WASHINGTON COUNTY BOARD OF COMMISSIONERS WORK SESSION

VIRTUAL MEETING FEBRUARY 23, 2021

1:00 p.m. 1. Board and Leadership Communication & Formal Agenda Item Discussion (30 min.)

1:30 p.m. 2. Approach to Revising Intergovernmental Agreements with Cities and Nonprofits (45 min.) -Lisa Tattersall, Manager, Washington County Cooperative Library Services

2:15 p.m. 3. Financial Update & Operation Scenario Considerations for Westside Commons (45 min.) and Wingspan -Leah Perkins-Hagele, Venue Manager; and Jack Liang, Director of Support Services

3:00 p.m. BREAK – 15 MINUTES

3:15 p.m. 4. Washington County’s Supportive Housing Services Program LIP Advisory (60 min.) Committee and Draft Update and Timeline -Josh Crites, Assistant Director; Jes Larson, SHS Program Manager; and Ally Jamieson, SHS Project Manager

4:15 p.m. 5. Tualatin Joint Project Update (45 min.) -Tom VanderPlaat, Water Supply Project Manager; and Mark Jockers, Chief of Staff

WORK SESSION

WASHINGTON COUNTY BOARD OF COMMISSIONERS Item #2

Session Date: February 23, 2021 Length of Time Requested: 45 minutes APPROACH TO REVISING INTERGOVERNMENTAL AGREEMENTS WITH CITIES Title of Topic: AND NONPROFITS Department: Washington County Cooperative Library Services Presented by: Lisa Tattersall, WCCLS Manager Name(s) & Title(s)

LIST OF ADDITIONAL DOCUMENTS OR PRESENTATIONS: PowerPoint presentation

PURPOSE & DESIRED OUTCOME: Provide the Board with an overview of the proposed process to revise three Washington County Cooperative Library Services (WCCLS) intergovernmental agreements.

POLICY QUESTIONS FOR THE BOARD TO CONSIDER: Does the Board support this process, and should staff proceed to engage with member cities and nonprofit organizations as outlined in this presentation?

SUMMARY OF TOPIC: Three intergovernmental agreements outline how Washington County Cooperative Library Services (WCCLS) is governed and how WCCLS operates in partnership with member organizations (cities or nonprofits) to provide countywide public library service.

These agreements expire and/or require updating to meet current needs of the Cooperative (WCCLS together with contractors). This presentation outlines the proposed process staff will go through with member organizations to update these agreements, with the goal of bringing recommended agreements back to the Board of Commissioners in January 2022, with the agreements finalized and execution beginning in March 2022.

1. Governance Agreement: no expiration date

2. Public Library Services Agreement: expires June 30, 2022 · Funding distribution, minimum operating requirements, payment schedule and structure · Services provided by WCCLS · Services provided by member libraries

3. Network Agreement: expires June 30, 2022 · Ownership and management of the WCCLS network · Service availability (service level agreements) and data recovery · Duties and responsibilities of WCCLS regarding our IT network · Duties and responsibilities of network users (libraries) · Confidentiality of data

Library cooperative agreement process 2021

wccls.org Agenda for this presentation

• Background and governance • Summary of agreements to be revised • Process outcomes, values, deliverables • Meeting membership and structure • Timeline • Next steps

wccls.org Background

• Public library service provision is governed and operated in accordance with three intergovernmental agreements between the county and member organizations • Member organizations: 9 cities and 3 nonprofit associations, which operate 15 public library locations countywide: Aloha Community Library Association Garden Home Community Library Association City of Banks City of Hillsboro City of Beaverton City of North Plains Cedar Mill Community Library Association City of Sherwood City of Cornelius City of Tigard City of Forest Grove City of Tualatin

wccls.org Governance structure

Board of Commissioners WCCLS Executive City Managers and Board Nonprofit Board Chairs County Administration

WCCLS staff WCCLS Policy Group Library Directors

wccls.org Summary of agreements

• Governance Agreement: no expiration date • Public Library Services Agreement: expires June 30, 2022 • Funding distribution, minimum operating requirements, payment schedule and structure • Services provided by WCCLS • Services provided by member libraries • Network Agreement: expires June 30, 2022 • Ownership and management of the WCCLS network • Service availability (service level agreements) and data recovery • Duties and responsibilities of WCCLS regarding our IT network • Duties and responsibilities of network users (libraries) • Confidentiality of data wccls.org Goal

• Revise all three agreements with our member organizations • Bring recommendations back to Board of Commissioners in January 2022 • Agreements finalized and execution process begins March 2022

wccls.org Cooperative agreement process

• What are the foundational assumptions? • What are the outcomes for the relationships in the cooperative? • What values will guide our work together? • What concrete deliverables will come out of the process? • Who will participate in the process?

wccls.org What are the foundational assumptions?

• Voters approved (69%) the local option library levy in May 2020, based on our commitment to maintain and continue current service levels through June 2026, including: • Library open hours • Children’s reading programs • Library collections (digital and physical books and other materials) • Support for job seekers • Central support and services that WCCLS provides to link libraries together • No member organization will receive less funding than the FY21-22 baseline

wccls.org Outcomes for relationships in the cooperative

• Increased clarity of roles and responsibilities between WCCLS and member organizations • Increased transparency, communication, and collaboration • Deepened partnerships that benefit our countywide patrons

wccls.org Values that will guide our work

• We support the Washington County Board of Commissioners’ equity resolution and are committed to furthering those goals with the county resources under discussion (WCCLS funds, materials, and staff) • We make library service recommendations and use county resources for the benefit of all county residents, regardless of city affiliations or other boundaries. • We support the WCCLS values of accountability, collaboration, inclusion, innovation, and stewardship

wccls.org Results of this process

• Updated Governance Agreement, including: • Revised Executive Board and Policy Group bylaws • Updated Public Library Services Agreement, including: • Revised service population maps for member organizations • Roles and responsibilities • Admission guidelines • Funding distribution for member libraries (FY22-23 through FY25-26) • Revised Information Technology Agreement (formerly Network Agreement) • Service level agreement • Clearer roles and responsibilities for county and member organizations • Enhanced focus on compliance with information security best practices and records retention requirements wccls.org Who will participate in the process?

Role Personnel Sponsor County Administrative Office (1 vote for WCCLS/West Slope) Convener and facilitator WCCLS Manager with input from Executive Board and Policy Group Chairs · Executive Board and Policy Group representative from each of the twelve contractors; each contractor (city or nonprofit) has one voice in discussions and one vote in decisions Members · West Slope Community Library is operated by Washington County and has no vote in the CAP group; the West Slope Library Director participates in discussions Minutes and logistics WCCLS staff

wccls.org Meetings

• Meetings will be public and hosted on Zoom • Agendas and minutes on wccls.org/governance • CAP group will meet monthly to: • Learn background information • Empower group members to pull together small groups to work on deliverables • Discuss draft deliverables and provide direction to small groups • Vote on adoption of deliverables • Make recommendation to Board of Commissioners

wccls.org Completion plan

wccls.org Next steps

• Receive Board of Commissioners feedback on process • Discuss with Partner Library Directors’ support for this process • Discuss with WCCLS Executive Board on February 24, 2021 to discuss and begin process

wccls.org

WORK SESSION Item #3 WASHINGTON COUNTY BOARD OF COMMISSIONERS

Session Date: February 23, 2021 Length of Time Requested: 45 minutes FINANCIAL UPDATE & OPERATION SCENARIO CONSIDERATIONS FOR Title of Topic: WESTSIDE COMMONS AND WINGSPAN Department: Westside Commons Presented by: Leah Perkins-Hagele, Venue Manager Name(s) & Title(s) Jack Liang, Director of Support Services

LIST OF ADDITIONAL DOCUMENTS OR PRESENTATIONS: PowerPoint Presentation

PURPOSE & DESIRED OUTCOME: Provide the board a financial update on Westside Commons, and Pandemic Operation Scenarios for the board to consider.

POLICY QUESTIONS FOR THE BOARD TO CONSIDER: None

SUMMARY OF TOPIC: Due to COVID-19 Westside Commons has not been able to hold public events since March 2019, significantly impacting the financial health of the organization. This update will provide the board an update on the current financial position, estimated financial projections for the remainder of the fiscal year, and operational scenarios for the board to consider.

