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City Council Packet - 12/19/2023 7 ' City o f Tigard 1 Tiaarc1 Business Meeting —Agenda TIGARD TIGARD CITY COUNCIL MEETING DATE AND DECEMBER 19,2023- 6:30 p.m.Business Meeting TIME: MEETING LOCATION: Hybrid-City of Tigard-Town Hall- 13125 SW Hall Blvd.,Tigard, OR 97223 - See PUBLIC NOTICE below PUBLIC NOTICE:In accordance with Oregon House Bill 2560,this will be a hybrid meeting where some Council, staff or public will participate in person and some will participate remotely. How to comment: •Written public comment may be submitted electronically at www.tigard-or.gov/Comments by noon the day before the meeting date. •If attending the meeting in person,please fill out the public comment sign-in sheet at the front of the room and come to the microphone when your name is called. •If you prefer to call in,please call 503-966-4101 when instructed to be placed in the queue. We ask that you plan on limiting your testimony to three minutes. •You may comment by video through the Teams app. Go to this link to learn how to participate by video December 19,2023 Council Meeting (https://www.tigard-or.gov/Home/Components/Calendar/Event/4513/372). Upon request,the City will endeavor to arrange for the following services: • Qualified sign language interpreters for persons with speech or hearing impairments;and • Qualified bilingual interpreters. Since these services must be scheduled with outside service providers,it is important to allow as much lead time as possible.Please notify the City of your need by 5:00 p.m. on the Thursday preceding the meeting by calling: 503-718-2419 (voice) or 503-684-2772 (TDD-Telecommunications Devices for the Deaf). SEE ATTACHED AGENDA VIEW LIVESTREAM ONLINE: https://www.tigard-or.gov/boxcast CABLE VIEWERS:The City Council meeting will be shown live on Channel 21 (1st Tuesdays) and Channel 28 (2nd& 4th Tuesdays) at 6:30 p.m.The meeting will be rebroadcast at the following times on Channel 28: Thursday 6:00 p.m. Friday 10:00 p.m. Saturday 7:30 p.m. Sunday 11:30 a.m. Monday 6:00 a.m. " City of f Tigard Tigard Business Meeting—Agenda TIGARD TIGARD CITY COUNCIL MEETING DATE AND TIME: DECEMBER 19,2023-6:30 p.m.Business Meeting MEETING LOCATION: Hybrid-City of Tigard-Town Hall- 13125 SW Hall Blvd.,Tigard,OR 97223 6:30 PM 1. BUSINESS MEETING A. Call to Order B. Roll Call C. Pledge of Allegiance D. Call to Council and Staff for Non-Agenda Items 2. PUBLIC COMMENT A. Follow-up to Previous Public Comment B. Public Comment—In Person C. Public Comment—Phone-In D. Public Comment—Video 3. COUNCIL LIAISON REPORTS 6:40 p.m. estimated time VIEW SMARTER CHARTER VIDEO 4. CONSENT AGENDA: (Tigard City Council) The Consent Agenda is used for routine items including approval of meeting minutes,contracts or intergovernmental agreements. Information on each item is available on the city's website in the packet for this meeting.These items may be enacted in one motion without separate discussion. Council members may request that an item be removed by motion for discussion and separate action. 7:05 p.m. estimated time A. RESOLUTION OF SUPPORT FOR TIGARD DOWNTOWN ALLIANCE (IDA) MAIN STREET DESIGNATION • Consent Agenda-Items Removed for Separate Discussion:Any items requested to be removed from the Consent Agenda for separate discussion will be considered immediately after the Council has voted on those items which do not need discussion. 5. RESOLUTION APPOINTING NEW BOARD&COMMITTEE MEMBERS 7:10 p.m. estimated time 6. COMMUNITY ORGANIZATION UPDATE-WASHINGTON COUNTY SUPPORTIVE HOUSING SERVICES UPDATE 7:30 p.m. estimated time 7. NON-AGENDA ITEMS 8. EXECUTIVE SESSION: The Tigard City Council may go into Executive Session.If an Executive Session is called to order,the appropriate ORS citation will be announced identifying the applicable statute. All discussions are confidential and those present may disclose nothing from the Session. Representatives of the news media are allowed to attend Executive Sessions,as provided by ORS 192.660(4),but must not disclose any information discussed.No Executive Session may be held for the purpose of taking any final action or making any final decision. Executive Sessions are closed to the public. 9. ADJOURNMENT 8:00 estimated time - AGENDA ITEM NO. 2.B - PUBLIC COMMENT DATE: December 19, 2023 (Limited to 3 minutes or less,please) This is a City of Tigard public meeting, subject to the State of Oregon's public meeting and records laws. All written and oral testimony becomes part of the public record.The names and cities of persons who attend or participate in City of Tigard public meetings will be included in the meeting minutes,which is a public record. Please review the"Tigard City Council Protocol for Public Comment." NAME & CITY YOU LIVE IN TOPIC 1 Please Print ✓f Name_/4{L Vfl4)p r' City 7I CI. Please spell your name as it sounds if it will help the presiding officer Iain a _t pronounce: Optional: If you want a response from staff,please leave your contact information: Phone or email v Name /Ca /1./ ILA P4/ /.c City Please spell your name as it sounds if it will help the pre ding officer ii4 / 14.1 d%eeP.' pronounce: Optional: If you want a response from staff,please leave your Jtifielet contact information: Phone or email NameK}Se--I4ot-,AS CA-S"11(--AJD Cit, I1G l Please spell your name as it sounds if it will help the presiding officer pronounce: 2s4. Optional: If you want a response from staff,please leave your S 3c)N 4. contact information: Phone or email Name 1,71 c C City 1, ►,‘ +c Please spell your name as it sounds if it will help the presiding officer IV(pronounce: 1/4/%11, Optional: If you want a response from staff,please leave your contact information: Phone or email AGENDA ITEM NO. 2.B - PUBLIC COMMENT DATE: December 19, 2023 (Limited to 3 minutes or less,please) This is a City of Tigard public meeting, subject to the State of Oregon's public meeting and records laws. All written and oral testimony becomes part of the public record.The names and cities of persons who attend or participate in City of Tigard public meetings will be included in the meeting minutes,which is a public record. Please review the "Tigard City Council Protocol for Public Comment." NAME& CITY YOU LIVE IN TOPIC Please Print '/ Name `‘Q,\ --11G1psevl City Please spell your name as it sounds if it will help the presi g officer pronounce: Optional: If you want a response from staff,please leave your contact information: Phone or email CI CCC 4 I t V1�'l.�C( �r I�Q r+. COA'\ Name City Please spell your name as it sounds if it will help the presiding officer pronounce: Optional: If you want a response from staff,please leave your contact information: Phone or email Name_ City Please spell your name as it sounds if it will help the presiding officer pronounce: Optional: If you want a response from staff,please leave your contact information: Phone or email Name City Please spell your name as it sounds if it will help the presiding officer pronounce: Optional: If you want a response from staff,please leave your contact information: Phone or email AIS-5397 4.A. Business Meeting Meeting Date: 12/19/2023 Length(in minutes): Consent Item Agenda Title: Resolution of Support for Tigard Downtown Alliance (TDA) Main Street Designation Authored By: Steve Rymer Presented By: Economic Development Manager Purdy Item Type: Motion Requested Public Hearing No Legal Ad Required?: Publication Date: Information EXPLANATION OF ISSUE The Tigard Downtown Alliance is seeking Tigard City Council endorsement of the nonprofit's participation in the State of Oregon Main Street program and application for designation as a State recognized Main Street program. Main Street designation by the State of Oregon requires an application which includes a resolution of support from the local municipality. ACTION REQUESTED Adopt the resolution of support for the Tigard Downtown Alliance's Oregon Main Street designation application. BACKGROUND INFORMATION The Tigard Downtown Alliance (TDA) has operated as a volunteer-led downtown revitalization program for ten years. The program formally incorporated as a nonprofit in 2016. In 2023,the TDA hired a full-time Director to lead local volunteer efforts--meeting a key element in State of Oregon certification. The State of Oregon Main Street program follows a national"Main Street"model which provides program benchmarks,goals,technical assistance,and guidance for downtown programs like the TDA.This guidance includes coaching on the national"Four-Point Main Street Approach,"encouraging local programs to work in four focus areas —Economic Vitality,Design,Promotion and Organization. Successful downtown revitalization programs include participation by a range of downtown stakeholders including residents,business owners,property owners,and community partners working in teams on projects in each of the four focus areas. In support of the TDA,the City of Tigard has provided more than$342,000 in funding to the nonprofit since 2016 for capacity building,capital investments,and event management.The City endorses the TDA as a key community partner for addressing and solving complex and challenging downtown issues like commercial vacancies,parking constraints, real-estate redevelopment,commercial tenant mix and a changing local economy. ALTERNATIVES &RECOMMENDATION Without passing a local resolution of support,the TDA's application to the State of Oregon for Main Street designation will lack a key indicator of local support. Staff recommend council pass the attached resolution of support. ADDITIONAL RESOURCES N/A Attachments Resolution Application CITY OF TIGARD, OREGON. TIGARD CITY COUNCIL RESOLUTION NO. 23- A RESOLUTION SUPPORTING TIGARD DOWNTOWN ALLIANCE PARTICIPATION IN THE DESIGNATED MAIN STREET LEVEL OF OREGON MAIN STREET. WHEREAS, The Tigard City Council encourages the Tigard Downtown Affiance to participate at the Designated Main Street level of the State of Oregon's Main Street program,because it recognizes the importance of our downtown as it relates to the economic health and quality of life of the community; and WHEREAS, The Tigard City Council endorses the Tigard Downtown Affiance as a key community partner for addressing and solving complex and challenging downtown issues like commercial vacancies, public parking constraints, real-estate redevelopment and repurposing, commercial tenant mix, and a changing local economy; and WHEREAS, The Tigard Downtown Alliance will accomplish this through the Main Street Approach® and has generated community-wide interest and support including residents, business owners, property owners, and community partners as stakeholders; and WHEREAS, The Tigard City Council has provided financial resources to support the Tigard Downtown Alliance's capacity building, capital investments, and event management since 2016 and is committed to considering future funding during its annual budget process;and WHEREAS, The Tigard Downtown Affiance recognizes its commitment to private sector financial support for operations;and WHEREAS, the Tigard Downtown Affiance is committed to a sustainable organization through the Main Street Approach® maintaining our organizational readiness, following the baseline maintenance objectives, and creating and following organizational work plans to include evidenced transformation strategies around the Four-Point ApproachTM: Economic Vitality, Design,Promotion, and Organization. WHEREAS, This Designated Main Street level provides guidance and access to technical support for the downtown revitalization programs through Oregon Main Street,Main Street America, and the Oregon Main Street Network; NOW, THEREFORE,BE IT RESOLVED by the Tigard City Council that: SECTION 1: The Tigard City Council endorses the Tigard Downtown Alliance's application to the State of Oregon for the Designated Main Street Level. SECTION 2: The Tigard City Council recognizes that commercial district revitalization is an ongoing process requiring long-term attention, community support and involvement, and a public/private partnership. SECTION 3: This resolution is effective immediately upon passage. PASSED: This day of 2023. Mayor-City of Tigard ATTEST: City Recorder-City of Tigard OREGON MAIN STREET DESIGNATED I MAIN STREET APPLICATION DUE: JANUARY 31, 2024 The Designated Main Street level is a mark of distinction that reflects a commitment and dedicated efforts to building, growing, and sustaining successful historic downtown or traditional commercial neighborhood improvement efforts by leveraging partnerships and engaging community. Qualifying as a Designated Main Street 0 Have an identifiable Main Street District in a traditional downtown or neighborhood commercial district. Al Operate an independent nonprofit with appropriate staffing Al Complete annual activities supporting the Main Street Four-Point ApproachTM Applicant organizations agree to the following maintenance objectives: Al Maintain a comprehensive revitalization strategy that follows the Four-Point ApproachTM ® Focus on a pedestrian-oriented traditional commercial core defined by boundary map Al Operate an independent nonprofit which holds an office in the designated district Al Have an active volunteer board of directors and comparably paid full-time executive director (part-time for populations less than 3,500) Al Develop an adequate long-term funding strategy Al Include Oregon Main Street staff in executive director hiring processes Al Attend all required conferences and trainings (Oregon Main Street Network, Oregon Main Street Conference, New ED Orientation, occasional workshops on request) Al Send all board members to Oregon MainStreet virtual Board Member Institute and at least one volunteer board member to the Oregon Main Street Conference Al Maintain a historic preservation ethic Al Maintain membership in the National Main Street Network Al Use Main Street AmericaTM brand appropriately and follow brand standards Al Adopt a statement of commitment to being an inclusive organization that welcomes all Application Instructions • Type directly into the application form unless an attachment is requested. • For questions requiring narratives a maximum length is set, do not exceed this length. • Applications and attachments should be in a common format such as PDFs, JPGs, TIFs, PNGs, .docx (word), .xlsx (excel), etc. • Name all attachment files according to the attachment number and basic description. (e.g. Attachment 1 - City Council Resolution) 1 OREGON ,.mss yr r •• Page 2 of 15 • Where possible, place the appropriate attachment number in the top righthand corner within each attachment document in addition to appropriate file names. • Do not include items that have not been specifically requested. • Do not fax or mail your application. Strong Applications Strong applications will be evaluated for their ability to do the following: • Illustrate strong commitment from local government and private sector organizations in supporting revitalization efforts following the Main Street Approach° • Highlight historically significant and unique buildings in the district and exhibit community historic preservation ethic • Demonstrate the need for district revitalization/preservation and how the district will benefit from Oregon Main Street technical assistance • Demonstrate the readiness and willingness of the community and organization to proceed with revitalization, commit time and resources, and explore new ventures • Employ or plan to employ an executive director at a minimum of 20 hours per week based on population size minimum standards • Display a past record of community development efforts and broad community support • Express likelihood of impactful change for commercial district as a result of participation • Present an honest picture of your community and organization, featuring strengths and weaknesses, using data and prior documentation where possible • Follow application instructions • Use clear and concise language, avoiding excessive narrative We recommend applicants proactively collect letters of support along with your city council resolution as soon as you decide to apply. Application Submission Completed Main Street applications must be received by January 31, 2024. Please upload a zip file of the of the completed application with attachments at: Designated Main Street Application Uploads Instructions for creating a zip file and uploading to the OMS shared drive can be found at the How to Join link on our website. For assistance or questions regarding application submission, please contact Cam Amabile at 971-720-8998 or cam.amabile@oprd.oregon.gov. All other questions about this application may be directed to Sheri Stuart at 503.551.3705 or sheri.stuart@oprd.oregon.gov. OREGON MAIN STREET "' Page 3 of 15 I OREGON MAIN STREET DESIGNATED MAIN STREET APPLICATION GENERAL INFORMATION: City or Town:Tigard County:Washington City population: 55,762 County population:600,811 State Legislative District - House: 25 Congressional District- House: 6 State Legislative District-Senate: 13 Congressional District-Senate: Wyden/Merkley Size of proposed downtown district in square blocks: 8.79 Organizational Contact Information: Applicant Name Organization &Position Kevin Bates-President Tigard Downtown Alliance Executive Organization Address Director Name Kyle Knepper g 12345 SW Main Street suite 3 Daytime Phone (503) 917-8756 Organization Website Exploredowntowntigard.com kevin@symposiumcoffe Organization Tax 47-2013068 Email Address e.com Identification Number Fax Number N/a Organizational IRS 501c3 Status(501c3, 501c6) Organizational January 22,2014 Incorporation Date SECTION A: DOWNTOWN DISTRICT INFORMATION Completing the following sections features multiple attachment series. Please provide the requested information to indicate your community's readiness to meet designation requirements. Number all attachments accordingly in the file name (e.g. Attachment 1 -District Boundary Map). Attachment: Boundary Map Attachment # Attachment Description 1 A boundary map of your proposed downtown district �✓ OREGON MAIN STREET F2Egir I Page 4 of 15 Please answer the following questions about your proposed downtown. 