CITY COUNCIL Agenda

520 E. Cascade Avenue - PO Box 39 - Sisters, Or 97759 | ph.: (541) 549-6022 | www.ci.sisters.or.us

Wednesday, February 13, 2019 520 E. Cascade Avenue, Sisters, OR 97759 - Council Chambers

5:00 P.M. JOINT CITY COUNCIL AND BOARD OF COUNTY COMMISSION MEETING I CALL TO ORDER/PLEDGE OF ALLEGIANCE

II ROLL CALL

III INTRODUCTIONS

IV SISTERS COUNTRY HORIZONS COMMUNITY VISION A. Final Vision Review-C. Misley B. DISCUSSION AND CONSIDERATION OF RESOLUTION 2019-01: A RESOLUTION OF CITY OF SISTERS ADOPTING SISTERS COUNTRY HORIZONS COMMUNITY VISION AND ACTION PLAN. C. DISCUSSION AND CONSIDERATION OF RESOLUTION 2019-001: A RESOLUTION OF DESCHUTES COUNTY ACKNOWLEDGING THE SISTERS COUNTY HORIZONS COMMUNITY VISION AND ACTION PLAN.

V CITY UPDATES A. Development Updates- P. Davenport, C. Misley

VI COUNTY UPDATES A. Building Code Update- Randy Scheid B. Crisis Center Update-Dr. George Conway C. Solid Waste Management Plan Update/Next Steps-Timm Schimke

VII VISITORS COMMUNICATION

VIII OTHER BUSINESS

IX ADJOURN

Pursuant to ORS 192.640, this agenda includes a list of the principal subjects anticipated to be considered at the above referenced meeting; however, the agenda does not limit the ability of the Council to consider or discuss additional subjects. This meeting is subject to cancellation without notice.

This meeting is open to the public and interested citizens are invited to attend. This is an open meeting under Oregon Revised Statutes, not a community forum; audience participation is at the discretion of the Council. The meeting may be audio taped. The meeting location is accessible to persons with disabilities. A request for an interpreter for the hearing impaired or for other accommodations for persons with disabilities should be made to the City Recorder at least forty-eighty (48) hours in advance of the meeting.

The City of Sisters is an Equal Opportunity Provider

VISION ACTION PLAN FINAL

Sisters Country Horizons Visioning Project City of Sisters, Oregon February 13, 2019 (Last Updated: 01.30.19)

Prepared by Steven Ames & Ruth Williamson NXT Consulting Group • Bend|Portland, Oregon

SISTERS COUNTRY HORIZONS CONTRIBUTORS

PROJECT SPONSOR – City of Sisters, Oregon Chuck Ryan, Mayor Cory Misely, City Manager Kerry Prosser, City Recorder Patrick Davenport, Community Development Director Carol Jenkins, Planning Technician Julie Pieper, Finance Administrative Assistant

PROJECT PARTNERS Deschutes County Community Development Department Central Oregon Intergovernmental Council (COIC) Community & Economic Development Department Oregon's Kitchen Table initiative, Portland State University Citizens4Community

PROJECT MANAGEMENT TEAM (PMT) Patrick Davenport, Director, Sisters Community Dev. Scott Aycock, Mgr., Community & Economic Dev., COIC Nick Lelack, Director, Deschutes Community Dev. Janel Ruehl, Program Coordinator, COIC Nicole Mardell, Associate Planner, Deschutes County Amy Burgstahler, Citizens4Community

VISION ACTION TEAM (VAT) Chuck Ryan, City of Sisters; VAT Chair Ann Marland, Sisters Trail Alliance Nick Beasley, Cascade Street Distillery Jack McGowan, Sisters-CS Fire District Board Julie Benson, Sisters Eagle Airport Nicole Mardell, Deschutes Country; Horizons PMT Paul Bertagna, City of Sisters, Public Works Suzanne Pepin, Sisters Rural Area Representative Art Blumenkron, Sisters Planning Commission Ian Reid, U.S. Forest Service, Sisters District Ranger Bob Burgess, Sisters Arts Association Emily Rickards, The Open Door Restaurant Amy Burgstahler, Sisters Country Horizons PMT Janel Ruehl, COIC; Horizons PMT Marie Clasen, Habitat for Humanity Craig Rullman, Running Iron Nancy Connolly, Sisters City Council President Dennis Schmidling, Sisters Art Association Patrick Davenport, Sisters Community Development Curtiss Scholl, Sisters School District Superintendent Dixie Eckford, City Parks Advisory Board Mandee Seeley, Houseless Persons Advocate Caprielle Foote-Lewis, EDCO Sisters Pete Shepherd, Citizen Activist Bill Hall, Community Activist Steve Swisher, Deschutes Planning Commission Robyn Holdman, Citizens4Community John Tehan, Sisters Country Property Owner Karen Hulbert-Hickman, Sisters Rural Area Rep Fran Willis, Oregon Community Foundation (ret.) Roger Johnson, Sisters-CS Fire District, Fire Chief

CONSULTANT & AFFILIATES, PROFESSIONAL SUPPORT NXT Consulting Group LLC, Bend|Portland, Oregon Steven Ames, Principal Donald Rushmer, Managing Principal Ruth Williamson, NXT Consulting Affiliate. Principal, Ruth Williamson Consulting, Bend, Oregon Steve Maher, NXT Consulting Affiliate. Principal, Steve Maher New Media, Wenatchee, Washington Michele Neary, NXT Consulting Affiliate. Principal, Mad Bird Design, Portland, Oregon Sarah Giles, Wendy Willis, Oregon's Kitchen Table Initiative, Portland State University Kyle Collins, Peter Gutowsky, Zechariah Heck, Izze Liu, Matt Martin, Nate Miller, Tarik Rawlings, Jacob Ripper, Tanya Saltzman, Hether Ward, Deschutes County Community Planning Department

SISTERS COUNTRY HORIZONS 4 FINAL VISION ACTION PLAN CONTENTS

INTRODUCTION & OVERVIEW 4

SISTERS COUNTRY – PROFILE OF A CHANGING COMMUNITY 6

SISTERS COUNTRY HORIZONS – A COMPREHENSIVE COMMUNITY CONVERSATION 12

OUR VISION FOR SISTERS COUNTRY – A LEGACY FOR GENERATIONS TO COME 17

SISTERS COUNTRY HORIZONS STRATEGIES & ACTIONS 18 • Prosperous Sisters 19 • Livable Sisters 20 • Resilient Sisters 21 • Connected Sisters 22

IMPLEMENTING THE VISION ACTION PLAN 24

APPENDIX – Sisters Country Horizons Vision Action Plan Implementation Guide 27 • Introduction & Overview 28

SISTERS COUNTRY HORIZONS 3 FINAL VISION ACTION PLAN INTRODUCTION & OVERVIEW

The Vision Action Plan presented in this report is the final outcome of the Sisters Country Horizons community visioning project of the City of Sisters, Oregon conducted in 2018.

The City sponsored this effort to engage the community in a comprehensive conversation about the future of Sisters Country, to renew and update the community's existing vision for the future, and to develop a community-based action plan to engage the City and its key partners in achieving that vision over time, focusing on the next five years.

Deschutes County and Central Oregon Intergovernmental Council, along with PSU's Oregon's Kitchen Table project and Citizens4Community, partnered with the City in this effort.

As its name implies, the Horizons project focused on the Sisters Country area of Deschutes County – loosely defined as the Sisters School District 006 and Camp Sherman, including the city of Sisters proper, along with outlying residential developments and unincorporated areas, ranches and farms. The project actively reached out to residents throughout Sisters Country to engage them in the conversation.

To accomplish this goal, the project incorporated an exhaustive outreach and engagement effort. Key activities included: stakeholder interviews with 81 community leaders; 13 local community meetings conducted across the area; additional "kitchen table" meetings run by residents themselves; two major online surveys along with additional web-based options for public comment; four community forums focused on the vision's four respective focus areas; and a culminating Vision Summit.

Special outreach was also conducted for local service clubs, senior citizens, high school students, veterans, the Latino community, Millennials, and others.

All of these activities were promoted by a project website and social media, along with press releases for local and regional media. As a result, a number of articles were published by The Nugget, Bend Bulletin and Bend Magazine. The project also developed a bespoke brand identity, logo and tagline, designed to be useful beyond the visioning process itself.

By the end of the process, nearly 2,000 participants had been engaged in the conversation, accounting for tens of thousands of individual comments and suggestions. This input eventually culminated in an overarching long-range vision statement presented at the Summit in September and 20 top priority Strategies recommended by the public for implementation over time.

Following these activities, a 31-member Vision Action Team (VAT) was formed and charged with reviewing and refining the strategies, and developing a vision action plan to promote their implementation.

The VAT met six times in the fall of 2018 to develop this plan, totaling nearly 500 hours of citizen time. Five strategies were fully developed for each of four focus areas: Prosperous Sisters, Livable Sisters, Resilient Sisters and Connected Sisters, along with detailed action steps,

SISTERS COUNTRY HORIZONS 4 FINAL VISION ACTION PLAN suggested lead partners for their implementation, timelines and milestones. The City of Sisters, the major plan partner, commenced an effort to secure the commitments of other partners.

The final Vision Action Plan is intended to be a "living plan" and a guide to future action by the Lead Partners who sign on to help implement it. At the same time, it is not a legally binding document, but rather a catalogue of ideas and possibilities with the ambition of making it happen to the best of the City and its partners’ abilities. Sisters City Council, as well as the boards of other Lead Partner organizations, is anticipated to adopt the plan.

Some actions in the plan may take up to five years (or beyond) to fully implement, and not every action called out in the plan may be achieved. It is also expected that the final list of Lead Partners may change or evolve over time, as may the actions themselves that they commit to undertake.

That said, based on the thousands of comments received from residents across Sisters Country, it is clearly the community's expressed desire that most of what is called out in the Vision Action Plan will, in fact, be achieved. And the results will mean a more prosperous, livable, resilient and connected Sisters Country – better prepared for whatever the future may bring.

NXT Consulting Group, consultant to the Sisters Country Horizons project, would like to thank the many elected officials, citizens, community members and volunteers who helped make this visioning process an exceptional community effort.

This long list includes: the Mayor of Sisters, President of Sisters City Council, and Sisters City Councilors; City of Sisters City Manager, City staff and the Community Development Department; Project Partners Deschutes County, Central Oregon Intergovernmental Council, Oregon's Kitchen Table and Citizens4Community; the Horizons Project Management Team; the Horizons Vision Action Team (VAT); numerous planners at Deschutes County who assisted with community meetings and VAT planning sessions; community leaders who volunteered to be interviewed by the Horizons project; volunteers who were trained and helped facilitate community meetings and/or kitchen table sessions; volunteers who assisted with special outreach to youth, seniors, veterans and the Latino community; and the many contributors who created the Sisters Horizons Community Quilt, itself a catalogue of ideas and possibilities.

During the course of this project, it has been said many times that if there is one person smarter than any of us, it's all of us. The residents of Sisters Country have demonstrated many times over that they possess the intelligence, vision and courage to ensure a bright future for their community and all its residents – and a legacy for generations to come.

SISTERS COUNTRY HORIZONS 5 FINAL VISION ACTION PLAN SISTERS COUNTRY – PROFILE OF A CHANGING COMMUNITY

Situated at the eastern base of Cascade Range, "Sisters Country" is the widely used name for a much loved, stunningly beautiful part of Deschutes County, Oregon. The majestic Three Sisters peaks – just miles from the city of Sisters and visible from almost every part of the region – lend the region its name and help define its lifestyles, identity and brand.

As the heart of Sisters Country, the city of Sisters lies where the Santiam and McKenzie highways converge at the west end of town to form Cascade Avenue and separate again on their way to Bend and Redmond to the east. Most Sisters Country residents frequent the city as part of their daily lives, for school and work, business and shopping, and government, professional and medical services – traveling to Bend or Redmond for those needs that cannot be met locally.

Population Growth and Change

During the latter half of the 20th century, the city of Sisters' population grew (and declined) in direct relation to its economic fortunes. In 1950 the population was 723 and 50 years later in the year 2000 it was still only 959. However, with the 21st century came a sustained period of growth as more people discovered Sisters. Despite the disruption of the Great Recession in 2008-09, the city's population in 2016 was estimated to be 2,537 – and growing.

The population of the city of Sisters is largely white (estimated at 94% in 2016), although there is a small but growing Latino population. The population is slightly older and more affluent than the state as a whole, while the median value of the city's housing is higher than that of the state.

Demographic information for the larger Sisters Country area is not easy to quantify, as most available data is not collected or aggregated by its informal boundaries. The best approximation can be found in examining combined data for Black Butte and Sisters school districts (which includes the city of Sisters). In 2016, the combined Census-estimated population of this area was 7,796, or a little more than three times that of the city of Sisters proper. This would indicate that two-thirds of the Sisters Country population lives outside the city – or roughly twice as many people as live within it.

The statistical differences with the rest of the state appear to be more pronounced for the part of Sisters Country that lies outside the city. Anecdotally, this area is considered older and more affluent. Population in the wider region has also grown during the last two decades.

History and a Changing Economy

Sisters Country has a rich and colorful history, shaped by its geographic location and spectacular geology, pre-history, early pioneers and settlers, development of the town of Sisters (first incorporated in 1946), and the area's legacy economy, including logging, lumber and wood products, ranching and farming.

In latter decades of the 20th century, the economic profile of the area began to shift significantly, with the decline of logging and closure of the town's sawmills – and rise of destination resorts, tourism, arts and cultural amenities, and outdoor recreation. Catalyzed by the development of Black Butte Ranch resort, the downtown Sisters' 1880's building façades and Western-themed visitor

SISTERS COUNTRY HORIZONS 6 FINAL VISION ACTION PLAN attractions grew from the 1970s onward, launching a new chapter in the community's economic development.

Today, the "Sisters County" brand is promoted by the Sisters Area Chamber of Commerce and bolstered by iconic Western events, including the Sisters Rodeo, Sisters Outdoor Quilt Show and Sisters Folk Festival. These, in turn, have fostered the spin-off of newer arts and craft, performance and visitor-related events and attractions.

While government (including the U.S. Forest Service), administration, education, accommodations and food, and professional/technical services are relatively large sectors of the Sisters compared to the state as a whole, the number of innovative new companies, telecommuting workers (i.e., "lone eagles"), and independent entrepreneurs has begun to grow, drawn by its location, amenities, and quality of life. An influx of retirees also has also brought a steady stream of former professionals, not to mention retirement incomes and accumulated wealth.

Middle- and lower-income families in Sisters Country have not fared so well in Sisters Country of late, as living wage jobs are not easy to find and rising housing costs have made it more difficult for Millennials, young families and minority residents to sink roots. There is also a small but significant population of homeless families living in the area, some of whom have encamped in nearby forests.

The lack of affordable housing and family wage jobs has also challenged local schools, which have faced declining enrollments in recent years. Sisters' schools are considered the heart of the community by many, with a history of strong financial support, community-based initiatives, and academic excellence. The School District offers innovative programming reflecting the area's evolving economy, including the Americana, arts and luthier programs, and the Interdisciplinary Environmental Expedition.

As to its future economy, Sisters Country recognizes that tourism and the arts and recreational economies will continue to be a major source of its future prosperity. Rural Sisters Country, which continues to support ranching and agricultural operations, also hosts other visitor amenities and attractions.

At the same time, clean, light industry and smaller specialty companies compatible with the local culture are seen as critical to a more sustainable and equitable economy that can support working families. Currently, existing and potential relocating traded-sector employers (i.e., companies that produce goods and services sold outside the region) estimate 450 new year-round non-seasonal jobs, which will significantly impact the local and regional economy. Not only would this represent a significant number of new jobs, but also a shift in the economic base toward greater diversification.

Economic Development for Central Oregon's (EDCO) Sisters staff is working with the City, other government agencies, Sisters Area Chamber of Commerce, local businesses, investors and developers, and the community-at-large to strategically assist in diversifying the future economy of Sisters.

Planning for Future Growth and Development

The City of Sisters, Deschutes County and Central Oregon Intergovernmental Council (COIC) are actively involved in planning for the future growth and development of Sisters and Sisters Country. The City of Sisters has purview over plans, policies and ordinances affecting the city proper, while

SISTERS COUNTRY HORIZONS 7 FINAL VISION ACTION PLAN Deschutes County provides traditional county services for the entire area, administers building codes for the City of Sisters, and oversees planning and policy for all unincorporated areas outside the City. COIC offers a range of regional planning and governmental services that includes Sisters Country, focusing on community economic development, education and training, transportation and more.

The City of Sisters has active public works, planning and community development departments, and a full slate of plans and policies guiding the town's growth and development. These include the Sisters Comprehensive Plan (last updated in 2014), Transportation System Plan Refinement (June 2018), Natural Hazards Mitigation Plan (prepared in collaboration with Deschutes County) (2015), Greater Sisters Country Community Wildfire Protection Plan (2014), Sisters Housing Plan (2010), and Downtown Urban Renewal Plan (2003).

Among the City's active planning projects in 2018 were the Community Planning Assistance for Wildfire project (CPAW), Whychus Creek Riparian Restoration and Fish Passage Project, and the Sisters Country Horizons visioning project. A complete update of the City's Comprehensive Plan is expected to be undertaken in the next couple years.

Sisters Country Horizons Visioning Project

The Sisters Country Horizons project is intended to provide a larger context for more detailed plans and initiatives of the City, County and COIC, and to do so in a way that engages the diverse perspectives and input of the wider public across the region.

The Sisters City Council has expressed a desire for the project to develop a better understanding and what local residents, both inside and outside city limits, aspire to for the future of their community – and what types of projects they are willing to support. The visioning project also has been seen by some as part of a response to a recent difficult period in community relations – and the expressed desire for more inclusive, civil conversations about the area's future.

Not surprisingly, the Horizons project is not the first time Sisters Country has set its sights on the future. The most recent vision plan for Sisters Country was undertaken more than a decade ago. Sponsored by the Community Action Team of Sisters, COIC and Rural Development Initiatives, Inc., this effort resulted in the Community Vision and Strategic Plan (2007). The plan included seven focus areas, a long list of action projects, and identified project "champions." Many of the recommended projects were achieved over time, although the Great Recession put a damper on local initiatives and the plan was never formally updated.

The Horizons project is built in part on the foundation of the 2007 plan. At the same time, it has involved local governments as project sponsors, reframed the vision's focus areas into a shorter list, and addressed a number of trends that have accelerated since 2007 (see below). It has also been designed to encourage ongoing involvement of the City of Sisters, its partner agencies and the wider community to help ensure the implementation of its vision action plan over time. (See "Implementing the Vision Action Plan," page 24.)

Emerging State and Local Trends & Strategic Issues

While the Sisters Country Horizons project was launched during a relatively stable and prosperous time in the state and local economies, the future could be seen as more challenging. Below are

SISTERS COUNTRY HORIZONS 8 FINAL VISION ACTION PLAN some of the trends projected to have major impacts Oregon's local communities going forward, including observations on how they may affect Deschutes County and Sisters Country. This information was gathered from a variety of government, educational and independent research organizations, and online data sources.

• Oregon’s population is growing. Oregon's statewide population is forecast to increase by nearly a million people, from 3.97 million in 2014 to 4.8 million in 2030, with most population growth occurring in urban centers. This is due in part to increased levels of in- migration from others states; over the last decade, Oregon has had one of the highest levels of in-migration from other states in the entire nation. Deschutes County is one of the fastest growing counties in Oregon; current forecasts show County population increasing from nearly 188,000 in 2018 to 244,000 in 2040. Similarly, the City of Sisters population is forecast to nearly double from 2,691 in 2018 to 5,169 in 2043. Forecasts for future growth in rural parts of Deschutes County while significant are somewhat lower than its urbanized areas.

• Oregon’s population is aging. Oregon’s percentage of citizens over 65 is growing faster than the nation as a whole (an 18% increase from 2010 to 2014 compared to 14% for the nation as a whole). This increase is happening across the state and in every county, and is due to the aging Baby Boomers as well as an influx of retirees from other places. Sisters Country has become a significant destination for more affluent retirees.

• Oregon’s population continues to diversify. Oregon will continue to become more racially and culturally diverse, especially with a burgeoning Hispanic population dominating younger cohorts. Oregon's Hispanic population grew five times faster than the rest of the population between 2000 and 2014, increasing by 65%. Sisters Country has attracted a small but growing number of Latinos; Hispanics accounted for an estimated 4% of the area's population in 2016.

• Oregon’s economy is restructuring and diversifying. Oregon’s economy has largely recovered from the Great Recession, and continues its long-term trend away from resource-based and extractive industries to a more diversified economy. Rural areas of Oregon continue to lag behind its larger cities economically, but the State of Oregon is working to link natural resources with innovation to create new jobs in rural areas. With its quality of life, natural amenities, and arts and tourism industries, the city of Sisters could be considered a prime example of the economic potential of Oregon's smaller communities.

• Oregonians continue to earn less than the nation with a few exceptions. In 2014 median household income in Oregon was slightly above $51,000, or more than $2,500 less than the nation as a whole. At the same time, Oregon currently has one of the higher minimum wages in the nation. Oregon's highest household incomes are in the Portland metro area and Deschutes County, and yet there are significant numbers of households in the county that struggle with the area's high living costs, especially housing. This problem is very evident in Sisters Country and a focus of local government and community-based organizations.

• Oregon’s cities have relatively stronger controls over new development. As Oregon grows, the State’s comprehensive land-use planning system will provide Oregon cities a relatively

SISTERS COUNTRY HORIZONS 9 FINAL VISION ACTION PLAN greater degree of control over new development than other states – and potentially higher levels of community livability. The city of Sisters continues to grow, but faces long-term constraints on land for both housing and industrial development due to adjacent public lands and exclusive farm use lands. Vacant and buildable land within City limits is highly constrained. The City projects a need for 922 new housing units by 2038 – but not enough land to accommodate 20 years of residential growth. The largest and most significant parcel of potentially developable land in the city is the 81-acre Forest Service property.