FINANCIAL UPDATE FEBRUARY 2021 • Financial Update • TLT Update Operation Scenarios MEETING #1 • AGENDA

* Meeting #2 in May will be focused on Sales & Marketing • Swift action in Spring 2020 to reduce expenditures across all Westside Commons funds/programs, including early cancellation of the County Fair, allowed us to weather the revenue shortfall for last fiscal year well. • Most of these reductions are planned to continue through the remainder of this fiscal year. NOT THE • Some Westside Commons staff will return from YEAR WE redeployment to support re-opening, with the ENVISIONED remainder to return as needed. Planned new positions remain unfilled. • The current financial picture at Westside Commons is stable in part due to the recent use of the venue for the Court Operations and the Safe Sleep Village. FUNDING SOURCES

Fund 200 – Special Fund Fund 435 – Enterprise Fund • Fairgrounds • Wingspan • Event Rental Revenue • Event Rental Revenue • TLT Funding per County Ordinance • County Fair • County Fair Event Revenue • TLT Funding per County Ordinance FINANCIAL UPDATE FAIRGROUNDS & COUNTY FAIR PROGRAMS

• The Fairgrounds/County Fair Fund is currently in a stable financial position. • TLT collection is significantly down. Cancellation of the 2020 County Fair and all events will cause FY 2020-21 revenue to come in at an estimated 20% of budget. • By reducing expenditures, we are able to preserve the fund balance. • Ending fund balance for FY 2019-20 was $1,059,924. • For FY2020-21, a reduced level of expenditures is estimated at 21% of budget, which will leave a projected fund balance of $816,924 at the end of the fiscal year. • A healthy fund balance of $500,000 - $1,000,000 is needed in this fund to cover unexpected revenue short falls from the annual fair or unexpected major facilities maintenance. FINANCIAL UPDATE WINGSPAN PROGRAM

• The Wingspan Fund is also currently in a stable financial position and will be ready to re-open to events in the coming weeks. • Court operations in the Wingspan generated 47% of expected FY 2020-21 budget, allowing us to preserve the important seed funding identified in the Business Plan. • Due to prompt action to cut costs, the ending fund balance for FY 2019-20 was $871,317. Significantly higher than originally projected when COVID began. • At current operation level the projected ending fund balance for FY 2020-21 is $899,317. TRANSIENT LODGING TAX (TLT) UPDATE & PROJECTIONS TLT REVENUE TRENDS

• Declined during the great recession • Followed by 9 years of growth after • Significant reduction starting in 2020 • Historical comparison: 12% reduction back in FY2001-02 TLT REVENUE BREAKDOWNS

• General Fund: 38.46% • TLT Fund (WCVA): 35.85% • Fair Complex: 15.38% • Event Center Debt Service: 10.31% • Since March 2020 through March 2021, the only use has been by the County for Courts & Safe Sleep Village • Beginning mid-April, 2021 limited public events will begin again • Slow ramp-up as event & meeting producers get up and running again • Occupancy limitations & operational requirements levels may be challenging for event & meeting producers COVID • May not allow event & meeting producers to create a margin, OPERATIONAL potentially rendering their event financially unfeasible REALITIES • Industry projections that events will begin to recover between Fall of 2021 and January 2022 • It could be the end of 2022 to recover to normal pre-pandemic in-person event activities and participation levels. • Recently Oregon Health Authority (OHA) updated sector guidance that now allows event facilities to re- open and operate public events again applying the appropriate sector guidance to the event that would be occurring. LIMITED • With support from Public Health and the COVID RE-OPENING Enforcement Team, Westside Commons staff will work with event producers to ensure safe operations that comply with OHA requirements and guidelines. • Capacity limitations will be based upon the counties designated level of risk OPERATIONAL SCENARIOS OPERATIONS SCENARIO ONE SCENARIO #1 ASSUMPTIONS

• Westside Commons opens for public events and begins generating limited fee based revenue again in April 2021 • Available for Fee based COVID-19 response activities through Fall 2021 • Low level of event activities between April 2021 – September 2021 • Transient Lodging Tax collection estimated at 65% of pre-pandemic level. • No normal fair in the summer of 2021. • Initially some redeployed staff back to support the event and COVID 19 response operations. Remaining redeployed staff return full-time October 2022. SCENARIO #1

FINANCIALLY SUSTAINABLE WITH EVENTS OPENING IN APRIL OF 2021 OPERATIONS SCENARIO TWO SCENARIO #2 ASSUMPTIONS

• Westside Commons opens for public events and begins generating limited fee based revenue again in April 2021 • Available for Fee based COVID-19 response activities through 2021 • Low level of event activities between April 2021 – December 2021 • Transient Lodging Tax collection estimated at 65% of pre-pandemic level. • No normal fair in the summer of 2021. • Initially some redeployed staff back to support the event and COVID 19 response operations. Remaining redeployed staff return full-time January 2022. SCENARIO #2

FINANCIALLY SUSTAINABLE WITH SLIGHTLY LONGER RECOVERY TIMELINE WASHINGTON COUNTY FAIR

Under the authority of the Fair Board per ORS 565 and the MOU 2021 COUNTY FAIR STRATEGY

Staff will budget for full County Fair Budget The Fair will go back to regular 4-day Fair. Will monitor and adjust approved by the Fair 4-days (or less) instead dependent on OHA Board in early February of 10-days That business model is guidelines in the Spring known and what it costs

Will have several options/models of types Fair Board will make a of Fairs possible for the final decision in April/May Fair Board to consider QUESTIONS/FEEDBACK?

WORK SESSION Item #4 WASHINGTON COUNTY BOARD OF COMMISSIONERS

Session Date: February 23, 2021 Length of Time Requested: 60 minutes WASHINGTON COUNTY’S SUPPORTIVE HOUSING SERVICES PROGRAM LIP Title of Topic: ADVISORY COMMITTEE AND DRAFT UPDATE AND TIMELINE Department: Department of Housing Services Presented by: Josh Crites, Assistant Director; Jes Larson, SHS Program Manager Name(s) & Title(s) Ally Jamieson, SHS Project Manager

LIST OF ADDITIONAL DOCUMENTS OR PRESENTATIONS: · Power point presentation · SHS Briefing Memo · Local Implementation Plan “working draft”

PURPOSE & DESIRED OUTCOME: To provide the Board with an update on the development of the Supportive Housing Services (SHS) Local Implementation Plan (LIP) draft plan, and the continued engagement work underway with the LIP Advisory Committee. The Board will discuss elements of the LIP ‘working draft’ and provide further direction to staff for the final stages of development.

POLICY QUESTIONS FOR THE BOARD TO CONSIDER: 1. Does the LIP “working draft” accurately reflect the direction of the Board and needs of Washington County? 2. Do the proposed investment plan ‘program categories’ reflect the Board’s direction and priorities for the SHS program? 3. Does the Board have any questions or further direction for the process as staff prepares the final draft?

SUMMARY OF TOPIC: On May 19, 2020, Measure 26-210 passed with 58% voter support creating a regional Supportive Housing Services program. The program will be funded with a new high-earner income tax and a business profits tax, together estimated to generate more than $200 million annually for ten years. The funds will be distributed by Metro to the three counties within the Metro boundary, proportionate to the estimated generation of the tax revenue: Washington County (33.3%), Multnomah County (45.3%) and Clackamas County (21.3%). The three counties will develop and enhance local homeless and housing systems of care while working together to address homelessness across the region. The SHS program will be the largest per capita investment in the nation dedicated to ending homelessness with supportive housing services.

(continued)

SUMMARY OF TOPIC: Washington County’s SHS Local Implementation Plan (LIP) will be a high-level framework based on our County and community values, broad community guidance, and best practices developed through existing programs and partnerships. The LIP will describe our community needs, systems and services gaps today, and our best recommendations for initial investments and programs to address these needs. This framework will allow for an iterative process to improve, hone and expand upon our strategies through further practice and community evaluation.

The Washington County LIP has been developed in partnership with our LIP Advisory Committee, and the direction of the Washington County Board of Commissioners. A final draft will be considered by the Washington County Board of Commissioners and then be presented to the regional SHS oversight committee for recommendation to the Metro Council for approval.

At the February 23rd work session, staff will present an update on the plan development and LIP Advisory Committee process, seeking further direction from the Board as the drafting and community engagement processes are finalized this Spring.

Washington County Supporting Housing Services Local Implementation Plan (LIP)

February 23, 2021 Department of Housing Services co.washington.or.us Supportive Housing Services (SHS)

Local Implementation Plan (LIP) update

Advisory committee update Drafting and approval process Review of LIP elements to date Up next: Planned investments and outcome goals

co.washington.or.us 2 Policy questions for the Board

Does the LIP ‘working draft’ represent:

Homelessness and housing stability needs in Washington County ? Racial disparities in Washington County? Strategies to advance racial equity with the program? Board of County Commissioners direction?