1 . Provide a brief overview about your downtown or neighborhood commercial district. Include information about the early history of the district, economic forces at work in the area, key turning points in the district's decline (and rebirth), and where it is today. For several decades, Tigard, Oregon has been regarded as a suburban enclave with a rustic charm, nestled adjacent to Portland. The downtown Main Street district, characterized by a mixed-use "post-WW2 construction design," houses a diverse array of boutique retail shops and restaurants. However, the commercial landscape faced challenges, experiencing a downturn, particularly during the recession that began in 2008. Since 2013, Tigard Main Street has undergone a significant revitalization through the Main Street Green Street Phase 1&2 construction projects. These transformative phases have laid the foundation for a flourishing community, attracting new retail establishments and restaurants to fill storefronts. Noteworthy additions to the area include economic drivers like Curiosities Vintage (a sprawling 90-stall vintage market), Symposium Coffee (a living room-style coffee house-their second location), Cooper Mountain Ale Works (a microbrewery that has expanded to three locations), Beach Hut Deli (a traditional sandwich shop offering a variety of beverages and salads that has expanding to two locations), and Tigard Tap House (a beer tap house housed in a converted craftsman house). Tigard Main Street boasts enduring boutique retail establishments such as Musi's on Main, Sheri's Jewelry Box, and Main Street Stamp and Stationary, all of which are generational operated businesses. Recent additions to the economic landscape include a wine bar, a sangria bar, and a micro-manufacturer specializing in cabinetry. 2. Please describe the characteristics that you feel make the district a cohesive and recognizable district with distinct features or architectural character. Beyond the transformative Main Street Green Street initiatives highlighted earlier, what sets Tigard's Main Street district apart is the plethora of captivating art installations and mural projects that have been seamlessly integrated throughout the course of its transformation. A total of 26 significant installations now grace our Main Street district, contributing to its distinct character and vibrant atmosphere. To explore these artistic endeavors in detail, a dedicated section on our website, exploredowntowntigard.com, offers an interactive showcase of each installation's location and background.These art installations serve as more than mere embellishments; they are a testament to the community's commitment to aesthetic enrichment and cultural expression. In essence, these art installations and mural projects are not just embellishments but integral components of Tigard's narrative, telling a story of evolution, creativity, and community pride. They encapsulate the spirit of the Main Street district's revival, fostering a sense of identity and connection among those who walk the streets. As we continue to evolve, cultivating a visually engaging and culturally enriched urban environment is our goal. OREGON MAIN STREET a• """ '` I Page 5 of 15 SECTION B: STATISTICS Designated Main Street Communities track key statistics on a regular basis. Having baseline information about your district during the early stages of the revitalization process will help your organization tell its story and show impact over time. Fill in the tables below with the appropriate information about your downtown district. Structures in District Parking in District Approximate number of buildings in district 39 On-street public parking spaces 152 % of buildings owned by absentee owners 7 Off-street public parking spaces 33 of first floor vacancies 14 Off-street private parking spaces 386 Number of partially residential buildings 3 Number of fully residential buildings 1 Total parking spaces 571 Number of Businesses by Category in District Retail 14 Professional 9 Restaurant 18 Government/Nonprofit 3 Service 14 Industrial 2 Religious 2 Other 3 Total Number of Businesses in District: 65 To what extent has the district been negatively affected by the following: Greatly Somewhat Very Little Distance from District Local strip shopping center ❑ 0 ❑ 1068 ft Local discount center ❑ ❑ ❑✓ 1.76 miles Other downtowns in region ❑ 0 ❑ 5.3 miles Regional mall/discount centers ❑ E✓ ❑ 2.3 miles Please provide information on the five largest employers in the city or market area: Employer Name Business Type # of Employees In district? Consolidated Supply Plumbing Supply 550 ❑ Landmark Ford Inc. Car Dealership 200 ❑ Fought & Company, Inc. Steel Construction 200 ❑ Lile Relocation Services Movers and Storage 200 0 Quality Counts Information Services 105 0 OREGON MAIN STREET FEIngas, Page 6 of 15 Check the box if your municipality has any of the following. Economic Improvement District ❑✓ Economic Development Plan El Certified Local Government ❑ Community-wide Master Plan ✓❑ Downtown Master Plan/Overlay District ❑✓ Market Analysis Study or Report ❑✓ 3. Describe the physical boundaries for your proposed Main Street district and why you have selected those boundaries. Our Main Street district encompasses the storefronts along Main Street, stretching from Maplewood Drive to Scoffins Street. Additionally, we've incorporated select businesses on Burnham Street that align with the essence of boutique retail and restaurants. This demarcation is purposeful, as it ensures a manageable scope that can be addressed with the Main Street Approach and the practicality of addressing the needs of the given number of storefronts and spaces effectively. Expanding beyond this delineated boundary could potentially render the area unmanageable, emphasizing the importance of maintaining a focused and strategic approach to foster the district's distinction and cohesiveness. 4. Describe the characteristics that you feel make the downtown a cohesive and recognizable district with distinct features or architectural character: OREGON MAIN STREET Regla 1 Page 7 of i5 SECTION C: EVIDENCE OF COMMUNITY SUPPORT Completing the following sections features multiple attachment series. Please provide the requested information to indicate your community's readiness to meet designation requirements. Number all attachments accordingly in the file name (e.g. Attachment 2 -Commitment Letter from Mayor). Attachment Series: Broad-Based Community Support Attachment # Attachment Description 2 A letter of commitment and support from the community mayor ❑ A city council resolution endorsing capacity-building purposes of the 3 revitalization efforts, pledging cooperation in the process, and when ❑ possible, commiting to public sector funding A maximum of 15 letters of commitment from community stakeholders 4 (businesses, citizens, financial institutions, public officials, etc.) expressing ❑ readiness to be actively involved and contribute financially to downtown revitalization efforts. No form letters will be accepted. At least one letter of support and intent to integrate from the local 5 Chamber of Commerce, merchant group, Economic Development ❑ council, historic preservation group, etc. 5. Please describe any major revitalization efforts previously undertaken by the public and/or private sector within or adjacent to the district. Be as thorough as possible. Include dates, summary of projects, and description of outcomes. Private Ava's Rosteria Project: The site consists of two adjacent tax lots comprising approximately 0. 44 acres in downtown Tigard. The site was developed with three contiguous wood-frame commercial buildings. The westernmost building was dilapidated and had been vacant for some time. The central and easternmost buildings were occupied by an emblem and badge shop and an automotive drivetrain shop. Historical uses of the site had included multiple tenants that used and stored petroleum products and/or solvents leaving soil containing toxic petroleum hydraocarbons and high concentrations of colatile organic compouds. These findings and research efforts began in 2015. Slated for opening in 2024 is a three-story, mixed-use building overlooking Fanno Creek that will house a beaverton bakery, main roasting facility, a coffee house, and apartments on the upper floors. Public Universal Plaza Project: The city purchased the plaza site in 2014 and paid Ferguson Plumbing $450,000 to terminate its lease on the site, and relocate, making way for plaza design and development to begin. Time was spent clearing the site, then hosting a series of temporary art installations to garner feedback from the community on the potential use of the site. Universal Plaza is now an ADA friendly, walkable, and accessible plaza including an interactive water feature & splash pad, community tables, two event lawns and landscaping, 4-stall restroom Bike and pedestrian connection and boardwalk overlooking Fanno Creek, and food carts. The Phase 1 grand opening was held on April 15, 2023. OREGON MAIN STREET no sal ' I Page 8 of 15 SECTION D: ORGANIZATIONAL MAIN STREET® PLANNING Attachment Series: Comprehensive Main Street® Planning Attachment # Attachment Description A current organizational work plan including: dates it was developed, 6 names of developers, frequency of updates, and status of board of director approval If applicable, a copy of the pertinent sections of community economic 7 development or long-range plans including your downtown district; including development dates & authors 6. Write your organization's mission and vision statement. Indicate when it was developed and by whom. If you don't have a mission and/or vision statement leave the appropriate space(s) blank. The TDA represents the interests of Downtown stakeholders and guides the changes Mission needed for a vibrant and thriving Downtown for the benefit of the entire community. The TDA is committed to cultivating a diverse, thriving, inclusive downtown with Vision opportunities to experience unique marketplaces and memorable activities for both residents and visitors. Dev 2022 by TDA Board of Directors 7. How do you believe the community and your organization will benefit from being selected as a Designated Downtown? The establishment of a Designated Downtown will bring significant advantages to our community. Our team is committed to diligently implementing the Main Street Approach, fostering a tangible transformation strategy. As a result, the community will enjoy an expanded employment base, the cultivation of innovative businesses contributing to Tigard, local profits circulating within the town to support other organizations and businesses, and a heightened sense of community and place for residents. Ultimately, attaining Designated Downtown status aligns with the collective desire of Tigard residents to have a downtown they can take pride in. The Tigard Downtown Alliance, established in 2014, is currently highly motivated to realize and cultivate the Four-Point Approach in our downtown area, as evidenced by our notable progress in the last two years. The journey toward achieving Designated Downtown status has predominantly involved soliciting, observing, and securing support from local government, citizens, and stakeholders. This designation is pivotal in enabling us to stay faithful to the Four-Point Approach and successfully execute the work plans outlined in our transformation strategy. OREGON MAIN STREET ■■ w .. I Page 9of15 II SECTION E: HISTORIC PRESERVATION Attachment oewnes: Historic Preservation Attachment # I Attachment Description 8 If applicable, a copy of any local preservation or design ordinances or ❑ re.ulations in place affectin• the district Up to 30 images of your district in JPG or TIF format illustrating both 9 strengths and weaknesses in the district. Disclaimer: Images will become ❑ property of OMS/OPRD for future use. HISTORIC PLACES RECORD Please note any locally or nationally recognized historic buildings, structures, commercial/residential districts, corridors, cemeteries, trails, etc. that are within your downtown district. National Local Historically Significant Places in the Designation Downtown District Register Historical Date Designation Designation Fanno Creek Trail System ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ C ❑ ❑ ❑ OREGON MAIN STREET ■ Page 10 of 15 Please describe the state of existing structures and construction in your district: 3 vacant buildings are in need of serious repair. General Condition of Buildings in District Current owners are partially absent owners. The general condition of rest are normal. Number of Buildings Demolished 0 in Last 5 Years 0 Primary Reasons for Demolition 8. List and describe the purpose of any active preservation groups in your community. Tigard Historical Association: The Tigard Historical Association was established in 1978 to move and restore the 1880 John Tigard House and to preserve the cultural and historical legacy of the Tigard, Oregon area. Its members have conserved the John Tigard House; built an ever-expanding collection of memorabilia, artifacts and furniture decor; conducted on-going research into the history of the area and its citizens; and held many seasonal events. 9. What other cultural or special features are in the district that you feel are important to consider when reviewing your application? 1. Our community takes pride in the uniqueness of our art installations, and one particular creation stands out as a design masterpiece. The enchanting glass baskets suspended from our downtown light poles offer a distinctive alternative to conventional flower arrangements or other pole-based designs. 2. Spearheaded by Lloyd Purdy, the Economic Developer for the City of Tigard, the innovative "Launch Pod" food cart incubator program aims to catapult new eateries and drinking establishments into the culinary scene. By providing low overhead costs and essential equipment, the program nurtures these ventures, with the ultimate goal of transitioning them into permanent brick-and-mortar establishments. 3. Our community boasts two expansive plaza areas—Universal Plaza and Rotary Plaza—that serve as popular hubs for events. These versatile spaces host a myriad of activities, from year-round events and concerts to various community gatherings. 4. Fostering community unity and enjoyment, our four longstanding events have become integral fixtures throughout the year. Moving beyond a mere event-driven approach, these perennial highlights include Art Week, Street Fair, Trick or Treat Main Street, and the enchanting Holiday Tree Lighting. 