• Homelessness is becoming a bigger issue in Oregon. For the foreseeable future the number of people affected by homelessness in Oregon is projected to grow, placing increased stresses on schools and local social services, housing, drug treatment and mental health providers, and the criminal justice system. With known encampments in its vast expanse of adjacent public lands, the homeless situation in Sisters Country is not as visible as other Deschutes County communities, but significant nonetheless. The community and schools have responded to this challenge with a number of programs and initiatives.

• Oregonians are stepping up preparations for climate change and natural disasters. Oregon faces the threats of climate change in the form of increasing average temperatures, ongoing serious droughts, and the threat of large-scale wildfires, as well as the predicted Cascadia Subduction Zone earthquake. At the same time, "climate refugees" are also expected to increase in their numbers in Oregon, including migrants from more severely climate- impacted areas of California, the Southwest and beyond.

Sisters Country faces the possibility of larger, catastrophic wildfires and affiliated impacts in the future. Research shows that the largest fires in Deschutes Country over the last century have occurred since the year 2000, and that most of them have occurred in the vicinity of Sisters Country. The Milli Fire of 2017 burned 24,000 acres in the Deschutes National Forest and Three Sisters Wilderness, came within several miles of the City of Sisters, and caused the cancellation of key summer activities and the Sisters Folk Festival. In 2018, the City of Sisters was a participant in the Community Planning Assistance for Wildfire project.

There is a predicted 37% chance of a Cascadia earthquake occurring between now and 2065. Impacts will be severe on the Oregon coast and serious in the western valleys, while more moderate in Central Oregon. However, after the quake Central Oregon will become the center for Federal emergency response (FEMA), possibly the temporary seat of state government, and the state’s transportation and distribution hub for two years or more. Large population migrations to Central Oregon from Western valleys in the short term are anticipated with major impacts on housing, traffic, cost of living and day-to-day life.

State and local governments are increasingly focused on building greater resiliency in local communities in Oregon. The State of Oregon has a State Resiliency Plan and localities are working to increase public awareness and readiness. In addition to wildfires and earthquakes, Central Oregon and Sisters Country face a number of other potential natural hazards. Deschutes County and the City of Sisters are working aggressively to anticipate and prepare for a range of potential natural disasters, including fire and volcanic events.

SISTERS COUNTRY HORIZONS 10 FINAL VISION ACTION PLAN • Use of public lands, parks and recreational amenities continues to increase in Oregon. With its exceptional natural attractions and large amount of public lands, Oregon will continue to focus on both economic utilization and public enjoyment of its natural amenities. More and more people will be using national, state, regional and local parks and recreational facilities, bringing more potential visitors, tourists and new residents to Sisters Country. While offering potential large economic benefits to the region, these activities may have associated impacts such as traffic congestion, demand for vacation rentals, and potential overuse of local parks and other recreational facilities.

Community Perceptions on Change

Beyond the data and forecasts, local community residents often have very accurate insights into the impact of change on their communities, informed by their daily experiences and personal observations. Such insights were on full display during the Horizons visioning process. (See "Sisters Country Horizons – A Comprehensive Community Conversation," page 12.) In the first of two online community surveys, hundreds of respondents voiced their opinions on the biggest challenges facing the future of the region.

Among the top challenges cited by respondents: • Planning for and managing future growth • Meeting the need for more affordable housing • Ensuring sufficient living wage jobs • Addressing traffic congestion • Undertaking key transportation improvements

Also mentioned were a number of distinctly more social challenges, including: • Maintaining the small-town character of Sisters Country • Building greater community trust • Meeting the needs of the region's young adults and families

Finally, respondents cited adapting and responding to change itself as among the greatest of challenges facing the future of Sisters Country. These challenges directly informed the Sisters Country Horizons visioning process and its resulting Vision and Action Plan. (See "Sisters Country Horizons Strategies & Actions," page 18.)

SISTERS COUNTRY HORIZONS 11 FINAL VISION ACTION PLAN SISTERS COUNTRY HORIZONS – A COMPREHENSIVE COMMUNITY CONVERSATION

From the beginning, the Sisters Country Horizons visioning project was intended to be a conversation as broad and comprehensive as the landscape of the Central Oregon Cascades.

The project's overarching goal was a ‘whole of community’ vision, reflecting the breadth, depth and diversity of the Sisters Country region. For this reason, the visioning process was inclusive of many voices as possible – rural and urban, young and old, newcomers and old-timers – reflecting their shared values, perceived challenges, and aspirations for the future of the area.

For the better part of a year, community leader interviews, on-line surveys, meetings and forums offered multiple opportunities for citizens of all backgrounds and perspectives to contribute their ideas and feedback. Toward the end of the process, guided by a task force of 31 community leaders, the focus shifted to developing a concrete plan of action to achieve the vision.

As a result, the resulting vision and plan feel both ‘right-sized’ yet full of the possibility and promise of the wider Sisters Country community. Here’s how we got there...

Project Organization & Structure

Sponsored by the City of Sisters, the Sisters Country Horizons visioning process was undertaken in partnership with Deschutes County and the Central Oregon Intergovernmental Council (COIC). Oregon’s Kitchen Table, a program of Portland State University affiliated with COIC and Citizens4 Community also partnered with the project. These groups formed a Project Management Team that met 20 times over the course of the project. NXT Consulting Group of Bend and Portland led the planning process.

The area of study for the project – Sisters Country – was defined as the part of Deschutes County served by the Sisters School District 006, including the city of Sisters itself, surrounding unincorporated communities and residential areas, local ranches and farms, as well as a small area outside the District. Even though it lies within Jefferson County, Camp Sherman is typically considered part of Sisters Country and was a part of this assessment.

As a comprehensive community visioning process, the Horizons project was based on a planning approach known as the Oregon Model. This approach, employed by scores of communities across the state, is driven by a series of questions, tapping into the inherent wisdom of the community about its future. The process was delivered over the span of 2018, with framing of the process in the late winter, setting the context in the early spring, conducting visioning activities late spring through early fall, and developing the plan in the fall and early winter.

SISTERS COUNTRY HORIZONS 12 FINAL VISION ACTION PLAN The content of all Horizons project conversations was organized around four focus areas providing the structure of the vision and action plan – Prosperous Sisters, Livable Sisters, Resilient Sisters, and Connected Sisters. These themes became the "mantra" of project organizers, facilitators and participants alike – organizing and adding specificity to the higher- level discussions.

Stakeholder Interviews (February-April 2018)

As the first step of engagement for its visioning process, Sisters Country Horizons conducted a series of stakeholder interviews between February and April 2018.

Interviewees were identified as community leaders and opinion shapers for the Sisters Country community. Building on an initial list recommended by the City, the number of interviews grew significantly. Additional referrals were added to reflect the broader diversity of the community, with attention paid to emerging business and cultural leaders, Millennials, and representatives of underserved or under-represented residents, including rural areas. Fully 81 individuals participated in the interviews – an exceptional number for a community of this size.

Conducted by Ruth Williamson of NXT Consulting Group, most interviews lasted over an hour and were organized by five major questions:

• Values: What do you most value about living in Sisters Country? • Challenges: What is the biggest challenge facing the future of Sisters Country? • Vision: What is your vision for the future of Sisters Country? • Action: What actions would help achieve your vision? • Results: How would you know your vision has been achieved?

Capturing major themes that surfaced during these conversations, a 76-page interview report was produced, concealing the identity of individual interviewees. The full report, along with a shorter executive summary, was released in May 2018 and can be found at the project website: www.sistershorizons.com/learn-more/

General Community Input (March-May 2018)

The project applied these same themes to the general public through two major on-line community surveys and printed questionnaires, a series of small town hall-style community meetings facilitated by Oregon's Kitchen Table, Deschutes County planners and community volunteers, and DIY ‘Kitchen Table’ conversations hosted by community members themselves.

These activities were supplemented by presentations to various local groups, including C4C's Age-Friendly Community Event, Sisters High School Leadership class, local service clubs, and others, using the print or online survey to gather additional input.

On-Line Community Survey I. Findings from the first online community survey, in particular, served as the foundational research in developing a long-range vision and action plan for Sisters Country and its residents. The total number of online and print survey respondents – approaching 500 people in a community with a population of some 8,000 residents – added validity to these findings.

SISTERS COUNTRY HORIZONS 13 FINAL VISION ACTION PLAN Four core questions were worded exactly the same in both the on-line and print versions of the survey, and corresponded to the same questions asked during the community leader interviews. With the on-line survey, several more questions were added to mine community perceptions on the future more deeply, get a better sense of who was taking the survey, and to test differences in attitudes between different communities within Sisters Country, such urban and rural residents. While a few significant differences were noted, more significant was the high degree of alignment.

By far, the on-line survey proved to be the most effective method in reaching community members. The short print survey featured key questions used in the online version and provided a more traditional form of input for individuals not inclined to go online.

Community Meetings. A series of 13 community meetings, augmented by Kitchen Table conversations, were held at various locations in Sisters Country, both inside the city and in several rural locations. During these group discussions, meeting facilitators, drawn from the community-at-large and the Deschutes County Community Development Department, took notes of what residents said, including what they value most about the community, what they see as its biggest challenges, and finally what vision ideas they have for the future of the community. Again, these topics closely mirrored three of the main questions asked in Online Community Survey I. These notes were added to the online database and separated from the survey results.

C4C’s Values and Visioning Quilt. Adding an artistic (and highly local) touch to the visioning process, the Citizens4Community organization collected ideas of residents and visitors about what they value about Sisters Country and their aspirations for its future. These aspirations were literally quilted into an "interactive piece of community art" known as the Sisters Horizons Community Quilt. These short but inspiring sentiments were added to the Sisters Country Horizons online database and separated from the results of the two surveys and from the results of the community meetings.

Factoring in the stakeholder interviews, presentations to Citizens4Community’s (C4C) Age- Friendly Community event, and Sisters High School’s Leadership Class, and creative forms of input including C4C’s Values and Visioning Quilt, the total number of data points from all sources climbed to nearly 1,000 submissions by the end of May.

Working with all of these sources, the Sisters Country Horizons project utilized "qualitative data analysis" (QDA) software to analyze all compiled community input, identifying major themes and enabling the generation of graphical "word clouds" to capture the community's core values, perceived challenges, and high-level aspirations.

All of these methods of community input reflected Sisters Country Horizons’ strong commitment to engaging as many people as possible in order to firmly and clearly articulate their aspirations for the future of Sisters Country. Based upon this input, the Community Input Report was released in report was released in June 2018 and can be found at the project website: www.sistershorizons.com/learn-more/

SISTERS COUNTRY HORIZONS 14 FINAL VISION ACTION PLAN Community Forums (June 2018)

With clear themes emerging from the Stakeholder Interviews and Community Input Report, the project began to drill down from high-level aspirations to more specific strategies for the future of Sisters Country. Four community forums were staged, each forum dedicated to one of the four Horizons focus areas: Prosperous Sisters, Livable Sisters, Resilient Sisters, and Connected Sisters. At each forum, local and regional experts presented base line data and trends for that focus area. Forum participants, working with ideas gleaned from the general public, developed a draft list of strategies. Slide presentations for each of the four forums can be found at the project website: www.sistershorizons.com/learn-more/

Online Community Survey II (July-August 2018)

Working with the results of the four community forums, a second online community survey tested 54 potential strategies with the general public between late July and late August. Between 13 and 14 strategies were presented for each focus area, and respondents were asked to select their top five ideas for each area. Based on total numbers of votes, a short list of the top five strategies for each area was determined.

A total of 565 participants took the second survey. Their top overall strategies were: Oregon's Artisanal Capital (Prosperous Sisters), Walkable Downtown (Livable Sisters), Urgent Care Facility (Resilient Sisters), and Small Town Atmosphere (Connected Sisters).

These top scoring strategies were presented at the Vision Summit in September, and handed over to the project's Vision Action Team for further refinement. The Community Survey Report II was released in September and can be found at the project website: www.sistershorizons.com/learn-more/

Vision Summit (October 2018)

After a late summer hiatus, the Sisters Country Horizons visioning process was reintroduced to the community in early October with a Vision Summit hosted at Five Pines Lodge Conference Center.

Close to 100 citizens gathered for an initial reading of the draft Sisters Country Horizons Vision Statement, shaped from the data collected through the aforementioned engagements earlier in the vision process, and the revealing of the top-scoring vision strategies. Both the vision and strategies were simultaneously posted to the Horizons website for general public comment.

The Summit also set the stage for the final phase of the project – planning the actions that would help make the vision for Sisters Country a reality. The newly formed Vision Action Team was introduced to the community at this time.

Finally, the Summit was highlighted with storytelling from community leaders from across Sisters Country, describing their diverse experiences of the ‘Sisters Way,’ a cultural standard often referred to in interviews and community meetings during the project.

SISTERS COUNTRY HORIZONS 15 FINAL VISION ACTION PLAN Vision Action Team (September-November 2018)

The Sisters Country Horizons Vision Action Team – or "VAT" – was appointed and oriented in early September and went to work immediately following the Vision Summit. The VAT was comprised of 31 community members representing leaders from across Sisters Country. Their mission was to develop a Vision Action Plan to guide achievement of the Sisters Country Horizons vision with implementable action steps over the next 3-5 years.

During the months of October and November the Vision Action Team met four times to • finalize top priority strategies; • brainstorm actions for each strategy; • finalize actions and identify Lead Partner contacts; and • affirm suggested Lead Partners and finalize the draft Vision Action Plan.

The VAT worked in small teams organized by the four vision focus areas and guided by Team Leaders from the City of Sisters, Deschutes Country, COIC and EDCO. The open-ended dialogue in small group format coalesced the VAT membership and created a collective sense of ownership of the community vision, establishing a robust foundation for implementation of the adopted strategies and actions pending approval by the Sisters City Council.

Early in the week of Thanksgiving, the VAT elected to meet one more time to review and finalize the draft action plan, preparing it for posting to the Horizons website for public comment and presentation to Sisters City Council. The draft plan was previewed with Sisters City Council on November 28. A final draft was planned for Council consideration on January 9, 2019 with formal adoption of the final plan scheduled for February 13, 2019.

A summary version of the plan is presented in this report (See "Sisters Country Horizons Strategies & Actions," page 18) and the Vision Action Plan Implementation Guide presented in the Appendix.

SISTERS COUNTRY HORIZONS 16 FINAL VISION ACTION PLAN OUR VISION FOR SISTERS COUNTRY – A LEGACY FOR GENERATIONS TO COME

Our Vision for Sisters Country – first revealed at the Vision Summit in October 2018 – is the overarching vision statement developed by the Sisters Country Horizons visioning process. The result of input from participants across Sisters Country, including community interviews, meetings, online surveys and forums, it reflects the ideas and words of Sisters Country residents themselves – and their aspirations for a more prosperous, livable, resilient and connected community.

SISTERS COUNTRY proudly stands at a pivotal moment in its history – with a past we choose to honor, a present we seek to improve, and a future we aspire to create that is uniquely and positively our own.

WE HONOR AND STRIVE TO MAINTAIN our spectacular natural environment, our small town feel, the experience of caring and belonging, our outstanding schools, and our Western identity.

WE ACTIVELY SEEK TO IMPROVE our community's quality of life, economic opportunity and affordability for all residents, and the facilities, programs and services that enrich and sustain our lives.

WE ASPIRE TO CREATE a prosperous economy rooted in arts and craft, recreation, entrepreneurship and innovation, a livable city and region that remain welcoming even as they grow, resilient people better prepared for a challenging world, and a connected community that works together for the common good.

OUR VISION is to seize this moment, choose our preferred future, and create an enduring legacy for generations to come.

SISTERS COUNTRY HORIZONS 17 FINAL VISION ACTION PLAN SISTERS COUNTRY HORIZONS STRATEGIES & ACTIONS

The following Strategies and Actions – summarized here from the Sisters Country Horizons Vision Action Plan – are intended to help achieve the community's vision over time. (A complete version of the Vision Action Plan Implementation Guide can be found in the Appendix of this document.)

The Strategies are the result of an extensive community conversation, including stakeholder interviews, community meetings, community forums, and two online community surveys. Through this process hundreds of potential ideas were whittled down to a list of 54 draft strategies, tested again with the public, and then reduced to a list of 20 top priority strategies. From there, the project's 31-member Vision Action Team further refined the list and developed a series of recommended actions to implement each strategy over the next five years.

The resulting strategies and actions are organized into four "focus areas," each area representing a key aspect of the future of Sisters Country: Prosperous Sisters, Livable Sisters, Resilient Sisters, and Connected Sisters.

Each action includes one or more Suggested Lead Partners, who are being asked to lead its implementation. The plan also identifies Potential Supporting Partners, Milestones, and Timelines for each action.

As a community-based initiative, the actions in the Vision Action Plan will involve multiple partners from the public, private and nonprofit sectors in its implementation. While a good deal of the actions will be led by the City of Sisters, other Lead Partners are anticipated to include Deschutes County, Central Oregon Intergovernmental Council (COIC), Sisters Ranger District/U.S. Forest Service, Sisters-Camp Sherman Fire District, Sisters School District, Sisters Park & Recreation District, Economic Development for Central Oregon (EDCO), Sisters Chamber of Commerce, Sisters Arts Association, Sisters Trail Alliance, Citizens4Community, and others.

SISTERS COUNTRY HORIZONS 18 FINAL VISION ACTION PLAN PROSPEROUS SISTERS Our Vision: a prosperous economy rooted in arts and craft, recreation, entrepreneurship and innovation. This focus area is about creating a Sisters Country that is prosperous for all its residents. It covers such topics as jobs, small business, economic development, and entrepreneurial activities that generate income for Sisters: tourism, arts and craft, recreation, and more. More detailed information can be found in the Vision Action Plan Implementation Guide in the Appendix.

Strategy 1: Four-Season Tourist & Visitor Destination. Strategically develop Sisters Country's tourism and destination economy, increasing the number of shoulder season and winter events and attractions, such as performances, festivals, retreats, educational speaker series, trainings, and outdoors sports tournaments. Actions: 1.1 Sisters Event Committee & Coordinator 1.2 Permanent Multi-Use Events Center 1.3 Four-Season Competitive Tournaments 1.4 Sisters Country Winter Festival 1.5 Regional Events Partnerships 1.6 Ice Rink & Fly-Fishing Pond

Strategy 2: Oregon's Artisanal Capital. Develop and promote Sisters Country as the "Artisanal Capital of Oregon,” building on its strategic location and spectacular environment, expanding the artisanal economy including visual artists, trades and crafts people, musicians, performance artists, writers, brewers, distillers, and farm-to-table chefs. Actions: 2.1 Public Art Installations 2.2 Artisanal Capital Marketing Plan & Programming 2.3 'Made in Sisters' Annual Festival

Strategy 3: Sisters Makers District. Develop and promote a Sisters Makers District, where wood, metal, and glass crafts, woven crafts, pottery, and arts studios mix with local food and craft beverages, creating a pedestrian friendly zone that compliments, diversifies, and expands the local economy and supports entrepreneurialism and innovation. Actions: 3.1 Sisters Makers District Designation 3.2 Makers District Marketing Plan 3.3 Sisters Makers Event 3.4 Makers District Pedestrian Zone

Strategy 4: Vibrant & Diverse Local Economy. Facilitate local entrepreneurial infrastructure and the development of Sisters-compatible light Industrial land and building inventory, as well as Support Vocational Education & Workforce Development. Actions: 4.1 Local Entrepreneur & Start-Up Infrastructure 4.2 Light Industrial Space & Lands

SISTERS COUNTRY HORIZONS 19 FINAL VISION ACTION PLAN 4.3 Emerging Workforce Development 4.4 Baseline Economic Data

Strategy 5: Forest Service Property Development. Facilitate the development of a masterplan on the U.S. Forest Service property that is compatible with the community's character and identity, combining mixed-used commercial, residential and recreational facilities that anchor and define the community, create new jobs, and provide housing options. Actions: 5.1 Interested Parties Meeting 5.2 USFS Property City Advisory Committee 5.3 Data Collection & Feasibility Analysis 5.4 Design Competition & Symposium

LIVABLE SISTERS Our Vision: a livable city and region that remain welcoming even as they grow. This focus area is about creating a Sisters Country that is livable for all its residents. It covers such topics as growth and planning, housing, transportation, parks and recreation, environmental quality, biking and walking, and other factors that combine to make Sisters Country such a great place to live. More detailed information can be found in the Vision Action Plan Implementation Guide in the Appendix.

Strategy 1: Walkable Downtown. Expand pedestrian-friendly amenities in Downtown Sisters, encouraging residents and visitors to get out of their cars and walk, including during the evening hours. Actions: 1.1 Pedestrian Flag Program 1.2 'Hey, Let's Walk There!' Initiative 1.3 Improved Downtown Lighting

Strategy 2: Affordable Housing. Increase the availability of affordable housing in Sisters Country, including a comprehensive review of the 2010 Sisters Housing Plan, promotion of a diverse mix of housing types, and support for private and volunteer programs that address the issue of housing affordability. Actions: 2.1 Sisters Housing Plan Update 2.2 Workforce Housing 2.3 Long-Term Rental Housing

Strategy 3: Integrated Transportation System. Implement the updated Sisters Transportation System Plan that addresses changes in local and regional growth and new state transportation policies. Determine a preferred alternative to address congestion on Highway 20 in Downtown Sisters, exploring alternate routes and roadway designs, traffic management strategies, bicycle and pedestrian options, signage, and centralized public parking.