Do the planned investment categories address our SHS program needs? Is anything missing?

co.washington.or.us 3 SHS implementation readiness:

• LIP draft finalized • LIP advisory committee convened • Board considers draft • Broad community engagement • Metro reviews approved draft • Tri-County coordination begins • IGA development begins • Services provider engagement and RFP

Summer Winter | 2021 Summer

Fall Spring

• Voters approve SHS measure • LIP advisory body expanded • IGA completed • Metro convenes regional • LIP drafting review begins • SHS funding and programs begin stakeholder body • Program development begins • Tri-County advisory body formation begins Local Implementation Plan (LIP)

Developed in partnership with stakeholders, community

Approved by Board and Metro Council

Ten required elements include:

Analysis of current system unmet needs Analysis of racial disparities and strategies to advance equity Regional commitments to priorities, coordination, and outcome metrics Planned programmatic investments and outcome goals

co.washington.or.us 5 LIP drafting and approval process:

March 10th – 24th public comment period

April 26th TBD February 4th and 18th March 4th and 18th Regional oversight Metro LIP committee LIP committee committee Council

February March April May

March 16th April 6th TBD Today Board advises on Board votes on Board considers Board advises on LIP “final draft” LIP Metro IGA LIP “working draft” LIP “working draft” elements

Washington County Housing Programs People Served Households 18/19 Funding Levels Supportive Housing 543 383 $5,769,658 Rapid Rehousing and Homelessness Prevention 1,096 377 $1,963,541 Emergency Shelter 573 231 $3,016,174 Transitional Housing 278 185 $2,045,234 Total 2,490 1,176 $12,794,607

Population A Population B Total *Consultant’s Projected Unmet Need (Individuals) (Families) (Individuals) (Families) Households Supportive Housing 604 120 76 6 806 Long Term Rent Assistance 604 120 617 350 1691 Short Term Rent Assistance -- -- 617 350 967 Eviction Prevention -- -- 486 458 944 Housing Placement 393 78 672 236 1379 Crisis Response - Emergency Shelter 437 64 358 119 978 Crisis Response - Transitional Housing 167 55 358 119 699

Washington County utilized the Corporation for Supportive Housing (CSH) co.washington.or.us 7 LIP “working draft” elements

Analysis: Current system capacity and unmet need

Current data systems significantly undercount need Built for Zero is reaching more people Housing first and culturally responsive services needed Culturally specific providers need capacity to serve their community

co.washington.or.us 8 LIP “working draft” elements

Analysis: Racial disparities in Washington County

70% 65% 66% 70% 65%

60% 60% 52% 52%53% 50% 50%

40% 40%

28% 30% 27% 30% 27%

19% 17% 20% 17% 20% 12% 12% 12% 10% 8% 10% 8% 10% 6% 6% 6% 4% 4% 3% 2% 3% 3% 2% 1% 1% 1% 0% 1% 0% 0% 0% 0% 0% Asian NH/PI NA/AI/AN Black/AA Latinx Non-Hispanic Asian NH/PI NA/AI/AN Black/AA Latinx Non-Hispanic White White Washington County Washington County Poverty Population Poverty Population Homeless Service Pop. A Homeless Service Pop. B

9 LIP “working draft” elements

Analysis: Racial disparities in housing services

People of color experience racism and discrimination in our programs People of color don’t seek help because they fear discrimination Severe shortage of culturally responsive services and trained staff Programmatic barriers disproportionately impact people of color

co.washington.or.us 10 LIP “working draft” elements

Strategies to advance equity: Leading with race

Recognize homelessness results from racial injustices Advisory bodies and engagement must be inclusive of all voices and inform program implementation Prioritize culturally specific services Establish culturally responsive service standards for ALL programs Hire, train and promote a racially diverse workforce

co.washington.or.us 11 LIP “working draft” elements

Regionally required commitments

Serving population priorities Housing first and low barrier principles Geographic equity

co.washington.or.us 12 LIP “working draft” elements

Regionally required commitments (cont.)

Regional approach and coordinated access Align and leverage other systems of care Equitable procurement practices Outcome metrics and measurable goals

co.washington.or.us 13 LIP “working draft” elements

Planned investment categories (under development)

1. Shelter and transitional housing 2. Outreach and navigation services 3. Housing barrier costs and short term rent assistance 4. Regional long-term rent assistance 5. Supportive services 6. System of care capacity building

co.washington.or.us 14 LIP : next steps

Remaining elements to draft

Planned Investments Outcome goals Executive summary

co.washington.or.us 15 Policy questions for the Board

Does the LIP ‘working draft’ represent

Homelessness and housing stability needs in Washington County? Racial disparities in Washington County? Strategies to advance racial equity with the program? Board of County Commissioners direction?

Do the planned investment categories address our SHS program needs? Is anything missing?

co.washington.or.us 16

Date: February 23, 2021

To: Washington County Board of Commissioners

From: Josh Crites, Assistant Director and Jes Larson, Supportive Housing Services Program Manger

Subject: Development of Washington County’s Local Implementation Plan for the Supportive Housing Services Program

Background On May 19, 2020, the regional Supportive Housing Services (SHS) measure 26-210 passed with 58% of voter support, positioning the region to advance the largest revenue-generating measure per capita dedicated to addressing homelessness. Since passage, Washington County has been preparing for program implementation to begin as soon as program revenue become available in July 2021. Implementation readiness has included the convening of a temporary regional stakeholder advisory body, the establishment of a regional oversight committee, and Tri-county coordination and planning among county and Metro implementation staff. Washington County is preparing for implementation with coordination between departments to align and ready our systems, expansion of staff capacity to administer new programs, and most especially the development of our Local Implementation Plan (LIP). The LIP will define Washington County’s programmatic framework and guide our strategies to create a system of care for homeless and housing services, scaled to end chronic homelessness and better meet the needs of those who risk and face homelessness in our community.

Local Implementation Plan (LIP) purpose and process

Required elements of the LIP have been established by Metro for consistency across tri-county implementation and allowing for local flexibility to address local needs. Each plan must include consideration for the needs and context of the local community, commitments to implement the program in alignment with the regional requirements of the program, and strategies that will address homelessness and racial disparities with the investments made by the program.

The Washington County LIP has been under development for several months, informed by extensive community engagement, data analysis of our local system and unmet needs, an advisory committee that met during the fall and expanded to continue the work through this Spring, and continued direction from the Board of County Commissioners.

The remaining steps of the LIP draft development include a full draft are described on the next page:

2

Date Public body LIP review purpose 2.17 Advisory Committee Committee reviews ‘working draft’ and provides feedback for development of remaining elements. 2.23 Washington Board of Board considers LIP development, provides direction for County Commissioners ‘planned investments’, ‘outcome goals’, and current elements of the ‘working draft’. 3.3 Advisory Committee Committee considers planned investments, outcome targets to support drafting of final elements 3.10 Public comment The full draft is published to seek broad public comment and further feedback from stakeholders. 3.16 Washington Board of Board considers the full draft, provides further feedback to County Commissioners inform the final draft. 3.17 Advisory Committee Committee reviews full draft and provides final feedback to inform the LIP. 4.6 Washington Board of Board considers the final draft of the LIP for approval and County Commissioners submission to regional oversight committee.

Following Board approval, Washington County’s LIP will be submitted to the regional oversight committee for consideration and recommendation to the Metro Council for approval. The approved LIP will be included in the intergovernmental agreement between Metro and Washington County that will establish our commitments for implementation of the regional program.

LIP ‘working draft’ Through extensive research and data analysis conducted by CSH, a supportive housing technical assistance consulting firm Washington County hired to support the development of our LIP, broad community engagement and targeted outreach conducted by Multicultural Collaborative Associates, and ongoing guidance provided by the LIP advisory committee, the Department of Housing Services staff compiled findings and proposed implementation strategies for the Supportive Housing Services program. Findings and strategies include:

Washington County’s current investments for homeless services and supportive housing programs in 2019 totaled more than $12 million with federal, state and local funding sources. These programs contributed to nearly 2500 people served, and 543 people/383 households provided supportive housing.

CSH analysis of unmet need in Washington County found that an additional 806 people need supportive housing, 1691 need long-term rent assistance, and thousands more need eviction prevention, short-term rent assistance, emergency shelter, transitional housing and other supports to access housing stability.

An analysis of racial disparities in Washington County found that Black, Indigenous and communities of color are more likely to live in poverty and experience homeless, than non- Hispanic white residents of Washington County.

Department of Housing Services 111 NE Lincoln Street, Suite 200-L, MS 63, Hillsboro, OR 97124-3082 (503) 846-4794 • fax (503) 846-4795 • TTY dial 711 www.co.washington.or.us/housing Equal Housing Opportunity 3

Many strategies are needed to address racial disparities in Washington County through program implementation including: investments into culturally specific services and capacity building for culturally specific organizations; commitments to diverse representation at all decision making tables and inclusive engagement practices to inform implementation of the program; equity standards for service provision and procurement practices, and more.

Commitments to the regional elements and requirements of the program, include:

• funding commitments to serve priority populations as defined by the measure; • strategies to ensure geographic equity of investments in the County; • regional coordination for coordinated access across County boundaries, and other systems alignment; • program investments that achieve a regional share of supportive housing and other outcomes; • alignment with other systems of care included mental health and healthcare, community corrections, affordable housing, employment and education; • monitoring and annual reporting that uses consistent outcome metrics and demonstrate measurable progress of equitable program outcomes; and more.

Six “planned investment” program areas that will create an integrated and effective system of care for addressing homelessness and creating housing stability across Washington County. These program areas include:

• shelter and transitional housing; • outreach and navigation services; • housing barrier costs and short-term rent assistance; • regional long-term rent assistance; • supportive services; and • system of care capacity building.

