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2022-203-Minutes for Meeting April 27,2022 Recorded 5/24/2022BOARD OF COMMISSIONERS 1300 NW Wall Street, Bend, Oregon (541) 388-6570 9:00 AM Recorded in Deschutes County C J2022-203 Steve Dennison, County Clerk Commissioners' ,journal 05/24/2022 10:16:49 AM Q`�viES COG2< II I I I II II IIII II I I II II I II I II I III 2022-203 FOR RECORDING STAMP ONLY BOCC MEETING MINUTES WEDNESDAY, April 27, 2022 Barnes Sawyer & VIRTUAL MEETING PLATFORM Present were Commissioners Patti Adair, Anthony DeBone, and Phil Chang. Also present were Nick Lelack, County Administrator; Dave Doyle, County Legal Counsel; and Sharon Keith, Board 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 Adair called the meeting to order at 9:00 a.m. PLEDGE OF ALLEGIANCE: CITIZEN INPUT: Commissioner Adair acknowledged emails received through the Citizen Input. Included 4 emails in opposition to converting Worrell Park into a parking lot, and one expressing concerns of rapid overdevelopment in Deschutes County. CONSENT AGENDA: No items were submitted for Consent Agenda. BOCC MEETING APRIL 27, 2022 PAGE 1 OF 5 ACTION ITEMS: 1. Consideration of Notice of Intent to Award Contract to MIG, Inc. for Comprehensive Plan Update under Consultant Services CDD Planning Manager Will Groves and Senior Planner Nichole Mardell explained the process of selecting a consultant for the Comprehensive Plan update. Requests for proposals were issued and three proposals were received. The recommended firm is Angelo Planning Group/Moore lacofano Goltsman (MIG), Inc. CHANG: Move approval of Document No. 2022-384 DEBONE: Second VOTE: CHANG: Yes DEBONE: Yes ADAIR: Chair votes yes. Motion Carried 2. Consideration of Board Signature of Resolution No. 2022-024, Approving the Assessment and Taxation Grant Application with the Oregon Department of Revenue County Assessor Scot Langton presented the document for consideration explaining the annual A&T grant process. DEBONE: Move approval of Document No. 2022-024 CHANG: Second Discussion: Commissioner DeBone thanked Scot for the work done by the Assessor's Office and suggested a discussion at a later BOCC meeting on legislation affecting the finances associated with the annual A&T Grant. VOTE: DEBONE: CHANG: ADAIR: Yes Yes Chair votes yes. Motion Carried BOCC MEETING APRIL 27, 2022 PAGE 2 OF 5 3. Discussion of adding 1.0 FTE for ARPA compliance, grant management, and budget office support Budget Manager Dan Emerson presented the proposal for a limited duration position. Commissioner Adair expressed concern of recruiting for a limited duration position and suggested a regular position. Commissioner DeBone is supportive of the position and continuing to monitor the staffing needs. Commissioner Chang is also supportive of changing the request to a regular position. The Board supported a regular position. The Resolution will be presented to the Board next week. 4. Decision whether to hear two appeals of the Hearings Officer's decision for a Land Use Compatibility Review for a proposed extension of sewer pipelines in the Unincorporated Community of Tumalo and Consideration of Board Order No. 2022-022 Principal Planner Anthony Raguine presented the item for consideration of whether to hear or not hear two appeals of a hearings officer decision. CDD Planning Manager Will Groves and Mr. Raguine presented the history of the land use compatibility review. Commissioner DeBone noted he is inclined not to hear the appeal but wants to be engaged in the community plan for Tumalo. Commissioner Adair is also supportive of not hearing the appeal. Commissioner Chang would like to learn more about this appeal and would be inclined to hear the appeal in order to acquire additional information. DEBONE: Move approval of Order No. 2022-022 to deny the review ADAIR: Second VOTE: DEBONE: Yes CHANG: No ADAIR: Chair votes yes. Motion Carried BOCC MEETING APRIL 27, 2022 PAGE 3 OF 5 S. Discussion: Community Development Department 2021 Annual Report and Draft Fiscal Year 2022-2023 Work Plan CDD Director Peter Gutowsky presented the 2021 annual report and draft work plan for 2022/2023. A public hearing will be held on May 11, 2022. Division managers presented highlights over the past year. Mr. Gutowsky acknowledged public comment received on the proposed work plan. Building Official Randy Scheid, Administrative Manager Angie Havniear, Management Analyst Sherri Pinner, Environmental Health Supervisor Todd Cleveland, and CDD Planning Manager Will Groves shared the experiences and volumes of work over the past year. RECESS: At the time of 11:37 a.m. the Board recessed and reconvened the meeting at 1:00 p.m. OTHER ITEMS: • Commissioner Chang announced an early learning conference coordinated by COCC this week as well as the Board of Forestry meeting and field trip here in Bend. He also met with the southern Deschutes County chapter of the Central, Oregon Trail Alliance. • Commissioner DeBone and Commissioner Adair attended the Bite of Reality financial training exercise high school event. • Commissioner DeBone attended the East Cascades Workforce meeting today during the recess. • Commissioner Adair attended the Sisters Trails Stakeholders meeting and reported on upcoming meetings related to homeless. • County Administrator Lelack reported on the upcoming annual EDCO luncheon and asked if the Commissioners would support sponsoring a table. The Board supported sponsorship of a table at the event. • Commissioner Adair reported there is a REDI luncheon during the day on Wednesday May 18. The Board supported starting the meeting at 8:00 a.m. that day in order to allow for the BOCC attendance. • Commissioner Chang spoke on mobile crisis, response and noted the recent article in the Bend Bulletin is inaccurate. BOCC MEETING APRIL 27, 2022 PAGE 4 OF 5 EXECUTIVE SESSION: At the time of 1:20 p.m. the Board went into Executive Session under ORS 192.660 (2) (d) Labor Negotiations. The Board came out of Executive Session at 1:44 p.m. to direct staff to proceed as discussed and make the following motion: CHANG: Move approval to submit a grant application for House Bill 4044 Workforce Stability Grant Funds DEBONE: Second VOTE: CHANG: Yes DEBONE: Yes ADAIR: Chair votes yes. Motion Carried At the time of 1:46 p.m., the Board went into Executive Session under ORS 192.660 (2) (e) Real Property Negotiations. The Board came out of Executive Session at 2:38 p.m. to direct staff to proceed as discussed. ADJOURN: Being no further business brought before the Commissioners, the meeting was adjourned at 2:38 p.m. DATED this I Day of 2022 for the Deschutes County Board of Commissioners. PATTI ADAIR, CHAIR �i2•V " �v o ANTHONY DEBONE, VICE CHAIR PHIL CHANG, COMMISSIONER BOCC MEETING APRIL 27, 2022 PAGE 5 OF 5 '�v-TES co BOARD OF COMMISSIONERS BOARD OF COUNTY COMMISSIONERS MEETING 9:00 AM, WEDNESDAY, APRIL 27, 2022 - Barnes Sawyer Rooms - Deschutes Services Bldg - 1300 NW Wall St - Bend (541) 388-6570 1 www.deschutes.org MEETING FORMAT: The Oregon legislature passed House Bill (HB) 2560, which requires that public meetings be accessible remotely, effective on January 1, 2022, with the exception of executive sessions. Public bodies must provide the public an opportunity to access and attend public meetings by phone, video, or other virtual means. Additionally, when in -person testimony, either oral or written is allowed at the meeting, then testimony must also be allowed electronically via, phone, video, email, or other electronic/virtual means. Attendance/Participation options are described above. 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 noon on Tuesday will be included in the Citizen Input meeting record for topics that are not included on the Wednesday agenda. 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 CITIZEN INPUT: Citizen Input may be provided as comment on any topic that is not on the agenda. Note: In addition to the option of providing in -person comments at the meeting, citizen input comments may be emailed to citizeninput@deschutes.org or you may leave a brief voicemail at 541.385.1734. To be timely, citizen input must be received by noon on Tuesday in order to be included in the meeting record. CONSENT AGENDA: None Scheduled ACTION ITEMS 9:05 AM Consideration of Notice of Intent to Award Contract to MIG, Inc. for Comprehensive Plan Update Consultant Services. 2. 9:15 AM Consideration of Board Signature of Resolution No. 2022-024, Approving the Assessment and Taxation Grant Application with the Oregon Department of Revenue 3. 9:30 AM Discussion of adding 1.0 FTE for ARPA compliance, grant management and budget office support. 4. 9:45 AM Decision whether to hear two appeals of the Hearings Officer's decision for a Land Use Compatibility Review for a proposed extension of sewer pipelines in the Unincorporated Community of Tumalo and Consideration of Board Order No. 2022-022 5. 10:00 AM Discussion: Community Development Department 2021 Annual Report and Draft Fiscal Year 2022-23 Work Plan LUNCH RECESS 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. April 27, 2022 BOARD OF COUNTY COMMISSIONERS MEETING Page 2 of 3 6. Executive Session under ORS 192.660 (2) (e) Real Property Negotiations 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 oil accommodations to make participation possible, please call (541) 617-4747. April 27, 2022 BOARD OF COUNTY COMMISSIONERS MEETING Page 3 of 3 Sharon Keith To: Do Not Reply Subject: RE: Mite[ voice message from ROBERT COOPER, +15416105322 for mailbox 1734 Voice message received from Robert Cooper, resident of Bend, called the Citizen Input line to express two concerns: He is opposed to the idea of taking down Worrell Park to turn it into a parking spots. He also commented on the situation of being homeless because he has been there and spoke on the need to actually go out of the office and see what is really happening on the streets. -----Original Message ----- From: Do Not Reply <DoNotReply@deschutes.org> Sent: Thursday, April 21, 2022 10:30 AM To: citizeninput <citizeninput@deschutes.org> Subject: Mitel voice message from ROBERT COOPER, +15416105322 for mailbox 1734 You have received a voice mail message from ROBERT COOPER, +15416105322 for mailbox 1734. Message length is 00:02:22. Message size is 1113 KB. 1 Sharon Keith From: Jo Tee <jnoel444@aol.com> Sent: Tuesday, April 26, 2022 4:07 PM To:. citizeninput Subject: Worrel wayside, applaud Adair [Some people who received this message don't often get email from jnoel444@aol.com. Learn why this is important at http: / / aka.ms/ LearnAboutSenderldentification.] [EXTERNAL EMAIL] To whom it may concern, I applaud Patti Adair for her speaking out for Worrel Wayside. We need parks not parking lots. I will revote for her. I appeal to commissioner Chang and Debone to reconsider to not turn this park into a parking lot. Thank you, Jyoti Noel jyotinoel@hotmail.com Sent from my iPhone 1 Sharon Keith From: Brenda Garrett Wood <brendagarrettwood@gmail.com> Sent: Sunday, April 24, 2022 10:09 PM To: citizeninput Subject: Worrell Park J Some people who received this message don't often get email from brendagarrettwood@gmail.com. Learn why this is important [EXTERNAL EMAIL] Please don't. To this day I am saddened that the Pilot Butte Inn, icon of downtown did not attract a wealthy enough donor to save & restore this historic sight. Worrell Park has little or no maintenance, needs no restoration and hasn't in CENTURIES. So what the problem? Oh, right need for more parking. There's gotta be a better solution. B. Wood Family members have lived in Bend since the Great Depression and Grandfather was employed by Shevlin Lumber Camps. Sharon Keith From: Robin Vora <robinvora1 @gmail.com> Sent: Friday, April 22, 2022 9:02 PM To: Board; citizeninput; Planning Commission; Nick Lelack; Peter Gutowsky Subject: Excessive rapid over -development in Deschutes County Some people who received this message don't often get email from robinvora1 @gmail.com. Learn why this is important u [EXTERNAL EMAIL] Dear Deschutes Board of County Commissioners, County Planning Commission, and County Planners: The Deschutes County Board of Commissioners and Planning Commission need to put the brakes on much of the over -development currently proposed for the county. Existing development is already having a significant adverse impact on traffic congestion, greenhouse gas emissions, wildlife habitat, available water, scenery and open space. forests, and current as well as potential farm land (if irrigated). While I understand the county will soon start a process for revising its Comprehensive Plan, and that needs to happen and should be expedited, there is not time to wait for that to be finished given the rapid rate of development and proposals in the county. apologize for the length of this email. I want to comment on several of the development and housing issues you are currently dealing with and to illustrate the cumulative effects of so much rapid development with adverse impacts on the important natural resources I list above.. First, I think it was a good decision by the County Commissioners to sell land near the Oregon State University campus for affordable housing, and the types of housing selected. This is in stark contrast to the City of Bend's approval, with almost no opportunity for public comment, of a project across the street from the campus, on 14ch Street between Reed Market and Colorado, that will construct exclusive 5-6 story condos and a hotel for affluent people from out-of-town, and will greatly exacerbate already bad traffic congestion at Reed Market and 10' and significantly mar the view from Farewell Bend Park. The development of Stevens Road project (east side section 11) should be slowed if possible and the county should advocate for more acres of affordable and middle income housing. Bend should first accomplish its transportation objectives to accommodate the last UGB expansion. The adjacent Stevens Ranch development will contribute more traffic than the road system can handle, especially at the intersections of Reed Market and 3`d Street, Greenwood (State Hwy 20) and 27"' Street, and soon 27"' and Stevens -Reed Market. The first two intersections are already over capacity with long back-ups and there is no real plan or way to solve that traffic congestion. Secondly, open space is becoming increasingly precious, and I am not aware of consideration of the importance of that open space in relation to the need for that resource, and what else still remains in the southeast portion of Bend and surrounding area. Many people walk both parts of state section 11 at present. Thirdly, affordable housing should be within walking and biking to employment, etc., and with ready access to public transit, and it should be mixed income to better integrate different levels of society. Twenty acres of affordable housing out of 261 acres is not enough, especially in relation to the