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2010-79-Minutes for Meeting January 29,2010 Recorded 2/16/2010e DESCHUTES COUNTY OFFICIAL RECORDS CJ ~~10~8 NANCY BLANKENSHIP, COUNTY CLERK Vd 2010-79 COMMISSIONERS' JOURNAL 02/16/2010 11:46:24 AM 111111111111111111111111111 -7 Do not remove this page from original document. Deschutes County Clerk Certificate Page If this instrument is being re-recorded, please complete the following statement, in accordance with ORS 205.244: Re-recorded at the request of [give reason] previously recorded in Book _ or as Fee Number to correct and Page Deschutes County Board of Commissioners 1300 NW Wall St., Suite 200, Bend, OR 97701-1960 (541) 388-6570 - Fax (541) 385-3202 - www.deschutes.ora MINUTES OF SPECIAL MEETING DESCHUTES COUNTY BOARD OF COMMISSIONERS FRIDAY, JANUARY 299 2010 Present were Commissioners Dennis R. Luke, Alan Unger and Tammy Baney. Also present were Dave Kanner, County Administrator; Erik Kropp, Deputy County Administrator; and Dave Inbody, Assistant to the Administrator. The meeting was the annual retreat, and the purpose was to address and set goals and objectives for the coming year and the future. Chair Luke opened the meeting at 8: 00 a.m. 1. Survey Results. Dave Kanner explained that the annual survey received fewer responses than in the past (only about 40% this time). The questions were the same. Discussion occurred about the reasons for the decline. Perhaps the novelty has worn off, or employees are concerned about the state of the economy, increasing workloads, etc. At this time, the group went over the results of the survey. (A copy is attached for reference) Many of the results were similar as in the past, but there was a decline in those who feel that they are treated fairly and in their work-life balance, as well as how employees feel about their ability to interact with and obtain results from department leadership. Being treated "fairly" showed a higher negative response overall. The lowest response rate was from the Sheriff's Office. Although 85% of employees indicated they had a performance evaluation in the past year, Mr. Kanner indicated that the numbers for this in Personnel are much lower. In regard to the question of unethical behavior, some of the comments were not specific, many incidents were not reported (although it could be that the violation was in the eye of the beholder and not truly a violation), and it was felt that a great number of the incidents reported were not handled appropriately. Minutes of Board of Commissioners' Special Meeting Friday, January 29, 2010 Page 1 of 13 Pages Commissioner Luke pointed out that the results of such action may be confidential afterwards. There was an overall positive response to the question regarding benefits. There was some negative response to the benefits allowed for part-time employees. Commissioner Unger suggested that he would like to see some type of compensation for volunteer work. Mr. Kanner said that under federal law, compensating someone for volunteer work causes him or her to then be considered an employee, with all the complications thereof, including establishing regular work hours. The results of the teamwork question were almost the same as the previous year. In regard to ideas to improve the operation of departments, many had to do with reducing the use of paper and resources; and the idea of central purchasing for basic supplies and equipment. Commissioner Baney liked the idea; Commissioner Unger said it might work well for some items but not others. Mr. Kanner observed that printing services have gone out to bid. He does not think that hiring a procurement officer to handle purchases probably will not save any money overall. The ratings for the Internal Service Departments were similar to those from last year. Many employees do not have a reason to contact some of the service providers, so had no opinion. There were comments about Risk Management not being as visible or interactive as they could be; but an observation was made that management does not encourage going to Risk Management with questions. Regarding Communications, the number reading the Friday Updates has increased. Commissioner Unger observed that many employees seem to get information about the County indirectly through television and newspapers. Mr. Kanner suggested that the employee recognition committee should be reconvened and some new ideas presented. There were concerns about fairness in how the "point" program works, the fact that some employees do not have opportunities to attend training (and therefore earn points), and how easy it is to access the website program. It was also suggested that more local establishments should be supported. Minutes of Board of Commissioners' Special Meeting Friday, January 29, 2010 Page 2 of 13 Pages Commissioner Baney suggested a work session to discuss some of the items further. Mr. Inbody said that rewarding ways to save money and other ways to recognize the efforts of employees should be topics to address. In general, people do not feel that they are being treated fairly during these challenging times. Commissioner Luke felt that the Commissioners should attend more departmental meetings, briefly, just to make an appearance. Discussion occurred as to how to learn when meetings are held and the Commissioners could choose to attend occasionally. The number of attendees at the employee recognition dinner this month was also down. It is not known if this is due to the economy, the fact that there are fewer employees or other reasons. The group also discussed whether to try a summer employee picnic this year rather than a winter dinner. 2. Budget Priorities. Mr. Kanner asked what the Commissioners feel are important to protect and where there is flexibility. Mr. Inbody said that public safety was the biggest goal last year. Commissioner Luke observed that public safety is more than just law enforcement. Mr. Inbody stated that it should be more specific. Commissioner Unger pointed out that there are lofty goals, such as public safety. Mr. Kanner said that they could stay the same as last year. The objectives are the actions that support the goals. The work plan goes back to the performance measures in the budget. Are there other actions specifically to be accomplished that would not be listed this year or should be continued; or others that should be added. The department heads need to know what the Board's goals and priorities are so they can develop their priorities as well. Commissioner Baney asked if there are other objectives that need to be included. Minutes of Board of Commissioners' Special Meeting Friday, January 29, 2010 Page 3 of 13 Pages The Sheriff's Office operation depends heavily on whether the jail remodel project is supported by the public. The Commissioners felt that properties that can be sold eventually to support this fund should be identified as quickly as possible. Mr. Kanner stated that identifying stable funding for 911 options should be a priority. Commissioner Baney feels that there should be better policies and procedures in place as well; Mr. Kanner replied that this has been discussed at length by the E-board. Commissioner Luke thinks that representatives of all of the user groups should get together and determine how 911 should be funded. Under Administrative Services, the Commissioners would like employee suggestions regarding recognition discussed further. Commissioner Unger would like to see more childcare options available. Commissioner Baney said that she feels the Commission on Children & Families should be asked to address this issue as well as other community issues. They do not have to take a leadership role but should certainly be involved. Childcare issues directly impact economic development and needs to be a priority. Mr. Kanner observed that CC&F already has a long list of requirements from the State, plus they have local tasks. The Board would like a quarterly report to the Board on advancing adequate childcare options in the County. CC&F can take the lead if no other group has done so, and it appears that work on this issue has not been moving forward. In regard to Community Development, when speaking about groundwater, Tom Anderson felt that riparian areas should be included. Commissioners Unger and Luke asked about combining work and resources with other entities. Commissioner Unger feels that there could be more done with transportation for the various agencies. Mr. Kanner said that the City has talked about combining fleet management with the County, but that will likely wait until Dennis Morris retires probably in the near future. Minutes of Board of Commissioners' Special Meeting Friday, January 29, 2010 Page 4 of 13 Pages Commissioner Unger asked if there is any kind of succession plan in place for specific managers. Mr. Kanner stated that no one is in place to step into that position, but recruitment will address the situation. Commissioner Baney would like to make sure the comprehensive plan rework is a priority and stays on track. Commissioner Unger said that the EFU question keeps coming up, especially when people want to try to sell products from their land. Commissioner Luke observed that not everything that is EFU now should stay that way. Mr. Inbody said that Mr. Anderson also said they should identify ways to encourage economic development, and ways to direct funding for this purpose. Commissioner Baney said she would like to better understand the trends and people being served by Juvenile Community Justice, and the associated costs. Commissioner Luke stated that in the past some programs looked good but were not that cost-effective. Commissioner Baney would like information on comparable programs in other areas. Mr. Kanner observed that there are probably a lot of programs now being followed that were begun years ago and may not be effective anymore, so it is time to reevaluate. Mr. Inbody said that the Assessor's duties are based primarily on what is required through State law. Commissioner Luke would like for them to continue to look for ways to reach out to the public. The Clerk is guided by State law and their duties are pretty straightforward. Commissioner Luke asked whether the County should be involved with the judges on a referee basis to get Justice Courts established. The State has not been supportive of this in the past. Commissioner Luke would like a regular report on the impact on the area of the new Mental Health Services building. Commissioner Baney would like to have regular updates from Scott Johnson on the success or problems of treatment courts. She would