5. Nestled within the Jeffrey Allen Gallery on Main Street is a truly unique temple, showcasing Dao Mau religious practices originating in Vietnam. The temple's authentic, hand-carved structure was meticulously shipped and reassembled inside the gallery, preserving this cultural heritage recognized by UNESCO and the 2014 convention as an Intangible Cultural Heritage. OREGON MAIN STREET s ••"' Page 11 of 15 SECTION F: ORGANIZATIONAL READINESS Attachment Series: Evidence of Organizational Readiness Attachment # Attachment Description 1.0 Your downtown organization's Articles of Incorporation & Bylaws 11 A list of officers and board members with term limits and description of their affiliation/position in the community 12 A list of organizational committees including membership and committee ❑ purpose 13 Additional letters showing financial commitment from government ❑ organizations, businesses, industries, properties not previously included 14 Organization's past year (2021) and current year (2022) real budget D If applicable, an organizational membership brochure and record of 15 current membership statistics including indications of in-district members ❑ and out-of-district members 16 A copy of the executive director's job description ❑✓ Projected Revenue Please indicate the approximate percent of projected revenue from the following sources: SOURCE % of Budget From This Source Local government %24.7 Downtown business and property owners %0 Events %26.6 Lodging Tax %0 Fundraising %5 Grants %28.5 Donor Campaign %0 Contract for Services %0 List other sources:Buisness Partnership 5 Total Projected Revenue $ OREGON MAIN STREET FiNgaPage 12 of 15 10. If more than 50% of your operating budget is derived from a single source, please indicate how your organization plans to work toward a more balanced budget in the coming year. In 2024, we are poised to secure additional funding for our operations. We plan to amplify our event sponsorships, establishing a more sustainable promotional framework. Our objective is to boost private sector involvement in the TDA through our partner program, and we are actively engaging corporate partners for philanthropic contributions. We will be applying for the Marie Lamphrom grant for 2024 as well. Furthermore, we aim to reconvene discussions with the City of Tigard in the first quarter of 2024 to enhance our support and solidify a baseline funding commitment. 11 .Experience has shown that it is critical to provide a dedicated individual to assist with the development of the downtown program when enrolled at the Designated Downtown level. This requirement can be met by having a part- or full-time staff person dependent upon population size. This individual will be the primary contact for the state Oregon Main Street Coordinator. Please describe how your community will meet this requirement. We have hired Kyle Knepper as our full-time executive director. He has been on staff with us since June 1, 2023 12. How does your board membership reflect the diversity of your community and represent downtown stakeholders? OREGON MAIN STREET adlat I Page 13 of 15 13.Please describe your board development plan. This may include how you identify gaps in skills or perspectives, your nomination process, new member orientation, and leadership succession strategies. 14.Tell us what volunteerism looks like in your organization. This should include your committees, but could also include specific event or project volunteer opportunities. 15.Fill in the table below to detail your organization's strategies for engaging and developing volunteers in the following areas. We will partner with local organizations that need help finding volunteers or fundraising themselves. These include the high school sports booster club, marching band booster club, and Recruitment competitive choirs. We will also partner with organizations that need to fulfill Community Service benchmarks such as the Girl Scouts of the USA. And finally, we will use our 5 yearly community events to showcase some of the work that we are doing. Twice a year New Volunteer Orientation will take place in a "Lunch and Learn" format. Snacks and coffee will be provided during a brief history lesson of our Main Street, which will highlight Orientation historically significant buildings and hiking trails, our current goals as a Main Street organization and how they relate to the Four Point Approach, and what our long-term vision is. OREGON MAIN STREET II Ele Page 34 of 15 After determining each volunteers' strengths/weaknesses we will provide them opportunities to get experience in areas where they Continued Training & would like to grow. We will also do our best to educate them on where they can find workshops and online courses and resources Development to get the most out of their experience as a volunteer. Public volunteer recognition will be included in our Annual Report. An end of year Volunteer Appreciation Party will also happen at Recognition & one of our Main Street coffee shops that is in the heart of our Main Street and is recognized as the local get-together location for the Celebration community. We are cons[eWIy searching for volunteers thffi sh&e our ideals of creating an indusive,diverse,and thriving communRy.By aligning ourselves with business owners and community adivists mat share in these beliefs It helps us slay aligned in our mission. Stewardship of Your Organization's Mission In every meeting with board members, business owners, city officials and volunteer groups we emphasize how each of our Stewardship of the Main projects falls in line with either Economic Vitality, Design, Promotion, or Organization. By constantly referring to the Four Street ApproachTM Points it gets ingrained in minds and people get a better understanding of what we are trying to accomplish. 16.If you have already joined the National Main Street Network, please indicate your membership number and expiration date. Membership # 15240. Expires 11/30/2024 Organizational Responsibility The state program requires that brief quarterly reports be submitted. Information requested in the report includes statistics on jobs, businesses, building renovation and construction costs, public improvement projects, etc. Submission of this application indicates your agreement to the quarterly reporting requirements and that you will adhere to deadlines for submitting these reports. Please check the appropriate box to indicate organizational agreement to this responsibility. Yes, we agree. ❑✓ No, we do not agree to this. ❑ OREGON MAIN STREET ■■ ••in ail Page 15 of 15 I SECTION G: COMMITMENT TO ONGOING TRAINING Continuing education and training of the program manager and downtown leaders is critical a requirement of the local Main Street®program. Every effort is made to keep costs for state sponsored training sessions at a minimum. It is the responsibility of the local program to cover registration fees, travel, lodging, and meals. Please check the spaces below as an indication of your commitment to the education and training component of the state program. Required basic training for board and committee members within 3 months of acceptance at the Designated Main Street level. zQuarterly Main Street Network meetings. Attendance required for your manager and encouraged for board members. These are at various locations throughout the state. Oregon Main Street Conference (biannual two to three-day statewide conference in even El years). At a minimum you will be required to send your manager and at least one board member. The biannual fall Oregon Main Street workshop in odd years. When offered, you will be 0 required to send your manager and at least one other person representative at the board or committee level depending on the workshop topic. The National Main Street Conference, Main Street America's annual three-day conference, held in various locations throughout the country. Attendance is not required, but encouraged. On-site training sessions held in your community including day-long board retreats and 0 committee action planning sessions. High attendance is required of your manager, board, and committee members. 17.If you have sent representatives to an Oregon Main Street or National Main Street sponsored workshop or conference in the last two years please list the workshop title, date(s), and who attended. Name of Workshop or Conference and Date(s) Name of Participant Oregon Main Street Conference October 5-7, 2022 Selina Rolison Oregon Main Street Conference October 5-7, 2022 Jessica Love Oregon Main Street Conference October 4-6, 2023 Kevin Bates Oregon Main Street Conference October 4-6, 2023 Kyle Knepper 18.1s there any additional information that you feel we should know about? For example, major issues affecting the downtown or neighborhood commercial district, your community, or your organization. Not at this time. SUPPLEMENTAL PACKET FOR De (DATE OF MEETING) A 5 elle) Iierig q. .:k 00 0 ker 4 •.7 I' 11‘0° Caldwell Boi ‘1/40 C Nampa El rl. r 'Ar.Per:rrilt AIS-5379 5. Business Meeting Meeting Date: 12/19/2023 Length(in minutes): 20 Minutes Agenda Title: Board Appointments Authored By: Joanne Bengtson Presented By: Mayor Heidi Lueb Item Type: Motion Requested Resolution Public Hearing No Legal Ad Required?: Publication Date: Information EXPLANATION OF ISSUE The City of Tigard has ten standing boards, committees,and commissions with six recruiting to fill member openings in January 2024.Those boards are: •Audit Committee, •Budget Committee, •Library Board, •Park and Recreation Advisory Board, •Town Center Advisory Commission,and •Tigard Youth Advisory Council. Following a recruitment for volunteers,on November 21,2023,the Mayor interviewed nine individuals for nine open positions.The recommendations being considered by City Council will aim to fill those openings by appointing new members. Board members are key to informing the development of Tigard's programs and policies.These volunteers dedicate time and expertise to serve as an important link to community needs and represent community values.The following individuals are being recommended for appointment by the Mayor. ACTION REQUESTED City Council is asked to consider passing six separate resolutions to appoint new members to Tigard boards and committees.These appointments are recommended by the Mayor. BACKGROUND INFORMATION Dates of Previous and Potential Future Considerations Applications to serve on a city board are open year-round for anyone to apply.Applications that were received in a recruitment period from September 25 to November 19,2023 were considered. Eleven people applied for nine open positions,two withdrew,and nine were interviewed. Of the nine interviewed,22% identified as female, 11%male,and 67%did not respond.When asked their racial/ethnic identity,22%of applicants indicated they were Caucasian, 11%Pacific Islander,and 67%did not respond. The primary ways applicants heard about this opportunity were through social media,the city website or Cityscape newsletter,and word of mouth.Tigard Mayor Heidi Lueb reviewed applications and interviewed applicants on November 21,2023. Previous to this recruitment,City Council approved appointments for all ten of the city's boards, committees and commissions on October 24, 2023. ALTERNATIVES&RECOMMENDATION The Mayor recommends approving the attached resolutions to appoint board and committee members. The Council may decide not to appoint some or all of the recommendations.This would require recruiting new applicants to fill vacancies. ADDITIONAL RESOURCES Attachments Presentation Board and Committee Appointments Audit Committee Appointment Resolution Budget Committee Appointment Resolution Library Board Appointment Resolution Park&Rec Adv Board Appt Resolution Town Center Advisory Commission Appointment Resolution TYAC Appointment Resolution CITY OF TIGARD, OREGON TIGARD CITY COUNCIL RESOLUTION NO. 23- A RESOLUTION APPOINTING HEATHER ROBBINS AS AN ALTERNATE MEMBER TO THE AUDIT COMMI ITEE. WHEREAS,Tigard City Council established the Audit Committee to manage the audit contract with the city's outside audit firm and oversee the city's internal control management;and WHEREAS,a vacancy for an Alternate position exists on the Audit Committee;and WHEREAS, Mayor Lueb recommends appointing Heather Robbins to the city's Audit Committee in the Alternate position. NOW,THEREFORE,BE IT RESOLVED by the Tigard City Council that: SECTION 1: Heather Robbins is appointed to Audit Committee as an Alternate member for a 1-year term, effective January 1,2024 through December 31,2024. SECTION 2: This resolution is effective immediately upon passage. PASSED: This 19`'day of December 2023. Mayor-City of Tigard ATTEST: City Recorder-City of Tigard RESOLUTION NO.23- Page 1 CITY OF TIGARD, OREGON TIGARD CITY COUNCIL RESOLUTION NO. 23- A RESOLUTION APPOINTING COURTNEY CORNEJO TO A 2-YEAR ALIERNA'IE POSITION ON THE BUDGET COMMITTEE. WHEREAS, Tigard City Council established the Budget Committee to deliberate on the proposed budget submitted by the City Manager and send an approved budget to City Council for adoption;and WHEREAS, ORS 294.412(2) states that the budget committee should consist of the members of the governing body and a number, equal to the number of members of the governing body, of electors of the municipal corporation appointed by the governing body,and; WHEREAS,a vacancy exists for a two-year alternate position on the Budget Committee,and; WHEREAS,Mayor Lueb recommends appointing Courtney Cornejo to that position on the Budget Committee. NOW,THEREFORE,BE IT RESOLVED by the Tigard City Council that: SECTION 1: Courtney Cornejo is appointed to Budget Committee as an alternate member for a 2-year term,effective January 1,2024 through December 31,2025. SECTION 2: This resolution is effective immediately upon passage. PASSED: This 19th day of December 2023. Mayor-City of Tigard ATTEST: City Recorder- City of Tigard RESOLUTION NO.23- Page 1 CITY OF TIGARD, OREGON TIGARD CITY COUNCIL RESOLUTION NO. 23- A RESOLUTION APPOINTING JENNY STOFFEL AS A VOTING MEMBER, AND PAMELA MICHAEL AS AN ALTERNA I'h MEMBER OF THE LIBRARY BOARD. WHEREAS, Tigard City Council established the Library Board to communicate with the City Manager and Council about Tigard Public Library's policies, budget, facilities, and other needs of the community to provide quality library service;and WHEREAS, Mayor Lueb recommends appointing Jenny Stoffel and Pamela Michael to the city's Library Board. NOW,THEREFORE,BE IT RESOLVED by the Tigard City Council that: SECTION 1: Jenny Stoffel is appointed to Library Board as a voting member for a 4-year term, effective January 1,2024 through December 31,2027. SECTION 2: Pamela Michael is appointed to Library Board as an alternate member for a 2-year term, effective January 1,2024 through December 31,2025. SECTION 3: This resolution is effective immediately upon passage. PASSED: This 19th day of December 2023. Mayor-City of Tigard A ITLST: City Recorder- City of Tigard RESOLUTION NO. 23- Page 1 CITY OF TIGARD, OREGON TIGARD CITY COUNCIL RESOLUTION NO. 23- A RESOLUTION APPOINTING SKIP HAAK AS AN ALTERNATE MEMBER TO THE PARK AND RECREATION ADVISORY BOARD FOR A 2-YEAR'PERM. WHEREAS, Tigard City Council established the Park and Recreation Advisory Board to advise the Public Works Director and City Council regarding park and recreation policies, budget, facilities, programs, and other needs of the community to provide quality park and recreation services;and WHEREAS,there is a current vacancy on the Park and Recreation Advisory Board;and WHEREAS,Mayor Lueb recommends appointing Skip Haak to the city's Park and Recreation Advisory Board. NOW,THEREFORE,BE IT RESOLVED by the Tigard City Council that: SECTION 1: Skip Haak is appointed to Park and Recreation Advisory Board as an alternate member for a 2-year term,effective January 1,2024 through December 31,2025. SECTION 2: This resolution is effective immediately upon passage. PASSED: This 19`'' day of December 2023. Mayor- City of Tigard A_ EST: City Recorder-City of Tigard RESOLUTION NO. 23- Page 1 CITY OF TIGARD, OREGON TIGARD CITY COUNCIL RESOLUTION NO. 23- A RESOLUTION APPOINTING JOJO KEATING AS A VOTING MEMBER, ALVIN BAUTISTA AS AN ALTERNATE.MEMBER AND DANIEL THOMPSON AS A VOTING MEMBER OF THE TOWN CENTER ADVISORY COMMISSION. WHEREAS, Tigard City Council established the Town Center Advisory Commission to make recommendations to the Town Center Development Agency and the City Council on Tax Increment Financing (11F)policy,budget,and implementation to improve Tigard's TIF districts;and WHEREAS, there exists two vacancies for voting members and one vacancy for a non-voting alternate member; and WHEREAS, the Mayor recommends that Council appoint JoJo Keating and Daniel Thompson as voting members; and appoint Alvin Bautista as a non-voting alternate member. NOW,THEREFORE,BE IT RESOLVED by the Tigard City Council that: SECTION 1: JoJo Keating is appointed to Town Center Advisory Commission as a voting member for a 3- year term, effective January 1,2024 through December 31,2026. SECTION 2: Alvin Bautista is appointed to Town Center Advisory Commission as an alternate member for a 3-year term, effective January 1,2024 through December 31,2026. SECTION 3: Daniel Thompson is appointed to Town Center Advisory Commission as a voting member for a 1-year term to fill out the remainder of an open term, effective January 1, 2024 through December 31,2024. SECTION 4: This resolution is effective immediately upon passage. PASSED: This 19th day of December 2023. Mayor- City of Tigard ATTEST: City Recorder-City of Tigard RESOLUTION NO. 23- Page 1 CITY OF TIGARD, OREGON TIGARD CITY COUNCIL RESOLUTION NO. 23- A RESOLUTION APPOINTING AUBREY NUNN AS A VOTING MEMBER TO THE TIGARD YOUTH ADVISORY COUNCIL. WHEREAS, Tigard City Council established the Tigard Youth Advisory Council in 2003 as a, "student volunteer group whose mission is to empower,improve,and connect the lives of Tigard youth";and WHEREAS,the Tigard Youth Advisory Council acts as an advisory board to the Tigard City Council to create civic engagement opportunities for local youth;and WHEREAS,Mayor Lueb recommends the following individuals to city's Youth Advisory Council. NOW,THEREFORE,BE IT RESOLVED by the Tigard City Council that: SECTION 1: Aubrey Nunn is appointed to Tigard Youth Advisory Council as a member for a 1-year term, effective immediately through December 31,2024. SECTION 2: This resolution is effective immediately upon passage. PASSED: This 19`h day of December 2023. Mayor-City of Tigard ATTEST: City Recorder- City of Tigard RESOLUTION NO. 23- Page 1 Mr,/ Cy+ - y + i / . . ,, RO All; ! - 0 i 1 j '?