more than 93 acres of unaffordable single-family detached housing presently envisioned. We don't need any more unaffordable single- family subdivisions to bring in more people from outside the county and raise everyone's cost of living. None of the land should be used to provide housing not affordable to a family earning $100,000/ year, which at today's prices would mean small single-family homes perhaps less than 1200 ft2. A . "i The County should not rezone 710 acres near Terrebonne for high -end rural housing (Eden Central). Even one dwelling per 10 acres will eliminate its use for farming or ranching as it should be zoned. Cattle are raised on lands similar to this throughout eastern Oregon. The development would adversely diminish wildlife habitat through disturbance and habitat fragmentation, and especially for declining populations of mule deer. It wwould increase traffic congestion that is already a problem in Terrebonne on state Hwy 97. It would further diminish dwindling water supplies, fracture open space scenery, and add stress to existing farms and ranches. It would provide a type of housing not needed. There is no legal "requirement for rural housing, and especially where it would have so many adverse consequences. The proposed Thornburg development, and destination resorts in general, are the ultimate folly of the present Oregon State Department of Lands mission and the Deschutes County plan. Deschutes County should not permit any more destination resorts given: the county is doing very well economically and has plenty of them; the county's population is around 200,000 and growing; open space, rural recreation, wildlife habitat, water, forests and farmland are dwindling; such developments increase traffic congestion and exacerbate state goals such as reducing driving and greenhouse gases; and it unlikely to provide affordable or middle income housing with public transit. The sale of state lands for development almost anywhere in Deschutes County is undesirable for these reasons. The purpose of the Oregon Department of State Lands needs to be changed to first meet the open space and recreation needs of local residents as well as other residents of Oregon, support wildlife populations, and be a benefit enjoyed by many generations of Oregonians to come. If the sale is approved, County Commissioners need to deny the proposed Thornburg Destination Resort. Just like Eden Central, it would add to continual loss of wildlife habitat and its fragmentation, including an adverse impact on declining populations of mule deer. It would be irresponsible to have another destination resort, this one with three golf courses and an artificial lake, and potentially using up to six million gallons of water in a single day that is needed for farms. Traffic on already congested roads would be exacerbated, including an increase in greenhouse gas emissions. The destination resort would not provide the affordable and middle housing needed in Central Oregon. Cline Buttes provides essential scenic and recreational opportunities for the hiking, running, biking, bird -watching, equestrian, and hunting communities of Central Oregon. Deschutes County needs to terminate all short-term vacation rentals not already in destination resorts with rental periods shorter than 30 days. An exception could be made for renting a room within a house where the owner lives and is that owner's primary residence. Vacation rentals can ruin neighborhoods, cause distress for neighbors, reduce street parking, increase the price of housing, and take away needed resident housing which is in short supply. For example, if Bend has 1,000. short-term rentals, terminating those permits would mean 1,000 additional homes would not have to be built, and the corresponding land could be left in open space. Many of these vacation rentals are now owned by outside investors. While the county may enjoy added revenue from short-term vacation rentals under its jurisdiction, Commissioners need to put the needs of its residents first by not permitting new short-term vacation rentals and terminating existing ones in 3 years. Existing resorts, such as Sunriver and Black Butte Ranch, offer plenty of short-term rental opportunities for visitors, and there are many hotels. While I have not included a comment on every problematic development and housing proposal or situation in Deschutes County, I have tried to illustrate the range of problems the county needs to address and offered my comments on specific ones. Again, I apologize for the long email that is my attempt to do this. Thank you for your time and consideration. Robin Vora 1679 NE Daphne Ct., Bend, OR 97701 Sharon Keith From: Carey Bryan <cmb3jk@gmail.com> Sent: Monday, April 25, 2022 8:59 PM To: citizeninput Subject: Worrell Park [Some people who received this message don't often get email from cmb3jk@gmail.com. Learn why this is important at http://aka.ms/LearnAboutSenderldentification.] [EXTERNAL EMAIL] Sent from my iPhone I am writing this letter to beg you to reconsider the devastating plan to turn Worrell Park into a parking lot! It's another plan to turn something beautiful and precious into a cement eye sore!! My significant other, Bill Enyart who worked at DHS, loved the park and everything it stood for! Employees are able to take their breaks from the office and also have their lunches in the relaxing atmosphere of the park. How many places in Bend are able to offer this to their employees?? Bill would be "turning over in his grave" at this proposal!! Everything that used to be "Bend" has been turned into cement city for progress! Traffic is horrible any time of the day, backed up for miles! But I don't think you are aware of how bad it is, sitting in your office during the day! Every piece of land is being overbuilt! We need to preserve what we have left of this beautiful land! We need to save Worrell Park as one of the last places in Bend that reminds us of the beauty of our special community, before you turn everything into cement, cars, and so called progress!! There are other places where you can build a "parking lot"! Please save Worrell Park for all! And please save it for Bill!! It was a very special place for all to enjoy!! Thank you!! BOARD OF COMMISSIONERS MEETING DATE: Wednesday, April 27, 2022 SUBJECT: Consideration of Notice of Intent to Award Contract to MIG, Inc. for Comprehensive Plan Update Consultant Services. RECOMMENDED MOTION: Move to approve Notice of Intent to Award Contract to MIG, Inc. for Comprehensive Plan Update consultant services. BACKGROUND AND POLICY IMPLICATIONS: Community Development is initiating an update of the County's Comprehensive Plan, the guiding policy document for land use and development over a 20 year planning period. Staff has completed a Request for Proposals process for consulting services associated with the plan, and has identified MIG, Inc. as the preferred consultant. As the proposed -award amount is over $150,600, Deschutes County Code requires the Board to approve the contract, and approve the Notice of Intent to Award Contract. BUDGET IMPACTS: Staff is requesting to move forward with a Professional Services Contract in the estimated amount of $232,254. ATTENDANCE: Will Groves, Planning Manager Nicole Mardell, Senior Planner - Long Range �N��i ES C,G Q ,L A .A -G MEMORANDUM DATE: April 25, 2022 COMMUNITY DEVELOPMENT TO: Deschutes County Board of Commissioners FROM: Will Groves, Planning Manager Nicole Mardell, Senior Planner - Long Range RE: Board Consideration of Notice of Intent to Award Contract to MIG, Inc. for Comprehensive Plan Update Services. ACTION REQUESTED Staff is requesting approval to move forward with a Notice of Intent to Award (Attachment 1) to formally recognize MIG, Inc. as the preferred consultant team and begin assembling the contract for services provided for the Comprehensive Plan Update project. Given the amount is over $150,000, Deschutes County Code (DCC) 2.37.060 requires the Board of County Commissioners (Board) to approve the contract. Staff has provided a draft Notice of Intent to Award as an attachment to this memo. The estimated budget for the project is $232,254, as described in Attachment 2. If approved, staff will return to the Board following the required 7-day appeal period with the Personal Services Contract for Board consideration. II. ROLE OF COMPREHENSIVE PLAN The Comprehensive Plan is Deschutes County's policy document for guiding growth and development within the county over a 20-year planning period. The plan's purpose is to provide a policy framework for zoning and land use regulations, demonstrate consistency with statewide goals, rules, and laws, and serve as a cohesive vision for future planning activities. Deschutes County last updated its Comprehensive Plan in 2011.' Since then, Deschutes County's growth has outpaced that of the state of Oregon (10.6 percent), growing more than https://www.deschutes.org/sites/defau It/files/fileattachments/community_development/page/11797/comprehe nsive_pla n_a I 1_cha pters. pdf Page 1 twice the state's rate at 25.7 percent from 2010 to 2020. According to the U.S. Census Bureau, Deschutes County grew from 157,730 in April 2010 to 198,253 residents in July 2020. Recent projections from the Portland State University, Oregon Population Forecast Project, estimate Deschutes County's population will be 301,999 by 2043. Deschutes County's planning challenge is to reinforce and strengthen the livability of the rural county in coordination with its four cities in the face of rapid growth. A related challenge is the desire by some for more rural economic growth and housing in a state system which directs population and commercial and industrial uses to develop inside Urban Growth Boundaries (UGBs); and by others, for minimizing rural development to maintain and enhance the area's quality of life. An updated Comprehensive Plan and its land use goals and policies is necessary to guide development for at least the next twenty years. The current Comprehensive Plan needs revisiting since it was last adopted in 2011. Over the last ten years, the Comprehensive Plan has been updated in a piecemeal manner with various applicant and staff -initiated legislative amendments. Although many of the goals and policies of the current Plan still hold value, the fundamental data, trends, and land use issues are becoming outdated. The updated Comprehensive Plan needs to incorporate community input to craft new and updated goals and policies regarding agriculture, forestry, housing, recreation, natural resources, natural hazards, economic development, and transportation. An updated community vision will carefully discuss and balance these values. III. REQUEST FOR PROPOSALS On November 15, 2021, staff initiated a Request for Proposals (RFP) for consulting services . to aid in the update of the County's Comprehensive Plan, beginning in Spring 2022 with project completion estimated for Spring 2024. The scope of services requested in the RFP included the following: 1. Develop and initiate, with staff, countywide conversations about Deschutes County's future specifically related to the unincorporated area. 2. Establish and execute, with staff, a communication and information strategy so there is appropriate community/stakeholder/business involvement throughout the planning process for the Comprehensive Plan update and visioning. 3. Define the role of the Planning Commission for engaging the community and receiving public input. 4. Coordinate with staff to develop in-house community -wide surveys, an interactive project website, GIS maps and interactive web maps, StoryMaps, and a social media presence. 5. Facilitate a creative and innovative public outreach and participatory process in coordination with staff to gather community input: • Facilitate and conduct in -person and virtual public meetings, panels, community conversations, open houses, and work sessions with frequency, timing, and at locations to generate the best results. For example, explore Page 2 opportunities to reach out to residents during non-traditional hours and days of the week. • Facilitate community visioning forums that focus on understanding what the unincorporated area should look like in twenty years. • Use technological best practices to facilitate meetings and the visioning process. • Actively engage community members and stakeholders. • Create a public involvement and participation process that assists staff and culminates in the adoption of an updated Comprehensive Plan and vision tailored for a twenty-year horizon. • Formulate and recommend an updated Comprehensive Plan with revised vision statement, existing conditions, goals, and policies and establish as a separate document, a suggested implementation plan based on the updated goals and policies. Staff received three proposals in response to the RFP from the following consulting groups: MIG, Inc. (formerly Angelo Planning Group), 3J Consulting, and Clarion Group. The proposals were all very competitive and contained a high level of quality and professionalism from all proposers. To score the proposals, staff organized a review committee with key CDD staff and participants from a variety of backgrounds including: Central Oregon Association of Realtors (COAR), Central Oregon Builders Association (COBA), Central Oregon Landwatch, Deschutes County Planning Commission, and land use law private practice. RFP responses were reviewed through a two-step process: scoring of the RFP responses and discussion among the committee, and scoring of interviews with each of the consultant teams. The highest scoring proposal was submitted by Moore lacofano Goltsman, Inc. ("MIG, Inc."), a planning consulting firm in Portland, OR. The firm's staff has experience working in Central Oregon including the recent Sisters Comprehensive Plan update process and a Transportation System Plan (TSP) Update for the City of Bend. The RFP specifies: Upon completion of the evaluation process by the Evaluation Committee, the County will advise the Proposers of the selection and negotiate the appropriate agreement(s) with the highest -ranked Proposer to finalize a contract. If a contract cannot be successfully negotiated with the highest -ranked Proposer, then negotiations will be terminated with that Proposer and the County will enter negotiations with the next highest -ranked Proposer until an agreement is reached or an impasse is declared. The agreement(s) will define the extent of services to be rendered, method, and amount of compensation. The successful Proposer agrees to enter into a contract with the County. The County reserves the right to negotiate a final contract that is in the best interest of Deschutes County. The proposal will become a part of the Page 3 agreement. The Consultant will serve at the pleasure of the Community Development Department. Once a tentative agreement is prepared, it will be presented to the Board to award the professional services contract. Final award will be subject to the execution of the contract. IV. CONSULTANT AND SCOPE OF WORK Staff and MIG, Inc., completed negotiations regarding the project's scope of work and budget (Attachments 3 and 4). During the Board's work session, staff will provide details on key elements of the scope of work for this project, and highlight services provided by the proposer. Notable elements of the scope of work include: • Experienced project management: consultant will drive the project forward, including development of technical reports and materials for community engagement events, facilitation of advisory committee, and assistance in creation of narratives, goals, and policies within the final comprehensive plan document. • Extensive community engagement: consultant will develop a comprehensive community engagement strategy to reach all community members, in particular those who are not typically involved in planning processes. Consultant is providing a variety of tools and staffing for in person and virtual events. • Technical expertise: consultant will provide technical expertise to help shape policy surrounding agricultural practices, housing, and economic development, among other issues. • Design: consultant will use a variety of tools to create vibrant and visually appealing materials to use throughout the document. The consultant will emphasize project branding and design in a "coffee table" style final document that is clear and engaging to all users. V. NEXT STEPS Staff requests the Board approve the Notice of Intent to Award Contract to MIG,, Inc. for Comprehensive Plan Update services. ATTACHMENTS: 1. Document 2022-384: Notice of Intent to Award - Consulting Services Associated with Comprehensive Plan Update. 