also like to support the establishment of sustainable mental health services in the Sisters area, based on the fact that there are none at this time. Minutes of Board of Commissioners' Special Meeting Friday, January 29, 2010 Page 5 of 13 Pages Mr. Inbody said that work has been done to identify the need for services in outlying communities. Some might be supported by mobile services or by partnering. Commissioner Baney would like to address the need for adult dental care, and wants to investigate fluoridation in water systems, which health experts agree is beneficial. Commissioner Luke would like to continue exploring partnerships to provide public transportation to the Fair. Also, the level of County support of the Fair & Expo Center will be addressed during the budget process. Commissioner Luke pointed out that St. Charles Medical Center no longer has a place for people there for cancer treatment can hook up their motor homes; perhaps the Fair & Expo could provide some service at a reduced rate. No changes were suggested for the Finance Department, although Mr. Inbody said that how accounts payable are handled could be measured against other entities to see how well it is handled. In regard to Information Technology, the Commissioners would like to see information on how systems are working within the Court system, and how to address future maintenance and replacement. Input from the Court Administrator should be solicited in this regard. Justice Court has requested specific software. Natural Resources Protection has to do with what Joe Stutter and Dan Sherwin are doing with County lands in conjunction with the U.S. Forest Service and BLM. Commissioner Luke feels that more should be done to expand cooperation with those entities on weed control issues. Commissioner Unger asked if there is a plan for best practices for forest management, and if there are local companies that could participate so that economic benefits can be realized locally. Perhaps there are things the County can do to make sure mills and biomass plants are part of economic development in this way. Personnel is trying to identify employee terminations in regard to which employees are leaving voluntarily and which are not, and the reasons for the termination. A lot of important information can be obtained through an exit interview. Confidentiality is maintained. Minutes of Board of Commissioners' Special Meeting Friday, January 29, 2010 Page 6 of 13 Pages Mr. Kanner said that there are some departments struggling for space needs, and would like to see more done to find suitable locations in other parts of the County. There are partner agencies who will want to participate as soon as the economy improves. Commissioner Luke would like to see the numbers to support the need. Commissioner Unger stated that a short-term solution needs to be found as well as a long-term plan. Commissioner Luke observed that some groups can function as they have been for a period of time. Commissioners Unger and Baney feel that a long-term plan still needs to be investigated. An existing goal is to work through property exchanges and especially those that would benefit partner agencies and the public. Commissioner Baney would like to see continued support of roads that include recreational aspects. Economic development and recreation are connected. Transportation links also need to be a priority. Commissioner Baney would like to see the Sheriff's Office reach at least 85% in submitting employee evaluations, to bring the number up to what the rest of the departments do. Commissioner Luke said that perhaps the Sheriff could appoint someone to work with Personnel on this issue. Solid Waste construction projects are ongoing and are to be completed. What happens after Knott Landfill closes is a community decision. The Board would like to develop a plan to work through this when the time comes. Commissioner Luke said that in ten years, how garbage is handled could be much different; however, where garbage will be sited at that time needs to be addressed before that time comes. There are other counties that may be interested in a partnership at that time. If it involves the State or federal agencies, the process could take ten years, mostly due to the public process. Mr. Kanner said plasma arc gasification, which is used almost exclusively in Japan, eliminates about 90% of garbage. Although the process is expensive now, it may not be in the future. It takes up less space and serves to generate electricity as well. Minutes of Board of Commissioners' Special Meeting Friday, January 29, 2010 Page 7 of 13 Pages Commissioner Baney would like to see employees be able to volunteer for nonprofits using County time. Commissioner Luke said that some businesses allow this but he has questions about a public entity allowing this activity. This will be discussed further. Commissioner Baney would like to know what it would take to make the Lyon Room into a workout or exercise room for employees. Commissioner Luke asked about potential liability or workers compensation issues. Commissioner Unger would like to see a health clinic for employees. Commissioner Luke said that the Employee Benefits Advisory Committee suggested that a dietician be brought in or contracted. 3. 2010 Goals and Objectives Update. Mr. Kanner said that last year, the Board said that if cuts are necessary, the Sheriff, Clerk, Assessor and Tax Office were to be protected. Commissioner Luke feels these are still a priority. Commissioner Unger said that other than the Sheriff, which is mandated, the others make money for the County. Commissioner Baney said that she agrees this should remain the same. Discussion took place as to whether to close down the landfills one day a week. Mr. Kanner said that to make an impact, they would have to be closed two days. However, the workload does not change and the garbage still comes in, and this idea has to be balanced against the inconvenience to the public. Personnel expense is a small part of that budget; most of it is capital expenses. Mr. Kanner said that he has given some ideas a lot of thought and have discussed them with others. One has to do with economic development and job creation, and how the County can encourager this. He has spoken with Roger Lee of EDCO several times, and learned that there are cash incentives offered by other states that Oregon does not offer. A small amount can make the difference as to where an employer relocates. A new fund could be created, an economic development fund, which could include what is in the business loan fund. The windfall from delinquent property taxes, due to the bad economy, could be included in part. $500,000 in this fund, then enter into an agreement with EDCO, with the use subject to control of a committee, which would be used for business recruitment or incentives. Minutes of Board of Commissioners' Special Meeting Friday, January 29, 2010 Page 8 of 13 Pages A federal appropriation might be available, but a loan loss reserve is needed. It would benefit all of Central Oregon, but Deschutes County would be the primary beneficiary. This is a way to say the County is stepping up to the plate to support this work. Other jurisdictions could put funds into the fund as well, showing a regional effort. Commissioner Luke suggested that the proceeds from foreclosed lands could be used. It is not a huge amount for the cities, and they could allocate a portion of that to the fund without having to budget for it. Mr. Kanner feels that this could work. Commissioner Luke would not want EDCO having sole discretion over this, and want the Board to participate, although it is a problem when negotiations are happening with businesses. Mr. Kanner stated that this is similar to what LIGI now does. He would like to know if the Board supports the concept. Commissioner Luke would like other jurisdictions to indicate support. Commissioner Baney has a problem having these funds spent outside of Deschutes County. Commissioner Luke said many employees who work in other counties do live in Deschutes County. All counties benefit when a new business locates in the region. Commissioner Baney is concerned about public relations issues with EDCO. She feels their level of professionalism is lacking in some ways. There are bankers and advertisers who will not partner with EDCO in the future. Mr. Kanner stated that he heard a much different story. It is hard to know what is really going on. Commissioner Baney wants to proceed with caution given the current environment in the business community. Mr. Kanner said that there are some segments of the business community are not represented by EDCO and more needs to be done for them to be more inclusive. Commissioner Unger said he likes the idea of developing the fund, seeking federal support and looking for other counties to help. The administration and distribution need to be discussed further. Mr. Kropp would like to make sure that a company does not try to play one county against another. Commissioner Unger said that counties will do what they must. Mr. Kanner is having problem with the financials from the Humane Society of Redmond. They are still struggling and losing money; probably about $2,000 a month, but maybe more. He suggested that perhaps an audit would be warranted. The other idea is to budget a little more in the animal control fund and provide outright County support. It does not make sense for them to keep tapping the note, and adding to the debt to the County. Minutes of Board of Commissioners' Special Meeting Friday, January 29, 2010 Page 9 of 13 Pages The County owns the property and it makes sense to support them. Commissioner Luke feels that the County should have some accurate numbers. Commissioner Unger said that the mission and work that they do is problematic for all kinds of shelters. Commissioner Baney approves of an audit, but is cautious about providing direct funds. Mr. Kanner suggested budgeting funds in case this is needed in the future; a clear picture of their finances is needed. Commissioner Unger would like to see the big picture of humane societies examined. It would make sense for there to be one large facility. Commissioner Luke said this has been investigated in the past and no one was ever able to put it together, due to differences in philosophy and operations. Commissioner Unger will try to broker some kind of arrangement in this regard. In regard to the Bethlehem Inn, Mr. Kanner stated that they are looking for debt relief. First of all, the City of Bend needs to transfer title over to the County; although there are some potential ramifications to