2009-1451-Minutes for Meeting August 17,2009 Recorded 9/10/2009COUNTY OFFICIAL
NANCYUBLANKENSHIP, COUNTY CLERKDS Q 2009.141
COMMISSIONERS' JOURNAL 09/102009 08;07;46 AM
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2009-1451
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Deschutes County Clerk
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Deschutes County Board of Commissioners
1300 NW Wall St., Bend, OR 97701-1960
(541) 388-6570 - Fax (541) 385-3202 - www.deschutes.org
MINUTES OF MEETING OF DEPARTMENT HEADS
DEPARTMENT HEADS & BOARD OF COMMISSIONERS
MONDAY, AUGUST 17, 2009
Conference Room - Administration Building - 1300 NW Wall St., Bend
Present were Commissioners Dennis R. Luke, Tammy Baney and Alan Unger. Also
present were Dave Kanner, County Administrator; Scot Langton, Assessor; Joe
Sadony, Information Technology; Dan Despotopulos, Fair & Expo Center; Erik
Kropp, Deputy County Administrator; Anna Johnson, Communications; Marty
Wynne, Finance Department; Debbie Legg, Personnel; Sheriff Larry Blanton.
Others present were Tom Blust, Road Department; Nancy Blankenship, Clerk's
Office; Timm Schimke, Solid Waste Department; Becky McDonald, 9-1-1; and
Laurie Craghead, Legal Counsel. Also in attendance were Susan Ross, Property
& Facilities; Debi Harr for the District Attorney; Hillary Saraceno, Commission
on Children & Families; Scott Johnson, Health Services Department; Ken Hales,
Community Justice; Tom Anderson, Community Development Department; and
Judge Chuck Fadeley, Justice Court. No representatives of the media or other
citizens were present. The meeting began at 12:05 p.m.
1. Introductions and Department Updates.
The attendees introduced themselves at this time, and gave a brief overview of
what is happening in their respective departments.
Dan Despotopulos said that the annual Fair was a challenge, due to the
economy, the heat and sudden bad weather that resulted in water damage. On
the bright side, the Peter Frampton concert was attended by over 9,000 people.
Minutes of BOCC/Department Heads Meeting Monday, August 17, 2009
Page 1 of 5 Pages
Marty Wynne gave some information on bonding financing options and the
general state of the economy. There are some bonding opportunities available
to the County that may be useful for some upcoming projects. Commissioner
Baney asked for a work session to be set up to discuss this further.
Tom Blust said that the Deschutes Junction overpass will be completed this fall.
South Century Drive improvements were primarily federally funded, and will
be done in mid-September. The Huntington Road/Burgess Road traffic signal
has been installed and is a great improvement.
Debbie Legg stated that her department is working on updates and issues
relating to health insurance, Manley coverage and AFLAC. They are also
updating the training catalog. The City of Bend may join in the management
training aspect.
She asked if there is a way to require sick employees to stay home. Dave
Kanner replied that he is working on a policy to address this situation.
Scott Johnson said that flu season is approaching and they have to deal with
both the H1-N1 flu and the seasonal flu. Various clinics will be set up to
vaccinate employees. They are working on an extensive program with 78
schools. Mary Goodwin can help departments who are concerned about
coverage plan for absences in their departments.
Commissioner Baney asked if there is a way to tell the regular flu from the H1-
N1 flu. Mr. Johnson replied that it is difficult, because the behavior is similar.
His staff is trying to figure out ways to increase access to assistance by Oregon
Health Plan clients in the rural areas. One or two additional school-based
health centers may be added. His department is reworking its budget numbers
in the hope of getting staff back to a regular work schedule. He is working with
the Commission on Children & Families' Hillary Saraceno on community
forums with local legislators.
Tom Anderson said that Community Development is seeking a location for a
north County presence, and perhaps some departments might want to
consolidate.
Minutes of BOCC/Department Heads Meeting Monday, August 17, 2009
Page 2 of 5 Pages
He stated that the comprehensive plan update is underway. They are waiting
for a reply from the Department of Environmental Quality regarding the next
steps to address south County groundwater protection issues. The recession is
still alive, as permit activity is still stagnant.