SISTERS COUNTRY HORIZONS 20 FINAL VISION ACTION PLAN Actions: 3.1 Intra-Sisters Country Transit 3.2 Activity Bus Route 3.3 Grant Funding for Transportation 3.4 Washington Avenue Bike Boulevard 3.5 Alternative Regional Transportation Options

Strategy 4: Expanded Trail System. Support Sisters Trails Alliance and the U.S. Forest Service in expanding and integrating equestrian, bicycle and hiking trails throughout Sisters Country and beyond, connecting unincorporated rural communities with Downtown, linking Sisters to Redmond and Bend, and facilitating appropriate access to recreational areas. Actions: 4.1 Trail Expansion Outreach 4.2 Trail Expansion Funding 4.3 Regional Trails System 4.4 Separated Bike and Equestrian Trails on Sisters Tie Trail

Strategy 5: Parks, Recreation & Greenspace. Identify potential new parks, greenspaces and recreation sites and facilities in Sisters Country to meet the needs of a growing resident population and create new public amenities and visitor attractions. Recognize and honor the City of Sisters' status as a Tree City, and develop Dark Skies program. Actions: 5.1 Greenspace and View Corridor Assets Inventory 5.2 Greenspace and View Corridor Standards 5.3 New City Park on East Portal Property 5.4 Tree-Planting/Replanting 5.5 New Community Recreational Facilities

RESILIENT SISTERS Our Vision: resilient people better prepared for a challenging world. This focus area is about creating a Sisters Country that is resilient for all its residents. It covers such topics as public safety, health and wellness, social services, fire safety and disaster preparedness, and other initiatives that will help our community to be prepared for unanticipated events or a less certain future. More detailed information can be found in the Vision Action Plan Implementation Guide in the Appendix.

Strategy 1: Urgent Care Facility. Pursue establishment of a comprehensive urgent care facility in Sisters, providing walk-in and related ambulatory care and medical services for a rapidly growing population and increasing numbers of tourists. Actions: 1.1 Needs Analysis 1.2 Gaps/Barriers Analysis 1.3 Close Gaps and Eliminate Barriers

SISTERS COUNTRY HORIZONS 21 FINAL VISION ACTION PLAN Strategy 2: Communications Connectivity. Improve communications connectivity and infrastructure (telecommunications, broadband, mobile and Internet services) in Sisters Country with special attention paid to underserved areas. Actions: 2.1 FirstNet Communications Tower 2.2 Underserved Areas 2.3 Remediation in Underserved Areas

Strategy 3: Age-Friendly Community. Support an ‘age-friendly’ community in Sisters Country, encouraging key organizations to share resources and to advocate for issues relevant to all ages and abilities. Actions: 3.1 Inventory of Age Specific Facilities and Programs 3.2 Community Calendar 3.3 Access to Healthy Outdoor Activities – On Unincorporated Lands 3.4 Access to Healthy Outdoor Activities – Within City Limits

Strategy 4: Fire/Drought Resistant Building & Development Codes. Review and update City of Sisters and Deschutes County building and development codes to improve and enhance the fire and drought resistance of homes, communities and landscapes in Sisters Country. Actions: 4.1 State Regulatory Framework 4.2 Sisters-Specific Regulatory Framework 4.3 Retrofits to Critical Infrastructure, Other Structures and Landscaping

Strategy 5: Disaster Preparedness & Response. Promote enhanced coordination of disaster preparedness and response efforts in Sisters Country within the statewide network. Improve and enhance natural disaster preparedness and socioeconomic resilience training and education programs. Actions: 5.1 Active Forest Management 5.2 Models for Active Forest Management 5.3 Economic Uses of Forest Management By-Products 5.4 Community Outreach Activities 5.5 Comprehensive Natural Hazards Planning and Preparation

CONNECTED SISTERS Our Vision: a connected community working together for the common good. This focus area is about creating a Sisters Country that is more connected, making all its residents feel welcome and involved. It covers such topics as governance and leadership, education and learning, civic engagement and dialogue, volunteerism, and other things that bind us together as a community. More detailed information can be found in the Vision Action Plan Implementation Guide in the Appendix.

SISTERS COUNTRY HORIZONS 22 FINAL VISION ACTION PLAN Strategy 1: Small Town Atmosphere. Promote the small-town atmosphere and friendly vibe of Sisters Country as the city and region grow, increasing outreach and opportunities for face-to-face contacts, neighbor-to-neighbor cooperation, and visitors-to-locals connections and commerce. Actions: 1.1 Values-Based Marketing Campaign 1.2 Strengthened Business Community Connections 1.3 New Celebrations 1.4 Community Hub Activities

Strategy 2: Innovation & Distinctive Programming in Schools. Support the innovative curriculum, distinctive programming, community-based initiatives, and year-round use of existing Sisters School District facilities, bolstering the district as the "hub of the community" and connecting its students to the community and beyond. Actions: 2.1 Schools Marketing Campaign 2.2 New Schools Partners and Leaders 2.3 Community HR Database 2.4 Annual School Pitch Event 2.5 Crowdfunding for New Programs

Strategy 3: Multi-Purpose Community Center. Plan, finance and develop a multi-purpose community center in Sisters, featuring year-round programming and opportunities for community members of all ages and abilities to gather and connect, take part in healthy recreation and exercise, and participate in classes, arts, lectures, and community events. Actions: 3.1 Existing Elementary School Conversion 3.2 Community Center Task Force 3.3 New Funding for Sisters Park & Recreation District

Strategy 4: Diversity & Inclusion. Bring Sisters Country's less frequently heard voices into a more diverse, welcoming and inclusive community conversation, fostering greater tolerance in the community helping newcomers as well as long-time residents to feel valued and supported. Actions: 4.1 Community Demographics Assessment 4.2 Barriers to Diversity 4.3 Mental Health Support Systems

Strategy 5: Leadership Training & Development Emphasizing Youth. Develop a deeper pool of leadership through mentorship, education and training, opportunities for civic participation, and community involvement across the generational spectrum with a particular emphasis on youth and young adults. Actions: 5.1 Community-wide Leadership Training Model 5.2 Existing Leadership Barriers 5.3 Mentorship Program 5.4 Key Community Leadership Partners 5.5 Sisters Foundation

SISTERS COUNTRY HORIZONS 23 FINAL VISION ACTION PLAN IMPLEMENTING THE VISION ACTION PLAN

The Sisters Country Horizons Vision Action Plan has been designed and developed to help Sisters Country achieve its vision for the future. Each of its 20 strategies includes a number of action steps intended to be implemented over the next five years, suggested "Lead Partner" organizations who are being asked to take on those activities, and timelines and milestones for their achievement. (A complete version of the Vision Action Plan Implementation Guide with supporting information can be found in the Appendix of this document.)

For many communities that have developed vision action plans, seeing their plans through to completion can be more daunting than creating them in the first place. It involves commitment, resolve and persistence. However, those communities that have succeeded in implementing their plans have achieved significant, even impressive results.

The City of Sisters has been called upon to implement a number of the actions in the Vision Action Plan, but as primary sponsor and "owner" of the visioning process it is also identified to lead another important charge: to ensure that the overall plan is effectively implemented over time, as well as renewed and updated at an appropriate point in the future.

As Sisters Country looks forward to achieving its plan for the future, NXT Consulting Group, consultant to the Sisters Country Horizons visioning process, offers the follow implementation recommendations to the help the City and its partners achieve the most successful outcomes:

• Formal Commitment. Signal the City's formal commitment to implementation through plan adoption. Support Deschutes Country and other government agencies and organizations in signaling their commitment to the plan as well. Use the action plan to guide annual Council goal setting sessions and link the plan to the City's own internal strategic planning efforts. Refer back to the public input compiled through the visioning process interviews, meetings, surveys and forums to help inform new City plans and policies on a continuing basis.

• Dedicated Staff Time. Dedicate a portion of City staff time to promote implementation of City-led actions and track overall plan implementation. For a variety of reasons, it makes good sense to lead such activities from the City Manager's desk.

• Vision Implementation Team (VIT). Form a City advisory team to monitor, track and support plan implementation. A Vision Implementation Team (VIT) reflecting key Lead Partners in the plan should meet periodically to support plan partners in implementing the plan and to monitor and report on implementation progress back to the City and community.

• Easy Wins and Game Changers. Immediately implement some plan actions in order to get "easy wins" on the board and communicate the success of these achievements to the public. These small successes will help demonstrate the power of the plan to affect change and build motivation and resolve to take on the bigger, bolder actions – such as developing a masterplan for development of the USFS property or a multi-purpose community center.

• Horizons Brand. Use the brand, logo, website that have been developed for the visioning process to sell the vision and plan to the community and beyond. Publish a polished, graphical version of the vision statement and strategies, that can be used by the City,

SISTERS COUNTRY HORIZONS 24 FINAL VISION ACTION PLAN Chamber, Schools and other organizations to develop support for their own activities, promote the community, and attract grants and other investments in the community.

• Ongoing Engagement. Continue to engage the wider community in the achievement of the Vision Action Plan over time. Along with the VIT, an annual Vision Town Hall meeting is a good way to keep people engaged, report on progress and accomplishments, honor citizens and organizations who have done the most to promote the vision, and generate new ideas that keep the plan alive.

• Measuring Progress. Develop a set of community "indicators" and corresponding metrics to measure the community's general progress in the direction of its vision over time. Having measurable indicators of the plan's general effectiveness is a critical part of ensuring the long-term success and relevance of a community's vision. The Sisters Vision Action Plan has been designed and structured to promote this additional activity.

Next Steps for Plan Implementation

The process to successfully implement each of the Vision Acton Plan strategies going forward will entail highly coordinated and committed efforts among several organizations and committees. Given the above recommendations, below is a suggested path forward for the City and its partners.

Lead Partner Engagement. First and foremost, the City must engage the suggested Lead Partner for each strategy, respecting the fact that each partner must confirm their readiness and capacity to implement specific actions. These leads are critical to the success of the plan and have been chosen based on their expertise in that particular strategy. Fortunately, most of the major partners were involved with the Vision Action Team and have had a hand in developing specific strategies and actions.

The effort to engage Lead Partners is already underway and being led by the City Manager with assistance as needed from the Mayor. Once all Lead Partners have been engaged, it will be their responsibility to begin the process of implementing identified actions necessary for successful strategy implementation. In some cases partners may suggest refinements to specific actions or timelines to better fit their ability to implement them.

For some actions, this also means engaging several supporting partners and/or possibly forming separate committees to supplement the lead partner’s activities. It will be necessary for the Lead Partner to work with their key players to communicate and coordinate progress; update milestones and responsible parties; and monitor remaining action item plans.

Vision Implementation Team (VIT) Formation. Another key step in plan implementation will be forming the Vision Implementation Team (VIT). This team should be established over the next few months and will serve as an overall advisory board to the City (Staff and Council) and to the general public. Ideally, the VIT will include members of the Vision Action Team (VAT), a number of whom have already indicated their interest in continuing with the process.

The VIT role will be to monitor and track accomplishment progress across all strategies, using tools such as key performance indicators (KPI’s). This team will also need to meet regularly to

SISTERS COUNTRY HORIZONS 25 FINAL VISION ACTION PLAN keep an active pulse on progress and to identify “gaps” where we may need to increase focus and attention. Selected City Staff should be active members of the VIT and regular reporting including the KPI’s will be necessary.

Council & Board Engagement. Another key step will be to engage Sisters City Council and the Deschutes County Board of Commissioners in this process on an ongoing basis. The Council and Board can help by potentially identifying liaison members to some of the key lead partner organizations and/or the VIT. This will be particularly valuable when an action may potentially need some type of future decision by the Council or the Board (e.g.: funding mechanisms; policy resolutions; etc.).

It will be necessary to have regular workshop agenda items on the Council calendar focused on updates to the Visioning process including reviewing VIT KPI’s, etc. Finally, the Council and Board will make the Visioning project part of their annual goal setting sessions so there is greater coordination and momentum between the two areas.

Another potential is to engage the various existing City and County Committees (e.g.: planning; parks; HPAB; etc.) in the process by potentially identifying member(s) to serve on either lead partner committees or the VIT.

It goes without saying that adequate resources, overall engagement and commitment, and communication will be critical for overall success of the Horizons Vision Action Plan. That said, potential selected consulting support and/or incremental staff assistance may be necessary for successful implementation. These decisions will be led by the City Manager and will be part of the upcoming annual budgeting process.

Finally, ongoing engagement of the entire community will be necessary to keep communication lines open on progress and feedback including an annual Vision town meeting. At the end of the day, the community's continued engagement will ensure the success of this plan for the future of Sisters Country.

SISTERS COUNTRY HORIZONS 26 FINAL VISION ACTION PLAN

APPENDIX VISION ACTION PLAN Implementation Guide

Sisters Country Horizons Visioning Project City of Sisters, Oregon February 13, 2019 (Last Updated: 01.30.19)

Prepared by Sisters Country Horizons Vision Action Team

Focus Area Team Leaders: Caprielle Foote-Lewis, EDCO – Prosperous Sisters Nicole Mardell, Deschutes County – Livable Sisters Patrick Davenport, City of Sisters – Resilient Sisters Janel Ruehl, COIC – Connected Sisters

SISTERS COUNTRY HORIZONS 27 FINAL VISION ACTION PLAN INTRODUCTION & OVERVIEW

The Vision Action Plan presented in this document is the final outcome of the Sisters Country Horizons community visioning project of the City of Sisters, Oregon conducted in 2018.

The preceding report contains a summary version of the plan including focus area visions, strategies and corresponding actions.

The following ("Implementation Guide") is the full version of the plan, containing all supplementary information developed by the Sisters County Horizons Vision Action Team (VAT), 31 appointed community and agency leaders who articulated the actions recommended herein.

Following public input via the Horizons website in December 2018, a few subsequent minor revisions and one new action (Prosperous 4.4, "Baseline Economic Data") were approved by the Horizons Project Management Team, advised by the VAT's Focus Area Team Leaders.

In addition to Strategies and corresponding Actions, for each action this version of the plan includes the following information: • Suggested Lead Partners, the government agencies or nonprofit organizations who have been recommended for implementing respective actions; • Potential Supporting Partners, other government agencies or nonprofit organizations that may be able to assist in or support the implementation of those actions; • Suggested Milestones for measuring progress in implementation of actions; • Suggested Timeline for action implementation.

It should be noted that not all Suggested Lead Partners may have been confirmed as of publication of this final Vision Action Plan. The City of Sisters will continue to work on those confirmations with the respective agencies or organizations, as necessary.

It is quite possible that agencies or organizations recommended by the VAT as "Suggested Lead Partners" for specific actions may change at the request of those entities, and may not necessarily be the entities that end up implementing those actions.

Finally, this plan represents a well-informed road map forward. It is not intended, however, to be a prescriptive document. Adoption assumes further development and refinement of the plan's recommended actions by their respective Suggested Lead Partners.

SISTERS COUNTRY HORIZONS 28 FINAL VISION ACTION PLAN FOCUS AREA: PROSPEROUS SISTERS

PROSPEROUS Strategically develop Sisters Country's tourism and destination economy, increasing the number of STRATEGY 1 shoulder season and Winter events and attractions, such as performances, festivals, retreats, Four-Season Tourist & educational speaker series, trainings, and outdoors sports tournaments. Visitor Destination

ACTION NUMBER, SUGGESTED LEAD PARTNER(S) & MILESTONES IN ACHIEVING THE ACTION IMPLEMENTATION TIMELINE TITLE & TEXT POTENTIAL SUPPORTING PARTNER(S)

2 Yrs. 5 Yrs.

- – 5+ Yrs. 3 1 Less 1 Than Yr. Prosperous 1.1 Suggested Lead Partner(s): Sisters Events Committee & City of Sisters 1. City, Prosperous VAT representatives, ✗ Coordinator Chamber of Commerce Chamber Board meet to build criteria for event committee members Establish a Sisters Events Potential Supporting Partner(s): 2. Committee members are selected Committee and develop and fill a • Central Oregon Visitors 3. Committee meets to build proposal for new position for a full-time local Association funding events Coordinator. Develop • Sisters Folk Festival 4. Once funding is secured, Committee funding to support the work of • Sisters Rodeo establishes process to hire or contract with an the Committee and Events • Sisters Outdoor Quilt Show events coordinator in consultation with Coordinator. • Sisters Parks and Recreation Chamber Board, City and funding partners. • Sisters Arts Association 5. Committee communicates and collaborates (See also Resilient 1.3) • Sisters Athletic Club with all current key event coordinators • Sisters Eagle Airport 6. Committee assists with the establishment of • Economic Development for new local events as outlined in this and other Central Oregon Sisters Horizons Strategies

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed

• Other fitness & adventure organizations • Visit Bend • Ford Family Foundation • Oregon Community Foundation • The Roundhouse Foundation

Prosperous 1.2 Suggested Lead Partner(s): Permanent Multi-Use Events • Sisters Events Committee 1. Develop a business plan of planned uses, ✗ Center partners, funding, etc. Potential Supporting Partner(s): 2. Identify location(s) consistent with business Promote the development of a • City of Sisters plan, including meeting with City staff permanent multi-use venue for • Sisters Chamber of Commerce regarding regulatory issues (e.g., change in the performing arts, events, • Sisters School District use of a building, parking, zoning). speaker series, concerts and • Ford Family Foundation 3. Engage the public (if applicable) to support other similar activities. • Oregon Community Foundation the proposed business plan and site • The Roundhouse Foundation 4. Secure the site, permits (if necessary), • Sisters Outdoor Quilt Show funding for site improvements, etc. • Sisters Arts Association • Sisters Parks & Recreation Department • Sisters Folk Festival • Community Assets Committee (Report)

Prosperous 1.3 Suggested Lead Partner(s): Four-Season Competitive • Sisters Events Committee 1. Sisters Events Committee meets to discuss ✗ Tournaments • Sisters Park & Recreation 2. Committee establishes a Plan District 3. Committee secures funding Develop, market, and support • Sisters School District 4. Committee implements Plan new tournaments, athletic • outside vendor(s) competitions and related events and activities in Sisters Country, Potential Supporting Partner(s): focusing on the shoulder seasons • Sisters Chamber of Commerce and Winter months. • U.S. Forest Service • Hoodoo Resort

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed

(Ideas: Bobsled, Ropes Course- • Sisters Park & Recreation District Leadership, Obstacle Course • Visit Bend Events) • Downtown & Adventure businesses • Central Oregon Visitors Association • Sisters Trail Alliance • Sisters Athletic Club

Prosperous 1.4 Suggested Lead Partner(s): Sisters Country Winter Festival • Chamber of Commerce 1. Sisters Events Committee meets to discuss ✗ • Sisters Events Committee 2. Committee establishes a Plan Develop an annual Winter 3. Committee secures funding festival with family-friendly Potential Supporting Partner(s): 4. Committee implements Plan activities such as ice sculpting, • City of Sisters ice skating, craft food and • Sisters Country businesses beverages, gingerbread house • Hoodoo Resort tour, art walks, indoor/outdoor • Black Butte Ranch competitions, Christmas Town Concept, etc. Prosperous 1.5 Suggested Lead Partner(s): Regional Events Partnerships • Sisters Events Committee 1. Sisters Events Committee meets to discuss

2. Committee establishes a Plan ✗ Partner with and piggyback off of Potential Supporting Partner(s): 3. Committee secures funding other, larger winter and shoulder • Sisters Chamber of Commerce 4. Committee implements Plan season events in Bend and • City of Bend Central Oregon to attract visitors • City of Sisters to Sisters. • Visit Bend • Central Oregon Visitors Assn.

Prosperous 1.6 Suggested Lead Partner(s):

Ice Rink & Fly-Fishing Pond • City of Sisters 1. City develops an implementation and ✗ management plan Build a smaller-sized ice rink that Potential Supporting Partner(s): 2. City identifies appropriate property doubles as a fly-fishing practice • Sisters Chamber of Commerce 3. Funding secured pond in off seasons. (Consider • The Fly Fishers Place 4. City implements plan and develops asset the mobile one in Redmond. • Catch Magazine

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed

PROSPEROUS Develop and promote Sisters Country as the "Artisanal Capital of Oregon,” building on its strategic STRATEGY 2 location and spectacular environment, expanding the artisanal economy including visual artists, Oregon's Artisanal Capital trades and crafts people, musicians, performance artists, writers, brewers, distillers, and farm-to- table chefs.

ACTION NUMBER, SUGGESTED LEAD PARTNER(S) & MILESTONES IN ACHIEVING THE ACTION IMPLEMENTATION TITLE & TEXT POTENTIAL SUPPORTING TIMELINE PARTNER(S)

2 Yrs. 5 Yrs.

- – 5+ Yrs. 3 1 Less 1 Than Yr. Prosperous 2.1 Suggested Lead Partner(s): Public Art Installations • Sisters Arts Association 1. Meet with the Property Owners and ✗ Merchants to discuss giving up a parking spot Install consigned public art Potential Supporting Partner(s): for Public Arts on Hood Ave. for first around Sisters Downtown • City of Sisters instillations. Commercial zone. • Sisters Chamber of Commerce 2. Meet with City staff to determine private • Ford Family Foundation property and right-of-way • Oregon Community Foundation regulations/permits or any other potential • The Roundhouse Foundation limiting factors, etc., pertaining to public art instillations3.Work with City to identify future locations of art on Adams, Main and Cascade Ave 3. Finalize Implementation Plan 4. Report Plan to Vision Implementation Committee in Early 2019 5. Secure Funding 6. Form local Public Art Selection Committee

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed

Prosperous 2.2 Suggested Lead Partner(s): Artisanal Capital Marketing Plan • Chamber of Commerce 1. Develop a Business/ Marketing Campaign, ✗ & Programming including scope and funding; social media; Potential Supporting Partner(s): promotional materials for distribution at Create a marketing campaign and • Sisters Arts Association appropriate local, statewide, and regional programming to identify and • Sisters Chamber of Commerce (multi-state) trade-shows/events; target promote Sisters as the Artisan • The Roundhouse Foundation specific geographic markets. Capital of Oregon. • Central Oregon Visitors Association • Ford Family Foundation • Arts & Culture Alliance

Prosperous 2.3 ‘Made in Sisters’ Annual Festival Suggested Lead Partner(s): 1. Assemble team of supporting partners to plan ✗ • Sisters Events Committee the event Develop an annual 'Made in • Sisters Country Businesses 2. Coordinate annual event Sisters' event centered around art, food and other products Potential Supporting Partner(s): hand-crafted in Sisters Country. • City of Sisters • Sisters Chamber of Commerce (See also Prosperous 3.3) • Sisters Arts Association • The Roundhouse Foundation • Economic Development for Central Oregon • Central Oregon Builders Association • Central Oregon Visitors Association • 2-3 lead businesses likely to showcase their products, crafts, etc. at the festival

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed

PROSPEROUS Develop and promote a Sisters Makers District, where wood, metal, and glass crafts, woven crafts, STRATEGY 3 pottery, and arts studios mix with local food and craft beverages, creating a pedestrian friendly Sisters Makers District zone that compliments, diversifies, and expands the local economy and supports entrepreneurialism and innovation.