that. He does not think they will do anything without an agreement. The agreement has to have a fixed amount of time to perform, and representatives of the Inn will need to be aware of this. A purchase and sale agreement will include a price of $2.7 million, which is what it cost the County. The Inn representatives want to decrease this amount based on the CDGB and the City's contribution, interest costs and sewer improvements. They want the price to be $1.4 million. The time to ask the Board to write off any of it is after a capital campaign has been launched and fundraising done. Some effort needs to be made to raise funds to pay some of the debt. They need to hire a fundraiser; the County may provide the funds for this. Commissioner Luke said that he supports having a homeless shelter here, but it does not have to necessarily be the Bethlehem Inn. Mr. Kanner said that a capital campaign should not take any longer than three years. The Inn representatives not only want the lower price, but also want eight to ten years to do fundraising. If they are not willing, the property can be sold and the grants repaid Minutes of Board of Commissioners' Special Meeting Friday, January 29, 2010 Page 10 of 13 Pages Commissioner Baney said that interest was never discussed with them. It was, the County will buy the building and it will be paid off soon. The County has some responsibility about doing this quickly. They were allowed a year in the building, but it progressed to something much more than that. There is a big responsibility on the County's part to handle this situation. Mr. Kanner said they feel that the market value is only $1.5, not what the County paid for it in the past. Who knows what the market value might be in the future; it could increase. Commissioner Luke stated that this was done for the public benefit, and they could be required to split some of the profit in the future if it does increase in value. He feels that the amount should be $2.5 million since it is unclear how the interest part was addressed. He thinks that a land sale agreement would honor the requirements of the CDGB. Mr. Kanner does not think the grant will be obtained in any case because the rules of CDGB grants have changed. Commissioner Baney thinks that the County did make mistakes. No one else will want to buy the property at this time for $2.5 million, so what is the point. Commissioner Luke feels that there might be other groups out there that could manage it. Mr. Kropp suggested that the capital campaign be targeted at $2.5 million. Commissioner Unger would like to see the amount include the funds used from cash. Mr. Kanner said that if any portion is written off, the funds came from and where they went have to be identified. Commissioner Baney feels that the sewer situation should have been discovered with due diligence, and the Inn should not have to bear that expense. Mr. Kropp said that he has talked with them about buying land and investigating building, but the Inn's board said it was too overwhelming to think about at the time. Commissioner Luke said that they can agree to the proposal, or be asked to leave, or can agree to lease the property for two years while they find another location. Commissioner Baney agreed that the interest be backed out, to a figure of $2.5 million. The title needs to be transferred quickly, and the Inn board will need to talk and come back to the County with how they want to proceed. Mr. Kanner asked if there is any interest in revisiting cable franchise fees. Commissioners Luke and Baney said this is not the time to consider this. Minutes of Board of Commissioners' Special Meeting Friday, January 29, 2010 Page 11 of 13 Pages Justice Court lost $150,000 last year, and may lose up to $200,000 this year. The revenue is just not there. Staffing will need to be reduced as the volume does not justify current staffing levels. The idea was to make it convenient for citizens in the outlying areas. It was expected that they would lose money the first year, but it has gotten worse, not better. The Sheriff's Office writes tickets into certain courts, depending on where the person lives. Commissioner Luke said the current courts are overburdened already, and cannot take on more work. The Circuit Court system is the one that keeps the Justice Court from operating within the City of Bend. The effect on them might make a difference. Fine revenue started dropping off over a year ago. The tickets are not being written into Justice Court. Commissioner Luke said there are contracts with the cities, and the Circuit Court does not hold court in the evenings. He asked which locations are making money and which are not. The City of Redmond cites into Justice Court in Redmond. Judge Fadeley is an elected official and has to be paid regardless. Commissioner Luke would like to see how each location is doing, and some kind of plan presented on what to do next. 4. Other Items. None were discussed. Being no further items addressed, the meeting adjourned at 12:15 p.m. Minutes of Board of Commissioners' Special Meeting Friday, January 29, 2010 Page 12 of 13 Pages DATED this 29th Day of January 2010 for the Deschutes County Board of Commissioners. ti De nis R. Luke, hair Alan Unger, Vice Chair ATTEST: Recording Secretary Tammy Baney, ComMissioner Minutes of Board of Commissioners' Special Meeting Friday, January 29, 2010 Page 13 of 13 Pages 2010 Board of Commissioners' Retreat Agenda January 29, 2010 Allen Room 8:00am -12:00noon 1. Review 2010 Employee Survey Results 2. Budget Priorities a. Top 3 Goals/Priorities for FY 2011 b. Budget Prioritization c. Budget/Policy Considerations 3. 2Q10 Goals and Objectives Update a. Review 2Q Updates from Departments b. What changes would you like to see for FY 2011? 4. FY 2011 Goals and Objectives a. Department Heads' Suggested Changes b. Set Goals and Objectives Deschutes County FY 2010 Goals and Objectives Mission Statement Enhancing the Lives of Citizens by Delivering Quality Services in a Cost-Effective Manner Public Safety: Protect the public through a combination of prevention, prosecution, correction and supervision 1. Ensure Deschutes County can meet its long term public safety needs 2. Promote conditions, behaviors and attitudes that result in a safer community 3. Maintain and strengthen current levels of diversion and alternative programs 4. Lead and coordinate regional efforts in emergency preparedness Direct Services: Provide for direct services that enhance day-to-day quality of life and plan for future quality of life 1. Ensure accurate and timely assessment and taxation of property and recording of real property 2. Address and plan for growth in Deschutes County 3. Develop long term plan for meeting road maintenance and construction needs 4. Conduct elections in an open, transparent, secure and accurate manner Natural Resources: Assess, protect and enhance the natural resources of Deschutes County 1. Support sound forest management practices 2. Enhance and protect groundwater and surface water in the Deschutes Basin 3. Support beneficial utilization of natural resources for economic development, tourism and recreation Health Services: Facilitate, invest in and provide a system of services to improve the health of Deschutes County residents 1. Partner and offer leadership on community initiatives 2. Undertake preventive measures to reduce future demands for County and community services 3. Provide health services in an effective and efficient manner 4. Positively influence conditions, behaviors, attitudes and resources regarding health services through systems change, community mobility and policy change Support Services: Ensure that Deschutes County staff and decision makers have the knowledge, skills, resources and tools necessary to deliver quality public services 1. Assess, refine and expand, if necessary, the countywide training program 2. Evaluate and enhance customer service practices 3. Ensure that the county work environment is safe and conducive to productivity 4. Efficiently and effectively use information technology to improve staff productivity and enhance customer service 5. Provide ongoing evaluation of employee performance and employee job satisfaction 6. Ensure fiscal responsibility in all aspects of county operations 2010 Deschutes County Employee Survey 1. Job Satisfaction Strongly Agree Somewhat ' Agree Somewhat Disagree Strongly Disagree No Opinion A. Overall, I am satisfied with my job 48% 41% 7% 3% 0% B. Overall, I feel positive about working for Deschutes County 54% 36% 7% 3% 0% C. I find the work I do interesting and challenging 60% 34% 4% 2% 0% D. The public understands and appreciates the work I do 12% 49% 28% 8% 3% E. Deschutes County is a safe place to work 52% 39% 7% 1% 1% F. Deschutes County treats its employees fairly 36% 42% 11% 10% 1% G. I am proud to be associated with Deschutes County 56% 37% 4% 2% 1% H. I would recommend Deschutes County government as a good place to work 54% 36% 6% 3% 1% Highlights • Overall, County employees are very satisfied with their job and feel good about working for the County. • All statement received at least 89% agreement except the statement regarding understanding and appreciation (D). This is similar to last year. • Results are similar to last year, however overall they are slightly less positive this year. • Employees feel they are treated less fairly than a year ago. Statement F had 6% fewer respondents agreeing with it. • Employees feel less understood and appreciated this year as compared to a year ago. Statement D had 5% fewer respondents agreeing with it. 2. Personal Satisfaction Strongly Somewhat Somewhat Strongly No Agree Agree Disagree Disa ree Opinion A. Overall, I feel productive at work 60% 36% 3% 1% 0% B. I am able to handle my current workload during regular work 39% 40% 16% 6% 0% hours C. I am satisfied with my current balance of work and personal life 35% 44% 15% 5% 1 % D. Generally, my work schedule allows me to use my accrued leave time without conflicts 57% 28% 8% 5% 2% E. I am provided with adequate resources and equipment to do 46% 41% 10% 3% 0% my job effectively F. I understand how my work fits with the goals and objectives 68% 27% 3% 1% 1% of my department G. I understand how my work fits with the goals and objectives of Deschutes County 56% 36% 5% 1% 1% H. My values match or fit with the values of Deschutes County 50% 38% 7% 3% Highlights • The results are very similar to last year. • Statements relating to workload (B) and work-life balance (C) saw the largest decline in agreement over last year's survey, 4% and 5% respectively. Additionally, a more significant