Scot Langton stated that his department is working on annual tax billing, and
have the additional challenge of educating the public on the reasons why the
market value of property may be down while the assessment went up.
Sheriff Larry Blanton said that he and his department are ready for summer to
end, as it has been a very hectic season for them.
Erik Kropp said training for supervisors is being offered. It takes about 1.5
hours and the training will come to the department. Thus far there has been
good feedback. Training on customer service standards has also been offered.
(He offered a handout on this item.)
Becky McDonald stated that a recent lightning storm quadrupled 911's normal
workload but they handled it as well as possible. She added that the new
OSP/911 building is now under construction.
Susan Ross said that an internal audit indicated that some changes should be
implemented regarding the use of keys for buildings. The will be an effort to
use key cards more widely and eliminate as many keys as possible to allow for
tighter control.
Timm Schimke indicated that the next cell at Knott Landfill is being developed,
and 49 acres of the oldest part of the Landfill is being capped. An RFP is
underway regarding converting gas from the Landfill into energy. He is
working with Central Electric Cooperative, and there has been interest in this
from others.
Commissioner Unger thanked the departments; he has learned that Deschutes
County is progressive and well-run.
Minutes of BOCC/Department Heads Meeting Monday, August 17, 2009
Page 3 of 5 Pages
Nancy Blankenship said her department is running an advertisement seeking
BOPTA (Board of Property Tax Appeals) members; five are needed. They are
expecting a lot of appeals this year.
Joe Sadony stated that the intranet is being revamped and a new version will
launch in September. There will be more capability and features.
Ken Hales said that the Detention Directors group met here. They are
implementing a bar code system for room checks, which tracks the condition of
the juveniles, which needs to be done in 15-minute intervals.
The FAPPO (Parole & Probation) labor agreement was finalized.
Judge Fadeley said he is the Vice President of the statewide Justice of the Peace
Association. He added that a $45 surcharge is going to be added for violations.
Anna Johnson stated that work is being done to reallocate funds for Inside
Deschutes County. At this time, previous episodes are being reused.
United Way forms will be distributed in September.
She distributed posters with the County's new goals and objectives listed.
Hillary Saraceno said that the legislative session was difficult and some of the
funding is still not clarified. The Juvenile Crime Prevention Plan update was
completed.
The Community Schools project was successful and they were able to reduce
underage drinking instances. Her department is pursuing grants whenever
possible for a variety of things, including a south County teen center.
Minutes of BOCC/Department Heads Meeting Monday, August 17, 2009
Page 4 of 5 Pages
2. OHSU Study of Domestic Violence Protective Leave Law.
Dave Kanner said that the 2007 legislature expanded protected leave to victims
of domestic violence. He and Debbie Legg met with OSHA regarding
providing onsite training. At least half of the County's managers and
supervisors must attend. A way to set up and track protected leave is being
investigated.
3. Travel Tim Policy Development.
Dave Kanner said that in regard to travel time outside of the County, this has
been handled differently by the various departments. A policy to cover this is
being analyzed.
4. Other Items.
None were offered.
Being no further items discussed, the meeting adjourned at 1:20 p. m.
DATED this 17th Day of August 2009 for the Deschutes Co. my Board of
Commissioners.
Tammy Baney, Chair
ATTEST:
Recording Secretary
Dennis R. Luke, C missioner
Alan Unger, Commissioner
Minutes of BOCC/Department Heads Meeting
Page 5 of 5 Pages
Monday, August 17, 2009
Deschutes County Board of Commissioners
1130 NW Harriman St., Bend, OR 97701-1947
(541) 388-6570 - Fax (541) 388-4752 - www.deschutes.ore
MEETING AGENDA
BOARD OF COMMISSIONERS & DEPARTMENT DIRECTORS
12 Noon, Monday, August 17, 2009
Deschutes Services Center - 1St Floor, DeArmond Room - 1300 NW Wall St., Bend
1. Introductions - Department Heads, Other Attendees
2. OHSU Study of Domestic Violence Protective Leave Law - Dave Kanner
3. Travel Time Policy Development - Dave Kanner
4. Department Updates
5. Other Items
Dept. Heads/BOCC Meeting
Monday, August 17, 2009
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ARRA Bond Financing Options Discussion
Marty Wynne
From: McCoog, Carol J. [carol.mccoog@klgates.com]
Sent: Wednesday, August 12, 2009 11:57 PM
To: Marty Wynne
Cc: ko@westernfinancialgroup.com; Cordova, Jennifer B.