2. Document 2022-283 Personal Services Contract 3. MIG, Inc. Scope of Work 4. MIG, Inc. Budget Page 4 0 Community Development Department amnrehensive Pla Board of County Commissioners, April 27, 2022 Request BOCC approval and signature of Notice of Intent to Award Contract to MIG, Inc. 0t ES CO 0 Role of -Comprehensive Plan • Guiding policy document for growth and development for 20-year period • Last updated in 2011 • Need for update • Significant population growth • Changes in trends for economic development, housing, natural hazards ® Piecemeal amendments since 2011 -c Es CO o � "�f Request for Proposals • Issued on November 15, 2021, closed January 3, 2022 • Three proposals received • 3J Consulting • Angelo Planning Group/MIG • Clarion Group • Two-step scoring process by RFP review committee • Highest score awarded to APG/MIG \\�T E S c0G�a o -< Consultant/Scope of Work • Local experience • Engagement tools • Technical Expertise • Design Virtual polling during a Community Advisory Committee meeting for the Sisters 2040 Comprehensive Plan Update Oi ES CO o -< ow Next Steps • Move approval of Notice of Intent to Award Contract • 7-day appeal period • Staff will return for Board signature on contract Questions.? Project website: httr)s://www.d esch utes.o r cd/page/deschutes-2040 Will Groves, Planning Manager will.groves@deschutes.or Nicole Mardell, Senior Planner - Long Range Oz Es c0G�a nicole.mardell@deschutes.or o Summary of RFP Procedures Requests for Proposals for consulting services for the County's Comprehensive Plan Update were posted to the County's website at https://www.deschutes.org/cd/page/rfp- comprehensive-plan-update-consultant-services on November 15, 2021. The RFP proposals were due on February 28, 2022 with proposals submitted by the following: 1. 3J Consulting 2. Clarion Consulting 3. Angelo Planning Group/MIG, Inc. Members of the committee were: Peter Gutowsky, Will Groves, Nicole Mardell, Angie Brewer, Ines Curland, Morgan Emerson, Sherri Pinner, Ken Katzaroff, Karna Gustafson, Kristy Sabo, Tyle Neese, Dale Crawford, and Toni Williams. The evaluation criteria consist of the following: Points 50 total Criteria 20 Experience and qualifications of firm and individuals to be assigned to the project/Plan update 20 Understanding of the project, comprehensiveness, and creativity of public involvement strategies. 10 Expertise/experience including references from similar engagements. The proposals were distributed to all committee members January 18, 2022 for their review and scoring of the proposals. All scoring sheets were received by January 25, 2022. Scoring was based on 1 — 50, with 50 being the highest score and 1 being the lowest score. Following the guidelines of the evaluation criteria, the results are as follows: Proposer Total Points Average Score 3J Consulting 489 40.8 Angelo Planning Group/MIG 543 44.5 Clarion 475 39.6 Because of the close scoring of the proposals, all three consultants were advanced to Zoom interviews, conducted on February 24 and 25, 2022. Six interview questions were presented to the consultants in advance and time was made available for an open question and answer session during the one -hour interview. The interviews were scored as follows: Points 45 total Criteria 30 Response to questions (six total questions, 5 points maximum per question, 30 points maximum in total) 10 Clarity and Quality of Overall Interview Presentation 5 Responses to Review Committee Questions & Discussion The interview panel was comprised of Peter Gutowsky, Will Groves, Angie Brewer (DLCD), Jessica Kieras (Planning Commission Chair), and Morgan Emerson (County PIO). Following the guidelines of the evaluation criteria, the results are as follows: Proposer Total Points Average Score 3J Consulting 161 32.2 Angelo Planning Group/MIG 182 36.4 Clarion 140 128 ��5 ES COG2� BOARD OF COMMISSIONERS - -- - - -- - - - - - - - - ------ - - AGENDA REQUEST & STAFF REPORT MEETING DATE: 4/27/22 SUBJECT: Discussion of adding 1.0 FTE for ARPA compliance, grant management and budget office support. RECOMENDED MOTION: A Resolution approving the FTE will be prepared for a forthcoming Board meeting. BACKGROUND AND POLICY IMPLICATIONS: Deschutes County Budget Office is currently responsible for all aspects of the County budget as well as the American Rescue Plan Act (ARPA) State and Local Fiscal Recovery Funds (SLFRF), including grant management and Federal compliance, subrecipient monitoring, contracting, internal and external communication with partners, accounting, and Treasury reporting. The Budget Office currently has 2 FTE to complete the above functions, and has found the staffing level to be inadequate for long term functioning. Due to this, staff reached out to similar Counties and discussed efficiencies as well as did a staffing comparison to ensure that there were no other ways we could be more dynamic or adaptable to meet the workload. The results of the staffing comparison (shown below) support the conclusion that the Budget Office needs additional FTE to continue to manage ARPA and perform it's increasingly complex and large budget duties. 2 FTE for budget and ARPA, additional FTE portion for prior CFO. Deschutes 1 1 2 Budget $548,602,844. ARPA FTE is distributed grant management, accounting and invoices, Treasury and external reporting, and Clackamas 4 5.221 9.22 Management/Communications. Budget: $1,035,465,469 ARPA FTE is distributed as one manager, analyst, contract Lane 4 4 8 specialist, and administrative aid.Budget $872,839,854 .ARPA FTE is distributed among a division director, a grant Marion 3 2.5 5.5 manager, an analyst and accounting. Budget: $576,684,036 Currenly not hiring any FTE to support ARPA, they don't have any plans to award money to outside parties and our using internal staff to manage funds since they will not have contracts, grant management, external partners, or extensive Federal Jackson 0 4 4 reporting. Budget: $474,000,000 To meet the demand the Budget Office is proposing a minimum addition of 1.0 limited duration FTE for ARPA grant management, including compliance, accounting, Treasury reporting and some assistance with budgetary functions. This position would be budgeted as .75 ARPA- .25 Finance and would be limited duration through 6/30/2024 at the management analyst classification/grade. , Additionally, should this ask be supported, Betsy Tucker, our senior budget analyst, who is currently allocated 100% to ARPA would be re -allocated to .75 Budget Office - .25 ARPA. The Finance Department needs more support to meet the increasing size and complexity of the budget. This includes the basic ability to complete and balance the budget, create the GFOA adopted budget book, implement increased long range financial planning and capital plans, evaluate agency financial risk,, and provide a greater level of decision support to executive leadership and elected officials. BUDGET IMPACTS: With the ARPA positon being .25 in Finance, and our Senior Budget analyst being re- allocated to .75 Finance, as opposed to 100% ARPA, the cost increase would be approximately $157,500 in Internal Service Fund Charges. This represents the minimum staffing increase needed to complete the growing annual budget, including departmental support with budgets and forecasting, capital planning, and decision support. The current ARPA allocation for Administrative support would be sufficient to cover the .75 of the additional ARPA position and the .25 of the current senior budget analyst within ARPA. ATTENDANCE: Dan Emerson, Budget Manager E S COG2a BOARD OF -`� COMMISSIONERS AGENDA ' • MEETING DATE: April 27, 2022 =F REPORT SUBJECT: Work Session - Community Development Department 2021 Annual Report and Draft Fiscal Year 2022-23 Work Plan RECOMMENDED MOTION: Move approval of BACKGROUND AND POLICY IMPLICATIONS: Each spring, CDD prepares an annual work plan describing proposed projects for the coming fiscal year. A review of the draft work plan provides the Planning Commission, Historic Landmarks Commission, County Administration, CDD's customers and partner agencies, and the Board an opportunity to provide input, including additions, modifications and possible re -prioritization. The work plan describes the most important objectives and proposed projects in each CDD division based on: 1. Board annual goals and policies; 2. Carry-over projects from current or prior years; 3. Changes in state law; 4. Grants/funding sources; and 5. Public comments. It also serves as the context within which new projects that arise during the course of the year are prioritized and initiated. The purpose of the work session is to prepare the Board for May 11 public hearing and summarize CDD's 2021 accomplishments. BUDGET IMPACTS: None. ATTENDANCE: Peter Gutowsky, CDD Director Sherri Pinner, Management Analyst Randy Scheid, Building Official or Chris Gracia, Assistant Building Official Todd Cleveland, Environmental Health Supervisor Angie Havniear, Administrative Manager Will Groves, Planning Manager -TES E S CO an COMMUNITY DEVELOPMENT MEMORANDUM TO: Deschutes County Board of Commissioners FROM: Peter Gutowsky, AICP, Director CDD Management Team DATE: April 20, 2022 SUBJECT: Work Session — Community Development Department 2021 Annual Report and Draft Fiscal Year 2022-23 Work Plan I. WORK SESSION PURPOSES: • To prepare for the Board of County Commissioners (Board) public hearing on the Community Development Department (CDD) 2021 Annual Report and Draft Fiscal Year (FY) 2022-23 Work Plan (Attachment). • To summarize CDD's 2021 accomplishments (the May 11 public hearing will focus on the Draft FY 2022-23 Work Plan). II. BACKGROUND Each spring, CDD prepares an annual work plan describing proposed projects for the coming fiscal year. A review of the draft work plan provides the Planning Commission, Historic Landmarks Commission, County Administration, CDD's customers and partner agencies, and the Board an opportunity to provide input, including additions, modifications and possible re -prioritization. The work plan describes the most important objectives and proposed projects in each CDD division based on: 1. Board annual goals and policies; 2. Carry-over projects from current or prior years; 3. Changes in state law; 4. Grants/funding sources; and 5. Public comments. It also serves as the context within which new projects that arise during the course of the year are prioritized and initiated. III. 2021 ACCOMPLISHMENTS & DRAFT FY 2022-23 WORK PLAN The CDD management team will briefly highlight departmental accomplishments in the 2021 in the Annual Report and departmental projects proposed in the Draft FY 2022-23 Work Plan. The foundations of the work plan: • Sustain high customer service levels with increased permitting activity while transitioning to new pandemic business operations. • Implement robust Long Range Planning and Environmental Soils work plans. • Retain and recruit staff. • Continue to improve CDD's website and other electronic services to enhance efficiencies and service delivery. IV. PLANNING COMMISSION RECOMMENDATIONS & PUBLIC COMMENTS The Planning Commission conducted a work session, public hearing, and deliberation on the Draft FY 2022-23 Planning Division Work Plan in March and April. The Planning Division and Commission received, public comments on the draft work plan.' Staff presented three tables (below) to facilitate the Planning Commission's deliberation and recommendations. Staff acknowledged CDD is experiencing significant retention and recruitment challenges that may impact the Planning Division's capacity to initiate projects in Tables 1-3 next fiscal year. The Planning Commission on April 14 endorsed the projects listed in Table 1. Commissioners also recommended as resources become available developing work programs that address: o Dark skies o Destination resort eligibility o Environmental sustainability o Overnight lodging vacation rentals o Temporary uses of recreational vehicles o Water resources o Wireless telecommunication Table 1 captures priority discretionary and nondiscretionary projects that are: • Supported by the Board; • Grant funded; or • In process. Table 1— Priority Discretionary and Non -discretionary Projects Priority Projects 1. Current Planning 2 6. New Mule Deer Wildlife Inventory 2. Comprehensive Plan 2040 Update 7. SB 762, Wildfire Mitigation 3. Tumalo Community Plan Update (TGM Grant) 8• Transportation System Plan (TSP) Update 4. Sisters Country Trails (TGM Grant) 9. Historic Preservation (CLG Grant) 5. SB 391, Rural Accessory Dwelling Units 10. City of Bend Urban Growth Boundary (UGB), HB 4079, Affordable Housing Project 1 Residents requested: 1) Amending Deschutes County Code to prevent the siting of future destination resorts; and 2) Updating regulations pertaining to temporary use of recreational vehicles as dwellings to better address occupancy, sewage, waste, fire hazards, and wetland impacts. z Current Planning responsibilities are non -discretionary. Local land use decisions are subject to specific deadlines per state law. ORS 215.427. -2- Table 2 identifies ongoing Planning Division operational responsibilities, regional coordination duties, and code maintenance tasks. These projects in their totality range from "minor" to "moderate", requiring staffing resources that span 2 to 8 months to complete. Table 2 — Operational Responsibilities, Coordination Duties, and Code Maintenance Category Projects 1. Destination Resort and Overnight Lodging Reporting 2. Marijuana inspections 3. Population estimates and forecasting Operational 4. Staffing Historic Landmarks Commission (HLC), Bicycle and Pedestrian Responsibilities Advisory Committee (BPAC), and Mitigation and Advisory Committee (M&E) 5. Participate in 2023 Legislative Session 6. Support internal County departments (new landfill siting, etc.). 