ACTION NUMBER, SUGGESTED LEAD PARTNER(S) & MILESTONES IN ACHIEVING THE ACTION IMPLEMENTATION TITLE & TEXT POTENTIAL SUPPORTING TIMELINE PARTNER(S)

2 Yrs. 5 Yrs.

- –

5+ Yrs. 3 1 Less 1 Than Yr. Prosperous 3.1 Suggested Lead Partner(s): Sisters Makers District • 1. Establish agreement on the purpose of the City of Sisters ✗ è è è Designation • Sisters Country Makers Businesses district among all the partners and at least a few lead property owners and businesses Establish a formal Sisters Makers Potential Supporting Partner(s): 2. Form a Maker’s District Committee District, including boundaries, • Sisters Chamber of Commerce 3. Locate and map the most appropriate zone official designation, and • Economic Development for Central with the support of property owners and appropriate zoning and planning Oregon businesses within the identified boundaries ordinances enabling its 4. If necessary, amend City zoning map and development over time. code to facilitate the implementation of the new district Encourage and support 5. Establish distinct gateways or other entry/exit development of appropriate physical features such as banners/signs, facilities and work spaces for public art, and/or streetscape, etc. to makers and other entrepreneurs. identify/celebrate the unique district. This is coordinated with Action 2.4 below. Prosperous 3.2 Suggested Lead Partner(s): Makers District Marketing Plan • Sisters Chamber of Commerce 1. Create a district plan (does not need to be • Sisters Country Makers Committee detailed) similar to a business plan – purpose, boundaries, types of businesses and activities ✗

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed

Develop a marketing plan for the Potential Supporting Partner(s): highlighted/targeted/existing, physical Sisters Makers District • City of Sisters improvements (if any), programming (next • Economic Development for Central action plan), etc. Oregon 2. Review marketing plans from other makers districts (no need to recreate the wheel if unnecessary) and/or meet with staff from others, to determine best practices for Sisters with available resources Prosperous 3.3 Suggested Lead Partner(s): Sisters Makers’ Event • Sisters Events Committee 1. Convene makers district property ✗ • Sisters Country Makers Committee owners/businesses to discuss the benefits of Develop an event centered an event, details, etc. around products “Made in Sisters Potential Supporting Partner(s): Country.” Implement with • City of Sisters “Made in Sisters Annual Event • Sisters Chamber of Commerce

(See also Prosperous 2.3) • Sisters Arts Association • Economic Development for Central Oregon • The Roundhouse Foundation • Ford Family Foundation • Central Oregon Visitors Association • Oregon Community Foundation

Prosperous 3.4 Lead Partner(s): 1. Convene makers district’s property owners Makers District • City of Sisters and businesses to establish agreement on the ✗ è è Pedestrian Zone pedestrian zone’s improvements – physical Potential Supporting Partner(s): (public/private property), regulatory changes, Support establishment of a • Sisters Chamber of Commerce etc. pedestrian friendly zone in the • Sisters Arts Association 2. Public engagement to gain support for Sisters Maker District, featuring • Oregon Department of changes pedestrian amenities similar to Transportation 3. Identify funding options, improvement areas of downtown. timelines, etc.

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed

PROSPEROUS Facilitate local Entrepreneurial Infrastructure and the development of Sisters Compatible Light STRATEGY 4 Industrial land and building inventory, as well as Support Vocational Education & Workforce A Vibrant and Diverse Local Development. Economy

ACTION NUMBER, SUGGESTED LEAD PARTNER(S) & MILESTONES IN ACHIEVING THE ACTION IMPLEMENTATION TITLE & TEXT POTENTIAL SUPPORTING TIMELINE PARTNER(S)

Yrs. 2 Yrs. 5

- – 5+ Yrs. 3 1 Less 1 Than Yr. Prosperous 4.1 Suggested Lead Partner(s): Local Entrepreneur & Start-Up • Economic Development for 1. Partner with and support the local program, è è è è Infrastructure Central Oregon specifically these initiatives and ongoing • City of Sisters activities as outlined in the Sisters (Economic Develop infrastructure to support Development for Central Oregon) Strategic local entrepreneurs and start-up Potential Supporting Partner(s): Plan (START) companies with initiatives such • Deschutes County 2. Inform and educate the City and service as co-working spaces, business • Sisters Chamber of Commerce providers of the Sisters START Plan and its incubators, coordinated meet • Developers benefits to regional economy. ups, “live/work” housing, • Land Owners 3. Coordinate with the City and service providers technology systems and support • Technology Association of Oregon to develop an implementation plan networks, and connect them to • Bend Broadband (projects/scope, schedule, and budget). the established regional • Jobb (Fika) 4. Coordinate mixers/meet-ups for solo- entrepreneurial and innovation • City Housing Policy Board entrepreneurs, young business owners and ecosystem. • Sisters Community influencers • Small Business Development Center

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed

Prosperous 4.2 Suggested Lead Partner(s): Light Industrial Space & Lands • City of Sisters 1. Working with the City and County focus è è è è • Economic Development for current economic development strategies to Promote the development of Central Oregon increase land inventory with Light Industrial new light industrial zoned land zoning (USFS, Airport, UGB Expansion, County for purchase or lease in Sisters, Potential Supporting Partner(s): Condition Uses) focusing on recruitment of • Deschutes County 2. Partner with and support the local EDCO companies that build on the • Business Oregon program, specifically these initiatives and established and emerging • State Department of Land ongoing activities as outlined in the Sisters industry sectors that fit our Conservation and Development (Economic Development for Central Oregon) community’s culture and vision • Central Oregon Intergovernmental Strategic Plan (MOVE)) for the future economy. Council • Sisters Eagle Airport • US Forest Service • Local Landowners Developers • Heart of Oregon Corps

Prosperous 4.3 Suggested Lead Partner(s): Emerging Workforce • Sisters School District 1. Partner with and support the local EDCO ✗ è è è Development • Better Together - Youth Career program, specifically these workforce Connect development initiatives, and ongoing activities Work with Sisters School District, • Economic Development for as outlined in the Sisters Economic regional higher education Central Oregon Development Strategic Plan. institutions, local businesses, and • East Cascades Workforce 2. Assemble a meeting or ongoing forum of lead workforce development Investment Board and supporting partners to track the progress organizations to create programs, of strategy, identify new internships, and apprenticeships Potential Supporting Partner(s): opportunities/employers to participate in the to develop and train Sisters • Sisters School District program as the economy and workforce needs Country’s emerging workforce to • City of Sisters evolve, and any additional resources to sustain succeed in our regional economy. • Oregon State University this initiative over time. • University of Oregon 3. Annually celebrate/recognize the participating • Technology Association of Oregon businesses and students. • Central Oregon Community College • WorkSource Oregon

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed

• East Cascades Workforce Investment Board • Central Oregon Intergovernmental Council

Prosperous 4.4 Suggested Lead Partner(s): Baseline Economic Data • Economic Development for 1. Collect economic data from appropriate ✗ ✓ Central Oregon supporting partners, including but not limited Develop comprehensive baseline • Central Oregon Intergovernmental to: employment data (industry/wages); economic data to evaluate Sisters Council property valuations; and tourism/visitor data. Country's current and projected 2. Extrapolate data from region or Metropolitan economic performance and Potential Supporting Partner(s): Statistical Area (MSA) if needed. measure its progress over time. • City of Sisters 3. Utilize acquired data to develop a Make this data available to key • Deschutes County comprehensive economic baseline for Sisters public and private entities to • Oregon Employment Department Country. assist in their planning. • Business Oregon • Chamber of Commerce

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed

PROSPEROUS Facilitate the development of a masterplan on the U.S. Forest Service property that is compatible STRATEGY 5 with the community's character and identity, combining mixed-used commercial, residential and Forest Service Property recreational facilities that anchor and define the community, create new jobs, and provide housing Development options.

ACTION NUMBER, SUGGESTED LEAD PARTNER(S) & MILESTONES IN ACHIEVING THE ACTION IMPLEMENTATION TITLE & TEXT POTENTIAL SUPPORTING TIMELINE PARTNER(S)

2 Yrs. 5 Yrs.

- – 5+ Yrs. 3 1 Less 1 Than Yr. Prosperous 5.1 Suggested Lead Partner(s): Interested Parties Meeting • City of Sisters 1. Coordinate an initial meeting • 2. Collect information and compile data Economic Development for ✗ Coordinate and convene a Central Oregon 3. Encourage parties to join City’s Advisory facilitated meeting with the City, • US Forest Service Committee U.S. Forest Service, interested • Central Oregon Intergovernmental 4. Establish a public information/outreach developers, and other identified Council strategy (may be simple) to share key stakeholders to discuss milestones or decision points with city opportunities, challenges and Potential Supporting Partner(s): residents to ensure an open/transparent potential next steps in • State Representatives process – to the extent possible (since this development of the Forest • Developers effort involves real property sales, etc.). Service property. • Realtors • Stakeholders • Sisters Events Committee

Prosperous 5.2 Suggested Lead Partner(s): USFS Property City Advisory • City of Sisters 1. Form a committee including; USFS ✗ è è Committee • United States Forest Service representatives, the City, developers,

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed

Establish a City advisory Potential Supporting Partner(s): realtors, non-profit organizations, businesses, committee dedicated to collecting • Economic Development for state representatives, and citizens. and analyzing relevant data Central Oregon 2. Facilitate rezoning (zone overlay) of USFS information, and working with • Deschutes County property for designated use as a mixed-use the interested parties in exploring • State Department of Land development, including revision of the the feasibility of developing the Conservation and Development current comprehensive plan and zoning U.S. Forest Service property. • Sisters Events Committee regulations as appropriate.

Prosperous 5.3 Suggested Lead Partner(s): Data Collection & Feasibility • City of Sisters 1. Maintain an up-to-date City Housing Needs ✗ è Analysis • USFS Property Advisory Assessment Committee 2. Develop and maintain and up-to-date Collect and compile relevant data Employment Land Inventory Needs and information regarding Potential Supporting Partner(s): Assessment opportunities, challenges and • Economic Development for 3. Perform an Infrastructure Needs Assessment costs of developing the Forest Central Oregon and Cost Analysis Service property. Conduct a • University of Oregon-Sustainable 4. Consider funding options, such as a Bond to feasibility analysis and game plan Cities Initiative Purchase??? for proceeding. • Sisters Events Committee

Prosperous 5.4 Suggested Lead Partner(s): Design Competition & • City of Sisters ✗ Symposium Potential Supporting Partner(s): Develop public interest in and • Economic Development for support for Forest Service Central Oregon property development through a • Sisters Chamber of Commerce design competition, community • Universities events, and related marketing. • Sisters Events Committee

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed

FOCUS AREA: LIVABLE SISTERS

LIVABLE Expand pedestrian-friendly amenities in Downtown Sisters, encouraging residents and visitors to STRATEGY 1 get out of their cars and walk, including during the evening hours. Walkable Downtown

ACTION NUMBER, SUGGESTED LEAD PARTNER(S) & MILESTONES IN ACHIEVING THE ACTION IMPLEMENTATION TITLE & TEXT POTENTIAL SUPPORTING TIMELINE PARTNER(S)

2 Yrs. 5 Yrs.

- – 5+ Yrs. 3 1 Less 1 Than Yr. Livable 1.1 Suggested Lead Partner(s): ✗ ✓ Pedestrian Flag Program • Sisters Chamber of Commerce 1. Inventory current crossing locations.

• Sisters Book Club Formalize and expand the Sisters 2. Identify needed new crossing locations. Pedestrian Flag Program to allow Potential Supporting Partner(s): for safe crossings throughout • Local business, civic groups, 3. Create schedule of Pedestrian Flag Program Downtown Sisters. Engage nonprofits of sponsors and funders. sponsors to create flags with • Commute Options artwork, sayings, or promotional • Oregon Department of content for community events Transportation and core values. Livable 1.2 Suggested Lead Partner(s): 1. Develop and distribute walking maps ‘Hey, Let’s Walk There!’ Initiative • Sisters Chamber of Commerce identifying points of interest and incentive ✗ è • Sisters Historical Society locations.

Create an incentive based 2. Sponsor one after-hours walking event per program – such as pedestrians Potential Supporting Partner(s): month among businesses and galleries. receiving points from local • Healthcare provider?

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed businesses or prizes – to promote • Sisters Art Association 3. Develop incentive program in conjunction walking downtown. Distribute • Commute Options with program. pedestrian walking maps among • Oregon Department of local business to assist visitors in Transportation wayfinding. Work with businesses for after-hours events.

Livable 1.3 Suggested Lead Partner(s): Improved Downtown Lighting • City of Sisters – Public Works 1. Complete Adams Avenue Streetscape Plan to ✗ ✓ identify locations for new lighting. Add lighting downtown to Potential Supporting Partner(s): 2. Complete construction of Adams Avenue. promote twilight/after dark • Sisters Astronomy Club 3. Determine need and install additional pedestrian safety, while still multiuse path lighting. promoting compatibility with a 4. Promote education of dark skies ordinance dark skies ordinance. with pamphlet.

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed

LIVABLE Increase the availability of affordable housing in Sisters Country, including a comprehensive STRATEGY 2 review of the 2010 Sisters Housing Plan, promotion of a diverse mix of housing types, and support Affordable Housing for private and volunteer programs that address the issue of housing affordability.

ACTION NUMBER, SUGGESTED LEAD PARTNER(S) & MILESTONES IN ACHIEVING THE ACTION IMPLEMENTATION TITLE & TEXT POTENTIAL SUPPORTING TIMELINE PARTNER(S)

2 Yrs. 5 Yrs.

- – 5+ Yrs. 3 1 Less 1 Than Yr. Livable 2.1 Suggested Lead Partner(s): 1. Housing Policy Advisory Board is established. Sisters Housing Plan Update • City of Sisters - CDD 2. 2010 Housing Plan reviewed and adopted by • Age Friendly Sisters Country City Council. ✗

Review and update the 2010 3. Implement adopted Housing Plan. ✓ Sisters Housing Plan. Potential Supporting Partner(s): 4. Identify funding opportunities and packages • Housing Works for continued City support. • COIC 5. Explore innovative housing types including • Housing for All adaptive reuse.

Livable 2.2 Suggested Lead Partner(s): Workforce Housing • City of Sisters - CDD 1. Develop stakeholder list – employers, ✗ è developers, nonprofit representatives, Pursue workforce housing in Potential Supporting Partner(s): elected officials, etc. conjunction with new or • Sisters Chamber of Commerce 2. Contact stakeholder list – and form a expanded business • Economic Development for stakeholder/worker group. development. Provide incentives Central Oregon 3. Develop incentive program. for businesses to provide • Larger Employers (i.e. Rays, Laird housing for employees. Superfood, etc.) • COIC • Housing for All

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed

Livable 2.3 Suggested Lead Partner(s): Long-Term Rental Housing • City of Sisters - CDD 1. Develop incentives for property owners to ✗ promote long-term rental of properties. è Expand efforts and explore new Potential Supporting Partner(s): 2. Implement and enforce new City Short Term options to promote and support • Private Sector/Prop. Owners Rental ordinance. long-term rental housing in • COIC Sisters. • Housing for All

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed

LIVABLE Implement the updated Sisters Transportation System Plan that addresses changes in local and STRATEGY 3 regional growth and new state transportation policies. Determine a preferred alternative to Integrated Transportation address congestion on Highway 20 in Downtown Sisters, exploring alternate routes and roadway System designs, traffic management strategies, bicycle and pedestrian options, signage, and centralized public parking.

ACTION NUMBER, SUGGESTED LEAD PARTNER(S) & MILESTONES IN ACHIEVING THE ACTION IMPLEMENTATION TITLE & TEXT POTENTIAL SUPPORTING TIMELINE PARTNER(S)

2 Yrs. 5 Yrs.

- – 5+ Yrs. 3 1 Less 1 Than Yr. Livable 3.1 Suggested Lead Partner(s): Intra-Sisters Country Transit • Council on Aging 1. Develop website as a “one-stop shop” for ✗ ✓ • Age Friendly Sisters Country mobility/transportation options in Sisters Conduct a survey to help Country. Include information from surveys determine the viability of a Potential Supporting Partner(s): already conducted by AFSC. Sisters Country Transit system • Sisters Park & Recreation District 2. AFSC conducts a survey to gauge interest in and preferred • Central Oregon Intergovernmental preferred routes for bus/van service. destinations/routes. Emphasize Council 3. Pilot projected conducted by preferred providing additional • Cascades East Transit partner (CET, SPRD or private partner) transportation options for the • Sisters Lodge Assisted Living community, including seniors.

Livable 3.2 Suggested Lead Partner(s): Activity Bus Route • Sisters Parent-Teacher Association 1. Determine feasibility of a program with key ✗ è — Erin Borlund partners. Conduct a needs assessment for • Sisters Park & Recreation District 2. Create task force to determine route. expanded activity bus service, 3. Organize route schedule and support such as Sisters Park & Recreation 4. Conduct survey to determine effectiveness.

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed

District, using existing buses to Potential Supporting Partner(s): provide transportation for • Sisters School District students to after-school activities. • Commute Options • Black Butte School • Sisters Christian Academy • Central Oregon Intergovernmental Council

Livable 3.3 Suggested Lead Partner(s): Grant Funding for Transportation • City of Sisters – Public Works 1. Secure 2021-23 State Transportation ✗ ✓ Engage the Central Oregon • Oregon Department of Improvement Plan funding for high priority Intergovernmental Council, Transportation projects. Oregon Department of 2. Coordinate with local agencies to identify Transportation, Travel Oregon Potential Supporting Partner(s): potential for redirection of funding from HB and other groups to pursue • Central Oregon Intergovernmental 2017 for high priority projects in grants to study, evaluate, and Council Transportation System Plan. implement high priority •Commute Options transportation projects – • Age Friendly Sisters Country including bicycle facilities and • Central Oregon Intergovernmental transit service identified in local Council/Cascades East Transit and regional plans. Livable 3.4 Suggested Lead Partner(s): ✗ ✓ Washington Avenue Bike • City of Sisters — Public Works 1. City Conducts Public Outreach – Washington Boulevard Ave residents specifically Potential Supporting Partner(s): 2. Secure funding Pilot the first Sisters Bicycle • Deschutes County Bicycle & 3. Complete construction –striping, signage in Boulevard on Washington Avenue Pedestrian Committee place (in TSP) – a low volume, low • Commute Options speed street that has been optimized for bicycle travel through treatments such as traffic calming and traffic reduction, signage and pavement markings, and intersection crossing treatments. Motor vehicle access is maintained.

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed

Livable 3.5 Suggested Lead Partner(s): ✗ Alternative Regional • City of Sisters - CDD 1. Engage Uber and Lyft to determine what is ✓ Transportation Options necessary for the companies to operate

Potential Supporting Partner(s): within Sisters. Develop options for • Uber Lyft 2. Formalize resources for carpool/vanpool for transportation (including • Commute Options ease of access including social media and commuting) between Sisters and • Age Friendly Sisters Country other networking tools. the region, using vehicle for hire • Cascade East Transit (Lyft, Uber), carpool, vanpool, • Central Oregon Intergovernmental etc. Emphasize options that are Council. safe for all users.

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed

LIVABLE Support Sisters Trails Alliance and the U.S. Forest Service in expanding and integrating equestrian, STRATEGY 4 bicycle and hiking trails throughout Sisters Country and beyond, connecting unincorporated rural Expanded Trail System communities with Downtown, linking Sisters to Redmond and Bend, and facilitating appropriate access to recreational areas.

ACTION NUMBER, SUGGESTED LEAD PARTNER(S) & MILESTONES IN ACHIEVING THE ACTION IMPLEMENTATION TITLE & TEXT POTENTIAL SUPPORTING TIMELINE PARTNER(S)

2 Yrs. 5 Yrs.

- – 5+ Yrs. 3 1 Less 1 Than Yr. Livable 4.1 Suggested Lead Partner(s): Trail Expansion Outreach • U.S. Forest Service 1. Conduct community meetings/surveys ✗ • Oregon Department of facilitated by C4C to prioritize trail projects. è Conduct community outreach to Transportation 2. Solicit input letters from Sisters Country gain input for trail connections HOAs and residents. between Sisters and Sisters Potential Supporting Partner(s): Country. • Citizens4Community • Sisters Trail Alliance (See also Resilient Sisters 3.3, 3.4) • Sisters Country HOAs • City of Sisters — CDD • Deschutes County CDD • Brooks Resources • Deschutes Land Trust

Livable 4.2 Suggested Lead Partner(s): Trail Expansion Funding • Sisters Trail Alliance 1. Following outreach, develop estimated budget. ✗ Potential Supporting Partner(s): 2. Identify potential funding sources by outside è • U.S. Forest Service agencies (travel Oregon, etc.)

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed

Secure funding for trail • ODOT 3. Identify key costs, such as securing connections between Sisters and • Deschutes County Bicycle and ROW/Easements. Sisters Country. Pedestrian Advisory Committee (BPAC) (See also Resilient Sisters 3.3, 3.4) • City of Sisters • Brooks Resources • Deschutes Trails Coalition • Deschutes Land Trust

Livable 4.3 Suggested Lead Partner(s): Regional Trails System • U.S. Bureau of Land Management 1. Conduct Feasibility Analysis alongside ✗ è • Sisters Trails Alliance regional cities. Plan for and support • Deschutes County -CDD 2. Conduct public outreach within City of Sisters, development of a regional trails Redmond, and Bend to identify preferred system connecting Sisters and Potential Supporting Partner(s): routes, opportunities, and challenges. Sisters Country with Redmond • Central Oregon Trail Alliance 3. Develop stakeholder group to determine and Bend. • Bend/Redmond/Sisters chambers project scope. • Brooks Resources (See also Resilient Sisters 3.3, 3.4) • Pacific NW Endurance Riders – Jeff Tryens • Oregon Equestrian Trails (OET) • City of Redmond • City of Bend • City of Sisters

Livable 4.4 Suggested Lead Partner(s): ✗ è Separated Bike and Equestrian • U.S. Forest Service 1. Confirm completion of Indian Ford Bridge Trails on Sisters Tie Trail • Sisters Trail Alliance crossing. • Oregon Equestrian Trails (OET) 2. Organize volunteers to construct trail. Separate bicycle and equestrian 3. Flag and complete horse trail. trails from one another on Sisters Potential Supporting Partner(s): Tie Trail to allow for ease of use • (TBD) and better access for users.