Subject: ARRA Bond Financing Options Discussion
Hi, Marty. Attached are three of our E-Alerts on the various ARRA Bond Provisions.
hftp://www.klqates.com/newsstand/Detail.aspx?publication=5319
hftp://www.klgates.com/newsstand/Detaii-aspx?publication=5625
hftp://www.klgates.com/newsstand/Detail.aspx?publication=5723
Here is the summary of what we discussed on Tuesday-
Page 1 of 2
1. Recovery Zone Economic Development Bonds (RZEDBs). These are bonds that would need to qualify as
governmental, tax-exempt bonds (10% private use/private payment limit) but would be issued as taxable bonds.
The County would receive a direct federal subsidy in the amount of 45% of the taxable interest expense, which
would presumably be worth more than the additional interest expense from issuing the bonds as taxable bonds.
The program is designed such that the County is supposed to receive the subsidy payment prior to each interest
payment date (assuming the County files the form in a timely manner every 6 months), but there is no guarantee
that the feds won't be late and the County will have to come out of pocket for the entire interest payment.
RZEDBs are not available for refunding earlier financings that closed before mid-February of 2009 and must be
used for projects in a designed recovery zone. As we discussed, the County has great discretion on what it
designates as a recovery zone but the Board would likely have to make findings that are consistent with the
factors articulated in the rule, such as the existence of high unemployment or a high concentration of foreclosures
within the recovery zone. The Board would likely have to adopt a resolution making such findings and
designating the recovery zone. In theory, it could designate the entire County as a recovery zone.
The County has $10,795,000 of RZEDB cap and it must be used before December 31, 2010 (unless Congress
extends the legislation). The County can either use some or all of its RZEDB cap or allocate all or some to
jurisdictions within the County. The County could also waive its allocation and the RZEDB allocation would go to
the State for state-wide allocation.
2. Recovery Zone Facility Bonds (RZFBs). These bond are a new type of tax-exempt, private activity bond.
RZFBs can provide tax-exempt financing for projects in Recovery Zones (same process as described above) that
would not otherwise be eligible for tax-exempt financing; in other words, projects that would have flunked the 10%
private use/private payment limit and would have otherwise had to been issued as taxable bonds. RZFBs
essentially allows you to issue tax-exempt bonds to finance a project that would normally need to be financed with
taxable bonds. The projects can't be used for refundings and must be used for a "qualified business," which is
broadly defined as any trade or business except residential rental property and a whole host of other business
that the IRS traditionally does not like such as tanning bed centers and massage parlors. Essentially, most
business would qualify.
The County has $16,192,000 of RZFBs allocation and that must be used before December 31, 2010. The same
allocation rules apply.
As we discussed on Tuesday, something like the Telecare project would be perfect for RZFBs because those
8/13/2009
ARRA Bond Financing Options Discussion
Page 2 of 2
bonds would otherwise have to be issued on a taxable basis. As Kieu-Oanh mentioned, the difference could be
as much as 205 bps. However, as you properly identified, in this case, the benefit would go to the State, not the
County.
RZFBs can be issued as conduit bonds on behalf of a private company. Essentially, the County would issue the
RZFBs and pass the proceeds through to the private company. The conduit financing would be structured so that
the real security for the financing is the private company and not the County - the County is simply acting as a
pass through. Some of the issues associated with this include (a) making sure that the County has the statutory
authority to do this sort of financing, (b) placing the bonds based on the credit of the private company, and (c)
dealing with the politics of using some of the precious RZFB cap for one particular private company over using it
for a more governmental-like project, like Telecare, or allocating the cap to other jurisdictions.
3. Build America Bonds (BABs). Similar to RZEDBs in that the bonds would otherwise have to qualify for tax-
exempt financing but are issued on a taxable basis. The direct federal subsidy in this case is only 35%.