-'1 41w ., . EZOZ 161. aaquaa 0 111 11a s1U0w1U1odd • d UO!SS!u� u�o) ?g 'aanijuwwo) 'paIog Pie6!! Jo ' 4.!D ,n�a e ��`s a.�9 e c�, � �"�v,�f�,G`wR" r a "��a+�^� a�.�� '��r.��;�6f."`cv� fi'ro� ",lea• t"""a��,ti�R Audit Committee Name Position Term Heather Robbins Alternate 1 year � CF The 5 E's- Tigard's Community Promise:Equity• Environment•Economy• Engagement• Excellence TigarITY Od Budget Committee Name Position Term Courtney Cornejo Alternate 2 year CITY OF z Tigard The 5 E's— Tigard's Community Promise:Equity• Environment• Economy• Engagement• Excellence Library Board Name Position Term Jenny Stoffel Voting 4 year Pamela Michael Alternate 2 year � CITY OF (Mk, Tigard The 5 E's— Tigard's Community Promise:Equity• Environment• Economy• Engagement• Excellence Park and Recreation Advisory Board (PRAB) Name Position Term Skip Haak Alternate 2 year eCITY OF Tigard The 5 E's- Tigard's Community Promise:Equity• Environment•Economy• Engagement• Excellence Town Center Advisory Commission (TCAC) Name Position Term JoJo Keating Voting 3 year Alvin Bautista Alternate 3 year Daniel Thompson Voting 1 year (fill vacant term) CITY OF . n Tigard The 5 E's— Tigard's Community Promise:Equity• Environment•Economy• Engagement• Excellence Tigard Youth Advisory Council (TYAC) Name Position Term Aubrey Nunn Voting 1 year * CITY OF a t Tigard The 5 E's- Tigard's Community Promise:Equity• Environment• Economy• Engagement• Excellence oilaint IIMMil It , . 1111 Je6i P .1 JO Al ID . _ ' ..i.i....... 0 .1 1 ' I t 1 . : 1 ''''0 1 '717:::* 1104 tali' •Apuntliwo, JnoiC 6uinJas Jo). no/C luegi • isjaqwe aelpujui_ , sw:Jeoti amoDleM ., . . .. los , . . . ... 4161 hitt.,. . .. AIS-5367 6. Business Meeting Meeting Date: 12/19/2023 Length (in minutes): 30 Minutes Agenda Title: Washington County Supportive Housing Services Update Authored By: Kim Ezell Presented By: Homeless Svcs. Supervisor Jessi Adams,and Business Operations Mgr. Allie Alexander Sheridan Item Type: Update,Discussion,Direct Staff Public Hearing No Legal Ad Required?: Publication Date: Information EXPLANATION OF ISSUE Presentation from Washington County Homeless Services Division on outcomes from year two of the Supportive Housing Services tax funding. ACTION REQUESTED No action is requested of Council. BACKGROUND INFORMATION The Washington County Homeless Services Division is responsible for all County houselessness services.They are funded through a combination of the Supportive Housing Services Measure,the Federal Continuum of Care Grant, and the Washington County Public Safety Levy.The Division partners with community-based organizations,affordable housing owners,and landlords to provide street outreach,housing assistance, and other supportive service programs to community members facing housing instability. The Division's presentation will discuss outcomes from year two of the Supportive Housing Services tax funding and what to expect in year three. ALTERNATIVES & RECOMMENDATION N/A ADDITIONAL RESOURCES Washington County Supportive Housing Services 2022-2023 Annual Report: Annual Report Link Attachments Presentation NGTOAI CO 7*ii Department of Housing Services ooa t. T q Washington County ; c ___,, ,,,,,,... , _...._, ,6, ,, , ,.. _,SHSUpdatesiim\ .. 4. , , . 1____ i , . , , . - ,., ____ ,„ k. 11. 1 1 „., ., , , . .. . . , . . . • . „,...i,',. '------4------villr--' ...„ .,ail ! i , ,, r " fa, 'TT":" - ▪ <›44.ta7- { ',.'.-...';',,,-,'',▪1':-,.;:.-2.` "` L ;„ y 7t 347` mak` :, ,,- .iJ4 December 19, 2023 www.washingtoncountyor.gov Stories of Hope : Russell 's story MOP Russell experienced unsheltered homelessness to Dedicated outreach workers built a relationship with Russell Engaged with Hillsboro Bridge Shelter program and is working with a housing case manager to find permanent housing "I'm still getting used to not needing to check on my stuff, knowing it is safe inside. I slept outside for the better part of eight years." - Russell washingtoncountyor.gov -> Year 2 Hi ink 4111 1,385 1, 137 Housing placements for Evictions prevented with Total People Served previously homeless emergency rent assistance individuals (866 households) (414 households) 84 220 Read the full Supportive Permanent Supportive Shelter beds/rooms added. Housing Services Fiscal Housing apartments Total capacity doubled to Year 2022-23 Annual (Heartwood Commons & more than 400 shelter The Viewfinder) beds/rooms currently open Report online. washi ngtoncountyor.gov --� Housing Goals to Outcomes 111 Housing Case Rapid Rehousing Eviction Prevention Management System (Permanent Supportive Housing) 700 636 450 400 450 414 600 400 400 500 500 350 350 300 300 400 230 250 250 200 200 200 300 150 150 200 100 100 100 50 50 0 0 0 Goal n Goal Goal ■ 2022-23 ■ 2022-23 • 2022-23 4 -4, Building a system of care Case Managers/ Housing Capacity Outreach Workers Shelter Capacity 2500 450 426 2000 400 350 160 � 1500 144 140 300 2510 120 250 1000 100 200 80 , 150 60 500 100 �'` 40 49 50 20 12 0 2021 ■ 2023 2021 . 2023 2021 ■ 2023 -4 Shelter Program Outcomes 1\ Mr Scaled up year-round shelter r � capacity to 400+ beds or rooms +'„ h am''. -�e�-..:. T • Family Promise of Tualatin PI! {' r \ rog Valley purchased Tigard hotel }� to serve 70 families ; ' 7`' • Winter-only shelters now .ks, "� ' ' open year-round4 `°im `�"" �' I_.a_ ry t _ ....____ As., ,:i Next Up: Beaverton shelter 19 �� - ' — o . construction underway & 60 more I N , -7 shelter pods to open this winter ,: .1 washingtoncountyor.gov __> Permanent Supportive Housing ( PSH ) I\ Milr 84 PSH homes with wrap- - a d �� ,��i1i dddd�I �`vMr tI ,.i. , -i d d4444114 �a around services opened :;1 :�:: �' ' A 4IJ � r" . r r n,,,„.M,1n1111I /i 111 Id1dda wAV u�neniiiB11111 null "d141 y .,, in last year �E t . � ''" y • Heartwood Commons, -, - the first fully PSH building in Washington + ""' County �- R n1 , "& 28 more PSH homes , , �� planned at The Opal , t'.; > .:, ,;, . „r ./Flat , .*-11'* �p14'. , co.washington.or.us , Strategies for System Alignment alli Medical case conferencingwith Health a` ' :� �'. t '5 `�y, Y t. 4 y? • ,� a, Share, Kaiser, and Providence 10ii.t77r . k. Housing Liaisons .- _,, - • Health system programs r W E S T P • Corrections systems ` r., \ , Hawthorn • Shelter system (Year 3) WALK-IN CENTER . Mental Health&Addictions Care Di 5240 NE ELAM YO Partnering with landlords 5 - • Funding to create PSH and support tenants in new bond buildings Willow Grace, Project Homeless Connect Housing Liaison • Risk Mitigation Fund and incentives washingtoncountyor.gov --> Investments in Equity illIk 1111, Equity in our workforce ..; �� . .'� � „ ;'2 . L. • staff diversity > general pop. " _ • 50% have lived experience �� 10. ,t • Culturally specific orgs pay more! 'f-- h. ., ,.,..,_ .a.r.r...",m.__.,4\ r . 0- j Expanded culturally specific services: A - ' ' • Virginia Garcia • NARA , aiii) • Greater Good NW0 Greater Good NW staff photo washingtoncountyor.gov ,,,,, ,,, Equity Analyses ilk On track with most communities Especially reaching Latine families _ -r Need to do better reaching Asian Americanki. Y : .�• ,families a tb Next Steps: ' • Culturally Specific Cohort 1 • Equity training for workforce • Analyze and address barriers for Maria Caballero Rubio, Centro Cultural director, at Casa Amparo Shelter Asian American families Washingtoncountyor.gov FinancialOverview $100,000,000.00 • Program Costs $90,000,000.00 • Shelter Services $80,000,000.00 $70,000,000.00 Permanent Supportive $60,000,000.00 Housing Long-Term Rent Assistance $50,000,000.00 $40,000,000.00 fir • Short-term Housing #'."+ w F $30,000,000.00Assistance ■ Capacity Building $20,000,000.00 $10,000,000.00 • Other Supportive Services $0.00 Fiscal Year Fiscal Year Fiscal Year • Regional Investment Fund 21/22 22/23 23/24 Expend. Expend. Budget --> Quality Improvements for Year Three n Expanding evaluation and monitoring to build system efficiencies and cross sector alignment P 14 k 14 1 Continuous improvement 4 I+n Scaling up programs and planning % 42,,_ for large system investments ►° ' \C--- y J Program participant opening her mailbox 12 washingtoncountyor.gov -÷ Why we do this : Danica "s story AI 1111, Danica started her career as a case manager ,11 ,,,,, connecting shelter guests with housing. Now, she helps people who are already housed at Heartwood Commons as a resident services coordinator. _ )1 • • \\ 1 Pir:-, irA -4 II , Danica brings services and resources to the building 4 Iy including free hair cuts, lending library partnerships, ,- di - - and community dinners. i6'..* —T -m-----7',,- -, ic "It's not just that you aren't homeless anymore... but that you are going home" PC: Lauren Everett, Metro kt‘GTON c 00.41) ..< OREGO'' Department of Housing Services www.washingtoncountyor.gov 'Ivc.1 ;--.• \ \,, tit: CONTENT : •-..1..., , iii 'q'. \IP4 EXECUTIVE SUMMARY 1 FROM GOALS TO OUTCOMES:YEAR IN REVIEW 3 Housing Programs 3 Shelter Programs 4 SYSTEM CAPACITY AND COORDINATION 6 Investing in Provider Capacity 6 Accessibility in Governance 7 Expanding Housing Capacity with the Affordable Housing Bond 8 Cross-sector Alignment 9 Regional Coordination 10 EVALUATION AND QUALITY IMPROVEMENT 12 FINANCIAL OVERVIEW 13 ATTACHMENTS 14 I EXECUTIVE SUMMARY Washington County is building hope one household at a time, demonstrating stable housing can be possible again. For families and individuals who have long suffered without options or answers in the face of our region's housing crisis, stable housing is truly life changing. With the voter approved Supportive Housing Services measure, the Department of Housing Services and our community-based providers are building that hope for the individuals and families we serve. In our second year, Washington County continued to significantly scale our homeless system of care, adding more case managers, shelter beds, and housing placement options.We met nearly all the ambitious goals we set for the program year,and significantly surpassed our expectations in expanding shelter capacity and placing formerly homeless households in supportive housing. Growing pains persist as the work expands faster than we can hire. And still, our mission-based partnerships push us forward as we house and shelter our community members in need, together and with urgency. Across Washington County, a new kind of conversation has unfolded. Outreach workers visiting people in encampments and RVs ask, "Can I help you get back inside?" Case workers connecting with drop-in center guests waiting for a warm meal ask, "Would you like some help getting your own apartment again?" Shelter staff working with new participants as they move their belongings into a safe and dry place are ready to mention, "We can help you with housing,too!"This is the new state of homelessness in Washington County — we have options to connect our community in need to shelter, stability, and ultimately home. We're also learning how to work smarter together. We've coordinated our response to unsheltered residents with local agencies, law enforcement and library staff. We're equipped our outreach workers with immediate access to shelter and housing options. We're aligning funding streams and urgently deploying new dollars to speed up and expand programs already underway in our communities, with special gratitude to Governor Kotek's administration for accelerating our plans for three temporary 'Safe Rest'villages. We're working with new partners in the health system, learning to coordinate care (and resources) for their members,who are also our participants, because we know housing is health and health is housing. Fundamentally, we could not do this work without our community-based providers. Here is just a snapshot of some of their milestone achievements this year: • Sequoia Behavioral Health and Community Partners for Affordable Housing bravely opened the Heartwood Commons, a community of 54 Permanent Supportive Housing (PSH) apartments; • After years of providing drop-in services to help people survive homelessness, Project Homeless Connect was able to house their 100th homeless participant; • Open Door and Just Compassion opened hundreds of winter shelter beds and then kept them open all year round for the first time in Washington County; • Virginia Garcia joined our network of providers to help launch and operate the first recuperative care program in Washington County; Supportive Housing Services Annual Report 1 • Family Promise of Tualatin Valley bought and converted a former hotel in Tigard into 70 rooms of emergency shelter; and • So much more! Washington County takes the call to action from our region's voters with great sincerity and heart. We're working every day to build a system of care where homelessness is a rare and brief experience. We're building hope in the fight against the housing crisis, with relationships, resources, and action. Russell was living in a camp in Washington County through the S [ 3 I Eharsh winter months and into earlyJ spring. During that time, his outreachpp worker stopped by to check in, build I I O a relationship, and talk about options, as they had many times before. And ,, one day, the time spent building trust with Russell paid off, when he said, "I never wanted to go for housing until I `" saw my friends getting approved for ' ..p apartments. Then I realized this could . be real for me, too." His outreach worker sprang into action to get Russell a =-----.----- ..4 Ili iii bed right away, and on track for housing next, Today, Russell is engaged with a shelter W program at the Hillsboro Bridge Shelter ; , , r } and is working with a housing case '" manager to find permanent housing .. :,J._: with his new regional Long Term Rent - ` � Assistance (RLRA) voucher, He says, h- "I'm still getting used to not needing to check on my stuff, knowing it is safe inside. I slept outside for the better part " of eight years." This is how Washington County is , building hope for people like Russell every day, with persistent relationships, coordinated resources, and action! 