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Board clears construction plan for Multnomah County sobering and crisis stabilization center
Summary
Multnomah County unanimously adopted a resolution to proceed with construction of a 24/7 sobering and crisis stabilization center, approving a project budget target of about $29.8 million and naming Community Bridges Incorporated as operator; commissioners pressed staff on operating costs, referral pathways, and long-term funding sustainability.
The Multnomah County Board unanimously voted to advance construction of a permanent sobering and crisis stabilization center designed to provide 24-hour sobering, withdrawal management, deflection and medication-assisted treatment.
‘‘The building is designed for three specific spaces: intake and assessment, sobering, and withdrawal management,’’ Mark Harris, strategic initiatives manager in the county health department, told commissioners. Harris said each space will support intake, care coordination, case management and referrals and that the facility is being designed to meet draft state crisis-stabilization rules so it can provide the full range of permitted services once rules are adopted.
County staff and the facilities team described the program and capital plan in detail. Dan Zalco, division director for facilities and property management, and Greg Hawker, assistant director for planning, design and construction, presented design renderings and a program layout that staff said would include 18 sobering care stations (rendering) and 29 managed-withdrawal care stations, a commercial kitchen and participant storage. Hawker presented a project budget target of $29.8 million (about $21 million hard costs and $8.5 million in soft costs and contingency) and a construction schedule that aims for substantial completion in September 2027.
The board heard questions from commissioners about program size, storage and bed-bug remediation plans, transportation and referral pathways, how the center will serve people using methamphetamine, and how the county will maximize Medicaid reimbursement and sustain operating costs. Justin Black, deputy COO, said consultants are evaluating billing strategies and the county has begun exploratory conversations about becoming a certified community behavioral health clinic (CCBHC) to improve reimbursement, but cautioned that several funding risks remain — including a $1.9 million city contribution not yet provided in FY26.
Community Bridges Incorporated (CBI) was named the selected operator; staff said CBI’s model centers peers and trauma-informed care and that the operator will hire a community liaison to build referral networks, including culturally specific providers.
Public commenters from Sober PDX and recovery housing providers urged the county to ensure sufficient recovery housing and referral capacity so people can move from short-term sobering and withdrawal care into stable housing and treatment.
Why it matters: county leaders said the facility is intended to give first responders and hospitals an alternative to jailing or emergency room care, to improve safety for clients and staff, and to create a more effective front door to treatment and housing services.
What’s next: staff will finalize operator contracts, continue community and stakeholder engagement, refine operating budgets with CBI, and return with necessary budget modifications and implementation milestones as the project proceeds toward construction.