However, the County does not have to designate a Recovery Zone and there is no cap.
Marty, I think it makes sense for you to gather all of your planned capital projects and even those that are on a
wish-list for 2009, 2010 and even 2011 to see if it makes sense to issue any of the financing during the remainder
of 2009 and 2010 as one of these ARRA-created bonds. If anything, it will help you make an informed decision
about passing on any allocation to a requesting city or special district. Please feel free to email or call me or
Jennifer if you have any follow-up questions.
To ensure compliance with requirements imposed by the IRS, we inform you that any U.S. federal tax advice
contained in this communication (including any attachments) is not intended or written to be used, and cannot be
used, for the purpose of (i) avoiding penalties under the Internal Revenue Code or (ii) promoting, marketing or
recommending to another party any transaction or matter addressed within.
This electronic message contains information from the law firm of K&L Gates LLP. The contents may be
privileged and confidential and are intended for the use of the intended addressee(s) only. If you are not an
intended addressee, note that any disclosure, copying, distribution, or use of the contents of this message is
prohibited. If you have received this e-mail in error, please contact me at carol.mccoog@klgates.com.
8/13/2009
Title: Evaluation of Oregon's Protective Leave Law for Victims of Violence
Funded by: National Institute of Occupational Safety and Health (NIOSH) R01 OH009524
Project is conducted by Johns Hopkins University, Oregon Health & Science University and Kaiser Center for Health
Research (Portland, OR)
Project Overview: Domestic violence is defined as threatened, attempted, or completed physical or sexual violence or
emotional abuse by a current or former intimate partner. Domestic violence results in serious negative health, safety and
employment outcomes for victims. Additionally, domestic violence is costly to the workplace because of absenteeism and
lost productivity of both victims and perpetrators of violence. States, including Oregon, have enacted legislation to provide
protected unpaid time off from work for victims to address domestic violence. At the core of this legislation, unpaid leave is
granted to victims or their families to obtain a restraining order, meet with attorneys, attend court hearings, find alternate
housing, or seek medical care or mental health counseling. The laws are also intended to increase productivity and
reduce costs to the workplace.
Our research team has developed and piloted the Domestic Violence and the Workplace training intervention that
addresses Oregon's protected leave law for domestic violence victims. To date, there are no evaluations of such training
interventions or the impact of the protected leave law. Our objectives in this project are to evaluate the effectiveness of
our Domestic Violence and the Workplace training intervention with employees of Oregon's 36 counties. Specifically, we
will evaluate the effectiveness of the intervention on: 1) the utilization of Oregon's protected leave law by county
employees; 2) the development of domestic violence policies in county agencies; 3) workplace climate (policy, support
and resources) towards domestic violence; and, 4) victims' health, safety and employment outcomes.
Impact of our study on your County
■ One 30 minute meeting with Drs. Glass, Anger, and/or Perrin to describe project and for questions and 30-minute
meeting with your HR Dept to plan data collection and building the projects access to County employees
• Send us each month: 1) the number of people (no names are needed) taking unpaid leave related to violence; and 2)
the number of people (no names needed) employed in the county
• Your minimum training requirements will be met by the project, although you may wish to provide additional training
• 2 OHSU research staff members will periodically: 1) visit your county buildings to observe your official bulletin boards
and informal postings in various areas and 2) ask your HR staff structured questions about your policies
• 2-3 OHSU staff members will visit your county periodically and purchase services in the county (eg, food, hotel)
• We will post flyers (where you designate) in your buildings that invite victims of domestic violence to attend focus
groups or have private interviews to describe their abuse experience and tell us how they used the law (for leave).