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed

LIVABLE Identify potential new parks, greenspaces and recreation sites and facilities in Sisters Country to STRATEGY 5 meet the needs of a growing resident population and create new public amenities and visitor Parks, Recreation & attractions. Recognize and honor the City of Sisters' status as a Tree City, and develop Dark Skies Greenspace program.

ACTION NUMBER, SUGGESTED LEAD PARTNER(S) & MILESTONES IN ACHIEVING THE ACTION IMPLEMENTATION TITLE & TEXT POTENTIAL SUPPORTING TIMELINE PARTNER(S)

2 Yrs. 5 Yrs.

- – 5+ Yrs. 3 1 Less 1 Than Yr. Livable 5.1 Suggested Lead Partner(s): 1. Identify existing greenspace and view Greenspace and View Corridor • City Parks Advisory Committee corridors within and surrounding city limits ✗ è Assets Inventory • Deschutes County – Community (lazy Z, PMV, Patterson Ranch, etc.) Development 2. Identify high priority land for conservation Inventory the community’s easements and/or land acquisition. natural assets to aid in Potential Supporting Partner(s): development of a Sisters Country • Sisters Park & Recreation District Parks, Recreation, Greenspace, • Deschutes Land Trust and View Corridor Master Plan. Livable 5.2 Suggested Lead Partner(s): Greenspace and View Corridor • City Parks Advisory Committee 1. Support zoning efforts to preserve corridors, ✗ è Standards • Deschutes County – Community greenspace, and trail connections. Development 2. Identify Code changes to limit building Create standards for placement, height and set back restrictions development to preserve key Potential Supporting Partner(s) 3. Obtain permanent view corridor/greenspace corridors. • Sisters Park & Recreation District easements and/or land • Deschutes Land Trust

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed

Livable 5.3 Suggested Lead Partner(s): New City Park on East Portal • ODOT 1. Create stakeholder group with lead and ✗ ✓ Property (corner of Cascade Ave • Forest Service supporting partners to discuss timeline and and Santiam Highway, near the potential for land acquisition. Labyrinth) Potential Supporting Partner(s): 2. Conduct community outreach and surveys to • City of Sisters-CDD determine preferred park amenities (e.g., dog Develop property with new multi- • City Parks Advisory Board park). purpose city owned park. • Deschutes County – CDD 3. Develop park master plan and receive city approvals. 4. Construct park and open for public use.

Livable 5.4 Suggested Lead Partner(s): Tree Planting/Re-Planting • City of Sisters – CDD /PW 1. Enforce City’s ordinance regarding replanting ✗ • City of Sisters – Urban Forestry of trees following tree removal to ensure è Promote planting and replanting Board Tree City Status is honored. of trees in alignment with Tree 2. Promote planting of new trees. City status. Potential Supporting Partner(s): • N/A Livable 5.5 Suggested Lead Partner(s): New Community Recreational • Sister Park and Recreation 1. Refer to 2014 Community Assets survey to ✗ è Facilities Department identify notable projects. • City of Sisters – CDD Identify potential new community 2. Assess interest through community outreach. recreation facilities (i.e., Potential Supporting Partner(s): swimming pool, field house). • Sisters School District 3. Determine feasibility of new recreation facility

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed

FOCUS AREA: RESILIENT SISTERS

RESILIENT Pursue establishment of a comprehensive urgent care facility in Sisters, providing walk-in and STRATEGY 1 related ambulatory care and medical services for a rapidly growing population and increasing Urgent Care Center numbers of tourists.

ACTION NUMBER SUGGESTED LEAD PARTNER(S) & MILESTONES IN ACHIEVING THE ACTION IMPLEMENTATION & TITLE & TEXT POTENTIAL SUPPORTING TIMELINE PARTNER(S)

2 Yrs. 5 Yrs.

- – 5+ Yrs. 3 1 Less 1 Than Yr.

Resilient 1.1 Suggested Lead Partner(s): Needs Analysis • (TBD) 1. Frame the inquiry to guide collection of need- ✗ ✓ related information Conduct a survey of medical Potential Supporting Partner(s): 2. Make the inquiry service providers to analyze the • Citizens4Community 3. Follow up with information sources need for an urgent care facility • City of Sisters 4. Assemble and report the results serving Sisters Country residents • Medical service providers and visitors. • Assisted Living Facility providers • Sisters-Camp Sherman Fire District • Age Friendly Sisters Country • Central Oregon Health Council

Resilient 1.2 Suggested Lead Partner(s): Gaps/Barriers Analysis • (TBD) 1. Frame the inquiry to guide collection of ✗ ✓ gap/barrier-related information Identify gaps/barriers – such as Potential Supporting Partner(s): 2. Make the inquiry availability and cost of real estate, • Citizens4Community 3. Follow up with information sources

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed demand per demographics, and • City of Sisters 4. Assemble and report the results regulatory hurdles – to • Medical service providers establishing an urgent care • Sisters Chamber of Commerce facility. •Assisted Living Facility providers • Sisters-Camp Sherman Fire District

Resilient 1.3 Suggested Lead Partner(s): Close Gaps and Eliminate • Potentially interested medical care 1. Create a list of the steps required to close ✗ ✓ Barriers providers identified gaps and eliminate identified barriers Based on the results of the needs Potential Supporting Partner(s): 2. Implement the listed steps and gaps/barriers analyses, • Citizens4Community 3. Plan and conduct a grand ribbon-cutting complete steps necessary to close • Deschutes County Health Dept. event to celebrate the community’s support identified gaps and to eliminate • City of Sisters for, and involvement in creating, the new identified barriers to the • Sisters Chamber of Commerce urgent care facility. establishment of an urgent care • Other public and private entities as facility in Sisters Country. suggested by the gap/barrier analysis • Central Oregon Health Council

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed

RESILIENT Improve communications connectivity and infrastructure (telecommunications, broadband, mobile STRATEGY 2 and Internet services) in Sisters Country with special attention paid to underserved areas. Communications Connectivity

ACTION NUMBER SUGGESTED LEAD PARTNER(S) & MILESTONES IN ACHIEVING THE ACTION IMPLEMENTATION & TITLE & TEXT POTENTIAL SUPPORTING TIMELINE PARTNER(S)

2 Yrs. 5 Yrs.

- – 5+ Yrs. 3 1 Less 1 Than Yr.

Resilient 2.1 Suggested Lead Partner(s): FirstNet Communications Tower • AT&T 1. Convene at least one meeting of the ✗ è ✓ Supporting Partners to update them on the Encourage and support funding Potential Supporting Partner(s): progress toward constructing the and construction of a • Sisters-Camp Sherman Fire District communications tower and to facilitate communications tower, part of • U.S. Forest Service ongoing discussion of gaps and barriers that the planned Nationwide Public • Deschutes County may need to be filled or overcome to make Safety Broadband Network, • Oregon State Police the tower a reality serving the greater Camp • Black Butte Ranch 2. Construct tower Sherman region. FirstNet is a • Oregon Department of Forestry 3. Plan and conduct a grand ribbon-cutting federal authority established in • Other public and private entities event to celebrate the community’s support 2012 to enhance first responder for, and involvement in creating, the new communications throughout the communications tower nation.

Resilient 2.2 Suggested Lead Partner(s): Underserved Areas • Central Oregon Intergovernmental 1. Frame the inquiry to guide collection of ✗ ✓ Council needs/gaps-related information Conduct a needs/gaps survey to 2. Make the inquiry

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed identify, by region within Sisters Potential Supporting Partner(s): 3. Follow up with information sources Country, provider capabilities, • City of Sisters 4. Assemble and report the results demand, and opportunities to • Sisters Chamber of Commerce expand and improve • Sisters-Camp Sherman Fire District telecommunication, broadband, • Deschutes County mobile and Internet service • Economic Development for Central infrastructure. Oregon • Service providers (See also 2.3 below) • Sisters School District • Family Action Network

Resilient 2.3 Suggested Lead Partner(s): Remediation in Underserved • Economic Development for Central 1. Create a list of recommended steps required ✗ ✓ Areas Oregon to close identified gaps and eliminate identified barriers Identify and execute steps Potential Supporting Partner(s): 2. Implement the recommended steps necessary to enhance provider • City of Sisters capabilities, meet demand, and • Sisters Chamber of Commerce capitalize on opportunities to • Sisters-Camp Sherman Fire District expand and improve • Deschutes County telecommunication, broadband, • Sisters School District mobile and Internet service • Family Action Network infrastructure in underserved • Central Oregon Intergovernmental regions of Sisters Country. Council

(See also 2.2 above)

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed

RESILIENT Support an ‘age-friendly’ community in Sisters Country, encouraging key organizations to share STRATEGY 3 resources and to advocate for issues relevant to all ages and abilities. Age Friendly Community

ACTION NUMBER SUGGESTED LEAD PARTNER(S) & MILESTONES IN ACHIEVING THE ACTION IMPLEMENTATION & TITLE & TEXT POTENTIAL SUPPORTING TIMELINE PARTNER(S)

2 Yrs. 5 Yrs.

- – 5+ Yrs. 3 1 Less 1 Than Yr.

Resilient 3.1 Suggested Lead Partner(s): Inventory of Age Specific • Sisters Park & Recreation District 1. Frame the inquiry to guide collection of ✗ ✓ è è Facilities and Programs • Age Friendly Sisters Country information about programs and facilities Compile and regularly update a 2. Make the inquiry comprehensive list of programs Potential Supporting Partner(s): 3. Follow up with information sources and facilities serving specific age • City of Sisters 4. Assemble and begin publishing the results groups in Sisters Country. • Deschutes County • Sisters Trail Alliance • U.S. Forest Service • Hoodoo Ski Resort • Sisters School District • Local media and social media platforms

Resilient 3.2 Suggested Lead Partner(s): Community Calendar • Sisters Park & Recreation District 1. Sample existing online tools (Meetup, etc.) to ✗ ✓ è è Create an enhanced • Sisters Chamber of Commerce determine whether any can be adapted to comprehensive public online the purposes of this strategy Community Calendar, with a print Potential Supporting Partner(s): 2. Build system if no existing systems can be edition for Sisters Country • City of Sisters adapted to the purpose residents lacking on-line access. • Deschutes County

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed

• Sisters Trail Alliance 3. Establish and publicize instructions and • U.S. Forest Service protocols for user-entry of events, programs, • Sisters School District facilities • Deschutes County Public Library 4. Require governmental supporting partners to • Citizens4Community begin using the selected forum as a • Age Friendly Sisters Country supplemental means of meeting legal • Local media outlets obligations to provide notice of public meetings 5. Encourage leadership of non-governmental events and programs to use the selected forum as an additional means of providing notice of public events and programs.

Resilient 3.3 Suggested Lead Partner(s): Access to Healthy Outdoor • U.S. Forest Service 1. Collect and review existing plans ✗ è è ✓ Activities – On unincorporated • Sisters Trail Alliance 2. Conduct community based prioritization of lands planned projects for improvement and Improve and enhance existing Potential Supporting Partner(s): enhancement of existing resources and for facilities and trails on federal • Oregon Department of establishment of new trails and facilities lands within Sisters Country and Transportation 3. Develop trails master plan the surrounding areas and • Sisters Chamber of Commerce 4. Implement priority projects as appropriate establish new trails and facilities, • Sisters Park & Recreation District 5. Advocate for funding as appropriate including snowshoe routes, to • Citizens4Community reflect age specific demand and • Oregon Parks and Recreation Dept. fill service gaps.

(See also Livable Sisters 4.1, 4.2 4.3)

Resilient 3.4 Suggested Lead Partner(s): Access to Healthy Outdoor • City of Sisters 1. Collect and review existing plans ✗ è ✓ Activities – within the City limits 2. Advocate for funding as appropriate Potential Supporting Partner(s): 3. Implement priority projects as appropriate Improve and enhance existing • Oregon Department of 4. Update City Parks Master Plan after City parks, sidewalks and multi-use Transportation Comprehensive Plan update is adopted paths within the City of Sisters • U.S. Forest Service and establish new facilities to • Sisters Chamber of Commerce

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed reflect demand and service gaps; • Sisters Trail Alliance update City Parks Master Plan to • Oregon Parks and Recreation Dept. reflect public input of service demands.

(See also Livable Sisters 4.1, 4.2, 4.3)

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed

RESILIENT Review and update City of Sisters and Deschutes County building and development codes to STRATEGY 4 improve and enhance the fire and drought resistance of homes, communities and landscapes in Fire/Drought Resistant Sisters Country. Building and Development Codes

ACTION NUMBER SUGGESTED LEAD PARTNER(S) & MILESTONES IN ACHIEVING THE ACTION IMPLEMENTATION & TITLE & TEXT POTENTIAL SUPPORTING TIMELINE PARTNER(S)

2 Yrs. 5 Yrs.

- – 5+ Yrs. 3 1 Less 1 Than Yr.

Resilient 4.1 Suggested Lead Partner(s): State Regulatory Framework • City of Sisters 1. Monitor adoption of Appendix W by State of ✗ ✓ • Deschutes County Oregon Building Codes Division Encourage the State Building • Sisters-Camp Sherman Fire 2. State of OR BCD adopts Appendix W and Codes Division to adopt Appendix District enables localities to voluntarily adopt W (Wildfire Hazard Mitigation) to 3. Wildfire Risk Maps are updated to accurately the State Building Code, and then Potential Supporting Partner(s): reflect existing conditions and on a level of encourage the City of Sisters and • Citizens4Community accuracy sufficient for City level scale Deschutes County to apply the • Black Butte Ranch 4. Deschutes County adopts Appendix W adopted Appendix W to new • Cloverdale Fire District 5. City co-adopts Appendix W construction proposed for areas • Insurance companies of Sisters Country determined to • Builders & real estate developers be a Wildfire Hazard Area.

Resilient 4.2 Suggested Lead Partner(s): 1. Conduct community outreach activities (1-2 Sisters-Specific Regulatory • City of Sisters years) ✗ è ✓ Framework • Deschutes County 2. Develop and implement Comprehensive Plan • Sisters-Camp Sherman Fire policies as appropriate District

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed

Implement by adoption of Potential Supporting Partner(s): 3. Amend supporting Plans such as County appropriate ordinances and • Citizens4Community Hazard Mitigation Plan, Community Wildfire policies all recommendations of Protection Plans as appropriate the 2018 Community Planning 4. Amend Development Code requirements as Assistance for Wildfire (CPAW) appropriate Report commissioned in 2019 by 5. Establish partnerships and programs to the City of Sisters. conduct mandatory remediation requirements

Resilient 4.3 1. Compile list of critical infrastructure in Sisters Retrofits to Critical Infrastructure Suggested Lead Partner(s): Country including public and private assets. ✗ è ✓

Other Structures & Landscaping • City of Sisters 2. Research existing funding opportunities and • Deschutes County ongoing programs

Seek and establish funding • Sisters-Camp Sherman Fire 3. Present report of findings to governing bodies sources to support modification District 4. Draft and present report of proposed funding of existing structures and programs appropriate to local capabilities and landscaping to mitigate the Potential Supporting Partner(s): external funding opportunities effects of wildfires. • Oregon State University 5. Establish funding program as appropriate • University of Oregon 6. Retrofit critical community infrastructure • Oregon State Fire Marshall such as wells, reservoirs, emergency egress • Steering Committee for the routes and other facilities as necessary existing Greater Sisters Country Community Wildfire Protection Plan • Homeowners

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed

RESILIENT Promote enhanced coordination of disaster preparedness and response efforts in Sisters Country STRATEGY 5 within the statewide network. Improve and enhance natural disaster preparedness and Disaster Preparedness and socioeconomic resilience training and education programs. Response

ACTION NUMBER SUGGESTED LEAD PARTNER(S) & MILESTONES IN ACHIEVING THE ACTION IMPLEMENTATION & TITLE & TEXT POTENTIAL SUPPORTING TIMELINE PARTNER(S)

2 Yrs. 5 Yrs.

- – 5+ Yrs. 3 1 Less 1 Than Yr.

Resilient 5.1 Suggested Lead Partner(s): Active Forest Management • U.S. Forest Service 1. Series of public forums are scheduled and ✗ ✓ conducted

Sponsor public forums and Potential Supporting Partner(s): education efforts illuminating the • Sisters-Camp Sherman and Black potential benefits and potential Butte Fire Districts trade-offs of Active Forest • Deschutes County Project Wildfire Management practices, including • Deschutes Collaborative Forest prescribed burns, mechanical Project ground cover treatment and • Citizens4Community timber stand thinning. • Oregon Department of Forestry • Private forestland owners • Deschutes River Alliance • Other public and private entities

Resilient 5.2 Suggested Lead Partner(s): Models for Active Forest • Deschutes County 1. Research existing programs and systems in ✗ è ✓ Management • City of Sisters other jurisdictions. 2. Identify funding opportunities

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed

Collect and analyze models of Potential Supporting Partner(s): 3. Present report on findings to governing programs and systems in which • U.S. Forest Service bodies and to the Sisters Country community political jurisdictions (such as the • State Department of Forestry at large cities of Ashland, Ore., and • Oregon State University 4. Draft and publicly report on proposed funding Prescott, Ariz.) fund active programs appropriate to local capabilities and management, including external funding opportunities prescribed burns and thinning, of 5. Establish funding assistance program as forested land beyond their appropriate jurisdictional boundaries.

Resilient 5.3 Suggested Lead Partner(s): Economic Uses of Forest • Economic Development for Central 1. Research existing programs ✗ ✓ Management By-Products Oregon 2. Present report on findings to governing • Central Oregon Intergovernmental bodies and all other interested parties Collect and analyze existing Council 3. Recommend amendments to policy plans and reports to identify approaches to development regulations to enable actions to making economic use of by- Potential Supporting Partner(s): be taken to accomplish the objective products from active forest • Oregon State University management, such as thinning, • U.S. Forest Service with emphasis on identifying • Oregon Department of Forestry steps that could be taken within • City of Sisters Sisters Country to realize such use • Deschutes County of byproducts. • Forest product businesses • Confederated Tribes of the Warm Springs • Central Oregon Intergovernmental Council

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed

Resilient 5.4 Suggested Lead Partner(s): Community Outreach Activities • Sisters-Camp Sherman Fire District 1. Series of public forums are scheduled and ✗ ✓ Conduct community outreach • City of Sisters conducted activities to educate residents, • Deschutes County businesses and property owners about adaptive techniques to Potential Supporting Partner(s): improve protection of structures • Citizens4Community and landscaping threatened by all • Sisters Chamber of Commerce natural hazards, including wildfire. Resilient 5.5 Suggested Lead Partner(s): 1. Conduct community preparedness exercises Comprehensive Natural Hazards • Sisters-Camp Sherman Fire District centered around significant dates or as ✗ è ✓ Planning and Preparation • Black Butte Fire District supporting assets are available • Cloverdale Fire District 2. Promote 100% registry of cell phone users to Review existing natural hazard • Deschutes County Sherriff’s Office, subscribe to reverse 911 call services mitigation plans, actively Special Services Unit 3. Encourage media to participate in participate in projects to update information dissemination of natural hazard plans, and promote community Potential Supporting Partner(s): awareness and emergency preparedness education and awareness on • Citizens4Community information preparedness for all known • City of Sisters 4. Actively participate in updating the Deschutes natural hazards . • Sisters School District County Natural Hazards Mitigation Plan • Local media outlets 5. Fund and perform mitigation measures or • Homeowner’s Associations seek funding to mitigate hazards identified in • Central Oregon Intergovernmental the updated Deschutes County NHMP. Council • Adjacent jurisdictional emergency service agencies • Oregon State Police • Oregon Office of Emergency Management

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed

FOCUS AREA: CONNECTED SISTERS

CONNECTED Promote the small-town atmosphere and friendly vibe of Sisters Country as the city and region STRATEGY 1 grow, increasing outreach and opportunities for face-to-face contacts, neighbor-to-neighbor Small Town Atmosphere cooperation, and visitors-to-locals connections and commerce.

ACTION NUMBER SUGGESTED LEAD PARTNER(S) & MILESTONES IN IMPLEMENTATION & TITLE & TEXT POTENTIAL SUPPORTING PARTNER(S) ACHIEVING THE ACTION TIMELINE

2 Yrs. 5 Yrs.

- – 5+ Yrs. 3 1 Less 1 Than Yr. Connected 1.1 Suggested Lead Partner(s): Values-Based Marketing • City of Sisters 1. Lead partner signed on to the effort. ✗ ✓ Campaign 2. Task force created for this purpose. Potential Supporting Partner(s): 3. Marketing plan budget established. Identify and promote shared • Three Sisters Historical Society 4. Marketing plan funding secured. small-town values and develop • Citizens4Community 5. Marketing plan completed and approved. and implement a collaborative • Chamber of Commerce 6. Marketing plan implemented. marketing campaign. 7. Marketing plan results reviewed and plan modified where necessary. 8. Lessons learned documented and distributed.