share shifted from strong to somewhat agree (9% and 7% respectively). • Three of the statements (D, F, G), although the percentage in agreement was about the same, saw a greater percentage shift agreement from somewhat to strong. Most notably for understanding how work fits with county goals and objectives (G), which had strong support among 56% of respondents vs. 52% last year. 3. Values Highly Valued Moderately Valued Minimally Valued Not Valued No Opinion A. Integrity, Accountability and Respect 56% 31% 8% 4% 1% B. Professionalism 55% 37% 59/o 3% 0% C. Effective and Efficient use of Resources 39% 45% 12% 3% 1% D. Safe and Enjoyable Workplace E. Innovation and Collaboration 42% 31% 41% 44% 12% 17%, 5% 7% 1% 20 F. Customer Service Skills 64% 29% 5% 2% 1% Highlights • With the exception of innovation and collaboration (E), at least 80% of respondents believe the County highly values or moderately values all of the values. • Respondents who feel the County highly values professionalism increased from 49% to 55% • Respondents who feel the County highly values customer service skills increased from 56% to 64% • The results for the other four values were similar to last year. 4. Provide any additional comments regarding job satisfaction, personal satisfaction and/or county values. [Open-ended] • There were 71 responses to this request. • 56% of the comments were negative, 30% positive and 14% neutral or a suggestion • Most frequent comment topics: 0 11 - Liking to work for the county, working for the department, like their manager, or like fellow employees o 9 - Lack of accountability or consequences for poor performers, management unequal treatment of employees o 6 - Their department exhibits values, county did a good job promoting values o 5 - Values preached, but not practiced, value customers more than employees o 3 - Like training provided in the last year o 3 - Would like flex time or would like flex time back • Several comments relating to lack of appreciation or the county valuing one group over another based on experience, skill, job role, etc... • A few comments indicated the employee relating more to their department than the county • Some respondents are feeling burned out, overworked, have low morale, feel under suspicion, concerned about job • There were a few references to greater attentiveness to safety issues • 2 respondents felt the county is going in the right direction and 2 felt it is going in the wrong direction • Identified needs to improve performance - more training, less resistance to change, more collaboration • Suggestions include wellness program/invest in prevention, reward departments for saving money, check with other departments before getting rid of equipment and supplies, standardize on-call pay • Examples provided of poor decision making include only recognizing errors or faults, punishing all for problems of a few, deciding based more on politics than performance, poor communication, lack of direction, focus more on client care than numbers, too much emphasis on how something is perceived 2 5. County Leadership Strongly Agree Somewhat Agree Somewhat Disagree Strongly Disagree No Opinion A. Communicates our strategic direction, vision, mission and values 36% 49% 8% 2% 5% B. Communicates information to me in a timely manner 30% 49% 10% 3% 8% C. Values the sharing of ideas, honesty and open communication 23% 43% 15% 4% 14% D. I am able to express my opinion to... 16% 39% 16% 10% 20% E. Treats others with respect 40% 35% 5% 5% 15% F. Has a positive attitude 36% 41% 6% 1% 16% G. Follows through on commitments 29% 36% 6% 3% 27% H. Is flexible and adapts quickly to changing circumstances 20% 35% 13% 5% 27% 1. Expects a high standard of ethical behavior from me 71% 15% 0% 1% 12% Highlights • With the exception of expressing opinions (D) and flexibility (H) approximately two out of three respondents are in agreement with the statements. • Agreement among respondents dropped by 3% to 8% for most statement as compared to 2009. However, the percentage of respondents disagreeing with the statements were consistent, year-to-year. There were a larger percentage registering no opinion. • Strong agreement with treating others with respect (E) increased to 40% from 33% in 2009. • Although more respondents strongly agreed with following through on commitments (29% vs. 25%), fewer agreed overall (65% vs. 72%). • Although respondents in strong agreement with expectations for a high standards of ethical behavior (71% vs. 65%), fewer agreed overall (86% vs. 93%) 6. Department Leadership Strongly Agree Somewhat Agree Somewhat Disagree Strongly Disagree No Opinion A. Communicates our strategic direction, vision, mission and values 43% 38% 12% 6% 2% B. Communicates information to me in a timely manner 32% 47% 12% 7% 2% C. Values the sharing of ideas, honesty and open communication 42% 35% 10% 12% 2% D. I am able to express my opinion to... 37% 35% 13% 11% 4% E. Treats others with respect 57% 26% 9% 6% 2% F. Has a positive attitude 52% 33% 8% 3% 4% G. Follows through on commitments 40% 36% 9% 5% 10% H. Is flexible and adapts quickly to changing circumstances 40% 33% 13% 6% 9% 1. Expects a high standard of ethical behavior from me 80% 14% 2% 2% 3% Highlights • Responses regarding department leadership were higher than county leadership for every statement • Three out of four respondents agreed with nearly every statement. • Agreement with open communication (C) declined from 83% to 77% • Ability to express an opinion to department leadership (D) dropped from 83% to 72% • Following through on commitments (G) dropped from 81% to 76%. • Flexibility (H) dropped from 80% to 73% • Unlike county leadership, these drops were reflected by increased disagreement, as opposed to no opinion 7. Supervisory Leadership Strongly , Agree Somewhat Agree Somewhat Disa ree Strongly Disa ree No Oinion va lues Communicates our strategic direction, vision, mission and va 52% 35% 8% 3% 3% B. Communicates information to me in a timely manner 40% 51% 5% 3% 1% C. Values the sharing of ideas, honesty and open communication 63% 28% 7% 1% 1% D. I am able to express my opinion to... 57% 29% 5% 4% 4% E. Treats others with respect 73% 20% 5% 0% 1% F. Has a positive attitude G. Follows through on commitments 61% 59% 32% 31% 3% 5% 1% 1% 3% 4% H. Is flexible and adapts quickly to changing circumstances 45% 43% 11% 0% 1% 1. Expects a high standard of ethical behavior from me 85% 8% 1% 1% 4% Highlights • Responses regarding supervisory leadership were higher than department leadership for every statement • Agreement with the statement on open communication (C) increased from 85% to 91% • Results for the other statements were consistent with last year. 8. Job Duties and Performance Evaluation Strongly Agree Somewhat Agree Somewhat Disagree Strongly Disagree No Opinion A. My job duties and responsibilities are clearly defined 53% 36% 8% 3% 0% B. Expectations for my work are clearly communicated 48% 36% 11% 4% 1% C. Expectations for my work performance are reasonable 53% 34% 7% 6% 1% D. All members of my team are treated fairly (no favorites) 43% 21% 19% 16% 1% E. I have received a performance evaluation in the last 12 months 85% 6% 2% 5% 2% F. I receive ongoing feedback on my performance 44% 33% 11% 10% 2% Highlights • With the exception of the statement on fairness (D), more than three out of four respondents agree with all the statements. • A larger percentage (91% vs. 87%) indicated they had received a performance evaluation in the last year. • The only statement for which there was less agreement this year addressed fairness. It dropped from 78% agreement to 64%. 4 9. Have you seen or experienced unethical behavior or actions by a Deschutes County employee? Responses % of Responses Yes 33 10% No 294 90% (If the answer was yes, the respondent was asked some additional questions) 10. What was the general nature of the unethical behavior or action? • Using or attempting to use position for personal benefit or benefit of a relative or business to which the employee is associated (15) • Accepting gifts, favors, services or employment intended to influence employee's work (3) • Participation in business or organization which might inappropriately influence employee's decisions or judgment or conflict with official duties or responsibilities (3) • Solicit money, influence or service to promote or oppose any political committee or candidate during work hours (0) • Other (16) [open-ended] o Stealing and Criminal activities (2) • "Involved in crimes/assaults" ■ "Surplus equipment/materials taken for personal gain" o Harassment (4) ■ "Harassment based on gender" ■ "Poor boundaries in health field/malpractice type behavior" ■ "Sexual harassment" ■ "Harassment and violence creating a hostile environment" o Time at work issues (3) ■ "Not work, but get paid as if working" ■ "Misuse of county time" ■ "Fraudulent time card recording" o "Selling of personal business products" o "Encouraging voting specific way on current measure" o "Department supervisor sharing with other employees, plans to write up another employee. Hiring/interview processes based on looks not performance." o Personal Behavior ■ "Sarcasm as a way of being funny, and it is non-stop" ■ "Egregious personal behavior" ■ "Personal behavior effecting work duties and environment" o "No comment" 11. Was the incident reported? Responses % of Responses Yes 22 67% No 11 33% 12. Was the incident addressed appropriately? Responses % of Responses Yes 13 39% No 20 61% 5 Strongly Somewhat Somewhat Strongly No 13. Benefits Agree Agr ee Disagree Disagree Opinion A. Overall, I am satisfied with the benefits offered to me 66% 26% 4% 2% 2% B. I have a good understanding of the benefits available to me 51% 40% 7% 1% 2% C. I receive communication and assistance necessary to 59% 30% 8% 1% 2% understand the benefits available D. I believe the amount I pay for health insurance is reasonable 76% 17% 3% 2% 3% and affordable E. I understand the tax advantages of participating in a flexible 66% 20% 5% 2% 7% spending account (Manley Services) F. My health benefits claims are paid in a time manner 47% 33% 12% 3% 6% G. My flexible spending (Manley Services) reimbursements are 33% 13% 3% 0% 51% paid in a timely manner Highlights • Very positive response regarding the benefits program • Strong agreement with timely payments from Manley Services increased from 24% to 33% • The results are similar to last year for the other statements 14. Provide any additional comments regarding County benefits. [open-ended] • There were 73 responses to this request. • 39% of responses were positive, 34% negative