2 Washington County,Oregon 1 FROM G TO OUTCOVES : YEAR REVIEW Washington County's Homeless Services system met nearly all, and surpassed some, of our annual work plan goals for the Supportive Housing Services program. This included exceeding our housing placement goal and our shelter production goal.These two benchmarks demonstrate a robust continuum of housing options that are coming online every day in Washington County. I HOUSING PROGRAMS: PAIRING STABLE HOMES WITH SERVICES The program exceeded the goal to place 500 households in supportive housing,achieving housing placement for 636 formerly homeless households. The program also exceeded our goals for supporting 'Population B households', with housing placement and rent assistance that served 644 additional households through our Rapid Rehousing and Eviction Prevention programs. In total, the program housed or prevented homelessness for 1,280 households or 2,522 people this year. Housing Programs Households Served People Served Housing Case Management Services (PSH) 636 placed 989 placed Rapid Rehousing 230 placed 396 placed Eviction Prevention 414 served 1137 served Total served 1,280 Households 2,522 Individuals g F t v }fArN, :or A li , .., , , , , ,, ,. , , , , . ,. , , ._,. . , ' . u ht - iii* „.., '::,,.-','„ -::- • 1 ,, , t i = ' . ,, z f 4.m miol i" Tour of Heartwood Commons with elected leaders,staff, and service provider partners Supportive Housing Services Annual Report 3 SHELTER PROGRAMS: A STEPPINGSTONE TO HOUSING In the second program year, shelter capacity increased with 220 additional beds and rooms, far surpassing our goal to add 80. Through the winter season, staff worked with community-based shelter providers, building owners, and jurisdictional partners to convert all winter-only shelter programs to year-round operations. This meant that at the end of the winter season, 150 shelter beds remained open for the first time in Washington County history. Additionally, new shelter capacity was added with the first Safe Rest Pod Village program,a model that began with 30 alternative shelter pods and will soon grow to 90 shelter pods, leveraging coordination and funding with the Governor's Executive Orders on homelessness. Finally, in partnership with Oregon Community Foundation's Project Turnkey, and Family Promise of Tualatin Valley, Washington County expanded shelter capacity for families and medically fragile households with the acquisition of a former hotel in Tigard. This site currently hosts 40 year- round shelter beds and will grow to 70 in the coming year. Shelter Programs Shelter capacity added Winter shelter locations converted to year-round 150 beds Safe Rest Pod Village program 30 alternative pods Tualatin Valley Family Promise Project Turnkey Shelter 40 rooms Total capacity added 220 beds/rooms STE R I F S "After I took a fall in my home, I was evicted during my time in rehabilitation OF I O _ at the hospital. I never thought shelter would be something I would need, but },a- `it's not the end of the world.The staff :-: ._ ;have been helpful, and I've learned with .'b �• k .' ' -my new disability that there is nothing 10, -y i ;,wrong with asking for help," shared Ms. f„ ` k� v= yam, :Martha, a participant at the Cloverleaf • V . f'Ih .;' Shelter. i t , mss• 1-By extending our winter shelter �. a : ; year-round, participants like ... programs p p . Ms. Martha have the time they need to -connect with housing resources so they .OL,* i A scan move out of shelter to their new s homes. .2* filit M- --:-.• . -....--- 4 Washington County,Oregon SYSTE ✓ CAPACITY AND COORDINATION Washington County is implementing a system of care that is strategically coordinated to meet our community needs. This includes leveraging funding, investing in our community-based providers, coordinating programming across the tri-county area, and more. I INVESTING IN PROVIDER CAPACITY In 2021, before the infusion of new resources from the SHS measure, Washington County invested in a handful of community-based organizations with small grants to enhance their informal programs such as intermittent outreach, drop-in services, and rotating shelter programs. Today, Washington County funds a network of 25+ organizations to provide a suite of emergency and housing-based services working together in a coordinated system. We have significantly increased the capacity of our culturally specific service providers, contracting with seven organizations that provide a dynamic array of culturally specific housing services in Washington County. This year, Washington County launched two new major efforts to support the capacity building needs of our community-based providers. The Housing Careers program provides training and internship opportunities for community members with lived experience who are interested in a career providing housing related services. This program partners with community-based providers to provide internship learning opportunities while training future potential employees. In the first year of the program, 29 participants enrolled and 16 were placed in internships throughout our system of care. Next, Washington County launched a phased grant to provide technical assistance and organizational assessment for each of our contracted services providers.Through the phased grant, organizations may apply for funding up to $200,000 for one time capacity building. Nineteen organizations participated in the capacity building and technical assistance grant program last fiscal year. These approaches are helping Washington County build a diverse, empathic, and equitably compensated workforce. This year, Washington County providers reported that nearly 50% of their staff have lived experience of housing instability, and higher rates of staff identifying as Black, Indigenous, Latino/a/e or other persons of color compared to the general population. Furthermore, service provider staff annual salaries range from $46,000 to $52,000, reinforcing Washington County's decision to continue reimbursing staff wages up to $55,000 per year. 6 Washington County.Oregon REMOVING BARRIERS TO HOUSING FOR IMMIGRANTS SIC I -J AND SPANISH SPEAKERS Brandon Kirchner has worked for Centro O � O Cultural for two years and has seen multiple participants overcome addiction,.-'; reunite with family members, and start FTthinking about the future thanks to the'` N I RO DL Oft stability that housing provides. "One participant I worked with was pregnant and had her baby in jail. It was the wakes ,_. call she needed to get into housing. NowtigtO she's been housed for over a year and is .s I'1"IWERME LENT-tR great mom. She has dreams of becoming£` an interior designer and if you saw how her apartment was decorated, anyone would want to hire her," Brandon shares, He explains culturally specific like Centro Cultural, are important because, "We have clients who only speak Spanish, clients who are actively going through the immigration system, and clients who are fleeing violence. We know having someone meet participants who come from the same background builds trust." ACCESSIBILITY IN GOVERNANCE Consistent with regional goals to increase access and inclusion in our community advisory bodies, Washington County is modernizing our governance structure to ensure policy guidance, program oversight, and public transparency with diverse voices and representation from across Washington County. The Homeless Services Division has led a "One Governance transition" initiative to align advisory bodies into a single governance structure with clear authority, roles, and opportunities for participation, including a committee comprised entirely of people with lived experience of homelessness and housing instability. The new governance structure is on track to begin in January 2024. Supportive Housing Services Annual Report 7 EXPANDING HOUSING CAPACITY WITH THE AFFORDABLE HOUSING BOND Prior to the launch of SHS funded programs in 2021, the County funded approximately 200 Permanent Supportive Housing (PSH) placements. With the addition of Regional Long-term Rent Assistance(RLRA),the County has increased capacity to more than 1000 PSH placements and will add another 500 in year three. The program is also working to provide 500 project-based sites (of the 1650 total RLRA vouchers) to ensure enhanced PSH supports with on-site wrap-around services for participants. To date, 84 project-based PSH units have been secured at two buildings funded by the Affordable Housing Bond,and an additional 28 units are planned at a third building partner also funded by the Affordable Housing Bond. Illow 11,11 i+ 449 ,; 11111111! a I' ,:i4 d A 4 .._ 111nrn J lil I fl II I I ! IAAA.4 wr. 'v':r 1lpinllul lil I �I 1 il ! IAA �� 4:,. .', 111 "w" IOW -'---- itiel.:: ITE,, -,‘„iz.,,„ -- _ ` i :._ i__ --- i - _r_ 'ice 16 s , , T — --- I I. '. _� "10111114#6;' '1 ' '' - : : 4 , I , 10 ' _ k Ill _ x te .# 8 Washington County,Oregon CROSS-SECTOR ALIGNMENT The Homeless Services Division is also leveraging other systems of care, working closely with our Health and Human Services Department, Community Corrections Department, and health system partners to end homelessness for participants of these adjacent systems. The most significant demonstration of this cross-sector alignment is our Housing Liaisons program where trained housing system navigators are embedded in other divisions and departments, working side by side with staff to help their participants navigate our system. This year, the program expanded to include our Community Corrections Department where two liaison positions were embedded to facilitate connections to shelter and housing housing FOR people exiting the criminal justice system people exiting the criminal justice system. Additionally, our medical case-conferencing program with Providence Health Services, Kaiser Permanente, and Health Share of Oregon is a best practice in data sharing and care coordination for people experiencing homelessness with unmet medical needs. In the coming year, our cross-sector alignment work will focus on opportunities to fund services for people exiting hospitals and youth transitioning out of foster care by leveraging Medicaid funding. 111 ' W E S Hawthorn • WALK-IN CENTE Mental Health & Addictions Care 5240 NE ELAM Yl illow Grace works for Project Homeless onnect and is on-site at the Hawthorn Walk-in Center three days a week.They spend their time connecting with both ongoing program participants and day-to-day walk ins. In the last three months alone, Willow Grace helped a family of four move into family shelter, an individual move from an emergency bed at the Cloverleaf shelter to a tong-term shelter bed, and a family on the verge of eviction get connected with temporary rental assistance. "I can see how it wears on people to be homeless. It's impossible to go to therapy weekly or remember to take medications and I've seen the immediate relief shelter brings, even memory improves. This allows participants to focus on other things and move out of crisis." Supportive Housing Services Annual Report 9 • REGIONAL COORDINATION Washington County continued to collaborate with our partners in Multnomah and Clackamas Counties on several strategic projects,capacity-building initiatives,and system improvement ventures. Key projects and milestones reached through the tri-county collaboration include: . . Launching the Tri-County Planning Body: To strengthen coordination and i , . alignment of program implementation across the Metro region, the Tri- County Planning Body (TCPB) was launched and tasked with identifying regional goals, strategies, and outcome metrics to address homelessness in the region. The TCPB identified six goals that centered on improving efficiencies of Coordinated Entry, bolstering regional landlord recruitment and increasing unit availability, creating system alignment and increased long-term partnerships with health systems, providing appropriate training and technical assistance to support increased program functionality for service providers (with particular emphasis on prioritizing the needs of culturally specific providers), and ensuring county contracts for SHS funded services provide adequate funding to achieve livable wages for direct service staff. = Regionalizing landlord partnerships: In January 2023,Metro and tri-county program staff began sharing existing engagement tools and identified innovative methodologies for expanding unit availability across the region. Afti . Training for existing landlords is now coordinated regionally, and staff continue to coordinate on strategies for expanding unit availability. 4/116 Regionalizing procurements: This program year also included a Regional ■-- Request for Programmatic Qualifications (RFPQ) to procure new and V—, , diverse organizations as partners for service provision. Tri-county partners : worked to ensure broad engagement and technical assistance to support the full participation of new and emerging organizations, especially culturally specific service providers. Sixty applications were qualified to create a broad network of 167 tri-county pre-qualified service providers with diverse expertise and geographic representation. 1 10 Washington County,Oregon *o Data systems coordination:This program year included major steps toward the Regional Implementation of the Homeless Management Information System (HMIS).Thanks to the investment of SHS funds, Multnomah County can now take over as the regional HMIS administrator, which enables the counties to collaborate on sharing data across counties,as well as pursuing HMIS updates based on regional and local Built for Zero' work. At the beginning of 2023, an updated Privacy Notice and Policy was implemented that creates a more trauma-informed and person-centered approach to obtaining participant consent for data sharing while maintaining a high level of data privacy. The next steps include moving toward regional visibility and more comprehensive integration of each county's HMIS system. Additionally, each county is a current partner of Built for Zero with ongoing case conferencing in partnership with homelessness service providers to review participants on a By-Name-List waiting for a match to housing programs. This program year brought the initiation of a tri-county Built for Zero collaboration that resulted in staff coming together to learn how individual county Coordinated Entry systems are different and sharing best practices in each community. Finally, this year the tri-counties conducted the first-ever fully combined regional Point In Time (PIT) Count. As a result of the combined Count, analyses include regional trends in unsheltered homelessness, sheltered homelessness, and system improvements made possible by regional investments in SHS. 1 Built for Zero is a movement of over 100 cities and counties nationwide who have committed to ending homelessness and reaching a standard called"functional zero" Medicaid 1115 Waiver coordination: Finally, together with Metro, each • tsiof the three counties engaged with Health Share to continue coordination regarding the Health Share Housing Benefit Pilot.This coordination included identifying strategies for aligning the Housing Benefit Pilot with the existing homeless services system and integrating services to leverage healthcare and housing capacity to deliver better whole-person care. Coordination is presently underway to foster systems integration that aligns homeless services funding and capacity with the new capacity that the 1115 Waiver housing benefit will bring to the region and state. Supportive Housing Services Annual Report 11 EVALUATION AND QUALITY IMPROVEMENT The Homeless Services Division conducts an equity analysis of our outcomes data biannually to inform program improvements and budgetary investments. This analysis included population data consideration and comparing race and ethnicity demographics of households that seek services in our system, with households who achieve stable housing through our programs. The analysis also considered the rates of poverty and race and ethnicity in the general population of Washington County. This year's equity analysis work found that our programs are generally serving higher rates of Black, Indigenous, and Latino/a/e households than are represented in the general population, population of poverty, and among households seeking services. This is good news, confirming that our partners and our programs are reaching the communities we aim to serve to combat historic and persistent discrimination and disparities in housing. A significant finding in our data demonstrates that Asian-American & Pacific Islander households experience higher rates of poverty in Washington County than the rate of households seeking our housing services. This finding led the Homeless Services Division to set a goal to better understand this disparity by reaching out to community organizations and centers that serve Asian-American & Pacific Islander households in poverty to learn how our programs can better serve these households. See Attachment E for the complete equity analysis. This year, the Homeless Services Division also conducted the first provider performance evaluation and report. This process included sharing outcomes and metrics with each provider and asking organizations to review, improve data quality, and provide a narrative summary describing their program successes and challenges. This evaluation work resulted in several improvements and identified strategies for our third year of programming including the addition of quality assurance staff for each provider;the launch of"diversion" training; increased flex funds to help housing liaisons resolve housing instability efficiently; and a commitment to creating "move-on" strategies to transition stabilized households to lower levels of care with ongoing rent assistance. In the coming program year,the Homeless Services Division will continue to build upon this work towards a comprehensive evaluation and monitoring system to better identify early intervention opportunities to support organizations in meeting contractual requirements and ensuring program outcomes across the system. 