LIP: Next phases of work Further feedback is needed to continue the development of Washington County’s LIP, especially to refine the existing content of the ‘working draft’ and draft the remaining elements of the plan including: • programmatic planned investments; • a plan to scale investments through the first three years of implementation; • anticipated programmatic outcomes; and • the LIP executive summary

Staff will work to receive further guidance from Board of County Commissioners, LIP Advisory Body, and work in coordination with community partners and County departments to draft a final LIP.

Questions and considerations for the Board Staff seek further guidance from the Board to inform the development of the remaining elements of the LIP and improve on the current working draft elements. Our questions at this stage of LIP development are as follows:

Department of Housing Services 111 NE Lincoln Street, Suite 200-L, MS 63, Hillsboro, OR 97124-3082 (503) 846-4794 • fax (503) 846-4795 • TTY dial 711 www.co.washington.or.us/housing Equal Housing Opportunity 4

• Does the LIP ‘working draft’ represent Washington County’s current needs to address homelessness and housing stability, current conditions of racial disparities in the County, and strategies to advance racial equity with implementation of the Supportive Housing Services program? • Do the planned investment program areas describe the program investments needed to address our SHS program needs? • What further direction does the Board of County Commissioners offer to staff as LIP draft development continues?

Department of Housing Services 111 NE Lincoln Street, Suite 200-L, MS 63, Hillsboro, OR 97124-3082 (503) 846-4794 • fax (503) 846-4795 • TTY dial 711 www.co.washington.or.us/housing Equal Housing Opportunity

SUPPORTED HOUSING SERVICES: LOCAL IMPLEMENTATION PLAN [WORKING DRAFT] Draft Dated February 12, 2021

Housing Authority of Washington County

Housing Authority of Washington County SHS Local Implementation Plan

Table of Contents

EXECUTIVE SUMMARY ...... 2 BACKGROUND ...... 2 HOMELESSNESS IN WASHINGTON COUNTY ...... 2 THE SUPPORTIVE HOUSING SERVICES MEASURE ...... 2 WASHINGTON COUNTY DEPARTMENT OF HOUSING SERVICES ...... 3 PROGRAM PRINCIPALS ...... 3 PLAN DEVELOPMENT ...... 4 PURPOSE AND APPROVAL PROCESS ...... 4 RACIAL EQUITY IN COMMUNITY ENGAGEMENT ...... 4 INCLUSIVE COMMUNITY ENGAGEMENT REPORT ...... 5 STRATEGIES FOR CONTINUED INCLUSION IN ENGAGEMENT ...... 5 ANALYSIS OF UNMET NEED AND INEQUITABLE OUTCOMES ...... 5 CURRENT INVESTMENTS AND SYSTEM CAPACITY ...... 6 UNMET SYSTEMS NEEDS ANALYSIS ...... 7 ANALYSIS OF RACIAL DISPARITIES AND INEQUITABLE OUTCOMES ...... 8 LEADING WITH RACIAL EQUITY ...... 10 COMMITMENT TO ADVANCING RACIAL EQUITY ...... 10 STRATEGIES TO ADVANCE RACIAL EQUITY ...... 11 IMPLEMENTATION PLAN ...... 12 COMMITMENT TO SERVING PRIORITY POPULATIONS ...... 12 COMMITMENT TO HOUSING FIRST PRACTICES ...... 13 COMMITMENT TO GEOGRAPHIC EQUITY ...... 13 COMMITMENT TO A REGIONAL APPROACH AND COORDINATED ACCESS ...... 14 COMMITMENT TO ALIGN AND LEVERAGE OTHER SYSTEMS OF CARE ...... 15 COMMITMENT TO EQUITABLE PROCUREMENT, CAPACITY BUILDING AND PAY EQUITY ...... 15 PROGRAMMATIC PLANNED INVESTMENTS ...... 16 PLANNED INVESTMENTS ...... 17 PHASING OF PLANNED INVESTMENTS ...... 17 OUTCOMES AND EVALUATION ...... 17 COMMITMENT TO REGIONAL OUTCOME METRICS ...... 17 COMMITMENT TO MEASURABLE GOALS FOR ADVANCING RACIAL EQUITY ...... 18 ANTICIPATED OUTCOME GOALS...... 18

Page 1 of 19 Housing Authority of Washington County SHS Local Implementation Plan

Executive Summary This section will be completed for the final draft, following further LIP committee, public and Board feedback. Background

Homelessness in Washington County Washington County, like other urban counties across the nation, is experiencing a community crisis of homelessness. As many as 618 people experience homelessness in Washington County on any given night and tens of thousands more are at risk of losing stable housing. Washington County residents with disabling conditions and extremely low incomes are most severely impacted by this crisis. These individuals and families often experience prolonged and repeated homelessness due to a lack of services, emergency shelters, and supportive housing. Thousands more experience episodic homelessness and housing instability, due to increased rent, lost employment and a lack of affordable housing choices in our community. The experience of homelessness and housing stability disproportionately impacts Black, Indigenous and People of Color (BIPOC) due to systems of racial oppression. Our residents who experience homelessness face extreme hardships living outside, unsheltered in cars or couch surfing, while waiting on lists for shelter, services, and housing. While they wait, our neighbors experiencing homelessness sustain traumatic experiences caused by the state of homelessness that make it harder to recover and live stably in our community. The COVID-19 pandemic has exacerbated the national housing and homelessness crisis as millions have lost stable employment and now face months of unpaid rent or live in overcrowded housing to reduce monthly expenses. The pandemic presents an increased risk for those experiencing homelessness who can neither shelter at home nor recover at home if they contract the illness. COVID-19 has disproportionately impacted BIPOC households with higher rates of contraction. For example, the Latinx community makes up 17% of Washington County’s population, but comprises 47% of COVID-19 cases in the County. Furthermore, the economic fallout has disproportionately impacted families of color with lost wages and housing insecurity. The public health and economic crisis of COVID-19 has laid bare the long-standing racial disparities in our community. The Supportive Housing Services Measure The regional Supportive Housing Services (SHS) measure was drafted by a broad coalition of culturally specific organizations, community service providers, business leaders, housing advocates and elected officials, who worked together to address the growing crisis of homelessness in the region. The measure was created to leverage investments for the 2018 Regional Affordable Housing Bond along with other local investments and initiatives while focusing on the particular needs of BIPOC individuals, immigrants and refugees, and other marginalized communities disproportionately impacted by these crises. The equity-driven measure framework aims to fully meet the needs of people experiencing chronic homelessness and significantly impact the rate of episodic homelessness with investments in supportive

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housing, long-term rent assistance, outreach and housing navigation services, emergency shelters, mental health and recovery supports, culturally specific services, and more. On May 19, 2020, Measure 26-210 passed with 58% of voters, established the regional Supportive Housing Services (SHS) program. The SHS program will be funded with a new income tax on high-earning households and a business profits tax, together estimated to generate more than $200 million annually for ten years. The funds will be distributed by Metro to the three counties within the Metro boundary proportionately by estimated revenue collection as follows: Washington County (33.3%), Multnomah County (45.3%) and Clackamas County (21.3%). The three counties will each develop and enhance local homeless and housing systems of care while working together to address homelessness across the region. The SHS program will be the largest per capita investment in the nation dedicated to ending homelessness with supportive housing services. Washington County Department of Housing Services The Washington County Department of Housing Services (DHS) will provide the infrastructure for Washington County implementation of the SHS program in full partnership with our Department of Health and Human Services, the Office of Equity and Inclusion, other departments as directed by the County Administration office and under the direction of the Washington County Board of Commissioners. A Road Home is Washington County’s ambitious and comprehensive plan to address homelessness, which was approved by the Board of Commissioners in June 2018. As the Continuum of Care (CoC) lead agency working to implement federal investments towards ending homelessness, the department works in collaboration with more than sixty (60) culturally specific, faith-based, and community organizations to implement the strategies and achieve the goals of the plan. In 2020, DHS and our partners served 2,550 people experiencing homelessness and helped to end homelessness for 568 people (386 households) with supportive housing. Despite progress, Washington County’s homeless system of care has struggled to meet the growing needs of our community as rates of homelessness have increased, and racial disparities have become more entrenched throughout our community. While Washington County has risen to the challenges and the responsibilities of a federal CoC agency, prior to the passage of the SHS measure, the resources needed to serve our community were not adequately scaled. Program principals Washington County’s program will be guided by these regionally established value statements for the SHS program: · Strive toward stable housing for all; · Lead with racial equity and work toward racial justice; · Fund proven solutions; · Leverage existing capacity and resources; · Evolve systems to improve;

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· Demonstrate outcomes and impact with stable housing solutions; · Ensure transparent oversight and accountability; · Center people with lived experience; and · Embrace regionalism and local expertise.