Connected 1.2 Suggested Lead Partner(s):

Strengthened Business • Sisters Chamber of Commerce 1. Lead partner signed on to the effort. Community Connections • Sisters Art Association 2. Task force created for this purpose. ✗ ✓ 3. Business leaders informed of the effort and inputs Develop and promote a shared Potential Supporting Partner(s): requested. value proposition among • Economic Development for Central 4. Business leader input reviewed. business owners, to educate and Oregon

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed inspire community connection • Citizens4Community 5. Plan developed to strengthen community and cohesion. connections. 6. Meeting held with business leaders to go over plan and solicit comments. 7. Business leader comments incorporated in plan. 8. Community connection plan implemented. 9. Community connection plan results reviewed and plan modified where necessary. 10. Lessons learned documented and distributed.

Connected 1.3 Suggested Lead Partner(s): New Celebrations • Sisters Park & Recreation District 1. Lead partner signed on to the effort. • City of Sisters 2. Task force created for this purpose. Develop new community events 3. Plan for new community events established. ✗ ✓ and celebrations, such as the Potential Supporting Partner(s): 4. Slate of events for 2019/2020 prepared.

Sisters Feast Series, focused on • Citizens4Community 5. Financial sponsors for the events secured. residents first. Provide childcare, • Age-Friendly Sisters Country 6. Organizations to staff the events secured. transportation for seniors, and • Sisters Quilt Show 7. Detailed plan for each event prepared. other amenities to make these • Sisters Folk Festival 8. Events held based on the plan. events accessible to all residents. • Sisters Art Association 9. Results reviewed and event schedule/format • Sisters Fire District modified as necessary. • Sheriff’s Department 10. Lessons learned documented and distributed. 11. Steps 3-9 repeated for subsequent years.

Connected 1.4 Suggested Lead Partner(s): Community Hub Activities • “Hub” Business Owners 1. Lead partner signed on to the effort. • Chamber of Commerce 2. Task force created for this purpose. ✗ ✓ Utilize community "hubs" where • City of Sisters 3. Review of current resources completed. residents gather, such as the 4. Plan for community hubs prepared. post office, Ray’s and Bi-mart Potential Supporting Partner(s): 5. Meeting with business leaders held to go over special Tuesdays, to create plaza • Age-Friendly Sisters Country plan and solicit comments. environments with live music, • Citizens4Community 6. Business leader comments incorporated in plan. workshops, and activities for • Sisters Park & Recreation District 7. Community hub activities plan implemented. kids. Build or expand on • Fire District 8. Community hub activities plan results reviewed hardscape design in these areas • Sisters Art Association and plan modified where necessary. to create more welcoming • Sheriff’s Department 9. Lessons learned documented and distributed.

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed spaces for residents to spend **Note: “Softscape” events can start in 1-2 years, by time together. coordinating with the business owners and Chamber. Hardscape changes will require city involvement and will take longer to enact.

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed

CONNECTED Support the innovative curriculum, distinctive programming, community-based initiatives, and year- STRATEGY 2 round use of existing Sisters School District facilities, bolstering the district as the "hub of the Innovation & Distinctive community" and connecting its students to the community and beyond. Programming in Schools

ACTION NUMBER SUGGESTED LEAD PARTNER(S) & MILESTONES IN IMPLEMENTATION TIMELINE & TITLE & TEXT POTENTIAL SUPPORTING PARTNER(S) ACHIEVING THE ACTION

2 Yrs. 5 Yrs.

- – 5+ Yrs. 3 1 Less 1 Than Yr. Connected 2.1 Suggested Lead Partner(s): Schools Marketing Campaign • Sisters School District/School Board 1. Lead partner signed on to the effort. 2. Task force created for this purpose. ✗ ✓ Inspire and recruit new Potential Supporting Partner(s): 3. Proposals requested from marketing firms for students by marketing existing • Sisters Schools Foundation marketing the Sisters School System. innovation and excellence in • Roundhouse Foundation 4. Proposals reviewed and marketing firm the Sisters school district – • Sisters GROW candidates reviewed. distinctive class offerings, • Sisters ASPIRE 5. Marketing firm selected. place-based learning • Local Realtors 6. Funding solicited and secured for the opportunities, an excellent • Parent/Teacher/Students marketing effort. community support system, Associations 7. Marketing effort launched. and exceptionally strong 8. Initial results reviewed and marketing plan science and arts programs. modified as warranted. Improve marketing efforts as a 9. Lessons learned documented and distributed. way to boost enrollment. **Note: SSD will be starting an internal marketing campaign following their strategic plan update in the 2018-2019 school year. Any campaign involving a marketing consultant would happen in the 2019-2020 school year or beyond.

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed

Connected 2.2 Suggested Lead Partner(s): New School Partners and • Sisters School District/School Board 1. Lead partner signed on to the effort. ✗ ✓ Leaders 2. Task force created for online platform.

Potential Supporting Partner(s): 3. Online platform detailed goals established. Create an attractive, easy-to- • Stanford Design School – “School 4. Funding secured for online platform design use online platform where Retool” Program and management. community members can • OSU-Cascades Computer Science 5. Online platform designed and approved. suggest innovative new graduate students 6. Online platform concept publicized. curriculum ideas, easily sign up • Better Together 7. Online platform launched. to volunteer, or make the • Proposed Sisters Foundation 8. Initial results reviewed and online platform school district aware of their • Academic Partners (COCC, OSU, PSU) modified as necessary. skills and experience. 9. Lessons learned documented and distributed.

**Note: Select SSD staff will be participating in the Stanford Design School program in 2019-2020 school year. They will kick start this process. Connected 2.3 Suggested Lead Partner(s): Community HR Database • TBD 1. Lead partner signed on to the effort. ✗ è 2. Task force created for this purpose. Utilize the online platform for Potential Supporting Partner(s): 3. Community HR database detailed goals the additional purpose of • Sisters School District established. serving as a community human • Sisters Science Club 4. Funding secured for design and management resource database to serve a) • Americana Project of online platform. students and b) community • Proposed Sisters Foundation 5. Enhanced online platform design addressing organizations looking for • Better Together community HR database detailed goals specialized assistance. completed and approved. 6. Enhanced online platform concept publicized. 7. Enhanced online platform launched. 8. Initial results reviewed and enhanced online platform modified where necessary. 9. Lessons learned documented and distributed.

Connected 2.4 Suggested Lead Partner(s): Annual School Pitch Event • Sisters School District 1. Task force created for pitch night. ✓ 2. Pitch night concept detailed goals established. Invite community members to Potential Supporting Partner(s): 3. Pitch night format (idea presentation, funding participate in an annual School • Sisters Science Club presentation (i.e., funds offered & remaining

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed

Pitch Night event, where new • Sisters Schools Foundation funding needed), duration of event, judging, program ideas are presented, • Proposed Sisters Foundation etc.) finalized. publicly vetted, and potentially 4. Pitch night setting (date and location) crowdfunded. finalized. 5. Pitch night publicized. 6. Pitch night completed. 7. Pitch night format reviewed and modified where necessary. 8. Sisters School Board completes its review and decides which, if any, pitched ideas are worth pursuing at present time. 9. Sisters School Board completes plan for implementing selected idea(s), including financing plan (including, where appropriate, crowdfunding) if additional funding is needed. 10. Lessons learned documented and distributed. 11. Steps 8-16 repeated bi-annually. Connected 2.5 Suggested Lead Partner(s): Crowdfunding for New • Sisters School District 1. Lead partner signed on to the effort. Programs 2. Task force created for this purpose. ✗ ✓ Potential Supporting Partner(s): 3. An effective crowdfunding strategy to assist in

Ask community members to • Oregon’s Kitchen Table the funding of new programs is developed. help fund new programs • Roundhouse Foundation 4. Crowdfunding strategy is shared as through a crowdfunding • The Ford Family Foundation appropriate with other organizations in Sisters platform or individual • Sisters Nugget Country. campaign. Work with Oregon’s • Proposed Sisters Foundation 5. Crowdfunding strategy is utilized as need Kitchen Table to build an arises. effective crowdfunding 6. Crowdfunding strategy results are reviewed strategy for Sisters Country. and strategy is modified where required. 7. Lessons learned documented and distributed.

**Note: There are multiple capital campaigns starting in the next 1-2 years: Sisters Folk Festival and Habitat for Humanity. The community might be stretched for funds during this time period. This type of crowdfunding might need to be pushed out in light of this.

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed

CONNECTED Plan, finance and develop a multi-purpose community center in Sisters, featuring year-round STRATEGY 3 programming and opportunities for community members of all ages and abilities to gather and Multi-Purpose Community connect, take part in healthy recreation and exercise, and participate in classes, arts, lectures, and Center community events.

ACTION NUMBER SUGGESTED LEAD PARTNER(S) & MILESTONES IN IMPLEMENTATION & TITLE & TEXT POTENTIAL SUPPORTING PARTNER(S) ACHIEVING THE ACTION TIMELINE

2 Yrs. 5 Yrs.

- – 5+ Yrs. 3 1 Less 1 Than Yr. Connected 3.1 Suggested Lead Partner(s): Existing Elementary School • Sisters School District 1. Lead partner signed on to the effort. Conversion • Sisters Park & Recreation District 2. Task force created for this purpose. ✗ ✓ 3. Completion of public outreach to clarify and

Plan and construct a new Potential Supporting Partner(s): quantify the various facets of the need for the elementary school on the Sisters • Sisters Schools Foundation community center. School District main campus, and • City of Sisters 4. Completion of compilation and prioritization of re-purpose a portion of the • Citizens4Community the different components of the community’s existing elementary school • Sisters Nugget need for the center. facility to serve as a multi- • Age Friendly Sisters Country 5. Completion of a suitability study covering a purpose community center. • Proposed Sisters Foundation conversion of the existing elementary school Promote this strategy early to • US Department of Agriculture RD facility into a community center. secure support for the proposed • The Ford Family Foundation 6. Completion of a study to compare alternatives SSD bond measure. for locating a community center. 7. Completion of a study to assess alternative uses for the existing elementary school facility. 8. Completion of a study to determine the best location of the community center, given the facts obtained from the previous studies.

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed

9. Utilization of results of all aforementioned studies, as appropriate, in the marketing of any future SSD bond measure for the construction of a new elementary school. 10. Lessons learned documented and distributed.

**Note: While the bond measure is at least 5 years out, we could start promoting this strategy in 3-5 years to build a groundswell of support. Connected 3.2 Suggested Lead Partner(s): Community Center Task Force • Central Oregon Intergovernmental 1. Lead partner signed on to the effort. Council OR 2. Task force created (note: could initially be same ✗ è ✓ Appoint a collaborative task • PAC (not yet formed) task force created in Action 3.1). force of diverse stakeholders to 3. Criteria established covering the qualities determine the best fit to own Potential Supporting Partner(s): needed for the owner and the operator of the and operate the multi-purpose • Sisters School District community center. community center. The task • Sisters Park & Recreation District 4. Owner and operator are selected based on the force will help set operational • Citizens4Community criteria established. goals, monitor the • Sisters Schools Foundation 5. Operational goals are established. owner/operator, and help secure • City of Sisters/City Council 6. Organization selected for the monitoring of the funding. • Age Friendly Sisters Country owner and the operator. • Proposed Sisters Foundation 7. Operational funding is stream is identified. 8. Community Center is opened for the community’s use. 9. Lessons learned documented and distributed.

**Note: We need to revisit outcome and timelines for this action as compared to 3.1 Connected 3.3 Suggested Lead Partner(s): New Funding for Sisters Park & • Sisters Parks & Recreation District 1. Lead partner signed on to the effort. Recreation District Board of Directors 2. Task force created for this purpose. ✗ ✓ 3. Completion of a study to determine additional

Help the Sisters Park & Potential Supporting Partner(s): SPRD funding requirements. Recreation District secure • Sisters Schools Foundation 4. Completion of a study to determine funding additional funding to raise • Rotary Club, Kiwanis and/or other options. salaries, attract and/or retain service organizations 5. Selection of best funding option completed. talented staff and board 6. Launch of funding option.

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed leadership, and support internal • Central Oregon Intergovernmental 7. Funding secured. organizational development, Council 8. Funding utilized to address needs as with the goal of SPRD taking on • SOAR Foundation (see note) determined in study mentioned in Milestone operations of the community No. 3 above. center facility. 9. SPRD takes on operations of the community center. 10. Lessons learned documented and distributed.

**Note: The SOAR Foundation is currently dormant and would need to be reactivated.

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed

CONNECTED Bring Sisters Country's less frequently heard voices into a more diverse, welcoming and inclusive STRATEGY 4 community conversation, fostering greater tolerance in the community helping newcomers as Diversity & Inclusion well as long-time residents to feel valued and supported.

ACTION NUMBER SUGGESTED LEAD PARTNER(S) & MILESTONES IN IMPLEMENTATION & TITLE & TEXT POTENTIAL SUPPORTING PARTNER(S) ACHIEVING THE ACTION TIMELINE

2 Yrs.

5 Yrs. – - 1 Less 1 Than Yr. 3 5+ Yrs. Connected 4.1 Suggested Lead Partner(s): Community Demographics • City of Sisters 1. Lead partner signed on to the effort. Assessment • Central Oregon Intergovernmental 2. Task force created for this purpose. Council 3. More accurate assessment of existing ✓ Utilize existing organizations and • Citizens4Community community demographics created. available data sources to 4. Determination of communities to collaborate develop a more accurate Potential Supporting Partner(s): with completed. assessment of existing • Family Access Network 5. Determination of items of cultural significance community demographics. Work • Deschutes County Library, Sisters branch for each community completed. with identified communities to • Age Friendly Sisters Country 6. Completion of design of new cultural learning collaboratively design new • Three Sisters Historical Society opportunities for each of the communities cultural learning opportunities, • Faith-based community identified in Milestone No. 4 above. answering questions such as: • Latino Community Association 7. Lessons learned documented and distributed. How do we communicate more • Homeless Leadership Coalition effectively? What dates, • Winter Shelter Project (Lois Caplan) **Note: The City and COIC will take the lead on historical figures, religious • Kiwanis data collection. C4C will lead outreach to identified symbols, etc., are culturally • Sisters Juntos Program communities. significant in this community? • Habitat for Humanity How can we celebrate these together?

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed

Connected 4.2 Suggested Lead Partner(s): Barriers to Diversity • Age Friendly Sisters Country 1. Lead partner signed on to the effort. • Citizens4Community 2. Task force created for this purpose. Identify and develop an action 3. Completion of a study to determine the ✗ è ✓ plan to address existing barriers Potential Supporting Partner(s): targeted populations to most effectively

— such as cost of living, • City of Sisters support. accessibility and language — to • Central Oregon Intergovernmental 4. Completion of a study to determine existing enable minority populations and Council barriers to the targeted populations. other priority groups to thrive. • All groups supporting minority and other 5. Completion of a plan to prioritize specific priority populations (see 4.1) barriers to be addressed and actions needed to remove or reduce those barriers. 6. Commencement of work on plan to remove or reduce identified barriers to diversity. 7. Results reviewed and plan modified where necessary. 8. Completion of work on plan to remove or reduce identified barriers to diversity. 9. Lessons learned documented and distributed

**Some or many of the identified barriers may be addressed by other strategies in this action plan.

Connected 4.3 Suggested Lead Partner(s): Mental Health Support Systems • Age Friendly Sisters Country 1. Lead partner signed on to the effort. • Sisters School District 2. Task force created for this purpose. Build hope for struggling • Family Access Network 3. Completion of a study to determine the ✗ è ✓ members of our community by community members with mental health identifying existing services and Potential Supporting Partner(s): support system issues and the nature of those strengthening partnerships to • Sheriff’s Department issues. connect residents with services. • Fire District 4. Completion of a plan on how best to address • Deschutes County Behavioral Health the issues determined in the study mentioned • Sisters Library in Milestone No. 3 above, including best use of • Central Oregon Health Council existing community organizations and funding • St. Charles Health System requirements and sources. • Homeless Leadership Coalition 5. Agreement reached with community • Deschutes County Library, Sisters organizations on their roles. 6. Funding identified.

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed

7. Plan identified in Milestone No. 4 implemented. 8. Funding secured. 9. Results reviewed and plan modified where necessary. 10. Lessons learned documented and distributed.

**Note: To reach both adult and youth populations, SSD and Age Friendly Sisters Country need to be co-leads.

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed

CONNECTED Develop a deeper pool of leadership through mentorship, education and training, opportunities for STRATEGY 5 civic participation, and community involvement across the generational spectrum with a particular Leadership Training & emphasis on youth and young adults. Development Emphasizing Youth

ACTION NUMBER SUGGESTED LEAD PARTNER(S) & MILESTONES IN ACHIEVING THE ACTION IMPLEMENTATION & TITLE & TEXT POTENTIAL SUPPORTING PARTNER(S) TIMELINE

2 Yrs.

5 Yrs. – - 1 5+ Yrs. Less 1 Than Yr. 3 Connected 5.1 Suggested Lead Partner(s): Community-wide Leadership • Chamber of Commerce 1. Lead partner signed on to the effort. Training Model 2. Task force created for this purpose. Potential Supporting Partner(s): 3. Identification of previously implemented ✗ ✓ Research successful community- • Citizens4Community community-wide leadership programs wide leadership training • Non-profit Association of Oregon completed. programs that have been • Central Oregon Intergovernmental 4. Review of leadership training programs implemented in other Council previously identified is completed. communities. Identify successful • The Ford Family Foundation 5. Identification of successful leadership program elements and determine • City of Sisters program elements is completed. their relevance to Sisters Country. • Deschutes County 6. Determination of relevance to Sisters Select an existing model or • Deschutes County Library, Sisters Country of elements identified in milestone develop a new model by adapting • Academic partners (COCC, OSU, PSU) No. 5 complete. elements from other successful • Proposed Sisters Foundation 7. Leadership training model selected or programs. developed from information gathered in Milestone Nos. 3-6 above. 8. Program funding secured. 9. Program management secured. 10. Leadership training program commenced.

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed

11. Results reviewed and program modified where necessary. 12. Lessons learned documented and distributed.

Connected 5.2 Suggested Lead Partner(s): Existing Leadership Barriers • Chamber of Commerce 1. Lead partner signed on to the effort. • Economic Development for Central 2. Task force created for this purpose. Identify and address existing Oregon 3. Completion of a study to determine the ✗ è ✓ barriers that deter people from current under-represented populations. pursuing leadership Potential Supporting Partner(s): 4. Completion of a study to identify the opportunities, especially among • Non-profit Association of Oregon existing barriers to the targeted populations currently under- • Citizens4Community populations. represented in community • The Ford Family Foundation 5. Completion of a plan to prioritize specific leadership. Barriers include: • City of Sisters barriers to be addressed and actions scheduling designed for working • Sisters Library needed to remove or reduce those barriers. adults, students, or parents; free • Age Friendly Sisters Country 6. Commencement of work on plan to remove or low-cost childcare options; • Sisters Juntos or reduce identified barriers. transportation to/from meetings; • Sisters School District 7. Results reviewed and plan modified where translation or language support • Central Oregon Community College necessary. services. • OSU-Cascades 8. Completion of work on plan to remove or • Proposed Sisters Foundation reduce identified barriers. • Family Access Network 9. Lessons learned documented and • Deschutes County Library distributed. • Academic Partners (COCC, OSU, PSU) • Central Oregon Intergovernmental Council

Connected 5.3 Suggested Lead Partner(s): Mentorship Program • Chamber of Commerce 1. Lead partner signed on to the effort. 2. Task force created for this purpose. Develop a mentorship program to Potential Supporting Partner(s): 3. Details and mechanics of mentorship ✗ ✓ pair existing community leaders • Sisters School District program defined, including how it will be with new and emerging leaders, • Sisters ASPIRE publicized. providing skills training, • Economic Development for Central 4. Database of existing and willing mentors opportunities for civic Oregon created and maintained. engagement, and personal • Proposed Sisters Foundation 5. Mentorship program publicized.

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed coaching to help new leaders 6. List of emerging leaders established and develop confidence, competency, maintained. and visibility. The program is 7. Mentorship program commenced. open to all, but with an emphasis 8. Results reviewed and program modified on recruiting youth, young adults where necessary. and diverse populations. 9. Lessons learned documented and distributed.

Connected 5.4 Suggested Lead Partner(s): Key Community Leadership • Chamber of Commerce 1. Lead partner signed on to the effort. Partners • Economic Development for Central 2. Task force created for this purpose. Oregon 3. Potential key leadership training program ✗ ✓ Recruit key partners from the partners identified. business, education, non-profit, Potential Supporting Partner(s): 4. Potential key mentorship program partners and government sectors to • City of Sisters identified. participate in, champion, and • Sisters School District 5. Key leadership training program partners spread the word about leadership • Citizens4Community recruited. training and mentorship • Proposed Sisters Foundation 6. Key mentorship program partners programs. recruited. 7. Key leadership training program partners commence efforts. 8. Key mentorship program partners commence efforts. 9. Results reviewed and partner staffing modified where necessary. 10. Lessons learned documented and distributed.

Connected 5.5 Suggested Lead Partner(s): Sisters Foundation • Citizens4Community 1. Lead partners signed on to the effort. 2. Task force created for this purpose. ✗ ✓ Facilitate community Potential Supporting Partner(s): 3. Community conversations facilitated by conversations to define the • Chamber of Commerce C4C, with a focus on engaging local non- unique role of a local organization • City of Sisters profit and organizational leaders. in Sisters Country that could take • Non-profit leaders 4. Discussions held between C4C and Sisters on tasks such as providing • Proposed Sisters Foundation Community Foundation (SCF) to determine leadership training (Connected

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed

Sisters Actions 5.1-5.5) and whether SCF would agree to take on the creating/enhancing a local skills role of the Sisters Country Foundation. database for the benefit of the 5. If it is decided SCF will take on the role of community (Connected Sisters Sisters Country Foundation, additional Action 2.3) Board members for SCF recruited and signed up. Determine if a local foundation- 6. SCF ends hiatus and resumes work. in-forming (Sisters Community 7. Lessons learned documented and Foundation) would be a good fit distributed. in this role.