• We will post flyers (where you designate) in county building that invite supervisors/managers to attend focus groups or
have private interviews to describe their experiences with victims and/or perpetrators of violence and tell us how the
law has positively or negatively impacted the workplace
• You will learn about how serious a problem domestic violence is in the workplace and have tools to address it
Overview - Oregon Crime Victims Leave Law (May 2007)
The Oregon crime victims leave law protects employees who are also victims of certain crimes (domestic violence, sexual
assault, stalking). This law applies to employers with six or more employees, and it protects employees who:
• worked an average of 25 hours or more per week for at least 180 days immediately before taking leave, and
• are victims of domestic violence, sexual assault or stalking, or are parents of victims,
• The crime victims' law requires employers to grant an eligible employee a "reasonable" leave of absence if the employee
or the employee's minor child or dependent needs time off to deal with issues of domestic violence, sexual assault, or
stalking. These arrangements might include such things as seeking medical treatment, obtaining counseling, relocating,
getting legal advice or contacting law enforcement personnel.
• The employer may require the employee to give reasonable notice of the need for leave, unless that is not feasible.
• The employer can also require that the events leading to the need for leave be documented. This documentation could
include police reports, medical and/or counseling documentation, attorney records, etc. All of that information must be
kept confidential by the employer.
• There is no fixed time period for this leave. Employers may only limit the length if the employee's absence creates an
"undue hardship," causing significant difficulty or expense for the employer.
• Like the Oregon Family Leave Act (OFLA) and the Federal Family and Medical Leave Act (FMLA), crime victims' leave is
unpaid. However, as with OFLA and FMLA, the employer must allow an eligible employee to utilize vacation time or
other paid leave for this purpose.
• As with all other kinds of protected leave, an employee must be able to use this time without it counting against him or
her. An employer cannot retaliate against an employee for using the leave, and the leave time cannot be used for
disciplinary purposes.
-For more information on this law, you can visit www.boli.state.or.us. You can also call 971-673-0824.
Customer Service Standards roll out plan
• August 17 - brief department heads
o Dept. Head role:
■ Support
■ Incorporate into department new employee training
■ Ensure that supervisors use new performance evaluation form with
customer service standard item.
■ Hang up posters in department
■ Discuss how standards apply to department operations
o Ask for ideas for customer service video
• August 17 - notify union plan to add customer service to performance evaluations
effective 9/1/09
• August 26 - send out standards to all employees via e-mail
• August 26 - post standards on the internet and intranet
• Sept. 1 - include customer service standards in recruitment announcements, interview
questions, and reference checks.
• Fall: customer service classes available in employee training catalogue (with Employee
Reward points)
• Oct. 31 - roll out training video for dept. staff meetings and new employee orientation
• Other ideas: desktop reminder, screensaver.
r
Customer Service Standards
"Every time Standards"
Goals
• We respond in a timely manner and courteous manner, identifying
customer needs and striving for solutions (response).
• We set honest and realistic expectations to achieve optimum results
(expectations).
• We provide knowledgeable, timely, professional, respectful service
(professionalism).
• We take ownership of our customer's needs and follow through (follow
through).
• We value our customers and approach them with an open mind (service).
Satisfvinq the Customer
• Strive to get a "thank you" from every customer.
• Exceed the customer's expectation.
• Find one way to say "yes" instead of 3 ways to say "no".
• Follow through as promised; honor your commitments.
• To complete the customer interaction, thank the customer and ask, "is there
anything else I help you with?"
Assistinq the Customer
• Know your resources so you can provide the customers with accurate
information or direct them to another agency, person, or department.
• Stop and assist customers when requests for information or assistance are
made.
• The customer always comes first. Make them feel like they have all of your
attention.
• Listen first, seek clarification if necessary, and then respond with assistance.
• Practice good listening skills. Being patient and empathetic will go a long
ways in satisfying the customer.
• Provide immediate assistance by identifying the_ nature of the concern and
either answering the question or referring the customer to the appropriate
County employee or department for further assistance.
• Always respond to public inquiries in a courteous, professional and timely
manner.
• The Deschutes County Services Directory is available for your reference and
distribution to customers. This brochure includes an overview of each
department along with phone numbers.
• Practice the philosophy that we are County employees first, then part of a
specific department second.
• Don't guess or speculate. It's okay to say "I don't know," as long as it's
followed by "But I'll find out" or "I'll put you in touch with someone who does
know."
• Don't reflect internal pressures and stress in communications with customers
Direct Contact Customer Service Expectations
Approach
• Value the customer and approach them courteously, respectfully, and in a
professional manner.