12 Washington County,Oregon Anna was living in Tigard when she fell on hard times. During SIC S that time, Anna met Bill where they spent over fifteen years _ sleeping first in a trailer and then outside in a tent. Both OF I IOstruggled with addiction, numerous health challenges, and knew something needed to change. They connected with a housing case manager at Just Compassion, who helped them get qualified for regional ' long-term rent assistance. After years of sleeping outside Anna and Bill went apartment hunting. "We looked for a place with no stairs and a back area for our dog. In the end, Bill picked the apartment, but I get to pick the house when we are ready to buy a home." Since then, life has gotten a lot easier. Anna explains, 1 "People think we [people experiencing homelessness] are lazy, but it takes so much work to live on the streets. Not a day went by that I didn't walk ten miles, Until you've been there you just never know. Now, sobriety has been the %° biggest change. I have a relationship with my chil#. - :• �,v , - e,fl ,J r-f.., ,,�.0f.' l e, I FINANCIAL OVERVIEW In the second program year, Washington County budgeted $50.3 million, the full amount of forecasted revenue using the Fall 2021 forecast. We expected the program to expend approximately 75% of this budget authority, anticipating providers would need time to hire staff and house participants to achieve the full capacity of their contracts. In the end, the Homeless Services Division surpassed the spend-down plan, expending 97% of the budget, due in part to funding opportunities for capital investments in shelter expansion and capacity building funding to address the needs of community-based providers. In our third program year, the Homeless Services Division has budgeted $86.3 million, which includes the forecasted revenue and some unspent program funds carried forward from the first two years. These carry over funds will increase funding for eviction prevention programming, capital investments in PSH and shelter construction, and further capacity building for providers. Ongoing programming is also budgeted to grow, adding 500 vouchers and case management services to increase capacity for supportive housing, the cornerstone of the measure and Washington County's Local Implementation Plan. In planning and preparing the budget for Year 3, the Homeless Services Division consulted our advisory bodies to review draft budget plans and principles for investing carry over funding. This feedback helped to shape an aggressive but achievable budget that will fund continued program and system growth and deliver the outcomes our community is counting on. See Attachment H for the full annual financial report. Supportive Housing Services Annual Report 13 _: ATTACHMENTS ATTACHMENTA Workplan Goals and Outcomes ATTACHMENT B 17 SHS Annual Outcomes ATTACHMENT C 21 System Outcomes and Metric Reporting ATTACHMENT D 31 Other Required Annual Reporting Outcomes ATTACHMENT E 33 Equity Analysis of Outcomes ATTACHMENT F 37 SHS Funded Programs Overview ATTACHMENT G 38 SHS Contracted Providers Overview ATTACHMENT H 40 Annual Financial Report ATTACHMENT I 41 Provider Staff Demographics and Pay Equity Analysis trz A VI as y@ 1 1 Ail; • #« well o Washington County staff at Grand Opening event I14 Washington County,Oregon Attachment A.Work Plan Goals and Outcomes Goal Outcome Notes Placements/interventions 500 PSH placements 636 households housed Surpassed annual goal and halfway to meeting our overall PSH goal as a system. Set goal to achieve 500 more placements in year 3. 400 RRH placements 230 households housed New program, similar to first year launch of HCMS.Ambitious goal of 400 next year. 200 Preventions 414 households protected Launched eviction protection with one-time funds to prevent homelessness. Short term program for next year or two until SHS programs have achieved full capacity. Retention rates 85% PSH households retained 98% 85% RRH households retained n/a Data unavailable for program year because RRH program launched this year and no households have been housed for more than one year. Equity Measure staff diversity annually Goal met 100%organizations participated in new annual survey. Washington County's tool shared with regional partners to support regional coordination. g- Add three culturally specific Goal met Greater Good NW, NARA and Virginia Garcia added to service provider network, providers for a total of 7 culturally specific providers g Evaluate community connect for In February 2023,we evaluated our Community Connect system during the access to programs by equity semi-annual equity analysis. In this process,we recognized that our system is not Goal met being accessed by the Asian population at a rate that is comparable to the rate of poverty in the County,and established this as a goal for the program to further evaluate and establish program improvements to address. Measure technical assistance The system provided 2515 hours of training through Power DMS, of which, 781 hours,with goal to increase for training hours were completed by staff from culturally specific orgs. A Learning Goal met culturally specific Community training event was held monthly, which provided an estimated 1000 hours of additional training for program staff throughout the system of care. Culturally specific cohort— Conducted informational interviews with culturally specific partners to better increase participation and Goal underway define the goals and purpose of the cohort.This feedback informed the new define goals Culturally Specific Cohort Work Plan which will guide the relaunch of the cohort in year three. Launch Power DMS training, The build out of trainings in the centralized Power DMS system is underway.This Goal underway with anti-racist training platform is especially effective for HMIS trainings and new system users. In the program, ensure staff comping program staff will work to increase the program trainings offered and participation provider oversight of the training portal to increase usefulness for our network of providers. Capacity building ° 120 designated as PSH Viewfinder signed a PSH committed 30 units to PSH in September 2022 84 PSH units Heartwood Commons opened in April 2023 with 54 PSH units (20 additional underway with the Opal) 80 year-round shelter beds Significantly surpassed goal due to ability to converted 150 winter-only shelter 220 shelter beds beds to year-round with available shelter sites. Also added 30 pod shelters,40 motel rooms for families. Staff capacity,additional 72 71 staff were added, hired and trained through housing, street outreach, and staff,total of 120(outreach, housing liaison programs. Shelter staff capacity was also significantly increased shelter and housing) due to the expansion of our shelter programs; however,these FTE could not be Goal met measured due to the nature of our contract structure.As such,this goal was continently exceeded. Attachment B: SHS Annual Outcomes For the period 7/1/22-6/30/23 Outcome Metric 1: System Capacity Number of supportive housing units created and total capacity, compared to households in need of supportive housing.This will measure change in supportive housing system capacity and need over time. Existing Capacity ■ New Capacity Number of SHS supportive housing units created and total capacity 1,364 Total SHS 790 Supportive Housing Units Other SHS non-supportive housing and shelter options that provide system capacity Rapid Re-Housing 462 Total Units Year Round Shelter 125 345 Total Units Outcome Metric 3: Housing Placements & Homelessness Preventions Number of housing placements and homelessness preventions, by housing intervention type (e.g.supportive housing, rapid rehousing). SHS Household Housing Placements and Homelessness Preventions Supportive Housing 301 937 Homelessness Prevention 414 Rapid Re-Housing 230 Households newly housed and retained in projects during the reporting period.Households in permanent housing projects must have a valid housing move-in date. SHS Individual Housing Placements and Homelessness Preventions Supportive Housing 407 1,396 Rapid Re-Housing 396 Homelessness Prevention 1,137 Supportive Housing Services Annual Report 17 Outcome Metric 4: Housing Retention Rates This will measure if housing stability is achieved with supportive housing. Household Retention Rates Households who were retained in supportive housing after at least 1 year SHS % of Households Retained in Supportive Households Retained in Housing 284 Housing 98% Households Housed in Year Prior to Reporting Period 290 Households are considered to have been retained in housing if they were housed at some point in the year prior to the reporting period and were either: 1.Still in the housing program at the end of the reporting period Or 2.Had exited to a permanent housing destination at some point and had not returned to the homeless services system as of the end of the reporting period Note:Some households exiting to certain destinations are excluded from this metric in alignment with the HUD SPM methodology Individual Retention Rates Individuals who were retained in supportive housing after at least 1 year SHS % of Individuals Retained in Supportive Housing Individuals Retained in Housing 376 94% Individuals Housed in Year Prior to Reporting Period 400 18 Washington County,Oregon SHS Outcome Metrics broken down by Racial and Ethnic Identity Note: Race and Ethnicity are broken out separately due to HUD data standards. We will be moving toward using REALD onc.. Outcome Metric 3: Housing Placements & Homelessness Preventions Number of housing placements and homelessness preventions, by housing intervention type (e.g. supportive housing, rapid rehousing). % of Individual SHS Housing Placements and Homelessness Preventions by Racial Identity (alone or in combination) Placement Type(group) Retained in Housing Newly Placed Grand Total American Indian,Alaska Native,or ' o Supportive Indigenous 6% 8% 7% Housing Asian or Asian American 2% 12% 12% Black,African American,or African 10% .11% .11% Latine 30% 29% 1.11 30% Native Hawaiian or Pacific Islander 4% 13% 113% White:Non-Latine 57% 56% 56% Not Reported 4% 15% 15% Rapid American Indian,Alaska Native,or I 7%0 % 7 I ° Indigenous Re-Housing Asian or Asian American 12% 12% Black,African American,or African ■13% .13% Latine 46% 46% Native Hawaiian or Pacific Islander 13% 13% White:Non-Latine 40% 1111111111 40% Not Reported 15% I 5% Homelessness American Indian,Alaska Native,or I 3% I 3% Indigenous Prevention Asian or Asian American 13% 13% Black,African American,or African 23% 23% Latine 34% 34% Native Hawaiian or Pacific Islander 14% I 4% White:Non-Latine 40% 40% Not Reported '6% 1 6% Retained in Housing Newly Placed : Grand Total Supportive Housing Services Annual Report 19 Outcome Metric 4: Housing Retention Rates This will measure if housing stability is achieved with supportive housing. Individual Retention Rates by Racial Identity Individuals who were retained in supportive housing after at least 1 year SHS % of Individuals Retained in Supportive Housing by Racial Identity (alone or in combination) American Indian,Alaska Native,or Indigenous Asian or Asian American Black,African American, 950/0 or African Native Hawaiian or Pacific Islander 94% Latine 92% White: Non-Latine Not Reported 20 Washington County,Oregon Attachment C: System Outcomes and Metric Reporting For the period 7/1/2022 - 6/30/2023 Outcome Metric 1: System Capacity Number of supportive housing units created and total capacity,compared to households in need of supportive housing.This will measure change in supportive housing system capacity and need over time. Number of supportive housing units created and total capacity 1,189 Existing Capacity ■ New Capacity Households in need of supportive housing compared to capacity 2,372 Total Estimated Need 300 1,100 1,763 Supportive Housing Units ■ Met Partially Met Unmet Households in Need are defined as households who meet the SHS Population A definition Households with needs Partially Met are households that have been connected to a housing program,but have not moved into housing yet Households with Met are households that have been placed in a housing program(supportive housing or other housing program) Other non-supportive housing and shelter options that provide system capacity Other non-supportive housing and shelter options that provide system capacity Rapid Re-Housing 604 1,066 Year Round Shelter 152 372 Other Permanent Housing 110 110 Transitional housing 69 69 Existing Capacity New Capacity Supportive Housing Services Annual Report 21 Outcome Metric 2: Programmatic Inflow and Outflow Number of households experiencing housing instability or homelessness compared to households placed into stable housing each year.This will measure programmatic inflow and outflow. Monthly Average Household Inflow and Outflow Total Inflow 409 Total Outflow 238 378 Average # of Households Exiting the System by Exit Type Housing Placement or Prevention 102 Placed via Positive Exit 43 Other System Exit 234 Placed Via Positive Exit includes all households or individuals who exited a program with a permanent housing destination,but was not placed in a housing program in our system Other Unresolved System Exit includes all households or individuals who exited Coordinated Entry,Shelter,Street Outreach,or Transitional Housing to a non-permanent housing destination and we are not able to determine if their housing crisis was resolved or not Homelessness Preventions Households receiving Eviction or Homelessness Prevention funds are only counted in Outflow if they were included in the Inflow count prior to receiving prevention funds # of Households Unserved by Entry Point Number of households with an open entry at the end of the period. This includes households that carried their need over from a prior reporting period. Coordinated Entry 1,977 Shelter&Transitional Housing 193 Street Outreach 630 Total Unserved 2,513 Monthly Average Individual Inflow and Outflow Total Inflow 694 Total Outflow 358 612 Average # of Individuals Exiting the System by Exit Type Housing Placement or Homelessness Prevention 179 Placed Via Positive Exit 180 Other Unresolved System Exit 358 # of Individuals Unserved by Entry Point Number of individuals with an open entry at the end of the period. This includes individuals that carried their need over from a prior reporting period. Coordinated Entry 3,349 Shelter&Transitional Housing 280 Street Outreach 656 Total Unserved 3,884 22 Washington