and 27% were neutral or suggestions • The most common response s include: o General positive comment about the benefits offered (14), there was one negative comment o Positive comments about benefits administrator or Personnel Department (8), there were 3 negative comments, one positive comment about Risk Management o Problems with claims (rejected, slow payment, slow response, errors) (7) o Suggestions for wellness program or expansion of alternative care/preventive coverage (6) o Positive comment about addition of Benny Card (5), there were 3 negative comments o Negative comments about part-time employee coverage (4), there was one positive comment o Positive comments about Manley Services (4), there was one negative comment o Positive comments about alternative care/massage (3), one negative comment about massages • Other comments about changes in coverage o Deductible too high (4) o Premiums should be tiered (4) o Dental cap too low (2) o On-call or part-time, less than 20 hours/week should have coverage (2) o Premiums too low (2) o More for tobacco cessation (1) o More leave time based on years of service (1) o New gym discounts (1) o More preventive care without deductible (1) o Cover gastric bypass type surgeries (1) o No cap on salary steps (1) • Other general comments: o Coverage too complicated, more information, better communication (3) o Don't raise premiums, deductibles, don't reduce coverage, concerned about PERS (3) o Negative comment about EBMS (1), one positive comment 6 15. Teamwork Strongly Somewhat Somewhat Strongly No _ Agree Agree Disagree Disagree Opinion A. My work group has a culture of good customer service 68% 27% 4% 1% 1% B. Members of my work group are committed to doing quality work 65% 29% 4% 1% 1% C. Members of my work group encourage each other to give their best effort o 55 /0 0 34 /0 0 7 /0 0 3 /0 0 2 /o D. There is a sense of teamwork among my co-workers 53% 28% 12% 6% 1% Highlights • Very positive response regarding teamwork • The results are similar to last year for the other statements 16. What cost savings ideas do you have to improve the operation of your department? [open-ended] • There were 86 responses to this question. • Most frequent suggestions o Replacement of paper with automated process/paperless/electronic scans (12) o Electronic signature, electronic storage, EMR, online benefits enrollment, online time clock (11) o Reduce management/staff (9) o Offer flexible schedules/ 4 10-hour days to improve productivity (6) o Better utilization of employee time and skills/fewer or more effective meetings (5) o Sensor lighting in all buildings (3) o Central procurement/bulk order supplies/better control of supplies (3) o Reduced work hours when slow (2) • Other suggestions o Promote within departments o Analyze management productivity/skill set o Goals for green practices o Education specific to field o Telecommuting options o Eliminate separation between felony and misdemeanor attorneys in District Attorney's Office o Hire in at higher step to improve quality of staff and reduce turnover o Make more training mandatory o Standardize definitions of responsibility, experience and skill level in job descriptions o Continue unpaid holidays like in 2009 o Eliminate supervisor take home vehicles o Require all employees to turn off computers when they leave work o Program in secure detention facility to generate money from other counties o Let departments to decide whether to pay for janitorial services o Reduce water usage/overwatering in summer time o Health Services Department ■ Automate appointment reminder system to reduce client no shows ■ Require clients to bring proof of income to determine accurate sliding scale fee ■ Collect client co-pays and sliding fee payments ■ Administrative staff issue case closing letters to clients with 3+ no shows instead of clinical staff ■ Consequences for failure to complete required documentation o Require basic computer skills for all new hires o Working manager model o Negotiate purchase price for routinely purchased items o Establish productivity goals o Program integration/interprogram or interdepartment joint services o Link Courts, District Attorney's Office, Sheriff s Office and Adult Parole & Probation to electronic order system o Central department for disposal of excess or retired property assets 7 17. Internal Service Departments Excellent Good Average Poor A. Administrative Services (Administrator's Office) 41% 43% 13% 3% B. Personnel 66% 25% 8% 1% C. Finance 60% 30% 9% 1% D. Information Technology 63% 29% 7% 1% E. Legal Services 38% 42% 13% 7% F. Property and Facilities 41% 36% 17% 6% G. Risk Management 46% 38% 15% 2% Highlights • Very positive response for all internal service departments, all with at least three of four responses excellent or good • Percentages exclude no opinion/no contact, which were the following: Legal 42%, Administration 24%, Finance 24%, Property & Facilities 21%, Risk Management 21%, Information Technology 6%, Personnel 2% • Most notable departments: Information Technology (92% excellent or good, 63% excellent), Personnel (66% excellent, 91% excellent or good), Finance (90% excellent or good, 60% excellent) • All departments matched last year's results or improved on them o Administration increase excellent responses from 39% to 41% o Excellent responses for Finance increased from 53% to 60%, but good responses declined from 37% to 30% o Excellent responses for Information Technology dropped from 66% to 63%, but good responses increased from 24% to 29% o Excellent responses for Legal declined from 42% to 38% o Excellent responses for Property & Facilities increased from 37% to 41% o Excellent responses for Risk Management increased from 38% to 46%, but good responses declines from 43% to 38% 18. Provide any additional comments you have regarding any of the internal service departments. [open-ended] • There were a total of 42 responses to this request. • Administrative Services o County Administrator listen to employees more, not just personal agenda (1) o Feedback/messages can seem parental and judgmental (paid/unpaid time off) (1) o Slow response time (1) • Finance o Great caliber of work (1) o Need to automate (1) o Too much make-work/requirements (1) • Information Technology o Positive comment about staff (11) - good customer service, don't get frustrated or judgmental, prompt, technical assistance and educate as fix problem o Help line can range from helpful to rude (1) o Difficulty making requests a priority (1) o Keep making changes to improve customer service (1) o Need more fmancial support to upgrade programs offered (1) Legal o Need to improve customer service (2) o Positive comment about staff (1) Personnel o Positive comment about staff (8) - friendly, helpful, polite, patient, positive, nice o Slow, limited assistance reconciling job descriptions (1) o Slow response times (1) 8 Property & Facilities o Positive comment about staff (4) - work hard, friendly, professional, dedicated, customer service oriented o Fill out a work order for anything is frustrating (1) o Charge too much for services (1) o Slow response to work requests (3) o Janitorial service is sub-par (1) o Positive comment about janitorial service (1) o Need manager who cares about building safety (1) o Poor customer service (1) o Need more communication with departments (1) o Make suggestions on what departments can do to keep buildings in good working order (1) o Blame management, not staff (2) Risk Management o Don't need to be told what is safe/unsafe (1) o Not as visible as used to be (1) o Only care about managers and not employees (1) o Would rate higher if management encourage or support going to them with questions (1) o Slow response time (1) o Skid car training is great (1) 19. Communications Dail Weekly Monthly Never A. Co-Workers 44% 25% 16% 14% B. Supervisor or Manager 27% 38% 23% 12% C. Department Leadership 13% 30% 40% 16% D. County Leadership 5% 25% 41% 29% E. County Administrator's Friday Update 1% 78% 10% 11% F. County Public Website 11% 23% 33% 34% G. County Intranet Website 26% 32% 26% 16% H. Other Websites 18% 20% 14% 47% I. Local Newspapers 37% 22% 16% 26% J. Local Television 37% 19% 14% 31% K. Family and Friends 14% 16% 20% 50% L. County "Everyone" Emails 23% 27% 32% 19% Highlights • Nearly half of respondents get county information from co-workers daily, 70% at least weekly • The Friday Update is the most widely accesses source of information at least weekly (79%) and at least monthly (89%) • 50% or respondents never get county information from family and friends, and 47% never rely on non- county websites • Results are similar to previous year 20. Do you read the County Administrator's Friday Update? Responses % of Responses Yes 275 87% No 42 13% • This is an improvement of last year when those responding "yes" was 83% 9 21. What changes to the Friday Update would increase the likelihood you would read it? [open-ended] • There were 77 responses to this question • 20 responses said they like it as it is and 11 said they couldn't think of anything to change • 11 respondents said they would be more likely to read it if it were shorter • 6 respondents wanted more about departments • 6 respondents said they wanted less fluffy or trivial content • 6 said they wanted it to go directly to their email again • 3 said they can't access it • Other suggestions o More honest and direct about real issues o Make bi-monthly or monthly o Health tips or prevention ideas o More upcoming events o More pictures of employees o Bullet points o One to two sentence synopsis o More stories from general public about how we helped them 22. What do you consider the most valuable information you receive from county sources? [open- ended] • There were 130 responses to this question • Top Responses: o Friday Update (37) o Everyone Emails (23) o Change in policy (23) o Departmental information (12) o Board of Commissioners' activities (11) o Benefits Information (10) o Budget/Funding Information (10) o County website/intranet (8) o Weather / Road conditions (7) o Current events (7) o From department director, manager or supervisor (7) 23. How might information be better communicated to you? [open-ended] • There were 74 responses to this question • Top Responses: o Good as it is (18) o Email or Everyone Email (17) o Immediate supervisor / department management (5) o County website / Sharepoint (5) Suggestions o Fewer everyone emails, post less critical information on intranet o Better communication from department management o Have commissioners / county administrator attend team meetings quarterly o Televised