Plan Development

Purpose and approval process The regional program instructs each County to develop a Local Implementation Plan (LIP) that describes the needs and context of the local community, commitments to requirements of the regional program, and describes strategies that will address homelessness and racial disparities with the investments made by the program. The ten required regional LIP elements are described in full in Attachment F. Washington County’s SHS LIP is a high-level framework based on our County and community values, broad community guidance, and best practices developed through existing programs and partnerships. The LIP represents Washington County’s best understanding of our community’s needs, systems and service gaps, and our top recommendations for initial investments and programs to address these needs. This framework will allow for an iterative process to improve, hone and expand upon our strategies through further practice and community evaluation. We will continue to work with stakeholders to refine programmatic details, adjust our strategies to changing needs, and amend our Plan as needed to best serve our community. The Washington County LIP has been developed in partnership with our LIP Advisory Committee and at the direction of the Washington County Board of Commissioners. A final and approved draft will be presented to the regional SHS oversight committee, which will recommend the LIP to the Metro Council for approval. Racial equity in community engagement Washington County is committed to centering race in every aspect of the SHS program, and this work began with the LIP development. Staff worked with our partners to create an inclusive engagement process to ensure participation, perspectives and representation of underrepresented voices including people with lived experiences, communities of color and culturally specific voices. Multiple approaches were used to create inclusive anti-racist engagement practices, including:

· We identified and worked to eliminate barriers that obstruct communities of color from participating. · We gathered and considered the best-available data disaggregated by race in partnership with community leaders of color. · We facilitated dialogues, in-person focus groups and online surveys for individuals currently experiencing homelessness, and engaged with culturally specific organizations.

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· We applied an equity lens in the design and actualization of all community engagement functions. All facilitated dialogues were oriented around racial equity, with a specific emphasis on identifying needs for communities of color. · We conducted a comprehensive review of feedback and information received through other racial equity community processes previously conducted by DHS. Inclusive community engagement report Under the guidance of the LIP Advisory Committee and in consultation with Multicultural Collaborative Associates, Washington County designed a comprehensive and inclusive community engagement strategy that centered the perspectives of communities of color and people with lived experience. Our outreach efforts reached an unprecedented number of stakeholders. LIP development included seventy-five (75) personal interviews, focus groups with over 360 participants representing over fifty (50) organizations, and expanded our LIP Advisory Committee to include a total of seventy-five (75) individuals spanning forty-five (45) diverse community organizations (Appendix A). The community engagement plan focused on learning from the following stakeholders (Appendix D):

· People with lived experience of homelessness, especially BIPOC individuals with lived expertise; · Communities of color and culturally specific service providers with community expertise; · Housing and service providers, including healthcare, mental health and recovery services; · Other stakeholders, including business, schools and municipal governments. Strategies for continued inclusion in engagement DHS and our Washington County partnering departments will continue to engage community stakeholders, focusing on communities of color, to inform investment priorities, program design, systems coordination, and evaluation of all SHS programs. DHS will employ strategies that promote inclusive engagement, including:

· Scheduling community engagement activities outside of normal business hours; · Providing incentives for participation including stipends, child-care services, translated meeting materials and interpretation/signing services, and other barrier-mitigating strategies; · Engaging culturally specific organizations, especially small organizations and sole proprietorships, in order to understand specific organizational needs to build capacity and participate in public contracting opportunities; and · Engaging and leveraging existing advisory committees and workgroups to respect community members’ time and capacity. Analysis of unmet need and inequitable outcomes The following analysis was structured to identify the unmet needs and racial disparities within the homeless system of care in Washington County. The analysis corroborates what the

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community has known for years — communities of color are overrepresented in rates of homelessness. People of color face significant barriers to accessing resources and face lower rates of success in homeless and housing programs than non-Hispanic white households. In this section we begin to identify policies and practices that create barriers for communities of color, in order to understand how we must work to reduce these barriers. This is only a high-level overview. Additional evaluation and analysis will be needed throughout implementation to continually improve outcomes for people of color. Current Investments and system capacity The total funding for homeless and homeless intervention services in Washington County in FY18/19 was $12,794,607, growing to approximately $14 million in FY19/20. The main funding sources are Federal funds through the CoC, State funds through Oregon Housing and Community Services (OHCS), and the Washington County general fund and Public Safety Levy.

Households Current Washington County Housing Programs Persons Served Served Funding Levels Supportive Housing 543 383 $5,769,658 Rapid Rehousing and Homelessness Prevention 1,096 377 $1,963,541 Emergency Shelter 573 231 $3,016,174 Transitional Housing 278 185 $2,045,234 2,490 1,176 $12,794,607

These funds are invested through community-based programs and faith community partners providing housing navigation services, emergency shelter and transitional housing, short-term and rapid re-housing housing assistance, and supportive housing programs. While the County’s current investments serve thousands of people every year, the community need for homeless services and housing supports is greater than our current funding can support, and the need continues to grow. Through Washington County’s recent participation in a Built For Zero plan, we are able to engage more individuals with acute needs, especially individuals who have not traditionally been prioritized in our programs. In the first ten months of the program, 194 chronically homeless households were engaged in services and seventy-two (72) people were housed – a rate of placement success significantly higher than previous efforts. This work highlights the value of increasing outreach programs with a coordinated system to address unmet needs in Washington County. While the new SHS regional program will significantly increase our local resources and scale to meet the need throughout the region, Washington County commits to maintain these current 2020/2021 Federal, State and local general fund commitments to homeless and supportive housing programs. SHS program funds will not replace existing resources except in the case of a significant economic decline causing loss of local general fund or federal resources.

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Unmet systems needs analysis CSH is a consulting firm hired by Washington County to assist in the development of this LIP. CSH conducted a numerical gap analysis, using multiple data sources including the Homeless Management Information System (HMIS), the Point in Time (PIT) Count, jails, school districts, the child welfare system, and other sources. This modeling also incorporated estimates based on national analyses and work done by CSH in other communities. Using data from other communities provides information on the characteristics of households at risk of experiencing homelessness to better understand the needs of households who may not be included in local data. For example, HMIS data is limited to only those who engage in homeless services, requiring a better understanding of other communities not captured in this data, especially people in SHS priority populations. CSH applied a proportional modeling approach to create a needs assessment by looking at data across a spectrum of public systems to create a compilation of PIT and census counts. This data was used to replicate characteristics consistent with supportive housing priority population needs, creating an overall projected needs analysis for Washington County.

Population A Population B Total Categories (Individuals) (Families) (Individuals) (Families) A&B Supportive Housing 604 120 76 6 806 Long Term Rent Assistance 604 120 617 350 1691 Short Term Rent Assistance -- -- 617 350 967 Eviction Prevention -- -- 486 458 944 Housing Placement 393 78 672 236 1379 Crisis Response - Emergency 437 64 358 119 978 Shelter Crisis Response - Transitional 167 55 358 119 699 Housing Table A: Projected needs by program in Washington County The data above strongly demonstrates the significant need for supportive housing services and the opportunity to meet that need with the regional SHS program. It is important, however, to acknowledge limitations in the data that underrepresents people who do not access services despite having a significant need. Additional research and analysis of other data clearly shows that the underserved populations are disproportionately communities of color. In addition to housing and service program investments needed to address racial disparities on inequitable outcomes, capacity building investments are also needed to build a system of care that equitably meets the needs of communities of color. These investments will help support the culturally specific and culturally responsive service provision by providing support to scale up programming, systems, and staff capacity. Service systems capacity building needs will include:

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· Training and technical assistance on programmatic standards and best practices in supportive housing, culturally responsive programming, and other service types; · Supports to engage and include community members with lived expertise and communities of color at decision-making tables; and · Training and technical assistance in data systems management and reporting requirements. Analysis of racial disparities and inequitable outcomes General and poverty demographic data from the American Community Survey (ACS) and HMIS demographic data from HMIS for Washington County were used to create a comparative analysis to identify racial disparities among people who experience poverty and/or are experiencing homelessness. The analysis considers these rates of homelessness and poverty by race and ethnicity for people who will be served under the SHS Population A priority (generally people experiencing chronic homelessness), and people who will be served under the SHS Population B priority (generally people who are at risk of homelessness or experience infrequent economic based homelessness).