County,Oregon Outcome Metric 3: Housing Placements & Homelessness Preventions Number of housing placements and homelessness preventions,by housing intervention type(e.g. supportive housing, rapid rehousing). Households Household Housing Placements and Homelessness Preventions Homelessness Prevention 209 1,725 Total Supportive Housing 642 1,285 Total Rapid Re-Housing ■460 Total Other Permanent Housing ` 183 Total Total Placed 1,056 3,522 Total Retained in Housing II Newly Placed Households newly housed and retained in projects during the reporting period.Households in permanent housing projects must have a valid housing move-in date. Individuals Individual Housing Placements and Homelessness Preventions Homelessness Prevention 592 4,922 Total Supportive Housing 895 1,895 Total Rapid Re-Housing 904 Total Other Permanent Housing 162 Total Total Placed 1,952 7,787 Total Supportive Housing Services Annual Report 23 O Outcome Metric 4: Housing Retention Rates This will measure if housing stability is achieved with supportive housing. Household Retention Rates Households who were retained in supportive housing after at least 1 year % of Households Retained in Supportive Households Retained in Housing 698 Housing Households Housed in Year Prior to Reporting Period 740 Households are considered to have been retained in housing if they were housed at some point in the year prior to the reporting period and were either: 1.Still in the housing program at the end of the reporting period Or 2.Had exited to a permanent housing destination at some point and had not returned to the homeless services system as of the end of the reporting period Note:Some households exiting to certain destinations are excluded from this metric in alignment with the HUD SPM methodology Individual Retention Rates Individuals who were retained in supportive housing after at least 1 year % of Individuals Retained in Supportive Housing Individuals Retained in Housing 1,018 93% Individuals Housed in Year Prior to Reporting Period 1,097 24 Washington County,Oregon Outcome Metric 5: Length of Homelessness and Returns to Homelessness 'Length of homelessness' and 'returns to homelessness'.These will measure how effectively the system is meeting the need over time. Length of Homelessness (Years) Length of time between approximate date homelessness started (prior to system or program entry)and the last day of the reporting period (if unhoused)or Housing Move-in Date(if housed). Housed in FY23 2.35 Unhoused at end of FY23 2.94 Avg Length of Time Homeless 2.78 Note:Unhoused is anyone with an open entry into CES,ES,SO,or TH with a homeless Prior Living Situation. Household Returns to Homelessness Services Households who exited the homelessness services system to a permanent housing destination,and returned to the homelessness services system within two years of exit. of Households Returning to Homelessness Households Returning to Services within 2 years 511 Services 4.4% Households Exiting Services in the Last 2 years 11,686 Households are considered to have returned to services if they have an entry in an CES,ES,50,or TH project anytime after exiting to a PH destination. Individual Returns to Homelessness Services Individuals who exited the homelessness services system to a permanent housing destination,and returned to the homelessness services system within two years of exit. of Individuals Returning to Homelessness Individuals Returning to Services within 2 years 787 Services 3.1% Individuals Exiting Services in the Last 2 years 25,595 Supportive Housing Services Annual Report 25 Outcome Metrics broken down by Racial and Ethnic Identity Note: Race and Ethnicity are broken out separately due to HUD data standards. We will be moving toward using REALD once it is available regionally. Outcome Metric 2: Programmatic Inflow and Outflow Number of households experiencing housing instability or homelessness compared to households placed into stable housing each year.This will measure programmatic inflow and outflow. of Individuals Entering the System by Racial % of Individuals Exiting the System by Racial Identity Identity (alone or in combination) (alone or in combination) American Indian,Alaska '6% American Indian,Alaska ' Native,or Indigenous Native,or Indigenous 6% Asian or Asian American '3% Asian or Asian American 3% Black,African American,or.12% Black,African American,or' African African 13% Latine-30% Latine 16% 30% Native Hawaiian or Pacific ° 5/0 Native Hawaiian or Pacific Islander Islander I5% White: Non-Latine 51% White: Non-Latine 32% 52% Not Reported '6% Not Reported I 6% Positive Resolution Other Unresolved System Exit 44 of Individuals Unserved at Period End by Racial Identity (alone or in combination) American Indian,Alaska 6% Native,or Indigenous Asian or Asian American 3% Black,African American, 12°/ or African Latine 27% Native Hawaiian or 5% Pacific Islander White: Non-Latine 55% Not Reported 6% 26 Washington County,Oregon Outcome Metric 3: Housing Placements & Homelessness Preventions Number of housing placements and homelessness preventions, by housing intervention type (e.g. supportive housing, rapid rehousing). of Individual Housing Placements and Homelessness Preventions by Racial Identity (alone or in combination) Retained in Housing Newly Placed Grand Total American Indian,Alaska Native,or , 1 6% 4% 4% Indigenous Asian or Asian American 2% I 3% I 3% Black,African American,or African 13% 14% 14% Latine 29% 44% 40% Native Hawaiian or Pacific Islander 5% I 5% I 5% White: Non-Latine 56% 38% 42% Not Reported 2% 1 6% 1 5% fi Supportive Housing Services Annual Report 27 I Outcome Metric 4: Housing Retention Rates This will measure if housing stability is achieved with supportive housing. Individual Retention Rates by Racial Identity Individuals who were retained in supportive housing after at least 1 year % of Individuals Retained in Supportive Housing by Racial Identity (alone or in combination) American Indian,Alaska 95/ Native,or Indigenous Asian or Asian American Black,African American, or African 910/0 Native Hawaiian or Pacific Islander Latine 91% White: Non-Latine 94% Not Reported Washington County,Oregon 28 Outcome Metric 5: Length of Homelessness and Returns to Homelessness 'Length of homelessness'and 'returns to homelessness'.These will measure how effectively the system is meeting the need over time. Length of Homelessness (Years) Length of time between approximate date homelessness started (prior to system or program entry)and the last day of the reporting period (if unhoused)or Housing Move-in Date(if housed). Note: Due to the limited numbers of people in each racial and ethnic group where we are able to accurately calculate the length of homelessness for,these averages could be easily skewed by outliers within each group. Length of Time Homeless by Racial Identity (alone or in combination) Housed in FY23 Unhoused at end of FY23 American Indian,Alaska04 Average 2.55 Average 2.15 2.53 Native,or Indigenous Asian or Asian American _1.08 1.77 Black,African American,or African 1.90 2.22 Latine 1.91 2.17 Native Hawaiian or Pacific 2.28 1.88 Islander White:Non-Latine 2.83 ( 3.46 Not Reported 1.84 3.37 Grand Total 2.36 2.99 Returns to Homelessness Services Individuals who exited the homelessness services system to a permanent housing destination,and returned to the homelessness services system within two years of exit. % of Individuals Returning to Homeless Services by Racial Identity (alone or in combination) American Indian,Alaska 8 90/0 Native,or Indigenous Asian or Asian American _1.0% Black,African American,or 3.9% African Latine 2.3% Native Hawaiian or Pacific 2.6%0 Islander White: Non-Latine 4.1% Not Reported MI 1.0% Supportive Housing Services Annual Report 29 Appendix: Additional Racial Equity Information How do the populations interacting with our Homeless Services System compare to the overall population and populations in poverty in Washington County? % of Individuals served by Housing Programs or still awaiting housing services by Racial Identity in comparison to the population (mutually exclusive) Black or African %Served 111111111% American alone %Unserved 9% %Below Poverty 5% %of County Population 2% American Indian and %Served 1 2% Alaska Native alone %Unserved 4% %Below Poverty 1% %of County Population 1% Native Hawaiian and %Served ®4% Other Pacific Islander %Unserved 4% alone %Below Poverty 0% %of County Population 0% Asian alone %Served 1 2% %Unserved 2% %Below Poverty 9% %of County Population 11% Two or more races %Served al 6% %Unserved 7% %Below Poverty 9% %of County Population 7% % of Individuals served by Housing Programs and Homelessness Preventions or still awaiting housing services by Ethnic Identity in comparison to the population Hispanic or Latino origin %Served 40% (of any race) %Unserved 28% %Below Poverty111111.111111111 37% %of County Population 21% White alone, not %Served 60% Hispanic or Latino %Unserved 72% %Below Poverty 63% %of County Population 79% Population data is from the American Community Services 2020 poverty data found at: https://d ata.ce nsus.gov/cedsc i/ta bl a?q=51701%20&g=0500000US41067&tid=ACSSTSY2020.S 1701 30 Washington County,Oregon Attachment D. Other required annual reporting outcomes Metric Outcome Notes Equitable service delivery metrics Culturally specific capacity $5,420,099 (FY 21-22) Investments in culturally specific providers nearly doubled from the 21- investment increase from last $10,645,852 (FY 22-23) 22 year into the 22-23 year. Figures reflect contract allocations and year further information on expenses paid is highlighted in the attachment G. Rates of pay for direct service $46,377 to $52,838 The Annual Contract Performance Evaluation and Report conducted in staff by agency (average across agencies) the spring of 2023 gathered data across 20 participating agencies and reported salary information across five direct service position categories. Notably, salaries tend to be higher at smaller and culturally specific organizations. Staff diversity by race, ethnicity, See attachment The Annual Contract Performance Evaluation and Report conducted in sex. Orientation, gender, the spring of 2023 gathered data across homeless services agencies and disability and lived experience reported aggregate staff demographic information including race, ethnicity, gender identity, sexual orientation, lived experience, generation, veteran status, languages spoken, and disability status. Key findings include: nearly half of staff surveyed reported lived experience of homelessness or housing instability, 73% of staff surveyed identify as (P female, and almost all communities of color are over-represented in agency staff proportionate to overall population representation in Washington County. = Engagement and decision-making metric 0 Advisory body diversity CoC Board: Due to the One Governance transition underway, several positions are • 27% have lived experience vacant in our advisory committees as Washington County prepares a m • 11% identify as Latine robust recruitment process for all positions on the new advisory m • 14% identify as Black/African structure anticipated to launch in January 2024. This work will include American/African the launch of a new advisory committee that is specifically designed to • 5% identify as Asian/Asian America engage people with lived experiences to inform our homeless services • 3% identify as American programming and policy work. o Indian/Alaska Native/Indigenous • 78% identify as White Homeless Plan Advisory Committee: • 7% identify as Latine • 21% identify as Black/African American • 7% identify as Asian/Asian America W VNIMVA N • 50% of members identify as white. ° Funding leverage metric o ° Other funding leveraged to Approximately$2,750,000 • OHCS Executive Order Funds utilized for street outreach, advanced housing outcomes shelter, and housing support($530,826.09) Fp' • OHCS HMIS administration funds ($100,000) ° • ARPA funds used to fund the Encampment Management Program included funding for staffing capacity to coordinate services and camp cleanup efforts including providing resources for participants ($721,146.81) • OHCS out of the cold funds administered through CAO ($700,000 approx.) • Does not include CoC funded programming Attachment E: Equity Analysis of Outcomes % of Individual Housing Placements and Homelessness Preventions by Racial Identity and Placement Period (alone or in combination) Placed FY22 Placed FY23 Grand Total Supportive American Indian,Alaska Native,or Indigenous 6% 11 8% 17% Housing Asian or Asian American 2% l 2% l 2% Black,African American,or African 10% ■11% ■11% Latine 30% _29% _30% Native Hawaiian or Pacific Islander 4% ,3% '3% White:Non-Latine 57% -56% ®56% Not Reported 4% 1 5% '5% Rapid American Indian,Alaska Native,or Indigenous 117% 117% Re-Housing Asian or Asian American 12% l 2% Black,African American,or African ■13% ■13% Latine 46% 46% Native Hawaiian or Pacific Islander '3% 13% White:Non-Latine 111111 40% 40% Not Reported ,5% 1 5% Homelessness American Indian,Alaska Native,or Indigenous I 3% l 3% Prevention Asian or Asian American '3% 13% Black,African American,or African 23% ®23% Latine 34% -34% Native Hawaiian or Pacific Islander '4% '4% White:Non-Latine 40% 40% Not Reported 1 6% 1 6% Placed FY22 Placed FY23 Grand Total Count %of Total Count %of Total Count %of Total Supportive American Indian,Alaska Native,or Indigenous 24 6% 71 8% 93 7% Housing Asian or Asian American 6 2% 18 2% 22 2% Black,African American,or African 40 10% 100 11% 138 11% Latine 119 30% 274 29% 387 30% Native Hawaiian or Pacific Islander 16 4% 29 3% 45 3% White:Non-Latine 229 57% 528 56% 728 56% Not Reported 16 4% 51 5% 66 5% Rapid American Indian,Alaska Native,or Indigenous 28 7% 28 7% Re-Housing Asian or Asian American 6 2% 6 2% Black,African American,or African 49 13% 49 13% Latine 178 46% 178 46% Native Hawaiian or Pacific Islander 13 3% 13 3% White:Non-Latine 156 40% 156 40% Not Reported 18 5% 18 5% Homelessness American Indian,Alaska Native,or Indigenous 29 3% 29 3% Prevention Asian or Asian American 36 3% 36 3% Black,African American,or African 267 23% 267 23% Latine 381 34% 381 34% Native Hawaiian or Pacific Islander 47 4% 47 4% White:Non-Latine 458 40% 458 40% Not Reported 69 6% 69 6% Supportive Housing Services Annual Report 33 How do the populations SHS serves in Housing and Prevention programs compare to the overall population and populations in poverty in Washington County? % of Individuals served by SHS Housing Programs by Racial Identity in comparison to the population (mutually exclusive) Black or African %Served 1111E 13% American alone %Below Poverty 5% of County Population 2% American Indian and %Served 1 3% Alaska Native alone %Below Poverty 1% %of County Population 1% Native Hawaiian and %Served 13% Other Pacific Islander alone %Below Poverty 0% %of County Population 0% Asian alone %Served 1 1% %Below Poverty ` 9% %of County Population 11% Two or more races %Served 1111 7% %Below Poverty { 9% of County Population 7% % of Individuals served by Housing Programs and Homelessness Preventions by Ethnic Identity in comparison to the population Hispanic or Latino origin %Served 34% (of any race) %Below Poverty 37% %of County Population 21% White alone, not %Served 66% Hispanic or Latino %Below Poverty3 r - A "- 63% %of County Population 79% Population data is from the American Community Services 2020 poverty data found at: https://data.ce nsus.gov/cedsci/ta ble?q=51701%20&g=0500000US41067&tid=ACSSTSY2020.s 1701 1 34 Washington County,Oregon How many culturally specific units has SHS created and what are the racial equity outcomes for culturally specific vs non-culturally specific providers? Number of SHS Culturally Specific supportive housing units created compared to total capacity Rapid Culturally Specific 161 _■35% Re-Housing Not Culturally Specific _301 65% Supportive Culturally Specific 390 29% Housing Not Culturally Specific 974 71% % of Individual Housing Placements and Homelessness Preventions by Racial Identity- SHS Culturally Specific providers vs non-Culturally Specific (alone or in combination) Placed FY22 Placed FY23 Grand Total Supportive Culturally American Indian,Alaska Native,or Indigenous 4% .9% !8% Housing Specific Asian or Asian American 1% 11% 11% Black,African American,or African 8% _12% •11% Latine 71% -46% -52% Native