Timeline key: ✗ = Initiated è = Ongoing ✓ = Completed

CITY OF SISTERS DRAFT BUILDABLE LANDS INVENTORY 12/31/2018 Year Comp Plan Zoning Developed Vacant Entitled Developed Entitled Developed % Units Net Density Gross Density Total Acres Platted Lots Vacant Lots Subdivision Approved Designation District Acres Acres Lots Lots Units Units Complete (DU/AC) (DU/AC) Notes Mixed Use; 2 ‐ 4plex MF units and 5 units of Group Quarters (Absolute Serenity Adam Street Commons 2015 C DC 0.82 0.07 0.75 10 10 1 6 8 4 50% 7.80 9.76 Senior Care) Aspenwood 2002 R‐MFSD MFR 2.00 1.35 0.65 26 26 18 8 26 18 69% 10.40 13.00 SFD and SFA; final plats recorded, developing Buck Run 1991 R‐MFSD/R/FP R 29.84 27.60 2.24 72 72 67 5 72 67 93% 1.93 2.41 SFD; final plats recorded, developing SFD and MF; Phase 1 (14 lots) recorded, developing; Phase 2 will contain 9 Clearpine 2015 R/R‐MFSD R/MFR 17.97 2.82 15.15 78 55 24 23 106 24 23% 4.72 5.90 cottage units, 8 units of Affordable Housing in MF zone Cold Springs South 2014 R‐MFSD MFR 1.31 1.31 0.00 12 12 12 0 12 12 100% 7.33 9.16 SFD; fully developed Cottage Grove 2006 R R 1.24 0.93 0.31 9 9 7 2 9 7 78% 5.81 7.26 SFD; Final Plats recorded, mostly developed Covey Run 2003 R R 1.20 1.03 0.17 8 7 6 1 8 6 75% 5.33 6.67 SFD; fully developed Cowboy Court Apartments 2016 C DC 0.00 0.00 0.00 1 0 0 0 22 0 0% 0.00 0.00 Site plan approved; TBD building permit application Coyote Springs 1999 R R 13.99 10.12 3.87 46 46 33 13 46 33 72% 2.63 3.29 SFD; final plats recorded, developing Creekside 1999 R/FP R 7.52 5.74 1.78 22 22 16 6 22 16 73% 2.34 2.93 SFD; final plats recorded, mostly developed Davidson Addition 1918 R‐MFSD/R/FP/C MFR/R 22.55 19.44 3.11 150 134 113 21 150 120 80% 5.32 6.65 Mixed use (see zoning map); final plats recorded, mostly developed SFD and manufactured; final plats recorded; mostly developed. Includes orginal Edge O' The Pines 1966 R R 27.09 25.64 1.45 133 134 126 8 138 133 96% 4.08 5.09 sub and minor partitions Fourth Sisters Condos 2010 R R 0.84 0.84 0.00 28 28 28 0 28 28 100% 26.67 33.33 Condominiums; fully developed Hammond Place 2008 R R 0.55 0.55 0.00 5 5 5 0 5 5 100% 7.27 9.09 SFD; fully developed Highland Village / Woodland Park 2015 R R 3.05 1.10 1.95 24 24 8 16 24 8 33% 6.30 7.87 SFD; final plats recorded; developing Grand Peaks 2015 R SRR 10.53 0.20 10.33 35 34 1 33 35 0 0% 2.66 3.32 SFD; preliminary plat approval only (expires 11/24/17) Loe Brothers 1970 R/FP R 36.00 31.80 4.20 133 137 122 15 140 123 88% 3.11 3.89 SFD. MF‐D, manufactured; final plats recorded, mostly developed Mccaffery's Addition 1910 C DC 2.46 2.46 0.00 13 12 12 0 13 12 92% 4.23 5.28 Counting only exsisting residential dwellings Revised annexation agreement approved; 20‐22 affordable housing units; Mckenzie Meadow Village n/a R‐MFSD MFR 29.68 0.00 29.68 0 1 0 1 200 0 0% 5.39 6.74 Contains existing County Health Clinic Mountain View Apartments 1986 C R 0.91 0.91 0.00 20 1 1 0 20 20 100% 17.58 21.98 Apartment building; Constructed/occupied These areas are not within McCaffery's Addition nor any other named platted Other ‐ Downtown Commercial Various C DC 3.58 3.58 0.00 15 14 14 0 19 18 95% 4.25 5.31 subdivision Other ‐ Residential R R 9.89 2.15 7.74 n/a 10 5 5 n/a 5 n/a 0.00 0.00 Other lots not within named/platted subdivisions No approved master plan; Number of entitled lots and units estimated based Patterson Proptery n/a R‐MFSD MFR 13.16 0.00 13.16 1 1 0 1 118 0 0% 7.20 9.00 on EDU allocation SFD/SFA/Condominiums; developing. Includes all subdivisions within master Pine Meadow Village 1998 R/R‐MFSD R/MFR 27.42 23.19 4.23 214 221 191 30 214 191 89% 6.24 7.80 plan Roaring Springs 2006 R/OS R 2.01 1.45 0.56 13 13 9 4 13 9 69% 5.17 6.47 SFD; developing Rolling Horse Meadow 1979 R R 13.68 13.12 0.56 30 28 27 1 29 27 93% 1.70 2.12 SFD; developed Saddlestone 2006 R R 9.53 3.48 6.05 85 85 29 56 85 29 34% 7.14 8.92 SFD; developing Sisters Park Place 2003 R‐MFSD MFR 4.98 4.98 0.00 40 40 40 0 40 40 100% 6.43 8.03 SFD; developed Sisters RV Park 1988 R R 5.08 5.08 0.00 12 1 1 0 12 12 100% 1.89 2.36 Manufactured/RV; developed Sky Gate Subdivision 2015 R SRR 0.61 0.61 0.00 7 7 7 0 7 7 100% 9.18 11.48 SFD; developing; Affordable Housing ‐ 7 units South View 2001 R R 1.60 1.06 0.54 6 6 4 2 6 4 67% 3.00 3.75 SFD; developing Spring Meadows 2001 R R 2.09 2.09 0.00 12 12 12 0 12 12 100% 4.59 5.74 SFD; developed Tamarack Village 2003 R‐MFSD MFR 2.08 2.08 0.00 1 1 1 0 33 33 100% 12.69 15.87 Affordable housing‐apartments; Constructed/occupied The Pines at Sisters 2005 R‐MFSD MFR 7.73 7.28 0.45 79 79 74 5 79 74 94% 8.18 10.22 Manufactured/PUD; final plats recorded; mostly developed The Village Apartments 2001 C DC 0.63 0.63 0.00 19 3 3 0 19 19 100% 24.13 30.16 Apartment building; Constructed/occupied

Timber Creek 1998 R/FP R 20.47 17.51 2.96 125 125 108 17 127 115 91% 4.96 6.20 SFD and SFA; final plats recorded, mostly developed Phases 1, 2 and 4 SFD and SFA ‐fully developed; Phase III plats recorded ‐ Village At Cold Springs Phases I, II, IV 2006 R‐MFSD MFR 15.11 15.11 0.00 119 119 119 0 119 119 100% 6.30 7.88 developing; SFD 101 units SFA 27 units; Village At Cold Springs Phase III 2017 R‐MFSD MFR 33 33 32 1 41 40 98% Developing; 20 SFD units, 12 SFA units, 9 MF units (3 triplexes) Village At Cold Springs Phases V, VI, VII 2016 R‐MFSD MFR 7.84 0.00 0.00 60 1 0 1 98 0 0% 10.00 12.50 Prelim plat approved for Phases 5, 6, and 7: 49 SFD, 9 SFA and 40 MFApts Village Meadows 2005 R‐MFSD MFR 4.00 2.14 0.00 34 33 19 14 34 19 56% 6.80 8.50 SFD; developing; Affordable Housing ‐ 17 units by Habitat Village Meadows Phase II 2005 R‐MFSD MFR 2.11 2.11 0.00 2 2 2 0 48 48 100% 18.20 22.75 48 MF4plex units; Affordable Housing project (Housing Works) Total 363.15 241.56 111.89 1,732 1,603 1,297 295 2,237 1,457 65% 6.97 8.72 See Summaries Next Page Residential Buildable Lands Summary Acres Lots Units Partially Partially Comp Plan Total Developed Vacant Vacant %TotalDeveloped Vacant Vacant % Developed Dev. %% of Lots Vacant Vacant Residential (R) 218.09 141.62 0.56 60.82 43% 928 676 3 227 34% 699 51% 75% R Residential / Flood Plain (R/FP) 25.55 24.23 0.00 1.32 5% 63 60 0 3 5% 60 4% 95% R / FP Res. ‐ MF Sub District (R‐MFSD) 116.23 72.10 0.62 27.72 38% 633 533 3 56 11% 621 45% 98% R‐MFSD Totals 359.87 237.95 1.18 89.86 38% 1,624 1,269 6 286 23% 1,380 0% 85%

Calculation of Projected Required Lands Units % Notes Total Units Summary Entitled Units 2,237 Developed Units 1,457 65% % of entilted units Projected future Supply of DUs 780 Entiled ‐ Developed Population Summary 2018 2,540 2040 4,867 Growth 2,327 over next 20 years People per hh 2.08 2016 pop / developed units Projected Units / Requirements Projected DUs Needed Over 20 Years 1,119 Pop. Growth/People per hh Surplus (Shortage) (338) 70% % of projected demand Gross Acres Needed 38.80 Net Acres Needed 48.50 City of Sisters Building Permit Issuance Summary http://www.ci.sisters.or.us/

Calendar Year 2018 Permit Summary from 1/1/2018 through 12/31/2018 Compiled on 1/7/2019 10:22:42 AM

Total Permits Issued: Total Valuation:

427 $36,719,321

Residential Buildings Residential Valuation

Single Family Dwellings: 77 New Construction: $19,383,691 Alterations/Additions: 11 Alterations: $516,680 Accessory Buildings: 3 Accessory Buildings: $137,347

Multi-Family Buildings: 0 Commercial Valuation

New Construction: $14,950,854 Commercial Buildings Alterations: $1,730,749 New Construction: 41

Alterations: 13 Other Permits

Manufactured Dwelling Permits Demolition: 6

Manufactured Dwellings: 0 Electrical: 138 Alterations/Additions: 0 Mechanical: 92 Plumbing: 42 City of Sisters Building Permit Issuance Summary http://www.ci.sisters.or.us/ Compiled on 2/1/2019 7:00:06 AM

Total Permits Issued: Total Valuation:

29 $1,495,444

Residential Buildings Residential Valuation

Single Family Dwellings: 3 New Construction: $737,455 Alterations/Additions: 0 Alterations: $0 Accessory Buildings: 0 Accessory Buildings: $0 Multi-Family Buildings: 0 Multi Family Buildings: $0

Commercial Buildings Commercial Valuation

New Construction: 0 New Construction: $0 Alterations: 1 Alterations: $4,871 Tenant Improvement: 2 Tenant Improvement: $646,990 Alarm or Suppression: 6 Alarm or Suppression: $106,128

Manufactured Dwelling Permits Other Permits

Manufactured Dwellings: 0 Demolition: 1

Alterations/Additions: 0 Electrical: 6 Mechanical: 6 Plumbing: 4 Signs: 0 CITY OF SISTERS DRAFT EMPLOYMENT LANDS DEVELOPMENT SUMMARY 12/31/2018 Year Comp Plan Zoning Developed Vacant Developed Total Acres Entitled Lots Platted Lots Vacant Lots Subdivision Approved Designation District Acres Acres Lots Notes Fivepine 2004 C DC 11.42 8.83 2.59 15 15 10 5 Green Ridge 2006 C DC 10.65 9.38 1.27 7 7 5 2 Ray's shopping center Mountain View Industrial Park 1991 LI LI 10.82 7.56 2.98 17 53 47 5 36 Storage units as condominiums New Sisters Village 1998 C DC 9.19 6.67 2.52 13 13 9 4 Other ‐ Downtown Commercial C DC 36.82 12.79 22.29 n/a 24 10 13 Mixed use (see zoning map); final plats recorded, mostly developed Other ‐ Light Industrial LI LI 16.54 14.17 2.37 n/a 9 7 2 Pondersoa Lodge 1987 CH HC 11.13 11.13 0.00 1 1 1 0 Best Western Relco Station 2004/2016 CH HC 6.01 3.24 2.77 6 6 3 3 Sisters Industrial Park 1979 LI LI 23.33 17.93 2.03 27 27 20 3 Sun Ranch Industrial Park 2006 LI NSBP 11.97 1.62 10.35 20 18 4 16 Live/work units authorized; one live‐work unit exsisting Three Sisters Business Park 2007 LI NSBP 7.21 1.64 5.57 8 8 2 6 Live/work units authorized Three Winds Shopping Center 1985 HC HC 14.10 6.00 8.10 4 4 2 3 Bi Mart Shopping Center; Dairy Queen West View Business Park 2008 C DC 1.53 0.34 0.00 11 11 3 8 Total 170.72 101.30 62.84 129 196 123 70

Employment Lands Development Summary Acres Lots Partially Partially Zone Total Developed Vacant Vacant % Total Developed Vacant Vacant % Vacant Vacant Highway Commercial 53.31 38.58 0.00 14.73 28% 33 21 0 12 36% Downtown Commercial 70.64 42.50 2.14 26.00 37% 160 132 3 25 16% Light Industrial 50.69 39.66 3.65 7.38 15% 89 74 5 10 11% N. Sisters Bus Park 19.18 3.26 0.00 15.92 83% 26 4 0 22 85% Totals 193.82 124.00 5.79 64.03 33% 308 231 8 69 22%

Other Employment Lands Lots Acres Acres % Status Sisters Eagle Airport Has Approved master plan future Runway Surface Area 2 21.69 62% development pending Partially Developed 1 13.2 38% Totals 3 34.89 100%

US Forest Service Has approved comprehensive plan text Public Facility Zone 1 47.04 59% amedment; needs comp plan map and URA Zone 1 18.11 23% zoning map amedment to further develop Open Space Zone 1 14.61 18% Totals 3 79.76 100% 0 0.075 0.15 0.3 Miles

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COMMUNITY DEVELOPMENT

MEMORANDUM

TO: Board of County Commissioners Sisters City Council

FROM: Randy Scheid, Building Official Chris Gracia, Assistant Building Official Nick Lelack, Director

DATE: February 12, 2019

RE: Oregon Residential Specialty Code – R-327.4 Wildfire Hazard Mitigation Standards

The purpose of this memorandum is to provide an update on the Oregon Residential Specialty Code (ORSC) R-327.4 Wildfire Hazard Mitigation Standards. 1

On January 24, 2019, the Oregon Building Codes Division’s (BCD) adopted permanent rules that amend the ORSC to increase construction standards for wildfire hazard mitigation. Local jurisdictions may adopt the new rules, which provide increased fire-ignition protection of homes from flying embers and debris caused by wildfires. Fire officials and homebuilders collaborated with BCD to shape the newly adopted rules, which allow much more local control than originally proposed in the draft rules. Political subdivisions within Deschutes County's building jurisdiction such as the cities of La Pine and Sisters may locally adopt or opt out of such rules independently from the County. The new rules are attached (Attachment 1).

I. BACKGROUND

Deschutes County remains the fastest growing county in Oregon. According to the Portland State University Population Research Center, the rural population is expected to grow from approximately 62,000 today to nearly 80,000 in 2043. During the same period, the City of Sisters’ population is forecast to increase from 2,691 to 5,169. At the same time, wildfire impacts threaten the entire county. As population increases, more development occurs in the Wildland Urban Interface (WUI).2 Development within the WUI increases the risk to property and human life because of the threat of wildfire.

The history of wildfire in Deschutes County is well documented. Most recently, in 2017, the Milli Fire Complex burned a total of 24,000 acres between the City of Sisters and the foothills of the Cascades costing in excess of $15 million to suppress. In 2014, the Two Bulls Fire burned approximately 7,000 acres near the City of Bend and cost an estimated $5.7 million to suppress.

1 ORSC R-327.4 replaced Appendix W. 2 The Healthy Forests Restoration Act defines the Wildland Urban Interface (WUI) as an area within the zone of transition between unoccupied land and human development that is at-risk of wildfire. Deschutes County identifies WUI areas within Community Wildfire Protection Plans. 117 NW Lafayette Avenue, Bend, Oregon 97703 | P.O. Box 6005, Bend, OR 97708-6005

(541) 388-6575 [email protected] www.deschutes.org/cd

The Skeleton Fire, circa 1996, consumed 22 homes, burned 3,500 acres and cost an estimated $9 million in damages.

II. EXISTING PROGRAMS

Deschutes County utilizes several programs to address wildfire hazards, some regulatory and others focused on education and outreach.

Regulatory • Zoning standards address wildfire mitigation. Consistent with state law, such standards are found in the Forest Use 1 and 2 zones and regulate defensible space, access, and water supply. Destination Resorts are also required to incorporate wildfire mitigation standards as part of their master plans and corresponding development. In October 2016, conditional use permit criteria were applied to Miller Tree Farm, a cluster development, requiring wildfire mitigation standards like defensible space and residential sprinklers. The Westside Transect Zone, approved in January 2019, requires all land divisions to submit a master plan that contains a wildfire mitigation plan.

• In 2001, the Board declared Deschutes County a Wildfire Hazard Zone in its entirety (Ordinance 2001-024), consistent with ORS 93.270(4) in order to require class a minimum Class C roofing and to prohibit the use of untreated wood roof coverings. This was largely in response to home loss in the Awbrey Hall and Skeleton Fires and the fact that many HOA’s were requiring cedar shake roofs at the time, leading to increased structural vulnerability to wildfire.

• Deschutes County began regulating open burning on unprotected lands in 2009 (Ordinance 2009-009), which enacted Chapter 8.20 of the Deschutes County Code.

• Deschutes County began requiring defensible space on unprotected lands in 2011 (Ordinance 2011-011), which enacted Chapter 8.21 of the Deschutes County Code.

Non-Regulatory

• Adopted into Deschutes County Code in 2003, Project Wildfire is the community organization that facilitates, educates, disseminates and maximizes community efforts toward effective fire planning and mitigation.3 Project Wildfire is the result of the County’s effort to create long-term wildfire mitigation strategies and provide for a disaster-resistant community.4

• Comprehensive Plan policies provide direction for natural hazard mitigation and natural resource management. Comprehensive Plan Section 3.5 sets County policies regarding natural hazards and references the Deschutes County Natural Hazards Mitigation Plan (NHMP). Specifically, Policy 3.5.1 requires regular review of the Natural Hazards component of the Comprehensive Plan. Note: the last update of the Natural Hazards element of the Comprehensive Plan was in 2011. • Natural Hazards Mitigation Plan, which is updated every five years, identifies hazards that may threaten the County. Wildfire is noted as a high risk. Community Wildfire Protection Plans (CWPPs) for Greater Bend, Redmond, Sisters, Sunriver, Upper Deschutes River,

3 Deschutes County Code (DCC) 8.24, Project Wildfire Steering Committee. https://weblink.deschutes.org/public/0/doc/4186/Page1.aspx 4 https://www.projectwildfire.org

Page 2 of 3

Greater La Pine and East and West Deschutes County identify local priorities for community protection and resource management.5

• Deschutes County residents are able to recycle their yard debris at discounted prices during certain times of the year as part of Fire Free events to encourage creation and maintenance of defensible space around structures.6

Attachments

1. BCD Notice of Permanent Rule – R327.4 Wildfire Hazard Mitigation 2. Deschutes County Large Fire History

5 https://www.projectwildfire.org/cwpps/ 6 https://www.firefree.org/firefreeevents/

Page 3 of 3

Notice of Permanent Rule January 24, 2019

Oregon Residential Specialty Code:

R327.4 Wildfire Hazard Mitigation

Purpose of the rule: This rule amends the Oregon Residential Specialty Code (ORSC) to include increased construction standards for wildfire hazard mitigation that can be adopted by a local jurisdiction. The applicability of the increased construction standards will be determined by the local jurisdiction in accordance with the standards in the code and identified by the local adopting ordinance.

Citation: Amend: OAR 918-480-0010. This rule becomes effective January 24, 2019.

History: In 2016 the Residential and Manufactured Structures Board (RMSB) appointed a committee to review the 2015 International Residential Code, public code change proposals, and existing Oregon specific amendments that would become the 2017 ORSC. Appendix W – Wildfire Hazard Mitigation was one of many public proposals reviewed by the committee and forwarded to the RMSB for consideration. In May of 2017 the RMSB reviewed the committee’s recommendations, including Appendix W – Wildfire Hazard Mitigation and recommended that Building Codes Division move the 2017 ORSC to rulemaking. During the division’s review of the RMSB’s recommendations three specific areas of concern were identified regarding Appendix W and the division returned Appendix W to the RMSB for further review. On October 1, 2017, the 2017 ORSC became effective without Appendix W. On May 29, 2018, the division received a request from the City of Ashland Fire and Rescue to have Appendix W reconsidered by the RMSB. On July 11, 2018, the RMSB reviewed and recommended that the division proceed to rulemaking.

The division engaged stakeholders from the fire service, local government, and homebuilders to develop code standards with consistent and predictable application.

Effect: These rules amend the ORSC to include increased construction standards for wildfire hazard mitigation that can be adopted by a local jurisdiction. These standards are intended to provide increased fire ignition protection of homes from flying embers and debris caused by wildfires.

Contact: If you have questions or need further information, contact Tony Rocco, Structural Program Chief, at 503.373.7529, or [email protected].

