 months, the existing list of potential landfill sites will be narrowed down to three candidate sites. The Landfill Siting Group will continue to be involved in the project and the Solid Waste Advisory Committee is being reconvened as an important component of the effort. As public outreach will be an integral part of the process, a list of stakeholders is being be developed with the goal of keeping interested community members informed as the screening process proceeds. - Landfill Gas Utilization: Realizing a beneficial use for the methane gas generated at Knott Landfill has been a long-term goal for the Solid Waste Department. However, proven technologies have been mostly limited to larger landfills, effectively excluding Knott Landfill from consideration. The market for Renewable Natural Gas (RNG), which includes landfill -generated methane, is becoming more attractive to energy project developers as State and Federal greenhouse gas initiatives gain momentum, making a project on the scale of Knott Landfill more attractive. A solicitation to engage a developer to utilize methane gas from Knott Landfill for electricity or RNG production was issued in late November, 2021 and proposals are due February 9, 2022, Division 239 Rules: In 2021, as part of the State of Oregon's greenhouse gas reduction initiatives, the Governor directed the Department of Environmental Quality (DEQ) to develop rules regulating the emission of methane from landfills. The rules include substantial changes to monitoring programs as well as expanded requirements for landfill gas collection and management. There are certain aspects of the rules that pose significant and potentially unachievable compliance challenges specific to the design of Knott Landfill. There has been no follow-up response from DEQ. As a side note, the Landfill Gas Utilization Project will play a major role in achieving compliance for certain aspects of Division 239. Negus Transfer Station Improvements: Design work on the Redmond Transfer Station is well underway. It is anticipated the project will be out for bid in May 2022. Recycling: Periodically, the DEQ conducts a statewide waste characterization study to quantify waste disposal and the impacts of recycling in Oregon. Knott Landfill has been one of the DEQ's sampling sites since the program began and in 2022, Solid Waste will be partnering with the DEQ to conduct an expanded waste characterization study at Knott Landfill to better quantify Deschutes County's waste strPAm_ This information is critical to identifvinR where to focus efforts and resources for expansion of recycling opportunities in the County. This, coupled with the pending rulemaking for the State's Plastic Pollution and Recycling Modernization Act will help define the pathway for recycling in Deschutes County in the coming years. Veterans' Services Challenges Conducting outreach during pandemic restrictions Holding veterans benefits events (Benefit expo) Opportunities: - Continuing outreach to COCC at this point once a month and will be re-evaluated as service needs are determined - Conduct advertisement thru all medial sources - When restrictions are reduced conduct outreach to the community to provide information about our services. - Conduct in person interviews with clients to provide the best advocacy possible for benefits they may be entitled to.