Demographic makeup of Washington Conty and Poverty Populations compared to Homeless Services for Population A 70% 65% 66%

60% 52% 50%

40%

30% 27% 19% 20% 17% 12% 10% 8% 6% 6% 10% 3% 3% 2% 1% 0% 1% 0% 0% Asian NH/PI NA/AI/AN Black/AA Latinx Non-Hispanic White

Washington County Poverty Population Homeless Service Pop. A

Chart 1: Racial communities as a percentage of the general Washington County population (blue), percentage of people living in poverty (orange) and percentage of people experiencing homelessness as defined by Population A (gray)

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Demographic makeup of Washington County and Poverty Populations compared to Homeless Services for Population B

70% 65%

60% 52% 53% 50%

40%

28% 30% 27%

20% 17% 12% 12% 8% 6% 10% 4% 4% 2% 3% 1% 0% 1% 0% 0% Asian NH/PI NA/AI/AN Black/AA Latinx Non-Hispanic White

Washington County Poverty Population Homeless Service Pop. B

Chart 2: Racial communities as a percentage of the general Washington County population (blue), percentage of people living in poverty (orange) and percentage of people experiencing homelessness as defined by Population B (gray)

In general, the data illustrates that Native Hawaiian/Pacific Islander, Native American/American Indian/Alaska Native, Black/African American and Hispanic/Latinx households were significantly overrepresented in the homeless system as compared to their representation in the county’s overall population. For households that identified as Asian, the data displayed an underrepresentation in the homeless system, for Populations A and B, however it is broadly understood that “Asian” does not accurately represent the variety and disparities within this demographic value. Overall, the data illustrates that a disproportionate number of those from communities of color are experiencing poverty and homelessness and that subtle variances by household type illustrate the need for additional analysis to better understand how household composition impacts housing stability and service needs. In addition to the numerical data analysis, the community engagement process conducted for the LIP development also gathered extensive feedback and qualitative data from communities of color within the community. The following themes reflect survey answers and discussions shared by BIPOC communities and individuals receiving homeless services in Washington County:

· People of color experience racism and discrimination from Washington County service providers.

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· Communities of color, youth, immigrants and refugees, and people with mental health needs report avoiding services out of fear of discrimination. · There is a significant shortage of culturally responsive services for Black, Native American, Native Hawaiian and Native Alaskan priority population. · There is a significant lack of all housing options in Washington County, including permanent, temporary and transitional housing. · People receiving homeless services find services and access to be confusing and unhelpful. Case managers and navigators are needed to help people connect to housing and services. · Person-centered services with ‘housing first’ approaches are needed throughout the system of care. Unnecessary programmatic barriers should be removed with flexible local programs. Leading with Racial Equity

Commitment to advancing racial equity Racism is a primary driver of homelessness. Through historical policies beginning with slavery and the Indian Removal Act of 1830, to more modern housing policies such as redlining, Federal Housing Administration loan discrimination and the sub-prime mortgage scandal, communities of color have been systematically excluded from opportunities to own property and create generational wealth. This legacy continues to shape the current landscape of housing and homelessness throughout the nation, and in Washington County in particular. Furthermore, systemic racism is pervasive across all social structures including housing, justice, education, healthcare, and social services, impacting BIPOC individuals at work, home, school, and everywhere in our community. The intersections of these unjust systems often create a direct path to homelessness where new barriers prevent these same communities from being able to end their homelessness. The traumatic stress of interpersonal racism — both implicit and explicit — is passed on heretically from parents to children impacting the development process and physical and mental health of families for generations. The impacts of historical and current trauma, coupled with continued social and systemic racism, creates a constellation of factors that clearly restrict access to health, safety, stability and opportunity for BIPOC individuals in Washington County. We face an incredible opportunity in Washington County to curb the colliding impacts of a housing and homelessness crisis, a global pandemic, an economic decline, and a nation entrenched in racial disparities with the SHS measure. By deploying intentional strategies to advance racial equity, while prioritizing investments for those who face the greatest barriers to housing, we can restore balance, fairness, and hope in our community. We can create direct paths to opportunity, heal traumatized families, and honor the many peoples of Washington County. We can honor this land and the Atfalati-Kalapuya peoples, the Clackamas Chinook, the Wasco- Wishram, the Willamette Tumwater, the Multnomah and other Chinookan peoples, the Cayuse, the Molalla and other tribes and bands of the Columbia and Willamette Rivers.

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Strategies to advance racial equity To counter the ongoing mechanisms of racism, we are committed to creating systems that prioritize the needs and experiences of communities of color. DHS is committed to advancing racial equity for Washington County residents, through implementation of the SHS program with organizational policies, strategies, and programmatic practices. We will employ the recommendations of the Coalition of Communities of Color 2018 racial justice report for Washington County, including these specific actions based on findings compiled through extensive research with our residents and data (Attachment J). These recommendations will guide our SHS implementation and evaluation:

· Cross-Sectoral Change: Recognize and address institutional racism “...across systems of immigration, education, economic, development, housing, health, incarceration and racial profiling”. · Democratic Government: Emphasize the “...importance of diversity, equity, and inclusion by including all communities of color in decision-making”. · Cultural Specificity: Increase allocation for the provision of culturally specific and trauma-informed services “…especially in education, social services and healthcare”. · Education: Recognize education is the “…pathway for economic empowerment, an important basis of community building and cultural identity development among youth” and work eliminate disparities in outcomes for students of color. · Equitable Economic Empowerment: “Ensure pay equity, opportunities for career advancement, workforce development and a safe and welcoming environment for employees of color” and work to dismantle discriminatory practices. · Political Representation and Civic Engagement: Ensure inclusion and representation by supporting Communities of Color “to run, vote, be elected, and be appointed to decision-making positions at all levels of power”. · Community Building: Resource and support communities of color to “build community and connections to counteract isolation” in a county that celebrates “its multiracial and multiethnic population”. · Research Justice: “Communities of color are experts in their own lives, possessing experiential, historical, and cultural knowledge...and should be partners in research design, data collection, data ownership, and data analysis as experts in their experiences”. Furthermore, DHS embraces Metro’s Strategic Plan to Advance Racial Equity, Diversity and Inclusion and have incorporated their key objectives into our expanded list of approaches to advance racial equity in the SHS program implementation. These strategies include:

· Convening and supporting regional partners to advance racial equity by recognizing that homelessness is a result of historical and current racial injustice; · Establishing advisory structures representative of racial, ethnic, and gender diverse perspectives to inform the continued development and improvement of our supportive housing system of care;

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· Engaging communities of colors meaningfully with collaboration that move towards the elimination of structural racism, leading with race; · Advancing racial equity through resource allocation by prioritizing culturally specific service provision to meet the diverse needs of Washington County residents experiencing homelessness and housing instability; · Promoting and creating safe and welcoming support services, housing programs and community spaces by establishing a community of practice of culturally responsive service standards required for all providers, including organizational equity plans; · Developing procurement processes with racial equity at the core, including capacity building investments for culturally specific organizations to become full partners in meeting the service provision; · Hiring, training and promoting a racially diverse workforce by retooling recruitment and promotion practices with an equity, diversity, and inclusion focus. Implementation Plan Driven by a commitment to lead with racial equity, DHS developed this LIP in broad partnership with the community. This included extensive community engagement, community advisory discussions, and an in-depth analysis of current investments, unmet needs, and inequitable outcomes in Washington County. These commitments will guide our SHS investment strategies with an investment plan responsive to our community’s needs and scaled over time to demonstrate clear outcomes of ending homelessness and advancing racial equity in Washington County. Commitment to serving Priority Populations To best serve the needs of our community, Washington County commits to allocating funding to programs that serve priority populations of the regional program. Planned investments will be distributed across programs that serve: · Population A, defined as people with extremely low income; and one or more disabling conditions; who are experiencing or at imminent risk of experiencing long-term or frequent episodes of literal homelessness; and · Population B, defined as people experiencing homelessness, or have substantial risk of experiencing homelessness. As defined by the measure, 75% of Washington County program investments will be dedicated to meeting the housing and service needs of Population A, while 25% of the program investments will be dedicated to housing and services that address the needs of Population B. The goal of this distribution of program investments is to build a system of care that fully addresses the needs of people experiencing chronic or prolonged homelessness, while also investing ‘upstream’ in programs that end and prevent economic-based or episodic homelessness. Washington County will continually analyze its data on homelessness and program outcomes and will work with our partnering Counties to adjust the distribution of resources as chronic homelessness is eradicated.

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Commitment to Housing First practices Housing First is a widely accepted best practice for homeless service programs and is based in the belief that housing is a basic human need that should be addressed first and serve as a platform for which people can pursue other health, economic, and personal needs and goals. Washington County and our partners recognize the importance of providing low-barrier programs that begin by meeting people ‘where they are at’ to begin building paths to housing and stability. An essential tenet of Housing First programs is the reduction and elimination of barriers to accessing housing and services. Washington County commits to establishing low-barrier documentation requirements for any program eligibility requirements. This practice will include allowing individuals to self-report information, such as income and assets. Low barrier and self- reporting documentation practices will increase access for communities of color and people who commonly face barriers to these programs. In addition to Housing First and instituting low-barrier practices, Washington County programs will embrace other approaches proven to best serve people who have experienced prolonged homelessness and marginalization by society. These practices include ‘trauma-informed care’, ‘motivational interviewing’, and ‘stages of change’ theory. These approaches will be included in our programmatic standards and trainings developed to support and guide our system of care. Commitment to geographic equity The SHS program will fund services and housing opportunities for people experiencing homelessness anywhere in the County. Investments must be made within the Metro service boundary of Washington County, however anyone who is homeless is eligible for services in the program, no matter where they may sleep at night. Furthermore, extensive engagement and data analysis demonstrate that Washington County’s current homeless and housing programs do not adequately serve all parts of the County. Our community experiences ‘service deserts’ in parts of the County, and particularly in Forest Grove and Tualatin. Data also demonstrates a relationship between poverty and racial discrimination in certain parts of the County. These areas will need focused investments in services to protect and meet the needs of residents most impacted by homelessness and housing stability (Appendix H). In order to address geographic inequities, Washington County commits to the following strategies throughout implementation of the SHS program:

· Increase outreach and engagement to underserved areas of the County; · Increase services to areas of the County that lack transportation options; · Co-locate services to expand geographic distribution of services efficiently; · Invest in culturally specific programs especially in areas where communities of color live; and · Partner with Clackamas and Multnomah Counties to deploy strategies to address geographic inequities across the region.