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Building Codes Division  Department of Consumer and Business Services  State of Oregon 1535 Edgewater St. NW, Salem, OR 97304  P.O. Box 14470, Salem, OR 97309-0404 503-378-4133  Fax: 503-378-2322  oregon.gov/bcd

918-480-0010 1-2011, f. & cert. ef. 2-15-11; BCD 11- Amendments to the Oregon Residential 2011(Temp), f. & cert. ef. 4-15-11 thru 9-30-11; Specialty Code BCD 13-2011, f. 5-13-11, cert. ef. 7-1-11; BCD (1) The Oregon Residential Specialty Code is 9-2014, f. 9-25-14, cert. ef. 10-1-14; BCD 3- amended pursuant to OAR chapter 918, division 2015, f. 3-24-15, cert. ef. 4-1-15; BCD 2-2016, f. 8. Amendments adopted during the code-cycle 1-28-16, cert. ef. 2-1-16; BCD 11-2017, f. 9-14- for inclusion into the Oregon Residential 17, cert. ef. 10-1-17; BCD 16-2017(Temp), f. 12- Specialty Code are placed in this rule, showing 21-17, cert. ef. 1-1-18 thru 6-29-18; BCD 13- the section reference and a descriptive caption. 2018(Temp), f. 6-22-18, cert. ef. 6-30-18 thru 12- (2) Effective January 24, 2019, the Oregon 26-18; BCD 1-2019, f. & cert. ef. 1-24-19 Residential Specialty Code Section R327 is amended for additional wildfire hazard mitigation provisions that are available for local adoption.

[Publications: Publications referenced are available for review at the division. See division website for information on where to purchase publications.]

Stat. Auth.: ORS 455.020, 455.110, 455.610 Stats. Implemented: ORS 455.610 Hist.: BCA 18-1993, f. 8-24-93, cert. ef. 8-29-93; BCA 28-1993, f. 10-22-93, cert. ef. 1-1-94; BCA 29-1993, f. 11-24-93, cert. ef. 12-1-93; BCD 6- 1995, f. 3-31-95, cert. ef. 4-1-95; BCD 3-1996, f. 2-2-96, cert. ef. 4-1-96; BCD 22-1996(Temp), f. 10-1-96, cert. ef. 10-4-96; BCD 5-1997, f. 3-21- 97, cert. ef. 4-1-97; Administrative Reformatting 1-19-98; BCD 3-1998, f. 1-29-98, cert. ef. 4-1-98; BCD 19-1998, f. 9-30-98, cert. ef. 10-1-98; BCD 3-2000, f. 1-14-00 cert. ef. 4-1-00; BCD 19- 2000(Temp), f.& cert. ef. 8-15-00 thru 2-10-01; BCD 32-2000, f. 12-27-00, cert. ef. 1-1-01; BCD 3-2001, f. 2-9-01, cert. ef. 3-1-01; BCD 2-2002, f. 3-5-02, cert. ef. 4-1-02; BCD 22-2002(Temp), f. 9-13-02 cert. ef. 10-1-02 thru 3-29-03; BCD 30- 2002, f. 12-6-02, cert. ef. 1-1-03; BCD 1- 2003(Temp), f. & cert. ef. 1-10-03 thru 3-31-03; BCD 33-2002, f. 12-20-02 cert. ef. 4-1-03; BCD 15-2004, f. 9-10-04, cert. ef. 10-1-04; BCD 5- 2005, f. & cert. ef. 3-28-05; BCD 9-2006, f. 6-30- 06, cert. ef. 7-1-06; BCD 1-2007, f. 2-15-07, cert. ef. 4-1-07; BCD 5-2008, f. 2-22-08, cert. ef. 4-1- 08; BCD 13-2008(Temp), f. & cert. ef. 7-3-08 thru 12-30-08; BCD 21-2008, f. 9-30-08, cert. ef. 10-1-08; BCD 24-2008(Temp), f. & cert. ef. 10- 6-08 thru 4-1-09; BCD 1-2009, f. 1-30-09, cert. ef. 2-1-09; BCD 8-2009, f. 9-30-09, cert. ef. 10- 1-09; BCD 5-2010, f. 5-14-10, cert. ef. 7-1-10; BCD 19-2010, f. 12-30-10, cert. ef. 1-1-11; BCD

2017 Oregon Residential Specialty Code Amendments Text denotation: Underline denotes new text, Strikethrough denotes deleted text.

SECTION R327 new dwellings and their accessory structures located in a WILDFIRE HAZARD MITIGATION wildfire hazard zone on a qualifying lot of record created on or after the effective date in the local adopting ordinance. R327.1 Purpose. The purpose of this section is to provide minimum standards for dwellings and their accessory structures R327.4.1 Qualifying lots of record. Qualifying lots of record located in or adjacent to vegetated areas subject to wildfires, to shall meet all the following: reduce or eliminate hazards presented by such fires. 1. Be located in a wildfire hazard zone as identified by the R327.2 Scope. The provisions of this section shall apply to all local municipality using criteria established by the dwellings required to be protected against wildfire by a Oregon Department of Forestry. The local municipality jurisdiction which has adopted wildfire zoning regulations. The is not required to include all areas identified by the additional provisions of Section R327.4 shall apply when a local Oregon Department of Forestry as wildfire hazard municipality has adopted a local ordinance specifically zones. The zone shall be detailed in the local adopting recognizing Section R327.4 and consistent with Sections R327.4 ordinance. through R327.4.8. 2. The local municipality shall determine in the adopting R327.3 Determination. Wildfire hazard zone. A wild fire ordinance whether qualifying lots of record shall hazard zone is an area legally determined by a jurisdiction to consist of individual lots or whether qualifying lots have special hazards caused by a combination of combustible must be part of a development that contains a minimum natural fuels, topography and climatic conditions that result in a number of lots. significant hazard of catastrophic fire over relatively long 3. The local municipality shall make a determination that periods each year. Wildfire hazard zones shall be determined the lot of record is either located within the identified using criteria established by the Oregon Department of Forestry. wildfire hazard zone as determined by the jurisdiction or that it is located outside of the wildfire hazard zone R327.3.1 Wildfire hazard zone requirements. Dwellings as determined by the jurisdiction. Notification shall be and their accessory structures shall be protected against provided in conjunction with the land use approval wildfire by the following requirement in addition to other under ORS 197.522. requirements of this code. The provisions of Section R327.4 apply only to qualifying lots identified in Section R327.4.1. 4. Application: Exception: Nonhabitable detached accessory structures, 4.1 Lots created prior to the effective date of the local with an area of not greater than 400 square feet, located at ordinance, that would otherwise qualify under the least 50 feet from all other structures on the lot. local adopting ordinance, are exempt from the requirements of the ordinance for a period of three R327.3.1.1 Roofing. Roofing shall be asphalt shingles in years from the creation date of the land use accordance with Section R905.2, slate shingles in approval under ORS 197.522. accordance with Section R905.6, metal roofing in 4.2 For a lot created after the effective date of the local accordance with Section R905.4, tile, clay or concrete ordinance that receives notification under this shingles in accordance with Section R905.3 and other section, the determination in the notification shall approved roofing which is deemed to be equivalent to a be valid for three years from the date of the land minimum Class C rated roof covering. Untreated wood use approval under ORS 197.522. At the expiration shingle and shake roofs are not permitted when the of the three years, a lot of record shall be re- construction site is in a wildfire hazard zone as determined evaluated under the current version of the adopting by Section R327.3. ordinance prior to the issuance of a building permit. R327.3.1.2 Reroofing or repair of roofing of existing Infill exception: Dwellings or accessory structures buildings. When 50 percent or more of the roof covering of constructed on a lot in a subdivision, do not need to comply any building is repaired or replaced within one year, the roof with Section R327.4 when at least 50 percent of the lots in covering shall be made to comply with this section and attic the subdivision have existing dwellings that were not ventilation shall be made to comply with this code. constructed in accordance with Section R327.4. Ventilation openings shall be protected with corrosion- 1 resistant wire mesh, not greater than /2-inch (12.7 mm) or Nothing in the code or adopting ordinance prevents a local 1 less than /8-inch (3.2 mm) in any dimension. municipality from waiving the requirements of Section R327.4 for any lot, property or dwelling, or the remodel, replacement R327.4 Scope of additional wildfire hazard mitigation or reconstruction of a dwelling within the jurisdiction. requirements. The provisions of Section R327.4 shall apply to The local municipality must include a process for resolving perforated cap sheet complying with ASTM D3909 at least 36- disputes related to the applicability of the local ordinance and inch-wide (914 mm) running the full length of the valley. this section. R327.4.3.1 Gutters. When required, roof gutters shall be R327.4.2 Definitions. The following words and terms shall, constructed of noncombustible materials and be provided for purposes of Section R327.4, have the meanings shown with a means to prevent accumulation of leaves and debris herein. Refer to Chapter 2 for general definitions. in the gutter. Heavy Timber. For the use in this section, heavy timber shall R327.4.4 Ventilation. Where provided, the minimum net area be sawn lumber or glue laminated wood with the smallest of ventilation openings for enclosed attics, enclosed soffit minimum nominal dimension of 4 inches (102 mm). Heavy spaces, enclosed rafter spaces, and underfloor spaces shall be timber walls or floors shall be sawn or glue-laminated planks in accordance with Sections R806 and R408. splined, tongue- and-grove, or set close together and well All ventilation openings shall be covered with spiked. noncombustible corrosion-resistant metal wire mesh, vents Ignition-Resistant Material. A type of building material that designed to resist the intrusion of burning embers and flame, resists ignition or sustained flaming combustion sufficiently so or other approved materials or devices. 1 as to reduce losses from wildland-urban interface Ventilation mesh and screening shall be a minimum of /16- 1 conflagrations under worst-case weather and fuel conditions inch (1.6mm) and a maximum of /8-inch (3.2mm) in any with wildfire exposure of burning embers and small flames. dimension. Such materials include any product designed for exterior R327.4.4.1 Eaves, soffits, and cornices. Ventilation exposure that, when tested in accordance with ASTM E84 or openings shall not be installed on the underside of eaves, UL 723 for surface burning characteristics of building soffits, or cornices. materials, extended to a 30-minute duration, exhibits a flame spread index of not more than 25, shows no evidence of Exceptions: significant progressive combustion, and whose flame front 1. The building official may approve special eave, does not progress more than 10½ feet (3.2 m) beyond the soffit, or cornice vents that are manufactured to centerline of the burner at any time during the test. resist the intrusion of flame and burning embers. Noncombustible Material. Any material that in the form in 2. Ventilation openings complying with the which it is used and under the conditions anticipated, will not requirements of Section R327.4.4 may be installed ignite, burn, support combustion, or release flammable vapors on the underside of eaves, soffits, or cornices when subjected to fire or heat in accordance with ASTM E136. where the opening is located 12 feet or greater above grade or the surface below. Wildfire. Any uncontrolled fire spreading through vegetative fuels that threatens to destroy life, property, or resources. R327.4.5 Exterior walls. The exterior wall covering or wall assembly shall comply with one of the following Wildfire Exposure. One or a combination of circumstances requirements: exposing a structure to ignition, including radiant heat, 1. Noncombustible material. convective heat, direct flame contact and burning embers being projected by a vegetation fire to a structure and its 2. Ignition-resistant material. immediate environment. 3. Heavy timber assembly. R327.4.3 Roofing. Roofing shall be asphalt shingles in 4. Log wall construction assembly. accordance with Section R905.2, slate shingles in accordance 5. Wall assemblies that have been tested in accordance with Section R905.6, metal roofing in accordance with Section with the test procedures for a 10- minute direct flame R905.4, tile, clay or concrete shingles in accordance with contact exposure test set forth in ASTM E2707, Section R905.3 or other approved roofing which is deemed to complying with the conditions of acceptance listed in be equivalent to a minimum Class B rated roof assembly. Section R327.4.5.2. Wood shingle and shake roofs are not permitted in a wildfire Exception: Any of the following shall be deemed to meet hazard zone. the assembly performance criteria and intent of this section: Where the roof profile allows a space between the roof 5 1. One layer of /8-inch Type X exterior gypsum covering and roof decking, the spaces shall be constructed to sheathing applied behind the exterior wall covering prevent the intrusion of flames and embers, be fireblocked or cladding on the exterior side of the framing. with approved materials, or have one layer of minimum 72 2. The exterior portion of a 1-hour fire resistive exterior pound (32.4 kg) mineral-surfaced nonperforated cap sheet wall assembly designed for exterior fire exposure complying with ASTM D3909 installed over the combustible including assemblies using exterior gypsum panel decking. and sheathing products listed in the Gypsum Where valley flashing is installed, the flashing shall be not Association Fire Resistance Design Manual. less than 0.019-inch (0.48 mm) No. 26 gage galvanized sheet corrosion-resistant metal installed over not less than one layer R327.4.5.1 Extent of exterior wall covering. Exterior wall of minimum 72 pound (32.4 kg) mineral-surfaced non- coverings shall extend from the top of the foundation to the roof, and terminate at 2 inch (50.8 mm) nominal solid wood 2. Ignition-resistant material. 5 blocking between rafters at all roof overhangs, or in the case 3. One layer of /8-inch Type X exterior gypsum of enclosed eaves or soffits, shall terminate at the underside sheathing applied behind the exterior covering on the of the enclosure. underside of the ceiling. R327.4.5.2 Conditions of acceptance. ASTM E2707 tests 4. The exterior portion of a 1-hour fire resistive exterior shall be conducted in triplicate and the conditions of wall assembly applied to the underside of the ceiling acceptance below shall be met. If any one of the three assembly including assemblies using exterior gypsum replicates does not meet the conditions of acceptance, three panel and sheathing products listed in the Gypsum additional tests shall be conducted. All additional tests shall Association Fire Resistance Design Manual. meet the conditions of acceptance. 5. Porch ceiling assemblies with a horizontal underside 1. Absence of flame penetration through the wall that meet the performance criteria in Section assembly at any time during the test. R327.4.6.5 when tested in accordance with the test 2. Absence of evidence of glowing combustion on the procedures set forth in ASTM E2957. interior surface of the assembly at the end of the 70 Exception: Architectural trim boards. minute test. R327.4.6.3 Floor projections. The exposed underside of R327.4.6 Overhanging projections. All exterior projections cantilevered floor projections less than 12 feet above grade (exterior balconies, carports, decks, patio covers, porch or the surface below shall be protected by one of the ceilings, unenclosed roofs and floors, overhanging buildings following: and similar architectural appendages and projections) shall be 1. Noncombustible material. protected as specified in this section. 2. Ignition-resistant material. R327.4.6.1 Enclosed roof eaves, soffits, and cornices. The 5 3. One layer of /8-inch Type X exterior gypsum exposed underside of rafter or truss eaves and enclosed sheathing applied behind an exterior covering on the soffits, where any portion of the framing is less than 12 feet underside of the floor projection. above grade or similar surface below, shall be protected by one of the following: 4. The exterior portion of a 1-hour fire resistive exterior wall assembly applied to the underside of the floor 1. Noncombustible material. projection, including assemblies using exterior 2. Ignition-resistant material. gypsum panel and sheathing products listed in the 5 3. One layer of /8-inch Type X exterior gypsum Gypsum Association Fire Resistance Design Manual. sheathing applied behind an exterior covering on the 5. An assembly that meets the performance criteria in underside of the rafter tails, truss tails, or soffit. Section R327.4.6.5 when tested in accordance with 4. The exterior portion of a 1-hour fire resistive exterior ASTM E2957. wall assembly applied to the underside of the rafter Exception: Architectural trim boards. tails or soffit including assemblies using exterior gypsum panel and sheathing products listed in the R327.4.6.4 Underfloor protection. The underfloor area of Gypsum Association Fire Resistance Design Manual. elevated structures shall be enclosed to grade in accordance with the requirements of Section R327.4, or the underside 5. Soffit assemblies with an underside surface that meets of the exposed underfloor shall be protected by one of the the performance criteria in Section R327.4.6.5 when following: tested in accordance ASTM E2957. 1. Noncombustible material. Exceptions: The following materials do not require protection required by this section: 2. Ignition-resistant material. 5 1. Eaves and soffits where all portions of the framing 3. One layer of /8-inch Type X exterior gypsum members are 12 feet or greater above grade, and 2- sheathing applied behind an exterior covering on the inch nominal eave fireblocking is provided underside of the floor assembly. between roof framing members from the wall top 4. The exterior portion of a 1-hour fire resistive exterior plate to the underside of the roof sheathing. wall assembly applied to the underside of the floor, 2. Gable end overhangs and roof assembly including assemblies using exterior gypsum panel and projections beyond an exterior wall other than at sheathing products listed in the Gypsum Association the lower end of the rafter tails. Fire Resistance Design Manual. 3. Fascia and other architectural trim boards. 5. An assembly that meets the performance criteria in Section R327.4.6.5 when tested in accordance with R327.4.6.2 Exterior patio and porch ceilings. The ASTM E2957. exposed underside of exterior patio and porch ceilings Exception: Heavy timber structural columns and beams greater than 200 square feet in area and less than 12 feet do not require protection. above grade shall be protected by one of the following: 1. Noncombustible material. R327.4.6.5 Conditions of acceptance. ASTM E2957 tests 1. Peak heat release rate of less than or equal to shall be conducted in triplicate, and the conditions of 25 kW/ft2 (269 kW/m2) acceptance below shall be met. If any one of the three 2. Absence of sustained flaming or glowing replicates does not meet the conditions of acceptance, three combustion of any kind at the conclusion of the 40- additional tests shall be conducted. All additional tests shall minute observation period. meet the following conditions of acceptance: 3. Absence of falling particles that are still burning 1. Absence of flame penetration of the eaves or when reaching the burner or floor. horizontal projection assembly at any time during the test. R327.4.7.1.2 Conditions of acceptance. ASTM E2762 2. Absence of structural failure of the eaves or horizontal tests shall be conducted in triplicate and the conditions of projection subassembly at any time during the test. acceptance below shall be met. If any one of the three 3. Absence of sustained combustion of any kind at the replicates does not meet the conditions of acceptance, conclusion of the 40 minute test. three additional tests shall be conducted. All of the additional tests shall meet the following conditions of R327.4.7 Walking surfaces. Deck, porch and balcony acceptance: walking surfaces located greater than 30 inches and less than 1. Absence of sustained flaming or glowing 12 feet above grade or the surface below shall be constructed combustion of any kind at the conclusion of the 40- with one of the materials listed below. minute observation period. Exception: Walking surfaces of decks, porches and 2. Absence of falling particles that are still burning balconies not greater than 200 square feet in area, where the when reaching the burner or floor. surface is constructed of nominal 2-inch lumber. R327.4.7.2 Requirements for R327.4.7, item 6. The 1. Materials that comply with the performance material shall be tested in accordance with ASTM E2632 requirements of Section R327.4.7.1 when tested in and shall comply with the following condition of accordance with both ASTM E2632 and ASTM E2726. acceptance. The test shall be conducted in triplicate and the 2. Ignition resistant materials that comply with the peak heat release rate shall be less than or equal to 25 kW/ft2 performance requirements of Section R327.4.2 when (269 kW/m2). If any one of the three replicates does not meet tested in accordance with ASTM E84 or UL 723. the conditions of acceptance, three additional tests shall be 3. Exterior fire retardant treated wood. conducted. All of the additional tests shall meet the 4. Noncombustible material. conditions of acceptance. 5. Any material that complies with the performance R327.4.8 Glazing. Exterior windows, windows within requirements of Section R327.4.7.2 where tested in exterior doors, and skylights shall be tempered glass, accordance with ASTM E2632, where the exterior wall multilayered glazed panels, glass block, or have a fire covering of the structure is noncombustible or ignition- resistance rating of not less than 20 minutes. resistant material. 6. Any material that complies with the performance requirements of ASTM E2632, where the exterior wall covering of the structure is noncombustible or ignition- resistant material. Exception: Wall covering material may be of any material that otherwise complies with this chapter when the decking surface material complies with the performance requirements ASTM E84 with a Class B flame spread rating. R327.4.7.1 Requirements for R327.4.7, item 1. The material shall be tested in accordance with ASTM E2632 and ASTM E2726, and shall comply with the conditions of acceptance below. The material shall also comply with the performance requirements of Section R327.4.2 for ignition resistant material when tested in accordance with ASTM E84 or UL 723. R327.4.7.1.1 Conditions of acceptance. ASTM E2632 tests shall be conducted in triplicate and the conditions of acceptance below shall be met. If any one of the three replicates does not meet the conditions of acceptance, three additional tests shall be conducted. All additional tests shall meet the following conditions of acceptance: Deschutes County Large* Fire History

CACHE MOUNTAIN Link 2002 Stevens 1900 - 2018 Shadow 2003 Canyon Lake 1991 2011 GW 2007 Sage Flat ODF Deschutes County Fire Acreage by Decade 1992 LAKE 90,000 GEORGE 2006 Milli 2017 SISTERS BLACK 80,000 CRATER Milli 2006 Milli 2017 2017 REDMOND 70,000

60,000 Milli 2017 Delicious 1990 50,000 Pole Rooster Creek Rock 2012 2010 Acres 40,000

30,000 Two Bulls 2014

20,000

BEND 10,000 Bridge Awbrey Creek Hall 1979 1990 0 1900 1910 1920 1930 1940 1950 1960 1970 1980 1990 2000 2010 Decade

Horse Skeleton 1996 Butte MILLICAN 1992 EAST Edison Ice Arnold 2007 Cave 2 18 Road 2003 Ice Cave Land Ownership 1910 1924 Edison Ice Cave 1 Coyote Arnold 1968 1908 Ice Cave Ignitions (10 year history) 1919

Evans USFS West 1996 Tepee BLM 2018 Pine Mtn Radcliff 1914 ODSL Lost Man Pine Mtn Four 1918 1914 Corners OPRD 1994 2006 PRIVATE Sutilet Paulina Dead Wilma Prairie McKay Paulina 1918 1988 1977 1918 2017 Deschutes County

White 1922 Wilderness Area McKay 1998

China Hat LA PINE East Butte Finley 1908 North Butte Davis Lake Quartz 1990 GLASS 1910 Round Butte Fox Butte 1918 BUTTE Swamp 1920 1984 Davis 1908 Aspen Flat Davis South Ice 2003 2003 1959 CINDER BUTTE Cave 1995 1915

*fires over 100 acres FIRE OCCURENCE BY DECADE Map Prepared by Deschutes County Natural Resources Ed Keith 0 5 10 20 Miles 61150 SE 27th Street 0 0 0 0 0 0 0 0 0 0 0 0 0 1 2 3 4 5 6 7 8 9 0 1 Bend, OR 97702 9 9 9 9 9 9 9 9 9 9 0 0 1 1 1 1 1 1 1 1 1 1 2 2 N 541-322-7117