7. City of Bend Coordination • Update and adopt the Bend Airport Master Plan (BAMP) and amend the County's Comprehensive Plan and Development Code • Coordinate on growth management issues. 8. City of La Pine Coordination • Participate in updating County -owned New Neighborhood comprehensive plan designations, master plan, and zoning codes. 9. City of Redmond Coordination • Coordinate with City of Redmond and Central Oregon Coordination Duties Intergovernmental Council (COIC) on CORE3, a multi -stakeholder regional emergency coordination center • Coordinate on growth management issues. 10. City of Sisters Coordination • Participate in the implementation of Sisters Country Vision Plan and City of Sisters Comprehensive Plan Update. • Coordinate on growth management issues. 11. Growth management committees, Bend Metropolitan Planning Organization (MPO), and Oregon Department of Transportation (ODOT) 12. Sage Grouse Coordination (proposed recently by the Board) Code Maintenance 13. Housekeeping Amendments -3- Table 3 lists discretionary zoning text amendments. These are "lower" priority projects, requiring staffing resources that span 4 to 12 months or longer to complete. Table 3 — Low Priority Zoning Text Amendments Category I Projects 1. Remove 10% reduction limit to property line adjustments in for farm and forest zoned properties 2. Outdoor Mass Gatherings to be addressed more thoroughly (HB 2790, 2019, allows counties to treat OMG as land use decisions) 3. Outdoor and Greenhouse Lighting Control Ordinance to comply with new technologies and Dark Skies best practices 4. Introduce re -platting requirements for major serial lot line adjustments in subdivisions 5. Sign code to become consistent with federal law by removing content limitations 6. Accessory structure amendments clarifying they must be built concurrent with Zoning Text or after the establishment of a primary residence. Specify allowed facilities Amendments (baths, cook tops, wet bar) in residential accessory structures (proposed by Deschutes County Current Planning Section and Code Compliance) 7. Section 6409(a) of the Spectrum Act (Wireless Telecommunication Amendments) 8. In conduit hydroelectric generation code amendments 9. Revisit Ham Radio Tower regulations to reflect building code updates and other issues 10. Amend Deschutes County Code to prevent the siting of future destination resorts (proposed by a Deschutes County resident) 11. Update regulations pertaining to temporary use of recreational vehicles as dwellings to better address occupancy, sewage, waste, fire hazards, and wetland impacts. (proposed by Deschutes County residents) After thoughtful consideration, the Planning Commission felt it was important to endorse all of the projects listed in Table 1 without weighing one over another. They considered all of them noteworthy projects for the community. To the extent that resources become available, they recommended several projects that could lead to zoning text amendments pertaining to livability, economic development, and environmental sustainability. Beyond the Table 1 projects, the Planning Commission took special interest in projects relating to lighting/dark skies and destination resort remapping. The Planning Commission also emphasized interest in work plan projects that intersected with regional water issues, houselessness, wildfire, and wildlife. -4- The Board will ultimately prioritize projects based on their annual goals and objectives as planning resources become available. V. BOARD PUBLIC HEARING The Board will conduct a public hearing on the Draft FY CDD 2021-22 Work Plan on Wednesday, May 11. Public comments are invited and welcome. Written and email comments should be sent to Peter.Gutowskv@deschutes.org. CDD will coordinate with Administration to issue a press release announcing this public hearing. ATTACHMENT CDD 2021 Annual Report & Draft 2022-23 Work Plan -5- COMMUNITY DEVELOPMENT FY 2022-23 DRAFT Work Plan & 2021 Annual Report 117 NW Lafayette Avenue P.O. Box 6005 Bend, OR 97703 www.deschutes.org/cd (541) 388-6575 Building Safety Code Compliance Coordinated Services Environmental Soils Planning Introduction............................................................................................................................ 4 MissionStatement............................................................................................... 4 Purpose................................................................................................................ 4 Adoption............................................................................................................... 4 Pandemic Operations......................................................................................... 4 Elected& Appointed Officials............................................................................................. 5 Board of County Commissioners FY 2022-2023 Goals & Objectives ....................... 6 PopulationGrowth................................................................................................................ 8 Budget& Organization......................................................................................................... 9 FiscalIssues.......................................................................................................... 9 Operational Challenges...................................................................................... 9 Performance Management............................................................................................... 11 2021 Performance Management Results ...................................................... 11 2021 Year in Review..........................................................................................13 2022-2023 Performance Measures By Division ............................................ 13 Buildingand Safety.......................................................................................... 13 CodeCompliance............................................................................................. 13 CoordinatedServices.........................................................................................13 Environmental Soils......................................................................................... 14 Planning..............................................................................................................14 AdministrativeServices...............................................................................:.......................15 Overview............................................................................................................. 15 2021 Year in Review.......................................................................................... 15 2022-23 Work Plan Projects............................................................................. 16 StaffDirectory .................................................................................................... 16 BuildingSafety....................................................................................................................... 17 Overview............................................................................................................. 17 2021 Year In Review.......................................................................................... 17 2022-23 Work Plan Projects............................................................................. 19 StaffDirectory .................................................................................................... 20 CodeCompliance.................................................................................................................21 Overview............................................................................................................. 21 2021 Year in Review........................................................................................... 21 2022-23 Work Plan Projects............................................................................ 21 StaffDirectory ..................................................................................................... 23 CoordinatedServices..........................................................................................................24 Overview............................................................................................................. 24 2021 Year in Review.......................................................................................... 24 2022-23 Work Plan Projects............................................................................ 25 StaffDirectory.................................................................................................... 25 EnvironmentalSoils.............................................................................................................26 Overview............................................................................................................. 26 2021 Year in Review.......................................................................................... 26 2022-23 Work Plan Projects............................................................................ 28 StaffDirectory .................................................................................................... 28 Planning..................................................................................................................................29 Overview............................................................................................................. 29 2021 Year in Review.......................................................................................... 30 2022-23 Work Plan Projects............................................................................ 35 StaffDirectory .................................................................................................... 38 Community Involvement Report...................................................................................... 39 Mission Statement The Community Development Department (CDD) facilitates orderly growth and development in the Deschutes County community through coordinated programs of Building Safety, Code Compliance, Coordinated Services, Environmental Soils, Planning and education and service to the public. Purpose The 2021 Annual Report and 2022-23 Work Plan highlight the department's accomplishments, goals and objectives and are developed to: • Report on achievements and performance. • Implement the Board of County Commissioners (BOCC) goals and objectives. • Implement the Deschutes County Customer Service "Every Time" Standards. • Effectively and efficiently manage organizational assets, capabilities and finances. • Fulfill the department's regulatory compliance requirements. • Enhance the County as a safe, sustainable and highly desirable place to live, work, learn, recreate, visit and more; and • Address changes in state law. Adoption The BOCC adopted this report on May / June XX, 2022, after considering public, stakeholder and partner organization input and Planning Commission and Historic Landmarks Commission recommendations. The Work Plan often includes more projects than there are resources available. CDD coordinates with the BOCC throughout the year to prioritize and initiate projects. Projects not initiated are often carried over to future years. Pandemic Operations CDD continues to provide services under the State's health and safety framework following recommended safety measures to protect staff and customers while providing essential.public services to support the Central Oregon economy. 4 CDD Work Plan 2022-23 / 2021 Annual Report BOARD OF COUNTY COMMISSIONERS Patti Adair, Chair, January 2023 Anthony DeBone, Vice Chair, January 2023 Phil Chang, Commissioner, January 2025 COUNTY ADMINISTRATION Nick Lelack, County Administrator Erik Kropp, Deputy County Administrator Whitney Hale, Deputy County Administrator PLANNING COMMISSION Jessica Kieras— Redmond Area (Chair), 6/30/26 Susan Altman —Bend Area (Vice Chair), 6/30/24 Steve Swisher —Sisters Area, 6/30/22 Dale Crawford — At Large, 6/30/23 Maggie Kirby —Bend Area, 6/30/23 Toni Williams —South County Area, 6/30/25 Nathan Hovekamp—At Large, 6/30/24 HISTORIC LANDMARKS COMMISSION Kelly Madden— Unincorporated Area (Chair), 3/31/24 Sharon Leighty— Unincorporated Area (Vice Chair), 3/31/26 Dan Ellingson —Pioneer Association, 3/31 /26 Christine Hortingjones—Ex-Officio, 3/31 /24 Dennis Schmidling— City of Sisters (Secretary), 3/31 /24 Rachel Stemach— Bend Area, 3/31 /24 HEARINGS OFFICERS GregoryJ. Frank I Stephanie Hicks I Cable Huston LLP BICYCLE AND PEDESTRIAN ADVISORY COMMITTEE Dave Thomson —At Large (Chair), 6/30/24 Christopher Cassard—At Large (Vice Chair), 6/30/24 Wendy Holzman —At Large 6/30/23 Ann Marland—Sisters 6/30/23 Scott Morgan —La Pine 6/30/23 Kenneth Piarulli—Redmond 6/30/23 David Roth —Bend 6/30/23 Mark Smith —At Large 6/30/24 Rachel Zakem—At Large 6/30/23 Mason Lacy —At Large 6/30/23 David Green —At Large 6/30/23 Emily Boynton —At Large 6/30/24 Neil Baunsgard—Bend 6/30/24 5 CDD Work Plan 2022-23 / 2021 Annual Report Board of County Commissioners FY 2023 Goals & Objectives Mission Statement: Enhancing the lives of citizens by delivering quality services in a cost-effective manner. Safe Communities (SC): Protect the community through planning, preparedness, and delivery of coordinated services. • Provide safe and secure communities through coordinated public safety and crisis management services. • Reduce crime and recidivism and support victim restoration and well-being through equitable engagement, prevention, reparation of harm, intervention, supervision and enforcement. • Collaborate with partners to prepare for and respond to emergencies, natural hazards and disasters. Healthy People (HP): Enhance and protect the health and well-being of communities and their residents. • Support and advance the health and safety of all 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 pandemic response and community recovery, examining lessons learned to ensure we are prepared for future events. A Resilient County (RC): Promote policies and actions that sustain and stimulate economic resilience and a strong regional workforce. • Update County land use plans and policies to promote livability, economic opportunity, disaster preparedness, and a healthy environment. • Maintain a safe, efficient and economically sustainable transportation system. • Manage County assets and enhance partnerships that grow and sustain businesses, tourism, and recreation. Housing Stability and Supply (HS): Support actions to increase housing production and achieve stability. • Expand opportunities for residential development on County -owned properties. • Support actions to increase housing supply. • Collaborate with partner organizations to provide an adequate supply of short-term and permanent housing and services to address housing insecurity. 