Hawaiian or Pacific Islander 1% 11% I 1% White:Non-Latine 25% -38% _35% Not Reported 4% 114% 14% Not American Indian,Alaska Native,or Indigenous 7% ,7% ,7% Cuturally Asian or Asian American 2% I 2% I 2% Specific Black,African American,or African 11% •10% •10% Latine 15% I. 19% III 17% Native Hawaiian or Pacific Islander 5% ,4% ■5% White:Non-Latine 69% -68% -68% Not Reported 4% ,6% I 6% Rapid Culturally American Indian,Alaska Native,or Indigenous I 5% I 5% Re-Housing Specific Asian or Asian American 13% 1 3% Black,African American,or African _12% _12% Latine 75% 75% White:Non-Latine _17% _17% Not Reported 14% 14% Not American Indian,Alaska Native,or Indigenous .9% .9% Cuturally Asian or Asian American I 1% 1% Specific Black,African American,or African _13% _13% Latine _27% _27% Native Hawaiian or Pacific Islander 1 6% I 6% White:Non-Latine -55% -55% Not Reported '5% 15% Homelessness Not American Indian,Alaska Native,or Indigenous I 3% 1 3% Prevention Cuturally Asian or Asian American I 3% 13% Specific Black,African American,or African _23% MN 23% Latine -34% _34% Native Hawaiian or Pacific Islander '4% I 4% White:Non-Latine _40% -40% Not Reported I 6% I 6% Supportive Housing Services Annual Report 35 1 Racial Equity Outcomes for SHS Shelters % of Individuals served in SHS Shelters by Racial Identity (alone or in combination) American Indian,Alaska Native,or Indigenous 12% Asian or Asian American -3% Black,African American,or African 23% Latine 45% Native Hawaiian or Pacific Islander 15% White: Latine 35% Not Reported 18% Count %of Total American Indian,Alaska Native,or Indigenous 91 12% Asian or Asian American 22 3% Black,African American,or African 178 23% Latine 346 45% Native Hawaiian or Pacific Islander 117 15% White:Latine 272 35% Not Reported 136 18% How do the populations SHS serves in Shelter compare to the overall population and populations in poverty in Washington County? % of Individuals served by SHS Shelters by Racial Identity in comparison to the population American Indian %Served in Shelter 14% and Alaska Native %Below Poverty ;;, 1% alone %of County Population 1% Asian alone %Served in Shelter 1111111111 4% %Below Poverty n 9% %of County Population 11% Black or African %Served in Shelter32% American alone %Below Poverty , �, 5% %of County Population 2% Native Hawaiian %Served in Shelter 24% and Other Pacific %Below Poverty 0% Islander alone %of County Population 0% Two or more races %Served in Shelter 26% %Below Poverty 9% %of County Population 7% cY of Individuals served by SHS Shelters by Ethnic Identity in comparison to the population Hispanic or %Served in Shelter 27% Latino origin %Below Poverty 37% (of any race) %of County Population 21% White alone, %Served in Shelter 73% not Hispanic or %Below Poverty '" Latino %of County Population 79% 36 Washington County,Oregon Attachment F: SHS Funded Programs Overview Name of Program Program Type Program start date EOY FY22/23 Contracted Capacity (shelter, PSH, RRH, etc) Housing Case Management Services PSH Fall 2021 11,890,431 Enhanced Rapid Rehousing RRH Fall 2022 4,927,447 Eviction Prevention EP Winter 2023 3,836,000 Permanent Supportive Housing PSH Fall 2022 541,520 Congregate Shelter Shelter Fall 2021 2,520,754 Non-Congregate Shelter Shelter Fall 2021 6,622,019 Alternative Shelter Shelter Fall 2022 959,612 Outreach Outreach Fall 2022 2,437,120 0 Housing Liaisons Navigation Summer 2022 1,136,800 CD Housing Careers Workforce Winter 2023 1,111,621 0 Regional Long Term Rental Assistance PSH Fall 2021 11,969,946 Total contracted programming $47,953,270.00 g> A UMW Attachment G. SHS Service Provider Contracted Providers Overview Name of Provider Contracted Programs Culturally Culturally Specific FY 21-22 FY 21-22 FY 22-23 FY 22-23 specific? Population Contract Expenses Paid Contract Expenses paid Amount Amount c Bienestar PSH, RRH, Housing Liaisons X Hispanic/Latino/a/e 435,203 161,899 1,245,226 718,487 (6 Boys and Girls Aid PSH, RRH, Housing Liaisons 94,875 58,500 531,809 267,321 0 c Centro Cultural PSH, RRH, Shelter X Hispanic/Latino/a/e 1,341,722 574,360 3,069,764 2,448,041 o Community Action PSH, RRH,Shelter 628,561 350,472 4,601,200 4,411,232 C t0 ° CPAH PSH, RRH 379,203 2,807 816,753 451,423 Easter Seals PSH, RRH 379,203 92,675 779,449 435,733 Family Promise of PSH, RRH,Shelter 625,112 257,400 425,556 208,018 Greater Washington County Family Promise of PSH, RRH, Shelter 686,287 264,891 2,336,858 1,894,136 Tualatin Valley Forest Grove Outreach - - 286,720 190,769 Foundation Good Neighbor PSH, RRH,Shelter 350,000 - 553,234 371,153 Center Greater Good PSH,Shelter, Outreach X Black, Indigenous 2,634,501 399,602 3,065,902 2,800,881 Northwest and POC HomePlate PSH, RRH, Outreach 568,804 36,472 1,133,352 719,278 IRCO PSH, RRH,Outreach X Immigrants and 624,804 11,200 1,719,015 201,187 Refugees JOIN PSH, RRH 491,804 13,646 851,111 119,632 Just Compassion PSH, RRH, Shelter, 1,003,602 597,130 2,476,751 1,944,587 Outreach NARA PSH, RRH X Indigenous - - 475,556 104,942 New Narrative PSH, RRH, Outreach, 568,804 69,811 1,617,183 886,502 Housing Liaisons Open Door PSH, RRH, Shelter, 1,340,893 835,193 5,260,613 4,453,362 Outreach, Housing Liaisons, and Housing Careers Project Homeless PSH, RRH, Shelter, 562,212 183,898 3,462,591 2,559,557 Connect Outreach, Housing Liaisons Virginia Garcia Recuperative Care X Hispanic/Latino/a/e - - 68,501 30,382 Sequoia PSH 378,561 - 817,869 308,276 Urban League PSH, RRH X Black/African 383,869 79,614 1,001,888 254,674 American Work Systems Housing Careers - - 1,053,381 77,925 m Totals $11,849,235 $3,989,570 $37,650,282 $25,857,498 5 Culturally specific Totals $5,420,099 $1,226,675 $10,645,852 $6,558,594 m ogmamw e Yellow Cell=County to fill in Blue Cell=Formula calculation Due Date: The Quarterly Progress Report is due to Metro within 45 days after the end of each quarter(IGA 7.1.2). The Annual Program Report is due no later than October 31 of each year(IGA 7.1.1). Metro Supportive Housing Services Financial Report for Quarterly Progress Report(IGA 7.1.2)and Annual Program Report(IGA 7.1.1) Washington County FY2022-23,Q4 Attachment H: Annual Financial Report Financial Report(by Program Category) COMPLETE THE SECTION BELOW EVERY QUARTER.UPDATE AS NEEDED FOR THE ANNUAL REPORT. Annual Budget Q1 Actuals Q2 Actuals Q3Actuak Q4 Actuals Total YTD Variance %of Comments Actuals Under/(Over) Budget Metro 5H5 Resources -- ....._...._...._....__....__._ -._.___...__.._... ..Y._.._.._.._......_......................_...._....._.._..........._..... ..._.._.................................... .... Beginning Fund Balance - ; 47,427,624 47,427,624 (47,427,624) N� A Metro SHS Program Funds .50,328,300 13,598,070 15,434,915 1 22,910,614 62,733,372 114,676,971; (64,348,671) 228%1 Interest Earnings `: - 193 464 307,564 443,391; 562,297 1,506,716, (1,506,716) N/A .. ........; c... ......... .... . .... ,................................ ....t insert addt'I lines as necessary _ _ N/A: Total Metro SHS Resources 50,328,300 61,219,158 15,742,479. 23,354,004 63,295,669 163,611,310 (113,283,010) 325% Metro SHS Requirements Program Costs Activity Costs Shelter,Outreach and Safety on/off the i Street 11,670,429: 1,373,304 3,220,475; 3,702,937 I 3,103,479 11,400,195; 270,234 9896; ....(. ............................108... Short-term Housing Assistance 7,525,214 95,942 450,066 1,032,784; 6,563,418 8,142,211: (616,996) 108% Permanent supportive housing services 1 9,307,031...1_ 626,843 2,003,981; 1,572,816; 6,040,079 10,243,720: (936,689) 110%) 1__._._.__._.. 11,969,946 1969 4..... ...t Long-term Rent Assistance 11,396,205 2,095,470 1,697,003: 3,422,367 4,755,108 11,969,946: (573,742) 105%; Other supportive services i 3,774 681 2 152,472 188,356 1 262,663.1 .438669 1,04Z160 1 2,732,521 2896 Systems and Capacity Building ( 1,499,102 1 157,440 378,809 1 502,934; 2,827,967 3,867,150: (2,368,048) 258% - - N/A) Subtotal Activity Costs 45,172,662 4,501,471 7,938,688 10,496,501 23,728,722 46,665,382 (1,492,720) 103% Administrative Costs nl Admin:Long-term Rent Assistance i .231,928 39,703 39,117; 97,397. 78,598 254,815' (22,887) 110%; Administrative Costs for long-term rent assistance equals 2% Admin:Other l 1,682,730 1 279,613 200,204: 520,507 130,205 1,130,529 552,201 67%i Administrative Costs for Other Program Costs equals 3%of Subtotal Administrative Costs 1,914,658 319,316 239,321 617,904 208,803 1,385,344 529,314 72% Other Costs ...._................_......_.r.__.._.__�___. _._....-..._..._.._.........._...__...-............_........._...................... Debt Service - N/A Regional Strategy Implementation Fund Iz1 ` 2,500,000 - neA n'm xrdsegy unprcnzeacd[wn ruru,equdu uzv ur rauner s g gy - - ? - ; 86,518 86;518; 2,413,482 3%': ........................................_....____ -......_....._....._....._....._......_...................... ........................................ .....,t vrn insert oddt'I lines as necessary - - t N/A; Subtotal Other Costs 2,500,000 - - - 86,518 86,518 2,413,482 3% Total Program Costs 49,587,320 4,820,787 8,178,009 11,114,405 24,024,043 48,137,244 1,450,075 97% Contingency and Ending Fund Balance ._...._...r....._....._.............................._..............; equalsPe Contingency 1'1 ; 740,980 - 740,980 0% Contingency 0%of Partner's total YID expenses. ...................................... Ending Fund Balance(Stabilization l € i Stabilization Reserve equals 71%of Partner's total YTD lac - 56,398,371 7,564,470 I 12,239,599': 39,271,626 115,474,066 (115,474,066) N/A; Reserve) expenses. Subtotal Contingency and Ending Fund Balance 740,980 56,398,371 7,564,470 12,239,599 39,271,626 115,474,066 (114,733,086) 15584% Total Metro SHS Requirements 50,328,300 61,219,158 15,742,479 23,354,004 63,295,669 163,611,310 (113,283,011) 325% pl Per ISA Section 3.4.2 ADMINISTRATIVE COSTS,Metro recommends,but does not require,that in a given Fiscal Year Administrative Costs for SHS should not exceed 5%of annual Program Funds allocated to Partner;and that Administrative Costs for administering long-term rent assistance programs should not exceed 10%of annual Program Funds allocated by Partner for long-term rent assistance. I'I Per IGA Section 8.3.3 REGIONAL STRATEGY IMPLEMENTATION FUND,each County must contribute not less than 5%of its share of Program Funds each Fiscal Year to a Regional Strategy Implementation Fund to achieve regional investment strategies. p1 Per IGA Section 5.5.4 CONTINGENCY,partner may establish a contingency account in addition to a Stabilization Reserve.The contingency account will not exceed 5%of Budgeted Program Funds in a given Fiscal Year. IV Per IGA Section 5.5.3 PARTNER STABILIZATION RESERVE,partner will establish and hold a Stabilization Reserve to protect against financial instability within the SHS program with a target minimum reserve level will be equal to 10%of Partner's Budgeted Program Funds in a given Fiscal Year.The Stabilization Reserve for each County will be fully funded within the first three years. Spend-Down Plan(IDA 5.5.2.1) Expected%of Actual% Comments Budget Spent RI Variance l;l per Quarter Spent Explain any material deviations from the Spend-Dawn Plan. Quarter 1; 10% ; 10% 0% ; Quarter 21 15% 1 16% -1% ; Quarter 3; 20% 22% -2% Quarter 4; 30% 48% -18% - Total 75% 97% -22% 1'1 For the purpose of comparing"Actual%Spent,"Partner should utilize the"96 of Budget"figure from the"Total Program Costs"row in the above Financial Report(i.e.excluding Contingency and Ending Fund Balance),as indicated in the formula. 16i A"material deviation"arises when the Program Funds spent in a given Fiscal Year cannot be reconciled against the spend-down plan to the degree that no reasonable person would conclude that Partner's spending was guided by or in conformance with the applicable spend-down plan. Non-Displacement(IGA 5.5.1) ANNUAL FINANCIAL REPORT ONLY FY18-19 FY19-20 Prior FY Current FY Current FY Variance from Comments Budget Budget Budget Budget Actuals Benchmark Current Partner-provided SHS Funds 794,401 1,001,800; 1,001,800 207,399 (Partner General Funds)Isl Other Funds 161 1 3,875,537mom 4,483,941; 4,481,259 I 4,625,960 750,423 I'1 Per IGA Section 5.5.1.2 TERMS,"Current Partner-provided SHS Funds"means Partner's general funds currently provided as of FV 2019-20 towards SHS programs within Partner's jurisdictional limits including,but not limited to,within the Region."Current Partner-provided SHS Funds"expressly excludes all other sources of funds Partner may use to fund SHS programs as of FY 2019-20 including,but not limited to,state or federal grants. 161 Per IGA Section 5.5.1.1 OTHER FUNDS include,but are not limited to,various state or federal grants and other non-general fund sources.Partner will attempt,in good faith,to maintain such funding at the same levels set forth in Partner's FY 2018-19 budget. However,because the amount and availability of these other funds are outside of Partners control,they do not constitute Partners Current Partner-provided 5115 Funds for purposes of Displacement.Partner will provide Metro with information on the amount of other funds Partner has allocated to 511$,as well as the change,if any,of those funds from the prior Fiscal Year in its Annual Program Budget. 40 Washington County,Oregon Attachment I: Provider Staff Demographics and Pay Equity Analysis Metric 1: Provides a breakdown of race and ethnicity survey results from all SHS funded partner agencies. Race or Ethnicity (n=1,643) Al/AN/First Nation/Indigenous I 1.0% African/Black/African American 17.5% Asian 9.6% Latina(o)/Latinx or Hispanic 17.3% Middle Eastern/North African 10.1% Native Hawaiian/Pacific Islander • 2.3% Slavic/Eastern European I 0.2% White/Western European 42.7% Other 3.7% Don't know U 1.9% Prefer not to answer 6.6% Metric 2: Provides a breakdown of race and ethnicity survey results from partner agencies with an additional layer of analysis comparing culturally specific providers and non-culturally specific providers. Sample size was 1,643 individuals. Race or Ethnicity - Cultural Specific Comparison Non-Culturally Specific •Culturally Specific Al/AN/First Nation/Indigenous 9% 1.1% African/Black/African American ® 6.0% 33.0% Asian 1116 4.0% 16.8% Latina(o)/Latinx or Hispanic ®1 23.5% 10.2% Native Hawaiian/Pacific Islander1.1% 37% White/Western European 11111111111116 Don't know Prefer not to answer 3.1% 4.4% Supportive Housing Services Annual Report 41 Metric 3: Reflects gender identity and lived experience results from staff demographic survey Gender Identity (n=1,343) Female 73.3% Male 21.8% Gender non-conforming I 1.9% Transgender I 0.2% Two-spirit/Third gender 0.1% Prefer not to answer I 1.4% Other 12.5% Metric 4: Reflects lived experience of homelessness or housing instability for partner agency staff surveyed. Lived Experience (n=1,237) ■ Yes B No - Prefer not to answer 44.8% 42 Washington County,Oregon Metric 5: Provides breakdown of pay rates and ranges for direct service level staff across 20 partner agencies. Annual Salary by Position - Client-Facing Roles ■Highest Annual Salary ®Lowest Annual Salary -. . -v $65,000 $65,000 $59,400 $61,800 550,725 $52,034 551,122 5 46,'77 $45,760 $32,780 $32,488 $27,300 Shelter Staff Outreach Workers Housing Liaisons Case Managers/Workers Metric 6: Provides more comprehensive pay analysis across a variety of positions with partner agencies. Washington County SHS Contracted Organizations Salary Overview Number of Number of Min Salary Average Salary Max Salary Organizations Employees Position Type Case Managers 19 118 $32,488 $51,122 $61,800 Housing Liaison 11 42 $45,760 $52,034 $59,400 Outreach Workers 12 36 $32,780 $50,725 $65,000 Shelter Staff 10 111 $27,300 $46,377 $65,000 Other Client-Facing Role 12 289 $27,300 $52,838 $169,620 Administrative Role 16 114 $31,616 $56,199 $78,500 Management Role 21 231 $36,416 $66,086 $154,664 Executive Leadership 20 87 $68,700 $111,054 $249,787 Organization Size 1-15 Staff 9 74 $37,440 $62,687 $162,266 16-50 Staff 8 212 $35,000 $60,360 $249,787 Over 50 Staff 3 766 $27,300 $60,847 $228,800 Culturally Specific Services Culturally Specific 6 560 $36,416 $60,160 $249,787 Non-Culturally Specific 15 501 $27,300 $51,748 $228,800 Supportive Housing Services Annual Report „3 t2.,,GTON�.O 3� G2a inns, 299 OREGON 1 1 .ice 1 44047-------- , kg:..--,i----- -,-.,- ,r;-- -' ''''' .,,THANK you ! 155 N. First Ave Hillsboro, OR 97124 Phone: (503) 846-8611