• Notice if someone appears in need of assistance and offer help immediately.
• Smile, make eye contact, and greet customers.
• Treat everyone in a courteous manner; rudeness is never acceptable.
• Ask an open-ended question, such as, "How may I assist you?"
• If you are at a County building or facility and a customer looks lost, ask them
"May I help you find what you're looking for?" If time allows, take them to
their destination.
• Remember that customers are not an interruption of your work; they are the
reason we are here.
• Do not eat, drink, or chew gum while assisting customers.
• Acknowledge waiting customers, and if appropriate, contact other staff to
assist.
• Strive to meet a customer's needs by using HEAL:
o H: Hear them out
o E: Empathize
o A: Apologize (if appropriate)
o L: Leap into action to solve the problem.
Expectations for Phone Use
(Departments may have different phone standards, for example, these do not
apply to 911).
• Each department's main phone number allows the caller to dial "0" to reach a
staff person.
• Answer all call promptly in accordance with your department policy; usually
within 3 rings.
• When receiving a call from an outside number, answer by stating "Deschutes
County", your department and name.
• Smile when you answer the phone. Your voice will sound friendlier.
• Use a tone of voice that is alert, pleasant, and expressive.
• Do not eat, drink, or chew gum while talking on the phone.
J,
• Avoid phrases like "OK," "yea, " "hold on," "see ya."
• Hold the transmitter portion of the phone directly in front of your mouth. If you
hold it too far away, you risk not being understood.
• Whenever possible, use the callers' name.
• If nobody is around to answer a ringing phone answer it even if it is not your
assigned job. (This may vary by department, check with your supervisor on
your office policies).
• As a general rule of thumb, return all telephone calls within one working day.
This may vary based on the nature of the call, your department's individual
office policy, etc.
• When you receive a call, you "own" the call. You are responsible for serving
the customer's needs. Make it a priority to answer the customer's request
rather than transfer the call.
• The phone conversation should be ended in an upbeat manner, with a
summary of any action to be taken.
• Before placing a caller on hold, ask the caller's permission and wait for a
response. As a general guideline, callers should not be kept on hold for
longer than 30 seconds. If they are put on hold for longer, the estimated wait
time should be communicated to the customer.
• When transferring a call from an external customer, here are some general
guidelines (your office procedures may vary):
o Gather information about the call - name of caller; nature of call or
request.
o Tell the caller you will be transferring and give the caller the correct
number in case of a disconnect.
o Dial the number and wait for a "live" person to answer the call.
o Summarize the information gathered from the customer to ensure that
the call is going to the right place before completing the transfer.
o In the event that the transfer call cannot be completed, let the
customer know that you will get back with the information they
requested as soon as possible. If it takes a while to get an answer,
give the customer updates at least once a week.
• If you have voice mail:
o Record a brief greeting including your name and department.
o Avoid the less personal options such as the generic voice saying,
"Recorded name is not available."
o Alter greetings and messages as necessary to indicate planned
absences.
o Offer the caller options if possible.
• If a caller is rude or discourteous, take the high road and remain professional.
If they become threatening, abusive, or curse, calmly warn the caller that if
they continue their behavior, you will end the phone call. If they continue, end
the call and notify your supervisor immediately. For more information about
threatening behavior, please see the Prevention of Violence in the Workplace
policy, HR-9.
Professionalism
• We will provide effective, knowledgeable, prompt, and accurate information
• Employees are respected and empowered and given the tools to do their job
proficiently.
• We acknowledge our customers and address their needs with a pleasant
attitude
• Treat each customer with respect and kindness
• Provide professional, knowledgeable, and timely service
• The customer always comes first. Make them feel like they have all of your
attention.
• Staff is well informed in both their area of expertise and general County
operations.
• Take action when you recognize that the customer's expectations have not
been met.
• Employees will be professional, friendly, respectful, and courteous and will
smile and have an open ear.
• Sensitive: being sensitive and acknowledge customer's needs/problems and
treat others as you want to be treated.
• Speak in an appropriate voice level.
• Do not discuss staffing or internal issues with, or in the presence of, clients or
visitors.