6 CDD Work Plan 2022-23 / 2021 Annual Report Board of County Commissioners FY 2022 & 2023 Goals & Objectives, Continued Service Delivery (SD): 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. • Continue to enhance community participation and proactively welcome residents to engage with County programs, services and policy deliberations. • 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 with a focus on recruitment and retention initiatives. 7 CDD Work Plan 2022-23 / 2021 Annual Report 500,000 450,000 400,000 350,000 300,000 2.50,000 200,000 150,000 100,000 50,000 23,100 30,442 ■ 0 1960 1970 DESCHUTES COUNTY POPULATION FORECAST 115,367 74,498 62,142 1980 1990 2000 202,468 387,267 157,211 2010 2018 2022 285,781 235,781 334,042 385,803 432,930 2030 2040 2050 2060 2068 This graph provides a snapshot of the CountYs growth since 1960 and the preliminary 50-year Portland State University, Oregon Population Forecast Program, through 2068. HISTORICAL AND PORTLAND STATE UNIVERSITY FORECAST TRENDS e e _ 111 1 1 1 131 L02r2 1 1.: Deschutes County 116,277 157,905 1.9% 202,468 301,999 432,930 Bend 52,163 77,010 2.3% 100,176 162,362 255,291 Redmond 15,524 26,508 2.3% 32,138 51,617 82,575 Sisters 961 2,038 2.6% 2,987 5,169 8,431 La Pine 899 1,653 2.7% 2,041 3,954 5,894 Unincorporated 45,280 50,524 1.0% 64,798 79,248 80,739 *AAGR: Average Annual Growth Rate 8 CDD Work Plan 2022-232021Annual Report Fiscal Issues • Ensure financial stability and sustained high quality services through establishing a financial contingency plan providing a clear course of action if CDD's reserve funds decline. • CDD is responding to significantly increased inquiries regarding rural development opportunities. Many of these inquiries require research and in-depth responses, but do not result in permits and corresponding revenue. This "non -fee generating" work, a public good, is consuming limited resources to efficiently process a variety of permits. • Significant staff turnover is creating additional costs to and resource re- allocations from service delivery to training in the department. Operational Challenges Maintaining productivity while experiencing near record high levels of permitting volumes and significant staff turnover. During 2021, CDD welcomed 14 new staff, internally promoted 11 staff and ended the year with 10 positions in various stages of the recruitment process. An estimated 63% of CDD staff have 5 years or less experience with the department. • Coordinating with Human Resources to develop and implement strategies to retain and recruit staff. • Succession planning for upcoming staff retirements. An estimated 11 of current staff will be eligible for retirement within the next 6 to 8 years based on length of service. • Transitioning to and implementing post -pandemic business operations such as continued partial remote working, shared work spaces with increasing staff levels, adherence to ongoing public health and safety measures and continued expansion of CDD online services and meeting technologies. • Improving post -pandemic public hearing and engagement strategies with in -person and remote/online participation opportunities. • Implementing new laws from the 2022 Legislative Session. • Processing complex and controversial code compliance cases. • Addressing affordable housing through collaboration with cities, the County's Property Manager, and exploring rural strategies. • Continuing improvement of the department's website and other electronic internal and external services to improve efficiencies and service delivery. 9 CDD Work Plan 2022-23 / 2021 Annual Report Budget Summary Resources $10,657,457 $10,550,824 $10,550,824 $11,302,683 $13,912,023 Requirements $10,657,457 $10,550,824 $10,550,824 $11,302,683 $13,912,023 Organizational Chart Staff Summary �Y 2019 FY 2020 1 FY 2021 FY 2022 FY 2023 10 CDD Work Plan 2022-23 / 2021 Annual Report CDD is committed to a comprehensive approach to managing performance. The department achieves its goals and objectives by strategically establishing and monitoring performance measures and by adjusting operations based on those results. The performance measures allow staff to: • Address service delivery expectations from the perspectives of CDD's customers. • Ensure the department fulfills its regulatory compliance requirements. • Efficiently and effectively manage the organization's assets, capacities and finances; and • Preserve and enhance the County as a safe, sustainable and desirable place to live, visit, work, learn and recreate. The following graphs represent a sample of CDD's performance measures for 2021. For a complete review of performance measures, please follow this link: https://deschutes.org/cd/. 2021 Performance Management Results Coordinated Services 7 -Building Permit Ready to Issue Turnaround Time 6 - - - - 3.6 q 3 -2.3 - - --- -- ---- -- --/_ 2..6 2.4 - - .-------- - 2 -6-Q a/ \15�a - -- 1.9 pro Ian 2021 Mar 2071 May 2021 Jul 2021 Sept 2021 Nov 2021 Percentage of Applications Submitted Online (Building Safety and Environmental Onsite) 56.3%---__ 58.8% 48 2% 47.8% 49.6% 48_2`i/ 45.5% 46.3% 46.8%-- - - -- Jan 2021 Mar 2071 May 2021 1ul 2021 Sept 2021 Nov 2021 —o— ReadytoIssueTurnaround — — Target Goal -4Days @E®Average Online Submissions — — Target High -70% — — Target Low -65% Performance Measure: Achieve a building permit ready to issue turnaround time of4days Performance Measure: Achieve a goal of 65% to 70% of applications submitted online Annual Average of 1.9 Days -Target Achieved Annual Average of 49.5% Submitted Online- Target Not Achieved 100% --- --- -._ Code Compliance _ _ 9795 p °� Voluntary Compliance 95°k -92°� - — 90°� 90% 90% tfL ° 85% / 85% 90% - - �--- - / - 81% 75% - - - .. - 65% - - --- - --- - -- - -- - Jan2021 Mar2021 May2021 Jul2021 Sept2021 I110% - 100 -code Compliance Cases Closed within One Year 75% -- - - - - -- - - - 80%--O ------ -- -80%- • -- -- 71% ° a ` -- 70% - --=- ---�63% - --- - - - 57% � ---- 72% - 60/ Dip �=0 58%-59%- �� 59% 50% - -- -- --- - ---- - --- -- - - - - -- ------ ------------ 2 - ---Nov 021 - --- - - lan 2021 Mar 2021 May 7-021 lul 2021 Sept 2021. Nov 2021 Nov - ---- - 100%14 88°h —I - 90% o 84h E3 * / E 80% eo=Voluntary Compliance — — Target-90% I — a —Closed Case Turnaround — — Target-85% Performance Measure: Achieve 90% voluntarycompliance in Code Compliance cases. Performance Measure: Achieve 85% resolution in Code Compliance cases within 12 Annual Average of 88% Compliance - Target within Range Annual Average or by% uosea within -I Year- I arger NOT Acnlevea 11 CDD Work Plan 2022-23 / 2021 Annual Report 2021 Performance Management Results, continued Building Safety 11 Field Inspector Average Stops per Day 10 9 - 8.4- -8.6 -8.4- 8.�_ 8.8 9.2-6 ----8.4 8.3 __8 .❑0- E , 3 7.6 8.0 0 8 7 6 4 --- --- Jan 2021 Mar 2021 Mal 2021 Jul 7.021 Sept 2021, Nov 2021 --0- Field Insp Ave Stops per Day - - Target Low - 6 Stops - - Target High -10 Stops Performance Measure: Achieve an average of 6to 10 inspection stops per day, per 105% Inspections Completed Same Day as Requested 97.5% 98.2% 97.8% 98.2% 98.6% 98.0% 97.4% 99.0% 98.1% 100% 77' 7:Y. 9 .5% 96.5 F]®p __E1 95% 90% 85% Jan 2021 Mar 2021 May 2071 1,12021. Sept 2021 Nov 2021 -0- % Building Insp Completed On Time - - Target Low - 90% - - Target High -100% Performance Measu re: Achieve 90% to 100% of inspections completed on same day as reauested. Annual Average of 8.4 per Day -Target Achieved Annual Average of 97.8% Completed - Target Achieved Environmental Soils Environmental Soils 14.0 ____N jV_V7STStjjjj _P4jrffiij_Issuance -Time Pre -cover Inspections Completed On Time 12.0 105% i6o.6 - - 100.00% 100.00% 100.000/crioo.00% 0% 100.00%100.00% 10.0 10 0 - 00.�� 1__0 - 7.7 7 - .9 11.3 100% El 100.00% 100.00% 95% - - - 8.0 6.6- -- - 6 E, 3%96.67% 94.44% 3/ 6.0 6 590% 2/8--_ 85% 4.0 2.7-- 2.5-- , 43 EI 2.0 _10 80% 0.0 75% Ian 2021 Mar 2021 May 202-1 1112021 Sept 2021 Nov 2021 Ian 2021 Mar 2021 May 2021 1,12021 Sept 2021 Nov 2021 -o- New Sys Permit Issue Time - - Target - 12 Days -o® Pre -Cover I nsp Completed On Time Performance Measure: issue new onsite septic permits within 12 days of completed app. Performance Measure: Achieve 90% to 100% of pre -cover inspections completed on same day as requested. Annual Average of 5.8 Days - Target Achieved Annual Average of 98.6% Completed - Target Achieved Current Planning Current Planning 75.0 Land Use Decisions- With Prior Notice 68.7 Land Use Decision Without Prior Notice 55.0 65.0 65.7-111ia - - - - - 55.0 52A 55.0 50.8 35.0 32.7 41 9 45.7 44.7 28.3 45.0 25.0 15.3 _22,2 1 9.0�11 8.9 23.4 49.9 - - - - E= 35.031.9- _37.6- 15.0 9 0_ 23.4 10.4 25.0 5.0 0:0- -113 jan2021 Mar 2021 May 2021 ju12021 Sept2021 NOV 2021 Ian 2021 Mar 2021 may 2021 21 ju\ 2021 Sept.2021 Nov 202.1 -0-Average Days To Complete - - Target - 45 Days -a-Average Days To Complete - - Target- 21 Days Performance Measure: Issue all administrative decisions with noticewithin 45 days of Performance Measure: Issue all administrative decisions without notice within 21daysof completed application. completed application. Annual Average of 45.1 Days - Target Achieved Annual Average of 19.9 Days -Target Achieved 12 CDD Work Plan 2022-23 / 2021 Annual Report 2021 Year in Review • Continued to provide essential services to the public while implementing pandemic related safety measures, such as socially distanced interactions, remote work and inspectors dispatched from home. • Revised office lobby hours, closing to the public at 4:00 p.m. to provide staff opportunity to respond to an increased number of calls, email inquiries and online application submissions. • Coordinated with State and County staff to promote and educate customers on how to apply for online permits and inspections. • Implemented use of standardized templates for administrative determinations. 2022-2023 Performance Measures By Division CDD's 2022-23 performance measures align the department's operations and work plan with BOCC annual goals and objectives and the County's Customer Service "Every Time" Standards. https:// intranet.deschutes.org/Pages/Customer-Service-Standards.aspx Building Safety • Achieve 6-10 inspection stops per day to provide quality service. (BOCC Goal & Objective SD-1) • Achieve an average turnaround time on building plan reviews of 8-10 days to meet or exceed state , requirements. (BOCC Goal & Objective SD-1) • Achieve 50-80% of inspections scheduled online. (BOCC Goal & Objective SD-1) • Achieve 90-100% of inspections completed the same day as requested. (BOCC Goal & Objective SD-1) • Provide community training opportunities for online application submission to obtain a goal of 60% of application submittals conducted online. (BOCC Goal & Objective SD-1) Code Compliance • Achieve 90% voluntary compliance in Code Compliance cases. (BOCC Goal & Objective SC-1) • Achieve 85% resolution of Code Compliance cases within 12 months. (BOCC Goal & Objective SC-1) Coordinated Services • Expand community training opportunities for online application submission to obtain a goal of 50-60% of application submittals conducted online. (BOCC Goal & Objective SD-1) • Achieve structural permit ready -to -issue turnaround time for Coordinated Services of 4 days. (BOCC Goal & Objective SD-1) 13 CDD Work Plan 2022-23 / 2021 Annual Report Environmental Soils • Achieve compliance with the Alternative Treatment Technology (ATT) Septic System Operation and Maintenance (O&M) reporting requirements of 95% to protect groundwater. (BOCC Goal & Objec- tive H P-3) • Achieve the issuance of onsite septic system permits within 12 days of completed application. (BOCC Goal & Objective SD-1) • Achieve 50% of inspections scheduled online. (BOCC Goal & Objective SD-1) • Achieve 90-100% of Pre -cover inspections completed the same day as requested. (BOCC Goal & Objective SD-1) Planning • Sustain the issuance of land use administrative decisions with notice within 45 days and without no- tice within 21 days of completed application. (BOCC Goal & Objective SD-1) • City of Bend Coordination: — Amend the City of Bend Urban Growth Boundary and County zoning to implement HB 4079, Affordable Housing Project. (BOCC Goal & Objectives RC-1 and HP-1) • Housing Strategies: — Amend County Code to implement SB 391, Rural Accessory Dwelling Units (ADU). (BOCC Goal & Objectives RC-1 and HP-1) • Natural Resources: — Natural Hazards— Develop a work plan to amend the Comprehensive Plan and County Code requiring defensible space and fire-resistant building materials per SB 762—Wildfire Mitigation. (BOCC Goal & Objectives SC-3, HP-3, and RC-1) — Wildlife Inventories —Amend Comprehensive Plan and Zoning Code to incorporate a new mule deer winter range inventory from Oregon Department of Fish and Wildlife (ODFW). (BOCC Goal & Objectives HP-3) 14 CDD Work Plan 2022-23 / 2021 Annual Report Overview Administrative Services consists of the Community Development Director, Senior Management Analyst, two Systems Analysts and one Administrative Assistant. The Administrative Services Division provides oversight for all departmental operations and facilities, human resources, budget, customer services, technology and performance measures. Analyst staff are responsible for the integration of technology across all CDD divisions, coordination with the cities as well as providing direct service to the public via application training and support, web -based mapping, reporting services and data distribution. 2021 Year in Review ✓ Welcomed a new CDD Director in the fall of 2021. ✓ Revised office lobby hours, closing to the public at 4:00 p.m. to provide staff opportunity to respond to an increased number of calls, email inquires and online application submissions. ✓ Continued remote work options for approximately 75% of staff. ✓ Revised CDD's Fee Waiver Policy with BOCC approval. ✓ Enhanced CDD's Planning Division's webpage to provide more information about land use public hearings, application materials and opportunities for the public to submit comments on pending applications. ✓ Began a reorganization of office spaces and small remodel on CDD's first floor in an effort to better utilize available square footage. 