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Commitment to a regional approach and coordinated access Washington County commits to full partnership with Clackamas and Multnomah Counties to build a strategic regional response and coordinated service system to better serve people experiencing homelessness throughout the region. While PIT count data demonstrates that the homeless crisis is disproportionately concentrated in the city of Portland, we know this data is limited and does not fully capture the lived experiences and true rates of homelessness in Washington County or the rest of the region. Furthermore, data and feedback from our community clearly illustrate that people experiencing homelessness must travel across jurisdictional boundaries to meet their housing, service and employment needs. A Tri-county report conducted by CSH in 2018 found that more than 2,600 people experiencing homelessness were served in more than one metro area county between 2014 and 2016. This is especially true for Washington and Clackamas county households who must travel to Multnomah County where there are more resources and services for people experiencing homelessness. The regional SHS program will distribute resources to the three participating counties according to estimated revenue collection (Washington County (33.3%), Multnomah County (45.3%) and Clackamas County (21.3%), not according to the current rates of homelessness or housing need. As such, and because a regional system is needed to respond to this regional crisis, Washington County commits to an investment plan that will serve people experiencing homelessness in the region proportionate to our share of the regional funding. For example, as the region aims to build a system of 5,000 supportive housing placements for people who have experienced chronic and prolonged homelessness, Washington County will contribute to 33.3% of the region’s supportive housing capacity with 1,665 placements. To build a regionally coordinated system of care, a regionally coordinated system of data and program access will be necessary. The three counties each facilitate their own federally- required Coordinated Entry Systems (CES). In Washington County, we use Community Connect to support, track, and manage data for all households served through our homeless system. Each county’s system is unique, some include waiting lists for shelters and supportive housing, each uses a different prioritization and assessment tool, and each system is known to create barriers to serving different populations in need. People of color are significantly underrepresented in all our data systems. Despite these challenges, collaboration and systems analysis are needed to build a regionally coordinated CES structure. In partnership with Clackamas and Multnomah Counties, DHS will improve upon our local Community Connect system in order to better serve people who seek shelter, services, and housing throughout the region. A tri-county advisory body will be established to further advise and develop a regional system for data coordination and access to services. The advisory body will also consider additional opportunities to coordinate our programs and investments for optimized outcomes and community benefit. Washington County will contribute to these and additional coordination efforts, including:

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· Building partnerships and programs with the healthcare system such as the Kaiser 300 program, to leverage investments and better served people experiencing homelessness with significant healthcare needs; · Coordinating investments in capacity building for culturally specific organizations and trainings to build out culturally responsive services across the system of providers; · Establishing consistent definitions, standards of care and evaluation practices to improve service provision, outcomes, and supports for our community partners; and · Developing a regionally consistent policy framework and implementation of long-term rent assistance for the benefit of all users of the program. Commitment to align and leverage other systems of care The homelessness and housing systems in Washington County interact every day with other service systems in the County. DHS will work to design programs in partnership with other Washington County departments and systems of care across the County that serve people experiencing homelessness. Working together, we can make our investments more cost effective, improve the quality of our care, and serve more Washington County residents in need. These partnering departments and systems will include, but are not limited to:

· Department of Health and Human Services, especially behavioral health programs; · Department of Community Corrections; · Oregon Health Authority, Health Share of Oregon and other Medicaid healthcare systems; · Community Development and Affordable Housing investments; and · Worksystems, Portland Community College and other education and employment programs. Commitment to equitable procurement, capacity building and pay equity In alignment with the values of the SHS program and strategies for advancing racial equity, Washington County will center equity, transparency, and community engagement as the core principles of our procurement and contracting practices as we build a homelessness and supportive housing system of care to meet the needs of our diverse community. This work will especially consider supports to reduce barriers for culturally specific and smaller organizations, helping to ensure their success in partnering with the County. As a first step, Washington County has partnered with Clackamas and Multnomah Counties to create a centralized procurement process. This process will be used to recruit a regional pool of qualified technical assistance advisors to support capacity building work early in SHS implementation, especially for culturally specific and culturally responsive providers. Washington County will continue to deploy equitable procurement standards including these strategic approaches:

· Establish supportive, transparent and equitable procurement standards;

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· Recruit and support service providers that demonstrate a commitment to serving BIPOC individuals with experience providing culturally specific and/or linguistically specific services; · Coordinate with Multnomah and Clackamas Counties for the procure services when possible, to reduce application burden on partner organizations; · Recruit new service providers to provide support in Washington County, while supporting small local organizations to also participate in SHS service provision; and · Conduct a pay equity analysis of service providers to ensure front-line employees receive livable wages and professional support. Programmatic planned Investments Washington County’s SHS implementation plan aims to build a county-wide system of care that connects all people with services and supports that lead to housing stability and equitable outcomes. The supports needed must be responsive to a broad array of community and individual needs. The Washington County SHS system of care will include coordinated and strategic investments in these general program areas:

· Shelter and transitional housing: Emergency winter and year-round shelter operations, including non-congregate and alternative shelter options. Programs will vary to meet diverse community needs and will align with outreach and navigation programs to connect people to housing and services. · Outreach and navigation services: These programs will help people access services and housing that is appropriate to meeting their needs. Using person-centered, relationship building and housing first approaches, these programs work to end homelessness as quickly as possible for each individual. Case workers will connect people to housing, health care, educational opportunities and more · Housing barrier costs and short-term rent assistance: These financial and legal supports help people overcome any barriers to accessing or keeping housing. This include things like rental application fees, security deposits, first and last month’s rent, utility fees, and debts that are barriers to accessing housing. Short-term rent assistance is flexible time- based rent support for one month or up to two years, helping people with financial need to get back into housing quickly (rapid rehousing) or prevent homelessness from occurring (eviction prevention). · Regional long-term rent assistance (RLRA): for people with extremely low incomes, permanent rent support is often needed to ensure housing stability. RLRA will be a monthly rent assistance program that bridges the cost of market housing prices permanently. Washington County will use the regional policy framework developed in partnership with Clackamas and Multnomah Counties to ensure one consistent program for service providers, landlords and tenants, including additional programs such and landlord guarantees and building operation funds. RLRA will often be paired with ongoing services for people who need Supportive Housing. · Supportive services: Supportive services are ongoing supports to ensure housing stability, especially for people who have experienced prolonged homelessness and have

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complex disabilities. These services can be community based and on-site (building- based) and are often part of a supportive housing program. Supportive services will include mental healthcare, recovery programs and peer support, education and employment programs, and resident services programs. Supportive services aim to help people achieve stability and live with autonomy and dignity. These programs can also help people from falling back into homelessness (eviction prevention) · System of care capacity building: This suite of program investments will be directed to strengthen our homeless services and housing system of care, mainly investing in service providers to ensure expanded culturally specific service provision and standards of care and culturally responsive services that meet the needs of our diverse community. Capacity building supports will help organizations compete for public funding opportunities, build data and program monitoring systems, train and support staff, and more. Planned investments This section will be completed for the final draft, following further LIP committee, public and Board feedback. Phasing of Planned Investments This section will be completed for the final draft, following further LIP committee, public and Board feedback. Outcomes and Evaluation The LIP represents a framework from which we will begin and guide implementation of the new regional SHS program. However, frequent and consistent program evaluation will be necessary to continually refine program implementation strategies and ensure that Washington County is achieving demonstrated outcomes in ending homelessness and advancing racial equity. Commitment to regional outcome metrics Washington County will track and report on program outcomes as defined by the Metro SHS Work Plan using regionally established outcome metrics (Appendix G). Annual reports will evaluate the impacts of our programs to continually guide SHS investments, as directed by the Washington County Board of Commissioners and the regional SHS oversight committee. This commitment includes regionally consistent data disaggregation practices for all program outcomes, as determined through regional coordination. The County will work to ensure that values and methodology are consistent, especially data pertaining to outcomes for people by race, ethnicity, disability, and LGBTQIA2S+ status. Self-reported data will be valued for reducing barriers to program access and providing qualitative information to better understand the needs and outcomes of our community. Washington County will also track and report on any additional measures identified through the ongoing evaluation process and community engagement activities. Investments will be needed to create improved systems. These systems include those needed by the County and our service

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partners in order to ensure accuracy in data collection, effective analysis and reporting, and improvement of our programs over time. Commitment to measurable goals for advancing racial equity Washington County is committed to decreasing racial disparities among people experiencing homelessness. In addition to the regionally required outcome metrics and consistent data disaggregation methodologies, Washington County is committed to tracking and reporting on regionally defined measurable goals in the Metro Work Plan. This is another way to ensure our programs advance racial equity. To address racial disparities in Washington County, DHS will report on the following measurable goals for advancing racial equity:

· Native Hawaiian/Pacific Islander, Native American/American Indian/Alaska Native, Black and Hispanic/Latinx households (disproportionately high rates of homelessness) will access housing programs/services at a higher rate than their rate of homelessness (respectively); · Housing retention outcomes will be achieved for all communities of color that are equal to or better than Non-Hispanic White household outcomes; and · Increased culturally specific program capacity as demonstrated with year-over-year increased investments in culturally specific organizations and programming. Anticipated Outcome Goals This section will be completed for the final draft, following further LIP committee, public and Board feedback.