Friday Update (on intranet) o Shorter and to the point o Receive information more promptly o Don't use Friday Update to distribute important information o Receive agendas from meetings management attends o Send "Hot Topics" if something will hit newspaper before Friday Update o Use reference like Plan Check 10 24. Education and Training Strongly Somewhat "Somewhat Strongly No ee ee Disagree Disagree Opinion A. In the last 12 months, I have had adequate training opportunities to develop knowledge and skills 46% 34% 9% 7% 3% B. Deschutes County effectively uses coaching and mentoring to train new employees 21% 40% 19% 9% 11% C. I have the right skills and training to do my job effectively 62% 33% 4% 0% 1% D. The members of my work group have the right skills and training to do their job effectively 49% 41% 8% 25 2% E. My department supports my continued education, training and career growth 47% 31% 13% 7% 3% F. Additional training would improve job performance in my department 39% 41% 10% 2% 8% G. I am satisfied with the selection of courses available through the training catalog 26% 42% 9% 4% 20% Highlights • The percentage of respondents who believe additional training would improve job performance in their department (F) dropped from 88% to 80% (strongly agree and somewhat agree) • All other results are similar to last year • The statement about satisfaction with the selection of courses (G) was new this year 25. Have you taken advantage of training opportunities offered by Deschutes County in the last 12 months? Responses % of Responses Yes 226 71% No 91 29% (those who answered yes were asked the following question) 25. What type of training did you receive in the last 12 months? (Mark all that apply) • 57% - Job-Specific Training • 30% - Business Skills Training • 27% - Computer Training • 20% - Supervisory Training • 12% - Health and Benefits Training • 17% - Other [open-ended] o Spanish (12) o Ethics (10) o Customer Service (8) o Skid Car (6) o Diversity (2) o Financial (2) o Stress Reduction o Conflict Resolution o Boundaries o CPR o PERS o Working with difficult people o GLBTQ Service o Driver Safety o New Employee Training o Computer Organization 11 26. How do you utilize what you learned in your training course? • 57% - I regularly use what I learned • 36% - I occasionally use what I learned • 4% - I rarely use what I learned • 2% - I don't use what I learned or it doesn't apply to my job • 2% - I need additional training to use what I learned 27. What was positive about your training? What would have improved the quality of your training? [open-ended] • There were 81 responses to this question • Positives about training o Good instructors, good class (28) o Received good, relevant, necessary skills (23) o Use what I learned, made me more effective in job (12) o Interaction with other employees, other departments (10) o Great opportunity (5) o Good resource materials (6) o Improvement have been made in course offerings (2) • Improvements o Need to customize to fit Deschutes County/department/position (6) o Too much information in too little time/confusing (5) o Not relevant/realistic/too basic (4) o One class per week not enough for a foreign language (3) o Don't get to use skills learned in job (2) o Need more opportunities to take basic technology/computer courses (2) Suggestions o Need more guidance on which courses I should take o Shorter courses are easier to schedule o More open communication (2) o Should offer writing, grammar and vocabulary classes o Oregon Skills Demo should be part of training for all Road Department employees o Would like more language class offerings 28. What type of training would you like to take that is not currently available? [open-ended] • There were 95 responses to this question. • Most common requests: o Job-specific/Specialized training (17) o Job specific training offered outside of county (13) o No time/difficult to schedule/no funds (8) o Team building / Dealing with other employees (9) o Advanced computer courses (5) o Communications Skills (5) o Basic computer courses (5) o Supervisory Training (5) o Personal/Life Skills (5) o My requests for training have been denied (4) o More offerings for each course (4) o Budgeting/Statistics (3) o Advanced Spanish (3) o Interviewing Skills (2) o Sharepoint (2) o Acuterm Program (2) o Mentoring/Tutoring following class (2) o Grammar and English courses o Learning about other departments 12 29. Em to ee Recognition Excellent Good Average Poor No Opinion A. Annual Employee Recognition Dinner 9% 20% 18% 12% 42% B. Stellar Employee Awards (Peer-to-Peer) 10% 29% 23% 14% 24% C. Longevity Plaques 15% 31% 26% 11% 17% D. Longevity Pay 46% 31% 10% 2% 11% E. Earned Points from Employee Recognition Program 9% 20% 25% 20% 26% F. Departmental Recognition Events 15% 29% 19% 14% 24% G. Overall Employee Recognition by Deschutes County 10% 33% 28% 11% 18% Highlights • This is the first year that the survey has included employee recognition inquiries. • Responses are evenly split for overall employee recognition between excellent/good and average/poor • Longevity pay is the only category receiving significant positive support 30. Have you visited the Employee Recognition Program website? Responses % of Responses Yes 163 52% No 150 48% 31. How might the current Employee Recognition Program be improved? [open-ended] • There were 101 responses to this question • Most common responses o Increase points awarded for each criteria to allow for better redemption items (12) o Don't like current program (9) o I like the current points program (7) o Don't know how to access website/Needs to be easier to use (7) o More communication of program (6) o Provide more department-based recognition (6) o Use points for time off/flex time (5) o Offer points/awards that support health lifestyles/wellness (3) o Recognition more meaningful from supervisor (3) o My manager/department does not believe in/support program (3) o Need way to honor more people (3) o Stellar Employee Award is popularity contest (3) o Need more opportunities to earn points (3) o Stellar Employee Award - praising one employee can be a slight to another (2) o Points not immediate enough/ not often enough (2) o Inequity between supervisor's evaluations (2) o Encourage supervisors to recognize employees (2) Other suggestions o Reward with training and equipment o Reward with extra pay o Provide options for how employees are recognized o Merit-based pay o Annual staff retreat o Points for Stellar Employee Award o Base recognition more on customer comments than co-workers o Have annual dinner in warmer weather o Offer rewards/merchandise that support local businesses 13 32. What type of employee recognition, not currently offered, would you like Deschutes County yo consider? [open-ended] • There were 62 responses to this question • Most common responses: o Extra pay/cash bonus (6) o Gift certificates at local establishments (5) o Acknowledgement of job well done by supervisor/department head (3) o More department specific recognition (3) o Allow staff to attend trainings (3) o Merit and skill based recognition/pay (3) Other suggestions: o Employee of the month o Use points for time off o Recognition for cost savings ideas o Targeted customer service surveys o Extra points for carpooling or commute options o Challenge coins o Attendance recognition o More opportunities for divisions within departments to get to know each other o Double points for employees at top of pay scale o Benefits that promote employee health o Have each department nominate someone o Increase retirement benefits for long term employees 33. Provide any additional thoughts or comments about working at Deschutes County. [open-ended] • There were 82 response to this request • Most common responses: o Good place to work/like my job/like my co-workers (50) o People are not treated equally (4) o Thanks for the opportunity to express opinion (4) o Poor performance by supervisors (5) o Need more support for wellness (2) o Promote change and progressiveness (2) 14 m ~ v d m is a Q6 d C O E c C C °a c J 0 U J L m O m 5 tl! W m ~ W >n O O 40 N c d o O m y J E O O L Z C m 0 V U a E m ~UI m d > m _ m 2 J m c p a y c CL m d m H tm C m O L N n D m N C 7 T ? O m U 9 U N V _ O C m m M 0 ' V 7 N V O 0 .C c 5 O C 7 C m y ad c 3 ~ 2aaio E'C9 U d E . wp m v 0 m m C y N 0 M m m 3 r a a c = C L $ E H o'Om C V p o (D m o~ c LL q _ ° = 3 m Ecmo o c D t O N 6 N D ID ' C G > ❑ m V N C 9 . • L G m L y C H ~ a C ta0 N y N r d N O O 7 C O E m a° ° O r- 0 ~pp ° Qo mN T t J aoo~a L m N W -0 1 p 0. O O p C L O 75 V N m C y Lr C m 1 ! 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LY O Of U _ $ C 0 ~ C c C v m F 2 m mE 5 a . y 3 oc m 0. n a) N im a E'o m E v v m t3~ '3ycov am 5c do'v ~y0 o)~c 0 y rno ~ 0010 ~ i 0 a C V N m O w N O) t y m N 0 m N m v LJ V N D m C rr N C C C C y 0 o E C p o.rm m "O E m y C 0 amE a C N O 0ma r O N p C U n m C y 0 am m C y y amEE oEc E n xm oar ym_on Qom cy ma om omm i o aom~coi Umaoi > a m~ a3 ~v UNm UN m ¢UEm0 Cd w Cav In cx QS mm ¢~O Qd0 > a N U F m N C r` U O m m C O ~ Ern aci o Q fn N FY 2010 Goals and Objectives Second QuaneP Summary Upd&N Goal 1: Public Safety Ob active q1: Lon Term Needs A She s ce et A. Corrections Facili Measure 17Matrixin tp 20 30 40 B. Ma in System 1. Vehicle Accidents C. Di ital Evidence System 1. Install s stem Health Services A. Local Beds 1. New beds 2. Total beds Administrative Services A. Fundin for !ail ex ansion 3. Need met 1. Fundin for'ail construction Property & Facilities A. Construct OSP/911 buildin 1. Com late construction 02: Safety Community - 911 CSD A. Emergency assistance measure swered <5 sec 10 20 30 40 swered <10 sec time A ring time n e ndonment rate referral time im rovement program Community Justice A. Electronic monitorin n etil actronic tronic device B. Drug and alcohol tre atment 1. Youth completed ro ram C. Juvenile recidivism 1. Youth re-offend D. Repair harm to community 1. Fulfill restitution istrict Attorney's Office E. Adult restitution aid A . Prosecute criminials 2. Fulfill community service 1. Offenders re a restitution 1. OUII cases filed 2. Trials 3. Major felon cases tried 4. Major felony convictions 5. Victim notification 6. Continued education 7. Juvenile delinquency petitions 8. Juvenile dependency petitions B. Settle less serious cases 1. FASTtrack cases 2. Famil Drug Court cases 3. Mental Health Court cases 4. Dom. Violence Court cases Sheriffs Office A. Inmate programs 1. Inmates in programs B. Jail o eration 1. Inmate incidents C. Community call responses 1. De uties er residents 2. PaVOI calls for service 3. Person and property crimes 4. Criminal cases per deputy 5. Civil papers processed 6. Search & Rescue missions Health Services A. Mental health crises 1. Timely crises response 2. Crises service hours 3. Crises res onse received Justice Court A. Reduce receivable balance 1. Increase in receivables 2. Rate of collection of fines B. Resolve small claims cases 1. Cases resolved before trial C. Decrease recidivism i t. Recidivism rate ,e 03: Diversion A Altemati- - Community Justice • A. Domestic violent in treatment 1easure 1. En a ed in treatment la - 2Q 30 40 2. treatment Health Services A. Operate treatment courts AM 1. ealth Court 2. Mental Health Court graduates 3. Mental Health Court who re-offend 4. # in Drug Court 5. Drug Court graduates 6. Drug Court who re-offend B. Bridge Program 1. In Brid a Pro ram 2. Enrolled retainin service 3. Successful outcomes 4. Re-offenders Objective 04: Emannenev Pr meinoee Sheriffs Office A. Meet state uidelines measure 0` sastencandemlc exercises l0 2Q 30 40 Health Services A. Response to emergencies 1. Leaders in notifications stem 2. Duties in 'ob descri lion B. Distribution of information 1. Care fivers trained 2. Info. to home visit families Met tar et 0 1 0 0 Meetin or on ace to meet tar et 1J 16 Pendin in ro ress or no data available 34 2p Not meetin or on ace to not meet tar et 14 14 - Did not meet target 0 0 0 0 65 53 Goal 2: Direct Services nhi-fl-fH• e.enee....