15 CDD Work Plan 2022-23 / 2021 Annual Report 2022-23 Work Plan Projects • Reconfigure Accela to improve code compliance case management and planning land use module interoperability. • Continue to participate in a County -led effort to create a county -wide Pre -disaster Preparedness Plan. • Update Continuity Of Operation Plan (COOP), as necessary, based on lessons learned during the pandemic. • Coordinate with the Human Resources Department to evaluate, propose and implement strategies to attract and retain staff to meet increasing service demands in a highly competitive market. • Explore and research opportunities to increase CDD's sustainable business practices while maximizing the efficiency of operations in a cost effective manner. • Reorganize and enhance CDD's website to be more customer -centric. Provide enhanced content that will allow customers to better understand CDD's policies and procedures and create an improved customer experience that acts as a guide for understanding the process of development in Deschutes County while also expanding online application instruction content. • Government software integration —Improve system interoperability of Accela and DIAL software systems, increasing efficiency and improved service through implementation of a software connector which will allow "real time" document upload. • Complete analysis of installation of electric vehicle charging stations and purchase of electric vehicles to ensure quality service delivery through the use of innovative technology and systems. • Implement a new employee onboarding process to acclimate new employees to their role and an exit interview process for departing staff to learn where department improvements can be made and make sure the employee feels satisfied about their service. • Implement process to invoice non-residential transportation system development charges and send annual notice of amount due and potential rate increases. Staff Directory Peter Gutowsky Community Development Director (54� 1) 3---85-17 9 Peter.Gutowsky@deschutes.org Tim Berg Applications System Analyst III (541) 330-4648 Tim.Berg@deschutes.org _Ines Curland Applications System Analyst II (541) 317-3193 Ines.Curland@deschutes.org Tracy Griffin Administrative Assistant (541) 388-6573 Tracy.Griffin@deschutes.org Sherri Pinner Senior Management Analyst i (541) 385-1712 I Sherri.Pinner@deschutes.org i 16 CDD Work Plan 2022-23 / 2021 Annual Report Overview Building Safety consists of one Building Official, one Assistant Building Official and eighteen Building Safety Inspectors. The Building Safety Division administers and implements the state and federal building codes through a process of education and a clear and consistent application of the specialty codes. The division provides construction plan reviews, consultation and inspection services throughout the rural county and the cities of La Pine and Sisters. The division also provides services to Lake, Jefferson, Klamath and Crook counties, the cities of Bend and Redmond, and the State of Oregon Building Codes Division on an as -needed basis. 2021 Year in Review ✓ Issued 775 new single-family dwelling permits in 2021. The distribution of these new homes for Deschutes County's building jurisdiction included: - Rural/unincorporated areas: 541 - City of La Pine: 120 - City of Sisters: 114 ✓ Completed major building plan reviews for: - Wetlands Taphouse in La Pine - Preble Way Mobile Home Park in La Pine - Sisters Coffee New Production Facility - McKenzie Meadows Village in Sisters - Oxbow Flats in Sisters - Replacement Crematorium at Deschutes Memorial Garden - Black Butte Ranch Lodge Dining Facility ✓ Obtained BOCC approval revising the process to legitimize undocumented residential structures (Resolution 2021-069). ✓ Facilitated the successful transition of field inspection staff to dispatch from home during a record breaking building season. ✓ Participated in SB 391—Rural ADU, legislative discussions. ✓ Coordinated local discussions regarding most recent building code updates. ✓ Participated in public, community and customer -specific education and outreach efforts such as Oregon Administrative Rule (OAR) 918-480-0125 Uniform Alternate Construction Standards for mitigation due to a lack of firefighting water supplies. ✓ Coordinated with State and County staff to promote and educate customers on how to apply for online permits and inspections. ✓ Continued succession planning, cross -training and technology investments to maintain and improve efficiencies. ✓ Continued to serve in regional and statewide leadership positions to support Deschutes County and Central Oregon interests. ✓ Transitioned staff to remote work locations while maintaining productivity and improving operational efficiencies. 17 CDD Work Plan 2022-23 / 2021 Annual Report 2021 Year in Review, continued ✓ Actively participated in discussions relating to: — SB 762, Wildfire Mitigation, and forthcoming requirements to apply ORSC 327.4 to new development. — Newly created requirements for daycare and adult foster care facilities located in private residential homes. — Local contractors in regards to the new American Society of Heating, Refrigerating and Air - Conditioning Engineers (ASHRAE) ventilation requirements. ✓ Provided A -level electrical inspection services, electrical plan review and customer contact support for commercial and residential electrical questions for Jefferson County. New Single Family ®welling Permits 840 775 740 640 - - j640 569 -574 -558 540 ' 523 440 340 320, 297 -- 240 (157i 140 40 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 18 CDD Work Plan 2022-23 / 2021 Annual Report 2022-23 Work Plan Projects • Implement succession planning for future retirements and explore staffing needs due to unprecedented business needs and remote work options. • Provide certification cross -training for all new hires to maintain the division's goal of having fully certified residential inspection staff. • Explore options to reduce the carbon footprint associated with field inspection duties such as: — Alternative fuel options and All -Wheel Drive electric vehicles. — Charging stations for electric vehicles (one station per 2 vehicles). • Work with Oregon e-Permitting to help test the new app for inspections prior to the roll out. • Implement the use of drones and other technologies to accomplish high risk inspections such as: — Roof diaphragm nailing — Chimney Construction — PV Solar Installations — High lift concrete masonry unit (CMU) grouting • Continue participation in SB 762, Wildfire Mitigation and the forthcoming process of implementing additional construction standards to reduce hazards presented by wildfire (Oregon Residential Specialty Code (ORSC) R327.4), and/or defensible space requirements into Deschutes County Code. • Participate in SB 391 discussions regarding Rural ADUs in Deschutes County. • Produce new informational brochures as required by OAR 918-020-0090 to help customers navigate code changes such as Energy Code and Daycare Facility updates. • Host Chemeketa Community College Building Inspection Technology students for summer Cooperative Work Experience program which provides an opportunity to demonstrate the county's customer friendly, service -oriented approach as a regulatory agency. • Coordinate with the Human Resources Department to evaluate, propose and implement strategies to attract and retain staff to meet increasing service demands in a highly competitive market. 19 CDD Work Plan 2022-23 / 2021 Annual Report Staff Directory Randy Scheid �; Building Safety Director j (541) 317-3137� Randy.Scheid@deschutes.org Chris Gracia Assistant Building Official (541) 388-6578 Chris.Gracia@deschutes.org Krista Appleby Building Inspector III (541) 385-1701 Krista.Appleby@deschutes.org_ Keri Blackburn Building Inspector III (541) 388-6577 �4 — �' Byrd Building Inspector III C (541) 749-7909 i Keri.Blackburn@deschutes.org Mark.B Byrd@deschutes.org y g Rainer Doerge Building Inspector III (541) 480-8935 Rainer. Doerge@deschutes.org Ami Dougherty Building Inspector I ---- (541 385-3217—jj Ami.Dougherty@deschutes.org4 — — Scott Farm F David Farrin Building Inspector III Building Inspector III (541) 480-8937 F (541) 385-1702 Scott.Farm@deschutes.org David.Farrin@deschutes.org _ -I Anthony Friesen Building Inspector III (541) 213-0653 Anthony.Friesen@deschutes.org Owen Gilstrap Building Inspector III (541) 480-8948 ; Owen.Gilstrap@deschutes.org ErikJohnson Brandon Jolley Building Inspector III (541) 480-8940 Building Inspector III ! (541) 797-3581 Erik.A.Johnson@deschutes.org Brandon.Jolley@deschutes.org John Kelley Building Inspector III (541) 797-3582 John.Kelley@deschutes.org = Michael Liskh Building Inspector III j 541) 280-03-U]1 Michael.Liskh@deschutes.org Brian Moore Building Inspector III (541) 385-1705 Brian.Moore@deschutes.org Aaron Susee J! Building Inspector II 1 (541) 749-7370F—Aaron.Susee@deschutes.org Laurie Wilson Building Inspector III (541) 383-6711 Laurie.Wilson@deschutes.org 20 CDD Work Plan 2022-23 / 2021 Annual Report Overview Code Compliance consists of five Code Compliance Specialists. The program is managed by the Coordinated Services Administrative Manager and is supported by a law enforcement deputy from the Sheriffs Office and CDD's operating divisions. The Code Compliance Division is responsible for investigating code violation complaints to ensure compliance with land use, onsite wastewater disposal, building and solid waste codes (by contract with the Solid Waste Department), and provides direct service on contract to the City of La Pine for solid waste violations. The program's overriding goal is to achieve voluntary compliance. If necessary, cases are resolved through Circuit Court, justice Court or before a Code Compliance Hearings Officer proceeding. The program continues to adapt to the County's challenges of growth and diversification, incorporating new measures to ensure timely code compliance. While voluntary compliance is the primary objective, an ever-growing number of cases require further code compliance action because of delayed correction or non-compliance. Through the refinement of departmental procedures for administrative civil penalty, Code Compliance is obtaining compliance from citations rather than court adjudication, resulting in greater cost recovery. A disconcerting trend is the need for County abatement in some cases. In abatement, the County corrects the violations. Abatement action is reserved for matters of chronic nuisance and public health and safety. In response to this trend, Code Compliance is closely coordinating with other County departments in the development and enactment of abatement plans. 2021 Year in Review ✓ During 2021, 788 new cases were received and 742 cases were resolved. This is a 10% decrease in new cases from the previous year. ✓ Implemented the Noxious Weed Program. ✓ Revised the Code Compliance Policy and Procedures Manual with direction from the BOCC. ✓ Continued to partner with County departments to resolve difficult cases. Coordination ensures efficient operations and avoids overlapping efforts, thus allowing staff to conduct a thorough investigation on behalf of community members. ✓ Provided staff with field safety classes in coordination with Deschutes County Sheriffs Office. ✓ Created an internal volunteer program to assist with clean up of properties in violation of Solid Waste codes. 2022-23 Work Plan Projects • Analyze the compliance program in an effort to create efficiencies in how cases are assigned, managed and proceed through the compliance process. • Enhance involvement in Oregon Code Enforcement Association (OCEA) next annual conference through presentation participation. • Continue to improve training program for new hires to include training efficiencies. • Update and revise the Standard Operating Procedures manual as processes change. 21 CDD Work Plan 2022-23 / 2021 Annual Report 2022-23 Work Plan Projects, continued • Automate the process for medical hardship notification and out -of -compliance 0&M contracts performed by administrative staff. • Revise CDD's Voluntary Compliance Agreement and updating templates for Pre -Enforcement Notices to ensure clear communication. • Explore ideas to ensure staff safety such as radio communication and purchase of safety tools. • Coordinate with the Human Resources Department to evaluate, propose and implement strategies to attract and retain staff to meet increasing service demands in a highly competitive market. 1,240 1,040 840 640 440 240 40 00 904 894 865 .763 ,767 �788 1574 15341 02 1202 (80 i 2014 2015 2016 2017 2018 2019 2020 —New Cases — — Closed Cases 2021 22 CDD Work Plan 2022-23 / 2021 Annual Report Staff Directory Scott Durr Code Compliance Specialist (541) 385-1745 Scott.Durr@deschutes.org Carolyn Francis Code Compliance Specialist (541) 617-4736 Carolyn.Francis@deschutes.org John Griley ! Code Compliance Specialist I; (541) 617-4708 John.Griley@deschutes.org Dan Smith Code Compliance Specialist (541) 385-1710 Daniel.Smith@deschutes.orgt Jeff Williams Code Compliance Specialist I, (541) 385-1745 I Jeff.Williams@deschutes.org 23 CDD Work Plan 2022-23 / 2021 Annual Report Overview Coordinated Services consists of an Administrative Manager, one Administrative Supervisor, eleven Permit Technicians and two Administrative Support Technicians. The Coordinated Services Division provides permitting and "front line" direct services to customers at the main office in Bend as well as in the La Pine and Sisters city halls. While coordinating with all operating divisions, staff ensure accurate information is provided to the public, while minimizing wait times and ensuring the efficient operation of the front counter and online portal. 2021 Year in Review ✓ The Administrative Supervisor position created during the FY 22 budget process was through an internal recruitment. ✓ Permit Technicians continued to provide exceptional customer service during the pandemic. ✓ Continued to refine a more efficient staff training process. ✓ Continued updating the manual of Standard Operating Procedures as an additional resource for staff consistency and succession planning. ✓ Revised role of Administrative Support staff to include assistance with record maintenance and assistance to other operating divisions. ✓ Increased electronic permit submittals through public education and outreach to licensed professionals. During 2021, CDD received 49.4% of applications online in comparison to 39.7% in 2020. ✓ Transitioned submittal of commercial plans to online acceptance. ✓ As Accela continued to evolve and new tools became available, Deschutes County continued to be a statewide leader in offering training opportunities to customers and regional agency partners. Coordinated Services continued to hosted in-house and one-on-one training opportunities. ✓ Reopened satellite office locations in City of Sisters and City of La Pine. ✓ Implemented First Interstate Bank remote deposit feature in main office and satellite locations. ✓ Completed process to electronically scan building plans to property development records. ✓ The Oregon Building Officials Association awarded Jennifer Lawrence the Permit Technician of the Year award for exemplifying the best of the best in Oregon's city and county building departments. 