Page 18 of 19 Housing Authority of Washington County SHS Local Implementation Plan

Appendices

Appendix A – LIP Committee Members Appendix B – Systems Change Discussion Themes Appendix C – SHS LIP Committee Recommendations Appendix D – Washington County LIP Preliminary Community Engagement Finding and Recommendations Report Appendix E – Racial Equity Analysis Appendix F – Metro LIP Requirements Appendix G – Metro LIP Requirements Addendum Appendix H – Geographic Equity Maps Appendix I – Regional Supportive Housing Services Tri County Data Scan 11.20 Appendix J – CCC Racial Equity report for Washington County Call to action

Page 19 of 19 WORK SESSION Item #5 CLEAN WATER SERVICES BOARD OF DIRECTORS

Work Session Date: February 23, 2021 Length of Time Requested: 45 minutes Title of Topic: TUALATIN JOINT PROJECT UPDATE Department: Natural Systems Enhancement and Stewardship Presented by: Tom VanderPlaat, Water Supply Project Manager Names & Titles Mark Jockers, Chief of Staff

LIST OF ADDITIONAL DOCUMENTS OR PRESENTATIONS • Project update PowerPoint

PURPOSE & DESIRED OUTCOME Update Board of Directors (Board) on the Tualatin Basin Dam Safety and Water Supply Joint Project (TJP).

Desired outcome: Awareness of project status and upcoming Board actions.

POLICY QUESTIONS FOR THE BOARD TO CONSIDER None.

SUMMARY OF TOPIC Protecting public safety and meeting the region’s water needs are central to the TJP. Clean Water Services (CWS) joined the TJP repayment contractors (Tualatin Valley Irrigation District; the cities of Beaverton, Hillsboro and Forest Grove; and Lake Oswego Corporation) to work with the U.S. Bureau of Reclamation (Reclamation) toward these goals. CWS, the repayment contractors and Reclamation (collectively, the Project Partners) have been working for more than 16 years to make the necessary Scoggins Dam safety modifications to protect the basin’s primary water supply against a major earthquake and also meet the long-term municipal, agricultural and environmental water needs of our region. Reclamation and CWS are working together under Reclamation’s Joint Project authority secured in the 2016 Consolidated Appropriations Act to consider design concepts. The dam safety modifications are an 85 percent federal/15 percent local cost share. Benefits such as additional water and recreation secured during the TJP are the responsibility of repayment contractors and other investors.

There are three options under review: Modify the existing dam: Reclamation is leading the dam safety engineering and environmental review to modify Scoggins Dam. Modify and raise the existing dam: Reclamation is leading the dam safety engineering and environmental review to modify and raise Scoggins Dam in its current location. Construct a new downstream dam: CWS is coordinating the engineering and environmental review of the proposed new concrete dam downstream of Stimson Mill.

In February 2020, the Project Partners met to review feasibility designs for all three options, which have estimated costs ranging from $750 million for the dam safety modifications alone to $1.2 billion for the downstream option. While all three options were deemed technically feasible, due to the cost and complexity of the project, the options were not financially feasible and CWS and Reclamation did not select an option to move into detailed engineering design. Instead, CWS and Reclamation have been developing additional information about risks, costs and other water resource funding opportunities to advance the project.

Recent modeling shows the District can potentially bridge its thermal compliance needs without additional water by expanding water reuse, increasing the riparian shading program (Tree for All program), securing reserve water agreements to meet instream needs and other strategies. However, modeling also shows additional water may be needed in the future to meet the basin’s long-term environmental obligations. Within this framework, CWS is working with Reclamation to define the regional benefits of additional water to meet the long-term needs of the basin and CWS’ regulatory requirements.

This new project feasibility information has necessitated evolving the strategy to position the project within the context of regional needs and financial carrying capacity along with federal financial obligations. Reclamation’s dam safety investments represent a generational opportunity to expand the facility to support regional needs including the Endangered Species Act, hydroelectric power, climate resiliency, wildfires, recreation and other benefits.

The issue of high cost remains. CWS is considering three funding or finance options: 1) Secure loans and grants through the federal Water Infrastructure Finance and Innovation Act loans and Water Infrastructure Improvements for the Nation Act grant programs. 2) Secure longer and more favorable financing through a Reclamation repayment contract. 3) Secure other partners to invest.

CWS has commissioned an economic study by ECONorthwest to provide a valuation of water for various beneficiaries and help identify additional project purposes and potential partners.

Once these activities are complete, Reclamation will begin evaluating all options and determine the alternative to construct as part of the National Environmental Policy Act process. The project schedule is based on Reclamation’s Safety of Dams program funding and identified financing options available; construction of the selected option is not likely to begin before 2028 and is estimated to last six to eight years. CWS is working closely with Reclamation to sequence and prioritize actions to protect public safety and meet the needs of the region.

On June 6, 2017, the Board authorized the CWS general manager to negotiate and sign a Memorandum of Agreement with Reclamation to investigate, secure and expand the water supply needs for the region by Minute Order 17-34. On March 5, 2019, the Board approved an increase in spending authority under the MOA by Minute Order 19-16.

CWS Chief Executive Officer, Diane Taniguchi-Dennis, is working with the Reclamation Pacific NW Regional Director, Lorri Gray, to examine project and policy barriers along with opportunities as CWS and Reclamation work on a Contributed Funds Act Agreement. A Contributed Funds Agreement (CFA) defines roles, responsibilities and funding obligations for a joint project in accordance with Reclamation directives and identifies opportunities for project cost-sharing. CWS staff will ask the Board to approve the agreement at the March 2 Board meeting.

Tualatin Basin Joint Project Update Clean Water Services Board of Directors Tom VanderPlaat, Water Supply Project Manager Mark Jockers, Chief of Staff February 23, 2021 Agenda

• Project status

• Feasibility research

• Timeline

• Upcoming Board action

• Policy & legislative actions Joint Project Conceptual Options

1) Modify dam (Safety of Dams or SOD) 2) Raise existing dam 3) Downstream dam Project Update

• Costs too high ($770M for SOD only, to $1.2B for downstream dam)

• CWS and Reclamation gathering more information to advance project

. Costs

. Risks

. Other water resource funding Meeting Environmental Obligations

• Scoggins water releases and riparian shade meet current needs • May be able to meet future needs with suite of strategies . Expanded reuse . Riparian shading . Optimize instream water . Additional water storage • CWS and Reclamation defining regional benefits of additional water Considering Regional Needs

• Federal SOD investment is a generational opportunity to support broad portfolio of regional needs including: . Endangered Species Act . Hydroelectric power . Climate resiliency . Wildfires . Recreation . Flood control Looking at Project Plan Alternatives

1) Safety of Dams only

2) Water resources feasibility study

3) Tualatin Joint Project Financing and Funding Considerations

• High cost remains • CWS considers funding/financing options . Water Infrastructure Finance and Innovation Act (WIFIA) loans . Water Infrastructure Improvements for the Nation Act (WIIN Act) grant program . Reclamation repayment contract . Secure other partners to invest Timeline • CWS completes reviews of funding and financing, and economics • Water resources feasibility study for multipurpose facility - National Environmental Policy Act (NEPA) = 2-3 years • Identify SOD program funding and financing options = 6-8 years (once BF Sisk Dam project in California is complete) • Construction not likely to start before 2028 • Construction duration = 6-8 years Upcoming Board Action • Contributed Funds Act (CFA) agreement . Defines roles and responsibilities for Reclamation and CWS . Provides mechanism to recognize and credit CWS for past investments . Creates framework for future work on Safety of Dams, Joint Project and new works alternatives • March 2 Board consent agenda item . CWS will ask Board to approve CFA Policy & Legislative Actions

• Oregon delegation in key positions • Priorities . Contributed Funds Act . Appropriations for feasibility study and Safety of Dams . WIIN Act reauthorization . Safety of Dams Act reauthorization • Building coalition to support Safety of Dams program reauthorization, annual appropriations and policy clarification Thank You