- Q --l- County Assessor's Office A. New construction a raisals Appraisals completed _ B. Name and map change 1. Assement records updated 2. Da update assesment 3. Tax maps updated 4. Days update tax ma s C. Certify assessmentitac roll 1. Assessm id11s completed County Clerk's Office A. Real property 2. Tax s - filed 1. Proper records completed - - B. Process vital records 1. Marriage licenses error free 2. Domestic artnershi s error free 3. Pass orts error free Community Development A. Comprehensive Plan 1. Com rehensive Plana roved JV .V 2. Trans. System Plana roved 3. Community plans completed B. Community development 1. Land use review turnaround 2. Building plan review turnaround 3. Customer questionnaire Solid Waste A. Maximize resources 1. Cell 5 construction accepted 2. Ne us improvements approved 3. Guideline violations Objective 0: Road Maintenance/Construction Action Measure 1Q 20 30 40 Road A. Fundin rioritization strategy lement strategy 3. Re-revaluate moratenum 1. Resc!nalaoprove reso¢uior C. Maintain condition of roads 1. Roads ratios D. Pavement M mt S stem data 1. Arterials/collectors inspected Objective 94: Elections Action Measure /Q 20 30 40 Count Clerk's Office A. Voter notification cards 1. Cards mailed r-189 1n 9n - do Met tar et 4 5 5 5 Meeting or on ace to meet target 14 12 _ Pending, in progress or no data available 6 5 Not meeting or on ace to not meet target- 1 - 3 Did not meet target 0 0 0 0 Goal 3: Natural Resources Ohinntiva R1 - Fnrner Manann.nnnr Natural Resource Protection A. Work with USFS & BLM 1. Environmental planning meetings B. Env. Impact Studies 1. EIS in ut 2. Field trips C. Best Mgmt Practices 1. Count land managed b BMP 2. Land sold with fuels treatment 3. Polic instituting BMP Community Development A. Nitrates from onsite systems 1. Next ste s 2. Local Rule financial asst. Ian 13. High groundwater lot project 4. Sunnver sewer feasibility stud 5. Water quality impacts - 6. Onsite s s. code enforcement 7. Address onsite system failures 8. Approvals with measures B. Water risk 1. ESA risk assessment Community Development A. Define natural wetlands .^.en8 y -und.n for ro'ect 2. Delineation of wetlands 3. Methods of protecting wetlands _ B. Invento of resources 1. Comprehensive Plana roved Fair & Expo A. Facilities economic impact 1. Economic Impact of fair & ex o - Road A. Noxious weed control 7 V: to Count Fair 1. Acres treated Natural Resource Protection A. Community fire plans 1. Comm. Wildfire Protection Plans 2. Fuels treatment rant requests 3. CWPP Committee meetings 4. Project Wildfire/Fire Free activities 5. Acres treated 6. Treated acres with utilization methods JCtld ~~'Jasie A. Recycle reduce lancmii waste -ecvc'ed solid waste Property & Facilities A. Recreation from land trades 1. Com lete BLM land trade 2. Com lete DSL land trade 3. La Pine Rodeo roe from BLM Met target 2 2 2 2 Meeting or on ace to meet target 8 9 Pending, in progress or no data available 18 17 Not meeting or on ace to not meet target 3 3 Did not meet tar et 1 1 1 t Goal 4: Health Seirvices Commission on Children & Families A. Awareness/service delivery 1. Communication rojects B. Knowledge of needs 1. Contacts 2. Presentations 3. Media cotacts 4. Households receiving report card C.child abuse Drevention nejW- - needs ere services met D. Advocate for policies 1. Child abuse com fiance re rtin 2. Back round check com fiance E. Invest in programs 1. Parents reading to children 2. Children immunized F. Prevention and intervention 1. Em ars with child rare afsL 2. Child W* rm)ort improvements 3. Child care in development activities G. Juvenile Crime Prev. Plan 1. Develop and implement plan 2. Im lement priorities in plan H. Juvenile crime prevention 1. Meeting outcome measures 2. Meeting best practices criteria 3. Substance abuse improvement Health Services A. Reach out to businesses 1. Disease re ortin imm. Com 1. 2. No school for imm. non-com I. 3. Planning svc thru outreach 4. Referrals to Babies First 5. Referrals to CaCoon B. Access to health services 1. La Pine given reproductive services 2. Sisters families with WIC svcs 3. Visits at WIC clinic in La Pine 4. OHP getting mental health svcs C. School-based health centers 1. Centers state certified 2. Child visits for health services 3. Visits for mental health services nr.ro.a..o o.e m nne Commission on Children & Families A. Implement strategic plans 1. Implement plan prioirities B. Resources for prioritized needs 1. Cash match leverage 2. In-kind donation leverage 3. Volunteer hour leverage 4. Value of state and federal rants 5. Track resources and volunteer hours C. Prevention and intervention 1. Families receiving home visits 2. CASA children not re-abused 3. Health Start families abuseine lect 4. Stable situation before leaving shelter 0. Safer community programs 1. Mentor program improvement 2. Academic progress in shelter Health Services A. Reduce chronic disease ~acdhtes tooacco free 2. Chronic disease em I. contacted B. Birth control service access 1. Women brought to Mosaic Medical 2. Family planning client visits C. Communicable diseases 1. 2 ears olds immunized 2. STD er HIV exposed contacted D. Perinatal depression screenings 1. Clients screened for depression E. Early Assess. & Supp. Alliance 1. Enrolled 2. Need met F. Enhanced Care Program 1. Able to remain in community G. Respond to crisis situation 1. Crisis referrals response 2. Cnsis tans develo ed time) Commission on Children & Families A. Invest in programs 1. Meeting outcome measures B. Management of programs 1. Grant obli Mons met 2. Contract target outcomes met 3. Programs meeting criteria 4. Quarter) reports completed 5. Site visits and self-assessment Health Services A. Direct client care and service 1. Behavioral health to direct services B. Strengthen Department 1. Report of actions C. Fundin for beneficial services 1. Contract measures met D. Staff satisfaction 1. Job satisfaction index on survey E. Client hours for health services 1. Health clinicians achieving goals 2. Assigned caseload receiving WIC 3. Mental health clinicians meet goals F. OHP funds for mental health 1. OHP used for delivered services G. Facilitiestfamil care for seniors 1. Clients requiring higher level of service H. Developmentally disabled support 1. Re uets for out-of-home placement 1. Information management system 1. Electronic records stem 2. Electronic records stem group J. Account receivable/billing process 1. Accounts receivable for claims K. Improve billin office rocedures 1. Create rocedures and work flows Met target 4 4 2 2 ____Meeting or on ace to meet tar et 24 23 Pending, in prowess or no data available 38 37 Not meeting or on ace to not meet tar et 6 6 Did not meet tar et 2 2 2 2 14 r4 4 4 Goal 5: Support Services In In In An Administrative Services A. Countywide standards 1. Train all departments on standards 2. Track customer service feedback information Technology A. Feedback for services 1. Survey response 2. Satisfaction with service provided 3.Timeliness of service rovided Sheriffs Office A. Off-du training re imen 1. Completed Vainin hours for staff Objective #3• Work Safet Action Measure 10 20 30 40 Administrative Services A. Workplace safe training 1. Training and education program Risk Mana ement A. Facilities/equipment condition 1. DART Rate Property 8 Facilities A. Facilities/equipment maintained 1. Failures for buildings and equipment 2. Res ".rise time to service requests Ob ective #4: Productivl from Technolo Action Measure 10 20 30 40 Information Technolo A. Maintain cost for services FIT as portion of operational budget Sheriffs Office A. Records Mana ement System 1. Pro'ed com letion Administrative Services A. Employee recognition program 1. Committee review sessions held 2. Recommendations implemented Personnel A. Employees voluntarii terminatin 1. Em to ee volunta turnover rate B. Employee evaluations 1. Receivin exit interview 2. Exit interviews responded to 3. Em to ee evaluations com feted Finance A. Data to Budget Committee - 1. Bud et -complies with GFOA 2. CAFR complies with GFOA B. Tax roll to tax districts 1. Tax statements issued time) 2. Tax distribution 3. Tax accounts processed per FTE Administrative Services A. Policies through audits 1. Count audit acceptance rate 2. Follow-up work plans developed 3. Follow-upaudit reports completed 4. Post-audit customer satisfaction rate Sheriffs Office A. Support services at lowest cost i. Direct cost per inmate 2. Percentage non-sworn employees B. Maintain vehicle fleet 1. Vehicles maintained Road A. Management of resources 1. Savin s from count rock crushin Solid Waste A. Mana ement of resources - 1. Savin s from coun excavation Met target 0 0 0 0 Meeting or on ace to meet target 9 13 Pending, in ro ress or no data available 21 13 Not meetin or on ace to not meet target 5 4 Did not meet tar et 0 0 0 0 npAhin TnT®S 1C3 20 30 40 Met target 10 12 9 9 Meeting or on pace to meet target 72 75 0 0 Pending, in progress or no data available 117 92 0 0 Not meeting or on pace to not meet target 29 32 0 0 Did not meet target 3 3 3 3 Lit 614 16 - 911 CSD rnal ffhinefivn A~N^n 1 2 A. Emergency assistance 1. Calls answered <5 sec scs 4Q 2. Calls answered <10 sec 3. Avg ring time 4. Longest ring time 5. Call abandonment rate 6. Avg call referral time 7. Quality improvement ro ram Administrative Services rnal nhincfivn A..e:.... 