24 CDD Work Plan 2022-23 / 2021 Annual Report 2022-23 Work Plan Projects • Update and revise the Standard Operating Procedures manual as processes change. • Continue to improve training program for new hires to include training efficiencies. • Revise lead permit technician role. • Transition submittals of residential plans to online acceptance. • Coordinate with the Human Resources Department to evaluate, propose and implement strategies to attract and retain staff to meet increasing service demands in a highly competitive market. Office Locations & Lobby Hours Main Office-117 NW Lafayette Ave, Bend, OR 97703 Monday, Tuesday, Thursday, Friday 8:00 AM-4:00 PM, Wednesday 9:00 AM-4:00 PM La Pine City Hall-16345 Sixth St., La Pine, OR 97739 Thursday 9:00 AM-4:00 PM Sisters City Hall-520 E. Cascade St., Sisters, OR 97759 Tuesday 9:00 AM-4:00 PM Staff Directory Angie Havni—ea r Administrative Manager �� (541) 317-3122 F Angela. Havniear@deschutes.org Jennifer Lawrence L_ =�---- Tara Alvarez Administrative Supervisor Permit Technician s��-- (541) 385-1405 (541) 383 -4392 ---- Jennifer.L.Lawrence@deschutes.org Tara.Campbell-Alvarez@deschutes.org Katie Borden Permit Technician 385-1741 Katie.Borden@deschutes.org MikaelaCostigan �(541) Permit Technician 1!I(541)385-1714 �a Mikaela.Costigan@deschutes.org Ian Cullen Permit Technician (541) 388-6680 Ian.Cullen@deschutes.org �-Taylor Eagan I Permit Technician { (541) 388-6562 Taylor. Eagan@deschutes.org Robert Graham Administrative Support (541) 385-3217 Robert.Graham@deschutes.org —^--Miu Green Permit Technician (541) 385-3200 j Miu.Green@deschutes.org Terese Jarvis Permit Technician (541) 383-4435 Terese.Jarvis@deschutes.org FJean Miller �r— Administrative Support (541) 383-6711 � Jean.Miller@deschutes.org Jessie Waugh Permit Technician (541) 385-1730 Jessica.Waugh@deschutes.org 25 CDD Work Plan 2022-23 / 2021 Annual Report Overview Environmental Soils consists of one Environmental Health Supervisor, two Environmental Health Specialists II, two Environmental Health Specialist I and one Permit Technician. The Environmental Soils Division regulates on -site wastewater treatment systems (septic) to assure compliance with state rules, and monitors environmental factors for public health and resource protection. They provide site evaluations, design reviews, permitting, inspections and education and coordination with the Oregon Department of Environmental Quality (DEQ) for onsite wastewater treatment and dispersal systems. Staff inspects sewage pumper trucks, reports on the condition of existing wastewater systems, maintains an O&M tracking system, provides the public with information on wastewater treatment systems and regulations and investigates sewage hazards to protect public health and the environment. Staff are also engaged in the proactive pursuit of protecting the groundwater in Deschutes County and continue to work with DEQ on permitting protective onsite wastewater systems in Southern Deschutes County. 2021 Year in Review ✓ Assessed 382 sites for onsite wastewater treatment and dispersal systems, an increase of 29.1 % from 2020, and issued 1,846 permits and authorizations for new and existing onsite treatment and dispersal systems, an increase of 12% from 2020. Assessed sites included several new subdivisions. Applications continue to increase in complexity and technical requirements. ✓ Repaired 290 failing or substandard systems correcting sewage health hazards and protecting public health and the environment. ✓ Increased electronic permit submittal and inspection scheduling through outreach and education of customers, particularly licensed professionals. During 2021, the division received 43.2% of applications online compared to 43.6% in 2020. Onsite Permits Issued 2,040 1,840 �,846 1,640 '- 67��1,643 1,440� 1,240 361 '73�' 1,040 926� - '935 840� - 1810f1 640 440 240 40 -. _..- 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 26 CDD Work Plan 2022-23 / 2021 Annual Report 2021 Year in Review, continued ✓ Provided ten property owners in South County with rebates of $3,750 per property for upgrading conventional onsite wastewater treatment systems to nitrogen -reducing pollution reduction systems. ✓ Provided assistance and information regarding onsite wastewater treatment systems in Terrebonne to Parametrix, engineering consultant, for the Terrebonne Sewer Feasibility Study. ✓ Coordinated with the City of Bend and DEQ staff regarding the septic to sewer program, and the impact on homeowners with onsite wastewater systems. ✓ Worked with DEQ on permitting protective onsite wastewater systems in South Deschutes County. Participated in dozens of variance hearings for modified advanced treatment systems on severely limited sites. ✓ Adapted to COVID-19 limitations by remote working, electronic permitting, computer technologies, electronic communications and deploying staff from home. Staff was able to sustain performance measures, permit and inspection turnaround times and maintain high service levels demonstrating resilience, team work and professionalism to continue to serve the community. ✓ Hired two new Environmental Health Specialist trainees to fill a vacancy and expand the team. 27 CDD Work Plan 2022-23 / 2021 Annual Report 2022-23 Work Plan Projects • Coordinate with DEQ for a South County Groundwater sampling event and funding of a planned existing network of wells. • Train new staff trainees to become fully integrated team members knowledgeable about permitting, inspections and other onsite wastewater tasks. • Work with DEQ staff on planning for and funding of long term and regular well sampling events approximately every 10 years to monitor changes in water quality in the aquifer. • Apply for American Rescue Plan Act (ARPA) funding allocated to address problems related to failing and outdated septic systems through Oregon DEQ. If selected, work in coordination with Neighborlmpact to implement and manage the grant program through 2026. • Continue technical support as necessary toward the completion of the Terrebonne Sewer Feasibility Study. • Participate in the Upper Deschutes Agricultural Water Quality Management Area Local Advisory Committee. • Continue to participate in the City of Bend Storm Water Public Advisory Group and the Upper Deschutes Agricultural Water Quality Management Area Local Advisory Committee (Oregon Department of Agriculture). • Provide financial assistance opportunities to South County property owners to upgrade conventional systems to nitrogen reducing pollution reduction systems through Nitrogen Reducing System Rebates and the Neighborlmpact Non -conforming Loan Partnership. • Review current groundwater protection policies for South County and continuing variance applications with DEQ onsite staff to ensure goals of water resource protection are addressed. Highest risk areas may require greater scrutiny. • With development occurring in the Newberry Neighborhood in La Pine, review financial assistance programs for groundwater protection efforts. This may include creation of a financial advisory group process to include community members. • Amend Deschutes County Code Chapter 11.12, Transferable Development Credit Program to implement changes from BOCC Resolution 2019-040. • Coordinate with the Human Resources Department to evaluate, propose and implement strategies to attract and retain staff to meet increasing service demands in a highly competitive market. Staff Directory Todd Cleveland Environmental Health Supervisor (541) 617-4714 ! Todd.CleveIand@deschutes.org Keoni Frampton Environmental Health Specialist 1 (541) 330-4666 Keoni.Frampton@deschutes.org Kevin Hesson Environmental Health Specialist II (541) 322-7181 Kevin.Hesson@deschutes.org Lindsey Holloway Environmental Health Specialist 1 (541) 388-6596 Lindsey.Holloway@deschutes.org Kiley Rucker-Clamonsl' E� nvironmental Health Specialist II �; (541) 383-6709 Kiley.Rucker-Clamons@deschutes.org Martha Shields Permit Technician (541) 385-1706 : Martha.Shields@deschutes.org 28 CDD Work Plan 2022-23 / 2021 Annual Report Overview Planning consists of one Planning Director, one Planning Manager, two Principal Planners, two Senior Planners, two Senior Long Range Planners, one Senior Transportation Planner, six Associate Planners, four Assistant Planners and one Administrative Assistant. The Planning Division consists of two operational areas: Current Planning and Long Range Planning. Current Planning processes individual land use applications and provides information to the public on all land use related issues. Long Range Planning addresses the future needs of the county through updates to the comprehensive plan, changes to the County Code and other special projects Current Planning Responsible for reviewing land use applications for compliance with Deschutes County Code (DCC) and state law, including zoning, subdivision and development regulations, and facilitating public hearings with Hearings Officers and the BOCC. Staff is also responsible for verifying compliance with land use rules for building permit applications and septic permits; coordinating with Code Compliance to respond to complaints and monitor conditions of approval for land use permits; performing road naming duties; providing assistance at the public information counter, over the telephone and via email; and addressing in the rural County and City of Redmond under contract. Long Range Planning Responsible for planning for the future of Deschutes County, including developing and implementing land use policy with the BOCC, Planning Commission, community and partner organizations. It is in charge of updating the County Comprehensive Plan and zoning regulations, coordinating with cities and agencies on various planning projects taking place in the region, including population forecasts with Portland State University and cities. Staff also monitors and participates in annual legislative sessions, and serves on numerous local, regional and statewide committees primarily focusing on transportation, natural resources, growth management and economic development. Transportation Planning Provides comments and expertise on land use applications, calculates System Development Charges (SDC's) as part of land use application review process or upon request; provides comments to the Countys Risk Management Department regarding traffic issues for permitted events; participates in the annual County Capital Improvement Plan (CIP) process with the Road Department; applies for grants for enhanced bicycle and pedestrian facilities in coordination with the Bicycle and Pedestrian Advisory Committee (BPAC); participates in Oregon Department of Transportation (ODOT) funded refinement planning; coordinates road issues with Bureau of Land Management (BLM) and the United States Forest Service (USFS) for urban interface plans; and serves on several local and regional transportation committees, most notably BPAC, the Bend Metropolitan Planning Organization Technical Advisory Committee, and ;Central Oregon Area Commission on Transportation Technical Advisory Committee (TAC). Floodplain & Wetlands Planning Responsible for providing comments and expertise on land use applications, code compliance, and general property inquiries that require development, fill, or removal in mapped floodplain and wetland areas. Staff maintains certification as an Association of State Floodplain Managers (ASFPM) Certified Floodplain Manager to provide customers with up-to-date and accurate information regarding Federal Emergency Management Agency (FEMA) regulations, surveying requirements, and construction requirements. Coordination is frequently required with external agencies including FEMA, US Army Corps of Engineers, Oregon Department of State Lands, Oregon Department of Fish and Wildlife (ODFW), and USFS. 29 CDD Work Plan 2022-23 / 2021 Annual Report 2021 Year in Review ✓ Counter coverage averaged 219 customer visits a month compared to 197 in 2020. ✓ Staff responded to 2,332 emails and 2,920 phone call inquiries. This equates to over 194 emails and 243 phone calls per month during 2021. ✓ Received 1,089 land use applications compared to 869 in 2020, an increase of 25.3% over prior year. ✓ The Planning Division received 27 non -farm dwelling applications compared with 29 for 2020. ✓ 18 final plats were recorded in 2021 or are in the process of being recorded, creating a total of 154 residential lots. ✓ Issued a Request for Proposal (RFP) for a Comprehensive Plan Update. ✓ The Planning Division continued to offer electronic meetings for pre -application, Hearings Officer, Historic Landmarks Commission, and Planning Commission proceedings. Significant efforts were made to ensure each body, applicants, and members of the public could utilize this new technology. Meetings were also available by phone. Staff utilized social distancing protocols when members of the public met in -person. Throughout this transition, the division continued to meet its performance measures related to processing land use applications. Land Use Applications 30 CDD Work Plan 2022-23 / 2021 Annual Report 2021 Year in Review, continued Twenty (20) land use applications were reviewed by Hearings Officers in 2021 compared to 15 in'2020. They include: ✓ Caldera Springs Resort Final Master Plan ✓ Cell Tower (2 applications) ✓ Measure 49—Modification of Conditions ✓ Non -farm Dwelling (2 applications) ✓ Plan Amendment/Zone Change (2 applications) ✓ Private Air Strip ✓ Replacement Dwelling ✓ Sunriver Wastewater Treatment Facility ✓ Template Dwelling (3 applications) ✓ Thornburgh Destination Resort LUBA Remand ✓ Thornburgh Destination Resort Master Plan Modification ✓ Thornburgh Destination Resort Site Plan for Lodging ✓ Thornburgh Destination Resort Tentative Plat ✓ Variance ✓ Wildlife Area Dwelling Siting Requirement The BOCC conducted 16 quasi-judicial land use hearings or proceedings in 2021 compared to 14 in 2020. Three involved appeals heard by the BOCC (*): ✓ Campground* ✓ Hydroelectric Facility* ✓ Consideration of Appeal —Non -farm Dwelling (2 ✓ Improvement Agreement —Westgate applications) Subdivision ✓ Consideration of Appeal —Private Airstrip (2 ✓ Noise Variance applications) ✓ Reconsideration of a Tentative Plat* ✓ Consideration of Appeal —Replacement Dwelling ✓ Redmond UGB Amendment —Affordable ✓ Consideration of Appeal —Thornburg LUBA Housing Project Remand ✓ Road Naming (4 applications) Eleven (11) appeals were filed with the Land Use Board of Appeals (LUBA) in 2021, compared to 7 in 2020: ✓ Hydro Electric Facility ✓ Nonfarm Dwelling (2 applications) ✓ Plan Amendment / Zone Change ✓ Replacement Dwelling ✓ Tentative Plat ✓ Thornburgh Destination Resort —Tentative Plat & Site Plan ✓ Thornburgh Destination Resort —Quasi - Municipal Water right (4 applications) 31 CDD Work Plan 2022-23 / 2021 Annual Report 2021 Year in Review, continued The Planning Division processed two applicant -initiated Plan Amendment/Zone Changes and one zoning text amendment in 2021: ✓ Plan amendment and zone change for Exclusive Farm Use (EFU) property near 27th Street. ✓ Plan amendment and zone change for EFU property near the Bend Airport. ✓ Zoning text amendment to clarify slope setbacks in the Westside Transect Zone. Legislative Amendments The BOCC adopted: ✓ Guest Ranch /Subdivision Road Design Amendments —Staff -initiated legislative amendments to update the guest ranch sunset clause consistent with changes to state law and correct existing regulations related to subdivision road design requirements. ✓ Housekeeping Amendments —Staff -initiated legislative amendments to correct minor errors in the DCC. ✓ Marijuana Housekeeping Amendments —Staff -initiated legislative amendments to clarify existing regula- tions related to marijuana. ✓ Marjuana Retail/Annual inspection Amendments— Staff -initiated legislative amendments to extend recre- ational marijuana retail hours of operation and modify annual reporting requirements for marijuana production businesses. ✓ Westside TransectAmendments— Applicant -initiated legislative amendments to clarify slope definition. 32 CDD Work Plan 2022-23 / 2021 Annual Report 2021 Year in Review, continued Grants Certified Local Government Grant Planning staff administered an 18-month $11,500 Certified Local Government (CLG) Grant from the State Historic Preservation Office (SHPO) to assist Deschutes County with its historic preservation programs. Technical Assistance Grant Planning staff completed an 18-month $12,000 Technical Assistance (TA) Grant from the Department of Land Conservation and Development (DLCD) to discuss WMAC recommendations and begin updating Goal 5 wildlife habitat inventories. Transportation Growth Management Grant Planning staff coordinated with the ODOT to execute a $75,000 Transportation and Growth Management (TGM) Grant to update. the Tumalo Community Plan and implement the rural trails portion of the Sisters Country Vision Action Plan. Coordination with Other jurisdictions, Agencies and Committees Bicycle and Pedestrian Advisory Committee BPAC met 12 times, commenting on regional Transportation System Plan (TSP) updates, trail connections between cities and recreation areas, bicycle and pedestrian safety issues and ODOT projects, among others. Cascade East Transit Served on stakeholder committee for Bend to Mt. Bachelor/Elk Lake Summer Shuttle. Oregon Department of Transportation Participated in Terrebonne Refinement Plan TAC; Parkway Facility Management Refinement Plan TAC; Wickiup Jct. Refinement Plan (with City of La Pine); Bend US 97 North Corridor Planning; TAC for potential US 97 interchange slightly north of Bend; quarterly meetings -- -- with ODOT, Road Dept., and cities of Bend and Sisters to r review traffic modeling needs; participated in ODOT Highway Safety Plan goal setting; stakeholder committee for ' ODOT study on wildlife passages for US 20 between Bend and Santiam Pass; and served as Central Oregon representative to Governor's Advisory Committee on Motorcycle Safety. Deschutes River Mitigation and Enhancement Committee Convened a Deschutes River Mitigation and Enhancement Committee meeting to receive updates from ODFW and Central Oregon Irrigation District (COID). 33 CDD Work Plan 2022-23 / 2021 Annual Report 2021 Year in Review, continued Coordination with Other jurisdictions, Agencies and Committees City of Bend —Coordinated with City staff regarding: - Bend Airport Master Plan. - Bend Urban Growth Boundary (UGB) Amendment / HB 4079 / Affordable Housing Project. - RFP for Real Property Disposition and Development for Simpson Property. - Bend Metropolitan Planning Organization TAC. City of La Pine —Coordinated with City staff regarding: - Land use applications for effects on county road system. - Wickiup Junction Refinement Plan. - Preparing TGM grant to update the master plan for County -owned property in the Newberry Neighborhood. - RFPs for Real Property Disposition and Development for Newberry Neighborhood Quadrant 2a and 2d. City of Redmond —Coordinated with City staff regarding: - Redmond UGB Amendment / HB 236 / Affordable Housing Pilot Project. City of Sisters —Coordinated with City staff regarding: - Implementing Sisters Country Vision Plan. Deschutes County - Participated in Special Transit Funding Advisory Committee to review grant applications and award funds for transit providers and social service agencies. - Convened a Cannabis Advisory Panel per HB 3295. - Provided updates to BOCC regarding Non -resource lands, Natural Resource Stewardship Position, SB 391 (Rural ADUs), SB 762 (Wildfire Mitigation), wildlife inventories produced by ODFW, and dark skies project. - Provide updated to BOCC for RV park, manufactured home park, and campground expansions, and Agri -tourism opportunities. 34 CDD Work Plan 2022-23 / 2021 Annual Report 2022-23 Work Plan Projects Development Review • Respond to phone and email customer inquiries within 48 to 72 hours. • Issue all administrative (staff) decisions for land use actions that do not require prior notice within 21 days of determination of a complete application. • Issue all administrative (staff) decisions for land use actions requiring prior notice within 45 days of determination of a complete application. • Process Hearings Officer decisions for land use actions and potential appeals to the BOCC within 150 days per State law. • Develop websites accessible to the public to view records associated with complex land use applications. • Develop an interactive map for the Bend Airport that links land use approvals to specific structures and hangars. • Develop an interactive map for destination resorts that links land use approvals to specific phases. Comprehensive Plan Update • Administer a multi -year process to update the Comprehensive Plan. • Engage Terrebonne and Newberry Country residents to determine if community plans, goals, and policies meet the current and future needs of the area and whether there is an interest and readiness for a community plan update. Natural Resources • Natural Hazards —Develop a work plan to amend the Comprehensive Plan and County Code requiring defensible space and fire-resistant building materials per SB 762 (2021, Wildfire Mitigation). • Wildlife Inventories —Amend the Comprehensive Plan and Zoning Code to incorporate a new mule deer winter range inventory from ODFW. • Sage Grouse —Participate as a cooperating agency with the Bureau of Land Management (BLM) to evaluate alternative management approaches to contribute to the conservation of the Greater Sage - grouse and sagebrush habitats on federal lands. Transportation Growth Management (TGM) Grant • Update the Tumalo Community Plan. • Implement the rural trails portion of the Sisters Country Vision Action Plan. Transportation Planning • Amend Comprehensive Plan to incorporate TSP update in coordination with Road Department and O DOT. • Process Road Naming requests associated with certain types of development on a semi-annual basis. 35 CDD Work Plan 2022-23 / 2021 Annual Report 2022-23 Work Plan Projects, continued City of Bend Coordination • Amend the City of Bend UGB and County zoning to implement HB 4079, affordable housing project. • Adopt the Bend Airport Master Plan (BAMP) and amend the County's Comprehensive Plan and Development Code to incorporate the updated BAMP and implementation measures to allow new airport -related businesses. • Coordinate with City of Bend on growth management issues, including technical analyses related to housing and employment needs. City of La Pine Coordination • Participate with Property Management and the City of La Pine process to update and amend the County - owned Newberry Neighborhood comprehensive plan designations, master plan and implementing regulation. City of Redmond Coordination • Coordinate with City of Redmond to implement their Comprehensive Plan update. • Coordinate with City of Redmond and Central Oregon Intergovernmental Council on CORES, multi - stakeholder regional emergency coordination center. City of Sisters Coordination • Participate in the implementation of Sisters Country Vision Plan and City of Sisters Comprehensive Plan Update. 36 CDD Work Plan 2022-23 / 2021 Annual Report 2022-23 Work Plan Projects, continued Growth Management Committees • Coordinate and/or participate on Deschutes County BPAC, Project Wildfire, and Mitigation and Enhancement Committee. Historic Preservation —Certified Local Government Grant • Administer the 2021-2022 CLG Grant from the SHPO. • Apply for 2023-2024 CLG Grant, including coordination with the Historic Landmarks Commission and the City of Sisters on priority projects to include in the grant proposal. Housekeeping Amendments • Initiate housekeeping amendments to ensure County Code complies with State law. Housing Strategies • Amend County Code to implement SB 391, Rural ADUs. • Amend County Code to remove barriers to the placement of small manufactured homes that otherwise meet building code specifications. • Amend County Code to repeal Conventional Housing Combining Zone. • Amend County Code to define family for unrelated persons HB 2538, Non -familial Individuals • Explore options and approaches to address rural housing and homelessness as allowed under State law. • Monitor Terrebonne and Tumalo Sewer Feasibility Studies. Legislative Session (2022-23) • Participate in legislative or rulemaking work groups to shape State laws to benefit Deschutes County. Planning Commission Coordination • Coordinate with the BOCC to establish strategic directions for the Planning Commission. 37 CDD Work Plan 2022-23 / 2021 Annual Report 2022-23 Work Plan Projects, continued Zoning Text Amendments • Minor variance 10% lot area rule for farm and forest zoned properties. • Outdoor Mass Gatherings to be addressed more thoroughly. • Re -platting. • Sign code to become consistent with federal law. • Accessory structure amendments clarifying they must be built concurrent with or after the establish- ment of a primary residence. Specify allowed facilities (baths, cook tops, wet bar) in residential accesso- ry structures. • Section 6409(a) of the Spectrum Act (Wireless Telecommunication Amendments). • In conduit hydroelectric generation code amendments. • Revisit Ham Radio Tower regulations. Staff Directory Will Groves Planning Manager (541) 388-6518 William.Groves@deschutes.org Anthony Raguine Principal Planner — �(541) 617-4739 Anthony.Raguine@deschutes.org _ -- ------ -��- .- - Brooke Clark Administrative Assistant (541) 617-4707 Brooke.Clark@deschutes.org Kyle Collins Associate Planner (541) 383-4427 Kyle.CoIlins@deschutes.org Dan DiMarzo Assistant Planner (541) 330-4620 Daniel. DiMarzo@deschutes.org �— Caroline House - p� -Senior Planner �- �i (541) 388-6667 Caroline. House@deschutes.org AveryJohnson Assistant Planner (541) 385-1704 Avery.Johnson@deschutes.org Raleigh King �5 I^ Associate Planner —_ 1-- �5 (541)383-6710 J. -Ji- --- - Haleigh.King@deschutes. org --- - - - --------� Nathaniel Miller Associate Planner (541) 317-3164 Nathaniel.Miller@deschutes.org r Tar RawlingsT 1 Associate Planner ----- (541) 317-3148 � �� - - -- - ----- -- --- J Tarik.Ra-wlings@deschutes.org Peter Russell Senior Transportation Planner (541) 383-6718 Peter.Russell@deschutes.org Tanya Saltzman 1� Senior Long Range Planner -1k (541) 388-6528 1i Tanya.Saltzman@deschutes.org Audrey Stuart Associate Planner (541) 388-6679 Audrey.Stuart@deschutes.org Rachel Vickers; Assistant Planners (541)388-6504 J; Rachel.Vickers@deschutes.org Ben Wilson Assistant Planner (541) 385-1713 Ben.Wilson@deschutes.org Ashley Williams Administrative Assistant Ashley.Williams@deschutes.org 38 CDD Work Plan 2022-23 / 2021 Annual Report 2021 Statewide Planning Goal 1, Citizen Involvement, requires cities and counties to create a citizen involvement program that provides opportunities for community participation in land use planning processes and decisions. Land use legislation, policies and implementation measures made by Oregonians nearly 50 years ago helped shape Oregon's urban and rural environments. Likewise, choices made today will ultimately shape these areas in the future. Successful land use planning occurs through an open and public process that provides room for information gathering, analysis and vigorous debate. Deschutes County's Community Involvement program is defined in Section 1.2 of the Comprehensive Plan. This chapter identifies the County Planning Commission as the committee for citizen involvement. It also contains the County's Community Involvement goal and corresponding five policies that comply with Goal 1. This report briefly discusses the noteworthy community involvement actions undertaken by the Planning Division in 2021. The report is intended to provide county residents and stakeholders with a tool to assess its effectiveness and offer additional suggestions the County can utilize to ensure that its diverse communities remain actively involved in land use planning discussions. 39 CDD Work Plan 2022-23 / 2021 Annual Report 2021 Planning Commission The Planning Commission convened 21 times to consider: ✓ CDD FY 2021-22 Annual Report & Work Plan ✓ Dark Skies Update ✓ Deschutes County Noxious Weed Program ✓ Deschutes 2040—Orientation to Statewide Planning Goal 8 ✓ Deschutes 2040—Orientation to Statewide Planning Goal 9 ✓ Deschutes 2040—Orientation to Statewide Planning Goals 10, 11, 13 and 14. ✓ DLCD TA Grant / Update / Progress Report ✓ Guest Ranch and Title 17 Amendments ✓ Hemp and Title 17 Amendments ✓ Hemp Panel Discussion ✓ joint BOCC / Planning Commission Work Session ✓ Marijuana Housekeeping Amendments ✓ Marijuana Retail and Annual Reporting Text Amendments ✓ Natural Resource Stewardship Position ✓ Planning Division Work Plan Update ✓ Rural Economic Development Discussion ✓ Rural Economic Development Opportunities Panel Discussion ✓ SB 391—Rural ADU Legislation ✓ TGM Grant Update ✓ TSP Update ✓ Tumalo Roundabout Update ✓ Water Panel Discussion and Preparation ✓ Westside Transect Amendment ✓ Wildlife Inventory Update & Virtual Open Houses ✓ Wildfire Mitigation Amendments and SB 762 40 CDD Work Plan 2022-23 / 2021 Annual Report 2021 Historic Landmarks Commission Convened 4 times in 2021 to consider: ✓ Camp Polk Pioneer Cemetery ✓ CDD FY 2021-22 Annual Report & Work Plan ✓ Certified Local Government Grant Application ✓ City of Sisters Check -In ✓ Field Trip Discussion ✓ Historic Landmarks Commission Policies and Procedures Manual ✓ Regional Coordination ✓ Updates from Bend and Redmond Historic Landmarks Commission 41 CDD Work Plan 2022-23 / 2021 Annual Report