1 1 A. Fundin for sail expansion 1. Fundin for jail construction 34! 4U 5 1 A. Modify training catalog 1. Positive survey res onses 2. Track ost training survey results 2 A. Countywide standards 1. Train all departments on standards 2. Track customer service feedback 3 A. Workplace safety training 1. Trainin and education ro ram 5 A. Employee recognition program 1. Committee review sessions held 2. Recommendations implemented 6 A. Policies through audits 1. Count audit acceptance rate 2. Follow-up work plans developed 3. Follow-up audit reports completed 4. Post-audit customer satisfaction rate Commission on Children and Families Goal Ohierfiva A,ai.... 4 1 A. Awareness/service delivery 1. Communication Projects '.x cV aw Old B. Knowledge of needs 1. Contacts 2. Presentations 3. Media cotacts 4. Households receiving report card C.child abuse prevention needs 1.Ga s/needs where services met D. Advocate for policies 1. Child abuse compliance reporting 2. Back round check compliance E. Invest in programs 1. Parents reading to children 2. Children immunized F. Prevention and intervention 1. Employers with child care asst. 2. Child care report improvements 3. Child care in development activities G. Juvenile Crime Prev. Plan 1. Develop and implement plan 2. Implement Priorities in plan H. Juvenile crime prevention 1. Meetin outcome measures 2. Meeting best practices criteria 3. Substance abuse improvement 4 2 A. Implement strate is plans _ 1. Implement plan rioirities B. Resources for prioritized needs 1. Cash match leverage 2. In-kind donation leverage 3. Volunteer hour leverage 4. Value of state and federal rants 5. Track resources and volunteer hours C. Prevention and intervention 1. Families receiving home visits 2. CASA children not re-abused 3. Health Start families abuse/neglect 4. Stable situation before leaving shelter D. Safer community programs 1. Mentor ro ram improvement 2. Academic progress in shelter 4 3 A. Invest in ro rams 1. Meetin outcome measures B. Management of programs 1. Grant obligations met 2. Contract target outcomes met 3. Pro rams meeting criteria 4. Quarter) reports completed 5. Site visits and self-assessment Community Development r'-I nhiurtivn Artinn Una¢Ilr. in 9n An An 2 2 A. Comprehensive Plan 1. Comprehensive Plana roved 2. Trans. System Plana roved 3. Community fans completed B. Community development 1. Land use review turnaround 2. Building plan review turnaround 3. Customer questionnaire 3 2 A. Nitrates from onsite systems 1. Next steps 2. Local Rule financial asst. Ian 3. High groundwater lot project 4. Sunriver sewer feasibility stud 5. Water quality impacts 6. Onsite s s. code enforcement 7. Address onsite system failures 8. Approvals with measures B. Water risk 1. ESA risk assessment 3 3 A. Define natural wetlands 1. Identify funding for project 2. Delineation of wetlands 3. Methods of rotectin wetlands B. Inventory of resources 1. Com rehensive Plana roved Community Justice Gnal Ohiertive Artinn Villpaeuria 10 20 30 40 1 2 A. Electronic monitoring 1. On electronic device B. Drug and alcohol treatment 1. Youth com feted ro ram C. Juvenile recidivism 1. Youth re-offend D. Repair harm to community 1. Fulfill restitution 2. Fulfill community service E. Adult restitution aid 1. Offenders repay restitution 3 A. Domestic violent in treatment 1. En a ed in treatment 2. Completing treatment County Assessor r'-I nhi- ivn Artinn 11fi-a"ra in 90 Zn An 2 1 A. New construction appraisals 1. Appraisals completed B. Name and map change 1. Assement records updated 2. Days update assesment 3. Tax ma 2s updated 4. Days update tax maps C. Certify assessmenUtax roll 1. Assessment/tax rolls completed 2. Tax statements mailed County Clerk rD-.i f%hi-ti- Artinn RA®am~ru In 9n ZO An 2 1 A. Real property records 1. Property records completed 1. Marriage licenses error free 2. Domestic partnerships error free 3. Passports error free 4 A. Voter notification cards 1. Cards mailed District Attorney 1 n-I r%kinnri- Artinn Af9uam vu 1n 9n An An 1 2 A. Prosecute criminials 1. DUII cases filed 2. Trials 3. Ma or felon cases tried 4. Major felon convictions 5. Victim notification 6. Continued education 7. Juvenile delinquency etitions 8. Juvenile dependency petitions B. Settle less serious cases 1. FASTtrack cases 2. Family Drug Court cases 3. Mental Health Court cases 4. Dom. Violence Court cases Health Services Goal Obiective Action Measure 1Q 20 30 40 1 1 A. Local Beds 1. New beds 2. Total beds 3. Need met 2 A. Mental health crises 1. Time) crises response 2. Crises service hours 3. Crises response received 3 A. Operate treatment courts 1. In Mental Health Court 2. Mental Health Court graduates 3. Mental Health Court who re-offend 4. # in Drug Court 5. Drug Court graduates 6. Drug Court who re-offend B. Bridge Program 1. In Bride Program 2. Enrolled retaining service 3. Successful outcomes 4. Re-offenders 4 A. Response to emergencies 1. Leaders in notifications stem 2. Duties in iob description B. Distribution of information 1. Caregivers trained 2. Info. to home visit families 4 1 A. Reach out to businesses 1. Disease re ortin /imm. Com I. 2. No school for imm. non-com I. 3. Planning svc thru outreach 4. Referrals to Babies First 5. Referrals to CaCoon B. Access to health services 1. La Pine given reproductive services 2. Sisters families with WIC svcs 3. Visits at WIC clinic in La Pine 4. OHP ettin mental health svcs C. School-based health centers 1. Centers state certified 2. Child visits for health services 3. Visits for mental health services 2 A. Reduce chronic disease 1. Facilities tobacco free 2. Chronic disease em I. contacted B. Birth control service access 1. Women brought to Mosaic Medical 2. Family planning client visits C. Communicable diseases 1. 2 ears olds immunized 2. STD or HIV exposed contacted D. Perinatal de ression screenin s 1. Clients screened for depression E. Early Assess. & Supp. Alliance 1. Enrolled 2. Need met F. Enhanced Care Program 1. Able to remain in communit G. Respond to crisis situation 1. Crisis referrals response 2. Crisis plans developed time) 3 A. Direct client care and service 1. Behavioral health to direct services B. Strengthen Department 1. Re ort of actions C. Funding for beneficial services 1. Contract measures met D. Staff satisfaction 1. Job satisfaction index on survey- E. Client hours for health services 1. Health clinicians achieving goals 2. Assi ned caseload receiving WIC 3. Mental health clinicians meet Gals F. OHP funds for mental health 1. OHP used for delivered services G. Facilities/family care for seniors 1. Clients requiring higher level of service H. Developmentally disabled support 1. Re uets for out-of-home placement 1. Information management system 1. Electronic records stem 2. Electronic records stem orou J. Account receivable/billin process 1. Accounts receivable for claims K. Im rove billin office procedures 1. Create rocedures and work flows Fair & Expo Center Goal Objective Action Measure 1Q 2Q 3Q 4Q 3 3 A. Facilities economic impact 1. Economic Impact of fair & expo 2. to County fair Finance Goal Objective Action Measure 10 20 30 40 5 6 A. Data to Budget Committee 1. Budget complies with GFOA 2. CAFR complies with GFOA B. Tax roll to tax districts 1. Tax statements issued time) 2. Tax distribution 3. Tax accounts processed per FTE Information Technology Goal Objective Action Measure 1Q 20 3Q 40 5 1 A. Com uter trainin classes 1. Trainin classes offered 2 A. Feedback for services 1. Survey response 2. Satisfaction with service provided 3.Timeliness of service rovided 4 A. Maintain cost for services 1. IT as portion of operational budget Justice Court Goal Objective Action Measure 1Q 2Q 3Q 40 1 2 A. Reduce receivable balance 1. Increase in receivables 2. Rate of collection of fines B. Resolve small claims cases 1. Cases resolved before trial C. Decrease recidivism 1. Recidivism rate Natural Resource Protection Goal Objective Action Measure 1Q 20 30 4Q 3 1 A. Work with USFS & BLM 1. Environmental planning meetings B. Env. Impact Studies 1. EIS input 2. Field trips C. Best Mgmt Practices 1. Count land managed b BMP 2. Land sold with fuels treatment Q. Policy instituting BMP 3 A. Community fire plans 1. Comm. Wildfire Protection Plans 2. Fuels treatment rant requests 3. CWPP Committee meetings 4. Project Wildfire/Fire Free activities 5. Acres treated 6. Treated acres with utilization methods Personnel Goal Objective Action Measure 1Q 20 3Q 4Q 5 5 A. Employees voluntarily terminating 1. Employee voluntary turnover rate B. Employee evaluations 1. Receiving exit interview 2. Exit interviews responded to 3. Em to ee evaluations completed Property & Facilities Goal Objective Action Measure 1Q 2Q 30 40 1 1 A. Construct OSP/911 buildin 1. Complete construction 3 3 A. Recreation from land trades 1. Complete BLM land trade 2. Complete DSL land trade 3. La Pine Rodeo property BLM 5 3 A. Facilities/equipment maintained 1. Failures for buildings and equipment 2. Res onse time to service re uests Risk Management Goal Ob ective Action Measure 1Q 2Q 3Q 4Q 5 3 A. Facilities/equipment condition 1. 'Rate Road Goal Objective Action Measure 10 20 30 40 2 3 A. Funding prioritization strategy 11. implement strategy B. Re-revaluate moratorium 1< rove resolution C. Maintain condition of roads 1. Roads ratings D. Pavement mtSystem data 1. Arta inspected 3 3 A. Noxious weed control 1. Acres treated 5 6 A. Management of resources 1. Savings from county rock crushing Sheriffs Office Goal Objective Action Measure 1Q 20 30 40 1 1 A. Corrections Facility 1. Matdxin B. Mapping System 1. Vehicle Accidents C. Di ital Evidence System 1. Installs stem 2 A. Inmate programs 1. Inmates in programs B. Jail operation 1. Inmate incidents C. Community call responses 1. Deputies per residents 2. Patrol calls for service 3. Person and property 4. Criminal cases per deputy 5. Civil papers processed 6. Search & Rescue missions 4 A. Meet state guidelines 1. Disaster/pandemic exercises 5 2 A. Off-dut training regimen 1. Completed training hours for staff 4 A. Records Management System 1. Project completion 6 A. Support services at lowest cost 1. Direct cost per inmate 2. Percentage non-sworn employees B. Maintain vehicle fleet 1. Vehicles maintained Solid Waste Goal Objective Action Measure 1Q 20 30 4Q 2 2 A. Maximize resources 1. Cell 5 construction accepted 2. Ne us improvements approved 3. Guideline violations 3 3 A. Rec cle reduce landfill waste 1. Rec cled solid waste 5 6 A. Mana ement of resources 1. Savin s from count excavation